Black and Veatch - Pump Station AMP Proposal

Black & Veatch 300 Rancheros Drive, Suite 250, San Marcos, CA, 92069

P +1 949-788-4250 | E [email protected]

Dear: Jeff Kirshberg

Rancho Water Maintenance Management Program Optimization and Asset Management Plan For Pump Systems and Mechanical Piping

and Controls – Pump Station Asset Management Program

RANCHO CALIFORNIA WATER DISTRICT RFP NO. D1916, D1917, AND D1918

RCWD | PUMP STATION ASSET MANAGEMENT PROGRAM

BV.COM BLACK & VEATCH | TABLE OF CONTENTS i

July 2nd, 2020

Rancho California Water District

Jeff Kirshberg, Water Resources Manager

42135 Winchester Road

Post Office Box 9017

Temecula, CA 92589-9017

RE: Rancho water maintenance management program Optimization and Asset Management Plan for Pump

Systems and Mechanical Piping and Controls – Pump Station Asset Management Program [Project Nos. D1916,

D1917, and D1918]

Dear Mr. Kirshberg:

Black & Veatch’s team is ready to deliver a focused risk-based pump station asset management program to

help the Rancho California Water District (District) improve pump station operations and meet the District’s

goals focused on maximizing the useful life of existing infrastructure.

Building on our knowledge of the District and goals for developing greater continuity for asset management

practices across your organization, we have assembled a team that combines local expertise with a dynamic

group of recognized Asset Management (AM) industry experts. Matt Thomas will serve as the Project

Manager, supported by Katterinne Fleming as our local AM leader. Matt has 29 years of experience while

Katterinne specializes in asset management services across the water and wastewater industries and holds

the Asset Management Certificate from the Institute of Asset Management and has successfully assisted

numerous clients with condition and risk assessments in the US and Mexico.

Black & Veatch is ideally suited to assist the District with this effort, and thanks the District for the opportunity

to submit this proposal. As described herein, the Black & Veatch team provides the District with several key

benefits that when taken together will provide the District a practical, implementable, risk-management

focused Pump Station Asset Management Program:

• Our Asset Management Team will Conduct an Efficient & Accurate Condition Assessment ensuring

minimum interruptions to Operations. Black & Veatch brings extensive condition assessment

experience, qualifications and knowledge to successfully complete this project for the District. The

condition assessment team will perform comprehensive assessments that will identify areas of

concern and identify the extent of deterioration. Using this data, the replacement and maintenance

requirements will be determined and a clear timeline for the recommended actions will be

presented. Black & Veatch will also provide opinions of probable costs for the pump station facilities.

These recommendations will be prioritized to assist the District with the development of its Pump

Station Asset Management Program.

• Proven Results from a Locally Committed Team. With a team experienced in pumping design and

operations we lead asset management practices throughout the region based on the latest

innovations in the industry, with leadership and support professionals that are nearby.

• Power BI Tools Facilitate Collaboration and Decision Making. Throughout Black & Veatch’s global asset

management experience we support valuable lessons, the most important being that a living,

sustainable and successful asset management program will ultimately require the District to be self-

sufficient, with buy-in from Directors to the field crews. We know collaboration is key to achieving


BV.COM BLACK & VEATCH | TABLE OF CONTENTS ii

success, and that graphic displays and understandable charts are needed to explain complicated

results. Our use of Power BI tools and dashboards will facilitate project understanding, foster

collaborative inputs, and benefit timely decision making.

We are excited about this opportunity to collaborate with you and your staff. Once again, we thank you for

the opportunity to submit this proposal. If you have any questions or require any additional information,

please do not hesitate to contact our proposed Project Manager, Matt Thomas, at (949) 788-4250 or

[email protected].

Yours truly,

James J. Strayer, P.E. Matt Thomas, P.E.

Vice President Associate Vice President

Project Director Project Manager

mailto:[email protected]


BV.COM BLACK & VEATCH |PROJECT UNDERSTANDING iii

Table of Contents PROJECT UNDERSTANDING .......................................................... 4

PROJECT APPROACH ..................................................................... 4

DETAILED SCOPE OF WORK ........................................................ 11

PROJECT TEAM ........................................................................... 18

LIST OF REPRESENTATIVE PROJECTS .......................................... 21

FEE SCHEDULE............................................................................. 28

PROJECT SCHEDULE .................................................................... 29

PUBLIC WORKS CONTRACT REGISTRATION ............................... 30

APPENDIX ................................................................................... 31


BV.COM BLACK & VEATCH |PROJECT UNDERSTANDING 4

Project Understanding Rancho California Water District (District)

continues to plan for and meet the ever-

changing water needs of a growing and diverse

community. Through its effort to implement a

comprehensive asset management program, the

District has adopted a risk-based approach

which plans for the renewal and replacement of

facilities utilizing an advanced asset

management methodology.

The District is

experiencing a shift

from a growth

determined capital

expenditure plan to

maintenance-

focused spending

that preserves

infrastructure

investments,

including plans for

cost effective asset

repairs,

rehabilitation, or

replacement.

Currently the District

owns and operates 38 pump stations, of which

31 are in the potable water system, 6 are in the

recycled water system, and 1 is in the raw water

system. The age of the pump stations range from

7 years old (2 pump stations) to more than 50

years old (1 pump station). The majority of the

pump stations (24) entered service between

1980 and 2000. Presently, there are 148 pumps

operating at the 38 pump stations with the

exception of 2 hydropneumatic pump stations

and 1 pump station with split case pumps, all of

the other pumps are vertical turbine pumps.

With this number of pumping facilities in its

system, the District’s Asset Management

Program will apply data-driven methods to

assess pumping facilities condition and

criticality, supporting a maintenance and

replacement program that matches available

District resources while mitigating the risks

associated with potential pumping facility

failures.

As discussed in our Cover Letter, Black & Veatch

clearly understands the importance of reliable

pump station functionality for daily operations

and maintenance,

and to effectively

respond to

unplanned system

outages. Having

pump stations

operate reliably is

critical.

The key goal of this

project is to develop

a defensible,

implementable plan

for replacement or

repair of the

District’s water and

recycled water

pumping facilities, based on risk-management

principles.

To provide a successful Pump Station Asset

Management Plan to the District, Black & Veatch

will:

• Apply our global expertise in pumping

facility mechanical design and real-world

performance to support Probability of

Failure (PoF) assessments.

• Utilize Power BI tools to facilitate and

other graphics-based outputs to

facilitate input from District

stakeholders toward building support

for the plan.

FIGURE 1. BV IS READY TO APPLY ITS KNOWLEDGE OF THE DISTRICT TOWARDS

IITS PUMP STATION ASSET MANAGEMENT PROGRAM.


BV.COM BLACK & VEATCH |PROJECT APPROACH 5

Project Approach Black & Veatch has developed an approach that applies our prior asset management experiences and our

unique pump station design and application expertise to assist with prioritizing all pump stations and

developing a program specific to the District’s needs. We will use experience gained in California, n Diego,

Los Angeles, Phoenix and other major metropolitan areas to rapidly assess available pump station data to

enhance prioritization development. Our approach encompasses a four-step work flow process that will

be collaborative with District staff from start to end.

FIGURE 2. OUR 5 STEP PROJECT APPROACH TO MEET RCWD OBJECTIVES

Each step is intended to build on the results and findings from the previous step, with flexibility to make

adjustments to the evaluations and recommendations as work progresses.

PROJECT MANAGEMENT AND ADMINISTRATION. A quality project delivered to budget and on schedule

requires detail-oriented oversight and technical comprehensive. Black & Veatch has a wide-array of

project management tools, forms, and resources but most importantly a deep understanding of the level

of effort and risks associated with each project task. For this reason, we have put together a team with

strong asset management experience to provide RCWD with comprehensive and reliable project updates

and effective administration.

Black & Veatch has tailored an approach for the District’s Pump Station Asset Management Program



1. LEVERAGE EXISTING INFORMATION Our initial step involves the collection of available data that will support the evaluation to assess risk

related to Probability of Failure (PoF) and Consequence of Failure (CoF) factors for all pump stations. The

data will include parameters to assess the physical characteristics and operational history of each pump

station, as well as information related to in-situ environment and pump station criticality. Key pump

station attribute information at the pump asset and sub-asset level will include at a minimum:

▪ Facility maintenance records;

▪ Asset inventory;

▪ Previous pumping station condition assessments;

▪ Facility O&M manuals;

▪ Existing pump curves;

▪ Facility as-built drawings;

▪ General potable piping diagram;

▪ Historical flow data;

▪ Any other available operating data (system pressure, wet well levels, energy use, etc.);

▪ Engineering standards; and

▪ Specifications.

As part of Step 1, the District will get a thorough data collection and review from our support team

providing hands-on end-user and implementation experience with numerous CMMS solutions. We will

identify additional information and will inform the District of any identified data gaps that need to be

tracked in Hansen 11.5.

2. PUMP STATION ASSET HIERARCHY Fundamental to any asset management program is the answer to the question “What is the current state

of my assets?” Asset hierarchy data is the foundation of the answer to this question. Black & Veatch has

the experience and expertise to evaluate the District’s pump station data to identify gaps and

improvement opportunities. Evaluation of data typically includes items such as:

▪ Asset inventory completeness and

accuracy.

▪ Physical characteristics of assets,

including size, material, and

installation date

▪ Condition of assets, such as failure

histories, service records and

inspections

▪ Asset performance

▪ Completeness of customer

information

B&V will review the District’s existing pump station CMMS asset inventory data and work with the Districy

to develop an inspection asset hierarchy to match the existing CMMS structure. This hierarchy will aid

with data collection and assist with making improvement recommendations. The hierarchy will be

designed to ensure that condition/costing data roll-up to the desired organization groupings and can be

utilized in current/future CMMS systems.

FIGURE 3. ASSET HIERARCHY EXAMPLE



3. IN-FIELD CONDITION ASSESSMENT Black & Veatch will establish a consistent and effective approach for collecting and scoring

infrastructure data and evaluating the condition of the District’s pump stations. Site visits will then be

conducted by our engineers experienced in

condition assessment in accordance with the asset

hierarchy.

Black & Veatch has successfully executed

numerous projects to inventory and assess

conditon of vertcal assets in water producton

facilites, wastewater treatment plants, booster

statons, lif statons, well felds, building facilites, and

groundwater recharge facilites. Our team is

intimately familiar with the processes and assets

within these facilites – we work within them on a

daily basis either designing, constructIng,

operatIng, or maintaining the associated

equipment. This familiarity will naturally result in

more accurate and trustworthy data from which to

base the District’s asset management program

upon.

The protocol will be utilized to gather useful data for describing the condition and for projecting the remaining useful life of the pump stations. The agreed-upon assessment criteria and rating system will be used to assign a condition rating to each asset such that recommendations can be prioritized. A five-tiered rating system will be used to assign a physical condition and a performance condition to an asset based on the probability of failure and remaining useful life. Discipline-specific rating systems will be developed to accurately capture the condition of structural, mechanical, electrical, and I&C assets. These asset scores will roll up to provide an overall condition rating of each

pump station.

A tablet with electronic data collection form will be used to collect the appropriate field data. B&V will prepare electronic condition assessment forms, organized by discipline and asset type. Asset IDs from the existing asset inventory will be used to organize and collect the condition assessment data.

FIGURE 4. B&V TECHNICIAN COLLECTING CONDITION DATA ON HIS

TABLET IN PALM DESSERT, CA

B&V conducted the successful collection of

vertical assets in the dessert for Coachella

Valley Water District. The BV optimal

approach of field work resulted in a signifcant

amount of work achievement ahead of

schedule.

FIGURE 5. PRE-LOAD PS ASSET LISTS USING CLOUD-BASED APPLICATION, DATA

AUTOMATICALLY UPLOADED AND EXPORTED DATA TO SPREADSHEETS.



4. RISK ASSESSMENT After Steps 1 through 3 are complete, Black & Veatch will conduct a risk assessment to provide the

District with identified top priorities for replacement and rehabilitation investment decisions, including

opportunities to combine different improvement needs into one project to maximize the use of CIP

funds.

An integrated risk assessment is important for establishing priorities and ultimately prioritizing projects.

The initial risk assessment will begin as soon as the condition assessment is performed. Based on the

collected data, Black & Veatch will identify pertinent PoF and CoF risk criteria, develop a scoring strategy,

and assign weighting factors to support the risk calculations and prioritization results. When selecting the

risk criteria and weightings, Black & Veatch

will conduct collaborative review sessions

with District staff to review both methodology

and sensitivity of criterion results to support

overall risk analysis outcomes.

To expedite the analysis and leverage prior

work done for the District, we will

incorporate results from existing asset

prioritization efforts, such as the 2020 Prioritized Water Pipeline Condition Assessment.

A scoring range of 1 to 5, where 5 is the highest, will be used for the PoF and CoF factors to be consistent

with the standard 5x5 risk matrix. A detailed description of the PoF and CoF analyses is presented below:

◼ Probability of Failure (PoF)

Using available pump station attribute data, along

with Black and Veatch’s experience on pump

performance working with other water surveyors, a

failure mode analysis will be conducted to identify

specific causes of poorly performing pump stations. A

critical component of this analysis will be direct input

from District operations and maintenance crews on

specific causes of asset failures and failure-response

preferences related to asset repairs versus full asset

replacement. District input will be used to drive the

failure mode analysis at the asset or sub-asset level to

include viable repair methods addressing common

component failure.

The BRE assessment will develop PoF criteria and a criteria weighting system applicable to each pump

station based on asset characteristics (age, type, use) and physical condition (operating,

service/repair history, condition). Where such data is not available, asset condition will be calculated

on scores for asset characteristic data.

FIGURE 6. DECAY CURVES USED IN PRIOR ASSESSMENTS BY

THE BV TEAM

BLACK & VEATCH WILL PROVIDE A

CONSISTENT & DEFENDABLE

FRAMEWORK FOR DETERMINING

THE DISTRICT’S PUMP STATION.



◼ Consequence of Failure (CoF)

Asset management best practices evaluate CoF considering the economic, social, and environmental

impacts – known as the “triple bottom line” or TBL approach. Consequence factors will be developed

using qualitative scoring and weighting factors, to be refined in a workshop with the District.

Triple Bottom Line Approach

The CoF relates to the impact that a given asset

failure will have on environmental, loss of service

or social, commercial or financial disruption. The

economic criteria measure the direct cost to the

District, the social criteria include service

disruption and other level of service commitments

to customers, and the environmental criteria

include regulatory non-compliance and any other

environmental degradation which may result from

an asset failure. A typical scoring approach can

include a range from 1 (no impact) to 5 (severe

impact). Alternative scoring approaches involving

maximum allowable points in each criterion can

also be effective.

The goal is to develop a scoring system which correctly reflects the diversity of the pump stations and

achieves a good separation and range of final CoF scores to support the comparison and prioritization

of pump stations.

◼ Risk Methodology.

Black & Veatch will develop a tailored algorithm that will calculate PoF and CoF scores for each pump

station in the District’s inventory. The scores will be presented on a scatter plot color-coded by rank,

which will enable categorization of pump stations into management groups and inform how they

should be treated in the CIP. For example, high priority pump stations with a high PoF and CoF would

be targeted for immediate replacement and budgeted in the CIP, while lower PoF pump stations are

budgeted as part of future maintenance planning. The risk prioritization results, GIS data, and

dashboard-formatted results will be provided to the District to serve as a dynamic, ever-improving

tool to develop an accurate, data-driven and defensible CIP year after year.

A Microsoft Power BI dashboard will be developed to display the District’s pump stations by overall risk

score using interactive charts and GIS mapping. Results of the Risk Assessment will be summarized

into a suite of concise, easy to use Power BI dashboards which will facilitate a deep and rapid

understanding of how the PoF and CoF factors contribute to the overall risk of each pump station.

FIGURE 7. TRIPLE BOTTOM LINE APPROACH



Similar to Figure 8, we will create several views of the Risk Assessment data, including a PoF

Dashboard, a CoF Dashboard, and a Risk Matrix Dashboard (which will include a customized and

interactive 5 x 5 Risk Matrix which will enable filtering by PoF, CoF and Risk Level).

The dashboard will be leveraged during workshops with the District to effectively and efficiently

communicate results at each phase of the Risk Assessment as well as be provided to the District at

the conclusion of the project to continue to use in the future.

5. PUMP STATION ASSET MANAGEMENT PROGRAM Based on the results of the previous steps, we will propose a maintenance and replacement

program for the District’s pump stations.

After categorizing and prioritizing the District’s pump stations, Black

& Veatch will work with District staff to develop the pump stations

asset management program. The matrix developed in the previous

steps will be used as the basis for the maintenance and replacement

decision making for the District. Black & Veatch will configure the

District’s Predictor models for the pump station assets using the data

and information gathered, determined, and analyzed in steps 1 – 4.

Our Black & Veatch team will work with the District to optimize

existing practices.

FIGURE 8. BLACK & VEATCH DEVELOPED RISK ASSESSMENT POWER BI DASHBOARDS TO ALLOW THE MILWAUKEE

METROPOLITAN SEWERAGE DISTRICT TO MANAGE THE REHAB AND REPLACEMENT OF MORE THAN $1B OF CONVEYANCE

ASSETS.


BV.COM BLACK & VEATCH |DETAILED SCOPE OF WORK 11

Detailed Scope of Work TASK 1. DATA COLLECTION AND DOCUMENT REVIEW

The CONSULTANT will gather and review available DISTRICT records on pump station information and solicit input from various departments and individuals. The collected data will be used to develop an inventory list by asset and sub-asset of all pump station assets. At the onset of the project, the CONSULTANT will be provided with the following by the DISTRICT:

• GIS shapefiles detailing location of the District’s potable, recycled, and raw water infrastructure, including the pump stations. GIS data for the potable and recycled water pump stations includes the pumps, connected piping, and valves. GIS attributes include date of install, infrastructure type, diameter, material, pressure zone, and energy source (if applicable);

• Innovyze InfoWater hydraulic models of the DISTRICT’s potable and recycled water systems;

• Available maintenance and repair history provided in GIS (developed and maintained in the District’s Hansen 11.5 CMMS, which will also be made available to the CONSULTANT);

• Prologue pump station database, which includes pump asset assessments, source of energy supply, pictures, and staff notes;

• Southern California Edison pump test results;

• Existing potable and recycled water demands by pressure zone; and

• District’s 2016 Water Facilities Master Plan and other pertinent reports and planning documents

The CONSULTANT will prepare a technical memorandum (TM) summarizing the relevant data, which is to

include an update of Tables 2-1 and Table 2-7 from the 2015 Water Facilities Master Plan.

Deliverables:

1. Draft Data Collection TM will be submitted for DISTRICT review and comment. The DISTRICT will

provide review comments to the CONSULTANT in spreadsheet format and will consolidate all

review comments into one (1) spreadsheet.

2. Final Data Collection TM will incorporate DISTRICT review comments and be submitted in PDF

format.

Meetings:

1. CONSULTANT will solicit input and discuss available information and database formats during one

(1) combined meeting with the DISTRICT’s Operations, Engineering, and GIS departments and

other individuals who have pertinent information relating to the DISTRICT’s pump station assets.

2. CONSULTANT will meet with DISTRICT to present the Draft Data Collection TM and solicit input

for AMP baseline data and identified data gaps and baseline over one (1) meeting.



TASK 2. PUMP STATION ASSET HIERARCHY

The Consultant shall develop a pump station asset hierarchy structure (taking into consideration the

various components/related assets of this asset group), which can be utilized for all DISTRICT-owned

pump stations. While the exact components of the hierarchy will be determined as part of this task, the

DISTRICT anticipates that the major components of a pump station will include:

• Power supply (i.e., Electric, Natural Gas, Solar, Generators)

• Pumping

• Motor Control Center

• Piping and Appurtenances (i.e., Valves, Sample Taps, Meters, etc.)

• On-site Supervisory Control and Data Acquisition (SCADA) Equipment

• Disinfection (i.e., Hypochlorite Tank, Brine Tank, PLC Controller, Analyzer, etc.)

• Controls

• Land

• Building

• Site Security

All asset types associated with each pump station’s major components will be identified. For some asset

types, it may be necessary to include sub-asset types. For example, a major component of a pump station

could be pumping, with the pumps comprising an asset within pumping, and the associated shaft and

motor identified as a sub-asset to the pumps.

The results of this task shall be summarized in a Pump Station Asset Hierarchy TM outlining the proposed

asset hierarchy. The Consultant shall also submit the hierarchy in an Excel-compatible format.

Deliverables:

1. Draft Pump Station Asset Hierarchy TM will be submitted along with the hierarchy in an Excel-

compatible format for DISTRICT review and comment. The DISTRICT will provide review

comments to the CONSULTANT in spreadsheet format and will consolidate all review comments

into one (1) spreadsheet.

2. Final Pump Station Asset Hierarchy TM will incorporate DISTRICT review comments and be

submitted in PDF format.

Meetings:

1. CONSULTANT will meet with DISTRICT to present the draft Pump Station Asset Hierarchy TM to

solicit input over one (1) meeting.

TASK 3. IN-FIELD CONDITION ASSESSMENTS OF THE DISTRICT’S PUMP

STATION ASSETS

The CONSULTANT will conduct in-field visual condition assessments of the DISTRICT’s assets at each of

the 38 pump stations excluding confined spaces. The CONSULTANT shall review the DISTRICT’s current

pump station condition assessment activities, such as the pump asset assessments. The CONSULTANT

shall identify what information is to be collected during the condition assessments. The CONSULTANT



shall schedule the condition assessments with the District, with the understanding that DISTRICT taff will

accompany the CONSULTANT on the initial condition assessments, so that the Consultant can transfer the

condition assessment methodology and skills to District Staff. Staff will continue to accompany the

Consultant until these skills have been successfully transferred.

The CONSULTANT will identify any additional information which DISTRICT staff should be tracking in the

DISTRICT’s Hansen 11.5 CMMS, so that the DISTRICT, at its own separate expense, can add the ability to

track additional information in the CMMS.

The results of this task shall be summarized in a Pump Station Condition Assessment TM. The

CONSULTANT shall also submit the results of the in-field condition assessments, delineated by pump

station, including relevant pictures, supporting data, etc.

Deliverables:

1. Draft Pump Station Condition Assessment Criteria and Condition Rating System for DISTRICT

review and comment prior the in-field condition assessment activities. The DISTRICT will provide

review comments to the CONSULTANT in spreadsheet format and will consolidate all review

comments into one (1) spreadsheet.

2. Final Pump Station Condition Assessment TM will incorporate DISTRICT review comments and be

submitted in PDF format.

Meetings:

1. CONSULTANT will meet with DISTRICT to establish assessment criteria & condition rating system to guide in the assessment of the pump stations.

2. CONSULTANT will meet with DISTRICT to present the draft Pump Station Condition Assessment

TM.

TASK 4. DEVELOP A PROBABILITY OF FAILURE FOR THE DISTRICT’S PUMP

STATIONS

The CONSULTANT will determine the Probability of Failure (PoF) for each of the assets and sub-assets

included in the hierarchy at all 38 DISTRICT pump stations. Using work order and maintenance history

from the CMMS, in conjunction with industry standards, the CONSULTANT shall conduct a failure mode

analysis of the assets and sub-assets to determine what the major source of failure is. Recognizing that

assets and sub-assets can fail in several ways, the CONSULTANT will be expected to propose a dominant

failure mode for each asset and sub-asset. Accordingly, each asset and sub-asset will be assigned a

decay curve which estimates how the PoF will change over its estimated useful life. When specific

CMMS maintenance history is not available, decay curves will be developed based on industry

standards.

The results of this task shall be summarized in a PoF TM assigning a condition score to each asset and

sub-asset, outlining the basis for the condition scoring system, and providing a list identifying assets and

sub-assets of concern. The CONSULTANT shall also submit a database of all of the assets and sub-assets,

including their associated PoF, PoF decay curve, and an estimate of the total useful life.



Deliverables:

1. Draft PoF TM will be submitted in PDF format for DISTRICT review and comment. The DISTRICT

will provide review comments to the CONSULTANT in spreadsheet format and will consolidate

all review comments into one (1) spreadsheet.

2. Final PoF TM will incorporate DISTRICT review comments and be submitted in PDF format.

Meetings:

1. CONSULTANT will meet with and solicit input from the DISTRICT regarding the PoF TM approach

over one (1) meeting.

2. CONSULTANT will meet with DISTRICT and present the Draft PoF TM to solicit input over one (1)

meeting.

TASK 5. DEVELOP A CONSEQUENCE OF FAILURE FOR THE DISTRICT’S

PUMP STATION

The CONSULTANT will determine the Consequence of Failure (CoF) for each of the DISTRICT’s pump

station assets and sub-assets. The CONSULTANT shall be guided by the triple bottom line of

environmental, social, and financial effects of the asset’s failure to deliver the expected level of service.

Based on available information, the CONSULTANT shall propose a method to determine the CoF for each

pump station asset and sub-asset.

The results of this task shall be summarized in a CoF TM outlining the CoF score for each of the pump

station asset and sub-assets, the basis for the scoring system, and a list identifying assets and sub-assets

of concern. The CONSULTANT shall also submit an excel-compatible database of each asset’s and sub-

asset’s CoF.

Deliverables:

1. Draft CoF TM will be submitted in PDF format for DISTRICT review and comment. The DISTRICT

will provide review comments to the CONSULTANT in spreadsheet format and will consolidate all


2. Final CoF TM will incorporate DISTRICT review comments and be submitted in PDF format.

Modifications to the model will be made as needed based on DISTRICT comments received during

the review process.

Meetings:

1. CONSULTANT will present the CoF criteria and equations/algorithms developed that will be used

to assign criticality to the pump stations and solicit input from the DISTRICT regarding the CoF TM

approach over one (1) meeting.

2. CONSULTANT will meet with DISTRICT and present Draft CoF TM to solicit input over one (1)

meeting.



TASK 6. DEVELOP AN APPROACH TO PRIORITIZING PUMP STATION

The CONSULTANT shall develop a risk-based methodology for prioritizing how the DISTRICT manages its

pump stations. This will serve as an invaluable means for refining maintenance and replacement priorities

among this large asset class and will help the DISTRICT identify assets and sub-assets that pose a higher-

than-acceptable risk, thereby allowing the DISTRICT to prioritize projects/approaches to mitigate these

risks.

The CONSULTANT shall determine the Business Risk Exposure (BRE) for each of the DISTRICT’s recycled and

potable water assets and sub-assets. The BRE calculations shall consider both the PoF and the CoF,

previously developed as part of this Project.

The result of this task shall be summarized in a BRE TM outlining the basis for the scoring system, the

scoring assigned to each asset and sub-asset, and a list identifying assets and sub-assets of concern. The

CONSULTANT shall also submit a database of each asset’s and sub-asset’s BRE.

Deliverables:

1. Draft BRE TM will be submitted in PDF format for DISTRICT review and comment. The DISTRICT will

provide review comments to the CONSULTANT in spreadsheet format and will consolidate all


2. Final BRE TM will incorporate DISTRICT review comments and be submitted in PDF format.

Meetings:

1. CONSULTANT will meet with DISTRICT and present the Power BI dashboards and Draft BRE TM to


TASK 7. PROPOSED REPLACEMENT AND MAINTENANCE PROGRAM

Based on the results of Task 6, the CONSULTANT will propose a maintenance and replacement program

for the DISTRICT’s pump station assets and sub-assets. Unit costs for maintenance and replacement

activities shall be developed, along with corresponding life-cycle costs for each pump station. The

results of this analysis will help the DISTRICT determine the overall cost and scope of future pump

station maintenance and replacement activities. The CONSULTANT should include any associated costs

with future recommended in-field condition assessments, if necessary.

The CONSULTANT will develop a prioritized list of improvement for rehabilitation, maintenance, and

repair. Each recommended item will have an associated planning level opinion of cost using the

appropriate standard of care and pertinent guidelines established by the Association for the

Advancement of Cost Engineering (AACE International). Costs provided for recommended rehabilitation

or repairs will be budget level estimates, categorized as Class 5 (screening or feasibility estimates) by

AACE International. Additionally, each recommendation will be placed into one of three time-dependent

buckets: short-term, mid-term, and long-term.

The result of this task will be summarized in a Proposed Replacement and Maintenance Program TM

outlining the proposed replacement and maintenance activities, including associated costs.

Deliverables:



1. Draft Replacement and Maintenance Program TM will be submitted in PDF format for DISTRICT

review and comment.

2. Final Replacement and Maintenance Program TM will incorporate DISTRICT review comments

and be submitted in PDF format.

Meetings:

1. CONSULTANT will meet with and solicit input from the DISTRICT regarding the Replacement and

Maintenance Program TM approach over one (1) meeting.

2. CONSULTANT will meet with DISTRICT and present Draft Replacement and Maintenance

Program TM to solicit input over one (1) meeting.

3. CONSULTANT will conduct Draft Presentation of the Pump Station AMP to DISTRICT staff to


4. CONSULTANT will conduct Final Presentation of the Pump Station AMP to DISTRICT Board of

Directors or Committee Members over one (1) meeting.

TASK 8. PROJECT MANAGEMENT AND ADMINISTRATION

6.1 Technical Support and Communications

The DISTRICT’s Project Manager will be copied on all correspondence related to this PROJECT, including

e-mails, between the CONSULTANT’s team and the DISTRICT or other public entities.

6.2 Meetings

The CONSULTANT will coordinate project activities with the DISTRICT’s Project Manager, water modeling

engineers, water operations engineers, corrosion engineers, and public relations staff, as required,

during the execution of the work.

▪ Kick-Off Meeting. The CONSULTANT, with input from the DISTRICT’s Project Manager, will

prepare for and conduct an initial Kick-off meeting with DISTRICT staff.

▪ Sessions. The CONSULTANT will prepare for and conduct 14 technical sessions with DISTRICT staff.

These sessions are included in Task 1 through Task 7.

1. Document Overview TM Approach

2. Document Overview TM Draft Presentation

3. Pump Station Asset Hierarchy TM Draft Presentation

4. Pump Station Condition Assessment TM Approach

5. Pump Station Condition Assessment TM Draft Presentation

6. Probability of Failure TM Approach

7. Probability of Failure TM Draft Presentation

8. Consequence of Failure TM Approach

9. Consequence of Failure TM Draft Presentation



10. Business Risk Estimate TM Draft Presentation

11. Proposed Replacement and Maintenance Program TM Approach

12. Proposed Replacement and Maintenance Program TM Draft Presentation

13. Draft Presentation of the Pump Station AMP to District Staff

14. Final Presentation of the Pump Station AMP to Board of Directors or Committee Members

6.3 Schedule and Progress Reporting

Within two weeks of award of contract, the CONSULTANT shall submit an updated project schedule to the

DISTRICT for review. The schedule should show the tasks and activities required to complete the work,

the level of effort (in labor hours) planned for each task and subtask and identify dependencies and key

milestones.

6.4 Invoicing

All invoices will be prepared monthly and submitted in accordance to the agreement.

6.5 Quality Management

The CONSULTANT will prepare a Project Quality Plan at the onset of the PROJECT that must be approved

by the CONSULTANT’s Water Quality Manager. A quality control review will be scheduled at key

PROJECT milestones and will be conducted by senior staff members who will be selected for their

experience and expertise in the specific issues contained in this PROJECT. All deliverables will be

reviewed by the CONSULTANT’s Project Manager and a member of the CONSULTANT’s QC Review Team

prior to submission to the DISTRICT. Documentation of the CONSULTANT’s internal QC review will be

included with each submittal to the DISTRICT.


BV.COM BLACK & VEATCH |PROJECT TEAM 18

Project Team Black & Veatch is a leading global engineering, consulting, and construction company specializing in infrastructure development in energy, water, telecommunications, management consulting, federal, and environmental markets. Founded in 1915, Black & Veatch develops tailored infrastructure solutions that meet clients’ needs and provide sustainable benefits.

Our team matches professional’s strengths with task deliverables. Black & Veatch has assembled a mix

of local staff members and national Subject Matter Experts with significant experience in completing

risk analysis, prioritization, and program development. Our team will be led by James Strayer, Project

Director while Matthew Thomas will by your Project Manager. The following organization chart identifies

other key members of the Black & Veatch team:

Successful project implementation requires a fully dedicated team of

experienced, enthusiastic professionals with complementary skill sets directly

aligned with the management, technical and delivery needs of RCWD. It also

requires a team that understands RCWD’s pump stations, concerns, and

importance of delivering this project on schedule and on budget. Black &

Veatch’s Asset Management (AM) team brings best practices from around the

world to help our clients improve their AM approaches. As an Institute of Asset

Management Endorsed Assessor for International Standards Organization (ISO) 55001, we have assisted

numerous clients in the United States and internationally with the implementation of AM programs.



KEY TEAM MEMBERS

NAME ROLE/EXPERIENCE QUALIFICATIONS

James Strayer, PE

Project Director. James Strayer, P.E. oversees planning and asset

management projects for Black & Veatch in Southern California. Mr.

Strayer’s role on projects spans technical oversight through hands-

on project roles including condition assessment projects all across

the US. His technical focus includes all aspects of planning and asset

management. Mr. Strayer has extensive background on the RCWD

water distribution system through his previous work on the Los

Caballos Pump Station project. Mr. Strayer works well with District

staff including multi-group efforts similar to this project.

• Understand the RCWD distribution system through previous work.

• Program development for the San Diego County Sanitation District

Matt Thomas, PE

Project Manager. Matt brings over 25 years of experience in the

planning, design, condition assessment, and project management of

pipeline projects. With a strong technical background, Matt

understands the intricacies of a pump station prioritization project.

As project manager, Matt will provide close coordination with RCWD

throughout the project and will assure scope, schedule, budget and

quality expectations are met. Matt will be a “hands on” Project

Manager by overseeing the technical aspects of the work that will

include managing and working directly with RCWD and the BV

Execution Team.

• Condition assessment for the City of San Diego

• AM support for the Western Municipal Water District

Jeff Stillman, PE

QA/QC. Jeff is a Practice Leader in Asset Management. He has

executed a wide variety of asset management and infrastructure

planning projects and programs, including risk-based facility

prioritization; computerized maintenance management systems;

and maintenance programs. Throughout his career, Jeff has focused

on building tools, developing processes, and conducting training and

workshops to facilitate ultimate use by clients. He has extensive

experience in utilizing asset information databases and geographic

information systems (GIS) to aid with prioritization databases to

support master planning and capital improvements plans.

• Risk analysis and prioritization for the City of San Diego

• AM support for the Western Municipal Water District

Katterinne Fleming, MIAM, ENV SP

Risk Assessment Lead. Katterinne brings 12 years of experience

assisting clients with optimization and risk assessment projects,

physical condition assessments, O&M optimization evaluations,

regulatory compliance and emergency response planning across the

US and Mexico. She holds the IAM certificate in Asset Management,

is NASSCO and ENV SP certified. Ms. Fleming will work closely with

the District’s staff in development and implementation of

assessment plan, data collection, evaluation and report preparation,

in support of capital improvement planning.

• Deputy PM for the Coachella Valley Water District Asset Inventory project

• In-field Condition Assessment & Risk Assessment for Tijuana and Newport Beach.



NAME ROLE/EXPERIENCE QUALIFICATIONS

Brian Lendt, GISP

Database/GIS Lead. Brian is a Geographic Information Systems (GIS)

Consultant with the Black & Veatch Planning and Asset Management

Department. He specializes in areas that relate to water, wastewater

and storm water hydraulic modeling and master planning; GIS-based

prioritization; asset management; mobile GIS; operation and

analytical dashboards, geospatial analysis, visualization, GIS needs

assessments and implementation.

• GIS Staff Augmentation for the Coachella Valley Water District

• GIS support for Fairfax County

Derek Wusrt, PE

Asset Hierarchy Lead. Derek has dedicated his career towards the

assessment of water and wastewater infrastructure to help clients

extend the useful life of their assets. He brings more than 15 years

of focused condition assessment experience in the evaluation of

water and wastewater facilities. Derek will work closely with other

members of our team in development of the RCWD’s pump station

hierarchy. Derek brings hands-on knowledge to provide tangible and

appropriate condition assessment services with verifiable results. His

unique blend of effective communication and technical expertise

provide the skills necessary to convey the intricacies of complex

projects.

• Pump Station condition assessment and management program for City of Livermore, City of Folsom, City of Hayward, Fairfax County, and Upper Trinity River Water District.

James Reitmeier

Condition Assessment Lead. James creates value in his professional

relationships by bringing a wide technical background to support

project execution coupled with project leadership to drive efficiency

and effectiveness. A background in water and wastewater design,

James understands the roles and risks associated with assets within

a water provider’s system. This background lead to his strategic

alignment to lead the data structuring, collection, and analysis of

nearly 300,000 assets for the Coachella Valley Water District over

the past 2 years. During his tenure he has worked with 100’s of staff

from operations, engineering, maintenance, and management to

deliver a full risk and lifecycle cost profile on each asset that has full

approval from all departments. James continues to leverage this

experience on his projects today, providing detail-oriented and long-

term consideration to his work products to align his clients with their

Asset Management goals.

• In-Field Manager of the asset inventory for Coachella Valley Water District

• Asset management support for the County of San Diego Sanitation District

Clinton McAdams,

PE, ENV SP

Condition Assessment Support. Clinton has experience providing

detailed condition assessment and risk analysis services. He has

evaluated pump stations for infrastructure systems in the field,

seeing first hand their failure modes. He has supported clients in

developing and implementing risk analysis criteria, both prior and

post collecting condition assessment data. This onsite, desktop, and

collaborative experience will be leveraged to support your desktop

condition assessment and risk criteria development.

• Condition assessment and management program for Coachella Valley Water District City of San Diego, and City of Livermore

• Asset management support for the County of San Diego Sanitation District


BV.COM BLACK & VEATCH |LIST OF REPRESENTATIVE PROJECTS 21

List of Representative Projects Black & Veatch is leading the industry in asset management plans, providing services for

our clients for more than 30 years.

Black & Veatch is excited to use our vast planning experience to complete the District’s Pump Station

Asset Management Plan. Our recent and relevant experience will help lead to a successful project that

meets all objectives and provides long-term benefits to the District. As shown in the figure below, Black

& Veatch has recent and extensive experience across the United States in developing, asset

management plans, master plans, and capital improvement programs.

Our professionals have worked with agencies across the United States in delivering condition

assessments, risk assessments and prioritization, and replacement and maintenance programs. This

experience is not limited to water and wastewater infrastructure. In the last five years alone, we have

applied our risk-based planning approach to identify and justify more than $20B of risk and resilience

related infrastructure investment programs for our clients in the water, energy, telecommunications,

federal, and military sectors. We draw on this broad experience to bring critical knowledge to our

municipal clients to seamlessly deliver projects.

Adaptive Planning. The value of preparing an asset management plan is not just for the guidance

produced, but also for the valuable process and activities involved. The benefits include revisiting past

assumptions, the transference of knowledge, the interaction between departments, and the ability to

look past today’s issues and prepare for the future. Black & Veatch professionals know how to make the

most of this process. We focus on engagement and communication, with processes designed to be

collaborative and informative.

The following table includes brief descriptions of a few similar projects that we have recently completed

in California and nationally in the last 5 years.



BLACK & VEATCH

RELEVANT

PROJECTS DA

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ASS

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DE

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NT

RIS

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NA

LYS

IS &

PR

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ITIZ

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CIP

PR

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ITIZ

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Pump Station Condition Assessment and Rehabilitation

City of Folsom, CA

◼ ◼ ◼ ◼ ◼ ◼

Livermore Pump Stations Condition Assessment Livermore, CA

◼ ◼ ◼ ◼ ◼ ◼

Vertical & Linear Asset Inventory & Condition Assessment Coachella, CA

◼ ◼ ◼ ◼

Hayward Garin PS Corrosion Hayward, CA

◼ ◼ ◼

Fairfax County 25 PS Condition Assessment

Fairfax, CA

◼ ◼ ◼ ◼ ◼

UTRWD Corinth Lift Station Lewisville, TX

◼ ◼ ◼ ◼ ◼

Programmatic Water Transmission Main Condition Assessment City of San Diego, CA

◼ ◼ ◼ ◼ ◼ ◼

Asset Management Program Support Western Municipal Water District, CA

◼ ◼ ◼

Madison MSD Force Main Condition Assesment Madison, WI

◼ ◼ ◼ ◼



Pump Station Condition Assessment and Rehabilitation CITY OF FOLSOM | FOLSOM, CA

CLIENT REFERENCE Joe Emond

50 Natoma Street

Folsom, CA 95630

(p) +1 (916) 461-6000

Black & Veatch’s condition assessment team performed comprehensive assessments that identified areas of concern and extent of deterioration. Using this data, the rehabilitation requirements were determined and a clear timeline for the recommended repairs was presented. Black & Veatch provided repair recommendations and opinions of probable costs for the pump station facilities. These recommendations were prioritized to assist the City with the development of their Capital Improvements Plan. The City of Folsom seeks to perform a comprehensive condition assessment of existing pump stations to develop a baseline condition to forecast future rehabilitation needs. We have developed an approach that lays out a systematic process to prepare a comprehensive assessment of the City’s pump stations. An inspection protocol was established in advance of the condition assessment

inspections in collaboration with City staff so that the data collected was consistent with asset management objectives. This understanding of physical condition is fundamental to any asset management program. Black & Veatch developed a field inspection plan to outline the sequence of field activities, determine the location, type of testing, and degree of testing required to adequately evaluate the condition of the pump stations. The field inspection plan identified methods to manage the inspection data to ensure information obtained from the project was appropriately and consistently recorded. The protocol was utilized to gather useful data for describing the condition and for projecting the remaining useful life of the pump stations. A rating system was used to assign physical condition of an asset such that recommendations can be prioritized as part of the City’s Capital Improvement Program. At the heart of the condition assessment work was the field inspection of existing pump station facilities. Black & Veatch evaluated the concrete/structural condition, and major mechanical and electrical equipment by performing physical inspections. In addition, various non-destructive testing methods were performed. Pump performance evaluation was conducted to determine if the pumps were operating efficiently or if improvements were needed from operations and efficiency standpoint. Once the inspection field work was complete, a condition assessment report was provided that documenting the activities, methods, observations, and measurements that resulted from the field work. The report included a discussion of the pump stations evaluated, photo documentation of observations, results of inspection testing and measurements, and any other miscellaneous observations, measurements or data recorded. The report provided evaluations with conclusions and recommendations for repair and rehabilitation prioritized by severity and criticality. The prioritized recommendations will help the City focus resources on implementing projects that provide the most meaningful and useful results for the City’s Capital Improvement Program.

Benefit to RCWD:

Our team has extensive

asset inventory

experience to partner

with RCWD staff and

make data-backed

decisions to maximize

pump station asset

information.



Livermore Pump Stations Condition Assessment CITY OF LIVERMORE | LIVERMORE, CA

CLIENT REFERENCE Yanming Zhang, PhD, PE Water Resources Technical

Programs Manager

101 W. Jack London Blvd. Livermore, CA 94551 (p) +1 (925) 960-8179

The City of Livermore requested Black & Veatch provide a comprehensive review of their sewer/storm lift stations and the potable water pump stations. This includes determination of actual existing pumping capacities and efficiencies, code compliance review of mechanical, electrical, and structural systems, assessment of operational controls and system reliability, and condition assessment of major assets. Based on the condition assessment findings, Black & Veatch will provide recommendations with opinions of probable costs. Black & Veatch reviewed available background documentation in order to understand the City's existing CMMS system and determine relevant data to be collected during the condition assessment inspections. Working with the City, Black & Veatch developed an inspection asset hierarchy to match the existing CMMS structure. This hierarchy aided data collection and assisted with making improvement recommendations. The hierarchy was designed to ensure that condition/costing data rolled-up to the desired organization groupings and can be utilized in current/future CMMS systems. Black & Veatch, in collaboration with the City, developed assessment criteria and a standardized rating system to guide in the assessment of the pumping facilities. A five-tiered rating system was used to assign a physical condition and a performance condition to an asset based on the probability of failure and remaining useful life. Discipline-specific rating systems were developed to accurately capture the condition of structural, mechanical, electrical, and I&C assets. These asset scores rolled-up to provide an overall condition rating of each pump station and lift station. A tablet based electronic data collection form was used to collect the appropriate field data. Black & Veatch prepared the electronic condition assessment forms, organized by discipline and asset type. Asset IDs from the existing asset inventory were used to organize and collect the condition assessment data. Black & Veatch establish an inspection protocol in advance of the condition assessment inspections, along with a field inspection plan to outline the sequence of field activities and determine the location, type of testing, and degree of testing required to adequately evaluate the condition of the assets. The field inspection plan identified methods to manage the inspection data to ensure information obtained is appropriately and consistently recorded. Black & Veatch assembled a multi-discipline team to conduct condition assessments of existing assets at each pumping facility. Inspections included various qualitative and quantitative methods in order to accurately assess the condition and remaining useful life of each asset. Along with assessing structural, mechanical, electrical, and I&C assets, Black & Veatch assessed existing pumps, discharge piping, and valves to review and confirm intended operation and operational challenges related to hydraulics, pump system effectiveness, efficiency, and reliability.

Benefit to RCWD:

Our team has gotten

their hands dirty

performing condition

assessments in the

field. Those same

professionals will

leverage their field

experience on the

RCWD’S PS Condition

Assessment.



Vertical & Linear Asset Inventory & Condition Assessment COACHELLA VALLEY WATER DISTRICT | COACHELLA, CA

CLIENT REFERENCE Dan Charlton, PE

Assistant General Manager

51501 Tyler Street

Coachella, CA 92236

(p) +1 (760) 398-2661

Coachella Valley Water District (CVWD) has made rapid moves towards their

asset data collection of their infrastructure. The goal of this project included the

collection of CVWD asset attribute data by conducting various field assessments

performed by the Black & Veatch and CVWD O&M teams. The Black & Veatch

optimal approach of field work has resulted in a significant amount of work

achievement ahead of schedule. The optimal field work yielded a collection of

over 10,000 Sanitation and Domestic facility (vertical) assets in only 5 months

with custom-built applications tailored to CVWD. The desktop analysis included

calculation of Business Risk Exposure (BRE). The Black & Veatch team will

continue its support to CVWD as they move from no Asset Management CMMS

in place to a full rollout of NEXGEN.

Hayward Garin PS Corrosion CITY OF HAYWARD | HAYWARD, CA

CLIENT REFERENCE Tay Nguyen Associate Civil Engineer 777 B Street Hayward, CA 94541 (p) +1 (510) 583-4715

The City of Hayward completed an upgrade of an existing potable water pump

station in Summer 2019. In early 2020, corrosion was observed at bolt holes and

flange gasket areas on the interior of the pump station. Black & Veatch was

retained to review existing documentation and perform an assessment to

evaluate potential causes of corrosion. Following the assessment, a summary

report of findings will be produced including recommendations to mitigate

future corrosion. Providing material selection support and other as-needed

corrosion engineering services will lead to long-term cost beneficial outcomes

for the City.

Benefit to RCWD:

Our team has extensive

asset inventory

experience to partner

with RCWD staff and

make data-backed

decisions to maximize

PS asset information.

Benefit to RCWD:

Finding and

successfully mitigating

risk cost effectively is

why Hayward

partnered with BV.



Fairfax Co – 25 PS Condition Assessment FAIRFAX COUNTY | FAIRFAX, VA

CLIENT REFERENCE Randall Cyr CIP Manager

12000 Government Center

Parkway Suite 448 Fairfax, VA 22035

(p) +1 (703) 324-5033

The County of Fairfax selected Black & Veatch to evaluate the condition of their

wastewater pumping stations, including condition assessments and energy

audits. Project objective is to support the development of a rehabilitation and

repair plan. Other facilities associated with each pump station, such as odor

control, electrical buildings, and manholes were included.

Assessments will identify areas of concern and identify the extent of

deterioration. Using this data, the rehabilitation requirements will be

determined, a clear timeline for the recommended repairs will be presented,

and opinions of probable costs will be developed for the pump station facilities.

These recommendations will be prioritized to assist the County with the

development of their Capital Improvements Plan.

Corinth Lift Station Condition Assessment UPPER TRINITY REGIONAL WATER DISTRICT | LEWISVILLE, TX

CLIENT REFERENCE Kurt J. Staller

Assistant Director for

Engineering & Construction

900 N Kealy St, Lewisville,

TX 75057

(p) +1 (972) 219-1228

The Corinth Lift Station is located in Lewisville. This lift station has three 100-

horsepower submersible pumps in a common wet well with a capacity of 1,446

gpm (2.0 MGD). The Black & Veatch team helped UTRWD staff with grouping

pump station asset classifications and with prioritizing condition assessment and

evaluations. These categories correspond to timeframes for implementation

over a 10-year planning horizon. Black & Veatch developed a series of asset

management activities with a focus on optimizing CIP spending, and

communicating needs to District managers. Black & Veatch’s approach brings

together best practice asset condition and performance assessment into a

lifecycle focus for the Corinth Lift Station.

Benefit to RCWD:

Our team will partner

with RCWD to prioritize

assets that match your

risk profile using our

industry best practices.

Benefit to RCWD:

Working with various

Districts means our

team are expert

communicators.

Effectively leading

workshops to reach

consensus and making

defendable business

decisions is what you

will get from BV.



Programmatic Condition Assessment CITY OF SAN DIEGO | SAN DIEGO, CA

CLIENT REFERENCE Duy Nguyen, PE

Associate Civil Engineer

9192 Topaz Way, MS 901

San Diego, CA 92123

(p) +1 (858) 292-6417

Black & Veatch was retained to conduct condition assessments of 35 critical water pipelines and their associated valves. Specific water transmission system risk models were developed to prioritize repair and rehabilitation projects for the next 10 years. Multiple inspection technologies verified interior and exterior conditions of high-risk pipelines, and 200 large diameter in-line and side-line valves were evaluated for torque limits, operability, and visual condition. Valve testing allowed more efficient operations during internal condition assessment. Careful coordination with the City ensured the inspections would not impact operations or disturb residents.

Asset Management Program Support WESTERN MUNICIPAL WATER DISTRICT | RIVERSIDE, CA

CLIENT REFERENCE Tim Barr

Assistant General Manager

14205 Meridian Pkwy,

Riverside, CA 92518

(p) +1 (951) 571-7100

Black & Veatch is researching, collecting, and reviewing the District’s

conveyance system data to assess availability, completeness, and gaps. This

initial step is focused on the data needed to compile Likelihood of Failure (LOF)

and Consequence of Failure (COF) criteria. Black & Veatch will provide

recommendations to fill in identified data gaps using automated and/or manual

methods for future risk prioritizations activities. Black & Veatch will configure a

dashboard in Power BI to display collected water distribution pipeline data and

demonstrate ties to future risk prioritization scenario management. Black &

Veatch will develop a high-level roadmap for near-term asset management

activities with a focus on forecasting CIP needs, optimizing CIP spending, and

communicating needs to District managers and policy makers. The roadmap will

layout FY 19/20 activities including completing the asset risk prioritization

LOF/COF process and follow-on steps.

Benefit to RCWD:

We enjoyed helping

the City reach their

goals, partner with BV

so we can make sure

RCWD meets their goal

of a robust

Replacement &

Maintenance Program!

Benefit to RCWD:

BV developed a

program that met the

expectations of

operations,

engineering, and

management. We will

create the program

that RCWD needs to

best support your

service area and rate

payers.


BV.COM BLACK & VEATCH |FEE SCHEDULE 28

Fee Schedule Our Task Leaders understand your scope and have each committed to meeting your deliverables with our proposed fee. Our fee strikes the balance of a cost-conscious budget with producing the quality deliverables RCWD expects.

The attached spreadsheet represents our fee proposal for your Pump Station Asset Management

Program Project. Our fee development used similarly scoped projects as a baseline and then tailored the

hours specifically for your Pump Station Asset Management Program scope.

Creating a partnership with RCWD means mutual trust. To present ourselves as trustworthy, our fee is

reviewed by senior BV project managers, officers, and Asset Management leadership for accuracy. We

are confident our fee is cost efficient and is built to include all necessary work to get you to your

objective goal – a board or committee approved Pump Station Replacement and Management Program.

Our fee is tailored to match your proposed scope of services. Each of your 8 tasks was broken down into

subtasks based on clear objectives or deliverables. Each task is assigned a lead who structures hours

between them self and support staff. Hours are managed so Task Leads are actively involved to drive

quality deliverables with cost efficient support staff executing the preliminary work to increase

schedule efficiency.

FEE SCHEDULE SUMMARY HOURS FEE

Task 1 – Data Collection & Document Review 104 $20,424

Task 2 – Pump Station Asset Hierarchy 92 $18,252

Task 3 – In-Field Condition Assessments 272 $55,544

Task 4 – Probability of Failure 96 $19,328

Task 5 – Consequence of Failure 96 $19,328

Task 6 – Approach to Prioritizing Valve Replacement 56 $11,320

Task 7 – Proposed Replacement & Maintenance Program 56 $11,024

Task 8 – Project Management and Administration 268 $62,248

Total, Proposed Not-To-Exceed Fee 1,040* $217,468

*Hours only reflect BV effort.

Owner: Rancho California Water District

Project: Pump Station Asset Management Program

PHASE/TaskSr. Project

Director

Project

ManagerAdmin

GIS Sr.

ProfessionalAM Director

AM Practice

Lead

AM Sr

ConsultantAM Consultant

(Billing Rate, $$,Hr.) $305.00 $305.00 $105.00 $181.00 $286.00 $225.00 $190.00 $180.00

PHASE Strayer Thomas Nedio Lendt/Roe Wurst Fleming Reitmeier McAdams

Task 1 - Data Collection and Document Review 0100 - - - - - - - - - -$ -$ -$ -$

Data Collection and Review 0110 - - - 24 - 16 16 16 72 13,864$ -$ -$ 13,864$

Document Overview TM 0120 - - - - - 16 8 8 32 6,560$ -$ -$ 6,560$

Task 2 - Pump Station Asset Hierarchy 0200 - - - - - - - - - -$ -$ -$ -$

Pump Station Asset Hierarchy Development 0210 - - - 12 - 16 16 16 60 11,692$ -$ -$ 11,692$

Pump Station Asset Hierarchy TM 0220 - - - - - 16 8 8 32 6,560$ -$ -$ 6,560$

Task 3 - In-Field Condition Assessment 0300 - - - - - - - - - -$ -$ -$ -$

PS Condition Assesment Criteria & Rating System 0310 - - - 40 4 24 - - 68 13,784$ - - 13,784$

Field Condition Assessment 0320 - - - - - 16 80 80 176 33,200$ -$ -$ 33,200$

Pump Station Condition Assessment TM 0330 - - - - - 16 8 8 32 6,560$ 2,000$ 2,000$ 8,560$

Task 4 - Probability of Failure 0400 - - - - - - - - - -$ -$ -$ -$

Probability of Failure TM 0420 - - - - - 32 16 16 64 13,120$ -$ -$ 13,120$

Database PoF Scores 0430 - - - 8 - 8 8 8 32 6,208$ -$ -$ 6,208$

Task 5 - Consequence of Failure 0500 - - - - - - - - - -$ -$ -$ -$

Consequence of Failure TM 0520 - - - - - 32 16 16 64 13,120$ -$ -$ 13,120$

Database CoF Scores 0530 - - - 8 - 8 8 8 32 6,208$ -$ -$ 6,208$

Task 6 - Approach to Prioritizing PS 0600 - - - - - - - - - -$ -$ -$ -$

Business Risk Exposure TM 0620 - - - - - 24 16 16 56 11,320$ -$ -$ 11,320$

Task 7 - Proposed Replacement & Maintenance Program 0700 - - - - - - - - - -$ -$ -$ -$

Proposed Replacement & Maintenance Program TM 0720 - - - - 4 24 16 8 52 11,024$ -$ -$ 11,024$

Task 8 - Project Management & Administration 0800 - - - - - - - - - -$ -$ -$ -$

Monthly Status Report: Progress, Budget, Schedule 0810 - 10 10 - - 24 - - 44 9,500$ -$ -$ 9,500$

Quality Control 0820 - - - - - - - - - -$ -$ -$ -$

Task 1 QC 0821 - - - - 4 - - - 4 1,144$ -$ -$ 1,144$

Task 2 QC 0822 - - - - 4 - - - 4 1,144$ -$ -$ 1,144$

Task 3 QC 0823 - - - - 4 - - - 4 1,144$ -$ -$ 1,144$

Task 4 QC 0824 - - - - 4 - - - 4 1,144$ -$ -$ 1,144$

Task 5 QC 0825 - - - - 4 - - - 4 1,144$ -$ -$ 1,144$

Task 6 QC 0826 - - - - 4 - - - 4 1,144$ -$ -$ 1,144$

Task 7 QC 0827 - - - - 4 - - - 4 1,144$ -$ -$ 1,144$

Project Meetings (10) 0830 10 10 - - - 40 32 32 124 26,940$ -$ -$ 26,940$

General PM Activities: Internal Meetings, Budget, Coordination 0840 8 16 - - - 40 4 4 72 17,800$ -$ -$ 17,800$

Total, Hours 18 36 10 92 36 352 252 244 1,040

Total, Billings 5,490$ 10,980$ 1,050$ 16,652$ 10,296$ 79,200$ 47,880$ 43,920$ 215,468$ 2,000$ 2,000$ 217,468$

WORK BREAKDOWN STRUCTURE

TOTAL

BILLINGS

SUBTOTAL,

hours SUBTOTAL, Billings $

Travel/Per

Diem Expenses

SUBTOTAL,

EXPENSES


BV.COM BLACK & VEATCH |PROJECT SCHEDULE 29

Project Schedule The following page shows our roadmap to meeting your expected project schedule of 10 months.

Our schedule allows adequate time to complete tasks and has a consistent level of effort for sustained

momentum and more manageable staffing.

Our schedule is realistic, we have built in non-working days around the holidays to permit BV & RCWD

staff uncompromised personal time. Not planning for change can leave project teams with limited

options, are schedule has 10 contingency days accounted for at the end of the project.

ID Task Name Duration Start Finish Predecessors

1 RCWD Pump Station AMP 210 days Mon 8/3/20 Thu 6/3/21

2 NTP 0 days Mon 8/3/20 Mon 8/3/203 Tasks 1 - 8 210 days Mon 8/3/20 Thu 6/3/21

4 Tasks 1 Data Collection and Document Review30 days Wed 8/5/20 Tue 9/15/20

5 Data Collection and Document Review 10 days Wed 8/5/20 Tue 8/18/20 766 Draft Document Overview TM 10 days Wed 8/12/20 Tue 8/25/20 5SS+5 days

7 Submit Draft Document Overview TM 0 days Tue 8/25/20 Tue 8/25/20 68 RCWD Review Period 10 days Wed 8/26/20 Tue 9/8/20 7

9 Finalize Document Overview TM 5 days Wed 9/9/20 Tue 9/15/20 810 Submit Final Document Overview TM 0 days Tue 9/15/20 Tue 9/15/20 9

11 Task 2 Pump Station Asset Hierarchy 35 days Wed 8/19/20 Tue 10/6/2012 PS Asset Hierarchy Development

Session10 days Wed 8/19/20 Tue 9/1/20 5

13 Hierarchy Development & Draft PS Asset Hierarchy TM

10 days Wed 8/26/20 Tue 9/8/20 12FS-5 days

14 Submit Draft PS Asset Hierarchy TM 0 days Tue 9/8/20 Tue 9/8/20 13

15 RCWD Review Period 10 days Wed 9/9/20 Tue 9/22/20 1416 Finalize Draft PS Asset Hierarchy TM 10 days Wed 9/23/20 Tue 10/6/20 15

17 Submit Final PS Asset Hierarchy TM 0 days Tue 10/6/20 Tue 10/6/20 16

18 Task 3 In-Field Condition Assessment 55 days Wed 9/9/20 Tue 11/24/2019 PS Condition Assessment Criteria and

Rating System10 days Wed 9/9/20 Tue 9/22/20 14

20 Field Condition Assessment 10 days Wed 10/7/20 Tue 10/20/2019,17

21 Draft PS Condition Assessment TM 10 days Wed 10/14/20 Tue 10/27/2020FF+5 days22 Submit Draft PS Condition Assessment

TM0 days Tue 10/27/20 Tue

10/27/2021

23 RCWD Review Period 10 days Wed 10/28/20 Tue 11/10/2022

24 Finalize Draft PoF TM 10 days Wed 11/11/20 Tue 11/24/202325 Submit Final PoF TM 0 days Tue 11/24/20 Tue 11/24/2024

26 Task 4 Probability of Failure 35 days Wed 11/25/20 Mon 1/25/2127 PoF Criteria Development Session 10 days Wed 11/25/20 Thu 12/10/2025

28 Database Analysis & Draft PoF TM 10 days Fri 12/4/20 Thu 12/17/2027FS-5 days29 Submit Draft PoF TM 0 days Thu 12/17/20 Thu 12/17/2028

30 RCWD Review Period 10 days Fri 12/18/20 Mon 1/11/212931 Finalize Draft PoF TM 10 days Tue 1/12/21 Mon 1/25/2130

32 Submit Final PoF TM 0 days Mon 1/25/21 Mon 1/25/2131

33 Task 5 Consequence of Failure 35 days Fri 12/11/20 Mon 2/8/2134 CoF Criteria Development Session 10 days Fri 12/11/20 Mon 1/4/21 27

35 Database Analysis & Draft CoF TM 10 days Fri 12/18/20 Mon 1/11/2134FS-5 days36 Submit Draft CoF TM 0 days Mon 1/11/21 Mon 1/11/2135

37 RCWD Review Period 10 days Tue 1/12/21 Mon 1/25/213638 Finalize CoF TM 10 days Tue 1/26/21 Mon 2/8/21 37

39 Submit Final CoF TM 0 days Mon 2/8/21 Mon 2/8/21 3840 Task 6 Approach to Prioritizing PS 40 days Tue 1/12/21 Mon 3/8/21

41 Business Risk Exposure Analysis 15 days Tue 1/12/21 Mon 2/1/21 3642 Draft BRE TM 10 days Tue 1/26/21 Mon 2/8/21 41FS-5 days

43 Submit Draft BRE TM 0 days Mon 2/8/21 Mon 2/8/21 4244 RCWD Review Period 10 days Tue 2/9/21 Mon 2/22/2143

45 Finalize BRE TM 10 days Tue 2/23/21 Mon 3/8/21 4446 Submit Final BRE TM 0 days Mon 3/8/21 Mon 3/8/21 45

47 Task 7 Proposed Replacement & Maintenance Program

55 days Tue 2/9/21 Mon 4/26/21

48 Program Development Session 20 days Tue 2/9/21 Mon 3/8/21 43

49 Draft R&M Program TM 20 days Tue 3/2/21 Mon 3/29/2148FS-5 days50 Submit Draft R&M Program TM 0 days Mon 3/29/21 Mon 3/29/2149

51 RCWD Review Period 10 days Tue 3/30/21 Mon 4/12/215052 Finalize R&M Program TM 10 days Tue 4/13/21 Mon 4/26/2151

53 Submit Final R&M Program TM 0 days Mon 4/26/21 Mon 4/26/215254 Task 8 PM, Admin, & QC 210 days Mon 8/3/20 Thu 6/3/21

55 General Project Management 210 days Mon 8/3/20 Thu 6/3/21 2SS56 Quality Control Reviews 150 days Wed 8/19/20 Mon 3/29/21

64 Monthly Status Report 183 days Wed 9/9/20 Thu 6/3/2175 Project Meetings 198 days Tue 8/4/20 Wed 5/19/21

88 Draft PS AMP Presentation Preparation 10 days Tue 4/27/21 Mon 5/10/215289 Final PS AMP Presentation Preparation 5 days Wed 5/12/21 Tue 5/18/21 86

90 Contingency 10 days Wed 5/19/21 Tue 6/1/21 89

RCWD Pump Station AMP

8/3

Tasks 1 - 8

Tasks 1 Data Collection and Document Review

8/25

9/15

Task 2 Pump Station Asset Hierarchy

9/8

10/6

Task 3 In-Field Condition Assessment

10/27

11/24

Task 4 Probability of Failure

12/17

1/25

Task 5 Consequence of Failure

1/11

2/8

Task 6 Approach to Prioritizing PS

2/8

3/8

Task 7 Proposed Replacement & Maintenance Program

3/29

4/26

Task 8 PM, Admin, & QC

Quality Control Reviews

Project Meetings

Jul Aug Sep Oct Nov Dec Jan Feb Mar Apr May Jun Jul Aug Sep OctQtr 3, 2020 Qtr 4, 2020 Qtr 1, 2021 Qtr 2, 2021 Qtr 3, 2021 Qtr 4, 2021

Task

Split

Milestone

Summary

Project Summary

Inactive Task

Inactive Milestone

Inactive Summary

Manual Task

Duration-only

Manual Summary Rollup

Manual Summary

Start-only

Finish-only

External Tasks

External Milestone

Deadline

Progress

Manual Progress

Page 1

Project: RCWD Valve AMP ScheDate: Thu 7/2/20


BV.COM BLACK & VEATCH |PUBLIC WORKS CONTRACT REGISTRATION 30

Public Works Contract Registration Pursuant to Labor Code sections 1725.5 and 1771.1, all contractors and subcontractors that wish to bid on, be listed in a bid proposal, or enter into a contract to perform public work must be registered with the Department of Industrial Relations. See http://www.dir.ca.gov/Public-Works/PublicWorks.html for additional information. No bid or proposal will be accepted, nor any contract entered into without proof of the contractor’s and subcontractors’ current registration with the Department of Industrial Relations to perform public work.

Respondent hereby certifies that it is aware of the registration requirements set forth in Labor Code sections 1725.5 and 1771.1 and is currently registered as a contractor with the Department of Industrial Relations.

Name of Bidder/Respondent: Black & Veatch Corporation

DIR Registration Number: 1000018415

Respondent further acknowledges:

1. Respondent shall maintain a current DIR registration for the duration of the project or contract.

2. Respondent shall include the requirements of Labor Code sections 1725.5 and 1771.1 in any contract with subcontractors and ensure that all subcontractors are registered at the time of the proposal submittal and maintain registration status for the duration of the project or contract.

3. Failure to submit this form or comply with any of the above requirements may result in a finding that the bid/proposal is non-responsive.

Signature:

Name and Title: Associate Vice President

Dated: July 2, 2020

http://www.dir.ca.gov/Public-Works/PublicWorks.html


BV.COM BLACK & VEATCH |APPENDIX 31

Appendix



James Strayer, P. E. Project Director

James Strayer, P.E. serves as a technical director for planning and asset management tasks. Mr. Strayer serves in many roles on projects – including strategy development, stakeholder facilitation, technical oversight, and direct project support. His experience spans a broad range of planning and asset management topics, including: integrated planning of water, wastewater, water reuse, and storm water resources; developing and defining highly complex and high-profile infrastructure programs; and asset management (asset inventories, condition assessment, risk-based capital prioritization, CMMS implementation, and asset management programs). Mr. Strayer has a successful track record of executing large, complex projects with CIPs valued up to $3B.

PROJECT EXPERIENCE

Rancho California Water District | Los Caballos Water Infrastructure Development Plan; Temecula, CA Project Manager. Mr. Strayer served as Project Manager for the planning phase of the Los Caballos Pump Station No. 2. This project was associated with expanded local water supplies and involved assessing the water transmission system. The facility included a new pump station and associated conveyance piping to further develop the District’s alternative water supply well field and gain further independence from imported water. Mr. Strayer worked with RCWD staff using the District’s hydraulic model. He has a valuable understanding of the water system operation and critical infrastructure.

Rancho California Water District | Los Caballos Water Infrastructure Economic Feasibility Study; Temecula, CA Project Director. The District tasked Black & Veatch with developing a more in-depth economic analysis of the VDC program to confirm the investment value and to assess the key variables and risks associated with its success. Mr. Strayer served as project director, provided financial analysis, and presented to the Board in support of District staff.

County of San Diego | Asset Management Program; San Diego, CA Program Manager. Mr. Strayer oversees the County’s 5-year comprehensive planning and asset

management program. Initial efforts included aging infrastructure assessment, computer

maintenance management system (CMMS) implementation and risk-based capital prioritization.

Current efforts include expanded inspections, infrastructure rehabilitation including evaluation of

trenchless technology, program planning, and interactive management dashboards. Future

phases including CIP management and forecasting, master planning, and rate updates.

Unified Port District of San Diego | Asset Management Program Development, San Diego, CA Project Director. Mr. Strayer was responsible for managing the evaluation of requirements for, potential solutions, selection, and implementation of new enterprise asset and computer maintenance management system (CMMS) for all Port asset and infrastructure management functions. This effort involves fleet, facilities, utilities, real property, parks and recreation, and docks/pier infrastructure management. Project involves requirements definition, system analysis, and development of system implementation and client resourcing plans for the implementation and management of asset and maintenance management solution. Services also include conducting staffing analysis for general services maintenance department providing recommendations on quantity and skill sets of maintenance staff necessary for management of diverse asset portfolio.

Asset Management Asset Inventory Condition Assessment Capital Prioritization CMMS Implementation Programs Planning Master Planning Financial Planning Resource Planning Peer review Stakeholder Facilitation OFFICE LOCATION

San Marcos, CA EDUCATION Prof. Certificate, Engineering Management, University of California, San Diego, 1999 BS, Civil Engineering, San Diego State University, 1993, Cum Laude with Distinction in Civil Engineering PROFESSIONAL REGISTRATION PE – 1997, CA, 56943 PE – 2009, NV, 16100 PE – 2009, AZ, 49281

PROFESSIONAL AFFILIATIONS

• American Water Works Association (AWWA)

• Institute of Asset Management (IAM), Southern California Branch Leader

• Water Environment Federation (WEF)

• WateReuse Association

YEAR CAREER STARTED

1993

YEAR STARTED WITH B&V

2009



San Jose-Santa Clara RWF | Condition Inspection/Asset Prioritization; San Jose, CA Asset Management Advisor. Mr. Strayer served as a technical resource, staffing resource, and advisor on the field reconnaissance and inspection planning for the 300,000 feet of yard piping at the 167 MGD capacity Regional Wastewater Facility. The project included a plan to comprehensively inspect the yard piping. The project included automated field data collection using an Esri ArcGIS Collector App customized by Black & Veatch. Shutdown plans were developed for major treatment components. Inspection and rehabilitation costs were also estimated.

Coachella Valley Water District | Asset Inventory and CMMS Program; Coachella, CA Asset Management Advisor. Mr. Strayer serves as a strategic advisor and technical resource on the field inventory and condition assessment, CMMS implementation, and expansion of asset management practices across the CVWD organization.

City of Tulsa | Asset Management Program and CMMS Implementation; Tulsa, OK Asset Management Advisor. Mr. Strayer served as a technical resource, staffing resource, and advisor. Mr. Strayer attended key meetings/workshops and audited interviews as part of the PAS55/ISO55000 certification process.

City of San Diego | Programmatic Water Pipeline Condition Assessment; San Diego, CA Asset Management Advisor. Mr. Strayer served as a technical resource, staffing resource, and advisor on the field reconnaissance and inspection of major water transmission lines for the City. The project took a programmatic inspection approach that included risk-based prioritization, field reconnaissance, shutdown planning, inspection, condition assessment, and report development. The project also included automated field data collection using an Esri ArcGIS Collector App customized by Black & Veatch.

City of San Diego | Three Pipeline Condition Assessment; San Diego, CA Asset Management Advisor. Mr. Strayer served as a technical advisor on the field reconnaissance and inspection of three major water transmission lines for the City. The project included risk-based prioritization, field reconnaissance, shutdown planning, inspection, condition assessment, and report development. The project included automated field data collection using an Esri ArcGIS Collector App customized by Black & Veatch. The risk based prioritization method developed on this job is now used on other City condition assessment projects.

City of Escondido | CMMS Implementation; Escondido CA Project Director. Mr. Strayer served as a technical resource, staffing resource, and advisor for the City’s CMMS implementation project. The project included implementation and mobile enablement of field staff. Mr. Strayer attended workshops and audited results.

Additional California Asset Management and Planning Experience

• Encina Wastewater Authority, 2040 Master Plan

• Vallecitos Water District Water, Wastewater, and Recycled Water Master Plan

• Eastern Municipal Water District Wastewater Master Plan

• Fountain Valley Water Master Plan

• East Valley Water District Sewer Master Plan



Matt Thomas, P.E. Project Manager

Mr. Thomas brings nearly three decades of experience in engineering consulting,

specializing in the planning, design, and rehabilitation of water and wastewater

conveyance and storage infrastructure. Through that experience, Mr. Thomas has

developed expertise in water distribution system infrastructure components including

pump stations, as well as in overall system planning, engineering, operation, and

maintenance. Mr. Thomas is also leading development of asset management strategies

for several southern California water clients. Altogether, Mr. Thomas brings a unique

combination of experience to lead technical pump station assessments, risk factors

associated with pump station operation and failure modes, use of modeling and asset

management tools, and development of a justifiable, implementable, prioritized pump

station replacement program.

PROJECT EXPERIENCE

Metropolitan Water District of Southern California | Risk Management Plan Strategic

Development and Implementation; Los Angeles, CA | 2020-Ongoing

Project Manager. Metropolitan Water District is currently implementing a Strategic Asset

Management Plan (SAMP), focused on implementing risk-based prioritization

methodologies more robustly and uniformly across their organization. Mr. Thomas

served as Project Manager for the Black & Veatch team to develop the Risk Management

Framework component of the SAMP. Mr. Thomas is currently serving as Project Manager

in assisting Metropolitan to implement the first phase of the SAMP. Within this effort,

Black & Veatch is collaborating with Metropolitan to develop a standardized set of Risk

Criteria and Risk Scoring Methodology to develop a Likelihood of Failure (LoF) versus

Consequence of Failure (CoF) Risk Matrix. Black & Veatch and Metropolitan will

collaborate to apply these new tools to Metropolitan’s Capital Improvement Program

(CIP) to develop a pre-CIP and post-CIP risk assessment that Metropolitan will use to

prioritize its $250 million 2020-2022 CIP. As Project Manager, Mr. Thomas leads

collaborative workshops of the Metropolitan/Black & Veatch team as well as contributing

to technical deliverables.

Western Municipal Water District | Asset Management Program Development; Riverside,

CA | 2019-Ongoing

Project Manager. WMWD is currently implementing an asset management program to

develop technical analyses to plan its capital rehabilitation and replacement program and

provide a more robust basis to justify budget needs over the coming decade. The first

phase of the project has focused on WMWD’s water pipeline assets. It includes a

comprehensive data assessment, initial development of risk criteria and expected

remaining useful life estimates for WMWD’s pipelines, and implementation of business

intelligence dashboards. As Project Manager, Mr. Thomas leads the technical delivery

team, assures the client’s vision is implemented, and collaborates closely with WMWD’s

leadership on strategy for conveying information to WMWD’s Board of Directors.

Municipal Water District of Orange County (MWDOC) | Orange County Water Distribution System Model, Orange County, CA | 2017-Ongoing

Project Manager. Black & Veatch is developing hydraulic modeling of the Orange County

treated water backbone distribution system. The OC system is comprised of over 100

OFFICE LOCATION Irvine, CA

EDUCATION

Bachelor of Science, Civil Engineering, California Polytechnic State, 1991, United States

PROFESSIONAL REGISTRATION

PE – 1994, CA, #C52858

PROFESSIONAL ASSOCIATIONS

American Society of Civil Engineers (ASCE)

American Water Works Association

Design Build Institute of America

Water Environment Federation

Water for People, CA/NV, San Diego Committee

YEAR CAREER STARTED

1991


2014



miles of large diameter transmission mains, flow control facilities, and service connections to MWDOC’s member agencies.

Under Phase 1 of the effort, Black & Veatch conducted a comprehensive review of potential needs for MWDOC’s water

model. This included development of a questionnaire and conducting workshops with MWDOC’s member agencies to

explain the purpose of the modeling effort and solicit input. A work plan was developed based on the needs assessment and

data available from Metropolitan Water District and MWDOC’s member agencies. Phase 2 is comprised of the model build.

Future phases will use the model to evaluate hydraulic and water quality issues associated with introducing new water

supplies into the existing OC system, to evaluate new reliability project concepts, and to evaluate operational scenarios

associated with supply source changes or outages. Mr. Thomas served as Project Manager, leading the technical delivery

team as well as leading communication and workshops with member agencies and Metropolitan.

Municipal Water District of Orange County (MWDOC), Conceptual Alternatives for Conveyance of Huntington Beach Desalinated Water to East Orange County Feeder No. 2, Orange County, CA | 2017

Project Manager. As part of an on-call engineering contract, Mr. Thomas led the evaluation of conceptual level alternatives

to introduce desalinated water from Poseidon Resources’ Huntington Beach Desalination Facility into the East Orange County

Feeder No. 2. This effort included identifying the necessary conveyance facilities, potential points of connection to maximize

use of the new water supply by member agencies, and modifications to the EOCF#2 that would be required due to the

project. Planning level cost estimates were provided to help MWDOC determine if any of the alternatives were financially

feasible. The project also included a preliminary evaluation of water quality and disinfection residual needs to identify

potential concerns and set the stage for future studies.

Metropolitan Water District of Southern California| Regional Recycled Water Supply Program, Los Angeles, CA 2017-2020

Conveyance Task Manager. Metropolitan has initiated a program to assess the feasibility of implementing a recycled water

supply program. Matt is leading the feasibility level analysis and planning for the proposed conveyance system, which

includes assessment of nearly 200 miles of potential pipeline alignments and development of detailed planning for a 60-mile-

long preferred alignment alternative. The alignments are all within highly developed, utility and traffic intensive urban streets

in Los Angeles and Orange counties. Pipelines will be cement mortar lined and coated steel, ranging in size from 54- to 84-

inch diameter. The program also includes planning of three pump stations, including 20 individual pump units with a total of

over 32,000 hp.

Metropolitan Water District of Southern California| Second Lower Feeder (SLF) Rehabilitation, PCCP Rehabilitation Program, Los Angeles, CA | 2015-2016

Pre-Design Report Task Leader/Contract Packaging-Project Implementation Plan Lead. The SLF constitutes about 29 miles

84-inch and 78-inch diameter PCCP pipeline. The pipeline serves nine member agencies and has six interconnections to other

Metropolitan pipelines along the alignment. The rehabilitation will be comprised of lining the existing pipeline with a new

steel liner, followed by in-situ cement mortar lining. Key to the program is planning and phasing the work to minimize traffic

and community disruptions in a densely populated area of Los Angeles and Orange County. Matt was team leader for (1)

construction phasing and contract packaging to allow the SLF to be kept in operation during phased implementation of the

rehabilitation, (2) preparation of the preliminary design documents for the overall project.



Jeffrey Stillman QA/QC Mr. Stillman is a Practice Leader in planning and asset management. He has conducted a wide variety of projects involving case development and capital prioritization. He has extensive experience developing and implementing decision support and business intelligence tools to support asset management, risk-based facility prioritization, and life cycle analysis. As an ISO 55001 endorsed assessor, he has led the development and implementation of numerous major asset management programs.

PROJECT EXPERIENCE

Helix Water District, California | Capital Improvement Program Master Plan Update; La Mesa, CA |2019-2020

Technical Director. Jeff led the technical efforts of the team in updating the CIP Master Plan for Helix Water District. Tasks included the development of risk criteria, development of a risk model to prioritize capital spending and developing and evaluating the financial investment for multiple spending scenarios for risk-informed decision making in the capital planning process.

Western Municipal Water District | Asset Management Support Services; Riverside, CA | 2019-Ongoing

Technical Director. Jeff has led the efforts in advancing the Asset Management Program at WMWD, with an emphasis on developing a viable implementation plan for the utility to undertake in concert with consultant support. The project has also included a data assessment and implementation of business intelligence dashboards for rehabilitation and replacement planning in the water transmission and distribution system.

Metropolitan Water District of Southern California | Risk Management Plan; Los Angeles, CA 2020-Ongoing

Principal Asset Management Specialist. Black & Veatch is assisting Metropolitan with developing the vision and content for a risk management framework associated with the asset management program. As principal specialist, Jeff has been responsible for preparing documents and leading workshops to develop the Risk Framework.

County of San Diego | Wastewater System Asset Management Consulting; San Diego, CA | 2016-Ongoing

Asset Management Director. Jeff has led asset management-related activities in the As-Needed Water and Wastewater Engineering Services contract. This has included risk-based prioritization of assets in the collection system, development of a CCTV inspection plan and business intelligence dashboards to review inspection results and plan renewal activities, development of business intelligence dashboards for O&M data, linked to the County’s Cityworks system (also implemented as part of the project), and risk-based prioritization of projects in the capital improvements plan.

Milwaukee Metropolitan Sewerage District | Asset Management Program Consulting; Milwaukee, WI | 2019-Ongoing

Technical Director. Building on efforts in the 2050 Facilities Plan, MMSD selected Black & Veatch to continue with Asset Management Program Implementation services. This has included a strategic ISO 55001 gap assessment and implementation plan development, developing of standard operating procedures as part of the risk framework, developing a business intelligence

OFFICE LOCATION

Boston, MA

EDUCATION • MS, Civil Engineering

and Environmental, North Carolina State University, 1998

• BS, Civil Engineering and Environmental, University of Illinois, 1995

• Certificate, Finance, Northeastern University, 2002


• PE – 2003, Massachusetts

• Board Certified Environmental Engineer (BCEE)


• American Water Works Association

• Water Environmental Federation

• Institute of Asset Management

YEAR CAREER STARTED

1997


2002



platform for asset renewal and risk planning, and advancing the development of asset management plans.

Milwaukee Metropolitan Sewerage District | 2050 Facilities Plan; Milwaukee, WI | 2014-2019

Responsible for coordinating development of asset management for each utility asset system in the 2050 Facility Plan. This has included working with the District to define levels of service, key performance indicators, and specific performance measures, which are subsequently used as a basis for triple bottom line assessment and prioritization in a business case evaluation process. The asset management plans are being developed according to principles in the International Infrastructure Management Manual.

Tulsa Metropolitan Utilities Authority | TMUA Utility Enterprise Initiative (UEI); Tulsa, OK | 2011-Ongoing

Responsible for technical coordination and leadership of all asset management activities in the UEI. This program is building Tulsa’s asset management capabilities according to ISO 55000 standards. Program implementation tasks include developing asset management policies, strategies, objectives, and plans, as well as other framework activities to support overall implementation of asset management. There is a large focus on developing and consolidating information systems to provide a cohesive asset management system that is aligned with the City’s Business Intelligence and Performance Management Systems. The UEI and associated activities build upon the work and recommendations from TMUA’s Comprehensive Assessment project and constitute a continuous program of asset management and planning activities since 2011.

Southern California Edison | Asset Management Program; Rosemead, CA | 2017

Responsible for coordination of asset management and model development activities in building a risk based prioritization and life cycle cost development model. Building on asset data from the SAP enterprise asset management system, worked with subject matter experts to identify appropriate condition assessment activities and develop deterioration and probability of failure models for generator, dam, and conveyance assets.



Katterinne Fleming, CPM, ENV SP Risk Assessment Lead

Ms. Fleming specializes in asset management services across the water and

wastewater industries. Ms. Fleming has assisted clients with asset management plan

development, business process mapping, condition assessments, operations and

maintenance (O&M) and regulatory compliance, in support of capital improvement

planning. She brings a diverse set of technical experience focused on O&M

optimization evaluations, condition and risk assessments, KPI measures, and other

public-sector utility management. She is a talented relationship builder with well-

developed presentation and negotiation skills, able to establish credibility, initiate and

exchange dialogue and garner trust from diverse populations and staff at all levels.

PROJECT EXPERIENCE

North American Development Bank | Pump Station Condition Assessment, Tijuana, Mexico & San Diego, CA | 2018

Field Condition & Risk Assessment Lead. Responsible for presenting strategy to binational stakeholders (in Spanish and English) and conducting the Infrastructure and Operations Field Diagnostic by performing visual condition assessments on Mexican Pump Stations, Wastewater Treatment Plants and other linear assets. The overall goal of the project was to identify the types of infrastructure failures and recommend optimized alternative solutions to the transboundary flows carrying trash, debris and other water contaminants creating environmental problems such as beach closures.

Coachella Valley Water District |Asset Inventory and Related Services; Coachella, CA 2018-2020

Deputy Project Manager. Helped managed the execution of over $1.5B worth of

domestic, sanitary, stormwater, non-potable, irrigation, and drainage assets.

Responsible for coordination with client personnel to support with Business Process

Optimization. Oversaw development of CVWD asset management business process

maps. Conducted interviews and workshops with key staff across multiple

departments to identify areas of improvements in support of their CMMS

implementation.

City of Newport Beach | Facility Condition Assessment; Newport Beach, CA | 2017-2018

Field Condition Assessment Lead. Led the data collection and assessment of water

facilities for the City of Newport Beach. Tasks included the training of local engineers,

logistics support, data analysis, development of data entry procedures and QA/QC of

asset inventory.

Metropolitan Water District of Southern California | Risk Management Plan; Los

Angeles, CA | 2020-Present

Support Lead. Collaborate with the development of the Risk Management. Conducts

and participates from workshops in support of their Strategic Asset Management Plan

development.

OFFICE LOCATION

San Marcos, CA

EDUCATION

MS, Civil and Infrastructure Engineering, George Mason University 2015

BS, Civil Engineering, George Mason University 2008


Asset Management Certificate (IAM)

Certified Project Manager (CPM)

Envision Sustainability Professional (ENV SP)

NASSCO Pipeline Assessment Certification Program (PACP)

NASSCO Manhole Assessment Certification Program (MACP)

NASSCO Lateral Assessment Certification Program (LACP)




Engineers Without Borders

YEAR CAREER STARTED

2008


2018



Helix Water District | CIP Master Plan Update; La Mesa, CA | 2019-Present

Deputy Project Manager. Managed the development of the 2020 Capital Improvement Program Master Plan Update.

Conducted meetings with key stakeholders in support of the prioritization of their asset classes including tanks, pump

stations, dams, reservoirs, linear pipes, valves, and facilities.

County of San Diego | Asset Management Program & CMMS Standard Operating Procedures Development; San Diego, CA | 2018-Present

Support Business Lead. Responsible for the development of Standard Operating Procedures (SOP). Conducts workshops in

support of their Cityworks Implementation across the O&M and engineering departments. The goal of the project is to guide

the County how to administer the overall program.

City of San Diego | Enterprise Asset Management & Business Process Mapping; San Diego, CA | 2015-2018

Associate Project Manager. Responsible for the development of asset management business process maps. Conducted

interviews and workshops with key staff across multiple departments to identify areas of improvements in support of their

CMMS implementation. Ms. Fleming supported with KPI identification and business process mapping.

Los Angeles Department of Water and Power | Asset Management & Capital Program Consulting Services; Los Angeles, CA | 2017-2018

Associate Project Manager. Responsible for the coordination of the development of Asset Management Plans (AMPs), CIP

Budget and Schedule for LADWP. Facilitated discussions with key staff to assist with preparation of technical asset

management reports in support of capital improvement planning.

Loudoun Water | Asset Condition, Criticality and Risk Assessment; Ashburn, VA | 2012-2013 Task Lead. Facilitated a series of workshops for an asset management planning and strategy development project including

condition assessment with key management and staff across operations and maintenance, engineering, and IT. Provided

asset field collection, cost estimating and analysis, condition, criticality, and risk assessment evaluation for communities and

central systems including water and wastewater infrastructure.

City of Escondido | Gravity Main Inspection Program; Escondido, CA | 2017-2018

Project Manager. Responsible for the development of the gravity mains inspection program (GMIP) using NASSCO standards.

Conducts pipeline field inspections with City field crews to document procedures of pipeline inspection, evaluate pipeline

condition scores and analyze defects, observations and other results. The goal of the project was to standardize the

inspection process and deliver a set of procedures to guide the City.

City of Virginia Beach | Water Operations KPIs and Maintenance Optimization; Virginia Beach, VA | 2012-2013

Task Lead. Facilitated workshops and conducted interviews with key management and staff across engineering and

operations and maintenance for the water division. The scope included a review of the City’s existing maintenance program

to compare to industry best practices and provide a prioritized list of future recommendations and enhancements.

Tarrant Regional Water District | Asset Management Program; TX | 2013-2014

Task Lead. Collaborated with the development of service level metrics and key performance indicators for Tarrant Regional

Water District’s current performance conditions. The goal of this project was to develop an asset management program to

achieve ISO 55000 certification within a six-year period.

Green Bay Metropolitan Sanitary District | Treatment Plant Condition Assessment; Green Bay, WI 2012-2013

Field Lead. Conducted condition field assessments, evaluated condition ratings assigned to assets, collected asset photos and

conducted interviews with plant O&M staff at the WWTP, based on the methodology established in the first phase of the

project. Assets included headworks, primary treatment, final clarifiers and other equipment.



Brian Lendt, GISP Database/GIS Lead Brian is a GIS and planning consultant specializing in areas related to information solutions

and analysis for water and wastewater utilities. His experience includes working with

clients of various sizes to develop geospatial and information management solutions

including mobile and cloud, business intelligence, adaptive capital improvement planning,

GIS-hydraulic model integration, asset management and water and wastewater asset

prioritization. Brian is a published, national expert in integrating GIS and hydraulic models

and served as the lead author several publications and presentations.

PROJECT EXPERIENCE

City of Atlanta| Small Diameter Water Mains Risk Prioritization, GA | 2018 – 2019

Asset Management Consultant. Developed a risk-based prioritization approach to

support the City’s small diameter repair and rehabilitation and valve exercising programs.

Performed a data gap assessment to populate missing attribute data including material,

installation year, and diameter. Supported the development of an asset risk model using

InfoMaster software. Determined appropriate likelihood of failure and consequence of

failure criteria to support the R&R management strategies. Led the review and analysis of

main break data to develop break cohorts and predict watermain life expectancy. Led a

valve criticality evaluation using a similar risk-based approach along with a custom valve

criticality “data prep tool” to support the City’s valve exercising program.

Coachella Valley Water District | Asset Inventory and Condition Assessment | Palm

Springs, CA 2018 – 2020

GIS and Planning Consultant: Supported and developed technology for completion of

asset inventory and condition assessment of over $1.2 billion in infrastructure assets

encompassing water treatment, water distribution, wastewater treatment, wastewater

collection, irrigation and canals, drainage, stormwater, District facilities, fleet, and small

equipment. Led application development and deployment for horizontal/distributed

assets in map-based, spatially-enabled cloud and mobile applications; and provided

support for similar application for facilities and non-spatial asset inventory and

assessment. Key tasks include data analysis and preparation, field planning, field team

organization and deployment, data collection, condition assessment, executive

dashboards and application development/integration in support of NEXGEN CMMS

implementation for enterprise asset management program.

Colorado Springs Utilities (Utilities) | Criticality Assessment | Colorado Springs, CO | 2017

GIS and Planning Consultant: Responsible for the design and coordination of a Python

and Excel-based tool developed by Black & Veatch to calculate the criticality of isolation

valves based on several factors including impacted critical customers, number of

customers, impacted demand and pipe criticality. Developed a user-friendly “Criteria

Assignment Tool” in Python to aggregate GIS-based criticality factors by valve isolation

area on either side of an isolation valve through iterative network tracing. The results of

the Criteria Assignment Tool served as inputs for a “Isolation Valve Criticality Tool” to

perform sensitivity analysis and determine criticality for all isolation valves within the

system. Provided training and user documentation to allow Utilities to perform valve

criticality analysis on a continual basis.

OFFICE LOCATION

Kansas City, Missouri

EDUCATION

• M.S. GeoSciences Certification, Northwest Missouri State University

• B.S. Geography, Northwest Missouri State University

PROFESSIONAL CERTIFICATION

GISP (Certified GIS Professional by the GIS Certification Institute)


Association of American Geographers (GIS Specialization) American Water Works Association

YEAR CAREER STARTED

2000


2000, 2011



Charlotte Water |Water Distribution System Master Plan | Charlotte, NC | 2016 - 2017

GIS Consultant: Activities included InfoMaster risk-based asset prioritization and valve criticality analysis. Participated in

client workshops to develop risk criteria to support the prioritization of water main assets using Innovyze’s InfoMaster

software. Developed a robust and dynamic water main assessment in InfoMaster to identify and prioritize high-risk assets

based on various economic, environmental and social criteria. Consolidated spatial and attribute related criteria using tools in

InfoMaster to automate the risk-prioritization process. Authored comprehensive documentation detailing step-by-step

processes used to develop the risk-prioritization model. Conducted analysis to determine critical valves within the City’s

Central Business District (CBD) based on the consequence of valve and the likelihood of needing to close a valve due to pipe

failure within an isolation area. Leveraged InfoMaster’s “Valve Criticality Module” (VCM) tool along with valve isolation

summary tools in ArcGIS to develop a prioritized list of valves within the CBD. Incorporated recommended capacity driven

and risk-based improvement projects into Black & Veatch’s iCIP capital improvement planning tool. Provided online

InfoMaster and iCIP training.

City of Wilmington| Prioritization Assessment; Wilmington, DE|2013

GIS Consultant: Developed and implemented geo-spatial processes and tools for risk-based replacement prioritization of inoperable system valves. Developed a system-wide valve maintenance plan based on valve criticality



Derek M. Wurst, P.E Pump Station Hierarchy Lead Derek has dedicated his career towards the assessment of water and wastewater

infrastructure to help clients extend the useful life of their assets. He brings more than 15

years of focused condition assessment experience in the evaluation of water and

wastewater facilities. Derek has directed and provided technical assistance in the analysis

of water transmission, sanitary sewer and storm water collection systems, pipelines,

pump stations, and treatment facilities. Derek brings hands-on knowledge to provide

tangible and appropriate condition assessment services with verifiable results. His unique

blend of effective communication and technical expertise provide the skills necessary to

convey the intricacies of complex projects.

PROJECT EXPERIENCE

Clark County Water Reclamation District | Condition Assessment of 23 Lift Stations; Las Vegas, NV

Project Engineer. This project encompassed the condition assessment of multiple aspects

of the operation and configuration of 23 of the Clark County Water Reclamation District’s

30 lift stations, from Smith & Loveless type to major structures. Project included a

detailed corrosion analysis and assessment of concrete and metallic structural

components. Also included field investigations and condition assessments for electrical

systems (including backup power), I&C, communications, odor control equipment, safety

issues, environmental compliance, and site drainage. This assessment was intended to

identify and prioritize current or potential issues that may affect the operation and

maintenance of the lift stations. A risk assessment was performed for each lift station and

its components. The results were used to set priorities for repair and improvement

projects. Opinions of probable cost (including engineering and construction cost) were

developed for each recommended repair or improvement project. The recommended

repair and improvement projects addressed existing deficiencies, improved reliability,

responded to District staff concerns, and prolonged the service lives of the lift stations.

City of Pacific Grove | Wastewater Pump Station Master Plan and Force Main Condition

Assessment; Pacific Grove, CA

Project Manager. Completed a condition assessment evaluation of the wastewater pump

stations and force mains owned by the City of Pacific Grove. The evaluation was

performed to characterize the condition of the City’s assets and provide

recommendations for repair, rehabilitation, or replacement. The evaluations consisted of

excavation, visual inspection, and ultrasonic thickness testing of the force mains and

visual inspection of the pump stations. Overall the pump stations and force mains that

were evaluated were in reasonably good condition considering their age and their

exposure to the marine environment. None of the facilities needed urgent repair work.

San Diego County | Rancho Sewer Pump Station Wet Well Condition Assessment; San

Diego, CA

Project Manager. Performed a condition assessment of the wet well for the County. The

purpose of the project was to document the condition and structural integrity of the

pump station wet well. The assessment determined the wet well to be in good condition.

Coated concrete surfaces of the wet well were in satisfactory condition. It was also

observed that the PVC influent pipe had separated along a joint, and wastewater was

flowing out the joint between the pipe segments into the wet well. Due to the influent

OFFICE LOCATION

Walnut Creek, CA

EDUCATION

B.S., Environmental Resources Engineering, Humboldt State University, 2000


P.E. – 2006, CA, M32866

CERTIFICATIONS

NASSCO PACP/MACP U-705-2290


• WEF

YEAR CAREER STARTED

2000


2014



pipe design, grease and floating debris were accumulating at the sump pump end of the well. This debris creates a potential

pump and piping obstruction problem. Based on the condition assessment results, recommendations were made for minor

improvements to the wet well and associated piping systems.

City of Santa Barbara | Condition Assessment of Influent Channels, Wet Well and Pump Header; Santa Barbara, CA

Project Manager. Performed condition assessment services of the influent channels, wet well, and pump header at the El

Estero Wastewater Treatment Plant. Confined space entries were made to evaluate the condition of the influent channels

and wet well. CCTV and UT were used to evaluate the condition of 100 feet of the 16 to 30-inch diameter, concrete mortar

lined steel pump header.

Orange County Sanitation District | Ocean Outfall Booster Station Piping Rehabilitation; Huntington Beach, CA

Project Manager. Provided condition assessment of corrosion damaged areas in the Ocean Outfall Booster Station’s 120-inch

outfall pipe and related piping system and repairing pipe couplings in the above-ground portion of the outfall piping. The

program had the following objectives: Determine external and internal material loss; evaluate coating/lining failure; Assess

infiltration and exfiltration; Determine defective repairs and welding; Assess mechanical couplers; Evaluate mechanical or

structural failure or wear. Assessment procedures included visual inspections, pit depth measurements, non-destructive

thickness measurements and ultrasonic testing, CCTV/laser scanning, phased array weld testing, coating adhesion testing,

and soil corrosivity testing. After completion of the inspection, data was analyzed to determine the extent of the damage and

repair alternatives were presented.

City of Folsom | Wastewater Lift Station Condition Assessment, Folsom, CA

Provided condition assessment for 15 wastewater lift stations including structural, mechanical, piping, equipment, electrical,

and coating assessment. Condition assessment test methods included visual observations, hammer sounding, pH

measurement, and ultrasonic thickness measurements. Assessment work was planned around operational constraints.

Accessing the lift stations required confined space entry. Also performed hydraulic capacity analysis, pump performance

analyses and vibration analysis for select pump stations. A condition assessment report was written that included the

condition of the existing infrastructure, as well as capital improvement, O&M recommendations, and projected costs.

Developed a comprehensive repair and replacement plan based on service life and risk prioritization.



James Reitmeier Field Condition Assessment Lead

Mr. Reitmeier is a civil engineer in the Condition Assessment group within the Planning &

Asset Management team for the Black & Veatch Water Division. In his current capacity,

he has been assigned to Menifee, CA to provide project support to Inland Empire clients.

Previously he had relocated from Kansas City, MO to Coachella Valley, CA to lead the

Asset Inventory project with Coachella Valley Water District. His previous roles have

developed his skillsets with experience in structural design of domestic and sanitary

treatment plants, project management support in a client facing office that oversees full

execution of professional services projects, and leading multiple internal quality audits in

accordance with ISO 9001. He has worked in the project pipeline from planning and

design to construction phase and O&M. Mr. Reitmeier has a wide breadth of experience

that allows him to understand and meet project needs from a multitude of viewpoints to

best serve the client.

PROJECT EXPERIENCE

ASSET MANAGEMENT: WATER, WASTEWATER, STORMWATER, IRRIGATION & DRAINAGE,

GENERAL DISTRICT, NPW/RECYCLED, GROUNDWATER

County of San Diego |Asset Management Program Development; San Diego, CA|

2019-2020

Asset Management Specialist. Supported on-site and in field activities to review and

finalize the County’s Wastewater Asset Hierarchy and Data Dictionary. Worked directly

with County Engineers, Management, and Operators to identify key asset class attributes

and develop collection registry development protocol. Reviewed available GIS enabled

applications and provided a recommendation to the County for their in-house work flow.

Lead an on-site workshop for software training using B&V iCAAP software. Continually

supports the County with data management, troubleshooting, and general asset

management and condition assessment guidance.

Coachella Valley Water District |Asset Inventory and Related Services; Coachella, CA 2018-2020

Project Field Manager. Positioned on-site to oversee field work in the execution of the

three-year project to collect and assess over $1.5B worth of domestic, sanitary,

stormwater, non-potable, irrigation, and drainage assets in the CVWD system to support

population of CVWD’s new CMMS. Responsible for weekly staffing of field engineers,

coordination with client personnel, and design of collection applications. Oversaw

development of deliverables and coordinated with project team located off-site. Lead

development of field execution practices and creating a safe and efficient collection

process. Executed additional risk analysis efforts that included lifecycle cost analysis,

asset decay calculations (Probability of Failure), and Consequence of Failure (Triple

Bottom Line) workshops for 300,000 district assets.

WASTEWATER Cedar Rapids Utilities Department |WPCF Phase I Improvements – Solids Facilities Project; Cedar Rapids, IA| 2020

Project Quality Manager. Responsible for all aspects of quality for the study and

preliminary design for anaerobic digestion facilities; biogas collection, storage, and

injection; sidestream ammonia removal; biosolids dewatering facilities; and dewatered

OFFICE LOCATION

Menifee, CA

EDUCATION

B.S. Civil Engineering, University of Nebraska


PE – 2020, CA, Expected




American Society of Civil Engineers

YEAR CAREER STARTED

2014


2014



biosolids storage. Provided education to project team members to comply with B&V, Prime, and Client quality standards.

Orchestrated multi-discipline reviews of all deliverables, including drawings, specifications, reports, memorandums, and

internal calculations. Developed and maintained a Quality Management Plan and provided Quality Assurance to all Quality

Control processes.

Little Blue Valley Sewer District |Atherton Phase III Improvements – Advanced Air Emissions Control Project; Independence, MO| 2017

Project Engineer. Lead internal coordination on the design and procurement of a Selective Non-Catalytic Reduction system,

Wet Electrostatic Precipitator, Fixed bed Granular Activated Carbon adsorber, and modification of existing incineration

system to accommodate additional equipment to meet increased regulatory requirements. Support project leadership with

facilitation of design meetings, cross-discipline scope items, and overall deliverable preparation and finalization.

Communicated directly with Client to manage change orders and design feedback.

City of Kansas City Missouri |Gooseneck Creek Arch Sewer Gate and Pump Station; Kansas City, MO| 2016

Civil Design Engineer Assisted with Project and Engineering Management activities on the procurement and installation of

stainless steel crest gate to capture and divert sanitary sewer and the design of a 4 MGD pump station for conveyance of

diverted sanitary sewer. Designed overall site layout and process hydraulics and coordinated project tasks with internal

design team. Improved design and construction processes to meet Envision Silver Award status.

City of San Jose |San Jose Digester Gas Pipeline; San Jose, CA| 2015

Lead Structural Design Engineer. Lead structural design on 3000 linear feet of pipe rack consisting on concrete columns and

steel truss. Complete analysis utilized finite element design and met all structural and seismic requirements of AISC, ACI, and

California Building Code local amendments. Design also required existing inspection of concrete substructures support

adequacy for pipe rack columns.

SRCSD |Echowater BNR Basin Project; Sacramento, CA| 2015

Structural Engineer. Design Engineer responsible for various air pipe supports and coordinating project calculations

organization and milestone preparedness. Coordinated loading and location with Mechanical Engineering team and updated

existing supports for new loading or developed new supports to fit the conditions presented. Also organized calculation

binders, verified completed QCs, and maintained most current set of drawings.

City of Atlanta |Intrenchment Creek WRC Decommissioning and South River WRC Primary Clarifiers and Auxiliary Equipment; Atlanta, GA | 2014

Structural Engineer. Design Engineer for the Headworks Facility. Design was for the entire structure including bridge crane

loading, masonry shear walls, HS20 loaded slabs, & tank walls and slab. Design involved coordination with our Mumbai team

for Quality Control. Calculations on the Headworks Facility were adapted to similar building structures on the project for

design consistency, Quality Control, and time and cost consciousness.

WATER

Union County |Catawba River WTP Reservoir; Monroe, NC| 2015

Structural Engineer. Design Engineer for tank mat and foundation design. Using RISA Foundation, design of base slab

reinforcement and rock anchor loading was developed. Analysis also verified that subgrade bearing pressure capacity was not

exceeded.

BHP Billiton |Escondida Water Supply; Antofagasta, Chile | 2014

Structural Engineer. QC Engineer for rebar shop drawings for the SWRO Area and Pretreatment Buildings. In-house

professionals used TEKLA software to develop reinforcement in concrete slabs and pedestals that was then verified against

project standard details.



Clinton McAdams, P.E., ENV SP Field Condition Assessment/Risk Assessment Support

Clinton has navigated the dilemma of civil infrastructure degradation through asset

management strategies, including condition assessment, risk analysis, hydraulic studies,

corrosion engineering, coating systems, cost estimating, program development, and

design packages. Projects included pipelines, tanks, pumping facilities, gravity and forced

flow systems, and treatment facilities within the States of California, Nevada, Washington,

Texas, Michigan, and Hawaii.

PROJECT EXPERIENCE

Coachella Valley Water District | Asset Inventory and Related Services; Palm Desert, CA

Project Engineer. Black & Veatch is currently providing asset management program

implementation services for CVWD’s $1.5B portfolio of water, wastewater, recycled

water, irrigation, groundwater replenishment, and stormwater assets. This

comprehensive asset management program began by building a program foundation that

included field validation, baseline visual condition assessment, and asset valuation for all

existing facilities for both linear assets and vertical assets. The second phase, which is

currently underway includes: • Business Process Mapping for both existing and

recommended Operations, Engineering, Environmental, and Maintenance department

functions to improve CMMS configuration. • CMMS implementation support with 3rd

party software vendor. Includes User Acceptance and System Integration Testing and

Training Plan Development. • Triple Bottom Line Risk Assessment – Black & Veatch is

developing likelihood and consequence of failure scores for all assets. These scores are

imported into the NEXGEN CMMS software to support risk prioritization and future CIP

planning activities.

City of San Diego | Programmatic Water Transmission Pipelines Condition Assessment; San Diego, CA

Project Engineer. In 2017 the County of San Diego (County) began a comprehensive asset management program for their entire wastewater system, including 432 miles of sewer lines, 8,200 manholes, 8 pump stations, and 3 wastewater treatment plants in largely rural and unincorporated areas of San Diego County. This is the first program of its kind for the County and will develop and implement a comprehensive asset management and condition assessment program over a 5-year period. Project elements include: • Enhancing the County’s GIS to support asset management and condition assessment initiatives • Developing CCTV inspection policies and procedures for consistent and structured condition assessment information of pipes and manholes • Creating competitive vendor CCTV inspection and assistance with vendor selections • Targeted CCTV inspection and condition assessments of large diameter sewer lines • Developing risk and capital project prioritization tools to identify high risk infrastructure, aggregate into executable projects, and develop a defendable CIP program.

County of San Diego | Comprehensive Asset Management Program; San Diego, CA

Project Engineer. In 2017 the County of San Diego (County) began a comprehensive asset management program for their entire wastewater system, including 432 miles of sewer lines, 8,200 manholes, 8 pump stations, and 3 wastewater treatment plants in largely rural and unincorporated areas of San Diego County. This is the first program of its kind for the County and will develop and implement a comprehensive asset management and condition assessment program over a 5-year period. Project elements include: Enhancing

OFFICE LOCATION

Los Angeles, CA

EDUCATION

BS, Civil Engineering, California State University, Chico, 2013


PE—2017, CA, # #88281

PE—2017, NV, #024998

Certification, PACP, MACP, LACP, #U-114-0619893, California, United States, 2018

Certification, Envision Sustainability Professional, California, United States, 2014



California Water Environment Association

American Society of Civil Engineers

YEAR CAREER STARTED

2013


2018



the County’s GIS to support asset management and condition assessment initiatives Developing CCTV inspection policies and procedures for consistent and structured condition assessment information of pipes and manholes Creating competitive vendor CCTV inspection and assistance with vendor selections Targeted CCTV inspection and condition assessments of large diameter sewer lines. Developing risk and capital project prioritization tools to identify high risk infrastructure, aggregate into executable projects, and develop a defendable CIP program.

Orange County Sanitation District | 3-64 Area 3N Rehabilitation of Western Regional Sewers; Various, CA

Project Engineer. Project purpose was to increase asset life by another 50 years and ensure that 2040 wet weather peak

flows (10-year storm) will be adequately contained. The entire length of the sub-trunks and interceptors located in the

western most portion of the OCSD service area were evaluated along with the Westside Pump Station. Coordination was

required with 12 external entities including cities, HOAs, businesses, US Navy, and Orange County Public Works. Temporary

flow meters were installed to record data to update the hydraulic model and evaluate interceptor capacity to handle

projected peak wet weather flows. Assessment locations were identified based on review of existing data including record

drawings, field assessment and video documentation, assessments by OCSD staff or consultants, and reports to identify and

execute supplemental condition assessments. Review results identified 15,000 linear feet of supplemental pipeline CCTV

documentation, manned entry assessments of 54 manholes, and supplemental CCTV of 191 manholes which required

coordination of six sub-contractor/consultant teams. The primary intent of supplemental work was to complete a visual

observation for assets that had not been previously observed due to inaccessibility issues or to provide a second observation

of conditions that could affect rehabilitation. Demonstrations were performed to evaluate the effectiveness of various

cleaning tools to remove mineral deposits and to evaluate resolution and applicability of newer market condition assessment

technologies.

Elsinore Valley Municipal Water District | Elsinore Peak Potable Water Main Condition Assessment; Lake Elsinore, CA

Project Engineer. Performed a condition assessment of the 12-inch diameter, cement mortar lined and coated potable

water pipeline feeding the Elsinore Peak community. Excavation locations were performed to evaluate a representative

portion of the pipeline alignment using visual assessment along with pipe wall thickness measurements via ultrasonic and

broadband electromagnetic technology. Transients were evaluated by analyzing data from a temporary data logger at the

pump station to record pressure while pumps were cycled on, off, and at variable speeds. Assessment results were used to

identify needed operation and improvement actions.

Inland Empire Utilities Agency | EN14042 RP-1 Recycled Water Pump Station Upgrades; Ontario, CA

Project Engineer. The 1993 era concrete structure was evaluated to assist with an upgrade project. Concrete cores, surface

penetrating radar, structural evaluation, and other assessment methods were used to determine the current structure

condition. Recommendations were developed to incorporate into the upgrade design which included conceptual coating

design considerations. Technical assistance was provided during coating design to evaluate construction feasibility and

timeframe.

City of Vista and Buena Vista Sanitation District | Buena Vista Pump Station Rehabilitation Study, Vista, CA

Project Engineer. A condition assessment was conducted for the Buena Vista Pump Station, the Buena Creek Pump Station, and the Raceway Pump Station. The City and District wanted to assess the condition of assets for rehabilitation planning to provide the necessary upgrades to improve the safety, reliability, and efficiency of the stations, and to meet current applicable treatment codes, standards, and guidelines. Concrete structures, force mains and piping, pumps, motors, and other appurtenances were evaluated using ultrasonic testing, vibration analysis, soil resistivity testing, and other assessment methods. Orange County Sanitation District | Seal Beach Pump Station Rehabilitation, Seal Beach, CA

Project Engineer. An assessment was conducted to assess the current condition of assets for rehabilitation planning. Concrete structures, force mains and piping, pumps, motors, and other appurtenances were evaluated using ultrasonic testing, half-cell potential testing, soil resistivity testing, and other assessment methods.

Documents

Black and Veatch - Pump Station AMP Proposal