HomeMy WebLinkAbout2025 01 13 Consent 300 - CMAR Services for WWTP ProjectCONSENT AGENDA ITEM 300
CITY COMMISSION AGENDA | JANUARY 13, 2025 REGULAR MEETING
TITLE
CMAR (Construction Manager at Risk) Services for WWTP (Waste Water Treatment
Plant) Project
SUMMARY
Request for Qualifications (RFQ) #08-24-04 PH Construction Manager at Risk Services:
Wastewater Treatment Facilities was advertised on Sept 27th 2024, with responses
due Nov 20th 2024. The RFQ outlined the services requested, submittal requirements,
and evaluation criteria. A total of three (3) proposals were received by the Nov 20th
deadline. The proposals were reviewed, discussed, and finalized at a public meeting
held on Dec 6th 2024.
The evaluation criteria comprised of :
1. Qualifications and experience of Responder's key personnel and subcontractors.
2. Relevant project experience of Respondent and sub contractors with projects that
indicate proficiency in similar work.
3. Respondent has demonstrated project management tools and processes, including
project management and analytical tools, design tools, personnel, resources, best
practices etc. that may be beneficial to the project.
4. Respondent has demonstrated success on similar projects delivering a quality
project in a safe manner on a timely basis.
5. Respondent has ready access to key personnel/resources to assist in the project
delivery or provide support to remediate issues.
6. The firm is a certified minority business enterprise as defined by the Florida Small
and Minority Business Assistance Act.
The following is the list of respondents with their ranking:
Wharton Smith 398 Points
Kiewit Water Facilities Florida Co 369 Points
The Haskell Company 366 Points
FUNDING SOURCE
The funding source for construction will be a combination of Capital Projects Funds
within the Water and Sewer Utility Fund as well as State Revolving Loan Funds.
Funding for the project assignment under this agreement will follow the City's normal
budgeting and approval process.
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RECOMMENDATION
The City's Advisory Selection Committee for RFQ 08-24-04 PH recommends the City
Commission authorize the City Manager and City Attorney to begin negotiations with
the first ranked firm Wharton Smith in accordance with the Consultants' Competitive
Negotiation Act, s. 287.055, Florida Statues (CCNA). To the extent the City is unable to
negotiate a satisfactory contract with the firm most qualified, to then begin
negotiations with the next ranked firm and so forth.
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City of Winter Springs, Florida
REQUEST FOR QUALIFICATIONS
RFQ # 08-24-04 PH
for
Construction Manager at Risk
Wastewater Treatment Facilities
September 27, 2024
City of Winter Springs, Florida
1126 East SR 434
Winter Springs, FL 32708
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RFQ 08-24-04 PH CMAR Services for WWTP Facilities Project
The City of Winter Springs is accepting sealed "Statements of Qualifications" (SOQ) from Florida
Licensed Construction Manager at Risk service firms for the design and construction of the City of
Winter Springs East and West Water Reclamation Facilities.
Statements of Qualification will be accepted by the City of Winter Springs, Procurement Department,
Winter Springs City Hall, 1126 East State Road 434, Winter Springs, Florida 32708 no later than:
2:00 PM EST
November 20, 2024
Said SOQ should conform to the minimum requirements outlined in this Request for Qualifications.
The City reserves the right to reject any or all submittals and to waive minor irregularities.
The City issues this Request for Qualifications to select a candidate for further contract negotiation. Ranking
and selection by the City Commission shall not result in the formation of a contract. A contract may be
formed only upon the parties successfully negotiating the terms and conditions of a written contract which
must be approved by the City Commission and duly executed by the City and the selected Respondent.
General Response Information
Respondents must submit their response to this RFQ by:
Providing one (1) original, (3) copies, and one (1) electronic copy of your SOQ to this office by the
date and time indicated. The outside of your package must be clearly labeled with the RFQ
number, title, opening date and time and the name and address of the respondent. The City is
not responsible for submittals via postal or mail courier services, receipt by the post office or mail
courier prior to the deadline does not meet the City’s deadline requirements. Late responses will
be rejected.
Mandatory Pre-Response Conference: October 16, 2024, from 8:45 AM – 12:00 PM
Deadline for questions is October 30, 2024, at 1:00 PM; an addendum will be released on Demand Star
November 06, 2024 at 2:00 PM, if necessary
Questions concerning this Request for Qualifications should be directed to Stuart MacLean,
Procurement Manager, (407) 327-7581, or via email at smaclean@winterspringsfl.org.
REQUEST FOR QUALIFICATIONS and ADDENDUM DOCUMENTS CAN BE DOWNLOADED FROM
www.demandstar.com
or
https://www.winterspringsfl.org/rfps
RESPONDENT IS RESPONSIBLE TO CHECK DEMAND STAR FOR FINAL DOCUMENTS AND ADDENDA PRIOR
TO SUBMITTAL.
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RFQ 08-24-04 PH CMAR Services for WWTP Facilities Project
City of Winter Springs, FL
REQUEST FOR QUALIFICATIONS
RFQ # 08-24-04 PH
Construction Manager at Risk Services: Wastewater Treatment Facilities
TABLE OF CONTENTS
Introduction .............................................................................................................................................................................. 4
Definitions................................................................................................................................................................................. 4
Background ............................................................................................................................................................................... 5
Project Schedule ....................................................................................................................................................................... 6
Qualifications ............................................................................................................................................................................ 6
Pre-Response Conference ........................................................................................................................................................ 7
Documents ................................................................................................................................................................................ 7
Scope of Services ...................................................................................................................................................................... 8
Instructions to Respondents ................................................................................................................................................... 15
RFQ Schedule & Format of Response .................................................................................................................................... 15
Evaluation and Criteria ........................................................................................................................................................... 18
Submission and Receipt of SOQ ............................................................................................................................................. 19
General Terms and Conditions ............................................................................................................................................... 19
Federal Requirements ............................................................................................................................................................ 22
Mandatory Forms ................................................................................................................................................................... 23
Exhibit A – Cost Model Guidelines .......................................................................................................................................... 40
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RFQ 08-24-04 PH CMAR Services for WWTP Facilities Project
City of Winter Springs, Florida
REQUEST FOR QUALIFICATIONS RFQ # 08-24-04 PH
Construction Manager at Risk Services: Wastewater Treatment Facilities Project
1.0 INTRODUCTION
The City of Winter Springs, Florida invites the submittal of Statements of Qualifications from professional
experienced construction management firms for Construction Manager at Risk Services: Wastewater Treatment
Facilities Project. This Request for Qualifications (RFQ) has been issued to provide firms with information to
prepare and submit a detailed response, which must satisfy all requirements and criteria established in this RFQ
to qualify for consideration. Qualified firms may download the RFQ from http://
www.winterspringsfl.org/EN/web/gov/bids_purchasing.htm and DemandStar. The City shall select the top
professional construction management firm(s) in order of preference to be deemed the most highly qualified to
perform the required services in accordance with the competitive selection process established in the
Consultants’ Competitive Negotiation Act, s. 287.055, Florida Statutes (CCNA). The City shall then negotiate a
contract for Construction Manager at Risk services with the most qualified firm and may undertake
negotiations with the next most qualified to the extent that the City is unable to negotiate a satisfactory
contract with the firm considered to be the most qualified at a price the City determines to be fair,
competitive, and reasonable, in accordance with the CCNA’s competitive negotiation process.
The City of Winter Springs is seeking the services of a construction management firm with proven experience in the
design and construction of wastewater treatment plants to support the engineering, design, and
construction of two (2) new wastewater treatment plants to replace the two (2) existing wastewater treatment
plants in the City. Qualified firms must have experience with the Construction Manager at Risk (CMAR) delivery
method and experience conducting projects funded via Florida State Revolving Fund (SRF) Loans.
2.0 DEFINITIONS (as used herein)
a.The acronym "RFQ" is a "Request for Qualifications" and requests a Statement of Qualifications (“SOQ”).
b.The term "CMAR" means “Construction Manager at Risk” and represents a role as well as a process during the design
and build phase of a project. The selected construction manager at risk contractor will provide pre-construction and
construction management services for the design and construction of the two wastewater treatment facility
replacements.
c.The term "CM" means “Construction Manager”, a role established by the CMAR to oversee the project on their behalf
and to be the key point of contact for the City.
d.The term "Change Order" means a written order signed by the Finance Department or authorized representative
directing the Respondent to make changes to a contract or purchase order resulting from the ITB.
e.The term "City" means the City of Winter Springs, Florida.
f.The term "City Commission" means the governing body of the City of Winter Springs. The City Commission is the only
body that can select Respondents for negotiation and enter a contract above the City Manager’s spending authority,
g.The term "Response" means the offer of qualitative evaluations by the Respondent.
h.The term " Respondent " means the person, company, or entity submitting a Response.
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RFQ 08-24-04 PH CMAR Services for WWTP Facilities Project
3.0 BACKGROUND
The City of Winter Springs is located in Seminole County, Florida, which is a part of the Orlando- Kissimmee-Sanford metro
area. As of July 1, 2021, the City of Winter Springs had a population of approximately 38,975.
The City of Winter Springs (City) is soliciting Construction Management at Risk Services for the East and West Wastewater
Treatment Facilities (WWTF) Design and Construction Phase Services project.
The East WWTF is an existing 2.012 MGD annual average daily flow (AADF) permitted capacity contact stabilization
domestic wastewater treatment plant consisting of flow equalization, influent screening, contact and re-aeration,
secondary clarification, filtration, chlorination, aerobic digestion and dewatering of residuals. Effluent is disposed through
public access reuse.
The West WWTF is an existing 2.07 MGD annual average daily flow (AADF) permitted capacity dual-train contact
stabilization domestic wastewater treatment plant consisting of influent screening, aeration, secondary clarification,
filtration, chlorination, and aerobic digestion and dewatering of biosolids. Effluent is disposed through public access reuse.
This project will replace the existing treatment facilities and upgrade their treatment quality to meet current disposal
requirements, while planning for future expansions. The projects will need to be constructed while the existing facilities are
on-line, 24/7, operating under normal conditions and meeting permit requirements for treatment, storage, and disposal.
Ancillary vertical facilities or buildings may also be constructed, such as additional office space, a lab, and/or storage
facilities.
The Conceptual Design Report (CDR) was completed previously for both the East and West WWTF. As defined in the CDR,
major elements of the Project include:
•Influent lift station
•New headworks
•New secondary treatment System, including:
o Biological nutrient removal basins
o Secondary clarifiers
o Return activated sludge pumping system
•Waste activated sludge pumping system (and tie into existing portable solids handling system)
•Process aeration blowers and building
•New tertiary filtration system
•New chlorine disinfection system, including:
o Contact chamber
o Sodium hypochlorite storage and feed facilities
•Effluent transfer pumps
•Reclaimed water pump station
•Plant utility water pumping system
•New electrical feed, distribution, and buildings
•New standby generation system
•Operations building (East WWTF only)
•Admin and operations building (West WWTF only)
•Site work, HVAC, plumbing, electrical, SCADA/I&C, and other ancillary improvements to support the major
Project elements.
•The project will also require the demolition of some of the existing facilities, utilities, and on-site
infrastructures.
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RFQ 08-24-04 PH CMAR Services for WWTP Facilities Project
To the greatest extent possible, the East and West WWTF will be designed with a one-plant, two-site concept. The design
approach will be to standardize the facilities noted above to make each plant as similar as possible to improve consistency
with construction, operation, and maintenance. This Scope is based upon developing one set of specifications that will be
used for the East and West WWTF and one Computer Aided Design Drafting (CADD) model that will be site adapted for
each WWTF.
The project is currently in the Preliminary Design Phase, which is being provided by Carollo Engineers, Inc.
It is anticipated the project schedule will be as follows, but may change at any time at the sole discretion of the City:
•CMAR Contract Pre-Construction Services/NTP December 2024
•Early Work Package - Costed January 2025
•Early Work Package – Completed February 2025
•60% GMP Design Package Available June 2025
•90% GMP Design Package Available December 2025
•GMP Negotiated/Construction Phase Services (East Plant) NTP January 2026
•Substantial Completion (East Plant) January 2028
4.0 PROJECT SCHEDULE
The overall RFQ schedule is provided in a later section. This schedule is subject to change at any time. All public meetings
will be posted on the City Calendar of Events. As detailed in the RFQ schedule, short-listed Respondents should be prepared
to attend presentations and/or interviews either in Winter Springs, Florida or virtually, at the City’s discretion. The following
are tentative dates for key events scheduled after receipt of Responses:
Evaluation Meeting November 29, 2024
Presentations, if necessary, by short-listed Respondents November 26, 2024
City Commission review and selection of Respondent recommendation TBD
Contract Negotiations December 2024
Contract Award December 2024
5.0 QUALIFICATIONS
5.1 The Respondent must possess an active Certified General Contractor (CGC) or a Certified Building Contractor (CBC)
license from the State of Florida, Department of Business and Professional Regulation, at the time of submittal.
5.2 The Respondent must have a minimum of 3 years experience in providing Construction Manager at Risk Services for
wastewater treatment projects.
5.3 The Respondent must demonstrate successful completion of a minimum of three (3) and maximum of five (5) water or
wastewater projects in the past fifteen (15) years of similar size and complexity. The Proposer must have delivered two of
the projects as the construction manager at risk and performed 50% or more of the work. The Respondent may submit
only one project to satisfy minimum qualifications that has reached substantial completion, bur has not been fully
completed. Substantial completion projects shall be accompanied by documentation from the owner of such project
acknowledging substantial completion.
5.4 The Respondent must submit a minimum of three (3) and a maximum of five (5) project references performed by the
lead project staff that demonstrate the following criteria. All criteria listed below do not need to be satisfied by each
submitted project reference, however all criteria must have been satisfied one (1) time on the project references accepted
for responsibility.
Examples of similar size and scope shall include the following:
5.4.1 Construction cost of at least $40 million dollars
5.4.2 Wastewater Treatment Plant Construction
5.4.3 Completed in the State of Florida
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RFQ 08-24-04 PH CMAR Services for WWTP Facilities Project
5.4.4 This project involves State Revolving Funds (SRF) and Water Infrastructure Finance and Innovation Act (WIFIA)
funds. The successful firm under this solicitation shall comply with the City of Winter Springs, SRF, and WIFIA
requirements. Experience in administering a construction contract in which a Water Infrastructure Finance and
Innovation Act (WIFIA) or State Revolving Fund (SRF) loan, or comparable loan funding strategy was used to fund the
Construction Services Phase.
5.4.5 Examples are currently in successful operation
6.0 PRE-RESPONSE CONFERENCE
6.1 All conferences and site visits will take place at the time, date and location specified in this RFQ document.
6.2 Failure by a Respondent to attend a mandatory pre-Response conference will result in their Response
being considered nonresponsive.
6.3 When applicable, Respondents are advised to visit each location to familiarize themselves with all work areas. Failure
to do so will in no manner relieve the Respondent from furnishing materials or services that may be required to
carry out and complete the contract in accordance with the intent of the specifications listed herein.
6.4 Questions asked at a pre-Response conference will be formally answered via an addendum. Respondents shall not
rely on oral communications.
7.0 DOCUMENTS
In addition to the Mandatory Forms listed in this RFQ, the Respondent’s SOQ’s must include the documents below that are
marked as “Required”. All required documents must be provided electronically in PDF format.
7.1 Letter of Interest – Required
7.2 Licenses and Certifications – Required
7.3 Resumes – Required
7.4 Project Approach – Required
Provide a detailed Project Approach, including, but not limited to:
o Project management techniques, controls, programs and technologies to be employed to meet project
schedule and budget requirements.
o Assignment of personnel to provide the most efficient service.
o Expected percentage of work CM will self-perform, if any.
o Mitigation of impacts to existing treatment plant operations and personnel, since the facility will be on-line
24/7, throughout the project duration.
o Where elements of the work will be performed, and who in the organizational chart will oversee performance
of `the work to provide the most efficient services
o Detailed information explaining how location of the CM, key personnel and sub-contractors will affect project,
including how impact of any physical distance will be mitigated through the use of technology, processes or
other means.
o Organizational chart delineating personnel assigned to project (including expected number of sub-contractors
and trades)
o Organizational chart showing the corporate management structure of the Respondent.
7.5 Schedule/Timeline – Required
o Provide a graphical representation of the proposed schedule/timeline indicating major milestones and
deliverables for the Construction Services Phase. The proposed schedule/timeline shall include no more
than one hundred (100) individual tasks and shall include identification of each task with durations and key
milestones for the Construction Services Phase of the Project. For Respondent’s use in developing its
proposed schedule/timeline, it may assume that Notice to Proceed for the Construction Services Phase will
be May, 2026, provided the GMP is accepted by the City.
o The Respondent shall provide ideas for schedule savings during design phase and construction phase
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RFQ 08-24-04 PH CMAR Services for WWTP Facilities Project
8.0 SCOPE OF SERVICES
ARTICE 1 - INTRODUCTION
Procurement of CMAR services will be made in accordance with evaluation criteria set forth in this RFQ and the top firms
will be selected based on demonstrated competence and qualification for the professional services required without regard
to fee in accordance with CCNA. After selection of a qualified CM, the City and the selected firm will negotiate a contract for
those services at a fair and reasonable fee with the best qualified firm.
The CM will be an integral member of the project team which consists of representatives from the City, the project
Architect/Engineer (Project Design Team), and other consultants, as determined by the City. Generally, it will be the
responsibility of the construction manager to integrate the design and construction, utilizing the firm’s skills and knowledge
of general contracting to contribute to the development of the project during the design, pre-construction and
construction phases. As part of the performance of Pre-Construction Services, the Construction Manager at Risk will
establish and implement policies and controls for all aspects of the Project to promote completion of the Project on
schedule and within budget. During the construction phase, the CM will be responsible for effecting construction of the
project within the Guaranteed Maximum Price (GMP) and providing all necessary construction services through trade
contractors selected as provided by the FL General Statutes.
The CM shall develop written project procedures, in cooperation with the City and other members of the Project Team, that
will be used as a guide for the management and coordination of this project throughout the life of the project. The City
reserves the right to direct purchase equipment and/or supplies for the project at its discretion, in coordination with the
CM.
All work performed under this contract shall be in accordance with the terms and general conditions of the contract as
modified or supplemented by any contract amendments, special conditions, or other contract documents as listed
hereinafter, any addenda, and other components of the contract.
ARTICLE 2 – SCOPE OF SERVICES REQUIREMENTS
2.01 Coordination and Project Management
A.Technical Support and Coordination
1.The Construction Manager at Risk shall coordinate with the City, and provide technical support as required or as
directed, to support Project completion throughout the Pre-Construction and Construction Phases.
2.Assume 2-hour monthly (i.e. two meetings per month) project coordination meetings for the duration of the
Pre-Construction and Construction Phases.
B.Project Management Plan
The Construction Manager at Risk shall prepare a Project Management Plan (PMP) for Pre-Construction and
Construction Services. The PMP shall include the following:
1.Construction Manager at Risk's organization and key staff responsibilities.
2.Design support processes.
3.Project budget development and maintenance processes.
4.Project schedule development and maintenance processes.
5.Risk management development and maintenance processes.
6.Quality management processes and plan. The QA/QC Plan shall be based on structured and industry acceptable
QA/QC steps and also indicate all firm(s) and/or individual(s) assigned by the CM to perform
QA/QC functions and their professional qualifications to perform such services.
7.A Logistics Plan to help analyze the project site, define the flow of labor and materials into the site, and reduce
offsite traffic impacts. The Logistics Plan will show locations of all temporary construction facilities
to maintain a smooth flow of material and labor around the job site and maintain an efficient project schedule.
8.Communications plan.
9.Procurement plan to ensure that all procurement activities are consistent with all applicable local, State and
Federal statutory requirements.
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RFQ 08-24-04 PH CMAR Services for WWTP Facilities Project
C. Pre-Construction Support Services
1. General
The Construction Manager at Risk shall provide support services during the Pre-Construction Phase including but not limited
to the following:
a. Develop and maintain a baseline schedule and a cost estimate for the Project.
b. Establish, implement, and maintain quality control standards.
c. Provide alternate scope concepts for consideration by City, and constructability assessments throughout Pre-
Construction Phase
d.Review plans and specifications, and provide written comments, at each design milestone (30%, 60%, and
90% design) of the Project.
e. Perform constructability reviews at each design milestone (30%, 60%, and 90% design). Provide draft and final
constructability reviews technical memorandum at each design milestone.
f. Advise the City of ways to gain efficiencies in Project delivery and reduce overall project delivery time.
g. Provide long-lead procurement analysis, including possible work packaging.
h. Advise the City when choosing building materials, as well as provide recommendations for building
lifespan, cost effective construction, long term and efficient operations and maintenance costs.
i. Identify items that have the potential to be procured directly by the City.
j. Provide an "open book" of bids and quotations solicited from prospective subcontractors and suppliers.
k. Prepare a Guaranteed Maximum Price (GMP) proposal for construction, startup, and commissioning of all
Work.
l. Solicit proposals equipment providers and prepare an Early Work proposal for purchase of equipment meeting
all applicable requirements. Coordinate with the City and Design Consultant regarding final selection of the
equipment, including prefabrication and equipment delivery schedules.
2.02 Schedule
The Construction Manager at Risk shall be responsible for the following:
A. In coordination with the Design Consultant, identify all required reviews and approvals (internal and external
to Project Team), and appropriate levels of information necessary for action and timely response.
B. Prepare and maintain a master Project Schedule, including activities for both the Design Consultant and the
Construction Manager at Risk and identify tasks which may require action by the City. This will be a critical
path schedule and shall include all construction, permitting, and facility start-up activities as well as Project
milestones.
C. Schedule shall account for the preparation, submission and approval of the GMP proposal. The level of design
completion on which the GMP will be based will be agreed upon by the City and Construction Manager at Risk
and identified in the Project Schedule.
D. Assist in developing drawing package issuance schedules to meet requirements of the Project Schedule.
E. Provision of construction phasing and scheduling and determining a comprehensive logistics plan.
F. Provide a site utilization plan for all construction activities. Assist the Design Consultant in permit application
processes. Identify major permit activities (application preparation and submittal, review, and anticipated
approval) in the Project Schedule.
G.The Project Schedule shall include all major sequences of the preconstruction and construction work, material
supplies, long-lead procurement, Design Consultant’s approval of shop drawings, anticipated outages to the
existing facility, and performance testing requirements.
2.03 Risk Management
The Construction Manager at Risk shall be responsible for the following:
A.Prepare an initial Project Risk Register within 30 days of Pre-Construction Services Notice to Proceed. The Risk
Register shall be in a format approved by the City and shall include qualitative analysis of all risks identified.
B. Facilitate risk workshops (2 hours each), including the City and Design Consultant representatives, throughout
the Pre-Construction Phase. Risk workshops shall occur prior to each Project cost estimate submittal.
C. Maintain and update the Risk Register no less frequently than monthly during the Pre-Construction Phase.
D. Prepare an updated Risk Register, including quantitative risk analysis and Monte Carlo analysis for each cost
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RFQ 08-24-04 PH CMAR Services for WWTP Facilities Project
estimate update and the GMP proposal. The Monte Carlo analysis shall be the basis for the Construction
Manager at Risk's contingency estimate included with each cost estimate submittal.
2.04 Safety Plan
The Construction Manager at Risk shall be responsible for the following:
A. Develop a Safety Plan and responsibilities for safety precautions and programs.
B.The Safety Plan shall be updated to address design progress as each design submittal is made by the Design
Consultant.
C. Provide written feedback to the City and Design Consultant to address safety concerns identified in the design
documents.
D. The updated Safety Plan for construction shall be provided to the City, prior to the GMP proposal.
E. Provide a construction market survey report within 60 calendar days of Notice to Proceed. The report will be
updated at 60% and 90% design milestones.
F. Conduct an outreach program to the regional contracting community in an effort to identify capabilities,
availability, and increase interest in bidding as a Tier 1 or Tier 2 subcontractor on this Project.
G. Promote opportunities for Minority/Women/Small Business Enterprises to become Tier 1 or Tier 2
subcontractors
2.05 Reporting
The Construction Manager at Risk shall prepare and submit a monthly progress narrative report that includes
the following:
A.Invoice Reporting Period
1.Accomplishments
2.Status of Milestones
3.Deliverables Submitted
4.Problems Encountered and Decisions Required
B.General
1.Progress Schedule update
2.Risk Register update
3.Permit Schedule update
4.Decision Log update
5.Action Log update
2.06 Design Coordination
The City has retained a Design Consultant for the Project. Throughout the Pre-Construction Phase, the Construction
Manager at Risk shall coordinate with the Design Consultant, as necessary, to support the Design Consultant in preparing
the design documents and Construction Documents.
The Construction Manager at Risk shall:
A. Coordinate with the Project Team
B. Coordinate all activities with the City and Design Consultant, any other City contractors, vendors or
consultants, and other parties.
C. Coordinate and assist with all activities related to the design of infrastructure and utilities serving the site or
impacted by the Project.
D. Continually evaluate quality, safety, and environmental factors throughout design.
E. Design Coordination and Review
F. Review and recommend changes to drawings, specifications, and Construction Documents as appropriate.
G. Participate in Project design workshops (4 hours each meeting) at each design milestone.
H. Monitor equipment and layout coordination of process, mechanical, electrical/instrumentation, site/civil, and
other disciplines.
I. Analyze the cost-effectiveness of design elements and advise the City of findings.
J. Coordinate Project utility requirements with utility companies.
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RFQ 08-24-04 PH CMAR Services for WWTP Facilities Project
K. Review site logistics and sequence of construction for incorporation in the GMP.
L. Assist the Design Consultant by reviewing the Construction Documents at each stage of design for the
elimination of conflicts, omissions, dimensioning and other potential problems. Construction Manager at Risk
shall bring any such noted matters to the attention of the Design Consultant and the City in writing.
M. Advise the City of the availability of materials, trade contractors and lower-tier subcontractors, and any
scheduling restraints.
N. Advise the City and Design Consultant regarding separation of Work in order to create construction bid
packages which may benefit pricing, subcontractor participation, and schedule.
O. Identify long-lead time items and recommend pre-purchase for these or other items subject to expected price
volatility or availability.
P. Prepare any recommended or requested alternate proposals and assist Design Consultant in identifying
elements of the design which can be “add” or “deduct” alternates.
2.07 Value Engineering
Value Engineering efforts shall result in a design that is most effective in construction costs as well as long term operational
costs relative to issues of energy use and facility maintainability. The Construction Manager at Risk shall:
A. Investigate alternate solutions, systems, materials or techniques to achieve project requirements
economically and consistent with the objectives of the City.
B. Perform value-engineering reviews for all major facility and site elements, systems and materials.
C. Advise the City on the cost of building systems and materials.
D. Prepare comparative analysis of alternate systems and materials if requested by City or Design Consultant.
E. Review documents at the conclusion of design development for value-engineering options.
F. Submit value-engineering recommendations to the Project Team on an ongoing basis and monitor design
changes and note if they will have an impact on the Project budget.
2.08 Budget & Schedule Refinement
The Construction Manager at Risk shall be responsible for the following:
A.Prepare construction cost estimates (per requirements listed herein and included within Exhibit “A” based on
completed design documents).
B. Update the detailed construction phase Project budget estimate for all cost categories within 30 calendar
days following the Design Consultant’s submission of design deliverables (e.g. 30%, 60%, 90%, and 100%
design documents).
C. Analyze deviations from the previous cost estimate, per Exhibit “A”.
D. Recommend corrective action and/or necessary changes to maintain project budget if the cost estimate
exceeds a level acceptable to the City.
E. Incorporate revised cost estimates into the Project budget and Schedule of Values.
F. Report schedule progress to the Project Team.
G. Monitor and update the Project schedule consistent with best industry practices. Updated schedules will be
required at the end of each design phase established by the contract between the City and the Design Consultant
and after major value engineering decisions.
H. Identify design task milestones and associated deadlines that the Design Consultant must meet to maintain
Project schedule.
I. Identify decisions the City or others must make to keep the Project on schedule.
J. Provide a Project duration cash flow projection. Cash flow format shall be determined by the City.
K. Maintain a budget estimate and schedule log in which changes from previous versions are documented,
including assumptions made, as required per Exhibit “A”.
2.09 Procurement and Preparation of GMP Proposal
Refer to Exhibit “A” - Cost Model Guidelines for specific requirements associated with the GMP submittal. When the City
has reviewed the Construction Manager at Risk’s construction cost estimate and at the direction of the City, the
Construction Manager at Risk shall begin preparation of the GMP proposal for construction of the Project. During
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RFQ 08-24-04 PH CMAR Services for WWTP Facilities Project
development of the GMP proposal and during subsequent negotiations as appropriate or as requested by the City, the
Construction Manager at Risk shall:
A. Finalize or prepare bidders' list identifying that a minimum of three firms have or will bid for each bid package
using local subcontractors where possible.
B. Identify bid packages for which sole-source procurement has been recommended and accepted by the City,
including justification for such procurement.
C. Prepare written bid packages with the Project Team for any outstanding work/bid packages. Packages shall be
comprehensive, complete and shall cover all aspects of the assigned bid division or definition of work.
D. Distribute bid information to bidders.
E. Respond to bidder’s questions during bidding. Coordinate input from the Design Consultant for assistance in
responding to design-related questions.
F. Review bids received with the Project Team.
G. Obtain clarification of any bidder’s bid qualifications as needed
H. Prepare comparative analysis of bids.
I. Review, along with Design Consultant, voluntary alternate recommendations.
J. Review alternates and recommend acceptance or rejection.
1. The GMP must be within the Project budget and based upon the Construction Documents. All
materials and labor for the Project which are shown in the Construction Documents or are
reasonably inferable therefrom as being part of the Project and necessary to produce a finished
job shall be provided by Construction Manager at Risk whether such material or labor are
expressly provided for in the Construction Documents.
2. If directed by the City, the Construction Manager at Risk shall prepare a proposal for an initial
phase or portion of construction of the Project based upon less than 100% complete plans. Unless
otherwise specified in the Amendment, the Pre-Construction Phase and any initial Construction
Phase authorized by such amendment would proceed concurrently and all Construction Manager
at Risk’s services as defined herein and in the amendment would apply.
2.10 Early Work
A. The Construction Manager at Risk shall recommend opportunities for Early Work construction that may be
designed, bid, and started prior to completion of the 100% design documents.
B. The City shall approve all Early Work prior to proceeding.
C. Construction Manager at Risk shall assist Design Consultant to identify and prepare design documents specific
to the Early Work.
D. The Construction Manager at Risk shall prepare for City approval of a GMP for only the Early Work. The Early
Work GMP shall be prepared per the requirements defined for the overall GMP proposal. The Early Work GMP
is part of the overall Project GMP and is not in addition to the Project budget.
E. The City reserves the right to accept and approve the Early Work GMP or reject the Early Work GMP and
proceed with the Work under the overall Project GMP as planned.
F. Refer to Exhibit A – Cost Model Guidelines for additional detail regarding the GMP.
G. At a minimum, an Early Work GMP for procurement of equipment shall be assumed.
2.11 Procurement
A. The Construction Manager at Risk shall keep costs as low as possible through aggressive use of competitive
bidding procedures for all work.
B. The Construction Manager at Risk will direct a well-coordinated procedure for all bid packages and will obtain
a minimum of three verbal competitive quotations for all packages with an estimated value over $10,000 and
under $50,000, and a minimum of three written competitive quotations for those packages with an estimated
value over $50,000.
C. The Construction Manager at Risk will comply with all applicable laws, loans, and grant requirements
D. The CM shall work with the City on equipment and/or supplies which the City elects to procure itself
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RFQ 08-24-04 PH CMAR Services for WWTP Facilities Project
E. The Construction Manager at Risk will assist the Design Consultant to ensure that completed bid documents
used in conjunction with contract formats establish binding obligations for full performance through lump
sum bidding.
1. The following activities shall be completed by the Construction Manager at Risk for specialty
equipment:
a. Coordinate with the Design Consultant during development of equipment specifications
with operational criteria. Review specifications and incorporate furniture, fixtures and
equipment requirements and City related items into design/construction process.
b. Solicit proposals from qualified vendors for equipment, installation, and maintenance.
c. Coordinate proprietary equipment specifications obtained from the successful vendor with
construction drawings and details.
d. Obtain at least three competitive bids for each bid package.
2.12 Acceptance or Rejection of GMP Proposal
A.If the City accepts the GMP for each project, an Agenda Item will be prepared and presented to the City
Commission for their approval. After GMP approval, a unique purchase order for each project will be issued for
the amount of the GMP to the CMAR. Procurement services for the projects shall be performed by the CMAR
(see Article D, Construction and Post-Construction Services) with the City and its designated procurement agent
assisting in overseeing the procurement services of the CMAR.
B. Nothing contained in this Agreement shall require the City to accept any of the Construction Manager at
Risk’s proposals. Further, the Construction Manager at Risk agrees that the City has the unrestricted
discretion to reject the Construction Manager at Risk’s proposal if, based on the City’s opinion and judgment,
the rejection of the proposal is in the City’s best interest.
C. Should the City reject the Construction Manager at Risk GMP, and, upon the request of the City, all
documentation associated with the preparation of the GMP, including but not limited to subcontractor and
vendor bid proposals, estimates, bond and insurance quotes, risk/contingency calculations, etc. shall be
provided to the City.
2.13 Other Responsibilities
Other Construction Manager at Risk responsibilities during Pre-construction Services:
A.Attend public meetings and other City hearings concerning the Project at the request of the City.
B. Create and maintain a Decision Log which records all issues and decisions made by the Project Team.
C. Create and maintain an Action Log which records all assigned action items assigned to the Project Team. The
log shall include a description of the action required, the date and place (meeting) at which the action was
assigned, the responsible person, and a reasonable due date for completing the action.
D.Construction and Post-Construction Services
A.The CMAR shall be the single point of responsibility for performance of the construction contract for the Projects. The
CMAR shall also function as the general contractor providing the following services by way of example and not of
limitation:
B.Attendance at all Project team and Project Board meetings.
C.Procurement services for materials, equipment and trade contracts.
D.Establishment of a preliminary cost estimate, and establishment of a final Bidding Budget for the Project(s) based on
the final 100% design milestone. All preliminary cost estimates and Bidding Budgets must include a detailed supporting
cost breakdown provided in Construction Specifications Institute outline format. The CMAR shall be required to provide
the City with a Truth in Negotiations certification as part of its Bidding Budget GMP proposal.
E.Procurement services shall be performed by the CMAR with the City and its designated procurement agent assisting in
overseeing the procurement services of the CMAR.
F.The CMAR, with the City’s cooperation, shall carry out an active program of stimulating the interest of qualified
subcontractors in bidding on the work and of familiarizing those bidders with the requirements of the projects.
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RFQ 08-24-04 PH CMAR Services for WWTP Facilities Project
G.The CMAR shall submit to the City a written "Construction Market Analysis and Prospective Bidders Report" setting out
recommendations and providing information as to prospective bidders. Prior to submission to bidders, as various bid
packages are prepared for bidding, the CMAR shall submit to the City and the Projects Engineer a list of potential
bidders. The Construction Manager shall be responsible for stimulating bidders’ interest in the local marketplace and
identifying and encouraging bidding competition. The City shall provide a current list of local and statewide suspended
and/or debarred vendors if requested by the CMAR. The City reserves the right and ability to instruct the CMAR to
remove any prospective bidder from consideration in the City’s sole discretion.
H.With consultation and supervision by the City, CMAR shall prepare invitations for bids, or requests for proposals, which
will conform to the extent possible with the City’s adopted procurement policy or, in the absence thereof, with the
procurement standards specified in the master contract(s), which may be different for the Projects. The City shall
review all solicitation packages prior to release.
I.All portions of the Projects to be subcontracted shall be competitively bid consistent with all applicable local, state and
federal requirements. The CMAR shall carry out an active program of stimulating interest of qualified local contractors,
including minority contractors, in bidding on the work and familiarizing those bidders with the requirements of this
Project. The CMAR shall obtain bids from subcontractors, vendors, consultants and from suppliers of materials or
equipment fabricated to a special design for the Projects. The CMAR shall receive at least three competitive bids per
trade package unless approved otherwise in writing by the City. Should the nature of the trade package prohibit three
competitive bids, the CMAR shall notify the City in writing as to the reason and offer suggestions, if any, to create trade
interest. The City reserves the right to make final approval of potential bidders and final award. The CMAR shall be
allowed to competitively bid on those trades they are capable of self-performing, with the exception of construction
engineering inspection services, which are not envisioned. Work performed directly by the CMAR shall be limited to no
more than 50% of the GMP unless a higher percentage is requested by the City and approved by all funding agencies
that may limit the amount of self-performed work such as EPA, WIFIA, FDEP, and/or SRF. For any construction work
that the CMAR desires to perform, bids or requests for proposals shall be submitted to and reviewed by the City, or the
City’s Engineer or Procurement Agent to avoid a conflict of interest.
J.The CMAR shall determine whether the bidders are qualified. The CMAR shall not enter into contracts without the City
or the City’s agents reviewing and approving the proposed successful bidder and the form of the CMAR’s contract
documents. The City shall review and approve all proposals and provide comments so as not to cause a delay in the
award of a contract. The City shall have the right to reject any award of subcontract which the City deems, in its sole
discretion, is not responsive or bidder is not responsible.
K.The City, being tax-exempt from State of Florida Sales Tax, reserves the right to require assignment of some or all sub-
contractor bids and agreements with materials suppliers directly to the City. The CMAR must be familiar with Florida tax
law to assist the City in taking advantage of sales tax exemptions.
L.Attendance at all City meetings and CMAR meetings.
M.The CMAR shall provide monthly progress reports encompassing updated actual cost, committed funds, spending
forecasts, milestone completion compliance, and schedule compliance depicting completed work and forecasts to
completion.
N.Cost reports shall be provided in Microsoft Excel format (latest version). Schedule reports shall be provided in a format
compatible with the City’s program management software.
O.Preparation of monthly payment applications with copies of all invoices and supporting documentation for costs
association with the payment request and release of liens.
P.Coordinate construction efforts with utility and service providers within the geographic boundaries of the area of both
Projects.
Q.Testing and other inspections.
R.Construction record keeping, including but not limited to marked drawings and shop drawings.
S.Collecting warranties.
T.Claims review and dispute resolution.
U.Cost control and value engineering.
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RFQ 08-24-04 PH CMAR Services for WWTP Facilities Project
V.Submittal of as-built drawings in AutoCAD (latest release). Background AutoCAD plans will be provided to the CMAR by
the Design Engineer for use in preparation of the as-builts.
W.The CMAR shall attend all construction meetings, prepare meeting minutes, and maintain a daily construction journal
during the construction phase describing events and conditions on the site.
X.Copies of the CMAR’s daily construction journal shall be provided to the City and the Design Engineer monthly as a
supplement to the CMAR’s construction progress reports.
Y.Such other construction-phase and post-construction phase services as may be required of the CMAR by the City as
outlined and specified in the CITY’s written CMAR agreement or amendments to CITY’s written CMAR agreement.
Z.For the orderly administration of the Projects, the CMAR shall employ a Project Management Information System
(“PMIS”). The PMIS shall be inclusive of but not limited to a Narrative Reporting Subsystem, a Schedule Control
Subsystem, a Budget Control Subsystem, a Project Accounting Subsystem, and Action Reports. PMIS reporting will be
performed monthly delivered at the time of the monthly invoice. PMIS software, if not owned by the CMAR, shall be
procured by the CMAR under the guidance of the Engineer and the City. The CMAR may be required by the Engineer or
the City to provide PMIS training and provide PMIS software.
INSTRUCTIONS TO RESPONDENTS
By responding to this RFQ, Respondent certifies, represents, and warrants that all information contained in Respondent’s
RFQ submittal is accurate and truthful and that the City will rely on said information during the RFQ process. Further, the
Respondent represents and warrants to the City that they have read, understand, and agree to abide by all the terms and
conditions set forth in the RFQ Package and all subsequently issued addendums. Respondent further understands and
agrees that misleading, fraudulent, untruthful, and deceitful information, whether presented to the City in writing or
verbally, shall be grounds for immediate disqualification. Additionally, Respondent agrees that the City shall have the sole
discretion to rank Respondents to this RFQ. The final ranking of the qualifications of all Respondents by the City does not
guarantee that any of the highest ranked Respondents will be selected to perform any specific projects or tasks. The City
may elect, at its sole discretion, to initiate negotiations to enter into one or more written agreements with selected
Respondents pursuant to this RFQ. Said agreements shall be approved separately by, and at the sole discretion of, the City
Commission of Winter Springs, and shall depend on numerous factors such as any successful Respondent: offering fair,
competitive and reasonable rates for their services and the Respondent’s ability to accept the terms and conditions
required by the City and deemed in the best interest of the City. Further, Respondent agrees that the City has the right to
reject, for any reason and without penalty, any, or and all Responses prior to and after the rankings are made by the City,
and that the City has the right, for any reason and without penalty, to terminate any contract negotiations commenced
under this RFQ with any Respondent at any time. In addition, the City reserves the right to both waive any minor informality
or irregularity in Responses and to determine, in its sole discretion, whether a particular irregularity or informality is minor.
Respondent shall bear all costs associated with preparing, responding, interviewing or presenting in connection with this
RFQ. The City of Winter Springs will not be liable to or pay for any such cost.
RFQ SCHEDULE and FORMAT OF RESPONSE
A pre-response conference will be held on October 16, 2024, at 8:45 AM at the City of Winter Springs City Hall Commission
Chambers. Attendance at the pre-response conference is MANDATORY for all firms interested in pursuing this work. The
following is the tentative agenda for the site visit.
8:45 – 9:00 Sign-in
9:00 – 9:30 Welcome, City Presentation, Question and Answer
9:30 – 10:00 Overview of Site 1
10:00 – 10:30 Overview of Site 2
10:30 – 11:00 Final Question and Answer Session
11:00 – 12:00 Site Visit to East WWTP Plant
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RFQ 08-24-04 PH CMAR Services for WWTP Facilities Project
Confirm pre-response conference attendance to smaclean@winterspringsfl.org by no later than
5:00 pm October 13, 2024.
The tentative schedule for this solicitation is as follows and subject to change at the City’s sole discretion:
Release of RFQ September 27, 2024
Mandatory Pre-Response Conference October 16, 2024
Deadline to Receive Questions (Electronically) October 30, 2024
Release of Question Addendum November 06, 2024
RFQ Responses Due by 2:00pm local time November 20, 2024
Evaluation Committee Short List Ranking November 29, 2024
Optional - Presentations & Interviews with Top Candidates December 05, 2024
Vendor Recommendation to City Commission TBD
Contract Negotiations TBD
City Commission Award of Contract, subject to successful negotiations TBD
Format of Response
SOQ shall include no more than fifty (50) pages (single sided), not including cover letter, table of contents,
and SF 330 Forms. Information from the SF 330 forms shall not be duplicated. In preparing the Statement
of Qualifications, interested utility engineering firms will need to organize their SOQ response in the
following format:
A.Introduction - General background information. (max. 3 pages)
B.Qualifications - Identify proposed staff, their qualifications, and other resources such as resumes
relevant to the scope of work. In this section the Engineer must identify who they will be
partnering with for this project, including partner firms, sub-contractors such as Engineers,
Landscape Architects, consultants, etc. This section will also identify the employment of each
team member, team member’s experience as it specifically relates to this type of project, and how
long the member has been with the firm and career. (max. 10 pages)
C.Project Approach and Availability - For each phase of this project, please provide how your firm
will handle this engagement. (max. 10 pages)
D.Project References (max. 5 pages) - Document experience in providing services similar in nature
to those being requested.
E.Other Required Forms. Please see attached forms. SEPARATE FROM THE 50 PAGE LIMITATION.
a.Respondent Information and Acknowledgement Form
b.Summary of Professional Experience & Capabilities Form
c.Insurance Requirements Form
d.Scrutinized Company Certification
e.Non-Collusion Affidavit
f.Drug Free Workplace Form
g.Public Entity Crimes Statement
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RFQ 08-24-04 PH CMAR Services for WWTP Facilities Project
h.Debarment, Suspension etc. Certification
i.E-Verify Statement
j.Conflict of Interest Statement
k.SMWBE Utilization Plan
l.Byrd Anti-Lobbying Certification
F.Other Relevant Information (max. 10 pages) -For paper responses, SOQ shall have no hard covers,
laminated sheets or plastic dividers. Card stock cover sheets and section divider sheets do not
add to page count. SOQ are to be bound with plastic comb or spiral type binding.
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RFQ 08-24-04 PH CMAR Services for WWTP Facilities Project
EVALUATION AND CRITERIA -
Responses will be evaluated and ranked by a selection committee composed of members selected
by the City Manager. Oral presentations of the short-listed firms may be requested by the
selection committee. A final determination of the rankings and selected firm(s) will be made by
the City Commission at a date and time to be determined.
All responses will be subject to a review and evaluation process under the terms, conditions and
procedures set forth in the RFQ. It is the intent of the City that all Respondents responding to this
RFQ who meet the minimum requirements contained in this RFQ shall be ranked, at the selection
committee’s and City Commission’s sole and absolute discretion, in accordance with the evaluation
criteria and factors established in the RFQ. The City will consider all responsive and responsible
responses received in its evaluation and award process.
A contract will be awarded to one (1) or more firms deemed the most qualified, and in the City’s
best interests as determined at the sole and absolute discretion of the City Commission of the
City of Winter Springs. Respondents shall submit information for evaluation in the categories listed
below. Submittals will be scored and weighted using the evaluation rating range table and
cumulative point system (the maximum attainable score is 100 points, plus extra 3 bonus points for
Certified minority business enterprise) as follows:
Pursuant to Florida Statutes § 287.05701, the CITY shall not request documentation regarding, consider, or give
preference based upon, a vendor’s social, political, or ideological interests when determining the vendor’s
qualifications.
No. Evaluation Criteria Max Points
Ability of Professional Personnel
Qualifications and experience of Responder's key personnel and
sub-contractors
Respondent's Past Performance and Experience
Relevant project experience of Respondent and sub-contractors
with projects that indicate proficiency in similar work
Project Approach
Respondent has demonstrated project management tools and
processes, including project management and analytical tools,
design tools, personnel, resources, best practices etc. that may be
beneficial to the project
Schedule /Timeline
Respondent has demonstrated success on similar projects
delivering a quality project in a safe manner on a timely basis
Availability of Respondent's key personnel/resources
Respondent has ready access to key personnel/resources to assist
in the project delivery or provide support to remediate issues
EXTRA BONUS POINTS: Certified Minority Business Enterprise:
The firm is a certified minority business enterprise as defined by
the Florida Small and Minority Business Assistance Act. (3 Extra
Bonus Points)
1 25
2 30
3 25
Maximum Points Potential 103
4 15
5 5
6 3
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RFQ 08-24-04 PH CMAR Services for WWTP Facilities Project
SUBMISSION AND RECEIPT OF RESPONSE
a.Provide one (1) sealed original marked as such, three (3) sealed copies marked as such and one
(1) electronic copy of your SOQ to this office by the date and time indicated. The outside of your
package must be clearly labeled with the RFQ number, title, opening date and time and the name
and address of the Respondent. The City is not responsible for late submittals via postal or mail
courier services. Receipt by the post office or mail courier prior to the deadline does not meet
the City’s deadline requirements. The clock located in the lobby of City Hall will be the official
authority for determining the time that packages are received and for determining late
responses.
b.E-mail and Facsimile (FAX) SOQ will not be considered.
c.Late SOQs will not be considered.
d.Respondents must complete and submit all the Mandatory Forms
Respondents who are preparing a submittal are expected to examine this request including all relevant
forms, terms, conditions, and instructions. All costs associated with preparation and submittal of
qualifications shall be borne entirely by the Respondent. Submittals will become the property of the
City and will become part of the public record, subsequent to award of the contract(s) or rejection of
all submittals.
GENERAL TERMS AND CONDITIONS
BACKGROUND CHECKS AND REFERENCES - During the RFQ process, Respondent consents to the City
of Winter Springs conducting credit and corporate background checks on the Respondent. Further,
the Respondent hereby consents and authorizes the City to contact any and/or all of its previous clients,
and references, of Respondent to inquire about the Respondent’s past or current performance on any
other project that the City deems to be relevant to the services requested under this RFQ.
LOBBYING - Firms shall not contact any City officials or staff members regarding this RFQ except as
provided under this RFQ and written comments or questions regarding the meaning or intent of the
RFQ shall be submitted to Stuart MacLean, Procurement Manager at smaclean@winterspringsfl.org.
ANY INDIRECT OR DIRECT COMMUNICATIONS AND LOBBYING REGARDING THIS RFQ MADE TO
MEMBERS OF THE CITY COMMISSION, MEMBERS OF THE SELECTION COMMITTEE, OR ANY OTHER CITY
OFFICIAL ARE STRICTLY PROHIBITED AND SHALL CONSTITUTE GROUNDS FOR IMMEDIATE
DISQUALIFICATION. Only questions answered by formal written addenda issued by the City will be
binding. Oral and other interpretations or clarifications will be without legal effect and may not be
relied upon by Respondents in submitting their response.
PUBLIC RECORDS - Respondents shall familiarize themselves with the provisions of the Florida Public
Records Law, especially section 119.071, Florida Statutes. Unless deemed exempt or confidential by
law, all information submitted by Respondents to the City will become a public record subject to the
provisions of the Florida Public Records Law. Unless otherwise provided by the Public Records Law,
information and materials received by the City in connection with an RFQ response and under any
awarded contract shall be deemed to be public records subject to public inspection and/or copying at
the end of the statutory exemption time period pursuant to Section 119.071, Florida Statutes.
However, certain exemptions to the Public Records Law are statutorily provided for under sections
119.07 and 119.071, Florida Statutes, and other applicable laws. If the Respondent believes any of the
information contained in its response is exempt from the Public Records Law, the Respondent must, in
its response, specifically identify the material which is deemed to be exempt and cite the legal authority
for the exemption; otherwise, the City will treat all materials received as public records. In addition,
the Respondent shall make available to the City, or any of its duly authorized representatives, any books,
documents, papers, and records of the Respondent which are directly pertinent to any contract awarded
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RFQ 08-24-04 PH CMAR Services for WWTP Facilities Project
under this RFQ for the purpose of making audit, examination, excerpts, and transcriptions. All records
shall be retained for a minimum of three (3) years after the City makes final payment under the contract
awarded under this RFQ and all other pending matters are closed by the City.
INDEMNIFICATION STATEMENT – By submitting a response document signed by an authorized agent of
the Respondent, Respondent acknowledges and accepts the terms and conditions of the following
Indemnification Statement in the event of contract award:
“For other and additional good and valuable consideration, the receipt and sufficiency of which
is hereby acknowledged, the Respondent shall indemnify and hold harmless the City of Winter Springs
and its elected and appointed officers, agents, officials, attorneys, representatives and employees
(hereinafter the “City”) against any and all liability, loss, cost, damages, expenses, injuries (including
death), claim or actions, of whatever type, including but not limited to attorney's fees in any legal
proceeding through trial and appeal, which the City may hereafter sustain, incur or be required to pay,
to the extent caused by the negligence, recklessness, or intentionally wrongful conduct of Respondent,
its agent(s), vendors, representatives, servants, employees, or other persons employed or utilized by
the Respondent in the execution, performance or non- performance or failure to adequately perform
Respondent's obligations pursuant to this RFQ and any subsequent contract, including any Task Order.
The Respondent specifically assumes potential liability for actions brought by the Respondent’s own
employees against the City and, solely for the purpose of this indemnification, the Engineer specifically
waives its entitlement, if any, to immunity under Section 440.11, Florida Statutes. This waiver has been
specifically and mutually negotiated by the parties.”
The indemnity provisions shall survive termination of any Agreement.
LIMITATION OF LIABILITY STATEMENT – By submitting a response document signed by an authorized
agent of the Respondent, Respondent acknowledges and accepts the terms and conditions of the
following Limited Liability Statement in the event of contract award:
“The City desires to enter into this contract only if in so doing the City can place a limit on the City’s
liability for any cause of action arising out of the contract, so that the City’s liability for any breach never
exceeds the sum of any contract amount that is owed by the City for services actually performed by the
Respondent to the City’s complete satisfaction. For other good and valuable consideration, the receipt
and sufficiency of which is hereby acknowledged, Respondent expresses its willingness to enter into this
contract with the knowledge that the Respondent’s recovery from the City to any action or claim arising
from the contract is limited to a maximum amount of the sum of any contract amount that is owed by
the City for services actually performed by the Respondent to the City’s complete satisfaction, and in
no case shall exceed the amount provided in Section 768.28, Florida Statutes. Nothing contained in this
paragraph or elsewhere in this contract is in any way intended either to be a waiver of the limitation
placed upon the liability of the City as set forth in Section 768.28 Florida Statutes, or to extend the
liability of the City beyond the limits established in said Section 768.28 Florida Statutes; and no claim or
award against the City shall include attorney’s fees, investigative costs, expert fees, suit costs or pre-
judgment interest.”
LIMITATION OF CAMPAIGN CONTRIBUTIONS STATEMENT - By submitting a response document signed
by an authorized agent of the Respondent, Respondent acknowledges and accepts the terms and
conditions of the following Limitation of Campaign Contributions Statement in the event of being
awarded a contract:
“The Respondent, including its chief executive officer, chief financial officer, chief operating officer, or
persons having an ownership interest exceeding five percent in the Respondent business entity, agree that
they shall not directly or indirectly make any contribution, or promise expressly or impliedly to make any
contribution, to any candidate for the Winter Springs City Commission during any time between the
execution of the contract through the completion of the contract.”
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RFQ 08-24-04 PH CMAR Services for WWTP Facilities Project
E-VERIFY REGISTRATION AND USE - Pursuant to section 448.095, Florida Statutes, beginning January 1, 2021, any
City contractors shall register with and use the U.S. Department of Homeland Security’s E- Verify system,
https://e-verify.uscis.gov/emp, to verify the work authorization status of all employees hired on and after
January 1, 2021. City Contractors must provide evidence of compliance with section 448.095, Florida Statutes.
Evidence shall consist of an affidavit from the Contractor stating all employees hired on and after January 1,
2021, have had their work authorization status verified through the E- Verify system and a copy of their proof of
registration in the E-Verify system. Failure to comply with this provision will be a material breach of the contract
and shall result in the immediate termination of the contract without penalty to the City. The City Contractor shall
be liable for all costs incurred by the City securing a replacement Contract, including but not limited to, any
increased costs for the same services, any costs due to delay, and rebidding costs, if applicable. If the City
Contractor utilizes Subcontractors, the following shall apply:
(i)Contractor shall also require all subcontractors performing work under the Agreement to
use the E-Verify system for any employees they may hire during the term of the Agreement.
(ii)Contractor shall obtain from all such subcontractors an affidavit stating the subcontractor
does not employ, contract with, or subcontract with an unauthorized alien, as defined in section
448.095, Florida Statutes.
(iii)Contractor shall provide a copy of all subcontractor affidavits to the City upon receipt and shall
maintain a copy for the duration of the Agreement.
PUBLIC ENTITY CRIMES - A person or affiliate who has been placed on the convicted vendor list following a
conviction for a public entity crime may not submit a bid, proposal, or reply on a contract to provide any goods
or services to a public entity; may not submit a bid, proposal, or reply on a contract with a public entity for the
construction or repair of a public building or public work; may not submit bids, proposals, or replies on leases of
real property to a public entity; may not be awarded or perform work as a contractor, supplier,
subcontractor, or consultant under a contract with any public entity; and may not transact business with any
public entity in excess of the threshold amount provided in s. 287.017 for CATEGORY TWO for a period of 36
months following the date of being placed on the convicted vendor list.
RIGHTS OF THE CITY - This RFQ constitutes an invitation for submission of Responses to the City. This RFQ does not
obligate the City to procure or contract for any of the scopes of services set forth in this RFQ. The City reserves and
holds at its sole discretion, various rights and options under Florida law, including without limitation, the following:
•To prepare and issue Addendums to the RFQ that may expand, restrict, or cancel any portion or all work described
in the RFQ without obligation to commence a new procurement process or issue a modified or amended RFQ.
•To receive questions from potential Respondents and to provide such answers in writing as it deems appropriate.
•To waive any informalities, technicalities or irregularities in the Responses submitted.
•To reject any and/or all Responses.
•To change the date for receipt of Responses or any deadlines and dates specified in the RFQ.
•To change the procurement and/or selection process prior to receipt of Responses.
•To conduct investigations with respect to the information provided by each Respondent and to request additional
information (either in writing or in presentations and interviews) to support such Respondent’s Response.
•To visit facilities referenced in the Respondent’s submittal at any time or times during the procurement process.
•To seek clarification of Responses from the Respondent(s) either in writing or in presentations and interviews
•To cancel the RFQ: with or without the substitution of another RFQ.
•The City reserves the right to direct purchase any tangible personal property item necessary in the procurement of
the projects for sales tax exemption reasons on the selected item(s), which may include equipment, materials, and
supplies that are components of construction. The selected CMAR shall adhere to any Owner Direct Purchase
clauses, policies and procedures specified by the City in its master contract(s), which may be different for the two
Projects (East WRF and West WRF). The City further reserves the right to designate the selected CMAR as its agent
to receive and inspect direct purchases when such purchases are made.
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RFQ 08-24-04 PH CMAR Services for WWTP Facilities Project
The City may, at its discretion, seek clarification of any aspect of a Respondent’s submittal. Selection shall be made of
the Respondents that demonstrate capability while most closely meeting the City’s needs according to the
requirements of this RFQ and the evaluation criteria and factors designated herein. Further, once the City Commission
approves a ranking of the firms, the award will depend upon the successful Respondents negotiating acceptable terms
under a CMAR Construction Agreement.
While not part of the ranking in the RFQ process, Respondents are hereby notified that should a Respondent be
selected to negotiate a contract with the City, the City will be paying significant attention to the cost of services being
offered. If the City pursues competitive negotiations with your firm and if the City cannot agree on fair, competitive,
and reasonable rates, fees, and charges for services required by this RFQ, the City will cease negotiations with your
firm. The City will then commence negotiations with the next ranked firm or firms until the City has awarded a contract
or rejected all the responses at its sole discretion.
FEDERAL, STATE and LOCAL REQUIREMENTS
This contract may be funded in whole or in part with federal funding. As such, federal laws, regulations, polices and related
administrative practices shall apply to any contract negotiated with a selected firm as required by federal law. The most
recent of such federal requirements, including any amendments made after the submission of the SOQ, shall apply, unless
the federal government determines otherwise.
Respondents must comply with Section 70914 of Public Law No. 117-58, §§ 70901-52, also known as the Infrastructure
Investment and Jobs Act (IIJA), Public Law 117-58, which includes Build America, Buy America Act (BABA).
Respondents must comply with all applicable Federal, State and City of Winter Springs requirements during the
pre-construction and construction phase of the project.
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RFQ 08-24-04 PH CMAR Services for WWTP Facilities Project
MANDATORY RESPONSE FORMS
Form 1 -Respondent Information and Acknowledgement Form
Form 2 -Summary of Professional Experience & Capabilities Form
Form 3 -Insurance Requirements Form
Form 4 -Scrutinized Company Certification
Form 5 -Non-Collusion Affidavit
Form 6 -Drug Free Workplace Form
Form 7 -Public Entity Crimes Statement
Form 8 -Debarment, Suspension etc. Certification
Form 9 - E-Verify Statement
Form 10 -Conflict of Interest Statement
Form 11 -SMWBE Utilization Plan
Form 12 -Byrd Anti-Lobbying Act Certification
Mandatory forms must be submitted with the Response.
Failure to submit forms may disqualify the Respondent from the RFQ
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RFQ 08-24-04 PH CMAR Services for WWTP Facilities Project
RESPONDENT INFORMATION AND ACKNOWLEDGEMENT FORM
RFQ # 08-24-04 PH
CMAR Services for Wastewater Treatment Plants Project
The undersigned Respondent does hereby agree to furnish the City of Winter Springs, Florida, the items listed in accordance
with the minimum requirements/evaluation criteria shown by the Request for Qualifications to be delivered to the specified
site for the price indicated.
IT IS THE RESPONDENT’S RESPONSIBILITY TO CHECK www.demandstar.com
FOR FINAL DOCUMENTS AND ADDENDA BEFORE SUBMITTAL
THIS RESPONSE MUST BE SIGNED BY THE PRINCIPAL OR DIRECTOR AS INDICATED BY THE FLORIDA DEPARTMENT OF STATE, DIVISION
OF CORPORATIONS (www.sunbiz.org). Proof of corporate signer must be submitted with Response. If not submitted, Respondent will
be considered non-responsive. Use Sunbiz website screen shot or copy of Corporate Resolution or Power of Attorney.
RESPONDENT NAME:
TAX ID# SNN or EIN:
RESPONDENT ADDRESS:
PURCHASE ORDER ADDRESS:
PHONE NUMBER:
COMPANY WEBSITE:
COMPANY CONTACT (REP):
CONTACT EMAIL ADDRESS:
SIGNATURE:
THE UNDERSIGNED:
A.Acknowledges receipt of:
1.RFP # 08-24-04 PH Pertaining To: CMAR Services for WWTP Project
2.Addenda:
Number: _________, Dated _________________.
Number: _________, Dated _________________.
B.Has examined the site and all RFQ Documents and understands that in submitting its Response, they waive all right
to plead any misunderstanding regarding the same.
C.Agrees:
1.To hold its Response open for 90 calendar days after the bid opening date.
2.To furnish the services specified in this RFQ at fair and competitive pricing and in compliance with the RFQ
Documents.
3.To accept the provisions of the Instructions to Respondents.
4.To negotiate a contract with the CITY incorporating fair and competitive prices, if selected based on this
Response.
5.To accomplish the work in accordance with the contract documents.
D.Certifies:
1.That all information contained in this Response is truthful to the best of my knowledge and belief.
2.That I am duly authorized to submit this Response on behalf of the Respondent and that the Respondent is
ready, willing, and able to perform if awarded the contract based on the Response.
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RFQ 08-24-04 PH CMAR Services for WWTP Facilities Project
SUMMARY OF PROFESSIONAL EXPERIENCE & CAPABILITIES FORM
RFQ # 08-24-04 PH
CMAR Services for Wastewater Treatment Plants Project
Use this form to provide projects that demonstrate experience and knowledge with projects that are substantially similar
to this scope of services.
The person named below certifies that the information provided below is true and correct. Respondents who knowingly
submit falsified data shall be subject to suspension and debarment subject to Section 14 of the City of Winter Springs
Purchasing Policy as amended and adopted by the City of Winter Springs City Commission May 08, 2023.
Business Name: __________________________________ RFQ: CMAR Services for WWTP
Authorized Representative: _________________________ Title: __________________________________
Personnel Assigned:
Identify, by name and title, who were or are assigned to this project and indicate their role in the project
Name: ___________________________ Title:____________________ Role: _______________________
Name: ___________________________ Title:____________________ Role: _______________________
Name: ___________________________ Title:____________________ Role: _______________________
Name: ___________________________ Title:____________________ Role: _______________________
Project Scope:
Provide detailed information regarding your firm’s role in the project and the role of key staff members who are
identified in your SOQ. Explain any discrepancy between budgeted and actual/projected costs and schedule and
actual/projected completion dates: Add addition pages as required
__________________________________________________________________________________________________
__________________________________________________________________________________________________
__________________________________________________________________________________________________
Project Name:Project Manager/Lead (from
project team):
Firm for which Project Manager
Worked:Project Reference Name/Title:
Reference Phone:Reference Email:
Project Start Date:Scheduled Completion Date:
Actual Completion Date:Total Project Budget:
Actual Project Cost:Respondent's Fee for Project:
Project Location:Project Delivery Method:
PROJECT #1 (repeat for Projects 2 - 5)
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RFQ 08-24-04 PH CMAR Services for WWTP Facilities Project
INSURANCE REQUIREMENTS FORM
Insurance Type Required Limits
Worker’s
Compensation
Statutory Limits of Florida Statutes, Chapter 440 and all Federal Government Statutory Limits
Employer’s Liability $1,000,000 each accident, single limit per occurrence
Commercial General
Liability
(Occurrence Form)
patterned after the
current ISO form
$1,000,000 single limit per occurrence
$3,000,000 aggregate for Bodily Injury Liability & Property Damage Liability.
This shall include Premises and Operations; Independent Contractors; Products & Completed
Operations & Contractual Liability.
Indemnification
To the maximum extent permitted by Florida law, the Contractor/Vendor/Consultant shall
indemnify and hold harmless City of Winter Springs, its officers and employees from any and
all liabilities, damages, losses and costs, including, but not limited to, reasonable attorneys’
fees and paralegals’ fees, to the extent caused by the negligence, recklessness, or intentional
wrongful conduct of the Contractor/Vendor/Consultant or anyone employed or utilized by the
Contractor/Vendor/Consultant in the performance of the Agreement. This indemnification
obligation shall not be construed to negate, abridge or reduce any other rights or remedies
which otherwise may be available to an indemnified party or person described in this
paragraph. This section does not pertain to any incident arising from the sole negligence of
the City of Winter Springs.
Automobile Liability $1,000,000 each person; Bodily Injury & Property Damage, Owned/Non-owned/Hired;
Automobile Included.
Other
Respondent shall ensure that all subcontractors comply with the same insurance requirements that it is required to meet. The
same Respondent shall provide the CITY with certificates of insurance meeting the required insurance provisions.
The City of Winter Springs must be named as “Additional Insured” on the Insurance Certificate for Commercial General Liability
where required.
The Certificate Holder shall be named as City of Winter Springs.
Thirty (30) days cancellation notice required.
The undersigned Respondent agrees to obtain, prior to award, if selected, insurance as stated above.
Respondent
Authorized Signature
Officer Title
Date
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RFQ 08-24-04 PH CMAR Services for WWTP Facilities Project
SCRUTINIZED COMPANY CERTIFICATION
Florida Statutes, Sections 287.135 and 215.473
Pursuant to Section 287.135, Florida Statutes (2017), a company is ineligible to, and may not, bid on, submit a Proposal for,
or enter into or renew a contract with the CITY for goods or services of:
a.Any amount if, at the time of submitting a Response for, or entering into or renewing such contract, the
Respondent is on the Scrutinized Companies that Boycott Israel List, created pursuant to s. 215.4725, or is engaged
in a boycott of Israel; or
b.One million dollars or more if, at the time of bidding on, submitting a Proposal for, or entering into or renewing
such contract, the Respondent:
Is on the Scrutinized Companies with Activities in Sudan List or the Scrutinized Companies with Activities in the Iran
Terrorism Sectors List, created pursuant to s. 215.473; or
c.Is engaged in business operations in Cuba or Syria.
Subject to limited exceptions provided in state law, the CITY will not contract for the provision of goods or services with any
scrutinized company referred to above. The Respondent must submit this required certification form attesting that it is not
a scrutinized company and is not engaging in prohibited business operations.
The following shall be grounds for termination of the contract at the option of the awarding body:
a.The Respondent is found to have submitted a false certification; been placed on the Scrutinized Companies with
Activities in Sudan List;
b.Been placed on the Scrutinized Companies that Boycott Israel List or
c.Is engaged in a boycott of Israel; or
d.Been engaged in business operations in Cuba or Syria.
e.Has been placed on a list created pursuant to s. 215.473, Florida Statutes, relating to scrutinized active business
operations in Iran.
The CITY shall provide notice, in writing, to the Respondent of any determination concerning a false certification.
a.The Respondent shall have five (5) days from receipt of notice to refute the false certification allegation.
b.If such false certification is discovered during the active contract term, the Respondent shall have ninety (90) days
following receipt of the notice to respond in writing and demonstrate that the determination of false certification
was made in error.
c.If the Respondent does not demonstrate that the CITY’s determination of false certification was made in error then
the CITY shall have the right to terminate the contract and seek civil remedies pursuant to Section 287.135, Florida
Statutes.
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RFQ 08-24-04 PH CMAR Services for WWTP Facilities Project
THIS CERTIFICATION FORM MUST BE COMPLETED AND INCLUDED IN YOUR BID RESPONSE. FAILURE TO SUBMIT THIS
FORM AS INSTRUCTED SHALL RENDER YOUR BID SUBMITTAL NON-RESPONSIVE.
a.The Vendor, owners, or principals are aware of the requirements of Section 287.135, Florida Statutes; and
b.The Vendor, owners, or principals are eligible to participate in this solicitation and not listed on the Scrutinized
Companies that Boycott Israel List or engaged in a boycott of Israel; and
c.For contracts of one million dollars or more, the Vendor, owners, or principals are eligible to participate in this
solicitation and not listed on the Scrutinized Companies with Activities in Sudan List or the Scrutinized Companies
with Activities in the Iran Terrorism Sectors List and, further, are not engaged in business operations in Cuba or
Syria; and
d.If awarded the Contract, the Vendor, owners, or principals will immediately notify the CITY in writing if any of its
company, owners, or principals: are placed on the Scrutinized Companies that Boycott Israel List, the Scrutinized
Companies with Activities in Sudan List, or the Scrutinized Companies with Activities in the Iran Terrorism Sectors
List; engage in a boycott of Israel; or engage in business operations in Cuba or Syria.
STATE OF _________________________________
COUNTY OF _______________________________
The foregoing instrument was acknowledged before me by means of (_____) physical presence or (_____) online
notarization,
this ______ day of __________, 2024 by _____________________ the _________________ of
___________________________, a ________________________ (____) who is personally known to me or (_____) who
produced ______________________________________ as identification.
Notary Public: _________________________________________________________________
Print Name: _________________________________________________________________
My Commission Expires: _______________________________________________________
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RFQ 08-24-04 PH CMAR Services for WWTP Facilities Project
NON-COLLUSION AFFIDAVIT of PRIME RESPONDENT
STATE OF
COUNTY OF
____________________________________, being duly sworn, deposes and says that:
(1)He/she is ___________________________ of ___________________________________
Title Respondent
The Respondent that has submitted the attached Response.
(2)He/she is fully informed respecting the preparation and contents of the attached Response and of all pertinent
circumstances respecting such solicitation.
(3) Such Response is genuine and is not a collusive or sham solicitation.
(4) Neither the Response nor any of its officers, partners, owners, agent representatives, employees or parties in interest
including this affiant, has in any way, colluded, conspired, or agreed, directly or indirectly, with any other Respondent, firm
or person, to submit a collusive or sham response in connection with the RFQ for which the attached Response has been
submitted or to refrain from proposing in connection with such RFQ, or has in any manner, directly or indirectly, sought by
Agreement or collusion or communication or conference with any other Respondent, firm or person to fix the price or
prices in the attached Response or of any other Respondent, or to fix any overhead, profit or cost element of the proposed
price or the proposed price of any other Response, or to secure through any collusion, conspiracy, connivance or unlawful
Agreement any advantage against the City of Winter Springs, Florida, or any person interested in the proposed Agreement.
(5) The price or prices quoted in the attached Response are fair and proper and are not tainted by any collusion,
conspiracy, or unlawful Agreement on the part of the Respondent or any of its agents, representatives, owners,
employees, or parties of interest, including affiant.
(Signed) (Title)
STATE OF _______________________________________
COUNTY OF _____________________________________
The foregoing instrument was acknowledged before me this ____________________by
_____________________________,
who is (___) personally known to me or (___) who has produced _______________________________ as identification
and
who (did / did not) take an oath.
________________________________________ (Signature of Notary Public)
________________________________________ (Name of Notary Typed, Printed or Stamped) Notary Public
________________________________________ (Commission Number)
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RFQ 08-24-04 PH CMAR Services for WWTP Facilities Project
DRUG FREE WORKPLACE FORM
The undersigned Respondent, in accordance with Florida Statute 287.087 hereby certifies that
_____________________________________________________ does:
(Name of Respondent)
1.Publish a statement notifying employees that the unlawful manufacture, distribution, dispensing, possession or
use of a controlled substance is prohibited in the workplace and specifying the actions that will be taken against
employees for violations of such prohibition.
2.Inform employees about the dangers of drug abuse in the workplace, the business’s policy of maintaining a
drug-free workplace, any available drug counseling, rehabilitation, and employee assistance programs, and the
penalties that may be imposed upon employees for drug abuse violations.
3.Give each employee engaged in providing the commodities or contractual services that are under contract a
copy of the Drug-Free statement.
4.Notify the employees that as a condition of working on the commodities or contractual services that are under
contract, employee will abide by the terms of the statement and will notify the employer of any conviction of,
or plea of guilty or nolo contendere to, any violation of Chapter 893 or of any controlled substance law of the
United States or any state, for a violation occurring in the workplace no later than five (5) days after such
conviction.
5.Impose a sanction on or require the satisfactory participation in a drug abuse assistance or rehabilitation
program if such is available in the employee’s community, by any employee who is so convicted.
6.Make a good faith effort to continue to maintain a drug-free workplace through implementation of this section.
7.As the person authorized to sign the statement, I certify that this business complies fully with the above
requirements.
(Authorized Signature) (Date)
(Print/Type Name as Signed Above
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RFQ 08-24-04 PH CMAR Services for WWTP Facilities Project
PUBLIC ENTITY CRIMES STATEMENT
SWORN STATEMENT UNDER F.S. SECTION 287.133(3) (A), ON PUBLIC ENTITY CRIMES
THIS FORM MUST BE SIGNED IN THE PRESENCE OF A NOTARY PUBLIC OR OTHER OFFICER AUTHORIZED TO
ADMINISTER OATHS.
1.This sworn statement is submitted with Response for RFQ # 08-24-04 PH CMAR Service for WWTP Project.
2.This sworn statement is submitted by (Respondent) ___________________________ whose business address is
_____________________________________ and (if applicable) Federal Employer Identification Number (FEIN)
is _____________________ (If a Sole Proprietor and you have no FEIN, include the last four (4) digits of your
Social Security Number: ___________.
3.My name is ____________________ and my relationship to the Respondent named above is ____________________.
4.I understand that a "public entity crime" as defined in Paragraph 287.133(a) (g). Florida Statutes, means a
violation of any state or federal law by a person with respect to and directly related to the transaction of business with
any public entity or with an agency or political subdivision of any other state or with the United States, including, but not
limited to, any proposal or contract for goods or services to be provided to any public entity or any agency or political
subdivision of any other state or of the United States and involving antitrust, fraud, theft, bribery, collusion,
racketeering, conspiracy, or material misrepresentation.
5.I understand that "convicted" or "conviction" as defined in paragraph 287.133(a) (b), Florida Statutes, means
finding of guilt or a conviction of a public entity crime with or without an adjudication of guilt, in any federal or state trial
court of records relating to charges brought by indictment or information after July 1, 1989, as a result of a jury verdict,
non-jury trial, or entry of a plea of guilty or nolo contendere.
6.I understand that an "affiliate" as defined in Paragraph 287.133(1) (a), Florida Statutes, means:
•A predecessor or successor of a person convicted of a public entity crime; or
•An entity under the control of any natural person who is active in the management of the entity and who has
been convicted of a public entity crime. The term "affiliate" includes those officers, directors, executives,
partners, shareholders, employees, members, and agents who are active in the management of an affiliate. The
City of Fernandina Beach, Florida ownership by one of shares constituting a controlling income among persons
when not for fair interest in another person, or a pooling of equipment or income among persons when not for
fair market value under a length agreement, shall be a prima facie case that one person controls another
person. A person who was knowingly convicted of a public entity crime, in Florida during the preceding 36
months shall be considered an affiliate.
7.I understand that a "person" as defined in Paragraph 287.133(1) (e), Florida Statutes, means any natural person
or entity organized under the laws of the state or of the United States with the legal power to enter into a binding
contract for provision of goods or services let by a public entity, or which otherwise transacts or applies to transact
business with a public entity. The term "person" includes those officers, directors, executives, partners, shareholders,
employees, members, and agents who are active in management of an entity.
8.Based on information and belief, the statement which I have marked below is true in relation to the entity submitting
this sworn statement. (Please indicate which statement applies)
____Neither the entity submitting this sworn statement, nor any officers, directors, executives, partners, shareholders,
employees, members, or agents who are active in management of the entity, nor affiliate of the entity have been
charged with and convicted of a public entity crime subsequent to July 1, 1989.
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RFQ 08-24-04 PH CMAR Services for WWTP Facilities Project
____The entity submitting this sworn statement, or one or more of the officers, directors, executives, partners,
shareholders, employees, members, or agents who are active in management of the entity, or an affiliate of the entity
has been charged with and convicted of a public entity crime subsequent to July 1, 1989. (Please attach a copy of the
final order.)
____The person or affiliate was placed on the convicted FIRM list. There has been a subsequent proceeding before a
hearing officer of the State of Florida, Division of Administrative Hearings. The final order entered by the hearing officer
determined that it was in the public interest to remove the person or affiliate from the convicted FIRM list. (Please
attach a copy of the final order.)
____The person or affiliate has not been placed on the convicted FIRM list. (Please describe any action taken by, or
pending with, the Department of General Services.)
___________________________________________________________
Signature Date:
STATE OF __________________________________
COUNTY OF ________________________________
PERSONALLY, APPEARED BEFORE ME, the undersigned authority, who, after first being sworn by me, affixed his/her
signature at the space provided above on this _______ day of ________________, 2024, and is personally known to me,
or has provided ______________________ as identification.
____________________________________________ My Commission expires: ________________
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RFQ 08-24-04 PH CMAR Services for WWTP Facilities Project
DEBARMENT, SUSPENSION and OTHER RESPONSIBILITY MATTERS
Certification A - Primary Covered Transactions
The prospective primary participant certifies to the best of its knowledge and belief that its principals:
Are not presently debarred, suspended, proposed for debarment, declared ineligible, or voluntarily excluded
from covered transactions by any Federal debarment or agency;
a.Have not within a three-year period preceding this proposal, been convicted of or had a civil
judgment rendered against them for commission of fraud or a criminal offense in connection with obtaining,
attempting to obtain, or performing a public (Federal, State, or local) transaction or contract under a public
transaction; violation of Federal or State antitrust statutes or commission of embezzlement, theft, forgery,
bribery, falsification, or destruction of records, making false statements, or receiving stolen property;
b.Are not presently indicted for or otherwise criminally or civilly charged by a governmental entity
(Federal, State, or local) with commission of any of the offenses enumerated in paragraph (1) (b) of this
certification; and
c.Have not within a three-year period preceding this application/proposal had one or more public
transactions (Federal, State, or local) terminated for cause or default.
Where the prospective primary participant is unable to certify to any of the statements in this certification,
such prospective participant shall attach an explanation of this proposal.
Instructions for Certification (A)
By signing and submitting this Bid, the prospective primary participant is providing the certification set out
below;
a.The inability of a person to provide the certification required below will not necessarily result in
denial of participation in this covered transaction. The prospective participant shall submit an explanation of
why it cannot provide the certification set out below. The certification or explanation will be considered in
connection with the department or agency’s determination whether to enter into this transaction. However,
failure of the prospective primary participant to furnish a certification or any explanation shall disqualify such
person from participation in this transaction.
b.The certification in this clause is a material representation of fact upon which reliance was placed
when the department or agency determined to enter into this transaction. If it is later determined that the
prospective primary participant knowingly rendered an erroneous
certification, in addition to other remedies available to the Federal Government, the department or agency
may terminate this transaction for cause or default.
c.The prospective primary participant shall provide immediate written notice to the department or
agency to which this proposal is submitted if at any time the prospective primary participant learns that its
certification was erroneous when submitted or has become erroneous by reason of changed circumstances.
d.The terms covered transaction, debarred, suspended, ineligible, lower tier covered transaction,
participant, person, primary covered transaction, principal, proposal, and voluntarily excluded, as used in this
clause, have the meanings set out in the Definitions and Coverage sections of the rules implementing Executive
Order 12549. You may contact the department or agency to which this proposal is being submitted for
assistance in obtaining a copy of these regulations.
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RFQ 08-24-04 PH CMAR Services for WWTP Facilities Project
e.The prospective primary participant agrees by submitting this proposal that, should the proposed
covered transaction be entered into, it shall not knowingly enter into any lower tier covered transaction with
a person who is debarred, suspended, declared ineligible, or voluntarily excluded from participation in this
covered transaction, unless authorized by the department or agency entering into this transaction.
f.The prospective primary participant further agrees by submitting this proposal that it will include the
clause titled “Certification Regarding Debarment, Suspension, Ineligibility and Voluntary Exclusion – Lower Tier
Covered Transaction,” provided by the department or agency entering into this covered transaction, without
modification, in all lower tier covered transactions and in all solicitations for lower tier covered transactions.
g.A participant in a covered transaction may rely upon a certification of a prospective participant
in a lower tier covered transaction that it is not debarred, suspended, ineligible, or voluntarily excluded
from the covered transaction, unless it knows that the certification is erroneous. A participant may decide
the method and frequency by which it determines this eligibility of its principals. Each participant may,
but is not required to, check the Non- procurement List.
h.Nothing contained in the foregoing shall be construed to require establishment of a system of
records in order to render in good faith the certification required by this clause. The knowledge and
information of a participant is not required to exceed that which is normally possessed by a prudent person
in the ordinary course of business dealings.
i.Except for transactions authorized under paragraph (6) of these instructions, if a participant in a
covered transaction knowingly enters into a lower tier covered transaction with a person who is suspended,
debarred, ineligible, or voluntarily excluded from participation in this transaction, in addition to other remedies
available to the Federal Government, the department or agency may terminate this transaction for cause of
default.
Certification B - Lower Tier Covered Transactions
a.The prospective lower tier participant certifies, by submission of this proposal, that neither it nor
its principals is presently debarred, suspended, proposed for debarment, declared ineligible, or voluntarily
excluded from participation in this transaction by any Federal department or agency.
b.Where the prospective lower tier participant is unable to certify to any of the statements in this
certification, such prospective participant shall attach an explanation to this proposal.
By signing and submitting this proposal, the prospective lower tier participant is providing the certification set
out below.
a.The certification in this clause is a material representation of fact upon which reliance was placed
when this transaction was entered into. If it is later determined that the prospective lower tier participant
knowingly rendered an erroneous certification, in addition to other remedies available to the Federal
Government, the department or agency with which this transaction originated may pursue available
remedies, including suspension and/or debarment.
b.The prospective lower tier participant shall provide immediate written notice to the person to whom
this proposal is submitted if at any time the prospective lower tier participant learns that its certification was
erroneous when submitted or has become erroneous by reason of changed circumstances.
c.The terms covered transaction, debarred, suspended, ineligible, lower tier covered transaction,
participant, person, primary covered transaction, principal, proposal, and voluntarily excluded, as used in this
clause, have the meanings set out in the Definitions and Coverage sections of rules implementing Executive
Order 12549. You may contact the person to which this proposal is submitted for assistance in obtaining a
copy of these regulations.
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RFQ 08-24-04 PH CMAR Services for WWTP Facilities Project
d.The prospective lower tier participant agrees by submitting this proposal that, should the proposed
covered transaction be entered into, it shall not knowingly enter into any lower tier covered transaction with
a person who is debarred, suspended, declared ineligible, or voluntarily excluded from participation in this
covered transaction, unless authorized by the department or agency with which this transaction originated.
e.The prospective lower tier participant further agrees by submitting this proposal that it will include
this clause title “Certification Regarding Debarment, Suspension, Ineligibility and Voluntary Exclusion – Lower
Tier Covered Transaction,” without modification, in all lower tier covered transactions and in all solicitation
for lower tier covered transactions.
f.A participant in a covered transaction may rely upon a certification of a prospective participant
in a lower tier covered transaction that it is not debarred, suspended, ineligible, or voluntarily excluded
from the covered transaction, unless it knows that the certification is erroneous. A participant may decide
the method and frequency by which it determines the eligibility of its principles. Each participant may but
is not required to check the Non- procurement List.
g.Nothing contained in the foregoing shall be construed to require establishment of a system of
records in order to render in good faith the certification required by this clause. The knowledge and
information of a participant is not required to exceed that which is normally possessed by a prudent person
in the ordinary course of business dealings.
h.Except for transactions authorized under paragraph (5) of these instructions, if a participant in a
lower covered transaction knowingly enters into a lower tier covered transaction with a person who is
suspended, debarred, ineligible, or voluntarily excluded from participation in this transaction, in addition to
other remedies available to the Federal Government, the department or agency with which this transaction
originated may pursue available remedies including suspension and/or debarment.
Respondent: Date:
Signature of Authorized Certifying Official: Title:
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RFQ 08-24-04 PH CMAR Services for WWTP Facilities Project
E-VERIFY STATEMENT
Proposal Number: RFQ # 08-24-04 PH
Project Description: CMAR Services for WWTP Project
Respondent acknowledges and agrees to the following:
Respondent shall utilize the U.S. Department of Homeland Security’s E-Verify system, in
accordance with the terms governing use of the system, to confirm the employment eligibility
of:
1.All persons employed by the Respondent during the term of the Contract to perform
employment duties within Florida; and
1.All persons assigned by the Respondent to perform work pursuant to the contract
with the CITY.
Respondent: __________________________________________________________________
Authorized Signature: __________________________________________________________
Title: ________________________________________________________________________
Date: _______________________________________________________________________
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RFQ 08-24-04 PH CMAR Services for WWTP Facilities Project
CONFLICT OF INTEREST STATEMENT
This sworn statement is submitted with Proposal for RFQ # 08-24-04 PH CMAR Services for WWTP Project
This sworn statement is submitted by (Respondent) ___________________________________ whose business address
is __________________________________________ and (if applicable) Federal Employer Identification Number (FEIN)
is ___________________________(If a Sole Proprietor and you have no FEIN, include the last four (4) digits of your
Social Security Number: ____________.)
My name is ________________________ and my relationship to the Respondent named above is__________________.
1.The above-named Respondent is submitting a Response for the City of Winter Springs.
2.The Affiant has made diligent inquiry and provides the information contained in the Affidavit based upon his/her
own knowledge.
3.The Affiant states that only one submittal for the above Response is being submitted and that the above-named
Respondent has no financial interest in other entities submitting Proposals for the same project.
4.Neither the Affiant nor the above- named Respondent has directly or indirectly entered into any agreement,
participated in any collusion, or otherwise taken any action in restraints of free competitive pricing in
connection with the Respondent’s submittal for the above Response. This statement restricts the discussion of
pricing data until the completion of negotiations if necessary and execution of the Contract for this project.
5.Neither the Respondent not its affiliates, nor anyone associated with them, is presently suspended or otherwise
ineligible from participation in contract letting by any local, State, or Federal Agency.
6.Neither the Respondent nor its affiliates, nor anyone associated with them have any potential conflict of interest
due to any other clients, contracts, or property interests for this project.
7.I certify that no member of the Respondent’s ownership or management is presently applying for an employee
position or actively seeking an elected position with the City of Winter Springs.
8.I certify that, should the Respondent be awarded a contract after successful negotiation, the execution and
approval of such contract by the City of Winter Springs City Commission shall not create a conflict of interest
under Chapter 112, Florida Statutes, Code of Ethics for Public Officers. I further certify that no member of the
Respondent’s ownership or management is a spouse, child or “relative” as defined in Section 112.3142, Florida
Statutes, of a current City Commission member.
9.In the event that a conflict of interest is identified in the provision of services, I, on behalf of the above-named
Respondent will immediately notify the City of Winter Springs.
________________________________________________________
Signature Date:
STATE OF ____________________________
COUNTY OF __________________________
PERSONALLY, APPEARED BEFORE ME, the undersigned authority, who, after first being sworn by me, affixed his/her
signature at the space provided above on this ______ day of ________________, 2024 and is personally known to me,
or has provided ____________________________________ as identification.
________________________________________ My Commission expires: ____________________
Notary Signature
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RFQ 08-24-04 PH CMAR Services for WWTP Facilities Project
SMWBE UTILIZATION PLAN
Small, Minority, and Women’s Business Enterprises (SMWBE), and Labor Surplus Area Firms Utilization
Respondent Company Name: _________________________________________________________________
Project Name : CMAR Services for WWTP Project
RFP Number : RFQ # 08-24-04 PH
CFR §200.321 requires local governments to take all necessary affirmative steps to assure that
minority business, women’s business enterprises, and labor surplus area firms are used when
possible. The CITY requires that Respondents (Prime Contractors), if subcontracts are to be
let, to take the five affirmative steps as cited below. Please describe your firm’s plan for
identifying and potential use of SMWBE and Labor Surplus Area Firms. Additional pages may
be attached, as necessary.
•Placing qualified small and minority business and women’s business enterprises on
solicitation lists.
•Assuring that small and minority businesses, and women’s business enterprises are
solicited whenever they are potential sources.
•Dividing total requirements, when economically feasible, into smaller tasks or quantities
to permit maximum participation by small and minority business and women’s business
enterprises.
•Establishing delivery schedules where the requirement permits, which encourage
participation by small and minority businesses, and women’s business enterprises and
veteran owned businesses.
•Using the services and assistance, as appropriate, of such organizations as the Small
Business Administration or the Florida Office of Supplier Diversity
https://www.dms.myflorida.com/agency_administration/office_of_supplier_diversity_osd
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RFQ 08-24-04 PH CMAR Services for WWTP Facilities Project
BYRD ANTI-LOBBYING AMENDMENT, 31 U.S.C. §1352 (as amended)
Contractors who apply or bid for an award of $100,000 or more shall file the required certification. Each tier certifies to
the tier above that it will not and has not used Federal appropriated funds to pay any person or organization for
influencing or attempting to influence an officer or employee of any agency, a member of Congress, officer or employee
of Congress, or an employee of a member of Congress in connection with obtaining any Federal contract, grant, or any
other award covered by 31 U.S.C. §1352 (as amended). Each tier shall also disclose any lobbying with non-Federal funds
that takes place in connection with obtaining any Federal award. Such disclosures are forwarded from tier to tier up to
the recipient. See below – Certification Regarding Lobbying.
Byrd Anti-Lobbying Certification
Appendix A, 44 C.F.R. Part 18 – Certification Regarding Lobbying
Certification for Contracts, Grants, Loans, and Cooperative Agreements
The undersigned certifies, to the best of his or her knowledge and belief, that:
1.No Federal appropriated funds have been paid or will be paid, by or on behalf of the undersigned, to any person
for influencing or attempting to influence an officer or employee of an agency, a Member of Congress, an officer or
employee of Congress, or an employee of a Member of Congress in connection with the awarding of any Federal
contract, the making of any Federal grant, the making of any Federal loan, the entering into of any cooperative
agreement, and the extension, continuation, renewal, amendment, or modification of any Federal contract, grant, loan,
or cooperative agreement.
2.If any funds other than Federal appropriated funds have been paid or will be paid to any person for influencing
or attempting to influence an officer or employee of any agency, a Member of Congress, an officer or employee of
Congress, or an employee of a Member of Congress in connection with this Federal contract, grant, loan, or cooperative
agreement, the undersigned shall complete and submit Standard Form-LL, “Disclosure Form to Report Lobbying,” in
accordance with its instructions.
3.The undersigned shall require that the language of this certification be included in the award documents for all
subawards at all tiers (including subcontracts, subgrants, and contracts under grants, loans, and cooperative
agreements) and that all subrecipients shall certify and disclose accordingly.
This certification is a material representation of fact upon which reliance was placed when this transaction was made or
entered into. Submission of this certification is a prerequisite for making or entering into this transaction imposed by
section 1352, title 31, U.S. Code. Any person who fails to file the required certification shall be subject to a civil penalty
of not less than $10,000 and not more than $100,000 for each such failure.
Byrd Anti-Lobbying Amendment, 31 U.S.C. §1352 (as amended)
The Respondent, __________________________________, certifies or affirms the truthfulness and accuracy of each
statement of its certification and disclosure, if any. In addition, the Respondent understands and agrees that the
provisions of 31 U.S.C. Chapter 38, Administrative Remedies for False Claims and Statements, apply to this certification
and disclosure, if any.
Signature of Respondent’s Authorized Official
Name and Title of Respondent’s Authorized Official
Date
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RFQ 08-24-04 PH CMAR Services for WWTP Facilities Project
EXHIBIT “A”
COST MODEL GUIDELINES
ARTICLE 1 - INTRODUCTION
As part of performance of the Pre-Construction and Construction Services, the Construction Manager at Risk shall
prepare, at each milestone set forth in this Article, a Cost Estimate Submittal for Construction Services of the Project.
This Exhibit “A” describes the requirements that the Construction Manager at Risk shall follow to prepare its Cost
Model and the Cost Estimate Submittals. Each Cost Estimate Submittal shall represent an “open-book” cost estimate
detailing both the direct and indirect cost components.
The Cost Estimate Submittal at each milestone will be submitted to the City for review and comment. The
City shall either:
1. Accept the Cost Estimate Submittal;
2. Accept the Cost Estimate Submittal with exceptions that the Construction Manager at Risk will need to
incorporate in subsequent Cost Estimate Submittal (i.e., the cost estimate with the next design
submittal or milestone); or
3. Reject the Cost Estimate Submittal for additional refinement or development to meet the City’s
requirements.
The Construction Manager at Risk shall be required to provide a Cost Estimate Submittal at the following
milestones, if applicable:
· 30% Design;
· 60% Design;
· 90% Design; and
Upon acceptance by the City of the Cost Estimate Submittal, which could occur at the 60, or 90 percent Design Submittal
milestone, the Construction Manager at Risk will be directed to prepare a Guaranteed Maximum Price (GMP) Submittal.
The GMP Submittal requirements shall be in accordance with Part II (Scope of Services) of the Agreement.
ARTICLE 2 - COST ESTIMATE SUBMITTAL REQUIREMENTS
2.01 Organization of the Cost Estimate Submittal
Construction Manager at Risk shall prepare each Cost Estimate Submittal containing the following
components in the following order:
A. Cost Estimate Summary Memorandum
B. Attachment 1 – Cost Model
C.Attachment 2 – Assumptions and Exclusions
D. Attachment 3 – Subcontractor and Supplier Estimates and/or Bids
E. Attachment 4 – Allowance Items
F. Attachment 5 – Construction Manager at Risk Contingency Costs Support Information
G. Attachment 6 – General Conditions Costs Support Information
H. Attachment 7 – Start-up, Commissioning, and Acceptance Testing Costs Support Information
I. Attachment 8 – Updated Letter from Surety
J. Attachment 9 – Updated Construction Schedule
Construction Manager at Risk shall provide two (2) paper copies of each Cost Estimate Submittal in 3-ring
binders or other appropriate format, as well as provide one (1) flash drive containing an electronic copy in
Adobe PDF format.
A.Cost Estimate Submittal Review Memorandum will be provided from the EOR to the Construction Manager
at Risk that will include the City’s comments regarding the Cost Estimate Submittal, and whether the City
accepts, accepts with exceptions, or rejects the Cost Estimate Submittal. A meeting will be held to discuss
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RFQ 08-24-04 PH CMAR Services for WWTP Facilities Project
the City’s review comments, as well as how the Construction Manager at Risk intends to address such
comments and incorporate those comments into either a revised Cost Estimate Submittal or the subsequent
Cost Estimate Submittal (i.e., the cost estimate with the next design submittal).
The following subsections describe in detail the information to be provided within each Cost Estimate
Submittal component.
2.02 Cost Estimate Summary Memorandum
The Cost Estimate Summary Memorandum shall consist of a narrative summary of the cost estimate that
includes, at a minimum, the following:
A. Summary of costing activities since the previous Cost Estimate Submittal.
B. Changes made subsequent to the previous cost estimate and reasons for the changes. Changes should be
clearly denoted between the current cost estimate and the prior cost estimate.
C. Response to City’s comments on prior Cost Estimate Submittal.
D. List of proposed major equipment with the procurement status for each. The procurement status should
include supplier pre-qualification activities and suppliers pre-qualified to-date.
E. List of proposed construction package subcontracts with the procurement status for each. The procurement
updates should include subcontractor pre-qualification activities and subcontractors prequalified to-date.
F. Current contingency value and the approach to determining the value.
G. A cost summary table similar in nature and content to Table 1-1 (below). The Total Construction Cost is the
cost that Construction Manager at Risk estimates to complete the Final Design and Construction. The Total
Construction Cost will be the basis for the Base Guaranteed Maximum Price presented in the GMP Submittal.
Cost Element 30% Design 60% Design 90% Design
Direct Costs
Construction Costs
Allowances
Subtotal Direct Costs (A)
Construction Manager at Risk Contingencies
Escalation
Construction Manager at Risk Risks
Scope Gap/Exclusions
Subtotal Construction Manage at Risk Contingency (B)
Indirect Costs
General Conditions Payment
Start-up, Commissioning & Acceptance Testing
Insurance
Bonds
Sales Tax
Subtotal Other Indirect Costs (C)
Construction Manager at Risk Fee (D)
Total Construction Manager at Risk Construction Phase Services (A+B+C+D)
Pre-Construction Phase Services (E)
Total Construction Manager at Risk Cost (A+B+C+D+E)
Table 1-1
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RFQ 08-24-04 PH CMAR Services for WWTP Facilities Project
2.03 Attachments
The Construction Manager at Risk shall update the attachments described below at each milestone to reflect design
progression and refinement of Project during Pre-Construction Phase services. Such attachments shall be included in the
GMP Submittal.
1.Attachment 1 shall include a line-item cost breakdown of all Construction Manager at Risk costs, including all labor,
materials, subcontractor, and supplier cost elements consistent with Association for the Advancement of Cost
Engineering - International (AACEi) practices. The organization of the Construction Manager at Risk’s cost model should
follow the organization of Table 1-1 such that all direct costs, professional services costs during Final Design and
Construction, other indirect costs, etc. are accurately accounted for.
2.The direct costs shall be organized by each designated facility/area. The facility/area designations will be agreed upon
by both the City and Construction Manager at Risk.
3.For work performed by the Construction Manager at Risk (i.e., self-performance), direct costs
should be distinguished as such and should be presented in conformance with Construction
Specifications Institute (CSI) Master Format 1995 Edition to include the following Divisions:
•Division 1 – General Requirements
•Division 2 – Site Construction
•Division 3 – Concrete
•Division 4 – Masonry
•Division 5 – Metals
•Division 6 – Wood and Plastics
•Division 7 – Thermal and Moisture Protection
•Division 8 – Doors and Windows
•Division 9 – Finishes
•Division 10 – Specialties
•Division 11 – Equipment
•Division 12 – Furnishings
•Division 13 – Special Construction
•Division 14 – Conveying Systems
•Division 15 – Mechanical
•Division 16 – Electrical
•
4.The Divisions, as shown above, may change depending on the CSI Master Format Edition being used for the Project
and as approved by the City.
5.An example cost model format is provided in Table 1-2 below. The cost model format by Construction Manager at Risk
does not need to match the example exactly but rather the level of detail and intent reflected in the example.
6.General Conditions Costs (typically considered Division 1) shall be those costs according to a breakdown approved by
the City. A separate line item shall be included for costs associated with each of the Construction Manager at Risk
supervisory and administrative personnel.
7.For work not performed by the Construction Manager at Risk (e.g., competitively bid, subcontracted or vendor
supplied), corresponding direct costs should be delineated as such and do not have to be presented in the CSI format.
If a quote or bid is received for a particular cost element (e.g., major equipment, subcontracted work package), the
cost model line item shall correspond to the quotes and bids provided in Attachment 3 of the Cost Estimate Submittal
(ex., line item cost for concrete material shall correspond to the bid price provided by selected concrete supplier). Line
item costs shall include all applicable taxes and fees.
8.The total cost reflected in the cost model shall equal the Total Construction Manager at Risk Cost provided in the Cost
Estimate Summary Memorandum.
9.The cost model should include listing of vehicles, material/hoisting equipment and other construction-related
equipment required to complete the scope of the Project
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RFQ 08-24-04 PH CMAR Services for WWTP Facilities Project
B.Attachment 2 – Assumptions and Exclusions:
1.Attachment 2 shall include a list of all assumptions, clarifications, and exclusions that Construction Manager at
Risk used to determine the project costs.
2.Assumptions, clarifications, and exclusions which are contrary to an express contract term shall not be used in
interpreting the rights and obligations of the Parties under the Agreement.
C.Attachment 3 – Subcontractor and Supplier Estimates and/or Bids:
1.Attachment 3 shall include a copy of all subcontractor and supplier quotes or bids received by Construction
Manager at Risk. The quotes and bids shall be organized by facility/area and/or bid package. A summary sheet
shall be provided for each bid package listing the supplier/subcontractor that provided quotes/bids, the price
from each quote/bid, the supplier/subcontractor selected or recommended, the reason for selection (i.e., low
bid, best-value, etc.), and any scope deficiencies (scope gap/exclusions) and corresponding cost estimate for
the deficiencies (as estimated by the Construction Manager at Risk). One summary sheet can be used for each
bid package. Quotes and bids from respective subcontractors and suppliers shall explicitly describe the scope
of services associated with the quote or bid (including assumptions, exclusions, and clarifications), and shall
include a quantity and unit price breakdown of primary work elements.
2.It is expected that as the design progresses (e.g. 50% to 70% Design Submittal) most supplier and
subcontractor bids will be obtained by Construction Manager at Risk, rather than estimates/quotes, and will
be used as the basis for the Cost Estimate Submittal.
3. For sole-source of major equipment (defined as all treatment process and hydraulic conveyance related
equipment that has a purchase price greater than $50,000) or subcontracts which may be procured from a
sole source by the Construction Manager at Risk without receiving three (3) competitive bids, the
Construction Manager at Risk shall provide, for each piece of major equipment, documentation listing the
purchase price of three (3) similar systems procured within 24 months.
D.Attachment 4 – Allowances:
1.Attachment 4 shall include a detailed description of each allowance item proposed by Construction Manager
at Risk along with a proposed cost for each allowance item. Each allowance item description shall consist of a
summary description of the allowance item, an itemized list of scope items included within allowance item,
and any specific and applicable exclusions to allowance item.
Item Number
Work Element
Description
Takeoff
Quantity
Labor
Cost/Unit
Labor
Quantity Labor Price
Material
Cost/Unit
Material
Quantity
Material
Price
Subcontractor
Cost TOTAL COST
Facility 210
Division 3
03 - 100 Concrete
03-101
Concrete
Material
03-102
Reinforcing
Steel
03-103 Formwork
03-104 Cranes
03-105
Concrete
Pumping
Subtotal 03-100
Subtotal Division 3
Table 1-2 Example of Cost Model Format
City of Winter Springs - East and West Wastewater Treatment Facilities Design and Construction Phase Services
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RFQ 08-24-04 PH CMAR Services for WWTP Facilities Project
E.Attachment 5 – Construction Manager at Risk Contingency Support Information:
1.Attachment 5 shall include a breakdown of Construction Manager at Risk contingencies consisting of:
a.Escalation of materials and goods; and
b.Construction Manager at Risk risks; and
c.Scope gap/exclusions not included as part of the construction costs (i.e., direct costs for self-performance,
subcontracted, or supplier work).
Attachment 5 shall contain all financial and probability-of-occurrence analysis and other support information that was
used by Construction Manager at Risk to determine the value of the contingencies
2.For escalation contingencies, the Construction Manager at Risk shall detail the escalation approach and
methodology used for determining materials and goods escalation over the project duration. Escalation for
equipment, supply contracts, and subcontracts should not be included within the escalation contingency if
such costs were included within the subcontract and equipment packages (e.g., proposers were required to
include escalation in its pricing).
3.For Construction Manager at Risk contingencies, a risk register in accordance with Part II (Scope of Services)
and/or risk model of all project risks assumed by Construction Manager at Risk shall be included with a
corresponding monetary value associated with each risk. The risk register and/or model shall include risk
description, risk likelihood/probability, consequence of occurrence (monetary value/cost), mitigation
approach, and risk assignment. A copy of the risk model will be provided to the City.
4.For scope gap/exclusions contingencies, the Construction Manager at Risk shall detail omissions not included
within equipment or subcontracted packages. Scope gap/exclusions may include known deficiencies or issues
with a package that do not conform to Construction Manager at Risk or City specifications/requirements.
Scope gap/exclusions should be delineated by facility/area and/or bid package.
5. The monetary value of the contingencies shall equal the Construction Manager at Risk Contingency amount
provided in the Cost Estimate Summary Memorandum.
F.Attachment 6 – General Conditions Costs Support Information:
1.This attachment shall include information to support the general conditions costs provided in the cost model.
2.The Construction Manager at Risk shall provide an organizational chart of its Construction Phase staff and a
person-hour analysis including costs of base wages or salaries of supervisory and administrative personnel of
the Construction Manager at Risk. Supervisory and administrative personnel include the Project Manager,
Project Superintendent, Project Engineer, Scheduler, and Field Engineer. A multiplier of ___% (to be provided
by Construction Manager at Risk) applied to such base wages or salaries of such Construction Manager at Risk
supervisory and administrative personnel as compensation for costs incurred by the Construction Manager at
Risk for employee benefits, project-related bonuses, premiums, taxes, insurance, contributions and
assessments required by law and collective bargaining agreements.
3.The Construction Manager at Risk shall include the following cost information, at a minimum, for developing
the Field Office and Construction Supply Costs for Construction Manager at Risk staff:
o Construction Manager at Risk field office mobilization and demobilization
o Office trailer rental
o Office furniture and equipment
o Office janitorial
o Document reproduction services (off-site or custom)
o Copy machines, fax machines, printers, scanners, and paper shredders
o Office computers, software, and maintenance
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RFQ 08-24-04 PH CMAR Services for WWTP Facilities Project
o Office telephones, and telephone and internet service
o Accounting and data processing costs
o Jobsite radios/cellular phones
o Postage, courier, and express delivery Scheduling expenses and job meeting expenses
o Job travel, including fuel and vehicle
o Temporary parking and laydown areas
o Storage facilities, both on and off site, as appropriate
o Tools and toolshed
o Surveying equipment and supplies
o Office supplies
o Project specific signage
o Reference manuals
o Employee identification system
o Business licenses and fees
4.The Construction Manager at Risk shall include the following cost information, at a minimum, for developing
the Temporary Amenities for Construction Manager at Risk Project Site activities:
o Facilities for drinking water and sanitation to support field offices (drinking water system will be
metered)
o Provide fire protection, site security, power generation, communications, and appropriate lighting for
temporary facilities.
o Traffic control equipment rental
o Temporary weather protection facilities
o Fencing, barricades, partitions, and protected walkways
o Site erosion control
5.The Construction Manager at Risk shall include cost information for maintaining a clean Project site through
the Project duration, which includes daily site cleanup and dumpsters, Cleanup at Substantial Completion,
and Cleanup at Final Completion.
6.The Construction Manager at Risk shall include cost information for developing and maintaining a
Construction Trade Training Program and the Health and Safety Program.
7.The Construction Manager at Risk shall include cost information to visually document project progress using
photographs, videos, and aerials.
G.Attachment 7 – Start-up, Commissioning and Acceptance Testing Costs Support Information:
1.Attachment 7 shall include information to support the start-up, commissioning, and acceptance testing costs
provided in the cost model.
2.The Construction Manager at Risk shall provide an organizational chart of its start-up, commissioning, and
acceptance testing staffs; a conceptual plan for performing these activities; and person-hour and cost analysis
for the associated activities.
3.The Construction Manager at Risk shall provide the costs elements for warranty periods following substantial
completion.
H.Attachment 8 – Updated Letter from Surety:
This attachment shall include an updated letter from the surety (or sureties) verifying that Construction
Manager at Risk has sufficient bonding capacity available for the Project based on the current cost estimate.
I.Attachment 9 – Updated Construction Schedule:
This attachment shall include an updated summary-level (i.e., roll-up) schedule for the Construction Phase
(Phase 2) in accordance with Part II (Scope of Services) that should be consistent with the completion
durations included in the cost model all direct costs (by facility/area) and indirect costs (i.e., General
Conditions).
64
CONSTRUCTION MANAGER AT RISK
WASTEWATER TREATMENT FACILITIES
RFQ #08-24-04 PH
CITY OF WINTER SPRINGS, FLORIDA
DIGITAL
65
THE WHARTON-SMITH
TEAM IS WINTER SPRINGS
LET’S GET TO WORK!
66
TABLE OF CONTENTS
CITY OF WINTER SPRINGS, FLORIDA | RFQ # 08-24-04 PH FOR
CMAR WASTEWATER TREATMENT FACILITIES
Tab A. Introduction .............................................................................. pg. 3
Tab B. Qualifications ........................................................................... pg. 7
Tab C. Approach & Availability .......................................................... pg. 22
Tab D. Project References ................................................................ pg. 38
Tab E. Other Required Forms ........................................................... pg. 43
Tab F. Other Relevant Information .................................................. pg. 64
67
A. INTRODUCTIONA. INTRODUCTION
foley wastewater treatment plant modifications | PERRY, FL
DESIGN - BUILD
100 MGD
CONFIDENTIAL >$120 M
68
TAB A: INTRODUCTION CITY OF WINTER SPRINGS, FLORIDA | RFQ # 08-24-04 PH FOR
CMAR WASTEWATER TREATMENT FACILITIES
Page 3
Stuart MacLean
Procurement Manager
City of Winter Springs, Florida
1126 East SR 434
Winter Springs, FL 32708
(407) 327-7581
smaclean@winterspringsfl.org
Dear Mr. MacLean:
The City of Winter Springs is poised to embark on the most critical infrastructure project
in its history. With growing regulatory demands and a community that is calling for urgent
improvements to its wastewater treatment system, this project represents a pivotal moment
in the City’s development. Wharton-Smith fully understands the significance of this project
and the responsibility we carry as the Construction Manager-at-Risk (CMAR). Our extensive
experience with complex, high-stakes water and wastewater projects in Central Florida
makes us uniquely qualified to deliver this success story for Winter Springs.
Since 1984, Wharton-Smith has been a trusted partner in building and enhancing the communities we serve, and Winter Springs is no exception.
From local schools to the City’s previous water treatment expansion, we’ve been a part of your growth every step of the way. Our mission has always
been to “exceed our clients’ expectations by performing with the highest levels of quality, professionalism, and fairness, and by communicating with
honesty and integrity at all times.” This approach has allowed us to become the Central Florida leader in wastewater construction.
A COMMITTED AND EXPERIENCED TEAM
Wharton-Smith has assembled a seasoned project team of professionals with deep expertise in advanced wastewater treatment (AWT) projects,
local project delivery, and CMAR processes. We recognize the scale and complexity of the Winter Springs wastewater treatment facilities project, and
our team is fully dedicated to ensuring its success. Most importantly, our team is deeply rooted in the Winter Springs and Seminole County
communities. Our employees live and work in the area, and many are Winter Springs residents. We are not just your contractor—we are your
neighbors. This commitment to the local community ensures that our success is aligned with the City’s best interests.
A PARTNERSHIP BUILT ON LOCAL EXPERTISE AND LONG-TERM RELATIONSHIPS
Wharton-Smith has been actively engaged with City staff for over seven years in preparation for this project. We know your facility, your community,
and your specific needs. No other CMAR firm has the same level of understanding or experience working alongside Winter Springs.
Our leadership team includes:•Nathan Hillard – Principal-In-Charge, with more than 40 CMAR projects in Central Florida.•Erik Anderson, PE – CMAR Director, who is known for his collaborative approach to fast-tracking wastewater treatment designs with full City
staff and engineering team engagement.•Drew Gumieny – Senior Project Manager, who recently managed the Hamlin WRF project, a 5MGD $114M greenfield wastewater facility for
Orange County that was completed on-time and under budget.
Nathan, Erik, and Drew are committed to dedicating their full attention to this project, ensuring its smooth execution without distraction from other
large-scale projects.
KEY QUALIFICATIONS THAT SET US APART
1. A VESTED INTEREST IN WINTER SPRINGS: Many of our team members, including CMAR Director Erik Anderson and Chairman of the
Board Ron Davoli, are Winter Springs residents. Wharton-Smith has been headquartered in Seminole County since 1984, and we are part of the
fabric of this community. We understand the importance of this project and the responsibility we bear to deliver it successfully.
2. A FULLY DEVELOPED EMERGENCY RESPONSE TEAM: Given the age of the existing wastewater facilities, particularly the East
Wastewater Plant, we anticipate potential challenges with aging infrastructure. Our critical response team, including St. Cloud Welding, who
is already performing work at the East plant, is well-equipped to address these challenges. This team will ensure that any issues are resolved
promptly, minimizing downtime and maintaining project momentum.
3. PROVEN HISTORY WITH YOUR DESIGN TEAM: Wharton-Smith has a long-standing history of successful collaboration with Carollo
Engineers on CMAR and Design-Build projects for major Florida clients, including JEA, Toho Water, and the City of Tampa. We have built strong
relationships with Carollo’s primary subcontractor, Kimley-Horn, and our shared experience will ensure seamless execution from day one. The
cohesion between our teams is built on years of working together to deliver challenging projects.
4. EXTENSIVE DESIGN AND CONSTRUCTION EXPERIENCE: Wharton-Smith is the #1 builder of advanced wastewater treatment and CMAR
wastewater projects in Florida. We have successfully completed dozens of similar projects along the I-4 corridor, and we encourage Winter
Springs to speak with neighboring municipalities—such as Altamonte, Oviedo, Orlando, Sanford, and
SCAN TO MEET WHARTON-SMITH'SCHAIRMAN OF THE BOARD!
69
TAB A: INTRODUCTION CITY OF WINTER SPRINGS, FLORIDA | RFQ # 08-24-04 PH FOR
CMAR WASTEWATER TREATMENT FACILITIES
Page 4
Seminole County—about our past performance and successful project
deliveries.
5. A PLAN TO PROTECT AND EXPAND YOUR PROJECT
FUNDING: Wharton-Smith is a leader in executing SRF-funded
projects and understands the intricacies of staying within the funding
guidelines, including compliance with American Iron & Steel, Davis-
Bacon, and certified payroll requirements. We have proactively
added Lee Hale, a local grant funding expert, to assist the City
in pursuing additional funding opportunities to enhance your
project.
6. THE ABILITY TO DELIVER THE PROJECT AT THE LOWEST
COST: With an unwavering focus on cost control, Wharton-Smith is
one of the few firms that “hard-bids” and wins water/wastewater
projects in Florida. Our in-house self-performance capabilities,
lean operations, and strong buying power allow us to offer the
most competitive pricing. We have the best pricing for wastewater
products, including process equipment, pipes, valves, concrete, and
rebar. Additionally, our strong past performance enables us to secure
the lowest bond and insurance costs, ensuring that your project stays
within budget.
7. A POOL OF LOCAL RESOURCES: This project requires
immediate attention, and we are prepared to dedicate the
necessary resources to ensure its timely completion. With over 800
employees, including more than 230 in-house craft laborers
based in Florida, we can mobilize quickly to meet project demands.
Our self-perform capabilities in critical areas such as concrete
work and complex mechanical systems allow us to control quality,
schedule, and safety.
8. A PLAN FOR ON-TIME PROJECT DELIVERY: Wharton-Smith’s
detailed design and procurement plan is geared towards fast-tracking
the project, ensuring we leverage our deep understanding of your
facility and the resources at our disposal. Our relationships with local
subcontractors and suppliers further enhance our ability to meet
deadlines and ensure high-quality work. We will keep the project on
track and ensure it is completed on time, within budget, and to the highest standards.
A FULL COMMITMENT TO YOUR PROJECT’S SUCCESS
Wharton-Smith is more than just a contractor; we are your partner collaborating in the success of the City of Winter Springs. Our team is
committed to delivering the wastewater treatment facilities you need, expect, and deserve. We bring decades of experience, local expertise, and a
deep commitment to the Winter Springs community to every phase of this project. We stand ready to dedicate the resources, expertise, and energy
necessary to bring this vital project to life.
With our experienced team and unwavering dedication to quality and community, we are confident in our ability to deliver your project on time, within
budget, and to the highest standards of excellence.
Very Respectfully,
Nathan Hillard, EIT, DBIA Erik Anderson, PE, Assoc. DBIA
Principal-in-Charge CMAR Director
Wharton-Smith Wharton-Smith
750 Monroe Rd. 750 Monroe Rd.
Sanford, FL 32771 Sanford, FL 32771
STATS THAT MATTER
#1 RANKED
WASTEWATER FIRM IN FLORIDA (ENR, 2023)
$2B+
WATER/WASTEWATERCMAR PROJECTS
$1B
PROJECTS FUNDED BY FLORIDA SRF AND GRANTS
$998M+
IN PROJECTS WITH
CAROLLO
70
TAB A: INTRODUCTION CITY OF WINTER SPRINGS, FLORIDA | RFQ # 08-24-04 PH FOR
CMAR WASTEWATER TREATMENT FACILITIES
Page 5
FIVE-STAGE BARDENPHO
Experience with 5-stage bardenphos that
matters:
• DO and ORP Sampling
• Slide Gates
• Splash Protection
• Internal Recycle
• MLSS Concentration
• Startup Sequencing
WW TREATMENT PLANTS
Experience in the Florida
water industry that matters:
• #1 Florida-based
wastewater builder in
SouthEast (ENR, 2023)
• #5 wastewater builder in
U.S. (ENR, 2023)
• 40 Years headquartered
in Sanford
• 230+ in-house craftsmen
that self-perform WWTP
work $500M +
annual w/ww volume
$800M +
SRF/Grant Funded Projects <5 years
WASTEWATER TREATMENT
Experience with Wastewater Treatment that matters:
• Process Equipment - Technical Acumen
• Plant Control Systems Expertise
• Proven Startup Process
• Understanding of Biological Treatment
CLARIFIERS
Experience with clarifiers that matters:
• Density and Stamford Baffles
• Sludge Blanket Control
• Scum Systems
• RAS/WAS
30+ W/WW Expansion projects (in past 15 years)$1B+ FDEP Funded Projects
BENEFIT TO WINTER SPRINGS
Our team will have no learning curve as we have “best in class” experience with every single project component.
TECHNICAL EXPERTISE WITH YOUR CRITICAL COMPONENTS WILL LOWER COST AND SAVE TIME.
HEADWORKS
Experience with all aspects of headworks that matters:
• Grit Removal and Conveyence
• Screenings and Compaction
• Washdown Systems
• Influent Sampling
• Odor Control
ALL OF THE CITY OF WINTER SPRINGS KEY PROJECT
COMPONENTS ARE WHARTON-SMITH’S CORE COMPETENCIES
CMAR DELIVERY
Refined CMAR processes that matter to you:
• Preconstruction services (with dedicated staff)
• Owner Direct Purchase (ODP)
• Competitive bidding process
• Open-book transparency $3B+
in Florida CMAR
200+
CMAR water/wastewater projects
100+
Florida municipal CMAR clients
30+
Similar Systems Completed
5Concurrent Similar Systems
500+
WWTP in Florida
500+ MGD
WW projects
$4.5B+ in W/WW projects
75+
Clarifiers installed
40+ Similar systems
71
TAB A: INTRODUCTION CITY OF WINTER SPRINGS, FLORIDA | RFQ # 08-24-04 PH FOR
CMAR WASTEWATER TREATMENT FACILITIES
Page 6
BIG
DISCIPLINE # of Employees
Wharton-Smith
ADMINISTRATIVE 200
EXECUTIVE MANAGEMENT 69
FIELD ADMINISTRATIVE 27
FIELD CRAFT 146
FIELD MANAGEMENT 135
FIELD SUPERVISOR 62
INTERN 46
OFFICE MANAGEMENT 199
COMPANY WIDE 884
99
540
Pieces of Equipment
Employees in Central Florida
Equipment is wholly-owned by Wharton-Smith
110
793
Seminole County Residents
Employees in
Florida
33
Winter Springs / Oviedo Resident Employees
WHARTON-SMITH CENTRAL FLORIDA RESOURCES.BIGBIGLOCAL TEAM RESOURCES!
The Wharton-Smith team has ample and available resources to successfully complete this City of Winter Springs Wastewater Treatment Facilities project. We have a total of 540 permanent Central Florida resident employees and an in-house equipment fleet of 99 units available at our disposal, less than twenty minutes from each of your plants. This project will be managed by our on-site team with executive and corporate-level support from Wharton-Smith’s Corporate Headquarters in Sanford, Florida.
BEING LOCAL MATTERS!
»LOWER EXPENSES TO CONDUCT WORK
TRANSLASTES TO BETTER SPENT TAX DOLLARS
»FASTER RESPONSE TIMES INSURING LESS DOWN
TIME AND GREATER SCHEDULING ADVANTAGES
»HOMETOWN TEAM MEANS A VESTED INTEREST
IN OUR COMMUNITY
Our closest team member and Chairman of the Board Ron Davoli, is less then 500 feet from the East Plant. Erik Anderson, your CMAR Director and Single-Point-of-Contact residing just 1 mile from the East Plant. Wharton-Smith has unmatched expertise, quality, reputation, and is founded on hometown pride.
OFFICES:
WHARTON-SMITH REGIONAL OFFICES
WHARTON-SMITH HEADQUARTERS
WINTER SPRINGS WWTF
OVIEDO RESIDENT EMPLOYEES
WINTER SPRINGS RESIDENT EMPLOYEES1617
LEGENDWHARTON-SMITH REGIONAL OFFICE
WHARTON-SMITH CORPORATE OFFICES
WINTER SPRINGS WWTF
72
B. QUALIFICATIONSB. QUALIFICATIONS
BUCKMAN WWTP BIOSOLIDS AND IMPROVEMENTS | JACKSONVILLE, FL
CMAR
52.5 MGD
$296 M
73
CITY OF WINTER SPRINGS, FLORIDA | RFQ # 08-24-04 PH FOR
CMAR WASTEWATER TREATMENT FACILITIES
Page 7
TAB B: QUALIFICATIONS
“I HAVE BEEN EXTREMELY IMPRESSED WITH THE VALUE ENGINEERING AND TIME SAVINGS INITIATIVES WHARTON-SMITH HAS RECOMMENDED. SO FAR, WHARTON- SMITH HAS SAVED THE CITY OF LEESBURG APPROXIMATELY $2.1M AND HAS DELIVERED THE FINAL GMP THREE WEEKS AHEAD OF SCHEDULE.” —CLIFFORD KELSEY, PUBLIC WORKS DIRECTOR, CITY OF LEESBURG
Dwayne Kreidler, PE, Associate DBIA
Senior Preconstruction Manager
Sean White, PE, CGC
Vice President of Preconstruction
Services, Lead Estimator
CITY OF WINTER SPRINGS
CONSTRUCTION MANAGER AT RISK
DIRECTOR
Erik Anderson, PE, Assoc. DBIA Single Point of Contact
PRECONSTRUCTION
CONSTRUCTION- EAST PLANT CONSTRUCTION- WEST PLANT*
Josh Burns, PE, DBIA Senior Project Manager, West
Shawn CalabreseSenior Superintendent, West
Travis Grant Senior Project Engineer, West
Drew Gumieny, DBIA
Senior Project Manager
Phillip Corsair
Senior Superintendent
Jim Kleen, LEED Vertical Buildings Project Manager
Dillon LeClair, Senior Project Engineer
EXECUTIVE SUPPORT
CONSTRUCTION
Nathan Hillard, EIT, DBIA
Principal-In-Charge
Mike Alexakis, EIT, DBIA Senior Construction Director
CRITICAL RESPONDER
CORPORATE MANAGEMENT
Ron Davoli, PE | Chairman of the Board
Tim Smith, PE, CGC, CMC | President & CEO
Patrick J. Hewitt, CGC, CMC | COO - Water
Darin A. Crafton | COO - Commercial (Vertical)
Travis Chaput | Corporate Safety Director
Rebecca Titus | Communications Director
Michael Tompkins | Virtual Design Engineer
Steven Smith | Senior Craft Foreman
Chris Gayner | Production and Quality Executive
CONSTRUCTION SERVICES
SUPPORT TEAM
ORGANIZATIONAL CHART DELINEATING PERSONNEL ASSIGNED TO PROJECTWharton-Smith has provided the organizational chart to the right. Our project specific chart depicts staff assigned to the City of Winter Springs Wastewater Treatment Facilities. Each key staff member has been selected based on their technical expertise, CMAR experience, and availability for this project. Our proposed CMAR Director Erik Anderson will serve as your single point of contact.
If East and West are to be constructed concurrently, note the addition of the West team.
ORGANIZATIONAL CHART SHOWING THE CORPORATE MANAGEMENT STRUCTURE OF THE RESPONDENT. Wharton-Smith has provided the corporate management structure below. Our corporate management is located in Seminole County; with Ron Davoli, Wharton-Smith’s Chairman of the Board (and over 20 years with Wharton-Smith) residing adjacent (as the crow flies he is <500 feet), from the City’s East Plant. Each corporate management team member is committed to providing any resources needed to fulfill your project needs.
The significant age and wear to your existing plants will require a quick response should conditions warrant a temporary repair. We have assembled a “Critical Response Team”, proactively dedicated to support any critical needs during construction. See page 36 for more!
Mike Alexakis, EIT, DBIA Senior Construction Director
Robert Lightsey General Superintendent
Randy Behe, Master ElectricianSinns and Thomas
O’Dell Lollis | Master WelderSt. Cloud Welding
Bob Kittinger | Branch ManagerFerguson Enterprises
CITY OF WINTER SPRINGS
SEMINOLE COUNTY RESIDENT
RESIDENT KEY
100+100+ CMAR CLIENTS ARE FLORIDA MUNICIPALITIES
230+230+ IN-HOUSE CRAFTWORKERS
40 40 YEARS IN BUSINESS 85%85% REPEAT CLIENTS
308 308 COMBINED YEARS OF EXPERIENCE
200+ 200+ CMAR W/WW PROJECTS IN FLORIDA
840+840+ TOTAL EMPLOYEES
$$3B3B++ CMAR PROJECTS IN FLORIDA
#1#1 FLORIDA WATER CONTRACTOR
““
Mike Seiple | Master ElectricianSinns and Thomas, Winter Springs, FL
Lee Hale | Funding SpecialistHale Innovations, Maitland, FL
PRECONSTRUCTION SUPPORT
““* A secondary team is assembled if both plants are to be constructed simultaneously.
32+ 32+ CURRENT & ONGOING PROJECTS WITH CAROLLO
$998M+ $998M+ PROJECTS WITH CAROLLO
74
TAB B: QUALIFICATIONS CITY OF WINTER SPRINGS, FLORIDA | RFQ # 08-24-04 PH FOR
CMAR WASTEWATER TREATMENT FACILITIES
Page 8
ERIK ANDERSON, PE, ASSOC. DBIA
CONSTRUCTION MANAGER AT RISK DIRECTOR
SINGLE POINT OF CONTACT
ROLE & DUTIES | 100% AVAILABILITYErik is serving as the Construction Manager At Risk Director on the project. He provides problem-solving advice to the project team and is responsible for analyzing and mitigating project risks, and managing project resources. Erik is a Winter Springs resident and has a vested interest in the success of these projects.
EXPERIENCE
Wharton-Smith – 19 years
Overall – 20 years
EDUCATION
BS, Mechanical Engineering,
University of Central Florida
MS, Industrial Engineering,
University of Central Florida
LICENSES / CERTIFICATIONS
• Designated Design-Build Associate
(DBIA)
• OSHA 10-Hour
• Standard First Aid & CPR
RELEVANT PROJECT EXPERIENCE
Bay Laurel Community Development District, Bay Laurel North WRF
Bay Laurel, FL | $119.4 M | CMAR | SRF Funding
Wharton-Smith served as the Construction Management at Risk (CMAR) for the greenfield
construction of the North WRF for the Bay Laurel Center CDD. The north system includes
a new headworks 2.5 MGD 4-stage Bardenpho, calrifiers, RAS/WAS filters, new
collection system with lift stations, 22,000 LF of force main, new master pump station
to divert from existing WWTP, new public access reuse system including 6.75-MG of
reclaimed water storage, effluent pump system, RIBS for times of low reuse demand,
and a new state-of-the-art Operations Building.
City of Leesburg, Leesburg Turnpike WWTF
Lake County, FL | $61.5 M | WWTP | CMAR
Wharton-Smith provided Construction Management at Risk on the Leesburg Turnpike
Wastewater Treatment Facility (WWTF) Improvements project for the City of Leesburg,
FL. The project team modified three existing SBR basins by adding mechanical mixing/
aeration equipment/piping, constructed a fourth, fifth, and sixth new SBR basin along
with mixing/aeration equipment, and constructed a new decant water pump station
to pump SBR decant water to two disk filters. The team was required to demolish
existing centrifugal screw pumps to facilitate the new decant pump station. The team
also constructed a sodium hypo feed system that included a new pre-engineered metal
building, effluent and in-plant re-use pump stations and improvements, and four aerobic
digesters. Also, new chlorine contact chambers, new belt filter press, new refeed plant
electrical and new onsite power generator.
Toho Water Authority, Sand Hill Rd. WRF Upgrade and Expansion
Kissimmee, FL | $51.0 M | CMAR
Wharton-Smith provided Construction Manager at Risk (CMAR) services for the upgrade
and expansion of Toho Water Authority’s existing Sand Hill Road WRF.
The scope of the project included headworks rehabilitation, new treatment train with
A2O2 process, rehabilitation of the existing treatment trains, modifications to existing
influent splitter, new 90-foot clarifier, new RAS/WAS pump station, expansion of the
chlorine contact chamber, new 3-MG reject storage tank, and 5,000+ LF of 16 to 24-inch
piping. The project also consisted of significant improvements to the public access reuse
system with new pumps and large-diameter reclaimed water mains.
“Wharton-Smith was a critical
strategic partner that not
only helped us establish the
criteria for the [Wastewater
Treatment] expansion but also
helped us achieve our capacity
requirements in the most
economically feasible manner.
Their support and ability
to adapt to every changing
requirements helped the City
of Leesburg ensure wastewater
treatment is not a limiting
factor to growth in our service
area.” - Clifford Kelsey, Public
Works Director Leesburg,
Florida
LEADERSHIP SEMINOLE ALUMNI
DBIA CHAIR 2024
CHRISTIAN HELP VOLUNTEER
CAREER COACH
WINTER SPRINGS RESIDENT
Indicates reference project featured in Tab D
75
TAB B: QUALIFICATIONS CITY OF WINTER SPRINGS, FLORIDA | RFQ # 08-24-04 PH FOR
CMAR WASTEWATER TREATMENT FACILITIES
Page 9
EXPERIENCE
Wharton-Smith – 20 years
Overall – 22 years
EDUCATION
BS, Civil Engineering,
University of Central Florida
LICENSES / CERTIFICATIONS
• Designated Design-Build
Professional (DBIA)
• Registered Engineer in Training
(EIT) - State of Florida
• OSHA 40-Hour
• Standard First Aid & CPR
RELEVANT PROJECT EXPERIENCE
Bay Laurel Community Development District, Bay Laurel North WRF
Bay Laurel, FL | $119.4 M | CMAR | SRF Funding
Wharton-Smith served as the Construction Management at Risk (CMAR) for the greenfield
construction of the North WRF for the Bay Laurel Center CDD. The north system includes
a new headworks 2.5 MGD 4-stage Bardenpho, calrifiers, RAS/WAS filters, new
collection system with lift stations, 22,000 LF of force main, new master pump station
to divert from existing WWTP, new public access reuse system including 6.75-MG of
reclaimed water storage, effluent pump system, RIBS for times of low reuse demand,
and a new state-of-the-art Operations Building.
City of Leesburg, Leesburg Turnpike WWTF
Lake County, FL | $61.5 M | WWTP | CMAR
Wharton-Smith provided Construction Management at Risk on the Leesburg Turnpike
Wastewater Treatment Facility (WWTF) Improvements project for the City of Leesburg,
FL. The project team modified three existing SBR basins by adding mechanical mixing/
aeration equipment/piping, constructed a fourth, fifth, and sixth new SBR basin along
with mixing/aeration equipment, and constructed a new decant water pump station
to pump SBR decant water to two disk filters. The team was required to demolish
existing centrifugal screw pumps to facilitate the new decant pump station. The team
also constructed a sodium hypo feed system that included a new pre-engineered metal
building, effluent and in-plant re-use pump stations and improvements, and four aerobic
digesters. Also, new chlorine contact chambers, new belt filter press, new refeed plant
electrical and new onsite power generator.
City of Daytona, Fl, Westside Regional WRF Pump Station & Headworks
Daytona Beach, FL | $22.0 M | WWTP | Design-Build | SRF Funding
The City selected Wharton-Smith as the Design-Builder and Hazen & Sawyer as the
Designer to complete the Westside WRF in-plant pump station and headworks project.
The project goals include a pump station that can efficiently pump the full range of
expected flows; a grit removal system that removes 95% of influent grit; effective
screening; equalization to provide consistent flows and loads to the secondary process;
and restoration of reliability through new equipment and improved redundancy and
controls.
NATHAN HILLARD, EIT, DBIA
PRINCIPAL - IN - CHARGE
ROLE & DUTIES | 20% AVAILABILITYNathan ensures that Wharton-Smith takes the lead in maintaining a collaborative working environment, including our owners and engineer partners, as we deliver the City of Winter Springs an award winning project. He is responsible for ensuring that Wharton-Smith maintains the highest levels of integrity, professionalism, and technical expertise to finish all Wharton-Smith projects on-time and under budget.
“It was imperative that
we meet or improve the
schedule on this project. The
stormwater pump station
serves a critical purpose in our
community. This pump station
alleviates flooding concerns
in vital areas of our City
[Altamonte Springs] including
Crane’s Roost Park. Wharton-
Smith did an outstanding job
of maintaining the project
schedule and completed the
project on-time, even when
presented with obstacles.”
- Karen McCullen, PE Senior
Engineering Project Manager
Indicates reference project featured in Tab D
LEADERSHIP SEMINOLE ALUMNI
DBIA PROFESSIONAL
76
TAB B: QUALIFICATIONS CITY OF WINTER SPRINGS, FLORIDA | RFQ # 08-24-04 PH FOR
CMAR WASTEWATER TREATMENT FACILITIES
Page 10
EXPERIENCE
Wharton-Smith – 18 years
Overall – 18 years
EDUCATION
BS, Civil Engineering,
University of Central Florida
LICENSES / CERTIFICATIONS
• Designated Design-Build
Professional (DBIA)
• Registered Engineer in Training
(EIT) - State of Florida
RELEVANT PROJECT EXPERIENCE
Orange County Government, Hamlin WRF and Master Pump Station
Winter Garden, FL | $114.8 M | WWTP
Wharton-Smith provided general contracting services at the Hamlin Water Reclamation
Facility for the Orange County Board of Commissioners. This new 5.0 MGD facility includes
all systems such as a preliminary treatment structure with screening, grit, and odor
control; activated sludge treatment train with BNR process and diffused aeration; process
air blower system and building; secondary clarifiers and clarifier splitter box; plant pump
stations; tertiary filters; chlorine contact tank; chemical feed and storage systems; sludge
holding tanks, gravity belt thickener equipment, a 5 million gallon ground storage tank, and
a variety of pumps (NRCY, Scum, RAS, WAS, VT Transfer, VT HSP). Also included in this project
is 3,600 linear feet of 36” diameter off-site force main and an off-site, $8 million master
pump station complete with a CIP wet well, electrical building, and odor control system.
City of Leesburg, Leesburg Turnpike WWTF
Lake County, FL | $61.5 M | WWTP | CMAR
Wharton-Smith provided Construction Management at Risk on the Leesburg Turnpike
Wastewater Treatment Facility (WWTF) Improvements project for the City of Leesburg, FL.
The project team modified three existing SBR basins by adding mechanical mixing/aeration
equipment/piping, constructed a fourth, fifth, and sixth new SBR basin along with mixing/
aeration equipment, and constructed a new decant water pump station to pump SBR decant
water to two disk filters. The team was required to demolish existing centrifugal screw
pumps to facilitate the new decant pump station. The team also constructed a sodium hypo
feed system that included a new pre-engineered metal building, effluent and in-plant
re-use pump stations and improvements, and four aerobic digesters. Also, new chlorine
contact chambers, new belt filter press, new refeed plant electrical and new onsite power
generator.
Bay Laurel Community Development District, Bay Laurel North WRF
Bay Laurel, FL | $119.4 M | CMAR | SRF Funding
Wharton-Smith served as the Construction Management at Risk (CMAR) for the greenfield
construction of the North WRF for the Bay Laurel Center CDD. The north system includes a
new headworks 2.5 MGD 4-stage Bardenpho, calrifiers, RAS/WAS filters, new collection
system with lift stations, 22,000 LF of force main, new master pump station to divert from
existing WWTP, new public access reuse system including 6.75-MG of reclaimed water
storage, effluent pump system, RIBS for times of low reuse demand, and a new state-of-
the-art Operations Building.
“Through cooperative
efforts and partnership... it
is aniticipated the units will
be capable of treating water
[early]... easing the water
shortage that has faced the
region. The Wharton-Smith
staff has performed in a
highly professional manner.
The management and field
staff have demonstrated a
high degree of construction
expertise.” - Patrick J.
Lehman, P.E. Peace River
Manasota Regional Water
Supply Authority
Indicates reference project featured in Tab D
MIKE ALEXAKIS, EIT, DBIA
SENIOR CONSTRUCTION DIRECTOR | CRITICAL RESPONSE TEAM
ROLE & DUTIES | 100% AVAILABILITYMike is responsible for providing leadership for City of Winter Springs Wastewater Treatment Facility project construction, and responsding to any emergency needs. He works with Wharton-Smith executives, managers, and superintendents on the development of potential responses, budgets, and methods. Mike also interfaces with clients and engineers as needed on project progress, issues, and concerns.
SEMINOLE COUNTY RESIDENT LEADERSHIP SEMINOLE ALUMNI IMPOWER BOARD OF DIRECTORS
77
TAB B: QUALIFICATIONS CITY OF WINTER SPRINGS, FLORIDA | RFQ # 08-24-04 PH FOR
CMAR WASTEWATER TREATMENT FACILITIES
Page 11
DREW GUMIENY, DBIA
SENIOR PROJECT MANAGER | EAST PLANT
ROLE & DUTIES | 100% AVAILABILITYDrew provides direct management oversight for the East plant project team. He takes an active role in key milestone events in the preconstruction phase to include the partnering session, GMP development, value engineering, constructability and schedule review. He oversees construction and leverages his experience and expertise to ensure the project remains on schedule and within budget.
SEMINOLE COUNTY RESIDENT
EXPERIENCE
Wharton-Smith – 16 years
Overall – 18 years
EDUCATION
BS, Civil Engineering,
University of Central Florida
LICENSES / CERTIFICATIONS
• Designated Design-Build
Professional (DBIA)
• OSHA 10-Hour
• Stormwater Management
RELEVANT PROJECT EXPERIENCE
Orange County Government, Hamlin WRF and Master Pump Station
Winter Garden, FL | $114.8 M | WWTP
Wharton-Smith provided general contracting services at the Hamlin Water Reclamation
Facility for the Orange County Board of Commissioners. This new 5.0 MGD facility includes
all systems such as a preliminary treatment structure with screening, grit, and
odor control; activated sludge treatment train with BNR process and diffused aeration;
process air blower system and building; secondary clarifiers and clarifier splitter box;
plant pump stations; tertiary filters; chlorine contact tank; chemical feed and storage
systems; sludge holding tanks, gravity belt thickener equipment, a 5 million gallon ground
storage tank, and a variety of pumps (NRCY, Scum, RAS, WAS, VT Transfer, VT HSP). Also
included in this project is 3,600 linear feet of 36” diameter off-site force main and an off-
site, $8 million master pump station complete with a CIP wet well, electrical building, and
odor control system.
City of Leesburg, Leesburg Turnpike WWTF
Lake County, FL | $61.5 M | WWTP | CMAR
Wharton-Smith provided Construction Management at Risk on the Leesburg Turnpike
Wastewater Treatment Facility (WWTF) Improvements project for the City of Leesburg,
FL. The project team modified three existing SBR basins by adding mechanical mixing/
aeration equipment/piping, constructed a fourth, fifth, and sixth new SBR basin along
with mixing/aeration equipment, and constructed a new decant water pump station
to pump SBR decant water to two disk filters. The team was required to demolish
existing centrifugal screw pumps to facilitate the new decant pump station. The team
also constructed a sodium hypo feed system that included a new pre-engineered metal
building, effluent and in-plant re-use pump stations and improvements, and four aerobic
digesters. Also, new chlorine contact chambers, new belt filter press, new refeed plant
electrical and new onsite power generator.
City of Daytona, Fl, Westside Regional WRF Pump Station & Headworks
Daytona Beach, FL | $22.0 M | WWTP | Design-Build | SRF Funding
The City selected Wharton-Smith as the Design-Builder and Hazen & Sawyer as the
Designer to complete the Westside WRF in-plant pump station and headworks project.
The project goals include a pump station that can efficiently pump the full range of
expected flows; a grit removal system that removes 95% of influent grit; effective
screening; equalization to provide consistent flows and loads to the secondary process;
and restoration of reliability through new equipment and improved redundancy and
controls.
“Wharton-Smith
demonstrated an overall
commitment to a successful
project throughout the
construction period. Wharton-
Smith suggested several value
added changes that were
implemented improving the
overall quality of the project.
Their approach ... established
a spirit of cooperation that
extended through the life
of the project.” -Brad W.
Vanlandingham, P.E. Sr.
Engineering Manager, Black
& Veatch
Indicates reference project featured in Tab D
78
TAB B: QUALIFICATIONS CITY OF WINTER SPRINGS, FLORIDA | RFQ # 08-24-04 PH FOR
CMAR WASTEWATER TREATMENT FACILITIES
Page 12
EXPERIENCE
Wharton-Smith – 14 years
Overall – 19 years
CERTIFICATIONS
• OSHA 10-Hour
• Maintenance of Traffic
• Confined Space
RELEVANT PROJECT EXPERIENCE
Orange County Government, Hamlin WRF and Master Pump Station
Winter Garden, FL | $114.8 M | WWTP
Wharton-Smith provided general contracting services at the Hamlin Water Reclamation
Facility for the Orange County Board of Commissioners. This new 5.0 MGD facility includes
all systems such as a preliminary treatment structure with screening, grit, and odor
control; activated sludge treatment train with BNR process and diffused aeration; process
air blower system and building; secondary clarifiers and clarifier splitter box; plant pump
stations; tertiary filters; chlorine contact tank; chemical feed and storage systems; sludge
holding tanks, gravity belt thickener equipment, a 5 million gallon ground storage tank, and a
variety of pumps (NRCY, Scum, RAS, WAS, VT Transfer, VT HSP). Also included in this project is
3,600 linear feet of 36” diameter off-site force main and an off-site, $8 million master pump
station complete with a CIP wet well, electrical building, and odor control system.
Clay County Utilities Authority (CCUA), Peter's Creek WRF Expansion
Clay County, FL | $55.1 M | WWTP
Wharton-Smith is currently providing general contracting services for the construction of
Clay County Utility Authority's new 1.5 MGD Peter's Creek Water Reclamation Facility (WRF).
In addition to the construction of the water reclamation facility, the scope also includes
pipelines, reclaimed water management system, and storm water management system.
Interim modifications are being performed on the existing 0.2 MGD single-stage nitrification
treatment process into a 0.35 MGD 4-stage Bardenpho BNR treatment process. Reclaimed
water will be pumped from the new Peter's Creek WRF to the Governor's Park Reclaimed
Water Pump Station through about 7 miles of new pipelines.
Orange County Government, FL, East Service Area Potable Water Storage & Reclaimed
Water Storage & Repump Facility—Orlando, FL | $13.3M | WWTP
Wharton-Smith provided General Contracting services for the East Service Area Potable Water
Storage & Reclaimed Water Storage and Repump Facility in Orange County, FL. This project
included the construction of a 2.5 MG potable water storage tank, 1.5 MG reclaimed water
storage tank, 7200 gallons per minute potable water high service re-pumping system,
a 4,000 gallons per minute reclaimed water re-pumping system, variable speed pumps
and controls housed in the buildings, instrumentation and controls using SCADA, water
disinfection system, emergency generator and fuel storage tank. Also included is yard piping,
transmission piping, stormwater retention basins, parking area, roadway lift station, and
restrooms.
“They worked with our
project team to meet our
project budget in a creative
and diligent manner.
Importantly, Wharton-Smith
personnel were always
willing to listen to our needs,
working cooperatively to
solve potential concerns well
before they could otherwise
become problems. We truly
enjoy working with Wharton-
Smith.” -Terra L. Reffit, Chief
Inspector, Orange County
Utilities [Hamlin WRF]
Indicates reference project featured in Tab D
PHILLIP CORSAIR
SENIOR SUPERINTENDENT | EAST PLANT
ROLE & DUTIES | 100% AVAILABILITYPhillip is responsible for the East plant supervision and coordination of the day-to-day activities of the subcontractors and Wharton-Smith employees, including safety inspections, daily reports, three-week look ahead schedules, delivery coordination, production planning, weekly subcontractor coordination meetings, storage and installation requirements, quality control, labor and equipment resources, project final quality, and start-up, testing, and final close-out.
79
TAB B: QUALIFICATIONS CITY OF WINTER SPRINGS, FLORIDA | RFQ # 08-24-04 PH FOR
CMAR WASTEWATER TREATMENT FACILITIES
Page 13
RELEVANT PROJECT EXPERIENCE
Aurelia M. Cole K-8 Academy
Lake County Schools | $51.0 M | CMAR
Wharton-Smith recently provided Construction Management at Risk services for the
new Aurelia M. Cole Academy for Lake County Schools. This state-of-the-art K-8
campus sits on the old Clermont Middle School site, all of which was demolished
except for the auditorium as a part of Wharton-Smith’s scope of work. The new main
classroom building (143,372 SF) houses administrative offices, engineering labs,
science labs, a multi-purpose dining room, a kitchen, a dance studio, classrooms,
collaborative spaces, culinary, music, and several other supportive spaces needed
for a school campus. The standalone gymnasium building (17,400 SF) includes a full
basketball court, telescoping bleachers, associated locker room spaces, and several
support spaces. Additionally, the auditorium (8,875 SF) received a complete renovation
from flooring to roofing, including but not limited to seating, acoustic panels, gypsum
wall assemblies, concession areas, stage lighting, and sound systems.
Orange Technical College West Campus
Orange County Public Schools | $49.0 M | CMAR
Wharton-Smith is providing Construction Management at Risk services for the Orange
Technical College West Campus for Orange County Public Schools. The Orange
Technical Colleges offer career training programs for high school aged students and
adults in a number of career fields. The OTC West Campus will house training programs
for Human Service (i.e. Cosmetology and Esthetics) and Building & Construction Trades
like Building Construction
Braman Motorcars, Braman Porsche, Bentley, Rolls Royce, & Luxury
Preowned—$40M *
Barron Development, 699 S. Federal Hwy—$6M *
GFI Capital Resources Group, Inc., Ritz Carlton Residences—$39M *
Warehouse District Flats, LLC, District Flats Apartments—$30M *
*Denotes personal experience
JIM KLEEN, LEED AP
VERTICAL BUILDINGS PROJECT MANAGER
ROLE & DUTIES | 100% AVAILABILITYJim provides daily leadership to commercial project teams while overseeing all phases of his projects. He is responsible for ensuring projects are completed on time and to the client’s satisfaction and for providing executive guidance and problem-solving advice to project managers and superintendents. Jim assists in staffing, outlining project plans, setting project goals/deadlines, and evaluating performance of his teams.
WINTER SPRINGS RESIDENT
EXPERIENCE
Wharton-Smith – 2 years
Overall – 37 years
EDUCATION
Project Leadership, Cornell
University
LICENSES / CERTIFICATIONS
• LEED Accredited Professional
• OSHA 30 Hour
“I can say without hesitation
that the Wharton-Smith staff
continues to work with our
team to identify opportunities
to improve each project. They
aren’t afraid of a challenge
and are always looking to
bring the best value to the
clients they serve. Our teams
effortlessly work together to
provide value by having our
finger on the pulse of today’s
material cost escalations
and extended procurement
periods which is critical to
the success of the projects.”
-Ed Napier, Director of
Construction Zyscovich
(Architect on Aurelia Cole
Academy)
WINTER SPRINGS RESIDENT
80
TAB B: QUALIFICATIONS CITY OF WINTER SPRINGS, FLORIDA | RFQ # 08-24-04 PH FOR
CMAR WASTEWATER TREATMENT FACILITIES
Page 14
EXPERIENCE
Wharton-Smith – 3 years
Overall – 31 years
EDUCATION
BS, Environmental
Engineering,
University of Central
Florida
LICENSES /
CERTIFICATIONS
• Associate Design-Build
Professional (DBIA)
• Professional Engineer -
State of Florida
City of Leesburg, Leesburg Turnpike WWTF Phase 1
Improvements, and Phase 2
Lake County, FL | $57.9 M | WWTP | CMAR
City of DeLand, Wiley M. Nash WRF Expansion
DeLand, FL | $78.4 M | CMAR | SRF Funding
Seminole County, Yankee Lake WTF
Lake Mary, FL | $15.0 M | Individual Experience
DWAYNE KREIDLER, PE, ASSOC. DBIA
SENIOR PRECONSTRUCTION MANAGER
ROLE & DUTIES | 100% AVAILABILITY As Sr. Preconstruction Manager, Dwayne will lead all preconstruction efforts such as design and constructability reviews, cost estimating, schedule development, risk management, selection of qualified subcontractors, and development of the Guaranteed Maximum Price (GMP). His experience devising effective strategies to reduce costs through value engineering will ensure a best-value GMP for the City of Winter Springs.
EXPERIENCE
Wharton-Smith – 21 years
Overall – 30 years
EDUCATION
BS, Environmental
Engineering,
University of Central
Florida
LICENSES /
CERTIFICATIONS
• Professional Engineer -
State of Florida
• Certified General
Contractor - State of
Florida
• OSHA 10-Hour
Toho Water Authority, Sand Hill Rd. WRF Upgrade and
Expansion Kissimmee, FL | $51.0 M | CMAR
City of Leesburg, Leesburge Turnpike WWTF Improvements City
of Tarpon Springs, FL | $36.0 M | CMAR
Orange County Government, Hamlin WRF and Master Pump
Station Winter Garden, FL | $114.8 M | WWTP
Bay Laurel Community Development District, Bay Laurel North
WRF Bay Laurel, FL | $119.4 M | CMAR | SRF Funding
SEAN WHITE, PE, CGC
VICE PRESIDENT OF PRECONSTRUCTION / LEAD ESTIMATOR
ROLE & DUTIES | 25% AVAILABILITYAs Lead Estimator, Sean will assist with the preparation and issuance of bid packages, track and analyze data to reduce gaps between estimates and actual costs, and obtain and track subcontractor bids to negotiate price that lead to a best-value GMP. His vast experience also provides our team with an additional set of eyes for constructability reviews and value engineering opportunities. Sean will also collaborate with the City to
develop a subcontractor selection process.
Indicates reference project featured in Tab D
Indicates reference project featured in Tab D
SEMINOLE COUNTY RESIDENT
81
TAB B: QUALIFICATIONS CITY OF WINTER SPRINGS, FLORIDA | RFQ # 08-24-04 PH FOR
CMAR WASTEWATER TREATMENT FACILITIES
Page 15
EXPERIENCE
Sinns & Thomas – 13 years
Overall – 18 years
EDUCATION
Coursework at University
of Central Florida
LICENSES /
CERTIFICATIONS
• Unlimited Electrical
Master Electrician
License - EC13006446
• OSHA 10-Hour
EXPERIENCE
Hale Funding – 3 years
Overall – 14 years
EDUCATION
MS, Engineering, Marshall
University
BS, Civil Engineering,
West Virginia University
Institute of Technology,
MEMBERSHIPS
Design Build Institute
of America (DBIA) State
Executive Board Member
Florida Section American
Water Works Association
(FSAWWA)
Toho Water Authority, Sand Hill Rd. WRF Upgrade and
Expansion Kissimmee, FL | $6.7 M | CMAR Electrical Scope
Dyal WTP Chemical Conversion and Reliability
Improvements City of Cocoa | $2.1 M | CMAR Electrical Scope
Iron Bridge 480V Improvements
City of Orlando | $11.7 M
2023 FDEP Resilient Florida Program, Winter Haven, FL |
$6.375M - Lee and his team successfully pursued funding for the
Bradco Farm Nature Park Wetland Restoration project.
Water Resource Facility Owner’s Rep Services, Winter
Haven, FL - Lee is providing services to the City of Winter Haven
Water Department for the funding of their new, approximately
$450-million water resource facility.
Septic to Sewer Funding Master Plan - Lee prepared a
Septic to Sewer Funding Master Plan for a client that has
approximately $1.8B in septic to sewer conversion needs.
MIKE SEIPLE
ELECTRICAL SUBJECT MATTER EXPERT | SINNS & THOMAS
ROLE & DUTIESAs our Electrical SME, Mike will provide valuable input on electrical design and constructability reviews, value engineering, schedules, and cost estimates that will add value to our preconstruction services deliverables. Sinns and Thomas has a trained workforce that is ready to meet and exceed the needs of your project; based from thier offices in Longwood, near State Road 434 & Highway 17-92.
LEE HALE
FUNDING SPECIALIST | HALE FUNDING SOLUTIONS
ROLE & DUTIES Lee is uniquely positioned as a grant writer to understand the funding world while providing valuable input to assist the CMAR team in beneficial phasing, design alternatives, and timing during the project development process. Lee is proud that Hale Innovation wins approximately 64% of the applications they submit, with a 76% in rate in 2023.
Indicates reference project featured in Tab D
LEADERSHIP SEMINOLE ALUMNI AND BOARD OF DIRECTORS BOYS & GIRLS CLUB VOLUNTEER
82
TAB B: QUALIFICATIONS CITY OF WINTER SPRINGS, FLORIDA | RFQ # 08-24-04 PH FOR
CMAR WASTEWATER TREATMENT FACILITIES
Page 16
EXPERIENCE
Wharton-Smith – 15 years
Overall – 16 years
EDUCATION
BS, Civil Engineering,
University of Central
Florida
LICENSES /
CERTIFICATIONS
• Designated Design-
Build Professional
(DBIA)
• Licensed Professional
Engineer- State of
Florida
City of Daytona, Fl, Westside Regional WRF Pump Station &
Headworks Daytona Beach, FL | $22.0 M | WWTP | Design-Build | SRF
Funding
City of Winter Springs, FL Winter Springs WTP #1 Upgrades Winter
Springs, FL | $3.62 M
City of Fort Meyers, FL South AWWTF Reclaim Expansion
Ft. Meyers, FL | $54.1 | CMAR
Toho Water Authority, Cypress West WRF Expansion
Kissimmee, FL | $23.4 | CMAR
JOSH BURNS, PE, DBIA
SENIOR PROJECT MANAGER | WEST PLANT (IF PLANTS RUN CONCURRENT)
ROLE & DUTIES | 100% AVAILABILITYJosh provides direct management oversight for the project team on the West plant. He takes an active role in key milestone events in the preconstruction phase to include the partnering session, GMP development, value engineering, constructability and schedule review. He oversees construction and leverages his experience and expertise to ensure the project remains on schedule and within budget.
SHAWN CALABRESE
SENIOR SUPERINTENDENT | WEST PLANT (IF PLANTS RUN CONCURRENT)
ROLE & DUTIES | 100% AVAILABILITYShawn is responsible for the West plant supervision and coordination of the day-to-day activities of the subcontractors and Wharton-Smith employees, including safety inspections, daily reports, three-week look ahead schedules, delivery coordination, production planning, weekly subcontractor coordination meetings, storage and installation requirements, quality control, labor and equipment resources, project final quality, and start-up, testing, and final close-out.
Indicates reference project featured in Tab D
EXPERIENCE
Wharton-Smith – 17 years
Overall – 24 years
CERTIFICATIONS
• OSHA 10-Hour
• Maintenance of Traffic
• Trenching
City of Cocoa, Cocoa Chemical Conversion Reliability Improvements and New
Training Building at Dyal WTP Christmas, FL | $19.8 M | CMAR
Toho Water Authority, Cypress West WRF Expansion
Kissimmee, FL | $23.4 | CMAR
Toho Water Authority, Sand Hill Rd. WRF Upgrade and Expansion
Kissimmee, FL | $51.0 M | CMAR
Orange County Government, Southern Regional Water Supply Facility
Orlando, FL | $32.1 M
SEMINOLE COUNTY RESIDENT
Indicates reference project featured in Tab D
83
TAB B: QUALIFICATIONS CITY OF WINTER SPRINGS, FLORIDA | RFQ # 08-24-04 PH FOR
CMAR WASTEWATER TREATMENT FACILITIES
Page 17
EXPERIENCE
Wharton-Smith – 18 years
Overall – 25 years
EDUCATION
AA, Seminole State
College
Mechanical Engineering
Coursework, University of
Central Florida
LICENSES /
CERTIFICATIONS
• OSHA 10-Hour
• Trenching
• Scaffolding
• Crane Operator
• Qualified Master Rigger
Toho Water Authority, Sand Hill Rd. WRF Upgrade and Expansion
Kissimmee, FL | $51.0 M | CMAR
City of Leesburg, Leesburge Turnpike WWTF Improvements
City of Tarpon Springs, FL | $36.0 M | CMAR
Orange County Government, Hamlin WRF and Master Pump
Station Winter Garden, FL | $114.8 M | WWTP
Bay Laurel Community Development District, Bay Laurel North
WRF Bay Laurel, FL | $119.4 M | CMAR | SRF Funding
Toho Water Authority, Cypress West WRF Expansion
Kissimmee, FL | $23.4 | CMAR
Volusia County Southwest Regional WRF Biological Nutrient
Removal DeBary, FL | $12.1 M
Orange County Government, Hamlin WRF and Master Pump Station
Winter Garden, FL | $114.8 M | WWTP
Toho Water Authority, Harmony WWTP Expansion
St. Cloud, FL | $10.4 M | WWTP | CMAR
REBECCA TITUS, REBECCA TITUS, CPSMCPSM
COMMUNICATIONS DIRECTOR
ROLE & DUTIES | 100% AVAILABILITY
As Communications Director, Rebecca will work with the City of Winter Springs to ensure all important project information is received by the community in a timely and efficient manner. As a Winter Springs resident, Rebecca understands the importance of keeping the community informed on the status of these long-awaited WW projects. She will be available to the City on an as needed basis and at no additional cost.
ROBERT LIGHTSEY
GENERAL SUPERINTENDENT | CRITICAL RESPONSE TEAM
ROLE & DUTIES | 100% AVAILABILITY
Robert is responsible for overseeing any emergency site work during the City of Winter Springs Wastewater Treatment Facility project needs. He works with Wharton-Smith teams, subcontractors, and partners to ensure a smooth site operation during any critical needs through the maintenance phase of the existing plant.
Indicates reference project featured in Tab D
LEADERSHIP SEMINOLE ALUMNI
EXPERIENCE
Wharton-Smith – 10 years
Overall – 22 years
EDUCATION
BS, Communication,
University of Central
Florida
LICENSES /
CERTIFICATIONS
• Certified Professional
Services Marketer
(CPSM)
• Leadership Seminole
Graduate - Class 31
WINTER SPRINGS RESIDENT
LEADERSHIP SEMINOLE ALUMNI
WINTER SPRINGS RESIDENT
84
TAB B: QUALIFICATIONS CITY OF WINTER SPRINGS, FLORIDA | RFQ # 08-24-04 PH FOR
CMAR WASTEWATER TREATMENT FACILITIES
Page 18
EXPERIENCE
Wharton-Smith – 3 years
Overall – 9 years
EDUCATION
BS, Construction
Management,
University of North Florida
LICENSES /
CERTIFICATIONS
• OSHA 30-Hour
• Stormwater
Management Inspector
JEA / Buckman Water Reclamation Facility Jacksonville, FL |
$185 M | CMAR
St. Johns River Water Management District, Black Creek
WRPD Intake and Pump Station Green Cove Springs, FL |
$15.8 M | Design-Bid-Build
OUC, Stanton Energy Center Lime Soda Softening Project
Orlando, FL | $17.1 M
DILLON LECLAIR
SENIOR PROJECT ENGINEER | EAST PLANT
ROLE & DUTIES | 100% AVAILABILITYDillon is responsible for facilitating subcontractor meetings, creating and distributing weekly owner and subcontractor meeting minutes, completing submittal reviews for compliance, facilitating MEP coordination meetings, communicating directly withthe project architect, compiling operations/maintenance manuals, coordinating andtracking material deliveries, and taking weekly progress photos.
TRAVIS GRANT
SENIOR PROJECT ENGINEER | WEST PLANT (IF PLANTS RUN CONCURRENT)
ROLE & DUTIES | 100% AVAILABILITYTravis is responsible for facilitating subcontractor meetings, creating and distributing weekly owner and subcontractor meeting minutes, completing submittal reviews for compliance, facilitating MEP coordination meetings, communicating directly withthe project architect, compiling operations/maintenance manuals, coordinating andtracking material deliveries, and taking weekly progress photos.
Indicates reference project featured in Tab D
EXPERIENCE
Wharton-Smith – 6 years
Overall – 6 years
EDUCATION
BS, Construction,
Seminole State College
LICENSES /
CERTIFICATIONS
• CPR/AED and First Aid
Trained
• Trenching & Excavation
• Scaffolding
• Fall Protection
Orange County Government, Hamlin WRF and Master Pump
Station Winter Garden, FL | $114.8 M | WWTP
City of DeLand / Wiley M. Nash WRF Expansion DeLand, FL |
$78.4 M | CMAR
Toho Water Authority, Western Reuse Storage & Pumping
Facility Kissimmee, FL | $10.4 M | CMAR
SEMINOLE COUNTY RESIDENT
85
TAB B: QUALIFICATIONS CITY OF WINTER SPRINGS, FLORIDA | RFQ # 08-24-04 PH FOR
CMAR WASTEWATER TREATMENT FACILITIES
Page 19
EXPERIENCE
Wharton-Smith – 1 year
Overall – 10 years
EDUCATION
BS, Occupational Safety
& Health, Columbia
Southern University
LICENSES /
CERTIFICATIONS
• OSHA 500-Hour
• OSHA 510-Hour
• ASSP Safety
Management
• Advanced Rigger
• MEWP Trainer
EXPERIENCE
Wharton-Smith – 25 years
Overall – 33 years
EDUCATION
BS, Electrical Engineering,
Ohio University
LICENSES /
CERTIFICATIONS
• Professional Engineer -
State of Florida
• OSHA 10
EXPERIENCE
Wharton-Smith – 2 years
Overall – 27 years
EDUCATION
AS, CADD,
ITT Tech
EXPERIENCE
Wharton-Smith – 8 years
Overall – 20 years
LICENSES / CERTIFICATIONS
• OSHA 10
• Stormwater
TRAVIS CHAPUTTRAVIS CHAPUT
CORPORATE SAFETY DIRECTOR
Travis is responsible for safety training and inspections at all of Wharton-Smith’s jobsites in the Central Florida Region. He visits jobsites at least twice a month and conducts safety hazard recognition, fire protection audits, ensures regulatory compliance, health hazard controls, ergonomic improvements, hazardous material management and monitors environmental protection practices.
MICHAEL TOMPKINSMICHAEL TOMPKINS
VIRTUAL DESIGN CONSTRUCTION (VDC)
As VDC Engineer, Michael works with the design team to develop 3D drawings and modeling, helps to coordinate work between the trades and identify potential problems early on in the job. Michael also creates submittal drawings, reviews specifications, provides design assistance, creates field installation shop drawings, tracks changes to field drawings, and provides as-built drawings at the end of the project.
STEVEN SMITH
SENIOR CRAFT FOREMAN
As Foreman, Steven is responsible for supervision of all field activities, including the coordination of all subcontractors and field construction activities and supervisory review of all on-site construction. In addition, Steven also implements safety procedures and accident protection and prevention.
CHRIS GAYNER, PE
PRODUCTION QUALITY EXECUTIVE
As the Production and Quality Executive, Chris is responsible for identifying, developing, training, and reinforcing Wharton-Smith best practices in the Production Planning System and Quality Management Program. Chris works with Operations companywide, teaching and empowering project teams, as they leverage their collective talent, minimize rework through production planning, and provide the quality work required by the client.
SEMINOLE COUNTY RESIDENT
WINTER SPRINGS RESIDENT
WINTER SPRINGS RESIDENT
86
TAB B: QUALIFICATIONS CITY OF WINTER SPRINGS, FLORIDA | RFQ # 08-24-04 PH FOR
CMAR WASTEWATER TREATMENT FACILITIES
Page 20
CORPORATE STRUCTURE.
Wharton-Smith, Inc. is a privately-held corporation founded in 1984 in the state of Florida, and has been providing quality construction for municipalities throughout the Southeast United States for 40 years. Wharton-Smith was founded by George Smith and Bill Wharton who envisioned growing a company that would encompass strong work ethic and positive impacts in the communities we serve. Former CEO, Ron Davoli, currently serves as the Chairman of the Board and is a Winter Springs resident. Below is Wharton-Smith’s corporate organizational structure:
Our business is registered with the Florida Department of State, as shown on the right, and our professional licenses are on the next page.
State of Florida
Department of State
I certify from the records of this office that WHARTON-SMITH, INC.is a
corporation organized under the laws of the State of Florida,filed on April 3,
1984,effective April 2, 1984.
The document number of this corporation is G94383.
I further certify that said corporation has paid all fees due this office through
December 31, 2024,that its most recent annual report/uniform business report
was filed on January 3, 2024,and that its status is active.
I further certify that said corporation has not filed Articles of Dissolution.
Given under my hand and theGreat Seal of the State of Floridaat Tallahassee,the Capital, this
the Third day of January, 2024
Tracking Number: 4058037720CC
To authenticate this certificate,visit the following site,enter this number, and then
follow the instructions displayed.
https://services.sunbiz.org/Filings/CertificateOfStatus/CertificateAuthentication
Office Locations:
Sanford, FL
(Corporate
Headquarters)
Jacksonville, FL
Merritt Island, FL
Personnel:
Project Executives
Project
Management
Preconstruction
Project Engineers
Superintendents
Foremen
Craft Professionals
CENTRAL & NORTH FL
Office Locations:
Tampa, FL
North Port, FL
Fort Myers, FL
Personnel:
Project Executives
Project
Management
Preconstruction
Project Engineers
Superintendents
Foremen
Craft Professionals
SOUTHWEST FL
Office Locations:
Charlotte, NC
Personnel:
Project Executives
Project
Management
Preconstruction
Project Engineers
Superintendents
Foremen
Craft Professionals
CAROLINAS REGION
Office Locations:
Palm Beach
Gardens, FL
Personnel:
Project Executives
Project
Management
Preconstruction
Project Engineers
Superintendents
Foremen
Craft Professionals
SOUTHEAST FL
Office Locations:
Pensacola, FL
Baton Rouge, LA
Houston, TX
Personnel:
Project Executives
Project
Management
Preconstruction
Project Engineers
Superintendents
Foremen
Craft Professionals
GULF COAST REGION
Finance / Accounting:
Stephanie Pompeo,Chief Financial Officer
Human Resources / Training:
Jill Wingate,V.P. of HR
Safety & Risk:
Travis Chaput,Corporate Safety Director
Production & Quality:
Chris Gayner,Production Executive
CORPORATE SERVICES
Darin A. Crafton
COO - Commercial
Patrick J. Hewitt
COO - Water
Timothy S. Smith
President / CEO
Corporate Administration
Information Technology(IT)
Marketing & Communications (MARCOMM)
Virtual Design and Construction (VDC)Facilities & Maintenance
CORPORATE SUPPORT STAFF
87
TAB B: QUALIFICATIONS CITY OF WINTER SPRINGS, FLORIDA | RFQ # 08-24-04 PH FOR
CMAR WASTEWATER TREATMENT FACILITIES
Page 21
WHARTON-SMITH, INC.
GENERAL CONTRACTOR
LICENSE NUMBER: CGC1511243
EXP. DATE: AUGUST 31, 2026
WHARTON-SMITH, INC.
MECHANICAL CONTRACTOR
LICENSE NUMBER: CMC1249482
EXP. DATE: AUGUST 31, 2026
WHARTON-SMITH, INC.
PLUMBING CONTRACTOR
LICENSE NUMBER: CFC1427566
EXP. DATE: AUGUST 31, 2026
WHARTON-SMITH, INC.
UNDERGROUND UTILITY & EXCAVATION
LICENSE NUMBER: CUC056506
EXP. DATE: AUGUST 31, 2026
WHARTON-SMITH, INC.
POLLUTANT STORAGE SYSTEMS CONTRACTOR
LICENSE NUMBER: PCC1256921
EXP. DATE: AUGUST 31, 2026
WHARTON-SMITH, INC.
PROFESSIONAL ENGINEER LICENSE
LICENSE NUMBER: PE62432
EXP. DATE: FEBRUARY 28, 2025
CORPORATE LICENSES.
88
C. APPROACH & AVAILABILITYC. APPROACH & AVAILABILITY
HOLLYWOOD WASTEWATER TREATMENT PLANT | HOLLYWOOD, FL
NEGOTIATED SELECTION
3 MGD GREENFIELD
$55 M
89
TAB C: PROJECT APPROACH & AVAILABILITY CITY OF WINTER SPRINGS, FLORIDA | RFQ # 08-24-04 PH FOR
CMAR WASTEWATER TREATMENT FACILITIES
Page 22
NATHANHILLARD, EIT, DBIA
PRINCIPAL-IN-CHARGE
V.P. COLLABORATIVE DELIVERY
DWAYNE KREIDLER, PE,
ASSOCIATE DBIA
SR. PRECON. MANAGER
ERIK ANDERSON, PE
SINGLE POINT OF CONTACT
CMAR DIRECTOR
BRET ARDIZONE,
DBIA
PRECON. MANAGER
MICHALEA BARZALLO,
DBIA
SR. PRECON. ENGINEER
TOTALEXPERIENCE
22 YEARS
TOTALEXPERIENCE
31 YEARS
TOTALEXPERIENCE
20 YEARS
TOTALEXPERIENCE
9 YEARS
TOTALEXPERIENCE
6 YEARS
Wharton-Smith is one of the only firms that maintains a dedicated preconstruction services
department. Our department consists of five seasoned professionals who work on only CMAR and Design-Build projects that are in the preconstruction services phase. Our structure offers
the City of Winter Springs several benefits:
Your Preconstruction Services Manager is there for you during the design phase. Most firms will have the future project manager trying to balance the preconstruction work while finishing another project that’s in construction.
Your preconstruction services manager performs the same tasks every day making them more skilled and efficient at design reviews, constructability reviews, value engineering, and coordinating cost estimates with our estimating department.
Your preconstruction service manager will leverage the combined experience of the department (84 years) as we strive to provide innovation to reduce cost, make construction easier, and increase the ease of maintenance.
ASSIGNMENT OF PERSONNEL TO PROVIDE THE MOST EFFICIENT SERVICE AND
A DEDICATED PRECONSTRUCTION SERVICES TEAM.
Wharton-Smith takes a decidedly different approach to preconstruction than many others. While our estimating team members are a key part of our preconstruction team they are not the only members. The role of our estimating preconstruction team is to perform material takeoffs, solicit subcontractor and vendor quotes and to further bring constructability concerns, identify missing specifications, details, or vital project components, and evaluate design alternative costs.
We have a dedicated team of collaborative delivery preconstruction managers, separate from our estimating team that will MANAGE your project through the entire process as is outlined above.
IS PRECONSTRUCTION THE SAME AS ESTIMATING?
NO, IT IS NOT!
A DEDICATED COLLABORATIVE DELIVERY PRECONSTRUCTION SERVICES DEPARTMENT
90
TAB C: PROJECT APPROACH & AVAILABILITY CITY OF WINTER SPRINGS, FLORIDA | RFQ # 08-24-04 PH FOR
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Page 23
WE ARE COLLABORATIVE
Collaboration is the cornerstone of our CMAR approach. When you, your design consultants, and your CMAR share a common vision for a project, it is amazing what we can accomplish together as we work toward mutual goals.
Our team-centered approach will serve as a model and influence a positive approach for our selected subcontractors and suppliers. All project contributors are then working in unison.
No other firm can match our proven experience with Carollo, and experience performing Wastewater Treatment Facility upgrades, new construction, greenfield sites, and modernizations of existing sites. We have collaborated and delivered the most challenging water and wastewater projects in Central Florida since 1984.
It is imperative that your CM team has a plan, or roadmap, on how to get through the preconstruction process while managing to stay “on track” in regards to cost, schedule, functionality, and quality. Preconstruction Excellence means that the City of Winter Springs gets the final product that they need. We will START with the proven processes we have developed over the past 28 years that revolve around listening first and continually improving and updating to exceed the demands of the industry. This process will EVOLVE by incorporating the project specific needs of the City and will FINISH with the delivery of a successful project that meets your schedule, budget, and operational needs.
BENEFIT TO CITY OF WINTER SPRINGS
We will arrive on Day 1 with established relationships with Carollo, all Winter Springs entities, local subs, and regulatory agencies.
START
PRECONSTRUCTION EXCELLENCE ROADMAP
FINISH
WORKSHOP
Project starts with kickoff, teaming, and collaborative preconstruction
scoping workshop
CONSTRUCTION
Includes continual innovation and value engineering
ESTIMATING
To include the use of Virtual Design Point Cloud
(see page 65)
BID PACKAGES
Develop GMP bid packages and conduct bidder participation workshop
DESIGN REVIEWS
GMP APPROVAL
VALUE ENGINEERING GMP BIDDINGDESIGN CONSTRUCTABILITY REVIEWS
MOPO PLANS
91
TAB C: PROJECT APPROACH & AVAILABILITY CITY OF WINTER SPRINGS, FLORIDA | RFQ # 08-24-04 PH FOR
CMAR WASTEWATER TREATMENT FACILITIES
Page 24
THE IMPORTANCE OF WORKSHOPS AND CO-LOCATION
We understand the importance of this project to the City and knows that the keys to project success include the SCHEDULE and the BUDGET. Communication cannot be limited to a few video conferences at the 30/60/90 milestones. Wharton-Smith proposes that we setup our construction meeting trailer ahead of construction, at the east plant. This would allow for in-person workshops, to quickly facilitate resolution on items such as:
DESIGN PROCESS REVIEW: Through all stages of the design process we are constantly looking for ways to be innovate and add value. This can come in many forms including constructibility reviews, value engineering, life cycle O&M analysis, early project action items to reduce schedule, and more. However, these ideas are only as good as the follow through on them. Therefore we have a proven 4-step process to identify, assign, respond, and close out these comments and action items. That proven process is detailed below.
1 Compile comments from all stakeholders (including acknowledging the design iteration); identify the party responsible for the comment; pinpoint which document, page number, and/or specification the comment is referencing; and, develop a clear and concise description.
2 Comments are assigned to a specific party, and if further explanation is required, a follow-up discussion is scheduled.
3 Responses to each comment are drafted by the appropriate party, and the response is sent to all stakeholders for approval.
4 Comments are tracked until all required actions are taken. No comment will be considered resolved until all parties agree that it was sufficiently addressed, and any applicable updates have been made.
PRECONSTRUCTION SCOPING WORKSHOP: The City has provided a terrific outline in the RFQ documents on what their expectations are from the preconstruction process. As part of a project kickoff and teaming workshop Wharton-Smith discussed the specific expectations from the City for each deliverable and step of the process. This feedback will be used to generate a project specific preconstruction scope. Wharton-Smith will present a complete scope with a detailed cost breakdown. Our Open-Book cost approach begins during preconstruction and every task is broken down into the roles associated with that task, the hours allocated, and the cost per hour to generate a lump sum, not to exceed assigned cost for each task.
92
TAB C: PROJECT APPROACH & AVAILABILITY CITY OF WINTER SPRINGS, FLORIDA | RFQ # 08-24-04 PH FOR
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Page 25
HOW WILL WE MEET YOUR BUDGET?
COST CERTAINTY.
Wharton-Smith was a self-performing general contractor long before being a CMAR, and we still “hard-bid” projects. We put work in the ground with our people, our tools, and our equipment. That local experience gives us a unique ability to provide the City of Winter Springs with “real world” cost data from the earliest design milestones. Our Lead Estimator, Sean White, has more than 30 years of experience including dozens of similar wastewater expansion projects. He will lead all of your estimating activities and prepare the estimates and GMP(s) for this project.
30% DESIGN COST
ESTIMATE (PDR)
Our experience in
design-build and CMAR
projects enables us to
estimate what isn’t yet
shown in the drawings at this design
milestone. In-house experienced
preconstruction staff will estimate
all the mechanical, concrete, and
site work based on the site layout
provided by Carollo. We will rely on
our electrical and integration industry
partners to help with those portions of
the cost estimate.
60% DESIGN COST
ESTIMATE
Our estimators will
perform detailed
takeoffs on all
trades. Adequate
contingency and
allowances are carried for design
items still unknown or lacking
detail. General conditions and
fee are adjusted based on the
project schedule. A partial GMP for
only long lead equipment, such
as electrical gear and clarifiers,
and early work activities can be
provided to create schedule gains.
100% DESIGN
COST ESTIMATE
(GMP)
Wharton-Smith
issues competitive
bid packages to
subcontractors and suppliers
including detailed scopes of
work, bid forms, and instructions
to bidders. The bids are received,
reviewed, and recommendations
of award are made for the City to
confirm. General conditions and
fee are finalized. All GMP bids
and documents are provided to
the City for full transparency.
Cost certainty is
knowing what your
project will cost long
before the design is
complete. The City of
Winter Springs will
have reliable cost
data starting at the
conceptual estimate,
so that you can make
informed decisions.
COST CERTAINTY OF RECENT WHARTON-SMITH CMAR PROJECTS
Preliminary Estimate
Final Cost
Shell Creek RO WTP (CMAR)Sandhill Road WRF (CMAR)Central Regional WPF (CMAR)Harmony WWTF (CMAR)Turnpike WWTP (CMAR)
Indicates reference project featured in Tab D
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TAB C: PROJECT APPROACH & AVAILABILITY CITY OF WINTER SPRINGS, FLORIDA | RFQ # 08-24-04 PH FOR
CMAR WASTEWATER TREATMENT FACILITIES
Page 26
SPECIFIC TO WINTER SPRINGS WWTF
WE ADD VALUE AND PROVIDE SOLUTIONS
Wharton-Smith’s approach to value engineering (VE) does not center around simply cutting project scope to reduce the cost, we manage value and solutions. The best value engineering approach begins with evaluation of your entire design, uncovering opportunities to maximize the value of your project. Each VE item is evaluated on a life-cycle basis. The City of Winter Springs dedicated preconstruction team, introduced earlier in this proposal, spends each day offering better solutions for each of our projects. Your team takes advantage of the four main life-cycle criteria when evaluating every VE item including time savings, cost savings, constructability, and improved operations and maintenance (O&Ms). Below is a breakdown:
TIME SAVINGS— Does the idea move a critical activity off the critical path or allow a critical path activity to be performed sooner? If an alternative product is available in half lead time, this could expedite the project schedule and reduce cost without sacrificing the quality. Additionally, making a specific structure shallower and wider could allow adjacent structures to be completed concurrently, or without the need for expensive dewatering and shoring.
COST SAVINGS— Capital cost is an area of high concern for this project. In some cases, there are many products that perform similar functions and can be used interchangeably. The cost to evaluate these options or perform a secondary design must also be considered to confirm viability. Long-term cost must also be considered. Does the alternative have to be replaced more often, or is there a slightly more expensive product that will last twice as long? We understand market conditions change so what may have been less expensive five years ago may be more expensive now.
CONSTRUCTABILITY— Often overlooked during VE evaluation, the method in which a component is constructed can have significant impact on project cost. Our dedicated preconstruction team consists of former WWTP designers and constuctors who perform constructability reviews. We will analyze the details of how components and structures are constructed and make suggestions based on the installation costs that will change the design.
IMPROVED O&MS— Long-term O&M must be considered with all alternatives. What are the long-term power or chemical consumption expectations? How often does the item need to be serviced or replaced? How will the process be accessed, and is it safely accessible by plant operators? Do quick connect devices need to be used to reduce long-term labor costs and downtime? During preconstruction, our team will invite plant staff and personnel to be involved in constructability reviews. This creates buy-in for your operators and allows them to have a facility that best suits the City.
VALUE ENGINEERING ITEMS TIMESAVINGS COSTSAVINGS CONSTRUCT-ABILITY IMPROVED O&Ms
1. STEEL HEADERS: Utilizing steel headers for pump stations to reduce cost where there's no threat to corrosion.
2. PUMP FITTINGS: Using Victaulic-style fittings at pumps and other serviceable equipment to eliminate dismantling joints
3. CHANNEL & GATES: Use concrete channels at BNR & splitter boxes in lieu of pipe and valves
4. CCB PUMPS INTO WETWELL: Utilize common chamber wetwell to eliminate pump cans
5. COVERING THE CCB: Cover the CCB to reduce chemical usage
6. DRAIN TANK VIA PUMPED SUMPS: Utilize the pumps and temporary sump pumps, in lieu of deep gravity drains
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TAB C: PROJECT APPROACH & AVAILABILITY CITY OF WINTER SPRINGS, FLORIDA | RFQ # 08-24-04 PH FOR
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Page 27
We maintain plant operations by identifying and planning for your operational constraints. Maintenance of Plant Operations (MOPO) is the biggest risk that any active wastewater treatment plant project faces. We are conscious of your need to maintain functionality of the facility, and have been thinking of ways to protect your existing operations. This begins planning work on your WWTP, three to six weeks in advance in the field. However MOPO identification and planning must begin during preconstruction to minimize the potential for change orders or project delays. Most importantly, this planning is done in collaboration with your plant operations staff. Keeping your plant operators involved at every step of the way for every work activity that will occur daily allows them to provide valuable input to our project team. It will be a collective planning effort to determine how the space is shared at your existing facilities.
KEYS TO MOPO
MINIMIZING OUR FOOTPRINT - Your project site
is your house. We will carefully plan the location of our
temporary facilities, employee parking, and laydown
areas as to not impede operations.
SITE INGRESS/EGRESS - Limiting construction
traffic through the plant while maintaining access for
material operations and chemical deliveries.
DAILY COMMUNICATION - The most important
relationship on the project is between our Senior
Superintendent Philip Corsair, and your operators.
They must communicate honestly and often.
SITE SECURITY - A secure and monitored jobsite
discourages unwanted characters from illegal entry
and protects our valuables and operation of the plant.
SITE UTILIZATION
In order to maintain operation while constructing new facilities, a thorough plan is mandatory
• There will be very little space on site for material laydown, employee parking, and temporary facilities
• Protect existing facilities
• Schedule deliveries for day of installation to reduce storage needs, or search for off-site warehouse
TIE-IN OF NEW FACILITIES
Piping connections from the new plant to the existing cannot disrupt operations
• Pothole all connection points ahead of time
• Verify operation of existing valving
• Setup bypasses as needed
• Generate contingency plans and have materials onsite
START-UP MANAGEMENT
A comprehensive and detailed start-up plan with input from all stakeholders will be developed
• Create Start-Up and Commissioning Manual with operations input, identifying flow paths for each phase
• Conduct Pre-Startup Workshop with the City and Carollo to review start-up schedule
• Successfully complete all field demonstration and operational readiness tests
For your project,
we have taken the
proactive approach
of identifying a few
MOPO challenges
facing on WWTP
projects:
OPERATIONAL FACILITIES PRESENT UNIQUE
CHALLENGES THAT WE ANALYZE BEFORE MOBILIZATION
EAST WWTP
SPECIFIC CONSIDERATIONS FOR WINTER SPRINGS WWTF
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TAB C: PROJECT APPROACH & AVAILABILITY CITY OF WINTER SPRINGS, FLORIDA | RFQ # 08-24-04 PH FOR
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Page 28
A PROVEN CMAR BIDDING PROCESS PROVIDES THE
MOST COMPETITIVE COST.
Wharton-Smith’s CMAR bidding is a holistic five-step process that will be championed by CMAR Director, Erik Anderson. This CMAR bidding process has been refined over the past 29 years and has been reviewed and approved by various Florida SRF and grant funding agencies. This same process has been used on all of Wharton-Smith’s recent CMAR and Design-Build projects performed in Central Florida.
1. DETERMINE WORK
PACKAGES
Your preconstruction team will work with all Winter Springs partners, including Carollo to determine the most optimal work packages to bid out.
4. RECEIVE BIDS
Bids are received from
qualified subs at your office or ours, on a single day or multiple days depending on Winter Springs preference.
2. QUALIFIED BIDDERS LIST
Being headquartered in Central Florida for nearly 40 years, we have developed long-standing relationships with thousands of subcontractors, many of which are trusted by you on other projects. Subcontractor buy-in is fostered through outreach events that encourage participation and clarify bids.
3. DEVELOP BID PACKAGES
During design meetings, all documents are reviewed to confirm bid packages are complete, accurate, and are void of any information gaps.
5. REVIEW &
RECOMMEND
Once bids have been received, the team thoroughly reviews for completeness and accuracy. The bids will be tabulated and provided to Winter Springs with recommendations for award.
ConstructConnect software provides all bid documents, addendas, and other info to our qualified bidders. Subs can access the software online. The City and our team can see which subs have viewed the project, downloaded docs, and any intention to bid, so The City can maintain participation. We can also provide clarifications and feedback to interested subs.
CONSTRUCTCONNECT
TECHNOLOGY SPOTLIGHT
SELF-PERFORMANCE
CAPABILITIES WILL
PROVIDE BEST VALUE GMP
In addition to collecting bids from subcontractors, Wharton-Smith is capable of submitting our own competitive bids for self-performing site work, concrete, mechanical and equipment installation. For transparency, our bids will be provided before others are due.
Wharton-Smith began in Central Florida in 1984 as a self-performing general contractor, and have maintained that service over the 40 years since. Our approach provides value to our clients by reducing subcontractor layers of markup, bond, supervision, and insurance. Wharton-Smith continues to “hard bid” water and wastewater plant work because we are repeatedly the low bidder.
WHARTON-SMITH ANTICIPATES SELF-PERFORMING 55% OR MORE ON THE WINTER SPRINGS WWTF PROJECTS
It's typical our teams self-perform 50% or more of a project (see table to right). Our bid price has provided an average savings of more than 20% on the work packages we bid. This leads to our self-performance reducing total project costs by 10% or more.
Wharton-Smith is fully capable of self-performing various scope packages for the City of Winter Springs Wastewater Treatment Facilities project. Below is a chart of demonstrated projects where we have self-performed work, all around our home State of Florida:
PROJECT COST SELF-PERFORM %
Sand Hill Rd. WRF Upgrade & Expansion (Kissimmee, FL) CMAR $51.0 M 61%
Hamlin WRF and Master Pump Station (Winter Garden, FL) CMAR $114 M 54%
Miramar East RO WTP (Miramar, FL) Progressive Design-Build $31.6 M 54%
Tarpon Springs Alt. Water Supply (Tarpon Springs, FL) Design-Build $36.0 M 64%
Seminole County WTPs Major Upgrades (Sanford, FL) CMAR $53.1 M 66%
Polk County Central Regional WPF (Bartow, FL) CMAR $22.1 M 50%
Cocoa Dyal WTP Chemical Conversion (Cocoa, FL) CMAR $19.8 M 45%
Orange County Southern Regional WSF (Orlando, FL) GC $31.9 M 60%
Indicates reference project featured in Tab D 96
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SELF PERFORMANCE ENHANCES QUALITY, DESIGN-REVIEWS, AND COST CERTAINTY.
STRUCTURES ARE ONLY AS GOOD AS THE CRAFTSMEN THAT BUILD THEM. OUR 235 CRAFTSMEN IN FLORIDA HAVE BEEN PERFORMING OUR OWN HEAVY CIVIL CONCRETE FORMING, PLACING, FINISHING, AND CURING FOR NEARLY 40 YEARS.
The finishing details on any structure can be the most challenging component. For example, selection of the correct concrete coating will require collaboration with City of Winter Springs staff, Carollo’s design team, coatings manufacturers, and the installer. Several options will be weighed and analyzed for cost and service life. Once the plan is in place, it’s time for the execution and inspection of the work to ensure success.
CRITICAL SUCCESS FACTORS:WASTEWATER PLANT CONCRETE
PRE-POUR PLANNING: Detailed concrete pour plans will verify that all blockouts, rebar, pipe, electrical penetrations, and construction joints are properly located.
GANG FORM SELECTION: Selecting the proper concrete forms can greatly affect the productivity, consolidation, and quality of the concrete. Wharton-Smith self-performs concrete and will help make this selection.
CONCRETE MIX DESIGN: Collaborating to pick a mix design with proper water-to-cement ratio, air entrainment, plasticizers, and waterproofing admixtures will improve workability in placement and reduce leakage potential.
DESIGN DETAILS: Input into the design details like waterstop, bulkheads, and construction joint placement will reduce cost and save time.
COATINGS: Review surface preparation, finishing, application requirements, and curing.
CRITICAL SUCCESS FACTORS:MECHANICAL PROCESS EQUIP.
COMPUTER AIDED DESIGN & BUILDING INFORMATION MODELING
COORDINATED LAYOUT DRAWINGS: Create layout drawings to ensure selected equipment fits based on actual submittal drawings. Ensure pipe lengths are correct, reducing field joints, schedule delays, and cost impacts.
COORDINATION DURING THE CONCRETE PRE-POUR: Cross-coordination of the equipment shop drawings with the concrete embeds and openings to ensure a perfect fit.
ELECTRICAL AND I&C COORDINATION: Review of every piece of equipment during shop drawing review to verify the right voltage and phase as well as confirming the source and destination for all fiber optic, discrete, and analog signals prior to installing conduit and wire.
COATING SYSTEM & MATERIAL SELECTION COMPARABILITY: Review of factory primer coatings to ensure the final coating system are compatible and a review of the environment to eliminate dissimilar metals and easily corrosive conditions.
Wharton-Smith owns 6 GPS enabled survey units that our Superintendents and Field Engineers are trained to use. This capability benefits the City in several ways.
1. During preconstruction we can easily obtain additional information, especially as it relates to developing MOPO plans, or generating pre-bid pot-holing plans.
2. During construction this saves the City money & time. By having the ability to perform layout and collect as-built data on-demand we can be more efficient with reducing downtime and minimizing registered surveyor services.
3. We also have the ability to easily capture as-builts on existing and possibly unknown buried infrastructure to increase the accuracy of the existing plant as-builts.
IN-HOUSE CAPABILITY: SURVEYS
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Page 30
Risk ID Risk Issue Potential Cost Impact
Potential Schedule Impact
Probability(0-100%)Risk Mitigation Strategy Weighted Cost Exposure(Prob x PCI)
1 Design Phase Delays TBD 20 30%Meet regularly, in-person, to discuss milestones and deliverables. Utilize action item lists to ensure accountability and minimize delays due to missing information or responses. Utilize co-location meeting space see Page 24.TBD
2 Critical Path Delays (Evaluation and Decision Making)TBD 30 40%Provide detailed and accurate design and construction phase schedule. Meet regularly to discuss any potential impacts and provide mitigation measures. Please refer to our proposed schedule on Pages 34-35.TBD
3 Long Lead Equipment Delays and Supply Chain Issues TBD 20 60%Identify known long lead items and procure at 60% design or earlier. Commodity related supply chain issues to be addressed in GMP contingency risk register.TBD
4 Unforeseen Start-Up Restrictions and System Performance Issues TBD 10 10%Jointly create a startup plan well ahead of plant startup. Please refer to Page 32.TBD
5 Impacts to Existing Plant TBD 10 50%Develop a detailed site utilization and protection plan. Please refer to our proposed Site Utilization Plan on Page 32.TBD
6 Added Electrical and I&C Costs after 100% Design TBD 0 50%Involvement of electrical and I&C subcontractors and suppliers during design to provide detailed shop drawing reviews to minimize omission. See Page 29.TBD
7 Unforeseen Operation or Maintenance Issues ahead of Start-up TBD 40 40%The City can rely on Wharton-Smith’s Critical Response Team to swiftly handle any unforeseen issues at either WWTP. See Page 36.TBD
8 Project Budget Constraints TBD 0 50%Explore additional funding options to allow for the West WWTP to start construction earlier. See Page 37.TBD
9 Community Communication TBD 10 20%Develop a plan to reduce the impact of community communication by having Wharton-Smith assist the City of Winter Springs. Please refer to Page 31.TBD
10 Neighborhood Impacts TBD 0 25%Identify potential impacts to plant neighbors and generate an abatement plan. Please refer to Page 31.TBD
11 Community Impacts TBD 30 40%Consider the community as a whole as it relates to traffic and safety impacts, enforce a traffic management plant. Please refer to Pages 31 & 32.TBD
12 Subsurface Conditions TBD 90 50%Identify need for ground water control/permitting and any soil stabilization ahead of GMP to avoid construction delays.TBD
13 Permitting (FDEP, ACOE, BLDG)TBD 30 50%Engage permitting agencies early in project and incorporate their input in design.TBD
14 Weather Delays TBD 10 100%Provide for reasonable float in the project schedule / create an emergency response plan.TBD
TBD 300 TBD
A PLAN TO PROACTIVELY MANAGE RISK.
What is a risk register and why is it so important to the City of Winter Springs Wastewater Treatment Facilities project? Risk management starts with effectively identifying potential areas of risk. We begin by dissecting your project into critical areas, components, and schedule activities. For each identified item, we then identify potential cost and schedule impact, probability, and most importantly, the risk mitigation strategy. This helps identify how the team will work together to mitigate potential risks - long before they are encountered. By identifying, discussing, and assigning responsibility to each risk item greatly reduces the frequency of occurrence. For items that have potential cost, the cost is offset with allowances and contingencies. The City of Winter Springs retains complete control over the usage of allowances and contingencies, meaning only actual, realized risks become a project cost. Under CMAR delivery, any unused allowances and contingencies are returned in full to the City of Winter Springs. Below is a sample preliminary risk register our team has developed specifically for the City of Winter Springs Wastewater Treatment Facilities project with our specific solutions to some of these on the next pages.
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Local MOT: Although this project occurs off of City roadways, we understand that a project of this magnitude will bring with it some traffic challenges. Our approach considers several aspects, but not limited to: public safety, traffic patterns, and impacts to the surrounding area. For the East Plant we recognize its proximity to Sam Smith Park, which has a small entrance and limited parking. We are looking for ways to expand the size of the entrance. To increase public safety, additional signage will be added including stops signs and informational signs to alert local traffic, and provide direction to our construction crews. Our intent would be to direct all construction traffic directly to 426, and on to 417 to avoid traffic within the Tuskawilla neighborhood. We would take similar measures at the West Plant to avoid traffic issues at the plant entrance.
Site Logistics & Protection of existing equipment: On a compact site such as the East Plant, protecting the existing infrastructure and having solid site logistics go hand in hand. First and foremost the safety and operation of the existing plant can never be jeopardized. We recognize that the piping in and around the existing ring steel plants are fragile as is some of the existing steel components to the plant. We are proposing a number of safety measures including:-Utilizing Jersey barriers around all sensitive ground level equipment -Widening, as much as possible, the existing plant roadways to accommodate construction traffic and equipment -Establish temporary fencing where no storage, traffic, or activities can take place -Establish temporary site lighting -Designate specific material laydown and employee parking areas
Good Neighbor: We know that both projects are located extremely close to homes (including our Chairman!) and we must be sensitive to any direct impacts we might have on these residents. The most common concerns that we encounter are Noise, Vibration, and Dust. -To address Noise we will avoid as much as possible, working at night. In the rare instances where this might be necessary, we will set up all equipment with “silent” backup alarms. Additionally, we will install noise monitors at strategic points so that in the event of a noise complaint we can pinpoint the source and eliminate it.
-Vibration can be addressed similar to noise, we will setup vibration monitors to ensure vibration from construction activities does not translate to the adjacent homes.
-Dust is addressed in several different ways; first our temporary roads will be topped off with a layer of asphalt millings which will prevent rock dust from being disturbed by construction equipment. Secondly, all demolition activities will use water to prevent concrete dust from becoming airborne. Any dust from spoil piles and excavations will be addressed with the use of sprinklers or water trucks.
Community Coordination: Communications Director Rebecca Titus will establish a project specific email address and phone number as well as provide regular updates for the City to provide to residents on their website. Our goal is to take some of the burden off of the City’s already full plate. Should the City desire, we will put together community information meetings so local residents can be informed of the work the City is doing on their behalf. Any and all responses would be vetted and approved by the City prior to response.
Plant Startup: Startup can be one of the most critical times of the project and is often forgotten until the end. We will begin with the end in mind by planning startup during preconstruction. We will implement startup provisions in our design review comments and include startup MOPO’s in the GMP. This will include listening to and incorporating plant operations concerns and constraints. Long before startup occurs, a detailed plan that includes anticipated MLSS concentrations, chemical usage, durations, staffing requirements, testing and performance requirements, and specific actions will be work-shopped with the entire project team.
PROVIDING PROJECT SPECIFIC RISK SOLUTIONS
SEE NEXT PAGE FOR DETAILS
OUR CHAIRMAN IS YOUR NEIGHBOR!
BUSINESS CARD TO GIVE TO CONCERNED CITIZENS TO SUBMIT QUESTIONS. ANY RESPONSES WILL BE VETTED TO CITY FOR APPROVAL.
SCAN AND SEE HOW
CLOSE WE ARE!
Winter Springs WWTF Construction
Community Relations
Email: wswwtfcomments@whartonsmith.com
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TAB C: PROJECT APPROACH & AVAILABILITY CITY OF WINTER SPRINGS, FLORIDA | RFQ # 08-24-04 PH FOR
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Page 32
SITE UTILIZATION EAST PLANT MOT PLAN
PROPOSED CONSTRUCTION
TRAFFIC PATTERN TO REDUCE
COMMUNITY IMPACTS
Our intent is to direct all construction traffic directly to 426 and then to 417 to avoid traffic within the Tuskawilla neighborhood.
417
EAST PLANT
426
JERSEY BARRICADES TO ISOLATE AND PROTECT EXISTING PLANT AND DETER TRAFFIC
CONSTRUCTION LAYDOWN AND STAGING
TEMPORARY CONSTRUCTION FENCING
WIDEN ENTRANCE TO INCREASE SAFETY FOR PARK USERS, PLANT STAFF, AND CONSTRUCTION TRAFFIC
SIGNAGE - CAUTION CONSTRUCTION ENTRANCE
WS TRAILER
PROPOSED DEMO OF OLD SLAB TO USE FOR PARKING
CONSTRUCTION TRAFFICRIGHT TURN ONLY!
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Page 33
7.5 SCHEDULE / TIMELINE Provide a graphical representation of the proposed schedule/timeline indicating major milestones and deliverables for the Construction Services Phase. The proposed schedule/timeline shall include no more than one hundred (100) individual tasks and shall include identification of each task with durations and key milestones for the Construction Services Phase of the Project. For Respondent’s use in developing its proposed schedule/timeline, it may assume that Notice to Proceed for the Construction Services Phase will be May, 2026, provided the GMP is accepted by the City. The Respondent shall provide ideas for schedule savings during design phase and construction phase
Activity ID Activity Name Remaining
Duration
Start Finish
Winter Springs WWTF RFQWinter Springs WWTF RFQ 841 02-Dec-24 07-Apr-28
A1000 Recomendation of Award 1 02-Dec-24 02-Dec-24
A1010 Preconstruction Scope Review and Approval 10 03-Dec-24 16-Dec-24
A1020 Preconstruction NTP 1 17-Dec-24 17-Dec-24
A1030 Construction NTP 1 30-Jan-26 30-Jan-26
A1040 East Plant Substantial Completion 1 13-Dec-27 13-Dec-27
PreconstructionPreconstruction 300 17-Dec-24 27-Feb-26
A1060 Early Work Package GMP 25 17-Dec-24 24-Jan-25
A1140 CDR Cost Estimate 40 18-Dec-24 18-Feb-25
A1150 CDR VE & Constructability Review 15 18-Dec-24 10-Jan-25
A1700 Funding Option Meetings 1 13-Jan-25 13-Jan-25
A1900 Initial Site Logistics Plan Workshop 1 15-Jan-25 15-Jan-25
A1650 Setup Design Phase Meeting Space On-Site 10 21-Jan-25 03-Feb-25
A1800 Risk Register Workshop 1 1 11-Feb-25 11-Feb-25
A1710 Initial Project Schedule Presentation and Discussion 1 19-Feb-25 19-Feb-25
A1070 60% Design Deliverable 1 02-Jun-25*02-Jun-25
A1120 Long Lead Equipment Early Procurement GMP @ 60%40 03-Jun-25 29-Jul-25
A1130 60% Cost Estimate 40 03-Jun-25 29-Jul-25
A1300 60% VE & Constructability Review 15 03-Jun-25 23-Jun-25
A1640 60% Design Review Workshop 1 24-Jun-25 24-Jun-25
A1660 MOPO Plan Development 30 24-Jun-25 05-Aug-25
A1740 Finalize Site logistics Plan Workshop 1 24-Jun-25 24-Jun-25
A1730 QA/QC Plan Review 1 25-Jun-25 25-Jun-25
A1820 Safety Plan Report and Workshop 1 1 25-Jun-25 25-Jun-25
A1910 Permit Workshop 1 26-Jun-25 26-Jun-25
A1760 Risk Register Workshop 2 1 23-Jul-25 23-Jul-25
A1720 Updated Project Schedule Submission 1 30-Jul-25 30-Jul-25
A1880 Owner Direct Purchase Workshop 1 07-Aug-25 07-Aug-25
A1750 Procurement Plan workshop ahead of GMP 1 12-Sep-25 12-Sep-25
A1890 Regional and MWBE Subcontractor Outreach Event 1 22-Sep-25 22-Sep-25
A1090 90% Design Deliverable 1 01-Dec-25*01-Dec-25
A1310 90% VE & Constructability Review 15 02-Dec-25 22-Dec-25
A1320 90% GMP Development 5 02-Dec-25 08-Dec-25
A1770 90% Cost Estimate 40 02-Dec-25 29-Jan-26
A1780 100% Design Deliverable 40 02-Dec-25 29-Jan-26
A1850 90% GMP Bidding 20 09-Dec-25 07-Jan-26
A1840 90% Design Workshop 1 23-Dec-25 23-Dec-25
A1830 Safety Plan Report and Workshop 2 1 24-Dec-25 24-Dec-25
A1810 Risk Register Workshop 3 1 08-Jan-26 08-Jan-26
A1860 90% GMP Receive and Review Bids 5 08-Jan-26 14-Jan-26
A1870 90% GMP Compile and Present 5 15-Jan-26 22-Jan-26
A1330 90% GMP Commission Approval 5 23-Jan-26 29-Jan-26
A1790 100% Cost Estimate/Reoncilliation 20 30-Jan-26 27-Feb-26
Q4 Q1 Q2 Q3 Q4 Q1 Q2 Q3 Q4 Q1 Q2 Q3 Q4 Q1 Q2 Q3 Q4 Q1
2025 2026 2027 2028 2029
Winter Springs WWTF RFQ
Recomendation of Award
Preconstruction Scope Review and Approval
Preconstruction NTP
Construction NTP
East Plant Substantial Completion
Preconstruction
Early Work Package GMP
CDR Cost Estimate
CDR VE & Constructability Review
Funding Option Meetings
Initial Site Logistics Plan Workshop
Setup Design Phase Meeting Space On-Site
Risk Register Workshop 1
Initial Project Schedule Presentation and Discussion
60% Design Deliverable
Long Lead Equipment Early Procurement GMP @ 60%
60% Cost Estimate
60% VE & Constructability Review
60% Design Review Workshop
MOPO Plan Development
Finalize Site logistics Plan Workshop
QA/QC Plan Review
Safety Plan Report and Workshop 1
Permit Workshop
Risk Register Workshop 2
Updated Project Schedule Submission
Owner Direct Purchase Workshop
Procurement Plan workshop ahead of GMP
Regional and MWBE Subcontractor Outreach Event
90% Design Deliverable
90% VE & Constructability Review
90% GMP Development
90% Cost Estimate
100% Design Deliverable
90% GMP Bidding
90% Design Workshop
Safety Plan Report and Workshop 2
Risk Register Workshop 3
90% GMP Receive and Review Bids
90% GMP Compile and Present
90% GMP Commission Approval
100% Cost Estimate/Reoncilliation
City of Winter Springs RFQ # 08-24-04 PH
Construction Manager at Risk Wastewater Treatment Facilities
Page 1 of 3
6. Use 60% cost estimate and VE to
maximize project scope while minimizing
cost. All available options will be
considered to increase project value.
7. By increasing participation in GMP bidding
process we will get the best value for the City.
8. Bidding with 90% documents allows bidder feedback to
be incorporated into final construction documents.
4. Early workshops will ensure the team is aligned and
are meeting ALL of The City's needs
3. Setup design trailer on-site very early to provide team a
space to collaborate and work jointly to expedite project.
2. Work with Carollo on initial cost estimate based on current design
documents to assist City with funding requests and budget forecasting.
1. Scope and duration of early work package to be
determined in coordination with City and Carollo.
5. Early procurement at the 60% design phase
ensures completion by the January 2028 date.
East Plant Substantial Completion 12/13/2027
AHEAD OF SCHEDULE!
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Page 34
Activity ID Activity Name Remaining
Duration
Start Finish
East Plant ConstructionEast Plant Construction 805 27-Jan-25 07-Apr-28
A1080 Early Work Package Construction 25 27-Jan-25 03-Mar-25
A1100 Mobilization 20 23-Feb-26 20-Mar-26
A1110 Site Prep & Entrance MOT 20 23-Mar-26 17-Apr-26
A1630 SWPPP 20 23-Mar-26 17-Apr-26
A1170 Site Utilities 60 20-Apr-26 14-Jul-26
A1160 Existing Plant Protection Measures 10 20-Apr-26 01-May-26
A1670 Site Roadways 30 15-Jun-27 27-Jul-27
A1230 Plant Startup 20 11-Nov-27 10-Dec-27
A1240 Old Plant Demo 80 13-Dec-27 07-Apr-28
A1680 Site Cleanup 20 13-Dec-27 12-Jan-28
Procure, Submit, Deliver MaterialsProcure, Submit, Deliver Materials 395 30-Jul-25 25-Feb-27A1340Issue Early Contracts 15 30-Jul-25 19-Aug-25
A1180 Early Procurement Process Equipment 225 20-Aug-25 13-Jul-26
A1190 Early Procurement Pumps 180 20-Aug-25 07-May-26
A1200 Early Procurement Electrical Equipment 380 20-Aug-25 25-Feb-27
A1350 Issue GMP Contracts 15 30-Jan-26 20-Feb-26
A1210 Pipe, Valves, and Fittings 40 23-Feb-26 17-Apr-26
A1220 Commodities 40 23-Feb-26 17-Apr-26
HeadworksHeadworks 315 29-Jul-26 27-Oct-27A1250In/Under Utilities 20 29-Jul-26 25-Aug-26
A1260 Concrete Structure Construction 200 26-Aug-26 14-Jun-27
A1270 Screens, Grit, and Pipe Installation 75 15-Jun-27 29-Sep-27
A1280 Electrical & Instrumentation Installation 40 01-Sep-27 27-Oct-27
A1290 Structure Startup 20 30-Sep-27 27-Oct-27
Process TreatmentProcess Treatment 330 22-Jul-26 10-Nov-27A1360In/Under Utilities 20 22-Jul-26 18-Aug-26
A1370 Basin Concrete Structure Construction 240 19-Aug-26 03-Aug-27
A1380 Process Equipment & Pipe Installation 90 08-Jun-27 13-Oct-27
A1390 Electrical & Instrumentation Installation 40 16-Sep-27 10-Nov-27
A1400 Structure Startup 20 14-Oct-27 10-Nov-27
ClarifiersClarifiers 320 16-Jun-26 22-Sep-27A1410In/Under Utilities 45 16-Jun-26 18-Aug-26
A1420 Clarifier Concrete Construction 180 19-Aug-26 07-May-27
A1430 Clarifier Equipment Installation 60 26-Apr-27 20-Jul-27
A1560 RAS/WAS Pump Station Construction 60 22-Jun-27 15-Sep-27
A1440 Electrical & Instrumentation Installation 40 29-Jun-27 24-Aug-27
A1450 Structure Startup 20 25-Aug-27 22-Sep-27
FiltersFilters 260 19-Aug-26 31-Aug-27A1460In/Under Utilities 20 19-Aug-26 16-Sep-26
A1470 Concrete Slab Construction 40 17-Sep-26 11-Nov-26
A1480 Filter Equipment & Pipe Installation 60 12-Nov-26 11-Feb-27
A1490 Electrical & Instrumentation Installation 30 26-Feb-27 08-Apr-27
A1500 Structure Startup 20 04-Aug-27 31-Aug-27
CCC & Transfer PumpingCCC & Transfer Pumping 375 20-Apr-26 13-Oct-27
Q4 Q1 Q2 Q3 Q4 Q1 Q2 Q3 Q4 Q1 Q2 Q3 Q4 Q1 Q2 Q3 Q4 Q1
2025 2026 2027 2028 2029
East Plant Construction
Early Work Package Construction
Mobilization
Site Prep & Entrance MOT
SWPPP
Site Utilities
Existing Plant Protection Measures
Site Roadways
Plant Startup
Old Plant Demo
Site Cleanup
Procure, Submit, Deliver MaterialsIssue Early Contracts
Early Procurement Process Equipment
Early Procurement Pumps
Early Procurement Electrical Equipment
Issue GMP Contracts
Pipe, Valves, and Fittings
Commodities
HeadworksIn/Under Utilities
Concrete Structure Construction
Screens, Grit, and Pipe Installation
Electrical & Instrumentation Installation
Structure Startup
Process TreatmentIn/Under Utilities
Basin Concrete Structure Construction
Process Equipment & Pipe Installation
Electrical & Instrumentation Installation
Structure Startup
ClarifiersIn/Under Utilities
Clarifier Concrete Construction
Clarifier Equipment Installation
RAS/WAS Pump Station Construction
Electrical & Instrumentation Installation
Structure Startup
FiltersIn/Under Utilities
Concrete Slab Construction
Filter Equipment & Pipe Installation
Electrical & Instrumentation Installation
Structure Startup
CCC & Transfer Pumping
City of Winter Springs RFQ # 08-24-04 PH
Construction Manager at Risk Wastewater Treatment Facilities
Page 2 of 3
10. Proper site setup and protection of the
existing plant are key to starting the project
the right way.
9. We have a team ready to start on the
early work as soon as the scope and
pricing is completed.
11. Our team will prepare a
comprehensive startup plan that will
ensure every component is thoroughly
tested so that the plant remains in
compliance through the entire startup
and transition period.
13. We anticipate using a combination
of our own self-perform crews as well
as strategic subcontractors to allow
concurrent work to occur to meet the
City’s schedule.
12. Long lead items such as MCC
switchgear, vertical turbine pumps,
clarifier mechanisms, aeration
equipment, blowers, screens, grit
equipment, and horizontal pumps will all
be purchased, reviewed, and released
so they show up early enough to not
delay the project.
102
TAB C: PROJECT APPROACH & AVAILABILITY CITY OF WINTER SPRINGS, FLORIDA | RFQ # 08-24-04 PH FOR
CMAR WASTEWATER TREATMENT FACILITIES
Page 35
OVERVIEW: Wharton-Smith was selected as the general
contractor for this 1.5 MGD facility for Citrus County, Florida.
CHALLENGE: The project was critical and had a very tight
schedule and budget.
SOLUTION: To ensure the project stayed on schedule and budget,
Wharton-Smith elected to self-perform all concrete work including
site concrete, headworks, oxidation ditch, clarifiers, splitter boxes,
pump stations, sludge tank, and chlorine contact basin.
RESULT: Wharton-Smith poured over 5,700 CY of concrete and
installed over 600 tons of reinforcing steel. Ultimately, the project
was completed on time and the client enjoyed a total cost savings
of $3.4 million.
OUR SELF-PERFORMANCE LEADS TO HIGHER QUALITY AND LOWER COST
SOUTHWEST WWTP (CITRUS COUNTY)
RELEVANT PROJECT CASE STUDY
Activity ID Activity Name RemainingDuration Start FinishA1510In/Under Utilities - Deep 40 20-Apr-26 15-Jun-26A1520 Concrete Structure Construction 200 16-Jun-26 02-Apr-27A1530Pumps & Pipe Installation 75 05-Apr-27 20-Jul-27A1540Electrical & Instrumentation Installation 40 21-Jul-27 15-Sep-27A1550Structure Startup 20 16-Sep-27 13-Oct-27Electrical & Blower BuildingElectrical & Blower Building 180 12-Nov-26 03-Aug-27A1570In/Under Utilities 20 12-Nov-26 11-Dec-26A1580 Concrete Slab 20 14-Dec-26 13-Jan-27A1590 Building Structural 60 14-Jan-27 09-Apr-27A1610Install Blowers and Piping 40 15-Mar-27 07-May-27A1600Set Electrical Gear 40 12-Apr-27 07-Jun-27A1690Building Finishes 30 12-Apr-27 21-May-27A1620Structure Startup 40 08-Jun-27 03-Aug-27 Q4 Q1 Q2 Q3 Q4 Q1 Q2 Q3 Q4 Q1 Q2 Q3 Q4 Q1 Q2 Q3 Q4 Q120252026202720282029In/Under Utilities - Deep Concrete Structure ConstructionPumps & Pipe InstallationElectrical & Instrumentation InstallationStructure StartupElectrical & Blower BuildingIn/Under UtilitiesConcrete SlabBuilding StructuralInstall Blowers and PipingSet Electrical GearBuilding FinishesStructure Startup
City of Winter Springs RFQ # 08-24-04 PH
Construction Manager at Risk Wastewater Treatment Facilities
Page 3 of 3
Activity ID Activity Name Remaining
Duration
Start Finish
A1510 In/Under Utilities - Deep 40 20-Apr-26 15-Jun-26
A1520 Concrete Structure Construction 200 16-Jun-26 02-Apr-27
A1530 Pumps & Pipe Installation 75 05-Apr-27 20-Jul-27
A1540 Electrical & Instrumentation Installation 40 21-Jul-27 15-Sep-27
A1550 Structure Startup 20 16-Sep-27 13-Oct-27
Electrical & Blower BuildingElectrical & Blower Building 180 12-Nov-26 03-Aug-27A1570In/Under Utilities 20 12-Nov-26 11-Dec-26
A1580 Concrete Slab 20 14-Dec-26 13-Jan-27
A1590 Building Structural 60 14-Jan-27 09-Apr-27
A1610 Install Blowers and Piping 40 15-Mar-27 07-May-27
A1600 Set Electrical Gear 40 12-Apr-27 07-Jun-27
A1690 Building Finishes 30 12-Apr-27 21-May-27
A1620 Structure Startup 40 08-Jun-27 03-Aug-27
Q4 Q1 Q2 Q3 Q4 Q1 Q2 Q3 Q4 Q1 Q2 Q3 Q4 Q1 Q2 Q3 Q4 Q1
2025 2026 2027 2028 2029
In/Under Utilities - Deep
Concrete Structure Construction
Pumps & Pipe Installation
Electrical & Instrumentation Installation
Structure Startup
Electrical & Blower BuildingIn/Under Utilities
Concrete Slab
Building Structural
Install Blowers and Piping
Set Electrical Gear
Building Finishes
Structure Startup
City of Winter Springs RFQ # 08-24-04 PH
Construction Manager at Risk Wastewater Treatment Facilities
Page 3 of 3
14. Sufficient time has been alloted to
startup the new electrical gear, program
the PLC’s, and train plant staff on
operation of the equipment ahead of
starting up the process equipment and
the plant.
OVERVIEW: Wharton-Smith was selected as the CMAR by the City
of Leesburg for their $21.6M, 1.5 MGD expansion to their Turnpike
WWTF.
CHALLENGE: Increasing flows from the Villages required that this
project be fast-tracked.
SOLUTION: Wharton-Smith was hired at 90% design and
immediately identified more than 200 constructability issues.
RESULT: The preconstruction team then fast-tracked the bidding
which allowed mobilization 4 months earlier than planned!
FASTRACKING TO MOBILIZATION CITY OF LEESBURG TURNPIKE WWTF
RELEVANT PROJECT CASE STUDY
103
TAB C: PROJECT APPROACH & AVAILABILITY CITY OF WINTER SPRINGS, FLORIDA | RFQ # 08-24-04 PH FOR
CMAR WASTEWATER TREATMENT FACILITIES
Page 36
EMERGENCY RESPONSE
Wharton-Smith recognizes that these projects will require early work ahead of plant construction and also knows that emergencies can occur at anytime. For your project we have dedicated a Critical Response Team (CRT) to meet the city's needs.
This group of professionals, led by Senior Construction Director Mike Alexakis, and General Superintendent Robert Lightsey, will be the first responders for both early work and emergency work and will be responsible for assembling the necessary resources to complete the work. Robert is responsible for assigning Wharton-Smith field craft and equipment resources throughout Florida, and has the ability to move resources in for critical and emergency work. In addition to allocating several key Wharton-Smith team members with extensive depth of experience and resources, we have included on this team an experienced master electrician and welder.
We have also coordinated with the local Ferguson Enterprise Plant Division to be on-call to open, even overnight, in the event pipe, valves, fittings, or other miscellaneous materials are needed. In addition we have Altamonte Springs resident, Randy Behe from Sinns & Thomas Electrical available for any electrical emergencies that arise. On call as well, is Central Florida’s most experienced treatment plant welding company, St. Cloud Welding.
This team has been strategically selected due to their experience and proximity to the site to be able to respond quickly. We will establish, as much as is possible, unit rates so that work can be executed quickly and efficiently while ensuring the City receives the best possible value.
Mike Alexakis, EIT, DBIA Senior Construction Director M: (407) 402-6134
Robert Lightsey General SuperintendentM: (407) 402-8763
Randy Behe, Master ElectricianSinns and ThomasO’Dell Lollis | Master WelderSt. Cloud Welding Bob Kittinger | Branch ManagerFerguson Enterprises
TEAMS YOU KNOW
St. Cloud Welding provided emergency response service to the City of Winter Springs to repair damage at the WWTPs just prior to the recent hurricane Milton. They mobilized quickly to begin the process of repairing air headers. That work continues to this day. Ferguson Enterprises is on call 24/7 to provide any materials needed for emergency repairs. Longwood based electrical contractor Sinns & Thomas is a part of the team to provide support for any electrical emergencies that may arise on the plants. This team is ready to jump into action at a moment’s notice.
EVERY SECOND COUNTS
104
TAB C: PROJECT APPROACH & AVAILABILITY CITY OF WINTER SPRINGS, FLORIDA | RFQ # 08-24-04 PH FOR
CMAR WASTEWATER TREATMENT FACILITIES
Page 37
Lee has over 14 years of design and grant funding experience across the civil, transportation, and utility engineering practices. With approximately 12 years of experience with design experience and a master’s degree focused on water resources, Lee is uniquely positioned as a grant writer to understand both the funding world while providing valuable input to assist in beneficial phasing, design alternates, and timing during the project development process. Lee is proud of two key facts from Hale Innovation’s growing reputation. The first is that Hale Innovation wins approximately 64% of the applications they submit, with a 76% in rate in 2023. The second is the ratio of award to fee. Hale Innovation’s clients have been awarded approximately $242.40 of grants per $1 spent on application fees. In 2023, Hale Innovation won $33M for clients in 2024.
Wharton-Smith is well-versed in the procedures required by the US Environmental Protection Agency surrounding WIFIA funding, as well as requirements set forth by water management districts. We will serve as the City of Winter Spring’s guide throughout the funding process. From establishing the initial project funding through bidding and into construction, we will work with you and Carollo to manage the project budget.
☑ OVER THE PAST FIVE YEARS, WE HAVE CONSTRUCTED GRANT FUNDED PROJECTS TOTALING MORE THAN $1 BILLION. WHARTON-SMITH HAS LONG-STANDING RELATIONSHIPS WITH ALL FUNDING AGENCIES.
Our project team understands how to operate within the guidelines of funding provisions regarding the Build America Buy America Act, Davis-Bacon Act, AIS Act, certified payroll, competitive bidding process, and the documentation requirements for each.
A PLAN TO PROTECT YOUR FUNDING
FUNDING ALL POSSIBILITIES.
We’ve been anticipating and preparing for this City of Winter Springs
WWTF project since 2017, and the release of the CDR’s allows for
innovating ideas to surface that will enhance our City. Wharton-Smith understands that the budget for this project is a major concern. Costs have risen dramatically over the last several years which has put a huge strain on the budgets of cities such as Winter Springs and we know the City prides itself on being fiscally responsible to its citizens. To aide in this we have chosen to bring a funding specialist onto our team, with the goal of sourcing and applying for all available grants. Lee Hale has been instrumental in assisting other local entities in obtaining grant money for their projects. With his partnership we have already identified several sources of potential funding.
The primary grant route to go through would be the Water Quality Improvement Grant Program; which awarded 21 projects in 2023, 11 were wastewater treatment plant upgrades, with 5 of those grants awarded at over $19.8M or larger. The City of Winter Springs utilizes Lake Jesup BMAP, satisfying one of the qualification for this extremely competitive grant, usually awarded to plants with BMAP and AWT, but potentially allows for a respective 50% funding. With grant funding, the City of Winter Springs could fund up to 51% of both plants through grants.
INNOVATION IN ACTION GRANTS TO FUND AWT FOR WINTER SPRINGS
In reading the CDR we noted that Carollo proposed the idea of postponing the construction of the necessary project components to bring the project to AWT standards as a way to reduce the initial capital costs of the project. Being that the City is not currently required to meet those standards it is understandable why Carollo would have made this recommendation, however, we believe that we can submit to the Water Quality Improvement Grant Program to get the AWT portion of the project included without increasing the capital cost to the city.
LEE HALE
Funding Specialist
PARTNER SPOTLIGHT
105
D. PROJECT REFERENCES
D. PROJECT REFERENCESHILLSBOROUGH NW REGIONAL WATER RECLAMATION FACILITY | TAMPA, FL
DESIGN-BUILD
30 MGD
$193.2 M
106
TAB D: PROJECT REFERENCES CITY OF WINTER SPRINGS, FLORIDA | RFQ # 08-24-04 PH FOR
CMAR WASTEWATER TREATMENT FACILITIES
Page 38
BAY LAUREL CENTER COMMUNITY DEVELOPMENT
DISTRICT NORTH WRF | OCALA, FL
DESCRIPTION OF PROJECT / SCOPE
Wharton-Smith served as the Construction Management at Risk (CMAR) for the greenfield construction of the North WRF for the Bay Laurel Center CDD.
The north system includes a new 2.5 MGD 4-stage Bardenpho WRF, new collection system with lift stations, 22,000 LF of force main, new master pump station to divert from existing WWTP, new public access reuse system including 6.75-MG of reclaimed water storage, effluent pump system, RIBS for times of low reuse demand, and a new state-of-the-art Operations Building.The WRF will rerate to a 5 MGD facility with the addition of one clarifier in the future. The project scope includes headworks with Hydrodyne screens and HeadCell® grit removal, 4-stage Bardenpho, two 90-foot clarifiers, Aqua Aerobics disk filters, and chlorine contact chamber. The solids are sent to a digester and then the dewatering building that house the screw presses. The site required clearing and soil improvements including grout injections and fill replacement and compaction.
Additional sitework includes 2.5 miles of new 20-foot stabilized road for permanent plant access, 30 acres of clearing and grubbing, 2.5 miles of 24-inch force main linework, 1.5 miles of 20-inch reclaimed water main linework, and three new production wells.
OWNER
Bay Laurel Center Community
Development District (Bay Laurel CCDD)
Bryan Schmalz, Utility Director
P: 352-427-1291
bryan_schmalz@blccdd.com
PROJECT DELIVERY METHOD
Construction Management at Risk
CONSTRUCTION COST
Original Contract Cost: $123.0 M
Actual Final Cost: $119.4 M
COMPLETION DATE
Contract Completion 09/2024
Substantial Completion 09/2024
Start Up 03/2025
SAME TEAM
Nathan Hillard, Principal-in-Charge
Erik Anderson, Project Executive
Sean White, Chief Estimator
Mike Alexakis, Sr. Construction Director
ENGINEER
Kimley-Horn & Associates
Understanding the urgency of the need for this WRF, our preconstruction
services team began drafting acccelerated schedule ideas prior to selection.
Our team collaborated with the design engineer to produce biddable
documents at each design milestone. For example, at 60% design, we bid all
the process equipment and long lead pipe to avoid delays.
SCHEDULING SUCCESS STORY
CMAR OVER $40M
+50% SELF PERFORM
WASTEWATER
< 15 YEARS
SAME TEAM
CENTRAL FLORIDA
SRF FUNDING
ALL CRITERIA MET
ADDITIONAL CRITERIA
107
TAB D: PROJECT REFERENCES CITY OF WINTER SPRINGS, FLORIDA | RFQ # 08-24-04 PH FOR
CMAR WASTEWATER TREATMENT FACILITIES
Page 39
DAYTONA BEACH WESTSIDE REGIONAL WRF PUMP
STATION & HEADWORKS | DAYTONA BEACH, FL
DESCRIPTION OF PROJECT / SCOPE
Wharton-Smith is currently serving as the Progressive Design-Builder for improvements to the Westside Regional WRF Influent Pump Station and Headworks for the City of Daytona Beach, Florida.The scope includes construction of a new influent pump station and headworks facility in order to improve the overall efficiency of the City’s wastewater treatment process at their Westside Regional WRF as well as reducing strain on their collection system
The grit removal equipment removes 95% of influent grit and provides screening, equalization for consistent flows and loads to the secondary process, and restoration of reliability through new equipment and improved redundancy and controls.
OWNERCity of Daytona BeachEric SmithP: 386-671-8829 | smitherc@codb.us
PROJECT DELIVERY METHOD
Progressive Design-Build
CONSTRUCTION COST
Original Contract Cost: $48.1 M
Actual Final Cost: $48.1 M
COMPLETION DATE
Projected January 2025
SAME TEAM
Nathan Hillard, Principal-in-Charge
Mike Alexakis, Sr. Construction Director
Robert Lightsey, General Superintendent
Josh Burns, Sr. Preconstruction Manager
Drew Gumieny, Sr. Project Manager
PROJECT ENGINEER
Hazen and Sawyer
OVER $40M
64% SELF PERFORM
WASTEWATER
< 15 YEARS
SAME TEAM
CENTRAL FLORIDA
SRF FUNDING
ACTIVE FACILITY
ALL CRITERIA MET
ADITIONAL CRITERIA
On this project, the owner wanted to perform a 20-year life cycle cost
analysis for different grit removal systems they were considering. There
were several options that each had unique concrete, mechanical, and
equipment capital costs, electrical consumption costs, and future grit
removal (from the aeration basins) costs. Wharton-Smith and the Engineer
produced and compiled this cost data into a simple table so that Daytona
Beach could make an informed decision. In the end, Daytona Beach
selected the grit equipment that they initially said they didn’t want because
it ended up being the best value over 20 years!
LIFE CYCLE COST ANALYSIS...
...IN ACTION!
108
TAB D: PROJECT REFERENCES CITY OF WINTER SPRINGS, FLORIDA | RFQ # 08-24-04 PH FOR
CMAR WASTEWATER TREATMENT FACILITIES
Page 40
TOHO WATER AUTHORITY SAND HILL ROAD WRF
UPGRADE & EXPANSION | KISSIMMEE, FL
DESCRIPTION OF PROJECT / SCOPE
Wharton-Smith provided Construction Manager at Risk (CMAR) services for the upgrade
and expansion of Toho Water Authority’s existing Sand Hill Road WRF.
The scope of the project included headworks rehabilitation, new treatment train with
A2O2 process, rehabilitation of the existing treatment trains, modifications to existing
influent splitter, new 90-foot clarifier, new RAS/WAS pump station, expansion of the
chlorine contact chamber, new 3-MG reject storage tank, and 5,000+ LF of 16 to 24-inch
piping. The project also consisted of significant improvements to the public access
reuse system with new pumps and large-diameter reclaimed water mains.
OWNERToho Water AuthorityGeorge Eversole, EngineerP: 407-377-4341geversole@tohowater.com
PROJECT DELIVERY METHOD
Construction Management at Risk
CONSTRUCTION COST
Original Contract Cost: $51.5 M
Actual Final Cost: $51.5 M
COMPLETION DATE
Original Contract: September 2023
Actual: September 2023
SAME TEAM
Nathan Hillard, Principal-in-Charge
Mike Alexakis, Sr. Construction Director
Shawn Calabrese, Superintendent
Josh Burns, Preconstruction Manager
Sean White, VP Preconstruction
PROJECT ENGINEER
Carollo
Wharton-Smith was selected for the project at the 90% design milestone;
therefore, our immediate action was to perform a design review and cost
estimate so the owner was informed of our input prior to final GMP. When the
owner was informed the project was trending over budget due to inflation,
they accepted more than $1.5 million of value engineering and innovation ideas
developed by Wharton-Smith’s dedicated Preconstruction Services Department.
These concepts included salvaging existing structures such as the influent
splitter box and chlorine contact chamber. Wharton-Smith was able to eliminate
expensive and risky line stops by leaving an existing sand filter in place as a
junction box.
PRECONSTRUCTION SUCCESS STORY
CMAR OVER $40M
+61% SELF PERFORM
WASTEWATER
< 15 YEARS
SAME TEAM
CENTRAL FLORIDA
ACTIVE FACILITY
SAME ENGINEER
ALL CRITERIA MET
ADITIONAL CRITERIA
109
TAB D: PROJECT REFERENCES CITY OF WINTER SPRINGS, FLORIDA | RFQ # 08-24-04 PH FOR
CMAR WASTEWATER TREATMENT FACILITIES
Page 41
ORANGE COUNTY HAMLIN WRF AND MASTER
PUMP STATION | WINTER GARDEN, FL
DESCRIPTION OF PROJECT / SCOPE
Wharton-Smith provided Design-Bid-Build services for the greenfield construction of the Hamlin WRF and Master Pump Station.
This new 5.0 MGD facility includes a preliminary treatment structure with screening, grit, and odor control, activated sludge treatment train with 4-stage Bardenpho process and diffused aeration, process air blower system and building, secondary clarifiers and clarifier splitter box, plant pump stations, tertiary filters, chlorine contact tank, chemical feed and storage systems, sludge holding tanks, gravity belt thickening equipment, 5-MG pre-stressed concrete ground storage tank, and a variety of pumping systems.
An extensive seeding, start-up, and demonstration process followed construction allowing adequate time for seeding, operator training, “stress testing” of the plant, and ultimately, turnover. The project also includes 3,600 LF of 36-inch diameter off-site force main and off-site 13 MGD master pump station with a cast-in-place concrete wet well, electrical building, and odor control system.
OWNEROrange County Board of County CommissionersTerra Reffitt, Chief Inspectorterra.reffitt@ocfl.net
PROJECT DELIVERY METHOD
General Contracting
CONSTRUCTION COST
Original Contract Cost: $114.8 M
Actual Final Cost: $114.8 M
COMPLETION DATE
Original Contract: October 2022
Actual: October 2022
SAME TEAM
Nathan Hillard, Principal-in-Charge
Mike Alexakis, Sr. Construction Director
Drew Gumieny, Sr. Project Manager
Robert Lightsey, General Superintendent
Phillip Corsair, Sr. Superintendent
Josh Burns, Preconstruction Manager
Sean White, Estimator
PROJECT ENGINEER
Arcadis U.S., Inc.
Immediately after being awarded the project, Wharton-Smith took a collaborative
approach and performed thorough design and constructability reviews of the
contract documents. Our intent was to eliminate issues before they arose during
construction and to offer our client, Orange County Utilities, added value. Our
team of engineers reviewed the drawings and found numerous inconsistencies.
Wharton-Smith put special focus on the electrical and instrumentation/controls.
We hosted a series of workshops to redesign the electrical underground which
resulted in modifications to every duct bank and I/O schedule on the project. This
level of service was not contractually required on a Hard Bid project, but it was
the only way to ensure that the project would be built correctly.
VALUE ANALYSIS SUCCESS STORY
OVER $40 M
54% SELF PERFORM
WASTEWATER
< 15 YEARS
SAME TEAM
CENTRAL FLORIDA
ON TIME
UNDER BUDGET
ALL CRITERIA MET
ADDITIONAL CRITERIA
110
TAB D: PROJECT REFERENCES CITY OF WINTER SPRINGS, FLORIDA | RFQ # 08-24-04 PH FOR
CMAR WASTEWATER TREATMENT FACILITIES
Page 42
LEESBURG TURNPIKE WWTF PHASE 1
IMPROVEMENTS & PHASE 2 | LEESBURG, FL
DESCRIPTION OF PROJECT / SCOPE
Wharton-Smith provided Construction Management at Risk on the Leesburg Turnpike Wastewater Treatment Facility (WWTF) Improvements project for the City of Leesburg, FL. Phase 1 of this project modified three existing SBR basins by adding mechanical mixing/aeration equipment/piping, constructed a fourth new SBR basin along with mixing/aeration equipment, and constructed a new decant water pump station to pump SBR decant water to two disk filters. The team was required to demolish existing centrifugal screw pumps to facilitate the new decant pump station. The team also constructed a sodium hypo feed system that included a new pre-engineered metal building, effluent and in-plant re-use pump stations and improvements, and four aerobic digesters. Finally, digesters were constructed, which included all associated piping, equipment, and electric to power all of it.
Phase 2 of this project includes modifications to the existing preliminary treatment structure, two new sequencing batch reactors, aeration system modifications, modifications to the decant pump station, new disk filter unit, new chlorine contact tank, upgrades to the effluent transfer pump station, and upgrades to the biosolids management and dewatering facilities.
OWNERCity of Leesburg, FLCliff Kelsey, Public Works DirectorP: 352-435-9442 | cliff.kelsey@leesburgflorida.gov
PROJECT DELIVERY METHOD
Construction Management at Risk
CONSTRUCTION COST
Original Contract Cost: $61 M
Actual Final Cost: $61 M
COMPLETION DATE
Phase 1: 03/2022
Phase 2: 06/2025
SIMILAR PERSONNEL
Nathan Hillard, Principal-In-Charge
Erik Anderson, CMAR Director
Sean White, Chief Estimator
Dwayne Kreidler, Sr. Preconstruction Mgr.
PROJECT ENGINEER
Dewberry
“ I have been extremely impressed with the value engineering and time
savings initiatives Wharton-Smith has recommended. So far, Wharton-
Smith has saved the City of Leesburg approximately $2.1M and has
delivered the Final GMP three weeks ahead of schedule.”
-Clifford Kelsey, Public Works Director, City of Leesburg”
CMAR OVER $40M
+64% SELF PERFORM
WASTEWATER
< 15 YEARS
SAME TEAM
CENTRAL FLORIDA
ACTIVE FACILITY
ALL CRITERIA MET
ADDITIONAL CRITERIA
VALUE ENGINEERING SUCCESS
111
E. OTHER REQUIRED FORMSE. OTHER REQUIRED FORMS
three oaks wwtp ox ditch improvements | FT. MEYERS, FL
CMAR
9 MGD
$96 M
112
TAB E: OTHER REQUIRED FORMS CITY OF WINTER SPRINGS, FLORIDA | RFQ # 08-24-04 PH FOR
CMAR WASTEWATER TREATMENT FACILITIES
Page 43
MANDATORY RESPONSE FORMS
Form 1 -Respondent Information and Acknowledgement Form
Form 2 -Summary of Professional Experience & Capabilities Form
Form 3 -Insurance Requirements Form
Form 4 -Scrutinized Company Certification
Form 5 -Non-Collusion Affidavit
Form 6 -Drug Free Workplace Form
Form 7 -Public Entity Crimes Statement
Form 8 -Debarment, Suspension etc. Certification
Form 9 - E-Verify Statement
Form 10 -Conflict of Interest Statement
Form 11 -SMWBE Utilization Plan
Form 12 -Byrd Anti-Lobbying Act Certification
Mandatory forms must be submitted with the Response.
Failure to submit forms may disqualify the Respondent from the RFQ
23
113
TAB E: OTHER REQUIRED FORMS CITY OF WINTER SPRINGS, FLORIDA | RFQ # 08-24-04 PH FOR
CMAR WASTEWATER TREATMENT FACILITIES
Page 44
RFQ 08-24-04 PHAddendum 1 Question & Responsesand CDR's 11-01-2024
114
TAB E: OTHER REQUIRED FORMS CITY OF WINTER SPRINGS, FLORIDA | RFQ # 08-24-04 PH FOR
CMAR WASTEWATER TREATMENT FACILITIES
Page 45
SUMMARY OF PROFESSIONAL EXPERIENCE & CAPABILITIES FORM
RFQ # 08-24-04 PH
CMAR Services for Wastewater Treatment Plants Project
Use this form to provide projects that demonstrate experience and knowledge with projects that are substantially similar
to this scope of services.
The person named below certifies that the information provided below is true and correct. Respondents who knowingly
submit falsified data shall be subject to suspension and debarment subject to Section 14 of the City of Winter Springs
Purchasing Policy as amended and adopted by the City of Winter Springs City Commission May 08, 2023.
Business Name: __________________________________ RFQ: CMAR Services for WWTP
Authorized Representative: _________________________ Title: __________________________________
Personnel Assigned:
Identify, by name and title, who were or are assigned to this project and indicate their role in the project
Name: ___________________________ Title:____________________ Role: _______________________
Name: ___________________________ Title:____________________ Role: _______________________
Name: ___________________________ Title:____________________ Role: _______________________
Name: ___________________________ Title:____________________ Role: _______________________
Project Scope:
Provide detailed information regarding your firm’s role in the project and the role of key staff members who are
identified in your SOQ. Explain any discrepancy between budgeted and actual/projected costs and schedule and
actual/projected completion dates: Add addition pages as required
__________________________________________________________________________________________________
__________________________________________________________________________________________________
__________________________________________________________________________________________________
Project Name:Project Manager/Lead (from
project team):
Firm for which Project Manager
Worked:Project Reference Name/Title:
Reference Phone:Reference Email:
Project Start Date:Scheduled Completion Date:
Actual Completion Date:Total Project Budget:
Actual Project Cost:Respondent's Fee for Project:
Project Location:Project Delivery Method:
PROJECT #1 (repeat for Projects 2 - 5)
25
Wharton-Smith, Inc.
COO -WaterPatrick J. Hewitt
Bryan Schmalz, Utility Director
07/2022
bryan_schmalz@blccdd.com352-427-1291
Wharton-Smith, Inc.
Bay Laurel North WRF Mike Alexakis
09/2024
Type text he29.129444, -82.283558 (coordinates only; address not established)CMAR
Mike Alexakis Area Manager
Sean White Chief Estimator
$119,396,165
Sr. Construction Director
VP of Preconstruction
#1 of 5
$123,000,000
$8,797,443
Substantionally 09/2024, Start up 03/2025
Additional team & scope shown in section D.
115
TAB E: OTHER REQUIRED FORMS CITY OF WINTER SPRINGS, FLORIDA | RFQ # 08-24-04 PH FOR
CMAR WASTEWATER TREATMENT FACILITIES
Page 46
SUMMARY OF PROFESSIONAL EXPERIENCE & CAPABILITIES FORM
RFQ # 08-24-04 PH
CMAR Services for Wastewater Treatment Plants Project
Use this form to provide projects that demonstrate experience and knowledge with projects that are substantially similar
to this scope of services.
The person named below certifies that the information provided below is true and correct. Respondents who knowingly
submit falsified data shall be subject to suspension and debarment subject to Section 14 of the City of Winter Springs
Purchasing Policy as amended and adopted by the City of Winter Springs City Commission May 08, 2023.
Business Name: __________________________________ RFQ: CMAR Services for WWTP
Authorized Representative: _________________________ Title: __________________________________
Personnel Assigned:
Identify, by name and title, who were or are assigned to this project and indicate their role in the project
Name: ___________________________ Title:____________________ Role: _______________________
Name: ___________________________ Title:____________________ Role: _______________________
Name: ___________________________ Title:____________________ Role: _______________________
Name: ___________________________ Title:____________________ Role: _______________________
Project Scope:
Provide detailed information regarding your firm’s role in the project and the role of key staff members who are
identified in your SOQ. Explain any discrepancy between budgeted and actual/projected costs and schedule and
actual/projected completion dates: Add addition pages as required
__________________________________________________________________________________________________
__________________________________________________________________________________________________
__________________________________________________________________________________________________
Project Name:Project Manager/Lead (from
project team):
Firm for which Project Manager
Worked:Project Reference Name/Title:
Reference Phone:Reference Email:
Project Start Date:Scheduled Completion Date:
Actual Completion Date:Total Project Budget:
Actual Project Cost:Respondent's Fee for Project:
Project Location:Project Delivery Method:
PROJECT #1 (repeat for Projects 2 - 5)
25
Wharton-Smith, Inc.
COO -WaterPatrick J. Hewitt
Westside Regional WRF Pump Station & Headworks
Mike Alexakis
Wharton-Smith, Inc. Eric Smith
SmithEric@CODB.US
01/2025
386-671-8829
$48,125,448
125 Basin StreetDaytona Beach, FL 32114 Progressive Design-Build
Mike Alexakis Project Executive
Josh Burns Sr. Preconstruction Manager
Robert Lightsey General Superintendent General Superintendent
Drew Gumieny Sr. Project ManagerSr. Project Manager
Sr. Construction Director
Sr. Project Manager
01/2023
#2 of 5
$3,291,446
Projected 01/2025
$48,125,448
Additional team & scope shown in section D.
116
TAB E: OTHER REQUIRED FORMS CITY OF WINTER SPRINGS, FLORIDA | RFQ # 08-24-04 PH FOR
CMAR WASTEWATER TREATMENT FACILITIES
Page 47
SUMMARY OF PROFESSIONAL EXPERIENCE & CAPABILITIES FORM
RFQ # 08-24-04 PH
CMAR Services for Wastewater Treatment Plants Project
Use this form to provide projects that demonstrate experience and knowledge with projects that are substantially similar
to this scope of services.
The person named below certifies that the information provided below is true and correct. Respondents who knowingly
submit falsified data shall be subject to suspension and debarment subject to Section 14 of the City of Winter Springs
Purchasing Policy as amended and adopted by the City of Winter Springs City Commission May 08, 2023.
Business Name: __________________________________ RFQ: CMAR Services for WWTP
Authorized Representative: _________________________ Title: __________________________________
Personnel Assigned:
Identify, by name and title, who were or are assigned to this project and indicate their role in the project
Name: ___________________________ Title:____________________ Role: _______________________
Name: ___________________________ Title:____________________ Role: _______________________
Name: ___________________________ Title:____________________ Role: _______________________
Name: ___________________________ Title:____________________ Role: _______________________
Project Scope:
Provide detailed information regarding your firm’s role in the project and the role of key staff members who are
identified in your SOQ. Explain any discrepancy between budgeted and actual/projected costs and schedule and
actual/projected completion dates: Add addition pages as required
__________________________________________________________________________________________________
__________________________________________________________________________________________________
__________________________________________________________________________________________________
Project Name:Project Manager/Lead (from
project team):
Firm for which Project Manager
Worked:Project Reference Name/Title:
Reference Phone:Reference Email:
Project Start Date:Scheduled Completion Date:
Actual Completion Date:Total Project Budget:
Actual Project Cost:Respondent's Fee for Project:
Project Location:Project Delivery Method:
PROJECT #1 (repeat for Projects 2 - 5)
25
Wharton-Smith, Inc.
COO -WaterPatrick J. Hewitt
Sand Hill Road WRFUpgrade and Expansion Mike Alexakis
Wharton-Smith, Inc. George Eversole
407-944-5025 geversole@tohowater.com
10/2021 09/2023
09/2023
8200 Sand Hill RdKissimmee, FL CMAR
Mike Alexakis Sr. Construction Director Area Manager
Shawn Calabrese Superintendent
Sean White VP of Preconstruction Chief Estimator
Sr. Superintendent
#3 of 5
$51,500,000
$51,500,000 $1,050,000
Additional team & scope shown in section D.
117
TAB E: OTHER REQUIRED FORMS CITY OF WINTER SPRINGS, FLORIDA | RFQ # 08-24-04 PH FOR
CMAR WASTEWATER TREATMENT FACILITIES
Page 48
SUMMARY OF PROFESSIONAL EXPERIENCE & CAPABILITIES FORM
RFQ # 08-24-04 PH
CMAR Services for Wastewater Treatment Plants Project
Use this form to provide projects that demonstrate experience and knowledge with projects that are substantially similar
to this scope of services.
The person named below certifies that the information provided below is true and correct. Respondents who knowingly
submit falsified data shall be subject to suspension and debarment subject to Section 14 of the City of Winter Springs
Purchasing Policy as amended and adopted by the City of Winter Springs City Commission May 08, 2023.
Business Name: __________________________________ RFQ: CMAR Services for WWTP
Authorized Representative: _________________________ Title: __________________________________
Personnel Assigned:
Identify, by name and title, who were or are assigned to this project and indicate their role in the project
Name: ___________________________ Title:____________________ Role: _______________________
Name: ___________________________ Title:____________________ Role: _______________________
Name: ___________________________ Title:____________________ Role: _______________________
Name: ___________________________ Title:____________________ Role: _______________________
Project Scope:
Provide detailed information regarding your firm’s role in the project and the role of key staff members who are
identified in your SOQ. Explain any discrepancy between budgeted and actual/projected costs and schedule and
actual/projected completion dates: Add addition pages as required
__________________________________________________________________________________________________
__________________________________________________________________________________________________
__________________________________________________________________________________________________
Project Name:Project Manager/Lead (from
project team):
Firm for which Project Manager
Worked:Project Reference Name/Title:
Reference Phone:Reference Email:
Project Start Date:Scheduled Completion Date:
Actual Completion Date:Total Project Budget:
Actual Project Cost:Respondent's Fee for Project:
Project Location:Project Delivery Method:
PROJECT #1 (repeat for Projects 2 - 5)
25
Wharton-Smith, Inc.
COO -WaterPatrick J. Hewitt
Terra Reffitt, Chief Inspector
407-947-9802 Terra.Reffitt@ocfl.net
10/2022
$114,812,260
16000 Malcom Road Winter Garden, FL 34787
General Contracting
Mike Alexakis Sr. Construction Director Project Executive
Drew Gumieny Sr. Project Manager Sr. Project Manager
Robert Lightsey General Superintendent Sr. Project Superintendent
SuperintendentSr. Superintendent
12/2019 10/2022
Wharton-Smith, Inc.
Mike AlexakisHamlin Water Reclamation Facility and Master Pump Station
#4 of 5
$114,812,260
$5,747,827
Phillip Corsair
Additional team & scope shown in section D.
118
TAB E: OTHER REQUIRED FORMS CITY OF WINTER SPRINGS, FLORIDA | RFQ # 08-24-04 PH FOR
CMAR WASTEWATER TREATMENT FACILITIES
Page 49
SUMMARY OF PROFESSIONAL EXPERIENCE & CAPABILITIES FORM
RFQ # 08-24-04 PH
CMAR Services for Wastewater Treatment Plants Project
Use this form to provide projects that demonstrate experience and knowledge with projects that are substantially similar
to this scope of services.
The person named below certifies that the information provided below is true and correct. Respondents who knowingly
submit falsified data shall be subject to suspension and debarment subject to Section 14 of the City of Winter Springs
Purchasing Policy as amended and adopted by the City of Winter Springs City Commission May 08, 2023.
Business Name: __________________________________ RFQ: CMAR Services for WWTP
Authorized Representative: _________________________ Title: __________________________________
Personnel Assigned:
Identify, by name and title, who were or are assigned to this project and indicate their role in the project
Name: ___________________________ Title:____________________ Role: _______________________
Name: ___________________________ Title:____________________ Role: _______________________
Name: ___________________________ Title:____________________ Role: _______________________
Name: ___________________________ Title:____________________ Role: _______________________
Project Scope:
Provide detailed information regarding your firm’s role in the project and the role of key staff members who are
identified in your SOQ. Explain any discrepancy between budgeted and actual/projected costs and schedule and
actual/projected completion dates: Add addition pages as required
__________________________________________________________________________________________________
__________________________________________________________________________________________________
__________________________________________________________________________________________________
Project Name:Project Manager/Lead (from
project team):
Firm for which Project Manager
Worked:Project Reference Name/Title:
Reference Phone:Reference Email:
Project Start Date:Scheduled Completion Date:
Actual Completion Date:Total Project Budget:
Actual Project Cost:Respondent's Fee for Project:
Project Location:Project Delivery Method:
PROJECT #1 (repeat for Projects 2 - 5)
25
Wharton-Smith, Inc.
COO -WaterPatrick J. Hewitt
#5 of 5
Erik Anderson CMAR Director Project Executive
Nate Hillard Principal-in-Charge Project Director
Sean White VP of Preconstruction Chief Estimator
Dwayne Kreidler Sr. Preconstruction Manager Sr. Preconstruction Manager
Scope shown in section D.
Leesburg Turnpike WWTF Improvements Erik Anderson
Wharton-Smith, Inc. Cliff Kelsey, Public Works Director
352-435-9442 cliff.kelsey@leesburgflorida.gov
10/2020
Leesburg, Florida CMAR
$4,552,290
Phase 1 03/2022Phase 2 06/2025
Phase 1 03/2022Phase 2 06/2025 $61,000,000
$61,000,000
119
TAB E: OTHER REQUIRED FORMS CITY OF WINTER SPRINGS, FLORIDA | RFQ # 08-24-04 PH FOR
CMAR WASTEWATER TREATMENT FACILITIES
Page 50 120
TAB E: OTHER REQUIRED FORMS CITY OF WINTER SPRINGS, FLORIDA | RFQ # 08-24-04 PH FOR
CMAR WASTEWATER TREATMENT FACILITIES
Page 51
SCRUTINIZED COMPANY CERTIFICATION
Florida Statutes, Sections 287.135 and 215.473
Pursuant to Section 287.135, Florida Statutes (2017), a company is ineligible to, and may not, bid on, submit a Proposal for,
or enter into or renew a contract with the CITY for goods or services of:
a.Any amount if, at the time of submitting a Response for, or entering into or renewing such contract, the
Respondent is on the Scrutinized Companies that Boycott Israel List, created pursuant to s. 215.4725, or is engaged
in a boycott of Israel; or
b.One million dollars or more if, at the time of bidding on, submitting a Proposal for, or entering into or renewing
such contract, the Respondent:
Is on the Scrutinized Companies with Activities in Sudan List or the Scrutinized Companies with Activities in the Iran
Terrorism Sectors List, created pursuant to s. 215.473; or
c.Is engaged in business operations in Cuba or Syria.
Subject to limited exceptions provided in state law, the CITY will not contract for the provision of goods or services with any
scrutinized company referred to above. The Respondent must submit this required certification form attesting that it is not
a scrutinized company and is not engaging in prohibited business operations.
The following shall be grounds for termination of the contract at the option of the awarding body:
a.The Respondent is found to have submitted a false certification; been placed on the Scrutinized Companies with
Activities in Sudan List;
b.Been placed on the Scrutinized Companies that Boycott Israel List or
c.Is engaged in a boycott of Israel; or
d.Been engaged in business operations in Cuba or Syria.
e.Has been placed on a list created pursuant to s. 215.473, Florida Statutes, relating to scrutinized active business
operations in Iran.
The CITY shall provide notice, in writing, to the Respondent of any determination concerning a false certification.
a.The Respondent shall have five (5) days from receipt of notice to refute the false certification allegation.
b.If such false certification is discovered during the active contract term, the Respondent shall have ninety (90) days
following receipt of the notice to respond in writing and demonstrate that the determination of false certification
was made in error.
c.If the Respondent does not demonstrate that the CITY’s determination of false certification was made in error then
the CITY shall have the right to terminate the contract and seek civil remedies pursuant to Section 287.135, Florida
Statutes.
27
121
TAB E: OTHER REQUIRED FORMS CITY OF WINTER SPRINGS, FLORIDA | RFQ # 08-24-04 PH FOR
CMAR WASTEWATER TREATMENT FACILITIES
Page 52 122
TAB E: OTHER REQUIRED FORMS CITY OF WINTER SPRINGS, FLORIDA | RFQ # 08-24-04 PH FOR
CMAR WASTEWATER TREATMENT FACILITIES
Page 53 123
TAB E: OTHER REQUIRED FORMS CITY OF WINTER SPRINGS, FLORIDA | RFQ # 08-24-04 PH FOR
CMAR WASTEWATER TREATMENT FACILITIES
Page 54 124
TAB E: OTHER REQUIRED FORMS CITY OF WINTER SPRINGS, FLORIDA | RFQ # 08-24-04 PH FOR
CMAR WASTEWATER TREATMENT FACILITIES
Page 55
PUBLIC ENTITY CRIMES STATEMENT
SWORN STATEMENT UNDER F.S. SECTION 287.133(3) (A), ON PUBLIC ENTITY CRIMES
THIS FORM MUST BE SIGNED IN THE PRESENCE OF A NOTARY PUBLIC OR OTHER OFFICER AUTHORIZED TO
ADMINISTER OATHS.
1.This sworn statement is submitted with Response for RFQ # 08-24-04 PH CMAR Service for WWTP Project.
2.This sworn statement is submitted by (Respondent) ___________________________ whose business address is
_____________________________________ and (if applicable) Federal Employer Identification Number (FEIN)
is _____________________ (If a Sole Proprietor and you have no FEIN, include the last four (4) digits of your
Social Security Number: ___________.
3. My name is ____________________ and my relationship to the Respondent named above is ____________________.
4.I understand that a "public entity crime" as defined in Paragraph 287.133(a) (g). Florida Statutes, means a
violation of any state or federal law by a person with respect to and directly related to the transaction of business with
any public entity or with an agency or political subdivision of any other state or with the United States, including, but not
limited to, any proposal or contract for goods or services to be provided to any public entity or any agency or political
subdivision of any other state or of the United States and involving antitrust, fraud, theft, bribery, collusion,
racketeering, conspiracy, or material misrepresentation.
5.I understand that "convicted" or "conviction" as defined in paragraph 287.133(a) (b), Florida Statutes, means
finding of guilt or a conviction of a public entity crime with or without an adjudication of guilt, in any federal or state trial
court of records relating to charges brought by indictment or information after July 1, 1989, as a result of a jury verdict,
non-jury trial, or entry of a plea of guilty or nolo contendere.
6.I understand that an "affiliate" as defined in Paragraph 287.133(1) (a), Florida Statutes, means:
•A predecessor or successor of a person convicted of a public entity crime; or
•An entity under the control of any natural person who is active in the management of the entity and who has
been convicted of a public entity crime. The term "affiliate" includes those officers, directors, executives,
partners, shareholders, employees, members, and agents who are active in the management of an affiliate. The
City of Fernandina Beach, Florida ownership by one of shares constituting a controlling income among persons
when not for fair interest in another person, or a pooling of equipment or income among persons when not for
fair market value under a length agreement, shall be a prima facie case that one person controls another
person. A person who was knowingly convicted of a public entity crime, in Florida during the preceding 36
months shall be considered an affiliate.
7.I understand that a "person" as defined in Paragraph 287.133(1) (e), Florida Statutes, means any natural person
or entity organized under the laws of the state or of the United States with the legal power to enter into a binding
contract for provision of goods or services let by a public entity, or which otherwise transacts or applies to transact
business with a public entity. The term "person" includes those officers, directors, executives, partners, shareholders,
employees, members, and agents who are active in management of an entity.
8. Based on information and belief, the statement which I have marked below is true in relation to the entity submitting
this sworn statement. (Please indicate which statement applies)
____Neither the entity submitting this sworn statement, nor any officers, directors, executives, partners, shareholders,
employees, members, or agents who are active in management of the entity, nor affiliate of the entity have been
charged with and convicted of a public entity crime subsequent to July 1, 1989.
31
Wharton-Smith, Inc.
750 Monroe Road, Sanford, FL 32771
59-2392802
Patrick J. Hewitt COO-Water
125
TAB E: OTHER REQUIRED FORMS CITY OF WINTER SPRINGS, FLORIDA | RFQ # 08-24-04 PH FOR
CMAR WASTEWATER TREATMENT FACILITIES
Page 56 126
TAB E: OTHER REQUIRED FORMS CITY OF WINTER SPRINGS, FLORIDA | RFQ # 08-24-04 PH FOR
CMAR WASTEWATER TREATMENT FACILITIES
Page 57
DEBARMENT, SUSPENSION and OTHER RESPONSIBILITY MATTERS
Certification A - Primary Covered Transactions
The prospective primary participant certifies to the best of its knowledge and belief that its principals:
Are not presently debarred, suspended, proposed for debarment, declared ineligible, or voluntarily excluded
from covered transactions by any Federal debarment or agency;
a.Have not within a three-year period preceding this proposal, been convicted of or had a civil
judgment rendered against them for commission of fraud or a criminal offense in connection with obtaining,
attempting to obtain, or performing a public (Federal, State, or local) transaction or contract under a public
transaction; violation of Federal or State antitrust statutes or commission of embezzlement, theft, forgery,
bribery, falsification, or destruction of records, making false statements, or receiving stolen property;
b.Are not presently indicted for or otherwise criminally or civilly charged by a governmental entity
(Federal, State, or local) with commission of any of the offenses enumerated in paragraph (1) (b) of this
certification; and
c.Have not within a three-year period preceding this application/proposal had one or more public
transactions (Federal, State, or local) terminated for cause or default.
Where the prospective primary participant is unable to certify to any of the statements in this certification,
such prospective participant shall attach an explanation of this proposal.
Instructions for Certification (A)
By signing and submitting this Bid, the prospective primary participant is providing the certification set out
below;
a.The inability of a person to provide the certification required below will not necessarily result in
denial of participation in this covered transaction. The prospective participant shall submit an explanation of
why it cannot provide the certification set out below. The certification or explanation will be considered in
connection with the department or agency’s determination whether to enter into this transaction. However,
failure of the prospective primary participant to furnish a certification or any explanation shall disqualify such
person from participation in this transaction.
b.The certification in this clause is a material representation of fact upon which reliance was placed
when the department or agency determined to enter into this transaction. If it is later determined that the
prospective primary participant knowingly rendered an erroneous
certification, in addition to other remedies available to the Federal Government, the department or agency
may terminate this transaction for cause or default.
c.The prospective primary participant shall provide immediate written notice to the department or
agency to which this proposal is submitted if at any time the prospective primary participant learns that its
certification was erroneous when submitted or has become erroneous by reason of changed circumstances.
d.The terms covered transaction, debarred, suspended, ineligible, lower tier covered transaction,
participant, person, primary covered transaction, principal, proposal, and voluntarily excluded, as used in this
clause, have the meanings set out in the Definitions and Coverage sections of the rules implementing Executive
Order 12549. You may contact the department or agency to which this proposal is being submitted for
assistance in obtaining a copy of these regulations.
33
127
TAB E: OTHER REQUIRED FORMS CITY OF WINTER SPRINGS, FLORIDA | RFQ # 08-24-04 PH FOR
CMAR WASTEWATER TREATMENT FACILITIES
Page 58
e.The prospective primary participant agrees by submitting this proposal that, should the proposed
covered transaction be entered into, it shall not knowingly enter into any lower tier covered transaction with
a person who is debarred, suspended, declared ineligible, or voluntarily excluded from participation in this
covered transaction, unless authorized by the department or agency entering into this transaction.
f.The prospective primary participant further agrees by submitting this proposal that it will include the
clause titled “Certification Regarding Debarment, Suspension, Ineligibility and Voluntary Exclusion – Lower Tier
Covered Transaction,” provided by the department or agency entering into this covered transaction, without
modification, in all lower tier covered transactions and in all solicitations for lower tier covered transactions.
g.A participant in a covered transaction may rely upon a certification of a prospective participant
in a lower tier covered transaction that it is not debarred, suspended, ineligible, or voluntarily excluded
from the covered transaction, unless it knows that the certification is erroneous. A participant may decide
the method and frequency by which it determines this eligibility of its principals. Each participant may,
but is not required to, check the Non- procurement List.
h.Nothing contained in the foregoing shall be construed to require establishment of a system of
records in order to render in good faith the certification required by this clause. The knowledge and
information of a participant is not required to exceed that which is normally possessed by a prudent person
in the ordinary course of business dealings.
i.Except for transactions authorized under paragraph (6) of these instructions, if a participant in a
covered transaction knowingly enters into a lower tier covered transaction with a person who is suspended,
debarred, ineligible, or voluntarily excluded from participation in this transaction, in addition to other remedies
available to the Federal Government, the department or agency may terminate this transaction for cause of
default.
Certification B - Lower Tier Covered Transactions
a.The prospective lower tier participant certifies, by submission of this proposal, that neither it nor
its principals is presently debarred, suspended, proposed for debarment, declared ineligible, or voluntarily
excluded from participation in this transaction by any Federal department or agency.
b.Where the prospective lower tier participant is unable to certify to any of the statements in this
certification, such prospective participant shall attach an explanation to this proposal.
By signing and submitting this proposal, the prospective lower tier participant is providing the certification set
out below.
a.The certification in this clause is a material representation of fact upon which reliance was placed
when this transaction was entered into. If it is later determined that the prospective lower tier participant
knowingly rendered an erroneous certification, in addition to other remedies available to the Federal
Government, the department or agency with which this transaction originated may pursue available
remedies, including suspension and/or debarment.
b.The prospective lower tier participant shall provide immediate written notice to the person to whom
this proposal is submitted if at any time the prospective lower tier participant learns that its certification was
erroneous when submitted or has become erroneous by reason of changed circumstances.
c.The terms covered transaction, debarred, suspended, ineligible, lower tier covered transaction,
participant, person, primary covered transaction, principal, proposal, and voluntarily excluded, as used in this
clause, have the meanings set out in the Definitions and Coverage sections of rules implementing Executive
Order 12549. You may contact the person to which this proposal is submitted for assistance in obtaining a
copy of these regulations.
34
128
TAB E: OTHER REQUIRED FORMS CITY OF WINTER SPRINGS, FLORIDA | RFQ # 08-24-04 PH FOR
CMAR WASTEWATER TREATMENT FACILITIES
Page 59 129
TAB E: OTHER REQUIRED FORMS CITY OF WINTER SPRINGS, FLORIDA | RFQ # 08-24-04 PH FOR
CMAR WASTEWATER TREATMENT FACILITIES
Page 60 130
TAB E: OTHER REQUIRED FORMS CITY OF WINTER SPRINGS, FLORIDA | RFQ # 08-24-04 PH FOR
CMAR WASTEWATER TREATMENT FACILITIES
Page 61 131
TAB E: OTHER REQUIRED FORMS CITY OF WINTER SPRINGS, FLORIDA | RFQ # 08-24-04 PH FOR
CMAR WASTEWATER TREATMENT FACILITIES
Page 62
SMWBE UTILIZATION PLAN
Small, Minority, and Women’s Business Enterprises (SMWBE), and Labor Surplus Area Firms Utilization
Respondent Company Name: _________________________________________________________________
Project Name : CMAR Services for WWTP Project
RFP Number : RFQ # 08-24-04 PH
CFR §200.321 requires local governments to take all necessary affirmative steps to assure that
minority business, women’s business enterprises, and labor surplus area firms are used when
possible. The CITY requires that Respondents (Prime Contractors), if subcontracts are to be
let, to take the five affirmative steps as cited below. Please describe your firm’s plan for
identifying and potential use of SMWBE and Labor Surplus Area Firms. Additional pages may
be attached, as necessary.
•Placing qualified small and minority business and women’s business enterprises on
solicitation lists.
•Assuring that small and minority businesses, and women’s business enterprises are
solicited whenever they are potential sources.
•Dividing total requirements, when economically feasible, into smaller tasks or quantities
to permit maximum participation by small and minority business and women’s business
enterprises.
•Establishing delivery schedules where the requirement permits, which encourage
participation by small and minority businesses, and women’s business enterprises and
veteran owned businesses.
•Using the services and assistance, as appropriate, of such organizations as the Small
Business Administration or the Florida Office of Supplier Diversity
https://www.dms.myflorida.com/agency_administration/office_of_supplier_diversity_osd
38
Wharton-Smith, Inc.
Additional team & scope shown in section D.
132
TAB E: OTHER REQUIRED FORMS CITY OF WINTER SPRINGS, FLORIDA | RFQ # 08-24-04 PH FOR
CMAR WASTEWATER TREATMENT FACILITIES
Page 63 133
F. OTHER RELEVANT INFORMATIONF. OTHER RELEVANT INFORMATION
WILEY M. NASH WRF EXPANSION | DELAND, FL
CMAR
SIMILAR TEAM
$90 M
134
TAB F: RELEVANT INFORMATION CITY OF WINTER SPRINGS, FLORIDA | RFQ # 08-24-04 PH FOR
CMAR WASTEWATER TREATMENT FACILITIES
Page 64
TECHNOLOGY AT WORK FOR THE CITY OF WINTER SPRINGS
Wharton-Smith uses up to date software suites and technology to help management of all aspects of our business. This includes accounting, project management, virtual design/BIM, and security software.
Our accounting is maintained in a SAGE accounting system. Through job cost accounting we maintain daily job to date costs, future expenditures, subcontract values, contingency and allowance amounts, and all other project specific financial aspects. This allows us to provide real time cost data to our CMAR clients.
Wharton-Smith’s project management software, RedTeam, is a one-stop-shop for plans, specifications, addenda, RFIs, submittals, contracts and all other document control materials for our projects. In addition to housing and organizing all the project documentation, RedTeam provides the use of PlanGrid for organization of contract drawings.
Our staff of virtual engineers are proficient in all virtual design software tools, including AutoCAD, Revit and Google SketchUp. This technical ability will be useful to the City of Winter Springs Wastewater Treatment Facilities project. These applications will imitate the building process and our project leaders are able to see the work zone and its physical limitations long before we send a crew to the jobsite. An additional benefit is the identification of any subsurface conflicts, elevation busts, or other design issues before the work has begun.
CADD, BIM, LIDAR, AND GIS CAPABILITIES
Wharton-Smith’s in-house Virtual Construction Department uses Building Information Modeling (BIM) to eliminate surprises. BIM applications imitate the building process. Instead of creating two-dimensional (2D) drawings, buildings are modeled from construction elements. This allows architects and engineers to design projects in the same way they would be built. Where we might have used a light table to layer the drawings and identify conflicts, today we can create a realistic virtual model. This gives the decision makers the ability to see and communicate their ideas and solutions. We can also add the fourth dimension of time to our drawings by showing the progress of the structure as it relates to the schedule. We call this Value Stream Production Planning. This enables the City of Winter Springs project teams the ability to see the work zone and all of its physical limitations long before we send a crew out. We also use Navisworks Manage (compatible with AutoCAD), which allows us to bring in fabrication drawings from outside subcontractors, take a virtual tour and holistically review the integrated model for clashes detection.
Wharton-Smith has found that using the Matterport Scanner technology is extremely beneficial and some feel that it is critical to the project’s success by documenting existing conditions in renovation projects as well as confirming as-built conditions in new projects. The Matterport platform lets our team create 3D digital “twins” of any physical space through 360-degree photography and 3D scanning. The benefits of this technology are endless, and our team has already experienced time and cost savings.
ELIMINATE CONFLICTS
OVERVIEW Wharton-Smith was the selected general contractor for the Seminole Tribe of Florida’s $54M Hollywood Casino WRF.
CHALLENGE Many design conflicts existed in a vast network of duct bank, process piping, and stormwater conveyance systems.
SOLUTION Wharton-Smith’s virtual engineers used BIM modeling to detect and mitigate numerous conflicts before the work started which saved our client time and substantial costs.
TECHNOLOGY SUCCESSES
135
TAB F: RELEVANT INFORMATION CITY OF WINTER SPRINGS, FLORIDA | RFQ # 08-24-04 PH FOR
CMAR WASTEWATER TREATMENT FACILITIES
Page 65
One of the often overlooked and yet relatively simply aspects of the project is earthwork. In the past it could take days, weeks, and sometimes months to accurately map a site and determine elevations, grading, and cut & fill. With our advanced LiDAR drone technology we’ve been able to develop a point cloud map of the site, analyze the contours, and generate the cut & fill requirements based on assumed finished grade.
During design and estimating we can easily update this model based on changes in the design to understand the impact of changes to site grading. This can be critical in helping the entire team make decisions that impact project cost and performance.
TECHNOLOGY IN USE FOR EAST WWTF
POINT CLOUD MAP
ELEVATION MAP
CUT AND FILL MAP
Our program can quickly determine cut and fill volumes to increase the accuracy of estimating and bidding.
136
TAB F: RELEVANT INFORMATION CITY OF WINTER SPRINGS, FLORIDA | RFQ # 08-24-04 PH FOR
CMAR WASTEWATER TREATMENT FACILITIES
Page 66
All process equipment will be purchased as outlined in our GMP bid process. You are a public utility and are not subject to tax costs through an Owner Direct Purchase (ODP) program. Wharton-Smith has made the Owner Direct Purchase program a priority for more than 20 years. We understand the importance of saving our clients tax costs while maintaining all risk for equipment deliveries on the project.
FOR THIS PROJECT MORE THAN $10 MILLION IN PROCESS EQUIPMENT COULD BE PURCHASED THROUGH ODP—SAVING YOU MORE THAN $600,000 IN SALES TAX.
We will utilize the same successful ODP process as previous public utility projects. The chart to the right shows some of our ODP success stories and the total tax savings realized by these public Florida owners. We maintained the risk and the public owners realized the cost savings on all of those projects.
WHARTON-SMITH HAS PROCESSED MORE THAN
$1 BILLION IN ODP ORDERS—SAVING OUR CLIENTS
$60 MILLION IN SALES TAX.
RECENT ODP SUCCESS
PROJECT FL OWNER ODP
($ M)
Cocoa Beach WRF City of Cocoa Beach $5.4
Southeast Regional WTP Seminole County $10.4
Country Club WTP Seminole County $6.4
Palm Coast WTP #2 City of Palm Coast $4.0
Cudjoe Key AWRF FKAA $3.3
Markham Regional Upgrades Seminole County $7.5
Tarpon Springs AWS City of Tarpon Springs $14.1
Lynwood WTP Upgrades Seminole County $1.3
Altamonte A-First City of Altamonte Springs $2.5
Altamonte RWRF Headworks City of Altamonte Springs $2.6
St. Pete SWWRF Biosolids City of St. Petersburg $9.0
Central & South AWWTF Upgrade City of Fort Myers $9.4
Miramar East WTP Improvements City of Miramar $6.5
Deerfield Beach RO Expansion City of Deerfield Beach $1.8
Southside WWTP City of St. Cloud $8.3
Myakkahatchee RO Expansion City of Myakkahatchee $2.0
Player’s Club WRF St. Johns County $5.8
NERWWTF Clarifiers Polk County $1.1
COST CONTROL
BY ELIMINATING SALES TAX
THROUGH A OWNER-DIRECT
PURCHASE (ODP) PROGRAM
1
WS provides scope, terms, and required dates to the City
4
Vendor sends invoices to the City of Winter Springs
2
The City of Winter Springs issues a purchase order to the vendor
5
WS reviews and approves the invoices
3
The City deducts value of order from WS contract
6
WS maintains ODP log with all invoice records for the City's review
WHARTON-SMITH'S ODP PROCESS
137
TAB F: RELEVANT INFORMATION CITY OF WINTER SPRINGS, FLORIDA | RFQ # 08-24-04 PH FOR
CMAR WASTEWATER TREATMENT FACILITIES
Page 67
YOUR NEEDS PLAN OUR WORK
Wharton-Smith’s Production Planning System (PPS) has served as the backbone of our project delivery for over a decade. The City of Winter Springs teams have seen our Production Planning Boards inside of our on-site construction trailers at the WTP #1 Ion Exchange Project. Our PPS drives the project schedule, quality control, and safety on construction tasks everyday. We have seen tremendous results by utilizing the PPS which begins with subcontractor involvement. Each trade has representatives present for our beginning- and end-of-shift meetings in which conversation is facilitated to detail the work that is actually happening on the project site. This allows the subcontractors to coordinate and plan activities, and develop solutions and strategies to resolve potential conflicts or delivery delays on a short-term basis.
WHAT IS THE PRODUCTION PLANNING SYSTEM? The process of planning all work three to six weeks in advance to ensure all prerequisite work is complete, and all necessary materials are on site.
WHY IS THIS SYSTEM SO IMPORTANT? It ensures every self-perform or subcontract crew on the jobsite effectively and efficiently completes their daily production goals without any incidents and defects.
WHEN IS IT DONE? Production Planning meetings are held at each day’s beginning- and end-of-shift meetings. Additionally, a weekly meeting is held that is dedicated to updating the production goals and look-ahead schedules.
WHERE IS IT DONE? Every Wharton-Smith jobsite has a dedicated Production Planning room in the on-site construction trailer.
WHO PARTICIPATES IN THESE MEETINGS? Wharton-Smith project team members, subcontractors, Carollo and their design team, and representatives from The City of Winter Springs, including project management staff and plant operators.
HOW DOES THE SYSTEM WORK? Work days are organized into columns. Each row represents a different work crew (trade), including those of subcontractors. Each colored sticky represents a different project structure or component, and actual current and upcoming work activities are listed on the sticky notes. Activities missing any prerequisite work or materials are turned at 45-degree angle.
OVERVIEW: Wharton-Smith was selected as the general contractor for the construction of a 30 MGD WSF for Orange County, Florida.
CHALLENGE: The project had a critical schedule due to increased population growth in the area.
SOLUTION: Wharton-Smith's project team used detailed CPM scheduling and production planning boards to keep all team members aware of progress, tie-ins, and start-up activities. The team met weekly to review the schedule, challenges, and communicate constantly with plant operations staff.
RESULTS: Wharton-Smith's meticulous production planning look-ahead schedules led to plant start-up 2 months ahead of schedule.
PROACTIVE PRODUCTION PLANNINGLEADS TO EARLY COMPLETION
SOUTHERN REGIONAL WSF
RELEVANT PROJECT CASE STUDY
ONSITE PRODUCTION ROOM
A key component to our production planning system is how our work interacts with the City's existing facilities. We discuss everything from deliveries, work within existing areas, over night work, and anything else that might interact with plant operations. Plant Staff are always welcome to join this meeting, and a detailed 6-week look ahead is published and distributed to all stakeholders every week.
YOU’RE INVITED!
BENEFIT TO THE CITY OF WINTER SPRINGS
Our short interval schedule uses a simple sticky note system to outline production goals that is clear for all, including subcontractors.
138
TAB F: RELEVANT INFORMATION CITY OF WINTER SPRINGS, FLORIDA | RFQ # 08-24-04 PH FOR
CMAR WASTEWATER TREATMENT FACILITIES
Page 68
QUALITY CONTROL & QUALITY ASSURANCE
For a quality control program to be successful, it must be comprehensive and implemented throughout the lifecycle of the project from preconstruction through start-up and commissioning. The program must be more than a manual or a quality manager that visits the site once a month. Wharton-Smith’s quality program is effective, because we have a tried-and-true process. Quality control starts on day one with our normal preconstruction tasks:
DESIGN REVIEWS: With CMAR delivery, your contractor now has an ownership stake in the design. Our constructability reviews of the design deliverables will identify and eliminate errors, ambiguous areas, and result in a higher quality design that, in turn, leads to higher quality construction.
SUBCONTRACTOR SELECTION: The development of the select bidders list for the City of Winter Springs Wastewater project is the critical first step in our focus on quality, allowing Wharton-Smith to invite to bid only subcontractors and suppliers that are capable and available to provide the quality product that meets our joint expectations.
CONSTRUCTION EXCELLENCE: As the project transitions to construction, pre-task planning is a critical step for all field activities by both self-performing and subcontracted workers. In these meetings, our goal is to reach a common understanding with our subcontractors and suppliers regarding project requirements.
CHRIS
GAYNER
YOUR DEDICATED
QUALITY
MANAGER
Chris will provide great value to the project by serving as your dedicated on-site Quality Control Manager. He has served in the same role on multiple projects for Wharton-Smith over the past several years. His daily duties will include coordinating all pre-job planning meetings, pre-mobilization quality control meetings, production planning meetings, and daily review of the work quality being put in place. His mission is to make certain that all project team members (from leadership to craft workers) understand the expectations for quality and then deliver a product that exceeds those expectations.
EMPLOYEE SPOTLIGHT
QUALITY CONTROL CHALLENGES —EAST WWTP
Our team has already identified several quality control challenges for your East WWTP project. Some specific challenges, and our approach to solving them, are outlined below:
MAINTENANCE OF PLANT OPERATIONS
To keep the East Plant fully operational during construction
• Our plan is to use a dedicated MOPO team to communicate directly with plant operations staff. We will communicate our daily work activities to verify and accommodate any operational constraints.
• Zero downtime!
WATER RETAINING STRUCTURES
Construct concrete structures that are free of leaks:
• Wet curing is preferred to curing compound to prevent leaks
• Proper construction joint location can greatly reduce leaks
• Concrete mix design (water to cement ratio, air entrainment) has influence
• Waterproofing admixtures (Zypex, BASF) can prevent leaks
REUSE OF EXISTING STRUCTURES
Providing Winter Springs with reliable data to make informed decisions:
• Proper inspection of existing structures and proposed improvements
• Evaluate required concrete and coatings restoration
• Analyze life cycle and quality/functionality of rehabilitated structures
AND SOLUTIONS
139
TAB F: RELEVANT INFORMATION CITY OF WINTER SPRINGS, FLORIDA | RFQ # 08-24-04 PH FOR
CMAR WASTEWATER TREATMENT FACILITIES
Page 69
SEAMLESS
DOCUMENT MANAGEMENT
Document management is an important component to a fast-paced critical infrastructure project; therefore, we must ensure proper document control throughout. Having a single repository for all documents and communication throughout the life of the project is essential. Wharton-Smith utilizes RedTeam, which is a web-based platform that allows all CMAR team members to use all of the features without the need to download programs. RedTeam is even accessible on mobile devices.
RedTeam is a Florida-based company which Wharton-Smith has partnered with to ensure the highest level of service and flexibility. Throughout the project life-cycle, the team will utilize RedTeam in the following ways:
ONLINE PLANROOM— This feature allows access to all design documents in real-time. This includes all survey data, specifications, drawings, geotechnical, and all other documents used to create the project design. This information is
available during the entirety of the project so at any time the historical information is accessible.
REQUESTS FOR INFORMATION (RFIS)— Both design and construction RFIs are housed here. RFI responses are recorded directly into the database without the need for multiple steps to download, print, respond, and upload. Based on notification preferences, any party wanting instant notification of questions and
responses will receive notification.
SUBMITTALS/SHOP DRAWINGS— Similar to RFIs, all communication is handled electronically through the platform. If hard copies are desired, they can simply be downloaded and printed. The benefit is that, at any time, this information can be accessed without having to carry physical
copies of submittals.
DAILY REPORTS— The City of Winter Springs will have complete access to our daily reports which document the daily work progress and any challenges from that day. This tool allows us to upload photos directly to the report to allow any stakeholder who can’t be physically present at the project site to have a full understanding of the work being
completed.
PROJECT CLOSE-OUT— RedTeam can be utilized to generate and manage completion lists. This gives all project team members the ability to include photos to ensure clear communication of the specific
concern in question.
OUR TEAM HAS POWERFUL TOOLS TO ENSURE TEAM COMMUNICATION IS CONSISTENT, THOROUGH, AND SEAMLESS THROUGH A PROVEN DOCUMENT CONTROL STRATEGY.
BENEFIT TO THE CITY OF WINTER SPRINGS
Using RedTeam, all project documentation is available any time, anywhere. This reduces paper waste and increases efficiency.
REQUEST FOR INFORMATION (RFI) LOG
REDTEAM WEB-BASED APPLICATION VIEW
SUBMITTAL LOG
140
TAB F: RELEVANT INFORMATION CITY OF WINTER SPRINGS, FLORIDA | RFQ # 08-24-04 PH FOR
CMAR WASTEWATER TREATMENT FACILITIES
Page 70
Safety is the foundation of all we do at Wharton-Smith. Our first priority is to make sure all personnel get home safely to their families every night. We understand that this is not possible without making safety everyone’s job! Our comprehensive safety program includes a site-specific safety plan, personal protective equipment (PPE), weekly inspections, meetings with all job site employees, as well as identification of the nearest emergency response personnel. All project management and field staff have been certified as competent persons in the following areas: trenching, scaffolding, confined space, fall protection, heat awareness, silica reduction, and CPR/First Aid.
Wharton-Smith employs 15 full-time safety personnel who visit job sites regularly and perform safety inspections as their full-time duties. Our highly-trained safety staff hold multiple certifications, including those issued by OSHA. The City of Winter Springs job sites will be visited and checked for compliance with both OSHA and Wharton-Smith standards at least twice per month. Wharton-Smith is proud to be at the forefront of construction jobsite safety. Some of the various proactive methods we use to keep our jobsites safe include:
TRAINING— Our field personnel assigned to the City of Winter Springs Wastewater Treatment Facilities project are OSHA-certified as competent persons in several areas of jobsite safety. We also offer necessary training to subcontractors, when required.
SITE-SPECIFIC SAFETY PLAN— During preconstruction, our project team will submit site-specific safety plans to The City of Winter Springs for approval. These plans contain 33 subsections of jobsite safety.
INSPECTIONS— Our safety inspections are two-fold. Senior Superintendent Phillip Corsair will be responsible for managing safety inspections for scaffolding, confined spaces, trenching, and more. Additionally, each jobsite will be inspected on a regular basis by a dedicated in-house Safety Manager. For transparency, these safety reports are made available for all designated stakeholders via our KPA EHS software.
DAILY SAFETY MEETINGS— Our team of superintendents hold Safety Task Assignment (STA) meetings with our employees, subcontractors, and all on-site personnel every morning prior to work beginning. In these meetings, we review potential dangers of each task, review any necessary safety responses, conduct “Stretch-and-Flex” stretching routines, and ask for input from subcontractors.
Central to our vision statement, Wharton-Smith prioritizes employee safety. Transitioning from traditional hard hats to advanced safety helmets demonstrates our commitment to safeguarding our workforce and sets us apart from competitors. This proactive approach not only reduces potential claims cost but also showcases our safety consciousness, earning the trust of clients and appealing to younger generations considering the construction industry. By ensuring the well-being of our team, we aim to create an environment that inspires others to join us in shaping a safer future.
WHARTON-SMITH IS AT THE FOREFRONT OF CONSTRUCTION SAFETY TECH
TRANSITIONING HARD HATS TO
SAFETY HELMETS
SAFETY EQUIPMENT SPOTLIGHT
MILWAUKEE® BOLT TYPE II HELMETMILWAUKEE® BOLT TYPE II HELMET
SAFETY IS THE #1 PRIORITY.
EMR: 0.57
With an Experience Modification Rate (EMR) well-below the industry average of 1.0, Wharton-Smith is proud to be at the forefront of construction safety with our industry-leading metrics. Our exceptional EMR showcases our commitment to the health and safety of our employees, subcontractors, and clients.
SAFETY METRICS
BENEFIT TO WINTER SPRINGS
Workers Comp has lower rates, we pass those savings on you! Self Performing means less loss time, and productivity remains high!
141
WE BUILD COMMUNITY
LET’S GET TO WORK!
SOME OF THE PLACES WHARTON-SMITH TEAM MEMEMBERS SUPPORT AND VOLUNTEER THIER TIME AT:
THE SHARING CENTER
SEMINOLE STATE COLLEGE
WHARTON-SMITH FOUNDATION
BOYS & GIRLS CLUB OF CFL
CHRISTIAN HELP
KIDS HOUSE
LEADERSHIP SEMINOLE
BACKPACK PROJECT
CENTRAL FLORIDA ZOO
ACT
HABITAT SEMINOLE/APOPKA
GIVE KIDS THE WORLD VILLAGE
IMPOWER
ACE
YOUNG LIFE
COALITION FOR THE HOMELESS OF CFL
RESCUE MISSION OUTREACH
SEMINOLE SCHOOLS FOUNDATION
SCOUTS OF AMERICA
142
750 MONROE ROAD
SANFORD, FL 32771
407-321-8410
WWW.WHARTONSMITH.COM
143
CONSTRUCTION MANAGER AT RISK
WASTEWATER TREATMENT FACILITIES
Submitted by: Kiewit Water Facilities Florida Co.
November 20, 2024 | RFQ # 08-24-04 PH
CITY OF WINTER
SPRINGS, FLORIDA
@Kiewit
144
INTRODUCTION
A
Largo WWRF Biological Treatment ImprovementsClearwater, FL
146
Section A
Introduction
City of Winter Springs, FL | RFQ#: 08-24-04 PH | CMAR Wastewater Treatment Facilities A-1
KIEWIT: THE RIGHT TEAM WITH THE RIGHT RESOURCES
Your project deserves the best. With a proven track record delivering $30B+ CMAR projects, we know how to handle
the unique challenges of this project — from risk management to streamlined scheduling. Our dedicated
preconstruction group sets you up for success from Day 1, using our in-house engineering and procurement
groups to optimize your project design and secure top-quality materials with unmatched buying power. With these
resources, Winter Springs gains the expertise, equipment and people to make the East and West WRF Replacement
a success.
Benefits How to Achieve Cost and Schedule Certainty
Vital Knowledge
Gained from WWTP Replacements
Invaluable knowledge to
inform and support
preconstruction
Ranked No. 1 in Wastewater Treatment (ENR 2024),
Kiewit Corporation offers you unmatched expertise with
a proven track record of 660+ WWTP projects across
North America, valued at more than $12B.
Construction-Focused
Engineering Approach
Decreased costs through
value engineering (VE)
and constructability
With an in-house engineering department and W/WWTP
preconstruction team working closely with Carollo, the
City gets enhanced planning and efficiencies that bring
you significant cost and schedule savings.
Unparalleled Procurement and Supply Chain
Management
Market knowledge to
inform the cost model
and schedule
With 450+ procurement specialists, you benefit from the
best pricing through high-volume purchasing and
proactive supply chain management, giving you on-time
deliveries with quality checks before shipping.
Most Advanced Project Management
Software in the Industry
24/7 access to easy-to-
read dashboards to make
data-driven decisions
Advanced project management software offers you
detailed insights and customizable, real-time dashboards,
providing immediate insight into how decisions impact
cost, schedule and quality.
More Resources Than the
Competition
Staff, craft and equipment
when needed to keep the
project on schedule
With 31,100 skilled staff and craft — over 800 in Florida
— and 33,800 equipment units, you gain unmatched
project resources while supporting communities by hiring
and training local subcontractors.
Superior Self-Performance Capabilities
No double mark-ups
and the best control
over safety, quality
and execution
With the only firm in this competition able to self-perform
all critical path work — including electrical and deep
foundations — you gain greater cost control, quality and
schedule efficiency on your project.
@Kiewit
I
BRINGING WINTER SPRINGS:
147
SECTION A Introduction
City of Winter Springs, FL | RFQ#: 08-24-04 PH | CMAR Wastewater Treatment Facilities A-2
WHY CHOOSE KIEWIT FOR YOUR EAST AND WEST WRF REPLACEMENT?
As a committed partner and trusted advisor, we bring extensive expertise in wastewater treatment and CMAR delivery to the City of Winter Springs for the East and West WRF Replacement. With a focus on managing complex requirements from
preliminary design to compliant, seamless operation, the approach integrates industry-leading preconstruction, advanced construction management and a strong commitment to community health — all aligned with the City's goals for resilient
wastewater infrastructure. This proposal demonstrates that we meet or exceed your RFQ requirements.
I
Ability of Professional Personnel I Section B
Mike Raad,
Project Manager
• 30+ years of W/WW experience
• Vast Florida experience
THE
TEAM
YOU NEED
• $626M in collaborative
experience
Our team's decades of experience and deep understanding of Florida 's unique water challenges, combined with our
collaborative CMAR approach , will deliver an efficient, cost-effective and high-quality project.
Availability of Respondent's Key Personnel/Resources I Section B
Dedicated
Precanstructian Group
• Streamlined project management
• Superior risk , cost , schedule , safety
and quality management
In-Hause
Engineering Group
• Advanced design coordination
• Enhanced VE and
constructability to save time
and post-design support
In-Hause
Procurement Group
• Clear bid packages
with competitive bidding
prequalification and procedures
• Innovative tracking of
procurement times and
item quality
Benefit from our extensive resources and expert team . We 'll draw on our proven processes , tools and decades of
experience in design and construction to seamlessly integrate design , procurement and construction methods, helping
to keep schedules on track and reduce risk .
Respondent's Past Performance
and Experience I Section D
We are a trusted leader in delivering innovative water and wastewater
projects, leveraging collaborative delivery methods to maximize efficiency
and value for clients. Delivering successful water and wastewater
treatment projects requires more than just technical expertise -it
demands a commitment to collaboration, cost control and operational
excellence. With decades of experience across complex projects, we
bring our proven approach to every engagement, making us an ideal
partner for your project.
OVER
~(g)I
~Kiewit
of our work is from
repeat clients
B lq -'l!f ,"~=·•f'l:4,.'--11!!'1'!!1■1!11Plt-l!li!'!■!'!1!1'!=l!l!i!lllll!!.'II.
Our expertise spans design-build and
CMAR projects, providing seamless
integration with existing facilities ,
substantial cost savings and a focus on
operational continuity.
For the City of Largo, we led a
$5BM design-build project that
improved biological treatment
processes and saved $2.4M
through value engineering.
At the Northwater Treatment
Plant CMAR, the preconstruction
team helped save $85M while
delivering a $4CSM, 75 MGD facility
designed for future expansion.
The Claude "Bud" Lewis
Desalination Plant CMAR,
a 54 MGD facility, addressed
California's critical water supply
needs, and we achieved $25M in cost
savings while maintaining the schedule.
Kiewit Meets or Exceeds Your Re uired Minimum Criteria
~ ~ ~ ~ ~
7D+ 34 Extensive Proven Performance Significant
Years Years Project Portfolio and Durability Funding
of experience of collaborative • 1,200+ projects with a $40M+ construction cost Kiewit Corporation-built facilities Kiewit Corporation has
in water/ delivery • 600+ CMAR projects with 50%+ self-performance remain in successful operation well secured significant SRF
wastewater excellence • 660+ WWTPs valued over $128 beyond initial completion , reflecting our and WIFIA funding for
projects • 400+ Florida projects commitment to long-lasting quality. clients , streamlining
access to critical
financial resources .
148
SECTION A Introduction
City of Winter Springs, FL | RFQ#: 08-24-04 PH | CMAR Wastewater Treatment Facilities A-3
Project Approach | Sections C and F
We’ll Be There Every Step of the Way
Starting with two operational WRFs in mind, we will work hand-in-hand with the City, Carollo and your operations team to achieve the optimal design for your budget and schedule.
Through our integrated preconstruction and construction services, the Kiewit CMAR team will:
• Generate innovative VE solutions early
• Enhance quality through early constructability reviews and collaboration
• Optimize procurement and establish early work packages (EWPs) for high-impact, long-lead items
• Foster an integrated team environment with stakeholder engagement
• Support funding and offer gap-financing solutions
• Establish emergency on-call response protocols
• Provide a reliable guaranteed maximum price (GMP) and control costs
• Maintain schedule control through critical path method (CPM) scheduling, pre-planning, strategic
sequencing and self-performing key tasks
• Proactively manage risks to eliminate cost and schedule overruns
• Facilitate maintenance of plant operations (MOPO) with minimal disruption
• Prioritize safety and quality on site at all phases
• Streamline start-up, commissioning and handover
• Deliver comprehensive training, asset management and preventive maintenance plans
Schedule /Timeline | Section C
Our team keeps the schedule on track by integrating design, permitting, procurement and construction functions to develop a CPM schedule using advanced tools, including
labor-hour curves, commodity curves, float-tracking matrices and project-control systems. We have a solid understanding of the cost drivers, have created a preliminary schedule
(Figure C-3) and recognize the fundamental procurement and design considerations for this project.
By focusing on early planning, collaboration and proactive risk management, we’re set to deliver a project that’s efficient, cost-effective and built to last. These
strategies mean fewer disruptions, smoother operations and maximum value tailored to your needs. You’ll benefit from our dedicated preconstruction group to keep the
project on track, our in-house engineering experts to drive cost-saving ideas and enhance constructability and our in-house procurement team to secure quality materials
while leveraging cost savings.
Our team consistently delivers
projects on schedule — or even
ahead of it — keeping your goals on
track with precision and efficiency.
Trust us to keep the East and West
WRF Replacement moving forward so
you can focus on what matters most.
Our in-house engineering group has preliminarily come up with VE solutions
like the DAS system, optimized equipment redundancy, multi-plant sparing
philosophy and a procurement strategy to optimize competitiveness — all
aimed at cutting installation and maintenance costs. For more information,
please see Section C: Project Approach and Availability.
Sherman WWTP | We structured the project schedule around
funding milestones, deferring $11M in billings until the owner's
final funding was in place. This approach provided a
structured, responsive schedule that mitigated financial risk
and supported progress.
RM Clayton WRC Headworks Improvements | Unforeseen
subsurface challenges caused a five-month delay. Working
together with the owner, our team re-sequenced the schedule,
stacked trades, brought on additional labor and equipment
and worked extended hours. Schedule tracking shifted from
weekly to daily, enabling us to complete the project one week
early, in just under two years.
@ Kiewit
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f<IO"I -·""" ___ ., .. __ _ _,_ ,.-,....,.. ___________ _ ..... __ .. _.._,_, .. _.,__ ____ ,. .. -------------___ ,. ___ _
c--c,, __ .. ___ ,_,_.,.., ____ _ ---------
LerooWWRF
BiolDQlcal -Treatment
Pl;intCMAR
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CRITICAL T □□LS
The City will benefit from our dedicated preconstruction
group's project management tools that will reduce cost,
optimize the schedule and eliminate risks for the East and
West WRF Replacement.
The task force process gives you early
issue resolution, VE ideas, transparent
cost updates, reliable scheduling and
informed decision-making. This approach
builds trust, minimizes risk and aligns project
outcomes with your goals.
lnEight offers real-time metrics
for project tracking and
transparency, allowing the City
and Carollo access to data on
cost, schedule and status.
The decision log
documents the who,
what, when and why of
every decision made
during design.
The cost model provides a
transparent, continuously
updated cost estimate. Updates
reflect process choices, scope
changes, constructability, VE
and quantity adjustments.
The City will benefit from our streamlined
schedule with which we plan to procure
equipment for the East and West
WRFs simultaneously, with the West
WRF's being shipped just in time when
construction begins.
_,__ . ., ... • .......... ,, ,, . .,,,,.• , . .,.._,,, ...... ,
~ ~
149
QUALIFICATIONS
B
North District WWTP Primary Clarifier RehabilitationMiami, FL
150
Section B
Qualifications
City of Winter Springs, FL | RFQ#: 08-24-04 PH | CMAR Wastewater Treatment Facilities B-1
ORGANIZATIONAL CHART: RIGHT-SIZED
0BKiewit's Approach to Preconstruction: Reduces Costs and Maximizes Expertise
Kiewit takes a different approach to CMAR
preconstruction than our competition. While others
staff a project with full-time, on-site, "jacks of all
trades, masters of none" personnel, we structure our
team to take advantage of the full depth and breadth
of Kiewit Corporation’s vast resources and expertise
— and in a more cost-effective manner.
During preconstruction, Project Manager
Mike Rood has access to off-site, W/WWTP
discipline-specific professionals, including:
• Discipline-specific constructability experts
• VE experts (discipline-specific engineers and
construction professionals)
• Discipline-specific estimators
• Scheduling experts
• Procurement professionals (experts in quality,
owner-directed purchase, fabrication tracking,
expediting and logistics)
These dedicated teams each bring expertise from their long careers in W/WWTP construction. They will apply best
practices, cost-saving insights and optimized processes to keep your project on schedule and within budget. Lessons
learned from past projects drive efficient, collaborative and cost-effective outcomes.
This approach reduces overhead, optimizes resources, maximizes the CMAR collaboration process and enhances
project flow. The City gains on-demand access to expertise as needed. This saves you time and money by providing
tailored solutions.
1BConstruction Management: Proactive Coordination and Hands-On Oversight
Kiewit's approach to construction management begins with proactive planning, coordination and communication.
Leveraging self-performance expertise, we plan every detail with the end-goal in mind. Regular coordination with plant
operations and Carollo staff keeps the team informed and resolves potential issues early. Our attention to detailed
planning keeps us on track to meet budget and schedule commitments to the City.
2BStart-up and Commissioning: Client-Centered for Smooth Handover
Unlike many competitors that rely on standard testing processes and minimal operations involvement, Kiewit brings
the operations team in from the very start, facilitating a seamless transition from construction to operation.
We involve the operations team early for optimized equipment selection, tailored testing standards and asset
management integration. This approach reduces start-up risks, maintains quality and provides a reliable
transition to operations.
Our project organization offers a streamlined team focused
on efficient execution and backed by a large firm's
resources to deliver the right support at the right time —
without the need for full-time commitment.
The organizational chart (Figure B-1) delineates
dedicated project personnel and our corporate
management structure.
Figure B-1: Organizational Chart
SHERMAN WWTP CMAR
Over 80% of our submittals, overseen by our
in-house engineers, were approved in the first submittal
(involves Carollo).
$288M
I
~_::_· ~P.-r_o-~e_c_t_Ex-ec_u_t_iv_e _____ _J / : _Jim Goyer, DBIA , ENV SP
Jim, an Orlando
resident, is
just 25 minutes
from you and
is available to
update the City
Commission . Our
local team has
the resources you
need to get this
job done .
Doing
preconstruction
right is critical to
project success .
Nick will oversee
preconstruction,
guiding the team
to develop VE
ideas to improve
operability, cost
and schedule .
Safety Manager
Mark Latham, CHST
ouality Manager
Sean Miller, Assoc. DBIA
PRECONSTRUCTION
• Scheduling
• GMP Development
• Project Controls
CMAR Contractor
Kiewit Water Facilities
Florida Co. (Kiewit)
Project Manager
Mike Rood , Assoc. DBIA
CONSTRUCTION
f 3·iMijii4iHiiMiMi·M ~
Jeff Simon
Operator
We will right-size this
effort to act efficiently.
Mike is the only full-time
employee assigned during
preconstruction. All others
are shared with other projects
so you aren 't paying for more
than you need .
START-UP 6
COMMISSIONING
ADDITIONAL STAFF
BNR Process Expert
Dave Refling , PE , BCEE
Community Outreach
Specialist
Ashley Moore (Quest)
@Kiewit
151
SECTION B Qualifications
City of Winter Springs, FL | RFQ#: 08-24-04 PH | CMAR Wastewater Treatment Facilities B-2
Providing Efficient Services Through the
Assignment and Location of Personnel
Our project team structure is streamlined and designed for
efficiency and flexibility. Project Manager Mike Rood serves
as the only full-time employee during the preconstruction
phase, with a focus on collaborating closely with the City and
Carollo to listen to your desires and concerns, drive efficiency
into the process and drive down unnecessary costs. Key roles
are filled by experts who bring specialized knowledge on a
part-time basis, such as Project Executive Jim Goyer, who
provides strategic oversight, Safety Manager Mark Latham,
who focuses on compliance with safety protocols and Quality
Manager Sean Miller, who verifies standards are met.
Additional roles, including Construction Manager Jeff
Simon and Start-up & Commissioning Manager Seth Reed, support the project at critical stages. Design
Coordinator Jonathan Conrad offers engineering coordination throughout preconstruction and in conjunction with
Preconstruction Manager Nick Black, who guides the team in VE to optimize project costs, schedule and GMP
development. This lean structure provides cost-effective, high-quality service by leveraging the vast resources of a
large company, offering specialized expertise only as needed — delivering a cost-efficient, flexible advantage without
inflating costs.
To leverage remote personnel only when they are needed, we use technologies and tools as discussed on Page C-4
of Section C, Project Management Techniques and Technologies Keep the Project on Track. No matter where the
team is, we will be connected and efficient. Mike, Jim, Jeff and Seth are local to Orlando. Jonathan and Nick oversee
design staff and preconstruction subject matter experts (SMEs) from our preconstruction hub in Dallas, TX.
Availability of Personnel to Deliver Self-Performance
National and local news outlets often report on the nationwide shortage of skilled workers. Our team brings stability by
leveraging Kiewit Corporation’s extensive resources, including 800+ craft and staff in Florida and a large equipment
fleet — all ready to mobilize as needed to keep your project on track.
Self-performing the construction work allows us to directly control quality, schedule and costs, making it an efficient
and cost-effective approach. By managing critical tasks with our own skilled teams, we reduce reliance on
subcontractors, reduce markups and streamline coordination. We can swiftly adapt to changes, avoid delays and
optimize resource allocation, leading to significant cost savings. This streamlined approach fosters more efficient
operations and enhances our ability to deliver exceptional results on time and within budget.
We anticipate self-performing 50%, or more if requested, of the Winter Springs project, using a competitive bid and/or
open-book method. For more details on scope of work we intend to self-perform, see Page C-7 of Section C, Self-
Performance Capabilities.
You guys have full control of the steering
wheel, and there is no back seat driver.
You’re on it, you have a schedule, you know
what you want done, you’re holding your
team accountable, and that’s much more
structured than what we typically see
from a design-builder. And quite frankly,
I’m ecstatic.”
Alan Oyler, Project Manager II
City of Orlando, Iron Bridge Grit Removal
(Mike Rood led this job as Project Executive)
''
Craft to assure quality
and credible methods
Self-performance
eliminates double markup
Our craft drive safety. We're bringing a
proven safety program, led by the team
that made it successful in Florida.
cm)Kiewit
152
SECTION B Qualifications
City of Winter Springs, FL | RFQ#: 08-24-04 PH | CMAR Wastewater Treatment Facilities B-3
Subcontracting
Effective CMAR delivery involves collaboratively selecting subcontractors with the City, prioritizing the project’s best
interests. Our in-house procurement group will prepare bid packages and solicitations to make sure the City receives
competitive bids from qualified subcontractors. We strategically did NOT add subcontractors during this proposal
stage to allow for competitive bidding once scopes are better defined, making sure the City receives the best value.
Leveraging Florida Expertise
Since the 1970s, Kiewit Corporation has established a
strong presence in Florida, offering Winter Springs a
trusted CMAR and builder with over 100 subcontractor
relationships and deep expertise in the local market.
In the last 10 years, Kiewit Corporation has constructed
$6B in Florida revenue, including $2.2B in Florida CMAR
revenue. We will leverage our relationships with local
subcontractors and our subcontractor database to get you
the best possible project.
Selecting Quality Subcontractors
Our in-house procurement group selects quality
subcontractors through a rigorous vetting and qualification
process, making sure the project gets the best value. We
will assess each subcontractor's:
• Experience
• Safety record
• Financial stability
• Current workload
• Previous project performance
The procurement group carefully evaluates bids — considering factors such as price, quality, schedule and risk —
and conducts interviews and site visits when needed. This structured approach leads to only the most capable and
reliable subcontractors, minimizing risk and achieving project success.
Building Relationships with Small, Minority and Women Business Enterprises (SMWBE)
Kiewit invests in the success of our subcontractors through comprehensive mentorship and training programs. We
develop mentor/protégé relationships, providing guidance on best practices, efficient resource management, quality
control and safety protocols. This support not only enhances the subcontractors' performance on our projects but also
bolsters their professional growth and competitive standing for future work. For our clients, this means higher-quality
outcomes, timely project completion and a more robust, skilled workforce, contributing to the project’s success.
Performing Community Outreach and Engagement
Kiewit understands communication with the public is an essential part of a successful project. We
have teamed with Quest Corporation of America, Inc., (Quest) to provide public outreach in coordination with Winter
Springs. Quest has led the public involvement efforts for hundreds of projects throughout central Florida, including
community outreach, public meeting coordination and documentation, media relations, customer surveys,
drone/videography, focus groups, special event planning, project hotlines and website development.
Figure B-2: Extensive project
portfolio in Florida
cm)Kiewit
4DD+
Florida Projects
SD+
Orlando Area Projects
@UEST.
153
City of Winter Springs, FL | RFQ#: 08-24-04 PH | CMAR Wastewater Treatment Facilities B-4
Role and Responsibilities
• Brings Winter Springs high-level project management, focusing on smooth
execution and staying within budget
• Provides oversight to maintain adequate resources and staff throughout the project
• Collaboratively incorporates VE opportunities
Featured Project Experience
Sherman Wastewater Treatment Plant, Sherman, TX
Project Executive | Relevancy: CMAR, Lift Station, Return Activated Sludge/Waste
Activated Sludge (RAS/WAS) Pumps. The City of Sherman’s first CMAR project, a fast-
tracked 4 MGD WWTP using membrane bioreactor (MBR) technology, has progressed quickly
with the team driving preconstruction. Jim makes sure the team is well-resourced and leads
executive reviews to confirm quality, cost and schedule goals are met.
Prospect Lake Clean Water Center, Fort Lauderdale, FL
Project Executive | Relevancy: DB, Florida, Advanced WTP. This $578M project will be
a greenfield 50 MGD WTP that utilizes a split stream of nanofiltration and ion exchange to
treat well-source water known for color and odor issues. It has been designed to withstand
Category 5 hurricane winds. The accelerated 42-month schedule includes engineering,
procurement, construction and commissioning.
Largo Wastewater Reclamation Facility Biological Treatment Improvements, Clearwater, FL
Project Executive | Relevancy: $58M, DB, Florida,
5-Stage Bardenpho. Designed and constructed $58M of upgrades
to an 18 MGD WWRF, including upgrading the primary clarifier,
retrofitting biological nutrient removal (BNR) basins and combining
RAS/WAS pump stations. Upgraded electrical, SCADA and
mechanical systems. Jim collaborated with the design team and
owner, saving $2.4M through VE. Cost-saving solutions included a
larger combined RAS/WAS pump station that eliminated six WAS
pumps, reducing capital and energy costs.
Peace River Manasota Regional Water Supply Authority (RWSA)
Annual Maintenance Services, Lakewood Ranch, FL
Project Executive | Relevancy: CMAR, Florida. On-call facility services for Peace River Manasota RWSA. Includes
a 51 MGD conventional surface water treatment facility, 120 MGD intake on the Peace River, a 6.5B-gallon off-stream
raw water storage and 21 aquifer storage and recovery wells.
North District Wastewater Treatment Plant Primary Clarifier Rehabilitation, Miami, FL
Project Executive | Relevancy: $50M, Florida, WWTP. Upgraded the 120 MGD plant’s odor control system and
rehabilitated primary clarifiers where sludge accumulation caused equipment failure. Jim oversaw project resources,
brought about safe, high-quality solutions and met or exceeded client expectations. He was actively involved in
scheduling, estimating, contract reviews, negotiations, cost control and overall project quality and safety management.
Central District Wastewater Treatment Plant Rehabilitation, Key Biscayne, FL
Project Executive | Relevancy: Florida, WWTP, RAS Pumps, Aeration, Filtration. Rehabilitated five RAS pump
stations, adding a new odor-control building, two RAS electrical buildings and two electrical substations. Jim provided
oversight, including making sure the project had adequate resources, provided safe, quality solutions and met or
exceeded client expectations.
JIM GOYER,
DBIA, ENV SP
Project Executive
EDUCATION
B.S., Construction
Management – Southern
Polytechnic State Univ.
REGISTRATIONS
Certified DBIA Professional
Certified Envision
Sustainability Professional
Florida General
Contractor’s Licensee
EXPERIENCE
Industry: 34 years
Kiewit: 7 years
Relevant Qualifications
• Vast experience in constructability reviews, VE, scheduling, cost estimating, risk
analysis and construction management services
• Leverages $1.8B collaborative delivery experience to unite teams toward shared goals
• Involved in large-scale W/WW projects, including advanced WWTPs and 5-stage
Bardenpho, in Florida since 2007
Jim was an invaluable member of the Kiewit
team on the City of Largo Biological
Treatment Improvements project. He was
instrumental in keeping the project on track
and in negotiating equitable solutions to a
variety of issues that invariably arise on a
project of this size and complexity.”
– Chuck Mura, City Engineer, Largo WWRF
''
154
City of Winter Springs, FL | RFQ#: 08-24-04 PH | CMAR Wastewater Treatment Facilities B-5
Role and Responsibilities
• As the single-point-of-accountability, he will collaborate with Winter Springs and Carollo
to meet project goals on time, within budget, safely and with high-quality delivery
• Manages GMP development and oversee project planning, resourcing and execution
• Works closely with Winter Springs and designers, end users, local labor forces
and team personnel to drive the project to a successful completion
Featured Project Experience
Largo Wastewater Reclamation Facility Biological Treatment Improvements, Clearwater, FL
Project Manager | Relevancy: DB, Florida, 5-Stage Bardenpho. Designed and
constructed $58M in upgrades to an 18 MGD WWRF, including all primary and secondary
treatment systems. Upgraded electrical and SCADA systems with mechanical treatment
systems. Mike’s hands-on involvement increased efficiency with the implementation of
design-build planning and construction execution. His constant communication and
collaboration with the owner and team helped direct efforts toward best outcomes.
Orlando Wastewater Treatment Plant Annual Maintenance Services, Orlando, FL
Project Manager | Relevancy: CMAR, Florida, Headworks, Secondary Treatment, RAS. As-needed maintenance
services, including repairs and upgrades to pumps, piping, mechanical equipment and electrical systems at the City of
Orlando’s Conserv I, Conserv II and Iron Bridge WRFs. Pipelines and lift stations also were rehabilitated. Mike
confirmed the work exceeded expectations while successfully guiding his team through a new contract model.
Mike's team collaborated with the city to develop scopes and pricing for over 150 work orders, helping to effectively
maintain the facilities.
Sustainable Water Infrastructure Project (SWIP), Santa Monica, CA
Preconstruction Manager | Relevancy: PDB, 1 MGD, $87M,
Advanced Treatment, Residential Area. Designed and
constructed innovative indirect potable reuse/direct potable reuse
(IPR/DPR) AWWTF to Envision Platinum specifications. Reduced
energy use and greenhouse gas emissions for this first-of-its-kind
facility to treat a blend of sewer and stormwater. Technology
included biosolids, MBR, cartridge filter, reverse osmosis (RO), ultraviolet advanced oxidation process (UV-AOP) and
IPR/DPR. Mike led the overall GMP development, resulting in the delivery of an accurate estimate and schedule
models. He focused on small details while keeping an eye on the big picture, exploring and maximizing VE and
schedule-saving ideas. VE saved the city more than $5M and avoided an 18-month shutdown of a public park.
Iron Bridge Water Reclamation Facility Grit Preconstruction, Oviedo, FL
Project Executive | Relevancy: Florida, Secondary Clarifier, Headworks, RAS Pumps, BNR Basins. This $36M
progressive design-build project replaces the existing grit removal system with new HeadCell technology to remove
more than 95% of particles larger than 75 microns. The project also improves RAS blending with degritted effluent as
the flow splits to the four BNR tanks. Mike's team has maintained an aggressive schedule while implementing $5M in
VE savings during the design phase.
St. Pete Wastewater Treatment Plant Services, St. Petersburg, FL
Project Executive | Relevancy: CMAR, Florida, Pre-Aeration Basins, Odor Control, VE Savings. This project included
the installation of a new odor control system at SWWRF with additional intake points and upsizing of fiberglass reinforced
plastic (FRP) duct work. Mike oversaw all project operations while maintaining communications with the owner, assuring
the project was staffed properly and had the resources to meet project goals and requirements.
MIKE ROOD,
ASSOC DBIA
Project Manager
EDUCATION
B.S., Civil Engineering –
University of Notre Dame
REGISTRATIONS
Certified DBIA Professional
EXPERIENCE
Industry: 30+ years
Kiewit: 13 years
Relevant Qualifications
• 30+ years’ overseeing delivery of complex infrastructure and W/WW projects,
including the 5-stage Bardenpho process
• $626M in collaborative delivery experience by engaging multiple stakeholders to
complete projects on time and within budget
• Diverse experience as a Construction Manager, Plant Manager, Chief Estimator and
Project Manager enables Mike to identify potential issues and bring unique solutions
“Kiewit has taken our challenges and
problems like they were their own and
worked with us to solve them. They have
exceeded our expectations.”
– Alex Nazarchuk, City Engineer, SWIP
''
155
City of Winter Springs, FL | RFQ#: 08-24-04 PH | CMAR Wastewater Treatment Facilities B-6
Role and Responsibilities
• Develops project budgets, estimates and timelines during the planning phase to
align with client goals and financial targets
• Coordinates with design, engineering and construction teams to assess project
feasibility, constructability, risk and VE opportunities
• Leads preconstruction meetings and manages risks through continual scrutiny of
cost, schedule and quality for a seamless transition from preconstruction to
construction
Featured Project Experience
RM Clayton Water Reclamation Center Compliance Upgrades Phase 2, Atlanta, GA
Preconstruction Manager | Relevancy: CMAR, Secondary Treatment, WAS Pumping,
Process Aeration Blowers and Building, Plant Utility Water Pumping. The plant was
facing compliance issues, and processes were inefficient. The design was fast-tracked for
quick implementation and improved reliability in primary treatment processes. A quick
project schedule was met, grit removal was improved and reliability was increased by
designing robust process units to provide primary treatment. Nick coordinated closely with
engineers and stakeholders. He kept the project on schedule and within budget.
Northwater Treatment Plant, Golden, CO
Preconstruction Manager | Relevancy: CMAR, Influent Lift Station, Tertiary Filtration, Chlorine Disinfection,
Effluent Transfer Pumps, Plant Utility Water Pumping. Replaced aging WTP with a new state-of-the-art plant
capable of treating up to 75 MGD at a greenfield location. Installed 31 pumps and performed site electrical, I&C and
SCADA work. Nick supported preconstruction efforts by calculating the costs of materials, labor and equipment
needed to complete the project within budget. He worked closely with engineers and stakeholders to confirm project
and schedule goals were met.
Gwinnett County On-Call Water-Wastewater Facilities Maintenance, Buford, GA
Preconstruction Manager | Relevancy: CMAR, Lift Station, Headworks, Secondary Treatment, WAS Pumps,
Aeration Blowers, Tertiary Filtration, Chlorine Disinfection, Effluent Pumps, Plant Utility Water Pump. This was
an annual on-call, non-emergency service contract for multiple W/WWTPs. Rehabilitated and upgraded critical
process equipment that was not functioning optimally or had been damaged, broken or exceeded its useful life. Major
items included upgrades to ozone system power supplies, ozone gas piping modifications, ozone residual sample
piping, centrifuges, center flow band screens and the repair or replacement of slide and sluice gates. Nick
collaborated with engineers and stakeholders to keep the project on time and within budget. He coordinated with both
preconstruction and construction teams to confirm a smooth transition.
Largo Wastewater Reclamation Facility Biological Treatment Improvements, Clearwater, FL
Preconstruction Manager | Relevancy: DB, Florida, Lift Station, 5-Stage Bardenpho. Upgraded and made
improvements to the biological treatment/nutrient removal process. The work was focused on the primary and
secondary clarifiers, denitrification filters, combined RAS/WAS pump station, filter feed pump station, tertiary disk
filters and methanol injection system. Nick worked directly with engineers and stakeholders, reviewing schedule
and budget goals.
Prospect Lake Clean Water Center, Fort Lauderdale, FL
Preconstruction Manager | Relevancy: DB, Florida, Advanced WTP. This project includes the implementation of a
WTP to replace an aging, 70-year-old facility. It features advanced nanofiltration and ion exchange technology,
producing 50 MGD. It is designed to handle future PFAS treatment and to withstand Category 5 hurricanes. Nick is
leading the design teams, confirming specifications and standards are met. He coordinates with stakeholders,
optimizing designs for functionality and efficiency while adhering to budget and schedule.
NICK BLACK,
ASSOC. DBIA
Preconstruction
Manager
EDUCATION
B.S., Universal Technical
Institute – Houston, TX
REGISTRATIONS
Certified DBIA Professional
EXPERIENCE
Industry: 24 years
Kiewit: 20 years
Relevant Qualifications
• Contributed and led efforts on $2B+ in collaborative delivery projects
• 20+ years’ experience in W/WW infrastructure, including the 5-stage Bardenpho process
• Held various leadership roles and excels at collaborating with preconstruction teams
with his estimating skills
156
City of Winter Springs, FL | RFQ#: 08-24-04 PH | CMAR Wastewater Treatment Facilities B-7
Role and Responsibilities
• Oversees on-site construction activities, confirming work adheres to project plans,
timelines and quality standards
• Coordinates with subcontractors, suppliers and project teams to maintain efficient
workflows and address any potential issues
• Manages safety protocols, budgets, tracking and progress reporting to keep the
project aligned with goals and regulatory requirements
Featured Project Experience
Iron Bridge Water Reclamation Facility Grit Preconstruction, Oviedo, FL
General Superintendent | Relevancy: Florida, Secondary Clarifier, Headworks, RAS
Pumps, BNR Basins. Replaced the existing grit removal system with a more efficient system. The system uniformly
distributed flow and loading to the downstream BNR treatment trains. The new grit removal structure has a blending
stage when degritted raw wastewater mixes with RAS from the secondary clarifiers. The effluent then splits to the four
BNR trains. Jeff oversaw all on-site construction, confirming work met project and schedule requirements. He directed
staff, managed subcontractors and verified compliance with safety and quality standards.
Central District Wastewater Treatment Plant Rehabilitation, Key Biscayne, FL
Construction Manager | Relevancy: Florida, RAS Pumps, Aeration, Filtration. Rehabilitated a 143 MGD
wastewater treatment plant. Addressed sludge collection failures by restoring five existing RAS pump stations and
building one new odor control, two electrical and two substation structures. Jeff’s construction sequencing
accomplished this with timely upfront planning and collaboration with the client and engineer of record (EOR) for this
project. He contributed to the success of completing this project two months ahead of schedule.
Orlando Wastewater Treatment Plant Annual Maintenance Services, Orlando, FL
Superintendent | Relevancy: CMAR, Florida, Headworks, Secondary Treatment, RAS. As-needed maintenance
services, including repairs and upgrades to pumps, piping, mechanical equipment and electrical systems at the City of
Orlando’s Conserv I, Conserv II and Iron Bridge WRFs. Pipelines and lift stations also were rehabilitated. Jeff
supervised construction activities, confirming safety compliance and coordinating subcontractors to keep the project
moving smoothly on the ground.
North District Wastewater Treatment Plant Primary Clarifier Rehabilitation, Miami, FL
Construction Manager | Relevancy: Florida, Secondary Clarifiers, Aeration, WAS Pumps. Provided upgrades
and installed new clarifier mechanisms. Replaced two primary scum/sludge pump station submersible chopper pumps
and tied them into the new odor control system. Constructed a new chemical storage and feed facility, including two
2,500-gallon dual-walled polyethylene chemical storage tanks. Jeff was responsible for work sequencing and all
construction activities.
Confidential Industrial Water Reclamation Facility, Central TX
General Superintendent | Relevancy: Collaborative Delivery, Filtration, MOPO. Engineered, procured,
constructed and managed the start-up of a WRF and discharge pipeline supporting two facilities. Provided unique
treatment solutions for six waste streams to be recycled back to the facilities or discharged after meeting surface
water quality requirements. Jeff manages daily field operations, reviewing project specifications, schedule and quality
standards. He coordinates crews, allocates resources and enforces safety protocols to keep the project on track.
JEFF SIMON
Construction Manager
TRAININGS
OSHA-10
OSHA-30
EXPERIENCE
Industry: 29 years
Kiewit: 4 years
Relevant Qualifications
• Well-organized, results-driven leader with nearly 30 years of experience on
construction projects serving various sectors
• Delivers quality work and coaches others to do the same, modeling excellent
technical/professional behavior
• Proactively addresses potential conflicts while collaborating with multiple teams
157
City of Winter Springs, FL | RFQ#: 08-24-04 PH | CMAR Wastewater Treatment Facilities B-8
Role and Responsibilities
• Creates and enforces safety plans to confirm regulatory standards
• Leads safety training while performing inspections and risk assessments
Featured Project Experience
RM Clayton WRC Compliance Upgrades Phase 2, Atlanta, GA
Safety Manager | Relevancy: Headworks, Reclaimed Water, MOPO, CMAR.
Completed improvements to the headworks facility at a 240 MGD water
reclamation center. Achieved zero incidents over 24 months.
Largo WWRF Biological Treatment Improvements, Clearwater, FL
Safety Manager | Relevancy: DB, Florida, Lift Station, 5-Stage Bardenpho.
Enhanced the biological treatment, including clarifiers, filters and pump stations.
Converted three 6 MGD treatment trains to BNR.
Gwinnett County On-Call W/WW Facilities Maintenance, Buford, GA
Safety Manager | Relevancy: CMAR, Lift Station, Headworks, Secondary
Treatment, WAS Pumps, Aeration, Tertiary Filtration, Chlorine Disinfection,
Effluent Pumps, Plant Utility Water Pump. Annual on-call service contract for
multiple W/WW treatment plants, focusing on rehabilitating and upgrading
essential equipment.
Relevant Qualifications
• 31 years’ industry experience, including the 5-stage Bardenpho process
• Contributed and held leadership roles on projects up to $3.6B
MARK LATHAM,
CHST
Safety Manager
EDUCATION
B.S., Surveying and Engineering –
Queensland University of Technology
REGISTRATIONS
Certified Construction Health and
Safety Technician (CHST)
TRAININGS
OSHA-Trainer
OSHA-500
EXPERIENCE
Industry: 31 years
Kiewit: 26 years
Role and Responsibilities
• Creates and enforces quality control procedures
• Conducts inspections and works to maintain quality documentation
Featured Project Experience
Sherman WWTP, Sherman, TX
Quality Manager | Relevancy: CMAR, Lift Station, RAS/WAS Pumps.
Construction of 4 MGD WWTP featuring a lift station, equalization basin,
headworks, fine screens, blowers and MBR membrane basins.
Prospect Lake Clean Water Center, Fort Lauderdale, FL
Quality Manager | Relevancy: DB, Florida, Advanced WTP. Building a
greenfield 50 MGD WTP that utilizes nanofiltration and ion exchange to treat
well-source water known for color and odor issues. The accelerated 42-month
schedule includes engineering, procurement, construction and commissioning.
Gwinnett County On-Call W/WW Facilities Maintenance Buford, GA
Quality Manager | Relevancy: CMAR, Lift Station, Headworks, Secondary
Treatment, WAS Pumps, Aeration, Tertiary Filtration, Chlorine Disinfection.
Annual on-call service contract for multiple W/WW treatment plants, focusing on
rehabilitating and upgrading essential equipment.
Relevant Qualifications
• 36 years’ industry experience, specializing in W/WW treatment
• Experience delivering over $3.4B in collaborative WW projects
SEAN MILLER,
ASSOC. DBIA
Quality Manager
REGISTRATIONS
Certified DBIA Professional
TRAININGS
OSHA-10
NCCER Construction Management
EXPERIENCE
Industry: 36 years
Kiewit: 25 years
158
City of Winter Springs, FL | RFQ#: 08-24-04 PH | CMAR Wastewater Treatment Facilities B-9
Relevant Qualifications
• 27 years’ industry experience, managing various water projects
• Extensive engineering and design experience on large projects
Role and Responsibilities
• Collaborates with teams to develop and execute detailed commissioning
• Provides training and support to operational staff, verifying knowledge
Featured Project Experience
Largo WWRF Biological Treatment Improvements, Clearwater, FL
Start-up and Commissioning Manager | Relevancy: DB, Lift Station, Florida,
5-Stage Bardenpho. Enhanced the biological treatment, including clarifiers,
filters and pump stations. Converted three 6 MGD treatment trains to BNR.
St. Pete WWTP Services, St. Petersburg, FL
Project Manager | Relevancy: Florida, Pre-Aeration Basins, Odor Control,
VE. Procured and installed ducting system and pre-aeration basins. Fitted odor-
control unit at an existing WWTP. VE savings of $474K, or 17.4% of total cost.
Perris Valley Regional WRC Tertiary Expansion, Perris, CA
Project Engineer | Relevancy: Tertiary Filtration, Chlorine System, Effluent
Pump Station, Utility Water Pumping. Upgraded the odor-control system and
rehabilitated primary clarifiers. Improvements included the construction,
modification and additions of tertiary treatment, secondary effluent pump station,
influent pump station, chlorine systems/basins and utility water pumps.
Relevant Qualifications
• 19 years’ industry experience, including the 5-stage Bardenpho process
• Proven leadership roles from Commissioning Manager to Project Manager
Role and Responsibilities
• Coordinates design activities across teams to align goals and timelines
• Reviews designs for compliance with regulatory and project standards
Featured Project Experience
Prospect Lake Clean Water Center, Fort Lauderdale, FL
Engineering Manager | Relevancy: DB, Florida, Advanced WTP. The $578M
Prospect Lake Clean Water Center is a greenfield 50 MGD WTP using a split
stream of nanofiltration and ion exchange to treat well source water known for
color and odor issues. Designed to withstand Category 5 hurricane winds.
Class A Biosolids Solar Drying Facility, Tuscon, AZ
Design Integration Manager | Relevancy: Reclaimed Water, DB. The project
uses 100% renewable thermal and solar resources to improve efficiency, reduce
energy consumption and lower the carbon footprint. This fully automated, 24/7
facility will also deliver life-cycle savings through reduced operational costs.
Sustainable Water Infrastructure Project, Santa Monica, CA
Design Integration Manager | Relevancy: Lift Station, Collaborative
Delivery, Cost-Savings. Improved drought resiliency, increased water supply for
reuse and enhanced flexibility in the management of the water resources.
Constructed a below-grade municipal WWTP and installed two stormwater tanks.
JONATHAN
CONRAD, PE
Design Coordinator
EDUCATION
B.S., Architectural Engineering –
University of Kansas
M.S., Architectural Engineering –
Pennsylvania State University
REGISTRATIONS
Professional Engineer – California,
Kansas, Massachusetts, Missouri
EXPERIENCE
Industry: 27 years
Kiewit: 15 years
SETH REED,
ASSOC. DBIA
Start-up and Commissioning
Manager
EDUCATION
B.S., Construction Site Management –
Bowling Green State University
REGISTRATIONS
Certified DBIA Professional
TRAININGS
OSHA-10
OSHA-30
EXPERIENCE
Industry: 19 years
Kiewit: 17 years
159
City of Winter Springs, FL | RFQ#: 08-24-04 PH | CMAR Wastewater Treatment Facilities B-10
Role and Responsibilities
• Builds positive community ties by sharing goals, benefits and updates
• Organizes public meetings, tours and sessions to gather feedback
Featured Project Experience
Pine Hills Road Septic Tank Retrofit Program, Orlando, FL
Public Outreach Specialist | Relevancy: Community Outreach, Florida. This
is a $12M septic-to-sewer project located in a hard-to-reach community.
Outreach and engagement strategies were developed for the local population.
Wekiwa Septic to Sewer Phase 3, Apopka, FL
Public Outreach Specialist | Relevancy: Community Outreach, Florida. This
is the third phase of an almost $13M, high-profile project. Resident requests were
coordinated and updates provided.
Lockwood Boulevard Sanitary Sewer Emergency Repair, Oviedo, FL
Public Outreach Specialist | Relevancy: Community Outreach, Florida. This
project involved a necessary emergency repair for the Lockwood Boulevard
sewer system. A dedicated project website was created to share weekly updates
and geofenced social media updates.
Relevant Qualifications
• Skilled in community outreach in both water and environmental sectors
• Experienced with addressing concerns and creating accessible materials
ASHLEY MOORE
Community Outreach
Specialist
EDUCATION
Coursework, Mass Communication –
Florida Atlantic University
EXPERIENCE
Industry: 13 years
Quest: 1 year
Role and Responsibilities
• Provides technical guidance to confirm standards and goals are met
• Develops and refines BNR process designs to improve plant efficiency
Featured Project Experience
Largo WWRF Biological Treatment Improvements, Clearwater, FL
Senior Process Engineer | Relevancy: DB, Florida, 5-Stage Bardenpho.
Improved the WWRF, including clarifiers, filters and pump stations. Converted
three 6 MGD treatment trains to BNR.
Orlando WRF BNR Process Improvements, Orlando, FL
Project Manager/EOR | Relevancy: Florida, BNR. Provided a detailed
evaluation, design and implementation of major improvements to the existing
BNR/AWT facility. Provided BNR expertise to enhance the BNR performance and
managed a large project team efficiently.
Southwest Regional WRF BNR Improvements, Volusia County, FL
Senior Project Engineer | Relevancy: Florida, BNR, RAS/WAS, Secondary
Clarifiers, Tertiary Filtration, Aeration System. Evaluated over 40 nutrient-
removal technologies and alternatives. Converted three existing treatment trains
to 3-stage BNR processes. Scope also included aeration systems, secondary
clarifiers, RAS/WAS pumping, transfer pump stations and tertiary filtration.
Relevant Qualifications
• 49 years’ experience in planning, designing and managing W/WW projects
• Advanced WWTP expert, including BNR, MBR and 5-stage Bardenpho
DAVE REFLING,
PE, BCEE
BNR Process Expert
EDUCATION
M.S., Environmental Engineering –
Johns Hopkins University
B.S., Physics – University of Wisconsin
REGISTRATIONS
Professional Engineer – Florida
Board Certified Environmental Engineer
EXPERIENCE
Industry: 49 years
Kiewit: N/A
160
PROJECT APPROACH
AND AVAILABILITY
C
Central District WWTP RehabilitationKey Biscayne, FL
161
Section C
Project Approach
and Availability
City of Winter Springs, FL | RFQ#: 08-24-04 PH | CMAR Wastewater Treatment Facilities C-1
PRECONSTRUCTION APPROACH: A HANDS-ON APPROACH THAT
OPTIMIZES THE BENEFITS OF THE CMAR DELIVERY METHOD Below is a breakdown of your scope of work (starting on page 8 of the RFQ), illustrating how our preconstruction, engineering and procurement teams will come
together to make the East and West WRF Replacement a success. On-Site Project Manager Mike Rood will engage these specialized and flexible resources as
needed, collaborating closely with the City and Carollo to set the stage for the best outcome. We’re committed to delivering a project that aligns with your goals.
I
DEDICATED PRECONSTRUCTIDN GROUP
The centralized preconstruction group brings everything under one roof -estimating, scheduling and
constructability -driving seamless coordination and faster problem-solving . This expertise identifies
opportunities for substantial cost and schedule savings, minimizes rework and provides a smoother,
more efficient project delivery from Day 1.
Coordination and Project Management
• Streamlined Management: Centralized budget , schedule , quality and risk control improves
alignment , simplifying processes and communication.
• Efficient Preconstruction Support : Clear scheduling and cost estimates enable timely
adjustments and effective problem-solving.
Schedule
• Master Schedule Control : In-house scheduling enables proactive time management.
• Optimized Logistics: Central planning reduces delays and optimizes resources.
Risk Management
• Consistent Risk Management: A single team maintains the risk register, mitigating risks.
Safety Plan
• Centralized Safety Strategy: Coordinated safety planning minimizes issues.
Reporting Other Responsibilities
• Detailed Reports: Aligns with goals , providing updates on cost , schedule and scope.
• Decision and Action Logs : Promotes accountability and monitors milestones and issues.
Budget & Schedule Refinement
• Accurate Estimating : Living cost estimates allow budget and schedule adjustments.
• Budget Control: Analyzes deviations with recommendations to keep the project in budget.
• Progress Tracking: Monitors schedules and creates reliable cash-flow projections.
Early Work
• Early Work Identification : Recognizes opportunities to start critical tasks before final design
completion , accelerating project timelines.
• Focused Document Preparation : Develops specific design documents for early work , enabling
prompt approvals and efficient execution.
• Optimized Phasing : Prepares early work packages (EWP) guaranteed maximum price (GMP)
proposals , allowing early stage procurement.
Acceptance or Rejection of GMP Proposal
• Streamlined GMP Development: A centralized preconstruction team produces accurate cost
estimates , effective bid package coordination and timely decision-making , aligning scope , design
and budget seamlessly to support efficient GMP approval.
• Risk and Value Management: Centralized oversight improves risk identification and integrates VE.
Standardized Design
for Cost Efficiency:
Kiewit will partner with the City and
Carollo to standardize a one-plant,
two-site design for consistency,
cost savings and redundancy.
Community-Focused
Collaboration:
Kiewit will engage with the City,
Carollo and the community to
deliver a high-quality product
through inclusive collaboration.
See P
C-4
C-8+
C-4
F-2
C-4
C-5
C-8+
C-6
In-house
preconstruction
experts deliver
THE PROJECT VDU WANT
at a PRICE THAT WORKS
for you.
Proactive Document Review for
Budget and Schedule Efficiency:
Our early document reviews on the Sherman
WWTP resulted in an 81% first-submittal
approval rate, streamlining progress.
IN-HOUSE
ENGINEERING
GROUP
Reduced RFls through
Constructability Reviews:
@Kiewit
IN-HOUSE ENGINEERING GROUP
The preconstruction team relies on our engineers to identify and vet constructability and VE alternatives,
providing the City with timely cost-saving solutions . This approach will drive design coordination, streamline
document I submittal reviews and maximize resource efficiency.
See P
co
0
c-i
......
0
c-i
Design Coordination
• Efficient Collaboration : Real-time integration of design and construction needs prevents delays and
enhances stakeholder coordination.
• Utility and Infrastructure Planning : Aligns with local regulations and permitting , improving feasibility.
• Quality and Safety Checks: Consistent design standards reduce the risk of costly rework , and
continuous supplier coordination of critical components avoids delays due to misfabricated equipment.
• Constructability Reviews: Minimize errors and rework , review design for plant maintenance ,
operations access and potential cost savings and provide feedback on "known-but-not-shown " design
components to assure accurate cost and schedule estimates.
• Cost and Material Insights: Support budget alignment , reinforcing project financial goals.
Value Engineering
• Alternative Solutions : Offer cost-effective materials and techniques that meet project goals while
prioritizing safety and environmental standards .
• Cost Insights: Familiarity with estimating and quantity tracking allows our engineers to provide
informed recommendations and streamline decision-making.
• Budget Monitoring : Regular reviews identify VE opportunities , helping the City meet budget goals and
reduce risks.
IN-HOUSE PROCUREMENT GROUP
The in-house procurement team provides cost control, compliance and competitive bidding, directly
managing suppliers to secure optimal pricing . Key materials are pre-purchased to prevent delays, and
critical equipment is inspected during fabrication to confirm quality. This approach keeps the project on
budget and on schedule, maximizing value for the City.
C-2
C-6
F-2
F-3
C-3
j
See P
Procurement and Preparation of GMP Proposal
• Bidder Lists : Maintaining lists with at least three qualified bidders per package leverages local
expertise for competitive , reliable bids.
• Clear Bid Packages : Comprehensive packages reduce misunderstandings and keep bidders engaged
and well-informed.
• Bid Distribution and Coordination : Quick , coordinated bid distribution creates faster responses and
prompt answers to inquiries , keeping timelines on track.
• Consolidated Bid Reviews : Provide the City with cost comparisons and identifies potential savings.
• Alternate Recommendations: Offers the City objective , cost-effective alternatives to boost value.
Procurement
• Competitive Bidding : Engages a wide pool of bidders , securing multiple quotes to keep costs low.
• Unified Compliance : Aligns all bids with legal and financial standards , simplifying checks and
confirming project integrity for the City, and completes critical equipment inspections during the
fabrication and pre-shipment process to assure quality and reduce rework on site.
• Direct Purchases: Seamless City coordination reduces supply chain and scheduling risks.
• Binding Contracts : Firm agreements with subcontractors minimize cost and scope changes ,
enhancing financial stability.
C-6
C-6
Detailed reviews, like those on the
Prospect Lake Clean Water Center where
there have only been 38 RFls to date,
minimize RFls and avoid design rework.
Preconstruction is the ideal time to add maximum value to the project.
Kiewit stands out as the only team that brings the resources, expertise
and proven execution strategy needed to truly enhance project value
during this critical phase .
162
SECTION C Project Approach and Availability
City of Winter Springs, FL | RFQ#: 08-24-04 PH | CMAR Wastewater Treatment Facilities C-2
All Key Stakeholders Have a Seat at the Table
We prioritize collaboration, so everyone has a seat at the table to participate in
planning and problem-solving.
Project Manager Mike Rood, supported by Preconstruction Manager Nick
Black, will bring an approach centered on robust partnering and close design
collaboration to make sure the City, Carollo, your operations team and Kiewit
work together seamlessly for the project’s success.
Continued Partnering
Partnering fosters open
communication and trust,
which are foundational to a
successful project. Kiewit is
a 28-time winner of the
Marvin M. Black Partnering
Award. We understand the
benefits of successful
partnering — and this
serves as the foundation
for our approach to
project management.
Design Collaboration
The team’s experience on similar projects has shown ongoing partnering
efforts reinforce the project’s goals and parameters for success established at
the kickoff. For the East and West WRF Replacement, we propose:
Task Forces | Kiewit's task forces provide the ongoing interface during the
design development that unites experts across disciplines to tackle design, VE
and construction challenges. Formed with the City and Carollo, these teams
hold meetings to foster seamless collaboration and innovation by:
• Integrating Teams for Cohesive Problem-Solving: Encouraging an
aligned, efficient approach across all stakeholders.
• Maximizing Budget Scope: Accurately estimating rough order of
magnitude (ROM) items to stay within a fixed budget.
• Breaking Down Silos: Streamlining alignment among the City,
Carollo, operations and Kiewit.
• Creating Practical Solutions: Embedding constructability, quality
and operational flexibility into decisions.
Workshops | Workshops provide a venue for the resolution of complex topics
that have multi-faceted impacts to project success to assure alignment
between the City, Carollo, your future operator and Kiewit.
Steering Committee and Ad Hoc Meetings | Following our Quality
Management Plan, structured and ad hoc meetings address complex issues
with senior personnel.
Zipper Plan | An integrated org chart aligns counterparts from the City,
Carollo and Kiewit at all management levels, outlining effective
communication and clear decision-making authority.
Design Collaboration Through Task Forces Enhances Innovation
KIEWIT HAS RECEIVED
f □j MARVIN M. BLACK
EXCELLENCE IN D PARTNERING AND
MERIT AWARDS
by the Associated General Contractors of America
and Construction Risk Partners
Task forces allow the CMAR team
to bring everything to the table,
giving the City all information
needed to make confident, timely
decisions. We'll assess the impact
of each decision on cost, risk and
schedule, balancing these factors
against overall operability goals,
equipment needs and permit
requirements.
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Our skilled schedulers assess schedule impacts
for each option, providing decision-makers with
a complete picture of the schedule impacts to
engineering, procurement and construction.
Schedule
cm)Kiewit
Decision Log 6 Risk Register
Task forces drive the project forward while documenting the
path taken. Discipline leads actively maintain decision logs and
risk registers, providing the entire project team with a complete
understanding of project direction.
1:,u'o\ec\ Matter Experts
►-◄ ---
Disciplines
(Process, Structural, l&C
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TASK FORCE
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Our estimating team updates
the cost model through precise,
current data and decision log and
risk register insights to sharpen
estimates, building toward an
accurate, reliable GMP.
Cost Model
Task forces bring the right experts together early and often to identify viable alternatives and address critical issues to enhance quality and lock in
schedule and cost certainty. Regular, focused input keeps teams aligned and proactive, driving efficiency throughout the design process.
163
SECTION C Project Approach and Availability
City of Winter Springs, FL | RFQ#: 08-24-04 PH | CMAR Wastewater Treatment Facilities C-3
Kiewit’s Value Engineering Process
During the BODR development, our in-house team of engineers will actively support the VE process with Carollo to capture and implement cost-effective
ideas early in the design phase. By making VE decisions at approximately 30% design completion, Carollo’s design will move forward with the best
solutions integrated from the start. Our resources and proactive approach make sure that VE takes place before the design progresses too far,
maximizing impact and efficiency.
Task Forces and the Value Engineering Process
Regular task force meetings allow us to address project challenges proactively, turning VE ideas into effective, practical solutions.
We understand your budget is constrained, and we’re here to provide VE options. As the No. 1
ranked contractor in WWTP (ENR 2024), Kiewit's alternatives evaluation processes are
collaborative, and results are immediately seen in cost models and schedules. We bring a
builder's perspective alongside our in-house engineering department, yielding designs that
minimize the risks of delays and cost overruns during construction.
Sherman
WWTP
CMAR
Confidential
Industrial
WRF PDB
Northwater
Treatment
Plant CMAR
Largo WWRF
Biological
Treatment
Improvements DB
Typical Project Optimization
On all projects, we evaluate hundreds of cost-saving and risk-mitigating initiatives, including the below items we usually start with:
VE Item Explanation Cost
Benefit
Schedule
Benefit
Change of
Materials
SRF funding regulations, including the Build America, Buy America Act (BABA) and American Iron
and Steel (AIS) requirements, increase material costs. To address this, we often recommend using
high-density polyethylene (HDPE) instead of ductile iron pipe (DIP) piping. Evaluating alternative
materials allows us to align material choices with project cost efficiency and operational strategies.
Structure
Location
An optimized plant configuration reduces both underground and above-grade quantities while
preserving accessible areas for operational maintenance.
Owner-
Directed
Purchasing
(ODP)
To leverage sales tax savings and reduce overall project costs, we will recommend and coordinate
items for ODP. This approach will be especially beneficial for acquiring process equipment,
electrical gear and other high-cost items. We will apply the same rigorous inspection and storage
processes to ODP items as we do for those ordered directly.
Precast Tanks Tight project sites require creative solutions like prefabricated precast tanks to prevent delays and
free up laydown space. At Prospect Lake Clean Water Center, we partnered with Dutchland for off-
site tank fabrication, improving safety, accelerating schedules, reducing work area congestion and
minimizing traffic impacts by decreasing concrete truck use.
Cost-Effective
Scheduling
On projects where the schedule is not a primary concern for our clients, we establish a schedule
focused on the most cost-effective construction approach.
A few of the ideas included:
•Reduced flocculation time to 30 minutes at
maximum flow, providing 45 minutes of
flocculation time at nominal plant flow rate
•Eliminated building enclosure over the
flocculation basins
•Used a 120-inch pipeline for chlorine contact in
lieu of constructing a disinfection contact basin,
improving cost and schedule
$80M in VE Savings
A few of the ideas included:
•Structural concrete beams with pile caps reduced
slab thickness
•Gravity flow configuration eliminated pumps
•Control/administration building downsized to one story
•Drainage changed from piping collection system to
sheet flow and swales
•SST modified to HDPE, PVC and other
less-expensive materials
$150M in VE Savings
A few of the ideas included:
•Bio-basin trench in lieu of under-slab piping
•Eliminated line stops and live tie-ins with
six-hour shutdowns
•Eliminated concrete protective coatings for
structures where coating is not required (EQ
basin, buckling-restrained brace, MBR
basin), saving 45 critical path days
•Reduced relift pumps to two instead of three
$10.5M in VE Savings
Identification and Collaboration: Task forces unite City representatives, Carollo and our in-house experts to brainstorm VE ideas that optimize project cost, schedule and risk.
Decision Log and Risk Register Integration: Approved ideas and risks are recorded in a central log, keeping the team informed and aligned as concepts are updated and refined.
Cost and Schedule Modeling: Integrating VE into the task force process enables real-time cost and schedule updates, providing reliable estimates and visualizing each decision's impact to lead to timely decision-making as we build toward an accurate GMP.
VE Item Explanation Cost
Benefit
Schedule
Benefit
DAS System
A densified activated sludge (DAS) system for a biological nutrient removal
(BNR) process can offer benefits, such as reduced sizing for secondary
clarifiers and BNR basins and a decrease in the required aeration system
blower capacity.
Equipment
Redundancy
Evaluation
Plant operation is essential, and this priority is reflected in the sparing and
redundancy philosophy commonly applied in most WWTPs. Assessing the
redundancy of the WAS pumps and aeriation blowers could yield both capital
and operational savings while still maintaining the necessary plant reliability.
Multi-Plant
Sparing
Philosophy
With the planned installation of two similar facilities, the City has an
opportunity to optimize the sparing philosophy across both plants, reducing
capital and maintenance costs while preserving operational redundancy.
Procurement
Plan
Implementing a combined procurement plan for the East and West WRFs with
staggered deliveries optimizes package competitiveness, avoids sole sourcing
and supports a just-in-time delivery model.
Project-Specific Concepts
Using our task force and workshop processes, we will review and evaluate preliminary VE concepts, including:
A few of the ideas included:
•Enhanced BNR operation to improve nitrogen removal and
reduce methanol costs by 50%
•Centralized the blower facility and used high-efficiency,
variable-speed turbo blowers in lieu of centrifugal blowers,
significantly reducing power and maintenance costs
•Installed two internal mixed liquor pumps instead of three
per train
$2.4M in VE Savings
l)Kiewit
....
164
SECTION C Project Approach and Availability
City of Winter Springs, FL | RFQ#: 08-24-04 PH | CMAR Wastewater Treatment Facilities C-4
Identifying and Mitigating Uncertainties for Project Success
Kiewit excels at risk management and mitigation, which means we can keep your project protected, on budget and on
schedule. With Kiewit, the City’s risks will be further reduced through our extensive WWTP experience.
A proactive, five-step risk management program minimizes project impacts by identifying, assessing and mitigating
risks in close collaboration with the City, Carollo and your operations team. This transparent approach adapts as the
project evolves, effectively mitigating risks. Experienced experts manage a living risk register to track, quantify and
address risks. This approach guides cost models and builds trust across the project team.
Project Management Techniques and Technologies Keep the Project on Track
Kiewit uses InEight, the industry’s most sophisticated project management software that we developed. This fully
integrated suite of tools and systems supports transparency, collaboration and project controls tracking in real-time,
allowing for data-driven decision-making. The City and Carollo will have access to the same information Kiewit sees,
so you can make timely decisions to keep the project moving forward.
InEight Project Management Software Manages, Tracks and Summarizes Key Metrics
Our project teams use InEight to manage
every aspect of the project from design
through start-up. Real-time dashboards
(Figure C-1) provide up-to-the-minute
reports that summarize quantity, schedule
and budget during design, and productivity,
schedule, quality and safety during
construction. InEight seamlessly flows from
preconstruction into the construction phase,
enabling the team to constantly manage the
cost and schedule and provide reports and
documentation in a consistent fashion
throughout the project’s life.
Project Management Techniques, Controls, Programs and Technologies
Tools for Constant Communication | With top-notch communication tools, real-time collaboration platforms and
cloud-based tracking, our on-site teams and remote experts stay in sync. Quick decisions, instant updates and regular
virtual check-ins keep everything running smoothly.
Decision Log | The decision log documents the who, what, when and why of every decision made during design.
Cost Model | The cost model provides transparent, continuously updated cost estimates. Updates to the cost model
reflect process choices, scope changes, constructability, VE and quantity adjustments.
Critical Path Method (CPM) Schedule | The CPM schedule is validated against a separately developed, independent
schedule and evaluated utilizing our Cost and Schedule Monte Carlo analysis tool for cost and schedule certainty.
INITIAL RISK IDENTIFICATION FOR THE EAST AND WEST WRF REPLACEMENT
After reviewing Carollo’s CDR, we identified four elements that could impact long-term project success:
Risk Mitigation
Funding restrictions may limit schedule optimization. We can provide gap-funding options.
Aging WWTPs and the need for ongoing
emergency repairs.
We will provide local on-call and emergency
resources to respond to any needs.
Supply chain may be disrupted. Our procurement experts will source other materials
and/or shipping routes.
Potential need for new power feed to the site. Our electrical SMEs will coordinate with Duke Power
to align the schedule with start-up needs.
Figure C-1: Kiewit’s InEight dashboards condense thousands of decisions into
real-time and digestible metrics at the touch of a button. Kiewit will work with
the City and Carollo to customize dashboards for the East and West WRF
Replacement, giving you 24/7 access.
cm)Kiewit
165
SECTION C Project Approach and Availability
City of Winter Springs, FL | RFQ#: 08-24-04 PH | CMAR Wastewater Treatment Facilities C-5
Extensive Cost Modeling Creates Surprise-Free Guraranteed Maximum Prices (GMPs)
Our cost modeling approach delivers a no-surprises, open-book price that shifts seamlessly to a competitive lump-
sum, keeping client needs for transparency and accuracy front and center. With the added expertise of our in-house
procurement team, we not only meet industry standards but also set a new bar for cost certainty.
Here’s how our process, backed by cutting-edge data and procurement power, meets and exceeds your requirements:
High-Accuracy Cost Models
The procurement team takes our detailed cost model to the next level by feeding the latest vendor data, cost trends
and market insights into each model. This integration means the City will get GMPs rooted in current reality, enabling
informed decisions, confident budgeting and greater cost control.
Our cost models, fueled by 10 years of
historical data from thousands of
projects, set us apart with precision-
driven GMPs. Leveraging this
extensive data through our InEight
platform, we produce “living cost
models” that adapt to real-time inputs,
accurately reporting for every budget
decision. By creating a model that is
continuously updated, we present
refined costs as the project evolves,
addressing any unforeseen factors
before they escalate into significant
financial issues.
This continuous, data-backed
refinement directly meets your 30%,
60% and 90% design milestone open-
book estimates. Each milestone
includes an open-book breakdown of
direct and indirect costs, which allows
the City to review, comment and make
adjustments. This transparency fosters
collaboration, enabling cost adjustments
in real-time.
Proven methods to reduce risk at GMP,
like our tailored dashboards , providing real-time data
and early warning signs to tackle risks before they
become project cost impacts.
Proven subcontractor
engagement process to confirm
competitive bids , top-quality work and
best value to the project.
BOO+ Florida craft and staff,
more than any other firm in this
competition , to support this project and
help maintain cost and schedule.
Dur cost
management
approach brings
you confidence
in a transparent
and fair GMP for a
successful project
Re al-time w Pricing
€j
Establish Labor and
the Budget
Early
cm)Kiewit
Industry-leading cost modeling
and management tools , offering a
clear view of actual costs from databases
for fair and accurate pricing.
Self-performance capabilities,
saving 20-25% on the cost
of subcontracted packages
by eliminating double markup while
controlling the critical path.
Procurement specialists
with established vendor relationships to
provide cost and schedule certainty by
managing market volatility , supply chain
issues , quality and long-lead items.
Maintain
Multiple ig
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Flexibility in Final
Subcontractor GMP
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166
SECTION C Project Approach and Availability
City of Winter Springs, FL | RFQ#: 08-24-04 PH | CMAR Wastewater Treatment Facilities C-6
Early ROM Estimates with Vendor-Backed Accuracy
We start every project with a precise ROM estimate,
providing an early roadmap for budget and scope
alignment. ROMs allow the City and Carollo to maximize
the fixed budget for the East and West WRF Replacement
while knowing exactly where funds will go. By providing
detailed takeoffs, vendor-specific pricing and schedule
analyses at this early stage, we offer the City a flexible
foundation for cost comparison, facilitating choices that
maximize value without compromising quality.
This open-book model, supported by active procurement
insights, turns ROM estimates into a dynamic tool rather
than a static constraint, aligning with the City’s need for
reliable, adjustable estimates at every milestone. With
clear cost allocation and proactive procurement oversight,
you will gain confidence that funds are spent strategically
and effectively.
Transparent GMP Development, Reducing Risks and Locking in Certainty
Our GMP process combines detailed cost modeling with strategic design, permitting, constructability and scheduling
inputs, creating a price point that’s as reliable as it is competitive. Each GMP submission reflects adjustments and
comments provided at previous stages, creating a continuous improvement loop that responds to evolving project
needs and client feedback. By fostering ongoing collaboration, we help mitigate risks that could impact the final cost,
making sure the project remains on time and on budget.
In-House Procurement Group Difference | Our procurement team is embedded in the cost modeling process,
offering insights on best-value vendors and early warnings on supply chain issues and market fluctuations that could
impact costs.
• Proactive Cost Control: We actively monitor each key project component, reducing the risk of unforeseen
costs and maintaining strict pricing control.
• Comprehensive Bid Evaluation: GMP development includes bid reviews, leveling and reconciliation to
select major subcontractors and suppliers based on both cost and quality.
• Reliable Pre-Qualification: We pre-qualify reliable suppliers, avoiding scope gaps and costly delays.
• Alignment with Client Milestones: This approach aligns with the City’s milestone-based cost reviews,
making sure GMPs reflect the latest and most accurate vendor pricing.
• Early Procurement for Long-Lead Items: EWPs and ODPs are developed for critical long-lead items,
including key equipment, specialized valves and structural components.
• Securing Optimal Pricing and Availability: Our early action on EWPs secures optimal pricing for materials
and assures availability, avoiding last-minute cost increases and potential schedule delays.
Structured Submittals That Empower Decision-Making
Every cost-estimate submittal is organized to meet the City’s specific documentation and format requirements, giving
you a full, easy-to-navigate snapshot of project costs. Each submittal includes detailed cost summaries, assumptions,
exclusions and contingency analyses. Our documentation goes beyond standard requirements, offering a level of
clarity and insight that empowers decision-making.
By integrating robust data, advanced cost modeling tools and expert procurement management, we provide a reliable,
surprise-free process that culminates in a lump-sum contract. Our approach enables complete control over expenses,
reduces risks of cost overruns and creates a balanced project outcome. Through active collaboration and our proven
procurement strategy, we deliver certainty, value and peace of mind for our clients.
IMPROVING COST CERTAINTY
BY ESTIMATING THE
KNOWN-BUT-NOT-SHOWN
Our in-house engineering resources
create detailed estimates, addressing both
the known as well as overlooked or
incomplete (known-but-not-shown) aspects
of early design. Early cost certainty will
prevent late-stage redesigns, leading to
more accurate estimates in initial phases,
allowing us to focus on high-impact areas
and reduce design spending.
cm)Kiewit
167
SECTION C Project Approach and Availability
City of Winter Springs, FL | RFQ#: 08-24-04 PH | CMAR Wastewater Treatment Facilities C-7
CONSTRUCTION APPROACH: BUILDING ON THE QUALITY FOUNDATION
Our proven construction process builds on a strong
preconstruction foundation. To protect quality, costs,
schedule and safety, we will self-perform the critical path.
Establishing Team and Process Continuity
from Preconstruction to Construction
Seamless Team Transition
To maintain continuity and preserve preconstruction
knowledge, we will seamlessly transition select personnel from
preconstruction to construction. These roles include Project
Executive, Project Manager, Preconstruction Manager,
Construction Manager, Start-up and Commissioning Manager
and others. During preconstruction, we will refine the plans
governing construction. These plans will require only minor
alterations as the construction team expands.
Project Management Software Continues to
Provide Real-Time Information
As GMPs are awarded, InEight will complement the project schedule by tracking progress and installed quantities. Its
powerful toolset tracks progress at any interval required, helping optimize the schedule and verify resources are
allocated to meet planned activity durations, based on actual productions. It highlights trends that may reveal
underlying challenges, enabling early resolution before impacts arise. Our team will run schedule "health checkups" to
flag issues with activities, durations, logic and resourcing to give management accurate data.
Our Scheduling Process
Highlights Critical Path Items
Collaboration with the City will establish a
baseline schedule and risk register,
identifying critical tasks for potential
self-performance.
Self-Performance Capabilities
As a leading self-performing contractor, we
know this approach lowers costs, improves
safety and quality and benefits the schedule.
Typically, 40-75% of the work is self-
performed, while local firms can engage in
lower-risk, specialized tasks.
Our team's extensive experience allows us
to self-perform 50% of work or more, if
authorized to do so, as shown in Table
C-1. While this scope is eligible for self-
performance, competitive bids will still be
obtained. This approach gives the City
confidence that, if issues arise, Kiewit’s
expertise allows for support and guidance
for subcontractors to achieve the best
possible outcomes.
Scope Self-Perform Subcontract
Grading
Storm Drain Piping
Caissons/Piles
Civil Earthwork
UG Process Piping
Demolition of Old Plants
Cast-in-Place Concrete
Structural Steel
HVAC and Plumbing
Arch Trades for New Lab
Electrical
I&C
Trucking and Hauling
Coatings
Design Integration
Process Mechanical
Table C-1: Examples of Kiewit’s self-performance expertise and work
package plans for the East and West WRF Replacement
Figure C-2: For more on how our
team’s organization for efficient
service, please see Section B:
Qualifications.
I
CMAR cantractur
Kiewit Water Facilities
Florid a Co. (Kiewit)
Project Manager
Mike Rood, Assoc. DBIA
cm)Kiewit
ADDmDNAL STAFF
BNR Process EXpert
Dave Refling, PE, BCEE
community OJtra.:h
SpeciallSt
Ashley Moore (Quest)
168
SECTION C Project Approach and Availability
City of Winter Springs, FL | RFQ#: 08-24-04 PH | CMAR Wastewater Treatment Facilities C-8 C-8+ | Not in Page Count
Developing the Schedule
Our team has crafted a detailed preliminary schedule (see Figure C-3) based on Carollo’s CDR, insights gathered during our collaborative sessions with the City and our extensive industry experience. This preliminary schedule establishes a foundation that
will be refined alongside the City and Carollo to support the Phase 2 GMP. As design progresses, this baseline schedule will evolve to reflect the project’s ongoing developments.
Maintaining the Schedule
From notice to proceed (NTP) through project handover,
we’ll monitor schedule progress meticulously. Daily “Play of
the Day” meetings will review our three-week look-ahead
schedule, updated weekly to verify alignment with the
overarching 90-day schedule that is refreshed monthly.
These 90-day intervals are structured to meet or exceed the
interim milestones established in the project timeline.
Throughout preconstruction, we’ll track design packages,
permitting status and estimates on dashboards and
commodity curves shared across the project team to
facilitate communication, progress monitoring and data-
driven decisions.
Optimizing the Schedule
Early Work Packages and Long-Lead Items | To optimize
schedule efficiency, we’ll leverage EWPs, including
electrical gear, process equipment, valves, slide gates and
domestic DIPs. We will make sure lead-time requirements
for all project elements are well understood from the outset.
Our procurement strategy for both WRFs is designed to
enhance purchasing power, minimize exposure to inflation
and avoid sole-source vendor dependencies that could
arise with staggered procurement for the West WRF. We
actively track long-lead items to mitigate potential delays,
using a lead-time tracking report tailored to this project in
Table C-2. This report will be updated regularly to
proactively manage items critical to the project timeline.
Table C-2: Lead-Time Tracking Report
Item Lead-Time
Normal Current
Transformers 40-60 weeks 16-24 months
Switchgear 20-40 weeks 45-55 weeks
Variable frequency
drives (VFDs)
20-40 weeks 20-50 weeks
Motor control centers
(MCCs)
20-30 weeks 30-50 weeks
Emergency generators
and valves
20-40 weeks 30-60 weeks
Prefabrication Opportunities | In addition, we’ll seek
opportunities to prefabricate systems at one of our U.S.-
based off-site facilities. Prefabrication possibilities include
stainless steel piping, tanks, MCCs and skid-mounted
equipment, allowing us to streamline on-site activities,
reduce on-site congestion and accelerate completion.
Figure C-3: Preliminary Project Schedule
~Kiewit
2024 2025 2026 2027 2028 2029
SON DJ FMAMJ JASON DJ FMAMJ JASON DJ FMAMJ JASON DJ FMAMJ JASON DJ FMAMJ JASOND
SELECTION SCHEDULE
-Proposals Due & CMAR Selection
*--_ ............... _________ _
PRECONSTRUCTION SCHEDULE
* ~ PDR/30% Design
60% Design
-90%Design
-100% Design
* PDR/30% Design
60% Design
90% Design
-100% Design
* Permits
Permits
CONSTRUCTION SCHEDULE
Early Procurement & Owner-Direct Purchases
Construction Equipment procurement for the West WRF will
run concurrently with the East WRF. Bidding
and procurement for both plants will start
simultaneously, but West WRF equipment will
ship only when its construction phase begins. ....._ Early Procurement & Owner-Direct Purchases
Community Outreach
& Communication
On-Call Existing
Site Maintenance
LEGEND
* NTP
* VE Workshops
* GMP Agreement
* Substantial Completion -East Facility -West Facility -Design Task Force Meetings
Demo & New Admin Building
Construction
169
SECTION C Project Approach and Availability
City of Winter Springs, FL | RFQ#: 08-24-04 PH | CMAR Wastewater Treatment Facilities C-8
Environmental Considerations to Remain a Good Neighbor
The new East and West WRF Replacement will be constructed near existing communities and homes. Being a good
neighbor and planning our work to make sure excess light, dust, noise and vibration do not impact Fox Glen or other
surrounding neighborhoods will be part of our plan. Best management practices will be implemented to manage storm
water runoff to adjacent wetlands. Our attention to detail makes sure your phone won’t ring.
• Noise: Construction noise can be reduced with modern equipment and white noise alarms. Using precast
components minimizes truck traffic and noise. Kiewit is working with Dutchland for off-site precast tanks on
the Prospect Lake Clean Water Center, addressing limited laydown space and traffic and noise issues.
• Dust: Dust control is part of our operation planning and is crucial, especially at active facilities. We are
experienced in implementing dust mitigation methods and will make sure mud and dust are contained and
not tracked onto Winter Springs Boulevard.
• Vibration: Vibrations from earthwork, such as using vibratory rollers, can be reduced by using smaller
equipment or alternative methods like sheep’s foot rollers. We will monitor vibration at the property line to
measure vibration limits.
Maintaining Facility Operations to Keep the Plants Running
Maintaining plant operations is a critical part of this project and will be an ongoing effort throughout. By planning with
the end in mind and engaging operations from the start, we work as one team to deliver multiple start-ups and tie-ins.
Keeping the Plant Operational Through Construction
Executing this project while keeping the facilities fully
operational during construction requires a CMAR team
with Kiewit’s experience. Our team will collaborate with
the City, Carollo and your operations team during
preconstruction to understand and mitigate any
operational constraints in the design. The team will
identify all interconnected aspects of the work,
interdependencies of critical components and systems
and contingency scenarios for each critical construction
aspect. We will identify traffic needs, such as allowing
safe access for operators to get to work, for supplies to
be delivered and for sludge to be trucked out.
Providing On-Call Emergency Services
Kiewit has local on-call capacity within 10 miles of Winter Springs to address any emergency needs at either plant
beginning on Day 1 of the contract. These crews specialize in WWTP maintenance services for the City of
Orlando and are available to perform repairs at a moment's notice.
Engaging the Plant Operations Team
During construction, input from operations staff will shape detailed
work plans. Utility relocations, tie-ins and planned shutdowns will
be coordinated with the City, Carollo and the operations team
through MOPO meetings to create alignment and prevent permit
violations. These meetings will cover:
• Understanding constraints, critical components and
contingency plans
• Addressing access and sludge handling
• Developing work plans with plant operations
• Potholing utilities in the construction area
• Phasing training, start-up and commissioning
• Coordinating tie-ins with plant staff
The [Kiewit] MOPO process had been a
valuable tool in the Mid-Plant Expansion
project. The format utilized by Kiewit has
driven increased participation of plant
and construction personnel through a
thorough description of the processes
and identification of hazards and
complications.”
David Winkler, Operations Supervisor
Largo WRF Biological Treatment
Improvements
At the Franklin WRF Modification and
Expansion, we rerouted the BNR
discharge directly to the clarifiers,
bypassing the distribution box. This
allowed us to make upgrades while
keeping the plant operational and
compliant. For the City’s East and West WRF Replacement,
this method offers a key advantage: it minimizes downtime and
compliance risks, allowing essential upgrades without service
interruption and ongoing reliability for the communities served.
cm)Kiewit
''
170
SECTION C Project Approach and Availability
City of Winter Springs, FL | RFQ#: 08-24-04 PH | CMAR Wastewater Treatment Facilities C-9
Construction Coordination for the Constrained Site
Comprehensive Site Preparation and Mobilization
Before construction activities begin, a thorough
site assessment is conducted to identify and
address potential challenges. This includes
confirming the functionality of essential utilities
and safety measures, such as temporary power,
water supply, appropriate signage and site-
specific public safety considerations. With these
elements in place, we fully prepare the site and
make sure it is compliant with all safety protocols.
Upon completing the site assessment,
mobilization begins with clearing, grubbing and
leveling the designated working areas. This phase
includes setting up essential infrastructure, such
as designated parking spaces, laydown areas,
traffic routes and access points, to create a
smooth flow of materials and personnel. Office
trailers are set up on site, providing a base for project
management and coordination as crews mobilize.
A significant part of preparing the site and planning for mobilization involves minimizing impacts on the surrounding
community. This requires comprehensive planning for the transportation and delivery of materials, equipment and
prefabricated components. Egress and access points are carefully identified to streamline entry and exit, reducing the
risk of traffic disruptions in the surrounding area and creating safe and efficient access for all project stakeholders.
Extreme Housekeeping and Handling Tight Site Areas
On constrained or tight construction sites, extreme
housekeeping is critical to maintain a safe, organized and
productive environment. Extreme housekeeping means going
beyond regular cleanup. It’s an organized, proactive approach
to manage limited space, prevent clutter and verify tools,
materials and equipment are accessible and safely stored.
Daily site inspections are conducted to maintain this high
standard of organization. Just-in-time delivery practices make
sure only necessary materials are stored on-site, minimizing the
risk of congestion. Clearly marked pathways and access points
help keep the site safe and navigable, while designated waste
and recycling zones prevent waste buildup. Workers also
receive continuous training on housekeeping standards,
reinforcing the importance of an orderly, efficient workspace.
Handling tight site areas also requires careful planning and
innovative solutions. We implement modular and prefabricated
components to reduce on-site assembly, cutting down on
equipment and material needs. Lean construction principles
guide this process, minimizing waste and improving efficiency
through phased work zones that allow focused, sequential work
across specific areas. Advanced tools like building information
modeling (BIM) allow us to visualize site workflows and test
equipment arrangements before mobilization, helping to identify
potential bottlenecks and optimize space usage.
Figure C-4: East WRF Chemical Delivery
Figure C-5: Preliminary Site Laydown Plans. For more,
please see Figures F-1 and F-2 in Section F: Other
Relevant Information.
cm)Kiewit
171
SECTION C Project Approach and Availability
City of Winter Springs, FL | RFQ#: 08-24-04 PH | CMAR Wastewater Treatment Facilities C-10
Leveraging the Engineer’s Model for Enhanced Coordination
We integrate the engineer’s model into our planning and construction processes to streamline coordination and
enhance overall project efficiency. Using this model, we can visualize the project layout, anticipate potential
construction challenges and adjust plans accordingly. It allows our teams to identify precise locations for each
component, helping avoid spatial conflicts and making sure each piece fits seamlessly into the overall structure. Using
the engineer’s model as a clear visual reference enables smoother coordination among trades, minimizes rework,
promotes team alignment and collaboration across all construction activities, refines the schedule and strengthens
communication with stakeholders.
Performing Testing, Start-up and Commissioning and Training
With our experience in start-up and commissioning on WRF replacement projects, we know the value of involving
your operations team from the start.
Testing, Start-up and Commissioning
During the preconstruction phase, we will involve the operations team early and often. We will draft a Project
Testing Plan that details roles, training, communication, start-up, commissioning and acceptance test processes.
Testing standards criteria will include requirements that stretch the capabilities of the facility to prove the
flexibility needed for a wide range of flows and different treatment processes. It will provide a detailed structure on
how to accomplish all task requirements. We will integrate the City’s asset management software if requested,
making sure updates are appropriately completed with the East and West WRF Replacement facilities.
Substantial Completion to Final Completion
After agreement, we will demobilize and complete the final cleanup, leaving the City with plants that achieve its goals
and meets today’s performance standards and flexibility needs and are ready to meet the challenges of tomorrow.
Substantial Completion | Kiewit will prepare an acceptance test report and submit it to the City for approval, a major step
in reaching substantial completion and recognition the performance standards have been met. Time for this has been
allotted in our CPM schedule. Kiewit will certify the physical work has been completed with the exception of a punch list
the entire team has agreed upon. The City and its operator will have beneficial use of the East and West WRFs.
Demolition of the existing plants will only occur after the new WRFs have completed a 30-day performance test.
Final Completion | Moving from substantial completion to final completion is a matter of finishing the few remaining
details and tasks. Once we have submitted the final design deliverables, completed items on the punch list and
certified there are no outstanding claims, we will walk through the list of outstanding items with the City and its
operator to verify each has been completed.
Training and Post-Project Support
Kiewit will create an O&M manual for the operator and will host formal classroom training to transfer working
knowledge on the systems and equipment. We will be involved with the initial commissioning while creating a
smooth start-up. We anticipate our commissioning team will need to provide support to the City’s operator for a period
after these activities are complete. This requirement will be accomplished with the same staff that has worked
throughout the project. We will provide O&M manuals and records, showing all operator training has been completed.
For additional information on our firm, approach and qualifications, please see Section F: Other Relevant Information.
“[The Kiewit team] played a pivotal role in providing a thorough,
disciplined approach to the commissioning process through which
the schedule was managed, concerns identified, risks mitigated
and performance achieved. [Kiewit’s] ability to work as part of
a team, clearly communicate and troubleshoot problems was
a major component to the success of the project.”
David Moxey, Plant Manager,
Poseidon Resources
Carlsbad Desalination Plant CMAR
cm)Kiewit
''
172
PROJECT
REFERENCES
D
Franklin WRF Modification and ExpansionFranklin, TN
173
Section D
Project
References
City of Winter Springs, FL | RFQ#: 08-24-04 PH | CMAR Wastewater Treatment Facilities D-1
RELEVANT PROJECTS
RFP REQUIREMENTS & PERSONNEL PROJECT ELEMENTS $40M+ construction cost Last 15 years WTP or WWTP CMAR In Florida In Operation Performed 50% or more of the work SRF/WIFIA Funding Fully Complete Included Key Personnel Influent Lift Station Headworks Secondary Treatment System RAS/WAS Pumping System Process Aeration Blowers and Building Tertiary Filtration System Chlorine Disinfection System Effluent Transfer Pumps Reclaimed Water Pump Station Plant Utility Water Pumping System Electrical System MOPO 5.3 Qualification Criteria
Largo WWRF Biological Treatment
Improvements
Northwater Treatment Plant*
Claude Lewis Carlsbad Desalination Plant
Gwinnett County On-Call W/WW Facilities
RM Clayton WRC Compliance Upgrades
5.4 Qualification Criteria
Sherman WWTP
Prospect Lake Clean Water Center
Orlando WWTP Annual Maintenance Services
Central District WWTP Rehab
North District WWTP Primary Clarifier Rehab
Complemented an aging plant with a new 75 MGD facility, expandable to 150 MGD, built
eight miles upstream of the existing plant. Integrated effluent with the downstream plant
using careful MOPO and a utility water pumping system. Plant includes a raw water
facility and used the headworks facility as a lift station, with a hydro turbine, before
flowing into the flocculation and sedimentation basins, chlorine contact pipe, anthracite
media filtration with UV disinfection, two 10-MG clear well storage tanks, chemical
storage and treatment facilities and supporting facilities. An equalization pond and pump
station recycle water to the headworks.
Preconstruction & Value Engineering |
During preconstruction, our in-house
engineering and constructability teams
collaborated with the design team and
client. Together, we enhanced the plant
layout, foundations and overall capacity
to meet existing site and geotechnical
constraints and maximize efficiency.
The team offered $133M in VE options
to the owner, and $85M were accepted.
This project involved engineering and construction upgrades to the 18 MGD
WWRF, overhauling the 50-year-old plant. Improved the biological
treatment/nutrient removal process (secondary treatment), primary and secondary
clarifiers, blower and air header, denitrification filters, isolation and weir gates,
instrumentation and controls, electrical and standby generators. Added new
recirculation piping, combined RAS/WAS pump station (with ties into plant utility
water pumping station, effluent transfer pump systems and lift station), filter feed
pump station, tertiary disk filters and methanol injection system.
Challenging Schedule | Achieved compressed schedule by separating the project
into four work zones based on scope of work, logistics and work areas, equipment
delivery dates, permitting and commissioning. This allowed the team to focus on
early work design packages and minimize impacts to plant operations.
Collaboration & Value Engineering | Collaborated closely with the owner
throughout the project, starting with a two-day VE session that included operators,
maintenance staff, SMEs and estimators. Saved the city $2.4M by incorporating
numerous VE alternatives and features into GMP.
Delivery Method
Design-Build
Client
City of Largo
Value
$58M
Duration
10/2018 – 11/2021
Key Personnel Involved
Jim Goyer, Project Executive
Mike Rood, Project Manager
Nick Black, Preconstruction Manager
Mark Latham, Safety Manager
Seth Reed, Start-up and Commissioning
Project Relevance
• SRF funding
• 5-stage Bardenpho
• Delivered on time and budget
• $2.4M VE savings
• Florida project
• Self-performed 75% of work
• Active facility (MOPO)
Delivery Method
CMAR
Client
Denver Board of Water
Commissioners
Value
$405M
Duration
08/2016 – 05/2024;
substantially complete
Key Personnel Involved
Nick Black, Preconstruction Manager
Project Relevance
• SRF funding
• Replacing plant next to existing
• Preconstruction VE saved $85M
• Self-performed 60% of work
• Successfully operating
• Carollo involved
• Project met budget
VEN WASTEWATER EXPERIENCE
With over 50 years of experience in Florida and
$6B in construction within the past decade,
including $2.2B in CMAR projects, Kiewit
Corporation brings unparalleled expertise and
proven success to every project.
Kiewit Corporation is the largest WWTP contractor
in the U.S. (ENR 2024), performing 10 times more
WW revenue than any firm in this competition.
With our experience and extensive self-
performance capabilities, we deliver quality and
efficiency at every stage.
Relevant experience from Kiewit Water Facilities Florida Co. (Kiewit) and
its affiliates, Kiewit Infrastructure Co., Kiewit Water Facilities South Co.,
Kiewit Infrastructure West Co., Western Summit Constructors, Inc. and
Kiewit Water Facilities Florida Co., is outlined below. The affiliates share
resources and expertise to provide the City with the best overall result
on this project. Many of our proposed staff were directly involved in
these projects, offering valuable insights, proven management tools and
expertise to deliver optimal solutions. The project matrix shown in Table
D-1 highlights key relevant components.
From design through construction
completion, Kiewit served the owner’s best
interest with a focus on the project’s key
objectives […] Denver Water is confident
that Kiewit’s knowledge, experience and
commitment are characteristics making
them an ideal CMAR and great addition to
any team.”
Peter McCormick, Project Manager, Denver Water
Table D-1: Relevant Project Matrix
NORTHWATER TREATMENT PLANT
Golden, CO
*Northwater Treatment Plant achieved substantial completion in May 2024, and the substantial completion letter is included in Section F: Other Relevant Information.
LARGO WASTEWATER RECLAMATION
FACILITY BIOLOGICAL TREATMENT
IMPROVEMENTS
Clearwater, FL
2023 DBIA Florida Project of the Year Award - W/WW
@ Kiewit
''
174
City of Winter Springs, FL | RFQ#: 08-24-04 PH | CMAR Wastewater Treatment Facilities D-2
Delivery Method
CMAR
Client
Poseidon Resources
Value
$592M – Phase 1
$183M – Phase 2 (with WIFIA funding)
Duration
12/2012 – 12/2015
Key Personnel Involved
Nick Black, Preconstruction Manager
Project Relevance
• VE saved $25M
• WIFIA funding (Phase 2)
• Self-performed 50% of work
• Designed and constructed to
allow for future expansions
• Site constraints
• Schedule acceleration
CLAUDE “BUD” LEWIS CARLSBAD
DESALINATION PLANT
Carlsbad, CA
Included an influent lift station for seawater intake, tertiary filtration post-RO,
chlorine disinfection for residual control and effluent distribution pumps.
Phase 1: Constructed a 54 MGD RO desalination plant with pre-treatment, post-
treatment, pump station, disinfection and connections to existing
intake/discharge, plus a 10-mile pipeline.
Phase 2: Replaced intake pump station bulkheads and rehabilitated channels
and pipes for a new intake to the existing plant funded by WIFIA.
Preconstruction & Value Engineering | Optimized design, reduced scope and
expedited the schedule. Construction-driven engineering solutions saved $25M
by rearranging the layout, minimizing the environmental footprint and reducing
process pipe lengths while maximizing gravity flow.
Schedule | Delivered on time and within budget using self-performance
capabilities, advancing from 10% to 100% completion in 36 months with an
accelerated design schedule and milestone incentives.
Public Relations | Community engagement through town hall meetings,
SDCWA board sessions and charity events, collaborating with the city to address
concerns. Provided the public daily updates via the SDCWA project website.
Delivery Method
CMAR
Client
Gwinnett County
Value
$58M
Duration
08/2013 – 06/2022
Key Personnel Involved
Nick Black, Preconstruction Manager
Mark Latham, Safety Manager
Sean Miller, Quality Manager
Project Relevance
• Self-performed 85% of work
• Constructability reviews
• Value analysis
• Active facility (MOPO)
GWINNETT COUNTY ON-CALL
WATER-WASTEWATER FACILITIES
MAINTENANCE
Buford, GA
The 60 MGD F. Wayne Hill WRC exceeds U.S. standards and sets a global
benchmark, using advanced ozone, carbon and membrane processes to
produce effluent often cleaner than the original source, with zero violations.
Services include rehabilitating primary and secondary clarifiers and bio basins,
influent and effluent pump enhancements, filtration, disinfection and essential
SCADA, electrical and demolition work to provide compliance and reliability.
Collaboration | On-demand work requires collaboration. As the County's
CMAR contractor since 2013, we’ve worked closely with engineering and plant
management on constructability, risk mitigation, VE, scheduling and cost.
Together, the team, the County and third-party engineers developed solutions
that balanced constructability with plant needs. Over 75 work orders were
completed, from $25K tasks to a $2M clarifier, digester cover and filter
replacement — all while keeping operations running.
MOPO | All work is coordinated with plant staff to achieve zero operational
impacts. Weekly, and often daily, meetings prioritize and communicate tasks
while accommodating plant needs. Plant management, operators and the team
walk the site together to develop solutions that address capital expenditure,
functionality, safety and life-cycle costs in an open-book, transparent manner.
@)Kiewit
175
City of Winter Springs, FL | RFQ#: 08-24-04 PH | CMAR Wastewater Treatment Facilities D-3
Delivery Method
CMAR
Client
City of Atlanta, Dept. of
Watershed Management
Value
$24.9M
Duration
03/2012 – 03/2016
Key Personnel Involved
Nick Black, Preconstruction Manager
Mark Latham, Safety Manager
Project Relevance
• SRF funding
• Delivered on time & on budget
• Self-performed 62% of work
• Preconstruction streamlined
operations & maintenance
• Active facility (MOPO)
• Secondary treatment
• Residential neighborhood
RM CLAYTON WATER RECLAMATION
CENTER COMPLIANCE UPGRADES PHASE 2
Atlanta, GA
This was our 7th project, out of 15, at the RM Clayton WRC. It involved
rehabilitating, upgrading and demolishing eight primary clarifiers and installing
new clarifier mechanisms, including spiral sludge scrapers, scum-skinning arms
and inlet distribution tubs. Additional scope included work on the secondary
treatment system, including the RAS/WAS pump system and electrical upgrades.
Upgrades to sludge pumping houses 1 and 2 included demolishing old equipment
and installing new sludge and scum pumps, backup pumps, grinders, valves and
associated piping. Buildings were refurbished, electrical systems were replaced
and piping in utility tunnels was updated.
Successful Preconstruction | A portion of this project was delivered using the
CMAR model. Our team, the engineer and the owner collaborated to develop
solutions for each work package. During preconstruction, we identified congestion
issues with the RAS/WAS hose pump and piping/valve configurations. We
proposed a no-cost modification, improving routing and equipment layout and
providing better future operations and maintenance.
MOPO | The plant remained operational during rehabilitation of all eight clarifiers.
We coordinated the construction sequencing with an electrical system upgrade,
replacing control systems tied to the primary clarification process.
Delivery Method
CMAR
Client
City of Sherman Water Utility
Value
$288M
Duration
09/2023 – 08/2025 (anticipated)
Key Personnel Involved
Jim Goyer, Project Executive
Sean Miller, Quality Manager
Project Relevance
• Value analysis
• Constructability reviews
• Fast-tracked schedule
• 93% self-performed work
• New plant construction
The Sherman WWTP is adding an MBR to its existing facility, creating a new
treatment train that will treat 4 MGD, expandable to 16 MGD. Preconstruction
services aided rapid design progression of a lift station with force main,
headworks, fine screens, equalization basin, blowers, membrane basins, raw
activated sludge/waste activated sludge pumping equipment, disk filters,
electrical systems, site grading and balance of the plant.
Cost Savings During Preconstruction | Preconstruction planning, including
collaborative task forces and partnering workshops with the client’s designer and
project team, enabled this fast-paced project to break ground quicker than
anticipated. Combining constructability, value management and scheduling tools
during this first phase enabled quick decision-making and resolution of challenges.
VE and constructability reviews during preconstruction resulted in a
$10.8M cost savings, or 4% of the total project cost.
SHERMAN WASTEWATER
TREATMENT PLANT
Sherman, TX
@)Kiewit
176
City of Winter Springs, FL | RFQ#: 08-24-04 PH | CMAR Wastewater Treatment Facilities D-4
Delivery Method
Progressive Design-Build
Client
Prospect Lake Water, L.P.
Value
$578M
Duration
03/2023 – 09/2026 (anticipated)
Key Personnel Involved
Jim Goyer, Project Executive
Nick Black, Preconstruction Manager
Sean Miller, Quality Manager
Project Relevance
• In-house engineering team
• In-house procurement team
• Value analysis
• Preconstruction
• Schedule and cost savings
• Florida project
PROSPECT LAKE CLEAN
WATER CENTER
Fort Lauderdale, FL
The Prospect Lake Clean Water Center will replace an existing 70-year-old
plant and deliver the majority of all fresh water for the city. The first-of-its-kind
facility will feature the latest technology in nanofiltration and ion exchange water
treatment, producing 50 million gallons of water per day. The facility is designed
to add future PFAS treatment technologies and withstand Category 5 hurricane
winds. It is being constructed at a greenfield site that currently only houses an
existing well field.
Collaborative Delivery Accelerates Project
Schedule and Reduces Cost | The design-
build delivery method on this project
accelerates the 42-month schedule and
includes our in-house engineering group.
The success of our partnership with the
client resulted in 100% conformance of
engineering quality operations at the 30%
review assessment. Additionally, our in-
house procurement team was able to
provide alternate high-pressure fiberglass
pipe, overcoming a $5M budget challenge.
Delivery Method
CMAR
Client
City of Orlando
Value
$11M
Duration
10/2021 – 07/2025 (anticipated)
Key Personnel Involved
Jim Goyer, Project Executive
Mike Rood, Project Manager
Jonathan Conrad, Engineering
Manager
Jeff Simon, Superintendent
Project Relevance
• Active facility (MOPO)
• Value analysis
• Lift station repairs
• Pump and piping upgrades
• Florida project
ORLANDO WASTEWATER
TREATMENT PLANT ANNUAL
MAINTENANCE SERVICES
Orlando, FL
After our successful WTP & WWTP Facility Annual Maintenance project in
Lawrenceville, GA, the City of Orlando was interested in adopting a similar
contract model for its on-call work. This fast-paced, on-demand project
includes repairs and upgrades to pumps, piping, mechanical equipment and
electrical systems. Work occurs at the city’s plants: Conserv I, Conserv II,
Wetlands Center, Iron Bridge WRF and a series of lift stations.
Coordinating Work On-Demand | On-demand work requires streamlined
planning and communication and a collaborative approach to repair critical
process equipment. The project team and the city meet consistently to review
safety, quality, environment, schedule and status of work orders. Pre-activity
meetings are coordinated with plant personnel to maintain operations prior to
the start of individual work orders.
I’m very impressed with
Kiewit’s ability to tackle such
complex work like all the
underground pipe on this
project. This is not ‘normal
construction’ as I’ve seen
before, and I can see how
professional and passionate
everyone on the team is from
the staff to craft in the field.”
Axel Rivera, Jacobs
I have been impressed with Kiewit’s attention to detail and customer
satisfaction [and] attention to safety and site security in public areas, and I
appreciate the way you all have worked with the staff at the Wetlands Park.”
Mark Sees, Orlando Wetlands Manager
@)Kiewit
''
''
177
City of Winter Springs, FL | RFQ#: 08-24-04 PH | CMAR Wastewater Treatment Facilities D-5
Delivery Method
Bid-Build
Client
Miami-Dade County Water and
Sewer Department
Value
$22.2M
Duration
12/2018 – 07/2023
Key Personnel Involved
Jim Goyer, Project Executive
Nick Black, Preconstruction Manager
Jeff Simon, Construction Manager
Project Relevance
• RAS pump station rehabilitation
• New RAS electrical buildings
• New electrical substations
• Florida project
• Active facility (MOPO)
Miami-Dade County’s 143 MGD Central District WWTP has two independent
treatment trains (Plant 1 for higher-chloride and Plant 2 for lower-chloride
influent). Both follow the same filtration, aeration, clarification and disinfection
sequence before merging at the effluent pumping station. Fiber and solids
accumulation caused failures in both sludge collection systems. This project,
part of a 2013 EPA and Florida DEP consent decree, focuses on Plant 2,
rehabilitating five RAS pump stations, adding a new odor-control building, two
RAS electrical buildings and two electrical substations.
Pump Station and Odor Control Upgrade | The pump station rehabilitation
includes replacing all pumping equipment, piping, valves and appurtenances,
covering 20 RAS pumps, pump seal water system, sump pumps and a new air
ventilation system. The new odor control building features an air ventilation
system, potable water booster pump, four filters, two chemical injection pumps
and four high-pressure pumps. Four electrical buildings are equipped with air
conditioning, air filtration units and essential electrical components.
Delivery Method
Bid-Build
Client
Miami-Dade County Water and
Sewer Department
Value
$50M
Duration
12/2018 – 09/2022
Key Personnel Involved
Jim Goyer, Project Executive
Nick Black, Preconstruction Manager
Jeff Simon, Construction Manager
Project Relevance
• Active facility (MOPO)
• Demo and new sludge pumps
• HVAC, electrical and control
room rehabilitation
• Secondary clarifiers
• Florida project
NORTH DISTRICT WASTEWATER
TREATMENT PLANT PRIMARY
CLARIFIER REHABILITATION
Miami, FL
The North District WWTP in Miami-Dade County treats up to 120 MGD,
separating high- and low-chloride influent before discharging most effluent to
the Atlantic Ocean and treating some for reuse. This project, part of a 2013
consent decree, upgraded the odor-control system and rehabilitated primary
clarifiers to address sludge collection failures caused by fiber and solids.
Improvements included new scrubbers, upgraded foul air ductwork, sodium
hydroxide storage and pump station replacements.
Odor Control and Clarifier Upgrades | Upgrades included replacing chemical
scrubbers, updating foul air ducts and adding a sodium hydroxide storage
facility. Work also involves replacing scum/sludge pumps, connecting new
ductwork, relining large RCP pipes and refurbishing six primary clarifiers with
new mechanisms, baffles and covers.
MOPO | The plan for rehabilitating six primary clarifiers was carefully
coordinated with plant operations to maintain continuous treatment capacity.
During the rainy season, only one clarifier was taken offline, while in the drier
months, two were removed from service, allowing work to proceed efficiently.
This phased approach allowed the plant to meet effluent and permit
requirements without disruption throughout the project.
CENTRAL DISTRICT WASTEWATER
TREATMENT PLANT REHABILITATION
Key Biscayne, FL
@)Kiewit
178
OTHER REQUIRED
FORMS
E
RM Clayton WRC BiosolidsAtlanta, GA
179
2024 FOREIGN PROFIT CORPORATION AMENDED ANNUAL REPORT
DOCUMENT# F18000004579
FILED
Sep 04, 2024
Secretary of State
955591631 GCC
Entity Name: KIEWIT WATER FACILITIES FLORIDA CO.
Current Principal Place of Business:
5405 CYPRESS CENTER DR.
SUITE 210
TAMPA, FL 33609
Current Mailing Address:
PROJECT AND FINANCIAL ACCOUNTING
1550 MIKE FAHEY ST
OMAHA, NE 68102 US
FEI Number: 83-1927102
Name and Address of Current Registered Agent:
CT CORPORATION SYSTEM
1200 SOUTH PINE ISLAND ROAD
PLANTATION, FL 33324 US
Certificate of Status Desired: No
The above named entity submits this statement for the purpose of changing its registered office or registered agent, or both, in the Stale of Florida .
SIGNATURE :
Electronic Signature of Registered Agent
Officer/Director Detail :
Title
Name
Address
p
GOYER, JAMES P
5405 CYPRESS CENTER DR.
SUITE 210
City-State-Zip : TAMPA FL 33609
Title CONTROLLER
Name NOLAN, JAMES M.
Address 1550 MIKE FAHEY ST
City-State-Zip : OMAHA NE 68102
Title s
Name HARDY, ALLISON M
Address 1550 MIKE FAHEY ST
City-State-Zip : OMAHA NE 68102
Title D
Name CARLSGAARD , TERRY J
Address 2050 ROANOKE ROAD
City-State -Zip : WESTLAKE TX 76262
Date
Title VP
Name ALLEN , MATTHEW C .
Address 5405 CYPRESS CENTER DR.
SUITE 210
City-State -Zip: TAMPA FL 33609
Title T
Name THOMAS, STEPHEN S
Address 1550 MIKE FAHEY ST
City-State-Zip: OMAHA NE 68102
Title ASST. SECRETARY
Name MCDONALD , MARK M
Address 1550 MIKE FAHEY ST
City-State-Zip: OMAHA NE 68102
I hereby certify that th e information indicated on this report or supplemental report is t111e and accurate and that my electronic signature shall have the same legal effect as if made under
oath; that I am an officer or director of the corporation or the receiver or trustee empowered to execute this report as required by Chapter 607, Florida Statutes; and that my name appears
above, or on an attachment with all other like empowered.
SIGNATURE: JAMES M. NOLAN CONTROLLER 09/04/2024
Electronic Signature of Signing Officer/Director Detail Date
181
Melanie S. Griffin, SecretaryRon DeSantis, GovernorSTATE OF FLORIDADEPARTMENT OF BUSINESS AND PROFESSIONAL REGULATIONCONSTRUCTION INDUSTRY LICENSING BOARDTHE GENERAL CONTRACTOR HEREIN IS CERTIFIED UNDER THEPROVISIONS OF CHAPTER 489, FLORIDA STATUTESGOYER, JAMES PAULDo not alter this document in any form.KIEWIT WATER FACILITIES FLORIDA CO.LICENSE NUMBER: CGC1527412EXPIRATION DATE: AUGUST 31, 2026This is your license. It is unlawful for anyone other than the licensee to use this document.5757 BLUE LAGOON DRIVESUITE 200MIAMI FL 33126Always verify licenses online at MyFloridaLicense.comISSUED: 07/23/2024182
Melanie S. Griffin, SecretaryRon DeSantis, GovernorSTATE OF FLORIDADEPARTMENT OF BUSINESS AND PROFESSIONAL REGULATIONCONSTRUCTION INDUSTRY LICENSING BOARDTHE UNDERGROUND UTILITY & EXCAVATION CO HEREIN IS CERTIFIED UNDER THEPROVISIONS OF CHAPTER 489, FLORIDA STATUTESGOYER, JAMES PAULDo not alter this document in any form.KIEWIT WATER FACILITIES FLORIDA CO.LICENSE NUMBER: CUC1225599EXPIRATION DATE: AUGUST 31, 2026This is your license. It is unlawful for anyone other than the licensee to use this document.5757 BLUE LAGOON DRIVE SUITE 200MIAMI FL 33126Always verify licenses online at MyFloridaLicense.comISSUED: 07/23/2024183
RFQ 08-24-04 PH CMAR Services for WWTP Facilities Project
SUMMARY OF PROFESSIONAL EXPERIENCE & CAPABILITIES FORM
RFQ # 08-24-04 PH
CMAR Services for Wastewater Treatment Plants Project
Use this form to provide projects that demonstrate experience and knowledge with projects that are substantially similar
to this scope of services.
The person named below certifies that the information provided below is true and correct. Respondents who knowingly
submit falsified data shall be subject to suspension and debarment subject to Section 14 of the City of Winter Springs
Purchasing Policy as amended and adopted by the City of Winter Springs City Commission May 08, 2023.
Business Name: ___________________________ RFQ: CMAR Services for WWTP
Authorized Representative:_____________________ Title: _____________________________________________
PROJECT #1 (repeat for Projects 2 - 5)
Project Name:
Project Manager/Lead (from
project team):
Firm for which Project Manager
Worked:
Project Reference Name/Title:
Reference Phone: Reference Email:
Project Start Date: Scheduled Completion Date:
Actual Completion Date: Total Project Budget:
Actual Project Cost: Respondent's Fee for Project:
Project Location:
Project Delivery Method:
Personnel Assigned:
Identify, by name and title, who were or are assigned to this project and indicate their role in the project
Name: Title: Role:
Name: Title: Role:
Name: Title: Role:
Name: Title: Role:
Project Scope:
Provide detailed information regarding your firm’s role in the project and the role of key staff members who are
identified in your SOQ. Explain any discrepancy between budgeted and actual/projected costs and schedule and
actual/projected completion dates: Add addition pages as required
Kiewit Water Facilities Florida Co.
James P. Goyer President, Kiewit Water Facilities Florida Co.
Largo WWRF Biological
Treatment Improvements DB
Seth Reed
Kiewit Water
Facilities Florida Co.
Jerald Woloszynski, PE
Director, Engineering
Services Department
(727) 587-6713 jwoloszy@largo.com
October 2018 November 2021
November 2021 $53.5M
$58.6M $58.6M
Clearwater, FL Design-Build
Jim Goyer Project Executive Provided executive oversight
Mike Rood Project Manager Oversaw and directed the project
Nick Black Preconstruction Manager Lead estimator
Mark Latham Safety Manager Implemented safety program
As Design-Build Manager, Kiewit led the overhaul of the City of Largo’s 18 MGD wastewater reclamation facility to
reduce effluent nitrogen from 27 to 19 tons per year, meeting a FDEP administrative order. The final phase of a three-
part upgrade, the project improved biological treatment and included enhancements to secondary treatment, clarifiers,
denitrification filters, pump stations, controls, electrical systems and flood resiliency.
Project #1 (Fulfills 5.3 requirements)
184
The project included upgrades and improvements to the biological treatment/nutrient removal process (Bardenpho),
primary and secondary clarifiers, blower and air header, denitrification filters, isolation and weir gates, instrumentation and
controls and electrical and installed a new, additional mixer, recirculation piping, combined RAS/WAS pump station, filter
feed pump station, tertiary disk filters and methanol injection system.
The plant achieves a monthly average of 2.06 mg/l TSS, 1.98 mg/l BOD, 2.07 mg/l N and 0.36 mg/l P, significantly
below requirements.
Achieved compressed schedule by separating the project into four work zones based on scope of work, logistics and work
areas, equipment delivery dates, permitting and commissioning. This separation allowed the team to focus on the early
work design packages and minimize impacts to ongoing plant operations.
Value-Added Innovation and Approaches
Kiewit saved the City $2.4M by incorporating numerous value-enhancing alternatives and features into the GMP. These
alternatives included a larger-capacity, combined RAS and WAS pump station to eliminate the need for six WAS pumps
and lower capital and energy costs, smaller horsepower, wall-mount mixers in lieu of platform mount units to improve
operator access and reduce energy costs and a piping and valve upgrade to improve process flow and hydraulics
and reduce leak potential. The City reinvested these savings into the purchase of new blowers and other facility
improvements.
Collaboration with Owner and O&M Staff
Collaborated closely with the owner throughout the project, starting with a two-day VE session that included operators,
maintenance staff, SMEs and estimators.
Key Staff Members’ Roles
Jim Goyer | Project Executive | Jim provided overall leadership and strategic direction for the design-build project,
assuring compliance with the FDEP administrative order to reduce nitrogen discharge at the 18 MGD wastewater facility.
He oversaw project performance, budget management and client relations, guiding the team through the multi-phase plant
upgrade. He focused on maintaining schedule and quality while achieving the required nitrogen reduction targets.
Mike Rood | Project Manager | As the Project Manager, Mike managed day-to-day operations of the design-build project,
coordinating with design teams, subcontractors and the client. He led efforts to improve secondary treatment, clarifiers
and denitrification filters, while making certain the schedule was met. Mike supervised construction activities across four
work zones, managing logistics, equipment deliveries and commissioning to minimize operational disruptions.
Nick Black | Preconstruction Manager | Nick led preconstruction planning, developing cost estimates, scope and
schedules for the nitrogen reduction upgrades. He collaborated with the design and construction teams to create early
work packages, optimize phasing and provide cost-effective solutions. He focused on aligning design, permitting and
construction planning to meet the aggressive timeline and maintain operational continuity.
Mark Latham | Safety Manager | Mark developed and enforced safety protocols to protect workers during the extensive
plant upgrades. He implemented site-specific safety measures for the construction of clarifiers, denitrification filters,
elevated electrical installations and flood resiliency improvements. He conducted regular safety audits, training and risk
assessments to maintain compliance and enhance operator safety throughout the project.
Explanation of Pricing Changes
The owner added an additional $5M in scope, including rehabilitation of the existing chlorine contact chamber.
Explanation of Schedule Changes
The owner revised the original completion date following additional scope items, extending the date an additional year.
This project was completed on time in November 2021.
185
RFQ 08-24-04 PH CMAR Services for WWTP Facilities Project
SUMMARY OF PROFESSIONAL EXPERIENCE & CAPABILITIES FORM
RFQ # 08-24-04 PH
CMAR Services for Wastewater Treatment Plants Project
Use this form to provide projects that demonstrate experience and knowledge with projects that are substantially similar
to this scope of services.
The person named below certifies that the information provided below is true and correct. Respondents who knowingly
submit falsified data shall be subject to suspension and debarment subject to Section 14 of the City of Winter Springs
Purchasing Policy as amended and adopted by the City of Winter Springs City Commission May 08, 2023.
Business Name: ___________________________ RFQ: CMAR Services for WWTP
Authorized Representative:_____________________ Title: _____________________________________________
PROJECT #1 (repeat for Projects 2 - 5)
Project Name:
Project Manager/Lead (from
project team):
Firm for which Project Manager
Worked:
Project Reference Name/Title:
Reference Phone: Reference Email:
Project Start Date: Scheduled Completion Date:
Actual Completion Date: Total Project Budget:
Actual Project Cost: Respondent's Fee for Project:
Project Location:
Project Delivery Method:
Personnel Assigned:
Identify, by name and title, who were or are assigned to this project and indicate their role in the project
Name: Title: Role:
Name: Title: Role:
Name: Title: Role:
Name: Title: Role:
Project Scope:
Provide detailed information regarding your firm’s role in the project and the role of key staff members who are
identified in your SOQ. Explain any discrepancy between budgeted and actual/projected costs and schedule and
actual/projected completion dates: Add addition pages as required
Kiewit Water Facilities Florida Co.
James P. Goyer President, Kiewit Water Facilities Florida Co.
Northwater Treatment Plant
CMAR
Peter McCormick
Project Manager
(303) 628-6084 peter.mccormick@
denverwater.org
August 2016 May 2024
May 2024 $405M
$405M $405M
Golden, CO CMAR
Travis Baumgartner
Kiewit Infrastructure Co.
Nick Black Preconstruction Manager Lead estimator
Travis Baumgartner Project Director Executive project oversight
Boyd Dunham Sr. Construction Manager Managed construction activities
Josh Meyerpeter Procurement Manager Supply chain management
Project Scope
The project team led constructability, phasing and cost analysis for the new facility. Situated on an 80-acre site, the plant
treats 10 to 75 MGD with expandability for future processes like ozonation and granular activated carbon adsorption.
The scope included high-rate settling, dual-media filters, chlorine disinfection, 20 MG of clearwell storage and new
administration and maintenance facilities.
Project #2 (Fulfills 5.3 requirements)
186
We facilitated cost/benefit analyses, developed multi-shift work planning to optimize labor and minimized disruptions to
ongoing operations. During constructability reviews, the team identified a costly condition between the headworks and
flocculation basin. By increasing the distance between the structures, the shoring was eliminated, reducing costs by over
$1M and accelerating the project schedule.
Preconstruction, VE + Constructability Saves Time and Money
Our in-house engineering and constructability teams collaborated with the design team and client. We implemented the
decision log process, which was an efficient tool to evaluate design alternatives for stakeholders making cost-effective
and best-value decisions for the project. The decision logs were used to enhance the plant layout, foundations and overall
capacity to meet existing site and geotechnical constraints and maximize efficiency for the client. We presented $133M in
VE options to the owner, $85M of which were accepted.
Key Staff Members’ Roles
Nick Black | Preconstruction Manager | Nick led preconstruction efforts and managed constructability reviews, phasing
analyses and cost evaluations to support efficient design and planning of the 10 to 75 MGD WTP. He coordinated with
design teams and stakeholders to align on scope, cost-benefit analysis and construction strategies, including integration
of high-rate settling, dual-media filters and clearwell storage. Nick developed accelerated work plans to optimize labor and
minimize disruptions. Additionally, he proposed innovative solutions, such as redesigning the headworks and flocculation
basin layout, resulting in over $1M in cost savings and a streamlined project schedule.
Explanation of Pricing Changes
This project had no pricing changes.
Explanation of Schedule Changes
This project was completed on schedule.
187
RFQ 08-24-04 PH CMAR Services for WWTP Facilities Project
SUMMARY OF PROFESSIONAL EXPERIENCE & CAPABILITIES FORM
RFQ # 08-24-04 PH
CMAR Services for Wastewater Treatment Plants Project
Use this form to provide projects that demonstrate experience and knowledge with projects that are substantially similar
to this scope of services.
The person named below certifies that the information provided below is true and correct. Respondents who knowingly
submit falsified data shall be subject to suspension and debarment subject to Section 14 of the City of Winter Springs
Purchasing Policy as amended and adopted by the City of Winter Springs City Commission May 08, 2023.
Business Name: ___________________________ RFQ: CMAR Services for WWTP
Authorized Representative:_____________________ Title: _____________________________________________
PROJECT #1 (repeat for Projects 2 - 5)
Project Name:
Project Manager/Lead (from
project team):
Firm for which Project Manager
Worked:
Project Reference Name/Title:
Reference Phone: Reference Email:
Project Start Date: Scheduled Completion Date:
Actual Completion Date: Total Project Budget:
Actual Project Cost: Respondent's Fee for Project:
Project Location:
Project Delivery Method:
Personnel Assigned:
Identify, by name and title, who were or are assigned to this project and indicate their role in the project
Name: Title: Role:
Name: Title: Role:
Name: Title: Role:
Name: Title: Role:
Project Scope:
Provide detailed information regarding your firm’s role in the project and the role of key staff members who are
identified in your SOQ. Explain any discrepancy between budgeted and actual/projected costs and schedule and
actual/projected completion dates: Add addition pages as required
Kiewit Water Facilities Florida Co.
James P. Goyer President, Kiewit Water Facilities Florida Co.
Claude “Bud” Lewis
Carlsbad Desalination
Plant CMAR
Brian Rapp
Kiewit Infrastructure West
Co.
Patrick Crain
Former VP, EPC Project
Management (retired)
(760) 889-2975 pcrain0317@outlook.com
December 2012 December 2015
December 2015 $573.4M
$592.4M $592.4M
Carlsbad, CA CMAR
Nick Black Preconstruction Manager Lead estimator
Brian Fetters Construction Manager Coordinated construction activities
Danny Mckie Engineering Manager Managed post-design services
Tony Joyce Area Manager Executive project oversight
Project Scope
This desalination plant was built on an accelerated schedule with responsibilities including design, engineering,
procurement, construction and commissioning (pre-treatment system, RO process, post-treatment, pump station and tie-
ins to the existing intake and discharge systems).
Project #3 (Fulfills 5.3 requirements)
188
The team installed the conveyance pipeline and upgrades to existing facilities. We managed the master schedule
throughout the life-cycle of the project and self-performed critical path items to complete the project on time despite
challenges, including permitting and procurement of RO process equipment.
The plant was built in three years and produces 54 MGD of potable water. The treatment system, with 16,040 RO
membranes in 2,200 pressure vessels, provides a drought-proof core water supply that can serve 400,000 residents. The
plant supplies approximately 10% of the region’s water needs, exceeding the 7% goal. A 54-inch-diameter welded steel
conveyance pipeline carries treated water 10 miles from the plant to the existing regional distribution system. Construction
involved two simultaneous heading operations, entirely within congested streets, and included nine jack and bore
crossings, 900+ existing utility crossings, a 1,750 linear foot tunnel and 42 manways.
Following the successful completion of the plant, the team was brought back in 2019 to replace the cooling-water
pumps with new submersible pumps to expand capacity and build a new electrical building to provide power. With the
decommissioning of a nearby power plant and the EPA’s issuance of a new National Pollutant Discharge Elimination
System (NPDES) permit requiring a more precise level of salinity in discharged water, the project had a 10-month
deadline, with only six months from NTP. Failure to meet the NPDES permit date risked large fines/closure, and without a
new electrical source for the pumps, the client would have to delay decommissioning of the power plant. Installing the new
pump station required demolishing the existing intake structure to retrofit the area and install three new 99 MGD pumps,
54-inch duplex and fiberglass-reinforced plastic pipe, a power distribution center electrical building, 63-inch high-density
polyethylene pipe and nine bulkheads throughout the intake-discharge channels.
The team was again brought back to design and construct the $182.3M final phase of the intake-discharge facility. This
included construction of the new dual-flow screen systems and ancillary systems supported on a new concrete structure
and a parallel access bridge within the lagoon. New concrete channels and pipe connections to the plant eliminated most
of the existing forebay channels.
Elevated Partner and Collaboration
Close collaboration between the owner, designer and team resulted in an optimized design, reduced quantities and
prevented scope growth. Over the life of the project, we partnered with Poseidon Water, SDCWA, the designers and other
project stakeholders through executive partnering meetings every other month. These meetings established the project’s
goals, built trust and camaraderie between team members and helped preempt potential issues.
VE Saved the Client $25M
Our collaborative efforts resulted in saving the client $25M through process pipe reduction by rearranging the site layout
and equipment reduction by maximizing gravity flow through the post-treatment process and process design focused on
minimizing holding tank volumes to save on concrete. We reduced scope and quantities by optimizing above- and below-
ground piping and mechanical, electrical and structure sizes.
Key Staff Members’ Roles
Nick Black | Preconstruction Manager | Nick oversaw all preconstruction activities for the 104 MGD seawater
desalination plant, including design coordination, permitting and planning. He managed the development of project
schedules, budgets and scopes of work for the RO facility, pumping station, produced water storage and 10-mile
conveyance pipeline. Nick collaborated with design teams, regulatory agencies and stakeholders to address over 900
utility crossings, providing seamless integration with existing infrastructure. His efforts made certain project goals, budget
parameters and construction readiness were aligned to deliver a drought-proof water supply that meets the needs of up to
400,000 residents.
Explanation of Pricing Changes
Additional project costs included pipeline rerouting, owner-directed scheduled acceleration, change in conditions inside of
an existing power facility and marine debris removal.
Explanation of Schedule Changes
This project was completed on schedule.
189
RFQ 08-24-04 PH CMAR Services for WWTP Facilities Project
SUMMARY OF PROFESSIONAL EXPERIENCE & CAPABILITIES FORM
RFQ # 08-24-04 PH
CMAR Services for Wastewater Treatment Plants Project
Use this form to provide projects that demonstrate experience and knowledge with projects that are substantially similar
to this scope of services.
The person named below certifies that the information provided below is true and correct. Respondents who knowingly
submit falsified data shall be subject to suspension and debarment subject to Section 14 of the City of Winter Springs
Purchasing Policy as amended and adopted by the City of Winter Springs City Commission May 08, 2023.
Business Name: ___________________________ RFQ: CMAR Services for WWTP
Authorized Representative:_____________________ Title: _____________________________________________
PROJECT #1 (repeat for Projects 2 - 5)
Project Name:
Project Manager/Lead (from
project team):
Firm for which Project Manager
Worked:
Project Reference Name/Title:
Reference Phone: Reference Email:
Project Start Date: Scheduled Completion Date:
Actual Completion Date: Total Project Budget:
Actual Project Cost: Respondent's Fee for Project:
Project Location:
Project Delivery Method:
Personnel Assigned:
Identify, by name and title, who were or are assigned to this project and indicate their role in the project
Name: Title: Role:
Name: Title: Role:
Name: Title: Role:
Name: Title: Role:
Project Scope:
Provide detailed information regarding your firm’s role in the project and the role of key staff members who are
identified in your SOQ. Explain any discrepancy between budgeted and actual/projected costs and schedule and
actual/projected completion dates: Add addition pages as required
Kiewit Water Facilities Florida Co.
James P. Goyer President, Kiewit Water Facilities Florida Co.
Gwinnett County On-Call
Services - Annual Budget
Ed Manha
Western Summit Constructors,
Inc. (affiliate of Kiewit Water
Facilities Florida Co.)
Ray Williams, PE
Division Director
(678) 376-7056 raymond.williams@
gwinnettcounty.com
August 2013 June 2022
June 2022 $58M
$58M $58M
Buford, GA CMAR
Nick Black Preconstruction Manager Lead estimator
Mark Latham Safety Manager Implemented safety program
Sean Miller Quality Manager Implemented QA/QC program
Project Scope
Since 2013, we have served as the On-Call CMAR under renewed contracts for Gwinnett County’s massive F. Wayne Hill
WRC. Under this fast-paced CMAR delivery model, we help the County execute both capital improvement projects and
urgent improvements. Gwinnett renewed the contract in 2022 for an additional five-year period. In addition to the on-call
work, we completed the $115M Contract 2 and $85M Contract 4 during an expansion.
Project #4 (Fulfills 5.3 requirements)
190
Work completed on this project included solids handling, membrane facilities, filters, clarifiers, ozone, UV disinfection and
granular activated carbon (GAC). The 60 MGD Membrane Facility at F. Wayne Hill WRC is one of the largest in the U.S.
and uses a suction-submerged system.
Comprehensive Partner for Effective Facility Upgrades
We have worked closely with the County’s O&M staff and third-party engineers to deliver extensive upgrades and
improvements to the 60 MGD F. Wayne Hill WRC. The team provided constructability reviews, risk mitigation and VE
input along with scheduling and cost development support as work packages were developed. We conducted weekly and
sometimes daily meetings with plant staff to prioritize work, communicate work to be completed and accommodate plant
operations. Quality expectations were reviewed and confirmed, and hold points inserted. We also reviewed the safety
expectations of both the County and team staff.
Value Engineering Saved Gwinnett Time and Money
Given the current marketplace challenges associated with supply chain disruptions, we took proactive steps to preempt
and resolve issues to save money and expedite the schedule. We routinely discussed priorities, alternatives for materials
and equipment and urgent materials/equipment to expedite. We also conducted constructability reviews with the best
interest of Gwinnett County in mind. Together, we created best practices for the large project site and developed 200+
work packages.
Key Staff Members’ Roles
Nick Black | Preconstruction Manager | Nick led preconstruction planning and coordination for on-call services across
Gwinnett County facilities, including the F. Wayne Hill WRC, Shoal Creek WTP and Crooked Creek WRC. He managed
scope development, cost estimates and scheduling for various tasks, including equipment rehabilitation, upgrades and
replacements. He facilitated efficient design and construction strategies to address the fast-paced nature of on-call
projects, providing readiness and seamless integration with ongoing operations.
Mark Latham | Safety Manager | Mark developed and enforced safety protocols for the rapid-response rehabilitation and
upgrade work at Gwinnett County facilities. He conducted site assessments and safety training for personnel to comply
with OSHA standards. He also addressed specific hazards related to equipment repairs, chemical handling (e.g. ozone
systems) and confined space entry, promoting a culture of safety awareness and proactive risk management.
Sean Miller | Quality Manager | Sean made certain quality standards were met across all tasks, including equipment
upgrades, pipe replacements and clarifier rehabilitations. He implemented robust quality control procedures, performed
inspections and collaborated with plant staff to verify repairs and installations aligned with specifications. He developed
quality assurance documentation for each task order, focusing on consistency and the long-term functionality of
rehabilitated systems.
Explanation of Pricing Changes
This project had no pricing changes.
Explanation of Schedule Changes
This project was completed on schedule.
191
RFQ 08-24-04 PH CMAR Services for WWTP Facilities Project
SUMMARY OF PROFESSIONAL EXPERIENCE & CAPABILITIES FORM
RFQ # 08-24-04 PH
CMAR Services for Wastewater Treatment Plants Project
Use this form to provide projects that demonstrate experience and knowledge with projects that are substantially similar
to this scope of services.
The person named below certifies that the information provided below is true and correct. Respondents who knowingly
submit falsified data shall be subject to suspension and debarment subject to Section 14 of the City of Winter Springs
Purchasing Policy as amended and adopted by the City of Winter Springs City Commission May 08, 2023.
Business Name: ___________________________ RFQ: CMAR Services for WWTP
Authorized Representative:_____________________ Title: _____________________________________________
PROJECT #1 (repeat for Projects 2 - 5)
Project Name:
Project Manager/Lead (from
project team):
Firm for which Project Manager
Worked:
Project Reference Name/Title:
Reference Phone: Reference Email:
Project Start Date: Scheduled Completion Date:
Actual Completion Date: Total Project Budget:
Actual Project Cost: Respondent's Fee for Project:
Project Location:
Project Delivery Method:
Personnel Assigned:
Identify, by name and title, who were or are assigned to this project and indicate their role in the project
Name: Title: Role:
Name: Title: Role:
Name: Title: Role:
Name: Title: Role:
Project Scope:
Provide detailed information regarding your firm’s role in the project and the role of key staff members who are
identified in your SOQ. Explain any discrepancy between budgeted and actual/projected costs and schedule and
actual/projected completion dates: Add addition pages as required
Kiewit Water Facilities Florida Co.
James P. Goyer President, Kiewit Water Facilities Florida Co.
RM Clayton WRC
Compliance Upgrades
Phase 2 CMAR
Chris Tennyson
Western Summit Constructors,
Inc. (affiliate of Kiewit Water
Facilities Florida Co.)
Scott Miller, PE
Facilities Section Manager
(retired)
(706) 525-9395 hank0204@att.net
March 2012 March 2016
March 2016
$24.9M $24.9M
Atlanta, GA CMAR
Nick Black Preconstruction Manager Developed estimates during design
Mark Latham Safety Manager Implemented safety program
Brett Bergdolt Design Coordination
Manager
Design coordination
$18.4M
Project Scope
This was our 15th project at the RM Clayton Facility for the City of Atlanta. It included rehabilitation, upgrades and
demolition of the existing eight primary clarifiers, installation of new primary clarifier mechanisms, including spiral sludge
scrapers, influent center column, scum-skinning arms, stationary scum baffle, flocculation skirt and an inlet distribution
tub. Grout injection and concrete repairs were also included in the clarifier scope.
Project #5 (Fulfills 5.3 requirements)
192
Upgrades were made to Primary Sludge Pumping Houses 1 and 2, demolishing old and installing new pumping
equipment, including new primary sludge pumps, new primary scum pumps, new back-up (swing) pumps for sludge
and scum pumping, new grinders, new manual and motorized valves, associated piping and support and refurbishing
of the existing buildings. Work involved demolition and replacement of the electrical gear and installation of control
panels, conductors and conduit for the new equipment. Piping modifications in the utility tunnels included demolition and
installation of new sludge and water piping.
Four UV influent gates were demolished and disposed of and were replaced by new ones. Modifications to the thickened-
water-activated sludge (TWAS) building included installing a new 36-inch thickening centrifuge, grinder, motorized flow
control valve and piping and flow meter. The TWAS building was enclosed, existing ply roofing systems were demolished
and the ply systems were replaced by new rigid roof insulation. The primary clarifier drain lines and manholes were
cleaned and rehabilitated. We executed $10M of this project following the PDB/CMAR model where needs were first
identified. The team, the engineer and the owner worked collaboratively to develop solutions for each work package. The
team worked closely with the engineer and the City to upgrade various processes at this existing, operating WRC. In
addition, the City added over $5M in change orders to address additional pressing needs at the plant, all of which were
incorporated into the schedule and open-book pricing negotiated with the City.
Key Staff Members’ Roles
Nick Black | Lead Estimator | Nick was responsible for developing accurate cost estimates for the project’s rehabilitation,
upgrade and demolition work. He analyzed project plans, specifications and scope to provide precise pricing for materials,
labor and equipment while also assessing potential risks. His experience assured the project remained within budget
while accommodating the complex installation of new clarifier mechanisms and sludge pumps.
Mark Latham | Safety Manager | Mark provided a safe work environment throughout the project by implementing safety
protocols and conducting regular site inspections. He developed and enforced safety plans specific to tasks, such as
heavy equipment operation, confined workspace in clarifiers and demolition activities. His proactive oversight helped
prevent incidents, adhering to worker safety and compliance with regulatory standards.
Explanation of Pricing Changes
The City added over $5M in change orders to include pump replacements, diverter valves at dewatering centrifuges and
primary chemical feed rehabilitation.
Explanation of Schedule Changes
This project was completed on schedule.
193
RFQ 08-24-04 PH CMAR Services for WWTP Facilities Project
SUMMARY OF PROFESSIONAL EXPERIENCE & CAPABILITIES FORM
RFQ # 08-24-04 PH
CMAR Services for Wastewater Treatment Plants Project
Use this form to provide projects that demonstrate experience and knowledge with projects that are substantially similar
to this scope of services.
The person named below certifies that the information provided below is true and correct. Respondents who knowingly
submit falsified data shall be subject to suspension and debarment subject to Section 14 of the City of Winter Springs
Purchasing Policy as amended and adopted by the City of Winter Springs City Commission May 08, 2023.
Business Name: ___________________________ RFQ: CMAR Services for WWTP
Authorized Representative:_____________________ Title: _____________________________________________
PROJECT #1 (repeat for Projects 2 - 5)
Project Name:
Project Manager/Lead (from
project team):
Firm for which Project Manager
Worked:
Project Reference Name/Title:
Reference Phone: Reference Email:
Project Start Date: Scheduled Completion Date:
Actual Completion Date: Total Project Budget:
Actual Project Cost: Respondent's Fee for Project:
Project Location:
Project Delivery Method:
Personnel Assigned:
Identify, by name and title, who were or are assigned to this project and indicate their role in the project
Name: Title: Role:
Name: Title: Role:
Name: Title: Role:
Name: Title: Role:
Project Scope:
Provide detailed information regarding your firm’s role in the project and the role of key staff members who are
identified in your SOQ. Explain any discrepancy between budgeted and actual/projected costs and schedule and
actual/projected completion dates: Add addition pages as required
Kiewit Water Facilities Florida Co.
James P. Goyer President, Kiewit Water Facilities Florida Co.
Sherman WWTP CMAR Kory Kyllo
Kiewit Water
Facilities South Co.
Wayne Lee
Director of Engineering
(903) 829-7327 waynel@cityofsherman.
com
September 2023 August 2025
N/A, in progress $288M
$288M $288M
Sherman, TX CMAR
Jim Goyer Project Executive Provided executive oversight
Sean Miller Quality Manager Implemented QA/QC program
Project Scope
The Sherman WWTP expansion adds an MBR plant, creating a new treatment train with an initial 4 MGD capacity,
expandable to 16 MGD. As the CMAR, we provided preconstruction services to support rapid design development and
efficient execution of the lift station, headworks, fine screens, equalization basin, blowers, membrane basins, pumping
equipment, electrical systems, site grading and balance of the plant. The scope also included installing membrane filters
and all related infrastructure.
Project #6 (Fulfills 5.4 requirements)
194
Incorporating Stakeholder Input
Kiewit actively engages with the City and utility authority to confirm all stakeholder feedback is incorporated effectively.
This includes close coordination of MOPO with O&M staff managing the adjacent plant to plan the timing of activities and
start-up processes in a way that minimizes disruption and provides seamless integration.
Collaborative Preconstruction Planning and Cost Savings
During preconstruction, Kiewit facilitated the development of a collaborative list of over 140 opportunity items aimed at
reducing risk, lowering project costs, improving operations, and shortening the duration of specific construction tasks.
Among these were 35 VE items identified during the technical risk assessment of the 65% design documents. To date,
20 of these VE items have been accepted, resulting in a Rough Order of Magnitude cost savings of approximately $4.5M.
This collaborative and proactive approach prioritizes stakeholder input, making it central to decision-making, leading to a
more efficient and cost-effective project outcome.
Key Staff Members’ Roles
Jim Goyer | Project Executive | Jim provided overall strategic direction for the Sherman WWTP expansion, assuring
alignment with client goals, budget and schedule. He oversaw the addition of the MBR plant, guiding decisions related
to the new 4 MGD treatment train and its potential expansion to 16 MGD. Jim managed high-level project performance,
client communication and key milestones for rapid design and construction progress.
Sean Miller | Quality Manager | Sean made certain all construction activities met quality standards, focusing on the
installation of membrane filters, pumping systems and electrical components. He conducted inspections and testing
throughout the project to verify compliance with design specifications. Sean implemented quality control measures for all
elements, including civil, mechanical and electrical systems, providing long-term reliability and functionality.
Explanation of Pricing Changes
The project is ongoing with no current pricing changes.
Explanation of Schedule Changes
This project is expected to be completed on time.
195
RFQ 08-24-04 PH CMAR Services for WWTP Facilities Project
SUMMARY OF PROFESSIONAL EXPERIENCE & CAPABILITIES FORM
RFQ # 08-24-04 PH
CMAR Services for Wastewater Treatment Plants Project
Use this form to provide projects that demonstrate experience and knowledge with projects that are substantially similar
to this scope of services.
The person named below certifies that the information provided below is true and correct. Respondents who knowingly
submit falsified data shall be subject to suspension and debarment subject to Section 14 of the City of Winter Springs
Purchasing Policy as amended and adopted by the City of Winter Springs City Commission May 08, 2023.
Business Name: ___________________________ RFQ: CMAR Services for WWTP
Authorized Representative:_____________________ Title: _____________________________________________
PROJECT #1 (repeat for Projects 2 - 5)
Project Name:
Project Manager/Lead (from
project team):
Firm for which Project Manager
Worked:
Project Reference Name/Title:
Reference Phone: Reference Email:
Project Start Date: Scheduled Completion Date:
Actual Completion Date: Total Project Budget:
Actual Project Cost: Respondent's Fee for Project:
Project Location:
Project Delivery Method:
Personnel Assigned:
Identify, by name and title, who were or are assigned to this project and indicate their role in the project
Name: Title: Role:
Name: Title: Role:
Name: Title: Role:
Name: Title: Role:
Project Scope:
Provide detailed information regarding your firm’s role in the project and the role of key staff members who are
identified in your SOQ. Explain any discrepancy between budgeted and actual/projected costs and schedule and
actual/projected completion dates: Add addition pages as required
Kiewit Water Facilities Florida Co.
James P. Goyer President, Kiewit Water Facilities Florida Co.
Prospect Lake Clean
Water Center PDB
Matt Allen
Kiewit Water
Facilities South Co.
Mark Janay
Operating Partner
(408) 621-9031 mjanay@ridgewood.com
March 2023 September 2026 (anticipated)
N/A, in progress $525M
$578M $578M
Fort Lauderdale, FL Progressive Design-Build
Jim Goyer Project Executive Provided executive oversight
Nick Black Preconstruction Manager Lead estimator
Sean Miller Quality Manager Implemented QA/QC program
Project Scope
The Prospect Lake Clean Water Center will be a new 50 MGD WTP that uses a split stream of nanofiltration and ion
exchange to treat well-source water, addressing color and odor issues. As the Design-Build Manager, our team oversees the
design, construction and integration of this greenfield facility, complying with process requirements and rapid project delivery.
Project #7 (Fulfills 5.4 requirements)
Jonathan Conrad Engineering Manager Design coordination
196
The project aims to replace the aging Fiveash WTP that currently uses lime softening and requires substantial capital
investment. In line with Carollo’s recommendation, the new facility will provide an upgraded treatment solution for the City,
resolving longstanding water quality concerns.
Role as Engineer of Record and Constructor
Engineering • Plant layout and foundations, accommodating geotechnical constraints • Constructability reviews • Project scheduling and phasing • Design drawings and specifications • VE alternatives review, including price, schedule and life-cycle cost • Project permitting • Ground study and stress assessments • Nanofiltration and ion exchange filtration technology systems design
Procurement • Early equipment specifications • Global supply chain management with major equipment sourced in Israel
Construction • Site development and excavation • Underground and above-ground piping • Structure concrete • Mechanical equipment • Electrical instrumentation and controls
Commissioning • Commissioning workshops to develop start-up and commissioning scopes
Key Staff Members’ Roles
Jim Goyer | Project Executive | Jim provides strategic oversight for the Prospect Lake Clean Water Center, guiding the
design-build process to deliver a 50 MGD nanofiltration and ion exchange treatment plant. He manages high-level project
performance, client relations and stakeholder engagement, aligning the City’s objectives for water quality improvements
and compliance with Carollo’s recommendations. He is focused on achieving project milestones, budget adherence and
operational readiness.
Nick Black | Preconstruction Manager | Nick leads preconstruction efforts for this project and is responsible for
planning, budgeting and coordination of early-phase project activities, creating alignment between design and construction
teams. He conducts constructability reviews, develops detailed schedules and cost estimates and manages value
engineering to optimize project delivery. His role involves close collaboration with stakeholders to refine design solutions,
oversee procurement of key materials and mitigate project risks early in the process.
Sean Miller | Quality Manager | Sean maintains the highest quality standards throughout the construction of the
new facility, focusing on the installation and performance of nanofiltration and ion exchange systems and supporting
infrastructure. He conducts inspections, testing and verification of materials and equipment to comply with design
specifications. Sean implements quality control measures to maintain system integrity, long-term functionality and
successful commissioning of the plant.
Jonathan Conrad | Design Manager | Jonathan coordinates between design and construction teams to address
technical challenges, manage engineering schedules and facilitate value engineering to optimize cost and performance.
He works closely with clients and stakeholders to refine design solutions and provide seamless integration into
construction, supporting a smooth transition from design to project execution.
Explanation of Pricing Changes
The project cost increased due to a $50M change order for the additional post-treatment scope of work.
Explanation of Schedule Changes
This project is expected to be completed on time.
197
RFQ 08-24-04 PH CMAR Services for WWTP Facilities Project
SUMMARY OF PROFESSIONAL EXPERIENCE & CAPABILITIES FORM
RFQ # 08-24-04 PH
CMAR Services for Wastewater Treatment Plants Project
Use this form to provide projects that demonstrate experience and knowledge with projects that are substantially similar
to this scope of services.
The person named below certifies that the information provided below is true and correct. Respondents who knowingly
submit falsified data shall be subject to suspension and debarment subject to Section 14 of the City of Winter Springs
Purchasing Policy as amended and adopted by the City of Winter Springs City Commission May 08, 2023.
Business Name: ___________________________ RFQ: CMAR Services for WWTP
Authorized Representative:_____________________ Title: _____________________________________________
PROJECT #1 (repeat for Projects 2 - 5)
Project Name:
Project Manager/Lead (from
project team):
Firm for which Project Manager
Worked:
Project Reference Name/Title:
Reference Phone: Reference Email:
Project Start Date: Scheduled Completion Date:
Actual Completion Date: Total Project Budget:
Actual Project Cost: Respondent's Fee for Project:
Project Location:
Project Delivery Method:
Personnel Assigned:
Identify, by name and title, who were or are assigned to this project and indicate their role in the project
Name: Title: Role:
Name: Title: Role:
Name: Title: Role:
Name: Title: Role:
Project Scope:
Provide detailed information regarding your firm’s role in the project and the role of key staff members who are
identified in your SOQ. Explain any discrepancy between budgeted and actual/projected costs and schedule and
actual/projected completion dates: Add addition pages as required
Kiewit Water Facilities Florida Co.
James P. Goyer President, Kiewit Water Facilities Florida Co.
Orlando WWTP Annual
Maintenance Services
CMAR
Nick Monroe
Kiewit Water Facilities
Florida Co.
Alan Oyler
Project Manager II
(407) 223-4600 alan.oyler@cityoforlando.net
October 2021 July 2025 (anticipated)
N/A, in progress $11M
$11M $11M
Orlando, FL CMAR
Jim Goyer Project Executive Provides executive oversight
Mike Rood Project Manager Oversees and directs the project
Jeff Simon Superintendent Coordinates construction work
Robert Weiner Estimator Develops project cost estimates
Project Scope
After Kiewit’s successful WTP & WWTP Facility Annual Maintenance Project in Lawrenceville, GA, the City of Orlando
engaged Kiewit as the CMAR for a fast-paced, on-demand contract. This project involves repairs and upgrades to pumps,
piping, mechanical equipment and electrical systems across all City plants, including Conserv I, Conserv II, Wetlands
Center, Iron Bridge WRF and various lift stations.
Project #8 (Fulfills 5.4 requirements)
198
Coordinating Work On-Demand
On-demand work requires streamlined planning and communication and a collaborative approach to repair critical process
equipment. Kiewit and the City meet consistently to review safety, quality, environment, schedule and status of work
orders. Pre-activity meetings are coordinated with plant personnel to maintain operations prior to the start of individual
work orders.
Key Staff Members’ Roles
Jim Goyer | Project Executive | Jim provides overall strategic leadership for the City of Orlando’s on-call maintenance
project, aligning the project team with the client’s goals for rapid response, quality repairs and cost efficiency. He oversees
project performance, client relations and contract management across all City facilities, including Conserv I, Conserv
II, Wetlands Center, Iron Bridge WRF and lift stations. He guides decision-making on critical issues, providing timely
mobilization and innovative problem-solving.
Mike Rood | Project Manager | Mike manages day-to-day operations of the on-call maintenance contract, coordinating
with crews, subcontractors and plant operators to perform repairs and upgrades across the City’s water and wastewater
facilities. He facilitates effective communication between the City, engineers and Kiewit teams to achieve fast-paced
project requirements. He leads efforts to address issues like the Conserv II vault leak and the Iron Bridge WRF clog repair,
maintaining schedule, safety and quality standards.
Jeff Simon | Superintendent | Jeff directs all on-site activities, providing safe and efficient execution of repairs and
upgrades at the City’s plants. He coordinates labor, equipment and materials, facilitating rapid responses to emergency
repairs, such as the vault leak caused by Hurricane Ian and the innovative approach to the Iron Bridge WRF clog. He
adheres to safety protocols, quality specifications and project schedules while managing logistics and resources across
multiple sites.
Explanation of Pricing Changes
The project is ongoing with no current pricing changes.
Explanation of Schedule Changes
This project is expected to be completed on time.
199
RFQ 08-24-04 PH CMAR Services for WWTP Facilities Project
SUMMARY OF PROFESSIONAL EXPERIENCE & CAPABILITIES FORM
RFQ # 08-24-04 PH
CMAR Services for Wastewater Treatment Plants Project
Use this form to provide projects that demonstrate experience and knowledge with projects that are substantially similar
to this scope of services.
The person named below certifies that the information provided below is true and correct. Respondents who knowingly
submit falsified data shall be subject to suspension and debarment subject to Section 14 of the City of Winter Springs
Purchasing Policy as amended and adopted by the City of Winter Springs City Commission May 08, 2023.
Business Name: ___________________________ RFQ: CMAR Services for WWTP
Authorized Representative:_____________________ Title: _____________________________________________
PROJECT #1 (repeat for Projects 2 - 5)
Project Name:
Project Manager/Lead (from
project team):
Firm for which Project Manager
Worked:
Project Reference Name/Title:
Reference Phone: Reference Email:
Project Start Date: Scheduled Completion Date:
Actual Completion Date: Total Project Budget:
Actual Project Cost: Respondent's Fee for Project:
Project Location:
Project Delivery Method:
Personnel Assigned:
Identify, by name and title, who were or are assigned to this project and indicate their role in the project
Name: Title: Role:
Name: Title: Role:
Name: Title: Role:
Name: Title: Role:
Project Scope:
Provide detailed information regarding your firm’s role in the project and the role of key staff members who are
identified in your SOQ. Explain any discrepancy between budgeted and actual/projected costs and schedule and
actual/projected completion dates: Add addition pages as required
Kiewit Water Facilities Florida Co.
James P. Goyer President, Kiewit Water Facilities Florida Co.
Central District WWTP
Rehabilitation
Matthew Allen
Kiewit Water
Facilities Florida Co.
Wayne Myers
Chief Plant Operator
(305) 877-9466 wayne.myers@miamidad.gov
December 2018
$22.2M
$22.2M $22.2M
Key Biscayne, FL Bid-Build
September 2023
July 2023
Jim Goyer Project Executive Provided executive oversight
Nick Black Preconstruction Manager Lead estimator
Jeff Simon Construction Manager Coordinated construction field work
Tim Rowe Quality Control Manager Implemented QA/QC program
Project Scope
Miami-Dade County’s 143 MGD Central District WWTP has two independent treatment trains (Plant 1 and Plant 2) for
higher- and lower-chloride influent. Both trains put influent through an identical sequence of filtration, aeration, clarification
and disinfection before being combined in the effluent pumping station. Accumulations of fibrous substances, as well as
solids, were causing failure of the sludge collection mechanisms of both trains.
Project #9 (Fulfills 5.4 requirements)
200
This project, one of more than 80 undertaken as part of a 2013 consent decree with the EPA and the FDEP, addresses
issues at Plant 2, rehabilitating the five RAS pump stations and constructing a new odor control building, two new RAS
electrical buildings and two new electrical substations.
Rehabilitation of the pump stations involves replacing all pumping equipment, piping, valves and appurtenances, including
the 20 existing RAS pumps, pump seal water system and all sump pumps, as well as installing a new air ventilation
system. Construction of the new odor control building involved installation of an air ventilation system as well as all
pumping equipment, piping valves and appurtenances, including a potable water booster pump, four filters, two chemical
injection pumps and four high-pressure pumps. Construction of the four electrical buildings included air conditioning and
air filtration units, along with all major electrical equipment, including MCCs, VFDs, switchgears and 1,500-kVA substation
transformers.
Key Staff Members’ Roles
Jim Goyer | Project Executive | Jim provided strategic oversight for the rehabilitation and upgrades at the Central District
WWTP. He made certain project objectives were met, including structural rehabilitation, replacement of sludge collection
mechanisms and new electrical installations. Jim led client communications, guided decision-making and managed high-
level project performance, confirming adherence to budget, schedule and quality standards.
Nick Black | Preconstruction Manager | Nick led the planning and development of the project’s scope, schedule
and cost estimates, focusing on the rehabilitation of the RAS pump stations, electrical buildings and substations.
He coordinated with design teams and stakeholders to define material, labor and equipment needs. Nick developed
construction phasing plans, logistics and risk management strategies, providing seamless execution while maintaining
compliance with project requirements.
Jeff Simon | Construction Manager | Jeff managed daily on-site construction activities, coordinating crews,
subcontractors and resources to deliver the project scope, including the construction of RAS pump stations, electrical
buildings, substations and associated systems. Jeff made certain the team adhered to design specifications, quality
standards and safety protocols. He supervised the installation of new mechanical and electrical components, facilitating
timely completion of each phase while addressing any challenges to maintain schedule and operational continuity.
Explanation of Pricing Changes
This project had no pricing changes.
Explanation of Schedule Changes
This project completed early as a result of the sequential construction of five pump station rehabilitations, two of which
occurred during the dry season.
201
RFQ 08-24-04 PH CMAR Services for WWTP Facilities Project
SUMMARY OF PROFESSIONAL EXPERIENCE & CAPABILITIES FORM
RFQ # 08-24-04 PH
CMAR Services for Wastewater Treatment Plants Project
Use this form to provide projects that demonstrate experience and knowledge with projects that are substantially similar
to this scope of services.
The person named below certifies that the information provided below is true and correct. Respondents who knowingly
submit falsified data shall be subject to suspension and debarment subject to Section 14 of the City of Winter Springs
Purchasing Policy as amended and adopted by the City of Winter Springs City Commission May 08, 2023.
Business Name: ___________________________ RFQ: CMAR Services for WWTP
Authorized Representative:_____________________ Title: _____________________________________________
PROJECT #1 (repeat for Projects 2 - 5)
Project Name:
Project Manager/Lead (from
project team):
Firm for which Project Manager
Worked:
Project Reference Name/Title:
Reference Phone: Reference Email:
Project Start Date: Scheduled Completion Date:
Actual Completion Date: Total Project Budget:
Actual Project Cost: Respondent's Fee for Project:
Project Location:
Project Delivery Method:
Personnel Assigned:
Identify, by name and title, who were or are assigned to this project and indicate their role in the project
Name: Title: Role:
Name: Title: Role:
Name: Title: Role:
Name: Title: Role:
Project Scope:
Provide detailed information regarding your firm’s role in the project and the role of key staff members who are
identified in your SOQ. Explain any discrepancy between budgeted and actual/projected costs and schedule and
actual/projected completion dates: Add addition pages as required
Kiewit Water Facilities Florida Co.
James P. Goyer President, Kiewit Water Facilities Florida Co.
North District WWTP
Primary Clarifier
Rehabilitation
Matthew Allen
Kiewit Water
Facilities Florida Co.
Roger Williams, PE
Program Manager
(305) 804-5820 roger.williams@
miamidade.gov
December 2018 August 2021
September 2022 $50M
$50M $50M
Miami, FL Bid-Build
Jim Goyer Project Executive Provided executive oversight
Nick Black Preconstruction Manager Lead estimator
Jeff Simon Construction Manager Coordinated construction field work
Tim Rowe Quality Control Manager Implemented QA/QC program
Project Scope
The North District WWTP in Miami-Dade County processes up to 120 MGD (approximately 1/3 of the wastewater
produced within Miami-Dade), using separate treatment trains to keep the higher-chloride influent separate throughout the
Project #10 (Fulfills 5.4 requirements)
202
process of filtration, aeration and clarification. After secondary clarification, the plant disinfects and discharges the majority
of effluent to the Atlantic Ocean, further treating a smaller portion for reuse. This project, one of more than 80 undertaken
as part of a 2013 consent decree with the EPA and the FDEP, upgraded the plant’s odor control system and rehabilitated
the primary clarifiers, where accumulations of fibrous materials and solids were causing failures of the sludge collection
mechanism.
Odor control system upgrades included replacing six existing chemical scrubbers with five new odor control scrubbers,
replacing an underground fiberglass-reinforced foul air duct and constructing a new sodium hydroxide storage and feed
facility with diaphragm chemical metering pump skids, two 2,500-gallon, dual-walled polyethylene chemical storage tanks
and associated distribution piping and a truck-fill station. Related work involved replacement of two primary scum/sludge
pump stations, submersible chopper pumps and tie-ins to the new odor control ductwork and damper. The scope of work
also included cleaning, inspection and relining 48-inch (influent) and 60- and 72-inch (effluent) precast reinforced concrete
pipe (RCP). Scope also included the rehabilitation of six primary clarifiers, including clarifier mechanism replacement, new
FRP baffles, concrete rehabilitation and coatings and installation of new flat panel clarifier covers.
Key Staff Members’ Roles
Jim Goyer | Project Executive | Jim provided strategic leadership for the upgrades at the North District WWTP, assuring
compliance with the consent decree requirements. He oversaw project performance, managed client relationships and
oversaw adherence to budget, schedule and quality standards. He guided decision-making on key issues related to the
clarifier rehabilitation, odor control improvements and overall plant enhancements.
Nick Black | Preconstruction Manager | Nick led preconstruction planning for the plant’s upgrades, focusing on scope
development, cost estimation and scheduling. He coordinated with design teams to develop solutions for the clarifier
rehabilitation, odor control systems and other structural enhancements. He created detailed phasing plans to provide
efficient execution, aligning logistics and resource needs with the aggressive project timeline.
Jeff Simon | Construction Manager | Jeff managed on-site execution of the plant’s upgrades, overseeing crews,
subcontractors and resources to provide timely and quality delivery of the new clarifier mechanisms, odor control
scrubbers and structural improvements. He coordinated the installation of piping, valves, instrumentation and electrical
systems while managing the demolition of old equipment. Jeff made certain safety protocols, schedule milestones and
project specifications were followed.
Explanation of Pricing Changes
This project had no pricing changes.
Explanation of Schedule Changes
The owner approved a 685-day extension to the contract due to additional unforeseen work, delays to the project’s critical
path and the record-drawing review and approval process.
203
Insurance Type
~
D
Worker's
Compensation
Employer's Liability
Commercial General
Liability
(Occurrence Form)
patterned after the
current ISO form
Indemnification
Automobile Liability
Other
INSURANCE REQUIREMENTS FORM
Required Limits
Statutory Limits of Florida Statutes, Chapter 440 and all Federal Government Statutory Limits
$1,000,000 each accident, single limit per occurrence
$1,000,000 single limit per occurrence
$3,000,000 aggregate for Bodily Injury Liability & Property Damage Liability .
This shall include Premises and Operations; Independent Contractors; Products & Completed
Operations & Contractual Liability.
To the maximum extent permitted by Florida law, the Contractor/Vendor/Consultant shall
indemnify and hold harmless City of Winter Springs, its officers and employees from any and
all liabilities, damages, losses and costs, including, but not limited to, reasonable attorneys'
fees and paralegals' fees, to the extent caused by the negligence, recklessness, or intentional
wrongful conduct of the Contractor/Vendor/Consultant or anyone employed or utilized by the
Contractor/Vendor/Consultant in the performance of the Agreement . This indemnification
obligation shall not be construed to negate, abridge or reduce any other rights or remedies
which other wise may be available to an indemnified party or person described in this
paragraph . This section does not pertain to any incident arising from the sole negligence of
the City of Winter Springs .
$1 ,000,000 each person; Bodily Injury & Property Damage, Owned/Non -owned/Hired;
Automobile Included .
Respondent shall ensure that all subcontractors comply with the same insurance requirements that it is required to meet. The
same Respondent shall provide the CITY with certificates of insurance meeting the required insurance provisions.
The City of Winter Springs must be named as "Additional Insured" on the Insurance Certificate for Commercial General Liability
where required .
The Certificate Holder shall be named as City of Winter Springs.
Thirty (30) days cancellation notice required .
The undersigned Respondent agrees to obtain, prior to award, if selected, insurance as stated above.
Kiewit Water Facilities Florida Co.
Respondent
Authoriz ~e 4 r
James P. Goyer, President, Kiewit Water Facilities Florida Co.
Officer Title
November 20, 2024
Date
RFQ 08-24-04 PH CMAR Services for WWTP Facilities Project
204
SCRUTINIZED COMPANY CERTIFICATION
Florida Statutes, Sections 287.135 and 215.473
Pursuant to Section 287.135, Florida Statutes {2017), a company is ineligible to, and may not, bid on, submit a Proposal for,
or enter into or renew a contract with the CITY for goods or services of:
a. Any amount if, at the time of submitting a Response for, or entering into or renewing such contract, the
Respondent is on the Scrutinized Companies that Boycott Israel List, created pursuant to s. 215.4725, or is engaged
in a boycott of Israel; or
b. One million dollars or more if, at the time of bidding on, submitting a Proposal for, or entering into or renewing
such contract, the Respondent:
Is on the Scrutinized Companies with Activities in Sudan List or the Scrutinized Companies with Activities in the Iran
Terrorism Sectors List, created pursuant to s. 215.473; or
c. Is engaged in business operations in Cuba or Syria.
Subject to limited exceptions provided in state law, the CITY will not contract for the provision of goods or services with any
scrutinized company referred to above. The Respondent must submit this required certification form attesting that it is not
a scrutinized company and is not engaging in prohibited business operations.
The following shall be grounds for termination of the contract at the option of the awarding body :
a. The Respondent is found to have submitted a false certification; been placed on the Scrutinized Companies with
Activities in Sudan List;
b. Been placed on the Scrutinized Companies that Boycott Israel List or
c. Is engaged in a boycott of Israel; or
d. Been engaged in business operations in Cuba or Syria.
e. Has been placed on a list created pursuant to s. 215.473, Florida Statutes, relating to scrutinized active business
operations in Iran.
The CITY shall provide notice, in writing, to the Respondent of any determination concerning a false certification .
a. The Respondent shall have five (5) days from receipt of notice to refute the false certification allegation.
b. If such false certification is discovered during the active contract term, the Respondent shall have ninety (90) days
following receipt of the notice to respond in writing and demonstrate that the determination of false certification
was made in error.
c. If the Respondent does not demonstrate that the CITY's determination of false certification was made in error then
the CITY shall have the right to terminate the contract and seek civil remedies pursuant to Section 287.135, Florida
Statutes.
RFQ 08-24-04 PH CMAR Services for WWTP Facilities Project
205
PUBLIC ENTITY CRIMES STATEMENT
SWORN STATEMENT UNDER F.S. SECTION 287.133{3) {A), ON PUBLIC ENTITY CRIMES
THIS FORM MUST BE SIGNED IN THE PRESENCE OF A NOTARY PUBLIC OR OTHER OFFICER AUTHORIZED TO
ADMINISTER OATHS.
1. This sworn statement is submitted with Response for RFQ # 08-24-04 PH CMAR Service for WWTP Project .
Kiewit Water Facilities Florida Co.
2. This sworn statement is submitted by (Respondent) ___________ whose business address is
5757 Blue Lagoon Drive, Suite 200 , Miami, FL 33126
________________ and (if applicable) Federal Employer Identification Number (FEIN)
is 83-1927102 (If a Sole Proprietor and you have no FEIN, include the last four (4) digits of your
Social Security Number: ____ _
3. My name is James p. Goyer and my relationship to the Respondent named above is President
4. I understand that a "public entity crime" as defined in Paragraph 287.133(a) (g). Florida Statutes, means a
violation of any state or federal law by a person with respect to and directly related to the transaction of business with
any public entity or with an agency or political subdivision of any other state or with the United States, including, but not
limited to, any proposal or contract for goods or services to be provided to any public entity or any agency or political
subdivision of any other state or of the United States and involving antitrust, fraud, theft, bribery, collusion,
racketeering, conspiracy, or material misrepresentation.
5. I understand that "convicted" or "conviction" as defined in paragraph 287.133(a) (b), Florida Statutes, means
finding of guilt or a conviction of a public entity crime with or without an adjudication of guilt, in any federal or state trial
court of records relating to charges brought by indictment or information after July 1, 1989, as a result of a jury verdict,
non -jury trial, or entry of a plea of guilty or nolo contendere.
6. I understand that an "affiliate" as defined in Paragraph 287 .133(1) (a), Florida Statutes, means:
• A predecessor or successor of a person convicted of a public entity crime; or
• An entity under the control of any natural person who is active in the management of the entity and who has
been convicted of a public entity crime. The term "affiliate" includes those officers, directors, executives,
partners, shareholders, employees, members, and agents who are active in the management of an affiliate. The
City of Fernandina Beach, Florida ownership by one of shares constituting a controlling income among persons
when not for fair interest in another person, or a pooling of equipment or income among persons when not for
fair market value under a length agreement, shall be a prima facie case that one person controls another
person. A person who was knowingly convicted of a public entity crime, in Florida during the preceding 36
months shall be considered an affiliate.
7. I understand that a "person" as defined in Paragraph 287.133(1) (e), Florida Statutes, means any natural person
or entity organized under the laws of the state or of the United States with the legal power to enter into a binding
contract for provision of goods or services let by a public entity, or which otherwise transacts or applies to transact
business with a public entity. The term "person" includes those officers, directors, executives, partners, shareholders,
employees, members, and agents who are active in management of an entity.
8. Based on information and belief, the statement which I have marked below is true in relation to the entity submitting
this sworn statement. (Please indicate which statement applies)
X Neither the entity submitting this sworn statement, nor any officers, directors, executives, partners, shareholders,
employees, members, or agents who are active in management of the entity, nor affiliate of the entity have been
charged with and convicted of a public entity crime subsequent to July 1, 1989.
RFQ 08-24-04 PH CMAR Services for WWTP Facilities Project
209
DEBARMENT, SUSPENSION and OTHER RESPONSIBILITY MATTERS
Certification A -Primary Covered Transactions
The prospective primary participant certifies to the best of its knowledge and belief that its principals:
Are not presently debarred, suspended, proposed for debarment, declared ineligible, or voluntarily excluded
from covered transactions by any Federal debarment or agency;
a. Have not within a three-year period preceding this proposal, been convicted of or had a civil
judgment rendered against them for commission of fraud or a criminal offense in connection with obtaining,
attempting to obtain, or performing a public (Federal, State, or local) transaction or contract under a public
transaction; violation of Federal or State antitrust statutes or commission of embezzlement, theft, forgery,
bribery, falsification, or destruction of records, making false statements, or receiving stolen property;
b. Are not presently indicted for or otherwise criminally or civilly charged by a governmental entity
(Federal, State, or local) with commission of any of the offenses enumerated in paragraph (1) (b) of this
certification; and
c . Have not within a three-year period preceding this application/proposal had one or more public
transactions (Federal, State, or local) terminated for cause or default.
Where the prospe ctive primary participant is unable to certify to any of the statements in this certification,
such prospective participant shall attach an explanation of this proposal.
Instructions for Certification (A)
By signing and submitting this Bid, the prospective primary participant is providing the certification set out
below;
a. The inability of a person to provide the certification required below will not necessarily result in
denial of participation in this covered transaction. The prospective participant shall submit an explanation of
why it cannot provide the certification set out below. The certification or explanation will be considered in
connection with the department or agency's determination whether to enter into this transaction . However,
failure of the prospective primary participant to furnish a certification or any explanation shall disqualify such
person from participation in this transaction.
b. The certification in this clause is a material representation of fact upon which reliance was placed
when the department or agency determined to enter into this transaction . If it is later determined that the
prospective primary partic ipant knowingly rendered an erroneous
certification, in addition to other remedies available to the Federal Government, the department or agency
may terminate this transaction for cause or default.
c. The prospective primary participant shall provide immediate written notice to the department or
agency to which this proposal is submitted if at any time the prospective primary participant learns that its
certification was erroneous when submitted or ha s become erroneous by reason of changed circumstances .
d. The terms covered transaction, debarred, suspend ed, ineligible, lower tier covered transaction,
participant, person, primary covered transaction, principal, proposal, and voluntarily excluded, as used in this
clause, have the meanings set out in the Definitions and Coverage sections of the rules implementing Executive
Order 12549. You may contact the department or agency to which this proposal is being submitted for
assistance in obtaining a copy of these regulations.
RFQ 08-24-04 PH CMAR Services for WWTP Faciliti es Project
211
e. The prospective primary participant agrees by submitting this proposal that, should the proposed
covered transaction be entered into, it shall not knowingly enter into any lower tier covered transaction with
a person who is debarred, suspended, declared ineligible, or voluntarily excluded from participation in this
covered transaction, unless authorized by the department or agency entering into this transaction .
f. The prospective primary participant further agrees by submitting this proposal that it will include the
clause titled "Certification Regarding Debarment, Suspension, Ineligibility and Voluntary Exclusion -Lower Tier
Covered Transaction," provided by the department or agency entering into this covered transaction, without
modification, in all lower tier covered transactions and in all solicitations for lower tier covered transactions.
g. A participant in a covered transaction may rely upon a certification of a prospective participant
in a lower tier covered transaction that it is not debarred, suspended, ineligible, or voluntarily excluded
from the covered transaction, unless it knows that the certification is erroneous. A participant may decide
the method and frequency by which it determines this eligibility of its principals. Each participant may,
but is not required to, check the Non-procurement List.
h. Nothing contained in the foregoing shall be construed to require establishment of a system of
records in order to render in good faith the certification required by this clause. The knowledge and
information of a participant is not required to exceed that which is normally possessed by a prudent person
in the ordinary course of business dealings .
i. Except for transactions authorized under paragraph (6) of these instructions, if a participant in a
covered transaction knowingly enters into a lower tier covered transaction with a person who is suspended,
debarred, ineligible, or voluntarily excluded from participation in this transaction, in addition to other remedies
available to the Federal Government, the department or agency may terminate this transaction for cause of
default.
Certification B -Lower Tier Covered Transactions
a. The prospective lower tier participant certifies, by submission of this proposal, that neither it nor
its principals is presently debarred, suspended, proposed for debarment, declared ineligible, or voluntarily
excluded from participation in this transaction by any Federal department or agency.
b. Where the prospective lower tier participant is unable to certify to any of the statements in this
certification, such prospective participant shall attach an explanation to this proposal.
By signing and submitting this proposal, the prospective lower tier participant is providing the certification set
out below.
a. The certification in this clause is a material representation of fact upon which reliance was placed
when this transaction was entered into. If it is later determined that the prospective lower tier participant
knowingly rendered an erroneous certification, in addition to other remedies available to the Federal
Government, the department or agency with which this transaction originated may pursue available
remedies, including suspension and/or debarment.
b. The prospective lower tier participant shall provide immediate written notice to the person to whom
this proposal is submitted if at any time the prospective lower tier participant learns that its certification was
erroneous when submitted or has become erroneous by reason of changed circumstances.
c . The terms covered transaction, debarred, suspended, ineligible, lower tier covered transaction,
participant, person, primary covered transaction, principal, proposal, and voluntarily excluded, as used in this
clause , have the meanings set out in the Definitions and Coverage sections of rules implementing Executive
Order 12549 . You may contact the person to which this proposal is submitted for assistance in obtaining a
copy of these regulations .
RFQ 08-24 -04 PH CMAR Services for WWTP Facilities Project
212
E-VERIFY STATEMENT
Proposal Number: RFQ # 08-24-04 PH
Project Description: CMAR Services for WWTP Project
Respondent acknowledges and agrees to the following:
Respondent shall utilize the U.S. Department of Homeland Securit/s E-Verify system, in
accordance with the terms governing use ofthe system, to confirm the employment eligibility
of:
1. All persons employed by the Respondent during the term of the Contract to perform
employment duties within Florida; and
1. All persons assigned by the Respondent to perform work pursuant to the contract
with the CITY.
Respondent: Kiewit Water Facilities Florida Co.
Authorized Signature: ~ -~
Title: James P. Goye;iresi;i;,Kiewit Water Facilities Florida Co.
Date: November 20, 2024
RFQ 08-24-04 PH CMAR Services for WWTP Facilities Project
214
SMWBE UTILIZATION PLAN
Small, Minority, and Women's Business Enterprises (SMWBE), and Labor Surplus Area Firms Utilization
Respondent Company Name : Kiewit Water Facilities Florida Co.
Project Name : CMAR Services for WWTP Project
RFP Number : RFQ # 08-24-04 PH
CFR §200.321 requires local governments to take all necessary affirmative steps to assure that
minority business, women's business enterprises, and labor surplus area firms are used when
possible . The CITY requires that Respondents (Prime Contractors), if subcontracts are to be
let, to take the five affirmative steps as cited below. Please describe your firm's plan for
identifying and potential use of SMWBE and Labor Surplus Area Firms. Additional pages may
be attached, as necessary.
• Placing qualified small and minority business and women's business enterprises on
solicitation lists.
• Assuring that small and minority businesses, and women's business enterprises are
solicited whenever they are potential sources.
• Dividing total requirements, when economically feasible, into smaller tasks or quantities
to permit maximum participation by small and minority business and women's business
enterprises.
• Establishing delivery schedules where the requirement permits, which encourage
participation by small and minority businesses, and women's business enterprises and
veteran owned businesses.
• Using the services and assistance, as appropriate, of such organizations as the Small
Business Administration or the Florida Office of Supplier Diversity
https://www.dms.myf/orida.com/agency administration/office of supplier diversity osd
RFQ 0 8-24 -04 PH CMAR Servic es for WWTP Faciliti es Proje ct
216
Section E
SMWBE Utilization
Plan
City of Winter Springs, FL | RFQ#: 08-24-04 PH | CMAR Wastewater Treatment Facilities
USING SMWBE AND LABOR SURPLUS AREA FIRMS
Our team is committed to working with the City to include SMWBE and Labor Surplus Area firms.
Our culture — founded upon core values of people, integrity, excellence and stewardship — compels us to use every
project to create a legacy beyond the infrastructure built. We will support the economic development of local SMWBE
firms through local job creation, fostering entrepreneurship, pre-bid and construction training and mentoring and
procurement assistance to cost-effectively deliver while improving the skill sets of the firms that call Orlando home.
Supplier Diversity Utilization Strategies
We will follow the City’s five affirmative steps to assure SMWBE and Labor Surplus Area firms are used when possible.
We have established best practices to maximize participation by SMWBE suppliers and subcontractors. Our approach
is rooted in our culture of inclusion and bolstered by a shared commitment at every level of our team. The plan
outlined below includes proven methods for promoting access, opportunity, relationships and growth for small and
diverse firms, as demonstrated in our history of past utilization percentages.
Placing SMWBE Firms on Solicitation Lists
We host large- and small-scale networking and informational and educational events to leverage and grow our
extensive database of vendors to communicate events and opportunities through solicitation lists.
Assuring SMWBE Firms are Solicited as Potential Sources
We provide early outreach to SMWBE firms, promoting events through community organizations like Seminole County
Economic Development, Oviedo-Winter Springs Regional Chamber of Commerce, the National Association of Women
Business Owners’ Orlando chapter and local SMWBE-certifying organizations like the Florida Department of
Transportation and Orange County. We also advertise events and opportunities in local newspapers and publications.
Dividing Total Requirements into Smaller Tasks to Maximize SMWBE Firm Participation
We right-size scope packages to align with the resources and skills of regional SMWBE firms to promote and
encourage bidding and maximize meaningful growth. We also conduct 1-on-1 pre-bid meetings with local SMWBE
firms to gain an understanding of their capacity and capability to deliver work as packaged.
Establishing Delivery Schedules to Encourage SMWBE Firm Participation
We include early and frequent outreach in preliminary procurement schedules, confirming vendors have adequate
time to formulate, review and submit successful bids.
Using Organizational Services and Assistance to Bring SMWBE Firm Participation
We partner with the Small Business Administration and Florida Office of Supplier Diversity to offer SMWBE firms
training, technical assistance and resources. These services help firms gain certifications, access financial support
and connect with mentors, enhancing their ability to compete in procurement opportunities.
Our SMWBE participation goals are more than numbers to us:
• They are demonstrations of success, acquired skills, coachable experiences and accessible opportunities.
• They show our commitment to increasing SMWBE participation with proven strategies for supplier diversity
and subcontractor utilization.
@Kiewit
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217
SECTION E SMWBE Utilization Plan
City of Winter Springs, FL | RFQ#: 08-24-04 PH | CMAR Wastewater Treatment Facilities
Other Strategies to Bring SMWBE Firms Success
Technical Assistance
We provide pre-bid assistance to increase eligible firm responses to
bid solicitations and establish structured onboarding processes.
Issue Management
We leverage lessons learned and round table sessions, providing a
management process focused on the prevention, intervention and
resolution of common issues.
Mentoring
We promote success through our “collective mentoring” approach, a
curriculum designed to enhance SMWBE firms’ competitive standing.
Prompt Payments
We commit to paying SMWBE contractors within three days of
receiving an approved invoice, helping them successfully perform work
through payments, as cash flow is critical.
Transparent Procurement Process
We confirm the procurement process is clear and understood by all
interested bidders and provide timely notification of bid opportunities.
History of Equity
Including and integrating SMWBE firms is important to us. Having
surpassed diversity goals with high numbers in past projects, we have
an existing pool of relationships with qualified SMWBE firms to draw
from within the region. The table below includes a list of recent
regional projects on which we met or exceeded diversity goals.
Project
Name
SMWBE
Dollar Spend
Percent
Participation
Iron Bridge WRF Grit $6,000,000 20.00%
St. Pete WWTF Odor
Control Upgrades
$575,000 20.00%
North District WWTP
Primary Clarifier
Rehabilitation
$6,475,691 14.70%
Central District WWTP
Rehabilitation
$3,607,041 17.25%
CEPP S620 and L-6
Improvements
$2,007,962 38.40%
S-6 Pump Station
Refurbishment, Phase 1
$466,613 25.60%
S-191A Pump Station $8,663,526 26.32%
RM Clayton WRC
Headworks Improvements
$16,200,012 30.05%
Our experience working alongside Kiewit
and their project team has been an
amazing experience for us at Matcon. As
a small MBE/DBE construction manager
and concrete subcontractor, we feel like
we are paired with one of the ‘best in the
industry,’ allowing us to learn key
processes, management techniques
and improve how we conduct business
at Matcon. We would like to commend the
Kiewit team for their dedication to
diversity and for ‘paying it forward.’”
Derek Mateos, President
Matcon, MBE/DBE Certified Firm
Iron Bridge Grit Removal System
CREATING SMWBE SUCCESS
As a component of our technical assistance
program, we have launched a virtual
technical assistance hub specifically
designed to serve as an on-demand portal
with resources to address essential business
topics and operational challenges sometimes
faced by small and developing firms.
To make sure firms are equipped with the
necessary information, resources and
support to prepare for bid opportunities, we
developed a technical assistance workshop
series to address requested topics that was
launched in 2023.
• Collaborative Delivery Methods
• Business Development Best Practices
• Plan the Plan – Safety Planning
• Plan the Plan – Quality Planning
• Estimating PDB Projects
• Scheduling
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~ :.:):-;: .. Construction
~--_-• • • •.. ': •. Inclusion Week
• h1 ·: :. •• •• Building the Foundation for Inclusion
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218
OTHER RELEVANT
INFORMATION
F
F. Wayne Hill Advanced WRC Buford, GA
220
Section F
Other Relevant
Information
City of Winter Springs, FL | RFQ#: 08-24-04 PH | CMAR Wastewater Treatment Facilities F-1
PRELIMINARY LAYDOWN AREAS
We have reviewed Carollo’s CDR and other project background information to draft preliminary site laydown areas for the East WRF (Figure F-1) and the West WRF (Figure F-2), taking into account the surrounding landscape.
Alleviating Impacts to the Community, the Environment and
Plant Operations
Our preliminary site layouts (Figures F-1 and F-2) do the following:
• Limit deforestation in wetland areas by restricting clearing to designated future
construction zones. For example, the site for the upcoming high-service pump station
(HSPS), which is outside the wetlands, will be cleared and used as a central laydown area
during construction, reducing costs associated with wetland credit purchases.
• Use the West WRF for laydown, staging and warehousing of construction equipment and
materials to comply with strict wetland regulations and minimize construction impacts at
the East WRF. A just-in-time delivery system will then supply the East WRF as needed,
maintaining a minimal environmental footprint.
• Designate construction crew parking in areas that do not interfere with daily plant
operations or environmental preservation.
• Locate the office near utility hookups on the edge of the existing site footprint, minimizing
disruption to daily operations and providing convenient access for meetings with the City
and Carollo while avoiding wetland areas.
• Preserve a minimum 100-foot greenbelt to buffer construction impacts on neighboring
properties in the community.
Informing the Community and Identifying and Resolving
Issues Quickly
Our approach to public outreach is centered around seamlessly integrating into the
City’s existing communications framework to create consistent, clear messaging to
the community.
We will provide regular project updates at City Commission meetings, offering clear
progress reports, answering questions and addressing any concerns from both City
Commission members and residents. By maintaining open lines of communication
and being proactive with public engagement, we will help keep the community
informed, reduce disruptions and create full transparency throughout the project.
Our goal with including Quest on the team is to minimize inconvenience to the public
and create a positive image of the City and project.
Figure F-1: Site
plan for the East
WRF during the
construction of the
East WRF
Figure F-2: Site
plan for the West
WRF during the
construction of
the East WRF
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221
SECTION F Other Relevant Information
City of Winter Springs, FL | RFQ#: 08-24-04 PH | CMAR Wastewater Treatment Facilities F-2
WE WILL CREATE A SAFE AND SECURE SITE AND
BRING QUALITY CONSTRUCTION
Our construction supervision process is about more than just oversight — it is about actively supporting our team,
maintaining Kiewit’s high-quality and safety standards and making adjustments to deliver successful outcomes.
Approach to Safety
When we first arrive at a site, we focus on establishing a solid foundation for construction management. The Kiewit
safety difference comes from the same level of planning and attention to detail that drives quality in our
preconstruction services. Every operation will be analyzed for life-changing categories of risk, which will either be
eliminated completely or will be mitigated by using controls in the field and/or through engineering. Our approach to
safety will not only benefit the City from an incident perspective — safe projects are constructed on time and
on budget because they are planned better and executed with safety at the forefront of every operation.
Safety Culture
Safety is the foundation of every project, and, at Kiewit, safety is not just our No. 1 priority, it is part of our culture.
Kiewit’s safety culture incorporates education, communication and empowerment to achieve our goal of Nobody Gets
Hurt. Our safety plan includes safe access and lighting for plant staff during construction.
Safety Is Everyone’s Responsibility | On the Northwater Treatment
Plant, our team established the project’s safety culture prior to
construction during initial partnering sessions with Denver Water and
its engineer. Proactive planning helped us work 2M labor hours over a
span of six years with zero incidents. As a testament to our superior
safety culture at the Northwater Treatment Plant, the project received
the American Public Works Association’s “2023 Exceptional
Performance in Safety Award.”
Company Safety Record
As an operating subsidiary, Kiewit is assigned the NCCI
Interstate Workers’ Compensation experience
modification rate (EMR) rating for the entire Kiewit
Corporation. A recognized leader in construction safety,
Kiewit Corporation consistently earns an exemplary
EMR. An EMR of 1.0 represents the industry
benchmark average, with 90% of companies rated 0.50
or higher. The effectiveness of our safety program is
measured in part by our exceptionally low EMR of 0.55.
Creating a Safer Job Site: Distinctive Rope
Systems for Controlled Access and Safety
When you step onto our job sites, they look and feel different.
Crews take ownership by using yellow ropes to mark work
areas, red ropes to prevent unauthorized access to areas and
blue ropes to separate foot traffic from heavy machinery.
I
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Kiewit Corporation 's EMR is continuously below industry average
0.39
,._
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1.1.J u >< w
0.41 0.43 0.51 0.54
-0
0
0 ;a
0.55
222
SECTION F Other Relevant Information
City of Winter Springs, FL | RFQ#: 08-24-04 PH | CMAR Wastewater Treatment Facilities F-3
Approach to Quality
Corporate Quality System and Managing Construction Quality Control
Quality is a commitment that runs through the core of our
operations. We uphold contractual requirements and deliver
work that meets the highest standards. Throughout the East and
West WRF Replacement, we will work with the City’s Quality
Manager to address quality management issues. Quality will be a
priority topic in our team meetings. Initially, we will focus on
submittals, procurement, work planning, RFIs and pre-activity
meetings. As the project progresses, the focus will shift to material
receiving, inspections, non-conformance reports (NCRs), punch
lists and any changes that arise. We will collaboratively find
effective solutions to make sure performance expectations are met.
Our Quality Management Plans (QMPs) are built on our corporate quality management system and provide the
framework to meet the ISO 9001:2015 standard. Before permanent work begins, we will complete a thorough review
of the QMP, soliciting the City for input to align on expectations. The QMP has multiple aspects including, but not
limited to:
• Construction activity work plans with
defined hold points for inspection
• Pre-activity meetings before major field
scopes of work commence
• Quality risk evaluation
• Quality inspection documentation
management
• Rigorous self-inspection
and complete transparency
• Off-site materials and equipment
quality inspections
• Subcontractor quality management
Procuring Quality Materials and Equipment
To confirm top-quality materials and equipment prior to
on-site arrival, we deploy our supplier quality
surveillance team that is part of our centralized
procurement team. Personnel from this team make visits
to manufacturing and fabrication facilities to inspect
equipment and materials, providing reports on quality
before shipment. All inspections and witness tests are
performed by personnel with the right certifications and
training. Upon arrival on-site, equipment and materials
are inspected again to confirm they meet specifications,
are free from damage and conform to all requirements.
Confirming equipment quality at the source helps avoid
schedule delays.
Our Approach to Quality Is to
Build It Right the First Time
We will start with a detailed work plan
supported by pre-activity meetings each
morning to make sure all team staff know
what is expected of them that day. We will
examine and test installed work using detailed
checklists appropriate to the operation.
Our Pre-Shipping Inspection Secured
Quality and Schedule for the $592M
Carlsbad Desalination Plant CMAR
With materials, including 54-inch pipe for a 10-mile-long
pipeline, coming from all over the world, we visited
numerous manufacturers’ facilities to inspect materials before they were shipped to the site to
verify they met technical specifications and quality
requirements. Resolving issues before materials were
shipped kept the project on schedule for a successful
on-time delivery.
Project af the Vear
The Carlsbad Desalination Plant
was the DBIA Project of the Year
because the team was committed
to delivering on quality. We
will deliver your project with the
same high-quality standards and
meticulous attention.
cm)Kiewit
GOLD STANDARD FOR QUALITY
Our quality management process and
procedures are governed by the ISO
9001 :2015 quality standards to incorporate
quality at all levels of project execution.
Gives the City confidence Kiewit will meet
expectations and deliver a quality product.
223
SECTION F Other Relevant Information
City of Winter Springs, FL | RFQ#: 08-24-04 PH | CMAR Wastewater Treatment Facilities F-4
STREAMLINING FUNDING MANAGEMENT AND COMPLIANCE
To streamline funding management and achieve regulatory compliance, our team is equipped with extensive
resources and proven strategies for meeting federal and state funding requirements, tracking and monitoring
compliance and bridging financing gaps.
Federal or State Funding Requirements
Our team has extensive resources dedicated to addressing federal and state funding requirements, including the State
Revolving Fund (SRF) and the Water Infrastructure Finance and Innovation Act (WIFIA). We have standard processes
in place to maintain compliance with SRF and WIFIA requirements, including:
• Certification regarding debarment, suspension and other responsible matters
• Compliance with the Equal Employment Opportunity Act (EEO) construction contract specifications
• Submission of SMWBE compliance forms
• Prevailing wage and compliance with Davis-Bacon and Related Acts (DBRA)
• Compliance with the procurement requirements for domestic materials per the requirements of American Iron
and Steel (AIS) and Build America, Buy America Act (BABA) regulations
Tracking, Monitoring and Reporting
Funding Compliance
The project team will develop the CPM schedule and cost
estimate in unison, intrinsically linking them so changes to the
estimate are easily reflected in the schedule to provide a
traceable record of where we plan to spend each dollar in the
estimate during construction. This also allows the City to
forecast monthly, quarterly and annual billings from the
stipulated price forward. We implement an operations
compliance program to confirm projects and fixed facilities
identify applicable regulatory risks and properly address them
through processes and procedures. The program provides a
risk mitigation-based approach to handling laws, regulations,
contract requirements, policies and procedures. We will assist
the City and Carollo in providing documentation to confirm all
parties are in sync with tracking and monitoring compliance.
Bridging a Gap in Funding with Private Financing
Potential alternatives for gap funding include non-recourse project financing and a milestone payment structure.
Kiewit Corporation can offer the following, if requested.
Design-Build-Finance (DBF) Project Financing |
Kiewit Corporation has the ability to finance all project
costs, covering financing-related expenses so the City
won’t need to make payments for project debt interest
or other costs until substantial completion. However,
this structure can also accommodate milestone or
progress payments from the City throughout
construction, if desired. If the City prefers, project cost
repayment can be scheduled after construction
completion, with options for semi-annual or annual
payments that align with anticipated SRF approvals.
Alternative Payment Structure (Milestones) | As an alternative to the DBF financing structure, we can offer a self-
financed option with negotiated payment terms. This alternative structure includes payments, beginning with an initial
mobilization payment, to cover 100% of all incurred costs to date at an interest rate comparable to that of a DBF.
Waiting for SRF Loan Approval Doesn’t
Have to Come at a Cost to Your Project
To help bridge a funding gap during the construction
phase until SRF loan approval, Kiewit Corporation has
the expertise and resources to collaborate with the City in
evaluating a range of financing options to identify the
most cost-effective solution for the project.
Figure F-3: We track actual versus projected billings to
keep the project budget on track and avoid surprises.
cm)Kiewit
I
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224
SECTION F Other Relevant Information
City of Winter Springs, FL | RFQ#: 08-24-04 PH | CMAR Wastewater Treatment Facilities F-5
Proven Private Financing Experience
Kiewit Corporation supports construction activities by leveraging our strong relationships within the North American
financing market to secure both short- and long-term private financing. We can work with the City to develop the
optimal construction financing structure for the East and West WRF Replacement project, if requested.
Table F-1: Experience with Availability and Completion-Type Payment Structures
Project Name Financial Close Capital Cost
Project Financing
(Debt & Equity)
UMD NextGen Energy Program 2024 $477M $410M
HFH Detroit South Campus CUP 2024 $300M $286M
DC Smart Street Lighting* 2022 $218M $197M
Confederation Line Extension 2019 $1,901M $169M
Tlicho All-Season Road* 2019 $144M $191M
Central 70* 2017 $961M $639M
Southwest Calgary Ring Road* 2016 $972M $793M
East Rail Maintenance Facility* 2015 $421M $370M
SH 183* 2014 $828M $228M
Waterloo LRT* 2014 $536M $158M
Goethals Bridge* 2013 $1,216M $1,073M
*Achieved construction completion. Note: SH 183 delivery model changed after bid to remove financing.
Midtown Express (SH 183) project was a pioneering effort for the Texas Department of Transportation (TxDOT) when
it closed in 2014. Originally, the project combined design-build procurement with short-term receivables financing and
long-term operations and maintenance under a single contract. This innovative structure allowed TxDOT to repay the
privately funded portion over five years, with installments beginning after substantial completion.
Kiewit Corporation led the team, proposing a short-term financing solution to cover a $250M construction gap.
Although TxDOT ultimately opted to remove private financing due to alternative funding sources, our team’s
financial strength and engineering expertise enabled us to offer the most comprehensive scope within
TxDOT’s budget while competitors could only offer limited scope. We remained flexible, prepared to proceed with
any option TxDOT chose, demonstrating our adaptability and commitment to clients’ needs.
Confederation Line Extension is Canada’s largest DBF project, with a capital cost of $1.9B. To support this project,
Kiewit Corporation raised a $226M in short-term bank debt to be drawn upon gradually to supplement government
progress payments for construction costs. This debt will be repaid through substantial completion payments.
This financing approach offers several advantages for the government sponsor: it defers a portion of project costs
until substantial completion, reduces the overall capital cost due to a lower debt amount (compared to full
financing for a $1.9B project) and introduces an additional layer of oversight on project construction from lenders.
Enables the West WRF’s construction to overlap with the East WRF’s, optimizing staffing, lowering costs and
reducing escalation risk. This approach minimizes post-design engineering costs and accelerates the West WRF’s
online date, reducing permit violation risks and public impacts.
cm)Kiewit
225
SECTION F Other Relevant Information
City of Winter Springs, FL | RFQ#: 08-24-04 PH | CMAR Wastewater Treatment Facilities F-6
PERMITTING PROCESS FOR FASTER APPROVALS
To accelerate project approvals, we bring a comprehensive approach to the permitting process, leveraging our proven
experience in supporting and streamlining permits from design through construction.
Kiewit will leverage our experience in supporting permitting as we have when starting the permitting process for the
Prospect Lake Clean Water Center in Fort Lauderdale. Kiewit will assist with the documentation for permitting
during design and will take the lead in streamlining the permit process during construction. We will manage
logging permit identification, creation, submission and oversight, confirming efficient communication with authorities
and the team. Our integrated approach considers procurement timing, aligns with the project schedule and
incorporates requirements into work packages. By expediting design deliverables and modifying work packages, we
will prioritize timely procurement and seamless support for permitting efforts, including wetlands and the FDEP’s
permit to construct.
ASSET MANAGEMENT AND PREVENTATIVE MAINTENANCE
Our approach embeds asset management and preventative maintenance strategies throughout the project life-cycle
tailored to assure the City’s long-term operational success and system reliability.
Comprehensive Asset Data and Support
We can actively support the City’s asset management and preventative maintenance efforts as additional services, as
requested, by delivering comprehensive asset data and resources derived from the design and construction phases.
Key elements include:
O&M Draft Content
We can provide detailed draft O&M documentation at least six months prior to commissioning, allowing time for City
review, feedback and customization to meet operational needs.
Hazard Analysis for Safety
A focused hazard analysis can identify safety protocols and requirements to protect O&M staff during facility operations.
Standard Operating Procedures (SOPs)
Clear SOPs for equipment and systems can guide O&M staff, promoting consistent and reliable operations.
Troubleshooting Guidelines
We can provide troubleshooting resources to quickly diagnose non-performing components, maintaining system
uptime and efficiency.
Preventative Maintenance Strategy
Our team can outline detailed preventative maintenance tasks, job steps and schedules, all designed to integrate
smoothly into the City’s Computerized Maintenance Management System (CMMS) for proactive asset care.
Spare Parts and Inventory Recommendations
We can recommend essential spare parts and provide inventory records to prevent delays from component
shortages, producing uninterrupted operations.
Extended Commissioning and Proactive Maintenance
By integrating the City’s CMMS and asset management systems with all data provided, we can help foster a proactive
maintenance culture that supports sustained operational performance.
Instant Integration for a Hassle-Free Maintenance Start
To make the transition from start-up to routine maintenance as smooth as possible — and to avoid any delays in
starting preventative maintenance — we can provide all asset data in a format that’s ready to go straight into the
City’s CMMS. With so many new assets being added, manually entering all that data would be a huge job for
City staff. By delivering it in an easy-to-import format, we can help keep everything running smoothly from Day 1.
cm)Kiewit
I
I
226
SECTION F Other Relevant Information
City of Winter Springs, FL | RFQ#: 08-24-04 PH | CMAR Wastewater Treatment Facilities F-7
OTHER RELEVANT PROJECTS
CONFIDENTIAL INDUSTRIAL WATER RECLAMATION FACILITY
Confidential Client
Central Texas
We are supporting the design and performing construction for a 10.5 MGD industrial WRF delivered via PDB for a
$17B manufacturing facility. The WRF facility will treat and recycle/discharge all facility WW. The WRF includes
various treatment lines for specific discharge streams. The client has a hard deadline to begin treating WW. To
meet this deadline, we built a temporary 3 MGD WRF until the permanent one is completed.
ST. PETE WASTEWATER TREATMENT ON-CALL PROGRAM CMAR
Plains Exploration & Production Co.
St. Petersburg, FL
We provided CMAR services on a continuing services basis at a GMP with an estimated construction cost budget
not to exceed $4M for qualifying WW, potable water and reclaimed water projects. Procured and installed a
ducting system and pre-aeration basins. Also installed the odor control unit at an existing WWTP. Installed a new
odor control system at SWWRF with additional intake points and upsized fiberglass-reinforced plastic duct work.
JACKIE MECK WATER TREATMENT PLANT
City of Buckeye
Buckeye, AZ
This project involved a water campus master plan and design report — built initially to 6 MGD, with expandability
to 8 MGD and 16 MGD with RO. Scope included a new 4 MG reservoir, construction of three new well sites,
35,000 LF of transmission piping, a booster pump station, multiple surge tanks and a pressure reducing station.
The city had an emergency need to add wells and increase water into the system, requiring a fast-tracked
schedule. The phasing met the client’s goals by placing parts of the new water campus into services while the
final treatment system was still being procured and constructed. We evaluated a total of 29 VE options with the
city. Out of those items, 11 were implemented on the project, which resulted in approximately $11M in savings.
COLUMBIA BOULEVARD WASTEWATER TREATMENT PLANT CMAR
Portland Bureau of Environmental Services
Portland, OR
Expanded and upgraded this existing WWTP that operates 24/7 and has a capacity of 450 MGD, making it
Oregon’s largest WWTP. We worked to improve the facility by including new secondary clarifiers, a RAS system,
solids handling equipment, electrical switchgears and rehabilitating aeration basins. Managing a project of this
scale while keeping the facility in operation was no small feat. Planning, coordination and a strategic sequencing
of construction activities was critical to keeping this project tracking forward. As construction began, the team
simultaneously worked on demolishing existing structures, installing temporary building facilities and preparing
the site for the construction of permanent facilities. Water was only shut off on rare occasions and only for short
periods of time for major activities. Otherwise, plant operations continued around the clock.
• MOPO
• Rapid Schedule
• Collaborative Delivery
• Reclaimed Water
• Collaborative Delivery
• VE Savings of $11M
• Chlorine
Disinfection
• Secondary Clarifiers
• Aeration Basins
• RAS System
• MOPO
• Florida Project
• Reclaimed Water
• Collaborative Delivery
• Pre-Aeration Basins
cm)Kiewit
j
227
SECTION F Other Relevant Information
City of Winter Springs, FL | RFQ#: 08-24-04 PH | CMAR Wastewater Treatment Facilities F-8
BULL RUN WATER FILTRATION PLANT CMAR
Portland Water Bureau
Portland, OR
The Bull Run Water Filtration Plant includes the design and construction of a new potable water filtration facility
on a 90+-acre property owned by the City of Portland. Facilities to be built include a direct or conventional
granular media filtration facility with a design capacity between 145 and 160 MGD. More specific pre- and post-
filtration treatment processes were evaluated during the pilot study. Other work includes the construction of a
clearwell with a volume between 10 and 16 MG and a mechanical dewatering facility, various site and stormwater
improvements and construction of a storage and maintenance facility and an operations building.
FRANKLIN WATER RECLAMATION MODIFICATION AND EXPANSION
City of Franklin
Franklin, TN
The team modified and expanded the Franklin WRF from 12 to 16 MGD. Major scope included the construction of
a headworks structure, EQ basin with mixing capabilities, pump station improvements, a UV disinfection system,
a BNR basin and raising the BNR weirs. The project included a new biosolids treatment facility built around the
thermal hydrolysis treatment process to produce Class A biosolids that are sold as fertilizer, eliminating a 90-mile
trip for solids disposal and reducing the release of nitrogen and phosphorous in the effluent. The work included all
associated piping, appurtenances, instrumentation, electrical improvements and demolition.
RM CLAYTON WATER RECLAMATION HEADWORKS IMPROVEMENTS
Atlanta Department of Watershed Management
Atlanta, GA
Completed various improvements to the headworks facility at an existing 240 MGD WRC. Maintaining plant
operations while making major modifications was a significant challenge, particularly when the new grit removal
station was installed at a depth of 45 feet in solid rock — right up against the existing headworks facility. To allow
the existing facility to remain fully operational during blasting, excavation and construction, the team installed
pumps to push WW through the new HeadCell system, creating a sophisticated pump station. Diligent tracking
and mitigation of risks allowed all parties to benefit from both cost and process innovations without jeopardizing
schedule or performance requirements.
LEONARD WATER TREATMENT PLANT OZONE FACILITY
North Texas Municipal Water District
Leonard, TX
The $1.6B Bois d’Arc Lake project — including this $250M WTP — is an important piece of NTMWD’s strategy to
meet the long-term water needs of 80 rapidly growing communities in north Texas. One of several bid packages,
this project provides structural, architectural and process mechanical construction of the ozone contactor and the
liquid oxygen storage structure. Our responsibilities included all earthwork, under- and above-ground piping,
including under-slab process piping, HVAC and plumbing. Scope also included structural steel, cast-in-place
concrete, roofing, precast buildings and testing and installation of all equipment. Leonard WTP treats up to
70 MGD of raw water from the new Lower Bois d’Arc Creek Reservoir.
• Collaborative Delivery
• Filtration
• Multi-Engineer and
Contractor Coordination
• Headworks
• BNR Basins
• RAS/WAS Pumping
• Reclaimed Water
• Headworks
• Reclaimed Water
• MOPO
• SMWBE Goals Met
• Chlorine Disinfection
• Tertiary Filtration
• Chemical Storage Site Work
and Electrical/HVAC
cm)Kiewit
228
SECTION F Other Relevant Information
City of Winter Springs, FL | RFQ#: 08-24-04 PH | CMAR Wastewater Treatment Facilities F-9
LETTER OF RECOMMENDATION FROM THE CITY OF LARGO I
OTYOF
LARGO
PO Box296
Largo, FL 33779
Largo.com
Engineering Services Department
Jerald Woloszynski, P.E. Director
Rafal Cieslak, P.E., Assistant Director
September 13, 2022
City of Largo Engineering Services Department
201 Highland Ave.
P.O. Box 296
Largo, FL 33779
RE: James Goyer, Kiewit Infrastructure South
To whom it may concern
cm)Kiewit
Engineering Services Department Telephone: (727) 587-6713
Engineering Services Department Fax: (727) 586-7413
Jim was an invaluable member of the Kiewit team on the City of Largo Biological Treatment
Improvements project. He was instrumental in keeping the project on track and in negotiating
equitable solutions to a variety of issues that invariably arise on a project of this size and complexity. If
the City were to award additional work to Kiewit in the future, we would hope that Jim would be a part
of the team. If you have any questions, please contact me at 727-587-6713, ext. 4414, or at
cmura@largo.com .
Sincerely,
Chuck Mura, P.E., Senior Engineer
YOUR COMMUNITY OF CHOICE
<Sn~
229
SECTION F Other Relevant Information
City of Winter Springs, FL | RFQ#: 08-24-04 PH | CMAR Wastewater Treatment Facilities F-10
SUBSTANTIAL COMPLETION: NORTHWATER TREATMENT PLANT
As requested in the RFQ, we have included a substantial completion letter for the Northwater Treatment Plant below.
I
c) DENVER WATER
May 23, 2024
Travis Baumgartner
Kiewit Infrastructure Co.
160 Inverness Drive West
Englewood, CO 80112
cm)Kiewit
1600 West 12th Ave
Denver, CO 80204-3412
303.628.6000
denverwater.org
Transmitted via Teambinder
RE: Contract 504179/503388 -Northwater Treatment Plant-Project Substantial Completion
Dear Mr. Baumgartner,
This letter confirms that Project Substantial Completion for Contract No. 504179/503388 was achieved as of
May 4, 2024, with the exception of the following previously agreed to scopes:
1. BP19 -Fencing and Landscape
2.BP21 -Site Roadways
3. BP24 -Site Demobilization
4. BP15-003 -Access and Security and Site Power Distribution
5. Final Certificates of Occupancy
Bid package exclusions (items 1-4) listed above remain subject to contractual Bid Package substantial
completion milestones and associated liquidated damages . Final Certificates of Occupancy remain subject to
the Project final completion milestone and associated liquidated damages.
The "One Year Correction Period " as defined in Article 13 of the General Conditions of our Contract is now in
effect and shall remain in effect until one year after the approved Substantial Completion date referenced
above .
Additional work, which includes the following , shall be ongoing and is to be completed before any request for
release of retainage will be considered for this work:
• All submittals, including as-built information, advanced to FFC status
• All remaining punchlist items , including FCS follow-up items and items falling under the above
ex empted scopes, must be closed and completed
• Any deficiency identified by the AHJ in final i nspections
• Warranty Documents
Please note a flash drive of all documentation not included under previous or ex empted scopes, includ ing all
deferred and late submittals , is required to be submitted prior to any final completion request or request for
retainage . Should you have any questions regarding this matter , please contact me at 585.507 .0405 or
Peter.McCormick@denverwater .org.
~u/
Peter McCormick, PE, PMP
Project Manager
230
The City of Winter Springs East and West
Water Treatment Facilities
RFQ # 08-24-04 PH | The City of Winter Springs
231
1Haskell | We Create Things That Matter
THE CITY OF WINTER SPRINGS EAST
AND WEST WATER TREATMENT FACILITIES
Table of Contents
Letter of Interest 1
A Introduction 4
B Qualifications 8
Resumes 10
C Project Approach and Availability 18
CMAR Experience and Expertise 25
Corporate Organizational Chart 26
Team Organizational Chart 27
Schedule 28
D Project References 30
E Other Required Forms
Respondent Information and Acknowledgement Form 34
Summary of Professional Experience & Capabilities Form 35
Insurance Requirements Form 40
Scrutinized Company Certification 44
Non-Collusion Affidavit 46
Drug Free Workplace Form 47
Public Entity Crimes Statement 48
Debarment, Suspension etc. Certification 50
E-Verify Statement 53
Conflict of Interest Statement 67
SMWBE Utilization Plan 68
Byrd Anti-Lobbying Certification 69
F Other Relevant Information
Additional Resumes 78
Sample Reports 83
Resolution of the Board of Directors 85
232
Letter of Interest
233
2Haskell | We Create Things That Matter
THE CITY OF WINTER SPRINGS EAST
AND WEST WATER TREATMENT FACILITIES Letter of Interest
November 20, 2024
City of Winter Springs
Procurement Department
Winter Springs City Hall, 1126 East State Road 434,
Winter Springs, Florida 32708
Attention: Stuart MacLean
RE: The City of Winter Springs East and West
Water Treatment Facilities | RFQ # 08-24-04 PH
Dear Evaluation Committee:
The City of Winter Springs is proactively undertaking two critical infrastructure expansion projects with
a one-plant, two site concept. Haskell intends to execute work at each site simultaneously utilizing our
network of subcontractors and suppliers to leverage the buying power as a single, combined project
providing cost, schedule and operations benefits to Winter Springs. Our team’s proven approach to
preconstruction will provide Winter Springs with early cost certainty and mitigate effects of supply chain
issues.
Throughout preconstruction and construction, our team will work with project stakeholders to minimize
impacts of demolition and construction on the existing wastewater treatment plants, repairing as
necessary and allowing operations to continue to treat wastewater for the community.
Bryan Bedell, DBIA
Vice President
4830 W Kennedy Blvd
Suite 600
Tampa, FL 33609
904.791.4662
bryan.bedell@haskell.com
OUR APPROACHSavings of
roughly
$3.5M
in general
conditions
Limit escalation risk
Typically
5%
PER YEAR
on year on
commodities
Project sites
completed
concurrently
will save
TWO
YEARS
on the project
schedule
234
3Haskell | We Create Things That Matter
THE CITY OF WINTER SPRINGS EAST
AND WEST WATER TREATMENT FACILITIES Letter of Interest
Haskell’s approach will focus on three critical success factors: Partnership, Schedule and Budget.
Partnership Matters. Haskell brings a team dedicated to collaborative delivery. Our team’s extensive
experience delivering collaborative delivery projects will allow our team to partner with the Winter
Springs and Carollo teams from day one and deliver exceptional value throughout all project phases.
Schedule Matters. Our team stands ready to start the project today. Our proven approach to
developing an acceptable GMP and managing the procurement of critical project materials means
Haskell will deliver both projects in the shortest period possible. Throughout the project, our team
will work tirelessly with Winter Springs to shorten the schedule through procurement and innovative
construction strategies.
Budget Matters. As your collaborative delivery partner, Haskell will successfully deliver the projects
as envisioned and within the allocated budget, just as we have on past projects. Haskell’s true value-
creating concepts will facilitate delivering the projects on budget and without impacting overall project
quality. Brining decades of experience to navigating federal and state funding program we will not only
shorten the time, but keep the budget on target. Our clients save, on average, save over 9.5%
by incorporating our innovative ideas.
At Haskell, we are collaborative delivery experts and solution providers –
We create things that matter.
We combine technical expertise with transparency and integrity. Our solution, detailed in our Project
Approach in Section C, provides collaboration, earlier cost certainty, schedule acceleration, supply
chain mitigation and risk management. Our collaborative delivery portfolio is a testament to our ability to
meet client project delivery expectations.
Our sole focus on collaborative delivery methods means we approach each project with a customer-
focused mindset. Project Director Joe Kantor, a DBIA-designated design-build professional and expert
in Construction Manager at Risk (CMAR) delivery of water treatment facilities, will lead our hand-
picked team of industry experts. As project director, Joe will be Winter Springs’ single point of
accountability for the Haskell team.
Reduced Schedule Through Private Financing
To lower the project’s overall total costs, Haskell recommends using bridge funding to allow for
concurrent construction of the two plant sites. This approach provides numerous advantages.
With funding restrictions removed, the projects can be constructed in two years instead of five,
utilizing only FDEP funds. This approach will fast-track the operational date at each facility,
limiting the risk of failure of the current infrastructure. The project will also gain financially
by reducing the project’s general conditions by roughly $3.5M over the course of the project
and reducing insurance premiums due to the shortened exposure to tropical storms. Limited
escalation costs will also be realized, allowing Winter Springs to spend their dollars more
effectively. Haskell is currently partnered with a bridge funding firm on a project in South
Florida and is ready to bring their capability to this project to save both schedule and cost.
235
4Haskell | We Create Things That Matter
THE CITY OF WINTER SPRINGS EAST
AND WEST WATER TREATMENT FACILITIES Letter of Interest
I, Bryan Bedell, as vice president, am authorized as a signatory to execute legal and contract
documents on behalf of Haskell. Haskell affirms that the contents of our submittal are true and accurate
and that the requirements of this solicitation can be met, including but not limited to insurance, bonding,
and licensing. Haskell fully intends to execute a contract with Winter Springs. Haskell acknowledges
Addendum One dated November 1, 2024.
We are incredibly excited about these projects and look forward to partnering with Winter Springs
to continue your long history of “providing safe and reliable services, protecting the environment,
delivering value and investing in the future.”
Sincerely,
Bryan Bedell, DBIA
Vice President
Schedule Savings Through Alternative Construction Methods
Since time is critical, especially at the East plant site, our team will develop alternative
construction options during preconstruction and discuss them with Winter Springs and Carollo
to determine their applicability. Two of these options utilize precast concrete and prestressed
concrete to speed construction. Our team will evaluate both options for the construction
of process tankage and compare them to traditional cast-in-place concrete construction. A
comparison of all means and methods will be developed and shared with Winter Springs and
Carollo. All project stakeholders can then choose the best value options. Most of the process
tankage, including the BNR basins, clarifiers, and chlorine contact chambers, will be evaluated.
Haskell has worked with Crom, Precon, and Dutchland to construct tankage and realized
overall project cost and schedule savings.
236
Introduction
A
237
5Haskell | We Create Things That Matter
THE CITY OF WINTER SPRINGS EAST
AND WEST WATER TREATMENT FACILITIES A | Introduction
The Haskell Company Overview
The Haskell Company has been a leader in
collaborative delivery for 59 years. The firm
has grown to over 2,450 employees, including
247 permanent craft employees. Haskell’s
commitment to value and quality has translated
into an 80% repeat client base, 1,690 CMAR,
3,840 design-build projects and over $2 billion in
annual revenue.
As evidenced by our perennial recognition in
ENR as a top design builder and contractor, our
proven track record speaks for itself.
Haskell’s success relies on our ability to estimate
progressing designs accurately; we know how
to connect the dots between design iterations.
We will quickly analyze and assess the impact of
significant design developments on total price,
giving the City optimum control over design
elements that maximize value. Our experienced
team will integrate preconstruction services
with scope definition, risk analysis, budget
development, scheduling, value engineering,
constructability and procurement.
HASKELL’S WATER &
WASTEWATER CLIENTS
ARE CITY, COUNTY OR
STATE ENTITIES
90%
Project Contact
Joe Kantor, DBIA, P.E.
Project Director
904.791.4779
joseph.kantor@haskell.com
Corporate Headquarters
111 Riverside Avenue
Jacksonville, FL 32202
904.791.4500 info@haskell.com
Regional Office Location Tampa
4830 W Kennedy Blvd. Suite 600
Tampa, FL 33609
Business Classification:
The Haskell Company is an S-Corporation, an
ESOP, and we are 100% employee owned.
The Haskell Company, Inc.
10/07/2008 - Present
The Haskell Company
01/1/2000 - 10/06/2008
The Preston H. Haskell Company
1965 - 12/31/1999
1965
2000
2008
A SINGLE
POINT OF
CONTACT
238
6Haskell | We Create Things That Matter
THE CITY OF WINTER SPRINGS EAST
AND WEST WATER TREATMENT FACILITIES A | Introduction
Key Personnel Location,
Availability and Commitment
Our team comprises professionals with
a consistent track record of success and
dedication to our clients. We firmly believe that
the project’s value can be
maximized through the use
of the CMAR method, and
we are confident in our ability
to deliver the required quality
while minimizing costs and
aligning with the vision of the Winter Springs
project. Moreover, Haskell has the benefit of
local and regional resources to support the
achievement of your project’s goals.
Our proposed team is fully committed to the
Winter Springs project for its entire duration.
Each team member is dedicated to delivering
100% availability as and when required.
We don’t do 40%,
60%, or even
90% Collaborative
Delivery— We believe
in the value to the
owner and the positive relationship that the
model builds to be 100% dedicated to
Collaborative Delivery projects.
80%
Of Our Business is from
Repeat Clients
$13B+
Collaborative
Delivery Projects
Company Wide
59
Years of
Collaborative
Delivery
Experience
We don’t
just work
in Florida,
we are a
part of the
community.
9.5%
Owner’s Typical Savings
with Haskell’s
Experienced Team
100%
Availability
100% Collaborative
Delivery
“Spartanburg Water recognizes that its mission includes
not only being a good steward of Spartanburg Water’s
resources, but also includes leveraging those resources for
the benefit of Spartanburg Water’s surrounding community.
In 2017, vendors continued to show support of the local
community through a partnership with Spartanburg Water.
Your volunteer efforts with Habitat for Humanity will have a
lasting impact on our community.
Thanks to you and a host of other partners, since its
beginning in 2016 our Community Benefit Program has
contributed over $63,000 of time, talent and treasure to
community organizations that connect thousands of people
to important services. In 2018, we hope to work with partners
like you to continue expanding this program to benefit the
Spartanburg community.
On behalf of Spartanburg Water and our community
partners, I’m grateful for your efforts to go the extra mile and
drive investment in the strong fabric of worthy organizations
that make this community a strong and vibrant place to live,
work, and raise a family. Thank you for your partnership.
Sincerely, —Sue Schneider, Chief Executive Officer
Spartanburg Water
45,700
Volunteer
Hours
436
Philanthropic
Institutions and
Initiatives Supported
$2.28M
Charitable
Contributions
In 2023, Haskell Supported...
239
7Haskell | We Create Things That Matter
THE CITY OF WINTER SPRINGS EAST
AND WEST WATER TREATMENT FACILITIES A | Introduction
Jacksonville
Miami
Merritt Island
Fort Myers
Tampa
Sarasota
Haskell Offices in Florida
Active Water Projects in Florida
JEA Nassau
Water
Reclamation
Facility
City of
Jacksonville
LaSalle Street
Drainage
Improvements
TOHO
Sunbridge
WTP
Lake Okeechobee
Phosphorous
Removal Project
City of Fort
Myers Biosolids
Equipment
JEA Water
Purification
Demonstration
Facility
JEA Greenland
Water
Reclamation
Facility
Riviera Beach
Blue Heron Water
Treatment Plant
FPUA
Mainland
WRF
Relocation
1
1
23
4
234
5
5
6
6
77
9
9
8
8
“Haskell’s ability to find creative solutions to solve our
facility issues was invaluable to the project’s success. We
enjoyed their professional and courteous business style
and our overall business relationship with them. We look
forward to working with Haskell on future projects.”
—Claude D. Tankersley, P.E., Public Works Administrator,
City of St. Petersburg
240
Qualifications
B
241
8Haskell | We Create Things That Matter
THE CITY OF WINTER SPRINGS EAST
AND WEST WATER TREATMENT FACILITIES B | Qualifications
Key Personnel
We are excited to partner with Winter Springs on this project. Our experienced CMAR team is ready
to deliver solutions and value to the city, the community and all project stakeholders. The proposed
key personnel for your project are all seasoned experts in their respective roles. They will offer Winter
Springs lessons learned, innovative thinking, and the ability to work as a team towards the successful
delivery of your project.
As a collective, this team brings an impressive 250+ years of experience in the construction of water
infrastructure projects. We have successfully completed over $5 billion worth of projects under
Collaborative Project Delivery. This extensive team experience ensures we can provide the best
solutions to your project.
Project Director
Joe Kantor, DBIA, PE,
has led teams and clients
delivering their first ever
collaborative delivery project
on six occasions. His focus on
team, partnership, collaboration, transparency
and execution will be the fundamentals guiding all
aspect of our deltivery.
Project Manager
Paul Gilsdorf, DBIA, is an
incredibly talented team leader.
Paul is experienced with
similar projects, like the JEA
Greenland Water Reclamation
Facility as shown in his resume. Paul’s
understanding of value engineering, alternate
analysis, cost control and project leadership will
ensure the success of the Winter Springs project.
Lead Estimator
Mike Spaeder brings 30 years
of industry expertise to our
team, making him an invaluable
asset for the Winter Springs
project. He excels in managing
project costs, coordinating
design and construction,
overseeing the development of pricing drawings
and collaborating with subcontractors and
vendors for new project acquisition. His expertise
in collaborative delivery projects in water and
wastewater treatment projects at Haskell routinely
results in cost savings for owners. Mike’s skills
in value engineering and constructability reviews
resulted recently in $11 million in savings on the
Fort Pierce project.
Preconstruction
Manager
Joe Daigneault, DBIA, will
be the interface point with
Carollo and the tip of the
spear for our estimating and
GMP development efforts.
His attention to detail, ability to manage large
complex teams and processes while providing
comprehensive deliverables is also demonstrated
by his experience with over 20 similar projects.
General Superintendent
Bobby Bradley has decades
of construction leadership
experience and will be on-
site full-time. He knows
how to best deliver CMAR
wastewater projects safely,
on time and within budget.
Startup and
Commissioning Manager
Bill McIlvaine is a licensed
operator who understands
what it takes to operate
a facility and has built
commissioning plans for
similar projects. Bill will be involved in both
Preconstruction and Construction, helping
ensure the design includes operator safety, ease
of maintenance and operation, and succesful
start-up. Bill will bring his more than 30 years of
experience to the table guaranteeing a smooth
start up and turn over to Winter Springs.
242
9Haskell | We Create Things That Matter
B | QualificationsTHE CITY OF WINTER SPRINGS EAST
AND WEST WATER RECLAMATION FACILITIES
BACKGROUND & EXPERIENCE WINTER SPRINGS PROCESS EXPERIENCE
Relevant
Team
Experience Constructability ReviewsValue ChangesSchedulingCost EstimatingConstruction, Commissioning, and Start-up ServicesState/Federal FundingAdvanced Water TreatmentCMAR ExperienceYard PipingActive Plant MOPOChemical SystemsJoe Kantor, DBIA, PE • • •• • •• • •• • •• • •• • •• • •• • •• • •• • •• • •
Bryan Bedell, DBIA • • •• • •• • •• • •• • •• • •• • •• • •• • •• • •• • •
Kevin Kett • • •• • •• • •• • •• • •• • •• • •• • •
Chris Bunch • • •• • •• • •• • •• • •• • •• • •• • •• • •• • •• • •
Krystal Strassman • • •• • •• • •• • •• • •• • •• • •• • •• • •
Joe Daigneault • • •• • •• • •• • •• • •• • •• • •• • •• • •• • •• • •
Bobby Bradley • • •• • •• • •• • •• • •• • •• • •• • •• • •• • •
Mike Spaeder • • •• • •• • •• • •• • •• • •• • •• • •• • •• • •• • •
Paul Gilsdorf • • •• • •• • •• • •• • •• • •• • •• • •• • •• • •• • •
Paul McElroy • • •• • •• • •• • •• • •• • •• • •• • •• • •• • •• • •
Ashraf Asad • • •• • •• • •• • •• • •• • •
Kaelin Queen • • •• • •• • •• • •• • •• • •• • •• • •• • •• • •
Bill McIlvaine • • •• • •• • •• • •• • •• • •• • •• • •• • •• • •• • •
• • •• • •Advanced Experience Intermediate Experience
243
10Haskell | We Create Things That Matter
THE CITY OF WINTER SPRINGS EAST
AND WEST WATER TREATMENT FACILITIES B | Qualifications
Joe Kantor, PE, DBIA, LEED AP | Project Director
Joe specializes in the CMAR delivery of complex water projects. As Winter Springs’ single point of
contact, Joe is responsible for all aspects of the project including ensuring budget targets are met
and operational flexibility is provided in the design. His partnership mindset will guide the team to
collaborate and execute key preconstruction and construction efforts keeping Owner satisfaction in
mind.
Professional Credentials
Professional Engineer in FL
(#76082)
Designated Design-Build
Professional
LEED Accredited Professional
OSHA 30-Hour Training
Education
MS, Civil Engineering
BS, Civil Engineering
Relevant Project Experience
Southwest Water Reclamation Facility, St. Petersburg, FL.
CMAR, $129,181,651. The city selected Haskell to oversee all
programmatic upgrades and improvements, working with the city’s
design engineers. The program included new biosolids systems,
extensive capacity upgrades, and numerous other improvements.
The capacity upgrades expanded the plant from 40-mgd to 54-mgd
peak flow capacity. Phase 1 was fast-tracked to increase filter and
hydraulic capacity before the rainy season, while Phase 2 included
the addition of two filters, a new clarifier, and modifications to the
existing aeration basins and chlorine contact basin. Role: Senior
Project Manager.
JEA Greenland Water Reclamation Facility, Jacksonville, FL.
CMAR, $122,101,114. A greenfield 4-mgd WRF with potential
expansion for an additional 4-mgd to JEA’s existing reclaimed water
distribution system. The facility will be located on land adjacent to
JEA’s Greenland Energy Center in Duval County. It will provide new
wastewater services south and east of the St John’s River, with a
portion of the wastewater flows being redirected from the existing
Arlington East WRF and Mandarin WRF. Treatment processes
will include biological nutrient removal, tertiary filtration, and UV
disinfection. Role: Project Manager.
FPUA Mainland WRF Relocation, Fort Pierce, FL. Progressive
Design-Build, $139,476,933. Relocation of the Island Water
Reclamation Facility to include approximately 8-mgd expandable to
10-mgd and all associated infrastructure which includes the design
and construction of influent equalization, headworks, AquaNereda
biological treatment, effluent filter, chlorine contact basin, aerated
sludge holding tanks, deep injection well pump station, deep
injection well improvements, reuse water storage, 25k square foot
operations and maintenance building, associated civil, electrical and
controls. Role: Project Manager
20
Years of Water/
Wastewater
Experience
18 years
at Haskell
100%
Available for the
duration of the project
Florida
Oce and Resident
Why Joe?
■$500M wastewater
experience
■Managed 5 Federal/
State funded projects.
■Participated in Value
Engineering sessions
generating over $40M.
■CMAR expert
244
11Haskell | We Create Things That Matter
THE CITY OF WINTER SPRINGS EAST
AND WEST WATER TREATMENT FACILITIES B | Qualifications
29
Years of Water/
Wastewater
Experience
16 years
at Haskell
100%
Available for the duration of the project
Florida
Oce and Resident
Paul Gilsdorf, DBIA | Project Manager
Paul is a skilled Project Manager known for overseeing diverse projects, including expansive water
treatment plant expansions and advanced water treatment facilities. He excels in all project phases,
from conceptual estimating to successful completion. Paul’s expertise encompasses scheduling, value
engineering, procurement, and cost control. He oversees self-performance planning and execution as
well as subcontractor management. He is a valuable asset to any water industry project team.
Professional Credentials
DBIA Professional
CHR
LEED Accredited Professional
OSHA 30-Hour Training
Crestcom Bulletproof Manager
Certification
Education
BA, Building Science
Construction, Auburn
University
Relevant Project Experience
JEA Greenland Water Reclamation Facility, Jacksonville, FL.
CMAR, $122,101,114. A greenfield 4-mgd WRF with potential
expansion for an additional 4-mgd to JEA’s existing reclaimed water
distribution system. The facility will be located on land adjacent to
JEA’s Greenland Energy Center in Duval County. It will provide new
wastewater services south and east of the St John’s River, with a
portion of the wastewater flows being redirected from the existing
Arlington East WRF and Mandarin WRF. Treatment processes
will include biological nutrient removal, tertiary filtration, and UV
disinfection. Role: Construction Manager.
NAVFAC Indian Head Sewage Treatment Plant Upgrade, Indian
Head, MD. Design-Build, $13,583,637. Haskell was selected
to conduct upgrades to an existing sewage treatment plant by
converting existing extended aeration waste activated sludge facility
to a continuous-flow SBR system for nitrogen reduction, followed
by denitrifying filters, chemical phosphorus removal, UV disinfection
and post aeration. Annually, this plant removes an estimated 22,842
pounds of nitrogen. This project achieved LEED Silver. Role:
Project Manager.
Wastewater Treatment Plant Expansion and Improvements,
Live Oak, FL. CMAR, $27,686,841. The City of Live Oak selected
Haskell as design-builder to work in partnership with their engineer
to expand and improve their existing 1.25-mgd wastewater
treatment plant to reuse quality effluent. Prior to completing the Live
Oak WWTP Phase I project, the City selected Haskell again as their
CMAR to continue working with their engineer to expand their reuse
quality wastewater treatment plant to a capacity of 2.5-mgd and
biosolids facilities under a Phase II engagement. Features included
two oxidation ditches, two secondary clarifiers, three effluent filters,
effluent pump station, reuse storage tank, emergency generators,
dewatering building with screw press and 10 miles of reuse
transmission main piping. Role: Construction Manager.
Why Paul?
■Paul’s 30 years of
wastewater experience
will drive innovation
■Active plant upgrade
experience.
■Integrating with
congruent DIW work.
■Expert in construction
orchestration
245
12Haskell | We Create Things That Matter
THE CITY OF WINTER SPRINGS EAST
AND WEST WATER TREATMENT FACILITIES B | Qualifications
18
Years of Water/
Wastewater
Experience
4 years
at Haskell
100%
Available for the
duration of the project
Joe Daigneault, DBIA | Preconstruction Manager
Joe is responsible for the preparation of complete project estimates from takeoffs and pricing for
conceptual, guaranteed maximum price and lump sum bids. He oversees project estimators and
assures that takeoffs and pricing are complete and accurate. His work also includes value engineering
and constructability reviews, and alternate systems studies including cost and schedule impacts for
specific projects.
Professional Credentials
Designated Design-Build
Professional
Education
BS, Construction Management
Relevant Project Experience
JEA Greenland Water Reclamation Facility, Jacksonville, FL.
CMAR, $122,101,114. A greenfield 4-mgd WRF with potential
expansion for an additional 4-mgd to JEA’s existing reclaimed water
distribution system. The facility will be located on land adjacent to
JEA’s Greenland Energy Center in Duval County. It will provide new
wastewater services south and east of the St John’s River, with a
portion of the wastewater flows being redirected from the existing
Arlington East WRF and Mandarin WRF. Treatment processes
will include biological nutrient removal, tertiary filtration, and UV
disinfection. Role: Preconstruction Manager.
JEA Nassau Water Reclamation Facility, Fernandina Beach, FL.
CMAR, $114,156,327. Haskell was selected to provide upgrades
to the following facilities at the Nassau MBR WRF to meet current
and future needs: Radio Avenue Class III/IV MPS-S Pump Station,
Radio Avenue Reclaimed Water Storage Tank and Booster Pump
Station, drainage improvements, reclaimed water storage tank, UV
and pumps, RIB modification and 5-stage Bardenpho oxidation
ditch process. Role: Director of Preconstruction.
FPUA Mainland WRF Relocation, Fort Pierce, FL. Progressive
Design-Build, $139,476,933. Relocation of the Island Water
Reclamation Facility to include approximately 8-mgd expandable to
10-mgd and all associated infrastructure which includes the design
and construction of influent equalization, headworks, AquaNereda
biological treatment, effluent filter, chlorine contact basin, aerated
sludge holding tanks, deep injection well pump station, deep
injection well improvements, reuse water storage, 25k square foot
operations and maintenance building, associated civil, electrical
and controls. Role: Preconstruction Manager.
Why Joe?
■Joe is a key member of
the Haskell team and
adds significant cost
estimating expertise in
all integrated delivery
methods.
■Accomplished at
value engineering,
constructability reviews
and alternate system
options as well as
GMP development.
Florida
Oce
246
13Haskell | We Create Things That Matter
THE CITY OF WINTER SPRINGS EAST
AND WEST WATER TREATMENT FACILITIES B | Qualifications
33
Years of Water/
Wastewater
Experience
9 years
at Haskell
100%
Available for the
duration of the project
Mike Spaeder | Lead Estimator
As the lead estimator, Mike is responsible for the preparation of complete project estimates from take-
offs and pricing for conceptual, guaranteed maximum price and lump sum bids for heavy civil, industrial
and water and wastewater treatment projects. He oversees project estimators and ensures that take-offs
and pricing are complete and accurate.
Education
BS, Mechanical Engineering,
Pennsylvania State University
Relevant Project Experience
Southwest Water Reclamation Facility, St. Petersburg, FL.
CMAR, $129,181,651. The city selected Haskell to oversee all
programmatic upgrades and improvements, working with the city’s
design engineers. The program included new biosolids systems,
extensive capacity upgrades, and numerous other improvements.
The capacity upgrades expanded the plant from 40-mgd to 54-mgd
peak flow capacity. Phase 1 was fast-tracked to increase filter and
hydraulic capacity before the rainy season, while Phase 2 included
the addition of two filters, a new clarifier, and modifications to the
existing aeration basins and chlorine contact basin. Role: Chief
Estimator.
JEA Greenland Water Reclamation Facility, Jacksonville, FL.
CMAR, $122,101,114. A greenfield 4-mgd WRF with potential
expansion for an additional 4-mgd to JEA’s existing reclaimed water
distribution system. The facility will be located on land adjacent to
JEA’s Greenland Energy Center in Duval County. It will provide new
wastewater services south and east of the St John’s River, with a
portion of the wastewater flows being redirected from the existing
Arlington East WRF and Mandarin WRF. Treatment processes
will include biological nutrient removal, tertiary filtration, and UV
disinfection. Role: Lead Estimator.
Lower Poplar and Rocky Creek WRF Upgrades, Macon, GA.
Progressive Design-Build, $50,332,297. Haskell was selected
for the upgrades to the water reclamation facility, including an
influent channel screen replacement, new grit removal system,
solids dewatering equipment replacement and building renovation,
bioreactor aerator motor replacement and sodium bisulfite feed
system repair chlorine analyzer replacement. Role: Lead Estimator.
Why Mike?
■Water/wastewater
processing equipment
specialist.
■Driven to find value.
■Extensive water/
wastewater experience.
Florida
Oce
247
14Haskell | We Create Things That Matter
THE CITY OF WINTER SPRINGS EAST
AND WEST WATER TREATMENT FACILITIES B | Qualifications
26
Years of Water/
Wastewater
Experience
26 years
at Haskell
100%
Available for the
duration of the project
Florida
Oce and Resident
Bobby Bradley | General Superintendent
Bobby takes responsibility for scope for the construction project and directs all trades. He develops
construction techniques and methods, materials handling, crew sizes and deployment, equipment
requirements and task sequences. He purchases general materials, requisitions rental equipment,
verifies drawings and coordinates shop drawings. He is also responsible for day to day quality control
and safety. His ability to communicate effectively makes him a natural leader in the field.
Professional Credentials
Apprentice Program, North East
FL Builders Association
Supervisory School, Clemson
OSHA 10-Hour Training
Competent Person Training in
Scaffolding
First Aid/CPR
Education
Trade School, Journeyman
Carpenter
Relevant Project Experience
JEA Nassau Water Reclamation Facility, Fernandina Beach, FL.
CMAR, $114,156,327. Haskell was selected to provide upgrades
to the following facilities at the Nassau MBR WRF to meet current
and future needs: Radio Avenue Class III/IV MPS-S Pump Station,
Radio Avenue Reclaimed Water Storage Tank and Booster Pump
Station, drainage improvements, reclaimed water storage tank, UV
and pumps, RIB modification and 5-stage Bardenpho oxidation
ditch process. Role: General Superintendent.
University Park Wastewater Treatment Plant Upgrades,
University Park, PA. Progressive Design-Build, $67,500,000.
The project consists of a new primary wastewater treatment
system capable of producing high-quality reuse water for irrigation
throughout the campus. The project involves removing one existing
process train to make space for the new Pretreatment Facility
and MBR/BRB Facilities. It also includes changes to yard piping,
support of excavation, concrete and architect elements. The
process equipment consists of pumps, membrane filters, screening
equipment, sludge thickening equipment, aeration, mixers, and
chemical feed equipment. Role: General Superintendent.
JEA South Shores Force Main River Crossing, Jacksonville,
FL. Design-Build, $14,535,542. This project consisted of
4,200-linear feet of 36-inch HDPE sewer force main inside a 42-
inch steel casing installed by HDD under the St. Johns River. The
project provides critical redundancy for an aging 42-inch sewer
force main nearing the end of its service life. Now, either force main
can convey up to 10-mgd from the Utah Pump Station on the south
bank under the St. Johns River to the Buckman WWTP on the north
bank. Role: Superintendent.
Why Bobby?
■Haskell through and
through-lives the
culture and values.
■Safety minded.
■Working with people
to achieve the best
outcome.
248
15Haskell | We Create Things That Matter
THE CITY OF WINTER SPRINGS EAST
AND WEST WATER TREATMENT FACILITIES B | Qualifications
Bill McIlvaine | Commissioning Manager
Successful commissioning begins on day one. Coordinating with the owner, engineer, equipment
suppliers, and vendors to develop plans, operational readiness tests, certification of proper installation,
functional test procedures, and owner training is all part of the process. Bill is an excellent teacher who
equips operators with the knowledge and confidence they need to run the new plants effectively.
Professional Credentials
WWTO N-3-NJ
40 Hour Hazwoper
NFPA-70E Arc Flash Training
OSHA 30-Hour
Dupont STOP Safety Auditing
CPR / First Aid / AED
NJ N-3 Licensed Operator
Education
Coursework in Hazardous
Waste Handling & Emergency
Response, Water &
Wastewater Treatment
Relevant Project Experience
JEA Nassau Water Reclamation Facility, Fernandina Beach, FL.
CMAR, $114,156,327. Haskell was selected to provide upgrades
to the following facilities at the Nassau MBR WRF to meet current
and future needs: Radio Avenue Class III/IV MPS-S Pump Station,
Radio Avenue Reclaimed Water Storage Tank and Booster Pump
Station, drainage improvements, reclaimed water storage tank, UV
and pumps, RIB modification and 5-stage Bardenpho oxidation
ditch process. Role: Commissioning Manager.
JEA Greenland Water Reclamation Facility, Jacksonville, FL.
CMAR, $122,101,114. A greenfield 4-mgd WRF with potential
expansion for an additional 4-mgd to JEA’s existing reclaimed water
distribution system. The facility will be located on land adjacent to
JEA’s Greenland Energy Center in Duval County. It will provide new
wastewater services south and east of the St John’s River, with a
portion of the wastewater flows being redirected from the existing
Arlington East WRF and Mandarin WRF. Treatment processes
will include biological nutrient removal, tertiary filtration, and UV
disinfection. Role: Commissioning Manager.
South WRF Phase 5, Orange County, FL. $90 million expansion
from 40-mgd to 80-mgd at the South Water Reclamation Facility
in Orlando, Florida. The project included improvements to bar
screens, grit systems, BNR upgrades and expansion, blower
upgrades, clarifier upgrades, tertiary filter expansions, reclaimed
water system upgrades Scada upgrades and an emergency power
expansion. Role: Commissioning Manager.
100%
Available for the
duration of the project
Florida
Oce
30
Years of Water/
Wastewater
Experience
1
year at Haskell
Why Bill?
■Over 18 projects
commissioned.
■Bill brings three decades
of proven startup and
commisioning knowledge.
■Chemical system
experience
249
16Haskell | We Create Things That Matter
THE CITY OF WINTER SPRINGS EAST
AND WEST WATER TREATMENT FACILITIES B | Qualifications
Paul McElroy, DBIA | Director of Construction
Paul has 35 years of construction experience in the water and wastewater market. He is a key
contributor for the development and implementation of the construction schedule and will coordinate all
field-related updates. Once the construction begins, Paul is accountable for scheduling all self-perform
and subcontracted work in the field, coordinating with plant operations and overall project safety.
Professional Credentials
DBIA Professional
OSHA 30-Hour Training
Competent Person Training
GA/Utility Contractor License
Education
BS, Industrial Technology,
Electrical Engineering
Concentration,Central
Connecticut State University
Relevant Project Experience
Southwest Water Reclamation Facility, St. Petersburg, FL.
CMAR, $129,181,651. The city selected Haskell to oversee all
programmatic upgrades and improvements, working with the city’s
design engineers. The program included new biosolids systems,
extensive capacity upgrades, and numerous other improvements.
The capacity upgrades expanded the plant from 40-mgd to 54-mgd
peak flow capacity. Phase 1 was fast-tracked to increase filter and
hydraulic capacity before the rainy season, while Phase 2 included
the addition of two filters, a new clarifier, and modifications to the
existing aeration basins and chlorine contact basin. Role: Senior
Director of Construction.
NAVFAC Indian Head Sewage Treatment Plant Upgrade, Indian
Head, MD. Design-Build, $13,583,637. Haskell was selected
to conduct upgrades to an existing sewage treatment plant by
converting existing extended aeration waste activated sludge facility
to a continuous-flow SBR system for nitrogen reduction, followed
by denitrifying filters, chemical phosphorus removal, UV disinfection
and post aeration. Annually, this plant removes an estimated 22,842
pounds of nitrogen. This project achieved LEED Silver. Role: Project
Manager.
Alachua Advanced Water Reclamation Facility, Alachua, FL.
CMAR, $21,277,450. The new advanced wastewater treatment
facility has an initial capacity of 1.5-mgd, with a future expansion
potential of 4.0-mgd. Haskell provided preconstruction services
and construction management and self-performed in constructing
concrete structures and installing mechanical equipment. The new
plant includes various treatment processes to meet nitrogen, carbon,
and phosphorus reduction standards. Additional improvements
include an administration building, maintenance area, and electrical
transformer system. Upgrades were also made to the motor control
center and SCADA system. Role: Director of Construction.
36
Years of Water/
Wastewater
Experience
25 years
at Haskell
100%
Available for the
duration of the project
Florida
Oce and Resident
Why Paul?
■15 water/wastewater
projects in Florida.
■40+ CMAR projects.
■40 years electrical
experience
■Nationally recognized
CMAR expert driven to
client satisfaction.
■Highly skilled at
managing complex
self-performed
projects.
250
17Haskell | We Create Things That Matter
THE CITY OF WINTER SPRINGS EAST
AND WEST WATER TREATMENT FACILITIES B | Qualifications
Teri Williams | Funding Compliance
As an experienced funding compliance manager and business diversity manager, Teri brings decades
of expertise with federal funding to ensure seamless project compliance. Teri will guide the team in
adhering to compliance standards, identify potential compliance risks, and develop mitigation strategies.
Additionally, Teri will oversee the development and administration of compliance and audit checks during
the Preconstruction phase and support procurement efforts and compliance throughout the Construction
phase.
Professional Credentials
Certified Supplier Diversity
Professional
Associated Builders and
Contractors
Women Impacting Public
Policy
National Diversity Council
American Institute of
Professional Bookkeepers
Education
BS, Business Administration
Relevant Project Experience
Southwest Water Reclamation Facility, St. Petersburg, FL.
CMAR, $129,181,651. The city selected Haskell to oversee all
programmatic upgrades and improvements, working with the city’s
design engineers. The program included new biosolids systems,
extensive capacity upgrades, and numerous other improvements.
The capacity upgrades expanded the plant from 40-mgd to 54-mgd
peak flow capacity. Phase 1 was fast-tracked to increase filter and
hydraulic capacity before the rainy season, while Phase 2 included
the addition of two filters, a new clarifier, and modifications to the
existing aeration basins and chlorine contact basin. Role: Business
Diversity Manager.
Lower Poplar and Rocky Creek WRF Upgrades, Macon, GA.
Progressive Design-Build, $50,332,297. Haskell was selected
for the upgrades to the water reclamation facility, including an
influent channel screen replacement, a new grit removal system,
solids dewatering equipment replacement and building renovation,
bioreactor aerator motor replacement and sodium bisulfite feed
system repair and chlorine analyzer replacement. Role: Business
Diversity Manager.
Riviera Beach Blue Heron Water Treatment Plant, Riviera
Beach, FL. Progressive Design-Build, $250,000,000. Haskell
was selected to utilize new and innovative technology for a new
12 mgd water treatment facility that can be expandable to 16
mgd and infrastructure including utility administrative offices,
utility maintenance shop, raw water production wells, raw water
transmission improvements, potable water distribution improvements
and a public works facility. Role: Business Diversity Manager.
100%
Available for the
duration of the project
Florida
Oce and Resident
23
Years of SBE,
MBE and WBE
Experience
13 years
at Haskell
Why Teri?
■Teri has vast
knowledge of the
federal funding
requirements, SRF
compliance as well
as the SBE, MBE and
WBE requirements.
Additional Team Resumes are found on page 78
251
Project Approach
and Availability
C
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Project Approach
With the intent of pursuing these projects
simultaneously with the two-site, one-plant
concept, Haskell will leverage the efficiencies of
managing the upgrades and expansion projects
as a single project. This approach will provide
numerous cost and schedule benefits to Winter
Springs by focusing on funding options from early
in preconstruction.
Schedule Control During Design and
Construction
The Haskell team’s overall schedule management
approach is founded on the shared commitment
of a highly integrated team that will work together
to deliver a seamless project from inception
through design, permitting, construction,
commissioning and final acceptance and
turnover. The Haskell team’s preliminary schedule
can be found on page 25.
A Focus on Early Activities
A detailed design schedule will be integrated with
the construction schedule so the design activities
for each package are tied to procurement and
permitting activities. Our preconstruction process
will also facilitate early procurement by prioritizing
items with long lead times. Another early
activity is the identification of sub-consultants,
construction subcontractors, and vendors so they
are prepared to provide quotes confidently as
soon as possible.
Establishing Procurement Priorities
Establishing procurement priorities and building
procurement activities into the schedule cannot
be overstated. The schedule drives procurement
priorities, and establishing priorities is essential
to success. As the schedule is developed,
procurement activities are tied to specific
predecessor design activities and successor
construction activities. These relationships
highlight the critical, long-lead-time equipment
and will direct the team to focus on advancing
the design development of the most critical items.
Equipment specifications can often be issued
well before 100% document production, thus
allowing the procurement process to begin earlier.
Addressing these items early in the process is
critical to having the right materials on-site when
required and avoiding unnecessary delays.
Fast-track Schedule/Early Permitting
A fast-track delivery method can have the most
significant impact on the schedule. This process
provides an early start for permitting. We will
work with the design team to complete permit
releases based on incremental design and review
deliverables. This method also facilitates early
procurement by identifying processes, electrical
equipment and commodities with long lead times
to avoid escalation and ensure on-time delivery.
Mitigating Price Escalation
and Availability
Haskell regularly purchases material early to
lock in delivery dates and pricing to avoid market
pricing fluctuations and schedule delays. We
analyze the risk vs. reward of these scenarios
extensively and consider alternate materials or
designs that may have a better lead time or cost.
Anticipated Early Work Packages include:
■Electrical Gear
■Process
Equipment
■Earthwork/
Foundations
Improvements
■Prestressed
Concrete
Schedule Management
The schedule will be updated weekly, led by our
project manager, with input from the design team,
Owner and construction staff. During progress
meetings with Winter Springs and the design
team, it will be reviewed and adjusted to show
improvements or acceleration as required to
stay on track. Our scheduling department will
administer quality control over the logic. This
extra set of eyes will allow us to keep our pulse
on the critical path, understand where the float is
and look for improvement opportunities.
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Loan Administration and Compliance
Our experience and capabilities include
administering and managing grants and loans.
With any large-scale grant or loan comes
reporting and oversight activities. Our experience
has been that some organizations need to focus
more on reporting requirements once funding is
awarded. Not meeting the conditions of a grant
or loan, including timely reporting, can lead to
some or all funding being reclaimed, leaving the
recipient to cover the costs. The Haskell team
will guide Winter Springs through the process so
there are no issues.
Risk Management
The Haskell team utilizes a risk register to identify
and define the risks that may influence the
project’s cost and schedule. The risk register will
be continually updated, reviewed, and tracked
through preconstruction and construction so that
we can make informed decisions as a team and
mitigate risks.
Haskell will actively involve Winter Springs as we
plan and implement risk management strategies.
We will coordinate contingency and mitigation
plans to prevent impact on day-to-day plant
operations and routinely present the status of
mitigation strategies to solicit feedback and make
adjustments as necessary.
Our team has prepared a preliminary risk register
for the project. We look forward to working with
Winter Springs to understand the work elements
critical to its success fully.
The following pages contain a few initial risks
related to the project and our team’s proposed
mitigation measures.
Risk: Pipe/fitting break during tie-ins
impact the ability to return WRF to
service.
Mitigation strategy: Condition
assessment of all tie-in locations during design
and inclusion of contingency plan (have spare
fittings, temporary piping on-site, etc.) in MOPO
plan.
Benefit: Assurance of reliable WRF operations
and ability to meet the needs of your customers.
Proof: Haskell’s detailed MOPO plan (Example
in Tab F) will be specific to each tie-in, clearly
defining tasks and responsibilities. All tie-ins will
be planned well before the work with buy-in from
operations.
Risk: Availability of Electrical Gear
Mitigation strategy: The team will
continue to monitor electrical lead
times during preconstruction and work
with the design team to fast-track electrical design
to reserve a spot in the fabrication lineup. When
submittals are developed, the team will have a
review workshop with the designer, contractor,
and vendor to work through comments and avoid
subsequent resubmission.
Benefit: This approach will allow for the timely
release of electrical gear that can take up to 18
months to fabricate, removing the gear from the
project’s critical path.
Proof: Based on the preliminary design, the JEA
Nassau project procured the electrical switchgear
directly with the manufacturer. This approach
reserved the project’s spot in the production
lineup while completing the design. A submittal
workshop was held with the designer, vendor
and construction team to finalize the submission
package. Utilizing this process saved 16 weeks
on the project schedule, and the team was able to
remove the electrical gear from the critical path.
Risk: Geotechnical evaluation is
needed to understand soil strength and
compressibility properties
Mitigation strategy: In addition to
Standard Penetration Testing, our team will
work with the geotechnical exploration firm to
utilize piezocone penetration testing to provide
more accurate estimates of soil strength and
compressibility properties such as soil elastic
modulus, unit weight, undrained shear strength,
pre-consolidation stress, relative density and both
total and effective vertical overburden stresses.
Benefit: This will allow our team to make more
informed decisions about foundation systems.
Our team has used this information on past
projects to reduce or eliminate the need for deep
foundations and/or ground improvement.
Proof: The FPUA Mainland WRF Relocation
project realized $2.4 Million in savings from
additional geotechnical exploration and roughly
eight weeks of schedule savings.
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Maintenance of Plants
Operations Planning (MOPO)
Throughout Construction
Our team will work with the design
team during preconstruction to
minimize the impacts of the new facilities’
construction on the existing facilities by limiting
temporary electrical and control tie-ins and
process mechanical shutdowns and tie-ins.
However, it will be necessary to interface with the
existing facility’s operation.
To minimize impact, we will develop a careful plan
to coordinate such interactions, disconnections
and reconnections with Winter Springs. Our
MOPO plan will summarize provisions in the
design, scheduling and execution of tie-ins to
avoid or eliminate impact on facility operations.
The existing systems associated with the required
tie-ins will be studied, and Operations staff will
determine the options and alternatives available
to continue operations. Individual MOPO plans
will be prepared for each activity, including the
anticipated date, the utility process line for tie-in,
the expected duration, any applicable drawings
of the proposed work and a contingency plan to
address any problems that may arise.
When the locations of utilities are questionable,
test pits and soft digs will be completed to confirm
the locations and existing materials. The key to
this planning effort is to continuously coordinate
with operations and the design engineers from
design development through construction
completion.
Our team will perform a thorough, on-site
investigation of existing mechanical and electrical
systems at the project’s onset. Carefully
confirming as-built conditions will allow the team
to develop detailed MOPO plans with designers
and operations staff. After meeting with project
stakeholders, necessary MOPO operations will
be added to the project schedule to provide a
tracking tool for the project team, considering
all project constraints and allowing for long-term
planning by construction and operations teams.
Virtual Design and Construction (VDC)
Ensures Coordination Between PRF and
the New Expansion
For critical tie-ins and shutdowns, Haskell will
utilize our internal laser scanning team to scan
process areas and provide pinpoint locations
and measurements of existing infrastructure. Our
VDC team processes this information for material
procurement and work plan development in the
field for stakeholder discussion.
Animations detailing the sequencing of work can
also be developed to provide stakeholders and
operators with a clear understanding of how the
work will be implemented while maintaining the
facility in operation. These animations proved
invaluable on the Opequon Water Reclamation
Facility project as as-built documentation was
unavailable or incomplete. Our team was able to
prefabricate piping sections and install them with
a high degree of accuracy, thus limiting downtown
and impact to the existing operations. There was
no need for additional fittings or field adjustments,
limiting the project’s overall cost for both material
and labor.
Haskell’s Preconstruction Expertise
Ensures Quality and Cost Before
Construction Begins
As mentioned above, Haskell regularly meets
with Winter Springs during each preconstruction
phase. We will provide recommendations on
construction feasibility, availability of materials
and labor, time requirements for installation and
construction and factors related to cost, including
VDC Capabilities
Maintenance of Plant Operations
MOPO
Haskell utilizes Virtual Design and Construction (VDC) refers
to ensure we deliver a high-quality project to our clients.
This process aligns stakeholder expectations, reduces risk
to overall cost and schedule due to rework, and enhances
overall customer experience and satisfaction.
From early design through construction and field execution
to client occupancy, we leverage VDC and Building
Information Modeling (BIM) in a variety of ways.
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21Haskell | We Create Things That Matter
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costs of alternative designs or
materials, preliminary budgets,
schedules, possible economies and
impact on project phasing. After the
preconstruction phase, all project
planning will have been completed.
Real-time, Dynamic
Cost-Estimating
JOIN is a valuable tool Haskell
utilizes to accomplish this
collaboration and decision-making
during preconstruction. Join is the
primary platform for tracking design
alternatives, value analysis and
optimizing constructability through
real-time cost analysis between
team members.
As the design is developed,
JOIN allows Winter Springs and
other stakeholders to see each decision and
its associated impact and provides real-time
pricing information. It creates a history of
pending items that are rejected, incorporated
or not applicable. Users can see the origin of
an item, who requested it and when, its impact
on the project and any related analysis.
JOIN expedites document discovery to reach
decisions quicker. Project benefits include:
■“Real Time” trending and forecasting
■Greater detail and line of sight into individual
value engineering ideas and overall budget
■Dashboard shows the status of each value
engineering itemLevel of detail in the
estimating software breaks down materials,
equipment and labor
■Milestone estimate deliverables
Open Book Pricing
Haskell’s approach to open-book pricing is to
share all detailed pricing from the conceptual
estimate and GMP development to project
completion. Detailed pricing includes unit prices,
competitive vendor pricing and competitive
subcontractor procurement.
We can customize reports if you wish to see them
differently and will answer any auditor questions
as they arise. Construction Manager Paul Gilsdorf
will prepare monthly progress requisitions to
Winter Springs.
Outlined below are our standard cost documents:
■Subcontractor Requisition and
Vendor Invoices
■Subcontractor and Purchase Control Logs
■Monthly Job Ledger
■Detailed Cost Report by Code
■Project Status Summary
GMP Development
Haskell’s approach to developing the project’s
GMP will focus on maximizing competition
between qualified subcontractors, maintaining
absolute transparency through bidding and
leveraging Haskell’s self-performance capabilities.
This proven and tested approach consists of six
steps, as illustrated on the next page.
The phased process for developing the GMP
eliminates ambiguity, continuously adjusts to align
scope development and allows for open-book cost
accounting so that you know where your project
dollars will be spent. We include the Authority in
the scope and budget development while taking
contractual responsibility for completing the
project on time and within budget.
As the GMP develops, specific GMP workshops
will be held with Winter Springs to conduct a
detailed open-book review of the GMP. They will
include thorough line-by-line reviews, including
supporting subcontractor proposals and material
quotations.
The outcome of these workshops will be a final
JOIN Software- Ensuring Budget Certainty
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22Haskell | We Create Things That Matter
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GMP submittal that Winter Springs is very familiar
with, and the entire project team understands how
the GMP was built from the foundation up.
Self Perform
The construction market is busy, and there is
increased competition for resources. The Haskell
team intends to address this challenge by self-
performing as much of this project’s critical
scope of work as possible. Our team of over 247
permanent craft workers will allow our team to
control the project’s safety, quality and production
to the greatest extent feasible.
Haskell is capable of self-performing over 50% of
this project, and Winter Springs will evaluate what
level of self-performance brings the most value
to the project. The Haskell team can perform the
following scopes of work:
■Yard piping
■Concrete
■Process equipment installatio
■Mechanical and process piping
■Structural and miscellaneous steel fabrication
■Structural steel and miscellaneous metals
installation
■Startup and commissioning
Although Haskell can self-perform these
scopes, we will still seek competitive pricing
from subcontractors. Our goal is to deliver the
best value for this project. To achieve this, we
will competitively bid on ALL scopes of work in
a transparent and open-book fashion. We will
prepare and present material/scope packages, bid
lists, bid analysis and recommendations to Winter
Springs for joint selection. Any scopes we desire
to self-perform will be securely priced ahead of
receiving subcontractor bids. We recommend
the option that brings the best value to Winter
Springs, be it price, schedule, safety, or quality-
driven.
Construction Approach
A site utilization plan will be developed to limit
construction impacts on ongoing operations at
each plant site. We aim to be good stewards to
the community and minimize our presence and
impact for the homeowners. Haskell will utilize the
dedicated construction entrances at each facility
as the primary access point for construction traffic.
Our team will locate our primary project office
at these entrances to continually monitor traffic
into the facility, ensuring proper access control
throughout the project. Traffic will then be directed
to the appropriate locations on the job sites.
This plan intends to keep construction traffic
within the construction limits, limiting interactions
with operations. All parking and laydown areas
will be bordered with construction fencing to
delineate their boundaries and serve as a physical
barrier between construction and operations when
adjacent to the existing facilities.
Entrances and exits to these areas will be defined
to restrict access to specific locations in the
interest of safety. Haskell will make provisions for
on-site storage of materials and equipment as
soon as they are ready to ship. All manufacturer
recommendations for long-term storage will be
followed to maintain warranty obligations.
Maximizing
Competition
and Eliminating
Double Markup
Issue RFQ and
Develop
a Qualified
Bidder’s List
Review
Qualifications
and Establish
Approved
Vendors
Conduct Scope
Reviews
Prepare
GMP Using
Pre-Approved
Subcontractors
and Vendors
Present GMP
in Open Book
Manner
Haskell's GMP Approach
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23Haskell | We Create Things That Matter
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AND WEST WATER TREATMENT FACILITIES C | Project Approach & Availability
Team Member Assignment
The team members identified in the organizational
chart are committed to Winter Springs for the
duration of the East and West WWTF projects.
Each team member has been hand-picked based
on their experience working on similar, relevant
projects and working together. Having the right
people engaged in the projects at the right time
is critical to providing the most efficient service
during each phase. The chart above highlights
our team’s expected engagement throughout the
project lifecycle to maximize their impact while
striking the right budget balance for
Winter Springs.
Team Experience is Key to Success
We are excited to partner with Winter Spring and
Carollo on this project. Our experienced CMAR
team is ready to deliver solutions and value to
Winter Springs, the community and all
project stakeholders.
The proposed key personnel for your project
are all seasoned experts in their respective roles.
They will offer Winter Springs lessons learned,
innovative thinking, and the ability to work as a
team toward the successful delivery of
your project.
As a collective, this team brings an impressive
250+ years of experience in the construction
of water infrastructure projects. We have
completed over $5 billion under Collaborative
Project Delivery projects. This extensive team
experience ensures we can provide the best
solutions to your project.
Collaborative Communication and
Project Management Approach
Haskell strongly believes the best way to leverage
the advantages of collaborative delivery is through
effective communication. Joe will establish an
interactive communications protocol so that our
project team and Winter Springs are kept up-
to-date on progress, given the opportunity to
provide input, involved in all key decisions and
informed of the required deliverable schedule.
The team will use collaboration tools, such as
our virtual collaboration room and Microsoft
Teams, to bring the team together for remote
communication during the project and Procore
(team collaboration software) to guarantee
project information’s timely and accurate delivery.
Procore provides a web-based interface allowing
real-time access to all project documentation,
including schedules, submittals, RFIs, contracts,
project photos, inspections and budget tracking.
By working with software such as BIM360,
our team can leverage the most recent BIM
technology by reviewing work products from each
design discipline for quantity takeoff and clash
detection, avoiding costly issues in the field,
and ensuring the project stays on budget and
schedule. Technology will be used throughout the
project to bring project stakeholders together to
discuss essential topics remotely, but as a Florida-
based contractor, our team is always available
to meet in person to discuss critical project
deliverables and issues. Our project team will be
onsite during construction to effectively manage
the projects, subcontractors, vendors, and self-
performance work.
Team Member Involvement Project Phase
PROJECT PHASES
Mike Spaeder Lead Estimator
Joe Daigneault Preconstruction Manager
Paul McElroy DOC & Constructability
Joe Kantor Project Director
Ashraf Asad Scheduler
Kevin Kett Quality Manager
Chris Bunch Safety Manager
Paul Gilsdorf Project Manager
Bobby Bradley General Superintendent
Kaelin Queen Ast Project Manager
Bill McIlvaine Commisioning Manager
PRECONSTRUCTION
PROCUREMENT
CONSTRUCTION STARTUP & COMMISSIONING
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The Safety Plan
The successful completion of
Haskell projects are possible
because of the dedication and
expertise of our on-site staff, so
we make one important promise
to them: to send them back home
the same way they arrived.
Immediately following the contract award, the
Haskell project leadership team convenes to
participate in the project SafeStart Meeting.
This meeting is solely focused on safety and the
identification of key components to ensure that
the project is safe and to discuss and commit
to a plan focused on project safety, risks and
exposure, site staffing, utilization and contract
partners.
1. Premobilization
SafeStart Planning Meeting. Haskell discusses
every aspect of project safety, including project
risks and exposure, site staffing plans, site
utilization and key contract partners.
2. Mobilization
SafeMatters Safety Orientation. An interactive,
web-based program that communicates project
and jobsite safety expectations and practices.
Jobsite Safety Orientation. Upon mobilization
to the jobsite, our safety manager conducts
a mandatory, site-specific orientation to
discuss evacuation procedures, client-specific
requirements and safety expectations.
3. Execution
Daily Work Plan. Communication with the crew
promotes thorough understanding, associated
goals and corresponding risks. The Daily Work
Plan (DWP) aligns crews with the activities
required for execution.
Safety Reports Project Audits. All levels of the
organization participate in project-specific safety
audits. Safety managers use Safety Reports to
create a real-time matrix of leading indicators
and risk predictions.
Take 5 Safety Survey. Haskell’s senior
management performs site visits to observe
crew activities, talk with trade workers, note safe
behaviors/conditions and rectify those unsafe.
Crew members complete a “Take 5” survey and
follow up with the superintendent.
Quality Control and Assurance
Haskell’s unique approach to quality
management is underscored by its dedicated
QA/ QC department, a rarity in the industry. This
separate entity, reporting directly to our Chief
Operations Officer, ensures that quality control
remains independent of production, thereby
maintaining autonomy and control over quality.
Quality control is a collaborative effort that
begins during the preconstruction phase and
continues through construction. We will work
closely with Winter Springs and Carollo to
understand your quality requirements and
together, define project excellence.
After gaining a comprehensive understanding
of your quality requirements, Haskell will
collaboratively develop a project Quality
Implementation Plan (QIP) that includes specific
design, construction, and inspection criteria.
These Inspection and Test Plans (ITPs) will
be reviewed in detail with your team and all
subcontractors performing work on the site,
ensuring that everyone is on the same page and
committed to delivering high-quality results.
We will additionally perform factory and on-
site inspections of our leading equipment
manufacturers. This process holds
manufacturers to their stated quality standards
and any project-specific standards. Ensuring
the workmanship and standards needed for key
equipment supply scopes are met in the factory
instead of the field ensures on-time performance
and completion of the project.
All quality documentation, which is a testament
to our commitment to transparency and
accountability, is stored in Procore and will be
transmitted on a frequency as required by project
specifications either intermittently or at project
completion.
Early
Commitment to
Long Lead
Materials
Appropriate
Submittal Review
Durations
On Schedule
Materials Delivery
and Inspection
Periodic
Inspections
Identifying and
Collecting Quality
Risks
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A
A
A
A
A
A
A
A
A
A
A
CMAR Experience and Expertise
Our long history of providing similar Construction Manager-at-Risk Services
(CMAR) for the water/wastewater market and our up-to-date experience make
Haskell the most qualified construction manager. We are familiar with Florida and have a good working
relationship with Carollo, and strong connections for local suppliers and subcontractors.
Haskell is 100% Collaborative Delivery and there is no learning curve.
Relevant Project
Experience
Collaborative DeliveryLocationState/Federal FundingOver $40 MActive Plant MOPOOn Schedule & on BudgetDelivery MethodSouthwest WRF • • •FL • • •129M • • •• • •CMAR
JEA Greenland WRF • • •FL 122M • • •CMAR
Alachua Advanced WRF • • •FL • • •22M • • •• • •CMAR
Lower Poplar/Rocky Creek WRF • • •GA 50M • • •• • •PDB
Wastewater Treatment Plant Expansion • • •FL • • •28M • • •• • •CMAR
Ft. Pierce WRF • • •FL 139M • • •PDB
East Perry WTF • • •GA • • •45M • • •• • •CMAR
Sandy Run Creek Pollution Control Exp • • •GA • • •30M • • •• • •PDB
Charlotte Mount Holly PS&FM • • •NC • • •236M • • •• • •PDB
Blue Heron WTP • • •FL • • •250M • • •• • •PDB
JEA Nassau WRF • • •FL 114M • • •• • •CMAR
JEA H2O WPF • • •FL 79M • • •PDB
Opequon WRF • • •VA 46M • • •• • •CMAR
University Park WWTP • • •PA 68M • • •• • •PDB
Annapolis WTP • • •MD • • •32M • • •• • •PDB
City Creek WTP • • •UT • • •104M • • •• • •CMAR
Pittsboro Lift Station/Force Mains • • •NC • • •41M • • •PDB
Lake Okeechobee Phosphorus Removal • • •FL • • •50M • • •• • •PDB
Bush Brothers New Process WRF • • •TN 56M • • •• • •PDB
City of Sanford TIP Water and Sewer • • •NC • • •117M • • •• • •CMAR
Confluence WRF • • •UT • • •40M • • •• • •CMAR
ActiveA Completed
2022
2023
59 Years of CMAR Experience 1,690+ CMAR Projects
Haskell CMAR Numbers
$280 MILLION CMAR REVENUE $310 MILLION CMAR REVENUE
100%
Collaborative Delivery
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26Haskell | We Create Things That Matter
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Haskell’s Experience
Modification Rate
At Haskell safety is a top priority
and our EMR demonstrates our
commitment with a rating of .57,
well below the national average.
SAFETY PERFORMANCE COMPARISON |
Industry Average
Recordable Incident Rate
Haskell Days Away From
Work Cases (DAWC) Rate
Haskell Experience
Modification Rate (EMR)
3.58MM Manhours 4.62MM Manhours4.22MM Manhours
..
.
.
.
.
.
..
.
.
.
.
.
.Industry AverageIndustry AverageIndustry Average.57EMR
National Safety Excellence
Pinnacle Award 2023
State and Federal Funding
Haskell not only maintains a dedicated division intimately familiar with the
requirements of federal funding, we have performed over 20 projects with
Federal, State, and other local forms of funding. Each project comes with specific
requirements, and some have extensive compliance penalties. We recognize the
importance of this for the city of Winter Springs.
Our team ensures we are 100% compliant at all times. We will help identify risks to compliance and
mitigation strategies, develop and administer compliance, audit checks and support the procurement effort.
$$$$
SRF
Funding
Haskell’s Leadership Team
Jim O’Leary
Chairman, President,
& CEO
Manufacturing
Ben Meurer
MARKET LEADER
Consumer Products
Alex DeMartini
DIVISION LEADER
Life Sciences
Ken Anthony
DIVISION LEADER
Water
Bryan Bedell
MARKET LEADER
Municipal-Education
Ken Boeser
MARKET LEADER
Religious & Cultural
Bill Rudder
MARKET LEADER
David Thaeler
Executive Vice President
& Chief Human Resources
Officer
John-Paul Saenz
Executive Vice President
& Chief Operating Officer
Brad Slappey
Executive Vice President
& Chief Financial Officer
Strategic Initiatives
Dave Auchter
Vice President
CORPORATE MARKETING
Lance Simons
Vice President
SAFETY & QUALITY
Mike Woods
Operations
President
CONSTRUCTION &
MANUFACTURING
Luis Jimenez
Operations
President
INTERNATIONAL
Kally Gibbs
Vice President
CHIEF OF STAFF
Frank Mangin
Operations
President
CONSULTING &
DESIGN
Aviation & Aerospace
Greg Akers
MARKET LEADER
Food
Jay Floren
MARKET LEADER
Salty Snacks
Cole Huggins
DIVISION LEADER
Confectionery & Candy
Charles Bateh
DIVISION LEADER
Beverage
Don Kartzmark
MARKET LEADER
Dairy
Juan Carlos
DIVISION LEADER
Federal
Matt Ferguson
MARKET LEADER
Healthcare
Mark Allnutt
MARKET LEADER
Beer Wine & Spirits
Carl Feather
MARKET LEADER
Industrial Water
Tiffany Shaw
MARKET LEADER
Pete Kinsley
Operations
President
PLANNING &
DEVELOPMENT
Corporate
Organizational Chart
Bryan Bedell
Vice President
261
27Haskell | We Create Things That Matter
THE CITY OF WINTER SPRINGS EAST
AND WEST WATER TREATMENT FACILITIES
27Haskell | We Create Things That Matter
Organizational Chart
A singular preconstruction team creates
synergy between the East and West projects
and means greater efficiency for Winter
Springs. This plan allows for consistency and
versatility, starting at onboarding. Because
the plants will be identical, operators can flow
from one to the other without a delay and
benefit from common storage and shared
parts inventory.CONSTRUCTION
Quality Manager
Kevin Kett, PE
Safety Manager
Chris Bunch, CHST, CSP
Executive Support
Bryan Bedell
Project Director
Joe Kantor, DBIA, PE
Single Point of Contact
703.282.9764 joseph.kantor@haskell.com
PRECONSTRUCTION/PROCUREMENT
Client Services Manager
Krystal Strassman
Scheduler
Ashraf Asad
DOC & Constructability
Paul McElroy, DBIA
Commissioning Manager
Bill McIlvaine
Project Manager
Paul Gilsdorf
Preconstruction Manager
Joe Daigneault, DBIA
Lead Estimator
Mike Spaeder
General Superintendent
Robert Bradley
All of our Construction Phase team members
will participate with their counterparts
from preconstruction services to perform
constructibility, value engineering analysis
and provide critical schedule and sequencing
feedback. This continuity is a critical strategy
that drives project success.
Ast. Project Manager
Kaelin QueenFunding Compliance
Teri Williams
The construction project team will be located on onsite for the duration of the
projects. The construction team will be responsible for all aspects of the execution
of the work including project planning and coordination, submittal review,
scheduling, and startup and commissioning. The following organizational chart
illustrates the team structure as well as the team members devoted to the project.
Chart Key
Key Team Members
THE CITY OF WINTER SPRINGS EAST
AND WEST WATER TREATMENT FACILITIES
Bid Package Subcontrators
■Demolition
■Cast-In-Place
Concrete
■Prestressed
Concrete
■Building Trades
■Coatings and
Painting
■HVAC
■Plumbing
■Electrical
■Process Equipment
■Pre-Engineered
Enclosures
■Clearing/Sitework
■Paving
■Fencing
■Yard Piping
■Above Grade Piping
■Equipment
Installation
■Instrumentation and
Controls
C | Project Approach & Availability
It is our team’s understanding that funding constraints
may require the project to take place over 5 years. Haskell
proposes to work with industry partners to utilize gap funding
to allow for the projects to be completed concurrently. This
plan would allow for overall schedule savings of two years and
approximately $3.5M in general conditions savings.
$3.5M
SAVINGS
262
28Haskell | We Create Things That Matter
THE CITY OF WINTER SPRINGS EAST
AND WEST WATER TREATMENT FACILITIES
28Haskell | We Create Things That Matter
Schedule
THE CITY OF WINTER SPRINGS EAST
AND WEST WATER TREATMENT FACILITIES
NOT IN PAGE COUNT
C | Project Approach & Availability
Activity ID Activity Name OrigDur Start Finish TotalFloat
City of Winter Springs CM at Risk Wastewater Treatment FacilitiesCity of Winter Springs CM at Risk Wastewater Treatment Facilities126002-Dec-24 06-Nov-29 0
MilestonesMilestones 1801 02-Dec-24 06-Nov-29 0
MI1010 Project Start 0 02-Dec-24 0
MI1020 Design Complete 0 25-Mar-26 6
MI9994 Substantial Completion - East 0 05-Nov-27 2
MI9998 Final Completion - East 0 07-Jan-28*2
MI9995 Substantial Completion - West 0 11-Sep-29 0
MI9999 Final Completion - West 0 06-Nov-29*0
PreconstructionPreconstruction 332 02-Dec-24 25-Mar-26 4
DesignDesign 332 02-Dec-24 25-Mar-26 4
30% Design30% Design 80 02-Dec-24 26-Mar-25 0
DE1010 30% Design Development 40 02-Dec-24 29-Jan-25 0
DE1020 30% Design Workshop 1 30-Jan-25 30-Jan-25 0
DE1030 30% OPCC 30 30-Jan-25 12-Mar-25 0
DE1040 30% OPCC Workshop 5 13-Mar-25 19-Mar-25 0
DE1050 30% Constructability/Value Engineering 5 20-Mar-25 26-Mar-25 0
60% Design60% Design 126 27-Mar-25 23-Sep-25 4
DE2010 60% Design Development 60 27-Mar-25 19-Jun-25 0
DE2020 60% Design Workshop 1 20-Jun-25 20-Jun-25 0
DE2030 60% Early Works GMP / 60% OPCC 40 23-Jun-25 18-Aug-25 0
DE2040 60% GMP Workshop / 60% OPCC 5 19-Aug-25 25-Aug-25 0
DE2050 60% Constructability/Value Engineering 5 26-Aug-25 02-Sep-25 0
DE2060 Early Works GMP 15 03-Sep-25 23-Sep-25 4
90% Design90% Design 85 23-Sep-25 27-Jan-26 4
DE3010 90% Design Development 50 23-Sep-25 04-Dec-25 4
DE3020 90% Design Workshop 1 05-Dec-25 05-Dec-25 4
DE3050 GMP Development 25 08-Dec-25 14-Jan-26 4
DE3030 90% GMP Workshop 5 14-Jan-26 20-Jan-26 4
DE3040 90% Constructability/Value Engineering 5 21-Jan-26 27-Jan-26 4
Final DesignFinal Design 41 27-Jan-26 25-Mar-26 4
DE4010 Final Design 20 27-Jan-26 24-Feb-26 4
DE4020 Final Design Workshop 1 25-Feb-26 25-Feb-26 4
DE4030 Final Pricing Verification 20 26-Feb-26 25-Mar-26 4
PermitsPermits 90 03-Sep-25 13-Jan-26 0
PE1010 Permitting 90 03-Sep-25 13-Jan-26 0
ProcurementProcurement 370 23-Sep-25 16-Mar-27 13
PR1010 Electrical Long Lead Items 370 23-Sep-25 16-Mar-27 13
PR1020 Long Lead Process Equipment 210 23-Sep-25 24-Jul-26 36
ConstructionConstruction 954 14-Jan-26 02-Oct-29 5
East WRF Process AreaEast WRF Process Area 477 14-Jan-26 30-Nov-27 5
CO1010 Clear & Grub 15 14-Jan-26 03-Feb-26 0
CO1020 Site Grading/ Sitework 40 04-Feb-26 31-Mar-26 0
CO1040 Influent Lift Station 60 01-Apr-26 24-Jun-26 0
CO1030 Chlorine Contact Chamber 160 01-Apr-26 13-Nov-26 0
CO1050 Yard Piping 80 01-Apr-26 23-Jul-26 0
CO1060 Headworks 120 29-Apr-26 16-Oct-26 0
CO1070 BNR Basins 270 14-May-26 08-Jun-27 49
CO1080 Clarifiers 150 25-Jun-26 29-Jan-27 12
N D J F M A M J J A S O N D J F M A M J J A S O N D J F M A M J J A S O N D J F M A M J J A S O N D J F M A M J J A S O N D J F M A M J J A S O N D J F
2025 2026 2027 2028 2029 2030 2031
Project Start
Design Complete
Substantial Completion - East
Final Completion - East
Substantial Completion - West
Final Completion - West
30% Design Development
30% Design Workshop
30% OPCC
30% OPCC Workshop
30% Constructability/Value Engineering
60% Design Development
60% Design Workshop
60% Early Works GMP / 60% OPCC
60% GMP Workshop / 60% OPCC
60% Constructability/Value Engineering
Early Works GMP
90% Design Development
90% Design Workshop
GMP Development
90% GMP Workshop
90% Constructability/Value Engineering
Final Design
Final Design Workshop
Final Pricing Verification
Permitting
Electrical Long Lead Items
Long Lead Process Equipment
Clear & Grub
Site Grading/ Sitework
Influent Lift Station
Chlorine Contact Chamber
Yard Piping
Headworks
BNR Basins
Clarifiers
Start Date : 02-Dec-24
Finish Date :06-Nov-29
Data Date : 02-Dec-24
Print Date : 18-Nov-24 - 15:38
Remaining Level of Effort
Actual Work
Remaining Work
Critical Remaining Work
WSTF1 1 of 2
City of Winter Springs CM at Risk Wastewater Treatment Facilities
Proposal Schedule Layout
HASKELL Project # N/A
Date Revision Checked Approved
18-Nov-24 Proposal Schedule QM JK
Schedule Based on Identified Funding Constraints Limiting Concurrent Project Sites
Develop early works package
to be able to mobilize once
environmental permitting is
complete on 60% drawings.
Work with Carollo to develop early
release package for electrical equipment
including generator. Focus on reducing
gear sizing during design to limit
manufacturer engineering for shop
drawing development. Hold review
workshop to streamline approval process
to remove from critical path.
Partner with precast
subcontractor, such as
Dutchland, to fast track tank
design and construction of the
BNR Basins.Utilize prestressed concrete
subcontractor to design and
construction clarifiers for
schedule savings and to avoid
craft labor constraints.
263
29Haskell | We Create Things That Matter
THE CITY OF WINTER SPRINGS EAST
AND WEST WATER TREATMENT FACILITIES
Activity ID Activity Name Orig
Dur
Start Finish Total
Float
CO1090 Odor Control 80 27-Jul-26 16-Nov-26 36
CO1120 Blower Building/Electrical Building #1 115 16-Nov-26 30-Apr-27 0
CO1100 Chemical Storage Facility 50 16-Nov-26 29-Jan-27 7
CO1110 Transfer Pump Station 50 16-Nov-26 29-Jan-27 0
CO1130 Electrical Building #2 80 04-Jan-27 23-Apr-27 7
CO1140 RAS/WAS Pump Station 50 01-Feb-27 09-Apr-27 12
CO1150 Standby Generator 60 10-Feb-27 04-May-27 0
CO1160 MLSS Splitter Box 100 12-Apr-27 31-Aug-27 22
CO1170 Disk Filters 110 12-Apr-27 15-Sep-27 12
CO1180 Admin / Operations Building 100 05-May-27 24-Sep-27 0
CO1190 Site Restoration 15 27-Sep-27 15-Oct-27 5
CO1200 Site Demolition 30 18-Oct-27 30-Nov-27 5
West WRF Process AreaWest WRF Process Area 452 10-Jan-28 02-Oct-29 5
CO2010 Clear & Grub 7 10-Jan-28 18-Jan-28 0
CO2020 Site Grading/ Sitework 30 19-Jan-28 29-Feb-28 0
CO2030 Influent Lift Station 60 01-Mar-28 23-May-28 20
CO2040 Chlorine Contact Chamber 160 01-Mar-28 10-Oct-28 0
CO2050 Yard Piping 80 01-Mar-28 20-Jun-28 0
CO2060 Headworks 120 29-Mar-28 12-Sep-28 0
CO2070 BNR Basins 270 29-Mar-28 10-Apr-29 0
CO2080 Clarifiers 150 24-May-28 19-Dec-28 5
CO2090 Odor Control 80 21-Jun-28 10-Oct-28 0
CO2100 Blower Building/Electrical Building #1 115 19-Jul-28 26-Dec-28 0
CO2110 Electrical Building #2 80 30-Aug-28 19-Dec-28 0
CO2120 Chemical Storage Facility 50 11-Oct-28 19-Dec-28 60
CO2130 Transfer Pump Station 50 11-Oct-28 19-Dec-28 0
CO2140 RAS/WAS Pump Station 50 20-Dec-28 27-Feb-29 5
CO2150 Standby Generator 60 20-Dec-28 13-Mar-29 0
CO2160 MLSS Splitter Box 100 28-Feb-29 17-Jul-29 15
CO2170 Disk Filters 110 28-Feb-29 31-Jul-29 5
CO2180 Admin / Operations Building 100 14-Mar-29 31-Jul-29 0
CO2190 Site Restoration 15 01-Aug-29 21-Aug-29 5
CO2200 Site Demolition 30 22-Aug-29 02-Oct-29 5
Start-Up & TestingStart-Up & Testing 527 27-Sep-27 09-Oct-29 0
EastEast 50 27-Sep-27 07-Dec-27 0
SU1010 Site Tie -in - Ea st 15 27-Sep-27 15-Oct-27 0
SU1020 Complete WTP Startup & Testing - East 15 18-Oct-27 05-Nov-27 0
SU1030 Comissioning - East 20 08-Nov-27 07-Dec-27 0
WestWest 50 01-Aug-29 09-Oct-29 0
SU2010 Site Tie -in - West 15 01-Aug-29 21-Aug-29 0
SU2030 Complete WTP Startup & Testing - West 15 22-Aug-29 11-Sep-29 0
SU2020 Comissioning - West 20 12-Sep-29 09-Oct-29 0
CloseoutCloseout 487 07-Dec-27 06-Nov-29 0
EastEast 20 07-Dec-27 07-Jan-28 0
CL1010 Final Punchlist - East 10 07-Dec-27 21-Dec-27 0
CL9998 Project Closeout & Demobilization - East 10 21-Dec-27 07-Jan-28 0
WestWest 20 09-Oct-29 06-Nov-29 0
CL2010 Final Punchlist - West 10 09-Oct-29 23-Oct-29 0
CL9999 Project Closeout & Demobilization - West 10 23-Oct-29 06-Nov-29 0
N D J F M A M J J A S O N D J F M A M J J A S O N D J F M A M J J A S O N D J F M A M J J A S O N D J F M A M J J A S O N D J F M A M J J A S O N D J F
2025 2026 2027 2028 2029 2030 2031
Odor Control
Blower Building/Electrical Building #1
Chemical Storage Facility
Transfer Pump Station
Electrical Building #2
RAS/WAS Pump Station
Standby Generator
MLSS Splitter Box
Disk Filters
Admin / Operations Building
Site Restoration
Site Demolition
Clear & Grub
Site Grading/ Sitework
Influent Lift Station
Chlorine Contact Chamber
Yard Piping
Headworks
BNR Basins
Clarifiers
Odor Control
Blower Building/Electrical Building #1
Electrical Building #2
Chemical Storage Facility
Transfer Pump Station
RAS/WAS Pump Station
Standby Generator
MLSS Splitter Box
Disk Filters
Admin / Operations Building
Site Restoration
Site Demolition
Site Tie -in - Ea st
Complete WTP Startup & Testing - East
Comissioning - East
Site Tie -in - West
Complete WTP Startup & Testing - West
Comissioning - West
Final Punchlist - East
Project Closeout & Demobilization - East
Final Punchlist - West
Project Closeout & Demobilization - West
Start Date : 02-Dec-24
Finish Date :06-Nov-29
Data Date : 02-Dec-24
Print Date : 18-Nov-24 - 15:38
Remaining Level of Effort
Actual Work
Remaining Work
Critical Remaining Work
WSTF1 2 of 2
City of Winter Springs CM at Risk Wastewater Treatment Facilities
Proposal Schedule Layout
HASKELL Project # N/A
Date Revision Checked Approved
18-Nov-24 Proposal Schedule QM JK
Utilize galvanized steel
framing for enclosure to
eliminate field applied
protective coating coating and
future maintenance item.
In additional to opportunities
highlighted for the West WRF,
realize overall construction
schedule savings by performing
both project sites concurrently.
Haskell to explore alternative
funding options. Both sites could
be in service by the end of 2027.
Other project savings may be
realized by utilizing Owner Direct
Purchase Program and returning tax
savings to Winter Springs. Likely
savings on a project of this scale is
$2M. Haskell has been executing
projects with ODP in Florida for
almost 20 years.
29Haskell | We Create Things That Matter
Schedule Continued
THE CITY OF WINTER SPRINGS EAST
AND WEST WATER RECLAMATION FACILITIES
NOT IN PAGE COUNT
C | Project Approach & Availability
264
Project References D
265
30Haskell | We Create Things That Matter
THE CITY OF WINTER SPRINGS EAST
AND WEST WATER TREATMENT FACILITIES D | Project References
Southwest Water Reclamation Facility
City of St. Petersburg | St. Petersburg, FL
The City of St. Petersburg selected Haskell as their CMAR to
complete preconstruction services and oversee all programmatic
upgrades and improvements at the Southwest Water Reclamation
Facility (SWWRF). The program included new biosolids systems,
extensive capacity upgrades, and numerous electrical and other
improvements. The capacity upgrades expanded the plant from
30-mgd to 110-mgd peak flow capacity, which was completed in
two phases and included multiple GMPs. The completed project
produces high quality gas which is injected into the TECO natural
gas pipeline system for use as a renewable energy source. The
upgraded facility uses anaerobic digestion to enhance methane
gas production at the SWWRF from waste activated sludge (WAS)
conveyed from the Northeast and Northwest WRFs. A natural
gas-fueled engine generator offsets the plant electrical demand at
the SWWRF, and biogas from the anaerobic digestion process is
captured, cleansed and compressed for potential use as vehicle
fuel.
The facility is a beacon of financial efficiency, saving the City a
staggering $3.7million in operational costs annually. The project
faced a challenge when it was on the brink of cancellation due
to price escalation. However, our team, in collaboration with the
City’s engineers, meticulously evaluated and priced alternative
value engineering ideas and construction techniques, resulting in a
$18million reduction from the original estimate bringing the project
back on budget and schedule.
Delivery Method CMAR
Contract Amount
Final: $129,181,651
Owner added scope
including a splitter box
Original: $118,844,605
Dates
Started: April 2017
Completed: July 2020
Size 54-mgd | 110-mgd
peeking factor
Funding Source: Compliance
with the American Iron and Steel
(AIS) Act, Davis-Bacon Wages,
Certified Payroll, Local and
Federal DBE/MWBE
Project Team
Executive Support | Bryan Bedell
Sr. Project Manager | Joe Kantor
Director of Construction |
Paul McElroy
Chief Scheduler | Ashraf Asad
Safety Manager | Chris Bunch
Quality Manager | Kevin Kett
Project Owner
Diana Smillova, P.E.
Engineering Design Manager,
City of St. Petersburg
O: 727.892.4165
M: 813.486.6671
diana.smillova@stpete.org
Awards
2020 ABC First Coast Chapter
Excellence in Construction Award
“Thank you for standing by your commitment to be a true partner
of the City of St. Petersburg, FL. Your commitment to our City’s
goals is clearly supported at every level, from company leadership
to the project team and by to your dedicated Business Diversity
Coordinator. When you say “We Make it Certain,” I know you will.”
—Claude Tankersley, Public Works Administrator,
City of St. Petersburg
50%+
Self-PerformanceFlorida
Project
$$$$
SRF Funding
< 15
Years
CMAR$40M+
Project
2.0+
mgd
266
31Haskell | We Create Things That Matter
THE CITY OF WINTER SPRINGS EAST
AND WEST WATER TREATMENT FACILITIES D | Project References
Lower Poplar and Rocky Creek WRF Upgrades
Macon | Macon, GA
The Macon enlisted Haskell as the design-builder for upgrading
the Lower Poplar Water Reclamation Facility (WRF) and the Rocky
Creek WRF to address operational issues stemming from aging
equipment. The project involved a phased removal of existing belt
filter presses at both sites, starting with Lower Poplar.
Temporary measures were implemented to maintain plant
operations during this process. The upgrades included replacing
influent channel screens, installing new grit removal systems,
updating solids dewatering equipment, renovating buildings,
replacing bioreactor aerator motors, repairing sodium bisulfite
feed systems, replacing chlorine analyzers, improving digesters,
installing fats, oils, and grease receiving stations, and replacing
effluent pumps.
The project employed local contractors and achieved 17.5%
participation by minority businesses. We were also able to keep
26.5% of the money spent in the local community. The renewal and
rehabilitation have ensured that the facilities remain in compliance
with permits and have made operations more efficient The Lower
Poplar WRF serves downtown, northern and eastern Macon-Bibb
County, southern Monroe County, and western Jones County with a
capacity of 20-mgd. The Rocky Creek WRF, with a capacity of 28-
mgd, is a conventional activated sludge facility that discharges into
the Ocmulgee River.
Delivery Method
Progressive Design-Build
Contract Amount
Final: $50,332,297
Original: $50,332,297
(Owner-initiated additional phases.
Capacity upgrades were added)
Dates
Started: April 2019
Completed: May 2022
Size 20-mgd | 28-mgd
Funding Source: Bonds
Project Team
Executive Support | Bryan Bedell
Director of Construction |
Paul McElroy
Safety Manager | Chris Bunch
Dir. of Scheduling | Ashraf Asad
Project Owner
Frank Evans
Director of Maintenance, Macon
478.464.5689
fevans@maconwater.org
“Safety was the most important driver every single day on the project, and Haskell's superior safety
program delivered results. Haskell's safety program was so effective we ultimately adopted aspects of it
within MWA. I recommend partnering with Haskell for the upgrade of your facility.”
—Tony Rojas, Executive Director and President, Macon
Awards
2023 ABC First Coast Chapter Eagle Award
2023 DBIA Southeast Region Project of the Year
2023 DBIA Southeast Region Best Progressive Design-Build ACEC Georgia Engineering Excellence Award
50%+
Self-Performance
< 15
Years
PDB$40M+
Project
2.0+
mgd
267
32Haskell | We Create Things That Matter
THE CITY OF WINTER SPRINGS EAST
AND WEST WATER TREATMENT FACILITIES D | Project References
Alachua Advanced Water Reclamation Facility
The City of Alachua | Alachua, FL
The City of Alachua selected Haskell to provide CMAR services
in partnership with their engineer to replace the existing 0.9-
mgd water reclamation facility with a new advanced wastewater
treatment (AWT) facility having an initial capacity of 1.5-mgd with
provisions for future expansion to 4.0-mgd.
Services included preconstruction services with the City's engineers
for value engineering and constructability reviews. Additional
services included construction management services for all work
scopes and subcontractors' management. Haskell self-performed
the construction of all concrete structures and installation of all
mechanical equipment, provided testing, training, and start-up
services, and commissioned the facility for the City of Alachua.
The new plant is a dual-train extended aeration-activated sludge
treatment facility that includes preliminary treatment, biological
treatment, secondary treatment, filtration, and disinfection. The
process is designed to reduce nitrogen to meet total nitrogen
loading limits and to reduce carbon and phosphorus. Facilities
included screening and grit removal, an influent splitter box, two
new oxidation ditches featuring an anoxic zone for denitrification,
two new circular secondary clarifiers, an RAS/WAS pump station, a
scum pump station, new upflow sand filters, a new chlorine contact
basin, 1,000 KW emergency generator and modifications to the
existing aerobic sludge digestion system.
Delivery Method CMAR
Contract Amount
Final: $21,277,450
Owner added scope
Original: $20,600,530
Dates
Started: November 2009
Completed: July 2011
Size 4.0-mgd
Federal Funding Source:
SRF with Davis Bacon
Wage Rates
Project Team
Director of Construction |
Paul McElroy
Director of Quality | Kevin Kett
Project Owner
John Swilley
Wastewater System Supervisor,
City of Alachua
386.462.4163
jswilley@cityofalachua.com
“Since the project design kick-off meeting, Haskell's team has been focused on complete customer
satisfaction; they genuinely strive to understand our needs and then use their expertise in construction to
deliver a project that meets those needs. The project team is very committed to maintaining the project
schedule and is sensitive to our budget constraints. We could not ask for a better construction project or
contractor relationship.”
—Mike New, P.E., Public Services Director, City of Alachua
Florida
Project
$$$$
SRF Funding
< 15
Years
CMAR
2.0+
mgd
Awards
2022 ABC First Coast
Chapter Eagle Award
268
33Haskell | We Create Things That Matter
THE CITY OF WINTER SPRINGS EAST
AND WEST WATER TREATMENT FACILITIES D | Project References
Wastewater Treatment Plant Expansion and Improvements
City of Live Oak | Live Oak, FL Delivery Method
CMAR
Contract Amount
Final: $27,686,841
Original: $27,686,841
Dates
Started: April 2009
Completed: July 2010
Size 2.5-mgd
Federal Funding Source:
SRF
Project Team
Project Manager | Paul Gilsdorf
Director of Construction |
Paul McElroy
Project Owner
Robert Farley
former City Administrator
The City of Live Oak selected Haskell as design-builder to work
in partnership with their engineer to expand and improve their
existing 1.25 mgd wastewater treatment plant to reuse quality
effluent. Prior to completing the Live Oak WWTP Phase I project,
the City selected Haskell again as their construction manager at-
risk to continue working with their engineer to expand their reuse
quality wastewater treatment plant to a capacity of 2.5 mgd and
biosolids facilities under a Phase II engagement.
Resolution of Problems, Unanticipated Circumstances
and Challenges:
Following completion of phase one the client dismissed their
design engineer and asked Haskell to move forward on the same
aggressive schedule with their new design partner. The team was
able to complete the project in advance of a new prison coming
online allowing the City to remain compliant with their operations
permit.
Key Components and Unique Features:
■Mechanical bar screen and grit
removal
■Two oxidation ditches
■Two secondary clarifiers
■Three effluent filters
■Chlorine contact chamber
■Chemical storage and feed systems
■Upgrades to existing digesters
■Effluent pump station
■5 MG reuse storage tank
■800 KW and 600 KW emergency
generators
■High service pump station
■Dewatering building with screw
press
■10 mile reuse transmission main
from the plant to a nearby prison
facility
“Haskell has done a great job of
value engineering the project. They
found creative ways to reduce costs
and still meet the standards we
require.”
—James C. Reynolds, Executive
Director, ,Florida Keys Aqueduct
Authority City of Live Oak, Florida
Keys Aqueduct Authority
Florida
Project
< 15
Years
CMAR
2.0+
mgd
Awards
2010 ABC Excellence in
Construction Award
269
34Haskell | We Create Things That Matter
THE CITY OF WINTER SPRINGS EAST
AND WEST WATER TREATMENT FACILITIES D | Project References
JEA Greenland Water Reclamation Facility
JEA | Jacksonville, FL
JEA Greenland Water Reclamation Facility Due to the population
increase in Jacksonville, FL, JEA needed a new greenfield
4-mgd water reclamation facility with the potential expansion to
8-mgd. JEA will add this new WRF to its existing reclaimed water
distribution system. The facility is adjacent to JEA’s Greenland
Energy Center in Duval County and will provide new wastewater
services south and east of the St. John’s River.
The new WRF will redirect a portion of the wastewater flows in the
system to alleviate flows at the Arlington East WRF and Mandarin
WRF.
Haskell is acting as the CMAR and this state-of-the-art facility
will include biological nutrient removal, tertiary filtration, and UV
disinfection and it is designed for zero wastewater discharge. This
process allows all wastewater to be disinfected and distributed
into the reclaim water distribution system instead of discharged
into natural wetlands or the St. John’s River.
Delivery Method CMAR
Contract Amount
Final: $122,101,114
Original: $118,000,000
Owner added scope
Dates
Started: 11/21/2019
Due to Complete: 03/17/2025
Size
4-mgd expandable to
8-mgd and 12-mgd
Project Team
Executive Support | Bryan Bedell
Project Manager | Joe Kantor
Construction Mgr. | Paul Gilsdorf
Director of Construction |
Paul McElroy
Lead Estimator | Joe Daigneault
Chief Scheduler | Ashraf Asad
Safety Manager | Chris Bunch
Quality Manager | Kevin Kett
Lead Estimator | Mike Spaeder
Project Owner
Peter Doherty, P.E.
Senior Manager
651.356.5287
dohep@jea.com
Florida
Project
< 15
Years
CMAR$40M+
Project
2.0+
mgd
270
Other Required Forms
E
271
RFQ 08-24-04 PH CMAR Services for WWTP Facilities Project
RESPONDENT INFORMATION AND ACKNOWLEDGEMENT FORM
RFQ # 08-24-04 PH
CMAR Services for Wastewater Treatment Plants Project
The undersigned Respondent does hereby agree to furnish the City of Winter Springs, Florida, the items listed in accordance
with the minimum requirements/evaluation criteria shown by the Request for Qualifications to be delivered to the specified
site for the price indicated.
IT IS THE RESPONDENT’S RESPONSIBILITY TO CHECK www.demandstar.com
FOR FINAL DOCUMENTS AND ADDENDA BEFORE SUBMITTAL
THIS RESPONSE MUST BE SIGNED BY THE PRINCIPAL OR DIRECTOR AS INDICATED BY THE FLORIDA DEPARTMENT OF STATE, DIVISION
OF CORPORATIONS (www.sunbiz.org). Proof of corporate signer must be submitted with Response. If not submitted, Respondent will
be considered non-responsive. Use Sunbiz website screen shot or copy of Corporate Resolution or Power of Attorney.
RESPONDENT NAME:
TAX ID# SNN or EIN:
RESPONDENT ADDRESS:
PURCHASE ORDER ADDRESS:
PHONE NUMBER:
COMPANY WEBSITE:
COMPANY CONTACT (REP):
CONTACT EMAIL ADDRESS:
SIGNATURE:
THE UNDERSIGNED:
A.Acknowledges receipt of:
1.RFP # 08-24-04 PH Pertaining To: CMAR Services for WWTP Project
2.Addenda:
Number: _________, Dated _________________.
Number: _________, Dated _________________.
B.Has examined the site and all RFQ Documents and understands that in submitting its Response, they waive all right
to plead any misunderstanding regarding the same.
C.Agrees:
1.To hold its Response open for 90 calendar days after the bid opening date.
2.To furnish the services specified in this RFQ at fair and competitive pricing and in compliance with the RFQ
Documents.
3.To accept the provisions of the Instructions to Respondents.
4.To negotiate a contract with the CITY incorporating fair and competitive prices, if selected based on this
Response.
5.To accomplish the work in accordance with the contract documents.
D.Certifies:
1.That all information contained in this Response is truthful to the best of my knowledge and belief.
2.That I am duly authorized to submit this Response on behalf of the Respondent and that the Respondent is
ready, willing, and able to perform if awarded the contract based on the Response.
The Haskell Company
59-23287450
111 Riverside Avenue, Jacksonville, FL 32202
904.791.4500
https://www.haskell.com/
Bryan Bedell
bryan.bedell@haskell.com
11-01-2024One
111 Riverside Avenue, Jacksonville, FL 32202
Information and Acknowledgement Form
272
RFQ 08-24-04 PH CMAR Services for WWTP Facilities Project
SUMMARY OF PROFESSIONAL EXPERIENCE & CAPABILITIES FORM
RFQ # 08-24-04 PH
CMAR Services for Wastewater Treatment Plants Project
Use this form to provide projects that demonstrate experience and knowledge with projects that are substantially similar
to this scope of services.
The person named below certifies that the information provided below is true and correct. Respondents who knowingly
submit falsified data shall be subject to suspension and debarment subject to Section 14 of the City of Winter Springs
Purchasing Policy as amended and adopted by the City of Winter Springs City Commission May 08, 2023.
Business Name: __________________________________ RFQ: CMAR Services for WWTP
Authorized Representative: _________________________ Title: __________________________________
Personnel Assigned:
Identify, by name and title, who were or are assigned to this project and indicate their role in the project
Name: ___________________________ Title:____________________ Role: _______________________
Name: ___________________________ Title:____________________ Role: _______________________
Name: ___________________________ Title:____________________ Role: _______________________
Name: ___________________________ Title:____________________ Role: _______________________
Project Scope:
Provide detailed information regarding your firm’s role in the project and the role of key staff members who are
identified in your SOQ. Explain any discrepancy between budgeted and actual/projected costs and schedule and
actual/projected completion dates: Add addition pages as required
__________________________________________________________________________________________________
__________________________________________________________________________________________________
__________________________________________________________________________________________________
Project Name:Project Manager/Lead (from
project team):
Firm for which Project Manager
Worked:Project Reference Name/Title:
Reference Phone:Reference Email:
Project Start Date:Scheduled Completion Date:
Actual Completion Date:Total Project Budget:
Actual Project Cost:Respondent's Fee for Project:
Project Location:Project Delivery Method:
PROJECT #1 (repeat for Projects 2 - 5)
The Haskell Company
Bryan Bedell Vice Pesident
The Haskell Company
Southwest Water
Reclamation Facility
O: 727.892.4165
M: 813.486.6671 diana.smillova@stpete.org
Diana Smillova, P.E.,
Engineering Design
Manager
02/15/2016 06/2020
06/16/2020 $118,844,605
$129,181,651*
CMARSt. Petersburg, Florida
$3,919,505
Joe Kantor, PE, DBIA
The city selected Haskell to oversee all programmatic upgrades and improvements, working with the city’s
design engineers. The program included new biosolids systems, extensive capacity upgrades, and numerous
other improvements. The capacity upgrades expanded the plant from 40-mgd to 54-mgd peak flow capacity.
Phase 1 was fast-tracked to increase filter and hydraulic capacity before the rainy season, while Phase
2 included the addition of two filters, a new clarifier, and modifications to the existing aeration basins and
chlorine contact basin.
Executive Support
Sr Project Manager
DOC
Chief Scheduler
Safety Manager
Quality Manager
Bryan Bedell
Joe Kantor
Paul McElroy
Ashraf Asad
Chris Bunch
Kevin Kett
Vice President
Project DIrector
DOC
Chief Scheduler
Safety Manager
Quality Manager
* Owner added scope including a splitter box
Summary of Professional Experience
273
RFQ 08-24-04 PH CMAR Services for WWTP Facilities Project
SUMMARY OF PROFESSIONAL EXPERIENCE & CAPABILITIES FORM
RFQ # 08-24-04 PH
CMAR Services for Wastewater Treatment Plants Project
Use this form to provide projects that demonstrate experience and knowledge with projects that are substantially similar
to this scope of services.
The person named below certifies that the information provided below is true and correct. Respondents who knowingly
submit falsified data shall be subject to suspension and debarment subject to Section 14 of the City of Winter Springs
Purchasing Policy as amended and adopted by the City of Winter Springs City Commission May 08, 2023.
Business Name: __________________________________ RFQ: CMAR Services for WWTP
Authorized Representative: _________________________ Title: __________________________________
Personnel Assigned:
Identify, by name and title, who were or are assigned to this project and indicate their role in the project
Name: ___________________________ Title:____________________ Role: _______________________
Name: ___________________________ Title:____________________ Role: _______________________
Name: ___________________________ Title:____________________ Role: _______________________
Name: ___________________________ Title:____________________ Role: _______________________
Project Scope:
Provide detailed information regarding your firm’s role in the project and the role of key staff members who are
identified in your SOQ. Explain any discrepancy between budgeted and actual/projected costs and schedule and
actual/projected completion dates: Add addition pages as required
__________________________________________________________________________________________________
__________________________________________________________________________________________________
__________________________________________________________________________________________________
Project Name:Project Manager/Lead (from
project team):
Firm for which Project Manager
Worked:Project Reference Name/Title:
Reference Phone:Reference Email:
Project Start Date:Scheduled Completion Date:
Actual Completion Date:Total Project Budget:
Actual Project Cost:Respondent's Fee for Project:
Project Location:Project Delivery Method:
PROJECT #1 (repeat for Projects 2 - 5)
The Haskell Company
Bryan Bedell Vice Pesident
The Haskell Company
Lower Poplar and Rocky
Creek WRF Upgrades
Facility
478.464.5689 fevans@maconwater.org
Frank Evans
Director of Maintenance
04/11/2019 05/2022
05/31/2022 $33,000,000
$50,332,297*
Progressive
Design-BuildMacon, Georgia
$1,832,530
Bryan Bedell, MBA, DBIA
Haskell was selected for the upgrades to the water reclamation facility, including an influent channel screen
replacement, new grit removal system, solids dewatering equipment replacement and building renovation,
bioreactor aerator motor replacement and sodium bisulfite feed system repair chlorine analyzer replacement.
*Owner added scope.
Executive Support
DOC
Chief Scheduler
Safety Manager
Bryan Bedell
Paul McElroy
Ashraf Asad
Chris Bunch
Vice President
DOC
Chief Scheduler
Safety Manager
*(Owner-initiated additional phases. Capacity upgrades were added)
274
RFQ 08-24-04 PH CMAR Services for WWTP Facilities Project
SUMMARY OF PROFESSIONAL EXPERIENCE & CAPABILITIES FORM
RFQ # 08-24-04 PH
CMAR Services for Wastewater Treatment Plants Project
Use this form to provide projects that demonstrate experience and knowledge with projects that are substantially similar
to this scope of services.
The person named below certifies that the information provided below is true and correct. Respondents who knowingly
submit falsified data shall be subject to suspension and debarment subject to Section 14 of the City of Winter Springs
Purchasing Policy as amended and adopted by the City of Winter Springs City Commission May 08, 2023.
Business Name: __________________________________ RFQ: CMAR Services for WWTP
Authorized Representative: _________________________ Title: __________________________________
Personnel Assigned:
Identify, by name and title, who were or are assigned to this project and indicate their role in the project
Name: ___________________________ Title:____________________ Role: _______________________
Name: ___________________________ Title:____________________ Role: _______________________
Name: ___________________________ Title:____________________ Role: _______________________
Name: ___________________________ Title:____________________ Role: _______________________
Project Scope:
Provide detailed information regarding your firm’s role in the project and the role of key staff members who are
identified in your SOQ. Explain any discrepancy between budgeted and actual/projected costs and schedule and
actual/projected completion dates: Add addition pages as required
__________________________________________________________________________________________________
__________________________________________________________________________________________________
__________________________________________________________________________________________________
Project Name:Project Manager/Lead (from
project team):
Firm for which Project Manager
Worked:Project Reference Name/Title:
Reference Phone:Reference Email:
Project Start Date:Scheduled Completion Date:
Actual Completion Date:Total Project Budget:
Actual Project Cost:Respondent's Fee for Project:
Project Location:Project Delivery Method:
PROJECT #1 (repeat for Projects 2 - 5)
The Haskell Company
Bryan Bedell Vice Pesident
The Haskell Company
Alachua Advanced
Water Reclamation
Facility
386.462.4163 jswilley@cityofalachua.com
John Swilley,
Wastewater System
Supervisor
11/09/2009 07/2011
7/25/2011 $20,600,530
$21,277,450
CMARAlachua, Florida
$1,048,722
Paul McElroy, DBIA
The new advanced wastewater treatment facility has an initial capacity of 1.5-mgd, with a future expansion
potential of 4.0-mgd. Haskell provided preconstruction services and construction management and self-
performed in constructing concrete structures and installing mechanical equipment. The new plant includes
various treatment processes to meet nitrogen, carbon, and phosphorus reduction standards. Additional
improvements include an administration building, maintenance area, and electrical transformer system.
Upgrades were also made to the motor control center and SCADA system.
DOC
Quality Manager
Paul McElroy
Kevin Kett
DOC
Quality Manager
275
RFQ 08-24-04 PH CMAR Services for WWTP Facilities Project
SUMMARY OF PROFESSIONAL EXPERIENCE & CAPABILITIES FORM
RFQ # 08-24-04 PH
CMAR Services for Wastewater Treatment Plants Project
Use this form to provide projects that demonstrate experience and knowledge with projects that are substantially similar
to this scope of services.
The person named below certifies that the information provided below is true and correct. Respondents who knowingly
submit falsified data shall be subject to suspension and debarment subject to Section 14 of the City of Winter Springs
Purchasing Policy as amended and adopted by the City of Winter Springs City Commission May 08, 2023.
Business Name: __________________________________ RFQ: CMAR Services for WWTP
Authorized Representative: _________________________ Title: __________________________________
Personnel Assigned:
Identify, by name and title, who were or are assigned to this project and indicate their role in the project
Name: ___________________________ Title:____________________ Role: _______________________
Name: ___________________________ Title:____________________ Role: _______________________
Name: ___________________________ Title:____________________ Role: _______________________
Name: ___________________________ Title:____________________ Role: _______________________
Project Scope:
Provide detailed information regarding your firm’s role in the project and the role of key staff members who are
identified in your SOQ. Explain any discrepancy between budgeted and actual/projected costs and schedule and
actual/projected completion dates: Add addition pages as required
__________________________________________________________________________________________________
__________________________________________________________________________________________________
__________________________________________________________________________________________________
Project Name:Project Manager/Lead (from
project team):
Firm for which Project Manager
Worked:Project Reference Name/Title:
Reference Phone:Reference Email:
Project Start Date:Scheduled Completion Date:
Actual Completion Date:Total Project Budget:
Actual Project Cost:Respondent's Fee for Project:
Project Location:Project Delivery Method:
PROJECT #1 (repeat for Projects 2 - 5)
The Haskell Company
Bryan Bedell Vice Pesident
The Haskell Company
Wastewater Treatment
Plant Expansion and
Improvements
04/2009 07/2010
07/2010 $27,686,841
$27,686,841
CMARLive Oak Florida
$720,478
Bryan Bedell, MBA, DBIA
The City of Live Oak selected Haskell as design-builder to work in partnership with their engineer to expand
and improve their existing 1.25-mgd wastewater treatment plant to reuse quality effluent. Prior to completing
the Live Oak WWTP Phase I project, the City selected Haskell again as their CMAR to continue working with
their engineer to expand their reuse quality wastewater treatment plant to a capacity of 2.5-mgd and biosolids
facilities under a Phase II engagement. Features included two oxidation ditches, two secondary clarifiers,
three effluent filters, effluent pump station, reuse storage tank, emergency generators, dewatering building
with screw press and 10 miles of reuse transmission main piping.
DOC
Construction Manager
Paul McElroy
Paul Gilsdorf
DOC
Project Manager
Robert Farley,
former City Administrator
N/AN/A
276
RFQ 08-24-04 PH CMAR Services for WWTP Facilities Project
SUMMARY OF PROFESSIONAL EXPERIENCE & CAPABILITIES FORM
RFQ # 08-24-04 PH
CMAR Services for Wastewater Treatment Plants Project
Use this form to provide projects that demonstrate experience and knowledge with projects that are substantially similar
to this scope of services.
The person named below certifies that the information provided below is true and correct. Respondents who knowingly
submit falsified data shall be subject to suspension and debarment subject to Section 14 of the City of Winter Springs
Purchasing Policy as amended and adopted by the City of Winter Springs City Commission May 08, 2023.
Business Name: __________________________________ RFQ: CMAR Services for WWTP
Authorized Representative: _________________________ Title: __________________________________
Personnel Assigned:
Identify, by name and title, who were or are assigned to this project and indicate their role in the project
Name: ___________________________ Title:____________________ Role: _______________________
Name: ___________________________ Title:____________________ Role: _______________________
Name: ___________________________ Title:____________________ Role: _______________________
Name: ___________________________ Title:____________________ Role: _______________________
Project Scope:
Provide detailed information regarding your firm’s role in the project and the role of key staff members who are
identified in your SOQ. Explain any discrepancy between budgeted and actual/projected costs and schedule and
actual/projected completion dates: Add addition pages as required
__________________________________________________________________________________________________
__________________________________________________________________________________________________
__________________________________________________________________________________________________
Project Name:Project Manager/Lead (from
project team):
Firm for which Project Manager
Worked:Project Reference Name/Title:
Reference Phone:Reference Email:
Project Start Date:Scheduled Completion Date:
Actual Completion Date:Total Project Budget:
Actual Project Cost:Respondent's Fee for Project:
Project Location:Project Delivery Method:
PROJECT #1 (repeat for Projects 2 - 5)
The Haskell Company
Bryan Bedell Vice Pesident
The Haskell Company
JEA Greenland Water
Reclamation Facility
651.356.5287 dohep@jea.com
Peter Doherty, PE
Senior Manager
11/21/2019 03/2025- on schedule
In progress $118,000,000
$122,101,114*
CMARJacksonville, Florida
$6,750,000
Joe Kantor, PE, DBIA
A greenfield 4-mgd WRF with potential expansion for an additional 4-mgd to JEA’s existing reclaimed water
distribution system. The facility will be located on land adjacent to JEA’s Greenland Energy Center in Duval
County. It will provide new wastewater services south and west of the St John’s River, with a portion of the
wastewater flows being redirected from the existing Arlington East WRF and Mandarin WRF. Treatment
processes will include biological nutrient removal, tertiary filtration, and UV disinfection. * [Owner added
scope including a splitter box]
Executive Support
Sr Project Manager
DOC
Lead Estimator
Construction Manager
Chief Scheduler
Safety Manager
Quality Manager
Bryan Bedell
Joe Kantor
Paul McElroy
Joe Daigneault
Paul Gilsdorf
Ashraf Asad
Chris Bunch
Kevin Kett
Vice President
Project Director
DOC
Preconstruction Mgr
Construction Mgr
Chief Scheduler
Safety Manager
Quality Manager
* Owner added scope
277
3 | Insurance and Bonding Capacity
278
Bonding Letter
USI Insurance Services, Inc.
One Concourse Parkway
Suite 700
Atlanta, GA 30327
October 3, 2024
City of Winter Springs
Procurement Department
1126 East SR 434
Winter Springs, Florida 32708
Re: The Haskell Company
CMAR Wastewater Treatment Facilities City of Winter Springs East and West Water Facilities
RFQ # 08-24-04 PH
To Whom It May Concern:
The Haskell Company is a highly regarded and valued client of Travelers Casualty and Surety Company of America and
Liberty Mutual Insurance Company. We hold its management in the highest regard. The Haskell Company has
performed a wide variety of projects including design build, construction management at risk, federal work, school
projects, medical facilities, water/wastewater along with various other commercial and government work. We have had
the privilege of providing surety credit for The Haskell Company and would consider single jobs of $250 million and an
aggregate program of $1.5 billion. Please be advised The Haskell Company has $750 million in available bonding
capacity at this time.
For qualification purposes, we are favorably considering providing the performance and payment bonds for the captioned
project.
We confirm that Travelers Casualty and Surety Company of America and Liberty Mutual Insurance Company carry
A. M. Best Ratings of A++ XV and A XV respectively. In addition, the sureties are properly licensed to conduct business
in all states and are listed with the United States Department of Treasury’s Listing of approved sureties.
Travelers Casualty and Surety Company of America and Liberty Mutual Insurance Company reserve the right to
underwrite each surety obligation individually at the time bid or final bonds are required. We also expect that the
execution of any final bonds would be subject to a review of the final contract terms, conditions and financing by our
client and their sureties. We assume no liability to third parties or to you if for any reason we do not execute said bonds.
The terms of this letter are valid for a period of one year. Should the need arise for this period to be extended; it must be
done so by the surety in the form of written notification.
If you should need further assurances on our fine client, please contact our office at (404) 923-3700.
Sincerely,
TRAVELERS CASUALTY AND SURETY COMPANY OF AMERICA
LIBERTY MUTUAL INSURANCE COMPANY
Annette Wisong
Attorney-In-Fact
279
3 October 2024
280
3 October 2024
281
RFQ 08-24-04 PH CMAR Services for WWTP Facilities Project
SCRUTINIZED COMPANY CERTIFICATION
Florida Statutes, Sections 287.135 and 215.473
Pursuant to Section 287.135, Florida Statutes (2017), a company is ineligible to, and may not, bid on, submit a Proposal for,
or enter into or renew a contract with the CITY for goods or services of:
a.Any amount if, at the time of submitting a Response for, or entering into or renewing such contract, the
Respondent is on the Scrutinized Companies that Boycott Israel List, created pursuant to s. 215.4725, or is engaged
in a boycott of Israel; or
b.One million dollars or more if, at the time of bidding on, submitting a Proposal for, or entering into or renewing
such contract, the Respondent:
Is on the Scrutinized Companies with Activities in Sudan List or the Scrutinized Companies with Activities in the Iran
Terrorism Sectors List, created pursuant to s. 215.473; or
c.Is engaged in business operations in Cuba or Syria.
Subject to limited exceptions provided in state law, the CITY will not contract for the provision of goods or services with any
scrutinized company referred to above. The Respondent must submit this required certification form attesting that it is not
a scrutinized company and is not engaging in prohibited business operations.
The following shall be grounds for termination of the contract at the option of the awarding body:
a.The Respondent is found to have submitted a false certification; been placed on the Scrutinized Companies with
Activities in Sudan List;
b.Been placed on the Scrutinized Companies that Boycott Israel List or
c.Is engaged in a boycott of Israel; or
d.Been engaged in business operations in Cuba or Syria.
e.Has been placed on a list created pursuant to s. 215.473, Florida Statutes, relating to scrutinized active business
operations in Iran.
The CITY shall provide notice, in writing, to the Respondent of any determination concerning a false certification.
a.The Respondent shall have five (5) days from receipt of notice to refute the false certification allegation.
b.If such false certification is discovered during the active contract term, the Respondent shall have ninety (90) days
following receipt of the notice to respond in writing and demonstrate that the determination of false certification
was made in error.
c.If the Respondent does not demonstrate that the CITY’s determination of false certification was made in error then
the CITY shall have the right to terminate the contract and seek civil remedies pursuant to Section 287.135, Florida
Statutes.
Scrutinized Company Certification
282
283
Non-Collusion Affidavit
284
Drug Free Workplace
285
RFQ 08-24-04 PH CMAR Services for WWTP Facilities Project
PUBLIC ENTITY CRIMES STATEMENT
SWORN STATEMENT UNDER F.S. SECTION 287.133(3) (A), ON PUBLIC ENTITY CRIMES
THIS FORM MUST BE SIGNED IN THE PRESENCE OF A NOTARY PUBLIC OR OTHER OFFICER AUTHORIZED TO
ADMINISTER OATHS.
1.This sworn statement is submitted with Response for RFQ # 08-24-04 PH CMAR Service for WWTP Project.
2.This sworn statement is submitted by (Respondent) ___________________________ whose business address is
_____________________________________ and (if applicable) Federal Employer Identification Number (FEIN)
is _____________________ (If a Sole Proprietor and you have no FEIN, include the last four (4) digits of your
Social Security Number: ___________.
3.My name is ____________________ and my relationship to the Respondent named above is ____________________.
4.I understand that a "public entity crime" as defined in Paragraph 287.133(a) (g). Florida Statutes, means a
violation of any state or federal law by a person with respect to and directly related to the transaction of business with
any public entity or with an agency or political subdivision of any other state or with the United States, including, but not
limited to, any proposal or contract for goods or services to be provided to any public entity or any agency or political
subdivision of any other state or of the United States and involving antitrust, fraud, theft, bribery, collusion,
racketeering, conspiracy, or material misrepresentation.
5.I understand that "convicted" or "conviction" as defined in paragraph 287.133(a) (b), Florida Statutes, means
finding of guilt or a conviction of a public entity crime with or without an adjudication of guilt, in any federal or state trial
court of records relating to charges brought by indictment or information after July 1, 1989, as a result of a jury verdict,
non-jury trial, or entry of a plea of guilty or nolo contendere.
6.I understand that an "affiliate" as defined in Paragraph 287.133(1) (a), Florida Statutes, means:
•A predecessor or successor of a person convicted of a public entity crime; or
•An entity under the control of any natural person who is active in the management of the entity and who has
been convicted of a public entity crime. The term "affiliate" includes those officers, directors, executives,
partners, shareholders, employees, members, and agents who are active in the management of an affiliate. The
City of Fernandina Beach, Florida ownership by one of shares constituting a controlling income among persons
when not for fair interest in another person, or a pooling of equipment or income among persons when not for
fair market value under a length agreement, shall be a prima facie case that one person controls another
person. A person who was knowingly convicted of a public entity crime, in Florida during the preceding 36
months shall be considered an affiliate.
7.I understand that a "person" as defined in Paragraph 287.133(1) (e), Florida Statutes, means any natural person
or entity organized under the laws of the state or of the United States with the legal power to enter into a binding
contract for provision of goods or services let by a public entity, or which otherwise transacts or applies to transact
business with a public entity. The term "person" includes those officers, directors, executives, partners, shareholders,
employees, members, and agents who are active in management of an entity.
8.Based on information and belief, the statement which I have marked below is true in relation to the entity submitting
this sworn statement. (Please indicate which statement applies)
____Neither the entity submitting this sworn statement, nor any officers, directors, executives, partners, shareholders,
employees, members, or agents who are active in management of the entity, nor affiliate of the entity have been
charged with and convicted of a public entity crime subsequent to July 1, 1989.
The Haskell Company
111 Riverside Avenue, Jacksonville, FL 32202
59-23287450
Bryan Bedell Vice Pesident
XX
N/A
Public Entity Crimes Statement
286
287
RFQ 08-24-04 PH CMAR Services for WWTP Facilities Project
DEBARMENT, SUSPENSION and OTHER RESPONSIBILITY MATTERS
Certification A - Primary Covered Transactions
The prospective primary participant certifies to the best of its knowledge and belief that its principals:
Are not presently debarred, suspended, proposed for debarment, declared ineligible, or voluntarily excluded
from covered transactions by any Federal debarment or agency;
a.Have not within a three-year period preceding this proposal, been convicted of or had a civil
judgment rendered against them for commission of fraud or a criminal offense in connection with obtaining,
attempting to obtain, or performing a public (Federal, State, or local) transaction or contract under a public
transaction; violation of Federal or State antitrust statutes or commission of embezzlement, theft, forgery,
bribery, falsification, or destruction of records, making false statements, or receiving stolen property;
b.Are not presently indicted for or otherwise criminally or civilly charged by a governmental entity
(Federal, State, or local) with commission of any of the offenses enumerated in paragraph (1) (b) of this
certification; and
c.Have not within a three-year period preceding this application/proposal had one or more public
transactions (Federal, State, or local) terminated for cause or default.
Where the prospective primary participant is unable to certify to any of the statements in this certification,
such prospective participant shall attach an explanation of this proposal.
Instructions for Certification (A)
By signing and submitting this Bid, the prospective primary participant is providing the certification set out
below;
a.The inability of a person to provide the certification required below will not necessarily result in
denial of participation in this covered transaction. The prospective participant shall submit an explanation of
why it cannot provide the certification set out below. The certification or explanation will be considered in
connection with the department or agency’s determination whether to enter into this transaction. However,
failure of the prospective primary participant to furnish a certification or any explanation shall disqualify such
person from participation in this transaction.
b.The certification in this clause is a material representation of fact upon which reliance was placed
when the department or agency determined to enter into this transaction. If it is later determined that the
prospective primary participant knowingly rendered an erroneous
certification, in addition to other remedies available to the Federal Government, the department or agency
may terminate this transaction for cause or default.
c.The prospective primary participant shall provide immediate written notice to the department or
agency to which this proposal is submitted if at any time the prospective primary participant learns that its
certification was erroneous when submitted or has become erroneous by reason of changed circumstances.
d.The terms covered transaction, debarred, suspended, ineligible, lower tier covered transaction,
participant, person, primary covered transaction, principal, proposal, and voluntarily excluded, as used in this
clause, have the meanings set out in the Definitions and Coverage sections of the rules implementing Executive
Order 12549. You may contact the department or agency to which this proposal is being submitted for
assistance in obtaining a copy of these regulations.
Debarment, Suspension and Other
288
RFQ 08-24-04 PH CMAR Services for WWTP Facilities Project
e.The prospective primary participant agrees by submitting this proposal that, should the proposed
covered transaction be entered into, it shall not knowingly enter into any lower tier covered transaction with
a person who is debarred, suspended, declared ineligible, or voluntarily excluded from participation in this
covered transaction, unless authorized by the department or agency entering into this transaction.
f.The prospective primary participant further agrees by submitting this proposal that it will include the
clause titled “Certification Regarding Debarment, Suspension, Ineligibility and Voluntary Exclusion – Lower Tier
Covered Transaction,” provided by the department or agency entering into this covered transaction, without
modification, in all lower tier covered transactions and in all solicitations for lower tier covered transactions.
g.A participant in a covered transaction may rely upon a certification of a prospective participant
in a lower tier covered transaction that it is not debarred, suspended, ineligible, or voluntarily excluded
from the covered transaction, unless it knows that the certification is erroneous. A participant may decide
the method and frequency by which it determines this eligibility of its principals. Each participant may,
but is not required to, check the Non- procurement List.
h.Nothing contained in the foregoing shall be construed to require establishment of a system of
records in order to render in good faith the certification required by this clause. The knowledge and
information of a participant is not required to exceed that which is normally possessed by a prudent person
in the ordinary course of business dealings.
i.Except for transactions authorized under paragraph (6) of these instructions, if a participant in a
covered transaction knowingly enters into a lower tier covered transaction with a person who is suspended,
debarred, ineligible, or voluntarily excluded from participation in this transaction, in addition to other remedies
available to the Federal Government, the department or agency may terminate this transaction for cause of
default.
Certification B - Lower Tier Covered Transactions
a.The prospective lower tier participant certifies, by submission of this proposal, that neither it nor
its principals is presently debarred, suspended, proposed for debarment, declared ineligible, or voluntarily
excluded from participation in this transaction by any Federal department or agency.
b.Where the prospective lower tier participant is unable to certify to any of the statements in this
certification, such prospective participant shall attach an explanation to this proposal.
By signing and submitting this proposal, the prospective lower tier participant is providing the certification set
out below.
a.The certification in this clause is a material representation of fact upon which reliance was placed
when this transaction was entered into. If it is later determined that the prospective lower tier participant
knowingly rendered an erroneous certification, in addition to other remedies available to the Federal
Government, the department or agency with which this transaction originated may pursue available
remedies, including suspension and/or debarment.
b.The prospective lower tier participant shall provide immediate written notice to the person to whom
this proposal is submitted if at any time the prospective lower tier participant learns that its certification was
erroneous when submitted or has become erroneous by reason of changed circumstances.
c.The terms covered transaction, debarred, suspended, ineligible, lower tier covered transaction,
participant, person, primary covered transaction, principal, proposal, and voluntarily excluded, as used in this
clause, have the meanings set out in the Definitions and Coverage sections of rules implementing Executive
Order 12549. You may contact the person to which this proposal is submitted for assistance in obtaining a
copy of these regulations.
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THE E-VERIFY
MEMORANDUM OF UNDERSTANDING
FOR EMPLOYERS USING AN E-VERIFY EMPLOYER AGENT
ARTICLE I
PURPOSE AND AUTHORITY
The parties to this agreement are the Department of Homeland Security (DHS), the The Haskell
Company (Employer), and the E-Verify Employer Agent. The purpose of this agreement is to set forth terms and
conditions which the Employer and the E-Verify Employer Agent will follow while participating in E-Verify.
E-Verify is a program that electronically confirms an employee's eligibility to work in the United States after
completion of Form I-9, Employment Eligibility Verification (Form I-9). This Memorandum of Understanding (MOU)
explains certain features of the E-Verify program and describes specific responsibilities of the Employer, the E-Verify
Employer Agent, the Social Security Adm inistration (SSA), and DHS.
Authority for the E-Verify program is found in Title IV, Subtitle A, of the Illegal Immigration Reform and Immigrant
Responsibility Act of 1996 (IIRIRA), Pub. L. 104-208, 110 Stat. 3009, as amended (8 U.S.C. Section 1324a note). The
Federal Acquisition Regulation (FAR) Subpart 22.18, "Employment Eligibility Verification" and Executive Order
12989, as amended, provide authority for Federal contractors and subcontractors (Federal contractor) to use E-
Verify to verify the employment eligibility of certain employees working on Federal contracts.
ARTICLE II
RESPONSIBILITIES
A. RESPONSIBILITIES OF THE EMPLOYER
1. The Employer agrees to display the following notices supplied by DHS in a prominent place that is clearly
visible to prospective employees and all employees who are to be verified through the system:
A. Notice of E-Verify Participation
B. Notice of Right to Work
2. The Employer agrees to provide to the SSA and DHS the names, titles, addresses, and telephone numbers of
the Employer representatives to be contacted about E-Verify. The Employer also agrees to keep such
information current by providing updated information to SSA and DHS whenever the representatives'
contact information changes.
3. The Employer shall become familiar with and comply with the most recent version of the E-Verify User
Manual. The Employer will obtain the E-Verify User Manual from the E-Verify Employer Agent.
4. The Employer agrees to comply with current Form I-9 procedures, with two exceptions:
A. If an employee presents a "List B" identity document, the Employer agrees to only accept "List B"
documents that contain a photo. (List B documents identified in 8 C.F.R. 274a.2(b)(1)(B)) can be
presented during the Form I-9 process to establish identity.) If an employee objects to the photo
requirement for religious reasons, the Employer should contact E-Verify at 1-888-464-4218.
B. If an employee presents a DHS Form I-551 (Permanent Resident Card), Form I-766 (Employment
Authorization Document), or U.S. Passport or Passport Card to complete I-Form I-9, the Employer
agrees to make a photocopy of the document and to retain the photocopy with the employee's Form
I-9. The Employer will use the photocopy to verify the photo and to assist DHS with its review of
photo mismatches that employees contest. DHS may in the future designate other documents that
activate the photo screening tool.
Note: Subject only to the exceptions noted previously in this paragraph, employees still retain the right to
present any List A, or List B and List C, document(s) to complete the Form I-9.
5. The Employer agrees to record the case verification number on the employee's Form I-9 or to print the
screen containing the case verification number and attach it to the employee's Form I-9.
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6. The Employer agrees that, although it participates in E-Verify, the Employer has a responsibility to
complete, retain, and make available for inspection Forms I-9 that relate to its employees, or from other
requirements of applicable regulations or laws, including the obligation to comply with the antidiscrimination
requirements of section 274B of the INA with respect to Form I-9 procedures.
A. The following modified requirements are the only exceptions to an Employer's obligation to not
employ unauthorized workers and comply with the anti-discrimination provision of the INA: (1) List B
identity documents must have photos, as described in paragraph 5 above; (2) When an Employer
confirms the identity and employment eligibility of newly hired employee using E-Verify procedures,
the Employer estab lishes a rebuttable presumption that it has not violated section 274A(a)(1)(A) of
the Immigration and Nationality Act (INA) with respect to the hiring of that employee; (3) If the
Employer receives a final nonconfirmation for an employee, but continues to employ that person,
the Employer must notify DHS and the Employer is subject to a civil money penalty between $550
and $1,100 for each failure to notify DHS of continued employment following a final
nonconfirmation; (4) If the Employer continues to employ an employee after receiving a final
nonconfirmation, then the Employer is subject to a rebuttable presumption that it has knowingly
employed an unauthorized alien in violation of section 274A(a)(1)(A); and (5) no E-Verify participant
is civilly or criminally liable under any law for any action taken in good faith based on information
provided through the E-Verify.
B. DHS reserves the right to conduct Form I-9 compliance inspections, as well as any other
enforcement or compliance activity authorized by law, including site visits, to ensure proper use of
E-Verify.
7. The Employer is strictly prohibited from creating an E-Verify case before the employee has been hired,
meaning that a firm offer of employment was extended and accepted and Form I-9 was completed. The
Employer agrees to create an E-Verify case for new employees within three Employer business days after
each employee has been hired (after both Sections 1 and 2 of Form I-9 have been completed), and to
complete as many steps of the E-Verify process as are necessary according to the E-Verify User Manual. If E-
Verify is temporarily unavailable, the three-day time period will be extended until it is again operational in
order to accommodate the Employer's attempting, in good faith, to make inquiries during the period of
unavailability.
8. The Employer agrees not to use E-Verify for pre-employment screening of job applicants, in support of any
unlawful employment practice, or for any other use that this MOU or the E-Verify User Manual does not
authorize.
9. The Employer must use E-Verify (through its E-Verify Employer Agent) for all new employees. The Employer
will not verify selectively and will not verify employees hired before the effective date of this MOU.
Employers who are Federal contractors may qualify for exceptions to this requirement as described in Article
II.B of this MOU.
10. The Employer agrees to follow appropriate procedures (see Article III below) regarding tentative
nonconfirmations. The Employer must promptly notify employees in private of the finding and provide them
with the notice and letter containing information specific to the employee's E-Verify case. The Employer
agrees to provide both the English and the translated notice and letter for employees with limited English
proficiency to employees. The Employer agrees to provide written referral instructions to employees and
instruct affected employees to bring the English copy of the letter to the SSA. The Employer must allow
employees to contest the finding, and not take adverse action against employees if they choose to contest
the finding, while their case is still pending. Further, when employees contest a tentative nonconfirmation
based upon a photo mismatch, the Employer must take additional steps (see Article III.B below) to contact
DHS with information necessary to resolve the challenge.
11. The Employer agrees not to take any adverse action against an employee based upon the employee's
perceived employment eligibility status while SSA or DHS is processing the verification request unless the
Employer obtains knowledge (as defined in 8 C.F.R. Section 274a.1(l)) that the employee is not work
authorized. The Employer understands that an initial inability of the SSA or DHS automated verification
system to verify work authorization, a tentative nonconfirmation, a case in continuance (indicating the need
for additional time for the government to resolve a case), or the finding of a photo mismatch, does not
establish, and should not be interpreted as, evidence that the employee is not work authorized. In any of
such cases, the employee must be provided a full and fair opportunity to contest the finding, and if he or
she does so, the employee may not be terminated or suffer any adverse employment consequences based
upon the employee's perceived employment eligibility status (including denying, reducing, or extending
work hours, delaying or preventing training, requiring an employee to work in poorer conditions, withholding
pay, refusing to assign the employee to a Federal contract or other assignment, or otherwise assuming that
he or she is unauthorized to work) until and unless secondary verification by SSA or DHS has been
completed and a final nonconfirmation has been issued. If the employee does not choose to contest a
tentative nonconfirmation or a photo mismatch or if a secondary verification is completed and a final
nonconfirmation is issued, then the Employer can find the employee is not work authorized and terminate
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the employee's employment. Employers or employees with questions about a final nonconfirmation may call
E-Verify at 1-888-464-4218 (customer service) or 1-888-897-7781 (worker hotline).
12. The Employer agrees to comply with Title VII of the Civil Rights Act of 1964 and section 274B of the INA as
applicable by not discriminating unlawfully against any individual in hiring, firing, employment eligibil ity
verification, or recruitment or referral practices because of his or her national origin or citizenship status, or
by committing discriminatory documentary practices. The Employer understands that such illegal practices
can include selective verification or use of E-Verify except as provided in part D below, or discharging or
refusing to hire employees because they appear or sound "foreign" or have received tentative
nonconfirmations. The Employer further understands that any violation of the immigration-related unfair
employment practices provisions in section 274B of the INA could subject the Employer to civil penalties,
back pay awards, and other sanctions, and violations of Title VII could subject the Employer to back pay
awards, compensatory and punitive damages. Violations of either sect ion 274B of the INA or Title VII may
also lead to the termination of its participation in E-Verify. If the Employer has any questions relating to the
anti-discrimination provision, it should contact OSC at 1-800-255-8155 or 1-800-237-2515 (TDD).
13. The Employer agrees that it will use the information it receives from E-Verify (through its E-Verify Employer
Agent) only to confirm the employment eligib ility of employees as authorized by this MOU. The Employer
agrees that it will safeguard this information, and means of access to it (such as PINS and passwords), to
ensure that it is not used for any other purpose and as necessary to protect its confidentiality, including
ensuring that it is not disseminated to any person other than employees of the Employer who are authorized
to perform the Employer's responsibilities under this MOU, except for such dissemination as may be
authorized in advance by SSA or DHS for legitimate purposes.
14. The Employer agrees to notify DHS immediately in the event of a breach of personal information. Breaches
are defined as loss of control or unauthorized access to E-Verify personal data. All suspected or confirmed
breaches should be reported by calling 1-888-464-4218 or via email a E-Verify@uscis.dhs.gov. Please use
"Privacy Incident - Password" in the subject line of your email when sending a breach report to E-Verify.
15. The Employer acknowledges that the information it receives through the E-Verify Employer Agent from SSA
is governed by the Privacy Act (5 U.S.C. Section 552a(i)(1) and (3)) and the Social Security Act (42 U.S.C.
1306(a)). Any person who obtains this information under false pretenses or uses it for any purpose other
than as provided for in this MOU may be subject to criminal penalties.
16. The Employer agrees to cooperate with DHS and SSA in their compliance monitoring and evaluation of E-
Verify (whether directly or through their E-Verify Employer Agent), which includes permitting DHS, SSA, their
contractors and other agents, upon reasonable notice, to review Forms I-9 and other employment records
and to interview it and its employees regarding the Employer's use of E-Verify, and to respond in a prompt
and accurate manner to DHS requests for information relating to their participation in E-Verify.
17. The Employer shall not make any false or unauthorized claims or references about its participation in E-
Verify on its website, in advertising materials, or other media. The Employer shall not describe its services
as federally-approved, federally-certified, or federally-recognized, or use language with a similar intent on
its website or other materials provided to the public. Entering into this MOU does not mean that E-Verify
endorses or authorizes your E-Verify services and any claim to that effect is false.
18. The Employer shall not state in its website or other public documents that any language used therein has
been provided or approved by DHS, USCIS or the Verification Division, without first obtaining the prior
written consent of DHS.
19. The Employer agrees that E-Verify trademarks and logos may be used only under license by DHS/USCIS (see
M-795 (Web )) and, other than pursuant to the specific terms of such license, may not be used in any
manner that might imply that the Employer's services, products, websites, or publications are sponsored by,
endorsed by, licensed by, or affiliated with DHS, USCIS, or E-Verify.
20. The Employer understands that if it uses E-Verify procedures for any purpose other than as authorized by
this MOU, the Employer may be subject to appropriate legal action and termination of its participation in E-
Verify according to this MOU.
21. The Employer agrees that it will notify its E-Verify Employer Agent immediately if it is awarded a federal
contract with the FAR clause. Your E-Verify Employer Agent needs this information so that it can update
your company's E-Verify profile within 30 days of the contract award date.
B. RESPONSIBILITIES OF E-VERIFY EMPLOYER AGENT
1. The E-Verify Employer Agent agrees to provide to the SSA and DHS the names, titles, addresses, and
telephone numbers of the E-Verify Employer Agent representatives who will be accessing information under
E-Verify and shall update them as needed to keep them current.
2. The E-Verify Employer Agent agrees to become familiar with and comply with the E-Verify User Manual and
provide a copy of the most current version of the E-Verify User Manual to the Employer so that the Employer
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can become familiar with and comply with E-Verify policy and procedures. The E-Verify Employer Agent
agrees to obtain a revised E-Verify User Manual as it becomes available and to provide a copy of the revised
version to the Employer no later than 30 days after the manual becomes available.
3. The E-Verify Employer Agent agrees that any person accessing E-Verify on its behalf is trained on the most
recent E-Verify policy and procedures.
4. The E-Verify Employer Agent agrees that any E-Verify Employer Agent Representative who will perform
employment verification cases will complete the E-Verify Tutorial before that individual initiates any cases.
A. The E-Verify Employer Agent agrees that all E-Verify Employer Agent representatives will take the
refresher tutorials initiated by the E-Verify program as a condition of continued use of E-Verify,
including any tutorials for Federal contractors, if any of the Employers represented by the E-Verify
Employer Agent is a Federal contractor.
B. Failure to complete a refresher tutorial will prevent the E-Verify Employer Agent and Employer from
continued use of E-Verify.
5. The E-Verify Employer Agent agrees to grant E-Verify access only to current employees who need E-Verify
access. The E-Verify Employer Agent must promptly terminate an employee's E-Verify access if the
employee is separated from the company or no longer needs access to E-Verify.
6. The E-Verify Employer Agent agrees to obtain the necessary equipment to use E- Verify as required by the
E-Verify rules and regulations as modified from time to time.
7. The E-Verify Employer Agent agrees to, consistent with applicable laws, regulations, and policies, commit
sufficient personnel and resources to meet the requirements of this MOU.
8. The E-Verify Employer Agent agrees to provide its clients with training on E-Verify processes, policies, and
procedures. The E-Verify Employer Agent also agrees to provide its clients with ongoing E-Verify training as
needed. E-Verify is not responsible for pr oviding training to clients of E-Verify Employer Agents.
9. The E-Verify Employer Agent agrees to provide the Employer with the notices described in Article II.B.1
below.
10. The E-Verify Employer Agent agrees to create E-Verify cases for the Employer it represents in accordance
with the E-Verify Manual, the E-Verify Web-Based Tutorial and all other published E-Verify rules and
procedures. The E-Verify Employer Agent will create E-Verify cases using information provided by the
Employer and will immediately communicate the response back to the Employer. If E-Verify is temporarily
unavailable, the three-day time period will be extended until it is again operational in order to
accommodate the E-Verify Employer Agent's attempting, in good faith, to make inquiries on behalf of the
Employer during the period of unavailability
11. When the E-Verify Employer Agent receives notice from a client company that it has received a contract
with the FAR clause, then the E-Verify Employer Agent must update the company's E-Verify profile within 30
days of the contract award date.
12. If data is transmitted between the E-Verify Employer Agent and its client, then the E-Verify Employer Agent
agrees to protect personally identifiable information during transmission to and from the E-Verify Employer
Agent.
13. The E-Verify Employer Agent agrees to notify DHS immediately in the event of a breach of personal
information. Breaches are defined as loss of control or unauthorized access to E-Verify personal data. All
suspected or confirmed breaches should be reported by calling 1-888-464-4218 or via email at E-
Verify@uscis.dhs.gov. Please use "Privacy Incident - Password" in the subject line of your email when
sending a breach report to E-Verify.
14. The E-Verify Employer Agent agrees to fully cooperate with DHS and SSA in their compliance monitoring
and evaluation of E-Verify, including permitting DHS, SSA, their contractors and other agents, upon
reasonable notice, to review Forms I-9, employment records, and all records pertaining to the E-Verify
Employer Agent's use of E-Verify, and to interview it and its employees regarding the use of E-Verify, and to
respond in a timely and accurate manner to DHS requests for information relating to their participation in E-
Verify.
15. The E-Verify Employer Agent shall not make any false or unauthorized claims or references about its
participation in E-Verify on its website, in advertising materials, or other media. The E-Verify Employer
Agent shall not describe its services as federally-approved, federally-certified, or federally-recognized, or
use language with a similar intent on its website or other materials provided to the public. Entering into this
MOU does not mean that E-Verify endorses or authorizes your E-Verify Employer Agent services and any
claim to that effect is false.
16. The E-Verify Employer Agent shall not state in its website or other public documents that any language used
therein has been provided or approved by DHS, USCIS or the Verification Division, without first obtaining the
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prior written consent of DHS.
17. The E-Verify Employer Agent agrees that E-Verify trademarks and logos may be used only under license by
DHS/USCIS (see ) and, other than pursuant to the specific terms of such license, may not be used in any
manner that might imply that the E-Verify Employer Agent's services, products, websites, or publications are
sponsored by, endorsed by, licensed by, or affiliated with DHS, USCIS, or E-Verify.
18. The E-Verify Employer Agent understands that if it uses E-Verify procedures for any purpose other than as
authorized by this MOU, the E-Verify Employer Agent may be subject to appropriate legal action and
termination of its participation in E-Verify according to this MOU.
C. RESPONSIBILITIES OF FEDERAL CONTRACTORS
The E-Verify Employer Agent shall ensure that the E-Verify Employer Agent and the Employers represented by the E-
Verify Employer Agent carry out the following responsibilities if the Employer is a Federal contractor or becomes a
federal contractor. The E-Verify Employer Agent should instruct the client to keep the E-Verify Employer Agent
informed about any changes or updates related to federal contracts. It is the E-Verify Employer Agent's
responsibility to ensure that its clients are in compliance with all E-Verify policies and procedures.
1. If the Employer is a Federal contractor with the FAR E-Verify clause subject to the employment verification
terms in Subpart 22.18 of the FAR, it will become familiar with and comply with the most current version of
the E-Verify User Manual for Federal Contractors as well as the E-Verify Supplemental Guide for Federal
Contractors.
2. In addition to the responsibilities of every employer outlined in this MOU, the Employer understands that if it
is a Federal contractor subject to the employment verification terms in Subpart 22.18 of the FAR it must
verify the employment eligibility of any "employee assigned to the contract" (as defined in FAR 22.1801).
Once an employee has been verified through E-Verify by the Employer, the Employer may not reverify the
employee through E-Verify.
A. An Employer that is not enrolled in E-Verify as a Federal contractor at the time of a contract award
must enroll as a Federal contractor in the E-Verify program within 30 calendar days of contract
award and, within 90 days of enrollment, begin to verify employment eligibility of new hires using E-
Verify. The Employer must verify those employees who are working in the United States, whether or
not they are assigned to the contract. Once the Employer begins verifying new hires, such
verification of new hires must be initiated within three business days after the hire date. Once
enrolled in E-Verify as a Federal contractor, the Employer must begin verification of employees
assigned to the contract within 90 calendar days after the date of enrollment or within 30 days of an
employee's assignment to the contract, whichever date is later.
B. Employers enrolled in E-Verify as a Federal contractor for 90 days or more at the time of a contract
award must use E-Verify to begin verification of employment eligibility for new hires of the Employer
who are working in the United States, whether or not assigned to the contract, within three business
days after the date of hire. If the Employer is enrolled in E-Verify as a Federal contractor for 90
calendar days or less at the time of contract award, the Employer must, within 90 days of
enrollment, begin to use E-Verify to initiate verification of new hires of the contractor who are
working in the United States, whether or not assigned to the contract. Such verification of new hires
must be initiated within three business days after the date of hire. An Employer enrolled as a
Federal contractor in E-Verify must begin verification of each employee assigned to the contract
within 90 calendar days after date of contract award or within 30 days after assignment to the
contract, whichever is later.
C. Federal contractors that are institutions of higher education (as defined at 20 U.S.C. 1001(a)), state
or local governments, governments of Federally recognized Indian tribes, or sureties performing
under a takeover agreement entered into with a Federal agency under a performance bond may
choose to only verify new and existing employees assigned to the Federal contract. Such Federal
contractors may, however, elect to verify all new hires, and/or all existing employees hired after
No vember 6, 1986. Employers in this category must begin verification of employees assigned to the
contract within 90 calendar days after the date of enrollment or within 30 days of an employee's
assignment to the contract, whichever date is later.
D. Upon enrollment, Employers who are Federal contractors may elect to verify employment eligibility
of all existing employees working in the United States who were hired after November 6, 1986,
instead of verifying only those employees assigned to a covered Federal contract. After enrollment,
Employers must elect to verify existing staff following DHS procedures and begin E-Verify
verification of all existing employees within 180 days after the election.
E. The Employer may use a previously completed Form I-9 as the basis for creating anE-Verify case for
an employee assigned to a contract as long as:
i. That Form I-9 is complete (including the SSN) and complies with Article II.A.6,
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ii. The employee's work authorization has not expired, and
iii. The Employer has reviewed the information reflected in the Form I-9 either in person or in
communications with the employee to ensure that the employee's Section 1, Form I-9
attestation has not changed (including, but not limited to, a lawful permanent resident alien
having become a naturalized U.S. citizen).
F. The Employer shall complete a new Form I-9 consistent with Article II.A.6 or update the previous
Form I-9 to provide the necessary information if:
i. The Employer cannot determine that Form I-9 complies with Article II.A.6,
ii. The employee's basis for work authorization as attested in Section 1 has expired or changed,
or
iii. The Form I-9 contains no SSN or is otherwise incomplete.
Note: If Section 1 of Form I-9 is otherwise valid and up-to-date and the form otherwise complies with
Article II.C.5, but reflects documentation (such as a U.S. passport or Form I-551) that expired after
completing Form I-9, the Employer shall not require the production of additional documentation, or use
the photo screening tool described in Article II.A.5, subject to any additional or superseding
instructions that may be provided on this subject in the E-Verify User Manual.
G. The Employer agrees not to require a second verification using E-Verify of any assigned employee
who has previously been verified as a newly hired employee under this MOU or to authorize
verification of any existing employee by any Employer that is not a Federal contractor based on this
Article.
3. The Employer understands that if it is a Federal contractor, its compliance with this MOU is a performance
requirement under the terms of the Federal contract or subcontract, and the Employer consents to the
release of information relating to compliance with its verification responsibilities under this MOU to
contracting officers or other officials authorized to review the Employer's compliance with Federal
contracting requirements.
D. RESPONSIBILITIES OF SSA
1. SSA agrees to allow DHS to compare data provided by the Employer (through the E-Verify Employer Agent)
against SSA's database. SSA sends DHS confirmation that the data sent either matches or does not match
the information in SSA's database.
2. SSA agrees to safeguard the information the Employer provides (through the E-Verify Employer Agent)
through E-Verify procedures. SSA also agrees to limit access to such in formation, as is appropriate by law, to
individuals responsible for the verification of Social Security numbers or responsible for evaluation of E-
Verify or such other persons or entities who may be authorized by SSA as governed by the Privacy Act (5
U.S.C. Section 552a), the Social Security Act (42 U.S.C. 1306(a)), and SSA regulations (20 CFR Part 401).
3. SSA agrees to provide case results from its database within three Federal Government work days of the
initial inquiry. E-Verify provides the information to the E-Verify Employer Agent.
4. SSA agrees to update SSA records as necessary if the employee who contests the SSA tentative
nonconfirmation visits an SSA field office and provides the required evidence. If the employee visits an SSA
field office within the eight Federal Government work days from the date of referral to SSA, SSA agrees to
update SSA records, if appropriate, within the eight-day period unless SSA determines that more than eight
days may be necessary. In such cases, SSA will provide additional instructions to the employee. If the
employee does not visit SSA in the time allowed, E-Verify may provide a final nonconfirmation to the E-Verify
Employer Agent.
Note: If an Employer experiences technical problems, or has a policy question, the employer should contact
E-Verify at 1-888-464-4218.
E. RESPONSIBILITIES OF DHS
1. DHS agrees to provide the Employer with selected data from DHS databases to enable the Employer
(through the E-Verify Employer Agent) to conduct, to the extent authorized by this MOU:
A. Automated verification checks on alien employees by electronic means, and
B. Photo verification checks (when available) on employees.
2. DHS agrees to assist the E-Verify Employer Agent with operational problems associated with its participation
in E-Verify. DHS agrees to provide the E-Verify Employer Agent names, titles, addresses, and telephone
numbers of DHS representatives to be contacted during the E-Verify process.
3. DHS agrees to provide to the E-Verify Employer Agent with access to E-Verify training materials as well as
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an E-Verify User Manual that contain instructions on E-Verify policies, procedures, and requirements for both
SSA and DHS, including restrictions on the use of E-Verify.
4. DHS agrees to train E-Verify Employer Agents on all important changes made to E-Verify through the use of
mandatory refresher tutorials and updates to the E-Verify User Manual. Even without changes to E-Verify,
DHS reserves the right to require E-Verify Employer Agents to take mandatory refresher tutorials.
5. DHS agrees to provide to the Employer (through the E-Verify Employer Agent) a notice, which indicates the
Employer's participation in E-Verify. DHS also agrees to provide to the Employer anti-discrimination notices
issued by the Office of Special Counsel for Immigration-Related Unfair Employment Practices (OSC), Civil
Rights Division, U.S. Department of Justice.
6. DHS agrees to issue each of the E-Verify Employer Agent's E-Verify users a unique user identification
number and password that permits them to log in to E-Verify.
7. HS agrees to safeguard the information the Employer provides (through the E-Verify Employer Agent), and
to limit access to such information to individuals responsible for the verification process, for evaluation of E-
Verify, or to such other persons or entities as may be authorized by applicable law. Information will be used
only to verify the accuracy of Social Security numbers and employment eligibility, to enforce the INA and
Federal criminal laws, and to administer Federal contracting requirements.
8. DHS agrees to provide a means of automated verification that provides (in conjunction with SSA verification
procedures) confirmation or tentative nonconfirmation of employees' employment eligibility within three
Federal Government work days of the initial inquiry.
9. DHS agrees to provide a means of secondary verification (including updating DHS records) for employees
who contest DHS tentative nonconfirmations and photo mismatch tentative nonconfirmations. This provides
final confirmat ion or nonconfirmation of the employees' employment eligibility within 10 Federal
Government work days of the date of referral to DHS, unless DHS determines that more than 10 days may
be necessary. In such cases, DHS will provide additional verification instructions.
ARTICLE III
REFERRAL OF INDIVIDUALS TO SSA AND DHS
A. REFERRAL TO SSA
1. If the Employer receives a tentative nonconfirmation issued by SSA, the Employer must print the notice as
directed by E-Verify. The Employer must promptly notify employees in private of the finding and provide
them with the notice and letter containing information specific to the employee's E-Verify case. The
Employer also agrees to provide both the English and the translated notice and letter for employees with
limited English proficiency to employees. The Employer agrees to provide written referral instructions to
employees and instruct affected employees to bring the English copy of the letter to the SSA. The Employer
must allow employees to contest the finding, and not take adverse action against employees if they choose
to contest the finding, while their case is still pending.
2. The Employer agrees to obtain the employee's response about whether he or she will contest the tentative
nonconfirmation as soon as possible after the Employer receives the tentative nonconfirmation. Only the
employee may determine whether he or she will contest the tentative nonconfirmation.
3. After a tentative nonconfirmation, the Employer will refer employees to SSA field offices only as directed by
E-Verify. The Employer must record the case verification number, review the employee information
submitted to E-Verify to identify any errors, and find out whether the employee contests the tentative
nonconfirmation. The Employer will transmit the Social Security number, or any other corrected employee
information that SSA requests, to SSA for verification again if this review indicates a need to do so.
4. The Employer will instruct the employee to visit an SSA office within eight Federal Government work days.
SSA will electronically transmit the result of the referral to the Employer within 10 Federal Government work
days of the referral unless it determines that more than 10 days is necessary.
5. While waiting for case results, the Employer agrees to check the E-Verify system regularly for case updates.
6. The Employer agrees not to ask the employee to obtain a printout from the Social Security Administration
number database (the Numident) or other written verification of the SSN from the SSA.
B. REFERRAL TO DHS
1. If the Employer receives a tentative nonconfirmation issued by DHS, the Employer must promptly notify
employees in private of the finding and provide them with the notice and letter containing information
specific to the employee's E-Verify case. The Employer also agrees to provide both the English and the
translated notice and letter for employees with limited English proficiency to employees. The Employer must
allow employees to contest the finding, and not take adverse action against employees if they choose to
Company ID Number:11815 Client Company ID Number:1714156
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contest the finding, while their case is still pending.
2. The Employer agrees to obtain the employee's response about whether he or she will contest the tentative
nonconfirmation as soon as possible after the Employer receives the tentative nonconfirmation. Only the
employee may determine whether he or she will contest the tentative nonconfirmation.
3. The Employer agrees to refer individuals to DHS only when the employee chooses to contest a tentative
nonconfirmation.
4. If the employee contests a tentative nonconfirmation issued by DHS, the Employer will instruct the
employee to contact DHS through its toll-free hotline (as found on the referral letter) within eight Federal
Government work days.
5. If the Employer finds a photo mismatch, the Employer must provide the photo mismatch tentative
nonconfirmation notice and follow the instructions outlined in paragraph 1 of this section for tentative
nonconfirmations, generally.
6. The Employer agrees that if an employee contests a tentative nonconfirmation based upon a photo
mismatch, the Employer will send a copy of the employee's Form I-551, Form I-766, U.S. Passport, or
passport card to DHS for review by:
A. Scanning and uploading the document, or
B. Sending a photocopy of the document by express mail (furnished and paid for by the employer).
7. The Employer understands that if it cannot determine whether there is a photo match/mismatch, the
Employer must forward the employee's documentation to DHS as described in the preceding paragraph. The
Employer agrees to resolve the case as specified by the DHS representative who will determine the photo
match or mismatch.
8. DHS will electronically transmit the result of the referral to the Employer within 10 Federal Government work
days of the referral unless it determines that more than 10 days is necessary.
9. While waiting for case results, the Employer agrees to check the E-Verify system regularly for case updates.
ARTICLE IV
SERVICE PROVISIONS
A. NO SERVICE FEES
1. SSA and DHS will not charge the Employer for verification services performed under this MOU. The Employer
is responsible for providing equipment needed to make inquiries. To access E-Verify, an Employer will need
a personal computer with Internet access.
ARTICLE V
MODIFICATION AND TERMINATION
A. MODIFICATION
1. This MOU is effective upon the signature of all parties and shall continue in effect for as long as the SSA and
DHS operates the E-Verify program unless modified in writing by the mutual consent of all parties.
2. Any and all E-Verify system enhancements by DHS or SSA, including but not limited to E-Verify checking
against additional data sources and instituting new verification policies or procedures, will be covered under
this MOU and will not cause the need for a supplemental MOU that outlines these changes.
B. TERMINATION
1. The Employer may terminate this MOU and its participation in E-Verify at any time upon 30 days prior
written notice to the other parties. In addition, any Employer represented by the E-Verify Employer Agent
may voluntarily terminate this MOU upon giving DHS 30 days' written notice.
2. Notwithstanding Article V, part A of this MOU, DHS may terminate this MOU, and thereby the Employer's
participation in E-Verify, with or without notice at any time if deemed necessary because of the
requirements of law or policy, or upon a determination by SSA or DHS that there has been a breach of
system integrity or security by the Employer, or a failure on the part of the Employer to comply with
established E-Verify procedures and/or legal requirements. The Employer understands that if it is a Federal
contractor, termination of this MOU by any party for any reason may negatively affect the performance of its
contractual responsibilities. Similarly, the Employer understands that if it is in a state where E-Verify is
mandatory, termination of this by any party MOU may negatively affect the Employer's business.
3. An Employer that is a Federal contractor may terminate this MOU when the Federal contract that requires its
Company ID Number:11815 Client Company ID Number:1714156
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participation in E-Verify is terminated or completed. In such cases, the Federal contractor must provide
written notice to DHS. If an Employer that is a Federal contractor fails to provide such notice, then that
Employer will remain an E-Verify participant, will remain bound by the terms of this MOU that apply to non-
Federal contractor participants, and will be required to use the E-Verify procedures to verify the
employment eligibility of all newly hired employees.
4. The Employer agrees that E-Verify is not liable for any losses, financial or otherwise, if the Employer is
terminated from E-Verify.
5. Upon termination of the relationship between an Employer and their E-Verify Employer Agent, E-Verify
cannot provide the Employer with its records. The Employer agrees to seek its records from the E-Verify
Employer Agent.
ARTICLE VI
PARTIES
A. Some or all SSA and DHS responsibilities under this MOU may be performed by contractor(s), and SSA and
DHS may adjust verification responsibilities between each other as necessary. By separate agreement with
DHS, SSA has agreed to perform its responsibilities as described in this MOU.
B. Nothing in this MOU is intended, or should be construed, to create any right or benefit, substantive or
procedural, enforceable at law by any third party against the United States, its agencies, officers, or
employees, or against the Employer, its agents, officers, or employees.
C. The Employer may not assign, directly or indirectly, whether by operation of law, change of control or
merger, all or any part of its rights or obligations under this MOU without the prior written consent of DHS,
which consent shall not be unreasonably withheld or delayed. Any attempt to sublicense, assign, or transfer
any of the rights, duties, or obligations herein is void.
D. Each party shall be solely responsible for defending any claim or action against it arising out of or related to
E-Verify or this MOU, whether civil or criminal, and for any liability wherefrom, including (but not limited to)
any dispute between the Employer and any other person or entity regarding the applicability of Section
403(d) of IIRIRA to any action taken or allegedly taken by the Employer.
E. The Employer understands that its participation in E-Verify is not confidential information and may be
disclosed as authorized or required by law and DHS or SSA policy, including but not limited to, Congressional
oversight, E-Verify publicity and media inquiries, determinations of compliance with Federal contractual
requirements, and responses to inquiries under the Freedom of Information Act (FOIA).
F. The individuals whose signatures appear below represent that they are authorized to enter into this MOU on
behalf of the Employer, the E-Verify Employer Agent, and DHS respectively. The Employer understands that
any inaccurate statement, representation, data or other information provided to DHS may subject the
Employer, its subcontractors, its employees, or its representatives to: (1) prosecution for false statements
pursuant to 18 U.S.C. 1001 and/or; (2) immediate termination of its MOU and/or; (3) possible debarment or
suspension.
G. The foregoing constitutes the full agreement on this subject between DHS, the Employer, and the E-Verify
Employer Agent. The Haskell Company (Employer) hereby designates and appoints Jonathan Minchaca (E-
Verify Employer Agent), including its officers and employees, as the E-Verify Employer Agent for the purpose
of carrying out (Employer) responsibilities under the MOU between the Employer, the E-Verify Employer
Agent, and DHS.
Company ID Number:11815 Client Company ID Number:1714156
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If you have any questions, contact E-Verify at 1-888-464-4218.
Approved by:
Employer
The Haskell Company
Name (Please Type or Print)
Loraine Rice
Title
Signature
Electronically Signed
Date
July 30, 2021
E-Verify Employer Agent
Form I-9 Compliance, LLC
Name (Please Type or Print)
Jonathan Minchaca
Title
Signature
Electronically Signed
Date
July 30, 2021
Department of Homeland Security - Verification Division
Name
USCIS Verification Division
Title
Signature
Electronically Signed
Date
July 30, 2021
Company ID Number:11815 Client Company ID Number:1714156
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Information Required for the E-Verify Program
Information relating to your Company:
Company Name The Haskell Company
Company Facility Address
111 Riverside Avenue
Jacksonville, FL 32202
Company Alternate Address
111 Riverside Avenue
Jacksonville, FL 32202
County or Parish Duval
Employer Identification Number 59-2387450
North American Industry Classification
Systems Code Heavy And Civil Engineering Construction (237)
Parent Company
Number of Employees 1,000 to 2,499
Number of Sites Verified for 1
Company ID Number:11815 Client Company ID Number:1714156
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Are you verifying for more than 1 site? If yes, please provide the number of sites verified for in each
State:
Florida 1
Company ID Number:11815 Client Company ID Number:1714156
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Information relating to the Program Administrator(s) for your Company on policy questions or
operational problems:
Name Emily Wiseman
Phone Number 314.315.8527
Fax Number
Email Address emily.wiseman@haskell.com
Company ID Number:11815 Client Company ID Number:1714156
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304
Conflict of Interest Statement
305
RFQ 08-24-04 PH CMAR Services for WWTP Facilities Project
SMWBE UTILIZATION PLAN
Small, Minority, and Women’s Business Enterprises (SMWBE), and Labor Surplus Area Firms Utilization
Respondent Company Name: _________________________________________________________________
Project Name : CMAR Services for WWTP Project
RFP Number : RFQ # 08-24-04 PH
CFR §200.321 requires local governments to take all necessary affirmative steps to assure that
minority business, women’s business enterprises, and labor surplus area firms are used when
possible. The CITY requires that Respondents (Prime Contractors), if subcontracts are to be
let, to take the five affirmative steps as cited below. Please describe your firm’s plan for
identifying and potential use of SMWBE and Labor Surplus Area Firms. Additional pages may
be attached, as necessary.
•Placing qualified small and minority business and women’s business enterprises on
solicitation lists.
•Assuring that small and minority businesses, and women’s business enterprises are
solicited whenever they are potential sources.
•Dividing total requirements, when economically feasible, into smaller tasks or quantities
to permit maximum participation by small and minority business and women’s business
enterprises.
•Establishing delivery schedules where the requirement permits, which encourage
participation by small and minority businesses, and women’s business enterprises and
veteran owned businesses.
•Using the services and assistance, as appropriate, of such organizations as the Small
Business Administration or the Florida Office of Supplier Diversity
https://www.dms.myflorida.com/agency_administration/office_of_supplier_diversity_osd
The Haskell Company
SMWBE Utilization Plan
306
Byrd Anti-Lobbying Amendment
307
Melanie S. Griffin, SecretaryRon DeSantis, Governor
STATE OF FLORIDA
DEPARTMENT OF BUSINESS AND PROFESSIONAL REGULATION
CONSTRUCTION INDUSTRY LICENSING BOARD
THE GENERAL CONTRACTOR HEREIN IS CERTIFIED UNDER THE
PROVISIONS OF CHAPTER 489, FLORIDA STATUTES
KINSLEY, PETER MICHAEL
Do not alter this document in any form.
THE HASKELL COMPANY
LICENSE NUMBER: CGC1510510
EXPIRATION DATE: AUGUST 31, 2026
This is your license. It is unlawful for anyone other than the licensee to use this document.
111 RIVERSIDE AVE
JACKSONVILLE FL 32202
Always verify licenses online at MyFloridaLicense.com
ISSUED: 08/30/2024
Melanie S. Griffin,SecretaryRon DeSantis, Governor
STATE OF FLORIDA
BOARD OF PROFESSIONAL ENGINEERS
THE PROFESSIONAL ENGINEER HEREIN IS LICENSED UNDER THE
PROVISIONS OF CHAPTER 471, FLORIDA STATUTES
KANTOR, JOSEPH CHARLES
Do not alter this document in any form.
8543 HAMPTON LANDING DRIVE
LICENSE NUMBER: PE76082
EXPIRATION DATE: FEBRUARY 28, 2025
This is your license. It is unlawful for anyone other than the licensee to use this document.
JACKSONVILLE FL 32256
Always verify licenses online at MyFloridaLicense.com
NOT IN PAGE COUNT
Licenses
308
Other Relevant
Information
F
309
72Haskell | We Create Things That Matter
THE CITY OF WINTER SPRINGS EAST
AND WEST WATER TREATMENT FACILITIES F | Other Relevant Information
Bryan Bedell, MBA, DBIA, | Executive Support
Bryan brings extensive design and construction experience to the water and wastewater markets. As
the leader of Haskell’s Water Market, he drives strategic planning, financial performance, and project
opportunities. Bryan excels in developing high-performing teams, overseeing all project phases and
functions, including client relations, estimating, procurement, scheduling, staffing, project controls, and
construction coordination. With full authority to allocate resources, Bryan ensures successful project
delivery and client satisfaction.
Professional Credentials
Designated Design-Build
Professional (DBIA)
OSHA 30-Hour Training
Past Water Committee Chair,
National Design-Build Institute of
America Water Committee
2019 President, Water
Design-Build Council
Education
MBA, Southern Utah University
BS, University of Utah
Relevant Project Experience
Riviera Beach Blue Heron Water Treatment Plant, Riviera
Beach, FL. Progressive Design-Build, $250,000,000. Haskell
was selected to utilize new and innovative technology for a new
12 mgd water treatment facility that can be expandable to 16
mgd and infrastructure including utility administrative offices,
utility maintenance shop, raw water production wells, raw water
transmission improvements, potable water distribution improvements
and a public works facility.Role: Executive Support.
JEA Greenland Water Reclamation Facility, Jacksonville, FL.
CMAR, $122,101,114. A greenfield 4-mgd WRF with potential
expansion for an additional 4-mgd to JEA’s existing reclaimed water
distribution system. The facility will be located on land adjacent to
JEA’s Greenland Energy Center in Duval County. It will provide new
wastewater services south and west of the St John’s River, with a
portion of the wastewater flows being redirected from the existing
Arlington East WRF and Mandarin WRF. Treatment processes
will include biological nutrient removal, tertiary filtration, and UV
disinfection. Role: Executive Support.
JEA Nassau Water Reclamation Facility, Fernandina Beach, FL.
CMAR, $114,156,327. Haskell was selected to provide upgrades
to the following facilities at the Nassau MBR WRF to meet current
and future needs: Radio Avenue Class III/IV MPS-S Pump Station,
Radio Avenue Reclaimed Water Storage Tank and Booster Pump
Station, drainage improvements, reclaimed water storage tank, UV
and pumps, RIB modification and 5-stage Bardenpho oxidation ditch
process. Role: Executive Support.
28
Years of Water/
Wastewater
Experience
14years
at Haskell
Why Bryan?
■50+ water wastewater
projects delivered.
■$1B+ advanced water
treatments projects.
■$2B in Collaborative
Delivery projects.
■CMAR expert.
Additional resumes
310
73Haskell | We Create Things That Matter
THE CITY OF WINTER SPRINGS EAST
AND WEST WATER TREATMENT FACILITIES F | Other Relevant Information
Ashraf Asad | Director Scheduling
As the Director of Scheduling, Ashraf travels to project sites and provides training, technical and
scheduling support to project management teams. He also will develop and update schedules and resolve
schedule conflicts. He allocates the appropriate resources and crew allocation and will prepare billing
reports and forecasting.
Professional Credentials
Project Management Institute
Haskell Safety Training
Education
BS, Architecture
Relevant Project Experience
Southwest Water Reclamation Facility, St. Petersburg, FL.
CMAR, $129,181,651. The city selected Haskell to oversee all
programmatic upgrades and improvements, working with the city’s
design engineers. The program included new biosolids systems,
extensive capacity upgrades, and numerous other improvements.
The capacity upgrades expanded the plant from 40-mgd to 54-mgd
peak flow capacity. Phase 1 was fast-tracked to increase filter and
hydraulic capacity before the rainy season, while Phase 2 included
the addition of two filters, a new clarifier, and modifications to the
existing aeration basins and chlorine contact basin. Role: Master
Scheduler.
Lower Poplar and Rocky Creek WRF Upgrades, Macon, GA.
Progressive Design-Build, $50,332,297. Haskell was selected
for the upgrades to the water reclamation facility, including an
influent channel screen replacement, a new grit removal system,
solids dewatering equipment replacement and building renovation,
bioreactor aerator motor replacement and sodium bisulfite feed
system repair and chlorine analyzer replacement. Role: Master
Scheduler.
University Park Wastewater Treatment Plant Upgrades,
University Park, PA. Progressive Design-Build, $67,500,000.
The project consists of a new primary wastewater treatment
system capable of producing high-quality reuse water for irrigation
throughout the campus. The project involves removing one existing
process train to make space for the new Pretreatment Facility
and MBR/BRB Facilities. It also includes changes to yard piping,
support of excavation, concrete and architect elements. The
process equipment consists of pumps, membrane filters, screening
equipment, sludge thickening equipment, aeration, mixers, and
chemical feed equipment. Role: Master Scheduler.
100%
Available for the
duration of the project
Florida
Oce and Resident
43
Years of Water/
Wastewater
Experience
9 years
at Haskell
Why Ash?
■Ashraf brings decades
of experience and
extensive water/
wastewater project
experience.
311
74Haskell | We Create Things That Matter
THE CITY OF WINTER SPRINGS EAST
AND WEST WATER TREATMENT FACILITIES F | Other Relevant Information
Kevin Kett, PE | Quality Manager
Kevin brings valuable expertise with a versatile background in construction across diverse markets,
including education, municipal, water, aviation, and healthcare. As the Director of Quality, Kevin
ensures adherence to quality standards throughout the project lifecycle. . From conducting document
reviews during design development and participating in preconstruction conferences to interpreting
specification and drawing requirements, Kevin meticulously plans inspection procedures during
construction.
Professional Credentials
FL/1989/Civil Engineer/#41954
Education
BS, Civil Engineering,
University of Florida
Relevant Project Experience
Southwest Water Reclamation Facility, St. Petersburg, FL.
CMAR, $129,181,651. The city selected Haskell to oversee all
programmatic upgrades and improvements, working with the city’s
design engineers. The program included new biosolids systems,
extensive capacity upgrades, and numerous other improvements.
The capacity upgrades expanded the plant from 40-mgd to 54-mgd
peak flow capacity. Phase 1 was fast-tracked to increase filter and
hydraulic capacity before the rainy season, while Phase 2 included
the addition of two filters, a new clarifier, and modifications to the
existing aeration basins and chlorine contact basin.
Role: Quality Manager.
JEA Greenland Water Reclamation Facility, Jacksonville, FL.
CMAR, $122,101,114. A greenfield 4-mgd WRF with potential
expansion for an additional 4-mgd to JEA’s existing reclaimed water
distribution system. The facility will be located on land adjacent to
JEA’s Greenland Energy Center in Duval County. It will provide new
wastewater services south and west of the St John’s River, with a
portion of the wastewater flows being redirected from the existing
Arlington East WRF and Mandarin WRF. Treatment processes
will include biological nutrient removal, tertiary filtration, and UV
disinfection. Role: Quality Manager.
JEA South Shores Force Main River Crossing, Jacksonville, FL.
Design-Build, $14,535,542. This project consisted of 4,200-linear
feet of 36-inch HDPE sewer force main inside a 42-inch steel casing
installed by HDD under the St. Johns River. The project provides
critical redundancy for an aging 42-inch sewer force main nearing
the end of its service life. Now, either force main can convey up to
10-mgd from the Utah Pump Station on the south bank under the St.
Johns River to the Buckman WWTP on the north bank.
Role: Quality Manager.
39
Years of Water/
Wastewater
Experience
28 years
at Haskell
100%
Available for the
duration of the project
Florida
Oce and Resident
Why Kevin?
■FL project experience.
■Quality assurance
from preconstruction
through construction.
■CMAR expert.
312
75Haskell | We Create Things That Matter
THE CITY OF WINTER SPRINGS EAST
AND WEST WATER TREATMENT FACILITIES F | Other Relevant Information
Chris Bunch, CHST, CSP, CRIS | Safety Manager
In his role at Haskell, he is responsible for ensuring construction operations’ safety and health
performance. Chris plays a pivotal role in establishing and communicating safety rules and programs to
all construction employees, providing necessary training and materials, conducting thorough inspections
of job sites, maintaining records, and continually monitoring the safety program’s effectiveness.
Professional Credentials
Construction Risk and
Insurance Specialist
OSHA 30-Hour Training
CPR and First Aid
Certified Health and Safety
Technician
Certified Safety Professional
Education
BA, Political Science,Hobart
and William Smith College
Relevant Project Experience
Southwest Water Reclamation Facility, St. Petersburg, FL.
CMAR, $129,181,651. The city selected Haskell to oversee all
programmatic upgrades and improvements, working with the city’s
design engineers. The program included new biosolids systems,
extensive capacity upgrades, and numerous other improvements.
The capacity upgrades expanded the plant from 40-mgd to 54-mgd
peak flow capacity. Phase 1 was fast-tracked to increase filter and
hydraulic capacity before the rainy season, while Phase 2 included
the addition of two filters, a new clarifier, and modifications to the
existing aeration basins and chlorine contact basin. Role: Safety
Manager.
JEA Greenland Water Reclamation Facility, Jacksonville, FL.
CMAR, $122,101,114. A greenfield 4-mgd WRF with potential
expansion for an additional 4-mgd to JEA’s existing reclaimed water
distribution system. The facility will be located on land adjacent to
JEA’s Greenland Energy Center in Duval County. It will provide new
wastewater services south and west of the St John’s River, with a
portion of the wastewater flows being redirected from the existing
Arlington East WRF and Mandarin WRF. Treatment processes
will include biological nutrient removal, tertiary filtration, and UV
disinfection. Role: Safety Manager.
Lower Poplar and Rocky Creek WRF Upgrades, Macon, GA.
Progressive Design-Build, $50,332,297. Haskell was selected
for the upgrades to the water reclamation facility, including an
influent channel screen replacement, new grit removal system,
solids dewatering equipment replacement and building renovation,
bioreactor aerator motor replacement and sodium bisulfite feed
system repair chlorine analyzer replacement. Role: Safety Manager.
15
Years of Water/
Wastewater
Experience
6 years
at Haskell
100%
Available for the
duration of the project
Florida
Oce and Resident
Why Chris?
■Extensive water/
wastewater projects
experience.
■40+ collaborative
delivery projects.
■Safety industry expert.
313
76Haskell | We Create Things That Matter
THE CITY OF WINTER SPRINGS EAST
AND WEST WATER TREATMENT FACILITIES F | Other Relevant Information
5
Years of Water/
Wastewater
Experience
4 years
at Haskell
100%
Available for the
duration of the project
Florida
Oce and Resident
Kaelin Queen | Assistant Project Manager
Kaelin prepares complete project estimates from take-offs and pricing for conceptual, guaranteed
maximum price, and lump sum bids. She qualifies subcontractors, participates in design review
meetings, submittal processing, procurement, material inventory, and tracking and assists in preparing
close-out materials.
Education
BS, Building Construction
Management
Relevant Project Experience
JEA Greenland Water Reclamation Facility, Jacksonville, FL.
CMAR, $122,101,114. A greenfield 4-mgd WRF with potential
expansion for an additional 4-mgd to JEA’s existing reclaimed water
distribution system. The facility will be located on land adjacent to
JEA’s Greenland Energy Center in Duval County. It will provide new
wastewater services south and west of the St John’s River, with a
portion of the wastewater flows being redirected from the existing
Arlington East WRF and Mandarin WRF. Treatment processes
will include biological nutrient removal, tertiary filtration, and UV
disinfection. Role: Assistant Project Manager.
Legacy Trails Extension, Sarasota, FL. CMAR, 18,600,000. This
12-mile stretch includes at new trailheads with parking, restrooms,
pavilions, playground equipment and other site amenities, with
master planning to allow for additional future activities such as
pickleball, bocce ball or other activities that are enjoyed by the local
citizens. Role: Assistant Project Manager.
Phillips & Jordan SE Regional Office Complex, San Antonio, FL.
Design-Build. 50,000 SF. Three-story office building for Philips &
Jordan’s regional headquarters, mixed-use office space, tenant
build-out improvements to interior spaces, including all site
infrastructure and parking. Role: Assistant Project Manager.
Why Kaelin?
■It’s in the name. She
is awesome—detailed,
organized, resourceful,
and a conduit for
teamwork.
314
77Haskell | We Create Things That Matter
THE CITY OF WINTER SPRINGS EAST
AND WEST WATER TREATMENT FACILITIES F | Other Relevant Information
MOPO #003 REV 1
ACTIVITY:
PLANT OPERATIONS IMPACT:
ANTICIPATED DURATION OF IMPACT:
SHUTDOWN DATE/TIME:
Bobby Bradley - Project Superintendent 904-545-9098 Tony Fedderly - JEA Plant Operations Lead 904-476-1208
Joe Kaiser - Self Perform Team Superintendent 704-224-8109 Randy Ellis - JEA Plant Manager 253-691-3452
John Morrison - Construction Manager 727-642-0549 Peter Dorhety - JEA Project Manager 651-356-5287
Phillip Slack - Assistant Project Manager 817-917-7479 Shane Evans - JEA Safety Representative 904-742-2005
MATERIALS EQUIPMENT / TOOLS LABOR SUBCONTRACTORS
- Prefab'd valve/tee/valve assembly w/ sleeves loose - Excavator - (1) Superintendent N/A
- Spares: (2) 24" megalugs w/ accessories - Wrench/Socket: 1-1/4" with impact driver - (1) Equipment Operator
- Rigging/straps - (4) Mechanical Pipe Layer
- (2) 4" Trash Pump @ UV Influent Channel
- (1) 3" Trash Pump @ Excavation
☒ JEA to confirm shutdown duration is acceptable and advise best date/time to perform. ☒ JEA to confirm LOTO plan is accurate☒ JEA to confirm pump out destination is acceptable. ☒ HASKELL to complete exploratory excavation to confirm pipe size, type, elevation and shoring plan.
870-08 JEA Nassau WRF Expansion
SEQUENCE OF WORK
(1) Plant shutdown. (2) Isolate and lock out valves and gates. (3) Evactuate water in piping. (4) Cut and remove existing 24" MJ 90. (5) Install new piping assembly. (6) Check piping and return to service. PLANNED RESOURCES
MAINTENANCE OF PLANT OPERATIONS PLAN
24" PEM Tie In @ Existing Plant
Plant Shutdown
3.5 HOURS
PREP WORK
- Stage all materials and equipment and prepare work area prior to shut down.
- Prepare excavation with full access to tie in. Mark cut locations on existing pipe and confirm tie in assembly.
EMERGENCY CONTACTS
- Prefabricate and test valve/tee/valve assembly such that the (2) MJ sleeves will be the only fittings required to be completed during the tie in.
- Install temporary feed to seal water for RAS pumps and remove 4" NPW piping in tie in excavation prior to shutdown.
5/21 @ 4AM WITH FALLBACK DATE OF 6/4 @ 4AM
PLANT OPERATIONS INVOLVEMENT
2. Isolate and lock out 24" PERMEATE Piping.
1. Conduct Plant Shutdown.
3. Remove LOTO and return to service.REMAINING ITEMS TO CONFIRM
1. Emergency Return to Service: Depending on where we are at with the work we will need to evaluate the fastest approach should this event occur. After pipe has been cut only options available will be to replace existing
piping or continue with new piping installation.
WORK PLAN
PLANNED CONTINGENCIES
2. Installation Issue: Additional piping materials and megalugs will be on hand as well as redundant tools and equipment.
HAZARDS RECOGNITION & MITIGATION
Pipe cutting hazards. Follow proper LOTO procedures.
Hazards related to material handling and pipe installations. Complete Safe Work Plan discussion with crew and superintendent prior to start of activities.
MOPO #003 REV 1
ACTIVITY RESPONSIBLE PARTY 0:15 0:30 0:45 1:00 1:15 1:30 1:45 2:00 2:15 2:30 2:45 3:00 3:15 3:30 3:45 4:00 4:15 4:30 4:45 5:00 5:15 5:30 5:45 6:00 6:15 6:30 6:45 7:00 7:15 7:30 7:45 8:00
PLANT SHUTDOWN JEA X
ISOLATE & LOTO PERMEATE PIPING HASKELL X
CUT & REMOVE 4" DR WITHIN EXCAVATION
EVACTUATE WATER IN PIPING HASKELL X X
CUT & REMOVE 24" MJ 90 HASKELL X X X
INSTALL NEW PIPING ASSEMBLY HASKELL XXXXXXX
CHECK PIPING & RETURN TO SERVICE HASKELL x
870-08 JEA Nassau WRF Expansion
24" PEM Tie In @ Existing Plant
SHORT INTERVAL SCHEDULE
Sample
Reports
315
78Haskell | We Create Things That Matter
THE CITY OF WINTER SPRINGS EAST
AND WEST WATER TREATMENT FACILITIES F | Other Relevant Information
S
F M
8' CHAIN LINK FENCEE
E
E
38-FE-CELDI-24", CL 24.00±
N 2286421.71E 482481.71 N 2286420.83E 482488.14
W/ BLIND FLANGE FOR FUTURE CONNECTION
24" TEE
24" GV
6" 90 BEND
24"x30" RED
24" TEE
N 2286431.96E 482443.10
N 2286425.49E 482455.65
12" 90 BEND (V)12" BUTTERFLY VALVE
12" BUTTERFLY VALVE
MIN
10' - 0"
MIN
6' - 0"
24" MAGNETIC FLOW METER
PW-PVC-2", CL 30.17±
51-NPW-CELDI-6", CL 29.96±
N 2286418.66E 482483.22
N 2286426.16E 482450.61
24" x 12" TEE
N 2286426.89E 482446.74
24"x30" RED
(BYPASS)
N 2286418.42E 482458.98
N 2286419.43E 482454.97
24" 90 BEND
N 2286415.56E 482480.68
24" 90 BEND
N 2286422.44E 482477.43
N 2286424.91E 482459.94
24" GV
2" CARV
S-PVC-2", CL 31.50±
N 2286429.28E 482476.35
24" GV
2" 45 BEND
PW-PVC-2", CL 30.17±
N 2286431.07E 482462.78
2"x1" RED
PW-PVC-1", CL 30.17±S-PVC-2", CL 31.30±
PEM-CELDI-12", CL 28.50±
N 2286428.01E 482439.14
2" TAP/CORP STOP
N 2286427.49E 482441.89
30"X18" TEE
34-WAS-CELDI-6", CL 22.00±
PEM-CELDI-12", CL 22.50±
N 2286362.78E 482217.95
4" TEE
24"x12" RED24" TEE
TYP
RESTRAINED MJSOLID SLEEVE
M-40-0700
N 2286370.35E 482217.72
4"-NPW, CL EL 26.95±
SMH-1NW INV=24.40W INV=21.30
4"-WAS, CL EL 25.70±CLEANOUT, CL EL 24.58±
EDGE OF OPS BUILDING 12"-PVC-SD, CL EL 25.50±N 2286371.01E 482213.07
EXISTING STORM INLET
24"-FE, CL EL 22.50±
4"-SC, CL EL 25.70±18" MIN
EXISTING EOP5' - 0"4"-DR, CL EL 21.06±
APPROX. LIMITS OF EXCAVATION (COORDINATE W/ SEQUENCE OF WORK)
18" MIN
N 2286371.74E 482208.42
24" GV
6" GV
4" GV
N 2286364.63E 482218.23
N 2286362.12E 482222.04
N 2286324.68E 482017.16
CONNECT TO EXISTING 16" SRS
PROTECT EXIST ELEVATED PLATFORM SUPPORT AS REQUIRED
APPROX. LIMITS OF EXCAVATION (COORDINATE W/ SEQUENCE OF WORK) 20" OF, CL 27.50±24" INF, CL 45.50±12" BYPASS, CL 29.50±12" MAGNETIC FLOW METER12" EQ, CL 29.50±
EQ PUMP STATION
MBR HEADWORKS
N 2286323.17E 482016.76
16" 45 BEND
10-SRS-CELDI-16", CL 21.00±
EXIST CONC PAD2" NPW, CL 25.00±WM WM
N 2286536.03E 482992.47
N 2286537.36E 482984.46
N 2286536.63E 482974.35
FM WIRE LOCATOR BOX
ELEC SPLICE BOXES
CARD READER AND CALL BOX
BOLLARD, TYP
X
X
X
X
X
ELEC PANEL AND SWITCHES
ENTRANCE GATE OPERATOR
ENTRANCE GATE
SWING GATE
EXIST 12" GV
EXIST 12" WM, CL 26.25±
REMOVE PLUG AND CONNECT TO 12" GV ON EXIST WM
12" 11.25 BEND
12" 11.25 BEND
12"-WM-CLDI CONTINUE INSIDE WRF SITE, SEE SHEET C-05-120 FOR CONTINUATION
EFFLUENT FM
INFLUENT FM EDGE OF DIRT ROAD
CARD READER AND CALL BOX
THE PROFFESIONAL ENGINEER/ARCHITECT
NAMED BELOW SHALL BE RESPONSIBLE FOR
THIS SHEET IN ACCORDANCE WITH RULE 61G15-23.004, F.A.C. THIS SHEET HAS
BEEN DIGITALLY SIGNED AND SEALED USING
A THIRD PARTY DIGITAL SIGNATURE
VERIFICATION SERVICE.
PRINTED COPIES OF THIS DOCUMENT ARE NOT CONSIDERED SIGNED AND SEALED AND
THE SIGNATURE MUST BE VERIFIED ON ANY
ELECTRONIC COPIES.
DESIGNED BY:
IF THIS BAR DOES NOTMEASURE 1" THEN DRAWINGIS NOT TO FULL SCALE
DATE:
HAZEN NO.:
CLIENT NO.:
DRAWING NUMBER:
PROJECTENGINEER:
DRAWN BY:
CHECKED BY:
8004271
REV ISSUED FOR DATE BY
HAZEN AND SAWYER6675 CORPORATE CENTER PARKWAYJACKSONVILLE, FLORIDA 32216
NASSAU REGIONAL WRF EXPANSION(PHASE 2A, 870-08)
J. ATOCHE
0 1/2" 1"1
SEPTEMBER 2022
42011-021
ISSUED FOR CONSTRUCTION 09/22 H&S JORGE CARLOS ATOCHE, P.E. LIC #81647
BIM 360://42011-021_Nassau Regional WRF Expansion (Phase 2A)/42011-021_SITE.rvt9/23/2022 2:18:40 PMC-05-129
M. CALZON
M. SANTOWASSO
J. ATOCHE CIVILYARD PIPINGDETAILS I
DETAIL
3/8" = 1'-0"C-05-123
3
ENLARGED PLAN C -FILTER EFFLUENTMETERING
N
1" = 10'-0"
10'05'10'
3/8" = 1'-0"
4'21012"DETAIL
3/8" = 1'-0"C-05-123
4
ENLARGED PLAN C -EXISTING WAS/PEMCONNECTION
DETAIL
1/4" = 1'-0"
2
ENLARGED PLAN I -EXISTING HEADWORKS
DETAIL
1/8" = 1'-0"C-05-120
1
YARD PIPING KEY MAP -WATERMAINCONNECTION NN
12" MJ PLUG VALVE
24" MJ SLEEVE
24" MJ SLEEVE
PREFABRICATED ASSEMBLY
OPERATIONS BUILDING
24" PEM TIE IN PLAN
24" MJ PLUG VALVE
CUTOUT & REPLACE 4" NPW TOFACILITATE TIE IN
CUTOUT & REPLACE 4" DRTO FACILITATE TIE IN
PIPE EVACUATION VOLUME CALCS
24" PEM @ 255LF = 5,990 GAL
8" PEM @ 160LF = 417 GAL
UV INFLUENT CHANNEL @ 10.25'x3.0'x8.77' = 2,012 GAL
TOTAL VOLUME = 8,419 GAL
PUMP TIME < 20 MINS @ 500GPM
LEDGEND
LOTO VALVE / GATE
IN CLOSED POSITION
PIPING TO BE ISOLATED
LIMITS OF EXCAVATION
PUMP OUT DESTINATION
UV INFLUENT CHANNEL
LOCK OUT / TAG OUT & PUMPING PLAN
316
Board Resolution
317
111 Riverside Avenue
Jacksonville, FL 32202
4830 W Kennedy Blvd Suite 600
Tampa, FL 33609
The City of Winter Springs East and West
Water Treatment Facilities
RFQ # 08-24-04 PH | The City of Winter Springs
318