100’ Tractor Drawn Aerial – October 2022 PAGE 21
AIR HORN
A momentary switch shall be provided for controlling the vehicle's air horn at the turntable control console. The button shall be in the smart screen.
ROPE TIE DOWN AT GOOSENECK
There shall be four (4) rope tie down points installed on the tiller gooseneck. Two (2) shall be installed on each side one in the forward and one in rearward position. The tie downs will be rated for straight line pull of 9,000 lbs. and will be galvanized.
OUTRIGGER COMPONENTS
The aerial device outriggers and stabilizers shall be designed to function with the standard hydraulic components. Each outrigger shall have a pad that pivots left-to-right and front-to-rear.
Extension Beams
The extension beams shall entirely enclose the extension cylinders to prevent damage to the rods and hoses. Each outrigger shall be controlled with an independent controller which can extend and lower the outrigger at the same time or raise and retract the outrigger at the same time.
A double box design shall enclose the jack cylinders completely to protect the rods from damage that could result from exterior circumstances.
Jack Cylinders
The jack cylinders shall have pilot operated check valves for both the raised and lowered positions. Each jack tube shall be drilled for mechanical pin locks for a safety backup.
The outrigger jack cylinders shall be mounted so they can be removed from the top of the outrigger jack tube. Jack cylinders that are removed from the bottom of the outrigger jack tube will not be accepted.
Outrigger Deployment Alarm and Warning System
The outrigger deployment alarm, of not less than 87 DBA, shall sound at all times while the outrigger master switch is in the on position and stops sounding only when the outrigger switch is turned off. The audible alarm shall warn personnel that outrigger movement is possible at any time the switch is on.
Safety Features
The outrigger system provides the following safety features:
4. A cradle interlock system shall be provided, to prevent the lifting of the aerial from the nested position until the operator has positions all the stabilizers in a load supporting configuration.
2. Amber indicator light at the outrigger control station shall indicate circuit completion to show that the unit is ready for aerial operation.
100’ Tractor Drawn Aerial – October 2022 PAGE 22
3. Red warning lights at the outrigger and aerial operator's control consoles shall warn the operator that one (1) or more outriggers has been short set. In the event the vehicle has been set up with one or more of the outriggers short set, any rotation of the turntable by 10 degrees to the short set side shall activate the aerial short jacking system.
Lighting
A Whelen V-Series, model 5V3R, shall be mounted to the inside of the vertical outrigger jack beam. The warning light shall consist of 12 red Super-LED's installed on a V-light PC board with a TIR V-light reflector. The flashing lights shall alert personnel on either side of the outrigger of its location. The V-light PC board shall have four white Super-LED's installed below that work independently as the ground illumination light. The lights shall activate with the ladder power switch.
Outrigger and Stabilizer Specifications
The specified outriggers and torque box system shall provide a 1-1/2 to 1 stability safety factor when the aerial is in any operating position.
The stability requirements shall be met by the apparatus on which the aerial device is mounted when that apparatus is in a service-ready condition but with all normally removable items such as water, hose, ground ladders, and loose equipment removed.
The aerial device shall be capable of sustaining a static load 1-1/3 times its rated capacity in every position in which the aerial device can be placed when the apparatus is on a slope of 5 degrees downward in the direction most likely to cause overturning.
All outriggers and stabilizers that protrude beyond the body of the apparatus shall be striped or painted with reflective material so as to indicate a hazard or obstruction. Each outrigger or stabilizer shall also be provided with one or more red warning light(s) located either on the stabilizer or in the body panel visible on the side of the apparatus where the stabilizer is located.
OUTRIGGERS
Two (2) front out and down outriggers shall be provided on the apparatus.
The outrigger assemblies shall consist of the following components:
4. A 2" inside diameter cylinder with a 1.125" outside diameter rod shall extend and retract the outrigger 48".
5. A 5" inside diameter cylinder with a 3" outside diameter rod shall raise and lower each jack tube a distance of 22".
The internal and external jack tubes shall be designed in a way to prevent binding or excessive movement within the assembly.
The total width from the center of pivot pin to center of pivot pin when the outriggers are fully extended shall be 15' 6". Each outrigger shoe shall have a minimum contact surface of 370 square inches and shall be fabricated from a minimum 80,000 psi yield strength 1/2” steel plate.
Surface gussets shall be provided to prevent folding in soft material.
100’ Tractor Drawn Aerial – October 2022 PAGE 23
OUTRIGGER CONTROL PANEL
The outrigger control panel shall have a switch to energize the hydraulic system for outrigger functions. The switch shall increase the engine speed to 1,200 RPM when in the "ON" position.
In the "OFF" position, the engine speed shall return to normal idle speed and the hydraulic system shall be de-energized.
Control Panel
The control panel shall include the following:
6. Manual override system to override the outrigger-aerial interlock system
7. One (1) switch to start and stop all aerial and outrigger operations.
8. One (1) switch for the emergency power unit.
9. Amber indicating lights shall signal when the outriggers are extended or supporting sufficient load.
10. A pulsing beeper shall be activated when the outrigger system is in use.
11. One (1) red flashing light shall be provided to indicate if outriggers have been short set.
12. One (1) aerial hour meter connected to the PTO shall be installed at the outrigger control station.
13. One (1) hydraulic pressure filter indicator light.
AMBER INDICATING LIGHTS
If an outrigger is extended and not lowered an amber indicator light shall flash rapidly, indicating the jack cylinder is not supporting any load. If the outrigger is fully extended and the jack cylinder is supporting sufficient load the amber indicator light shall be solidly lit. If an outrigger is short-jacked the amber indicator light shall flash slowly.
All Smart Aerials can operate all functions over a short-jacked outrigger. If the aerial were to become overloaded or unsafe the ladder would slow to a smooth stop and the right disable, left disable or down disable light shall illuminate indicating the direction the operator is no longer able to rotate. The aerial can operate away from the unsafe position with one operator.
OUTRIGGER PLATES
An auxiliary outrigger plate shall be provided and permanently attached to each outrigger. Pin to be installed on the vertical outrigger tube (if there is enough room) with cable.
OUTRIGGER STOWED INDICATOR LIGHT
An outrigger stowed indicator light will be provided in the cab. The light shall indicate if one or more outriggers is not fully retracted and fully raised. The light will be connected to the door ajar light in the cab.
100’ Tractor Drawn Aerial – October 2022 PAGE 24
PERFORMANCE CAPABILITIES
The following are aerial ladder and water capabilities for the operation of this unit in the unsupported configuration with the truck level, the outriggers fully extended and lowered to relieve the chassis weight from the axles. The capabilities are based upon 360-degree continuous rotation and up to full extension.
The following capabilities are based upon continuous 360-degree rotation and up to full extension. The aerial ladder and water system shall be designed to permit the following flows:
1,000 GPM: 90-degrees to the side of the ladder centerline 1,000 GPM: 135-degrees down from a line parallel to the centerline
Elevation Capabilities DRY Capabilities WET
Tip
Load
Evenly
Distributed
Tip
Load
Evenly
Distributed
-10 degrees to 30
degrees
500 lbs 1,000 lbs 500 lbs 750 lbs
30 degrees to 45
degrees
500 lbs 1,500 lbs 500 lbs 750 lbs
45 degrees to 60
degrees
750 lbs 2,000 lbs 500 lbs 1,500 lbs
60 degrees to 75
degrees
1,000 lbs 2,500 lbs 500 lbs 2,000 lbs
The above ratings shall be based on average weight of personnel on the ladder at 250 pounds each. The ladder meets the 2:1 safety factor requirement for material based on the weight of the ladder plus a 500 pound live load at the tip of the aerial, and flowing 1,000 GPM of water at 90 degrees to the side of the aerial at zero degrees elevation.
If a monitor is ordered that can elevate above 0 degrees the tip load shall be reduced to 250 lbs. The manufacturer shall describe the rated capacity of each configuration in both the operations manual and on a plate at the operator's control station.
Operational Capabilities
The bare ladder shall be able to operate in the following scenarios:
• Hoisted from bedded position to 75 degrees inclination in 25 seconds maximum. • Move from the bedded position to the fully hoisted position in 40 seconds maximum. • 360 degrees rotation in 60 seconds, in either direction, at a 30 degrees angle of elevation or higher
• Extend from full retraction to full extension in 30 seconds maximum at any angle of elevation.
• Attaining a fully hoisted and extended position at 90 degrees to the trailer from the bedded position in 80 seconds maximum, at normal operating pressures. • The bare ladder shall be capable of 360 degrees rotation in 60 seconds, in either direction, at a 30 degrees angle of elevation or higher. • The aerial ladder, at 0 degrees inclination and positioned at a 90 degrees angle to trailer, shall be capable of full extension or retraction under normal hydraulic system operating pressure in 45 seconds maximum.
100’ Tractor Drawn Aerial – October 2022 PAGE 25
• The ladder, at a 75 degrees inclination, shall be capable of being fully extended and retracted with a 500 lb. load on the end of the fly section; stopping and starting a minimum of four (4) times without the use of ladder locks and without the ladder creeping downward or drifting at any time.
SWIVEL
There shall be a modular two component swivel provided with the truck to give 360 degrees continuous rotation. It shall be installed through the turntable and torque box. It shall have a separate electrical swivel and hydraulic swivel that when connected shall form one component.
The two individual swivel pieces shall not affection the operations of any other part of the swivel. The hydraulic oil for the aerial shall be directed through a three-port hydraulic swivel with 360 degrees continuous rotation. Individual replacement of each individual portion of the swivel shall be capable.
WIRELESS RADIO REMOTE
There shall be a radio receiver for the aerial, monitor and outriggers controls supplied at the aerial control panel and powered by the chassis 12-volt electrical system. The radio receiver shall have proportional outputs to drive the 12-volt electric proportional aerial and outrigger control hydraulic valves, as well as the on/off output for monitor control.
The radio remote control transmitter/receiver shall be powered by two AA batteries and shall operate approximately 300 feet from the truck, no tether shall be required. The transmitter / receiver shall have a belt strap for comfortable operations. The remote shall control following:
Aerial Controls Monitor Controls Outrigger Controls
Raise & Lower Stream & Shape Extend & Retract
Extend & Retract Up & Down Raise & Lower
Left & Right Rotation Left & Right Rotation
The following items shall be included on the remote:
Enable Switch: shall allow the remote to talk to the transmitter located at the main control station. Hitting the momentary enable switch shall allow the operator to begin operations of any function on the remote. If the operator does not choose a function after engaging the enable switch the remote will cease communication with the transmitter after 5 seconds. This switch serves as a dead man switch to the controls on the remote.
Full / Half Speed Switch: there shall be a turtle and rabbit indicator on the remote to allow the operator to run the aerial operations at full (rabbit) or half (turtle) speed.
Air Horn Switch: shall allow the operator to engage the air horn on the truck (if there is one).
Emergency Stop Button: if enabled, shall lock out all operations of all controls from every operator station. This serves as a safety back up in case the operator gets the aerial into an unsafe situation. The operator will have to disengage this switch before being able to operate the aerial from any control station.
100’ Tractor Drawn Aerial – October 2022 PAGE 26
Auto Bed Switch: is a momentary switch that when engaged will rotate, retract and lower the aerial into the bedded position while avoiding cab and body collision. Once the aerial is in the 20/20/20 zone (within 20 degrees left or right of the ladder bed, below 20 degrees elevation and 20 percent retraction remaining) the ladder can now be automatically stowed.
LCD Display: shall give the operator continuous readings of the aerial information. This information shall include:
• Aerial rotation: as the aerial is rotated 180 degrees left and right of the ladder bed, positive and negative numbers shall indicate how far right or left the aerial is rotated.
• Aerial height: as the aerial extends and elevates the distance from of the top of the handrail to the ground shall be indicated on the screen.
• Aerial reach: as the aerial extends the reach shall be indicated on the screen from the tip of the aerial to the center of the turntable.
• Aerial elevation: as the aerial is elevated the elevation angle is indicated.
• Aerial extension remaining: as the aerial extends the amount of feet remaining to extend shall be indicated.
• Operational Envelop Disabled: shall be indicated on the screen if the left, right or down function is disabled.
• Overload Condition: shall display on the screen to alert the operator.
• Outrigger Not Set: is displayed if the outriggers still need to be set.
• Outrigger Not Extended: when any outrigger is not fully extended and the jack is not supporting some of the truck weight the operator shall be notified of the exact outrigger that needs to be adjusted.
• Breathing Air (optional): shall be reported if the breathing air is low or off.
PROPORTIONAL ELECTRIC OUTRIGGER CONTROLS
The aerial shall be equipped with two (2) out and down outriggers with proportionally control the electric outrigger valves activated by momentary rocker switches. The proportionally controlled outriggers shall allow the outrigger to deploy at full speed up until the very end of positioning at which time the valve shall back off and allow the outrigger to come to a smooth soft stop. The main controls shall be located on the driver's side by the pump panel and shall control both the driver and passenger's side outriggers. There shall be controls on the passenger’s side of the truck to control just the outriggers on that side. Additional controls for the outriggers shall be located on a wireless radio remote and shall control both the driver and passenger side outriggers.
100’ Tractor Drawn Aerial – October 2022 PAGE 27
ALL JACKS UP SWITCH
There shall be a switch on the smart screen to raise all of the outrigger jacks up at the same time. Once all aerial operations are complete, the safety pins are pulled; activate the all jacks up button to stow the outrigger jacks. All the jacks will raise up until they are in their stowed position. The operator shall then manually retract the outriggers to the stowed position.
MONITOR
Provide one (1) Akron #1494 CAN Electric aluminum ladder pipe monitor assembly including shutoff, ladder pipe, and a 5177 electronic CAN MS nozzle. The Akron clamp on monitor shall be equipped with 2½” NSTF threads. The clamp-on monitor mount shall be designed with rung spacing to accommodate the clamp on monitor. A mount shall be provided for the Akron ladder pipe to securely be carried/stored. Final mounting location shall be made at the final inspection.
MONITOR COLOR
The monitor shall be Akron standard red in color.
INTERCOM
The two station intercom communication system shall have the master station at the turntable and secondary intercom and speaker at the tip of the aerial. The master station shall have a volume control and a push-to-talk button. The remote station shall operate "hands free" and constantly transmit to the master station and speaker, unless the master station push-to-talk button is pressed. The intercom shall be designed for exterior aerial application. Each station shall have a weather resistant and protective housing and water resistant speakers.
Fire Research Intercom
Fire Research ACT Intercom model ICA900-112 two-way system shall be installed. The intercom kit shall include two control modules, one that is hands free and one that has a push- to-talk button, two speakers, and cables. The control modules shall have an LED volume display and push-button volume control. The hands free module shall constantly transmit to the other module unless the push-to-talk button is pressed. The intercom shall be designed for exterior use. The control module shall be no more than 2 7/8" high by 5 1/8" wide by 1 7/8". The speaker shall be no more than 5 1/8" high by 5 1/8" wide by 1 1/2" deep. The power requirements for each control module with a speaker shall not exceed 1/2 amp at 12 VDC.
LIGHT HOUSING COLOR
All light housing shall be white in color.
100’ Tractor Drawn Aerial – October 2022 PAGE 28
TRACKING LIGHTS:
Two FireTech HiViz area and work lights Model # FT-WL-X-5H-FT-W shall be installed at the lower end of the base section ahead of the lift cylinders of the ladder. The 35 watt +12 DC, 2.91 Amp, light head configuration shall incorporate 5 white LED's. High-quality construction and components enable the light to withstand vibration up to 21Grms. Build-in reverse polarity protection helps prevent accidental damage caused by incorrect installation. Electronic thermal management ensures that if the light is subjected to a massive heat overload, that a self- protection protocol is engaged to reduce the light output, until such time as the heat overload retreats to normal parameters. The HiViz lights shall be activated from the tracking lights switch on the main control station. The FT-WL-X-5H-FT-W lights shall have 4,000 raw lumens (3,305 effective lumens).
TIP LIGHTS:
Two FireTech HiViz area and work lights Model # FT-WL-X-5H-FT-W shall be installed at the tip of the ladder. The 35 watt +12 DC, 2.91 Amp, light head configuration shall incorporate 5 white LED's. High-quality construction and components enable the light to withstand vibration up to 21Grms. Build-in reverse polarity protection helps prevent accidental damage caused by incorrect installation. Electronic thermal management ensures that if the light is subjected to a massive heat overload, that a self-protection protocol is engaged to reduce the light output, until such time as the heat overload retreats to normal parameters. The HiViz lights shall be activated from the tracking lights switch on the main control station. The FT-WL-X-5H-FT-W lights shall have 4,000 raw lumens (3,305 effective lumens).
TIP LIGHTS
Two (2)Fire Research Spectra LED Scene Light SPA570-K20 top mount fixed pedestal light shall be installed at the tip of the aerial one on each side. The pedestal shall allow the lamphead to rotate 450 degrees and have a self adjusting friction brake to prevent arbitrary rotation. The pedestal shall have a round mounting base. The lights shall be activated by the tip lights switch.
The lamphead shall have sixty (60) ultra-bright white LEDs, 48 for flood lighting and 12 to provide a spot light beam pattern. It shall operate at 120 volts AC, draw 2 amps, and generate 20,000 lumens of light. The lamphead shall have a unique lens that directs flood lighting onto the work area and focuses the spot light beam into the distance. The lamphead angle of elevation shall be adjustable at a pivot in the mounting arm and the position locked with a round knurled locking knob. The lamphead shall be no more than 5 5 3/8" high by 14" wide by 3 3/4" deep and have a heat resistant handle. The lamphead and mounting arm shall be powder coated. The LED scene light shall be for fire service use.
LADDER RECEPTACLE
One (1) 120-volt AC circuit shall be run through the collector ring swivel, with a 20 amp breaker, 15 amp receptacle mounted on tip of fly section. Only one box will be provided. The receptacle(s) shall be a twist-lock three prong type with a weather proof cover.
100’ Tractor Drawn Aerial – October 2022 PAGE 29
TIP MARKER LIGHTS
Two (2) TIR3 Whelen LED lights, model # RSR03ZCR and RSG03ZCR, shall be installed at the tip of the fly section. The driver side red and officer side green. These lights shall be activated from the tip light switch.
RUNG LIGHTING
The ladder rungs of each aerial section shall be equipped with 12-volt LED Luma-bar lighting.
The Luma-bar shall run the full length of the climbing portion of each section on each side of the aerial. These lights shall be activated from the turntable tracking light switch. The ladder rung lights shall be "red" in color.
COLOR CAMERA
An Intec color camera, model # CVC404HXL, shall be installed at the tip of the aerial. The camera shall incorporate a 1/3" high density CCD interline transfer pickup device with at least 250,000 [510 (H) x 492 (V)] pixels. The camera shall produce a horizontal resolution of at least 330 lines. The camera shall deliver a usable color picture at a scene illumination of 0.5 lux.
The camera shall provide a horizontal field of view of at least 123 degrees and a vertical field of view of at least 91 degrees. The camera/cable connection shall be qualified as waterproof to IP68. The camera shall be able to transmit images on all Smart Screens.
100’ Tractor Drawn Aerial – October 2022 PAGE 30
HYDRAULIC SYSTEM
The hydraulic system shall have a load sensing, variable gallonage, hydraulic piston pump with a 12-volt pressure reducing system. To reduce the normal time for aerial set up, the hydraulic pump shall be of the load sensing design. The hydraulic system shall have sufficient oil flow to provide the capability of performing multiple functions simultaneously without reducing operating speeds of the selected functions.
The hydraulic oil for the aerial shall be directed through a hydraulic swivel with 360 degrees continuous rotation. Enclosed in the hydraulic swivel shall be a minimum of twenty (20) electrical collector rings and a maximum of thirty-six (36) electrical collector rings with 360- degrees continuous rotation.
The hydraulic pump shall be large enough to provide oil to meet all of the requirements needed for aerial and outrigger operation standards.
A pressure reducing valve set at 500 PSI above the system pressure shall be connected to the hydraulic pump. This pressure reducing valve shall be a safety device for hydraulic pump failure. The hydraulic oil shall be directed through high pressure hydraulic hose and tubing.
The hydraulic system shall be designed to direct oil to the outriggers only while the ladder is in the bedded position. The oil can be directed to the aerial operation only when all of the outriggers are supporting sufficient load. This operation is made available through the use of electrical diverter valves with a manual override system for safety backup.
Hydraulic System Installation
The non-sealing moving parts of all hydraulic components, whose failure results in motion of the aerial device, shall have a minimum bursting strength of four times the maximum operating pressure to which the component is subjected.
Dynamic sealing parts of all hydraulic components, whose failure results in motion of the aerial device, shall not begin to extrude or otherwise fail at pressures at or below two times the maximum operating pressure to which the component is subjected.
Static sealing parts of all hydraulic components, whose failure results in motion of the aerial device, shall have a minimum bursting strength of four (4) times the maximum operating pressure to which the component is subjected.
All hydraulic hose, tubing, and fittings shall have a minimum bursting strength of at least three times the maximum operating pressure to which the components are subjected. All hydraulic hoses shall have a stamped embedded on one end of the metal fitting to include the date, technicians creating the hose identification number, PSI of hose and the company the hose was made by. This shall assist a mechanic in determining the age of the hydraulic hose.
All other hydraulic components shall have a minimum bursting strength of at least two times the maximum operating pressure to which the components are subjected.
The hydraulic system shall be provided with an oil pressure gauge at the control station position.
100’ Tractor Drawn Aerial – October 2022 PAGE 31
Hydraulic Reservoir
The hydraulic system shall be supplied by a 35 gallon oil tank with a 10 micron filter on the return line and a 100 mesh filter on the pump inlet side.
A means for checking and filling the hydraulic reservoir shall be readily accessible.
The fill location shall be conspicuously marked with a label that reads “Hydraulic Oil Only.”
Instructions for checking and filling the hydraulic reservoir shall be provided.
The hydraulic system components shall be capable of maintaining, under all operating conditions, oil cleanliness and temperature that comply with the component manufacturer's recommendations.
HYDRAULIC GATED DRAIN LINE
One (1) quarter turn shut-off valve shall be connected in the drain line of the hydraulic oil tank..
HYDRAULIC GATED DRAIN LINE
One (1) quarter turn shut-off valve shall be supplied between the suction line of the hydraulic oil tank and the inlet of the hydraulic pump.
HYDRAULIC OIL ISO 32
United MV Extreme Hydraulic Oil is a multi-grade hydraulic lubricant engineered for extreme temperature ranges. The low pour point of -58° F enables this fluid to flow quickly in extreme cold climates, avoiding pump cavitation that results in pump wear. The high viscosity index of this fluid addresses the extreme hot climates and operating temperatures, thinning out less at high temperatures than typical hydraulic fluids.
United MV Extreme Hydraulic Oil is formulated with rust inhibitors, oxidation inhibitors, anti-wear agents and anti-foam additives. This fluid is fortified with a friction modifier lubricity agent necessary in hydraulic systems operating wet clutches and/or wet brakes, commonly found in industrial cranes and other off-road equipment. United MV Extreme Hydraulic is has very good water separation so that contaminant water may be drained from the reservoir when the machine is at rest. In-plant filtration systems insure ISO cleanliness standards during blending and container filling, providing a clean product for your expensive hydraulic system.
HYDRAULIC GATED DRAIN LINE
One (1) quarter turn shut-off valve shall be connected in the drain line of the hydraulic oil tank..
HYDRAULIC GATED DRAIN LINE
One (1) quarter turn shut-off valve shall be supplied between the suction line of the hydraulic oil tank and the inlet of the hydraulic pump.
100’ Tractor Drawn Aerial – October 2022 PAGE 32
ELEVATION SYSTEM
The hydraulic elevation system shall have two (2) 6" inside diameter cylinders that have 3-1/2" diameter rods and a 36" stroke. The elevation system shall elevate the aerial from -10 degrees to +75 degrees. The cylinders shall be equipped with spherical bushings to minimize cylinder rod wear. Each cylinder shall have lock valves connected directly to the barrel of the cylinder.
A pressure-reducing valve shall limit the force of the aerial when lowering and the system pressure limits the force when elevating the aerial.
All hydraulic cylinders utilized in the aerial elevation and extension system shall be commercially available and shall be of standard sizes and lengths rather than special sizes or of proprietary manufacture. This requirement is important since it assures quicker parts availability, shorter down time, and less costly replacement parts for cylinders.
Provide a hydraulic ladder bed locking device or system that shall retain the aerial ladder in the bed when the apparatus is in motion. Provide a red indicator light in the tractor cab overhead to indicate whenever ladder is not bedded.
PTO
Provide a Chelsea or equal "Hot-Shift" heavy-duty power takeoff and a direct mount hydraulic pump. The power takeoff shall be controlled by a switch labeled “LADDER POWER”, mounted in a driver accessible location in the tractor cab. Provide an electrical interlock to prevent the power takeoff from being engaged above 800 engine rpm. Provide an electrical interlock to prevent the power takeoff from being engaged anytime the parking brakes are released.
EMERGENCY BACK UP PUMP
An emergency hydraulic system shall be provided for capability for limited ladder functions and to stow the ladder and outriggers in case of prime motor failure. The emergency system shall be powered from the 12-volt electrical system from the apparatus battery system and shall not be load managed. Location to be determined at the pre-construction conference and approved by the District.
Provide a red emergency indicator light at both outrigger control stations.
Orange County Fire Authority
AERIAL FIRE APPARATUS
STAFF REPORT
By: Truck Study Group
SEPTEMBER 2013
Section I - Overview
The Aerial Truck Study Group was created at the direction of the Fire Chief to evaluate current truck apparatus and make recommendations for the next generation of trucks. The study group included personnel from Operations, Fleet Services and Fire Prevention for this specific evaluation.
Various trucks from many like-size fire departments such as San Diego City, LA County, San Francisco, Seattle, Sacramento, Long Beach and Ventura County were reviewed. Members also attended the 2013 Fire World Expo in San Diego.
Evaluation surveys (appendix 13) were distributed to the Operations personnel for input, personal evaluation, and experience. The survey included topics on recommended type of truck, equipment standards, minimum aerial size, relief truck expectations, and technical rescue truck staffing standards. This data was used to ensure the truck study group was considering all aspects of truck company operations, equipment compliments, relief truck expectations, and that Operation’s personnel could contribute to overall recommendations in this study.
The truck study group also included sub-committee personnel that evaluated six other truck company objectives that weighed into this study:
Truck Company Operational Expectations
Truck Equipment
Relief Aerial Apparatus
Salvage Unit Feasibility
US&R Staffing
Standards of Coverage
Each of these objectives and findings played a significant role where recommendations were made in this staff report. The truck study group concluded that an evaluat ion of a tandem-axle truck, mid mount platform and tractor drawn aerial met the needs of the organization. OCFA’s T45, T9, and T6 were used for comparison analysis. The apparatus were evaluated in four dynamic functional categories:
Maneuverability - Vehicle maneuverability is a measure of how well a driver can make a vehicle follow a particular path. For most vehicles, it is based simply on the turning radius — the shorter the turning radius, the better the maneuverability.
Tactical - Tactical is the necessary task of being able to spot the apparatus adjacent to a building and safely ladder a building or various heights in order to access windows, roofs, or elevated points.
Versatility - Being able to accommodate equipment weight loads and being able to store that equipment in a firefighting functional manner.
Extrinsic Value - The group looked at down time for maintenance issues and the purchase price between the three apparatus
The OCFA Planning and Development Services Section utilizes the Fire Master Plans for Commercial & Residential Development Standards. This guideline was used to help with the on-site comparisons. Brett Anderson and Jeff Whitaker from Fire Prevention were on site during the evaluation to help define the requirements in the Fire Master Plan document. The following sections from the Fire Master Plans guideline were used in the evaluation:
Section 2 Fire Access Roadways
o Loading
o Width and Parking Restrictions
o Vertical Clearance
o Turning Radii
o Dead-end Access Roadways
Section 5 Obstructions to Emergency Vehicle Access
o Clear Width
o Turning Radii and Setbacks
o Gate Barrier and Design
Section 9 Access to Structures
o Access Walkways
These standards were used to help compare the maneuverability, tactical, versatility, and extrinsic evolutions using a KME tandem axle 75-foot straight service aerial, a Sutphen tandem axle 100-foot platform, and an American LaFrance 100-foot tractor drawn aerial.
Section II – Truck Caparisons
The Truck Study Group compared three different styles of apparatus as comparisons Truck 45, Truck 9, and Truck 6. Truck 45 is 2011 tandem-axle, rear mount, 75-foot service aerial manufactured by KME. Truck 9 is a 2010 tandem-axle, mid mount, 100-foot platform aerial manufactured by Sutphen. Truck 6 is a 2007 tractor-drawn 100-foot straight aerial manufactured by American La France.
Evaluations were focused on five diverse areas for truck company operations found throughout Orange County. Residential highrise, high denisity multi family, hill-side urban interface, commercial, and residential. Each of these areas offer unique challenges for large areial apparatus and their operations on the fire ground.
Fire ground operations for truck companies are challenged in many areas as seen throughout Orange County. Access to multi-family apartment units, narrow streets throughout downtown San Clemente, downtown Seal Beach, narrow alleys in Westminster, downtown Santa Ana, Lemon Heights, The Canyons, and Ladera Ranch are just a few areas that have made for difficult maneuverability for truck companies. Trucks 43 and 45 have implemented a practice to bring their battalion utilities to incidents located in the Silverado, Modjeska, Trabuco and Rose Canyon areas because of the inability to get their apparatus close to an incident.
For the maneuverability, tactical, versatility and extrinsic comparison, the truck study group used areas through the master planned communities in south Orange County.
Maneuverability – Test #1
According to the OCFA Fire Master Plans for Residential Development, it states, “fire access roadways, commonly referred to as a fire lane, shall be provided for every facility or building when any portion of an exterior wall of the first story is located more than 150 feet from a public roadway”. Width of fire access roads shall be a width of 20 feet. The plan also states that no parking will be allowed on any fire access street.
Streets throughout master planned communities are 20 feet in width and have a vertical clearance of 13 feet 6 inches. For this evaluation, simulated structure fire scenarios were evaluated in communities where these dimensions are apparent. This location offered utilizing 20-foot fire access roadways, which is the minimum width for fire apparatus. The set up for each evaluation was objective. The on duty crews during the evaluation were given a location and tactical objective once they arrived on scene. The fire apparatus engineers were all experienced in their vehicles and had a minimum of seven years driving experience.
The three trucks were asked to maneuver into the complex, make an immediate left turn and then an immediate right turn to the address given. It was common througout the observation that had vegetation encrouchment into the 20 foot fire road width and 13’ 6” height clearance.
This evolution was used to evaluate the trucks ability to negotiate turns.
There are two types of turning radius to consider. The curb-to-curb turning radius is the path the outside front wheel follows when the steering wheel is turned to the limit on one side or the other. It is useful when there are no obstructions above the level of the curb. The wall -to- wall turning radius is the path the outermost and forward most portion of the chassis or body follows (i.e. the outer corner of an extended front bumper). The wall-to-wall radius is generally larger than the curb-to-curb radius. It's useful when there are walls, posts or other obstructions next to the road.
Tandem-Axle Rear Mount 75-foot Service Aerial
The tandem axle 75-foot service aerial maneuvered through the entry driveway, then made the left turn and then an immediate right on to the address given for the simulated fire. It was slow but was able to maneuver through without stopping or a series of back up maneiuvers.
It had diffuculty exitting the complex. They could not swing wide enough when making the right turn to exit. Swinging in wider on their approach would of had the back left corner scraping bushes. Their approach became shallow and the the result was the right side rear duals slightly rubbing the curb.
Right rear duals
brushed the curb
The tandem axel 75-foot service aerial has
an outrigger foot print of 16 feet from
edge to edge of their outrigger. The truck
needed to position in the middle of the
street only allowing for two feet on either
side to the curb line.
Tandem-Axle Mid Mount 100-foot Platform
The tandem axle mid mount 100-foot platform was given the same assignment. The length of this apparatus made it difficult to make the first left turn into the complex. In order for the truck to make the turn a series of two forward and reverse manuevers were needed to clear the rear of the right side of the truck. The vegeatation and the street sign forced the engineer to clear the right corner of the truck before making the left turn.
Once the truck cleared the first left turn, the truck was not in position to make the next turn . It took two attempts making the next right turn into the street for the simulated structure fire.
When exiting, there was difficulty
clearing the right turn out of the
complex. They found it difficult to
swing wide enough to enter into the
lane to exit.
The tandem axel mid mount platform
has an outrigger footprint of nearly 20
feet. The Sutphen needs to be
positioned in the center when on Fire
Access Roads. Any position other than
center would cause the truck to short
jack.
Access past the truck once it is set up is
problematic for crews trying to get from
one side to the other with equipment.
The tractor drawn aerial maneuvered without
readjusting, backing up or repositioning. They were
able to maneuver into the complex without having to
negotiate the vegetation or street sign.
100-foot Tractor Drawn Aerial
Both the right side and the left front bumper
were into the bushes to try and get the front
wheels and rear duals into the lane.
The right duals came up and over the curb with the
left front bumper into the low lining bushes.
As the TDA entered the complex for the left
turn, the maneuverability of the TDA
allowed for the set up for the next
immediate right turn. The maneuverability
was smooth through the transition and did
not have to stop to reposition.
The tractor drawn aerial has an
outrigger footprint of 17 feet 6 inches.
When exiting the complex, they were
able to clear the curb and turn without
issue.
Maneuverability – Test #2
A second maneuverability evaluation was done to compare three styles of aerial apparatus.
The evolution has each truck come down a Fire Access Street to a simulated structure fire at a two-story condo. The travel path to the structure fire was a typical response route. The on duty crews were the same individuals in the first evaluation and were not given any direction other than the address of the fire. This evaluation focused on a left turn on a fire access road in a master planned community.
The three trucks had to make a right turn followed by a left turn at the end of the street to get to their simulated objective.
Tandem-Axle Rear Mount 75-foot Service Aerial
Before the evaluation could start, vehicles parked in a fire lane had to be moved. It is a reality that vehicles parked within these communities challenge engine and truck company operations on the fire ground. It was also noted that a pine tree at the in-turn created a problem for the three trucks. The tree encroached into the 13’6” vertical clearance. Truck 45 made the turn with one three-point turn.
Tandem-Axle Mid Mount 100-foot Platform Aerial
100-foot Tractor Drawn Aerial
The left turn was problematic from the
standpoint the bucket wasn’t able to clear the
right side. The pine tree again was didn’t give a
13’ 6” clearance.
The Sutphen made two attempts at making the
left turn. The location where the two back up
firefighters are was where the car was parked
originally. Any vehicles parked in the road way
would not of allowed the truck to maneuver
through.
The TDA made the first turn and was able
to negotiate the next left turn. As the
truck moved forward into the left the
next left turn, the TDA has the ability to
reposition itself without having to back
up into an approach angle.
Maneuverability
100-foot Mid Mount
Platform
100-foot Tractor
Drawn Aerial 75-foot Service Aerial
Turning Radius 42'11" 34' 33'8"
Wheel Base 236" 176" 210"
Overall Length 46' 60' 37'7"
Height 11'6" 11'3" 11'5"
Maneuverability Summary
1. Tandem Axle 75-foot Service Aerial
Was able to maneuver through the first evaluation without adjusting Had difficulty exiting the complex with rubbing the right duals Had to reposition once through the second evaluation. Maneuverability for them was given adequate. Some consideration should be given to placing this style of truck in a challenged area for maneuverability.
The TDA had the same pine tree that the
other two trucks had to contend with. It
was able to make the turn and negotiate
away from the hazard and still make the
turn without stopping.
The chart above outlines the difference in turning radius, wheelbase, overall length and height.
Good Adequate Inadequate
2. Tandem-Axle 100-foot Mid Mount Platform
Made 3 attempts to readjust and maneuver through the first evaluation The outrigger for this truck takes up all 20’ of a fire access road Had difficulty exiting the complex with multiple attempts Had to reposition twice through the second evaluation. Maneuverability for them was given an inadequate score. Consideration should be given to not placing this style of truck in a challenged area for maneuverability.
3. 100-foot Tractor Drawn Aerial
Was able to maneuver through first and second evaluation without stopping or repositioning.
The TDA has the ability to reposition itself after turns and has the ability to maneuver through challenging turns.
Maneuverability for them was given a rating of good. Consideration should be given to placing a TDA in areas that have maneuverability challenges.
Good Adequate Inadequate Good Adequate Inadequate
Tactical
The fire ground vulnerability for the OCFA are buildings between 33 and 55 feet in height. This is due to the limited reach of a 35 feet ground ladder, which is 33 feet at a working angle of 75 degrees. Buildings over 55 feet are classified as high -rise with built in fire protection systems that reduce the exposure/need for life safety rescue and external fire suppression activity.
Vertical reach for aerial apparatus is broken up into three ranges of climbing angles. Climbing angles of 35, 60, and 80 degrees are used to have various reach capabilities. A tactical comparison of aerial reach was done utilizing the same three trucks.
Tactical
100-foot Mid Mount
Platform
100-foot Tractor
Drawn Aerial
75-foot Service
Aerial
Ve
r
t
i
c
a
l
Re
a
c
h
Vertical Reach 35° 50'6" 60' 48’
Vertical Reach 60° 74' 86' 65’
Vertical Reach 80° 82' 95' 72’
Max GPM 1,500 1,000 1,000
Tip Load 1000 lbs. 500 lbs. 500lbs.
Two separate tactical comparisons were used to evaluate the reach capabilities of each truck.
The first evaluation was for each truck to ladder a three-story multi-family apartment unit that had carports out front. The crews were not given direction were to spot their apparatus.
The tandem axle 75-foot service aerial spotted in the center of the driveway and put their turntable in a location that would best match reaching their objective.
They found themselves about 5 feet short from their objective. Even if the Engineer cheated a little to the right it would have been too close to carport if they would have reached their objective.
Carports, greenbelts, sidewalks, parked vehicles, engine companies, and police units are all common occurrence obstacles.
The tandem axle mid mount 100-foot platform and the 100-foot tractor drawn aerials were successful in meeting their objective despite the carport set back. The outrigger footprint for the dual axle mid mount 100-foot platform again took up the entire street.
Tactically speaking, where we can’t get an aerial to
the roof because of setbacks or positioning, we rely
on 35 foot ground ladders. In this scenario, the
firefighters off the trucks were given instruction to
set their aerial up and throw a second ground ladder.
The ground ladder was fully extended but did not
have enough rungs over the roofline to climb safely.
If the ground ladder was moved to the Bravo side of
the structure it would have cleared the roofline but
there was not enough room to get the ladder in
between the two structures.
Truck 45 Front Bumper
This was a true spot with a simulated engine parked
in front of the truck. Because tandem axel service
aerial is a rear mount, they lose the distance of their truck when trying to reach their objective.
Garage Fire extending to
second floor balcony
This scenario was a garage fire lapping into the
second floor balcony.
The group agreed where the first in Engine
Company would typically spot their apparatus. The
trucks came in behind the simulated engine and set
their trucks up. The tandem axel 75’ service aerial
did not meet their objective. If they knew a head of
time they could have backed down the alley putting
their rear mounted turntable closer to their
objective. However, the group agreed that
wouldn’t have been practical.
Location of Simulated Garage Fire
lapping to the second floor
Many community developments throughout Orange County have standard sized driveways with second stories set back on the property like this residence in Coto De Caza. The 75-foot service aerial was not able to reach the second story even though they were positioned out front.
Battalion 7 units had a roof fire on the back side of this two story condo complex in Rancho Santa Margarita. Ground ladders were thrown but the aerial was needed for further overhaul.
The tandem axle 75-foot service aerial was repositioned and still unsuccessful reaching the roof line because of the set back.
Tactical Summary
1. Tandem Axle 75-foot Mid Mount Service Aerial
The tandem axle 75-foot service aerial was not able to meet their objective of laddering the 3-story roof. The carports did not allow for the truck to get close enough. They also had difficulty reaching their second objective of a two story-condo fire. The height of the building was not a problem it was the reach. Because of a rear mount aerial, anytime the truck needs to reach anything over the front cab, they lose the length of the truck. Mid-mount apparatus offer the best opportunity to reach their objective because they don’t lose a great deal of length in any direction. Tactical score for Truck 45 was given inadequate.
2. Tandem Axle Mid Mount 100-foot Platform
They were able to reach their objective in both evolutions. Mid-mount apparatus have more flexibility when reaching their objective.
Pictures were not available
Tactical score was given a score of good.
Good Adequate Inadequate Good Adequate Inadequate
3. 100-foot Tractor Drawn Aerial
They were able to reach their objective in both evolutions. Mid-mount apparatus have more flexibility when reaching their objective.
Pictures were not available
Tactical score for Truck 6 was given a score of good.
Good Adequate Inadequate
Tactical Rescue Considerations
The truck study group evaluated the
rescue capabilities between the 100-
foot tractor drawn aerial / the tandem
axel 75-foot service aerial and the
tandem axel mid mount 100-foot
platform truck.
The tractor drawn aerial and
service aerial have a working tip
load of 500 lbs. The shallower
the angle on the aerial, the less
strength the tip has. The tip
strength reduces down to 250
lbs. at a 35-degree angle.
The tandem axel mid mount
100’ platform has a tip load of
1,000 lbs. at any angle.
The box frame aerial
construction on the 100-foot
mid mount platform is stronger
and has more resistance to any
stress when using mechanical
advantage systems.
Platform apparatus provides a
safer platform during defensive
fire master stream operations.
The platform also offers the
ability to overhaul steep angle
roofs, compromised roofs and
Platform apparatus offer a safer
platform for victim rescue from
windows, palm tree rescues,
and freeway overpass jumper
incidents.
Versatility
100-foot
Mid Mount
Platform
100-foot
Tractor Drawn
Aerial
75-foot
Service Aerial
Drive Axle 48,000 54,000 48,000
Total 87,500 77,000 71,000
Available Load 8,000 lbs. 10,000 lbs. 11,000
Storage Cubic Feet 300cf. 322cf. 247cf.
The ability to carry the required equipment complement for these apparatus is based on the load carrying capacity of the aerial apparatus and the available storage space. Other considerations such as the height at which storage compartments are located on the vehicle should be considered. The tractor drawn aerials have a lower storage space configuration of the aerial apparatus. The new Sutphen still utilizes “top boxes” which are located high off the ground.
G.V.W.R is the gross vehicle weight rating which identifies the maximum permitted weight load of the vehicle. The drive and rear axles of the aerial apparatus assume the greatest share of the load carrying capability of aerial apparatus. Available load is the difference between the aerial apparatus’s weight while empty (unloaded) and the vehicles G.V.W.R. Storage cubic feet is based on the measurement / dimensions of the compartments of these aerial apparatus.
Usage storage space will be based on the available load -carrying capacity of the aerial apparatus.
Trucks with less than 300 cubic feet
storage do not have the ability to
organize equipment for functionality.
Equipment is stored throughout the
truck based on it fitting in a
compartment not based on like
equipment or need. Example: Not
having all the hydraulic equipment in
one compartment. Having the
equipment in multiple compartments
because of spacing. Or all the rope
bags in one compartment.
Another example of how equipment
is stored in odd locations. Before
ladders can be deployed off this
truck, miscellaneous equipment
needs to be pulled out first
Long stabilization struts are
stored in a make shift
compartment above the 2 ½”
discharges on the right side of
the truck.
Short stabilization struts and
hydraulic rams shoved
together into a compartment
that would accommodate
their length.
Truck companies that have 300 or more cubic feet of storage capability have the ability to carry the required US&R 120-1 standard light and medium equipment complements. Apparatus that do not currently have 300 cubic feet of storage are left to store equipment on the exterior.
Ventilation blowers, fans, WMD boxes, stokes baskets, hose packs and other equipment are common storage places on the 75-foot apparatus. Having equipment stored on the exterior is subject to the elements and is difficult to maintain.
Versatility Summary
1. 75-foot Tandem Axle Service Aerial
They have 247 cubic feet of storage capability. 300 cubic feet is the groups recommended minimum.
Similar equipment is spread out through various compartments. Versatility score for the tandem axle 75’ service aerial was given an inadequate.
Good Adequate Inadequate Compartments with adequate storage space
2. 100-foot Tandem Axle Mid Mount Platform
It has 300 cubic feet of storage. This is the recommended minimum for storage capabilities.
Four added high boxes were added to help accommodate equipment storage. Tactical score for the tandem axle mid mount 100’ platform was given a score of adequate
3. 100-foot Tractor Drawn Aerial
Tractor drawn aerials have 322 cubic feet of storage for equipment. Equipment is stored for firefighting operations on one side and rescue operations on the other.
Equipment is stored to allow for quick operations.
Tactical score for the 100’ tractor drawn aerial was given a score of good.
Extrinsic Value
These are other factors that should be considered during the selection process. Annual down time was derived from a review of Fleet Services internal maintenance system. The purchase costs reflect what the OCFA paid at the time of contract. The annual down time includes warranty and scheduled preventative maintenance schedule.
Extrinsic
100’ Mid Mount
Platform
100’ Tractor
Drawn Aerial
75-foot
Service Aerial
Annual Down Time 43 days 13 days 32 Days
Purchase Cost $1,282,116.00 $1,000,000.00 904,000.00
Good Adequate Inadequate Good Adequate Inadequate
Section III – Evaluation Summary
When reviewing the other nine Orange County fire agencies that have truck companies, all have 100-foot aerials with the following exceptions: Anaheim Truck 8 is a 75-foot, Orange Truck 8 is a 75-foot, and Costa Mesa has one 75-foot truck. Anaheim Truck 3 is a 118-foot Bronto Skylift platform and Huntington Beach has one platform. All other trucks are 100-foot TDA’s.
The following choices were recommended by the group for the trucks capabilities in maneuverability, tactical, versatility, and extrinsic.
100-foot
Mid Mount
Platform
100-foot
Tractor Drawn
Aerial
75-foot Rear Mount
Service Aerial
Best choice for Maneuverability X
Best Choice for Tactical X
Best Choice for Versatility X
Best Choice for Extrinsic X
Based on the findings and evaluations, the following are the group’s recommendations. The evaluations and findings from the truck company operational expectations, truck equipment, relief aerial apparatus, salvage unit feasibility, US&R Staffing, and standards of coverage were also considered when making the following recommendations.
Recommendations:
1. Aerial apparatus have quint capabilities
2. Aerial ladders should be a minimum of 100-foot (page 14-19);
3. Storage compartments have a minimum of 300 cubic feet of storage to meet the OCFA and FIRESCOPE US&R-120 equipment needs (pages 21-23);
4. Mid mount aerials provide the greatest reach and flexibility. Rear mounted aerials loose an average of 42 feet when trying to reach an objective out front of the apparatus (pages 14-19);
5. Limit variations of aerial apparatus for better operator familiarity and ease of operation;
6. Have three to four platforms throughout the operational areas. Having platforms gives the OCFA tactical depth for rescue, safer defensive master stream operations, and a better environment for firefighters working off the tip during overhaul.
Staff Report
TO: City Council
FROM: Thaxton Van Belle, General Manager of Utilities
Elizabeth Gibbs, City Manager
DATE June 20, 2023
SUBJECT: Presentation of Recycled Water Facilitator Findings and Recommendation
Description A Presentation of the Recycled Water Facilitator’s Report.
Background and Analysis:
On October 4, 2022, the City awarded a contract to T.R. Holliman & Associates to provide recycled water implementation services. The project scope, selection of the consultant, and cost-sharing were done in partnership with Beaumont Cherry Valley Water District (BCVWD) and San Gorgonia Pass Water Agency (SGPWA).
The goal of the consultant was to provide an independent assessment, analysis, and recommendation for the future use of recycled water. Tasks included data collection and review of documents, studies, and correspondences pertaining to the subject, individual facilitation meetings with each of the three agencies in the form of “2x2” meetings, ongoing project facilitation and support, and the preparation of technical memos presenting the recommended conceptual plan and associated options for recycled water implementation.
On June 1, 2023, T.R. Holliman & Associates presented the results of their study to all three agencies’ “2x2” committees collectively or a “23” committee (Attachment A). The City was presented with three options:
1. Wholesale the recycled water to BCVWD for use and distribution, with a hold- harmless agreement and agreed-upon pricing structure.
2. The City designs, constructs, and operates a recycled water system and spreading basins.
3. The City designs and builds a pump station and pipeline(s) to local golf courses in exchange for their overlying water rights.
The recommended plan incorporated the options presented to all three agencies and is summarized as follows:
1. The City produces high quality recycled water and enters an agreement with BCVWD to “take or pay” all available recycled water with a hold-harmless agreement.
2. BCVWD builds, operates, and maintains all facilities to distribute the recycled water for approved uses, including groundwater recharge.
3. SGPWA expands its current hydrological modeling to monitor groundwater recharge, makes its basins available for additional recharging efforts, and hosts meetings at its headquarters.
All of these actions were recommended to take place under some form of governance ranging from the existing “2x2” committees to forming a joint powers authority (JPA).
To participate in any of the above actions, the City is required to comply with its salt mitigation makeup requirements per the Santa Ana Regional Water Quality Control Board and perform an environmental study in conjunction with filing a change -of-use petition with the State’s Division of Water Rights.
As part of the discussion with the 23, it was agreed upon that each agency would return to their respective boards for an update thus far for informational purposes and consensus; the three agency staff heads would schedule a follow-up meeting with the idea of acting as a technical advisory committee to the 23; and finally, the 23 would meet again within the next month for additional discussion. All attendees agreed that collaboration was of paramount importance and that continuing communication was desired by all.
Fiscal Impact:
Staff estimates the cost to prepare this report is $200.
Recommended Action:
Receive and file.
Attachments:
A. T.R. Holliman & Associates Recycled Water Implementation Plan Outline
Recycled Water (RW) Program Implementation Plan
OUTLINE
Recycled Water Program Implementation Plan
OUTLINE – April 2023 1 of 13
City of Beaumont (City)
RW Background Overview Current Status
1. City of Beaumont – 4,148 ac-ft of recycled water produced in 2021 and discharged to Cooper Creek (1)
2. Flow ranged from 3.44 mgd in February to 4.55 mgd in June (average for 2021 =
3.70 mgd.) (1)
3. 1.8 MGD to Cooper Creek - minimum required by existing Regional Water Quality Control Board (RWQCB) permit, permit includes multiple discharge points.
4. 1.9 MGD available after CUP and AMP based on 2021 average of 3.70 mgd.
5. Complete and Implement Change of Use Permit (CUP) which is required to take recycled water from Cooper Creek. (See Attachment 1 for CUP process).
6. CUP will cost $1.5 to $3 million and 2-3 years to prepare and obtain approvals.
7. Adaptive Management Plan (AMP) part of CUP effort - required if City wants to send less than 1.8 MGD to Cooper Creek.
8. City WRP is currently operating under RWQCB permit, updated 2022.
9. In order to lower Total Dissolved Solids (TDS) in the effluent the City was required to install an Advanced Treatment (i.e., reverse osmosis) to remove TDS from the effluent so discharge was compliant with the Basin Plan.
10. City currently has a salt mitigation deficit (salt mortgage), and the permit extended the due date to January 2027. There is some internal discussion about if this deadline is correct as engineering forecasts the deficit completion in Quarter 4 of 2028. This will be discussed with the Regional Board.
11. Due to past operating issues the Regional Board is now requiring all flows be treated to advanced level before discharge to decrease TDS into the basin.
12. Capital invested by the City of Beaumont to upgrade treatment plant was approximately $100 million.
City Options for RW Use
Option 1 – Wholesale the recycled water to Beaumont Cherry Valley Water District (BCVWD). In order to do this, an agreement will be required that will require the following from BCVWD:
a) Save and hold the City harmless and defend the City in the event of a claim. b) Require BCVWD complies with all RWQCB NPDES discharge permit conditions including mapping, cross connection control, overspray control, etc. c) Have an AWWA certified Cross Control Program Specialist on staff or retained. d) Prepare and obtain approval for Title 22 Engineering Report from DDW. e) Prepare and submit for approval the Notice of Intent to RWWQB. f) Provide site location for BCVWD pump station next to the City’s WRP.
City to agree upon compensation for the recycled water. Multiple options for pricing include:
Recycled Water (RW) Program Implementation Plan
OUTLINE
Recycled Water Program Implementation Plan
OUTLINE – April 2023 2 of 13
• 1 = 100% O&M only
• 2 = 50% of O&M
• 3 = Indexed to San Gorgonio Pass Water Agency (SGPWA) cost of replenishment water at = 50% of replenishment. Discount would be applied because of special handling requirements (recycled water monitoring, recycled water testing, cross connection testing , reporting, training supervisors) needed for recycled water.
• 4 = rate established by rate consultant, similar to the Prop 218 rate setting process.
Advantages:
• BCVWD already has infrastructure in place to use the recycled water for beneficial use in the Beaumont Valley.
• All water produced will create a cash flow to the City after the salt mitigation obligation is complete.
• If BCVWD lowers the cost for recycled water for irrigation customers, it will create cost savings for City irrigation connections.
• This option creates a clear line of demarcation between RW wholesaler/producer and RW retailer.
Disadvantages: does not eliminate liability directly per City legal counsel.
Option 2 – The City would design, construct, and operate a recycled water system which would include pipelines, pump station(s), and a spreading basin in order to recharge the groundwater and create basin credits for sale to developers or others. This would allow the City to it’s existing 30,000 AF storage agreement within the Basin.
Advantages:
• There would be no liability to shift.
• 100% of City’s WRP output to spreading basin would create banked water for sale to developers.
• City has a 30,000 AF storage agreement with Watermaster so the project would allow the City to take advantage of the existing agreement. • The City has licensed staff in water distribution and wastewater treatment which would support the operations and maintenance of a City controlled recycled water distribution and recharge system.
Disadvantages:
• City must design and build equalization storage on site, pump station and pipeline, purchase land and build spreading basin.
• City must operate recharge basins or contract with BCVWD or SGPWA. • This may impact BCVWD potable water wells resulting litigation or relocation of wells at the City’s cost.
Recycled Water (RW) Program Implementation Plan
OUTLINE
Recycled Water Program Implementation Plan
OUTLINE – April 2023 3 of 13
• Per Watermaster, a separate modeling effort would be required to establish credits above the Safe Yield for sale.
• Losses in spreading through evaporation and leakage out of basin may result if percolation rates are not managed. Net loss through recharge could be approximately 10-20%.
• City might have to file to obtain a public water system permit from DDW to operate the recycled water distribution system.
• City will have to obtain a groundwater recharge permit from DDW and secure and pay for modeling efforts required for the permit, and annual updates. • To keep the water in the Beaumont Basin, recharge would have to occur in the San Gorgonio Creek Recharge Facility, or one adjacent to it. • This would create stranded assets for BCVWD with potential political impacts. • Could be challenged as duplication of service with BCVWD and could trigger potential litigation.
Option 3 – Design and build a pump station and pipeline to local golf courses (e.g., Morongo) in exchange for tribal pumping rights in the Beaumont Basin. Pumping rights can be sold to developers or others.
Advantages:
• Acquired pumping rights can be sold to developers.
• The City has licensed staff in water distribution and wastewater treatment which would support the operations and maintenance of a City controlled recycled water distribution and recharge system.
Disadvantages:
• Volume of water produced by WRP will be more than pumping rights from tribal lands.
• Liability issue not addressed unless tribe will accept liability and guarantee all operating permit conditions are met.
• Golf course demand is subject to seasonal variations resulting in potential discharges to Cooper Creek to balance production versus demand. • There would be a capital cost to design and build a pump station and pipeline to tribal golf courses.
• Moving recycled water out of the City could be problematic politically (not using locally produced recycled water in City).
• Would create stranded assets for BCVWD with potential political/legal impacts.
Recycled Water (RW) Program Implementation Plan
OUTLINE
Recycled Water Program Implementation Plan
OUTLINE – April 2023 4 of 13
Beaumont Cherry Valley Water District
RW Background Overview Current Status
1. BCVWD already has extensive non-potable distribution system serving 300+ sites.
2. Water is obtained from groundwater wells in the Beaumont Basin.
3. BCVWD currently has 24 wells (1 standby), and Well 26 which can pump to the potable or non-potable system.
4. Replenishment water is purchased from SGPWA.
5. BCVWD has existing groundwater recharge facilities to spread State Water Project (SWP) water purchased from SGPWA as well as local stormwater, when available.
6. BCVWD has a storage account in the Beaumont Basin and standing to petition access and use of the Conjunctive Use set aside (200,000 AFT).
7. BCVWD is a member of the Beaumont Watermaster.
8. Current Recycled Water Master Plan shows that BCVWD can utilize all of the City’s WRP discharge capacity at full build-out of the non-potable water system. In the interim, excess flows can be discharged to groundwater recharge.
9. Greatest potential for recycled water is landscape irrigation.
10. City accounts irrigation accounts represent 38% of the total non-potable demand.
11. Discharging recycled water into the groundwater basin during periods of low irrigation demands could cause groundwater levels to rise which could decrease groundwater pumping costs.
12. Stored water could be sold to developers to meet their requirement for a 20-year water supply.
13. Currently paying SGPWA for recharge water.
Beaumont Cherry Valley Water District Options for RW Use Option 1 - Do not use the recycled water provided from the City (i.e., No project option) Advantages:
• No agreement required, no capital expenditures for additional transmission main, pump station, reservoir.
• Title 22 Engineer Report not required.
• Notice of Intent submittal to RWQCB not required.
• No cross-connection testing, mapping, or training.
Disadvantages:
• Removes firm local water source from supply portfolio. • Loss of long-term water supply to compensate for drought and groundwater over drafting.
• Continues dependence on imported replenishment water and stormwater capture.
• Stranded investment in prior facilities, studies, and staff time.
Recycled Water (RW) Program Implementation Plan
OUTLINE
Recycled Water Program Implementation Plan
OUTLINE – April 2023 5 of 13
• No reduction in non-potable which could be converted to potable use.
Option 2 – Purchase RW from City of Beaumont. In order to use the recycled water from the City the following actions are required:
1. Execute water purchase agreement with City which will include the wholesale price of the recycled water.
2. Need to lease site and build pump station, reservoir, and connecting pipelines ($2 million) from City of Beaumont WTP to BCVWD non-potable distribution and recharge basins. This would be part of the water purchase agreement with City.
3. Need to indemnify City. This would be part of the water purchase agreement with City.
4. Approve agreement to include "Take or Pay" arrangement to ensure long term supply.
5. Work with the City to modify the NPDES permit to add groundwater recharge for RW recharging until all RW utilized at build-out of the non-potable water system.
6. If RW is recharged may require the relocation of existing production wells due to limited detention time in Basin (i.e., Recycled Water Contribution)
7. RW recycled water could also push existing Chromium 6 plumes and impact well field capacity.
8. Additional modeling is needed to determine true detention time between the basins and the first domestic water well.
9. To convert from non-potable to RW, BCVWD will have to, for each of the 300+ sites:
a. Map the sites showing onsite potable and irrigation systems, b. Train an onsite supervisor,
c. Verify the systems marked properly and there are no cross connections, d. Prepare a Master Engineering Report,
e. Prepare Supplemental Engineering Reports for each site after the Master, Engineering Report is prepared and approved,
f. Test initially for overspray and cross connections,
g. Perform, or assist in, any on-site construction needed to convert the site.
10. Need to identify staff support needed to meet conditions for recycled water in two years (i.e., develop Master Engineering Report (MER), prepare MER Supplemental Engineering Reports for each use site, identify and train onsite supervisors, conduct preliminary overspray and cross connection testing, ensure that all corrections are made, verify all signage and tags in place, conduct final cross connection test.)
11. Cooperate with City in their acquiring a CUP and potentially creating an AMP.
12. Need to set RW rate for BCVWD customers after conversion. Typically, 50-90% of domestic water, or 90% of non-potable water. Need to determine discount to allow customers to pay for O&M of onsite system to remain in compliance with permit requirements.
Advantages:
• Provides a reliable water supply for irrigation and other Title 22 approved uses. • Disencumbers non-potable water for treatment and direct potable use. • Improves water levels in basin (because of recharging during low irrigation demand periods)
Recycled Water (RW) Program Implementation Plan
OUTLINE
Recycled Water Program Implementation Plan
OUTLINE – April 2023 6 of 13
• Creates a conjunctive use account of pumping rights that can be sold to developers.
• Recycled water would be less expensive that imported water from SWP.
Disadvantages:
• Requires additional capital facilities.
• There will be increased regulatory requirements over non-potable groundwater. • Additional staff or consultants will be needed to manage conversion process and on-going permit compliance.
Recycled Water (RW) Program Implementation Plan
OUTLINE
Recycled Water Program Implementation Plan
OUTLINE – April 2023 7 of 13
San Gorgonio Pass Water Agency
Current Status
1. Currently purchases imported water from State Water Project, single sale transfers, diverts stormwater to recharge basins.
2. State Water Project recharged (1) at BCVWD's Noble Creek spreading basin, 2019 Pass built their own spreading basin 2019 recharged 257.80acf
3. SGPWA receives their current allocation of SWP at about 58% of its max contract amount. (2)
4. Always looking for water transfers which could be put into the basin. (2)
San Gorgonio Pass Water Agency Potential Role in Recycled Water Programs
1. Could expand current groundwater modeling efforts to include establishing dilution credits, mounding, and movement of recycled water recharge to first BCVWD production wells.
2. Invest in additional monitoring equipment to monitor and model the basin with higher resolution with RW being recharged.
3. Construct new recharge basins (two recharge sites recently acquired).
4. Improve recharge basin efficiencies through more frequent basin cleaning.
5. Provide water quality monitoring and modeling support.
6. Install water quality monitoring wells to check movement of recycled water ("mounding"), as well as validate detection time from recharge to first extraction wells (tracer testing).
References:
(1) Beaumont Basin Watermaster 2021 Annual Report - Draft - April 6, 2022 (2) Beaumont Cherry Valley Water District, 2020 Water Shortage Contingency Plan
Recycled Water (RW) Program Implementation Plan
OUTLINE
Recycled Water Program Implementation Plan
OUTLINE – April 2023 8 of 13
Governance Model Options
A. Current Method - 2X2 Coordination Meetings
The current method of coordination between the three agencies has been through 2X2 meetings with representatives from the Boards/City Councils of the respective agencies and key staff including their General Managers, City Managers, and other staff.
Advantages:
This coordination method is familiar, and the participants understand the process.
Disadvantages:
Information is not received by all three parties at the same time. Only a portion of each agency is represented. There is no set schedule for the meetings creating long information exchange gaps.
B. Joint Power Authority
A Joint Power Authority (JPA ) could be made up of representatives from each of the three agencies, plus potentially, a representative from a group that is directly impacted by the actions of the JPA, specifically the business community (businesses and developers). The JPA could be comprised of two representatives from each agency (voting member) and one member from the development community (e.g., President of NAIOP, Commercial Real Estate Development Association, Inland Empire Chapter).
This would be a seven-member board to avoid a tie vote, only elected representatives from each agency would be on the Board.
Advantages:
A JPA (Beaumont Valley Water Reclamation Authority) could provide a unified approach to the use of recycled water in the Beaumont Valley. Information would be disseminated to all parties at the same time. It would provide a cohesive multi-agency that represented the entire Beaumont Valley, when dealing with local, State, and Federal elected official. This would be very important when pursuing grants for capital improvements, upgrades, etc. It would help to minimize overlapping or duplicate activities.
Disadvantages:
May be perceived as bypassing fully elected boards. It would require all three agencies to agree to the formation, composition, powers, and obligations of the JPA.
Recycled Water (RW) Program Implementation Plan
OUTLINE
Recycled Water Program Implementation Plan
OUTLINE – April 2023 9 of 13
C. Independent Oversight Group
This option would consist of creating a new group that could be created from either representatives designated by the agencies or other public groups. It would have no agency staff or elected board/council members. The oversight group would provide oversight of the program and provide an annual plan of operations that would be reviewed by the three agencies.
Advantages: A separate political entity with no specific agency controlling voting would establish a customer centric governing body without the "legacy" of previous interactions between elected groups.
Disadvantages: Agencies would have to relinquish authority to a potentially un-elected body (appointment based). It would have to be determined if this option is legally possible.
Recycled Water (RW) Program Implementation Plan
OUTLINE
Recycled Water Program Implementation Plan
OUTLINE – April 2023 10 of 13
Recommended Plan - Framework
The focus of the recommended framework is to concentrate on the core strengths of each agency, build on previous work and discussions, and clearly define the suggested role of each agency.
Roles and Activities
City of Beaumont
1. Operate and maintain the sewer collection system, sewer treatment plant, and recycled water production which meets permits and regulatory requirements.
2. Be the RWQCB permit holder.
3. Enter into an agreement with BCVWD to take or pay for all the recycled water produced over the 1.8 MGD required for permit compliance.
4. Sell all recycled water produced in excess of the environmental requirements to BCVWD for a price equal to 50% of the cost of SWP replenishment water from SGPWA.
5. Lease property to BCVWD for a forebay and pump station for 99 years at $1/yr.
6. Operate and maintain the sewer treatment plant in full compliance with both the RWQCB discharge permit and DDW operating permit.
7. Produce recycled water which will meet all water quality requirements for all Title 22 approved uses and indirect potable recharge through groundwater recharge.
8. Join in supporting political outreach to secure grants of operation, maintenance, and capital construction of the recycled water program.
Benefits to City of Beaumont
1. Provides a consistent revenue source through the sale of recycled water.
2. Would lower irrigation water rates for City landscape accounts if recycled water is priced lower than current non-potable water.
3. Creates storage credits that can be purchased by developers seeking a water supply for new developments from BCVWD’s storage account.
Beaumont Cherry Valley Water District
1. Build, operate, and maintain all facilities needed to accept and distribute all of the recycled water produced by the City and use it for all approved uses, including groundwater recharge.
Recycled Water (RW) Program Implementation Plan
OUTLINE
Recycled Water Program Implementation Plan
OUTLINE – April 2023 11 of 13
2. Enter into a take-or-pay agreement and will pay City 50% of the cost of SWP replenishment water for all recycled water produced by the City.
3. Include in the agreement with the City a commitment to hold and save harmless the City against any and all claims arising from the District's distribution and use of the recycled water provided by the City.
4. Receive the recycled water at the boundary of the WRP .
5. Assist the City to modify the WRP discharge permit to include groundwater recharge discharge for groundwater recharge.
6. Assist the City in completing the 1211 Change of Use Permit (CUP) process and potentially an Advanced Management Plan (AMP).
7. Join in supporting political outreach to secure grants of operation, maintenance, and capital construction of the recycled water program.
8. Assist City BCVWD in obtaining a groundwater recharge permit for groundwater recharging.
Benefits to Beaumont Cherry Valley Water District
1. Beneficial use recycled water and drought proofing irrigation use.
2. Would be a local supply of water for BCVWD resident and commercial/industrial customers.
3. Disencumbers non-potable water supplies for potential treatment and use as potable water.
4. Reduce dependence on imported water.
5. Would utilize existing investment and facilities therefor eliminating stranded costs.
San Gorgonio Pass Water Agency
1. Will expand current hydrological modeling to include adding additional sensors as needed to verify basin mixing, mounding effects, tracer studies to establish transit time for recycled water under differing operating conditions.
2. Make their basin(s) available during local recycled water demand periods for recharge to ensure that all the excess recycled water is recharged in the Beaumont Basin.
3. Host the JPA meetings at their headquarters.
4. Join in supporting political outreach to secure grants of operation, maintenance, and capital construction of the recycled water program.
Benefits to San Gorgonio Pass Water Agency
1. Reduces pressure on State Water Project supplies and pursuing one-time transfers.
Recycled Water (RW) Program Implementation Plan
OUTLINE
Recycled Water Program Implementation Plan
OUTLINE – April 2023 12 of 13
Governance
1. City, BCVWD, and SGPWA to support the creation of the JPA consisting of two elected council/board members from each agency, and one representing the development community in the Beaumont Valley.
2. The JPA will meet at the SGPWA board room on a quarterly basis, or as determined by the Board.
Plan Benefit to all parties involved:
• Builds consensus for beneficial use of recycled water in the Beaumont Valley.
• Creates a united focus and approach to recycled water use. • Improves communication between the agencies by gathering everyone to general meetings, rather than 2X2 format.
• Improves political impact in securing local support for grants and other funding.
• If a developer member is included, the political support of the private sector could be added to increase political effectiveness in securing grants and other funding.
Recycled Water (RW) Program Implementation Plan
OUTLINE
Recycled Water Program Implementation Plan
OUTLINE – April 2023 13 of 13
ATTACHMENT 1
CHANGE OF USE PERMIT (CUP) PROCESS
Staff Report
TO: City Council
FROM: Thaxton Van Belle, General Manager of Utilities
DATE June 20, 2023
SUBJECT: Award a Professional Services Agreement to Albert A. Webb Associates to Provide Engineering Services for Wastewater Treatment Plant Site Improvements.
Description Award a professional services agreement to Albert A. Webb Associates in an amount not to exceed $264,680.
Background and Analysis:
In October 2018, the City began the Wastewater Treatment Plant (WWTP) Salt Mitigation Upgrade and Expansion project. The project is now substantially completed and running as intended. The project included the removal of several facilities resulting in large areas of native undeveloped landscape. The exposed dirt landscape calls for the need to address protecting graded slopes, mitigating stormwater runoff, dust control, weed abatement, and improved aesthetics. This is also an opportunity to address the lack of parking at the facility by incorporating a parking lot as part of the landscaping/ground cover. Additionally, improvements to the WWTP entrance gate to allow for trucks to fully pull in from Fourth Street will enhance safety, security, and functionality. Lastly, the WWTP is operating with a temporary vactor truck dump station.
Staff recommends a permanent, professionally designed and engineered dump station for proper operations and to reduce the load on the existing headworks equipment.
A Request for Proposal (RFP) was developed, with MLF Consulting aiding in the scope, and released on April 6, 2023, in accordance with Beaumont Municipal Code Section
3.02.040. The RFP closed on May 11, 2023, and the City received one proposal from Albert A. Webb Associates (WEBB).
Albert A. Webb Associates, Professional Engineering Services – $264,680
While the City only received one bid, the RFP document was viewed 167 times and fully downloaded by 63 individual firms. Staff reviewed the submittal and deemed it responsive and reasonable. WEBB was the designer of the WWTP upgrade and expansion project and has a thorough knowledge of the facilities. With WEBB staff
having previously worked on the WWTP upgrade and the City’s selecting a vactor dump station concept designed by WEBB at another facility, no ramp-up time is needed to become familiar with the project. The proposal was presented and reviewed by the finance subcommittee on June 9, 2023.
Fiscal Impact:
WWTP Budget Amount Paid to Date Remaining
Design $ 2,697,943 $ 2,566,071 $ 131,872 Construction
Management $ 6,565,382 $ 6,503,471 $ 61,911 Equipment $ 252,906 $ 340,420 $ (87,514) Permits $ 324,777 $ 121,450 $ 203,327 Construction $ 53,910,737 $ 51,047,293 $ 2,863,444 Contingency $ 11,624,253 $ 8,884,533 $ 2,739,719 Unallocated $ 958,436 $ - $ 958,436 Total $ 76,334,432 $ 69,463,238 $ 6,871,194
The Professional Services Agreement will be charged to the WWTP Salt Mitigation Project which has the funds available to support the NTE $264,680 proposal amount.
Staff estimates the cost to prepare this report to be $340.
Recommended Action:
Award a Professional Services Agreement to Albert A. Webb Associates to Provide Engineering Services for Wastewater Treatment Plant Site Improvements.
Attachments:
A. RFP
B. WEBB Proposal
C. WEBB Cost Sheet
D. Professional Services Agreement
Request for Proposals
Website:
www.beaumontca.gov
Address:
550 E. 6th Street
Beaumont, CA 92223
Phone:
951.769.8520
Engineering Services
Wastewater Treatment Plant
Site Improvements
Questions Due By:
2:00 P.M.
Thursday, April 20, 2023
Proposals Due By:
2:00 P.M.
Thursday, May 11, 2023
Contact:
Grace Wichert
Procurement and Contracts Specialist
[email protected]
RFP Available:
www.publicpurchase.com or
https://www.beaumontca.gov/949/Bids-and-RFPs
Engineering Services
WWTP Site Improvements City of Beaumont
Request for Proposal
2 INTRODUCTION The City of Beaumont (City) is requesting responses to this REQUEST FOR PROPOSAL (RFP) for selection of a qualified firm (Consultants) to provide Engineering Services to complete various site improvements at the City’s Wastewater Treatment Plant located at 715 E. 4th Street consisting of three separate capital projects (the “Project”). The selected consultant will be one that has demonstrated experience and professionalism in the preparation of final construction documents and specifications required for final city plan approvals. Responses must conform to the requirements of this Request for Proposal (RFP). The City reserves the right to waive any irregularity in any proposal, withdraw or amend this RFP or reject any proposal that does not comply with this RFP or City policies.
BACKGROUND The City of Beaumont was incorporated in November 1912. The city is located in the western portion of Riverside County and is bounded on the west by Calimesa and unincorporated areas, on the north by the unincorporated County areas (Cherry Valley), on the south by unincorporated County areas and the City of San Jacinto, and on the east by the City of Banning. The land area within the City’s boundaries is approximately 26 square miles. The City desires to prepare preliminary and final construction plans to complete the following generally described site improvements consisting of three separate projects at the City’s Wastewater Treatment Plant (“WWTP”):
PROJECT #1 (1) Address overall dust and erosion control problems throughout the WWTP causing runoff of silt and mud into critical facilities from graded slopes within the WWTP. Generally open and unused areas to be cleared and covered with stabilized and compacted gravel. Graded slopes to be evaluated for stabilization with appropriate measures, including structural block, crib-wall, or concrete retaining walls where necessary.
NOTE: Various utilities (electrical, gas and water) may be located within graded slope areas; reference to existing WWTP utility drawings and positive location control of existing utilities will be required to adequately protect existing utilities where necessary. Focused attention on providing engineered solutions to eliminating all erosion and runoff into the following areas:
Engineering Services
WWTP Site Improvements City of Beaumont
Request for Proposal
3 Headworks Facility / Influent Pump Station
Administration / Membrane Treatment Facility
Engineering Services
WWTP Site Improvements City of Beaumont
Request for Proposal
4 UV Disinfection Facility
Engineering Services
WWTP Site Improvements City of Beaumont
Request for Proposal
5 (2) Construction of new truck access road along east side of WWTP to provide improved truck circulation to the Solids Loading Facility as generally shown below. Access road to be constructed with engineered design of asphalt concrete pavement or compacted gravel, 20 feet wide, or as otherwise directed by the City. Access road to address onsite stormwater drainage as required.
Engineering Services
WWTP Site Improvements City of Beaumont
Request for Proposal
6 (3) Improved parkway landscaping – 4th Street frontage at WWTP Entrance. New landscaping is requested to improve and beautify the entrance to the WWTP in the area generally identified below.
Engineering Services
WWTP Site Improvements City of Beaumont
Request for Proposal
7 (4) Construction of a 15-20 space permanent parking lot is required in the area generally identified below. ADA spaces to be designated adjacent to the Administration / Membrane Treatment Facility building. Stairway / access to be provided from parking lot to access roadway. Parking lot design to accommodate on-site storm water drainage.
PROJECT #2 Develop preliminary and final plans for new security access gates and main entrance. The intent is to relocate the existing manual chain link entrance gates and replace with two separate sets of formalized security gates controlled by an appropriate security system with computerized access pad. One entrance for vehicles and one entrance for commercial trucks. Included is an opportunity between the two entrances for an entry monument and formalized landscape entrance as generally shown below. Landscaping options for the open area (existing gravel) and within the area along the east side of the entrance should be provided. Extension of security fencing consisting of decorative wrought iron or other selected fencing will be required. New entrance lighting will be required.
Engineering Services
WWTP Site Improvements City of Beaumont
Request for Proposal
8 Included as part of Project #2 is the design development (conceptual plan), and final design including required construction details, for construction of a new monument sign to be installed at the entrance to the WWTP and related landscaping plans. The selected Consultant will be responsible for developing conceptual plans for a monument sign and landscaping for City Council approval, and subsequent construction documents for its installation.
Engineering Services
WWTP Site Improvements City of Beaumont
Request for Proposal
9 PROJECT #3 Develop preliminary and final plans for construction of a new dump station for the City’s vactor trucks that service the sewer collection system and lift stations. The dump station will include a new inlet connection to the existing 30” sewer main extending along the southerly side of the WWTP in the area generally shown below. City has given preliminary consideration to a dump station design constructed at the Willow Creek Wastewater Treatment Plant (Lake Arrowhead) consisting of a recessed design and use of prefabricated 35-cubic yard dewatering bins to collect solids for disposal to landfill by the solid waste hauler. Photos showing the existing Willow Creek dump station are included as reference.
Engineering Services
WWTP Site Improvements City of Beaumont
Request for Proposal
10
Engineering Services
WWTP Site Improvements City of Beaumont
Request for Proposal
11 SCOPE OF SERVICES The Scope of Services for Engineering Services is attached as Exhibit A.
ADDITIONAL RESPONSIBILITIES The Consultant shall be responsible for completing the specified services in accordance with the City’s Professional Services Agreement by Independent Contractor, a sample of which is attached (Exhibit B).
TERM The initial term of the agreement shall be determined upon need of services and consistent with City policy. The Consultant Team shall be responsible for completing the specified services in accordance with the City’s Professional Services Agreement (Exhibit B).
PROPOSAL REQUIREMENTS The proposal shall clearly address all the information requested herein. To achieve a uniform review process and obtain the maximum degree of comparability, it is required that proposals be organized and contain all information as specified below: A. Cover Letter: Maximum of two (2) pages serving as an Executive Summary, which shall include an understanding of the Scope of Services. The RFP shall be transmitted with a cover letter that must be signed by an official authorized to bind the Consultant contractually. The letter accompanying the RFP shall also provide the name, title, address, and telephone number of individuals with the authority to negotiate and contractually bind the Consultant. The cover letter constitutes certification by the Consultant, under penalty of perjury, that the Consultant complies with nondiscrimination requirements of the State and Federal Government. An unsigned proposal or one signed by an individual unauthorized to bind the Consultant may be rejected. B. Introduction/Information: Introduction of the service proposal, including a statement of understanding for the types of services proposed. Provide a discussion on how the objectives of the Scope of Services will be accomplished. Provide the name of the firm submitting the proposal, its mailing address, telephone number, and the name of the individual to contact if further information is required. Any participating firms and proposed sub-Consultants shall be identified and included in the proposal (all sub-Consultants must be approved by City prior to signing the agreement with City). C. Approach: Provide the firm’s approach to delivering the scope of services. Include a description of the firm’s approach to communicating effectively with City staff and officials, other jurisdictional stakeholders, and the public, to facilitate successful delivery of assigned tasks. D. Firm Profile: Provide a description of the firm, including number of professional personnel, years in business, office location(s), organizational structure (e.g., corporation, partnership, sole practitioner, etc.), areas of expertise, and relevant experience. Include any other information which should be considered, such as any
Engineering Services
WWTP Site Improvements City of Beaumont
Request for Proposal
12 special services or customer service philosophy which define your firm’s practice. E. Location: Location of principal office that will be responsible for the implementation of this contract. F. Organization, Key Personnel, and Resumes: Provide an organization chart and a summary description of the key personnel who will be involved in this project, their roles and responsibilities, and their experience in similar past projects. The proposal must name a project manager. In addition to this summary, full resumes should be provided. G. Project Experiences: Provide a list of at least three projects related to the scope of the work within the last five years. H. References: Three to five references to include: name, address, contact person and phone number of the company, length of time services were provided, and a description of the services provided. I. Scope of Services: Provide a description of the tasks, sub-tasks, and deliverables that will be provided. The Scope of Services should include a detailed description of all work described in Exhibit A, as well as any additional work items identified by the Consultant as necessary to the completion of the project design. The Scope of Services should be presented in a logical format that can be easily attached to the Professional Services Agreement (Exhibit B). J. Cost Proposal: The cost proposal should detail and itemize all costs related to the services requested as outlined in the Scope of Services. An estimate of any additional fees that may accrue over the course of the contract should also be itemized. All hourly fee schedules should be based on the consultant’s current fee schedule rates. Rates shall be fixed for the duration of the contract. The costs proposal shall clearly identify the estimated man-hours by classification and expenses required for each task, separated by team members, including all sub-consultants and contractors required to complete the Scope of Services. K. Additional Information: Any other information which should be considered, such as any special services or customer service philosophy which define your firm’s practice. L. Insurances: The selected Consultant will be required to provide insurance certificates as listed in draft copy of “Professional Services Agreement” (Exhibit B). Consultant should refer specifically to the draft agreement, Section 6 and 7, for specific language, amounts, and information.
SUBMITTAL Three (3) bound copies, one (1) unbound copy and one (1) color digital PDF copy of the proposal must be submitted no later than 2:00 P.M., Thursday, May 11, 2023. The cost proposal shall be submitted in a separate sealed envelope. Electronic or faxed copies of proposals will not be accepted. Proposal must be titled “RFP for Engineering Services- WWTP Site Improvements”.
Engineering Services
WWTP Site Improvements City of Beaumont
Request for Proposal
13 Proposals for this RFP shall be directed in writing to: City of Beaumont c/o Grace Wichert 550 E. 6th Street Beaumont, CA 92223 Once submitted, proposals, including the composition of the consulting staff, cannot be altered without prior written consent of the City. All costs associated with preparation of any proposal shall be the sole responsibility of the proposer. Each proposal shall be limited to a maximum of 30 pages (not including resumes), using minimum 12-point font size. *DUE DATE FOR REQUESTS FOR CLARIFICATIONS (RFC) IS April 20, 2023, AT 2:00 PM.
All RFC’s and responses will be posted on Public Purchase.
SCHEDULE The City’s tentative schedule for the proposal and selection are as follows:
Event Date RFP Issued April 6, 2023 RFC/ Questions submitted on RFP deadline April 20, 2023 @ 2:00 P.M.
Proposals Due May 11, 2023 @ 2:00P.M.
Interviews (if required) TBD
Award Date June 2023
CONFIDENTIALITY Prior to the proposal submittal deadline, all proposals will be designated confidential to the extent permitted by the California Public Records Act. After the proposal submittal deadline, all responses will be regarded as public record and will be subject to review by the public. Any language purported to render confidential all or portions of the proposals will be regarded as non-effective and will be disregarded.
Engineering Services
WWTP Site Improvements City of Beaumont
Request for Proposal
14 AMENDMENTS TO REQUEST FOR PROPOSALS The City reserves the right to amend the RFP by addendum prior to the final proposal submittal date. Addenda will be posted on PublicPurchase.com.
NON-COMMITMENT TO CITY The City reserves the right to reject any and all proposals and to waive informalities and minor irregularities in any proposal reviewed. The City may reject any proposal that does not conform to the instructions provided in this RFP. Additionally, the City reserves the right to negotiate all final terms and conditions of any proposal received before entering final contract.
CONFLICT OF INTEREST The Consultant shall disclose any personal or professional financial, business, or other relationships with the City that may have an impact on the outcome of this contract or any resulting project. The Consultant shall also list current clients who may have a financial interest in the outcome of this contract.
PROPOSAL EVALUATION/SELECTION The City intends to engage the most qualified Consultants available that demonstrate a thorough understanding of the City’s needs. City staff will use the following criteria to evaluate the proposals:
Criteria & Scoring Points Completeness and Understanding of the Scope of Services 25 Demonstrated Quality Team, Qualifications, Availability, and Approach 25 Demonstrated Experience with Local, State, and Federal Requirements 20 References 20 Proposed Fee Schedule 10 Total 100
The City may request a qualification interview with the highest ranked Consultant(s) prior to determining the final ranking. The City reserves the right to reject any and all proposals.
EXHIBITS A. Scope of Services B. Professional Services Agreement -----END OF REQUEST FOR PROPOSAL----
EXHIBITS TO FOLLOW
City of Beaumont
Request for Proposal
Engineering Services
WWTP Site Improvements
Exhibit “A”
Scope of Service
City of Beaumont
Request for Proposal
Engineering Services
WWTP Site Improvements
The intent of this Request for Proposal (RFP) is to secure the services of a qualified professional firm (Consultants) to provide Engineering Services (inclusive of Landscape Architectural Services) to complete various site improvements at the City’s Wastewater Treatment Plant located at 715 E. 4th Street (the “Project”). The selected consultant will be one that has demonstrated experience and professionalism in the preparation of final construction documents and specifications required for final city plan approvals. Consultant must be proactive and knowledgeable of all regulations required for project acceptance. Consultant shall be an advisor, advocate, and produce a product with the best interest intended for the City within the required schedule and budget. The following Scope of Service is provided as a guideline and is intended to identify the City’s initial expectations and requirements. Consultants may suggest modifications to the proposed Scope of Services and shall expand the scope to include additional and/or optional tasks if deemed necessary to execute and facilitate the proposed services to complete the Project. At a minimum, the following specific tasks are to be included in the proposed Scope of Services:
Design Development (WWTP Entrance Monument Sign & Landscaping):
• Participate in an initial meeting with the Management Team and Project Manager to review the proposed project. • Prepare alternative conceptual plans for an entrance Monument Sign and landscaping in areas designated for landscaping by the City. The conceptual plans should consider lighting elements for night-time illumination of the monument sign and overall entrance to the WWTP. • Prepare cost estimates for the alternative conceptual plans. • Provide schematic design set of drawings for the Monument Sign and landscaping for review by City staff, revise in accordance with City comments, and present Conceptual Plans for City Council review and approval.
Construction Document Phase:
• Title Sheet Preparation
• Unless otherwise provided by the City, provide a geotechnical engineering report to address site conditions for construction of structural elements (e.g. retaining walls, paved surfaces) • Unless otherwise provided by the City, provide topographic survey of areas within the WWTP to be improved. • Prepare topographic survey plat in AutoCAD format to illustrate found improvements, control points (if any), and other information necessary to adequately convey survey control for construction of the improvements within the existing medians. • Develop a CAD Base Sheet @ 16-scale.
• Provide a demolition plan showing all items proposed to be removed and items
City of Beaumont
Request for Proposal
Engineering Services
WWTP Site Improvements
to remain.
• Prepare construction plans that include layout and detail of hardscape and softscape improvements, and monument sign (and lighting / electrical improvements for the monument sign if included as part of the approved conceptual plan) and landscaping improvements. • Preparation of hardscape and softscape construction details. • Preparation of bid documents and technical specifications. • Preparation of quantities and estimates, and an itemized bid schedule for bidding.
Electrical Engineering:
• Evaluate existing lighting and electrical system for interconnection and extension of electrical for new lighting system for monument sign and entrance lighting. • Design power system from existing electrical system to new lighting fixture(s) including electrical controls and all fixture and equipment specifications.
Structural Engineering:
• Evaluate existing graded slopes and provide design plans for block wall, crib wall or concrete retaining wall elements to address soil erosion and stormwater runoff; evaluate protection of existing utilities where necessary.
Construction Administration
• Pre-Construction Meeting
• Submittal Review
• Assistance with Request for Information (RFI) or Question responses • Construction observation site visits
• Project Administration and Telephone Consultation as needed throughout the project.
Other Key Requirements: Consultant shall be available for meetings and site visits including but not limited to: design development, progress meetings, irrigation review, pre-construction, hardscape element layout, etc. -----END OF SCOPE OF SERVICES----
Proposal to Provide Professional Engineering Services
Prepared for
May 11, 2023
Wastewater Treatment Plant Site Improvements
Section A. Cover Letter ..............................................................01 Section B. Introduction/Information ...........................................02 Section C. Approach ..................................................................05 Section D. Firm Profile ................................................................07 Section E. Location ....................................................................07 Section F. Organization, Key Personnel, and Resumes .............08 Section G. Project Experiences ..................................................19 Section H. References ................................................................26 Section I. Scope of Services ......................................................27 Section J. Cost Proposal ............................................................31 Section K. Additional Information ...............................................31 Section L. Insurances .................................................................31 Table of Contents
1 May 11, 2023
City of Beaumont
c/o Grace Wichert
550 E. 6th Street
Beaumont, CA 92223
RE: Request for Proposals for Engineering Services - Wastewater Treatment Plant Site Improvements Dear Ms. Wichert:
Enclosed is Albert A. Webb Associates’ (WEBB) proposal to provide engineering services for the Wastewater Treatment Plant Site Improvements for the City of Beaumont (City). The City needs a trusted and experienced technical team to manage and lead this project.
The WEBB Team designed the WWTP Upgrade project and therefore has a complete understanding of all aspects of the Plant. The Plant underwent a recent upgrade and expansion to increase its capacity to 6 MGD. However, this expansion resulted in the removal of several facilities and the creation of more exposed dirt areas, requiring the protection of graded slopes from erosion and runoff into the stormwater system.
In addition, the City aims to enhance the functionality, safety, and aesthetics of the plant entrance by reconfiguring the on-site gate and upgrading the landscaping to include an entry monument. The final component of this project involves the construction of a permanent receiving station for vactor truck discharges. Currently, the plant receives vactor discharge at a temporary facility. Each of these projects will be discussed in detail to ensure the City’s objectives are met efficiently and effectively.
Several of our team members also worked on the WWTP Upgrade project and therefore require no ramp up time. Our team members will remain committed for the duration of the project. As a result, you can be confident your water system improvements will be successfully completed in a timely and professional manner. We look forward to the opportunity to continue working together. If you have any questions regarding our proposal, please contact me directly at 951.830.3389, or by email at [email protected].
Sincerely,
Brian Knoll, PE
Chief Operations Officer
Albert A. Webb Associates
3788 McCray Street
Riverside, CA 92506
951.830.3389 / FAX 951.788.1256
[email protected]
Corporate Headquarters
3788 McCray Street
Riverside, CA 92506
T: 951.686.1070
Section A. Cover Letter
THANKS FOR
CONSIDERING
WEBB TO BE
YOUR PARTNER.
2 Section B. Introduction/Information
Statement of Understanding for Services Proposed
The City of Beaumont’s Wastewater Treatment Plant has recently been upgraded and expanded to a capacity of 6 MGD.
As part of the Upgrade Project, several facilities were removed and replaced with more advanced systems that required significantly less space and has resulted in more exposed dirt areas. There are also graded slopes that need to be protected from erosion and runoff going into the stormwater system. The City would also like to improve the functionality, safety and aesthetics of the Plant entrance by reconfiguring the gate on-site as well as upgrading the landscaping to include an entry monument. The final component of this project is to construct a permanent receiving station for vactor truck discharges. The Plant currently receives vactor discharge at a temporary facility. Each of these projects will be discussed individually below.
Dust/Erosion Mitigation and Sludge Truck Access Project As seen in Photos 1 and 2, there are large areas of the Plant that are now vacant following the completion of the Upgrade Project. These areas were previously where the
aeration basins were located. The City desires to provide a gravel ground cover to minimize dust and weeds. These improvements will reduce maintenance and enhance
equipment longevity by keeping equipment cleaner. There are also graded slopes that need to be protected from
erosion (see Photo 3). Slope protection is particularly important in the area around the Influent Pump Station.
The mitigation measures may include landscaping, slope
stabilization mats, and crib walls. There is also a need to protect the UV Disinfection system from stormwater runoff entering the channels. A curb will be constructed around the channels to prevent runoff intrusion.
Legal Name: Albert A. Webb Associates
Legal Form of Company: Corporation
Representative: Brian Knoll, PE
Chief Operations Officer
3788 McCray Street
Riverside, CA 92506
951.830.3389
(Left) Photo 1 and (Right) Photo 2 showing large areas of the Plant that are now vacant following the completion of the Upgrade Project.
Photo 3 - Graded slopes need protection from erosion
3 The final components of this phase of the project will be to enhance the driveway circulation and parking at the Plant. The current circulation through the Plant for the sludge hauling trucks is to travel into the Plant and traverse through/around several other facilities to get to the Sludge Loading Station or to drive across the open dirt area and turn around. The City would like to improve truck circulation and eliminate the need to drive through other areas of the Plant so a new paved access road will be constructed near the Sludge Loading Station. Also, the area between the Sludge Building and EQ Basin will be paved to create 10-15 new parking spaces for the operations team to utilize (See Photo 4). The parking area will include a stairway for easy access to the Membrane Treatment Building where their offices are located.
Entrance Gate, Landscaping and Entry Monument
The entry gate to the Plant has always been located just off Fourth Street and is equipped with a manual chain-link gate. The configuration and functionality of this entrance is challenging and potentially unsafe for the operations team, vendors and visitors because there is inadequate space
to fully pull off Fourth Street when the gate is not open.
The visual aesthetics could also be improved with new
landscaping, lighting, and an entry monument. This phase of the project will reconfigure the gate and fence so that trucks and passenger vehicles can exit Fourth Street with the gate closed. The gates will be equipped with security keypads to facilitate access for the operators and increase security of the Plant. Our team will work with the City to develop a concept for the fence, gate, landscape, lighting, and monument. Once the concepts are confirmed by the
City, the final plans, specifications and bidding documents will be prepared. An example of a similar facility is shown in Photo 5.
Photo 4 - Area between the Sludge Building and EQ Basin will be paved to create 10-15 new parking spaces for the operations team to utilize.
Photo 5 - Concept for the fence, gate, landscape, lighting, and monument.
4 Vactor Dump Station
The City’s operations team periodically needs to pump
out lift station wet wells, sewer pipelines, storm drain catch basins and other facilities. Vactor trucks are utilized for this work and those trucks are then brought to the
City’s Plant for disposal. By nature of this work, the vactor loads are filled with various solids and debris that can be harmful to the Plant equipment. The act of dumping the
vactor trucks is also messy and challenging. Therefore, a new permanent Vactor Dump Station is needed to better
facilitate this process. The City has selected a design concept based upon WEBB’s design and constructed
for Lake Arrowhead CSD at their Willow Creek WWTP.
This concept includes utilizing a roll-off dumpster with an integrated screen to remove solids from the liquid
prior to discharging the liquid into the influent sewer. See Photos 6 and 7. This facility is anticipated to be located in the southeast corner of the Plant adjacent to the existing 30-inch influent sewer pipeline. The facility will be designed in a manner to allow access for the vactor trucks as well as the waste management haulers who will deliver and pick up the roll-off bins.
Project Bidding/Phasing Strategy
These projects are somewhat unique and specialized and can be bid as separate contracts. However, we would like to explore the opportunity with the City to make them into one construction project. There are synergies between the three that would provide the City economies of scale and simplify the coordination and contracting efforts. Ultimately, we believe the City will get a better and more cohesive project if they are combined. For purposes of our scope of work and budget, we have assumed that they will all be included in one bid package and will be administered as one project.
Photo 6 - Willow Creek Vactor Station, Lake Arrowhead
Community Services District - Showing a roll-off dumpster with an integrated screen to remove solids from the liquid prior to discharging the liquid into the influent sewer.
Photo 7 - WEBB designed Lake Arrowhead Community Services District’s Vactor Truck Dump station for the Willow Creek Wastewater Treatment Plant
5 Section C. Approach
Scope of Services Objectives and Methodology
WEBB understands the absolute need for strong project management. We recognize the critical issues associated with schedule, budget management, and communication. Communication and coordination between the engineering consultant and the City is paramount to each project. To guarantee continuous and effective communication, a project manager will be assigned to each project to serve as the primary point-of-contact to the City and a principal-in-charge will be monitoring the entire process. Our project manager makes it a priority to attend all meetings between the City and the project proponents during the project. This will ensure a constant and effective way of communication resulting in strong budget and schedule control.
Responsiveness and Proximity
Our project management and delivery approach has two major elements: (1) use an experienced project management team with detailed experience of the project area, clear understanding of the City’s facilities and preferences, and clearly defined responsibilities and proven management tools to deliver this complex project that meets the City’s needs on budget and on schedule, and (2) have a detailed delivery plan that is understood and accepted by the City and the consultant team, with deliverables completed on schedule for timely decision making.
Management Responsibilities and Procedures
Brian Knoll, PE, will be the direct point-of-contact with the City’s project manager for all contractual matters focusing on resolving any critical contract issues as soon as they are identified. Brian has the authority to commit firm resources and will support the project manager in managing the overall scope, schedule, and budget. Brian’s experience on large multi-disciplinary projects has trained them to look forward to identify and prevent potential delay-causing issues.
The project manager will be responsible for the day-to-day project and technical management which includes:
• Facilitating frequent and consistent communications with the City • Implementing the overall delivery plan
• Managing the overall scope, schedule, and budget
• Implementing the QA/QC Program
• Overseeing the project controls staff for timely project management reports Shane Bloomfield, PE, will be responsible for facilitating final decisions by the City, coordination, management, communicating to the project team and the City project manager, preparing and reviewing design deliverables, and directing design support service disciplines and specialty subcontractors. Shane will assist in presenting the technical work at meetings and documenting action items and decisions.
The Team QA/QC and Project Management Plan will facilitate successful project execution. Management tools, procedures, and a delivery plan are all contained in a comprehensive Project Methodology Plan that is prepared at the beginning of the project and is updated throughout the project. Having a comprehensive and detailed Project Management Plan is essential for delivering a major design project with an integrated team consisting of the City, multiple stakeholders, multiple disciplines, and many deliverables. The City input into the plan will be essential to make certain it is an effective tool, adequately used, and meets your needs. An outline of the Project Management Plan and some initial comments and items to be included, in addition to our detailed Communication Plan, are as follows:
Schedule Management
A preliminary schedule will be prepared, provided, and discussed. In collaboration with the City, the project schedule and milestones will be evaluated and then modifications will be made to set the final baseline schedule during the initial project kick-off process. The baseline schedule will be monitored and tracked by our project manager to maintain the
6 project milestones and manage critical path items. A tracking schedule will be provided with monthly updates and all schedule variances identified. Actions required to correct schedule deviations will be developed and implemented by the team. The project schedule is an effective management tool when developed and maintained to guide the design team through the tasks required to successfully complete a project. WEBB uses Microsoft Project software to schedule and track project tasks.
Cost/Budget Management Plan
The proposed project budget will be prepared based on tasks required to successfully complete the project. Our project manager will track the final budget compared to the actual earned value, task completion, and cost-to-date and will identify any project cost variance monthly. Corrective actions will be taken to maintain the project budget. If changes to the scope and budget are deemed necessary, our project manager will work with the City to justify the need and clearly define the impacts.
Communication Plan and Management
Communication between all team members and the City is critical to its success. A key differentiator between our project team and our competitors is our physical location and our ability to meet with the clients and stakeholders quickly. We are committed to providing consistent communication by having required members of the project team available for all City meetings.
Issue Management/Risk Management
The tracking of project issues and management of risks is facilitated through a tracking log and available to the City and the project team. With issues being raised through email, phone calls, and meetings throughout the duration of the project, having a centralized document ensures project impacts are identified, logged, assigned, analyzed, acted upon, and addressed as part of the design process.
Quality Management Plan (QMP)
The quality control for this project will be embedded in every stage of the project development. Our QA/QC Program is designed to enhance the cooperation and synergy between the disciplines in-house, our design teams, sub-consultants, and the City. Our entire staff is part of the QA/QC Program and each plays a significant role in its implementation. As an underlying principle of our QA/QC Program, WEBB will utilize senior level staff to review work the product to utilize the experience and knowledge to each aspect of the project.
Project Sustainability
Reduce Errors & Omissions
Eliminate Valueless Activities
Provide Effective Design Solutions
Provide Maximum Value
--
7 Section D. Firm Profile
Albert A. Webb Associates (WEBB), a Corporation, has consistently provided civil engineering services to public sector clients throughout California since 1945. This means our clients receive the benefit of a financially stable firm that has withstood many diverse economic times. WEBB is a mid-size consulting firm with offices in Riverside and Murrieta to best meet the needs of all of our clients. WEBB has 180 associates and the in-house expertise to address the needs of cities, water and special districts, counties, regional agencies, and our partner firms within the industry. WEBB offers a broad range of services to meet the objectives of our clients which include project development, planning, design, entitlement, funding, permitting, construction management, and inspection.
Service Departments Owner and Principal Parties
Firm Specifics
• Water Resources
• Construction Management and Inspection
• Land Development Planning & Entitlement
• Land Development Engineering
• Traffic and Transportation Engineering
• Environmental Services
• Biological Resources
• Land Survey and Mapping Services
• Landscape Architecture
• Geographic Information Systems
• Matthew Webb, PE, TE, LS - President/CEO
• Scott Webb - Senior Vice President
• Steve Webb - Director of Risk Management
• Brian Knoll, PE- Chief Operations Officer
• Kevin W.M. Ferguson - Chief Development Officer
• Scott Hildebrandt, PE - Chief Strategy Officer
• Todd Smith - Chief Financial Officer
• Sam Gershon, RCE - Senior Vice President
• Bruce Davis, PE - Senior Vice President
• Dilesh Sheth, PE, TE - Senior Vice President
• Stephanie Standerfer - Vice President
• Jason Ardery, PE, TE, LLS, CPESC, QSD - Vice President • Joseph Caldwell, PE, CPESC, CPSWQ - Practice Area Leader • Emily Webb, J.D. - Senior Land Use and Entitlement Specialist 1945 180 60+
Founding Year Number of Employees Professional Licenses Corporate Headquarters:
3788 McCray Street
Riverside, CA 92506
951.686.1070
Section E. Location
8 Section F. Organization, Key Personnel, and Resumes
PRINCIPAL-IN-CHARGE
Brian Knoll, PE
Chief Operations Officer
C 65690
SUBCONSULTANTS
KleinfelderStructural Engineering
SKM, Inc.Electrical Engineering
PROJECT MANAGER
Shane Bloomfield, PESenior Engineer
C 77435
LANDSCAPE
ARCHITECTURE
Jeff Hutchins, PLA, ASLAManager
PLA 3815
Jessie Corea, PLALandscape Architect
PLA 6840
Shane Bloomfield PE, will head up the WEBB Team as the Project Manager. Shane’s experience covers a variety of improvements for wastewater treatment facilities. These include headworks design, yard piping, grading and civil improvements, drying beds and vactor truck dump stations. Brian Knoll PE, will be the Principal-in-Charge of this project based on his extensive experience in wastewater treatment facility design and upgrades, coordinating multi-disciplinary design teams to provide cost competitive design and construction support services. Brian’s most recent experience includes PVRWRF vactor truck dump station for the Eastern Municipal Water District, 14 MGD upgrade to WRCRWA’s facility in Eastvale, and the 14 MGD upgrade to the City of Beaumont’s wastewater treatment facility.
SKM, Inc., will provide electrical engineering services. WEBB and SKM have teamed on a number of wastewater treatment projects in the last five years, including the City of Beaumont’s WWTP Expansion. Structural engineering will be provided by Kleinfelder.
9 Shane Bloomfield, PE
Senior Engineer
Shane Bloomfield, PE, is a Senior Engineer with WEBB’s Water Resources Department.
Shane specializes in the design of public works projects consisting of major pumping plants, groundwater pumping wells, sewer collection system design, wet well rehabilitation, water distribution system design, wastewater treatment plant design, and hydraulic system modeling using various computer models. He has engineering design responsibilities for several projects for public works agency clients including the City of Ontario, City of Riverside, Jurupa Community Services District, Eastern Municipal Water District, and Crestline-Lake Arrowhead Water Agency.
REGISTRATIONS
Registered Civil Engineer C 77435 (CA)
EDUCATION
BS, Geology/Hydrology’
Brigham Young University
MS, Environmental Science & Engineering
Colorado School of Mines
AFFILIATIONS
National Groundwater Association (NGWA)
Vactor Dump Station - Willow Creek Wastewater Treatment Plant, Lake Arrowhead Community Services District – Shane was the Project Manager for the District’s project. WEBB provided engineering design services for the District’s of Willow Creek Wastewater Treatment Plant (WCWWTP) Upgrades. The overall plan for this facility was to simplify the existing facility for equalizing flow to the Grass Valley Wastewater Treatment Plant (GVWWTP). The modifications included changing the facility to provide only primary treatment, maximizing the existing storage ponds, lining the ponds, eliminating the discharge pipeline such that all discharge is directed only to the GVWWTP, upgrading the existing headworks structures (meter, grit chamber, primary clarifier) to meet the anticipated peak flow and evaluating one of the existing primary clarifiers.
With regards to the Vactor Dump Station, the District demoed the existing facility and WEBB designed the new Vactor Dump Station to be a trash enclosure as seen above. The site also features plenty of maneuverability for multiple trucks.
PVRWRF Vactor Truck Dump Station Design, Eastern Municipal Water District (District) - Shane serves as the Project Manager for the Districts design of a new Vactor Truck dump station at the District’s PVRWRF. The dump station will meet regulatory requirements and meet the District’s goals of 1) efficient operations, and 2) exceeding minimum safety standards at this Cal/STAR site for ergonomics, employee safety, safe walking surfaces, safe chemical handling and appropriate signage and controls for vehicular travel. The project includes preliminary and final design of a complete Vactor Truck dump station to include a roadway system for safe and easy ingress and egress, maneuvering space, containment berms and slopes, dumping area to accommodate up to six Vactor Trucks simultaneously, a connection to sewer for drainage, accessible wash down water, and an ergonomically friendly cleaning, effective and efficient solids handling area, a storage shed for lime, lighting, and vector control strategies. The design package includes all aspects of a fully functional Vactor Truck dump station. When complete, the station will become a model for future Vactor Truck dump stations for the District.
WWTP Expansion and Salt Mitigation Project, City of Beaumont (City) - Shane serves as the Civil Designer for the City’s WWTP Expansion. The existing WWTP needs to be expanded and upgraded. The WWTP is currently treating over 75% of its permitted capacity and therefore must begin the expansion process. Per the new Regional Water Quality Control Board’s updated Basin Plan, the City must begin
10 Shane Bloomfield, PE
Senior Engineer
reducing TDS being discharged from the plant. The City completed a feasibility study to identify the best way to expand and upgrade the plant.
Beaumont WWTP Expansion/Upgrade Preliminary Design, City of Beaumont Shane served as WWTP Expansion/ Upgrade Civil Engineer on the WEBB Team that prepared the project feasibility study, which analyzed two different options. The first was the Beaumont option which expands and upgrades treatment at the City’s WWTP. For this option three different WWTP configurations were evaluated. In addition, options were explored to dispose of waste brine from the advanced treatment system. The second option was to consolidate treatment with YVWD and deliver all wastewater flow there. For each option, detailed cost estimates were developed taking into account capital cost and O&M costs. In the end the City Council selected the Beaumont option. The preliminary design includes the preparation of 20%-30% plans for both the WWTP expansion as well as a 23-mile brine disposal pipeline connecting to the IEBL in San Bernardino.
The expansion project includes replacing 20 million gallons per day (MGD) of existing capacity with 26 MGD of new capacity. The improvements also include new solids processing facilities.
Temecula WRF Expansion, Eastern Municipal Water District (EMWD) - Shane served as a design engineer for EMWD’s 23 MGD Expansion Project at the Temecula WRF. As a consulting partner to CH2MHill, WEBB was responsible for all aspects of the civil design including site layouts, grading, yard piping, and utility relocations for the 5 MGD expansion of the plant. New facilities included headworks expansion, primary clarifiers, membrane bioreactor, site improvements, and associated yard piping.
Calipatria Surface Water Treatment Plant Chemical Feed (6 MGD), Golden State Water Company - For this project, Shane was responsible for the design of two 4.5-MG geo-membrane lined open raw-water reservoirs and four 1-MG welded steel reservoirs. Shane prepared the civil and mechanical drawings associated with the reservoirs, including inlet/outlet piping, concrete ring wall design, and site piping. Shane was responsible for review of the structural drawings for the steel reservoirs during the construction phase of the project.
Imperial Wastewater Treatment Plant Expansion (1.0 MGD), City of Imperial (City) - Shane served as Project Engineer for the Imperial Wastewater Treatment Plant Expansion (1.0 MGD) Project. The purpose of this project was to provide ad- ditional wastewater treatment capacity for the City and upgrade the City’s disinfection system. WEBB was responsible for the implementation of this 1.0 MGD wastewater treatment plant (WWTP) upgrade project. The firm had responsibility for all aspects of the project including preliminary engineering, environmental documentation and compliance, survey and map- ping, final facility design, bidding, construction management, inspection, and NPDES permitting. The upgrades to the City’s existing facility included the design of new headworks screening units, addition of an activated sludge extended aeration basin, reinforced concrete secondary clarifiers, blower building and blower units, upgraded UV disinfection system, sludge drying beds and sludge staging area, flow monitoring and sampling, electrical and controls upgrades, and all appurtenant process and yard piping.
Golden State Water Company - Bissell Tank and Treatment Plant, Golden State Water Company - Shane was responsible for the construction management and field inspection. His responsibilities also included submittal review, responding to questions during construction, monitoring schedules, reviewing payment requests, resolving change orders, performing materials testing for soils and concrete, and on-site field inspection during construction. For this project, Shane was responsible for the design of two 4.5-MG geo-membrane lined open raw-water reservoirs and four 1-MG welded steel reservoirs. Shane prepared the civil and mechanical drawings associated with the reservoirs, including inlet/outlet piping, concrete ring wall design, and site piping. Shane was responsible for review of the structural drawings for the steel reservoirs during the construction phase of the project.
11 Brian Knoll, PE
Chief Operations Officer
Brian Knoll, PE, is a Chief Operations Officer with WEBB. Brian has been responsible for the design and direction of capital improvement projects throughout southern California. Brian’s expertise lies in planning, design, and construction oversight of water and wastewater facilities. Brian has been involved in numerous large multi-discipline water and wastewater projects including the City of Riverside’s 26 MGD expansion of their water quality control plant, the 14 MGD expansion of the Western Riverside Wastewater Treatment Plant, and the 6 MGD expansion of the Calipatria Water Treatment Plant. He has worked extensively with the City of Imperial, Western Municipal Water District, Golden State Water Company, the City of Corona, Crestline Lake Arrowhead Water Agency, Eastern Municipal Water District, the City of Riverside, and WRCRWA. Brian has also worked closely with other engineering partners such as CDM Smith, Black & Veatch, and CH2M Hill.
His macro style in water resources leadership coupled with a practical approach, enhances Brian’s standing within the firm and the industry.
REGISTRATIONS
Registered Civil Engineer C 65690 (CA)
Registered Civil Engineer C 42407 (AZ)
EDUCATION
MS, Civil Engineering
Brigham Young University
BS, Civil Engineering
Brigham Young University
AFFILIATIONS
American Water Works Association (AWWA)
American Society of Civil Engineers (ASCE)
Water Environment Federation (WEF)
Inland County Water Association (ICWA)
Wastewater Treatment Plant Expansion and Salt Mitigation Project, City of Beaumont (City) - Brian serves as Principal-in-Charge and Project Manager for the City’s project which consists of two major components:
Waste Water Treatment Plant (WWTP) Expansion and Upgrade - Final Design The existing WWTP needs to be expanded and upgraded. The WWTP is currently treating over 75% of its permitted capacity and therefore must begin the expansion process. Per the new Regional Water Quality Control Board’s updated Basin Plan, the City must begin reducing TDS being discharged from the plant. The City completed a feasibility study to identify the best way to expand and upgrade the plant. The Plant will be converted to an MBR process followed by RO for TDS reduction. The Plant will also add screening, EQ, sludge dewatering, and drying.
Brine Line - Final Design - Brine disposal is an integral part of this project and was a key driver in the selection of this project. Without a safe, reliable, and cost effective way to dispose of the brine, this project cannot move forward and compliance with the Basin Plan would be impossible. The brine pipeline connecting to the Inland Empire Brine Line (IEBL) was determined to be the best option during the feasibility study, due to cost and certainty of operation.
The brine line has been sized at 12-inches and will be approximately 23-miles long. The pipeline begins at the City’s WWTP and ends near the City of San Bernardino’s WWTP on Waterman Avenue.
PVRWRF Vactor Truck Dump Station Design, Eastern Municipal Water District (District) - Brian serves as the Principal-in-Charge for the Districts design of a new Vactor Truck dump station at the District’s PVRWRF. The dump station will meet regulatory requirements and meet the District’s goals of 1) efficient operations, and 2) exceeding minimum safety standards at this Cal/STAR site for ergonomics, employee safety, safe walking surfaces, safe chemical handling and appropriate signage and controls for vehicular travel. The project includes preliminary and final
12 design of a complete Vactor Truck dump station to include a roadway system for safe and easy ingress and egress, maneuvering space, containment berms and slopes, dumping area to accommodate up to six Vactor Trucks simultaneously, a connection to sewer for drainage, accessible wash down water, and an ergonomically friendly cleaning, effective and efficient solids handling area, a storage shed for lime, lighting, and vector control strategies. The design package includes all aspects of a fully functional Vactor Truck dump station. When complete, the station will become a model for future Vactor Truck dump stations for the District.
Imperial Wastewater Treatment Plant Expansion (1.0 MGD), City of Imperial (City) - Brian served as Principal-in- Charge for the Imperial Wastewater Treatment Plant Expansion (1.0 MGD) Project. The purpose of this project was to provide additional wastewater treatment capacity for the City and upgrade the City’s disinfection system. WEBB was responsible for the implementation of this 1.0 MGD wastewater treatment plant (WWTP) upgrade project. The firm had responsibility for all aspects of the project including preliminary engineering, environmental documentation and compliance, survey and mapping, final facility design, bidding, construction management, inspection, and NPDES permitting. The upgrades to the City’s existing facility included the design of new headworks screening units, addition of an activated sludge extended aeration basin, reinforced concrete secondary clarifiers, blower building and blower units, upgraded UV disinfection system, sludge drying beds and sludge staging area, flow monitoring and sampling, electrical and controls upgrades, and all appurtenant process and yard piping.
WRCWRA Wastewater Treatment Plant, Western Riverside County Regional Wastewater Authority - Brian served as Project Manager for the WEBB Team that designed the 14 MGD plant expansion. The expansion project included evaluating alternatives to provide additional flow and biological capacity while reducing the overall cost of treatment. WEBB’s design includes primary, secondary, and tertiary treatment along with disinfection and solids handling. Working with the member agencies, cost effective alternatives are being selected and refined to make this project affordable to build while reducing the cost of treatment. The project also includes chemical storage and pumping.
WRF-1 Centrifuge Replacement Expansion Phase 1, City of Corona Department of Water and Power - Brian served as the Project Manager for this project. The purpose of this project was to improve biosolids dewatering performance at Corona’s WRF #1. This is accomplished by replacing one of the existing belt presses with a new centrifuge. The two existing belt presses discharge dewatered solids at approximately 14% DS into the conveyor system and into the truck loading and dryer facilities. It is anticipated that the new centrifuge will produce 16-18% DS which will reduce hauling costs when the sludge is being moved out of the facility and will reduce operating costs when the dryer is in operation.
WRP 10 Headworks Condition Assessment and Alternatives, Coachella Valley Water District (District) - Brian served as Project Manager for the WEBB Team which prepared the Condition Assessment and Recommendation Report for the District’s WRP 10 Headworks. The result of report and coordination with District personnel was the recommendation to replace the existing Influent Pump Station, Headworks Screens and associated facilities.
Existing data provided by the District was reviewed to develop the existing flows and loads received at the plant.
District input and information was used to project future flows and loads for planning and design purposes at the plant. Operation, maintenance, and replacement costs were developed for the alternatives and included as part of the overall evaluation of the alternatives. WEBB held three workshops associated with the assessment. The final report was delivered after the input and review from all the workshops was incorporated.
Brian Knoll, PE
Chief Operations Officer
13 Nuevo Tank Condition Assessment and Rehabilitation, Eastern Municipal Water District - Eric provided a visual condition assessment and the rehabilitation design of a new roof for an existing 50 foot diameter by 32 foot tall steel tank. Kleinfelder also provided construction support services.
Fruitvale Tank Condition Assessment, Eastern Municipal Water District, Perris - Eric provided a visual condition assessment and report for the structural condition of this 1 million gallon steel tank.
Reservoirs Seismic Retrofits City of San Bernardino, San Bernardino, CA. Eric provided structural engineering services for the seismic review and analysis of 23 existing reservoirs for the City of San Bernardino Municipal Water Department.
The reservoir types include circular steel, circular conventionally reinforced concrete, and rectangular conventionally reinforced concrete, both above and below grade.
Pump Station at 65th and Herrick, City of San Diego Water Department, San Diego - Eric provided Quality Control on the structural design of this new aboveground pump station at 65th Street and Herrick and the design of a concrete masonry shell and a wood-framed roof. The 65th & Herrick Water Pump Station is located at the southeast corner of 65th and Herrick Streets in Encanto and services the communities of Encanto, Skyline and Paradise Hills. The new pump station was built to replace an existing pump station built in 1949. The new pump station includes a new masonry pump house, and feature three new state-of-the-art variable speed pumps, one backup pump, an emergency generator, new electrical control equipment as well as site and landscaping improvements.
Garden Grove Concrete Reservoirs Condition Assessment, City of Garden Grove - Eric served as Project Manager for the assessment of eight concrete reservoirs for the City of Garden Grove. The reservoirs included in the assessment ranged in capacity from 4 MG to 10 MG with an age of 15 to 45 years old. Six of the reservoirs were circular pre stressed concrete tanks and the remaining two were rectangular concrete tanks. The scope of work included site observations of each reservoir and the associated site, structural and seismic analysis, a report summarizing the results of the investigations with improvement and upgrade recommendations, and a capital improvement program to aid in budgeting and scheduling.
San Vicente Pump Station, San Diego Water Authority, San Diego - Eric provided engineering design for the structural design of a 30,000 hp pump station for the San Diego County Water Authority. The building is approximately 260-foot-long by 80-foot-wide by 50-foot-high, and has a clear height of 34 feet from operating floor to bottom of roof girder and is organized on two levels. The lower level pump room houses the pumps. This lower level has a depressed passageway along the north wall to provide access between the pumps. The upper level houses the control room, the unisex toilet, the loading dock, and appropriately sized .support areas such as electrical and heating, ventilation, and air conditioning (HVAC).
Eric Ng, PE, SE
Principal-in-Charge
Kleinfelder
Erig has over 30 years of professional experience in structural engineering and a design background encompassing structures constructed with construction materials such as reinforced concrete, reinforced masonry, structural steel, aluminum, and wood. His project experience involves retrofit or new design of numerous reservoirs (concrete and steel), potable water and wastewater pump stations, dam outlet towers, industrial tilt up and masonry buildings, hospitals, schools, fire stations, water, and wastewater treatment plants, and residential buildings.
EDUCATION
MS, Structural Engineering
BS, Structural Engineering
Registered Civil Engineer C 43701
Registered Structural Engineer SE 3583
14 Wastewater Treatment Plant Expansion and Salt Mitigation Project, City of Beaumont - Christina serves as Structural Project Engineer for the City’s project which consists of two major components:
Waste Water Treatment Plant (WWTP) Expansion and Upgrade - Final Design (Structural) - The existing WWTP needs to be expanded and upgraded. The WWTP is currently treating over 75% of its permitted capacity and therefore must begin the expansion process. Per the new Regional Water Quality Control Board’s updated Basin Plan, the City must begin reducing TDS being discharged from the plant. The City completed a feasibility study to identify the best way to expand and upgrade the plant. The Plant will be converted to an MBR process followed by RO for TDS reduction. The Plant will also add screening, EQ, sludge dewatering, and drying.
Brine Line - Final Design (Structural) - Brine disposal is an integral part of this project and was a key driver in the selection of this project. Without a safe, reliable, and cost effective way to dispose of the brine, this project cannot move forward and compliance with the Basin Plan would be impossible. The brine pipeline connecting to the Inland Empire Brine Line (IEBL) was determined to be the best option during the feasibility study, due to cost and certainty of operation. The brine line has been sized at 12-inches and will be approximately 23-miles long. The pipeline begins at the City’s WWTP and ends near the City of San Bernardino’s WWTP on Waterman Avenue.
WRCWRA Wastewater Treatment Plant, Western Riverside County Regional Wastewater Authority - Christina served as Structural Project Engineer for the WEBB Team that designed the 14 MGD plant expansion. The expansion project included evaluating alternatives to provide additional flow and biological capacity while reducing the overall cost of treatment. WEBB’s design includes primary, secondary, and tertiary treatment along with disinfection and solids handling.
Working with the member agencies, cost effective alternatives are being selected and refined to make this project affordable to build while reducing the cost of treatment. The project also includes chemical storage and pumping.
Plant 150, East Valley Water District - Christina serves as Project Engineer providing foundation calculations, drawings, and specifications for Plant 150, a centralized water treatment plant. The scope of work includes a ring foundation for two 500,000 gallon steel tanks for surface water, concrete foundations for an operations building, chemical building, and multiple ion exchange tanks.
Christina Nishimoto, PE, SE
Project Manager
Kleinfelder
Christina Nishimoto has nine years of professional experience including working with steel, concrete, masonry, and timber structures and is knowledgeable in the design considerations of all four materials and their respective governing codes. Her design phase work has included attending meetings, coordinating with other professional trades, structural analysis, and detailing.
EDUCATION
MS, Structural Engineering, University of California, San Diego BS, Structural Engineering, University of California, San Diego Registered Civil Engineer C 73208
Registered Structural Engineer SE 6084
15 Christina Nishimoto, PE, SE
Project Manager
Kleinfelder
Miramar Clearwell Improvements, City of San Diego Public Utilities Department - Christina serves as Project Engineer providing the design of two new rectangular hopper bottom reservoirs, totaling 58.3 MG. The structural system is a two-way reinforced concrete roof with drop panels supported seismically by perimeter concrete shearwalls. Christina is also designing a 5 MG chlorine contact chamber of similar structural system and assisting in managing the work of a number of subconsultants, including the water disinfection process, architectural, civil, landscaping, and environmental permitting.
Point Loma Sedimentation Basin Rehabilitation, City of San Diego - Christina served as Project Engineer on the Point Loma Wastewater Treatment Plant project that consists of 12 existing sedimentation basins constructed as several different projects starting in 1962 through 1996. The result of the varying projects is non-uniformity within the 12 basins.
Christina provided support on structural engineering services provided by KLF|SWE which included site evaluation, design and drafting, and construction administration during the construction process. Additionally, Christina provided the design of a pipe support rack.
Pump Stations 1 and 2, City of San Diego Metropolitan Wastewater Department - Christina provided structural calculations and construction support for this design-build project. KLF/SWE’s scope of work included the design of a two-story concrete masonry building at Pump Station 2 as a sub-consultant to Carollo Engineers. The first floor of the building is an electrical room and the second floor is used for storage. The structural system of the building consists of long span trusses for the roof framing, composite floor, and a mat foundation.
Twin Oaks Central Basin, Central Basin Municipal Water District - Christina served as Project Engineer providing design calculations for the 50 MGD design/build water treatment plant. The design included pump stations, arc flow treatment barriers, two 14 MGD reservoirs, and an ozone treatment facility and filter basin.
Pala Casino Wastewater Treatment Plant, Pala Band of Mission Indians - Christina served as Project Engineer providing the design calculations for this project, which provided the Pala Band of Mission Indians a new wastewater treatment plant and upgrades to the existing lift station.
Phase I Expansion, Riverside Regional Water Quality Control Plant - Christina served as the Project Engineer and provided construction support services for the Phase I expansion. KLF/SWE’s scope of work included design consulting services for this project. The expansion scope was to replace 20 MGD of existing conventional activated sludge capacity with 26 MGD of membrane bioreactor capacity.
16 BS Electrical Engineering
University of Utah, 2002
skmeng.com
Project Role Project Experience
Work Experience
Specialties
Education
Registration
Certification
Electrical & Controls Engineer
21 Years
Electrical Engineering
Control and SCADA Systems
Design & Integration
Network and Communications
Design and Integration
Water & Wastewater
Facilities Process Control and
Optimization
Project Management
Construction Management
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Utah
Professional Engineer:
Ignition Gold Certification
save time - save energy - save money
Mark P. Jeppsen, P.E. - Principal
(801) 683-3760 - [email protected]
Mr. Jeppsen is an electrical, instrumentation and controls engineer with 21 years of experience in power design, controls engineering, process and instrumentation design, industrial network design, construction oversight, radio and telemetry systems, SCADA system design and integration and PLC and HMI design and integration. He has designed and integrated multiple potable water, secondary water, water treatment, wastewater collection and wastewater treatment systems. Design tasks include facility power, motor power and control, SCADA systems, instrumentation selection and control, process and instrumentation diagrams, communications networks and systems, control loop diagrams and descriptions. Integration tasks include control and PLC panel design and construction, PLC, OIT and HMI programming and commissioning, radio system integration and testing, instrument calibration, automated reporting systems and operator training and documentation. 2009 - 2021:
Jurupa Community Services District (JCSD), Jurupa, CA - Electrical and Controls Engineer Mark has worked with JCSD on various projects over the years including the Regional Lift Station and various other lift stations. He has also was the lead electrical engineer on Wells 13, 27 & 28 as well as the JCSD-RCSD Booster Pump Station. Mark has worked closely with the District’s controls engineer and O&M staff to develop designs drawings that are tailored to the District’s standards. 2009 - Present:
Western Riverside County Regional Wastewater Authority (WRCRWA), Eastvale, CA - Electrical and Controls Engineer
In 2009 Mark led the electrical and control design for an aeration upgrade at the WRCRWA plant. This included a new blower building with associated controls for the existing oxidation ditches. In 2012 Mark was the lead electrical engineer for a complete plant expansion at WRCRWA which also included new network, PLC, and HMI systems. Since the completion of the expansion, Mark has provided services for several projects and has provided on-call support for the facility.
2006 – Present:
Salt Lake City, UT - Electrical and Controls Engineer
SKM has been providing services to Salt Lake City for their various water and wastewater facilities since 2006.
Mark is currently overseeing the implementation of a complete control system upgrade at the 50 MGD Water Reclamation Facility which includes control panel upgrades, PLC replacements and new HMI screens. SKM has designed a new WAS thickening facility and is currently designing a new Headworks facility. Mark is the lead engineer and project manager for electrical and controls upgrades at the 20 MGD Big Cottonwood Water Treatment Plant that will be completed in 2018.
2004 – Present:
Central Weber Sewer Improvement District, UT - Electrical and Controls Engineer SKM has been working for Central Weber Sewer Improvement District (CWSID) since 2004 by providing electrical designs, controls upgrades and system maintenance. Mark has managed upgrades at the plant as they have come, including upgrades for the influent pump building, utility water pump building and PLC & HMI upgrades.
In 2006 design began for a complete 60 MGD plant expansion and SKM was an integral part of the design and integration team. Construction for this project began in 2008 and was completed in 2012. 2004 – Present:
Sandy City, UT - Electrical and Controls Engineer
SKM provided the complete and operational SCADA System for Sandy City’s Water System that was completed in 2005. Since then, SKM has provided incremental additions, improvements and maintenance including a new storm water system. The system consists of nearly 40 remote sites that consist of tanks, boosters and wells. In 2016 SKM provided an HMI system upgrade for the water and storm water systems. 2003 – Present:
Park City, UT - Electrical and Controls Engineer
SKM began working for Park City by providing the system integration for an iron, arsenic and manganese removal process at the Spiro Water Treatment Plant in 2003. In 2012, SKM provided the complete and operational SCADA System for the Quinn’s Junction Water Treatment Plant, a microfiltration membrane process. This included PLC & HMI programming, custom reports and historical data gathering and startup and commissioning.
In 2016 SKM upgraded Park City’s complete SCADA system which included their two water treatment plants and approximately 70 remote boosters, tanks, metering stations, PRV stations and well houses.
17 Mark P. Jeppsen, P.E. - Principal
Project Experience (continued)
Other Project Experience
2003 – Present:
City of Tooele, UT - Electrical and Controls Engineer
Mark began working for the City of Tooele by providing electrical and controls maintenance at the City’s Water Reclamation Facility. In 2011 Mark was the lead electrical engineer for the design, construction and integration of a plant expansion at the Water Reclamation Facility. In 2015 SKM began providing electrical and controls services for the City’s culinary water system. 2002 – Present:
City of Payson, UT - Electrical and Controls Engineer
The Payson Wastewater Treatment Plant was upgraded in 2002. Mark successfully implemented the electrical design for the project, oversaw the construction, and integrated the control system. A new fiber optic network was successfully installed and improved the operation and reliability of the SCADA system.
1999 – Present:
Springville City, UT - Electrical and Controls Engineer Mark successfully designed and implemented the electrical and controls for two plant expansions at the Springville Wastewater Treatment Plant. The first expansion was in 1999 and the second in 2009. The expansions consisted of a new electrical service, new SCADA system and PLC replacements. SKM has been providing integration and maintenance services to the City since 1999. 1999 – Present:
Spanish Fork City, UT - Electrical and Controls Engineer In 1999 SKM began working for Spanish Fork City by upgrading the electrical and controls system for their primary pump station at the Wastewater Treatment Plant. In 2004, the plant was expanded and Mark was the lead electrical and controls engineer for the project. He successfully implemented the electrical design for the project, oversaw the construction, and integrated the control system. A new fiber optic network was successfully installed and improved the operation and reliability of the SCADA system. 1998 – Present:
West Wendover, NV - Electrical and Controls Engineer
Since 1998 SKM has been providing services to the City of West Wendover for their water and wastewater systems. In 1999-2000 SKM performed a SCADA System replacement for both systems that incorporated new radios and equipment for their well field and pipeline located 20 miles from the City. In 2011-2012 SKM provided the design engineering and integration for a new MBR facility at the Water Reclamation Facility.
Present: Beaumont City, CA. WWTP MBR and RO Expansion
Present: Las Gallinas, CA. WWTP Expansion
Present: City of Imperial, CA. WWTP MBR Facility Expansion
Present: Central Davis Sewer District, Kaysville, UT. WAS Thickening Addition
2016: Ogden City, UT. Water System SCADA Upgrade
2016: Provo City, UT. WWTP UV Building Addition and Headworks Upgrade 2015: Ogden City, UT. WTP Microfiltration Upgrade
2015: Provo City, UT. WWTP Master Plan
2014: Imperial, CA. WTP Controls Upgrade
2013: City of Elko, NV. WWTP Upgrade
2013: Fort Shafter Flats, HI. WWTP MBR Facility
2011: Las Gallinas, CA. WWTP Microfiltration Addition
2011: Provo City, UT. WWTP Centrifuge Facility Upgrade 2011: Orem City, UT. WWTP Expansion
2010: Taos, NM: WWTP MBR Facility Expansion
2010: Moroni, NM: WWTP MBR Facility
2009: Brigham City, UT. WWTP Expansion
2008: Heber, CA. WWTP Expansion
2008: Inscription Canyon Ranch, AZ. WWTP MBR Plant
2008: Edgewood City, NM. WWTP MBR Facility
2007: Gallup, NM. WWTP Expansion
2006: Jerome City, ID. WWTP MBR Facility
2005: Hyrum City, UT. WWTP MBR Facility
2003: Oakley City, UT. WWTP MBR Facility
18 Jeff Hutchins has three decades of experience as a landscape architect.
Jeff’s aspirations are exemplified in his development of green infrastructure on every project that comes in the door. By emphasizing “One Water,” the comprehensive approach of managing water in an environmentally, economically and socially beneficial manner, he strives to create self-sustaining landscapes.
He oversaw the construction of some of the most visible projects, including SoFi Stadium (Lake Park), Dodger Stadium, Hillcrest Park, Vista Hermosa Park, Los Angeles River Greenway Trail, Ishihara Park, and several storm water projects funded by local ballot measures, including the LA Zoo parking lot, Westside Rainwater Park, and South LA Wetlands. The City of Los Angeles Bureau of Sanitation, the AIA-LA, ASLA-SCC, and APACA recognized Jeff for his leadership in storm water design at PALAPA, an annual assembly of storm water professionals. Additionally, Jeff has worked extensively with the Los Angeles and San Jacinto School Districts to provide students of all ages with access to nature to support learning as well as social, mental, and physical health.
At a technical level, Jeff has established a project production method that has proven itself many times over. As new technologies and processes are introduced to the work flow, Jeff has integrated them while maintaining a standard of efficiency in project delivery.
REGISTRATIONS:
Registered Landscape Architect
PLA 3815 (CA)
YEARS OF EXPERIENCE:
34 Years
EDUCATION:
BS Landscape Architecture,
California State Polytechnic University, Pomona
AFFILIATIONS:
American Society of Landscape Architects
(ASLA)
Jeff Hutchins, PLA, ASLA
Manager, Landscape Architect
Jessie Corea, PLA
Landscape Architect
REGISTRATIONS:
Registered Landscape Architect
PLA 6840 (CA)
EDUCATION
BS, Landscape Architecture
California Polytechnic University,
Pomona
AA, Liberal Arts
Chaffey Community College
Jessie Corea is a Landscape Architect with WEBB’s Landscape Architecture Department. Jessie’s experience includes developing conceptual landscape plans, graphic representations, and planting designs with both public and private clients.
In addition to landscape plans, Jessie also provides general design development including entry monument design, conceptual streetscape design, presentation graphics, construction documents, and schematic detail design for WEBB’s commercial/industrial, residential development, and traffic and transportation markets.
19 Section G. Project Experience
The WEBB Team has been involved in the design of a number of Vactor Truck Dump Stations. We have provided examples of similar projects for the City of Riverside, Jurupa Community Services District, Olivenhain Municipal Water District, and Lake Arrowhead Community Services District. Each station was designed considering the space available and the specific needs of that agency.
Client Contact:
Scott Schroder, Engineering Manager, 909.336.7136 | [email protected] Lake Arrowhead Community Services District - 28200 State Highway 189, Lake Arrowhead, CA, 92352 WEBB provided engineering design services for the District’s Willow Creek Wastewater Treatment Plant (WCWWTP) Upgrades. The overall plan for this facility was to simplify the existing facility for equalizing flow to the Grass Valley Wastewater Treatment Plant (GVWWTP). The modifications included changing the facility to provide only primary treatment, maximizing the existing storage ponds, lining the ponds, eliminating the discharge pipeline such that all discharge is directed only to the GVWWTP, upgrading the existing headworks structures (meter, grit chamber, primary clarifier) to meet the anticipated peak flow and evaluating one of the existing primary clarifiers.
With regards to the Vactor Dump Station, the District demoed the existing facility and WEBB designed the new Vactor Dump Station which contains a filtered dewatering box used for dewatering sludges, clarifying liquids, and grease.
The vactor truck backs up to the curb stops and dumps directly into the dewatering box, which is designed to drain off the liquids into the containment area that the dewatering box rests in. The drainage from the box is then piped by gravity to an existing sewer line. This method minimizes the need for personnel to handle the solids and helps minimize odor and prevents squirrels and birds from spreading the separated solids with the sliding lid. The site also features plenty of maneuverability for multiple trucks.
Vactor Truck Dump Station - Willow Creek WWTP
Lake Arrowhead Community Services District
20 Client Contact:
Keith Backus, Project Manager - 951.685.7434 Ext. 135 | [email protected] Jurupa Community Services District, 11201 Harrel Street, Jurupa Valley, CA 91752 JCSD Plant 1 is a critical regional pump station located at the southeast corner of Bain Street and Limonite Avenue.
The facility plays a vital role in conveying wastewater to the City of Riverside Reclamation Plant, providing temporary storage of raw wastewater during force main operations maintenance, and offering equalization storage during peak wet weather flow. As part of the facility’s continuous improvement efforts, WEBB was contracted to design a new vactor dump station.
WEBB’s design of the new vactor dump station incorporates a three-bay system that can accommodate multiple vactor trucks. Each bay has a drain that is connected to an underground septic tank, which is, in turn, connected back to the plant’s headworks. When the vactor trucks back over the curb into the dump bay, the load is emptied onto the flatter surface of the dump station, allowing the solids to dry, and the liquids to run down towards the drain system. Once the solids are dry, a skip loader enters the dump bay and pushes the dry solids towards the deeper part of the dump station.
The loader uses the far wall as a push wall to aid in filling the skip loader, which then dumps the solids into two roll-off trash cans for disposal.
The roll-off trash cans are situated in a drainage area that collects any spillage or additional water from the solids and directs it to the septic tank. The new vactor dump station design offers a more efficient and safe solution for disposing of solids from the vactor trucks, enhancing the overall functionality of the JCSD Plant 1. WEBB’s expertise in design and engineering, coupled with their understanding of the specific needs of the facility, has resulted in the successful completion of this critical project.
Vactor Truck Dump Station - Plant 1 Retention Ponds
Jurupa Community Services District
21 Client Contact:
Elizabeth Gibbs
City Manager
City of Beaumont
951.769.8520
[email protected]
Date Performed:
2016-2018
Team Members:
Brian Knoll, PE
Justin Logan, PE
Shane Bloomfield, PE
Mark Jeppsen, EE
Eric Ng, PE, SE
Autumn DeWoody
Design Fee:
$4 million
Construction Cost:
$90 million
Change Order Percentage:
2%
WWTP Expansion and Upgrade
The existing WWTP needs to be expanded and upgraded. The WWTP is currently treating over 75% of its permitted capacity and therefore must begin the expansion process. Per the new Regional Water Quality Control Board’s updated Basin Plan, the City must begin reducing TDS being discharged from the plant. The City completed a feasibility study to identify the best way to expand and upgrade the plant. The WWTP upgrades include additional headworks screening, flow equalization, grit removal, fine screens, MBR, reverse osmosis, biosolids dewatering, and drying.
Brine Line - Final Design
Brine disposal is an integral part of this project and was a key driver in the selection of this project. Without a safe, reliable, and cost effective way to dispose of the brine, this project cannot move forward and compliance with the Basin Plan would be impossible.
The brine pipeline connecting to the Inland Empire Brine Line (IEBL) was determined to be the best option during the feasibility study, due to cost and certainty of operation. The brine line has been sized at 12-inches and will be approximately 23-miles long. The pipeline begins at the City’s WWTP and ends near the City of San Bernardino’s WWTP on Waterman Avenue. WEBB is also leading the permitting of this facility with Riverside County, San Bernardino County, City of Redlands, City of Loma Linda, and City of San Bernardino.
Beaumont Treatment Plant Expansion and Salt Mitigation
City of Beaumont
22 Client Contact:
Tom Moody, Director of Utilities
City of Corona Department of Water and Power
Previously WRCRWA Board President
755 Public Safety Way
Corona, CA 92878
951.279.3660
[email protected]
Date Performed:
2012-2017
Team Members:
Brian Knoll, PE
Justin Logan, PE
Shane Bloomfield, PE
Eric Ng, PE, SE
Mark Jeppsen, EE
Design Fee:
$3.6 million
Construction Cost:
$61 million
Change Order Percentage:
2.5%
The existing Western Riverside County Regional Wastewater Authority (WRCRWA) Treatment Plant (Plant) was originally placed in operation in March 1998 and was constructed as a design build project. The design capacity is 8.0 million gallons per day (MGD). The service area associated with this treatment facility has continued to grow over the past few years and several of the member agencies associated with the WRCRWA require additional wastewater capacity. As such, WEBB designed the 14 MGD plant expansion.
The expansion project included evaluating alternatives to provide additional flow and biological capacity while reducing the overall cost of treatment. WEBB’s design includes primary, secondary, and tertiary treatment along with disinfection and solids handling.
Working with the member agencies, cost effective alternatives are being selected and refined to make this project affordable to build while reducing the cost of treatment. The project also includes chemical storage and pumping.
WRCRWA WWTP Expansion - 14 MGD
Western Riverside County Regional Wastewater Authority
Project Highlights
• Expanded to 14 MGD
• Operating Facility
• Headwork Screening
• Biological Treatment
• Anaerobic Digestion
• Tertiary Filtration
• Sludge Dewatering and Drying
• Storage and Pumping
• Odor Control
• EQ Basin and Pump Station
• Covered Primary Clarifiers
23 Client Contact:
Gary Schlenker
Senior Engineering Technician
Eastern Municipal Water District
2270 Trumble Road
Perris, CA, 92572-8300
951.928.3777
[email protected]
Recycled Water Irrigation Plan
Tr. 31632-1 Olive Ave Streetscape WO 14536
Green Valley Streetscape POC 1 WO 19356
Green Valley Streetscape POC 2 WO 19335
Green Valley Median POC 4 WO 19339
Rider 1 On-site WO 19447
Rider 1 Off-site WO 19449
Rider 1 Median WO 19457
Indian and Ramona Streetscape WO 77012
Tr. 31141 & 31142 Streetscape and Basins WO
77110
Tr. 31142 Prairie Park WO 77112
Tr. 30807 Settler’s Park WO 19546
WEBB has been successful in planning and executing variety of work samples that range from multi-tract residential developments such as Green Valley, industrial developments such as Rider Industrial and Perris North/South, and commercial/residential developments such as Crossroads North. The projects mentioned herein all have started from Recycled Water Use Plans (RWUP) that have all been prepared by WEBB’s Landscape Architecture team in collaboration with our in-house Water Resources department of civil engineers.
All projects mentioned have also branched out to multiple Recycled Water Use Exhibits (RWUE) that have each presented their own unique challenges dealing with phasing, the need for temporary inter-ties with future connections, dealing with providing recycled water to individual commercial pads via a single meter and more! Facilitation of this process has been streamlined by WEBB due to our civil engineering and landscape architecture services being under one roof.
Following the RWUE WEBB is typically responsible for the development of the Recycled Water Irrigation Plan. As the final plan prior to construction, this plan is also made relatively simple since we typically know where our constraints originated. Having been through so many of these RWIPs for a much larger list than the relative projects provided we have an excellent understanding of all components that need to be included in this plan. We have worked with basically every agency in the EMWD service area that also reviews the RWIP and are well-aware of the additional requirements and standards associated with each of the agencies.
Recycled Water Irrigation Projects
Eastern Municipal Water District
24 Client Contact:
Sonia Villaneda
Project Manager
Lennar Homes
980 Montecito Drive, Suite 302,
Corona, CA, 92879-1792
951.817.3650
[email protected]
WEBB provided landscape architecture services for this project. The existing project site, consists of 29.5± acres and is situated between Pats Ranch Road on the west and Wineville Avenue on the east, north of Park Center Drive in the City of Jurupa Valley.
This specific tract is required to develop landscape improvement plans for two water quality basin/parks lots, Streetscape LMD Parkways, Perimeter Walls, Interior Fence and Walls, Interior slopes, and “Typical” Front Yards.
The preparation of a Model Home Complex Landscape Plans has been excluded from services due to the model home complex located in Harvest Villages Phase 1 continued to be used for sales.
As part of the scope of work, WEBB coordinated plans with the client, architect, and design team (including the dry utility consultant).
WEBB also provided assistance with plan check comments and all questions/comments the City had regarding the plans.
Harvest Villages III
City of Jurupa Valley
25 Project Name Client Capacity (MGD)Treatment Technology Imperial WWTP (Multiple)City of Imperial, CA 5.0, 2.4, 1.0 MBR & Extended Aeration Heber WWTP Heber Public Utilities District, CA 2.4 Conventional Activated Sludge Riverside WRF City of Riverside, CA 26.0 MBR (civil only) Temecula WRF Eastern Municipal Water District, CA 5.0 MBR (civil only) Willow Creek WWTP Lake Arrowhead CSD, CA 2.5 Primary Treatment Corona Centrifuge Replacement City of Corona 14 MGD Sludge Dewatering Centrifuge Phase 2 Expansion City of Corona, CA 14 MGD Sludge Dewatering WRF 1 Telecommunications
Tower City of Corona, CA
Fort Shafter Flats WRF Fort Shafter, HI 2.0 MBR
Jerome WWTP City of Jerome, ID 5.0 MBR
Oakley WRF City of Oakley, UT 0.3 MBR
Hyrum WRF City of Hyrum, UT 2.0 MBR
Moroni WRF City of Moroni, UT 1.0 MBR
Chino Valley WRF Chino Valley, AZ 1.0 MBR
Paako WWTP Paako, NM 0.1 MBR
Edgewood WRF City of Edgewood, NM 0.2 MBR
San Felipe WRF City of San Felipe, NM 0.6 MBR
The Cliffs WRF Boise, ID 0.6 MBR
Richmond WRF City of Richmond, UT 0.6 MBR
Inscription Canyon Chino Valley, AZ 0.3 MBR
Wolf Creek WRF Wolf Creek, UT 0.5 MBR
Las Gallinas WRF Las Gallinas Valley Sanitary District, CA 3.5 MGD Conventional Activated Sludge with tertiary filtration
Vactor Truck Dump Station Eastern Municipal Water District, CA Chiquita WRF Master Plan
Review Rancho Mission Viejo, CA
San Jacinto Valley WRF Erosion
Mitigation Design Eastern Municipal Water District, CA
City of Banning WWTP EQ Tank City of Banning, CA
WWTP Headworks and
Dewatering Equipment Morongo Band of Mission Indians, CA Dewatering Additional Treatment Project Experience
26 City of Beaumont
550 East 6th Street
Beaumont, CA 92223-2253
951.769.8520
[email protected] Gibbs, City Manager
The City will benefit from WEBB’s team approach to client service. Our reputation for superior quality work, integrity, and long-standing client relationships is a direct result of our industry proven capabilities and experience. We encourage the City to speak with your staff who have worked with our firm and call our references to truly understand the commitment we make to each of our clients and their projects.
Contact Agency Address, Phone and Email
Thomas Moody, Director of Utilities
Previously WRCRWA Board President
951.279.3660
[email protected]
City of Corona Department of
Water and Power
755 Public Safety Way
Corona, CA 92878
Jackie Loper, Director of Community Development 760.355.3336 [email protected]
City of Imperial
420 S. Imperial Avenue
Imperial, CA 92251
Section H. References
27 Section I. Scope of Services
Task 1 – Project Administration
Prepare and implement an effective Project Management Plan to keep the project on schedule. Attend adequate number of meetings to manage the project and provide the required deliverables. At a minimum, budget for the following:
A. Project Schedule, Status Reports, Invoices, Administration
1. Prepare a project design and estimated bidding/construction schedule in MS Project. Update schedule monthly.
2. Prepare and submit monthly status reports providing an overview of progress made during the month and tasks to be accomplished during the following month with invoice.
3. Submit invoices which follow the task items provided in the hours/fee table provided with the proposal and/or used as a basis for the contract. Provide a brief narrative by task of the work performed during the billing cycle and copies of invoices for direct expenses.
B. Engineering Phase Meetings
1. Kick-off Meeting
2. Project/progress meetings, as needed
3. Preliminary Design Memorandum Review Workshop
4. 50% Submittal Review
5. 90% Submittal Review
6. 100% Submittal Review
Additional meetings may be required at City’s discretion if more than two months elapses between submittal reviews listed above.
At City’s discretion, meetings may be held remotely to accommodate COVID-19 safety recommendations.
Task 1 Deliverables
1. Meeting Agendas & Minutes (electronic)
2. Monthly Status Reports (electronic)
3. Monthly Updated Project Schedules (electronic)
4. Monthly Invoices (electronic)
Task 2 – Project 1: Dust/Erosion Mitigation and Truck Access Improvements The purpose of Project 1 is to improve site conditions as described below.
A. Prepare Preliminary Design Concepts – After conferring with the City and visiting the site, our team will develop a conceptual design to accomplish the following objectives.
1. Reduce dust being generated from exposed dirt areas around the Plant.
2. Minimize erosion and runoff from the site including graded slopes.
3. Eliminate runoff from entering the UV channel.
4. Improved truck access to the sludge loading structure.
5. Create 15-20 parking spaces adjacent to the Membrane Treatment Building.
B. Review Workshop with City Staff – Conduct a review workshop with City engineering and Operations Staff to review the conceptual designs prepared in Task 2-A. Obtain City input and comments.
C. 50% Design – Prepare civil, structural, and mechanical plans to 50% level for review by the City. Plans to be prepared in AutoCAD.
28 D. 90% Design – Prepare civil, structural, and mechanical plans to 90% level for review by the City. Plans to be prepared in AutoCAD.
E. 100% Design – Prepare civil, structural, and mechanical plans to 100% level for review by the City. Plans to be prepared in AutoCAD.
F. Specifications and Bidding Documents – Prepare construction specifications and bidding documents for the Project.
Task 2 Deliverables
1. Meeting agendas and minutes for workshop (electronic).
2. Final design plans (hardcopy and electronic).
3. Final specifications and bid documents (hardcopy and electronic).
4. Final cost estimate.
Task 3 – Project 2: Main Entrance Gate, Landscaping, Lighting, and Monument Sign The purpose of Project 2 is to improve the Entry Gate Access Area as follows.
A. Prepare Preliminary Design Concepts – After conferring with the City and visiting the site, our team will develop a conceptual design to accomplish the following objectives:
1. Move the primary Entrance Gate into the Plant to allow trucks and passenger vehicles to pull off Fourth Street into the Plant without blocking traffic and endangering staff. The fence will be realigned with new motorized and secured gates.
2. Improve overall aesthetics by upgrading the landscaping and lighting at the Plant Entry.
3. Placement of an Entry Monument.
B. Review Workshop with City Staff – Conduct a review workshop with City Engineering and Operations Staff to review the conceptual designs prepared in Task 3-A. Obtain City input and comments.
C. 50% Design – Prepare civil, structural, electrical, and mechanical plans to 50% level for review by the City. Plans to be prepared in AutoCAD.
D. 90% Design – Prepare civil, structural, electrical, and mechanical plans to 90% level for review by the City. Plans to be prepared in AutoCAD.
E. 100% Design – Prepare civil, structural, electrical, and mechanical plans to 100% level for review by the City. Plans to be prepared in AutoCAD.
F. Specifications and Bidding Documents – Prepare construction specifications and bidding documents for the Project.
Task 3 Deliverables
1. Meeting agendas and minutes for workshop (electronic.)
2. Final design plans (hardcopy and electronic).
3. Final specifications and bid documents (hardcopy and electronic).
4. Final cost estimate.
Task 4 – Project 3: Vactor Dump Station
The purpose of Project 3 is to install a new dump station for City vactor trucks.
A. Prepare Preliminary Design Concepts – After conferring with the City and visiting the site, our team will develop a conceptual design to accomplish the following objectives:
1. Site a new dump station for City vactor trucks.
2. Provide access to the new dump station for vactor trucks and waste management pickups.
3. Design based upon the example from Lake Arrowhead CSD’s Willow Creek WWTP.
B. Review Workshop with City Staff – Conduct a review workshop with City engineering and Operations Staff to review the conceptual designs prepared in Task 4-A. Obtain City input and comments.
29 C. 50% Design – Prepare civil, structural, plumbing, electrical, and mechanical plans to 50% level for review by the City.
Plans to be prepared in AutoCAD.
D. 90% Design – Prepare civil, structural, plumbing, electrical and mechanical plans to 90% level for review by the City.
Plans to be prepared in AutoCAD.
E. 100% Design – Prepare civil, structural, plumbing, electrical and mechanical plans to 100% level for review by the City. Plans to be prepared in AutoCAD.
F. Specifications and Bidding Documents – Prepare construction specifications and bidding documents for the Project.
Task 4 Deliverables
1. Meeting agendas and minutes for workshop (electronic).
2. Final design plans (hardcopy and electronic).
3. Final specifications and bid documents (hardcopy and electronic).
4. Final cost estimate.
Task 5 – Bidding Services
Our team will perform the following service during bidding. For budgeting purposes, we assume all three projects will be bid together in one construction project.
A. Pre-bid Site Tour – Our team will attend one pre-bid site tour for contractors to review the project and observe on- site conditions.
B. Prepare Bid Addenda – Our team will prepare up to three bid addenda to respond to questions from contractors prior to bidding.
C. Prepare Conformed Plans and Specification – Following bidding, our team will prepare conformed plans and specifications to incorporate any changes made during bidding.
Task 6 – Engineering Services During Construction
Our team will perform the following service during construction.
A. Pre-bid Construction Meeting – Our team will attend one preconstruction site meeting with the contractor and City Operations Staff to review the project requirements prior to beginning construction.
B. Submittal Review – Our team will prepare contractor material submittals. For budgeting purposes, we assume there will be 30 original submittals and 10 resubmittals.
C. RFI Review and Response – Our team will review and respond to contractor RFI’s during construction. For budgeting purposes, we assume there will be 20 RFI’s.
D. Site Visits During Construction – Our team will visit the site periodically during construction to review progress and verify the work is in compliance with the plans and specifications. For budgeting purposes, we assume a construction duration of four months (80 workings days) with 30 days of field observation.
E. Construction Management – Our team will provide construction management, including the following:
1. Coordination with the Contractor.
2. Review schedules.
3. Review Contractor pay applications.
4. Assist the City with contract closeout.
30 Project Schedule
ID Task Name Duration Start Finish
1 City of Beaumont ‐ Site Improvement 625 days Mon 7/3/23 Tue 3/18/25 2 Notice to Proceed 0 days Mon 7/3/23 Mon 7/3/23
3 Project Kickoff Meeting 0 days Mon 7/3/23 Mon 7/3/23
4 Preliminary Design Memo 30 days Tue 7/4/23 Wed 8/2/23 5 Preliminary Design Workshop 1 day Thu 8/3/23 Thu 8/3/23 6 50% Design Submittal 60 days Fri 8/4/23 Mon 10/2/23
7 50% Design Workshop 1 day Tue 10/3/23 Tue 10/3/23
8 City Review 50% Submittal 14 days Wed 10/4/23 Tue 10/17/23 9 90% Design Submittal 30 days Wed 10/18/23 Thu 11/16/23 10 90% Design Workshop 1 day Fri 11/17/23 Fri 11/17/23
11 City Review 90% Submittal 14 days Sat 11/18/23 Fri 12/1/23 12 100% Design Submittal 30 days Sat 12/2/23 Sun 12/31/23 13 100% Design Workshop 1 day Mon 1/1/24 Mon 1/1/24
14 City Review 100% Submittal 14 days Tue 1/2/24 Mon 1/15/24 15 Final Design Submittal 14 days Tue 1/16/24 Mon 1/29/24 16 Bidding & Award 60 days Tue 1/30/24 Fri 3/29/24
17 Engineering Support During
Construction
150 days Sat 3/30/24 Mon 8/26/24
7/3
7/3
M E B M E
September April
31 Section J. Cost Proposal
In accordance with the RFP, WEBB has submitted the Cost Proposal in a separate sealed envelope.
Section K. Additional Information
No additional information at this time.
Section L. Insurances
Below is a sample COI of WEBB’s coverage. WEBB will provide the City with an updated COI meeting all coverage requirements as specified in the professional services agreement.
ANY PROPRIETOR/PARTNER/EXECUTIVEOFFICER/MEMBER EXCLUDED?
INSR ADDL SUBRLTRINSDWVD
PRODUCER CONTACTNAME:FAXPHONE(A/C, No):(A/C, No, Ext):
E-MAILADDRESS:
INSURER A :
INSURED INSURER B :
INSURER C :
INSURER D :
INSURER E :
INSURER F :
POLICY NUMBER POLICY EFF POLICY EXPTYPE OF INSURANCE LIMITS(MM/DD/YYYY)(MM/DD/YYYY)
AUTOMOBILE LIABILITY
UMBRELLA LIAB
EXCESS LIAB
WORKERS COMPENSATIONAND EMPLOYERS' LIABILITY
DESCRIPTION OF OPERATIONS / LOCATIONS / VEHICLES (ACORD 101, Additional Remarks Schedule, may be attached if more space is required)
AUTHORIZED REPRESENTATIVE
EACH OCCURRENCE $
DAMAGE TO RENTEDCLAIMS-MADE OCCUR $PREMISES (Ea occurrence) MED EXP (Any one person)$
PERSONAL & ADV INJURY $
GEN'L AGGREGATE LIMIT APPLIES PER:GENERAL AGGREGATE $
PRO-POLICY LOC PRODUCTS - COMP/OP AGGJECT
OTHER:$
COMBINED SINGLE LIMIT $(Ea accident)
ANY AUTO BODILY INJURY (Per person)$OWNED SCHEDULED BODILY INJURY (Per accident)$AUTOS ONLY AUTOS HIRED NON-OWNED PROPERTY DAMAGE $AUTOS ONLY AUTOS ONLY (Per accident) $
OCCUR EACH OCCURRENCE
CLAIMS-MADE AGGREGATE $
DED RETENTION $
PER OTH-STATUTE ER
E.L. EACH ACCIDENT
E.L. DISEASE - EA EMPLOYEE $If yes, describe under E.L. DISEASE - POLICY LIMITDESCRIPTION OF OPERATIONS below INSURER(S) AFFORDING COVERAGE NAIC #
COMMERCIAL GENERAL LIABILITY
Y / N
N / A(Mandatory in NH)
SHOULD ANY OF THE ABOVE DESCRIBED POLICIES BE CANCELLED BEFORE THE EXPIRATION DATE THEREOF, NOTICE WILL BE DELIVERED INACCORDANCE WITH THE POLICY PROVISIONS.
THIS IS TO CERTIFY THAT THE POLICIES OF INSURANCE LISTED BELOW HAVE BEEN ISSUED TO THE INSURED NAMED ABOVE FOR THE POLICY PERIODINDICATED. NOTWITHSTANDING ANY REQUIREMENT, TERM OR CONDITION OF ANY CONTRACT OR OTHER DOCUMENT WITH RESPECT TO WHICH THIS CERTIFICATE MAY BE ISSUED OR MAY PERTAIN, THE INSURANCE AFFORDED BY THE POLICIES DESCRIBED HEREIN IS SUBJECT TO ALL THE TERMS,EXCLUSIONS AND CONDITIONS OF SUCH POLICIES. LIMITS SHOWN MAY HAVE BEEN REDUCED BY PAID CLAIMS.
THIS CERTIFICATE IS ISSUED AS A MATTER OF INFORMATION ONLY AND CONFERS NO RIGHTS UPON THE CERTIFICATE HOLDER. THISCERTIFICATE DOES NOT AFFIRMATIVELY OR NEGATIVELY AMEND, EXTEND OR ALTER THE COVERAGE AFFORDED BY THE POLICIESBELOW. THIS CERTIFICATE OF INSURANCE DOES NOT CONSTITUTE A CONTRACT BETWEEN THE ISSUING INSURER(S), AUTHORIZEDREPRESENTATIVE OR PRODUCER, AND THE CERTIFICATE HOLDER.
IMPORTANT: If the certificate holder is an ADDITIONAL INSURED, the policy(ies) must have ADDITIONAL INSURED provisions or be endorsed.
If SUBROGATION IS WAIVED, subject to the terms and conditions of the policy, certain policies may require an endorsement. A statement onthis certificate does not confer rights to the certificate holder in lieu of such endorsement(s).
COVERAGES CERTIFICATE NUMBER:REVISION NUMBER:
CERTIFICATE HOLDER CANCELLATION
© 1988-2015 ACORD CORPORATION. All rights reserved.ACORD 25 (2016/03)
CERTIFICATE OF LIABILITY INSURANCE DATE (MM/DD/YYYY)
$
$
$
$
$
The ACORD name and logo are registered marks of ACORD
1/27/2023
License # 0757776
(951) 779-8558 (951) 231-2572
25674
Albert A. Webb Associates
3788 McCray StreetRiverside, CA 92506
19437
A 1,000,000
P-630-5456P929-TIL-23 2/1/2023 9/1/2023 300,000
$0 Deductible 5,000
1,000,000
2,000,000
2,000,000
1,000,000A
BA-3L23491A-23-43-G 2/1/2023 9/1/2023
2,000,000A
CUP-9H486836-23-43 2/1/2023 9/1/2023 2,000,000
0 A
UB-4J648178-22-43-G 9/1/2022 9/1/2023 1,000,000Y1,000,000 1,000,000
B Professional Liab.031711122 9/1/2022 Ded $150k/EaClaim 2M 2,000,000 For Informational Purposes Only.
**For Insured's Purposes Only**
ALBEAWE-01 SGONZALEZ
HUB International Insurance Services Inc.PO Box 5345Riverside, CA 92517 Kristie Koehrer
[email protected]
Travelers Property Casualty Company of America
Lexington Insurance Company
X
9/1/2023
X
X
X
X
X
X X
X
X
X
City of Beaumont Contract#
C23-55
1 AGREEMENT FOR PROFESSIONAL SERVICES BY INDEPENDENT CONTRACTOR
THIS AGREEMENT FOR PROFESSIONAL SERVICES BY INDEPENDENT CONTRACTOR is made and effective as of the 20th day of June, 2023, by and between the CITY OF BEAUMONT (“CITY”) whose address is 550 E. 6th Street, Beaumont, California 92223 and Albert A. Webb Associates, a California Corporation, whose address is 3788 McCray Street, Riverside, CA 92506 (“CONTRACTOR”).
RECITALS
This Agreement is entered into on the basis of the following facts, understandings and intentions of the parties to this Agreement:
A. CITY desires to engage CONTRACTOR to provide Professional Engineering Services- Wastewater Plant Site Improvements and;
B. CONTRACTOR has made a proposal (“Proposal”) to the CITY to provide such professional services, which Proposal is attached hereto as Exhibit “A” and incorporated herein by this reference; and
C. CONTRACTOR agrees to provide such services pursuant to, and in accordance with, the terms and conditions of this Agreement, and represents and warrants to CITY that CONTRACTOR possesses the necessary skills, licenses, certifications, qualifications, personnel and equipment to provide such services.
AGREEMENT
NOW, THEREFORE, in consideration of the foregoing Recitals and mutual covenants contained herein, CITY and CONTRACTOR agree as follows:
1. Term of Agreement. This Agreement is effective as of the date first above written and shall continue until terminated as provided for herein. Notwithstanding anything in this Agreement to the contrary, this Agreement shall automatically terminate after three (3) year(s) unless extended by the parties with the approval of the City Council of the CITY.
2. Services to be Performed. CONTRACTOR agrees to provide the services (“Services”) as follows: Professional Engineering Services- Wastewater Treatment Plant Site Improvements per Exhibit “A”. All Services shall be performed in the manner and according to the timeframe set forth in the Proposal. CONTRACTOR designates Brian Knoll as CONTRACTOR’S professional(s) responsible for overseeing the Services provided by CONTRACTOR.
3. Associates and Subcontractors. CONTRACTOR may, at CONTRACTOR’s sole cost and expense, employ such competent and qualified independent associates, subcontractors and consultants as CONTRACTOR deems necessary to perform the Services; provided, however, that CONTRACTOR shall not subcontract any of the Services without the written consent of CITY.
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2 4. Compensation.
4.01 CONTRACTOR shall be paid at the rates set forth in the Proposal and shall not increase any rate without the prior written consent of the CITY. Notwithstanding anything in this Agreement to the contrary, total fees and charges paid by CITY to CONTRACTOR under this Agreement shall not exceed Two Hundred Sixty-Four Thousand, Six Hundred Eighty Dollars and Zero Cents ($264,680.00).
4.02 CONTRACTOR shall not be compensated for any Services rendered nor reimbursed for any expenses incurred in excess of those authorized unless approved in advance by the CITY, in writing.
4.03 CONTRACTOR shall submit to CITY, on or before the fifteenth (15th) of each month, itemized invoices for the Services rendered in the previous month. The CITY shall not be obligated to pay any invoice that is submitted more than sixty (60) days after the due date of such invoice. CITY shall have the right to review and audit all invoices prior to or after payment to CONTRACTOR. This review and audit may include, but not be limited to CITY’s:
a. Determination that any hourly fee charged is consistent with this Agreement's approved hourly rate schedule;
b. Determination that the multiplication of the hours billed times the approved rate schedule dollars is correct;
c. Determination that each item charged is the usual, customary, and reasonable charge for the particular item. If CITY determines an item charged is greater than usual, customary, or reasonable, or is duplicative, ambiguous, excessive, or inappropriate, CITY shall either return the bill to CONTRACTOR with a request for explanation or adjust the payment accordingly, and give notice to CONTRACTOR of the adjustment.
4.04 If the work is satisfactorily completed, CITY shall pay such invoice within thirty (30) days of its receipt. Should CITY dispute any portion of any invoice, CITY shall pay the undisputed portion within the time stated above, and at the same time advise CONTRACTOR in writing of the disputed portion.
5. Obligations of CONTRACTOR.
5.01 CONTRACTOR agrees to perform all Services in accordance with the terms and conditions of this Agreement and the Proposal. In the event that the terms of the Proposal shall conflict with the terms of this Agreement, or contain additional terms that purport to bind the CITY other than the Services to be rendered and the price for the Services, the terms of this Agreement shall govern and said additional or conflicting terms shall be of no force or effect.
5.02 Except as otherwise agreed by the parties, CONTRACTOR will supply all personnel, materials and equipment required to perform the Services. CONTRACTOR
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3 shall provide its own offices, telephones, vehicles and computers and set its own work hours. CONTRACTOR will determine the method, details, and means of performing the Services under this Agreement.
5.03 CONTRACTOR shall keep CITY informed as to the progress of the Services by means of regular and frequent consultations. Additionally, when requested by CITY, CONTRACTOR shall prepare written status reports.
5.04 CONTRACTOR is responsible for paying, when due, all income and other taxes, fees and withholding, including withholding state and federal taxes, social security, unemployment and worker’s compensation, incurred as a result of the compensation paid under this Agreement. CONTRACTOR agrees to indemnify, defend and hold harmless CITY for any claims, costs, losses, fees, penalties, interest, or damages suffered by CITY resulting from CONTRACTOR’s failure to comply with this provision.
5.05 In the event CONTRACTOR is required to prepare plans, drawings, specifications and/or estimates, the same shall be furnished in conformance with local, state and federal laws, rules and regulations.
5.06 CONTRACTOR represents that it possesses all required licenses necessary or applicable to the performance of Services under this Agreement and the Proposal and shall obtain and keep in full force and effect all permits and approvals required to perform the Services herein. In the event CITY is required to obtain an approval or permit from another governmental entity, CONTRACTOR shall provide all necessary supporting documents to be filed with such entity.
5.07 CONTRACTOR shall be solely responsible for obtaining Employment Eligibility Verification information from CONTRACTOR’s employees, in compliance with the Immigration Reform and Control Act of 1986, Pub. L. 99-603 (8 U.S.C. 1324a), and shall ensure that CONTRACTOR’s employees are eligible to work in the United States.
5.08 In the event that CONTRACTOR employs, contracts with, or otherwise utilizes any CalPERS retirees in completing any of the Services performed hereunder, such instances shall be disclosed in advance to the CITY and shall be subject to the CITY’s advance written approval.
5.09 Drug-free Workplace Certification. By signing this Agreement, the CONTRACTOR hereby certifies under penalty of perjury under the laws of the State of California that the CONTRACTOR will comply with the requirements of the Drug-Free Workplace Act of 1990 (Government Code, Section 8350 et seq.) and will provide a drug- free workplace.
5.10 CONTRACTOR shall comply with all applicable local, state and federal laws, rules, regulations, entitlements and/or permits applicable to, or governing the Services authorized hereunder.
6. Insurance. CONTRACTOR hereby agrees to be solely responsible for the health
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4 and safety of its employees and agents in performing the Services under this Agreement and shall comply with all laws applicable to worker safety including but not limited to Cal-OSHA.
Therefore, throughout the duration of this Agreement, CONTRACTOR hereby covenants and agrees to maintain insurance in conformance with the requirements set forth below. Attached hereto as Exhibit “B” are copies of Certificates of Insurance and endorsements as required by Section 7.02. If existing coverage does not meet the requirements set forth herein, CONTRACTOR agrees to amend, supplement or endorse the existing coverage to do so.
CONTRACTOR shall provide the following types and amounts of insurance:
6.01 Commercial general liability insurance in an amount of not less than $1,000,000 per occurrence and $2,000,000 in the aggregate; CONTRACTOR agrees to have its insurer endorse the general liability coverage required herein to include as additional insured’s CITY, its officials, employees and agents. CONTRACTOR also agrees to require all contractors and subcontractors to provide the same coverage required under this Section 6.
6.02 Business Auto Coverage in an amount no less than $1 million per accident.
If CONTRACTOR or CONTRACTOR’s employees will use personal autos in performance of the Services hereunder, CONTRACTOR shall provide evidence of personal auto liability coverage for each such person.
6.03 Workers’ Compensation coverage for any of CONTRACTOR’s employees that will be providing any Services hereunder. CONTRACTOR will have a state-approved policy form providing statutory benefits as required by California law. The provisions of any workers’ compensation will not limit the obligations of CONTRACTOR under this Agreement. CONTRACTOR expressly agrees not to use any statutory immunity defenses under such laws with respect to CITY, its employees, officials and agents.
6.04 Optional Insurance Coverage. Choose and check one: Required __ /Not Required ___; Errors and omissions insurance in a minimum amount of $2 million per occurrence to cover any negligent acts or omissions committed by CONTRACTOR, its employees and/or agents in the performance of any Services for CITY.
7. General Conditions pertaining to Insurance Coverage
7.01 No liability insurance coverage provided shall prohibit CONTRACTOR from waiving the right of subrogation prior to a loss. CONTRACTOR waives all rights of subrogation against CITY regardless of the applicability of insurance proceeds and shall require all contractors and subcontractors to do likewise.
7.02. Prior to beginning the Services under this Agreement, CONTRACTOR shall furnish CITY with certificates of insurance, endorsements, and upon request, complete copies of all policies, including complete copies of all endorsements. All copies of policies and endorsements shall show the signature of a person authorized by that insurer to bind coverage on its behalf.
7.03. All required policies shall be issued by a highly rated insurer with a minimum A.M. Best rating of “A:VII”). The insurer(s) shall be admitted and licensed to do business
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5 in California. The certificates of insurance hereunder shall state that coverage shall not be suspended, voided, canceled by either party, or reduced in coverage or in limits, except after thirty (30) days' prior written notice has been given to CITY.
7.04 Self-insurance does not comply with these insurance specifications.
CONTRACTOR acknowledges and agrees that that all insurance coverage required to be provided by CONTRACTOR or any subcontractor, shall apply first and on a primary, non- contributing basis in relation to any other insurance, indemnity or self-insurance available to CITY.
7.05 All coverage types and limits required are subject to approval, modification and additional requirements by CITY, as the need arises. CONTRACTOR shall not make any reductions in scope of coverage (e.g. elimination of contractual liability or reduction of discovery period) that may affect CITY’s protection without CITY’s prior written consent.
7.06 CONTRACTOR agrees to provide immediate notice to CITY of any claim or loss against CONTRACTOR or arising out of the Services performed under this Agreement. CITY assumes no obligation or liability by such notice, but has the right (but not the duty) to monitor the handling of any such claim or claims if they are likely to involve CITY.
8. Indemnification.
8.01 CONTRACTOR and CITY agree that CITY, its employees, agents and officials should, to the extent permitted by law, be fully protected from any loss, injury, damage, claim, lawsuit, cost, expense, attorneys’ fees, litigation costs, defense costs, court costs or any other costs arising out of or in any way related to the performance of this Agreement by CONTRACTOR or any subcontractor or agent of either as set forth herein.
Accordingly, the provisions of this indemnity are intended by the parties to be interpreted and construed to provide the fullest protection possible under the law to CITY.
CONTRACTOR acknowledges that CITY would not enter into this Agreement in the absence of the commitment of CONTRACTOR to indemnify and protect CITY as set forth herein.
a. To the fullest extent permitted by law, CONTRACTOR shall defend, indemnify and hold harmless CITY, its employees, agents and officials, from any liability, claims, suits, actions, arbitration proceedings, administrative proceedings, regulatory proceedings, losses, expenses, damages or costs of any kind, whether actual, alleged or threatened, actual attorneys’ fees incurred by CITY, court costs, interest, defense costs, including expert witness fees and any other costs or expenses of any kind whatsoever without restriction or limitation incurred in relation to, as a consequence of or arising out of, or in any way attributable actually, allegedly or impliedly, in whole or in part to the performance of this Agreement.
CONTRACTOR’s obligation to defend, indemnify and hold harmless shall include any and all claims, suits and proceedings in which CONTRACTOR (and/or CONTRACTOR’s agents and/or employees) is alleged to be an employee of CITY.
All obligations under this provision are to be paid by CONTRACTOR as they are
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6 incurred by CITY.
b. Without affecting the rights of CITY under any provision of this Agreement or this Section, CONTRACTOR shall not be required to indemnify and hold harmless CITY as set forth above for liability attributable solely to the fault of CITY, provided such fault is determined by agreement between the parties or the findings of a court of competent jurisdiction.
8A. Indemnification Design Professionals.
8A.01 In the event that CONTRACTOR is a design professional under California Civil Code Section 2782.8 this Section 8A shall apply instead of Section 8. To the fullest extent permitted by California law and in accordance with California Civil Code section 2782.8, CONTRACTOR shall indemnify, and hold harmless the City, its officers, employees, trustees and members (“Indemnified Parties”) from any and all actions, assessments, counts, citations, claims, costs, damages, demands, judgments, liabilities (legal, administrative or otherwise), losses, notices, expenses, fines, penalties, proceedings, responsibilities, violations, attorney’s and consultants’ fees and causes of action including, but not limited to those for, injury to property or persons, including personal injury and/or death (“Claim(s)”), to the extent that the Claim(s) arises out of, pertains to, or relates to the negligence, recklessness, or willful misconduct of CONTRACTOR, its directors, officials, officers, employees and consultants arising out of, connected with, or resulting from the performance of the Services, the Project, or this Agreement. This indemnity excludes liability caused by the negligence or willful misconduct of any of the Indemnified Parties.
The cost to indemnify, hold harmless, and defend charged to CONTRACTOR shall not exceed CONTRACTOR’S proportionate percentage of fault.
9. Additional Services, Changes and Deletions.
9.01 In the event CONTRACTOR performs additional or different services than those described herein without the prior written approval of the City Manager and/or City Council of CITY, CONTRACTOR shall not be compensated for such services.
CONTRACTOR expressly waives any right to be compensated for services and materials not covered by the scope of this Agreement or authorized by the CITY in writing.
9.02 CONTRACTOR shall promptly advise the City Manager and Finance Director of CITY as soon as reasonably practicable upon gaining knowledge of a condition, event or accumulation of events which may affect the scope and/or cost of Services. All proposed changes, modifications, deletions and/or requests for additional services shall be reduced to writing for review and approval by the CITY and/or City Council.
10. Termination of Agreement.
10.01 Notwithstanding any other provision of this Agreement, CITY, at its sole option, may terminate this Agreement with or without cause, or for no cause, at any time by giving twenty (20) days’ written notice to CONTRACTOR.
10.02 In the event of termination, the payment of monies due CONTRACTOR for undisputed Services performed prior to the effective date of such termination shall be paid
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7 within thirty (30) business days after receipt of an invoice as provided in this Agreement.
Immediately upon termination, CONTRACTOR agrees to promptly provide and deliver to CITY all original documents, reports, studies, plans, specifications and the like which are in the possession or control of CONTRACTOR and pertain to CITY.
11. Status of CONTRACTOR.
11.01 CONTRACTOR shall perform the Services in CONTRACTOR’s own way as an independent contractor, and in pursuit of CONTRACTOR’s independent calling, and not as an employee of CITY. However, CONTRACTOR shall regularly confer with CITY’s City Manager as provided for in this Agreement.
11.02 CONTRACTOR agrees that it is not entitled to the rights and benefits afforded to CITY’s employees, including disability or unemployment insurance, workers’ compensation, retirement, CalPERS, medical insurance, sick leave, or any other employment benefit. CONTRACTOR is responsible for providing, at its own expense, disability, unemployment, workers’ compensation and other insurance, training, permits, and licenses for itself and its employees and subcontractors.
11.03 CONTRACTOR hereby specifically represents and warrants to CITY that it possesses the qualifications and skills necessary to perform the Services under this Agreement in a competent, professional manner, without the advice or direction of CITY and that the Services to be rendered pursuant to this Agreement shall be performed in accordance with the standards customarily applicable to an experienced and competent professional rendering the same or similar services in the same geographic area where the CITY is located. Further, CONTRACTOR represents and warrants that the individual signing this Agreement on behalf of CONTRACTOR has the full authority to bind CONTRACTOR to this Agreement.
12. Ownership of Documents; Audit.
12.01 All draft and final reports, plans, drawings, studies, maps, photographs, specifications, data, notes, manuals, warranties and all other documents of any kind or nature prepared, developed or obtained by CONTRACTOR in connection with the performance of Services performed for the CITY shall become the sole property of CITY, and CONTRACTOR shall promptly deliver all such materials to CITY upon request. At the CITY’s sole discretion, CONTRACTOR may be permitted to retain original documents, and furnish reproductions to CITY upon request, at no cost to CITY.
12.02 Subject to applicable federal and state laws, rules and regulations, CITY shall hold all intellectual property rights to any materials developed pursuant to this Agreement. CONTRACTOR shall not such use data or documents for purposes other than the performance of this Agreement, nor shall CONTRACTOR release, reproduce, distribute, publish, adapt for future use or any other purposes, or otherwise use, any data or other materials first produced in the performance of this Agreement, nor authorize others to do so, without the prior written consent of CITY.
12.03 CONTRACTOR shall retain and maintain, for a period not less than four years following termination of this Agreement, all-time records, accounting records and
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8 vouchers and all other records with respect to all matters concerning Services performed, compensation paid and expenses reimbursed. At any time during normal business hours and as often as CITY may deem necessary, CONTRACTOR shall make available to CITY’s agents for examination all of such records and shall permit CITY’s agents to audit, examine and reproduce such records.
13. Miscellaneous Provisions.
13.01 This Agreement, which includes all attached exhibits, supersedes any and all previous agreements, either oral or written, between the parties hereto with respect to the rendering of Services by CONTRACTOR for CITY and contains all of the covenants and agreements between the parties with respect to the rendering of such Services in any manner whatsoever. Any modification of this Agreement will be effective only if it is in writing signed by both parties.
13.02 CONTRACTOR shall not assign or otherwise transfer any rights or interest in this Agreement without the prior written consent of CITY. Unless specifically stated to the contrary in any written consent to an assignment, no assignment will release or discharge the assignor from any duty or responsibility under this Agreement.
13.03 CONTRACTOR shall timely file FPPC Form 700 Conflict of Interest Statements with CITY if required by California law and/or the CITY’s conflict of interest policy.
13.04 If any legal action or proceeding, including an action for declaratory relief, is brought to enforce or interpret the provisions of this Agreement, the prevailing party will be entitled to reasonable attorneys’ fees and costs, in addition to any other relief to which that party may be entitled.
13.05 This Agreement is made, entered into and shall be performed in the County of Riverside in the State of California and shall in all respects be interpreted, enforced and governed under the laws of the State of California. The parties agree that venue in any litigation between them shall be in Riverside County, California.
13.06 CONTRACTOR covenants that neither it nor any officer or principal of its firm has any interest, nor shall they acquire any interest, either directly or indirectly, which will conflict in any manner or degree with the performance of their Services hereunder.
CONTRACTOR further covenants that in the performance of this Agreement, no person having such interest shall be employed by it as an officer, employee, agent, or subcontractor.
13.07 CONTRACTOR has read and is aware of the provisions of Section 1090 et seq. and Section 87100 et seq. of the Government Code relating to conflicts of interest of public officers and employees. CONTRACTOR agrees that they are unaware of any financial or economic interest of any public officer or employee of the CITY relating to this Agreement. It is further understood and agreed that if such a financial interest does exist at the inception of this Agreement, the CITY may immediately terminate this Agreement by giving notice thereof. CONTRACTOR shall comply with the requirements
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9 of Government Code section 87100 et seq. and section 1090 in the performance of and during the term of this Agreement.
13.08 Improper Consideration. CONTRACTOR shall not offer (either directly or through an intermediary) any improper consideration such as, but not limited to, cash, discounts, services, the provision of travel or entertainment, or any items of value to any officer, employee or agent of the CITY in an attempt to secure favorable treatment regarding this Agreement or any contract awarded by CITY. The CITY, by notice, may immediately terminate this Agreement if it determines that any improper consideration as described in the preceding sentence was offered to any officer, employee or agent of the CITY with respect to the proposal and award process of this Agreement or any CITY contract. This prohibition shall apply to any amendment, extension or evaluation process once this Agreement or any CITY contract has been awarded. CONTRACTOR shall immediately report any attempt by any CITY officer, employee or agent to solicit (either directly or through an intermediary) improper consideration from CONTRACTOR.
13.09 Severability. If any portion of this Agreement is declared invalid, illegal or otherwise unenforceable by a court of competent jurisdiction, the entire balance of this Agreement not so affected shall remain in full force and effect.
IN WITNESS WHEREOF, the parties hereby have made and executed this Agreement to be effective as of the day and year first above written.
CITY: CONTRACTOR:
CITY OF BEAUMONT ALBERT A. WEBB ASSOCIATES
By: By:
Julio Martinez III, Mayor
Print Name:
Title:
City of Beaumont Contract#
C23-55
EXHIBIT “A”
PROPOSAL
Proposal to Provide Professional Engineering Services
Prepared for
May 11, 2023
Wastewater Treatment Plant Site Improvements
Section A. Cover Letter ..............................................................01 Section B. Introduction/Information ...........................................02 Section C. Approach ..................................................................05 Section D. Firm Profile ................................................................07 Section E. Location ....................................................................07 Section F. Organization, Key Personnel, and Resumes .............08 Section G. Project Experiences ..................................................19 Section H. References ................................................................26 Section I. Scope of Services ......................................................27 Section J. Cost Proposal ............................................................31 Section K. Additional Information ...............................................31 Section L. Insurances .................................................................31 Table of Contents
1 May 11, 2023
City of Beaumont
c/o Grace Wichert
550 E. 6th Street
Beaumont, CA 92223
RE: Request for Proposals for Engineering Services - Wastewater Treatment Plant Site Improvements Dear Ms. Wichert:
Enclosed is Albert A. Webb Associates’ (WEBB) proposal to provide engineering services for the Wastewater Treatment Plant Site Improvements for the City of Beaumont (City). The City needs a trusted and experienced technical team to manage and lead this project.
The WEBB Team designed the WWTP Upgrade project and therefore has a complete understanding of all aspects of the Plant. The Plant underwent a recent upgrade and expansion to increase its capacity to 6 MGD. However, this expansion resulted in the removal of several facilities and the creation of more exposed dirt areas, requiring the protection of graded slopes from erosion and runoff into the stormwater system.
In addition, the City aims to enhance the functionality, safety, and aesthetics of the plant entrance by reconfiguring the on-site gate and upgrading the landscaping to include an entry monument. The final component of this project involves the construction of a permanent receiving station for vactor truck discharges. Currently, the plant receives vactor discharge at a temporary facility. Each of these projects will be discussed in detail to ensure the City’s objectives are met efficiently and effectively.
Several of our team members also worked on the WWTP Upgrade project and therefore require no ramp up time. Our team members will remain committed for the duration of the project. As a result, you can be confident your water system improvements will be successfully completed in a timely and professional manner. We look forward to the opportunity to continue working together. If you have any questions regarding our proposal, please contact me directly at 951.830.3389, or by email at [email protected].
Sincerely,
Brian Knoll, PE
Chief Operations Officer
Albert A. Webb Associates
3788 McCray Street
Riverside, CA 92506
951.830.3389 / FAX 951.788.1256
[email protected]
Corporate Headquarters
3788 McCray Street
Riverside, CA 92506
T: 951.686.1070
Section A. Cover Letter
THANKS FOR
CONSIDERING
WEBB TO BE
YOUR PARTNER.
2 Section B. Introduction/Information
Statement of Understanding for Services Proposed
The City of Beaumont’s Wastewater Treatment Plant has recently been upgraded and expanded to a capacity of 6 MGD.
As part of the Upgrade Project, several facilities were removed and replaced with more advanced systems that required significantly less space and has resulted in more exposed dirt areas. There are also graded slopes that need to be protected from erosion and runoff going into the stormwater system. The City would also like to improve the functionality, safety and aesthetics of the Plant entrance by reconfiguring the gate on-site as well as upgrading the landscaping to include an entry monument. The final component of this project is to construct a permanent receiving station for vactor truck discharges. The Plant currently receives vactor discharge at a temporary facility. Each of these projects will be discussed individually below.
Dust/Erosion Mitigation and Sludge Truck Access Project As seen in Photos 1 and 2, there are large areas of the Plant that are now vacant following the completion of the Upgrade Project. These areas were previously where the
aeration basins were located. The City desires to provide a gravel ground cover to minimize dust and weeds. These improvements will reduce maintenance and enhance
equipment longevity by keeping equipment cleaner. There are also graded slopes that need to be protected from
erosion (see Photo 3). Slope protection is particularly important in the area around the Influent Pump Station.
The mitigation measures may include landscaping, slope
stabilization mats, and crib walls. There is also a need to protect the UV Disinfection system from stormwater runoff entering the channels. A curb will be constructed around the channels to prevent runoff intrusion.
Legal Name: Albert A. Webb Associates
Legal Form of Company: Corporation
Representative: Brian Knoll, PE
Chief Operations Officer
3788 McCray Street
Riverside, CA 92506
951.830.3389
(Left) Photo 1 and (Right) Photo 2 showing large areas of the Plant that are now vacant following the completion of the Upgrade Project.
Photo 3 - Graded slopes need protection from erosion
3 The final components of this phase of the project will be to enhance the driveway circulation and parking at the Plant. The current circulation through the Plant for the sludge hauling trucks is to travel into the Plant and traverse through/around several other facilities to get to the Sludge Loading Station or to drive across the open dirt area and turn around. The City would like to improve truck circulation and eliminate the need to drive through other areas of the Plant so a new paved access road will be constructed near the Sludge Loading Station. Also, the area between the Sludge Building and EQ Basin will be paved to create 10-15 new parking spaces for the operations team to utilize (See Photo 4). The parking area will include a stairway for easy access to the Membrane Treatment Building where their offices are located.
Entrance Gate, Landscaping and Entry Monument
The entry gate to the Plant has always been located just off Fourth Street and is equipped with a manual chain-link gate. The configuration and functionality of this entrance is challenging and potentially unsafe for the operations team, vendors and visitors because there is inadequate space
to fully pull off Fourth Street when the gate is not open.
The visual aesthetics could also be improved with new
landscaping, lighting, and an entry monument. This phase of the project will reconfigure the gate and fence so that trucks and passenger vehicles can exit Fourth Street with the gate closed. The gates will be equipped with security keypads to facilitate access for the operators and increase security of the Plant. Our team will work with the City to develop a concept for the fence, gate, landscape, lighting, and monument. Once the concepts are confirmed by the
City, the final plans, specifications and bidding documents will be prepared. An example of a similar facility is shown in Photo 5.
Photo 4 - Area between the Sludge Building and EQ Basin will be paved to create 10-15 new parking spaces for the operations team to utilize.
Photo 5 - Concept for the fence, gate, landscape, lighting, and monument.
4 Vactor Dump Station
The City’s operations team periodically needs to pump
out lift station wet wells, sewer pipelines, storm drain catch basins and other facilities. Vactor trucks are utilized for this work and those trucks are then brought to the
City’s Plant for disposal. By nature of this work, the vactor loads are filled with various solids and debris that can be harmful to the Plant equipment. The act of dumping the
vactor trucks is also messy and challenging. Therefore, a new permanent Vactor Dump Station is needed to better
facilitate this process. The City has selected a design concept based upon WEBB’s design and constructed
for Lake Arrowhead CSD at their Willow Creek WWTP.
This concept includes utilizing a roll-off dumpster with an integrated screen to remove solids from the liquid
prior to discharging the liquid into the influent sewer. See Photos 6 and 7. This facility is anticipated to be located in the southeast corner of the Plant adjacent to the existing 30-inch influent sewer pipeline. The facility will be designed in a manner to allow access for the vactor trucks as well as the waste management haulers who will deliver and pick up the roll-off bins.
Project Bidding/Phasing Strategy
These projects are somewhat unique and specialized and can be bid as separate contracts. However, we would like to explore the opportunity with the City to make them into one construction project. There are synergies between the three that would provide the City economies of scale and simplify the coordination and contracting efforts. Ultimately, we believe the City will get a better and more cohesive project if they are combined. For purposes of our scope of work and budget, we have assumed that they will all be included in one bid package and will be administered as one project.
Photo 6 - Willow Creek Vactor Station, Lake Arrowhead
Community Services District - Showing a roll-off dumpster with an integrated screen to remove solids from the liquid prior to discharging the liquid into the influent sewer.
Photo 7 - WEBB designed Lake Arrowhead Community Services District’s Vactor Truck Dump station for the Willow Creek Wastewater Treatment Plant
5 Section C. Approach
Scope of Services Objectives and Methodology
WEBB understands the absolute need for strong project management. We recognize the critical issues associated with schedule, budget management, and communication. Communication and coordination between the engineering consultant and the City is paramount to each project. To guarantee continuous and effective communication, a project manager will be assigned to each project to serve as the primary point-of-contact to the City and a principal-in-charge will be monitoring the entire process. Our project manager makes it a priority to attend all meetings between the City and the project proponents during the project. This will ensure a constant and effective way of communication resulting in strong budget and schedule control.
Responsiveness and Proximity
Our project management and delivery approach has two major elements: (1) use an experienced project management team with detailed experience of the project area, clear understanding of the City’s facilities and preferences, and clearly defined responsibilities and proven management tools to deliver this complex project that meets the City’s needs on budget and on schedule, and (2) have a detailed delivery plan that is understood and accepted by the City and the consultant team, with deliverables completed on schedule for timely decision making.
Management Responsibilities and Procedures
Brian Knoll, PE, will be the direct point-of-contact with the City’s project manager for all contractual matters focusing on resolving any critical contract issues as soon as they are identified. Brian has the authority to commit firm resources and will support the project manager in managing the overall scope, schedule, and budget. Brian’s experience on large multi-disciplinary projects has trained them to look forward to identify and prevent potential delay-causing issues.
The project manager will be responsible for the day-to-day project and technical management which includes:
• Facilitating frequent and consistent communications with the City • Implementing the overall delivery plan
• Managing the overall scope, schedule, and budget
• Implementing the QA/QC Program
• Overseeing the project controls staff for timely project management reports Shane Bloomfield, PE, will be responsible for facilitating final decisions by the City, coordination, management, communicating to the project team and the City project manager, preparing and reviewing design deliverables, and directing design support service disciplines and specialty subcontractors. Shane will assist in presenting the technical work at meetings and documenting action items and decisions.
The Team QA/QC and Project Management Plan will facilitate successful project execution. Management tools, procedures, and a delivery plan are all contained in a comprehensive Project Methodology Plan that is prepared at the beginning of the project and is updated throughout the project. Having a comprehensive and detailed Project Management Plan is essential for delivering a major design project with an integrated team consisting of the City, multiple stakeholders, multiple disciplines, and many deliverables. The City input into the plan will be essential to make certain it is an effective tool, adequately used, and meets your needs. An outline of the Project Management Plan and some initial comments and items to be included, in addition to our detailed Communication Plan, are as follows:
Schedule Management
A preliminary schedule will be prepared, provided, and discussed. In collaboration with the City, the project schedule and milestones will be evaluated and then modifications will be made to set the final baseline schedule during the initial project kick-off process. The baseline schedule will be monitored and tracked by our project manager to maintain the
6 project milestones and manage critical path items. A tracking schedule will be provided with monthly updates and all schedule variances identified. Actions required to correct schedule deviations will be developed and implemented by the team. The project schedule is an effective management tool when developed and maintained to guide the design team through the tasks required to successfully complete a project. WEBB uses Microsoft Project software to schedule and track project tasks.
Cost/Budget Management Plan
The proposed project budget will be prepared based on tasks required to successfully complete the project. Our project manager will track the final budget compared to the actual earned value, task completion, and cost-to-date and will identify any project cost variance monthly. Corrective actions will be taken to maintain the project budget. If changes to the scope and budget are deemed necessary, our project manager will work with the City to justify the need and clearly define the impacts.
Communication Plan and Management
Communication between all team members and the City is critical to its success. A key differentiator between our project team and our competitors is our physical location and our ability to meet with the clients and stakeholders quickly. We are committed to providing consistent communication by having required members of the project team available for all City meetings.
Issue Management/Risk Management
The tracking of project issues and management of risks is facilitated through a tracking log and available to the City and the project team. With issues being raised through email, phone calls, and meetings throughout the duration of the project, having a centralized document ensures project impacts are identified, logged, assigned, analyzed, acted upon, and addressed as part of the design process.
Quality Management Plan (QMP)
The quality control for this project will be embedded in every stage of the project development. Our QA/QC Program is designed to enhance the cooperation and synergy between the disciplines in-house, our design teams, sub-consultants, and the City. Our entire staff is part of the QA/QC Program and each plays a significant role in its implementation. As an underlying principle of our QA/QC Program, WEBB will utilize senior level staff to review work the product to utilize the experience and knowledge to each aspect of the project.
Project Sustainability
Reduce Errors & Omissions
Eliminate Valueless Activities
Provide Effective Design Solutions
Provide Maximum Value
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7 Section D. Firm Profile
Albert A. Webb Associates (WEBB), a Corporation, has consistently provided civil engineering services to public sector clients throughout California since 1945. This means our clients receive the benefit of a financially stable firm that has withstood many diverse economic times. WEBB is a mid-size consulting firm with offices in Riverside and Murrieta to best meet the needs of all of our clients. WEBB has 180 associates and the in-house expertise to address the needs of cities, water and special districts, counties, regional agencies, and our partner firms within the industry. WEBB offers a broad range of services to meet the objectives of our clients which include project development, planning, design, entitlement, funding, permitting, construction management, and inspection.
Service Departments Owner and Principal Parties
Firm Specifics
• Water Resources
• Construction Management and Inspection
• Land Development Planning & Entitlement
• Land Development Engineering
• Traffic and Transportation Engineering
• Environmental Services
• Biological Resources
• Land Survey and Mapping Services
• Landscape Architecture
• Geographic Information Systems
• Matthew Webb, PE, TE, LS - President/CEO
• Scott Webb - Senior Vice President
• Steve Webb - Director of Risk Management
• Brian Knoll, PE- Chief Operations Officer
• Kevin W.M. Ferguson - Chief Development Officer
• Scott Hildebrandt, PE - Chief Strategy Officer
• Todd Smith - Chief Financial Officer
• Sam Gershon, RCE - Senior Vice President
• Bruce Davis, PE - Senior Vice President
• Dilesh Sheth, PE, TE - Senior Vice President
• Stephanie Standerfer - Vice President
• Jason Ardery, PE, TE, LLS, CPESC, QSD - Vice President • Joseph Caldwell, PE, CPESC, CPSWQ - Practice Area Leader • Emily Webb, J.D. - Senior Land Use and Entitlement Specialist 1945 180 60+
Founding Year Number of Employees Professional Licenses Corporate Headquarters:
3788 McCray Street
Riverside, CA 92506
951.686.1070
Section E. Location
8 Section F. Organization, Key Personnel, and Resumes
PRINCIPAL-IN-CHARGE
Brian Knoll, PE
Chief Operations Officer
C 65690
SUBCONSULTANTS
KleinfelderStructural Engineering
SKM, Inc.Electrical Engineering
PROJECT MANAGER
Shane Bloomfield, PESenior Engineer
C 77435
LANDSCAPE
ARCHITECTURE
Jeff Hutchins, PLA, ASLAManager
PLA 3815
Jessie Corea, PLALandscape Architect
PLA 6840
Shane Bloomfield PE, will head up the WEBB Team as the Project Manager. Shane’s experience covers a variety of improvements for wastewater treatment facilities. These include headworks design, yard piping, grading and civil improvements, drying beds and vactor truck dump stations. Brian Knoll PE, will be the Principal-in-Charge of this project based on his extensive experience in wastewater treatment facility design and upgrades, coordinating multi-disciplinary design teams to provide cost competitive design and construction support services. Brian’s most recent experience includes PVRWRF vactor truck dump station for the Eastern Municipal Water District, 14 MGD upgrade to WRCRWA’s facility in Eastvale, and the 14 MGD upgrade to the City of Beaumont’s wastewater treatment facility.
SKM, Inc., will provide electrical engineering services. WEBB and SKM have teamed on a number of wastewater treatment projects in the last five years, including the City of Beaumont’s WWTP Expansion. Structural engineering will be provided by Kleinfelder.
9 Shane Bloomfield, PE
Senior Engineer
Shane Bloomfield, PE, is a Senior Engineer with WEBB’s Water Resources Department.
Shane specializes in the design of public works projects consisting of major pumping plants, groundwater pumping wells, sewer collection system design, wet well rehabilitation, water distribution system design, wastewater treatment plant design, and hydraulic system modeling using various computer models. He has engineering design responsibilities for several projects for public works agency clients including the City of Ontario, City of Riverside, Jurupa Community Services District, Eastern Municipal Water District, and Crestline-Lake Arrowhead Water Agency.
REGISTRATIONS
Registered Civil Engineer C 77435 (CA)
EDUCATION
BS, Geology/Hydrology’
Brigham Young University
MS, Environmental Science & Engineering
Colorado School of Mines
AFFILIATIONS
National Groundwater Association (NGWA)
Vactor Dump Station - Willow Creek Wastewater Treatment Plant, Lake Arrowhead Community Services District – Shane was the Project Manager for the District’s project. WEBB provided engineering design services for the District’s of Willow Creek Wastewater Treatment Plant (WCWWTP) Upgrades. The overall plan for this facility was to simplify the existing facility for equalizing flow to the Grass Valley Wastewater Treatment Plant (GVWWTP). The modifications included changing the facility to provide only primary treatment, maximizing the existing storage ponds, lining the ponds, eliminating the discharge pipeline such that all discharge is directed only to the GVWWTP, upgrading the existing headworks structures (meter, grit chamber, primary clarifier) to meet the anticipated peak flow and evaluating one of the existing primary clarifiers.
With regards to the Vactor Dump Station, the District demoed the existing facility and WEBB designed the new Vactor Dump Station to be a trash enclosure as seen above. The site also features plenty of maneuverability for multiple trucks.
PVRWRF Vactor Truck Dump Station Design, Eastern Municipal Water District (District) - Shane serves as the Project Manager for the Districts design of a new Vactor Truck dump station at the District’s PVRWRF. The dump station will meet regulatory requirements and meet the District’s goals of 1) efficient operations, and 2) exceeding minimum safety standards at this Cal/STAR site for ergonomics, employee safety, safe walking surfaces, safe chemical handling and appropriate signage and controls for vehicular travel. The project includes preliminary and final design of a complete Vactor Truck dump station to include a roadway system for safe and easy ingress and egress, maneuvering space, containment berms and slopes, dumping area to accommodate up to six Vactor Trucks simultaneously, a connection to sewer for drainage, accessible wash down water, and an ergonomically friendly cleaning, effective and efficient solids handling area, a storage shed for lime, lighting, and vector control strategies. The design package includes all aspects of a fully functional Vactor Truck dump station. When complete, the station will become a model for future Vactor Truck dump stations for the District.
WWTP Expansion and Salt Mitigation Project, City of Beaumont (City) - Shane serves as the Civil Designer for the City’s WWTP Expansion. The existing WWTP needs to be expanded and upgraded. The WWTP is currently treating over 75% of its permitted capacity and therefore must begin the expansion process. Per the new Regional Water Quality Control Board’s updated Basin Plan, the City must begin
10 Shane Bloomfield, PE
Senior Engineer
reducing TDS being discharged from the plant. The City completed a feasibility study to identify the best way to expand and upgrade the plant.
Beaumont WWTP Expansion/Upgrade Preliminary Design, City of Beaumont Shane served as WWTP Expansion/ Upgrade Civil Engineer on the WEBB Team that prepared the project feasibility study, which analyzed two different options. The first was the Beaumont option which expands and upgrades treatment at the City’s WWTP. For this option three different WWTP configurations were evaluated. In addition, options were explored to dispose of waste brine from the advanced treatment system. The second option was to consolidate treatment with YVWD and deliver all wastewater flow there. For each option, detailed cost estimates were developed taking into account capital cost and O&M costs. In the end the City Council selected the Beaumont option. The preliminary design includes the preparation of 20%-30% plans for both the WWTP expansion as well as a 23-mile brine disposal pipeline connecting to the IEBL in San Bernardino.
The expansion project includes replacing 20 million gallons per day (MGD) of existing capacity with 26 MGD of new capacity. The improvements also include new solids processing facilities.
Temecula WRF Expansion, Eastern Municipal Water District (EMWD) - Shane served as a design engineer for EMWD’s 23 MGD Expansion Project at the Temecula WRF. As a consulting partner to CH2MHill, WEBB was responsible for all aspects of the civil design including site layouts, grading, yard piping, and utility relocations for the 5 MGD expansion of the plant. New facilities included headworks expansion, primary clarifiers, membrane bioreactor, site improvements, and associated yard piping.
Calipatria Surface Water Treatment Plant Chemical Feed (6 MGD), Golden State Water Company - For this project, Shane was responsible for the design of two 4.5-MG geo-membrane lined open raw-water reservoirs and four 1-MG welded steel reservoirs. Shane prepared the civil and mechanical drawings associated with the reservoirs, including inlet/outlet piping, concrete ring wall design, and site piping. Shane was responsible for review of the structural drawings for the steel reservoirs during the construction phase of the project.
Imperial Wastewater Treatment Plant Expansion (1.0 MGD), City of Imperial (City) - Shane served as Project Engineer for the Imperial Wastewater Treatment Plant Expansion (1.0 MGD) Project. The purpose of this project was to provide ad- ditional wastewater treatment capacity for the City and upgrade the City’s disinfection system. WEBB was responsible for the implementation of this 1.0 MGD wastewater treatment plant (WWTP) upgrade project. The firm had responsibility for all aspects of the project including preliminary engineering, environmental documentation and compliance, survey and map- ping, final facility design, bidding, construction management, inspection, and NPDES permitting. The upgrades to the City’s existing facility included the design of new headworks screening units, addition of an activated sludge extended aeration basin, reinforced concrete secondary clarifiers, blower building and blower units, upgraded UV disinfection system, sludge drying beds and sludge staging area, flow monitoring and sampling, electrical and controls upgrades, and all appurtenant process and yard piping.
Golden State Water Company - Bissell Tank and Treatment Plant, Golden State Water Company - Shane was responsible for the construction management and field inspection. His responsibilities also included submittal review, responding to questions during construction, monitoring schedules, reviewing payment requests, resolving change orders, performing materials testing for soils and concrete, and on-site field inspection during construction. For this project, Shane was responsible for the design of two 4.5-MG geo-membrane lined open raw-water reservoirs and four 1-MG welded steel reservoirs. Shane prepared the civil and mechanical drawings associated with the reservoirs, including inlet/outlet piping, concrete ring wall design, and site piping. Shane was responsible for review of the structural drawings for the steel reservoirs during the construction phase of the project.
11 Brian Knoll, PE
Chief Operations Officer
Brian Knoll, PE, is a Chief Operations Officer with WEBB. Brian has been responsible for the design and direction of capital improvement projects throughout southern California. Brian’s expertise lies in planning, design, and construction oversight of water and wastewater facilities. Brian has been involved in numerous large multi-discipline water and wastewater projects including the City of Riverside’s 26 MGD expansion of their water quality control plant, the 14 MGD expansion of the Western Riverside Wastewater Treatment Plant, and the 6 MGD expansion of the Calipatria Water Treatment Plant. He has worked extensively with the City of Imperial, Western Municipal Water District, Golden State Water Company, the City of Corona, Crestline Lake Arrowhead Water Agency, Eastern Municipal Water District, the City of Riverside, and WRCRWA. Brian has also worked closely with other engineering partners such as CDM Smith, Black & Veatch, and CH2M Hill.
His macro style in water resources leadership coupled with a practical approach, enhances Brian’s standing within the firm and the industry.
REGISTRATIONS
Registered Civil Engineer C 65690 (CA)
Registered Civil Engineer C 42407 (AZ)
EDUCATION
MS, Civil Engineering
Brigham Young University
BS, Civil Engineering
Brigham Young University
AFFILIATIONS
American Water Works Association (AWWA)
American Society of Civil Engineers (ASCE)
Water Environment Federation (WEF)
Inland County Water Association (ICWA)
Wastewater Treatment Plant Expansion and Salt Mitigation Project, City of Beaumont (City) - Brian serves as Principal-in-Charge and Project Manager for the City’s project which consists of two major components:
Waste Water Treatment Plant (WWTP) Expansion and Upgrade - Final Design The existing WWTP needs to be expanded and upgraded. The WWTP is currently treating over 75% of its permitted capacity and therefore must begin the expansion process. Per the new Regional Water Quality Control Board’s updated Basin Plan, the City must begin reducing TDS being discharged from the plant. The City completed a feasibility study to identify the best way to expand and upgrade the plant. The Plant will be converted to an MBR process followed by RO for TDS reduction. The Plant will also add screening, EQ, sludge dewatering, and drying.
Brine Line - Final Design - Brine disposal is an integral part of this project and was a key driver in the selection of this project. Without a safe, reliable, and cost effective way to dispose of the brine, this project cannot move forward and compliance with the Basin Plan would be impossible. The brine pipeline connecting to the Inland Empire Brine Line (IEBL) was determined to be the best option during the feasibility study, due to cost and certainty of operation.
The brine line has been sized at 12-inches and will be approximately 23-miles long. The pipeline begins at the City’s WWTP and ends near the City of San Bernardino’s WWTP on Waterman Avenue.
PVRWRF Vactor Truck Dump Station Design, Eastern Municipal Water District (District) - Brian serves as the Principal-in-Charge for the Districts design of a new Vactor Truck dump station at the District’s PVRWRF. The dump station will meet regulatory requirements and meet the District’s goals of 1) efficient operations, and 2) exceeding minimum safety standards at this Cal/STAR site for ergonomics, employee safety, safe walking surfaces, safe chemical handling and appropriate signage and controls for vehicular travel. The project includes preliminary and final
12 design of a complete Vactor Truck dump station to include a roadway system for safe and easy ingress and egress, maneuvering space, containment berms and slopes, dumping area to accommodate up to six Vactor Trucks simultaneously, a connection to sewer for drainage, accessible wash down water, and an ergonomically friendly cleaning, effective and efficient solids handling area, a storage shed for lime, lighting, and vector control strategies. The design package includes all aspects of a fully functional Vactor Truck dump station. When complete, the station will become a model for future Vactor Truck dump stations for the District.
Imperial Wastewater Treatment Plant Expansion (1.0 MGD), City of Imperial (City) - Brian served as Principal-in- Charge for the Imperial Wastewater Treatment Plant Expansion (1.0 MGD) Project. The purpose of this project was to provide additional wastewater treatment capacity for the City and upgrade the City’s disinfection system. WEBB was responsible for the implementation of this 1.0 MGD wastewater treatment plant (WWTP) upgrade project. The firm had responsibility for all aspects of the project including preliminary engineering, environmental documentation and compliance, survey and mapping, final facility design, bidding, construction management, inspection, and NPDES permitting. The upgrades to the City’s existing facility included the design of new headworks screening units, addition of an activated sludge extended aeration basin, reinforced concrete secondary clarifiers, blower building and blower units, upgraded UV disinfection system, sludge drying beds and sludge staging area, flow monitoring and sampling, electrical and controls upgrades, and all appurtenant process and yard piping.
WRCWRA Wastewater Treatment Plant, Western Riverside County Regional Wastewater Authority - Brian served as Project Manager for the WEBB Team that designed the 14 MGD plant expansion. The expansion project included evaluating alternatives to provide additional flow and biological capacity while reducing the overall cost of treatment. WEBB’s design includes primary, secondary, and tertiary treatment along with disinfection and solids handling. Working with the member agencies, cost effective alternatives are being selected and refined to make this project affordable to build while reducing the cost of treatment. The project also includes chemical storage and pumping.
WRF-1 Centrifuge Replacement Expansion Phase 1, City of Corona Department of Water and Power - Brian served as the Project Manager for this project. The purpose of this project was to improve biosolids dewatering performance at Corona’s WRF #1. This is accomplished by replacing one of the existing belt presses with a new centrifuge. The two existing belt presses discharge dewatered solids at approximately 14% DS into the conveyor system and into the truck loading and dryer facilities. It is anticipated that the new centrifuge will produce 16-18% DS which will reduce hauling costs when the sludge is being moved out of the facility and will reduce operating costs when the dryer is in operation.
WRP 10 Headworks Condition Assessment and Alternatives, Coachella Valley Water District (District) - Brian served as Project Manager for the WEBB Team which prepared the Condition Assessment and Recommendation Report for the District’s WRP 10 Headworks. The result of report and coordination with District personnel was the recommendation to replace the existing Influent Pump Station, Headworks Screens and associated facilities.
Existing data provided by the District was reviewed to develop the existing flows and loads received at the plant.
District input and information was used to project future flows and loads for planning and design purposes at the plant. Operation, maintenance, and replacement costs were developed for the alternatives and included as part of the overall evaluation of the alternatives. WEBB held three workshops associated with the assessment. The final report was delivered after the input and review from all the workshops was incorporated.
Brian Knoll, PE
Chief Operations Officer
13 Nuevo Tank Condition Assessment and Rehabilitation, Eastern Municipal Water District - Eric provided a visual condition assessment and the rehabilitation design of a new roof for an existing 50 foot diameter by 32 foot tall steel tank. Kleinfelder also provided construction support services.
Fruitvale Tank Condition Assessment, Eastern Municipal Water District, Perris - Eric provided a visual condition assessment and report for the structural condition of this 1 million gallon steel tank.
Reservoirs Seismic Retrofits City of San Bernardino, San Bernardino, CA. Eric provided structural engineering services for the seismic review and analysis of 23 existing reservoirs for the City of San Bernardino Municipal Water Department.
The reservoir types include circular steel, circular conventionally reinforced concrete, and rectangular conventionally reinforced concrete, both above and below grade.
Pump Station at 65th and Herrick, City of San Diego Water Department, San Diego - Eric provided Quality Control on the structural design of this new aboveground pump station at 65th Street and Herrick and the design of a concrete masonry shell and a wood-framed roof. The 65th & Herrick Water Pump Station is located at the southeast corner of 65th and Herrick Streets in Encanto and services the communities of Encanto, Skyline and Paradise Hills. The new pump station was built to replace an existing pump station built in 1949. The new pump station includes a new masonry pump house, and feature three new state-of-the-art variable speed pumps, one backup pump, an emergency generator, new electrical control equipment as well as site and landscaping improvements.
Garden Grove Concrete Reservoirs Condition Assessment, City of Garden Grove - Eric served as Project Manager for the assessment of eight concrete reservoirs for the City of Garden Grove. The reservoirs included in the assessment ranged in capacity from 4 MG to 10 MG with an age of 15 to 45 years old. Six of the reservoirs were circular pre stressed concrete tanks and the remaining two were rectangular concrete tanks. The scope of work included site observations of each reservoir and the associated site, structural and seismic analysis, a report summarizing the results of the investigations with improvement and upgrade recommendations, and a capital improvement program to aid in budgeting and scheduling.
San Vicente Pump Station, San Diego Water Authority, San Diego - Eric provided engineering design for the structural design of a 30,000 hp pump station for the San Diego County Water Authority. The building is approximately 260-foot-long by 80-foot-wide by 50-foot-high, and has a clear height of 34 feet from operating floor to bottom of roof girder and is organized on two levels. The lower level pump room houses the pumps. This lower level has a depressed passageway along the north wall to provide access between the pumps. The upper level houses the control room, the unisex toilet, the loading dock, and appropriately sized .support areas such as electrical and heating, ventilation, and air conditioning (HVAC).
Eric Ng, PE, SE
Principal-in-Charge
Kleinfelder
Erig has over 30 years of professional experience in structural engineering and a design background encompassing structures constructed with construction materials such as reinforced concrete, reinforced masonry, structural steel, aluminum, and wood. His project experience involves retrofit or new design of numerous reservoirs (concrete and steel), potable water and wastewater pump stations, dam outlet towers, industrial tilt up and masonry buildings, hospitals, schools, fire stations, water, and wastewater treatment plants, and residential buildings.
EDUCATION
MS, Structural Engineering
BS, Structural Engineering
Registered Civil Engineer C 43701
Registered Structural Engineer SE 3583
14 Wastewater Treatment Plant Expansion and Salt Mitigation Project, City of Beaumont - Christina serves as Structural Project Engineer for the City’s project which consists of two major components:
Waste Water Treatment Plant (WWTP) Expansion and Upgrade - Final Design (Structural) - The existing WWTP needs to be expanded and upgraded. The WWTP is currently treating over 75% of its permitted capacity and therefore must begin the expansion process. Per the new Regional Water Quality Control Board’s updated Basin Plan, the City must begin reducing TDS being discharged from the plant. The City completed a feasibility study to identify the best way to expand and upgrade the plant. The Plant will be converted to an MBR process followed by RO for TDS reduction. The Plant will also add screening, EQ, sludge dewatering, and drying.
Brine Line - Final Design (Structural) - Brine disposal is an integral part of this project and was a key driver in the selection of this project. Without a safe, reliable, and cost effective way to dispose of the brine, this project cannot move forward and compliance with the Basin Plan would be impossible. The brine pipeline connecting to the Inland Empire Brine Line (IEBL) was determined to be the best option during the feasibility study, due to cost and certainty of operation. The brine line has been sized at 12-inches and will be approximately 23-miles long. The pipeline begins at the City’s WWTP and ends near the City of San Bernardino’s WWTP on Waterman Avenue.
WRCWRA Wastewater Treatment Plant, Western Riverside County Regional Wastewater Authority - Christina served as Structural Project Engineer for the WEBB Team that designed the 14 MGD plant expansion. The expansion project included evaluating alternatives to provide additional flow and biological capacity while reducing the overall cost of treatment. WEBB’s design includes primary, secondary, and tertiary treatment along with disinfection and solids handling.
Working with the member agencies, cost effective alternatives are being selected and refined to make this project affordable to build while reducing the cost of treatment. The project also includes chemical storage and pumping.
Plant 150, East Valley Water District - Christina serves as Project Engineer providing foundation calculations, drawings, and specifications for Plant 150, a centralized water treatment plant. The scope of work includes a ring foundation for two 500,000 gallon steel tanks for surface water, concrete foundations for an operations building, chemical building, and multiple ion exchange tanks.
Christina Nishimoto, PE, SE
Project Manager
Kleinfelder
Christina Nishimoto has nine years of professional experience including working with steel, concrete, masonry, and timber structures and is knowledgeable in the design considerations of all four materials and their respective governing codes. Her design phase work has included attending meetings, coordinating with other professional trades, structural analysis, and detailing.
EDUCATION
MS, Structural Engineering, University of California, San Diego BS, Structural Engineering, University of California, San Diego Registered Civil Engineer C 73208
Registered Structural Engineer SE 6084
15 Christina Nishimoto, PE, SE
Project Manager
Kleinfelder
Miramar Clearwell Improvements, City of San Diego Public Utilities Department - Christina serves as Project Engineer providing the design of two new rectangular hopper bottom reservoirs, totaling 58.3 MG. The structural system is a two-way reinforced concrete roof with drop panels supported seismically by perimeter concrete shearwalls. Christina is also designing a 5 MG chlorine contact chamber of similar structural system and assisting in managing the work of a number of subconsultants, including the water disinfection process, architectural, civil, landscaping, and environmental permitting.
Point Loma Sedimentation Basin Rehabilitation, City of San Diego - Christina served as Project Engineer on the Point Loma Wastewater Treatment Plant project that consists of 12 existing sedimentation basins constructed as several different projects starting in 1962 through 1996. The result of the varying projects is non-uniformity within the 12 basins.
Christina provided support on structural engineering services provided by KLF|SWE which included site evaluation, design and drafting, and construction administration during the construction process. Additionally, Christina provided the design of a pipe support rack.
Pump Stations 1 and 2, City of San Diego Metropolitan Wastewater Department - Christina provided structural calculations and construction support for this design-build project. KLF/SWE’s scope of work included the design of a two-story concrete masonry building at Pump Station 2 as a sub-consultant to Carollo Engineers. The first floor of the building is an electrical room and the second floor is used for storage. The structural system of the building consists of long span trusses for the roof framing, composite floor, and a mat foundation.
Twin Oaks Central Basin, Central Basin Municipal Water District - Christina served as Project Engineer providing design calculations for the 50 MGD design/build water treatment plant. The design included pump stations, arc flow treatment barriers, two 14 MGD reservoirs, and an ozone treatment facility and filter basin.
Pala Casino Wastewater Treatment Plant, Pala Band of Mission Indians - Christina served as Project Engineer providing the design calculations for this project, which provided the Pala Band of Mission Indians a new wastewater treatment plant and upgrades to the existing lift station.
Phase I Expansion, Riverside Regional Water Quality Control Plant - Christina served as the Project Engineer and provided construction support services for the Phase I expansion. KLF/SWE’s scope of work included design consulting services for this project. The expansion scope was to replace 20 MGD of existing conventional activated sludge capacity with 26 MGD of membrane bioreactor capacity.
16 BS Electrical Engineering
University of Utah, 2002
skmeng.com
Project Role Project Experience
Work Experience
Specialties
Education
Registration
Certification
Electrical & Controls Engineer
21 Years
Electrical Engineering
Control and SCADA Systems
Design & Integration
Network and Communications
Design and Integration
Water & Wastewater
Facilities Process Control and
Optimization
Project Management
Construction Management
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Utah
Professional Engineer:
Ignition Gold Certification
save time - save energy - save money
Mark P. Jeppsen, P.E. - Principal
(801) 683-3760 - [email protected]
Mr. Jeppsen is an electrical, instrumentation and controls engineer with 21 years of experience in power design, controls engineering, process and instrumentation design, industrial network design, construction oversight, radio and telemetry systems, SCADA system design and integration and PLC and HMI design and integration. He has designed and integrated multiple potable water, secondary water, water treatment, wastewater collection and wastewater treatment systems. Design tasks include facility power, motor power and control, SCADA systems, instrumentation selection and control, process and instrumentation diagrams, communications networks and systems, control loop diagrams and descriptions. Integration tasks include control and PLC panel design and construction, PLC, OIT and HMI programming and commissioning, radio system integration and testing, instrument calibration, automated reporting systems and operator training and documentation. 2009 - 2021:
Jurupa Community Services District (JCSD), Jurupa, CA - Electrical and Controls Engineer Mark has worked with JCSD on various projects over the years including the Regional Lift Station and various other lift stations. He has also was the lead electrical engineer on Wells 13, 27 & 28 as well as the JCSD-RCSD Booster Pump Station. Mark has worked closely with the District’s controls engineer and O&M staff to develop designs drawings that are tailored to the District’s standards. 2009 - Present:
Western Riverside County Regional Wastewater Authority (WRCRWA), Eastvale, CA - Electrical and Controls Engineer
In 2009 Mark led the electrical and control design for an aeration upgrade at the WRCRWA plant. This included a new blower building with associated controls for the existing oxidation ditches. In 2012 Mark was the lead electrical engineer for a complete plant expansion at WRCRWA which also included new network, PLC, and HMI systems. Since the completion of the expansion, Mark has provided services for several projects and has provided on-call support for the facility.
2006 – Present:
Salt Lake City, UT - Electrical and Controls Engineer
SKM has been providing services to Salt Lake City for their various water and wastewater facilities since 2006.
Mark is currently overseeing the implementation of a complete control system upgrade at the 50 MGD Water Reclamation Facility which includes control panel upgrades, PLC replacements and new HMI screens. SKM has designed a new WAS thickening facility and is currently designing a new Headworks facility. Mark is the lead engineer and project manager for electrical and controls upgrades at the 20 MGD Big Cottonwood Water Treatment Plant that will be completed in 2018.
2004 – Present:
Central Weber Sewer Improvement District, UT - Electrical and Controls Engineer SKM has been working for Central Weber Sewer Improvement District (CWSID) since 2004 by providing electrical designs, controls upgrades and system maintenance. Mark has managed upgrades at the plant as they have come, including upgrades for the influent pump building, utility water pump building and PLC & HMI upgrades.
In 2006 design began for a complete 60 MGD plant expansion and SKM was an integral part of the design and integration team. Construction for this project began in 2008 and was completed in 2012. 2004 – Present:
Sandy City, UT - Electrical and Controls Engineer
SKM provided the complete and operational SCADA System for Sandy City’s Water System that was completed in 2005. Since then, SKM has provided incremental additions, improvements and maintenance including a new storm water system. The system consists of nearly 40 remote sites that consist of tanks, boosters and wells. In 2016 SKM provided an HMI system upgrade for the water and storm water systems. 2003 – Present:
Park City, UT - Electrical and Controls Engineer
SKM began working for Park City by providing the system integration for an iron, arsenic and manganese removal process at the Spiro Water Treatment Plant in 2003. In 2012, SKM provided the complete and operational SCADA System for the Quinn’s Junction Water Treatment Plant, a microfiltration membrane process. This included PLC & HMI programming, custom reports and historical data gathering and startup and commissioning.
In 2016 SKM upgraded Park City’s complete SCADA system which included their two water treatment plants and approximately 70 remote boosters, tanks, metering stations, PRV stations and well houses.
17 Mark P. Jeppsen, P.E. - Principal
Project Experience (continued)
Other Project Experience
2003 – Present:
City of Tooele, UT - Electrical and Controls Engineer
Mark began working for the City of Tooele by providing electrical and controls maintenance at the City’s Water Reclamation Facility. In 2011 Mark was the lead electrical engineer for the design, construction and integration of a plant expansion at the Water Reclamation Facility. In 2015 SKM began providing electrical and controls services for the City’s culinary water system. 2002 – Present:
City of Payson, UT - Electrical and Controls Engineer
The Payson Wastewater Treatment Plant was upgraded in 2002. Mark successfully implemented the electrical design for the project, oversaw the construction, and integrated the control system. A new fiber optic network was successfully installed and improved the operation and reliability of the SCADA system.
1999 – Present:
Springville City, UT - Electrical and Controls Engineer Mark successfully designed and implemented the electrical and controls for two plant expansions at the Springville Wastewater Treatment Plant. The first expansion was in 1999 and the second in 2009. The expansions consisted of a new electrical service, new SCADA system and PLC replacements. SKM has been providing integration and maintenance services to the City since 1999. 1999 – Present:
Spanish Fork City, UT - Electrical and Controls Engineer In 1999 SKM began working for Spanish Fork City by upgrading the electrical and controls system for their primary pump station at the Wastewater Treatment Plant. In 2004, the plant was expanded and Mark was the lead electrical and controls engineer for the project. He successfully implemented the electrical design for the project, oversaw the construction, and integrated the control system. A new fiber optic network was successfully installed and improved the operation and reliability of the SCADA system. 1998 – Present:
West Wendover, NV - Electrical and Controls Engineer
Since 1998 SKM has been providing services to the City of West Wendover for their water and wastewater systems. In 1999-2000 SKM performed a SCADA System replacement for both systems that incorporated new radios and equipment for their well field and pipeline located 20 miles from the City. In 2011-2012 SKM provided the design engineering and integration for a new MBR facility at the Water Reclamation Facility.
Present: Beaumont City, CA. WWTP MBR and RO Expansion
Present: Las Gallinas, CA. WWTP Expansion
Present: City of Imperial, CA. WWTP MBR Facility Expansion
Present: Central Davis Sewer District, Kaysville, UT. WAS Thickening Addition
2016: Ogden City, UT. Water System SCADA Upgrade
2016: Provo City, UT. WWTP UV Building Addition and Headworks Upgrade 2015: Ogden City, UT. WTP Microfiltration Upgrade
2015: Provo City, UT. WWTP Master Plan
2014: Imperial, CA. WTP Controls Upgrade
2013: City of Elko, NV. WWTP Upgrade
2013: Fort Shafter Flats, HI. WWTP MBR Facility
2011: Las Gallinas, CA. WWTP Microfiltration Addition
2011: Provo City, UT. WWTP Centrifuge Facility Upgrade 2011: Orem City, UT. WWTP Expansion
2010: Taos, NM: WWTP MBR Facility Expansion
2010: Moroni, NM: WWTP MBR Facility
2009: Brigham City, UT. WWTP Expansion
2008: Heber, CA. WWTP Expansion
2008: Inscription Canyon Ranch, AZ. WWTP MBR Plant
2008: Edgewood City, NM. WWTP MBR Facility
2007: Gallup, NM. WWTP Expansion
2006: Jerome City, ID. WWTP MBR Facility
2005: Hyrum City, UT. WWTP MBR Facility
2003: Oakley City, UT. WWTP MBR Facility
18 Jeff Hutchins has three decades of experience as a landscape architect.
Jeff’s aspirations are exemplified in his development of green infrastructure on every project that comes in the door. By emphasizing “One Water,” the comprehensive approach of managing water in an environmentally, economically and socially beneficial manner, he strives to create self-sustaining landscapes.
He oversaw the construction of some of the most visible projects, including SoFi Stadium (Lake Park), Dodger Stadium, Hillcrest Park, Vista Hermosa Park, Los Angeles River Greenway Trail, Ishihara Park, and several storm water projects funded by local ballot measures, including the LA Zoo parking lot, Westside Rainwater Park, and South LA Wetlands. The City of Los Angeles Bureau of Sanitation, the AIA-LA, ASLA-SCC, and APACA recognized Jeff for his leadership in storm water design at PALAPA, an annual assembly of storm water professionals. Additionally, Jeff has worked extensively with the Los Angeles and San Jacinto School Districts to provide students of all ages with access to nature to support learning as well as social, mental, and physical health.
At a technical level, Jeff has established a project production method that has proven itself many times over. As new technologies and processes are introduced to the work flow, Jeff has integrated them while maintaining a standard of efficiency in project delivery.
REGISTRATIONS:
Registered Landscape Architect
PLA 3815 (CA)
YEARS OF EXPERIENCE:
34 Years
EDUCATION:
BS Landscape Architecture,
California State Polytechnic University, Pomona
AFFILIATIONS:
American Society of Landscape Architects
(ASLA)
Jeff Hutchins, PLA, ASLA
Manager, Landscape Architect
Jessie Corea, PLA
Landscape Architect
REGISTRATIONS:
Registered Landscape Architect
PLA 6840 (CA)
EDUCATION
BS, Landscape Architecture
California Polytechnic University,
Pomona
AA, Liberal Arts
Chaffey Community College
Jessie Corea is a Landscape Architect with WEBB’s Landscape Architecture Department. Jessie’s experience includes developing conceptual landscape plans, graphic representations, and planting designs with both public and private clients.
In addition to landscape plans, Jessie also provides general design development including entry monument design, conceptual streetscape design, presentation graphics, construction documents, and schematic detail design for WEBB’s commercial/industrial, residential development, and traffic and transportation markets.
19 Section G. Project Experience
The WEBB Team has been involved in the design of a number of Vactor Truck Dump Stations. We have provided examples of similar projects for the City of Riverside, Jurupa Community Services District, Olivenhain Municipal Water District, and Lake Arrowhead Community Services District. Each station was designed considering the space available and the specific needs of that agency.
Client Contact:
Scott Schroder, Engineering Manager, 909.336.7136 | [email protected] Lake Arrowhead Community Services District - 28200 State Highway 189, Lake Arrowhead, CA, 92352 WEBB provided engineering design services for the District’s Willow Creek Wastewater Treatment Plant (WCWWTP) Upgrades. The overall plan for this facility was to simplify the existing facility for equalizing flow to the Grass Valley Wastewater Treatment Plant (GVWWTP). The modifications included changing the facility to provide only primary treatment, maximizing the existing storage ponds, lining the ponds, eliminating the discharge pipeline such that all discharge is directed only to the GVWWTP, upgrading the existing headworks structures (meter, grit chamber, primary clarifier) to meet the anticipated peak flow and evaluating one of the existing primary clarifiers.
With regards to the Vactor Dump Station, the District demoed the existing facility and WEBB designed the new Vactor Dump Station which contains a filtered dewatering box used for dewatering sludges, clarifying liquids, and grease.
The vactor truck backs up to the curb stops and dumps directly into the dewatering box, which is designed to drain off the liquids into the containment area that the dewatering box rests in. The drainage from the box is then piped by gravity to an existing sewer line. This method minimizes the need for personnel to handle the solids and helps minimize odor and prevents squirrels and birds from spreading the separated solids with the sliding lid. The site also features plenty of maneuverability for multiple trucks.
Vactor Truck Dump Station - Willow Creek WWTP
Lake Arrowhead Community Services District
20 Client Contact:
Keith Backus, Project Manager - 951.685.7434 Ext. 135 | [email protected] Jurupa Community Services District, 11201 Harrel Street, Jurupa Valley, CA 91752 JCSD Plant 1 is a critical regional pump station located at the southeast corner of Bain Street and Limonite Avenue.
The facility plays a vital role in conveying wastewater to the City of Riverside Reclamation Plant, providing temporary storage of raw wastewater during force main operations maintenance, and offering equalization storage during peak wet weather flow. As part of the facility’s continuous improvement efforts, WEBB was contracted to design a new vactor dump station.
WEBB’s design of the new vactor dump station incorporates a three-bay system that can accommodate multiple vactor trucks. Each bay has a drain that is connected to an underground septic tank, which is, in turn, connected back to the plant’s headworks. When the vactor trucks back over the curb into the dump bay, the load is emptied onto the flatter surface of the dump station, allowing the solids to dry, and the liquids to run down towards the drain system. Once the solids are dry, a skip loader enters the dump bay and pushes the dry solids towards the deeper part of the dump station.
The loader uses the far wall as a push wall to aid in filling the skip loader, which then dumps the solids into two roll-off trash cans for disposal.
The roll-off trash cans are situated in a drainage area that collects any spillage or additional water from the solids and directs it to the septic tank. The new vactor dump station design offers a more efficient and safe solution for disposing of solids from the vactor trucks, enhancing the overall functionality of the JCSD Plant 1. WEBB’s expertise in design and engineering, coupled with their understanding of the specific needs of the facility, has resulted in the successful completion of this critical project.
Vactor Truck Dump Station - Plant 1 Retention Ponds
Jurupa Community Services District
21 Client Contact:
Elizabeth Gibbs
City Manager
City of Beaumont
951.769.8520
[email protected]
Date Performed:
2016-2018
Team Members:
Brian Knoll, PE
Justin Logan, PE
Shane Bloomfield, PE
Mark Jeppsen, EE
Eric Ng, PE, SE
Autumn DeWoody
Design Fee:
$4 million
Construction Cost:
$90 million
Change Order Percentage:
2%
WWTP Expansion and Upgrade
The existing WWTP needs to be expanded and upgraded. The WWTP is currently treating over 75% of its permitted capacity and therefore must begin the expansion process. Per the new Regional Water Quality Control Board’s updated Basin Plan, the City must begin reducing TDS being discharged from the plant. The City completed a feasibility study to identify the best way to expand and upgrade the plant. The WWTP upgrades include additional headworks screening, flow equalization, grit removal, fine screens, MBR, reverse osmosis, biosolids dewatering, and drying.
Brine Line - Final Design
Brine disposal is an integral part of this project and was a key driver in the selection of this project. Without a safe, reliable, and cost effective way to dispose of the brine, this project cannot move forward and compliance with the Basin Plan would be impossible.
The brine pipeline connecting to the Inland Empire Brine Line (IEBL) was determined to be the best option during the feasibility study, due to cost and certainty of operation. The brine line has been sized at 12-inches and will be approximately 23-miles long. The pipeline begins at the City’s WWTP and ends near the City of San Bernardino’s WWTP on Waterman Avenue. WEBB is also leading the permitting of this facility with Riverside County, San Bernardino County, City of Redlands, City of Loma Linda, and City of San Bernardino.
Beaumont Treatment Plant Expansion and Salt Mitigation
City of Beaumont
22 Client Contact:
Tom Moody, Director of Utilities
City of Corona Department of Water and Power
Previously WRCRWA Board President
755 Public Safety Way
Corona, CA 92878
951.279.3660
[email protected]
Date Performed:
2012-2017
Team Members:
Brian Knoll, PE
Justin Logan, PE
Shane Bloomfield, PE
Eric Ng, PE, SE
Mark Jeppsen, EE
Design Fee:
$3.6 million
Construction Cost:
$61 million
Change Order Percentage:
2.5%
The existing Western Riverside County Regional Wastewater Authority (WRCRWA) Treatment Plant (Plant) was originally placed in operation in March 1998 and was constructed as a design build project. The design capacity is 8.0 million gallons per day (MGD). The service area associated with this treatment facility has continued to grow over the past few years and several of the member agencies associated with the WRCRWA require additional wastewater capacity. As such, WEBB designed the 14 MGD plant expansion.
The expansion project included evaluating alternatives to provide additional flow and biological capacity while reducing the overall cost of treatment. WEBB’s design includes primary, secondary, and tertiary treatment along with disinfection and solids handling.
Working with the member agencies, cost effective alternatives are being selected and refined to make this project affordable to build while reducing the cost of treatment. The project also includes chemical storage and pumping.
WRCRWA WWTP Expansion - 14 MGD
Western Riverside County Regional Wastewater Authority
Project Highlights
• Expanded to 14 MGD
• Operating Facility
• Headwork Screening
• Biological Treatment
• Anaerobic Digestion
• Tertiary Filtration
• Sludge Dewatering and Drying
• Storage and Pumping
• Odor Control
• EQ Basin and Pump Station
• Covered Primary Clarifiers