HomeMy WebLinkAbout04. Carollo-CH2MHILL-CCCSD Comp WW Master Plan ProposalEngineers... Working Wonders With Waters
April 21, 2015
Central Contra Costa Sanitary District
Attention: Nathan Hodges
5019 Imhoff Place
Martinez, CA 94553
Prime Proposer:
Carollo Engineers, Inc.
2700 Ygnacio Valley Road, Suite 300
Walnut Creek, CA 94598
phone: 925 -932 -1710, fax: 925 - 930 -0208
Subject: Proposal - Comprehensive Wastewater Master Plan
Dear Proposal Review Panel:
Central Contra Costa Sanitary District's Comprehensive Wastewater Master Plan will set priorities for
implementation of collection and treatment improvements for the next 20 years. In order for the
Master Plan to be useful, it must be strategically flexible by design —yet firmly based on the District's
values. It must be a valuable tool in the face of an ever - changing future.
The Carollo/CH2M HILL team's approach will develop a confident plan for your future.
We will help you achieve this through a three -step process:
1. Assess the reality of the District's aging infrastructure and maximize your investment in existing
assets.
2. Strategize solutions to meet your collection and treatment goals.
3. Prioritize "spin -out" projects to meet immediate, critical needs, and develop an optimized and
phased implementation program over the 20 -year planning horizon.
We will collaborate with you to develop trigger- based, flexible strategies for "just in time" execution —
strategies that employ synergistic solutions to fully integrate your long -term energy, solids
management, nutrient removal, and recycled water investments. To support this process, we will
provide a proven, robust decision - making framework that will allow you to confidently decide the
future of your collection and treatment systems.
This Master Plan will be managed from Carollo's Walnut Creek office. Our team is composed
predominately of local experts with national experience. The majority of our team lives in the Bay Area,
and works less than 20 minutes from CCCSD.
You have our commitment that the Carollo /CH2M HILL team will remain dedicated to your project for
its duration. Our team will work side -by -side with your staff to provide innovative, quality solutions for
maintaining the high -level of service your customers want and expect —and deliver a Master Plan that
we all can be proud of.
Sincerely,
CAROLLO ENGINEERS. INC.
W y
Steve McDonald, P.E.
Senior Vice President, Master Plan Project Director
V:1CI ient801 CCCSD 1ProplCompWWMasterPlanlDocsll A- CoverLtr.docx
Page 1
2700 Ygnacio Valley Road, Suite 300, Walnut Creek, California 94598
P. 924.932.1710 F. 925.930.0208
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/E SUMMARY
,trict develops this Comprehensive Wastewater Master Plan to address your
PRtoR���ti ediate and long -term needs, you need a partner with the right approach, technical
Know -how, and firm commitment to provide you with a confident plan for the future.
eroject Approach POLICY
To be successful, your Master Plan must Maximize ...""",.......
Existing Spin Out
assess your facilities to maximize cur- ASSESS Infrastructures
:••••� Immediate
rent investments, strategize long -term 1. Condition .........�.........: Projects
improvements to meet a variety of future 2. Capacity :..••••..••,..•...•.
3. Reliability
scenarios, and prioritize projects so you `"
can meet your goals at a reasonable cost.
....................
We recognize that no one knows your IDENTIFY :Long Term
facilities better than you. The Carollo/ ® GAPS/ PRIORITIZE CIP
CH2M HILL team's approach will involve OPTIONS
.....................
your staff every step of the way, supple- STRATEGIZE
menting your knowledge with our strong 1. Regulations
2. Risks ... ...............................
local history and technical expertise to Refine
3. Needs
give you confidence in our Master Plan
g i Y 4. Opportunities POLICY
recommendations. Innovation/
Leadership
..........................
Schedule
You have made it clear that the Master Plan must be complete by December 2016 to allow you to
establish the budgets for 2017 and the subsequent year. The Carollo /CH2M HILL team has laid out
a plan to meet this schedule and is committed to completing the Master Plan on time. We offer a
large pool of local resources to meet this goal.
CCCSD Wastewater and Collection System Master Plan Schedules
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_
_
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Team Commitment
Our proposed team of master planning and technical experts highlighted
in our SOQ remain committed to this project.
QA /QC Program
In addition to our QA /QC leads for collection and treatment (who will
manage the quality of our deliverables), our QM team includes principals -
in- charge from both Carollo and CH2M HILL (who will provide technical,
management, and policy support). These top -level individuals from both
firms will interact regularly with our director and project managers to see
that our team meets your expectations for this important project.
PICS
Jim Hagstrom and
Rich Pyle will be
responsible for
making sure that
CCCSD's expecta-
tions are being met
with respect to
scope, schedule and
budget. They will
interact regaularly
with the managment
team and CCCSD.
MANAGEMENT
TEAM
Vision for Your Future
This Master Plan will lay out CCCSD's vision for
the next 20 years —a vision that embraces the
District's policy directives and establishes triggers
and response plans to address reliability and resil-
iency to meet the demands of an uncertain future.
QA /QC TEAM
Jamel Demir and Rick
Nelson will be respon-
sible for reviewing
deliverables and
techncial evaluations to
ensure high quality and
technically correct
recommendations.
They will interact
regularly with the
management and
project team.
CCCSD I Comprehensive Wastewater Master Plan
Community Outreach
Your Master Plan will establish a signif-
icant CIP to be implemented over the
next 20 years. You need an outreach
plan that can effectively communi-
cate potential policy and rate impacts
to your customers. Our approach
will build on your existing efforts to
establish a proactive, informative, and
consistent message for your ratepay-
ers delivered
from planning
ect
through roj,..a,Lyn ^ o
p 1 �
implementation 4a�a�MM�
We will build on 1,
existing efforts "�19
to develop
an effective z
Community
Outreach Plan.
EXECUTIVE SUMMARY 12
S-r&.q
Q
PROJECT APPROACH
The Comprehensive Wastewater Master Plan is perhaps the most critical
PRioR� engineering effort ever completed by the District. It will define near -term capital
improvements to address immediate operational needs for aging infrastructure,
determine long -term strategies to meet regulatory requirements and District
goals and objectives, and identify the costs and implementation schedules
necessary to confirm financial requirements.
A comprehensive plan to address near- and long -term planning, costs, and timing— sounds simple
enough.Yet we know from experience that conversion of even the most conceptually straight- forward
engineering work into a fully functional plan is not always so simple. Numerous details remain to be
addressed as this critical engineering effort matures from alternative analysis to project prioritization —
ultimately enabling the District to implement key projects for the future.
What We Heard From You
You have clearly defined your expectations for both the
collection system and treatment facilities in the master
plan scope. You want your engineering team
to take advantage of work already in place,
and the institutional knowledge of District
staff. Starting over from scratch is not nec-
essary, or desirable. Master
However, you see an opportunity to broaden
and advance planning concepts with facility
plan level -of- detail so you can be confident
that alternatives have been thoroughly vet -
ted. You need sound, cost - effective technical
solutions that preserve your investment in existing
assets, while improving reliability and functionality.
A fully integrated
Ir",. 0 ,,-.,h
plan will help you
utreach prioritize projects to
Plan meet future needs.
You expect responsive engineering services that offer innova-
tive ideas to help you manage your risks, and minimize your
costs. And ultimately, you expect a collaborative effort among
the District and your engineering team that keeps your staff fully
engaged in the solution and gives you ownership of the final Master Plan.
/ Prioritized
CIP /Financing Plan
PROJECT APPROACH 1 3
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CCCSD I Comprehensive Wastewater Master Plan
Key Issues and Challenges
The key issues for your treatment plant are not
the same as those for your collection system. Yet
there are similarities and linkages between these
two asset groups.
For example, both are aging. Neither is at the
point of critical failure, yet projects to shore up
reliability and /or resiliency will be part of your
near -term implementation plans. Similarly, both
asset groups will be subject to changing regula-
tory requirements in the foreseeable future.
Although the regulatory requirements are not
necessarily an issue for the near -term, they will
certainly shape your implementation strate-
gies and project priorities within your planning
horizon.
The challenge is how to prioritize near -term
projects and long -term plans that satisfy a host
of inter - related drivers and boundary conditions.
Drivers include District goals and objectives (e.g.,
level of service goals, energy independence,
reuse, etc.), and regulatory and institutional
requirements (e.g., reduced options for solids
disposal alternatives, new nutrient requirements,
etc.). Boundary conditions include institutional
constraints within the District (e.g., financial
limitations); institutional constraints beyond the
District's control (e.g., uncertain public support,
uncertain regulatory time frames /compliance
targets, etc.); and physical /space limitations.
How project elements are prioritized is made even
more complex because the drivers and bound-
ary conditions inherently present competing risk,
cost, and implementation trade -offs. These com-
peting elements underscore the need for sound
technical analysis as the basis for all decisions.
Sound Technical Analysis Defines Your Project Decisions
1. Future Nutrient Reduction. Anticipated new
regulations for nutrients will require optimized,
system -wide treatment and collection system
improvements for ammonia, nitrogen, and
potentially phosphorous. Our team has recently
helped you identify the most cost - effective,
near -term improvements to reduce nutrients
with your existing assets, and set the basis for
a logical and phased long -term strategy.
2. Incineration vs. Digestion. This effort must
define the most cost - effective, long -term
solution for solids handling. The solution must
consider potential new treatment options (e.g.,
new digesters) without compromise to your
investment in the multiple hearth furnaces
(MHFs).
3. Water Reuse. Governor Brown's recent
mandate to reduce water consumption is a
likely catalyst to form partnerships with water
purveyors and /or other wastewater agencies.
This effort must determine the optimum
opportunities to maximize water recycling, and
consider timing and cost.
Wet Weather Flow Management. Future SSO
regulations may present a new paradigm for
wet weather flow management. This effort
must confirm the peaking factor, and must
identify innovative solutions to avoid over -
investment in facilities or idle assets.
Sustainability and Energy Management. Your
steam system is the backbone of your energy
assets, yet improvements are needed for
efficiency, reliability, and operational flexibility
and turndown. This effort must confirm those
improvements, and evaluate other energy -
independent strategies that may have superior
payback or complimentary operational benefits.
Reliability and Resilience. Both the collection
and treatment systems must perform under a
wide variety of future conditions. Planning for
future resiliency requires building in reliability
and redundancy, and consideration of climate
change impacts and risk due to natural
disasters.
: ......................................................................... ...............................
4 1 PROJECT APPROACH
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Addressing
Limitations of Existing
Recycled Water System
................f ................:
I
Opportunities/
Costs for Future
RW, Including Zero
Discharge
........................ �..�
An Integrated Systems
Approach
Your treatment and collection facilities
must function as an integrated system,
so it is imperative that project priori-
ties and implementation strategies do
not transfer operational risk from one
system to another, or otherwise impact
reliability. This Master Plan must critically
account for the linkage of these two sys-
tems, and must define implementation
plans and project prioritization that is
complimentary to both systems.
Optimization of
Cost and O &M for
Disinfection
...........................
for Innovation and
Resource Recovery
............................
Community
Impacts and Rates
............................:
_ .............I............
Realistic Costs for
CIP Development
..........................
CCCSD I Comprehensive Wastewater Master Plan
Accounting for Key Issues and Challenges
Yields Sound Decisions
When completed, this engineering effort will define your facility requirements for both the collection
system and treatment plant. Each of these asset groups requires a separate assessment of needs and
priorities, because each has distinct operational requirements and inter - dependent systems. You need
innovative solutions and timely, cost - conscious implementation strategies that address priorities for
both systems.
Prioritized Rehab/
Replacement
Schedule to Address
Aging Infrastructure
.............................
Reliability/
Redundancy o-
Pump Stations
.....................
.....................
Changing Conditions
- Regulations
- Water Demands
- Climate Change
.. ..............................:
...... .. ...............................
Hydraulic Capacity and
Reliability for Wet Weather
Dry and Wet
Flow Projections
.......................:
PROJECT APPROACH 15
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CCCSD I Comprehensive Wastewater Master Plan
A Confident Plan for Your Future
The District needs to establish a
POLICY
confident plan for your immedi- Maximize
...............:
ate and long -term CIP —a plan Existing sin out
ASSESS p
Infrastructures
that addresses aging infrastruc- :����> Immediate
F3. ondition .........
ture, positions you for future apacity 0 Projects
opportunities, and considers Reliability
uncertainty in future regula-
tions. The first step is to assess
your existing assets (invest- IDENTIFY
GAPS/ PRIORITIZE Long Term
ments). In parallel with this ® OPTIONS CIP
assessment, you need strategies :...................:
that identify emerging regula- STRATEGIZE
tions and determine the future 1. Regulations /N
2. Risks :... ...............................
improvements necessary to = Refine
3. Needs .........
address them. Essential to both
4. Opportunities POLICY Our overall approach
efforts are policies that maxi- f three or consists o ree ma
Innovation/ l
Mize your existing investments, Leadership steps to arrive atyour
and innovative thinking that positions you as a leader long -term CIP.
in the industry.
Armed with a sound understanding of your current facilities and long -term strategies, you can identify,
prioritize, refine, and implement the projects required right now to realize the goals of your future CIP.
We have prepared separate work plans and scopes for the collection and treatment master plans. These
are included in Exhibit A.
Assess Your Assets to Maximize Existing Investments
An accurate assessment of existing collection and treatment infrastructure requires a com-
prehensive analysis of condition, capacity, and performance /reliability.
Condition
Condition assessments identify
the remaining useful life offacili-
ties through an evaluation of
age, condition, and operating
history.This helps determine
the probability of entity failure,
which is paired with the criticality
of the asset to calculate overall
risk. Risk is defined as the poten-
tial for realization of adverse
consequences to organizational
and service delivery strategies.
With risk scores in hand for all
assets, we can make a fair com-
parison of the highest priority
issues to resolve given available
funding and risk trade -offs.
Capacity
Capacity is integral in determin-
ing asset usefulness for current
and future configurations. Asset
capacities are established based
on design criteria, industry
standards, and operating his-
tory. These capacities are then
compared to existing and future
needs to determine any short-
falls that must be addressed. We
will use our existing treatment
plant hydraulic and process
models, and your new collection
system model to identify any
capacity deficiencies.
Performance /Reliability
Performance and reliability are
key components of assessing
existing assets —and no one
knows this better than your
staff. Whether it is reliability in
starting emergency engines at
the pump stations or difficulty in
diverting peak flows, document-
ing the comments and issues
facing O &M staff is critical to a
complete assessment. We will
work closely with your operators
to assess system performance
and reliability issues and identify
any weak links.
PROJECT APPROACH 16
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CCCSD I Comprehensive Wastewater Master Plan
Assessing Your Collection System
Over the past 10 years, the District has been actively assessing the condition of your collection system
components, culminating in the 2014 Collection System Asset Management Program. A few more steps
need to be taken to complete the collection system evaluation. These include assessment of the pump
stations, development of a methodology to predict the useful life of the gravity sewers and force mains,
and completion of the dynamic collection system model.
Collection System Model
The District is transitioning from
a static hydraulic model to a new
state -of -the art dynamic model
developed by InfoWorks ICM.
For the first time, the dynamic
Pump Station Assessment Pipe Degradation Model
Many of your pump stations are
more than 40 years old. We will
estimate the useful life of the
structures and mechanical equip-
ment based on visual inspection
model will allow real -time simu- and structural assessment. Our
lation of peak wet weather flows evaluation will assess pump
entering yourWWTP. The result
will be an assessment of the
hydraulic impacts to the treat-
ment system, storage basins,
and outfall —all critical to assess-
ing capacity and future needs.
We will use the new ICM model
to evaluate capacity require-
ments for the pump stations and
collection system sub - catchment
basins using the base flow pro-
jections and land -use projections
from the Contra Costa County
General Plan, the various city -
specific plans, and predicted
design storm scenarios.
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•hr� '.�h -a f q.._. n...w
.�
6'
redundancies, standby power
capabilities, and modernization
of control /data acquisition sys-
tems to improve reliability.
District O &M staff input will be
critical to identify problem areas
and validate findings. We will
combine the results of the condi-
tion assessment, vulnerability
analysis, and capacity assess-
ment to develop a pump station
R &R program, including poten-
tially recommending elimination
of some smaller pump stations
through conversion to gravity
sewers.
ColartA T"Summay FA'
CurtwM" F&IMM GrW&b%Ry
The key to establishing a pipe-
line R &R program is a sound
methodology to reasonably pre-
dict pipe failure rates based on
contributing factors. Our team
employs advanced statistical
techniques to determine the
failure risk of uninspected pipes
based on mining available data
from condition assessments of
inspected pipelines.
This model of pipe degradation
can then be paired with capacity
assessment needs to help iden-
tify the gap that must be closed
to address:
• The need and timing for R &R
to extend the useful life of
infrastructure facilities.
The need for increased capac-
ity to accommodate planned
growth.
Our approach will
not only summarize
your collection system
condition and financial
risk, it will establish a
pipeline degradation
analysis program
that is integrated
with your Cityworks
CMMS program and
CCTV software. This
will streamline future
rehabilitation work and
help you manage your
system for years to come.
7 1 PROJECT APPROACH
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Assessing Your Treatment Facilities
As with your collection system,
your staff is the ultimate author-
ity on the performance and pro-
cess reliability of your treatment
facilities. We will leverage their
knowledge to develop compre-
hensive documentation of the
condition, performance, and
capacity of your existing facili-
ties to provide a basis for evalu-
ating future alternatives.
Condition Assessment
We understand you don't want
surprises when it comes to the
performance and reliability of
your treatment facilities. Your
recent primary sedimentation
basin walkway corrosion and
DAFT failure are problems that
may have been avoided had you
been forewarned.
CCCSD I Comprehensive Wastewater Master Plan
We will perform a comprehen-
sive condition assessment of
plant facilities to check for struc-
tural, mechanical, and electrical
and I &C issues such as concrete
condition, corrosion damage,
and movement along expansion
joints. The results will be a sum-
mary of condition ranking by
major unit process —to fit your
existing asset hierarchy.
We will use remaining life
estimates to establish a time
line for R &R projects and their
associated costs. We will ana-
lyze the importance of an asset
relative to the overall system
to determine its "criticality of
failure" —its potential impact to
operations and permit compli-
ance, worker and public safety,
disruption of service, etc.
We will then prioritize the
improvement costs to identify
immediate needs that could be
addressed with "spin -off proj-
ects" or advanced for further
evaluation.
Specific issues unique to the
District that affect risk include:
• Peak wet weather flow
impacts on treatment pro-
cesses and hydraulics.
• Complexity of the treatment
systems and aging equipment.
• Reliability of aging and out-
dated controls.
• Reliability of the solids
processes.
PROJECT APPROACH 1 8
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CCCSD I Comprehensive Wastewater Master Plan
Performance and Capacity
Working with the District on previous projects, our team
has developed a comprehensive hydraulic model and a
detailed process model for yourtreatment plant. We will
update these tools with recent operational data and use
them to determine process performance and capacity. The
results will be validated by your staff to confirm the find-
ings and to identify reliability and redundancy issues.
Examples of the valuable input needed from your staff on
specific process areas that may be identified for replace-
ment or improvement include:
• Screening — difficulty in access for maintaining and prob-
lems with plastics.
• Additional primary treatment —for reliability and wet
weather performance.
• Aeration Basins — efficiency of aeration system and
potential of loss of air.
• UV —costs for cleaning and running existing system.
• Tertiary /recycled water System — operational issues and
constraints.
• Centrifuges —poor performance and difficulty in obtain-
ing replacement parts.
..........................................................
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Note: Shaded area represents
.........................................................
cold- weather months (November
..............................:
– April).
1
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.......................................................... ...............................
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......................................... . .............................................
:
Our existing hydraulic and process models of your plant will provide
an efficient starting point for assessing the facilities and assessing
alternatives.
PROJECT APPROACH
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CCCSD I Comprehensive Wastewater Master Plan
Strategize What the Future May Hold for You
V We all wish we could gaze into a crystal
ball and clearly see the future. However, the
future is not that clear. There is uncertainty
in future regulations, the rate of service area REUSE
growth, and climate impacts. There is also
uncertainty regarding when new technolo- REGULATIONS
gies will be ready for the marketplace or
how readily the public will accept emerging 4W. GROWTH
CLIMATE
trends such as potable reuse. Additional impor-
CHANGE
tant considerations for this planning effort include the
potential for policy direction from your Board to be industry lead-
ers, use sustainable practices, maximize resources, protect rate-
payers, and embrace innovation. Our approach will identify a range of foreseeable future scenarios, and
perform a sensitivity analysis to compare the potential risk and reliability impacts of each scenario.
Strategizing Collection System Needs
The future of your collection
system will depend on several
key potential changes. The new
ICM collection system model
will be critical for running sce-
narios and conducting sensitiv-
ity analyses to project ranges
of wet and dry weather flow
capacity and system operations/
maintenance impacts from
these changes.
Design Storms
Climate change has resulted in
increased frequency and inten-
sity of extreme weather events.
Addressing this challenge
requires understanding chang-
ing precipitation patterns and
conducting analyses to deter-
mine their impact. What used to
be a ten -year return frequency
storm is now a five -year return
frequency storm. Increased
frequency, duration, and inten-
sity of storm events can impact
capacity constraints and /or stor-
age needs.
Water Recycling
The current drought is creating
renewed interest and oppor-
tunities for water recycling.
DSRSD has suggested diverting
wastewater from CCCSD's San
Ramon pump station to provide
more source water for recycling.
Local golf courses are also push-
ing implementation of satellite
treatment to provide a source
of recycled water for irrigation.
Upstream flow diversions to
satellite plants can make sense,
but could have adverse affects
on the system by creating lower
velocities, leading to odors and
corrosion.
Lateral Program
There has been increased pres-
sure on regulators to require
NPDES permit holders be
responsible for service lateral
management and ownership.
A lateral replacement program
could reduce 1/1 and peak wet
weather flows, benefiting your
overall collection system capac-
ity and storage needs. However,
such a program may impact
sewer rates significantly and
create political /institutional
hurdles due to the fact that the
District's service area includes
multiple member agencies with
differing local policies.
..............................................................
Collection System Modeling,
...............................
City of Oakland, California
— VI reduction
Carollo analyzed 1/1 flow reduction
i assumed for lateral
replacement, and
•
• from a combination of mitigation
!., basin rehabilitation
programs. We simulated reductions
p
from basin sewer rehabilitation and
Oakland's Private Sewer Lateral'`
Replacement Program, reviewed
..''_ Recommended Rehab Basins
Completed Sub Bas in Rehab
historical basin rehabilitation, and
. �•. Planned Sub -Basin Rehab
V&A Preliminary ingow Ran kings
targeted unrehabilitated basins as a
way to simulate 1/1 reduction with the greatest potential benefit.
.................................................................... ..............................:
PROJECT APPROACH 1 10
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CCCSD I Comprehensive Wastewater Master Plan
Liquid Treatment Strategies
Planning for future liquids
treatment requires a clear
understanding of future efflu-
ent requirements. As all NPDES
permit holders know, limits
get more stringent overtime.
Before moving ahead with near -
term improvements, you must
understand future requirements
to reduce potential site conflicts
and prevent stranded assets.
Nutrient Limits
The San Francisco RWQCB's
2014 watershed permit requires
investigating nutrient loadings
and their impacts to the Bay, as
well as considering options for
optimizing versus expanding/
replacing treatment facilities to
meet partial and full nitrogen
and phosphorus removal. A
requirement to install nitrifica-
tion /denitrification and some
level of phosphorus removal
in the next 10 to 20 years is
anticipated.
The high -level evaluation con-
ducted by the BACWA study
will not suffice for the decision
Anaerobic MBR /Anammox
........................................................... ...............................
Long -Range Facility Plan, Palo Alto, California
Carollo's work for Palo Alto's Long -Range Facility Plan reserved space
f ft t; t
0
O
Er
a-
process needed at the facility
level. To determine the impact
of nutrient removal on the
District, siting and process link-
ages must be considered. We
will build off the work already
completed in our Plant of the
Future and Plant Optimization
forAmmonia Removal studies
to consider a range of treatment
options and their impacts.
Emerging Contaminants
Pharmaceuticals, personal care
products, endocrine disrupters,
pesticides, and hormones are
included in the classification
of contaminants of emerging
concern (CECs). While some
Bar Aerated Anaerobic Ozone
Screens Grit Tanks MBR Anammox or UV
VIIITo Suisun
Bay
Screenings Grit
or u ure nu rlen
removal, ozone, and
reverse osmosis
for recycled water.
Space planning for
these future facilities
eliminated potential
siting conflicts for near -
term improvements.
of these components may be
reduced with proactive source
control programs, many of
these constituents are ubiqui-
tous in wastewater.
California's Blue Ribbon Panel
has issued recommendations to
include a certain limited number
ofCECs in effluent monitoring;
however, individual RWQCBs
(e.g., LA) have issued permits
requiring extensive monitoring
beyond these recommenda-
tions. As part of a long range
planning effort, it makes sense
to document the costs for
CEC removal (e.g., addition of
advanced oxidation process
like ozone), and to identify the
potential location of removal
facilities on the plant site.
We will use our process model to
evaluate a wide range of treatment
scenarios — ranging from conventional
full BNR to futuristic anaerobic MBRs
and Anammox.
Conventional Full Nit /Denit
Existing and Existing and
Additional Additional
Bar Aerated Primary Anoxic Aeration Secondary Uv
Screens Grit Tanks Clarifiers Selectors Tanks for BNR Clarifiers Disinfection
To Suisun
Bay
11 1 PROJECT APPROACH
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Future Effluent Management Strategies
Looking to the future, there are inherent
risks and opportunities related to efflu-
ent management. The District is sitting
on a steady supply of 35 to 40 mgd of
water that is discharged to Suisun Bay
via an outfall that travels under a sink-
ing landfill. With regulators pushing ever
more stringent effluent limits, as well as
rising pressures for California agencies
to secure more reliable water supplies,
diversion of effluent away from the Bay
may be attractive.
Considering Reuse
O U_
O
a.
6j
CCCSD I Comprehensive Wastewater Master Plan
Potable Reuse Program,
Santa Clara Valley Water
District, California
Carollo is assisting SCVWD
implement a multi - pronged
strategy to implement a
large -scale potable reuse
program, including validation
of the Advanced Water Purification Center, obtaining permits
from DDW, pursuing grant funding, developing concentrate
management strategies, and investigating implementation of
MBBs /advanced treatment at Sunnyvale's WPCP
Recycled water is considered a relatively
drought -proof supply and agencies are clam-
oring to supplement potable supplies. Our
approach for considering reuse includes:
• Evaluating options to maximize use of existing
filters forTitle 22 unrestricted reuse irrigation.
• Identifying options (full -scale or side stream)
to remove ammonia for industrial reuse.
• Considering the costs and layout for potable
reuse facilities including MF, RO, and AOP.
• Identifying the potential impacts of brine for
discharge.
• Considering the findings of the water reuse
"Wheeling Study" in the context of the infra-
structure needs /opportunities identified above.
Outfall and Discharge Facilities
The long -term risks associated with your outfall
and the inability to repair or replace it must also
be factored into future effluent management
strategies. Future sea level rise could increase
flooding and significantly affect plant and outfall
hydraulics. Your four- mile -long, 72 -inch outfall
features land and submerged sections, WECO
seals on at least one third of itsjoints, and an
alignment through wetlands and a closed, Class II
hazardous waste landfill. Its replacement or reha-
bilitation would likely require expensive tunneling
and selective open -cut construction in the future.
An alternative for consideration is to apply for a
change in point of discharge from Suisun Bay to
Grayson Creek to mitigate outfall risks.
Changing the point of discharge to Grayson Creek could
mitigate future outfall failure and replacement risk.
PROJECT APPROACH 1 12
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CCCSD I Comprehensive Wastewater Master Plan
Long -Term Strategies for a Solid Future
CA Cap and Trade threshold for
Your solids handling treatment train is unique
inclusion in the cap is >25,000 mt
in California, featuring multiple MHFs, energy
of CO2 emissions
30,000
recovery, and a steam system fueled primarily
by landfill gas (LFG). While some communities
E s5,000
frown upon incineration, the MHF process has
o
; zo,000
CCSD c
000 reduction in LFG
served the District well, providing heat recov-
E
MMBtu of LFG supply will
annually to require
ery that powers a large portion of the plant.
0
0 15,000
Any proposed changes to even parts of the sol-
0
use
10,000
ids system will have immediate and long -term
40
impacts on your energy generation system,
2 5,000
natural gas (NG) and electricity purchases, and
2
0
solids disposal flexibility.
current Future
Use of LFG Use of NG
In looking at other options, the
ability to dispose /reuse biosol-
ids in California is becoming
increasingly restricted by coun-
ties passing " biosolids import
bans. "These bans drive up costs
and risks for biosolids reuse/
disposal.
California also continues to lead
the nation in two critical areas:
1. GHG emission regulations.
2. Landfill diversion goals,
which are leading to
diversion of both biosolids
and organics from landfills.
Combined, these issues impact
long -term solids management
and reuse /disposal strategies
and options.
Optimizing the Existing
Processes
One of your major challenges is
finding the most cost - effective
long -term solution for sludge
handling, treatment, and reuse/
disposal that maximizes your
investment in your MHFs. Our
approach is to thoroughly con-
sider the issues, benefits, and
needs associated with contin-
ued use of your existing system
in the future, including:
13 1 PROJECT APPROACH
• Documenting the current
beneficial reuse of ash in fertil-
izer products, and considering
the GHG emission offset of no
trucking of solids.
• Assessing the need for a new
air emission system. MHFs are
not efficient in fully combust-
ing hydrocarbons, and the
existing air emissions control
train is not state -of- the -art
(and results in a yellow plume
problem).
• Evaluating the cost /benefit of
a spin -out project for at least
two new centrifuges. The
District is conducting centri-
fuge dewatering pilot tests,
The future
decline of
LFG will lead
to increased
NG use
and exceed
the GHG
emissions cap.
which are achieving approxi-
mately 25 to 30 percent solids.
This should help achieve
endogenous combustion in
the incinerators and decrease
use of LFG or NG.
• Considering future capacity
needs. Currently, the plant's
sludge production is handled
by one of the two MHFs,
with one furnace on standby.
Future loadings (potentially
including organics such as
food waste and FOG ) could
exceed the capacity limit of
one furnace in the master -
planning horizon.
.............................................................. ...............................
Nearly 70 Years of Delivering Incineration Solutions
Promotes Confidence
in Delivering Best Value
Solutions for the District '
Since 1949, CH2M HILL has
WIN ,
assessed, permitted, designed, ` and built incineration systems. '
Incineration lead Peter Burrowes
was lead technologist for the
Green Bay, WI, New Water Facility Plan for managing solids, including
evaluating an incinerator that could not meet pending air pollution
control regulations. As a result, a new digestion, dewatering, pre-
: drying, and fluid bed incinerator (FBI) with energy recovery facility is
replacing two MHFs.
:.................................................................... ...............................
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Considering Other Solids Options
While the MHF process has
served the District well, near
the end of the Master Plan
horizon the process will likely
have exceeded its useful life.
It is prudent to evaluate other
solids processing options either
in addition to, or in place of, the
MHFs.
Our approach is to consider a
suite of alternatives ranging
from end -of -life replacement
with newer, more efficient FBI
technology or augmentation
of the MHFs with digestion to
increase system reliability and
operational flexibility.
Other options for solids include
participation in the BAB2E
regional project or development
of a product such as fertilizer
pellets or compost.
CCCSD I Comprehensive Wastewater Master Plan
While all of these alternative
solids scenarios would come
at a cost, it is also important
to consider their benefits. For
example, the potential benefits
of combining digestion with
incineration for CCCSD include:
1. Increased process reliability
for a nominal increase in
capital costs — elimination
of the need for standby
incinerator as loads increase
2. Increased operational
flexibility and reduced
reuse /disposal risk — ability
to provide more than one
product.
3. Significantly reduced odors
and associated costs —
digested sludge is less
odorous.
4. Reduced incineration O &M
costs through improved
dewatering— digested sludge
is easier and less costly to
dewater.
5. Increased capacity of existing
incinerators —due to reduced
volatile solids (VS) loading.
6. Increased ability to meet
air emission limits through
reduced VS loading— reduced
load requires less fuel.
7. Improved stability of
incineration operation —
digestion provides
equalization of MHF feed.
8. Increased revenue through
the use of digesters —
renewable biogas could
be exported or used for
producing electricity.
PROJECT APPROACH 1 14
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CCCSD I Comprehensive Wastewater Master Plan
Strategizing for Energy Optimization
The District has a stated goal
of net zero energy use, and has
actively sought to decrease
its dependence on purchased
electricity. This has been largely
achieved through the use of the
steam system, which utilizes
heat from the MHFs, cogenera-
tion, and boilers to power the
aeration system. This system
has served you well, and we
understand that, as addi-
tional treatment processes are
required for higher levels of
treatment, the plant's overall
energy balance will change
dramatically.
Our approach is to create an
energy balance model and
identify opportunities for opti-
mization. As future treatment
scenarios are developed, we will
update this overall energy bal-
ance model to determine how
the interrelated systems will
function under each scenario.
Current Energy Balance
and Opportunities
After evaluating your current
energy use profile, our team has
identified significant potential
to optimize energy use, enhance
energy recovery, reduce NG use,
and reduce GHG emissions.
Upgrade Aeration Blowers
and Optimize Incinerator
Heat Recovery. Upgrading the
existing steam - driven blowers
to modern and more efficient
electrical - driven blowers could
satisfy the 20,000 -scfm (annual
average) aeration air demand
using approximately 8 to 9 mil-
lion kWheq of electricity annu-
ally— significantly less than the
60 million kWheq used now.
15 1 PROJECT APPROACH
2010 -2014 Average Energy Flow (Electricity and Steam)
(Units: million kWh equivalent energy)
5.3
PGfrE
Cogeneration 19 2 Electricity
76.8 (Electric
Efficiency 25
—z5r)
Steam Turbine
61.6 Driven Air to
I Auxiliary
Aeration Aeration
Natural Gas 25.6 n Boilers 21.8 Blowers
118.2 (Efficiency
—85%)
Landfill Gas
32.7 10.8
Other Treatment
Dewatered Multiple H Waste 25 6 Plant Uses
Solids Hearth Heat
95.6 Furnaces Boiler
From 2010 to 2014, the CCCSD plant consumed 97 million kWh el of energy as
heat and electricity annually. Electricity accounted for approximately 25 percent
of this amount, and the remaining 75 percent produced low - grade, medium
pressure 150 -psig steam to drive the aeration blowers.
In tandem, upgrading the exist-
ing waste heat boilers down-
stream of the MHFs with a new
high - pressure steam waste heat
recovery boiler would generate
approximately 9.6 to 11.4 mil-
lion kWheq of electricity —which
is more than adequate to meet
the current aeration electric
load.
Reduce Purchased NG and
Maintenance. If steam demand
is reduced, firing of NG in the
auxiliary boilers can poten-
tially be eliminated — realizing
$400,000 to $450,000 in opera-
tional savings annually. Reduced
maintenance of the steam sys-
tem would add to overall sav-
ings and could potentially fund
the aeration blower and heat
recovery improvements.
Upgrade Cogeneration
Equipment. The District meets
the majority of its electrical
needs by using a gas turbine,
fueled by purchased NG. If
higher energy demands are
anticipated at the plant, how-
ever, newer, higher capacity
solar mercury turbines (4.6 MW)
could result in improved elec-
tric efficiency, as well as heat
recovery.
Alternatively, other efficient
technologies such as internal
combustion (IC) engines and
fuel cells could be considered.
These technologies work
well with your reduced steam
demand if aeration blowers are
upgraded. For example, an IC
engine can help reduce your NG
use from approximately 13,000
BTU /kWheq to approximately
8,500 BTU/kW heq—reducing NG
and GHG emissions by approxi-
mately 35 percent.
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CCCSD I Comprehensive Wastewater Master Plan
Prioritize Your Projects for Implementation
V You expect the final
Master Plan document to incor-
porate a rigorous decision meth-
odology that allows you to rank
and prioritize projects with con-
fidence. Basic criteria for deci-
sion analysis include operational
reliability and flexibility, risk
minimization, cost - efficiency,
institutional /regulatory require-
ments, etc. Consistent with
industry standard practice for
decision analyses, these criteria
can be weighted to develop a
project score /priority using any
number of non - proprietary and
custom decision analysis tech-
niques or software packages.
Weighting and ranking is a min-
imum -bar requirement for any
project ...but for this project, you
expect more than the minimum
bar.
Our Ideas to Deliver a
Comprehensive and
Credible Decision
Analysis
We will formulate the decision
methodology around two guid-
ing principles:
Use existing assets to the
maximum extent practical.
2. Identify CIP projects and
longer -term strategies for
"just -in- time" execution.
These two guiding principles
establish a robust foundation
for decisions, particularly when
supplemented with other more
basic criteria such as risk miti-
gation, cost - efficiency, institu-
tional requirements, etc.
Equally important, these guid-
ing principles will help to defini-
tively prioritize projects for
completion in your near -term
CIP, or for implementation as
part of your longer -term strate-
gic needs and requirements.
To provide additional certainty
to the analysis, we will also
test the prioritization outcome
against District policy objec-
tives— affordable rates, industry
leadership, sensible innovation,
responsible use of resources —
as these policy objectives may
provide overriding drivers (or
constraints) that are of equal (or
more) significance to the guid-
ing principles and basic criteria.
PRIORITIES
1. Failing infrastructure
2. Regulatory requirements
3. Capacity bottlenecks
4. Green ethics
How Will the District be
Involved in the Decision
Analysis and Project
Prioritization?
Regardless of the tools, tech-
niques, and decision analysis
input variables, this most impor-
tant effort cannot be completed
in a vacuum. We understand it
is not ourjob to develop "the
answer."
It is ourjob to work with you to
develop the appropriate factors,
weighting, and scoring param-
eters that will ultimately define
your plan for implementation.
Equally important, we must
leave you with several usable
planning and decision tools
(such as Carollo's Blue Plan -itTM)
that allow you to incorporate
on -going information on cost/
benefit in the annual
". budgeting process
O ; (e.g., optimize and
I standardize the pro-
cess for considering
the need, timing,
and costs of CIP
projects).
Decision processes are always iterative. We
will start with District objectives, set and
evaluate criteria to distinguish alternatives,
and help you set priorities to arrive at a
manageable CIP.
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CIP
■ Sustainability/
Optimization
y ■ Regulatory
o ■ Capacity
Expansion
■ R&R
PROJECT APPROACH 1 16
CCCSD I Comprehensive Wastewater Master Plan
Innovative Engineering
Provides Opportunities
for Best -in -Class
Facilities
Your vision is a suite of facility
enhancements implemented
overtime to form a fully -inte-
grated collection and treatment
system. To reach this vision, you
need a plan that captures best -
in -class concepts and innova-
tive approaches that yield risk
reduction, improved functional-
ity, and cost - efficiency.
We recognize that final deci-
sions to prioritize and imple-
ment facility enhancements will
not come easily. Our ideas don't
define "the answer." Instead,
the concepts and approaches
in this proposal provide a start-
ing point for an immediate
and productive effort with the
District, ultimately leading to
the engineering and operational
details that will define your
Comprehensive Wastewater
Master Plan.
7 U_
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0
0
Cr
CL
Ejby Melle Wastewater Treatment Plant, Odense,
Denmark
This WWTP achieved its vision
of the future by embracing
sustainability goals to transform
itself. The plant met its goal of
achieving CO2 neutrality through
process optimization using
CH2M HILUs Pro2D whole plant
integrated mass and energy
balance model. The project involved identifying readily - implementable
energy optimization opportunities that increased energy self- sufficiency
from 77 percent to nearly 100 percent on an annual average basis.
Facility updates, including co- digestion of high- strength waste,
sidestream treatment, and retrofit of the aeration system, significantly
reduced operational costs, GHG emissions, and energy consumption.
The facility also meets stringent effluent limits for total nitrogen of
<4 mg /I and total phosphorous of 0.1 mg /I.
17 1 PROJECT APPROACH
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\... ......................
Filter Improvements
to Maximize Recycled
Water Production
.. ...............................
New Secondary
Clarifiers (4) and
Aeration Tanks.
New Outfall to
Grayson Creek
�l
New Blower
Improvements
New UV
Disinfection
CCCSD I Comprehensive Wastewater Master Plan
A Vision of the Future
The "vision" illustrated here isjust one of the many future alternatives for CCCSD's wastewater facilities.
Our commitment to you is to offer the following key elements to deliver a successful Master Plan:
• Integrated project team of staff and consultants.
• Detailed focus on areas of need.
• Future vision to identify both opportunities and risk.
• Emphasis on practical, cost - effective, and implementable solutions.
New Air Pollution
Control Technology for
Multiple Hearth Furnace
Energy Production
from Biogas
Two New
Primary Basins
New
Thickeners
................ ...
"Pump in a
Box" Bypass
................I...:
New Headworks,
Screenings
Improvements, and
FOG /Food Waste
Receiving Station
Rehabilitated Away from Creeks
...........................
Pump Station
PROJECT APPROACH 118
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STR9
T�
CO
N A ITY OUTREACH
Q
eve community outreach program is essential to implementing the
�`�`ti� vision. Demonstrating the key benefits of an ambitious, forward -
PRIO ,king document such as your Comprehensive Wastewater Master Plan will
build valuable support from ratepayers and internal /external stakeholders.
support among your customers. Our
Community Outreach Plan will build
upon work completed to date to
educate and inform your ratepayers
and develop an action plan for
on -going communication as you
implement your CIP.
You are Well
Underway
The District is already well
underway with community out -
reach.You have an established
communications group that pro-
duces newsletters that are sent
out to customers, brochures
and fact sheets on key topics,
updates to your website, and
educational programs to the
community about wastewater.
You have also already invested
in developing videos, including
an award winning video on fats,
oils and grease.
Our approach will be to work
with your staff to build upon the
excellent work completed to
date. Our focus will be to edu-
cate your rate payers and other
internal /external stakeholders
about the Master Plan and the
investment needed to continue
providing high -level service and
remain in compliance with regu-
latory requirements.
The outreach program must
address:
• Potential rate and policy
impacts from the CIP.
• Sustainability issues such as
protecting the environment
and wise use of resources.
• Public health impacts.
• Potential disruption to the
public's daily life.
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Topics related to your opera-
tions include:
• Maximizing energy efficiency.
• Implementing water reuse
to help alleviate drought
impacts.
• Limiting traffic impacts due to
construction.
• Addressing local air quality
impacts from incineration.
Developing an
Effective Program
As a subconsultant to the
Carollo /CH2M HILL team,
Katz & Associates will develop
a multi- faceted Community
Outreach and Strategic
Communications Plan
(Community Outreach Plan) to
inform internal and external
stakeholders.
The Community Outreach Plan
will create a public informa-
tion framework of the outreach
approach, communications,
strategies, and deliverables to
be implemented to inform and
engage both internal and exter-
nal stakeholders.
The District maintains a well -
deserved positive reputation
among its customers and in the
industry for its award - winning,
highly successful operation —
and for offering some of the
lowest rates in the Bay Area.
COMMUNITY OUTREACH 1 19
CCCSD I Comprehensive Wastewater Master Plan
As the District assesses near -
and long -term infrastructure
needs, proactively identifying
impacts on the general public
and developing a strategy are
timely investments. Our team
will generate a Community
Outreach Plan in tandem with
the Master Plan that prioritizes
valued relationships with the
public and other stakeholders.
The Community Outreach Plan
will meet the following goals
to inform internal and external
stakeholders:
• Develop a public information
framework to facilitate
outreach.
• Identify communication
strategies and deliverables for
immediate and future roll -out.
Key Considerations
We recognize that District cur-
rently develops public com-
munication documents and
interfaces regularly with the
community. Specific to this
Master Plan, it is our team's
intent to craft an implementa-
tion message that will resonate
with stakeholders as impacts to
rates and local construction are
identified, and will compliment
your existing public outreach
work.
Meeting the District's
Constrains and Goals
Strategic Considerations
to Preserve Stakeholder
Opinion
Over the last several years, the
District has excelled at main-
taining its existing infrastructure
and, in the process, maintains
some of the lowest rates in the
Bay Area. We expect that the
master planning process will
identify, prioritize, and estimate
the cost impacts of a series of
infrastructure improvements. As
a result, rate increases beyond
the current 8 percent per year
for the next two years will likely
be required to implement your
CIP.
An adjustment of ratepayer
expectations as well as costs will
be necessary —and if this adjust-
ment is done thoughtfully and
proactively, may actually gain
additional ratepayer respect and
alignment with District vision.
The District's vision — "To be
a high performance organi-
zation that provides excep-
tional customer service and
full regulatory compliance at
responsible rates" —may be
tested during the Master Plan
implementation, but will remain
a cornerstone in our proposed
communication platform, pro-
viding continuity and purpose.
The Community Outreach Plan
must work to maintain the
CCCSD's positive image.
Three Overriding Considerations for a Successful Community Outreach Plan
Consideration
Tactic
Rationale
1. Commence
Identify specific outreach
Contact with ratepayers and other
Immediately
tactics for the 18 -month
stakeholders is a critical component to
duration of the project.
ensure that the message is informed by the
stakeholders themselves and will resonate
positively with the target audience.
2. Integrate Efforts
Approach collection and
This integrated approach will limit
treatment elements of the
confusion among stakeholders while
Master Plan at the same
providing the most effective and cost -
time (with a few changes in
efficient program for the District.
geographic outreach).
3. Implement a
Deliver a comprehensive
The template will set the stage and be
Communications
communication template.
used to plan outreach during the actual
Template
implementation of the Master Plan.
20 1 COMMUNITY OUTREACH
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To maintain the District's image, we will use the following
strategies to develop the Community Outreach Plan and
successfully implement outreach activities:
• Provide program information to, and foster commu-
nication between, the District and civic, business, and
community leaders to ensure they are informed about
the Master Plan and its place in the wastewater sys-
tem's future.
• Ensure openness and transparency. Seek out opportuni-
ties to publicize the Master Plan and educate new audi-
ences, both locally and regionally.
• Demonstrate transparency by discussing pertinent
aspects of the Master Plan, such as cost, regulatory
oversight, and safety with stakeholders.
Identify Audiences for Future Outreach
The Community Outreach Plan will address audiences
beyond the ratepayers, including additional commu-
nity stakeholders, elected officials, regulatory agencies,
and others as mutually identified. Examples include the
Contra Costa Council, the Sustainable Business Alliance,
and the East Bay Economic Development Alliance.
There will also be close contact with city officials in the
District's service area, which will include the cities of
Martinez, Walnut Creek, San Ramon, Clyde, Pacheco,
Concord, Pleasant Hill, Clayton, Lafayette, Orinda,
Moraga, Alamo, and Danville. While no construction will
occur during this process, it will be important to address
the future needs of ratepayers and business that will be
affected by the capital projects identified in the plan.
Tactical Approach to ;
Community Metropolitan Water Resources Program, Fresno,
Outreach Ad California.
CCCSD I Comprehensive Wastewater Master Plan
Plan Development
•
•
While specific tactics will be
assigned to each project in the
Master Plan as it rolls out, the
activities on the following page
will provide a bedrock for effec-
tive communication. It is our
expectation that District staff
currently assigned to public
outreach and communication
will assist in development and
implementation of activities.
The City of Fresno's program was critical to preserve water
resources, but required a significant rate increase. Katz & Associates
successfully worked with city staff to sell an outreach ro ram to City
Council and the public which included
an effective branding strategy that
defined core functions, -
identified the program
value, and built trustYns�c? _ `-
within the community. -
RECHARGE T=Y
Gw_'
Securing Our Water Future
.................................................................... ..............................:
COMMUNITY OUTREACH 121
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CCCSD I Comprehensive Wastewater Master Plan
Activities for Effective
Outreach
Our plan for effective out-
reach will include the following
elements:
1. Research. Commission
quantitative research of
ratepayers to determine
their overriding issues,
their opinions about the
District, and their reaction to
potential project messages.
2. Key Stakeholder Interviews.
Hold key stakeholder
interviews with community
members to help identify
issues, challenges, and
positive approaches to
internal and external
communication.
3. Message Plan. Develop a
concise message plan (an
internal planning document)
to cover all aspects of Master
Plan development and ensure
that all team members are on
the same page with regard
to public communication.
Include a compendium of
questions that the public
may ask and the associated
answers. The message plan
will also inform the District's
internal audiences.
4. Materials. Develop
informational materials that
clearly explain the Master
Plan's purpose and need.
Include a fact sheet for
distribution and a Frequently
Asked Questions (FAQs)
document.
5. Speaking Engagements
and Events. Inform the
community about the Master
Plan by scheduling speaking
engagements.
0
O
a
Water and Sewer System Improvement Projects Communication
Services, San Francisco Public Utilities Commission, California
"Since K8A came on board, we have seen new standards for
excellence set forth in our agency's communication, brand strategy,
messaging, and outreach work. Your team is truly unique, versatile,
and wise."
— Maureen Barry, Water System
Improvement Program
Communications Director,
San Francisco Public Utilities
Commission
6. Website. Consider two
approaches: adding a special
section to the existing
website that focuses on the
Master Plan, and establishing
a separate companion site
just for the Master Plan
project.
7. Media Relations and Social
Media. Enhance media
relations and social media
activities for Community
Outreach Plan development
by providing mass audience
outreach.
8. Public Outreach. Seek
opportunities for further
public education through
materials and grass roots
efforts.
On -going
Communication
A broader, more comprehen-
sive set of objectives, strategies,
audience identification, organi-
zation identification, and grass-
roots opportunities will produce
a plan with sufficient detail to
provide not only a framework
but an action plan for on -going
communication for many years.
An overall plan that guides com-
munication through various
capital projects over the years
will include:
• A template for specific com-
munication plans by project,
including development of
plan details that will continue
throughout Master Plan
implementation, and includ-
ing materials and grassroots
activities.
• Timelines including projected
project start dates, duration,
and milestones.
• Procedures for an informa-
tion line for questions and
comments.
• Website planning and initial
content, such as the rationale
for the Master Plan, future
investment strategies, etc.
• An updated Master Plan
Message Plan, including
explanations of furnace tech-
nologies and other potential
issues.
• Initial overall materials such
as fact sheet and FAQ that is
updated for ongoing use.
• A blueprint for construction
communication that will sup-
port project teams during vari-
ous infrastructure projects.
22 1 COMMUNITY OUTREACH
V: \Client80 \CCCSD \Prop \CompW WMasterPlan \lndd \D- Community0utreach.indd
sTRgT�,
Q
QA /QC PROGRAM
This project includes numerous details to address and decisions to be made.
It's our job to deliver our work consistent with our work plans, developing key
PRIOR information based on sound engineering principles and analysis. By so doing, we
put the entire project team — District staff and our planning task leads —in the best
position to finalize the "details" and develop thorough, quality work products.
Integrated, Senior -Level Involvement for Effective
Quality Management
Our overall approach for project management and QA /QC is two pronged. We have included a two -per-
son team of experts dedicated to providing overview of the deliverables to ensure quality and technical
feasibility. In addition, we have added two principals -in- charge to manage the QA /QC effort, including
reviewing the scope, schedule, and budget. Our strategy for the QA /QC deliverables and management
teams is to provide high -level involvement from both Carollo and CH2M HILL, which adds balance and
perspective throughout the project's duration.
PICs
Jim Hagstrom and
Rich Pyle will be
responsible for
making sure that
CCCSD's expecta-
tions are being met
with respect to
scope, schedule and
budget. They will
interact regaularly
with the managment
team and CCCSD.
In our scopes of work and
schedule, we describe our work
plan, and define the critical
path to execute the work. We
highlight work activities and
key milestones that will set
the basis for decisions and
deliverables, and describe our
plan for regularly scheduled
team discussions regarding the
status of key action items and
upcoming work.
MANAGEMENT
TEAM
QA /QC TEAM
Jamel Demir and Rick
Nelson will be respon-
sible for reviewing
deliverables and
techncial evaluations to
ensure high quality and
technically correct
recommendations.
They will interact
regularly with the
management and
project team.
Our QA /QC leads and PICs will interact with the management team on a regular
basis to help ensure the quality of our deliverables and make sure that your
expectations for scope, schedule, and budget are being met.
V: \Ctient80 \CCCSD \Prop \CompW WMasterP [an \indd \E- QA- ACProgram.indd
Cost and Schedule
Control
In addition to these interactive
team activities, we will also
prepare monthly project prog-
ress reports to keep the District
abreast of progress, issues, and
financial status. The monthly
progress reports will include:
Scope and Schedule Update
Report. A brief summary of
accomplishments by task, an
updated project decision log,
and a work schedule forthe
next reporting period.
Cost Report. Summary infor-
mation on the current period
and accumulated expendi-
tures to date, the approved
not -to- exceed fee, the esti-
mated cost of completion, and
a comparison of the latter two
to show variation. This report
will include task percent com-
plete versus project area as
tracked by task order.
O.A /QC PROGRAM 123
CCCSD I Comprehensive Wastewater Master Plan
Project Status
Reporting System
Our file management system
(ProjectWise) is specifically set
up to provide version control,
so comments on previous ver-
sions are preserved and can be
viewed after changes have been
made.
QA /QC Procedures
and Involvement of
QA /QC Leads
Our QM program is straight-
forward. We use seasoned
engineering leads to employ
time - tested quality review pro-
cedures for each deliverable
throughout the project.
More specifically, forthis proj-
ect, our QA /QC leads, Jamel
Demir (treatment) and Rick
Nelson (collection system), will
implement proven QM tools —
standard basis of design check-
lists, an independent process
Work Plans Successful Game Plan
NeY Alternative
Project Design
Components Concepts
rImplementation
Project Schedule
rk.
Workshop
iality Control Plan
Rf
You expect quality deliverables. Our collection and treatment work
plans, schedule, and quality control program define the game plan
and set the course for collaboration during the entire project.
and discipline review, and cost
review —at multiple stages dur-
ing development of the Master
Plan.
With the depth of two large
firms behind them, our QM
leads will be able to pull in
experts as needed for additional
review on specific technical,
regulatory, or financial issues.
Our in -house process includes
specific phases of peer review
4 aka L,; n on,h k Wlth
icipants,
and deliverables. Each phase of
the QM process is documented,
so we have a complete record of
changes made, and the rational
behind the change.
Our PICs, Jim Hagstrom and
Rich Pile, will be tasked with
reviewing the progress reports
and communicating regularly
with the project director, project
managers, and District manage-
ment to make sure expectations
for scope, schedule and budget
are being met.
We have accounted for the
QM activities in our schedule
and our budget, allowing spe-
cific time slots for review and
approximately 5 percent of our
budget.
Our in house QM tools
include standard basis
of design checklists,
independent process and
discipline review, and
cost review. These tool
are integrated with our
standard peer review
and checking process
that covers the project
from start to finish.
24 1 QA /QC PROGRAM
V: \Client80 \CCCSD \Prop \CompW WMasterPlan \lndd \E- QA- ACProgram.indd
S TR9
T�
CO
N E
Q
)prehensive Wastewater Master Plan must be complete by December
`�`ti� �ilow you to establish the budgets for 2017 and the subsequent year.
PRIO � a Carollo /CH2M HILL team has laid out a plan to meet this schedule and is
committed to completing the Master Plan on time.
Our proposed schedule for completing the collection and treatment
master plans is presented on the following page. In developing
these schedules, we have made the following assumptions:
• Progress meetings will be held monthly, and will cover a wide
range of topics relevant to the work in progress. These progress
meetings will take place in lieu of topic- specific meetings and will
jointly cover the collection and treatment master plans.
• The District will make staff available for the progress meetings
based on an agenda provided by Carollo.
• Quality assurance /quality control will be conducted throughout
the project.
• The majority of the work forthe community outreach effort will
be completed in two main phases:
1. Strategy development at the beginning of the master
planning process for activities that will occur during Master
Plan development.
2. Strategy development towards the end of the master
planning process for activities that will occur during
implementation of the CIP.
• The District will provide all data, reports, and relevant documents
within the first two months of project start -up.
• Existing flow monitoring data will be sufficient for model develop-
ment to proceed in 2015.
SCHEDULE 125
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CCCSD I Comprehensive Wastewater Master Plan
CCCSD Wastewater and Collection System Master Plan Schedules
• Meeting Deliverable
V:\Client8O\CCCSD\Prop\CompWWMasterPlan\I ndd \F- Schedule.indd
SCHEDULE 126
2015
2016
Jul Aug Sep Oct Nov Dec
Jan Feb Mar Apr May Jun
Jul Aug Sep Oct Nov Dec
WWTP MASTER PLAN
PC/
Pla
OC
Obje
Bas
tives C
s of
st
1 Planning Objectives
ickoff
Meetings /Management
2 QA/QC Plan and Implementation
Outrea
h Plan
3 Community Outreach
outrea
h Plan
4 Existing Information
5 Flow and Loads
0/LTM
Process
TM
6 Existing Facilities
T
m late
7 Condition Assessment
Conditi
n TM
8 Recycled Water
Rw T
9 Regulatory
Regulatory TM
10 Immediate /Future Needs
Needs TM
Alter
tives
L
T
11 Project Alternatives
ecommendatio
s
TM
12 Recommendation
13 Financial /Funding
14 Research
Draft
Final
15 Master Plan Documents
16 Environmental Documents
COLLECTION SYSTEM MASTER PLAN
PC/
Pia
(l C
Obje
Basis
tives Cost
of
1 Planning Objectives
Meetings /Management
2 QA/QC Plan and Implementation
Outrea
h Plan
3 Community Outreach
Outreach
Plan
Parcel
Model
4 Existing Information
Load
RDI/I
Model
Implementation
Training
Model Trainin
Guidan
e
Flow Monitorin
TM TM
TM
Build TM
TM
Docs
Sessions
Docs
5 Hydraulic Model
6 Landuse Planning
Landuse TM
7 Rainfall Dependent 1/I
Condition
GIS
aps
Pie
Asset
RDVI TM
8 Long -Term Flow Monitoring
Assessment
TM
Temph
Degra
tes TIO
iation
Management
TM
Lon
Term Flow Mo
itoring
9 Infrastructure Asset Management
Regulato
TM
10 Regulatory Scenarios
11 Resiliency Adaptation
I&Resiliency T
12 Vulnerability Analysis
Vulne
ability TM
Optimzation
T
13 Operations Plan Optimization
Capacity
TM
14 System Performance
ecommendatior
s
Base Flows
Design
TM
15 Recommendations
TM
Criteria TRI
16 Financial /Funding
17 Research
Draft
Final
18 Master Plan Documents
19 Environmental Documents
• Meeting Deliverable
V:\Client8O\CCCSD\Prop\CompWWMasterPlan\I ndd \F- Schedule.indd
SCHEDULE 126
Q
sTRgT�
SCOPE OF WORK - WASTEWATER
TREATMENT PLANT MASTER PLAN
PRIO?\\ The District's RFP laid out a detailed and well- thought -out scope of work for the
wastewater treatment plant master plan. We have used your scope as the basis
for developing our scope, with some additions and clarifications with regard to
assumptions, information needs, deliverables, and meetings.
Introduction
Our detailed wastewater treatment plant master
plan scope of work is presented below. On the
following page of this section, we have provided
a Wastewater Treatment Plant Master Plan Work
Plan to illustrate how the work will be conducted.
This scope is a starting point and will be used in
negotiations should the Carollo /CH2M HILL team
be selected for this project. Our collection system
master plan scope of work is presented later in
this section.
1 Planning Objectives and
Approach (TP)
1.1 Project Control Plan
ENGINEER will prepare a project control plan that
establishes the overall work plan, schedule, team,
City contact information, communication plan,
QA /QC plan, and decision tracking to be used
during the project. The project plan shall include
an outline for the Master Plan (MP). Roles and
responsibilities and communication pathways will
be clearly defined. Schedule will include time for
QA /QC procedures and key milestones, meetings
and deliverables. The Project Control Plan will
include the QA /QC plan and will be closely coordi-
nated with the Community Outreach Plan.
1.2 Objectives and Approach
ENGINEER will lead a visioning workshop to refine
the initial vision and objectives developed for the
Master Plan by the District. This includes identify-
ing what the plan is to accomplish, summarize
master plan drivers (e.g., regulatory, policy /strate-
gic initiatives, growth, aging infrastructure, opti-
mization /sustainability, etc.), what information it
V: \Ctient80 \CCCSD \Prop \CompW WMasterP [an \lndd \ExhibitA- ScopeW WTP. indd
will provide, and how the Master Plan will be used
in subsequent implementation steps. At the work-
shop, the decision process will also be discussed
and defined including development of economic
and non - economic evaluation criteria and metrics,
including triple bottom line analysis, to compare
master plan alternatives. A draft technical memo-
randum (TM) outlining the objectives and metrics
will be developed for District review prior to the
Visioning Workshop. The outcome of the work-
shop will be documented.
1.3 Project Meetings and
Communications
ENGINEER will hold regular meetings to promote
creativity, effective communication, open dis-
cussions, and constructive interaction among all
members of the master planning team. Engineer
will prepare for and conduct kick -off and progress
meetings, conference call updates, and strategi-
cally scheduled workshops with District staff and
the District's Board of Directors.
1.4 Project Management
Engineering management team will provide
overall project management including monthly
invoices and progress reports that include project
updates, updated project schedules, and track
percent complete compared to percent billed. The
monthly report will also summarize the key activi-
ties completed during the billing period.
1.5 Basis for Cost Estimates
ENGINEER will prepare a draft and final TM devel-
oping the basis of the estimated project costs,
operations and maintenance (O &M) costs, R &R
costs, and total annual costs to be used through-
out the master planning process. This will include
EXHIBIT A - SCOPE OF WORK - WWTP MASTER PLAN I A -1
CCCSD| Comprehensive Wastewater Master Plan
CCCSD Wastewater Treatment Master Plan
Initial Planning Phase Plant Evaluation Needs and Opportunities R8COO1018O<]@tiODs/CIP [)OCUOl8Ot@tiOO
r------------` �
� �
Planning Objectives and
Approach
,------------ ----------'
Quality Assurance/
Existing Information
2 Quality � �
`-----------' ' `----------'
r------------
� � Communi Outreach 0' �
� � -' ......................................... �
^Kickoff
^ProjoctContml/OA/O
` Visioning a Decision Process
-- - -+J-- --
^
Project Control and DMICPlan
`
Project Goals/Objectives and
Decision Criteria TM
^ Basis of Cost TW1
^
Outreach Plan
,-----------'-` ,-----------'
�
Flow and Load Analysis Regulatory Scenarios
------------ -----------
� ��'. ��............ ........
Existing Facilities ~ eu |mmed�teand Future
� ' g Ana|yoix ' � Needs
-'' ------------ ' -----------
������������. ...............................
- Pm` ieotAhamat
Alternatives ` 7 -----------' -----------
'
.....................................
| �
Recycled Water � |
[valuation `�
`-------------'
^
Existing Facilities
`
Flows/Loads
`
Condition Assessment
`
Process/Capacity
^ Ennrgy/GHG
^
Recycled Water
^
Resiliency/Vulnerability
^
Historical/Project Flow and
Loads TM
`
Process Performance and
Capacity and Risks TK8
`
Condition Assessment TIM
^
Condition Assessment Templates
^
Recycled Water Facilities TN1
^Regulatory
^Elenthool/SCADA
` |mmadiat#/FutumNendn
^
Liquids Alternatives
Solids Alternatives
^
Site Support Facilities
^
Energy Balance
`
Optimization
• Regulations TM
• Immediate and Future Needs TM
• Alternatives TM
�----------
112 Rennmmended
pmonam
`---------'
r---------�
:13
�
� Financia |Ane`�n' �
�-
�
`---------'
r---------�
114 R*xeamhand
Dnve|npment
`---------'
-' -----
U� »xuuT�/ - nux
Documents
------------'
------------'
Environmental
UW Documentation Strategy
• Financial
• Research
Recommendations TM
CIP Spreadsheet
Report Review
Environmental Documentation
--0__
^
Draft and Final Master Plan
Summary Report
^
Executive Summary
^
Environmental Documentation
Strategy TM
EXHIBIT SCOPE 0F WORM IBVVWTRNA8%BRWM IA-2
in d d
all cost assumptions, including the basis for esti-
mated construction costs; engineering, legal,
administrative, and contingency (ELAC) costs;
estimated inflation; market impacts; and other
major financial considerations. District will be pro-
vided with a list of data needs to develop thisTM.
Assumptions:
• It will be the District project manager's responsi-
bility to ensure the right district staff are invited
to meetings and provide review (in a timely
fashion) of deliverables.
• Monthly meetings will be held at which both
progress updates and task specific topics will
discussed. Both collection and treatment plant
MPs will be discussed.
Information Needs:
• District communications policies, roles and
responsibilities for MP and decision tracking
procedures.
• District policies, goals, objectives and past or
current decision processes /criteria.
• Cost basis including past and current labor, con -
sumables, utilities, contingencies.
Deliverables:
• Project Control Plan and QA /QC Plan -This
deliverable will be the same for the WWTP and
CS Master Plans.
• Project Goals /Objectives and Decision Criteria
TM -This deliverable will be the same forthe
WWTP and CS Master Plans.
• Meeting agendas, notes and presentation
materials.
• Monthly progress reports and invoices -This
deliverable will be the same for the WWTP and
CS Master Plans.
• Basis ofCostsTM -This deliverable will be the
same forthe WWTP and CS Master Plans.
Meetings:
• Kickoff meeting —to be held concurrently with
Collection System Master Plan.
• Visioning and Decision Workshop —to be held
concurrently with Collection System Master
Plan.
• Up to Three Workshops or Board presentations.
• 18 monthly progress and task topic meetings.
V: \Client80 \CCCSD \Prop \CompW WMasterP lan \indd \ExhihitA- ScopeW WTP. indd
CCCSD I Comprehensive Wastewater Master Plan
2 Quality Assurance /Quality
Control Plan (TP)
Engineer will develop a quality assurance /quality
control (QA /QC) plan that describes how quality
assurance and quality control will be performed
throughout the master planning process, at key
milestones, and for each major master plan deliv-
erable. QA /QC evaluations shall be performed by
a separate team of experts independent from the
Master Plan team and coordinated to promote
creativity, effective communication, technical
soundness, accuracy of cost estimating, open dis-
cussions, and constructive interaction among all
members of the master planning team.
Information Needs:
• Any existing QA /QC policies and procedures
used by the District that should be applied to
this project.
Deliverables:
• None - QA /QC Plan to be included in Task 1
deliverable Project Control and QA /QC Plan
which will be a shared document between the
WWTP and Collection System Master Plans.
Meetings:
• Covered in monthly progress meeting.
3 Community Outreach (TP)
ENGINEER will develop a multi- faceted
Community Outreach and Strategic
Communications Plan (Community Outreach
Plan) to inform external and internal stakehold-
ers. The Community Outreach and Strategic
Communications Plan will create a public infor-
mation framework of the outreach approach,
communications, strategies and deliverables to
be implemented. Efforts may include communi-
cations audits, strategic planning sessions, and
qualitative /quantitative research to develop the
key concepts, approaches, strategies and deliver-
ables of the Community Outreach and Strategic
Communications Plan.
Assumptions:
• This effort is to develop a strategy and plan only,
not to develop deliverables such as websites,
factsheets, videos or presentation materials for
use in outreach efforts.
EXHIBIT A - SCOPE OF WORK - WWTP MASTER PLAN I A -3
CCCSD I Comprehensive Wastewater Master Plan
• District will provide general guidelines for com-
munications strategies.
Information Needs:
• Communication outreach strategies and mate-
rials already developed by District staff or by
others for District use will be made available for
developing this plan.
Deliverables:
• Outreach Plan —This deliverable will be the
same forthe WWTP and CS Master Plans.
Meetings:
• Up to four meetings to be held throughout the
duration of the Master Plans.
4 Evaluate Existing Information
(TP)
4.1 Description of Existing Facilities
Engineer will develop descriptions, supporting
figures, and tables of existing wastewater treat-
ment and disposal facilities. The descriptions
will include design criteria, unit sizes, and both
hydraulic and process capacities. ENGINEER will
provide updated plant layouts, liquids, solids, and
energy (power and steam) flow schematics.
4.2 Review Past Reports and Models
ENGINEER will review past studies, reports that
have been developed over the past approximate
20 years by consultants and by District staff that
have defined various topics such as overall con-
dition of the Plant, capacities and conditions of
existing facilities, site layouts, seismic studies,
incineration, disinfection, and other pertinent
information. The purpose of this review is to
assess the relevancy, applicability of each report
and how they may affect the master planning of
future facilities.
ENGINEER will review previously developed
process, energy, and hydraulic models that may
be helpful for completion of master plan tasks.
ENGINEER will summarize the relevance of each
major past report /model to the master plan-
ning process and confirm the applicability and
estimated costs of capital improvements where
capital improvements were recommended in
reports. It is anticipated that other (new) studies
A -4 I EXHIBIT A - SCOPE OF WORK - WWTP MASTER PLAN
or reports will be completed over the course of
the preparation of the Master Plan, and they will
need to be incorporated into the Master Plan.
The master planning team will review and provide
input and comments on these draft documents, as
necessary, before they are finalized. Past reports
to be reviewed include the reports provided as
reference material for the RFP in addition to
approximately 20 other applicable reports and
memoranda.
Information Needs:
• All applicable reports, models, design criteria
and relevant data.
Meetings:
• None — will be topic at monthly progress
meeting.
5 Flows and Loads Analysis (TP)
5.1 Historical Wastewater Flows and
Loads
ENGINEER will review, evaluate, and summarize
historically recorded wastewater flows and both
conventional and nonconventional (e.g. heavy
metals, trace organics, etc.) pollutant charac-
teristics and loads for the purpose of project-
ing wastewater flows and loads and evaluating
treatment plant capacities. Flows and loads, and
associated peaking factors, will be evaluated on
an average dry weather, average day annual,
average day maximum month, and peak hourly
basis. ENGINEER will evaluate diel, diurnal, and
seasonal variability in flows as- needed for evalu-
ating process capacities, assessing master plan
alternatives, and optimizing existing facilities.
ENGINEER will review and summarize past data
and reports related to receiving water characteris-
tics. ENGINEER will coordinate with the new col-
lection system hydraulic model.
5.2 Projected Wastewater Flows and
Loads
ENGINEER will coordinate with the Collection
System Master Plan to summarize wastewater
flow and load projections (average dry weather,
average day annual, average day maximum
month, and peak hourly) for the planning horizon
and for build -out conditions considering: future
V: \Client80 \CCCSD \Prop \CompW W MasterPlan \lndd \ExhibitA- ScopeW W TP.indd
population projections, per capita wastewater
flow rate and loads, historical flows and loads
trending, current and projected trends in water
consumption and water conservation rates, cur-
rent and projected trends in inflow and infiltration
(1 /1).
Assumptions:
• Conclusions will be drawn from past 5 years of
operating data.
• Information Needs:
• Influent data on all constituents for past 5 years.
Deliverables:
• Historical and Projected Flow and LoadsTM.
Meetings:
• None — will be topic at monthly progress
meeting.
6 Existing Facilities Analysis (TP)
6.1 Master Plan Design /Standby
Criteria
ENGINEER will determine design and standby
criteria to be used for evaluating the capacity
of existing facilities and development of recom-
mended improvements. Design (firm versus
standby) criteria will consider original design crite-
ria, consultant's experience with similar facilities,
District staff's operational and maintenance expe-
riences; reliability information from other treat-
ment plants; and accepted engineering /industry
practices.
6.2 Hydraulic Capacity Evaluation
ENGINEER will review and update the District's
previous hydraulic capacity study and model and
provide an updated hydraulic profile and evalu-
ate hydraulic capacity throughout the treatment
plant to identify potential hydraulic bottlenecks.
The hydraulic model shall be provided to the
District at the end of the Master Plan including all
rights to own and use the model developed for
the District for this project. ENGINEER shall train
District staff in the use of the model.
ENGINEER will recommend potential uses for
computational fluid dynamics (CFD) modeling to
assess mixing or hydraulic flow characteristics
V: \Ctient80 \CCCSD \Prop \CompW WMasterP [an \lndd \ExhibitA- ScopeW WTP. indd
CCCSD I Comprehensive Wastewater Master Plan
and for recommending improvements to improve
mixing and reduce short- circuiting (e.g. to evalu-
ate baffling factors and capacity of the existing
tertiary clearwell, improved sludge blending,
improved hydraulics through UV disinfection, and
improved secondary clarifier performance, etc.).
6.3 Process Performance and Capacity
Evaluation
ENGINEER will review original design and sizing
criteria, past reports, historical operating data,
and current operational strategies for each treat-
ment plant process. Assess the hydraulic and pro-
cess capacities of each treatment plant process by
evaluating hydraulic and process loadings, histori-
cal performance of each process, and considering
the established design /standby criteria.
6.4 Process Model Configuration
ENGINEER will review the District's previously
developed BioWino model and perform additional
configuration and /or calibration required to model
future treatment plant alternatives and evalu-
ate existing process capacities. ENGINEER will
provide the District with a copy of the updated
BioWin® model in the latest BioWin® software
format and supporting calibration data. District
will pay for the updated model license directly
with the vendor, if required.
6.5 Baseline Energy Evaluation
ENGINEER will establish baseline power sup-
ply capacities (grid and co -gen), natural gas and
landfill gas usage, and major power demands.
Describe the District's approach to power man-
agement using historical power and gas data (nat-
ural gas and landfill gas) and provide a baseline
energy flow diagram for the treatment plant.
ENGINEER will establish baseline steam supply
capacity (waste heat boilers, auxiliary boilers) and
demands (secondary aeration turbines, plant air,
etc.). Summarize the District's approach to steam
management based on historical steam data and
provide an updated steam flow diagram includ-
ing an estimate of excess heat available for other
uses.
EXHIBIT A - SCOPE OF WORK - WWTP MASTER PLAN I A -5
CCCSD I Comprehensive Wastewater Master Plan
ENGINEER will compare the District's energy
usage to similar facilities and industry bench-
marks. Evaluate net energy recovery potential
for the District's existing treatment plant con-
figuration. Create material and energy balance
diagrams for the existing plant and for the recom-
mended alternatives. ENGINEER will coordinate
these diagrams with the development of process
alternatives.
6.6 Greenhouse Gas Management
ENGINEER will review and summarize the
District's approach to managing greenhouse gas
emissions below the California Air Resources
Board (CARB) Cap and Trade Limit of 25,000 MT
CO2e per year and provide a baseline summary
of greenhouse gas emissions by major source.
ENGINEER will develop long -term strategy for
evaluating the cost effectiveness of operat-
ing below the Cap and Trade Limit as opposed
to participating in the Cap and Trade program.
ENGINEER will coordinate this strategy with the
development of process alternatives and consider
the potential impacts to the greenhouse gas man-
agement strategy with and without the long -term
availability of landfill gas.
6.7 Resiliency Adaptation Plan
ENGINEER will assess potential site impacts
to the wastewater treatment plant due to cli-
mate change, including extreme water levels
and potential flooding due to high tides and
extreme precipitation events, and seismic events.
ENGINEER will recommend policy, design criteria,
and improvements necessary to address these
impacts, including order of magnitude costs.
ENGINEER will coordinate recommendations with
related regional, state, and federal projects and
recommendations for addressing climate change.
6.8 Vulnerability Analysis
ENGINEER will assess vulnerabilities with the
District's existing wastewater treatment plant
facilities and provide recommendations for
improving the District's resiliency and security.
Vulnerabilities include site access and security
and potential impacts to District facilities and
operations due to supply chain disruptions (e.g.
chemicals, power) and natural and man -made
A -6 I EXHIBIT A - SCOPE OF WORK - WWTP MASTER PLAN
disasters. ENGINEER will summarize current and
potential future regional, state, and federal secu-
rity requirements that may require modifications
to the District's existing facilities and operations
and provide order of magnitude costs and timing
of suggested improvements.
Assumptions:
CFD modeling is not in this scope of work. Only
the appropriateness and usefulness of CFD
modeling will be discussed. Any desired CFD
modeling will require development of scope and
budget.
Information Needs:
• Existing design criteria for all facilities.
• Information on observed bottlenecks or hydrau-
lic issues.
• Plant data between processes and for final efflu-
ent for last 5 years.
• Operations and maintenance costs per process
for last 5 years including energy usage, steam
usage and production, and GHG emission
estimates.
• Map of areas experiencing flooding and the
event under which it occurred.
Deliverables:
• Treatment Process Performance, Capacity and
RisksTM.
Meetings:
• None — will be topic at monthly progress
meetings.
7 Condition Assessments (AM)
7.1 Identify Repair and Replacement
(R&R) Needs
ENGINEER will prioritize and perform structural,
process, electrical and instrumentation, and
mechanical visual condition assessments of the
District's wastewater treatment plant. ENGINEER
will review and use, where feasible, previously
completed condition assessment reports (e.g.
seismic, concrete, pavement, cathodic protec-
tion, cranes, odor control equipment, elevators,
etc.) to support condition assessment find-
ings. ENGINEER will prioritize assets requiring
advanced performance testing, predictive tools
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and testing and perform additional testing on
critical assets impacting major master plan rec-
ommendations. ENGINEER will recommend
predictive tools that may assist the District in per-
forming future condition assessments. ENGINEER
will conduct nondestructive test methods if
required to determine life expectancy of some of
the assets to provide more accurate results.
ENGINEER will coordinate condition assess-
ment approach with the District's separate Asset
Management Implementation Project which
includes migration of the District's existing data
from the District's existing computerized mainte-
nance management system (CMMS), Mainsaver,
to a new CMMS, CityWorks ®. Use existing asset
inventories in the District's CMMS to the extent
possible.
7.2 Develop Repair and Replacement
Programs and Costs
ENGINEER will provide reporting, weighing and
scoring system, and analysis tools for determining
recommended near -term and long -term repair
and replacement strategies to be incorporated
into the Master Plan's capital improvement proj-
ect recommendations. ENGINEER will estimate
the repair and replacement costs for existing
equipment and develop annual repair and replace-
ment costs required to minimize the life -cycle
costs for existing facilities.
ENGINEER will identify recommended frequency
of recurring condition assessment /inspection
tasks and recommend strategy for continued
condition assessments. ENGINEER will provide
training to District staff on use of technology and
interpretation /analysis of results.
7.3 Develop Condition Assessment
Templates
ENGINEER will coordinate with District staff and
the District's asset management implementation
consultant to develop and provide standard, site -
specific templates, predictive tools, and criteria
that can be utilized by District staff or contractors
for future condition assessments and testing as
part of the District's asset management program.
ENGINEER will coordinate with District staff to
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provide the results in a format for incorporation
into the new CMMS and consistent with industry
standards (e.g. ISO). ENGINEER will prepare for
and provide workshops to train District staff on
the templates, guidelines, and tools for complet-
ing future condition assessments /inspections.
Assumptions:
• Condition assessment and additional testing
will be conducted only as the allocated budget
allows. Engineer will work with District Staff to
prioritize efforts given budget limitations.
Information Needs:
• Asset list and inventory.
• Maintenance records and costs.
• Existing templates, guidelines and program.
Deliverables:
• Condition Assessment TM.
• Templates and training documents.
Meetings:
• On -site assessment of assets, walking through
with operations and maintenance staff.
• Training workshop.
8 Recycled Water Facilities
Evaluation (REW)
8.1 Recycled Water Demands
ENGINEER will review existing reports and data to
summarize current average and peak day recycled
water demands for the purposes of evaluating
capacity of existing recycled water facilities.
8.2 Recycled Water Condition
Assessment
ENGINEER will perform condition assessments,
estimate repair and replacement costs, and
develop condition assessment forms for recycled
water facilities (applied water, filters, filter sup-
port, Clearwell, recycled water pumping) similar
to the task for performing condition assessments
for the wastewater treatment plant. ENGINEER
will perform a condition assessment of key filter
elements and recommend additional testing or
investigation of specific element such as the filter
underdrains and rotary washers, and filter media
EXHIBIT A - SCOPE OF WORK - WWTP MASTER PLAN I A -7
CCCSD I Comprehensive Wastewater Master Plan
analyses. ENGINEER will analyze filter operation
and performance.
8.3 Recycled Water Capacity
Evaluation
ENGINEER will review historical operation and
performance data and determine peak capacity
(all units in service) and reliable capacity (standby
units out of service) for process treatment and
hydraulic conveyance for each of the major
recycled water facility components (i.e. applied
water facilities, tertiary filters, backwash facili-
ties, Clearwell storage and contact time facilities,
recycled water delivery facilities). ENGINEER will
recommend potential operational modifications
to increase reliable capacity and develop a stress
testing plan. ENGINEER will assist the District in
stress testing the recycled water facilities to con-
firm process capacities. This evaluation and rec-
ommendations shall ensure continued compliance
with California Title 22 regulations.
8.4 Recycled Water Improvements
ENGINEER will develop a strategy for address-
ing capital improvements required for continued
use of existing recycled water facilities to comply
with current District commitments and a strategy
for addressing capital improvements that may be
required for satisfying current and future recycled
water demands. ENGINEER will include these
recommended improvements in the final recom-
mended capital improvement program.
ENGINEER will coordinate with a separate
ongoing study for the Potential Opportunities
for Wholesaling Recycled Water. That study is
expected to be completed within the next 6 -8
months. Recommendations from this study
should be incorporated into this Master Plan.
8.5 Zero - Discharge Evaluation
ENGINEER will identify and determine the
facilities, site layout requirements, and costs for
improvements that would be required to treat
the District's average day annual flow for recycled
water use such that, on an average day, there
would be zero discharge through the District's
outfall. Both a dry weather and potentially a wet
weather option for zero discharge should be
A -8 I EXHIBIT A - SCOPE OF WORK - WWTP MASTER PLAN
evaluated. The District will provide the Potential
Opportunities for Wholesaling Recycled Water
study that assesses potential recycled water
wholesale opportunities that may be used to con-
firm the approach for sizing future recycled water
facilities.
Assumptions:
District Staff will perform any recommended
stress testing and disassembly to access
facilities.
Information Needs:
• Recycled water uses and projected demands.
• Operational data and costs.
Deliverables:
• Recycled Water Facilities TM.
Meetings:
• On -site assessment of assets, walking through
with operations and maintenance staff.
• Meeting to discuss RW options in future and
treatment modifications needed.
9 Identify and Evaluate
Regulatory Scenarios (TP)
9.1 Summarize Existing Regulations
ENGINEER will review the District's operating
permits and existing regional, state, and federal
regulatory requirements governing the discharge
of treated wastewater to Suisun Bay and water
reuse. In addition, review solids treatment and
disposal regulations, and applicable air quality
(odor and air emissions, greenhouse gas emis-
sions) regulations for the site. District staff will
provide a complete list of permits currently being
tracked and monitored by the District.
9.2 Develop Regulatory Scenarios
ENGINEER will identify, describe, and summarize
applicable new and emerging regulatory issues,
and develop regulatory scenarios that bracket
the range of potential future regulatory require-
ments to be used in the development of master
planning alternatives. ENGINEER will coordinate
this task with ongoing research and reports being
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performed by the Bay Area Clean Water Agencies
(BACWA), as well as other state and national
organizations such as CASA, NACWA, and WEF
regulatory committees.
Information Needs:
• All existing permits.
Deliverables:
• RegulatoryTM.
Meetings:
• Regulatory meeting to be held at monthly prog-
ress meeting.
10 Evaluate Immediate and Future
Needs (TP)
10.1 Summarize Immediate and Future
Needs
ENGINEER will summarize the existing (immedi-
ate) and future needs of the treatment plant by
comparing current and projected wastewater
flows and loadings with the capacity of the exist-
ing facilities on a process -by- process basis (liq-
uids, solids, air, energy— power and steam, and
other processes) and considering other drivers
such as potential impacts of regulatory require-
ments, optimizations of existing facilities, and the
condition of existing assets.
10.2 Evaluate Existing Electrical
Distribution System
ENGINEER will review and identify recommended
improvements and repair and replacement strate-
gies for the District's electrical distribution sys-
tem (480V and Higher voltage) and normal and
standby power supply strategy to improve reli-
ability, arc flash study implementation and electri-
cal hazard assessments, and reduce maintenance
costs.
10.3 Evaluate Existing Instrumentation
and Controls and SCADA System
ENGINEER will review and identify recommended
improvements and repair and replacement strate-
gies for the District's instrumentation and con-
trols system architecture and equipment (PLCs,
SCADA, and process data management software).
Incorporate previous recommendations from
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CCCSD I Comprehensive Wastewater Master Plan
the District's 2011 Plant Control System Needs
Assessment. Confirm and update the remaining
improvements recommended in the 2011 Plant
Control System Needs Assessment and include
additional improvements required throughout the
planning horizon.
Information Needs:
• Data and past reports on electrical and SCADA
systems.
Deliverables:
• Immediate and Future NeedsTM.
Meetings:
• Site visit and meeting with O &M staff to review
Electrical and SCADA needs.
• None - Discussion at monthly meetings.
11 Identify and Develop Project
Alternatives (TP)
11.1 Site Planning Evaluation
ENGINEER will review and summarize the
District's previous site planning reports, including
previous site characterization and remediation
alternatives for the District's single waste man-
agement unit property (soil cap on surcharge pile
and Basin A South) that is expected to be required
for future liquid and /or solids facilities. Evaluate
and identify District property available for siting
future facilities including use of existing treatment
plant property, District -owned buffer property,
and potential strategic non - District owned prop-
erty if needed. The Site Planning evaluation shall
be the basis for site planning considerations for
each of the liquids and solids alternatives. Include
costs associated with site planning in the recom-
mended capital improvement program.
ENGINEER will use District - provided mapping
data and aerial photographs to develop base site
maps for evaluating master plan alternatives.
Base site maps shall include mapping coordinates
and dimensional data necessary to perform air
dispersion modeling.
EXHIBIT A - SCOPE OF WORK - WWTP MASTER PLAN I A -9
CCCSD I Comprehensive Wastewater Master Plan
11.2 Liquids Treatment Alternatives
ENGINEER will identify and summarize candidate
technologies for liquids treatment to meet antici-
pated regulatory, growth, asset management,
and performance requirements. Liquid treatment
alternatives must consider equalization, prelimi-
nary, primary, secondary, tertiary, and disinfection
treatment processes, as well as effluent discharge,
and other plant hydraulic /pumping processes and
facilities.
ENGINEER will combine the viable candidate
treatment technology alternatives to consider
and assess a wide range of conceptual treatment
alternatives in developing viable future liquids
treatment process alternatives. ENGINEER will
evaluate, rank, and select the top liquid treat-
ment alternatives considering established evalu-
ation criteria, potential related impacts on other
processes such as solids, air, normal and standby
power generation /distribution facilities, and
steam generation /distribution facilities. Liquid
treatment alternatives must include processes
that can meet potential future ammonia and /or
total nutrient limits and should consider potential
future nutrient recovery.
11.3 Solids Treatment /Reuse /Disposal
Alternatives
ENGINEER will identify and summarize candidate
solids treatment (thickening, stabilization, dewa-
tering) and reuse /disposal alternatives to meet
anticipated regulatory, growth, asset manage-
ment, and performance requirements. This will
include evaluating existing facilities and costs,
energy (power and steam) management impacts,
air emissions compliance alternatives for each
technology, related gas treatment and handling
facilities when applicable. At a minimum, solids
alternatives must include continued use of the
District's multiple hearth furnaces, replacement
with fluidized bed incineration, replacement with
anaerobic digestion (with capabilities to achieve
Class A biosolids), a combination of incineration
with anaerobic digestion, potential sludge pre-
treatment, regional alternatives, and potential
innovative solids technologies such as gasification
and hydrothermal liquefaction.
A -10 I EXHIBIT A - SCOPE OF WORK - W WTP MASTER PLAN
ENGINEER will combine the viable candidate sol-
ids treatment technologies to consider and assess
a wide range of conceptual treatment alternatives
in developing future solids treatment process
alternatives. ENGINEER will consider biogas man-
agement processes, if applicable, and air emission
control equipment needed for each technology/
alternative to maintain compliance with exist-
ing and future air emission regulatory scenarios
in addition to resource recovery technologies
that are applicable to the solids alternatives (e.g.
phosphorus recovery). ENGINEER will evaluate,
rank, and select the top solids treatment alterna-
tives considering established evaluation criteria,
potential related impacts on other processes such
as liquids and air processes, normal and standby
power generation /distribution facilities, steam
generation /distribution facilities, and the long-
term availability of landfill gas.
11.4 Support Facilities
For the top ranked liquids and solids alternatives,
ENGINEER will assess and prepare site utility and
support system layouts, showing the general and
support facility improvements required, including:
major utility corridors, process piping, support
buildings, odor control facilities, utility systems
(air, water, steam, drainage), electrical systems,
roadways, security, etc. ENGINEER will evaluate
existing access pathways and access throughout
the treatment plant for the movement of vehicles,
carts, people, supplies, and equipment and iden-
tify potential capital improvements to optimize
access and operations and maintenance costs.
11.5 Net Zero Energy Plan
ENGINEER will develop a strategy for optimizing
on -site energy independence and a strategy for
achieving net zero energy for the District's waste-
water treatment plant. Summarize current and
projected energy demands and develop projected
materials and energy diagrams based on recom-
mended treatment alternatives, recommended
process and alternative energy production alter-
natives, and the availability and cost of appli-
cable energy sources. ENGINEER will compare
the District's energy demands to typical industry
benchmarks.
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ENGINEER will consider energy management
control systems, energy efficiency measures, and
alternative energy production alternatives such
as solar photovoltaic panels (owned or power
purchase agreements), hydrogen fuel cells, and
hauled waste programs (FOG, food waste, high
strength industrial waste, etc.). Energy - related
improvements must consider impacts to plant -
wide power and steam management, greenhouse
gas emissions, and potential barriers that may
impede on -site power production.
11.6 Process Optimization
ENGINEER will review plant operating data, con-
duct a plant tour, interview engineering /opera-
tions /maintenance staff, and apply appropriate
analyses and modeling to help assess improve-
ments to existing liquids, solids, and energy
(power and steam) management facilities to: l)
reduce energy requirements; 2) reduce operation
and maintenance costs; and 3) to reduce green-
house gas emissions; and 3) maximize use of avail-
able resources. Optimization recommendations
shall consider existing and future recommended
processes. At a minimum, consider other poten-
tial uses of waste heat such as thermal drying of
cake solids, optimizing use of waste heat /steam,
automated SRT control, and improved automa-
tion of the UV disinfection process.
Assumptions:
• District will provide their ideas for piloting and
research during meetings.
Information Needs:
• Mapping and aerials of plant site.
Deliverables:
• AlternativesTM.
Meetings:
• Up to three alternatives discussions regularly
scheduled meetings. Anticipated that one of the
Board workshops will be about alternatives.
• Site visit to consider optimization.
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12 Develop Recommended Master
Plan Program (TP)
12.1 Select Master Plan Alternative
ENGINEER will evaluate and select the top ranked
master planning alternative from the previously
screened master planning alternatives (Task 11)
using the agreed upon economic and non -eco-
nomic evaluation criteria. ENGINEER will perform
sensitivity analysis of the planning, engineering,
and cost assumptions and sensitivity of economic
and non - economic criteria used to select the top
ranked alternative.
Final recommendations will include project and
program descriptions, process and energy dia-
grams, greenhouse gas emission projections,
layouts, site plans showing existing and future
facilities and major support facilities and corri-
dors, cost estimates, and preliminary design crite-
ria for the top ranked master plan alternative.
12.2 Capital Improvement Plan
ENGINEER will develop a capital improvement
plan (CIP) showing the timing and phasing of all
capital improvement projects in the twenty year
planning horizon with particular emphasis on the
first ten years of the planning horizon. The CIP
will be organized to identify linkages among the
major capital improvement projects and repair
and replacement projects such that the projects
can be re- sorted and re- scheduled as changes in
planning assumptions and need occur.
ENGINEER will assist the District to coordinate
the recommended capital improvements with
the District's existing Capital Improvement Plan
to provide an overall comprehensive capital
improvement plan.
ENGINEER will identify triggers for starting pilot-
ing (if applicable), preliminary design, design,
and construction of the recommended capital
improvement projects in order to determine effi-
cient "just -in- time" project implementation.
ENGINEER will identify policies, programs, and
guidelines to address overall program imple-
mentation including project prioritizations,
EXHIBIT A - SCOPE OF WORK - WWTP MASTER PLAN I A -11
CCCSD I Comprehensive Wastewater Master Plan
implementation costs, project delivery methods,
potential funding sources, and an estimated
schedule for implementing plan elements.
Assumptions:
District will engage in discussion prioritization
of CIP and Recommendations to meet funding
limitations or expectations.
Information Needs:
• Existing CIP and project information format.
Deliverables:
• Recommendations TM, draft and final.
• CIP spreadsheets.
Meetings:
• Recommendations Workshop with District staff
and with Board Members.
• Two meetings on CIP prioritization to be coordi-
nated with the Collection System Master Plan.
13 Financial Analysis (TP)
13.1 Identify Funding Opportunities
ENGINEER will recommend and identify funding
opportunities, such as grant and loan programs
for the District based on the recommended pro-
gram and projects. Effort will consider latest
funding opportunities related to climate change,
energy conservation, recycled water, wastewater
research, and other opportunities that are appli-
cable to the capital improvements included in the
recommended capital improvement plan forthe
wastewater treatment plant.
13.2 Financial Analysis Support
ENGINEER will assist the District in developing an
updated financial plan that identifies the annual
revenue requirements and rates and fees analysis
over the planning horizon, with emphasis on the
first ten years. The financial analysis shall build
upon the District's newly developed rate model.
ENGINEER will provide annual flow and waste
load allocations for the recommended capi-
tal improvement plan. ENGINEER will assist in
analysis of the debt - structure funding strategy,
including pay -as- you -go and debt financing; allo-
cations of costs to billable constituents and to
user categories; near- and long -term capital and
A -12 I EXHIBIT A - SCOPE OF WORK - WWTP MASTER PLAN
operational needs; as well as potential impacts on
customer classes due to modifications of the rate
structures. The results of the revenue requirement
will define what levels of rate increases are neces-
sary in order to fund ongoing expenditures, identi-
fied capital needs, meet the District's policy goals,
and adhere to Proposition 218 and California
Government Code §66000 requirements.
Assumptions:
District will perform the rate modeling either
through a separate contract or through use
of District Staff. ENGINEER will provide input
parameters for the model.
Information Needs:
• Rate model.
• District financial data including revenue and
costs.
Deliverables:
None —Financial analysis will be incorporated
into Recommendations TM (Task 12) and the
Master Plan Reports.
Meetings:
• Up to two meetings with District staff respon-
sible for financial plan and rates.
14 Research and Development
(TP)
14.1 Review Existing Pilot Project
Results
ENGINEER will review data and progress reports
for the District's zeolite - anammox pilot project.
ENGINEER will evaluate the capital and O &M
costs, footprint requirements, reliability, and over-
all feasibility of scaling up the zeolite- anammox
process for mainstream or split stream treatment
of secondary effluent for nitrogen removal.
14.2 Research Program
Recommendations
ENGINEER will evaluate and select recommended
technologies for piloting at the District's treat-
ment plant based on the master plan alternatives
evaluation and master plan discussions. Assist the
District to establish a program to screen, plan, and
implement pilot research projects ranging from
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lab -scale experiments to full -scale pilot demon -
strations. The program will include recommenda-
tions for collaboration and partnering with other
agencies and /or academic institutions and recom-
mend planning studies that are not included as
part of the Master Plan scope.
14.3 Assessment of Operating and Pilot
Installations
The Consultant will plan and arrange for field vis-
its and inspections of new treatment technologies
that are directly applicable to some of the top
ranked alternatives identified in the Master Plan.
Assumptions:
• District will provide their ideas for piloting and
research during meetings.
Information Needs:
• Data and reports from existing and past pilot
studies and results.
Deliverables:
• None — Research recommendations will be pro-
vided in the Recommendations TM (Task 12) or
as part of the Alternatives Analysis.
Meetings:
None — discussion on research recommenda-
tions will be as part of alternatives analysis
and recommendations discussions at regularly
scheduled meetings.
15 Prepare Master Plan
Documents (TP)
As discussed in previous tasks ENGINEER will
prepare technical memoranda (TMs) throughout
the master planning process. In the Master Plan
document, theTMs will be organized and pro-
vided as a standalone appendix. ENGINEER will
summarize the major findings, recommendations,
and conclusions of the TMs into a comprehensive
master plan summary report with an executive
summary. ENGINEER will provide one -page capi-
tal improvement summary sheets in the appendix
to the Master Plan for each recommended capital
improvement project.
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ENGINEER will develop an additional executive
summary for the Comprehensive Wastewater
Master Plan that summarizes the major findings,
recommendations, and conclusions of both the
Wastewater Treatment Plant Master Plan and the
Collection System Master Plan.
Assumptions:
Executive Summary will be a joint document
covering both treatment and collection system
recommendations.
Information Needs:
• None.
Deliverables:
• Draft Master Plan.
• Final Master Plan.
• Executive Summary.
Meetings:
• One meeting to review comments on draft mas-
ter plan and executive summary.
16 Environmental Documentation
(TP)
Once the Recommended Program and Projects
are determined, ENGINEER will develop a
strategy for complying with the environmental
documentation required to implement the recom-
mended capital improvement program. Different
CEQA vehicles will be considered for use depend-
ing on the type, location and timing of the proj-
ects. CEQA documentation vehicles or strategies
may include Categorical exemption, Negative
Declaration, Mitigated Negative Declaration
(MND), project specific Environmental Impact
Report (EIR) and a Programmatic EIR. One strat-
egy may be to group immediate need projects
that are replacement of existing infrastructure
that are categorically exempt from CEQA (likely
those at the plant) and to group other immedi-
ate need projects (likely those in the collection
system) into an MND .These projects may then
proceed right away while a programmatic EIR
is underway for the longer term recommended
improvements. ENGINEER will hold one meeting
with District Staff to review and discuss draft find-
ings and recommendations.
EXHIBIT A - SCOPE OF WORK - W WTP MASTER PLAN I A -13
CCCSD I Comprehensive Wastewater Master Plan
Assumptions:
• Scope and level of effort does not include engi-
neering support of CEQA document prepara-
tion. Only a strategy for CEQA will be provided.
Specific CEQA project scopes and budgets can
be prepared separately as the appropriate level
of project detail is available.
Information Needs:
• Information on past environmental documenta-
tion efforts including success or challenges from
use of different CEQA vehicles (e.g. categori-
cally exempt, mitigated negative declaration or
EIR).
Deliverables:
• Environmental Documentation Strategy TM.
Meetings:
• One meeting on CEQA strategy.
A -14 I EXHIBIT A - SCOPE OF WORK - WWTP MASTER PLAN
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Q
sTRgT�,
SCOPE OF WORK - COLLECTION SYSTEM
MASTER PLAN
PRIOR The District's RFP laid out a detailed and well- thought -out scope of work for
the collection system master plan. We have used your scope as the basis for
developing our scope, with some additions and clarifications with regard to
assumptions, information needs, deliverables, and meetings.
Introduction
Our detailed collection system master plan scope
of work is presented below. On the following page,
of this section, we have provided a Collection
System Master Plan Work Plan to illustrate how
the work will be conducted. This scope is a start-
ing point and will be used in negotiations should
the Carollo /CH2M HILL team be selected for this
project.
Planning Objectives and
Approach (CS)
1.1 Project Control Plan
ENGINEER will prepare a project control plan that
establishes the overall work plan, schedule, team,
City contact information, communication plan,
QA /QC plan, and decision tracking to be used
during the project. The project plan shall include
an outline for the Master Plan. Roles and respon-
sibilities and communication pathways will be
clearly defined. Schedule will include time for QA/
QC procedures and key milestones, meetings and
deliverables. The Project Control Plan will include
the QA /QC plan and will be closely coordinated
with the Community Outreach Plan.
1.2 Visioning - Objectives and
Approach
ENGINEER will lead a visioning workshop to
refine the initial vision and objectives developed
forthe Master Plan by the District. This includes
identifying what the plan is to accomplish, sum-
marize master plan drivers (e.g. regulatory, policy/
strategic initiatives, growth, aging infrastructure,
optimization /sustainability, etc.), what informa-
tion it will provide, and how the Master Plan will
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be used in subsequent implementation steps. At
the workshop, the decision process will also be
discussed and defined including development of
economic and non - economic evaluation criteria
and metrics, including triple bottom line analysis,
to compare master plan alternatives. A draft tech-
nical memorandum (TM) outlining the objectives
and metrics will be developed for District review
prior to the Visioning Workshop. The outcome of
the workshop will be documented.
1.3 Project Meetings and
Communications
ENGINEER will hold regular meetings to promote
creativity, effective communication, open dis-
cussions, and constructive interaction among all
members of the master planning team. Engineer
will prepare for and conduct kick -off and progress
meetings, conference call updates, and strategi-
cally scheduled workshops with District staff and
the District's Board of Directors.
1.4 Project Management
Engineering management team will provide
overall project management including monthly
invoices and progress reports that include project
updates, updated project schedules, and track
percent complete compared to percent billed. The
monthly report will also summarize the key activi-
ties completed during the billing period.
1.5 Basis for Cost Estimates
ENGINEER will prepare a draft and final TM devel-
oping the basis of the estimated project costs,
operations and maintenance (O &M) costs, R &R
costs, and total annual costs to be used through-
out the master planning process. This will include
all cost assumptions, including the basis for
EXHIBIT A - SCOPE OF WORK - COLLECTION SYSTEM MASTER PLAN I A -15
CCCSD Collection System Master Plan
Initial Planning Phase
System Modeling
....................................
Planning Objectives
5 Hydraulic Model
0—
and Approach
................................... ...............................
.... ............................... ...................................
Quality Assurance/
0- 4 Existing Information Land Use Planning
b—) 6
2 Quality Control Info
.................................... .................................... ....................................
............ — ............. ................................
Community
0--J Rainfall Dependent 0—
Outreach 7
.................................... ;
...................................
...................................
Long-Term Flow
0—
Monitoring
....................................
• Kickoff
• Project Control/OA/QC
• Visioning and Decision
Process
• Outreach (4)
• Project Control and
MCIC Plan
• Project Goals/Objectives
and Decision Criteria TIM
• Basis of Cost TIM
• Outreach Plan
• Existing System
• Flow Monitoring
• Model Development
• Parcel Loading and RDI/I
• Model Implementation
• Training/Guidance (5)
• Landuse Planning (9)
• Flow Monitoring TM
• Parcel Loading TM
• Rainfall Dependent 1/1 TIM
• Model Build and OA/QC
• Model Implementation TIM
• Model Training Documents
• Guidance Documents
• Land Use TM
• Rainfall Dependent 1/1 Program TM
• Long-Term Flow Monitoring TM
CCCSD I Comprehensive Wastewater Master Plan
System Assessment 11 Needs/Opportunities 11 Recommenclations/CIP 11 Documentation
..............................
Infrastructure
--7
Management Optimization
0-
.................................... :
...............................
..................... ..............................
Regulatory System Hydraulic
0—
0 Scenarios :14 Performance
.................................... ..............................
...................................
Resiliency
0—
Adaptation
...............
...................................
Vulnerability
Analysis
...............
• Condition Assessment
• Pipe Degradation
• Repair/Replacement Cost
• Forcemain/Large
Diameter Pipe
• Pump Stations
• Regulatory
• Resiliency/Vulnerability
• Condition
Assessment TM
• Pipe Degredation TIM
• Condition Assessment
Templates
• Collection System Asset
Manangement TM
• Regulatory TIM
• Resiliency TM
• Vulnerability TM
• Optimization
• Design Criteria
• Capacity
• SSOS
• Alternatives
• Optimization TM
• Base Flows TM
• Design Criteria TM
• Capacity TM
0— 0—
.............................
Master aster Plan
Program
................
Q Documents
.............................
...................................
Financial Analysis 0—
6
..............................
Environmental
.................... .
tl Documents
.............................
....................
Research
7
1 Recommendations
• Recommendations • Report Review (2)
• Financial • Environmental
• Research Documentation
• Recommendations TM
• CIP Spreadsheet
• Draft and Final Master
Plan Summary Report
• Executive Summary
• Environmental
Documentation
Strategy TM
EXHIBIT A - SCOPE OF WORK - COLLECIIJONISY]SAE-MURSURV"IN I A-16
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estimated construction costs; engineering, legal,
administrative, and contingency (ELAC) costs;
estimated inflation; market impacts; and other
major financial considerations. District will be pro-
vided with a list of data needs to develop thisTM.
Assumptions:
• It will be the District project manager's responsi-
bility to ensure the right district staff are invited
to meetings and provide review (in a timely
fashion) of deliverables.
• Monthly meetings will be held at which both
progress updates and task specific topics will
discussed. Both collection and treatment plant
MPs will be discussed.
Information Needs:
• District communications policies, roles, and
responsibilities for MP and decision tracking
procedures.
• District policies, goals, objectives and past or
current decision processes /criteria.
• Cost basis including past and current labor, con-
sumables, utilities, contingencies.
Deliverables:
• Project Control Plan and QA /QC Plan -This
deliverable will be the same for the WWTP and
CS Master Plans.
• Project Goals /Objectives and Decision Criteria
TM -This deliverable will be the same forthe
WWTP and CS Master Plans.
• Meeting agendas, notes and presentation
materials.
• Monthly progress reports and invoices -This
deliverable will be the same for the WWTP and
CS Master Plans.
• Basis ofCostsTM -This deliverable will be the
same forthe WWTP and CS Master Plans.
Meetings
• Kickoff meeting —to be held concurrently with
WWTP Master Plan.
• Visioning and Decision Workshop —to be held
concurrently with WWTP Master Plan.
• Up to Three Workshops or Board presentations.
• 18 monthly progress and task topic meetings.
CCCSD I Comprehensive Wastewater Master Plan
2 Quality Assurance /Quality
Control Plan (CS)
ENGINEER will develop a quality assurance/
quality control (QA /QC) plan that describes
how quality assurance and quality control will
be performed throughout the master planning
process, at key milestones, and for each major
master plan deliverable. Quality assurance /quality
control evaluations will be performed by a team
of ENGINEER's experts independent from the
Master Plan team and coordinated to promote
creativity, effective communication, technical
soundness, accuracy of cost estimating, open dis-
cussions, and constructive interaction among all
members of the master planning team.
Information Needs:
• Any existing QA /QC policies and procedures
used by the District that should be applied to
this project.
Deliverables:
• None - QA /QC Plan to be included in Task 1
deliverable Project Control and QA /QC Plan
which will be a shared document between the
WWTP and Collection System Master Plans.
Meetings and Workshops:
• Covered in monthly progress meeting.
3 Community Outreach (CS)
ENGINEER will develop a multi- faceted
Community Outreach and Strategic
Communications Plan (Community Outreach
Plan) to inform external and internal stakehold-
ers. The Community Outreach and Strategic
Communications Plan will create a public infor-
mation framework of the outreach approach,
communications, strategies and deliverables to
be implemented. Efforts may include communi-
cations audits, strategic planning sessions, and
qualitative /quantitative research to develop the
key concepts, approaches, strategies and deliver-
ables of the Community Outreach and Strategic
Communications Plan.
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CCCSD I Comprehensive Wastewater Master Plan
Assumptions:
• This effort is to develop a strategy and plan only,
not to develop deliverables such as websites,
factsheets, videos or presentation materials for
use in outreach efforts.
• District will provide general guidelines for com-
munications strategies.
Information Needs:
• Communication outreach strategies and mate-
rials already developed by District staff or by
others for District use will be made available for
developing this plan.
Deliverables:
• Outreach Plan -This deliverable will be the same
for the WWTP and CS Master Plans.
Meetings:
• Up to four meetings to be held throughout the
duration of the Master Plans.
4 Evaluate Existing Information
(CS)
4.1 Description of Existing Pump
Stations, Junction Boxes and Force
Mains
ENGINEER will develop descriptions, supporting
figures, and tables of the existing pump stations
and junction structures, and force mains. The
descriptions will include design criteria, emer-
gency backup capabilities, and hydraulic and
pumping capacities. Provide updated layouts and
flow schematics. Use previously prepared descrip-
tions and figures to the extent possible.
4.2 Review Past Reports
ENGINEER will review past studies, reports that
have been developed over the past approximate
20 years by engineering and District staff that
have defined various topics such as overall condi-
tion of the Collection System, pumping stations,
and junction structures, and the collection sys-
tem piping capacities and conditions of exist-
ing facilities, site layouts, seismic studies, and
other pertinent information. The purpose of this
review is to assess the relevancy, applicability of
each report and how they may affect the master
planning of future facilities. Review previously
developed hydraulic models that may be helpful
for completion of master plan tasks. Summarize
the relevance of each major past report /model
to the master planning process and confirm
the applicability and estimated costs of capital
improvements where capital improvements were
recommended in reports. It is anticipated that
other (new) studies or reports will be completed
over the course of the preparation of the Master
Plan, and they will need to be incorporated into
the Master Plan. The master planning team will
review and provide input and comments on these
draft documents, as necessary, before they are
finalized. Past reports to be reviewed include the
reports provided as reference material for the RFP
in addition to approximately 20 other applicable
reports and memoranda.
Assumptions:
• District furnished information will be the basis
for descriptions, supplemented by site visits.
• Site visits of the major pump stations will be
combined with Task 9.
Information Needs:
• Pump station and force main asset manage-
ment plans, design drawings and other perti-
nent data.
Meetings and Workshops:
• Covered in monthly progress meeting.
5 Hydraulic Model (DM)
5.1 Flow Monitoring
The District contracted with V &A Consulting
Engineers (V &A) for the winter 2014/2015 flow
monitoring and has an option in that contract for
V &A to provide flow monitoring during winter
2015/2016. The rain gauge precipitation data col-
lected byV &A in winter 2014/2015 (under contract
with the District) will be used to complement
Gauge Adjusted Radar Rainfall (GARR) data for
the InfoWorks® ICM model. GARR data for winter
2014/2015 and winter 2015/2016 (if required), cov-
ering the District's service area will be obtained
and paid for by ENGINEER.
ENGINEER will recommend whether or not
additional flow monitoring and rainfall data for
winter 2015/2016 are required for calibrating
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the hydraulic model. The ENGINEER will review
the 2014/15 flow monitoring data to assess the
need for monitoring during the 2015/16 season.
However, based on the relative lack of rainfall dur-
ing the 2014/15 flow monitoring program, a sec-
ond season of flow monitoring in 2015/16 would
likely be recommended. It is also anticipated that
additional meters would be recommended for the
2015/16 season to obtain sufficient data for the
more detailed calibration of the model needed for
the Master Plan.
If the District approves proceeding with the
2015/16 flow monitoring program, the ENGINEER
will recommend specific sites and prepare site
maps forV &A similar to those prepared forthe
2014/15 sites. The ENGINEER will provide over-
sight and coordination of the winter 2015/2016
flow monitoring activity, including QA /QC review
of the preliminary data provided byV &A at
interim milestones points during the program.
The cost for additional flow monitoring during the
master plan will be paid for under a separate con-
tract with the District.
UnderTask 8, the ENGINEER will also develop a
long -term flow monitoring strategy that consid-
ers annual flow monitoring, recommended flow
meter locations, potential permanent flow meter
locations at strategic nodes in the model network,
including quality assurance and quality control
processes.
Assumptions:
For purpose of estimating the budget for flow
monitoring coordination and data review, it is
assumed that the 2015/16 flow monitoring pro-
gram may include up to 70 new flow monitoring
sites plus some repeat sites from the 2014/15
program.
• ENGINEER will subcontract with OneRain to
provide GARR data at 1 km x 1 km, 5- minute
resolution for the CCCSD service area for rainfall
periods during the 2014/15 and 2015/16 flow
monitoring programs.
CCCSD I Comprehensive Wastewater Master Plan
Deliverables:
• Flow Monitoring TM.
• Flow meter site maps.
• Review comments on interim flow data submit-
ted by V &A.
• GARR data for flow monitoring periods.
Meetings and Workshops:
Meeting to discuss rationale and recommenda-
tions for 2015/16 flow monitoring held at monthly
progress meeting.
5.2 Network Development
The District has commenced the migration from
its existing steady state model to InfoWorksTM
ICM. Based on District estimates, additional data
gathering is required to populate invert and rim
elevations for around 30 percent of the 290 mile
master plan model network representing approxi-
mately 19 percent of the entire collection system
and consists primarily of 10 inch diameter sewer
pipes and larger, as well as select 8 inch sewer
pipes that effectively serve as trunk sewers.
Based on District estimates, approximately 25 to
30 percent of the inverts required for the model
network need harvesting from either District as-
built drawings or other means. Data for pump
stations and junction structures will also need
incorporating into the model. Model network
connectivity has been achieved for most, but not
the entire network and will be completed in its
entirety by the ENGINEER.
ENGINEER will complete pipe network connectiv-
ity and data harvesting for invert and rim eleva-
tion data, and the applicable data to characterize
pump stations and junction structures in the new
model. The network will replicate the District's
2010 Collection System Master Plan model net-
work of approximately 290 miles.
ENGINEER will be provided with access to District
historical collection system drawings where avail-
able. District will make available pump stations
and associated staff necessary for ENGINEER to
collate pump station information needed for the
new model.
Field surveys will be conducted (up to a level
of effort of approximately 160 person hours)
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CCCSD I Comprehensive Wastewater Master Plan
as needed to address data gaps for inverts and
assist with reconciling vertical datum issues under
Subtask 5.4. If ENGINEER suggests deviation from
this level of effort based on finding during the
course of the project that available as -built draw-
ings and the allotted 160 hours of surveying are
not sufficient to adequately populate the model
network data, the District will be notified at the
earliest opportunity with appropriate supporting
documentation tojustify any deviation from the
anticipated level of effort.
ENGINEER will also develop a prioritized
approach for expanding the model network from
the existing Master Plan network that would cap-
ture pipes of smaller diameter that are close to
environmentally sensitive areas, such as creeks
and watersheds, and the anticipated level of
effort that endeavor may require, including a gap
analysis to identify missing rim and invert data for
those pipes.
Assumptions:
• District will provide latest sewer GIS files popu-
lated with all available rim and invert elevations.
Budget for data "harvesting" of invert elevation
data from as -built drawings is based on District
estimate that approximately 25 to 30 percent of
the pipes in the modeled network are missing
invert elevations. If the percentage of missing
data is found to be higher, then the budget for
review and capture of invert data from as -built
drawings may need to be adjusted.
District will provide as -built drawings in elec-
tronic format (e.g., .pdf, .tiff or similar) for all
modeled sewers. The files will be provided on a
portable hard drive, or ENGINEER will be pro-
vided with remote access to the District's GDI
system (or equivalent) to be able to access and
download the files.
• District will provide available LiDAR elevation
data for District service area.
• ENGINEER may utilize a GIS /mapping /data con-
version subcontractor to support the extraction
of rim and invert data from as -built drawings.
• Budget includes up to 160 person hours of
surveying effort (including field and associated
office work to process /compile the survey data).
• District will provide available information on
pump station operation including as -built draw-
ings, pump models and curves, pump on and off
levels, etc.
• Development of rim and invert elevation data
for small diameter pipes not included in the
Master Plan model network will not be con-
ducted as part of this project unless authorized
as an additional service.
Deliverables:
• Summary of missing or suspect data.
• Field survey data.
• Model network (pipes and nodes) exported to
GIS format.
Meetings and Workshops:
Meeting to discuss approach for capturing
missing data and resolving data discrepancies
(to be held after completion of as -built drawing
research).
5.3 Vertical Datum Reconciliation
Based on the results of the model network valida-
tion in Subtask 5.2, the ENGINEER will develop
and implement approach for reconciling vertical
datum issues of the new model network.
Deliverables:
• Included in Subtask 5.2 deliverable.
Meetings and Workshops:
• Included in Subtask 5.2 meeting.
5.4 Parcel Loading Data Process
ENGINEER will develop and implement a process
for compiling model loading data for existing and
anticipated land use conditions. The process will
be presented in a draft Project Memorandum
and undertaken in conjunction with the Land Use
Planning component of the Collection System
Master Plan element of the Master Plan. The
process will be adapted from the current process
used for developing parcel loads for the ArcSNAP
model. The ENGINEER will implement the par-
cel loading process to develop existing loads for
model calibration under Subtask 5.6.
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Assumptions:
• District will provide latest parcel GIS layer and
HTE data. It is assumed that the HTE data will
be provided in a similar format as that used to
update the previous ArcSNAP model.
• ENGINEER will utilize the services of subcon-
sulantTalavera & Richardson for this work based
on their extensive familiarity with HTE data and
current parcel loading process.
Deliverables:
• Parcel loading TM. This TM will become one
of the guidance documents prepared under
Subtask 5.10.
• Existing parcel loads in GIS database.
5.5 Rainfall Dependent Infiltration and
Inflow Loading Development
ENGINEER will develop an approach for develop-
ing model RDI /I loads and wet weather flow calcu-
lations, and discuss at a workshop and document
in a draft Project Memorandum. Final design
flows used in the model will be consistent with the
design criteria and the overall hydraulic design
recommendations developed in the Collection
System Master Plan.
Deliverables:
• RDI /I loading process TM. This TM will become
part of one of the guidance documents prepared
under Subtask 5.10.
Meetings and Workshops:
• One 2 -hour meeting to discuss approach for
modeling RDI /I.
5.6 Model Calibration
ENGINEER will delineate model subcatchments
and define model load manholes forthe trunk
system model. Existing parcels loads developed
under Subtask 5.4 will be allocated to subcatch-
ments. The approach for modeling rainfall- depen-
dent infiltration /inflow (RDI /1) will be developed
under Subtask 5.5
The ENGINEER will run the model under exist-
ing conditions and compare the computed dry
weather and wet weather flow hydrographs to
observed flow monitoring data from the 2014/15
and 2015/16 flow monitoring programs and
CCCSD I Comprehensive Wastewater Master Plan
available SCADA flow data for pump stations and
the WWTP. Modeling parameters including unit
flow rates, diurnal base wastewater flow curves,
groundwater infiltration (GWI) rates, and RDI /I
parameters will be adjusted as needed to achieve
a reasonable match of modeled to metered flows.
Assumptions:
• District will provide available SCADA flow data
for pump stations and WWTP for use in model
calibration.
Deliverables:
• InfoWorks observed versus predicted graphs
comparing modeled versus monitored flows at
meter locations.
• Calibrated InfoWorks model of existing system.
Meetings and Workshops:
• Two meetings to present /discuss the model
calibration results.
5.7 Model Build Quality Assurance and
Quality Control
The ENGINEER will develop QA /QC processes
and procedures for the model build activities and
document the methodology and outcomes of
those quality assurance and quality control pro-
cesses that were undertaken. The QA /QC process
will address the model build activities as well as
model calibration. Comments from the model QA/
QC team suggesting changes to the model will be
documented and incorporated into the model as
needed.
Deliverables:
• Model Build and QA /QCTM.
5.8 Model Implementation
Compendium
ENGINEER will collate all documentation and
activities undertaken to implement the new
model and produce aTechnical Memorandum,
including any recommended additional work to
further refine or improve the model.
Deliverables:
• Model Implementation TM.
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CCCSD I Comprehensive Wastewater Master Plan
5.9 Training
ENGINEER will provide District staff opportunity
to observe or engage in (if schedule permits and
required expertise has been attained) key model
building tasks, and provide 40 hours of formal
training to District staff (up to 3) on the use of the
new InfoWorks® ICM hydraulic model.
Assumptions:
• Budget assumes informal training and /or mod-
eling work demonstrations during the course
of the project, with about half of these sessions
conducted via teleconference /webinar.
• Budget includes 40 hours of formal training
(plus preparation time) to be conducted in 1/2- or
1 -day sessions toward the end of the project.
5.10 Guidance Documentation
ENGINEER will develop Guidance Documents for
Model administration, which provide detailed,
step -by -step guidance for all tasks necessary
for day to day running of hydraulic analysis and
updating the hydraulic model. Interviews with
District staff will be conducted to develop a list of
suggested guidance documents and associated
content. It is anticipated that the guidance docu-
ments will consist of a series of memoranda (e.g.,
land use updates, model calibration refinement,
running the model, viewing /interpreting results,
etc.), as well as guidance on future updates and
use of the model based on the future uses identi-
fied by District staff during the interviews.
Assumptions:
• Guidance documents will be in the form of indi-
vidual model memoranda on specific subjects.
Budget assumes approximately 10 to 12 such
memoranda.
Deliverables:
• Model guidance documents as described above.
Meetings and Workshops:
• Two meetings (approx. 2 hours each) to inter-
view and solicit input from District staff on
anticipated future model applications and types
of desired guidance documents.
6 Develop Land Use Planning
Information (CS)
6.1 Compile and Review Land Use
Information
ENGINEER will compile information related
to existing and future land uses and projected
development and re- development from available
sources. Sources will include General Plans and
relevant Specific Plans of the jurisdictions within
the District's service area (Cites /Towns of Orinda,
Moraga, Lafayette, Martinez, Pleasant Hill,
Walnut Creek, Danville and San Ramon, Alamo,
and unincorporated portions of Contra Costa
County) and the Cities of Concord and Clayton
that are served by the District under contract, and
development information available on city /County
websites. District's and City of Concord previous
reports pertaining to Concord Naval Weapons
Station (CNWS) redevelopment will also be
reviewed. To the extent that the data is applicable
and current, the ENGINEER will utilize any infor-
mation already compiled for on -going or recent
water supply and master planning studies being
conducted by Contra Costa Water District (CCWD)
and East Bay Municipal District (EBMUD).
Deliverables:
• Summary of available information for each
planning jurisdiction (to be combined with infor-
mation from planning staff meetings in
Subtask 6.2).
6.2 Meet with Service Area Planning
Staff
ENGINEER will meet with the planning staff of
the land use jurisdictions within the District's ser-
vice area to discuss detailed land use plans, infill/
densification areas, and projected development
timing as needed to supplement or clarify the
information available from existing sources and
maps. Discussions will be limited to undeveloped
parcels of five (5) acres and larger, plus any parcels
with significant anticipated densification. The
ENGINEER will also discuss latest projections for
CNWS development land uses and timeline with
City of Concord staff.
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Assumptions:
• One 2 -hour meeting with each planning jurisdic-
tion (total of 12 meetings).
Deliverables:
• Summary of available information for each
planning jurisdiction (to be combined with
information from review of planning documents
in Subtask 6.1).
6.3 Develop Land Use Mapping
ENGINEER will develop preliminary GIS land use
mapping for the District's service area based on
the General Plans and Specific Plans of the land
use jurisdictions named above, the parcel use data
contained in the District H.T.E. Sungard database
system (based on County assessor parcel use
codes), and any additional information on planned
developments obtained through the document
review and meetings in Subtasks 6.1 and 6.2. It is
assumed GIS files already developed for CCWD
and EBMUD studies will be made available to the
District and ENGINEER forthis purpose, but will
require updating to incorporate more specific,
parcel -based information on planned develop-
ments and redevelopment areas. The District uses
an ESRI ArcGIS file format and ENGINEER shall
deliver the data in that format.
Additional mapping will be developed as needed
for any areas not within the CCWD and EBMUD
study areas (e.g.Tassajara and Dougherty Valleys
in the eastern San Ramon area). Land use catego-
ries will be converted as needed to a consolidated
set of categories for use in the District's Master
Plan. The land use maps will be overlaid on digital
aerial photography to identify currently vacant
areas, and existing built areas anticipating densifi-
cation, and the mapping will be annotated (attrib-
uted) with this information. Information on future
CNWS development will also be incorporated in
the land use mapping.
Assumptions:
District will facilitate obtaining available land
use GIS layers and databases from CCWD and
EBMUD. Based on verbal information provided
by CCWD and its master plan ENGINEER, CCWD
land use mapping has been developed fairly
recently, is parcel- based, and reflects General
CCCSD I Comprehensive Wastewater Master Plan
Plan land uses. EBMUD land use mapping devel-
oped in 2007 was used for the District's 2010
Collection System Master Plan, and it is not
known if that mapping has been updated since
that time. Therefore, substantial updates may
be needed to reflect more current land use plans
for the jurisdictions within the EBMUD service
area.
Deliverables:
• GIS land use mapping attributed with planned
land uses and anticipated development timing.
• Land use TM.
Meetings and Workshops:
• One 3 -hour workshop to discuss land use plan-
ning and planning assumptions.
6.4 Incorporate Land Use Data into
Model
In conjunction with the development of the
parcel loading process under Subtask 5.4, the
ENGINEER will develop the procedure to incorpo-
rate future land use information into the Districts
InfoWorksTM model (at the appropriate stage of
model development), using 5 year increments
through to a suggested build -out year that shall
be developed by the ENGINEER and agreed upon
by District staff at the workshop under Subtask
6.3. The ENGINEER will implement the process to
create future model scenarios in InfoWorks and
develop detailed procedures for District staff to
make future Land Use updates to the InfoWorksTM
model.
Deliverables:
• Data forfuture land use scenarios incorporated
into InfoWorks model.
• Procedures for updating future land use (to be
developed as part of guidance documents in
Subtask 5.10).
7 Rainfall Dependent Inflow And
Infiltration (CS)
7.1 Program Development
The ENGINEER will use the winter 2014/2015 flow
and rainfall data and winter 2015/2016 flow and
rainfall data (if available) to evaluate RDI /I in the
Districts collection system on a sewer shed basis
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upstream of each flow meter. Based on the RDI /I
evaluation, sewer sheds will be prioritized in terms
of RDI /I severity and compared against a baseline
RDI /I considered acceptable for a high perform-
ing wastewater agency. The ENGINEER will sug-
gest recommendations to address RDI /1 in the
District's collection system, including any nexus
with suggested pipe replacement strategies,
the Sewer System Management Plan and State
Water Resources Control Board expectations,
as well on the effect on Treatment Plant energy
consumption.
Deliverables:
• RDI /I analysis reduction TM.
Meetings and Workshops:
• Workshop to discuss RDI /I program develop-
ment (may be conducted in conjunction with
workshop on regulatory issues underTask 10)
8 Long Term Flow Monitoring
(CS)
ENGINEER will develop a long term flow moni-
toring strategy and plan to ensure the collection
system hydraulic model can produce representa-
tive simulations of collection system hydraulics,
and may include suggested follow -up flow moni-
toring activities coincident to identified capacity
deficient sewer corridors, to providing continuous
real time flow monitoring at several key locations
in the collection system to enable the District to
gain better insight into seasonal flow changes and
early warning mechanism for flow disruptions or
unexpected surcharging that may occur during
natural disasters or severe storm events that are
anticipated by climatologists to become more
common.
Assumptions:
• Follow -up flow monitoring will not be included
in this scope. Follow up flow monitoring will
be provided as an additional service, once it is
defined.
Information needs:
• District's data acquisition system methodology
for remote flow meters.
Deliverables:
• Long -Term Flow Monitoring TM.
Meetings and Workshops:
• Covered in monthly progress meeting.
9 Infrastructure Asset
Management Plan (AM)
9.1 Condition Assessment for Pump
Stations and Support Facilities
ENGINEER will prioritize and perform structural,
electrical and instrumentation, and mechanical
visual condition assessments and asset invento-
ries of the District's collection system facilities,
with emphasis on Pump Stations. Review and use,
where feasible, previously completed condition
assessment reports (e.g. seismic, concrete, pave-
ment, cathodic protection, cranes, odor control
equipment, etc.) to support condition assessment
findings. Prioritize assets requiring advanced
performance testing, predictive tools and testing
and perform additional testing on critical assets
impacting major master plan recommendations.
The District currently utilizes oil analysis, pre-
ventative maintenance schedules, and limited
vibration analysis and thermographic imagery.
Recommend additional predictive tools that may
assist the District in performing future condition
assessments.
ENGINEER will coordinate condition assess-
ment approach with the District's separate Asset
Management Implementation Project which
includes migration of the District's existing data
from the District's existing computerized mainte-
nance management system (CMMS), Mainsaver,
to a new CMMS, CityWorks ®. Use existing asset
inventories in the District's CMMS to the extent
possible.
Assumptions:
• The need for nondestructive tests is unknown at
this time. Therefore the tests will be conducted
under a separate contract, if required.
• Recommendations for testing will be included.
Information Needs:
• CMMS data and model.
• Previous condition assessment reports.
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Deliverables:
• Condition Assessment for Pump Stations and
Support FacilitiesTM.
Meetings and Workshops:
• Workshop to coordinate asset management
information and condition assessment.
• Meeting to review condition assessment find-
ings and recommendations.
9.2 Pipe Degradation Model
Development
ENGINEER will develop an approach and a model
to estimate the life expectancy and residual life
of a pipe. In addition, the model will predict when
the pipe will reach the point of failure, or end of
life. Evaluations of models and the methodology
for pipeline degradation predictions will be sum-
marized in a TM. The model will be developed
to forecast pipeline replacements beyond the
20 -year planning program to replace all pipelines.
In preparing the model, ENGINEER will review
and incorporate available District pipe attribute,
CCTV scores and associated cleaning frequencies
contained in District CMMS and or GIS databases,
together with District's previous degradation
analysis work to characterize useful life of sewer
pipe the collection system. ENGINEER will review
District's existing pipe replacement schedule
and develop a pipe replacement strategy (miles/
year) for the District. ENGINEER will review the
District's current CCTV program (video file man-
agement and scoring convention) and recom-
mend possible improvements to the District's
CCTV program and interface with the District's
new CMMS.
ENGINEER will conduct a workshop with District
staff to present the strategy and gain consensus
with District staff on the recommended approach
Assumptions:
• Video files will not be reviewed. It is assumed
that the summaries of the video files will be
used.
Deliverables:
• Pipe DegradationTM.
CCCSD I Comprehensive Wastewater Master Plan
Meetings and Workshops:
• Workshop to select model, present strategies,
gain consensus on approach, and coordinate
with CMMS and GIS.
9.3 Develop Repair and Replacement
Programs and Costs
In conjunction with the above Pipe Degradation
Models, ENGINEER will provide reporting,
weighing and scoring system, and analysis tools
for determining recommended near -term and
long -term repair and replacement strategies to
be incorporated into the Master Plan's capital
improvement project recommendations. Estimate
the repair and replacement costs for existing
equipment and pipe, and develop annual repair
and replacement costs required to minimize the
life -cycle costs for existing facilities. Identify
recommended frequency of recurring condition
assessment /inspection tasks. Recommend strat-
egy for continued condition assessments. Provide
training to District staff on use of technology and
interpretation /analysis of results.
9.4 Develop Condition Assessment
Templates
ENGINEER will coordinate with District staff and
the District's asset management implementa-
tion plan. ENGINEER will provide standard, site -
specific templates, predictive tools, and criteria
that can be utilized by District staff or contrac-
tors for future condition assessments and test-
ing. Coordinate with District staff to provide the
results in a format for incorporation into the new
CMMS consistent with industry standards (e.g.
ISO). Conduct a workshop to train District staff on
the use of condition assessment templates.
Deliverables:
• Condition Assessment Templates
Meetings and Workshops:
One workshop is assumed for training on use of
templates.
9.5 Force Main Assessment
ENGINEER will develop a condition assessment
program for the Districts force mains, with consid-
eration for the physical constraints of the existing
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CCCSD I Comprehensive Wastewater Master Plan
infrastructure. A tiered approach to inspection will
be evaluated for more detailed or invasive inspec-
tion technologies used on force mains that are
considered being of a higher risk. Planning level
cost estimates for the different elements of the
program will be included in the overall collection
system Master Plan.
9.6 Large Diameter Pipe Management
ENGINEER will Develop a program for managing
large diameter sewer pipes (pipes 24 -inch diam-
eter or greater, representing approximately 66
miles of the District's collection system), includ-
ing recommendations for cleaning cycles and
periodic condition assessment. ENGINEER will
develop a tiered approach for condition assess-
ment that may include several preliminary spot
condition assessments followed by subsequent
more detailed condition assessments, based on
a set of predefined criteria. It is envisioned the
developed program will be integrated into both
the District Asset ManagementProgram and its
existing Operations cleaning program. Type of
inspection and frequency of inspection, measure-
ment criteria for triggering additional inspections
and approach for that additional inspection will
be developed. Review existing District reports
pertaining to large diameter pipe; conduct a gap
analysis and include recommendations.
9.7 Root Control
ENGINEER will develop a memorandum on alter-
natives for addressing roots in the Districts col-
lection system, including consideration of both
chemical and non - chemical means, applicable
District strategic goals, the pace of the District's
annual pipe replacement schedule and any nexus
with the RDI /I program developed as part of the
Master Plan.
Assumptions:
• Deliverables forTask 9 will be presented in a
singleTM.
Deliverables:
• Collection System Asset Management TM.
Meetings and Workshops:
• One workshop to reviewTM.
10 Identify and Evaluate
Regulatory Scenarios (CS)
ENGINEER will identify, describe, and summarize
applicable new and emerging regulatory issues,
and develop regulatory scenarios that bracket the
range of potential future regulatory requirements
to be used in the development of master planning
alternatives. Include a summary of how potential
future regulatory changes may affect the District's
existing operation and management of the collec-
tion system. District staff will provide a complete
summary list of permits currently being tracked
and monitored by the District. One of the poten-
tial scenarios may include a general discussion
related to dealing with private laterals.
Assumptions:
• Evaluation will be based on regulatory trends
and experiences of other agencies.
General impacts of a service lateral program
will be evaluated but detailed effects, such as 1/1
reduction, will not be modeled.
Deliverables:
• Future Regulatory Scenarios TM.
Information Needs:
• Current collection system permits.
• Summary of other potential permits being
tracked by the District.
11 Resiliency Adaptation Plan
(CS)
ENGINEER will assess potential site impacts to
the wastewater collection system due to climate
change, including extreme water levels and
potential flooding due to high tides and extreme
precipitation events. Recommend policy, design
criteria, and improvements necessary to address
these impacts. Coordinate recommendations with
related regional, state, and federal projects and
recommendations for addressing climate change.
Deliverables:
• ResiliencyTM.
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Assumptions:
• Evaluation will be based on regulatory trends
and experiences of other agencies and informa-
tion readily available. No new models will be
developed.
• General impacts of a service lateral program
will be evaluated but detailed effects, such as 1/1
reduction, will not be modeled.
Meetings:
• To be covered in monthly progress meeting
12 Vulnerability Analysis (CS)
ENGINEER will assess vulnerabilities with the
District's existing wastewater collection sys-
tem facilities and provide recommendations for
improving the District's resiliency and security.
Vulnerabilities include site access and security
and potential impacts to District facilities and
operations due to supply chain disruptions (e.g.
chemicals, power) and natural and man -made
disasters. ENGINEER will summarize current and
potential future regional, state, and federal secu-
rity requirements that may require modifications
to the District's existing facilities and operations.
Assumptions:
• Evaluation does not include a security study
Security evaluation will be based general
assessment of remote sites during site visits
conducted underTask 9.
Deliverables:
• Vulnerability Analysis TM.
Meetings:
• To be covered in monthly progress meeting
13 Operation Optimization Plan
(CS)
ENGINEER will review operating data, conduct
tours of pump stations and other major facility
locations, interview operations and maintenance
staff, and apply appropriate analyses and model-
ing to help assess improvements to the manage-
ment of pumping, cleaning processes, chemical
usage, and energy to: 1) reduce energy require-
ments; 2) reduce operation and maintenance
costs; and 3) to reduce greenhouse gas emissions
CCCSD I Comprehensive Wastewater Master Plan
(if applicable); and 3) maximize use of avail-
able resources. Optimization recommendations
will consider existing and future recommended
processes.
Assumptions:
• Evaluation will focus on pump station require-
ments for existing facilities and planned collec-
tion improvements derived in Task 9.
• Evaluation does not include optimization of new
gravity /pumped combinations to reduce overall
energy costs for the collection system.
• Interviews with O &M staff will be conducted
during condition assessment tours forTask 9.
Deliverables:
• Operation Optimization TM.
Meetings:
• To be covered in monthly progress meeting.
14 Evaluate System Hydraulic
Performance (CS)
14.1 Evaluate Unit Base Wastewater
Flows (BWF)
The ENGINEER will review District's existing unit
flow rates for Residential Single Family (RSF) and
Residential Multi - Family (RMF) residences and
develop any needed revisions to the District's
existing unit flow rates based on the results of
model calibration in Task 5. These flow rates were
recently updated during the development and
preparation of the 2015 Cost of Service Study.
The need to use different unit flow rates for future
modeling scenarios will be discussed with the
District at workshops associated with assessing
the District' design flow criteria under Subtask
14.2.
Deliverables:
• Base Flow TM.
14.2 Assess District's Collection System
Hydraulic Design Criteria
The ENGINEER will review District's exist-
ing design criteria, both storm event and d /D,
and compare District's criteria to that of simi-
lar agencies. Through discussions with District
staff, potential alternate criteria that should be
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CCCSD I Comprehensive Wastewater Master Plan
considered will be identified. The relative risks
and costs associated with existing and any alter-
nate design criteria shall be developed and pre-
sented to the District. A workshop with District
will be conducted with the intention of achieving
consensus for the District's design criteria with
consideration for the nexus with treatment plant
design criteria. Discussions will include revisiting
the hybrid design criteria approach detailed in the
San Francisco Bay Regional Water Quality Control
Board and Bay Area Clean Water Agencies Fall
2004 Workshop presentation titled "Controlling
Sanitary Sewer Overflows in the San Francisco
Bay Region ", that suggests 20 -year design criteria
for high risk sections and a 5 -year design criteria
for the remainder of the system,- and how such
a hybrid system might be accommodated in the
new collection system model.
The ENGINEER shall use a continuous simulation
approach to develop potential design events for
the collection system. The purpose of the continu-
ous simulation analysis is to simulate flows based
on a long period of rainfall (50 year or more) as
if that rainfall occurred under existing collection
system and service area conditions. This provides
a statistically meaningful flow record from which
to rank storm events based on the magnitude of
peak flows or flow volume, and determine their
return frequency. The District has used a continu-
ous simulation approach in previous studies, for
example to "calibrate" the ArcSNAP model to
predicted 5- and 20 -year peak flows, as well as
to analyze the tradeoffs between treatment and
storage at the WWTP.
The ENGINEER will use the same continuous
simulation methodology as used for previous
District studies. This method uses two models,-
the Program for Infiltration /Inflow Continuous
Simulation (PICS) which generates flow from
rainfall data, and the Model for Optimization of
Storage and Treatment (MOST) that uses the
PICS flow output to perform the statistical rank-
ing of peak flows and volumes. The PICS model
will be calibrated to several recent representative
years of WWTP flows to develop a relationship
between rainfall and I/1 that can be applied to a
long -term rainfall record. The resulting MOST
statistics will create a ranking of peak flows that
can be used to identify specific historical rainfall
events that represent desired peak flow return
periods. These rainfall events can then be applied
in the InfoWorks hydraulic model to simulate the
flows in the collection system representing the
selected design event return period (e.g., 5 -, 10 -,
or 20- year).
Assumptions:
• ENGINEER will utilize the services of
SUBENGINEERTalavera & Richardson for the
continuous simulation analysis work based on
their extensive familiarity with PICS /MOST
models and previous experience performing this
work for the District.
Meetings and Workshops:
• Two, half -day workshop with District staff on
design flow criteria. One of these workshops will
be held in conjunction with the WWTP Master
Plan.
14.3 Review and Refine Capacity
Deficiency Criteria
The ENGINEER will review District's collection
system capacity deficiency criteria against those
of similar agencies. Through discussions with
District staff, potential alternate criteria that
should be considered will be identified. Model
runs will be used to evaluate the extent of the sys-
tem that would violate such criteria (e.g., exceed
maximum surcharge or minimum freeboard
levels, exceed maximum force main velocities).
Based on these model runs, relative risks and
costs associated with any alternative capacity
deficiency criteria shall be developed and pre-
sented to the District. A workshop with District
will be conducted with the intention of achieving
consensus for the District's capacity deficiency
criteria for the collection system.
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Deliverables:
• Design Criteria TM.
Meetings and Workshops:
• Half -day workshop with District staff on capac-
ity deficiency criteria (may be combined with
one of the Subtask 14.2 workshops).
14.4 Pump Stations Hydraulic Capacity
The ENGINEER will review District's existing docu-
mentation on its Pump Stations, interview staff,
incorporate model hydraulic information and
capacity deficiency and design criteria to confirm
the existing the hydraulic capacity of the Pump
Stations, and the capacity of the pump stations
to meet build -out and design event criteria, using
the Districts existing Reliable Pumping Capacity
criteria.
Meetings and Workshops:
• Included in workshop under Subtask 14.S.
14.5 Conduct Model Simulations and
Identify Capacity Deficiencies
Using the capacity deficiency and design crite-
ria agreed upon by District, the ENGINEER will
conduct model simulations to identify and evalu-
ate the hydraulic performance of the collection
system, for both existing and future conditions.
Thematic maps will be generated to present the
model results graphically, along with tabular out-
put from the model runs.
Where schedule permits, District staff will be
engaged in the capacity evaluation process and
provided hands -on opportunities if appropriate.
Where schedule does not permit, District staff
shall be given opportunity to observe ENGINEER
engineers (via webinar or at ENGINEER's office)
undertaking modeling related tasks through-
out the project and particularly at key steps in
the capacity evaluation process where District
staff can gain important learning and skills
development.
The modeling will also identify pipes that may
have insufficient flushing velocities or flow
irregularities under dry weather flow conditions
and flag them. This information, together with
CCTV, maintenance scores and pipe age may be
CCCSD I Comprehensive Wastewater Master Plan
considered in developing final solutions for the
Collection System Master Plan.
Assumptions:
• The budget for providing support or demon-
strations of modeling work under this Subtask
is included in the budget for informal training/
demonstrations under Subtask 5.9.
Deliverables:
• Thematic maps and model hydraulic profiles
showing areas of capacity deficiencies.
Meetings and Workshops:
• Two 2 to 3 -hour workshops with District staff to
present and discuss model results.
14.6 Investigate Potential Fate of
Modeled SSOs
Where the model predicts potential overflows
on trunk sewers or interceptor sewers during the
design event, the ENGINEER will investigate the
potential fate of those simulated sanitary sewer
overflows (SSO) to assist in prioritizing Capital
Projects. This analysis would likely be based on
review of area maps and topography to identify
proximity to drainage channels and creeks. If
useful and appropriate, InfoWorks® ICM 2D com-
ponent may be used to model extent and conse-
quence of flooding in terms of the SSO reaching
waters of the state, or other sensitive areas.
Deliverables:
Maps showing drainage channels and creeks
that could be impacted by model - predicted wet
weather SSOs.
Meetings and Workshops:
• Included in workshops under Subtask 14.S.
14.7 Develop and Model Preliminary
Capacity Solutions
The ENGINEER will develop potential solutions
for capacity deficiencies identified previously
using the InfoWorks® ICM model, and confirm
those solutions using the InfoWorks® ICM model.
Solutions presented will be the most viable alter-
natives and may include altering existing flow
diversion structures, include new flow diversions,
upsizing existing sewers or new sewer alignments,
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CCCSD I Comprehensive Wastewater Master Plan
or taking advantage of any identified storage
capacity within the collection system.
The ENGINEER will conduct a capacity analysis
workshop with District staff to discuss findings of
the analysis and reach a consensus on appropriate
solutions which will be developed in further detail
in Task 15.
Deliverables:
• Maps and model hydraulic profiles showing
preliminary solutions.
• CapacityTM.
Meetings and Workshops:
• One 3 -hour workshop with District staff to pres-
ent and discuss proposed solutions.
15 Develop Recommended Master
Plan Program (CS)
15.1 Develop and Evaluate Project
Alternatives
ENGINEER will evaluate project alternatives
using the economic and non - economic evalua-
tion criteria developed in Task 1. The evaluation
will consider the availability of suitable construc-
tion corridors, condition of existing pipes based
on available information, constructability issues,
traffic concerns, public and environmental impact.
ENGINEER may use available utility maps and as-
built drawings to research potential critical utility
conflicts that could represent "fatal flaws" to the
proposed sewer alignments.
Finalize descriptions, diagrams, layouts, site plans
showing existing and future facilities, cost esti-
mates, and preliminary design criteria for the top
ranked master plan alternative.
15.2 Run Hydraulic Model to Confirm
Capacity Projects
If hydraulic relief is required for top ranked proj-
ect alternatives, the ENGINEER will incorporate
recommended projects into the InfoWorks® ICM
model and run the model to confirm the proposed
projects address the hydraulic issues. The mod-
eling will also confirm and refine downstream
flows in the existing collection system to iden-
tify any additional potential capacity issues that
need to be addressed as a result of the proposed
alternatives.
The ENGINEER will Identify any recommended
follow -up flow monitoring, field investigations
or other analyses for future validation of recom-
mended capacity improvement projects.
Deliverables:
• Maps and model hydraulic profiles showing
proposed solutions.
15.3 Capital Improvement Plan
ENGINEER will develop a capital improvement
plan (CIP) showing the timing and phasing of
all capital improvement projects in the 20 -year
planning horizon with particular emphasis on the
first ten years of the planning horizon. The CIP
will be organized to identify linkages among the
major capital improvement projects and repair
and replacement projects such that the projects
can be re- sorted and re- scheduled as changes in
planning assumptions and need occur. Coordinate
the recommended capital improvements with
the District's existing Capital Improvement Plan
to provide an overall comprehensive capital
improvement plan.
Identify triggers for starting piloting (if applica-
ble), preliminary design, design, and construction
of the recommended capital improvement proj-
ects in order to determine efficient "just -in- time"
project implementation.
Identify policies, programs, and guidelines to
address overall program implementation includ-
ing project prioritizations (for example weighting
likelihood of failure and consequence of failure),
implementation costs, project delivery methods,
potential funding sources, and an estimated
schedule for implementing plan elements.
Assumptions:
CIP will be limited to the 20 -year planning
horizon.
Deliverables:
• Recommendations TM.
• CIP spreadsheets.
• Schedule and recommended project phasing.
Cash flow spread sheet and chart.
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Meetings and Workshops:
• Two 2 to 3 -hour workshops with District staff to
present and discuss CIP.
16 Financial Analysis (CS)
16.1 Identify Funding Opportunities
ENGINEER will recommend and identify funding
opportunities, such as grant and loan programs
forthe District, and other opportunities that are
applicable to the capital improvements included
in the recommended capital improvement plan
for the Collection System.
16.2 Financial Analysis Support
ENGINEER will assist the District to develop an
updated financial plan that identifies the annual
revenue requirements and rates and fees analysis
over the planning horizon, with emphasis on the
first ten years. The financial analysis will build
upon the District's newly developed rate model.
Provide annual flow and waste load allocations for
the recommended capital improvement plan to
perform the financial analyses. The financial anal-
ysis will consider the debt - structure funding strat-
egy, including pay -as- you -go and debt financing;
allocations of costs to billable constituents and to
user categories; near- and long -term capital and
operational needs; as well as potential impacts on
customer classes due to modifications of the rate
structures. The results of the revenue requirement
will define what levels of rate increases are neces-
sary in order to fund ongoing expenditures, identi-
fied capital needs, meet the District's policy goals,
and adhere to Proposition 218 and California
Government Code 566000 requirements.
Assumptions:
• District will perform the rate modeling either
through a separate contract orthrough use
of District Staff. ENGINEER will provide input
parameters for the model.
Information Needs:
• Rate model.
• District financial data including revenue and
costs.
CCCSD I Comprehensive Wastewater Master Plan
Deliverables:
• None — Financial analysis will be incorporated
into Recommendations TM and the Master Plan
Reports.
Meetings:
• Up to two meetings with District staff respon-
sible for financial plan and rates.
17 RESEARCH PROGRAM
RECOMMENDATIONS (CS)
ENGINEER will evaluate and select recommended
technologies for piloting at the District's collec-
tion system based on the master plan alternatives
evaluation and master plan discussions. Assist the
District to establish a program to screen, plan, and
implement pilot research projects ranging from
lab -scale experiments to full -scale pilot demon-
strations. The program will include recommenda-
tions for collaboration and partnering with other
agencies and /or academic institutions and recom-
mend planning studies that are not included as
part of the Master Plan scope.
Information Needs:
• Data and reports from existing and past pilot
studies and results.
Deliverables:
None — Research recommendations will be pro-
vided in the Recommendations TIM or as part of
the Alternatives Analysis.
Meetings:
None — discussion on research recommenda-
tions will be as part of regularly scheduled
meetings.
18 Prepare Master Plan
Documents (CS)
ENGINEER will prepare technical memoranda
(TMs) throughout the master planning process.
Organize and provide the TMs as a standalone
appendix to the Collection System Master Plan.
Summarize the major findings, recommenda-
tions, and conclusions of the TMs into a com-
prehensive master plan summary report with an
executive summary. Include one -page capital
improvement summary sheets in the appendix to
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the Master Plan for each recommended capital
improvement project.
ENGINEER will develop an additional executive
summary for the Comprehensive Wastewater
Master Plan that summarizes the major findings,
recommendations, and conclusions of both the
Wastewater Treatment Plant Master Plan and the
Collection System Master Plan.
Assumptions:
• Executive Summary will be a joint document
covering both treatment and collection system
recommendations.
Information Needs:
• None.
Deliverables:
• Draft Master Plan.
• Final Master Plan.
• Executive Summary.
Meetings:
• One meeting to review comments on draft mas-
ter plan and executive summary.
19 Environmental Documentation
(CS)
Once the Recommended Program and Projects
are determined, ENGINEER will develop a
strategy for complying with the environmental
documentation required to implement the recom-
mended capital improvement program. Different
CEQA vehicles will be considered for use depend-
ing on the type, location and timing of the proj-
ects. CEQA documentation vehicles or strategies
may include Categorical exemption, Negative
Declaration, Mitigated Negative Declaration
(MND), project specific Environmental Impact
Report (EIR) and a Programmatic EIR. One strat-
egy may be to group immediate need projects
that are replacement of existing infrastructure
that are categorically exempt from CEQA (likely
those at the plant) and to group other immedi-
ate need projects (likely those in the collection
system) into an MND . These projects may then
proceed right away while a programmatic EIR
is underway for the longer term recommended
improvements. ENGINEER will hold one meeting
with District Staff to review and discuss draft find-
ings and recommendations. This meeting will
be held in conjunction with the treatment plant
meeting.
Assumptions:
Scope and level of effort does not include engi-
neering support of CEQA document prepara-
tion. Only a strategy for CEQA will be provided.
Specific CEQA project scopes and budgets can
be prepared separately as the appropriate level
of project detail is available.
• One meeting on CEQA strategy.
Information Needs:
information on past environmental documenta-
tion efforts including success or challenges from
use of different CEQA vehicles (e.g. categori-
cally exempt, mitigated negative declaration or
EIR).
Deliverables:
Environmental Documentation Strategy Draft
and Final TM.
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