CAPITAL PROJECT
PROGRAM MANAGEMENT
& RELATED SERVICES
#22-035
CITY OF RIALTO
January 7, 2022
Harris & Associates, Inc. Table of Contents 1
TABLE OF CONTENTS
Attachments .................................................................................................................................................. ii Letter of Transmittal ................................................................................................................................... 2 Technical Proposal .................................................................................................................................... xiii A. Understanding the Required Scope of Work ............................................................................... 5 B. Project Manager’s Qualifications ................................................................................................. 20 C. Firm’s Qualifications ....................................................................................................................... 22 D. Firm’s Resources ............................................................................................................................. 27 E. Local Business Preference ............................................................................................................. 29 Related Experience .................................................................................................................................... 30 Key Personnel Resumes ............................................................................................................................ 36 Harris & Associates, Inc. Attachments ii
ATTACHMENTS
ATTACHMENT A
ATTACHMENT B
ATTACHMENT C
ATTACHMENT D
ATTACHMENT E
ATTACHMENT F – Not Applicable
Harris & Associates, Inc. Attachments iii
RFP #22-035
Attachment “A”
ATTACHMENT “A”
REQUEST FOR PROPOSAL #22-035
Capital Project Program Management & Related Services
SIGNATURE AUTHORIZATION
PROPOSER: ___________________________________________________________________________
A. I hereby certify that I have the authority to submit this Proposal to the City of Rialto for the above listed individual or company. I certify that I have the authority to bin d myself/this company in a contract should I be successful in my proposal.
____________________________________
SIGNATURE
B. The following information relates to the legal contractor listed above, whether an individual or a company. Place check marks as appropriate:
1. If successful, the contract language should refer to me/my company as:
____ An individual;
____ A partnership, Partners’ names:
____ A company; (registered in ________)
____ A corporation; (incorporated in _______)
2. My tax identification number is: __________________________
ADDENDA ACKNOWLEDGMENT:
Acknowledgment of Receipt of any Addenda issued by the City for this RFP is required by including the acknowledgment with your proposal. Failure to acknowledge the Addenda issued may result in your proposal being deemed non-responsive.
In the space provided below, please acknowledge receipt of each Addenda:
Addendum(s) # _______________ is/are hereby acknowledged.
The “Small Business Concerns Information” sheet shall be included as part of Attachment “A”.
Harris & Associates, Inc.
X CA; 1976
94-2385238
1 Harris & Associates, Inc. Attachments iv
RFP #22-035
Attachment “A”
Attachment “A” – Small Business Concerns Information
The Proposer shall furnish the following information. Additional sheets may be attached, if necessary.
(1) Name: ________________________________________________________________ (2) Address: ________________________________________________________________ (3) Phone No.: ______________________________Fax No.:___________________________ (4) E-Mail: ________________________________________________________________ (5) Type of Firm: (Check all that apply)
______ Individual ______ Partnership ______ Corporation ______ Minority Business Enterprise (MBE) ______ Women Business Enterprise (WBE) ______ Small Disadvantaged Business (SDB) ______ Veteran Owned Business ______ Disabled Veteran Owned Business ______ Other (6) Business License: _____Yes _____No License Number: ___________________________ (7) Tax Identification Number: _____________________________________________________ (8) Names and Titles of corporate members of the firm:
____________________________________ ____________________________________ ____________________________________ ____________________________________ ____________________________________ ____________________________________ (9) Three (3) projects of this type recently completed:
Type of project: ________________________________________________________________ Contract Amount: _________________________ Date Completed: _______________________ Owner: _________________________________ Phone: _______________________________ Type of project: ________________________________________________________________ Contract Amount: _________________________ Date Completed: _______________________ Owner: _________________________________ Phone: _______________________________ Type of project: ________________________________________________________________ Contract Amount: _________________________ Date Completed: _______________________ Owner: _________________________________ Phone: _______________________________
Harris & Associates, Inc.
800 North Haven Avenue, Suite 390, Ontario, CA 91764
80 0.827.4901 866.356.0998
[email protected]
X
X BL18-2662
94-2385238
Please see the List of Principals on the following page.
Capital Improvement Program Projects (Program Management) * 2020
City of Oceanside;
Reference: David Toschak, Sr. Civil Engineer 760.435.5106 $1.076 million
Program Management for Collection Infrastructure Projects – Phases 1 and 2 * $773,823.58 2021
Valley Sanitary District;
Reference: Ronald Buchwald, District Engineer 760.238.5408 On-Call Project Management Services 2013 – 2018
$1.4 million 2018
City of Long Beach;
Reference: Mouhsen Habib, Project Management
Officer
562.570.5754
*Please note that Harris also has current, ongoing contracts with these clients for continuation of these services.
Harris & Associates, Inc. Attachments v
LIST OF PRINCIPALS
• Steve Winchester, Chief Executive Officer (CEO)/Chief Financial Officer (CFO) • Michelle White, Consulting Division President/Chief Operations Officer (COO) • Ehab Gerges, Program + Construction Management (PM/CM) Division President/Chief Business Development Officer (CBDO) • Nathan Couch, Vice President, Project Management Office • Alison Bouley, Vice President, Municipal + District Finance • Sean Dunbar, Vice President, PM/CM
• Chris Dunne, Vice President, PM/CM
• Marianne Fargas, Vice President, Marketing
• Karen Freeman, Vice President, Finance
• Lara Jennings, Vice President, PM/CM /Company Safety Officer • Frank Lopez, Vice President, Engineering
• Hitta Mosesman, Vice President, Community Development + Housing • Matt Nethercutt, Vice President, PM/CM
• Annette Phillips, Vice President, People + Technology Operations • Diane Sandman, Vice President, Environmental Planning + Compliance • Tom West, Vice President, Water Consulting
Harris & Associates, Inc. Attachments vi
RFP #22-035
Attachment “B”
ATTACHMENT “B”
REQUEST FOR PROPOSAL #22-035
Capital Project Program Management & Related Services
NON-COLLUSION AFFIDAVIT
The undersigned, being first duly sworn, deposes and says that he or she is the following person authorized to submit the attached proposal from the following firm (herein the “Proposer”):
Further, that the Proposal is not made in the interests of, or on the behalf of, any undisclosed person, partnership, company, association, organization, or corporation; that the Proposal is genuine and not collusive or sham; that the Proposer has not directly or indirectly induced or solicited any other Proposer to put in a false or sham Proposal, and has not directly or indirectly colluded, conspired, connived, or agreed with any Proposer or anyone else to put in a sham Proposal, or that anyone shall refrain from Proposing; that the Proposer has not in any man ner, directly o r indirectly, sought by agreement, communication, or conference with anyone to fix the Proposal price of the Proposer or any other Proposer, or to fix any overhead, profit, or cost element of the Proposal price, or of that of any other Propo ser, or to secu re any advantage against the public body awarding the contract of anyone interested in the proposed contract; that all statements contained in the Proposal are true; and, further, that the Proposer has not, directly or indirectly, submitted his or her Prop osal price or any breakdown thereof, or the contents thereof, or divulged information or data relative thereof, or paid, and will not pay, any fee to any corporation, partnership, company, association, organization, Proposal depository, or a ny other member or agent thereof to effectuate a collusive or sham Proposal.
By:
Signature
Title:
Subscribed and sworn to before this ____ day of ___________________, 20__.
Ehab Gerges, Program + Construction Management (PM/CM)
Division President/Chief Business Development Officer (CBDO) Harris & Associates, Inc.
7th January 22
Harris & Associates, Inc. Attachments vii
RFP #22-035
Attachment “C”
ATTACHMENT “C”
REQUEST FOR PROPOSAL #22-035
Capital Project Program Management & Related Services
CONFLICT DISCLOSURE FORM
None
Ehab Gerges, Program + Construction Management (PM/CM)
Division President/Chief Business Development Officer (CBDO) Harris & Associates, Inc.
January 7, 2022
Harris & Associates, Inc. Attachments viii
RFP #22-035
Attachment “C”
ATTACHMENT “C”
CONFLICT DISCLOSURE FORM
Harris & Associates, Inc. Attachments ix
RFP #22-035
Attachment “C”
ATTACHMENT “C”
CONFLICT DISCLOSURE FORM
Harris & Associates, Inc. Attachments x
RFP #22-035
Attachment “D”
ATTACHMENT “D”
REQUEST FOR PROPOSAL #22-035
Capital Project Program Management & Related Services
DEBARMENT AND SUSPENSION CERTIFICATION
The Consultant, under penalty of perjury, certifies that, except as noted below, he/she or any other person associated therewith in the capacity of owner, partner, director, officer, and manager:
• Is not currently unde r suspension, debarment, voluntary exclusion, or determination of ineligibility by any federal agency;
• Has not been suspended, debarred, voluntarily excluded or determined ineligible by any federal agency within the past 3 years;
• Does not have a proposed debarment pending; and
• Has not been indicted, convicted, or had a civil judgment rendered against it by a court of competent jurisdiction in any matter involving fraud or official misconduct within the past 3 years.
If there are any exceptions to this certification, insert the exceptions in the following space.
Exceptions will not necessarily result in denial of award, but will be considered in determining Proposer responsibility. For any exception noted above, indicate below to whom it applies, initiat ing agency, and dates of action.
Notes: Providing false information may result in criminal prosecution or administrative sanctions.
Consultant Name:
(Date) (Signature)
(Name & Title)
Ehab Gerges, Program + Construction Management (PM/CM)
Division President/Chief Business Development Officer (CBDO) Harris & Associates, Inc.
January 7, 2022
Harris & Associates, Inc. Attachments xi
RFP #22-035
Attachment “E”
ATTACHMENT “E”
REQUEST FOR PROPOSAL #22-035
Capital Project Program Management & Related Services
NON-DISCRIMINATION CERTIFICATION
In connection with its performance under this Agreement, the Consultant hereby certifies that it shall not discriminate in its employment with regard to age, handicap, race, color, religion, gender, gender identity, sex, sexual orientation, or national origin; that it is in compliance with all federal, state, local directives, and executive orders regarding non -discrimination in employment; and that it agrees to demonstrate positively and aggressively the principle of equal emp loyment opportunity in employment.
We agree specifically:
1. To establish or observe employment policies which affirmatively promote opportunities for minority persons at all job levels.
2. To communicate this policy to all persons concerned, includin g all company employees, outside recruiting services, especially those serving minority communities, and to the minority communities at large.
3. To take affirmative steps to hire minority employees within the company.
Consultant Name:
(Date) (Signature)
(Name & Title)
Attached herewith is a copy of the Consultant ’s currently adopted equal opportunity employment program.
Ehab Gerges, Program + Construction Management (PM/CM)
Division President/Chief Business Development Officer (CBDO) Harris & Associates, Inc.
January 7, 2022
Harris & Associates, Inc. Letter of Transmittal xii
LETTER OF TRANSMITTAL
REFERENCES
Letter of Transmittal 2
January 7, 2022
Shanita Simmons
Purchasing Manager
City of Rialto
150 S. Palm Avenue
Rialto, California 92376
Capital Project Program Management & Related Services (#22-035) Dear Evaluation Committee:
Harris & Associates (Harris) is committed to growing our relationship with the City of Rialto (City). Harris shares the Department of Community Development’s mission to “plan and maintain safe, sustainable, and livable neighborhoods for Rialto residents.” To accomplish this mission, the City needs a partner who is responsive and has available resources to implement and deliver your important improvements. Harris is that partner, and we offer additional benefits:
Commitment to the City. Harris has partnered with the City since 2013 to update the City Pavement Management Program (PMP) multiple times and delivered a five-year Capital Improvement Program (CIP) for the rehabilitation of various arterial roadways through the City, so we are already familiar with your community design guidelines, preferences, and processes. Harris also worked with Table Rock Capital in supporting Rialto water services operations and delivering capital improvement projects. This familiarity will help to accelerate project delivery and reduce the time and effort required by City staff to bring your consultant team up to speed.
Developing Your Diverse Community. As an ethnically diverse city and one of the fastest- growing areas in the Nation, it is evident that the City has made it a priority to develop the Rialto community. Harris shares this priority and recognizes the value in diversity. Diverse backgrounds and perspectives are sources of our strength and integral to the results we deliver. Partnering with Harris enables collaboration with a team of people from a variety of backgrounds and cultures. This results in a greater range of ideas and solutions based on our collective understanding of end-users, stakeholders (such as the Rialto Bicycle Club, the Rialto Farmer’s Market, and Rialto Community Players), and community needs.
Delivering Your CIP . The City’s CIP totals over $187 million, with the majority of investment made in transportation projects at $143 million followed by drainage at $19.5 million, facilities at $11.7 million, and parks at $11.6 million. There are currently $65 million in remaining available funds spread across the various stages of project development, with an additional $15 million in American Rescue Plan Act (ARPA) funds recently awarded to the City that are being programmed into various capital projects. At a combined $80 million in available funding, Harris will help the City deliver your CIP projects in order to improve the lives of Rialto residents and future generations to come.
An Approach Rooted in Transparency and Accountability. The high profile nature of your projects demands excellent communication, transparent reporting, and responsiveness.
That’s why Mark Nassar will serve as your Program Manager. The foundation of Mark’s leadership approach pivots on achieving team alignment and collaboration, institutionalizing accountability, and creating a transparent reporting structure.
Harris & Associates, Inc. Letter of Transmittal 3
A Trusted Team. Trust is fundamental to the success of your CIP. Harris embraces author Stephen Covey’s model of trust that asserts “trust is confidence born of two dimensions:
character and competence.” That is why we have assembled a team that embodies both dimensions. Harris’ team is comprised of public works leaders—program management, engineering, financial, and construction management experts who are thought leaders in their own right. They possess decades of experience working with public agencies and are well versed in industry best practices as well as delivering CIP programs. Our team manifests the forward thinking, critical knowledge, and high energy needed to maintain your standards and will provide added value to your staff, facility, and operational needs.
This investment provides you the confidence that we will work together to minimize impacts, maximize program funding, and verify that the City is continually viewed as a positive asset to the community.
Sincerely,
Harris & Associates, Inc.
Mark Nassar, PE Ehab Gerges, PE
Program Manager Principal-in-Charge
619.200.6442 949.683.2011
[email protected] [email protected]
PUBLIC CONTRACT CODE STATEMENT
Harris hereby certifies under penalty of perjury under the laws of the State of California and the United States that neither Harris nor any subconsultant and/or subcontractor hereunder, nor any firm affiliated with Harris or any subconsultant and/or subcontractor hereunder, is (i) potentially subject to rejection of any bid pursuant to the provisions of Public Contract Code (“PCC”) section 10162; (ii) unable to truthfully sign a statement in the form required by PCC section 10232; (iii) suspended or potentially subject to suspension pursuant to PCC section 10285.1; (iv) ineligible to bid on a contract with a public entity for goods and services of $1 million or more pursuant to PCC sections 2202-2208; or (v) not in compliance with any federal, state, and local laws and ordinances applicable to the work. Harris further represents and warrants that no portion of the work under the resulting agreement shall be subcontracted to or otherwise performed by any subconsultant and/or subcontractor that meets any of the criteria set forth in subsections (i)-(v).
REQUESTED MODIFICATIONS TO THE PROFESSIONAL SERVICES AGREEMENT Harris has reviewed the City’s sample Professional Services Agreement included in the RFP.
Harris has previously negotiated multiple contracts with the City and we do not anticipate any challenges with signing the agreement. We respectfully request the City’s consideration to discuss the following proposed modifications to the Professional Services Agreement. Deleted text is shown with a strikethrough and added text is in red boldface type.
REFERENCES
1. Valley Sanitary District
Ronald Buchwald
District Engineer
760.238.5408
[email protected]
2. City of Oceanside
David Toschak
Senior Civil Engineer
760.435.5106
[email protected]
3. City of Long Beach
Mouhsen Habib
Project Management Officer
562.570.5754
[email protected]
CONFIDENCE
+=
COMPETENCECHARACTER
TRUSTED ADVISOR
Harris & Associates, Inc. Letter of Transmittal 4
1.1 Scope of Services.
Fifth sentence: “For purposes of this Agreement, the phrase “highest professional standards” shall mean those standards of practice recognized by one or more first-class professional firms performing similar work under similar circumstances.”
5.1 Insurance Coverage.
Paragraph (d): “Professional Liability. Professional liability insurance appropriate to the Consultant’s profession. This coverage may be written on a “claims made” basis ., and must include coverage for contractual liability. The professional liability insurance required by this Agreement must be endorsed to be applicable to claims based upon, arising out of, or related to services performed under this Agreement.”
5.2 General Insurance Requirements.
Third paragraph, third sentence: “The Consultant agrees that the requirement to provide insurance shall not be construed as limiting in any way the extent to which the Consultant may be held responsible for the payment of damages to any persons or property resulting from the Consultant’s activities or the activities of any person or persons for which the Consultant is otherwise responsible nor shall it limit the Consultant’s indemnification liabilities as provided in Section 5.3. To the fullest extent permitted by law, Consultant’s total liability to the City, its general contractors, subcontractors, architects and agents arising out of this Agreement shall not exceed the available insurance proceeds specified in this Agreement or the total compensation received by Consultant under this Agreement, whichever is greater.”
5.3 Indemnification.
First paragraph: “To the full extent permitted by law, Consultant agrees to indemnify, defend, and hold harmless... obligations, errors, omissions or liabilities whether actual or threatened (herein “actual claims or liabilities”) that may be asserted or claimed by any person, firm or entity to the extent arising out of or in connection with pertaining to the negligent performance of the work, operations, or activities provided herein of Consultant, …” Paragraph (b): “Consultant will promptly pay any judgment rendered against the City, its officers, agents, or employees for any such claims or liabilities to the extent arising out of or in connection with pertaining to 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 as determined by the court ;” Paragraph (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 to the extent arising out of or in connection with pertaining to the negligent performance of or negligent failure to perform the work, operation or activities of Consultant hereunder, ... including but not limited to, legal costs and attorneys’ fees as determined by the court .” Fifth paragraph: “This indemnification includes claims or liabilities to the extent 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, active 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’ Consultant’s indemnity hereunder shall be limited to claims and liabilities arising out of the negligence, recklessness, or willful misconduct of the design professional Consultant.” Requested sixth paragraph: “Notwithstanding the foregoing, to the extent that the Consultant’s services are subject to California Civil Code Section 2782.8, the above indemnity, including the cost to defend, shall be limited to the extent required by Civil Code Section 2782.8. In no event shall the cost to defend charged to the Consultant exceed the Consultant’s proportionate percentage of fault.”
Harris & Associates, Inc.
800 North Haven Ave, Suite 390
Ontario, CA 91764
800.827.4901
WeAreHarris.com
Harris & Associates, Inc. Technical Proposal xiii
TECHNICAL PROPOSAL
A. UNDERSTANDING THE REQUIRED SCOPE OF WORK
B. PROJECT MANAGER’S QUALIFICATIONS
C. FIRM’S QUALIFICATIONS
D. FIRM’S RESOURCES
E. LOCAL BUSINESS PREFERENCE
Harris & Associates, Inc. A. Understanding the Required Scope of Work 5 A. UNDERSTANDING THE REQUIRED SCOPE OF WORK
i. Without a verbatim recitation of the information contained within this RFP , convey an understanding of the intent of the RFP and of the City’s expectations upon implementation of the scope of services required under this RFP .
Understanding
Rialto is a dynamic City with a rich list of public facilities offerings to both its residents and visitors. As such, it depends on a complex array of diverse infrastructure that requires upkeep, replacement, and expansion to match its growth.
One of the immediate needs of the City is the development of the 5-Year CIP outlook that will be used for council’s FY22/23 budget. Harris recognizes the time sensitive nature of this goal. Immediately after kick-off, Harris plans to mobilize and engage the City’s internal key stakeholders and will begin compiling the proposed FY22/23-FY26/27 5-Year Capital Improvement Planning Outlook so that it is ready for the budget discussions to be held in March 2022 through June 2022.
SIZE & MAKEUP OF THE CIP
Harris analyzed the City of Rialto’s CIP included in the RFP and summarized it in Table 1 on page 8. The City’s Capital Improvement Program (between the proposed and active)
currently sits at a total value over $187 million, with the majority of investment made in transportation projects at $144 million (77%) followed by drainage at $19.5 million (10%), facilities at $11.7 million (6%), and parks at $11.6 million (6%). Of the $187 million in projects, $59.5 million are unfunded and $10.7 million are partially funded. There are currently about $65 million in remaining available funds spread across the various stages of project development, with an additional $15 million in ARPA funds recently awarded to the City that are being programmed into various capital projects. At a combined $80 million in available funding, the City has considerable work ahead and a lot of positive improvements for its communities to look forward to.
The total value of the City’s current CIP program is over $187 million including $80 million in available funds and anticipated ARPA “pending initiation” to “in construction” projects.
Delivering Your CIP
A surge of construction projects (over $38 million) is
anticipated in calendar year 2022 that will necessitate coordinated oversight and constant stakeholder
communication and collaboration!
Our analysis of the City’s CIP identifies $65.8 million in remaining funding for active projects in all stages of development: $5.2 million (8%) soon to be initiated, $57.8 **not yet
initiated
$5.2M
8%
planning
$0.5M
~0%
*design
$57.8M
89%
constr.
$2.3M
3%
*Of this amount, $38.6M are anticipated to start
construction in 2022
**An additional $15M in ARPA funds anticipated
Figure 2. Remaining Available Funds ($65.8M) by
Project Development Phase
*TRANSPORTATION $47.4M
DRAINAGE $12.2M
PARKS $4.1M
FACILITIES $2.1M
Remaining Available Funds ($65.8M) by Asset Program
*$29M in Overlay Projects
72%
6%
3%
19%
Figure 1. Remaining Available Funds by Asset Program
Harris & Associates, Inc. A. Understanding the Required Scope of Work 6 million (89%) in design, and $2.2 million (3%) in construction, with an additional $15 million in ARPA funds that will
increase the soon-to-be-initiated projects. While the majority of the remaining funds are in-design projects, $38.6 million are in the latter stages of design, meaning they will likely all reach construction start in calendar year 2022. This wave of construction activities can be a burden on communities, city staff, contractors and in some cases overlap and impede each other. This will require coordinating project convergences through a schedule-annotated Geographic Information System (GIS), driving their timing through an updated project control system (PCS), verifying they are accommodated through a regular stakeholder communication plan, and optimizing
encumbrance and expenditure cash management through cash flows that are synchronized with actual project progress.
Harris understands the value of a well-planned 5-Year CIP, one that normalizes the production of infrastructure improvements and avoids peaks and valleys that tax resources and adversely impact stakeholders. Mark has prepared and implemented several 5-Year CIP Outlooks and has the necessary foresight to lay out a path that considers these critical variables and perspectives.
TRANSPORTATION
Transportation projects make up the majority of the CIP portfolio in total cost, available funding, and volume of work that’s headed for construction:
• Total Cost = $143M (77% of total portfolio cost)
• Available Funding = $47M (72% of all available funds) • Projects starting construction in 2022 = $22M (57% of anticipated new projects starting construction in 2022) It is also worthwhile to note that the major share of each of the above is in roadway improvement projects.
Total Program Value
The bulk of this $144 million program is in the Riverside & UPRR Bridge Widening project at $50 million, followed by Riverside Avenue Widening projects at $47 million, roadway improvement projects at $31 million, and the balance of $16 million spread across ADA, sidewalks, bicycle, and
miscellaneous roadway improvements (one of which is the $5.6 million SR-210 Alder Ave Interchange project).
Pavement Management
A 5-Year CIP would prevent peaks and valleys in production and normalize staff resources, available funding, and
operational capacity across all asset types!
As indicated, roadway improvements make up a significant share of the City of Rialto’s funded active projects, with close to $30M in remaining funds and potentially another $15M in anticipated ARPA funds that can be applied to this pavement program and requiring heightened administration and coordination.
Harris has extensive knowledge of the City’s roadway system, having updated the City PMP multiple times and delivered a five-year CIP program for the rehabilitation of various arterial roadways through the City.
Harris is recognized as a leader in roadway evaluation and planning, having performed hundreds of PMP implementations and updates for a variety of agencies throughout California.
Our system and planning level experience will benefit the City through the timely evaluation and implementation of the programs outlined in the PMP and as dictated by the various funding sources.
CASE STUDY:
City of Los Angeles, Save Our Streets Los Angeles (SOSLA) Bond Measure. This project required the analysis of the City’s pavement management data to develop probable costs and
outline for a multi-year program to repair the failing streets within the City’s massive roadway system. Project scope included the analysis of the streets based on pavement condition index (PCI) criteria. The proposed SOSLA bond program provided the funding for implementation, rehabilitation, and reconstruction of these streets to improve the City’s overall roadway network service level. This project required the analysis of streets to determine the need for rehabilitation. Harris projected a total cost estimation for the lifetime of the City’s proposed bond, recommending the funds to be spent in each year. The estimates also included a baseline cost for the reconstruction of roadway improvements with pedestrian access ramps and adjacent
concrete improvements.
Harris & Associates, Inc. A. Understanding the Required Scope of Work 7 Harris also has extensive experience in the design and
construction of roadway maintenance, repair, rehabilitation, reconstruction/full depth reclamation (FDR) and widening projects and has delivered hundreds of similar project to various agencies throughout California, including the City of Rialto.
Our expertise in this area allows our team to effectively scope and manage these types of projects and programs. We also have the ability to perform many of these design services in-house if needed, which may be useful in delivering smaller projects with tight schedules.
Our transportation program management (PM) experience
includes working for the last four years in the City of Oceanside offices, working as an extension of City staff in delivering PMP updates as well as annual slurry seal and overlay projects. We are also assisting the City of Oceanside with the management and delivery of ADA improvements, roadway reconstruction projects, roadway widening projects, and parks and facility improvement projects.
ADA Support
Most of the roadway improvement projects Harris develops, or manages, include the modification or reconstruction of adjacent ADA access ramps. Our team has the experience and flexibly to manage and deliver ADA access improvements. Harris assisted the City of Los Angeles, Bureau of Street Services with a multi- year program delivering over 100 access ramps for construction to support the City “Measure R” and other programs.
Caltrans E-76 Support
The Harris team has experience working with Caltrans Local Assistance Program (LAP) to obtain various funding through the E-76 process. Applying for and obtaining funding through the State can be challenging and time-consuming due to the ever-changing processes, forms, formats, and practices required to obtain the funding. Having a team with experience and understanding of these various processes will benefit the City in managing and obtaining funding for these projects.
Caltrans Encroachment Permits
Our staff has experience in obtaining Caltrans encroachment permits for construction of roadway improvements within the State right-of-way. Some of the proposed improvements will cross or encroach into State right of way and will require Caltrans permitting for access to perform the work. Understanding Caltrans permitting processes and requirements will result in projects that are properly managed and scoped to include the level of detail needed for permit approvals. Typically, work within the State right-of-way requires subsurface geotechnical investigations to support a 20-year design life based on State-provided traffic indexes, as well as highly detailed plans, documentation, and acceptance of ADA improvements after construction.
DRAINAGE
The drainage program currently has only one project in design (Baseline Storm Drain: Tamarind to Cactus 3 Basin). This project is far along in design development and has the potential to start construction in the 2022 calendar year.
The Harris team is familiar with the entire spectrum of local, state, and federal regulatory requirements for stormwater and has extensive experience with the regional guidelines, formats, and requirements. Our team is trained on the requirements of the MS4 Permit and City requirements with regards to implementation and maintenance of required minimum
designated construction BMPs, including housekeeping, erosion control, tracking, and protection of the stormwater conveyance system. We have 13 QSD/QSP certified staff with experience in entering and monitoring SWPPPs within the State Multiple Application Reporting and Tracking System (SMARTS).
FACILITIES
While the facilities program only makes 6% of the total CIP portfolio value, it requires considerably more in effort factoring the users of the facility, the operational impacts, the limited funding, complexities, potential (unforeseen) risks, and all the related coordination. Harris has extensive facilities construction management experience that would also be beneficial during constructability reviews. Harris recently provided the City of Palm Springs with a wide range of program management, City needs assessment, and design services, that included a co-generation plant, pool repairs, HVAC improvements, and parking structures, to name a few.
PARKS
The parks program makes up about 6% of the overall CIP
portfolio value with most of its active projects nearing completion and anticipated to start construction in 2022. Harris recognizes that parks (such as Anderson, Birdsall, Fergusson, Flores, Jerry, and Rialto City) and trails (such as Cactus Trail and Pacific Electric Trail) are an especially valuable and visible asset to the active Rialto community making it critical to educate the public on their use and infrastructure.
Harris has provided program management services for parks projects for Southern California clients, including the City of Los Angeles for their Proposition K Parks Projects. These projects included:
• New construction and repairs, renovations (modernization) • Recreation facilities and parks
• Gymnasiums, athletic fields, sports centers
• Swimming pools
• Other sports facilities (e.g., tennis courts, racquetball courts, basketball courts, soccer fields, baseball fields)
Additional similar projects include our project management and civil engineering work for the City of Oceanside Balderrama Park Improvement Project and the City of Yorba Linda Town Center Infrastructure Improvements (Historical Renovation Project of the Year Award, ASCE, 2020).
Harris & Associates, Inc. A. Understanding the Required Scope of Work 8 Table 1. Summary of CIP Analysis
Funding Tot Cost Enc/Exp
Available
Funds Pre‐Plan Planning Design Constr
Transportation ‐ Sidewalks
1 Ann City‐wide Curb, Gutter, & Sidewalk Impr. unfunded 1,500,000$ ‐$ ‐$ 2 Eucalyptus Avenue Sidewalk Impr. unfunded TBD ‐$ ‐$ 3 Safe Routes for Active Play Work & Live full 549,000$ 319,090$ 229,910$ 229,910$ 4 Terra Vista Neighb Safe Routes to School Impr full 663,000$ 69,642$ 593,358$ 593,358$ 5 Curb, Gutter, Sidewalk & ADA CDBG 2022 full 121,435$ 121,435$ 121,435$ 6 Curb, Gutter, Sidewalk Improvements 2021 full 1,832,040$ 1,723,435$ 108,605$ 108,605$ 7 Easton Sidewalk Impr b/w Acacia to Highland full 962,875$ 877,852$ 75,023$ 75,023$ Sidewalks Totals 5,628,350$ 2,990,019$ 1,128,331$ ‐$ ‐ $ 944,703$ 183,628$ Transportation ‐ Miscellaneous
1 210 Dedicated On‐Ramps: Locust unfunded TBD ‐$ ‐$ ‐$ 2 Left Turn Project EB/WB Merill at Cedar unfunded TBD ‐$ ‐$ ‐$ 3 Baseline: Acacia to Meridian Pkwy Landscape full 200,000$ ‐$ 200,000$ 200,000$ 4 Traffic MGT Center Plan full 311,578$ 2,300$ 309,278$ 309,278$ 5 HSIP Baseline Improvements ‐ Willow to Meridian full 1,174,800$ 288,122$ 895,578$ 895,578$ 6 City‐wide Speed Survey & Truck Route Study full 139,500$ 127,595$ 11,905$ 11,905$ 7 New Traffic Signal @ Ayala & Fitzgerald full 300,000$ 47,180$ 252,820$ 252,820$ 8 SR‐210 Alder Avenue Interchange full 5,601,436$ 1,192,060$ 4,409,376$ 4,409,376$ 9 HSIP Signal Impr‐ 4 Intersections (LT Signal Phas) full 1,290,430$ 1,141,716$ 148,714$ 148,714$ Miscellaneous Transpo Totals 9,017,744$ 2,798,973$ 6,227,671$ ‐$ 200,000$ 5,878,957$ 148,714$ Transpo ‐ ADA
1 MetroLink Ph III ‐ Accessibility Path unfunded 400,000$ ‐$ ‐$ ‐$ 2 Public R/W ADA Transition Plan full 350,000$ ‐$ 350,000$ 350,000$ Transpo ADA Totals 750,000$ ‐$ 350,000$ ‐$ ‐ $ 350,000$ ‐$ Transpo ‐ Bike
1 HSIP Class II Bike Lanes on Merrill full 218,000$ 59,516$ 158,484$ 158,484$ 2 MSRC Bike Sharing Plan & Impl. full 1,411,043$ 193,831$ 2,217,212$ 2,217,212$ Bike Totals 1,629,043$ 253,347$ 2,375,696$ ‐$ ‐ $ 2,375,696$ ‐$ Transpo ‐ Rd Widening
1 Riverside Avenue Widening partial 30,000,000$ ‐$ 4,500,000$ 4,500,000$ 2 1193 W. Merrill Ave Widening full 330,000$ 47,225$ 282,775$ 282,775$ 3 Randall Ave Widening @ Flood Control Channel full 2,500,000$ 135,039$ 2,364,961$ 2,364,961$ 4 Alder Widening full 9,246,282$ 8,348,089$ 898,193$ 898,193$ 5 Randall Ave Widening ‐ b/w Cactus & Riverside full 4,445,500$ 4,364,058$ 81,442$ 81,442$ Road Widening Totals 46,521,782$ 12,894,411$ 8,127,371$ 4,500,000$ ‐ $ 2,647,736$ 979,635$ Transpo ‐ Overlay
1 Street Overlay & Reconstruction full 10,553,000$ 1,034,120$ 9,518,880$ 9,518,880$ 2 Overlay ‐ Pepper Ave (Jt Proj w/ San Bernardino) full 2,900,000$ 9,273$ 2,890,727$ 2,890,727$ 3 Facilities Pavement Program ‐ Cemetary full 643,449$ ‐$ 643,449$ 643,449$ 4 Overlay Reconstr: Riverside S of I‐10 full 9,103,354$ 816,595$ 8,295,759$ 8,295,759$ 5 Overlay Reconstr: I‐210 to Foothill Blvd. full 7,700,000$ ‐$ 7,700,000$ 7,700,000$ Overlay Totals 30,899,803$ 1,859,988$ 29,048,815$ ‐ $ ‐ $ 29,048,815$ ‐ $ Transpo ‐ Bridge
1 Riverside & UPRR Bridge Widening unfunded 50,000,000$ ‐$ ‐$ ‐$ Transportation ‐ Bridge Totals 50,000,000$ ‐$ ‐$ ‐$ ‐ $ ‐$ ‐$ Transpo ‐ EVS
1 MSRC LPP ‐ Electric Charge Station/Fleet full 313,307$ 200,660$ 112,647$ 112,647$ Transportation EVS Totals 313,307$ 200,660$ 112,647$ ‐$ ‐ $ ‐$ 112,647$ Facilities ‐ ADA
1 Community Ctr ADA Rehab Bldg 400 full 331,895$ ‐$ 331,895$ 331,895$ 2 Facilities ADA Transition Plan full 500,000$ 219,000$ 499,781$ 499,781$ 3 Community Ctr ADA Rehab Bldg 200 & 300 full 1,730,350$ 1,460,919$ 269,431$ 269,431$ Facilities ADA Totals 2,562,245$ 1,679,919$ 1,101,107$ ‐$ 331,895$ 499,781$ 269,431$ Facilities ‐ Doors/Generators/Roofs
1 Door Repl ‐ FS 201, 203 & 204 partial 550,000$ ‐$ ‐$ ‐$ 2 Generator Replacement FY2022 partial 700,000$ ‐$ ‐$ ‐$ 3 Roof Replacement FY2022 partial 716,000$ ‐$ ‐$ ‐$ Facilities Doors/Generators/Roofs Totals 1,966,000$ ‐$ ‐$ ‐$ ‐ $ ‐$ ‐$ Facilities ‐ Misc
1 Community Center Building 400 & 500 partial 1,200,000$ ‐$ 327,950$ 327,950$ 2 Facilities Maintenance Program FY2022 partial 200,000 $ ‐$ ‐$ ‐$ 3 Preston Elementary Daycare Building Impr unfunded 700,000 $ ‐$ ‐$ ‐$ Facilities ‐ Miscellaneous Totals 2,100,000$ ‐$ 327,950$ 327,950$ ‐$ ‐$ ‐$ Facilities ‐ Police
1 Facilities Fencing Replacement Police Dept partial 300,000 $ ‐$ ‐$ ‐$ Facilities ‐ Police Totals 300,000$ ‐$ ‐$ ‐$ ‐ $ ‐$ ‐$ CITY OF RIALTO's CAPITAL IMPROVEMENT PROGRAM
ACTIVE AND ANTICIPATED PROJECTS
(as of Oct 2021)
Harris & Associates, Inc. A. Understanding the Required Scope of Work 9 Table 1. Summary of CIP Analysis (continued)
Funding Tot Cost Enc/Exp Funds Pre‐Plan Planning Design Constr Facilities ‐ Fire
1 Fire Station Improvements ‐ Various Locations unfunded TBD ‐$ ‐$ ‐$ 2 Fire Station 205 (Permanent) full 4,785,000$ 4,155,008$ 629,992$ 629,992$ Facilities ‐ Fire Totals 4,785,000$ 4,155,008$ 629,992$ ‐$ ‐ $ ‐$ 629,992$ Parks
1 Anderson Park: ADA Improvements unfunded 301,355$ ‐$ ‐$ ‐$ 2 Fergusson Park: Three bldgs repl & ADA Impr unfunded 1,493,000$ ‐$ ‐$ ‐$ 3 Flores Park: One bldgs repl & ADA Impr unfunded 877,251$ ‐$ ‐$ ‐$ 4 Jerry Eaves Park: Two bldgs repl & ADA Impr unfunded 2,129,000$ ‐$ ‐$ ‐$ 5 Rialto City Park: Three bldgs repl & ADA Impr unfunded 2,080,000$ ‐$ ‐$ ‐$ 6 Pacific Electric Trail Feasibility Study full 299,000$ 270,485$ 28,515$ 28,515$ 7 Cactus Trail Parking Lot full 500,000$ ‐$ 500,000$ 500,000$ 8 Birdsall Park Improvements full 1,400,000$ 826$ 1,399,174$ 1,399,174$ 9 Cactus Trail full 2,560,000$ 357,625$ 2,202,375$ 2,202,375$ Parks Miscellaneous Totals 11,639,606$ 628,936$ 4,130,064$ ‐$ ‐ $ 4,130,064$ ‐$ Drainage
1 Cedar/Merrill Storm Drain Improvements partial 7,000,000 $ 350,000$ 350,000$ 2 Baseline Storm Drain: Tamarind to Cactus 3 Basin full 12,500,000$ 622,677$ 11,877,323$ 11,877,323$ Drainage Totals 19,500,000$ 622,677$ 12,227,323$ 350,000$ ‐$ 11,877,323$ ‐ $ GRAND TOTAL 187,612,880$ 28,083,938$ 65,786,967$ 5,177,950$ 531,895$ 57,753,075$ 2,324,047$ 92,644,224$ << Budgeted (does not include the anticipated $15M in ARPA funds) 38,592,030$ << projects that will likely start construction in Calendar year 2022 Harris & Associates, Inc. A. Understanding the Required Scope of Work 10 ii. Identify and discuss “key” or “critical” aspects of the potential services delivered as identified in this RFP , based on prior experiences. Identify methodologies for managing delivery of the services, modes of communication, how the work tasks will be controlled, how the work assignments will be tracked and how project status will be reported. iii. Provide a detailed Scope of Work identifying how all of the services will be provided and deliverables completed. The detailed technical scope of work outline must be identical to the outline of tasks and sub-tasks identified in the Cost Proposal. This is to ensure that the final agreed contract has a scope of work and payment schedule which correlate to one another.
Approach and Scope of Work
This section addresses both Task A.ii and A.iii from the Proposal Evaluation Criteria.
Harris’ Project/Program Manager, Mark Nassar, will oversee and coordinate all services provided to the City and will act as the City’s single point of contact on matters related to overall approach, service, program, and project performance. Mark has acted in the capacity of Deputy Director over City of San Diego Engineering & Capital Projects Department’s Project & Program Management, Architectural Engineering & Parks Design, and Construction Management & Field Engineering Services Divisions that processed an annual CIP of over $700 million. He has the background and competencies to multi- task and coordinate the numerous separate but interdependent activities and phases within Rialto’s multiple asset CIPs.
The first 90 days are critical to the long-term program success.
Mark will lead the start-up effort to define systems and processes, achieve team alignment, establish program controls, transparent reporting, and a functioning accountability structure.
FIRST 90 DAYS
During the kick-off meeting, Harris will align around the City’s vision, mission, challenges, dynamics, critical areas of focus, and expected outcomes—this will enable Harris to present to the City a plan that strategically mobilizes a team to the most critical items while engaging and updating all of the required stakeholders.
The first 90 days are critical to the long-term program success.
Program Manager Mark Nassar will lead the start-up effort to define systems and processes, achieve team alignment, establish program controls, and transparent reporting and accountability.
The initial program kick-off will outline the efforts that will be undertaken in the first 90 days which include:
• Objectives and priorities of the key CIP programs
• Key stakeholders and information needs per program
• The 5-Year CIP Outlook approach and key milestones
• Available vs desired project control systems, info and data update/reporting processes
• Validate scope, schedule, budget, and priorities for projects identified in the CIP
Goals:
Respond rapidly to City task order
requests and provide expertise
aligned with project goals
How:
Maintain clear lines of communication
for the task order assignment
process
Employ proven task order delivery
processes and procedures for your
projects
Contract Management—All Task Orders Task Order Management— Individual Task Orders
Goals:
Promote transparency and
accountability
in managing contract
Partner to manage and staff multiple
task orders.
How:
Implement a contract
communication plan to understand
the needs of the City and how Harris
can assist
Utilize robust contract management
and reporting technology tools
Harris & Associates, Inc. A. Understanding the Required Scope of Work 11 TASK 1. OVERALL PROJECT MANAGEMENT
The City has a diverse portfolio of projects in its CIP all of which serve and impact the same communities. Program
Management is more than just administering a list of projects, it is the administration of the interconnectivity between projects, the network they belong to, their operators, and users.
Harris understands that the City has an aggressive CIP program that must continue to meet its obligations even during the Engineering Division’s transition into the new Community Development Department and accommodating the retirement of several of its key staff. Besides having the administrative resources necessary, Harris has command of the project
development process and can quickly interpret the requests and respond. Harris’ administrative support team would work closely with the Program Manager and Project Control team so that the project control and document control systems are leveraged.
Tracking Harris Costs
Harris uses Deltek Vantagepoint, a globally recognized
project-centric business management software, to record time and expenses charged to its projects, monitor project budget performance, and provide its Program and Project Managers with real-time project performance data. Using Vantagepoint’s monthly analysis tools and reports, Mark and other Harris Project Managers can readily analyze each of Harris’ task/ project including the individuals who charged each task/project, the value of the effort charged against the task/project, and the remaining budgets available. These monthly summaries, detailing the labor, expense, and subconsultant charges for each billing period, form the basis of preparing accurate monthly invoices.
In addition, Vantagepoint allows Mark and other Harris Project Managers to plan and proactively track schedule versus budget to respond to potential delays, resource issues, or other possible problems. Mark will use this tool to monitor each Harris project/task order and track Harris’ expended efforts on the City’s individual CIP projects budgets, which allows costs to be realized and reimbursable within each individual CIP project.
Decision Logs. Given the length and complexity of a 5-Year CIP, maintaining a detailed account of important decisions made is vital to the programs’ and projects’ benefits. To meet this demand, the Program Manager will maintain a decision log (or decision logs on critical individual projects) to track key decisions made. The decision logs will contain a description of the decision, the date it was made, as well as the reasoning and objective behind the decision taken.
Stretch the City’s funding.
Keep community informed.
• Program Management Plan
• Program Controls
• Communication Plan
• Projects Prioritizing
• Staff Training
• Coordination with Outside
Stakeholders
Minimize construction change orders.
Deliver projects on time and on budget.
• Proactive Engagement with Project
Stakeholders
• Community Outreach
• Coordination with California Regional
Water Quality Control Board
• Quality Assurance/Quality Control
• Identify Utilities
• Pavement Rehabilitation
• Alternatives Analysis
• Project Controls
• Biddability/Constructability Reviews
• Value Engineering
Program
Success!+ =
Program Management Project Management
Benefit to the City
How Harris will
achieve this for you
←
←
TASK 1 DELIVERABLES:
• Program Vision/Mission Statement
• CIP Stakeholder List & Communication Plan
• City CIP QAQC Manual
• Administrative Support Documents
– Staff Reports
– Project Information
– Presentations & Reports
– Meetings Documents
– Project Cost Allocations
Harris & Associates, Inc. A. Understanding the Required Scope of Work 12 TASK 2. PROGRAMMING AND PROJECT CONTROLS
Initial Discovery Phase
The project controls, project management, and financial management team will commence this task by evaluating
available project and program information and needs. This effort will establish, for each active and proposed project, the goals, scope, requirements/expectations, commitments, planned budget, and schedule. This phase will include a capture of the current projects’ funding status and schedule outlook. The deliverable will be a projects and programs database that will be the foundation of the Project Control System and the 5-Year Capital Improvement Plan – both necessary foundations to the optimal administration of the City’s current and forecasted projects.
The Available Information Discovery Phase and 5-Year
Capital Improvement Plan efforts will run simultaneously.
Task 2A. Programming
Harris has put together a Financial Management Team to
provide support and guidance on matters related to CIP-wide fund administration as well as the project-level financial needs outlined in Task 1 such as accounts receivable and invoice payments. Harris has extensive knowledge and
experience with federal and state grant programs, grant agency personnel, funding opportunities, requirements, and application processes. We have assisted public agencies to win grant awards in the areas of transportation, water, stormwater, housing, disaster recovery and hazard mitigation, engineering, and other critical infrastructure projects.
Harris excels at pre-positioning agencies to win grant funds and this approach is critical to securing federal and state infrastructure grant programs. The federal investments in infrastructure, transportation, housing, water, and economic development and recovery programs provide billions of dollars for critically needed projects and it will be competitive to apply and secure funds. To prepare and pre-position, Harris works with City staff to identify and prioritize grant-eligible projects and Harris’ design and project managers lend their technical expertise to further develop projects if needed, ensuring they are “grant ready” to meet the requirements and timing of funding programs. and deliverables. Harris’ professional engineers and project managers provide technical oversight to verify proposed projects are technically feasible and serve their purpose to the community. Harris confirms all implementation, cost sharing, and grant requirements are met. Harris’ assistance extends after the application process. Our client support continues with providing oversight while applications are under review, assisting with funder-issued Requests for Information, and coordinating grant reports, reimbursements, and project closeout. We also assist our clients with project presentations to granting agencies.
Recently, Harris worked with the Economic Development
Administration (EDA) and the City of Long Beach to develop and submit a grant application for the improvement of multiple storm drains and pump station sites to improve resilience to citywide flooding. As a liaison between the two agencies, the Harris team engaged staff to make certain all grant program criteria were met, the proposed project would achieve mutual goals and outcomes, environmental impact reports and engineering reports were completed according to the EDA’s standards, and the application was submitted ahead of the deadline. Harris also provides ongoing grant support to Calaveras County, City of Duarte, City of Bellflower, City of Watsonville, and the San Gabriel Valley Regional Housing Trust to identify innovative funding solutions for a variety of complex projects.
The Harris team has also secured grants for our clients through multiple funding agencies and programs, including the following:
Federal
US Bureau of Reclamation (BOR)
US Environmental Protection Agency (USEPA)
US Department of Commerce’s Economic Development
Administration (EDA)
Federal Emergency Management Agency (FEMA)
US Department of the Interior’s Bureau of Land Management (BLM)
National Fish and Wildlife Foundation (NFWF)
California
Office of Emergency Services (Cal OES)
Department of Transportation (Caltrans)
Department of Housing and Community Development (HCD)
State Water Resources Control Board (SWRCB)
Department of Water Resources (DWR)
Natural Resources Agency
Department of Health Care Services (DHCS)
California Air Resources Control Board (CARB)
Within the past three years, we have secured over $42
million in funding for 20 agencies throughout California for capital projects.
Mark has led several 5-Year Capital Improvement
Plan outlooks at the City of San Diego from needs
assessment, project prioritization, financial
programming, and consensus building, to presentation
and publication.
Harris provides a comprehensive approach to securing
funding by conducting funding needs analysis, grant
funding research, grant proposal development, and reports.
Harris’ winning approach includes expertise in identifying funding opportunities, building relationships with agency program managers, adhering to the application process,
and developing application materials that are customized to the grant application requirements, including project descriptions, scopes of work, project justifications, outcomes, Harris & Associates, Inc. A. Understanding the Required Scope of Work 13 Projects Prioritization. Mark will work with the City’s staff and stakeholders to establish project prioritization criteria that accounts for factors that include the following:
• Criticality of project to health/safety, operation/service, economic benefit, sustainability, etc.
• Resource and funding availability and need
• Sequencing of projects so construction impacts are not prolonged in any one geographical area
• Coordination with other construction projects within the community to minimize disruptions to traffic and impacts to the community
• Identifying project-specific constraints and allowing enough lead time in the schedule to achieve a resolution
During the Initial Discovery Phase, Harris will work with City staff to evaluate the City’s business process tools, and information technology requirements to effectively manage the program information. This effort will be led by our Project Controls Lead, Nathan Couch. The graphic on the following page summarizes our integrated approach, starting with the establishment of program procedures, which provides a solid foundation of team collaboration, lending to transparency of the program status and a program portal metrics.
Finally, an effective and transparent reporting structure allows information sharing to support decision-making and reporting, helping to sustain program stakeholder endorsements.
Dashboards. Power BI is a business analytics tool that lets us easily connect to various data sources (like Excel and SQL), visualize (or discover) what’s important, and share the information with the appropriate team members and stakeholders. With Power BI, we can connect to hundreds of data sources and bring project data to life with live dashboards and reports.
Master Schedule. All CIP project schedules will be consolidated into a master schedule with identified milestones and labor hour requirements to determine staffing levels for all projects. The staffing levels are broken down by specific personnel and by discipline.
Maintaining the master schedule is important in determining whether the tasks/projects are on schedule and within budget. This process includes identification of updated time and cost estimates for each project and accurately reporting the progress of each. This information is updated and communicated to the City on a monthly basis and is reflected in the overall master schedule. Variances from the projects’ schedules and budgets may be encountered during the course of any project. These variances could be the result of coordination issues with utility agencies, obtaining permits or approvals from regulatory agencies, or resolving unforeseen issues during the design process.
Variance information is maintained and updated in the master schedule. Appropriate corrective action plans are put in place to address any variances, placing the tasks/projects back on schedule and flagging shortfalls in staffing resources.
Example of Cash Flow Projections from 2018–2030 for Valley Sanitary District.
Q1 Q2 Q3 Q4 Q1 Q2 Q3 Q4 Q1 Q2 Q3 Q4 Q1 Q2 Q3 Q4 Q1 Q2 Q3 Q4 Q1 Q2 Q3 Q4 Q1 Q2 Q3 Q4 Q1 Q2 Q3 Q4 Q1 Q2 Q3 Q4 Q1 Q2 Q3 Q4 Q1 Q2 Q3 Q4 Q1 Q2 Q3 Q4 CIP Project 1 363,671$
Soft Cost 55% 128,718 $ ##
Procurement -$
Construction 234,953 $ ##
CIP Project 2 2,398,019$
Soft Cost 9% 198,019 $ ##
Procurement -$
Construction 2,200,000$ ##
CIP Project 3 4,786,972$
Soft Cost 26% -$ ##
Procurement -$
Construction 4,786,972$ ##
Project 4 6,031,585$
Soft Cost 26% 1,244,613$ ##
Procurement -$
Construction 4,786,972$ ##
($3,132,696) ($5, 302,933) ($8,760,491)
128,718$ 2,918,682$ 5,319,762$ 10,142,702$ 11,809,976$ 6,518,482$ (1,221,538)$ (683,982)$ 752,250$ 1,057,310$ (223,469)$ (5,164,509)$ 221,119$ 2,675,834$ 5,108,213$ 4,672,808$ ($879,906) ($8,868,513) ($8,587, 894) ($7,417,234) ($4,572,014) 2024-2025 2025-2026 2026-2027 2027-2028 2028-2029 2029-20302018-2019 2019-2020 2020-2021 2021-2022 2022-2023 2023-2024 Year 7 Year 8 Year 9 Year 10 Year 11 Year 12Year 1 Year 2 Year 3 Year 4 Year 5 Year 6 7,366,355$ 6,733,252$ 5,324,264$ 4,190,007$ 5,079,464$ 3,595,982$ 128,718$ 242,848$ 211,549$ 5,469,894$ 12,689,883$ 15,386,995$ 7,646,975$ 7,903,912$ 8,169,484$ 5,629,324$ 2,909,227$ 138,424$ 349,836$ 2,697,563$ 2,643,928$ 5,034,489$ 7,137,168$ 7,398,388$ 7,366,355$ 6,733,252$ 5,324,264$ 4,190,007$ 5,079,464$ 3,595,982$ 128,718$ 242,848$ 211,549$ 5,469,894$ 12,689,883$ 15,386,995$ Total CF
Revenue
Revenue (w/ Carryo Over)
Unspent $ for Carry Over
Adjusted Revenue
$-
$2,000,000
$4,000,000
$6,000,000
$8,000,000
$10,000,000
$12,000,000
$14,000,000
$16,000,000
$18,000,000
123456789 1 0 1 1 1 2
Cash Flow
Annual CF Revenue
Example Cash Flow Projections
TASK 2A DELIVERABLES:
• List of Project Funding Shortfalls/Needs • Funding/Grant Application Plan • Grant Applications Task 2B. Project Controls
Harris has its own Project Management Office (PMO) that provides Project Management/Project Control (PM/PC) functions which monitor the progress and performance of all of its clients’ projects. It is based on the Project Management Institute’s global standard best management practices application of its Project Management Principles. Harris’ PMO Team will tailor our Project/Program Management and Project Controls unit and functions to support the initiation, monitoring, control and reporting of the City’s capital improvements projects and programs under the direction of the City. We will maintain the Master Projects List/Database and prepare and distribute the CIP Dashboard and the monthly Active CIP Projects Status Reports.
In addition, Harris’ project controls philosophy is to develop a project plan with well-defined processes that are clearly communicated, be disciplined about following the processes, and hold responsible parties accountable for the results. If we do not achieve the results we needed, we then examine the process to see where the breakdown occurred and adjust. For example, was the process unclear? Were we not disciplined in following it? Did we not hold others accountable? Harris & Associates, Inc. A. Understanding the Required Scope of Work 14 Contract Management and Reporting. In addition to using Vantagepoint Dashboards to track Harris’ tasks/projects, we will also work with the City to discover an appropriate means and method to analyze and report out useful program and project information. Overall project and task order dashboards track actual, estimate to complete, and estimate at completion expenditures/effort to assist Mark with identifying areas where task modifications are required early enough in advance.
Reporting Progress with the City. Transparency and clarity are key features in any successful team’s process; traditional project reporting, even using a simple Word document, can bring Harris’ team and the City team into a common alignment that allows everyone to be informed and comfortable with progress and status.
Harris will establish and maintain monthly a public-facing CIP Dashboard that will provide listing of active and planned projects along with their status and forecasted implementation schedule.
Internally, Harris will provide the City with a monthly Active CIP Projects Status Report containing schedule, financials and progress notations. Both of these reports will be based off of a Master Projects List/Database that will contain all of the project scope details and delivery requirements/constraints.
TASK 3 – PROJECT DEVELOPMENT & MANAGEMENT
Quality Assurance/Quality Control (QA/QC) Program
The Harris approach to quality includes focused collaboration amongst our seasoned team members across our various service lines to deliver a well-vetted deliverable to our clients and partners. As an organization, we have developed a culture where all employee-owners are aware of and committed to quality in our processes and deliverables. Each member of the proposed Harris team will embody this “quality-oriented” mindset during the delivery of our services and your projects.
Harris employs a “Harris Way to Quality” QA/QC Manual that reflects our commitment to delivering high-quality products and services. The QA portion of the manual details the process Report i n g
City
Council
Proce s s
Program
Team
Tools
Experts
Collabora t i o n
Stake-
holder
Team
TRANSPARENCY
ACCOUNTABILITY
• Business Process
• Reporting Requirements
• Program Schedule
• Document Control
• Risk Management
• Procurement Guidelines
• City So/f_tware
• Cost Controls
• Document Management
• Risk Matrix
• Decision Logs
• Information Access
• Communications
• Team
• Forecasting and Trends
• Performance
• Status
Newforma
Document
Management
Newforma
Program
Portal
City
Reports
Cost Controls
Document
Retrieval
One-Team
Approach
Risk Matrix/
Decision Log
Reporting
Requirements
2 3
4 5
6 1
Business
Strategy
Procurement
Guidelines
Program
Schedule
Document
Control
Risk
Management
City Council
Committee Briefings
Dashboards
KPMs
City So/f_tware
Systems
Integrated Approach to Program Management
TASK 2B DELIVERABLES:
• Individual Projects’ Cost-Loaded Schedules
• Project Control System
• Projects & Programs Master Projects List/Database
• Dashboard
• 5-Year CIP Outlook
– List of Programs/Drivers/Objectives
– Project Prioritization Strategy/Criteria
– Stakeholders Communication Plan
– Ranked Project List
– Program Cash Flow
– 5-Year CIP Report
– 5-Year CIP Presentation (PowerPoint)
– Presentations to Management/Council
– Process and Procedures Summary
Harris & Associates, Inc. A. Understanding the Required Scope of Work 15 of reducing potential errors or non-compliant deliverables. Our QA philosophy speaks to the technical components, contractual requirements, and engineering solutions as appropriate. The QC portion of the manual provides the measurements for performing detailed reviews and checking of all aspects of the Project work by qualified, designated team members. Randall Berry will serve as QA/QC Manager(s) on the Engineering Design Services contract, performing project reviews, documenting these reviews, and providing technical input and guidance at agreed-to milestones to add value to the delivery process as well as reduce errors. We have the philosophy that QA/QC is a continuous process from conceptual design to final Plans, Specifications, and Estimates (PS&E) on all design projects.
When several disciplines are involved in a project, combining design with construction management projects, the QA/QC Manager may also seek review assistance from other individuals specializing in those disciplines to verify that all project concepts are being met and all constructability issues are addressed prior to finalization of the plans and specifications.
Harris’ QA/QC Manager will be responsible for the program’s QA/QC process. Project deliverable reviews will conform to our formal QA/QC program, and use forms, checklists, procedures, and minimum standards for all work. The QA/QC manager will review the project design parameters, including assumptions and technical methods against project design guidelines and exceptions listed in the Basis of Design Report to verify that minimum design standards are met. All plan revision comments from internal QA/QC reviews, the City, and other agencies will be scanned and returned to each respective agency with a response to individual comments to reduce review time by City staff.
The importance of QA/QC comes from the understanding that it is the key foundation for ensuring project scopes are delivered completely, on schedule and within budget.
Document Control
Harris utilizes Newforma as our project document control platform. Newforma is a robust project management and
document controls system that serves as a repository of all project documents. The City and its vendors do not
need to own the Newforma software to access documents.
Newforma’s benefits include:
• One centralized, secure location for all records, shared internally and remotely on one application.
• Standardization of project files.
• Automated reporting of current project data.
• Project data integrity maintained through user controls such as access levels and modification rights.
• Ability to capture documents and conversations through the internal user application (Project Center), web-based external user page (Info Exchange), and through phone/iPad-based field applications.
• Files too large to e-mail can be sent via Info Exchange to all required parties and maintained within Newforma’s servers throughout the project duration.
• Ability to track review times of submittals, RFIs,
This example is Valley Sanitary District’s CIP Dashboard that was developed by Harris and is available to the public at https://www.valley-sanitary.org/projects/pages/collection-system-rehabilitation-program.
Example CIP Dashboard
Harris & Associates, Inc. A. Understanding the Required Scope of Work 16 correspondence, contract change orders, and submittal
drawings, easily visible as a dashboard output for all to see, thus encouraging accountability.
• Creation of status reports for these documents to share at progress meetings.
Newforma Streamlines Caltrans LAPM Requirements.
Newforma Project Center (NPC) creates a more productive environment for teams by organizing project information, facilitating information exchange with external team members, and enabling more efficient contract and construction
management processes. NPC integrates information from
multiple sources, enabling more efficient search, review, transfer, and management of project information. This program helps our team streamline the documentation required by the LAPM and deliver project files that are compliant and complete.
Risk Registers
For complex projects, it is imperative that contingency plans be prepared that account for probabilities of encountering unforeseen changes in scope, cost and schedule. It is not enough to simply bump schedules and budgets by arbitrary percentages, rather it is more prudent to identify likely risks, analyze their potential impact on budget and schedule, and craft project responses should they be encountered. For sizeable and critical projects, Harris PMs and CMs engage key stakeholders and employ risk registers ahead of construction start, managing and reporting on it as the project develops.
Value Engineering
As needed, Harris will conduct a formal value engineering review process involving multiple workshops, moderated by Certified Value Specialist Gino Colacchia, CPE, CVS, to evaluate alternatives for various design elements that reduce project costs and minimize conflicts. Costs of suggested value engineering components will be computed to arrive at a recommended set of design refinements that is cost-effective and optimal while meeting the project need, purpose, budget, and schedule.
TASK 4 – ON CALL SERVICES
The Harris Project Management Program’s (HPMP)
Approach to Project Management
The goal of the HPMP is to enhance the probability of
consistent, successful project delivery for both our clients and for the benefit of our communities. Using globally recognized best practices from the Project Management Institute (PMI), the HPMP provides standard operating procedures, tools, and techniques in the professional discipline of project management across three major facets:
• Technical Project Management
• Strategic and Business Management
• Leadership
This diagram explains how
Harris approaches project
management for our clients
and projects. By employing
industry standard practices
and adding our own
standards on top of that, we
are able to deliver consistent
quality results for our clients.
One of the most important features of the HPMP is a
focus on quality, which is a reflection of professionalism, competence, and sound judgment in program
management and serving clients. The success of the
City’s program delivery will require these hallmark
features of the HPMP to select the right project
manager(s), technical lead(s), quality control manager, and principal-in-charge. Harris has a culture of high
expectations for project managers, and surrounds
those project managers with tools and team members
to strengthen their abilities and improve projects’ and clients’ chances of success.
TASK 3 DELIVERABLES:
• Preliminary Engineering Report Standard Template
• Project Management Plans
• Design & CM Consultant RFPs
• Large/Complex Projects Risk Register & Contingency Plan • Project Progress Reports
• Project Closeout/Lessons Learned
Harris & Associates, Inc. A. Understanding the Required Scope of Work 17 Work Plan Process and Methodology
Our Big Picture Recipe for Successfully Implementing
Engineering Design Services. We will lay out a road map for each project. It is one of the most critical steps in the planning phase; Harris firmly believes that communicating early and often is another essential ingredient for our recipe of successfully executed civil engineering design services.
After collaborating with the City regarding a specific Project (via task order issuance), Mark Nassar will select the appropriate Task Order Project Manager from our team and delineate
resources to develop a comprehensive Scope of Work. Mark will use a robust project tracking process to elevate our team’s ability to provide timely and transparent status updates to City staff.
The City-provided Project Schedule can have a significant impact on planning for staffing roles, responsibilities, and time commitments. We identify project milestones and estimate labor hour requirements for each phase, task, and subtask (as necessary) to determine staffing arrangements to complete the work in accordance with the Project Schedule. The Resource Plans are broken down by specific personnel and by discipline, to determine overall project needs.
Mark will secure these staffing commitments from those hand- picked to support the City’s task orders. We will combine this with our weekly project planning, monitoring, and reporting procedures such as our Time Phased Backlog and Three-Month Look Ahead Schedule to make sure that each task order has been assigned adequate resources to meet the Project Schedule.
The bottom line is that Harris is confident we can provide the City with experienced, qualified, and knowledgeable teams to meet the needs of your projects and exceed your expectations.
Our Tactical Approach to Providing Civil Engineering
Design Services (Task Orders). Below is an outline of the key opportunities and of vital steps Harris will take for any given task order:
Civil Engineering Design Services (Task Orders)
1. Brainstorming with the City and identification of
objectives and the “end game”
2. Development of Project Description and Scope of Work
3. Development of detailed Work Breakdown Structure
4. Development of Project Schedule and Order of
Magnitude Opinion of Probable Cost
5. Performance and production of topographic survey
6. Preliminary investigation and research
a. As-built and record drawing collections
b. Utility coordination and outreach
c. Field reviews and data gatherings
d. Base mapping
e. Geotechnical investigation and reporting
7. Preliminary Engineering Report
8. Identification of right-of-way clearances and issues, potential property acquisitions (if any)
Civil Engineering Design Services (Task Orders)
9. Identification of permits (if any)
10. Environmental permitting and compliance obligations (CEQA)
11. 60% to 100% design deliverable(s)
a. Develop and refine design drawings
b. Develop front-end documents
c. Develop technical specifications
d. Develop Engineer’s Opinion of Probable
Construction Cost (EOPCC)
12. Develop an Outreach Communication Plan (public,
community, utilities, and other stakeholders)
13. Application and submission of environmental
document(s) and permits
14. Complete Final Construction Contract Documents
(issued for bid)
15. Bid Phase Services
a. Pre-bidding conference, agenda, and meeting
minutes
b. Addenda (RFIs and responses)
c. Bid review, analysis, and recommendations (may
include Staff Report support)
16. Engineering Services During Construction
a. Pre-construction conference, agenda, and meeting
minutes
b. RFIs and responses
c. Submittals
d. Progress pay estimates and payments
e. Change order support
f. Record drawings
g. Contract closeout
Although there is a “method” to civil engineering design services, we also want to fully consider the uniqueness of each of the City’s projects and recognize that a one-size-fits-all approach is not always the best, including the value we place on innovation, creativity, and having a true heart for problem solving. For these reasons, we certainly want to demonstrate our thorough understanding of the “Big Picture Recipe,” while also balancing and navigating challenges that we address with very specific and individualized solutions.
Communication Plan
Community Outreach. A public outreach plan will be crafted to include a communications and outreach plan for key
stakeholders and the project users. Coordination workshops will be held throughout planning and design stages of the project as needed to discuss project impacts/mitigation.
We will utilize various tools, such as personalized mailers targeted at specific property owners, project bulletin boards, and social media, to proactively notify and engage the
community.
Stakeholder Coordination and Communication. The City
has an active citizen base and projects are typically highly visible and impactful. Residents want to be involved in making Harris & Associates, Inc. A. Understanding the Required Scope of Work 18 a difference in the places where they live. Your projects’ success relies on our ability to bring together the diverse needs of many, including City staff and council, neighborhoods, workers, businesses, visitors, and a variety of stakeholders. Our approach to engagement will go beyond communicating “just the facts”— we will partner with City resources to help all stakeholders understand the role they play in the project.
Harris’ established communication process will allow us to be predictive in our approach, which is essential on such a highly visible program. Internalizing good communication strategies as part of the project culture will keep stakeholders engaged, project teams motivated, and help the City develop early solutions to minimize risk.
Your projects involve a large number of stakeholders including but not limited to those listed below. The Harris team will act as a conduit of information between project stakeholders. We will balance technical and funding constraints with community expectations to find the “sweet spot” that will make the City’s projects successful.
Mark and our team understand the level of clarity and detail required from each of the different stakeholders and will tailor our approach to their unique concerns. Gaining the trust of each stakeholder and maintaining regular contact with them allows us to identify and respond to potential challenges and conflicts in a proactive manner.
Key Agencies/Stakeholders:
• Union Pacific Railroad
(UPRR)
• Permitting and regulatory
agencies
• Utility owners
• Regional Water Quality
Control Board (RWQCB)
• Caltrans District 8
• Federal Emergency
Management Agency
(FEMA)
• Rialto Water Services
• City of San Bernardino
(joint CIP projects)
• Community groups
Community Stakeholders:
• Rialto Unified School
District
• Altus Academy
• Kristina Dana Hendrickson
Cultural Center
• Carter Branch Library
• Rialto Branch Library
• Rialto Farmer’s Market
• Tom Sawyer Swimming
Pool
• Rialto Fitness Center &
Aquatic Center
• Rialto Rotary Club
• Grace Vargas Senior Center
• Rialto Community Players
• Rialto Historical Society
• Rialto Bicycle Club
• City parks
• Residents
• Businesses
• Country clubs
• Golf clubs
Technical
Constraints
FundingCommunity
Expectations
SWEET SPOT
TASK 4 DELIVERABLES:
• Plans & Specifications
• Technical Studies
• Environmental Documents
• Grant Applications
• Project Progress Reports
TASK 5 – CONSTRUCTION MANAGEMENT
Extensive Experience Providing On-Call
Construction Management (CM)/Inspection Services
Harris has successfully provided services through on-call contracts for more than 50 public agencies including Long Beach, Los Angeles, Rancho Palos Verdes, San Diego, LA Metro, Los Angeles County, and San Diego County. We have gained a positive reputation of being able to provide the staff resources and expertise to perform a variety of construction management tasks efficiently. We have a good understanding of the standard specifications for public works construction (Greenbook), Regional Standard Drawings, and Caltrans Specifications.
Construction Management
Harris’ Construction Managers will manage and oversee the construction project delivery process. Projects completed for the City will meet your expectations for quality and will be completed in a timely and fiscally prudent manner with consideration to all project stakeholders. Harris will provide administration of construction, scheduling of work, third-party inspections, quality, and the coordination of the contractors or any other persons on the site of various Capital Improvement projects or any other City projects.
Biddability and Constructability Reviews
Working with low-bid contractors always presents additional challenges, as their margin of profitability is generally very low especially in the current highly competitive bidding climate.
Contractual ambiguities are often sought to be used to their advantage.
Harris & Associates, Inc. A. Understanding the Required Scope of Work 19 Harris advocates to conduct a preliminary biddability/
constructability (B/C) review prior to project advertisement/ bidding to identify any potential causes for change orders or disputes. Our CM team will lead the effort in performing B/C reviews on all construction packages. The reviews will focus on identifying errors, inconsistencies between plans and specifications, and omitted details that may impact bidding, change orders, and/or schedule delays. B/C reviews typically take place at the 60% and 90% construction document phases.
In a recent assessment of our proven success, we discovered on projects where we provided full construction management and inspection services with a B/C review, construction change orders were approximately 2%, which is well below the 5% to 10% industry average.
Change Orders and Claims Management
The first line of defense against unmerited change orders and claims is an engaged Construction Manager (CM) who
knows the contract documents, and proactively works through challenges before they become change orders or claims. Our upfront constructability reviews confirm all necessary bid items are included, documenting construction activity as it happens in the form of thorough daily reports, assessing and communicating risks with a risk register, and addressing all disputes as they develop to avoid all claims.
Effective cost control for change orders and claims includes accurate estimating. Our CMs have the support of local
estimators who can assist by developing a detailed cost estimate for every change prior to the submission of a change order by the contractor. This provides a solid position for discussion and negotiation with the contractor. This protocol will lead to fewer claims and ultimately more successful projects.
Managing and Monitoring CM Budget
Harris’ Construction Manager will track CM expenditures by task order and keep the City’s Project Manager updated on any changes to our scope and/or budget based on the project progress in the field. Any anticipated changes will be brought to Rialto staff’s attention immediately.
Safety
Safety is Harris’ top priority. It applies to our employees in the office, out in the field, and includes subconsultants on our team. We are committed to helping develop a workplace free of hazards by monitoring all activity.
Harris has a low Experience Modification Rate (EMR) of 0.85, achieved by developing and following a rigorous internal safety program with executive leadership participation and monitored by an oversight committee. With this program, we provide regular internal training and certification to better protect the public and our clients from undue risk.
It is always our priority to create a culture of safety on our jobsites, which is accomplished by:
• Starting every meeting with a safety moment
• Emailing safety bulletins to all staff
• Creating signage to remind team members to follow all safety protocols
• Encouraging a safe environment to speak up if safety
protocols are not being followed
• Communicating any COVID-19 guideline changes
We will verify that the contractor has an approved Injury and Illness Prevention Plan (IIPP) and that it is followed and maintained at all times. The IIPP has taken on a new significance since 2020 with new COVID-19 protocols. Harris will stress the importance of the IIPP and verify all new contractor staff are aware of the safety plan and have completed all necessary training.
On larger projects, there will be many subcontractors. All contractors, regardless of size, must complete training prior to performing work onsite and during the life of a project.
TASK 5 DELIVERABLES:
• Stakeholders Communication Plan
• Project Progress & Closeout Report
• Jobsite/COVID Safety Plan
• Project Document Control
• Lessons Learned
CASE STUDY:
San Diego Unified School District, Wilson Middle School.
During construction, the Harris team worked closely with the contractor’s Safety Manager to identify and mitigate risks with non-compliant temporary traffic control and
pedestrian path of travel issues. These risks were created when the contractor proceeded without proper permits
and safety measures. This had the potential to cause
an eminent risk to the public and was not addressed
by the contractor’s managers or subcontractors, which
exposed the project to liability. The Harris team’s intimate knowledge of Manual on Uniform Traffic Control Devices
(MUTCD) standards and industry best practices played a
critical role in resolving this issue.
Harris & Associates, Inc. B. Project Manager’s Qualifications 20 B. PROJECT MANAGER’S QUALIFICATIONS
i. The name and qualifications of the Project Manager to be assigned.
Name: Mark Nassar, PE, MBA
Qualifications: Mark brings extensive experience leading specialty teams and navigating complex and highly visible projects and programs. Mark’s experience spans close to 30 years at the City of San Diego where he worked on all asset types (buildings, parks, utilities, and roadways) and in all phases of an asset’s development lifecycle (planning, design, construction, operations, and asset management). Mark has led comprehensive citywide efforts that included the preparation of the City of San Diego’s 5-year Capital Improvement Plan Outlook, CIP Prioritization Council Policies, State of the CIP Annual Reports, Benchmarking & Process Improvement, Funding Programs,
and Project Management training academies. His firsthand experience and global understanding of the requirements of developing and implementing an annual and 5-year CIP plan makes him the ideal Program Manager to lead this effort. ii. The total number of projects the Project Manager (assigned as a “Project Manager”) has successfully completed, and what phases of the project were included.
Total Number of Projects the Project Manager Has
Successfully Completed and Phases of the Project Included:
CITY OF SAN DIEGO PROJECTS AND PROGRAMS
Transportation
1. Pavement Program (Program Management, Preliminary
Engineering)
Stormwater
2. Low Flow Stormwater Diversion Program (Program
Management, Design/ Construction)
Water & Wastewater
3. Water Pipeline Replacement Program (Program
Management)
4. Sewer Pipeline Replacement Program (Program
Management)
5. Miramar Water Treatment Plant Clearwells (Design)
Parks
6. Mission Bay CIP Program (Program Management/
Planning/Preliminary Engineering)
7. Mission Bay Dredging (Design/Construction)
8. Torrey Pines Golf Course Improvements (Design/
Construction)
Structures
9. Crystal Pier Repair (Preliminary Engineering/Design)
10. Ocean Beach Pier Condition Assessment (Preliminary
Engineering)
Buildings
11. Children’s Pool Lifeguard Station (Construction)
12. LJ Shores Lifeguard Station (Construction)
13. Chollas Water Operations Building (Design)
14. Skyline Hills Library (Design/Construction)
15. Mission Hills/Hillcrest Library (Design/Construction)
CITYWIDE INITIATIVES
16. San Diego 5-Year CIP Outlook
17. Annual State of the CIP Report
18. CIP Projects Prioritization Council Policy
19. Centralized Asset Management
TOTAL: 19
iii. The total number of projects the Project Manager
is currently engaged in which involve professional
services as described for this RFP .
Total Number of Projects the Project Manager is Currently Engaged In:
1. Valley Sanitary District, Wastewater Improvement Program TOTAL: 1
iv. How many years the Project Manager has been
currently employed with the Consultant’s firm.
Identify how many years the Project Manager has
been previously employed with other firms and
identify the number and name of the other firms.
How Many Years the Project Manager Has Been Currently
Employed with Harris: 1 year
How Many Years the Project Manager Has Been Previously
Employed with Other Firms and the Number and Name of
the Other Firms: 31 years
1. City of San Diego: 30 years
2. Robert Bein,William Frost & Associates: 1 year
TOTAL: 2
Harris & Associates, Inc. B. Project Manager’s Qualifications 21 Over the past 11 years, Harris has been providing staff augmentation support services and program/construction management related to the implementation of the $2.1 billion Proposition S, the $2.8 billion Proposition Z, and the $3.5 billion Measure YY Bond Programs for San Diego Unified School District (SDUSD). We have managed a team of 70+ individuals and have consistently delivered on time and provided the necessary resources to successfully deliver these programs. v. How the Project Manager can or will have sufficient time and resources devoted to the firm’s proposal, given current and future time commitments, if selected.
How the Project Manager Can or Will Have Sufficient Time and Resources Devoted to Harris’ proposal, Given Current and Future Time Commitments Based on our experience, we know staffing is key to successful on-call program management and an integral part of our quality management program. Our fundamental approach is to assemble a qualified team to match your individual project requirements. We will review the scope of the project staffing levels and budgets from similar projects to estimate labor requirements to complete the project.
The required program schedule can also have a significant impact on planning of staffing levels. Project milestones are identified and labor hour requirements per project/task are estimated to determine staffing levels to complete the task by the milestone date. The staffing levels are broken down by specific personnel and by discipline, to determine overall project needs. Mark will secure the staffing commitments from all team members. We will combine this staffing effort with our weekly project planning, monitoring, and reporting procedures such as our Time Phased Backlog Chart and Three-Month Look Ahead Schedule to assign each project adequate resources to meet the project schedule.
The staffing needs will be monitored throughout each project assignment to verify that the project is moving in a positive direction. If the initial plan requires revision to overcome an unforeseen project challenge, Mark will revisit the staff commitments required to meet the project schedule and budget.
“ [Harris has] always given
their highest priority to
our client relationship,
while always maintaining
their highest standards of
integrity and honesty within
their leadership managers
on this project.”
— Dave Downey, Principal
San Diego Unified School District
Time phased backlogs allow us to better
manage the staffing needs of each project.
Apr May Jun Jul Aug Sep
Available
Capacity
Target
Capacity
Harris & Associates, Inc. C. Firm’s Qualifications 22 C. FIRM’S QUALIFICATIONS
Harris by the
Numbers
48 YEARS OF PUBLIC WORKS
PROJECTS IN CALIFORNIA
150+
AWARD-WINNING PROJECTS
2,000+
PUBLIC AGENCIES SERVED
100%
EMPLOYEE-OWNED COMPANY
10 OFFICES THROUGHOUT
CALIFORNIA, WASHINGTON, AND
NEVADA
232
EMPLOYEES
Harris has been providing services to over 2,000 public agencies for close to 50 years and is equipped with the full spectrum of experiences, capabilities and professional services that any agency would need - from planning, design and construction to environmental/regulatory compliance and fund management. It is not enough to be specialized in any one of these areas; rather it is more important to understand and manage their interdependencies. Harris understands this nuance, having served in similar roles such as providing PM services for Valley Sanitary District. Harris also recognizes that the key to the City's success in this effort is stakeholder engagement both internal and external through proactive communication and reporting as well as constant evaluation of dynamic actual information and responsive adjustments to forecasted plans.
Approach
Harris’ approach to your program centers on being your trusted advisor through our proactive initiatives, communication, and responsiveness. Harris will establish an initial 90-day PMP to establish the people, technology, and tools necessary for successful implementation of Rialto’s Program.
Specialists in Public Works Improvement Projects
Harris has managed virtually any and all types of public works projects, across all phases. We have completed over 500 on-call task order assignments, responded to broken sewer lines and landslides, orchestrated complicated street closures, repaired damaged piers and eroded oceanfront bluffs, paved miles of streets, and effectively interfaced with concerned citizens. The Harris team, including our subconsultants, can provide all of the services outlined in your Request for Qualifications.
The Harris team also brings knowledge of and familiarity with the City of Rialto, having updated the City PMP multiple times and delivered a 5-Year CIP program for the rehabilitation of various arterial roadways through the City.
Sustainability/Envision
Harris is a Level 3 101 charter member of the Institute for Sustainable Infrastructure (ISI), a not-for-profit educational organization, structured to develop and maintain a sustainability rating system (Envision) for civil infrastructure. Envision introduces best practices to measure and evaluate the project, its goals, and objectives. As a charter member, Harris is also considered a Level 5 101 sustaining member, and holds an institutional commitment to design and construct sustainable civil infrastructure.
Added Value
The Harris team offers additional value to the City, including:
• Ability to provide end-to-end value throughout the project lifecycle • Established processes and procedures with proven CIP success • An involved Executive Leadership team with project experience and dedication to resource management
• Tailored team of specialists supported by local subconsultants • A strategic approach founded on the quality of life and needs of the Rialto community
“Harris has the flexibility
to adapt to different
situations and requests
from the district to make
the project/program run
smoothly. VSD staff has
confidence with the Harris
team that the work will
be done right.”
— Ronald Buchwald, Engineering
Services Manager
Valley Sanitary District
Harris & Associates, Inc. C. Firm’s Qualifications 23 i. List the firm’s complete name, type of firm (individual, partnership, corporation or other), telephone number, FAX number, contact person and E-mail address. If a corporation, indicate the state the corporation was organized under. California DIR number must be provided.
Complete Name: Harris & Associates, Inc.
Type of Firm: S Corporation
Telephone Number: 619.200.6442
FAX Number: 866.356.0998
Contact Person and E-mail Address: Mark Nassar, [email protected] Corporation State: California
California DIR Number: 1000011113
ii. List the name and title of the firm’s principal officers with the authority to bind the company in a contractual agreement.
Chief Executive Officer & Chief Financial Officer: Steve Winchester Chief Business Development Officer & Program and Construction Management Division President: Ehab Gerges, PE
Chief Operations Officer & Consulting Division President: Michelle White POLICY
AND PLANNING
FUNDING
AND PERMITTING
STRATEGIES
DESIGN AND
ENGINEERING
CONSTRUCTION
AND PROGRAM
MANAGEMENT
ASSET
MANAGEMENT
The Harris value lies in our ability to provide end-to-end value throughout the project lifecycle. “The Harris team has demonstrated depth of experience, responsiveness, and commitment to the City of Long Beach. Under [their] leadership, we have successfully delivered capital improvement projects on schedule and within budget over the last seven years. The Harris team acts as an extension of City staff, addresses concerns before issues arise, and demonstrates strong project management skills. We appreciate the efficient approaches and innovative solutions Harris delivers to keep our CIP a success. I would recommend Harris for project and construction management services, as they have the resources and work ethic to keep projects and community needs a priority.”
— Mouhsen Habib, Project Management Officer
City of Long Beach
Harris & Associates, Inc. C. Firm’s Qualifications 24 Harris negotiated the City of Long Beach Ocean Boulevard Bluff Erosion Repair schedule proposed by the contractor and reduced its duration by two months.
Harris will augment City staff capabilities and provide a deep pool of specialists who can provide services on a
wide variety of projects, and seamlessly integrate with City staff to deliver excellent results.
Harris’ Specific and Relevant Experience with the
Requested Professional Services
For 48 years, Harris has helped improve communities and create better places to live through smart, safe, sustainable planning, and project delivery solutions. Harris’ specific and relevant experience with on-call program management services includes:
• City of Oceanside, Capital Improvement Program Projects • Valley Sanitary District, Program Management for Collection Infrastructure Projects
• City of Long Beach, On-Call Project Management Services Detailed descriptions and additional projects/programs begin on page 30.
Harris’ Capabilities and Services Provided by
Harris Directly and Those Provided Through
Subconsultants
The Harris team brings value beyond meeting deadlines,
providing accurate estimates and reports, and comprehensive plans and specifications. Program management, staff
augmentation, construction management, grant writing,
engineering support—we apply our experience to find
innovative and cost-saving solutions that enhance safety, sustainability, and quality of life for our communities. We are careful stewards of our clients’ resources and reputation and hold ourselves accountable for delivering on our commitments. iii. List the firm’s specific and relevant experience with the requested professional services. Identify firm capabilities and the services provided by the firm directly and those provided through subconsultants; provide detailed project specific information, including type of work, dates, agency contact information and other appropriate supporting information, etc.
This commitment to our clients is demonstrated through our ability to provide our clients with a wide array of services— from staff augmentation to environmental clearance for CEQA to serving as agencies’ representatives on contract document interpretation and related contract matters. Our team includes construction managers who serve as leaders and catalysts to help move projects forward by fostering a culture of collaborative partnership around project objectives. One of our fundamental goals during the construction phase is to deliver reliable cost and schedule information to decision makers, so they can make informed decisions on project scope and delivery. Through effective public outreach and stakeholder communication, we help manage public expectations, minimize disruptions to project neighbors of the project site, and promote a positive image of the project.
CAPABILITIES/SERVICES FIRM
Program Management Harris
Project Management Harris
Financial Management Harris
Grant Support Harris
PM Systems and Processes Harris
Environmental Support Harris
Engineering Support Harris
GIS/Mapping Harris
IT Support Harris
Construction Management Harris
Risk Management Harris
Administration Support Harris
Document Control Harris
Scheduling Harris
Labor Compliance Harris
Right-of-Way Overland Pacific & Cutler
Traffic Engineering KOA Corporation
Cost Estimating O’Connor Construction
Management, Inc.
Community Outreach Katherine Padilla & Associates
Value Engineering Dabri, Inc.
Geotechnical LOR Geotechnical
Surveying KDM Meridian
Provide Detailed Project Specific Information,
Including Type of Work, Dates, Agency Contact
Information and Other Appropriate Supporting
Information, etc.
Detailed project specific information can be found under the Related Experience section, starting on page 30.
Harris & Associates, Inc. C. Firm’s Qualifications 25 iv. Indicate the name of sub-consultant firms that will be utilized to make up your team. Describe each sub-consultant’s background and specific expertise relevant to the services identified in the RFP . California DIR number(s) must be provided for all proposed sub-consultants.
Overland Pacific & Cutler, LLC (OPC)
Background: Established in 1980, OPC
provides expert services relating to all
aspects and disciplines required to secure right of way for a myriad of needs. OPC provides professional services for projects involving right of way program management, land and right of way acquisition, feasibility analysis, real estate appraisal and appraisal review coordination, relocation planning and implementation, property management, and
utility coordination. OPC has worked extensively for the City of Rialto, the County of San Bernardino, San Bernardino County Transportation Authority (SBCTA), and other nearby public agencies. City of Rialto project examples include right of way services for the Pepper Ave Extension project, 300 Jackson project, and Alder Avenue Sewer Line project, and appraisal services for the Bud Bender Park. SBCTA projects include the I-10 Express Lanes project, the West Valley Connector project, and the Barton Road Interchange project.
Specific Expertise: Right of Way
DIR Number: 1000004746
Dabri, Inc.
Background: Dabri has been providing professional services to local and state government agencies in
California for the past 20 years. Currently,
Dabri is working on as-needed value
engineering as part of construction management contracts with the following agencies: County of Los Angeles, City of Los Angeles, Los Angeles World Airport, City of San Diego, City of San Francisco, Port of Oakland, City of Dublin, San Francisco Public Utility Commission, Los Angeles Community College District, San Mateo Community College District, Solano County Community College District, Solano County and Los Angeles Unified School District County. Dabri’s team includes Certified Value Specialists, which is the highest level of certification attainable through SAVE International and is reserved for value specialists who have demonstrated expert-level experience and knowledge in the practice of value engineering.
Specific Expertise: Value Engineering
DIR Number: 1000012138
KOA Corporation (KOA)
Background: For the past 30 years, KOA
has demonstrated engineering leadership
in all aspects of streets and highways including traffic signals, intelligent transportation systems, communications, signal timing and operations, street lighting, intersection design, highway design, parking, worksite traffic control, active transportation and complete streets, transit systems, ADA compliance, and systemic safety analysis reporting. KOA has worked for nearly every municipal agency in Southern California and also provides on-call services for many of them.
KOA has recently completed or is developing similar projects for cities and agencies within San Bernardino County, which include Rialto, Fontana, Highland, Redlands, San Bernardino, Colton, Apple Valley, Big Bear Lake, and SBCTA.
Specific Expertise: Traffic Engineering
DIR Number: 1000018374
LOR Geotechnical Group, Inc. (LOR)
Background: With a local office in Riverside,
LOR provides materials testing and geotechnical
services including geotechnical site evaluations, infiltration feasibility studies, soils inspection, compaction testing, and special inspection. These service offerings are supported by an in-house full service geotechnical laboratory and are performed by credentialed and wholly qualified personnel that have all been employed by this firm for over 10 years. LOR provides a comprehensive organization of qualified personnel to support the technical need of the City of Rialto’s projects. LOR’s office has a full-service geotechnical laboratory that is currently approved by Caltrans. Their field and laboratory personnel are Caltrans, International Code Council (ICC), American Concrete Institute (ACI), and American Construction Institute Association (ACIA) certified. LOR was a member of Harris’ team and provided geotechnical services for the City of Rialto’s Annual Street Overlay projects for 2012/2013, 2014/15, 2015/16, 2016/17, and 2017/18.
Specific Expertise: Geotechnical/Materials Testing
DIR Number: 1000047292
Harris & Associates, Inc. C. Firm’s Qualifications 26 O’Connor Construction Management,
Inc. (OCMI)
Background: Founded in 1982, OCMI has
provided consulting services for more than 10,000 projects nationwide and around the world; on average, OCMI’s cost estimating accuracy is within 3 percent of the lowest bid.
Aimed at minimizing risk and adding value to your project, OCMI’s cost control services deliver a menu of in-house, tailored solutions that produce accurate cost data to ensure that their client’s projects will remain on budget until successful completion. OCMI maintains a local staff of professional cost estimators, many who are Certified Cost Professionals. OCMI has an in-house cost database managed and updated with local and national data. Their cost estimating services are provided throughout the life of the project, planning to post, and construction/occupancy.
Specific Expertise: Cost Estimating
DIR Number: 1000050451
Katherine Padilla & Associates (KPA)
Background: KPA is a full-service
communication firm founded in 1994. Their
services include community outreach and
public information campaigns, community
meetings and workshops via live stream and in-person,
community-based research including focus groups and
interviews, branding and graphic design, media relations, social media management, photography and videography, and much more. KPA is currently working with the City of Rialto on the Safe Routes to School (SRTS) Plan and also worked on the City’s Active Transportation Plan.
Specific Expertise: Community Outreach
DIR Number: 1000049297
KDM Meridian
Background: KDM Meridian (KDM) is
a professional land surveying consulting
firm specializing in GPS, LiDAR
scanning, conventional land surveying, and map checking. In- house personnel provide boundary, right-of-way, topographic surveying and mapping, as well as construction staking, legal descriptions, and related land development functions. Their staff includes six California Licensed Surveyors, and one certified Land Surveyor-In-Training. KDM was a member of Harris’
team and provided surveying services for the City of Rialto’s 2017-18 Annual Street Overlay project.
Specific Expertise: Surveying
DIR Number: PW-LR-1000404965
Harris & Associates, Inc. D. Firm’s Resources 27
Ability to Assign Additional Resources as Demand for Services May Increase Dependent Upon the City’s Needs
Harris offers a robust, multi-disciplined team of professionals whose specialties align with your priority projects. Our full-service team provides a one-stop-shop with a single point-of-contact to facilitate clear, seamless, and responsive communication between the City and the Harris team. Of particular importance is our breadth of experience in the area, and the depth of resources our team will provide. With 230+ employees, we have a deep bench of experts to draw upon as services ramp up.
HARRIS RESOURCES
EXPERTISE SOUTHERN CALIFORNIA FIRMWIDE
Project Managers 14 30
Designers 24 47
Construction Managers 19 31
Inspectors 8 24
Fund Managers 3 4
Environmental Planners 24 31
In addition, we have teamed with specialized technical subconsultants OPC, KOA, OCMI, Dabri, LOR, KDM Meridian, and KPA. Each of these firms were selected based on their extensive experience in their respective services areas. Our team’s diverse range of services and capabilities reinforces our breadth and depth of resources to tackle your full spectrum of projects efficiently and with a high level of responsiveness.
Please see page 21 for more detail on our ability to assign additional resources.
Lead Time Required to Respond to a Request for Services, to Prepare a Cost Proposal, and/or to Implement Additional Staff Resources Harris is prepared to respond to service requests, prepare cost proposals, and/or implement additional staff resources within 5 to 10 business days.
D. FIRM’S RESOURCES
i. Describe the firm’s ability to assign additional resources as demand for services may increase dependent upon the City’s needs. Identify the lead time required to respond to a request for services, to prepare a cost proposal, and/or to implement additional staff resources.
Harris will augment City staff
capabilities and provide a deep
pool of specialists who can
provide services on a wide variety
of projects, and seamlessly
integrate with City staff to deliver
excellent results.
Harris & Associates, Inc. D. Firm’s Resources 28
City of Rialto
Program Manager
Mark Nassar, PE, MBA 🔑 (HA)
Principal-in-Charge
Ehab Gerges, PE 🔑 (HA)
🔑 Key Personnel
(HA) Harris & Associates
(DI) Dabri, Inc.
(KD) KDM Meridian
(KP) Katherine Padilla & Associates
(KO) KOA Corporation
(LO) LOR Geotechnical Group
(OC) O’ Connor Construction Management, Inc.
(OP) Overland Pacific & Cutler
This organization structure/chart demonstrates the Harris team’s staff resources that will be used and available to provide the requested services.
Addressing Tasks and Sub-Tasks
Program Manager Mark Nassar, PE will serve as the City’s single point-of-contact and manage task order solicitations across all disciplines. Mark will maintain contact with the City to keep the pulse on upcoming projects. He will coordinate with the appropriate task lead to prepare scope, fee, and the team for each task order solicitation. The City will benefit from an exceptionally communicative program manager, who understands that flexibility and responsiveness are the most important attributes to managing a successful on-call contract.
Resumes
Resumes for our proposed key personnel are included in the Appendix, starting on page 36.
Project Management
Randall Bliss, PE 🔑 (HA)
Mahmoud Akhavain, PE (HA)
Elizabeth Reyes, PE, PMP , QSD (HA)
Project Controls &
Risk Management
PM Systems and Processes
Nathan Couch, PMP 🔑 (HA)
Risk Management
Ehab Gerges, PE 🔑 (HA)
Mark Nassar, PE 🔑 (HA)
QA/QC Manager
Randall Berry, PE 🔑 (HA)
Document Control
Tracy Bradford (HA)
Scheduling
Albert Mata (HA)
IT Support
Jeff Manas (HA)
Environmental Support
Bill Halligan, Esq. (HA)
Ryan Binns, PMP , ENV SP (HA)
Engineering Support
Randall Berry, PE 🔑 (HA)
Marc Gallardo, PE (HA)
Alyssa Kumnoonsate, PE (HA)
Gabriel Gutierrez, PE (HA)
Oscar Gomez, EIT (HA)
Karina Guevara, EIT, CMIT (HA)
Jean-Luc Delbecq, EIT (HA)
Pavement Management
Vijay Pulijal, PE, PMP (HA)
Traffic Engineering
Walter Okitsu, PE, PTOE, PTP , RSP2I
🔑 (KO)
GIS/Mapping
Randy Deodat (HA)
CM Support
Lara Jennings, PE, CCM, PMP ,
LEED AP , DBIA 🔑 (HA)
Scott Giannini, PE, QSD 🔑 (HA)
Ashkan Kangani, PE (HA)
Ralph Roberts (HA)
Labor Compliance
Heather Ricci (HA)
Grant Support/
Fund Management
Julia Chambers, ENV SP 🔑 (HA)
Support Services
Right-of-Way
Roy Guinaldo, RWA (OP)
Value Engineering
Gino Colacchia, CPE, CVS (DI)
Cost Estimating
John Mauk, LCPE, CCP , LEED AP (OC)
Community Outreach
Katherine Padilla Otanez (KP)
Geotechnical/
Materials Testing
John Leuer, PE, GE (LO)
Surveying
Patrick Earl, PLS (KD)
ii. Provide a thorough organization structure/chart of staff resources that will be used and available to provide the requested services. Specify how the consultant and its subconsultant(s) will address tasks and sub-tasks to meet the City’s needs for the services identified within this RFP .
Administration Support
Danielle Rodriguez (HA)
QA/QC Manager
Randall Berry, PE 🔑 (HA)
Harris & Associates, Inc. E. Local Business Preference 29 E. LOCAL BUSINESS PREFERENCE
Harris does not meet the requirements of a “Qualified Local Business” for the City of Rialto. However, Harris maintains a City of Rialto business license (#BL18-2662; currently awaiting the City’s renewal notice for 2022) and our local office in Ontario is less than 15 miles from City Hall.
BUSINESS LICENSE Expires on: 12/31/2021
License Number:
Effective Date:
Business Type:
BL18-2662
1/1/2018
PROFESSIONAL SERVICE
REGULAR
Business Address
1401 WILLOW PASS RD #500
This business tax receipt does not permit the holder to operate in violation of any City law, ordinance or regulation. Any change in location or ownership must be approved by the City Business Tax Section, subject to zoning restrictions. This Receipt does not constitute an endorsement, approval or disapproval of the holder's skill or competence or of the compliance or noncompliance of the holder with other laws, regulations or standards.
Business Name & Mailing Address
HARRIS & ASSOCIATES INC
HARRIS & ASSOCIATES INC
1401 WILLOW PASS # 500
CONCORD,CA 94520
Business Licenses are non-transferable VALID ONLY WHEN SIGNED Harris & Associates, Inc. Related Experience xiv
RELATED EXPERIENCE
Harris & Associates, Inc. Related Experience 30
Program Management for Collection Infrastructure Projects Valley Sanitary District
The Harris team is currently delivering program, design, and engineering services as a program and design manager (PADM) for a 12-year collection system infrastructure project. The collection system infrastructure program is expected to be completed in four phases, with a total approximate construction value of $60 million. Harris also acts as a liaison with the Valley Sanitary District, cities, utilities, community programs, state, county, and other development-related entities. Our team partners with the District in building internal capabilities with industry best practices and systems, as well as knowledge transfer and staff development, with the objective of building in-house expertise and knowledge.
The scope of services includes development of capital program scope and budget, providing program and project management, development of a quality assurance/ quality control process, environmental engineering and water resources engineering, engineering design for collection system rehabilitation and new installations, and constructability reviews and value engineering on alternatives and design concepts.
Harris recently finished phase 2. As the PADM, Harris presented the project to the District Board, who approved the project in November 2018. The scope included:
• Continuing with PADM efforts from Phase 1 to update program findings and recommendations
• Reviewing new CCTV data provided by the District for pipes with QRS 3-5 to determine method of pipe rehabilitation
• Preparing bidding package for video inspection for pipes identified in PADM Valley Sanitary District improvements summary costs
• Identifying project packages for Phase 2
• Preparing construction documents for projects included in Phase 2 • Providing assistance during bidding and construction during Phase 2 Phase 3 is currently underway.
TYPE OF WORK
Program Management
Civil Engineering
Construction Management
PROJECT DATES
2018 - Ongoing
REFERENCE/AGENCY CONTACT
Ronald Buchwald
District Engineer
Valley Sanitary District
760.238.5408
[email protected]
RELATED EXPERIENCE
“Harris has strong leadership
that reflects in their work
culture. Harris works well with
not only those in managerial
positions but also at the staff
level and are glad to speak
with all members of VSD.”
— Ronald Buchwald, Engineering
Services Manager
Valley Sanitary District
Harris & Associates, Inc. Related Experience 31
Capital Improvement Program Projects
City of Oceanside
As part of our contract for on-call staff augmentation services, Harris provided program management services for the City of Oceanside Development Services Department. The Harris team oversaw the design and construction of eight CIP projects including pipelines, sidewalks, roadways, medians, fire stations, and building improvements totaling at over $30 million in project value. Representative projects includes:
• Fiscal Year 2017-2018 Street Overlay Project. Harris provided end-to-end turnkey project and CM services on this project, which included $6.8 million of roadway improvements on streets needing a high level of repair in the City. Harris worked with the Contractor to reorganize and renegotiate the project as a whole to make it easier for the City to track and pay for the improvements. Improvements included pavement resurfacing using reinforcing fabric and the installation of over 100 ADA ramps. The Harris team also performed all field markings for construction.
Additionally, during CM, the public submitted a large volume of questions and comments with regard to the project, all of which were received and addressed by Harris and the CM group. Harris also performed the construction management inspection of the project under a separate on-call contract. • Fiscal Year 2017-2018 Slurry Seal Project. Harris provided end-to-end turnkey project and construction management and inspection on this project $2.4 million project. Harris’ role included both design of the project and putting it out to bid, as well as performing all field markings for construction. Work included both slurry seals, asphalt overlays, and paving and/or resurfacing 30 miles of streets in eight neighborhoods and communities, with a focus on performing maintenance on every street in these communities. Neighborhoods were grouped together for efficiency and also to make certain public perception was positive. • Balderrama Park Improvement Project. This $1.3 million project involved house- related parks funding for improvements at parks in low income neighborhoods.
Harris performed public outreach, design, and construction management of improvements. During that time, the Harris team sent out a Request for Proposals (RFP), interviewed, and hired a landscape architect, which involved going to counsel, awarding, and setting up a Professional Services Agreement (PSA). Harris also performed public outreach during the preliminary design to assess what improvements the public wanted to see in the parks. Based on output, the project went to design based on available budget.
TYPE OF WORK
Program Management
Civil Engineering
Construction Management
PROJECT DATES
2017 - 2020
REFERENCE/AGENCY CONTACT
David Toschak
Senior Civil Engineer
City of Oceanside
760.435.5106
[email protected]
Harris & Associates, Inc. Related Experience 32
On-Call Project Management Services
City of Long Beach
Since 2013, Harris’ on-call project management responsibilities for the City of Long Beach include overseeing and managing all phases of CIP projects from planning through implementation, including conceptual planning, design, pre-construction, construction, commissioning, and closeout. Harris’ project manager is responsible for planning, organizing, securing, and managing resources to achieve project objectives in alignment with the City’s goals while adhering to the project scope, schedule, and budget. Harris has served as an extension of City staff on the following example projects:
• Blue Line Improvements. This $5 million project included four separate contracts. The work included replacing the existing chain link fencing with decorative railing within the median of an active Metro line on a one-mile stretch of Long Beach Blvd. The work also included removal of the existing landscape and replacing it with drought- tolerant plants in the median. Sharp rock cobble blankets were installed alongside the decorative railing in the median to deter pedestrians crossing the Metro rails in between street intersections. The main challenge was working within the active Metro rails powered with a high voltage catenary system, which limited contractor’s means and methods of construction. Work included replacement of the 200 LPS light fixtures with LED fixtures and painting approximately 200 light poles alongside the median and within the catenary power system requiring close coordination with Metro. • Street Improvement Program Projects. Harris is providing project and construction management services through design, pre-construction, construction, and closeout phases for the Street Improvement Program. The work currently consists of design review for two roadway improvement projects. The 3.5-mile, $27 million Artesia Blvd. project includes median and median fencing improvements, full-depth roadway and traffic signal enhancements, Class IV bike lanes, bulb-outs, and stormwater bio-retention treatments. The $50 million Shoreline Dr. Realignment Phase 1 project will optimize and realign Shoreline Dr. and adjacent arterials to improve safety, operations, and connectivity between downtown Long Beach and regional transportation facilities. Additionally, the roadway realignment will create an additional 28.6 acres of parkland in Cesar Chavez Park.
TYPE OF WORK
Project Management
Construction Management
PROJECT DATES
2013 - Ongoing
REFERENCE/AGENCY CONTACT
Mouhsen Habib
Project Management Officer
City of Long Beach
562.570.5754
[email protected]
Harris & Associates, Inc. Related Experience 33
Citywide Sewer Collection System Program
City of National City
Harris provided program management and design services to rehabilitate the City’s aging sewer infrastructure. Our team developed a five-year sewer rehabilitation program to repair and/or replace more than 50 miles of existing sewer main lines and sewer laterals for sewer lines that are more than 50 years old. Using the City’s GIS Sanitary Sewer Master Plan, Harris developed the priorities for improvement. Many of the sewer lines identified for replacement required relocation from residential backyards to within the street right-of-way. Methods for trenchless technology repairs included slip-lining, cured- in-place, pipe bursting, horizontal directional drilling, and jack and bore. Existing sewer lines were upsized in locations with limited capacity or reduced flow velocities. Harris also conducted a constructability review for these improvements.
Meetings, workshops, and field trips were held with City staff to determine improvements to their operations and maintenance.
Harris ultimately revised O&M manuals to include checklists and forms, which enabled City staff to more easily maintain their records.
TYPE OF WORK
Program Management
Engineering Services
PROJECT DATES
2015 - 2018
REFERENCE/AGENCY CONTACT
Stephen Manganiello
Former Director of Public Works
City of National City
608.469.1169
[email protected]
Propositions S & Z and Measure YY Bond Programs
San Diego Unified School District
The Harris team provides staff augmentation and PM/
CM services for the $2.1 billion Proposition S, the $2.8 billion Proposition Z, and the $3.5 billion Measure YY
Bond Programs. The capital construction program is being implemented over the course of 25 years. Services include:
• Project management for new construction and modernization • Project management for District-wide IT design and
implementation program
• Construction management for new construction and
modernization for over 200 facilities
• QA/QC services including QC on the work of all of the District’s contracted construction management firms
• Program controls support
• Design management and move management
• Labor compliance
• Stakeholder coordination and communications
• Outreach support and management of subconsultants
• Administrative support
TYPE OF WORK
Program Management
Construction Management
PROJECT DATES
2009 - Ongoing
REFERENCE/AGENCY CONTACT
Lee Dulgeroff
Chief Facilities Planning & Construction Office
San Diego Unified School District
858.637.3516
[email protected]
Harris & Associates, Inc. Related Experience 34
City Engineer Staff Augmentation
City of Dixon
The Harris contract with the City of Dixon started out as agreement to provide inspection services for a new development within the City in 2014. The City was pleased with the services provided and the open lines of communication and Harris soon had a contract for plan checking. These two contracts are ongoing to this day.
Harris has also provided traffic engineering (including writing staff reports for the Transportation Advisory Committee and City Council), development review, review of Traffic Impact Reports and the Streets Master Plan, traffic control plan review, capital improvement plan review, writing RFPs for transportation related projects, etc.
In late 2018, the City’s technician found other employment and the role of the inspector was expanded to include additional developments and CIP projects. The City’s Operations Supervisor also retired a few weeks later. To provide staffing for the Department, the Director of Public Works turned to Harris for assistance. The Director chose to oversee the Operations Division himself and expanded Harris’ role in the Engineering Division. Harris is currently providing construction management support for five CIP projects as well as managing the Engineering Division.
Recent projects include the bidding and contract negotiation for a $4 million community park and developing and issuing an RFP for engineering services to develop a wastewater master plan.
TYPE OF WORK
Staff Augmentation
PROJECT DATES
2014 - Ongoing
REFERENCE/AGENCY CONTACT
Deborah Barr, PE
City Engineer/Director of Utilities
City of Dixon
707.678.7031 ext. 5306
[email protected]
Harris & Associates, Inc. Related Experience 35
On-Call City Engineering & Staff Augmentation
City of Gonzales
Over the past five years, Harris has delivered 117 task orders for transportation, sanitary sewer, and storm water projects.
As an extension of City staff, we protect the City’s interests.
For example, on the Old Town Low Impact Development (LID) project Harris implemented an outreach approach that allowed property owners to select a plant palette from carefully crafted alternatives. This involved making the property owners aware of the system being placed, which promoted a sense of ownership.
On the ATP Sidewalk & Access Ramp Improvements, the
number of sites identified in the preliminary survey exceeded available funding, so Harris prepared criteria to identify priority sites to work with the City’s budget.
Harris and the City share an “Education in All Projects” policy.
Harris’ outreach approach includes public meetings, design charrettes, and proactive communications—even presenting the APWA Monterey Bay Chapter award-winning Pool Renovation to students at the local high school.
TYPE OF WORK
Staff Augmentation
PROJECT DATES
2014 - Ongoing
REFERENCE/AGENCY CONTACT
Patrick Dobbins
Public Works Director
City of Gonzales
831.675.5000
[email protected]
Staff Augmentation
City of Sand City
Since August 2019, Harris has been providing on-call contract city engineering and staff augmentation services to the City of Sand City. Harris has provided Development Review
Services consisting of the review of development plans, civil improvement plans, stormwater control plans, and coordination with the City Planner and City Surveyor for the review of tentative maps, final maps, parcel maps, lot mergers, and lot line adjustments associated with subdivision, multi-family, commercial, and single-family developments. Harris has
assisted with the development and implementation of the City’s Capital Improvement Program (CIP), engineering
design services for various street improvement and public works projects, management of the City’s Municipal NPDES Storm Water Program, and serves as the City’s designated representative to several local and regional agencies. Harris also provides public works and construction site storm water inspection services.
TYPE OF WORK
Staff Augmentation
PROJECT DATES
2019 - Ongoing
REFERENCE/AGENCY CONTACT
Charles Pooler
City Planner
City of Sand City
831.394.3054
[email protected]
Harris & Associates, Inc. Key Personnel Resumes xv
KEY PERSONNEL RESUMES
Harris & Associates, Inc. Key Personnel Resumes 36
Mark Nassar, PE, MBA
PROGRAM MANAGER
Mark has 32 years of experience in infrastructure planning, design, and construction. He is currently managing the design and construction of Valley Sanitary District’s system-wide Wastewater Collection System and 12-year capital improvement program. He brings extensive experience leading specialty teams and navigating complex and highly visible projects and programs. His accomplishments include administration of the City of San Diego’s water and wastewater pipeline replacement program, from asset management through planning, design, and construction. Mark is recognized for his communicative and engaging approach to program management and his focus on streamlined and successful project delivery from all stakeholder perspectives.
RELEVANT EXPERIENCE
• Valley Sanitary District , Collection System Infrastructure Project. Project Director.
The Harris team holds a current contract to deliver program, design, and engineering services as a Program and Design Manager for a 12-year collection system infrastructure project. The collection system infrastructure program is expected to be completed in four phases, with a total approximate construction value of $60 million. Harris also partners in building internal capabilities with industry best practices and systems, as well as knowledge transfer and staff development, with the objective of building in-house expertise and knowledge. Mark is currently managing the overall programming and implementation of the collection infrastructure CIP program and its individual projects. • City of San Diego , Engineering & Capital Projects Department, Program and Project Development Division. Deputy Director. Mark managed the operation and performance of a division of 210 staff through the specialized technical services units of asset management, planning/ preliminary engineering (all asset types), project controls, land surveys, materials testing lab, environmental and permit processing, and ADA Compliance. He also oversaw the coordination and execution of the City’s CIP Programs—example programs this division is responsible for scoping and implementing include the Small Diameter Water & Sewer Replacement Program. Mark also presented annual water/sewer CIP performance reports to the Public Utilities Independent Rates Oversight Committee. • City of San Diego , Public Works Department, Architectural Engineering & Parks Division. Deputy Director. Mark managed the operation and performance of the City of San Diego’s 80 person design division responsible for vertical structures design and Project Management. Projects administered included improvements to water and wastewater treatment plants, reservoirs and pump stations.
• City of San Diego , Public Works Department, Construction Management and Field Engineering Division. Deputy Director. Mark managed a division of 270 employees comprised of inspectors, land surveys, material testing lab, traffic control, and stormwater quality compliance. He oversaw the division’s performance in the inspection and quality assurance/control of private (developer built and permitted) and public (CIP) construction work on the City’s property and within the City’s right-of-way.
EDUCATION
MBA
BS, Civil Engineering
REGISTRATION
Professional Civil Engineer,
CA
AFFILIATIONS
American Public Works
Association (APWA) San
Diego Chapter, Sustainability
Committee Chair
Harris & Associates, Inc. Key Personnel Resumes 37
Ehab Gerges, PE
PRINCIPAL-IN-CHARGE
EDUCATION
BS, Civil Engineering
LICENSES
Professional Civil Engineer, CA
Ehab has over 30 years of professional consulting experience in public works. He has managed and delivered a wide variety of public infrastructure projects throughout California including water, wastewater, and flood control. Ehab’s experience encompasses several project delivery methods including
design-bid-build and design-build. He is also responsible for partnering with several public agencies in directing capital improvement and development review programs.
Ehab understands the dynamics of local government and the political realities in delivering projects that best serve the project users, on schedule and within budget. He has extensive experience working with local government in delivering project presentations to community groups, various commissions, and agency boards and councils.
RELEVANT EXPERIENCE
• Valley Sanitary District (VSD) , Collection System
Infrastructure Project. Principal-in-Charge. The Harris team holds a current contract to deliver program, design, and engineering services as a Program and Design Manager for a ten-year collection system infrastructure project.
The collection system infrastructure program is expected to be completed in four phases, with a total approximate construction value of $60 million. Harris also partners with VSD in building internal capabilities with industry best practices and systems, as well as knowledge transfer and staff development, with the objective of building in-house expertise and knowledge.
• California High-Speed Rail Authority (CHSRA) , High-
Speed Rail Construction Package 1. Principal-in-Charge.
The $2 billion Construction Package 1 (CP-1) project for the Madera to Fresno section, from south of Avenue 17
in Madera County to south of East American Avenue in
Fresno County, is the first section of California’s High- Speed Rail network being constructed. As part of the
Wong/Harris Joint Venture, Harris is responsible for
administering the design-build contract and providing
financial, schedule and quality oversight on CP-1.
Julia Chambers, ENV SP
GRANT SUPPORT/FUND MANAGEMENT
EDUCATION
BA, Public & Urban Affairs;
Urbanization: Planning & Policy
LICENSES
Envision Sustainability
Professional
Julia has more than 11 years of experience serving as a relationship manager and grant writer, providing clients the support they need to improve their communities. Julia stewards relationships with funders to proactively prepare for grant opportunities. She manages the planning and
execution of grant contract administration, from research, proposal conceptualization, application, through final reports.
Julia provides funding strategies, grant coordination and development, administration, and relationship management to clients seeking funding for public works, housing and homelessness, resilience, and water infrastructure projects.
She composes grants with digestible, compelling language that leads to successful funding. Julia partners with SMEs to develop technically feasible scopes of work, budgets, and cost estimates. She works with SMEs to verify proposed
improvements are compliant with funder priorities. She
has firsthand knowledge of funding trends and eligibility requirements for public works projects, as well as expertise in resilience and water infrastructure.
RELEVANT EXPERIENCE
• City of Long Beach , Economic Development
Administration (EDA) 2018 Disaster Grant Application.
Grant Coordinator and QA/QC Manager.
• San Gabriel Valley Regional Housing Trust , Department of Housing and Community Development Local Housing
Trust Fund Program. Grant Coordinator.
• City of El Cajon , San Diego River Conservancy
Proposition 1 Grant Program, Round 4 Grant Application.
Grants Coordinator.
• City of Bakersfield , CARB Sustainable Transportation Equity Grant Program Planning Proposal. Planner/Grants
Coordinator.
• City of Yorba Linda , Orange County Transportation
Authority Regional Capacity Program, Grant Advisory
Services. Planner/Grants Coordinator.
Harris & Associates, Inc. Key Personnel Resumes 38
Randall Bliss, PE
PROJECT MANAGEMENT
EDUCATION
BS, Civil Engineering
LICENSES
Professional Civil Engineer, CA
Randall draws on 34 years of experience in civil engineering to providing short- and long-term staff augmentation services to municipal agencies. He has acted as a seamless extension of staff for the City of Oceanside, California High Speed Rail Authority, Dublin San Ramon Services District, and the City of Los Angeles.
He is an expert in roadway design for a variety of projects including large annual citywide overlay and slurry seal programs, arterial rehabilitation and reconstruction projects as well as roadway widening and beautification projects. Randall’s former experience as a construction inspector on capital improvement projects and as an assistant resident engineer on Caltrans highway projects translates well to his practical and constructible designs. Randall has the ability to elevate project management to a higher, conceptual and municipal level that exercises his sound professionalism and expertise on project work.
RELEVANT EXPERIENCE
• City of Rialto , 2014 PMP Update, Residential Streets.
Project Manager.
• City of Rialto , Annual Street Overlay Projects. Senior Project Engineer.
• City of Rialto , 2013 PMP Update, Arterials and
Collectors. Project Manager.
• City of Oceanside , Capital Improvement Program (CIP) Projects. Project Manager.
• City of Menifee , Development of Citywide Pavement
Management Program. Project Manager.
• City of Los Angeles , Design and Engineering Support
Services within the Bureau of Street Services. Senior
Project Manager.
• City of Los Angeles , Save Our Streets LA. Program
Manager.
• City of Los Angeles , North Spring Street. Program
Manager.
Randall Berry, PE
QA/QC MANAGER/ENGINEERING SUPPORT
EDUCATION
BS, Civil Engineering
LICENSES
Professional Civil Engineer, CA
Randall has 35 years of professional engineering experience in public works design with an emphasis in storm drains, water, sewer, and grading. He also has extensive experience in conducting ADA conformance evaluations within the public right-of-way. Randall has extensive relevant experience in trenchless technologies. He has been project manager for the design of many cured-in-place pipe liner projects for both sewer and storm drain, jack and bore installations for both sewer and storm drain, and tunneling through bedrock for a storm drain outlet. He brings intimate knowledge of the benefits, relevancy, and applications for micro-tunneling, pipe-bursting, pipe reaming, spiral wound liners, deformed/reformed pipe, chemical grouting, and various other trenchless methods.
RELEVANT EXPERIENCE
• City of Anaheim , Citywide Sewer System Replacement
Program. Project Manager.
• City of Yorba Linda , Citywide Slurry Pavement
Rehabilitation Program. Project Manager.
• City of Fullerton , Citywide Sewer Rehabilitation
Program. Project Manager.
• City of Los Angeles , Design & Design Support Services during Construction for Alameda Street Widening from
Anaheim Street to Harry Bridges Boulevard. Project
Manager/Engineer-of-Record.
• City of La Mirada , On-Call Engineering Services. Project Director.
• City of Huntington Beach , On-Call Civil Engineering
Services. Project Director.
• City of South Gate , Safe Routes to School Program - Cycle 10 Improvements. QA/QC Manager.
• County of Los Angeles , Road Consultant Program (RCP) Tenth Street West Et Al. Project Manager.
Harris & Associates, Inc. Key Personnel Resumes 39
Walter Okitsu, PE, PTOE, PTP, RSP2I
TRAFFIC ENGINEER
EDUCATION
MS, Transportation Engineering
BS, Civil Engineering
LICENSES
Professional Civil Engineer, CA
Professional Traffic Engineer, CA
Walter is a Vice President/Principal at KOA and has 40 years of experience in transportation planning and traffic design.
He is responsible for a wide variety of highway, transit way, and bikeway projects which includes design for traffic signals, street lighting, signing & striping, and worksite traffic control.
He collaborates with company-wide project managers to
deliver high-quality products to clients. Walter has field and managerial experience on traffic impact, feasibility analysis, and circulation projects. He has been instrumental in developing and implementing KOA’s QA/QC process
while serving as QA/QC Manager for traffic engineering
projects. While at KOA, Walter was the inaugural awardee of the Institute of Transportation Engineers Western District Individual Achievement Award in 1998. He has served as Past President for the Western District of Institute of Transportation Engineers in 2013. Most recently, Walter was awarded the 2020 Lifetime Achievement Award by Institute of Transportation Engineers (ITE), Southern California Section.
RELEVANT EXPERIENCE
• City of Rialto , Cactus Trail Improvements. Senior
Engineer.
• San Bernardino Association of Governments (SANBAG) ,
Metrolink Station Access Improvements. Project Engineer. • SBCTA, Safe Routes to School Program, Phase II. Senior Engineer.
• City of Culver City , Traffic Signal Upgrade and Left Turn Phasing. Senior Engineer.
• City of Wildomar , Grand Avenue and Clinton Keith Road Bikeway Design. Project Engineer.
• City of Calexico , Cesar Chavez Boulevard Roadway and Grade Crossing Improvements. Project Engineer.
• Metro , Crenshaw-LAX Rail Transit Grade Crossing Traffic Signals. Task Manager.
Nathan Couch, PMP
PM SYSTEMS AND PROCESSES
EDUCATION
BA, Graphic Design
LICENSES
Project Management Professional
Nathan has 13 years of experience in the design, development, and maintenance of public-facing websites and company
intranets. In these projects, his responsibilities have included implementation plan development and project management, coordinating with both technical and non-technical
stakeholders; user interface and information architecture design; server-side development in various ASP.NET Web Forms and MVC Content Management Systems; front-end development
using modern mobile-first and responsive practices to achieve accessible, SEO-friendly website solutions; integrations with external marketing and analytics systems; perform user
acceptance testing; graphic design; and documentation of systems infrastructures and operational best practices.
As Senior Director of Harris’ Project Management Office, Nathan’s leads and evolves Harris’ best management practices, tools, systems, and training program in the technical discipline of project management. His responsibilities also include project performance benchmarking, tracking, and continuous improvement of Harris’ Project Management Program.
RELEVANT EXPERIENCE
• City of Clayton , Engineering Services. Project
Management/Project Controls Support.
• City of Los Angeles , 7th St Street Improvements. Project Controls Support.
• Harris & Associates , Company-wide Harris Project
Management Program (HPMP) Development. Project
Manager.
• Harris & Associates , WeAreHarris. com Corporate Website Redesign. Project Manager.
• Harris & Associates , Company Intranet. Project Manager.
Harris & Associates, Inc. Key Personnel Resumes 40
Lara Jennings, PE, CCM, PMP, LEED AP, DBIA
CONSTRUCTION MANAGEMENT SUPPORT
EDUCATION
MBA
BS, Architectural Engineering
LICENSES
Professional Civil Engineer, CA
Certified Construction Manager
Project Management Professional
LEED Accredited Professional BD+C
Design-Build Professional
Lara has 25 years of experience in the construction industry and has served as Contract Manager for as-needed staff
augmentation and construction management services contracts for the City of San Diego, County of Los Angeles’ Sheriff’s Department, and City of Long Beach. She provides a wealth of knowledge of alternative solutions that reduce impacts to the community, mitigate utility and other conflicts, and delivery of a quality project that maximizes funding.
RELEVANT EXPERIENCE
• Rainbow Municipal Water District , As-Needed
Construction Management Services. Contract Manager.
• County of San Diego Department of Public Works , As-
Needed Construction Management Services for FHWA-
Funded Projects. Contract Manager.
• City of Oceanside , As-Needed Construction Management Services. Project Director.
• City of San Diego , As-Needed Construction Management Services. Project Manager.
• County of San Diego Department of General Services ,
As Needed Construction Management Services. Contract
Manager.
• City of Oceanside , Annual Slurry Seal Project FY
2017/2018. Project Director.
• County of San Diego , Borrego Springs Library, Park, and Sheriff’s Office. Project Manager.
• City of San Diego , South Mission Beach Lifeguard Station.
Project Manager.
• County of Los Angeles , Owner’s Representative Staff
Augmentation Services. Owner’s Representative/Project
Manager.
Scott Giannini, PE, QSD
CONSTRUCTION MANAGEMENT SUPPORT
EDUCATION
BS, Civil Engineering
LICENSES
Professional Civil Engineer, CA
Qualified SWPPP Developer/
Practitioner
OSHA 10-Hour Construction
Scott has over 21 years of construction experience on a vast array of project types including civil, parks, transportation, developments, and structural. He has worked provided
staff augmentation to six cities and counties in California working collaboratively and communicating effectively to administer construction contracts to successful completion.
He has coordinated with agencies for permitting,
certification, approval, grant reimbursements, and power and communication supply. He has also worked on pump station buildings and restrooms and led project teams with multiple trades, stakeholders and competing interests.
RELEVANT EXPERIENCE
• Riverside County Transportation Department (RCTD) ,
Sunset Avenue UPRR Grade Separation. Resident
Engineer/Assistant Structures Representative.
• County of Orange , Antonio Parkway Widening from
Covenant Hills Drive to Ortega Highway. Structure
Inspector.
• Port of Los Angeles , I-110/C Street Interchange. Field/ Office Engineer.
• City of Carlsbad , Carlsbad Boulevard Overhead Railing Improvements and Retaining Wall Rehabilitation.
Resident Engineer/Senior Inspector.
• City of Ontario , Cucamonga Creek Watershed Regional
Water Quality Project (Mill Creek Wetland). Construction Inspector.
• Shea Homes/City of Huntington Beach , Parkside Estates Development Project. Construction Manager/Inspector.
• City of Huntington Beach , Slater Sewer Lift Pump Station Constructability Review. Construction Manager.
• Santa Cruz County Sanitation District , Construction
Management On-Call Services. Project Manager.