Loading...
Resolution 493MAE /al 4/2/81 RESOLUTION NO. 493 A RESOLUTION OF THE CITY COUNCIL OF THE CITY OF EDMONDS, WASHINGTON, ADOPTING A PROCEDURE FOR THE SELECTION OF CONSUL TANT&.'PROVIDING PROFESSIONAL SERVICES TO THE CITY. WHEREAS, the City is often in need of professional consultation services regarding identifiable capital improve- ment projects, and WHEREAS, it is in the best interest of the City of Edmonds to establish a fair, reasonable and orderly procedure for selecting consultants of demonstrated competence and sufficient qualification at fair and reasonable prices, now, therefore, THE CITY COUNCIL OF THE CITY OF EDMONDS, WASHINGTON, HEREBY RESOLVES AS FOLLOWS: Section 1. That it is the intention of the City Council of the City of Edmonds, Washington, to adopt by reference, as if set forth in full herein, the professional consultation services selection procedure described in Exhibit "A" and attached hereto. Section 2. Pursuant to the procedure referred to in Section 1, it is the further intention of this City Coun- cil to establish a five member professional services selec- tion committee composed of the Mayor, two members of the City staff and two members of this City Council. RESOLVED this 7 day of April, 1981. APPROVED: MAYOR, H . 'H . HARRISON ATTEST /AUTHENTICATED: 7 CITY CLERK, I!M�k VARNEY MORAN FILED WITH THE CITY CLERK: April 2, 1981 EXHIBIT "A" POLICY The City shall publicly announce all requirements for pro- fessional consultation services, and negotiate contracts for them on the basis of demonstrated competence and qualifica- tions for the type of professional services required at fair, reasonable prices. This policyshal•1 be implemented through the following steps: Step I After Council authorization, invite letters of interest from consultants to include their specific expertise applicable to the project (i.e., archi- tect with heavy community center rehabilitation ex- perience or traffic engineer on traffic studies, management consultants on motivation of people, etc.) Step II The letters of interest are screened by a five mem- ber committee composed of the Mayor, two members of the City staff and two members of the City Council. Step III Request proposals from the finalists, usually three to five. All applicants disqualified should be notified at this time. Step IV Interview, discuss concepts and alternate methods, visit .A & E offices, receive proposals,.evaluate finalists on criteria including experience, capa- bility, reputation, familiarity, quality of work, budget control, workload, professional background and intuitive opinion. Step V Prepare a consultant recommendation based on evalua- tion of criteria. Step VI Council selects consultant and authorizes Mayor to negotiate contract. Step VII When negotiations have been finalized, request Council approval of contract. Negotiations shall conform to the following format: Negotiate a contract with the highest qualified firm at compen- sation determined fair and reasonable to the City. Estimated value of services to be rendered and their scope, complexity and professional nature, shall be'considered. If a satisfactory Page One -- Exhibit "A" contract with the most qualified firm cannot be negotiated at a fair and reasonable price, negotiations with that firm shall be formally terminated and shall be initiated with the second most qualified firm. Then the third, and so on. Should a satisfactory contract not result from negotiations with any selected firm, additional firms shall be selected in order or compentence and qualifications, and negotiations shall be conducted in accordance with this policy until an agreement is reached. This system has the following advantages: a. It is an open and published policy. b. It requires public announcement of needed services. C. It allows negotiations of fee after selection. d. It agrees with the Model Procurement Code published by the American Bar Association in 1976. This procedure covers identifiable capital improvement pro- jects.* However, there are many instances of projects where professional services may be required for several reasons: a. Workload exceeds manpower available. b. Particular expertise not available in -house (licensed surveyor). C. Particular methodology not available (computer program) . The examples are indicative of situations where the full - blown selection procedure-is unwarranted and indeed may cost more than the services being requested. The program manager should have the discretion to select con- sultants to perform specified services. Projects shall not be unduly broken down or segregated to avoid the intent of the policy. The consultants will be pre - qualified. That is, their particular areas of expertise will be noted and selec- tions made accordingly. The program manager has the discre- tion to assign work to an obviously well- qualified profession- al who possesses particular background or expertise to perform the work. * Whose total estimated cost, when the project is considered in all its phases and integral parts, is more than ten thousand dollars ($10,000.00) Page Two -- Exhibit "A"