AMENDMENT NO. 10 TO THE AGREEMENT
BETWEEN THE CITY OF SAN MATEO AND
CH2M HILL ENGINEERS, INC. FOR
PROGRAM MANAGEMENT SERVICES
WHEREAS, the City of San Mateo ("City"), a municipal corporation of the State of California, and CH2M HILL ENGINEERS, INC. ("CONSULTANT"), entered into an Agreement for Program Management Services ("Agreement") on October 27, 2014; and WHEREAS, the Clean Water Program is a $1 billion capital improvement program necessary to replace aging infrastructure in the wastewater treatment plant and collection system to meet regulatory requirements; and
WHEREAS, City Council approved a professional services agreement with CH2M in October 2014 to provide program management for the Clean Water Program with scope and funding for subsequent years to be authorized annually by the City Council; and
WHEREAS, City Council authorized the scope of services for the Clean Water Program under Amendment Nos. 1 through 9; and
WHEREAS, City and CONSULTANT wish to amend the Agreement to extend and amend program management services as described below.
NOW, THEREFORE, the parties agree as follows:
1. Section 1, "Scope of Project," of the Agreement is amended to add services as described in Exhibit A to Amendment No. 10 and made a part hereof.
Section 5, "Duties of Consultant," of the Agreement is amended to add services as described in Exhibit A to Amendment No. 10 and made a part hereof.
Section 8, "Payment," of the Agreement is amended to add services as described in Exhibit A to Amendment No. 10 and made a part hereof.
4. Section 8, "Payment," of the Agreement is amended to provide the updated cost schedule set forth in Exhibit C to Amendment No. 10 and made a part hereof.
The remaining terms of the Agreement remain in full force and effect.
CITY OF SAN MATEO CONSULTANT
Matt Fabry Cory Hooper
Public Works Director CA Executive Director of Operations Date: Date:
ATTEST:
Martin McTaggart, City Clerk
Date:
Approved as to Form:
Prasanna Rasiah, City Attorney
Date:
Attachments:
Exhibit A - CH2M HILL Year 10 Scope of Services
Exhibit B - Not Applicable
Exhibit C - Cost Schedule
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EXHIBIT A
CH2M Year 11 SCOPE OF SERVICES
Task 01. Program Management and Administration
Task 1 includes activities related to the general administration of the City of San Mateo (City) Clean Water Program (Program). This task will provide services to keep the Program on schedule and communicate and mitigate team or quality concerns. The CH2M Program Manager Advisor, the CH2M Construction Management Lead, the CH2M Program Controls Lead, the City Program Executive, City Program Manager, and City Engineering Delivery Leads, as part of the Program Management Team (PMT), are responsible for the day-to-day management of the Program and Program team, including work assignments, and performance monitoring. They will work together to adjudicate competing operational requirements, communicate a common plan, and enable overall Program schedule flow.
They will also facilitate Program-level decision making and accurate root-cause problem identification for early and decisive corrective actions needed to deliver the Program within budget and on schedule.
Task 01.01 Program Management
a. Program Management: Key responsibilities and activities to be performed by the Program Manager Advisor include the following:
• Provide a safe working environment, strong communications and inclusion, and forward strategic thinking and planning for successful Program implementation. Provide safety training for construction and field work to Jacobs Program staff and subcontractors. • Ensure high team performance, assign appropriate staff for delivery, and proactively track delivery, cost, scope, and schedule changes at the Program level. • Manage and retain key staff, flex to fill gaps, and maintain Program succession planning. • Support the Program's political, Council, Commissions, and public outreach strategy and needs.
• Oversee the management, tracking, and reporting of Program monthly performance and progress, including:
Review earned value, cost performance index (CPI), and schedule performance index (SPI).
Establish Key milestones and track successes.
• Oversee critical path activities and all functional teams including project delivery, environment and permitting, public outreach, funding, and construction. • Manage CH2M and subconsultants.
Provide timely assistance with problem solving to resolve critical issues or unforeseen events that may arise, such as: significant construction delays, large variation orders, unforeseen events that can impact scope, schedule and costs, regulatory permit non- compliance, any safety concerns, key staff losses and retention needs.
Provide Programmatic oversight, guidance, and training related to Program processes and procedures.
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• Support the City in developing strategy and plan to provide continuity of projects when the Clean Water Program is completed. Anticipated effort includes oversight and involvement in the planning and delivery of the AMC projects, as well as planning of projects recommended out of the Biogas Evaluation, Flow Monitoring/Capacity Assurance, and CIP Organization Assessment studies which are planned to be completed in Year 11. • Support City Engineering and Delivery Leads as follows:
• Resourcing of Project Managers
• Monthly project reviews
Process and procedure ownership
Delivery consistency
• Periodic audit of process compliance
• Review of scopes, budgets, changes
• Review of internal and external deliverables
• Review of agreements, administrative reports (ARs), and Amendments • Review of Estimates at Completion (EAC)/Estimates to Complete (ETC) and schedule updates
• Management of Project level risk reviews/updates
• Coordinate and lead project deep dives with Project Managers at least monthly for the WWTP Projects, the AMC projects, and the East San Mateo Project. Quarterly reviews are anticipated for all other projects. s.
• Lead change management activities in close coordination with a Change Management Board. Organize and manage the weekly Change Board meetings. Support tracking and management of Change Request Forms (CRFs); coordinate with Project Managers to review and approve Level 4 CRFs; and coordinate with Project Managers to prepare Level 3 CRFs for Change Board approval.
• Provide leadership for risk management at the Program and project levels to support the mission of the Program at the lowest possible cost and per the defined schedule. Conduct significant project phase change risk reviews. Coordinate with the PMT and Project Managers to facilitate risk updates and review, monitor, and update mitigation strategies.
Hold the project managers accountable and coordinate risk updates with the Program Controls team. Bring risk concerns to the attention of the City and PMT on an as-needed basis and discuss in detail at the PMT meetings. At the project level, Project Managers are expected to update and communicate individual risks to the Program Manager Advisor. • Provide quality assurance (not quality control) and work with the Program team to ensure that proper quality measures are taken to prevent additional risk to the Program and the City. Project Managers and Program staff will be accountable for quality of their own work and assurance of the work they are managing.
b. Program Oversight: The Principal in Charge (PIC) will perform a site visit and client debrief once each quarter. The PIC will meet with the City Manager, Public Works Director and/or Deputy Public Works Director during these site visits to review status of the Program, CH2M performance, and other related topics.
Deliverables
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1. Annual updates to Program Management Plan (PMP) as needed.
2. Annual list of program successes/achievements.
3. Succession plan and staffing recommendations as needed.
4. Phase change risk review updates for individual projects.
5. Incorporation of new project-specific risk registers into the Program risk register.
6. As-needed training materials or presentations for Program related processes and procedures.
7. As-needed training materials or presentations for Project Management tools and performance monitoring.
Assumptions
1. PMA will be based in San Mateo.
2. City will provide the following roles to support this task and the Program:
a. Program Executive
b. Program Manager
c. Engineering Delivery Leads - WWTP and Collection Systems
3. Program-related meetings will be held virtually through Microsoft Teams calls. In-person meetings, if needed, will be held at the CH2M WWTP Construction Management (CM) Trailer or at the City Plaza at 1900 O'Farrell.
4. PMT coordination meetings will be held (monthly or bi-weekly as required).
5. Activities related to the Regional Service Customers and Partner Agency Coordination/support will be led by City. Any Regional Service Customers and Partner Agency Coordination effort requested of CH2M team members will be handled as a change and funded from contingency.
6. Individual Project Managers will work directly with designers and contractors to develop and update project-specific risk registers.
7. Change Management Board will consist of the Program Manager Advisor, City Public Works Director, City Deputy Public Works Director, and City Engineering Manager. Depending on the Change Request Forms being reviewed at the Change Board Meeting, participants may also include the associated Project Managers/Construction Managers.
8. Budgeted Travel expenses under the Program PO include the following:
a. Average of bi-monthly (six trips total) site visit by the Program Controls Lead b. Quarterly Site visits by the Hydraulics Lead
c. Site Nesting Surveys by the site biologists during nesting season Task 02. Program Controls
Task 2 covers activities related to financial management of the Program, including Program Controls Management, Economic Management, Document Management, and State and Federal Funding Coordination.
Task 02.01. Program Controls Management
The Program Controls team will maintain accurate and timely data to analyze and report on the status of the Program and its individual projects, revealing areas of potential risk or opportunity and highlighting recurring problems and best practices that can be adopted to address them at both the project and Revision 0: 20240925
Program levels. The Program Controls team will continue to use the system of integrated tools and processes to support the monitoring and reporting on true progress of projects considering the work physically completed and approved by the PM/CM Team, the time taken, and the actual costs incurred to complete that work. Program Controls will coordinate between the PMT, Project Managers, Program team members, and City to get the most updated cost, schedule, and change management data.
The Program Controls responsibilities are categorized into two separate focus areas, Program-level and project-level as described below.
a. Program Controls Management: Includes the following key activities:
• Manage the Program Controls function and team.
• Oversee general Program reporting.
• Oversee document and Program SharePoint site management. • Prepare annual cash flow analysis twice a year, representative of cost data at the ends of December 2024 and June 2025. Prepare slides for and attend economic summit in July 2025.
• Coordinate with Program functional leads and Project Managers. • Ensure quality control of Program Controls deliverables. b. Project Controls (Cost, Schedule, and Reporting). Includes the following key activities:
• Use and maintain the standard program work breakdown structure (WBS) for all projects.
Prepare project baseline budgets and schedules and perform monthly cost and schedule management/updates for Project Managers.
Provide monthly project controls support for Project Managers and Construction Managers.
Conduct monthly cost and schedule update meetings with Project Managers and Construction Managers.
Maintain/update the Program Cost dashboard, including Program Actual Costs, Project construction changes and EAC forecasts.
Budgeting, monitoring and forecasting Jacobs labor and expenses.
Deliverables
1. Program cash flow analysis and memorandum: provided semi-annually.
2. Provide PDF of Primavera P6 (P6) project schedule and costs monthly for all projects.
3. Program wide cost reporting and present monthly updates to the PMT team.
4. Updated project Master schedules
Assumptions
1. City will provide the Program Controls team with read access to Workday to provide actual costs monthly. These costs are imported to P6. Invoices in Workday can be delayed by up to three months; therefore, project accruals will be tracked, and actual costs will be confirmed through Workday.
2. City will prepare annual project charters in support of their fiscal year budgeting process. CH2M will not provide support of the Charter process.
3. Any special Program or Project Controls analyses, reports (such as Time Impact Analysis (TIA), other claims analysis, etc.), or other support will be managed via contingency.
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Task 02.02. Economic Management
CH2M will perform TACT model update annually with new P6 information and financial data as available and relevant to support the production of a semi-annual cash flow.
CH2M will participate in and contribute to one Year 11 Economic Summit scheduled, managed, and run by the City. The PMA and SRF/WIFIA Lead will participate from CH2M in the meetings. CH2M will prepare and present a brief presentation summarizing the Program Financial status, summary of active/future projects, significant program risks that remain, program schedule status and SRF/WIFIA loan program status at each summit.
Deliverables
1. Semi-annual cash flow analysis (due January and July).
2. Financial reporting for inclusion with WIFIA/SRF annual and quarterly compliance reporting deliverables.
3. Economic Summit Presentation
Assumptions
1. TACT model will remain the property of CH2M and will not be provided to the City.
Base scope does not include any TACT modeling scenario analysis. Any TACT modeling scenario analysis requested will be managed as a change and funded through use of contingency.
3. Economic Summit meetings will be held in person in San Mateo. Duration of 2 hours or less is anticipated. City will host, organize and manage the summit.
Task 02.03. Document Management
The Program team will use the Program SharePoint site to manage project-related documentation outside of construction management-related documents, which will be stored and managed in Procore.
This will allow the team to collaborate on documents in progress and provide a repository for project records.
The following activities will be performed under this task:
• Assist team with records storage within SharePoint.
Maintain the term store and update as needed.
Monitor SharePoint records for compliance with meta data requirements. • Perform periodic records storage cleanup, clean recycle bin, check for duplicate records, etc. • Prepare records management training materials and provide training, as needed.
Deliverables
1. Document management training materials for the Program team, as needed.
Assumptions
1. City will provide Document Controls support to perform the necessary City processes for document management, including coordination with the City Clerk's Office and updates to the Terms-Store.
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2. City will provide SharePoint administrative support as needed for maintaining the Program SharePoint site environment and adequate storage capacity.
3. Procore will be used for document management of construction-related records.
4. Special requests from the City regarding SharePoint storage management or other special topics will be considered changes in scope and be funded through contingency.
5. City will provide a solution to move files from Procore to SharePoint for completed projects. It is proposed that Procore through their PO to CH2M will support migration of data from the Procore platform to city SharePoint or other servers. Budget for this has been included in Contingency.
Task 02.04. State and Federal Funding Coordination
CH2M will provide ongoing support of the Program's WIFIA loan efforts. Activities will include coordination with the Program Controls and Economic Management team to update cash flow projections; preparation of documentation to comply with WIFIA quarterly reporting requirements; and related ad-hoc requests.
CH2M will provide ongoing support of the Program's SRF loan efforts. Activities will include preparation of documentation to comply with SRF quarterly reporting requirements including review of environmental compliance; annual reporting requirements related to Disadvantaged Business Enterprise (DBE) compliance to satisfy SRF conditions (prepared by Sundt); preparation of forms and supporting documentation for loan disbursement requests; and related ad-hoc requests.
CH2M will lead coordination efforts with WIFIA and SRF organizations, including facilitation of meetings with City Finance Department, and provide input on processes needed to satisfy loan requirements. City Finance and City's Municipal Advisor(s) to provide support.
Deliverables
1. Quarterly project status reports to WIFIA.
2. Quarterly project status reports to SRF.
3. Monthly disbursement requisitions to SRF (until loan is fully drawn).
Assumptions
1. Requests for additional CH2M support, such as preparation for State and Federal site visits or audits; final project inspection (subject to schedule), project completion report (subject to schedule), and other support will be managed as changes utilizing contingency.
2. The City's Contractor for the WWTP Upgrade and Expansion Project, Sundt Construction, Inc., will be responsible for completing the annual DBE report using SRF's standard form and guidelines. CH2M will be responsible for coordination, review, and submission to SRF.
Task 03. Engineering and Project Management
This task will consist of project management and engineering activities to meet the goals of the Program, provide the best and most efficient solutions, and keep the Program on schedule and within budget.
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Task 03.01. Engineering Delivery Management
A CH2M Engineering Delivery Management role will not be provided in Year 11. The project management and delivery activities will be coordinated by the Program Manager Advisor under Task 01 Program Management.
City will provide two Engineering Delivery Leads who will oversee activities related to wastewater treatment plant and collection system projects with support from CH2M to provide a holistic perspective of how each project impacts the overall Program and to assist the Engineering Delivery Leads in driving consistency across the projects.
Task 03.02/03. Project Management
CH2M will provide Project Managers to deliver Program projects for the collection system and the WWTP. Project Managers will be responsible for efficient delivery of projects by managing Consultants and Contractors, managing project scope, cost, schedule and quality, and communication with the Engineering Delivery team.
Primary Project Management Team responsibilities during the design phase of the project are detailed below:
• Scope, budget, and schedule management and reporting
• Review, manage, and monitor Consultant scope of work; monitor and track progress against scope of work; and report progress monthly.
• Review, manage, and monitor Consultant budgets; monitor and track project budgets and costs using Program tools; status project-level earned value progress and prepare EACs monthly; coordinate and facilitate value engineering reviews if needed. • Develop and coordinate project level schedule; review, manage, and monitor Consultant schedules; report status against schedule; and provide monthly progress report. • Coordinate with the Engineering Delivery team and Program Controls to report the latest project cost and schedule information.
• Risk management
• Identify, develop, and maintain project level risks, risk definitions, and assessments • Develop risk mitigation strategies
• Coordinate with Risk Manager to provide risk updates to PMT • Change management
• Provide oversight and communication of project Decision Log • Negotiate and process consultant and contractor amendment requests; preparation of Change Request Form (CRF)
• Control scope by identifying and managing changes during design • Support development of materials for and presentation of CRFs to Change Board • Procurement, task order, and contract management
• Review and negotiation of consultant proposed scope and fee • Develop procurement documents for Consultant Agreements • Prepare Administrative Reports for City Council action • Administer and manage consultant (professional services) agreements Revision 0: 20240925
• Administer and manage task orders and purchase orders request forms/POARS associated with project needs, such as right of way acquisition, PG&E services, etc. • Prepare contract amendments and change orders
• Manage and approve Consultant invoices/payments
• Resolution of Consultant contract issues/disputes
• Team leadership and management
• Coordinate project involvement of Functional Leads and Technical Advisors as appropriate
• Coordination and oversight of consultant(s) or other third parties during all phases • Monthly reporting to Engineering Delivery Team
• Inform PMT of progress and issues
• Coordinate with other projects as needed
• Quality assurance
• Verify that Consultant implements quality control process • Confirm that Consultant has addressed review comments in subsequent deliverables Coordinate and facilitate constructability and O&M review workshops Coordinate input/reviews by Program Technical Advisors
• Review and verify that Consultant deliverables meet scope and contract requirements • Coordinate and facilitate deep dive reviews
• Coordination and management of stakeholder engagement • Coordinate and facilitate City Staff/O&M review workshops/meetings • Coordinate and facilitate engagement with utility companies, such as PG&E, Cal Water, Comcast, AT&T, etc.
Coordinate and facilitate engagement with City, San Mateo Planning, or other City Departments
Coordinate and support project-related public outreach activities Coordinate and participate in easement negotiations with property owners, if applicable Coordinate and support public, Commission, and City Council meetings Support content development for community meeting presentations and related materials (posters, handouts, etc.); attend community meetings • Coordination and management of communications and meetings • Coordinate and facilitate regular Consultant coordination/project status meetings • Prepare and distribute meeting notes for managed meetings • Inform project team of City and Program activities and decisions • Coordinate and facilitate responses to information requests from all parties including public
Participate in regular Project Manager/Engineering Delivery review meetings Respond to Program's communication hotline comments and questions related to project
• Document and records management
• Project level document management
• Consultant deliverable management - Quality assurance, distribution, and storage Submit project or program documents to Document Controls Lead for review and record storage
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• Technical Support
• Engineering support to facilitate consistency in design • Technical guidance to City on projects, activities, and planning • Review of remaining design deliverables for conformance with the Program objectives and criteria
During the construction phase of the project, the project's CM team takes over the primary responsibilities for construction delivery and these services are detailed under Task 05.
The Project Management Team responsibilities during the construction phase of the project, primarily in a supporting role to Construction Management, are as follows:
• Internal and External Coordination
• Serve as point of contact with the Program Management Team as well as with operations staff
Support coordination with Program and project team regarding progress and issues Support coordination with Collection System O&M staff, Wastewater Treatment Plant O&M staff, and other City departments for existing facility shutdowns and/or tie ins.
Backup to CM to receive and file monthly labor compliance reports Respond to Program's communication hotline comments and questions related to project
Inform project team of City and Program activities and decisions Coordinate and facilitate responses to information requests from all parties including public
Labor Compliance Contract Management and coordination for those projects requiring labor compliance related to funding requirements.
• Meetings
• Support preconstruction meeting which also represents the official project hand-off from PM to CM
Participate in monthly project progress meetings
Support regular project meetings including schedule updates, risk management, progress payment, Change Board, and public outreach
• Participate in regular Project Manager/Engineering Delivery review meetings • Scope, Cost, Schedule Management and Reporting
• Support review, approval, and maintenance of Schedule of Values; progress payment reviews and approvals; maintain contract financial data and summaries • Support baseline schedule review and acceptance; monthly schedule update reviews; review and approval of schedule changes and schedule recovery plans • Support monthly reporting, and SRF/WIFIA reporting, if applicable • Change Management
• Support tracking and management of all communications to assure response compliance
• Support CM to prepare and issue Field Orders (FO)/Work Change Directives (WCD); prepare and issue Requests for Proposals (RFP); review Change Order Requests for 9 Revision 0: 20240925
Entitlement and Merit; review and negotiate change order Pricing; review and analyze change order schedule impacts
• Support tracking and management of all Change Orders; coordinate with the Engineering Delivery team to review and approve Level 4 Change Orders; and coordinate with the Engineering Delivery team to prepare Level 3 Change Orders for Change Board approval.
• Quality Management
• Assist CM in adjudicating quality issues.
• Provide support per responsibilities defined in project RACI diagrams. • Safety Management
• Support safety culture and CM Team with monitoring Contractor's safety program and implementation thereof
• Support review of safety incidents and reporting requirements • Dispute Resolution
• Lead review of Conformed Bid Documents before Award
• Support Construction Manager to review issues for Entitlement and Merit • Support Construction Manager to prepare responses to correspondence • Support Construction Manager to conduct resolution meetings and negotiations • Testing, Startup, and Commissioning
• Participate in startup and commissioning planning/progress meetings • Support coordination of review and acceptance of Testing, Commissioning, and Startup Plans
• Support review and monitoring of startup and commissioning schedule activities • Support coordination of training activities and schedule • Project Close-out
• Support Construction Manager in conducting Substantial and Final Completion Inspections
• Support Construction Manager in recommendation of final acceptance of work by City Prepare and submit a project close out memo (summary of actual costs, and project highlights, challenges, and lessons learned), and presentation (when requested), to the PMT for review
• Coordinate submittal of as-built drawings to City and Hydraulic Modeling Lead for updates to City's GIS and hydraulic model
The following projects will be managed under this task according to the scope described above and per the additional constraints/limitations noted below:
Task 03.02 Wastewater Treatment Plant Projects
a. SCADA Merger Project: Scope has not been included for this project in Year 11. b. WWTP Upgrade and Expansion Project: CH2M to provide project management for construction through project closeout which is anticipated in December 2025. Project Management support to include HDR contract administration and support of council actions and overall budget and contingency management for the project.
c. WWTP IAP 2 Project: CH2M to provide project management for construction through project closeout which is currently anticipated end of December 2024. Additional PM support for claims 10 Revision 0: 20240925
management is anticipated to extend throughout Year 11 and will be estimated and managed as part of the contingency.
d. WWTP IAP 3 Project: CH2M will provide project management of IAP3 through project Final Completion (October 2025).
e. WWTP Annual Major Components (AMC) Project: CH2M will provide project management of the AMC Projects which are anticipated to continue throughout Year 11. Scope for PM support and CM services has been included for this project in Year 11 to support the City efforts. The following includes the anticipated projects that will be executed within the scope and associated services:
• General Project Management for AMC portfolio of projects: Includes overall Project Management services
• Transfer Pump Project: Includes Project Management services. Estimated start of services is November 2024.
• 3 Water Pumping and Ferric Chloride: Includes Project Management Estimated start of project management services is November 2024.
• Biogas Evaluation and Digester Assessment Study: Includes Project Management services. Estimated start of is November 2024.
• DAFT Condition Assessment: Includes Project Management services. Estimated start of services is November 2024.
Digester 2 Mixer Repair: Includes Project Managemen. Estimated start of project management services is November 2024. MCC Replacement: Includes Project Management services. Estimated start of project management services is November 2024.
Centrifuge and Centrifuge Feed Pump Replacement: Includes Project Management.
Estimated start of project management services is March 2025.
Task 03.03 Collection System Projects
a. Basins 2 & 3 Collection System Improvements (Basins 2 & 3) - Overall Project Management:
Provision of Project Management and technical support associated with the remaining active construction and design projects, if required, will be handled as a change utilizing contingency. b. Basins 2 & 3 - Dale Avenue Pump Station (DAPS) Project: CH2M will provide project management 1 November through project closeout planned end of March 2025. Budget has been included in Contingency for claims and legal support beyond March 2025. c. Basins 2 & 3 - Delaware Street Relief Sewer Project: This project is scheduled to be completed in Year 10. Support required with closeout or handover to City will be dealt with through contingency.
d. Basins 2 & 3 - Underground Flow Equalization System (UFES) Project: This project is scheduled to be completed in January 2025. Support required with closeout or handover to City will be dealt with through contingency.
e. Basins 2 & 3 - El Camino Real North/South: CH2M will provide project management for the El Camino Real through the project Final Completion (April 2025) f. East San Mateo Lift Station Package 2 - Los Prados and Kelly Kehoe: CH2M will provide as- needed Project Management technical support related to this project. The LOE included will be 11 Revision 0: 20240925
considered as an allowance, and any effort in excess of this amount will be considered a change utilizing contingency.
Deliverables
1. Procurement documents for consultant pursuits.
2. Project ETC/EAC updates monthly.
3. Reviewed consultant invoices.
4. Project schedule updates monthly.
5. RACI charts for construction projects.
6. Quality Control/Assurance Review Comments for consultant deliverables.
7. Initial project risk register including mitigations and phase change risk updates.
8. Draft contract agreements, amendments, change order requests, CRFs, and administrative reports as necessary for their respective projects.
9. Review comments for design submittals.
10. Meeting notes for managed meetings.
11. Coordinating project as-builts and supporting their incorporation into City records (i.e., GIS, hydraulic model).
12. Project closeout memo.
Assumptions
1. City will provide project manager(s) and/or continue the project management responsibilities for the following projects:
a. Annual CCTV Inspections
b. Basin Annual Rehab projects
c. East San Mateo Lift Station Package 2 - Los Prados and Kelly Kehoe d. Basins 2 & 3 UFES Project
2. The following key responsibilities of the City Engineering Delivery Leads are not included in the CH2M scope for this task:
a. PM to Project assignment.
b. Inform PMT of project progress/issues.
c. Ownership of public, council meetings.
d. Approval of scopes, budgets, changes.
e. Approval of internal and external deliverables.
f. Approval of agreements, ARs, amendments.
3. All staff managing projects will use Program management tools provided by the Program Controls Lead and manage projects on an earned value basis.
4. Project changes will be reported by Project Managers (CH2M and City) to the Engineering Delivery team for their respective projects.
5. Project and Program risks identified will be reported by Project Managers (CH2M and City) to the Program Risk Manager for their respective projects.
6. Ad hoc technical support or special investigations will be assumed to be out of scope and will be handled with change proposals.
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Task 03.04. Technical Support
CH2M technical support will not be provided in Year 11 at the Program level. An allowance for level of effort is included for Technical Support to various Program projects on an as-needed basis in the respective project budgets. There is no additional budget or allowance for Technical Support provided elsewhere in the budget for Year 11.
Task 03.05. Hydraulic Modeling
CH2M will provide hydraulic modeling support as described below in Year 11:
a. Model maintenance: With the exception of new development project applications submitted to the City's Community Development office, no scope is included in Year 11 due to the planned Model Update tasks listed below.
b. Training: Scope has not been included for this task in Year 11. c. Development reviews: Allow up to 60 hours to perform development reviews for project applications submitted to the City's Community Development Office. d. Flow monitoring (This is an optional task and the budget for this task is included in contingency):
Comprehensive flow monitoring is planned for the 2024/2025 wet-weather season. CH2M will perform the following tasks.
1. With input from Sewer Collections, 35 flow monitoring sites will be selected.
2. Flow monitoring basins will be delineated and basin linear length of pipe and areas tabulated. This data will be used by the flow monitoring subcontractor to quantify and rank rainfall dependent inflow/infiltration (RDI/I) to assist the City in prioritizing follow-on system rehabilitation.
3. CH2M to perform procurement contracting and quality assurance/quality control (QA/QC) of flow monitoring contractor, ADS Environmental (ADS) subcontracting will be to CH2M and not directly with the City. Contract to include the following tasks:
a. 35 flow monitors
b. 5 rain gauges
c. 80 days starting Jan 2025
d. Use of SLIICER, an ADS data processing tool adept at providing the data needed for hydraulic modeling and to characterize RDI/I into the system:
• Dry-weather: net flow averages, monitor hourly flow averages (diurnal pattern) • Wet-weather: analysis of ~4 largest storms to include %r, volume/length of pipe for each storm, peaking factor (instantaneous peak/average DWF) e. Graphics including RDI/I rankings based on gallons per linear foot f. Flow balance performed within 2 weeks after installation g. Report to include scattergraphs with Iso-flows, discrete storm separations, linear regressions between rain and RDI/I volume
h. For each monitoring site, log installation to include MH schematic and photo showing location of sensors, measure downs to each pipe invert and pipe diameters for all pipes excluding laterals.
i. Final electronic data in MS excel format includes velocity, depth, flow (MGD), and precipitation (cumulative depth, inches) in 5-minute increments. DWF average 13 Revision 0: 20240925
hourly flowrates (monitored flow, not net) for both weekdays and weekend. Days included/omitted in the dry-weather flow dataset will be identified. j. Reports and finalized data is anticipated in May 2025.
CH2M to provide geographical information system (GIS) data, schematic, basin area and length of pipe data to ADS for SLIICER analysis.
e. Model Update (This is an optional task and budget included in the contingency): Comprehensive flow monitoring is planned for the 2024/2025 wet-weather season providing the necessary data to update/recalibrate the City's current hydraulic model. For the model update, CH2M will first convert the City's InfoWorks Integrated Catchment Model (ICM) model (v. 2018) to the latest model version.
The Jacobs AutoCal Tool will be used to perform the model calibration. The Jacobs AutoCal Tool enables a greater number of calibration iterations to refine model accuracy. The Jacobs AutoCal Tool is a proprietary tool used to improve the calibration process while decreasing the traditional labor required to perform model calibration. Calibrated models are able to be shared, but any information about the AutoCal Tool including source code, documentation, input files or outputs is not able to be shared with the City as part of this scope of services.
The update will also include the following:
1. If available, an updated 20-year traffic analysis zone (TAZ) detailing future growth projections will be included. The most recent TAZ data currently in the model is from 2018. A per capita flow estimate will be derived from the flow monitoring data to estimate impacts of future
2. Coordination is needed with City to determine which of the planned future development projects currently in the model are still pending. The balance will be removed due to the planned flow monitoring.
A capacity analysis will be conducted using the 6-hour design storm with updated 20-year buildout.
Any potential constraints will be identified, but no alternatives to address potential hydraulic deficiencies is anticipated. Input will be necessary on level of service (e.g., maximum water level to not be less than 5-ft freeboard).
At completion, a technical memorandum detailing model update results to include the following will be provided for City records:
• Calibration results including comparison of simulated to monitor data calibration hydrographs
• Buildout impacts
• Electronic data submittal links
• RDI/I rehabilitation recommendations
f. Flow Projection Tool Compilation (This is an optional task and the budget is included in contingency): The objective of this task is the compilation of data to characterize how WWTP Operators operated the system, the data that drove those decisions, and resulting system performance (e.g., effective use of UFES, status of sanitary sewer overflows, characterization of rain events). Target data will include SCADA data from the following:
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• WWTP: transmembrane pressure, influent flow, headworks level • Collection system: Lift station flows and levels (DAPS, Flint Norfolk, Bay Meadows), North Diversion Structure (NDS) gates' position and level.
• UFES: Diversion and dewatering periods and flowrates, levels This task is dependent on the availability of wet-weather events AFTER WWTP upgrades have been completed enabling Operators to maximize influent flows into the WWTP. At the conclusion of the wet-weather season, CH2M to provide recommendations including the following, 1) If data exists sufficient to upgrade the Flow Projection Tool currently installed on the WWTP business LAN machine, and 2) methodology (e.g., basis such as machine learning or ICM model) to improve the prediction tool.
g. Delaware Trunk and North Diversion Structure Field Verification: The objective of this task is to verify the accuracy of the water level sensor installed in the effluent channel of the North Diversion Structure (NDS) level transmitter (LT-13-504). CH2M, in coordination with Sewer Collections personnel, to perform field investigations along the Delaware Trunk in the vicinity of the NDS upstream to the 25th Ave SmartCover. Findings from the field investigation will be used to confirm hydraulic performance along the trunk, and therefore, possibly affecting level setpoints used to dewater UFES and if additional sensor locations are needed. These investigations will be performed during the 2024/2025 wet-weather. Access to SCADA data will be necessary. A technical memorandum of conclusions and recommendations will be provided guiding wet-weather operating procedures and if other field instrumentation are warranted. e. Miscellaneous Data and Analysis: Allow up to 100 hours to perform miscellaneous data and analysis related to collection system hydraulics.
Deliverables
1. Development review assessments
2. Delaware Trunk and NDS level technical memorandum
3. Hydraulic review technical memorandums as requested.
Assumptions
1. The new WWTP flow monitors may not be operational in time to allow adequate Wet Weather Flow Monitoring, therefore the Flow Monitoring Study is identified as an optional task and the budget for this work has been included in Contingency.
2. A quote of $280,000 was solicited from ADS Environmental in March 2024 to support the Optional Flow Monitoring Study task. The cost for ADS Environmental has been included in Contingency.
3. City staff will perform the field investigations to verify system configuration and hydraulic conditions in support of development review assessments.
4. City staff will provide requested data (e.g., WWTP influent flows, precipitation, wetwell levels, and flows as available from the City's SCADA historian).
5. City staff will update the City geographical information system based on Design Engineer as-built data and will be primary basis for system upgrades (completed and pending).
6. No CH2M resources are included assisting City in managing or accessing the hydraulic model on City servers.
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6. The scope above excludes any activities supporting SCADA related implementation.
7. An allowance for level of effort is included for some tasks as noted above on an as-needed basis.
Should the budgeted allowance be exceeded, CH2M will seek approval from the City to continue to provide as-needed support for this task.
8. Three travel trips are anticipated in support of the above tasks.
Task 03.06. Odor Control Support
CH2M odor control support will not be provided in Year 11.
Task 03.07. SCADA Support
SCADA work for Year 11 will focus on providing general as-needed support for the ongoing projects and existing facilities. SCADA tasks to be performed by CH2M will be coordinated with City's Information Technology Department.
Specific CH2M tasks will include the following:
Continued SCADA as needed support: CH2M will provide an allowance of 240 hours technical support for SCADA, PLC, and IT related tasks to the WWTP I&C team.
Deliverables
None are anticipated, but items may be defined as part of the technical support activities.
Assumptions
1. City will be responsible for inviting the appropriate participants and stakeholders for all project meetings. The Consultant will provide guidance on the proposed meeting attendees prior to each meeting.
2. No hardware or software will be purchased for this project.
3. An allowance for level of effort is included for SCADA Support to various Program projects on an as-needed basis. Should the budgeted allowance be exceeded, CH2M will seek approval from the City to continue to provide as-needed support for this task.
4. No scope or budget has been provided for SCADA and Network startup activities. If these services are requested or needed, CH2M will pursue a change with the City utilizing contingency.
Task 04. Procurement
CH2M procurement support will not be provided in Year 11. City will provide overall procurement management and City procurement support services to support the Program.
Task 05. Construction Management
This task provides programmatic oversight for the construction related activities of the Program as well as specific construction management services to deliver the construction phase for each project under the Program in coordination with City staff, other Program staff, and City operations and maintenance staff. CM and inspection services for selected WWTP projects will be performed by CH2M; collection system projects and select WWTP projects will be managed by the third-party CM subconsultants to CH2M or City direct hired CM consultants
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Task 05.01. Program Construction Management
CH2M will provide overall Program-wide construction management oversight and leadership and staff management. CH2M will update and manage the Program wide construction management plan, processes, and procedures. In addition, CH2M will manage third party CM subconsultants as an integrated part of the CM team as well as City direct hired CM consultants.
Program level CM services will include:
a. Program Construction Management: Provide Program Construction Management Lead (CML) to provide Program wide construction management leadership and management. Maintain and update the Construction Management Guidelines as necessary. Task includes participation in project level CM meetings to monitor CM performance and to support identification of potential program/project risks and to support resolution of major project issues. Provide change management oversight including participation in monthly change review meetings with the 3rd party CMs to review contractor proposals, review of the Change and Payment Summary (CPS), Contractor change proposal review, and CRF and Change Order review and facilitation/oversight. Provide Program level monthly construction schedule reviews for the projects where CH2M is not performing the CM services.
b. Construction Document Control and System Administration: Provide and maintain a Program wide document management system (Procore). Review and negotiate an annual Procore contract extension. Provide contract administration of this system throughout the duration of the Program and perform project setup, user administration, training, and auditing of appropriate application of Procore.
General Construction Administrative support: Provide general construction administration and office management for the Program. Manage and procure office supplies, PPE and other supplies as needed. Manage company fleet vehicles including leases, licensing and registration, and maintenance. Other activities include visitor management, meeting note preparation and distribution, general document management, shipping and distribution, coordination of office furniture and office equipment supply and management, coordination of IT services and maintenance, meeting room and office space coordination, and mail management and distribution.
d. Construction Management Reporting: Support the preparation, compilation and distribution of the project specific Change and Payment Summaries (CPS) for each active project. e. Labor Compliance Contract Management: This has been provided for under the WWTP and Basins 2 & 3 PM budgets (Task 3).
f. Third-party CM Services Support: Communicate and train the third party CMs regarding Program processes and tools.
g. Health and Safety Visits and Reporting: Compile and tabulate health and safety statistics for the entire Program, coordinating with each contractor/CM team as necessary. Prepare monthly summary reports in the form of a PowerPoint graphic that will be published to Program participants. Extract and compile the certified payroll hours reported through the Department of Industrial Relations (DIR) for all contractor and subcontractor hours worked. Compile all professional consulting service hours worked for incorporation into the total Program Safety Report metrics. Perform program wide quarterly HSE site visits to review and monitor contractor health and safety practices associated with active construction sites. Prepare brief 17 Revision 0: 20240925
summary report of these site visits summarizing positive performance as well as any corrective actions.
h. Contract Management: Provide a part-time contracts manager to provide support for all Program related Construction Contracts. Contracts Manager will assist the Program Project Managers and Construction Managers in administering the various active construction contracts. Contracts Manager will provide guidance and advise to the PMs/CMs regarding change issues, claims, and project closeout.
Deliverables
1. Updates as necessary to the Construction Management Guidelines.
2. Annual Procore Contract extension.
3. Monthly Change and Payment Summary (CPS) for each project.
4. Direct Third-Party CM contract amendments.
5. Responsibility matrix for each CM services project.
6. Monthly Health and Safety Statistics Report Graphic.
7. Health and safety statistics report, monthly.
8. Quarterly health and safety site visit reports.
Assumptions
1. The Program Manager Advisor will double-hat as the Program CM Lead. The LOE and associated budget for the CML is covered in Task 1 for the PMA
2. Two third-party CM subconsultants (Townsend Management Inc and Tanner Pacific) will have direct contracts to the City.
3. Smith Emery and Signet will have direct contracts to the City for Year 11.
4. Program construction managers and inspectors will oversee third-party subconsultants to confirm proper implementation of the CM Guidelines.
5. No CH2M estimating support is provided. Estimating support will be requested from the designer of record when needed.
Task 05.02/03. Site Construction Management
The CH2M CM team will perform CM services for the active construction projects defined below.
Whether services are provided by CH2M or a subconsultant, the following general activities will be provided, at a minimum for each project during the construction phase:
• Weekly progress meetings and associated meeting reports • Perform review of Contractor baseline and monthly schedule updates • Actual vs. planned progress schedule management
• Review and respond to Time Impact Analysis (TIA)
• Coordination with Contractor, Program Manager, City, O&M and Design Engineer • Review of Contractor's performance for contract compliance • Review Contractor submittals for compliance with contract documents and coordinate with Design Engineer for review and response
• Review Contractor Request for Information (RFI) and coordinate with Design Engineer or City PM/0&M for resolution and response
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• Review Contractor monthly invoices and recommend payment requests. • Provide Contractor with acceptability or deficiencies in work and required actions for contract compliance.
• Review and coordinate system outage requests with Contractor and City O&M staff • Maintain project documents files and utilize document management in Procore Construction Management System
• Inspect and observe Contractor's work.
• Maintain daily inspection reports.
• Review of material and equipment delivery
• Coordinate material testing and specialty inspections • Review of Contractor's compliance with health and safety standards • Review contractor submitted site safety or property damage incidents and follow up with the Contractor as needed related to these submissions.
• Monthly monitoring of Contractor's record/as-built documents in coordination with the Design Engineer as appropriate
• Review and evaluate potential change orders and coordinate with the Design Engineer for their detailed review of cost estimates/quotations.
• Coordinate weekly or as-needed meetings to review status and/or negotiate change requests submitted by the Contractor.
• Recommend course of action for contract change order requests • Participate in and present at Change Board meetings in support of change requests. • Prepare CRF forms.
• Prepare Contract Change Orders for City/Contractor signature and processing. • Maintain the CPS log for the project.
• Present log updates to the City during Change Board meetings monthly or as requested. • Inspection and evaluation of site conditions.
• Review, gather, and evaluate information for resolution of potential claims. • Site inspection to determine if facilities are complete and in compliance with contract documents.
• Coordinate with Design Engineer for site inspections to determine if facilities are complete and in compliance with the contract documents
• Develop punch lists in collaboration with the City O&M staff and the Design Engineer • Recommend retention release to Contractor if appropriate • Preparation of partial and substantial completion certificate • Verification of all O&M Manual submittals and facilitation of transmittal of all manuals to City 0&M staff
• Coordination of final submittal and obtain/review complete record drawings from Contractor • Prepare and submit final construction report
• Review of Contractor's relevant submittals for compliance with City SCADA Standards • Coordinate with City O&M staff for review of Contractor's O&M, training, and SCADA-related submittals prior to providing Approval. Prepare and distribute any comments provided by the City O&M staff to the Contractor at their request
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• Coordinate with the City O&M staff and the Contractor on MOP, detailed field startup, and SCADA workshop activities; assist the City O&M staff with gathering and distributing any information requested by the Contractor to support these activities • Participate in and lead meetings related to Plant Startup activities • Review of Design Change Notices and Design Clarifications prepared by the Design Engineer for compliance with the existing Contract Documents, City Standards, and discussions held in support of their development; Assist the Design Engineer with coordinating City 0&M/PM review of these documents
• Assist the City with coordination of Construction-related installations by third-party agencies (i.e. Wave) as requested or in collaboration with the PM • Coordinate with the City's third-party Building Inspector, Building Department submittal reviewers), and City Building Department representatives as needed in support of the Construction activities
• Witness startup activities (i.e. SCADA I/O checks) on behalf of City O&M staff • Coordinate with the Design Engineer's RE and Startup staff in support of their activities on site Task 05.02 Wastewater Treatment Plant
CH2M will provide the above-described CM services for the following projects. a. WWTP Upgrade and Expansion Project: Period of performance to be November 1, 2024, to November 1, 2025. The LOE for the startup and commissioning phase which will occur during this above period of performance will be commensurate with the roles and responsibilities matrix (refer to Attachment 1 to this SOW) developed in concert with the City. In addition, the LOE is also commensurate with the CMAR contractor completing the plant seeding by January2025. If the timing of the startup and commissioning extends beyond this date, additional LOE will be requested from contingency.
b. WWTP IAP 2 Project: Period of performance to be November 1, to February 29, 2025. If the timing of the startup and commissioning extends beyond this date, additional LOE will be requested from contingency.
c. DAPS: Period of performance to be November 1 through the end of March 2025. CH2M will provide the lead CM and Kennedy Jenks will provide inspection services as a direct subconsultant to CH2M.
d. UFES: Period of performance to be November 1 through January 2025. Kennedy Jenks will provide CM and inspection services as a direct Subconsultant to CH2M. Kennedy Jenks support will include closeout of the construction contracts as well as support the City in managing claims and other contract matters. Contingency for claims and legal support beyond January 2025 has been included in contingency.
e. WWTP AMC Projects - the projects below are the anticipated projects in Year 11 and budget has been identified in the contingency in the event CH2M are to provide the CM services:
• 3 Water Pumping and Ferric Chloride: Construction Management, and Inspection services. Estimated start of construction services in April 2025. • Digester 2 Mixer Repair: Construction Management and Inspection services. Estimated start of construction services in January 2024.
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Task 06. Environmental and Permitting
CH2M will provide oversight of project permitting, and continue to provide CEQA support, and site compliance support for the Program.
Task 06.01. Environmental and Permitting Lead
CH2M will provide a lead to oversee environmental documentation, permitting activities, and agency coordination related to the Clean Water Program. In this role, the Environmental Functional Lead will perform the following tasks:
• Coordinate directly with project management, construction management, and various subcontractors to discuss and resolve environmental compliance issues for the program. • Provide technical support and oversight of permit conditions and updates (e.g., Construction General Permit SWPPPs).
• Coordinate environmental monitoring and surveys for the program, including biological and cultural.
• Oversee and review the draft and final All Permits Issued (API) packages. • Coordinate budget and scope management with Program Controls and Program Management for the Environmental and Permitting task.
• Quarterly review and progress reporting to meet the SRF environmental compliance reporting requirements for the WWTP Upgrade and Expansion Project.
Task 06.02. Permitting Tracking
CH2M will provide a Permitting Tracking Lead and maintain a permit tracking tool to offer the following benefits to the Program:
• Rapid and visible access to the status of all permits. • Consistency and integration of project and Program level permitting strategies. • Support and streamlining of Project Manager responsibilities. • Program related reference permitting documents, standard approaches, templates, and contacts.
• Instant access to all permitting documents by project.
The Permit Tracking Lead will work with individual Project Managers and their consultants to confirm and track the required permits, associated permit requirements, and timelines for renewal. All permits will be tracked in the Permit Tracking Tool on the Portal.
CH2M will also provide an API (All Permits Issued) Development Lead to prepare and issue an API document for all Program projects. This document will provide access to permits by City staff, Program staff, or regulators when visiting construction sites. It is expected that all construction activities will be completed under the permit requirements.
The environmental and permitting function team will provide construction permit support to assist with coordination between the designer/consultant and construction contractors, on behalf of City. This includes coordination between the contractor(s) and City to determine which City permits are required and which are exempt from City permitting for the various Program projects. 21 Revision 0: 20240925
The following activities will be provided under this task:
• Direct coordination with Project Managers and Engineering Delivery Leads to obtain permits and coordinate project scope and schedule information for APs. • Compilation of draft and final APIs
• Review of construction permits for the program (e.g., SWPPPs, Hazardous Materials Management Plans, soil, and water quality reports).
• Provide technical support for existing and developing regulatory permits, including permit application completion and consult and subcontractor coordination and review of permit conditions (e.g., SWPPPs).
• Coordinate with Project Managers and Engineering Delivery Leads to update the Permit Tracking Tool (PTL) monthly
Deliverables
1. Update Permit Tracking Tool monthly.
2. Construction permit review and comments.
3. APls for construction projects under the Clean Water Program.
Assumptions
1. Project Managers will keep the Permit Tracking Lead up to date on permitting progress, will hold consultants accountable on the permitting schedule, and will raise any concerns with the Program team.
All permits will be obtained by project-specific consultants and provided to the Permit Tracking Lead and Environmental Lead. The consultant will serve as the agency point of contact with communications requiring approval of the Program.
3. City will manage any regular reporting requirements by permitting agencies. The Program team will provide information and assistance related to Program permitting.
Task 06.03. CEQA
CH2M will provide CEQA support up to 12 hours to support review and development of categorical exemptions, Site-Specific Environmental Checklists (SSEC), or other CEQA documentation for projects before entering construction phase.
Deliverables
1. CEQA review comments for the API process documentation.
2. Development of Site-Specific Environmental Checklists for project APls.
Assumptions
1. City will provide legal support for CEQA decisions and documentation as well as coordination between various City departments on the level of documentation and requirements of the CEQA process.
2. An allowance for level of effort is included for CEQA Support to various Program projects on an as-needed basis. Should the budgeted allowance be exceeded, CH2M will seek approval from City to continue to provide as-needed support for this task. 22 Revision 0: 20240925
Task 06.04. Agency Coordination
CH2M agency coordination support will not be provided in Year 11. City will provide overall agency coordination to support the Program.
Task 06.05. Sustainability Support
CH2M sustainability support will not be provided in Year 11.
Task 06.06. Site Support
Task 06.06.01. Air Quality Support
CH2M air quality support will not be provided in Year 11. City will provide overall air quality support to the Program.
Task 06.06.02. Compliance Site Inspection
CH2M will provide support on an as-needed basis to City's compliance staff for all Clean Water Program projects related to site permit items as well as the following as budget allows:
• Stormwater Pollution Prevention Plans (SWPPP): CH2M conducts site observations as needed to ensure BMPs are maintained and implemented at the WWTP site. Additionally, CH2M reviews contractor's wet season SWPPP. Routine SWPPP site inspections are completed by a third party.
Nesting bird monitoring and surveys (Migratory Bird Treaty Act [MBTA]): CH2M Biologist will be available to provide monitoring and inspection services on an as-needed basis. • Air Quality Technical Support: CH2M Air Quality Specialist will be available to support the review of any applicable permit applications and assist with technical advisory on an as-needed basis.
Deliverables
1. Site survey and monitoring reports, to be defined on as needed basis.
2. Updates to existing permits and applications, to be defined on as needed basis.
Assumptions
1. City will provide direction on any specific hazardous waste generator issues or compliance. City will be listed as the owner/generator on all Hazardous Waste manifests or compliance forms.
2. City will provide oversight for the construction SWPPP as is done for other construction projects within City.
3. The Construction Manager at Risk (CMAR) will control all activities related to construction dewatering at the Detroit Drive parcel and CH2M will support City and Program as needed with technical expertise and oversight. Neither CH2M or the Program will be directly responsible for SWPPP, dewatering permitting, or compliance reports.
4. An allowance for level of effort is included for Compliance Site Inspection support to various Program projects on an as-needed basis. Should the budgeted allowance be exceeded, CH2M will seek approval from the City to continue to provide as-needed support for this task.
5. Cultural monitoring support is not included in the base scope and budget. If needed, CH2M will seek approval from the City to provide as-needed support. 23 Revision 0: 20240925
6. Air quality technical support is not included in this base scope and budget. Should air quality support be required, CH2M will seek approval from the City for a scope and budget adjustment.
7. Should additional biomonitoring above and beyond nesting bird surveys, this will be managed as a change utilizing contingency.
Task 07. Public Outreach
Task 07.01. Public Outreach
CH2M will provide support to City's overall management of the Clean Water Program public outreach program and provide information related to the Program and projects to support outreach activities.
CH2M will also provide outreach support at the project level for project managers, construction managers, and design consultants/contractors and continue to fine-tune and maximize efficiencies in public outreach processes.
Public outreach activities will include:
a. Program-Level Support:
Manage, maintain, and develop the Program website content quarterly, including project status updates and GIS related updates, and provide staff to manage and develop content.
Develop quarterly newsletter content covering multiple projects for publication to CWP mailing list in conjunction with website updates.
• Monitor and record CWP hotline emails and phone calls b. WWTP Project-Specific Support:
• Coordinate and develop any remaining legally required notifications for project. • Develop and coordinate signage, door hangers, postcards, and other material for construction projects.
• Develop quarterly content for CWP newsletter.
Maintain the public-facing website quarterly.
• Prepare WWTP U/E ribbon cutting event plan.
Provide planning, management, and support the implementation of the WWTP U/E ribbon cutting event.
c. Collection System Project-Specific Support:
• Coordinate and develop any remaining legally required notifications for projects. • Develop and coordinate signage, door hangers, postcards, and other material for construction projects.
• Maintain mailing list for ECR project.
• Maintain and implement project specific outreach matrix for ECR project. • Develop quarterly content for CWP newsletter
Maintain the public-facing website quarterly and provide adequate staffing to manage and develop content.
Deliverables
1. Content for, and implementation of website updates.
2. Content for signage, mailers, doorhangers and post cards. 24 Revision 0: 20240925
3. WWTP Ribbon Cutting event plan.
Assumptions
1. City will provide the following roles to support this task and the Program:
a. Public Outreach Lead and/or City Communication Officer.
2. Support for community meetings or celebrations will be addressed by contingency with exception of planning and coordination of the WWTP U/E ribbon cutting event. Third party support/services including any expenses associated with these community meetings, celebrations and the WWTP U/E ribbon cutting event will be managed through the use of contingency. Any on-the-ground support from Jacobs to assist with the ribbon cutting ceremony including staff travel costs, will also be managed through contingency.
3. City to handle all on-site event activities for ribbon cutting event, including set-up and breakdown.
4. WWTP related outreach assumes coverage for the following projects: WWTP U/E.
5. Collection outreach scope assumes coverage for the following projects: UFES, DAPS, ECR, Basin E, Basin B, Basin C, Basin D, and Los Prado-Kelly kehoe LS. If additional outreach is required for other projects, they will be addressed through use of contingency.
Contingency
CH2M can provide additional services under this scope of work through a contingency budget. Activities under contingency may include, but are not limited to:
• Additional outreach expenses and staffing.
• General project management beyond that budgeted and/or identified in the amendment. • Program controls related special requests or reporting above that defined in scope of work. • Participation or leadership of additional economic summits. • Technical expertise or support resources for Project Managers. • Additional hydraulic modeling support.
• Additional CEQA support, permit acquisition, and compliance site inspection for other City projects.
• Preparation of scope of works, RFPs or Task Order Amendments and related negotiations for future third party CM services for City direct hired consultants. • Additional construction management or inspection resources. • Cost estimating support for the construction phase services. • Additional SCADA support.
• Additional third-party construction management or materials testing requirements. • Bond and funding planning.
• Public Outreach Support for community meetings and celebration/ribbon cutting events, including third party expenses and on-the-ground support for the WWTP ribbon cutting ceremony and associated staff travel/lodging.
• SCADA system startup support for UFES and WWTP projects. This may include the following:
• SCADA support services during construction for active projects. 25 Revision 0: 20240925
• Review of submittals, respond to RFls, and coordinate SCADA support for the various active projects, as well as technical and on-site support for the network monitoring contract.
• Update of SCADA Master Plan and existing standards based on the SCADA Merger Project.
• Miscellaneous flow monitoring data and analysis requests.
Contingency activities will be identified as needed and scope and fee will be developed and agreed upon by both CH2M and City. Budget will be allocated from the contingency task.
Deliverables
1. Deliverables shall be defined for each contingency scope activity agreed.
Assumptions
1. Use of the contingency budget will be prioritized by the Program Executive and the Program Manager Advisor.
26 Exhibit C - Cost Schedule - City of San Mateo
Program Management Services for Clean Water Program - Year 11 Budget
CH2M HILL CH2M HILL Direct CH2M HILL Fringe CH2M HILL CH2M HILL Profit CH2M HILL Labor Subconsultant Markup on all Total Cost Subconsultant Funding Source Program Project
Labor Hours Wages Benefits (.407) Overhead (1.372) (10) Cost Cost Costs Task 01. Program Management and Administration
Task 01 - Program Manager Advisor 1,800 226,666 $ 92,253 $ 310,986 $ 62,990 $ 692,895 $ 692,895 Program $ 692,895 Task 01 - Deputy Program Manager Advisor $ Program
Task 01 - Principal in Charge Program
Expenses
CH2M HILL Expenses 30,640 Program 30,640
PMA Housing Allowance 48,000 Program 48,000
Subcontractors
None
Task 01. Subtotal 1,800 226,666 $ 92,253 $ 310,986 $ 62,990 $ 692,895 $ 771,535 771,535$ Task 02. Program Controls
Task 02 - Program Controls Lead 1,880 177,392 $ 72,1993 243,382 $ 49,297 S S42,269 $ 542,269 Program $ 542,269 Task 02 - Economic Management 112 11,195 4,556 $ 15,359 3,111 $ 34,221 34,221 Program $ 34,221 Task 02 - Document Management 480 19,042 7,750$ 26,126 5,292 $ 58,211 58,211 Program 58,211 Task 02 - State and Federal Funding Coordination 144 $ 11,221 $ 4,567$ 15,395 S 3,118 $ 34,300 34,300 Project $ 34,300 Expenses
None $
Subcontractors
None $
Task 02. Subtotal 2,616 218,850 $ 89,072 $ 300,262 $ 60,818 $ 669,002 $ 669,002 634,702 $ 34,300 Task 03. Engineering and Project Management
Task 03 - Project Management - WWTP 3,360 281,701 $ 114,652 $ 386,494 $ 78,285 $ 861,132 861,132 Project 861,132 Task 03 - Project Management - Collection Systems 950 96,784$ 39,391 $ 132,788 $ 26,896 $ 295,859 in us us on 295,859 Project 295,859 Task 03 - Hydraulic Modeling 388 13,298 $ 44,827 9,080 $ 99,877 99,877 Program 99,877 Task 03 - SCADA Support 240 29,637 $ 12,062 S 40,663 $ 8,236 $ 90,599 90,599 Project 90,599 Expenses
None
Subcontractors
None
Task 03. Subtotal 4,938 440,795 $ 179,404 $ 604,771 $ 122,497 $ 1,347,467 $ 1,347,467 99,877 8 1,247,590 Task 04. Procurement Support - not used
ask 05. Construction Managemer
ask 05 - Program Construction Managemer 37,044 $ 15,077 $ 50,824 $ 10,295 $ 113,240 Program 113,240 Task 05 - Site Construction Management - WWTP 1,353,665 550,942 $ 1,857,229 376,184 $ 4,138,020 4,138,020 Project 4,138,020 Task 05 - Site Construction Management - CS 60 6,113 $ 2,488 S 8,387 $ 1,699 $ 18,686 18,686 Project 18,686 Expenses
Construction Management Expenses 251,500 Program 251,500 Procore 190,000 Program 190,000
Subcontractors
3rd Party CM - Kennedy/Jenks 41,680 43,764 Project 43,764 Task 05. Subtotal 1,396,822 $ 568,507 $ 1,916,440 $ 4,269,946 $ 41,680 $ $ 55,740 3% 4,200,469 17,956 388,177 $ 4,755,209
Exhibit C - Cost Schedule - City of San Mateo
Program Management Services for Clean Water Program - Year 11 Budget
CH2M HILL CH2M HILL Direct CH2M HILL Fringe CH2M HILL CH2M HILL Profit CH2M HILL Labor Subconsultant Markup on all Total Cost Subconsultant Funding Source Program Project
Labor Hours Wages Benefits (.407) Overhead (1.372) (10) Costs
Task 06. Environmental and Permitting
Task 06 - Environmental and Permitting Lead 264 4,291 32,226 32,226 Program 32,226 Task 06 - API Development Lead 20,562 8 1,961 3 2030 S 17,613 156 5,762 2,345 $ 7,905 1,601 17,613 Program 17,613
enoses us
Task 06 - CEQA Lead 12 1,351 s 650 1,854 4,131 4,131 Program 4,131 24,595 0,010 ฿ 33754 $ -330 3
Task 06 - Compliance Site Support 360 75,183 75,183 Program 75,183 expenses
None $ $
Subcontractors
None
Task 06. Subtotal 792 42,250 $ 17,196 $ 57,966 $ 11,741 $ 129,153 $ $ 129,153 129,153 $ Task 07. Public Outreach
Task 07 - General Public Outreach Support 384 63,421 63,421 Program $ 63,421 Task 07 - WWTP Public Outreach Support 504 91,796 91,796 Project 91,796 Task 07 - Collection Systems Public Outreach Support 744 117,795 $ 117,795 Project 117,795 Expenses
None
Subcontractors
None $
Task 07. Subtotal 1,632 273,012 $ 273,012 63,421 $ 209,591
3.190425 8
29,734 2,325,383 S 946,431 $ 646,224 $ 7,381,475 41,680 $ 7,945,378 2,253,427 5,691,951