Burbank City Council
September 26, 2023

PROPOSAL FOR DESIGN-BUILD

WATER PIPELINE

IMPROVEMENTS

PROGRESSIVE DESIGN-BUILD

PROJECT
JUNE 29
2023
BID SCHEDULE NO. 1511
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City of Burbank | Water Pipeline Improvements Progressive Design Build Project Technical Proposal | I. Cover Letter

SECTION I

COVER LETTER
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City
of Burbank | Water Pipeline Improvements Progressive Design Build Project Technical Proposal | II. Firm Background

SECTION II

FIRM BACKGROUND
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City of Burbank | Water Pipeline Improvements Progressive Design Build Project Technical Proposal | II. Firm Background

II. Firm Background

W.A. Rasic Construction was founded by Walter A. Rasic, who escaped communist Yugoslavia and made it to the U.S. in 1961. He taught himself English and began working for a pipeline contractor. In the early 70’s he started his own construction company and incorporated into W.A. Rasic Construction Company, Inc. (“W.A.Rasic” or “W.A. Rasic Construction”) in 1978. The business has operated under that name ever since, a little over 45 years. The company has grown organically and now employs over 500 skilled professionals. It is headquartered at 4150 Long Beach Blvd., Long Beach, CA 90807. This is the office that would service this contract. Today, W.A. Rasic Construction is owned and operated by the three sons of its founder and are involved in its daily operations.

W.A. Rasic Construction specializes in all facets of underground utility construction; however we can do so much more.

Our capabilities include:

 Water
 Wastewater
 Oil & Gas
 Power & Communications
 Storm Drain
 Concrete Facilities
 Mechanical Piping
 Tunneling
 Rail
 Design-Build
 Emergency Response
 Shoring
 Dewatering
 Demolition & Recycling

We proudly stand as one the few contractors with the
flexibility, diversity, and capability to span the full spectrum of civil construction.

W.A. Rasic Construction is one of the largest privately held utility and heavy civil contractors in the Western States. Constructing a wide range of projects, varying in size from $5,000.00 to over $100,000,000.00 under a
multitude of delivery methods, W.A. Rasic Construction
stands out as a truly diverse civil company focused on
safety, quality, teamwork, and developing long lasting
client relations.

W.A. Rasic Construction maintains a DIR
registration, Class A and C-34 licenses, has a
bonding capacity of $200 million per project and
$500 million aggregate, and maintains all
insurance required for this contract.

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W.A. Rasic performs approximately $200 million per year in utility construction, with the majority of the work in underground wet utilities including water, recycled water, sewer, and storm drain. We have approximately 25 wet
utility crews installing these utilities on a daily basis throughout the year. W.A. Rasic also performs its own
asphalt trench restorations, concrete paving and sidewalk restoration, and minor grading work.

In addition to the above, W.A. Rasic performs its own
shoring, traffic control, and storm water BMPs. We have a large staff of safety representatives, mechanics,
dispatchers, and warehouse personnel to service and
support our utility crews.

Our demonstrated quality, safety, and expertise in utility construction has allowed us to grow organically. W.A.

Rasic was named ENR Magazine’s 2021 Specialty
Contractor of the Year for California and the Northwest.

W.A. Rasic Construction also ranked 14th in Utility
Construction in the nation, 2nd in California.

W.A. Rasic also owns a very large fleet of heavy
equipment encompassing: about 60 backhoes; 25
excavators; 250 light vehicles, pickup trucks, and service trucks; 60 dump and water trucks; 16 front end and skid- steer loaders; rollers; traffic control; grinders; traffic control; shoring equipment; and hundreds of other
support equipment for our work.

W.A. Rasic is experienced in many forms of project
delivery including traditional design-bid-build, design- build, informal design-build, design-assist, CM at risk, and multiple prime. We adapt to our clients’ needs to deliver the best product for them.

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SECTION III

TECHNICAL APPROACH AND

TECHNICAL PROMPTS
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III. Technical Approach and Technical Prompts

Prompt 1 - Subproject B – Magnolia Pipeline Replacement Approach

The Magnolia Pipeline Replacement portion of the project consists of approximately 7,950 feet of 12” cast iron pipe along Magnolia Blvd., from Catalina St. to just east of Varney St. It will include installation of approximately 24 gate valves, 23 fire hydrants, and 192 service laterals.

As part of its Phase I efforts, the design-build team will be continually developing the design, schedule, and cost estimates of the project. This will allow BWP the ability to track the evolution of the estimated costs and prepare its budgets accordingly. This will ensure no surprises through the development of the project. W.A. Rasic utilizes state of the art estimating software, InEight’s Hard Dollar system. Whenever our designer updates the design, W.A. Rasic will update the estimate to incorporate the latest design changes, material, and subcontractor costs. Early on in the process the design-build team will meet with BWP to go over the level of detail for the open-book estimate breakdown. This way progressive estimates will be in a format that is clear and understandable to the BWP team. By keeping up with the design changes, when the design is at the 60% stage and acceptable to BWP for Phase 2 pricing, the update will be very timely as the team would have gone through multiple iterations and review of the cost estimates. An update for Phase 2 would be just another incremental estimate update.

Design development will progress by following a typical roadmap Civiltec adheres to for all projects similar in nature to this water pipeline improvement project.

Civiltec will arrange and conduct a workshop with Burbank to formalize design criteria, discuss schedules and obtain any data, CAD files, plans, or documents that Burbank may have in its possession relative to the project. Meetings will also be held for major milestones such as the preliminary design technical memo, 30%, 60% and 100%/final review cycles. The meetings will be held via video conference or in the office/field, as necessary. Agendas and summary minutes will be provided for all meetings, with action items. Project management tasks include but are not limited to developing and maintaining schedules, managing personnel, managing deliverables, preparation of invoicing and ensuring stakeholder satisfaction.

All record information available will be obtained along the project limits including record drawings of the utilities, substructure drawings, boundary information, vertical and horizontal control, assessor’s parcel maps, etc. We will coordinate with Burbank and utility agencies to obtain record drawings of existing facilities within the project limits.

Civiltec will prepare a topographic survey of the project limits. We will establish the control survey points using benchmark and centerline tie information. We will take field shots of manholes, water valve covers, water meter boxes, fire hydrants, drainage features, poles, edge of pavement, curb and gutter, sidewalk, trees, parkways, catch basins, and other visible aboveground facilities within the street right-of-way. We will dip the sewer manholes and storm drain catch basins and record inverts.

Additionally, we will perform a site field walk to confirm facilities identified by the topographic survey and review any site constraints to aid in the selection of the preliminary pipeline alignments.

Civiltec will combine the topographic information obtained from the field survey and investigation, public right-of-way maps, utility information obtained from research and prepare a base map of the project areas. The base map will include, at a minimum, adjacent street centerlines, easements, property lines, storm drain, flood control, sewer, and any related utilities along the pipeline routes.

Utilities may include but not limited to water, gas, oil, electric, cable, fiber, telecom.

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Civiltec will prepare the technical memorandum which will include discussion on characteristics of all materials utilized for construction, all standards and requirements and a draft cost model. Two preliminary alignments will be presented for Subproject B. Pipeline alignments should consider how traffic lanes will be impacted by construction to alleviate issues with commuter and pedestrian traffic and associated costs due to elaborate temporary traffic control measures. We will consider impacting only one lane of traffic, if possible. Alignments that require excessive fittings and complicated connections will be avoided to reduce construction costs. The presence of existing utilities will also dictate the pipeline alignment. Placing the water main in a location with the least impact to existing utilities will be investigated for the design alignment. Any relocations of utilities by outside utility agencies will be determined during design and coordinated.

Converse Consultants will perform geotechnical investigation, subsurface exploration, laboratory testing, analysis and reporting. Borings are proposed for each applicable Subproject. 9 borings are proposed for Subproject B, 5 borings for Subproject C and 5 borings for Subproject D. Field work includes permitting, traffic control plans, drill rig, and drum disposal. Soils will be classified in accordance with the Unified Soil Classification System and determine the excavatability and rippability of the earth materials. The existing pavement type and thickness will also be determined from the borings. Samples will be taken to the laboratory for testing in accordance with various ASTM standards. An engineering analysis will be performed and findings summarized. The report will include site conditions, faulting, seismicity and recommendations. Recommendations will include but not limited to trench backfill, import fill, lateral earth pressures, pavement recommendations, temporary excavations and shoring design parameters.

For the final design phase, Civiltec will prepare a PS&E package for the project ready for construction.

The drawings will be created in AutoCAD 2023 for Windows in Civil 3D on 24-inch by 36-inch size sheets in accordance with Burbank drawing standards. Plan and profile drawings will be prepared at a 1-inch equals 20-feet horizontal scale and 1-inch equals 4-feet vertical scale.

We will review and validate the Subproject A plans that have been previously prepared by another consultant. Any issues with the plans that are identified in the review process will be revised to 100% and will be signed and stamped by a California professional licensed civil engineer where Civiltec will become the engineer of record.

We will submit 30% design drawings based on the final accepted preliminary design technical memorandum. Drawings will include a topography map, location and sizes of all the found utilities, and the selected pipeline alignment. The plan will also include locations of tie-ins, valves, blow-offs, hydrants, services, etc. The 30% submittal will include a title sheet, plan and profile sheets, Burbank’s furnished details, standard drawings and available/applicable public agency standards will be incorporated into the plans.

Civiltec will prepare detailed design plans for construction based on comments from the 30% design submittal. The 60% design submittal will include the plan and profile, notes, dimensions, standard drawings and other pertinent information. Details will be identified on the plans for tie-in connection points and other special locations.

Civiltec will incorporate comments and corrections from the 60% design review. The 100% design will include any finalized details that has been identified in the 60% drawings. The final submittal will include original plans stamped and signed by a California professional licensed civil engineer. A set of plans will be submitted to Burbank for approval prior to final printing.

Civiltec will prepare the technical specifications in CSI format. The draft technical specifications will be prepared as part of the 30%, 60% and 100% milestones for Burbank’s review and approval.

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Civiltec will coordinate with any utility agency that will be required to relocate their facilities that conflict with the pipeline facilities if necessary. Notices will be prepared and submitted to the affected agency and pursued until relocations are complete. An estimate and schedule will be obtained from each utility. Additionally, notices will be distributed when design is substantially complete to give the utility agencies advance notice of upcoming construction. This is to provide them enough time to respond with existing conflicts or future work that may conflict with this project.

In the event the new water mains cannot be designed to meet DDW regulations for water and non- potable water separation per the California Code of Regulations Title 22, Chapter 16, Section 64572 Water Main Separation, Civiltec will prepare the necessary forms and letters to apply for a waiver. The documents will be submitted to Burbank’s assigned DDW sanitary engineer. Any revisions or information that is required to be relayed to DDW will be provided until the waiver is approved.

This project is very similar to the many pipeline replacement projects that W.A. Rasic has performed in its long history. In general, linear pipeline projects are most efficiently accomplished by construction in a continuous train-like manner. The crew in front would perform the excavation, followed by the pipeline installation crew, followed by the backfill crew, asphalt paving, service/appurtenance crew (perpendicular work), and then the final asphalt cap crew. As we base pave as we go the length of the project is not typically a major concern as the street is restored to a certain condition as the installation train moves forward. For testing purposes it may be desirable to break up the project into manageable sections so that leaks or contamination points can be more easily identified, isolated, and corrected should they occur. The segments would be based on logical points along the pipeline, typically where it would intersect with perpendicular mains, generally at each intersection. The section of Magnolia being replaced, from N. Catalina St. to N. Varney St. appears initially to have 22 streets intersecting in-between. However, from the as-built and street condition initial review, it does not appear that a lot of the perpendicular streets have mains that intersect with this one. Verification would have to be done on the early design and condition evaluations. Sections would be broken out for testing between major tie-in points. If it is too short then jumpers may be utilized for the disinfection process to minimize costs of chlorination and testing. Consideration would be given to BWP to evaluate if they have a maximum amount of project area they would like to allow to be opened before complete or partial restoration. The smaller the amount of area the greater the incremental costs for Phase 2. Different scenarios could be done for the City’s evaluation. From a contractor’s point of view, the less mobilizations of the testing, asphalt paving, and restoration crews the lower the cost. It is always cheaper to wait for the pipeline completion and activation and then do the final asphalt and striping restoration. Scheduling and planning would be done accordingly and in collaboration with BWP. Dependent on schedule constraints a possibility of multiple headings may be required. As mentioned previously it is always more efficient to keep only one heading/train so coordination would be done to minimize the need for a second heading.

Maintaining water service during a mainline replacement project is standard practice for W.A. Rasic.

After the mainline is installed the services are run to the properties. They are generally run parallel to the existing service to the meter box or POC. After the segment of mainline the service or appurtenance is on is accepted and tied-in then the services are scheduled for tie-overs by scheduled notification. Most times the main segment is tied into another mainline or at a location that allows the existing main and service to be in-service at the same time as the new main. The outage to the resident or business is then only the time necessary to disconnect the old service line from the meter and the connection of the new service line in its place. This minimizes the disruption to the ratepayer and allows for the most efficient construction.

Stakeholder management will be performed by the project team in close conjunction with BWP. W.A.

Rasic understands the importance of the water purveyor’s relationship with its stakeholders. In most instances the water agency would handle public notifications and outreach as an extension of their public relations department. Should BWP desire that the design-builder handle the relations for the ATTACHMENT 3
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project, the team would meet with BWP to discuss the language, layout, and timing of the public notifications. In most cases door hangers with the project information, timing of the project in their vicinity, and contact information would be distributed prior to the project start. In addition, public notification of the project start and duration could be accomplished by project signs and/or CMS boards posted weeks prior to the construction at strategic points of the project corridor. Other public notifications such as no parking signs, etc. would be done on the street as needed. The project team would provide copies of the notifications to BWP prior to distribution. Public inquiries would be handled by project team professionals and elevated to the BWP team if necessary.

Impacts to traffic are always a concern during construction on a major thoroughfare. Magnolia Blvd. is a major thoroughfare with businesses on both sides of the street. Traffic impacts will be a concern not only for the traveling public but from the businesses that may have adverse impacts from avoidance of the area. These concerns are recognized, and while unavoidable, the project team will do its utmost to mitigate the impacts to both traveling public and businesses. The ability to achieve higher production is often related to the working space provided to the construction crew. The more area they have the faster the crew can perform its work, and the lower the cost. The balance between production/cost and public impact will be discussed with BWP during the estimate review stage of Phase 2. Traffic control plans will be professionally designed to assure compliance with MUTCD requirements. To mitigate public impacts, no more traffic control shall be implemented than necessary to facilitate the construction of the area being worked on. Traffic control shall be designed in a manner to avoid public confusion as well. Construction methods such as recessed plating with skid resistant traffic rated plates shall be utilized so that streets can be reopened at the end of the work shift for full public utilization. The impacts will also depend on the location of the replacement water main. Traffic control requirements would be a factor in the water main alignment during the design process and discussed with BWP’s team. It would be weighed against cost and other considerations, such as separation from other utility lines during the early stages of the design. Approval of the traffic control would be by Glendale Public Works, a sister agency to BWP. Due to the size of the project and impacts, we would assume that Public Works would be considered an early stakeholder and part of the initial discussions on alignment and traffic control. As they would be part of the discussions and included as the design progressed, final approval of the traffic control should be a smooth process as all their requirements would have already been incorporated into the design and informally reviewed by that point.

Safety is always of paramount importance, not only to the Contractor’s personnel but of the Public as well. Our safety efforts will start in the design portion of the project. These elements would include, but not be limited to, the following:
 Identification of parallel and crossing utilities.
 Horizontal alignment selection to minimize traffic control elements and risk from adjacent and perpendicular utilities.
 Vertical alignment to minimize excavation depths and exposure to crossing utilities.  Incorporation of industry best practices on methods such as boring, shoring, etc.

During the construction portion of the project, W.A. Rasic would have representatives of its Safety Department onsite. JHA, toolbox meetings, and daily reminder meetings would be requirements, along with a safety team weekly inspections. In addition, W.A. Rasic conducts training such as driver’s safety, excavation and shoring, fall protection, CPR, and other required OSHA training. W.A. Rasic’s supervision staff would have the appropriate training and have completed OSHA 10/30 hour training at a minimum. W.A. Rasic has a robust IIPP and safety program as requirements of all projects and employees. These would be submitted during the Phase 2 portion of the project.

Coordination with the City of Burbank is a critical aspect of the project. As described above, coordination with the BWP staff and the City’s Public Works Dept. are essential to the Phase 1 design efforts. Meetings would be held at each milestone event of Phase 1 to review the design progression.

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In addition, the team would be in constant communication via email and phone to discuss design elements through the progression of the project. The greater the communication the greater the understanding of the City’s needs, and ensures the ability to incorporate them into the design. During the Phase 2 construction, the build team would have regular scheduled meetings with the City’s staff to review the progress, schedule, and address any concerns brought about during the time between meetings. The project is envisioned to be a collaborative one. The project team and the City will have communicated the required notification times for inspection and those shall be adhered to. As stated, communication is always key, and resolution of issues are always best handled at the earliest opportunity. Therefore, it is intended that our construction crew foremen would be in constant communication with the City’s inspectors on-the-ground. This way concerns are addressed timely and efficiently. Issues that cannot be resolved at that level would be elevated to the construction superintendent, then upward on a resolution ladder as required.

Coordination and communication between the design-build team and the City will minimize impacts from other projects. During the Phase 1 design the City will have an opportunity to communicate other scheduled City projects in the vicinity. If there are other projects on the actual streets, then those designs would be reviewed and incorporated into our design. We would plan to minimize impacts either through design elements (alignment) and/or schedule. During the Phase 2 construction the City would have the opportunity to communicate these other projects’ schedules, impacts, needs, etc. and the team would discuss methods to eliminate or reduce the impacts to our project.

As stated in our cover letter, W.A. Rasic is one of the largest contractors in Southern California. As such we are able to self-perform the majority of the construction work. Elements that we would subcontract are trench sawcutting, hot-tapping larger than 2”, grind and cap asphalt paving (we would self-perform the trench base paving), traffic loops, liquid chlorination and bacteriological testing (if by the Contractor), certified welding if required, geotechnical testing, and final striping.

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Prompt 2 – Resolution of Cost Estimates Exceeding Budget

Should the unlikely happen, and the cost estimate of Phase 2 exceed the City’s budget, then a number of things can be done. One of the most beneficial aspects of design-build is the ability to change parameters with the least amount of impact to the schedule and incorporate the best ideas from different parties. Should the estimate be too high then the team would immediately gather with the major stakeholders and discussion on cost reduction ideas would be held. Such ideas could possibly include:

 Increase in working hours (default City is 8:30a-3:30p) as the default allowed hours is less than a full shift, resulting in lower efficiency and higher costs.  Increased working area on the TCPs
 Reduction in scope (less replacement)
 Different means and methods
 Reduction in road rebuilding (less grind and cap area)  Different shifts
 Shallowing of the line

It is understood that the pipe materials are not allowed to be substituted. Of the above ideas, the one with the most cost impact would be the asphalt replacement. In a lot of instances the requirements of a city’s public works department for street restoration is as much or more than the pipeline work. In this instance, the utility is a City owned facility, thus it is hoped that the Burbank Public Works Department may be more inclined to assist the project cost by reduction in requirements if needed to keep it under budget. Both water line and road benefit the citizens of the City. Streets with PCI between 55-69 require a full lane width paving, but standard BS-110-3 does state “as determined by the City Engineer”. It is not anticipated that the budget would be exceeded, but if it does, we see this as a large opportunity of reducing construction costs.

As the project requires periodic cost estimates as the design progresses, we believe that all parties would have sufficient notice if the budget was in jeopardy of being exceeded. This progressive estimating will ensure that budget concerns are addressed early in the project process and allow the maximum opportunity to solve without impacting the overall project schedule.

Between all stakeholder groups there are many people with vast experience and knowledge. Those resources would be pooled, leveraged, and innovative ideas discussed and explored. We believe that there is always a solution to a problem and together we would be able to figure out a way to get the job done within the City’s budget.

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Prompt 3 – 6-Month Delay Scenario

Should the unlikely happen and a six (6) month delay on a subcontract is necessary after Notice to Proceed is given, there are many things that can be done to mitigate the impact. In this example we would assume that working in the street is no longer possible. Immediately after the delay is issued we would take the following steps:

 All equipment immediately demobilized.
 Any open trenches would be backfilled and secured adequately for long-term safety and convenience of the public. If possible they would be base paved with hot mix asphalt as maintenance of cold-mix for half of a year would be a public nuisance and costs could exceed that of hot mix.
 Shipments of pipe materials would be halted to reduce storage costs and potential for theft.  Long-lead pipe materials would be evaluated and if possible kept. Careful analysis of the schedule for their release and shipment would be made and if needed storage secured.  Team focus would shift to another subproject that could be started instead. If no other subproject was available we would need to move the construction crews and management to another project.
 Any potholing allowed to be performed would be done so that the alignment could be verified and any conflicts resolved.
 Provide additional notification to the public (if the initial notification went out) that the project was delayed. The project boards, etc. would need to be taken down and a delay notification with the updated schedule communicated to the public.

During the delay the project management would work with BWP and other stakeholders to “fine tune” as much of the planning as possible. This could include testing, flushing, disinfection plans, segment breaks, and tie-in sequencing.

Taking the above steps would minimize the cost and schedule impacts to the subproject, which would be a priority of the project team. Prior to demobilizing completely, the project team would meet with BWP to minimize any other impacts not recognized here.

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SECTION IV

PROJECT ORGANIZATION LISTING

SUBCONSULTANTS AND KEY PERSONNEL

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IV. Project Organization Listing Subconsultants and Key Personnel

Our proposed organization chart for the design-build team is shown below. Key members of the team are designated with a (᡼) symbol.

Resumes are attached in Appendix A.

DAWN ROTH LINDELL, GENERAL MANAGER
RICHARD H. WILSON, PE, ASST. GENERAL MANAGER / WATER

BWP PROJECT MANAGER

BWP INSPECTORS

VICE PRESIDENT / PROJECT PRINCIPAL

DAVID LEE

PROJECT DIRECTOR / QUALITY MANAGER SAFETY MANAGER
SHANE SATO, EIT 🔑 RICHARD SAHAGUN 🔑

PROJECT MANAGER
MATTHEW ADAMS 🔑

DESIGN PRECONSTRUCTION CONSTRUCTION
CIVILTEC ENGINEERING W.A. RASIC CONSTRUCTION / CIVILTEC ENGINEERING W.A. RASIC CONSTRUCTION

DESIGN SENIOR PROJECT MANAGER SURVEY MANAGER PIPELINE SUPERINTENDENT DAVID SONG, PE 🔑 E. CHRIS DUNCAN, PLS 🔑 BRYAN KIER 🔑

BOB FRAIJO

SENIOR PROJECT ENGINEERS PERMITTING
SANJAY VERMA, PE 🔑 ANDY NEMES PROJECT ENGINEERING
STEVEN WALKER, PE 🔑 ANDY NEMES

PUBLIC OUTREACH STEVEN BOYER

STAFF ENGINEER VICTORIA SMITH

CHARLIE DEVINE SUBCONTRACTORS
RE-LINING 🔑

SENIOR DESIGNER SAWCUTTING

DAN BUSQUE ASPHALT PAVING

CHLORINATION/BAC-T TESTING

TRAFFIC CONTROL DESIGN TRAFFIC CONTROL LOOPS

SAFETY NETWORK TRAFFIC SERVICES

GEOTECHNICAL
CONVERSE CONSULTANTS 🔑
🔑 KEY TEAM MEMBER

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Key Member Roles

Key members of the project team are identified on the Organization Chart. All key members of the team from W.A. Rasic construction are based in the Long Beach Corporate Office located at 4150 Long Beach Blvd., Long Beach, CA 90807. If awarded the project, W.A. Rasic may, at its discretion, secure a project office closer to the proposed work. The Select Division of the company performs hundreds of projects per year. Each manager may, at any time, be managing multiple projects at a time, depending on the size and complexity of each project. It is not possible to state now what the project loading would look like at the time of award or execution of the work. W.A. Rasic Construction will, however, guarantee that each person assigned will have their workload adjusted to ensure an appropriate percentage of their time is dedicated to assuring the success of this project. As we have a large staff, we can reallocate project responsibilities as-needed, and as-committed to, upon award of a project.

No one proposed for this project has another project that they are dedicated to that would preclude their inclusion and commitment to this project.

Key members of the Civiltec design team are based out of their office at 118 W Lime Ave, Monrovia, CA 91016. Availability of the team members ranges from 30% to 75%. Civiltec will allocate members based on the need of the project and point of evolution of the design and is committed to staffing the project appropriately to meet the project milestone requirements.

There are a few minor changes from the Statement of Qualifications. Matt Grimaldi is now located out-of-state and would not be available for this project. We removed Manuel Cristobal (PM), Humberto Bobadilla (Superintendent), Alejandro Morales (Superintendent), and Robert Beyer (Project Engineer) from W.A. Rasic’s organization chart. These individuals are available, and may all still participate, but it is anticipated that their involvement would not be necessary and would be a minor role if needed based on the size and scope of the work after closer examination of the new documents.

For Civiltec Engineering, W.David Byrum (President) and C. Shem Hawes (Principal) were also removed as the scope of the project with the new documents do not necessitate senior ownership and management to be involved in the day-to-day operations of this project. They are still with the firm and will provide additional oversight and support, but they are not considered key members of this project’s team. This proposal required a more in-depth organization chart so other staff members that would be key members involved in the day-to-day design tasks were added to the published team.

David Lee
BS/Construction Engineering/California State University, Long Beach. David has 35 years of experience ranging from pipelines and treatment plants to roadways and underground utilities. His synergistic management expertise is based on his working “both sides of the desk: in construction and design having spent many years as a tradesman. David has served as a Project Principal, Project Manager, and Estimator for projects ranging from $5,000 water services to $90 million design build efforts. Highly skilled at multitasking, he manages and/or supervises the company’s 4 different Divisions as the Vice-President. For this project he would serve as the Project Principal, available for any issues that arise that require corporate level management involvement.

Shane Sato, EIT
BS/Civil Engineering/University of Hawaii at Manoa. Engineer in Training (EIT), Southern California Water Utilities Association member, STSC, and State of California SWRCB Water Distribution Operator Grade D2 certification (currently being renewed). Shane has over 27 years of experience, ranging from pipelines and plants, to heavy civil, highway infrastructure, and underground utilities throughout California and the nation. In addition to managing the work he is knowledgeable in managing labor forces, risk, maintenance programs, insurance, right of way acquisition, public relations, and scheduling. He has served as Project Manager, Superintendent, Project Engineer and Estimator for projects ranging from $1,000 repairs to $1.6 billion design build efforts. He currently ATTACHMENT 3
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manages one of the divisions of the company as a Division Manager, focusing on work such as estimating, staffing, scheduling, and managing the work. For this project he would be acting as the Project Director and Overall Quality Manager. He would oversee the direction and progress of the project. He would be responsible to ensure the overall quality of the product delivered to the City of Burbank.

Matthew Adams
Matthew has over 20 years of experience, during which time he has been involved, at some level, with over three quarters of a billion dollars worth of construction contracts. The projects that he has been involved with include rail roads, highways, airports, residential developments, military re- developments, flood control, wet utilities, dry utilities, and reclamation projects. Matthew has served as Senior Project Manager/Estimator, Project Manager, Design/Build Manager, Estimator, Senior Project Engineer, Superintendent and foreman on a diverse portfolio of civil projects on both coasts of the United States and in the Central Plains. For this project, Matthew would be the Project Manager, handling the day-to-day management of the project, client relations, design integration with Civiltec, and overseeing the Quality of the product being designed and constructed.

Bryan Kier
Bryan brings over 25 years of civil construction experience in the pipeline industry which has allowed him to coordinate effectively within multiple municipalities. Bryan has the ability to communicate with field and office personal in order to facilitate a project successfully. Bryan’s punctuality, safety consciousness, time management, and attention to detail provide the means to run and manage his workload successfully. Highly skilled at multitasking, Bryan is able to effectively coordinate multiple projects at a time. For this project Bryan would be the lead superintendent, overseeing daily field construction operations.

Andy Nemes
Andy has over 5 years as a project engineer with experience in sub-contractor management, field engineering, and mechanical testing. He has experience in Bluebeam reading and editing plans and communicating this to the field crews as well as tracking crew time and costs, interpreting plans and specifications, applying for and procuring various permits, and material procurement. For this project Andy would head efforts to procure the various permits needed, assist the field superintendent in supporting the field crews, tracking and as-builting, and various other needed field engineering tasks.

David Song, PE
Mr. Song has executed potable water projects like this Burbank pipeline improvement project for multiple cities, agencies and municipalities consistently throughout his 18+ year career. On average, Mr. Song manages projects that replaces and/or improves approximately 35,000 linear feet of pipeline every year. Methods of execution vary from either design-bid-build or design-build. His success in executing these projects has led to repeat businesses each year and has been a trusted partner with W.A. Rasic. Mr. Song is one of the managing partners of the firm and has the authority to commit resources necessary to execute the project on time and on budget. For this project Mr. Song will ensure project delivery and quality of the engineering and design of Phase 1 including management of personnel and design subconsultants, scheduling, invoicing, customer service and satisfaction. Mr.

Song will also be responsible for the internal approval of the pipeline alignments, profiles, connections, pipe lining and valve replacements.

Sanjay K. Verma, PE
Mr. Verma has extensive experience in infrastructure engineering and design within various utility sectors (water, wastewater, gas, oil) throughout his 32+ year career. During his tenure at Civiltec, Mr.

Verma has been involved as a technical lead in projects related to potable water transmission and distribution mains, groundwater wells, booster pump stations, reservoirs and treatment plants. Mr.

Verma will serve as the technical lead responsible for the preliminary design technical memorandum.

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City of Burbank | Water Pipeline Improvements Progressive Design Build Project Technical Proposal | IV. Project Organization Listing Subconsultants and Key Personnel

Steven Walker, PE
Mr. Walker has extensive experience in potable water and wastewater infrastructure engineering and design throughout his 23+ year career. During his tenure at Civiltec, Mr. Walker has been involved as a technical lead in projects related to potable water and wastewater treatment, conveyance, pumping and storage systems including hydraulic modeling and construction management services. Mr. Walker will service as the back-up technical lead.

Eugene “Chris” Duncan, PLS
Mr. Duncan is an expert land surveyor and performed all aspects of surveying throughout his 41+ year career. His duties and responsibilities in the field including construction staking, boundary surveys and topographic surveys. He also performs office duties as it relates to the preparation of record of surveys, corner records, legal descriptions and exhibits for easements, lot line adjustments, right-of- way acquisitions, quitclaims and ALTA surveys within counties of Los Angeles, Orange, Riverside, San Bernardino and San Diego. The instrumentation and equipment Mr. Duncan utilizes include traditional total stations, Trimble GPS units and the newly acquired Trimble SX-12 total station scanner. Mr.

Duncan has supported projects related to subdivision work and infrastructure projects identical to this Burbank pipeline improvement project. Mr. Duncan will serve as the survey manager responsible for management of the survey field staff and perform all duties to ensure accurate topographic surveys including presentation of all boundaries and easements within the project limits.

Charlie Devine
Mr. Devine has extensive experience in infrastructure engineering and design in the potable water sector throughout his 49+ year career. During his tenure at Civiltec, Mr. Devine has been involved in the preparation of technical documents, construction plans and specifications for municipal water main replacements and improvements ranging from 4-inches to 54-inches in diameter. Mr. Devine also has extensive experience with the engineering and design of groundwater wells, booster pump stations, reservoirs and treatment plants. Mr. Devine will serve as technical support responsible for the preparation of the preliminary design technical memorandum.

Dan Busque
Mr. Busque has extensive experience in the preparation of construction drawings for potable water infrastructure and land development projects including preparation of base and utility mapping throughout his 34+ year career. Mr. Busque is an expert at utilizing AutoCAD and Civil3D software in the preparation of drawings for water, sewer and storm drain mains for numerous cities and water purveyors within counties of Los Angeles, Orange, Riverside and San Bernardino. Mr. Busque was responsible for the creation of the company’s drafting standards for California and actively serves as the lead supervisor for the CAD technicians. Mr. Busque will serve as the lead designer responsible for the management of the drafting staff and quality control of the base and utility mappings, drawing sheets, drafting and annotations.

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City of Burbank | Water Pipeline Improvements Progressive Design Build Project Technical Proposal | V. Proposed Schedule and Construction Sequencing

SECTION V

PROPOSED SCHEDULE AND

CONSTRUCTION SEQUENCING
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V. Proposed Schedule and Construction Sequencing

Our preliminary Project CPM schedule is included in Appendix B and reflects the work sequencing below.

As described in previous sections of this proposal, and as required by the project requirements, regular meetings between the design-build team and BWP will occur during the entire lifetime of Phase 1. As committed, the design-build team shall prepare, submit, and discuss ongoing schedule and cost updates for each subproject as the design progresses. The team shall meet and collectively discuss the schedule, issues, and ideas for a more logical and efficient schedule. Outside the designated meetings the teams will encourage open communication between W.A. Rasic, Civiltec, and BWP. This way ideas will be freely exchanged and not have to wait for formal meetings to be explored and potentially incorporated.

Post-COVID, the supply chain for waterworks remains a challenge. Items that were once considered “shelf items” are now days, weeks, and oftentimes months out on lead time. As material procurement is a Phase 2 activity there is only so much that can be accomplished in Phase 1. One potential idea will be to discuss with BWP the ability to pre-order bulk materials known for the project in the Phase 1 portion of the project. These would include items such as loads of ductile iron pipe (DIP), fire hydrants, service materials (angle meter stops, service saddles, etc.). This would enable the team to place an order for these bulk materials (now months out), secure better pricing, and ensure that they would not affect the project schedule. Outside of that, upon execution of the Phase 2 contract, W.A.

Rasic would work to obtain the submittal data from its chosen waterworks supplier, submit, await approval for the order, and place at least the bulk order materials as one of the first initial items performed. Some items will need to await further refinement of the construction drawings. W.A.

Rasic would work to identify all potential water works materials needed and obtain their lead times.

Critical items would be identified and brought for discussion with the team and those portions of the design discussed separately and the materials ordered as soon as they would be able to.

Approaches for each project will vary but will include similar initial measures. The first step in construction for all projects will be layout and notification to DigAlert on all sites. At the same time public notification efforts will be done at appropriate times/sequencing for each project ahead of field work.

For the pipeline and valve replacements, early potholing work will be necessary to confirm the tie-in details (size, type of pipe, type of connection) and the appropriate materials ordered to avoid delay during critical shutdowns. As described above, early order of waterworks materials is crucial. Once waterworks materials are received to ensure that construction can proceed efficiently, the main line work would begin. The general sequence for the pipeline work will involve a standard pipeline “train” of activities. The sequence will generally be: 1) Asphalt/Concrete paving removal; 2) Excavation; 3) Bedding; 4) Main line pipe installation; 5) Thrust block concrete; 6) Pipe zone backfill; 7) General trench backfill; 8) Aggregate base course; 9) Either hot mix base asphalt, temporary cold mix, or grinding and plate installation; 10) Perpendicular service, FH, and appurtenance installations; 11) Hydrostatic testing; 12) Flush & Disinfection; 13) Notifications, shutdowns, and tie-ins; 14) Street restorations, including pavement striping and traffic loops.

For the valve replacements, it is contemplated that no more than one will be worked on at the same time as they are transmission valves. Generally, it is not desirable to work on more than one transmission main at a time as the disruption may be too great. If there are two valves on the same area of shutdown, then we would discuss with BWP performing more than one valve during the same shutdown. This will expedite the schedule and cause less disruption in service. After layout, saw cutting, potholing, and procurement, W.A. Rasic would carefully coordinate with BWP for the ATTACHMENT 3
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shutdown plan for the transmission main. Prior to shutdown each valve location would be excavated, shored appropriately, and plated with all materials necessary “on-hand”. For vault locations we would verify the vault details as it pertains to access and ability to remove the valve from the top. If inaccessible, we would work with BWP to replace the vault top or plan to remove it during the construction and temporarily bridge or plate. For valves in the middle of the pipeline we would prepare the valves prior to shut down by having two pipe “pups” bolted to the valve on either side. This will eliminate work in the trench during shutdown and speed the energizing of the lines. Once 100% preparation has been achieved the shutdown would commence at its scheduled time. Drain down operations would commence after successful shutdown of the main by BWP’s forces. The main lines would then be cut (if using coupling connections) or valves unbolted, the valves removed, the prepared valve/pipe assembly lowered in, swabbed, and connected to the mains. Once it is verified that the connections are acceptable BWP will be given the clear to begin energizing the line. After a visual leak test the backfill and restoration operations would commence.

The pipe relining on Hollywood Way is the most unique of the subprojects. The first operations will be the isolation and shutdown plan for the pipeline. As the work will involve some time there will need to be a way for water to be serviced to the area without this pipeline in operation, or segments to be inoperable for some time. This may include re-routing (most desirable), bypassing, linestops, etc.

Next, preparation of the portals necessary to access the 20” pipeline for the inner pipe operations will begin by excavation, shoring, plating, and removal of sections of the existing pipeline. Valves in the middle of the portals will have to be removed. The pipeline will then be videoed to determine the extent of cleaning necessary. The condition of the line will determine the cleaning method utilized which could be drag cleaning, hydraulic jet, abrasive pig, or other type. After the level of cleaning is acceptable the line will be lined by a mortar lining machine whenever suitable. Areas not able to be lined by machine will require an access pit and lining by hand. Anything not able to be lined by machine or hand will require removal and replacement with pre-lined fittings. After a section is lined or at the end of the day it will be sealed/closed to keep moisture in the line. As soon as feasible the line will be filled with water to allow for cure. After the appropriate time each segment can be closed, disinfected, and put back into service. This will be determined by how the run is broken up, water routed, etc. and will be planned during the design process of Hollywood Way.

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SECTION VI

QUALITY

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VI. Quality

At W.A. Rasic Construction, quality is not a term used lightly; it is the foundation upon which our procedures are built around. Our team understands that the success of a project, and our reputation, hinges on delivering exceptional quality in every aspect of the project, from design, to planning, and finally execution. Our focus is performing work right the first time, every time. This is memorialized in the Quality Control Plan (QCP) developed for each project. This ensures that our clients always receive the highest standards of construction and customer service from W.A Rasic.

Furthermore, at W.A. Rasic Construction, we recognize the importance of fostering a culture of quality among all our employees. We provide comprehensive training programs to enhance skills and knowledge in their craft, instilling in them a deep importance of quality standards and their significance of their roles in upholding these standards. They are aware that their performance and adherence to the top-quality standards that we demand affects our reputation, financial viability, and the company’s ability to procure more work for them.

Our Quality Control Plan for this project will begin with careful project planning, where we will engage with BWP to understand their specific requirements and expectations. By establishing clear goals and objectives, we lay the groundwork for delivering a superior quality outcome. We will then proceed to assemble a highly skilled and experienced team of professionals and partners. Like safety, we consider quality everyone’s responsibility. The QCP shall be adhered to by all members of the design-build team, including all subconsultants and subcontractors. There shall be only one accepted standard of quality for the project.

The QCP will ensure that the design of all components meet with BWP’s requirements, standards, and expectations. It will also ensure that all construction activities are performed to the project’s requirements in an efficient, planned, and scheduled manner. The QCP will ensure that all project aspects have appropriate QA/QC controls and activities and that periodic, and as needed, reviews and audits are conducted. The QCP will ensure that all activities are documented, that performance is measured, and that anything needing improvement is addressed.

The quality control processes will assure that each project activity is witnessed, inspected, and tested as necessary to ensure compliance with BWP’s and the contract’s requirements. The quality assurance processes will provide confidence that the design, materials, workmanship, and processes meet the requirements of the contract. The QA document control and record retention shall utilize a cloud-based system, such as Procore, to allow access to all key members and provide transparency, ease of access, and organization.

As Quality will be such an important part of the success of this project, periodic scheduled quality meetings shall occur in a frequency decided by the project team, but not less than once a month. In addition to these scheduled meetings, the quality team shall meet at each major milestone or juncture of the project in both the design and construction stages. These would be at the project start, at the 30%, 60%, 90% and 100% phases of the design. It would also include the start of construction, testing, punchlist, and as-built stages of the construction.

Quality Control review forms shall be created for various tasks. The forms shall include all required checks and shall be approved by the Quality Manager prior to use. These will be recorded and uploaded into Procore by the quality team.

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(specifications and design) will be conducted during the design lifecycle. All submittals from the designer shall be checked prior to submission to BWP. These checks will include compliance with technical requirements, calculations, drawings, constructability, specifications, and project goals.

These checks will be performed by Civiltec’s design manager prior to submission to W.A. Rasic’s Quality Manager (QM). The QM shall review the submittal package and go through a checklist to ensure compliance with the requirements of the contract prior to formal submission to BWP.

Quality in the procurement phase will be achieved by ensuring that all incoming project materials are checked for compliance against the project requirements. This will include checking for damage, alterations, substitutions, packaging, handling, and storage. This will include any materials procured by subcontractors. The quality team shall check that the materials procured are approved through the submittal process prior to incorporation into the project. Documentation shall include the packing slips, photographs, and checklists.

Quality in the construction phase will be achieved by incorporating processes that ensure the construction activities comply with the project requirements. This will include aspects such as identification of hold point activities, inspection and test result verifications, and that the correct materials are utilized. Quality assurance during the construction phase will perhaps be the most intensive and detailed in the project’s specific QCP. It will begin at the mobilization phase with a preconstruction meeting in which the project goals, expectations, and quality requirements are set.

The QA process will require third-party testing from qualified parties.

QA/QC functions and processes during this stage are summarized, but not limited to, the following:
 Daily observations, monitoring, inspections, and documentation.  Material delivery inspections and verifications.
 Testing as required – geotechnical, concrete, welding, bacteriological, etc.  Corrective actions.
 Punchlist generation.
 Meetings.

The construction team has identified these risks to the project that we feel have the potential for the greatest impact:

RISK / CHALLENGE SOLUTION BENEFITS TO BWP

Traffic Impacts During
Construction
Coordination with City of Burbank and the community. Maintain traffic flow as much as possible, limit amount of contruction area taken to what is actively being worked on, avoid work during peak traffic hours. ✚ Mimimize impact to
community and traffic

Lead Time for Critical Pipe
Materials
Prioritize early material submittals for critical pipe materials. Place order as early as possible to secure bulk of pipeline materials needed at earliest portion of Phase 2.
✚
Mimimize impact to
project schedule due to
supply-chain issues

Access Points for Hollywood
Way Lining Operations
Locate access points for pipeline lining operations outside of intersections if possible. Perform early utility as-built studies and potholing. ✚ Mimize traffic impacts and
reduce cost

Shutdowns to Major
Pipelines
Close coordination and brainstorming with BWP to plan shutdowns of critical pipelines to achieve lining, valve replacements, and tie-ins. Find redundant feeds to keep ratepayers in service.
✚ Reduced impacts to water
customers
 Utility Impacts to Alignment Perform extensive utility research and potholing during early stages of design. ✚
Eliminate impact from
discovery during
construction phase

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SECTION VIII

PROGRESSIVE DESIGN-BUILD AGREEMENT

ACKNOWLEDGEMENT STATEMENT

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City of Burbank | Water Pipeline Improvements Progressive Design Build Project Technical Proposal | X. Insurance

SECTION IX

REQUIRED FORMS
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Civiltec Engineering, Inc.
1440 N. Harbor Blvd. #721
Fullerton, CA 92835
Safety Network, Inc.
35312 Merle Haggard Drive
Bakersfield, CA 93308
Design
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SECTION X

INSURANCE

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City of Burbank | Water Pipeline Improvements Progressive Design Build Project Technical Proposal | Appendix A - Resumes

APPENDIX A

RESUMES OF KEY PERSONNEL
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Do NOT Disclose
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DAVID H. SONG, PE

PRINCIPAL, SENIOR PROJECT MANAGER

PROFESSIONAL REGISTRATION
Professional Civil Engineer
California No. 76613

EDUCATION
B.S., Civil Engineering, University of
California, Los Angeles, 2004

PROFESSIONAL AFFILIATIONS
American Water Works Association
Southern California Water Utility
Association

EXPERTISE
☒Civil Engineering
☐Drainage Engineering
☐Electrical Engineering
☒Transportation Engineering
☐Wastewater Engineering
☒Water Engineering
☐Survey
☒Construction Management

SUMMARY
Mr. Song has 18+ years (17+ with Civiltec ) of engineering experience.  His expertise  is  in  potable  water  infrastructure  design,  engineering,  and management. His typical responsibilities include project manage ment and supervision of design staff, client correspondence, management  of project budgets and schedules, technical writing and planning, hydrauli c analysis, and  modeling,  developing  contract  bid  documentation,  preparing specifications  and  cost  estimates,  construction  management  and performing  project  plan  checks.  Mr.  Song  has  been  responsible  for  the design  and  project  management  of  more  than  400,000  linear  feet  o f
distribution  and  transmission  pipelines  and  construction  traffi c  control plans, pump stations, wells, and reservoirs for water purveyors that consist of water districts, municipalities and private developers. He has also secured permits for projects with public agencies and cities located in  Los Angeles, Orange and Ventura Counties, California Department of Public He alth and California Department of Transportation.

PROJECT EXPERIENCE
Pipeline Management Program Fiscal Year 20-21 Phase 1,
City of Glendale
Project Manager. Responsible for coordination with W.A Rasic Construction to  perform  design  and  construction  management  services  for  the City  of Glendale  in  their  2020‐2021  This  capital  improvement  project  re placed approximately 11,282 linear feet of 8‐inch diameter Class 350 d uctile‐iron water  pipeline  and  associated  iso lation  valves,  blow‐off  assemb lies,  air release  valve  assemblies,  fire  hydrant  assemblies,  service  line s  to customers, and all required fittings and appurtenances at vario us locations throughout Glendale, California.

Phase 1 thru 5 Capital Improvement Water Main Replacement Projects, Valley County Water District
Project  Engineer/Manager.  Performed  duties  as  VCWD’s  District  Engineer and  completed  projects  that  included  design  and  construction administration for numerous capital improvement water main replacement projects. Designed approximately over 30,000 linear feet of 8‐inch and 12‐ inch  ductile  iron  pipeline  replacement  including  service  connections,  fire hydrants and street improvements. Projects are executed each fi scal year to accomplish the District’s goal in replacing old or hydraulic ally restrictive water mains.

Water Main Replacement at Various Locations, La Habra
Heights County Water District
Project Manager. Responsible for the design of water pipeline replacement for approximately 4,215 linear feet of 4‐inch to 16‐inch poly‐vinyl chloride pipe  including  fire  hydrants,  domestic  services  and  abandonments  in  La Habra Heights on Hacienda Road, Tumin Road, West Road, Subtopic Drive.

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PRINCIPAL, SENIOR PROJECT MANAGER

Project Experience (Continued) | Page 2 of 2
Water Main Replacement Projects and Pressure Reducing Station Replacement, City of Brea Project Manager. Projects along North Hills West, North Hills East, Pleasant Hills, and Steele Drive were packed into four separate construction projects. Design included appro ximately 25,000 linear feet of 8‐inch and 12‐ inch water mains as identified i n the seven‐year Capital Improvement Plan for FY 2018‐19 through FY 2024‐ 25  in  conjunction  with  street  improvements  identified  in  the  2017  Pavement  Management  Plan.  Funding sources for this project were predominately from the 420 Water  Fund with a portion also coming from the 220  Gas  Tax  Fund.  Services  included  utility  research  and  notification,  topographic  survey,  hydraulic  water modeling and analysis, potholing, geotechnical review, soil corrosivity analysis, fire hydrants, valves, services, pavement rehabilitation, signage, striping and bidding support services.

Capital Improvement Pipeline Replacements Phases 1-4, Crescenta Valley Water District Project Manager. Overseeing the Crescenta Valley Water District  Fiscal Year 2020‐2021 capital improvement program  to  design  and  construct  four  pipeline  projects.  Projects  1  and  2  are  being  designed  in  house.  A consultant will design Projects 3 and 4 to be bid as two separa te projects. Project 3 will replace 1,660 linear feet of 10‐inch steel water main on the 3400 and 3500 blocks of  Encinal Avenue in Glendale, California. This segment also includes crossing of the Los Angeles County Flood  Control District’s Dunsmuir Channel. Project 4 will replace 1,840 linear feet of 2‐, 4‐ and 6‐inch steel mains in unincorporated Los Angeles County with 8‐ inch steel water main.Skyline Ranch Water System Infrastructure, Santa Clarita Water Division Project Manager (Pipelines)/Project Engineer. The entire water  system infrastructure spans three pressure zones and includes pipelines, reservoirs, and pump stations. Ph ase 1 included the in‐tract pipeline design of approximately  23,000  feet  of  8‐inch ,  12‐inch  and  16‐inch  poly‐v inyl  chloride  pipe  for  distribution  and transmission.  Phases  2  and  3  included  an  additional  60,000  feet   of  8‐inch  to  16‐inch  distribution  and transmission pipelines, two 2.5‐million‐gallon steel reservoirs, and two 0.6‐million‐gallon steel reservoirs.

El Segundo, Belhaven, Clovis, Corlett, Keene, 130
th and 131st
Water Main Replacements, Liberty Utilities
Project Manager. Designed approximately 4,980 linear feet of 8‐inch ductile iron pipe and 1,300 linear feet of 12‐inch ductile iron pipe, including reconnections to the exist ing water system and replacement of hydrants and services. Prepared two separate construction plans. Project, one consisted of mains located on El Segundo Boulevard, Corlett Avenue, Keene Avenue, and 130 th Street, while project two consisted of mains located on El  Segundo  Boulevard,  Clovis  Avenue,  Belhaven  Avenue,  131st  Street  and  an  alley  between  Belhaven  and Central.

Workman Mill Transmission Pipeline, California Domestic Water Company Project Manager. This project designed and construction managed approximately 3,500 linear feet of 48‐inch pipeline. This project included right‐of‐way engineering, envir onmental clearances, permitting with the City of  Industry,  County  of  Los  Angeles,  Caltrans  and  Union  Pacific  Railroad,  aerial  and  topographic  surveying, geotechnical investigations, railroad and channel crossings, freeway undercrossing, plan and profile drawings, specifications and bidding documents, bidding phase services and full construction management.

Magnolia Avenue Water Main Interconnection, City of Buena Park Project Manager. Designing an 8‐inch emergency interconnect bet ween Fullerton and Buena Park to provide additional water supply in the event of an emergency. It will a lso include a uni‐directional pressure reducing station and any necessary pipe improvements in the area.

ATTACHMENT 3
A3-84

SANJAY KUMAR VERMA, PE

SENIOR PROJECT ENGINEER

PROFESSIONAL REGISTRATION
Professional Civil Engineer
California No. 68635
Professional Civil Engineer
Texas No. 106560
Professional Civil Engineer
Louisiana No. 0035444

EDUCATION
B.S., Civil Engineering, Birsa
Institute of Technology,
Jharkhand, India, 1990

EXPERTISE
☒Civil Engineering
☐Drainage Engineering
☐Electrical Engineering
☐Transportation Engineering
☒Wastewater Engineering
☒Water Engineering
☐Survey
☒Construction Management

SUMMARY
Mr. Verma has 32+ years (2+ year with  Civiltec) of engineering experience.

He  brings  a  wealth  of  world  engineering  skills  and  specializes  in  civil  and structural  design  of  projects  big  and  small  as  well  as  construc tion management.  His  vast  knowledge  includes  water  and  wastewater  plants, storage  tanks,  pipelines,  pump  stations,  reservoirs,  renewable  energy facilities, liquified natural gas, seismic and wind analysis, structural analysis, roadways,  and  paving,  grading  and  drainage  site  design.  Project s  have included reviews and preparatory design plans, calculations, sp ecifications, cost  estimation,  procurement  support,  construction  phase  suppor t,  and client, contractor and subconsultant coordination. His understanding of the evaluation and design of existing pipelines, pre‐stressed and post‐tensioned structural design, load calculations, new structure analysis and design, steel, AC  and  ductile  iron  pipes,  and  various  equipment  foundation  designs  is invaluable.

PROJECT EXPERIENCE
Pipeline Management Program Fiscal Year 20-21 Phase 1,
City of Glendale
Senior  Project  Engineer.  Responsible  for  coordination  with  W.A  Rasic Construction to perform design and construction management serv ices for the  City  of  Glendale  in  their  2020‐2021  This  capital  improvement  project replaced  approximately  11,282  linear  feet  of  8‐inch  diameter  Class  350 ductile‐iron  water  pipeline  and  associated  isolation  valves,  bl ow‐off assemblies,  air  release  valve  assemblies,  fire  hydrant  assemblies,  service lines to customers, and all required fittings and appurtenances  at various locations throughout Glendale, California.

Water Main and Pressure Reducing Station Replacement
Projects, City of Brea
Senior  Project  Engineer.  Projects  along  North  Hills  West,  North  Hills  East, Pleasant Hills, and Steele Drive were packed into four separate construction projects. Design included approximately 25,000 linear feet of 8‐inch and 12‐ inch water mains as identified in the seven‐year Capital Improv ement Plan for FY 2018‐19 through FY 2024‐25 in conjunction with street improvements identified in the 2017 Pavement Management Plan. Funding sources for this project were predominately from the 420 Water Fund with a porti on also coming  from  the  220  Gas  Tax  Fund.  Design  and  engineering  servic es included  utility  research  and  notification,  hydraulic  water  modeling  and analysis,  fire  hydrants,  valves,  services,  pavement  rehabilitation,  signage, striping and bidding support services.

ATTACHMENT 3
A3-85

SANJAY KUMAR VERMA, PE

SENIOR PROJECT ENGINEER

Project Experience (Continued) | Page 2 of 2
Amethyst Road Turnout No. 5 Water Pipeline and Metering Facility, City of Victorville Senior Project Engineer. Designed approximately 4,980 linear feet of 8‐inch ductile iron pipe and 1,300 linear feet of 12‐inch ductile iron pipe, including reconnections to t he existing water system and replacement of hydrants and services. Prepared two separate construction plans. Project One consisted of mains located on El Segundo Boulevard, Corlett Avenue, Keene Avenue, and 130th Street, while Project Two consisted of mains located  on  El  Segundo  Boulevard,  Clovis  Avenue,  Belhaven  Avenue ,  131st  Street  and  an  alley  between Belhaven and Central.

Speedway Commerce Center II from Plant F7 to Merrill Avenue Pipeline, San Gabriel Valley Water Company
Senior Project Engineer. Designed approximately 3,986 linear feet of pipe along Cherry Avenue between Plant 7 on Owen Street and Merrill Avenue in Fontana, California. 2020/21 Steele Drive Water Main Replacement, Valley County Water District Senior  Project  Engineer.  Designed  this  water  main  replacement  project  in  conjunction  with  street improvements. Design and engineering services include utility r esearch and notification, topographic survey, hydraulic water modeling and analysis, potholing, geotechnical review, soil corrosivity analysis fire hydrants, valves, services, pavement rehabilitation, signage, striping, a  pressure regulating station/vault, and bidding support services.

Senior  Project  Engineer.  Assessed  the  conditions  of  the  Devil  C anyon‐Azusa  Pipeline  that  encompassed approximately 34,490 feet of 30‐inch pipeline originally constructed in 1974. A specific area of concern in this project  is  approximately  20,990  feet  aligned  from  east  to  west across  the  City  of  Glendora.  Via  a  Pipeline Inspection and Condition Analysis, two points along the alignme nt will require placement of two new points of connection to the existing pipeline along with access manholes. A total of three access manholes will be installed along the alignment for future inspections.
“M” Line Relocation Preliminary Investigation, California Domestic Water Company Senior Project Engineer. Prepared preliminary relocation of the  “M” line in Whitter and unincorporated Los Angeles County, California. The approximate length of the full  relocation is 6,850 linear feet. The alignment will  be  based  on  investigation  of  existing  utilities  and  general street topography  to  preserve the hydraulic grade line between the two end points at the intersection of Workman Mill Road/Rose Hills Gate 11 and Mavis Avenue/Beverly  Boulevard.  The  investigation  will  also  consider  two  alternate  alignments  starting  from Deveron Drive and heading southwest along Bed Adler Avenue or C arley Avenue ultimately connecting back at Mavis Avenue/Beverly Boulevard.

Tesoro Highlands Water Tank and Pump Station, Newport Pacific Land Company Project Engineer. Designing a  new 1,100 gallons per minute capa city pump station (3 pumps) and a new set of  1.2‐million‐gallon  steel  tanks  for  the  Tesoro  Highlands  development.  The  development  will  be  located within the Newhall District of Santa Clarita Valley Water Agency service boundary.

ATTACHMENT 3
A3-86
STEVEN M. WALKER, PE

SENIOR PROJECT ENGINEER

PROFESSIONAL REGISTRATION
Professional Civil Engineer
California No. 86693
Professional Civil Engineer
Florida No. 64693

EDUCATION
B.S., Environmental Engineering,
University of Florida, 1999

PROFESSIONAL AFFILIATIONS
American Water Works Association
Southeast Desalting Association

EXPERTISE
☐Civil Engineering
☐Drainage Engineering
☐Electrical Engineering
☐Transportation Engineering
☒Wastewater Engineering
☒Water Engineering
☐Survey
☒Construction Management

SUMMARY
Mr. Walker has 23+ years (3+ with  Civiltec) of experience in all aspects o f planning,  design  and  construction  oversight  of  municipal  water  and wastewater systems. His water experience includes treatment, conveyance, pumping  and  storage  systems.  His  planning  experience  includes computerized  hydraulic  modeling  and  construction  cost  estimates  o f present and future system needs.  Mr. Walker has experience in t he design and construction inspection serv ices of water and wastewater tr eatment, pumping, and conveyance systems. He has a broad depth of unders tanding of pipeline design requirements and challenges. His background  brings the added value of being able access various potential pipeline ali gnments to select the most cost and scheduling effective.

PROJECT EXPERIENCE
Senior Project Engineer. Assessed the conditions of the Devil Canyon‐Azusa Pipeline  that  encompassed  approximately  34,490  feet  of  30‐inch pipeline originally constructed in 1974. A specific area of concern in t his project is approximately  20,990  feet  aligned  from  east  to  west  across  the  City  of Glendora. Via a Pipeline Inspection and Condition Analysis, two points along the alignment will require placement of two new points of conne ction to the  existing  pipeline  along  with  access  manholes.  A  total  of  three  access manholes will be installed along the alignment for future inspections.

Glendora Pipeline Condition Assessment Segment 1, San
Gabriel Valley Municipal Water District
Senior Project Engineer. Assessments of the condition of the De vil Canyon‐ Azusa  Pipeline  Project.  Specifically,  the  effort  for  Segment  1,  a  3 0 ‐ i n c h diameter  pipeline  approximately  34,490  feet  in  length.  The  pipeline  was constructed  in  1974.  The  area  of  concern  is  approximately  20,990 feet in length and is described in additional detail herein. Segment 1 is aligned from east  to  west  across  the  City  of  Glendora.  The  pre  described  pipelines  are located  primarily  within  public  right‐of‐way  and  improved,  paved  streets with a section of the pipeline within an easement between the c ul‐de‐sacs of Vladimir Street and Lemon Street where the pipeline crosses  the Dalton Wash. The pipes are cement mortar lined and coated. All steel c ylinder is listed in this Segment as 0.1345‐inch thick, which is equivalen t to 10 gages.

The mortar lining is ¾‐inch, and the coating is 1‐inch.

ATTACHMENT 3
A3-87
STEVEN M. WALKER, PE

SENIOR PROJECT ENGINEER

Project Experience (Continued) | Page 2 of 2
Plant F58 Sierra Avenue Transmission Main, San Gabriel Valley Water Company Senior Project Engineer. Design ed approximately 12,000 linear f eet of new 24‐inch transmission main from Plant F58 site in Rialto to the intersection of Sierra Avenue a nd the I‐15 Freeway in Fontana. Project includes surveying and mapping, utilities research, potholing and transm ission main design. This project is in a major traffic corridor with numerous utilities, including a high‐pressure natural gas line.

Forest Lawn Recycled Water Reservoir & Distribution Pipeline, Forest Lawn Memorial-Park Association
Senior Project Engineer. Designing a welded steel recycled wate r reservoir with a 3.0 million‐gallon capacity and associated welded steel distribution piping system. The pro posed reservoir site will require substantial grading with an approximate 113‐f oot diameter circular reservoi r, paved access roads around the reservoir and approximately 8,000 linear feet of 24‐inch welded steel pipe. This project requires coordination with the Los Angeles Department of Water and Power.

Campus Wide Water Line Replacement, Jet Propulsion Laboratory Senior Project Engineer. The project will replace approximately  25,000 feet of existing water pipelines that are 8‐inches in diameter and greater. There are approximately 2 0,000 feet of 6‐inch pipelines that may be considered in the replacement effort; however, this will be det ermined based on criticality of the pipeline to overall system functionality. The replacement effort will focus on replacing main distribution and transmission pipelines and reconnecting services to domestic and irrigation systems.

Explorer Well, Treatment System and Raw Water Pipelines, Jet Propulsion Laboratory Senior Project Engineer. Explorer Well is constructed to a dept h of 675 feet and a pumping capacity of 1,600 gallons  per  minutes.  The  discharge  of  the  pump  to  waste  will  be  connected  to  the  existing  pipeline  will discharge into the Behner Plant and raw water will be discharge d into the Monk Hill Treatment System using new and existing pipelines.

Guam Potable Water System, US Naval Facilities Engineering Command (NAVFAC) D e s i g n  M a n a g e r .  D e s i g n e d  a  p o t a b l e  w a t e r  t r e a t m e n t  s y s t e m  a n d  more  than  6  miles  of  potable  water distribution  pipeline  for  NAVFAC  on  their  new  Marine  Corps  base i n  F i n e g a y an ,  G u a m .  T h e  p o t a b l e  w at e r pipelines  ranged  in  sizes  up  to  18‐inches  in  diameter  and  serviced  residential,  commercial,  and  military industrial  facilities.  Connections  to  two  existing  potable  water  systems  required  the  design  of  pressure‐ reducing pressure‐sustaining control systems to ensure compatib ility with the different operating pressures.

SCADA control valves at the connections to the existing potable  water systems allowed operators to direct flow to/from the Finegayan system remotely. (Individual Experie nce) Bahia Vista Force Main, Sarasota County, Florida
Design Manager. Designed the  25,000 feet of DI and HDPE force m ain ranging in size from 18‐inches to 24‐ inches in diameter. The project included two HDPE directional d rill operations. One HDD pull was 1,200 feet in  length  crossing  Phillipe  Creek  and  a  second  500‐foot  HDD  pull  under  the  Seminole‐Gulf  railroad  line.

Permitting  required  coordination  with  the  USACE  and  Seminole‐Gulf  railway.  Construction  required  Mr.

Walker to work closely with directional drill contractors to ensure geotechnical and ample staging areas would allow the HDD installation means. (Individual Experience) ATTACHMENT 3
A3-88
EUGENE “CHRIS” DUNCAN, PLS

LAND SURVEY MANAGER

PROFESSIONAL REGISTRATION
Professional Land Surveying
California No. 7745

EDUCATION
ABET Program
Extension Courses in Land Surveying,
California State University of Los
Angeles

RECOGNITIONS
Awarded Chief of Party by the
California Department of Industrial
Relations, March 11, 1986

PROFESSIONAL AFFILIATIONS
California Land Surveyors Association,
Corporate Member

EXPERTISE
☐Civil Engineering
☐Drainage Engineering
☐Electrical Engineering
☐Transportation Engineering
☐Wastewater Engineering
☐Water Engineering
☒Survey
☐Construction Management

SUMMARY
Mr. Duncan has been an active field and office land surveyor fo r 41+ years (11+ with  Civiltec). He has performed all aspects of surveying throughout California  and  Arizona,  including  construction  staking,  boundary  surveys, control  surveys  and  topographic  surveys.  He  excels  at  major  hil lside subdivision  work  and  has  been  recognized  as  an  expert  witness  in  land surveying  and  testified  in  the  California  Superior  Court.  Mr.  Duncan  has prepared  numerous  record  of  surveys,  corner  records,  legal  descriptions and exhibits for easements, lot line adjustments, right‐of way  acquisitions, and  vacations,  and  ALTA  surveys  within  the  California  counties  of  Los Angeles,  Orange,  Riverside,  San  Diego,  and  San  Bernardino.  He  manages work  with  Autodesk  CAD  software,  and  various  coordinate  geometr y software  products  to  process  mapping  data,  utilizing  Trimble  GP S equipment  in  conjunction  with  Trimble  TBC  software,  the  Trimble S X ‐ 1 2 total  station  scanner,  Trimble 5600  robotic  total  station  equipment,  and DiNi 3 Series digital level  and invar rod, and  Geodimeter total stations  to obtain accurate and precise field  measurements for base mapping . Using the  California  VRS  network  with  GNSS  efforts  and  conventional  f ield m e a s u r e m e n t s  a s  s e c o n d a r y  c h e c k s  o n  l a r g e r  s u r v e y s  a l l o w s  m a n y opportunities to review work processes and keep closure errors well within industry standards.

PROJECT EXPERIENCE
Pipeline Management Program Fiscal Year 20-21 Phase 1,
City of Glendale
Survey Manager. Responsible for coordination with W.A Rasic Construction to  perform  design  and  construction  management  services  for  the City  of Glendale  in  their  2020‐2021  This  capital  improvement  project  re placed approximately 11,282 linear feet of 8‐inch diameter Class 350 d uctile‐iron water  pipeline  and  associated  iso lation  valves,  blow‐off  assemb lies,  air release  valve  assemblies,  fire  hydrant  assemblies,  service  line s  to customers, and all required fittings and appurtenances at vario us locations throughout Glendale, California.

Water Main and Pressure Reducing Station Replacement
Projects, City of Brea
Survey Manager. Projects along North Hills West, North Hills Ea st, Pleasant Hills, and Steele Drive were packed into four separate construction projects.

Design  included  approximately  25,000  linear  feet  of  8‐inch  and  12‐inch water mains as identified in the seven‐year Capital Improvement Plan for FY 2018‐19  through  FY  2024‐25  in  conju nction  with  street  improvements identified in the 2017 Pavement Management Plan. Design and engineering services included utility research and notification, hydraulic water modeling and  analysis,  fire  hydrants,  valves,  services,  pavement  rehabil itation, signage, striping and bidding support services.

ATTACHMENT 3
A3-89
EUGENE “CHRIS” DUNCAN, PLS

LAND SURVEY MANAGER

Project Experience (Continued) | Page 2 of 2
Speedway Commerce Center II from Plant F7 to Merrill Avenue Pipeline, San Gabriel Valley Water Company
Survey Manager. Designed approximately 3,986 linear feet of pip e along Cherry Avenue between Plant 7 on Owen Street and Merrill Avenue in Fontana, California.

Survey  Manager.  Assessed  the  conditions  of  the  Devil  Canyon‐Azu sa  Pipeline  that  encompassed approximately 34,490 feet of 30‐inch pipeline originally constructed in 1974. A specific area of concern in this project  is  approximately  20,990  feet  aligned  from  east  to  west across  the  City  of  Glendora.  Via  a  Pipeline Inspection and Condition Analysis, two points along the alignme nt will require placement of two new points of connection to the existing pipeline along with access manholes. A total of three access manholes will be installed along the alignment for future inspections.

Phase 1, 2, 3, 4 & 5 Water Improvement Projects, Valley County Water District Survey Manager. Projects included design and construction administration for numerous capital improvement water main replacement project s. Designed approximately 16,500  linear feet of 8‐inch and 12‐inch ductile iron pipeline replacement including service connections, fire hydrants and street improvements over 5 phases.

Workman Mill Transmission Pipeline, California Domestic Water Company Survey Manager. This project designed and construction managed approximately 3,500 linear feet of 48‐inch pipeline. This project included right‐of‐way engineering, envir onmental clearances, permitting with the City of  Industry,  County  of  Los  Angeles,  Caltrans  and  Union  Pacific  Railroad,  aerial  and  topographic  surveying, geotechnical investigations, railroad and channel crossings, freeway undercrossing, plan and profile drawings, specifications and bidding documents, bidding phase services and full construction management.

Magnolia Avenue Water Main Interconnection, City of Buena Park Survey Manager. Designing an 8‐inch emergency interconnect betw een Fullerton and Buena Park to provide additional water supply in the event of an emergency. It will a lso include a uni‐directional pressure reducing station and any necessary pipe improvements in the area.

Capital Improvement Pipeline Replacements Phases 1-4, Crescenta Valley Water District Survey Manager. Design of four pipeline projects. Projects 1 an d 2 are being designed i n house. A consultant will design Projects 3 and 4 to be bid as two separate projects . Project 3 will replace 1,660 linear feet of 10‐ inch steel water main on the 3400 and 3500 blocks of Encinal Av enue in Glendale, California. This segment also  includes  crossing  of  the  Los  Angeles  County  Flood  Control District’s  Dunsmuir  Channel.  Project  4  will replace 1,840 linear feet of 2‐, 4‐ and 6‐inch steel mains in unincorporated Los Angeles County with 8‐inch steel water main.Gateway Pipeline, City of Garden Grove Surveyor Manager. The project consisted of design for approxima tely 23,800 feet of new 16‐inch PVC C‐905 water transmission pipeline from the Lampson Pump Station to the West Garden Grove Reservoir. The water system  improvements  included  another  6,050  feet  of  6‐inch,  8‐inch  and  10‐inch  PVC  C‐900  pipeline  for interties  to  the  existing  crossing  pipelines  and  new  distributi on  pipelines.  The  project  also  includes approximately 3,000 feet of 24‐inch, 18‐inch and 15‐inch VCP replacement sewer pipeline in Chapman Avenue from Brookhurst Street to Gilbert Street.

ATTACHMENT 3
A3-90
CHARLES F. DEVINE

SENIOR STAFF ENGINEER

CERTIFICATIONS
American Society of Certified
Engineering Technicians

EDUCATION
B.S. Industrial Engineering, Eastern
Kentucky University
A.A. Drafting and Design, Seminole
Junior College, 1972

EXPERTISE
☒Civil Engineering
☒Drainage Engineering
☐Electrical Engineering
☒Transportation Engineering
☒Wastewater Engineering
☒Water Engineering
☒Survey
☒Construction Management

SUMMARY
Mr. Devine has worked in the civil engineering field for 49+ ye ars (25+ with Civiltec). His experience also includes field surveys and utility resea rch. Mr.

Devine  has  been  involved  in  planning,  preparation  of  construction  plans, technical and special specification, bid schedule, engineer’s c ost estimates, construction management and shop drawing review for water lines (ranging in  size  from  6‐  to  54‐inches),  booster  pump  stations,  steel  and  concrete reservoirs, water fire service, water treatment plants and deep‐water wells.

PROJECT EXPERIENCE
Senior  Staff  Engineer.  Assessed  the  conditions  of  the  Devil  Canyon‐Azusa Pipeline  that  encompassed  approximately  34,490  feet  of  30‐inch pipeline originally constructed in 1974. A specific area of concern in t his project is approximately  20,990  feet  aligned  from  east  to  west  across  the  City  of Glendora. Via a Pipeline Inspection and Condition Analysis, two points along the alignment will require placement of two new points of conne ction to the  existing  pipeline  along  with  access  manholes.  A  total  of  three  access manholes will be installed along the alignment for future inspections.

West Garden Grove Supplemental Transmission Main, City of Garden Grove
Staff  Engineer.  Designed  approximately  24,000  linear  feet  of  16 ‐inch pipeline within street right‐of‐way of Garden Grove, Stanton an d Caltrans.

The project also included installation of approximately 5,000 f eet of 4‐inch to  10‐inch  distribution  pipeline  replacement,  approximately  3,000  f e e t  of 15‐inch  to  24‐inch  vitrified  clay  pipe  sewer  replacement,  jack  and  bore under  existing  railroad  crossings,  span  an  existing  flood  channel,  service connections,  water  meters,  fire  h ydrants,  street  improvements  a nd complete traffic control design.

San Gabriel Valley Water Company Interconnect Design,
California Domestic Water Company
Staff  Engineer.  Designed  an  interconnect  to  convey  up  to  approximately 5,000  gallons  per  minute  (gpm)  of  water  from  Plant  No.  5  to  the  Basset R e se r voi r .  T he  S an  G ab r i e l Val l e y  Wat er  Com p an y  pi p e l i n e  l oc at ed  at  the Valley  Boulevard  and  Gilman  Road  intersection  now  extends  to  directly connect to the inlet side of the Basset Reservoir. The past pip eline was 12‐ inches in diameter and operated at a pressure of 80 to 90 pounds per square inch  (psi).  The  new  pipeline  was  sized  and  designed  to  be  16‐inches  and extend  northerly  some  1,000  feet  from  the  intersection  underneath  the railroad tracks to the Basset Reservoir.

ATTACHMENT 3
A3-91
CHARLES F. DEVINE

SENIOR STAFF ENGINEER

Project Experience (Continued) | Page 2 of 2
Duarte Small Mains Replacement Projects, California American Water Senior  Designer.  Designed  the  replacement  of  approximately  14,100  linear  feet  of  pipeline  due  to  aging infrastructure,  poor  condition  and  poor  fire  flows  that  attributed  to  inadequate  pipe  sizes.  This  project included replacing all 4‐ to 12‐inch pipes with 8‐ to 12‐inch DIP, replacing all fire hydrants in the cities of Azusa, Duarte and Bradbury. The project has been broken up into two separate bid packages. Key issues included pipelines within private property that were either required to be abandoned in place or easement acquisition was needed for construction, ing ress/egress and maintenance of  the new main. The existing water mains in need  of  replacement  were  all  predominantly  in  residential  and  na r r o w  s t r e e t s .  P l a n s  a n d  s p e c i f i c a t i o n s included provisions for phasing to optimize construction sequencing.

Explorer Well, Treatment System and Raw Water Pipelines, Jet Propulsion Laboratory Senior Designer. Explorer Well is constructed to a depth of 675  feet and a pumping capacity of 1,600 gallons per minutes. The discharge of the pump to waste will be connected to the existing pipeline will discharge into the Behner Plant and raw water will be discharged into the Monk Hill Treatment System using new and existing pipelines.

Green View Road Pressure Reducing Valve, Pipeline and Pavement Replacement, La Habra Heights County Water District
Senior Designer. Designed the pressure reducing valve station replacement in Green View Road. This included preparation  of  cost  estimates,  design  plans,  570  linear  feet  of  6‐inch  ductile  iron  pipe,  new  paving,  fire hydrant, retaining wall, utility research, new vault, new 2‐ and 6‐inch pressure reducing valves, and demolition of the existing vault and piping system.

Multiple Pipeline Replacement Projects/Reservoir 9 Pipeline Replacement, San Antonio Water Company
Designer. Design and construction services for seven capital improvement projects: four pipeline replacement projects, two pipeline abandonments, and Frankish Tunnel modifi cation.

Loma Linda (Pressure Zone 8) Pipeline Upgrade, City of Beverly Hills Staff  Engineer.  Upgrade  to the  existing 6‐inch  pipeline located in a 10‐foot‐wide easement is necessary to improve hydraulic conditions. The new pipeline is approximately 700 liner feet of 8‐inch pipe and may require replacement of the existing sewer pipeline located within the s ame easement. The scope of work includes survey,  development  of  design  with  alternatives,  bidding,  and  construction  support  services.  The  design commenced but has been stalled by an adjacent developer. 2015151 San Bernardino Road Pipeline Replacement, Covina Irrigating Company Designer. Assisted with the preliminary design report and hydra ulic analysis to determine the rehabilitation of approximately 6,000 linear feet of the existing 28‐inch riveted steel pipeline in San Bernardino Road from the  Baldwin  Park  Plant  to  Vincent  Avenue.  The  report  included  evaluation  of  pipeline  size,  rehabilitation methods,  alignment  for  replacement  of  the  pipeline,  permit  requirements,  preliminary  cost  estimates  and construction  and  design  schedule.  This  project  would  be  completed  in  two  phases.  The  first  phase  would replace 3,600 linear feet of the existing 28‐inch pipeline with 30‐inch cement mortar lined ductile iron pipe as Phase 1. The advantages of pipe replacement would be a longer l ife span, greater flow capacities, less future maintenance, a life expectancy to match or exceed the new Baldwin Park Pumping Plant, and accurate record as‐builts  after  construction.  Phase  2  recommends  to  slip‐line  approximately  2,615  linear  feet  of  existing pipeline.

ATTACHMENT 3
A3-92
DANIEL R. BUSQUÉ

SENIOR DESIGNER

EXPERTISE
☒Civil Engineering
☒Drainage Engineering
☐Electrical Engineering
☐Transportation Engineering
☒Water Engineering
☒Survey
☐Construction Management

SUMMARY
Mr. Busqué has 34+ years (29+ with  Civiltec) of experience working in the civil  engineering  field.  He  is  an  expert  in  the  production  of  construction plans  and  design  for  water  resource  engineering,  land  development  and surveying and mapping. Mr. Busqué began as a draftsman (hand dr afting) and has progressed to a senior designer using computer aided de sign and Civil3D software. Mr. Busqué has been involved in wide range of projects including water resources mapping, sewer pipelines, large and s mall water pipelines, storm drains, reservoirs, United States Post Office improvements, educational  facilities  at  all  levels  and  residential  and  commer cial development. Mr. Busqué created the company’s drafting standards for the California office and supervises the designers/technicians in the California o f f i c e  t o  e n s u r e  c o m p a n y  s t a n d a r d s  a r e  f o l l o w e d  a n d  p r o j e c t s  a re distributed to the design/technician staff evenly.

PROJECT EXPERIENCE
Pipeline Management Program Fiscal Year 20-21 Phase 1,
City of Glendale
Senior Designer. Responsible for coordination with W.A Rasic Co nstruction to  perform  design  and  construction  management  services  for  the City  of Glendale  in  their  2020‐2021  This  capital  improvement  project  re placed approximately 11,282 linear feet of 8‐inch diameter Class 350 d uctile‐iron water  pipeline  and  associated  iso lation  valves,  blow‐off  assemb lies,  air release  valve  assemblies,  fire  hydrant  assemblies,  service  line s  to customers, and all required fittings and appurtenances at vario us locations throughout Glendale, California.

Water Main and Pressure Reducing Station Replacement
Projects, City of Brea
Senior Designer. Projects along North Hills West, North Hills E ast, Pleasant Hills, and Steele Drive were packed into four separate construction projects.

Design  included  approximately  25,000  linear  feet  of  8‐inch  and  12‐inch water mains as identified in the seven‐year Capital Improvement Plan for FY 2018‐19  through  FY  2024‐25  in  conju nction  with  street  improvements identified in the 2017 Pavement Management Plan. Funding sources for this project were predominately from the 420 Water Fund with a porti on also coming  from  the  220  Gas  Tax  Fund.  Design  and  engineering  servic es included  utility  research  and  notification,  hydraulic  water  modeling  and analysis,  fire  hydrants,  valves,  services,  pavement  rehabilitation,  signage, striping and bidding support services.

Senior Designer. Assessed the conditions of the Devil Canyon‐Azusa Pipeline that encompassed approximately 34,490 feet of 30‐inch pipeline originally

ATTACHMENT 3
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DANIEL R. BUSQUÉ

SENIOR DESIGNER

Project Experience (Continued) | Page 2 of 2
constructed in 1974. A specific area of concern in this project  is approximately 20,990 feet aligned from east to west across the City of Glendora. Via a Pipeline Inspection  and Condition Analysis, two points along the alignment will require placement of two new points of connectio n to the existing pipeline along with access manholes. A total of three access manholes will be installed along the alignment for future inspections.

Phase 1, 2, 3, 4 & 5 Water Improvement Projects, Valley County Water District Senior Designer. Projects included design and construction administration for numerous capital improvement water main replacement project s. Designed approximately 16,500  linear feet of 8‐inch and 12‐inch ductile iron pipeline replacement including service connections, fire hydrants and street improvements over 5 phases.

Workman Mill Transmission Pipeline, California Domestic Water Company Senior Designer. This project designed and construction managed  approximately 3,500 linear feet of 48‐inch pipeline. This project included right‐of‐way engineering, envir onmental clearances, permitting with the City of  Industry,  County  of  Los  Angeles,  Caltrans  and  Union  Pacific  Railroad,  aerial  and  topographic  surveying, geotechnical investigations, railroad and channel crossings, freeway undercrossing, plan and profile drawings, specifications and bidding documents, bidding phase services and full construction management.

West Garden Grove Supplemental Transmission Main, City of Garden Grove Senior Designer. Designed appr oximately 24,000 linear feet of 1 6‐inch pipeline within street right‐of‐way of Garden Grove, Stanton and Caltrans. The project also included i nstallation of approximately 5,000 feet of 4‐ inch to 10‐inch distribution pipeline replacement, approximately 3,000 feet of 15‐inch to 24‐inch vitrified clay pipe  sewer  replacement,  jack  and  bore  under  existing  railroad  crossings,  span  an  existing  flood  channel, service connections, water meters, fire hydrants, street improvements and complete traffic control design.

Forest Lawn Recycled Water Reservoir & Distribution Pipeline, Forest Lawn Memorial-Park Association
Senior Project Engineer. Designing a welded steel recycled wate r reservoir with a 3.0‐million‐gallon capacity and associated welded steel distribution piping system. The pro posed reservoir site will require substantial grading with an approximate 113‐f oot diameter circular reservoi r, paved access roads around the reservoir and approximately 8,000 linear feet of 24‐inch welded steel pipe. This project requires coordination with the Los Angeles Department of Water and Power.

Explorer Well, Treatment System and Raw Water Pipelines, Jet Propulsion Laboratory Senior Designer. Explorer Well is constructed to a depth of 675  feet and a pumping capacity of 1,600 gallons per minutes. The discharge of the pump to waste will be connected to the existing pipeline will discharge into the Behner Plant and raw water will be discharged into the Monk Hill Treatment System using new and existing pipelines.

Arrowhead Pipeline, Cucamonga Valley Water District
Senior Designer. Responsible for design work and computer aided design and drafting production of 17 miles of water improvements. Involved in any field work to complete t opographic survey. Prepared plans through 4 phases of the project with interconnections with existing water lines. Supervise drafting staff on preparing final plans.

ATTACHMENT 3
A3-94

City of Burbank | Water Pipeline Improvements Progressive Design Build Project Technical Proposal | Appendix B - Schedule

APPENDIX B

PRELIMINARY PROJECT CPM SCHEDULE

ATTACHMENT 3
A3-95
ID Name Duration Start Finish Successors
1 Project Milestones 475 days Tue 10/17/23 Fri 08/29/25 2 Notice to Proceed 0 days Tue 10/17/23 Tue 10/17/23 11,12 3 Preliminary Engineering Phase Complete 0 days Mon 02/05/24 Mon 02/05/24 8 4 Magnolia Pipeline Replacement Complete 0 days Thu 03/06/25 Thu 03/06/25 8 5 Upper Country Drive Watermain Replacement Complete 0 days Wed 09/11/24 Wed 09/11/24 8 6 Hollywood Way Pipeline Lining Complete 0 days Fri 08/29/25 Fri 08/29/25 8 7 Transmission Main Valve Replacement Complete 0 days Mon 06/02/25 Mon 06/02/25 8 8 Final Acceptance / Project Completion 0 days Fri 08/29/25 Fri 08/29/25 9 Phae 1 - Design Phase 151 days Tue 10/17/23 Thu 05/23/24 10 Preliminary Engineering Phase 74 days Tue 10/17/23 Mon 02/05/24 11 Kick-Off Meeting 1 day Tue 10/17/23 Tue 10/17/23 16,23,12,13 12 Utility and Records Research 30 days Wed 10/18/23 Fri 12/01/23 23 13 Topographic Survey 15 days Wed 10/18/23 Tue 11/07/2314,85SS+5 days 14 Topographic Base Map 10 days Wed 11/08/23 Wed 11/22/23 15 15 Utility Base Map 20 days Mon 11/27/23 Fri 12/22/23 17 16 Geotech Investigation 30 days Wed 10/18/23 Fri 12/01/23 17 17 Preliminary Design Workshop 1 day Tue 12/26/23 Tue 12/26/23 18 18 Draft Prelim Design Tech Memo 15 days Wed 12/27/23 Thu 01/18/24 19 19 Draft Tech Memo Review 1 day Fri 01/19/24 Fri 01/19/24 20 20 Draft Tech Memo Review Meeting 1 day Mon 01/22/24 Mon 01/22/24 21 21 Final Prelim Design Tech Memo 10 days Tue 01/23/24 Mon 02/05/24 29,41,53,83,71,102,95,3,70,82,101,94 22 Subproject A - Upper Country Club Drive Pipeline 32 days Mon 12/04/23 Fri 01/19/24 23 Upper Country Club - Design Validation 15 days Mon 12/04/23 Fri 12/22/23 24 24 Upper Country Club - 100% Design 10 days Tue 12/26/23 Tue 01/09/24 25 25 Upper Country Club - Final Design Review 1 day Wed 01/10/24 Wed 01/10/24 26 26 Upper Country Club - Final Design Review Meeting 1 day Thu 01/11/24 Thu 01/11/24 27 27 Upper Country Club - Signed Plans and Specifications 5 days Fri 01/12/24 Fri 01/19/24 71,70 28 Subproject B - Magnolia Pipeline 77 days Tue 02/06/24 Thu 05/23/24 29 Magnolia Pipeline - 30% Design Workshop 1 day Tue 02/06/24 Tue 02/06/24 30 30 Magnolia Pipeline - 30% Design 25 days Wed 02/07/24 Wed 03/13/24 31 31 Magnolia Pipeline - 30% Design Review 1 day Thu 03/14/24 Thu 03/14/24 32 32 Magnolia Pipeline - 30% Design Review Meeting 1 day Fri 03/15/24 Fri 03/15/24 33 33 Magnolia Pipeline - 60% Design 20 days Mon 03/18/24 Fri 04/12/24 34 34 Magnolia Pipeline - 60% Design Review 1 day Mon 04/15/24 Mon 04/15/24 35 35 Magnolia Pipeline - 60% Design Review Meeting 1 day Tue 04/16/24 Tue 04/16/24 36,68,66 36 Magnolia Pipeline - Final Design 15 days Wed 04/17/24 Tue 05/07/24 37 37 Magnolia Pipeline - Final Design Review 1 day Wed 05/08/24 Wed 05/08/24 38 38 Magnolia Pipeline - Final Design Review Meeting 1 day Thu 05/09/24 Thu 05/09/24 39 39 Magnolia Pipeline - Signed Plans and Specifications 10 days Fri 05/10/24 Thu 05/23/24 83,82 40 Subproject C - Hollywood Way 77 days Tue 02/06/24 Thu 05/23/24 41 Hollywood Way - 30% Design Workshop 1 day Tue 02/06/24 Tue 02/06/24 42 401 days
126 days
248 days
64 days
15 days
101 days
1 day
101 days
14 days
101724010815222905121926031017243107142128041118250310172431071421280512192602091623300714212804111825010815222906132027031017240108152229051219260209162302091623300613202704111825010815222906132027031017243107 September October November December January February March April May June July August September October November December January February March April May June July August September Critical
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ATTACHMENT 3
A3-96
ID Name Duration Start Finish Successors
42 Hollywood Way - 30% Design 25 days Wed 02/07/24 Wed 03/13/24 43 43 Hollywood Way - 30% Design Review 1 day Thu 03/14/24 Thu 03/14/24 44 44 Hollywood Way - 30% Design Review Meeting 1 day Fri 03/15/24 Fri 03/15/24 45 45 Hollywood Way - 60% Design 20 days Mon 03/18/24 Fri 04/12/24 46 46 Hollywood Way - 60% Design Review 1 day Mon 04/15/24 Mon 04/15/24 47 47 Hollywood Way - 60% Design Review Meeting 1 day Tue 04/16/24 Tue 04/16/24 48,68,66 48 Hollywood Way - Final Design 15 days Wed 04/17/24 Tue 05/07/24 49 49 Hollywood Way - Final Design Review 1 day Wed 05/08/24 Wed 05/08/24 50 50 Hollywood Way - Final Design Review Meeting 1 day Thu 05/09/24 Thu 05/09/24 51 51 Hollywood Way - Signed Plans and Specifications 10 days Fri 05/10/24 Thu 05/23/24 102,101 52 Subproject D - Transmission Main Valve Replacement 77 days Tue 02/06/24 Thu 05/23/24 53 Tranmission Main Valve - 30% Design Workshop 1 day Tue 02/06/24 Tue 02/06/24 54 54 Tranmission Main Valve - 30% Design 25 days Wed 02/07/24 Wed 03/13/24 55 55 Tranmission Main Valve - 30% Design Review 1 day Thu 03/14/24 Thu 03/14/24 56 56 Tranmission Main Valve - 30% Design Review Meeting 1 day Fri 03/15/24 Fri 03/15/24 57 57 Tranmission Main Valve - 60% Design 20 days Mon 03/18/24 Fri 04/12/24 58 58 Tranmission Main Valve - 60% Design Review 1 day Mon 04/15/24 Mon 04/15/24 59 59 Tranmission Main Valve - 60% Design Review Meeting 1 day Tue 04/16/24 Tue 04/16/24 60,68,66 60 Tranmission Main Valve - Final Design 15 days Wed 04/17/24 Tue 05/07/24 61 61 Tranmission Main Valve - Final Design Review 1 day Wed 05/08/24 Wed 05/08/24 62 62 Tranmission Main Valve - Final Design Review Meeting 1 day Thu 05/09/24 Thu 05/09/24 63 63 Tranmission Main Valve - Signed Plans and Specifications 10 days Fri 05/10/24 Thu 05/23/24 95,94 64 Phase 2 - Construction Phase 351 days Wed 04/17/24 Fri 08/29/25 65 Phase 2 Pre-Construction 40 days Wed 04/17/24 Wed 06/12/24 66 Develop Phase 2 Pricing Following 60% Design Review 10 days Wed 04/17/24 Tue 04/30/24 67 67 Phase 2 Pricing - Review & Approval 30 days Wed 05/01/24 Wed 06/12/24 68 68 Phase 2 Notice to Proceed 0 days Wed 06/12/24 Wed 06/12/24 70,82,101,94 69 Upper Country Club 63 days Thu 06/13/24 Wed 09/11/24 70 Upper Country Club - Material Procurement 20 days Thu 06/13/24 Thu 07/11/24 71 71 Upper Country Club - Mobilization 5 days Fri 07/12/24 Thu 07/18/24 72 72 Upper Country Club - Layout & Sawcut 2 days Fri 07/19/24 Mon 07/22/24 73 73 Upper Country Club - Potholing 3 days Tue 07/23/24 Thu 07/25/24 74 74 Upper Country Club - E/L/B 6" Main 15 days Fri 07/26/24 Thu 08/15/24 75 75 Upper Country Club - Install Services 3 days Fri 08/16/24 Tue 08/20/24 76,77 76 Upper Country Club - Install FH & Appurtenances 2 days Wed 08/21/24 Thu 08/22/24 77 77 Upper Country Club - Testing 4 days Fri 08/23/24 Wed 08/28/24 78 78 Upper Country Club - Tie-Ins 2 days Thu 08/29/24 Fri 08/30/24 79,80 79 Upper Country Club - Service Crossovers 1 day Tue 09/03/24 Tue 09/03/24 80 80 Upper Country Club - Final Paving Restoration 6 days Wed 09/04/24 Wed 09/11/24 5,83 81 Magnolia Pipeline Replacement 185 days Thu 06/13/24 Thu 03/06/25 82 Magnolia Pipeline - Material Procurement 20 days Thu 06/13/24 Thu 07/11/24 83 14 days
14 days
43 days
101724010815222905121926031017243107142128041118250310172431071421280512192602091623300714212804111825010815222906132027031017240108152229051219260209162302091623300613202704111825010815222906132027031017243107 September October November December January February March April May June July August September October November December January February March April May June July August September Critical
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ATTACHMENT 3
A3-97
ID Name Duration Start Finish Successors
83 Magnolia Pipeline - Mobilization 5 days Thu 09/12/24 Wed 09/18/24 84,85 84 Magnolia Pipeline - Layout & Sawcut 10 days Thu 09/19/24 Wed 10/02/24 86 85 Magnolia Pipeline - Potholing 6 days Thu 09/19/24 Thu 09/26/24 86,87 86 Magnolia Pipeline - E/L/B 12" Main 40 days Thu 10/03/24 Mon 12/02/24 87FF+5 days,88,89 87 Magnolia Pipeline - Install Services 32 days Tue 10/22/24 Mon 12/09/24 89 88 Magnolia Pipeline - Install FH & Appurtenances 12 days Tue 12/03/24 Wed 12/18/24 89 89 Magnolia Pipeline - Testing 8 days Thu 12/19/24 Tue 12/31/24 90,91 90 Magnolia Pipeline - Tie-Ins 11 days Wed 01/01/25 Wed 01/15/25 91,92 91 Magnolia Pipeline - Magnolia Pipeline - Service Crossovers 16 days Thu 01/16/25 Thu 02/06/25 92 92 Final Paving Restoration 20 days Fri 02/07/25 Thu 03/06/25 4,102,95 93 Transmission Valve Replacements 247 days Thu 06/13/24 Mon 06/02/25 94 Transmission Valve Replacement - Material Procurement (12Wks For Valves) 60 days Thu 06/13/24 Fri 09/06/24 95 95 Transmission Valve Replace - Mobilization 2 days Fri 03/07/25 Mon 03/10/25 96 96 Transmission Valve Replace - Layout & Sawcut 5 days Tue 03/11/25 Mon 03/17/25 97,98 97 Transmission Valve Replace - Potholing 5 days Tue 03/18/25 Mon 03/24/25 98 98 Transmission Valve Replace - R&R Valves 40 days Tue 03/25/25 Mon 05/19/25 99 99 Transmission Valve Replace - Final Paving Restoration 10 days Tue 05/20/25 Mon 06/02/25 7,102 100 Hollywood Way Lining 311 days Thu 06/13/24 Fri 08/29/25 101 Hollywood Way - Material Procurement 20 days Thu 06/13/24 Thu 07/11/24 102 102 Hollywood Way - Mobilization 5 days Tue 06/03/25 Mon 06/09/25 103 103 Hollywood Way - Layout & Sawcut 4 days Tue 06/10/25 Fri 06/13/25 104,105 104 Hollywood Way - Potholing 5 days Mon 06/16/25 Fri 06/20/25 105 105 Hollywood Way - Portal Setup 10 days Mon 06/23/25 Fri 07/04/25 106 106 Hollywood Way - Clean & Line 20" Main 20 days Mon 07/07/25 Fri 08/01/25 107 107 Hollywood Way - Testing 5 days Mon 08/04/25 Fri 08/08/25 108 108 Hollywood Way - Closures 10 days Mon 08/11/25 Fri 08/22/25 109 109 Hollywood Way - Final Paving Restoration 5 days Mon 08/25/25 Fri 08/29/25 6 4 days
7 days
125 days
227 days
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ATTACHMENT 3
A3-98

City of Burbank | Water Pipeline Improvements Progressive Design Build Project Technical Proposal | Appendix C – Quality Control Table of Contents

APPENDIX C

DRAFT QUALITY CONTROL PLAN

TABLE OF CONTENTS
ATTACHMENT 3
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City of Burbank | Water Pipeline Improvements Progressive Design Build Project Technical Proposal | Appendix C – Quality Control Table of Contents

Appendix C – Draft Quality Control Plan Table of Contents

Table of Contents

1.0 Introduction ...................................................................................................................................................1

1.1 Project Overview ..................................................................................................................................................... 2

1.2 Purpose of the Quality Control Plan .................................................................................................................. 2

1.3 Project Participants and Responsibilities ......................................................................................................... 3

2.0 Quality Control Management ..................................................................................................................4

2.1 Quality Control Team ............................................................................................................................................ 5

2.2 Organizational Structure ..................................................................................................................................... 6

2.3 Communication and Reporting Procedures ................................................................................................... 7

2.4 Quality Control Training and Competency Requirements ......................................................................... 8

2.4 Quality Control Meetings .................................................................................................................................... 9

3.0 Quality Control Documentation ............................................................................................................ 10

3.1 Document Control Procedures .......................................................................................................................... 11

3.2 Quality Control Forms and Templates ........................................................................................................... 12

3.3 Recordkeeping and Document Retention ......................................................................................................13

4.0 Design Phase Quality Control ................................................................................................................ 14

4.1 Design Review and Approval Process ............................................................................................................ 15

4.2 Design Change Management .......................................................................................................................... 16

4.3 Design Verification and Validation ................................................................................................................. 17

4.4 Design Document Control ................................................................................................................................ 18

5.0 Procurement and Material Control ....................................................................................................... 19

5.1 Procurement Process and Vendor Evaluation .............................................................................................. 15

5.2 Material Receiving and Inspection .................................................................................................................. 16

5.3 Material Storage and Inventory Control ........................................................................................................ 17

5.4 Handling, Storage, and Delivery ...................................................................................................................... 18

6.0 Construction Phase Quality Control ..................................................................................................... 19

6.1 Construction Quality Control Planning ......................................................................................................... 20

6.2 Construction Inspections and Testing ........................................................................................................... 21

6.3 Nonconformance Management and Corrective Actions .......................................................................... 22

6.4 Subcontractor Quality Control Oversight ..................................................................................................... 23 ATTACHMENT 3
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City of Burbank | Water Pipeline Improvements Progressive Design Build Project Technical Proposal | Appendix C – Quality Control Table of Contents

7.0 Construction Documentation and Records ........................................................................................ 24

7.1 Document Control Procedures ......................................................................................................................... 25

7.2 Inspection and Test Records ........................................................................................................................... 26

7.3 Nonconformance Reports, Management, and Corrective Actions ........................................................ 27

7.4 Subcontractor Quality Control Oversight .................................................................................................... 28

7.5 As-Built Records ................................................................................................................................................. 29

8.0 Commissioning and Final Acceptance ................................................................................................ 30

8.1 Commissioning Process ......................................................................................................................................31

8.2 Performance Testing and Verification ........................................................................................................... 32

8.3 Final Inspection and Punch List ....................................................................................................................... 33

8.4 Client Acceptance and Project Closeout ..................................................................................................... 34

9.0 Quality Control Audits and Reviews .................................................................................................... 35

9.1 Internal Quality Control Audits ........................................................................................................................36

9.2 External Quality Control Reviews ................................................................................................................... 37

9.3 Continuous Improvement Initiatives ..............................................................................................................38

8.4 Client Acceptance and Project Closeout ......................................................................................................39

10.0 Appendices ............................................................................................................................................. 40

10.1 Glossary of Terms .............................................................................................................................................. 41

10.2 Quality Control Plan Forms and Templates .............................................................................................. 42

ATTACHMENT 3
A3-101
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ATTACHMENT 3
A3-102