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2022.08.08 Council Workshop Packet
AGENDA City Council Workshop Meeting 7:00 PM - Monday, August 8, 2022 City Council Chambers & GoToWebinar Page 1. MEETING INSTRUCTIONS for REMOTE ACCESS - The Pasco City Council Workshops are broadcast live on PSC-TV Channel 191 on Charter/Spectrum Cable in Pasco and Richland and streamed at www.pasco-wa.gov/psctvlive and on the City’s Facebook page at www.facebook.com/cityofPasco. To listen to the meeting via phone, call (631) 992-3211 and use access code 613-585-088. 2. CALL TO ORDER 3. ROLL CALL (a) Pledge of Allegiance 4. VERBAL REPORTS FROM COUNCILMEMBERS 5. ITEMS FOR DISCUSSION 3 - 22 (a) Presentation - Park & Recreation Master Plan Update Cindy Mendoza and Jon Pheanis from MIG will present the Park & Recreation Master Plan update virtually. 23 - 24 (b) Single Room Occupancy (SRO) Housing Moratorium Discussion 25 - 34 (c) Intent for Annexation - Alford/Cole Annexation (ANX 2022-003) 35 - 36 (d) Pasco Public Facilities District Updates 37 - 46 (e) Resolution – Process Water Reuse Facility (PWRF) Phase 2 – Amendment No. 3 with RH2 Engineering, Inc. 47 - 63 (f) 2 Resolutions – Project Acceptance for 20th Ave Ped Beacon Project & Industrial Way Retrofit Project Page 1 of 172 64 - 85 (g) Resolution - Amendment No. 2 to the East UGA Expansion Sewer LID Scoping Agreement with RH2 86 - 97 (h) Resolution - Amendment to the WPWTP Phase 2 Scoping Agreement with RH2 (Construction Services) 98 - 103 (i) Resolution - Bid Award for A Street Sports Complex - Phase 1 104 - 170 (j) Recruiting Firms for City Manager Position 6. MISCELLANEOUS COUNCIL DISCUSSION 7. EXECUTIVE SESSION 8. ADJOURNMENT 9. ADDITIONAL NOTES 171 - 172 (a) Adopted 2020-2021 Council Goals (Reference Only) (b) REMINDERS • Monday, August 8, 11:45 AM: Pasco Chamber of Commerce Membership Lunch Meeting – Pasco Red Lion Hotel • Thursday, August 11, 4:30 PM: Pasco School District (PSD) Skilled & Technical Advisory Committee – Virtual (COUNCILMEMBER DAVID MILNE) • Thursday, August 11, 7:00 PM: Ben Franklin Transit Board Meeting – Transit Facility (COUNCILMEMBER JOSEPH CAMPOS Rep.; MAYOR PRO TEM CRAIG MALONEY, Alt.) This meeting is broadcast live on PSC-TV Channel 191 on Charter/Spectrum Cable in Pasco and Richland and streamed at www.pasco-wa.gov/psctvlive. Audio equipment available for the hearing impaired; contact the Clerk for assistance. Servicio de intérprete puede estar disponible con aviso. Por favor avisa la Secretaria Municipal dos días antes para garantizar la disponibilidad. (Spanish language interpreter service may be provided upon request. Please provide two business day's notice to the City Clerk to ensure availability.) Page 2 of 172 AGENDA REPORT FOR: City Council August 2, 2022 TO: Dave Zabell, City Manager City Council Workshop Meeting: 8/8/22 FROM: Zach Ratkai, Director Administrative & Community Services SUBJECT: Presentation - Park & Recreation Master Plan Update I. REFERENCE(S): Powerpoint Presentation II. ACTION REQUESTED OF COUNCIL / STAFF RECOMMENDATIONS: Presentation: Cindy Mendoza and Jon Pheanis from MIG will present the Park & Recreation Master Plan update virtually. III. FISCAL IMPACT: N/A IV. HISTORY AND FACTS BRIEF: Since the summer of 2021, the City of Pasco and MIG consultant team have been involving the community and building a city-wide plan for parks, recreation, open space, and trails. Most recently, the planning team asked community members about their priorities for future improvements. The timeline for the project is to complete the plan by November 2022. This will be the third Council presentation of the process with a final presentation scheduled when the draft plan is completed. MIG will be attending this meeting virtually. V. DISCUSSION: This is the third presentation to City Council on the planning process, which will include: Page 3 of 172 • An update on project schedule and progress • Outcomes of the most recent community outreach activities • Priority improvements • Draft Plan elements and review process This is a discussion item only at this time. Staff and the consultant welcome feedback Council can provide at this time. Page 4 of 172 Page 5 of 172 Page 6 of 172 • • • •Page 7 of 172 Needs, Opportunities and Visioning Action Planning •Tour and Condition Assessment •Inventory •Base maps •Summary Brief #1 •Survey •Ambassador Toolkit and Interviews •Staff workshop •Summary Brief #2 •Vision, Goals and Objectives •Site Recommendations •Capital Improvement Plan •Community Pop-ups System Assessment Summer 2021 Fall 2021 Winter 2021 –Spring 2022 •Council Workshop Plan Development, Review and Adoption •Draft Plan •Plan Review •Final Plan Summer 2022 •Master Plan Committee •Council Meeting 2 •Master Plan Committee •Council Meeting 3 •Master Plan Committee •Parks and Rec Advisory Com. •Council Meeting 4Page 8 of 172 • • • • • • • • •Page 9 of 172 • • • • • • • • •Page 10 of 172 Page 11 of 172 • •Page 12 of 172 • • • • •Page 13 of 172 Page 14 of 172 Page 15 of 172 • • • YAKIMA R OTARY A QUATIC C ENTER , YAKIMAPage 16 of 172 • • • E ARVIN “MAGIC ” J OHNSON PARK , LOS A NGELESPage 17 of 172 • • • P ROMENADE AT RIVERFRONT PARK , S POKANEPage 18 of 172 N ORTH PASCO : •M ORE TRAILS •N EW PARKS •G REATER VARIETY W EST PASCO : •G REATER VARIETY C ENTRAL PASCO : •R EPAIR /REPLACE PARK F EATURES •I NCREASE R OUTINE M AINTENANCE E AST PASCO : •R EPAIR /REPLACE PARK F EATURES •I NCREASE R OUTINE M AINTENANCEPage 19 of 172 • • •Page 20 of 172 Needs, Opportunities and Visioning Action Planning •Tour and Condition Assessment •Inventory •Base maps •Summary Brief #1 •Survey •Ambassador Toolkit and Interviews •Staff workshop •Summary Brief #2 •Vision, Goals and Objectives •Site Recommendations •Capital Improvement Plan •Community Pop-ups System Assessment Summer 2021 Fall 2021 Winter 2021 –Spring 2022 •Council Workshop Plan Development, Review and Adoption •Draft Plan •Plan Review •Final Plan Summer 2022 •Master Plan Committee •Council Meeting 2 •Master Plan Committee •Council Meeting 3 •Master Plan Committee •Parks and Rec Advisory Com. •Council Meeting 4Page 21 of 172 Page 22 of 172 AGENDA REPORT FOR: City Council August 2, 2022 TO: Dave Zabell, City Manager City Council Workshop Meeting: 8/8/22 FROM: Rick White, Director Community & Economic Development SUBJECT: Single Room Occupancy (SRO) Housing Moratorium Discussion I. REFERENCE(S): II. ACTION REQUESTED OF COUNCIL / STAFF RECOMMENDATIONS: Discussion III. FISCAL IMPACT: IV. HISTORY AND FACTS BRIEF: This is a follow-up to the Council discussion, consensus, and approval of Resolution No. 4158 in March of this year where a moratorium on conversion or development of additional SRO housing was approved. That Resolution and accompanying moratorium impos ed by Council continues in effect for an initial period of six (6) months period unless repealed, extended, or modified by the City Council. The 6-month effective date for the moratorium expires on September 7th of this year. Development of the Housing Action Plan will commence shortly and it seems appropriate that this issue is analyzed from a comprehensive approach addressing affordability and attainability balanced with community demands for housing options. Staff is requesting Council discussion of this issue so those items important for consideration are examined and/or analyzed in the Housing Action Plan. V. DISCUSSION: The text below is mostly taken from the Council Agenda Report of March 2022 where (after updates) a listing of options/issues was presented. Page 23 of 172 There are a variety of factors that may benefit from evaluation for the development of SRO housing. These include, but are not limited to: • Assessment of current development standards • Study of anti-displacement strategies and protective measures • Coordination with Visit Tri-Cities, Lodging Tax Advisory Committee, and housing stakeholders • Consideration within the Pasco Housing Action and Implementation Plan and the Tri-Cities Consolidated Plan Although in Pasco three separate hotel conversions have been issued conditional use permits, one of those three has been issued a building permit for the actual physical conversion, but all are vested under current regulations. A number of options are present for Council and include: • Take no further action and let the market dictate the rate and timing of conversions - recognizing that the City is going through a Housing Action Plan (estimated start date of August 2022) which will offer additional insights for consideration: • Repeal the applicable ordinance establishing the SRO process in the Pasco Municipal Code Staff requests Council consideration on at least the following issues: • Is the conversion of motel rooms to SRO housing still a concern to Council - if not should the Moratorium be allowed to expire? • Should the Moratorium be continued during the preparation of the Housing Capacity Plan and re-examined once the Plan is complete? Page 24 of 172 AGENDA REPORT FOR: City Council July 28, 2022 TO: Dave Zabell, City Manager City Council Workshop Meeting: 8/8/22 FROM: Rick White, Director Community & Economic Development SUBJECT: Intent for Annexation - Alford/Cole Annexation (ANX 2022-003) I. REFERENCE(S): Overview Map Vicinity Map Notice of Intent to Commence Annexation II. ACTION REQUESTED OF COUNCIL / STAFF RECOMMENDATIONS: Discussion III. FISCAL IMPACT: None IV. HISTORY AND FACTS BRIEF: Owners of property located at the east end of Kau Trail Road, located east of Road 68 between Deseret Drive and Kau Trail Road have submitted a Notice of Intent to Commence Annexation. The Notice of Intent has been reviewed by staff and has been determined to contain sufficient signatures to initiate the annexation process. Notices of Intent are required to contain the signatures of property owners representing at least 10 percent of the assessed value of an area proposed for annexation. In this case, the Notice of Intent contains the signatures of owners representing 50% of the assessed value within the proposed annexation area. Page 25 of 172 V. DISCUSSION: The petition method of annexation is a two-step process requiring the submittal of a Notice of Intent to Commence Annexation proceedings followed at a later date by consideration of an actual annexation petition. Upon receipt of a Notice of Intent to Commence Annexation - Council is required by law to set a date to hold a public meeting to consider: 1. Whether the City will accept, reject, or geographically modify the proposed annexation; 2. Whether it will require the simultaneous adoption of a proposed zoni ng regulation; and 3. Whether it will require the assumption of all or any portion of existing City indebtedness by the area to be annexed. Following Council review of the proposed annexation and passage of a resolution accepting the boundary, staff will prepare the annexation petition which will allow Council to formally consider and decide upon the annexation request at a public hearing. The next available date to consider a resolution commencing the annexation process is August 15, 2022. Page 26 of 172 CHEHALISDRSALMONDRTHREE RIVERS DRJOHNSONDRMONTEREYDRLASALLEDRSNOQUALMIE DRLAREDO DRROAD 60PARLEYDRNORTHWEST COMMONSDRCATALONIADRSEVILLE DRTYRE D R SIDON LNSAVARYDRROAD 76ROAD 84WESTMINSTERLNVALDEZ LNROAD 52ROAD 90LEOPARDDRENZIAN FALLSDRJEFFERSON DRLATAHLNCOLUMBIARIVERRDPOLK CTMAJESTIALNKENTPLSANTACRUZLNCANYONDRWELLINGTON DRROAD44NCLARK RDIVY RDJANET RDZEPHER CTRUTH DRROAD 48 NDURHAM CTOUTLET DRLANCASTER DRKAU TRAIL RDSANDIFUR PKWYOVERTON RDROAD 52 NZAYAS DRROAD 58 NMAYNE DRHUDSONDRROAD 76 NROAD 70 NCOMISKEY DRORIOLEDRWALLOWA LNROAD 44 NGEHRIG DRBURNS RDPAMPLONA DRWASHOUGAL LNNASH DRCORD DRDESOTO DRROAD 92CONVENTIONDRROAD 6 8 ROAD 6 8 N BURNS RDDESERET DRTAYLOR FLATS RDDENT RDCity LimitsCity LimitsCity LimitsCity LimitsCityLimitsBenton County WA, Maxar--0 1,000 2,000 3,000 4,000500Feet0 1,000 2,000 3,000 4,000500FeetOverviewMapSITESITEItem: Alford-Cole AnnexationApplicant: Gary D. Alford/Alford TrustFile #: ANX 2022-003 / ZD 2022-003LegendProject_NameAlford-ColeAnnexationCity_Limits 2022City_Limits 2022Page 27 of 172 BASALT FALLS DRMISSION RIDGE DRROAD 68 ROAD 60BURNS RDKAU TRAIL RDROAD 76 NROAD 70 NBURNS RDROAD 68 NDESERET DRCityLimitsCity Limits City LimitsCity LimitsBenton County WA, Maxar--0 570 1,100 1,700 2,300290Feet0 570 1,100 1,700 2,300290FeetVicinityMapSITESITEItem: Alford-Cole AnnexationApplicant: Gary D. Alford/Alford TrustFile #: ANX 2022-003 / ZD 2022-003LegendProject_NameAlford-ColeAnnexationCity_Limits 2022City_Limits 2022Page 28 of 172 NOTICE OF INTENTION TO COMMENCE ANNEXATION PROCEDURES TO: The City Council of the City of Pasco 525 North Third Avenue Pasco, Washington 99301 Council Members: The undersigned, who are the owners of not less than ten percent in value, according to the assessed valuation for general taxation of the property for which annexation is sought, hereby advise the City Council of the City of Pasco that it is the desire of the undersigned owners of the following area to commence annexation proceedings. The property herein referred to is described on Exhibit "A" attached hereto and is depicted on Exhibit "B" further attached hereto. It is requested that the City Council of the City of Pasco set a date not later than sixty days after the filing of this request for a meeting with the undersigned to determine: (1)Whether the City Council will accept the proposed annexation; and, (2)Whether the City Council will require the assumption of existing City indebtedness by the area to be annexed; and, (3)Whether the City Council will require simultaneous zoning. This page is one of a group of pages containing identical text material and is intended by the signers of this Notice of Intention to be presented and considered as one Notice of Intention and may be filed with other pages containing additional signatures which cumulatively may be considered as a single Notice of Intention. Page 29 of 172 Exhibit "A" Legal Description Alford-Cole Annexation (ANX 2022-003) THOSE PORTIONS OF SECTIONS 4 OF TOWNSHIP 9 NORTH RANGE 29 EAST, W.M., DESCRIBED AS FOLLOWS: PARCEL 115 130 046: The West ½ of the East ½ of the Northeast ¼ of the Southeast ¼ of Sections 4 of Township 9 North Range 29 East, W.M. PARCEL 115 130 055: The East ½ of the East ½ of the Northeast ¼ of the Southeast ¼ of Sections 4 of Township 9 North Range 29 East, W.M. £<-.._(_I,\ COMPRISING APPROXIMATELY 10 ACRES, MORE OR LESS. ·-hJ ,.,-u h-1--z-.__/ o .(' Zo C.:C...c ,-es-· .. Page 30 of 172 Item: Alford-Cole Annexation Applicant: Ghi±¢me Alfuftl G ur c, D � 1'4 I£ t cl 1 7r<:.A.. s·-1-F' e -k,r M, b, _.,4/+-.:,,-c( a:....�c/ -Exhibit "A" File #: ANX 2022-003 / ZD 2022-003 T3 e v e r l I A l-1:; r-c/ -r;:: cA.. s· -1-- j /I�\_ � '-'<& � �' .:e,.h � 1h. ,l ii /j:.f it ;<.!9f � N � p Legend D City Limits Project_Name DENT RD i;,,"SSJ Alford-C?leC!:=====::::!::======t-==-:;7"==€1:ARK;R,·==--=, Annexationc§ l[�,-+I +I +I +I +-I t-llh1rll-tl--tlTTTI : a:::� rT SITE q�&;&ra.Trm9Rl mum� I II � LA SALLE !'l SNOQUALMIE DURHAM CT DR TUCKER i::; DR WEL:LINGTON DR STUTZ . CT 3 =i s: ·� z DR. HUDSON 8 J(AtON w _J CT It/. . � . :),::'. 0::: z . ' , ' V<'.) THREE MAJESTIA L_N g \::I _J ,:;r. (S'0,1, 0 R!VERS DR N Cl Vl co -� :C z � O'I <C � . Cl . <(.-l >". 0 o ::E DESOTO <( CANYON DR . ti= . 1.0 a , <C a::: I-DR 9 ...J r--O' ·O Vl ,.._ O CP a::: w o NDIFUR PKWY <( 500! ,000 2,000 3,000 4,00 MAYNE -�F'I FI f, :t,•· .. -5?1 I DR SAVARY DR Feet =i GALIANO -OR 5: UJ Cl 0 c£ LEOPARD BURNS RD0 , N ui ;::o OJ DR t-LI) � O m � • Cl ...... )> :),::'. z ' ::lz 3. no -1.1 u_J ; <C >-<-lf-z rn "r-o, �-o -,, o 5= _J � _J • � �-z_ a::: r, a::: SAN\p,.CRU<' 0::: <C a. ,-· , re� OR ;i;:o•-.....--,--,w o::: (A. <(�I-z <THREE RIV•\.-· �� O:::o -· ��o·v ::E. 0 ill 8 -l L.li-:::.il-HlfTI i:'.= � V & \,,� o::::C �O ����I � q �-� zi5 ·.. � NORTHWEST o ,< -' o ENZIAN . COMMONS DR ', w §i FALLS DR SEVJLLEDR , .. · cf)' � '.'j� &fs c�TALONIA DR' 0 ◊ � 6 GEHRIG <§ YJ LAREDO D_R u DR <:i:-#PAMPLONA DR lltONTERE'< DR � Page 31 of 172 1.Please print your name in addition to signing. PRINT NAME SIGNATURE DATE 7- / ·-7.(.12'2__ Page 32 of 172 Affidavit of Signature for Annexation Notice of Intent and Petition Under the penalty of perjury, I declare under oath, that I am authorized to sign deeds and encumbrances on behalf of iV\. i). C-.,;.,....c/ de V '{I"' l.7 /1././4:d ,,;(A. 5 rand I am further authorized to sign other documents including Notices of Intent and Petitions. Signature State of Weslli,,gtut�\\f()\�·\(A ): ss. 1"-I l · County of 1 , --�i"l l, • •t )SOf\10\ UCA.\'C\ -J- I- 2a22- Date I certify that I know or have satisfactory evidence that ________ is the person who appeared before me, and said person acknowledged that (he/she) signed this instrument, on oath stated that (he/she) was authorized to execute the instrument and acknowledged it as the __________ of ____________ to be the free and voluntary act of such party for the uses and purposes mentioned in the instrument . . -&, � l Given under my hand and official seal this_\_ day of (j,) \J\ CJ?, ftC K 62� art(lc\,\� Page 33 of 172 ACKNOWLEDGMENT A Notary Public or other officer completing this certificate verifies only the identity of the individual who signed the document to which this certificate is attached, and not the truthfulness, accuracy, or validity of that document. State of California County of Santa Clara} ss. On ITT (0\ \affid: Public, personally appeared -J,,;;.,,,_,,��---1:=..:.--1.......1-+�L.Ll,,,A.----------- who proved to me on the basis of satisfactory evidence to be the person�· whose me��subscribe. d to the w;· in instrument and acknowledged to me that � executed th� same in i l=len'their authorized capacity�, and that by /hedthei( signature� on the ins rument the person� or the entity upon behalf of which the personpf acted, executed the instrument. I certify under PENAL TY OF PERJURY under the laws of the State of California that the foregoing paragraph is true and correct. WITNESS my hand and official seal. Date of Document Type or Title of Document Number of Pages in Document OPTIONAL INFORMA T/ON Document in a Foreign Language mw.Y\t \ �t\\\Of\ Type of Satisfactory Evidence: __ Personally Known with Paper Identification __ Paper Identification __ Credible Witness(es) Capacity of Signer: Trustee __ Power of Attorney CEO/ CFO/ COO::==President/ Vice-President/ Secretary/ Treasurer Other: _____________ _ (seal) D Check here if no thumbprint or fingerprint is available. Other Information: __________________________ _ Page 34 of 172 AGENDA REPORT FOR: City Council August 3, 2022 TO: Dave Zabell, City Manager City Council Workshop Meeting: 8/8/22 FROM: Zach Ratkai, Director Administrative & Community Services SUBJECT: Pasco Public Facilities District Updates I. REFERENCE(S): II. ACTION REQUESTED OF COUNCIL / STAFF RECOMMENDATIONS: Staff will brief Council on the Pasco Public Facilities District and its recent activities and plans for the remainder of 2022. III. FISCAL IMPACT: IV. HISTORY AND FACTS BRIEF: The Pasco Public Facilities District (PPFD) was initially formed on July 15, 2002, by City Council through Ordinance No. 3558 and was granted all powers provided by the Washington State law pursuant to RCW 35.57.010. Most recently, the PPFD Board successfully placed on the April 26, 2022 special election a ballot measure asking of the voters whether there should be an additional 2/10ths of 1% sales and use tax imposed to fund and aquatics facility, a long-term City Council goal, which passed with a majority of the vote. The successful outcome of the election has enabled the PPFD Board to begin planning its efforts to formalize its operations, and to design, build, and operate an aquatics facility. V. DISCUSSION: Funding of the PPFD's aquatics facility project through the newly approved 2/10ths sales tax will not materialize until the end of the first quarter of 2023. In the meantime there is much the PPFD Board needs to do in order to keep the aquatics facility project moving forward, which will require further partnership with the City. Page 35 of 172 The purpose of the discussion this evening is for the City Manager, ACS and Legal staff to provide the City Council an update of the PPFD Board's discussions and steps necessary to maintain momentum on this project prior to commencement of the PPFD's receipt of sales tax revenues. Page 36 of 172 AGENDA REPORT FOR: City Council July 12, 2022 TO: Dave Zabell, City Manager City Council Workshop Meeting: 8/8/22 FROM: Steve Worley, Director Public Works SUBJECT: Resolution – Process Water Reuse Facility (PWRF) Phase 2 – Amendment No. 3 with RH2 Engineering, Inc. I. REFERENCE(S): Resolution Amendment Area Map II. ACTION REQUESTED OF COUNCIL / STAFF RECOMMENDATIONS: Discussion III. FISCAL IMPACT: Original PSA $ 422,542.00 Amendment No. 1 $ 267,625.00 Amendment No. 2 $ 9,038.00 Amendment No. 3 (proposed) $ 111,584.00 New PSA Total $ 810,789.00 Funded 100% by low-interest pre-construction loans from the Washington State's Public Works Board and Department of Ecology. IV. HISTORY AND FACTS BRIEF: On August 10, 2021, the City entered into a Professional Services Agreement (PSA) with RH2 Engineering, Inc., (RH2) to design approximately 200 million gallons (MG) of additional winter storage ponds at the Process Water Reuse Facility (PWRF). This estimated volume was needed to store processed water during the winter months when irrigation is not permitted. This volume was consistent with information available at the time and based on planning level assumptions derived from the PWRF Facility Plan. Planning level assumptions anticipated modest growth in system flows and storage based on input from Page 37 of 172 users at that time, since then a new major user has emerged and a number of existing users have advised the City they tend to expand. Amendment 1 (previously approved): The estimated amount of winter storage needed to increase to accommodate the Processor’s desired future growth. The total estimated winter storage increased to a maximum of 729 MG, and additional permitting support was required due to logistics associated with property acquisition from USBR. approved):(previously 2 Amendment an USBR, input on from Based Environmental Site Assessment (ESA) would be required for three (3) United States Bureau of Reclamation (USBR) properties and the westerly half of the City’s PWRF. Amendment 3 (proposed): Based on the results of fieldwork performed by RH2, a modified, expedited process of navigating the cultural and environmental aspects of property acquisition was initiated by USBR (a categorical exclusion finding from the NEPA process). The benefit to the project of this alternative process is that it would help the property acquisition schedule meet the overall project schedule needs associated with the PWRF Phase 3 work. This process will require additional inputs from RH2 to meet the Department of Ecolog y requirements for funding, as a supplement to the expedited USBR process. Additionally, a separate 160-acre USBR parcel south of Foster Wells Road became available for City acquisition and will require cultural and environmental fieldwork and reporting to facilitate the acquisition process being implemented by USBR. This site is being consider for construction related activities for the Phase 2 improvements in an effort to offset the costs of long distance hauling of soil, material stocking, etc. Since the scope of work needed for the acquisition is similar to the one performed for the previous 280 acres, it was deemed best to assimilate this scope within the existing agreement. V. DISCUSSION: The proposed PSA amendment captures the increased sco pe of work for the additional services described below: • Cultural review expanded from 280 acres to 440 acres. • Environmental review expanded from 280 acres to 440 acres. • Topographic survey of additional 160-acre USBR parcel. • SEPA process for additional 160-acre USBR parcel. • County Conditional Use Permit (CUP) process for an additional 160 -acre USBR parcel. Page 38 of 172 • Coordinate with Reclamation, Ecology, and Washington Department of Fish and Wildlife. • Prepare State Environmental Review Process (SERP) documentation. • Prepare County Building/Site development permit application documents. • Perform a Phase 1 Environmental Site Assessment (ESA) of the additional 160-acre USBR parcel, and amend previous reports and write- ups to include mention of this parcel. Staff recommends approval for the Amendment to the PSA with RH2 Engineering for the PWRF Pretreatment Improvements Ph ase 2: Winter Storage project in the amount of $111,584.00. Page 39 of 172 Resolution - PWRF Phase 2 Amendment No. 3 w/ RH2 - 1 RESOLUTION NO. _________ A RESOLUTION OF THE CITY OF PASCO, WASHINGTON, AUTHORIZING THE CITY MANAGER TO SIGN AND EXECUTE AMENDMENT NO. 3 FOR THE PROFESSIONAL SERVICES AGREEMENT WITH RH2 ENGINEERING, INC. FOR THE PROCESS WATER REUSE FACILITY (PWRF) PRETREATMENT IMPROVEMENTS PHASE 2: WINTER STORAGE CAPACITY. WHEREAS, the City and RH2 Engineering, Inc. entered into a Professional Services Agreement on August 10, 2021, to provide Engineering services with respect to the Process Water Reuse Facility (PWRF) Improvements project; and WHEREAS the City and RH2 Engineering, Inc. entered into Amendment No. 1 on May 9, 2022, to add additional professional engineering (design) services for additional winter storage; and WHEREAS, the City and RH2 Engineering, Inc. entered into Amendment No. 2 on May 12, 2022, to add additional professional engineering services required for the acquisition of additional land from the United States Bureau of Reclamation (USBR); and WHEREAS, the City and RH2 Engineering, Inc. desire to enter into Amendment No. 3 to the Professional Services Agreement to provide additional professional engineering services. These additional services include cultural and environmental field work and associated reporting for an additional 160-acre parcel owned by the USBR, and additional permitting support to facilitate the acquisition process being administered by the USBR to meet funding requirements. NOW, THEREFORE, BE IT RESOLVED BY THE CITY COUNCIL OF THE CITY OF PASCO, WASHINGTON: That the City Council of the City of Pasco approves the terms and conditions of the Amendment No. 3 to the Professional Services Agreement between RH2 Engineering, Inc. and the City of Pasco; a copy of which is attached hereto and incorporated herein by reference as Exhibit A. Be It Further Resolved that the City Manager of the City of Pasco, Washington, is hereby authorized, empowered, and directed to sign and execute said Amendment on behalf of the City of Pasco; and to make minor substantive changes as necessary to execute the Agreement. Page 40 of 172 Resolution - PWRF Phase 2 Amendment No. 3 w/ RH2 - 2 PASSED by the City Council of the City of Pasco, Washington this __ day of ________, 2022. Blanche Barajas Mayor ATTEST: APPROVED AS TO FORM: _____________________________ ___________________________ Debra Barham, CMC Kerr Ferguson Law, PLLC City Clerk City Attorneys Page 41 of 172 Amendment No. 3 to Professional Services Agreement Page 1 RH2 Engineering, Inc. Process Water Reuse Facility Pretreatment Improvements – Phase 2: Winter Storage AMENDMENT NUMBER 3 to PROFESSIONAL SERVICES AGREEMENT Process Water Reuse Facility Pretreatment Improvements – Phase 2: Winter Storage Project No. 21298 AGREEMENT NO. 21-039 WHEREAS, the City and RH2 Engineering, Inc., entered into a Professional Services Agreement on 8/10/2021 to provide engineering services with respect to the Process Water Reuse Facility (PWRF) Improvements project. WHEREAS as the Phase 2 project progressed RH2 Engineering and City Staff have identified additional need for winter storage capacity; and WHEREAS, in order to carry out the intent of providing cultural review and environmental support as required for additional property acquisition at the City’s PWRF site; and WHEREAS, the City and RH2 Engineering, Inc. entered into Amendment No. 1 on May 9, 2022 to add additional professional engineering (design) services for additional winter storage. WHEREAS, the City and RH2 Engineering, Inc. entered into Amendment No. 2 on May 12, 2022 to add additional professional engineering services for additional winter storage. NOW, THEREFORE, this agreement is amended to allow RH2 Engineering, Inc., to provide additional professional engineering services as described on Exhibit A. 1.Scope of Work: See Exhibit A. 2.Fee: The compensation for the additional work is based on a Time & Materials Basis of $111,584.00, increasing the overall total authorization amount to $810,789.00. For further detail please see Exhibit B. 3.Time of performance: No Change. The services shall be complete for the project on or before 12/31/2024. DATED THIS _______ DAY OF ____________, 2022. CITY OF PASCO: CONSULTANT City of Pasco RH2 Engineering, Inc. Steve M. Worley, PE – Public Works Director Paul Cross, PE – Principal EXHIBIT A Page 42 of 172 1 Scope of Work Amendment No. 3 City of Pasco Process Water Reuse Facility (PWRF) Improvements Southeast Parcel Acquisition and Permitting July 2022 Background The City of Pasco (City) previously contracted with RH2 Engineering, Inc., (RH2) to design approximately 200 million gallons (MG) of winter storage for the PWRF for winter process water. As the project has progressed, the total winter storage needs have increased to as much as 670 MG and have required the acquisition of an additional 240 acres of property from the US Bureau of Reclamation (Reclamation). An additional 160 acres of Reclamation property (SE Parcel) southeast of the PWRF and south of Foster Wells Road (Parcel 113140039) also has been made available for purchase. The acquisition assistance and permitting requirements necessary to obtain this property include additional efforts by RH2 and significantly larger roles for subconsultants have been required as indicated in the following subtasks. Task 5 – Parcel Acquisition Assistance and Permitting Objective: Provide additional cultural review and environmental support assistance for the Franklin County Planning Department (County), Washington State Department of Ecology (Ecology), and Reclamation as required by the funding and property acquisition requirements. Approach: 5.1 Perform vegetation and wildlife surveys for the 160 acres of the SE Parcel. 5.2 Prepare write-ups for the surveys and amend previous reports and write-ups. 5.3 Prepare a draft State Environmental Policy Act (SEPA) checklist and submit to the City for review. Prepare a final SEPA checklist based on City comments and coordinate with the City and County for publication and public meetings. 5.4 Prepare Conditional Use Permit (CUP); coordinate with the City and County for publication and attend hearing. 5.5 Coordinate with Reclamation, Ecology, and Washington Department of Fish and Wildlife. 5.6 Prepare State Environmental Review Process (SERP) documentat ion. 5.7 Prepare County Building/Site Development permitting. 5.8 Prepare other miscellaneous permitting as needed. EXHIBIT A Page 43 of 172 City of Pasco Exhibit A – Scope of Work PWRF Improvements – Winter Storage Amendment No. 3 2 5.9 Coordinate with Cultural Resource Consultants LLC as a subconsultant to RH2 to perform a cultural review and survey of up to 160 acres of additional Reclamation land and prepare reports meeting Reclamation environmental requirements. 5.10 Coordinate with MGS Pasco as a subconsultant to RH2 to perform a boundary and topographic survey of the 160-acre parcel and provide the information in AutoCAD format. Record the survey at Franklin County. 5.11 Perform a Phase 1 Environmental Site Assessment (ESA) of the parcel and amend previous reports and write-ups. Assumptions: •Assumptions from the prime contract and Amendment No. 1 are included herein by reference. •Services outlined in this Scope of Work will be performed to the level of effort identified in the Fee Estimate. If necessary, additional effort can be mutually determined by the City and RH2. •No archaeological artifacts of significance or historic structures will be found on the sites. •No additional mitigation efforts are included in this Scope of Work. •The City will submit all permit applications and pay all permit fees. •The City will obtain the right of entry permits from Reclamation. RH2 Deliverables: •Amended report from previous vegetation and wildlife surveys in electronic PDF. •Amended Phase 1 ESA report from previous assessment in electronic PDF. •Cross cutting documents for Ecology requirements in electronic PDF. •Draft and final SEPA Checklist in electronic PDF. •Cultural resources documentation and inadvertent discovery plan (IDP) in electronic PDF. •Attendance at up to two (2) meetings with City staff. Meeting agendas and minutes for each meeting in electronic PDF. •Boundary and topographic survey in AutoCAD and electronic PDF. Project Schedule RH2 can commence with survey and permitting work upon notice to proceed from the City followed by obtaining the Permit for Archaeological Investigations and the Right of Entry Permits from Reclamation. It is anticipated that this contract amendment will be approved by mid-August 2022, that field surveying will occur in mid- to late-summer 2022, and that County permits will be submitted before the end of October 2022. Property acquisition and permit processes may be complete by the end of December 2022. Page 44 of 172 EXHIBIT B Fee Estimate Amendment No. 3 City of Pasco PWRF Improvements - Winter Storage SE USBR Parcel Permitting Jul-22 Description Total Hours Total Labor Total Subconsultant Total Expense Total Cost Task 5 Parcel Acquisition Assistance and Permitting 328 10,559$ 48,438$ 6,522$ 111,584$ PROJECT TOTAL 328 56,624$ 48,438$ 6,522$ 111,584$ Page 45 of 172 ,—\.~r:1 wlyApro-posedacquiition |.-from USBR parcel (180 Acres) ,.V.Page 46 of 172 AGENDA REPORT FOR: City Council August 3, 2022 TO: Dave Zabell, City Manager City Council Workshop Meeting: 8/8/22 FROM: Steve Worley, Director Public Works SUBJECT: 2 Resolutions – Project Acceptance for 20th Ave Ped Beacon Project & Industrial Way Retrofit Project I. REFERENCE(S): Resolutions PowerPoint Presentation II. ACTION REQUESTED OF COUNCIL / STAFF RECOMMENDATIONS: Discussion III. FISCAL IMPACT: See below. IV. HISTORY AND FACTS BRIEF: The two publicly bid projects listed below have recently been completed and require formal acceptance by the City Council. • 20th Ave Pedestrian Hybrid Beacon The project bid was awarded on December 7, 2021, by Council to Ellison Earthworks, LLC of Richland, WA, in the amount of $141,135.24. The project is now complete and was constructed per project specifications. Final construction costs were $139,246.04. • North Industrial Way Stormwater & Retrofit The project bid was awarded on February 7, 2022, by Council to Double J Excavating, Inc. of Pasco, WA in the amount of $503,000.00. The project is now complete and was constructed per project specifications. Final construction costs were $508,549.75, which included change orders totaling $8,406.35. Page 47 of 172 Formal acceptance of public works projects are required by State law and start the 45-day period within which an outside vendor, supplier or laborer would have an opportunity to file a claim against this project pursuant to RCW 60.28.011 (2). Upon completion of the 45-day lien filing period, retainage being held by the City may be released upon receipts of the following: • An affidavit of no liens • A release from the Department of Revenue that all taxes have been paid • A release from any claims from the Department of Labor and Industries, pursuant to RCW 60.28.051 V. DISCUSSION: Staff recommends City Council's acceptance of the project as constructed by the above listed contractor. Page 48 of 172 Resolution – 20th Ave Pedestrian Hybrid Beacon Project Closeout - 1 RESOLUTION NO. ________ A RESOLUTION OF THE CITY OF PASCO, WASHINGTON, ACCEPTING WORK PERFORMED BY ELLISON EARTHWORKS, LLC., UNDER CONTRACT FOR THE 20TH AVE PEDESTRIAN HYBRID BEACON PROJECT. WHEREAS, the work performed by Ellison Earthworks, LLC., under contract for the 20th Ave Pedestrian Hybrid Beacon project, has been examined by City of Pasco staff and has been found to be in apparent compliance with the applicable project specifications and drawings; and WHEREAS, it is the City Staff’s recommendation that the City of Pasco formally accepts the contractor's work and the project as complete. NOW, THEREFORE, BE IT RESOLVED BY THE CITY COUNCIL OF THE CITY OF PASCO, WASHINGTON: That the City Council concurs with the Staff’s recommendation and thereby accepts the work performed by Ellison Earthworks, LLC, under contract for the 20th Ave Pedestrian Hybrid Beacon project, as being completed in apparent compliance with the project specifications and drawings; and Be It Further Resolved, that the City Clerk is hereby directed to notify the Washington State Department of Revenue of this acceptance; and Be It Further Resolved, that the final payment of retainage being withheld pursuant to applicable laws, regulations and administrative determination shall be released upon satisfaction of same and verification thereof by the Public Works Director and Finance Director. PASSED by the City Council of the City of Pasco, Washington, this ___ day of August, 2022. Blanche Barajas Mayor ATTEST: APPROVED AS TO FORM: _____________________________ ___________________________ Debra Barham, CMC Kerr Ferguson Law, PLLC City Clerk City Attorneys Page 49 of 172 Resolution – North Industrial Way Stormwater & Retrofit Project Closeout - 1 RESOLUTION NO. ________ A RESOLUTION OF THE CITY OF PASCO, WASHINGTON, ACCEPTING WORK PERFORMED BY DOUBLE J EXCAVATING, INC., UNDER CONTRACT FOR THE NORTH INDUSTRIAL WAY STORMWATER & RETROFIT PROJECT. WHEREAS, the work performed by Double J Excavating, Inc., under contract for the North Industrial Way Stormwater & Retrofit project, has been examined by City of Pasco staff and has been found to be in apparent compliance with the applicable project specifications and drawings; and WHEREAS, it is the City Staff’s recommendation that the City of Pasco formally accepts the contractor's work and the project as complete. NOW, THEREFORE, BE IT RESOLVED BY THE CITY COUNCIL OF THE CITY OF PASCO, WASHINGTON: That the City Council concurs with the Staff’s recommendation and thereby accepts the work performed by Double J Excavating, Inc., under contract for the North Industrial Way Stormwater & Retrofit project, as being completed in apparent compliance with the project specifications and drawings; and Be It Further Resolved, that the City Clerk is hereby directed to notify the Washington State Department of Revenue of this acceptance; and Be It Further Resolved, that the final payment of retainage being withheld pursuant to applicable laws, regulations and administrative determination shall be released upon satisfaction of same and verification thereof by the Public Works Director and Finance Director. PASSED by the City Council of the City of Pasco, Washington, this ___ day of August, 2022. Blanche Barajas Mayor ATTEST: APPROVED AS TO FORM: _____________________________ ___________________________ Debra Barham, CMC Kerr Ferguson Law, PLLC City Clerk City Attorneys Page 50 of 172 Pasco City Council Regular Meeting August 8, 2022Page 51 of 172 20th Ave Pedestrian Hybrid Beacon Project #21-293 Page 52 of 172 20th Ave Pedestrian Hybrid Beacon Before Page 53 of 172 20th Ave Pedestrian Hybrid Beacon In Progress Page 54 of 172 20th Ave Pedestrian Hybrid Beacon After Awarded CN Cost:$141,135.24 Total CN Cost:$139,246.04Page 55 of 172 North Industrial Way Stormwater Retrofit & Overlay Project #20-101 Page 56 of 172 North Industrial Way Stormwater Retrofit & Overlay Before Page 57 of 172 North Industrial Way Stormwater Retrofit & Overlay In Progress Page 58 of 172 North Industrial Way Stormwater Retrofit & Overlay In Progress Page 59 of 172 North Industrial Way Stormwater Retrofit & Overlay In Progress Page 60 of 172 North Industrial Way Stormwater Retrofit & Overlay After Page 61 of 172 North Industrial Way Stormwater Retrofit & Overlay Change Order Details Awarded CN Contract: $ 503,000.00 Total CN Contract: $ 508,549.75 Change Order #1: $1,277.65 •Changes to Gallery to include the removal of existing catch basin and curb Change Order #2: $1,888.70 •Replacement of existing monument that was installed improperly Change Order #3: $5,240.00 •Extension of infiltration trench to ensure flows are adequately handled. Total Change Order Cost: $8,406.35Page 62 of 172 Questions?Page 63 of 172 AGENDA REPORT FOR: City Council August 2, 2022 TO: Dave Zabell, City Manager City Council Workshop Meeting: 8/8/22 FROM: Steve Worley, Director Public Works SUBJECT: Resolution - Amendment No. 2 to the East UGA Expansion Sewer LID Scoping Agreement with RH2 I. REFERENCE(S): Resolution Amendment No. 2 II. ACTION REQUESTED OF COUNCIL / STAFF RECOMMENDATIONS: Discussion III. FISCAL IMPACT: Original PSA $ 270,045.00 Amendment No. 1 No Cost Amendment No. 2 (proposed) $ 1,379,126.00 New Total $ 1,649,171.00 On May 23, 2022, City Council adopted Ordinance No. 4592, establishing the East Urban Growth Area (UGA) Sewer Expansion Local Improvement District (LID) No. 152, providing that payment for the improvements be made by special assessments upon the property in the LID, payable by the mode of “payment by bonds”; and providing for the issuance and sale of LID warrants redeemable in cash or other short-term financing and LID bonds. IV. HISTORY AND FACTS BRIEF: The City of Pasco (City) contracted with RH2 Engineering, Inc. (RH2) in January of 2022 to provide professional services to design and assist with permitting for the East UGA Sewer Expansion LID. Page 64 of 172 The original Scope of Work pertained to the preliminary work and early stage design to support the formation of the LID and advance critical permitting with BNSF Railway for utility crossing. Amendment No. 1 was a no-cost scope change, reallocating resources to sub consultants, in order to perform critical path items (mainly, survey and exploration activities) ASAP to support design efforts. Amendment No. 2 is proposed for the completion of the design, permitting and LID administration for this project, from conceptual design through bid award. V. DISCUSSION: Amendment No. 2 includes professional services to facilitate design completion, through the bidding phase(s) of the project. The Scope of Work includes the following tasks: • Project Management Services - $46,062.00 • Preliminary Alignment Assessment - $23,522.00 • Right-of-Way Acquisition and Easements - $329,963.00 • Permitting Assistance - $42,065.00 • Geotechnical Assessment - $54,488.00 • Gravity Sewer Plans, Specifications and Estimates - $308,855.00 • Lift Station and Force Main Plans, Specifications and estimate - $459,213.00 • LID Process and Appraisals - $65,098.00 • Services During Bidding (4 separate bid sets assumed) - $49,861.00 Staff recommends approval of Amendment No. 2 to the Professional Services Agreement with RH2 Engineering, Inc. for the East UGA Expansion Sewer LID in the amount of $1,379,126.00. Page 65 of 172 Resolution – LID Amendment No. 2 w/ RH2 - 1 RESOLUTION NO. _________ A RESOLUTION OF THE CITY OF PASCO, WASHINGTON, AUTHORIZING THE CITY MANAGER TO EXECUTE AN AMENDMENT FOR THE PROFESSIONAL SERVICES AGREEMENT (PSA) WITH RH2 ENGINEERING, INC. FOR THE EAST URBAN GROWTH AREA EXPANSION SEWER LOCAL IMPROVEMENT DISTRICT PROJECT. WHEREAS, the City and RH2 Engineering, Inc., entered into a Professional Services Agreement on January 21, 2022, to provide engineering services with respect to the East Urban Growth Area (UGA) Expansion Sewer Local Improvement District (LID) project; and WHEREAS, East UGA Expansion Sewer LID will design about 7.5 miles of pipelines, a lift station, 2 railroad crossings, and a crossing of SR-395; and WHEREAS, the City and RH2 Engineering, Inc. entered into Amendment No. 1 on August 5, 2022, which only allowed for change of scope, not change in fee, to the original agreement and allowing work to be continuous; and WHEREAS, the City and RH2 Engineering, Inc. desire to enter into an Amendment No. 2 to the PSA in order to provide further professional services during the professional Engineering phases of the project, consistent with the original Agreement. NOW, THEREFORE, BE IT RESOLVED BY THE CITY COUNCIL OF THE CITY OF PASCO, WASHINGTON: That the City Council of the City of Pasco approves the terms and conditions of the Amendment No. 2 to the Professional Services Agreement between RH2 Engineering, Inc. and the City of Pasco; a copy of which is attached hereto and incorporated herein by reference as Exhibit A. Be It Further Resolved that the City Manager of the City of Pasco, Washington, is hereby authorized, empowered, and directed to sign and execute said Amendment on behalf of the City of Pasco; and to make minor substantive changes as necessary to execute the Agreement. Page 66 of 172 Resolution – LID Amendment No. 2 w/ RH2 - 2 PASSED by the City Council of the City of Pasco, Washington this __ day of ________, 2022. Blanche Barajas Mayor ATTEST: APPROVED AS TO FORM: _____________________________ ___________________________ Debra Barham, CMC Kerr Ferguson Law, PLLC City Clerk City Attorneys Page 67 of 172 Amendment No. 2 to Professional Services Agreement Page 1 RH2 Engineering, Inc. East UGA Expansion Sewer LID AMENDMENT NUMBER 2 to PROFESSIONAL SERVICES AGREEMENT East UGA Expansion Sewer LID Project No. 21295 AGREEMENT NO. 22-002 WHEREAS, the City and RH2 Engineering, Inc., entered into a Professional Services Agreement on 1/21/2022 to provide engineering services with respect to the City’s East Urban Growth Area (UGA) Expansion Sewer Local Improvement District (LID) project; and WHEREAS, the City and RH2 Engineering, Inc., entered into Amendment No. 1 on 8/#/2022 to move future phase professional engineering services from the original PSA’s remaining budget. NOW, THEREFORE, this agreement is amended to allow RH2 Engineering, Inc., to provide additional professional (design) engineering services and add additional time of performance as described on Exhibit A. 1.Scope of Work: See Exhibit A. 2.Fee: The compensation for the additional work is based on a Time & Materials Basis of $1,379,126.00, increasing the overall total authorization amount to $1,649,171.00. 3.Time of performance: The services shall now be complete for the project on or before 12/31/2024. DATED THIS _______ DAY OF _______________, 2022. CITY OF PASCO: CONSULTANT City of Pasco RH2 Engineering, Inc. Dave Zabell – City Manager Paul Cross, PE – Principal EXHIBIT A Page 68 of 172 1 7/28/2022 1:33:05 PM \\CORP.RH2.COM\PROJECTS\PROJECT\DATA\PSC\21-0300\00 CONTRACT\AMEND NO. 2\PSA_SOW_EAST UGA EXPANSION SEWER LID PHASE 3.DOCX EXHIBIT A Scope of Work Amendment No. 2 City of Pasco East UGA Expansion Sewer LID Project – Phase 3 July 2022 Background The City of Pasco (City) has retained RH2 Engineering, Inc., (RH2) to design a gravity sewer transmission main to connect the East Urban Growth Area (UGA) located east of Road 68 in Pasco, Washington to the existing sewer system east of the Burlington Northern-Santa Fe Railroad (BNSF). Phase 1 of the project has concentrated on developing a 10-percent design for the purposes of assisting landowners to determine if they would like to form a Local Improvement District (LID) to develop and fund the project. Phase 2 of the project has concentrated on getting two sewer crossings permitted with BNSF. The City’s preliminary LID concept collects wastewater from the areas east of Road 68 and north of Burns Road extended to a new sewer lift station near Glade Road and the Burns Road extended . A second gravity line will bring wastewater from the Port of Pasco’s Reimann Industrial Center (RIC) from the north and across BNSF to the new Glade Road Lift Station. The Glade Road Lift Station will be a triplex lift station with space for a fourth pump. The dual discharge line will consist of two (2) HDPE force mains; a 12-inch force main that extends east across the BNSF railroad to Foster Wells Road and discharges to an existing gravity sewer on Industrial Way and an 8-inch force main that continues along Foster Wells Road, crosses State Route 395 and discharges to an existing gravity sewer main on Capital Way. Task 1 – Project Management Services Objective: Prepare and update the project schedule. Review and update project files and budget progress. Approach: Prepare a project schedule and update monthly for up twenty-four (24) months (does not include construction). Review and update project files and budget progress monthly for up to twenty-four (24) months. Assumptions: • The City, agencies, property owners, subconsultants, and other stakeholders outside of RH2’s control or influence will approach the project with good faith and fair dealings, and coordination and communications above and beyond those reasonably expected of a similarly sized project will not be required. Page 69 of 172 City of Pasco Amendment No. 2 East UGA Expansion Sewer LID Project Exhibit A – Scope of Work 2 7/28/2022 1:33:05 PM \\CORP.RH2.COM\PROJECTS\PROJECT\DATA\PSC\21-0300\00 CONTRACT\AMEND NO. 2\PSA_SOW_EAST UGA EXPANSION SEWER LID PHASE 3.DOCX RH2 Deliverables: • Monthly project schedule in electronic PDF. • Electronic budget invoices or updates monthly for up to twenty-four (24) months. Task 2 – Preliminary Alignment Assessment Objective: Perform preliminary alignment assessment based upon City contact with willing landowners, existing utility congestion, regulatory requirements, and City objectives and preferences. Approach: Confirm the East UGA sewer basin service area, projected sewer basin flows, and proposed gravity main alignments, depth, and diameters. Include consideration for future development plans and loadings as identified in the City’s new annexed limits north and east of the East UGA sewer basin area boundary. Prepare figures and comparison matrices for the preferred pipeline alignments and up to one (1) alternative alignment based on City input, utility congestion, property owner preferences, rough order of magnitude construction cost estimates, accessibility, anticipated right of way (ROW) acquisition and costs, and general feasibility. Attend one (1) site visit to identify and photograph visible existing conditions within and around the preferred pipe alignment and alternative alignment. Attend up to five (5) meetings with the City and property owners to review alternatives and discuss alignment selection. Prepare meeting agenda and minutes. Assumptions: • RH2 will rely upon the accuracy and completeness of data, materials, and information provided by the City or others in relation to this Scope of Work. RH2 assumes that the entity providing such information to RH2 is either the owner of such information or has obtained written authorization from the owner to distribute said information. • The project schedule assumes that the City will select a pipeline alignment for design based upon recommendations within five (5) working days of receipt of Task deliverables. Provided by City: • Attendance at up to five (5) meetings with RH2 and property owners at City Hall. • Review of comparison matrices and costs followed by selection of pipeline alignment to be used as the basis for design. • LiDAR data of the East UGA Sewer Area performed in 2018. RH2 Deliverables: Page 70 of 172 City of Pasco Amendment No. 2 East UGA Expansion Sewer LID Project Exhibit A – Scope of Work 3 7/28/2022 1:33:05 PM \\CORP.RH2.COM\PROJECTS\PROJECT\DATA\PSC\21-0300\00 CONTRACT\AMEND NO. 2\PSA_SOW_EAST UGA EXPANSION SEWER LID PHASE 3.DOCX • Up to two (2) figures identifying alignment alternatives with accompanying comparison matrices in electronic PDF. • Attendance at up to five (5) meetings with City staff and property owners at City Hall, including meeting agenda and minutes in electronic PDF. Task 3 – Right-of-Way Acquisition and Easements Objective: Subcontract and coordinate with Tierra Right -of-Way Services, Ltd., (Tierra) to appraise and prepare documentation for negotiations and acquisition of easements for lands from up to sixteen (16) properties. Subcontract with Rogers Surveying, Inc., (Rogers) to provide legal descriptions for up to sixteen (16) properties. Approach: Subcontract with Rogers to prepare legal descriptions and exhibit maps for up to sixteen (16) properties. Provide one (1) real estate appraisal for each property from which an interest is to be acquired, for up to ten (10) properties. Subcontract with Tierra to provide acquisition advisory services for up to sixteen (16) ROW files, including obtaining preliminary title reports, working with the title company to clear title encumbrances or making the offer subject to clearing title encumbrances, preparing Of fer Packets and Final Report Packets for each property, obtaining escrow services, and coordinating closing transactions. Attend up to twenty (20) meetings with up to sixteen (16) property owners and the City to discuss acquisitions and projected project impacts. Coordinate with up to sixteen (16) property owners to obtain rights-of-entry (ROEs) for topographic survey, cultural survey, and geotechnical investigation access. Any effort for these services in excess of sixty (60) hours is outside of this Scope of Work and will be negotiated as part of an amended scope of work. • ROW acquisition is on the critical path for this project. The project schedule assumes that the City will review and approve Tierra’s deliverables within five (5) business days of receipt, and that negotiations will proceed without significant delay such that closing is achieved by June 2023. • The City and RH2 will acquire all easements and a lift station site from Lamb Weston and easements from the Port of Pasco directly without the use of Tierra. • The term “properties” shall be understood to mean property that constitutes the “larger parcel” as described in the Washington State Department of Transportation (WSDOT) Right - of-Way Manual. • All appraisal reports shall be abbreviated or short form (AOS) valuations for simple takings and detailed (before/after or taking/damages) appraisals for complex takings. Page 71 of 172 City of Pasco Amendment No. 2 East UGA Expansion Sewer LID Project Exhibit A – Scope of Work 4 7/28/2022 1:33:05 PM \\CORP.RH2.COM\PROJECTS\PROJECT\DATA\PSC\21-0300\00 CONTRACT\AMEND NO. 2\PSA_SOW_EAST UGA EXPANSION SEWER LID PHASE 3.DOCX • Tierra will provide written notice to owners of the planned appraisal inspections. The property owners will be invited to accompany the appraiser on any inspection of their property for appraisal purposes. • Special benefits, if any, must be quantified by the appraiser whether or not there are any compensable damages to the property. • RH2 is not responsible for site safety, nor for directing Rogers in collection of survey data. • All ROWs shall be acquired in the name of the City. • Offers will be made on City letterhead and will include City contact information, acquisition and relocation brochures, offer-benefit letter, acquisition and relocation summary statements, conveyance documents, exhibits, a copy of the appraisal, map of acquisition, instruments of conveyance, and W-9 form (if money is exchanged). o If the offer is accepted, Tierra will obtain escrow services from a local title company for permanent acquisitions and coordinate closing transactions between the title company and the City. All signed Temporary Construction Easements will be forwarded to the City for processing. o If a counteroffer is received and accepted, Tierra shall prepare a justification letter supporting Administrative Settlement for the City’s acquisition file. o If an acceptable agreement is not reached, Tierra shall prepare a Recommendation for Condemnation. • Tierra shall review the Report of Personal Interview for each file. The Report of Personal Interview must include contact with property owners, owners’ attorneys, and occupants; efforts to achieve amicable settlements; owners' suggestions for changes in plans; responses to owners' counterproposals, etc. • There are no residential or non-residential relocations or personal property relocations. • Negotiation services are not included in this Scope of Work. • The City will perform first contact with property owners and provide contact inform ation to RH2 to coordinate ROEs. • The City will pay the title company directly for any expenses related to obtaining title reports, clearing title, or obtaining the services of an escrow firm. • Escrow services and title insurance are necessary for permanent acquisitions only. This budget assumes that there will be five (5) files with permanent easements. • Temporary Construction Easements will not be recorded. Provided by City: • Final review and acceptance of the appraisals. • First contact with affected property owners. Page 72 of 172 City of Pasco Amendment No. 2 East UGA Expansion Sewer LID Project Exhibit A – Scope of Work 5 7/28/2022 1:33:05 PM \\CORP.RH2.COM\PROJECTS\PROJECT\DATA\PSC\21-0300\00 CONTRACT\AMEND NO. 2\PSA_SOW_EAST UGA EXPANSION SEWER LID PHASE 3.DOCX • Negotiation with, and establishment of just compensation for, each property owner and notice to RH2 and Tierra. • Review and signature of the offer packets provided by Tierra. • Attendance at up to twenty (20) meetings with property owners, Tierra, and RH2 staff at City Hall. RH2 Deliverables: • One (1) exhibit map and legal description per property for up to ten (10) properties in electronic format. • Up to sixteen (16) appraisals in electronic format. • Up to sixteen (16) Offer Packets for review and signature by the City in electronic PDF. • Up to sixteen (16) Final Report Packets for each file for payment and conveyance of title and recording to the City in electronic PDF. • Up to sixteen (16) Recommendations for Condemnation, if applicable, in electroni c PDF. • Attendance at up to twenty (20) meetings with property owners, Tierra, and City staff at City hall. Task 4 – Permitting Assistance Objective: Assist the City with the preparation of necessary documents and permit submittals to meet local and state requirements with regard to the State Environmental Policy Act (SEPA), Washington State Department of Ecology’s (Ecology) jurisdiction over public wastewater improvements, Franklin County’s (County) ROW permit and encroachment process, and required City permit processes. Subcontract and coordinate with Plateau Archaeological Investigations, LLC (Plateau) to perform cultural survey of the proposed project alignment to the extent required by the City and regulatory agencies with jurisdiction. Approach: Subcontract and coordinate with Plateau to complete cultural survey work. Plateau will contact the State Historic Preservation Officer (SHPO) and applicable tribes, perform background research and site investigation, and prepare a Cultural Resources Assessment report to identify archaeological and historical resources in accordance with Washington State Department of Archaeology and Historic Preservation (DAHP) guidelines. Collect and review readily available background information related to the project, including published relevant environmental reports, sensitive areas mapping and data, aerial photography points. It is assumed that the City will coordinate and obtain ROE access to adjacent parcels for RH2’s site investigations. Prepare a Wetland Detailed Study (WDS) in accordance with Pasco Municipal Code (PMC) 28.16.050 utilizing background information and site-specific data collected during the site investigation. The WDS will be submitted to the City for permit review purposes. It is assumed Page 73 of 172 City of Pasco Amendment No. 2 East UGA Expansion Sewer LID Project Exhibit A – Scope of Work 6 7/28/2022 1:33:05 PM \\CORP.RH2.COM\PROJECTS\PROJECT\DATA\PSC\21-0300\00 CONTRACT\AMEND NO. 2\PSA_SOW_EAST UGA EXPANSION SEWER LID PHASE 3.DOCX through alternatives analysis and design that impacts to the wetland drainage can be avoided and minimized, such that no compensatory mitigation will be needed for permanent wetland fill or excavation. This subtask estimates sixteen (16) hours of RH2 effort to coordinate with the City regarding avoidance and minimization measures and prepare corresponding language for inclusion in the WDS. Prepare a utility crossing permit application from the United States Bureau of Reclamation (Reclamation) for crossing a flood easement, together with required plan and profile details of pipeline, casing, bore pits, traffic control, and all other requirements for the crossings. The effort involved in this subtask is not well-defined; therefore, RH2 has conservatively estimated four (4) hours to coordinate with Reclamation. If additional effort is determined necessary, an amendment to this Scope of Work may be needed. Prepare a draft SEPA Checklist for City staff review in electronic PDF. Based on City staff comments, finalize the SEPA Checklist and provide to City Planning staff for completion of a SEPA Determination and subsequent publication. Compile and submit construction drawings and specifications for Ecology review and project approval. It is assumed that an Engineering Report will not be required for this project. Attend up to three (3) meetings with the City, Ecol ogy, and Reclamation to discuss permitting tasks and progress. Prepare meeting agenda and minutes for each meeting. Prepare and submit a County ROW Permit application to the City for review and final submittal. Prepare and submit a City ROW Permit application to the City for review and final submittal. Conduct an environmental site investigation to identify, characterize, and delineate environmental resources at and within 150 feet of the selected sewer alignment. It is assumed that wetland habitat is associated with the South Columbia Basin Irrigation District (SCBID) irrigation drainage in the vicinity of the project, and consequently, the proposed sewer alignment will cross and/or be constructed in proximity to this drainage feature. Field-flag delineated wetland boundaries for subsequent survey. Complete wetland ratings for identified wetlands. Compile field data and maps for topographic survey and critical areas reporting. Coordinate with Rogers to obtain survey of environmental boundaries and data points. It is assumed that the City will coordinate and obtain ROE access to adjacent parcels for RH2’s site investigations. Assumptions: • Cultural survey and wetland delineation costs are based on a preliminary alignment and may change if the alignment is lengthened or significantly altered. • Cultural survey and wetland delineation costs assume the project area is clear of dense vegetation such that archaeologists and biologists will be able to complete investigations with minimal path clearing. Page 74 of 172 City of Pasco Amendment No. 2 East UGA Expansion Sewer LID Project Exhibit A – Scope of Work 7 7/28/2022 1:33:05 PM \\CORP.RH2.COM\PROJECTS\PROJECT\DATA\PSC\21-0300\00 CONTRACT\AMEND NO. 2\PSA_SOW_EAST UGA EXPANSION SEWER LID PHASE 3.DOCX • Cultural costs assume that no more than one (1) unrecorded archaeological site or one (1) unrecorded historic site will be identified within the project area. If additional sites are found, it may be necessary to increase the cost of this task. Cultural costs assume that no more than twenty (20) shovel test probes will be excavated. If extensive archaeological deposits are encountered or if additional shovel test probes are warranted within the project area, it may be necessary to modify this Scope of Work to accommodate additional investigations for purposes of site identification. • This Scope of Work does not include effort for mitigation to impacts associated with archaeological or historic sites. • If human remains are found within the project area, all cultural field investigations will cease immediately, proper authorities will be notified, and field investigations will not resume unti l applicable state laws are addressed. • Plateau assumes that the City will submit the Cultural Resources Assessment report to DAHP within fifteen (15) days of receipt of said report for review. RH2 and Plateau cannot be held liable for reports prepared but not submitted to DAHP in a timely manner. Additional fees may apply for additional services required as part of DAHP’s review process for reports submitted more than fifteen (15) days after receipt. • No cultural resources study can wholly eliminate uncertainty regarding the potential for prehistoric sites, historic properties, or traditional cultural properties to be associated with a project. The information presented in reports is based on experience and professional opinions derived from the analysis and interpretation of the documents, records, literature, and information identified and used within the report, and during field investigations. The conclusions and recommendations presented will apply to the project conditions existing at the time of the study and those reasonably foreseeable. • The City will assist RH2 with supplying information required for the SEPA Checklist to the extent that information is accessible to the City. • The City will submit all final permit applications directly. • The City will pay all permit and review fees directly. • It is assumed that impacts to the wetland drainage and/or other critical areas will be avoided and minimized. As such, this Scope of Work does not include development of compensatory mitigation plans. Should it be necessary, mitigation design services will be addressed in an amendment to this Scope of Work. • No federal funds are involved in the project. No federal permitting, federal biological assessments or evaluations, or U.S. Army Corps of Engineers permitting, or coordination will be involved. This Scope of Work assumes that the Reclamation crossing will not trigger requirements of the National Environmental Policy Act (NEPA). If that is not the case, additional permitting may be required, which would be addressed through an amendment to this Scope of Work. Page 75 of 172 City of Pasco Amendment No. 2 East UGA Expansion Sewer LID Project Exhibit A – Scope of Work 8 7/28/2022 1:33:05 PM \\CORP.RH2.COM\PROJECTS\PROJECT\DATA\PSC\21-0300\00 CONTRACT\AMEND NO. 2\PSA_SOW_EAST UGA EXPANSION SEWER LID PHASE 3.DOCX • Archaeological monitoring, more detailed scientific assessment, or other requirements imposed as part of the permit approval process will require an additional authorization and a modification to this Scope of Work. • Permitting-related work will be conducted on a time and expense basis with the goal that the required permitting can be accomplished within the proposed permitting budget on the attached Fee Estimate. • RH2 cannot warrant or guarantee any agency’s approval or response time. • RH2 will rely on the accuracy and completeness of data, materials, and information provided or generated by the City or others in relation to this Scope of Work. RH2 assumes that the entity providing such information to RH2 is either the owner of such information or has obtained written authorization from the owner to distribute said information. Provided by City: • Payment of all permit application fees. • Assistance with completion of permit applications and coordination with agency staff, as needed. • Review and comment on draft permit applications prior to submittal. • Determination and publication elements of permit applications. RH2 Deliverables: • One (1) Cultural Resources Assessment report in electronic PDF. • One (1) Wetland Detailed Study in electronic PDF. • One (1) completed Reclamation utility/flood crossing application in electronic PDF. • One (1) completed draft and final SEPA Checklist in electronic PDF. • One (1) completed County ROW permit in electronic PDF format. • One (1) completed City ROW Permit in electronic PDF format. • Attendance at up to three (3) meetings with agency and City staff. Prepare meeting agendas and minutes for each meeting in electronic PDF. Task 5 – Geotechnical Assessment Objective: Subcontract and coordinate with Aspect, Inc., (Aspect) to perform geotechnical engineering services to provide design and construction recommendations for the project segments through the sand drifts, State Road 395 and County road crossings, and other sand areas. Approach: Subcontract with Aspect to perform geotechnical drilling and to prepare a geotechnical report for Glade Road and SR 395 crossings. Page 76 of 172 City of Pasco Amendment No. 2 East UGA Expansion Sewer LID Project Exhibit A – Scope of Work 9 7/28/2022 1:33:05 PM \\CORP.RH2.COM\PROJECTS\PROJECT\DATA\PSC\21-0300\00 CONTRACT\AMEND NO. 2\PSA_SOW_EAST UGA EXPANSION SEWER LID PHASE 3.DOCX Perform geotechnical assessment (performed by Aspect as a subcontractor to RH2): perform utility locates; obtain landowner approval for drilling access (as required); complete drilling fieldwork and observation; obtain laboratory analysis of soil samples for moisture content, particle size distribution, and corrosion potential; perform engineering analyses; and prepare geotechnical engineering report that summarizes observations, explorations, analyses, and design and construction recommendations. Support Aspect field work, review draft geotechnical report, support field activities and communication with the City. Assumptions: • The geotechnical engineering report will include exploration logs and a site exploration plan, interpreted soil classifications, groundwater depth, if encountered, utility trenching recommendations, trenchless alternatives and recommendations, including relative feasibility and risks of different alternative methods, and County, WSDOT, or Reclamation specific requirements for the selected alternative, excavation and shoring recommendations for launching and receiving pits, geotechnical instrumentation recommendations for monitoring the performance and potential settlement and heave above the trenchless installation, general grading recommendations, and wet weather construction considerations. • Boring site accessibility at time of investigation will affect selection of tracked -rig or truck- mounted drill rig. • Most drilling will be completed on private property, and a private utility locator will be subcontracted by Aspect to locate underground utilities. • No soil contamination will be encountered at the site. • The soil cuttings (spoils) will spread around on drilling sites. RH2 Deliverables: • One (1) draft and one (1) final geotechnical report in electronic PDF. Task 6 – Gravity Sewer Plans, Specifications, and Estimates Objective: Prepare 30-percent, 60-percent, agency review, and bid-ready submittal packages with construction drawings, specifications (post 60-percent only), and cost estimates for the proposed improvements. Subcontract and coordinate with Rogers to obtain a topographic survey of the preferred alignment and adjacent property boundaries. Approach: Direct Rogers to perform topographic survey of the selected sewer main alignment. Coordinate with a subconsultant to perform potholing along the proposed alignment to assess the depth and location of existing utilities. This subtask assumes up to $4,000 of subconsultant effort is necessary. If additional effort is necessary to adequately identify the depth and Page 77 of 172 City of Pasco Amendment No. 2 East UGA Expansion Sewer LID Project Exhibit A – Scope of Work 10 7/28/2022 1:33:05 PM \\CORP.RH2.COM\PROJECTS\PROJECT\DATA\PSC\21-0300\00 CONTRACT\AMEND NO. 2\PSA_SOW_EAST UGA EXPANSION SEWER LID PHASE 3.DOCX location of existing utilities along the proposed gravity main alignment, a contract amendment may be necessary. Incorporate topographic survey, along with City utility locates, City input, pothole data, and available record data, to prepare base drawing. Prepare cover sheet, general notes, and legends; three (3) sheets total. Prepare 30-percent sewer plan and profile sheets and details; forty (40) sheets total. Prepare 30-percent Engineer’s estimate of probable construction cost (OPCC). Perform hydraulic calculations and prepare technical memorandum to document design assumptions, basis, and methodology. Prepare 60-percent technical specifications based on RH2’s modified WSDOT format. Incorporate review comments and prepare 60-percent civil sheets and details, including sewer plans and profiles, and horizontal control, demolition, restoration, and traffic control plans and details; eighty (80) sheets total. Prepare 60-percent OPCC. Provide in-house quality assurance/quality control (QA/QC) review of 60-percent plans, specifications, and OPCC. Incorporate review comments and prepare agency review technical specifications based on RH2’s modified WSDOT format. Incorporate review comments and prepare agency review plans. Prepare final OPCC. Incorporate agency review comments and prepare bid-ready plans and specifications for bidding. Attend up to three (3) meetings with the City to discuss the plans, specifications, and OPCC at milestone submittals (30-percent, 60-percent, and agency review). Prepare meeting agenda and minutes for each meeting. Assumptions: • The design will utilize City standard details and City general contractual conditions and forms to the extent applicable. • The design does not include additional provisions for other utilities. If additional utili ties are added to this Scope of Work, an amendment will need to be mutually determined between the City and RH2. • No flagging or traffic control will be required to obtain the required survey data. • Upon reviewing information, materials, or data provided by others in relation to this task, RH2 will coordinate with the City to identify missing or incomplete information deemed necessary Page 78 of 172 City of Pasco Amendment No. 2 East UGA Expansion Sewer LID Project Exhibit A – Scope of Work 11 7/28/2022 1:33:05 PM \\CORP.RH2.COM\PROJECTS\PROJECT\DATA\PSC\21-0300\00 CONTRACT\AMEND NO. 2\PSA_SOW_EAST UGA EXPANSION SEWER LID PHASE 3.DOCX to complete the work. Any additional review effort outside of this Scope of Work will be negotiated as part of an amended scope of work. Provided by City: • Reviews and comments on the 30-percent, 60-percent, and agency review plans, specifications, and OPCCs. The project schedule assumes that City will complete reviews within five (5) business days of receipt of RH2 deliverables. RH2 Deliverables: • One (1) topographic survey in electronic (PDF and AutoCAD) formats. • One (1) technical memorandum in electronic PDF documenting design decisions. • One (1) full-size set each of 30-percent, 60-percent, agency review, and bid-ready design drawings in electronic format. • One (1) set each of 60-percent, agency review, and bid-ready technical specifications in electronic format. • One (1) OPCC at 30-percent, 60-percent, and bid-ready design in electronic format. • Attendance at up to three (3) meetings with agency and City staff. Prepare meeting agendas and minutes for each meeting in electronic PDF. Task 7 – Lift Station and Force Main Plans, Specifications, and Estimates Objective: Prepare 30-percent, 60-percent, agency review, and bid-ready submittal packages with construction drawings, specifications (post 60-percent only), and cost estimates for the proposed improvements. Direct and coordinate with Rogers to obtain a topographic survey of the preferred alignment and adjacent property boundaries. Approach: Direct Rogers to perform topographic survey of the selected sewer force main alignment. Coordinate with a subconsultant to perform potholing along the proposed alignment to assess the depth and location of existing utilities. This subtask assumes up to $4,000 of subconsultant effort is necessary. If additional effort is necessary to adequately identify the depth and location of existing utilities along the proposed force main alignment, a contract amendment may be necessary. Incorporate topographic survey, along with City utility locates, City input, pothole data, and available record data, to prepare base drawing. Prepare cover sheet, general notes, and legends; three (3) sheets total. Prepare 30-percent sewer force main plan and profile sheets, lift station site plan, profile and details; twenty-five (25) sheets total. Prepare 30-percent OPCC. Page 79 of 172 City of Pasco Amendment No. 2 East UGA Expansion Sewer LID Project Exhibit A – Scope of Work 12 7/28/2022 1:33:05 PM \\CORP.RH2.COM\PROJECTS\PROJECT\DATA\PSC\21-0300\00 CONTRACT\AMEND NO. 2\PSA_SOW_EAST UGA EXPANSION SEWER LID PHASE 3.DOCX Perform hydraulic calculations and prepare technical memorandum to document design assumptions, basis, and methodology. Prepare 60-percent technical specifications for mechanical, electrical and structural based on RH2’s modified WSDOT format. Incorporate review comments and prepare 60-percent civil sheets and details, including lift station profiles, force main plans and profiles, and horizontal control, structural design, electrical design, restoration, and traffic control plans and details; fifty (50) sheets total. Prepare 60-percent OPCC. Provide in-house quality assurance/quality control (QA/QC) review of 60-percent plans, specifications, and OPCC. Incorporate review comments and prepare agency review technical specifications based on RH2’s modified WSDOT format. Incorporate review comments and prepare agency review plans. Prepare final OPCC. Incorporate agency review comments and prepare bid-ready plans and specifications for bidding. Attend up to three (3) meetings with the City to discuss the plans, specifications, and estimate at milestone submittals (30-percent, 60-percent, and agency review). Prepare meeting agenda and minutes for each meeting. Assumptions: • The design will utilize City standard details and City general contractual conditions and forms to the extent applicable. • The design does not include additional provisions for other utilities. If additional utilities are added to this Scope of Work, an amendment will need to be mutually determined between the City and RH2. • No flagging or traffic control will be required to obtain the required survey data. • Upon reviewing information, materials, or data provided by others in relation to this task, RH2 will coordinate with the City to identify missing or incomplete information deemed necessary to complete the work. Any additional review effort outside of this Scope of Work will be negotiated as part of an amended scope of work. Provided by City: • Reviews and comments on the 30-percent, 60-percent, and agency review plans, specifications, and OPCCs. The project schedule assumes that City will complete reviews within five (5) business days of receipt of RH2 deliverables. Page 80 of 172 City of Pasco Amendment No. 2 East UGA Expansion Sewer LID Project Exhibit A – Scope of Work 13 7/28/2022 1:33:05 PM \\CORP.RH2.COM\PROJECTS\PROJECT\DATA\PSC\21-0300\00 CONTRACT\AMEND NO. 2\PSA_SOW_EAST UGA EXPANSION SEWER LID PHASE 3.DOCX RH2 Deliverables: • One (1) topographic survey in electronic (PDF and AutoCAD) formats. • One (1) technical memorandum in electronic PDF documenting design decisions. • One (1) full-size set each of 30-percent, 60-percent, agency review, and bid-ready design drawings in electronic format. • One (1) set each of 60-percent, agency review, and bid-ready technical specifications in electronic format. • One (1) OPCC at 30-percent, 60-percent, and bid-ready design in electronic format. • Attendance at up to three (3) meetings with agency and City staff. Prepare meeting agendas and minutes for each meeting in electronic PDF. Task 8 – LID Process and Appraisals Objective: Prepare a preliminary assessment map and assessment roll and hold an informal survey to gauge property owner support of the LID (Local Improvement District). Assist the City with development of draft resolutions, public hearings, and City Council presentations. Approach: Prepare a preliminary assessment map and assessment roll based upon a combination of front footage, parcel area, and per property within the LID for initial discussion. Meet with the City staff to discuss and compare methodology and decide on preliminary LID assessment approach. Adjust the preliminary assessment map and assessment roll based upon appraisals and feedback from LID participants. Assist the City with development of draft resolutions and attend public hearings and City Council presentations. Upon completion of construction, assist with the preparation of the final assessment roll and prepare the roll for City Council action and filing. Page 81 of 172 City of Pasco Amendment No. 2 East UGA Expansion Sewer LID Project Exhibit A – Scope of Work 14 7/28/2022 1:33:05 PM \\CORP.RH2.COM\PROJECTS\PROJECT\DATA\PSC\21-0300\00 CONTRACT\AMEND NO. 2\PSA_SOW_EAST UGA EXPANSION SEWER LID PHASE 3.DOCX Assumptions: • The City will contract and coordinate directly with an appraisal firm to obtain pre - and post- process, market-based property values of adjacent property boundaries benefiting from the improvements. • RH2 will attend up to three (3) public hearings and three (3) City Council presentations related to subtask 8.4. Provided by City: • Pre- and post-process, market-based property values of adjacent properties benefiting from the improvements. • Attendance at one (1) meeting to discuss LID methodology and approach. • Attendance at up to three (3) public hearings and three (3) City Council presentations. RH2 Deliverables: • Attendance at one (1) meeting to discuss LID methodology and approach. • Attendance at up to three (3) public hearings and three (3) City Council presentations. • Preliminary and final assessment rolls and maps in electronic format (Excel and PDF). Task 9 – Services During Bidding Objective: Provide engineering assistance throughout the bidding phase to prepare required documentation and respond to contractor questions. It is assumed that there will be four (4) separate bid packages; 1) Trenchless jack and bore of BNSF crossings; 2) gravity sewer construction from Reimann Industrial Center (RIC) to the Glade Road Lift Station; 3) the Glade Road Lift Station and Force Mains; and 4) gravity sewer construction from just east of Deseret Drive to the Glade Road Lift Station. The Approach outlined will be performed for each bid package. Approach: Compile bid documents in electronic PDF for bidding. Provide PDF to the City and submit bid package to online plan center (i.e., QuestCDN). Prepare advertisement for bids, contact potential bidders, and coordinate the timing and placement of the bid advertisement with the City. The City will submit the advertisement to the appropriate publications, and directly pay for the advertisements. Respond to contractor and supplier questions during bidding, review product prequalification requirements, and document responses to the file. Prepare up to three (3) addenda when determined necessary to clarify, revise, or change construction plans, technical specifications, or project conditions during the bidding process. Attend one (1) site visit with prospective bidders and the City. Page 82 of 172 City of Pasco Amendment No. 2 East UGA Expansion Sewer LID Project Exhibit A – Scope of Work 15 7/28/2022 1:33:05 PM \\CORP.RH2.COM\PROJECTS\PROJECT\DATA\PSC\21-0300\00 CONTRACT\AMEND NO. 2\PSA_SOW_EAST UGA EXPANSION SEWER LID PHASE 3.DOCX Review bids and assist the City with the evaluation of the qualifications and references for the apparent low bidder. The City will administer the bid opening and prepare the bid tabulation to verify total bid prices. The City will prepare and issue the project award recommendation letter. Assumptions: • Because services during bidding can vary in nature, RH2 will perform Task 9 services as requested up to the amount included in the attached Fee Estimate. If needed, additional work will be mutually determined by the City and RH2. • If more than four bid packages are needed due to breaking the gravity sewer construction from just east of Deseret Drive to the Glade Road Lift then a revision to the scope of work may be necessary. Provided by City: • City to submit and pay for the advertisement to the appropriate publications. RH2 Deliverables: • One (1) advertisement for bid in electronic PDF. • Written responses to vendor and bidder questions during the advertisement phase, submitted to the City in electronic PDF or electronic mail. • Up to three (3) addenda in electronic PDF. • Reference check of lowest bidder. Task 10 – Services During Construction (Future Task) Objective: This Task 10 serves as a placeholder for technical assistance to the City during construction. It is assumed that services will be scoped with more detail after the design is finalized. Assumptions: • The City will provide most services during construction, but the level of assistance from RH2 will depend upon which of the four (4) construction contracts is being constructed and the current workload of City Inspectors. • If the City determines it needs technical support from RH2 to respond to contractor questions, observe construction activities, observe special inspections, or assist with change orders, a contract amendment will be provided for an additional scope of work. • RH2 will not be responsible for site safety or for directing the contractor in their work. Project Schedule RH2 will commence with design and permitting work upon notice to proceed from the City. It is anticipated that LID process and preliminary assessment roll will be approved by late August 2022, that bidding will occur in September 2022 for the trenchless jack and bore of the BNSF crossings, and that construction will commence before the end of October 202 2. Additional contracts Page 83 of 172 City of Pasco Amendment No. 2 East UGA Expansion Sewer LID Project Exhibit A – Scope of Work 16 7/28/2022 1:33:05 PM \\CORP.RH2.COM\PROJECTS\PROJECT\DATA\PSC\21-0300\00 CONTRACT\AMEND NO. 2\PSA_SOW_EAST UGA EXPANSION SEWER LID PHASE 3.DOCX for the gravity line from RIC to the Glade Road Lift Station and the Glade Road Lift Station and force mains will be bid in early 2023. The gravity sewer construction from east of Deseret Drive to the Glade Lift Station will likely be bid in mid-summer 2023 with all construction complete by spring of 2024. The schedule is contingent on finalizing the preferred alignment within three (3) months of notice to proceed. Page 84 of 172 EXHIBIT B Fee Estimate Amendment No. 2 City of Pasco East UGA Expansion Sewer LID Project - Phase 3 Jul-22 Description Total Hours Total Labor Total Subconsultant Total Expense Total Cost Task 1 Project Management Services 206 44,670$ -$ 1,392$ 46,062$ Task 2 Preliminary Alignment Assessment 106 21,890$ -$ 1,632$ 23,522$ Task 3 Right-of-Way Acquisition and Easements 60 13,826$ 315,056$ 1,081$ 329,963$ Task 4 Permitting Assistance 128 21,952$ 18,964$ 1,150$ 42,065$ Task 5 Geotechnical Assessment 26 5,835$ 48,300$ 353$ 54,488$ Task 6 Gravity Sewer Plans, Specifications and Estimates 1479 254,990$ 22,425$ 31,440$ 308,855$ Task 7 Lift Station and Force Main Plans, Specifications and Estimate 2255 389,971$ 19,550$ 49,692$ 459,213$ Task 8 LID Process and Appraisals 303 59,405$ -$ 5,693$ 65,098$ Task 9 Services During Bidding (4 Bids Assumed)230 47,364$ -$ 2,497$ 49,861$ PROJECT TOTAL 4793 859,903$ 424,295$ 94,928$ 1,379,126$ \\corp.rh2.com\projects\Project\Data\PSC\21-0300\00 Contract\Amend No. 2\PSA_FEE_East UGA Expansion Sewer LID Phase 3 7/28/2022 1:34 PMPage 85 of 172 AGENDA REPORT FOR: City Council July 12, 2022 TO: Dave Zabell, City Manager City Council Workshop Meeting: 8/8/22 FROM: Steve Worley, Director Public Works SUBJECT: Resolution - Amendment to the WPWTP Phase 2 Scoping Agreement with RH2 (Construction Services) I. REFERENCE(S): Resolution Amendment No. 1 II. ACTION REQUESTED OF COUNCIL / STAFF RECOMMENDATIONS: Discussion III. FISCAL IMPACT: Original PSA $ 544,192.00 Amendment No. 1 (proposed) $ 699,572.00 New PSA Total $ 1,243,764.00 Drinking Water State Revolving Fund low-interest loan: $9,753,258.92 Water Fund: $3,000,000 IV. HISTORY AND FACTS BRIEF: The City of Pasco contracted with RH2 Engineering, Inc. (RH2) in October 2021 for professional services to design and assist with permitting for the expansion of the West Pasco Water Treatment Plant (WPWTP) Phase 2 project. This project will increase the pumping capacity of the treatment plant from 6 to 12 million gallons per day (MGD) and into the water distribution system. The project also adds electrical system redundancy at the facility. The original scope of work in this Professional Services Agreem ent (PSA) pertained to the design and permitting for the proposed improvements. The project was recently bid and awarded for construction. Page 86 of 172 V. DISCUSSION: Proposed Amendment No. 1 expands the agreement between the City and RH2 contracting for construction management services during the construction phase of the project, specifically: • Services during bidding - $ 18,070 • Services during construction - $681,502; includes Construction Management, Engineer of Record duties, and part-time on-site inspection. The proposed amount of increase for Amendment No. 1 represents 6.76% of the awarded construction contract amount, which is at the lower end of the typical range for a project of this size and complexity. Staff recommends approval of Amendment No. 1 to the Professional Services Agreement with RH2 Engineering, Inc. for the WPWTP Expansion Phase 2 project in the amount of $699,572.00. Page 87 of 172 Resolution – WPWTP Phase 2 Amendment w/ RH2 - 1 RESOLUTION NO. _________ A RESOLUTION OF THE CITY OF PASCO, WASHINGTON, AUTHORIZING THE CITY MANAGER TO EXECUTE AN AMENDMENT FOR THE PROFESSIONAL SERVICES AGREEMENT WITH RH2 ENGINEERING, INC. FOR THE WEST PASCO WATER TREATMENT PLANT (WPWTP) EXPANSION PHASE 2 PROJECT. WHEREAS, the City and RH2 Engineering, Inc., entered into a Professional Services Agreement on October 4, 2021, to provide engineering services with respect to the West Pasco Water Treatment Plant (WPWTP) Expansion Phase 2 project for design and permitting; and WHEREAS, Phase 2 adds pumping capacity and electrical power redundancy by adding two pumps at the Intake Pump Station (IPS), adding a Booster Pump Station (BPS) with 3 pumps for Zone 3 with the capability of supplying Zone 1, adding a solids drying bed, converting the existing WPWTP backup generator to backup power for the IPS, and adding a new 2-megawatt generator dedicated to the WPWTP and BPS; and WHEREAS, Phase 2 project was awarded for construction on July 20, 2022; and WHEREAS, the City and RH2 Engineering, Inc. desire to enter into an Amendment to the Professional Services Agreement in order to provide professional services during the construction phase of the project. NOW, THEREFORE, BE IT RESOLVED BY THE CITY COUNCIL OF THE CITY OF PASCO, WASHINGTON: That the City Council of the City of Pasco approves the terms and conditions of the Amendment No. 1 to the Professional Services Agreement between RH2 Engineering, Inc. and the City of Pasco; a copy of which is attached hereto and incorporated herein by reference as Exhibit A. Be It Further Resolved that the City Manager of the City of Pasco, Washington, is hereby authorized, empowered, and directed to sign and execute said Amendment on behalf of the City of Pasco; and to make minor substantive changes as necessary to execute the Agreement. PASSED by the City Council of the City of Pasco, Washington, this ____ day of ______, 2022. ______________________________ Blanche Barajas Mayor ATTEST: APPROVED AS TO FORM: ______________________________ ____________________________ Debra Barham, CMC Kerr Ferguson Law, PLLC City Clerk City Attorneys Page 88 of 172 Amendment No. 1 to Professional Services Agreement Page 1 RH2 Engineering, Inc. West Pasco Water Treatment Plant (WPWTP) Expansion – Phase 2 (12MGD) AMENDMENT NUMBER 1 to PROFESSIONAL SERVICES AGREEMENT West Pasco Water Treatment Plant (WPWTP) Expansion – Phase 2 (12MGD) Project No. 21297 AGREEMENT NO. 21-047 WHEREAS, the City and RH2 Engineering, Inc., entered into a Professional Services Agreement on 10/4/2021 to provide engineering services with respect to the West Pasco Water Treatment Plant Expansion project. NOW, THEREFORE, this agreement is amended to allow RH2 Engineering, Inc., to provide additional professional engineering and construction management services as described on Exhibit A. 1.Scope of Work: See Exhibit A. 2.Fee: The compensation for the additional work is based on a Time & Materials Basis of $699,572.00, increasing the overall total authorization amount to $1,243,764.00. 3.Time of performance: No Change. The services shall be complete for the project on or before 12/31/2023. DATED THIS _______ DAY OF _______________, 2022. CITY OF PASCO: CONSULTANT City of Pasco RH2 Engineering, Inc. Dave Zabell – City Manager Paul Cross, PE – Principal EXHIBIT A Page 89 of 172 1 7/13/2022 1:49:17 PM \\CORP.RH2.COM\PROJECTS\PROJECT\DATA\PSC\21-0263\00 CONTRACT\A-1\PSA_SOW_AMEND NO. 1_WPWTP PH2 SDB SDC SOW.DOCX EXHIBIT A Scope of Work Amendment No. 1 City of Pasco West Pasco Water Treatment Plant 12 MGD Expansion Phase II Design Bidding and Construction Services July 2022 Background The City of Pasco (City) is growing rapidly, and its potable water demands are increasing with population growth and local industries. The City has two water treatment plants on opposite ends of its distribution system. While these plants can accommodate current and short-term peak demands together, individual plant capacity must increase to meet the City’s 20-year planning projection. The West Pasco Water Treatment Plant (WPWTP) was designed to accommodate equipment expansion within the facility, and this is a cost-effective way for the City to handle growth. Phase I of the WPWTP Expansion consisted of the design of the treatment plant to increase capacity from 6 million gallons per day (MGD) to 12 MGD. The design included installation of additional strainers and membrane filtration units, filter-to-waste capabilities, a process residuals treatment and recycling system, and various plant operational improvements. Phase II is proposed to include adding pumping capacity and electrical power redundancy by adding one pump at the Intake Pump Station (IPS), adding a booster pump station (BPS) with additional Zone 3 pumps, adding a solids drying bed, converting the existing WPWTP backup generator to backup power for the IPS, and adding a new generator dedicated to the WPWTP. In the last phase of improvements, Phase I II (installing one additional IPS pump and at least one Zone 3 pump), the City will have the infrastructure in place to proceed with the full buildout of the WPWTP to a capacity of 18 MGD. This Scope of Work includes providing professional services during the bidding and construction phases of the project, consistent with the original Contract for this project. This Scope of Work includes the following tasks: • Task 4 – Services During Bidding • Task 5 – Services During Construction Task 4 – Services During Bidding Objective: Assist the City with the advertisement and bidding of the project. Approach: Prepare and Submit Advertisement and Post Bid Documents: Prepare the advertisement and submit to the City for review and approval. Prepare and post the bid d ocuments and Page 90 of 172 City of Pasco Amendment No. 1 WPWTP Improvements 12 MGD Expansion Phase II Design Exhibit A Bidding and Construction Services Scope of Work 2 7/13/2022 1:49:17 PM \\CORP.RH2.COM\PROJECTS\PROJECT\DATA\PSC\21-0263\00 CONTRACT\A-1\PSA_SOW_AMEND NO. 1_WPWTP PH2 SDB SDC SOW.DOCX advertisement with Abadan Public Plan Room (Abadan). It is assumed that the City will pay any advertisement fees directly. Respond to Questions from Bidders: Respond to bidders’ technical questions, as needed during the bidding process. It is assumed that the City will respond to procedural questions. Attend Pre-Bid Meetings: Attend one (1) pre-bid meeting, including a site visit with the City and potential bidders. Prepare and Issue Addenda: Prepare up to three (3) draft addenda and submit to the City for review. Revise the addenda based on City comments and prepare final version s in electronic PDF and coordinate with City to submit to Abadan for posting. A copy of the addenda will be posted on the City’s website for viewing. Revise and update the engineer’s opinion of probable construction cost (OPCC) to reflect cost changes based on the addenda. Review Project Bids and Provide Recommendation: Prepare a bid tabulation, review the lowest three (3) bids, check references for the lowest bidder, and prepare a letter of recommendation of award to the City. It is assumed that the City will handle bid award and construction contract execution. Assumptions: • The City will be responsible for submitting the advertisement to the appropriate publications and paying all associated fees directly. The bid documents will be distributed by an online plan center (e.g., Abadan or similar) and no hard copies will be provided to bidders. • The City will take the lead role during bidding, will receive all bidder questions, and will record them for forwarding to RH2 at the City’s discretion. • The City will respond to bidders’ procedural questions. • The City will review insurance documents in the bid package(s). • The City will conduct the bid opening. It is assumed that RH2 will not attend. Provided by the City: • Post electronic bid documents on the City’s website. • Receive and record questions from bidders. • Review draft addenda. • Submit bids to RH2 for bid tabulation. • Review of insurance documents in bid packages. • Bid award and construction contract execution. • Production of construction contract documents for execution. Page 91 of 172 City of Pasco Amendment No. 1 WPWTP Improvements 12 MGD Expansion Phase II Design Exhibit A Bidding and Construction Services Scope of Work 3 7/13/2022 1:49:17 PM \\CORP.RH2.COM\PROJECTS\PROJECT\DATA\PSC\21-0263\00 CONTRACT\A-1\PSA_SOW_AMEND NO. 1_WPWTP PH2 SDB SDC SOW.DOCX RH2 Deliverables: • One (1) electronic PDF of advertisement and bid documents for posting with Abadan. • Responses to bidders’ technical questions via email or phone. • One (1) electronic PDF and one (1) Word file for up to three (3) draft and final addenda. • One (1) hard copy and one (1) electronic PDF of up to one (1) updated OPCC. • Review of non-insurance documents in bid packages and preparation of bid tabulation. • One (1) hard copy, one (1) electronic PDF, and one (1) Word file of the letter of recommendation of award. Task 5 – Services During Construction Objective: Provide professional services to the City during construction of the Phase II WPWTP improvements. Approach: Prepare and Provide Construction Contract Documents: Incorporate addenda changes made to the plans and specifications during the bidding process, and issue conformed for construction documents. Produce and distribute up to seven (7) sets of construction drawings (half-size) and specifications, and two (2) full-size plan sets for use by the contractor, the City, and RH2. This subtask assumes that the documents will be distributed as follows: two (2) full-size plans, three (3) half-size plans, and three (3) specifications for contractor use; and two (2) half-size plans and two (2) specifications each for City and RH2 use. Attend Pre-Construction Conference: Prepare for and attend the pre-construction conference, including preparation and distribution of meeting invitations and agenda. Review roles of the engineer, City, contractor, and other agencies involved in the project. Discuss general construction contract provisions and review project observation and reporting responsibilities of the engineer and the City. Describe Labor Standards requirements, prevailing wage rates, apprentices and trainees, fringe benefits, weekly payroll, and on -site employee interviews. Distribute forms such as certified payroll, posters, and prevailing wage rates to the contractor and subcontractor. Prepare meeting minutes and maintain a record in the project file. Provide Construction Consultation and Document Review: Consult with the City on construction costs, scheduling, and constructability issues. Review shop drawings and catalog submittals of items requested in the technical specifications. Provide a written response to the contractor and the City accepting or rejecting each shop drawing and reviewed catalog submittal. Review written requests for information (RFIs) and change order proposals, and provide written responses to the contractor and the City. This subtask assumes that RH2 will provide up to twenty (20) hours per week of construction contract administrative support services based on a seventy (70) week construction schedule. Services include project management; regular communications and coordination between RH2 and City/contractor staff during construction; Page 92 of 172 City of Pasco Amendment No. 1 WPWTP Improvements 12 MGD Expansion Phase II Design Exhibit A Bidding and Construction Services Scope of Work 4 7/13/2022 1:49:17 PM \\CORP.RH2.COM\PROJECTS\PROJECT\DATA\PSC\21-0263\00 CONTRACT\A-1\PSA_SOW_AMEND NO. 1_WPWTP PH2 SDB SDC SOW.DOCX identifying upcoming technical issues/needs; and the scheduling, coordination, and administration of RH2 staff and resources. It is assumed that the City will be primarily responsible for construction contract administration and processing contractor pay requests. Coordinate with SCADA Integrator: Coordinate with the City’s supervisory control and data acquisition (SCADA) integrator on programming updates for the proposed improvements. Provide On-Site Construction Observation: Provide part-time observation of the construction work in progress to evaluate construction progress and conformance with the construction documents. Prepare construction observation reports, including relevant photographs. Attend on-site construction meetings and respond to engineering field questions. Prepare progress reports, including contract time remaining statements. Coordinate with a certified testing company to identify material testing and special inspections. It is assumed that part-time construction observation includes, on average, approximately twenty (20) hours per week of construction support services for seventy (70) weeks of construction observation. It is assumed that the City will pay for material testing and special inspections. RH2 will provide coordination and scheduling for special inspections with the City-contracted materials testing firm. The City will pay for all compaction and concrete special inspections required for the project directly to the materials testing firm. Assist with DWSRF Funding Compliance: Assist the City in administering the Drinking Water State Revolving Fund (DWSRF) requirements and provide related documentation throughout construction. Compare contractor’s work classifications with federal wages and request additional classifications and wage rates through the Contracts Administration Unit (CAU). Review pay requests from the contractor per DWSRF requirements. Forward approved pay requests to the City for processing. Conduct wage rate interviews with construction staff during each pay period to review that contractor staff are paid according to the wage rates and that overtime hours and fringe benefits are administered correctly. Prepare documentation and gather the American Iron and Steel certifications per D WSRF requirements. Maintain project records to document financial, monitoring, and inspection transactions and progress reviews throughout construction. Maintain copies of weekly certified payrolls, corrected certified payrolls, correspondence and resolution of overtime violations, and copies of employee interviews in the project file for the life of the loan as defined by the loan agreement. Assist in Startup, Testing, and Project Closeout: Coordinate with the contractor, the City, and manufacturer’s representatives of the proposed equipment for the scheduled testing and startup activities. This coordination will include the review and supplementation of the testing protocols developed by the contractor and manufacturer’s representatives, and review of the tests and corrections. During startup, document activities and coordinate with the contractor per their compliance with the plans and specifications. Notify the contractor and the City of work that has not been completed by the contractor and discuss contractor rectification. Attend factory witness testing of the control panels and motor control center at either the manufacturer’s facility or the control system integrator’s facility. Attend final on-site walkthrough with City staff, prepare a letter of recommendation of project acceptance for the Page 93 of 172 City of Pasco Amendment No. 1 WPWTP Improvements 12 MGD Expansion Phase II Design Exhibit A Bidding and Construction Services Scope of Work 5 7/13/2022 1:49:17 PM \\CORP.RH2.COM\PROJECTS\PROJECT\DATA\PSC\21-0263\00 CONTRACT\A-1\PSA_SOW_AMEND NO. 1_WPWTP PH2 SDB SDC SOW.DOCX City, and prepare the Washington State Department of Health (DOH) Construction Completion Report (CCR) for the portion observed by RH2 staff. Submit approved CCR or construction approval letter to CAU prior to closing out the project to comply with DWSRF requirements. Submit a project completion amendment to CAU through the Public Works Board online forms to finalize the closeout process. This report must be signed by the City and submitted to CAU. Prepare Record Drawings: Provide record drawings representative of the as-constructed project. Record drawings will be completed based upon contractor redlined m arkups to conformed for construction drawings. Assist with Operations: Provide limited on-call assistance to the City during the first three (3) months of operation to assist with adjusting operational settings as the new residuals handling process begins. Assumptions: • RH2 is not responsible for site safety or for directing the contractor in their work. Provided by the City: • Construction contract administration and processing of pay requests. • Payment for all materials testing and special inspections. • Final completion and closeout of the contract with the contractor. • DWSRF loan management, and all correspondence with DOH related to the DWSRF loan. RH2 Deliverables: • Conformed for construction drawings and specifications in PDF and hardcopy format as noted in subtask 5.1. • Pre-construction meeting invitations, agenda, and minutes in electronic format. • Submittal and shop drawings review and documentation in electronic PDF. • RFIs and change orders review and documentation, if required , in electronic PDF. • Construction observation, attendance at on-site construction meetings, and correspondence with the City and the contractor, as requested, within the budgeted hours authorized. Construction observation reports from site visits in electronic PDF. • Identification and coordination of materials testing and special inspections between the contractor and City. • Progress reports, including contract time remaining statements, in electronic PDF. • Review and recommendation of contractor requests for payment in electronic format. • Work classification and payroll review. • Wage rate interviews with contractor staff. Page 94 of 172 City of Pasco Amendment No. 1 WPWTP Improvements 12 MGD Expansion Phase II Design Exhibit A Bidding and Construction Services Scope of Work 6 7/13/2022 1:49:17 PM \\CORP.RH2.COM\PROJECTS\PROJECT\DATA\PSC\21-0263\00 CONTRACT\A-1\PSA_SOW_AMEND NO. 1_WPWTP PH2 SDB SDC SOW.DOCX • Documentation maintenance of DWSRF compliance records. • Attendance at factory witness testing and final on-site walkthrough. • Project completion amendment to CAU. • DOH Construction Completion Report in electronic PDF. • Letter of recommendation of project acceptance in electronic PDF. • Record drawings in electronic PDF. • Assistance with operations for three (3) months within the budgeted hours authorized. Project Schedule RH2 will commence with these services upon notice to proceed from the City. It is anticipated that services during bidding will occur in July 2022. Services during construction are anticipated to begin in September 2022, with on-site construction commencing in fall 2022. On-site construction is anticipated to be complete in approximately April 2024. Services during construction are anticipated to extend four (4) months after on -site construction is completed. Page 95 of 172 EXHIBIT B Fee Estimate Amendment No. 1 City of Pasco West Pasco Water Treatment Plant 12 MGD Expansion Phase II Design Bidding and Construction Services Jul-22 Description Total Hours Total Labor Total Expense Total Cost Task 4 Services During Bidding 94 17,353$ 717$ 18,070$ Task 5 Services During Construction 3668 647,079$ 34,423$ 681,502$ PROJECT TOTAL 3762 664,432$ 35,140$ 699,572$ \\corp.rh2.com\projects\Project\Data\PSC\21-0263\00 Contract\A-1\PSA_FEE_Amend No. 1_WPWTP Ph2 SDB SDC SOW 7/13/2022 3:19 PMPage 96 of 172 RATE LIST RATE UNIT Professional I $150 $/hr Professional II $164 $/hr Professional III $177 $/hr Professional IV $195 $/hr Professional V $207 $/hr Professional VI $224 $/hr Professional VII $236 $/hr Professional VIII $246 $/hr Professional IX $246 $/hr Control Specialist I $136 $/hr Control Specialist II $147 $/hr Control Specialist III $161 $/hr Control Specialist IV $177 $/hr Control Specialist V $187 $/hr Control Specialist VI $200 $/hr Control Specialist VII $213 $/hr Control Specialist VIII $224 $/hr Technician I $113 $/hr Technician II $124 $/hr Technician III $142 $/hr Technician IV $152 $/hr Technician V $167 $/hr Technician VI $183 $/hr Technician VII $198 $/hr Technician VIII $207 $/hr Administrative I $75 $/hr Administrative II $88 $/hr Administrative III $103 $/hr Administrative IV $123 $/hr Administrative V $145 $/hr CAD/GIS System $27.50 $/hr CAD Plots - Half Size $2.50 price per plot CAD Plots - Full Size $10.00 price per plot CAD Plots - Large $25.00 price per plot Copies (bw) 8.5" X 11"$0.09 price per copy Copies (bw) 8.5" X 14"$0.14 price per copy Copies (bw) 11" X 17"$0.20 price per copy Copies (color) 8.5" X 11"$0.90 price per copy Copies (color) 8.5" X 14"$1.20 price per copy Copies (color) 11" X 17"$2.00 price per copy Technology Charge 2.50%% of Direct Labor Mileage $0.6250 price per mile (or Current IRS Rate) Subconsultants 15%Cost + Outside Services at cost EXHIBIT C RH2 ENGINEERING, INC. 2022 SCHEDULE OF RATES AND CHARGES Rates listed are adjusted annually. Page 97 of 172 AGENDA REPORT FOR: City Council August 1, 2022 TO: Dave Zabell, City Manager City Council Workshop Meeting: 8/8/22 FROM: Zach Ratkai, Director Administrative & Community Services SUBJECT: Resolution - Bid Award for A Street Sports Complex - Phase 1 I. REFERENCE(S): Draft Resolution Bid Tabulation Drawing II. ACTION REQUESTED OF COUNCIL / STAFF RECOMMENDATIONS: Discussion III. FISCAL IMPACT: Base Bid, Park/Soccer Field Development $ 899,300.00 Elm Street Road Extension $ 180,000.00 Sales Tax (Base Bid/Road Extension) $ 93,899.10 Base Bid Total $ 1,173,199.10 Add Alternative - Elm St. and Fields Electrical $ 130,000.00 Sales Tax Add - Alternative $ 11,310.00 Total Add - Alternative $ 141,310.00 TOTAL PROJECT COST $ 1,314,509.10 Funding Sources: $323,964.75 - RCO Youth Athletic Facilities State Grant $990,544.35 - Parks Fund $1,314,509 Total Budget Amount IV. HISTORY AND FACTS BRIEF: The City Council has long identified the need for additional multi-use sports fields as a priority in their Council goals, specifically identifying "continued efforts to Page 98 of 172 provide additional soccer and sports fields" as one of its Quality of Life focuses in the 2018-2019 goals. With this goal in mind, in 2018 staff applied for and were successful in obtaining a $350,000 Youth Athletic Facilities grant from the state. Funding from this grant became available in 2019. In 2019 -2020 A&E design work and the cultural resources survey were completed. The project went out to bid in 2021 but had to be retracted due to the discovery of additional electrical requirements from Franklin PUD. Adjustments to the design were then made and an advertisement to rebid the project was issued in May of 2022. As designed and bid, the A Street Sports Complex - Phase 1 will include the extension of Elm Avenue for access to the site, the extension of water and sewer services, the undergrounding and extension of the electrical, a parking lot, a pedestrian access path, drinking fountain, portable restroom shelter, and sufficient playing field space for 3 full sized rectangular multi-sport fields. This is the first phase of the ultimate build-out of 10 soccer fields for the community. V. DISCUSSION: As specified in the call for bids, bids for the project were opened June 16, 2022. The City received a total of nine (9) bids. The lowest responsive bid was submitted by Big D's Construction in the amount of $1,173,199.10, including Washington State Sales Tax, with a contingent bid addition for additional electrical services should they be necessary in the amount of $141,310.00, including Washington State Sales Tax. The bidder has demonstrated the ability to meet the bid specifications, including experience on similar public projects in terms of scope and size. The construction of this project realizes completion of the first phase of a long - term planned Parks improvement project of the City and furthers the City Council's commitment to their Quality of Life and Financ ial Stewardship goals. Staff recommends acceptance of the bid and award of the A Street Sports Complex Phase 1 project to Big D's Construction as bid. Page 99 of 172 Resolution – Bid Award for the A Street Soccer Complex Project - 1 RESOLUTION NO. ________ A RESOLUTION OF THE CITY OF PASCO, WASHINGTON, AWARDING BID NO. 21-155 FOR THE A STREET SPORTS COMPLEX PROJECT PHASE 1 TO BIG D’S CONSTRUCTION OF PASCO, WASHINGTON, AND FURTHER, AUTHORIZE THE CITY MANAGER TO EXECUTE THE CONTRACT DOCUMENTS. WHEREAS, the City of Pasco has an identified capital improvement public works project described as the A Street Sports Complex Project Phase 1; and WHEREAS, this project includes site clearing, installation of erosion control measures, grading for multi-use ball fields, parking lot construction, concrete and asphalt pathways, restroom enclosure construction and installation, fencing, irrigation system installation, turf grass seeding and establishment and other work indicated in the contract documents; and WHEREAS, the City solicited sealed public bids for this project, identified as the A Street Sports Complex; and WHEREAS, on June 16, 2022, at 2:00 p.m., nine (9) bids were received and opened by the City; and WHEREAS, the lowest responsive bidder was Big D’s Construction, with a bid of $1,173,199.10, and an if needed bid additive item 1 of $141,310 for a total of $1,314,509.10, the Engineer’s Estimate, excluding the bid additive was $988,902; and WHEREAS, the bid documentation was reviewed and the bidder was determined to be responsible and responsive. NOW, THEREFORE, BE IT RESOLVED BY THE CITY COUNCIL OF THE CITY OF PASCO, WASHINGTON: That the City hereby awards the A Street Soccer Complex Phase 1 Project to Big D’s Construction of Pasco, Washington in the amount of $1,173,199.10, and an if needed bid additive item 1 of $141,310 for a total of $1,314,509.10, including Washington State Sales Tax; and Be It Further Resolved, that this Resolution shall take effect and be in full force immediately upon passage by the City Council. Page 100 of 172 Resolution – Bid Award for the A Street Soccer Complex Project - 2 PASSED by the City Council of the City of Pasco, Washington this ___ day of _________, 2022. Blanche Barajas Mayor ATTEST: APPROVED AS TO FORM: _____________________________ ___________________________ Debra Barham, CMC Kerr Ferguson Law, PLLC City Clerk City Attorneys Page 101 of 172 Bid Tabulations ‐ A Street Sports ComplexContract #21 155Bid Date: 06/16/2022Contractor:Big D's ConstructionContractor:Goodman & Mehlenbacher Ent IncContractor:Total Site ServicesContractor:Premier ExcavationContractor:Culbert ConstructionContractor:Double J ExcavatingContractor:Tapani IncContractor:Allstar ConstructionContractor:ESF SolutionsItem No.Description Quant UnitUnit Price Total Amount Unit Price Total Amount Unit Price Total Amount Unit Price Total Amount Unit Price Total Amount Unit Price Total Amount Unit Price Total Amount Unit Price Total Amount Unit Price Total Amount1Base Bid, Park Development 1 EA $ 899,300.00 899,300.00$ 804,000.00$ 804,000.00$ 923,075.44$ 923,075.44$ 881,292.90$ 881,292.90$ 692,430.53$ 692,430.53$ 980,000.00$ 980,000.00$ 1,029,498.00$ 1,029,498.00$ 1,301,147.18$ 1,301,147.18$ 1,350,000.00$ 1,350,000.00$ 2Elm Street Road Extension 1 EA $ 180,000.00 180,000.00$ 375,000.00$ 375,000.00$ 284,438.21$ 284,438.21$ 325,248.25$ 325,248.25$ 548,672.63$ 548,672.63$ 287,000.00$ 287,000.00$ 375,275.00$ 375,275.00$ 425,517.12$ 425,517.12$ 400,000.00$ 400,000.00$ Subtotal 1,079,300.00$ 1,179,000.00$ 1,207,513.65$ 1,206,541.15$ 1,241,103.16$ 1,267,000.00$ 1,404,773.00$ 1,726,664.30$ 1,750,000.00$ WA St Sales Tax (8.7%)93,899.10$ 102,573.00$ 105,053.69$ 104,969.08$ 107,975.97$ 110,229.00$ 122,215.25$ 150,219.79$ 152,250.00$ 1,173,199.10$ 1,281,573.00$ 1,312,567.34$ 1,311,510.23$ 1,349,079.13$ 1,377,229.00$ 1,526,988.25$ 1,876,884.09$ 1,902,250.00$ 1ABElm Street Electrical and "A Street Fields" Electrical 1EA $ 130,000.00 130,000.00$ 147,000.00$ 147,000.00$ 115,387.13$ 115,387.13$ 179,611.00$ 179,611.00$ 123,918.50$ 123,918.50$ 126,000.00$ 126,000.00$ 187,827.00$ 187,827.00$ 139,732.43$ 139,732.43$ 300,000.00$ 300,000.00$ Subtotal 130,000.00$ 147,000.00$ 115,387.13$ 179,611.00$ 123,918.50$ 126,000.00$ 187,827.00$ 139,732.43$ 300,000.00$ WA St Sales Tax (8.7%)11,310.00$ 12,789.00$ 10,038.68$ 15,626.16$ 10,780.91$ 10,962.00$ 16,340.95$ 12,156.72$ 26,100.00$ 141,310.00$ 159,789.00$ 125,425.81$ 195,237.16$ 134,699.41$ 136,962.00$ 204,167.95$ 151,889.15$ 326,100.00$ Competitive bids were opened on Big D's Cosntruction. All bids haveGRAND TOTAL: 1,314,509.10$ 1,441,362.00$ 1,437,993.15$ 1,506,747.39$ 1,483,778.54$ 1,514,191.00$ 1,731,156.20$ 2,028,773.25$ 2,228,350.00$ been reviewed by this office, and all unbalanced bids checked. I recommend the contract be awarded to: ______________ _____________________________________Date Project Manager Page 102 of 172 Page 103 of 172 AGENDA REPORT FOR: City Council August 3, 2022 TO: Dave Zabell, City Manager City Council Workshop Meeting: 8/8/22 FROM: Colleen Chapin, Human Resources Director Executive SUBJECT: Recruiting Firms for City Manager Position I. REFERENCE(S): Information from recruitment firms: Bob Murray & Associates GMP Consultants (Greg Prothman) Ratfelis Sonja Prothman Strategic Government Resources (SGR) II. ACTION REQUESTED OF COUNCIL / STAFF RECOMMENDATIONS: Discussion III. FISCAL IMPACT: IV. HISTORY AND FACTS BRIEF: As background, the recruitment process, when City Manager Zabell was hired, started with engaging the Greg Prothman Company without requesting other recruitment agency proposal. Mr. Prothman had firsthand expe rience as a former City Manager; and his professional networks and knowledge of potential candidates that were seeking professional advancement or change were and continue to be outstanding. Mr. Prothman is no longer with the Prothman Company and is currently the President of GMP Consultants. The City of Pasco does have significant experience working with Mr. Prothman won numerous successful recruitments over the last eight plus years and include: City Manager (Mr. Zabell 2014), Finance Director (Ms. Sigd el 2016), Public Works Director (Mr. Worley 2018), Police Chief (Chief Roske 2019) and Deputy City Manager (Mr. Lincoln 2020). Page 104 of 172 During the recruitment process for the Police Chief, the City solicited proposals from four (4) recruiting firms. The firms that were interviewed had far less experience and detailed process, and were not a fit for the City's recruitment. After the proposal and interview process, it was determined that the Greg Prothman Company was appropriate choice for the Police Chief recruitm ent process. V. DISCUSSION: This is to follow on Council's recent discussion on selection of a recruitment firm to assist them in the recruitment and selection of a City Manager to replace the outgoing City Manager, Dave Zabell. Human Resources Director Chapin will provide additional information requested by Council, at their August 1, 2022, Council in steps next the the firms recruitment regarding meeting, and recruitment of the next City Manager. Ms. Chapin reached out to the Cities of Richland, Walla Walla and Kennewick regarding their executive searches and what process they used for hiring Director and City Manager positions and only the Cities of Richland and Walla Walla responded. The City of Richland indicated they have used Strategic Government Solutions (SGR) and Ralph Anderson & Associates to fill executive level positions. In the last 12 months, they have used Ralph Anderson & Associates to recruit for Deputy City Manager, Deputy Fire Chief and Chief of Police. Per the Richland Municipal Code, staff is not required to do a selection process for a recruitment firm, the City Manager has the authority to exempt competitive solicitations requirements. The City of Walla Walla interviewed five (5) firms for their City Manager recruitment process, and they selected Strategic Government Resources (SGR) out of Texas. GMP Consultants was not one of the firms interviewed. Ms. Chapin reviewed research materials for the firms that the City of Walla Walla interviewed and have provided their general company information per the previous discussion with Council. Worth noting is there is some confusion with the GMP Consultant Greg Prothman and The Prothman Company. The principle of GMP is Greg Prothman, Mr. Prothman was formerly the long-time former principal and owner of retain to is recommendation The Company. Prothman GMP Staff's Consultants, Greg Prothman for the City Manager search. Page 105 of 172 Bob Murray & Associates Page 106 of 172 DB MURRAY ASSEIBIAT :S =-,JFJ-o"! (I) Our clients include cities,counties, special districts,other governmental organizations,and non—profits —both large and smell. Privacy -Terms 1/6https:/lwww.bobmurrayassoc.com 8/3/22,6:15 PM Bob Murray &Associates HO Page 107 of 172 Bob urray &Associates is pleased to congratulate the following recent 5-? placements... Ellin Davtyan,General Counsel The State Bar of California Crystal Williams,Director of Human Resources -City of Carson,CA Andrew Sturmfels,Assistant City Manager —City of Healdsburg, CA Niko King,Fire Chief —City of Laguna Beach,CA Page 108 of 172 Kristine Farro,Community Services Director —City of Stockton,CA David Bramell,Fire Chief - Lathrop Manteca Fire Protection istrict,CA Dr.Scott Andrews,Assistant City Manager —City of Bakersfield,CA Ricky Caperton,Planning Manager -City of Napa,CA Anil Comelo,City Manager -—City fSt.Helena,CA Page 109 of 172 Lance Brede,Police Deputy Chief City of Fremont,CA Stacy Kelly,Chief of Police -City of Astoria,OR Sergio Momcillo,Chief ofPoIice — Santa Ana Unified School District, CA Jessica Lowe,Deputy Public Works Director —City of Nopo,CA Megan O'Donoghue,Human Resources Manager —City of Son _..,Romon,CA Page 110 of 172 hm -Aria Sharon Landers,Interim Executive fficer —Bay Area Air Quality anagement District *iJanie Carduff,Assistant Human esources Director —City of oseville,CA erardo Pinedo,County dministrator County of Yolo, A Nicolas Chavez,Director of Community Services --City of Santee,CA Alexander "Sandy” Crockett,District Counsel -Bay rea Air Quality Management Page 111 of 172 David Defanti,Deputy County Xecutive-Community Services — County of Sacramento,CA Alan Ward,Director of Public Safety —Carmel-by-the-Sea,CA Matthew Rankin,Human Q,"””~’9Resources Director =-City of*2’1»! DC‘$10!?!"I DUI’ Santee,CA Garrett Toy,General Manager Tamalpais Community Services District cirianno Moryshevoi,City anager —City of Livermore,CA Page 112 of 172 Erika Vandenbrande,Community Development Director City of Walnut Creek,CA Tikan Singh,General Manager, Azusa Light &Water —City of Azusa,CA Scot Moody,General Manager Oakdale Irrigation District reg Reed,General Manager West Basin Municipal Water istrict Alex Bauman,Community Services Director —City of La Puente,CA Page 113 of 172 A ick Zornes,Development Services Director —City of Los ltos,CA ernard Molloy,Fire Chief —City of Murrieta,CA Angelique Gaeta,Assistant City ‘Manager -City of Campbell,CA TJ Moffett,Police Commander City of Menlo Park,CA Scott Christie,Director of Public Works &Engineering Services — City of Orinda,CA Page 114 of 172 Paul Espinosa,Police Chief City 'fMontebello,CA hris Buttice,Police Chief —City Walla Walla,WA Us CITY OF CUPERTWNO Matthew Morley,Public Works Director -=-City of Cupertino,CA Michael Klein,Community Development Director —City of Calabasas,CA Michelle Perera,Director of Library and Recreation Services -City of Sunnyvale,CA Page 115 of 172 Bob Page,Registrar of Voters Orange County,CA upita Ibarra,Director of Transportation —City of ontebello,CA Ellie Christov,Innovation, Performance and Audit Director — City of Ontario,CA Steven Griffin,Police Lieutenant - Fontana Unified School District, ICA Avery Moore,Police Chief -=City of Tacoma,WA Page 116 of 172 Jolie Macias,Police Captain City of Newark,CA Laura Snideman,City Manager — City of Calistoga,CA <ari Braun,Chief Financial Officer -Cesar Chavez Jamie Field,Police Chief Town fLos Gatos,CA Rechelle Blank,Chief Operating Officer,Watersheds —Valley Water,CA Page 117 of 172 Jamillah A.Jordan,Equity Director —County of Marin,CA Marissa Gonzalez- Kucheck,Museum,Arts &Culture irector -=—City of Ontario,CA Michael Ellzey,Director of Estate Operations and Property Management —The Annenberg oundation Trust at Sunnylands, CA Ian Schmutzler,Police Chief City of Vacaville,CA Manuel Orozco,Finance Director —City of Willits,CA Page 118 of 172 Eric Parro,Police Chief —City of Huntington Beach,CA Mali Lc1Goe,City Manager —City of Scotts Valley,CA Oliver Chi,City Manager —City of Irvine,CA Nil Blackburn,Assistant City Manager City of San Carlos,CA Michael Ramirez,Assistant City anager —City of Carpinteria,CA Page 119 of 172 Guido Persicone,Community Development Director -City of Marina,CA Colette Farnes,Chief Human Resources Officer —County of Orange,CA Douglas Alessio,Administrative Services Director —City of Orinda, CA Dina Breitstein,General Manager —Town of Discovery Bay Community Services District Matthew Farrell,Chief Building ifficial —City of Newark,CA Page 120 of 172 scaoc Moreno,Finance Director — ity of Turlock,CA Holland MacLaurie,Port Director Santa Cruz Port District,CA Scott Duiven,Community Development Director ==City of Healdsburg,CA Todd Juhasz,City Manager -City of Mt.Shasta,CA Peter Pirnejad,City Manager Town of Los Altos Hills,CA Page 121 of 172 Melissa Anguiano,Economic Development Director —City of Roseville,CA Louis Sun,Public Works Director — City of Foster City,CA Tyson Davis,Police Chief -City of elano,CA Annabel Grimm,General Manager —Chico Area Recreation and Park District Andrew Dally,Police Chief —City of Capitola,CA Page 122 of 172 Susan Heltsley,Finance Director City of Las Vegas,NV DCH'ihLenyi,Police Chief City of Westminster,CA orthol Guzman Hurtoldo,Chief ommunications Officer - ounty of San Bernardino,CA Carlos Quintero,General Manager Sweetwoter Authority Dr.Grace Martin,Executive Director -March Joint Powers Authority Page 123 of 172 John Furtado,Finance Director City of Los Altos,CA eorge Cardona,Chief Trial ounsel —The State Bar of alifornia Juan Lopez,Finance Director City of Marina,CA atherine Fuentes,Assistant City anager -Cathedral City,CA Carlene Saxton,Community Development Director =-City of Moorpark,CA Page 124 of 172 ark Duerr,Fire Chief —South lacer Fire District,CA ophia Crocker,Human esources Manager ==-Las Virgenes Municipal Water District, A Alyson Hunter,Community Development Director —City of acific Grove,CA het Madison,Police Chief California State University, Sacramento Michael Allen,Development Services Director —City of El Segundo,CA Page 125 of 172 John Guttierez,Police Lieutenant California State University,San Angelo Mogono,Community Improvement Director -=City of Ontario,CA -li:e.n ulie Cochran,Police Captain ity of Livermore,CA James Laughter,Police Captain ity of San Pablo,CA Alfonso Noyola,Interim City Manager City of Cudahy,CA Page 126 of 172 Alicia Welch,Fire Chief —City of ompoc,CA Joyce Ryan,Community Services &Library Director —National City , eah Wilson,Executive Director The State Bar of California Norma Alley,City Clerk —City of Palm Desert,CA Nishant Joshi,Chief of Police - ity of Alameda,CA Page 127 of 172 Molly Brennan,Administrative Services Director —City of National City,CA Mark Rincon-Ibarra,Public Works Director -=-City of St.Helena,CA ‘*0?'CA41g¢ 5’‘:3;Dusty Christopherson,City Clerk ‘E?cf:-°City of Campbell,CA e.Fabian Lizarraga,Police Chief — City of Willits,CA Shohreh Dupuis,City Manager City of Laguna Beach,CA Page 128 of 172 Armine Chaparyan,City Manager —City of South Pasadena,CA Hector Rojas,Planning Manager — City of Martinez,CA Jennifer Hanson,General Manager ==Nevada irrigation Page 129 of 172 GMP Consultants Greg Prothman Page 130 of 172 Recruitment Services Proposal JULY 2022 GMP CONSULTANTS Greg@gmphr.com (206)714-9499 www.gmphr.com PRESENTED BY Greg M.Proihman Presidenf,GMP Cor'1su|’ran’rs FOR THE CITY OF Page 131 of 172 CONSULTANTS July 7,2022 Ms.Colleen Chapin Human Resource Director City of Pasco 525 3"Ave Pasco,WA 99301 Dear Ms.Chapin, Thank you for the opportunity to provide a proposal to assist the City of Pasco with the recruitment of its next City Manager. GMP consultants have collectively worked on over 400 executive searches and have a reputation for providing superior service and building lasting relationships with both clients and candidates.We believe our proven process provides a best practices approach to attracting high quality candidates and ensuring a good fit for your organization. We are well positioned to assist the City with this important recruitment as we are currently conducting City Manager searches for the cities of Sammamish (WA),Newcastle (WA),Astoria (OR),and Livingston (MT).Pasco will benefit from our knowledge of potential applicants resulting from these recruitments! If you have any questions or would like to discuss your specific needs,please do not hesitate to contact me at (206)714-9499 or Greg@gmphr.com.I look forward to hearing from you and hope to have the opportunity to work together soon. 206 714 9499 0 7041 Cascade Ave SE Snoqualmie,WA 98065 0 greg@gmphr.com Greg M.Prothman President, GMP Consultants LL Sitfaéf ely,// Page 132 of 172 TABLEOF CONTENT DIVERSITYEQUITY&INCLUSION 6 PROJECTTEAM MEMBERS................................................... ................................................... ..3 WORKPLAN&APPROACH ..5 ABOUT GMP CONSULTANTS ..2 LOCALGOVERNMENTCAOSEARCHESBYGMP'SCONSULTANTS PROFESSIONALREFERENCES.................................................. .................................................. ............................. ..7 PROFESSIONALFEE........................................................ ........................................................ ..7 GUARANTEE&WARRANTY ..7 Our Qualifications GMP Consultants is a Pacific Northwest-based public sector executive search firm with a collective 180 years of local government leadership experience with both regional and national relationships.GMP Consultants offer our clients experienced subject matter experts with a solid understanding of local government coupled with decades of experience.We have served in a wide range of executive positions,from city and county management to public works,management information systems,and finance. Founded and led by Greg M.Prothman,formerly the CEO of Prothman,GMP consultants have worked on over 400 executives searches and over 80 public sector consulting projects.Allour senior search consultants are active in both ICMA and local state level city management associations or in their respective professional associations. WORK SAMPLES:POSITIONPROFILEAND INVITATIONTO APPLYLETFER 9 Copyright ©2022 by GMP Consultants,LLC.All rights reserved. ABOUT GMP CONSULTANT nova: City Manager Search Proposal Page 133 of 172 Our Philosophy Our business philosophy centers on the understanding that this is a ”people”related industry.We have a reputation for providing superior service and building lasting relationships with both clients and candidates. We believe that attention to others’needs is the key to effective customer service. What you get with GMP Consultants is personal service.You appreciate it when phone calls are returned, projects stay on schedule and your challenges are given thorough and creative thinking.While other companies may assign your business to lesser experienced staff,we offer exceptional service from senior- level consultants. 0 Service &Relationship -Our consultants bring a reputation for providing outstanding service and building lasting relationships with both clients and candidates. 0 Customized Solutions -We take the time to become familiar with your organization to ensure that we offer the best solution and notjust a single service. 0 People First -We work closely with you and your candidates through every stage of the recruitment process,creating a welcoming candidate experience and ensuring an effective recruitment outcome. 0 Team Approach -Our entire consulting group works as a team to leverage their networks to assist with each assignment and give your challenges thorough and creative thinking. Greg M.Prothman —President Greg offers a unique combination of 20+years of experience in various functions of government and 25 years of experience in public sector recruitment.Prior to forming GMP Consulting,Greg founded and was the driving force at Prothman Company as its CEO.Prior he was a partner at Waldron &Company.Early in his career Greg served as a police officer for the University of Washington and the City of Renton.He left police work after completing his Master's degree in Public Administration and accepted an administrative position for the City of Des Moines,WA.He was quickly promoted to Assistant City Manager and then City Manager. A Seattle native,Greg completed his BA at Western Washington University and his Master of Public Administration (MPA)degree from the University of Washington.Additionally,he completed the Senior Executives in State and LocalGovernment program at Harvard University.Greg is a volunteer member of Seattle Mountain Rescue and a member of Crystal Mountain Ski Patrol. Andrew Neiditz -Senior Consultant Andrew is a tenured public administration professional bringing over 40 years of public sector leadership and management experience.Prior to retirement Andrew was the first executive director for the newly created South Sound 911 where he managed the consolidation of dispatch services for 19 police and 22 fire departments.Prior,he served as city manager for the City of Lakewood,WA for eight years and City Administrator for the City of Sumner,WA for six years.Andrew also has extensive leadership experience at county level having served as Deputy County Executive for Pierce County,WA for eight years.Andrew is a recognized leader in his professional associations having sewed as International City Manager Association's age PROJECTTEAM BER Why Choose GMP? City Manager Search ProposalCityPasco Page 134 of 172 P ‘ ADDITIONALGMP TEAM MEMBERS City Manager Search Proposal regional Vice President and Washington City Manager Association President.Andrew has a Bachelor of Arts in Social work from Stockton State College and a Master of Public Administration from the University of Oregon.In addition to being an ICMA credentialed manager he has also attended the Senior Executive Program,State and LocalGovernment at Harvard University. Sarah Marsh -Content Designer Sarah brings a background across nonprofit,business,government,and education sectors.She holds an M.B.A in Organizational Behavior &Development from the University of Vermont.She also publishes in the field of American History and is the author of several award-winning children's books with Disney-Hyperion and Little,Brown.A storyteller at heart,Sarah enjoys researching and highlighting what makes a community or organization special. Kate Hansen -Recruitment Coordinator Kate is a certified Project Management Professional (PMP)with a background in business,nonprofit,and fire administration.She has served as a Public Records Officer as well as a political campaign manager,and brings a distinguishing blend of attention to detail,creativity,and critical thinking.Kate holds a B.A.in Theatre from Chapman University with an emphasis on stage management. Bob Larson —Senior Consultant Bob is an experienced municipal manager who has served in senior management positions and local government since 1986.He is recently retired from City of Gig Harbor where he served as City Administrator. Previously he served for 16 years with the City of Snoqualmie as City Administrator.He also has city management experience in Minnesota where he provided management expertise with two communities. Bob is a former Washington City Manager Association President as well as serving on the Board of Directors for NORCOM.He is known and well respected within municipal government for his leadership and management qualities.Bob has a strong background in municipal finance,capital programs development, creating community partnerships,economic development,customer service improvements and organizational development.Bob has a Bachelor of Science Degree in Urban &Regional Planning and a Masters in Urban &Regional Planning.Bob is an avid skier and hiker. Mark Bethune —Senior Consultant Mark brings 25 years in private and public sector executive management including 16 years leading the City of Orting,WA as City Manager.He has a strong background in community-based planning,budgeting and finance,labor relations and contract negotiations,hazard mitigation planning,and managing comprehensive city projects.Mark is known for being a participative leader and skilled negotiator with a commitment to excellence.He holds an M.B.A.in Marketing and Production/Operations from the University of Missouri. Jennifer Ferguson -Finance Consultant Jennifer recently retired from public service and has thirty years in public sector administration,finance and economic development.She has significant experience in financial policy and procedures,operating and capital budget development and economic/businessdevelopment initiatives.She has held positions at the City of Stanwood,Issaquah and City of Snohomish,as well as small cities in Minnesota and State of Minnesota Small Business Development Center before moving to Washington. I4t.o~si:ru. Pasco Page 135 of 172 INFORMATION GATHERING8:RECRUITMENTPROFILEDEVELOPMEN City Manager Search Proposal Stephen Clark —Public Works &Planning Consultant Steve is a unique in that he brings 40 years of knowledge and experience in both public works and municipal planning to the company.After his retirement from the City of Maple Valley where he served as both Community Development and Public Works Director for six years,he has served as interim public works director for the cities of Snoqualmie,Yelm and Port Angeles.Additionally,he served as Maintenance and Operations Director for the City of Bonney Lakeand Interim General Manager for the Snoqualmie Pass Utility District.Steve began his career as a senior planner for Yakima County and later became the Assistant Manager for Woodinville Water &Sewer.He has also served as Capital Projects Manager for City of lssaquah and Transportation Development Coordinator for the City of Renton.He also served 10 years as the City of Newcastle's Public Works Director.Steve holds a Bachelor of Arts from the University of Washington in Urban Planning and a Master of Business Administration from City University.Steve remains active in both American Public Works Association and the American Planning Association. Review and Finalize Search Process and Schedule We meet with the City Council and senior staff to review project needs,process,schedule,and identify the scope of the recruiting market.Our goal is to thoroughly understand your organization,current challenges, timeline,and preferred qualifications for this recruitment. Develop,Review,and Approve a Detailed Recruitment Profile &Invitation We create a custom recruitment profile highlighting the strengths of your job opportunity as well as your unique needs.Examples of prior recruitment profiles are included in this proposal and typically feature the following: 0 Why Apply? 0 Community Profile 0 The Organization,Department,&Position 0 The Ideal Candidate/Education&Experience Challenges &Opportunities Compensation &Benefits Resources Your Social Media (if applicable) Targeted Recruitments We develop advertising and place ads in websites,job boards,periodicals as well as job sites focusing on encouraging women and minority candidates to apply.Targeted ad placement will include: Intl.City Managers Association (ICMA) Oregon League of Cities Washington Association of Cities Association of Idaho Cities Municipal Management Association of Northern California 0 Colorado Municipal League Careers in Government Government Jobs International Hispanic Network LocalGovernment Hispanic Network Blacks in Government Women Leading Government IsPage%wr'4s‘\JLTANTS STRATEGICMARKETIN WORKPLAN APPROACH Page 136 of 172 WI ‘. Development of Candidate Database for Direct Mail Invitations -We will mail approximately 600 to 800 letters of invitation to city managers/administrators in the 14 western United States. Local government serves each and every community member regardless of ethnicity,gender,race, background,or economy.We see firsthand how diversity and inclusion in the workforce enhances and enriches local governments capacity to better understand,communicate,and serve all residents of their communities.In the marketing and recruitment process,we make every effort to encourage women and minority candidates to apply. Candidate Application Materials -Candidates are asked to submit a cover letter,application,resume, answers to supplemental questions (designed to measure writing and thinking skills)and five professional references. Selection &Interview of Semifinalists -We review all candidate application materials and identify 8 to 12 of the most promising semifinalists.We conduct a one-hour interview with each semifinalist and provide written observations. Search Work Session —We meet with you to review semi?nalists.Prior to the meeting we send you each applicant's cover letter,resume,essay questions,and consultant semifinal interview notes as well as a candidate summary sheet.The City Council select the finalist candidates and designs the final interviews. Design and Preparation of Final Interviews We help you decide on the structure and schedule of the interviews,including the panel participants and facilitators.We tailor the process to fit your needs and prepare all the candidate materials for the interviews. Reference &Background Checks -We conduct professional reference checks on each candidate,requesting the names of supervisors,subordinates,and peers.Background checks include Education Verification, Criminal History,Driving Record,and Sex Offender Check. Candidate Travel -We help you identify which candidate travel expenses your organization wishes to cover and then work with the candidates to coordinate the most cost-effective travel arrangements. Final Interviews &Selection -The City Council(and advisory panels if used)interviews finalists.We facilitate a debrief with all panel participants.After the debrief,we facilitate the evaluation process,help the decision makers come to consensus,discuss next steps,and organize any additional candidate referencing or research if needed. Candidate Appointment -We facilitate potential contract elements with the City Council.Once your top candidate has been selected,we assist as needed with the job offer,contract negotiations,and employment agreement. I6age ‘\"\ ~"s.u If."is FINALINTERVIEWS8:SELECTIO DIVERSITYEQUITY&INCLUSI CANDIDATESCREENINGAND SHORTLISTPRESENTATIO City Manager Search Proposal Page 137 of 172 PROFESSIONALREFERENCE Island County,WA Catherine Reid,HR Director Creid@is|andcountywa.gov 360-240-5584 County Administrutor-Recent Com Ieted Gunnison County,CO Matthew Birnie,County Manager MBirnie@gunnisoncounty.org 970-641-3061 ChiefFinancial Officer-In Pro ress Asst.County Manager-Recent!Com Ieted City of Newcastle,WA Linda Newing,Mayor |indan@newcastlewa.cov 206.280.6551 City Manager -In Pro ress Community Development Director -In Pro ress City of Belgrade,MT Neil Cardwell,City Manager ncardwelI@cityofbe|grade.net 406-388-3760 City Manager (2) Human Resources Director In Pro ress City of Lakewood,WA John Caulfield,City Manager jcau|fie|d@cityo?akewood.us 253-983-7703 Finance Director,City Manager GUARANTEE&WARRANT Should the selected candidate leave the employment of the City within the first 12 months of appointment, we will,conduct one additional recruitment for the cost of expenses only,if requested to do so within six months of the employee's departure.If the major elements of the process are followed and a candidate is not chosen,we will repeat the recruitment once with no additional professional fee,the only cost to you would be the expenses. The fee for conducting a City Manager recruitment is $24,000.The professional fee covers all consultant and staff time required to conduct the recruitment.Professional fees are billed in three equal installments:at the beginning,halfway,and upon completion of the ?nal interviews.The City will be responsible for reimbursing expenses incurred on the City's behalf. Expenses include: 0 Websites,job boards and other advertising (approx.$1,600 1,900) 0 Direct mail announcements (approx.$1,200 -1,400) 0 Consultant travel:Mileage at IRSrate and $65 per hour 0 Background checks (approx.$170 per candidate) The City has the right to cancel the search at any time.The City's only responsibility would be the fees and expenses incurred prior to cancellation. |7Pa (‘IQ .I\A,.:I IN‘"""ooNru1 17.;'75 PROFESSIONALFE City Manager Search Proposal Page 138 of 172 LOCALGOVERNMENT CAO SEARCHESBYGMP’S CONSULTANT Association of Washington Cities (AWC)Deschutes County,OR Chief Executive Of?cer City of Arlington,WA City Administrator City of Bainbridge Island,WA City Administrator (2) City of Battle Ground,WA Deputy City Manager City of Belgrade,MT City Manager (2) Blaine County,ID County Administrator (2) City of Bothell,WA Deputy City Manager Assistant City Manager CAM—PLEXMulti-EventFacilities (WY) General Manager City of Canby,OR City Administrator City of Carnation,WA City Manager (2) City of Casper,WY City Manager City of Chehalis,WA City Manager (2) City of Chelan,WA City Administrator (3) Clackamas County,OR County Administrator Clatsop County,OR County Manager (2) City of Colorado Springs,CO Assistant City Manager City of Connell,WA City Administrator (2) City of Covington,WA City Manager Cowlitz 911 Executive Director City of Damascus,OR City Manager County Administrator City of DuPont,WA City Administrator City of Duvall,WA City Administrator Eagle County,CO County Manager East Multnomah Soil &Water Conservation District (OR) Executive Director eCityGov Alliance (WA) Executive Director City of Edgewood,WA City Manager (2) City of Ellensburg City Manager City of Fife,WA City Manager City of Fircrest,WA City Manager (2) Franklin County,WA County Administrator City of Gillette,WY City Administrator City of Gladstone,OR City Administrator Gunnison County,CO County Manager Assistant County Manager City of Hailey,ID City Administrator City of Hermiston,OR City Manager City of Hood River,OR City Manager Hood River County,OR County Administrator Intercity Transit,WA General Manager Island Transit (WA) Executive Director lssaquah Food &Clothing Bank (WA) Executive Director City of Issaquah,WA City Administrator Deputy City Administrator (2) Island County County Administrator Jefferson County,WA County Administrator City of Kelso,WA City Manager City of Kenmore,WA City Manager (2) City of Ketchum,ID City Administrator KITTCOM-911 Executive Director City of Lacey,WA City Manager City of LakeForest Park,WA City Administrator (3) City of Lake Oswego,OR City Manager City of LakeStevens,WA City Administrator City of Lakewood,WA City Manager &Asst.City Manager Lane County,OR County Administrator City of Leavenworth,WA City Administrator (2) City of Lebanon,OR City Manager City of Lewiston,ID City Manager (2) Lincoln City,OR City Manager Page“*’no.a:‘u1'r «rs City Manager Search Proposal Page 139 of 172 City of Longview,WA City Manager County of Los Alamos,NM County Administrator City of Louisville,CO City Manager City of Lynden,WA City Administrator MACC 911 Executive Director City of McMinnville,OR City Manager City of Newcastle,WA City Manager City of Post Falls,ID City Administrator City of Port Angeles City Manager City of Port Townsend City Manager City of Prosser,WA City Administrator (2) City of Puyallup,WA City Manager (2) City of Ridgefield,WA City Manager City of Riverton,WY City Administrator San Juan County,WA County Manager City of Scappoose,OR City Manager City of Seattle,WA LaborStandards Division Director City of Shelton,WA City Administrator (2) Management Assistant PoliceChief City of Shoreline,WA City Manager Deputy City Manager SNOCOM911 Executive Director Snohomish County,WA Executive Director (2) Snohomish County PUD (WA) Assistant General Manager South Sound 911 Executive Director City of Spokane Valley,WA City Manager Deputy City Manager (2) City of Stanwood,WA City Administrator City of Stevenson,WA City Administrator City of Sultan,WA City Administrator (2) Summit County,UT County Manager City of Sun Valley,ID City Administrator City of Sunnyside,WA City Manager City of Thorne Bay,AK City Administrator Twin Transit (WA) General Manager City Manager Search Proposal City of Vancouver,WA Assistant City Manager City of Walla Walla,WA City Manager Washington Association of County Officials Executive Director Washington Counties Risk Pool Executive Director Washington School Information Processing Cooperative -WSIPC Executive Director Water &Sewer Risk Management Pool (WA) Executive Director City of West Linn,OR City Manager City of White?sh,MT City Manager City of White Salmon,WA City Administrator City of Wood Village,OR City Administrator City of Woodburn,OR City Administrator City of Woodinville,WA City Manager (2) Woodinville Water District,WA General Manager City of Woodland,WA City Administrator City of Wrangell,AK Borough Manager City of Yakima,WA City Manager Assistant City Manager Page WORK SAMPLES:POSITION PROFILEAND INVITATION TO APPLY LETTE n\ L.P‘>u"‘N-T (Attached) Pasco Page 140 of 172 EXECUTiVE G RECRUITMENT BY L>.XE@UTWE ,~_ I__ l:2l§©L“2lLD?'1j‘z'W§D”FBY '\CONSULTANTS ISLAND COUNTY,WASHINGTON Page 141 of 172 Located two hours north of Seattle,Island County is home to 87,000 residents who enjoy a coastal lifestyleon two main islands:Whidbeyand Camano.Withalmost 200 milesof shorelineand nine state parks,the islandsare popular for hiking,camping,boating,kayaking,windsurfing,kite—boarding.The surroundingwaters are a paradise for fishing, clamming,crabbing as wellas spotting orcas and gray whales during migration season. WhidbeyIsland is accessible from the north by the iconic Deception Pass Bridge,the focal point of Washington'smost popular state park.Fifteen minutes south is Oak Harbor,Island County's largest city,home to 25,000 residents and U8.Naval Air Station WhidbeyIsland—the county's largest employer Washington State Ferries service the central and southern end of WhidbeyIsland in the seaside towns of Clinton and Coupeville. The economy of this rural region relies heavilyon tourism,small farms and businesses,and the arts.Whidbey'ssouthern end is also home to residents who commute by ferry to the nearby city of Everett,where Boeing has a factory regarded as the largest buildingin the world by volume.Knownas "the sun belt"of Washington,Whidbeyhas significantlyless rainfallthan Seattle. Residents appreciate the environmentalbeauty,mildclimate, and small yet diverse communities.Theyenjoy access to thriving arts and local fresh food,and of course —beaches.Stunning sunsets over the snowcapped Olympicmountains are a regular occurrence. In between WhidbeyIsland and the mainland lies Camano Island, one hour north of Seattle and accessible by bridge.Nicknamed "the easy island"for its Iaidback lifestyle,Camano is knownfor its prolificans community,natural beauty,and waterfront state parks.Tourism has expanded to include ziplinetours,a sculpture park,bed and breakfasts,as well as a 12,000 square foot smmunity playgroundbuilt by the local Rotary club. COUNTY ADMINISTRATOR ISLAND COUNTY,WASHINGTON .07 mmimlc Page 142 of 172 THEPOSITIIN T 40 H531 _I4,_m5;"| $‘r'l8 5 rni||‘,on 5"n7,oco .qws,u;mi!e. PlU!.i‘fZ'l -_.3 salt l,_:Wll-"ME -.5 2022 BUDGET’;-I :P°P'f’_"5T'°"- Emnovees 5 :$3.‘,;:__.“,,; 5” V 3 5 2 __m5 _-'.""’"“’.’s‘*z'.cre nmes '-'. Island County is led by a three-member Board of Commissioners elected from three districts to staggered four-year terms.The county operates with 465 full time employeesspread over more than 20 departments and has a 2021 operating budget of $Il8.5 million.The departments include Assessor,Auditor, Budget,County Clerk,County Commissioners,Coroner,District Court,Facilities Management,General Services Administration,Human Resources,Human Services,InformationTechnology,JuvenileCourt Services,Planningand Community Development,Prosecuting Attorney,PublicHealth,PublicWorks, Sheriff includingCorrections,Superior Court,and Treasurer. The current board is bright,energetic,supportive,and eager for change.While Commissioners willoccasionally have contrary viewpoints this Board is no ed for its respect for each other as individualsand willalways ensure each member has the freedom and opportunity to express their views.Thisis a highfunctioning Board that values the abilityto disagree but maintains personalworking relationships and always has the best interests of the Countv first. The County Administrator is new position reporting directlyto the Board of Island County Commissioners , representing a significant change to both the Board and the organization.The County Administratorplans,organizes and coordinates the management of executive and administrativefunctions in coordination withand as assigned by the Board.Thisposition provides organizational leadership and direction to Department Heads of IslandCount\and is accountable for the efficient and effective performance of those departments,includingestablishingexpected outcomes and results and evaluating those results. Diversity,Equity,and Inclusion (DEI)—The County Administratorsupports &influences colleagues to operationalize the DEIvision.Thisposition works in partnership withthe Equity Officer to provide leadership,collaboration,and support To teammates to differentiate our organizational vision for DEIinto roIe—specificactions and performance management/accountability systems;and ensures that our DEIvision is infused into the DNAof the organization through its systems,tools,policies,structures,and practices. Additionally: -Advisesand makes recommendations to the Board of Island County Commissioners regarding issues involvingand affecting the County. -Develops,recommends,and implementsCounty policyand directives. -Makes recommendations on financial and budgetary matters. -Leads with exceptional personal character.Demonstrates individualrespect and personal commitment in all interactions with staff,other departments,and individualswithinand served Ly County government. 0 Values and builds productive relationships.Cultivates high-—functioning teams and creates organizationaleffectiv ness. gt-~ve ‘nmenf COUNTY ADMINISTRATOR ISLAND COUNTY,WASHINGTON cm |‘C Nine erT1plo\‘c:e~:.gp,-,_>.n» .~;p-.).r.T:s‘HmBoard msvwoted$0‘ Page 143 of 172 EIUGATIIN&EXPERIENCE C.....D|D..TE ,. :‘K :='iv : IslandCounty is seeking a public sector professional who is comfortable workingwiththe County Commission's delegated authorityand sharing administrativeduties with an active full—timeBoard.The Board is lookingfor a talented administrator,with high emotional intelligencewho is able to provide consistent management guidance to all county departments and acilitate the day—to—dayoperation of the organization.Additionally: ~Abilityto cultivate high—functioningteams and create organizational effectiveness.Theyshould be familiarwith modern management practices,includingthe foundations of DEIand the broad vision that DE Ibringsinachievinginstitutionalexcellence.Theywillneed the abilityto establish equality and equity in the workforce,possess strong cultural competencies and skills,and the abilityto build coalitionsand collaborative relationships. -Demonstrate understandingof the subject matter areas that fall under the oversight responsibilitiesof this position,especially higher-level technology issues. 0 Capable of assisting the Board,department directors,other elected officials as wellas the public in feeling comfortable withthis new role. Thisperson willbe noted for buildingtrust withthe Board as well as enhancing communication and consensus.The successful candidate wil lbringexcellentinterpersonalskillsandwillbeacheerleaderforchange. Bachelor's Degree from an accredited college or university,Master's Degree or higher preferred. 5 or more years of demonstrated progressivelyresponsible managerial and supervisory experience withexecutive level decision making in government.Equivalent private sector experience may be substituted. Demonstrated experience in public sector budgeting and financial management.Experience in oversight of administrative programs and abilityto manage in a complex,rapidlychanging environment. Anyequivalent combination which providesthe required skills,knowledgeand abilityto perform the duties and responsibilitiesof the pOSl‘l'|Oh. 0 Candidates mus?have Covid-19vaccinations. Fulljob description available online at www.g_mphr.com COUNTY ADMINISTRATOR ISLAND COUNTY,WASHINGTON unive si fncillintie ‘he 1E'r'r»»~':r‘-C area .orgqnizc?icnal Page 144 of 172 an-mnummzs2.CHALLENGES COMPENSATION8:BENEFITS RESOURCES clwclfenge Apply online of www.gmphr.com April 10,2022 For more informomon: Greg M.Profhmcm G/\/\P Consulfonfs greg@G/\/ \Phr.<:om206-714-9499 Whidbey Island Events,Festivals,Lodging,Lifestyle and More ( ,hi bayc G'|0iSIOI co V ,..1':\,~;v|»1:, I slr dr:c,wn‘fy\,-vcz. ‘;~”~?rmFr~>:~”W:Vfx/7/,’r? Whilethere are many organizational and operational ch Ilenges that the new County Administratorwillneed to address in the first six monthsof their tenure,clearlythe most significant issue willbe the establishment of the County Administratorposition. The Board is eager for professionalmanagement;however,this position represents a substantial change for the Board and the organization.The new County Administratorwillneed the skillsto facilitate the navigation by Commissioners and Department Heads through this change and be able to build a cohesive executive management team.Thisposition willhave the opportunity to create the roles and responsibilitiesof the position withthe instituting Board. IslandCounty is offering a salary range of $140,000 —$160,000 for this position dependent upon experience and qualifications.The comprehensivebenefits package includes: -Medical,Dental,&Vision -Life and Long—TermDisability -ll paid Holidays -19.5 days Paid Time Off with increases every 5-4 years -52 hours of WashingtonState Sick Leave 0 PERS Retirement System -EAP Program Island County islandcountyw_c:.go_v mhidbeyislandus Whidbey and Camano Island Tourism 33'hiclbeycamanoislands.com COUNTY ADMINISTRATOR ISLAND COUNTY,WASHINGTON Firsf Review: Page 145 of 172 CITY MANAGER “CA8 ‘R ._g¢9 _ Vlashir?ggo?',7:99, "C./11 ) j\ CONSULTANTS reg M.Prothman GMP Consultants gmphhncom Dear Colleague. GMP Consultants is assisting the City of Newcastle in ?nding a City Manager.Perhaps this is the right time in your career to consider this exciting opportunity.If not,would you please pass this on to other chief administrative of?cers and deputies who may be interested? Thank you for your consideration and assistance. CITY OF NEWCASTLE,WA ‘~.—--_~L.L ‘V359‘NaslHn1:..c-1.I09 Page 146 of 172 THEIIEALGANIIIATE THECITY EIUGATIIN8:EXPERIENCE City of Newcastle,WA The City of Newcastle seeks an experienced city management professional to lead this contract city in the best interest of its citizens with high standards of integrity. The ideal candidate will have the insight to appreciate Newcastle's rich history,quality of life,and role in the region.As a creative problem solver,they willhelp guide the City as it grows,ensuring that such growth is pragmatic while retaining Newcastle's sense of community. The successful candidate will be a positive influence and advocate for the City,buildingtrust by nature.This person will bring a collaborative management style and have the abilityto both attract,coach,and retain high quality staff. They should bring an exceptional understanding of public sector budgeting and finance as well as demonstrated success at obtaining grants and other funding opportunities. The individualselected Willbe a strategic,forward thinker with highly-developedcommunication skillsand the abilit ytonavigateeffectiveworkingrelationshipsbothinside and outside the organization.Patience,honesty,transparency, and diplomacyare keyattributes. -A bachelor's degree from an accredited college or university in Business Administration,Public Administrationor a closelyrelated field.An advanced degree is preferred. 0 A minimum of seven years professional experience,four of whichshall be at the department director,assistant city manager,deputy city manager,or similarlevel of leadership responsibilities. 0 Allnew hires to the City willbe required as a condition of employmentto be fullyvaccinated for COVlD—T9 prior to start date. Located l5 miles southeast of Seattle,Newcastleis a peaceful residential community tucked in the hill sbetweenthelargercitiesofBellevue,Renton,and lssaquah.Newcastle is known for offering its 15, 510residentstheconvenienceofmetropolitanlivingwith the comfort and community of a smalltown.The City is in close proximity to many corporate headquarters, including Microsoft,Amazon,Starbucks,and Costco. Money Magazine has repeatedly named Newcastle as "100 Best Places to Live"and Safewise named Newcastle the 10th safest city in Washingtonin 2022. incorporated in 1994,the City of Newcastlestrives to be one of the best small towns in the country.City staff are an experienced,progressive group who workto provide a high level of service and foster a sense of community for the broad diversity of people who choose to call Newcastle home.The departing City Manager has served the City since 2010. Operating with a 2022 budget of $25,264,250ond a team of 28.6 FTE3,Newcastle's departments include :City Manager,Community Development.City Clerk .Human Resources,Finance,Fire &EMS,Police,and Public Works.Police,fire,and attorney services proviaed by contract MI‘I,52 d 3*?‘/ices cu-9 GM]?LEA RN Visit gmphncom Salary:$175,000 —$215,000 DOQ First Review:June 5,2022 Andrew Nieditz,GMP Consultants Andrew@gmphr.com /253-732-8081 3\CONSUI.'I‘ A\\ CITY MANAGER Page 147 of 172 Raftelis Page 148 of 172 Executive Recruitment (https://wvvw.raftelis.com/capabilities/executive-recruitmentl) Executive Recruitment Making the right hire for key positions is critical to the health and long-term success of any organization.A strategic approach to executive recruitment can be an invaluable service for both governing bodies hiring executive staff and city managers,utility directors,and CEOs ?lling high-level positions.Talent acquisition is a time-consuming process and very dif?cult in today's labor market.but one of the most important decisions hiring managers and governing bodies make.We do the hard work on this so you can focus on good decision-making. View Open Positions (https:/lthenovakconsultinggroup.recruiterbox.com/) https://www.rafte|is.com/capabiIities/executive-recruitmentl 2/6 8/3/22,5:51 PM Executive Recruitment -Raftelis Page 149 of 172 8/3/22,5:51 PM Executive Recruitment Raftelis De?ning the Need and Stakeholder Engagement We begin each recruitment working with the hiring manager or governing body to clearly de?ne the need for the position with an eye to the future.We also conduct stakeholder engagement to understand the organizational culture, current strengths and opportunities,and leadership traits and experiences that are needed to achieve long-term goals. The time spent upfront defining the needs,engaging with staff and other stakeholders pays dividends on the back end. We are better able to clearly de?ne what is needed in the position and the unique opportunities for the next leader. Developing a System for the Top Candidate's Success We apply a holistic approach to executive search that focuses on long-term ?t and performance rather than short—term placement.Not only will we support your organization by ?nding the right people when you need them most,our process includes identifying ?rst year goals so the candidate's skillset is aligned with organizational needs and expectations from day one. We support the top candidate's long-term success by creating a goals-driven work plan actionable from day one.Many ?rms focus solely on ?nding quali?ed applicants,leaving the client on their own once the position is ?lled.Our team uses the objectives gathered during the inquiry stage to prepare new hires for their first year and we follow up after their placement. We have worked extensively with local governments and utilities in making key hiring decisions.Because we have hands-on career experience in the ?elds in which we search for candidates,we can deliver the best and the brightest — ?lling key positions,such as: -City and County Manager o General Manager,CEO,CAO o Executive Director -Assistant/Deputy Manager -Police Chief o Fire Chief -Financial Director/Chief Financial Of?cer We also focus on department heads such as for Planning and Development,Engineering,Public Works,Human Resources,Information Technology/CIO,Human Services/Social Services,Parks and Recreation,Libraries,and other key or difficultto ?ll positions. We also offer additional services to assist in onboarding and ensuring success.These include workshops and engagements that focus on clarifying roles and responsibilities,expectations,and goals.We also offer team-building sessions that focus on communication and workstyles. Building a Leadership Team that Mirrors the Community You Serve We are committed to helping you further integrate diversity initiatives into your hiring decisions.Diversity and inclusion are a Raftelis core value,and we understand that our role in helping you ?nd a key hire is also an important driver in organizational change.Often there are barriers that might be keeping women and people of color from applying,or being included in an interview pool,for example,unnecessary credentials,educational limits,or years of experience. Raftelis thoroughly reviews the position requirements to determine what is preferred and what is truly required to do the job. We often ?nd that the professionals who are the best ?t for an open position are already employed and not searching for a traditional job posting.To get the best candidates we leverage our extensive,diverse professional network to attract the best talent nationwide.We have been successful in identifying a candidate pool that is racially,ethnically, and gender diverse.We work closely with several organizations that support this goal,and we advertise in national publications that target people of color and women,including the National Forum of Black Public Administrators https://www.raftelis.com/capabilitieslexecutive-recruitmentl 3/6Page 150 of 172 C: 8/3/22,5:51 PM Executive Recruitment -Raftelis (NFBPA),Local Government Hispanic Network,and the League of Women in Government.In addition to a large prospective applicant database,we also conduct targeted,customized outreach for each recruitment.We identify individuals and similar organizations to reach out to directly.We willalso use social media to broaden our reach and target strong prospective applicants.We intentionally seek well-quali?ed women and people of color,so our clients have excellent choices. The results of this approach are excel|ent—38%of our recruitments resulted in the hiring of females and 21%of our recruitments resulted in the hiring of people of color. insight Great resignation or great re-evaluation? In 2021 Americans quit theirjobs at a near-record pace and labor shortages became the norm.In November alone over 4.5 millionAmericans left or changed theirjobs according to the Bureau of Labor Statistics monthly report;the combination of a large generation of Baby Boomers retiring and smaller generations quitting low-paying or unful?lling positions. (https://wvvw.rafte|is.com/insight/using-turnover-as-an-opportunity-to-design-the-futurel) insight -_--FTEL|S The separation is in the preparation There has been a lot of retirements and transitions within local governments and utilities,which means plenty of positions to ?ll.If you are going after one of these openings,we have some insights into ways you can prepare for your big job interview. (httpszl/www.raftelis.com/insight/the-separation-is-in-the—preparation/) Case Studies City of Dayton (https:/lwvvw.raftelis.com/work/city-of-dayton/) (https://wvvw.rafte|is.com/) -Who We Are (https://wvvw.rafte|is.com/who-we-are/) -Capabilities (https://www.rafte|is.com/capabilities/?nance/) -Sectors (https:/lwvvw.rafte|is.com/sectorsI) -Our Work (https://www.raftelis.com/our-work/) -Insights (https:llwvvw.raftelis.com/insightsl) -News (https://www.raftelis.com/news/) -Careers (https://wvvw.raftelis.com/careers/) -Contact (https://wvvw.raftelis.com/contact/) -furl;(https://wvvw.Iinkedin.com/companylraftelisl) -(https://twitter.com/raftelis) -(https://wvvw.facebook.com/Raftelis) https://www.rafte|is.comlcapabiIitieslexecutive-recruitmentl 4/6Page 151 of 172 -.;:JREGISTERED A MUNICIPAL AVISOR Great Place 8/3/22,5:51 PM Executive Recruitment -Raftelis For contractual purposes,Raftelis Financial Consultants,Inc.is the legal name of the company. ©2022 Raftelis Financial Consultants,Inc. 5/6https://wvvw.rafteIis.com/capabiIities/executive-recruitmentl (http:/ Page 152 of 172 Certified AUG 2020—AUG 2021 6/6https://www.raftelis.com/capabilities/executive-recruitmen? (https://www.greatplacetowork.com/certi?ed- company/7004876)A Social (http://www.socia|designhouse.com)Site 8/3/22,5:51 PM Executive Recruitment -Raftelis Page 153 of 172 Q RAFTELIS 8/3/22,5:52 PM Raftelis -Open Executive Recruitments jobs |Raftelis Open Executive Recruitments openings |Raftelis -Open Executive Recruit... Assistant Fire Chief Washington Township,OH Full-time (/jobs/fk02zqs/) Website (Bttps://ra?e|is.com) Assistant Town Manager Town of Matthews,NC Full-time (/jobs/fkO2346/) Building Inspections Services Director Guilford County,NC Full-time (/jobs/fkO2s12/) City Administrator City of Camas,WA Full-time (/jobs/fkOs4w5/) City Attorney City of Tualatin,OR Full-time (/jobs/fk02pqf/) City Manager City of Shoreline,WA Full-time (/jobs/fk02uz9/) City Manager Rehoboth Beach,DE Full-time (/jobs/fk021ct/) 1/3https://rafte|is.hire.trakstar.com Search from jobs below Page 154 of 172 8/3/22,5:52 PM Raftelis Open Executive Recruitments jobs |Raftelis -Open Executive Recruitments openings |Raftelis -Open Executive Recruit... Community Development Director City of Bothell,WA Ful|—time (/jobs/fkO22ws/) Deputy City Manager City of Fort Collins,CO Full-time (/jobs/fk02 pqq/) Director of Planning and Zoning Loudoun County,VA Full-time (/jobs/fk0scp3/) Executive Director/CEO Maryland Municipal League Full-time (/jobs/fkO214m/) Finance Director City of Beaverton,OR Full-time (/jobs/fkO2jai/) Finance Director City of Bothell,WA Full-time (/jobs/fkO22w2/) General Manager Central Arizona Project (CAP) Full-time (/jobs/fkO2pqu/) Housing and Community Development Director Loudoun County,VA Full-time (/jobs/fk02j6h/) Human Resources Director 2/3https://rafte|is.hire.trakstar.com Page 155 of 172 City of Newport News,VA Full-time (/jobs/fk0sexu/) Human Resources Director City of Tigard,OR Full-time (/jobs/fkO23vb/) Independent Monitor City and County of Denver,CO Full-time (/jobs/fk02pqs/) Parks and Recreation Director Greensboro,NC Full-time (/jobs/fk022i1/) Public Works Director City of Beaverton,OR Full-time (/jobs/fk0sb58/) Public Works Director City of Hood River,OR Full-time (/jobs/fkOsd3|/) Security Director Guilford County,NC Full-time (/jobs/fkO2p6m/) Jobs Per Page 25 v 1-22 of 22 Jobs Next 3/3httpsd/rafte|is.hire.trakstar.com 8/3/22,5:52 PM Raftelis -Open Executive Recruitments jobs |Raftelis -Open Executive Recruitments openings |Raftelis -Open Executive Recruit... Page 156 of 172 Prothman Sonja Prothman Page 157 of 172 Pkon-IMAM 8/3/22,6:17 PM https:/Iwww.prothman.com/mobile/ Home |About About Prothman Prothman specializes in providing national and regional executive recruitment services to large and small cities,counties,special districts,non-profits,and other governmental agencies throughout the United States.Driven by our passion for local government,Prothman is known and respected for our outstanding customer service,quality candidate pools,and firsthand knowledge of local government. Our Expertise Recruitment Knowledge and Experience:The Prothman team has conducted over 500 recruitments and interim placements.We have read and screened over 15,000 resumes,and we have personally interviewed over 6,000 semifinalist candidates.We know how to read between the lines,filter the ?uff, and drill down to the qualities and experiences required to be a good manager. Firsthand Knowledge of Local Government:Every Prothman team member has worked in local government.Our talented consultants have a cumulative 285 years in local government service,with expertise ranging from organization management,police and fire management,human resources, finance,planning,public works,and elected official public service. Our Proven Process Clients and candidates continually tell us that we have the best process and client service in the industry. The tenure of our placements is among the best in the industry because we understand that "fit"is the most important part of the process;not just fit within your organization but ?t within the community as well. Our Team Sonja Prothman As the leader of Prothman since 2007,Sonja has utilized her knowledge and deep passion for local government to be the strategic and creative driver for all Prothman affairs.As Owner and President,she handles the development and preparation for the future growth of Prothman,manages all Prothman team members,organizes and performs the day-to-day operations,coordinates all client correspondence and responds to all RFP's,and she assists with all recruitments,interim placements,and organizational assessments.A Seattle native,Sonja earned a Bachelor's Degree in Communications from the University of Washington.After starting her early career in newspaper advertising then moving on to Boeing,she chose to be a dedicated stay-at-home mother to her three daughters for 14 years.Having been born and raised in Normandy Park,Washington,she felt passionate about the local area and registered to run for a city council position against a 10 year incumbent and won.As a council member Sonja developed a great understanding of the logistics and importance of local government.Her experiences as a city council member and working firsthand with local government agencies for nearly 15 years has proven to be an invaluable perspective for understanding our clients‘needs. John Hodgson John has been a senior consultant with Prothman since 2013 and brings 33 years of municipal service including,most recently,7 1/2 years as City Administrator/ChiefAdministrative Officer for the City of Kent,the sixth largest city in the state of Washington.Prior to that,he had 26 years in parks and recreation management for the cities of Vancouver,WA,Metropolitan Park District of Tacoma,and Director of Parks,Recreation and Community Services for the City of Kent from 1994-2005.John served https:l/www.prothman.com/mobile/about/index.aspx 1/4 Back Page 158 of 172 8/3/22.6:17 PM https://www.prothman.com/mobile/about/index.aspx as president of the Kiwanis Club of Kent,president of Washington Recreation and Parks Association (WRPA),president of the Regional Council of the National Recreation and Parks Association (NRPA),and is founder and current president of the Kent Parks Foundation.John's awards for his service include Kent Chamber of Commerce Public Employee of the Year,WRPA Honor Fellow,Kiwanis Distinguished President,and the Kent Lions Club Community Service Award.John has a Bachelor of Science degree in Parks and Recreation Management from the University of Oregon (1980)and completed the Cascade Management Series from the University of Washington Graduate School of Public Affairs (1992). Steve Worthington Steve has been a senior consultant with Prothman since 2012 and brings more than 30 years of successful leadership in local government.He is currently in his second four-year term as a council member for the City of University Place,Washington,and is now serving as Mayor Pro Tern,as well.Prior to retirement,after 6 years as the City Manager for the City of Fife,Washington,Steve served as Community Development Director for six years in Fife and for nine years for the City of Cheney, Washington.Steve was also an economic development specialist for the Spokane WA Economic Development Council,a member of the Association of Washington Cities Legislative Task Force,and an Economic Development Board Tacoma/Pierce County Trustee.Steve has a Bachelor of Arts degree in Speech Communications from the University of Washington,and a Master of Public Administration degree from Eastern Washington University. Bill McDonald Bill has been associated with the Prothman team for over 20 years and brings 42 years of experience and knowledge in local government in Washington and Oregon states.With nearly 30 years experience as a City Manager/Administrator,his past service includes City Manager,Puyallup,WA,City Administrator,DuPont,WA,City Manager,Snohomish,WA,and City Manager,Clatskanie,OR.He has also been a County Commissioner for Columbia County,OR,Assistant to the City Manager,Milwaukie, OR,Operational Planner for Clackamas County,OR,and Planner/Analyst for the Columbia Region Association of Governments (now Metro).Bill has a MPA from Portland State University.His awards include the 2010 Excellence Award from the Washington City County Management Association. Gary Milliman Recognized by the International City/County Management Association (ICMA)with the highly prestigious Career Excellence Award,Gary brings more than 45 years of experience in city management and public affairs to the Prothman team.As a senior consultant since 2019,Gary has served as a City Manager in cities with populations ranging from 2,800 to 105,000 in California and Oregon,with 35-450 employees. In South Gate,California,he was principally responsible for rebuilding that city's organization,financial stability and reputation following a period of political corruption and mismanagement.Gary has served as City Manager in Cotati,Fort Bragg and Bell Gardens,California,and in Brookings,Oregon,as well as serving as Southern California Director for the League of California Cities.He has also been recognized by ICMA with the Management Innovation Award and as a Life Member.Gary recently received the prestigious Herman Kehrli Award for his outstanding public service career from the League of Oregon Cities.Having completed an undergraduate degree in journalism,Gary earned a Master of Public Administration from the University of Southern California (USC)and completed the Senior Executives in State and Local Government program at Harvard University.A Senior Fellow at Portland State University (PSU),Gary serves on the PSU Department of Public Administration Advisory Committee and serves on the City/County Management Fellowship Board of Directors at the University of Southern California. Robert Carden Bob has been a senior consultant with Prothman since 2008 and brings more than 37 years of law enforcement experience to the Prothman team,including having been Police Chief for three cities with populations ranging from 20,000 to 125,000.He retired as Police Chief from the City of Visalia, California,in 2009.At Visalia,he administered a budget of over $27 million and oversaw a department of over 200 fulltime personnel.Prior to Visalia,he was Police Chief for the City of Marysville,Washington, for eight years,and was also Chief of Police for the City of Lemoore,California.Earlier in his career,Bob also served the Tulare County Sheriff's Department and the Wasco Police Department,both in California. Most recently,Bob has worked through Prothman as interim Police Chief for the City of Battle Ground, Washington.Bob has a Bachelor of Science degree in Criminal Justice from Culver-Stockton College, Missouri,and a Master of Science degree in Management from California State Polytechnic University. Warren Merritt https://wvvw.prothman.comImobile/about/index.aspx 2/4Page 159 of 172 8/3/22,6:17 PM htlps://www.prothman.corn/mobile/about?ndex.aspx Warren is a 3rd generation firefighter and began his fire service career in 1974 as a volunteer firefighter with King County Fire District #10 (now Eastside Fire &Rescue)serving the fire district for 20 years concurrent with his employment in Bellevue.In 1980 he began his professional career with the City of Bellevue Fire Department rising through the ranks to Deputy Chief,retiring from Bellevue in 2012 to become a fire chief in Idaho.During his time at Bellevue Fire he was assigned to Operations,Training and the Emergency Medical Services Division;he served for seven (7)years as a Deputy Chief of Operations in Bellevue.Warren was appointed and served as the Fire Chief for Kootenai County Fire & Rescue in Post Falls,Idaho from February 28,2012 until his retirement on January 3,2020.Warren has an Associate Degree in Fire Command &Administration,a Bachelor of Science in Public Safety Administration,is a graduate from the National Fire Academy Executive Fire Officer Program and is a certified Chief Fire Of?cer (CFOD)thru the Center for Public Safety Excellence (CPSE).Warren's experience provides unique insight into fire district and municipal fire services in volunteer,combination, and career fire departments. Gary Buchanan Gary brings 31 years of successful Human Resources leadership experience to the Prothman Team.He recently served 5 years as the Director of Human Resources for the City of Tacoma,WA,population 212,869,until his retirement in June,2021.Gary also served 14 years at the Port of Seattle as the Human Resources Director.The Port of Seattle encompasses both the Seattle Seaport and Seattle Tacoma International Airport.Prior to that he served 9 years as the Senior Human Resources Leader (Northwest Region)for Milgard Windows headquartered in Tacoma,WA.Additionally,Gary served 30 Years in the Naval Reserve.His Naval career included 3 Command assignments and he was deployed twice in support of Operation Iraqi Freedom.In 2019 he retired as a Captain earning the Legion of Merit Medal and the Meritorious Service Medal.Gary received his Bachelor of Science degree from Westminster College,Salt Lake City,UT and his Naval Science degree from the University of Utah. Cliff Moore Cliff Moore joins Prothman after a 30 year career of public service in Washington State.Cliff's background includes senior administrative positions at Washington State University in Pullman and executive leadership positions at the university's Extension offices in both Jefferson and Thurston Counties.Cliff has also served as County Manager and Development Services Director at Thurston County and as City Manager in Yakima.Prior to his years of public service,Cliff worked abroad as a Peace Corps volunteer in Togo,West Africa;he was Assistant Country Director for the CARE mission in Honduras;and he was the Director of the US Refugee Resettlement Office in Khartoum,Sudan.Cliff lives in Port Townsend with his wife Mea and their two dogs,Addie and Lucy. Barry Gaskins Barry has been a key member of the Prothman team since 2004 and is responsible for candidate management.His attention to detail and understanding of timeliness to the customer and candidates is remarkable.Barry works with the lead consultant in following through with scheduling interviews, arranging candidate travel,managing candidate application packets,and assembly of candidate information to give to the client.Barry came to Prothman from the Bill &Melinda Gates Foundation where he served as a Program Assistant for four years in the US Library Program.Barry earned his Bachelor's Degree from California State University in Los Angeles. Jared Eckhardt Jared has been a key member of the Prothman team since 2015 and is responsible for profile development and candidate outreach.Jared works one-on-one with the client for position profile development and works with Sonja and the lead consultant on each client's outreach strategies.Jared also functions as recruitment support as a secondary consultant lead on special projects.Jared graduated from the University of Washington earning his Bachelor's in Communications. Madison Lindquist Madison has been a key member of the Prothman team since 2015 and is responsible for Prothman’s social media,direct mail outreach,website development,and Online Application Service support. Madison works one-on-one with the client to ensure optimal outreach in all available social networking resources and works one-on-one with the clients who choose to use the Online Application Service application portal.Madison also functions as recruitment support as a secondary consultant lead on special projects.Madison graduated from the University of Washington earning her Bachelor's in Communications. https://wvvw.prothman.com/mobile/aboutlindex.aspx 3/4Page 160 of 172 8/3/22,6:17 PM https://www.prothrnan.com/mobile/aboutIindex.aspx please visit our full site for more infonnation Privacy Policy_©2018 Prothman.AllRights Reserved. 4/4httpsj/www.prothman.com/mobile/about/index.aspx Page 161 of 172 Strategic Government Resources (SGR) Page 162 of 172 8/3/22,6:11 PM Ron Holi?eld|Strategic Government Resources,T R0 HOLIFIELD Chief Ron Holi?eld served almost two decades in City Management,including Assistant City Manager in Plano,Texas, as well as City Manager in Garland,DeSoto,Farmersville and Sundown,and on the City Manager’s staff in Lubbock.In 1996,he left city management and purchased Government Relations Specialists,where he provided strategic marketing consultation for many of the leading corporations in America,including Space Imaging, American Express,IBM,Xerox and over 50 other Fortune 500 companies,as well as NASA.In 1999,Ron sold that company and founded Strategic Government Resources to specialize in Recruiting,Assessing and Developing Innovative,Collaborative,Authentic Leaders for local governments nationwide. Today,Ron speaks at over 50 state and national conferences and workshops each year and remains high pro?le in the city management profession.SGR is the third largest local government executive search ?rm in the nation, operates the second largest local government job board in the nation,and provides live and online leadership development to more local government executives and mid—levelmanagers than any other company in the nation. Ron holds a Bachelor of Arts in Government from Abilene Christian University and a Master of Public Administration from Texas Tech University. 1/1https:I/wwwgovemmentresource.com/about-us/meet-the-team/ron-holi?eId Email Ron Page 163 of 172 8/3/22,6:11 PM Executive Recruitment |Strategic Government Resources,TX EXECUTIVERECRUITMENT SGR:Why Use A Search Firm‘? Full-Service Recruitments SGR provides a comprehensive scope of executive search services tailored speci?cally to the needs of each client.We devote tremendous energy to understanding your organization's unique culture,environment,and local issues to ensure a great "?t"with regard to values,philosophy,and management style. Our executive recruiting services are unequaled,providing a high degree of personal attention at all stages of the process. Component-Based Recruitments SGR offers individually priced executive search components allowing us to collaborate with your organization to deliver only those speci?c services needed.This innovative approach provides many of the bene?ts of a professional recruitment process,but at a much lower cost than a full service search. View a list of executive recruitment clients and positions. For more information on full-service and component-based recruitments contact the Executive Recruitment team. 1/1https://www.govemmenlresource.com/executive-recruitment 02:04 Page 164 of 172 Who We Are Our History Mission SGRexists to help local governments become more successful by Recruiting,Assessing,and Developing Innovative,Collaborative,Authentic Leaders. We use the acronym RADICAL.The original Latin radicallis means “back to the roots.”The current vernacular means “out on the very leading edge.”Not only does RADICALhighlight our business lines,but it also captures the constructive leadership tension between valuing the roots of healthy relationships while simultaneously being out on the very leading edge of change Customer Service SGR wants to provide the best customer experience possible.This means that,regardless of how much or how little money a customer has spent with our company,we want the customer to be confident that he/she received far higher value from us than is available from any other source in the market. Integrity integrity matters most in every circumstance.When money and morals come into conflict, SGR team members will always err on the side of our moral values.We will not sacrifice our core value system for any reason whatsoever,even if the very survival of the business is at risk.We would rather lose the business than lose our moral compass.Allteam members will demonstrate and be dedicated to the highest ideals of honor and integrity in all relationships.Team Members shall conduct themselves in an ethical manner at all times in order to merit the respect,trust,and confidence of others. 1/3httpszl/www.governmentresouroe.comlabout-us V’ About Us |Strategic Government Resources,TX8/3/22,6:13 PM ABOUU Page 165 of 172 J? 8/3/22,6:13 PM About Us |Strategic Government Resources,TX Philanthropy In today's hard-edged business world,it sounds a bit corny to talk about love,but the realit yatSGRisthatwehaveaseriouscommitmenttowalkingthetalkofactionablelove.We believe actionable love is the most important part of who we are,and that it is most meaningfully conveyed in our actions and how we treat other people.SGR team members are encouraged to give back to the community through volunteerism.Below are some of the organizations SGR and team members have recently supported: dr (ab?n 5ackpacl Continuous Improvement SGR team members constantly reassess how we can improve services to our customers to better meet their needs.We value constructive criticism and spirited discussions among Team Members.We are committed to structure/restructure our business in any way that best advances the mission as often as is needed. Agility SGR is a fluid organization,and accordingly,we must leave room for growth and change. SGR's success depends on our ability to meet the ever-changing needs of our customers. SGR team members should be innovative,responsive,and be able to adapt to changing conditions in the local government environment.SGR team members are expected to possess and maintain an exceptional ability to enthusiastically and successfully lead and manage change. 2/3https://www.governmentresource.com/about-us abi a for Humanity CitySquarJL ‘II’ wllllamssyndrome ASSOCIATION Page 166 of 172 ® About Us |Strategic Government Resources,TX Collaboration SGR highly values the power of collaboration and views it as perhaps the most important tool for successful local government initiatives.In many cases,SGR's role is simply to assist in facilitating collaboration between local governments so that they are able to maximize resources and,in turn,provide the highest level of service to their residents. Protecting Relationships The collaborations we create with our local government colleagues are important to us.We know that the work they do will have a lasting impact on the quality of life for generations to come.We want to be authentic and loyal in how we support our partners in public service and we will always put those relationships first. The Golden Rule Our primary market is comprised of local government officials who could be making more money working in the private sector,but have been drawn into public service because they want to make a difference.We will honor that noble calling in the way we treat them,the way we interact with them,and the way we talk about them.SGR team members value our relationships with others and do not take them for granted.We treat everyone with dignity and respect,and we value diverse opinions,perspectives,and life experiences. 3/3https://www.governmentresource.oom/about-us 8/3/22,6:13 PM Page 167 of 172 8/3/22,6:14 PM About Us |Strategic Government Resources,TX US Who We Are Our History Mission &Core Values Who We Are SGR exists to help local governments be more successful by Recruiting,Assessing,and Developing Innovative,Collaborative,Authentic Leaders. Since 1999,SGR has experienced an average annual growth rate in excess of 20%,and that rapid pace of growth continues.Today,SGRserves more than 700 local governments in 47 states and has formal partnerships with almost a dozen local government associations. Primary services provided to local governments across the nation by SGR’steam of more than 350 employees and contractors include: -Executive Recruitment -Interim Services &Consulting -Leadership Developmem &Assessments -Live and Online Training -Embedded Services SGR’sbusiness model is truly unique.Although we're a private company,SGRoperates like a local government association.Most of SGR’sprincipals are former local government officials,allowing SGRto bring a perspective and depth of local government expertise to every project that no other firm can match. What Makes SGR Different? -SGR’slarge base of more than 700 local government clients in 47 states -SGR’s free,weekly 10 in 10 on Servant Leadership has over 50,000 subscribers in all 50 states.Each week,CEO Ron Holifield reviews over 350 articles,stories,and videos through the lens of a city manager,choosing the top ten that local government leaders will find interesting and worth spending ten minutes to review. 0 SGR’swebsite receives more than over 23,000 visits each month. -SLlRjobs.com is the second largest local government job board in the nation,with over 1,600 jobs postings,and more than 25,000 page views each month. -SGR has formal strategic collaborations with a number of associations and municipal leagues https://www.governmentresource.com/about-us 1/2Page 168 of 172 8/3/22,6:14 PM About Us |Strategic Government Resources,TX -SGRTeam Members and Facilitators speak an average of once per week at conferences and regional workshops across the nation. The Chess Knight Learn the significance of why we use a chess knight for the SGR logg. 2/2https://wvvw.governmentresource.comlabout-us Page 169 of 172 About Us |Strategic Government Resources,TX Who We Are Our History Mission & Our History CEO Ron Holifield founded SGRin 1999,after spending two high-profile decades in city management,which included service as City Manager in several cities.Ron's passion has always been to make a difference and truly change the world.Successful employees at SGRshare that passion for making a difference and are committed to meeting the needs of our clients. Since 1999,SGR has experienced an average annual growth rate in excess of 20%,and that rapid pace of growth continues.As a result,SGR is one of the most dynamic,fast-paced,and constantly changing work environments anywhere.Successful employees must be able to thrive in such environments. Today,SGR: Is one of the largest local government executive search firms in the nation Operates the second largest local government job board in the nation Is the largest provider of local government interim management services in Texas,and one of the largest in the nation Is the largest private sector provider of local government training in the nation Provides one of the leading online learning management systems in the nation designed specifically for local governments 1/1httpszl/www.governmentresource.com/about-us 8/3/22.6:14 PM Page 170 of 172 QUALITY OF LIFE Promote a high-quality of life through quality programs, services and appropriate investment and re- investment in community infrastructure including, but not limited to: • Completion of Transportation System Master Plan and design standard updates to promote greater neighborhood cohesion in new and re-developed neighborhoods through design elements, e.g.; connectivity, walkability, aesthetics, sustainability, and community gathering spaces. • Completion of the Parks, Recreation and Open Space Plan and development of an implementation strategy to enhance such services equitably across the community. • Completion of the Housing Action and Implementation Plan with a focus on a variety of housing to address the needs of the growing population. FINANCIAL SUSTAINABILITY Enhance the long-term viability, value, and service levels of services and programs, including, but not limited to: • Adopting policies and strategic investment standards to assure consistency of long-range planning to include update of impact fees, area fees to specific infrastructure, and SEPA mitigation measures related to new development, e.g.; schools, traffic, parks, and fire. COMMUNITY TRANSPORTATION NETWORK Promote a highly functional multi-modal transportation system including, but not limited to: • Application of the adopted Transportation System Master Plan including development of policies, regulations, programs, and projects that provide for greater connectivity, strategic investment, mobility, multi -modal systems, accessibility, efficiency, and safety. COMMUNITY SAFETY Promote proactive approaches for the strategic investment of infrastructure, staffing, and equipment including, but not limited to: • Adoption and develop implementation strategies for Comprehensive Fire Master Plan aimed at maintaining the current Washington State Rating Bureau Class 3 community rating. • Collaboration with regional partners to influence strategies to reduce incidences of homeless by leveraging existing resources such as the newly implemented 0.1% mental health sales tax, use of resource navigator programs, and other efforts. • Development of an implementation strategy for the Comprehensive Police Master Plan to support future service levels of the department to assure sustainability, public safety, officer safety, crime control, and compliance with legislative mandates. ECONOMIC VITALITY Promote and encourage economic vitality including, but not limited to: • Implementation of the Comprehensive Land Use Plan through related actions including zoning code changes, phased sign code update, and development regulations and standards. • Completion of Area Master Plans and environmental analysis complementing the Comprehensive Land Use Plan such as Downtown and Broadmoor Master Plans. • Development of an Economic Development Plan, including revitalization efforts. COMMUNITY IDENTITY Identify opportunities to enhance community identity, cohesion, and image including, but not limited to: • Development of a Community Engagement Plan to evaluate strategies, technologies, and other opportunities to further inclusivity, community engagement, and inter-agency and constituent coordination efforts. • Support of the Arts and Culture Commission in promoting unity and the celebration of diversity through art and culture programs, recognition of significant events or occurrences, and participation/sponsorship of events within the community. Page 171 of 172 CALIDAD DE VIDA Promover una calidad de vida alta a través de programas de calidad, servicios, inversiones y reinversiones apropiadas en la infraestructura de la comunidad incluyendo, pero no limitado a: • Terminar el Plan de Transportación para promover más cohesión entre nuestras vecindades actuales y re-desarrolladas a través de elementos de diseño, p.ej. conectividad, transitabilidad, sostenibilidad estética, y espacios para reuniones comunitarias. • Terminar el Plan de los Parques, la Recreación, y los Espacios Vacíos y el desarrollo de una estrategia de implementación para mejorar tales servicios justamente a lo largo de la comunidad. • Terminar el Plan de Acción e Implementación de Viviendas con un enfoque en una variedad de viviendas para tratar las necesidades del aumento en la población. SOSTENIBIILIDAD FINANCIERA Mejorar la viabilidad a largo plazo, el valor, y los niveles de los servicios y los programas, incluyendo, pero no limitado a: • Adoptar las políticas y los estándares de inversión estratégica para asegurar consistencia en la planificación a largo plazo para incluir la actualización de las tarifas de impacto, las tarifas en áreas de infraestructura específica, y las medidas de mitigación SEPA relacionadas con el nuevo desarrollo, p.ej. escuelas, tráfico, parques, e incendios. RED DE TRANSPORTACION COMUNITARIA Promover un sistema de transportación multimodal en alta operación incluyendo, pero no limitado a: • Aplicar el Plan de Transportación que fue adoptado, incluyendo el desarrollo de las políticas, las reglas, los programas, y los proyectos que proporcionan más conectividad, inversión estratégica, movilidad, sistemas multimodales, accesibilidad, eficiencia, y seguridad. SEGURIDAD COMUNITARIA Promover métodos proactivos para la inversión estratégica en la infraestructura, el personal, y el equipo incluyendo, pero no limitado a: • Adoptar y desarrollar estrategias de implementación para el Plan Comprehensivo para Incendios. Con el propósito de mantener la clasificación comunitaria actual en la tercera Clase del Departamento de Clasificación del Estado de Washington. • Colaborar con socios regionales para influenciar estrategias que reduzcan los incidentes de personas sin hogar al hacer uso de los recursos actuales como el impuesto de ventas de 0.1% implementado recientemente para la salud mental, el uso de programas para navegar los recursos, y otros esfuerzos. • Desarrollar una estrategia de implementación para el Plan Comprehensivo de la Policía para apoyar los niveles futuros de servicio del departamento para asegurar la sostenibilidad, la seguridad pública, la seguridad de los policías, el control de crímenes, y el cumplimiento con los mandatos legislativos. VITALIDAD ECONOMICA Promover y fomentar vitalidad económica incluyendo, pero no limitado a: • Implementar el Plan Comprehensivo del Uso de Terreno a través de acciones relacionadas, incluyendo cambios de los códigos de zonificación, actualización en las etapas de los códigos de las señales, y el desarrollo de las reglas y los estándares. • Terminar los Planes de las Áreas y un análisis ambiental el cual complementa al plan integral de uso de la tierra como a los Planes del Centro y de Broadmoor. • Desarrollar un Plan de Desarrollo Económico, el cual incluya esfuerzos de revitalización. IDENTIDAD COMUNITARIA Identificar oportunidades para mejorar la identidad comunitaria, la cohesión, y la imagen incluyendo, pero no limitado a: • Desarrollar un Plan de Participación de la Comunidad para evaluar las estrategias, las tecnologías, y otras oportunidades para promover la inclusividad, la participación de la comunidad, y los esfuerzos interdepartamentales y de coordinación de los constituyentes. • Apoyar a la Comisión de las Artes y Cultura al promover la unidad y la celebración de la diversidad a través de programas de arte y cultura, reconocer eventos o acontecimientos significantes, y participar/patrocinar eventos dentro de la comunidad. Page 172 of 172