HomeMy WebLinkAboutC2015-452 - 12/8/2015 - Approved CITY OF CORPUS CHRISTI
CONTRACT FOR PROFESSIONAL SERVICES
Wastewater Treatment Plant Consolidation Program Development(E15145)
The City of Corpus Christi, a Texas home rule municipal corporation, P.O. Box 9277, Corpus Christi,
Nueces County, Texas 78469-9277 (City) acting through its duly authorized City Manager or Designee
(Director)and Stantec Consulting Services Inc., a NewYork corporation, 1344 South Flores Street, San
Antonio, Texas 78204 (Consultant), hereby agree as follows:
TABLE OF CONTENTS
ARTICLE NO. TITLE PAGE
ARTICLE I SCOPE OF SERVICES 2
ARTICLE II QUALITY CONTROL PLAN 2
ARTICLE III COMPENSATION 3
ARTICLE IV TIME AND PERIOD OF SERVICE 4
ARTICLE V CONSTRUCTION ESTIMATE 5
ARTICLE VI INSURANCE REQUIREMENTS 5
ARTICLE VII INDEMNIFICATION 7
ARTICLE VIII TERMINATION OF AGREEMENT 8
ARTICLE IX RIGHT OF REVIEWAND AUDIT 8
ARTICLE X OWNER REMEDIES 8
ARTICLE XI CONSULTANT REMEDIES 9
ARTICLE XII CLAIMS AND DISPUTE RESOLUTION 9
ARTICLE XIII MISCELLANEOUS PROVISIONS 10
EXHIBIT A SCOPE OF SERVICES
EXHIBIT A-1 TASK LIST
EXHIBIT B SAMPLE PAYMENT REQUEST FORM
EXHIBIT B-1 CONFIDENTIAL RATE SHEET
EXHIBIT C DISCLOSURE OF INTEREST
2015-452
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ARTICLE I —SCOPE OF SERVICES
1.1 The Consultant shall provide to Engineering Services its Scope of Services,to be incorporated herein and
attached to this Agreement as Exhibit A. The Scope of Services shall include all associated services required for
Consultant to provide such Services, pursuant to this Agreement, and any and all Services that would normally be
required by law or common due diligence.
1.2 Consultant shall comply with City standards, as specified in the UDC or Code of Ordinances,throughout the
duration of the Project, unless specifically and explicitly excluded from doing so in the approved Scope of Services
attached as Exhibit A.
1.3 Consultant acknowledges and accepts its responsibilities, as defined and described in City's General
Conditions for Construction Contracts. The Consultant will serve as the City's Designer and will consult and advise
the City during the performance of the Consultant's services. The Consultant shall report to the City's designated
Project Manager.
1.4 Consultant shall provide all labor, equipment and transportation necessary to complete all services agreed
to hereunder in a timely manner throughout the term of the Agreement. • - ': - , - =- - - - - - •- -
-_
- - , - -- ---, - _ , -- - _ - _ _ _ - -- '_-, _ -- _ - -_ _ _ A . Persons retained by Consultant to
perform work pursuant to this Agreement shall be employees or subconsultants of Consultant.
1.5 Consultant shall not begin work on any Task Order authorized under this Agreement until they are briefed on
the scope of the Project and are notified in writing to proceed. If the scope of the Project changes, either
Consultant or City may request a review of the changes with an appropriate adjustment in compensation.
1.6 Consultant, in consideration for the compensation described in Article III, shall render the professional
services necessary for the advancement of the Project to Completion.
1.7 Consultant will provide monthly status updates(project progress or delays and gantt charts)presented with
each monthly invoice.
1.8 Consultant services will be"Services for Construction Projects"-(Basic Services for Construction Projects")
which are shown and are in accordance with "Professional Engineering Services- A Guide to the Selection and
Negotiation Process, 1993"a joint publication of the Consulting Engineer's Council of Texas and Texas Society of
Professional Engineers. For purposes of this contract, certain services listed in this publication as Additional
Services will be considered as Basic Services.
ARTICLE II—QUALITY CONTROL PLAN
2.1 The Consultant agrees to perform quality assurance-quality control/constructability reviews(QCP Review).
In the event that the City retains a separate consultant to perform additional QCP services for the City, the
Consultant will provide all necessary information to the City, address any comments from the City's consultant and
provide resolution to the City's satisfaction.
2.2 The Consultant will perform QCP Reviews at intervals during the Project to ensure
deliverables satisfy accepted quality standards and meet the requirements of the Project scope. Based on the
findings of the QCP Review, the Consultant must reconcile the Project scope and Construction Estimate as
needed. Documentation will be included that verifies interdisciplinary coordination has occurred.
2.3 The Consultant will perform constructability reviews, using persons with construction experience, at
appropriate intervals during the Project to ensure that the Project is buildable, as well as cost-effective,
biddable and maintainable. Based on the findings of the constructability reviews, the Consultant will finalize the
Project deliverables, as required, and provide updated construction estimates.
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2.4 Consultant is responsible for the accuracy and competency of its QCP reviews and final deliverables.
ARTICLE III—COMPENSATION
3.1 The Compensation for all services included in this Agreement and in the Scope of Services for this
Agreement shall not exceed $1,427,186. The fees for Basic Services will not exceed those identified and will be full
and total compensation for all services outlined in Exhibit A, and for all expenses incurred in performing these
services.
3.2 The Consultant agrees to complete the phases of services in accordance with the approved project
schedule and budget. Work will not begin on any phase or any Additional Service until requested in writing by the
Consultant and written authorization is provided by the Director of Engineering Services.
3.3 All services shall be performed and the applicable standard of professional care set forth in section 13.4
herein and to City's satisfaction, which satisfaction shall be judged by the Director in his/her sole discretion. City
shall not be liable for any payment under this Agreement for services that are unsatisfactory and/or have not been
previously approved by the Director.
3.4 The Director may direct the Consultant to undertake additional services or tasks provided that no increase in
fee is required. Services or tasks requiring an increase of fee will be mutually agreed and evidenced in writing as
an amendment to this contract. Consultant shall notify the City of Corpus Christi within three (3) days of notice if
tasks requested requires an additional fee.
3.5 Monthly invoices will be submitted in accordance with the Payment Request as shown in Exhibit B. For
services provided, Consultant will submit monthly statements for services rendered. The statement will be based
upon Consultant's estimate(and with City's concurrence) of the proportion of the total services actually completed
at the time of billing. City will make prompt monthly payments in response to Consultant's monthly statements.
3.6 Consultant warrants that title to all services covered by a Payment Request shall pass to City no later than
the time of payment. Consultant further warrants that, upon submittal of a Payment Request, all services for which
Payment Requests have been previously issued and payments received from City shall,to the best of Consultant's
knowledge, information and belief, be free and clear of liens, claims, security interests or encumbrances in favor of
Consultant or other persons or entities making a claim by reason of having provided labor or services relating to this
Agreement. CONSULTANT SHALL INDEMNIFY AND HOLD CITY HARMLESS FROM ANY LIENS,
CLAIMS, SECURITY INTERESTS OR ENCUMBRANCES FILED BY ANYONE CLAIMING BY, THROUGH OR
UNDERTHE ITEMS COVERED BY PAYMENTS MADE BY CITY TO CONSULTANT.
3.7 The final payment due hereunder shall not be paid until all reports, data and documents have been
submitted, received, accepted and approved by City. Final billing shall indicate "Final Bill — no additional
compensation is due to Consultant."
3.8 City may withhold compensation to such extent as may be necessary, in City's opinion,to protect City from
damage or loss for which Consultant is responsible, because of:
3.8.1 delays in the performance of Consultant's work;
3.8.2 failure of Consultant to make payments to subconsultants or vendors for labor, materials or
equipment;
3.8.3 reasonable evidence that Consultant's work cannot be completed for the amount unpaid under this
Agreement;
3.8.4 damage to City; or
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3.8.5 persistent failure by Consultant to carry out the performance of its services in accordance with this
Agreement.
3.9 When the above reasons for withholding are removed or remedied by Consultant, compensation of the
amount withheld shall be made within a reasonable time. City shall not be deemed in default by reason of
withholding compensation as provided for in this Article III.
3.10 In the event of any dispute(s) between the Parties regarding the amount properly compensable for any
Phase or as final compensation or regarding any amount that may be withheld by City, Consultant shall be required
to make a claim pursuant to and in accordance with the terms of this Agreement and follow the procedures provided
herein for the resolution of such dispute. In the event Consultant does not initiate and follow the claims procedures
provided in this Agreement in a timely manner and as required by the terms thereof,any such claim shall be waived.
3.11 Request of final compensation by Consultant shall constitute a waiver of claims except those
previously made in writing and identified by Consultant as unsettled at the time of final Payment
Request.
3.12 The fee for this project is subject to the availability of funds. The Engineer may be directed to suspend work
pending receipt and appropriation of funds.
3.13 4nplicable to Time&Materials Contracts
3.13.1 Consultant shall complete EXHIBIT B-1 and include in proposal. Rate sheets are confidential
pursuant to section 552.104 of the Texas Government Code since release of this information would give
advantage to a competitor or bidder. In addition, section 552.110 of the TX Govt. Code protects third party
commercial and financial information if release of the information would cause the third party substantial
competitive harm.
3.13.2 Consultant shall submit documentation with the monthly invoice that shows who worked on the
Project, the number of hours that each individual worked on the Project and reimbursables for that
individual.
3.13.3 Principals may only bill at the hourly rate of Principals when acting in that capacity. Principals acting
in the capacity of staff must bill at staff rates. The Consultant shall provide documentation with each
payment request that clearly indicates how that individual's time is allocated and the justification for that
allocation.
ARTICLE IV—TIME AND PERIOD OF SERVICE
4.1 The term of this Agreement shall commence upon its approval execution by both the City and Consultant.
4.2 The Consultant agrees to begin work on those authorized Basic Services for this contract upon receipt of the
Notice to Proceed from the Director of Engineering Services. Work will not begin on any phase or any Additional
Services until requested in writing by the Consultant and written authorization is provided by the Director of
Engineering Services.
4.3 Time is of the essence for this Agreement. Consultant shall perform and complete its obligations for the
services under Article I herein in a prompt and continuous manner, so as to not delay the development of services
or the construction of the work for the Project, in accordance with the schedules approved by City. City shall
perform its obligations of review and approval in a prompt and continuous manner so as to not delay the Project.
4.4 This Agreement shall remain in force for a period which may reasonably be required for the completion of
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the Project, including any extra work and any required extensions thereto, unless terminated as provided for in
Article VIII of this Agreement.
ARTICLE V—CONSTRUCTION ESTIMATE
5.1 The Construction Estimate (Estimate) is computed by the Consultant and includes the total cost for
construction of the Project.
5.2 The Estimate does not include the cost of the land, rights-of-way or other costs which are the
responsibility of the City.
ARTICLE VI—INSURANCE REQUIREMENTS
6.1 Consultant must not commence work under this agreement until all insurance required has been obtained
and such insurance has been approved by the City. Consultant must not allow any subcontractor to commence
work until all similar insurance required of any subcontractor has been obtained.
6.2 Consultant must furnish to the Director of Engineering Services with the signed agreement 2 copies of
Certificates of Insurance(COI)with applicable policy endorsements showing the following minimum coverage by an
insurance company(s) acceptable to the City's Risk Manager. The City must be listed as an additional insured
on the General liability and Auto Liability policies,and a waiver of subrogation is required on all applicable
policies. Endorsements must be provided with COI. Project name and or number must be listed in
Description Box of COI.
TYPE OF INSURANCE MINIMUM INSURANCE COVERAGE
30-written day notice of cancellation, Bodily Injury and Property Damage
required on all certificates or by applicable Per occurrence - aggregate
policy endorsements
Commercial General Liability including: $1,000,000 Per Occurrence
1. Commercial Broad Form $2,000,000 Aggregate
2. Premises—Operations
3. Products/Completed Operations
4. Contractual Liability
5. Independent Contractors
6. Personal Injury-Advertising Injury
AUTO LIABILITY(including) $1,000,000 Combined Single Limit
1. Owned
2. Hired and Non-Owned
3. Rented/Leased
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PROFESSIONAL LIABILITY $1,000,000 Per Claim
(Errors and Omissions) $2,000,000 Aggregate
(Defense costs not included in face value of
the policy)
If claims made policy, retro date must be
prior to inception of agreement, have
extended reporting period provisions and
identify any limitations regarding who is
insured.
WORKERS'COMPENSATION Statutory
(All States Endorsement if Company is not
domiciled in Texas)
Employer's Liability $500,000/$500,000/$500,000
6.3 In the event of accidents of any kind related to this agreement, Consultant must furnish the City with copies
of all reports of any accidents within 10 days of the accident.
6.4 Applicable for paid employees, Consultant must obtain workers'compensation coverage through a licensed
insurance company. The coverage must be written on a policy and endorsements approved by the Texas
Department of Insurance. The workers'compensation coverage provided must be in an amount sufficient to assure
that all workers' compensation obligations incurred by the Consultant will be promptly met. An All States
Endorsement shall be required if Consultant is not domiciled in the State of Texas.
6.5 Consultant shall obtain and maintain in full force and effect for the duration of this Contract, and any
extension hereof, at Consultant's sole expense, insurance coverage written on an occurrence basis, by companies
authorized and admitted to do business in the State of Texas and with an A.M. Best's rating of no less than A-VII.
Consultant is required to provide City with renewal Certificates.
6.6 Consultant shall be required to submit a copy of the replacement certificate of insurance to City at the
address provided below within 10 days of the requested change. Consultant shall pay any costs incurred resulting
from said changes. All notices under this Article shall be given to City at the following address:
City of Corpus Christi
Attn: Engineering Services
P.O. Box 9277
Corpus Christi, TX 78469-9277
6.7 Consultant agrees that with respect to the above required insurance, all insurance policies are to
contain or be endorsed to contain the following required provisions:
6.7.1 List the City and its officers, officials, employees, volunteers, and elected representatives as
additional insured by endorsement, as respects operations, completed operation and activities of, or on
behalf of, the named insured performed under contract with the City, with the exception of the workers'
compensation policy;
6.7.2 Provide for an endorsement that the "other insurance" clause shall not apply to the City of Corpus
Christi where the City is an additional insured shown on the policy;
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6.7.3 Workers'compensation and employers'liability policies will provide a waiver of subrogation in favor
of the City; and
6.7.4 Provide thirty (30) calendar days advance written notice directly to City of any suspension,
cancellation, non-renewal or material change in coverage,and not less than ten(10)calendar days advance
written notice for nonpayment of premium.
6.8 Within five (5) calendar days of a suspension, cancellation, or non-renewal of coverage, Consultant shall
provide a replacement Certificate of Insurance and applicable endorsements to City. City shall have the option to
suspend Consultant's performance should there be a lapse in coverage at any time during this contract. Failure to
provide and to maintain the required insurance shall constitute a material breach of this contract.
6.9 In addition to any other remedies the City may have upon Consultant's failure to provide and maintain any
insurance or policy endorsements to the extent and within the time herein required, the City shall have the right to
order Consultant to remove the exhibit hereunder, and/or withhold any payment(s) if any, which become due to
Consultant hereunder until Consultant demonstrates compliance with the requirements hereof.
6.10 Nothing herein contained shall be construed as limiting in any way the extent to which Consultant may be
held responsible for payments of damages to persons or property resulting from Consultant's or its subcontractor's
performance of the work covered under this agreement.
6.11 It is agreed that Consultant's insurance shall be deemed primary and non-contributory with respect to any
insurance or self-insurance carried by the City of Corpus Christi for liability arising out of operations under this
agreement.
6.12 It is understood and agreed that the insurance required is in addition to and separate from any other
obligation contained in this agreement.
6.13 Applicable to Contracts Less than $50.000 - Insurance not required; however, if contract is
amended to exceed
$50,000,the above insurance requirements must be met.
ARTICLE VII—INDEMNIFICATION
Consultant shall fully indemnify and hold harmless the City of Corpus Christi and its officials,
officers, agents, employees, volunteers, directors and representatives ("Indemnitee") from and
against any and all claims, damages, liabilities or costs, including reasonable attorney fees and
defense costs, to the extent that the damage is caused by or results from an act of negligence,
intentional tort, intellectual property infringement or failure to pay a subcontractor or supplier
committed by Consultant or its agent, consultant under contract or another entity over which
Consultant exercises control while in the exercise of rights or performance of the duties under
this agreement. This indemnification does not apply to any liability resulting from the negligent
acts or omissions of the City or its employees, to the extent of such negligence.
If the liability results solely from the negligent acts or omissions of the Consultant,the Consultant
shall also defend the Indemnitee with counsel satisfactory to the City Attorney. If a claim is based
wholly or partly on the negligence of, fault of or breach of contract by the City, the Consultant
shall reimburse the City's reasonable attorney's fees in proportion to the Consultant's liability.
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Consultant must advise City in writing within 24 hours of any claim or demand against City or
Consultant known to Consultant related to or arising out of Consultant's activities under this
Agreement.
ARTICLE VIII—TERMINATION OF AGREEMENT
8.1 The City may, at any time, with or without cause, terminate this contract upon seven days written notice to
the Consultant at the address of record.
8.2 In this event, the Consultant will be compensated for its services on all stages authorized based upon
Consultant and City's estimate of the proportion of the total services actually completed at the time of termination.
ARTICLE IX—RIGHT OF REVIEW AND AUDIT
9.1 Consultant grants City, or its designees, the right to audit, examine or inspect, at City's election, all of
Consultant's records relating to the performance of the Work under this Agreement, during the term of this
Agreement and retention period herein. The audit,examination or inspection may be performed by a City designee,
which may include its internal auditors or an outside representative engaged by City. Consultant agrees to retain its
records for a minimum of four(4)years following termination of the Agreement, unless there is an ongoing dispute
under this Agreement, then such retention period shall extend until final resolution of the dispute.
9.2 "Consultant's records" include any and all information, materials and data of every kind and character
generated as a result of the Work under this Agreement. Examples include billings, books, general ledger, cost
ledgers, invoices, production sheets, documents, correspondence, meeting notes, subscriptions, agreements,
purchase orders, leases, contracts, commitments, arrangements, notes, daily diaries, reports, drawings, receipts,
vouchers, memoranda, time sheets, payroll records, policies, procedures, federal and state tax filings for issue in
questions and any and all other agreements, sources of information and matters that may, in City's judgment, have
any bearing on or pertain to any matters, rights, duties or obligations under or covered by any Agreement
Documents.
9.3 City agrees that it shall exercise the right to audit, examine or inspect Consultant's records only during City's
regular business hours. Consultant agrees to allow City's designee access to all of Consultant's records,
Consultant's facilities and Consultant's current or former employees, deemed necessary by City or its designee(s),
to perform such audit, inspection or examination. Consultant also agrees to provide adequate and appropriate work
space necessary to City or its designees to conduct such audits, inspections or examinations.
9.4 Consultant shall include this audit clause in any subcontractor, supplier or vendor contract.
ARTICLE X—OWNER REMEDIES
10.1 The City and Consultant agree that in the event of a delay in completion for which the City suffers actual
damages,the City may elect to pursue its actual damages and any other remedy allowed by law. Conditions under
which City may seek other damages include, but are not limited to:
10.1.1 Failure of the Consultant to meet contractural obligations, which failure includes
failure of subconsultants to meet contractual obligations;
10.1.2 Failure of the Consultant to design in compliance with the applicable laws of the City, State
and/or federal governments, such that subsequent compliance costs exceed expenditures that would
have been involved had services been properly executed by the Consultant.
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10.1.3 Losses are incurred because of errors and omissions in the design, working drawings,
specifications or other documents prepared by the Consultant to the extent that the financial losses are
greater than the City would have originally paid had there not been errors and omissions in the
documents. defect
10.2 Pursuant to Article VI,the City may assert a claim against the Consultant's professional liability insurance as
appropriate when other remedies are not available or offered for design deficiencies discovered during and after
Project construction.
10.3 When the City incurs non-value added work costs for change orders due to design errors or omissions,the
City will send the Consultant a certified Cost Recovery Claim letter that includes
(1) Summary of facts with supporting documentation;
(2) Instructions for Consultant to revise design documents, if appropriate, at Consultant's expense;
(3) Calculation of non-value added work costs incurred by the City; and
(4) Deadline for Consultant's response.
10.4 The City may withhold or nullify the whole or part of any payment as detailed in Article III.
ARTICLE XI—CONSULTANT REMEDIES
11.1 Consultant shall not be liable or responsible for any delays due to strikes, riots, acts of God, national
emergency, acts of the public enemy, governmental restrictions, laws or regulations or any other causes beyond
Consultant's reasonable control.
ARTICLE XII—CLAIMS AND DISPUTE RESOLUTION
12.1 Filing of Claims
12.1.1 Claims arising from the circumstances identified in this Agreement or other occurrences or events,
shall be made by Written Notice delivered by the party making the Claim to the other partywithin twenty-one
(21)calendar days after the start of the occurrence or event giving rise to the Claim and stating the general
nature of the Claim.
12.1.2 Every Claim of Consultant,whether for additional compensation, additional time or other relief,shall
be signed and sworn to by a person authorized to bind the Consultant by his/her signature, verifying the
truth and accuracy of the Claim.
12.1.3 The responsibility to substantiate a claim rests with the party making the Claim.
12.1.4 Within thirty(30)calendar days of receipt of notice and supporting documentation, City will meet to
discuss the request, after which an offer of settlement or a notification of no settlement offer will be sent to
Consultant. If Consultant is not satisfied with the proposal presented, Consultant will have thirty (30)
calendar days in which to (i) submit additional supporting data requested by the City, (ii) modify the initial
request for remedy or(iii) request Alternative Dispute Resolution.
12.1.5 Pending final resolution of a claim,except as otherwise agreed in writing, Consultant shall proceed
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diligently with performance of the Agreement and City shall continue to make payments in accordance with
this Agreement.
12.2 Alternative Dispute Resolution
12.2.1 All negotiations pursuant to this clause are confidential and shall be treated as compromise and
settlement negotiations for purposes of applicable rules of evidence.
12.2.2 Before invoking mediation or any other alternative dispute resolution(ADR)process set forth herein,
the Parties agree that they shall first try to resolve any dispute arising out of or related to this Agreement
through discussions directly between those senior management representatives within their respective
organizations who have overall managerial responsibility for similar projects. This step shall be a condition
precedent to the use of any other ADR process. If the parties'senior management representatives cannot
resolve the dispute within thirty (30) calendar days after a Party delivers a written notice of such dispute,
then the Parties shall proceed with the mediation ADR process contained herein.
12.2.3 Mediation
12.2.3.1 In the event that City or Consultant shall contend that the other has committed a material
breach of this Agreement,the Party alleging such breach shall, as a condition precedent to filing any
lawsuit, request mediation of the dispute.
12.2.3.2 Request for mediation shall be in writing, and shall request that the mediation commence
no less than thirty (30) or more than ninety (90) calendar days following the date of the request,
except upon agreement of both parties.
12.2.3.3 In the event City and Consultant are unable to agree to a date for the mediation or to the
identity of the mediator or mediators within thirty(30)calendar days of the request for mediation, all
conditions precedent in this Article XII shall be deemed to have occurred.
12.2.3.4 The parties shall share the mediator's fee. Venue for any mediation or lawsuit arising
under this Agreement shall be Nueces County, Texas. Any agreement reached in mediation shall
be enforceable as a settlement agreement in any court having jurisdiction thereof. No provision of
this Agreement shall waive any immunity or defense. No provision of this Agreement is a consent to
suit.
12.3 No Waiver of Governmental Immunity. NOTHING IN THIS ARTICLE SHALL BE CONSTRUED TO
WAIVE CITY'S GOVERNMENTAL IMMUNITY FROM LAWSUIT,WHICH IMMUNITY IS EXPRESSLY RETAINED
TO THE EXTENT IT IS NOT CLEARLY AND UNAMBIGUOUSLY WAIVED BY STATE LAW.
ARTICLE XIII—MISCELLANEOUS PROVISIONS
13.1 Use of Local Expertise/ Local Professional Participation. The City Council's stated policy is that City
expenditures on contracts for professional services be of maximum benefit to the local economy.
13.2 Assignability. The Consultant will not assign, transfer or delegate any of its obligations or duties in this
contract to any other person without the prior written consent of the City, except for routine duties delegated to
personnel of the Consultant staff. If the Consultant is a partnership, then in the event of the termination of the
partnership, this contract will inure to the individual benefit of such partner or partners as the City may designate.
No part of the Consultant fee may be assigned in advance of receipt by the Consultant without written consent of
the City.
The City will not pay the fees of expert or technical assistance and consultants unless such employment, including
the rate of compensation, has been approved in writing by the City.
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13.3 Ownership of Documents. All documents including contract documents(plans and specifications), record
drawings, contractor's field data, and submittal data will be the sole property of the City upon full payment of all
monies owed to the Consultant and may not be used again by the Consultant without the express written consent
of the Director of Engineering Services. However, the Consultant may use standard details that are not specific to
this project. The City agrees that any modification of the plans will be evidenced on the plans, and be signed and
sealed by a professional engineer prior to re-use of modified plans.
13.4 Standard of Care. Services provided by Consultant under this Agreement shall be performed with the
professional skill and care ordinarily provided by competent engineers or architects practicing in the same or similar
locality and under the same or similar circumstances and professional license; and performed as expeditiously as is
prudent considering the ordinary professional skill and care of a competent engineer or architect.
13.5 Licensing. Consultant shall be represented by personnel with appropriate licensure, registration and/or
certification(s) at meetings of any official nature concerning the Project, including scope meetings, review meetings,
pre-bid meetings and preconstruction meetings.
13.6 Entire Agreement. This Agreement represents the entire and integrated Agreement between City and
Consultant and supersedes all prior negotiations, representations or agreements, either oral or written. This
Agreement may be amended only by written instrument signed by both the City and Consultant.
13.7 Disclosure of Interest. Consultant agrees, in compliance with City of Corpus Christi Ordinance No. 17112,to
complete, as part of this contract, the Disclosure of Interests form.
13.8 Conflict of Interest. Consultant agrees, in compliance with Chapter 176 of the Texas Local Government
Code, to complete and file Form CIQ with the City Secretary's Office. For more information and to determine if you
need to file a Form CIQ, please review the information on the City Secretary's website
at http://www.cctexas.com/government/city-secretary/conflict-disclosure/index.
13.9 Controlling Law. This Agreement is governed by the laws of the State of Texas without regard to its conflicts
of laws. Venue for legal proceedings lies exclusively in Nueces County, Texas.
13.10 Severability. If, for any reason, any one or more Articles and/or paragraphs of this Agreement are held
invalid or unenforceable, such invalidity or unenforceability shall not affect, impair or invalidate the remaining
Articles and/or paragraphs of this Agreement but shall be confined in its effect to the specific Article, sentences,
clauses or parts of this Agreement held invalid or unenforceable, and the invalidity or unenforceability of any Article,
sentence, clause or parts of this Agreement, in any one or more instance, shall not affect or prejudice in any way
the validity of this Agreement in any other instance.
13.11 Conflict Resolution Between Documents. Consultant hereby agrees and acknowledges if anything
contained in the Consultant-prepared Exhibit A, Consultant's Scope of Services, or contained in any other
document prepared by Consultant and included herein, is in conflict with this Agreement, this Agreement shall take
precedence and control to resolve said conflict.
CITY ISTI STANTEC CONING SERVI , INC.
J. . Edmonds, P.E. atrRob Simm, Ph.D., P.E. Date
Director of Engineering Services Vice President
8211 South 48th Street
Phoenix, AZ 85044-5355
(602) 707-9438 Office
(602) 431-9562 Fax
Page 11
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K\ENGINEERING DATAEXCHANGEUENNIFER\FORMS NEW2015-1001 CONTRACT PROFESSIONAL SERVICES.DOC Rev.10/13/15
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EXHIBIT A
SCOPE OF SERVICES
Contract for Professional Services
Exhibit A
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Project Implementation
Manual (Revision 1)
Wastewater Treatment Plant
Consolidation Program
Development
Stantec
Prepared for:
City of Corpus Christi
Prepared by:
Robert Simm
October 19, 2015
Revision Record
Revision Description Prepared By Checked By Approved By
0 Draft RS
1 October 18, RS 0,4
2015
•
el 1
City of Corpus Christ Wastewater Treatment Consolidation Program
Project Implementation Manual
Sign-off Sheet
This document, entitled Project Implementation Manual was prepared by Stantec Consulting
Services Inc. (Stantec) for the account of City of Corpus Christi (Client). Any reliance on this
document by any third party is strictly prohibited.The material in it reflects Stantec's professional
judgment in light of the scope,schedule, and other limitations stated in the document and contract
between Stantec and the Client.The opinions in the document are based on conditions and
information existing at the time the document was published and do not take into account any
subsequent changes. In preparing the document, Stantec did not verify information supplied to it by
others. Any use where a third party makes of this document is the responsibility of such third party.
Such third party agrees that Stantec shall not be responsible for costs or damages of any kind, if any,
suffered by it or any other third party as a result of decisions made or actions taken based on this
document.
f
r /
Prepared by .7 ,d �
(signature)
Robert Simm / /4--
Reviewed by ilarkiII��a�'
(signature)
Guy Le Patourel
City of Corpus Christ Wastewater Treatment Consolidation Program
Project Implementation Manual
Table of Contents
1.0 INTRODUCTION 1
1.1 PROJECT IMPLEMENTATION MANUAL 1
1.2 PROJECT DESCRIPTION 1
1.3 PROJECT OBJECTIVE 2
1.4 PROJECT TEAM 2
2.0 PROJECT ORGANIZATION 3
2.1 PROJECT ORGANIZATION 3
2.2 PROJECT TEAM MEMBERS-ROLES AND RESPONSIBILITIES 3
3.0 COMMUNICATION 5
3.1 GENERAL 5
3.2 COMMUNICATION STRUCTURE 5
3.3 RECOGNIZED COMMUNICATIONS 5
3.4 DIRECTING CORRESPONDENCE 5
3.5 CORRESPONDENCE WITH REGULATORY AGENCIES 5
3.6 RECORDING PHONE CALLS 6
3.7 MEETINGS AND MINUTES 6
3.8 APPROVAL PROCEDURES 8
3.9 REPORTS (GENERAL) 8
3.10 EXTERNAL COMMUNICATIONS 9
3.11 PROJECT WEB SITE 9
3.12 PROJECT CONTACT LIST 9
4.0 PROJECT WORK PLAN 10
4.1 GENERAL 10
4.2 PROJECT MANAGEMENT 10
4.3 TECHNICAL DELIVERABLES 13
5.0 PROJECT COST MANAGEMENT 16
5.1 GENERAL 16
5.2 PROJECT BUDGET 16
5.3 PROJECT COST PLAN 16
5.4 SCOPE REVISIONS/ENHANCEMENTS 16
5.5 MONITORING AND CONTROL 17
5.6 REPORTING 17
6.0 PROJECT SCHEDULE 18
6.1 GENERAL 18
6.2 BASELINE PROJECT SCHEDULE 18
6.3 MONITORING AND CONTROL 18
6.4 SCHEDULE OVERVIEWS 18
Stantec
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City of Corpus Christ Wastewater Treatment Consolidation Program
Project Implementation Manual
7.0 DOCUMENT STANDARDS AND PROCEDURES 20
7.1 GENERAL 20
7.2 DRAWING STANDARDS 20
8.0 QUALITY PLAN 21
8.1 GENERAL 21
8.2 RESPONSIBILITIES 21
8.3 PRODUCT CONTROL 22
8.4 AUDITS 23
9.0 ADMINISTRATION 24
9.1 GENERAL 24
9.2 CONFIDENTIALITY 24
9.3 PROJECT FILES 24
9.4 CONTRACTS 24
9.5 CORRESPONDENCE 25
9.6 PROJECT STATUS REPORTING 25
9.7 MEETING AND MINUTES 25
9.8 PAYMENT PROCEDURES 25
LIST OF TABLES
Table 1.1 -Summary of Existing Wastewater Treatment Plants 1
Table 1.2-Project Team 2
Table 2.1 -Project Team Roles and Responsibilities 3
Table 2.2-Project Roles and Responsibilities 4
Table 3.1 -Tentative Meeting Schedule 7
Table 3.2-Approvals Milestones 8
Table 4.1 -Project Management Reports 11
Table 4.2-Summary of Proposed Technical Deliverables 13
Table 5.1 -Engineering Fee Estimate Summary 16
Table 6.1 -Key Project Deliverable Dates 19
Table 8.1 -Team Roles and Responsibilities for Implementing Quality Plan 22
LIST OF APPENDICES
• Appendix A- Wastewater Treatment Plant Service Area Map
• Appendix B-Lift Station Location Map
• Appendix C-Project Organizational Chart
• Appendix D- Project Contact List
• Appcndix E Work Task Brcakdown and Fee Estimate
• Appendix F-Preliminary Project Schedule
• Appendix G-Scope Change Form
• Appendix H -Example Financial Report
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PROJECT IMPLEMENTATION MANUAL
1.0 INTRODUCTION
October 19,2015
1 .0 INTRODUCTION
1.1 PROJECT IMPLEMENTATION MANUAL
A Project Implementation Manual (PIM) is a unique standalone document describing the
business systems and processes required to implement a particular project. The plan is
developed from the understanding of the procedures and deliverables required for the project.
The PIM is to be used as a basis for communication between the Project Team and City
personnel for the duration of the project.
A project implementation plan will use the client's systems, Stantec's systems, or a combination
of both. Should the plan not specifically address a particular issue on the project, it is assumed
that the standards in place for Stantec will be used. The plan is used as a tool for
communicating the City's needs with the Stantec Team. It is a record of what is agreed to be
done, and forms the basis for the control of all subsequent activities.
1.2 PROJECT DESCRIPTION
The City's Wastewater Department operates and maintains the wastewater collection and
treatment systems, and also provides for disposal of biosolids and the delivery of effluent for
reuse.The Wastewater Department is currently responsible for the City's collection system
infrastructure,which consists of 1,282 miles of wastewater lines, 109 miles of force mains, and 100
lift stations.Treatment facilities include 6 wastewater treatment plants,with a total rated daily
treatment capacity of 42.7 million gallons per day.The resulting effluent is discharged to a
receiving watercourse or reused for landscape irrigation.
The six wastewater treatment facilities are strategically located throughout the City.The
Wastewater Service Area Map reflects the various zones created in the City's infrastructure that
allows the wastewater to flow to any of the six plants. The service area is indicated in the service
area map enclosed in Appendix A. The details for each of the six wastewater treatment plants
are summarized in Table 1.1 below.
Table 1.1 -Summary of Existing Wastewater Treatment Plants
Plant Initial Capacity Treatment Process Staffing
Operation (MGD)
Allison WWTP 1966 5.0 Plug flow activated sludge with sludge 10 staff
digestion
Broadway WWTP 1938 8.0 New plant is activated sludge with UV 12 staff
Greenwood WWTP 1959 8.0 Conventional activated sludge with 10 staff
anaerobic digestion
Laguna Madre WWTP 1971 3.0 Activated sludge with aerobic digestion 8 staff
Oso WWTP 1941 16.2 Activated sludge operated in contact 16 staff
stabilization mode with aerobic digestion
Whitecap WWTP 1971 2.5 Activated sludge process 5 staff
TOTALS 42.7 61 staff
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PROJECT IMPLEMENTATION MANUAL
1.0 INTRODUCTION
October 19,2015
The Wastewater Department's major maintenance activity is the operation and maintenance of
100 lift stations (refer to the lift station map enclosed in Appendix B). Lift stations are designed to
pump wastewater from lower to higher elevations for the purpose of providing a continuous flow
through the grid of underground wastewater lines. Each lift station connects to high density
polyethylene (HPDE) or PVC force main piping that leads to the next lift station and eventually
empties to one of the six wastewater treatment plants. The lift stations are operated and
maintained using a staff of 34.
Improvement and expansion costs for the wastewater system continue to mount due to the
systems age and changes to discharge requirements imposed by the Texas Commission of
Environmental Quality (TCEQ). The projected continuous growth of the City is expected to
require construction of expansions at several of the plants in the next 5 to 10 years.
Wastewater Department staff have recommended that,with the exception of the Broadway
Wastewater Treatment Plant, all of wastewater treatment plants be consolidated as soon as
possible.This consolidation will result in operations and maintenance cost savings and the ability
to use treated wastewater effluent as a non-potable water supply on a more comprehensive
basis. This would include the industrial/port, recreational, and environmentally sensitive areas
during periods of drought.
1.3 PROJECT OBJECTIVE
The primary objective of this project is to determine the optimal long-range wastewater
treatment plant consolidation plan and supporting trunk sewer/pumping scenario.The optimal
plan will minimize the impact to rate payers from recommended improvements. An
implementation plan will be developed based upon the optimal strategy.
1.4 PROJECT TEAM
The project team consists of supporting members of various groups. They represent their
organizations with a common goal of project success. The core members of the project team
are summarized in Table 1.2.
Table 1.2-Project Team
Team Member Relationship
City of Corpus Christi Client
Stantec Consulting Prime Consultant
LNV Subconsultant to Stantec
Bath Engineering Subconsultant to Stantec
Tischler Bise Subconsultant to Stantec
Kailo Communications Subconsultant to Stantec
CRG Engineering Subconsultant to Stantec
End of Section 1.0
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PROJECT IMPLEMENTATION MANUAL
2.0 Project Organization
October 19,2015
2.0 PROJECT ORGANIZATION
2.1 PROJECT ORGANIZATION
The project team consists of numerous stakeholder organizations working together to meet the
common goals of the project. Active communication is the key ingredient to expediting project
information between the various stakeholders, but requires a clear understanding of formal
channels to be followed to ensure the information is appropriately accepted and acted upon.
The project organizational chart together with roles and responsibilities of key members of each
stakeholder organization is enclosed as Appendix C.
It is important to understand the overall management of the project falls under the leadership of
the City's Project Manager. The assigned City Project Manager for the study, Mr. Brian Butscher,
must be made fully aware, at all times, of communications that will affect the scope, budget,
and schedule of the project. All communications to Mr. Butscher will go through the overall
Consultant Project Manager from Stantec, Mr. Robert Simm.
Mr. Butscher will report to a City Steering Committee consisting of Senior City Staff. The Project
Steering Committee members will include Mark Van Vleck, Jeff Edmonds, Gus Gonzalez, and
Ron Olson. The City and Stantec Project Managers will meet with the Steering Committee on a
regular basis to review project progress and receive overall direction on the project
All Stantec and subconsultant staff are advised that when formal decisions are required with
respect to directions, approvals, and/or actions, they must be communicated through and
receive the appropriate direction from the Stantec Project Manager. Stantec's primary contact
is Mr. Robert Simm and all internal communications on this project must go through him. The
communications plan for the project is presented in Section 3.0.
2.2 PROJECT TEAM MEMBERS - ROLES AND RESPONSIBILITIES
The roles and responsibilities of each of the project team members are summarized in Table 2.1.
Table 2.1 —Project Team Roles and Responsibilities
Team Member Role
City of Corpus Christi Project developer; oversee overall project direction,operations, and
maintenance of existing wastewater system
Stantec Consulting Project manager and program management;evaluation of conveyance
alternatives, advanced treatment alternatives, operational strategies,
alternative project delivery models, and reuse/product water opportunities
LNV Facility evaluation and treatment alternatives,evaluation of conveyance
alternatives,hydraulic modeling of scenarios,local regulatory compliance,
and cost estimation
Bath Engineering Facility map evaluations and alternatives, cost estimation
Tischler Bise Rate impact studies,assessment of funding capacity, alternative financing
opportunities
Kailo Communications Public and stakeholder workshops, project website
CRG Engineering Hydraulic modeling of scenarios
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PROJECT IMPLEMENTATION MANUAL
2.0 Project Organization
October 19, 2015
The project is scheduled to be completed by early August 2016 assuming a project start date of
January 11, 2016. The key project personnel, associated roles, and responsibilities are presented
in Table 2.2 below. The list will be updated only in cases of employment termination. It is noted
here that no project team member is to be replaced without the prior written approval of the
City's Project Manager. A detailed project contact list for all stakeholders is enclosed as
Appendix D.
Table 2.2 -Project Roles and Responsibilities
Team Member Role Contact Information Responsibilities
Robert Simm Consultant • Stantec Consulting • Ensure team has adequate
(Local) Team Project 801 Navigation Street, resources.
Manager Suite 300 • Prime contact with City.
Corpus Christi,TX 78408 • Responsible for overall study
• Ph: (361) 883-1984 coordination.
• Cell: (602) 421-9395 • Oversee project and ensure
• rob.simm@stantec.com work plan objectives are
completed on time.
• Budget and schedule control
and invoicing.
Bob Campbell O&M • Stantec Consulting • Lead physical condition
(Local for field Evaluation 1859 Bowles Ave,Suite 250 surveys and O&M evaluations
work associated Lead Fenton, MO 63026 of treatment plants and key lift
with O&M • Ph: (636) 343-3880 stations.
evaluations) • Cell: (314) 313-1750 • Primary author of technical
• bob.campbell2@stantec.com memoranda numbers 5, 6,
and 10,and the interim
operations plan.
Guy Le Patourel Infrastructure • Stantec Consulting • Lead all infrastructure
Evaluation 5172 Station Way evaluations.
Lead Sarasota, FL 34233 • Lead the development and
• Ph:(941)-225-6174 evaluations of alternatives for
• Cell: (941)-735-7797 the wastewater consolidation.
• guy.leoatourel@stantec.com
Carson Bise Financial Lead • Tischler-Bise • Lead the user rate assessment
4701 Sangamore Road and affordability analysis.
Bethesda,MD 20816
• Ph: (301)-320-6900
• Cell: (240)-401-4031
• carson@tischlerbise.com
Dan Regulatory • LNV Engineering Inc. • Oversee consultant contacts
Leyendecker and 801 Navigation Street,Suite 300 with state regulators and
Governmental Corpus Christi,TX 78408 governmental officials.
Liaison • Ph: (361) 883-1984
• Cell: (361) 960-2279
• danl@Invinc.com
Logan Burton Sewer System • LNV Engineering Inc. • Lead evaluation of existing
Evaluation 801 Navigation Street,Suite 300 wastewater collection system.
Corpus Christi,TX 78408
• Ph: (361866-2121
• Cell: (361) 876-0673
• loganb@Invinc.com
End of Section 2.0
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PROJECT IMPLEMENTATION MANUAL
3.0 Communication
October 19,2015
3.0 COMMUNICATION
3.1 GENERAL
Proper communication is vital to the success of the project. Project communications are the
process by which information is exchanged resulting in action;therefore, it is very important that
communication processes are clearly understood and followed. This will ensure information is
relayed and acted upon appropriately and effectively.The manner in which items are
communicated will have a major impact on the project's outcome.
Communications can be:
• Written formal
• Written informal
• Oral formal
• Oral informal
3.2 COMMUNICATION STRUCTURE
All project communications requiring formal action, approvals, direction, etc. that will have an
impact in any way on the project scope, budget, or schedule, must be communicated through
the Stantec Project Manager. All communications with the City must go through the City Project
Manager, Brian Butscher. It is essential that all lines of communication not be violated.
3.3 RECOGNIZED COMMUNICATIONS
Only written correspondence will serve as recognized communication for this project. While
verbal communication is necessary, it will not serve as a conveyance of operating direction or
functional authority, approval, or notification of action.
Written correspondence shall consist of letters,transmittals,faxes, emails, and minutes of
meetings where actions are clearly delineated, as well as written confirmation of telephone
conversations.
3.4 DIRECTING CORRESPONDENCE
All written correspondence with the study team shall be directed to the Stantec Project
Manager, Robert Simm, or the individual as designated in writing for particular aspects of the
project. All written communications with the City shall be directed through the City Project
Manager, Mr. Brian Butscher.
3.5 CORRESPONDENCE WITH REGULATORY AGENCIES
All study team correspondence and communications with regulatory agencies must have prior
approval from the City Project Manager or his designate. The team will contact regulatory and
approvals agencies to confirm design guidelines and regulatory requirements only after
clearance from the City and Stantec Project Manager. Records must be kept of all
communications with regulatory agencies, and these are to be forwarded to both the Stantec
and City Project Managers for distribution to the appropriate project team members.
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PROJECT IMPLEMENTATION MANUAL
3.0 Communication
October 19,2015
3.6 RECORDING PHONE CALLS
Phone calls are made to expedite the flow of information, clarify written instructions or
information, arrange meetings, and other similar reasons. Any phone call that clarifies
instructions or information or contains approvals or directions shall be confirmed in writing by the
originator of the call. Copies of the written confirmation shall be sent to the person phoned, as
well as both of the Stantec and City Project Managers. Internal communications only need to
be forwarded to the Stantec Project Manager.
As indicated in Section 3.3, both emails and faxes are an acceptable form of communication
and can be used as the medium to confirm verbal instructions/directives and approvals.
3.7 MEETINGS AND MINUTES
The purpose of project meetings is to bring project issues requiring action to a group of
individuals in an effort to establish requirements, directions, solutions, advice, and knowledge
with respect to the project needs and activities. A tentative meeting schedule has been
established for the project based upon the project requirements.
Each meeting will be controlled by the chair,who will identify its purpose, including the protocol
around authority, responsibilities, distribution, etc. These requirements will be communicated
through formal meeting recordings (meeting minutes). Meetings will be held via conference call
as/when appropriate. The tentative project meeting schedule for upcoming meetings is
summarized as Table 3.1 on the following page. All other meetings are identified in the detailed
Project Schedule.
Meeting minutes are essential to providing information, action requests, and directions to various
groups and project team members. Formal processes are required to ensure that appropriate
information is provided efficiently, effectively, accurately, and in a timely manner for those
involved to participate.
In general all meetings must follow the following processes and procedures:
• An agenda must be prepared and sent out five working days prior to the meeting
identifying meeting participants, location, time, and purpose.
• Meetings must be brought to order at the scheduled time and kept to the purpose at
hand.
• Agenda shall be reviewed and revised as appropriate and agreed, identifying new issues
to be discussed.
• Meeting to be chaired by the designated chair who shall control subject discussions and
the group in general (dismiss all side meetings that arise).
• All meeting minutes must contain action columns identifying action responsibilities and
timelines.
• Minutes must be accurately recorded, typed, and distributed within three working days
following the meeting to allow for any misunderstandings or interpretations to be
addressed prior to the next meeting.
• All minutes must be reviewed, accepted, and signed by the chair prior to distribution.
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PROJECT IMPLEMENTATION MANUAL
3.0 Communication
October 19, 2015
Table 3.1 -Tentative Meeting Schedule
Meeting/Workshop Frequency Purpose/Objective Required Attendees
Project Kick-off Once • Finalize proposed work plan • City Project Manager
Meeting and receive feedback from • Stantec Project Manager
proposal evaluation process. • Key Team and City staff as
• Establish clear and common required
understanding of project
objectives,schedule,and lines
of communication.
• Introduce principal members of
the City's and consultant's teams.
Project Progress Biweekly • Review the consultant Project • City Project Manager and
Meetings (total 14) Manager's progress reports and City Steering Committee
status of the scope,schedule, • Stantec Project Manager
budget,and any issues that
may affect completion.
Internal Weekly • Coordination of functional • Stantec Project Manager
Coordination (total 28) team activities,resolution of • Functional Team Leads
Meetings technical issues, and • City Project Manager
identification of issues to be
addressed with City staff.
Informal As required • Address project specific issues • City Project Manager and
Coordination in a timely manner to facilitate Steering Committee (as
Meetings with City schedule compliance. required)
Staff • Stantec Project Manager
• Key technical staff from
Stantec &City as required
Project Partnering 2 meetings • Develop clear and concise • Key project stakeholders
Workshop (one at project definition of the project with from the City
start and one roadmap to move project • Stantec
prior to starting forward and define • Key regulatory staff
Phase 2 of the expectations and deliverables. • Other consultants (as
project study) • Develop understanding of required)
project objectives among key
project stakeholders.
City Review 3 meetings • Review the draft plan • Stantec Project Manager
Workshops (one at the end developed at each phase, • Stantec Functional Team
of each study review stakeholder comments, Leads (as required)
phase) and reach consensus on path • City Project Manager and
forward. Steering Committee
• Key City staff (as required)
Risk Management 1 meeting • Review project risks and identify • Stantec Risk Specialist
Workshop (prior to potential impact upon project • Stantec Project Manager
completion of success. • Stantec key functional
Phase 2) • Identify and review various risk team leads
mitigation strategies. • City Project Manager
• Key City staff (as required)
• Constructability review
team
Stakeholder 3 meetings • Meeting with stakeholders group, • Stantec Project Manager
Engagement (one at the start, including the public,developers, • Stantec Key Technical
Sessions one to present chamber of commerce,industry, Staff
options, and one city staff,and interest groups to • City Project Manager and
to present the review progress and obtain key staff
final plan) comment and input on the plan. • Key stakeholder groups
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PROJECT IMPLEMENTATION MANUAL
3.0 Communication
October 19,2015
3.8 APPROVAL PROCEDURES
As the project moves through its various phases from inception to completion, milestone
approvals will be required within each of the work phases prior to moving to the next. Each work
phase may contain one or several processes requiring different levels of authorization to
proceed. A listing of important upcoming project approval milestones is listed in Table 3.2
below. A complete list is included with the enclosed project schedule. Where authorized
approvals are required, a formal sign-off document will be circulated and distributed to the
appropriate parties at the City for action.
Table 3.2 -Approvals Milestones
Milestone Due Date Rationale/Importance Approvals Required
Formal Notice to January 1,2016 Need City approval to City Project Manager
Proceed (NTP) commence work.
Affordability Analysis February 25,2016 User rate target will govern the Project Steering
(Technical supportable capital program Committee and
Memorandum No. 1) and the options for consolidation. Council
Flow and Load February 3,2016 Flow and loading projections will Project Steering
Projections drive the size of future facilities Committee and
(Technical and the associated costs. Council
Memorandum No.2)
Date for First February 1,2016 The first stakeholder's meeting is Project Steering
Stakeholders tentatively set for January 20, Committee and
Meeting 2016. We are assuming one Council
month's lead time is required to
notify the public about the
meeting.
Preliminary Siting March 11,2016 Need concurrence on the sites Project Steering
Study for Central Plant being considered for the central Committee and
(Technical plant facility to advance project. Council
Memorandum No. 11)
Date for Second February 22,2016 The second stakeholder's Project Steering
Stakeholders meeting is tentatively set for Committee and
Meeting February 9,2016. We are Council
assuming one month's lead time
is required to notify the public
about the meeting.
Draft Capital May 2,2016 Need comments on the draft Project Steering
Improvement Plan plan to finalize the project. Committee
Draft Implementation August 5,2016 Need comments on draft Project Steering
Plan implementation plan to finalize Committee
the project.
3.9 REPORTS (GENERAL)
Communications through reports is one of the major tools used to not only obtain required
milestone approvals, but also relay important project status to project team members. Reports
will assist in scheduling of future actions and activities of the project team and outside
organizations having an influence on the project's function, use, and success.
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3.0 Communication
October 19,2015
A listing of project reports is provided in Section 4.0. All consultant reports are communicated
through the Stantec Project Manager for acceptance and distribution.
3.10 EXTERNAL COMMUNICATIONS
The Stantec Project Manager is responsible for the preparation and communications plan and
process with external stakeholders, communities, and media during the project. Mr.Simm will act
as the first point of contact and spokesman for all project related issues.
3.11 PROJECT WEB SITE
Stantec will develop a project Buzzsaw site to facilitate the timely exchange of data and
information pertaining to the project. All project team members are required to use this tool for
the duration of the project. The Buzzsaw site address will be provided to all project team
members three days after receipt of the project Notice to Proceed.
Key project team members will be assigned a user name and password to access this site.
Stantec will post all reports, drawings, and specifications on the Buzzsaw site for review by both
City and consultant team members. The information on the Buzzsaw site will be filed according
to the file index presented in Section 9.0.
Stantec will construct and maintain a project website for the duration of the project. The project
website will be used as a communications tool to communicate with the public at large on
project background, information,and progress. The project website will be up and running
within two weeks of receiving the project Notice to Proceed.
3.12 PROJECT CONTACT LIST
The project contact list includes the names of all the project participants and company they
represent with telephone, fax, and cell numbers and email addresses. The project contact list
will be updated on a regular basis.
Please refer to Appendix D-Project Contact List (List to be developed prior to project
commencement).
End of Section 3.0
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PROJECT IMPLEMENTATION MANUAL
4.0 Project Work Plan
October 19,2015
4.0 PROJECT WORK PLAN
4.1 GENERAL
The project requires a clear understanding of the project objectives, and a defined procedure
to reach those objectives. A disciplined approach to the work scope constrained by the
available budget and schedule to complete the required work in a logical manner requires a
thought out approach for each phase of the work to be completed.
The proposed project scope is detailed in the text that follows.
4.2 PROJECT MANAGEMENT
Project management is an important aspect of every major project. The project management
will be conducted by Robert Simm. A work task breakdown is presented here, and this will be
refined in consultation with the other project stakeholders.
We will implement Earned Value (EV) reporting on all aspects of the project. Our basic
approach to EV is to divide the project/contract into work tasks or activities, allocate the total
budget to each task, establish target schedule for each task, allocate budget over schedule,
establish a benchmark or spending target (budget cost of work scheduled), and calculate EV as
budget cost of work schedule times actual progress. A copy of our proposed work plan
tasks/activities and associated fee estimate is enclosed as Appendix E.
Our team will also measure project performance using both cost performance and schedule
performance indices calculated by measuring performance against initial spending targets,
including the actual cost of work performed against the budgeted cost of work performed. We
will then look for negative trends; review, analyze, and explain variations; and take corrective
action as required.
Stantec's project manager will work with the City to further develop the consensus project
schedule, and use this for overall schedule control purposes. A master Level 2 Project Control
Schedule (PCS) will be created based upon the critical path method (CPM).The PCS will
integrate all activities and show those activities that are on the critical path. Once approved by
the project team,the CPS will be frozen and used as a baseline schedule for progress
measurement purposes.
We will monitor the PCS on an ongoing basis and regularly provide a progress status report. We
will analyze trends and evaluate the impact,if any, identifying schedule slippage through the
regular review and monitoring process, ensuring action/recovery plans rectify any problem
areas. All schedules will be developed using Microsoft Project. The baseline project schedule is
provided in Appendix F.
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4.0 Project Work Plan
October 19,2015
A document control system will be developed, incorporating an electronic document
management system to ensure the control of all corporate, financial, program, and project-
related documentation and communications. Documents will be registered, indexed for cross-
referencing, placed in a secure storage area, and otherwise made available for rapid retrieval
and inspection. Critical and/or confidential documents will be secured in an appropriate
storage system and, where required for digital files, a suitable back up copy will be generated
and stored off-site.
Stantec has developed a Quality Plan (refer to Section 8.0) designed to make sure objectives
are well defined and permit a project team performance assessment at the end of the project
as part of the project close out activities. We have formed a Quality Assurance Control Team
led by Mr. Reno Fiorante and composed of experienced senior engineers.The QA team will
monitor overall project quality, develop comprehensive plans, implement changes as necessary
to improve the quality of the product produced, and ensure all communications are properly
recorded and all work files are kept up to date.
Timely effective communications are critical to this projects overall success. Key team members
must meet on a regular basis to ensure two way communications. A listing of required project
meetings and proposed project workshops was summarized previously in Table 3.1. We will
prepare and distribute all meeting minutes and workshop notes within three business days of the
meetings completion.
Stantec's project management team will prepare a multitude of project reports to keep the City
and internal project team members informed and on track. A summary of the project reports to
be completed during the projects duration is presented in Table 4.1 below.
Table 4.1 -Project Management Reports
Management Report Frequency Purpose/Objective Responsible Party
Labor Distribution Weekly • Track engineering project costs on a Stantec Project
Report weekly basis for internal cost control Manager
purposes (available to the City upon
request).
Deliverables Checklist Bi-weekly • Summary report indicating the most Stantec Project
up to date status of all project Manager and City
deliverables,including future Project Manager
deliverables.
• Will include agreed upon delivery
dates (based upon the baseline
schedule agreed to at the project
start) and current delivery date.
Project Schedule Bi-weekly • Report on schedule compliance and Stantec Project
(as part of monthly provide look ahead schedule. Manager
progress report)
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Management Report Frequency ; Purpose/Objective Responsible Party
Monthly Progress Monthly • Report on work completed to date Stantec Project
Reports • Work schedule for upcoming month Manager
• Percent complete on a per task basis
• Earned Value (EV)
• Updated project action,issue, and
decision log
• Issues impacting project schedule or
project cost and actual cost
implications
• Potential changes in scope of work
• Status of the project budget
• Status of the project schedule
• Recovery plan for budget and
schedule as required
• Overall project budget and schedule
completion in graphical format
• Projection of monthly cash flow
• Resource loaded schedule.
Project Invoices Monthly • Invoice total for the month along Stantec Project
with project earned value. Manager
Action/Issue/ Monthly • Identify all critical project decisions Stantec Project
Decision Log and actions/issues on a go-forward Manager and
basis. Log will keep track of all critical Functional Team
decisions and issues. Leads
Project Ongoing • Refer to text below. Stantec Project
Implementation Manager
Manual
Meeting Agenda and Ongoing • Provide agenda for upcoming Stantec Project
Information Package meetings and associated Manager
background information.
Quality Control Ongoing • Provide an audit trail of the internal Stantec Project
Documentation QA/QC reports generated Manager and
throughout the project. QA/QC Lead
• Reports will include issues and
resolution.
The project management processes to be followed are incorporated into the PIM. Each
component of the PIM is carefully monitored and observed, and deviations are addressed as
they emerge.Stantec's Project Manager is responsible for monitoring the design teams'
performance relative to the prescribed plan.
This PIM contains project goals, objectives and assumptions, levels of authority and decision
making, primary project constraints, communication protocols, detailed project scope, quality
assurance goals, detailed listing of project deliverables, project schedule, list of key stakeholders
noting their needs and concerns,internal cost management plan, roles and responsibilities of
key participants, and internal risk management plan. This PIM is a dynamic document that will
be updated on a regular basis as conditions and/or expectations change.
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4.0 Project Work Plan
October 19, 2015
4.3 TECHNICAL DELIVERABLES
The results of the studies and site investigations conducted for this project will be summarized in a
series of technical memoranda (TM) and reports to expedite review and therefore project
schedule. A summary of the proposed key technical deliverables to be produced for this study
are presented as Table 4.2.
Table 4.2 -Summary of Proposed Technical Deliverables
Deliverable Purpose/Objective Responsible Party
TM No. 1 - • Review of planned infrastructure spending • Financial Team (lead by
Wastewater System plans/CIP,review city and utility bonding Carson Bise of Tischler
User Rate Review. capacity, estimate supportable construction Bise)
spending,determine target user rate range
in consultation with stakeholders.
TM No.2-Sewer Flow • Review of consolidated plan and • Infrastructure Evaluation
and Load Projection development plans for individual sewer Team (lead by Logan
by Sewer Shed. sheds. Burton of LNV).
• Develop flow and load projections by sewer
shed.
TM No.3-Water • Confirm potential industrial and commercial • Program Management
Reuse Market reuse opportunities with city staff,conduct Team (lead by Vijay
Opportunities and market sounding to confirm interest and Sundaram of Stantec).
Financial Benefit requirements for reuse water,and meet with
potential reuse customers and confirm
interest and commercial requirements.
TM No.4-Review and • Review EPA proposals on treatment • Program Management
Summary of Existing requirements,including ammonia,effluent Team (lead by Brian
and Potential virus,and CSO rules. Sirbovan with support
Regulatory • Review current discharge permits and from Dan Leyendecker
Requirements. identify potential upcoming changes. and Alan Vicory).
• Confirm treatment requirements for water
reuse.
TM No.5-Physical • Review each plant and major pumping • Operations Evaluation
Condition Survey of station operations with process,operations Team (lead by Bob
Wastewater Treatment and discipline staff and document physical Campbell with support
Plants and Major condition and CIP requirements to maintain from LNV and Bath
Pumping Stations operations. Engineering discipline
engineers).
TM No.5A-Review of • Review existing collection system hydraulics • Infrastructure Evaluation
Existing Collection and the associated potential impact on the Team (lead by Logan
System Hydraulics location of a consolidated centralized Burton of LNV).
and Their impact on wastewater treatment plant
Site Selection.
TM No. 6- • Benchmark O&M costs of existing plants • Operations Evaluation
Wastewater Treatment against other comparable systems in the Team (lead by Bob
Plant Benchmarking state and country. Campbell with support
and Operations • Provide suggestions to optimize operations from LNV and Bath
Assessment. and reduce costs. Engineering discipline
engineers).
TM No. 7-Existing • Identify most likely treatment requirements • Infrastructure Evaluation
and Future Treatment for each of the current plants over the next Team (lead by Josh
Requirements 20 years and the associated capital and Boltz)
O&M costs.
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Deliverable Purpose/Objective Responsible Party
TM No.8-Biosolids • Identify residuals generation in consultation • Infrastructure Evaluation
Management Plan with treatment specialist. Team (lead by Charlie
• Identify potential uses and repository for Alix)
treated biosolids.
• Evaluate biosolids management options and
recommend biosolds management
approach.
TM No. 9-Odor • Review historical odor complaints. • Infrastructure Evaluation
Control Management • Review existing odor control management Team (lead by Joe
Plan practices and evaluate efficacy. Uglevich)
• Review odor control options and
recommend odor control management
approach.
TM No. 10-Capital • Estimate expansion and upgrade • Operations Evaluation
and O&M Cost requirements for existing infrastructure to Team/Infrastructure
Estimates for the meet current and proposed regulatory Evaluation Team (lead
Status Quo Alternative requirements. by Bob Campbell)
• Prepare capital and O&M cost estimates for
upgraded and expanded infrastructure.
TM No. 11 - • Review potential plant locations with city • Project Management
Identification and staff and prepare "short-list"of up to three Team (lead by Robert
Evaluation of locations,including scenarios for Simm)
Alternative Locations consolidation at more than one plant site
for Central WWTP.
TM No. 12-Evaluation • Review most likely decommissioning • Infrastructure Evaluation
of Short-Listed WWTP schedule and consolidation scenario for Team (lead by Guy Le
Consolidation existing plants in consultation with city staff. Patourel)
Scenarios Document potential opportunities to
optimize the decommissioning schedule.
• Review up to three potential consolidation
scenarios and evaluate the capital and
O&M cost associated with each based upon
the identified optimal treatment
requirements.
• Review collection system,pumping station,
and force main upgrading/expansion
requirements for each of the three identified
treatment facility scenarios.
• Triple bottom line assessment of short listed
consolidation scenarios.
TM No. 13-Project • Identify key contracting packages for overall • Program Management
Delivery Approach program Team (lead by Brian
• Conduct business case analyses for each Sirbovan)
contracting package and identify the most
appropriate delivery method for each.
Draft Capital Plan • Revisit potential decommissioning plan and • Project Management
evaluate alternatives for timing and Team (lead by Robert
approach. Simm)
• Revisit potential options for collection system,
pumping station, and forcemain routing and
select optimal for each.
• Identify contracting packages for identified
capital works.
• Prepare draft CIP.
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Deliverable Purpose/Objective Responsible Party
Risk Register • Prepare risk register for project • Program Management
implementation Team (lead by Brian
• Conduct risk management workshop with Sirbovan)
key city staff.
• Identify risk mitigation strategies.
Final Capital Plan • Update capital plan based upon comments • Project Management
and input received. Team (lead by Robert
Simm)
Draft Phasing Plan • Develop draft phasing plan and cash flow • Program Management
projections. Team (lead by Brian
• Use cash flow projections to confirm user Sirbovan) with input
rates and potential increases with time. from Financial Team
• Identify required stakeholder engagement (lead by Carson Bise)
points.
Interim Operations • Develop plan for maintaining facilities • Operations Evaluation
Plan operational and in compliance until they are Team (lead by Bob
phased out. Campbell)
• Develop transition management plan for
redirecting flows from the existing WWTPs.
Stakeholder • Identify key project stakeholders in • Program Management
Management Plan consultation with City. Team (lead by Kailo
• Develop plan to engage stakeholders in Communications)
overall plan implementation.
Final Phasing Plan • Finalize phasing plan based upon input • Program Management
received Team (lead by Brian
Sirbovan)
Draft Implementation • Identify trigger factors for each construction • Program Management
Plan and Schedule package and most likely timing for each. Team (lead by Brian
• Identify negative and positive factors Sirbovan)
impacting each trigger factor and their
potential impact on overall schedule.
• Prepare draft implementation schedules
including a pessimistic, most likely, and
optimistic schedule scenario.
• Develop draft implementation plan based
upon recommended contracting packages
and associated implementation schedule.
• Develop CIP and cash flow plans for each of
the schedule scenarios.
Final Implementation • Finalize implementation plan based upon • Program Management
Plan city comments and input. Team (lead by Brian
Sirbovan)
End of Section 4.0
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5.0 Project Cost Management
October 19, 2015
5.0 PROJECT COST MANAGEMENT
5.1 GENERAL
Cost management is the process of controlling the approved project funding while at the same
time ensuring that the other project objectives of scope, quality, and timelines are met. This
process commences with identifying and matching anticipated costs with the intended scope
during the establishment of the Work Breakdown Structure.
5.2 PROJECT BUDGET
The Stantec fee for the scope of work described in the Work Plan is enclosed in Appendix E. The
following are project phases and estimated man-hours to complete each. The reader is referred
to the detailed fee estimate by task enclosed in Appendix E.
Table 5.1 -Engineering Fee Estimate Summary
Project Phase Description Task Number Total Person Fee($)
{ Hours(hours) j
Project 100 1,082 $243,658
Management
Phase 1 Develop Optimal Wastewater 200 4,708 $802,235
System Configuration
Phase 2 Develop Phasing Plan 300 1,708 $263,515
Phase 3 Development Implementation 400 738 $117,779
Plan
TOTAL 8,236 $1,427,186
5.3 PROJECT COST PLAN
The City is negotiating a scope and budget for engineering services with Stantec. The
engineering fee will be fixed based upon the negotiated scope and fee.
5.4 SCOPE REVISIONS/ENHANCEMENTS
Scope revisions and/or enhancements outside the approved project scope will not be
accepted without the prior written approval of the City Project Manager. Only revisions within
the normal context of the project scope will be entertained as long as their inclusion does not
affect the project cost or schedule, and has the prior approval of the Stantec Project Manager.
Requested changes that will have an effect on scope, budget, or schedule will be received by
the Stantec Project Manager, and only advance once agreement has been received as to how
the affected change will be resolved within the approved project parameters. A scope change
form must accompany all scope revisions and/or enhancements outside the approved project
scope. A copy of the required scope change form is enclosed as Appendix G.
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October 19,2015
5.5 MONITORING AND CONTROL
Project costs will be monitored closely throughout the duration of the project. The Stantec
Project Manager will submit a project summary report with the billing to the City Project
Manager on a monthly basis.
The project summary report will include:
• Percentage completion of each work scope task.
• Summary of deliverables submitted over billing period.
• Calculated invoice based upon completed deliverables.
• Future anticipated costs.
• Approved and pending changes to the work.
• Project schedule relative to the baseline schedule.
A copy of a typical financial report is enclosed in Appendix H.
5.6 REPORTING
Cost reporting will be provided through the Stantec Project Manager. The Project Team, and in
particular the Stantec Project Manager,will issue monthly reports containing detailed costing
information.
End of Section 5.0
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6.0 Project Schedule
October 19,2015
6.0 PROJECT SCHEDULE
6.1 GENERAL
The Project Schedule is provided to ensure that the project is carried out in a timely and orderly
manner. The schedule shall be completed in contiguous phases indicating milestone dates for
the completion of each pertinent phase of the work. The schedule shall form the basis of
scheduled activities, such that it will assist in efficient time management for the project team,
allows each stakeholder to schedule their project roles effectively, provide the appropriate
project cash flow projections.
The initiation of the project schedule together with regular monitoring will allow suitable
adjustments to be made to future scheduled activities. This will assist in ensuring the project is
completed on its intended scheduled completion date.
The anticipated project completion date as of October 19, 2015 is August 10, 2016. This is based
upon an assumed notice to proceed on or before January 4, 2016.
6.2 BASELINE PROJECT SCHEDULE
The baseline project schedule is enclosed as Appendix F. As the project has been divided the
activities noted above have been separated to allow for sequential phasing of the work. As the
work progresses,the baseline schedule will be updated to include greater detail of the activities
originally identified as and if required.
6.3 MONITORING AND CONTROL
The Project Schedule shall always indicate the originally planned scheduled activities and
progress to date (by separate schedule bars), allowing at a glance, an understanding as to
where the project is with respect to the planned versus actual timing. The schedule shall be
reviewed weekly by the Project Team. Weekly updates can be provided via email. The weekly
look ahead shall consist of discussing and providing recommendations and resolutions to
slippage's or excess float discovered in the Project Schedule.
6.4 SCHEDULE OVERVIEWS
All project deliverables are defined in the Design Project Task Breakdown Structure discussed in
Section 4.0. The key project deliverables and the respective delivery dates are summarized in
Table 6.1 on the following page. A detailed Project Schedule is provided in Appendix F.
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6.0 Project Schedule
October 19,2015
Table 6.1 -Key Project Deliverable Dates
Project Phase Key Project Deliverable Projected Delivery Date
Phase I Tech Memo 1 -User Rate Analysis January 25,2016
Physical Condition Survey of Plants and Major February 22,2016
Pumping Stations
WWTP Operations Assessment February 22,2016
Capital and O&M Cost for Do Nothing March 2,2016
Alternative
Draft Capital Plan April 7,2016
Final Capital Plan April 29, 2016
Phase II Draft Phasing Plan June 17, 2016
Interim Operations Plan June 17,2016
Final Phasing Plan July 5,2016
Phase III Draft Implementation Plan and Schedule July 25,2016
Final Implementation Plan and Schedule August 10,2016
End of Section 6.0
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7.0 Document Standards and Procedures
October 19, 2015
7.0 DOCUMENT STANDARDS AND PROCEDURES
7.1 GENERAL
The formal study begins upon the completion and approval of the Detailed Work Break Down
Structure. The study process is broken down into various phases, each upon completion,
requiring confirmation that the project parameters (scope, budget, and schedule) remain on
target. At the completion of each of these phases, a written approval is required from the
Stantec Project Manager prior to proceeding into the next phase.
7.2 DRAWING STANDARDS
Drawings are to be provided using Computer Aided Drafting processes. All CAD drawings are to
be completed using the Stantec CAD Standards. Stantec will issue a CAD Project Plan at the
start of the project under separate cover.
This plan will include the following information:
• Project specific CAD information
• CAD contact information
• Figure standards
• Drawing standards
All Stantec Team members are expected to follow the Stantec CAD drawing standards on this
project,without exception.
End of Section 7.0
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8.0 Quality Plan
October 19,2015
8.0 QUALITY PLAN
8.1 GENERAL
Quality assurance is the setting up and continuous practice of quality control procedures
throughout the production process. The least expensive way to do work is to do it properly the
first time, no matter how much it costs. Similarly, the fastest way is to do it right the first time, no
matter how long it takes.
This quality plan includes procedures and work instructions that:
• Identify the responsibilities of key personnel involved in executing activities.
• Identify methods to be employed in the performance of the work.
• Identify assurances to be performed to verify compliance with specified requirements.
• Provide output from the activities, management of the output and the records to be
generated as evidence of compliance.
• Identify the types of quality control checks to be performed.
• Identify the type and format of quality systems.
• Determine the frequency and schedule of internal audits and technical reviews
• Identify quality performance measurements to be used to monitor quality trends.
8.2 RESPONSIBILITIES
The Stantec Project Manager will be responsible to liaise with the City Project Manager to
coordinate functions associated with quality enhancement, including:
• Ensure adherence to the Quality Plan
• Ensure the allocation of sufficient resources to satisfy the requirements of the Quality Plan.
• Ensure stewardship of the administrative systems and procedures are established and
carried out.
• Be accountable for closure of audit findings and the implementation of corrective
measures identified during quality activities.
• Ensure appropriate document control procedures are implemented to assure the issue of
properly checked and approved project documents.
• Provide appropriate documented assurance of the effectiveness of the Quality Plan.
• Ensure completion of third party reviews of work to ensure the integrity of the work and
control in accordance with Stantec Procedures and the Quality Plan.
Stantec's QA/QC Team will be responsible for providing a third party audit of Stantec's Services
and reporting to the Stantec Project Manager on the compliance of the Stantec Project Team's
activities in accordance with these procedures.The responsibility for quality is shared across the
Project Team and summarized in the Table 8.1 on the following page.
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8.0 Quality Plan
October 19,2015
Table 8.1 -Team Roles and Responsibilities for Implementing Quality Plan
Staff Role Responsibilities
Robert Simm Project Manager Ensure allocation of sufficient resources to carry out
QA/QC plan,final audit to ensure all QA/QC
procedures have been followed,and final sign off on
all deliverables
Reno Fiorante QA/QC Team Be accountable for adherence to the quality plan,
Lead ensure appropriate documentation of QA/QC
procedures, and lead all external independent and
City reviews.
Functional Team Leads Responsible for checking all technical work within
their respective team prior to submittal to external
QA/QC team.Also responsible for documenting the
level I review process.
The quality program will remain active throughout the study to ensure all design criteria,
standards, codes, and specifications are met. Design notes and calculations will be prepared
and included in all submittals.The Functional Team Leads will establish the design format and a
checklist, including design criteria and standards, design assumptions listed, information and
data sources referenced or attached, formulae and symbols listed and defined, project
number, date, page numbers, designer and checker names and initials, and computer printouts
and labels to be attached.
8.3 PRODUCT CONTROL
A separate budget has been allocated to carry out the appropriate review of deliverables. The
following outlines reviews to be completed in support of product control for the project.The
reviews, and the reviewer(s),will execute their reviews in accordance with the Project Schedule
and Quality Plan to avoid backtracking and rework.Stantec will use its standard Engineering
and Design Drafting Water Sector check lists in support of completion of reports and studies.
The work product review process will be as follows:
• The technical lead for a specific task will submit the product and the associated
completed check lists to the identified reviewer (both inter and intra disciplinary reviewers)
for checking.
• The appropriate reviewer will review the product marking required changes and
comments on the document in red. Digital tracked changes and annotation of CAD
drawings are considered acceptable; however,the reviewer is expected to keep copies
of all digital files. The reviewer will prepare a review memo to the attention of the
technical lead outlining substantive changes. The reviewer sends all marked up
documents and the review memo back to the technical lead for action. A copy of the
review memo is also sent to both the Stantec Project Manager and QA/QC Coordinator.
The Stantec Project Manager will log the QC review into the project QC log.
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• The technical lead will address identified changes as appropriate and provides a written
response to the QA/QC memo. The technical lead will identify changes not made and
reason(s) in the response memo. The reviewer is sent a copy of the revised product, the
original markups, and the response to the QA/QC memo to confirm compliance with
recommended changes. A copy of the technical leads response will also be sent to the
Stantec Project Manager and QA/QC Coordinator.
• The process will continue until concurrence has been achieved between the technical
lead and reviewer. The Project Manager will assist in resolving disagreements between the
technical lead and reviewer. Each reviewer will notify the QA/QC Coordinator in writing
once all product checks have been completed.
• The QA/QC Coordinator will do a final review of all comments and responses to ensure
there are no outstanding issues. The QA/QC Coordinator will then notify the Project
Manager in writing that the QA/QC review has been completed.
8.4 AUDITS
A Quality Control Audit is to confirm that the quality control process has been carried out. Reno
Fiorante will be responsible for the quality control audit. The auditor will ensure that the
engineering team has conducted to date activities in accordance with this QA Plan.
Reports will be generated for review by the City's Project Manager and Stantec Project
Manager to ensure that all recommendations have been followed or a detailed explanation
made as to the difference.This report will identify non-conformances to the QA Plan, and the
Stantec Project Manager will be responsible for resolving all identified non-conformances.
Key performance indicators for report to the Client in support of this QA Plan are:
• Cost Performance
• Budget Variance
• Schedule Performance
• Schedule Variance
• Engineering Performance
• Validation of checklists compliance by Engineering Manager
• Stantec QA Audit Results
• Non-Conformance Corrective Action
• Client/Stantec QA Audit Results
End of Section 8.0
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9.0 Administration
October 19,2015
9.0 ADMINISTRATION
9.1 GENERAL
Administration provides a clear and direct management process for monitoring, reporting,
organizing,filing, and communication of the project activities. If project activities are carried
out and controlled within the specific guidelines as described in the PIM, an increased level of
efficiency will result, and appropriate documentation control will be formulated for the future
project audits. A level of comfort that the project is in control, capable of being monitored and
altered as necessary to maintain the project parameters will be established.
9.2 CONFIDENTIALITY
Confidentiality is of the utmost importance. It is necessary that all Project Team members keep
their communication of the project within the project envelope. Any information that needs to
be publicly acknowledged and/or reported will be carried out through an appropriate
department of the City of Corpus Christi. The City Project Manager will be notified when such a
request is required to ensure that all of the appropriate parties are notified and direction
received to address the request for information.
9.3 PROJECT FILES
A project filing index has been established based upon Project Phasing and task break down.
All project files will be resident on the project Buzzsaw site for the duration of the project. A
special project site has been created to be used by all Project Team members. The file index
system is as follows:
(To be determined in consultation with City of Corpus Christi)
The project file indexing system must be strictly adhered to. Any and all hand written notes and
calculations that are pertinent to the project must be scanned and an electronic version must
be filed in the project folder under the appropriate heading.
All deliverables to be reviewed by the City are to be posted to the project Buzzsaw site. All CAD
drawings and documents must be saved to the site in PDF format. The filing system for the
project web site will be as follows:
(To be determined in consultation with City of Corpus Christi)
All documents on the project web page will be read only.
9.4 CONTRACTS
The professional services contract for the design assignment is enclosed as Appendix I.
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9.0 Administration
October 19,2015
9.5 CORRESPONDENCE
As described elsewhere in this PIM, formal communication must flow through the Stantec and
City Project Managers. All formal communication must be submitted in the form of a written
documentation whether providing confirmation, request for information, direction, etc. related
to the project.
Only written correspondence will be considered as being issued, and where required,written
responses must be provided. Refer to Section 2.0 for appropriate communication channeling. .
Informal communications shall be considered as information only, and shall not form any
obligation resulting in changes to the scope, budget, or schedule of the project.
9.6 PROJECT STATUS REPORTING
During the progress of the project, continual reporting will be required by all Project Team
members. A formal status report will be submitted to the City Project Manager every two weeks.
The leads for each project element will be expected to provide the Stantec Project Manager
with a weekly report outlining the status and upcoming planned work for their portion of the
project. A brief point form email is considered acceptable for these reports.
The Stantec Project Manager will provide the City with a monthly status report with the regular
billing.
9.7 MEETING AND MINUTES
Refer to Section 3.0, Article 3.7.
9.8 PAYMENT PROCEDURES
Stantec will be paid on a fixed fee per task up to an upset limit. The City will authorize payment
based upon accepted deliverables. The person-hour and fee for each task item will be
provided to each Task Lead. Payment will be based upon the payment schedule in this Task
Work Breakdown. Therefore, it is imperative that all Team Members adhere to project deadlines
for deliverables.
End of Section 9.0
Stantec 25
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1070 P.P. 30100 C.....
54 1511 H.Se.II. 30.1,,,q,Oip ff. 1063 Sy,hel• 005.30P10
Appendix C
ProjectT m em ers
eae
City of Corpus Christi QA/QC Team
• Lead -Reno Fiorante,PE
• Process- Bob Dawson,PhD
• Pumping -John Take,PE,ENV SP
Cl.) Project Manager • Trenchless -Don Del Nero,PE
Rob SIMM,Phi • Planning - Larissa Brown,PhD,AICP
• Modeling - Mike Van Doorn
OperationsInfrastructure Program , Financial
Evaluation Lead Evaluation Lead Management Lead Evaluation Lead
/ Bob Campbell,PE Guy Le Patourel,PE Brian Sirbovan J }1 L.Carson Bise,AICP
Operations Evaluation Team Infrastructure Evaluation Team Program Management Team Financial Evaluation Team
Physical Condition Surveys Sewer System Scheduler Impact Fees and
Bath Engineering & Logan Burton,PE Brian Nutter,PMP Funding Strategies
Stantec Discipline Experts Jeff Coym.PE Julie Herlands,AcIP
Stakeholder Engagement
Plant Operations Evaluations Hydraulic Specialist Carol Scoff,APR Utility Rate Setting and
Stantec Operations Specialists Fangbiao Lin,PhD Financial Planning Strategies
Water Reuse SpecialistCarson Bise,AicP
Regulatory Drivers Treatment Options Vijay Sundaram,PE
Alan Vicory,PE Josh Boltz,PhD,PE
Dan Leyendecker,PE Risk and Contracting Specialist
Odor Control Steve Fleck
Joe Uglevich, PE
Biosolids Management
Charlie Alix,PE
Land Use Planning
Jim Paulmann,FAICP
4; Stantec
Appendix D - Project Contact List
Team Member Role Contact Information
Brian Butscher City Project Manager City of Corpus Christi
Assistant Director of Treatment
Utilities Department
City of Corpus Christi
Office:361-826-1718
Mobile:254-718-1995
Fax:361-826-1889
BrianBu@cctexas.com
Robert Simm Consultant Team Stantec Consulting
(Local) Project Manager 801 Navigation Street,
Suite 300
Corpus Christi,TX 78408
Ph: (361) 883-1984
Cell: (602) 421-9395
rob.simm@stantec.com
Bob Campbell O&M Evaluation Lead Stantec Consulting
(Local for field work associated 1859 Bowles Ave,Suite 250
with O&M evaluations) Fenton,MO 63026
Ph: (636) 343-3880
Cell: (314)313-1750
bob.campbe112@stantec.com
Guy Le Patourel Infrastructure Evaluation Stantec Consulting
Lead 5172 Station Way
Sarasota, FL 34233
Ph:(941)-225-6174
Cell: (941)-735-7797
guy.lepatourel@stantec.com
Carson Bise Financial Lead Tischler-Bise
4701 Sangamore Road
Bethesda,MD 20816
Ph: (301)-320-6900
Cell: (240)-401-4031
carson@tischlerbise.com
Dan Leyendecker Regulatory and LNV Engineering Inc.
Governmental Liaison 801 Navigation Street,Suite 300
Corpus Christi,TX 78408
Ph: (361) 883-1984
Cell: (361)960-2279
danl@Invinc.com
Logan Burton Sewer System LNV Engineering Inc.
Evaluation 801 Navigation Street,Suite 300
Corpus Christi,TX 78408
Ph: (361866-2121
Cell: (361) 876-0673
loganb@Invinc.com
Appendix F
ID 0 TaskTask Name Duration Start Finish Predecessor
ykde MI T IwI T IF LCIS I MIT Iw;T iF I S Ls IM ITIWIT I F_I SIS IM IT IWIT/F LS IS IMITIw!T 1F L3 Ls I MI TIwIT IF I s I s I HITIwI T IF LIJS I MI T IWIT IF I S I s I MI TI
1 $ Phase 1-Develop Optimal W WTP 110 days Most 3/11/16 Frl4/29/16 1
Configuration
2 7' 1 day Mon 1/11/16 Mon 1/11/16 4-1/11 •
3 a Task 2-Rate Benchmarking 10 days Tue 1/12/16 Mon 1/2S/16 2 i ,__—— _-" --- -
4 t Task 3-Flow and load Projections 7 days Tue 1/12/16 Wed 1/20/16 2
5 •i-, Task 4-Market Sounding on reuse 20 days Mon 1/18/16 Fri 2/12/16 4FS-3 days
opportunities •
6 t Task 5-Review of Regulatory 5 days Mon 1/18/16 Fri 1/22/16 4FS-3 days
Raqulremants ti
.4, Task 6-Physical Condition Survey 30 days Tue 1/12/16 Mon 2/22/16 2 - -of Plants and Major Pump Stations
til
0 t Task 6A-Revlew of Existing 14 days Thu 1/21/16 Tue 2/9/16 4
Collection System Hydraulics •
9 I. Task 7-WW1PCo't,im 30 day. Tue 1/12/16 Mon2/22/16 2 littimammia11111111111118MIUllowe a - ... -. ---. -_a® 5.
Assessment
10 Ra Task B-Stakeholder Engagement 1 day Tue 3/1/16 Tue 3/1/16 3,4,5,7,9F505 •3/1
Meeting No.1 days
11 t Task 9-Evaluation of Treatment 7 days Thu 1/21/16 Fri 1/29/16 6F5-2 days h
i Requirements
12 t Task 10-Evaluation of Biosolids 7 days Wed 1/27/16 Thu 2/4/16 6F5-3 4. I '
Management Requirements days,11FS-3
13 t Task 11-Review Odor Control 7 days Tue 2/2/16 Wed 2/10/16 11FS-3 4
Management Approach days,12FS-3
14 t Task 12-Capital and O&M Cost For 7 days Tue 2/23/16 Wed 3/2/16 4,6,11,12.7,9,13 j ' _---
"Do Nothing'Alternative day
15 a Task 13-Preliminary Siting Study 10 days Mon 2/15/16 Fri 2/26/16 4,5,6,11,12
for Central Plant
16 ® a Task 14-Stakeholder Engagment 1 day Mon 3/21/16 Mon 3/21/16 14,15FSF15
Meeting No.2 days
17 ti Task 15-Evaluation of Short-listed 20 days Mon 2/29/16 Fri 3/25/16 15 •
Plant Locations
15 CO "S Task 16-Workshop to Select Best 2 day Mon 3/28/16 Tue 3/29/16 16.17
Overall Treatment Plant Location
19 t Task 17-Draft Capital 10 days Fri 3/25/16 Thu 4/7/16 18F5-3 days
Improvement Plan
20 a Task 18-Risk Review 2 days Fri 4/15/16 Mon 4/18/16 19FSa5 days
21 S Task 19-Review Alternative 5 days Fri 4/15/16 Thu 4/21/16 19F525 days
Delivery Methods
22 a Task 20-Draft Capital Plan Review 1 day Fri4/22/16 Fri4/22/16 21
workshop
13 a Task 21-Final Capital Plan 5 days Mon 4/25/16 Fri 4/29/16 22
24 It Phase 2-Develop Phasing Plan 47 days Mon 5/2/16 1057/5/16
25 T> Task 22-Prepare Draft Phasing 35 days Mon 5/2/16 Fri 6/17/16 23
Plan
26 I, Task 23-Interim Operations Plan 35 days Mon 5/2/16 Fri 6/17/16 23
27 Is Task 24-Stakeholder Management 7 days Mon 5/2/16 Tue 5/10/16 23
Plan
28 It Task 25-City Review Workshop l day Mon 6/20/16 Mon 6/20/16 25,26,27
29 ts Task 26-Stakeholder Engagement 1 day Tue 6/21/16 Tue 6/21/16 28
Meeting No.3 I. a
30 s Task 27-Finalize Phasing Plan 10 days Wed 6/22/16 Tue 7/5/16 29 I
31 I. Phase 3-Develop implementation 26 days Wad 7/6/16 Wed 6/10/16
Plan
32 a Task 28.Draft Implementation 14 days Wed 7/6/16 Mon 7/25/16 30
Plan and Schedule
33 Is Task 29-City Review Workshop l day Thu B/4/16 Thu 8/4/16 32F5F7 days
34 a Task 30-Finalise Implementation 4 days Fri 8/5/16 Wed 8/10/16 33
Plan and Schedule
Task — Summary • •••••w External Milestone • Inactive Summary V — Manual Summary Rollup wwase, Finish-only 7
Project Corpus-Christi-Schedule-1- Spon Project Summary r "'. Inactive Task i ---- -- Manual Task — Manual Summary -- Deadline A
Date:Wed 10/21/15
Milestone • External Tasks ® Inactive Milestone Duration-only wwwwwwwwv. Start-only C Progress
Page 1
Appendix F
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Task Summary rte- External Milestone • Inactive Summary Manual Summary kolup Finish-only
Project:Corpus-GrMi-SchNule-r sot project Summary - Ouctlw Task Manual Task =1111 Manual Summary - Deadline •
Data:Wed 10/31/15
Milestone • External Tasks Inactive Milestone DUratIon-onh, .nraealaaanwa Start-only [ progress
Pap 2
Appendix F
3d Mr
•
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Task Summary External Milestone • inactive Summary Manual Summary Nollup iseeeinemmem.e. Finish-only 3
Project CorpusUrkskSCMdulo-r SPIN Project Summary -- Inactive Task Manual Task Manual Summary r•• Deadline •
Mei Wed 10/21/13
Milestone • External Task Inactive Milestone DuratlenmN eirieuismeeieie. Start-only [ Progress
Pale 3
r
Appendix G
CHANGE ORDER NUMBER 0
Project Name: Corpus Christi Wastewater Stantec Project#
A Consolidation
Contractor: Contractor Project# Not Applicable
Stance Owner: Owner Project#
re. NCC No.: Stantec Opportunity
Pipeline#
Location: Quote No.
Page 1 of 1
The following are changes to the contract for this project and are to be carried out as per the Contract
Documents except as specifically noted otherwise. You are hereby authorized to proceed with the
following work:
[description of work]
Net Change in Contract Price: Increase
(including all direct,indirect and impact costs)
Decrease
Previous Contract Sum
Revised Contract Sum
(excluding applicable taxes) $ 0.00
There shall be[type-"#of days"or"no time" -as appropriate] adjustment to the contract
completion date.
The completion date shall be
Issued by:
Print Name Signature(Consultant) Date
Approved by:
Print Name Signature(Owner) Date
Approved by: Not Applicable
Print Name Signature(Contractor) Date
Attachments: NCC
Quote
Copies to: [copies to]
Revised:2007-10-25
K:\Engineering DataExchangeUENNIFER\WASTEWATER\E15145 WWTP CONSOLIDATION PROGRAM
DEVELOPMENT\ORIGINAL\CONTRACTWppendix G.docx
Appendix H
Corous Christi-Wastewater Treatment Plant Consolidation
Study CONSULTANT PAYMENT REQUEST FORM
Invoice No.
Invoice Date:Progress Inv 8
Billing Period: 1-Jan-16 through 31-Jan-16
A C G H K
ty Invoiced Total Invoiced
Contract
Consultant Original Amedment No. Amendment Dollars Perce • Percent
Task p Basic Services
Contract 1 No 2 Tole , 111.
Dollars Dollars Remaining Spert Complete
$1,477.1Rf. So oo $o $0 o', o^„
100.100 Pro'ect Mama:ement -- ----
100.101 Client Meetin_s/Prep.Work ®" -- t t - ----
100.102 Reportin_ -- ---- -
100.103 Quality Assurance/Quality Control -- -----
100.104 Project Implementation Plan MEMEMMIIIMIIIIIIMMILEMEMIII -
-Subtotal(Project Mana_ement) IIIIEMIUIIIMIIIIIMIIIIMIIIIIIIIMIIIIIIIIIIIIIIIIIIIMIII -
200.100 Rate Benchmarkin: MEDIM-- - -- -
200.101 Flow and Load Projections --®'•' ------
200.102 Market Soundin_on Reuse opportunities -- -- -
200.103 Review of Re:ulato Requirements -- ---- -
200.104 Physical Condition Survey of Plants and Ma'or Pump Stations -- r®" ------
200.105 Review of Existing Collection System Hydraulics and Their impact on Site
Selection. $29,818 $29,818
200.106 WWTP Operations Assessment
Stakeholder Engagement Meetin:No.1 -- ----_-
200.108 Evaluation of Treatment Requirements MalEMMEIMMIIIIIIKEEMEIMIMIIIIIIMII
200.109 Evaluation of Biosolids Management Requirements ®"'' --®t" ----
200.110 Review Odor Control Mana:ement A.proach --®'r ------
3.r�Capital and O&M Cost For"Do Nothin:"Alternative MEIMMEIIIMIIIMMEEEMIUMMIIIMIM
r r Prelimina Sitin:Stud for Central Plant(s) ®' --®------
.12:310111 Stakeholder En:a:ment Meetin:No.2 -- --- --
t'®' Evaluation of Short-listed Plant Locations --®- ----
�[r Worksho.to Select Best Overall Treatment Plant Location -- - ---
�iassa Draft Capital Im.rovement Plan -- 'r®' -- ---
MIEMBEE Risk Review MEESEIMI=1=111111.111MEMOMMIIIIIIIIIIMMIIIIMIIIIIIM .
IIMEME Review Alternative Delivery Methods ®' -- -- --- •.
NEM.Draft Capital Plan Review Workshop -- ------
200.120 Final Capital Plan $41,660 -- $41,660 --- --
may.: Mill.I.IIINIIIIIMMIIMIMIMIMMMINMIIMIIIIIII.M11.11111MMIIIIIIII
300.101 Prepare Draft Phasing Plan $89,996 -- $89,996 ---_-- -
300.102 Interim O.erations Plan -- ------
300.103 Stakeholder Management Plan -- ---_-
300.104 Cit Review Workshop -- -- _ -
300.105 Stakeholder Engagement Meeting No.3 milmmmilliorrammil
300.106 Finalize Phasing Plan --®-- --
11111.111111111 Subtotal.Phase Z MEMEMMir liMEMENI : L'-MEW AINEMMII Mir j
Mir iiii
400.101 Draft Implementation Plan and Schedule --®' - ----
400.102 City Review Workshop -- ---- -
400.103 Finalize Implementation Plan and Schedule ®--®---_--
-Subtotal(Phase 3) ®---- ----
-TOTAL ---------
,.
EXHIBIT A-1
TASK LIST
(Provides supplemental description to Exhibit"A". Exhibit"A-1"Task List does not supersede Exhibit"A.")
Contract for Professional Services
Exhibit A-1
ExhibitA-i — Task List
Study Phase Task Task Point Form Description Deliverables
No
(ase 1 Develop Kick-off meeting • Meet with City stakeholder group to review work Meeting minutes
Optimal WWTP program and confirm lines of communication and
nfiguration project schedule. ti,
enario • Identify information requirements and timing of r
obtaining required information. •
` 2 Review and • Review of other planned infrastructure spending Technical Memorandum
benchmarking of plans and current CIP. No. 1 —Wastewater
Corpus Christi user ! • Review city and utility bonding capacity System User Rate
rates and taxes to • Estimate supportable construction spending Review.
; determine • Determine target user rate range in consultation
appropriate user with city stakeholders.
rate range.
3 Flow and load • Review of consolidated plan and development Technical Memorandum
projections by plans for individual sewer sheds. No. 2 —Sewer Flow and
sewer shed and • Flow and load projections by sewer shed. Load Projection by
r plant contributing Sewer Shed.
area
4 Market sounding on • Confirm potential industrial and commercial reuse Technical Memorandum
reuse opportunities opportunities with city staff. No. 3 —Water Reuse
with local • Conduct market sounding to confirm interest and Market Opportunities
j -
industries. requirements for reuse water. and Financial Benefit
• Meet with potential reuse customers and confirm
interest and commercial requirements. , : -
5 Review of • Review current EPA proposals on wastewater Technical Memorandum
anticipated treatment requirements including ammonia rule, No. 4 —Review and
regulatory effluent virus rule, and CSO rule. Summary of Existing
requirements both • Review current discharge permits and identify and Potential Regulatory
state and federal. potential upcoming changes. i Requirements.
• Confirm treatment requirements for water reuse.
EXHIBIT "A-1"
Page 1 of 6
Study Phase Task Task Point Form Description Deliverables
No.
5A Review of Existing • Review existing collection system hydraulics and TM No. 5A— Review of _
Collection System the associated potential impact on the location of Existing Collection
Hydraulics and a consolidated centralized wastewater treatment System Hydraulics and
Their impact on plant Their impact on Site •
Site Selection. Selection.
6 Physical Condition • Review each plant and major pumping station Technical Memorandum
Survey of existing operations with process, operations and discipline No. 5 — Physical
Wastewater staff and document physical condition and CIP Condition Survey of
Pumping Stations requirements to maintain operations. Wastewater Treatment
and Treatment Plants and Major
Plants. Pumping Stations
7 Wastewater • Benchmark O&M costs of existing plants against Technical Memorandum
Treatment Plant other comparable systems in the state and No. 6 —Wastewater
Operations country. Treatment Plant
Assessment. • Provide suggestions to optimize operations and Benchmarking and
reduce costs. Operations Assessment.
8 Stakeholder • First meeting with stakeholder groups to present Presentation Materials,
Engagement problem statement and garner input on project Handouts, and Meeting
Meeting No. 1 and project approach. notes.
9 Evaluation of optimal • Identify most likely treatment requirements for Technical Memorandum
treatment each of the current plants over the next 20 years No. 7 — Existing and
requirements to and the associated capital and O&M costs. Future Treatment -
meet existing, Requirements ,
proposed, and
potential effluent `
requirements.
10 Evaluate existing • Identify residuals generation in consultation with Technical Memorandum
biosolids treatment specialist. No. 8 — Biosolids
management • Identify potential uses and repository for treated Management Plan
practices against biosolids.
regulatory trends • Evaluate biosolids management options and
and confirm future recommend biosolds management approach.
EXHIBIT "A-1"
Page 2 of 6
Study Phase Task Task Point Form Description Deliverables
No.
management
approach.
--,% , - . .F 11 Review odor control • Review historical odor complaints. Technical Memorandum
Optimal WWTP management • Review existing odor control management No. 9 — Odor Control
nfiguration approach for practices and evaluate efficacy. Management Plan
`''enario collection system, • Review odor control options and recommend odor
pumping stations, control management approach.
° and treatment
plants.
12 Determine capital • Estimate expansion and upgrade requirements for Technical Memorandum
i and O&M cost over existing infrastructure to meet current and No. 10 — Capital and
planning horizon proposed regulatory requirements. O&M Cost Estimates for
for the "do nothing" • Prepare capital and O&M cost estimates for the Status Quo
alternative (i.e. upgraded and expanded infrastructure. Alternative
leave the plants the
way they are and
expand/upgrade
them as/if
required.)
13 Preliminary siting • Review potential plant locations with city staff and Technical Memorandum
study for central prepare "short-list" of up to two locations. No. 11 — Identification
plant. and Evaluation of
Alternative Locations for `
Central WWTP. .
14 Stakeholder • Second meeting with stakeholder groups to Presentation Materials,
Engagement present alternative sites considered for central Handouts, and Meeting
Meeting No. 2 plant as well as some of the alternative analyses. notes.
15 Evaluation of short- • Review most likely decommissioning schedule for Technical Memorandum
listed central plant existing plants under each central location in No. 12 — Evaluation of
locations. consultation with city staff. Document potential Short-Listed WWTP
opportunities to optimize the decommissioning Locations
schedule.
EXHIBIT "A-1"
Page 3 of 6
Study Phase Task Task Point Form Description Deliverables
No.
• Review up to two potential locations for central
plant and evaluate the capital and O&M cost
associated with each based upon the identified
optimal treatment requirements.
• Review collection system, pumping station, and
forcemain upgrading/expansion requirements for yE
each of the two identified treatment facility
locations.
• Triple bottom line assessment of short listed
central plant locations.
16 Workshop to select • Presentation of long-list of plant locations and Meeting Minutes, Updated
best overall rationale for short-listed sites and recommended Actions/Issues Log
treatment plant site.
location. • Review input and comments from City.
• Reach consensus on proposed plant location.
17 Prepare draft capital • Revisit potential decommissioning plan and Draft Capital Improvement
improvement plan evaluate alternatives for timing and approach. Plan
for wastewater • Revisit potential options for collection system,
system to build out. pumping station, and forcemain routing and select
optimal for each.
• Identify contracting packages for identified capital
works.
• Prepare draft CIP.
18 Risk Review • Prepare risk register for project implementation Risk Register
• Conduct risk management workshop with key city
staff.
• Identify risk mitigation strategies.
19 Review alterative • Identify key contracting packages for overall Technical Memorandum
project delivery program No. 13 — Project
methods and select • Conduct business case analyses for each Delivery Approach
optimal contracting contracting package and identify the most
strategy for each appropriate delivery method for each.
EXHIBIT "A-1"
Page 4 of 6
udy Phase Task Task Point Form Description Deliverables
No.
contract package.
Phase rt everop— 20 Draft Capital Plan • Presentation of draft capital plan to City and key Meeting Minutes, Updated
an Optimal WWTP Review Workshop stakeholders. Actions/Issues Log
Configuration • Review input and comments from City.
4 Scenario • Reach consensus on proposed plan.
21 Final Capital Plan • Update capital plan based upon comments and Final Capital Plan
input received.
Phase 2 — Develop 22 Prepare draft • Develop draft phasing plan and cash flow Draft Phasing Plan
an Implementation phasing plan based projections.
Phasing Plan upon selected • Use cash flow projections to confirm user rates
treatment plant and potential increases with time.
location. • Identify required stakeholder engagement points.
23 Develop Interim • Develop sustainment plan for maintaining facilities Interim Operations Plan
operations plan operational and in compliance until they are
phased out.
• Develop transition management plan for
redirecting flows from the existing WWTPs.
24 Develop Stakeholder • Identify key project stakeholders in consultation Stakeholder Management
. Management Plan with city. Plan
• Develop plan to engage stakeholders in overall
plan implementation.
25 City Review • Presentation of draft phasing plan to City and key Meeting Minutes, Updated
Workshop stakeholders. Actions/Issues Log ,
• Review input and comments from City.
• Reach consensus on proposed plan.
26 Stakeholder • Third meeting with stakeholder groups to present Presentation Materials,
Engagement draft phasing plan prior to finalizing. Handouts, and Meeting
Meeting No. 3 notes.
27 Finalize • Finalize plan based upon input received Final Phasing Plan
Implementation
EXHIBIT "A-1"
Page 5 of 6
Study Phase Task Task Point Form Description Deliverables
No.
Phasing Plan
aseneve op28 Prepare draft • Identify trigger factors for each construction Draft Implementation Plan
Implementation implementation package and most likely timing for each. and Schedule
•gramming plan and schedule • Identify negative and positive factors impacting
hedule each trigger factor and their potential impact on
overall schedule.
• Prepare draft implementation schedules including
a pessimistic, most likely, and optimistic schedule
scenario.
• Develop draft implementation plan based upon
recommended contracting packages and
associated implementation schedule.
• Develop CIP and cash flow plans for each of the
schedule scenarios.
29 City Review • Presentation of draft phasing plan to City and key Meeting Minutes, Updated
Workshop stakeholders. Actions/Issues Log
• Review input and comments from City.
• Reach consensus on proposed plan.
30 Final project • Finalize implementation plan based upon city Final Implementation Plan
implementation comments and input.
plan
EXHIBIT "A-1"
Page 6 of 6
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. A •
EXHIBIT B
SAMPLE PAYMENT REQUEST FORM
Sample form for.
Request
COMPLETE PROJECT NAME Rey sed 07/27/00
Project No.XXXX
Invoice No.12345
Invoice Date:
Total Amount Previous Total Percent
Basic Services: Contract Amd No.1 Amd No.2 Contract Invoiced Invoice Invoice Complete
Preliminary Phase $1,000 $0 $0 $1,000 $0 $1,000 $1,000 100%
Design Phase 2,000 1,000 0 3,000 1,000 500 1,500 50%
Bid Phase 500 0 250 750 0 0 0 0%
Construction Phase 2,500 0 1,000 3,500 0 0 0 0%
Subtotal Basic Services $6,000 $1,000 $1,250 $8,250 $750 $1,500 $2,500 30%
Additional Services:
Permitting $2,000 $0 $0 $2,000 $500 $0 $500 25%
Warranty Phase 0 1,120 0 1,120 0 0 0 0%
Inspection 0 0 1,627 1,627 0 0 0 0%
Platting Survey TBD TBD TBD TBD TBD TBD TBD 0%
0&M Manuals TBD TBD TBD TBD TBD TBD TBD 0%
SCADA TBD TBD TBD TBD TBD TBD TBD 0%
Subtotal Additional Services $2,000 $1,120 $1,627 $4,747 $500 $0 $500 11%
Summary of Fees
Basic Services Fees $6,000 $1,000 $1,250 $8,250 $750 $1,500 $2,500 30%
Additional Services Fees 2,000 1,120 1,627 4,747 500 0 500 11%
Total of Fees $8,000 $2,120 $2,877 $12,997 $1,250 $1,500 $3,000 23%
Contract for Professional Services
Exhibit B
EXHIBIT B-1
CONFIDENTIAL RATE SHEET
Rate sheets are confidential pursuant to section 552.104 of the Texas
Government Code since release of this information would give advantage to a
competitor or bidder. In addition, section 552.110 of the TX Govt. Code protects
third party commercial and financial information if release of the information would
cause the third party substantial competitive harm.
EXHIBIT B-1: HOURLY RATES
DOCUMENTATION OF PROVISIONAL/OVERHEAD RATES
Overhead rate documentation has been provided to the
City of Corpus Christi and was utilized in reviewing and
approving the loaded hourly rates below.
TX Registration Number
PRINCIPAL(S). Hourly Rate
(Name) $ /hr
(Name) $ /hr
Project Consultant $ /hr
CAD Technician $ /hr
Clerical $ /hr
Other-Specify $ /hr
HOURLY RATE OF PRINCIPAL(S)-SUBCONSULTANTS'
SUBCONSULTANT
(Name of Firm)
PRINCIPAL(S) $ /hr
(Name)
(Name) $ /hr
Project Consultant $ I hr
CAD Technician $ /hr
Clerical $ I hr
Other-Specify $ /hr
SUBCONSULTANT
(Name of Firm)
PRINCIPAL(S) $ /hr
(Name) $
(Name) /hr
Project Consultant $ /hr
CAD Technician $ /hr
Clerical $ /hr
Other-Specify $ /hr
ADD ADDITIONAL SUBCONSULTANTS AS NEEDED
Contract for Professional Services
Exhibit B-1
rt • f.
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EXHIBIT C
DISCLOSURE OF INTEREST
Contract for Professional Services
Exhibit C
1rt I .�
.
SUPPLIER NUMBER
TO BE ASSIGNED BY CITY
PURCHASING DIVISION
CITY OF CORPUS CHRISTI
DISCLOSURE OF INTEREST
City of Corpus Christi Ordinance 17112,as amended,requires all persons or firms seeking to do
business with the City tovide the following information. Every,question must be answered.
If the question is not applicable, answer with "NA". See reverse side for Filing Requirements,
Certifications and definitions.
COMPANY NAME: Stantec Consulting Services Inc.
P.O.BOX:
STREET ADDRESS: 1344 South Flores Street CITY: San Antonio TX ZIP: 78204
FIRM IS: 1. Corporation 2. Partnership 3. Sole Owner ❑
4. Association 5. Other
DISCLOSURE QUESTIONS
If additional space is necessary,please use the reverse side of this page or attach separate sheet.
1. State the names of each `employee" of the Cityof Corpus Christi having an "ownership
interest"constituting 3%or more of the ownership in the above named"firm.'
Name Job Title and City Department(if known)
NA NA
2. State the names of each "official"of the City of Corpus Christi having an"ownership interest"
constituting 3%or more of the ownership in the above named"firm."
Name Title
NA NA
3. State the names of each "board member" of the City of Corpus Christi having an "ownership
interest"constituting 3%or more of the ownership in the above named"firm."
Name Board,Commission or Committee
NA NA
4. State the names of each employee or officer of a"consultant" for the City of Corpus Christi
who worked on any matter related to the subject of this contract and has an ownership
interest"constituting 3%or more of the ownership in the above named"firm."
Name Consultant
NA NA
,
, .
FILING REQUIREMENTS
If a person who requests official action on a matter knows that the requested action will confer an
economic benefit on any City official or employee that is distinguishable from the effect that the
•
action will have on members of the public in.general or a substantial segment thereof,you shall
disclose that fact in a signed writing to the City official,employeeor body that has been
requested to act in the matter unless the interest of the City official or employee in the matter is
= The disclosure shall also be made in a signed writing filed with the City Secretary.
Ordinance Section 2-349(d)]
CERTIFICATION
I certify that all information provided is true and correct as of the date of this statement,that I
have not knowingly withheld disclosure of any information requested; and that supplemental
statements will be promptly submitted to the City of Corpus Christi,Texas as changes occur.
Certifying Person: Guy Le Patourel, P.E. Title: Vice President
(Type or Peine)
Signature of Certifying '��.� y�� Date: July 24, 2015
Person:
DEFINITIONS
a. "Board member." A member of any board, commission, or committee appointed by the
City Council of the City of Corpus Christi,Texas.
b. "Economic benefit". An action that is likely to affect an economic interest if it is likely to
have an effect on that interest that is distinguishable from its effect on members of the public
in general or a substantial segment thereof.
c. "Employee." Any person employed by the City of Corpus Christi,Texas either on a full or
part-time basis,but not as an independent contractor.
d. "Finn." Any entity operated for economic gain, whether professional, industrial or
commercial,and whether established to produce or deal with a product or service, including
but not limited to, entities operated in the form of sole proprietorship, as self-employed
person,partnership,corporation,joint stock company,joint venture,receivership or trust,and
entities which for purposes of taxation are treated as non-profit organizations.
e. "Official." The Mayor, members of the City Council, City Manager, Deputy City
Manager, Assistant City Managers, Department and Division Heads, and Municipal Court
Judges of the City of Corpus Christi,Texas.
f. "Ownership Interest." Legal or equitable interest,whether actually or constructively held,
in a firm, including when such interest is held through an agent, trust, estate, or holding
entity. "Constructively held" refers to holdings or control established through voting trusts,
proxies,or special terms of venture or partnership agreements."
g. "Consultant."Any person or firm, such as engineers and architects, hired by the City of
Corpus Christi for the purpose of professional consultation and recommendation.