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Contract 2021-084A#2021-084-A CONTINUING PROFESSIONAL CONSULTING SERVICES AGREEMENT TASK ORDER CITY OF CLERMONT SOLID WASTE MASTER PLAN SCOPE OF SERVICES THIS AGREEMENT, made pursuant to the exisiting Professional Consulting Agreement, is entered into this 26th Day of October, 2021 by and between the City of Clermont, Florida, hereinafter called "CITY", and Wright -Pierce, Inc., hereinafter called "CONSULTANT". Pursuant to this AGREEMENT, the CITY has requested the CONSULTANT to provide certain professional services in support of a Solid Waste Master Plan (Project). The following describes the scope of the project effective upon execution by both parties: A. PROJECT BACKGROUND AND DESCRIPTION The City of Clermont (City) administers a solid waste collection program (Program), which includes residential curbside MSW and recycling pick-up, as well as periodic collection of yard waste and bulk waste. Waste is hauled directly via collection vehicles to a private transfer station or direct - hauled to Heart of Florida Landfill when the transfer station is unavailable. The existing Program has a high degree of customer satisfaction and has been a revenue -positive enterprise fund. The Program has several potential opportunities for growth that can be explored through an assessment of a commercial collection, an analysis of alternative waste disposal options, a review of Program finances, and a review of the City's solid waste ordinances and codes. The residential collection program includes several commercial customers, which may be more efficiently served by a dedicated commercial collection program. The City would potentially benefit by conducting a comparative analysis of cost -benefit analysis of a City -operated commercial collection program or a franchise commercial hauling system with opportunities for more cost-efficient services to the City's commercial customers. Some dense commercial areas of the City have posed specific commercial collection challenges, which may represent opportunities for innovative waste management solutions. The addition of community dumpsters or pursuing grants for organics collection in dense commercial areas may offer opportunities to improve the value offered to the community by these areas. The City is currently served by a private transfer station, which is near its disposal capacity. Waste generation for the City and surrounding communities may exceed the facility's disposal capacity in the near future due to rapid growth in the area. It may be beneficial for the City to consider operating a transfer station to meet its own demand. This transfer station may also represent an opportunity to serve the greater community and provide additional revenue for the City by managing waste from the surrounding community. The City has a recycling collection program with positive revenue generation for recyclables. However, the contract for these rates will expire in the next few years and may represent a significant shift in recycling economics. Changes to the recycling program, and additional diversion options, may be necessary to continue offering economical and practically useful recycling options. Additional diversion options may further reduce the cost of waste management for the community. The collection program rates have been calculated based on inflation adjustments for several years. A detailed rate study has not been performed recently. A rate study represents opportunities to balance revenue and expenditures for different aspects of the Program and improve the link between customer's rates and respective utilization of the Program's resources. The City will also need an analysis of the impact of other changes to the Program under consideration to the Program revenue and expenditures and the associated impact on the projected Program rates. To continue providing excellent customer service and positive revenue for the City, Staff has expressed interest in pursuing a Solid Waste Master Plan (Master Plan) which can address the opportunities for growth discussed above. Wright -Pierce and its subconsultant, Innovative Technical Solutions (ITS) (the Project Team) propose the following Scope of Work to work with the City and produce this Master Plan. B. SCOPE OF SERVICES Upon authorization to proceed from the CITY, the CONSULTANT shall provide the following identified services. TASK 100 — PROJECT MANAGEMENT Task 101— Proiect Management The CONSULTANT will perform project management activities associated with the Project. These activities include planning and scheduling; managing staff, budgets and schedules; developing monthly status reports and invoices and communicating with the CITY. In addition, the CONSULTANT will set up a SharePoint FTP site for this Project to facilitate exchange of information. Task 102 — Proiect Meetincs The CONSULTANT shall prepare for and attend the following meetings with the CITY: • Kick -Off Meeting: The Project Team anticipates an initial meeting to discuss project objectives, planning requirements, criteria, schedule, project coordination, Project outline, and data needs. • Data Review Meeting: The Project Team anticipates a follow-up meeting to review additional data - needs and finalize data -set used for waste generation and financial projections. • Commercial Collection Site Visit: The Project Team anticipates one site -visit to the City to tour areas of opportunity to improve commercial collection. • Draft Master Plan Review Meeting: The Project Team anticipates up to 3 meetings to discuss Master Plan chapter drafts and the final Master Plan draft. • Council Presentation: The Project Team anticipates a presentation to the City Council which includes conclusions and recommendations based on the final Master Plan. The CONSULTANT shall prepare an agenda and prepare a meeting summary for distribution to the attendees after each meeting. Task 103 — Data Collection and Evaluation The Project team will meet with City staff to review data needs and Master Plan objectives. The Project Team anticipates one to three meetings with City staff to discuss data use and necessary assumptions to ensure that analysis and projections included in the report are based on the most complete and accurate set of data available. 2 of 7 TASK 200 — Waste Collection Rates and Projections The Project Team will review the past five years of waste generation and population data and future population projections and annexation data to create a projection of future waste generation for the next ten years. Low, middle, and high population projections developed by the Bureau of Economic and Business Research (BEBR), and the historical waste generation values will be used for estimating the future waste generation rates. These waste projections will provide the baseline that can be used to project future revenues and expenditures. These waste projections will be provided as a section of the proposed Master Plan. TASK 300 — Financial Review and Projections The Project Team will review the past five years of financial data for the Program, including budgets, expenditures, and revenues. The Project Team will summarize the current financial data, such as the net revenues of the Program. Using historical data and projected waste generation growth rates, future revenue and expenditures will be projected. The Project Team will review expected capital projects, including vehicle purchases and infrastructure investments, and incorporate these expenditures into the projections. The current data will be used as the baseline for identifying the cost -reduction and program improvement areas. TASK 400 — Waste Disposal Options Review The Project Team will review the existing waste disposal options, including all facilities, which accept MSW, within 50 miles of the City of Clermont. The Project Team will provide an estimate of disposal costs for these facilities, including tipping fees and impact on waste transportation costs. Transfer stations are often more economical than direct -haul beyond certain transportation distances. This task is expected to include a conceptual estimate of the cost of constructing and operating a transfer station as an option to assess whether it is more economical. The assessment of transfer station operations will also include a wasteshed analysis that would estimate the amount of waste within direct -haul distance to a proposed transfer station location identified by the City. Transportation cost estimates for communities within direct - haul distance would also be included if identified, and a break-even tipping fee for each community will be calculated as an estimate of maximum cost -competitive rates compared to current disposal options utilized by these communities. TASK 500 — Review of Commercial Collection Program The Project Team will review the current commercial collection scheme, including commercial entities using residential bins, as well as estimated numbers of dumpsters present in the City. The Project Team will estimate the cost and projected revenues from adding front -loader collection vehicles to the collection fleet to facilitate City -operated commercial collection. The Project Team will also visit areas of the City identified as posing commercial collection challenges and review options for improving collection, including alternatives employed by other communities. Commercial waste from restaurants often represents a particular set of challenges, and the US EPA is offering grants for innovative food -waste management options. The Project Team will provide a review of open grant opportunities for food waste collection or management, which may be compatible with the Program. 3 of 7 TASK 600 — Waste Diversion Analysis The Project Team will review the City's waste generation, and any available waste composition data to identify opportunities to increase waste diversion. Increased waste diversion may represent an opportunity to reduce disposal costs and more appropriately distribute costs of solid waste management throughout the community. Options explored may include the implementation of a pay -as -you -throw program where residents and/or commercial entities pay a rate scaled to their overall waste generation. This has been shown in some communities to lower waste generation and increase material diversion. Conceptual cost estimates will also be included for other diversion concepts such as the operation of a materials recovery facility by the City. These may include yard waste processing, C&D recovery facilities, source separated organics processing, source separated recyclables recovery, and mixed waste processing. Other options may include increased community outreach to increase the diversion of specific materials or reduce contamination in the recycling stream. If grants are identified for targeted commercial organics diversion, the impact of that Program on the waste stream will also be projected. TASK 700 — Solid Waste Program Rate Study The Project Team will construct a financial model of the Program's revenue and expenditures. This model will then be used to project the Program rates over the next ten years for the Program's revenue to meet its expenditures and capital needs. This model will also be used to project the impact of changes to the Program proposed as part of Tasks 400-600 of this project. A spreadsheet model will be provided to the City with options that can be adjusted to show the impacts of the proposed Program changes on revenue and the residential and commercial rates which would be required as a result of these changes. TASK 800 — Review of City Solid Waste Code and Ordinances The Project Team will review the existing City Code identified by City Staff as relevant to the Program and attempt to identify areas that may benefit from updates or revisions to improve or better reflect Program operations. The Project Team may identify codes or ordinances which would require revision in order to implement changes identified as necessary elsewhere in the master planning process. The Project Team will provide general suggestions for changes to ordinances and codes. Ordinance language will not be provided. TASK 900 — Master Plan Report The Project Team will compile a Solid Waste Master Plan which suggests an approach to solid waste management that addresses the opportunities for growth discussed above and provides an outline for operational and financial changes which can help the Program continue to provide excellent customer service to the community while operating as a revenue generating enterprise fund. This Master Plan will identify a set of projected rates which would meet cover projected expenditures based on the proposed changes to the Program. 4of7 C. DELIVERABLES The CONSULTANT shall prepare and submit to the CITY, including electronic format when applicable, the following deliverables: TASK ACTIVITY DELIVERABLE 101 Project Management • Monthly invoices and status updates 102 Meetings • Meeting agenda and summary 103 Data Collection and Evaluation • Data request list 200 Waste Collection Rates and Projections • Draft solid waste projections section (PDF) 300 Financial Review and Projections • Draft financial projections section (PDF) 400 Waste Disposal Options Review • Draft waste disposal options section (PDF) 500 Review of Commercial Collection • Draft commercial collection program review Program section (PDF) 600 Waste Diversion Analysis • Draft waste diversion analysis section (PDF) a Spreadsheet model 700 Solid Waste Program Rate Study • Draft solid waste program rate study section (PDF) 800 Review of Solid Waste Code and • Draft solids waste code and ordinances Ordinances review section (PDF) 900 Master Plan Report • Draft Master Plan Report (pdf) . Final Master Plan Report (pdf) D. SCHEDULE The Project will begin immediately after the CONSULTANT receives a written Notice -to -Proceed (NTP) and an executed copy of this AGREEMENT. The CONSULTANT will coordinate with the CITY on the overall schedule. It is anticipated that the CONSULTANT will complete the Project within 240 calendar days, subject to an Event of Force Majeure, allowance, or unless otherwise approved by the CITY, in writing, in its sole and absolute discretion. 5 of 7 E. COMPENSATION This AGREEMENT establishes a not -to -exceed, lump sum cost of $166,550 for the tasks to be completed under this AGREEMENT. Compensation for the services performed under this AGREEMENT shall be on percent complete basis as outlined in the table below. TABLE - FEE ESTIMATE SUMMARY 100 Project Kick -Off and Data Collection 200 Waste Collection Rates and Projections 300 Financial Review and Projections 400 Waste Disposal Options Review 500 Review of Commercial Collection Program 600 Waste Diversion Analysis 700 Solid Waste Program Rate Study _ 800 Review of Solid Waste Code and Ordinances 900 Master Plan Report F. CITY'S RESPONSIBILITIES $ 14,200 $ 7,000 $ 19,300 $ 28,350 $ 9,800 Total Fee Estimate $ 23,100 $ 24,350 $ 6,300 $ 34,150 $166,550 The CITY will provide the following information to the CONSULTANT and/or perform the following services related to the Project: • Provide requested data within 2 weeks of each request. • Review and provide a consolidated list of review comments for each submittal (one review per submittal). • Utilize a maximum review time of two weeks per submittal. • Provide access to any facilities as needed for visits and evaluations. G. SERVICES NOT INCLUDED The following services are not included in the Scope of Services for the Project: • No legal services are provided. 6 of 7 H. ASSUMPTIONS The Scope of Services and Compensation arrangement outlined in this AGREEMENT are based on the following assumptions: The CITY will provide a single review of each submittal within two weeks and provide a consolidated matrix of comments. Due to COVID-19 all meetings, except for the Council Presentation are assumed to be some sort of virtual meeting (Zoom, Skype, Teams). The estimates above assume the City can provide the following historical data for FY 2021- FY 2017, and future data for FY 2022 through FY 2031. o All expenditures for the solid waste program, detailed by category including City -internal transfers. o A record of all revenue received by the solid waste program including solid waste collection fees. o Monthly waste tonnages for MSW, yard waste, bulk -waste C&D, and recyclables o Current number of residential customers o Solid waste fleet include vehicle type and age. o Total populations expected to be annexed each year over the next 10 years. o Current planned and anticipated Program capital expenditures over the next 10 years. This Agreement to be effective as of the date a PURCHASE ORDER is issued for this TASK ORDER. WRIGHT-PIERCE, INC. Signature:act Ste en C. Hal owell, Vice President Date: �`�3 r �Jq a t 7of7 IN WITNESS WHEREOF, the parties hereto have executed this Agreement on this 26 day of October., 2021. CITY OF CLERMONT Tim Murry, May ATTEST: Tracy Ackroyd Howe, City Clerk