1 CONSULTANT SERVICES AGREEMENT
THIS AGREEMENT (the "Agreement") is made as of February 1, 2022 by and between the City of Diamond Bar, a municipal corporation ("City") and Nichols Consulting Engineers, a Nevada corporation ("Consultant").
1. Consultant's Services.
Subject to the terms and conditions set forth in this Agreement Consultant shall provide to the reasonable satisfaction of the City the Diamond Bar Pavement Management System (PMS) Update services set forth in the attached Exhibit "A", which is incorporated herein by this reference. As a material inducement to the City to enter into this Agreement, Consultant represents and warrants that it has thoroughly investigated the work and fully understands the difficulties and restrictions in performing the work. Consultant represents that it is fully qualified to perform such consulting services by virtue of its experience and the training, education and expertise of its principals and employees.
Fabian Aoun, Associate Engineer (herein referred to as the “City’s Project Manager”), shall be the person to whom the Consultant will report for the performance of services hereunder. It is understood that Consultant shall coordinate its services hereunder with the City’s Project Manager to the extent required by the City’s Project Manager, and that all performances required hereunder by Consultant shall be performed to the satisfaction of the City’s Project Manager and the City Manager
2. Term of Agreement. This Agreement shall take effect February 1, 2022, and shall continue unless earlier terminated pursuant to the provisions herein.
3. Compensation. City agrees to compensate Consultant for each service which Consultant performs to the satisfaction of City in compliance with the scope of services set forth in Exhibit "A". Payment will be made only after submission of proper invoices in the form specified by City. Total payment to Consultant pursuant to this Agreement shall not exceed sixty thousand two hundred dollars ($60,200) without the prior written consent of the City. The above not to exceed amount shall include all costs, including, but not limited to, all clerical, administrative, overhead, telephone, travel and all related expenses.
4. Payment.
A. As scheduled services are completed, Consultant shall submit to City an invoice for the services completed, authorized expenses and authorized extra work actually performed or incurred.
B. All such invoices shall state the basis for the amount invoiced, including services completed, the number of hours spent and any extra work performed. 2 C. City will pay Consultant the amount properly invoiced within 35 days of receipt.
D. Payment shall constitute payment in full for all services, authorized costs and authorized extra work covered by that invoice.
5. Change Orders. No payment for extra services caused by a change in the scope or complexity of work, or for any other reason, shall be made unless and until such extra services and a price therefore have been previously authorized in writing and approved by the City Manager or his designee as an amendment to this Agreement.
The amendment shall set forth the changes of work, extension of time, if any, and adjustment of the fee to be paid by City to Consultant.
6. Priority of Documents. In the event of any inconsistency between this Agreement and the attached exhibits, the following order of precedence shall apply: (a) This Agreement; (b) The City's Request for Proposal, dated November 16, 2021; and (c) Consultant's Proposal dated December 6, 2021.
7. Status as Independent Contractor.
A. Consultant is, and shall at all times remain as to City, a wholly independent contractor. Consultant shall have no power to incur any debt, obligation, or liability on behalf of City or otherwise act on behalf of City as an agent, except as specifically provided herein. Neither City nor any of its agents shall have control over the conduct of Consultant or any of Consultant's employees, except as set forth in this Agreement. Consultant shall not, at any time, or in any manner, represent that it or any of its agents or employees are in any manner employees of City.
B. Consultant agrees to pay all required taxes on amounts paid to Consultant under this Agreement, and to indemnify and hold City harmless from any and all taxes, assessments, penalties, and interest asserted against City by reason of the independent contractor relationship created by this Agreement. In the event that City is audited by any Federal or State agency regarding the independent contractor status of Consultant and the audit in any way fails to sustain the validity of a wholly independent contractor relationship between City and Consultant, then Consultant agrees to reimburse City for all costs, including accounting and attorney's fees, arising out of such audit and any appeals relating thereto.
C. Consultant shall fully comply with Workers' Compensation laws regarding Consultant and Consultant's employees. Consultant further agrees to indemnify and hold City harmless from any failure of Consultant to comply with applicable Worker's Compensation laws.
D. Consultant shall, at Consultant’s sole cost and expense apply the reasonable standard of care to comply with all federal, state and local governmental permit or licensing requirements, including but not limited to the City of Diamond Bar, South Coast Air Quality Management District, and California Air Resources Board. 3 E. In addition to any other remedies it may have, City shall have the right to offset against the amount of any fees due to Consultant under this Agreement any amount due to City from Consultant as a result of Consultant's failure to promptly pay to City any reimbursement or indemnification required by this Agreement or for any amount or penalty levied against the City for Consultant’s failure to comply with this Section.
8. Standard of Performance. Consultant shall perform all work consistent with and limited to the standard of care and skill ordinarily exercised by members of the profession under similar conditions and at the same time and locality where the Services are performed and represents that it and any subcontractors it may engage, possess any and all licenses which are required to perform the work contemplated by this Agreement and shall maintain all appropriate licenses during the performance of the work.
9. Indemnification.
Consultant shall indemnify, reimburse the apportioned costs to defend with counsel approved by City, and hold harmless City, its officers, officials, employees and volunteers ("Indemnitees") from and against all liability, loss, pure economic damage, expense, cost (including without limitation reasonable attorneys' fees, expert fees and all other costs and fees of litigation) of every nature arising out of or in connection with:
(1) Any and all claims under Workers’ Compensation Act and other employee benefit acts with respect to Consultant’s employees or Consultant’s contractor’s employees arising out of Consultant’s work under this Agreement; and
(2) Any and all claims to the extent caused by Consultant's negligence or willful misconduct in the performance of any of its obligations contained in this Agreement, regardless of City’s passive negligence, but excepting such loss or damage which is caused by the negligence or willful misconduct of the City.
Should City in its sole discretion find Consultant’s legal counsel unacceptable, then Consultant shall reimburse the City its costs of defense, including without limitation reasonable attorneys' fees, expert fees and all other costs and fees of litigation. The Consultant shall promptly pay any final judgment rendered against the Indemnitees. It is expressly understood and agreed that the foregoing provisions are intended to be as broad and inclusive as is permitted by the law of the State of California and will survive termination of this Agreement. Except for the Indemnitees, this Agreement shall not be construed to extend to any third party indemnification rights of any kind.
(3) The Consultant's obligations to indemnify, defend and hold harmless the City shall survive termination of this Agreement.
10. Insurance.
4 A. Consultant shall at all times during the term of this Agreement carry, maintain, and keep in full force and effect, with an insurance company authorized to do business in the State of California and approved by the City the following insurance:
(1) a policy or policies of broad-form comprehensive general liability insurance written on an occurrence basis with minimum limits of $1,000,000.00 combined single limit coverage against any injury, death, loss or pure economic damage as a result of wrongful or negligent acts by Consultant, its officers, employees, agents, and independent contractors in performance of services under this Agreement;
(2) property damage insurance with a minimum limit of $500,000.00 per occurrence;
(3) automotive liability insurance written on an occurrence basis covering all owned, non-owned and hired automobiles, with minimum combined single limits coverage of $1,000,000.00; and
(4) Worker's Compensation insurance when required by law, with a minimum limit of $500,000.00 or the amount required by law, whichever is greater.
B. The City, its officers, employees, agents, and volunteers shall be named as additional insureds on the policies as to comprehensive general liability, property damage, and automotive liability. The policies as to comprehensive general liability, property damage, and automobile liability shall provide that they are primary, and that any insurance maintained by the City shall be excess insurance only.
C. All insurance policies shall provide that the insurance coverage shall not be non-renewed, canceled, reduced, or otherwise modified (except through the addition of additional insureds to the policy) by the insurance carrier without the insurance carrier giving City at least ten (10) days prior written notice thereof. Consultant agrees that it will not cancel, reduce or otherwise modify the insurance coverage and in the event of any of the same by the insurer to immediately notify the City.
D. All policies of insurance shall cover the obligations of Consultant pursuant to the terms of this Agreement and shall be issued by an insurance company which is authorized to do business in the State of California or which is approved in writing by the City; and shall be placed have a current A.M. Best's rating of no less than A-, VII.
E. Consultant shall submit to City (1) insurance certificates indicating compliance with the minimum insurance requirements above, and (2) insurance policy endorsements or a copy of the insurance policy evidencing the additional insured requirements in this Agreement, in a form acceptable to the City. 5 F. Self-Insured Retention/Deductibles. All policies required by this Agreement shall allow City, as additional insured, to satisfy the self-insured retention (“SIR”) and/or deductible of the policy in lieu of the Consultant (as the named insured) should Consultant fail to pay the SIR or deductible requirements. The amount of the SIR or deductible shall be subject to the approval of the City. Consultant understands and agrees that satisfaction of this requirement is an express condition precedent to the effectiveness of this Agreement. Failure by Consultant as primary insured to pay its SIR or deductible constitutes a material breach of this Agreement. Should City pay the SIR or deductible on Consultant’s due to such failure in order to secure defense and indemnification as an additional insured under the policy, City may include such amounts as damages in any action against Consultant for breach of this Agreement in addition to any other damages incurred by City due to the breach.
G. Subrogation. With respect to any Workers' Compensation Insurance or Employer's Liability Insurance, the insurer shall waive all rights of subrogation and contribution it may have against the Indemnitees.
H. Failure to Maintain Insurance. If Consultant fails to keep the insurance required under this Agreement in full force and effect, City may take out the necessary insurance and any premiums paid, plus 10% administrative overhead, shall be paid by Consultant, which amounts may be deducted from any payments due Consultant.
I. Consultant shall include all subcontractors, if any, as insureds under its policies or shall furnish separate certificates and endorsements for each subcontractor to the City for review and approval. All insurance for subcontractors shall be subject to all of the requirements stated herein.
11. Confidentiality. Consultant in the course of its duties may have access to confidential data of City, private individuals, or employees of the City. Consultant covenants that all data, documents, discussion, or other information developed or received by Consultant or provided for performance of this Agreement are deemed confidential and shall not be disclosed by Consultant without written authorization by City. City shall grant such authorization if disclosure is required by law. All City data shall be returned to City upon the termination of this Agreement. Consultant's covenant under this section shall survive the termination of this Agreement. Notwithstanding the foregoing, to the extent Consultant prepares reports of a proprietary nature specifically for and in connection with certain projects, the City shall not, except with Consultant's prior written consent, use the same for other unrelated projects.
12. Ownership of Materials. Except as specifically provided in this Agreement, all materials provided by Consultant in the performance of this Agreement shall be and remain the property of City without restriction or limitation upon its use or dissemination by City. Consultant may, however, make and retain such copies of said documents and materials as Consultant may desire.
13. Maintenance and Inspection of Records. In accordance with generally accepted accounting principles, Consultant and its subcontractors shall maintain 6 reasonably full and complete books, documents, papers, accounting records, and other information (collectively, the “records”) pertaining to the costs of and completion of services performed under this Agreement. The City and any of their authorized representatives shall have access to and the right to audit and reproduce any of Consultant's records regarding the services provided under this Agreement. Consultant shall maintain all such records for a period of at least three (3) years after termination or completion of this Agreement. Consultant agrees to make available all such records for inspection or audit at its offices during normal business hours and upon three (3) days' notice from the City, and copies thereof shall be furnished if requested.
14. Conflict of Interest.
A. Consultant covenants that it presently has no interest and shall not acquire any interest, direct or indirect, which may be affected by the services to be performed by Consultant under this Agreement, or which would conflict in any manner with the performance of its services hereunder. Consultant further covenants that, in performance of this Agreement, no person having any such interest shall be employed by it. Furthermore, Consultant shall avoid the appearance of having any interest which would conflict in any manner with the performance of its services pursuant to this Agreement.
B. Consultant covenants not to give or receive any compensation, monetary or otherwise, to or from the ultimate vendor(s) of hardware or software to City as a result of the performance of this Agreement. Consultant's covenant under this section shall survive the termination of this Agreement.
15. Termination. The City may terminate this Agreement with or without cause upon fifteen (15) days' written notice to Consultant. The effective date of termination shall be upon the date specified in the notice of termination, or, in the event no date is specified, upon the fifteenth (15th) day following delivery of the notice. In the event of such termination, City agrees to pay Consultant for services satisfactorily rendered prior to the effective date of termination. Immediately upon receiving written notice of termination, Consultant shall discontinue performing services, unless the notice provides otherwise, except those services reasonably necessary to effectuate the termination. The City shall be not liable for any claim of lost profits.
16. Personnel/Designated Person. Consultant represents that it has, or will secure at its own expense, all personnel required to perform the services under this Agreement. All of the services required under this Agreement will be performed by Consultant or under it supervision, and all personnel engaged in the work shall be qualified to perform such services. Except as provided in this Agreement, Consultant reserves the right to determine the assignment of its own employees to the performance of Consultant's services under this Agreement, but City reserves the right in its sole discretion to require Consultant to exclude any employee from performing services on City's premises.
7 17. Prevailing Wage. Notice is hereby given that in accordance with the provisions of California Labor Code, Division 2, Part 7, Chapter 1, Articles 1 and 2, the Consultant is required to pay not less than the general prevailing rate of per diem wages for work of a similar character in the locality in which the public works is performed, and not less than the general prevailing rate of per diem wages for holiday and overtime work. In that regard, the Director of the Department of Industrial Relations of the State of California is required to and has determined such general prevailing rates of per diem wages. Copies of such prevailing rates of per diem wages are on file in the Office of the City Clerk of the City of Diamond Bar, 21810 Copley Drive, Diamond Bar, California, and are available to any interested party on request. City also shall cause a copy of such determinations to be posted at the job site.
The Consultant shall forfeit, as penalty to City, not more than twenty-five dollars ($25.00) for each laborer, workman or mechanic employed for each calendar day or portion thereof, if such laborer, workman or mechanic is paid less than the general prevailing rate of wages hereinbefore stipulated for any work done under this Agreement, by him or by any subcontractor under him.
The Consultant and any of its subcontractors must be registered with the Department of Industrial Relations pursuant to Labor Code section 1725.5, which precludes the award of a contract for a public work on any public works project awarded after April 1, 2015. This Agreement is subject to compliance monitoring and enforcement by the Department of Industrial Relations.
18. Non-Discrimination and Equal Employment Opportunity.
A. Consultant shall not discriminate as to race, color, creed, religion, sex, marital status, national origin, ancestry, age, physical or mental handicap, medical condition, or sexual orientation, in the performance of its services and duties pursuant to this Agreement, and will comply with all rules and regulations of City relating thereto.
Such nondiscrimination shall include but not be limited to the following: employment, upgrading, demotion, transfers, recruitment or recruitment advertising; layoff or termination; rates of pay or other forms of compensation; and selection for training, including apprenticeship.
B. Consultant will, in all solicitations or advertisements for employees placed by or on behalf of Consultant state either that it is an equal opportunity employer or that all qualified applicants will receive consideration for employment without regard to race, color, creed, religion, sex, marital status, national origin, ancestry, age, physical or mental handicap, medical condition, or sexual orientation.
C. Consultant will cause the foregoing provisions to be inserted in all subcontracts for any work covered by this Agreement except contracts or subcontracts for standard commercial supplies or raw materials.
8 19. Time of Completion. Consultant agrees to commence the work provided for in this Agreement within (5) days of being notified by the City to proceed and to diligently prosecute completion of the work by June 15, 2022.
20. Time Is of the Essence. Time is of the essence in this Agreement.
Consultant shall do all things necessary and incidental to the prosecution of Consultant's work.
21. Delays and Extensions of Time. Consultant's sole remedy for delays outside its control shall be an extension of time. No matter what the cause of the delay, Consultant must document any delay and request an extension of time in writing at the time of the delay to the satisfaction of City. Any extensions granted shall be limited to the length of the delay outside Consultant’s control. If Consultant believes that delays caused by the City will cause it to incur additional costs, it must specify, in writing, why the delay has caused additional costs to be incurred and the exact amount of such cost within 10 days of the time the delay occurs. No additional costs can be paid that exceed the not to exceed amount absent a written amendment to this Agreement. In no event shall the Consultant be entitled to any claim for lost profits due to any delay, whether caused by the City or due to some other cause.
22. Assignment. Consultant shall not assign or transfer any interest in this Agreement nor the performance of any of Consultant's obligations hereunder, without the prior written consent of City, and any attempt by Consultant to so assign this Agreement or any rights, duties, or obligations arising hereunder shall be void and of no effect.
23. Compliance with Laws. Consultant shall comply with all applicable laws, ordinances, codes and regulations of the federal, state, and local governments.
24. Non-Waiver of Terms, Rights and Remedies. Waiver by either party of any one or more of the conditions of performance under this Agreement shall not be a waiver of any other condition of performance under this Agreement. In no event shall the making by City of any payment to Consultant constitute or be construed as a waiver by City of any breach of covenant, or any default which may then exist on the part of Consultant, and the making of any such payment by City shall in no way impair or prejudice any right or remedy available to City with regard to such breach or default.
25. Reserved
26. Mediation. Any dispute or controversy arising under this Agreement, or in connection with any of the terms and conditions hereof, which cannot be resolved by the parties, may be referred by the parties hereto for mediation. A third party, neutral mediation service shall be selected, as agreed upon by the parties and the costs and expenses thereof shall be borne equally by the parties hereto. The parties agree to utilize their good faith efforts to resolve any such dispute or controversy so submitted to mediation. It is specifically understood and agreed by the parties hereto that mutual good faith efforts to resolve the same any dispute or controversy as provided herein, 9 shall be a condition precedent to the institution of any action or proceeding, whether at law or in equity with respect to any such dispute or controversy.
27. Notices. Any notices, bills, invoices, or reports required by this Agreement shall be deemed received on (a) the day of delivery if delivered by hand during regular business hours or by facsimile before or during regular business hours; or (b) on the third business day following deposit in the United States mail, postage prepaid, to the addresses heretofore set forth in the Agreement, or to such other addresses as the parties may, from time to time, designate in writing pursuant to the provisions of this section.
“CONSULTANT” “CITY”
Nichols Consulting Engineers City of Diamond Bar
17050 Bushard Street, Suite 200 21810 Copley Drive
Fountain Valley, CA 92708 Diamond Bar, CA 91765-4178
Attn.: Charlene Palmer Attn.: Daniel Fox, City Manager
Phone: (562) 233-9507 Phone: 909-839-7010
E-Mail: [email protected] E-mail: [email protected]
28. Governing Law. This Agreement shall be interpreted, construed and enforced in accordance with the laws of the State of California. The venue for any action brought under this Agreement shall be in Los Angeles County.
29. Counterparts. This Agreement may be executed in any number of counterparts, each of which shall be deemed to be the original, and all of which together shall constitute one and the same instrument.
30. Entire Agreement. This Agreement, and any other documents incorporated herein by reference, represent the entire and integrated agreement between Consultant and City. This Agreement supersedes all prior oral or written negotiations, representations or agreements. This Agreement may not be amended, nor any provision or breach hereof waived, except in a writing signed by the parties which expressly refers to this Agreement. Amendments on behalf of the City will only be valid if signed by a person duly authorized to do so under the City's Purchasing Ordinance.
10 IN WITNESS of this Agreement, the parties have executed this Agreement as of the date first written above.
"Consultant" "City"
NICHOLS CONSULTING ENGINEERS CITY OF DIAMOND BAR
By: ______ By: ____
Printed Name: Ruth M. Low, Mayor
Title:
By: ATTEST:
Printed Name:
Title:
Kristina Santana, City Clerk
Approved as to form:
By:____
David A. DeBerry, City Attorney
*NOTE: If Consultant is a corporation, the City requires the following signature(s):
-- (1) the Chairman of the Board, the President or a Vice-President, AND (2) the Secretary, the Chief Financial Officer, the Treasurer, an Assistant Secretary or an Assistant Treasurer. If only one corporate officer exists or one corporate officer holds more than one corporate office, please so indicate. OR
-- The corporate officer named in a corporate resolution as authorized to enter into this Agreement. A copy of the corporate resolution, certified by the Secretary close in time to the execution of the Agreement, must be provided to the City.
Greg Fasiano
Principal & Secretary
Margot Yapp
President
December 6, 2021
Engineering Services for the Diamond Bar
Pavement Management System (PMS) Update
City of Diamond Bar
PROPOSAL TO PROVIDE
Submitted By:
NCE
17050 Bushard Street, Suite 200
Fountain Valley, CA 92708
Phone: 714.848.8897
Fountain Valley, CA
17050 Bushard Street, Suite #200
Fountain Valley, CA 92708
(714) 848‐8897
December 6, 2021
Mr. Fabian Aoun, Associate Engineer
City of Diamond Bar
Department of Public Works
21810 Copley Drive
Diamond Bar, CA 91765
Proposal – Engineering Services for the City of Diamond Bar’s Pavement Management System (PMS) Update Dear Mr. Aoun and Members of the Selection Committee:
Pavement networks are often the most valuable asset that a city owns. This asset is not only expensive to replace but is an essential component to the traveling public’s safety. Cities are looking for cost‐effective ways to perform engineering, maintenance, management, and rehabilitation of roadways more than ever before to stretch funding allocations.
Today, there is a renewed focus on roads and transportation in California as a whole and the demand for more accurate data is expected to grow. The last three years have seen remarkable changes in the funding picture with the recent passage of the Road Maintenance and Rehabilitation Act (RMRA or SB 1). As a whole, Diamond Bar is expected to receive approximately $2.6 million/year. But new revenues come with new accountability measures; roads that will be maintained with SB 1 funds will require submittal to the California Transportation Commission for approval. In addition, many voters supported the repeal of SB 1, so it is even more critical that the public perceives that maintenance be performed in the most cost‐effective manner possible.
A robust PMS will provide the accountability that Diamond Bar residents demand by developing cost‐effective, multi‐year maintenance work plans.
NCE can provide the City with the meansto achieve those goals.
We are a client‐focused engineering, science, planning, and construction services firm with six offices in California and Nevada and over 110 employees. We have extensive experience in implementing and updating PMPs and working with cities to maximize allocated funding. With 31 years of focus on pavement research, design, testing, and evaluation, NCE has more knowledge and understanding than any other pavement
consulting firm in California. Our highly trained technicalstaff are experienced in data collection and has worked together on numerous similar PMS projects and developed an excellent reputation for dedication, integrity, productivity, quality of work and service to our clients.
NCE has completed similar projects for over 200 public agencies throughout California (see map to the right). With more than 100 person‐years of experience with StreetSaver®, and as a
Metropolitan Transportation Commission (MTC) certified
consultant, NCE offers the following to Diamond Bar:
Fountain Valley, CA
17050 Bushard Street, Suite #200
Fountain Valley, CA 92708
(714) 848‐8897
Previous Diamond Bar PMS Experience – NCE has successfully updated the City’s PMS since 2015. Our proposed team can provide the City with the technical and management experience to deliver the PMS project on schedule and within budget as we have in the past. We are familiar with City’s PMS and road network including intersections segmentations and have established working relationships with City staff.
Familiarity with LA Metro Requirements – NCE has performed dozens of similar PMS projects for agencies in LA County, and we routinely compile PMS reports to meet the LA Metro submittal requirements.
StreetSaver® Experience and Proficiency – The NCE team has worked with StreetSaver® for more than 30 years. We have worked with more than 200 public agencies, throughout California, Nevada, Washington, Oregon and the nation, on similar PMS projects. We have provided both implementation, training and technical assistance since 1997, and trained over 500 engineers, technicians, and agency staff in California.
Certified Inspectors – NCE's field inspectors and engineers are certified through the Orange County Transportation Authority's (OCTA) and the Metropolitan Transportation Commission's (MTC) Inspector Certification Programs. Field inspectors and engineers attend an internal re‐fresher training once a year.
Expertise in Pavement Engineering – NCE employs several pavement experts that specialize in asphalt and concrete materials. If requested, NCE can provide a scope and fee to assist the City in developing practical and economical solutions for maintenance and rehabilitation (M&R) as part of a budget analyses.
Innovative Pavement Strategies – NCE is on the forefront of new pavement design methods, as well as mix designs and specifications that include warm mixes, recycling, use of rubber tires, and long‐life pavements.
Incorporating Sustainability Options – NCE has expertise to assist agency staff in the use of sustainable materials/recycling where possible and thereby decrease green‐house gas emissions to meet AB32 goals.
Real‐life Knowledge – NCE understands local agencies’ needs and the types of problems frequently encountered, such as lack of trained personnel or funds, budgetary concerns, and other institutional issues inherent in the use of PMP, and the constraints and has assisted agencies in arriving at realistic solutions.
Rigorous Quality Control – NCE’s projects include a Quality Control (QC) Manager, and our engineers and technicians undergo a mandatory internal training/calibration once a year for field condition surveys.
NCE acknowledges receipt of Addendum No. 1, dated December 3, 2021, which has been reviewed, signed and included as an attachment in the Appendix. This proposal is valid for 90 calendar daysfrom the date of itssubmittal.
Ms. Lisa K. Senn is NCE’s proposed Project Manager and single point of contact for any questions. She is located at 17050 Bushard Street, Suite 200, Fountain Valley, CA 92708 and can be reached at (714) 848‐8897 x104 or via email at [email protected]. NCE looks forward to your favorable review of our proposal and the opportunity to work again with the City of Diamond Bar.
Sincerely,
NCE
Charlene R. Palmer Lisa K. Senn
Principal Senior Project Manager
PROPOSAL
Page | 3
Firm Introduction
Founded in 1990, NCE is a client‐focused engineering, science, planning, and construction services firm with more than 110 employees working across seven offices throughout California and Nevada. NCE has grown significantly in expertise and capabilities beyond its origin as a transportation research and pavement management firm working with the Federal Highway Administration (FHWA). Unique from other civil engineering firms, we have specialized in pavement technology, including pavement management, design, and research for over 30 years. We have performed pavement condition surveys ranging from state highways in 12 states to local street networks in over 200 cities and counties in California. We have surveyed over 100,000 miles of pavements including parking lots. Our field data collection ranges from walking surveys as per the StreetSaver® protocols to using specialized automated equipment to collect data such as pavement distresses, roughness, structural strength (deflection testing) to asset data (signs, signals, curb ramps, marking, sidewalks, etc.). Additionally, NCE has teamed with märker geospatial on numerous semi‐automated projects for municipal agencies in Southern California for close to a decade.
Sustainable and Innovative Pavement Technologies
There are numerous pavement rehabilitation techniques available today with new binders, new additives, and polymers all of which may be applied in various layers to preserve pavement life. NCE constantly seeks to identify the most cost‐ efficient alternatives for cities and counties, such as cold‐in‐place recycling (CIR), full‐depth reclamation (FDR), warm mix asphalt, and terminal blend asphalt rubber binders. Many of the technologies NCE can implement will meet potential County sustainability or environmental goals and policies. Some examples are described in the following paragraphs.
Sustainable pavements – NCE isinvolved with projects at both the national and local levels on issues, such as sustainable pavements, and premature failures. For example, Dr. Tom Van Dam is NCE’s Principal Investigator for the FHWA on Sustainable Pavement Systems. He has developed technical guidelines and a webinar series and is an internal resource for NCE when addressing sustainability for our projects.
Cool pavements – NCE prepared a report to discuss cool pavement alternatives for the City of Chula Vista as a means of mitigating the urban heat island impact. This included the use of pavement alternatives, such as porous or permeable pavements, pavers, concrete pavements, and use of light‐colored aggregates.
Cold‐In‐Place Recycling (CIR) –
A cost‐effective alternative to
traditional mill and fill pavement treatments, cold‐in‐place recycling can yield cost savings of as much as 30% using existing asphalt concrete (AC) materials, which produces less truck hauling and better time efficiency during construction.
Full‐Depth Reclamation (FDR) – Full‐depth reclamation is a process that reconstructs failed AC pavements by recycling the existing roadway materials. The full‐depth reclamation method recycles the materials in‐ situ and can offer significant cost savings over conventional roadway reconstruction techniques. It is generally cost‐effective for areas as little as 25,000 square feet.
City of Diamond Bar
Pavement Management System (PMS) Update
December 6, 2021
Page | 4
A. Project Team
Organization Chart
NCE has assembled a project team of
highly qualified individuals who have the
in‐depth knowledge and extensive local
experience implementing similar PMS
updates throughout California and the
West Coast. Our staff have expertise with
StreetSaver® as well as with Los Angeles
County Metropolitan Transportation
Authority’s requirements. NCE is
dedicated to continuous training in the
latest versions of software, design, and
construction techniques. We not only
frequently participate in such training,
but also instruct and conduct extensive
training including field distress and
software workshops to 200+ technical
staff within the engineering community.
The City can count on our team to provide superior, responsive service on this project. The NCE team is committed to the project for its duration; personnel will not be substituted without prior approval from the City. The NCE Team and communications structure are presented in this section and focused resumes are in the Appendix.
Roles and Responsibilities
The NCE team has completed hundreds of projects together throughout California fulfilling the following roles and responsibilities on similar local PMS projects:
Charlene Palmer is NCE’s proposed Principal‐in‐Charge (PIC) and QC Manager for this project. Ms. Palmer will be responsible for implementing NCE’s quality assurance management program for the project. She will be responsible for calibration of data collection activities, review of field activities, including spot checks on the field crews, reviewing field procedures and making changes as needed, comparing the field data collected with on‐site conditions, review of all data entry functions, including random spot checks, review of reports generated, and analyses performed to ensure a quality product. She will be responsible for overseeing the project through the phases and assist in the development of the scope, budget, planning, scheduling, coordination and quality of the project. She will assist with ensuring the proper resources are available to successfully deliver the project and participate in key meetings. Ms. Palmer was the PIC for the City of Diamond Bar’s 2018 PMS update.
Lisa K. Senn is NCE’s proposed Senior Project Manager. Ms. Senn will be responsible for day‐to‐day project management and will be the City’s single point of contact. She will direct the data collection activities, pavement condition index (PCI) calculations, budget analyses, and the preparation of reports. Ms. Senn was the Project Manager for the City of Diamond Bar’s 2015 and 2018 PMS updates.
James Signore, PhD, PE, is NCE’s proposed Pavement Specialist. Dr. Signore will provide input regarding appropriate treatments and experience with their application along with sustainable alternatives.
Shahram Misaghi, PE, is NCE’s proposed Senior Project Engineer. Mr. Misaghi will perform the funding analysis and update maintenance and rehabilitation (M&R) decision trees.
Ken Huisman (märker) is NCE’s proposed Field Supervisor. Mr. Huisman will coordinate and manage all facets of the semi‐automated survey field work, including crew coordination, survey scheduling, quality components, and timely completion of all fieldwork collection deliverables. He has worked collectively with the NCE team on several PMS projects using StreetSaver®.
NCE’s proposed Field Technicians will perform the functions relating to data collection and cross‐checks.
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Training
NCE employs experts in pavement engineering, many with advanced degrees. Each employee receives in‐house training on our quality management plan. Our employees are active in industry groups and routinely attend workshops and conferences that increase their technical knowledge. NCE also provides in‐house training for field employees to receive refresher training on pavement distresses once a year. This training is conducted by Ms. Senn and overseen by Ms. Margot Yapp, PE (PIC/QC Manager for the City’s 2015 PMS Update), focuses on the latest ASTM protocols and methods, and builds on safety, traffic control, and emergency preparedness practices.
B. Firm’s Experience
NCE has completed over 200 identical or similar projects throughout California delivering the services the City has requested for this project, including PMP updates for 80+ cities and counties located in Southern California alone.
This section provides examples of relevant projects completed by NCE and NCE proposed personnel that demonstrate our PMP/PMS expertise as well as our experience and capabilities that we can provide to the City. In addition, these projects were successfully performed for other public agencies within the greater Los Angeles area.
Pavement Management Plan (PMP) Update, Anaheim, CA (2013/20, 2021/23) NCE updated the City of Anaheim's PAVER PMS in compliance with OCTA's Measure M requirements from 2013 to 2021 and the contract continues through 2023. The street network consists of approximately 584 centerline miles of pavement including 155 miles of Arterial Highway System (AHS) and 429 centerline miles of Local Street System (LSS). NCE has performed the following project tasks:
Performing distress/condition surveys as per ASTM D6433 Collecting both ride quality (International Roughness Index) and digital images of the pavements
Identifying missing sidewalk gaps
Implementing a rigorous QC plan for data control and delivery Performing funding scenarios
Maintaining the current backlog of streets, i.e., PCI<40 or 12% Maintaining current PCI: Arterial PCI of 73 and local street PCI of 69 Updating the maintenance and rehabilitation (M&R) history since 2015
Creating shapefiles and KML files with the pavement condition information Targeting seven‐year network average Arterial PCI of 75 and PCI 71 for local streets with no more than a 12% backlog
Targeting seven‐year network average Arterial PCI of 75 and PCI 71 for localstreets with backlog below 12% Performing additional scenarios per OCTA guidelines
Preparing all reports and submittals to OCTA.
The City converted its Pavement Management database from MicroPAVER™ to StreetSaver® in 2019 and continues to use that software for PMP updates. This software allows for easier analysis for Target Driven PCI’s. NCE was recently selected to perform the 2021/2023 PMP update.
Year Report Completed: 2017, 2019, and 2021
Project Team: Lisa K. Senn – Senior Project Manager, Charlene Palmer – Principal‐in‐Charge, Margot Yapp – QC/QA Manager, and Ken Huisman/märker – Field Supervisor.
Owner/Client
Cesar Carrillo, PE
City of Anaheim
200 South Anaheim Boulevard
Anaheim, CA 92805
(714) 765‐5175
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Pavement Management Program Update and Asset Data Collection, Redondo Beach, CA (2017/19, 2020/21) NCE converted the City of Redondo Beach’s legacy PMP to StreetSaver® in 2017 and provided updated information to the City Council. The street network consists of about 126 centerline miles of paved streets. NCE has performed the following project tasks:
Converted RoadMatrix database to StreetSaver®
Performing distress/condition surveys as per ASTM D6433 Implementing a rigorous QC Plan for data control and delivery Updating the M&R history since 2015
Performing funding scenarios: ͳ Maintain current PCI
Increase the current PCI
Impacts of current funding levels
Prepare all reports and submittals for LA Metro
Presenting results to City Council.
NCE also collected non‐pavement asset data for signs (inventory and retro reflectivity), curb ramp(s) inventory, curbs, sidewalk inventory, pavement markings, cross gutters, and manholes.
In 2020, NCE was again selected to update the City’s PMS so that SB1 funds would be effectively used. Additionally, prior to the field work starting NCE met with staff to discuss PMP software choices. The City decided to convert to StreetSaver®.
Year Report Completed: 2017 and 2021
Project Team: Lisa K. Sen – Senior Project Manager, Charlene Palmer – Principal‐in‐Charge/Project Manager, Margot Yapp – QC/QA Manager, Mei‐Hui Lee – Senior Project Engineer, and Ken Huisman/märker – Field Supervisor.
Pavement Management Update and Software Conversion, Manhattan Beach, CA (2016‐2021) NCE wasselected to update their pavement management program in 2016 and is currently conducting their 2021 update. The City had utilized the RoadMatrix software for many years but desired a program that could be utilized by in‐house staff. After discussions with City staff regarding their goals and objectives, NCE converted the old database to the StreetSaver® program in 2016. NCE has performed the following project tasks:
Converted RoadMatrix database to StreetSaver®
Performed distress/condition surveys on about 104.6 miles of streets in accordance with ASTM D6433‐11
Calculated pavement condition indexes for each street section and the entire network
Developed maintenance and rehabilitation strategies and unit costs Performed budgetary analyses and developed maintenance work plan
Linked database to GIS
Prepared final reports and maps
Trained City staff on StreetSaver® software.
Year Report Completed: 2021
Project Team: Lisa K. Senn – Project Manager, Charlene Palmer – Principal‐in‐Charge, James Signore – QC/QA Manager/Pavement Specialist, Mei‐Hui Lee – Senior Project Engineer, and Ken Huisman/märker – Field Supervisor Owner/Client
Lauren Sablan, PE
Principal Engineer
City of Redondo Beach PWD
415 Diamond Street
Redondo Beach, CA 90277
Owner/Client
Prem Kumar, PE
City of Manhattan Beach PWD
41400 Highland Avenue
Manhattan Beach, CA 90266
(714) 765‐5175
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C. Project Understanding
Diamond Bar is located in the rolling terrain of eastern Los Angeles County and was one of the first master‐planned
communities in the United States. The California SR‐57 and SR‐60 freeway corridors traverse the mostly residential city, and safety and promoting a sustainable and natural
environment are key elements for residents.
The SR‐57 and SR‐60 transportation corridor’s interface with the street network is even more important with the award of a $30 million grant from the 2021 Infrastructure for
Rebuilding America (INFRA) program. The Los Angeles County Metropolitan Transportation Authority (Metro) partnered with the City on the SR 57/60 interchange project and this significant transportation corridor’s confluence project will bring the City’s street network into national focus.
NCE understands that the City of Diamond Bar is seeking proposals from consulting firms with expertise in updating its StreetSaver® PMS. With SB 1 funding expected to add approximately $2.6 m a year to the paving budget, an up‐ to‐date PMS will be critical in assisting the City in developing funding scenarios as well as multi‐year budget and treatment plans that are practical and cost‐effective.
Ideally, the PMS is used to prepare a multi‐year maintenance plan, which consists of a rotating maintenance schedule using a zone improvement approach. Currently, the City has seven zones (see map to the right). This approach is used by many neighboring cities, as it reduces construction costs by reducing mobilization and minimizes disruptions to businesses and residents. NCE has performed similar analyses for Diamond Bar in 2015 and 2018 as well as for numerous other cities in California.
The street network is approximately 145 centerline miles with 1,014 pavement segments. The last PMS update was performed in 2018/19 by NCE and had a citywide average PCI of 71, which isin the “good” category.
Based on the analysis, the City needed approximately $3.2 m to $3.6 m annually to maintain the PCI.
The PMS update will provide City staff with two key pieces of information:
1. A multi‐year workplan, which will show the Council and the public the most cost‐effective manner of spending new revenues such as SB 1.
2. A long‐term funding analysis to determine future needs that will help guide Council in making informed policy decisions.
The scope of work will include the following:
Perform an update of PMS StreetSaver® database
Perform condition surveys using the semi‐automated method as per ASTM D6433 Determine PCIs for each pavement segment, provide PCI ranges per condition category Implement a Quality Control Plan
Review and update maintenance treatments and unit costs Develop a five‐year street maintenance and rehabilitation (M&R) list for each of the budget scenarios Prepare a report that complies with LA Metro’s requirements Link the City’s GIS shapefile to the StreetSaver database Present results of the budget scenarios
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Scope of Work
Based on the above project understanding, the following tasks describe in more detail the approach that the NCE team will pursue, and the Scope of Work that we propose to perform to meet the City’s needs and objectives.
Task 1: Kick‐off Meeting
NCE will first meet with City staff to kick‐off the project by reviewing the technical approach and any administrative matters that may be necessary. At a minimum, items to be discussed will include:
Scope of work and schedule
Field work:
o Scheduling and access requirements
o Public safety concerns
o Quality Control Plan (QCP)
Available files:
o StreetSaver® database
o GIS shapefiles
o Available maps and other relevant data
o New streets to be added, if any
Maintenance practices, history and costs
Paving budgets
Other issues as appropriate
Prior to the kick‐off meeting, NCE will prepare a detailed agenda. Four additional meetings will be held at appropriate milestones in addition to two City Council meetings. These meetings will be to discuss M&R strategies, at the 65% level, the draft report and Council presentations. Monthly written status reports will be sent to the City that discuss the work that has been completed and the work remaining.
Part of NCE’s value to the City is the information that we can bring and share from other agencies, and the results based on tight budgetary constraints. We can share the perspective of our work in the California Statewide Needs Assessment study, which included an assessment of all 529 cities and counties.
TASK 1 DELIVERABLES:
Meeting agenda and technical memorandum summarizing kick‐off meeting Monthly Status reports
Task 2: Update Maintenance & Rehabilitation History
Prior to starting the surveys, NCE will review the current StreetSaver® database for accuracy. Quality checksinclude:
City maintained street verification
Limits compared to previous update
Functional classifications
Newly annexed streets
Maintenance activities since 2019
Populating the PMS database with recent maintenance &rehabilitation (M&R) historical data is extremely useful for determining future treatments and predicting performance of the various pavement sections. The chart provided on the right is an example of a custom performance curve developed using historical data. M&R activities, e.g., overlays, reconstructions and any surface seals that have occurred since 2019 will be entered into StreetSaver®. The M&R historical records will include the following information:
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Street Name and identifiers
Beginning and ending limits of work
Type of treatment
Date of treatment
TASK 2 DELIVERABLES:
Inventory report
M&R history report
Task 3: Pavement Condition Surveys
NCE/märker will perform distress collections surveys on the 145 centerline miles of street segments as per ASTM D6433‐18 protocols. The evaluation of the pavement surface distress is based on three components:
Type is defined as ‘What kind of crack or defect is it?’ based on environmental distresses (e.g., block,
longitudinal/ transverse cracking, weathering) or load
related distresses (e.g., alligator cracking, rutting).
Severity is defined as‘How bad isthe defect?’ in terms
of the measurement or degree of wear associated with
the condition.
Extent refers to quantity or ‘How much?’ of the
pavement is affected by a particular distress.
We have seen considerable advancements in technology over the last 15 years. The assessment of pavement condition has seen a transformation from more labor‐ intensive manual efforts to high‐speed automated surveys that combine the use of roadway sensors and digital imagery. Our team is well positioned to collect, measure and map all roadway data with a sophisticated automated approach using LiDAR & pavement laser scanners. Our goal is to provide accurate, repeatable and economical pavement condition assessments.
Our mobile data collection equipment and team can collect the following (first three bullets are included in our scope and cost):
Pavement Surface Distress
Pavement Profiling (Roughness / Rutting)
Positioning Spatial GPS & Linear Referencing
360 Right‐of‐way digital Imagery and 3D LiDAR Point Cloud Data Mobile Collection Roadway / Roadside Asset Inventories
Sign / Pavement Marking Reflectivity
Roadway Cross Slope / Grade and Curvature
Roadway Collection Vehicle System Overview
During our roadway inspections, pavement profiling (ride quality, rutting), GPS, and surface distress data is collected continuously and seamlessly by our pavement technician team using our automated data collection vehicle. Our pavement distress data collection process involves the use of customized, integrated keyboards, and laser scanning which are all used to collect the type, severity, extent, start and stop points of all the pavement surface distresses. Collection vehicle crews are typically composed of a two‐person crew traveling in the vehicle and the crews gather visual distresses and monitor the equipment installed in the van.
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Street names, limits, lengths, widths, number of lanes and surface types will be field reviewed with functional classifications reviewed in the office. Should there be any questions or variations noted, the City will be contacted for clarification.
TASK 3 DELIVERABLES:
Updated StreetSaver® database with pavement distress data Task 4: Quality Control Plan
Quality management practices for pavement management suggest that a one‐time inspection of the final data is typically inadequate and involve a high risk of failure. We have recognized the importance to effectively implement and ensure quality control and assurance practices on pavement distress data which is why NCE and märker have teamed up once again. Together, we use a proven approach that integrates quality management and control procedures throughout the entire data collection and delivery process.
The importance of accurate and reliable data cannot be overstated, asthisleads directly to planning decisions(what roads to repair?) as well as funding decisions and how much money is really needed? NCE’s goal is to provide the highest quality work product for our clients. To meet this goal, a quality assurance/ quality control (QC/QA) component is incorporated into all our projects. For this project, Charlene Palmer as NCE’s proposed QC Manager, will have the responsibility for incorporating the following QC/QA steps into our work:
Reviewing field activities, including spot checks on the field crews Reviewing field procedures, making changes as needed
Comparing the field data collected with on‐site conditions Reviewing all data entry functions, including spot checks Reviewing reports generated and analyses performed to ensure high quality deliverables NCE’s QC/QA Plan provides for a minimum of 5% of the field data to be re‐inspected by a different inspector. A comparison of the distresses (type, severity, and quantity) will be made and at least 95% of re‐inspected sections must be in compliance. Before the actual assessment begins, the NCE team will perform the following field QA/QC steps as follows:
Field QA/QC Step 1: Correlation: The first step in this process is to have NCE’s Project Manager, märker’s field manager and a field technician meet in the field and drive a few roads and review some of the variety of pavement conditions that exist in the City. This is required to calibrate the team’s view of the various distresses.
Field QA/QC Step 2: Calibration: The QC team will conduct an independent calibration of equipment used to perform pavement condition assessments on the City’s pavement networks. This task is required to ensure that the pavement data collected is consistent with standard protocols. Up to 25 pavement sites will be selected to the calibration. They will include a range of:
Pavement Types (AC or PCC)
Functional Classifications
Pavement condition or age
Field QA/QC Step 3: Re‐inspection “Checks”: A minimum of five percent of the sections will be re‐inspected by other team members. Sections with a Pavement Condition Index (PCI) difference between the two assessments are flagged for re‐inspection. At the time of re‐inspection, the actual distresses will be re‐inspected and verified, and NCE’s pavement inspectors have undergone a rigorous certification test through both the Orange County Transportation Authority’s (OCTA) and the Metropolitan Transportation Commission (MTC) “Inspector Certification/Testing” programs. These cover both ASTM D6433 and StreetSaver® distress protocols.
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any corrections made, if necessary. Distress types and severities must be the same, and re‐measured quantities within ±10% of the original measured quantity.
If corrections are required on more than 10% of the re‐inspected sample units, then an additional 5% will be re‐ inspected. This will continue until more than 95% of the re‐inspected sections meet the acceptability criteria. The costs associated with additional re‐inspections due to a failure to meet the acceptance criteria will be borne by NCE.
Prior to the start of the field assessments, NCE/marker will meet with City staff to discuss City protocols for distress collection. Lane closures are not required as part of distress collection. Typically, any stopped vehicles will be parked in parking lanes, in nearby parking lots or on the shoulders, and will not in any way prevent the free flow of traffic.
TASK 4 DELIVERABLES:
QC/QA Plan
Task 5: PCI Report
NCE will process and upload the field survey data into StreetSaver® and the data will be verified and undergo a rigorous quality check with any errors corrected. The PCI will be calculated, and a report will be prepared for the City’s review.
TASK 5 DELIVERABLES:
PCI Report (electronic copy)
Task 6 – Budgetary Analysis & Draft Report (65%)
Maintenance Strategies: NCE will next review M&R strategies with City staff and include the recommendation of appropriate treatments such as cape seals or overlays, and the determination of treatment unit costs. This will be an appropriate time to review the use of new / sustainable treatments or materials, such as rubberized asphalt, rubberized chip or cape seas, microsurfacing, rejuvenators, cold‐in‐place recycling, full depth reclamation, warm mix asphalt, etc. NCE’s experience in pavement engineering and design, as well as local conditions, allows our staff to be able to provide the City with solutions that are innovative, sustainable, practical, and workable.
Development of the M&R decision tree is a criticalstep in any PMS update as it has a direct and significant impact on the final work plan that is developed, as well as the budgeting consequences. NCE’s experience in pavement engineering
and design, as well as local conditions, allows our staff to be able to provide the City with solutions that are practical and workable. The M&R alternatives are defined, a treatment unit cost will be determined for each alternative. These alternatives and costs will then be entered into the PMS database for budgetary analysis.
The unit costs will have a huge impact on the City’s
projections or needs assessments. Therefore, NCE will review any recent bid tabs, together with those from neighboring cities as appropriate. Also, unit prices will be fully loaded rates, and will include not just contractors’ prices, but also design, inspection and testing costs.
Budgetary Analyses: NCE will then perform a Budget Needs analysis using an analysis period to be determined by the City (typically 5 to 10 years). This will identify M&R requirements for each road section and determines the total City of Diamond Bar
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maintenance and rehabilitation requirements over the entire analysis period. This forms the basis for performing Budget Scenario evaluations, which optimizes the street sections for repair under constrained budgets.
The Budget Scenarios evaluation prioritizes sections for repair under constrained, realistic, budgetary assumptions.
Multiple budget‐ or target‐driven scenarios will be performed after discussions with City staff. Examples of typical scenarios include:
Impacts of existing funding levels.
Impacts to model drops or increases in funding
Impact of SB1 funds (estimated to be $2.6 m a year by FY 2021/22) The results will be used to develop a multi‐year rehabilitation program that includes the treatment and when it will be applied to streets. NCE will develop a multi‐year workplan for the final selected scenario. Upon completion of the analyses, NCE will prepare a draft report for the City to review. The report will contain, at a minimum:
Executive Summary
Introduction and methodology
Discussion of software and setup parameters
Inventory of City streets
PCI listing
Maintenance strategies and costs
M&R History Report
Results of budgetary analyses
GIS maps
Multi‐year work plan
The draft report will be submitted to the City for review in electronic format.
TASK 6 DELIVERABLES:
M&R Decision tree
Draft 65% Report (electronic copy)
Task 7: Final Report and GIS Update
Upon receipt of the City’s comments on the draft report, NCE will make the appropriate revisions and corrections and will submit the Final Report to the City. The Final Report will comply with LA Metro requirements. NCE will also verify the database linkage to the GIS shapefile and prepare maps to be included in the final report. Example provided to the right.
TASK 7 DELIVERABLES:
Final report (1 hard copy)
One (1) electronic copy of all data via flash drive
Updated StreetSaver® database with GIS links
In simple terms, the Budget Needs analysis answers the questions: “If I have unlimited funding for street maintenance and repair, which streets should I fix? When should I fix them? What treatments should I apply? How much will it cost?
Simply put, this module answers the question: “If I only have limited funds for street maintenance and repair, which streets have the highest priority for repairs, when should I perform the repairs, and how much will it cost?”
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Task 8: Council Presentations
Finally, NCE will prepare a presentation of the PMP update to City staff or City Council. The Council meetings can cover a range of topics, from a short update to a more comprehensive educational/advocacy workshop, depending on the City’s needs. NCE has recently completed similar presentations for the Cities of West Covina and Redondo Beach. Typical maps to be presented include the examples below:
TASK 8 DELIVERABLES:
PowerPoint presentation(s)
Task 9: Focused Multi‐Year Work Plan (Optional)
As an optional task, NCE will develop a Multi‐Year M&R Work Plan; the PCI plays a role in treatment selection but for design purposes, confirmation and refinement of proposed treatments must be performed as well as consideration of base repair quantities, aggregation or re‐grouping of streets to maximize construction savings, and separation/combination of surface seal or rehabilitation paving programs.
The criteria for variousfunding sources available to the City (i.e., Metro Measures C, R and M and local, SB 1, federal) will be considered when selecting streets in the Work Plan. NCE will perform focused field reviews to identify the following items for selected streets or alternative streets in the Work Plan (see example for Camarillo). The work elements include:
Verify treatment type and project limits
Identify approximate base repair percentage or mark digouts in the field
Identify number of ADA ramp upgrades triggered by proposed treatments
Identify potential tripping hazards area caused by tree roots or surface materials build‐up area near the pavement edge.
Tripping hazards area locations (house address or distance to intersection) would be recorded in the field review.
Identify alternative newer technologies (CIR, FDR, etc.) and/or alternative surface seal treatments on cul‐ de‐sac areas
Identify excessive cracking problem and propose alternative treatments as appropriate.
Through performing multiple scenarios, NCE will generate enough candidate streets for grouping, consolidation, removal of outlier, and determination of other conflicts. Based on the criteria agreed upon with the City, pavement maintenance strategies and field observations, the sections selected would be grouped together geographically to produce continuoussectionsfor treatment and try to avoid inefficiencies with shorter and isolated streetsegments.
TASK 9 DELIVERABLES:
Technical memorandum summarizing work plan approach, draft and final street lists, and GIS maps Approximate percentage of base repairs for candidate streets identified City of Diamond Bar
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D. Project SchedulingProposed Project ScheduleNCE’s proposed project schedule is shown below and indicates that Tasks 1 through 7 will be completed within 4.5 months of receipt of the Notice to Proceed (NTP).
NTP 2 3 4 5 6 7 8 9 10 11 12 13 14 15 16 17 18
Task 1 ‐ Kick‐off and Progress Meetings X
Task 2 ‐ Update Maintenance & Rehabilitation HistoryTask 3 ‐ Pavement Condition Surveys X Task 4 ‐ Quality Control Plan
Task 5 ‐ PCI Report XTask 6 – Budgetary Analysis & Draft Report (65%) Prepare Draft Report X
Send to City for Review
Task 7 ‐ Final Report and GIS Update
Prepare Final Report
Send to City for Review
Address City Comments and Finalize X
Task 8 ‐ Council Presentations
OPTIONAL
Task 9 ‐ Focused Multi‐Year Work Plan (Optional)
Assumptions
Task 1: Assumes 5 meetings.Task 3: Assumes review of maps prior to distress collection.Task 3: Assumes a 5 week processing time for data collections.
Tasks 3 and 4: Assumes no weather delays or holidays.
Task 6: Assumes City review and one revision for 65% submittal.
Task 7: Assumes City review and one revision of final report.
Task Description
Weeks
To Be Determined By the City
To Be Determined By the City
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E. Resource Requirements
NCE’s “not‐to‐exceed” fee estimate is provided in a separate file marked “Fee Estimate,” per the requirements of the RFP.
F. Fee Schedule
The Fee Schedule containing NCE’s hourly rates of all personnel assigned to this project is included in a separate file along with Section E (Fee Estimate).
G. Agreement
“Exhibit A” a copy of the City’s Professional Services Agreement is in the Appendix, completed and signed. After reviewing the professional services agreement included with the RFP, NCE respectfully requests that a few modifications be considered, which are notated in red italics for the City’s review.
H. Insurance
NCE certifies that we have the required insurance coverage and can provide proof of insurance requirements addressed in the professional services agreement of this Request for Proposal.
I. References
NCE has had the privilege to work with many counties, cities, and towns in California, including the City of Diamond Bar. The following individuals and agencies are listed as NCE’sreferencesforsimilar projects ofscope and size which we successfully completed. These are repeat clients, which testifies to the level of satisfaction with NCE work products. Please see the Firm’s Experience section for full project descriptions.
Client References
Cesar Carrillo, PE,
Principal Civil Engineer
City of Anaheim
200 South Anaheim Boulevard
Anaheim, CA 92805
Tel: (714) 765‐5175
Email: [email protected]
Project: Pavement Management
Systems Update
Ms. Lauren Sablan, PE
Principal Engineer
City of Redondo Beach PWD
415 Diamond Street
Redondo Beach, CA 90277
Phone: (310) 318‐0661 x2520
Email: [email protected]
Project: Pavement Management
System & Asset Data Collection
Mr. Prem Kumar, PE
City Engineer or Ms. Adilia Miller,
PE Associate Engineer
City of Manhattan Beach PWD
1400 Highland Avenue
Manhattan Beach, CA 90266
Phone: (310) 802‐5352
Email: [email protected]
Project: PMP Update & Conversion
APPENDIX
Appendix
Resumes
Lisa K. Senn – Senior Project Manager
Ms. Lisa K. Senn had a job in music when she agreed to help a friend’s company with requests for information. This evolved into preparing inspections for field crews, and, after a firm principal saw she had a knack for the work, he taught her about deflection testing and coring. The more Ms. Senn learned, the more she wanted to know and her career in pavement management and transportation began. Ms. Senn’s experience includes managing projects, overseeing field surveys and quality control procedures for cities and counties throughout California. A natural teacher, Ms. Senn trains engineers, technicians, agencies, and municipalities on various aspects of pavement management, software, and field distress. A member of MTC’s software development team, she has helped beta test new StreetSaver® modules and enhancements. She considers historical knowledge gained on past projects yet stays up to date on developments in the ever‐evolving area of pavement management.
Representative Projects
Multiple PMP/PMS Updates and Implementations, Various Cities and Counties, CA. Project Manager and/or QC Manager. For PMP/PMS updates and implementation, Ms. Senn is responsible for the analysis and QC of pavement distress data, updating M&R decision trees and the treatment unit costs, and the developing budget scenarios and summary reports. She has developed cost‐ effective maintenance treatments and strategies, prepared custom multiple‐year detailed street maintenance plans and budget option reports, and linked GIS maps with management sections in the client’s PMS database. She is an advanced user of both the MicroPAVER™ and StreetSaver® PMS software. Some of her clients include the following California cities and counties:
Anaheim
Baldwin Park
Buena Park
Burbank
Chula Vista
Commerce
Corona
Dana Point
Diamond Bar
El Cajon
El Centro
Fresno COG
Fullerton
Garden Grove
Grover Beach
Hermosa Beach
Highland
Laguna Niguel
La Habra
Lake Forest
Lompoc
Manhattan Beach
Mission Viejo
Newport Beach
Oakley
Orange
Orange County
Pismo Beach
Poway
Redondo Beach
San Clemente
San Diego County
San Gabriel
San Luis Obispo County
San Ramon
Santa Ana
Santa Barbara
Santa Barbara County
Santa Clarita
Santa Maria
Santa Monica
Seal Beach
South Gate
Stanton
Temple City
Thousand Oaks
Torrance
Vacaville
Ventura County
West Covina
Whittier
Woodland
Pavement Management System StreetSaver® Conversion & Technical Support, County of Santa Barbara, CA.
Project Manager. Ms. Senn assisted the County with the database migration from PAVER™ to StreetSaver®. She worked with the County to set up the maintenance and rehabilitation decision trees and unit costs, as well as the cost breakdowns needed to run budgetary analysis for the County’s future RoadMap (County’s Road Maintenance plan). She has worked with the County for the past 18 years and is intimately familiar with much of Santa Barbara.
She trains County staff on the functionality of the PMP software, as well as how it can be combined with the way the County has traditionally created its maintenance work plans. The training occurs at various County offices.
Education
AA, Business Administration,
Cuesta College, 1988
Registrations/Certifications
Pavement Management
Training Levels 1 & 2, 2017
Affiliations
American Public Works
Association (APWA)
Years of Experience
23 years
City of Diamond Bar
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Appendix
Pavement Management Updates and Asset Management System & StreetSaver® Conversion, Orange County, CA.
Project Manager. For the current five‐year contract with the County of Orange and its contract city Dana Point (over 500 miles), Ms. Senn is responsible for quality control of collected pavement distress data, updating maintenance and rehabilitation decision trees and the treatment unit costs, and the development of budget scenarios and summary reports. She works closely with Cartegraph, who is contracted data collection for roads and non‐pavement asset collection. Ms. Senn works with County and City staff to determine unit costs, applicable treatments for the seven‐year budgeting scenarios and development of the respective street sections slated for rehabilitation over the next seven years. The County has just approved NCE for the next project for PMS updates 2020‐2024.
Pavement Management Program Professional Services, City of Newport Beach, CA. Project Manager. The City of Newport Beach selected NCE to perform an update of their pavement management plan with current pavement conditions and funding analyses to inform and educate policy makers, as well as to comply with the Orange County Transportation Authority’s Measure M2 Program. The City owns and maintains approximately 205.7 centerline miles of pavements.
Pavement Management System Updates & StreetSaver® Conversion, City of Corona, CA. Project Manager. Ms.
Senn managed the City’s annual PMS updates that included pavement condition surveys and budgetary analyses.
In 2012 and 2013, she assisted the City as they converted from PAVER™ to StreetSaver®. This included a review of current functional classifications, generating a list ofroads needing surveys prior to conversion and helping to define information migrated. Since that time,she has collaborated with City’s GIS department to obtain a currentshapefile for GIS integration for StreetSaver®. She also trained City staff on the use of StreetSaver®, including database entry and how to generate GIS Maps.
Pavement Management System Update and Integration, City of Santa Monica, CA. Project Manager. The City selected NCE to update the City’s PMS in 2016. NCE assisted the City in selecting and implementing PMS software that best fit their current and future needs, including the maintenance and inventory of City streets to determine street maintenance priorities. The City’s entire pavement network includes 71.4 centerline miles of arterials, 13.5 centerline miles of collectors, and 79.4 centerline miles of residentials/others.
Pavement Management System Updates & StreetSaver® Conversion, City of Corona, CA. Project Manager. Ms.
Senn managed the City’s annual PMS updates that included pavement condition surveys and budgetary analyses.
In 2012 and 2013, she assisted the City as they converted from PAVER™ to StreetSaver®. This included a review of current functional classifications, generating a list ofroads needing surveys prior to conversion and helping to define information migrated. She collaborated with City’s GIS department to obtain a current shapefile for GIS integration for StreetSaver®. She also trained City staff on the use of StreetSaver®.
Pavement Management System Update, City of Chula Vista, CA. Project Manager. The City updated the pavement management condition surveys and budget analyses. The condition surveys included more than 440 centerline miles. Ms. Senn updated the maintenance and rehabilitation strategies and treatment unit costs to accurately reflect the effects of different multiple‐year budgets on the pavement network’s condition and the backlog of work.
She provided training for City staff members in distress collection using the StreetSaver® MobilRater® software.
Pavement Evaluation Services. Ms. Senn has managed numerous deflection testing projects. These projects included using deflection testing to measure a pavement’sstructural properties by applying a load on the pavement and measuring the resulting deflection. In connection with deflection testing, coring was done to measure existing pavement thicknesses to determine pavement structural capacity. Coring and R‐value testing was used in conjunction with deflection testing and visual observations of current cracking conditions and roadside draining, core testing provides the necessary data to provide sound repair or maintenance recommendations. She was involved in the review traffic patterns to verify the accuracy of traffic indexes. She managed and participated in performing classified truck counts where necessary to determine these indexes.
Asset Management. Ms. Senn has managed the collection of data related to sidewalks, curb and gutter, tree root damage, ADA ramps, cross slopes of street segments, trip ‐fall hazards, culverts, signs, storm drains and catch basins. These projects included visiting thousands of feet of concrete and identifying, quantifying and recording them spatially to incorporate them on maps for future reference.
City of Diamond Bar
Pavement Management System (PMS) Update
December 6, 2021
Appendix
Charlene Palmer – Principal‐in‐Charge & QC Manager
Ms. Charlene Palmer’s brings 40+ years of extensive experience in the engineering consulting industry for a broad base of engineering disciplines. She is a licensed Professional Engineer in Kentucky. Charlene’s consulting experience includes transportation, civil, rail and transit, infrastructure, water resources, environmental, pavement, materials testing and inspection, and geotechnical engineering. She has won and directed projects with services varying from feasibility studies through design support during construction, construction management and inspection services. Ms. Palmer has served as a Principal‐In‐ Charge, Quality Manager, Team Coordinator, Project or Program Manager on many projects, including numerous PMS programs responsible for providing project/program management and team coordination; handling and negotiating contractual elements, leading task teams; developing scopes, project understandings and approaches; setting budgets and schedules; providing technical oversight; researching and preparing technical documents; and writing training and safety manuals, and technical reports.
Representative Projects
Pavement Management Systems, Various Cities and Counties, Southern CA.
Principal‐In‐Charge. Responsible for project quality oversight and assisting with coordination and communication with the team and the client for the:
City of Temple City 2018 Pavement Management Program Update City of Burbank Pavement Management Program Update 2016‐2021 County of Orange 2016‐Ongoing PMP and asset management
County of Santa Barbara 2018/2020 PMS update/database development City of Commerce PMS Update 2019
City of Manhattan Beach 2018 and 2021 PMP update
City of Diamond Bar 2018 PMP update
City of Corona 2017 PMS update and training
City of Carson 2017 PMP update, sidewalk assets, and truck route study City of Torrance 2018 and 2021pavement and asset managementsystem City of Thousand Oaks 2019 PMP update
City of Anaheim 2019‐2023 Update
City of Huntington Park 2018 PMS update
City of Moreno Valley 2018 Pavement Management Update
City of Newport Beach, 2018‐2022 Pavement & Asset Management System City of Redondo Beach 2017‐Ongoing Citywide Pavement Network Report County of San Diego 2018‐Ongoing Pavement and Asset Management System City of Downey 2019 Pavement Management Update
2018‐Ongoing Citywide Pavement Network Report, City of Redondo Beach, CA. Principal‐In‐Charge and Quality Manager. Ms. Palmer was primarily responsible for project quality oversight and assisting with coordination and communication with the team and the City for the pavement management system update and report. 2018‐2022 Pavement and Asset Management System, City of Newport Beach, CA. Principal‐In‐Charge and Quality Manager. Ms. Palmer was primarily responsible for project quality oversight and assisting with coordination and communication with the team and the City.
2018‐2020 Chakemco Street and Long Beach Boulevard Green Street Projects, South Gate, CA. Principal‐in‐Charge and Senor Project Manager. As part of the Mark Thomas team, NCE provided pavement design for both projects.
Education
BS, Civil Engineering, Ohio
State University, 1981
AAS, Environmental Sciences,
MATC, 1975
Registrations/Certifications
Professional Engineer – Civil,
KY #15269
Affiliations
American Public Works
Association (APWA)
American Railway Engineering
and Maintenance‐of‐Way
Association
American Society of Civil
Engineers (ASCE)
National Society of
Professional Engineers
Women’s Transportation
Seminar
Railway Club of Southern
California, Order of the
Engineer
Years of Experience
40 years
City of Diamond Bar
Pavement Management System (PMS) Update
December 6, 2021
Appendix
James Signore, PhD, PE – Pavement Specialist
Dr. James Signore, PhD, PE, has been in the pavement field for over 25 years. He serves is a Principal Pavement Engineer with expertise and extensive experience in pavement design and evaluation, rehabilitation and maintenance, materials assessment, and training. He has experience in designing pavements for many local agencies, Caltrans, and for heavy vehicle loading applications for highways, airfields and ports. He has spent years researching pavement materials, having directed a state‐of‐the‐art AMRL certified and Superpave mix design equipped research laboratory, and is well‐versed in state/local pavement practices and specifications.
Representative Projects
On‐Call Pavement Engineering, Caltrans, Statewide, CA. Contract Manager and Task Order Manager. Dr. Signore manages this multi‐year on‐call contract to provide technical solutions and assist with implementing new strategies and policies that will improve the State’s highway network. Key elements include sustainability, forensics, design tools, performance modeling, data analysis, and asphalt/concrete materials.
Pavement Management Program Update, City of Thousand Oaks, CA. QC Manager. NCE performed a PMP update in 2018 with the following tasks: field verified the pavement inventory – re‐segmented as necessary; perform distress/ condition surveys on the entire pavement network; calculate pavement condition indices (PCI) for each street section as well as citywide; perform budgetary analyses including five funding scenarios; develop a multi‐year maintenance and repair work plan; prepared GIS maps to show yearly work plans; presented final report to Council; and trained staff on StreetSaver®.
Peer Review and Management Update, City of Buena Park, CA. QC Manager.
NCE updated the City’s PMP to bring the City into compliance with OCTA’s Measure M2 requirements. This includes pavement condition surveys of about 190 centerline miles of streets, quality control checks, reclassification of the MPAH streets, PCI calculations and performing the budgetary analysis to prepare the reports required by OCTA. Additionally, in 2015, the City moved its data from the MicroPAVER™ PMS software to StreetSaver® PMP software. This change allowed for a more detailed decision tree with costs for each functional classification and surface type. The City has completed two cycles of updates using StreetSaver® and provided the OCTA required PMP Update reports.
Transportation Infrastructure Rehabilitation Program, City of Davis, CA. Pavement Design Manager. Dr. Signore is overseeing staff in the design of pavement rehabilitation treatments for eight streets throughout the City. NCE provided civil design for these pavements. Work included preliminary and final field surveys to locate base repair sections, potential rehabilitation strategies, and assess specific pavement conditions.
Multiple PMS/PMP Updates and Implementations, Various Cities and Counties, CA. QC Manager. Dr. Signore has been responsible for quality control for PMS updates for many cities and counties in California. He is responsible for the quality control of data and responsible for spot checks on the field crews during the pavement condition surveys. Some of his current/past PMS clients include:
Buena Park
Chula Vista
Garden Grove
Elk Grove
Folsom
Lake County
Lakeport
Mission Viejo
Monterey County
San Francisco
Santa Clarita
Siskiyou County
Sonoma County
Thousand Oaks
Trinity County
Yuba City
Education
PhD, Civil Engineering,
University of Illinois – Urbana‐
Champaign, 1998
MS, Civil Engineering,
University of Illinois – Urbana‐
Champaign, 1994
BS, Electrical Engineering,
Clarkson University, 1985
Registrations/Certifications
Professional Engineer – Civil,
CA, #62647
Affiliations
Member Transportation
Research Board Committee
AFD70, Pavement
Rehabilitation
Member Transportation
Research Board Committee
AFD70‐1, Pavement Interlayer
Systems
Member Federal Aviation
Administration Pavement
Technical Working Group
Years of Experience
25 years
City of Diamond Bar
Pavement Management System (PMS) Update
December 6, 2021
Appendix
Shahram Misaghi, PE – Senior Project Engineer
For the past ten years, Mr. Shahram Misaghi has gained technical experience in pavement rehabilitation and design through projects at various international airfields. He serves as a Project Engineer forstreet projectsrequiring management, maintenance, rehabilitation, design and planning. He is currently updating pavement management systems for the Counties of Trinity, Tuolumne, and Humboldt and the Cities of Santa Rosa, Richmond, Bakersfield and Fairfield. He has also been involved with the roadway asset data collection for Orange County, including signs, markings, sidewalks, curbs and gutters, traffic signals and storm drain inlets/outlets. The Project included the creation of a geodatabase to store all these assets and their attributes. He is well‐versed with the PAVER™ pavement management system and was instrumental in teaching the program to 35 cities in Orange County. Mr. Misaghi is certified by MTC to perform condition surveys.
Representative Projects
Citywide Sidewalk Assessment, City of Corona, CA. Project Engineer. NCE recently completed a citywide assessment of approximately 700 miles of existing sidewalks and over 4,700 curb ramps to determine compliance with the ADA requirements.
NCE developed distress criteria (i.e., faulting, vaulting, and cracking) that were focused on tripping hazards for the sidewalks. The curb ramps were surveyed for ADA compliance and included mid‐block ramps. In addition to the field surveys, NCE prepared prioritized rankings based on criteria, such as proximity to schools, senior centers, hospitals, commercial centers, and public buildings. The deficiencies were identified, located, and assessed for severity, including tripping hazards and appropriate recommendations for repair provided. A final report was provided summarizing the overall condition of the City’s sidewalks, curb ramps, and gutters and included recommendations for a five‐year completion plan.
Pavement Design, Various Clients, CA. Project Engineer. Mr. Misaghi was responsible for deflection testing, pavement analysis and design of corridors using the Caltrans Highway Design Manual. His pavement design projects included performing pavement analysis and design using non‐destructive pavement deflection testing in accordance with CTM 356, pavement coring, visual pavement condition surveys and laboratory testing to assess the pavement structural and section properties and evaluate subgrade soil conditions. In addition, a record of base repair locations was tabulated to address subgrade failure and reviewed in detail. These multiple forms of data were used to prepare thorough and cost‐effective pavement design recommendations.
Pavement Management Inspections, Various Locations. Project Engineer. Mr. Misaghi has been involved with updating PMS for over 40 cities and counties in the Bay Area and Southern California. He is responsible for the analysis and quality control of pavement distress data, updating maintenance and rehabilitation decision trees and the treatment unit costs, and the development of budget scenarios and summary reports. He has developed the most cost‐effective maintenance treatments and strategies, prepared custom multiple‐year detailed street maintenance plans and budget option reports and linked GIS maps with management sections in the client’s PMS database. He is an experienced user of the PAVER™ pavement management software. His PMS clients include:
Albany
Alameda
Anaheim
Atherton
Bakersfield
Berkeley
Camarillo
Citrus Heights
Dana Point
Dixon
El Cerrito
Fairfield
Fullerton
Humboldt County
Lake County APC
Lake Forest
Livermore
Mendocino COG
Monterey County
Pebble Beach
Richmond
San Francisco
San Ramon
Seal Beach
South Gate
Stanton
Torrance
Trinity County
Tuolumne County
West Sacramento
Walnut Creek
Yolo County
Education
MS Civil Engineering,
University of Texas, El Paso,
2011
BS Civil Engineering,
University of Science and
Technology, Tehran, 1999
Registrations/Certifications
Professional Engineer – Civil,
CA #82874
MTC StreetSaver® Rater
Certification
Years of Experience
20 years
City of Diamond Bar
Pavement Management System (PMS) Update
December 6, 2021
Appendix
Joseph De Leon – Field Technician
Mr. Joseph De Leon joined NCE in 2017 as a pavement management technician and is experienced in collecting distress data for pavement management systems. Apart from conducting field inspections, he has performed all functions related to data collection and is an active participant in the quality control process. As part of this process, he performs cross‐checks of data in the PMP database. Mr. De Leon has performed quality control checks of field collected data and pavement maintenance history to ensure that PMP databases are accurate and up to date. During this process, he generates detailed reports, needed to help perform his crosschecks of the data collected. Mr. De Leon has also completed the Metropolitan Transportation Commission (MTC) “Distress Identification” courses for Asphalt Concrete and Portland Cement Pavements.
Representative Projects
Pavement Asset and Management and Pavement Condition Surveys, Various Cities and Counties, CA. Field Technician. Listed below are a collection of agencies that he has performed condition inspections. Projects included various forms of inspections for pavement distress data collection, such as walking, windshield and/or semi‐automated. Some of his current/past PMS clients include:
Baldwin Park
Buena Park
Carson
Downey
El Cajon
Elk Grove
Kings County
Lake APC
Lake Forest
Martinez
Oakland
Orange City
Orange Cove
Pacific Grove
Santa Ana
San Diego County
Sonoma County
Stockton
Thousand Oaks
Torrance
Ventura County
Education
Mendocino College
Registrations/Certifications
OCTA Pavement Inspector
Prequalification
MTC StreetSaver® Rater
Certification Program
Years of Experience
5 years
City of Diamond Bar
Pavement Management System (PMS) Update
December 6, 2021
Appendix
Ken Huisman – Field Supervisor
Mr. Huisman brings more than 27 years of experience in the pavement and infrastructure management consulting industry. Over the course of Mr.
Huisman’s career, he has provided many aspects of infrastructure management to government agencies across North America. During thistime, Mr. Huisman has supervised the creation of large and complex public pavement infrastructure and GIS databases for many municipal, state, and federal projects.
Overthe course of Mr. Huisman’s career, he has developed an extensive portfolio in providing PMP services and is proficient with most off the shelf pavement management programs in the marketplace. Mr. Huisman is routinely consulted by various agencies to provide helpful solutions that are applied throughout the entire life cycle of public infrastructure management. Mr. Huisman is a graduate of the School of Engineering at Georgian College in Canada. He spent 17+ years of his career with Stantec Consulting working his way up to Senior Associate before founding Mission Geographic in 2007, now known as märker geospatial, a firm dedicated to providing public works users and decision makers with a variety of innovative and useful infrastructure asset management tools. In summary, Mr. Huisman’s experience with various operation management software technologies together with data collection and GIS mapping services— such as infrastructure asset inventories, condition assessments, GIS field infrastructure mapping, and 3D reality capture using LiDAR, has made him a great resource for all the clients that he works with. In addition, Mr. Huisman is certified by MTC to perform condition surveys.
Career Accolades:
Participate in the FHWA on the Long‐term Pavement Performance program Served and helped over 220+ local government public works agencies Aided ten (10) state and provincial governments on pavement management projects Involved with some of the earlier high‐speed pavement profiling equipment provided in the industry In summary, Mr. Huisman's experience with various operation management software technologies together with data collection and GIS mapping services‐such as infrastructure asset inventories, condition assessments, GIS field infrastructure mapping, and 3D reality capture using LiDAR, has made him a great resource for all of the clients that he works with. Some of his clients include the following cities and counties:
City of Anaheim, CA
City of Auburn, WA
City of Augusta, GA
City of Austin, TX
City of Baldwin Park, CA
City of Beverly Hills, CA
City of Cheyenne, WY
City of Diamond Bar, CA
City of Fort Lauderdale, FL
City of Fort Worth, TX
City of Highland, CA
City of Lemoore, CA
City of Manhattan Beach, CA
City of Napa, CA
City of Newport Beach, CA
City of Norfolk, VA
City of Ottawa, CAN
City of Pekin, IL
City of Phoenix, AZ
City of Redondo Beach, CA
City of Sacramento, CA
City of Salem, OR
City of San Diego, CA
City of Thousand Oaks, CA
City of Topeka, KS
County of Adams, CO
County of Clackamas, OR
County of Clark, NV
County of Columbia, G
County of King, CA
County of Los Angeles, CA
County of Maricopa, AZ
County of Oakland, MI
County of Onondaga, NY
County of Orange, CA
County of Rio Blanco, CO
County of San Diego, CA
County of Santa Cruz, CA
County of Weld, CO
Subconsultant
märker geospatial, LLC
Education
Graduate of the School of
Engineering at Georgian
College in Canada
Registrations/Certifications
MTC StreetSaver® Rater
Certification Program
Years of Experience
27 years
City of Diamond Bar
Pavement Management System (PMS) Update
December 6, 2021
Appendix
John Zimmer – Senior Field Technician
Mr. John Zimmer is primarily responsible for much of märker geospatial LLC’s field data collection assignments throughout the United States. Mr. Zimmer has over 22 years of professional experience in transportation and civil engineering.
This includes the engineering design for streets and roadways, major drainage facilities, storm sewer, sanitary sewer, and potable water distribution systems with extensive knowledge in the field of pavement and infrastructure management practices.
Since 1996, Mr. Zimmer has participated on numerous pavement and infrastructure field data collection projects throughout North America and abroad. It is during this time that Mr. Zimmer has been involved in nearly every aspect of the project including project management, field data collection, data processing and analysis, GIS mapping interfaces, software program implementation, field inspection training, quality control, development and customization of engineering models, budget programming reports, and customer support.
Mr. Zimmer is a graduate of the University of Nevada, Las Vegas with his master’s in engineering. He also obtained a Bachelor of Science in Environmental Engineering at the California Polytechnic State University in San Luis Obispo, CA.
It is with Mr. Zimmer’s academic and dynamic professional project experience, both in the field and office makes him a valuable member of the project team.
Representative Projects
Mr. Zimmer’s recent, similar project accomplishments include the following:
County of San Diego, CA (1,550 miles)
City of Colorado Springs (865 miles)
City of Augusta, GA (2,575 miles)
County of Siskiyou, CA (1,075 miles)
County of Adams, CO (575 miles)
County of Monterey (1,100 miles)
County of Madera (2,200 miles)
City of La Mesa, CA (225 miles)
City of Napa, CA (450 miles)
City of Puyallup, WA (145 miles)
Town of East Brunswick, NJ (160 miles)
City of Fort Lauderdale, FL (375 miles)
County of Clark, NV (2,250 miles)
Subconsultant
märker geospatial, LLC
Education
MS, Engineering, University of
Nevada, Las Vegas, 2006
BS, Environmental
Engineering, California State
Polytechnic University, San
Luis Obispo, 1997
Registrations/Certifications
Certified, Operation and
Maintenance of Automated
Pavement Profiler, ICC
ESRI GIS Software
Certification
Certified, Principles of
Radiation Protection
Petroleum and Minerals
Certified, Coring and
Perforation Field Engineer 1
Halliburton Energy Services
Years of Experience
22 years
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Collaboration. Commitment. Confidence.
www.ncenet.com
Snr. Project
Mgr
PIC /
QC / QA
Mgr
Project
Engr
Field Tech Tech Adm Marker Geospatial
Task 1: Kick‐off and Progress Meetings 20 4 20 7,600 $
Task 2: Update Maintenance & Rehabilitation History 42 8 $ 2,500 Task 3: Pavement Condition Surveys 2 8 72 18,515 $ $ 27,800 Task 4: Quality Control Plan 2 8 40 6,300 $
Task 5: PCI Report 2 1 8 2,000 $
Task 6: Budgetary Analysis & Draft Report (65%) 6 2 5,200 $ Task 7: Final Report and GIS Update 4 2 24 4 4,300 $
Task 8: Council Presentations 10 16 2 4,500 $
Totals 48 13 92 112 6 18,515 $ $ 60,200
OPTIONAL
Task 9: Focused Multi‐Year Work Plan (Optional)
Assumptions
Task 1: Includes 5 meetings with City staff.
Task 2: The M&R history will be updated in this task (M&R since 2019).
Task 3: Assumes 145 miles of streets to be surveyed.
Task 4: Includes calibration and a 5% re‐inspection for QC.
Task 6: Includes M&R treatment strategies.
Task 8: Includes 2 Council presentations.
Task 9: Optional task (cost estimate can be provided on request).
To Be Determined
City of Diamond Bar
Pavement Management System (PMS) Update
Cost Proposal
Hourly Breakdown by Personnel
Task Description Total Cost
Submitted by: NCE Date Submitted: December 6, 2021
SCHEDULE OF CHARGES 2021 – PAVEMENT MANAGEMENT PROJECTS
PROFESSIONAL SERVICES
Principal ....................................................................... $225/hour Associate...................................................................... $215/hour Senior ........................................................................ $165/hour Project ......................................................................... $150/hour Staff ............................................................................ $145/hour
TECHNICAL SERVICES
Senior Construction Manager*.........................$145/($170-PW)/hour Senior Designer............................................................. $155/hour CADD Designer ............................................................. $135/hour Senior Technician* ........................................$125/($150-PW)/hour Construction Inspector* .................................$130/($155-PW)/hour CAD Technician ............................................................. $115/hour Senior Field Scientist...................................................... $125/hour Field Scientist ............................................................... $100/hour Project Administrator ..................................................... $110/hour Field/Engineering Technician* ..........................$100/($100-PW)hour Technical Editor............................................................. $100/hour Technical Admin..............................................................$90/hour
CONTRACT LABOR
From time to time, NCE retains outside professional and technical labor on a temporary basis to meet peak workload demands. Such contract labor will be charged at regular Schedule charges.
LITIGATION SUPPORT
Engineer/Scientist ......................................................... $330/hour Court Appearances & Depositions .................................... $550/hour
EQUIPMENT
Plotter Usage ..............................................(separate fee schedule) Truck ............................................................................ $100/day Automobile ................................... IRS Standard Mileage Rate+15% Falling Weight Deflectometer Testing ............................. $3,500/Day Coring........................................................................ $4,500/Day Environmental Equipment.............................(separate fee schedule)
OUTSIDE SERVICES
Rental of equipment not ordinarily furnished by NCE and all other costs such as special printing, photographic work, travel by common carrier, subsistence, subcontractors, etc.................................... cost + 15%
COMMUNICATION/
REPRODUCTION
In-house costs for long-distance telephone, faxing, postage, printing and copying...........................................project labor charges x 5% TERMS
Billings are payable upon presentation and are past due 30 days from invoice date. A finance charge of 1.5% per month, or the maximum amount allowable by law, will be charged on past-due accounts. NCE makes no warranty, either expressed or implied, as to its findings, recommendations, specifications, or professional advice except that they are prepared and issued in accordance with generally accepted professional practice.
*A surcharge of $25/hour applied for technicians and construction inspectors to comply with Prevailing Wage (PW) per requirements of California Department of Industrial Relations.