* NEMA $ Hoistway Door Interlocks & Gate Switches
* Stainless Car Apron/Toeguard
* Stainless Fascia & Landing Dust Covers
* Door Operator Machine & Controller Shroud
* Emergency Exit Gasketing & NEMA 4 Switch
* Stainless Steel Drive and Linkage Arms
* Landing Door and Hardware Guard
* Stainless Selector Tape & NEMA 4 Reader
* NEMA 4 Cartop Inspection Station
* Roller Guide Shrouds
* Shrouded Cab Exhaust Fan Sealed to Canopy
* NEMA 4/IP65 Infrared Door Protection
* P65 Wiring Trough, Conduit, Fittings
* NEMA 4 Hoistway & Limit Switches
* Traveling Cable Junction Box NEMA 4
* NEMA 4 Pit Stop Switch, Light Fixture
* Pit Light Switch and GFCI Receptacle
* NEMA 4 Scavenger Pump
* NEMA 4 Pit Float Switch
* SealEze ® Thermal Brushes
All Pit Components
- Remove corrosion,
prime and paint or
replace. Lobby Side VIew c 2025 JE SELLEN CONSULTING, LLC Hoistway Side VIew OUTDOOR / WET ENVIRONMENT HYDRAULIC 35.68
Vulnerable Areas Emergency Exit - Gasketed
Emergency Exit Switch -
NEMA 4 / IP65
Rail Guides, Car- & Rail- Mounted
Switches - NEMA 4 / IP65
Selector Tape - Stainless
& Reader NEMA 4 / IP65 Rail Guides
Door Operator and Door
Protection Systems - NEMA 4 /
IP65 or Shrouded to divert
falling water from entrance. Landing Door Hardware
Cartop Inspection
Station - NEMA4 / IP65
Junction Boxes,
Conduit and Wiring
Trough IP65
Landing Door Hardware - Shield equipment and
divert water flowing or dripping from above.
Bottom of fan sealed to
canopy and shielded top
and front to divery
SealEze ® thermal
brushes on opening
perimeter all floors c 2025 JE SELLEN CONSULTING, LLC
35.69 Revision 5/9/25
1 Julia Wood
From: Judi Grunstra <[email protected]>
Sent: Friday, June 20, 2025 9:54 AM
To: City Council
Subject: Consent agenda item 35
Dear Mayor and Council:
It is disturbing to read about the lack of maintenance on page 2 of the Agenda Report:
Item #35 - Replacement of elevators in Locust St garage - The summary of the survey is that both elevators are in very poor condition due to water intrusion and corrosion from age. Although the elevators had contract service with elevator service providers, the report noted that there was little evidence that cleaning and preventative maintenance have been performed, and that the manufacturers/installer have long since discontinued parts and technical support, and possible lack of current technicians’ familiarity with the antiquated equipment make the elevators excellent candidates for modernization.
I feel it is your duty to investigate why city staff did not follow through with assuring that maintenance service was performed as contracted and hold that person or persons accountable, no matter what level of job they have.
Poor or deferred maintenance of city facilities seems to be a regular failure in this city.
Judi Grunstra
35.70 City Council
AGENDA REPORT
DATE: 06/03/2025
AGENDA OF: 06/24/2025
DEPARTMENT: Public Works
SUBJECT: Outside Repair Services to Citywide Assets – Budget Adjustment (PW) LOCATION: Citywide
RECOMMENDATION: Motion to adopt a resolution to amend the FY 2025 budget to appropriate funds in the amount for $85,000 for outside repair services for Citywide assets.
BACKGROUND: The adopted FY 2025 Mechanical (Fleet) Maintenance budget includes $850,000 for outside repair services for the City of Santa Cruz’s (City’s) fleet of equipment and vehicles. The Fleet Maintenance Division is responsible for maintaining over 600 City-owned assets, ensuring they are safe, functional, and ready to support essential public services. In addition to the seven full-time staff who provide regular service, Fleet contracts with external repair providers under certain circumstances. These include prioritizing repairs for critical safety and refuse vehicles, addressing specialized mechanical work that cannot be efficiently completed in-house, and fulfilling service agreements with vendors such as TEC Equipment. In early 2025, the City experienced a sharp rise in costs for key automotive components, including engines, transmissions, electrical systems, rubber, and metal, partly due to the implementation of new tariffs. Notably, a federal 25% tariff on imported auto parts took effect on May 3, 2025, adding additional financial pressure to the City's fleet maintenance operations.
DISCUSSION: The price of services and supplies have been increasing steadily, most notably due to tariffs on imported automotive supplies since the beginning of this calendar year.
Additional funds are needed to cover certain outside repair services before FY 2025 closes.
There are two vehicles in particular that require unanticipated body repairs (vehicle # 724 and 754), both rear load refuse haulers for the Resource Recovery Recycling Collection activity.
These two refuse trucks are not scheduled for replacement soon so keeping up on maintenance and repairs is crucial to extend the life of the vehicle.
Cost allocations for all equipment and vehicle repairs conducted or coordinated by the Fleet Maintenance division are billed to the internal City customer through the work order system, with a modest cost recovery to the Fleet Fund. Sufficient funds have been allocated in the FY 2025 budget across all relevant department accounts to support planned asset-related work orders this fiscal year.
36.1 CALIFORNIA ENVIRONMENTAL QUALITY ACT (CEQA) DETERMINATION: This is not a project under CEQA.
HEALTH IN ALL POLICIES (HiAP): This project supports the City’s Health in All Policies framework by advancing economic security, enhancing mobility, and contributing to a healthier environment. Approval of this project ensures that City assets remain operational and capable of delivering essential services to the community.
FISCAL IMPACT:
1. The recommendation in this report impacts the General Fund: No
2. This recommendation requires a budget adjustment: Yes
3. The recommendation creates an on-going expenditure commitment: No FISCAL IMPACT DESCRIPTION: The overall fiscal impact is $85,000. The cost allocation will be distributed to various department funds and activities based on the service work order and are currently budgeted.
Prepared By:
Johnny Navarro
Garage Service Supervisor
Submitted By:
Nathan Nguyen, P.E.
Director of Public Works
Approved By:
Matt Huffaker
City Manager
ATTACHMENTS:
1. BUDGET ADJUSTMENT.PDF
36.2 City of Santa Cruz
BUDGET ADJUSTMENT REQUEST
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ACCOUNT 352-(&71$0(
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25EXPENDITURE ACCOUNT TITLE
NET: $
REQUESTED BY DEPARTMENT HEAD
APPROVAL
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FINANCE DIRECTOR
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APPROVAL
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2025
05/27/2025
Additional funds are needed to keep up with the FY 2025 need for outside repair services for citywide assets. There has been a steady increase to prices for automotive repair services and supplies over the last five years, however, a federal 25% tariff on imported auto parts has taken place in early 2025, adding additional financial pressure to the City's fleet maintenance operations. 811-40-61-7831-44851 Equipment - operations charges (fleet) 85,000 85,000
811-40-61-7831-52242 Repair services - outside 85,000
85,000
0 Juan
Navarro
Digitally signed
by Juan Navarro
Date: 2025.05.28
10:33:53 -07'00'
Nathan N.
Nguyen
Digitally signed by
Nathan N. Nguyen
Date: 2025.06.03
11:22:39 -07'00'
Emily
Burton
Digitally signed
by Emily Burton
Date: 2025.06.05
18:01:24 -07'00'
Elizabet
h Cabell
Digitally signed by
Elizabeth Cabell
Date: 2025.06.09
10:21:26 -07'00' 36.3
City Council
AGENDA REPORT
DATE: 06/03/2025
AGENDA OF: 06/24/2025
DEPARTMENT: Public Works
SUBJECT: Purchase of NewWay Rear Loader Refuse Truck (PW) LOCATION: Citywide
RECOMMENDATION: Motion to approve the purchase a NewWay Diamondback rear loader refuse truck from Ray Gaskin Service (Sacramento, CA) in the amount of $190,000.
BACKGROUND: The December 23, 2024, storm damage to the Santa Cruz Municipal Wharf (Wharf) required changes in how refuse is collected on the Wharf. Based on engineering assessments, the Wharf required a new strict weight restriction for vehicles accessing the Wharf.
At the time, all the Resource Recovery collection vehicles exceeded that capacity, requiring the Division to seek a new method for removing refuse, recycling and food scraps from Wharf businesses. Staff tried several methods, but ultimately purchased a used, mid-size refuse truck to meet the specialized collection requirements for the Wharf.
DISCUSSION: Since the collection operation began using the mid-size rear loader on the Wharf, staff has found that it is capable of performing other collection duties, such as tight areas and cul-de-sacs that have proven difficult to access with larger collection vehicles. Due to the current refuse vehicle having accumulated over 100,000 miles, Public Works is looking to acquire an additional NewWay Diamondback rear loader. This new vehicle will serve as a backup and will meet the stringent weight requirements for the Wharf and hard-to-service areas, thereby becoming a fully functional part of our refuse fleet. Over its lifetime, it is expected to collect over 7 million commercial and residential carts.
The Resource Recovery division and the Fleet Maintenance division are working to add consistent vehicles through the fleet to support the maintenance team’s familiarity with the vehicles and stocking replacement parts. Both the Parking and Homelessness Response divisions utilize similar vehicles.
While the Public Works Department is actively working to meet climate goals of alternative fleet vehicles, the special Wharf collection requirements will not allow either an electric or CNG version of the vehicle due to the weight restrictions on the Wharf.
37.1 Section 3.08.170 of the Municipal Ordinance allows the City to buy from cooperative purchasing agreements when it is in the best interest of the City to do so. The City is one of over 50,000 member agencies of Sourcewell (Sourcewell Contract Number: 110223-NWY).
Sourcewell conducts national competitive solicitations for common products and is able to obtain greater discounts than the City could obtain on its own. NewWay is listed in Sourcewell, and Ray Gaskin Service (Sacramento, CA) is their authorized dealership. Staff requests that City Council authorize the purchase of this refuse truck from Ray Gaskin Service in the amount of $190,000.
CALIFORNIA ENVIRONMENTAL QUALITY ACT (CEQA) DETERMINATION: The proposed purchase is not a project under CEQA.
HEALTH IN ALL POLICIES (HiAP): This program promotes the Public Health and Sustainability pillars of Health in All Policies. The collection of refuse, recycling and food scraps contributes to the healthy environments and protects public health.
FISCAL IMPACT:
1. The recommendation in this report impacts the General Fund: No
2. This recommendation requires a budget adjustment: No
3. The recommendation creates an on-going expenditure commitment: No FISCAL IMPACT DESCRIPTION: The purchase price of one NewWay Diamondback rear loader, including sales tax, is $190,000. Funds for the purchase of this refuse collection vehicle are included in the approved FY 2025 operating budget in the Refuse Fund. There is no impact to the General Fund.
Prepared By:
Manuel Ortiz
Superintendent of Collections
Submitted By:
Nathan Nguyen, P.E.
Director of Public Works
Approved By:
Matt Huffaker
City Manager
ATTACHMENTS:
1. NEW WAY CONTRACT 110223.PDF
37.2
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37.48 Sourcewell Contract # 110223-NWY | Amendment #1
AMENDMENT #1
TO
CONTRACT # 110223-NWY
THIS AMENDMENT is effective upon the date of the last signature below by and between Sourcewell and Scranton Manufacturing Company/New Way Trucks (Supplier).
Sourcewell awarded a contract to the Supplier to provide Refuse Collection Vehicles with Related Equipment, Accessories, and Services to Sourcewell and its Participating Entities, effective January 19, 2024, through December 28, 2027 (Contract).
NOW, THEREFORE, the parties wish to amend the Contract as follows:
Section 18. Insurance–Subsection A. Requirements– Item 5. Network Security and Privacy Liability Insurance of the Contract is deleted in its entirety.
Except as amended by this Amendment, the Contract remains in full force and effect.
Sourcewell Scranton Manufacturing Company/
New Way Trucks
By: By:
Jeremy Schwartz, Chief Procurement Officer Don Ross, Chief Sales Officer Date: Date:
37.49 Brittany Inclan
From: Pauline Seales <[email protected]>
Sent: Monday, June 23, 2025 9:26 AM
To: City Council; Tiffany Wise-West
Subject: Polluters Pay and Electrification
Dear Council members
Santa Cruz has a good Climate Action program but has not yet made sufficient progress in implementation.
Specifically June 24 council agenda items
item 26 - Police vehicle replacement
item 37 - refuse truck
These appear to be purchases of internal combustion powered vehicles. This is totally inconsistent with the city's 2030 climate goals. Newly purchased vehicles will last 10-20 years and will be emitting greenhouse gases every time they are used. There are now many electric cars available which could be suitable for police use and the city previously purchased an electric refuse truck. Please do NOT approve these items as written. Please modify them to electric equivalents.
An additional item is that we are requesting official support for the Polluters Pay bills. Polluters Pay Climate Superfund bills (AB 1243 and SB 684) are designed to fund recovery efforts from emergencies caused by climate change using money from the biggest oil and gas companies. Considering the accelerating pace of climate tragedies and cuts to FEMA and other resources, this is necessary and appropriate.
The bills are currently in judiciary committees.
Assembly member Dawn Addis, author of AB 1243, is strongly supported by John Laird and Gail Pellerin.
The superfund will not increase gas prices, since oil prices are set by global markets. The fines could easily be paid from the gross excess profits the companies have enjoyed for decades. Also, competition from smaller gas companies, who would not be fined, would prevent price increases.
The County Board of Supervisors just passed a unanimous resolution supporting the bills.
We are requesting that all city councils in the county, school boards and businesses write letters of support.
Links are here https://scruzclimate.org/make-polluters-pay/ Thanks for your attention to these items
Pauline Seales for Santa cruz Climate Action Network scruzclimate.org
37.50 City Council
AGENDA REPORT
DATE: 06/04/2025
AGENDA OF: 06/24/2025
DEPARTMENT: Water
SUBJECT: Contract Amendment 2026-01 with HDR, Inc. for Capital Program Management Services (WT)
LOCATION: None
RECOMMENDATION: Motion authorizing the City Manager to execute Contract Amendment 2026-01 with HDR, Inc. for Service Order No. 11 in the amount of $6,129,557 in a form to be approved by the City Attorney.
BACKGROUND: The City of Santa Cruz Water Department (Water Department or Department) is implementing a large and complex capital program to enhance water system resiliency and water supply reliability. The program directly impacts nearly all aspects of the water system through rehabilitation or replacement of water diversions, pipelines, and water treatment infrastructure. Example projects include:
• The Regional Drought Resiliency Project – Intertie 1, a regional project that will link the treated water systems of the City of Santa Cruz and Scotts Valley Water District. The project will enable the two agencies to better coordinate and maximize use of surface and groundwater supplies, as well as facilitate the potential for active and passive groundwater recharge in the Santa Margarita Groundwater Basin. The project is currently in construction and expected to finish in the spring of 2026. • Replacement of the Graham Hill Water Treatment Plant (GHWTP) Concrete Tanks to improve operations, increase reliability, and continue to meet and exceed all regulatory requirements, improve operations, and increase overall reliability. This project includes construction for the replacement of the filtered water tank, water reclamation tank, and solids storage tank; construction on the project began in 2021 and is expected to finish in the fall of 2025.
• GHWTP Facility Improvements Project will ensure continued treatment and delivery of high-quality drinking water to customers that meets or exceeds all regulatory standards; construction of improvements are tentatively expected to start in the spring of 2026.
• Newell Creek Pipeline Replacement Project (Felton Booster Pump Station to the GHWTP) will ensure continued reliability of water supply from the Loch Lomond Reservoir by replacing a portion of the transmission main that is nearing the end of its useful life and is experiencing an increased frequency of breaks due to corrosion and land
38.1 movement along its alignment through the active geology of the Santa Cruz Mountains.
The project is currently in construction.
• Ongoing evaluation, selection, and construction of supplemental water supplies as directed by the Securing Our Water Future policy. Supplemental water supply projects that are in construction or will go into construction during the term of Service Order No. 11 include Beltz 8 and Beltz 12 Aquifer Storage & Recovery (ASR) well conversions.
Beltz 9, a third well that will be converted to ASR, will begin its design in early 2026.
In 2017, recognizing that the staffing required for this large and complex capital program would exceed the capacity of existing Department staff due to the number of positions required to complete the work and vacancies in some of the positions, a program management model that augments staff was adopted to help successfully deliver the work. Program management is a common staff augmentation model used when staffing needs vary significantly in terms of both areas of expertise and the level of staffing required for a project as it evolves from planning and design through construction and project closeout.
After a qualifications-based procurement process, HDR, Inc. (HDR) was selected to provide program management services for the City. In December 2017, City Council authorized a renewable five-year Master Services Agreement (MSA) for program management services with HDR. After five successful years of project implementation, City Council authorized an extension of the MSA for an additional five years on June 28, 2022, that extended the term of the MSA through June 30, 2027.
DISCUSSION: Staff recommends approval of Service Order No. 11 (SO11), which covers all program management activities planned for Fiscal Year (FY) 2026. SO11 is very detailed in order to direct the work of HDR in an efficient, clear, and transparent manner, and includes clearly identified assumptions and deliverables. Notable HDR services/staffing resources planned for FY 2026 include:
• Providing project management, environmental compliance, and construction management services through the completion of construction of the Concrete Tanks Replacement Project.
• Providing project management, technical support, construction management, and environmental compliance services on the Newell Creek Pipeline Replacement Project (Felton to GHWTP), Regional Drought Resiliency Project – Intertie 1, and the University Tank 4 Rehab/Replacement Project.
• Providing a staff person to serve as operations and maintenance (O&M) liaison. This role supports O&M staff and coordinates the planning, design, and execution of projects for the capital program.
• Supporting development of the Water Supply Augmentation Implementation Plan and the projects that are part of the overall Water Supply Augmentation Program by providing project management and technical support.
• Supporting ongoing scheduling, cost forecasting, budgeting, and cash flow estimates through project controls support.
• Supporting ongoing program activities by updating workflow policies and procedures, managing program resources, facilitating staff and workforce development trainings, conducting program review meetings, and managing the program management contract.
38.2 To summarize the work performed in FY 2025 as well as the work planned in FY 2026 under SO11, staff have developed an Annual Work Plan with HDR. The Annual Work Plan is a summary of the projects, resources, and planned activities over the next year and includes a schedule and fee apportioned to each project managed within the program. The FY 2026 Work Plan and corresponding budget increase, when compared to previous fiscal years, shows the continuation of a trend that started last fiscal year where projects that had been in the design phase entered into the construction phase.
The program management services contract is funded through the respective capital projects which are financed by a combination of grants, pay-as-you-go, and debt.
CALIFORNIA ENVIRONMENTAL QUALITY ACT (CEQA) DETERMINATION: The proposed Council action is not a project under CEQA because the support services provided do not have the potential to cause a physical change in the environment directly or indirectly.
HEALTH IN ALL POLICIES (HiAP): The continued program management services for the capital program align with the public health pillar of the City’s HiAP initiative by supporting the Water Department’s work in ensuring the reliability of the public drinking water supply by improving infrastructure integrity and reliability.
FISCAL IMPACT:
1. The recommendation in this report impacts the General Fund: No
2. This recommendation requires a budget adjustment: No
3. The recommendation creates an on-going expenditure commitment: No FISCAL IMPACT DESCRIPTION: The cost for SO11 is $6,129,557. Funds needed for FY 2026 are available in the Water Department’s Capital Investment Program budget.
Prepared By:
Isidro Rivera, P.E.
Deputy Water Director/
Engineering Manager
Submitted By:
Heidi Luckenbach
Water Director
Approved By:
Matt Huffaker
City Manager
ATTACHMENTS:
1. CONTRACT AMENDMENT SERVICE ORDER NO. 11.PDF
2. FISCAL YEAR 2026 - ANNUAL WORK PLAN.PDF
38.3 38.4
38.5 38.6
Santa Cruz Program Management: Service Order 11
6-4-2025
SCOPE OF WORK
Service Order 11: Program Activities (FY 2026)
The City of Santa Cruz Water Department (City) has taken a program management approach to implementing its Capital Improvement Program (Program). It has contracted with HDR Engineering, Inc. (HDR), under a Master Services Agreement (MSA), to provide Program management services.
This service order (SO) falls under the MSA and covers ongoing Program activities and Program deliverables that will occur in fiscal year 2026 (FY26) (July 1, 2025 June 30, 2026). Unless specifically noted, it is assumed that the scope and fee refer to work planned for completion in FY26.
As with all service orders, this service order follows the structure of the MSA in terms of major tasks:
Task 1: Program Mobilization (complete not used)
Task 2: Design and Planning Management
Task 3: Program Administration
Task 4: Planning and Engineering
Task 5: Construction Management
Task 6: Program Support
The tasks of the MSA were created to allow the Program to transition from the initial stages of defining the Program projects, structure and procedures, through the planning and design of capital projects and department processes and protocols, and finally to project construction and startup of almost two dozen capital projects. Each service order uses tasks from the MSA as appropriate with the expectation that the planning and administrative tasks will be used less over time with design and construction tasks being used more in the future.
38.7 Santa Cruz Program Management: Service Order 11
6-4-2025
Task 1 will no longer be used. Program mobilization was completed in June 2018 as part of SO 1.
38.8 Santa Cruz Program Management: Service Order 11
6-4-2025
Task 2 covers coordination and management of planning and design activities. As an integrated team, HDR and staff work with the project teams to continuously improve, adapt and consistently apply the established project management tools to capital projects. This includes the planning and design activities of outside consultants, as well as designs prepared by City staff. For the purposes of estimating the labor requirements for this task, HDR assumes that it will provide or support design and planning management services as indicated on the design and planning management project activity matrix shown in Table 1.
This task also covers staff augmentation to support project management throughout each project phase.
Design and planning management teams may include a package manager, project manager(s) (PM), project engineer(s), technical advisors, operations and maintenance (O&M) lead, O&M liaison, and environmental lead (EL), and may be composed of either City or HDR staff. Construction management (CM) support is described in Task 5.
Oversight of PMs for projects within their package.
Coordination and information transfer across projects within the package, as well as with other packages. Identification and facilitation of resolution on overlaps and interfaces between adjacent projects.
Coordination and implementation of activities A through F, as applicable to the project type and phase.
Leadership of project reporting efforts to Program controls and department leadership.
PM in project activities. Typical tasks may include
performing technical analyses, responding to data requests from the design consultant, coordinating and scheduling meetings, and
The O&M lead coordinates the necessary and appropriate level of input for the operations staff on a project. O&M lead roles may include meeting participation, review of deliverables and coordination with site visits or on-site construction activities.
The Environmental Lead (EL) coordinates the environmental planning and permitting process for a project. This role is scoped in Subtask 6.1.
Task 2 consists of the following general and project-specific subtasks:
38.9 Santa Cruz Program Management: Service Order 11
6-4-2025
Task 2: 0.0 General Planning and Design Administration
Task 2: 2.2.1 Newell Creek Pipeline Felton Graham Hill
Task 2: 2.4 Intertie 1: Santa Cruz Scotts Valley
Task 2: 3.1 Water Supply Augmentation
Taks 2: 3.3 ASR Planning
Task 2: 3.3.1 ASR Mid-County Existing Infrastructure (Beltz 12 Upgrades for ASR) Task 2: 3.3.3 Beltz 8 Upgrades for ASR
Task 2: 3.3.4 Beltz 9 Upgrades for ASR
Task 2: 4.3 GHWTP Concrete Tanks Replacement
Task 2: 4.4 GHWTP Facility Improvement Plan
Task 2: 4.7 Beltz 12 Ammonia Removal
Each project subtask may include the following key activities. The number of projects and expected durations are noted accordingly.
Activity A: support collaborative delivery method implementation (one project; 12-month duration)
Activity B: select final design consultants (one project expected during FY26) Activity C: monitor project progress and changes (10 projects, up to 12-month duration); note that construction and environmental phases of projects, as applicable, are supported and tracked under Task 5 and Subtask 6.1 support.
Activity D: review reports, plans and specifications (two design submittals and five planning deliverables; 12-month duration)
Activity E: facilitate bidding process (one project expected during FY26) Activity F: cost estimate support (one project assumed during FY26) For the purposes of defining scope and labor requirements for this task, it is assumed that the projects managed are/will be delivered through a design-bid-build delivery method, except for Project 4.4 (GHWTP Facility Improvement Plan), which is delivered through a progressive designbuild delivery method.
38.10 Santa Cruz Program Management: Service Order 11
5-30-2025
Table 1. Design and Planning Management Key Activities by Project Task and Staff Augmentation No. Project Name
Duration in
FY26
(Months) PE/PM Augmentation
Activity A
Delivery Methods
Support
Activity B
Select Final Design
Consultants
Activity C
Monitor Project Progress and
Changes
(all project phases)
Activity D
Review Plans and
Specs (#)
Activity D
Review Planning Reports,
Memos (#)
Activity E
Facilitate Bidding
Process
Activity F
Cost Est.
Support
2.2.1 Newell Creek Pipeline Felton
Graham Hill
12 PM at 0.14 FTE
Water/Wastewater EIT at 0.14 FTE
2.4 Intertie 1: Santa Cruz Scotts Valley 12 PM at 0.16 FTE EIT at 0.40 FTE
3.1 Water Supply Augmentation 12 Tech Advisor at 0.10 FTE Engineer 0.27 FTE
Water Supply Engineer at 0.83 FTE
(2)
3.3 ASR Planning 12 PM at 0.05 FTE
Water Project Engineer 0.12 FTE
Water/Wastewater EIT at 0.14 FTE
(2)
3.3.1 Beltz 8 & 12 Design with Beltz 12
Upgrades
7 PM at 0.18 FTE
Water Project Engineer at 0.06 FTE
Water/Wastewater EIT at 0.14 FTE
Senior Electrical Engineer at 0.09 FTE
(100%) (1)
3.3.3 Beltz 8 Upgrades for ASR 5 Water Project Engineer at 0.03 FTE
3.3.4 Beltz 9 Upgrades for ASR 12 PM at 0.54 FTE
Water/Wastewater EIT at 0.41 FTE
Senior Electrical Engineer at 0.04 FTE
(30%)
4.3 GHWTP Concrete Tanks 9 PM at 0.28 FTE
O&M Liaison at 0.13 FTE
4.4 GHWTP Facility Improvement Plan 12 PM at 0. 23 FTE
Sr. PE at 0.25 FTE
Water/Wastewater EIT at 0.11 FTE
O&M Liaison at 0.11 FTE
4.7 Beltz 12 Ammonia Removal 6 Engineer at .03 FTE
38.11 Santa Cruz Program Management: Service Order 11
5-30-2025
Task 2: 0.0 General Program Planning and Design Support Activities This subtask covers planning- and design-phase support and management activities that are generally Program-wide in nature or are not affiliated with a specific project. When not provided by designated City staff, the scope of the planning lead and design management lead positions are included in this task. During FY26, the planning lead, Isidro Rivera, and design management lead, Lewis Kay, filled roles as described in the Introduction section of the Program Management Plan (PgMP) provided by the City.
HDR will provide general planning- and design-phase project support, which may include the activities described below:
Development of (not yet scoped) technical evaluations, such as the assessment of current and future operations costs, project management scopes and levels of effort (LOEs) for projects or tasks not previously defined in the FY work plan Design review and input on projects, including project cost estimate (PCE) review support or schedule support for projects not previously identified or budgeted in Table 1, such as in preparation for deliverable or Stage Gate review
Engagement in monthly Program PM or staff meetings and/or trainings, especially for PM support staff engaged in multiple Program projects
Cross-project engagement and coordination (e.g., review meetings, follow-up actions).
Miscellaneous as-needed tasks on behalf of the City to support planning or design progression of projects (i.e., traffic study, department generator assessment, systems design criteria, decision-making support)
Coordination with O&M liaison
Other general, non-scoped support tasks, as requested by City staff and approved by City leadership
Electrical site visits by HDR electrical engineers
O&M liaison support: Support the implementation of the Project Delivery Model for various planning, design and construction projects focusing on the interaction and information transfer between Operations (or specifically Production Section), the Engineering Group and the design engineers. One objective of the O&M liaison is to support the City projects, while streamlining deliverable reviews. The O&M liaison will apply their familiarity with City O&M standards and preferences and prepare and execute deliverable review with O&M staff.
Another objective of this role is to facilitate development of operations plans related to planned outages, construction-phase operational risk mitigation, and startup and commissioning. Where project-specific support needs are defined, time for O&M liaison support is identified in Table 1.
Electrical, instrumentation and controls (EI&C) support: At the request of the City and in response to the City being understaffed in the area of EI&C, HDR will provide general support to the Production Section during FY26. This EI&C support role is in addition to the technical review of project deliverables that are budgeted within the projectincrease for the GHWTP FIP, at which time the need for an amendment will be reassessed. Support will be provided through monthly on-site visits, as required and interim follow-on actions support.
Activities for EI&C support may include:
Support: GE Intellisys maintenance contract/arc flash for main electrical building.
Support: Utility pole relocation reviews.
Support: Review arc flash studies, and update completed studies to account for new site upgrades.
38.12 Santa Cruz Program Management: Service Order 11
6-4-2025
Support: Tait Wells MCC enclosure improvement.
Support: Felton Booster Pump Station power quality assessment.
Backup power for SCADA cabinet at GHWTP.
Training: Coordination with Electrical and I&C groups during Design and Construction Phases of a Project. Provide staff training on P&IDs and Asset Tagging and Electrical/I&C Construction Coordination
Brief descriptions of these activities are described below:
GE Intellisys. The City continues to face challenges with getting ABB to perform hardware and software upgrades to the automatic throwover system. Some maintenance has been performed by the ABB technician who had initially commissioned the system many years ago. The spurious plague the City this past year, but the underlying inefficiency and over-design of the system remains. addition, system OS) is still out of date and must be updated. Lastly, coordination with the current Concrete Tanks project has led to delays with the maintenance of the ATS and switchgear maintenance and arc flash update.
The City had intended on entering a contract with this technician separately, but ABB stated that they did not want to enter a Professional Services Agreement (PSA) with the City to provide the technician support for hardware upgrades and maintenance to the system. Because ABB was unwilling to enter into a PSA, local electrical firm, Advantage Electric, had also decided not to enter into a PSA.
Bay City Electric has decided to enter into a PSA with the City. They will leverage their risk by reducing the original scope to include only the following: 1) Update the Automatic Throwover and will have minimal impact to the FIP improvements.
The resultant HDR scope
SCADA staff, and 3) documentation
Total estimated coordination visits: 1
Utility pole relocation reviews. During project-phase engagement with Pacific Gas and Electric (PG&E), it was recommended that the utility pole in front of GHWTP be moved across the street and that the utility power lines continue to be routed overhead (rather than moved underground) into the plant. Per PG&E, this new approach should save the City considerable expense. PG&E is currently in the design phase. HDR will provide limited design review and coordination with PG&E and local utilities to relocate the utility pole in front of GHWTP and provide reporting to the City.
Total estimated coordination visits: 1
Review arc flash studies. The City is required to be in compliance with the National Electrical Code (NEC) arc flash requirements, which requires an arc flash study to be performed at least once every five years. The City has contracted with a local electrical firm who will be performing the arc flash assumes that there will be up to five reports prepared this year (Total hours: 16) In addition, the City would like HDR to provide updates to the Arc Flash models and reports for the sites which HDR had previously completed an Arc Flash study. To date, HDR has completed five arc flash studies for the City, and it is expected that some of these sites may undergo equipment
38.13 Santa Cruz Program Management: Service Order 11
6-4-2025