Rio Vista City Council
November 6, 2024

Special Meeting: Rio Vista City Council – November 6, 2024 Agenda

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Special Meeting: Rio Vista City Council – November 6, 2024 Agenda

SPECIAL MEETING OF THE RIO VISTA CITY COUNCIL

CITY COUNCIL

MAYOR RONALD KOTT

VICE MAYOR EDWIN OKAMURA

COUNCIL MEMBER RICK DOLK

COUNCIL MEMBER SARAH DONNELLY

COUNCIL MEMBER WALT STANISH

BY TELECONFERENCE AND IN PERSON
AGENDA
WEDNESDAY, NOVEMBER 6, 2024
6:00 P.M. – SPECIAL MEETING

CITY HALL COUNCIL CHAMBERS

ONE MAIN STREET
RIO VISTA, CALIFORNIA 94571

1. CALL TO ORDER – ROLL CALL – PLEDGE OF ALLEGIANCE

2. PUBLIC COMMENT (Time Limit – 5 minutes per speaker)
Members of the audience may comment on any item of interest to the public within the subject matter jurisdiction of the City Council and any item that is not on the agenda. Each person will be allowed five minutes, or less, if a large number of requests are received on a particular subject, all subject to the Mayor’s direction. With certain exceptions, the City Council may not discuss or take action on items that are not on the agenda. If you wish to offer public comment or speak on any item on the agenda, please complete a speaker form (voluntary) and deliver it to the City Clerk prior to the discussion of the item or otherwise indicate your desire to speak to an item. When your name is called or you are recognized by the Mayor, please stand, make your way to the podium, and present your comments.

Special Meeting: Rio Vista City Council – November 6, 2024 Agenda

3. DISCLOSURE OF EX PARTE COMMUNICATIONS
City Council Members should disclose any communications they have had on applicable agenda items at this time.

4. ACTION ITEMS

4.1 APPROVE AGREEMENT FOR CONTRACT WASTEWATER

OPERATIONS SERVICES FOR THE BEACH AND NORTHWEST

WASTEWATER TREATMENT PLANTS FOR A FIVE-YEAR TERM WITH
INFRAMARK, LLC FOR A BASE FEE IN YEAR ONE OF $1,669,488

INCREASING THEREAFTER BY A BLEND OF THE CONSUMER PRICE

INDEX (CPI) FOR THE SAN FRANCISCO-OAKLAND-HAYWARD AREA AS

OF FEBRUARY OF EACH CALENDAR YEAR, AND THE EMPLOYMENT
COST INDEX (ECI).

5. INFORMATION ITEMS
None

6. REPORTS

6.1 City Manager

6.2 City Council

7. CITY COUNCIL FUTURE AGENDA ITEM REQUESTS

8. ADJOURNMENT
The next regularly scheduled City Council meeting is Tuesday, November 19, 2024, at 6:00 p.m.

Disclosable public records related to an open session item on a meeting agenda distributed by the City of Rio Vista to the Rio Vista City Council are available on the city’s website & at City Hall for public review at 72 hours prior to a regular meeting and 24 hours prior to a special meeting or, in the event information is delivered to the Council less than 72 or 24 hours prior to an open meeting, as soon as it is so delivered. To arrange for alternative agenda document format or to arrange aid or services to modify or accommodate persons with a disability to participate in a public meeting contact the City Clerk 48 hours in advance of the meeting date by calling 707/374-6451. Pursuant to applicable laws and regulations, including without limitation, California Government Code Section 65009 and or California Public Resources Code Section 21177, if you wish to challenge in court any of the above decisions (including any action regarding planning, zoning and/or environmental decisions), you may be limited to raising only those issues you or someone else raised at the public hearing(s) described in this notice/agenda, or in written correspondence delivered to the City at, or prior to, the public hearing.

CERTIFICATION OF POSTING – I, Jennifer Schultz, Deputy City Clerk for the City of Rio Vista, declare that the foregoing agenda for the November 6, 2024 Special Meeting of the Rio Vista City Council was posted and available for review on November 1, 2024 on the City’s website and during open hours at City Hall, One Main Street, Rio Vista, California, in accordance with Government Code §54954.2(a).

Deputy City Clerk
Council Agenda Report
SUBJECT: CONSIDER A RESOLUTION APPROVING AN AGREEMENT FOR CONTRACT

WASTEWATER OPERATIONS SERVICES FOR THE BEACH AND

NORTHWEST WASTEWATER TREATMENT PLANTS FOR A FIVE-YEAR

TERM WITH INFRAMARK, LLC FOR A BASE FEE IN YEAR ONE OF
$1,669,488 INCREASING THEREAFTER BY A BLEND OF THE CONSUMER

PRICE INDEX (CPI) FOR THE SAN FRANCISCO-OAKLAND-HAYWARD AREA

AS OF FEBRUARY OF EACH CALENDAR YEAR, AND THE EMPLOYMENT

COST INDEX (ECI)
MEETING NOVEMBER 6, 2024
DATE:

RECOMMENDATION
Staff recommend the City Council adopt Resolution 2024-083 approving the proposed agreement between the City of Rio Vista and Inframark, LLC for Contract Wastewater Operations Services.

BACKGROUND
The City entered into an agreement with Veolia Water West Operating Services (VWWOS) in 2009 to provide wastewater operations, maintenance and management services for the City’s two wastewater treatment plants and ten collection lift stations through 2014. Two five-year extensions to the agreement with VWWOS were previously approved by Council, and the current extension expires on December 31, 2024. Due to the expiration of the existing agreement, a new agreement with a firm who can provide these services is required.

The City notified VWWOS that it intended to not exercise the 5-year option to extend the agreement term. The City’s intent was to publicly advertise this contract and determine which firm provided the best overall value to the City to provide these services.

City Council approved the issuance of a Request for Proposals (RFP) to request firms to provide Contract Wastewater Operations Services to the City over a five-year period between January 1, 2025 and December 31, 2029. The RFP was released on August 21, 2024, and five firms attended the mandatory pre-proposal meeting. Three firms, Inframark, PERC Water, and Aquality Water Management submitted proposals.

A City panel reviewed each of the proposals. Following review of the proposals, the City panel determined that the City should interview all three firms, who were all highly qualified and each presented slightly different scopes of work. Interviews with the proposing firms were scheduled Agenda Item #4.1
for October 10 and October 15, 2024. Between the review of the proposals and the interview date, one proposer, Aquality Water Management, withdrew their proposal from consideration.

Thus, the City conducted interviews with the two remaining proposing firms. The proposals provided by Inframark and PERC are attached.

Following the interviews, the City panel unanimously selected Inframark, LLC as the highest ranked firm based on the scoring criteria outlined in the RFP. The fee proposed by Inframark in their proposal was also lower than the fee for PERC Water, as indicated below.

Base Fee Cost* Year 1
Inframark Proposal $ 1,669,488.00
PERC Proposal $ 1,884,617.00
* Supplies and Maintenance Costs are Pass-Through costs and thus removed from each proposal.

Staff diligently and expeditiously negotiated with Inframark, LLC to negotiate an agreement, scope, and fee. The services to be provided by Inframark include the following:

Operator Transition Services: During the period from the Notice to Proceed (NTP) through December 31, 2024, VWWOS will continue to operate the plant, but Inframark will work with a transition team to coordinate activities and prepare to take over wastewater operations services on January 1, 2025. During the first quarter of 2025, this team will continue transition activities, including performing a condition assessment of the City’s wastewater assets, developing an Operations Blueprint, and administrative, staffing, regulatory, and health and safety tasks and plans.

Contract Operations: Inframark has identified Gregory Whitfong, Grade V, as the proposed Chief Plant Operator. Mr. Whitfong will work with a TBD Grade III or higher operator to provide on-site plant operations services. A total of eight full-time staff will be provided by Inframark as part of this agreement. This is an increase in staffing from the existing agreement.

Mr. Whitfong and his team will respond with qualified and certified staff to any emergency within 60 minutes, 365 days a year, 24 hours per day.

City Coordination: Additionally, Mr. Whitfong will be meeting with the City regularly to coordinate wastewater operations. It is expected that they will work collaboratively with City staff, committees, and the City Council to develop operations plans, discuss plant operations, optimize plant operations, coordinate deliveries, comply with all applicable regulatory permits to the extent feasible, and help develop a prioritized list of projects based on the condition assessment and Inframark’s experience.

ENVIRONMENTAL REVIEW
The City has determined that the action to approve this contract for Contract Wastewater Operations Services for the existing wastewater treatment plants is categorically exempt from review under the California Environmental Quality Act, pursuant to Article 19 of the CEQA Guidelines as a Class 1: Existing Facilities exemption.

FINANCIAL CONSIDERATIONS
Wastewater Treatment Plant Operations is currently budgeted. The negotiated agreement with Inframark has an annual base fee described in Exhibit B of the agreement, and is summarized in Table 1 below.

Table 1:

January 2025 through December 2025: $139,124/month
January 2026 through June 2026: $146,751/month (estimated) July 2026 through July 2027: $146,751/month (estimated) July 2027 through June 2028: $152,115/month (estimated) July 2028 through June 2029: $157,674/month (estimated) July 2029 through December 2029: $163,437/month (estimated) The Year 1 cost of the new proposed agreement is less than the existing base cost, as shown in the table below, resulting in a savings of $219,588.00. 2024 Calendar Year Base Fee Costs (Current) $ 1,889,076.00 Inframark, LLC Year 1 Base Fee Cost $ 1,669,488.00
Year 1 Savings $ 219,588.00
The base fee estimated by Inframark was based on their proposal and negotiations between the City and Inframark. This base fee includes labor, vehicles, training, travel, certifications, office supplies, insurance, communications, uniforms/PPE, and IT. Costs were further divided between the Beach WWTP, Northwest WWTP, and the ten collection system lift stations to aid in assigning costs to each sewer service area for budgeting purposes.

Annual escalations were based on a blend of the Consumer Price Index (CPI) for the San Francisco-Oakland-Hayward Area as of February of each calendar year, and the Employment Cost Index (ECI) for the first quarter of each year. The index ID’s and history are presented in Exhibit B of the Agreement. Annual cost escalations were based on using 40% of the CPI percentage and 60% of the ECI percentage. The history of each percentage was reviewed to estimate the cost over the five-year period as referenced in Table 1. Based on a 5-year history of each index, a 3.65% annual escalation factor was incorporated into the monthly rates listed above.

Since the contract wastewater operations agreement is on a calendar year basis, but fiscal year budgets are adjusted annually beginning in July, a decision was made to adjust costs based on the actual result of the cost indexes each calendar year (February to February, depending on the index) to allow for the City to budget contract costs on a fiscal year basis.

For year 1 of the agreement, the base fee costs are fixed to the amount shown in Exhibit B and summarized above. For the time period between January 2026 and June 2027, one cost escalation will cover Inframark for an 18-month period. Beginning in February 2027, the blend of cost indices described above will be used by the City to adjust the cost for Inframark’s services beginning on July 1 of each calendar year. An estimate of what the monthly costs are, based on the 3.65% estimated escalation, is presented above. Over this five-year period at this estimated annual escalation rate, the total contract amount is estimated to be $8,963,346. Actual costs will vary and will be adjusted as the index values become known.

In addition to the costs above, there are also pass-through costs that the City will pay either directly or through Inframark, similar to its existing agreement. These costs include chemical purchase, the hauling of sludge between the Beach and Northwest WWTPs, repair and rehabilitation of City assets, vactor truck services, subcontracted work, and laboratory services.

Staff scheduled a special meeting to approve the agreement ahead of the approved timeline to allow for as much transition time as possible.

ALTERNATIVES
Do not approve the agreement with Inframark for wastewater operations services. The City would then have to find an alternate operator or negotiate an agreement with the existing operator prior to the December 31, 2024 agreement expiration.

SUBMITTED BY
Kristina Miller, City Manager

ATTACHMENTS
Attachment 1: Agreement with Inframark, LLC
Attachment 2: Inframark LLC Proposal for Operation of the Beach and Northwest Wastewater Plants
Attachment 3: PERC Proposal for Operation of the Beach and Northwest Wastewater Plants RESOLUTION NO. 2024-083

A RESOLUTION OF THE CITY COUNCIL OF THE CITY OF RIO VISTA APPROVING

AN AGREEMENT FOR CONTRACT WASTEWATER OPERATIONS SERVICES FOR

THE BEACH AND NORTHWEST WASTEWATER TREATMENT PLANTS FOR A

FIVE-YEAR TERM WITH INFRAMARK, LLC FOR A BASE FEE IN YEAR ONE OF $1,669,488 INCREASING THEREAFTER BY A BLEND OF THE CONSUMER PRICE

INDEX (CPI) FOR THE SAN FRANCISCO-OAKLAND-HAYWARD AREA AS OF

FEBRUARY OF EACH CALENDAR YEAR, AND THE EMPLOYMENT COST INDEX (ECI)
WHEREAS, the City entered into an agreement with Veolia Water West Operating Services (VWWOS) in 2009 to provide wastewater operations, maintenance and management services for the City’s two wastewater treatment plants and ten collection lift stations through 2014; and
WHEREAS, two five-year extensions to the agreement with VWWOS were previously approved by Council, and the current extension expires on December 31, 2024; and
WHEREAS, the City issued an RFP for Contract Wastewater Operations Services from January 1, 2025 to December 31, 2029; and
WHEREAS, three proposals were submitted, one was subsequently withdrawn, the City interviewed the two remaining firms, and the interview panel unanimously selected Inframark LLC; and
WHEREAS, the year one contract amount is approximately $1,669,488 and will increase thereafter as provided in terms of the agreement (actual costs in years 2-5 will be adjusted as CPI and ECI values become known); and
WHEREAS, in addition to the costs above, there are also pass-through costs that the City will pay either directly or through Inframark, similar to the existing agreement.

These costs include chemical purchase, the hauling of sludge between the Beach and Northwest WWTPs, repair and rehabilitation of City assets, vactor truck services, subcontracted work, and laboratory services; and
WHEREAS, adequate funding for the contract is currently budgeted.

NOW THEREFORE, BE IT RESOLVED BY THE CITY COUNCIL OF THE CITY OF RIO VISTA that the City Council does hereby authorize the City Manager to execute the agreement with the Inframark, LLC to provide wastewater operations, maintenance and management services from January 1, 2025 through December 31, 2029.

PASSED AND ADOPTED this 6th day of November 2024. I, PAM CARONONGAN, CITY CLERK OF THE CITY OF RIO VISTA, HEREBY CERTIFY the foregoing resolution was introduced and passed at a special meeting of the Rio Vista City Council by the following roll call vote:

AYES:

NOES:

ABSENT:

ABSTAIN:

ATTEST:
______________________________
Pam Caronongan, MMC, City Clerk
2095021.5 13398-012

CONSULTANT SERVICES AGREEMENT FOR OPERATION, MAINTENANCE, AND

MANAGEMENT OF CITY'S WWTP FACILITIES
THIS AGREEMENT (“Agreement”) is made and entered into this November ____, 2024, by and between the CITY OF RIO VISTA, a municipal corporation of the State of California (hereinafter referred to as "CITY"), and Inframark, LLC (hereinafter referred to as “CONSULTANT” or “CONTRACT OPERATOR”).

WITNESSETH:

A. WHEREAS, CITY owns and provides for the operation of wastewater and related treatment facilities (the “City Facilities"); and,
B. WHEREAS, CITY desires to enter into a contract with CONTRACT OPERATOR to operate, maintain and manage the City's wastewater treatment and other facilities beginning on January 1, 2025 and CONTRACT OPERATOR desires to perform such services for the compensation stated in Exhibits A and B attached hereto and on the terms set forth herein,
C. WHEREAS, CITY issued a Request for Qualifications and Price Proposal for the Operation, Maintenance and Management of the CITY's wastewater treatment plants, pump stations and sanitary sewer collection systems in August of 2024, and D. WHEREAS, CONTRACT OPERATOR submitted a Statement of
Qualifications/Technical Proposal and Price Proposal to the CITY, and E. WHEREAS, CITY received three responses to the Request for Qualifications and determined that CONTRACT OPERATOR scored highest and offered the lowest cost for the services and that the RFQ response represented the option that was in the best interests of the CITY; and
NOW, THEREFORE, in consideration of the mutual covenants and agreements hereinafter set forth, CITY and CONTRACT OPERATOR agree as follows:

GENERAL TERMS AND CONDITIONS OF AGREEMENT

1. INCORPORATION OF RECITALS. The recitals set forth above, and all defined terms set forth in such recitals and in the introductory paragraph preceding the recitals, are hereby incorporated into this Agreement as if set forth herein in full.

2. DEFINITIONS.
a. The term "City Manager" shall mean the duly appointed City Manager of the City of Rio Vista, California, or his/her designated representative. b. The term "City Attorney" shall mean the duly appointed City Attorney of the City of Attachment 1
2095021.5 13398-012

Rio Vista, California, or his/her designated representative. c. The term "City Clerk" shall mean the duly appointed City Clerk of the City of Rio Vista, California, or his/her designated representative.

3. PROJECT COORDINATION.
a. CITY. The City Manager shall be representative of CITY for all purposes under this Agreement. The Public Works Director is hereby designated as the PROJECT MANAGER.

The PROJECT MANAGER shall supervise the execution of this Agreement. b. CONSULTANT. The CONSULTANT shall assign a single PROJECT DIRECTOR to have overall responsibility for the progress and execution of this Agreement for CONSULTANT. Lauren Mancuso is designated as the PROJECT DIRECTOR for CONSULTANT. Should circumstances or conditions subsequent to the execution of this Agreement require a substitute PROJECT DIRECTOR for any reason, the CONSULTANT shall immediately notify PROJECT MANAGER of the name of the new PROJECT DIRECTOR.

4. SCOPE AND PERFORMANCE OF SERVICES
a. Services to be Furnished. Subject to such policy direction and approvals as the CITY through its staff may determine from time to time, CONSULTANT shall perform the services set forth in the "Scope of Services" attached hereto as Exhibit A and incorporated herein by reference. CONSULTANT shall devote such services pursuant to this Agreement as may be reasonably necessary for satisfactory performance of CONSULTANT’s obligations pursuant to this Agreement.
b. Standard of Quality. All work performed by CONSULTANT under this Agreement shall be in accordance with all applicable legal requirements and shall meet the standard of quality ordinarily to be expected of competent professionals in CONSULTANT’s field of expertise. CONSULTANT shall always ensure adequate staffing to ensure compliant supervision and operations.
c. Compliance with Laws. CONSULTANT shall comply with all federal, state, and local laws, codes, ordinances, regulations, orders, and decrees applicable to the Scope of Services. In the event that CONSULTANT believes that there is a conflict between existing and applicable federal, state and/or local law, codes, ordinances, regulations, orders and decrees, that would preclude CONSULTANT from complying with the requirements set forth in this paragraph, CONSULTANT shall notify CITY in writing, and meet and confer with CITY to determine an appropriate course of action. The parties acknowledge that a change in federal, state, or other local law, statute, ordinance, rule or regulation or amendment or an order or judgment of any federal, state, or local court, administrative agency or other governmental body containing interpretations thereto that is different from those existing on the date this Agreement is executed by (“Change in Law”) may affect compliance with CONSULTANT’s obligations and Fee hereunder or impose more stringent requirements relating to equipment or processes than those established at the time of executing this 2095021.5 13398-012

Agreement. In the event that a Change in Law occurs, CONSULTANT shall not be responsible for compliance therewith or for any fines, penalties, or other damage of whatever kind, unless and to the extent caused by CONSULTANT’s negligence or willful misconduct.

CONSULTANT shall make a good faith effort to work with City on plans to comply with any requirements arising from a Change in Law as soon as reasonably possible.

CONSULTANT represents and warrants to CITY that it has all licenses, permits, qualifications, insurance, and approvals of whatsoever nature, which are legally required for CONSULTANT to practice its profession. CONSULTANT represents and warrants to CITY that CONSULTANT shall, at its own cost and expense, keep in effect or obtain at all times during the term of this Agreement any licenses, permits, insurance and approvals which are legally required for CONSULTANT to practice its profession or are necessary and incident to the due and lawful execution of the Scope of Services it performs under this Agreement.

CONSULTANT shall maintain a City of Rio Vista business license. CONSULTANT shall at all times during the term of this Agreement and for one year thereafter provide written proof of such licenses, permits, insurance, and approvals upon request by the CITY. The CITY is not responsible or liable for CONSULTANT’s failure to comply with any or all of the requirements contained in this paragraph.
d. Performance of CONSULTANT Duties General Terms
CONTRACT OPERATOR will staff the City Facilities with employees who have met appropriate licensing and certification requirements of the State of California.

The City's decision to award the contract to Inframark, LLC was based in part on the City's interest in having the individuals identified below continue in these positions in operating, maintaining and managing the City Facilities.

1. Greg Wiltfong, Project Manager

2. Lauren Mancuso, Project Director
CONTRACT OPERATOR shall maintain a stable workforce with low turnover particularly in key positions such as the project manager, assistant project manager, operations supervisor, and maintenance supervisor. Management, supervisory, or staff promotions shall not negatively impact the Scope of Services through vacant positions.

CONTRACT OPERATOR shall always maintain adequate staffing at City Facilities to ensure compliant supervision and operations of all systems within City Facilities.

CONTRACT OPERATOR shall not change or reassign positions without prior written notice to City, and shall not replace any of them with individuals to whom City has a reasonable objection or that do not have appropriate certification and licensing.

CONTRACT OPERATOR shall provide ongoing training and education for appropriate personnel in all necessary areas of modem wastewater process control, operations, maintenance, safety, and supervisory skills.
2095021.5 13398-012

CONTRACT OPERATOR shall provide computerized programs for maintenance, process control, cost accounting (except for the Annual Fee), and laboratory Quality Assurance/Quality Control. CONTRACT OPERATOR shall, within ten days of City's written request, identify to CITY each computer program used to maintain the information described above and deliver a complete copy of all computer data files related to maintenance, process control, cost accounting and laboratory Quality Assurance/Quality Control at the City Facilities to CITY.

CONTRACT OPERATOR shall be responsible for maintaining all manufacturers' warranties on new equipment purchased by CITY and assist CITY in enforcing existing equipment warranties and guarantees.

CONTRACT OPERATOR shall provide the CITY with full documentation that preventive maintenance is being performed on CITY-owned equipment, in accordance with manufacturer's recommendations, at intervals and in sufficient detail as may be determined by the CITY and within the City's approved maintenance budget. Such a maintenance program must include documentation of corrective and preventive maintenance and a spare parts inventory. CONTRACT OPERATOR shall provide a monthly written report of corrective and preventive maintenance performed.

CONTRACT OPERATOR shall provide all labor, materials, equipment and services to operate, maintain and/or monitor the City Facilities on a 24 hour per day, seven-day per week schedule with coverage as necessary to comply with Applicable Law. CONTRACT OPERATOR shall respond to call-out alarms within a reasonable period of time following receipt of same, provided however, that such response time shall not exceed one hour.

CONTRACT OPERATOR will address alarms remotely whenever possible.

Visits may be made at any time by CITY representatives. Keys for the City Facilities shall be provided to CITY by CONTRACT OPERATOR upon execution of this agreement. All City representatives visiting the City Facilities shall comply with all operating and safety procedures.

CONTRACT OPERATOR will maintain an employee safety program in compliance with all Applicable Laws.

CONTRACT OPERATOR may recommend modifications to the process and/or CITY Facilities as necessary to operate the CITY Facilities in compliance with Applicable Laws and prudent operating practices. Upon City's Written Approval of the proposed modifications and issuance of an appropriate contract modification, CONTRACT OPERATOR shall perform the modifications and invoice the costs thereof, if any, to the CITY. No modification shall be made without CITY's prior Written Approval if the complete Cost of the modification will exceed Two Thousand Dollars ($2,000.00) or will affect the Basic Monthly Rate or CONTRACT OPERATOR’s other compensation.

CONTRACT OPERATOR shall inform City of, and get City's Written Approval prior to performing, any activity or work that would affect the Basic Monthly Rate or any expenses 2095021.5 13398-012

that are passed through to City.

In any emergency affecting the safety of persons or property, or that creates a violation of Applicable Law, CONTRACT OPERATOR may act without written amendment or change order, at CONTRACT OPERATOR’s discretion, to prevent threatened damage, injury or loss. Provided that the emergency is not the result of CONTRACT OPERATOR’s negligence or willful misconduct in performing its obligations under this Agreement, CONTRACT OPERATOR shall be compensated by CITY for any such emergency work notwithstanding the lack of a written amendment. If the emergency costs exceed $5,000, the emergency costs will not be due and payable until 30 days after City Council has authorized the expenses. CONTRACT OPERATOR shall provide such documents as City may reasonably request as evidence of the emergency situation and the emergency services performed.

Such emergency services shall be treated as Additional Services. Costs incurred by CONTRACT OPERATOR for the Additional Services shall be invoiced to the CITY in accordance with this Agreement. CONTRACT OPERATOR will make reasonable efforts to notify the CITY prior to initiating any such emergency work; provided, however, the inability to contact the CITY shall not unreasonably interfere with the beginning of such emergency work. In an emergency requiring the performance of overtime labor, CONTRACT OPERATOR shall invoice CITY for the premium portion of the costs, if overtime is required.

CONTRACT OPERATOR shall provide a description of each emergency incident in its invoices for emergency services. Within 48 hours of the beginning of an emergency, CONTRACT OPERATOR will notify the City of the emergency and of the anticipated costs related to the emergency.

As certified operator of the City Facilities, CONTRACT OPERATOR will prepare and sign all monthly operating reports as authorized and required by the following State, Federal and local governments: Regional Water Quality Control Board, Central Region; State Department of Health Services; Yolo Solano Air Quality Control Board, County Environmental Health Services; and USEPA. CONTRACT OPERATOR shall provide CITY with copies of all reports within ten (10) days of submitting the reports to an outside agency.

CONTRACT OPERATOR will provide laboratory testing and sampling presently required by any federal, state or local rules and regulations, statutes or ordinances, permit or license requirements or judicial and regulatory orders and decrees. CONTRACT OPERATOR will provide, through an outside contract or by CONTRACT OPERATOR staff, laboratory testing and sampling presently required by plant performance portions of the NPDES permit(s), the Clean Water Act and/or any federal, state or local rules and regulations, statutes or ordinances, permit or license requirements or judicial and regulatory orders and decrees (collectively "Applicable Law").

CONTRACT OPERATOR will provide for the collection and hauling of solid waste, screenings, grit, sludge and scum ("Waste") to CITY's existing or approved disposal sites. It shall be the sole right and responsibility of CITY to designate, approve or select disposal sites to be used by
CONTRACT OPERATOR for CITY’s waste materials. All Waste and/or byproduct treated and/or generated during CONTRACT OPERATOR’s performance of services is and shall 2095021.5 13398-012

remain the sole and exclusive property of CITY. All manifests or other documentation required for disposal of Waste shall be signed by or in the name of the CITY.

CONTRACT OPERATOR representatives shall attend scheduled meetings with CITY, including but not limited to City Council meetings, study sessions and staff meetings.

CONTRACT OPERATOR representatives shall meet with the City as otherwise reasonably requested.

CONTRACT OPERATOR shall provide periodic support services to City in developing plans for City Facilities and/or researching wastewater-related issues as requested by City as part of its Services and without additional compensation. If CONTRACT OPERATOR contends that CITY has requested support services that entitle CONTRACT OPERATOR to additional compensation, CONTRACT OPERATOR will notify CITY, in writing, will perform the requested support services.

CONTRACT OPERATOR will monitor and respond to any alarm signals from the security systems the CITY has had installed at the City Facilities.

5. COMPENSATION
For the full performance of the Scope of Services described herein by CONTRACT OPERATOR, CITY shall pay CONTRACT OPERATOR all reasonable expenses incurred during the course of the work; provided, however, that compensation shall be based on the Fee Proposal for included in Exhibit B. Total annual compensation for the work is agreed to be included in Exhibit B. The method and timing of payment to CONTRACT OPERATOR shall be as set forth in Exhibit B, incorporated herein by reference. Each task order/service request beyond that set forth in the scope of work will be submitted for approval prior to start of work.

In the event of a change in the Scope of Services, Change in Law, or other factor which causes an increase in the CONSULTANT’s cost of providing the Scope of Services, the CONSULTANT may provide notice to the CITY and the parties shall negotiate in good faith to adjust the Base Fee to account for such change in CONSULTANT’s costs of providing the Scope of Services directly impacted by said change. If the parties are unable to reach a negotiated agreement within thirty (30) days of the date of notice, then this Agreement may be terminated immediately by the CONSULTANT.

6. ADDITIONAL SERVICES
CONSULTANT shall not commence any work exceeding the Scope of Services without prior written authorization from CITY. CONSULTANT agrees to perform such work only if requested in writing by CITY and shall bill for such services in a separate agreement.

7. TERM
This Agreement shall be effective and shall remain in effect for five years between January 1, 2025 and December 31, 2029, or until the Agreement is otherwise terminated as provided 2095021.5 13398-012

herein. After this initial term, the Agreement shall be automatically renewed for an additional five (5) year period unless terminated in writing by either party at least one hundred eighty (180) days prior to the expiration of the initial term that the Agreement will not renew.

8. SUSPENSIONS; TERMINATION; EXTENSIONS
a. Right to Suspend or Terminate. The City Manager may suspend or terminate this Agreement for any reason by giving one (1) year’s written notice to CONSULTANT. Upon receipt of such notice, CONSULTANT shall continue its performance under this Agreement until the effective date of termination, and agrees to facilitate transfer of the services provided for in this agreement to a new consultant. CONSULTANT may suspend or terminate this Agreement for any reason by giving one (1) year's written notice to CITY.

CONSULTANT shall not discontinue its performance under this Agreement until such notice period has expired. CITY shall pay CONSULTANT for all Scope of Services satisfactorily performed though the date of termination if this Agreement is terminated under this Section

8.a.
b. Termination for Cause. Should CONSULTANT fail within thirty (30) days from receipt of CITY’s written notice to correct any deficiencies related to failure to perform the Work in accordance with this Agreement including its Exhibits; failure to comply with the directions of CITY; or failure to pay its creditors, CITY may terminate this Agreement. Should CITY fail within thirty (30) days from receipt of CONSULTANT’s written notice to correct any deficiencies related to failure its obligations hereunder, CONSULTANT may terminate this Agreement. Following a termination for default, CITY shall pay CONSULTANT for all Scope of Services satisfactorily performed though the date of termination. c. Extension of Time. Consultant may, for good cause, request extensions of time to perform the Scope of Services required hereunder. Such extensions shall be authorized in advance by the City in writing and shall be incorporated in written amendments to this Agreement or the attached Work Program in the manner provided in Section 6. d. Delay. The Consultant shall at all times employ such force, plant, materials, and tools as will be sufficient, in the opinion of the City’s Project Manager, to prosecute the Work at not less than the rates fixed under the terms of the Agreement. If the Consultant refuses or fails to prosecute the Work, or any separable part thereof, with such diligence as will ensure the performance of the Scope of Services provided for under this Agreement, or any extension thereof, or fails to complete said work within such time, City may exercise the termination provisions set forth herein.
e. Excusable Delay. Excusable delays shall be delays in the controlling operation of the Consultant's work due to strikes, lockouts by others, fire, earthquake, unusual delay in transportation, unavoidable casualties, adverse weather conditions which could not have been reasonably anticipated, epidemic or pandemic, or any other act(s) of God beyond the Consultant's control, or by delay authorized by the City, or by any cause which City shall decide to justify the delay. Except as provided below, in the event of an excusable delay, the time of completion shall be extended for such reasonable time as City may decide. The Consultant’s right to an extension of time for an excusable delay is expressly subject to 2095021.5 13398-012

Consultant’s giving written notice of such claim within fifteen (15) days as set forth below following the date the Consultant knew or should have known of the delay. Such notice shall include all of the following and be made in the following manner in order to be valid:
i. written documentation as to the asserted cause of the delay, including identification of parties (individuals, private entities or public entities) asserted to be responsible, with such parties' contact information and an explanation as to why such party is asserted to be causing a delay, and any written evidence of the delay asserted to be caused by such party;
ii. a detailed description of mitigation efforts undertaken by the Consultant, or reasons why such mitigation efforts are not practical;
iii. an estimate as to the anticipated length of delay and monetary impact caused by the delay in dollars;
iv. if the asserted cause for delay involves government orders, directives or legal proceedings, a copy of all applicable orders and identification by court case number of any such legal proceeding with a general description as to why such orders or legal proceedings are asserted to be causing a delay; and
v. notice must be submitted in writing to the City’s Project Manager at City Hall before 5:00 p.m. on the fifteenth (15th) day following the date the Consultant knew or should have known of the delay. Failure to give such notice shall be construed as a waiver of such right. It is understood and agreed that extensions of time shall be the Consultant's sole and exclusive remedy for excusable delays. f. Payment. Upon such suspension or termination, CONSULTANT shall be paid for all services actually rendered to CITY to the date of such suspension or termination. g. Rights and Remedies. The rights and remedies of the CITY provided in this Section are in addition to any of the rights and remedies provided by the law or under this Agreement.

9. CLAIMS. If any dispute shall arise between CITY and CONSULTANT regarding performance of the work, or any alleged change in the work, CONSULTANT shall timely perform the disputed work and shall give written notice of a claim for additional compensation for the work to CITY within thirty (30) days after commencement of the disputed work. CONSULTANT's failure to give written notice within the thirty (30) day period constitutes an agreement by CONSULTANT that it will receive no extra compensation for the disputed work.

10. INSPECTION. CONSULTANT shall furnish CITY with every reasonable opportunity for CITY to ascertain that the Scope of Services of CONSULTANT are being performed in accordance with the requirements and intentions of this Agreement. All work done and all materials furnished, if any, shall be subject to the PROJECT MANAGER’S inspection and approval. The inspection of such work shall not relieve CONSULTANT of any of its obligations to fulfill its agreement as prescribed. Any materials created by CONSULTANT 2095021.5 13398-012

shall become the property of CITY upon delivery. CONSULTANT shall not be held liable for any reuse of the CITY-owned materials for purposes outside this Agreement.

11. INDEPENDENT JUDGMENT. Failure of CITY to agree with CONSULTANT’s independent findings, conclusions or recommendations, if the same are called for in this Agreement, on the basis of differences in matters of judgment shall not be construed as a failure on the part of the CONSULTANT to meet the requirements of this Agreement.

12. ASSIGNMENT; SUBCONSULTANTS; EMPLOYEES.
a. Assignment. CONSULTANT shall not assign, delegate, transfer, or convey its duties, responsibilities, or interests in this Agreement or any right, title, obligation or interest in or to the same or any part thereof without the CITY's prior written consent, which shall not be unreasonably withheld. Any assignment without such approval shall be void and, at CITY's option, shall terminate this Agreement and any license or privilege granted herein. b. Subconsultants; Employees. CONSULTANT shall be responsible for employing or engaging all persons necessary to perform the Scope of Services of CONSULTANT hereunder. No subconsultant of CONSULTANT will be recognized by CITY as such; rather, CONSULTANT agrees to be responsible for their performance. CONSULTANT shall give its personal attention to the fulfillment of the provisions of this Agreement by all of its employees and subconsultants, if any, and shall keep the work under its control. If any employee or subconsultant of CONSULTANT fails or refuses to carry out the provisions of this Agreement or appears to be incompetent or to act in a disorderly or improper manner, he or she shall be discharged immediately from the work under this Agreement on demand of the PROJECT MANAGER.

13. INTEREST OF CONSULTANT
a. No Conflict of Interest. CONSULTANT (including principals, associates and professional employees) covenants and represents that it presently has no investment or interest, and shall not acquire any investment or interest, direct or indirect, financial or otherwise, which would conflict in any manner or degree with the performance of the Scope of Services hereunder. CONSULTANT further covenants and represents that it does not now have and shall not acquire any source of income, business entity, interest in real property or investment which would be affected in any manner or degree by the performance of CONSULTANT’s Scope of Services hereunder. CONSULTANT further covenants and represents that no person having any such investment or interest shall perform any services under this Agreement.
b. Independent Contractor. It is expressly agreed that, in the performance of the Scope of Services hereunder, CONSULTANT shall at all times be deemed an independent contractor and not an agent or employee of CITY. CONSULTANT, its officers, employees, agents, and subconsultants shall have no power to bind or commit the CITY to any decision or course of action, and shall not represent to any person that they have such power. c. Financial Records. CONSULTANT shall retain all financial records, including, but not 2095021.5 13398-012

limited to, documents, reports, books, and accounting records that pertain to any work or transaction performed pursuant to this Agreement for four (4) years after the expiration of this Agreement. CONSULTANT or any of its duly authorized representatives shall, with reasonable notice, have access to and the right to examine, audit, and copy such records. d. Property. All land, buildings, facilities, easements, licenses, rights-of-way, equipment and vehicles presently or hereinafter acquired or owned by CITY or installed by CONTRACT OPERATOR at the City Facilities under the terms of this Agreement shall remain the exclusive property of CITY unless specifically provided for otherwise in this Agreement.

14. INDEMNITY and LIMITATION
a. To the fullest extent permitted by law, CONSULTANT shall indemnify, defend, and hold harmless the CITY, its officers, officials, agents, and employees against all claims, damages, demands, liability, costs, losses and expenses, including without limitation court costs and reasonable attorneys’ fees, to the extent arising from CONSULTANT's negligent acts or negligent failure to act, errors, omissions or willful misconduct incident to the performance of this Agreement.
b. To the fullest extent permitted by law, CITY shall indemnify, defend, and hold harmless the CONSULTANT, its officers, officials, agents, and employees against all claims, damages, demands, liability, costs, losses and expenses, including without limitation court costs and reasonable attorneys’ fees, to the extent arising from CITY’s negligent acts or negligent failure to act, errors, omissions or willful misconduct incident to the performance of this Agreement.
c. Notwithstanding any provision to the contrary contained in this Agreement, in no event shall either party be liable, either directly or indirectly, to the other party for any special, punitive, indirect and/or consequential damages, including damages attributable to loss of use, loss of income or loss of profit, even if such party has been advised of the possibility of such damages.
d. In the event that claims(s) raised by CITY against the CONSULTANT on account of this Agreement, or on account of the Scope of Services performed hereunder including claims by CITY for indemnification under Section 14, is/are covered under CONSULTANT's insurance policies required of the CONSULTANT hereunder, CONSULTANT shall not be responsible to CITY for any loss, damage or liability beyond the amounts contractually required hereunder and actually paid pursuant to the limits and conditions of such insurance policies. With respect to any causes of action and/or claims raised against the CONSULTANT by CITY that are not covered by the insurance policies required hereunder, including claims by CITY for indemnification, CONSULTANT’s liability to CITY shall not exceed five million dollars ($5,000,000.00). However, CONSULTANT agrees and acknowledges that it will take all reasonable and good faith efforts to obtain insurance coverage and payment on any and all events and claims. If CONSULTANT obtains payment from its insurance in an amount exceeding the $5,000,000 limitation or amount actually paid to CITY, CONSULTANT shall compensate CITY its actual damages up to the amount received by CONSULTANT from the insurance policies, or ten million dollars 2095021.5 13398-012

($10,000,000.00), whichever is lower.
e. If any information, opinions, recommendations, advice, or other work product or any data, information, procedures, charts, spreadsheets, logs, instruments, documents, plans, designs, specifications, operating manuals and specifications, customer data, billing information, regulatory filings, permits, authorizations, licenses, operation and maintenance records, or other records are provided by the CITY or any third party acting on behalf the CITY are provide to and used or relied on by CONSULTANT, the CITY will be liable for any damages resulting directly or indirectly from such use and reliance. f. CONSULTANT shall not be liable for any liabilities, losses, damages, expenses, fines, or penalties incurred by the CITY or any third party as a result of a data security breach or other cyber security breach to the City Facilities or the CITY’s computer systems, operating systems, and all other technological or information systems related to the City Facilities and Scope of Services provided hereunder, except to the extent such liability, loss, damage, expense, fine, or penalty is the direct result of CONSULTANT’s willful or negligent acts or omissions.
g. The provisions of this Section shall survive termination or suspension of this Agreement and no other provision of this Agreement or any attachment thereto shall reduce the indemnification obligations imposed under this Section.

15. WORKERS' COMPENSATION
a. Covenant to Provide. CONSULTANT certifies that it is aware of the provisions of the Labor Code of the State of California which require every employer to be insured against liability for workers' compensation or to undertake self-insurance in accordance with the provisions of that code, and it certifies that it will comply with such provisions before commencing the performance of the work of this Agreement. b. Waiver of Subrogation. CONSULTANT and CONSULTANT’s insurance company agree to waive all rights of subrogation against the CITY, its elected or appointed officials, agents, and employees for losses paid under CONSULTANT’s workers' compensation insurance policy which arise from the work performed by CONSULTANT for CITY. c. Coverage. CONSULTANT shall obtain workers' compensation insurance in the amounts and form outlined in Section 16 of this Agreement. d. Prevailing Wage. The work contemplated under this Contract is a public work for the purposes of Labor Code Section 1720, and is subject to the payment of prevailing wages.

Accordingly, Consultant shall separately sign the "Certificate of Compliance with Labor Code § 3700" which is attached hereto an incorporated herein as Exhibit C. Consultant shall also comply with the provisions of the "Labor Compliance Requirements" which are attached hereto an incorporated herein as Exhibit D.

16. INSURANCE
2095021.5 13398-012

a. CONSULTANT shall not commence any work before obtaining, and shall maintain in force at all times during the duration and performance of this Contract, the policies of insurance specified in this Section. Such insurance must have the approval of the City as to limit, form, and amount, and shall be placed with insurers with a current A.M. Best’s rating of no less than A VII (an NR rating is acceptable for Worker’s Compensation insurance written with the State Compensation Insurance Fund of California).
b. Prior to execution of this Contract and prior to commencement of any work, the CONSULTANT shall furnish the City with certificates of insurance and copies of endorsements providing evidence of coverage for all policies required by the Contract. The CONSULTANT and its contractors and subcontractors shall, at their expense, maintain in effect at all times during the performance of work under the Contract not less than the following coverage and limits of insurance, which shall be maintained with insurers and under forms of policy satisfactory to the City. The maintenance by CONSULTANT and its contractors and subcontractors of the following coverage and limits of insurance is a material element of this Contract.

The failure of CONSULTANT or of any of its contractors or subcontractors to maintain or renew coverage or to provide evidence of renewal may be treated by the City as a material breach of this Contract. Approval of the insurance by the City shall not relieve or decrease any liability of CONSULTANT.

1. Commercial General Liability Insurance.
(i) CONSULTANT shall maintain commercial general liability insurance with coverage at least as broad as Insurance Services Office form CG 00 01, in an amount not less than ten million dollars ($10,000,000) per occurrence for bodily injury, personal injury, and property damage, including without limitation, blanket contractual liability. CONSULTANT’s general liability policies shall be primary and shall not seek contribution from the City’s coverage, and be endorsed using Insurance Services Office form CG 20 10 (or equivalent) to provide that City and its officers, officials, employees, and agents shall be additional insureds under such policies. For construction projects, an endorsement providing completed operations coverage for the additional insured, ISO form CG 20 37 (or equivalent), is also required. CONSULTANT may meet the limits set forth in this section through a combination of primary and excess coverage.
(ii) Any failure to comply with reporting provisions of the policies by CONSULTANT shall not affect coverage provided the City. (iii) Coverage shall state that CONSULTANT insurance shall apply separately to each insured against whom claim is made or suit is brought, except with respect to the limits of the insurer’s liability.
(iv) Coverage shall contain a waiver of subrogation in favor of the City.

2. Business Automobile Liability. CONSULTANT shall provide auto liability 2095021.5 13398-012

coverage for owned, non-owned, and hired autos using ISO Business Auto Coverage form CA 00 01 (or equivalent) with a limit of no less than five million dollars ($5,000,000) per accident. CONSULTANT may meet the limits set forth in this section through a combination of primary and excess coverage.

3. Workers’ Compensation and Employers’ Liability. CONSULTANT shall maintain Workers’ Compensation Insurance and Employer’s Liability Insurance with limits of at least one million dollars ($1,000,000). CONSULTANT shall submit to City, along with the certificate of insurance, a waiver of subrogation endorsement in favor of City, its officers, agents, employees, and volunteers.

4. Professional Liability. Consultant shall maintain professional liability insurance that insures against professional errors and omissions that may be made in performing the Scope of Services to be rendered in connection with this Agreement, in the minimum amount of ten million dollars ($10,000,000) per claim and in the aggregate. Any policy inception date, continuity date, or retroactive date must be before the effective date of this Agreement, and Consultant agrees to maintain continuous coverage through a period no less than three years after completion of the Scope of Services required by this Agreement.

CONSULTANT may meet the limits set forth in this section through a combination of primary and excess coverage.

5. All Coverages.
(i) Each insurance policy required by this Agreement shall be endorsed to state that coverage shall not be suspended, voided, cancelled, or reduced in limits except after thirty (30) days' prior written notice has been given to the City, except that ten (10) days’ prior written notice shall apply in the event of cancellation for nonpayment of premium.
(ii) Evidence of Insurance - Prior to commencement of work, the CONSULTANT shall furnish the City with certificates, additional insured endorsements, and waivers of subrogation evidencing compliance with the insurance requirements above. The CONSULTANT must agree to provide complete, certified copies of all required insurance policies if requested by the City.
(iii) Acceptability of Insurers - Insurance shall be placed with insurers admitted in the State of California and with an A.M. Best rating of A- VII or higher. (iv)Subcontractors and CONSULTANTs - A category of risk and the applicable insurance requirements will be determined on a “per subcontractor” or “per consultant” basis, considering the particular work to be done by the subcontractor or consultant and the interrelationship of that work to other work being conducted by the CONSULTANT.

6. No other provision of this Agreement or any attachment thereto shall reduce 2095021.5 13398-012

the insurance obligations imposed under this Section
(i) In addition to any other remedy the City may have, if CONSULTANT fails to maintain the insurance coverage as required in this Section, the City may obtain such insurance coverage as is not being maintained, in form and amount substantially the same as is required herein, and the City may deduct the cost of such insurance from any amounts due or which may become due CONSULTANT under this Agreement.
(ii) No policy required by this Agreement shall be suspended, cancelled, terminated by either party, or reduced in coverage or in limits unless CONSULTANT has provided ten (10) days' prior written notice by certified mail, return receipt requested, to the City.
(iii) The requirement as to types, limits, and the City’s approval of insurance coverage to be maintained by CONSULTANT are not intended to, and shall not in any manner, limit or qualify the liabilities and obligations assumed by CONSULTANT under the Agreement.

17. NOTICE. Any notices or other communications to be given to either party under this Agreement shall be in writing, shall be delivered to the addresses set forth below, and shall be effective, as follows:
a. By personal delivery, effective upon receipt by the addressee; b. By facsimile, effective upon receipt by the addressee, so long as a copy is provided by certified U.S. mail, return receipt requested, postmarked the same day as the facsimile;
c. By certified U.S. mail, return receipt requested, effective 72 hours after deposit in the mail.

CITY:

City of Rio Vista
Attn: City Manager
1 Main Street
Rio Vista, CA 94571
CONSULTANT:

Inframark, LLC
Attn: Gregory Wiltfong
6101 Rampart Drive
Carmichael, CA 95608
Either party may change its address for notices by complying with the notice procedures in 2095021.5 13398-012

this Section.

18. AGREEMENT BINDING. The terms, covenants, and conditions of this Agreement shall apply to, and shall bind, the heirs, successors, executors, administrators, assigns and subconsultants of both parties.

19. WAIVERS. The waiver by either party of any breach or violation of any term, covenant, or condition of this Agreement or of any provisions, ordinance, or law shall not be deemed to be a waiver of such term, covenant, condition, ordinance, or law or of any other term, covenant, condition, ordinance, or law. The subsequent acceptance by either party of which may become due hereunder shall not be deemed to be a waiver of any preceding breach or violation by the other party of any term, covenant, or condition of this Agreement or of any applicable law or ordinance.

20. COSTS AND ATTORNEYS' FEES. If either party commences any legal action against the other party arising out of this Agreement or the performance thereof, the prevailing party in such action may recover its reasonable litigation expenses, including court costs, expert witness fees, discovery expenses, and attorneys' fees.

21. NONDISCRIMINATION. No discrimination shall be made in the employment of any person under this Agreement on the basis of race, color, national origin, ancestry, religion, age, sex, sexual orientation, marital status, disability, or place of birth.

22. DISPUTE RESOLUTION AND VENUE. In the event of any disputes, the parties shall first attempt to resolve the situation by good faith discussions which shall take place in a timely manner. If the dispute cannot be resolved within sixty (60) days, the parties shall mediate their dispute before a mediator acceptable to both parties, if they cannot agree, they shall ask the Director of the Federal Mediation and Conciliation Service to nominate a mediator. The parties shall bear their own costs of the mediation but the parties shall share equally the costs of the mediator and the mediation facilities. If a dispute cannot be resolved through such good faith discussions and mediation, any action arising out of this Agreement shall be brought in Solano County, California, regardless of where else venue may lie.

23. TIME OF ESSENCE. CONSULTANT understands and agrees that time is of the essence in the completion of the work and services described in the Scope of Services.

24. AGREEMENT CONTAINS ALL UNDERSTANDINGS; SEVERANCE. This document represents the entire and integrated agreement between CITY and CONSULTANT and supersedes all prior negotiations, representations, or agreements, either written or oral. This document may be amended only by written instrument, signed by both CITY and CONSULTANT. All provisions of this Agreement are expressly made conditions. This Agreement shall be governed by the laws of the State of California and interpreted as if written by both parties. If any term, provision, covenant or condition of this Agreement is held by a court of competent jurisdiction to be invalid, void or unenforceable, the remainder of the provisions shall remain in full force and effect, and shall in no way be affected, impaired or invalidated.

CITY OF RIO VISTA

CONTRACT WASTEWATER

OPERATIONS SERVICES
OCTOBER 3, 2024
Attachment 2

TABLE OF CONTENTS

1. COVER LETTER . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . 1

2. EXECUTIVE SUMMARY . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . 2

3. FIRM EXPERIENCE . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . 7

4. STAFFING. . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . 30

5. TECHNICAL APPROACH . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . 40

6. COST PROPOSAL . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . 67 APPENDIX . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . i • EXCEPTIONS
• RESPONSIBILITY
• EXHIBIT D - LABOR CODE COMPLIANCE CERTIFICATE
• KEY RESUMES

1. COVER LETTER
1 1. COVER LETTER
October 3, 2024
Mr. Greg Malcolm | Interim Director of Public Works and Community Development City of Rio Vista
1 Main Street
Rio Vista, CA 94571
SUBJECT: Contract Wastewater Operations Services
Dear Mr. Malcolm,
We are excited to submit our proposal to the City of Rio Vista (the City) to showcase Inframark’s experience and knowledge as a premiere operations and maintenance (O&M) contractor. We are dedicated to maximizing operational efficiency, reducing costs, and enhancing the performance of your two wastewater treatment plants (WWTPs) and ten collection system lift stations. The City currently faces challenges, including meeting regulatory compliance standards, maintaining onsite staffing, and accessing regional expertise support.

We are committed to bringing our industry-leading practices, and California and national experience to improve your community’s assets.

Inframark is an American-owned, fully dedicated O&M company positioned to serve the City with comprehensive capabilities, with more than 40 years of experience managing over 550 wastewater and water facilities across the nation. We are committed to our partnership with the City through a holistic approach that is focused on open communications, transparency, and trust.

Proposed Project Manager/Chief Plant Operator, Greg Wiltfong (Grade V), possesses expert technical knowledge and has successfully operated and maintained several facilities similar in size and scope to yours. Greg will lead the transition and is supported by Project Director, Lauren Mancuso. Together with the onsite team, Greg and Lauren will immediately address permit compliance, quality assurance and control, process improvements, and cost optimization for the Beach and Northwest WWTPs. Additionally, Inframark recognizes that stable onsite staffing, staff development, and project support are essential to success – and we will staff your facilities with knowledgeable and dedicated associates.

During the past year, Inframark quickly established itself as an employer of choice, which is demonstrated by our ability to attract over 40 senior level subject matter experts (SMEs) from our competitors, and we recently successfully transitioned the City of Burbank from your current operator. We look forward to replicating that success for the City of Rio Vista.

Inframark has more than 25 years’ experience in California managing wastewater and water infrastructure, and we employ a significant number of resources in the state, including many located in northern California. With a thorough understanding of the complexities of your facilities, we are confident in our ability to provide exceptional service that aligns with the City’s long-term objectives.

We look forward to the opportunity to partner with the City of Rio Vista to improve your WWTPs and collection system lift stations, while championing the community you love. This proposal and our price are valid up to 180 days from date of this proposal.

Sincerely,
Gregory Wiltfong
Chief Plant Operator
6101 Rampart Drive
Carmichael, CA 95608
530.392.6322
[email protected]

ANDY APPLETON

PRESIDENT OF O&M

LAUREN MANCUSO

REGIONAL OPERATIONS

2. EXECUTIVE

SUMMARY

2. EXECUTIVE SUMMARY
2 PROJECT UNDERSTANDING
Inframark recognizes that Rio Vista needs a reliable partner to manage the operations, maintenance, and compliance of its Beach and Northwest wastewater treatment plants (WWTPs), serving over 10,700 residents. The Beach WWTP, built in 1972, processes 0.45 million gallons per day (MGD) and discharges treated wastewater into the Sacramento River. The Northwest WWTP, a modern membrane bioreactor (MBR) plant with ultraviolet (UV) disinfection, is a 1 MGD facility that currently operates at 25% capacity. The City plans to consolidate operations by converting the Beach plant into a pump station, cutting costs and improving water quality, though this transition is not expected within the first five years.

Rio Vista’s facilities have faced compliance challenges, with 23 violations at the Northwest plant and 67 at the Beach facility, primarily due to reporting and effluent quality issues. Inframark’s approach offers immediate solutions to Rio Vista’s compliance challenges, with a focus on eliminating violations and optimizing plant performance. By implementing Inframark’s Compliance Program, we aim to reduce violations by 28%. Our expertise in aeration basin optimization and solids management will address effluent quality issues, while chemical feed rate adjustments at the Beach plant will lower costs and improve disinfection efficiency. We also offer advanced process monitoring, real-time data tracking, and staff training to ensure long-term operational success.

Our proactive and data-driven approach will not only bring Rio Vista into compliance but also enhance overall plant performance and reduce operational costs, setting a strong foundation for future improvements and growth.

Inframark’s innovation and savings section, detailed
in our Technical Approach (page 45), outlines our
value savings of nearly $490,000 for the City over
the five-year contract, with potential for further
savings upon completion of on-site assessments.

2. EXECUTIVE SUMMARY
3 RESPECT
Treat others with dignity and
respect, fostering inclusive
teamwork through open
and honest communication.

INTEGRITY
Act with unwavering
honesty and transparency

SAFETY AND COMPLIANCE
Every employee is responsible for
their safety, and that of others, and
has the authority and responsibility
to halt work when necessary.

INFRAMARK: THE RIGHT CHOICE FOR RIO VISTA
Inframark is excited to present the City with a holistic partnership approach designed to optimize efficiencies, minimize costs, and enhance the overall operations,
maintenance, and management of your WWTPs. Inframark
is committed to achieving unmatched customer satisfaction in the industry, mobilizing our most valuable asset—our people. With a 40-year history and a multi-year growth
strategy, Inframark has strategically assembled the industry’s foremost talent, technical resources, and cutting-edge
technology, creating a unique powerhouse of expertise,
experience, and capabilities.

As the largest American-owned dedicated contract
O&M firm with over 550 municipal wastewater and
water facilities nationwide, we bring a wealth of expertise and experience to the City. Inframark’s vision to create a better world together centers around our collective Quest for Excellence, which outlines the highest levels of quality service and ethical behavior for our partnerships and personnel.

We prioritize being the Employer of Choice in wastewater and water O&M, and we have invested considerable
resources in acquiring some of the best talent in the
contract operations industry. Our growing team builds on this culture, and we continue to attract talented people who are looking for more than simply a place to work.

Inframark is confident in our ability to provide an
unparallelled level of service to the City by providing highly-trained staff and transparent communications
with all stakeholders. Our distinctive approach brings you a best-in-class, industry-leading team of local experts, and experienced O&M management to lead this project.

The core of our success lies in a resolute commitment
to regulatory compliance and operational optimization.

Inframark is committed to be your long-term partner in
value, compliance, and operational excellence.

2. EXECUTIVE SUMMARY

A FRESH START WITH LOCAL SUPPORT

AND NATIONAL LEADERSHIP
Our team is aware of the challenges the City’s leadership and operators have faced, and we are committed to providing a superior comprehensive O&M plan. Our proposed
Project Manager/Chief Plant Operator, Greg Wiltfong,
is committed to providing the City with the required
knowledge, leadership, and motivation necessary for
successful operations and management. Most importantly, Inframark will connect with the City and its representatives at all levels of our organization to provide access to our deep bench of technical resources.

Greg Wiltfong, will also serve as the Transition Manager, with Lauren Mancuso, as the Project Director. Together, they bring over 45 years of combined industry experience.

We are pleased to present the City with a local project management team that has a strong technical background, a well-regarded history with California’s regulators and a reputation for motivational leadership and results.

A PARTNER THAT PROVIDES EXPERTISE

AND VALUE BEYOND O&M
Inframark is backed by 3,000 employees, with subject matter experts (SMEs) in more than eight corporate support groups to provide recommendations in:
• Budget Optimization
• Cost Reduction Measures and Opportunities
• Process/System Optimization
• Capital Planning Relative to Asset Condition and Budgetary (Revenue/Expenditure) Impacts
• SCADA and Automation and Intelligence
• Organizational Structure/Framework/Resourcing
At the onset of the partnership, Inframark will bring SMEs onsite as a part of the transition plan. A full site safety evaluation will be completed, and a site-specific Operations Blueprint will be created. Training and operational tools will be provided for analytic data management, a computerized maintenance management system (CMMS), laboratory sampling, and
analysis. Additional resources to support the operations will be made available to the City throughout the life of the partnership. “Inframark’s 40-year history is strengthened
by our team’s Quest for Excellence – which
drives our laser focus on providing the highest
levels of customer service, unmatched quality,
and value in the industry. Our position as the
employer of choice for industry veterans,
as well as our commitment to distinguish
ourselves as the preferred solutions provider
and sustainable operations partner for
customers, delivers long-term stability and
satisfaction for our associates and clients.”
- Steve Meininger, CEO
Steve Meininger, PE

CHIEF EXECUTIVE OFFICER

INFRAMARK OFFERS

A VAST POOL

OF TECHNICAL

RESOURCES

IN CLOSE PROXIMITY

TO CITY OF RIO VISTA
4 2. EXECUTIVE SUMMARY
5 LONG-TERM ASSET MANAGEMENT

PROGRAM PROVIDING LOWER COSTS
Inframark has provided contract O&M service for over
40 years. We operate and maintain several facilities
comparable to the City’ facilities. Our team of technical experts are dedicated to crafting a balanced and site-specific approach that meets Rio Vista’s needs while optimizing the performance of your WWTPs, all while reducing overall costs.

Our approach focuses on lifecycle costs and operability, which ensures our client partners receive an unbiased and expert opinion in optimizing their facilities and assets. Our approach results in the lowest overall lifecycle costs for our partners’ assets, and its success is proven across our thriving partnerships nationwide. In fact, we have a 99+% client renewal rate across the company, attesting to our commitment to the relationships with each of our partners.

Efficient and responsible operations start with a proactive maintenance program. To ensure data-driven asset reliability, Inframark will implement a CMMS at the City’s facility.

We will utilize the CMMS to collect, manage, analyze, and communicate asset performance data. Our program starts
with developing a complete physical inventory and condition assessment of the facility assets. This data is integrated into the CMMS, which will be used to develop and implement a maintenance and asset management strategy that focuses
on equipment reliability. Supported by a dedicated corporate asset management team, our staff will proactively maintain the equipment to extend the useful life of your assets.

OPEN-AND-FREQUENT COMMUNICATION

AND A COMMITMENT TO DELIVER
Inframark is excited to be your O&M partner. Our reputation as a national leader is evident in our capacity to provide technical assistance in asset management, regulatory issues, and system optimization. Communication and accessibility are a Principle of Pure Partnership™ that Inframark uses as a foundation for success. At the onset of a partnership with the City, we will consult with your team to establish long- and short-term expectations.

Plans to meet these goals and expectations will be formed by our SMEs; action items will be created as a part of our transition plan. Our organized transition typically incorporates more than 180 action items to ensure our short-term goals are fulfilled in a timely manner and long-term goals are on the path to success. After the transition, Inframark will remain an accessible partner to the City. This means asneeded daily communications reporting on urgent matters, SMEs accessible to the City for additional corporate support, organized monthly reports tailored to your needs, annual capital improvement plans to extend useful life of your assets, and a reduction in unexpected corrective repairs.

AT INFRAMARK, WE BUILD

PARTNERSHIPS THAT LAST
With a proven track record of client
satisfaction and a client retention rate of
99+%, we're committed to relationships
with our partners that are built on honest
and open communication, and that
continuously expand to meet their needs.

2. EXECUTIVE SUMMARY
6 IMPLEMENTING A SMOOTH AND

SEAMLESS TRANSITION
A successful partnership rests upon the successful transition of the facilities, and at Inframark we are experts in transitioning complex projects and instilling smooth practices that result in long-term success. Our proven method of transition is focused on providing peace of mind for our clients. Our Transition Team, led by Greg Wiltfong, is comprised of technical staff, regional staff, and SMEs who will be onsite well in advance of the start date to ensure a successful transition.

Inframark has over four decades of experience transitioning hundreds of operations from incumbent operators as well as from private and public operations; and have recently transitioned a project from your current operator in Southern California. In each of these transitions, we leveraged the institutional knowledge of existing staff while applying Inframark’s systematic approaches.

Our transitions prioritize immediately improving operations, stabilizing onsite staffing, and establishing a culture of continuous improvement that produces significant cost savings. Our SMEs will work with the onsite team so that the transition to Inframark is a success and begins to build relationships that will continue to support the staff and the City during the operations period.

INSTALLING PROJECT STABILITY WITH A

COMMITMENT TO COMPLIANCE
We place the highest level of importance on managing
regulatory compliance and have invested significant resources so that procedures, tools, and technology are in place to meet these requirements. Our experienced compliance team tracks current and future regulatory requirements, analyzes results and trends, and provides direction and recommendations
that enable our projects to comply with applicable permits and regulations. We have achieved 99.9% compliance with all regulatory requirements at our facilities. Our record is exemplary in the municipal O&M industry.

ROBUST EMERGENCY RESPONSE
PROGRAM AND 24/7/365 COVERAGE
Our teams remain ready to take action whenever needed and wherever a critical event occurs. Inframark offers a resolute, experienced core team that is supported by their regional and national resources, all designed to provide 24/7/365 coverage in an effective and cost-efficient manner. In an emergency, Inframark can quickly mobilize staff from nearby projects or tap into our nationwide workforce of 3,000 employees. This rapid response ensures employee safety, maintains service quality, minimizes disruption, and protects property. Our focus on emergency preparedness has resulted in a proven track record of effectively managing crises. The City can rely on Inframark to provide consistent and reliable service, regardless of the time of day. This level of coverage provides the City with greater peace of mind, knowing that your system is monitored and maintained at all times.

TRANSFER OF RISK
The City can be rest assured that
staffing, regulatory, and financial
issues will be addressed proactively
and with input from industry experts. Major concerns
like regulatory compliance and workforce limitations
will no longer require time and resources allowing the
City staff to focus on other priorities. Our team will
ensure that critical tasks and associated documentation will be accurate and current through a CMMS and a
customized system of monthly reports and meetings.

Our commitment to both accountability and visibility
will provide the City with risk protection and awareness.

3. FIRM EXPERIENCE

3. FIRM EXPERIENCE
7 INFRAMARK IS DEDICATED TO PROTECTING
AND REPLENISHING THE WORLD’S MOST

CRITICAL RESOURCES THROUGH SUSTAINABLE
INFRASTRUCTURE. AS A STRATEGIC PARTNER, WE

AIM TO CREATE A BETTER WORLD TOGETHER BY

DELIVERING ESSENTIAL COMMUNITY SERVICES

WITH ADVANCED DIGITAL TOOLS AND DECADES OF
EXPERTISE. OUR CORE VALUES OF SUSTAINABILITY,

INNOVATION, AND COLLABORATION DRIVE OUR
COMMITMENT TO RIO VISTA.

CORPORATE PROFILE
Inframark has delivered best-in-class, full-service
public-private contracts for operation, maintenance, and management of wastewater and water treatment facilities since 1983, more than 40 years. Inframark is an Americanowned, privately held utility operations firm with over halfa-billion dollars in annual revenue and 3,000 employees.

CALIFORNIA EXPERIENCE
Inframark has proudly served California for over 30
years, managing wastewater treatment plants (WWTPs),
water reuse facilities, water treatment plants (WTPs),
and related systems with nearly 200 contract years of
experience. Currently partnering with 13 clients, including six in Northern California, we provide essential water and wastewater services to communities across the state.

With 25 years of expertise in California alone, our team excels in the operations, management, and maintenance
of complex water and wastewater systems, ensuring
reliable, high-quality service.

I enjoy working with
the staff of Inframark. They are
very professional and responsive
to any emergency that arises. I am
impressed with the communication
I receive after hours or working
together on a project.

Bryant Hill
Public Works Director
City of Perris, CA
Inframark is very attentive
to our needs.

Doug Louie
Operations and Maintenance
Superintendent
Mountain House Community
Services District, CA

SUCCESSFULLY

PROVIDING UTILITY

OPERATIONS SERVICES
ACROSS 33 STATES

3. FIRM EXPERIENCE
8 Corning
Willows Richvale
C&H Sugar SYSCO Foods
Mountain House
West
Basin
MWD
East Valley
Water District Camarillo
Huntington Park Perris
Central
Basin
MWD
City of
Rio Vista
City of
Rio Vista
Burbank
One of our most comparable partnerships to Rio Vista’s facilities is our long-standing partnership with Mountain House, where we began managing its 3 MGD WWTP in 2002. Over the past two decades, Inframark has provided comprehensive management for Mountain House’s wastewater and water treatment facilities, as well as its collection and distribution systems. More recently, our team played a key role in the design, construction, and startup of the 6 MGD membrane bioreactor system (MBR), delivering technical expertise from on-site, regional, and national resources. We have maintained a stellar compliance record while also adapting to the area’s rapid 800% population growth, demonstrating our ability to efficiently scale our services with the community’s growth.

Another comparable California partnership is the recent transition for the City of Burbank that includes operations & maintenance for the Burbank Water Reclamation Plant and Beachwood Pump Station. This facility is a 12.5 MGD WWTP that provides Title 22 recycled water for the City, industrial users, and irrigation. In addition, Inframark staff manages the City’s capital improvement program (CIP), IPP/Industrial Stormwater Program, an ELAP certified laboratory, and all regulatory reporting. On July 1, 2024, Inframark transitioned the project from Rio Vista’s current operator and assumed operational responsibility where we immediately addressed emergency repairs to several critical areas of the plant. With stabilized operations, we continue to support the City with many of our regional and national subject matter experts (SMEs), including SCADA support, asset management/maintenance, process optimization, health and safety, and compliance.

California projects are overseen by Lauren Mancuso, our Regional Vice President of Operations. With nearly 20 years of leadership experience, Lauren brings an unmatchable level of enthusiasm and dedication to the team. She is located in Alameda with family in Sacramento. She is supported by a robust team of local experts, along with additional national resources available to meet any project demands. Inframark’s extensive history and proven success in California make us an ideal partner for communities like Rio Vista, providing reliable, long-term water and wastewater solutions.

INFRAMARK

PROUDLY SERVES
13projects in the
Golden State,
6of which are in
northern California.

PROVEN RESULTS AT MOUNTAIN HOUSE
Project highlights include managing the startup of two WTPs, three WWTPs, two booster pump stations, and a new sewer lift station under construction. We oversaw the conversion to smart water meters, switched to chloramines to reduce TTHMs, converted a raw water tank to a treated water tank, and rehabilitated an existing tank.

With zero water quality complaints in 22 years, our commitment to excellence is clear. We’ve successfully operated the Community Fountain since 2008 and led third-party permit compliance reviews.

Notably, we were among the first to gain approval for UV systems in California’s drinking water. This partnership highlights efficiency, resilience, and a commitment to excellence.

3. FIRM EXPERIENCE

LARGEST AMERICAN-OWNED

DEDICATED CONTRACT O&M
FIRM MANAGING 550+ FACILITIES
287

DRINKING WATER

FACILITIES MANAGED
500+

BUSINESS AND

MUNICIPAL CLIENTS

10.7 Billion Gallons

OF RECYCLED WATER DELIVERED

TO CUSTOMERS ANNUALLY
~3,000

DEDICATED EMPLOYEES

ACROSS NORTH AMERICA

99.9%

COMPLIANCE WITH ALL REGULATORY

REQUIREMENTS AT OUR FACILITIES
279

WASTEWATER

FACILITIES MANAGED
1 Billion+

GALLONS PER DAY OF

TREATMENT CAPACITY
99+%

PARTNERSHIP RENEWAL RATE
32 STATES
SERVED
2,000

LIFT STATIONS

MANAGED

HISTORY OF INFRAMARK
Inframark is an American-owned-and-operated company based in Katy, Texas, and was incorporated in Texas on June 30, 1983, as Inframark Environmental Services, Inc. The corporation was restructured in June 2017 and renamed Inframark, LLC, on December 1, 2017. Inframark is the only national infrastructure services company dedicated exclusively to the O&M of wastewater and water systems management. Our unique 200+ person Automation & Intelligence division, specializing in water SCADA automation and control sets us apart in the industry.
9 Inframark employees
provide great customer
service and are an
asset to the community.

Cesar Roldan
Public Works Director
City of Huntington Park, CA
The Inframark team
is responsive, flexible,
and implement work in a professional
and positive manner to represent
West Basin in the field. Their team
works diligently to develop solutions to
challenging situations.

Frank Fuchs, Operations Supervisor
West Basin Municipal
Water District, CA

3. FIRM EXPERIENCE
10 WASTEWATER COLLECTION SYSTEM EXPERIENCE
Inframark is a trusted leader in the management of wastewater collection systems, overseeing nearly 160 systems and maintaining an expansive network spanning over 10,000 miles of collection and distribution lines, including over 2,000 pump stations. Equipped with fully staffed project crews and specialized rolling stock, including Vactor trucks, jet rodders, and excavation equipment, we ensure the efficient operation of these systems. Our commitment extends to providing annually updated capital improvement plans, identifying necessary repairs, and highlighting high-risk sections.

We have a track record of success in Mountain House, California, where we manage 55 miles of stormwater collection, 83 miles of collection and distribution systems, drain lines, and 3,214 catch basins. Additionally, in Forsyth County, Georgia, we oversee four MBR wastewater treatment plants, 50 pump stations, and associated collection and distribution systems.

In Bridgeport, Connecticut, our comprehensive sanitary sewer system O&M program outperforms key performance indicators, demonstrating our commitment to excellence.

WASTEWATER COMPLIANCE

MONITORING AND INSPECTION

SERVICES FOR THE CITY OF

CORNING, CALIFORNIA
Inframark brings extensive expertise to IPPs, exemplified by our successful engagement with the City of Corning,
California. Committed to upholding wastewater
treatment standards and safeguarding the City’s
treatment plant from harmful discharges, we conducted
a comprehensive program encompassing sample
spotting, sampling, delivery, analyses, inspections, and meticulous reporting.

Our tailored services cover Group I and Group II
samples, addressing specific parameters for diverse
clients, including prominent businesses. Furthermore,
our quarterly spot checks, proactive public awareness
initiatives, and educational outreach underscore
our dedication to maintaining a robust pretreatment
program. Inframark’s seamless integration of services
ensures compliance, protection, and the overall success of industrial pretreatment efforts for the City of Corning.

3. FIRM EXPERIENCE
11 INDUSTRIAL PRETREATMENT

PROGRAM EXPERIENCE
Inframark’s IPP experience is second to none, with over 239 years of combined experience nationwide. Our comprehensive understanding of your needs and deep permit experience—backed by our California projects in Burbank, Mountain House, and Corning—Rio Vista will have a partner well-versed in IPPs with California-specific expertise.

Additionally, our experience with industrial pretreatment goes beyond just the projects for which Inframark currently manages pretreatment. For example, David Moore, Inframark’s Industrial Pretreatment Program Chief Coordinator, worked with industrial pretreatment before the current (403) rules were promulgated.

For several Georgia municipalities currently managed by Inframark, including Augusta, Tifton, and Douglas, he set up the pretreatment program, the Enforcement Response Program, the draft Sewer Use Ordinance, the Industrial User permit, and permitting process.

Inframark’s deep institutional knowledge of IPPs will be an asset for supporting the City of Rio Vista’s development of a robust Pretreatment Program. Our depth of experience has taught us that the best approach to pretreatment is to partner with the industries by educating them to comply with the regulations that help protect the environment. We help the industries understand local Sewer Ordinance and permits requirements to meet the requirements of the Industrial User Permits that are managed by Inframark on behalf of the City. We offer continuous guidance on how to manage these pretreatment systems. While protecting the wastewater treatment plant, we perform inspections and sampling on a schedule that fits the type of permit the business was issued. Our goal is to work with the businesses to protect the treatment plant and in turn protect the environment.

As a community partner, we understand the importance of balancing strong community relationships with the high-profile business community while maintaining compliance with the City’s IPP. Inframark is an expert at achieving both simultaneously.

DAVID MOORE |
Technical Services Director/
Wastewater, also serves as our
Industrial Pretreatment
Program Chief Coordinator.

His deep industrial
pretreatment permit experience
will result in comprehensive
support for Rio Vista’s IPP.

COMMITMENT TO

EXCELLENCE THROUGH IPP
Within our industrial pretreatment
program, on a routine basis we
audit new and existing businesses
to identify changes in their waste
products that may require regulation.

3. FIRM EXPERIENCE
12 PROVEN SUCCESS AT

MOUNTAIN HOUSE, CALIFORNIA
Inframark has California-based stormwater
collection system experience at our Mountain
House Water and Wastewater Treatment Project.

At Inframark we manage 55 miles of stormwater
collections system and drain lines, as well as 3,214
catch basins. On a monthly basis, Inframark also
inspects the major stormwater line, which out falls
to the creek, and performs stormwater sampling
on the major outfalls after large rainstorm events
to ensure the Project remains in alignment with
the stormwater permit requirements.

STORMWATER EXPERIENCE
Inframark operates numerous facilities with Municipal Separate Storm Sewer System Permits (MS4), Stormwater Pollution
Prevention Plans (SWPPP), or Watershed Protection Programs (WPPs). Each program requires monitoring to quantify and control the discharge of pollutants into natural waterways.

Beyond the monitoring, the control of pollutants in stormwater is an essential component of our stormwater practices. One control mechanism for these pollutants is the development and routine evaluation of Best Management Practices (BMPs) for the watershed. For example, the BMPs for street sweeping may require all streets to be swept every three weeks. Monitoring of the MS4 might then indicate the accumulation of sand and trash in parts of the system. This evaluation, during relatively wet and dry periods may lead to a revision of the BMP to sweep portions of the system on a two week, or more frequent cycle. To inspect all the MS4 components they are cataloged using GPS coordinates and entered in the CMMS system for evaluation of the physical structure, performance, and accumulations in the system as well as monitoring. Non-stormwater outfalls are cataloged in the same way for inspection and monitoring.

MEMBRANE REACTOR

EXPERIENCE
Inframark has more than 40 years of experience operating and maintaining advanced treatment facilities, including more than 13 years with MBR facilities. Across our company, we operate, manage, and maintain 279 WWTPs and we have a deep bench of technical experts, fluent in all processes and technologies, who are available to our projects at no added cost.

During the Mountain House WWTP upgrade, the project
benefited from our team of MBR experts including Kevin
Hunt, our Membrane Optimization Manager, who has over
19 years of MBR experience. Additionally, one of our local Regional Managers, Brian MacDonald, most recently managed a 100 MGD submerged membrane filtration; one of the largest membrane filtration plants in the world.

KEVIN HUNT |
Serving as Inframark’s
Membrane Optimization
Manager, with 19 years of MBR
experience, Kevin supports our
Wastewater Treatment Project
in Forsyth County, which
includes 3 MBR facilities
including the 5 MGD Fowler
Wastewater Treatment Plant.

At the Forsyth County Wastewater Treatment Project,
Kevin has successfully started up MBR plants,
developed membrane inspection programs, trained
operators, and led a team responsible for monitoring
and maintaining MBR systems. His expertise
contributed to the Fowler WWTP winning the 2022
GAWP Plant of the Year award. Kevin also consults and
optimizes Inframark’s membrane plants nationwide,
including supporting the Howard H. Seymour Water
Reclamation Plant in Delaware, the Gila River MBR Plant in Arizona, and the local Mountain House MBR Plant
in Northern California. He specializes in membrane
inspections, troubleshooting, and has provided crucial
support for the Mountain House MBR start-up.

3. FIRM EXPERIENCE
13 With Inframark, Rio Vista will benefit from our significant depth of experience and the resources that we bring as the largest American-owned O&M firm responsible for over 550 treatment facilities. Through this depth of experience, we have cultivated an approach to partnership that is built upon collaboration and communication. This style has created a steadfastness in our partnerships across the nation, as outlined below:
 Operational Excellence in O&M Management | Drawing from over 40 years of experience and overseeing 550+ water and wastewater facilities across the USA, we ensure efficient operations and compliance despite numerous maintenance challenges by customizing our O&M procedures specifically for each project.  Reduced Risk Through Regulatory Compliance Assurance | Inframark has maintained a stellar track record, managing 550+ facilities under U.S. EPA and state regulatory agencies, achieving a remarkable 99.9% compliance rate targeting critical aspects of each system and assigning the necessary resources to mitigate each risk item.  Dedicated Technical Staff and Maintenance Reliability | Our dedicated team of experts are devoted to preserving assets and ensuring system reliability. Our support teams work with each on site project team to enhance operational efficiency and bolster system resilience.

RELEVANT EXPERIENCE AND REFERENCES
Demonstrated Successful Experience
Across our company, Inframark maintains over 400 partnerships and currently operates, manages, and maintains 279 wastewater facilities and 287 water facilities. Inframark has over 80 employees in California, with 26 employees located within a two-hour drive of Rio Vista. The map below shows a small sampling of our facilities across the U.S.

3. FIRM EXPERIENCE

RELEVANT PROJECTS AND CLIENT REFERENCES
To demonstrate Inframark’s depth of relevant experience and diversity of both wastewater and water experience, we have highlighted five relevant and local projects on the following pages. These projects illustrate our expertise providing full-service contracts operating, managing, and maintaining complex treatment facilities and highilght each project’s relevance to the City. We include:

1. Mountain House, California

2. Burbank, California

3. Corning, California

4. Willows, California

5. Camarillo, California
For each of these five projects, we provide full service O&M, providing all labor and management and guaranteeing performance including regulatory compliance.

At Inframark, We Build Partnerships That Last
With a proven track record of client satisfaction and a company-wide client retention rate of 99+%, we’re committed to building relationships with our partners that are built on honest and open communication that continuously expands to meet their needs.

EXCELLENT SERVICE RESULTS IN

LONG-TERM PARTNERSHIPS

A KEY INDICATOR OF

THE QUALITY OF SERVICE

AND VALUE THAT INFRAMARK

PROVIDES IS THE LONG-TERM

TENURE OF OUR CLIENT

PARTNERSHIPS
40 35
30 25
20 15
10 5
0 YEARS
30-40+
Years
10 Projects
20-29
Years
24 Projects
10-19
Years
158
Projects
Fewer than
10 Years
254
Projects
14 15

SIZES AND TYPES OF FACILITIES OPERATED AND MAINTAINED
• 5.4 MGD MBR Wastewater Treatment Plant • 15 MGD Conventional Surface Water Treatment Plant • Collection & Distribution System (83 miles) • Stormwater Collections System (55 miles) • 3 Pump Stations • Meter Reading • Drain Lines • 3,214 Catch Basins • Sludge Management • Billing • Customer Service • Industrial Wastewater Pretreatment Program

DESCRIPTION OF SERVICES PROVIDED BY INFRAMARK
Inframark has successfully operated the Mountain House wastewater treatment, water treatment, and collection and distribution system for over two decades including the customer service and billing functions. During this time, the community has grown nearly 800% in population. Both the wastewater treatment plant and water treatment plant have undergone substantial upgrades during our partnership. The Wastewater Treatment Plant has undergone three phases of plant construction and upgrades, and was completed in mid-2024. Originally a 1 MGD pond plant, the wastewater treatment plant was then upgraded to a 3 MGD SBR plant and with the final phase of construction will be a 5.4 MGD MBR plant. The water treatment plant, completed in 2007, has since undergone a two-phase upgrade.

TERM OF CONTRACT:

June 2002 – June 2034
ANNUAL COST: $2,640,000
STAFF: 9
REFERENCE CONTACT:

Karen Morgan, Public Works Manager
251 E. Main St., Mountain House, CA 95391
209.831.5648, [email protected]

RELEVANCE TO CITY OF RIO VISTA
 Provided startup, commission, and ongoing operation and maintenance for a 5.4 MGD MBR water reclamation facility.  In 2006, the Mountain House Water Reclamation Facility was recognized by Global Water Intelligence as a Wastewater Project of the Year.  Managed the operation of facilities through several expansion projects, providing expertise and guidance through the complex process of design, construction, and startup.
 Maintained consistent communications with design engineers, constructors, the Community Services District and other stakeholders to ensure a successful outcome and partnership.
 Inframark ensures the Project remains in alignment with the stormwater permit requirements by managing 55 miles of stormwater collections system, drain lines, and 3,214 catch basins. We also perform stormwater sampling on the major outfalls after large rainstorms and, on a monthly basis, inspect the major stormwater line.

SIGNIFICANT ACCOMPLISHMENTS
 Proven track record submitting annual budgets on time and keeping within the budgetary parameters that are established by the Community Services District each year.  As the District's water and wastewater O&M partner for the past 20+ years, our expertise ensures the District peace of mind and the ability to focus on other aspects of running a successful Community Services District knowing their water and wastewater system is being handled with precision and care.
 Inframark handles the District's Customer Service Program and ensures water and wastewater users are properly communicated with and supported.  Our On-Site Project Team managed the operation of the facilities through several sizable expansion projects, providing expertise and guidance to ensure a successful outcome.  Managed a top-to-bottom water storage tank rehabilitation project, completing the project both on time and within the estimated budget.

PROJECT PROFILE #1

MOUNTAIN HOUSE, CA
16 SIZES AND TYPES OF FACILITIES OPERATED AND MAINTAINED • 12.5 MGD Water Reclamation Plant (Average Flow 7 MGD) • Biological Nutrient Removal and Tertiary Treatment (Non-Potable Reuse) • Industrial Wastewater Pretreatment Program (850 Permitted Sites) • Illicit Stormwater Program • Beachwood Pump Stations (4 MGD) • Over 2 Miles of 24-Inch HDEP Force Main • ELAP Certified Laboratory and Regulatory Reporting (NPDES and Title 22 Permits) • Capital Improvement Program ($1 Million/Year)

DESCRIPTION OF SERVICES PROVIDED BY INFRAMARK
Burbank, located just north of Los Angeles with a population of 107,000, is known as the “Media Capital of the World,” home to major studios like Warner Brothers, Disney, and Cartoon Network. Inframark began its partnership with the City on July 1, 2024, quickly transitioning 21 of the 23 staff from the previous operator and addressing critical equipment issues to ensure compliant operations. We conducted a thorough condition assessment and provided the City with prioritized capital improvement recommendations. Our services cover the operation and maintenance of the

12.5 MGD water reclamation plant, which supplies recycled water to Burbank Water & Power for over 100 industrial/irrigation users and the Magnolia Power Plant’s cooling towers. We also manage the Beachwood Pump Station and its 2-mile force main, which supplies half of the plant’s influent.

Additionally, Inframark oversees the onsite ELAP-certified lab, handles regulatory reporting, and manages the City’s IPP/ISP.

TERM OF CONTRACT:

August 2024 – August 2034
ANNUAL COST: $4,800,000
(+ approx. $1-$2M/yr. in CIP)
STAFF: 25
REFERENCE CONTACT:

Steve Walker, Assistant Public Works Director (Wastewater) 1150 N 3rd St, Burbank, CA 91502
818.238.3804, [email protected]
PROJECT PROFILE #2

BURBANK, CA

RELEVANCE TO CITY OF RIO VISTA
 Transitioned July 1, 2024 from your current operator.  Robust Industrial Pretreatment and Source Control Program (IPP/ISP) and experienced staff to inform Rio Vista’s implementation of IPP.  Experience with complicated permitting and ELAP certified lab to support improvement of Rio Vista’s compliance program.  Experienced with Title 22 reuse permitting to assist City in developing their recycled water program.

SIGNIFICANT ACCOMPLISHMENTS
 After assuming operations, immediately addressed several significant critical plant equipment failures including but not limited to:
» Repairing 2 aeration system blowers that were out of service for nearly a year and reducing risk of failure of the one operating blower
» Provided temporary sodium hypochlorite tank due to one permanent tank that was out of service and the second one that was leaking. Installed new chemical pump skid to replace failing system and began capital project to replace permanent tanks » Dispatched Inframark’s Major Maintenance Team to support onsite staff to address numerous deferred maintenance issues throughout the plant over two week period. » Dispatched Inframark’s Automation & Intelligence SCADA techs to address legacy programing issues with EQ Basin and SBS pump controls.
 Inframark performed a complete condition assessment of all equipment that will be utilized to recommend the next fiscal year priority repair and capital projects.  Performed SCADA assessment to provide plan for plantwide SCADA upgrade project that will be implemented over several years due to City budget limitations. 17 SIZES AND TYPES OF FACILITIES OPERATED AND MAINTAINED • 1.4 MGD Wastewater Treatment Plant • Collection System (22 miles) • Industrial Pretreatment Program • Satellite Pond Facility

DESCRIPTION OF SERVICES PROVIDED BY INFRAMARK
Our partnership with the City of Corning began in 2013 when we assumed operations, management, and maintenance of the City’s 1.4 MGD Wastewater Treatment Plant and Collection System. Prior to our partnership, the City struggled with high levels of chlorine and ammonia in the treated effluent. In partnership with the City, we developed a plan to monitor the system for ammonia and chlorine, worked with the State to modify the plant’s permit, and implemented several programs to keep the City’s wastewater collection and treatment systems running efficiently and in full regulatory compliance.

Our Wastewater Treatment Project and On-Site Project Team in Corning have earned numerous awards from the Northern Sacramento Valley Section of the California Water Environment Association (CWEA) including Plant of the Year, Collection System of the Year, Laboratory Technician of the Year, Supervisor of the Year and Operator of the Year. The facility was also recognized by the National Council for PublicPrivate Partnership (NCPPP) as the Project Award Winner for wastewater operations, maintenance, and management program.

TERM OF CONTRACT:

June 1, 2013 – December 31, 2027
ANNUAL COST: $956,098
STAFF: 4
REFERENCE CONTACT:

Brant Mesker- City Manager
794 3rd St, Corning, CA, 96021,
530.824.7033, [email protected]

RELEVANCE TO CITY OF RIO VISTA
 Award-winning California-based Wastewater Treatment Project.  Providing project support within two-hour call window.  10+ years of California-based wastewater treatment, collection system, and industrial pretreatment expertise.

SIGNIFICANT ACCOMPLISHMENTS
 6+ years without a compliance violation.
 Implemented a CMMS program for preventive maintenance that dramatically increased the service life of clarifier rotors and other critical plant components, reducing the City’s need for major capital improvements.  Handled in-house the majority of maintenance projects and equipment repairs, including repairs of the concrete secondary clarifiers, the helisieve, and the aerator blade, resulting in drastically reduced costs to the City and preserving asset life.
 Partnered with the City through several capital repair projects including the Headworks Bypass Project, providing support through capital planning, and providing innovative operational solutions to reduce project costs.

PROJECT PROFILE #3

CORNING, CA
18 SIZES AND TYPES OF FACILITIES OPERATED AND MAINTAINED • 1.20 MGD Wastewater Treatment Plant • Influent pump station with traveling bar screen • Ability to send high flow or off spec water to emergency storage and then bring back into the plant for treatment

DESCRIPTION OF SERVICES PROVIDED BY INFRAMARK
Our partnership with Willows began in 2013, as we assumed operations, maintenance, and management of the City’s upgraded Grade IV treatment facility which had been designed to resolve the facility’s high levels of ammonia and struggles to meet the NPDES ammonia limits. Specifically, Inframark is responsible for daily operations of the treatment plant, ensuring laboratory testing and analysis is performed, biosolids management and maintenance of all the City-owned equipment. Inframark also is responsible to the City to ensure the treatment facility is operated and in compliance with the State of California NPDES requirements.

The City of Willows is located between the Cascade Range and the Sierra Nevada Range in the Northern Sacramento Valley. Surrounded by rice fields and highlighted as the county seat, the City serves as an agricultural and political hub for Glenn County. This tertiary, conventional activated sludge facility has the capacity to treat a peak flow of 2 MGD for a community of approximately 6,200 residents.

The facility recycles the effluent for irrigation of local farms.

TERM OF CONTRACT:

June 1, 2013 – November 1, 2030
ANNUAL COST: $608,467
STAFF: 3
REFERENCE CONTACT:

John Wanger, City Engineer
201 N. Lassen, Willows, CA 95988
[email protected], 530.934.7041

RELEVANCE TO CITY OF RIO VISTA
 Water reuse through ground water recharge and farm irrigation  Maintains excellent compliance utilizing similar treatment processes:
» Conventional activated sludge with nitrification/denitrification » Tertiary Treatment Facility using sand filtration after clarification » Back-up power generator operation and maintenance.
 Providing project support within 2-hour call window

SIGNIFICANT ACCOMPLISHMENTS
 Produced substantial savings for the City and an improved condition of assets by implementing our predictive and preventive maintenance practices and self-performing the majority of repairs and maintenance work  Optimized electricity and chemical efficiency by implementing instrumentation for the facility to control dissolved oxygen and chlorine and dichlorination chemical feeds
 Scope expanded to include lift station O&M
PROJECT PROFILE #4

WILLOWS, CA
19 SIZES AND TYPES OF FACILITIES OPERATED AND MAINTAINED • 4.5 MGD Groundwater Desalter Advanced Water Treatment Plant • Two Wells • Startup & Commissioning

DESCRIPTION OF SERVICES PROVIDED BY INFRAMARK
Inframark partnered with the City of Camarillo in 2021 to provide O&M for The North Pleasant Valley Desalter, a design-build-operate advanced ground water treatment facility that uses greensand filtration and reverse osmosis membrane. The membrane plant creates a new water source for the community by reclaiming an unused resource and doubling the Camarillo’s local potable water supply thus improving drought resiliency.

Throughout the design and construction process Inframark was in consistent communication with the city staff, the designer Brown and Caldwell and the contractor W.S. Lyles to ensure a streamlined startup and commission. Inframark played a critical role in the success of the project, providing feedback on any operational issues, and contributing our extensive Advanced Water Treatment Plants knowledge and experience. Working closely with W.S. Lyles Startup Manager, we conducted the plant’s testing protocols, attended weekly Startup and Commissioning meetings, and created a Maintenance Management Plan, an Operations Manual and additional documentation to facilitate a smooth startup. Inframark staffed the project from zero. This included both staffing and facilitating the training of eight O&M employees including two Treatment Grade IV Operators.

TERM OF CONTRACT:

September 1, 2021 – September 1, 2026
ANNUAL COST: $2,200,000
STAFF: 8
REFERENCE CONTACT:

Eric Maple PE, Water Resources Manager
601 Carmen Drive, Camarillo, CA 93010
805.383.5673, [email protected]

RELEVANCE TO CITY OF RIO VISTA
 Expertise operating, managing and maintaining advanced water treatment facility that provides resilient water supply to the community.  Implemented asset management program and CMMS to preserve City assets and minimize lifecycle costs.  Self performing SCADA security improvements to address cybersecurity concens.  In-house technical experts trained the On-Site Project Team on the advanced technologies.  Inframark was involved in the successful construction, startup, and commissioning of the brand new Groundwater Desalter Facility.

SIGNIFICANT ACCOMPLISHMENTS
 Inframark played a critical role in the success of the project by contributing our extensive knowledge and experience in the startup and commissioning of Advanced Water Treatment Plants.
 Created a Maintenance Management Plan, an Operations Manual and additional documentation to facilitate a smooth startup.  Maintain an excellent 99.9% compliance rating with all U.S. EPA and state regulations.
 On-Site Project Team worked with Inframark’s technical compliance resources to develop the site-specific Environmental Compliance Program.  Developed a site-specific Health and Safety Program, the success of which is reflected in our excellent safety performance: zero lost time incidents and zero recordable incidents since our partnership began.

PROJECT PROFILE #5

CAMARILLO, CA

3. FIRM EXPERIENCE
20 ALL CURRENT WASTEWATER AND WATER PROJECTS
On the following pages, please find a list of our full-service O&M contracts within our O&M Division. Our depth of experience, and the diversity of our projects and their processes, demonstrates our proven success operating and maintaining facilities similar to the City’s in size, process, and complexity. Please note that employee counts (EC), annual contract amounts, and contract durations reflect the entire contract length.

STATE CLIENT REFERENCE CLIENT FACILITY NAME AND

TYPE (WTP/WWTP)
FLOW
(MGD)

TREATMENT /
SOURCE
ANNUAL

CONTRACT
AMOUNT

EC DURATION OF

CONTRACT
CA Eric Maple PE, Water Resources Manager
City of Camarillo
601 Carmen Drive, Camarillo, CA 93010
[email protected]
805-383-5673
Camarillo, CA Desalter WTP 4.5 Ground Water $2,200,000 8 9/1/2021- 9/1/2026
CA Brant Mesker, City Manager
B4794 3rd St.

Corning, CA. 96021
[email protected]
530-824-7033
Corning, CA Corning WWTP 1.4 Extended Air $500,000 4 6/1/2013 - 1/1/2028
CA Steve Forster,
Interim Director of Public Works
City of Huntington Beach
655 Miles Ave., Huntington Park, CA 90255
323-582-6161, [email protected]
Huntington Park,
CA
Huntington Park WS 3.5 Ground Water
Purchased Water
$1,400,000 7 6/1990-5/2025
CA Karen Morgan, Public Works Manager
251 E. Main St.

Mountain House, CA 95391
[email protected]
209-831-5648
Mountain House,
CA
Mountain House WTP
Mountain House WWTP

12.5 5.4
Surface Water
MBR
$2,640,000 11 6/1/2013 -
12/31/2024
CA Bryant Hill, Public Works Director
City of Perris
1015 S. G Street, Perris, CA 92570
[email protected]
951-657-3280
Perris, CA North WTP
South Water System

2.275

5.5 Ground Water
Purchased Water
$400,000 6 6/2010-
9/30/2023
CA Greg Stephens, Director
1148 Richvale Highway,
Richvale, CA 95974
[email protected]
530-570-4884
Richvale
Sanitary Dist, CA
Richvale WWTP 0.03 Lagoon $30,000 1 6/1/2013 -
5/31/2024
CA Joe Bettencourt, Community Development &
Services Director
201 N. Lassen, Willows, CA 95988
[email protected]
530-934-7041
Willows, CA Willows WWTP 1.2 Extended Air $500,000 2 6/1/2013 - 11/1/2030
AL Gary Fuller, Mayor
City of Opelika
700 Fox Trail
Opelika, AL 36801
[email protected]
334-705-5150
Opelika, AL Westside WWTP
Eastside WWTP
4 5
Ox Ditch
Ox Ditch
$6,800,000 65 11/1/2005 -
11/1/2040

3. FIRM EXPERIENCE
21 STATE CLIENT REFERENCE CLIENT FACILITY NAME AND

TYPE (WTP/WWTP)
FLOW
(MGD)

TREATMENT /
SOURCE
ANNUAL

CONTRACT
AMOUNT

EC DURATION OF

CONTRACT
AZ Mark Frank, Enviornmental Manager
Ft. McDowell Yavapai
Nation Enviornmental Department
POB 18730,
Fountain Hills, AZ 85269
[email protected]
480-789-7740
Fort McDowell
Yavapai Nation,
AZ
Ft. McDowell WTP
Ft. McDowell WWTP

1.5 0.325
Ground Water
SBR
$700,000 5 4/1/2003 -
12/31/2024
AZ Sam Giles, Wastewater Superintendent
P4760 S. Greenfield Road, Bldg. A,
Gilbert, AZ 95297
[email protected]
480-679-0612
Gilbert, AZ Neely WRF 11 Ox Ditch $1,800,000 12 8/14/2020 - 6/30/2025
CT Lauren McBennett Mappa,
General Manager WPCA
695 Seaview Ave., Bridgeport, CT 06607
[email protected]
203-332-5605
Bridgeport, CT West Side WWTP
East Side WWTP
30 10
Conventional
Conventional
$22,900,000 94 7/1/2007 -
12/31/2033
DE Austin Calaman, General Manager
107 Franklin Ave.

Lewes, DE, 19958
[email protected]
302-645-6228
Lewes BPW, DE HH Seymour WRP 1.5 Ox Ditch $600,000 6 10/19/2020 - 10/31/2027
FL Pam Durrance, City Manager
104 Main Street
Bowling Green, FL 33834
[email protected]
863-375-2255
Bowling Green,
FL
Bowling Green WTP
Bowling Green WWTP

0.2 0.32
Ground Water
Oxidation Ditch
$600,000 4 9/1/2020 -
8/31/2025
FL David Edwards, County Administrator
Wakulla County
2146 Lawhon Mill Road
Crawfordville, Florida 32327
[email protected]
850-926-0919
Wakulla Co, FL Otter Ck WWTF 1.5 Mod SBR $1,100,000 15 1/1/2007 - 1/1/2027
GA Allen Saxon, Assistant Utilities Director
425 Walker Street, Suite 200
Augusta, GA 30901
[email protected]
706-312-4154
Augusta, GA JB Messerly WPCP
Spirit Ck. WPCP

46.1 2.24
MLE
Lagoon
$7,200,000 27 1/1/2010 -
1/1/2030
GA Tim Turner, City Manager
City of Barnesville
706 Gordon Road
Barnesville, Georgia 30204
[email protected]
770-358-0181
Barnesville, GA Barnesville WTP
JA King WWTP
6 2.4
Surface Water
Oxidation Ditch
$1,000,000 7 10/9/2012 -
10/9/2032
GA Keith Dickerson, City Manager
City of Clarkesville
123 North Laurel Drive
Clarkesville, Georgia 30523
[email protected]
706-754-4216
Clarkesville, GA Clarkesville WTP
Clarkesville WPCP

1.5 0.75
Surface Water
Conventional
$1,600,000 15 9/1/2018 -
9/1/2028

3. FIRM EXPERIENCE
22 STATE CLIENT REFERENCE CLIENT FACILITY NAME AND

TYPE (WTP/WWTP)
FLOW
(MGD)

TREATMENT /
SOURCE
ANNUAL

CONTRACT
AMOUNT

EC DURATION OF

CONTRACT
GA James Wascher, City Manager
City of Commerce
27 Sycamore St., Commerce, GA, 30529
[email protected]
706-335-3292
Commerce, GA Commerce WTP 4.5 Surface Water $700,000 8 1/1/2014- 1/1/2029
GA Mike Hudson, Utilities Director
City of Douglas
100 Public Works Drive
Douglas, GA 31533
[email protected]
912-389-3447
Douglas GA Douglas WS
Southeast WPCP
6 6
Ground Water
Oxidation Ditch
$5,400,000 36 11/1/2014 -
7/1/2035
GA John Reid, City of Eatonton Mayor &
Chairman of the EPWSA Board
Eatonton-Putnam
Water & Sewer Authority
661 Godfrey Road
Eatonton, Georgia 31024
[email protected]
706-485-9240

EPWSA, GA EPWSA WS
Eastside WPCP
Westside WPCP

0.55 0.55
Purchased Water
Conventional
Conventional
$2,000,000 19 3/1/2020 -
3/1/2040
GA Scott Adams, Utility Director
110 East Main Street, Suite 150,
Cumming, Georgia 30040
[email protected]
770-886-2801
Forsyth Co, GA Antioch WTP
Chattahoochee Point WS
Dick Creek WRF
Manor WRF
James Creek WRF
Fowler WWTP
Shakerag WRF
28 0.5

0.76 0.625

2.55 5

1.25 Surface Water
Ground Water
SBR
MBR
MBR
MBR
MBR
$10,000,000 49 1/1/2010 -
1/1/2026
GA Sara Myers, City Manager
56 Broad Street
P.O. Box 120
Hawkinsville, GA 31036
[email protected]
478-892-3240
Hawkinsville, GA North WTP
South WTP
South WPCP
North WPCP

0.925

0.925

1.3 1
Ground Water
Ground Water
Conventional
SBR
$1,000,000 9 11/1/2022 -
6/30/2032
GA Kenneth Howard, City Manager
115 East Martin Luther King Jr. Dr.,
Hinesville, GA 31313
[email protected]
912-876-3564
Hinesville, GA Hinesville WS
JV Road WRF
Ft. Stewart WPCP
4 2

7.15 Ground Water
SBR
SBR
$8,000,000 104 11/1/2016 -
1/1/2027
GA Eythan Franklin, Plant Manager
176 Diana Way
Commerce, GA 30529
[email protected]
Kerry Foods, GA Kerry Foods IPP 0.172 SBR $900,000 2 10/1/2022 - 9/30/2032
GA William M. (Bill) McIntosh, Mayor
City of Moultrie
2701 1st Avenue, S.E.

Moultrie, GA 31776
[email protected]
229-985-5881
Moultrie, GA Moultrie WS
Spence Field WS
Moultrie WPCP
Spence Field WPCP

5.4 0.2
4 .2
Ground Water
Ground Water
Oxidation Ditch
Lagoon
$2,000,000 17 6/1/2015 -
6/1/2035
GA Lee Gilmour, City Manager
City of Perry
100 Frank Satterfield Rd., Perry, GA 31069
[email protected]
478-988-2733
Perry, GA WTP #2
WTP #3
Satterfield WPDP
2 4.15
3 Ground Water
Ground Water
Conventional
$4,500,000 34 7/11/2006 -
7/5/2026

3. FIRM EXPERIENCE
23 STATE CLIENT REFERENCE CLIENT FACILITY NAME AND

TYPE (WTP/WWTP)
FLOW
(MGD)

TREATMENT /
SOURCE
ANNUAL

CONTRACT
AMOUNT

EC DURATION OF

CONTRACT
GA Dr. Nancy Dennard, City Manager
100 W. Screven Street
Quitman, GA 31643
[email protected]
229-263-4166
Quitman, GA Quitman WS
Quitman WPCP

1.5 1.3
Ground Water
Lagoon
$2,300,000 21 2/1/2023 -
2/1/2043
GA Oz Nesbitt, County Chairman
Rockdale County
2440 Tatum Road
Conyers, GA 30013
[email protected]
770-278-7001
Rockdale Co, GA Quigg Branch WPCP
Almand Branch WPCP
Honey Creek WPCP
Scott Creek WPCP
Snapping Shoals WPCP
7 1.25

0.3 0.22
2 Ox Ditch
Ox Ditch
Conventional
Conventional
SBR
$11,200,000 62 8/1/2011 -
8/1/2031
GA Bobby Brown, Chairman
Sinclair Water Authority Board of Directors
126 Cay Dr., Milledgeville, GA
[email protected]
706-485-8993
Sinclair WA Sinclair WTP 9.5 Surface Water $1,200,000 8 12/28/2021- 12/31-2026
GA Russell Thompson, City Manager
City of Thomaston
309 Veterans Drive
Thomaston, GA 30286
[email protected]
706-647-4242
Thomaston, GA Thomaston WTP
Town Branch WPCP
Bell Creek WPCP
6 2
2 Surface Water
Oxidation Ditch
Trickling Filter
$2,900,000 24 1/1/2017 -
1/1/2037
GA Emily Beeman, City Manager
City of Tifton
130 East 1st Street
Tifton, Georgia 31794
[email protected]
229-391-3937
Tifton, GA Tifton WS
New River WPCP
11 8
Ground Water
Oxidation Ditch
$6,800,000 62 11/1/2012 -
11/1/2032
GA Bill Bedingfield, Interim City Manager
City of Vidalia
111 Brinson Road
Vidalia, Georgia 30474
[email protected]
912-537-8718
Vidalia, GA Vidalia WS
South LAS
Wift CK WPCP
5 1.8

1.88 Ground Water
Conventional
Lagoon
$2,300,000 33 6/1/2004 -
6/1/2025
GA Montie Walters, Utility Director
City of Warner Robins
700 Watson Boulevard
Warner Robins, GA 31095
[email protected]
478-929-1905
Warner Robins,
GA
Warner Robins WS
Ocmulgee River WPCP
Sandy Run WPCP

14.5 3
12 Ground Water
Trickling Filter
MLE
$6,000,000 40 7/1/2008 -
7/1/2028
GA Michael-Angelo James, Mayor
City of Waycross
512 Alice Street
Waycross, Georgia 31501
[email protected]
912-287-2900
Waycross, GA Industrial WTP
Alice St WTP
Waycross WPCP

3.4 3.16

6.7 Ground Water
Ground Water
Oxidation Ditch
$2,600,000 20 4/1/2004 -
4/1/2024
GA Jimmy Terrell, Mayor
City of Winder
702 Creekside Drive
Winder, Georgia 30680
[email protected]
770-867-3106
Winder, GA Highway 53 WTP
Cedar Creek WPCP
Marburb WPCP

6.7 4

1.5 Surface Water
Oxidation Ditch
Modified SBR
$5,400,000 23 8/1/2012 -
1/1/2032

3. FIRM EXPERIENCE
24 STATE CLIENT REFERENCE CLIENT FACILITY NAME AND

TYPE (WTP/WWTP)
FLOW
(MGD)

TREATMENT /
SOURCE
ANNUAL

CONTRACT
AMOUNT

EC DURATION OF

CONTRACT
IL Jeffrey Conte, Public Works Director
730 Maine St.

Quincy, Illinois, 62301
[email protected]
217-228-7732
Quincy, IL Quincy WWTP 34 Conventional $700,000 6 6/1/2012 - 4/26/2025
IN Dan Thystrup, Council President
144 S. Main
North Webster, IN
46555 [email protected]
260-312-4471
North Webster,
IN
North Webster WWTP 0.5 Extended Air $600,000 5 7/1/2002 - 12/31/2024
LA Keith Hinkley, Parish President
333 F Edward Hebert,
Belle Chasse, LA 70037
[email protected]
504-934-6020
Plaquemeines
Parrish, LA
Dalcour WTP
Port Sulphur WTP
Point a la Hache WTP
Belle Chasse WTP
Boothville WTP
Belle Chasse WWTP
Boothville WWTP
Buras WWTP
Port Sulphur WWTP
1 3

0.5 7.5
1 6

0.5 2.5
1 Surface Water
Surface Water
Surface Water
Surface Water
Surface Water
Trickling Filter
Trickling Filter
Conventional
Trickling Filter
$5,600,000 74 1/1/1998 -
1/1/2028
LA Matthew Falati, Director of Public Works
8201 W Judge Perez Drive,
Chalmette, LA 70043
[email protected]
504-278-4314
St. Bernard
Parish
St. Bernard WTP 12 Surface Water $600,000 5 10/1/2020-
9/30/2023
MD Lewis George, Town Administrator
100 Railroad Avenue,
Elkton, MD 21921
410-398-0970
Elkton, MD Elkton WTP
Elkton WWTP
2 3.2
Surface Water
Oxidation Ditch
$2,000,000 18 7/1/1993 -
1/31/2028
MS Phillip Lilley, Public Works Director
300 Jefferson St
Clinton, MS 39060
601-924-2239
[email protected]
Clinton, MS Briars WWTP
Lovett WWTP
Northeast WWTP
Southside WWTP

0.63 0.272

0.3 3.5
Extended Air
Extended Air
Extended Air
Ox Ditch
$500,000 9 10/1/1994 -
10/1/2026
MS Reggie Shumaker,
Choctaw Public Works Director
228 Industrial Road
Choctaw, MS 39350
[email protected]
601-562-9495
Choctaw, MS Pearl River WTP
Tucker WTP
Boque Chitto WTP
Conehatta WTP
Bogue Chitto WWTP
Conehatta WWTP
Crystal Ridge WWTP
New Harmony WWTP
Pearl WWTP
Standing Pine WWTP
Tucker WWTP
2 0.25

0.5 0.5

0.125

0.125

0.035

0.125

1.5 0.05

0.05 Ground Water
Ground Water
Ground Water
Ground Water
Extended Air
Extended Air
Extended Air
Extended Air
Oxidation Ditch
Extended Air
Extended Air
$2,800,00 12 11/13/2023-
11/12/2026
MS Wayne Spell,
Executive Director & General Manager
365 Losher St, Ste 310
Hernando, MS 38632
[email protected]
662-298-2295
De Soto County

RUA, MS
Johnson Creek WWTP
Short Fork WWTP
Braybourne WWTP
Ross Road WWTP
2 4

0.5 3
Ox Ditch
Ox Ditch
SBR
Ox Ditch
$900,000 7 10/1/2012 -
10/1/2024

3. FIRM EXPERIENCE
25 STATE CLIENT REFERENCE CLIENT FACILITY NAME AND

TYPE (WTP/WWTP)
FLOW
(MGD)

TREATMENT /
SOURCE
ANNUAL

CONTRACT
AMOUNT

EC DURATION OF

CONTRACT
MS Kenneth Ramsey, Mayor
P.O. Box 549
Hazlehurst, MS 39083
601-894-3131
[email protected]
Hazlehurst, MS Shade Grove WTP
Lagoon WWTP

A/S WWTP

1.5 0.8

0.35 Ground Water
Lagoon
Conventional
$500,000 7 9/1/2021 -
9/1/2031
MS David Myers, City Administrator
122 E Michigan Ave
McComb, MS 39648
601-684-4000
[email protected]
McComb, MS McComb WWTF 5 Ox Ditch $800,000 5 11/1/2009 - 11/1/2026
MS Gerald Keeton, Mayor Gerald
97 West 1st. Avenue
Morton, MS 39117
601-732-6252
[email protected]
Morton, MS Morton WWTP 2.97 SBR $300,000 1 10/1/19 -
10/1/24
MS Isla Tullos, Mayor
110 Courtyard Square
P.O. Box 10
Raymond,MS 39154
601-857-8041
[email protected]
Raymond, MS A/S WWTP
Lagoon WWTP

0.15 0.6
Extended Air
Lagoon
$300,000 2 12/1/20 -
12/1/30
MS Johnny Timmons,
Director, Tupelo Water & Light
Tupelo City Hall
71 East Troy Street
Tupelo, MS 38804
[email protected]
662-841-6470
Tupelo, MS Tupelo 10.5 Ox Ditch $1,700,000 13 1/1/2005 - 1/1/2025
MS Dane Lovell, Water Supervisor
2111 Drummond St.

Vicksburg, MS 39180
[email protected]
601-415-5092
Vicksburg, MS Vicksburg WTP
Vicksburg WWTP
16 10
Ground Water
Trickling Filter
$1,500,000 17 7/5/2016 -
6/3/2026
MS Ronnie James, President
Walls Water Association
6200 Goodman Rd, Walls, MS 38680
[email protected]
901-606-7446
Walls Water
Association
Lake Forest WTP
New Nail Road WTP

0.77 0.5
Ground Water
Ground Water
$500,000 4 2/1/2023-
2/1/2028
NC Kamara Barnett, Town Administrator
[email protected]
336-694-5431
Yanceyville, NC Yanceyville WTP
Yanceyville WWTP
WTP Lagoon
1 0.45
Surface Water
SBR
Lagoon
$600,000 4 1/1/23 -
12/31/25
NY Richard Franzetti P.E., Town Engineer
60 Mcalpin Ave,
Mahopac, NY
[email protected]
914-843-4704
Carmel, NY WD #12
WD #2
WD #3
SD #2 WWTP
SD #4 WWTP
SD #5 WWTP
SD #6 WWTP
SD#7 WWTP

0.2 1.3

0.2 1.5

0.02 0.272

0.05 0.047
Ground Water
Surface Water
Ground Water
Conventional
SBR
Trickling Filter
Conventional
Extended Air
$1,600,00 14 4/1/1995 -
12/31/2027

3. FIRM EXPERIENCE
26 STATE CLIENT REFERENCE CLIENT FACILITY NAME AND

TYPE (WTP/WWTP)
FLOW
(MGD)

TREATMENT /
SOURCE
ANNUAL

CONTRACT
AMOUNT

EC DURATION OF

CONTRACT
NY Donald Stout, President DCS LLC
14 Saints Orchard Road,
Port Jefferson, NY 11777
[email protected]
831-258-4520
DCS
Infrastructure,
NY
Castle Point WTP
Castle Point WWTP

0.5 0.5
Surface Water
Conventional
$400,000 4 10/1/2018 -
3/30/2025
NY Timothy Jackson, Associate Project Manager
310 West Service Road,
Staten Island, NY 10312
[email protected]
718-356-2862
New York City
Dept of San, NY
Fresh Kills Leach TP 1.05 SBR $4,000,000 11 8/2/2004 -
8/1/2024
NY Jason Morris, City Engineer
City Hall, First Floor
83 Broadway
Newburgh, NY 12550
[email protected]
845-569-7448
Newburgh, NY Newburgh WWTP 9 Extended Air $1,400,000 8 8/1/2003 - 12/31/2024
NY Philip Altamura, Property Manager
546 5th Ave # 15B,
New York, NY 10036
[email protected]
212-944-0444
Prestige
Properties, NY
DSW Plaza WWTP 0.043 RBC $80,000 1 1/1/2011 -
12/31/2026
NY Karen McLaughlin, Administrator
345 Sheafe Road,
Wappingers Falls, NY, 12590
[email protected]
845-297-5750
Tri-Municipal
Sewer Comm,
NY
Tri-Muni WWTP 2.775 Conventional $600,000 6 10/1/1993 - 12/31/2024
OK Jonah Humes, Public Works Director
724 West Ramm Road
Claremore, Oklahoma, 74017
[email protected]
918-341-2066
Claremore, OK Claremore WTP
Claremore WWTP

6.4 3.5
Surface Water
Extended Air
$2,300,00 11 7/1/2010 -
7/1/2032
OK Gene McCullough, Public Works Director
415 Gary Blvd.

Clinton, OK 73601
[email protected]
580-445-2218
Clinton PWA, OK Clinton RO WTP
Clinton WWTP
5 3
Ground Water
Extended Air
$900,000 8 7/1/2010 -
6/25/2025
OK Chris Smith, Utilities Director
2404 Spur Ln.

El Reno, OK 73036
[email protected]
405-664-9588
El Reno MA, OK El Reno WTP
El Reno WWTP

6.8 2
Ground Water
SBR
$1,200,00 8 5/10/2022 -
5/10/2027
OK Mike Shannon, City Manager
424 N Main St.

Guymon, OK 73942
[email protected]
580-338-3396
Guymon UA, OK Guymon WWTP 3 SBR $100,000 4 6/1/2014 -
6/1/2026
OK Dave Andren, City Manager
PO Box 578 McAlester OK 74502
918-423-9300
McAlester, OK McAlester WTP 12 Surface Water $1,400,000 7 7/1/2014- 6/31/2024

3. FIRM EXPERIENCE
27 STATE CLIENT REFERENCE CLIENT FACILITY NAME AND

TYPE (WTP/WWTP)
FLOW
(MGD)

TREATMENT /
SOURCE
ANNUAL

CONTRACT
AMOUNT

EC DURATION OF

CONTRACT
OK Josh Morgan, Assistant Director
500 W. Main Street, Suite 100
Oklahoma City, OK 73102
[email protected]
405.297.1222
Oaklahoma City
UT, OK
Tinker Airforce Base WS
North Canadian WWTP
Chisolm Creek WWTP
South Canadian WWTP
Deer Creek WWTP
1 80
10 6
15 Ground Water
Conventional
SBR
Conventional
Conventional
$13,100,000 81 1/1/2017 -
1/1/2027
OK Shamia Jackson, City Manager
City of Spencer
PO Box 660
8200 NE 36th Street
Spencer, Oklahoma 73084
[email protected]
405-476-1709
Spencer, OK Spencer WWTP 0.3 Conventional $300,000 1 6/1/2013 - 5/1/2026
PA Randee Mazur, Township Manager
Bristol Township
2501 Bath Road
Bristol, PA, 19007
[email protected]
267-812-2914
Bristol
Township, PA
Bristol WWTP 2.3 Trickling Filt $2,000,000 7 1/1/2018 - 12/31/2027
PA Patricia Loder, Borough Manager
100 South Washington Street
Boyertown, PA 19512-1599
[email protected]
610-369-3031, ext 100
Boyertown, PA Boyertown WTP
Boyertown WWTP
WTP Lagoon
2 0.75

0.04 Surface Water
Conventional
Lagoon
$1,600,000 6 10/21/1994 -
9/30/2024
PA Herbert Mays, Executive Director
Downingtown Area Regional Authority
7 PO BOX 741
Downingtown, PA, 19335
[email protected]
610-269-4084
Downingtown
RA, PA
Downingtown WPCC 7.5 Conventional $3,300,000 13 12/15/1985 - 12/31/2028
PA Kelly Cook, Borough Manager
City of Ebensburg
300 West High Street
Ebensburg, PA 15931
[email protected]
814-472-8780
Ebensburg, PA Ebensburg WTP
Ebensburg WWTP

1.2 2
Surface Water
Extended Air
$900,000 6 6/1/2004 -
1/31/2024
PA Mr. Daniel Mundy, Senior Process Engineer
Freshpet
176 N. Commerce Way
Bethlehem, PA 18017
[email protected]
484-528-7054
908-323-8678
Freshpet, PA Freshpet WWTP 0.2 Conventional $500,000 4 8/14/2020 - 6/30/2024
PA Melissa Komar, Exec. Director,
Johnstown Redevelopment Authority
416 Main St., Suite 200,
Johnstown, PA 15901
[email protected]
814-535-06564, ext 3
Johnstown
RA, PA
Dornick Point WWTP 12 Pure OX $1,700,000 12 1/1/2014 -
1/1/2034

3. FIRM EXPERIENCE
28 STATE CLIENT REFERENCE CLIENT FACILITY NAME AND

TYPE (WTP/WWTP)
FLOW
(MGD)

TREATMENT /
SOURCE
ANNUAL

CONTRACT
AMOUNT

EC DURATION OF

CONTRACT
PA Jody Rebuck, Plant Manager
Lehigh Cement, LLC
537 Evansville Road Fleetwood, PA 19522
[email protected]
484-256-3184
Lehigh, PA Lehigh WTP 0.07 Ground Water $30,000 1 2/13/2019 - 2/12/2025
PA Rob McFadden,
Managing Director of Administration and
Operations
Borough of Lititz
7 South Broad Street
Lititz, PA, 17543
[email protected]
717-371-9878
Lititz, PA Lititz WTP
Lititz WWTP
4 3.85
Surface Water
Conventional
$2,800,000 11 6/1/1988 -
1/31/2026
PA James Lewis,
Executive Director of Operations
1837 University Circle,
Cheyney, PA 19319
[email protected]
610-399-2092
PA State Higher
Ed, PA
Cheyney U WWTP 0.25 SBR $150,000 1 5/1/2020 -
4/30/2024
PA Mark Hiester, Township Manager
97 North Penryn Road,
Manheim, PA, 17545
[email protected]
717-665-4508
Penn Township,
PA
NWLCA WWTP 0.65 SBR $800,000 4 6/30/2008 -
12/31/2024
PA Samantha Eller,
WBC Maintenance & Facility Manager
260 West Baltimore Pike
Wawa, PA 19063
[email protected]
215-378-4359
Wawa Dairies,
PA
Wawa WWTP 0.23 Conventional $500,000 1 9/1/2005 -
12/31/2024
PA Jenna Reigle, Township Manager
West Earl Township
157 W. Metzler Road
Brownstown, PA 17508-0787
[email protected]
717-859-3201
West Earl, PA West Earl WS
West Earl DS

0.14 Ground Water $100,000 1 5/1/2023-
5/1/2025
TN Will Witcher, Director of Utility Services
P.O. Box 1189
Bristol, TN 37621
[email protected]
423-989-5566
Bristol, TN Bristol WWTP 15 Conventional $2,300,000 15 7/1/2022 - 7/1/2025
TN Bruce Richardson, City Administrator
City of La Vergne
5093 Murfreesboro Rd., La Vergne, TN 37086
[email protected]
615-287-8634
La Vergne, TN La Vergne WTP 10 Surface Water $1,700,000 9 2/1/2007- 12/31/2027
TX John Benson, City Manager
400 N Washington St
Beeville, TX 78102
[email protected]
361-358-4641
Beeville, TX Morrill WTP
Chase Field WWTP
Moore Street WWTP
7 0.75
3 Surface Water
Extended Air
Lagoon
$3,000,000 13 12/1/2015 -
1/1/2027

3. FIRM EXPERIENCE
29 STATE CLIENT REFERENCE CLIENT FACILITY NAME AND

TYPE (WTP/WWTP)
FLOW
(MGD)

TREATMENT /
SOURCE
ANNUAL

CONTRACT
AMOUNT

EC DURATION OF

CONTRACT
TX Warren Escovey, City Adminstrator
300 Pecan St.

Blanco TX 78606
[email protected]
281-753-9197
Blanco, TX Blanco WTP
Blanco WWTP
1 0.225
Purchased Water
Conventional
$1,000,000 6 4/1/2022 -
4/1/2032
TX Adam Jack, Director of Public Works
303 N 8th Street
Orange, TX 77631
[email protected]
409-883-1900
Orange, TX Jackson St WWTP 7 Conventional $900,000 7 6/4/2018 - 6/30/2028
TX Frank Rios Jr, City Manager
115 E. Commercial Ave.

La Feria, TX
[email protected]
956-797-2261
La Feria, TX La Feria WTP
La Feria WWTP
3 2.5
Ground Water
Conventional
$600,000 5 8/1/2021 -
8/1/2026
TX Robin Green, Director of Public Works
1149 Ellsworth Dr.

Pasadena, TX 77506,
[email protected]
713-475-7836
Pasedena, TX Golden Acres WWTP
New Vince Bayou WWTP
10 14
Extended Air
Ox Ditch
$4,000,000 12 3/1/1994 -
3/1/2025
TX Clint Machicek, Utilities Manager
PO Box 497
102 Jones Street
Point Comfort, TX 77978
[email protected]
361-920-0165
Point Comfort,
TX
Point Comfort WTP
Point Comfort WWTP

1.08 0.2
Surface Water
Oxidation Ditch
$400,000 3 10/14/2019 -
8/1/2024
TX Tony Wilcoxson, Mayor
City of Rose City
370 S. Rose City Dr., Vidor, TX 77662
[email protected]
409-769-6809
Rose City, TX Rose City WTP 0.5 Surface Water $100,000 1 1/12/2023- 1/11/2-25
TX Andrian Farias, Mayor Pro-Tem
255 S. Kansas Ave.

Weslaco, Texas 78596
[email protected]
956-975-5753
Weslaco, TX Weslaco WTP
North WWTP
South WWTP

19.1 4.9

2.5 Surface Water
Oxidation Ditch
Oxidation Ditch
$2,500,000 18 10/1/2015 -
8/2/2024
VA Nick Morris, Town Manager
16 Court Place
Chatham, VA 24531
[email protected]
434-432-4817
Chatham, VA Chatham WTP
Chatham WWTP

1.32 0.685
Surface Water
Conventional
$1,100,000 11 7/1/2018 -
7/1/2030
VA Alan Johnson,
Director of Water and Wastewater
279 Park Avenue
Danville, VA 24541
[email protected]
434-799-6473
Danville, VA Northside WWTP 20 Conventional
Conventional
$2,000,000 16 1/1/2009 -
1/1/2029

4. STAFFING

4. STAFFING
30 A WELLROUNDED TEAM:

GREATER BENEFITS

FOR THE CITY
Every Inframark project is
supported by a vast network of
water and wastewater expertise
– at no charge to the City. This
expertise is centered around
technical, regulatory, training,
and safety acuities, as well as
back-office support services.

On average, we value this
commitment at over $70,000
per year in the first year and over
$40,00 each year thereafter.

Every project and each member of the project team is organized and focused around one thing – to achieve the highest level of customer satisfaction in the industry. We accomplish this goal by leveraging our most valuable asset – our people. Inframark’s OneTeam is united by our CLEAR Partnership Values and our Quest for Excellence. Both of these cultural cornerstones not only position Inframark as an employer of choice in the industry, but they also drive stability and consistency of operational approach, which enables Inframark to deliver unmatched service and unparalleled solutions.

PROJECT STAFFING AND MANAGEMENT PLAN
Inframark is committed to the City of Rio Vista with proposing Greg Wiltfong as the Project Manager/Chief Plant Operator. He is supported by regional and corporate resources as outlined in this section to ensure a smooth transition with Inframark fully prepared to implement our comprehensive work plan on Day One of assuming operational control on January 1, 2025.

Inframark proposes to transition as many of the qualified existing staff as possible recognizing that there are a number of key personnel with institutional knowledge and commitment to the City of Rio Vista’s wastewater operations that we would like to retain. We expect a very stable staff at Rio Vista, but we will support our Project Manager/Chief Plant Operator, Greg Wiltfong, with active recruiting support throughout the life of the contract to ensure we retain a highly qualified team throughout the duration of our partnership.

Staffing Plan
Inframark’s Northern California operations are well-positioned to ensure continuous staffing at the City of Rio Vista’s facilities, providing onsite staff and response 7 days a week and 365 days a year. In addition to the dedicated project team, we have a robust network of water and wastewater professionals across six nearby projects, allowing us to quickly provide backfill or temporary staff during vacations, resignations, or retirements. This proximity ensures that staff can respond promptly to call-backs and emergencies. Moreover, our entire Northern California team, at no additional cost to the City, is supported by technical, regulatory, training, and safety experts, as well as comprehensive back-office services, ensuring uninterrupted, high-quality service.

Management Team
Inframark’s management team is organized to provide comprehensive support to the City, combining local expertise with extensive regional and corporate resources. Greg Wiltfong, our proposed Project Manager/Chief Plant Operator, will lead the onsite operations and act as the Transition Manager, as we prepare for the startup date. He will oversee the smooth transition of systems, policies, and procedures and be supported by several workstream leads to manage administrative, labor, and facility operation transition work. The management team includes technical staff, regional experts, and subject matter specialists who will be onsite before the start date to ensure a seamless handover and continuous operational excellence.

Inframark’s commitment to the City is backed by significant resources, valued at over $70,000 in the first year, which include technical, regulatory, training, and safety support, all provided at no additional cost to the City.

4. STAFFING
31 GREG WILTFONG - PROJECT MANAGER/CHIEF PLANT OPERATOR AND TRANSITION MANAGER Greg Wiltfong, Project Manager/Chief Plant Operator and Transition Manager, holds a CA Grade V Wastewater certification. Greg lives in the Sacramento area and will be physically present on an ongoing basis at Rio Vista’s wastewater plant. Greg Wiltfong has 25+ years in utility operations and management and is skilled in process control, construction planning, and priority scheduling. He is skilled in supervising, coordinating personnel, maintaining records and report preparation. Greg has been an area manager overseeing wastewater plant operations, collections, maintenance for facilities that have won CWEA Plant and Collection Systems of the Year 10 years in a row and is also CWEA Supervisor of the Year in 2019. In addition, Greg is adept in a variety of wastewater technologies including MBR and UV disinfection for Title 22 reuse.

KEY PERSONNEL AND MANAGEMENT TEAM
The following page illustrates our organizational chart showing the corporate resources the City will have access to in addition to our proposed Project Manager/Chief Plant Operator, Greg Wiltfong, and key managerial team members. Additionally, our Project Manager, Greg Wiltfong, will also serve as the Transition Manager, ensuring a seamless shift to full operational responsibility. This dual role guarantees continuity and smooth integration as we assume responsibility for the City’s wastewater infrastructure, supported by a team of experienced experts.

Our Team is comprised of technical staff, regional staff, and subject matter experts who will be on-site well in advance of the start date to ensure a successful transition to Inframark operations. The Team will provide technical support and implement Inframark’s Standard Operating Procedures, as well as train and onboard transitioned and newly hired operators on the utilization of our processes and tools. Following the completion of the transitional activities, the Project Manager/Chief Plant Operator will have established the mechanisms and framework for the On-Site Team to continue to receive support from our technical experts on a consistent basis.

LIST OF WASTEWATER TREATMENT PLANTS WHERE

GREG WILTFONG HAS EFFECTIVELY MANAGED SIMILAR SERVICES
All of these facilities are located in California and regulated by the Regional Water Quality Control Board (RWQCB), demonstrating Greg’s extensive experience in maintaining operational excellence and regulatory compliance in the state. • City of Mountain House, O&M Project, CA
• City of Auburn, O&M Project, CA
• Edwards Air Force Base, O&M Project, CA
• City of Gilroy, O&M Project, CA
• City of Clovis, O&M Project, CA
• City of Red Bluff, O&M Project, CA
• City of Woodland-Davis, O&M Project, CA
• Crescent City, O&M Project, CA

4. STAFFING
32 Greg Wiltfong
Project Manager/
Chief Plant Operator &
Transition Manager

KEY PROJECT SUPPORT
Lauren Mancuso
Project Director
Assistant Project Manager/
Operations Supervisor
(Grade III or Above)
Administrative Assistant
Maintenance Lead
Maintenance Technician
O&M Technician (#3)

PROJECT

ORGANIZATION CHART
Andy Appleton
O&M President
David Schneider
Development Manager
Michelle Somers
Regional EH&S
Manager
Elias Ruiz
SCADA Technician
Bradley Davis
Regional Laboratory
Manager
John Londo
Geospatial & GIS
Matt Miller
Quality Assurance
Compliance
Andrew Mai
Quality Technical
Director
Kevin Hunt
MBR Manager
Linde Miscio
Marketing &
Communications
Chuck Musciano
Chief Information
Officer
Marnie Vaughan
Human Resources
Genevieve
Sparks
Regulatory
Compliance
Myra Zabec
Laboratory
Director
David Moore
Technical Support
& IPP
Tony Johnson
Community
Engagement
JD Turley
Asset Management
Brad Davis
Technical Support
O&M Technician (#1) O&M Technician (#2)

OUR COMPANY IS INTENTIONALLY

STRUCTURED, SO OUR PARTNERS

RECEIVE EXCEPTIONAL SUPPORT

FROM OUR COMPANY LEADERS
AND EXECUTIVES.

CUSTOMER SUPPORT

ADDITIONAL (NON-KEY) PROJECT AND CUSTOMER SUPPORT

4. STAFFING
33 KEY PERSONNEL BIOGRAPHIES
Our depth of technical resources will be critical to implementing operational efficiencies, navigating any complexities, and ensuring a successful and cohesive Onsite Project Team. Project Manager/Chief Plant Operator, Greg Wiltfong, will be supported by regional and corporate resources to ensure a smooth transition and continue to provide support during the term of the agreement. These resources are free to the City and will support continuous improvement in operations. Resumes for Greg Wiltfong and our key on-site personnel are provided within our Appendix. Key personnel who will be instrumental in leading our Rio Vista partnership include:

GREG WILTFONG - PROJECT MANAGER/CHIEF PLANT OPERATOR AND TRANSITION MANAGER Greg Wiltfong brings over 25 years of experience in utility operations and management to the City of Rio Vista’s wastewater operations. As a CA Grade V-certified Wastewater Operator, Greg has a proven track record of excellence in process control, construction planning, priority scheduling, and regulatory compliance. His leadership has been instrumental in overseeing award-winning wastewater facilities, with his team earning the CWEA Plant and Collection Systems of the Year for 10 consecutive years. In 2019, Greg was recognized as CWEA Supervisor of the Year.

Greg is also highly skilled in advanced wastewater technologies, including MBR systems and UV disinfection for Title 22 water reuse. As the Project Manager/Chief Plant Operator and Transition Manager for Rio Vista, Greg will provide hands-on leadership, ensuring a seamless transition while managing daily operations, compliance, and continuous process improvements. Based in the Sacramento area, he will be on-site to deliver the expertise and oversight needed to maintain high-performance standards.

LAUREN MANCUSO - PROJECT DIRECTOR
Lauren Mancuso serves as Inframark’s Regional Vice President of Operations, overseeing California projects. With over 20 years of leadership experience, Lauren is an expert in facilitating operations, compliance, and process optimization. Her leadership is supported by a strong local team and the backing of Inframark’s national resources.

In addition to our key personnel team, Inframark’s commitment to our Rio Vista Partnership will be reinforced and guided by our Corporate Leadership:

Andy and David will provide enterprise-level oversight to ensure that our regional management team has the full support of Inframark’s national network of subject matter expertise and resources to make this a successful partnership and achieve Rio Vista’s objectives. In addition to routine project support and serving as executive City interface, at least one of them will participate each year in our on-site Annual Innovation Roundtable, along with an annual customer service report-out, to drive both innovative thought and accountability. Rio Vista will be provided mobile numbers for both and they are available 24-7 to support the partnership.

ANDY APPLETON

PRESIDENT OF O&M

CA RESIDENT &

LOCAL LEADERSHIP

DAVID SCHNEIDER

DEVELOPMENT MANAGER

CA RESIDENT &

LOCAL LEADERSHIP

4. STAFFING
34 BRAD DAVIS - TECHNICAL SUPPORT
With over 29 years of experience in water and wastewater operations, Brad Davis brings a wealth of expertise to the City of Rio Vista’s Wastewater Operations and Management contract. Specializing in technical support, capital project expertise, environmental monitoring, and asset management, Brad has worked extensively throughout North America to improve service delivery, minimize risk, and ensure environmental compliance.

Brad’s role will be instrumental during the project transition, where he will collaborate with the on-site team to develop process control strategies, establish communication protocols with regulatory agencies, and provide critical training. His proven ability to enhance operations through cost-effective solutions and his deep understanding of municipal wastewater systems make him a key asset in ensuring Inframark’s high standards of compliance and performance for the City of Rio Vista.

BRADLEY DAVIS - REGIONAL LABORATORY MANAGER
Bradley Davis is an accomplished wastewater professional with 23 years of experience in laboratory management and wastewater treatment. As a CA Grade III wastewater treatment plant operator, he has successfully manages the ELAP-accredited laboratory at the City of Burbank Water Reclamation Facility. He provides outstanding laboratory services through robust quality assurance plans, comprehensive data integrity policies, and staff training programs that produce high-quality, legally defensible data essential for both process control and environmental compliance.

A proven leader and effective team builder, Bradley excels in laboratory operations, including managing annual operational and capital budgets up to $400,000. He has demonstrated excellence in action planning, lab safety, and compliance monitoring for NPDES and Recycled Water permits. His focus on optimizing lab operations through automation and the implementation of a Laboratory Information Management System (LIMS) enhances efficiency and data accuracy. Bradley holds a Bachelor’s in oceanography, specializing in chemical and physical oceanography, from Humboldt State University.

DR. ANDREW MAI - QUALITY TECHNICAL DIRECTOR
Dr. Mai brings extensive expertise in water quality, process optimization, and environmental compliance to the City of Rio Vista. With a strong leadership background, Andrew has successfully managed multidisciplinary teams and overseen capital improvement projects throughout his career. His experience includes leading engineering teams and advancing water quality initiatives at the Center for Environmental Services at Stevens Institute of Technology.

Andrew holds a PhD in Environmental Engineering and a Master’s in chemical engineering from Stevens Institute of Technology, along with a Bachelor’s in chemical engineering from UCLA. His technical acumen, combined with his experience in regulatory communications and process development, make him an ideal fit for ensuring Rio Vista’s wastewater operations are efficient, compliant, and innovative.

4. STAFFING
35 JD TURLEY - ASSET MANAGEMENT
JD has 40 years of maintenance experience and 20 years dedicated to optimizing asset management at wastewater treatment facilities. As Inframark’s Vice President of Asset Management and Reliability, JD leads the implementation of data-driven, contemporary asset management practices across the organization. His focus on maximizing equipment uptime through cutting-edge predictive maintenance technologies will be key to ensuring the long-term reliability and efficiency of Rio Vista’s facilities.

JD has demonstrated exceptional leadership in developing and overseeing maintenance programs, conducting initial condition assessments, and crafting detailed Repair and Replacement Plans. His comprehensive knowledge of preventive, predictive, and corrective maintenance has been critical to the success of numerous wastewater facilities. His experience in supervising personnel, establishing robust maintenance schedules, and tracking asset performance will provide Rio Vista with a proactive and reliable approach to asset management, ensuring operational excellence and cost efficiency.

MYRA ZABEC - LABORATORY DIRECTOR
Myra Zabec brings over 38 years of experience as a Laboratory Director, managing environmental chemistry and microbiology laboratories, implementing laboratory QA/QC programs, and ensuring compliance with technical and regulatory requirements for environmental sampling and analysis. As part of the Inframark team, Myra will establish laboratory policies and procedures, oversee the implementation of Chemical Hygiene and Safety Plans, and provide hands-on training for staff during the transition.

Her expertise helps reduce costs and improve productivity. She will provide ongoing technical support and conduct annual laboratory audits to ensure the City’s laboratory remains compliant and efficient. Myra’s leadership and commitment to delivering accurate, legally defensible data make her an essential part of Rio Vista’s success in wastewater management.

DAVID MOORE - TECHNICAL SUPPORT AND INDUSTRIAL PRETREATMENT PROGRAM (IPP) With over 40 years of experience in the water and wastewater industry, David Moore brings unparalleled expertise to the City of Rio Vista. Throughout his career, David has excelled in roles as a supervisor, manager, and consultant, specializing in start-up operations, process optimization, and troubleshooting for a variety of wastewater facilities. He establishes successful IPPs, develops maintenance management systems, and guides facilities from design to commissioning. Notably, David was instrumental in creating the largest Land Application Program in Georgia.

David’s leadership has earned multiple facilities the prestigious Burke Safety Award from the Water Environment Federation, underscoring his commitment to safety and operational excellence. In his role as Senior Operations Specialist, he focuses on optimizing process performance, ensuring regulatory compliance, and providing training and guidance to operators. His hands-on experience and strategic insights make him an invaluable asset for Rio Vista’s wastewater operations and management contract.

4. STAFFING
36 MICHELLE SOMERS - REGIONAL ENVIRONMENTAL, HEALTH, & SAFETY MANAGER Michelle Somers, a Certified Safety Professional (CSP), brings a wealth of experience in environmental, health, and safety (EHS) management to the City of Rio Vista’s Wastewater Operations and Management contract. With a strong background in the water and wastewater industry, Michelle has excelled in developing and implementing safety programs that foster a culture of safety and drive continuous improvement. Her diverse experience spans construction, manufacturing, and industrial sectors, where she has successfully minimized health risks and influenced positive safety behaviors. Michelle’s previous roles as an Area Safety Professional, EHS Engineer, Safety Specialist, and Safety Coordinator underscore her expertise in implementing effective safety measures tailored to complex operational environments.

Her commitment to excellence in safety management makes her a valuable asset to the Rio Vista team.

MATT MILLER - QUALITY ASSURANCE COMPLAINCE
Matt Miller has over 25 years of expertise in water, wastewater, environmental compliance, and safety.

His leadership roles in both public and private utilities, allowed him to successfully managed utility operations and drive regulatory compliance. Matt’s technical knowledge and hands-on approach provide critical support to operations staff, helping to identify and resolve compliance challenges, improve plant performance, and ensure operational excellence. His dedication in environmental compliance makes him a valuable asset for the City’s wastewater operations.

KEVIN HUNT - MEMBRANE BIOREACTOR MANAGER
With 27 years of industry experience, including 19 years specializing in MBR systems, Kevin Hunt is a seasoned expert in wastewater treatment. As Inframark’s Membrane Optimization Manager, Kevin has extensive knowledge in MBR technology, process optimization, and staff training. He has played a pivotal role in the start-up and commissioning of multiple MBR facilities, including the 5 MGD Fowler Wastewater Treatment Plant.

Kevin’s expertise in membrane inspections, troubleshooting, and performance enhancement has proven invaluable, particularly during the start-up of the Mountain House MBR plant, where he trained operators, developed plant documentation, and ensured smooth operations. His comprehensive understanding of MBR processes, combined with his ability to mentor and develop operational teams, will be instrumental in driving the success of Rio Vista’s wastewater operations, ensuring compliance, efficiency, and long-term excellence.

4. STAFFING
37 GENEVIEVE SPARKS - REGULATORY COMPLIANCE
Genevieve Sparks brings over 40 years of experience as a California Regulatory Compliance Specialist. With a Master’s in geology focused on hydrology and water quality and a Geologist-in-Training (GIT) certification, she possesses a solid academic foundation complemented by extensive practical knowledge. As an instructor at Sacramento State University, Genevieve not only imparts her expertise to the next generation of environmental professionals but also stays current with industry trends and regulatory changes.

Her eight years of experience in Title 22 Reuse has equipped her with the specialized knowledge needed to navigate California’s complex water reuse regulations effectively. Genevieve has evaluated energy and water facilities across California for environmental impacts, emphasizing water quality and public participation.

Her background as a former Water Board staffer further enhances her understanding of regulatory compliance, enabling her to effectively address the City’s compliance needs.

ELIAS RUIZ - SCADA TECHNICIAN
Elias Ruiz is a highly experienced SCADA Technician with over 20 years in SCADA System Administration and Post Construction Process Controls Modifications. He specializes in security, operations, maintenance, and project management, showcasing a strong proficiency in working with PLCs, HMIs, and network equipment.

Throughout his career, Elias has successfully managed specifications for repairs, upgrades, and installations, consistently enhancing operational capabilities and resolving complex technical issues.

His notable projects include the SCADA Upgrade for the City of Pasadena, improvements at the PK Fish Hatchery, and work at the City of Edmond Coffee Creek WWTP. Elias holds a Bachelor’s in industrial engineering from Tarleton State University.

JOHN LONDO - GEOSPATIAL & GIS
John Londo brings over 15 years of geospatial expertise to his role as Geospatial & GIS Manager. Specializing in the water and wastewater sectors, John excels at developing and implementing efficient GIS solutions tailored to municipal needs. He will collaborate closely with the City to manage and update the GIS mapping system, integrating the latest field data from Inframark’s operations.

John leads GIS teams and integrates platforms such as ESRI ArcGIS, Bentley OpenCities, and Cityworks, ensuring optimized system utilization. He also has significant experience in managing As-Built collection, integration, and maintenance, notably for the U.S. Army Public Works Department at Fort Carson, CO.

ADDITIONAL SUPPORT (NON-KEY) PERSONNEL BIOGRAPHIES
The following includes additional support personnel who will be available to assist as needed for the City of Rio Vista partnership.

4. STAFFING
38 TONY JOHNSON - COMMUNITY ENGAGEMENT
Tony Johnson’s 26 years of experience in utility operations and engineering services within government agency water and wastewater systems elevates his role engaging with the community. His career includes tenures at several leading international engineering firms, where he honed his expertise in project delivery, client service management, and community engagement. Tony has successfully implemented small, minority, and woman-owned business participation programs in Georgia, working with major cities such as Atlanta, Augusta, Fulton County, DeKalb County, and the Metropolitan Atlanta Rapid Transit Authority (MARTA).

At Inframark, Tony plays a vital role in client service management and project delivery support while championing community engagement initiatives and business participation programs across multiple states.

MARNIE VAUGHAN - HUMAN RESOURCES
Marnie Vaughan serves as the Vice President of Human Resources at Inframark and will use her 20 years of industry experience to oversee the hiring process for project talent, ensuring the City attracts top-notch professionals. Under her leadership, Inframark has achieved an impressive average of just 33 days to fill open positions, reflecting her commitment to efficiency and excellence.

Marnie’s role includes providing comprehensive information and training on our employee benefit programs so that all staff are well-supported and informed. Collaborating closely with Project Manager, Greg Wiltfong, her team will manage the entire hiring cycle—from posting job openings and screening candidates to conducting interviews and onboarding new employees. Additionally, Marnie is dedicated to fostering professional development, helping staff grow and thrive in their roles.

LINDE MISCIO - MARKETING & COMMUNICATIONS
Linde Miscio brings over 25 years of corporate communications expertise with a diverse background spanning multiple industries, including critical infrastructure, allowing her to effectively navigate complex communication landscapes. At Inframark, Linde excels in managing and amplifying the company’s brand across various stakeholder groups, working closely with clients to enhance corporate reputation through strategic communication campaigns. Linde is known for her people-first approach, focusing on strengthening workplace cultures and improving employee experiences through transparent and engaging communications.

She has played a pivotal role in numerous mergers and acquisitions (M&A) integration and rebranding initiatives, demonstrating her ability to manage change effectively. Certified in Prosci’s Change Management methodology, she is well-equipped to guide organizations through transitions. Linde holds a Bachelor’s in english and communications from James Madison University, providing her with a solid foundation in crafting impactful messages.

4. STAFFING
39 ADDITIONAL SUPPORT RESOURCES
Inframark has the capability to provide additional resources for technical troubleshooting and capital planning through our extensive network of 3,000 employees and more than eight corporate support groups. Our in-house experts are readily available to assist Rio Vista ensuring a seamless and proactive approach to addressing challenges.

We have a proven track record of reducing repair and replacement costs by up to 50% by leveraging our in-house capabilities for major repairs and capital projects. This allows us to prioritize the City’s needs without the conflicts of interest that can arise from selling engineering services or process equipment. Our comprehensive approach includes partnering with engineers, executing turnkey design-build projects, and providing expert advice on capital improvements, all focused on compliance, reliability, and cost-efficiency.

Inframark’s resources are immediately accessible, with SMEs deployed onsite as part of the transition plan. We conduct full site safety evaluations, develop process control management plans (PCMP), and provide training on critical systems such as CMMS, data management, and laboratory analysis. Throughout our partnership, we will hold reoccurring workshops with the City to review technical O&M aspects, including process control, KPIs, and capital planning, ensuring that Rio Vista benefits from our extensive experience and resources without additional costs. 40%
of O&M employees
have increased their
certification in the last two
years through Inframark's free
employee education program.
31%
of employees
have been promoted
in the last two years.

FOR ALL OUR OPERATORS,
INFRAMARK PAYS 100% OF THE COSTS FOR

TRAININGS AND RECERTIFICATION CLASSES,

AS WELL AS ALL TESTING COSTS AND
INCENTIVES ONCE EXAMS ARE PASSED.

For each level of certification, we invest in formal and onthe job training to ensure certification testing requirements are met. Within California, Inframark currently has 57 water, wastewater, distribution and collection operators.

Of those, 20 are certified wastewater operators
whose certifications are shown in the chart here.
1 - Operator-in-Training (5%)
1 – Grade I (5%)
7 –
Grade II's
(35%)
6 –
Grade III's
(30%)
5 –
Grade V's
(25%)

5. TECHNICAL

APPROACH

5. TECHNICAL APPROACH
40 PROJECT UNDERSTANDING

AND KEY ISSUES
Inframark understands that the City of Rio Vista requires a qualified partner to manage the operations, maintenance, and compliance of its WWTPs and lift stations. The Beach and Northwest WWTPs serve a population of over 10,700 and are critical to the City’s infrastructure. These facilities must be operated efficiently and in full compliance with regulatory requirements.

The Beach WWTP, operational since 1972, uses a conventional activated sludge process and discharges treated wastewater to the Sacramento River under an NPDES permit. Rated for 0.65 MGD, it currently processes about 0.45 MGD. Solids from this plant are sent to the Northwest Facility for further treatment. Built in the early 2000s, the Northwest WWTP is a modern MBR plant with UV disinfection, capable of handling 1 MGD but currently operating at only 25% capacity. It processes solids from both facilities, with dewatering and solar drying, and discharges to the Sacramento River under an NPDES permit.

The City is planning to consolidate operations by converting the Beach Facility into a pump station to send wastewater to the Northwest Facility. This would reduce operational costs and avoid major capital investments while improving water quality and expanding the City’s recycled water capabilities. Although consolidation is not expected within the first five years of our agreement, Inframark will support these long-term planning efforts.

Both facilities have experienced significant compliance issues. In February 2023, the City enlisted Larry Walker Associates to assist with ongoing NPDES compliance. In the past four years, the Northwest WWTP had 23 violations, mainly related to monitoring and reporting deficiencies, while the Beach Facility has accumulated 67 violations, also due to reporting issues, but primarily due to effluent quality issues like Coliform, Ammonia, Chlorine Residual, and BOD exceedances. Inframark’s initial focus will be to implement a comprehensive compliance program aimed at eliminating avoidable violations related to deficient monitoring and reporting. By entering all required sample data into our process database and monitoring collections in real-time, we will collect and analyze samples on time, reducing violations by an estimated 28%.

5. TECHNICAL APPROACH
41 BEACH FACILITY

PROCESS IMPROVEMENTS
Inframark’s approach to improving the Beach WWTP
addresses key operational issues and implementing
proactive solutions to reduce violations and improve
overall performance.

Compliance Program
Implementation
Our first step is to integrate our Compliance Program,
which will eliminate avoidable violations related to
Deficient Monitoring, Deficient Reporting, and Late
Reporting. Timely sampling and reporting can
significantly reduce compliance issues, which have
historically been a challenge at the both facilities. This program will be implemented immediately, using our
process database to track every required sample and
provide alerts if a sample has not been collected on
time, allowing immediate corrective actions to be taken.

Aeration Basin Optimization
Inframark will implement operational improvements
based on data review and expert analysis. During
our initial site visit, we observed that one of the
two aeration basins was not functioning, leading
to potential process inefficiencies. The secondary
clarifiers were also underperforming, with floating
floc observed—an indication of a stressed biological
system. These issues likely contributed to the plant’s
difficulties in meeting effluent quality standards,
particularly with high levels of Coliform, Ammonia,
Chlorine Residual, and BOD. Inframark’s experts will
focus on optimizing the operation of these basins
and clarifiers, starting by restarting the nonoperational aeration basin to increase hydraulic retention time and improve biological treatment.

BENEFITS TO THE CITY OF RIO VISTA
Inframark will improve operational efficiencies and retain knowledgeable onsite staff to mitigate transition risks.

Inframark is committed to quality performance and
maximum cost optimization with a systematic approach
for driving ongoing innovation to deliver value-generating results.

With 500 facilities all under U.S. EPA and state agency jurisdiction with an environmental compliance rate greater than 99.9% and client partnership renewal rate greater
than 99%, Inframark is the clear choice to be your O&M
partner to provide reliable services and peace of mind.

Organizational commitment from all levels to create an
award-winning facility and well-respected partnership with Rio Vista.





BEACH FACILITY
Type #
OEV 34
CAT 1 19
CAT 2 2
DMON 4
Deficient
Reporting
6 Order
Conditions
1 LREP 1
Total 67

NORTHWEST FACILITY
Type #
OEV 2
CAT 1 3
CAT 2 2
DMON 10
Deficient
Reporting
3 Order
Conditions
2 LREP 1
Total 23

VIOLATION HISTORY

5. TECHNICAL APPROACH
42 Influent pH Control
A critical issue we identified at the Beach Facility was the elevated pH of the influent, which negatively impacts the biological treatment process. The high pH could be caused by industrial discharges or other upstream sources, making it a recurring problem. While a long-term solution involves implementing or enhancing an IPP to address the source of these discharges, Inframark will take immediate action by installing a temporary acid feed system at the plant’s headworks. This system will adjust the influent pH before it enters the biological process, reducing the stress on the treatment system and improving overall performance. While this temporary solution is in place, we will work with the City to support the development of a robust IPP, leveraging our experience managing similar programs for over 20 other clients.

Solids Management Improvement
Another observation made during our site visit was the condition of the primary clarifiers, which appeared cloudy with more solids than expected. This excess solid load places additional strain on the downstream aeration process, reducing the plant’s efficiency and leading to higher levels of solids, BOD, and ammonia in the effluent. High solids in the effluent not only contribute to elevated BOD and ammonia levels but also interfere with the effectiveness of chlorine disinfection, resulting in permit violations related to Coliform. Inframark will investigate potential sources of the excess solids, which may be tied to upstream industrial users or other sewer system issues. By addressing this through better solids management and IPP enforcement, we can reduce the load on the aeration system and improve effluent quality.

5. TECHNICAL APPROACH
43 Chlorine Feed Rate Optimization
The sodium hypochlorite feed rates at the Beach Facility also present an opportunity for significant improvement. During our review of the plant’s operating targets, we noted that the current chlorine feed rate is set at 8 mg/L, significantly higher than expected. Based on our experience, the appropriate feed rate should be closer to 2.5 to 2.7 mg/L. Additionally, the current sodium bisulfite feed, used to neutralize residual chlorine before discharge, is set disproportionately high relative to the chlorine feed rate. Another issue is the exposure of the sodium hypochorite tank which should be covered to reduce degradation. Part of our improvement is to provide a cover for this tank to preserve the concentration. Inframark will optimize both the chlorine and bisulfite dosages, not only to improve disinfection efficiency and compliance but also to reduce unnecessary chemical costs. We anticipate being able to reduce the feed rates to approximately 25% of the current targets, which will contribute to cost savings, staying in compliance with disinfection requirements.

Process Monitoring and
Long-Term Improvements
Inframark’s operational management program, part of our comprehensive Operations Blueprint, will be key to sustaining these improvements. This program will allow us to more closely monitor plant processes, track key performance indicators (KPIs), and provide routine training to on-site staff.

Our focus on staff training, process optimization, and real-time data monitoring will help Rio Vista avoid further violations related to effluent quality and improve the overall performance of the Beach Facility.

As we gain better understanding of the Beach and Northwest Facility’s operations over the long term, we expect to identify additional opportunities for improvement. Our initial focus, however, will be on addressing the high solids and pH issues, optimizing chemical feed rates, and reducing stress on the biological treatment process. By implementing these targeted improvements, we can help the Beach Facility achieve greater compliance, reduce operational costs, and enhance overall plant efficiency.

We are committed to operating Rio Vista’s wastewater facilities at the highest level of performance and compliance. Inframark’s combination of technical expertise, regulatory knowledge, and a proactive approach will support the City in achieving its wastewater management goals.

5. TECHNICAL APPROACH
44 OPTIMIZING TREATMENT WITH GREATEST VALUE OF OWNERSHIP Our team of technical experts are dedicated to crafting a balanced and site-specific approach that meets the City’s needs by optimizing your treatment plant’s performance and reducing overall costs. Our approach focuses on lifecycle costs and operability so that our partners receive an unbiased and expert opinion in optimizing their facilities.

At Inframark, we improve wastewater treatment processes to reduce operating costs and minimize capital expenditures. From the outset of our partnership, we will deploy our experts to assess your facilities and recommend improvements to the preventive maintenance program. Inframark recognizes that the focus for the Beach and Northwest Facilities are different; we will customize our maintenance and capital recommendations for the Beach Facility to make improvements to address the compliance issues while recognizing that the facility will likely transition to a new pump station once the consolidation project is executed in the next five to seven years. As the Northwest Facility is newer and will be a long-term critical facility to serve the City, our approach will be a focused operational and maintenance improvement program that maximizes the lifecycle performance of the plant assets.

We collaborate with you to develop KPIs to enhance operational efficiencies and lower costs. These KPIs set clear goals, proactively identify and address potential issues, and continuously monitor our progress. This approach not only improves water quality and extends equipment life but also reduces expenses related to chemicals, power, and sludge disposal.

Lowest Cost of Ownership
Inframark’s comprehensive utility management program focuses on right-sizing capital projects, optimizing annual operational costs, and leveraging existing assets to achieve the lowest cost of ownership. This results in long-term savings and budget stability for ratepayers. Our Technical Approach provides further details on how we will optimize your treatment processes for maximum efficiency and cost-effectiveness.

We will implement our proven and holistic plan that provides Rio Vista the least cost of ownership by managing these key elements of your facilities:
• Operations & Maintenance Cost
• Capital Planning & Execution
• Asset Management Data Driven Repair & Replacement
• Process, Energy, & Chemical Optimization

5. TECHNICAL APPROACH
45 INFRAMARK’S INVESTMENTS AND VALUE ADDED
YEAR-1 INVESTMENTS

CONTRACT LIFE INVESTMENT AND VALUE ADDED

ANNUAL VALUE ADDED
$30K
Annual Innovation
Roundtable
$15K
Workforce Recruitment,
Development, and Training
$15K - $20K
Sodium
Hypochlorite
Savings
$75K
Stratup and
Transition Team
$75K
Operational Assessment
and Operations Blueprint
$30K
Beach WWTP Investment
& Improvements
(pH Control &
Hypochlorite
Preservation)
$490K total 5 yr contract life value

INNOVATION & VALUE SAVINGS
Inframark is an industry leader in operational
efficiency and innovation that begins with a
seamless transition led by industry experts
experienced in transitioning operations from
your current operations. Once onsite, our team
will identify energy and chemical efficiency
improvements, SCADA and PCL enhancements,
and visualization tools during the Operational
Assessment and Blueprint Implementation.

With our 200+ person Automation & Intelligence
Division, Inframark combines operational
knowledge with cutting-edge technologies like
Artificial Intelligence/Machine Learning (AI/ML) to
drive tangible financial benefits.

The Beach WWTP issues with pollutant discharges
will be addressed by Inframark’s investment in
pH control and covering the sodium hypochlorite
tank. Providing these improvements along with
implementation of Inframark’s Operations Blueprint
will result in improved compliance and lower
chemical costs.

Our proposal identifies these individual items
which sum to nearly $490,000 in value to
the City and we expect that once our onsite
assessments are complete, this value will
continue to grow.

5. TECHNICAL APPROACH
46 Inframark prioritizes five principles that we incorporate into each operating plan for our customers. These principles have proven to be the basis of our strongest relationships, and we are pleased that they align with Rio Vista’s priorities for a successful partnership. These principles guide our O&M approach and our relationships with our staff, the City’s staff, regulators, and customers.

PRINCIPLE #1: A SAFE WORKPLACE IS OUR #1 PRIORITY
We believe that all injuries and occupational illnesses are preventable and we continuously work towards a goal of zero injuries and occupational illnesses. We support our safety culture through various initiatives emphasizing aesthetics of all facilities including cleanliness, proper painting programs, building and grounds maintenance, and signage.

PRINCIPLE #2: OUR PEOPLE ARE OUR MOST VALUABLE ASSET
To perform as a world-class organization, we rely heavily on the hardworking men and women who support our projects.

We understand through years of experience that our largest return in value is investment in our employees. Our managers foster a culture and work environment of collaboration and hard work with open communication and recognition of results.

These investments support our goals with efficient and effective work processes, continuous improvement and a high level of service while also building a positive and motivated work environment.

PRINCIPLE #3: RESPECT FOR THE ENVIRONMENT
Inframark is committed to operations compatible with the long-term sustainability of our resources. Environmental stewardship is one of our core organizational objectives and the responsibility of all our employees. Good environmental performance is a key component of sound business performance. As an operator of water treatment facilities in communities with sensitive receiving waters, Inframark has unique experience and fully understands the added importance of regulatory compliance.

PRINCIPLE #4: TRUE PARTNERSHIPS WITH OUR CLIENTS
Through open communications, we will establish ourselves as a partner to the City for the improvement of the environment, the protection of the City’s investment, and optimal services to our customers and the residents of Rio Vista. Our open approach and strong communications will provide maximum service for the best value.

PRINCIPLE #5: ASSET PRESERVATION — WHAT GETS MEASURED GETS IMPROVED Our maintenance program is designed to support the long-term preservation of the City’s assets with a focus on the critical aspects of maintenance and compliance. Preventive and corrective maintenance will be optimized so your equipment and facilities are kept in the optimal working condition to maximize service and minimize cost and deterioration. During transition and startup, our team of technical and operational experts will integrate measurement systems into the daily evaluation of plant performance. Continuous analysis of operating data will provide critical feedback that leads to the early identification of problems, accurate reporting, and opportunities for improvement strategies.

5. TECHNICAL APPROACH
47 COMMUNICATION, COLLABORATION, AND TRUST
We are committed to forging a genuine partnership with Rio Vista, one built upon transparency and trust. This transparency is upheld through monthly reporting, real-time access to your data through the CMMS system, and a robust Asset Management, Maintenance, and Preservation Program. Inframark extends its commitment beyond O&M, fostering genuine respect for your community and a strong eagerness to actively contribute to its future. We would be honored to share this ethos with Rio Vista.

Inframark is excited to be your O&M partner. Our reputation as a national leader is evident in our capacity to provide technical assistance in asset management, regulatory issues, and system optimization. Our distinctive approach brings you a bestin-class, industry-leading team of local experts, and O&M management to lead this project. The core of our success lies in a resolute commitment to regulatory excellence and operational optimization. Inframark is committed to be your long-term partner in value, compliance, and operational excellence.

WHEN WHAT WHO
Day-toDay
Meetings &
Discussions
• Transparent and collaborative
open communication
City Staff
Inframark Project Manager
Weekly Weekly Meetings • Review the week’s events
• Discuss upcoming work plan
• Review Phase II Capital Improvements
and collaboration with operations
City Staff
Inframark Project Director
Inframark Project Manager
Monthly Monthly Reviews • Progress update
• Review process performance
• Review maintenance performance
• Review Phase II Capital Improvements
and collaboration with operations
City Staff
Inframark Project Director
Inframark Project Manager
Inframark Regional Vice President
Quarterly Quarterly
Technical
Workshops
• Review quarterly compliance
• Review chemical optimization plans
• Review asset management program
City Staff
Inframark Project Director
Inframark Project Manager
Inframark Regional Vice President
Inframark Technical O&M Experts
Annual Annual
Innovation
Roundtable
• Explore opportunities for digitally
powered systems
• Determine appropriate pilot programs
• Investigate additional areas for systemwide optimization and improvement City Staff
Inframark Project Director
Inframark Project Manager
Inframark Regional Vice President
Inframark Technical O&M Experts
Inframark Corporate Sponsor
Inframark A&I Division Leaders
Inframark prioritizes forging
a partnership with the City
that is built on consistent,
transparent communication.

The table on the left
captures the depth of our
communications, from the
day-to-day discussions
with City staff to our Annual
Innovation Roundtable that
brings in Corporate Sponsors,
Technical Experts, and
Division Leaders for project
optimization and growth.

5. TECHNICAL APPROACH
48 TRANSITION PLAN
Existing staff provide a wealth of institutional knowledge and are highly qualified. We recognize the talent and experience within your existing staff and are confident that we can transition and retain most, if not all employees.

A Seamless Implementation
An Inframark transition is seamless for municipalities, for their employees, and for all stakeholders. It emphasizes transparent communication and coordination with City staff. Our top priorities for your transition are:

1. Ensuring uninterrupted service to your utility customers.

2. Minimizing the impact on City staff supporting
the contract.

3. Prioritizing improvements with implementation
of Inframark’s compliance program to address
avoidable violations.

4. Prioritizing process improvements to address pollutant discharge violations with focus on the Beach Facility.

This transition will set the tone for our partnership with you. For that reason, we have developed, and continually fine-tune, our processes in written standard operating procedures to anticipate and plan for every aspect of assuming management and
operation from a municipality or contractor. Our strong internal transition management plan begins the day we’re notified of selection, accelerates after the agreement is executed, and closes out only after all contract deliverables and internal requirements are thoroughly verified.

If we earn the privilege to partner with the City, we will:
• Work closely with City staff to retain your
existing staff and train our On-Site Project Team
• Seamlessly transition administrative processes,
assets, and facilities
• Establish risk-free operations and management
for seamless service

PROVEN RESULTS
Inframark has successfully transitioned more than 550
wastewater, water, and public works facilities in our
40-year history. Every year, we transition an average of ten new projects. Each of these projects has hundreds of individual elements that require specific focus to ensure a seamless continuation of operations.

In each of these transitions, we leveraged the
institutional knowledge of existing staff while applying Inframark’s systematic approaches. Our transitions
immediately prioritize improving operations, producing
significant cost savings, and completing repairs backlog, while improving employee morale and productivity.

We will begin providing transition services immediately after being notified of selection up until the operational performance start date.

5. TECHNICAL APPROACH
49 Project Transition Team
The City transition team will be headed by Transition
Manager Greg Wiltfong. Greg will oversee the
implementation of Inframark’s proven business practices including establishing SOPs, loading the CMMS, and creating maintenance schedules.

We utilize a team of experienced and highly skilled individuals to develop and implement each transition. Our City Project Transition Team will be comprised of technical staff, regional staff, and subject matter experts. The transition team will support and strengthen the local project managers by
providing technical support and implementing Inframark’s standard operating procedures. We begin transition early, well in advance of the start date, and continue until the project’s service delivery has met the City’s and Inframark’s standards.

Our subject matter experts will work with the onsite team to ensure the transition to Inframark is a success.

Transition Workstreams
During our transitions, Inframark implements a very
systematic and seamless phased transition plan, one that is designed to bring our proven transition to bear for all assets and facilities. A high-level summary of Inframark’s three transition workstreams for your transition plan are as
follows and begin immediately upon notification of award.

WORKSTREAM
1 Administrative
Transition
The Administrative Transition will address the overall project mobilization schedule, communications plan, records transfer, and other administrative functions. Inframark’s Transition Center will be established along with all communication, management and administrative support required to manage the overall transition.

WORKSTREAM
2 Staffing
Transition
The Staffing Transition will follow Inframark’s six-step employee transition process, which will minimize the employees’ anxiety and concern over the process. It is proven to reduce the potential for staffing upsets.

WORKSTREAM
3 Facility
Transition
The Facility Transition will address the changeover of the actual physical facilities and document their condition at time of transfer. Other items such as chemical and equipment inventory will also be documented.

DURING A PUBLIC TO PRIVATE TRANSITION,
WE FOCUS ON DRIVING:

BENEFITS TO THE CITY
Through an Inframark partnership, the City will receive our commitment to regulatory compliance, reduced costs and
stabilized rates, and elimination of personnel challenges by leveraging private sector innovation, tools, and technologies.

BENEFITS TO THE EMPLOYEES
An Inframark partnership benefits the employees by providing competitive wages, benefits, robust training, growth, and advancement opportunities. Employees immediately become immersed in an organization that’s core business is in direct alignment with its day-to-day job focus, with an in-house culture focused on training, learning, and personal growth.

BENEFITS TO THE RATE PAYERS
Through Inframark’s comprehensive utility management
program, we right-size capital projects, optimize annual operational costs, and leverage existing physical assets to create the lowest cost of ownership. Translating directly into budget and rate stability, and long-term savings, for rate payers.

5. TECHNICAL APPROACH
50 Throughout the transition process, Inframark’s first priority is the staff. We will meticulously work at the Notice of Award, to ensure we have a fully staffed project. The staff transition is an essential part of our overall transition and follows our Eight-Step Employee Transition Process. These activities will be managed by Lauren Mancuso and Greg Wiltfong, and include onsite visits from Vice President of Human Resources, Marnie Vaughn, and Regional Human Resources Business Partner, Jolene Wolfe.

Personal engagement with existing staff and their significant others, if desired, is part of our process as we recognize these transitions can be a family-affair. We want to share our cultural aspirations and approach as well as details about our employee benefits to the key family decision makers. This process has proven to be very successful and a critical component of not only retaining top talent but laying the foundation for an improved culture of caring.

The Transition Team will also work with task leaders on two important elements that support operations, regulatory compliance, and health and safety. The activities of these Task work groups include:

REGULATORY PREPARATION
The transition team will see that both the City and Inframark are in compliance with regulatory requirements when we assume operations. Responsibilities include:
• Notifying appropriate regulatory agencies of management changes and obtaining government approval. • Reviewing the permits and certifications required to meet all relevant regulations and ensuring they are in place and current. • Rectifying any deficiencies.

HEALTH AND SAFETY
In coordination with our Project Manager, Greg Wiltfong, Regional Health and Safety Advisor, Michelle Somers, will implement and conduct health-and-safety-related tasks and plans. This includes but is not limited to:
• Conducting a site-safety and security review.
• Performing site-hazard analysis of all operations.
• Performing a regulatory health, safety, and environmental assessment. • Preparing Inframark’s Day One Safety Report.
• Evaluating personal protective equipment requirements for the site and ensuring equipment availability for all operations working with the administrative procurement team.
• Conducting safety orientation for all new employees.
• Developing a plan with HR to address training needs.
• Locating and establishing a medical clinic and incident reporting requirements. • Reviewing and developing an emergency response plan.
• Implementing Inframark’s incident reporting system.
• Developing the safety and security plan and submitting it to the City for review.

5. TECHNICAL APPROACH
51 OPERATIONAL APPROACH
At Inframark, our operational approach is centered on
continuously delivering excellence in every facet of our service. A key component of this approach is to use our technical expertise and the plant staff’s institutional knowledge to define how best to operate the facilities.

Following that, we will work with our onsite staff to
help implement a program that focuses on continuous
improvement and continuous operator training. We
define this process as our Operations Blueprint.

The Operations Blueprint is a unique and comprehensive
process developed specifically by Inframark over many
years to guide the operation of every individual treatment plant we manage. This site-specific blueprint details every aspect of the facility’s operations, ensuring that processes are tailored to the plant’s particular needs. Some of the components of the Blueprint are discussed below.

OPERATIONS BLUEPRINT FOR RIO VISTA
We will begin our partnership with the City of Rio Vista by implementing our Operations Blueprint at both WWTPs so that your wastewater system is operated in a safe, efficient, and compliant manner by knowledgeable staff. Some of the elements of the Operations Blueprint are discussed below.

Elements of Operations Blueprint
Regulatory Requirements. We thoroughly evaluate the rules, regulations, and permits governing your treatment operations.

From this, we develop a clear summary to help managers and operators fully understand their legal obligations. Additionally, we become experts in your specific regulatory requirements to create a comprehensive sampling and laboratory plan, adhering to strict quality assurance and control standards.

Facility Design and Description.We review design drawings, specifications, engineering reports, and manufacturer O&M manuals to create a detailed summary of all tanks, basins, blowers, pumps, and instrumentation at your facility. This knowledge, combined with the institutional knowledge of plant staff, serves as the foundation for process control and operational success.

Process Control Plans. For each process in your facility, we create a plan that identifies Critical Control Parameters (CCPs).

The plan specifies how these parameters are monitored, the acceptable ranges, and the actions to take when values approach or exceed warning limits.

Facility Design
Parameters
Process Model
Sampling and
Lab Procedures
QA/QC
Key Performance
Indicators
Training and
Standard Operating
Procedures
Optimization
Reporting
Regulatory
Requirements

PROVIDING THE

GREATEST VALUE

OF OWNERSHIP

5. TECHNICAL APPROACH
52 Routine and Alternate Operations Strategy.We establish an operational philosophy tailored to your wastewater facilities, including strategies for handling high-flow events, turbidity issues, temperature extremes, power failures, plant restarts, and other contingencies.

Unit Process Controls. For each individual process at your facility, we develop detailed narratives similar to the overall Operations Strategy. These narratives provide specific operational insights into the equipment and procedures for each unit process.

Sampling Schedule. We compile a schedule of all sampling parameters identified in the plant’s permit, Process Control Plan, and Unit Process Controls. This schedule includes sampling locations, types of samples, collection times, and responsible personnel. It is posted at the plant and integrated into our operational database to ensure timely collections. A sampling map, field instructions, and QA/QC procedures are also included to ensure the integrity of all samples.

Operations Schedule. Our Operations Schedule outlines staffing requirements, task assignments, and timing for all operational duties.

This includes a Year-at-a-Glance Calendar, which serves as a reminder for upcoming due dates, events, and other important schedules.

Key Performance Indicators. We collaborate with you to develop KPIs that optimize operational efficiency, reduce surcharges, and lower disposal costs. These indicators allow us to set goals, develop strategies, and monitor progress while identifying potential issues before they become critical.

Trend Charts, Plant Check Sheets, and Lessons Learned. These additional sections of the Operations Blueprint provide detailed plans for running the facility and document its ongoing performance.

Work Instructions. Consistent facility operations result from developed Work Instructions (Task SOPs) that outline how tasks are performed safely and efficiently, regardless of which operator is on duty.

Weekly Process Control Meetings. To keep staff aligned and well-trained, we conduct Weekly Process Control Meetings. Each month focuses on a specific topic (outlined in the Year-at-a-Glance Calendar), which is broken down into weekly discussions. During these meetings, we cover safety (including toolbox talks and SDS reviews), permit parameters, CCPs, KPIs, changing trends, schedules, lessons learned, and any process or plant changes. We expect staff to be continuously engaged with how the plant is managed.

Pre-Startup
From the time that Inframark contracts to work with the City, our transition team and operations specialists will begin compiling the initial Blueprint for the City’s system. We will obtain information on the wastewater treatment plants including details on the plant layouts, pumping, processes, and more. An initial regulatory summary will be developed from the operating permits that includes water quality targets to assure compliance. During the transition we will develop process control sampling boards that will include schedules and target ranges that operator’s will utilize on a daily basis. Additional calendars and schedules will be developed to understand the operator’s schedule and compliance sampling for outside laboratory.

5. TECHNICAL APPROACH
53 PROVEN SUCCESS

AT BURBANK WATER RECLAMATION PLANT

AND BEACHWOOD PUMP STATION
Inframark successfully transitioned the operations and maintenance of the Burbank Water Reclamation Plant and Beachwood Pump Station, implementing our comprehensive Operations Blueprint. The Burbank team during a weekly process control meeting, refining and developing the Operations Blueprint for optimal performance.

Weekly Process Control Meetings
Project Manager/Chief Plant Operator, Greg Wiltfong, and the project transition team will establish the Weekly Process Control Meetings, ensuring that City’s Operations Blueprint is employed. This is a pivotal step in the orientation and training process of our operations staff. The Weekly Process Control Meetings are a key component of Operations Blueprint and are an opportunity to:
• Provide weekly training and codification of practices. • Exchange information on equipment and processes.
• Schedule upcoming events.

The Weekly Process Control Meetings also ensure that our Asset Management and Maintenance Program and our Safety and Emergency Preparedness Programs are in place. Operations Blueprint, and the Weekly Process Control Meetings instill a streamlined process from pre-startup, through startup, to the ongoing operations.

The emphasis placed on constant communication and ongoing training generates operational improvements and a highly trained staff who have a keen awareness of the innerworkings, operations, and practices of the City’s system. • Review SOPs.
• Review, evaluate, and modify processes.
• Review all Blueprint components highlighted above.

5. TECHNICAL APPROACH
54 EMERGENCY RESPONSE PROGRAM
Inframark has a robust Emergency Response Program,
strengthened by the fact that, as a large company, we have personnel and resources nationwide. Our teams remain ready to act whenever needed and wherever a critical event occurs.

Emergency Response Approach
The Inframark Emergency Response Program is established at each facility and tailored to be site specific. The Program sets in motion a plan to reduce the probability of serious injury or death due to inadequate response to emergency situations, and to protect both Inframark and our partners from losses sustained during emergencies. While the site-specific Emergency Response Plan addresses situations applicable to all facilities (such as reporting, communications, etc.) it also allows the facility to customize its plan based on site-specific hazards, or their experiences.

The best approach to addressing any emergency is thorough planning and training of all project personnel. We have performed a detailed evaluation of the facilities and services under our control and developed a site-specific comprehensive emergency response plan, operations standard operating procedures, and process control management plans. These plans contain helpful general information about various emergency situations that may be encountered, plus specific procedures designed to help employees prepare for, and deal with, emergencies that affect operations. A few of the key topics addressed include:
• Sewer System Blockages and SSOs
• Pandemic and Employee Illnesses, and Emergencies
• Chemical Handling, Leaks, Spills, and Notifications
• Explosion and Fire
• Major Equipment Failures such as Tank, Pipe, Valve, and Pump Failure • Power Failure
• Extreme Conditions, including Tsunamis, Earthquakes, High Winds, and Flooding
• Sabotage and Breaches of Security
• Active Shooter Incidents
Part of the success of our Emergency Response Program is due to Inframark’s size and experience. In any emergency, Inframark can help marshal employees from our other local projects or from our nationwide staff of nearly 3,000 employees.

This capability in response allows us to not only protect employees but also maintain the quality of service, minimize disruption, and preserve property. The attention we give to emergency preparedness has resulted in a proven track record in dealing with all emergency situations.

As new regulatory programs are added, employee training and compliance will be a priority. Inframark’s Regional Director of Health and Safety, Michelle Somers, has more than 20 years of experience responding to emergencies and holding sitespecific employee trainings and compliance reviews for California operations. 23,000 HOURS of
HEALTH and SAFETY TRAINING
completed annually

OUR SAFETY AND EMERGENCY

PREPAREDNESS PROGRAM
WILL ENSURE:

D Potential Site-Specific Hazards are Identified & Controlled D Recordable Incident Rate (RIR) & Lost Time
Incident Rate (LTIR) are Mitigated
D Site-Specific Emergency Response Plans Initiated

ZERO RECORDED INJURIES
IN ALL Emergency Weather Events

5. TECHNICAL APPROACH
55 MAINTENANCE PLAN

ASSET MANAGEMENT AND MAINTENANCE
Inframark utilizes the protocol of three organizations as the foundation for our site-specific asset management programs, United States Environmental Protection Agency (U.S. EPA), International Standards Organization (ISO), and the Institute of Asset Management (IAM). Using these foundation resources and site-specific requirements, Inframark develops programs that address the specific goals of managing infrastructure and capital assets to minimize the total cost of owning and operating assets and infrastructure while providing the required level of service.

Inframark’s Maintenance Philosophy
The major challenge of effective municipal water systems management is balancing operational reliability with the cost of maintenance and capital improvements. We address this challenge by development and implementation of a Reliability Centered Maintenance Program (RCMP). This program will be data driven. It utilizes an initial asset inventory and preliminary condition assessment, a structured operations and maintenance program, and regular communications with the City.

The goal of our RCMP is to maximize equipment availability while reducing the need to replace assets, thereby reducing costs. It differs from other maintenance procedures in that it treats every asset differently depending on its specific needs, importance to the overall process, and how it needs to be monitored and maintained.

Our RCMP includes the following components:
• A prioritized system of asset inventory, identification, and condition assessment which includes an evaluation of the risks and costs associated with asset efficiency, effectiveness, failure, and replacement. • A fully populated CMMS database. This data includes but is not limited to equipment nameplate information, original equipment manufacturers (OEM) maintenance schedules, design life, and associated cost of ownership, operation, and maintenance. • Multiple predictive maintenance technologies and tools to perform, track and trend the actual condition of mechanical and electrical equipment.
• Developing a multi-year schedule and projected budget for repairing and replacing equipment. This schedule and budget documents where each equipment item is within its lifecycle and performance requirements. This is a function of the original installation date, the original longevity, the operating environment, and the appropriateness of the specific equipment type for the installation. This data is weighted against the actual condition of the equipment as measured by the various applicable condition assessment tools. This schedule will mirror the format of the Master Plan schedule showing asset, maintenance or replacement needs, estimated cost, and projected date of occurrence. • Critical performance monitoring criteria to ensure that maintenance and capital replacement activities are continuously and optimally focused.

5. TECHNICAL APPROACH
56 We prioritize three maintenance and asset management strategies in our RCMP:

1. Preventive Maintenance | The cornerstone of effective asset management is to identify and address potentially adverse issues before they become problems. Our approach is to start with the basics, effective and efficient execution of the requirements of the original equipment manufacturer (OEM) and accommodation of site-specific conditions. Preventive maintenance includes basic tasks performed on equipment with the goal of optimizing reliability and design life within the constraints of our clients’ expectations.

Preventive maintenance is done at intervals based on the calendar or equipment run time under the guidance of OEM requirements and accommodation of site-specific conditions. It includes regular inspection, basic lubrication, calibration, and replacement of wear components. It is used to ensure compliance with manufacturer warranties and supports warranty damage claims applications.

2. Predictive Maintenance | Predictive maintenance builds on preventive maintenance and is used to project future conditions and needs. Predictive maintenance programs utilize data collection and analysis that defines past and existing conditions in order to project future conditions. Data from SCADA instrumentation, invasive and non-invasive testing, and maintenance history is used to define the efficiency and effectiveness, and the physical wear condition of an asset. Using this data to project future conditions, an asset specific maintenance schedule can be developed and implemented that optimizes the lifecycle of the asset.

3. Run-to-Failure | Run-to-failure is frequently a less desirable option for asset management as it generates inherent risks. However, it can be appropriate when equipment failure would not result in any safety, environmental, financial, or operational hardships.

This approach considers facility redundancy, maintenance cost, and repair time. With run-to-failure, preventive maintenance is performed, and the equipment is replaced after failing. We typically consider this approach for non-capital asset inventory items and include them as part of the itemized maintenance budget.

PREDICTIVE MAINTENANCE

WITH MACHINE LEARNING

FOR PUMP OPTIMIZATION
Our A&I division can implement a machine
learning-driven system to monitor key operational
parameters of the plant's critical equipment in real
time. One application is to provide a system for
pump optimization using a predictive maintenance
approach that could be applied to pump stations
that will improve reliability and mitigate potential
costs associated with system failures. By tracking
parameters like RPM, amperage, pressure, vibration,
acoustic, and temperature in real-time, it will identify potential issues early to inform on maintenance
procedures and avoid catastrophic failures.

5. TECHNICAL APPROACH
57 In our pursuit of overall operational excellence (OOE) and overall equipment effectiveness (OEE), we utilize many tools to define the past and present conditions to project future conditions. These tools include, but are not limited to, root cause failure analysis, data trending, and statistical analysis.
• Root Cause Failure Analysis | The Inframark philosophy is to proactively predict and/or avoid failure event(s) to optimize the cost of asset ownership. If an asset loses efficiency or effectiveness, or is failure prone, a root cause failure analysis (RCA) can be performed to determine the primary and contributing cause(s) and mode of failure. Although RCA is frequently conducted after a failure event, we attempt to do this work prior to a failure event. Many factors are considered when conducting an RCA including human, physical, design, and administrative factors. Data developed from the RCA can determine what can be done to predict and/or prevent future failures. Inframark approaches RCA from a holistic and strategic perspective. We prioritize safety, cost effectiveness, efficiency, reliability, and the long-term goals of our clients. RCA is one of several tools used to establish and maintain positive process control involving maintenance and operations.
• Failure Mode and Effects Analysis | Many RCMP use failure mode and effects analysis (FMEA) to determine the likelihood of failure of a particular asset and the impact of failure on upstream and downstream processes. An FMEA involves an itemized listing of each potential failure mode of an asset, the conditions that would lead to a failure, and an evaluation of how critical the asset is to overall process performance. This technique allows maintenance managers and system operators to establish and refine the priority assigned to a specific asset.
• Consequences of the Failure | It is important to know what will happen if an asset fails or why (i.e., failure mode) as this has implications on workplace safety, regulatory compliance, Master Plan schedule and objectives, and workload. Knowing the difference between critical assets and those less integral to the overall process builds on FMEA and allows for ever increasing refinement of priorities.

Condition Assessment
During the Transition Phase, Inframark will conduct an asset inventory and document any observed out of service equipment. The asset inventory consists of two areas of focus: physical inventory and maintenance records. The comparison of these two records identifies and verifies equipment and systems listed in the CMMS. We will conduct a physical inventory of assets present in the system, horizontal, vertical, static, and rotating asset categories. During the physical inventory Inframark conducts a preliminary Tier 1 condition assessment of assets present at the facility as well as any assets temporarily removed from the facility for maintenance. Some of the data collected during physical inventory includes:
• Equipment nameplate data such as OEM, supplier, model, and serial numbers. • Manufacturer’s equipment maintenance references, spare-parts information, and special tool requirements. • Asset maintenance history.
• General asset condition based on age, design life, maintenance history, and visual and audio operating conditions.

Once the physical inventory, preliminary condition assessment, and maintenance records review are complete, assets identified as presenting concern will be identified and scheduled for a more detailed condition assessment.

5. TECHNICAL APPROACH
58 Outlined below are some of the methods that will be used in the detailed Tier 2 condition assessment:
• Infrared and Thermographic Imaging | Inframark utilizes IR/TG imagery as both a screening tool as well as an analytical tool. As a screening tool, IR/TG will identify assets of immediate concern during an initial inventory. As an analytical tool, the IR/TG imagery will be used to identify specific areas of concern and as a diagnostic tool to pinpoint a specific issue. • Vibration Analysis | Inframark utilizes two levels of vibration analysis to identify, prioritize, and evaluate assets. During transition, our preliminary inventory will utilize Tier 1 visual observation and tactile sensory protocol to identify assets that require immediate and detailed Tier 2 evaluation. During a Tier 2 evaluation, depending on the severity of imbalance or misalignment, Inframark has the capability to deploy multi-axial electronic vibration analysis data collection instrumentation to pinpoint specific issues. We utilize multi-axial data collection to provide harmonic and long-term composite wave form analysis, especially where assets are not meeting OEM performance parameters. • Electrical Motor Performance and Efficiency Analysis | We conduct this analysis on all mission-critical electrical motor-powered equipment in the facility. Inframark self-performs this task with some repairs requiring subcontractors. • Motor Circuit Analysis | The electrical assessment includes a motor circuit analysis that analyzes all the characteristics of the windings and supply cables. Impedance, inductance, capacitance, resistance, phase angle, and current frequency are analyzed to indicate a potential problem before it actually fails. Inframark self-performs this task with some repairs requiring subcontractors. • Flow and Pressure Data Analysis | We use this SCADA system data to evaluate the asset’s condition and efficiency and effectiveness within the process it operates. We may also utilize portable flow and pressure meters where SCADA instrumentation is not available to collect data.
• Laser Alignment | Inframark can utilize laser alignment as both a screening tool and maintenance tool to ensure correct alignment of rotating equipment connections, and other applications. • Asset Specific Analytical Tools and Methods | This typically applies to calibration of instrumentation, telemetry, software, electronic devices, and electrical controls but can include other asset categories as present at the facility. Inframark can utilize our in-house electrical and electronic subsidiaries to conduct this work or partner with existing local service providers.

Once assets are evaluated, they are assigned a condition status. An asset’s condition is graded as follows:

GREEN
YELLOW
RED
The asset’s condition is good and exhibits little or no diminished performance. The work order evaluation process for assets in good condition tends to be shorter and in less depth. Inframark typically focuses on identifying required changes in the frequency of maintenance and condition assessments.

The asset’s condition shows some degradation, and the asset exhibits some diminished performance.

We conduct an in-depth work order evaluation process for assets in fair condition. There is significant opportunity to optimize the lifecycle costs of assets at this condition stage, and we focus on restoring the asset’s condition to “green” and maintaining that condition.

The asset’s condition shows significant degradation, and it exhibits significantly diminished performance and is rapidly reaching (or has reached) the end of its useful service life. We focus on identifying insights from the asset and applying those insights to selecting the replacement asset and the development of the replacement asset’s operating strategy. We also evaluate the need for changes in the system process and the engineered design of the asset.

5. TECHNICAL APPROACH
59 Following inventory verification, condition assessment, and condition assignment, an asset is considered validated in our maintenance and asset management system. The lifecycle of the asset is now tracked using continuous condition monitoring, lifecycle analysis, efficiency and effectiveness, and financial benefit.

Following the initial year of work at the facility, a more advanced matrix-based condition assessment risk management system is developed that allows us to refine our risk management focus and financial planning. This program allows us to translate risk factors into an actionable management plan for the City.

Inframark uses a monitoring and feedback loop to optimize the total cost of ownership of the asset. The flow chart below depicts our approach: We use the service factor to adjust the expected service life either up or down for the asset’s specific operating environment. This process ensures we do not over maintain or under maintain your assets. We can also manage potential risks associated with underperforming assets and/or potential asset failure.

Asset
Listing
Expected
Service Life
Service
Factor
Budgeted
Capital
Replacement
Remaining
Service Life
Date
Installed
Normal
Operations
Operations
Monitoring
Condition
Management
Condition
Increased Test
Frequency
Condition
Condition
Assessment
Condition Work Order
Condition
Condition
Monitoring

5. TECHNICAL APPROACH
60 Translating Risk Identification into an
Actionable Management Plan
In combination with asset condition assessment and
maintenance data, Inframark uses Failure Mode Effects Analysis (FMEA) to identify and quantify sources of risk at both an asset and process level, for both operations and maintenance.

This allows us to prioritize needs, develop risk management strategies and successfully implement those strategies.

We then use reliability-centered maintenance and reliability support tools to develop optimal asset management strategies, including proactive maintenance, operations, and capital improvements to manage priority risks. This results in a longterm operations and maintenance strategy that:
• Manages risk of safety related events.
• Proactively manages sources of systematic risk.
• Increases overall system reliability.
• Decreases reactive maintenance and unplanned system downtime. • Minimizes the cost of operations.
• Decreases risk of compliance issues.

Our approach also establishes a clear, transparent, and effective strategy for optimizing system operating and capital budgets based on compliance with documented service level requirements.

The key concepts of our plan include:
• A prioritized system and listing of equipment identification which includes an evaluation of the risks and costs associated with performance failure.
• The use of predictive maintenance technology and tools to perform, track and trend the actual condition of critical mechanical and electrical equipment.
• The identification of critical performance monitoring criteria to ensure that maintenance and capital replacement activities are continuously and optimally focused. This is essential in the dynamic operating environment of water, stormwater, and wastewater systems.

Inframark will utilize this information to develop and provide a multi-year schedule for repairing and replacing equipment, in concert with the Master Plan. Our plan documents the lifecycle state and performance requirements. This is a function of the original installation date, the original longevity, the operating environment, and the appropriateness of the specific equipment type for the installation. This data is weighted against the actual condition of the equipment as measured by the various applicable condition assessment tools.

WE HAVE DEVELOPED AND CULTIVATED

OUR PREVENTIVE MAINTENANCE
APPROACH OVER OUR 40-YEAR HISTORY.

WE IMPLEMENT IT AT EVERY INFRAMARK
PROJECT NATIONWIDE. WE CONTINUALLY
IMPROVE IT WITH THE MOST CUTTINGEDGE TECHNOLOGIES AND EXPERTBACKED UPGRADES. OUR APPROACH HAS PROVED SUCCESSFUL TIME AFTER TIME.

5. TECHNICAL APPROACH
Capital Repair and Replacement Process
We will provide the City with an annual Repair and Replacement Forecast, which will aid in yearly budgeting and allow the City to plan for large capital project expenditures and future growth. We generate the Repair and Replacement Plan using condition data, rebuild and replace data, and the plan provides line-item costs for each piece of equipment by the year it will be repaired or replaced.

The total capital Repair and Replacement budget requirements allow management to consider:

1. The adequacy of current cash reserves to fully or partially fund capital requirements.

2. The potential need to issue debt and grouping of capital budget years to determine the recommended size of the issuance.

3. The financial and operational impact of deferring capital rehabilitation and replacement projects.

The Repair and Replacement Forecast generates a 5- and 10-year capital improvement plan of suggested capital improvements based on the risk matrix that will be reviewed annually and adjusted as changing conditions dictate. While developing the Forecast, Inframark will evaluate the cost of replacement versus repair of assets and make a recommendation based on the best value.

Utilizing the Forecast, we will assist the City in achieving their goals and making decisions for planning and executing capital projects.

We will regularly discuss prioritizations of the five-year capital repair-and-replacement plan with the City. Priorities of suggested capital repairs or replacements are based on the risk matrix, which is annually reviewed and adjusted as conditions change. The capital planning matrix provides valuable information to help the City make decisions for planning capital expenditures.
61 5. TECHNICAL APPROACH
62 HEALTH AND SAFETY COMPLIANCE
Health and safety is our number one priority. Inframark’s safety compliance programs have been recognized as some of the most robust programs in our industry, and we work relentlessly to protect our employees, our partners, the public, and the environment. Our Quest for Excellence with regards to safety are evidenced by:
 Our 0.57 Experience Modification Rating
 Our 0.07 Lost Time Incident Rate, 80% lower than industry average  Our consistent ability to out perform the industry averages for Lost Time Incident Rate, Total Recordable Rate, and Days Away, Job Transfer or Restriction.

Inframark far
exceeds industry
average and is
continuously
showing year
over year
improvement.

Total Recordable Rate (TRIR)
Inframark NAICS 2213 Industry Average
2023 1.75 Not Available
2022 1.87 5.4
2021 2.73 4.9
2020 2.62 3.3
Lost Time Incident Rate (LTIR)
Inframark NAICS 2213 Industry Average
2023 0.07 Not Available
2022 0.55 2.1
2021 0.73 1.7
2020 0.68 1.2
Days Away, Job Transfer, or Restriction (DART)
Inframark NAICS 2213 Industry Average
2023 1.04 Not Available
2022 1.10 2.8
2021 1.49 2.9
2020 1.73 2.1
Experience Modification Rating
2023 0.57
2022 0.61
2021 0.63
85% LOWER
LOST TIME incidents
compared to water and wastewater systems operational average

WHICH TRANSLATES INTO

OF SAFETY TRAINING PER EMPLOYEE

WE ANNUALLY OFFER

NO LESS THAN
64 SAFETY

RELATED TRAINING OPPORTUNITIES

20.7 ANNUAL
HOURS

SAFETY BY THE NUMBERS

EXCELLENT
FAIR
POOR

0.57 0.0

0.75 1.0

EXCELLENT EMR SAFETY RATING

5. TECHNICAL APPROACH
63 ENVIRONMENTAL COMPLIANCE
We place the highest level of importance on managing regulatory compliance and have invested significant resources to ensure that procedures, tools, and technology are in place to meet these requirements. Our experienced compliance team tracks current and future regulatory requirements, analyzes results and trends, and provides direction and recommendations that enable our projects to comply with applicable permits and regulations.

Our compliance program is built around the following core principles:
• Implementing internal performance standards that set high level expectations on specific topics in health, safety, and compliance. These performance standards address regulatory requirements, key controls, and best practices, and are designed to generate awareness and drive consistency across the organization. • Clearly communicating expectations and providing training so those expectations are understood. • Creating a culture of transparency that encourages managers to reach out for assistance to resolve potential compliance issues. • Striving for continuous improvement.

Our compliance assurance process supports those principles in the following ways:
• Our regional management team, technical specialists and other members of our management and compliance teams conduct onsite reviews of our projects.
• Our compliance team reviews all regulatory inspection reports and works with our project teams to identify and complete corrective actions as we collectively work with our clients to develop responses to any deficiencies.

PERMIT COMPLIANCE
Our high level of training, compliance oversight
and technical support equip us with the
resources necessary for exceptional compliance
at your facilities. As is common in the operations
industry, we occasionally deal with facilities that
exceeded certain limits of its permit parameters
due to equipment malfunctions, excessive flows
or loadings, or other circumstances. Even taking
those into account, we have achieved 99.9%
compliance with all regulatory requirements
at our facilities. During the transition,
Inframark will assemble our team of compliance
experts who will implement a comprehensive
compliance program that is continually
monitored after the transition date.

ANDREW MAI
Quality Technical
Director

BRADLEY DAVIS
Regional Laboratory
Manager

MYRA ZABEC
Corporate Laboratory
Director

MATT MILLER
Quality Assurance
Compliance

RIO VISTA COMPLIANCE TEAM

GENEVIEVE SPARKS
Regulatory
Compliance

5. TECHNICAL APPROACH
64 INFRAMARK HAS ACHIEVED 99.9%

COMPLIANCE WITH ALL REGULATORY

REQUIREMENTS AT OUR FACILITIES
Our experienced compliance team tracks current and
future regulatory requirements, analyzes results and
trends, and provides direction and recommendations
that enable our projects to comply with applicable
permits and regulations. Our record is exemplary in the municipal O&M industry.

Permit Compliance Approach
Inframark ensures compliance within the design criteria of the facilities, and we are proud of our record for serving our clients and doing the right thing. When we receive
notification that certain client facilities have exceeded limits of their permit parameters due to equipment
malfunctions, loading problems, or other circumstances, we quickly engage with our clients to discuss the issues and work together to develop solutions. In instances where operator error is the cause, we rightly accept responsibility and promptly take appropriate corrective action both to regain compliance and prevent future occurrences.

Permit Reviews and
Regulatory Guidance
Our compliance team actively monitors key federal and
state regulations by participating in national industry associations, like the American Water Works Association (AWWA) and Water Environment Federation (WEF), and
engaging on legal and regulatory committees. We stay
informed on new and pending regulations through ongoing research, webinars, training, and U.S. EPA and state
regulatory alerts. We promptly share regulatory updates with our managers and provide clients with insights on
upcoming changes. We are closely tracking proposed perand polyfluoroalkyl substances (PFAS) regulations at both the federal and state levels to prepare for compliance challenges.

Our technical support and compliance teams also stay ahead of treatment technology developments to address operational challenges from evolving regulations. Our central compliance team reviews regulations and permits, guiding project managers in understanding and complying with requirements. Draft and renewal permits are thoroughly reviewed, with changes discussed directly with project managers.

Inframark maintains proactive relationships with regulatory authorities to stay compliant with all permits and regulations while fostering trust through open and transparent communication.

Compliance Training
Additionally, Inframark provides all employees with compliance training that emphasizes their responsibility to act with honesty, transparency, and integrity. We provide training on key topics, such as representative sampling so that all managers and employees fully understand the requirements and expectations in an industry where we self-monitor and self-report the data that determines compliance.

5. TECHNICAL APPROACH
65 COMMUNITY OUTREACH AND

ENGAGEMENT
Inframark firmly believes that becoming involved in the communities we serve adds a valuable dimension to
our ability to understand the clients’ needs to enhance the services we deliver. We approach our O&M services
with a commitment to community involvement and
positive public outreach. Our approach includes
effective community relations and public education
programs designed to cultivate open communication
and collaboration. We aim to give back to communities in which we operate through knowledge sharing and support.

Within the Communities in
Which We Operate
For every Inframark project, we go beyond the transaction of business and become contributing members in our
partners’ communities by implementing meaningful
community affairs programs to support education,
scholarships, internships, workforce development,
community events, at-risk youth, fixed income families, seniors, churches, environmental stewardship, and
community-based organizations. We immerse ourselves
in the community we serve and will bring to bear our time and talent as a contributing member of society.

Participating in a variety of community based activities makes a tremendous impact on the quality of life for
its residents. Inframark has a long history of being an outstanding corporate citizen and making community
involvement a priority. We participate and support
local economic development councils and community
public service groups whenever the opportunity arises.

Our employees are also active in the communities in
which they work and live. We are committed to making a
difference by lending a helping hand wherever it is needed.

ELEMENTARY SCHOOL IN

HUNTINGTON PARK, CA
Inframark worked with the school district of Huntington Park, California, to present to the student body and
staff of Middleton Street Elementary School on the
importance of water conservation in their community.

The presentation, which featured graphics and fictional characters, captured the attention of the students and
elicited an engaging dialogue on the various actions that can be taken to conserve water.

Inframark has operated and managed the water
distribution needs of the Huntington Park community
since 1992. The Huntington Park Operations team has
built a reputation for reliability, quality of service, and commitment to the community.

TONY JOHNSON |
As Vice President of Community
Engagement, Tony will collaborate
with the City and key stakeholders
on an as-needed basis, to drive
long-term community engagement.

5. TECHNICAL APPROACH
66 Additional Examples of Inframark’s Meaningful Community Involvement

BURBANK, CALIFORNIA
We recently had the pleasure of hosting a cookout with our new partner, the City of Burbank, California, to celebrate our growing collaboration and to recognize our incredible onsite crew. This gathering was a fantastic opportunity to connect with the team and show some OneTeam appreciation for all of the hard work that has gone into ensuring a smooth transition.

Reflecting on the progress so far, Linda Martinez, our Regional Director, shared, “Inframark assumed the operation and maintenance of the Burbank Water Reclamation Plant and associated facilities in early July. The team has done an outstanding job during this transition, and the energy around our Quest for Excellence is truly inspiring. We are excited about the journey ahead with Burbank and are committed to delivering our proven expertise, innovative technologies, and exceptional service for the community.”

HOUSTON, TEXAS
Our Automation and Intelligence (A&I) division recently exemplified the true spirit of teamwork and community service as theyvolunteered at the Houston Food Bank. Our colleagues for led participation and contributed their time and effort to prepare “Backpack Buddy” bags, a vital resource for children facing food insecurity.

With teamwork, our OneTeam members, joined forces with fellow volunteers to pack 31 pallets of these essential food supplies. This collective endeavor underscores our ongoing commitment to our communities and our dedication to serving those in need.

BRIDGEPORT, CONNECTICUT
When Inframark partners with a client, we look at ways to extend our support, focusing on how we can engage with and invest in the local community. That’s why we are so pleased to announce our commitment to supporting education through a new scholarship initiative in Bridgeport, CT – where we operate and maintain the wastewater treatment facilities. This program provides four scholarships to selected students at each of Bridgeport’s four high schools: Aquaculture, Bassick, Harding, and Central.

LA VERGNE, TENNESSEE
We are proud to have sponsored and participated in the La Vergne, Tennessee, Fall Festival, an annual celebration that unites the local community and offers our team to show our support. Since 2019, Inframark has supported this event, allowing our colleagues a chance to connect personally with the residents we serve. Our booth, staffed by dedicated employees, who operate the La Vergne Water Treatment Plant, provided festival-goers with Inframark goodies and water.

6. PRICING

6. PRICING
67 INFRAMARK’S PRICE PROPOSAL
Inframark has developed our cost proposal based on the services outlined in the Scope of Services Overview. The costs have been allocated to the Beach Wastewater Treatment Plant (WWTP), the Northwest WWTP, and the ten lift stations. Our proposal includes staffing costs and related expenses such as supplies, vehicles, insurance, and a capital account fund for maintenance supplies.

Additionally, in our Value and Innovation section, we present our planned investment for minor improvements at the Beach WWTP. These improvements aim to enhance operational controls to address high pH influent levels and reduce chemical costs for disinfection. Based on responses from the RFP, Q&A, and Addendum, Inframark assumes responsibility for working with the City to procure all external services, including sludge hauling, chemicals, repair and replacement, and laboratory parts. We also anticipate that expenses related to onsite laboratory supplies and a small maintenance fund will be included in our service fee, as these are routine purchases that staff can easily manage using P-cards.

Furthermore, Inframark will collaborate with the City to explore whether other external services, such as chemicals, pump repairs, and laboratory equipment calibrations, can be procured more efficiently and included in the final agreement. For pass-through expenses negotiated as part of our agreement, Inframark will handle all procurement and apply a 15% markup on each invoice.

The budget presented below is for Year One of the agreement, beginning January 1, 2025. The RFP requested that contractors propose an annual escalator. Since a majority of the costs associated with the scope are labor-related, Inframark proposes the following proportional annual cost escalator:
• 60%: Employment Cost Index (ECI) – Nationally published rate by the Bureau of Labor Statistics • 40%: Consumer Price Index (CPI) – Local CPI for San Francisco/Oakland/San Jose area published by the Bureau of Labor Statistics Please note that the labor expenses include fully burdened labor costs, benefits, overhead, and additional expenses to comply with prevailing wage requirements as directed in the RFP. Inframark has established estimates for prevailing wage costs across several labor categories, primarily related to the preventive maintenance activities necessary to manage Rio Vista’s wastewater infrastructure.

Beach WWTP Northwest WWTP Lift Stations SUBTOTAL
Labor $664,824 $689,018 $152,025 $1,505,866
Vehicle Expenses $8,292 $8,292 $11,013 $27,597
Travel/Training/Certifications $5,420 $5,387 $1,270 $12,077 Office Supplies/Postage $14,798 $14,869 $787 $30,454
GL/Auto Liability Coverage $13,430 $13,947 $4,130 $31,506 Communications $1,902 $1,902 $476 $4,280
Uniforms/PPE $3,939 $3,784 $554 $8,277
Onsite Laboratory Supplies $19,032 $19,077 $22 $38,131
Maintenance Supplies/Tools $14,849 $21,140 $7,802 $43,791 Network, Laptops, Vehicle Purchases $19,663 $20,984 $8,785 $49,432 TOTAL COST $766,148 $798,401 $186,862 $1,751,411

APPENDIX
- EXCEPTIONS
- RESPONSIBILITY
- EXHIBIT D
- KEY RESUMES
i
A. APPENDIX

EXCEPTIONS
Inframark’s proposal and all prices quoted are subject to the successful negotiation and execution of a mutually acceptable service agreement. If selected as your long-term partner, we believe we have the flexibility and openness needed to meet the needs of the citizens of the City of Rio Vista. While Inframark foresees no difficulties working with the City to come to final terms, it is our intent that upon selection, we will work closely together to develop an accurate, fair, and mutually acceptable agreement that aligns with industry standards. Items within the Terms and Conditions of the Agreement that was included as Attachment C to the RFP that Inframark would like to discuss upon selection include, but are not limited to:
• Inframark would like to discuss adding risk management provisions that provide a reasonable limitation on Inframark’s overall liability that also provides the City with robust and adequate protections, waive indirect and consequential damage liability for each party, and identify each party’s responsibilities for cyber security issues. To address this exception, Inframark proposes adding a provision where Inframark’s liability is limited to insurance coverages or a multiplier of the annual fee and notes, a providing waiving liability for indirect and consequential damages, and a provision providing that Inframark is responsible for cyber security issues only when caused by our improper actions. • Inframark would like to discuss revising the indemnity provision so it is mutual and each party has protections from the other’s negligent acts or omissions or willful misconduct and has equal protections under the agreement. • Inframark would like to discuss the termination provisions to address termination for convenience and cure periods for non-performance. As your long-term partner, Inframark prefers a more binding term to preserve that partnership since we make significant investments in our project. We would like to increase the cure period for non-performance so there is a longer time period to remedy issues and make revisions to ensure Inframark remedies available for non-payment. • Inframark would like to discuss performance standards and instances where Inframark would be entitled to relief, such as change in laws, water characteristics that cannot be treated within the facility design, and other events beyond our reasonable control. While Inframark would make its best reasonable efforts to perform as required, we would like to add a provision so relief is granted where such unforeseen and unpredictable events may occur.

We would like to discuss these provisions and other items within the Terms and Conditions of the Agreement that was included as Attachment C to the RFP to ensure we have a mutually agreeable and consistent final agreement. ii
A. APPENDIX

RESPONSIBILITY
Defaulted on a Contract
With the exception of our contract for operation and maintenance of our contract with the City of Houston for operation of their Greater Northeast Houston Wastewater Treatment System, which was terminated in March of 2023 for an alleged default that Inframark disputes, Inframark has not had an agreement for contract operation and maintenance services performed by its O&M Division terminated for default in the last 5 years. Upon request, Inframark can provide additional information on this terminated contract.

Any Claim or Legal Action Field in Court or Arbitration in Last 5 Years As can be expected for a company of Inframark’s size, with hundreds of contracts and the responsibility for serving hundreds of communities, Inframark has been involved in lawsuit concerning Inframark’s operation and maintenance services. Inframark has been, and is currently, involved in litigation of various types and many such actions are not materially relevant to Inframark’s ability to provide the services described herein (ex – actions related to worker’s compensation benefits, employment issues, or automobile accidents). In the last 5 years, Inframark has not had a claim or legal action filed in a court of arbitration against it related to its contract operation and maintenance services performed by its O&M Division. If the City would like additional information on Inframark’s litigation history, Inframark is willing to provide any such confidential information upon request.

Suspended or Debarred by Any Government Agency
Inframark, LLC has not been suspended or debarred by any government agency in the last 10 years.

Current Credit Rating from Dun & Bradstreet, Supplier Qualifier Report Please find Inframark’s current credit rating from Dun & Bradstreet, Supplier Qualifier Report, on the following pages.

Summary Currency: USD
Printed By:Angela M Benavidez
Date Printed:09/13/2024

LIVE REPORT

ACTIVE HEADQUARTERS

INFRAMARK, LLC
Tradestyle(s): ESG OPERATIONS
D-U-N-S Number: 79-110-6651
Phone: +1 281 578 4200
Address: 2002 W Grand Pkwy N #100, Katy, TX, 77449, United States Of America Endorsement: [email protected]
Exclude from Portfolio Insight: No
Folders: All Companies
KEY DATA ELEMENTS (Formerly: SCORE BAR)
KDE Name Current Status Details
PAYDEX®

61 22 Days Beyond Terms
Delinquency Score 
57 Moderate Risk of severe
payment delinquency.

Failure Score

27 Moderate to High Risk of
severe financial stress.

D&B Viability Rating 5 7 B H View More Details
Bankruptcy Found  No
D&B Rating 1R3 10 employees and over,
Moderate Risk
COMPANY PROFILE 

D-U-N-S
79-110-6651
Legal Form
Unknown
History Record
Clear
Date Incorporated
06/23/2017
State of Incorporation
TEXAS
Ownership
Not publicly traded
Mailing Address

UNITED STATES
Telephone
+1 281 578 4200
Present Control Succeeded
2020
Employees
1,400(150 here)
Age (Year Started)
42Years(1983)
Named Principal
Stephane Bouvier, CEO
Line of Business
Management services
SIC
8741
NAICS
561110
Street Address:
2002 W Grand Pkwy N #100,
Katy, TX, 77449,
United States Of America

HIGH MODERATE-HIGH MODERATE LOW-MODERATE LOW
Dun & Bradstreet thinks...

MAXIMUM CREDIT RECOMMENDATION
236,000 (USD)
The recommended limit is based on a moderately low probability of severe delinquency.

Viability Score
Data Depth Indicator
OVERALL BUSINESS RISK 
Overall assessment of this organization over the next 12 months: Some-Stability-Concerns Based on the predicted risk of business discontinuation: Moderately Higher Than Average Risk Of Financial Stress Discontinued Operations Or Business Inactivity
Based on the predicted risk of severely delinquent payments: Moderate Potential For Severely Delinquent Payments D&B MAX CREDIT RECOMMENDATION 
FAILURE SCORE  (Formerly Financial Stress Score)
Company's Risk Level

MODERATE-HIGH
Probability of failure over the next 12 months

0.55 %
27 High Risk (1) Low Risk (100)
Past 12 Months
Low Risk
High Risk
DELINQUENCY SCORE  (Formerly Commercial Credit Score)
Company's Risk Level

MODERATE
Probability of delinquency over the next 12 months

5.16 %
57 High Risk (1) Low Risk (100)
Past 12 Months
Low Risk
High Risk
VIABILITY RATING SUMMARY 
5 High Risk (9) Low Risk (1)
Portfolio Comparison
This Company Industry Benchmark

No SBRI Origination Score data is currently available.

B
Descriptive (G) Predictive (A)
7 High Risk (9) Low Risk (1)
Financial Data Unavailable
Trade Payments Available: 3+Trade
Company Size Large: Employees:50+ or Sales:
$500K+
Years in Business Young
D&B PAYDEX® 
61 High Risk (1) Low Risk (100)
22 days beyond terms
Past 24 Months
Low Risk
High Risk
D&B PAYDEX - 3 MONTHS 
62 High Risk (1) Low Risk (100)
21 days beyond terms
PAYDEX® TREND CHART 

SBRI ORIGINATION
D&B RATING 
Total Amount Current and Past Due -
Current 1-30 days 31-60 days 61+ days
Current Rating as of 01/30/2024
Employee Size
1R : 10 employees and over
Risk Indicator
3 : Moderate Risk
Events Occurrences Last Filed
Bankruptcies 0 -
Judgements 0 -
Liens 0 -
Suits 0 -
UCC 15 08/06/2024

LEGAL EVENTS
DETAILED TRADE RISK INSIGHT™
Days Beyond Terms
10 Days
3 Months
From Jul-24 to Sep-24
10 High Risk (120+) Low Risk (0)
Dollar-weighted average of 43 payment experiences reported from 30 companies.

Recent Derogatory Events
Status Jul-24 Aug-24 Sep-24
Placed for Collection _ _ _
Bad Debt Written Off _ _ _
DETAILED TRADE RISK INSIGHT™ 13 MONTH TREND
Sep-23
Oct-23
Nov-23
Dec-23
Jan-24
Feb-24
Mar-24
Apr-24
May-24
Jun-24
Jul-24
Aug-24
500,000
0 954,636

No Data Available

FINANCIAL OVERVIEW - BALANCE SHEET
Highest Past Due:
100,000
Highest Now O
wing
250,000
Total Trade Exp
eriences
132
Largest High C
redit
400,000

TRADE PAYMENTS

No Data Available

FINANCIAL OVERVIEW - PROFIT AND LOSS

OWNERSHIP
Subsidiaries
2 Branches
53 Total Members
58 This company is a Global Ultimate, Domestic Ultimate, Headquarters, Parent.

Global Ultimate Domestic Ultimate
Name Inframark, LLC Inframark, LLC
Country United States United States
D-U-N-S 79-110-6651 79-110-6651
Others - -

No Data Available

FINANCIAL OVERVIEW - KEY BUSINESS RATIOS

There are no alerts for this D-U-N-S Number.

ALERTS 

No Data Available

No stock performance data is available for this D-U-N-S Number. 
No notes is available for this D-U-N-S Number.

Totals
-
Total Outstanding
-
Approved Credit Limit
-
Credit Limit Utilization
-
Total Past Due
-
Account Level Detail
Account Name Total Outstanding Approved Credit Limit Credit Limit Utilization Total Past Due Folders 
NEWS

COUNTRY/REGIONAL INSIGHT
United States Of America
The US Fed is close to lowering its interest rates to support the economy and businesses; a softer-than-expected labour market in July raises reasons for caution, but we still expect a soft landing.

Risk Category
LOW
High Risk Low Risk
Available Reports
Country Insight Report (CIR) 
Current Publication Date: 08/19/2024
Country Insight Snapshot (CIS) 
Current Publication Date: 08/19/2024

STOCK PERFORMANCE
NOTES
Add Note

ALL ACCOUNTS
There are currently no account associated with this D-U-N-S.

Upload account or create an account to view summary.

The scores and ratings included in this report are designed as a tool to assist the user in making their own credit related decisions, and should be used as part of a balanced and complete assessment relying on the knowledge and expertise of the reader, and where appropriate on other information sources. The score and rating models are developed using statistical analysis in order to generate a prediction of future events.

Dun & Bradstreet monitors the performance of thousands of businesses in order to identify characteristics common to specific business events.

These characteristics are weighted by significance to form rules within its models that identify other businesses with similar characteristics in order to provide a score or rating.

Dun & Bradstreet's scores and ratings are not a statement of what will happen, but an indication of what is more likely to happen based on previous experience. Though Dun & Bradstreet uses extensive procedures to maintain the quality of its information, Dun & Bradstreet cannot guarantee that it is accurate, complete or timely, and this may affect the included scores and ratings. Your use of this report is subject to applicable law, and to the terms of your agreement with Dun & Bradstreet.

Detailed Trade Risk Insight™
Detailed Trade Risk Insight provides detailed updates on over 1.5 billion commercial trade experiences collected from more than 260 million unique supplier/purchaser relationships.

No Derogatory trade Event has been reported on this company for the past 13 Months Status Sep-23 Oct-23 Nov-23 Dec-23 Jan-24 Feb-24 Mar-24 Apr-24 May-24 Jun-24 Jul-24 Aug-24 Sep-24 Total 618,288 954,636 836,772 557,343 516,741 680,406 601,430 439,527 922,472 924,121 489,370 442,093 441,048 Current 497,922 741,349 551,613 365,555 359,243 483,299 255,274 260,810 531,618 508,861 297,882 388,580 388,580 1-30 Days Past Due 69,787 92,791 237,161 152,967 10,233 50,388 189,071 52,708 259,552 274,573 63,013 26,030 26,030 31-60 Days Past Due 35,360 84,567 7,743 4,806 109,390 806 10,998 102,707 102,863 107,375 100,025 8,591 7,546 61-90 Days Past Due 10,939 2,651 9,727 2,765 4,453 108,961 377 8,341 8,935 12,820 7,917 7,056 7,056 91+ Days Past Due 4,280 33,278 30,528 31,250 33,422 36,952 145,710 14,961 19,504 20,492 20,533 11,836 11,836 Risk Assessment
PEOPLE
Current Principals
0 New Appointments
0 Resignations
0 Closures
0 Currency: All figures in USD unless otherwise stated
DAYS BEYOND TERMS - PAST 3 & 12 MONTHS
3 Monthsof Jul-24 to Sep-24
Days Beyond Terms :10 Days
Dollar-weighted average of43
payment experiences reported from30companies.
10 High Risk (150) Low Risk (0)
12 monthsof Oct-23 to Sep-24
Days Beyond Terms :8 Days
Dollar-weighted average of128
payment experiences reported from68companies.
8 High Risk (150) Low Risk (0)
DEROGATORY EVENTS LAST 13 MONTHS FROM SEP-23 TO SEP-24
TOTAL AMOUNT CURRENT AND PAST DUE - 13 MONTH TREND FROM SEP-23 TO SEP-24 Sep-23
Oct-23
Nov-23
Dec-23
Jan-24
Feb-24
Mar-24
Apr-24
May-24
Jun-24
Jul-24
Aug-24
Sep-24
500,000
0 954,636
LEGEND
Current
1-30 days
31-60 days
61-90 days
91+ days
Currency: All figures in USD unless otherwise stated
The D&B Viability Rating uses D&B's proprietary analytics to compare the most predictive business risk indicators and deliver a highly reliable assessment of the probability that a company will go out of business, become dormant/inactive, or file for bankruptcy/insolvency within the next 12 months. The D&B Viability Rating is made up of 4 components:

D&B RISK ASSESSMENT
HIGH MODERATEHIGH MODERATE LOWMODERATE LOW

OVERALL BUSINESS RISK
Dun & Bradstreet thinks...

Overall assessment of this organization over the next 12 months: SOME-STABILITY-CONCERNS Based on the predicted risk of business discontinuation: MODERATELY HIGHER THAN AVERAGE

RISK OF FINANCIAL STRESS DISCONTINUED OPERATIONS OR BUSINESS INACTIVITY Based on the predicted risk of severely delinquent payments: MODERATE POTENTIAL FOR

SEVERELY DELINQUENT PAYMENTS

MAXIMUM CREDIT RECOMMENDATION
236,000 (USD)
The recommended limit is based on a moderately
low probability of severe delinquency.

D&B VIABILITY RATING SUMMARY
Viability Score
Compared to All US Businesses within the D&B
Database:

Level of Risk:Low Risk
Businesses ranked 5 have a probability of becoming no
longer viable: 7 %
Percentage of businesses ranked 5: 14 %
Across all US businesses, the average probability of
becoming no longer viable:14 %
5 High Risk (9) Low Risk (1)
Portfolio Comparison
Compared to All US Businesses within the same
MODEL SEGMENT:

Model Segment :Established Trade Payments
Level of Risk:Moderate-High Risk
Businesses ranked 7 within this model segment have a
probability of becoming no longer viable: 7 %
Percentage of businesses ranked 7 with this model
segment: 14 %
Within this model segment, the average probability of
becoming no longer viable:5 %
7 High Risk (9) Low Risk (1)
Data Depth Indicator
Data Depth Indicator:

Rich Firmographics
Extensive Commercial Trading Activity
Basic Financial Attributes
Greater data depth can increase the precision of the D&B Viability Rating assessment.

To help improve the current data depth of this company, you can ask D&B to make a personalized request to this
company on your behalf to obtain its latest financial
information. To make the request, click the link below. Note, the company must be saved to a folder before the request can be made.

Request Financial Statements
Reference the FINANCIALS tab for this company to monitor the status of your request.

B
Descriptive (G) Predictive (A)
Company Profile:

Company Profile Details:

Financial Data: False
Trade Payments: Available: 3+Trade
Company Size: Large: Employees:50+ or Sales:
$500K+
Years in Business: Young: <5
H
Financial
Data
False
Trade
Payments
Available:
3+Trade
Company
Size
Large
Years in
Business
Young
Business and Industry Trends
FAILURE SCORE Industry Median Quartile
Proportion of past due balances to total amount owing
Higher risk industry based on delinquency rates for this industry Limited time under present management control
Proportion of slow payments in recent months
Business and Industry Trends

FAILURE SCORE FORMERLY FINANCIAL STRESS SCORE
27 High Risk (1) Low Risk (100)
Composite credit appraisal is rated fair
Low proportion of satisfactory payment experiences to total payment experiences
UCC Filings reported
High proportion of past due balances to total amount owing High number of enquiries to D&B over last 12 months
Limited time under present management control
Level of Risk
Moderate-High
Raw Score
1430
Probability of Failure

0.55 %
Average Probability of Failure for
Businesses in D&B Database

0.48 Class
4 BUSINESS AND INDUSTRY COMPARISON
Region (WEST
SOUTH

CENTRAL)
Industry

BUSINESS,

LEGAL AND

ENGINEERING
Employee
Size
Employee
range:(500-2300000)
Age Years in
Business:(3-5)
This Business
10 20
30 40
50 Average National Score
0 53
Selected Segments of Business Attributes
Norms National %
This Business 27
Region:(WEST SOUTH

CENTRAL)
33 Industry:BUSINESS, LEGAL AND ENGINEERING

SERVICES
37 Employee range:(500-2300000) 53
Years in Business:(3-5) 25

DELINQUENCY SCORE FORMERLY COMMERCIAL CREDIT SCORE
57 High Risk (1) Low Risk (100)
Level of Risk
Moderate
Raw Score
507
Probability of Delinquency

5.16 %
Compared to Businesses in D&B
Database

10.2 %
Class
3 DELINQUENCY SCORE Industry Median Quartile
Business and Industry Trends

BUSINESS AND INDUSTRY COMPARISON
Region (WEST
SOUTH

CENTRAL)
Industry

BUSINESS,

LEGAL AND

ENGINEERING
Employee
Size
Employee
range:(500-2768886)
Age Years in
Business:(3-5)
This Business
20 40
60 Average National Score
0 75
Selected Segments of Business Attributes
Norms National %
This Business 57
Region:(WEST SOUTH

CENTRAL)
35 Industry:BUSINESS, LEGAL AND ENGINEERING

SERVICES
35 Employee range:(500-2768886) 75
Years in Business:(3-5) 32

D&B PAYDEX
61 When weighted by amount, Payments to suppliers average 22 Days Beyond Terms
 High risk of late payment (Average 30 to 120 days beyond terms)  Medium risk of late payment (Average 30 days or less beyond terms)
 Low risk of late payment (Average prompt to 30+ days sooner) Industry Median: 75
Equals 8 Days Beyond Terms
High Risk (1) Low Risk (100)
D&B 3 MONTH PAYDEX
62 Based on payments collected 3 months ago.

When weighted by amount, Payments to suppliers average 21 days beyond terms
 High risk of late payment (Average 30 to 120 days beyond terms)  Medium risk of late payment (Average 30 days or less beyond terms)
 Low risk of late payment (Average prompt to 30+ days sooner) Industry Median: 75
Equals 8 Days Beyond Terms
High Risk (1) Low Risk (100)
8741 - Management services
PAYDEX Industry Lower Quartile Industry Median Quartile Industry Upper Quartile Trade Payments

D&B RATING
Current Rating as of 01/30/2024
Employee Size
1R : 10 employees and over
Risk Indicator
3 : Moderate Risk
Previous Rating
Employee Size
1R : 10 employees and over
Risk Indicator
4 : Higher than Average Risk
History since 01/12/2021
Date Applied D&B Rating
01/12/2021 1R4
Currency: All figures in USD unless otherwise stated
TRADE PAYMENTS SUMMARY (Based on 24 months of data)
Overall Payment Behaviour
22 Days Beyond Terms
% of Trade Within Terms
67%
Highest Past Due
100,000 (USD)
Highest Now Owing :
250,000 (USD)
Total Trade Experiences:
132
Largest High Credit :
400,000 (USD)
Average High Credit :
23,225 (USD)
Total Unfavorable Comments :
0 Largest High Credit:
0 (USD)
Total Placed in Collections:
0 Largest High Credit:
0 (USD)

D&B PAYDEX
61 When weighted by amount, Payments to suppliers average 22 Days Beyond Terms
 High risk of late payment (Average 30 to 120 days beyond terms)  Medium risk of late payment (Average 30 days or less beyond terms)
 Low risk of late payment (Average prompt to 30+ days sooner) Industry Median: 75
Equals 8 Days Beyond Terms
High Risk (1) Low Risk (100)
D&B 3 MONTH PAYDEX
62 Based on payments collected 3 months ago.

When weighted by amount, Payments to suppliers average 21 days beyond terms
 High risk of late payment (Average 30 to 120 days beyond terms)  Medium risk of late payment (Average 30 days or less beyond terms)
 Low risk of late payment (Average prompt to 30+ days sooner) Industry Median: 75
Equals 8 Days Beyond Terms
High Risk (1) Low Risk (100)
BUSINESS AND INDUSTRY TRENDS Based on 24 months of data 8741 - Management services
PAYDEX Industry Lower Quartile Industry Median Quartile Industry Upper Quartile Range of Credit Extended (US$) Number of Payment Experiences Total Value % Within Terms 100,000 & over 6 1,500,000 (USD) 30
50,000 - 99,999 3 200,000 (USD) 84
15,000 - 49,999 31 665,000 (USD) 71
5,000 - 14,999 19 130,000 (USD) 63
1,000 - 4,999 28 50,500 (USD) 60
Less than 1,000 23 9,350 (USD) 61
10/22 11/22 12/22 1/23 2/23 3/23 4/23 5/23 6/23 7/23 8/23 9/23 10/23 11/23 12/23 1/24 2/24 3/24 4/24 5/24 6/24 7/24 8/24 Current
2024
This
Business
73 73 73 73 74 72 73 72 70 70 69 69 68 68 68 68 68 65 65 65 64 63 63 61 Industry
Quartile
Upper - - 79 - - 79 - - 79 - - 79 - - 80 - - 80 - - 79 - - - Median - - 75 - - 75 - - 75 - - 75 - - 75 - - 75 - - 75 - - - Lower - - 65 - - 65 - - 65 - - 65 - - 66 - - 65 - - 66 - - - TRADE PAYMENTS BY CREDIT EXTENDED (Based on 12 months of data) TRADE PAYMENTS BY INDUSTRY (BASED ON 24 MONTHS OF DATA) Collapse All | Expand All
Industry Category Number of Payment
Experiences
Largest High Credit
(US$)
% Within Terms
(Expand to View)
1 - 30
Days
Late (%)
31 - 60
Days
Late (%)
61 - 90
Days
Late (%)
91 +
Days
Late (%)
14 - Mining and
Quarrying of Nonmetallic Minerals
except Fuels
1 500 50 0 50 0 0
1442 -
Gravel/sand mine
1 500 50 0 50 0 0
15 - Building
Construction -
General Contractors
and Operative
Builders
1 500 0 100 0 0 0
1542 -
Nonresident
builders
1 500 0 100 0 0 0
27 - Printing,
Publishing and
Allied Industries
1 250 0 0 0 100 0
2759 - Misc coml
printing
1 250 0 0 0 100 0
28 - Chemicals and
Allied Products
1 35,000 100 0 0 0 0
2819 - Mfg
inorganic chemcls
1 35,000 100 0 0 0 0
34 - Fabricated
Metal Products
except Machinery
and Transportation
Equipment
1 750 1000000
3491 - Mfg
industrial valves
1 750 1000000
35 - Industrial and
Commercial
Machinery and
Computer
Equipment
4 7,500 74 27000
3579 - Mfg misc office eqpt3 2,500 47 53000
3585 - Mfg
refrig/heat equip
1 7,500 1000000
36 - Electronic and
other electrical
equipment and
components except
computer
equipment
3 15,000 670 3300
3613 - Mfg
switchgearboards
1 15,000 1000000
3625 - Mfg
relays/controls
1 15,000 1000000
3648 - Mfg misc
light equip
1 5,0000 0 10000
38 - Measuring
Analyzing and
Controlling
Instruments;
Photographic
Medical and Optical
Goods; Watches and
Clocks
4 15,000 26 25 250 25
3823 - Mfg
process controls
3 15,000 51 49000
3861 - Mfg
photograph equip
1 50000 500 50
48 -
Communications
6 100,000 1000000
4813 - Telephone
communictns
5 100,000 1000000
4812 -
Radiotelephone
commun
1 20,000 1000000
49 - Electric, Gas
and Sanitary
Services
6 30,000 1000000
4911 - Electric
services
6 30,000 1000000
50 - Wholesale
Trade - Durable
Goods
35 400,000 32 31 2629
5084 - Whol
industrial equip
9 65,000 624 3400
5085 - Whol
industrial suppl
9 25,000 42 4800 10
5074 - Whol
plumb/hydronics
8 20,000 62 225 110
5063 - Whol
electrical equip
3 30,000 39 61000
5049 - Whol misc
profsn eqpt
3 5,000 160 7806
5082 - Whol
const/mine equip
2 5,0000 33 6700
5045 - Whol
computers/softwr
1 400,0000 5000 50
51 - Wholesale
Trade - Nondurable
Goods
11 300,000 42 57100
5169 - Whol
chemicals
9 300,000 76 22200
5162 - Whol
plastic material
1 7,500 50 50000
5112 - Whol office
supplies
1 750 0 100000
59 - Miscellaneous
Retail
2 1,000 75 25000
5943 - Ret
stationery
2 1,000 75 25000
60 - Depository
Institutions
2 400,000 0 100000
6021 - Natnl
commercial bank
2 400,000 0 100000
61 - Nondepository
Credit Institutions
4 7,500 54 40700
6159 - Misc
business credit
3 1,000 57 29 1400
6153 - Short-trm
busn credit
1 7,500 50 50000
73 - Business
Services
14 35,000 56 30 1130
7374 - Data
processing svcs
6 15,000 67 150 180
7363 - Help
supply service
3 30,000 55 45000
7359 - Misc
equipment rental
2 2,500 14 72 1400
7389 - Misc
business service
1 35,000 1000000
7361 -
Employment
agency
1 15,000 50 50000
7353 - Hvy const
eqpt rental
1 15,000 500 5000
83 - Social Services1 2,500 0 100000
8322 - Family
social service
1 2,500 0 100000
87 - Engineering
Accounting
Research
5 5,000 750000
Date of
Experience Payment Status
Selling
Terms
High Credit
(US$)
Now Owes
(US$)
Past Due
(US$)
Months Since Last
Sale
08/24 Pays Promptly - 0 0 0
Between 2 and 3
Months
08/24 Pays Promptly - 0 0 0
Between 2 and 3
Months
08/24 Pays Promptly - 200,000 90,000 0 1
08/24 Pays Promptly - 75,000 20,000 0 1
08/24 Pays Promptly N30 35,000 10,000 0 1
08/24 Pays Promptly - 35,000 35,000 0 1
08/24 Pays Promptly - 30,000 25,000 0 -
08/24 Pays Promptly - 30,000 30,000 0 1
08/24 Pays Promptly N30 25,000 25,000 1,000 1
08/24 Pays Promptly - 15,000 0 0 1
08/24 Pays Promptly - 15,000 0 0
Between 6 and 12
Months
08/24 Pays Promptly - 10,000 10,000 0 -
08/24 Pays Promptly - 7,500 7,500 0 1
08/24 Pays Promptly - 7,500 0 0
Between 2 and 3
Months
08/24 Pays Promptly - 7,500 0 0
Between 6 and 12
Months
08/24 Pays Promptly - 5,000 0 0
Between 4 and 5
Months
08/24 Pays Promptly Regular terms 2,500 2,500 0 1
08/24 Pays Promptly - 2,500 1,000 0 -
08/24 Pays Promptly - 2,500 0 0
Between 2 and 3
Months
Management and
Related Services
8741 -
Management
services
2 0 0 0 0 0 0
8721 - Accounting
services
1 5,000 100 0 0 0 0
8748 - Business
consulting
1 2,500 100 0 0 0 0
8734 - Testing
laboratory
1 1,000 100 0 0 0 0
91 - Executive
Legislative and
General
Government except
Finance
1 15,000 100 0 0 0 0
9199 - Misc
general gov't
1 15,000 100 0 0 0 0
93 - Public Finance
Taxation and
Monetary Policy
5 7,500 100 0 0 0 0
9311 - Public
finance
5 7,500 100 0 0 0 0
99 - Nonclassifiable
Establishments
7 100,000 24 7 2 67 0
9999 -
Nonclassified
7 100,000 24 7 2 67 0

TRADE LINES
Date of
Experience Payment Status
Selling
Terms
High Credit
(US$)
Now Owes
(US$)
Past Due
(US$)
Months Since Last
Sale
08/24 Pays Promptly - 2,500 0 0
Between 2 and 3
Months
08/24 Pays Promptly - 1,000 1,000 0 -
08/24 Pays Promptly - 1,000 0 0
Between 2 and 3
Months
08/24 Pays Promptly Regular terms 750 0 0
Between 2 and 3
Months
08/24 Pays Promptly Lease
Agreemnt 500 500 0 1
08/24 Pays Promptly - 500 0 0
Between 6 and 12
Months
08/24 Pays Promptly - 500 0 0
Between 6 and 12
Months
08/24 Pays Promptly N30 50 50 0 1
08/24 Pays Prompt to Slow
30+ - 300,000 250,000 50,000 1
08/24 Pays Prompt to Slow
30+ - 30,000 0 0
Between 2 and 3
Months
08/24 Pays Prompt to Slow
30+ - 20,000 0 0 1
08/24 Pays Prompt to Slow
30+ - 20,000 0 0
Between 2 and 3
Months
08/24 Pays Prompt to Slow
30+ - 15,000 0 0
Between 6 and 12
Months
08/24 Pays Prompt to Slow
30+ - 15,000 15,000 7,500 1
08/24 Pays Prompt to Slow
30+ - 15,000 0 0
Between 4 and 5
Months
08/24 Pays Prompt to Slow
30+ - 10,000 0 0 1
08/24 Pays Prompt to Slow
30+ N45 7,500 0 0
Between 6 and 12
Months
08/24 Pays Prompt to Slow
30+ - 5,000 0 0
Between 2 and 3
Months
08/24 Pays Prompt to Slow
30+
Lease
Agreemnt 1,000 750 0 1
08/24 Pays Prompt to Slow
30+ - 1,000 0 0
Between 6 and 12
Months
08/24 Pays Prompt to Slow
60+ - 35,000 0 0 1
08/24 Pays Prompt to Slow
60+ - 2,500 1,000 1,000 Between 2 and 3Months
08/24 Pays Prompt to Slow
60+ - 2,500 0 0
Between 4 and 5
Months
08/24 Pays Prompt to Slow
60+ - 500 250 250 Between 2 and 3Months
08/24 Pays Prompt to Slow
90+ - 15,000 0 0
Between 2 and 3
Months
08/24 Pays Prompt to Slow
90+ - 7,500 0 0
Between 4 and 5
Months
08/24 Pays Slow 30+ - 400,000 0 0
Between 2 and 3
Months
08/24 Pays Slow 30+ - 2,500 0 0
Between 6 and 12
Months
08/24 Pays Slow 30+ - 2,500 50 0 1
08/24 Pays Slow 30+ - 2,500 2,500 2,500 1
08/24 Pays Slow 30+ N30 500 500 500 Between 2 and 3
Months
08/24 Pays Slow 30-60+ - 7,500 7,500 7,500 1
08/24 Pays Slow 60+ - 5,000 0 0
Between 6 and 12
Months
08/24 Pays Slow 60+ - 1,000 0 0
Between 6 and 12
Months
08/24 Pays Slow 90+ - 1,000 1,000 500 1
08/24 Pays Slow 30-90+ - 15,000 250 250 Between 2 and 3 Months
Date of
Experience Payment Status
Selling
Terms
High Credit
(US$)
Now Owes
(US$)
Past Due
(US$)
Months Since Last
Sale
08/24 Pays Slow 60-210+ - 500 0 0
Between 6 and 12
Months
08/24 - Cash account 0 0 0
Between 2 and 3
Months
07/24 Pays Promptly - 15,000 2,500 0 1
07/24 Pays Promptly - 10,000 7,500 0 1
07/24 Pays Promptly - 1,000 0 0 1
07/24 Pays Promptly - 1,000 0 0
Between 6 and 12
Months
07/24 Pays Promptly - 750 0 0
Between 4 and 5
Months
07/24 Pays Promptly - 500 250 0 -
07/24 Pays Promptly - 100 0 0
Between 6 and 12
Months
07/24 Pays Slow 30+ - 250 0 0
Between 4 and 5
Months
07/24 Pays Slow 30-120+ - 400,000 100,000 100,000 Between 2 and 3 Months
06/24 Pays Promptly - 500 0 0 1
06/24 Pays Promptly - 500 0 0
Between 2 and 3
Months
06/24 Pays Promptly - 100 0 0 1
06/24 Pays Slow 60+ N30 5,000 5,000 5,000 Between 6 and 12 Months
05/24 Pays Promptly - 2,500 0 0
Between 6 and 12
Months
04/24 Pays Promptly - 0 0 0 1
04/24 Pays Promptly - 0 0 0 1
04/24 Pays Promptly - 0 0 0 1
04/24 Pays Promptly - 1,000 0 0 1
03/24 Pays Prompt to Slow
60+ - 65,000 7,500 1,000 1
12/23 Pays Promptly - 1,000 750 0 1
12/23 Pays Promptly - 250 0 0
Between 6 and 12
Months
12/23 Pays Prompt to Slow
90+ - 250 0 0
Between 4 and 5
Months
06/23 Pays Slow 30+ - 15,000 0 0
Between 6 and 12
Months
Other Payment Categories Experience Total Amount
Cash experiences 15 14,450 (USD)
Payment record unknown 2 1,050 (USD)
Unfavorable comments 0 0 (USD)
Placed for collections 0 0 (USD)
Total in D&B's file 132 2,570,350 (USD)
Accounts are sometimes placed for collection even though the existence or amount of the debt is disputed. Payment experiences reflect how bills are met in relation to the terms granted. In some instances payment beyond terms can be the result of disputes over merchandise, skipped invoices etc. Each experience shown represents a separate account reported by a supplier. Updated trade experiences replace those previously reported.

Corporate Linkage 

OTHER PAYMENT CATEGORIES
Company Name City, State, Country D-U-N-S® NUMBER
Treatment Technologies, LLC Clayton, OH, United States Of America 11-200-1697 IMS-Meritus, LLC Tampa, FL, United States Of America 11-123-1042 Company Name City, State, Country D-U-N-S® NUMBER
Inframark, Llc Woodbridge, VA, United States Of America 00-942-3894 Inframark, LLC McComb, MS, United States Of America 01-672-9663 Inframark, LLC Richmond, TX, United States Of America 10-440-3797 Inframark, LLC Horsham, PA, United States Of America 11-753-1100 Inframark, LLC Tomball, TX, United States Of America 11-865-6092 Inframark, LLC Jones, OK, United States Of America 11-880-8343 INFRAMARK, LLC. Whippany, NJ, United States Of America 02-867-7446 INFRAMARK, LLC. Jackson, MS, United States Of America 09-481-4709 INFRAMARK, LLC Phoenix, AZ, United States Of America 00-544-3468 INFRAMARK, LLC North Billerica, MA, United States Of
America 01-610-7984
INFRAMARK, LLC Belle Chasse, LA, United States Of America 01-728-7041 INFRAMARK, LLC McAlester, OK, United States Of America 01-786-0844 INFRAMARK, LLC South Bend, IN, United States Of America 01-938-1321 INFRAMARK, LLC Saint Augustine, FL, United States Of
America 02-728-1325
INFRAMARK, LLC Denver, PA, United States Of America 03-212-4401 INFRAMARK, LLC Woodburn, IN, United States Of America 03-382-9057 INFRAMARK, LLC Houston, TX, United States Of America 04-756-7099 INFRAMARK, LLC Hernando, MS, United States Of America 04-957-0522 INFRAMARK, LLC Clinton, OK, United States Of America 05-983-2967 INFRAMARK, LLC Downingtown, PA, United States Of America 06-260-1879 INFRAMARK, LLC Elkton, MD, United States Of America 06-685-0206 INFRAMARK, LLC Danville, VA, United States Of America 08-118-3459 INFRAMARK, LLC Houston, TX, United States Of America 09-013-3831 INFRAMARK, LLC Belle Chasse, LA, United States Of America 09-033-5493 INFRAMARK, LLC Houston, TX, United States Of America 09-459-2651 Legal Events
The following Public Filing data is for information purposes only and is not the official record. Certified copies can only be obtained from the official source.

OWNERSHIP
This company is a Global Ultimate, Domestic Ultimate, Headquarters, Parent.

Global Ultimate, Domestic Ultimate
Inframark, LLC
United States
D-U-N-S Number: 79-110-6651
SUBSIDIARIES LOCATION: All
BRANCHES LOCATION: All
Currency: All figures in USD unless otherwise stated
Bankruptcies
No
Judgements
0 Latest Filing: -
Liens
0 Latest Filing: -
Suits
0 Latest Filing: -
UCCs
15 Latest Filing: 08/06/2024
EVENTS
UCC Filing - Assignment
Filing Date 08/06/2024
Filing Number 2400459345
Received Date 08/27/2024
Original Filing Date 07/23/2024
Original Filing Number 240042816168
Secured Party AUTOMOTIVE RENTALS INC, MT LAUREL, NJ
Secured Party US BANK TRUST COMPANY NA AS COLLATERAL AGENT, CHICAGO, IL Debtors INFRAMARK, LLC
Filing Office SECRETARY OF STATE/UCC DIVISION, AUSTIN, TX UCC Filing - Original
Filing Date 07/31/2024
Filing Number 240044562259
Received Date 08/13/2024
Collateral All Assets
Secured Party ALTER DOMUS (US) LLC, AS ADMINISTRATIVE AGENT, CHICAGO, IL Debtors INFRAMARK, LLC
Filing Office SECRETARY OF STATE/UCC DIVISION, AUSTIN, TX UCC Filing - Original
Filing Date 07/23/2024
Filing Number 240042816168
Received Date 08/06/2024
Collateral Leased Equipment and proceeds
Secured Party AUTOMOTIVE RENTALS INC, MT LAUREL, NJ
Debtors INFRAMARK, LLC
Filing Office SECRETARY OF STATE/UCC DIVISION, AUSTIN, TX UCC Filing - Continuation
Filing Date 02/25/2019
Filing Number 20192851583B
Received Date 03/04/2019
Original Filing Date 02/27/2014
Original Filing Number 20141273876A
Secured Party WARING OIL COMPANY, LLC, VICKSBURG, MS
Debtors SEVERN TRENT EVIRONMENTAL SERVICES, MCCOMB, MS
Filing Office UCC DIVISION, JACKSON, MS
UCC Filing - Original
Filing Date 08/03/2016
Filing Number 160025473442
Received Date 08/09/2016
Collateral Leased Computer equipment including proceeds and products Secured Party GREATAMERICA FINANCIAL SERVICES CORPORATION, CEDAR RAPIDS, IA Debtors SEVERN TRENT ENVIRONMENTAL SERVICES, INC., CORAL SPRINGS, FL Filing Office SECRETARY OF STATE/UCC DIVISION, AUSTIN, TX UCC Filing - Original
Filing Date 02/27/2014
Filing Number 20141273876A
Received Date 03/04/2014
Collateral Equipment
Secured Party WARING OIL COMPANY, LLC, VICKSBURG, MS
Debtors SEVERN TRENT EVIRONMENTAL SERVICES, MCCOMB, MS
Filing Office UCC DIVISION, JACKSON, MS
UCC Filing - Original
Filing Date 10/20/2012
Filing Number 120033180755
Received Date 10/23/2012
Collateral Accounts receivable and proceeds - General intangibles(s) and proceeds - Leased Equipment and proceeds
Secured Party CANON FINANCIAL SERVICES, MT LAUREL, NJ
Debtors SEVERN TRENT ENVIRONMENTAL SERVICES INC, CORAL SPRINGS, FL Filing Office SECRETARY OF STATE/UCC DIVISION, AUSTIN, TX UCC Filing - Original
Filing Date 05/19/2011
Filing Number 110014916235
Received Date 05/24/2011
Collateral Leased Equipment and proceeds
Secured Party IKON FINANCIAL SVCS, MACON, GA
Debtors SEVERN TRENT ENVIRONMENTAL SVC
Filing Office SECRETARY OF STATE/UCC DIVISION, AUSTIN, TX UCC Filing - Original
Filing Date 12/05/2007
Filing Number 070041095278
Received Date 12/14/2007
Collateral Leased Computer equipment and proceeds
Secured Party IBM CREDIT LLC, ARMONK, NY
Debtors SEVERN TRENT ENVIRONMENTAL SERVICES, INC.

Filing Office SECRETARY OF STATE/UCC DIVISION, AUSTIN, TX UCC Filing - Original
Filing Date 08/10/2007
Filing Number 070027237109
Received Date 08/17/2007
Collateral Leased Equipment including proceeds and products Secured Party IKON FINANCIAL SVCS, MACON, GA
Debtors SEVERN TRENT ENVIRONMENTAL SVC
Filing Office SECRETARY OF STATE/UCC DIVISION, AUSTIN, TX UCC Filing - Original
Filing Date 05/28/2007
Filing Number 070017873942
Received Date 06/11/2007
Collateral Leased Business machinery/equipment
Secured Party IOS CAPITAL, MACON, GA
Debtors SEVERN TRENT ENVIRONMENTAL SER, CORAL SPRINGS, FL Filing Office SECRETARY OF STATE/UCC DIVISION, AUSTIN, TX UCC Filing - Original
Filing Date 01/31/2007
Filing Number 070003452293
Received Date 02/09/2007
Collateral Leased Business machinery/equipment including proceeds and products Secured Party IOS CAPITAL, MACON, GA
Debtors SEVERN TRENT ENVIRONMENTAL SVC
Filing Office SECRETARY OF STATE/UCC DIVISION, AUSTIN, TX The public record items contained in this report may have been paid, terminated, vacated or released prior to the date this report was printed. This information may not be reproduced in whole or in part by any means of reproduction.

There may be additional UCC Filings in D&Bs file on this company available by contacting 1-800-234-3867.

Special Events Currency: All figures in USD unless otherwise stated Date Event Description
11/01/2023 MERGER/ACQUISITION: According to published reports on July 12, 2023, Inframark, DUNS 791106651, (Katy, TX) announced the acquisition of Treatment Technologies, a division of Shelton Associates, DUNS 179505458, (Lancaster, PA).

Financials - D&B
A detailed financial statement is not available from this company for publication.

D&B currently has no financial information on file for this company Company Profile

SPECIAL EVENTS
Currency: All figures in USD unless otherwise stated
A detailed financial statement is not available from this company for publication.

Currency: All figures in USD unless otherwise stated
Currency: All figures in USD unless otherwise stated
Currency: All figures in USD unless otherwise stated

COMPANY OVERVIEW

D-U-N-S
79-110-6651
Legal Form
Unknown
History Record
Clear
Date Incorporated
06/23/2017
Business Commenced On
1983
State of Incorporation
TEXAS
Ownership
Not publicly traded
Mailing Address

UNITED STATES
Telephone
+1 281 578 4200
Present Control Succeeded
2020
SIC
8741
NAICS
561110
Employees
1,400 (150 here)
Age (Year Started)
42 Years(1983)
Named Principal
Stephane Bouvier, CEO
Line of Business
Management services
Street Address:
2002 W Grand Pkwy N #100,
Katy, TX, 77449,
United States Of America
Corporate and business registrations reported by the secretary of state or other official source as of:  2024-08-29 This data is for informational purposes only, certification can only be obtained through the Office of the Secretary of State.

Registered Name INFRAMARK, LLC
Corporation Type Unknown
State of Incorporation TEXAS

BUSINESS REGISTRATION
Registration ID 0802754140
Registration Status IN EXISTENCE
Filing Date 06/23/2017
Where Filed SECRETARY OF STATE
Registered Agent
Name CORPORATION SERVICE COMPANY DBA CSC - LAWYERS INCORPORATING SERVICE COMPANY Address 211 E. 7TH STREET, SUITE 620, AUSTIN, TX, 787010000 Registered Principal
Name MARK KULECK
Title Chief Financial Officer
Address 2002 WEST GRAND PARKWAY NORTH;SUITE 100, KATY, TX, 774490000 Name STEVE MEININGER
Title Chief Executive Officer
Address 2002 WEST GRAND PARKWAY NORTH ;SUITE 100, KATY, TX, 774490000

STEPHANE BOUVIER, CEO

MARK KULECK, CFO
DIRECTOR(S): THE OFFICER(S) and Stephane Bouvier, John Freebody, Chris Turnbull.

PRINCIPALS
Officers
Directors
The following information was reported on: 01/30/2024
The Texas Secretary of State's business registrations file showed that Inframark, LLC was registered as a Corporation on June 24, 2017, under the file registration number 0802754140.

Business started 1983.

Although this company operates as a Limited Liability Company, the members have elected to use officer titles to denote areas of responsibility.

Business started 1983. Present control succeeded December 2020.

CONTROL CHANGE:.

On January 12, 2021, sources stated that New Mountain Capital, L.L.C., New York, NY, has acquired Inframark, LLC, Katy, TX, from Alson Capital Partners, LLC, New York, NY, on December 22, 2020. With the acquisition, Inframark, LLC will now operate as an affiliate of New Mountain Capital, L.L.C.. Employees and management were retained. Terms of the deal were not disclosed. Further details are unavailable.

RECENT EVENTS:.

On October 11, 2023, sources stated that Inframark, LLC, Katy, TX, has acquired Treatment Technologies, LLC, Clayton, OH, from Shelton Associates Inc., Lancaster, PA, on June 28, 2023. With the acquisition, Treatment Technologies, LLC will now operate a subsidiary of Inframark, LLC. Terms of the transaction were not disclosed. Further details are unavailable.

On June 26, 2023, sources stated that Inframark, LLC, Katy, TX, through its newly-formed subsidiary IMS-Meritus, LLC, Tampa, FL, has acquired District Management Services, LLC, Tampa, FL, and Community Association Management Services, LLC, Tampa, FL, from Meritus, Corp., Tampa, FL, on January 6, 2021.

With the acquisition, District Management Services, LLC and Community Association Management Services, LLC will now operate as subsidiaries of IMS-Meritus, LLC. Employees and management were retained. Terms of the transaction were not disclosed. Further details are unavailable.

On April 18, 2022, sources stated Inframark, LLC, Katy, TX, has acquired the assets of BLTI Services, L.L.C., Tomball, TX, on March 31, 2022. With the acquisition, BLTI Services, L.L.C. has changed its name to LS Fire & Security, LLC and has remained as a separate legal entity. The location at 1730 S. Cherry St. Tomball, TX 77375 will now operate as a branch of Inframark, LLC d/b/a BLTI. Terms of the transaction were not disclosed. Further details are unavailable.

STEPHANE BOUVIER. 1983-present active here.

MARK KULECK. Antecedents are unknown.

COMPANY EVENTS
Activity Summary
Borrower(Dir/Guar) No
Administrative Debt No
Contractor Yes
Grantee No
Party excluded from federal program(s) No
Your Information
AFFILIATES: The following are related through common principals, management and/or ownership: New Mountain Capital, L.L.C., New York, NY. Started '2004'.

DUNS #833201317. Operates as an investment holding company.

The following information was reported on: 01/30/2024
Business Information
Trade Names ESG OPERATIONS
Description Provides management services. Manufactures service industry machinery, specializing in household type water purification equipment.

Has 350 account(s). Terms are Net 30 days. Sells to commercial concerns and the government. Territory :

Local.

Employees 1,400 which includes officer(s). 150 employed here.

Financing Status Secured
Seasonality Nonseasonal.

Facilities Leases 21,000 sq. ft. on 1st floor of a multi story concrete block building.

Location Central business section on side highway.

Related Concerns
SIC/NAICS Information
Industry Code Description
8741 Management services -
87410000 Management services -
35890305 Water purification equipment, household type - NAICS Codes NAICS Description
561110 Office Administrative Services
333310 Commercial and Service Industry Machinery Manufacturing

BUSINESS ACTIVITIES AND EMPLOYEES
Percentage of
Business

GOVERNMENT ACTIVITY
Currency: All figures in USD unless otherwise stated
Record additional information about this company to supplement the D&B information.

Note: Information entered in this section will not be added to D&B's central repository and will be kept private under your user ID. Only you will be able to view the information. 10,000
(USD)
In Folders: View
Audit Trail 
Text Timeline
Date/Time of the Event Event Name Triggered By Message
09/13/2024 11:12 AM Credit Report Pulled Angela M Benavidez The credit report was pulled. 09/13/2024 11:11 AM Credit Report Pulled Angela M Benavidez The credit report was pulled. 05/11/2023 12:14 PM Credit Report Pulled Angela M Benavidez The credit report was pulled 01/05/2023 10:52 AM Credit Report Pulled Angela M Benavidez The credit report was pulled 09/08/2022 11:12 AM Credit Report Pulled SYSTEM The credit report was pulled Federal Information
DUN & Bradstreet, Inc. has compiled the following FEIN numbers for the business name in this report from the sources below. Dun & Bradstreet, Inc. provides this information "AS IS" with no guarantee as to its accuracy.

FEIN Business Name Address Source Date
62-
1168252

SEVERN TRENT

ENVIRONMENTAL
SER
16337 PARK ROW,
HOUSTON, TX, 77084

DEPARTMENT OF
TREASURY - HEALTH 11/01/2001
62-
1168252

SEVERN TRENT

ENVIRONMENTAL
SERVICES, INC.
16337 PARK ROW,
HOUSTON, TX, 77084

LOUISIANA BUSINESS
REGISTRATIONS 10/09/2002
62-
1168252

SEVERN TRENT

ENVIRONMENTAL
SERVICES, INC.
16337 PARK ROW,
HOUSTON, TX, 77084

FLORIDA BUSINESS
REGISTRATIONS 10/09/2003
62-
1168252

SEVERN TRENT

ENVIRONMENTAL
SERVICES, INC.
16337 PARK ROW,
HOUSTON, TX, 77084

MISSISSIPPI

BUSINESS

REGISTRATIONS
10/09/2002
62-
1168252

SEVERN TRENT

ENVIRONMENTAL
SERVICES, INC.
16337 PARK ROW,
HOUSTON, TX, 77084

NEW HAMPSHIRE

BUSINESS

REGISTRATIONS
10/09/2002
62-
1168252

SEVERN TRENT

ENVIRONMENTAL
SERVICES, INC.
16337 PARK ROW, Houston,
TX, 77084

TEXAS BUSINESS
REGISTRATIONS 07/02/2011
62-
1168252

SEVERN TRENT

ENVIRONMENTAL
SERVICES, INC.
16337 PARK ROW,
HOUSTON, TX, 77084

TEXAS BUSINESS
REGISTRATIONS 05/01/2015
Reported
Date
Contract
Awarded Contract ID
Contract
Amount Contract Name
Federal
Supplier
Code Action Type
Contract Office &
Agency
07/26/2018 2018-06 INF13PX01297/P0001

FACILITIES

OPERATIONS

SUPPORT SVCS
S216

PURCH USING
SIMPLIFIED ACQ.

PROCEDURES

INTERIOR

DEPARTMENT
OF THE, U.S.

FISH AND

WILDLIFE

SERVICE
No government activity has been found in this section.

Account Number Endorsement/Billing Reference *
[email protected]
Sales Representatives
Credit Limit Total Outstanding Your Information Currency US Dollar (USD)
From : Sep-22 To : Sep-24
Currency: All figures in USD unless otherwise stated

FEDERAL EMPLOYER IDENTIFICATION NUMBER
REPORTED U.S. GOVERNMENT CONTRACT ACTIONS

REPORTED FEDERAL LOANS AND LOAN GUARANTEES
No government activity has been found in this section.

No government activity has been found in this section.

No government activity has been found in this section.

Last Login : 05/30/2024 08:49:18 AM
©Dun & Bradstreet, Inc. 2005-2024. All rights reserved
Privacy Policy | Terms of Use | US Government Employee Disclaimer CLAIMS, FEES, FINES, OVERPAYMENTS, PENALTIES AND OTHER MISC. REPORTED DEBTS TO FEDERAL AGENCIES

REPORTED PARTY EXCLUDED FROM FEDERAL PROGRAM(S)
REPORTED U.S. GOVERNMENT GRANT AWARDS
iii
A. APPENDIX

EXHIBIT D

EXHIBIT D
CERTIFICATE OF COMPLIANCE WITH LABOR CODE § 3700
[Labor Code § 1861]
I am aware of the provisions of Section 3700 of the Labor Code which require every employer to be insured against liability for workers’ compensation or to undertake self-insurance in accordance with the provisions of that code, and I will comply with such provisions before commencing the performance of the work of this contract.

CONSULTANTS
By: Inframark, LLC
PROFESSIONAL EXPERIENCE (*PRIOR TO JOINING INFRAMARK)
• With a career spanning over
25 years, Greg Wiltfong
has extensive experience
in utility operations and
management, specializing
in wastewater treatment
and plant operations
• Greg has specialized
training from California
State University,
Sacramento, covering
advanced wastewater
treatment, system
operation, and maintenance

EXPERIENCE IN

ACHIEVING GOALS

UNMATCHED SKILLSET

EDUCATION
• AA, Computer Graphic,
Platt College, Eagle Rock,
CA

REGISTRATIONS/

CERTIFICATIONS
• California Class V
Wastewater Operator
• Arizona Grade 4
Wastewater Operator
• CPR/Basic First Aid

WILTFONG
GREG
With over 25 years of experience in utility operations and management, Greg Wiltfong is a seasoned professional adept in all facets of project management, from process control to construction planning and priority scheduling. He excels in supervising and coordinating personnel, maintaining meticulous records, and preparing comprehensive reports. Greg holds both an Arizona Grade 4 and a California Class V wastewater operator certification, underscoring his deep technical expertise. Known for his exceptional client relations, Greg is highly valued by those he works with, consistently delivering excellence and earning their trust and admiration.

PROJECT MANAGER/CHIEF PLANT OPERATOR & TRANSITION MANAGER City of Mountain House O&M Project, Wastewater Treatment Project Manager, Mountain House, CA
As Project Manager, Greg is responsible for overseeing the operation of Mountain House’s

5.4 MGD MBR wastewater treatment plant. Greg is managing ongoing facility operations and coordinating upcoming projects as the community continues to grow. His responsibilities include ensuring regulatory compliance, managing budgets, overseeing stormwater system operations, and maintaining strong communication with stakeholders. Greg is quickly integrating into the team and contributing to the success of Mountain House’s expanding water and wastewater systems.

City of Auburn O&M Project, Area Manager, Auburn, CA*
As the Area Manager, Greg Wiltfong oversaw comprehensive plant operations, including collections, maintenance, and all lift stations. He ensured the facility operated within permit limits, maintaining a perfect compliance record for 14 years. His strategic management and optimization efforts have saved the City of Auburn over $500,000. Greg excels in preparing regulatory reports, managing budgets, and liaising with contractors and the public. He consistently drives improvements, recommending cost-effective upgrades to the treatment and collection systems. Greg’s leadership has earned the facility numerous accolades, including CWEA Plant of the Year (10 times) and Collections System of the Year (9 times). Additionally, he provided regional support for other projects and manages construction and capital improvement programs.

Regional Manager, Multiple Locations*
Mr. Wiltfong was responsible for the overall management and leadership of multiple projects including profit and loss, permit compliance, safety, quality, labor relations, and client relationship management. He also provided leadership and management for all personnel functions including staffing, compensation, training and development, progressive discipline, rewards and recognition, and termination in accordance with standard company policies.

Mr.Wiltfong was also responsible for the budgets, planning, organization, operations, maintenance, and improvement of the facilities that he managed. He was also involed in three plant start ups.

Edwards Air Force Base Project, Operator, Edwards Air Force Base, CA* Mr. Wiltfong operated the treatment facility to control flow and processing of wastewater, sludge, and effluent. He also monitored gauges, meters, and control panels. Mr. Wiltfong observed variations in operating conditions, interpreted meter readings, gauge readings, PROFESSIONAL EXPERIENCE Cont’d

GREG WILTFONG

PROJECT MANAGER/CHIEF PLANT OPERATOR & TRANSITION MANAGER operated valves and gates. Maintained shift log and records, collected samples and performed routine laboratory tests and analyses. Mr. Wiltfong also performed routine maintenance functions and custodial duties. Understood and carried out oral and written directions. Established and maintained cooperative relationships with those contacted during the course of work.

City of Gilroy O&M Project, Regional Manager, Gilroy, CA* The municipal wastewater treatment facility serves Gilroy and Morgan Hill, featuring secondary and tertiary treatment components. Secondary treatment includes headworks, pre-anoxic basins, oxidation ditches, secondary clarifiers, and biosolids dewatering via belt presses. Tertiary treatment involves anthracite media filters, chlorine disinfection, and dechlorination, with ultraviolet (UV) light disinfection. Rated to handle an average dry weather flow of 8.5 MGD, the secondary treatment capacity meets the firm capacity of 9.0 MGD for tertiary treatment.

However, the UV disinfection system is currently limited to 8 MGD. The facility operates as a Title 22 reclaim facility.

City of Clovis O&M Project, Regional Manager, Clovis, CA* The Facility’s treatment system comprises primary, secondary, and tertiary units. Primary treatment includes 2mm drum screens and vortex grit removal. Secondary treatment involves two bioreactor trains with anoxic and aerobic zones. Tertiary treatment is provided by membrane filtration, followed by UV disinfection. Treated effluent is stored in a 3.08 MG tank and used for landscape irrigation or discharged to surface water locations. The facility operates as a title 22 reclaim facility.

City of Red Bluff O&M Project, Regional Manager, Red Bluff, CA* The Facility features influent screening, aerated grit removal, primary sedimentation, activated sludge treatment, secondary clarification, filtration, chlorine disinfection, and dechlorination with sodium bisulfite. It treats 2.5MGD of effluent discharged to the Sacramento River via a 30-inch-diameter open-ended concrete coated steel pipe. Waste sludge is aerobically digested, stored in one of three basins, dried onsite using solar radiation/evaporation, and transported to the Tehama County and City of Red Bluff Class III Municipal Solid Waste Landfill. The facility produces 100-300 dry metric tons of biosolids annually and operates as a title 22 reclaim facility.

City of Woodland-Davis O&M Project, Regional Manager, Woodland-Davis, CA* The Davis-Woodland Water Supply Project (DWWSP) involves a 30-million-gallon-per-day raw water diversion system to transport Sacramento River water about 5 miles to the Davis Woodland Regional Water Treatment Facility (DWRWTF) site.

Crescent City O&M Project, Regional Manager, Crescent City, CA* The Crescent City Wastewater Treatment Plant (WWTP) treats primarily domestic sewage with some commercial contributions from Crescent City, California. Designed for an average daily flow of 20 million gallons per day (mgd), its NPDES permit allows for dry weather flows of 15 mgd from May to October and wet weather flows of 25 mgd from November to April. The plant targets removal of pollutants, aiming for less than 20 mg/L of biochemical oxygen demand (BOD) and total suspended solids (TSS) in treated effluent, achieving over 90% removal under normal conditions.

PROFESSIONAL EXPERIENCE (*PRIOR TO JOINING INFRAMARK)

MANCUSO
LAUREN
Ms. Mancuso currently serves as the Vice President of Operations at Inframark. With over 19 years of experience in remediation and operations and maintenance across federal, municipal, and private sector treatment facilities, she brings a wealth of expertise to her role.

Safety is her top priority, and she is dedicated to fostering an inclusive and innovative work environment. Lauren firmly believes in the importance of investing in individuals to cultivate a stronger, safety-conscious team.

PROJECT DIRECTOR
City of Mountain House O&M Project, Regional Operations Manager, Mountain House, CA As Regional Operations Manager, Lauren is responsible for overseeing the ongoing operations and management of the 5.4 MGD MBR wastewater treatment plant and 15 MGD water treatment plant. Lauren works closely with the onsite team, ensuring that the facilities meet regulatory standards while driving operational efficiency. She is also involved in coordinating stormwater system maintenance, managing budgets, and supporting customer service functions. Lauren’s leadership plays a key role in maintaining strong communication and ensuring smooth transitions through future expansion projects.

Geographic Director of Operations, Multiple Locations in California* Ms. Mancuso provided leadership in California for multiple water and wastewater project teams and was responsible for the profitable and sustainable financial performance, safety, compliance programs, and contractual and technical management. She provided primary client relationships with client management and technical personnel, advised management as to project status, regulatory agency permit compliance and technical/plant management status. She focused on established project cost levels to ensure profitability ratios and work to actively increase margins.

She was responsible for the development of new work, expansion of existing work, and reporting on all competitive contract services sales efforts. She actively engaged in recruiting, mentoring, developing and retaining talent, including leading human resources regional succession planning, and development and training of future leaders.

Environmental Site Remediation, Fueling, and Environmental Operations, Senior Manager, Multiple Locations*
Ms. Mancuso managed a budget of $160M across 100 sites in California, Oregon, and Nevada. The projects within her portfolio presented varied regulatory compliance challenges and technical complexity ranging from in-situ remedies to long-term groundwater extraction and treatment systems. Ms. Mancuso was accountable for all aspects of the budget, EHS compliance to prevent any issuance of a Notice of Violation (NOV), worker safety incident, or contaminant release. She was responsible for developing remedial strategies and optimization plans to reduce the company’s risk and associated costs long term, as well as leading contract negotiations. Ms. Mancuso was the liaison with all involved regulatory agencies and presented at public meetings. She lead quarterly financial reviews with executive level management, acted as the Company Representative during litigation, and collaborated with Public Affairs regarding environmental issues affecting local communities. Ms. Mancuso demonstrated forward thinking in her programatic approach to management. Her ground-up experience in the environmental field and her initiative proved invaluable in her development of several Environmental Site Remediation programs relating to soil management, laboratory and data management, waste disposal, and health and safety.

UNMATCHED SKILLSET

EDUCATION
• MS, Geology, California
State University,
Sacramento, 2011
• BA, Geology, University of
California, Davis, 2006

REGISTRATIONS/

CERTIFICATIONS
• Professional Geologist,
Certificate No. 8968, Board
for Professional Engineers,
Land Surveyors, and
Geologists
• General Engineering
Contractor, License No.
1066070, Contractors
State License Board
• Lauren brings over 19 years
of experience in operations
and maintenance across
diverse sectors
• Notably, she has led
multiple water and
wastewater projects,
ensuring profitable
performance, regulatory
compliance, and client
satisfaction

EXPERIENCE IN

ACHIEVING GOALS
PROFESSIONAL EXPERIENCE Cont’d

LAUREN MANCUSO

PROJECT DIRECTOR
Multiple Operations Projects, Geologist, Multiple Locations* Ms. Mancuso served as team lead for remedial projects for various clients including UP, U.S.

Air Force, Dow Chemical, and various municipalities. She developed scopes of work/budgets, work plans and remedial investigation/feasibility study reports, recommended field investigation techniques, and prepared geologic reports. She gained extensive experience in field oversight relating to: construction, operations and maintenance of treatment systems including setting acid dosing, filter replacement, back-flushing, troubleshooting, compliance sampling, deliverable preparation, groundwater and surface water monitoring, storm water pollution prevention plans (SWPPP), installation of monitoring , production, and soil vapor extraction wells, various media sampling, and aquifer testing and analysis. Ms. Mancuso interacted with clients, government employees, and the public, directed subcontractors on the Scope of Work, acted as Site Safety Coordinator and trained new field geologists and engineers.

California Department of Transportation Stormwater Monitoring Projects, Staff Consultant, Sacramento, CA*
Ms. Mancuso was part of a team of scientists working with the California Department of Transportation on numerous stormwater monitoring projects and water quality studies. Her duties included maintaining and programming automatic sampling equipment at multiple monitoring stations, collecting samples, managing subcontractors, recording and downloading field data (collection time, rainfall amount, etc.), interpreting data and preparing reports. Ms. Mancuso conducted on-site health and safety meetings, interacted with clients and government employees, directed subcontractors on the Scope of Work, and handled investigation derived waste.

PROFESSIONAL EXPERIENCE (*PRIOR TO JOINING INFRAMARK)

APPLETON
ANDY
Andy Appleton, President of Inframark’s Operations and Maintenance division, is a valuable asset for the Rio Vista’s wastewater treatment contract. With extensive experience overseeing 140+ facility operations and 2,500 associates, Andy brings a wealth of knowledge in client satisfaction, financial performance, and safety. His executive leadership within Inframark spans key markets, including wastewater treatment, public works, and groundwater remediation. Prior roles as Controller, Director of Finance, and COO have equipped him with strategic financial expertise, and he has a proven track record in guiding organizations through growth. With over 30 years of financial management and operations experience, Andy’s ability to exceed client expectations while maximizing shareholder value and ROI makes him a remarkable addition to the Rio Vista team.

PRESIDENT OF OPERATIONS AND MANAGEMENT
City of Mountain House O&M Project, O&M President, Mountain House, CA As O&M President, Andy oversees the regional management of Inframark’s services providing strategic leadership for the operation and maintenance of its 5.4 MGD MBR wastewater treatment plant, 15 MGD water treatment plant, and extensive collection and distribution systems. His leadership ensures alignment with regulatory requirements, operational efficiency, and long-term growth objectives for both the wastewater and water treatment systems, while fostering effective collaboration.

City of Burbank O&M Project, O&M President, Burbank, CA As O&M President, Andy provides regional leadership and management oversight ensuring the successful operation and maintenance of the 12.5 MGD water reclamation plant. His leadership ensures seamless transitions, the implementation of capital improvement projects, and the delivery of recycled water to Burbank Water & Power.

President of Contract Operations and Management, Inframark, Sacramento, CA Andy Appleton, President of Inframark’s Operations and Maintenance division, leads a team delivering over $350M in value to 140+ clients across the U.S. His extensive experience managing 140+ facilities and 2,500 associates. Andy’s leadership expertise spans key sectors, including wastewater treatment, public works, and groundwater remediation, with a strong focus on client satisfaction, financial performance, and safety.

Vice President, Multiple Locations*
Mr. Appleton leads a Operations and Maintenance team to deliver more than $350M of value to 135+ clients, in the U.S., Canada and Puerto Rico.

Senior Vice President, Global Operations Director, Multiple Locations* Mr. Appleton leds a Operations and Maintenance team to deliver more than $300M of value to 125+ clients, both domestically and aboard.

Vice President, Commercial Director and Risk Manager, Multiple Locations* An operations and finance professional, Mr. Appleton led the Operations and Maintenance Services Commercial team, which provides financial management and analysis, estimating, and risk management support to the Delivery organization and the 250+ clients they serve.

UNMATCHED SKILLSET

EDUCATION
• BS, Managerial
Economics, University of
California Davis
• Foundations of
Leadership, University of
Michigan Business School,
Ann Arbor, Michigan
• Executive Leadership
Program, Duke Corporate
Education, Duke University
• Graduate and mentor
for Leadership Excellence
through Accelerated
Development program
• Over 30 years managing
140+ facilities and
2,500 associates across
wastewater and public
works sectors.
• Led teams to deliver
$350M+ in value,
improving client
satisfaction and financial
performance.
• Strong track record
in budgeting, risk
management, and
maximizing ROI for
sustained growth.

EXPERIENCE IN

ACHIEVING GOALS
PROFESSIONAL EXPERIENCE (*PRIOR TO JOINING INFRAMARK)

SCHNEIDER
DAVID
As the Project’s Development Manager, David will be a key member in our Annual Optimization Workstreams with a focus on the optimization of biosolids, energy management, and energy optimization. His critical knowledge of the project will be instrumental in implementing a seamless transition and in optimizing ongoing operations.

With over 20 years of experience in market and project development and operations of water, energy, and waste infrastructure, David’s primary focus is on environmental infrastructure with a strong base of knowledge of California’s complex environmental regulations and commitment to decarbonization and resource recovery.

DEVELOPMENT MANAGER
Burbank Water Reclamation Plant Contract Operations,
General Manager, Burbank, CA
As the West Region General Manager and Vice President, David was responsible for the California water and wastewater project’s, including the Burbank Water Reclamation Plant’s, financial, environmental health and safety, and human resources performance for a staff of approximately 100 personnel. During his tenure, David oversaw client management and contract negotiations for BWRP and other municipal clients and was also responsible for new project development activities. During his tenure, David also served as interim Project Manager for West Basin Municipal Water District for five months until new Project Manager was approved and was able to transition into the position.

West Region Contract Operations,
Vice President of Development, San Marcos CA
As our West Region Vice President of Development, David develops and executes our strategic business development program. His primary focus is on developing strategic partnerships and relationships in the Western region of the country and targeting new growth opportunities as well as competitive takeaway projects that are up for renewal. David was recruited to grow the contract operations division of Inframark within the Western regions with particular emphasis on large-scale opportunities ($3M+ annual revenue).

Western Region Contract Operations,
Vice President of Development, Calsbad, CA*
David managed business development activities in the Western Region for a startup organic waste technologies and project development firm. Here he Established the firm’s market presence in California by developing relationships with key municipal clients such as the City of Los Angeles, LA Department of Public Works, and the City of Anaheim. As Vice President of Development, David developed the first project in North America to process municipal solid waste for organics extraction and codigestion at East Bay MUD.

UNMATCHED SKILLSET

EDUCATION
• MBA – University of
Southern California,
Los Angeles, CA
• Beta Gamma Sigma Honors
• BS Chemical Engineering
Drexel University,
Philadelphia, PA
• Title-22 Project General
Management Experience
• 20+ Years California
Industry Experience
• Expertise with California’s
Complex Environmental
Regulations

EXPERIENCE IN

ACHIEVING GOALS
PROFESSIONAL EXPERIENCE (*PRIOR TO JOINING INFRAMARK)
DAVIS
BRAD
As Technical Director, Brad Davis will be a crucial member of our Transition Team, on-boarding our On-Site Project Team and establishing best management practices and protocols; Following startup he will oversee project compliance and ensure system optimization. With 29+ years of industry experience, Brad has deep expertise in reuse projects similar to the Rio Vista system, establishing asset management programs that prioritize transparency for the client, and reducing chemical, energy, and sludge costs through system optimization and innovation.

TECHNICAL SUPPORT
City of Mountain House O&M Project, Technical Director, Mountain House, CA As Technical Director, Brad provides expert technical support, focusing on optimizing the reuse of treated wastewater and ensuring the system operates at peak efficiency. He’s establishing best management practices and protocols for the 5.4 MGD MBR wastewater treatment plant and supporting the plant’s substantial upgrades. Brad’s leadership in overseeing complex upgrades and capital improvement projects will be critical to maintaining 100% compliance with regulatory requirements.

City of Burbank O&M Project, Technical Director, Burbank, CA As Technical Director, Brad provides technical oversight and support, particularly related to optimizing reuse processes and ensuring compliance with regulatory standards. Serving as a vital member of the transition team, Brad helped establish best management practices and operational protocols for the 12.5 MGD water reclamation facility. He will be instrumental in overseeing capital improvement projects and addressing critical infrastructure issues, all while ensuring 100% compliance with Title 22 reuse standards.

National Contract Operations, Technical Director, Atlanta, GA As Technical Director, Brad provides technical support for the water and wastewater operations and projects throughout the country. Brad is responsible for working with the O&M project staff to improve the delivery of service, minimize risk, improve environmental compliance, and cost effectively deliver solutions to the market. He assists operations personnel with process troubleshooting, environmental compliance and where applicable training efforts, and optimization initiatives. Additionally, Brad supports project startup,QA/QC procedures and programs, safety and process management, and capital equipment management.

Burkburnett Wastewater Treatment Project Contract Operations, Technical Director, Burkburnett, TX*
As the Technical Director, Brad saved money for the Client through plant optimization:
increasing revenue through water reuse, enhancing chemicals, and managing the solids program. The 2.5 MGD Wastewater Treatment Plant was both discharge and reuse, working towards 100% reuse especially during the summer months. During his tenure, Brad established a project to increase reuse revenue by implementing receiving stations for local farmers to access the reuse water as needed. Brad also oversaw system-wide changes to optimize the plant including installing power monitoring equipment and line instrumentation to reduce critical costs for the client. Brad and his team also optimized the solids management, reducing costs or the client by increasing solids dryness.

UNMATCHED SKILLSET

EDUCATION
• AA, Industrial Electricity/
Electronics (in progress)

CERTIFICATIONS AND

LICENSES
• Alabama: Grade IV
Wastewater License
• Alabama: Grade IV Water
License
• MP2 Maintenance Data
Base, Quality Control
and Confined Space &
Hazardous Rescue
• 29+ years of industry
experience
• 15+ years reuse experience
• Expertise reducing
chemical, energy, and
sludge costs through
system optimization

EXPERIENCE IN

ACHIEVING GOALS
PROFESSIONAL EXPERIENCE Cont’d

BRADDAVIS

TECHNICAL SUPPORT
Winter Springs Water Reclamation Project Contract Operations, Technical Director and Project Manager, Winter Springs, FL* As the Project Manager and Technical Director, Brad established operations for the wastewater treatment reuse system which consisted of a pair of two 1.7 MGD wastewater treatment plants, reusing 100% of the effluent for residential customers, public golf courses, schools, parks, spray fields, and percolation ponds. Brad managed operations during the total rehabilitation of both wastewater plants, a construction project that forced the team to shut down operation of one plant and maintain operation solely through one operable plant. The rehabilitation included installing new air lines, chemical feed lines, and headworks, reseeding the plant, and bringing it back into state parameters. Throughout the project, Brad managed simultaneous construction projects, oversaw operations, managed staff, liaised with both the construction team and the Client, and maintained plant compliance. Finally, throughout his time at Winter Springs, Brad implemented a biosolids management program that increased solids dryness in order to optimize the process and reduce costs for the Client.

Palm Meadow Wastewater Treatment Project Contract Operations, Technical Director, Palm Meadow, FL*
As Technical and Optimization Director, Brad was responsible for optimizing the 5 MGD 100% reuse wastewater treatment plant. The plant, which had an aquifer storage and recovery system, sent its reuse water to residential customers and an aquifer. During his time at Palm Meadow, Brad optimized system-wide operations by: overseeing the conversion of the system to UV and assisting the engineer with UV system design, optimizing the plant through new electronics and ensuring 100% control through SCADA, and eliminating all odor complaints by enhancing plant operation. Brad also reduced sludge costs for the Client by implementing a biosolids management program to increase cake dryness thereby optimizing the project’s biosolids process.

John Creek Environmental Campus Wastewater Treatment Project Contract Operations, Technical Director, Johns Creek, GA*
As Technical Director, Brad oversaw the startup of the 15 MGD discharge and reuse facility, successfully managing the conversion of the facility from secondary treatment to membrane.

Throughout the complicated conversion, the seeding of the membranes, and implementing the bioreactors, Brad maintained project compliance and system optimization. During his tenure at Johns Creek Environmental Campus, Brad established a sophisticated asset management program that prioritized condition assessments, predictive maintenance, and capital planning through transparent communication with the Client. Brad also optimized biosolids management through the centrifuge thereby reducing costs to the client.

PROFESSIONAL EXPERIENCE (*PRIOR TO JOINING INFRAMARK)
MAI
ANDREW
A seasoned leader with over a decade of experience in the water-energy-land nexus, specializing in process optimization, capital improvement projects, and fostering highperforming multi-disciplinary teams. With a strong emphasis on sustainability and operational excellence, Mr. Mai has successfully led teams through complex challenges while promoting a culture of collaboration, diversity, and inclusion. Adept at strategic problem-solving, they excel in cross-functional environments, aligning technical and business goals to deliver sustainable, data-driven solutions in water reclamation and environmental compliance.

QUALITY TECHNICAL DIRECTOR
City of Mountain House O&M Project, Water Quality and Compliance, Mountain House, CA As Water Quality and Compliance Director, Andrew oversees all aspects of water quality management for both the 5.4 MGD MBR wastewater treatment plant and the 15 MGD conventional surface water treatment plant. His role ensures that water quality standards are consistently met or exceeded, aligning with regulatory requirements and supporting public health. Andrew manages water sampling, analysis, and reporting processes, ensuring the system operates within strict compliance guidelines. His leadership has been crucial in maintaining the integrity of Mountain House’s water supply during multiple plant expansions and upgrades, as well as optimizing reuse processes to maximize environmental and community benefits.

West Basin Water Reclamation O&M Project, Process Optimization (Engineering) Department Manager, Los Angeles, CA*
Currently managing a multi-disciplinary engineering team responsible for optimizing processes at the West Basin Water Reclamation Project. The role focuses on stabilizing advanced treatment systems for recycled water, with a particular emphasis on microfiltration (MF) and reverse osmosis (RO) systems across four plants. Managed capital improvement projects ranging from $200K to $1.5M, collaborating with contractors, design firms, and clients to ensure that technical solutions align with both operational needs and budgetary constraints.

Led the development of a Process Control Management Plan designed to optimize asset performance, reduce chemical and operational costs, and enhance process safety.

Regional/Corporate Technical Department, Engineering, Water Quality & Environmental Compliance Manager, Multiple Locations*
Supported 120+ water and wastewater sites across the U.S., with a focus on ensuring compliance with water quality regulations and enhancing operational excellence.

Responsibilities included leading teams during contract transitions, developing and implementing compliance programs, and fostering relationships with site managers and regulatory bodies to mitigate risks. Played a key role in developing technical proposals for new business contracts, emphasizing water quality and compliance program features to strengthen competitive bids. Additionally, spearheaded the rollout of new state-wide regulations and provided tailored technical support across multiple regions.

UNMATCHED SKILLSET

EDUCATION
• PhD, Environmental
Engineering, Stevens
Institute of Technology
• ME, Chemical Engineering,
Stevens Institute of
Technology
• BS, Chemical Engineering,
University of California, Los
Angeles (UCLA)

CERTIFICATIONS AND

LICENSES
• Engineer-In-Training (EIT)
Certification, State of
California (#153750)
• McKinsey Academy, Asian
Management Accelerator
• Over 10 years of experience
managing process
optimization and compliance
projects in the water and
environmental sectors.
• Proven success in leading
cross-functional teams and
executing capital improvement
projects enhancing
operational efficiency.
• Committed to fostering
diversity, equity, and
inclusion while cultivating
psychological safety and
collaboration within teams.

EXPERIENCE IN

ACHIEVING GOALS
PROFESSIONAL EXPERIENCE Cont’d

ANDREW MAI

QUALITY TECHNICAL DIRECTOR
Center for Environmental Services, Stevens Institute of Technology, Research Engineer Consultant, Multiple Locations*
Provided expert consultation on advanced treatment technologies for industrial wastewater projects, specifically focusing on the Department of Defense (DoD) initiatives. Led the development of novel materials and systems aimed at treating industrial contaminants through sustainable methods. The role involved coordinating multidisciplinary research, producing reports for grant funding, and overseeing the development of technologies for NetZero energy wastewater treatment. The projects aimed to advance both the technical and operational feasibility of sustainable treatment processes for the DoD.

Center for Environmental Services, Stevens Institute of Technology, Postdoctoral Researcher, Multiple Locations*
Led and contributed to several research initiatives focused on optimizing processes such as anaerobic digestion, biofuel production, and the catalytic degradation of industrial wastewater contaminants. Supervised a team of PhD and MS students, guiding them in experimental design and research methodologies. Collaborated with cross-functional teams including chemists, toxicologists, engineers, and project managers to ensure that all research outputs aligned with project goals aimed at achieving NetZero energy sustainability.

University of New Haven, Adjunct Professor, West Haven, CT* Taught graduate and undergraduate courses in environmental engineering, integrating modules on environmental justice to address national public health disparities. Courses included advanced wastewater treatment technologies and environmental pollution control. Recognized for inclusive teaching practices and high student engagement, leading to a nomination for the Outstanding Part-Time Faculty Award.

PROFESSIONAL EXPERIENCE (*PRIOR TO JOINING INFRAMARK)
DAVIS

BRADLEY
Mr. Davis is a seasoned laboratory manager with over two decades of experience in water quality management and environmental compliance. Leading a team at the City of Burbank Water Reclamation Plant, he has built a reputation for operational excellence, regulatory expertise, and effective leadership in lab operations. With a strong background in wastewater discharge, recycled water compliance, and laboratory accreditation, Bradley has significantly optimized lab processes, reduced outsourcing costs, and enhanced in-house capabilities. His knowledge spans technical laboratory operations, quality management, and compliance with state and federal regulations.

REGIONAL LABORATORY MANAGER
City of Mountain House O&M Project, Regional Laboratory Manager, Mountain House, CA As Regional Laboratory Manager, Bradley plays a pivotal role in overseeing water quality and compliance for both the 5.4 MGD MBR wastewater treatment plant and the 15 MGD surface water treatment plant. He ensures that all laboratory operations align with stringent state and federal regulations, particularly regarding wastewater discharge and recycled water compliance. Bradley has optimized laboratory processes, significantly reducing outsourcing costs and expanding in-house capabilities.

City of Burbank O&M Project, Regional Laboratory Manager, Burbank, CA As Regional Laboratory Manager, Bradley ensures compliance with NPDES and Title 22 permits for water reuse, servicing over 100 industrial and irrigation clients. His expertise in wastewater discharge and recycled water compliance has been crucial in managing the plant’s laboratory functions, optimizing internal testing capabilities, and improving the quality management systems. Bradley played a key role during the transition of operations, overseeing laboratory accreditation, enhancing testing efficiency, and ensuring that water quality meets all state and federal regulatory standards, particularly for recycled water used in industrial processes and plant cooling operations.

City of Burbank Water Reclamation Plant O&M Project,
Laboratory Manager, Burbank, CA*
As the Laboratory Manager for the Burbank Water Reclamation Plant (BWRP), Bradley is responsible for overseeing all laboratory operations, ensuring compliance with environmental monitoring programs, and managing a team of five laboratory technicians in an ELAP, TNI-2 accredited facility. His role includes supervising regulatory permit compliance for NPDES and recycled water, as well as monitoring the facility’s tertiary treated recycled water, which serves industrial purposes and land irrigation in the City of Burbank.

Bradley has played a pivotal role in expanding the laboratory’s in-house testing capabilities, which reduced reliance on contract labs and optimized budgets, bringing down outsourced testing costs from $300K to $100K annually. His efforts have also included improving the laboratory’s quality assurance programs and developing plans for the lab’s future accreditation expansions, including trace metals analysis. Bradley’s expertise in regulatory reporting and process control, coupled with his team-building skills, ensures smooth laboratory operations and compliance with state and federal regulations.

UNMATCHED SKILLSET

EDUCATION
• BS, Oceanography,
Humboldt State University,
Arcata, CA

CERTIFICATIONS AND

LICENSES
• CWEA Grade IV
Laboratory Analyst
(Certificate #70134003)
• California Wastewater
Treatment Operator Grade
III (Certificate #III-10229)
• Over 20 years managing
a California ELAP, TNI-2
accredited laboratory for
a water reclamation plant.
• Proven ability to optimize
lab operations, resulting in
reduced contract lab costs
from $300K to $100K
annually.
• Extensive expertise in
NPDES and recycled
water permits, regulatory
reporting, and wastewater
treatment processes.

EXPERIENCE IN

ACHIEVING GOALS
PROFESSIONAL EXPERIENCE (*PRIOR TO JOINING INFRAMARK)
ZABEC
MYRA
Mrs. Zabec has over 38 years as a highly experienced Laboratory Director managing environmental chemistry and microbiology laboratories, business processes analysis, and technical and regulatory requirements for environmental sampling and anlysis. As a key component of the transition phase, Mrs. Zabec will play an integral role in establishing and implementing laboratory policies and procedures. She will provide invaluable training on Chemical Hygiene and Safety Plans and oversee the implementation of the Laboratory QA/ QC Program. During the transition phase, Mrs. Zabec will be onsite to provide comprehensive training for staff, offer ongoing technical support, and conduct an annual laboratory audit.

Throughout her tenure, Mrs. Zabec has excelled in preparing and administering operating and capital budgets, as well as setting up new laboratories, analyses, and instrumentation.

Her expertise extends to onboarding and training staff on various aspects of laboratory operations, including analyses, QA/QC procedures, general lab protocols, chemical hygiene, laboratory safety, ethics, root cause investigation, and corrective action. Her customerfocused approach underscores her commitment to delivering timely and legally defensible data to both internal and commercial clients.

CORPORATE LABORATORY DIRECTOR
Consolidated Laboratory, Laboratory Director , Charlotte, NC Myra led consolidation of four environmental laboratories into a single LEED certified facility for the City of Charlotte. In this role, Myra managed change for 49 employees; staged relocation from multiple facilities, maintaining continuous operation with minimal need for subcontracting; oversaw vendor relocation and optimization of instrumentation; worked with regulators to re-establish state certifications and ensure safe working conditions for staff.

Consolidated Laboratory and NELAP Accreditation, Laboratory Director, Charlotte, NC Myra led the effort to ensure legally defensible laboratory data of known and documented quality for the City of Charlotte. In this role, Myra led annual review of the Quality System, QAM and SOPs; implemented corrective/preventative action program; developed internal audit program; provided laboratory ethics training and assured proper onboarding of new employees.

Client Relationships, Laboratory Director, Charlotte, NC Myra developed and maintained positive relationships with internal and external clients, regulators, and contract laboratories. In this role, Myra worked with Regional and Project Managers to fill laboratory vacancies, outfitted Project labs at start-up (during transition) with proper equipment, chemicals and supplies, provided training and technical support to Analysts and have worked to develop positive working relationships with regulators, contract labs and other vendors.

UNMATCHED SKILLSET

EDUCATION
• BS, Biology/Chemistry,
University of South
Carolina
• Provided laboratory
services to one of the
largest municipal utilities in
the Southeast: supported
6 WWTPs, 3 WTPs, a
collection/distribution
system for a metropolitan
area of approximately
1 million residents and
provided services to other
municipalities in 7 states.
• Prepared and administered
operating and capital
budgets as well as set up
new laboratories, analyses,
and instrumentation.
• Onboarded and trained
staff on analyses,
QA/QC, general lab
procedures, chemical
hygiene, laboratory safety,
laboratory ethics, root
cause investigation, and
corrective action, etc.

EXPERIENCE IN

ACHIEVING GOALS
PROFESSIONAL EXPERIENCE (*PRIOR TO JOINING INFRAMARK)
MOORE
DAVID
Mr. Moore has 41 years experience working in the water and wastewater industry. He has served as supervisor of treatment facilities, manager over several facilities and provided start-up, and operational troubleshooting of facilities as a consultant. He established the largest Land Application Program in Georgia, developed maintenance management systems, provided operational and certification training, established industrial Pretreatment programs, and worked with facility design from conceptualization to commissioning. Several facilities under Mr. Moore’s leadership have received the Burke Safety Award from the Water Environment Federation.

TECHNICAL SUPPORT AND INDUSTRIAL PRETREATMENT PROGRAM
Vice President of O&M Technology, Multiple Locations
In this role at Inframark, Mr. Moore is responsible for assisting projects with optimizing overall performance—including meeting new and existing permit limits, providing operational troubleshooting, and implementing solutions for permit excursions. He is also responsible for assisting projects with optimizing process performance. Mr. Moore establishs operational protocols at new and existing projects, including: preparation of procedures for operation, operator training, and working with clients to identify solutions for their utility system challenges.

Augusta Wastewater Treatment O&M Project,
Technical Specialist/Wastewater, Augusta, GA
As Technical Specialist/Wastewater at our Augusta Wastewater Treatment Project, David provided critical technical support, both during transition and long-term, for the On-Site Project Team that operates and maintains the 46 MGD wastewater treatment plant, 300-acre constructed wetlands treatment system, aerated lagoon and Industrial Pretreatment Program (IPP) that consists of 47 permitted industries. David also played a key role in optimizing the Project’s biosolids management program which safely processes solids to meet EPA’s standards for reuse and land applies the solids for sod, fertilizer for local crops, and livestock feed.

The expansive and effective IPP program in Augusta showcases David’s ability to optimize a project’s biosolids management program. David was also a key member of the Project’s transition team and helped ensure that, despite transitioning the project during a critical phase of a $70 million capital upgrade, the Project remained without any compliance challenges.

Rockdale Water Resources, Water & Wastewater Treatment O&M Project, Regional Manager & Technical Support, Rockdale County, GA David was responsible for managing the operations of 5 wastewater plants for Rockdale Water Resources. Additionally, for the start-up of a new 3 MGD SBR plant, David provided technical support for project staff on plant commissioning and process control. Throughout the duration of this ongoing contract, Inframark is responsible for the operation and maintenance of a 12 MGD wastewater treatment system, sewer collection and water distribution systems, 29 lift stations, and an Industrial Pretreatment Program.

UNMATCHED SKILLSET

EDUCATION
• MBA, Management,
Georgia State University
• BS, Mathematics, Augusta
University

CERTIFICATIONS AND

LICENSES
• Georgia: Wastewater
Treatment Plant Operator–
Class I, Water Treatment
Plant Operator–Class 1
• North Carolina: Wastewater
Operator–Grade IV
• South Carolina: Biological
Wastewater Operator–
Class A
• Expertise in limited design
flow capacity
• Expert in SBR start-up
as proven at Commerce
(industrial SBR), Rockdale’s
snapping shoals SBR, and
Hinesville’s 4 cell SBR plants
• Has managed several
plant operations for waste
and water reuse, including
industrial plants

EXPERIENCE IN

ACHIEVING GOALS
PROFESSIONAL EXPERIENCE Cont’d

DAVID MOORE

TECHNICAL SUPPORT AND INDUSTRIAL PRETREATMENT PROGRAM
Warner Robins Water & Wastewater Treatment O&M Project, Construction Liaison & Technical Support, City of Warner Robins, GA David in his role, provided major upgrades of plant capacity and treatment limits for the City of Warner Robins’ 12 MGD wastewater treatment facilities, 32 lift stations, 17 MGD water treatment plant, and water wells. Inframark provided significant O&M support during major capital upgrades and focused tremendous effort toward maintaining the facility while identifying key issues associated with aging infrastructure. Ultimately, Inframark created over millions in savings on capital upgrades by leveraging our in-sourcing capabilities, and significantly reducted the cost per thousand gallons in the production of water, with an substantial annual savings based on electric and chemical usage.

Hinesville Water & Wastewater Treatment O&M Project,
Construction Liaison & Technical Support, City of Hinesville, GA David provided technical support for the start-up and commissioning of a new 7.15 MGD SBR plant for the City of Hinesville. Inframark has transitioned 90 employees and currently operates the City’s 12 MGD water and 17.15 MGD wastewater treatment system, lift stations, collection/ distribution piping, and public works department, serving a regional population of 70,000.

Forsyth County Water & Wastewater Treatment O&M Project, Technical Support, Forsyth County, GA
David provided technical support for the transition and upgrades of Forsyth County’s seven wastewater treatment plants and 28 MGD Water Treatment Facility, which serve a service area of 413 square miles and 219,880 customers. David specifically provided support on upgrading the Fowler Water Reclamation Facility (WRF) from 2 to 7.5 MGD; Upgraded James Creek from 1 to 2.55 MGD, and the new 1.25 MGD Shakerag WRF.

Spears Creek Water & Wastewater Treatment O&M Project,
Technical Support, City of Spears Creek, SC
David provided technical support for the commissioning of a new 12 MGD continuous flow SBR plant with nutrient limits to replace the old 6 MGD plant, while also providiing on-site support of start-up and training plant staff.

UNMATCHED SKILLSET
• Alabama: Wastewater
Operator– Grade IV
• Mississippi: Wastewater
Operator–Class IV

PROFESSIONAL

ORGANIZATIONS
• Georgia Association
of Water Professionals
(GAWP) Program
Chairman and Safety
Chairman
• Water Environment
Federation
• American Public Works
Association (APWA)
AWARDS
• Water Environmental
Federation William D.

Hatfield Award
• 5S Honorary Society
PROFESSIONAL EXPERIENCE (*PRIOR TO JOINING INFRAMARK)
TURLEY
JD
JD brings over 40 years of maintenance experience and 20 years of expertise in optimizing asset management and maintenance of wastewater treatment facilities. As Vice President of Asset Management and Reliability at Inframark, JD leads the O&M delivery group, implementing data-driven asset management practices. He excels in directing and supporting asset and maintenance management efforts, emphasizing equipment uptime through advanced predictive maintenance technologies. JD will play a key role in Rio Vista’s success by developing the maintenance program, overseeing the initial condition assessment, and creating the Repair and Replacement Plan. With deep expertise in reliability, asset management, and facility maintenance—including preventive, predictive, and corrective maintenance—JD has consistently demonstrated leadership in coordinating personnel and ensuring facility performance. He has established and managed maintenance procedures, schedules, and comprehensive records to track asset conditions and maintenance activities.

ASSET MANAGEMENT
City of Mountain House O&M Project, Asset Manager, Mountain House, CA As Asset Manager, JD leads asset management efforts across the 5.4 MGD MBR wastewater treatment plant and 15 MGD surface water treatment plant. He oversees the implementation of data-driven asset management practices, focusing on equipment reliability and uptime through predictive maintenance technologies. JD is crucial for the condition assessment and development of the Repair and Replacement Plan during multiple facility upgrades. His expertise ensures that maintenance procedures, schedules, and asset records are consistently aligned with the operational needs of the rapidly growing Mountain House community, maintaining high performance and compliance standards across the system.

City of Burbank O&M Project, Asset Manager, Burbank, CA As Asset Manager, JD spearheads the development and execution of asset management and maintenance programs, focusing on ensuring reliability across the facility’s critical equipment.

JD directed the initial condition assessment and is responsible for establishing the Repair and Replacement Plan, which supports both day-to-day operations and long-term capital improvements. His leadership in predictive maintenance and equipment uptime has been vital in optimizing asset performance and reducing downtime during the plant’s transition phase, ensuring that maintenance protocols are in place to support continuous operations and regulatory compliance.

Fayetteville Wastewater Treatment O&M Project
Asset Reliability/Maintenance Manager, Fayetteville, AR* As Maintenance Manager, JD oversaw all aspects of asset management and maintenance operations for the City of Fayetteville’s wastewater treatment system, which included wastewater treatment facilities, 38 pump stations, and the biosolids management site.

He was accountable for the overall asset management system and reliability-centered maintenance programs, which encompassed developing capital improvement plans, maintenance strategies/plans, and maintaining all maintenance records in the CMMS program, Maintenance Connection. Additionally, he led the establishment and maintenance of preventative and predictive procedures and schedules within the CMMS, preparing monthly reports for over 30,000 assets in the database. Furthermore, JD conducted training for all personnel, ranging from management and supervisor level to utility workers, in CMMS asset management and work order flow.

UNMATCHED SKILLSET

CERTIFICATIONS AND

LICENSES
• Certified Maintenance
Reliability Professional
(CMRP) – SMRP (Society
of Maintenance Reliability
Professionals)
• Certified Reliability Leader
(CRL) – AMP (Asset
Management Professionals)
• Certified Maintenance
Reliability Technician
(CMRT) – SMRP (Society
of Maintenance Reliability
Professionals)
• 40+ years of maintenance
experience
• Expertise in all aspects
of reliability, asset
management, and
industrial and facility
maintenance
• Expertise developing and
implementing multi-year
Repair and Replacement
Plans and Forecasts
• Deep experience with
project startups and
overseeing the initial
condition assessments

EXPERIENCE IN

ACHIEVING GOALS
PROFESSIONAL EXPERIENCE Cont’d

JDTURLEY

ASSET MANAGEMENT
Hinesville Water and Wastewater Treatment O&M Project
Project Maintenance Manager, Hinesville, GA*
JD managed maintenance operations for the City of Hinesville, overseeing a diverse infrastructure portfolio including a 1.2 MGD SBR water reclamation facility, a 6 MGD wastewater trickling filter treatment facility, and 41 sanitary sewer lift pumping stations. As Maintenance Manager, JD oversaw all of the wastewater fleet which included all of the City fleet vehicles, all of the streets and drainage, sanitation, wet and dry trash vehicles and all of the water production maintenance. The water production maintenance included chlorinating and flourinating the well water and the maintenance of all elevated towers and ground storage tanks, as well as maintenance for the entire distribution system and all booster stations.

Genoa Township Water, Wastewater Treatment O&M Project
Maintenance Supervisor, Genoa Township, MI*
As Maintenance Supervisor, JD coordinated all aspects of maintenance for two water plants and distribution systems including more than 1,200 fire hydrants, three groundwater storage tanks, five elevated water storage tanks, and four water booster stations. He also coordinated maintenance for three wastewater treatment plants and collection systems, 58 lift stations and 1,700 grinder pumps. He supervised five field personnel, maintained MP2 maintenance records, and formulated/prepared monthly reports. Throughout his tenure, JD acted as a liaison with contractors and clients and with the public in response to system issues. He also serveed as primary operator for a .750 MGD SBR wastewater treatment plant.

Auburn Wastewater Treatment O&M Project, Maintenance Specialist, Auburn, CA* As Maintenance Specialist, JD coordinated all aspects of maintenance for City of Auburn’s wastewater treatment system which included a 2.5 MGD Extended Aeration Oxidation Ditch plant, 19 lift stations, and the collection system as well as the lift stations located on plant site.

Throughout his tenure, he acted as a consulting liaison between the client and third-party design engineers concerning the facility and lift stations upgrades. He also supervised and cross trained personnel that were assigned to operations and collections in maintenance tasks and maintained the CMMS program for all maintenance records, formulated and prepared monthly reports.

UNMATCHED SKILLSET
• Class 1,2 & 3 Plant
Maintenance Technologist
– ABC (Association of
Boards for Certification)
• Level 1 Thermographer –
PITI (Professional Infrared
Training Institute)
• Level 1 Vibration – Mobius
Institute
• Level 1 Ultrasound – Ludeca
• Class “A” Commercial
Drivers License
• American RedCross CPR/
First Aid/AED
PROFESSIONAL EXPERIENCE (*PRIOR TO JOINING INFRAMARK)
HUNT
KEVIN
With 27 years of industry experience, and 19 years of MBR experience, Kevin Hunt brings crtitical experience and expertise to projects across the Inframark portfolio. As Inframark’s Membrane Optimization Manager, Kevin supports our Water and Wastewater Treatment Project at Forsyth County, which includes three MBR facilities. He has also been a critical resource for our Mountain House, California Water and Wastewater Treatment Project during the start-up and commissioning of the new MBR wastewater treatment plant, as well as the Lewes Deleware Wastewater Treatment Project overseeing the ongoing training of the onsite project team to optimize the project’s MBR plant. Kevin offers unparalleled integrity, initiative, resourcefulness, consistency, and diligence in achieving both short and long-term goals and business objectives.

He specializes in membrane optimization, wastewater treatment management and chemical feed system operation, and holds his GA Class II Wastewater License.

MEMBRANE OPTIMIZATION MANAGER
City of Burbank O&M Project, Membrane Optimization Manager, Burbank, CA As Membrane Optimization Manager, Kevin brings essential expertise in membrane bioreactor (MBR) technology, playing a critical role in the start-up and commissioning of the new 5.4 MGD MBR wastewater treatment plant. Kevin oversees the optimization of membrane operations, ensuring peak performance, system reliability, and regulatory compliance. His extensive experience in managing MBR systems helps streamline processes, minimize downtime, and reduce operational costs while maintaining high-quality water reclamation standards. Kevin’s technical leadership has been instrumental in the success of Mountain House’s significant facility upgrades, ensuring smooth transitions and long-term operational efficiency.

Forsyth County, Water and Wastewater Treatment Project, Membrane Optimization Manager, Forsyth County, GA
As Membrane Optimization Manager, Kevin is responsible for the optimization, troubleshooting, and maintenance of the membranes at Forsyth County, Georgia Water and Wastewater Treatment Project’s five facilities. Kevin utilizes a team of 15 operators and is responsible for training the team in membrane, operations, and inspections. Additionally, Kevin is responsible for generating the PM inspection schedule for membranes, maintaining the digital library of inspections, and forecasting the MBR replacement schedule. Kevin oversees monitoring the facilities, changing out the membranes when needed, and making recommendations to the client and operations managers.

Forsyth County, Fowler Water Reclamation Facility, Manager, Forsyth County, GA As Manager of the Fowler Water Reclamation Facility, Kevin was part of the startup team for plant expansion and was responsible for inspecting, troubleshooting, repairing the membranes and other facility processes. Additionally, Kevin was responsible for meeting with the engineers to recommend facility changes, training the operators, coordinating shutdowns, and maintaining operation and compliance during construction.

UNMATCHED SKILLSET

EDUCATION
• BA, Construction
Bournemouth & Poole
College Poole, England

CERTIFICATIONS AND

LICENSES
• GA Class II Wastewater
License
• CPR, FIRST AID and AED
instructor
• Counterbalanced Forklift
Instructor
• Fall Protection
• Trenching and Excavation
• 40hr Hazwoper
• 19 years of MBR expertise,
leading performance
improvements across
multiple facilities, including
plant start-ups.
• Manages and trains a
15-operator team, ensuring
membrane maintenance
and operational efficiency.
• Reduced chemical,
maintenance, and labor
costs while maintaining
permit compliance at key
facilities.

EXPERIENCE IN

ACHIEVING GOALS
PROFESSIONAL EXPERIENCE Cont’d

KEVINHUNT
Membrane Optimization Manager
Forsyth County, Shakerag Water Reclamation Facility, Startup Team, Forsyth County, GA As part of the startup team for the Shakerag Water Reclamation Facility, Kevin was responsible for inspecting, troubleshooting, and repairing the membranes and other facility processes.

Kevin met with engineers to recommend changes, generated the digital library of SDS’s, and designed fire extinguisher, eyewash, and exit plans. Additionally, Kevin oversaw the training of the operators, including certifying the staff in CPR, First Aid, and AED, and the operations of the facility, including designing the plant check.

Forsyth County, Windermere and James Creek Water Reclamation Facilities, Operator, Forsyth County, GA
As an Operator, Kevin inspected and repaired the facilities’ membranes. He was responsible for the cleaning and maintenance of membrane unit processes as well as making process changes when needed to maintain compliance and to optimize the system. During his tenure, Kevin calibrated laboratory equipment, entered permit and process data, operated the belt press and centrifuge, and conducted PM’s. Kevin was responsible for making process changes when necessary. Additionally, Kevin was responsible for training new staff members.

Forsyth County, Fowler Water Reclamation Facility, Operations Manager, Forsyth County, GA*
As Operations Manager of the Fowler Water Reclamation Facility, Kevin maintained live documentation for all membrane monitoring and conducted startup on new membrane trains and record data. He was responsible for maintaining up to date HASP and MSDS library and other safety documentation as well as managing all contractors, staff, support staff, and up to 18 temporary workers at a time. Additionally, Kevin managed HR duties and ensured the CMMS was up to date with work orders and corrective work orders performed in a timely manner. During his tenure, Kevin optimized the process to reduce chemical, maintenance, and labor costs while maintaining permit compliance, and maintained a monthly variance report to control the budget.

PROFESSIONAL EXPERIENCE (*PRIOR TO JOINING INFRAMARK)
MILLER
MATT
Mr. Miller is a highly accomplished professional with over 25 years of experience in water, wastewater, environmental compliance, and safety management. A strong advocate for the sustainable use of water resources and environmental stewardship, Matt has a proven track record of improving organizational efficiency, exceeding regulatory standards, and navigating complex operational challenges. His expertise in environmental compliance, regulatory reporting, and safety oversight has made him a recognized leader in the field.

With advanced degrees in environmental management and organizational leadership, Matt excels in aligning business operations with sustainability goals while driving performance and compliance across organizations.

QUALITY ASSURANCE COMPLAINCE
City of Mountain House O&M Project, Quality Assurance Compliance, Mountain House, CA As Quality Assurance Compliance, Matt leverages his extensive experience in water and wastewater management to ensure regulatory compliance and uphold environmental standards. As a strong advocate for the sustainable use of water resources, Matt implements rigorous quality assurance protocols that enhance operational efficiency and exceed regulatory requirements. His expertise in environmental compliance, regulatory reporting, and safety management has enabled him to navigate complex operational challenges effectively. By fostering a culture of accountability and stewardship, Matt has established best practices that support the long-term sustainability of the Mountain House water and wastewater systems.

Director of Operations and Compliance Assurance, Multiple Locations In this role at Inframark, Matt leads cross-functional teams to ensure compliance with core water quality regulations and environmental standards. He oversees water and wastewater O&M projects, reviewing permit compliance, regulatory reporting, and lab practices. Conducting site visits and desktop data reviews, Matt identifies operational challenges, health and safety issues, and ensures the accuracy of regulatory submissions. He collaborates with project staff to develop corrective actions, supporting them through root cause analyses and incident investigations to ensure ongoing regulatory compliance and operational efficiency.

Director of Water Quality and Environmental Compliance, Multiple Locations* As Director of Water Quality and Environmental Compliance, Matt was responsible for overseeing the quality and compliance of 113 water systems and 40 wastewater treatment facilities, serving a population of 1.5 million. He developed a statewide strategy for regulatory compliance and environmental stewardship, tracking permits, overseeing regulatory monitoring programs, and ensuring the company met all water and wastewater quality standards. He also managed a team of 13 staff members, providing guidance and training on compliance and operational practices.

UNMATCHED SKILLSET

EDUCATION
• MBA, Organizational
Leadership, Wilmington
University, New Castle, DE
• MS, in Environmental,
Safety, and Health
Management, The
University of Findlay, OH
• BS, in Environmental and
Hazardous Materials
Management, The
University of Findlay, OH
• 25+ years of experience
in water, wastewater, and
environmental compliance
industries, driving
operational excellence and
regulatory adherence.
• Expertise in developing and
implementing environmental
compliance programs
and ensuring regulatory
reporting accuracy.
• Skilled leader of large
teams, fostering
organizational efficiency
and sustainability in water
quality management.

EXPERIENCE IN

ACHIEVING GOALS
PROFESSIONAL EXPERIENCE Cont’d

MATT MILLER

QUALITY ASSURANCE COMPLAINCE
Director of Treatment, Multiple Locations*
Matt directed the finished water and wastewater quality across Pennsylvania, providing technical guidance to production facilities. His responsibilities included compliance reporting, regulatory correspondence, and managing a $9 million budget for water and wastewater operations. Under his leadership, a team of 35 personnel ensured the optimal functioning of treatment facilities and operational compliance.

Assistant Water Division Director, Wilmington, DE*
In this role, Matt oversaw the operations of two surface water treatment plants and managed the city’s Water Quality Laboratory. He ensured regulatory compliance for water utilities, managed field activities related to infrastructure improvements, and led quality assurance efforts in the city’s certified water laboratory.

UNMATCHED SKILLSET

CERTIFICATIONS AND

LICENSES
• PADEP Certified Water
Operator, Class A, Subclass
1,6,7,8,12
• PADEP Certified
Wastewater Operator,
Class AE, Subclass 1,2,3,4
• Utility Management
Certification, National Rural
Water Association

PROFESSIONAL

ORGANIZATIONS
• Water Utility Council
Member, PA-AWWA (2021
and 2023)
• Schuylkill Action Network
Executive Steering
Committee Member
(2021–2023)
• Board Member, Christina
Conservancy (2014–2015)

PUBLICATIONS
• Ellis, S., Fooks, J., Messer,
K., & Miller, M. (2016).
“The Effects of Climate
Change Information on
Charitable Giving for Water
Quality Protection: A Field
Experiment.” Agricultural
and Resource Economics
Review, 45(2), 319-337.
• Thomas B. Parr, Shreeram
P. Inamdar, Matthew J.

Miller (2019). “Overlapping
anthropogenic effects on
hydrologic and seasonal
trends in DOC in a surface
water dependent water
utility.” Water Research,
Volume 148, 407-415.

PROFESSIONAL EXPERIENCE (*PRIOR TO JOINING INFRAMARK)

SOMERS, CSP

MICHELLE
Michelle Somers is an accomplished safety professional with a strong background in health and safety within the water and wastewater industry. She excels in developing and implementing EHS programs and management systems that foster a positive safety culture and drive continuous improvement. Michelle is a Certified Safety Professional (CSP), with extensive experience in construction, manufacturing, and industrial sectors, she has successfully influenced safety behaviors, minimized health risks, and implemented effective safety measures. Michelle’s career includes roles as an Area Safety Professional, an EHS Engineer, a Safety Specialist, and a Safety Coordinator.

REGIONAL ENVIRONMENTAL, HEALTH, & SAFETY MANAGER
Area Safety Professional, Jacobs, Sacramento, CA*
In this role, Michelle leads efforts to build a positive safety culture, emphasizing safety as a core value. She conducts site walk-throughs to identify and mitigate hazardous conditions, tracks safety metrics, and communicates successes and opportunities to management and clients. Additionally, she enhances accident investigation processes to ensure root causes are determined and lessons learned are disseminated effectively.

EHS Engineer, TechnipFMC, Davis, CA*
Michelle developed and implemented cost-effective corrective strategies to improve employee health and designed programs to minimize or eliminate poor worker health due to environmental hazards. Her responsibilities included conducting site walk-throughs, implementing control measures to address potential risks, and collaborating with clients and key personnel to ensure safety success and compliance.

Safety Specialist, MP Associates, Ione, CA*
Michelle was proficient in sampling techniques and industrial hygiene practices, tracked and correlated safety data to benchmark company safety performance, and conducted safety training and development programs for employees. She also assisted in the implementation of control measures and corrective actions to mitigate risks.

Safety Coordinator, Redpath Mining, Marquette, MI*
Michelle conducted accident investigations to determine root causes and disseminate lessons learned, implemented safety programs to enhance workplace safety and reduce incidents, and conducted safety audits and inspections to ensure compliance with safety regulations. Her role also involved collaborating with management and staff to foster a culture of safety awareness and continuous improvement.

UNMATCHED SKILLSET

EDUCATION
• BA, Fire Science/Loss
Control, Lake Superior
State University, Sault Ste
Marie, MI
• A.S. Fire Science, Lansing
Community College,
Lansing, MI

CERTIFICATIONS AND

LICENSES
• Certified Safety
Professional (#40235)
• OSHA 30 Certified Trainer
• Certified CPR/AED/First
Aid Instructor
• Led safety initiatives
across diverse industries,
fostering a positive
safety culture and driving
continuous improvements.
• Developed and
implemented EHS
programs that effectively
minimized risks and
ensured compliance in
high-hazard environments.
• Enhanced accident
investigation processes,
ensuring root cause
analysis and lessons
learned were shared to
prevent future incidents.

EXPERIENCE IN

ACHIEVING GOALS
PROFESSIONAL EXPERIENCE (*PRIOR TO JOINING INFRAMARK)
RUIZ
ELIAS
Elias Ruiz is a seasoned SCADA Technician with over 20 years of experience in SCADA System Administration and Post Construction Process Controls Modifications. He excels in security, operations, maintenance, and project management, with deep expertise in PLCs, HMIs, and network equipment. Elias has led successful projects like the City of Pasadena SCADA Upgrade, improvements at the PK Fish Hatchery, and upgrades at the City of Edmond Coffee Creek Wastewater Treatment Plant. His Bachelor of Science in Industrial Engineering from Tarleton State University enhances his technical proficiency, making him a key contributor to the optimization of the City of Rio Vista’s Wastewater Operations and Management.

SCADA TECHNICIAN
SCADA Technician, Multiple Locations
As a SCADA Technician at Inframark, Elias is responsible for maintaining, optimizing, and troubleshooting SCADA systems for the City of Rio Vista’s Wastewater Operations and Management contract. He manages the installation, configuration, and maintenance of SCADA hardware and software to ensure system reliability and performance. In his role, Elias oversees system upgrades, repairs, and the integration of new technology across wastewater treatment facilities. He also troubleshoots network communication issues and resolves PLC and HMI challenges to maintain operational efficiency. Additionally, he collaborates closely with operations teams to ensure SCADA systems meet project specifications and performance goals.

Possum Kingdom Fish Hatchery, Graford, TX*
This project involved constructing a screen on Wonderware InTouch to communicate with a data radio from an RTU panel using a VNC connection. Additionally, we added additional functions to the existing PLC to enhance operational capabilities.

City of Pasadena SCADA Upgrade, Pasadena, CA*
In this upgrade, the City of Pasadena likely transitioned its existing SCADA system to VT SCADA for improved functionality, reliability, and efficiency in managing its water treatment plant. The upgrade involved installing VT SCADA software, configuring it to interface with existing hardware and sensors, customizing the system to meet the city’s specific needs, and providing training to operators and staff.

City of Edmond Coffee Creek Wastewater Treatment Plant, Edmond, OK* This job involved troubleshooting ongoing issues within the controller and expanding the control points of a polymer feed system. Specifically, it entailed identifying and resolving persistent problems within the controller system, ensuring its smooth operation. Additionally, the scope of work encompassed increasing the capacity of the polymer feed system by adding more control points, thereby enhancing its functionality and efficiency.

UNMATCHED SKILLSET

EDUCATION
• BA, Industrial Engineering,
Tarleton State University,
Stephenville, TX

CERTIFICATIONS AND

LICENSES
• Class C Water
Certifications (Texas)
• Class C Water
Certification (Oklahoma)
• Successfully led the
SCADA system upgrade
for the City of Pasadena,
improving system reliability
and performance.
• Delivered critical process
control modifications
at PK Fish Hatchery,
optimizing operations
and enhancing system
efficiency.
• Streamlined network
communication and
system upgrades at the
City of Edmond Coffee
Creek Wastewater
Treatment Plant.

EXPERIENCE IN

ACHIEVING GOALS
2002 W Grand Pkwy N #100 | Katy, TX 77449 | 281.578.4200 www.inframark.com

PROPOSAL
City of Rio Vista
Contract Wastewater Operations Services
October 4, 2024
Attachment 3
SECTION 1
Transmittal Letter
SECTION 1
Transmittal Letter
1-1
City of Rio Vista: Contract Wastewater Operations Services October 3, 2024
City of Rio Vista
Greg Malcolm
Interim Director of Public Works and Community Development One Main Street
Rio Vista, CA 94571
Subject: Contract Wastewater Operations Services Proposal Dear Mr. Malcolm and members of the selection committee, PERC Water Corporation (PERC Water) is the most qualified firm to provide Contract Wastewater Operations Services to the City of Rio Vista (City). We have an understanding of your facilities and systems, an excellent track record of permit compliance, and a plan for developing and implementing programs to maximize safety, efficiency, and revenue. As the City’s operations and maintenance (O&M) partner, we will bring a perspective and commitment to innovation that is grounded in our experience operating similar facilities to yours, all across California.

OVERVIEW OF PROPOSED TEAM
Our team is comprised of highly skilled technical experts to ensure that the on-site team receives the necessary resources and support for success and experienced transition experts that have a history of transitioning existing O&M teams into the PERC Water family through an emphasis on cohesion, integration, and efficiency.

PERC Water boasts a staff retention rate of over 85% following the transition of plant O&M contracts. It is our team’s intention to retain the current Rio Vista plant staff.

The identified personnel included in this proposal are available in the event current staff are not retained. Drawing from our vast experience as the contract operator at similar wastewater treatment plants, PERC Water has created a comprehensive staffing plan designed to ensure that all operations are efficient, compliant, and responsive to each facility’s specific needs. We have specifically selected the following qualified and highly capable PERC Water personnel to lead this effort. They will leverage their experience, expertise, lessons learned, and best practices developed from decades providing similar services.
• Chief Plant Operator, Gilbert Perez: Gilbert brings 35 years of wastewater treatment experience including operations and ongoing maintenance, and knowledge of applicable laws and regulations. Most recently serving as the Operations Manager for the City of Riverside, Gilbert oversaw all regulatory compliance, environmental compliance, safety, collection system, mechanical, electrical, instrumentation maintenance, and day to day operations along with managing engineering and construction management.
• Wastewater Operator, Ruben Rodriguez: Ruben has 15 years of experience in the construction completion, vendor equipment testing, integrated pre-operational testing, and initial startup of PERC Water facilities throughout California and Arizona.
• Transition Manager, Chris Maines: Chris has more than 34 years of experience in utility management, regulatory negotiation, policy development, and staff training and mentoring. He has been part of transition teams for six projects and has helped or provided guidance for more than 40 facilities across the world.

SECTION 1. TRANSMITTAL LETTER

BENEFITS OF PERC WATER
• We are a California
Firm: We have more active
California operations than any
other operator and our local
California experience and
understanding will benefit the
City of Rio Vista.
• Deep Relationships
and Experience with
Permitting Agencies: PERC
Water has been working with
California regulatory agencies,
including RQWCB, for nearly
30 years and understands
the complexities and nuances
of operating treatment
plants in California that meet
environmental requirements.
• Membrane BioReactor
(MBR) Experts in
California: No other operator
has more MBR experience
in California than PERC
Water, bringing efficiencies,
innovations, best practices, and
lessons learned that will result
in cost savings.
• Engineering, Construction,
and Operations (ECO)
Program: PERC Water
approaches treatment plant
operations differently than our
competitors through our ECO
Program. This holistic approach
features in-house engineering,
construction, and operations
experts that develop innovative
and cost-saving ideas to
challenges treament plants
face.
• Community Engagement:

When PERC Water assumes
treatment plant operations,
we become members of the
community. Our approach
to community engagement
prioritizes the needs of
community and gives back to
the residents we serve.
1-2
City of Rio Vista: Contract Wastewater Operations Services • Regional Manager, Iris Ramos: Iris has 29 years of experience operating and managing groundwater distribution facilities across California. As Regional Director of PERC Water, Iris has full responsibility for the successful operation and maintenance of PERC-operated water/ wastewater treatment facilities through supervision and leadership operations and maintenance staff.

QUALIFICATIONS
Our company takes immense pride in the qualifications and certifications held by our key staff, which are pivotal to our success in delivering exceptional wastewater management services. Our team’s certifications reflect our commitment to the highest standards of operational excellence, regulatory compliance, and environmental stewardship. Our certified professionals are not only adept at meeting regulatory requirements but also excel in optimizing system performance, ensuring public health, and protecting the environment.

We are a local California firm, and the only contract operator with headquarters in California. PERC Water was born and raised in California. We have been here for the creation and implementation of every water, wastewater, and stormwater treatment regulation since the late 1990s. We live in the communities we serve, we build relationships with local subcontractors to promote community growth, and we have strong relationships with California’s top regulatory agencies. Our California-focused client service includes a personal commitment from PERC Water’s President, Nate Owen, to be physically available to any PERC Water client within a few hours’ notice. No other firm you talk to about this contract can make that claim, and it is simply one example of how seriously PERC Water takes our responsibility to our clients, our communities, and our state.

Our transition approach focuses on retaining staff and minimizing disruptions. Entrusting capital assets to a new operator can be an anxious time for both the owner and its existing O&M staff. We recognize that, and our proven transition approach is focused on welcoming your existing O&M team to the PERC Water family and building their enthusiasm for working under our guidance and leadership. We’ve successfully completed transitions just like this across California and know how to build trust, reduce anxieties, and maintain seamless operations throughout the transition period.

EXPERIENCE
PERC Water has a proven track record of operating compliant wastewater facilities, including 28 facilities in California alone and 138 facilities across the southwest United States. We have a 25-year history of client satisfaction and a track record of longstanding strategic partnerships, resulting in cost, schedule, and performance certainty for our clients. Our recent and similar wastewater plant experience in California includes:

Operation and Maintenance, Customer Services, Utility
Billing | Tejon-Castac Water District
PERC Water is currently providing essential O&M staffing for the Tejon-Castac Water District (TCWD) with three full-time personnel dedicated to managing the District’s two wastewater plants and one potable water treatment plant. We are also implementing and maintaining a Computerized Maintenance Management Software (CMMS) system to effectively manage the components of each facility. In addition to operations and maintenance, PERC Water has been contracted to oversee the District’s Billing and Customer Service Department.
138
Number of O&M
Facilities
28 Number of
California Projects
8-15
Average Life of
Existing Contracts
YEARS
25 Number of Years
Performing O&M
YEARS
1-3
City of Rio Vista: Contract Wastewater Operations Services Wastewater Treatment Facility Operations and Maintenance | U.S. Coast Guard
PERC Water is currently providing O&M services at this wastewater treatment plant Petaluma, CA. After of series of ongoing operational challenges, PERC Water supporting the U.S. Coast Guard staff and providing supplementary O&M services to maintain plant operations and identify capital improvements to keep the plant running efficiently and within regulatory limits.

Wastewater Treatment Facility and Lift Station Operations and Maintenance | City of Avalon
PERC Water took over the wastewater facility and lift station O&M for both the sewer collection/ treatment and sea water distribution systems. The WWTF utilizes rough screening, extended aeration activated sludge treatment process, secondary sedimentation tanks, and chlorine disinfection prior to discharging the effluent to the 12” ocean outfall.

SIGNATURE AUTHORITY AND VALIDITY
As President of PERC Water, I, Nate Owen, the undersigned, am authorized to bind PERC Water to this agreement. Our proposal price will be valid for a period of at least one hundred eighty (180) days from the proposed due date.

CHIEF PLANT OPERATOR
Gilbert Perez
17520 Newhope Street, Suite 180
Fountain Valley, CA 92708
Phone: (714) -975-3076
Email: [email protected]

GENERAL TERMS AND CONDITIONS
PERC Water is in agreement with the general terms and conditions, including the insurance and indemnity conditions, outlined in the RFP.

Our team is excited to be your contract operations partner and we look forward to hearing from you. Please do not hesitate to contact us if you have any questions regarding our submittal.

Sincerely,
Nate Owen
President
PERC Water Corporation
17520 Newhope Street, Suite 180
Fountain Valley, CA 92708
Phone: (714) 514-8883
Email: [email protected]
SECTION 2
Approach
SECTION 2
Approach
2-1
City of Rio Vista: Contract Wastewater Operations Services SECTION 2: APPROACH

2.1 APPROACH TO SCOPE OF SERVICES
PERC Water has been operating treatment plants in California similar to the City of Rio Vista (City) for more than 25 years and currently operates 28 facilities across California, more than any other contract operator. Because of this exclusive focus, not only are we familiar with compliance permit requirements within our state, but key members of the PERC Water team have been involved in the promulgation and refinement of state and federal discharge permit guidelines that we help our clients meet (and exceed) every day.

PERC Water has continued to grow and thrive against the backdrop of chronic drought conditions in California because we are fierce environmental advocates. At each of the 28 plants we operate in California, our O&M teams consistently look for ways to reduce energy and chemical use, extend equipment life, and provide treated effluent that can be used and reused for a variety of purposes.

Some recent examples of how we have benefited our clients include:
• Savings of $1.5 million annually from optimizing stabilization chemicals at Water Replenishment District’s (WRD) Leo J Vander Lans Advanced Water Treatment Facility in Lakewood, CA. • Leveraging vendor relationships to replace eight motors and 15 chemical pumps (total value of $511,000) at no cost to the client for WRD’s facility.
• A nearly $300,000/year reduction in biosolids hauling costs for the City of Adelanto by changing haulers to one that composts biosolids for beneficial reuse rather than landfill disposal.

As the leader in treatment plant operations in California, PERC Water also keeps on top of regulatory updates, best practices, new technology, and market factors that can affect the efficiency or cost of operating a treatment facility in our state.

PERC Water provides operations, maintenance, and management of wastewater facilities similar to City every day across California.

We have the people, resources, and expertise to successfully deliver the scope of services for this contract. More information about our ownership structure and strategic partnerships are on page 2-2, follwed by our approach to meeting the scope of services.

Unique Benefits of PERC Water
+ We are a California Firm: PERC Water is an innovative water and wastewater infrastructure company that started in California in 1998. We have more active California operations than any other operator and our local California experience and understanding will benefit the City of Rio Vista. In addition, our company leadership is local to California and has been with the company long-term, giving the City peace of mind that your facilities will be managed by California experts.
+ Deep Relationships and Experience with Permitting Agencies: PERC Water has been working with California regulatory agencies for nearly 30 years and understands the complexities and nuances of operating treatment plants in California that meet environmental requirements. We have been working closely with RQWCB’s Central Valley Region #5, the local permitting region for Rio Vista, for more than 20 years and have a 100% environmental compliance history with this region.
+ Membrane Bioreactor (MBR) Experts in California: PERC Water has more MBR plant operation experience in California than any other operator. This experience will bring efficiencies, innovations, best practices, and lessons learned that will result in cost savings to the City of Rio Vista. + Engineering, Construction, and Operations (ECO) Program: PERC Water approaches treatment plant operations differently than our competitors through our ECO Program. This holistic approach features in-house engineering, construction, and operations experts that develop innovative and cost-saving ideas to challenges treatment plants face. With our ability to self-perform these services, we streamline solution implementation and align engineering and construction activities with operational excellence. + Community Engagement: When PERC Water assumes treatment plant operations, we become members of the community. Our approach to community engagement prioritizes the needs of community and gives back to the residents we serve. We prioritize community engagement and actively support education, workforce development, environmental stewardship, and various community-based organizations. 2-2
City of Rio Vista: Contract Wastewater Operations Services Ownership PERC Water is a wholly owned
subsidiary of Consolidated Water (Nasdaq Global
Select Market: CWCO), a publicly owned water
utility. Established in 1973 in Grand Cayman, CWCO
provides design, build, and operate solutions for
water treatment in the Caribbean and US and also
manufactures major components for water treatment
equipment. CWCO’s expert staff will support
troubleshooting, asset management, and other
operational efforts as necessary.

Subsidiaries In November 2023, PERC
acquired a 100% ownership interest in Ramey
Environmental Compliance (REC), a Colorado-based
water treatment services company. REC specializes
in helping municipalities and districts comply with
environmental regulations and effectively manage their
precious water resources.

Strategic Partners PERC Water has
partnered with the engineering sophistication of
PACE Advanced Water Engineering (PACE) for more
than 25 years. During this time, PACE has provided
engineering and construction documents for all
facilities designed and built by PERC Water, including
projects across California. As a result of this unique
strategic alliance, we have the added advantage of
drawing upon a decades-long partnership to support
operational success and efficiency. Throughout this
relationship, PERC Water and PACE have been in
constant communication, relaying successes and
challenges in the field through our shared office, and
developing more dependable and cost-effective
solutions for clients. This alliance also allows our
team to deliver innovative solutions that will create
substantial cost savings for the City while maximizing
quality and value to your operations services.

Wholly-owned subsidiary of PERC Water
Wholly-owned subsidiary of CWCO

PERC WATER CALIFORNIA LICENSES
+ California Wastewater Treatment Plant
Contract Operator CO-0115
+ California Class A General Contractors
License* 932074
+ California Department of Industrial Relations
1000035730
*PERC Water Corporation is in full compliance with
the State of California Business & Professional Code,
Section 7026, which requires a valid and current
Contractors License, issued by the Department of
Consumer Affairs Contractors State License Board
(CSLB), to perform repair and maintenance activities as described in the scope of work of this RFQ.

Ownership Structure
2-2
City of Rio Vista: Contract Wastewater Operations Services Permit Compliance and Technical Reporting
Our team is committed to achieving excellence in environmental performance at your wastewater treatment facilities. We utilize a proactive and preventative maintenance approach to minimize the risk of permit exceedances due to potential equipment failures and to ensure continuous regulatory compliance. Our audit process evaluates all critical treatment systems and analyzes performance trends to identify potential issues before they occur. We conduct thorough process control testing and use data-tracking tools to closely monitor treatment parameters such as BOD, TSS, nutrients, pH, and disinfection residuals. If any parameters trend outside optimal ranges, we investigate the root cause and take corrective action.

We are dedicated to meeting and exceeding the most stringent permit limits by operating extremely advanced systems even on the oldest technological systems. We use advanced treatment technologies such as tertiary filters, UV disinfection, and post-aeration to ensure discharged effluent is of the highest quality. We also prepare contingency plans for managing peak wet weather flows while maintaining compliance. Our team maintains an in-depth working knowledge of all applicable environmental regulations through ongoing training and participation in industry groups and associations. We closely track regulatory changes and work proactively with regulators to implement new requirements well in advance of compliance deadlines. We also maintain an extensive compliance database and checklist system for reference by all plant personnel.

By making environmental performance a top priority and utilizing a proactive, preventative approach, we are confident in our ability to continue meeting and exceeding permit limits while protecting water quality. Our team has a proven track record of regulatory compliance at facilities with strict effluent requirements. With our extensive experience managing wastewater plants throughout California, we place great emphasis on ensuring that our plants fulfill all monthly and yearly reporting requirements to remain compliant with state and federal regulations. Our monthly reports comprise of Discharge Monitoring Reports (DMRs), which provide details on key parameters in the effluent, Operation and Maintenance
Reports, and laboratory testing data. We also submit yearly reports on pretreatment activities, biosolids management, and compliance certifications.

Our team ensures that we adhere to all state, federal, and local regulations, specifically the Clean Water Act (CWA) and the National Pollutant Discharge Elimination System (NPDES), which establish guidelines for water quality, effluent limitations, and permits. Additionally, we comply with other federal laws such as the Toxic Substances Control Act (TSCA) and the Resource Conservation and Recovery Act (RCRA) that apply to facilities handling hazardous materials and waste. Our plant operators work closely with state environmental agencies to understand and fulfill their reporting obligations and regulatory compliance requirements.

Experience with RWQCB
PERC Water has been working with the RWQCB for nearly
30 years, including 20 years with the Central Valley Region #5, which is the local region for the City. Our experience with RWQCB and other various regulatory agencies within the State of California includes:
+ Managing new permitting for national pollutant discharge elimination systems (NPDES)
+ Adhering to waste discharge requirements
+ Meeting water recycling requirements
+ Managing plant inspections
+ Developing quality assurance project plans
+ Monitoring operations and maintenance plans
+ Coordinating third party visits
+ Maintaining records
+ Reporting compliance figures
PERC Water provides exceptional
service. It is a testament to their commitment to
their customers to have their president just a
phone call away. I work with numerous
contractors and consultants, and Nate Owen,
President of PERC Water, is the only person
that reaches out just to make sure we are
happy with their service. ”

DANIEL GHO PUBLIC WORKS DIRECTOR

CITY OF PACIFIC GROVE
2-3
City of Rio Vista: Contract Wastewater Operations Services Track Record of Improved Facility Performance Demonstrates PERC Water’s Ability to Achieve the City of Rio Vista’s Objectives PERC Water took over operations under an emergency contract for the Water Replenishment District’s (WRD) Leo J Vander Lans Advanced Water Treatment Facility (AWTF) in April 2020, replacing the incumbent operator who had been in place for over a decade. The transition plan provided by the incumbent outlined a 60-day on-site training program with their staff, which was canceled by the incumbent after only 35 days. Despite this setback, PERC Water leveraged our team’s operational expertise and collaborated with WRD staff, consultants, and vendors to understand the remaining plant intricacies and establish Standard Operating Procedures. We quickly discovered during this transition that we had inherited a facility requiring immediate asset repair, refurbishment, and/or replacement, despite the relatively young age of the plant. The condition of the LVL AWTF upon PERC’s assumption of operations was indicative of the incumbent operator’s continuous inadvertent oversight of operational deficiencies. The AWTF’s deteriorating asset conditions, coupled with various known and unknown system reliability issues, kept the facility from ever producing over three million gallons of water per day (MGD), despite being designed with an 8MGD production capacity.

After systematically verifying each process and every piece of equipment, PERC was able to operate the AWTF at 6MGD, the highest consistent production volume ever in the facility’s history.

Furthermore, on June 30, 2023, under the operations of PERC Water, the AWTF boasted its highest production year in the facility’s history. Now in our fourth year of operations, PERC Water has continued to improve facility performance, production, and reliability, all at a significant cost savings to WRD. While our team originally took over operations of the AWTF under an emergency contract, we were ultimately awarded a long-term operations agreement in 2023 due to our outstanding performance with plant operations.

After only six months under PERC Water’s
operation, the AWTF began meeting
performance objectives for the first
time in the facility’s 10-year history.
2-4
City of Rio Vista: Contract Wastewater Operations Services Chemicals, Energy, and Materials
PERC Water is committed to operating the wastewater treatment plant with full regulatory compliance, maintaining certified staffing, and conducting regular effluent quality monitoring. We prioritize high-quality wastewater treatment and operational efficiency through optimized energy and chemical usage. Technology is evolving rapidly within the water and wastewater industries, including new methods to improve operating efficiency and optimize chemical dosing. By pairing site specific, dedicated in-line equipment and continuous readouts with sampling programs and existing SCADA systems, operators can accurately adjust and predict chemical dose rates and energy outputs without sacrificing compliance. PERC Water has developed relationships with technology leaders who are mining real-time data, such as energy and chemicals use, for wastewater treatment optimization. Real-time data analysis with a special focus on peak hour performance, helps operators develop a better understanding of actual plant requirements and performance to optimize energy use, chemical dosing, and overall treatment compliance.

Innovation and Optimization Opportunities
Chemical Dosage Opportunities. PERC Water’s high level assessment of the City’s treatment facilities sees potential opportunities in chemical dosing for the DAF unit at the Beach plant, and membrane units at the Northwest facility. At the Northwest facility, we would dive deeper into our observations of the belt filter presses and polymer dosages. It was noticed during the operation of a belt filter press the potential of overdoing polymer due to the observed frothing and milky color of the solids. This may be due to attempting to achieve a higher percent solid than needed. Significant savings in polymer could be achieved by reducing polymer feed thus reducing the solids concentration and taking more advantage of the drying bed process.

PERC would take into consideration the percent cake needed and the filtrate/capture rate. Advanced technologies using artificial intelligence (AI) type applications can analyze live data to determine actual required chemical feed rates opposed to setting chemical dosages via SCADA. Essentially, AI works in the background of SCADA continuously pulling in data points throughout the treatment process, and determines exactly the amount of chemical required, and sends notifications to operators of the changes. Historically, operators would set chemical feed rates in SCADA and walk away. Although this practice has been around for 20+ years, it does not truly adjust for real time variabilities based on downstream measurements. PERC Water has met with several top-notch companies that can apply these AI technologies to determine actual feed rates without jeopardizing compliance. PERC Water has experience with these technologies as it relates to chemical dosing at facilities as large as 24 MGD and has seen reductions of chemical dosing of up to 20% savings. With any new applications, these require a well-thought out plan to consider the appropriate applications. We will work with the City to develop the best course of action.

Energy Efficiency Opportunities. Tracking energy used compared against treatment needs can provide critical information plus opportunities for improvement. One of these focus areas will be the MBR treatment at the Northwest plant. PERC Water has experience assessing the need of back pulse on membranes. Back pulse on membranes is a reverse water flow through the membranes which can potentially contribute to additional unnecessary energy if relying on a standard pre-set schedule. Often vendors will overcompensate the back pulsing to provide additional contingency for the membranes. PERC Water has worked with manufactures, to skip back pulsing while measuring the system’s key performance indicators and focused more on chemical cleans. Predictive maintenance (PdM) can be a supportive component in evaluating energy efficiencies and reduce downtime for major repairs. PERC Water has performed PdM type maintenance for multiple facilities consisting of infrared thermography on electrical panels which can determine hot spots or over-worked components, megger testing major equipment which determines the health of the motor insulation, as well as vibration testing which if not in line with standards, can cause undue stress and reduced operating efficiencies. The UV system is another large demand in energy to meet disinfection requirements. UV systems are designed to fluctuate with flow and/or the level of turbidity. There are technologies in play now which measure the actual bacteriological kill rates, which can drive UV levels in lieu of measuring the chemistry of the water. We will assess the system and consider potential energy savings for this type of treatment by introducing to the City AI technologies.

Biosolids Management and Hauling
Our management plan includes performing a comprehensive analysis of your plant, including the solids handling processes.

During this evaluation, we will look at all processes including:
+ Mixed Liquor Concentrations
+ Return Activated Sludge/Waste Activated Sludge (RAS/WAS) + Pumping
+ Solids Retention Time (SRT)
+ Sludge Dewatering System
+ Digestion
2-5
City of Rio Vista: Contract Wastewater Operations Services Since these processes are interconnected, inefficiency in one area typically leads to inefficiency in other areas. For example, over-wasting sludge can lead to unnecessary energy costs for dewatering and digestion of that material; thicker than necessary sludge blankets can reduce treatment capacity; and over-producing solids can again, lead to unnecessary dewatering and digestion costs.

Immediately upon contract award, our team will evaluate every aspect of the solids handling process and look for opportunities to reduce costs and optimize the system. This may include experimenting with options such as different polymers in the cake pumping process to determine if there are polymer options that will save costs or increase efficiency. Our proposed Chief Plant Operator, Gilbert Perez, conducted polymer experiments for the City of Riverside’s sludge system, resulting in $500,000/year in savings in both polymer purchases and sludge hauling costs.

Additionally, we have had success in other areas by making sludge hauling contracts more competitive through the use of qualificationsbased selections and limiting hauling contracts to two-year durations. This compels hauling companies to be more cost competitive and deliver high quality service in order to obtain consistent contract renewals. We have teamed with Asta Construction Co., Inc. (Asta) for biosolids hauling. For more information on Asta, please see the next section, Outside Services.

Outside Services
Subcontractors. While PERC Water’s in-house resources and self-performance capabilities are equal to the task of any operational challenge, we find it beneficial to a facility or owner to bring in specialty consultants and subcontractors to address certain unique challenges that may arise. This is typically done for three reasons:

1. Major maintenance need

2. Emergency situation

3. Unique challenges requiring unique skill or equipment PERC Water’s asset management and corrective action plans mitigate emergency situations, but a good operating partner is prepared for any contingency. To that end, we build strong working relationships with local subcontractors and regional technical resources who are familiar with the area and, preferably, the owner. These firms have an established working relationship with PERC Water, which enhances overall confidence that our team will bring the right resources to your plant to address unique needs. It is also a cornerstone value of PERC Water to provide opportunities for local businesses whenever possible. For this contract, we will pursue local partners for items such as janitorial services and administrative needs to sustain and support local businesses. The subcontractors we have selected for this contract include the following:

Biosolids Hauling & Vactor
Truck Services |
Asta has been serving Central
California for over 70 years and
is a long-standing local business
who understands routine hauling
services for biosolids. Asta is
a partner of the City, knows
the City’s facilities, and has a
history of being responsive
to the City’s needs and their
operating partner. In addition
to working with Asta for the
hauling of biosolids, they also
have an extensive construction
arm, which will be beneficial for
supporting major repair activities.

Asta has a current on-call
contract with the City to provide
vactor truck services, which they
will continue to provide for PERC
Water.

Engineering Partner | PACE
Advanced Water Engineering
(PACE) is a civil engineering firm
offering advanced water resource
services by applying knowledge,
creativity, and innovative design
approaches to develop aesthetic,
environmentally sustainable, and
practical engineering solutions.

PACE has been providing services
for California communities
since 1987, including designs for
wastewater treatment, stormwater
management, flood control, and
water resource improvements.

PACE and PERC Water have
partnered on design-buildoperate contracts for various facilities in California and have a
history of developing cost-saving
and innovative solutions to address
complex technical challenges.

Laboratory and
Analytical Services |
FGL Environmental (FGL) is
a full-service environmental
laboratory that has been
serving California since
1925. FGL is classified as a
Small Business Enterprise
with qualified personnel, the
finest analytical equipment,
and compliance-focused
information management
and reporting systems that
will benefit the City. As
a member of the PERC
Water team, FGL will deliver
high-quality laboratory
sampling analysis to ensure
PERC Water maintains
compliance and has a
greater understanding of the
chemistry within your system.

Cathodic Protection
& Asset Integrity
Management | Corrosion
Integrity has more than 20
years of experience providing
corrosion control and
cathodic protection solutions
to water and wastewater
facilities across the country.

They focus on the root causes
of infrastructure failure
through field investigations,
corrosion risk assessments,
and analysis of materials
used (or intended to be
used) in a pipeline, pumping,
or treatment system. They
will support PERC Water’s
team in the development
of a corrosion control and
cathodic protection system
for the City’s facilities.
2-6
City of Rio Vista: Contract Wastewater Operations Services Asset Management, Capital Improvements, and Budgeting
One of the first tasks PERC will complete upon taking over operations of your wastewater facilities will be to complete a comprehensive assessment of the plant. We will bring in senior members of our off-site team skilled in treatment processes and operational support to oversee this effort. Members of this team is detailed in Section 3, Project Team. Our top-to-bottom assessment looks at everything including power and chemical costs, labor utilization, known issues, and condition assessments of critical assets.

Once we have completed this assessment, we will present our findings to the City and have an honest conversation with you about the plant condition, process efficiency, equipment status, and overall operational “health” of the facility. This will help inform the City’s capital planning efforts and our team in developing a comprehensive operations and maintenance program that meets your unique needs. This assessment will also lay the foundation for making defensible planning decisions for capital improvement budgeting based on a variety of economic and non-economic factors, ensuring decisions are based on what will provide the highest value to the City.

Asset Management. PERC Water’s approach to asset management will build on your existing strategies to establish the framework for future capital planning activities. PERC’s asset management staff will evaluate all plant and infrastructure assets and determine the condition of key assets and those that have demonstrated a higher-than-expected need for repairs or maintenance. This information will be uploaded to our Computerized Maintenance Management System (CMMS) for analysis and recommendations. This step also involves photographing each asset and its data plate information, which will be included in future work orders. This approach ensures contract operations staff are working on the right pieces of equipment and are following manufacturer guidelines and safety protocols.

PERC’s approach features a process that focuses on proactively implementing preventive maintenance strategies to increase the lifespan of critical assets. Our priorities include energy efficiency and environmental stewardship by incorporating ecofriendly practices and sustainable technologies. Additionally, we emphasize monitoring and control measures by analyzing the need for and maintenance of advanced systems that provide real-time data on plant performance and responsive control measures.

Our asset management philosophy is simple: deliver desired service levels while minimizing the cost to own and operate capital assets. This involves five main steps:

1. Establishing the current condition of the assets

2. Determining the remaining useful life and costs to rehabilitate or replace key assets

3. Determining probability and consequence of failure of those key assets

4. Identifying or establishing funding sources to provide capital for asset repair or replacement

5. Using a CMMS as a central repository for information that can inform maintenance strategies, work orders, and capital planning efforts
Once the initial asset management structure is in place, a reliable, user-friendly CMMS can help enforce the goals of the asset management program including maintaining service levels, minimizing operations and maintenance (O&M) costs, and any other program goals the City would like to incorporate.

Computerized Maintenance Management System. For all our operations contracts, PERC implements a CMMS to support structured maintenance and asset management activities. Our preferred CMMS is eMaint™ which is well-suited to treatment plant maintenance programs. As part of our transition period, we will implement the eMaint™ CMMS, recognizing that the current operations team (who we will make every effort to retain) is used to a different CMMS and there will be a learning curve. However, we have completed CMMS transitions to eMaint™ at several plants and have a proven integration 2-7
City of Rio Vista: Contract Wastewater Operations Services process to make data transfer and validation as smooth as possible. This data includes a complete inventory and evaluation of the physical state of the plant assets, including photos. We follow that data transfer with a vendor-led training program to make sure the entire contract operations team understands how to use eMaint™ and how it can benefit them in their daily activities.

In order to ensure transparency in the reporting process, our team will provide City staff with regular, up-to-date information on plant performance and operations. This will include information on the current condition of the system, the level of maintenance activities being performed, and the status of the asset management program. This are your facilities and we want to ensure you to have a window into how we are managing your assets.

Once established, the eMaint™ platform will be the central repository for all maintenance requests, work orders, asset information (including condition), and expenditures for operating costs, such as power, chemicals, and other consumables required for efficient plant operation. eMaint™ also tracks the maintenance activities for each piece of equipment, giving us the ability to predict future maintenance needs or determine if a piece of equipment is reaching the end of its useful life sooner than expected.

With the advent of advanced software tools, we will look at enhancing our CMMS database through the implementation of wastewater treatment plant optimization applications. These applications can use SCADA and instrumentation data to analyze process performance in real time, giving each operator deeper insights into plant efficiency and recommendations on optimizing plant operations. This information has helped other plants dramatically reduce O&M costs while improving overall plant performance. Selecting the right application for your system will be a collaborative process with the City.

The powerful combination of PERC’s proven asset management strategies, our long-standing history of contract operations for California wastewater facilities, and the unparalleled functionality of the eMaint™ CMMS, will help us optimize maintenance processes, reduce downtime, improve operational efficiency, and identify budgetary needs, and provide a high level of transparency into all or our O&M activities. The benefits of our asset management and CMMS approach are detailed below.

Five Benefits of Our Asset Management and CMMS Approach Predictive Maintenance. Asset life is prolonged through documented predictive maintenance. Predictive maintenance focuses on identifying the likelihood of maintenance issues before they happen. We do this by analyzing equipment trends and manufacturers’ suggested maintenance requirements and comparing that information to CMMS asset data to prioritize maintenance tasks. We also ensure compliance with all applicable warranties by documenting maintenance history in the CMMS. The predictive maintenance process reduces repair costs, decreases the need for a large inventory of parts, and increases equipment reliability.

Preventative Maintenance. Preventative maintenance shifts O&M tasks from reactive to proactive. Preventative maintenance means being diligent about routine maintenance tasks, including items such as lubrication and calibration of critical equipment. We meticulously log and document data for all equipment in the CMMS, including maintenance activities, equipment operating hours, and adhere to manufacturer’s recommendations and standard operating procedures (SOPs) for each maintenance task. By being proactive with these activities, we can help avoid equipment failures or unnecessary spending.

Capital Planning. An accurate five-year capital improvement plan avoids surprises. Even with effective predictive and preventative maintenance, equipment will still wear out and assets will degrade. Our asset management approach consistently updates failure likelihood and consequences for key assets in a rolling five-year capital improvement program (CIP) to ensure the City can prepare for eventual capital expenditures to rehabilitate or replace equipment or facilities that have reached the end of their useful lives.

Reporting. Clear, accurate, user-friendly reporting provides operational transparency. We communicate with you about the status of your assets in three different ways - daily updates, monthly reports, and annual reports that include the previously mentioned rolling five-year CIP. Once a month, we will provide the City with a detailed reports on our maintenance activities, including information on predictive, preventive, and corrective maintenance actions we have taken as well as monthly maintenance expenses. At PERC, transparency is the cornerstone of the quality care we provide for your critical assets, resulting in a program that is designed to extend the useful life of your valuable assets.

Budgeting. Defensible decision-making for capital planning budgets is critical for obtaining the necessary funding for capital improvements. By applying proven asset management principles to our CMMS data, we will support the City in analyzing risks, costs, timeframes, and capital needs with future capacity, regulatory, or effluent reuse objectives. Regular updates and reviews to this capital planning matrix will keep the system aligned with the plant’s evolving needs, ultimately saving money for the City.
2-8
City of Rio Vista: Contract Wastewater Operations Services Quality Management and Lab Services
Quality Management | PERC uses a proven data-driven process to evaluate quality management and optimization potential for every aspect of an operating plant, including power, labor costs, chemical costs, equipment run times and durations, laboratory test results, and data collected both manually and through instrumentation and telemetry. All of this information is collected and stored in a database, from which we can run reports and perform data analyses and “What if?” scenarios. This data, sliced different ways, provides tremendous insight into the overall plant quality, effluent quality, and opportunities for optimization.

PERC will make these analyses available to City staff and host meetings where we can review the information together and make better operational decisions. This information would also be valuable for future master planning efforts to determine what processes and equipment will need to be replaced or rehabilitated and how urgent the need is based on the plant’s operational data.

An integral part of environmental compliance and quality management involves collecting and analyzing the numerous regulatory samples. Simply performing the analyses is not enough to ensure regulatory compliance. There must be a process of checks and balances that work together to prove that the reported analytical results are accurate, repeatable, and defensible. A solid Quality Assurance/Quality Control (QA/QC) program fills this need and is critical to all regulatory compliance.

At PERC Water, we have an extensive QA/QC program that includes a laboratory QA manual, bench sheets, log sheets, onsite training of project personnel, and a project-specific quality control plan. The components of this plan include:
+ Management and Organization
+ Quality System Description
+ Personnel Qualifications and Training
+ Procurement Items and Services
+ Documents and Records
+ Implementation of Work Process
+ Assessment and Response
+ Quality Improvement
In addition to the QA/QC program, we have internal performance standards - including reviewing laboratory results and calibrating field instruments - that provide guidance to project personnel for laboratory QA. PERC’s QA program includes documents, requirements, and procedures that help ensure compliance with applicable local, state, and federal regulatory requirements. This program is implemented at each wastewater treatment plant we operate when we transition the facility to our management.

Lab Services | Our compliance lab services are subcontracted through trusted certified laboratory companies. We will assess the contract lab services for timeliness, accuracy, quality, and customer service regularly to determine their performance and if there is a need to shop around for other competitive companies.

Every PERC Water O&M contract incorporates laboratory
service requirements for process optimization and routine regulatory testing. To ensure uninterrupted testing schedules and minimize compliance risks, PERC Water plans to retain FGL for lab services. As a full-service environmental laboratory that has been serving California since 1925, FGL has provided reliable laboratory services for the wastewater industry for several years.

Communications and Partnering
Communications, collaboration, and partnership are the
cornerstones of PERC’s approach to contract operations. We are not just your contract operator; we are your partner. And this partnership extends beyond the City to include your customers as well. Our approach features a proactive and collaborative project management methodology, ensuring that all aspects of the operations are addressed efficiently and effectively. We understand that the City is seeking an operations partner that can provide seamless integration with existing systems, uphold the highest environmental compliance standards, and enhance the overall performance of your treatment and infrastructure facilities.

Cost-Saving Solutions: Our team recently
completed an optimization analysis for a large
wastewater treatment plant in Southern California.

By looking at process performance data, effluent
quality, power and chemical consumption, and
labor efforts, we were able to determine that half
of the plant could be shut down with no adverse
effect on treatment capacity or effluent quality. This
dramatically reduced operating and maintenance
costs, extended the useful life for the out-of-service
equipment, and provided validation for current and
future staffing decisions.
2-9
City of Rio Vista: Contract Wastewater Operations Services PERC Water’s contract operations team is that partner. We are highly experienced in municipal wastewater operations, having been the contract operations partner on 35+ similar projects and have a long-standing history in the State of California. We understand city government policies, procedures, and municipal codes and have a long-term partnership with RWQCB. This experience will result in peace of mind for the City, knowing your critical wastewater facilities are in the best, most experienced hands.

Our Chief Plant Operator, Gilbert Perez, will be your primary on-site point of contact during this contract. Gilbert will coordinate communication between your staff, PERC ‘s team, outside vendors, subcontractors, and other stakeholders as needed. Our team will collect pertinent data and operational information and will communicate it clearly, effectively, and efficiently with the City. We have developed communication best practices based on our partnerships with treatment plant owners across California and will implement those best practices for the City.

Beyond that, the PERC team will collaborate and partner with key stakeholder groups outside the City to maintain and improve operations. For example, we understand that the City plans to implement a pretreatment program during the lift of this contract.

PERC has had great success with reducing industrial pretreatment violations by partnering with and educating local businesses, restaurants, and industrial dischargers on the steps they can take to reduce impacts to the pretreatment facility. This includes proactive outreach, permitting support, and periodic inspections to make sure that dischargers understand their responsibilities and how to maintain their equipment to stay in compliance.

It is also critical to maintain relationships with regulatory agencies throughout the term of the contract. We have existing, strong relationships with local, state, and federal regulatory agencies, including RWQCB, that foster collaboration. Due to these strong relationships and the depth of our experience, we can anticipate potential challenges, issues, or pending regulation and develop a mitigation strategy that resolves challenges and ensures the plant stays in compliance with any new mandates.

Figure 1 below delineates our proposed communication approach for this contract, with individuals, frequency, and associated benefits.
• Rio Vista Sta
• PERC Project
Management
Team
• Rio Vista Sta
• PERC Project
Manager
• Rio Vista Sta
• PERC Team
• Rio Vista Sta
• PERC Project
Management Team
• Rio Vista Sta and
Engineering Team
• PERC Project
Management Team
• Discuss previous week
highlights/action items
• Discuss community
interactions
• Week ahead planning
• Partnership and
progress review
• Stang plan/
training activities

ANNUALLY
(REVIEW)

QUARTERLY
(REVIEW)

MONTHLY
(MEETING)
WEEKLY
(MEETING)
DAILY
(COMMUNICATION)

WHO WHAT BENEFITS
• Daily operations
updates
• Real-time access to
CMMS
• Progress update on
key projects
• Review operations
report for the previous
month
• Review and and closed
maintenance work
orders
• Year end review
• Five-year capital
improvement plan
• Discuss upcoming
year objectives
• Optimization
workshop
• Focuses on the big
picture
• Promotes ongoing
collaboration
• Emphasizes innovative
solution development
• Focuses on progress
• Enhances tracking
and accountability
• Improves
decision-making
• Ensures accessibility
• Enhances
communication
• Provides transparency
• Promotes
collaboration and
connection
• Ensures
accountability
• Focuses on actions
• Increases eciency
• Ensures alignment
• Enhances partnership
• Ensures stang needs
are met
• Develops strong
succession
planning
Figure 1: Formalized Communication Approach
2-10
City of Rio Vista: Contract Wastewater Operations Services Community Outreach
PERC prides itself on being a local firm with a shared investment in the communities we serve. We understand that we are not only the City’s partner, but we also represent you from a public perspective. For each PERC project, we partner with the local community through educational programs, internships, workforce development, and community-based organizations. Our Chief Plant Operator, Gilbert Perez, along with additional PERC team members will work closely with the City to develop a community outreach plan that meets the needs of the City’s residents and businesses.

We share an investment in every community we serve and strive to employ a workforce that lives in the treatment plant service area. Additionally, PERC collaborates with a number of our clients on several community outreach initiatives including guided educational facility tours, toy drives benefiting local youth, and professional internship programs with local high schools, colleges, and trade schools. We also sponsor different community events and organizations throughout the year to support our clients and their service areas. Some of the events we have identified and plan to participate in include:
+ Hog August Bites - RioVision
+ Halloween Trunk or Treat
+ Rio Vista Bass Derby & Festival
PERC recognizes that a successful operations contract is directly related to meeting stakeholder needs and accommodating those needs whenever possible and feasible to do so. We make this commitment to all our clients as part of our dedication to your service and success.

Industrial Pretreatment Program
We understand the City plans to implement an industrial pretreatment program (IPP). PERC has extensive experience developing, implementing, and managing IPPs for wastewater facilities across California.

Development and Implementation | PERC will work in close coordination with both the City and the City’s consultant to help develop and refine the IPP. This collaboration will ensure that the IPP is comprehensive, effective, and tailored to the City’s specific needs. Our approach to development will include:
+ Engaging in regular meetings with the City and the City’s consultant to discuss program goals, regulatory updates, and best practices.
+ Providing technical expertise and recommendations to help shape the IPP policies and procedures. + Assisting in the development of IPP documentation, including standard operating procedures, enforcement response plans, and compliance guides.
+ Offering insights and feedback based on our extensive experience in managing similar programs to ensure the IPP is both practical and enforceable.
+ Supporting the City and its consultant in the assessment and selection of appropriate monitoring and analytical methods. + Facilitating workshops and training sessions in collaboration with the City’s consultant to educate stakeholders about the IPP requirements and processes.

Management | Our team is committed to proficiently managing the City’s Industrial Pretreatment Program (IPP) and ensuring industrial dischargers understand and adhere to regulatory standards. We will collaborate closely with the City’s Public Works Department to ensure a seamless integration and implementation process. Our work plan will include the following tasks:
+ Stay up-to-date on federal, state, and local regulations related to industrial pretreatment + Conduct discharge permit application reviews and site inspections prior to approving permits + Implement monitoring and sampling programs to verify compliance with discharge limits + Educate current and potential dischargers about IPP requirements through workshops and training sessions + Collaborate with the City to establish an enforcement strategy for non-compliant dischargers + Implement a robust record keeping and reporting system for relevant documents and accurate submission of required reports to regulatory authorities
2-11
City of Rio Vista: Contract Wastewater Operations Services Continuous Improvement
PERC Water has a top-down commitment to improvement and innovation.

We encourage and incentivize our staff and off-site support personnel to consistently challenge results and expectations and work to find innovative, cost-conscious ways to enhance operations, maintenance, and plant performance. Figure 2 illustrates our continuous loop of improvement activities. Throughout our operations contract, we will reinforce our proven mantra of continuous improvement and will also implement an annual Partnering Workshop. This workshop will focus on the previous year’s successes, opportunities for improvement, and innovative ideas and optimizations that team members have identified and how those ideas will increase efficiency, save money, or reduce environmental impacts.

Safety Program
For PERC, safety is our number one priority. Our Corporate Safety Plan has one goal: make sure everyone goes home safely at the end of the day. That commitment has allowed us to celebrate EMR and TRIR numbers that are well below the industry
average. Every PERC employee is a safety officer and participates in regular job hazard analyses, inspections, “toolbox talks,” and safety training specific to their job responsibilities. Our four-step safety strategy, identified in Figure 3, creates a culture of safety excellence at all organizational levels. Safety Director Kathleen Gorden is responsible for implementing PERC’s Corporate Safety Plan for all our jobsites. She will be part of the initial health and safety assessment for the City, during which she will look for potential hazards, identify safety concerns, and implement proven mitigation strategies.

Recommendations, Efficiencies, & Optimizations
PERC continuously strives for optimization practices to gain efficiencies and implements a collaborative approach with communities we serve to develop recommendations, efficiencies, and optimizations. Through a series of innovation and optimization workshops, we will develop solutions to address the unique challenges within the City’s system that are aligned with the City’s values. Based on our initial assessment of your system, we would like to explore the following opportunities together:
+ Lift station and collection system real-time monitoring | With or without SCADA integration, real-time system monitoring can be highly effective in addressing emergency conditions prior to failures or public risks. Although full SCADA integration is the premier method to combine the entire wastewater infrastructure, there are lease expensive applications allowing for predictive warnings for parameters such as high levels alerts, high flows, pump failures, upstream/downstream flow levels, and electrical outages. We have experience in incorporating non-SCADA lift station site monitoring which provides additional peace of mind as critical information is shared or viewable before issues arise. + Digital Twinning | This involves duplicating an existing SCADA system for treatment types, including MBR. This involves creating a digital twin of the existing plant to be able to look at the plant in real-time to make recommendations or adjustments to maximize overall performance.
+ Artificial Intelligence (AI) | AI operating in the background of SCADA systems has been known to provide predictive treatment outcomes. By monitoring the downstream data of a treatment system, AI technology can determine how much energy and/or chemical is needed to sustain compliance, while reducing operating costs. The Beach Plant would be a perfect fit to explore the benefits of AI implementation.
+ Condition Assessments (CA) | CA for treatment plants and lift stations can be invaluable in setting a baseline and establishing a critical path forward for capital improvements and major repairs. A condition assessment determines the consequence of failure and the likelihood of failure for major assets. PERC Water completed a CA for the City of Avalon, California where the CA provided details on all major and ancillary components for several lift stations and the 50-year-old conventional wastewater plant. From this assessment, the city now has a clear path on budgeting for major replacements, major repairs, and support for adding disc filters for the purpose of reuse water.

Enforce and Evaluate
Train and Educate
Identify Risks
Figure 3: Safety Strategy
Lead From the Top
Figure 2: System Optimization
Collect
Data
Analyze
Develop Improvements
Measure
Results
Implement
and Train
2-12
City of Rio Vista: Contract Wastewater Operations Services

2.2 APPROACH TO OPERATE, MAINTAIN, AND PROVIDE

SPECIALTY SERVICES
WWTP Operations Strategy
PERC Water’s operational strategy for the Beach and Northwest WWTPs focuses on optimizing performance, ensuring regulatory compliance, and maintaining flexibility to handle varying flow conditions and operational demands. At the Beach WWTP, significant fluctuations in flow due to wet weather events require managing both the peak wet weather flow (PWWF) of

2.3 MGD and the average dry weather flow (ADWF) of 0.65 MGD. This is achieved through effective storage management and load balancing to prevent treatment processes from becoming overwhelmed. Regular inspections and monitoring of the influent system ensure the plant remains prepared for changes in flow, maintaining reliability during storm events.

The Northwest WWTP operates at 30% of its design capacity (1.0 MGD out of a 3.0 MGD peak hydraulic capacity), allowing for easier management of daily flows and more frequent maintenance without disrupting plant operations. The focus here is optimizing tertiary treatment processes, such as nutrient removal, filtration, and UV disinfection, to ensure effluent quality meets stringent discharge requirements.

Process optimization at both facilities is driven by real-time data collected through SCADA systems. These systems monitor flow rates, dissolved oxygen levels, chemical dosing, and effluent quality, providing critical information for adjusting aeration rates at the Beach WWTP and refining chemical dosing at the Northwest WWTP. Operators use this data to make informed decisions, ensuring that both plants meet NPDES permit standards and operate efficiently.

A key strategy component is centralized solids handling, with sludge from both plants dewatered at the Northwest WWTP.

This approach reduces redundancy in dewatering equipment and staff while optimizing resource use. Careful coordination of sludge transport between facilities minimizes trucking frequency and fuel consumption, contributing to operational efficiencies. Monitoring sludge quality ensures compliance with disposal regulations and explores potential beneficial reuse options.

The strategy also emphasizes proactive maintenance and asset management. Pumps, blowers, UV, and chemical feed systems are regularly inspected to prevent equipment failures. At the Northwest WWTP, where the plant operates below capacity, maintenance can be scheduled without disrupting operations, allowing for thorough inspections and timely repairs.

Energy efficiency is another critical focus, with energy-intensive processes such as aeration, chemical dosing, and sludge handling optimized to reduce consumption. Aeration systems at both plants use variable frequency drives (VFDs) to adjust blower output based on real-time demand, lowering energy usage. Additionally, PERC Water continuously explores ways to incorporate renewable energy solutions and reduce chemical usage to improve sustainability, particularly given the environmental sensitivity of discharging into the Sacramento River.

Regulatory compliance is a critical focus in process control meetings, where effluent quality, permit conditions, and upcoming regulatory changes are reviewed. These weekly meetings provide a forum for discussing operational challenges, reviewing performance metrics, and planning corrective actions to ensure compliance. With a new NPDES order expected for the Beach WWTP in 2024, the PERC team will prepare for upcoming changes to ensure seamless regulatory adherence.

Emergency preparedness and contingency planning are also integral to the strategy. Detailed plans are in place for equipment failures, power outages, or extreme weather events, with operators trained to implement these plans quickly to maintain operations. Regular drills and simulations help ensure the effectiveness of these plans, allowing the team to refine protocols and improve response times.

PERC Water’s operational strategy for the Beach and Northwest WWTPs is rooted in compliance, efficiency, and adaptability.

By leveraging advanced process control systems, optimizing resource use, and focusing on sustainability, PERC Water ensures both facilities operate reliably and continue to meet the needs of the communities they serve.

WWTP Maintenance Program
At PERC Water, we are committed to implementing a comprehensive maintenance program for our wastewater treatment plants (WWTPs) to ensure long-term reliability, operational efficiency, and safety. The foundation of this program is preventive maintenance (PM), which prioritizes proactive equipment inspections, regular servicing, and early detection of potential issues. Our teams conduct daily visual inspections of critical components, such as pumps, blowers, and meters, to identify any signs of wear or inefficiency. This is complemented by routine lubrication of rotating parts and meter readings to ensure consistent operations. Weekly and monthly tasks, including pump and blower maintenance, valve operations, and chemical 2-13
City of Rio Vista: Contract Wastewater Operations Services feed system inspections, help our plants maintain peak performance. In addition, quarterly and annual tasks, such as calibrating instrumentation and conducting full plant shutdowns for thorough inspections, allow us to address any underlying issues before they become major concerns.

Our approach also includes corrective maintenance (CM) to handle unexpected equipment issues. When preventive measures alone are not enough to avoid equipment failure, our teams are ready to quickly assess, repair, or replace faulty parts. We prioritize the timely repair of critical equipment, such as primary pumps and aerators, to minimize any disruption to the treatment process. By following a structured corrective action plan that includes diagnosis, parts procurement, and timely repairs, we ensure minimal downtime and extended asset life.

To further enhance reliability, PERC Water utilizes predictive maintenance (PdM), which leverages advanced technology to predict equipment issues before they result in failures. We employ vibration analysis, infrared thermography, and ultrasonic testing to monitor the condition of motors, pumps, valves, and other key components. By collecting and analyzing this data, we can anticipate potential problems and strategically schedule maintenance activities to avoid costly breakdowns. Predictive maintenance allows us to optimize our plant operations and reduce the need for emergency repairs.

Recognizing the importance of preparedness, PERC Water has developed an emergency maintenance (EM) plan to respond to unexpected system failures. Our emergency response teams are trained to act quickly in the event of critical failures, supported by an inventory of essential spare parts and a robust communication system. This ensures that our WWTPs can continue operating smoothly even in the face of unexpected challenges, minimizing downtime and safeguarding operational continuity.

In addition to these maintenance strategies, PERC Water emphasizes inventory management and documentation through a CMMS. This system tracks spare parts, manages work orders, and documents all maintenance activities. Regular performance evaluations using key performance indicators (KPIs), such as Mean Time Between Failures (MTBF) and equipment downtime rates, allow us to assess the effectiveness of our program and continuously improve our processes.

At PERC Water, training, safety, and compliance are also essential components of our maintenance program. We provide ongoing training for our staff to ensure they are well-versed in equipment operation, troubleshooting, and safety protocols.

Regular safety audits and emergency preparedness drills ensure that our plants operate within regulatory standards and maintain a safe environment for both employees and the surrounding community. Additionally, budgeting and cost management are integrated into our program to ensure that we can plan for routine maintenance costs as well as unforeseen expenses, all while maintaining cost-effective operations.

In summary, PERC Water’s maintenance program combines preventive, corrective, predictive, and emergency maintenance strategies to ensure the reliable operation of our wastewater treatment plants. Our commitment to proactive measures, supported by strong documentation, training, and safety procedures, ensures operational efficiency, regulatory compliance, and the effective management of resources, allowing us to provide exceptional service to our clients.

Lift Stations Operations Strategy
PERC Water’s operational strategy for managing a network of 10 lift stations is based on a proactive, technology-driven approach that ensures reliability, efficiency, and compliance with environmental regulations. By integrating real-time monitoring systems like Supervisory Control and Data Acquisition (SCADA), PERC Water is able to maintain centralized oversight of all lift stations, allowing for real-time data collection and analysis. This system provides continuous monitoring of critical parameters such as flow rates, pump cycles, and power usage, while also alerting operators to any abnormalities, such as pump failures or high-water levels. The automation of these processes helps prevent service disruptions and ensures rapid response to potential issues. We can collaborate with the city on SCADA integration as a capital investment project if the city is interested.

A key part of the strategy is preventive and predictive maintenance, which focuses on regularly scheduled inspections, pump maintenance, and the use of data analytics to predict and prevent equipment failures. This approach minimizes downtime and extends the lifespan of the equipment. PERC Water also emphasizes energy efficiency using Variable Frequency Drives (VFDs) and pump optimization, ensuring that the stations operate at peak efficiency based on real-time demand. Periodic energy audits help identify further opportunities for energy savings and cost reduction.

Redundancy and emergency preparedness are critical aspects of the operational strategy. Each lift station should be equipped with backup power systems, such as generators, to ensure continuous operation during power outages. Additionally, redundant pumping systems are important to ensure that a backup pump can take over in case of primary pump failure, preventing overflows and service interruptions.

Finally, the strategy includes ongoing staff training to ensure safety and operational excellence and a commitment to continuous improvement through the integration of new technologies such as smart sensors, remote control systems, and 2-14
City of Rio Vista: Contract Wastewater Operations Services condition-monitoring sensors. This approach allows PERC Water to stay ahead of potential issues, optimize performance, and maintain the reliability of the lift station network, all while aligning with broader community and environmental goals.

Lift Station Maintenance Program
PERC Water’s maintenance program for its lift stations is designed to ensure reliable, efficient, and compliant operation through a combination of preventive, predictive, and corrective maintenance strategies. The program heavily focuses on minimizing equipment downtime and maximizing operational efficiency, leveraging traditional maintenance practices and advanced technology to monitor and maintain the lift stations’ critical components.

The program’s core is preventive maintenance, which involves scheduled inspections, cleaning, lubrication, and testing critical components like pumps, motors, and electrical systems. Regular inspections ensure potential issues are identified early before they cause significant disruptions. Pumps are checked for abnormal vibration or noise, wet wells are cleaned to prevent debris buildup, and backup generators are regularly tested to ensure they function during power outages. This proactive approach helps to keep the lift stations running smoothly and reduces the likelihood of unexpected failures.

Complementing preventive efforts, the program also includes predictive maintenance, which uses real-time data collected from sensors and SCADA systems to forecast potential equipment failures. Sensors monitor factors like pump vibration, temperature, and electrical performance, allowing maintenance teams to identify trends that may indicate a future problem.

For example, a pump’s unusual vibrations or rising temperatures can signal the need for maintenance before a breakdown occurs. By using this data-driven approach, PERC Water can target maintenance efforts more effectively, reducing unnecessary repairs and extending the lifespan of equipment.

Corrective maintenance comes into play if equipment fails or is at risk of failure. This involves responding to issues identified during inspections or through predictive monitoring. Whether replacing a faulty pump, repairing damaged electrical systems, or clearing blockages, corrective maintenance ensures that any problems are quickly addressed to minimize disruption to service. Emergency preparedness is a critical component of this strategy. Regularly testing backup systems, redundant pumps, and emergency overflow storage ensures the stations can handle unexpected outages or mechanical failures.

The program also strongly emphasizes safety and staff training, with workers regularly trained in confined space entry, electrical safety, and emergency response procedures. Proper safety protocols are critical when maintaining lift stations, mainly when dealing with hazardous environments or electrical systems. Staff are also trained to interpret the data from SCADA and IoT devices, allowing them to make informed decisions about maintenance needs.

PERC Water’s lift station maintenance program is a comprehensive approach designed to keep the stations operating at peak performance. By combining preventive and predictive maintenance with real-time data monitoring, the program reduces downtime, optimizes equipment lifespan, and ensures compliance with environmental regulations. In addition, its strong focus on redundancy, emergency preparedness, and safety helps minimize the impact of any operational disruptions, providing continuous and reliable wastewater management for the communities served.

PERC Water has a dedicated regional
mobile maintenance team managed by
Todd Ellis and Mauricio Aguilar. This team
is available on short notice to provide expertlevel maintenance and support to PERC Water projects, including responding to emergency
situations or lending an extra hand to plant staff
when needed.

Todd and Mauricio can also help with asset
management tasks and verifying that O&M
activities and results are uploaded to the CMMS.

Our Regional Mobile Maintenance team is a part
of every PERC Water contract.
2-15
City of Rio Vista: Contract Wastewater Operations Services Specialty Services
In addition to the routine operations and maintenance services outline above, PERC Water also offers the following specialty services as added value to the City:
+ Turn key services including construction management, commissioning, and full operations + Engineering, Construction, and Operations (ECO) program is PERC Water’s holistic approach that features in-house engineering, construction, and operations experts that develop innovative and cost-saving solutions as well as capital improvements and upgrades
+ Dedicated Commissioning Manager to oversee newly installed equipment or major replacements, ensuring our partner is receiving high-quality results and that all systems function as intended + Mobile Maintenance Team ready to be deployed to assist in critical repairs, major maintenance, or fill in gaps of maintenance technicians as needed
The tables on the following pages detail the expected tasks for the operations and maintenance of the WWTPs and lift stations, including contract deliverables, routine operations, and additional routine activities.

Table 1 | Expected Tasks: Contract Deliverables

TASK FREQUENCY RESPONSIBLE

PARTY DETAILED SUMMARY
Staffing Ongoing PERC Water PERC Water will provide appropriately certified, highly qualified, and professional staff with the necessary licenses and experience to operate and maintain the City’s facilities.

The staffing plan will include on-site presence, call-back and response staff for 7 days a week/365 days a year,
and a strategy for back-filling during vacations or staffing transitions.

Regulatory
Compliance
Ongoing PERC Water Ensure operations of the City's WWTPs comply with all applicable regulatory requirements. This includes
preparing and submitting self-monitoring reports,
responding to regulatory inquiries, and providing required documentation to the City and regulatory agencies.

Emergency Response 24/7/365 PERC Water Respond with qualified and certified staff within 60 minutes of notification or realization of operational issues, interference, upset, power outage, regulatory inspection, or other emergencies. This service must be available 24 hours/day, 365 days/year.

Inventory Management As needed (at
least 4 weeks
prior)
PERC Water Maintain inventories for all chemicals and materials required for plant operations, such as sodium hypochlorite, sodium bisulfite, membrane cleaning chemicals,
replacement membranes, and polymer. Provide the City
with a detailed list of supplies needed at least four weeks prior to requiring them.

Coordination of
Hauling Services
As needed PERC Water Coordinate the hauling of screenings, sludge cake, and other materials from the City’s facilities with a local hauling company. If a specific hauling company is preferred,
provide their information to the City with the proposal.

Procurement of
Outside Services
As needed PERC Water & City Collaborate with the City to procure outside services necessary for plant operations, maintenance, SCADA,
electrical services, or other contractual obligations.

Capital Budget
Preparation
Annually PERC Water Annually provide the City with a capital budget for requested outside services, upgrades, or other items
recommended by PERC Water.
2-16
City of Rio Vista: Contract Wastewater Operations Services

TASK FREQUENCY RESPONSIBLE

PARTY DETAILED SUMMARY
Field and Laboratory
Analyses
As required by
Permit
PERC Water/
Contract Lab
Perform all required field and laboratory analyses in
conformance with State requirements for laboratory
quality assurance, quality control, detection levels, and certifications/licenses.

Technical Reporting As required by
Permit
PERC Water/ City Present technical reports to the RWQCB and City staff within the required time frame as specified by the regulatory permit.

Technical Expertise As needed PERC Water Provide technical expertise on various WWTP performance, operation, and compliance issues. Notify the City in writing of any recommended changes in operating equipment or procedures for required approval.

Representation During
Inspections
As needed PERC Water Assist in representing the City during RWQCB inspections, meetings, and other third-party visits to the City’s facilities. Maintain all required records on-site for inspection by City staff, RWQCB regulators, and other
state inspectors.

Permit Violation
Reporting
As needed PERC Water Notify and provide written reports to the RWQCB and City officials in the event of any permit violation. Document, respond to, and report any sewer spill in compliance with the City’s sewer backup response plan and federal and
state regulations.

Monthly City Board
Meetings
Monthly Chief Plant
Operator
The Chief Plant Operator must attend a monthly City
Board meeting relating to wastewater operations, present material, and answer questions from the public. Meeting materials and preparation shall be coordinated with the City.

Public and Regulator
Relations
Ongoing PERC Water/ City Represent the City professionally while dealing with the public and regulators.

Routine Operations Daily, Weekly,
Monthly
PERC Water Conduct routine operations including all daily, weekly, and monthly sampling as required in the City’s permits or compliance plans.

Operations Manual &
Maintenance Schedule
Ongoing PERC Water Create and maintain a daily operations manual and maintenance schedule for both WWTPs and the City’s lift stations.

Pretreatment Program
Implementation
As required PERC Water Implement the City’s Pretreatment Program, which is currently under development.

Operational Review
and Reporting
As needed PERC Water Review current operations, identify and report inefficiencies of all facilities to the Director of Public Works and Community Development.

Vactor Truck Services As required PERC Water/
Subcontractor
Provide Vactor truck services as required for the
maintenance and operation of the City’s facilities, including lift station emergencies.

Weekly Staff Meetings Weekly PERC Water Conduct weekly staff meetings to discuss ongoing operations, issues, and any other relevant topics.
2-17
City of Rio Vista: Contract Wastewater Operations Services

TASK FREQUENCY RESPONSIBLE

PARTY DETAILED SUMMARY
Monthly Status Reports Monthly PERC Water Provide monthly status reports for both plants and all facilities, including sample results, potential issues, maintenance and repairs being completed, and
identification of outstanding maintenance and repair items.

Maintenance Program
Implementation
Ongoing PERC Water Implement a maintenance program to ensure all operations are fully maintained, evaluations are completed, and
adequate parts are on-site for immediate repairs.

Table 2 | Expected Tasks: Routine Operations

TASK FREQUENCY RESPONSIBLE PARTY DETAILED SUMMARY
Daily Sampling
and Monitoring
Daily PERC Water Collect and analyze samples from various points within the WWTPs and lift stations to monitor water
quality and ensure compliance with regulatory
permits. Record and document daily operational data
such as flow rates, pH levels, dissolved oxygen, and
other relevant parameters.

Equipment
Inspections
Daily PERC Water Conduct routine inspections of all equipment, including pumps, motors, blowers, and other
mechanical systems to ensure they are operating
correctly. Identify any potential issues and perform
minor repairs or adjustments as needed.

Chemical Dosage
Adjustments
Daily PERC Water Adjust chemical dosages for processes such as disinfection, dechlorination, and pH control based on
daily sampling results and operational needs. Maintain
records of chemical usage and inventory levels.

Clean and
Maintain Screens
and Filters
Daily PERC Water Clean and maintain screens and filters to prevent clogging and ensure efficient operation of the
treatment processes. This includes removing debris
and inspecting for wear and tear.

Sludge
Management
Daily PERC Water/
Subcontractor
Monitor and manage sludge levels in the treatment
process, including the operation of sludge handling
equipment such as centrifuges, digesters, and
dewatering systems. Ensure proper disposal or
recycling of sludge.

Lift Station Checks Daily PERC Water Inspect and monitor the operation of the City’s lift stations, including checking pump performance,
wet well levels, and alarm systems. Perform minor
maintenance and troubleshooting as needed.

Weekly Sampling
and Analysis
Weekly PERC Water Conduct more comprehensive sampling and analysis of wastewater and effluent to monitor for parameters
such as BOD, TSS, ammonia, nitrates, and phosphates.

Ensure compliance with regulatory limits and adjust
treatment processes as necessary.

Preventive
Maintenance Tasks
Weekly PERC Water Perform scheduled preventive maintenance tasks on all equipment, including lubrication, calibration, and
replacement of worn parts. Maintain detailed records
of all maintenance activities.
2-18
City of Rio Vista: Contract Wastewater Operations Services

TASK FREQUENCY RESPONSIBLE PARTY DETAILED SUMMARY
Operational
Review and
Optimization
Weekly PERC Water Review operational data and performance metrics to identify opportunities for process optimization
and efficiency improvements. Implement changes as
needed and document results.

Monthly
Compliance
Reporting
Monthly PERC Water Prepare and submit monthly compliance reports to regulatory agencies, including detailed data on
effluent quality, operational performance, and any
incidents or violations. Ensure all records are accurate and complete.

Calibration of
Instruments
Monthly PERC Water Calibrate and verify the accuracy of all monitoring and sampling instruments, including flow meters, pH
meters, and dissolved oxygen sensors. Document
calibration results and make necessary adjustments.

Safety Inspections
and Training
Monthly PERC Water Conduct safety inspections of the WWTPs and lift stations to ensure compliance with safety regulations
and best practices. Provide ongoing training for
staff on safety procedures and emergency response
protocols.

Review and
Update
Operations
Manual
Monthly PERC Water Review and update the operations manual to reflect any changes in procedures, equipment, or regulatory
requirements. Ensure all staff are informed of updates
and trained accordingly.

Table 3 | Expected Tasks: Additional Routine Activities

TASK FREQUENCY RESPONSIBLE PARTY DETAILED SUMMARY
Backwash Filters Weekly PERC Water Perform backwashing of filters to maintain their effectiveness and prevent clogging. Monitor filter
performance and adjust backwash schedules as
needed.

Inspect and Clean
Aeration Systems
Weekly PERC Water Inspect and clean aeration systems, including diffusers and blowers, to ensure efficient oxygen transfer and
prevent fouling. Make adjustments to aeration rates
based on process needs.

Check and
Maintain UV
Disinfection
Systems
Weekly PERC Water Inspect and maintain UV disinfection systems to ensure proper operation and compliance with
disinfection standards. Replace UV lamps and clean
quartz sleeves as needed.

Grease Removal
and Disposal
Weekly PERC Water Remove and dispose of grease and other floatable materials from primary treatment units and lift stations.

Ensure proper handling and disposal in accordance
with regulations.

Inspect and
Maintain Backup
Power Systems
Monthly PERC Water/Electrical
Subcontractor
Inspect and maintain backup power systems, including
generators and batteries, to ensure they are ready to
operate in the event of a power outage. Test systems
regularly and perform necessary maintenance.
2-19
City of Rio Vista: Contract Wastewater Operations Services

2.4 STAFFING EXPECTATIONS
PERC Water is committed to providing exceptional facility management services that not only comply with all permit requirements but also meet the unique operational and maintenance needs of the facilities under our care. We understand that having the right staff is crucial to successful facility management, so we have created a comprehensive staffing plan. We understand there are eight full-time employees with optimal staff being nine. Table 4 illustrates our anticipated staffing expectation for the nine staff members by job classification and operator certification, as applicable. As with all our projects, PERC intends to screen existing employees and offer qualified staff positions with PERC. For any positions not filled by current plant staff, we will backfill with our local/California trained staff.

Table 4 | Staffing for the City of Rio Vista

JOB CLASSIFICATION CERTIFICATION NUMBER OF EMPLOYEES
Chief Plant Operator Class IV or V Wastewater Operator 1 Plant Operator Class III or IV Wastewater Operator 1
Plant Operator Class II Wastewater Operator 1
Plant Operator Class I or II Wastewater Operator 2
Plant Operator Class I or II Wastewater Operator 1
O&M Technician O&M Technician 2
Administrative Support Administrative Assistant 1
Total 9
Our approach to staffing is designed to ensure that all operations are efficient, compliant, and responsive to each facility’s specific needs. It includes thorough recruitment and selection processes, optimal staffing levels and scheduling, robust employee engagement and retention strategies, and extensive training and development programs. Through these initiatives, we aim to cultivate a skilled and motivated workforce that maintains the highest standards of service and operational excellence. Our overall strategy to staffing is outlined below.

Recruitment & Selection | To make sure we have the right personnel in place, we will implement a rigorous recruitment and selection process focused on attracting highly qualified candidates. This involves conducting thorough job analyses to define the required skills, qualifications, and experience for each position, leading to detailed job descriptions that clarify roles and responsibilities. We will target candidates through industry-specific job boards, professional networks, and recruitment agencies, and participate in job fairs and industry conferences. Our screening process will incorporate industry best practices and emerging technologies to identify top talent.

Staffing Levels & Scheduling | To maintain optimal staffing levels, we will implement a scheduling system that makes sure your facilities have adequate coverage at all times. This system includes several key components: regular workforce analyses to determine the optimal number of staff required for each shift based on facility needs and historical data; flexible scheduling to accommodate peak periods, emergencies, and unexpected absences, using a mix of full-time, part-time, and on-call staff to ensure uninterrupted operations; cross-training staff in multiple roles to enhance our ability to respond to staffing shortages and ensure critical functions are always covered; and a performance monitoring system to track staff productivity and identify areas needing additional support or adjustments.

Employee Engagement & Retention | To maintain a motivated and committed workforce, we will focus on employee engagement and retention through competitive compensation and benefits packages to attract and retain top talent. Recognition and reward programs will praise outstanding performance and contributions, fostering a culture of appreciation and motivation.

We will provide clear career paths and opportunities for advancement, encouraging staff to grow and develop with us. Actively seeking employee feedback through surveys and regular meetings will involve staff in decision-making processes and make sure their voices are heard.

Training Plan | PERC Water’s training program is a formalized, mentor-based process that we apply to all levels of operational organization. Our onboarding process involves assigning a mentor to a new operations team member, who will give them a tour of the facility or facilities, explain the processes in detail, and share information about the operations team’s culture, resources, and mission at the plant. During the new operator’s first 90 days, they will receive comprehensive on-the-job training under the guidance of a more senior operations member, with continued training as needed once the new operator has passed 2-20
City of Rio Vista: Contract Wastewater Operations Services their probationary period and has demonstrated appropriate competence in their assigned role and tasks. Existing operators who exhibit any deficiencies in performance or skill will be entered into a retraining program designed to correct those deficiencies and enhance their performance.

Beyond our onboarding and mentorship process, PERC Water is committed to furthering the education, certification level, and overall job satisfaction of our operations staff. PERC Water will cover the cost of training courses outside the company and encourage staff members to seek higher certification levels and expand their respective knowledge bases. We will adjust work schedules so staff members are able to attend conferences or outside seminars, and we encourage them to become involved in professional organizations and take on meaningful roles within those organizations. As our operations staff grow in their knowledge, expertise, and certification levels, we make sure their compensation is adjusted to reflect the value they bring to PERC Water and the clients we serve.

Internship Program | PERC Water regularly partners with local community colleges or secondary schools that have water treatment/wastewater plant operator courses as part of their curriculum to establish internship programs at the plants we operate. We recognize that engaging and training the next generation of operations professionals is crucial for the future of the industry. These internship programs provide students with hands-on experience and training under our veteran operators’ guidance. This is a win-win, allowing students to gain real-world skills and prepare for careers while meeting the industry’s desperate need to develop qualified operations talent from the local community.

2.5 APPROACH TO OFF-HOUR EMERGENCIES
PERC Water is committed to providing rapid and effective emergency response services for the City’s facilities. Our team is equipped and trained to handle various emergencies, ensuring minimal disruption to operations. Below is a detailed outline of our emergency response capabilities, supported by our past performance and examples from previous contracts. + Qualified and Certified Staff. PERC Water ensures that all emergency response personnel are highly qualified and certified. Our staff undergoes regular training in emergency response protocols, including handling operational interferences, power outages, regulatory inspections, and other emergencies. + Response Time. We guarantee a response time of within 60 minutes of notification or realization of an emergency, 24 hours a day, 365 days a year. This commitment is backed by our track record in previous contracts. + Emergency Response Plan. Our comprehensive emergency response plan includes the following key components:
+ Immediate Notification and Mobilization: Upon notification of an emergency, our team is mobilized within 60 minutes. This includes contacting key personnel and deploying the necessary resources to the site. + Coordination with Local Authorities. We maintain close communication with local emergency services, including fire departments, police, and regulatory bodies, to ensure a coordinated response. + Continuous Monitoring and Reporting. We utilize the City’s SCADA systems for real-time monitoring of facility operations, allowing us to detect and respond to issues promptly. Detailed reports of each incident are generated and reviewed to improve future responses.
+ Training and Drills. PERC conducts regular training sessions and emergency drills to ensure that all staff are prepared to handle emergencies. These exercises simulate various scenarios, including power outages, equipment failures, and regulatory inspections, to test and refine our response strategies.

PERC Water has hired 22 interns
over the last four years,
retaining half of them as fulltime employees once they received their certifications.
2-21
City of Rio Vista: Contract Wastewater Operations Services + Equipment and Resources. Our facilities are equipped with the necessary emergency response equipment, including backup generators, spill containment kits, and communication tools. We also have agreements with local vendors to provide additional resources as needed.
+ Continuous Improvement. We continuously review and update our emergency response plans based on feedback from drills and actual incidents. This ensures that our strategies remain effective and up-to-date with the latest industry standards and regulatory requirements.

PERC’s commitment to emergency response is demonstrated through our qualified staff, rapid response times, and comprehensive emergency plans. Our past performance in managing emergencies at various facilities highlights our capability to maintain operational continuity and regulatory compliance under challenging conditions.

2.6 APPROACH TO TRANSITION SERVICES
Our transition plan is designed to ensure a seamless and efficient transition of operations while prioritizing employee care, safety, and communication. Drawing from the best practices of industry leaders, our plan integrates structured processes, clear communication protocols, and a dedicated transition team to achieve a smooth transition. Seasoned transition expert Chris Maines will serve as our team’s Transition Manager. He will work closely with our proposed Chief Plant Operator, Gilbert Perez, and the entire PERC Water transition team to ensure operations are seamlessly transitioned.

An O&M staff transition can be an anxious time for owners and existing operations staff. PERC Water’s transition approach streamlines the process, keeps everyone involved and informed, and maintains uninterrupted wastewater operations. We have successfully used this approach on each of the facilities we operate and maintain, including our 28 facilities across California.

Our transition approach has six key areas with specific activities beginning 60 days before transition and continuing through the first 90 days of operation. There will be a comprehensive checklist and percent complete tracking tool for all transition members, project staff, and other key stakeholders to adhere and track the successful transition.

Success Stories: Emergency Services
City of Adelanto Wastewater Treatment Facility
+ Project Overview: The City of Adelanto, located in the Mojave Desert, faced challenges with an undersized treatment plant due to rapid growth and expansion.

Under a Design/Build/Operate delivery model, PERC Water helped double the plant capacity to 3 MGD, avoiding further regulatory permit challenges. + Emergency Response: PERC Water has been responsible for daily plant operations since 2013 and has effectively managed various emergency situations, including operational upsets and equipment failures. The team’s rapid response ensured that the plant continued to operate within regulatory compliance and minimized downtime.

Camp Pendleton South Regional Tertiary Treatment Plant
+ Project Overview: This 7.5 MGD activated sludge facility treats effluent to Title 22 standards. PERC Water has full responsibility for the day-to-day operation of the plant and has staff on-site eight hours per day, seven days a week, with remote monitoring after hours.
+ Emergency Management: PERC Water completed a comprehensive facility assessment to identify O&M challenges and compile data for future capital improvement planning. The team handled multiple emergency scenarios, including regulatory inspections and equipment failures, by implementing a robust emergency response plan.
2-22
City of Rio Vista: Contract Wastewater Operations Services -60 days
The key areas to our transition approach, along with their associated tasks, timelines and durations, are outlined below:
+ Pre-Start Up
a. Timeline: 90 days (-60 days to + 30 days)
b. Establish transition tracking plan
c. Establish start dates and deadlines
d. Administrative and management tasks
+ HR and Administrative:
a. Timeline: 90 days (-30 days to + 60 days)
b. PERC Water leadership and current staff introductions c. Interviewing, screening, hiring and onboarding
+ Operational Activities
a. Timeline: 120 days (-30 days to +90 days)
b. Regulatory notifications, permit reviews, sample tracking c. Laboratory QA/QC, chains of custody
d. Wastewater baseline assessment, standard operating procedures (SOPs), operations strategies, process check list, logbooks, data management migration, establish treatment tracking tools e. Lift stations baseline assessment, improvement recommendations, inspections checklists + Maintenance Activities
a. Timeline: 120 days (-30 days to +90 days)
b. Asset registry
c. CMMS set up and deployment
d. Baseline assessment of facilities
+ Financial Procurement
a. Timeline: 90 days (-30 days / +60 days)
b. Vendor listing and P.O. development
c. Invoicing to compliment the city’s needs
+ Capital Planning
a. Timeline: 120 days (-30 days to +90 days)
b. From the baseline assessment provide recommended and critical improvements c. Estimating for future capital and or current repairs SECTION 3
Project Team
SECTION 3
Project Team
3-1
City of Rio Vista: Contract Wastewater Operations Services SECTION 3: PROJECT TEAM

STAFFING PLAN
PERC Water is committed to providing exceptional facility management services for the City of Rio Vista (City) that not only complies with all permit requirements but also meets the unique operational and maintenance needs of the facilities under our care. We understand that having the right staff is crucial to successful facility management, so we have created a comprehensive staffing plan. This plan is designed to ensure that all operations are efficient, compliant, and responsive to each facility’s specific needs. It includes thorough recruitment and selection processes, optimal staffing levels and scheduling, robust employee engagement and retention strategies, and extensive training and development programs. Through these initiatives, we aim to cultivate a skilled and motivated workforce that maintains the highest standards of service and operational excellence.

To maintain optimal staffing levels for the City, we will implement a scheduling system that ensures all facilities have adequate coverage at all times. This system includes several key components:
• Regular workforce analyses to determine the optimal number of staff required for each shift based on facility needs and historical data
• Flexible scheduling to accommodate peak periods, emergencies, and unexpected absences using a mix of full-time, parttime, and on-call staff to ensure uninterrupted operations • Cross-training staff in multiple roles to enhance our ability to respond to staffing shortages and ensure critical functions are always covered
• Performance monitoring system to track staff productivity and identify areas needing additional support or adjustments
Our comprehensive staffing plan is designed to address these concerns effectively and ensure that the City experiences no disruption in services. We employ proactive workforce planning to anticipate and prepare for potential staffing gaps, including maintaining a detailed database of staff availability, skills, and potential future needs. To ensure seamless transitions, we implement a robust cross-training program, enabling staff members to step in and cover for their colleagues during vacations or unexpected absences. Our well-defined succession planning strategy identifies and mentors potential successors well in advance, ensuring they are prepared to take over critical roles without any loss of productivity or service quality. In addition to our permanent staff, we maintain a pool of qualified temporary staff and contractors who can be quickly mobilized to fill short-term gaps, providing immediate support as needed. Our comprehensive onboarding process integrates new hires quickly and effectively, minimizing any potential disruptions during transitions.

We invest heavily in the continuous professional development of our staff, enhancing their skills and knowledge while increasing engagement and retention. Detailed contingency and risk management plans are in place to address any unforeseen staffing challenges, ensuring that service levels remain unaffected. Regular communication with the City keeps all stakeholders informed and allows for proactive planning. By implementing these strategies, we are confident in our ability to maintain consistent and high-quality service delivery, regardless of staff vacations, resignations, or retirements, and we are committed to working closely with the City to address any concerns and ensure a seamless operational experience. Table 1 illustrates the planned staffing levels for the wastewater treatment plants and lift stations. Table 2 features PERC Water’s California-certified wastewater operators that are available to support this project as needed. Resumes for our key staff and point of contact can be found beginning on page 3-5.

Table 1 | Staffing for the City of Rio Vista

JOB CLASSIFICATION CERTIFICATION NUMBER OF EMPLOYEES
Chief Plant Operator Class IV or V Wastewater Operator 1 Plant Operator Class III or IV Wastewater Operator 1
Plant Operator Class II Wastewater Operator 1
Plant Operator Class I or II Wastewater Operator 2
Plant Operator Class I or II Wastewater Operator 1
O&M Technician O&M Technician 2
Administrative Support Administrative Assistant 1
Total 9
3-2
City of Rio Vista: Contract Wastewater Operations Services I’ve spent my career focused on helping water and wastewater treatment facilities like Rio Vista’s operate more efficiently and cost-effectively. Part of my passion comes from managing assets better, and it’s something I’ve been very successful doing. For this project, I will provide overall executive support to Gilbert as he conducts the day-to-day operational tasks at your plant. I will also challenge him to make sure every piece of equipment is part of an overall asset management plan that provides operational efficiency and extended life.”

IRIS RAMOS REGIONAL DIRECTOR

PERC WATER
I learned to navigate the twists and turns of contract operations as a small part of a 65,000-employee giant. When you’re part of something that big, it’s easy to be lost in the shuffle and drowned out by all the corporate noise. Now, at PERC Water, I finally feel heard, as the culture here emphasizes collaboration over competition and our employees value overall team success as far more important than individual triumphs. It’s a culture I believe in, and it’s a culture that will serve Rio Vista well.”

CHRIS MAINES TRANSITION MANAGER

PERC WATER
3-3
City of Rio Vista: Contract Wastewater Operations Services PERC Water’s comprehensive staffing plan
for the City of Rio Vista ensures efficient
and compliant facility management through
optimal staffing levels, flexible scheduling,
and robust employee engagement strategies.

Proactive workforce planning, including crosstraining and succession planning, prepares for potential staffing gaps and ensures seamless
transitions. Continuous professional development
and detailed contingency plans maintain
high-quality service delivery, with regular
communication keeping all stakeholders informed.

Table 2 | PERC Water’s California Certified Wastewater and Collections Operators

EMPLOYEE NAME CERTIFICATION
Gilbert Perez WW Grade V
Dave Kachelski WW Grade V
James Anderson WW Grade V
EJ Colia WW Grade V
Eric Gonzalez WW Grade V
Craig Justice WW Grade V
Ruben Rodriguez WW Grade IV
Project Support
Technical Experts | We recognize the significance of making sure that the on-site team receives the necessary resources and support for success. Our approach involves deploying experienced PERC Water technical experts to collaborate with and mentor the staff, achieving a seamless and successful transition. Moreover, our staffing plan commits senior resources to the project for at least six months, with flexibility to extend as needed.

PERC Water is focused exclusively on operations and maintenance (O&M) support, and as such we have a dedicated technical support team that remains on standby through the life of the contract. These skilled and experienced experts are available to support transition efforts, answer questions, respond to changing conditions, and provide technical guidance to our O&M team and City staff. This dedicated support team is an added value that PERC Water includes at no extra cost for all of our O&M contracts.

Transition Experts | The PERC Water transition team will be led by Chris Maines who has extensive experience transitioning existing O&M teams into the PERC Water family. Chris recognizes that fear of change can disrupt plant operations and works to keep teams cohesive, integrated, and efficient during the transition phase. Chris will also work with the existing team to identify individual strengths and areas of opportunity for additional training or improvement.

Chris’ transition team will depend on the input and institutional knowledge of the existing O&M teams, as no one understands your facilities better than they do. Their knowledge will be instrumental in a successful transition as well as achieving our goal of retaining the existing O&M team as PERC Water employees. An overview of the experience and qualifications of our technical and transition experts that will be supporting the operations team can be found beginning on page 3-7.

EMPLOYEE NAME CERTIFICATION
Michael Campos WW Grade IV
Richard Cohen WW Grade IV
Robert Butler WW Grade III
Jon Bunch WW Grade III
Charlotte Files WW Grade III
Tristan Hause CWEA Collections Grade III
David Kachelski CWEA Collections Grade III
3-4
City of Rio Vista: Contract Wastewater Operations Services

CPO/PROJECT MANAGER
Nate Owen
President
Eric Gonzales
Director of Operations
Kathleen Gorden
Safety Director
Cetlaly Figueroa
Human Resources

EXECUTIVE SUPPORT

ORGANIZATION CHART

REGIONAL SUPPORT
Ruben Rodriguez
Wastewater Plant
Grade IV Operator
WW Operator (3)
Maintenance Technician (1)

WASTEWATER

TREATMENT PLANT
Administrative Assistant

ADMINISTRATIVE SUPPORT
Gilbert Perez
Grade V Operator
Lift Stations Operator (1)
Maintenance Technician (1)

LIFT STATIONS
Iris Ramos
Regional Director/
Point of Contact
Corrosion Integrity

CATHODIC PROTECTION & ASSET

INTEGRITY MANAGEMENT
Asta Construction Co., Inc.

BIOSOLIDS / VACTOR SERVICES
PACE Advanced Water
Engineering

STRATEGIC ENGINEERING

PARTNER - SCADA/I&C
FGL Environmental

LABORATORIES
PERC Water boasts a staff
retention rate of over 85%
following the transition of plant
O&M contracts. It is our team’s
intention to retain the current Rio
Vista plant staff, and the identified
personnel on this org chart are
available in the event current staff
are not retained.

Chris Maines
Transition Manager/Training/
O&M Documentation
Eric Hafford
Asset Management
Kevin Tirado, PE
Lead Engineer
Mauricio Aguilar
Maintenance
Todd Ellis
Maintenance
Michael Sindaha
Capital Planning Specialist
Sofia Liang
Laboratory Specialist
Nathan Owen
Data Migration Analyst
PACE Advanced Water
Engineering
Andy Komor, PE
Process Engineer
Robert Murphy, PE
Process Engineer
Transition/Technical
Support Team

SUBCONTRACTOR PARTNERS

PROJECT SUPPORT

KEY STAFF

SUBCONTRACTOR

PROJECT STAFF
3-5
City of Rio Vista: Contract Wastewater Operations Services REGIONAL MANAGER & POINT OF CONTACT:

IRIS RAMOS
Iris Ramos has more than 29 years of experience operating and managing groundwater distribution facilities in California. She provides support of business operations through managing staff, coordinating operations, providing project resources, and ensuring exceptional customer service. As Regional Director of PERC Water, Iris has full responsibility for the successful operation and maintenance of PERC operated water/ wastewater treatment facilities through supervision and leadership operations and maintenance staff. For the City of Rio Vista, Iris will coordinate directly with Chief Plant Operator, Gilbert Perez, and will servce as PERC Water’s point of contact with the City.

Iris oversees the management, operations, and maintenance of 28 water and wastewater facilities operated by PERC Water. These facilities include advanced water treatment facilities (AWTFs) and Indirect Potable Reuse (IPR) systems permitted and in compliance with the Division of Drinking Water (DDW) and Regional Water Quality Control Board (RWQCB). Iris has direct responsibility for client relations and communication, in addition to providing project management and oversight, including budgeting and regulatory compliance.

WHY IRIS?
• Comprehensive project management
• Project leadership and oversight
• Water treatment technoloy expertise
• Client relations and communication
• Regulatory compliance and operational excellence

RELEVANT EXPERIENCE
Regional Director, Tejon Industrial Complex East Wastewater Treatment Facility, Arvin, CA: Iris provides corporate oversight for operations of water supply, water treatment system. distribution, and wastewater treatment facilities for the Tejon team, ensuring efficient, compliant, and reliable service delivery with a focus on operational excellence and regulatory compliance. She works with the on-site team to develop and implement strategic plans for infrastructure improvements, capital projects, and the integration of advanced technologies to enhance system performance. Iris also serves as the primary liaison with stakeholders, including board members, regulatory agencies, and the local community, fostering strong relationships and addressing concerns effectively.

Regional Director, Adelanto Water Treatment Facility, Adelanto, CA: Iris is responsible for overseeing and ensuring the efficient operation, maintenance, and compliance of water and treatment facilities. She provides leadership and guidance to the site team to ensure that all facilities meet contract performance standards while fostering a collaborative work environment, supporting staff development, and making sure the team aligns with both company and client goals. Iris works closely with plant staff to ensure that all contract terms are fulfilled, including service delivery, regulatory compliance, and maintaining high client satisfaction. She regularly reviews contract performance and leads renewal negotiations to ensure the continued success of the partnership.

Regional Director, Pacific Grove Local Water Project, Pacific Grove, CA: Iris provides leadership and operational oversight for the Pacific Grove Local Water Project’s wastewater treatment and water recycling facility, ensuring efficient, compliant, and reliable operations. She leads the operations team to optimize wastewater treatment processes and manages water recycling efforts, ensuring compliance with all regulatory requirements and sustainability goals. She also oversees the development and implementation of process improvements and capital projects to enhance treatment efficiency, plant performance, and the production of high-quality recycled water for local use.

Regional Director, Sacramento Municipal Utility District, Herald, CA: Iris provided leadership and oversight for the operation and maintenance of the Rancho Seco Wastewater Pond plant, groundwater systems, and distribution networks supporting the SMUD-Hedge Training Facility and adjacent campgrounds. She managed daily operations of the wastewater pond plant, ensuring compliance with local, state, and federal environmental regulations while optimizing treatment processes for efficiency and sustainability.

YEARS OF EXPERIENCE:
29 LICENSES AND
CERTIFICATIONS:
+ CA-D4 Water Distribution
Operator No. 9396
+ CA-T2 Water Treatment
Operator No. 23016
Project featured in Experience section
3-6
City of Rio Vista: Contract Wastewater Operations Services CPO/PROJECT MANAGER: GILBERT PEREZ
Gilbert has 35 years of wastewater treatment experience including operations and ongoing maintenance, and knowledge of applicable laws and regulations. Most recently serving as the Operations Manager for the City of Riverside, Gilbert oversaw all regulatory compliance, environmental compliance, safety, collection system, mechanical, electrical, instrumentation maintenance, and day to day operations along with managing engineering and construction management. Gilbert’s professional accomplishments have resulted in optimization, efficiency, and effective management of Water Reclamation facilities and organizational development for cities and districts.

WHY GILBERT?
• Grade V Wastewater Operator, Exceeding Grade IV Requirements • Extensive California Experience
• Significant Wastewater Management
• Regulatory Compliance Expertise, including RWQCB
• Technical Proficiency

RELEVANT EXPERIENCE
Operational Leadership, Tejon Industrial Complex East Wastewater Treatment Facility, Arvin, CA: PERC Water is currently providing essential staffing for the Tejon-Castac Water District with three full-time personnel dedicated to managing the District’s two wastewater plants and one potable water treatment plant. Gilbert provides operational leadership and oversight of the on-site staff.

Chief Plant Operator, Victor Valley Wastewater Reclamation Authority, County of San Bernardino, CA: Gilbert managed, supervised, and directed operation, maintenance, environmental control, collections system, regulatory compliance, environmental health/safety, and laboratory departments of wastewater treatment and conveyance facilities to ensure proper operation, as well as compliance with discharge requirements.

Chief Plant Operator, Vista Canyon Water Factory, Santa Clarita, CA: Gilbert managed operations, maintenance, management, and troubleshooting of the 0.415 MGD Vista Canyon Water Factory. Water treated at the factory is recycled and delivered via “purple pipe” to provide 100% of all the community’s non-potable water uses including open spaces, landscaping, community garden, and neighborhood parks. PERC Water’s design of the facility offers flexibility of operation and excellent water quality within a small footprint of less than an acre. Disinfection is performed by UV and effluent is be treated to Title 22 standards for unrestricted reuse.

Chief Plant Operator, City of Riverside Public Works Regional Water Quality Control Plant, Riverside, CA: Gilbert ensured that wastewater was collected, treated, and discharged in compliance with all regulations and reporting requirements associated with regulatory agencies; provided technical assistance for planning, designing, constructing, and maintaining wastewater facilities and collections systems; and provided highly responsible and technical staff assistance to the programs and staff that were responsible for administration, pretreatment, collection, treatment, maintenance, environmental compliance and analysis of the wastewater system.

Start-up and Commissioning Manager, City of San Diego Morena Pump Station, San Diego, CA: Gilbert served as the Start-up and Commissioning Manager of a new 37.7 MGD Morena Wastewater Pump Station Facility, including odor control systems, electrical building, screening facility, high purity oxygen system, maintenance building, and associated civil site work including storm drainage, yard piping, perimeter walls, access gates, pavement, landscaping and other appurtenances. The project also includes the construction of 48-inch, 60-inch and 66-inch diversion and overflow sewers and multiple structures.

Water Reclamation Rix Supervisor, San Bernardino Municipal Water Department, San Bernardino, CA: Under general direction of the Water Reclamation Operations Superintendent, Gilbert assisted in administrative duties; conducted personnel performance evaluations as required; planned, scheduled, supervised, monitored, and administered the operation of equipment utilized in the tertiary treatment of wastewater that utilizes ultraviolet disinfection; prepared and ensured compliance with schedules and procedures for inspecting and operating plant equipment; reviewed and evaluated logs of routine facility inspections and reports of laboratory analyses; reviewed plans and specifications for construction projects; recommended changes or modifications to plant flow and processes; requisitions materials and parts as needed; prepared and maintained records of plant operations; and prepared routine and special reports related to plant operation.

YEARS OF EXPERIENCE:
35 LICENSES AND
CERTIFICATIONS:
+ CA Grade V WWTP
Operator No. 7715

PROFESSIONAL

AFFILIATIONS
+ California Water
Environment Association
(CWEA)
+ CWEA Desert and Mountain
Section, Director, Vice
President and President
+ Southwestern Membrane
Operator Association
(SWMOA)
+ Water Environment
Federation (WEF)
Project featured in Experience section
3-7
City of Rio Vista: Contract Wastewater Operations Services WASTEWATER OPERATOR: RUBEN RODRIGUEZ
Ruben has assisted with the construction completion, vendor equipment testing, integrated pre-operational testing, and initial startup of PERC Water facilities throughout California and Arizona. He also oversees operational efforts for all PERC accounts in Arizona. His responsibilities include facility commissioning, QA/QC, control system functionality, operability verification, clean water testing, plant seeding, and initial process startup and performance compliance testing. In this role he also participates in the design and operability review of all facilities designed and built by PERC Water.

WHY RUBEN?
• Grade IV Wastewater Operator, Exceeding Grade III Requirements • Comprehensive QA/QC Skills
• Strong Operational Management
• Start-up & Commissioning Expertise
• Advanced Wastewater Treatment System Knowledge

RELEVANT EXPERIENCE
Start-up & Commissioning Manager, Sunnyvale Pretreatment Facility Package 2, Sunnyvale, CA: Ruben served as the Commissioning and Startup Coordinator (CSC) of the Sunnyvale Pretreatment Facility Package 2. During the planning phase, Ruben reviewed startup and commissioning plans prepared by the contractor, including: owner training and schedules, commissioning and process startup schedules, subsystem testing plans, clean water facility testing plan, and the process startup plan. During the commissioning phase he attended and helped coordinate field acceptance testing for process equipment systems, including: installation testing, functional testing, clean water testing, startup and commissioning meetings, and the preparation/review of closeout testing documents.

Operations Manager, SPA 3 Water Recycling Facility, Surprise, AZ: As Operations Manager, Ruben oversaw the operations, maintenance, and management of the

1.8 MGD SPA 2 WRF. The SPA 3 WRF is based on the PERC ASP® hybrid-sequential batch reactor process and has a unique design whereby all treatment of wastewater occurs in below grade concrete processing tanks.

Operations Manager, SPA 2 Water Recycling Facility, Surprise, AZ: As Operations Manager, Ruben oversaw the successful operations, maintenance, and management of the facilities. He also managed all plant staff, including significant responsibility for training, performance evaluations, mentoring, and succession planning. This project featured a 1.2 MGD SPA 2 SBR WRF which consists of a state-of-the-art hybrid SBR treatment process with tertiary filtration and UV disinfection. The facility is a Title 18 facility that produces Class A+ effluent for non-restricted reuse in Arizona. SPA 2 is expandable up to 10.5 MGD within the existing land allocation.

Commissioning & Startup Manager, Sarival Water Reclamation Facility, Goodyear, AZ: As Commissioning & Startup Manager, Ruben managed construction completion, vendor equipment testing, integrated pre-operational testing, and initial startup of the facilities. This system treats an average day flow capacity of 4.0 Million Gallon per Day (MGD) with a maximum day flow capacity of 6.0 MGD and a peak-hour capacity of 10.0 MGD in Phase 1. The facility utilizes a membrane bioreactor treatment process, followed by chlorination disinfection, to meet ADEQ Title 18 Class A+ requirements for unrestricted reuse of recycled water. Each phase of the facility was constructed with parallel unit processes capable of treating raw wastewater with one unit out of service, ultimately based around increased facility reliability and redundancy. Construction began in June 2022 and reached substantial completion in January 2024.

Project Manager, Valencia Water Reclamation Plant Advanced Water Treatment Facility, Valencia, CA: In partnership with OHL USA, PERC Water is the lead entity for start-up and commissioning services and Ruben is serving as the onsite Project Manager, responsible for commissioning period activities. This project features advanced treatment facility consisting of microfiltration (MF) for particulate removal, nanofiltration (NF) for water softening, an enhanced membrane system (EMS) using high recovery reverse osmosis (RO) for chloride removal targeting 99.2% recovery, and a truck loading station for brine disposal. Approximately 8.3 MGD of VWRP tertiary-treated water will be diverted to the AWTF, which will produce around 6.5 MGD of low chloride product water that will be blended with the remaining VWRP tertiary-treated water.

YEARS OF EXPERIENCE:
15 LICENSES AND
CERTIFICATIONS:
+ CA Grade IV Wastewater
Treatment Plant Operator
No. 76777
+ AZ Grade 3 Wastewater
Collection System Operator
No. 103189
+ AZ Grade 3 Water
Distribution System Operator
No. 103188
+ AZ Grade 4 Wastewater
Treatment Plant Operator
No. 91433
3-8
City of Rio Vista: Contract Wastewater Operations Services

TRANSITION & TECHNICAL SUPPORT TEAM MEMBERS
CHRIS MAINES | Transition Manager
Chris has more than 34 years of experience in utility management, regulatory negotiation, policy development, and staff training and mentoring. He has been part of transition teams for six projects and has helped or provided guidance for more than 40 facilities across the world. As the PERC Water transition lead, Chris will serve in a technical advisory role, working with the various disciplines to make sure the transition plan is well-executed and seamless. During the contract, Chris will be available as needed to assist with program and policy development, staffing, and performance-related metrics.

ERIC HAFFORD | Asset Management
Eric is a wastewater utility and CMMS software professional with 12 years of experience in training, supporting, configuring, and implementing more than 100 water and wastewater utilities. He is wellversed in asset management and inventory best practices specific to the water industry. Eric is a former Grade III wastewater treatment plant operator and brings a true O&M perspective to asset management and CMMS implementation. As part of the PERC Water transition team, Eric will be responsible for conducting initial asset assessments of the City’s facilities and helping the team identify capital improvement needs as well as approaches to maximize asset life. During the contract, Eric will support our ongoing asset management activities as needed.

KATHLEEN GORDEN | Health & Safety
Kathy is responsible for implementing PERC Water’s Corporate Safety Plan on all of our jobsites. She will be part of the initial health and safety assessment at the City’s facilities and will develop site safety plans and conduct training for all O&M staff.

CETLALY FIGUEROA | Onboarding & Employee Transition
Cetlaly will support the onboarding and new employee orientation process for any new staff members that come onboard during the contract operations period. Cetlaly is skilled in all aspects of human resources management with a focus on employee onboarding and transition. She understands the importance of engaging with new or prospective employees to define the culture, history, and benefits of being a PERC Water employee.

KEVIN TIRADO, PE | Process Operations Development, Lead Engineer Kevin specializes in streamlining processes and procedures to deliver maximum cost-effectiveness and efficiency. Kevin is an expert in operations management, focusing on the optimization of processes and procedures to achieve maximum cost-effectiveness and efficiency in account management.

SOFIA LIANG | Compliance / Laboratory
Sofia is an experienced compliance and reporting specialist with an extensive background in supervising and managing regulatory compliance and reporting programs for water and wastewater systems.
3-9
City of Rio Vista: Contract Wastewater Operations Services

TRANSITION & TECHNICAL SUPPORT TEAM MEMBERS
NATHAN OWEN | Data Management Migration
Nathan has extensive experience working with a variety of database management languages and tools, as well as the development of front-end visuals for data analytics. For this contract, Nathan will be responsible for working with the PERC Water transition team to identify any areas of potential data loss in the current CMMS and data management systems, migrating data between systems as needed. As part of the technical support group, Nathan will be available to manipulate data to work with innovative technology tools that help O&M staff optimize facility performance as well as maintenance activities.

MICHAEL SINDAHA | Capital Planning Specialist
Michael’s technical expertise includes data analysis, project research, field investigation, environmental regulation and compliance, and information management. At PERC Water, Michael is responsible for supporting design-build and water/wastewater operations projects as well as water infrastructure projects.

Michael also assists and supports PERC Water’s advisory, asset management, and process engineering services. As part of the transition team, Michael will support the asset management team with an initial condition assessment of the City’s facilities, with a particular focus on identifying issues that may need to become part of the longer-term capital improvement plan.

MAURICIO AGUILAR | Asset Management
Mauricio, a part of PERC Water’s Mobile Maintenance Team, is a strategic maintenance supervisor who is cross-trained in both the construction and maintenance of water and wastewater infrastructure. His experience building construction projects provides him with a unique understanding of how to achieve operational goals and active management within deadline-driven environments.

TODD ELLIS | Asset Management
Todd has nearly 10 years of experience in heavy equipment operation, construction, and maintenance activities. As part of PERC Water’s Mobile Maintenance Team, Todd is responsible for rapidly responding to PERC Water O&M team requests for service, identifying problems, and identifying cost-conscious solutions to maintain compliance and customer service.

ANDY KOMOR, PE | Process Engineer
Andy has successfully performed engineering design, project management, and field services for more than $700 million in capital improvements on more than 100 completed water resource projects in the past 15 years. As part of the design and engineering of such projects, Andy is adept at providing comprehensive civil, mechanical, structural, electrical, and controls designs which are innovative, cost effective, and operator friendly. As part of the PERC Water transition team, Andy will be responsible for an initial assessment of the wastewater process train to identify optimization opportunities. He will continue to be available throughout the contract to discuss process treatment issues or challenges should they arise.

ROBERT MURPHY, PE | Process Engineer
Robert’s experience includes design of wastewater treatment plants, sewer/stormwater/potable/reclaimed pump stations, water treatment, and storage design. He has developed several performance-based equipment specifications for process equipment selection prior to design, and the creation of operation and maintenance manuals for several wastewater and water conveyance and treatment systems and facilities. Robert will work with Andy on the initial assessment of the wastewater treatment processes and ancillary facilities to identify optimization opportunities or areas of potential concern that may be part of the future capital planning work. Robert will be available as-needed to respond to process issues or questions about infrastructure.

SECTION 4
Experience
Experience
SECTION 4
4-1
City of Rio Vista: Contract Wastewater Operations Services SECTION 4: EXPERIENCE

RELEVANT O&M EXPERIENCE
PERC Water has more than 25 years of experience designing, building, and operating advanced water treatment and reuse systems throughout California and the Southwest. We currently operate 28 facilities in California ranging from .2MGD to 15MGD (see Exhibit 1 on the following page for a list of similar projects and project profiles on pages 5-7 for detailed O&M project experience in California).

PERC Water is the only operations and maintenance (O&M) firm headquartered in California and has more California experience than any other contract operator. Our local presence means that we bring the City of Rio Vista (City) local treatment experience, discharge permit knowledge, regulatory relationships, community understanding, and a fierce advocacy for making sure California has the water it needs to grow and thrive for generations to come. Our experience will result in benefits to the City from our experience with the latest treatment and operations best practices, enhancing your plants’ efficiency while reducing costs.
138
Number of O&M
Facilities
28 Number of
California Projects
8-15
Average Life of
Existing Contracts
YEARS
25 Number of Years
Performing O&M
YEARS
95%
Municipal Work
100%
Renewal Rate
5%
Private Work
12 New Partnerships
Since 2020
O&M and DBO
DB projects
PERC Water Headquarters
City of Rio Vista
PERC Water
California Projects Map
4-2
City of Rio Vista: Contract Wastewater Operations Services YEARS OF PARTNERSHIPFACILITY SIZE (MGD)CALIFORNIA PROJECTRWQCB EXPERIENCEMBR/MEMBRANES/ROWWTP RECLAMATION FACILITYRECYCLED WATER SYSTEMSTITLE 22/18 PERMITTED FACILITYTERTIARY FILTRATIONBIOSOLIDS MANAGEMENT AND DISPOSALUV DISINFECTIONSCADALIFT STATION O&M Tejon Industrial Complex East Wastewater Treatment Facility 5 0.5 City of Avalon Wastewater Treatment Facility 2 1.2
U.S. Coast Guard TRACEN Wastewater Treatment Facility 5 3.0 Tejon Industrial Complex West Wastewater Treatment Facility 5 0.5 Camp Pendleton South Regional Tertiary Treatment Plant 5 7.5 Camp Pendleton North Regional Tertiary Treatment Plant 5 5.0 Edwards AFB Class III Wastewater Treatment Plant 2 0.125 Edwards AFB Activated Sludge Tertiary Treatment Plant 2 2.5 City of Adelanto Wastewater Treatment Plant 14 3.0
Barona Water Wastewater Recycling Facility 29 0.75
Imperial County Poe Colonia Wastewater Treatment Facility 12 0.3 Imperial County Niland Wastewater Treatment Facility 12 0.5 Imperial County Gateway of the Americas Wastewater Treatment Facility 12 0.2 Pala Wastewater Treatment Facility 3 0.6
Rancho Seco Recreational Area Wastewater Treatment Facility 9 0.4 City of Lathrop Advanced Wastewater Treatment Facility 5 2.5 CONFIDENTIAL - EXHIBIT 1: PERC WATER’S RELEVANT EXPERIENCE Project Experience Highlight
4-3
City of Rio Vista: Contract Wastewater Operations Services YEARS OF PARTNERSHIPFACILITY SIZE (MGD)CALIFORNIA PROJECT RWQCB EXPERIENCEMBR/MEMBRANES/ROWWTP RECLAMATION FACILITYRECYCLED WATER SYSTEMSTITLE 22/18 PERMITTED FACILITYTERTIARY FILTRATIONBIOSOLIDS MANAGEMENT AND DISPOSALUV DISINFECTIONSCADALIFT STATION O&M Vista Canyon Water Recycling Facility8 0.415
Santa Paula Water Recycling Facility8 4.2
SPA 3 Water Reclamation Facility 16 1.8
Palm Valley Water Reclamation Facility Phase I and Phase II5 5.6 Sundance Water Reclamation Facility Phase II 13 1.2
Tartesso Water Reclamation Facility Phase I 13 3.6
Mountain House Water Reclamation Facility Phase I and II 11 1.2 Red Rock Water Reclamation Facility Phase I5 0.4
El Mirage Water Reclamation Facility2 3.6
City of Pacific Grove Water Recycling Facility8 0.28
SPA 2 Water Recycling Facility 17 1.2
Santa Monica Sustainable Water Infrastructure Project2 1.0 Albert Robles Center Advanced Water Treatment Facility7 14.8 Sarival Water Reclamation Facility1 4.0
CONFIDENTIAL - EXHIBIT 1: PERC WATER’S RELEVANT EXPERIENCE 4-4
City of Rio Vista: Contract Wastewater Operations Services YEARS OF PARTNERSHIPFACILITY SIZE (MGD)CALIFORNIA PROJECT RWQCB EXPERIENCEMBR/MEMBRANES/ROWWTP RECLAMATION FACILITYRECYCLED WATER SYSTEMSTITLE 22/18 PERMITTED FACILITYTERTIARY FILTRATIONBIOSOLIDS MANAGEMENT AND DISPOSALUV DISINFECTIONSCADALIFT STATION O&M Leo J. Vander Lans Advanced Water Treatment Facility 5 8.0 Earvin “Magic” Johnson Park Urban Runoff Water Recycling 5 3.6 SoFi Stadium Recycled Water Project 5 2.0
Tejon-Castac Surface Water Treatment Plant 5 1.2
City of Adelanto Potable Water Treatment and Distribution System 14 10.0 Imperial County Barbara Worth Pump Station 12 --
SMUD Rancho Seco Recreational Area Water Treatment System 9 0.04 SMUD Hedge Training Facility 8 0.015
Vulcan-Hewitt Groundwater Treatment Plant 5 0.66
Town of Berthoud Conventional WWTF & Water Treatment Facility 10 4.0 Town of Lochbuie Conventional ASP MLE WWTP & Water Facility 17 3.2 Town of Mead SBR WWTF 18 0.5
Town of Hudson SBR WWTF & Water Treatment Facility 2 0.5 CONFIDENTIAL - EXHIBIT 1: PERC WATER’S RELEVANT EXPERIENCE 4-5
City of Rio Vista: Contract Wastewater Operations Services PERC Water is currently providing essential staffing for the Tejon-Castac Water District (TCWD) with three full-time personnel dedicated to managing the District’s two wastewater plants and one potable water treatment plant. The PERC Water team is responsible for meeting all operational reporting requirements, including the completion of monthly regulatory reports. Additionally, they produce a Monthly Facilities Status Report, which is presented to the District each month.

This comprehensive report features an executive summary detailing all operational aspects, such as an analysis of Key Performance Indicators (KPIs), maintenance activities, daily operational insights, preventive maintenance tasks, collection system cleaning, grease trap maintenance, water meter readings, Industrial Pretreatment Program (IPP) inspections and enforcement, emergency callouts, and capital replacement projects. This report serves as an accountability tool, ensuring optimal care and performance of the District’s assets.

Furthermore, PERC Water is implementing and maintaining a Computerized Maintenance Management Software (CMMS) system to effectively manage the components of each facility. This system is vital for ensuring reliability and budgetconscious operations through proper preventive maintenance. The CMMS streamlines maintenance processes, identifies recurring issues, and maintains accurate records, enabling effective cost budgeting.

In addition to operations and maintenance, PERC Water has been contracted to oversee the District’s Billing and Customer Service Department. The scope of services includes monthly meter readings, uploading data to the billing module, posting new charges, generating monthly water and sewer bills, and mailing invoices to customers. They handle utility bill payments, transferring funds to the District on a monthly basis, while also managing customer service inquiries by accepting and routing phone calls, addressing billing questions, and processing requests. PERC Water generates and distributes work orders as needed, sets up new accounts, and processes delinquent notices, preparing accounts for collection when necessary.

Tejon Industrial Complex East Wastewater Treatment Facility Tejon-Castac Water District

RELEVANCE TO CONTRACT
+ California project
+ WastewaterTreatment
+ Membrane Bioreactor
(MBR)
+ Implementing and
Maintaining CMMS
+ Monthly Facilities Status
Reports
+ Successful Transition
+ Industrial Pretreatment
Program
+ Capital Improvement
Program

LOCATION
Arvin, CA

DURATION
4 years

ANNUAL COST
$704,104

REFERENCE
Kenny Watkins, Vice President
Engineering & Construction
Tejon Ranch Company
(661) 663-4224
[email protected]
4-6
City of Rio Vista: Contract Wastewater Operations Services PERC Water
PROJECT EXPERIENCE: CITY OF AVALON, CATALINA ISLAND
PROJECT EXPERIENCE: TEJON-CASTAC WATER DISTRICT
PROJECT EXPERIENCE: U.S. COAST GUARD TRAINING CENTER
PERC Water took over as the facility’s contract operator for both the sewer collection/treatment and sea water distribution systems in July of 2023. The WWTP was originally designed with a 1.2 MGD average day, 2.6 MGD peak day capacity plant that utilized rough screening, extended aeration activated sludge treatment process, secondary sedimentation tanks, and chlorine disinfection prior to discharging the effluent to the 12” ocean outfall. Waste activated sludge from the plant is digested through onsite aerobic digesters and dewatering through sludge drying beds.

The Avalon WWTF was originally designed and constructed in 1975 for the purpose of treating the wastewater produced from the City of Avalon, with several improvements having been made over the years. The most recent substantial improvements brought the treatment plant to its current condition with the addition of a new headworks, trickling filter, blowers, submerged aeration diffusers, and sludge dewatering systems.

Wastewater Lift Station Operations and Maintenance
City of Avalon

LOCATION
Calalina Island, CA

DURATION

1.5 years

ANNUAL COST
$1,439,004

REFERENCE
Jacky Cordero
Public Works Director
(657) 286-9573
[email protected]

RELEVANCE TO CONTRACT
+ California Project
+ Wastewater Treatment
+ Condition Assessment
+ Centrifuge Biosolids
+ Development of Capital and
Major Repair Plans
+ 24/7 Emergency On-call
Support
+ Monthly Reporting
+ Assistance with Permit
Renewals
+ Biosolids Management
+ Grease Management
4-7
City of Rio Vista: Contract Wastewater Operations Services The US Coast Guard Training Center in Petaluma, California is serviced by a 3.0 MGD activated sludge wastewater treatment plant. The plant produces two quality levels of effluent that are used for various reclaimed water purposes on the Coast Guard site.

The plant has had a series of ongoing operational challenges, primarily due to a lack of licensed operators. As an extension of staff, PERC Water is providing supplementary O&M services to maintain plant operations and identify capital improvements to keep the plant running efficiently and within regulatory limits.

PERC Water is also working with the Coast Guard commanders to identify bottlenecks in the procurement and delivery of treatment and disinfection chemicals necessary for operation. PERC Water O&M staff lead regular status meetings with Coast Guard leaders to update them on equipment status, priority improvements, chemical supplies, and ongoing rehabilitation and repair activities.

TRACEN Wastewater Treatment Facility
U.S. Coast Guard

LOCATION
Petaluma, CA

DURATION
4 years (current)

ANNUAL COST
$348,780

REFERENCE
Jing Liu
Contracting Officer
(510) 437-3760
[email protected]

RELEVANCE TO CONTRACT
+ California Project
+ Wastewater Treatment
+ Capital Improvement
Program
+ Chemical Procurement
+ Program Management and
Status Updates
+ Biosolids Management
and Disposal
+ UV Disinfection
+ Asset Management
+ SCADA
+ Lift Stations
SECTION 5
Cost Proposal
SECTION 5
Cost Proposal
5-1
City of Rio Vista: Contract Wastewater Operations Services SECTION 5: COST PROPOSAL
Description
Beach Plant
(Estimated Costs)
Northwest Plant
(Estimated Costs)
Lift Stations
(Estimated Cost)
CPO (IV - V) $ 140,677 $ 100,893 $ 32,586
Grade III $ 103,656 $ 74,343 $ 24,010
Grade II $ 88,848 $ 63,722 $ 20,580
Grade I - OIT $ 85,887 $ 61,598 $ 19,894
Grade I - OIT $ 81,444 $ 58,412 $ 18,865
OM Technician Plumber/ Underground Utility Pipefitter $ 103,202 $ 74,017 $ 23,905 OM Technician Plumber/ Underground Utility Pipefitter $ 103,202 $ 74,017 $ 23,905 OI&C Tech Electrician/Insidewire man $ 167,479 $ 120,116 $ 38,794 Admin Assistant $ 69,420 $ 49,788 $ 16,080
Regional Director $ 18,048 $ 12,944 $ 4,181
Safety Director $ 5,183 $ 3,717 $ 1,201
Supplies $ 37,535 $ 26,920 $ 8,694
Maintenance $ 20,602 $ 14,776 $ 4,772
Annual O&M and Regulatory Fixed Costs $ 1,025,184 $ 735,264 $ 237,468 Total Annual O&M and Regulatory Fixed Costs
Utilities* $ 27,088 $ 49,424
Capital Projects** $ 20,400,000 $ 12,320,000
Transtion cost first year only*** $ 20,000
*Aligns with the City's 2025 budget for Utilities and not part of PERC Water's price ** Aligns with the City's 2025 budget and not part of PERC Water's price *** Transition is a one time fee
Prevailing Wages included for Plumber/Electrician
$ 1,997,916
PERC Water Cost Proposal
5-2
City of Rio Vista: Contract Wastewater Operations Services 17520 Newhope Street, Suite 180, Fountain Valley, CA 92708 | Office: 714.352.7750 | Fax: 714.352.7765 | www.percwater.com

STANDARD RATE SCHEDULE
January 1, 2024
PROFESSIONAL FEES (per hour)
Principal / Vice President ____________________________________ $431 Director ________________________________________________ $340 Area Operations Manager ____________________________________ $275 Senior Project Manager ______________________________________ $331 Project Manager ___________________________________________ $292 Assistant Project Manager /Project Engineer _____________________ $207 Project Coordinator ________________________________________ $172 TECHNICAL RATES (per hour)

CONSTRUCTION
Construction Superintendent _________________________________ $210 Construction Foreman _______________________________________ $158 Construction Technician / Laborer _____________________________ $137

PLANT OPERATIONS
Startup and Commissioning Manager ___________________________ $303 Plant Manager ____________________________________________ $275 Water Superintendent /Maintenance Manager ___________________ $224 Operator: Wastewater Grade V, Water D5 / T5 ___________________ $231 Operator: Wastewater Grade IV, Water D4 / T4 __________________ $207 Operator: Wastewater Grade III, Water D3 / T3 ___________________ $186 Operator: Wastewater Grade II, Water D2 / T2, __________________ $181 Operator: Wastewater Grade I, Water D1 / T1 ____________________ $146 Operations Technician _______________________________________ $122 Maintenance Laborer ________________________________________ $160 Instrumentation & Control Tech________________________________ $190

SUPPORT & ADMINISTRATIVE
Technical Writer / Sr. Administration ___________________________ $158 Administration ____________________________________________ $137 For customer-approved overtime, multiply above rates by 1.5 (overtime includes work extending beyond 8 hours Monday through Friday; work performed on Saturday and/or Sunday; and work that commences after 5:00 p.m. Monday through Friday).

PROFESSIONAL TRAVEL and EXPENSES:

Auto or pickup truck: IRS Rate of 67 cents/mile, plus the employee rate per hour Airline fares/Hotels/Meals/Per Diem: Actual Cost Plus 15% Subcontractors, Sub-consultants, Equipment and Other Direct Costs: Actual Cost Plus 15% This Standard Rate Schedule is valid for 180 days after proposal submission on October 3, 2024.

SECTION 6
Exceptions
Exceptions
SECTION 6
6-1
City of Rio Vista: Contract Wastewater Operations Services SECTION 6: EXCEPTIONS
PERC Water is in agreement with the general terms and conditions, including the insurance and indemnity conditions, outlined in the RFP.

SECTION 7
Responsibility
SECTION 7
Responsibility
7-1
City of Rio Vista: Contract Wastewater Operations Services SECTION 7: RESPONSIBILITY

1. Have you ever defaulted on a contract? If yes, please provide the year the default occurred, the other party, and the reasons.

No, PERC Water has never defaulted on a contract.

2. In the past five years, has any claim or legal action been field in court or arbitration against your company by a client you have provided similar services to? If yes, please explain.

No, PERC Water has not had any claim or legal action filed against it in court or arbitration by a client for similar services provided.

3. Has your firm ever been suspended or debarred by any government agency? If yes, please explain.

No, PERC Water has not been suspended or debarred by any government agency.

4. Please provide a current credit rating for your company from Dun & Bradstreet, Supplier Qualifier Report.

Please see a copy of PERC Water’s Supplier Qualifier Report from Dun & Bradstreet beginning on the following page. In addition, PERC Water has the full financial backing and support of Consolidated Water Co. Ltd. (“CWCO”) and its excellent financial condition and substantial financial resources. In its 2023 annual report on Form 10-K filed with the Securities and Exchange Commission on March 27, 2024, CWCO reported net income from continuing operations attributable to CWCO stockholders of $30.7 million or $1.93 per diluted share. As of December 31, 2023, CWCO had total assets of $218 million, and cash and cash equivalents of $42.6 million, with working capital of $88.8 million, debt of $0.4 million, and stockholders’ equity totaling $186.8 million. CWCO has paid dividends consistently since 1985 and paid dividends of $5.5 million in 2023. CWCO’s market capitalization/stock value exceeds $397 million as of this submittal. Additionally, PERC Water’s Surety has approved bonding capacity of $300 million.

Dun & Bradstreet's Risk Analytics
PERC Water Corporation
D-U-N-S # 09-031-2252
17520 Newhope St Ste 180
Fountain Valley, California, 92708-8206, US
01-Oct-2024
PERC Water Corporation
Company 360 Report
D-U-N-S # 09-031-2252
Created on 01-Oct-2024
Created by Joel Tillett