To: City of Glendora
Attn: Danielle Smith
116 East Foothill Blvd
Glendora, CA 91741
Estimate Date Salesperson
01/10/2022 Brittany Pulkrabek
Finkbiner Park Rubber - Revision 2
Estimated Shipping Date Shipped Via FOB Terms
6-8 Weeks Truck - CA Glendora Net 30 Colton Joint Bid #18-02 Quantity Description Unit Price Total Extended
6,950 Poured-in-Place New Rubber Surfacing, 3.5” thickness for a 8’ critical fall height
Color: 50% BLACK / 50% STANDARD COLOR OF CHOICE
*To INCLUDE prevailing wages
$15.42 $107,169.00
Subtotal $107,169.00
Less Colton Discount ($5,358.45)
Less Special Discount ($4,273.62)
The above price is based on utilizing the Resilient Tile Layer labor rate classification(s). If this job requires DIR project registration (PWC-100) please list this classification. If another labor classification is required, please let us know so we can revise this quote, if needed.
THIS ESTIMATE IS SUBJECT TO THE ATTACHED TERMS AND CONDITIONS Subtotal $97,536.93
THANK YOU FOR THIS CHANCE TO ESTIMATE
Dave Bang Associate, INC. IS PLEASED TO SUBMIT THE ABOVE ESTIMATE FOR YOUR CONSIDERATION. SHOULD YOU PLACE AN ORDER, BE ASSURED IT WILL RECEIVE OUR PROMPT ATTENTION. THIS ESTIMATE IS SUBJECT TO THE ATTACHED TERMS AND CONDITIONS, AND IS VALID FOR 30 DAYS. THEREAFTER, IT IS SUBJECT TO CHANGE WITHOUT NOTICE.
Tax (10.25%) $0.00
Total $97,536.93
Accepted By
Print Name: Signature: Date:
PLEASE SIGN AND RETURN ONE COPY WHEN ORDERING. THANK YOU! Item #8. Page 16
Meeting Date: 2/8/2022 / Packet Page #: 187
Estimate
CA250121
P.O. Box 1088, TUSTIN, CA 92781 1-800-669-2585 DAVEBANG.COM [email protected] LIC #795052
Terms & Conditions
1. General Notes
*Assembly and Installation NOT included unless otherwise noted *Payment and Performance bonds are NOT included unless otherwise stated.
If required, additional charges will apply. Please call for details! *Customer responsible for quoted quantities and model numbers, please check! *Price reflects quoted quantity. Please request revision if alternate quantity is desired.
2. Payment / Ordering
*TO ORDER, please sign quote and return via email or fax to avoid any shipping delays. Fax or email copy deemed to be legal equivalent of original. If Payment with Order is required, please sign quote below and return with payment. All past due accounts subject to 1 ½% monthly finance charge. In the event legal action is required to effect collection venue shall be Orange, CA.
3. Shipping / Unloading
*Shipped by Common Carrier – Customer will need 2-4 people to unload. Liftgate NOT included. Items will be boxed and / or stretch wrapped to pallets and customer is responsible for offloading. Delivery Drivers do NOT unload **IMPORTANT: Customer is responsible for receiving and checking quantities and condition at time of delivery - Please note any shortages or damages on delivery copy.
*Notwithstanding anything to the contrary in any Contract Documents, Customer understands that estimated shipment times for materials are an estimate only.
We have no control over shipment dates. We thus make no guarantee to Owner or Customer regarding the projected shipment dates for materials and shall not be liable for any loss caused by the timing of shipments
4. Engineered Wood Fiber
*Customer to provide access for Engineered Wood Fiber delivery with tractor truck and 53’ trailer. *Customer to provide access for Engineered Wood Fiber delivery with tractor truck and 53’ trailer. *Compaction of the Engineered Wood Fiber is NOT included in the installation cost, if desired, please request an updated proposal. If Compaction of the Engineered Wood Fiber was purchased, a high capacity water source such as a hydrant must be available. If applicable, the cost of a meter and / or the cost of the water is NOT included in the proposal. If we need to acquire the meter and / or pay for the water, please request an updated proposal
5. General Notes for Purchased Installation
*Installation does NOT include ground preparation, excavation, safety surfacing, and/or safety surfacing borders, prep work, flat work, grading, rerouting of water, electric, drainage or sprinkler lines unless otherwise noted in the proposal *Demo of existing equipment or safety surfacing is NOT included unless otherwise stated in the proposal *ROCK CLAUSE: Pricing is based on normal soil conditions which would allow an auger on a tractor to dig footings. If rocks/boulders interfere with the progress of the excavation, additional fees may apply.
*ACCESS CLAUSE: Installation based on clear access to area. Crane service is NOT included. Customer to provide access for bobcat to work area, bobcat will be provided by installer. Minimum access shall be 7’ wide and 7’ high. If adequate access is not provided additional charges may apply and repairs to landscape and irrigation may be required. Customer is responsible for any repairs to landscape if proper access is not provided. *UTILITY CLAUSE: Installation to include marking of utilities by Dig Alert. Dig Alert CANNOT locate any private lines, PVC or plastic water lines. Installation does NOT include repair or relocating any underground utilities, such as drainage, irrigation, live water lines, main low voltage lines, gas, electrical, communication, or sewer etc. Customers responsibility to provide locations of any utilities prior to commencement of work. *Customer is responsible for all landscape repairs such as, but not limited to damaged trees, bushes, lawn, curbing, sidewalks and/or asphalt paving caused by materials truck and/or 2-ton bobcat needed to complete project. *Installation does NOT include ground preparation, excavation, safety surfacing, and/or safety surfacing borders unless otherwise noted *Before we proceed with the playground installation, the playground area MUST be compacted, be free of debris, and excavated accordingly. Please call for details.
*Concrete pad for surface mount items NOT included and MUST be provided by customer unless otherwise stated. *Surface mount anchoring to asphalt and paver areas is NOT included unless otherwise stated. *Private Utility Locator is NOT included unless otherwise noted. Private Utility Locator CANNOT locate any PVC or plastic water lines *Installation does NOT include saw cutting and/or core drilling unless otherwise noted *Installation does NOT include jackhammering. Please call for details. *Area MUST have normal soil conditions and be level.
*All Athletic Equipment Goals such as soccer, football, etc, install location MUST be marked out by customer prior to installation, if installation was purchased Item #8. Page 17
Meeting Date: 2/8/2022 / Packet Page #: 188
Estimate
CA250121
P.O. Box 1088, TUSTIN, CA 92781 1-800-669-2585 DAVEBANG.COM [email protected] LIC #795052
6. Temporary Fencing
*Security guards and/or temporary fencing to prevent injuries, vandalism and/or accidental damage to install area or to the rubberized surface while it sets is NOT included unless noted on quote. If desired, the installers can put up caution tape, but Temporary Fencing is recommended. Although the fencing, if provided, is intended to provide this security, the overall security of the property is ultimately the responsibility of customer. We are not responsible for any vandalism or injuries even with the provision of the fencing.
7. ADA Access
*Play Equipment MUST be installed over an impact-absorbing surface such as ADA compliant Engineered Wood Fiber or Rubber Surfacing. If not quoted, please call for details.
*This area is NOT ADA compliant without the installation of compliant surfacing and an accessible route up to and into the playground area. Please call for details.
8. Poured-in-Place Rubber Surfacing
*Rubber Surfacing cure time is normally 48-72 hours and can vary depending on weather conditions. *Rubber Surfacing cannot be installed during extreme weather conditions and may also not be installed if rain or frost is forecast during the cure time. *48-Hour Manned Security is NOT included for rubber.
9. Shade Shelters (non DSA)
*Shade Shelter installation price EXCLUDES – unless otherwise stated in this quote - engineering, permits, permit submittal, site plans, special inspections, soil reports, impact fees, special assessment fees. Customer is responsible for any and all of these items if required by the City. *Shade Shelter manufacture time is 6-8 weeks. Permitting can add 2-4 weeks or more to lead time. PLEASE NOTE: Shade Orders are NOT released into production until permit is issued!
*Shade Shelter installation price EXCLUDES concrete pad, footings, masonry columns, electrical wiring and lights unless otherwise noted.
10. Shade Shelters (DSA)
**6-8 Week lead time is AFTER DSA approval by your architect of choice * Customer to receive shade shelter. If receiving by us is needed, please call for pricing and details! * Job to be completed in one mobilization. Additional moves will be additional pricing if we are required to remobilize due to schedule issues, stop work or a delay in work not caused by us
*Pricing does NOT include, architectural drawings, site/plot plans, DSA submittal fees, job site inspector fees, shop welding inspection fees, and/or permits *DSA in-plant Welding Inspector to be hired by the School District. Welding Inspector fee has NOT been quoted. *School District / Architect responsible for submission of plans to DSA for DSA approval *Fabrication cannot start until inspections have been coordinated, colors have been selected, and approved plans received. *Fabrication cannot start until inspections have been coordinated, colors have been selected, and approved plans received.
11. Prevailing Wages
*Prevailing Wages NOT included unless otherwise noted. (ie: Davis Bacon, TERO, ect.) If this is a Prevailing Wage project, please request alternate pricing. *If Prevailing Wages / Davis Bacon Wages were INCLUDED, all other special work fees NOT included - Additional Labor Charges may apply if alternate labor is required.
*If DIR Project Registration is required, work may not begin until we receive DIR Project ID number
12. Indemnity Provision
*Notwithstanding anything to the contrary in any Contract Documents we shall have no duty to defend or indemnify Owner, Customer, or any other party we agree to defend or indemnify in any Contract Documents for that portion of any claim arising out of the comparative fault of any party we agree to defend or indemnify in any Contract Documents.
13. Insurance
Available Insurance
Umbrella / Excess Liability:
Each Occurrence - $2,000,000.00
Aggregate - $2,000,000.00
General Liability Limits:
Deductible - $2,500.00
Each Occurrence - $1,000,000.00
Damage to Rented Premises - $100,000.00
Item #8. Page 18
Meeting Date: 2/8/2022 / Packet Page #: 189
Estimate
CA250121
P.O. Box 1088, TUSTIN, CA 92781 1-800-669-2585 DAVEBANG.COM [email protected] LIC #795052
Medical Expense - $5,000.00
Personal & Adv Injury - $1,000,000.00
General Aggregate (per project) - $2,000,000.00
Products Comp/OP Agg - $2,000,000.00
Excludes Contractual Liability
Available Endorsements:
Additional Insured Ongoing Operations CG2010
Additional Insured Completed Operations CG 2037
Primary Noncontributory IFG-G-0094
Waiver of Subrogation CG 2404
Per Project Aggregate IFG-G-0065
Per Location Aggregate IFG-G-0064
Auto Liability Limits:
(Any Auto, Hired Autos, Non-Owned Autos)
Combined Single Limit $1,000,000.00
Available Endorsements:
Auto Blanket Additional Insured/Waiver of Subrogation CAT353 Workers Compensation and Employers Liability:
Each Accident - $1,000,000.00
Disease (Ea Employee) - $1,000,000.00
Disease (Policy Limit) - $1,000,000.00
Waiver of Subrogation Endorsement available upon request CA WC040306
Initial:
Item #8. Page 19
Meeting Date: 2/8/2022 / Packet Page #: 190
Tennis Court Fencing
Item #8. Page 20
Meeting Date: 2/8/2022 / Packet Page #: 191
Agreement With: City of Glendora Phone # 626-914-8236 Date: 1/25/2022 Contact: John Fax #
Address:
Job Site Address: Finkbinder park Work #
Estimate # MS11460 [email protected] E - mail Not responsible for city permits, grading, staking, property lines or underground utilities Stump Fence Co. agrees to furnish to owner, according to the following specifications The Owner Agrees to Pay Stump Fence Co. the Sum of: $67,200.00 Deposit: Balance:
If Accepted, Please Sign Below and Return to Stump Fence Co.
All credit card payments subject to a 2.5% additional charge X X
Stump Fence Co. Accepted by
Matthew Stump
[email protected]
To supply and install 500' of 12' high chin link fence
To supply and install 2 - 3' x 7' high chain link swing gates To use existing corner and end posts and paint with galvanized paint To install all new line posts in existing concrete curb To supply and install 100' of 6' high chain link fence
All chain link to be 1 3/4" mesh 9 ga.
All fence to have top and bottom rails
To remove and haul away existing chain link fence and gates Prevailing wage does not apply
Stump Fence Co. 400 W. Foothill Blvd. Glendora, Ca. 91741 (626) 963-6720 (714) 524-6720 (909) 592-9282 Fax (626) 963-6730 Item #8. Page 21
Meeting Date: 2/8/2022 / Packet Page #: 192
Tennis Court Surfacing
Item #8. Page 22
Meeting Date: 2/8/2022 / Packet Page #: 193
CALIFORNIA SURFACING
4457 Oak Lane
Claremont, CA 91711-2130
(909) 621-2195 (800) 522-0234 Fax 909-626-4650
DIR# 1000002250 CSL#404352
PROPOSAL
TO: City of Glendora
ATTN: Annie Warner
PHONE (626) 914-3646
DATE April 22, 2021
JOB NAME/LOCATION
Finkbiner Park
1. Core drill out for net posts.
2. Cement in new posts for pickleball. (4 sets)
3. Grind and patch bad areas and presure wash clean as needed.
4. Apply two coats of Plexichrome and acrylotex.
5. Stripe for pickleball with textured white lines.
Colors to be Dark Green and Dark Blue, paint to be Plexipave
NOTE: Price includes prevailing wage rates.
We Propose hereby to furnish labor-complete in accordance with the above specs, for the sum of: fourteen thousand five hundred dollars ($14,500.00) Payment to be made as follows: 100% due upon completion
All material is guaranteed to be as specified. All work to be completed in a professional manner according to standard practices. Any alteration or deviation from above specific- tions involving extra costs will be executed only upon written orders, and will become an extra charge over and above the estimate. All agreements contingent upon strikes, accidents or delays beyond our control. Owner to carry fire, tornado and other necessary insurance.
Our workers are fully covered by Worker's Compensation Insurance.
Authorized
Signature
Note : This proposal may be withdrawn by us if not accepted within 90 days.
Acceptance of Proposal
The above prices, specifications and conditions are
satisfactory and are hereby accepted. You are
authorized to do the work as specified. Payment
will be made as outlined above.
Date of Acceptance: ____________________________________________ Signature
Item #8. Page 23
Meeting Date: 2/8/2022 / Packet Page #: 194
License Number 404352 C61/D47
GENERAL CONDITIONS
———————————-
The following General Conditions form a part of this proposal. It is not implied herein that these conditions will occur or will prevail on your job. However, through our years of experience on other projects, these conditions have occurred.
I. CRACKS IN THE COURT
———————————
Some cracks in cement and asphalt surfaces expand when the temperature is above 60F and contract when the temperature drops below 50F. This movement will cause the filled cracks on the finished surface to reopen and reappear. This phenomena is beyond our control and is unpreventable.
II. BUBBLES ON THE FINISHED SURFACE
——————————————————
Cement concrete is porous, thus allowing sub-surface moisture to capillate through the concrete to the surface. When the moisture reaches the surface, it forms small bubbles.
These bubbles do not always appear.
III. POP-OUTS AND SPALLS
———————————
Pop-outs and spalls are caused by certain ingredients within the concrete. We repair these failures prior to surfacing the court. After we have finished, other pop-outs and spalls may appear, but not the ones we have repaired. This condition is unpreventable and beyond our control.
IV. SHOE MARKS
———————
After the courts have been surfaced and opened for play, it is possible for certain tennis shoes to cause marking on the finished surface. Because the surface has sand and is rough, this condition will exist. After the court has been in use and washed a few times, the markings will not become noticeable. All precautions should be taken to keep bicycles, skateboards, roller skates, black rubber shoes, food and drinks off the finished court surface.
V. COURT CARE
———————
The court should be kept clean from dust, leaves and other debris. This can easily be done, by mechanically blowing off the surface once a week. Wash the courts every two weeks in the early morning or late evening or when the surface is not too hot. Specify that only tennis shoes be worn on the surface. (No running shoes) Do not wash courts for three weeks after we finish.
VI. GUARANTEE
——————
All workmanship and materials are guaranteed for one year against chipping or peeling, by natural causes (not racquets). The items listed above, which are unpreventable and beyond our control, are not included in our guarantee.
Richard S Hottel / Owner
Item #8. Page 24
Meeting Date: 2/8/2022 / Packet Page #: 195
Tennis Court LED Retrofit
Item #8. Page 25
Meeting Date: 2/8/2022 / Packet Page #: 196
2017, 2021 Musco Sports Lighting, LLC - 1 - M-2037-enUS-8 Finkbiner Park Tennis LED Retrofit – Glendora, CA
To: John Aguirre – January 24, 2022
Budget Estimate – Materials and installation
Musco’s Light-Structure System™ Retrofit as described below, and delivered to the job site:
Musco Materials: $43,900.00
Estimated Taxes (10.25%): $ 4,500.00
Estimated Installation: $25,000.00
Estimated Total: $73,400.00
Bonding Adder: $495.00
Please Note: Contractor/Wholesale Distribution mark-ups are not included, if publicly bid.
Pricing furnished based on January 2022 pricing and is subject to change.
Light-Structure System™ Retrofit with Total Light Control – TLC for LED™ technology System Description – Light-Structure System™ Retrofit
• Factory wired poletop luminaire assemblies
• Factory aimed and assembled luminaires
• Factory wired and tested remote electrical component enclosures • Pole length, factory assembled wire harnesses
• Mounting hardware for poletop luminaire assemblies and electrical components enclosures • Disconnects
• UL listed as a system
On Field Performance – control to benefit players, fans, and TV cameras • Guaranteed light levels of 50 footcandles (2:1 uniformity). • Control-Link®control and monitoring system for remote on/off control, dimming (high/med/low), and monitoring with 24/7 customer support.
Environmental Light Control – control for neighbors and the environment • Reduction of spill light and glare by 50% or more.
Always Ready to Play – control assuring the results you expect • Product assurance and warranty program that includes materials and onsite labor, eliminating 100% of your maintenance costs for 25 years.
Item #8. Page 26
Meeting Date: 2/8/2022 / Packet Page #: 197
2017, 2021 Musco Sports Lighting, LLC - 2 - M-2037-enUS-8 Notes
Estimate is based on:
• Shipment of entire project together to one location.
• Voltage and Phase of the electrical system to match existing. • Structural code and wind speed = 2019 CBC, 95 mi/h, and exposure: C. • Assumes existing electrical system infrastructure (conduit, wires, breakers/panels, etc.) is adequate and will be re-used. • Includes installation of Musco system, including all materials, equipment, and labor (prevailing wages) to:
• Unload trucks, provides adequate storage/security for materials on site as needed • Demo/dispose of existing HID fixtures, crossarm assemblies, remote ballast enclosures, pole length wire harnesses, and lighting controls
• Complete assembly of new crossarm assemblies, LED fixtures, remote driver enclosures, pole length wire harnesses, and lighting controls
• Start-up/commissioning of lighting controls
• Includes structural engineering to ensure existing poles and foundations are not structurally over-loaded from LED retrofit
• Confirmation of pole locations prior to production.
• Energy Savings:
• Existing System:
• (12) 100-watt metal halide fixtures
• 30 footcandles on the courts
• 12.84 kW
• Proposed LED System:
• (8) 900-watt LED fixtures
• 50 footcandles on the courts
• 7.2 kW
• 60% increase in light levels, 44% reduction in kW consumption Thank you for considering our Team for your sports lighting needs. Please contact me with any questions.
Mike Marchetti
Musco Sports Lighting, LLC
Phone: 949-754-0503 x6111
E-mail: [email protected]
Project # 217433
Item #8. Page 27
Meeting Date: 2/8/2022 / Packet Page #: 198
Finkbiner Park Playground and
Restroom Area Improvements
Public Works Department
City Council
February 8, 2022
Item #
CityOfGlendora.org
Item #8. Page 28
Meeting Date: 2/8/2022 / Packet Page #: 199
Summary
• Current: “Finkbiner Park Restroom Remodel project”
– Scheduled for FY2023/24
• Proposed: Finkbiner Park Playground, Restroom and Pickleball/Tennis Court-Area Improvement Project
– Design FY2021/22 & Construction FY 2022/23
2 Item #8. Page 29
Meeting Date: 2/8/2022 / Packet Page #: 200
Preliminary Scope of Work
3 Item #8. Page 30
Meeting Date: 2/8/2022 / Packet Page #: 201
Probable Cost of Project
4 • Cost estimate
developed using
quotes received and
historical pricing for
similar work.
• Project cost is
subject to change as
scope is developed.
Items Cost
Demolition of restroom and various other items as necessary, remove existing playground fill $200,000 Furnish and install prefabricated restroom building $420,000 Install new poured-in-place playground surfacing $110,000 Resurface tennis courts and install pickle ball courts on one side $30,000 Replace tennis court fencing and concrete surround $100,000 Construct concrete walk and steps $15,000
Cold mill existing asphalt pavement (parking areas) $10,000 Construct asphalt overlay (parking areas) $25,000
Site furnishings (tables, benches, etc.) $20,000
LED court lighting upgrades $75,000
Other electrical and IT improvements (new cabinet, cameras, wi-fi upgrades) $50,000 Items Subtotal $1,055,000
Design (10% of items subtotal) $105,500
Mobilization and Demobilization (10% of construction items sub-total) $105,500 Construction Management (10% of construction items sub-total) $105,500 Design, Mobilization/Demobilization and Construction Management Subtotal $316,500 Combined Subtotal $1,371,500
Contingency (10% of combined subtotal) $137,150
Total $1,508,650
Item #8. Page 31
Meeting Date: 2/8/2022 / Packet Page #: 202
Finkbiner Park CIP Amendment
5 Project Code Description Funded
FY 2021/22
Programmed
FY2022/23
Proposed
FY24 to FY26 Total
Adopted FY 2022 & FY 2023 2-Year Budget 5-Year CIP
F20 Finkbiner Park Restroom and Tennis Court Improvements $- $- $375,500 $375,500 Amended FY 2022 & FY 2023 2-Year Budget 5-Year CIP
F20 Finkbiner Park Restroom and Tennis Court Improvements $116,050 $1,392,600 $- $1,508,650 Change From Adopted CIP $116,050 $1,392,600 ($375,500) $1,133,150 Appropriation Needed $116,050 $1,392,600 $- $1,508,650
Item #8. Page 32
Meeting Date: 2/8/2022 / Packet Page #: 203
Recommendation
• That the City Council:
1. Approve amending the FY 2021-2026 Capital Improvement Program by changing the title of the existing “Finkbiner Park Restroom Remodel” project to the “Finkbiner Park Playground, Restroom and Pickleball/Tennis Court-Area Improvement Project”; and
2. Approve the appropriation from American Rescue Plan Act funds in the amount of $116,050 in FY2021/22 and $1,392,600 in FY2022/23, for a total of $1,508,650 to fund the design and construction of the project. 6 Item #8. Page 33
Meeting Date: 2/8/2022 / Packet Page #: 204
STAFF REPORT
TO: MAYOR AND COUNCIL MEMBERS DATE: FEBRUARY 8, 2022
FROM: PUBLIC WORKS DISTRICT(S): CITYWIDE
SUBJECT: AWARD THE CONTRACT FOR INTEGRATED WATER MASTER PLAN AND WATER RATE STUDY TO AKM CONSULTING ENGINEERS IN THE AMOUNT OF $549,942.80 (STRATEGIC PLAN ITEM 8-IFSS)
RECOMMENDATION
That the City Council:
1. Award a Professional Services Agreement to AKM Consulting Engineers to conduct an Integrated Water Master Plan and Water Rate Study in the amount of $499,948 with a 10% contingency in the amount of $49,994.80 for a total amount of $549,942.80; and
2. Authorize the City Manager or his designee to execute the agreement including minimal and/or non-substantive changes.
EXECUTIVE SUMMARY
Public Works solicited request for proposals to develop a comprehensive Water Master Plan and Water Rate Study from professional engineering consulting firms. Proposals were received from three (3) engineering firms. The proposals were evaluated based on responsiveness, firm experience and technical abilities, project team experience, design approach, cost and results from an oral interview. Based on the evaluation, AKM Consulting Engineers was selected to proceed with the Integrated Water Master Plan and Water Rate Study.
LEGISLATIVE HISTORY / PREVIOUS ACTIONS
On June 16, 2021, the City Council approved the Fiscal Year (FY) 2021/23 Two-Year Budget, which included the 5-YR CIP. Funding was approved for the first year and programmed for the second year, and subsequent years will be subject to future budget allocations. In addition, ongoing projects approved by the City Council in previous years were carried over to the current fiscal year (FY 2021/22). The current Integrated Water Master Plan was included for FY2021/23 with a proposed budget of $500,000.
DISCUSSION
Under the strategic Plan goal to Improve and Maintain the City’s infrastructure and Facilities (IMCIF) and Increase Financial Stability and Sustainability (EFSS), Public Works will be performing a system-wide condition assessment to develop an overall water system improvement plan. As a part of this assessment, a water rate study will also be conducted to analyze existing rates and water revenues needed to ensure adequate funding to properly operate and maintain the City’s water infrastructure.
This project is to be completed in two phases. Phase One will generally consist of collection and review of existing reports and data, as well as physical site visits and inspection of facilities to conduct a complete Water System Condition and Operational Assessment This includes the development of a Capital Improvement Program, Pipeline Replacement Program, and Water Master Plan. Phase Two will include a Water Rate Study that utilizes findings from Phase One and other sources to fully analyze existing water rates and revenue and develop recommendations on a new rate structure or modification of existing rates.
Item #9. Page 1
Meeting Date: 2/8/2022 / Packet Page #: 205
Staff Report Page 2 of 3
Staff solicited request for proposals for the comprehensive infrastructure assessment and corresponding rate study from professional engineering firms. Proposals were submitted by three (3) engineering firms as outlined below:
Firm Location Amount
Stetson Engineers Inc. Covina, CA $481,600
AKM Consulting Engineers Irvine, CA $499,948
Carollo Engineers Los Angeles, CA $545,433
The proposals were evaluated and ranked by a two-member review panel consisting of the Assistant Director of Public Works and Operation staff. Evaluation criteria included responsiveness, firm experience and technical abilities, project team experience, design approach, cost and results from an oral interview.
It was determined that two (2) proposals ranked sufficiently close to warrant being invited to make an oral presentation and respond to staff questions from a three-member interview panel consisting of the Assistant Director of Public Works, Operation Staff and Administrative Services Director. After conducting the interviews on January 6, 2022, the panel completed the consultant ranking process and concluded that AKM Consulting Engineers had the best approach to the assessment and provided the best overall value to the City in the amount of $499,948. A summary of the complete evaluation is shown below:
EVALUATION RESULTS
CRITERIA AKM
Engineers
Carollo
Engineers
Stetson
Engineers
Proposal Responsiveness – Pass/Fail Pass Pass Pass
Firm Experience / Technical Capabilities – 25% 25% 25% 15% Project Team Experience – 25% 25% 20% 25%
Design Approach – 30% 30% 25% 15%
Cost – 20% 18% 15% 20%
TOTAL SCORE 98% 85% 75%
FISCAL IMPACT
Sufficient funds have been adopted in the FY 2022 Five Year CIP. The total estimated cost for this project is as follows:
Item Description Amount
Consultant Fee (Integrated Water Master Plan and Water Rate Study) $499,948.00 Requested Contingency - 10% $49,994.80
Total Estimated Project Cost $549,942.80
ENVIRONMENTAL DETERMINATION
This activity is not a “project” as defined by Section 21065 of the Public Resources Code or sections 15060(c)(2), 15060(c)(3), and 15378 of the CEQA Guidelines Prepared By Chisom Obegolu, Assistant Public Works Director - Water Concurs With Chair Justin Nakano, Water Commission
Reviewed By Alison Sweet, Public Works Director
Certified to Availability of Funds Marie Ricci, Administrative Services Director/City Treasurer Approved By Adam Raymond, City Manager
Legal Review William W. Wynder, City Attorney
CEQA Review Not Applicable
Item #9. Page 2
Meeting Date: 2/8/2022 / Packet Page #: 206
Staff Report Page 3 of 3
ATTACHMENTS:
A. Presentation – Integrated Water Master Plan and Rate Study B. Contract Agreement for Integrated Water Master Plan and Rate Study – AKM Consulting Engineers
C. Exhibit D2 – Schedule of Performance
D. Technical Proposal
Item #9. Page 3
Meeting Date: 2/8/2022 / Packet Page #: 207
Integrated Water Master Plan and Rate Study
Update
Public Works – Water Division
CityOfGlendora.org
Council Meeting
Presenter - Chisom Obegolu, PE
February 8, 2022
Item #9. Page 4
Meeting Date: 2/8/2022 / Packet Page #: 208
2 Initiative Goals and Objectives
• Understand present & future conditions: Water supply & demand • Ensure compliance with current and potential future regulations • Improve the resiliency of existing infrastructure
• Better understand the needs and priorities of the water system • Develop a comprehensive capital improvement program and cost estimates for the water system
• Develop a robust water demand management and conservation program
Item #9. Page 5
Meeting Date: 2/8/2022 / Packet Page #: 209
3 Proposal Results
Consultant Location Amount
Stetson Engineers Inc Covina, CA $481,600
AKM Consulting Engineers Irvine, CA $499,948
Carollo Engineers Los Angeles, CA $545,433
Estimated/Budgeted Amount N/A $500,000
Item #9. Page 6
Meeting Date: 2/8/2022 / Packet Page #: 210
4 Evaluation Criteria
Description Weighted Score
Proposal Responsiveness Pass/Fail
Design Approach to Performing Work 30%
Project Team Experience 25%
Firm Experience/Technical Capabilities 25%
Cost 20%
Item #9. Page 7
Meeting Date: 2/8/2022 / Packet Page #: 211
5 Evaluation Results
Criteria AKM
Engineers
Carollo
Engineers
Stetson
Engineers
Proposal Responsiveness
(Pass/Fail)
Pass Pass Pass
Design Approach (30%) 30% 25% 15%
Project Team Experience (25%) 25% 20% 25%
Firm Experience/Technical
Capabilities (25%)
25% 25% 15%
Cost (20%) 18% 15% 20%
Total 98% 85% 75%
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6 Fiscal Impact
Item Description Amount
Consultant Fee (Integrated Water Master Plan and Water Rate Study) $ 499,948.00 Requested Contingency – 10% $ 49,994.80
Total Estimated Project Cost $ 549,942.80
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Recommendation
7 That the City Council:
1. Award a Professional Services Agreement to AKM Consulting Engineers to conduct an Integrated Water Master Plan and Water Rate Study in the amount of $499,948 with a 10%
contingency in the amount of $49,994.80 for a total amount of $549,942.80; and
2. Authorize the City Manager or his designee to execute the agreement including minimal and/or non-substantive changes.
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Project Schedule
Develop RFP
Oct
Council Action
Completion
Q&A Session
Community Meeting
Nov Dec Jan Mar May Jul Sep Nov Jan Mar May
Advertise &
Consultant Selection
2021 2022 2023
Assessment
Rate Study
Implementation of
New Rate
Jul Sep
8 - 12 mos.
5 - 7 mos.
1- 2 mos.
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Questions?
9 Item #9. Page 12
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CONTRACT SERVICES AGREEMENT
By and Between
CITY OF GLENDORA
and
AKM CONSULTING ENGINEERS
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Integrated Water Master Plan and Rate Study 1
AGREEMENT FOR CONTRACT SERVICES
BETWEEN THE CITY OF GLENDORA AND
AKM Consulting Engineers
THIS AGREEMENT FOR CONTRACT SERVICES (herein “Agreement”) is made and entered into this _ day of _______ 2022, by and between the City of Glendora, a California municipal corporation (“City”) and AKM Consulting Engineers, a California corporation (“Consultant”). City and Consultant may be referred to, individually or collectively, as “Party” or “Parties.”
RECITALS
A. City has sought, by issuance of a Request for Proposals or Invitation for Bids, the performance of the services defined and described particularly in Article 1 of this Agreement.
B. Consultant, following submission of a proposal or bid for the performance of the services defined and described particularly in Article 1 of this Agreement, was selected by the City to perform those services.
C. Pursuant to the City of Glendora’s Municipal Code, City has authority to enter into and execute this Agreement.
D. The Parties desire to formalize the selection of Consultant for performance of those services defined and described particularly in Article 1 of this Agreement and desire that the terms of that performance be as particularly defined and described herein.
OPERATIVE PROVISIONS
NOW, THEREFORE, in consideration of the mutual promises and covenants made by the Parties and contained herein and other consideration, the value and adequacy of which are hereby acknowledged, the parties agree as follows:
ARTICLE 1. SERVICES OF CONSULTANT
1.1 Scope of Services.
In compliance with all terms and conditions of this Agreement, the Consultant shall provide those services specified in the “Scope of Services” attached hereto as Exhibit “A” and incorporated herein by this reference, which may be referred to herein as the “services” or “work” hereunder. As a material inducement to the City entering into this Agreement, Consultant represents and warrants that it has the qualifications, experience, and facilities necessary to properly perform the services required under this Agreement in a thorough, competent, and professional manner, and is experienced in performing the work and services contemplated herein. Consultant shall at all times faithfully, competently and to the best of its ability, experience and talent, perform all services described herein. Consultant covenants that it shall follow the highest professional standards in performing the work and services required hereunder and that all materials will be both of good quality as well as fit for the purpose intended. For purposes of this Agreement, the phrase “highest professional standards” shall mean those standards of practice recognized by one or more first-class firms performing similar work under similar circumstances.
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Integrated Water Master Plan and Rate Study 2
1.2 Consultant’s Proposal.
The Scope of Service shall include the Consultant’s scope of work or bid which shall be incorporated herein by this reference as though fully set forth herein. In the event of any inconsistency between the terms of such proposal and this Agreement, the terms of this Agreement shall govern.
1.3 Compliance with Law.
Consultant shall keep itself informed concerning, and shall render all services hereunder in accordance with, all ordinances, resolutions, statutes, rules, and regulations of the City and any Federal, State or local governmental entity having jurisdiction in effect at the time service is rendered.
1.4 California Labor Law.
If the Scope of Services includes any “public work” or “maintenance work,” as those terms are defined in California Labor Code section 1720 et seq. and California Code of Regulations, Title 8, Section 16000 et seq., and if the total compensation is $1,000 or more, Consultant shall pay prevailing wages for such work and comply with the requirements in California Labor Code section 1770 et seq. and 1810 et seq., and all other applicable laws, including the following requirements:
(a) Public Work. The Parties acknowledge that some or all of the work to be performed under this Agreement is a “public work” as defined in Labor Code Section 1720 and that this Agreement is therefore subject to the requirements of Division 2, Part 7, Chapter 1 (commencing with Section 1720) of the California Labor Code relating to public works contracts and the rules and regulations established by the Department of Industrial Relations (“DIR”) implementing such statutes. The work performed under this Agreement is subject to compliance monitoring and enforcement by the DIR. Consultant shall post job site notices, as prescribed by regulation.
(b) Prevailing Wages. Consultant shall pay prevailing wages to the extent required by Labor Code Section 1771. Pursuant to Labor Code Section 1773.2, copies of the prevailing rate of per diem wages are on file at City Hall and will be made available to any interested party on request. By initiating any work under this Agreement, Consultant acknowledges receipt of a copy of the Department of Industrial Relations (DIR) determination of the prevailing rate of per diem wages, and Consultant shall post a copy of the same at each job site where work is performed under this Agreement.
(c) Penalty for Failure to Pay Prevailing Wages. Consultant shall comply with and be bound by the provisions of Labor Code Sections 1774 and 1775 concerning the payment of prevailing rates of wages to workers and the penalties for failure to pay prevailing wages. The Consultant shall, as a penalty to the City, forfeit two hundred dollars ($200) for each calendar day, or portion thereof, for each worker paid less than the prevailing rates as determined by the DIR for the work or craft in which the worker is employed for any public work done pursuant to this Agreement by Consultant or by any subcontractor. (d) Payroll Records. Consultant shall comply with and be bound by the provisions of Labor Code Section 1776, which requires Consultant and each subconsultant to: keep accurate payroll records and verify such records in writing under penalty of perjury, as specified in Section 1776; certify and make such payroll records available for inspection as provided by Section 1776; and inform the City of the location of the records.
(e) Apprentices. Consultant shall comply with and be bound by the provisions of Labor Code Sections 1777.5, 1777.6, and 1777.7 and California Code of Regulations Title 8, Section 200 et seq. concerning the employment of apprentices on public works projects. Consultant shall be responsible for compliance with Item #9. Page 15
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these aforementioned Sections for all apprenticeable occupations. Prior to commencing work under this Agreement, Consultant shall provide City with a copy of the information submitted to any applicable apprenticeship program. Within sixty (60) days after concluding work pursuant to this Agreement, Consultant and each of its subconsultants shall submit to the City a verified statement of the journeyman and apprentice hours performed under this Agreement.
(f) Eight-Hour Workday. Consultant acknowledges that eight (8) hours labor constitutes a legal day's work. Consultant shall comply with and be bound by Labor Code Section 1810. (g) Penalties for Excess Hours. Consultant shall comply with and be bound by the provisions of Labor Code Section 1813 concerning penalties for workers who work excess hours. The Consultant shall, as a penalty to the City, forfeit twenty-five dollars ($25) for each worker employed in the performance of this Agreement by the Consultant or by any subcontractor for each calendar day during which such worker is required or permitted to work more than eight (8) hours in any one calendar day and forty (40) hours in any one calendar week in violation of the provisions of Division 2, Part 7, Chapter 1, Article 3 of the Labor Code.
Pursuant to Labor Code section 1815, work performed by employees of Consultant in excess of eight (8) hours per day, and forty (40) hours during any one week shall be permitted upon public work upon compensation for all hours worked in excess of 8 hours per day at not less than one and one-half (1½) times the basic rate of pay. (h) Workers’ Compensation. California Labor Code Sections 1860 and 3700 provide that every employer will be required to secure the payment of compensation to its employees if it has employees. In accordance with the provisions of California Labor Code Section 1861, Consultant certifies as follows:
“I am aware of the provisions of Section 3700 of the Labor Code which require every employer to be insured against liability for workers' compensation or to undertake self-insurance in accordance with the provisions of that code, and I will comply with such provisions before commencing the performance of the work of this contract.” Consultant’s Authorized Initials ___________________
Zeki Kayiran, President
(i) Consultant’s Responsibility for Subcontractors. For every subcontractor who will perform work under this Agreement, Consultant shall be responsible for such subcontractor's compliance with Division 2, Part 7, Chapter 1 (commencing with Section 1720) of the California Labor Code, and shall make such compliance a requirement in any contract with any subcontractor for work under this Agreement.
Consultant shall be required to take all actions necessary to enforce such contractual provisions and ensure subcontractor's compliance, including without limitation, conducting a review of the certified payroll records of the subcontractor on a periodic basis or upon becoming aware of the failure of the subcontractor to pay his or her workers the specified prevailing rate of wages. Consultant shall diligently take corrective action to halt or rectify any such failure by any subcontractor.
1.5 Licenses, Permits, Fees and Assessments.
Consultant shall obtain at its sole cost and expense such licenses, permits and approvals as may be required by law for the performance of the services required by this Agreement. Consultant shall have the sole obligation to pay for any fees, assessments and taxes, plus applicable penalties and interest, which may be imposed by law and arise from or are necessary for the Consultant’s performance of the services required by this Agreement, and shall indemnify, defend and hold harmless City, its officers, employees or agents of City, Item #9. Page 16
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against any such fees, assessments, taxes, penalties or interest levied, assessed or imposed against City hereunder.
1.6 Familiarity with Work.
By executing this Agreement, Consultant warrants that Consultant (i) has thoroughly investigated and considered the scope of services to be performed, (ii) has carefully considered how the services should be performed, and (iii) fully understands the facilities, difficulties and restrictions attending performance of the services under this Agreement. If the services involve work upon any site, Consultant warrants that Consultant has or will investigate the site and is or will be fully acquainted with the conditions there existing, prior to commencement of services hereunder. Should the Consultant discover any latent or unknown conditions, which will materially affect the performance of the services hereunder, Consultant shall immediately inform the City of such fact and shall not proceed except at Consultant’s risk until written instructions are received from the Contract Officer.
1.7 Care of Work.
The Consultant shall adopt reasonable methods during the life of the Agreement to furnish continuous protection to the work, and the equipment, materials, papers, documents, plans, studies and/or other components thereof to prevent losses or damages, and shall be responsible for all such damages, to persons or property, until acceptance of the work by City, except such losses or damages as may be caused by City’s own negligence.
1.8 Further Responsibilities of Parties.
Both parties agree to use reasonable care and diligence to perform their respective obligations under this Agreement. Both parties agree to act in good faith to execute all instruments, prepare all documents and take all actions as may be reasonably necessary to carry out the purposes of this Agreement. Unless hereafter specified, neither party shall be responsible for the service of the other.
1.9 Additional Services.
City shall have the right at any time during the performance of the services, without invalidating this Agreement, to order extra work beyond that specified in the Scope of Services or make changes by altering, adding to or deducting from said work. No such extra work may be undertaken unless a written order is first given by the Contract Officer to the Consultant, incorporating therein any adjustment in (i) the Contract Sum for the actual costs of the extra work, and/or (ii) the time to perform this Agreement, which said adjustments are subject to the written approval of the Consultant. Any increase in compensation of up to ten percent (10%) of the Contract Sum or $25,000, whichever is less; or, in the time to perform of up to one hundred eighty (180) days, may be approved by the Contract Officer. Any greater increases, taken either separately or cumulatively, must be approved by the City Council. It is expressly understood by Consultant that the provisions of this Section shall not apply to services specifically set forth in the Scope of Services. Consultant hereby acknowledges that it accepts the risk that the services to be provided pursuant to the Scope of Services may be more costly or time consuming than Consultant anticipates and that Consultant shall not be entitled to additional compensation therefor. City may in its sole and absolute discretion have similar work done by other Consultants. No claims for an increase in the Contract Sum or time for performance shall be valid unless the procedures established in this Section are followed.
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Integrated Water Master Plan and Rate Study 5
1.10 Special Requirements.
Additional terms and conditions of this Agreement, if any, which are made a part hereof are set forth in the “Special Requirements” attached hereto as Exhibit “B” and incorporated herein by this reference. In the event of a conflict between the provisions of Exhibit “B” and any other provisions of this Agreement, the provisions of Exhibit “B” shall govern.
ARTICLE 2. COMPENSATION AND METHOD OF PAYMENT.
2.1 Contract Sum.
Subject to any limitations set forth in this Agreement, City agrees to pay Consultant the amounts specified in the “Schedule of Compensation” attached hereto as Exhibit “C” and incorporated herein by this reference. The total compensation, including reimbursement for actual expenses, shall not exceed $499,948 (Four hundred ninety-nine thousand nine hundred forty-eight Dollars) (the “Contract Sum”), unless additional compensation is approved pursuant to Section 1.9.
2.2 Method of Compensation.
The method of compensation may include: (i) a lump sum payment upon completion; (ii) payment in accordance with specified tasks or the percentage of completion of the services, less contract retention; (iii) payment for time and materials based upon the Consultant’s rates as specified in the Schedule of Compensation, provided that (a) time estimates are provided for the performance of sub tasks, (b) contract retention is maintained, and (c) the Contract Sum is not exceeded; or (iv) such other methods as may be specified in the Schedule of Compensation.
2.3 Reimbursable Expenses.
Compensation may include reimbursement for actual and necessary expenditures for reproduction costs, telephone expenses, and travel expenses approved by the Contract Officer in advance, or actual subcontractor expenses of an approved subcontractor pursuant to Section 4.5, and only if specified in the Schedule of Compensation. The Contract Sum shall include the attendance of Consultant at all project meetings reasonably deemed necessary by the City. Coordination of the performance of the work with City is a critical component of the services. If Consultant is required to attend additional meetings to facilitate such coordination, Consultant shall not be entitled to any additional compensation for attending said meetings.
2.4 Invoices.
Each month Consultant shall furnish to City an original invoice for all work performed and expenses incurred during the preceding month in a form approved by City’s Director of Finance. By submitting an invoice for payment under this Agreement, Consultant is certifying compliance with all provisions of the Agreement. The invoice shall contain all information specified in Exhibit “C”, and shall detail charges for all necessary and actual expenses by the following categories: labor (by sub-category), travel, materials, equipment, supplies, and sub-contractor contracts. Sub-contractor charges shall also be detailed by such categories. Consultant shall not invoice City for any duplicate services performed by more than one person.
City shall independently review each invoice submitted by the Consultant to determine whether the work performed and expenses incurred are in compliance with the provisions of this Agreement. Except as to any charges for work performed or expenses incurred by Consultant which are disputed by City, or as provided in Section 7.3, City will use its best efforts to cause Consultant to be paid within forty-five (45) days of receipt of Consultant’s correct and undisputed invoice; however, Consultant acknowledges and agrees that due to City Item #9. Page 18
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Integrated Water Master Plan and Rate Study 6
warrant run procedures, the City cannot guarantee that payment will occur within this time period. In the event any charges or expenses are disputed by City, the original invoice shall be returned by City to Consultant for correction and resubmission. Review and payment by City for any invoice provided by the Consultant shall not constitute a waiver of any rights or remedies provided herein or any applicable law.
2.5 Waiver.
Payment to Consultant for work performed pursuant to this Agreement shall not be deemed to waive any defects in work performed by Consultant.
ARTICLE 3. PERFORMANCE SCHEDULE
3.1 Time of Essence.
Time is of the essence in the performance of this Agreement.
3.2 Schedule of Performance.
Consultant shall commence the services pursuant to this Agreement upon receipt of a written notice to proceed and shall perform all services within the time period(s) established in the “Schedule of Performance” attached hereto as Exhibit “D” and incorporated herein by this reference. When requested by the Consultant, extensions to the time period(s) specified in the Schedule of Performance may be approved in writing by the Contract Officer but not exceeding one hundred eighty (180) days cumulatively.
3.3 Force Majeure.
The time period(s) specified in the Schedule of Performance for performance of the services rendered pursuant to this Agreement shall be extended because of any delays due to unforeseeable causes beyond the control and without the fault or negligence of the Consultant, including, but not restricted to, acts of God or of the public enemy, unusually severe weather, fires, earthquakes, floods, epidemics, quarantine restrictions, riots, strikes, freight embargoes, wars, litigation, and/or acts of any governmental agency, including the City, if the Consultant shall within ten (10) days of the commencement of such delay notify the Contract Officer in writing of the causes of the delay. The Contract Officer shall ascertain the facts and the extent of delay, and extend the time for performing the services for the period of the enforced delay when and if in the judgment of the Contract Officer such delay is justified. The Contract Officer’s determination shall be final and conclusive upon the parties to this Agreement. In no event shall Consultant be entitled to recover damages against the City for any delay in the performance of this Agreement, however caused, Consultant’s sole remedy being extension of the Agreement pursuant to this Section.
3.4 Term.
Unless earlier terminated in accordance with Article 7 of this Agreement, this Agreement shall continue in full force and effect until completion of the services but not exceeding one (1) year from the date hereof, except as otherwise provided in the Schedule of Performance (Exhibit “D”). The City Manager may, at his/her sole discretion, extend the Term for five (5) additional one-year terms by giving advance written notice of the same not later than 60 calendar days prior to the expiration of the term or any extended term.
ARTICLE 4. COORDINATION OF WORK
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4.1 Representatives and Personnel of Consultant.
The following principals of Consultant (“Principals”) are hereby designated as being the principals and representatives of Consultant authorized to act in its behalf with respect to the work specified herein and make all decisions in connection therewith:
Zeki Kayiran, President
Mehmet Kayiran, Chief Financial Officer (CFO)
It is expressly understood that the experience, knowledge, capability and reputation of the foregoing principals were a substantial inducement for City to enter into this Agreement. Therefore, the foregoing principals shall be responsible during the term of this Agreement for directing all activities of Consultant and devoting sufficient time to personally supervise the services hereunder. All personnel of Consultant, and any authorized agents, shall at all times be under the exclusive direction and control of the Principals. For purposes of this Agreement, the foregoing Principals may not be replaced nor may their responsibilities be substantially reduced by Consultant without the express written approval of City. Additionally, Consultant shall utilize only competent personnel to perform services pursuant to this Agreement. Consultant shall make every reasonable effort to maintain the stability and continuity of Consultant’s staff and subcontractors, if any, assigned to perform the services required under this Agreement. Consultant shall notify City of any changes in Consultant’s staff and subcontractors, if any, assigned to perform the services required under this Agreement, prior to and during any such performance.
4.2 Status of Consultant.
Consultant shall have no authority to bind City in any manner, or to incur any obligation, debt or liability of any kind on behalf of or against City, whether by contract or otherwise, unless such authority is expressly conferred under this Agreement or is otherwise expressly conferred in writing by City. Consultant shall not at any time or in any manner represent that Consultant or any of Consultant’s officers, employees, or agents are in any manner officials, officers, employees or agents of City. Neither Consultant, nor any of Consultant’s officers, employees or agents, shall obtain any rights to retirement, health care or any other benefits which may otherwise accrue to City’s employees. Consultant expressly waives any claim Consultant may have to any such rights.
4.3 Contract Officer.
The Contract Officer shall be Chisom Obegolu, Assistant Public Works Director, or such person as may be designated by the City Manager. It shall be the Consultant’s responsibility to assure that the Contract Officer is kept informed of the progress of the performance of the services and the Consultant shall refer any decisions which must be made by City to the Contract Officer. Unless otherwise specified herein, any approval of City required hereunder shall mean the approval of the Contract Officer. The Contract Officer shall have authority, if specified in writing by the City Manager, to sign all documents on behalf of the City required hereunder to carry out the terms of this Agreement.
4.4 Independent Consultant.
Neither the City nor any of its employees shall have any control over the manner, mode or means by which Consultant, its agents or employees, perform the services required herein, except as otherwise set forth herein. City shall have no voice in the selection, discharge, supervision or control of Consultant’s employees, servants, representatives or agents, or in fixing their number, compensation or hours of service. Consultant shall Item #9. Page 20
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perform all services required herein as an independent contractor of City and shall remain at all times as to City a wholly independent contractor with only such obligations as are consistent with that role. Consultant shall not at any time or in any manner represent that it or any of its agents or employees are agents or employees of City.
City shall not in any way or for any purpose become or be deemed to be a partner of Consultant in its business or otherwise or a joint venturer or a member of any joint enterprise with Consultant.
4.5 Prohibition Against Subcontracting or Assignment.
The experience, knowledge, capability and reputation of Consultant, its principals and employees were a substantial inducement for the City to enter into this Agreement. Therefore, Consultant shall not contract with any other entity to perform in whole or in part the services required hereunder without the express written approval of the City. In addition, neither this Agreement nor any interest herein may be transferred, assigned, conveyed, hypothecated or encumbered voluntarily or by operation of law, whether for the benefit of creditors or otherwise, without the prior written approval of City. Transfers restricted hereunder shall include the transfer to any person or group of persons acting in concert of more than twenty five percent (25%) of the present ownership and/or control of Consultant, taking all transfers into account on a cumulative basis. In the event of any such unapproved transfer, including any bankruptcy proceeding, this Agreement shall be void. No approved transfer shall release the Consultant or any surety of Consultant of any liability hereunder without the express consent of City.
ARTICLE 5. INSURANCE AND INDEMNIFICATION
5.1 Insurance Coverages.
Without limiting Consultant’s indemnification of City, and prior to commencement of any services under this Agreement, Consultant shall obtain, provide and maintain at its own expense during the term of this Agreement, policies of insurance of the type and amounts described below and in a form satisfactory to City. (a) General liability insurance. Consultant shall maintain commercial general liability insurance with coverage at least as broad as Insurance Services Office form CG 00 01, in an amount not less than $1,000,000 per occurrence, $2,000,000 general aggregate, for bodily injury, personal injury, and property damage. The policy must include contractual liability that has not been amended. Any endorsement restricting standard ISO “insured contract” language will not be accepted. (b) Automobile liability insurance. Consultant shall maintain automobile insurance at least as broad as Insurance Services Office form CA 00 01 covering bodily injury and property damage for all activities of the Consultant arising out of or in connection with Services to be performed under this Agreement, including coverage for any owned, hired, non-owned or rented vehicles, in an amount not less than $1,000,000 combined single limit for each accident.
(c) Professional liability (errors & omissions) insurance. Consultant shall maintain professional liability insurance that covers the Services to be performed in connection with this Agreement, in the minimum amount of $1,000,000 per claim and in the aggregate. Any policy inception date, continuity date, or retroactive date must be before the effective date of this Agreement and Consultant agrees to maintain continuous coverage through a period no less than three (3) years after completion of the services required by this Agreement.
(d) Workers’ compensation insurance. Consultant shall maintain Workers’ Compensation Insurance (Statutory Limits) and Employer’s Liability Insurance (with limits of at least $1,000,000).
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(e) Subcontractors. Consultant shall include all subcontractors as insureds under its policies or shall furnish separate certificates and certified endorsements for each subcontractor. All coverages for subcontractors shall include all of the requirements stated herein. (f) Additional Insurance. Policies of such other insurance, as may be required in the Special Requirements in Exhibit “B”.
5.2 General Insurance Requirements.
(a) Proof of insurance. Consultant shall provide certificates of insurance to City as evidence of the insurance coverage required herein, along with a waiver of subrogation endorsement for workers’ compensation. Insurance certificates and endorsements must be approved by City’s Risk Manager prior to commencement of performance. Current certification of insurance shall be kept on file with City at all times during the term of this Agreement. City reserves the right to require complete, certified copies of all required insurance policies, at any time.
(b) Duration of coverage. Consultant shall procure and maintain for the duration of this Agreement insurance against claims for injuries to persons or damages to property, which may arise from or in connection with the performance of the Services hereunder by Consultant, its agents, representatives, employees or subconsultants.
(c) Primary/noncontributing. Coverage provided by Consultant shall be primary and any insurance or self-insurance procured or maintained by City shall not be required to contribute with it. The limits of insurance required herein may be satisfied by a combination of primary and umbrella or excess insurance.
Any umbrella or excess insurance shall contain or be endorsed to contain a provision that such coverage shall also apply on a primary and non-contributory basis for the benefit of City before the City’s own insurance or self-insurance shall be called upon to protect it as a named insured. (d) City’s rights of enforcement. In the event any policy of insurance required under this Agreement does not comply with these specifications or is canceled and not replaced, City has the right but not the duty to obtain the insurance it deems necessary and any premium paid by City will be promptly reimbursed by Consultant or City will withhold amounts sufficient to pay premium from Consultant payments. In the alternative, City may cancel this Agreement.
(e) Acceptable insurers. All insurance policies shall be issued by an insurance company currently authorized by the Insurance Commissioner to transact business of insurance or that is on the List of Approved Surplus Line Insurers in the State of California, with an assigned policyholders’ Rating of A- (or higher) and Financial Size Category Class VI (or larger) in accordance with the latest edition of Best’s Key Rating Guide, unless otherwise approved by the City’s Risk Manager. (f) Waiver of subrogation. All insurance coverage maintained or procured pursuant to this agreement shall be endorsed to waive subrogation against City, its elected or appointed officers, agents, officials, employees and volunteers or shall specifically allow Consultant or others providing insurance evidence in compliance with these specifications to waive their right of recovery prior to a loss. Consultant hereby waives its own right of recovery against City, and shall require similar written express waivers and insurance clauses from each of its subconsultants.
(g) Enforcement of contract provisions (non-estoppel). Consultant acknowledges and agrees that any actual or alleged failure on the part of the City to inform Consultant of non-compliance with any requirement imposes no additional obligations on the City nor does it waive any rights hereunder.
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(h) Requirements not limiting. Requirements of specific coverage features or limits contained in this section are not intended as a limitation on coverage, limits or other requirements, or a waiver of any coverage normally provided by any insurance. Specific reference to a given coverage feature is for purposes of clarification only as it pertains to a given issue and is not intended by any party or insured to be all inclusive, or to the exclusion of other coverage, or a waiver of any type. If the Consultant maintains higher limits than the minimums shown above, the City requires and shall be entitled to coverage for the higher limits maintained by the Consultant. Any available insurance proceeds in excess of the specified minimum limits of insurance and coverage shall be available to the City.
(i) Notice of cancellation. Consultant agrees to oblige its insurance agent or broker and insurers to provide to City with a thirty (30) day notice of cancellation (except for nonpayment for which a ten (10) day notice is required) or nonrenewal of coverage for each required coverage. (j) Additional insured status. General liability policies shall provide or be endorsed to provide that City and its officers, officials, employees, and agents, and volunteers shall be additional insureds under such policies. This provision shall also apply to any excess/umbrella liability policies. (k) Prohibition of undisclosed coverage limitations. None of the coverages required herein will be in compliance with these requirements if they include any limiting endorsement of any kind that has not been first submitted to City and approved of in writing. (l) Separation of insureds. A severability of interests provision must apply for all additional insureds ensuring that Consultant’s insurance shall apply separately to each insured against whom claim is made or suit is brought, except with respect to the insurer’s limits of liability. The policy(ies) shall not contain any cross-liability exclusions.
(m) Pass through clause. Consultant agrees to ensure that its subconsultants, subcontractors, and any other party involved with the project who is brought onto or involved in the project by Consultant, provide the same minimum insurance coverage and endorsements required of Consultant. Consultant agrees to monitor and review all such coverage and assumes all responsibility for ensuring that such coverage is provided in conformity with the requirements of this section. Consultant agrees that upon request, all agreements with consultants, subcontractors, and others engaged in the project will be submitted to City for review. (n) Agency’s right to revise specifications. The City reserves the right at any time during the term of the contract to change the amounts and types of insurance required by giving the Consultant ninety (90) days advance written notice of such change. If such change results in substantial additional cost to the Consultant, the City and Consultant may renegotiate Consultant’s compensation. (o) Self-insured retentions. Any self-insured retentions must be declared to and approved by City. City reserves the right to require that self-insured retentions be eliminated, lowered, or replaced by a deductible. Self-insurance will not be considered to comply with these specifications unless approved by City. (p) Timely notice of claims. Consultant shall give City prompt and timely notice of claims made or suits instituted that arise out of or result from Consultant’s performance under this Agreement, and that involve or may involve coverage under any of the required liability policies. (q) Additional insurance. Consultant shall also procure and maintain, at its own cost and expense, any additional kinds of insurance, which in its own judgment may be necessary for its proper protection and prosecution of the work.
5.3 Indemnification.
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To the full extent permitted by law, Consultant agrees to indemnify, defend and hold harmless the City, its officers, employees and agents (“Indemnified Parties”) against, and will hold and save them and each of them harmless from, any and all actions, either judicial, administrative, arbitration or regulatory claims, damages to persons or property, losses, costs, penalties, obligations, errors, omissions or liabilities whether actual or threatened (herein “claims or liabilities”) that may be asserted or claimed by any person, firm or entity arising out of or in connection with the negligent performance of the work, operations or activities provided herein of Consultant, its officers, employees, agents, subcontractors, or invitees, or any individual or entity for which Consultant is legally liable (“indemnitors”), or arising from Consultant’s or indemnitors’ reckless or willful misconduct, or arising from Consultant’s or indemnitors’ negligent performance of or failure to perform any term, provision, covenant or condition of this Agreement, and in connection therewith:
(a) Consultant will defend any action or actions filed in connection with any of said claims or liabilities and will pay all costs and expenses, including legal costs and attorneys’ fees incurred in connection therewith;
(b) Consultant will promptly pay any judgment rendered against the City, its officers, agents or employees for any such claims or liabilities arising out of or in connection with the negligent performance of or failure to perform such work, operations or activities of Consultant hereunder; and Consultant agrees to save and hold the City, its officers, agents, and employees harmless therefrom; (c) In the event the City, its officers, agents or employees is made a party to any action or proceeding filed or prosecuted against Consultant for such damages or other claims arising out of or in connection with the negligent performance of or failure to perform the work, operation or activities of Consultant hereunder, Consultant agrees to pay to the City, its officers, agents or employees, any and all costs and expenses incurred by the City, its officers, agents or employees in such action or proceeding, including but not limited to, legal costs and attorneys’ fees.
Consultant shall incorporate similar indemnity agreements with its subcontractors and if it fails to do so Consultant shall be fully responsible to indemnify City hereunder therefore, and failure of City to monitor compliance with these provisions shall not be a waiver hereof. This indemnification includes claims or liabilities arising from any negligent or wrongful act, error or omission, or reckless or willful misconduct of Consultant in the performance of professional services hereunder. The provisions of this Section do not apply to claims or liabilities occurring as a result of City’s sole negligence or willful acts or omissions, but, to the fullest extent permitted by law, shall apply to claims and liabilities resulting in part from City’s negligence, except that design professionals’ indemnity hereunder shall be limited to claims and liabilities arising out of the negligence, recklessness or willful misconduct of the design professional. The indemnity obligation shall be binding on successors and assigns of Consultant and shall survive termination of this Agreement.
ARTICLE 6. RECORDS, REPORTS, AND RELEASE OF INFORMATION
6.1 Records.
Consultant shall keep, and require subcontractors to keep, such ledgers, books of accounts, invoices, vouchers, canceled checks, reports, studies or other documents relating to the disbursements charged to City and services performed hereunder (the “books and records”), as shall be necessary to perform the services required by this Agreement and enable the Contract Officer to evaluate the performance of such services. Any and all such documents shall be maintained in accordance with generally accepted accounting principles and shall be complete and detailed. The Contract Officer shall have full and free access to such books and records at all Item #9. Page 24
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times during normal business hours of City, including the right to inspect, copy, audit and make records and transcripts from such records. Such records shall be maintained for a period of three (3) years following completion of the services hereunder, and the City shall have access to such records in the event any audit is required. In the event of dissolution of Consultant’s business, custody of the books and records may be given to City, and access shall be provided by Consultant’s successor in interest. Notwithstanding the above, the Consultant shall fully cooperate with the City in providing access to the books and records if a public records request is made and disclosure is required by law including but not limited to the California Public Records Act.
6.2 Reports.
Consultant shall periodically prepare and submit to the Contract Officer such reports concerning the performance of the services required by this Agreement as the Contract Officer shall require. Consultant hereby acknowledges that the City is greatly concerned about the cost of work and services to be performed pursuant to this Agreement. For this reason, Consultant agrees that if Consultant becomes aware of any facts, circumstances, techniques, or events that may or will materially increase or decrease the cost of the work or services contemplated herein or, if Consultant is providing design services, the cost of the project being designed, Consultant shall promptly notify the Contract Officer of said fact, circumstance, technique or event and the estimated increased or decreased cost related thereto and, if Consultant is providing design services, the estimated increased or decreased cost estimate for the project being designed.
6.3 Ownership of Documents.
All drawings, specifications, maps, designs, photographs, studies, surveys, data, notes, computer files, reports, records, documents and other materials (the “documents and materials”) prepared by Consultant, its employees, subcontractors and agents in the performance of this Agreement shall be the property of City and shall be delivered to City upon request of the Contract Officer or upon the termination of this Agreement, and Consultant shall have no claim for further employment or additional compensation as a result of the exercise by City of its full rights of ownership use, reuse, or assignment of the documents and materials hereunder. Any use, reuse or assignment of such completed documents for other projects and/or use of uncompleted documents without specific written authorization by the Consultant will be at the City’s sole risk and without liability to Consultant, and Consultant’s guarantee and warranties shall not extend to such use, reuse or assignment.
Consultant may retain copies of such documents for its own use. Consultant shall have the right to use the concepts embodied therein. All subcontractors shall provide for assignment to City of any documents or materials prepared by them, and in the event Consultant fails to secure such assignment, Consultant shall indemnify City for all damages resulting therefrom. Moreover, Consultant with respect to any documents and materials that may qualify as “works made for hire” as defined in 17 U.S.C. § 101, such documents and materials are hereby deemed “works made for hire” for the City.
6.4 Confidentiality and Release of Information.
(a) All information gained or work product produced by Consultant in performance of this Agreement shall be considered confidential, unless such information is in the public domain or already known to Consultant. Consultant shall not release or disclose any such information or work product to persons or entities other than City without prior written authorization from the Contract Officer. (b) Consultant, its officers, employees, agents or subcontractors, shall not, without prior written authorization from the Contract Officer or unless requested by the City Attorney, voluntarily provide documents, declarations, letters of support, testimony at depositions, response to interrogatories or other Item #9. Page 25
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information concerning the work performed under this Agreement. Response to a subpoena or court order shall not be considered “voluntary” provided Consultant gives City notice of such court order or subpoena. (c) If Consultant, or any officer, employee, agent or subcontractor of Consultant, provides any information or work product in violation of this Agreement, then City shall have the right to reimbursement and indemnity from Consultant for any damages, costs and fees, including attorney’s fees, caused by or incurred as a result of Consultant’s conduct.
(d) Consultant shall promptly notify City should Consultant, its officers, employees, agents or subcontractors be served with any summons, complaint, subpoena, notice of deposition, request for documents, interrogatories, request for admissions or other discovery request, court order or subpoena from any party regarding this Agreement and the work performed there under. City retains the right, but has no obligation, to represent Consultant or be present at any deposition, hearing or similar proceeding. Consultant agrees to cooperate fully with City and to provide City with the opportunity to review any response to discovery requests provided by Consultant. However, this right to review any such response does not imply or mean the right by City to control, direct, or rewrite said response.
ARTICLE 7. ENFORCEMENT OF AGREEMENT AND TERMINATION
7.1 California Law.
This Agreement shall be interpreted, construed and governed both as to validity and to performance of the parties in accordance with the laws of the State of California. Legal actions concerning any dispute, claim or matter arising out of or in relation to this Agreement shall be instituted in the Superior Court of the County of Los Angeles, State of California, or any other appropriate court in such county, and Consultant covenants and agrees to submit to the personal jurisdiction of such court in the event of such action. In the event of litigation in a U.S. District Court, venue shall lie exclusively in the Central District of California, in the County of Los Angeles, State of California.
7.2 Disputes; Default.
In the event that Consultant is in default under the terms of this Agreement, the City shall not have any obligation or duty to continue compensating Consultant for any work performed after the date of default.
Instead, the City may give notice to Consultant of the default and the reasons for the default. The notice shall include the timeframe in which Consultant may cure the default. This timeframe is presumptively thirty (30) days, but may be extended, though not reduced, if circumstances warrant. During the period of time that Consultant is in default, the City shall hold all invoices and shall, when the default is cured, proceed with payment on the invoices. In the alternative, the City may, in its sole discretion, elect to pay some or all of the outstanding invoices during the period of default. If Consultant does not cure the default, the City may take necessary steps to terminate this Agreement under this Article. Any failure on the part of the City to give notice of the Consultant’s default shall not be deemed to result in a waiver of the City’s legal rights or any rights arising out of any provision of this Agreement.
7.3 Retention of Funds.
Consultant hereby authorizes City to deduct from any amount payable to Consultant (whether or not arising out of this Agreement) (i) any amounts the payment of which may be in dispute hereunder or which are necessary to compensate City for any losses, costs, liabilities, or damages suffered by City, and (ii) all amounts for which City may be liable to third parties, by reason of Consultant’s acts or omissions in performing or failing to perform Consultant’s obligation under this Agreement. In the event that any claim is made by a third party, the amount or validity of which is disputed by Consultant, or any indebtedness shall exist which shall Item #9. Page 26
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appear to be the basis for a claim of lien, City may withhold from any payment due, without liability for interest because of such withholding, an amount sufficient to cover such claim. The failure of City to exercise such right to deduct or to withhold shall not, however, affect the obligations of the Consultant to insure, indemnify, and protect City as elsewhere provided herein.
7.4 Waiver.
Waiver by any party to this Agreement of any term, condition, or covenant of this Agreement shall not constitute a waiver of any other term, condition, or covenant. Waiver by any party of any breach of the provisions of this Agreement shall not constitute a waiver of any other provision or a waiver of any subsequent breach or violation of any provision of this Agreement. Acceptance by City of any work or services by Consultant shall not constitute a waiver of any of the provisions of this Agreement. No delay or omission in the exercise of any right or remedy by a non-defaulting party on any default shall impair such right or remedy or be construed as a waiver. Any waiver by either party of any default must be in writing and shall not be a waiver of any other default concerning the same or any other provision of this Agreement.
7.5 Rights and Remedies are Cumulative.
Except with respect to rights and remedies expressly declared to be exclusive in this Agreement, the rights and remedies of the parties are cumulative and the exercise by either party of one or more of such rights or remedies shall not preclude the exercise by it, at the same or different times, of any other rights or remedies for the same default or any other default by the other party.
7.6 Legal Action.
In addition to any other rights or remedies, either party may take legal action, in law or in equity, to cure, correct or remedy any default, to recover damages for any default, to compel specific performance of this Agreement, to obtain declaratory or injunctive relief, or to obtain any other remedy consistent with the purposes of this Agreement. Notwithstanding any contrary provision herein, Consultant shall file a statutory claim pursuant to Government Code Sections 905 et seq. and 910 et seq., in order to pursue a legal action under this Agreement.
7.7 Termination Prior to Expiration of Term.
This Section shall govern any termination of this Contract except as specifically provided in the following Section for termination for cause. The City reserves the right to terminate this Contract at any time, with or without cause, upon thirty (30) days’ written notice to Consultant, except that where termination is due to the fault of the Consultant, the period of notice may be such shorter time as may be determined by the Contract Officer. In addition, the Consultant reserves the right to terminate this Contract at any time, with or without cause, upon sixty (60) days’ written notice to City, except that where termination is due to the fault of the City, the period of notice may be such shorter time as the Consultant may determine. Upon receipt of any notice of termination, Consultant shall immediately cease all services hereunder except such as may be specifically approved by the Contract Officer. Except where the Consultant has initiated termination, the Consultant shall be entitled to compensation for all services rendered prior to the effective date of the notice of termination and for any services authorized by the Contract Officer thereafter in accordance with the Schedule of Compensation or such as may be approved by the Contract Officer, except as provided in Section 7.3. In the event the Consultant has initiated termination, the Consultant shall be entitled to compensation only for the reasonable value of the work product actually produced hereunder. In the event of termination without cause pursuant to this Section, the terminating party need not provide the non-terminating party with the opportunity to cure pursuant to Section 7.2.
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7.8 Termination for Default of Consultant.
If termination is due to the failure of the Consultant to fulfill its obligations under this Agreement, City may, after compliance with the provisions of Section 7.2, take over the work and prosecute the same to completion by contract or otherwise, and the Consultant shall be liable to the extent that the total cost for completion of the services required hereunder exceeds the compensation herein stipulated (provided that the City shall use reasonable efforts to mitigate such damages), and City may withhold any payments to the Consultant for the purpose of set-off or partial payment of the amounts owed the City as previously stated.
7.9 Attorneys’ Fees.
If either party to this Agreement is required to initiate or defend or made a party to any action or proceeding in any way connected with this Agreement, the prevailing party in such action or proceeding, in addition to any other relief which may be granted, whether legal or equitable, shall be entitled to reasonable attorney’s fees. Attorney’s fees shall include attorney’s fees on any appeal, and in addition a party entitled to attorney’s fees shall be entitled to all other reasonable costs for investigating such action, taking depositions and discovery and all other necessary costs the court allows which are incurred in such litigation. All such fees shall be deemed to have accrued on commencement of such action and shall be enforceable whether or not such action is prosecuted to judgment.
ARTICLE 8. CITY OFFICERS AND EMPLOYEES: NON-DISCRIMINATION
8.1 Non-liability of City Officers and Employees.
No officer or employee of the City shall be personally liable to the Consultant, or any successor in interest, in the event of any default or breach by the City or for any amount which may become due to the Consultant or to its successor, or for breach of any obligation of the terms of this Agreement.
8.2 Conflict of Interest.
Consultant covenants that neither it, nor any officer or principal of its firm, has or shall acquire any interest, directly or indirectly, which would conflict in any manner with the interests of City or which would in any way hinder Consultant’s performance of services under this Agreement. Consultant further covenants that in the performance of this Agreement, no person having any such interest shall be employed by it as an officer, employee, agent or subcontractor without the express written consent of the Contract Officer. Consultant agrees to at all times avoid conflicts of interest or the appearance of any conflicts of interest with the interests of City in the performance of this Agreement.
No officer or employee of the City shall have any financial interest, direct or indirect, in this Agreement nor shall any such officer or employee participate in any decision relating to the Agreement which affects her/his financial interest or the financial interest of any corporation, partnership or association in which (s)he is, directly or indirectly, interested, in violation of any State statute or regulation. The Consultant warrants that it has not paid or given and will not pay or give any third party any money or other consideration for obtaining this Agreement.
8.3 Covenant Against Discrimination.
Consultant covenants that, by and for itself, its heirs, executors, assigns, and all persons claiming under or through them, that there shall be no discrimination against or segregation of, any person or group of persons on account of race, color, creed, religion, sex, gender, sexual orientation, marital status, national origin, ancestry or other protected class in the performance of this Agreement. Consultant shall take affirmative action to insure Item #9. Page 28
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that applicants are employed and that employees are treated during employment without regard to their race, color, creed, religion, sex, gender, sexual orientation, marital status, national origin, ancestry or other protected class.
8.4 Unauthorized Aliens.
Consultant hereby promises and agrees to comply with all of the provisions of the Federal Immigration and Nationality Act, 8 U.S.C. § 1101 et seq., as amended, and in connection therewith, shall not employ unauthorized aliens as defined therein. Should Consultant so employ such unauthorized aliens for the performance of work and/or services covered by this Agreement, and should any liability or sanctions be imposed against City for such use of unauthorized aliens, Consultant hereby agrees to and shall reimburse City for the cost of all such liabilities or sanctions imposed, together with any and all costs, including attorneys’ fees, incurred by City.
ARTICLE 9. MISCELLANEOUS PROVISIONS
9.1 Notices.
Any notice, demand, request, document, consent, approval, or communication either party desires or is required to give to the other party or any other person shall be in writing and either served personally or sent by prepaid, first-class mail, in the case of the City, to the City Manager and to the attention of the Contract Officer (with her/his name and City title), City of Glendora, 116 E. Foothill Blvd., Glendora, California 91741-3380, and in the case of the Consultant, to the person(s) at the address designated on the execution page of this Agreement. Either party may change its address by notifying the other party of the change of address in writing.
Notice shall be deemed communicated at the time personally delivered or in seventy-two (72) hours from the time of mailing if mailed as provided in this Section.
9.2 Interpretation.
The terms of this Agreement shall be construed in accordance with the meaning of the language used and shall not be construed for or against either party by reason of the authorship of this Agreement or any other rule of construction which might otherwise apply.
9.3 Counterparts.
This Agreement may be executed in counterparts, each of which shall be deemed to be an original, and such counterparts shall constitute one and the same instrument.
9.4 Integration; Amendment.
This Agreement including the attachments hereto is the entire, complete and exclusive expression of the understanding of the parties. It is understood that there are no oral agreements between the parties hereto affecting this Agreement and this Agreement supersedes and cancels any and all previous negotiations, arrangements, agreements and understandings, if any, between the parties, and none shall be used to interpret this Agreement. No amendment to or modification of this Agreement shall be valid unless made in writing and approved by the Consultant and by the City Council. The parties agree that this requirement for written modifications cannot be waived and that any attempted waiver shall be void.
9.5 Severability.
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In the event that any one or more of the phrases, sentences, clauses, paragraphs, or sections contained in this Agreement shall be declared invalid or unenforceable by a valid judgment or decree of a court of competent jurisdiction, such invalidity or unenforceability shall not affect any of the remaining phrases, sentences, clauses, paragraphs, or sections of this Agreement which are hereby declared as severable and shall be interpreted to carry out the intent of the parties hereunder unless the invalid provision is so material that its invalidity deprives either party of the basic benefit of their bargain or renders this Agreement meaningless.
9.6 Warranty & Representation of Non-Collusion.
No official, officer, or employee of City has any financial interest, direct or indirect, in this Agreement, nor shall any official, officer, or employee of City participate in any decision relating to this Agreement which may affect his/her financial interest or the financial interest of any corporation, partnership, or association in which (s)he is directly or indirectly interested, or in violation of any corporation, partnership, or association in which (s)he is directly or indirectly interested, or in violation of any State or municipal statute or regulation.
The determination of “financial interest” shall be consistent with State law and shall not include interests found to be “remote” or “noninterests” pursuant to Government Code Sections 1091 or 1091.5. Consultant warrants and represents that it has not paid or given, and will not pay or give, to any third party including, but not limited to, any City official, officer, or employee, any money, consideration, or other thing of value as a result or consequence of obtaining or being awarded any agreement. Consultant further warrants and represents that (s)he/it has not engaged in any act(s), omission(s), or other conduct or collusion that would result in the payment of any money, consideration, or other thing of value to any third party including, but not limited to, any City official, officer, or employee, as a result of consequence of obtaining or being awarded any agreement.
Consultant is aware of and understands that any such act(s), omission(s) or other conduct resulting in such payment of money, consideration, or other thing of value will render this Agreement void and of no force or effect.
Consultant’s Authorized Initials ___________________
Zeki Kayiran, President
The persons executing this Agreement on behalf of the parties hereto warrant that (i) such party is duly organized and existing, (ii) they are duly authorized to execute and deliver this Agreement on behalf of said party, (iii) by so executing this Agreement, such party is formally bound to the provisions of this Agreement, and (iv) that entering into this Agreement does not violate any provision of any other Agreement to which said party is bound. This Agreement shall be binding upon the heirs, executors, administrators, successors and assigns of the parties.
[SIGNATURES ON FOLLOWING PAGE]
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IN WITNESS WHEREOF, the parties hereto have executed this Agreement on the date and year first-above written.
CITY:
City of Glendora, a municipal corporation
Adam Raymond
City Manager
APPROVED AS TO FORM: CERTIFY AVAILABILITY OF FUNDS:
ALESHIRE & WYNDER, LLP
William W. Wynder
City Attorney
Marie Ricci
Administrative Services Director/City Treasurer
ATTEST:
Kathleen R. Sessman
City Clerk/Communications Director
CONTRACTOR:
AKM Consulting Engineers
Name: Zeki Kayiran
Title: President
[email protected]
Name: Mehmet Kayiran
Title: Chief Financial Officer (CFO)
[email protected]
Address: 553 Wald, Irvine, CA, 92618
Two corporate officer signatures required when Contractor is a corporation, with one signature required from each of the following groups: 1) Chairman of the Board, President or any Vice President; and 2) Secretary, any Assistant Secretary, Chief Financial Officer or any Assistant Treasurer. CONTRACTOR’S SIGNATURES SHALL BE DULY NOTARIZED UNLESS EXECUTED UTILIZING DOCUSIGN. IN ADDITION, THE APPROPRIATE
ATTESTATIONS SHALL BE INCLUDED AS MAY BE REQUIRED BY THE BYLAWS, ARTICLES OF INCORPORATION, OR OTHER RULES OR REGULATIONS APPLICABLE TO CONTRACTOR’S BUSINESS ENTITY.
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EXHIBIT “A”
SCOPE OF SERVICES
I. Consultant will perform the following Services:
The Scope of Services includes but is not limited to the phases, and specific tasks, identified below, and any other tasks necessary to prepare a comprehensive Water System Condition Assessment (WSCA), Water Master Plan (WMP) and Water Rate Study (WRS). This shall be completed in two phases. Phase One will generally consist of collection and review of existing reports and data, as well as physical site visits and inspection of facilities to conduct a complete Water System Condition and Operational Assessment. Phase Two will include a Water Rate study utilizing findings from the Water System Condition Assessment, Water Master Plan, Capital Improvement Plan, Pipeline Replacement Program and the Urban Water Master Plan. The tasks to be completed and delivered to the City as part of this project are detailed and summarized below:
PHASE ONE – WATER SYSTEM CONDITION ASSESSMENT AND
WATER MASTER PLAN
Consultant shall perform a thorough assessment and evaluation of the existing water system, including a comprehensive facility review, supply and pumping analysis, storage needs assessment and a pressure management study to develop recommendations to be included in City’s Water Master Plan (“WMP”). The WMP must address all the above items in a user-friendly format suitable for use by management, operations, and engineering to assist in the planning, funding, construction, and operation of water supply, treatment, and distribution facilities.
Information shall be provided in a logical, easy-to-find format, either in the body of the report, or in appendices. Where appropriate, information shall be provided in tables, graphs, sketches, and photos or in such other format as City’s Contract Officer shall require.
The maximum duration to fully complete Phase One shall NOT exceed 12 months.
TASK 1: PROJECT MANAGEMENT
Consultant shall perform the following identified Project Management activities, submittals and meetings to the reasonable satisfaction of City’s Contract Officer:
1.1) Project Kick-off Meeting:
Consultant shall coordinate and attend a project kick-off meeting with City staff. Consultant’s Project Manager, Project Engineer and other key staff shall attend. Consultant shall prepare and submit an agenda one week in Item #9. Page 32
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advance of the meeting. A sign-in sheet shall be used to record attendance at the meeting. Within one week after the meeting, Consultant shall provide Meeting Minutes to the City.
1.2) Monthly Project Progress Reports:
Consultant shall submit Monthly Project Progress Reports that provide a summary of the project’s progress for the most recent calendar month and include the following as a minimum: Summary of work completed by task, list of proposed activities for the upcoming month, list of pending information needed to support the planned activities for the upcoming month, list of out of scope items, percent complete/budget status summary, and an updated project schedule showing work completed through the reporting period and any revisions to the overall project schedule.
1.3) Monthly Project Coordination Meetings:
Consultant shall coordinate and attend monthly Project Coordination Meetings with the City. Consultant’s Project Manager and Project Engineer shall attend with other key staff, if relevant, to discuss the issue identified for the respective meeting. Consultant shall prepare and submit an agenda at least one week in advance of the meeting. A sign-in sheet shall be used to record attendance at the meeting. Within one week after the meeting, Consultant shall provide Meeting Minutes to the City.
1.4) Weekly Project Updates:
Consultant shall provide weekly updates via email summarizing the progress of the work, list critical data collection items needed to support the ongoing work, identify items impacting the project schedule, and any other relevant project issues.
1.5) Workshops:
Consultant shall prepare for, coordinate, and attend workshops for the duration of the project to present various topics to City staff and obtain feedback and direction related to the topics presented. Consultant shall propose the number of workshops needed and may schedule workshops adjacent to monthly Project Coordination Meetings, or any other meetings between City staff and Consultant. Consultant shall provide a summary of the workshops included in your proposal and potential topics for each workshop.
1.6) Quality Control:
Consultant’s Project Manager shall review all submittals prior to submitting to the City. Submittals that contain significant grammar and/or punctuation errors, or where the submittal has major quality control issues, will not be accepted by the City.
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TASK 2: DATA COLLECTION AND REVIEW
Consultant shall document and review pertinent data to be used during this project, including operational conditions. Consultant shall develop a Data Tracking List as part of this task to document the date/version of data collected and used so it is easy to perform future updates.
All data collected shall be recorded in the Data Tracking List and logged for future use and reference. Where information appears outdated, it will be noted as such and the project team will determine if newer data is needed. The appendices include a portion of the documents listed above.
The Data Collection List shall be updated regularly and distributed with the Weekly Project Updates. The data compiled from this task will be used to draft the Water System Introduction and Overview which includes an overview of the historical and current status of the water system, City formation and location, City organizational structure and provides details related to report organization, sources of data, conventions, and units of measure.
TASK 3: WATER DEMAND ANALYSIS
One of the key elements to having a defendable WMP Update and CIP is proper allocation of water demands. The accuracy of the hydraulic model and resulting improvement projects is largely dependent on having the correct quantity and location of demands assigned. As part of this task, Consultant shall determine the best method to establish a parcel-to-meter link using the existing monthly billing records for the past 5 calendar years (2015 through 2020) as well as the water production records for the same period to establish existing demands.
Future water demand will be based on the General Plan zoning designations for the planning horizon (the current General Plan extends to year 2025), population projections and known developments. Consultant shall develop future demand by creating land use-based Unit Flow Factors and incorporating predicted population changes to determine the location and quantity of future demand in the City.
Consultant shall compare future demand projections with the water supply analysis to be completed as part of Task 4 to determine if water shortages are anticipated within the planning horizon.
Consultant shall review water loss estimates in the system. For the hydraulic model, the water demand will be increased by the difference between the water production and billing records to simulate the realized flow the City’s water infrastructure experiences.
Updated weekday and weekend average day and maximum day 24-hour diurnal usage patterns will be created as part of this task. Consultant shall propose which pressure zones to monitor and number of pressure loggers needed to accurately capture usage patterns.
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Consultant shall submit a draft chapter of the report that summarizes existing and future water demands. Information shall be presented in tabular and graphical formats. The submittal shall describe the process used to develop the projections.
Consultant shall present the demand projections to City staff in a workshop format.
Consultant shall submit a final version of the report chapter that incorporates comments provided during the workshop and any other comments provided during the review period. The final chapter shall be included in the final WMP Update and final report.
TASK 4: WATER SUPPLY ANALYSIS
The City has a complex water supply system with many operational variables. The City’s water supply sources include groundwater pumped from the Main San Gabriel Basin; treated, imported surface water purchased from Metropolitan Water District of Southern California through Three Valleys Municipal Water District; and local treated surface water and/or groundwater purchased from CIC. Exhibit 1 is the water system operating diagram. The City’s groundwater supplies are considered generally to be reliable but all of the City’s active groundwater wells are located in two sub-basins of the Main San Gabriel Basin, Canyon and Glendora Sub-basins.
These two sub-basins are partially isolated from the main basin by underground faults and have historically been subject to drops in groundwater levels during periods of drought.
The four wells in the Glendora sub-basin are subject to Nitrate contamination, believed to originate from historical agricultural land use and relatively shallow groundwater depth. This water is blended with water from the wells located in the Canyon sub-basin or imported water purchased through Three Valleys Municipal Water District. Exhibit 2 is the Nitrate Blending Plan. As a result, usage of these wells is highly dependent upon production from the wells located in the Canyon subbasin. However, the Canyon sub-basin is subject to substantial drops in groundwater elevation as it is dependent upon precipitation and groundwater recharge to maintain its level. The City has observed groundwater levels that required them to shut off wells in 2007, 2015 and 2021.
The alternate use of imported water can be blended with the Nitrate contaminated water from the Glendora sub-basin however this can present a water quality issue with the blending of chloraminated imported water and chlorinated groundwater.
This can cause the formation of disinfectant by-products and taste and odor issues.
The combination of these two issues limits the City’s ability to produce groundwater in times of drought. The City seeks to diversify its water supply to further increase reliability.
Consultant shall meet with the City’s Water Division Operations staff to knowledgecapture how they typically supply, blend, and deliver water to the system. While not every operational condition can be identified, it is important to document typical operations in order to conduct hydraulic model simulations and identify potential improvement projects.
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The City’s main source of water supply is groundwater pumped from the Main Basin. Consultant shall provide an assessment of the well system, common well configuration, well collection system, how water travels from the wells to the distribution system and the Nitrate blending plant located at the City Yard.
Consultant shall include a discussion of current water quality conditions, future water supply projections, and long-term planning to mitigate potential impacts to the City’s groundwater supplies.
Consultant shall include an analysis to possibly diversify water supplies including project to rehabilitate existing groundwater well sites, redevelopment of inactive well sites, possible development of recycled water projects, and partnerships with neighboring agencies and businesses.
Part of this task is to evaluate the potential for any future deficiency, given updated economic conditions and projections. To assist in this analysis, the Consultant shall review the following items as part of this task:
Existing water rights for groundwater
Hydrogeologic conditions of the Upper San Gabriel Basin and Canyon and Glendora sub -basins
Potential for development of additional local groundwater supply, including treatment and delivery infrastructure required for beneficial use
Future of additional groundwater and imported water availability San Gabriel Main Basin water supply
Potential for groundwater recharge using reclaimed water or stormwater capture
Groundwater recharge using imported untreated supplies Another part of this task is to evaluate the reliability of future water sources. The Consultant shall take a realistic approach to determining which water supply sources will be available in the future, and the quantity, quality, and cost to supply water from the various sources. Consultant shall investigate potential alternate sources of water and strategies if a future supply shortage is anticipated, such as:
New water production wells
New water treatment facilities
Water banking
Water conservation and rationing
Conjunctive use
Purchase of additional San Gabriel Main Basin water rights Stormwater capture and recharge
Recycled / Non-potable water
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Consultant shall explore possible use of grant funding or other alternative funding sources to provide capital for new facilities or partnerships with neighboring agencies to further diversify and increase water supply reliability.
TASK 5: PLANNING CRITERIA
Consultant shall review previously compiled data such as jurisdictional boundaries, demographics, land use, population, and planning data as part of Task 2 and utilize the most current information available. One of the goals of this task is to characterize the type of water users that are part of the City’s water distribution system for the year 2021. Consultant shall:
Review existing and future population estimates, existing and future land use information, and existing and future water service areas to determine potential impacts.
Coordinate with the City Planning Department to keep the WMP Update aligned with the General Plan, Specific Plans, etc.
Keeping the Planning Department engaged is a key element to making a master plan document that is accurate and accepted across various City departments.
Consultant shall review the data compiled from various sources and will provide recommendations where the land use, population, or planning data will have a substantial effect on the modeling and planning results. Consultant and City staff shall meet to discuss Consultant’s findings and discuss potential impacts to refine results. Once the information is collected, organized, and all parties agree on its validity, it will be used as the basis for completing the WMP Update.
Planning criteria is used in the evaluation of both existing and future system hydraulic models. In general, the criteria from the 2017 WMP will be updated, as needed, to meet any changes in municipal code or operational changes and fire flow criteria need to be updated. General categories of criteria shall include the following:
Storage (including operational, fire protection, emergency, and blending)
Pump Stations
System pressures under various demand conditions
Intra-zone water sharing
Inter-agency water sharing
Pipeline criteria (flow, velocities, head loss)
System redundancy and reliability
Fire flow requirements under Wildland Urban Interface Consultant shall determine the planning horizon and design criteria for this WMP Update to analyze the existing water system and to evaluate recommended improvements. The criteria shall address the size of replacement, parallel, and new Item #9. Page 37
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facilities for pipelines, pumping stations, storage facilities and regulating stations.
Consultant shall develop unit costs to estimate Project Costs. Unit costs shall cover pipelines, pumping stations, storage facilities, regulating stations, and other improvements as appropriate. The unit costs shall incorporate cost information based on the City’s experience with similar facilities.
Consultant shall prepare and submit a draft Technical Memoranda that summarizes the Planning Criteria and Unit Cost Criteria proposed by Consultant for this WMP Update. Consultant shall present this information to City staff in a workshop format.
Consultant shall submit the final versions of the Technical Memoranda that incorporate comments by City’s Contract Officer provided during the workshop(s) or written comments provided during the review period. The final Technical Memoranda shall be compiled in a separate chapter of the WMP Update, generally in a tabular format, for easy identification and access.
TASK 6: WATER SYSTEM CONDITION ASSESSMENT
This task to include an inventory and thorough assessment and evaluation of the existing water system, including a comprehensive facility review, supply and pumping analysis, storage needs assessment and a pressure management study to develop recommendations to be included within the Water Master Plan.
Consultant shall create a facility inventory of the City’s potable water tanks, pump stations, control valves, and emergency interconnections. The facility inventory shall consist of a listing of facility characteristics necessary for hydraulic modeling. The consultant will meet with City operations staff to understand the current operations of the water system.
The task will also consist of site visits by Consultant to assess the condition of key tank, booster pump, and groundwater well sites. The purpose of the visit is to evaluate the existing condition of the facilities and to make recommendations for modifications and improvements at the facilities based on visual inspection.
Observations will be documented in a brief memorandum along with field photos and captions.
As a part of this task, Consultant shall perform a supply and pumping analysis to review and evaluate source and distribution facilities. Using the previously collected inventory and facility assessment data to analyze overall source capacity and pumping operations to identify possible deficiencies and provide recommendations.
Consultant shall also perform a storage capacity analysis to determine if additional storage is needed or if excess capacity exists and older facilities may be removed from service. Inter-agency connections and agreements for mutual support shall be described and presented.
Consultant shall prepare and perform a pressure management study that will include a desktop analysis to identify expected pressure values within each zone and potential areas of high operational pressures. Consultant shall take field Item #9. Page 38
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measurements to verify average zone pressure and critical areas, the Consultant to determine the monitoring study period and potential locations for installation of pressure loggers within each zone. Monitoring study period should include the cycling of pumping stations and wells to determine possible effects of water hammer and pressure surges. Recommendations for long-term pressure management and monitoring shall be made to control water loss and reduce effects of water hammer and surge due to pump cycling.
Consultant shall provide a desktop distribution system assessment including pipeline material, age, size, and history of leaks and repairs. Consultant to also perform a desktop criticality assessment of the distribution system to identify and prioritize pipelines that are critical to system reliability or provide water to critical infrastructure within the city (i.e., hospitals, care facilities, City Hall, police station, etc.) Consultant to provide initial assessment of pipelines that are to be included in the Pipeline Replacement Program to be developed in Task 12.
TASK 7: WATER QUALITY EVALUATION
This task requires Consultant to review the following: overall distribution system water quality and existing distribution sampling plan to determine if existing water quality monitoring sampling locations are representative of the distribution system.
Review of water source quality and make recommendations if treatment options should be explored. Review of distribution flushing program and system dead ends and how optimal water quality can be maintained.
Consultant shall also provide an analysis of the current blending system operation located at the City Yard and provide recommendations on how the City can maximize use of local groundwater supply and possibly improve operational efficiencies. This could include simple improvements such as reservoir management systems or larger capital improvement projects like additional groundwater wells to improve blending operations.
Review water source quality of the City’s four inactive wells and recommend how the City should approach bringing these sources back online, what water quality constituents should be analyzed, and which water treatment options should be evaluated.
TASK 8: HYDRAULIC MODEL UPDATE
A hydraulic model was updated for the 2017 WMP using H2OMAP model. Exhibit 3 is the hydraulic model. Since the 2017 WMP, H2OMAP is no longer supported by the developer and so migration to a new model is needed. The Consultant will review the needs of the City and make a recommendation. The model then needs to be updated with new facilities and operational controls and an audit of the model will be performed as part of this task to check for accuracy and to make sure critical facilities are included. The Consultant to propose a checklist of items to include in the audit.
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The current model has been inventoried in --2004 and a summary of the facilities is outlined below:
Pipe Segments: 3,320
Nodes: 2,877
Storage Tanks: 14
Pumps: 30
Pressure Reducing Valves: 3
Due to this inventory being outdated, some of the water infrastructure facilities appear to be missing in the model, the main objective of this task is to add the missing facilities, update the model with as-builts for new development and pipeline replacements, update water demand and allocation, analyze peaking factors, verification, and re-calibration after applying the updated demands. The model calibration will include the following phases:
1) Update model with new and replaced pipelines
2) Add missing and new facilities
3) Update elevations for new pipelines and facilities
4) Demand allocation
5) Update demand patterns
6) Calibration
The settings and controls in the model should be updated according to the data collected and verified by the Consultant. The Consultant to propose what calibration data to be collected, provide the loggers and recorders needed, and coordinate with City staff to perform field testing as needed.
TASK 9: EXISTING WATER SYSTEM HYDRAULIC ANALYSIS
Consultant shall utilize the results of the updated, calibrated hydraulic model to evaluate existing system hydraulics. The following core scenarios will be used as well as any sub- scenarios needed to evaluate the existing system hydraulic model:
Existing Average Day Demands (72-hour Extended Period Simulation (EPS))
Existing Maximum Day Demands (72-hour EPS, which includes the Peak Hour in the diurnal)
Existing Maximum Day Demands + Fire Flow (Steady-State) This set of scenarios and conditions provides a good basis for evaluating the existing system capacity and possible improvements resulting from the hydraulic model. The Consultant shall use the results from these scenarios to evaluate it against the Planning Criteria developed during Task 6. The Consultant shall produce maps/tables identifying facilities that do not meet criteria. The Consultant shall handle the fire flow simulations in the following way:
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1) One global Maximum Day Demand + Fire Flow Steady-State scenario shall be run to identify
a. Nodes not meeting fire flow criteria
b. Critical nodes (i.e. bottleneck node(s) that may prevent other nodes from meeting fire flow criteria)
2) From the global fire flow simulation, identify and evaluate nodes that need additional investigation, for example if nodes near hospitals or schools cannot deliver the required fire flow. The Consultant shall suggest the best methodology to determine which nodes require additional investigation.
In addition to the model results, Consultant shall evaluate other existing system parameters such as:
Pump performance (SCE pump tests will be provided where available) Tank type and design (inlet/outlet configuration, use of baffles, mixing, etc.)
Turnover time in tanks
Pressure Reducing Valve (PRV) configurations
Flow control stations
Hydraulic settings of sub-zones supplied by pumping or by PRV’s Seasonal groundwater well operation scenarios
System pressure, high and low areas
High pipe velocities or high head losses
Supply and pumping analysis
Facilities not meeting planning criteria in the model shall be flagged with a userdefined field explaining the reason. Consultant shall meet with City staff to discuss deficiencies and possible solutions that can be included in the CIP development step.
This will make developing and prioritizing the CIP more accurate since the reason for the recommendation will have been recorded at the time of evaluation.
TASK 10: FUTURE WATER SYSTEM HYDRAULIC ANALYSIS
This task involves loading the existing system model with future (2026) demands and running simulations to identify where system improvements are needed during the planning horizon. During this task, changes to some operational controls will likely be needed, as well as infrastructure improvements. In addition, Consultant shall review prospective water conversion sites identified in the WMP Update to determine potential reductions in potable water use. The following core scenarios shall be used as well as any sub-scenarios needed to evaluate the future system hydraulic model:
2026 Average Day Demands (72-hour EPS)
2026 Maximum Day Demands (72-hour EPS, which includes the Peak Hour in the diurnal)
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Results from these scenarios shall be evaluated against the Planning Criteria developed during Task 5. Facilities not meeting planning criteria in the model shall be flagged with a user-defined field explaining the reason. Additional/future facilities input into the model shall be flagged as future facilities for easy tracking and identification in tables and figures.
The storage capacity analysis developed as part of Task 6 shall be updated for future system conditions and demands. Like the existing system, the Consultant shall account for any intra- zone or inter-agency water-sharing capabilities the City possesses.
TASK 11: CAPITAL IMPROVEMENT PROGRAM
The results of the WSCA and the existing and future system hydraulic analysis done as part of Tasks 6, 9 and 10, respectively, shall be grouped into logically constructible improvement projects as part of this task. It is important to vet across multiple departments and disciplines the recommendations produced from this effort, including management, to evaluate the feasibility of the recommended improvements. Projects requiring alignment changes or other edits will be addressed as part of this task.
Consultant shall develop an age-based water system facility rehabilitation and replacement plan. Water facility age and conversations with City staff will be used to make recommendations for the timing of replacement and maintenance for tanks, groundwater wells, booster pump stations, and pipelines. This information will also be utilized to refine the prioritization of water facility maintenance and replacement recommendations.
Findings and recommendations from the 2017 WMP shall be evaluated with the recommendations resulting from this project. The Consultant shall develop and use a prioritization matrix/method to prioritize and schedule CIP projects. The prioritization matrix/method shall be discussed, developed, and agreed upon with City staff and management. The CIP shall be prioritized and phased over the planning horizon based on capacity, condition, financial feasibility, and economic feasibility needs with each project given a priority/ranking score.
Consultant shall develop planning level cost estimates for all recommended facilities. The cost estimates shall be based on a variety of cost data sources, such as City and other local project bidding history, Water Division staff input and other sources reflecting cost of utility construction in southern California, adjusted to the then current Engineering News Record (ENR) Los Angeles Area Construction Cost Index (CCI), including appropriate contingency factors. Define other factors needed to generate Total Project Costs (soft costs). Escalate costs to future years using historical construction cost inflation factors. Provide a summary of costs for each planning year, by service area. Present the cost summaries using tabular and graphical formats. The final report shall include a discussion of the basis for the cost Item #9. Page 42
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estimates. The CIP will include tables with individual project costs phased over the planning horizon to establish a financial planning guide for the City.
TASK 12: PIPELINE REPLACEMENT PROGRAM
Consultant shall develop a risk-based Pipeline Replacement Program (PRP) utilizing an artificial intelligence tool to assess the risk and condition of water distribution mains to calculate likelihood of failure, consequence of failure and business risk exposure. Pipeline age, material, and water loss records collected and analyzed in Task 6 will be used to prepare end of useful life (EUL) estimates for the entire water distribution system.
Findings and recommendations from the 2017 WMP shall be evaluated with the recommendations resulting from this task. Consultant shall develop and use a prioritization matrix/ method to prioritize and schedule PRP projects. The prioritization matrix/ method shall be discussed, developed, and agreed upon with City staff and management.
The PRP shall be prioritized and phased over the planning horizon based on capacity, condition, financial feasibility, and economic feasibility needs with each project given a priority/ranking score. Consultant shall develop planning level cost estimates. Provide a summary of costs for each planning year, by service area. The PRP will include tables with individual project costs phased over the planning horizon to establish a financial planning guide for the City.
TASK 13: WATER MASTER PLAN DEVELOPMENT
Consultant shall develop the Water System Master Plan (“WSMP”) to be formatted as outlined in the Final Report and provides a central planning document to guide improvements to the City’s water infrastructure through the established planning horizon. The WSMP shall address all future planning needs for the water utility while coordinating with all other Public Works needs within the City’s jurisdiction, such as street rehabilitation. WSMP shall also coordinate with projects planned by other utilities and transportation corridors that pass through the City.
The WSMP shall include an overall vision for the future and the appropriate goals and objectives to achieve that vision. Consultant shall assist the City to determine key goals as established within the General Plan, Urban Water Management Plan and establish the WSMP objectives and goals which may include but are not limited to:
Provide a compliant, reliable, and resilient water system that can respond to future changes in regulations, policy, and environmental factors. Achieve energy efficiencies through green infrastructure where feasible. Manage assets effectively to attain economic sustainability and integrating community interests.
Mitigate and adapt to potential impacts of climate change.
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Protect environmental resources and enhance sustainability.
Projects proposed in the WSMP include repair and replacement of aging infrastructure, new facilities to accommodate planned growth or to meet existing and future regulatory requirements. Projects should be clearly defined with identification of major goals and objectives, identified coordination needs for other utilities or infrastructure needs, fully screened for viable alternatives, and then fully developed to meet the overall goals and needs of the water system.
Consultant shall propose to prepare a Sub Area Master Plan (SAMP) template for specific pressure zones or potential new developments which may have a significant impact on the water system and provide it in an appendix with the WMP Update.
TASK 14: FINAL REPORT
Consultant shall prepare and submit to City’s Contract Officer a Final Report. This report shall be organized as a reference living document designed for accessibility and ease of use and must include, to the reasonable satisfaction of City’s Contract Officer, the following sections:
EXECUTIVE SUMMARY
The executive summary includes a summary of water supply and demand, summary of facilities, system analysis conclusions and recommendations.
INTRODUCTION AND OVERVIEW
This section includes an overview of the historical and current status of the water system, City formation and location, City organizational structure and provides details related to report organization, sources of data, conventions, and units of measure.
WATER DEMAND ANALYSIS
This section identifies existing and future water system demands and identifies customers by type and location and quantifies future trends in demands. This section should include exhibits detailing population projections, land use designations and water demand projections.
WATER SUPPLY ANALYSIS
This section identifies and provides an analysis of the City’s current sources of potable water supply and future supply reliability. This section should include imported water system and the ground water well collection system and to be illustrated with tables, charts, figures, and exhibits.
PLANNING CRITERIA
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This section identifies the process used to establish the planning criteria used for the WSMP using land use and population data from the City’s General Plan and updated criteria from the 2017 WSMP.
WATER SYSTEM CONDITION ASSESSMENT
This section will be a summary of multiple studies and analysis of the water system, including an inventory and assessment of all facilities, a supply and pumping analysis, pressure management study, and desktop analysis of the water systems distribution system pipelines.
WATER QUALITY ANALYSIS
This section reviews the City’s existing water quality, water quality sampling plan and locations, water supply source water quality, and water quality impacts from distribution system dead ends and current flushing program.
HYDRAULIC MODEL UPDATE
This section will detail the update of the City’s hydraulic model, addition of new pipes, valves and appurtenances installed since the last update and model calibration, including updated demand allocation and some field calibration.
EXISTING WATER SYSTEM HYDRAULIC ANALYSIS
This section includes an analysis of the updated hydraulic model of the existing water system and current water system demands to identify average and peak day demands, fire flow capacity and any possible system deficiencies.
FUTURE WATER SYSTEM HYDRAULIC ANALYSIS
This section includes an analysis of the updated hydraulic model of the existing water system and future system demands to identify facilities that possibly do not meet planning criteria.
CAPITAL IMPROVEMENT PROGRAM
This section evaluates and prioritizes recommended projects. It schedules the projects for implementation over a twenty-year period. Each Capital Improvement Project shall have an individual project sheet (Cut Sheet). Each project sheet should have the following information: Project Title, Project Type, Impacted Zone(s), Purpose, 2021 Cost Estimate, Project Location, Project Description, Project Detail, and Project Map.
PIPELINE REPLACEMENT PROGRAM
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This section will detail the risk-based Pipeline Replacement Program and evaluates and prioritizes pipelines for replacement over a twenty-year period. Each Pipeline Replacement Project shall have an individual project sheet (Cut Sheet). Each project sheet should have the following information: Project Title, Project Type, Impacted Zone(s), Purpose, 2021 Cost Estimate, Project Location, Project Description, Project Detail, and Project Map.
APPENDICES
This section of the report shall contain the big volume reference data used on the report. Some of the data information that shall be in this section but not limited to existing facilities field collection data sheets, various hydraulic modeling results, etc.
Upon completion of the above listed sections, a draft report shall be produced for internal distribution to City staff. The Consultant shall meet with various divisions, as needed, to present (using Power Point presentation) findings, methods, and procedures and to address any questions or concerns. The intent of having the Consultant submit a draft section report is to receive feedback from all parties throughout the duration of the project in an effort to minimize comments when the report is fully compiled, it also helps reviewers focus to provide quality reviews.
PHASE TWO – WATER RATE STUDY
This study shall include analysis of existing rate structure and data compiled from the Water System Assessment and Water System Master Plan to develop a comprehensive Water Rate Study. The maximum duration to fully complete Phase Two shall NOT exceed 12 months.
TASK 1: PROJECT MANAGEMENT
Consultant shall perform the following identified Project Management activities, submittals and meetings:
1.1) Project Kick-off Meeting:
Consultant shall coordinate and attend a Project Kick-off meeting with City staff.
Consultant’s Project Manager, Project Engineer and other key staff shall attend.
Consultant shall prepare and submit an agenda one week in advance of the meeting.
A sign-in sheet shall be used to record attendance at the meeting. Within one week after the meeting, the Consultant shall provide Meeting Minutes to the City.
1.2) Monthly Project Progress Reports:
Consultant shall submit Monthly Project Progress Reports that provide a summary of the project’s progress for the most recent calendar month and include the following as a minimum: Summary of work completed by task, list of proposed activities for the upcoming month, list of pending information needed to support planned activities for the upcoming month, list of out of scope items, percent Item #9. Page 46
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complete/budget status summary, and an updated project schedule showing work completed through the reporting period and any revisions to the overall project schedule.
1.3) Monthly Project Coordination Meetings:
Consultant shall coordinate monthly Project Coordination Meetings with the City.
Consultant’s Project Manager and Project Analyst shall attend with other key staff, if relevant, to discuss the issue identified for the respective meeting. Consultant shall prepare and submit an agenda at least one week in advance of the meeting. A sign-in sheet shall be used to record attendance at the meeting. Within one week after the meeting, Consultant shall provide Meeting Minutes to the City.
1.4) Weekly Project Updates:
Consultant shall provide weekly updates via email summarizing the progress of the work, list critical data collection items needed to support the ongoing work, identify items impacting the project schedule, and any other relevant project issues.
1.5) Workshops:
Consultant shall prepare for, coordinate, and attend a maximum of three (3) inperson workshops for the duration of the project to present various topics to City staff to obtain feedback and direction related to the topics presented. Workshops may be scheduled adjacent to monthly Project Coordination Meetings, or any other meetings between City staff and Consultant. Consultant shall provide a summary of the workshops included in your proposal and the topics for each workshop.
1.6) Quality Control:
Consultant’s Project Manager shall review all submittals prior to submitting to the City. Submittals that contain significant errors, or where the submittal has major quality control issues, will not be accepted by the City.
TASK 2: DATA COLLECTION AND REVIEW
The purpose of this task is to collect, document and review any pertinent data to be used during this project, including the current rate structure. Consultant shall develop a Data Tracking List as part of this task to document the date/version of data collected and used so it is easy to perform future updates.
TASK 3: WATER RATE STRUCTURE ANALYSIS
Consultant shall review and analyze requirements, bond covenants, and any other contractual requirements of the water systems. Evaluate existing rates, cost of service, overhead formulas, classifications, and fees for development of recommendations to improve the rate structure to meet state and local statutory requirements, water system operational goals and needs.
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A. Using the newly completed Water Master Plan and CIP, Consultant shall review and evaluate existing water rates and fees.
B. Cost Allocation: Develop a model for calculating the full costs (overhead) of providing each City service. The addition of hypothetical service area information for future service enhancements, the ability to calculate the estimated costs for providing the service under consideration.
C. Cost of Service: Work with selected City staff to define the purpose, use, and goals of an overhead cost allocation plan, ensuring that the development of the plan will be both accurate and appropriate for the City’s current needs. Determine cost differences associated with serving different types of customers. The study shall reflect the cost relationships for producing and delivering services.
D. Develop a financial plan to meet the revenue requirements of the water system including but not limited to water supply costs, operating costs, capital funding, reserve requirements and other financial policies.
E. Use the newly completed Water Master Plan and CIP to determine water rate impacts and analyze the cost of service by customer class.
F. Determine Revenue Requirement-Infrastructure and Capital costs: Figure out revenue requirement on “cash basis” approach for establishing revenue requirement and setting rates. Analyze infrastructure and O&M expenses.
TASK 4: DEVELOP NEW WATER RATE STRUCTURE AND REGULATIONS:
Consultant shall:
A. Determine if the City should consider a different rate structure or tier breakdown.
Provide the pros and cons of the existing rate structure and other rate structure options that would send a conservation signal to the customer and is consistent with current regulations. Discuss with City staff potential rate design alternative that can meet the City’s pricing goals and objectives while considering:
Current and future costs of water provision.
Projected changes in water supply and demand.
Age and condition of water system and reliability of infrastructure. Cash flow and recommended reserve levels.
B. Other Rate Categories: Determine if the City should consider separate rates for irrigation, residential, and multi-residential customers, and if so, make rate recommendations.
Recommended rate structure shall be based on actual cost of service and shall be sufficient to meet the revenue requirements of the City of Glendora including the capital costs and ongoing operations and maintenance costs for at least 10 years.
C. Recommend potential new fees and charges for services that the City currently provides but does not have any fees and/or charges established. Recommendations should be Item #9. Page 48
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based on practices by surrounding municipalities that may charge for similar services, industry best practices, or the consultant’s professional opinion.
D. Rate Regulations: Discuss current rate regulations (including Proposition 218 & SB 606), COVID-19 pandemic, and other pertinent impacts. Develop a schedule that details when the final Water Rate Study will be completed, and the City Council can adopt the new rates.
E. Drought Surcharges: Evaluate and recommend a 5-year update of drought surcharges at 10%, 20%, 30%, and 50% water cutbacks. Determine the financial impacts to rates and options to ensure the water fund remains whole.
F. Other Options to Fund Capital Projects: Evaluate and develop schedules for funding, such as loans from the City’s general fund and water revenue bonds to help fund capital projects identified in the Master Plan. Identify existing and potential funding mechanisms to finance division operations and capital improvements.
G. Benchmarking: Provide an analysis of recommended rate changes as compared to other water agencies. Benchmarking of area cities to calculate the costs of providing City services.
TASK 5: CONNECTION FEE STUDY
Consultant shall review and make recommendations to update the existing meter connection fees. Consultant to review available capacity in the water system, existing asset values and planned capital improvements. Fees for any new connections to the water system must ensure that they reflect a fair share of capital costs which may include the cost of developing additional or new water supply or upgrades to existing infrastructure.
Capacity charges should follow industry standards set by the American Water Works Association (AWWA).
TASK 6: UPDATE MASTER FEE SCHEDULE
Consultant shall review and make recommendations to update the existing water system related Master Fee Schedule to include new fees for activities not currently covered and address fees where the City is not recovering full cost of service.
TASK 7: PUBLIC OUTREACH AND MEETINGS
Proposed rate structure shall be presented to the City Council and Consultant shall attend up to two (2) meetings to present the study results and obtain input.
Consultant shall coordinate and attend up to two (2) community meetings to discuss the proposed water rates. Consultant shall be prepared to present the study to residents in a public format and may need to conduct meetings via web-based video conferencing. Consultant shall attend two (2) public hearings to present proposed water rates.
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Consultant shall provide guidance and advice to City staff for compliance for Proposition 218 process for water rate changes. City staff and legal counsel will draft the required Proposition 218 notice for any proposed rate adjustment for distribution of a written notice to the recorded Owner on the proposed rate adjustment. The Consultant to provide the City assistance with public outreach materials to be released on the City website and newsletters.
TASK 8: DELIVERY OF NEW PROPOSED WATER RATES AND FINAL
REPORT
Consultant shall provide a preliminary draft report with a proposed 5-year rate structure and alternative options to be reviewed by City staff. City staff will confer on content of Final Report and a recommended rate structure and schedule.
Consultant will then prepare a Draft Report for City staff review and comment and incorporate and/or address comments in a Final Report.
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EXHIBIT “B”
SPECIAL REQUIREMENTS
(Superseding Contract Boilerplate)
Added text is indicated in bold italics, deleted text is indicated in strikethrough.
THIS PAGE INTENTIONALLY LEFT BLANK
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EXHIBIT “C”
SCHEDULE OF COMPENSATION
I. Consultant shall perform the tasks in the following not to exceed amounts:
PHASE ONE:
1. Project Management $33,092
2. Data Collection and Review $8,912
3. Water Demand Analysis $40,551
4. Water Supply Analysis $29,915
5. Planning Criteria $3,774
6. Water System Condition Assessment (WSCA) $69,186
7. Water Quality Analysis $19,888
8. Hydraulic Model Update $58,876
9. Existing Water System Hydraulic Analysis $6,486
10. Future Water System Hydraulic Analysis $13,526
11. Capital Improvement Program (CIP) $13,024
12. Pipeline Replacement Program (PRP) $97,926
13. Water Master Plan (WMP) Development $19,264
14. Water Master Plan Final Report $25,184
PHASE TWO:
1. Project Management and City/Community Meetings $14,640
2. Data Collection and Review $3,480
3. Water Rate Structure Analysis $7,596
4. Develop New Water Rate Structure and Regulations $8,408
5. Connection Fee Study $4,348
6. Update Master Fee Schedule $3,536
7. Public Outreach and Meetings $11,420
8. Delivery of New Water Rates and Final Report $8,916
Total Not to Exceed Compensation $499,948
III. Within the budgeted amounts for each Task, and with the approval of the Contract Officer, funds may be shifted from one Task subbudget to another so long as the Contract Sum is not exceeded per Section 2.1, unless Additional Services are approved per Section 1.9.
IV. The City will compensate Consultant for the Services performed upon submission of a valid invoice. Each invoice is to include:
A. Line items for all personnel describing the work performed, the number of hours worked, and the hourly rate.
B. Line items for all materials and equipment properly charged to the Services.
Item #9. Page 52
Meeting Date: 2/8/2022 / Packet Page #: 256
01240.0001/535308.1 C-2
C. Line items for all other approved reimbursable expenses claimed, with supporting documentation.
D. Line items for all approved subcontractor labor, supplies, equipment, materials, and travel properly charged to the Services.
V. The total compensation for the Services shall not exceed the Contract Sum as provided in Section 2.1 of this Agreement.
VI. The Consultant’s billing rates for all personnel are attached as Exhibit C-1.
Item #9. Page 53
Meeting Date: 2/8/2022 / Packet Page #: 257
01240.0001/535308.1 D-1
EXHIBIT “D”
SCHEDULE OF PERFORMANCE
Consultant shall perform all services timely in accordance with the following schedule:
The term of this agreement shall commence upon approval of the City Council, execution by the City Manager, and providing proof of required insurance to the reasonable satisfaction of City’s Contract Officer.
II. Consultant shall deliver the following tangible work products to the City by the following dates.
A. See attached Exhibit D-2 for schedule of performance.
III. The Contract Officer may approve extensions for performance of the services in accordance with Section 3.2.
Item #9. Page 54
Meeting Date: 2/8/2022 / Packet Page #: 258
ID Task Name Duration Start Finish
1 PHASE 1 - Water System Condition Assessment and
Water Master Plan
260 days Mon 1/3/22 Fri 12/30/22
2 1 Project Management 260 days Mon 1/3/22 Fri 12/30/223 2 Data Collection and Review 20 days Mon 1/3/22 Fri 1/28/224 3 Water Demand Analysis 20 days Mon 1/31/22 Fri 2/25/225 3.1 Current Water Demand 20 days Mon 1/31/22 Fri 2/25/226 3.2 Unit Demand Factors 20 days Mon 3/28/22 Fri 4/22/227 3.3 Future Water Demand 20 days Mon 4/25/22 Fri 5/20/228 3.4 Diurnal Patterns and Peaking Factors 20 days Mon 6/20/22 Fri 7/15/229 3.5 Water Demand Analysis Summary 20 days Mon 7/18/22 Fri 8/12/22 10 4 Water Supply Analysis 60 days Mon 2/28/22 Fri 5/20/22 11 5 Planning Criteria 20 days Mon 5/23/22 Fri 6/17/22
12 6 Water System Condition Assessment (WSCA) 60 days Mon 6/20/22 Fri 9/9/2213 6.1 Facility Condition Evaluations 60 days Mon 6/20/22 Fri 9/9/2214 6.2 Supply and Pumping Analysis 40 days Mon 7/18/22 Fri 9/9/2215 6.3 Capacity and Storage Analysis 80 days Mon 4/25/22 Fri 8/12/2216 6.4 Pressure Management Study 20 days Mon 8/15/22 Fri 9/9/2217 7 Water Quality Analysis 40 days Mon 9/12/22 Fri 11/4/2218 7.1 Review Overall System Water Quality and Sampling Plan
20 days Mon 9/12/22 Fri 10/7/22
19 7.2 Review the Current Blending System Operation 20 days Mon 10/10/22 Fri 11/4/2220 7.3 Review Water Source Quality of the City's Four Inactve Wells
20 days Mon 10/10/22 Fri 11/4/22
21 8 Hydraulic Model Update 120 days Mon 1/3/22 Fri 6/17/2222 8.1 Model Geometry, Connectivity, and Elevations 60 days Mon 1/3/22 Fri 3/25/2223 8.2 Model Demand Allocation 40 days Mon 1/31/22 Fri 3/25/2224 8.3 Facility Data and Operational Controls 20 days Mon 3/28/22 Fri 4/22/2225 8.4 Model Calibration 40 days Mon 4/25/22 Fri 6/17/2226 9 Existing Water System Hydraulic Analysis 20 days Mon 7/18/22 Fri 8/12/2227 10 Future Water System Hydrualic Analysis 20 days Mon 9/12/22 Fri 10/7/2228 11 Capital Improvement Program (CIP) 20 days Mon 10/10/22 Fri 11/4/2229 12 Pipeline Replacement Program (PRP) 220 days Mon 1/3/22 Fri 11/4/2230 12.1 Pipe Diameter, Age, and Material 80 days Mon 1/31/22 Fri 5/20/2231 12.2 Pipe Breaks 80 days Mon 1/31/22 Fri 5/20/2232 12.3 Risk Assessment 60 days Mon 6/20/22 Fri 9/9/2233 12.4 Project Development based on PRP 20 days Mon 10/10/22 Fri 11/4/2234 13 Water Master Plan (WMP) Development 20 days Mon 11/7/22 Fri 12/2/2235 14 Water Master Plan Final Report 20 days Mon 12/5/22 Fri 12/30/2236 PHASE 2 - Water Rate Study 260 days Mon 1/3/22 Fri 12/30/2237 1 Project Management - Meetings, City Council, Community
260 days Mon 1/3/22 Fri 12/30/22
38 2 Data Collection and Review 40 days Mon 1/3/22 Fri 2/25/2239 3 Water Rate Structure Analysis 70 days Mon 1/31/22 Fri 5/6/2240 4 Develop New Water Rate Structure and Regulation 105 days Mon 5/9/22 Fri 9/30/2241 5 Connection Fee Study 105 days Mon 5/9/22 Fri 9/30/2242 6 Update Master Fee Schedule 90 days Mon 7/4/22 Fri 11/4/2243 7 Public Outreach and Meetings 60 days Mon 9/12/22 Fri 12/2/2244 8 Delivery of New Proposed Water Rates and Final Report
20 days Mon 12/5/22 Fri 12/30/22
W1 W2 W3 W4 W5 W6 W7 W8 W9 W10 W11 W12 W13 W14 W15 W16 W17 W18 W19 W20 W21 W22 W23 W24 W25 W26 W27 W28 W29 W30 W31 W32 W33 W34 W35 W36 W37 W38 W39 W40 W41 W42 W43 W44 W45 W46 W47 W48 W49 W50 W51 W52 W Month 1 Month 2 Month 3 Month 4 Month 5 Month 6 Month 7 Month 8 Month 9 Month 10 Month 11 Month 12 TaskSplitMilestone
SummaryProject SummaryExternal Tasks
External MilestoneInactive TaskInactive Milestone
Inactive SummaryManual TaskDuration-only
Manual Summary RollupManual SummaryStart-only
Finish-onlyProgressDeadline
City of Glendora
Integrated Water Master Plan and Water Rate Study
Proposal
December 16, 2021
AKM Prop. 21-1095
Item #9. Page 55
Meeting Date: 2/8/2022 / Packet Page #: 259
City of Glendora Page 36 of 65
QuestCDN#8056139 - Water System Condition Assessment, Water Master Plan, and Water Rate Study
ATTACHMENT B
TECHNICAL PROPOSAL
Technical Proposal shall include a company overview and project approach as outlined in the RFP. (Use additional sheets as necessary)
Item #9. Page 56
Meeting Date: 2/8/2022 / Packet Page #: 260
Water Resources
Infrastructure
ConstructionManagement
AKM Consulting Engineers
553 Wald
Irvine, CA 92618
Telephone: 949.753.7333 Facsimile: 949.753.7320
www.akmce.com
AKM Prop. 21-1095 CL/TOC - 1
December 16, 2021
City of Glendora
116 E. Foothill Boulevard
Glendora, CA 91741
Attention: Mr. Chisom Obegolu, P.E.
Assistant Director of Public Works (Water Division)
Subject: Request for Proposal – Integrated Water Master Plan and Water Rate Study Dear Mr. Obegolu:
In response to your request for proposals, AKM Consulting Engineers is pleased to submit our proposal to provide professional engineering services for the Integrated Water Master Plan and Water Rate Study for the City of Glendora. Contact information is as follows:
Legal Name of Firm: AKM CONSULTING ENGINEERS, INC.
553 Wald, Irvine, California 92618 www.akmce.com
Contact
Information:
Diann Pay, P.E. Principal [email protected]
Phone: (949) 753-7333 FAX: (949) 753-7320
Our submittal elaborates on AKM’s unsurpassed ability and project experience in hydraulic modeling, master planning, condition assessment, risk assessment and water rate studies. AKM Consulting Engineers is a multi-disciplinary professional organization that specializes in providing water resources engineering and related services to a client list of over 80 cities and public agencies in the Southern California area. From our office located in Irvine, with a staff specializing in water resources projects, AKM can provide immediate, responsive and effective service to the City of Glendora (City). The project team for water master plan and water rate study project includes:
Zeki Kayiran, P.E. a Principal with AKM for over 31 years, has 48 years of water resources engineering and management expertise. He has been responsible for completion of over forty (40) water and recycled water master plans and updates, as well as twelve (12) water rate studies. He will serve as the Principal–in Charge / Quality Assurance and Quality Control Manager.
Diann Pay, P.E., a Principal with AKM for 25 years, is our Director of Planning, and has been responsible for successful completion of twenty nine (29) water and twelve (12) recycled water master plans and updates. All of the water master plans included the development of calibrated hydraulic models, evaluation criteria, hydraulic analyses, and capital improvement programs. She has managed the development of risk analysis for the water pipe distribution systems for the Long Beach Water Department and the Bellflower Somerset Mutual Water Company.
Haly Herrera, P.E., a Senior Engineer with AKM for 8 years, is an expert in developing and calibrating hydraulic models, and conducting analyses of water and recycled water systems.
She has been responsible for developing calibrated models for the Long Beach Water Department, Mesa Water District, Irvine Ranch Water District, Bellflower Somerset Mutual Item #9. Page 57
Meeting Date: 2/8/2022 / Packet Page #: 261
City of Glendora
Water Master Plan and Rate Study
AKM Prop. 21-1095 CL/TOC - 2
Water Company, Moulton Niguel Water District, Montebello Land and Water Company as well as for the Cities of Norwalk, Buena Park, and Tustin. She recently completed the Water Master Plans for the Long Beach Water Department and Bellflower Somerset Mutual Water Company, in which she had an integral part in developing and calibrating the hydraulic models and overseeing the risk assessment using machine learning software to assess the risk of the water distribution mains. She will serve as the Lead Engineer for the Water Master Plan. Jon Nitta, P.E., a Principal Engineer with AKM for 20 years, is an expert in developing and calibrating hydraulic models, and conducting analyses of water and recycled water systems.
He has served as Lead Engineer or Project Engineer during the preparation of thirteen (13) water master plans and master plan updates, five (5) recycled water master plans/updates, and five (5) water rate studies. He was the project manager for the water rate studies for the City of Signal Hill, Montebello Land and Water Company, and the City of Alhambra, as well as Lead Engineer for water rate studies for the City of El Segundo and Orchard Dale Water District. He will serve as the Lead Engineer for the Water Rate Study. Gary Hobson, P.E., a Principal Engineer with AKM for 19 years, has 44 years of responsible experience in water resources engineering. His professional experience covers client and project management, planning, design, and construction support for a variety of water resources projects including the completion of water and wastewater treatment facilities, water/recycled water pump stations (32), reservoirs (25), pressure reducing stations (22), disinfection facilities (18), wells (33), and over 1 million feet of transmission and distribution system piping. He will participate in the condition assessment of reservoirs for this project. John Loague, P.E., a Principal with AKM for 29 years, has over 37 years of responsible experience in the planning, design and construction management/inspection of water resources facilities. He has successfully completed the design and construction support/management of potable water pump stations (25), recycled water pump stations (6) and wells (30) and numerous construction management and inspection projects involving the aforementioned.
His experience includes new projects, as well as upgrade/rehabilitation/replacement of existing facilities. He will participate in condition assessment of the wells and pump stations for this project.
AKM has partnered with John Robinson Consulting to support in the Water Supply Analysis, Fracta to support in the Pipeline Replacement Program and DCSE for GIS/data support.
John Robinson Consulting – 1055 E. Colorado Blvd., Suite 500, Pasadena, CA 91106 Contact: John Robinson (626) 375-9389 [email protected] Fracta, Inc. – 2400 Broadway, Suite 220, Redwood City, CA 94063 Contact: Sayali Lokare (510) 816-2109 [email protected] DCSE – 23461 S. Pointe Drive #300, Laguna Hills, CA 92653 Contact: Haritha Vendra (949) 465-3400 [email protected] Combined as a group, we offer the City of Glendora a superb team that will provide full efficiency and attention to all elements of project detail as well as provide technical and managerial depth ensuring the development of a successful water master plan update and rate study within the desired schedule.
We have reviewed all available documents in detail, and familiarized ourselves with the City’s water system and rate structure to the extent possible. We have the resources to complete the project within the schedule requested by the City.
AKM maintains the potable water models for the City of San Clemente, City of Seal Beach, City of Ontario, City of Tustin, South Montebello Irrigation District, and Montebello Land and Water Item #9. Page 58
Meeting Date: 2/8/2022 / Packet Page #: 262
City of Glendora
Water Master Plan and Rate Study
AKM Prop. 21-1095 CL/TOC - 3
Company, as well as the recycled water models for West Basin Municipal Water District and Moulton Niguel Water District. AKM uses these models to conduct as needed special studies.
Our Project Team members have prepared model manuals and conducted training for agency staff in the use, maintenance, and updating of the models.
AKM has reviewed the agreement and is willing and able to execute the contract. AKM is an equal opportunity employer. AKM is able to comply with all insurance requirements as shown on insurance checklist in the RFP. Our proposal is valid for 90 days from the date of our submittal.
The cost of printing, mileage, telephone, mailing, and other expenses incidental to the performance of the main items for the preparation of the Water Master Plan and Water Rate Study are included in the hourly rate schedule of the fee proposal and there will be no additional charges.
We appreciate the opportunity to submit our proposal, and look forward to being of service to the City of Glendora on this most important project. Should you have any questions or require any additional information, please do not hesitate to contact the undersigned.
Sincerely,
AKM Consulting Engineers
Diann Pay, P.E.
Principal
Item #9. Page 59
Meeting Date: 2/8/2022 / Packet Page #: 263
City of Glendora
Water Master Plan and Rate Study
AKM Prop. 21-1095 CL/TOC - 4
TABLE OF CONTENTS
SECTION Page
Cover Letter ............................................................................................................... CL/TOC -1 1 Company Background ......................................................................... Company Background -1 2 General Qualifications .......................................................................................... Experience – 1 3 Key Project Staff and Qualifications .............................................................................. Team – 1 References ................................................................................................................... Team - 6 Resumes ...................................................................................................................... Team - 9 4 Project Background...................................................................................................... Scope – 1 5 Project Understanding ................................................................................................. Scope – 2 6 Phase 1 Scope of Work, Water System Condition Assessment and Water Master Plan ............................................................................................... Scope – 3 Task 1 – Project Management .................................................................................... Scope – 3 Task 2 – Data Collection and Review ......................................................................... Scope – 4 Task 3 – Water Demand Analysis .............................................................................. Scope – 5 Task 4 – Water Supply Analysis ................................................................................. Scope – 7 Task 5 – Planning Criteria .......................................................................................... Scope – 9 Task 6 – Water System Condition Assessment ......................................................... Scope – 9 Task 7 – Water Quality Evaluation ........................................................................... Scope – 10 Task 8 – Hydraulic Model Update ............................................................................ Scope – 10 Task 9 – Existing Water System Hydraulic Analysis ................................................ Scope – 14 Task 10 – Future Water System Hydraulic Analysis ................................................ Scope – 14 Task 11 – Capital Improvement Program ................................................................. Scope – 15 Task 12 – Pipeline Replacement Program ............................................................... Scope – 15 Task 13 – Water Master Plan Development ............................................................. Scope – 19 Task 14 – Final Report ............................................................................................. Scope – 19 7 Phase 2 Scope of Work, Water Rate Study ............................................................... Scope – 20 Task 1 – Project Management .................................................................................. Scope – 20 Task 2 – Data Collection and Review ....................................................................... Scope – 20 Task 3 – Water Rate Structure Analysis ................................................................... Scope – 21 Task 4 – Develop New Water Rate Structure and Regulations ................................ Scope – 24 Task 5 – Connection Fee Study ............................................................................... Scope – 27 Task 6 – Update Master Fee Schedule .................................................................... Scope – 27 Task 7 – Public Outreach and Meetings ................................................................... Scope – 27 Task 8 – Delivery of New Proposed Water Rates and Final Report ......................... Scope – 28 8 Project Schedule ........................................................................................................ Scope – 29 *** Cost estimate is being submitted under separated PDF document as requested in the RFP Item #9. Page 60
Meeting Date: 2/8/2022 / Packet Page #: 264
City of Glendora
Water Master Plan and Rate Study
AKM Prop. 21-1095 Company Background - 1
Section 1- Company Background
AKM Consulting Engineers is a multi-disciplined professional organization that specializes in providing water resources engineering services to public agencies. AKM has provided these services since its inception in 1990. AKM is a Small Business Enterprise (SBE) and has a single office located in Irvine, California.
The scope of services offered by AKM includes all facets of planning, design and construction management for potable water, recycled water, wastewater, and flood control projects. We have a long and distinguished record of providing on-call services to public agencies, through which we have maintained their hydraulic models; conducted repair and rehabilitation project services; as well as implemented capital improvement facility designs and construction management/support services.
A full listing of services offered by AKM is as follows:
PLANNING
Potable Water,
Recycled Water,
Waste Water,
and Storm Water
Master Plans
Economic/Financial
Planning
Conjunctive Use Planning
Sewer System
Management Plans
Rate Studies
Urban Water Management
Plans
Water Supply Assessments
POTABLE WATER, RECYCLED WATER, WASTEWATER, AND STORMWATER Master Plans
Water Treatment
Water Reclamation
Odor Control
Solids Handling
Outfalls
Collection Facilities
Storm Drains and Channels
Detention Basins
Permitting / Regulatory
Compliance
Pipeline and Transmission
Facilities
Wells
Storage Facilities
Pump and Lift Stations
Deficiency Reports and
Inventories
Capital and Facilities Plans
Improvement Plans
Hydraulic Analysis
Hydraulic Structures
Reservoirs and Lakes
Water Quality
TECHNICAL SERVICES
Supervisory Control
and Data Acquisition
(SCADA)
Geographic Information
Systems
Operations and Maintenance
CADD
Scheduling
CONSTRUCTION MANAGEMENT AND SUPPORT
Contract
Administration
Inspection
Construction
Management
Resident and Field Services
Procurement
Start-Up and Acceptance
Project Close-Out
Estimating
Schedule and Delay Analysis
Legal Name of Firm: AKM CONSULTING ENGINEERS, INC. 553 Wald, Irvine, California 92618
Year Firm Established: 1990
Contact Information: Mr. Diann Pay ([email protected])
Phone: (949) 753-7333 FAX: (949) 753-7320
General Description: California Corporation
Federal Employer ID: 33-0422066
Item #9. Page 61
Meeting Date: 2/8/2022 / Packet Page #: 265
City of Glendora
Water Master Plan and Rate Study
AKM Prop. 21-1095 Company Background - 2
Technical Staff
The technical staff of AKM is comprised of recognized experts in water resources planning, design, construction, operations and management. Every assignment is managed by principals of the firm to ensure that it receives detailed attention. All work is thoroughly reviewed by senior company officers prior to any milestone submittal or issuance of project documents.
Computer Applications
The achievement of superior engineering services is assisted by the continued implementation of advanced computer applications, modeling software, techniques and products. The office maintains in-house CADD capabilities, and engineering design work and computations are computer based. An in-house library of standard software application packages is maintained and continually updated.
Qualifications
AKM Consulting Engineers, by virtue of its extensive relevant experience, specialized training, local knowledge, and technical competence, provides high quality engineering services within established schedule requirements. Our staff members possess experience directly related to all facets of potable water, recycled water, and wastewater facility planning, design, and construction management/support.
Full client satisfaction is a corporate commitment at AKM. This is reflected in a very high repeat client base (over 90%), our standing in the industry as a premier water resources engineering company, low insurance rates, and a very stable work force.
Item #9. Page 62
Meeting Date: 2/8/2022 / Packet Page #: 266
City of Glendora
Water Master Plan and Rate Study
AKM Prop. 21-1095 Experience - 1
Section 2 – General Qualifications
AKM’s experience with similar projects is shown in this section of the proposal. Two example deliverable/reports are provided with the “Client Reference Worksheet & Sample Reports.pdf”.
WATER MASTER PLAN
BELLFLOWER-SOMERSET MUTUAL WATER CO. - 10016 FLOWER STREET, BELLFLOWER, CA 90706
CONTACT: STEVE LENTON- GENERAL MANAGER (562) 866-9980
[email protected]
CONTRACT AMOUNT: $ 247,160 YEAR COMPLETED: 2021
AKM STAFF: Z. KAYIRAN (PIC), D. PAY (PM), J. NITTA (PROJECT ENGINEER), H.
HERRERA (PROJECT ENGINEER)
The Bellflower-Somerset Mutual Water Company (BSMWC)
provides potable water service to its 2,350 acre service area, all within the corporate boundaries of the City of Bellflower (City).
The service area covers approximately 60 percent of the land within the City. BSMWC also wheels water through its system to the Bellflower Municipal Water System (BMWS) service areas and the Bellflower Home Garden Water Company (BHGWC) service area.
The current service area population estimate is 49,229 with 7,635 service connections. The potable water system consists of one closed pressure zone, 83.4 miles of pipeline ranging in size from 2-inches to 20- inches in diameter, 1 reservoir, 1 booster pump station, and 8 wells. The existing water production is about 5,800 AFY and imported water is only used as an emergency backup supply.
AKM created a hydraulic model in InfoWater using the BSMWC’s current Water GIS, as-built plans, recent water sales information, the latest land use information, and current operational settings. A system diurnal pattern was developed from SCADA data, and diurnal patterns for high water users were developed after installing Meter Master equipment on the service meters. The model calibration effort included the installation of 18 portable pressure data loggers. Adjustments were made to the model such that the model pressures were within 5% of the field data and the model reservoir levels were within 1 foot of the SCADA data. Extended period analyses were run for average day, maximum day and maximum day plus fire flow conditions. Performance evaluation criteria was developed and then used to conduct the hydraulic analyses of the existing system and identify areas of low pressures and high velocities in the distribution system.
AKM conducted condition assessment of the reservoir, booster pump station, and wells, based upon field inspections, review of maintenance / repair and staff interviews, and provided improvement recommendations, which addressed operational and condition issues.
AKM also conducted a risk assessment of the water pipelines. Likelihood of failure (LoF) scores was developed by Fracta using artificial intelligence, machine learning technology. Consequence of failure (CoF) elements and scores were developed and used along with the LoF scores within InfoAsset Planner, an ArcGIS based asset integrity management and capital planning software package, to conduct the risk analysis. A risk matrix was developed to determine recommended actions for each pipe.
Item #9. Page 63
Meeting Date: 2/8/2022 / Packet Page #: 267
City of Glendora
Water Master Plan and Rate Study
AKM Prop. 21-1095 Experience - 2
Similarities to Scope of Work
Development of potable water system hydraulic model using InfoWater software, including model geometry, demand allocation, and generation of diurnal patterns. Tied billing data to parcels for demand allocation
Conducted supply and storage analyses
Conducted existing and future system analyses under maximum day plus fire conditions Established evaluation criteria
Developed water demand factors
Condition assessment of vertical water facilities
Risk analysis of horizontal assets utilizing machine learning and InfoAsset Planner Developed Capital Improvement Project recommendations
WATER MASTER PLAN UPDATE
CITY OF ONTARIO MUNICIPAL UTILITIES COMPANY - 1425 S. BON VIEW AVENUE, ONTARIO CA 91761
CONTACT: MR. DENNIS MEJIA, UTILITIES ENGINEERING DIVISION MANAGER (909) 395-2682
[email protected]
A/E FEES: $298,000 YEAR COMPLETED: 2020 (UPDATE) 2012 (ORIGINAL) AKM STAFF: Z. KAYIRAN (PM), D. PAY (PE), J. NITTA (LEAD ENGINEER), H
HERRERA (STAFF ENGINEER)
The City of Ontario provides water service to an
area 31,345 acres. The existing population is
182,900 and is primarily concentrated in the
northern portion of the City, referred to as the
Original Model Colony. The southern portion of
the City (Ontario Ranch) primarily consists of
agricultural land uses but is planned to be
developed over the next 20 years. With the
development of Ontario Ranch, the ultimate
City population is estimated at 372,000.
The existing potable water system consists of
five (5) pressure zones, 584 miles of
transmission and distribution pipe ranging in
size from 2-inches to 42-inches in diameter,
seventeen (17) active wells, twelve (12)
reservoirs, six (6) active booster pump stations, 15 pressure reducing stations, seven (7) imported water connections, two (2) ion exchange treatment facilities, and 36,000 water service connections. The existing potable water demand is 33,200 AFY, which is supplied by 10,400 AFY of imported water and 22,900 AFY of local groundwater. Potable water demand will increase to 57,610 AFY at ultimate development of the service area. The City extracts groundwater from the Chino Groundwater Basin, and purchases imported water from the Water Facilities Authority and the Chino Basin Desalter Authority.
In conjunction with City staff, AKM developed detailed water use estimates for the City’s ultimate expected population. A number of resources were used to develop demand estimates for each type of land use specified in the City’s latest General Plan. A technical memorandum was submitted detailing each step taken in developing the demand factors.
AKM created a new hydraulic model in InfoWater using the City’s current Water GIS, as-built plans, recent water sales information, the latest General Plan land use, and current well, booster pump station, and pressure regulating station operational settings. Diurnal patterns for each pressure zone were developed from SCADA data, and diurnal patterns for high water users and residential Item #9. Page 64
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City of Glendora
Water Master Plan and Rate Study
AKM Prop. 21-1095 Experience - 3
usage were developed with the City’s advanced metering infrastructure (AMI). The model calibration effort included the installation of 30 portable pressure data loggers. Adjustments were made to the model such that the model pressures were within 5% of the field data and the model reservoir levels were within 1 foot of the SCADA data.
The City’s criteria was updated and then used to conduct analyses of the existing system.
Extended period analyses were run for average day, maximum day and maximum day plus fire flow conditions.
AKM is also Ontario’s on-call consultant for maintaining the water system model, and often perform future system analyses and fire flow runs for the City.
Similarities to Scope of Work
Development of potable water system hydraulic model using InfoWater software, including model geometry, demand allocation, and generation of diurnal patterns. Tied billing data to parcels for demand allocation
Conducted supply and storage analyses
Conducted existing and future system analyses under maximum day plus fire conditions Established evaluation criteria
Developed water demand factors
WATER DISTRIBUTION SYSTEM MASTER PLAN
LONG BEACH WATER DEPARTMENT - 1800 E. WARDLOW ROAD, LONG BEACH, CA 90805
CONTACT: JINNY C. HUANG-UY, P.E., SENIOR PROGRAM MANAGER (562) 570- 2346 [email protected]
CONTRACT AMOUNT: $ 484,820 YEAR COMPLETED: 2020
AKM STAFF: Z. KAYIRAN (PIC), D. PAY (PM), J. NITTA (PE), HERRERA (STAFF
ENGINEER)
Long Beach Water Department’s water service area
covers 50 square miles (32,000 acres). The current
population estimate is 490,000 with 93,414 service
connections. The sources of supply consist of
groundwater from the Central Basin and imported
water from Metropolitan Water District through
Central Basin Municipal Water District connections.
The system has two pressure zones, the Main Zone
and the Boosted Zone. The Main Zone includes two
tank farms, the Alamitos Tank Farm including 21
potable 3.3 MGD reservoirs (69.3 MGD total) and JW Johnson Tank Farm with 12 potable 3.3 MGD reservoirs (39.6 MGD total) maintaining hydraulic pressures. The Main Zone is supplied by a combination of imported water and groundwater treated and the Long Beach Groundwater Treatment Plant. The 32nd Street Booster Pump Station primarily utilizes water from the Alamitos Tank Farm to pump water into the Boosted Zone.
AKM developed a calibrated hydraulic water model in InfoWater using LBWD’s GIS database, asbuilt drawings, billing data, SCADA data, and AMI data. Meter Master equipment was used to develop customer-specific diurnal patterns for high water users in the distribution system. The Boosted Zone was used to develop a residential pattern, as this area is predominantly residential.
Diurnal patterns for commercial, institutional, irrigation, and mixed-use customers were developed from AMI data and SCADA data flow patterns after removing the high-water users and residential customers from the calculations. The model was calibrated with the support of the SCADA data and 40 additional pressure data loggers that were dispersed throughout the system during the calibration period (June – July 2019). AKM analyzed the system with extended period simulations for existing minimum, average, and maximum day scenarios, including peak hour demands and Item #9. Page 65
Meeting Date: 2/8/2022 / Packet Page #: 269
City of Glendora
Water Master Plan and Rate Study
AKM Prop. 21-1095 Experience - 4
fire flow analyses. A future maximum day scenario was generated to include known developments throughout Long Beach. Recommended improvement projects were developed to mitigate capacity deficiencies using the future maximum day scenario.
AKM also developed a scenarios to simulate a temporary shut-down of facilities so that large valves could be replaced at the Groundwater Treatment Plant. These scenarios were utilized to deterimine if major sources of supply could be shut down while still maintaining system pressures and a high level of service to LBWD customers. Using alternative sources of supply and modified capacities of groundwater from the treatment plant, AKM developed multiple scenarios and provided options on best-practice strategies for the temporary shut-down.
AKM oversaw a desktop risk assessment of LBWD’s water distribution system conducted by Pure Technologies (now a subsidiary of Xylem). This analysis included a Data Gap Analysis, which found any data inaccuracies in the GIS database, as well as any anomalies within the historic break data. Then a Risk Assessment was conducted by Pure Technologies, which included a Likliehood of Failure analysis using machine learning to predict future breaks, and a Consequence of Failure analysis using the triple-bottom-line approach. The information from the Risk Analysis was utilized to develop a comprehensive replacement program for LBWD to continue improving their system in an efficient manner and reduce any unforseen pipe failures in their system.
Similarities to Scope of Work
Development of potable hydraulic water model using InfoWater software Conducted supply and storage analyses
Conducted existing and future system analysis under maximum day plus fire conditions Established evaluation criteria
Risk analysis of horizontal assets using machine learning Developed water demand factors
WATER MASTER PLAN
CITY OF BUENA PARK - 6650 BEACH BLVD., BUENA PARK, CA 90622 CONTACT: MR. MICHAEL GRISSO, CURRENTLY WATER SERVICES MANAGER FOR CITY OF TUSTIN (714) 361-4719
A/E FEES: $387,000 YEAR COMPLETED: 2018
AKM STAFF: Z. KAYIRAN (PIC), D. PAY (PM), J. NITTA (ASSET. MANAGEMENT), J LOAGUE (CONDITION ASSESSMENT), G. HOBSON (CONDITION ASSESSMENT), H.
HERRERA (STAFF ENGINEER)
Buena Park’s water system service area covers 6.600 acres, with an existing population of 84,000 and 19,400 services. The sources of supply consist of groundwater from Orange County Groundwater Basin, and imported water through four connections to MWDOC’s West Orange County Feeder. The system has one large open zone (Zone 1) with the 20 mg Rosecrans Reservoir providing hydraulic control, normally served by wells; and four (4) closed zones normally served by OC-25 Turnout off the WOCF.
Rosecrans Booster Pump Station, located adjacent to the 20 mg reservoir can supply the closed zones when the imported water supply is out.
AKM prepared the system model from GIS, supplemented by asbuilt drawings, and billing data tied to specific parcels. Two diurnal demand patterns were developed. Customer specific diurnal curves were developed using Meter Master equipment, which were separated out from the zonal diurnal curves. AKM calibrated the model with the use of SCADA data and field pressures recorded with the use of 35 data loggers collected in August and Item #9. Page 66
Meeting Date: 2/8/2022 / Packet Page #: 270
City of Glendora
Water Master Plan and Rate Study
AKM Prop. 21-1095 Experience - 5
September 2017. AKM analyzed the system with extended period average day, and maximum day demand periods, including peak hour, as well as maximum day demands with fire flows. AKM developed mitigation projects for all identified capacity deficiencies.
AKM conducted what-if scenario analyses including: Loss of Rosecrans Reservoir, serving Zone 1 with the wells as a closed zone; Loss of MWD Supply, serving the closed zones with the Rosecrans Pump Station (7-day analysis); Providing ire flow to an area on the east side of the system from a connection with the City of Fullerton; Combining the lowest closed zone with Zone 1; Providing redundant supply to a closed zone; and Combining the two lowest closed zones into a single zone. Improvement recommendations were developed for all identified deficiencies.
AKM conducted condition assessment of the Rosecrans Reservoir, as well as all wells (the booster pump station was under construction during the project), based upon field inspections, review of maintenance / repair and staff interviews, and provided improvement recommendations, which addressed operational and condition issues.
AKM conducted an analysis of the horizontal assets’ likelihood of failure (LoF) by evaluating the remaining useful life (RUL) of the pipe network. Buena Park’s water system pipe data was inputted into Innovyze’s InfoMaster capital planning software. The failure/deterioration tools within InfoMaster evaluated the City’s pipe break historical data to calculate the survival probability curve.
The anticipated useful life was developed for each pipe material within the City, utilizing these results.
Similarities to Scope of Work
Development of potable hydraulic water model using InfoWater software, including model geometry, demand allocation, and generation of diurnal patterns. Tied billing data to parcels for demand allocation
Conducted supply and storage analyses
Conducted existing and future system analysis under maximum day plus fire conditions Established evaluation criteria
Developed water demand factors
Condition assessment of vertical water facilities
Analysis of horizontal assets utilizing InfoMaster capital planning software
WATER MASTER PLAN
CITY OF CAMARILLO - 601 CARMEN DRIVE, CAMARILLO, CA 93010 CONTACT: LUCIA MCGOVERN, DEPUTY DIRECTOR/ENVIRONMENTAL ENGINEER – (805) 388-5334 [email protected]
A/E FEES: $303,000 YEAR COMPLETED: 2016
AKM STAFF: Z. KAYIRAN (PIC), D. PAY (PM), J. NITTA (PE), J. LOAGUE (STAFF ENGINEER), G. HOBSON (STAFF ENGINEER), H. HERRERA (STAFF ENGINEER) Camarillo’s water system service area covers 6.200 acres, with an existing population of 43,000. The sources of supply consisted of groundwater from Fox Canyon Aquifer (42%) and imported water through Calleguas Municipal Water District (58%). The City had been planning the North Pleasant Valley Desalter (NPVD) project to use groundwater for its entire supply. The NPVD project will also mitigate the rising groundwater levels and lower the total dissolved solids to make it suitable for potable use.
Item #9. Page 67
Meeting Date: 2/8/2022 / Packet Page #: 271
City of Glendora
Water Master Plan and Rate Study
AKM Prop. 21-1095 Experience - 6
AKM created the model of the potable water system from GIS, as built plans, and water billing records; calibrated the model with the use of SCADA data, field pressure recordings, and hydrant flow tests; conducted analyses of the system with the existing and future demands; assessed the condition of the system’s assets; formulated a capital improvement program to mitigate existing deficiencies, provide for future demands, and mitigate the condition deficiencies; and prepared of the Master Plan Report. AKM evaluated the system operation with imported supplies only, as well as with groundwater supplies following the construction of the NPVD project.
AKM conducted condition assessment of all reservoirs, wells, and pump stations based upon physical inspections, review of maintenance/repair records, and staff interviews, and provided improvement recommendations, which addressed operational and condition issues. AKM also evaluated the transmission and distribution pipes based upon break history and pipe age.
Similarities to Scope of Work
Development of potable hydraulic water model using
InfoWater software, including model geometry, demand
allocation, and generation of diurnal patterns.
Tied billing data to parcels for demand allocation
Conducted supply and storage analyses
Conducted existing and future system analysis under
maximum day plus fire conditions
Established evaluation criteria
Developed water demand factors
Condition assessment of vertical water facilities
Developed Capital Improvement Project recommendations Item #9. Page 68
Meeting Date: 2/8/2022 / Packet Page #: 272
City of Glendora
Water Master Plan and Rate Study
AKM Prop. 21-1095 Experience - 7
WATER RESOURCES MASTER PLAN UPDATE
IRVINE RANCH WATER DISTRICT - 15600 SAND CANYON AVENUE, IRVINE, CA 92619
CONTACT: BARKEV MESERLIAN, EXECUTIVE MANAGER OF ENGINEERING AND OPERATION AT WEST BASIN MUNICIPAL WATER DISTRICT (310) 660-6223 [email protected]
A/E FEES: $500,000 YEAR COMPLETED: 2015
AKM STAFF: Z. KAYIRAN (PM), D. PAY (PE), J. NITTA (STAFF ENGINEER), S.
PATTERSON (FIELD DATA COLLECTION)
AKM was responsible for preparation of IRWD’s
potable water system model, the Potable Water
System Hydraulic Model Report, and updates to
IRWD’s Water Resources Master Plan. The
hydraulic model included 22 open pressure zones, 5
closed zones, and 58 pressure reduced zones as
well as 1,332 miles of transmission and distribution
piping, 36 reservoirs, 35 booster pump stations, 26
wells, 15 imported water supply turnouts, 137
pressure regulating stations and 11 flow control
facilities. Water consumption data, geocoded water
meter locations, and Theissen polygons were utilized
to distribute and apply demands to the model
junctions. Ten (10) diurnal use curves were
developed from SCADA data and individual high
water user diurnal flow information to account for
different water use patterns throughout the study
area. The model was calibrated based upon SCADA
data and field pressure records obtained through
fifty-one (51) data loggers over the calibration period.
The existing system was evaluated with average day
and maximum day demands, which included the
peak hour demands. The system was also evaluated
with maximum day demand plus fire flow conditions.
Hydrant flow tests were conducted in the model
identified fire flow deficiency areas. The tests verified the model identified deficiencies in many areas. Where the field data did not match the model results, as-built records were reviewed, which discovered incorrect GIS data. The analyses were re-run with the corrected geometry, which then matched the field data closely. Fire flow deficiency mitigation recommendations included adjustments to PRS settings.
The existing and future system capabilities were evaluated during two (2) emergency events: the outage of the Metropolitan Water District of Southern California (MWD) Diemer Treatment Plant and the outage of the Dyer Road Well Field (IRWD’s primary groundwater supply) 54-inch transmission line. The analysis showed that system could not recover if the Diemer Plant outage is unplanned and Zone 1 Reservoir level is lower than 21 feet at the start of the outage with future demands. Unplanned outage of the Dyer Road Wellfield resulted in a similar deficiency. The results of the hydraulic analyses were utilized to update IRWD’s capital improvement program.
Similarities to Water Master Plan, Scope of Work
Development of potable hydraulic water model using InfoWater software, including model geometry, demand allocation, and generation of diurnal patterns.
Item #9. Page 69
Meeting Date: 2/8/2022 / Packet Page #: 273
City of Glendora
Water Master Plan and Rate Study
AKM Prop. 21-1095 Experience - 8
Conducted supply and storage analyses
Conducted existing and future system analysis under maximum day plus fire conditions Established evaluation criteria
Developed water demand factors
Developed Capital Improvement Project recommendations
WATER MASTER PLAN
CITY OF NORWALK 12700 NORWALK BLVD., NORWALK, CA 90650
CONTACT: GRISSEL CHAVEZ, CURRENTLY DIRECTOR OF SAFETY (562) 929 – 5729 A/E FEES: $120,718 YEAR COMPLETED: 2014
AKM STAFF: Z. KAYIRAN (PM), D. PAY (PE), J. NITTA (STAFF ENGINEER), J.
LOAGUE (STAFF ENGINEER), H. HERRERA (STAFF ENGINEER), S. PATTERSON (FIELD DATA COLLECTION)
The Norwalk Municipal Water
System (NMWS) serves an
estimated population of 18,500
through 5,362 service
connections in portions of the City
of Norwalk, the City of Artesia,
and a small unincorporated Los
Angeles County area. Golden
State Water Company, Park
Water Company, the City of
Santa Fe Springs and the City of
Cerritos provide water service to
the remaining areas of the City.
The service area covers 1,331
acres (2.1 square miles) and
includes nine non-contiguous
areas. The existing water system
facilities include approximately
291,800 feet (55.3 miles) of
distribution water mains, 3 operating wells, 7 interconnections, 1 imported water connection, 9 emergency interconnections, 5 pressure regulating stations. The system also includes a High Pressure Fire Pipeline System, which was constructed to serve fire flows to portions of the Central and West Service Areas, provide domestic supply to the Central Service Area through pressure regulating stations, and provide emergency backup to the West Service Area. The distribution system is made up of mostly cast iron pipe and asbestos cement pipe. The total demand is 2,134 acre feet per year (AFY)
The scope of work included developing a hydraulic system model based on the City’s existing water map in AutoCAD; allocating the existing system demands by connecting water sales data to parcels; developing diurnal demand curves based upon collected flow meter data; calibrating the hydraulic model utilizing pressure data collected utilizing data loggers and data from fire hydrant flow tests conducted; developing system criteria; conducting existing and future system analyses; preparing a phased and prioritized CIP; and preparing a Master Plan report.
This project also involved field investigation and analysis of a surging problem experienced in the City’s High Pressure Zone. The causes of the surges were identified through installation of pressure data recorders at the import water connection location and field testing to simulate the unintended shut down of one of the system wells. Based on field testing and analysis of results, detailed recommendations to remedy the surge issue were made in the Master Plan.
Item #9. Page 70
Meeting Date: 2/8/2022 / Packet Page #: 274
City of Glendora
Water Master Plan and Rate Study
AKM Prop. 21-1095 Experience - 9
Similarities to Water Master Plan, Scope of Work
Development of potable hydraulic water model using InfoWater software, including model geometry, demand allocation, and generation of diurnal patterns. Conducted supply and storage analyses
Conducted existing and future system analysis under maximum day plus fire conditions Established evaluation criteria
Developed water demand factors
Developed Capital Improvement Project recommendations
WATER MODEL DEVELOPMENT, CALIBRATION, & SYSTEM ANALYSES MESA WATER DISTRICT 1965 PLACENTIA AVENUE, COSTA MESA, CA 92627 CONTACT: KARYN IGAR, SENIOR CIVIL ENGINEER (949) 631-1291 CONTRACT AMOUNT: $ 123,000 YEAR COMPLETED: 2014
AKM STAFF: Z. KAYIRAN (PIC), D. PAY (PM), H. HERRERA (STAFF ENGINEER) Mesa Water District’s water system consists of a single closed zone primarily supplied by groundwater from the
Colored Water Treatment Plant, and groundwater wells,
all located in the north portion of the service area.
Because of their distance from the southerly part of the service area, the wells and the treatment plant pumps
have to be operated at higher pressures (90 to 100 psi).
Two forebay reservoirs and pump stations on the south
side of the system are used to boost pressures in this
area during high demand periods.
AKM was responsible for updating the District’s existing hydraulic model with new well and pump station
information; collecting SCADA and field data for use in calibrating the model; developing diurnal curves (spring, summer, fall, and winter weekday and weekend); and
documenting the model enhancements along with the
calibration method and results. Thirteen (13) portable
flow meters were placed in the field to monitor the usage patterns of the District’s high water use customers.
Portable pressure data loggers (11) were installed to
calibrate the model pressures to actual field pressure
data. Hydraulic analyses completed included average
day, maximum day, maximum day plus fire flow runs as
well as a pressure zone analysis and water age analyses with various operating scenarios, and water quality analysis with the average day and minimum day demands.
AKM conducted a Pressure Zone Analysis, which evaluated the feasibility of creating a new zone in the southerly portion of the system. This involved designating three (3) wells operating at lower pressures (40 psi) and providing supply to Reservoir 1 utilizing an existing 30-inch diameter transmission main, and pumping from Reservoir 1 into a new closed zone on the south side of 19th Street. The cost-benefit analysis showed that it was not feasible to create a separate pressure zone on the south side of the system. AKM recommended revisions to the District’s operations to provide greater efficiency of its pump station at Reservoir 1, which minimized recirculation of water in this closed system.
Item #9. Page 71
Meeting Date: 2/8/2022 / Packet Page #: 275
City of Glendora
Water Master Plan and Rate Study
AKM Prop. 21-1095 Experience - 10
As part of this project, AKM conducted water age analyses under various operating conditions and recommended consideration of reservoir management systems to improve water quality.
AKM also prepared water quality models and conducted chlorine residual analyses with the minimum day and average day demands. Seven (7) areas of low chlorine residuals were identified, where Mesa Water District conducted low demand period flushing to mitigate the problem.
Similarities to Water Master Plan, Scope of Work
Development of potable hydraulic water model using InfoWater software, including model geometry, demand allocation, and generation of diurnal patterns. Conducted supply and storage analyses
Conducted existing and future system analysis under maximum day plus fire conditions Established evaluation criteria
Developed water demand factors
Developed Capital Improvement Project recommendations
WATER RATE STUDY
CITY OF SIGNAL HILL: 2174 285TH STREET, SIGNAL HILL, CA 90755 CONTACT: MATT TRYON, WATER UTILITY SUPERINTENDENT (562) 989 – 7253 CONTRACT AMOUNT: $49,212 YEAR COMPLETED: 2019
AKM STAFF: Z. KAYIRAN (PIC), J. NITTA (PM)
Signal Hill’s water system includes a 2010 Census population of 11,465. The source of supply includes imported water from Central Basin Municipal Water District and groundwater that is pumped from Central Basin. The primary objective of the study was to identify existing revenues, expenses, debt services, and capital improvement projects to evaluate the City’s existing funding mechanism to provide adequate service.
The City’s existing operating expenses, water supply expenses and debt service were used to develop the expenditure model. The revenue model included an evaluation of the water demand, meter size, and meter type. Multiple financial models were developed to evaluate future rate increased to fund the City’s capital improvement projects.
The study included a financial analysis of the advantages and disadvantages of replacing the City’s existing Well 8. The up-front replacement cost, annual water supply costs, treatment costs, imported water costs, and debt service options were evaluated. It was determined that the replacement of Well 8 provided redundancy in supply, and it was also a less expensive source of supply, compared to imported water. Ultimately, a 5-year rate adjustment schedule was recommended to provide the necessary funds to replace Well 8, implement the CIP, maintain adequate reserves, and continue to provide proper service.
The water rate approval process included conducting focus group meetings and presentations to City Council, in accordance with the Proposition 218 process.
Similarities to Water Master Plan Update, Scope of Work Develop expenditure model
Prepare revenue model
Develop alternative financial plans
Preparation of water rate study report
City Council meetings
Item #9. Page 72
Meeting Date: 2/8/2022 / Packet Page #: 276
City of Glendora
Water Master Plan and Rate Study
AKM Prop. 21-1095 Experience - 11
WATER RATE STUDY
MONTEBELLO LAND AND WATER COMPANY: 344 E. MADISON AVE, MONTEBELLO, CA 90640
CONTACT: KEN BRADBURY, GENERAL MANAGER (RETIRED) (213) 500-5279 YEAR COMPLETED: 2018
AKM STAFF: Z. KAYIRAN (PIC), J. NITTA (PM)
Montebello Land and Water Company (Company) is located in the central portion of the City of Montebello (City). The Company’s service area includes approximately 1,187 acres or 22 percent of the total City. The potable water system includes two (2) pressure zones, seven (7) wells, two (2) pump stations, one (1) reservoir, and 31 miles of pipe.
An expenditure model was developed with the Company’s operating expenses, imported water costs, leased water costs, power expenses, and administrative expenses. The revenue model was developed from the previous fixed rates and consumption rates.
The financial analysis included the necessary changes to the previous water rates to fund the system operations as well as the Company’s capital improvement projects.
Similarities to Water Master Plan Update, Scope of Work Develop expenditure model
Prepare revenue model
Develop alternative financial plan
Preparation of water rate study report
FINANCIAL ANALYSIS AND RATE STUDY
City of El Segundo – 350 Main Street, El Segundo, CA 90245 Reference: Maryam Jonas, Principal Engineer (Retired)(818) 636-7953 Year Completed: 2014, 2009, 2004
AKM conducted financial evaluations of the water and sewer enterprises, and prepared rate studies for the City’s water and sewer utilities. The purpose of the study was to develop a rate structure that will provide adequate and stable revenues for operating the municipal water and sewer utilities as a self-sufficient enterprise consistent with Proposition 218. AKM presented the study to the City Council and the ratepayers in a public meeting as part of the Proposition 218 process.
FINANCIAL ANALYSIS AND RATE STUDY
Orchard Dale Water District – 13819 E. Telegraph Road, Whittier, CA 90604 Reference: Mr. Tom Coleman, Currently General Manager for Rowland Water District (562) 941-0114
Year Completed: 2012, 2006
AKM Consulting Engineers developed a long-range financial plan for the District’s water utility and updated its fixed and usage charges to adequately support the operation and maintenance expenses, funding regulatory compliance, funding reserves, as well as funding a $6 million capital improvement program. AKM developed an Excel based financial model including expenditure and revenue models. The revenue model was based upon the existing water meters and consumption records by billing period over the past five years. The expenditures were based upon historical records with increases for regulatory compliance. An Operation and Maintenance Fund, and a Water Consumption Fund were established. The updated Fixed Charges, created based on customer type, meter size and equivalent residential units, supports the Operation and Maintenance Fund. The updated Usage Charges, created based on the yearly capital improvement revenue requirement, supports the Water Consumption Fund.
Six alternative funding scenarios were developed and evaluated with the use of the financial model.
These consisted of implementing the capital improvement program over five, seven, and ten years, as well as increasing the fixed and usage charges immediately and over two years.
Item #9. Page 73
Meeting Date: 2/8/2022 / Packet Page #: 277
City of Glendora
Water Master Plan and Rate Study
AKM Prop. 21-1095 Experience - 12
As part of this study, AKM updated Orchard Dale Water District’s Additional Unit Charges and Fire Service Charges based on the cost of providing the service to the District’s customers.
The adopted plan includes annual inflationary increase based on annual increases in the consumer price index to keep up with inflation.
AKM participated in District Board workshops and a public hearing for adoption of the recommended financial plan and rate structure in accordance with Proposition 218 requirements.
AKM prepared the presentations in conjunction with the District. The presentation included a comparison of the average bills to those of the nearby agencies including the Valley County Water District, Walnut Valley Water Company, Rowland Heights Water District, Suburban Water Company, Golden State Water Company, La Habra Heights County Water District, San Gabriel Valley Water Company, and the City of Whittier.
FINANCIAL ANALYSIS AND RATE STUDY (2000, 2004, 2012)
City of Seal Beach – 211 Eighth Street, Seal Beach, CA 90740 Reference: Doug Dancs – Director of Public Works (562) 431-2527 x1321 Year Completed: 2012, 2004, 2000
AKM prepared an Excel based financial model including the expenditures and revenues. The expenditure model was based on historical data, and included operational and maintenance costs, regulatory compliance costs, and the master plan recommended capital improvement program costs. The revenue model was based upon the detailed customer meter information and the existing rate structure. Separate models were developed for the various alternative funding scenarios. Funding alternatives included a pay-as-you go scenario, as well as several combination pay-as-you-go/debt financing scenarios. Sensitivity analyses were conducted with the use of the model for these various scenarios.
AKM prepared a report summarizing the study and the recommendations for a six-year rate increase in the Capital Fund Charges and the commodity rates. AKM participated in council workshops, and assisted the City in preparing the notice of public hearing, responding to customer questions, and preparing the draft resolution for adopting the new rates. AKM attended the public hearing and responded to questions.
Item #9. Page 74
Meeting Date: 2/8/2022 / Packet Page #: 278
City of Glendora
Water Master Plan and Rate Study
AKM Prop. 21-1095 Team - 1
Section 3 – Key Project Staff and Qualifications
The engineering organization and the Project Team proposed by AKM Consulting Engineers are structured to respond to the technical and managerial requirements of the project by assigning very senior, highly qualified personnel to the work. They will function in a simple organization with clear lines of delegated authority and responsibility.
Our project manager will be the principal point of contact with the City of Glendora (City), and will have full technical and administrative responsibility for the work. All identified personnel will be assigned to the project. All project team members have long tenure with AKM, and we do not reassign or substitute staff assigned to specific projects. Any changes in Project Manager or key personnel must be approved, in advance, by the City. The following provides brief descriptions of their roles and experience. Any change of sub-consultants during the course of the contract will have prior approval by the City.
Detailed resumes describing specific experience of the Project Team members are included at the end of this section. The organizational chart is as follow:
Item #9. Page 75
Meeting Date: 2/8/2022 / Packet Page #: 279
City of Glendora
Water Master Plan and Rate Study
AKM Prop. 21-1095 Team - 2
Zeki Kayiran, P.E. | Principal-in-Charge and QA/QC Manager Registration: RCE, CA (C29330)
Mr. Zeki Kayiran, P.E., will be the Principal-in-Charge and QA/QC Manager, responsible for quality control /quality assurance for the project. He has 48 years of water resources engineering experience, including the completion of forty six (46) water and recycled water master plans; twelve (12) water rate studies; design of 38 wells, 44 water and recycled water pump stations, 16 reservoirs, and over 800,000 feet of transmission and distribution pipelines.
Mr. Kayiran will monitor methods and procedures of project implementation. His responsibilities will include reviewing work weekly with the Project Manager as well as at key milestones ensuring that the work product meets the high standards for technical excellence.
Diann Pay, P.E. | Project Manager
Registration: RCE, CA, C60298 (2002)
Ms. Diann Pay, P.E. is the Company’s Director of Planning. She has served as Project Engineer or Project Manager during the preparation of twenty six (29) water master plans and updates, and twelve (12) recycled water master plans and updates. She and her team developed calibrated models for nearly all these projects, including water quality models for some. She has managed the development of risk analysis for the Irvine Ranch Water District and East Orange County Water District sewer systems and for the water distribution systems for the Long Beach Water Department and the Bellflower Somerset Mutual Water Company. She has been responsible for conducting hydraulic analyses leading to pump selections for wells and pump stations, pressure reducing station valve selections, development of operational procedures for scheduled shutdown of major sources of supply, preparing model user manuals and training agency staff in model development and use; and conducting special studies as needed by AKM clients. She oversees the maintenance of the hydraulic models of several AKM clients.
Ms. Pay will be the Project Manager, and the responsible representative of AKM to the City.
Haly Herrera, P.E. | Lead Engineer – Water Master Plan
Registration: RCE, CA C92354
Ms. Haly Herrera was responsible for the development of calibrated hydraulic models for the Long Beach Water Department, City of Ontario, City of Buena Park, City of Norwalk, Mesa Water District, Irvine Ranch Water District, and Moulton Niguel Water District. She also updated the water model and ran analyses for the City of Corona, City of Alhambra, City of San Clemente, West Basin Municipal Water District, and Montebello Land & Water Company. Ms.
Herrera was responsible for developing and implementing the risk and reliability analysis for the Irvine Ranch Water District and East Orange County Water District sewer systems and led the effort for the risk and reliability analysis for the Long Beach Water Department’s and Bellflower Somerset Mutual Water Company’s water systems, which included using machine learning software to assess the risk of water distribution mains.
Ms. Herrera will be the Lead Engineer for the Water Master Plan.
Item #9. Page 76
Meeting Date: 2/8/2022 / Packet Page #: 280
City of Glendora
Water Master Plan and Rate Study
AKM Prop. 21-1095 Team - 3
Jon Nitta, P.E. | Lead Engineer – Water Rate Study
Registration: RCE, CA [2006] C69987
Mr. Jon Nitta has been responsible for the development of 16 calibrated hydraulic potable and non-potable water models, capital improvement programs, and water master plans, including the Long Beach Water Department, Irvine Ranch Water District, Moulton Niguel Water District, West Basin Municipal Water District, the Cities of Ontario, Buena Park, Seal Beach, Manhattan Beach, Port Hueneme, San Clemente, El Segundo, Inglewood and San Juan Capistrano.
Mr. Nitta used InfoMaster to evaluate the remaining useful life of Buena Park’s water pipelines, using the available break history data. In addition, Mr. Nitta was responsible for developing the risk and reliability analysis, utilizing the InfoMaster platform, for the Irvine Ranch Water District and East Orange County Water District sewer systems and the Bellflower Somerset Mutual Water Company water system. He made recommendations for consequence of failure and likelihood of failure elements, scores, and weightings. He also was instrumental in the development of the decision trees which prioritized the recommended facilities and action items.
In addition to his modeling and master planning experience, he has was the Project Manager or Staff Engineer for several water rate studies, including for the City of Signal Hill, Montebello Land and Water Company, City of El Segundo, City of Seal Beach, Orchard Dale Water District, and the City of Alhambra.
Mr. Nitta will be responsible for overseeing the water rate study, and due to his vast experience, he will also be consulted throughout the project on the hydraulic model development, hydraulic analyses, risk assessment, and development of the capital improvement projects.
Gary Hobson, P.E. | Facility Condition Assessment
Registration: RCE, CA C40779
Mr. Gary Hobson, P.E. has over 44 years of water resources engineering experience. His professional experience covers client and project management, planning, design, and construction support for a variety of water resources projects including the completion of water and wastewater treatment facilities, water/recycled water pump stations (32), reservoirs (25), pressure reducing stations (22), disinfection facilities (18), wells (31), and nearly 1 million feet of transmission and distribution system piping.
Specific areas of expertise covers advanced water treatment facilities, water wells, and pump stations, including design of 6 groundwater treatment plants; drilling, equipping, and rehabilitating of 33 potable water wells, and aquifer storage and recovery wells; as well as construction management and inspection of these facilities.
He has also worked on reservoir management systems for several clients and participated in quality control and value engineering teams for multi-disciplinary engineering projects.
Mr. Hobson will be responsible for condition assessment of the Reservoirs.
Item #9. Page 77
Meeting Date: 2/8/2022 / Packet Page #: 281
City of Glendora
Water Master Plan and Rate Study
AKM Prop. 21-1095 Team - 4
John Loague, P.E. | Facility Condition Assessment
Registration: RCE, CA C50292
Mr. John Loague, P.E., an AKM Principal, has over 37 years of responsible experience in the design and construction of water, recycled water, stormwater and wastewater pumping facilities. He has been responsible for successful completion of 25 potable water and 6 recycled water booster pump stations, and 30 wells. His experience includes new projects, as well as upgrade/rehabilitation/replacement of existing facilities.
Mr. Loague also has extensive knowledge of SCADA systems and has analyzed existing systems and worked with agencies in selecting SCADA systems to best fit their needs. He was the lead engineer in performing facility assessments for the Water Master Plans developed for the Cities of Camarillo, Norwalk, San Clemente, and Manhattan Beach.
Mr. Loague will be responsible for the condition assessment of the Pump Stations and Wells.
John Robinson, EIT | Water Supply Assessment
Registration: EIT
Mr. John Robinson has more than 25 years of experience in engineering consulting, construction management, project leadership/project management, operational/fiscal management and market sector strategy development focused most recently on obtaining local, State and Federal grants and/or loans for public agencies and special districts. Mr. Robinson’s experience encompasses a variety of water engineering, water reclamation and planning projects. The clients he has provided services to are mostly municipalities and cities in Southern California and Arizona. The following is a quick summary of his skill set including 1) Involved in over 35 feasibility/master studies and planning, technology evaluation and recommendations, preparation of study and design reports focused on recycled water including Title 22 facilities for customers (industrial and irrigation) as well as Advanced Water Treatment Facilities for groundwater spreading and injection; 2) Experienced in design of over 300 miles of new potable and recycled water pipelines; 3) Has been intimately involved with regulatory agencies (City of Long Beach Department of Public Health and State Water Resources Control Board Division of Drinking Water) with permitting jurisdiction over any recycled water facilities; and 4) Invested over 2,500 potential recycled water customer conversions and connected over 850 recycled water customers in Southern California including irrigation and industrial customers. He will be responsible for the Water Supply Assessment.
Fracta, Inc./ Sayali Lokare. | Risk Assessment
Registration:
Fracta, Inc. has developed a cutting edge condition assessment solution that uses Machine Learning (ML) to assess the condition and risk of drinking water distribution mains. The Fracta solution shifts asset operation and management from reaction to prevention. It helps avoid disruptive water main breaks, lower non-revenue water, better target leak detection, valve maintenance efforts, and educate key stakeholders on the true cost and risk of their aging water main infrastructure.
Model predictions get stronger as more data is processed. Fracta uses nation-wide geospacial Item #9. Page 78
Meeting Date: 2/8/2022 / Packet Page #: 282
City of Glendora
Water Master Plan and Rate Study
AKM Prop. 21-1095 Team - 5
information as well as tens of thousands of miles of water mains and historical break events to calculate Likelihood of Failure (LoF) and Consequence of Failure (CoF) to determine Total Risk.
Ms. Sayali Lokare will be the Project Manager for Fracta. She has been a GIS Product Engineer for Fracta since March of 2020. She has provided product development and technical support for Fracta’s platform, working with over 40 large, medium, and small municipal water utilities to understand their needs and challenges. Ms. Lokare will be responsible for analyzing the pipe asset and historical break data, data clean-up, importing the data into the Fracta Software Platform, and performing the LoF, CoF, and Total Risk analyses.
DCSE / Haritha Vendra, P.E. | GIS Support
Registration: RCE, CA C83423
DCSE is a California based Engineering/GIS consulting firm specializing in developing solutions to help municipal and quasigovernment agencies, engineering firms and private utilities. DCSE has a knowledgeable staff and well-rounded expertise to provide a broad range of integrated GIS services, from needs assessment and implementation to GIS data conversion, Geodatabase migration, and advanced application development. DCSE’s principals have been involved with GIS since the 1980’s. For more than a decade, they have applied GIS solutions to a variety of problems and have developed a diverse set of GIS skills.
Ms. Haritha Vendra will be the Project Manager for DCSE. She has over 20 years of experience in GIS and hydraulic modeling. She has worked with AKM Consulting Engineers on multiple water master planning and water model development projects. The most recent projects that AKM and DCSE have worked on together are the Water Master Plans for the City of Tustin, Bellflower Somerset Mutual Water Company, the City of Ontario, and the City of Buena Park.
Ms. Vendra has assisted AKM with tasks such as creating water atlas maps, updating GIS layers via atlas maps or as-built plans, preparing the GIS data for importation into the modeling software, mapping billing data so that it can be allocated to the model nodes, assigning demands to model nodes, and assigning elevations to model nodes.
Ms. Vendra will be responsible for obtaining GIS base map data, adjusting the existing model pipes and nodes to fit the base map, checking and assigning attributes to pipes from atlas maps, adding water facilities from 2017-2021 based on as-built plans, plotting water break data from hard copy reports, and creating a GIS meter layer based on billing addresses.
AKM Consulting Engineers has a long and distinguished track record in the performance of quality engineering services, specifically, in the areas of water and recycled water system master planning, system analysis, system hydraulic and condition assessment, facility design and associated construction support/construction management.
Specific examples of AKM's experience follow. These projects are representative of the types of work that the team members have completed, and are directly relevant for consideration within the content of the proposed projects. All projects were performed by the individuals listed for assignment and required a level of performance and addressed technical issues similar to those required by the City’s project. AKM was the “Prime” on the projects listed, and they were completed within budget and schedule.
AKM Client List with contact information can be found in the following table.
Item #9. Page 79
Meeting Date: 2/8/2022 / Packet Page #: 283
City of Glendora
Water Master Plan and Rate Study
AKM Prop. 21-1095 Team - 6
WATER MASTER PLANS
Completion Date Zeki Kayiran, P.E. Diann Pay, P.E. Gary Hobson, P.E.John Loague, P.E. Jon Nitta, P.E. Haly Herrera, P.E.
Bellflower Somerset Mutual Water Company
Contact: Steve Lenton
General Manager
(562) 866-9980 2021 PIC PM
PE SE
City of Ontario
Contact: Mr. Dennis Mejia,
Utilities Engineering Division Manager
(909) 395-2682
2021
2012 PIC PM
PE SE
Long Beach Water Department
Contact: Jinny C. Huang-Uy, P.E.
Senior Program Manager
(562) 570-2346 2020 PIC PM
PE LE
City of Buena Park
Contact: Michael Grisso
Currently Water Service Manager for the City of
Tustin
(714) 562-3687 2018 PIC PM SE PE SE
City of Camarillo
Contact: Lucia McGovern
Deputy Director of Public Works/Environmental
Engineer
(805) 388-5334 2016 PIC PM SE SE PE SE
Irvine Ranch Water District
Contact: Mr. Barkev Meserlian,
(Currently Executive Manager of Engineering
and Operations at West Basin Municipal Water
District)
(310) 660-6223 2015 PIC PM SE SE PE
City of Norwalk
Contact: Grissel Chavez
Currently Director of Safety
(562) 929 – 5729 2014 PIC PM SE PE SE
Item #9. Page 80
Meeting Date: 2/8/2022 / Packet Page #: 284
City of Glendora
Water Master Plan and Rate Study
AKM Prop. 21-1095 Team - 7
WATER MASTER PLANS
Completion Date Zeki Kayiran, P.E. Diann Pay, P.E. Gary Hobson, P.E.John Loague, P.E. Jon Nitta, PEHaly Herrera, P.E.
City of Seal Beach
Contact: Mr. Michael Ho
Currently City Engineer/Deputy Director of
Public Works at the City of Brea
(714) 990 -7657
2012
2003 PIC PM SE PE
City of Monterey Park
Contact: Mr. Rey Alfonso
Assistant City Engineer
(626) 307-1330 2012 PM PE SE SE
City of Port Hueneme
Contact: Andres Santamaria
Director of Public Works
(805) 986-6568 2011 PIC PE
PE
City of Manhattan Beach
Contact: Raul Saenz
Utilities Division Manager
(310) 802-5315 2010 PIC PM SE SE PE
City of Whittier
Contact: Mr. Leon Yehuda
City Engineer (Retired)
(949) 654-7811 2008 PM PE SE SE
City of Arcadia
Contact: Mr. Lubomir Tomaier
Principal Civil Engineer (Retired)
(310) 357-4592
2008
2002 PM PE SE
City of San Clemente
Contact: Mr. David Rebensdorf
Director of Utilities
(949) 361-6130
2007
1994 PM PE SE SE LE
City of El Segundo
Contact: Ms. Maryam Jonas
Principal Engineer (Retired)
(818) 636- 7953
2005 PM PE SE
Item #9. Page 81
Meeting Date: 2/8/2022 / Packet Page #: 285
City of Glendora
Water Master Plan and Rate Study
AKM Prop. 21-1095 Team - 8
WATER RATE STUDIES
Completion DateZeki Kayiran, P.E.Diann Pay, P.E.Gary Hobson, P.E.John Loague, P.E.Jon Nitta, P.E.Haly Herrera, P.E.
City of Signal Hill
Contact: Matt Tryon
Water Utility Superintendent
(562) 989-7253
2019 PIC
PM
Montebello Land and Water Company
Contact: Ken Bradbury
General Manager (Retired)
(213) 500 - 5279
2018 PIC
PM
City of El Segundo
Contact: Ms. Maryam Jonas
Principal Engineer (Retired)
(818) 636-7953
2015
2005 PM
LE
City of Monterey Park
Contact: Mr. Rey Alfonso
Assistant City Engineer - (626) 307-1330
2012 PM
LE
Orchard Dale Water District
Contact: Tom Coleman
Currently General Manager at Rowland Water
District
(562) 697-1726
2011
2007 PM
LE
City of San Juan Capistrano
Contact: Cindy Russell
Currently Director of Finance for the City of Brea
(714) 990 - 7676
2007
2000 PM
SE
City of Seal Beach
Contact: Mr. Doug Dancs
Currently Director of Public Works for the City of
Cypress
(714) 229 -6744
2003 PM
SE
KEY:
PIC - Principal-in-Charge
QA/QC - Quality Assurance / Quality
Control
PM - Project Manager HA - Hydraulic Analysis
PE - Project Engineer FE - Field Engineer
LE - Lead Engineer CA - Condition Assessment
SE - Staff Engineer
Item #9. Page 82
Meeting Date: 2/8/2022 / Packet Page #: 286
ZEKI KAYIRAN
Principal in Charge & QA/QC Manager
48 YEARS OF EXPERIENCE
31 YEARS WITH AKM
PROFESSIONAL REGISTRATION
Registered Civil Engineer, California (C29330)
EDUCATION
Master of Science, Civil Engineering – CSU, Long Beach
Bachelor of Science, Civil Engineering – Robert College Mr. Kayiran provides comprehensive technical and management expertise in the planning, design and construction
management/inspection of water resources engineering
projects. His professional background includes a blend of consulting engineering and academic experience, including parttime instruction in fluid mechanics and hydraulic design at California State University, Long Beach. For the past 15 years, he has been teaching water system planning, groundwater well and treatment facility design as part of the senior project design class at University of California, Irvine. His experience covers planning, design, and construction support, construction management and inspection services for potable water, recycled water, sewer, and storm water projects. Mr. Kayiran’s previous experience includes:
Water and Recycled Water Master Plans (46)
Water and Sewer Rate Studies (12)
Development of Hydraulic Models/Calibration
Condition Assessment of Pump Stations, Wells and
Reservoirs
Water and Recycled Water Supply Analyses
Water and Recycled Water Demand Assessment
Water and Recycled Water Seasonal Storage Analyses
Preliminary Design Reports, Alignment Studies, Plan
Preparation, Specifications, Estimates, Construction
Management and Inspection, and Construction Support for Water and Recycled Water Pump Station Designs (44)
Transmission & Distribution Pipelines (over 800,000 ft) Reservoirs (16)
Wells (38)
Storm Water Pump Stations (19)
Treatment Plants (16)
Expert Witness Services to Public Agency Clients
His experience related to this project includes:
Water Master Plan for the City of Long Beach – PIC
Water Master Plan for Bellflower Somerset Mutual Water Company – PIC
Water Master Plan Update for the City of Ontario (2) – PIC Water Master Plan Update for the City of Buena Park – PIC Water Master Plan for the City of
Camarillo –PIC
Potable Water Model for Irvine
Ranch Water District – PIC
Water Master Plan for the City of
Norwalk – PIC
Water Model for Mesa Water District
– PIC
Water Master Plan for the South
Montebello Irrigation District -
System Model and Evaluation (2) –
PM
Water Master Plan for the City of
Monterey Park – PIC
Water Master Plan Update for the
City of Ontario – PM
Water Master Plan for the City of
Seal Beach (2) – PIC / PM
Water Distribution System Master
Plan for City of Port Hueneme– PIC
Water Master Plan for the City of
Manhattan Beach– PM
Water Rate Study for the City of
Signal Hill – PIC
Financial Analysis and Rate Study
for Montebello Land and Water
Company - PIC
Water Rate Study for City of
Alhambra – PIC
Financial Analysis and Rate Study
for the City of Monterey Park
Financial Analysis and Rate Study
for Orchard Dale Water District (2)
Financial Analysis and Rate Study
for the City of El Segundo (2) – PM
Financial Analysis and Rate Study
for the City of Glendora (2) – PM
Financial Analysis and Rate Study
for the City of Seal Beach – PM
PIC = Principal in Charge
PM = Project Manager
PE = Project Engineer
Item #9. Page 83
Meeting Date: 2/8/2022 / Packet Page #: 287
DIANN PAY, P.E.
Project Manager
25 YEARS OF EXPERIENCE
25 YEARS WITH AKM
PROFESSIONAL REGISTRATION
Registered Civil Engineer, California (C60298)
NASCCO PACP, MACP, LACP (U-1003-947)
EDUCATION
Master of Science, Environmental Water Resources - UC,
Berkeley
Bachelor of Science, Civil Engineering - UC, Los Angeles Mr. Pay is the Director of Planning for AKM Consulting
Engineers. Her experience includes creating calibrated system hydraulic models, conducting analyses for master plans, hydraulic analyses for the design of pump stations and wells with the use of the system models she and her team developed, system water quality analyses, special studies, training agency staff in the use of the models, and maintaining models for many of AKM’s clients. Ms. Pay’s previous experience includes the following:
Water Master Plans (29)
Recycled Water Master Plans (12)
Development of Water Models
Model Geometry, Demand Allocation, Diurnal Patterns,
Peaking Relationships
Model Calibration
System Hydraulic Analyses
Preparation of Model User Manual and Training
Recycled Water Market and Demand Assessment
Evaluation of Irrigation and Commercial Customers
Analyze System Supply Restrictions
Comparison to Potable Water Costs
Condition Assessment of Pump Stations & Reservoirs
Risk Assessments (i.e. Likelihood of Failure and
Consequence of Failure)
Recycled Water Seasonal Storage Analyses
Interagency Shared Facility Studies
Hydraulic Analysis for Pump Selections for Pump Stations Recycled Water Pipeline Hydraulic Feasibility Studies Special Studies and Water Quality Analysis
Development of Capital Costs for Improvement Projects Her experience related to this project includes:
Water Master Plan for the City of Tustin - PM (ongoing) Interim Water Model for the City of Ontario - PM
Water Modeling for the PFAS Treatment Plant for the City of Tustin - PM
Water Master Plan for the Long Beach Water Department – PM
Water Master Plan for the Bellflower
Somerset Mutual Water Company –
PM
Water Master Plan Update for the City
of Ontario – PM
Water Master Plan Update for the City
of Buena Park – PM
Water Master Plan for the City of
Camarillo – PM
Water Model Development,
Calibration, and Hydraulic and Water
Quality Analyses for Mesa Water
District – PM
Water Master Plan for the City of
Norwalk – PM
Potable Water Model for Irvine Ranch
Water District – PM
Water Master Plan for the City of
Monterey Park – PE
Water Master Plan Update for the City
of Ontario – PM
Water Master Plan and Update for the
City of Seal Beach (2) – PE
Water Distribution System Master
Plan for the City of Port Hueneme –
PE
Water Master Plan for the City of
Manhattan Beach – PM
Water Master Plan for the City of
Whittier - PE
Water Master Plan Update for the City
of Arcadia (2) – PE
Water Master Plan Update for the City
of San Clemente – PE
Water Master Plan for the City of
Corona – PE
Water Master Plan for the City of El
Segundo - PE
Water Master Plan for the City of
Inglewood - PE
PM = Project Manager
PE = Project Engineer
SE = Staff Engineer
Item #9. Page 84
Meeting Date: 2/8/2022 / Packet Page #: 288
HALY HERRERA, P.E.
Lead Engineer for Water Master Plan
8 YEARS OF EXPERIENCE
8 YEARS WITH AKM
PROFESSIONAL REGISTRATION
Registered Civil Engineer California (C92354)
NASSCO PACP, MACP, LACP (U-1014-06022537)
EDUCATION
Bachelor of Science, Environmental Engineering -
University of California, Irvine
Ms. Herrera is a Senior Engineer for AKM Consulting Engineers.
She has been responsible for the development of calibrated hydraulic models for recent water and recycled water master plans completed by AKM. Ms. Herrera was responsible risk analysis for Long Beach Water Department and Bellflower Somerset Mutual Water Company horizontal assets, utilizing artificial intelligence and machine learning technologies. Ms.
Herrera’s previous experience includes:
Water and Recycled Water Master Plans
Development of Hydraulic Models
GIS Geodatabase and Model Geometry
Development of Diurnal Patterns (Seasonal)
Demand Allocation
Model Calibration to SCADA and Field Data
System Hydraulic Analysis
Model Manual Development
Capital Improvement Program
Recycled Water Market and Demand Assessment
Evaluation of Irrigation and Commercial Customers
Analyze System Supply Restrictions
Evaluate Time-of-Use Operations
Infrastructure and production cost evaluation
Sewer Diversion and Water Treatment Improvement
Cost Alternatives
Vertical Asset Register Population
Likelihood of Failure, Consequence of Failure, and Risk Assessments (Artificial Intelligence and Machine
Learning)
Skilled in InfoAsset Planner (formally InfoMaster)
Water Quality Analyses
Her experience related to this project
includes:
Water Master Plan for the City of
Tustin – LE (ongoing)
Interim Water Model for the City of
Ontario – LE
Water Modeling for the PFAS
Treatment Plant for the City of Tustin -
PM
Water Master Plan for Long Beach
Water Department - LE
Water Master Plan for Bellflower
Somerset Mutual Water Company -
LE
Water Master Plan for the City of
Buena Park – LE
Water Master Plan for the City of
Camarillo – SE
Water Model Development,
Calibration, and Hydraulic and Water
Quality Analyses for Mesa Water
District – LE
Water Master Plan for the City of
Norwalk – SE
Water Model Update for Montebello
Land and Water – PE
Recycled Water Optimization Study
for Moulton Niguel Water District – SE
Recycled Water Master Plan for
Moulton Niguel Water District – SE
Recycled Water System Model
Update and Calibration for the City of
San Clemente – Lead Engineer
Non-potable Water Model for Irvine
Ranch Water District – SE
Palos Verdes Lateral Feasibility Study
for West Basin Municipal Water
District – Lead Engineer
Haynes Feasibility Study for Long
Beach Water Department - LE
PE = Project Engineer
LE = Lead Engineer
SE = Staff Engineer
Item #9. Page 85
Meeting Date: 2/8/2022 / Packet Page #: 289
JON NITTA, P.E.
Lead Engineer for Water Rate Study
20 YEARS OF EXPERIENCE
20 YEARS WITH AKM
PROFESSIONAL REGISTRATION
Registered Civil Engineer, California (C69987)
NASCCO PACP, MACP, LACP (U-1106-4046)
EDUCATION
Bachelor of Science, Civil Engineering
University of California, Los Angeles
Mr. Nitta is a Principal Engineer with AKM Consulting Engineers.
He is an expert in developing calibrated hydraulic models and conducting system analyses using those models. He served as a Project Engineer or a Lead Engineer for the preparation of potable water, recycled water and sewer master plans;
conducted alignment and feasibility studies for numerous pipeline projects, as well as condition assessment of linear and vertical assets for public agencies. Mr. Nitta’s previous experience includes:
Water Master Plans and Updates (16)
Water and Sewer Rate Studies (14)
Recycled Water Master Plans and Updates (9)
Development of Hydraulic Models and Calibration
GIS Geodatabase and Model Geometry
Development of Diurnal Patterns (Seasonal)
Demand Allocation
Model Calibration to Field and SCADA Data
System Hydraulic Analysis
Model Manual Development
Capital Improvement Program
Recycled Water Market and Demand Assessment
Evaluation of Irrigation and Commercial Customers
Analyze System Supply Restrictions
Evaluate Time-of-Use Operations
Comparison to Potable Water Costs
Likelihood of Failure, Consequence of Failure, and Risk Assessments (Artificial Intelligence and Machine
Learning)
Conducted Hydraulic Analyses Leading to Pump Selections for Pump Stations and Wells
Recycled Water Pipeline Plan Preparation, Specification and Estimates
Evaluation of Efficiencies of Pall Backflow Microfiltration System Operations
His experience related to this project includes:
Water Rate Study for the City of Signal Hill – PM
Financial Analysis and Rate Study for
Montebello Land and Water Company
- PM
Water Rate Study for the City of El
Segundo - LE
Water Rate Study for the City of
Monterey Park - LE
Water Rate Study for the City of Seal
Beach – SE
Water Rate Study for Orchard Dale
Water District – SE
Water Rate Study for the City of San
Juan Capistrano
Water Master Plan for the City of
Compton - PE (ongoing)
Interim Water Model for the City of
Ontario - PE
Water Master Plan Update for
Bellflower Somerset Mutual Water
Company – PE
Water Master Plan for the Long Beach
Water Department – PE
Water Master Plan Update for the City
of Ontario – PE
Water Master Plan Update for the City
of Buena Park – PE
Water Master Plan for the City of
Camarillo – PE
Water Master Plan for the City of
Norwalk – PE
Potable Water Model for Irvine Ranch
Water District - PE
Water Master Plan and Update for the
City of Seal Beach – PE
Water Master Plan for the City of
Manhattan Beach – PE
Special Study of a Planned Outage for
the City of San Clemente - PE
PE = Project Engineer
LE = Lead Engineer
SE = Staff Engineer
Item #9. Page 86
Meeting Date: 2/8/2022 / Packet Page #: 290
GARY HOBSON, P.E.
Condition Assessment for Reservoirs
44 YEARS OF EXPERIENCE
18 YEARS WITH AKM
PROFESSIONAL REGISTRATION
Registered Civil Engineer, California 1986 (C40779);
Arizona 1989 (23777); Maryland 2006 (33551)
EDUCATION
B.S., Secondary Education
Indiana University Purdue University at Indianapolis
Post Graduate Studies, Civil Engineering
Indiana University Purdue University at Indianapolis
Mr. Hobson’s professional experience covers operations and engineering management, business and client development, program management, planning, design, and construction
support services for environmental and civil engineering projects. Specific areas of expertise include recycled water, potable water, wastewater, water reuse, and storm water systems requiring a broad understanding of complex technical issues. Mr. Hobson also participated on quality control and value engineering teams conducting condition assessments of water and wastewater treatment plants, pumping stations, storage reservoirs, and pipelines; and served for 3 years as contract District Engineer for the City of Corona Department of Water and Power. Mr. Hobson’s previous experience includes:
Water and Recycled Water Master Plans
Facility Condition Assessments
Preliminary Design Reports, Alignment Studies, Plan
Preparation, Specifications, Estimate, Construction
Management and Inspection, and Construction Support
Recycled Water and Water Pump Station Design (32)
Transmission & Distriction Pipelines (over 1,000,000 ft) Wells (33)
Pressure Regulating Stations (22)
Reservoirs (25)
Gravity Sewers and Forcemain
Sewer Pump Stations, and Treatment Plants
Design and Rehabilitation Services for Water and
Wastewater Treatment Facilities
His experience related to this project includes:
WATER MASTER PLANS
City of Buena Park
City of Camarillo
Irvine Ranch Water District
City of Manhattan Beach
City of Corona
City of San Clemente
RESERVOIR DESIGNS
Weir Canyon Reservoir Mixing
Study, City of Anaheim – PM
Reservoir 1A Rehabilitation Project,
South Coast Water District – PE
Golden Lantern Reservoir Root
Intrusion Barrier Project, Moulton
Niguel Water District – PM
Reservoir No. 5A and 14 Chemical
Improvements, City of San
Clemente – PM
Reservoir No. 10 and 12
Rehabilitation, City of San
Clemente – PM
R-3 Reservoir, City of Corona – PM
574 Zone Reservoir, City of San
Clemente – PE
Sierra del Oro 4 MG Finished Water
Storage Tank – PM
Recycled Water Reservoirs, City of
Corona - PM
Jameson Reservoir, City of Corona
- PM
Wire Mountain Reservoirs (2), City
of Oceanside - PM
4 MG Pre-stressed Concrete Water
Storage Tank at the City’s Water
Treatment Plant for the City of
Roseville - PE
10 MG Pre-stressed Concrete
Water Storage Tank and DualPurpose Pump Station for the City of Roseville – Quality Control
Manager
PM = Project Manager
PE = Project Engineer
Item #9. Page 87
Meeting Date: 2/8/2022 / Packet Page #: 291
JOHN LOAGUE, P.E.
Condition Assessment for Pump Stations and
Wells
37 YEARS OF EXPERIENCE
29 YEARS WITH AKM
PROFESSIONAL REGISTRATION
Registered Civil Engineer, California (C50292)
EDUCATION
Bachelor of Science, Chemical Engineering
California State University, Long Beach
Mr. Loague has a broad background in the water resources engineering field encompassing the planning, design and construction of water, recycled water, stormwater and
wastewater pumping facilities. Mr. Loague's previous
experience includes the following:
Water and Recycled Water Master Plans
Facility Condition Assessment
Preliminary Design Reports, Alignment Studies, Plan
Preparation, Specifications, Estimates, Construction
Management and Inspection, and Engineering Services
during Construction
Recycled Water and Water Pump Station Design (31)
Transmission & Distribution Pipelines (over 1,000,000 ft) Reservoirs (10)
Wells (30)
Storm Water Pump Stations (15)
Sewer Pump Stations (55)
Pressure Regulating Stations
Gravity Sewers and Forcemain
Treatment Plants
SCADA System Evaluation
On-site Chlorine Generation Systems
Valve Replacement Phasing Program
His experience related to this project includes:
MASTER PLANS / FACILITY CONDITION ASSESSMENT
City of Camarillo
Irvine Ranch Water District
City of Norwalk
City of Seal Beach
City of Monterey Park
City of Manhattan Beach
City of Corona
City of Whittier
City or Arcadia
PUMP STATION DESIGNS
Linda Vista Booster Pump Station
Improvement Project, City of
Anaheim – PM
Pico Pump Station Improvements,
City of San Clemente – PE
Simon Ranch Pump Station &
Pipeline, City of Tustin – PE
Beverly Manor Booster Pump
Station, City of Seal Beach – PE
Rehabilitation of Reservoir No. 1
Booster Pump Station, City of
Fountain Valley – PE
Well No. 31 & Lampson Reservoir
Pump Station Upgrades, City of
Garden Grove – PE
Reeves Booster Pump Station, City
of San Clemente - PE
Camino Real Booster Pump Station
City of Arcadia – PE
Navy Booster Pump Station, City of
Seal Beach - PE
WELL DESIGNS, REHABILITATION,
& EQUIPPING
Beneta Well 2, City of Tustin – PM
Wells Wilson 1A and Citizens 9,
Long Beach Water Department –PE
Wells Commission 15 & 18, Long
Beach Water Department – PE
Well 15, Montebello LWC – PM
Well No.8, South Montebello
Irrigation District - PE
Edinger Well, City of Tustin – PM
Equipping of Well 12, City of Santa
Fe Springs – PM
Equipping of Lampson Avenue Well,
City Seal Beach - PE
Rehabilitation & Equipping of Well
15, City of Manhattan Beach – PE
PM = Project Manager
PE = Project Engineer
Item #9. Page 88
Meeting Date: 2/8/2022 / Packet Page #: 292
JOHN ROBINSON, EIT
Water Supply Assessment
25 YEARS OF EXPERIENCE
PROFESSIONAL REGISTRATION
Engineering-in-Training, CA
2016 Recycled Water Advocate of the Year - WateReuse
AWWA
EDUCATION
Bachelor of Science, Civil Engineering
California State University, Long Beach
Mr. Robinson has more than 25 years of experience in
engineering consulting, construction management, project leadership/project management, operational/fiscal
management and market sector strategy development
focused most recently on obtaining local, State and Federal grants and/or loans for public agencies and special districts.
He is an expert in developing comprehensive water,
wastewater, and recycled water master plans for public
utilities. He has been involved in 35 master plans/hydraulic modeling projects in Southern California and has acted as project manager for many similar integrated master
planning projects. He has a thorough understanding of all steps involved in master planning as well as his proven track record of completing the projects on schedule and within budget. Mr. Robinson’s previous experience includes:
Water Supply Master Plan, Watershed Conservation
Authority, Azusa, CA.
As the Project Manager and Project Engineer, Mr. Robinson prepared a Water Supply Plan for the Watershed
Conservation Authority’s Duck Farm Project. This Master Plan revised not only potable water but storm water,
groundwater and recycled water options to supply irrigation water to the facility. The scope included data collection and review of existing documents, multiple site visits, new service and water demand growth projections, development alternative water sources to increase water supply reliability, preparation of the draft and final master plan and a
presentation to the Board of Directors. (Completion Date:
2013)
Project Manager, Water Resources Master Plan,
Elsinore Valley Municipal Water District (EVMWD),
Lake Elsinore, CA
Mr. Robinson managed this project to develop a plan for additional water sources in the near future due to high growth in the region. This project evaluated 25 potential water sources to serve the District, created
three mixes, and recommended a future
water supply mix for the District. The plan
also outlined steps required to develop future
water supplies to meet the District’s growing
needs.
Project Manager, Water Distribution
Master Plan Update, Elsinore Valley
Municipal Water District (EVMWD), Lake
Elsinore, CA
Mr. Robinson was responsible for the overall
execution of the project, with the main focus
on planning for the additional water
infrastructure to handle expected growth in
the region. The project included updating
water demand projections, updating and
calibrating the existing hydraulic model, and
developing a capital improvement program.
Project Manager, East Los Angeles
District Master Plan, California Water
Service Company, Los Angeles, CA
Mr. Robinson served as project manager,
responsible for coordination, planning, and
execution of the project. The project involved
evaluating existing and future water
demands, water supplies, performing a
facility assessment, and evaluation of the
District’s water system. Key portions of the
project included development of a strategy to
identify locations for new groundwater wells,
including treatment, to increase groundwater
supplies to allocated amounts. Another key
portion of the project was development of a
facility inventory and condition assessment
of all of the District’s water facilities.
Project Engineer, Water Master Plan, City
of Riverside, Riverside, CA
Mr. Robinson was responsible for leading the
team and technical aspects of the project,
which included development of a 24-hour
H2OMAP Water model from the City’s GIS.
Item #9. Page 89
Meeting Date: 2/8/2022 / Packet Page #: 293
JOHN ROBINSON, EIT
Water Supply Assessment
25 YEARS OF EXPERIENCE
The project included evaluations of existing demands and projection of future demands based on empty parcels;
evaluation of the water distribution system for hydraulic deficiencies and future growth once the model was
developed; and development of a $160M capital
improvement program and infrastructure replacement
program. The project also included a non-potable supply assessment, evaluating the feasibility of using out-ofservice groundwater wells for use as non-potable supply for irrigation. After completion of the project, he is providing oncall hydraulic modeling and master planning services to the City to address developments or other pending issues.
Project Manager, Water System Master Plan, City of
Fountain Valley, Fountain Valley, CA
Mr. Robinson led the project team and oversaw technical aspects of the project, including development of a water system GIS from paper maps and creation of a hydraulic
model. The study also included a full water supply
evaluation, focusing on reliability and quality of the water supplies. Evaluation of the water system included a
hydraulic evaluation through build-out, a condition
assessment of existing facilities, an asset register compliant with GASB34, and development of a capital improvement
program. Mr. Robinson provided additional hydraulic
evaluation services to the City after completion of the report.
Project Manager, Water Master Plan, City of Ontario,
Ontario, CA
As the Project Manager, Mr. Robinson evaluated potable
water demand projections for both the existing city (Old Model Colony) and the recently annexed expansion (New Model
Colony) of Ontario. Mr. Robinson developed a 24-hour
hydraulic model from the City's GIS database in H2OMAP
Water. The hydraulic model included over 530 miles of
pipeline, 11 storage reservoirs, and over 20 pumping stations.
This model was calibrated for steady-state, 24-hour EPS, and 13-day EPS scenarios. Mr. Robinson performed extensive
hydraulic analyses of the City's water system for existing and build-out demand conditions. Hydraulic analyses also
involved evaluation of system reliability with water sources out of service and an extensive fire-flow evaluation for system deficiencies. In addition, Mr. Robinson assisted in the preparation of the City’s Capital Improvement
Program (CIP) which has a planning horizon of
year 2030.
Project Manager, Hi-Desert Water Master
Plan, Hi Desert Water District, Yucca Valley,
CA
As part of this project, Mr. Robinson assisted
in the development of a 24-hour hydraulic
model from the District’s GIS database in
H2OMAP Water. He was responsible for
identifying growth within the District’s service
area and developed water demand projections
based on existing vacant parcels. He also
evaluated the water distribution system for
hydraulic deficiencies under existing and future
demand conditions and developed an $8M
CIP, while assisting the prioritization of an
infrastructure replacement program.
Technical Manager, Recycled Water Master
Plan, City of Upland, Upland CA
Mr. Robinson is the technical lead for the
Recycled Water Master Plan for the City of
Upland. In this project, he is leading the team
to perform the project. The project includes
verification of existing recycled water
demands, development of a hydraulic model,
recommendations for proposed recycled water
system infrastructure including pipelines,
reservoirs, booster stations, and off-site
wastewater treatment facilities. An economic
evaluation will be performed to evaluate the
most cost-effective recycled water system,
ending with a Capital Improvement Program.
The project also includes development of
recycled water regulations and recycled water
standards.
Item #9. Page 90
Meeting Date: 2/8/2022 / Packet Page #: 294
SAYALI LOKARE
Risk Assessment
8 YEARS OF EXPERIENCE
FRACTA AI
EDUCATION
Master of Science, Environmental Planning – UC Berkeley Bachelor of Science, Architecture – R.V. College of
Architecture, Bangalore, India
Ms. Lokare is a Senior Data Engineer at Fracta AI. She is an environmental planner and geo-spatial analyst interested in applications of geo-spatial tools and softwares. Her previous experience includes projects for mapping environmental
governance, risk management, transportation mapping,
drinking water systems, watershed management and
stormwater water management. She has worked with a range of different water industry professionals including hydraulic modelers, water engineers, asset managers and program
managers to assist them in using better data and better technology to improve the accuracy of their analyses for efficient management of drinking water systems.
While working for Fracta AI over the past two years, Ms. Lokare has provided technical support for Fracta’s platform, working consistently with 40+ large, medium, and small municipal water utilities to understand their needs and challenges. She was in a technical sales role for product and new feature demonstrations for 100+ clients. She has provided data cleaning services to digitize, clean and format water network data in order to ensure high accuracy using machine learning algorithms using SQL, GIS softwares and python. She also used geospatial analytics and python scripting for developing key features of the platform for calculating cost and risk exposure of a water utility’s assets across different geographies.
Skill Set
Geo-spatial scripting tools
SQL Python
Jupyter Notebooks
Geo-spatial Mapping:
Esri ArcGIS
QGIS
ENVI
Google Earth Engine API PostGIS - Postgresql
Model builder
Flood modelling- HEC HMS, HEC- RAS
AutoCAD
Projects/Client experience related to this
project includes Likelihood of Failure,
Consequence of Failure, and Total Risk
Analysis for:
City of Bartow
City of Beaverton
Village of Skokie
City of St.Petersburg
City of Everett
City of Bellevue
Granger Hunter Improvement
District
City of Miramar
East Bay Municipal Urban
District
City of Rio Rancho
City of Springfield
City of Topeka
City of West Slope
City of Winfield
Item #9. Page 91
Meeting Date: 2/8/2022 / Packet Page #: 295
HARITHA VENDRA, P.E.
GIS Support
20 YEARS OF EXPERIENCE
PROFESSIONAL REGISTRATION
Registered Civil Engineer, California (C85404)
Certified Geographic Information Systems Professional
(GISP 90290)
EDUCATION
Master of Science, Water Resources - University of Texas Bachelor of Science, Civil Engineering - Osmania University Ms. Vendra has over 20 years of experience in GIS and hydraulic modeling, and has specific experience with workflow
development, Azure DevOps for GIS project management, water system GIS, Utility Network, ArcGIS Online and Enterprise installation, configuration, and implementation. She is also highly experienced in using GIS, CAD, and modeling software for design and analysis.
Ms. Vendra has worked on projects involving parcel data conversion from COGO information and parcel fabric workflows.
She also worked on linking meters in GIS with related billing data, parcels, and landscape polygons. She has provided GIS support for demand forecasting based on land use at the parcel level.
She worked on a critical project analyzing parcel data through 6 counties in Southern California to identify candidates for a control group study. Haritha Vendra has extensive experience with parcel data management and maintenance, among other GIS expertise. At DCSE, she leads a dedicated team of GIS staff that take on challenging GIS projects and always delivers.
Skill Set
GIS Desktop and Extensions – ArcGIS Pro, ArcGIS Desktop
10.3.1, extensions - Data reviewer, Spatial Analyst, 3D Analyst, AutoCAD Map
GIS Databases – ArcSDE (MS-SQL Server, Oracle), ArcGIS Personal, Work Group and File Geodatabase, SQL Spatial; Expertise in Esri’s Local Government data model and related apps.
GIS Server – AGOL, Portal, ArcGIS Server
GPS – Trimble GeoXH Series, GPS Analyst, GPS Pathfinder Office, Esri ArcPAD
GIS Skills –Data conversion standard development; Spatial Analysis using 3D, raster and vector data, Utility network analysis; Route analysis; Data migration; Quality Assurance / Quality Control; Metadata Development; Setting up multiuser geodatabases with a versioned environment, Developing workflow for users to edit, maintain, and publish geodatabase; User Needs Analysis,
Specs development; GIS task
automation; GIS software
installation and testing.
Programming – Python, XML, HTML
Project Management –Microsoft
Project, Workflow development in
Microsoft Visio, Evernote, Microsoft
Office
RDBMS – SQL Server, Oracle
GIS Integrations – with Hydraulic
models; CMMS (Lucity, Hansen);
SCADA systems; Customer
Information Systems.
Hydraulic Modeling – EPANet,
InfoWater, InfoSewer, WaterGEMS,
WaterCAD, StormCAD, SewerCAD,
HEC-RAS, HEC-HMS
Other Software – Mapplet, Field
Mapplet, MapLibrary; Google Earth,
AutoCAD
Her project experience includes:
City of Riverside GIS Modernization
Central Arizona Water Conservation
District GIS Modernization
Irvine Ranch Water District GIS
Conversion
Contra Costa Water District GIS
Conversion
City of Glendale Water System GIS
City of Oceanside CMMS – GIS
Integrations
Moulton Niguel Water District Asset
Management Enabled GIS
City of Simi Valley Water System
GIS Upgrades
City of Los Angeles Bureau of
Sanitation Enterprise GIS
Item #9. Page 92
Meeting Date: 2/8/2022 / Packet Page #: 296
City of Glendora
Water Master Plan and Rate Study
AKM Prop. 21-1095 Scope - 1
Section 4 - Project Background
Existing Water System - The City of Glendora (City) owns and operates a potable water system serving an area encompassing approximately 11 square miles. The service area covers the majority of the City of Glendora as well as a portion of the Cities of San Dimas and Azusa and an unincorporated portion of Los Angeles County. The City provides water service to a population of about 45,550.
The City’s water system consists of 227 miles of pipe, 1500 fire hydrants, 8 active wells, 3 imported water connections, 29 active storage reservoirs, and 16 active pump stations. The City provides approximately 12,000 acre-feet (AF) of water each year via 13,500 residential and commercial water services.
The City’s water distribution system consists of 12 pressure zones served by reservoirs, 3 zones served by hydro-pneumatic systems, and 1 zone served through a pressure regulating station.
The system elevations range from 700 feet to 1,500 feet above sea level.
Source of Supply - The primary source of supply is local groundwater from the Upper San Gabriel Canyon Sub-basin and the Glendora Sub-basin of the Main San Gabriel Basin (Main Basin). The City has adjudicated water rights to 4.75261% of the Operating Safe Yield of the Main Basin. Additional groundwater can be pumped, which would be subject to a Replenishment Water Assessment. The groundwater supply is supplemented with imported water obtained from three connections with Three Valleys Municipal Water District (2,275 AF/YR at Tier 1 rate) and locally treated surface water and groundwater purchased from Covina Irrigating Company.
Today, water quality is also a major concern due to contamination of the Main San Gabriel Basin by disposal of chemicals dating back to World War II. Contaminants such as PFOS and PFAS are not being regulated by the Environmental Protection Agency (EPA). The City may need to construct additional treatment to ensure that the water provided to customers meets the current water standards.
Previous Water Master Plan - The City’s last Water Master Plan was completed in 2017 by Stetson Engineers, Inc. This study focused on recommendations that would improve and develop facilities for delivering potable water to customers. The high priority projects were related to replacing existing pipelines due to age, maintenance issues and frequent leaks (26,612 feet).
Medium priority projects included new or upgrades to existing pipe and three booster pump stations to provide required fire flows. Low priority projects included upgrades to existing pipes to reduce high head losses and replacement of aging pipes. The City has replaced 30,205 feet of pipe since 2017. Several of the pipe replacements were high priority project recommendations from the 2017 Water Master Plan.
Water Breaks - The City’s water system has experienced and average of about 300 leaks per year between 2013 and 2019. It is assumed a similar number of leaks occurred in 2020 and 2021. The number of leaks and the cost of emergency repairs is a major concern for the City.
Emergency repairs can cost up to four times or more than a normal pipe repair or replacement.
Pipeline breaks also cause unexpected street closures, serious damage to the surrounding area, and disruption to the daily lives of residents and businesses.
Water Rates – In September 2016, the City mailed customer notices regarding Resolution No.
CC2016-32, which included water rate adjustments to occur between 2017 and 2021. As this 5- year rate structure is coming to the end, the City is seeking to develop the rate structure that will be needed to fund the upcoming operations and capital expenses.
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Meeting Date: 2/8/2022 / Packet Page #: 297
City of Glendora
Water Master Plan and Rate Study
AKM Prop. 21-1095 Scope - 2
The City’s Two Year Budget for FY 2021-2022 and FY 2022-2023 includes actual revenue and expense data for FY 2019-2020. Per the budget, the City’s main sources of revenue was from the uniform base charge (quantity), the readiness-to-serve charge (fixed), the energy charge, and the purchase water charges. The energy charge was developed to fund the additional energy costs needed to pump water to higher hydraulic pressure zones. The purchase water charge was developed to fund the cost of imported water, which is more expensive than groundwater. The purchase water charge is applied to water usage that is greater than the Tier 1 consumption threshold. The City’s main expenses include, but are not limited to, production expenses, operations expenses, and capital improvement projects. The capital improvement projects, identified in the 2017 Water Master Plan, included $45 Million in projects over a 10 year planning period.
Section 5 – Project Understanding
The City of Glendora (City) is seeking to develop a comprehensive Integrated Water Master Plan and Water Rate Study that will enable the City to strategize planning and budgeting efforts to implement water system improvements in order to sustain a high level of supply, storage, recovery, treatment, and distribution reliability and efficiency for current demands, future growth, and emergency situations.
The primary goals of this study are as follows:
1. Develop a Water Master Plan document that can be used to guide improvements to the City’s water system through the established planning horizon
2. Develop project recommendations that includes repair and replacement of aging infrastructure, new facilities to accommodate planned growth or to meet existing and future regulatory requirements
3. Assess existing water rates and revenues
4. Recommend a better water rate structure to adequately operate and maintain the water infrastructure while ensuring a safe level of service to the City’s customers The City has prepared a comprehensive scope of work to develop the Water Master Plan and Water Rate Study. It is our understanding that there will be two phases for this project. Phase 1 will be the development of the Water Master Plan and Phase 2 will be the Water Rate Study. The City would like all work to be completed by the end of 2022.
An outline of the scope of work for the project is as follows:
PHASE 1
1. Project Management
2. Data Collection and Review
3. Water Demand Analysis – Current Water Demand; Unit Demand Factors; Future Water Demand; Diurnal Patterns and Peaking Factors
4. Water Supply Analysis
5. Planning Criteria
6. Water System Condition Assessment - Facility Condition Evaluations; Supply and Pumping Analysis; Storage Capacity Analysis; Pressure Management Study Item #9. Page 94
Meeting Date: 2/8/2022 / Packet Page #: 298
City of Glendora
Water Master Plan and Rate Study
AKM Prop. 21-1095 Scope - 3
7. Water Quality Analysis - Review Overall Distribution System Water Quality and Sampling Plan, Review the Current Blending System Operation, Review Water Source Quality of the City’s Four Inactive Wells
8. Hydraulic Model Update - Model Geometry, Connectivity, and Elevations; Model Demand Allocation; Facility Data and Operational Controls; Model Calibration
9. Existing Water System Hydraulic Analysis
10. Future Water System Hydraulic Analysis
11. Capital Improvement Program
12. Pipeline Replacement Program - Pipe Diameter, Age, and Material; Pipe Breaks; Risk Assessment; Project Development based on PRP
13. Water Master Plan Development
14. Water Master Plan Final Report
PHASE 2
1. Project Management
2. Data Collection and Review
3. Water Rate Structure Analysis – Revenue Model; Expenditure Model; Financial Plan
4. Develop New Water Rate Structure and Regulations – Proposition 218; Existing Water Rate Evaluation; Rate Structures Alternative; Nearby Agency Rates
5. Connection Fee Study
6. Update Master Fee Schedule
7. Public Outreach and Meetings
8. Delivery of New Proposed Water Rates and Final Report Section 6 - Phase 1 Scope of Work, Water System Condition Assessment and Water Master Plan
The City has developed a very detailed scope of work, which we acknowledge in its entirety. Our approach to the work will not repeat the same wordings as stated in the RFP’s scope of work, but will follow and describe the project’s critical issues and how we propose to solve them Task 1 Project Management
A capable and effective project manager is critical to the success of the Water Master Plan effort.
Diann Pay, P.E. will serve as AKM’s Project Manager. She will serve as the primary point of contact with the City and facilitate all communication with City staff. She will also direct and facilitate the completion of all project management related tasks and review all submittals before being submitted to the City.
Project meetings, project progress reports, and project updates shall be submitted as described in detail in the RFP. We will conduct several workshops with City staff throughout the project.
Based on our experience, the following workshops are anticipated:
1. Water Demand and Supply Analysis
2. Planning Criteria and Unit Costs
Item #9. Page 95
Meeting Date: 2/8/2022 / Packet Page #: 299
City of Glendora
Water Master Plan and Rate Study
AKM Prop. 21-1095 Scope - 4
3. Risk Assessment / Pipeline Replacement Program
4. Development of Capital Improvement Projects
5. Water Rate Study
In order to keep costs to a minimum, we have assumed that many of the meetings and workshops can take place on a virtual platform such as Zoom or Microsoft Teams. Since the start of the pandemic, this format has come to work well for AKM. It allows us to meet with clients more often without sacrificing the project budget. We will meet in person as needed and at the request of the City. When we go to inspect facilities in the field and deliver equipment for calibration purposes, we can also coordinate in person meetings to coincide with those visits.
Task 2 Data Collection and Review
As an initial step, we will meet with City staff to determine what information is available and can be used in developing the Water Master Plan. At a minimum, we will request the information shown on Figure 1. We will maintain a Data Tracking List throughout the project that will prioritize and track the data requested, the date received, the file types and names, and any notes associated with the data collected. The up-to-date data request list will be submitted to the City with the Weekly Project Updates.
Figure 1
Project Data Collection and Review
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Meeting Date: 2/8/2022 / Packet Page #: 300
City of Glendora
Water Master Plan and Rate Study
AKM Prop. 21-1095 Scope - 5
Task 3 Water Demand Analysis
Task 3.1 Current Water Demand: The system demand was 9,898 AF in 2020 (2020 Urban Water Management Plan). We will review historical production and purchase (supply) data from the past five (5) calendar years to establish an existing average day demand (ADD), minimum month demand, and maximum month demand and identify any trends in demand reduction. We will evaluate the effects of the water conservation effort by the City, economic conditions, and water use regulations when establishing the existing system demand. The production and purchase data inherently includes water losses and will therefore be utilized as the realized demand that the City’s water system experiences.
Typically production and purchase of water is greater than the quantity measured by customer billing data. We will evaluate the difference between the measured consumption and production and purchase data for the past 5 calendar years. The demands allocated in the water model will be representative of production and purchase data, which include the difference in volume from a few large meters which measure the purchase and production, and the thousands of small customer meters, which measure sales. It will account for non-revenue water use. Future system demand projections will account for estimated water losses.
If the total amount of water used for flushing and any other unmetered uses can be quantified, we will subtract this value from the average production and purchase values when determining the average day demand. Flushing is not an everyday activity and therefore flushing volumes should not be included as a part of unaccounted for (non-revenue) water. If it were to be included, the flushing volume would also be peaked for the model scenarios which would be an inaccurate estimate of the water used.
Task 3.2 Unit Demand Factors: We will develop unit demand factors using recent water billing data and its meter type or associated land use designations.
Figure 2 illustrates the technique whereby the billing data is linked to the GIS meter file and then utilized for distributing demands in the model. For this project, we will create a GIS meter file for the approximately 13,500 service meters, using the APN or addresses shown in the billing data.
Typically there is a one to one link from the billing data to GIS parcels in a single family residential area. This is not always the case in multi-family, commercial, or industrial areas. In these cases, we will locate the meters by address and/or route sequence numbers provided by the City. After the meters are included in a GIS layer, we will link the billing database with consumption values to the water meter GIS layer for use on this project.
We will create a land use layer in GIS by assigning each parcel with a land use shown on a map provided by the City’s planning department. We will then overlay the water meter layer and the land use layer. Then we will develop water duty factors by evaluating the water consumption for each land use designation. We will develop the average water duty factors for each land use category. We will utilize detailed development data, such as the number of residential units per meter or the square footage of commercial/industrial buildings per meter, if available to develop unit demand factors in units such as gallons per day/dwelling unit or gallons per day/thousand square feet. We will spot check the meter data with discrepancies between the meter type and land use designation, and we will remove any billing data with discrepancies, which would significantly affect the proposed water duty factors. The water duty factors will be used to calculate the future development demands.
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Meeting Date: 2/8/2022 / Packet Page #: 301
City of Glendora
Water Master Plan and Rate Study
AKM Prop. 21-1095 Scope - 6
Task 3.3 Future Water Demand: We will review the City’s General Plan and meet with the City’s Planning Department to identify all future development and redevelopment areas that will require future system demand estimates. Future development demands will be based on unit demand factors (see Task 3.2) and projected number of dwelling units and/or acreage, and square footage and/or acreage for commercial and industrial development.
The City’s 2020 Urban Water Management Plan estimated an increase in total demand from 9,898 acre-feet in 2020 to 11,581 in 2045. This is a 17 percent increase in demand.
The adopted Senate Bill No. 13, and the subsequent legislative requirements, such as AB 881, AB 68, AB 587, AB 670 and AB 671 will be taken into consideration when projecting future demands. This legislation has made the approval process for the construction of accessory dwelling units (ADUs) much easier in California, which will have an impact on future water demand.
We will also evaluate upcoming demand reductions that may be experienced as a result of Senate Bill 606 and Assembly Bill1668, which require reduction in indoor residential water use to 55 gallons per person per day through January 1, 2025, and 52.5 gallons per person per day by January 1, 2030.
Task 3.4 Diurnal Patterns and Peaking Factors: The maximum day demand (MDD) will be evaluated by reviewing daily historical SCADA data, if available. The MDD peaking factor (MDD/ADD) will be applied system wide in the hydraulic model to develop the MDD scenarios.
We will develop diurnal patterns and peaking factors during the calibration period, as shown on Figure 3. To develop diurnal demand curves for each of the City’s pressure zones, we will use SCADA data and/or field collected data for the storage tank levels, pump station flows, well flows, and imported water turnout flows (this is also available through the MWD website). The diurnal patterns will be applied to base demands in the model and the peak hour demands will then inherently be modeled in the MDD scenario.
Figure 2
Water Billing Data Linked to GIS
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Meeting Date: 2/8/2022 / Packet Page #: 302
City of Glendora
Water Master Plan and Rate Study
AKM Prop. 21-1095 Scope - 7
We will use the City’s advanced metering infrastructure (AMI) data to develop individual use patterns for high water users. We will first review billing data to identify the high water users and then request detailed AMI data from the City for use on the project.
Task 3.5 Water Demand Analysis Summary: We will submit a draft chapter of the Water Demand Analysis that summarizes existing and future water demands. We will also present the demand projections to City staff in a workshop format.
Task 4 Water Supply Analysis
With assistance from our subconsultant, John Robinson Consulting (JRC), we will evaluate the City’s existing water sources with regards to capacity, reliability, and water quality and compare these to existing and future demands. JRC has been working in the San Gabriel Valley since 1993 and has a working relationship with Main San Gabriel Valley Basin (Main Basin), Three Valley Municipal Water District, and Covina Irrigation Company. We will reviewed the City’s 2020 Urban Water Management Plan and Water Shortage Contingency Plan to gain a thorough understanding of the City’s plans for the future. We will provide new groundwater, imported and recycled water options to the City without any impediments being under contract with Main Basin.
Per the RFP, we will meet with the City’s Water Division Operations staff to knowledge-capture how they typically supply, blend, and deliver water to the system. It is understood that not every operational condition can be identified. We recognize that it is important to document typical operations in order to conduct hydraulic model simulations and identify potential improvement projects.
Figure 3
Typical Potable Diurnal Pattern
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City of Glendora
Water Master Plan and Rate Study
AKM Prop. 21-1095 Scope - 8
We have reviewed the Main Basin’s annual report and understand the City’s main source of water supply is groundwater pumped from the Main Basin. We will provide an assessment of the well system, common well configuration, well collection system, how water travels from the wells to the distribution system and the nitrate blending plant located at the City Yard. JRC has performed a similar assessment for Crescenta Valley Water District (CVWD) as they are looking to change their chlorination system to a chloraminated system in order to match blending opportunities for nitrates with imported water from Metropolitan Water District via Foothill Municipal Water District.
We will prepare a technical memorandum summarizing the current water quality conditions, future water supply projections, and long-term planning to mitigate potential impacts to the City’s groundwater supplies.
We will analyze the possibility of diversifying water supplies including projects to rehabilitate existing groundwater well sites, redevelopment of inactive well sites, possibility of development of recycled water projects and partnerships with neighboring agencies and businesses. JRC recently assisted CVWD to install a biological nitrate removal project with Proposition 84 grant funds and assisted the City of Monterey Park to redevelop inactive well sites with a Centralized Groundwater Treatment System (CGTS) with Proposition 84 grant funds. We also have experience in developing recycled water projects for several neighboring agencies, including Upper San Gabriel Valley Municipal Water District, Rowland Water District, and La Puente Valley County Water District. We can analyze and provide realistic and high probability of success projects to the City to evaluate.
Future deficiencies due to drought and lack of groundwater recharge (either naturally or imported water spreading) will require an evaluation of the potential for any future deficiency based on updated economic conditions and projections. We will review the following items as part of Task 4:
Existing water rights for groundwater
Hydrogeologic conditions of the Upper San Gabriel Basin and Canyon and Glendora sub -basins
Potential for development of additional local groundwater supply, including treatment and delivery infrastructure required for beneficial use
Future of additional groundwater and imported water availability San Gabriel Main Basin water supply
Potential for groundwater recharge using reclaimed water or stormwater capture Groundwater recharge using imported untreated supplies Finally, this task will evaluate the reliability of future water sources. As we always do with our clients, we will take a realistic and fresh approach to determining which water supply sources will be available in the future, and the quantity, quality, and cost to supply water from the various sources. We will investigate potential alternate sources of water and strategies if a future supply shortage is anticipated, such as:
New water production wells
New water treatment facilities
Water banking
Water conservation and rationing
Conjunctive use
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Meeting Date: 2/8/2022 / Packet Page #: 304
City of Glendora
Water Master Plan and Rate Study
AKM Prop. 21-1095 Scope - 9
Purchase of additional San Gabriel Main Basin water rights Stormwater capture and recharge
Recycled / Non-potable water
Task 5 Planning Criteria
We will review the City’s existing criteria from the 2017 Water Master Plan and evaluate its conformance to Title 17 and Title 22 of California Code of Regulations. We will recommend updates as needed. They will include performance evaluation criteria for source of supply, peaking factors, storage, fire flow requirements under Wildland Urban Interface, pumping capacity, redundancy, maximum and minimum pressures, minimum pipe size, as well as roughness coefficients, and velocity. We will consolidate all criteria in a separate section of the Master Plan Report. We will review each criterion with the City in a workshop format meeting prior to finalization.
Chapter 18.04.010 of the City’s Municipal Code adopts by reference the California Fire Code, 2019 Edition. Accordingly, we will ensure that the fire flow criteria is based on the 2019 California Fire Code. We will recommend specific criteria such as, maximum flow at each hydrant, maximum flow velocity in the system and private fire lines, and approved pipe materials, so that clear direction can be provided to the future developers. We will also consider any fire flow requirements specified in the latest International Wildland Urban Interface Code (IWUIC) prior to establishing the criteria.
We will closely review the City’s SCADA data and production and purchase history to establish reasonable maximum day and peak hour flow factors, which will be incorporated into diurnal flow curves and used in extended period simulations. The criteria established will form the basis of subsequent analyses in verifying the adequacy and redundancy/reliability of the system and, if necessary, formulating deficiency mitigation projects.
We will submit a draft chapter of the WMP report that summarizes the planning criteria. We will also present the criteria to City staff in a workshop format.
Task 6 Water System Condition Assessment
Task 6.1 Facility Condition Evaluations: We will evaluate the remaining useful life of the City’s aging infrastructure by reviewing as built plans, maintenance records, and conducting field investigations of the City’s following facilities:
Reservoirs (29 active)
Booster Pump Stations (21 active)
Wells (9 active)
Hydropneumatic Tanks (3 active)
Pressure Regulating Stations (3 active)
Emergency Interconnections (3 active)
For each facility, we will develop expected useful lives upon completing field investigations, reviewing the City’s existing maintenance practices, evaluating the recent rehabilitation projects, types of materials and equipment used, and industry standard practices. Improvement projects related to the condition of facilities will be included in the Capital Improvement Program. We will rank and prioritize the improvement projects based on the current condition of the facility, reliability and redundancy, and effects of the facility outage.
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City of Glendora
Water Master Plan and Rate Study
AKM Prop. 21-1095 Scope - 10
Task 6.2 Supply and Pumping Analysis: We will review and evaluate overall source capacity and pumping operations for distribution facilities. We will use the developed criteria to ensure that pumping capacity at each booster pump station is appropriate for various demand conditions, including maximum day plus fire demands.
Task 6.3 Storage Capacity Analysis: We will establish storage criteria and evaluate the adequacy of the storage for each pressure zone. Typically, three categories of storage are of importance: operational, emergency, and fire suppression. The entire system, as well as each individual pressure zone will be evaluated to determine the system’s ability to meet storage criteria. We will review SCADA data and conduct interviews with operations staff to identify the useable capacities of the existing reservoirs, and we will learn of any water quality issues that may be experienced at the reservoirs. We will recommend any necessary projects to improve the City’s existing storage facilities and address water quality issues. We will also determine if excess capacity exists and if older facilities can be removed from service.
Storage capacity will be evaluated for existing demands as well as future estimated demands.
Task 6.4 Pressure Management Study: We will evaluate pressures in each hydraulic zone and identify potential areas of high and low pressures. We will select locations for installation of pressure data loggers for purposes of calibrating the hydraulic model (see Task 8.4). The existing hydraulic model and 2017 Water Master Plan will be used to initially identify areas of high and low pressures. Then, we will consult with City staff and select locations for pressure data loggers to verify average zone pressure and critical areas within each zone. Critical areas may include locations near pump stations where water hammer and surge due to pump cycling is occurring.
Ultimately, recommendations for long term pressure management and monitoring will be made.
Task 7 Water Quality Evaluation
Task 7.1 Review Overall Distribution System Water Quality and Sampling Plan: We will review the City’s water distribution sampling plan as well as historical sampling records to determine if the sampling locations are representative of the distribution system. We will review the water source quality and make recommendations if treatment options should be explored. We will also run a water age analysis using the calibrated hydraulic model, review the distribution flushing program, and make recommendations on how optimal water quality can be maintained.
Task 7.2 Review the Current Blending System Operation: We will interview City staff to learn about the current blending system operation that occurs at the City Yard. We will make recommendations on how the City can maximize the use of local groundwater supply and possibly improve operational efficiencies. Improvements such as a reservoir management system or additional groundwater wells will be considered as possibilities.
Task 7.3 Review Water Source Quality of the City’s Four Inactive Wells: We will review any information the City can provide on the four inactive wells. We will make recommendations for an approach to bring these source back online. The recommendations may include analysis of water quality constituents and/or construction of treatment facilities.
Task 8 Hydraulic Model Update
A calibrated hydraulic model of the potable water system is an essential tool for analyzing the existing system conditions; planning for future expansions and facility replacements; evaluating water system operations; and to formulate the most feasible supply portfolio. The hydraulic model has to be developed and calibrated based upon the best information available, and be well documented so that it can be updated as changes occur in the system, land use planning, and sources of supply.
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City of Glendora
Water Master Plan and Rate Study
AKM Prop. 21-1095 Scope - 11
Our approach to hydraulic modeling and water resources planning assignments involve several basic procedures, which is illustrated on Figure 4.
Figure 4
Hydraulic Model Process Diagram
The current potable water hydraulic model was updated for the 2017 Water Master Plan using the H2OMap software, which is no longer supported. We will develop the hydraulic model with Innovyze’s InfowaterPro, which is a user-friendly software package that is fully integrated with ArcGIS. Models developed in InfowaterPro may be exported to EPANet, which is a public domain software that is free to copy and distribute. The hydraulic model development will consist of the following subtasks:
Task 8.1 Model Geometry, Connectivity, and Elevations: The facility geometry in the City’s existing hydraulic model was updated in 2017. The City believes that it accurately represents the water system except for projects that were completed since 2017. Therefore, the model geometry (pipelines) will be updated through the review of as-built plans, atlas sheets and discussions with engineering and operations staff. The City estimates that there are 15 plan sets or 30,205 feet of pipe have been constructed since the model was last updated. We will review these as-built plans and add the water facilities to the hydraulic model.
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City of Glendora
Water Master Plan and Rate Study
AKM Prop. 21-1095 Scope - 12
The geometry for wells, pump stations, storage tanks, pressure regulating stations, and imported water connections will be added or updated per as-built plans.
The model will include all mainline pipes (excluding fire hydrant laterals, service laterals, and private lines that do not loop the system). Model nodes will be added at the intersection of the pipes as needed.
Modeling information for each pipe will include unique identification numbers, service zone identification, diameter, length, and roughness coefficient. Pipe roughness coefficients will be developed based on pipe size, age, material, condition, and any available field tests. Material and age will be added to the model information per Task 12.1.
Model nodes will be located to represent points of intersection of pipes, ends of pipes, changes in pipe diameter or material, and/or locations where supplies are applied to the system. We will meet with City’s engineering and operation staff to review the system maps and clarify any discrepancies between the various sources of data and to identify all closed valves.
During the preparation of this proposal, we reviewed the City’s existing hydraulic model by importing it into InfoWaterPro. Upon importing the data, it does not seem that the model is spacially located on a coordinate system that matches the street and parcel maps in ArcGIS. We attempted to fit the model pipes to the map but we found that the pipeline alignments are misaligned or shifted from the actual pipeline locations. This issue was reported in Appendix F, Model Calibration Report, of the City’s 2017 WMP as well. We propose to adjust the pipe alignments so that they are located in the appropriate streets and match up with the basemap in ArcGIS. We will then recalculate the pipe lengths and add elevations to the model nodes using publically available elevation data. This process will result in more accurate model geometry and therefore help in the calibration process as well.
Task 8.2 Model Demand Allocation: We propose to use the most recent year’s water consumption data collected from water billing information to compute and distribute the demands in the hydraulic model. We will use the GIS meter file with linked billing data created in Task 3.2 to allocate each demand to the nearest model node on the mainline. This will result in a model with an accurate spatial distribution of demands and will inherently account for all high-water users at their actual locations.
We will adjust the meter billing consumption data for unaccounted for water to match the established existing minimum day, average day, and maximum day demands (Task 3.1). It will most closely represent the current water use, and will be the most appropriate data to use for model calibration.
Future demands will be assigned using water unit demand factors and the City’s future land use information. Typically, there are both transmission pipelines and distribution pipelines near major facilities, such as pump stations, reservoirs, and pressure regulating stations. To account for demands appropriately, we will make sure that demands are allocated to the distribution pipelines only. As described under Task 3.4, we will develop the diurnal water use patterns from the SCADA data and AMI data and apply them in the model.
Task 8.3 Facility Data and Operational Controls: We will obtain all facility (pump station, storage tank, pressure regulating station, well, turnout and interconnection) information from City.
Each facility will be modeled based upon as-built construction drawings, current operating conditions, and control strategies. We will input the pump curves into the model based on the latest field performance tests. Pump curves will have at least seven (7) points, including the shutoff, rated conditions or design point, maximum flow, and two points between the end points and the rated/design conditions point.
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City of Glendora
Water Master Plan and Rate Study
AKM Prop. 21-1095 Scope - 13
We will obtain all current facility controls and settings from City staff and SCADA information.
Following an initial review of facility control/settings information, we will interview City operations staff to develop further insight into the operation of the system and to discuss any operational problems that the system may be currently experiencing. If operational controls and settings change during different times of the year, we will set up separate control sets in the model to reflect the various operational conditions under the scenario being modeled.
Task 8.4 Model Calibration: At the beginning of the calibration effort, we will develop a calibration plan that summarizes the calibration procedures, data needs, and all requested assistance from City staff. We will propose a schedule for the work and clearly identify the task priorities.
We will calibrate the hydraulic model to data collected from field pressure measurements and from the SCADA system for a 2-week time period. Typically, a 24-hour period is selected from the two weeks of data for use as a calibration period, unless there are significant variations in water use and usage patterns between weekend days and weekdays.
We will request the following SCADA data in a minimum of 15 minute intervals:
1. Reservoir levels
2. Well pump flows and discharge pressures
3. Booster pump flows and discharge pressures
4. Pressure regulating station pressures
5. Pneumatic system data
6. Available system pressures
It is our understanding that there is one reservoir in the City’s system that may not have SCADA data due to communication issues. In this case, we will provide the City with a water level data logger (Photograph 1) that can be installed in the reservoir to collect the level data during the calibration period.
This device has stainless steel housing allowing it to be used in fresh water application. It can be placed in environments with up to 30 feet of water.
We will compare the model results to the SCADA data and field measured pressures to determine the accuracy of the calibration effort, including the 30 pressure data loggers installed (Photograph 2) throughout the system during the calibration work. Our proposal includes the cost to rent 30 data loggers for a one month period. We anticipate that City staff will install the data loggers. We will direct and oversee the field calibration data collection process. If the model results are close to the field measurements (no more than 5 percent deviation in pressures, booster station flows, and well flows; and tank levels to within 1 foot), the model will be deemed calibrated. Otherwise, we will determine the causes of the differences, make adjustments to the model, and re-run it until it closely matches the field conditions.
In addition, fire hydrant flow testing can be conducted to further refine the calibration of the hydraulic model. It should be noted that the comparison of model pressures to field recorded Photograph 2
Pressure Data Logger
Photograph 1
Water Level Data Logger
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City of Glendora
Water Master Plan and Rate Study
AKM Prop. 21-1095 Scope - 14
pressures during hydrant flow tests may vary due to unknown closed isolation valves in the field, unknown obstructions in the system, and discrepancies with the flowrate estimated in the field.
From previous calibration experience, we typically rely on the collected field SCADA data and pressure data more than fire hydrant flow testing for model calibration.
We propose to select up to 10 locations for fire hydrant flow testing, which will be conducted during the end of the calibration period. We expect that City staff will be available to assist in performing fire hydrant tests. We will use several additional pressure data loggers near the hydrants flowed to record actual conditions in each area during the hydrant flow tests. Likely, more than one hydrant will have to be opened in the same vicinity to develop sufficient flow velocity and pressure drop in the area for meaningful evaluations.
Task 9 Existing Water System Hydraulic Analysis
We will utilize the calibrated hydraulic model to conduct extended period simulations of the existing system and future conditions. The following subtasks describe the specific scenarios that will be evaluated.
The calibrated existing system model will be used to evaluate the following conditions:
Average day demands
Maximum day demands (peak hour conditions will be modeled in this scenario) The model will be used to evaluate the system pressures, pipe velocities, fire flow capabilities, adequacy of supply and storage, and reliability and redundancy.
Task 10 Future Water System Hydraulic Analysis
We will review the City’s latest General Plan/Housing Element and the City will provide detailed information on the known future developments. We will utilize the development information and water demand factors to estimate future demands, which will be applied in the model to develop the future system scenario (2026).
The future scenario will be used to analyze the impact of future developments and future fire flow conditions:
Average day demands
Maximum day demands (peak hour conditions will be modeled in this scenario) Maximum day demand plus fire flow
The model will be used to evaluate the system pressures, pipe velocities, fire flow capabilities, adequacy of supply and storage, and reliability and redundancy. Recommended pipe sizes will be based upon future conditions to ensure that the pipes will be sized appropriately for future developments.
Typically, for the fire flow analysis, the initial model simulation attempts to supply the entire fire flow from one location. This often results in low residual pressures at locations with larger fire flow requirements such as schools, commercial, and industrial land uses. In reality, fire-fighting often takes place by using multiple fire hydrants. Therefore, the areas identified with low residual pressures will be reanalyzed using simultaneous fire flow analyses, which allow fire flows to be distributed to multiple model junctions. This process is more manual and involves splitting of fire flows between multiple hydrants (typically 2 to 4), which is consistent with California Fire Code.
The analysis is then rerun to determine the residual pressures. Often, the system will then be able to meet fire flow demands, eliminating the system deficiencies initially identified. We use the future system scenario to run the fire flows because we want to be sure to make Item #9. Page 106
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City of Glendora
Water Master Plan and Rate Study
AKM Prop. 21-1095 Scope - 15
recommendations so that the system can meet the future demand conditions as well as the existing conditions.
Task 11 Capital Improvement Program
We will use the hydraulic model to identify the necessary system improvements to meet the system criteria for the existing and future model scenarios. We will develop a comprehensive capital improvement program (CIP) for the upcoming 20 year planning period, which will incorporate the improvement projects identified from the water system assessment (Task 6) and the hydraulic modeling analyses (Task 9 and 10), the City’s existing capital improvement program, recommendations from the 2017 WMP, and discussions and feedback from the City staff. City staff will be consulted to ensure that the recommended projects are reasonable and feasible for the City to implement.
As a part of Task 11, we will develop an age-based water system facility rehabilitation and replacement plan. Water facility age and discussions with City staff will be used to make recommendations for the timing of replacement and maintenance for the water facilities. This information will also be utilized in the prioritization of the recommended CIP projects. A prioritization matrix/method will be discussed, developed, and agreed upon with City staff and management. The CIP will be prioritized and phased over the planning horizon based on capacity, condition, financial feasibility, and economic feasibility needs with each project given a priority/ranking score.
Planning level cost estimates will be developed and provided in the CIP. Cost estimates for all recommended improvement projects will be developed based upon review of market costs for various infrastructure components as well as available recent construction bid estimates and staff input. Costs will be escalated to future years using historical construction cost inflation factors.
A summary of costs for each planning year by service area will be provided. The final report will include a discussion of the basis for the cost estimates and tables with individual project costs phased over the planning horizon.
Task 12 Pipeline Replacement Program
It is our understanding that the City’s water system has experienced an average of about 300 waterline breaks each year since 2013. The City has requested that a risk-based Pipeline Replacement Program (PRP) be developed utilizing an artificial intelligence (AI) tool to assess the risk and condition of water distribution mains to calculate the likelihood of failure, consequence of failure, and business risk exposure.
Task 12.1 Pipe Diameter, Age, and Material: A base map of the water system pipes with diameter, age, and material is needed to conduct a risk assessment of the pipes. The City’s existing hydraulic model contains the pipe sizes but generally not the age and material information. Age and material information will be added by reviewing the City’s water atlas maps that were last updated in 2012 and as-built construction plans, as needed.
Task 12.2 Pipe Breaks: The City maintains its pipe break reports in hard copy format. Based on the City’s summary database, 2,191 pipe breaks occurred from 2013 through 2019. It is estimated that an additional 300-400 breaks occurred in 2020 and 2021. For proposal purposes, it is assumed that there will be about 3,000 pipe break records available for review.
We will review all available pipe break reports from 2013 through 2021. We will create a GIS point layer representing the pipe break locations. The address, pipe size, and material description of the break will be utilized to map the approximate pipe break location on the mainline system pipes. If the pipe break report indicates that the break was caused by construction activities, it will not be plotted because these breaks are not due to the condition of the pipe.
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City of Glendora
Water Master Plan and Rate Study
AKM Prop. 21-1095 Scope - 16
Task 12.3 Risk Assessment: Risk relates to the probability of something bad happening, or the likelihood of a negative impact occurring, and how this can be avoided. Sometimes, risk is used to describe the severity of the consequence(s) related to a potential failure. Risk relates the combination of both Likelihood of Failure (LoF) and Consequence of Failure (CoF). Risk therefore takes into account the asset’s physical condition, as well as the impact that its failure would have on system performance and stakeholders.
We propose to use Fracta’s machine learning (ML)/ artificial intelligence (AI) technology to determine the LoF for the water pipes. Machine learning algorithms use historical and geospatial data, which can be large and complex datasets containing more variables than a human can process with current tools to develop pipe break predictions customized to a utility. The algorithm “learns” as more and more data is available and input into the system. It is an efficient way to incorporate large amounts of data and improve on results over time.
Fracta offers four primary modules. The first module is Fracta LoF, which is a complex AIbased and ML algorithm that provides a percentage score for each individual pipe segment and predicts which pipe segments have the highest risk of breaking in the next 1 - 2 years. The program will also report on the top five LoF drivers for every pipe in the system. Fracta LoF determines the statistical probability that a water main will fail, leveraging existing data with hundreds of variables. Input data will include data that is unique to the City’s water system, such as pipe attributes, main breaks, and hydraulic information. Global variables such as soil data, population, terrain, climate, location, and utility information will be obtained from other public sources/agencies such as U.S. Geological Survey (USGS), U.S. Department of Agriculture (USDA), and the U.S. Census Bureau.
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City of Glendora
Water Master Plan and Rate Study
AKM Prop. 21-1095 Scope - 17
The second module is the Fracta CoF, which determines the consequences, or severity, of the failure and quantifies the direct costs (i.e. pipe replacement or repair cost) and indirect costs (i.e. loss of water service, business disruption, traffic disruption, property damage, or environmental damage) costs related to of those water failures for each individual pipe segment. This is the cost that would be incurred if any particular pipe segment were to break unexpectedly. This allows an agency to run the CoF analysis on the entire network very quickly (just in a couple of hours), resulting in significant time savings. Fracta evaluates over 40 CoF factors that may be customized to the goals of the City to minimize the social, economic, and environmental impacts of future pipe failures. The CoF integrates with an agency’s hydraulic model to deliver very accurate results. The default costs are based on national averages but the costs will be adjusted specifically for the City. We will use recent bid results and the bidding environment expected during the planning period to determine the best costs to use for the CoF analysis.
The third module is the Fracta Total Risk (TR), which combines the LoF analysis and the CoF analysis. The TR monetizes the entire pipe system as a whole (as opposed to the CoF monetizing each individual pipe segment). For example, if it is desired to sort the data and see only the very highest LoF + only the very highest CoF, it can easily be done. The TR module gives an overall picture of the worst and best pipelines in the system based on LoF and CoF and can be utilized in generating a pipe rehabilitation/replacement program.
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City of Glendora
Water Master Plan and Rate Study
AKM Prop. 21-1095 Scope - 18
Task 12.4 Project Development based on PRP: Fracta’s fourth module is the Fracta Job Planner (JP), which is a query tool that takes the LoF, CoF, and TR analyses and assists in suggesting segments for replacement based on those analyses. JP can be utilized to group the most vulnerable pipes into individual improvement projects and streamline the cost, timelines, and resources needed for budgeting purposes. The improvement projects generated aim to create continuous segments of rehabilitation, but can be modified by the engineer to incorporate any additional recommended improvements in the vicinity. Critical information such as total risk reduction, risk reduction efficiency, project cost, and return on investment are available to compare, improve, and track the risk reduction and cost benefits of each project. JP will be used to optimize the Water Master Plan recommendations and capitalize on the insights gained from the LoF, CoF, and TR analyses.
We will develop planning level cost estimates and include them in the CIP. Cost estimates for all recommended improvement projects will be developed based upon review of market costs for various infrastructure components as well as available recent construction bid estimates and staff input. Costs will be escalated to future years using historical construction cost inflation factors.
A summary of costs for each planning year by service area will be provided. The final report will include a discussion of the basis for the cost estimates and tables with individual project costs phased over the planning horizon.
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City of Glendora
Water Master Plan and Rate Study
AKM Prop. 21-1095 Scope - 19
Task 13 Water Master Plan Development
The totality of the effort in developing the City’s Water Master Plan will be documented in a final report. We will develop the following report sections:
1. Executive Summary
2. Introduction
3. Study Area
4. Existing Water System
5. Water Demand Analysis
6. Water Supply Analysis
7. Planning Criteria
8. Water System Condition Assessment
9. Water Quality Analysis
10. Hydraulic Model Update
11. Hydraulic System Analysis
12. Capital Improvement Program
13. Pipeline Replacement Program
14. Appendices
As the project progresses, we will coordinate meetings with all necessary City departments and staff to present the master plan findings, methods, and procedures. Draft report sections will be submitted as they are completed so that the City has sufficient time to distribute and review. By the time the draft report is submitted, we will have already discussed with City staff things such as how the model is developed, water demand factors, the service criteria that the analysis is based on, the condition assessment/risk analysis methodology, and the preliminary findings of the hydraulic analysis. The draft report is expected to be fairly complete, excluding the Executive Summary and Appendices. We will submit the draft report electronically in PDF format.
Task 14 Final Report
The final report will be a compilation of all the aforementioned sections. We will meet with the City to discuss comments on the draft report. We will prepare a final report and submit five (5) hard copies to the City, an electronic copy of the report (PDF format), GIS layers created for the project and the computer model file (InfoWaterPro) on a USB flash drive.
Each section will be a summary of the work completed for this project. The assumptions, methodologies, analyses, and recommendations will all be described. As requested in the RFP, the CIP and pipeline replacement program recommendation projects will be prioritized and planned for implementation over a twenty year period. We will create a project sheet for each individual project that will have the following information: Project Title, Project Type, Impacted Zone(s), Purpose, 2021 Cost Estimate, Project Location, Project Description, Project Detail, and Project Map. Since it is currently unknown how many project sheets will ultimately be needed to be created, we have estimated hours for the development of these project sheets. If it is found that this estimate is considerably high or low once the CIP is established, we will discuss with the City how to address any potential budget concerns.
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City of Glendora
Water Master Plan and Rate Study
AKM Prop. 21-1095 Scope - 20
Section 7 – Phase 2 Scope of Work, Water Rate Study
The City’s most recent water rate study was completed in 2016, which established rates for the five (5) year period from 2017 through 2021, in compliance with Proposition 218. The City’s system dates back to early 1900s, and many components have reached the end of their useful lives. This is reflected in the many leaks and breaks being experienced. Additionally, the water quality (nitrates in the Glendora sub-basin) and quantity during drought conditions (Canyon subbasin) imposes limits on the use of the less expensive groundwater. In order to continue providing proper service to its customers, update its aging infrastructure, and provide for future increase in its customer base and/or demands, the City desires to conduct a financial evaluation including a rate study with a new rate structure and updated connection fees based upon the results of the Water Master Plan Update. The work of this task will develop short (5years) and long term (10 years) financial plans to provide a roadmap for adequate funding of the water enterprise’s obligation, conduct a cost of service analysis, and develop fair and equitable water rates in compliance with Prop 218 requirements. Additionally, it will develop fair and equitable connection fees for future development and redevelopment within the service area. The City of Glendora has developed a very detailed scope of work for this task, which we acknowledge in its entirety. Our approach to performing the scope of work is presented below.
Task 1 Project Management
Project meetings, project progress reports, and project updates shall be conducted as described in detail in the RFP. We will conduct three (3) workshops with City staff throughout the project.
Based on our experience, the following workshops are anticipated:
6. Development of Revenue Model and Connection Fee
7. Evaluation of Expenditure Model and Capital Improvement Projects
8. Analyses of Financial Plan Alternatives and Proposed Rate Structure In the initial meeting, we will discuss the data available for use in the study, as well as the assumptions to be used, including inflation rates and the City’s reserve policy.
Task 2 Data Collection and Review
The following information was reviewed during the proposal stage:
Two Year Budget for the 2021/2022 and 2022/2023 Fiscal Years 2020 Urban Water Management Plan
2017 Water Master Plan – Stetson Engineers
2004 Water Master Plan – AKM Consulting Engineers
Customer notice for City Council Meeting regarding Resolution No. CC2016-32, which included the proposed water rates between 2017 to 2021 (dated September 12, 2016) As an initial step, we will meet with City staff to determine what information is available and can be used to update the City’s water rates. We will maintain a Data Tracking List throughout the project that will prioritize and track the data requested, the date received, the file types and names, and any notes associated with the data collected. The up-to-date data request list will be submitted to the City with the Weekly Project Updates.
In addition to the data reviewed during the proposal stages, the data request will include but not be limited to:
Historical Individual Meter Consumption and Billing Data Existing Glendora Customer Water Rates
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City of Glendora
Water Master Plan and Rate Study
AKM Prop. 21-1095 Scope - 21
Three Valley’s Municipal Water District Imported Water Rates Covina Irrigating Company Water Rates
City of Azusa Power Rates
Southern California Edison Rates
Historical Water Revenue Data
Historical Production and Purchase Data
Historical Annual Operation and Maintenance Expenditures Historical Electrical Bills for all Water Facilities
Existing Fund Balance
Existing Debt Service
Existing Capital Improvement Program
Task 3 Water Rate Structure Analysis
The rate study will conduct a cost of service analysis, develop a financial plan, evaluate alternative rate structure elements, and develop fair and equitable rates in compliance with Proposition 218.
The cost of service analysis will include a revenue model and an expenditure model for use in the financial plan.
Revenue Model
AKM will develop a revenue model with recent consumption data, existing water rates, and water meter data. Initially, we will verify the accuracy of the revenue model by comparing the revenue model estimate to the actual revenues for the past year. In order to account for revenues adequately, we will study the customer’s meter size, type, and annual water use by tier and pressure zone. The customer
service area covers approximately
13,500 water meters, which are
billed on a bimonthly cycle.
The City’s Two-Year Budget for
the 2021/2022 and 2022/2023
fiscal years, the Water Operations
Fund (531) revenue is
summarized in Table 1 for the
2019/2020 fiscal year.
The City’s Two-Year Budget
shows that the City collected
approximately $22.3M in revenue
during the 2019/2020 fiscal year.
The uniform base charge,
readiness-to-serve charge,
energy charge, and purchase
water charge account for over
95% City’s water revenue during
the 2019/2020 fiscal year.
Revenue Type Revenue ($) % of Total
Interest Earning $361,294 1.62%
Inspection and Backflow $9,730 0.04%
Energy Charge $1,368,603 6.15%
Uniform Base $10,106,137 45.41%
Readiness-to-Serve $8,157,982 36.65%
Fire Service Charge $34,485 0.15%
Hydrant Meter Sales $5,700 0.03%
Meter Installation Fee $15,997 0.07%
Front Footage Charges $2,710 0.01%
Water Acreage Charges $6,009 0.03%
Reconnect Fees $10,876 0.05%
Water Bill Penalties $136,027 0.61%
Purchased Water $2,028,062 9.11%
Sales to Other Water Companies $6,431 0.03%
Miscellaneous $6,816 0.03%
Totals $22,256,859 100.00%
2019/2020 Fiscal Year Actual Revenue
Table 1
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City of Glendora
Water Master Plan and Rate Study
AKM Prop. 21-1095 Scope - 22
Expenditure Model
We will prepare an expenditure model which will account for all annual expenses. According to the City’s Two-Year Budget for the 2021/2022 and 2022/202 fiscal years, the Water Operations Fund (531) expenditures from the 2019/2020 fiscal year was $27.1M. This includes $5.0M that is transferred to the Water Capital Fund (530). The City’s Water Operations Fund (531) expenditures are summarized in Table 2 for the 2019/2020 fiscal year.
Table 2
2019/2020 Fiscal Year Actual Expenditures
AKM will work with the City to further break down the water operating expenses. We will develop a reasonable annual operations expense, after reviewing historical expenditure data. It is anticipated that the expenditure model will include but not be limited to:
Salaries and benefits
Water purchases
Pumping expenses
Chemical purchases
Supplies and materials
Assessments
Equipment and tools
Training
Regulatory compliance
Outside contract services
Existing debt service
Capital Improvement Program
We will meet with the City to identify any expected changes to the annual expenditures within the upcoming five (5) years, and a longer term of 10 years. We will incorporate any projected changes to the water supply and energy consumption costs from Three Valley’s Municipal Water District, Covina Irrigating Company, City of Azusa Power, and Southern California Edison, respectively.
Any information regarding the City’s existing bond and/or loan debt service will be reviewed, and the payment schedule will be incorporated in the expenditure model. At the time of the proposal, the bonds related to the City’s water utility include the 2012 Series A CSCDA Water and Wastewater Pooled Revenue Bonds ($14.8M) and the 2016 Series A Water Revenue Bonds Expenditure Type Expense ($) % of Total
General Government $5,674,931 20.96%
Public Service $16,342,716 60.36%
Public Safety $23,221 0.09%
Other Financing Source/Uses1 $5,034,987 18.60%
Total $27,075,855 100.00%
1 This represents the transfers for operating/capital
expenses.
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City of Glendora
Water Master Plan and Rate Study
AKM Prop. 21-1095 Scope - 23
($8.4M). Both bonds were issued to refund portions of existing bonds, in effect reducing the aggregate debt service. AKM will ensure that the principal and interest payments for all existing bonds are incorporated into the expenditure model.
As detailed in Section 2, AKM will develop a detailed Capital Improvement Program (CIP), upon completion of the 2022 Water Master Plan. Improvement projects will be based on the hydraulic model analyses, facility field condition assessments, and risk assessment of the horizontal assets.
Improvement projects that were identified during the proposal stages include upgrading older AMI meters, replacing SCADA radios, and rehabilitating or replacing the North Glendora Reservoir (320,000 gallon). In addition, capital improvement projects were identified from the 2017 Water Master Plan that have yet to be implemented. According to Appendix G of the 2017 Water System Master Plan, the City developed a water CIP through the 2026/2027 fiscal year. The 2017 water CIP is summarized in Table 3.
It should be noted that the City has anticipated annual capital expenses ranging between $5.0M to $6.1M between the 2022/2023 fiscal year and the 2026/2027 fiscal year. AKM will develop a comprehensive CIP that incorporates the new system improvement projects and any remaining improvement projects from the 2017 water CIP. We will identify a new comprehensive CIP implementation schedule and recommend adjustments to the water rates schedule to fund the improvement projects.
Operation and maintenance expenditures for future years will be adjusted for projected inflation.
The future CIP project costs will be estimated based upon projected increases in construction cost and the consumer price index.
Table 3
Existing Water CIP Schedule
YearHigh Priority Water Main Replacments1High Priority Water Main Replacments2
Medium Priority
Water Main Replacments3
Low Priority WaterMainReplacementsPump StationProjectsWell Projects ReservoirImprovementsGeneratorsBPS for Fire flowsZone ConnectionsTotal 2017/20184 $3,410,400 $0 $0 $0 $0 $125,000 $70,000 $0 $0 $0 $3,605,400 2018/20194 $1,463,300 $0 $0 $0 $440,000 $0 $300,000 $0 $0 $0 $2,203,300 2019/20204 $1,482,500 $289,200 $0 $0 $2,400,000 $0 $0 $0 $0 $0 $4,171,700 2020/20214 $0 $2,887,200 $0 $0 $300,000 $0 $1,150,000 $0 $0 $0 $4,337,200 2021/20224 $0 $1,984,200 $0 $0 $0 $0 $1,495,000 $0 $0 $0 $3,479,200 2022/2023 $0 $2,721,100 $1,267,500 $0 $0 $504,400 $462,300 $0 $0 $0 $4,955,300 2023/2024 $0 $0 $3,342,500 $0 $0 $259,800 $1,095,600 $0 $597,100 $0 $5,295,000 2024/2025 $0 $0 $2,650,300 $0 $0 $2,112,400 $490,500 $0 $246,000 $0 $5,499,200 2025/2026 $0 $0 $4,853,200 $0 $0 $0 $1,010,400 $0 $0 $0 $5,863,600 2026/2027 $0 $0 $380,700 $2,600,000 $0 $0 $1,560,900 $449,600 $0 $1,076,500 $6,067,700 Total $6,356,200 $7,881,700 $12,494,200 $2,600,000 $3,140,000 $3,001,600 $7,634,700 $449,600 $843,100 $1,076,500 $45,477,600 1 Projects based on maintenance records
2 Projects based on leak records
3 Projects based on hydraulic model fire flow analysis
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Water Master Plan and Rate Study
AKM Prop. 21-1095 Scope - 24
Financial Plan
The revenues calculated by the revenue model and the expenses from the expenditure model will be brought into the financial plan to evaluate the City’s ability to fund the operating and capital expenditures. The proposed rate structures will be adjusted through an iterative process. The model will be set up to evaluate the finances for ten (10) years, with the first five (5) years being used for the rate study.
The financial plan will be based on the current fund balance. It will be developed such that the minimum reserve fund is maintained by the City in all scenarios. AKM typically recommends that an agency’s reserve fund be large enough to cover one year of operating expenditures. We will meet with the City to determine its level of comfort with the minimum reserve fund goal.
Task 4 Develop New Water Rate Structure and Regulations The proposed water rate structure needs to support the City’s operations and capital expenditures for the upcoming five years, and maintain the desired level of reserves. We will use the revenue model, expenditure model, and financial plan, described in Task 3, to evaluate various funding mechanisms and potential water use scenarios for the proposed water rate structure.
Proposition 218
Proposition 218, (California Constitution Article XIII D), was enacted in 1996 for the purpose of setting rates and fees which are reasonable and proportional to the cost of providing service. The requirements for fairness are:
1. Revenues derived from fees and charges (such as water and sewer rates) shall not exceed the funds required to provide the property related service.
2. Fees and charges shall not be used for any purpose other than that for which they were imposed.
3. Fees and charges imposed shall not exceed the proportional cost of service attributable to the parcel upon which it is being imposed.
4. Service for which a fee is being imposed must actually be used by, or be immediately available to the owner of the property in question.
5. A written notice of the proposed fees and charges shall be mailed to the record owner of each parcel at least 45 days prior to the public hearing, when the agency considers all written protests against the charge.
a. A public agency cannot adopt increases in fees and charges above those included in the Proposition 218 notice.
We will work with the City to ensure that it is incompliance with all requirements of Proposition 218.
Existing Water Rate Evaluation
According to the Customer notice for City Council Meeting regarding Resolution No. CC2016-32, dated September 12, 2016, it is our understanding that the goals of the existing rate structure includes the following:
Purchase water rates are for the consumption that exceeds the City’s Tier 1 consumption threshold, and it is set up to cover the cost of importing treated water The quantity rate includes an energy component that is applied to customers located in higher hydraulic pressure zones.
Item #9. Page 116
Meeting Date: 2/8/2022 / Packet Page #: 320
City of Glendora
Water Master Plan and Rate Study
AKM Prop. 21-1095 Scope - 25
We will compare the volume of water that exceeds the current Tier 1 consumption threshold to the revenue collected for the purchase water rate component to evaluate if changes need to be made to the volume threshold or if adjustments need to be made to the current purchase water rate component.
For the customers within the higher hydraulic pressure zones, we will compare the pumping expenditures for supplying water to the higher pressure zones to the collected revenue from the energy component. We will recommend adjustments to the energy component rate, as necessary.
Rate Structure Alternatives
We will develop alternatives of the City’s financial plan and rate structure to study the City’s ability to provide adequate funding for its debt service, water operation, capital expenditures, and other obligations as applicable. During the early stages of the project, we will meet with the City to discuss the existing rate structure and possible variations to the revenues (commodity charges, pass through charges, readiness to serve charges, and energy charges) with consideration of expected future changes in demand; expenditures (level of capital improvement program including pipeline replacements, meter replacements, North Glendora Reservoir replacement, and SCADA system radio replacements); and/or possible variations to the existing rate structure components. The types of financial plan alternatives may include but are not limited to:
Adjustments to the Readiness-to-Serve Rate Structure: We will develop a financial plan alternative that evaluates the necessary adjustments to the rates, if the readiness-toserve rate was developed by lateral capacity, which is related to the diameter size.
We will also evaluate an alternative that makes adjustments to the Equivalent Residential Unit based upon recent consumption information. The fixed charges may be based on ERUs, which represents the average water used by a single family residential dwelling unit (residential unit with ¾-inch or 5/8-inch water meter). Other customers can then be assigned ERUs reflecting the ratio of their average water use to that of the single family residential unit. We expect that the readiness-to-serve rate structure will based the ERUs developed by the customer type and meter diameter will be the most fair and equitable method. AKM will scrub the billing consumption data for users that have abnormal water use for their size and/or meter type. We will discuss with the City any advantages and disadvantages for developing a rate structure that evaluates the customer class in addition to meter diameter.
Adjustments to the Readiness-to-Serve Charge to fund Fixed Expenditures: We will set up a scenario where fixed expenses of the utility be funded through fixed charges and review it with the City. While it would be expected that this would be a fair method, it usually results in increases in readiness to serve charges, especially for the lower water users, with consequent objections. Through this exercise, we can work with the City to select the level of fixed expenses that would be funded through the readiness to serve charges.
Adjustments to the Revenue Model based on Water Conservation: AKM will review the City’s historical production and purchase data to identify the effects of the City’s water conservation efforts during California’s recent drought conditions. We will evaluate the effects of lower water consumption to the water revenues and expenditures collected during that time. It is anticipated that the reduction in the water quantity revenues is greater than the reduction in expenses due to the reduced water consumption. While the water supply, energy, and treatment costs would decrease if consumption decreases, there are fixed expenses such as personnel costs, debt service costs, and CIP costs that Item #9. Page 117
Meeting Date: 2/8/2022 / Packet Page #: 321
City of Glendora
Water Master Plan and Rate Study
AKM Prop. 21-1095 Scope - 26
must be accounted for that are not affected by the amount of water used. We will develop financial plan alternatives for the current water usage and the historical low water usage.
We will also develop alternatives assuming 10%, 20%, 30%, and 50% water cutbacks.
We will also evaluate upcoming demand reductions and corresponding revenue decreases that may be experienced as a result of Senate Bill 606 and Assembly Bill1668, which require reduction in indoor residential water use to 55 gallons per person per day through January 1, 2025, and 52.5 gallons per person per day by January 1, 2030.
We will also take into consideration the newly adopted Senate Bill No. 13, and the subsequent legislative requirements, such as AB 881, AB 68, AB 587, AB 670 and AB 671 when projecting future demands. Senate Bill No. 13 and the following legislation does not allow a local agency to use the lack of adequacy of water service to prevent the construction of an accessory dwelling units (ADUs). We will meet with the City to estimate the number of ADUs that will be designed and constructed in the near future to determine if there will be a significant effect to the water use estimate used for the proposed water rate structure.
We will present our results with the City and discuss the reasonable consumption estimate to use for the proposed water rate structure.
Adjustments for new Debt Services: We will review the proposed CIP and identify if there is any need to recommend additional bond issuances or other loans to fund any large improvement projects in the near future, and evaluate their impact on the rates. Other Alternatives Financial Plan Analyses: AKM will meet with the City to determine other factors that should be taken into consideration when developing the water rate structure, which may include but is not limited to budget based consumption rates depending on variations in seasonal water use, effects of water use due to the COVID-19 pandemic, and/or developing multiple quantity rate tiers. Other Potential Revenue Sources
Where an agency has relatively fixed rights to groundwater, demands generated by future development that are beyond current conditions will likely require greater use of imported water, and additional charges in Tier II rates. One method of mitigating this may be to require future development to pay for purchase of additional groundwater rights at the most current water right sales price, which can be used by the City to purchase additional groundwater rights. This may be a portion of the connection fees, and when such rights are purchased, will mitigate existing customer’s consumption charges in Tier II rates. We have used this method with several Central Groundwater Basin pumpers effectively. We will discuss this possibility with the City staff, and incorporate the decision into the rate structure
We will conduct three (3) workshops to present the methodology in developing the revenue model, expenditure model, and alternative financial plans. We will work closely with the City to propose a water rate structure that meets the City’s operations and capital funding goals.
Customer Impact Analyses
For each alternative, we will evaluate the impact on a customer with average water use, as well as any special condition customers to assess potential reaction and assist in alternative selection.
We will also conduct customer impact analyses with various water use levels for the selected alternative.
Item #9. Page 118
Meeting Date: 2/8/2022 / Packet Page #: 322
City of Glendora
Water Master Plan and Rate Study
AKM Prop. 21-1095 Scope - 27
Nearby Agency Rates
We will compile water rates for nearby agencies with as similar conditions as possible to that of the City of Glendora. For comparison purposes, we will develop bi-monthly water bill estimates for single family residential customers of such agencies, assuming that the water usage is similar over a two month period. We will also take into consideration that these nearby agencies may be developing their water master plan updates, and conducting water rate studies, and other planning analyses that will may increase their existing water rates in the future. This will be an important element in communicating the proposed rates to the customers and the elected officials.
Task 5 Connection Fee Study
AKM will evaluate the effects of future developments and infill in developing fair and equitable connection fees in compliance with California Government Code Title 7, Division 5, Chapter 5.
Fees for Development Projects. The improvement projects relating to supply availability, storage capacity, pumping capacity, pipeline transmission adequacy, and facility condition will be attributed to the existing and new customers within each responsible hydraulic zone, including the CIP projects that repair/replace existing facilities within the next 5 years. AKM will refer to AWWA Manual M-1, Water Rates, Fees, and Charges, and recommend connection fees that are fair and equitable. We expect these to include system buy-in cost based on replacement value less depreciation specific to the various areas, and the system components to be included in the replacement value.
Task 6 Update Master Fee Schedule
AKM will develop a 5-year water rate structure after evaluating the revenue model, expenditure model, and financial plan alternatives. We will incorporate any new fees or updates to existing fees to ensure that there will be sufficient funds for all water operating and capital expenditures.
Task 7 Public Outreach and Meetings
As required by Proposition 218, the City will have to issue notice of the proposed fees 45 days prior to the public hearing where the rates will be proposed for adoption. We expect that the Council and public presentations included in the scope of work will adequately inform the customers of the development of the rates and fees prior to the public hearing. We will assist the City in following the Proposition 218 required procedures in initiating public notices, holding public hearings.
AKM will conduct two (2) meetings with the City Council to discuss the proposed water rate structure and answer any of the council’s questions or concerns. In addition, we will coordinate and attend a minimum of two (2) community workshops to ensure that the public understands and is comfortable with the proposed water rate structure. We all attend two (2) public hearings where the proposed water rates will be presented.
Ultimately, the City’s goal is to implement the proposed water rates by January 2023. It is anticipated that the necessary meetings, community workshops, and public hearing will need to begin as early as July 2022 to meet the City’s rate implementation goal.
To complete the requested scope of work within this accelerated schedule, AKM will conduct the water rate study in parallel to the development of the Water Master Plan. The CIP schedule will be the top priority, since it is necessary to develop the water rate study. AKM will keep constant communication with the City regarding the development of the rate study, and we will hold three workshops to present the results and recommendations. We will make any necessary revisions to the revenue model, expenditure model, financial plan, and the connection fees based on the comments from these meetings and workshops.
Item #9. Page 119
Meeting Date: 2/8/2022 / Packet Page #: 323
City of Glendora
Water Master Plan and Rate Study
AKM Prop. 21-1095 Scope - 28
Task 8 Delivery of New Proposed Water Rates and Final Report The totality of the effort in developing the City’s 5-year rate structure and evaluation of the financial plan alternatives will be documented in a final report.
We will provide the proposed 5-year rate structure and preliminary draft report with alternative financial models to be reviewed by the City staff. We will develop a draft report which addresses all comments and incorporates any recommendations. A final report will then be generated which integrates all of the City’s remaining comments. The final report will include but not be limited to the following sections:
Executive Summary
Introduction
Methodology
Existing Rate Structure Overview
Revenue Model
o Discussion of water conservation efforts and drought conditions Expenditure Model
o Discussion of Cost Services
Capital Improvement Program
Financial Plan Alternatives
o Discussion of rate classifications
Connection Fee Evaluation and Recommendation
Proposed Rate Structure
o Discussion of proposed rates
o Justification for rate adjustment and revenue increase o Discussion master fee schedule to include all proposed rate adjustments (5-years) Comparison of monthly bills for similar nearby water agencies Item #9. Page 120
Meeting Date: 2/8/2022 / Packet Page #: 324
ID Task Name Duration Start Finish
1 PHASE 1 - Water System Condition Assessment and
Water Master Plan
260 days Mon 1/3/22 Fri 12/30/22
2 1 Project Management 260 days Mon 1/3/22 Fri 12/30/223 2 Data Collection and Review 20 days Mon 1/3/22 Fri 1/28/224 3 Water Demand Analysis 20 days Mon 1/31/22 Fri 2/25/225 3.1 Current Water Demand 20 days Mon 1/31/22 Fri 2/25/226 3.2 Unit Demand Factors 20 days Mon 3/28/22 Fri 4/22/227 3.3 Future Water Demand 20 days Mon 4/25/22 Fri 5/20/228 3.4 Diurnal Patterns and Peaking Factors 20 days Mon 6/20/22 Fri 7/15/229 3.5 Water Demand Analysis Summary 20 days Mon 7/18/22 Fri 8/12/22 10 4 Water Supply Analysis 60 days Mon 2/28/22 Fri 5/20/22 11 5 Planning Criteria 20 days Mon 5/23/22 Fri 6/17/22
12 6 Water System Condition Assessment (WSCA) 60 days Mon 6/20/22 Fri 9/9/2213 6.1 Facility Condition Evaluations 60 days Mon 6/20/22 Fri 9/9/2214 6.2 Supply and Pumping Analysis 40 days Mon 7/18/22 Fri 9/9/2215 6.3 Capacity and Storage Analysis 80 days Mon 4/25/22 Fri 8/12/2216 6.4 Pressure Management Study 20 days Mon 8/15/22 Fri 9/9/2217 7 Water Quality Analysis 40 days Mon 9/12/22 Fri 11/4/2218 7.1 Review Overall System Water Quality and Sampling Plan
20 days Mon 9/12/22 Fri 10/7/22
19 7.2 Review the Current Blending System Operation 20 days Mon 10/10/22 Fri 11/4/2220 7.3 Review Water Source Quality of the City's Four Inactve Wells
20 days Mon 10/10/22 Fri 11/4/22
21 8 Hydraulic Model Update 120 days Mon 1/3/22 Fri 6/17/2222 8.1 Model Geometry, Connectivity, and Elevations 60 days Mon 1/3/22 Fri 3/25/2223 8.2 Model Demand Allocation 40 days Mon 1/31/22 Fri 3/25/2224 8.3 Facility Data and Operational Controls 20 days Mon 3/28/22 Fri 4/22/2225 8.4 Model Calibration 40 days Mon 4/25/22 Fri 6/17/2226 9 Existing Water System Hydraulic Analysis 20 days Mon 7/18/22 Fri 8/12/2227 10 Future Water System Hydrualic Analysis 20 days Mon 9/12/22 Fri 10/7/2228 11 Capital Improvement Program (CIP) 20 days Mon 10/10/22 Fri 11/4/2229 12 Pipeline Replacement Program (PRP) 220 days Mon 1/3/22 Fri 11/4/2230 12.1 Pipe Diameter, Age, and Material 80 days Mon 1/31/22 Fri 5/20/2231 12.2 Pipe Breaks 80 days Mon 1/31/22 Fri 5/20/2232 12.3 Risk Assessment 60 days Mon 6/20/22 Fri 9/9/2233 12.4 Project Development based on PRP 20 days Mon 10/10/22 Fri 11/4/2234 13 Water Master Plan (WMP) Development 20 days Mon 11/7/22 Fri 12/2/2235 14 Water Master Plan Final Report 20 days Mon 12/5/22 Fri 12/30/2236 PHASE 2 - Water Rate Study 260 days Mon 1/3/22 Fri 12/30/2237 1 Project Management - Meetings, City Council, Community
260 days Mon 1/3/22 Fri 12/30/22
38 2 Data Collection and Review 40 days Mon 1/3/22 Fri 2/25/2239 3 Water Rate Structure Analysis 70 days Mon 1/31/22 Fri 5/6/2240 4 Develop New Water Rate Structure and Regulation 105 days Mon 5/9/22 Fri 9/30/2241 5 Connection Fee Study 105 days Mon 5/9/22 Fri 9/30/2242 6 Update Master Fee Schedule 90 days Mon 7/4/22 Fri 11/4/2243 7 Public Outreach and Meetings 60 days Mon 9/12/22 Fri 12/2/2244 8 Delivery of New Proposed Water Rates and Final Report
20 days Mon 12/5/22 Fri 12/30/22
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City of Glendora
Integrated Water Master Plan and Water Rate Study
Proposal
December 16, 2021