America River Project MgrMEMORANDUM
August 30, 2001
TO:
FROM:
SUBJECT:
The Honorable Mayor and City Council Members
Michael C. Van Milligen, City Manager
America's River Project
The $188 million America's River project includes over $35 million of public
improvements in the Ice Harbor area. The planning, design, bidding and construction of
the public improvements will be done principally over the next two years. The public
projects will be occurring at the same time that Platinum Hospitality is building a 192-
room, seven-stow hotel and indoor water park and the Dubuque County Historical
Society is building the Mississippi River Discovery Center. All these projects are to be
built while minimizing the disruption to the existing uses on the Fourth Street Peninsula.
Based on the fact that there are a significant number of public and private projects going
on throughout our community, the existing City staff does not have the time to provide
the project management and construction inspection services needed for this project.
Consistent with the City Council discussions at the recent annual goal setting session,
Assistant City Manager Cindy Steinhauser is recommending that a request for
proposals be issued to hire a firm to provide project management and construction
inspection services for the public components of the America's River project.
I concur with the recommendation and respectfully request Mayor and City Council
approval.
Michael C. Van Milligen
MCVM/jh
Attachment
cc: Barry Lindahl, Corporation Counsel
Cindy Steinhauser, Assistant City Manager
Members of the Fourth Street Peninsula Workgroup
CITY OF DUBUQUE, IOWA
MEMORANDUM
August 30, 2001
To: Mike Van Milligen, City Manager
From: Cindy Steinhauser, Assistant City Manage
Re: America's River Project
Introduction
The purpose of this memorandum is to recommend the City issue a Request For
Proposals (RFP) to hire a project manager for the America's River project,
Background
In June 2001, the City of Dubuque received final approval from the State of Iowa
on our request for Vision Iowa funding. This grant will help to fund, in part, the
development of the 4th Street Peninsula as a destination for the City of Dubuque
and the Tri-State area. This development includes construction of a Hotel and
Waterpark and the Mississippi River Discovery Center by private organizations.
Also included are over $35 million in public improvements in the Ice Harbor area
such as the construction of a conference and education center, utility extension
and relocations, Mississippi riverwalk, Rivers Edge Plaza and Ampitheater,
Transient boat docks, parking and sidewalk improvements, road construction and
streetscape improvements, ice Harbor park, wayfinding signage system,
transportation connections, railroad easements and Corps of Engineer permits.
The completion date for each of the projects varies, however, all projects are to
be completed by Fall 2004.
Barry Lindahl, Pauline Joyce, Mike Koch and I have reviewed this matter with the
consultants for the conference and education center and the master site
planning. Both firms indicated their concerns over the aggressive timeline and
have recommend the hiring of a project manager to serve as the coordinator for
the public improvements.
Discussion
Attached is an RFP for Project Manager services for the development of public
improvements on the 4th Street Peninsula. This RFP defines the role of the
Project Manager during planning, design, procurement, construction and
occupancy phases of the public improvements. This RFP also requires the
Project Manager to assist the City in determining if the best approach for the
construction of the conference and education center is through the use of a
construction manager or a general contractor. If the determination is to hire a
construction manager, the Project Manager will assist the City is the selection of
a construction manager. Lastly, this RFP also requires the Project Manager to
coordinate efforts with adjacent construction of the Hotel and Discovery Center.
The proposed schedule for hiring a Project Manager is as follows:
September 4
September 18
October 1
City Council approval of RFP
RFPs due
Recommendation to City Council
Project Manager
on selection of
Action
The requested action is for City Council to approve the attached RFP and to
authorize city staff to solicit proposals for a Project Manager
CC:
Barry Lindahl, Corporation Counsel
Pauline Joyce, Administrative Services Manager
Mike Koch, Public Works Director
CITY OF DUBUQUE, IOWA
August 27, 2001
REQUEST FOR PROPOSALS
Project Management Adviser Services
For Development of 4th Street Peninsula
INTRODUCTION
The City of Dubuque, Iowa is soliciting proposals from qualified consulting firms to
provide project management advisor services for the construction of public
improvements on the 4th Street Peninsula. These projects include completion of
the dverwalk, sidewalk and street construction, utility relocation and expansion,
along with other public improvements. Attachment A is a list of the projects already
underway by the City of Dubuque, the department responsible for the improvement
and city staff assigned to the improvement. The location of these projects is a 90-
acre site commonly known as the 4th Street Peninsula. The peninsula rests along
the Mississippi River and serves as a gateway to the City of Dubuque and eastern
Iowa.
The City of Dubuque functions under a City Council/City Manager form of
government. City Manager Michael Van Milligen has been with the City since
1993. City of Dubuque Administrative Services Manager, Pauline Joyce, is
coordinating the activities of city staff and consultants involved with development of
the Peninsula. Assistant City Manager, Cindy Steinhauser, is facilitating a 4th
Street Peninsula workgroup consisting of representatives from the Dubuque County
Historical Society, The Dubuque Area Chamber of Commerce Convention and
Visitor Bureau, Platinum Hospitality Group and the Greater Dubuque Development
Corporation. The purpose of this workgroup is to assist the City with
recommendations for development of the peninsula. Attachment D is a list of the
individuals representing each of the organizations.
As part of the redevelopment of the 4th Street Peninsula, construction has also
begun on the Mississippi River Discovery Center, a museum and aquarium
complex on the Ice Harbor being constructed by the Dubuque County Historical
Society. A private developer has also begun construction of a 200-room hotel and
indoor Waterpark along the riverfront.
The River Discovery Center and Aquarium includes 15 aquariums; immersion
theater showcasing the Mississippi River's creation, floods, history and underwater
II.
life, outdoor wetland featuring natural and living history with floating laboratories
and classrooms; stream tables and an educational overnight program which lets
visitors sleep on a "boat and breakfast" National Historic Landmark steamboat.
The riverfront hotel and indoor waterpark includes a seven-story hotel with
approximately 200 rooms and a 24,000 square foot indoor waterpark. Phase II
includes 150 additional rooms and an 18,000 square foot addition to the waterpark.
The City of Dubuque has begun construction of a 2000' Mississippi Riverwalk and
Amenities, the River's Edge Plaza, a landing for the Delta Queen, boat docks,
public art and an 18-mile bike-hike trail connection to the Heritage Trail.
The City has retained HOK Venue of Kansas City to provide design services for the
construction of a $25 million education and conference center to be located on the
peninsula adjacent to the hotel and is considering hiring a construction manager for
the project. The total combined public and private investment in these four projects
along with the public road, parking and amenities is $185 million. The City of
Dubuque has also retained URS/BRW of Minneapolis and Denver to provide
master site planning for the remainder of the 4th Street Peninsula and South Ice
Harbor areas.
Attachment B is a map of the area and identifies all of the projects. For additional
information on Dubuque, please visit the following web sites:
www.dubuquechamber.com
www.qreaterdubuque.orq
www.americasriver, orq
COMMUNITY BACKGROUND
The City of Dubuque is located on the Mississippi River west of the Illinois-
Wisconsin border and is connected to both states by bridges. It is the educational,
industrial, and commercial center for the tri-state area and has a stable and
diversified manufacturing base and a growing service sector. The City's census
population is 57,686. The City is approximately 30 square miles in area. The City's
annual budget is over $90 million and the City funds a full range of services.
The Dubuque area economy has remained strong with unemployment at record Iow
levels and a steady growth in manufacturing and construction jobs. The city's
central retail area serves fifteen surrounding counties in Iowa, Illinois and
Wisconsin. Public improvements underway in the downtown area include the
removal of a four-block pedestrian mall and construction of a fourth downtown
parking ramp. There is also substantial commercial activity west of the central
business district area along U.S. Highway 20, including an enclosed shopping mall
with several national retailers. From 1998-2001, the City has averaged
construction of over one million square feet of new commercial, office, industrial
and institutional space per year.
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Residents of the Dubuque area make extensive use of the recreational
opportunities afforded by the Mississippi River which are complemented by the City
and County park systems. This includes outdoor swimming pools, picnic areas, ice
skating rinks, baseball diamonds, tennis courts and a public golf course. Several
recreational areas are situated on the bluffs overlooking the mighty Mississippi
River. The City has a wide variety of cultural offerings including art galleries,
theater groups and symphony concerts. In 1985, parimutual gaming was
introduced to the community and in 1991, riverboat gambling became an added
attraction. The City's Mississippi riverfront is the location of riverboat
gambling as well as regular cruise boats. The riverl~oat gambling port
facilities are located in the 4th Street Peninsula. Dubuque enjoys approximately
one million tourists annually and that number is anticipated to grow with the
development opportunities described above.
III.
PROPOSAL SUBMISSION REQUIREMENTS
The proposal must include the following information and must be organized in the
manner specified below.
Letter of Transmittal
A cover letter signed by an authorized representative of the firm briefly outlining the
firm's understanding of the work. The cover letter must contain a commitment to
provide the services described and the name, address, telephone number, fax
number and email address of the firm's primary contact person.
Qualifications of firm(s)
· List the names of the anticipated project manager and other key personnel
associated with the project. A resume of each person's qualifications and
experience should be attached along with the percentage of time each person is
anticipated to devote to the project. The project team should include technical
personnel familiar with public infrastructure improvements, structural
engineering personnel who are either affiliated with the Corps of Engineers or
who have worked with the Corps of Engineers on similar type projects. In
addition, the project team should include personnel from the following fields:
civil engineer, geotechnical, electrical and mechanical engineer, cost estimator
and information technology specialist.
Describe the name and location of any subconsulting firms that will be used by
the firm. Please identify the approximate percentage of work that would be
performed by each subconsulting firm. Include the experience and
qualifications of the subconsultanting firm and the firm's key personnel in
working on similar projects.
· Descdbe the experience of the firm in managing similar projects. Include
previous projects with similar budgets and deadlines and whether the firm met
the established criteria. ~
· Include a project list with contacts for all similar projects that have been
completed in the past 5 years. Identify the key personnel who worked on the
referenced projects and who are expected to work on this project.
· Provide information on the limits of insurance carried by the firm. See
Attachment C for the minimum coverage required by the City of Dubuque.
· Discuss the firm's ability to integrate this project into the firm's present workload.
IV. SCOPE OF SERVICES
The following is a list of activities for which the Project Manager will be responsible:
1)
Development of a master budget for all City funded projects within the development
and/or confirm the budgets that have already been established. Develop a cash
flow diagram to assist the City in planning for funding.
2)
Development of a master schedule to coordinate all projects including those not
being developed by the City (i.e., hotel, Discovery Center)
3)
Provide preconstruction services for the conference center including estimating,
value engineering, scheduling, constructability reviews, and assistance with
development of bid packages.
4)
Should the City elect to hire a construction manager for the conference center,
assist in pre-qualifying construction manager's for the center. Assist in distributing
the RFP for construction manager at risk services. Conduct the prebid conference.
5) Respond to questions during bidding phase.
6) Host RFP presentations.
7)
8)
Evaluate Proposals.
/
Make recommendations to the City on the contract award.
9)
Develop a procedural manual to distribute to all contractors and sub- contractors,
designers, engineers, and other appropriate people to inform them of the method
by which the total project will be managed.
10)
Provide a quality control plan that includes inspections to assure the City that work
put in place meets the specifications and quality standards.
4
11 ) Organize a total project safety program.
V. PROJECT APPROACH
Maintaining control of the project will require careful planning, regular checking of
progress against the plan and timely decisions and adjustments. The project manager's
responsibilities are outlined in this section.
General
Leadership - Provide project coordination and leadership. Be the focal point for
information and communication with the project team.
Budget and Schedule - Prepare and maintain project budgets and schedules throughout
the duration of the project. Refine them as details become available and update them as
changes occur.
Quality- Ensure requirements are understood and defined in each contract. Monitor and
inspect the work and require quick correction of deficiencies.
Process - Develop a Project Manual that defines responsibilities, authority and
procedures. Establish a management information system to support record keeping and
facilitate communication. Ensure administration of all contracts is fair and timely.
Planning Phase
In the planning phase, the project goals are defined and needs and constraints are
balanced. A plan for achieving these goals is then developed.
Construction Management Evaluation - Assist the City of Dubuque in evaluating the
use of a construction manager versus general contractor approach for the construction of
the conference and education center. If a construction manager will be used on the
project, the Project Manager will participate in the RFP development, review and final
selection process of each component.
Project Scope - Define and document project requirements in terms of purpose,
functional requirements, types of spaces, areas, basic building systems, quality and
budget.
Functionality of Space - Involve user groups when developing functional requirements.
Existing Conditions - Arrange for an assessment of existing conditions: surveys, soil
investigations, utilities and traffic studies.
Environmental Assessment- Obtain an impact statement and develop a plan for
environmental issues including hazardous materials.
Regulatory Requirements - Identify zoning, building code and other restrictions that
govern the project. Investigate social and special interest group issues.
Cost Model- Prepare a cost model using adjusted historical data for major building
systems and each element of the project. Adjust for local bidding conditions.
Risk Analysis - Identify areas with a risk of not proceeding as planned. Quantify the
potential effect and probability of these risks and develop plans to mitigate them.
Balance Requirements - Obtain consensus on adjustments and compromises required to
obtain a balance among scope, budget, schedule and delivery strategy requirements.
Management Plan - Prepare a plan for executing the project with a strategy for
contracting for design and construction, procuring equipment and furnishings, and for
commissioning and occupying the project. Define responsibilities for the project team,
authorities and control systems.
Budget- Develop a local project budget including: legal fees, architectural/engineering
(NE) fees and other consultant fees, building permits, construction cost, testing agencies,
landscaping, furnishing, fixtures, and equipment. Organize the budget categories that
allows cost to be tracked against the budget for the duration of the project.
Project Accounting - Develop a project accounting report to track, by line item the
original budget, current estimate, contractual obligations, changes, anticipated changes
and variances. Prepare a cash flow projection.
Delivery Strategy- Recommends the design and construction process that best meets
quality, cost and time goals and addresses legal, bid market and operational constraints.
Master Schedule - Develop a schedule showing the sequencing and duration of major
activities. Include at least one activity for each contract and identify the critical path and
contingency periods.
Decision Tracking - Identify and schedule key decisions and approvals essential to the
progress of the project. Track and report on the status of unresolved issues.
Design Schedule - Prepare a schedule of major design phase activities, including
submittals, review periods and preparation of separate bid packages.
A/E Selection - Establish a selection process, prepare RFP, evaluate proposals and
schedule interviews to select the architect and other consultants.
6
Design Phase
The purpose of the design phase is to create a balanced solution for the requirements
developed in the planning phase and to prepare construction documents for the
contractors, excluding the conference center if a construction manager is utilized.
Pre-design Conference - Conduct meetings with the NE Team to explain the project
requirements, scope, budget, schedule, procedures and management plan.
Schedule - Review NE schedule for conformance to the master schedule and identify the
most cdtical activities. Monitor progress and develop recovery plans i~ necessary.
Building Systems - Support A/E in selecting appropriate building systems. Consider
performance, cost, construction time and local labor and material capabilities.
Design Reviews - Review the drawings and specifications at the completion of each
phase for adherence to the project requirements and for suitability of materials and details.
Check for constructability and for coordination of design disciplines. Coordinate reviews by
regulatory agencies, i
Contract Administration - Administer the NE contract including payments and contract
changes. ,
Estimates - Prepare construction cost estimates after each design sUbmittal. If necessary,
provide recommendations to return the project to budget. Adjust cost projections for
inflation in material and labor costs and changes in bidding climate.
Value Engineering - Arrange a value engineering workshop early in the design effort.
Identify areas for value engineering and life cycle cost study.
Construction Phasing - If appropriate, prepare plans for dividing the work into separate
contracts to allow phasing. Consider long lead-time items, trade jurisdictions and local
practices. Prepare a bidding schedule and address interface problems among contractors,
Owner-provided Material - Identify critical materials and equipment With long delivery
times. Evaluate feasibility for direct purchase of these items and late~ assignment to a
contractor. Consider storage and liability issues.
Construction Contract- Review the construction contract's general Conditions. Include
provisions requiring contractors to provide information to monitor on-site and off-site
activities related to quality, cost and schedule. If apprepdate, recommend assignment of
responsibilities for temporary facilities and common services among multiple contractors.
Establish procedures for the submittal of materials, samples and shop drawings.
Bidder's Schedule - Develop a construction milestone schedule to issue with the bid
documents to advise bidders of schedule requirements.
Bidder's Interest - Promote interest among contractors. Where appropriate, investigate
and pro-qualify contractors and manufacturers.
Procurement Phase
During the procurement phase the construction contractors are selecied and contracts are
executed. ~
Pre-bid Meetings - Conduct pre-bid conferences and assist the A/E With questions from
bidders·
· i
Addenda - Review addenda prepared by the A/E and issue to b~dderS in a timely manner.
Bid Opening - Receive and evaluate bids. Make recommendations for award of contracts.
Pre-award Conferences - Conduct pro-award conferences with the duccessful bidder to
ensure the scope of work and schedule requirements are understoodJ Review capabilities
of proposed subcontractors and any proposed substitutions.
Compliance - Ensure compliance with all State and City bid requirements.
Construction Phase
The construction phase is a dynamic process where the design is executed and changes
must be managed and controlled·
Pre-construction Meeting - Conduct pre-construction meetings to discuss mobilization
issues and review plans for temporary facilities, offices, storage, access and security.
Introduce the project team and review levels of authority and procedures and provide
overall coordination for the team.
Partnering - Organize partnering sessions with the contractors, architects/engineers and
the Owner. Establish mutual project goals, develop issue resolution procedures and
identify risk areas to be managed. I
Construction Schedule - Review the contractors' construction schedules, check off-site
and on-site activities. Update the master schedule.
Construction Progress - Monitor work progress and identify delays that could jeopardize
milestone dates. When necessary, develop recovery plans with the re§ponsible contractor.
On-site Presence - Establish an on-site organization to coordinate activity, monitor
progress, inspect the work, resolve issues and administer construction contracts. Consult
8
with the A/E on requests for information from the contractors or for interpretation of the
contract documents. Recommend courses of action if the construction contract
requirements are not fulfilled.
Construction Coordination - If more than one prime contractor is involved with the
project, develop a work plan to coordinate their activities. Work with Parties that will be
affected by construction to develop procedures and schedules that will minimize disruption
of normal activities.
Problem Resolution - Monitor actual progress against the plan. If problems develop, lead
team efforts to resolve issue. When appropriate, be tough and demahd performance.
Construction Quality- Review proposed procedures and equipment!with contractors prior
to construction. Observe work in progress, document defects and direct the contractor to
make corrections. Coordinate inspections by inspection agencies and A/E.
Construction Inspector Services - Provide a quality control/quality assurance (QC/QA)
plan that includes inspections to assure that the work meets quality standards. The
QC/QA plan should, at a minimum, include the following:
· Full-time on-site representation by an experienced architect or engineering
professional with a background in construction. This person !will be referred to as
the construction inspector. This person will serve as an or~-site inspector for all
phases of construction for the public improvements on the p¢ninsula including the
conference and education center. This inspector should De an individual with
experience in construction projects involving conference centers, parking structures
and public improvements. In addition, this person should have extensive
knowledge in structural/geotechnical engineering and working with the Corps of
Engineers. The construCtion inspector shall review and monitor all aspects of the
project and address any concerns regarding construction adjacent to the floodwall.
On-site support staff to assist the construction inspector in all aspects of work. This
includes preparation of correspondence, managing the various logs, copying, filing,
arranging meetings and other responsibilities specific to this Project.
· Review of the work of the contractor(s) to determine if the construction is occurring
in accordance with the construction documents. The inspector will not be
responsible for inspecting the means and methods of construction by the
contractor.
· Coordination daily with the contractor(s) and serve as the facilitator between the
design team, the construction team and the City of Dubuque.
· Maintain a daily log of construction activities and will forward these reports to the
City, the design team and the contractor on a regular basis.
· Construction administration including:l) review of construction submittals; 2)
coordination of construction submittals; 3) addressing codtractor questions; 4)
attendance at monthly job progress meetings on site with con§truction managers of
adjacent projects to review the progress of the work, address questions, coordinate
with the Architect and review contractor pay application; and 5) attendance at
weekly job progress meetings with the owner.
Testing Agencies - Coordinate the work of independent testing labs! Obtain
recommendations from the A/E regarding test results.
Job Meetings - Conduct regular job-site meetings to review progress and resolve issues.
Include contractors, appropriate subs and consultants. Prepare and distr bute minutes that
record and track issues and decisions. ~
Contract Administration -Administer the construction contracts.
Progress Payments - Review the contractors' schedules of values ahd use them along
with observations of progress to evaluate payment applications. ,
Changes - Minimize changes. Where appropriate, recommend changes that respond to
field conditions or to improve quality or save time or money, i
Change Orders - Develop a system for preparing, reviewing and processing change
orders. Estimate the cost of pending changes and examine alternate !so ut ons to reduce
costs. Evaluate change orders requested by the contractors for validiiy, negotiate
equitable prices and makes recommendations to the City. ~
Claims - Resolve claims as quickly and economically as possible. Ddcument and maintain
records of all relevant matters related to potential claims. ~
Shop Drawings - Track submittals to ensure expeditious approval of shop drawings.
Maintain logs and a record set of documents.
Substitutions - Analyze proposed deviations from the specifications.; Consult with A/E
and make recommendations regarding acceptance.
Management Information System - Establish and maintain an automated system for
processing, recording and reporting project information.
Project Records - Maintain current files of correspondence, logs, meeting minutes,
contracts, drawings, specifications, shop drawings and samples.
Project Accounting - Maintain the project accounting system to track costs of contracts,
approved and anticipated changes, payment applications and payments, include direct
purchased material and equipment, i
Progress Reports - Prepare periodic Project Status Reports that describe the status of
construction, progress during the previous pedod with photos, major Up-coming activities,
problems and outstanding decisions. Include cost and schedule status.
Field Reports - Record weather, general activities and special occurrences in daily job-
site reports.
Photographic Records - Arrange for regular periodic photographs oK the work in
progress. Photograph or video problems and special conditions.
Occupancy Phase
The occupancy phase is the time to wind up the physical and administrative aspects of the
construction and begin to use the project.
Close-out Schedule - Prepare a detailed schedule of punch list inspections, equipment
testing, start-up and occupancy.
Commissioning - Coordinate the commissioning and testing of mechanical, plumbing,
electrical and special building systems and the training of the owner's building staff.
Operating Manuals and Warranties - Assemble manuals, guarantees and warranties for
mechanical, plumbing, electrical and special equipment. Also obtain as-built drawings.
Acceptance Inspections - Coordinate inspections and prepare a consolidated punch list
for each contractor. Establish the dates for substantial and final completion.
Contract Close-out - Monitor the completion of punch list items and finalize all
outstanding contract issues including change orders and time extensions. Coordinate
payment of retainage.
Move Management - Schedule installation of furnishings and equipment and support the
relocation of personnel.
Warranty Work - Ensure contractors perform warranty obligations in a timely manner.
Post-occupancy Evaluation - During the warranty period, perform a critical review of the
project, including interviews with users and operations and maintenance staff to evaluate
the effectiveness of design and construction.
VI. SUBMISSION REQUIREMENTS
Fees and Compensation
· Please provide a budget for the scope of services listed. Include a detailed list of
hourly billing rates for additional services required outside the scope of services.
Provide a proposed cost plus expenses budget for completion of the scope of services
with cost breakdowns by scope element. Quotation of fees and compensation shall
remain firm for a period of at least 90 days from the proposal submission deadline.
Please provide one (1) copy of the proposed budget under separate cover and
11
labeled accordingly. Initial screening will be by the selection committee without the
benefit of knowing the proposed fee for services.
Payment and performance bonds
Provide evidence in the way of a confirmation letter from a surety company of the firm's
ability to obtain performance and payment bonds for the project. List all subcontractor
types from which you will require a bond.
Insurance
Submit proof of insurance coverage of each of the following (minimum required policy
limits in parentheses):
a). Workers compensation insurance (statutory limit).
b). General liability, employer's liability and automobile liabilityI See Attachment C
for limits.
Form of Agreement
It is the intent of the City of Dubuque to use AIA document A121/CMC as the basis for the
Owner/Project Manager Agreement.
An unbound original plus twelve copies must be received in the Cit;¢ Clerk's Office of the
City of Dubuque 50 West 13th Street, Dubuque, Iowa 52001 by 4:30 p.m. CST Tuesday,
September 18, 2001.
Each firm assumes full responsibility for delivery and deposit of the completed proposal
package on or before the deadline. The City of Dubuque is not responsible for any loss or
delay with respect to delivery of the proposals. ~
All proposals become the property of the City of Dubuque and will not be returned.
The City of Dubuque reserves the right to reject any and all proposals or portions of
proposals and to negotiate changes with any firm.
The City of Dubuque is not liable for any cost incurred by any firm prier to the execution of
an agreement or contract, nor shall the City of Dubuque be liable for any costs incurred by
the firm that are not specified in any contract.
The City of Dubuque is an Equal Employment Opportunity Employer.
VII. EVALUATION CRITERIA
Proposals will be screened to ensure that they meet the minimum requirements of the
proposal format. Qualifying proposals will be evaluated by a selection committee. Factors
to be considered by the committee include the following:
· Qualifications and experience of the firm and any subconsultants;
· Qualifications and experience of the principal consulting staff and subconsulting
staff who will work on the project;
12
Understanding of project scope and level of interest;
Approach to completing scope of services including creativity and problem solving;
Responsiveness and compatibility between the firm and the City;
Ability to communicate; and
Proposed cost.
Interview
Firms may be invited to an interview with the selection committee prior to committee
recommendation. The City interview team will consist of members of the 4th Street
Peninsula workgroup identified on Attachment D along with PubliciWorks Director Mike
Koch and City Manager Michael Van Milligen. I
Firms invited to interview must include on their interview team the individual who
will serve as the project manager and the individual who will serve as the
construction inspector (if different from project manager).
Questions regarding this RFP should be directed to Cindy Steinhauser, City of Dubuque
by telephone at 563-589-4116, by fax at 563-589-4149 or by email at
csteinha~cityofdubuque.or,q
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Attachment C
INSURANCE SCHEDULE C
INSURANCE REQUIREMENTS FOR PROFESSIONAL SERVICES
All policies of insurance required hereunder shall be with an insurer authorized to
do business in Iowa. All insurers shall have a rating orA or better in the current
A.M. Best Rating Guide.
All policies of insurance required hereunder shall be endorsed to provide a thirty
(30) day advanced notice to the City of Dubuque of any cancellation of the policy
prior to its expiration date. This endorsement supersedes the standard
cancellation statement on the Cer[ificate of Insurance. ~
shall furnish Certificates of Insurance
to the City of Dubuque, Iowa for the coverage required in Paragraph 7. Such
certificates shall include copies of the endorsements set forth in Paragraphs
2 and 5 to evidence inclusion in the policy, shall
also be required to provide Certificates of Insurance of all Subcontractors,
and all sub-subcontractors who perform work or services pursuant to the
provisions of this contract. Said certificates shall meet the same insurance
requirements as are required of
Each Certificate of Insurance shall be submitted to the contracting
department of the City of Dubuque, Iowa prior to commencement of
work/service. (The contracting department shall submit the certificates to the
Finance Director.) ~
All policies of insurance required in Paragraph 7 shall include the City of
Dubuque, Iowa under the attached Additional Insured Endorsement
(CG2026) and the attached Governmental Immunities Endorsement.
Failure to provide evidence of minimum coverage shall not be deemed a
waiver of these requirements by the City of Dubuque. Failure to obtain or
maintain the insurance required herein shall be considered a material breach
of this agreement.
, subcontractors, and all sub-subcontractors
shall be required to carry the following minimum insurance coverages or
greater if required by law or other legal agreement:
PROFESSIONAL LIABILITY:
$1,000,000
COMMERCIAL GENERAL LIABILITY:
General Aggregate Limit
Products-Completed Operation Aggregate Limit
Personal and Advertising Injury Limit
Each Occurrence Limit
Fire Damage Limit (any one occurrence)
Medical Payments
$2,000,000
$1,000,000
91,000,000
91,000,000
$ 50,000
$ 5,000
Commemial general liability shall be written on an occurrence form, not a claims
made form. Coverage to include premises-operations-products-completed
operations, independent contractors coverage, contractual liability, bread form
property damage, and personal injury.
UMBRELLA OR EXCESS LIABILITY:
* To be determined on a case-by-case basis by Finance Director.
FOIJCY NUMBER: COMMERCIAL GENERAL LIABIUTY
THISENDORSEMENT CHANGES THE POLICY. FLEa, SE READ IT CAREFULLY.
ADDITIONAL INSURED - DESIGNATED PERSON OR
ORGANIZATION
This endorsement modifies insurance provided under the following:
COMMERCIAL GENERAL LIABILITY COVERAGE FART.
SCHEDULE
Name of Person er Organization:
T~e Cl~7 of Dubuque. i=cludi=~ all its elec~e~ an~ a~oi=Ce~ o~ficiala,
all. its em~loTeee an4 vot,,~:eers, all ica boards, cc-.~{ssio~s and/or
authorities and their 5oard memSars, employees, and volunteers,.
:!
(If no ent~ appears above, information required to coml3tete this endorsement will be shown in the
Declarations as applicable to this endorsement.)
WHO IS AN INSURED (Section Il) Js amended to include as an insured the person or organization shown
in the Schedule as an insured but only with respect to liability arising out o~ your operations or premises
owned by or rented to you.
CITY OF DUBUQUE, IOWA
GOVERNMENTAL IMMUNITIES ENDORSEMENT
Nonwaivc. r of Govemm~.ntal Immunity.. The insurance carrier expressly agrees and
states that the purchase of this policy and the including of the City Of Dubuque, Iowa
as an Additional Insured does not waive any of the defenses of governmental
immunity available to the City of Dubuque, Iowa under Code of Iowa Section 670.4
as it is now exists and as it may be amended form time to time.
Claims Coverage. The insurance carrier further agrees that this po!icy of insurance
shall cover only those claims not subject to the defense of governmental immunity
under the Code of Iowa Section 670.4 as it now exists and as it may be amended
from time to time. Those claims not subject to Code of Iowa Sectioh 670.4 shall be
covered by the terms and conditions of this insurance policy.~
Assertion of Government Imm~mity. The City of Dubuque, Iowa shall be responsible
for asserting any defense of governmental immunity, and may do s~o at any time and
shall do so upon the timely written request of the insurance carrier.
Non-Denial of Coverage. The insurance carrier shall not deny coverage under this
policy and the insurance carder shall not deny any of the rights and benefits
accruing to the City of Dubuque, Iowa under this policy for reasons of governmental
immunity unless and until a court of competent jurisdiction has ruled in favor of the
defense(s) of governmental immunity asserted by the City of Dubuque, Iowa.
No Other Change- in Policy. The above preservation of governmental immunities shall
not otherwise change or alter the coverage available under the policy.
BUILDER'S RISK INSURANCE ADMINISTRATIVE POLICY
9.
10.
New building projects will have Builder's Risk insurance acquired by the City, not
the contractor. Coverage for property in transit and/or stored off-site will be part
of coverage.
Additions to existing buildings will be reviewed on a case-by-case basis by the
Finance Director to determine if property coverage should be increased or a
Builder's Risk policy acquired.
Renovations to existing buildings will be reviewed on a case-by-case basis by
the Finance Director to determine if property coverage will be increased or a
Builder's Risk policy acquired.
Department/Division managers shall notify the Finance Director in advance of
project or RFP of all building projects to evaluate the need for Builder's Risk
insurance in accordance with this policy.
Finance Department will be responsible for the Builder's Risk policy amount
(Completed Insurable Value) and deductible limit for individual projects; bids with
a number of coverage and deductible options may be obtained.
Cost of Builder's Risk insurance coverage will be part of the total project cost.
Contractor shall be named as an additional insured on the policy.
Builder's Risk insurance may not be required for road, sewer or water projects.
Performance/Payment bonds may be required for projects.
Department/Division Manager shall notify Finance Director when a project is
completed and ready for occupancy.
Attachment D
Name
Jim Rix
Dave Hackenberry
Rick Dickinson
Sue Czeshinksi
Jerry Enzler
Pauline Joyce
Laura Carstens
Pam Myhre
Rich Russell
Bob Schiesl
Cindy Steinhauser
Companv/Or~anization
Platinum Hospitality
Platinum Hospitality
Greater Dubuque Development Corporation
Chamber of Commerce Convention and Visitor Bureau
Dubuque County Historical Society
Administrative Services Manager, City of Dubuque
Planning Services Manager, City of Dubuqub
Acting Economic Development Director, City of Dubuque
Building Services Manager, City of Dubuque
Civil Engineer, City of Dubuque
Assistant City Manager, City of Dubuque
Z
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