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HomeMy Public PortalAboutExhibit MSD 50B - Project ProposalProposal tor Stormwater Facility Planning (2005122) A. Understanding of the Project & Technical Approach gess The Metropolitan St. Louis Sewer District A. Understanding of the Project & Technical Approach As the Stormwater Planning Consultant, a primary objective is to provide technical and managerial expertise to assist the District's staff in the development of a comprehensive Stormwater Capital Improvement and Replacement Program (CIRP). In reality, as an extension of District staff, we working with you to Build the Stormwater Program and Build it Right. Equally important is our team's ability to be responsive to District requests on short notice or to change priorities and focus on solving a critical issue immediately. We will do this with our St. Louis Core Team. are Utilizing an upfront mix between field investigations and an overall watershed approach, we are proactively planning and assisting you in creating a program that will result in a highly efficient and cost effective system providing safe conveyance of stormwater throughout the District. The District's handling of stormwater receives significant public attention and must be addressed. Working with you, we will determine the appropriate level ©fplanning. Working with Gary Moore, Mark Koester, and other assigned District staff as an integrated team, a broad range of services will be required from field to office work. Our team is lead by Project Manager, Ed Sweet PE, who has 34+ years experience, including 25+ years in planning, managing and designing District projects. Ed is 100% committed to your planning effort. Because our team firms (PWI, RJ, EDSI and ABNA) have successfully completed many District projects, we know your organization, your staff, your overall system including storm and combined sewer areas and local field conditions. Project Approach We are systematically approaching this planning effort from a watershed (Mississippi River, Missouri River and Meramec River) standpoint as discussed in more detail in Section B1 (Project Manager and Project Team). Each watershed has a dedicated team assigned to focus on specific watershed needs. Our watershed leads: Alice Haga, PE (Mississippi River), Monte Griffith, PE (Missouri River), and Leonard Lammert, PE, RG (Meramec River) have extensive District project experience. Each watershed team will have an assigned field team and project engineer. Since the watersheds are so large, we anticipate that watersheds will be further analyzed by tributary watersheds and in some cases subwatersheds to evaluate regional issues and solutions. We have experience in Stormwater System Master Improvement Plans (SSMIP) and CIRP development on a watershed basis for other clients (e.g., City of Clearwater, Sparks, NV, Cobb County) and bring that experience to you. The watershed approach will provide holistic system sokttions for improved flood control measures, water quality benefits and habitat restoration. A macro view of the stormwater issues with the proper coordination with wastewater planning will provide you with optimal solutions. A detailed work flow chart illustrating the various program development stages and a schedule are provided in Section D (Project Design Schedule). A-1 PARSONS WATER & INFRASTRUCTURE Proposal for Stormwater Facility Planning (2005122) MSS The Metropolitan St. Louis Sewer District Significant Project Features Six project features that will significantly define the program are: (1) Public Perception, (2) Validate Identified Issues, (3) Field Investigations and Data Management, (4) Detention Basin Inventory, (5) Operations and Maintenance Program, and (6) Program Funding. As we developed our approach, we recognized that many questions (shown in italics) are associated with these six features. This program has complex issues, problems and objectives requiring both practical and innovative analysis to develop comprehensive solutions. These features and key program actions include: 1. PUBLIC PERCEPTION What is the Public's Perception? The general public's perception is that when flooding occurs, it is the District's fault and the District should fix the problem. Changing this perception is a critical element of the stormwater program success. Since voters will be asked to approve taxes to fund capital projects, the general public must be educated on what the District's responsibilities are and what funding is available. Who has jurisdiction? So many stakeholders are involved in the stormwater system within the District's boundaries, the issue of jurisdiction and whose problem it is can be very difficult to agree upon. Involving stakeholders in the stormwater management plan development is essential so that a comprehensive program can be implemented. Working with Lance LeComb and other District staff, we will define the expected level of effort for public education and relations, for such items as work with Citizen or Stormwater Advisory Groups. A-2 A. Understanding of the Project & Technical Approach We have successfully developed and implemented public education/relations programs on other similar projects and have worked with St. Louis citizens and municipalities (e.g., Chesterfield, Creve Coeur, City of St. Louis, Wildwood, Hazelwood, Town & Country, Ladue, Maryland Heights). 2. VALIDATE IDENTIFIED ISSUES The District has identified approximately 1,800 stormwater issues documented from various sources. These issues include structural flooding from creeks or rivers; structural, roadway or yard Pin prepared 50+ stormwater and wet weather control and management fact sheets, which the USEPA disseminates in their public outreach Program. erosion; common ground flooding/erosion; yard, roadway or sinkhole flooding. Some issues are not real problems and there are others not yet identified. Identified issues will be evaluated to determine realistic needs, practical and feasible solutions, prioritization, costs and implementation schedules. Our combination of local and national talent provides a "fresh" perspective on the issues. Have all needs been identified? Compile a Comprehensive Issues List: The District's initial list of 1,800 issues will be verified using various sources, such as the SSMlP reports, complaints documented in the Hansen system database, stormwater studies from various municipalities (e.g., Chesterfield, Webster Groves), the S/K/M&E report and District staff interviews. For example, all citizen complaint records will be reviewed and cross-checked against the 1,800 listed issues. Some complaints are already listed as an issue; others are new, while still others have been addressed by completed projects. The system is dynamic; therefore, we will work with the PARSONS WATER a} INFRASTRLICTURS Proposal for 5tormwater Facility Planning (2005122) MRSMI The Metropolitan St. Louis Sewer District Operations staff on a system to obtain real-time complaint information. An issue not requiring a project or solution will be documented and not considered further. Having reviewed complaint data on many District projects, our team is very familiar with your codes and abbreviations identifying the problem and any corrective action taken. How do needs become projects or solutions? Early Wins: Working with you, we will develop a list, scope, cost estimate and schedule for "early win" solutions and projects (e.g., maintenance, people's backyard flooding, conveyance extension projects) for short-term implementation. Early win implementation will demonstrate the District's commitment to the ratepayers and help gain their support for items such as taxing votes. Extensive Fieldwork: This effort requires extensive fieldwork, which is a significant feature addressed on Page A-6. Determine Problem Cause: As data is collected and generated by field investigations, the likely problem cause (e.g., inadequate pipe capacity, stream flooding, hydraulic capacity limitations at structures, deferred maintenance, inlet deficiencies) is determined. Some major causes are: River/Creek Flooding and Erosion is a major cause of damage and citizen complaints. Less than 10% of the currently identified projects are classified as frequent or infrequent flooding from rivers/creeks but they account for over 40% of the estimated improvement costs. This type of issue typically requires a more complex and larger scope solution (e.g, floodproofing structures, buyouts, channel improvements) to minimize structural damages to adjacent properties. These complex problems require a regional approach and a combination of capital projects and O&M solutions. A-3 A. Understanding of the Project & Technical Approach GIS and FEMA flood maps will be used to determine river/ creek flooding limits to establish a zone of potential structural property damage. Flood level of service will be defined. FEMA's desire to update maps on a 5-year cycle can be a funding source. FEMA, under their Cooperating Technical Partners (CTP) program, allows municipalities to become active partners in the FEMA Flood Hazard Mapping Program and FEMA provides funding. PWI is currently assisting Southwest Florida Water Management District, a FEMA CTP member, in its watershed program. The District's stream bank mitigation program will be integrated into the solutions, such as "how many credits and type of credits?" The Urban Stream Stability Expert System will be part of the program to assist with such items as project limits, parameter data needs and upstream/downstream impacts. ill's Sappington Greek Watershed Study is the model fame District geomorphic assemments as welt as a pilot program for the Urban Stream Evert Vim, ■ Inadequate capacity and poor physical condition of some conveyance pipe system are primary causes of flooding and erosion. Causes could be broken pipes, clogged pipes, debris filled inlets, insufficient quantity of inlets, undersized pipes, reduced inlet sill opening, etc. Classification of Problem: Our field teams will make an initial determination if the problem requires a capital project or O&M solution based on observed field conditions. This classification will be confirmed or revised by the watershed project engineer. Issues will be classified as (1) capital Lprojects, (2) O&M solutions, or (3) Potential Non - District responsibility. PARSONS WATER & INFRASTRUCTURE Proposal for Stormwater Facility Planning (2005122) miss The Metropolitan St. Louis Sewer District What about issues not in the District's jurisdiction? District's Responsibility: Because the system is very complex and there are numerous "owners" and stakeholders, it is often difficult to determine responsibility for project implementation and costs. The list of Potential Non -District responsibility issues will be discussed with District staff to determine the responsible party. If you agree that an issue is within your domain, then it is moved to either the Capital Projects or O&M lists. If not, then we will work with you and the responsible party as you direct Proiect Development: For problems classified as capital or O&M, alternatives are developed to provide project definition. Some projects and solutions may be straightforward and not require an alternatives analysis but simply a project solution description and a conceptual cost estimate. in many areas, a regional approach needs to be applied rather than solving each problem individually. Both stnictural (e.g., channel improvements, detention/retention basins, storm sewer improvements, culvert improvements) and non- structural (e.g., Ordinances, flood plain regulations, land buy- outs) alternatives will be evaluated. A decision matrix is used to evaluate each alternative to determine the preferred alternative. Some projects identified in the SSMIP require revision because the regulators may not agree with the proposed solution. Alternatives will address hard armor vs. bioengineered solutions. Lined A-4 A. Understanding of the Project & Technical Approach channel functioning will be evaluated and natural "channelization" considered. The District's existing work on Phase II regulations will be integrated into the program. Sanitary project implementation eliminates quality concerns but runoff from non -point sources may still result in not meeting water quality criteria. Water quality issues will be coordinated with the District and Jacobs Civil, the Wastewater Planning Consultant. some water Multi -faceted BMPs will provide flood abatemen4 water qualyat improvements and recreational benefits'. PWI has extensive stormwater experience in alternatives developments ilving Best Management Practices (BMPs) for clients such as Milwaukee, Cobb County and USEPA. We understand flooding is the major concern but with minor project modifications during design, water quality can be improved. For example, for the City of Clearwater in a downtown urban area, a detention system including stormwater treatment was constructed and addressed both flooding and water quality. We will assess multiple benefits Our local team has experienced modelers who utilize HYDRA, XP- SWhM hrEC d, HEC-2, DEC -RAGS, HEC-HMS, StormCADD as well as Haestad/Bentley software (e.g., flood attenuation, treatment and recreational) from utilizing regional detention/treatment systems. We expect to integrate hydrologic and hydraulic modeling into activities such as alternatives analyses for area solutions. We will use a phased approach to modeling, initially using the model for localized solutions and then expanding and linking the model PARSONS WATER a INFRASTRUCTURE Proposal for Stormwater Facility Planning (2005122) pow The Metropolitan St. Louis Sewer District for regions. We can cost effectively use modeling to solve problems and expand the District's XP- SWNIM open channel model. Land use projections will need to be verified and updated with an emphasis on future land use. Rainfall data is essential to accurate modeling. Spatial distribution of rainfall across the St. Louis area must be applied. We will work with the District and utilize your consultant, OneRain, for storm development. This approach is consistent with and will be coordinated with Jacobs Civil. Storm events along with current flow monitoring data, including District and USGS stations, will be used for model calibration. Project packaging will be evaluated. Can a series of projects be grouped to create larger projects? Is there a more regional solution to the problem than just local? Is the solution a combination of capital project and O&M? These are important questions to consider during alternatives development. Our team will evaluate project constructability and address issues such as construction sequencing so that a project constructed today doesn't have adverse impact upstream or downstream. We'll also evaluate if construction projects can be packaged to increase Minority Business Enterprises/Woman Business Enterprises (MBE/WBE) participation. Many problems may be centered in localized area and require a broader regional approach for an optimal solrn. Are Costs Accurate? An important element of the alternatives evaluation is cost estimating, including lifecycle costs. For adequate funding and project sequencing, cost estimates must be accurate for local conditions. Our team is local and knows the St. We will evaluate future local trends and projects (e.g., Hwy 40/1-64) impacts on construction costs. A-5 A. Understanding of the Project & Technical Approach Louis market as well as your cost estimating procedures. Recent market changes such as high energy costs, and material cost escalations and labor availability have resulted in underestimated costs. We will review with your staff the cost estimating procedures, database, cost basis, escalation factors (base year) to make modifications before estimating tasks start. Concept designs will be developed for each of the preferred alternatives. For the conceptual design, the brief scope of work and cost estimate from the alternatives development will be further defined. Revise Prioritization System: We propose that a prioritization team comprised of District staff and our team work together to obtain stakeholder input, review regulations, review level of service and formalize District priorities. This joint effort promotes idea exchange resulting in a more comprehensive evaluation. The prioritization system used in the SSMIP will be evaluated to determine appropriate changes. From our previous experience and potential changes in District focus, existing weighting may need to be revised, and categories (based on NPDES Phase II regulations and District priorities) added, changed or deleted. For example, for Alafia Watershed, the weighted ranking criteria included: flood control, water quality, ecological benefits, channel erosion control, recreational/ educational, relative benefit/cost, ability to implement, and public acceptance along with project precedence. During the SSMIP effort, approximately 500 projects were ranked as high priority; the remaining —1,300 projects were not ranked. The current prioritization system places a high rating on flooding; the revised systems may place more emphasis on items such as system upkeep. Since many O&M solution components are not found in typical capital projects, separate prioritization systems for the capital projects and the O&M solutions are require. Many factors are PARSONS WATER 6l / NFRASTRLJC TLJ E Proposal for Stormwater Facility Planning (2005122) The Metropolitan St. Louis Sewer District the same but the weighting of the factor could be different. Cleaning debris from inlets, creeks and pipes, and milling pavement at inlet sills are some O&M solution examples. Implementing an O&M prioritization system tailored to these types of solutions is a critical element in efficiently allocating funding for these improvements. Utilizing a database structure for all stormwater assets will help plan, manage and troubleshoot O&M on a real time basis. We recently developed a geodatabase structure for Fulton County for their stormwater asset management needs. Determine Project Ranking Number: Each project or solution will have a ranking assigned by applying the prioritization system to the concept plan after it is developed. Develop CIRP: Because of the significance of O&M solutions, capital projects will be kept "separate" from the O&M solutions. Therefore, two lists (i.e., (1) prioritized Capital Projects and (2) prioritized O&M solutions) will be compiled. All ranked projects and solutions will be ordered from highest to lowest priority for each of the three watersheds. The watershed lists will then be combined into a District -wide program for capital projects and O&M solutions. An implementation schedule will be developed for each list. Project scheduling is impacted by funding and must accurately match District funding scenarios. We'll work with the Finance and Planning staff to coordinate scheduling and funding. !ME- A-6 A. Understanding of the Project & Technical Approach Preliminary Studies/Project Definitions: The District desires to perform 35 project definition and preliminary studies each year. We propose to prepare at least 50 project definitions/ preliminary studies the first year to enable the District to start the program with a bang, including "early wins", sooner rather than later. Individual preliminary schedules along with an overall master schedule will be used for tracking project progress. Preparing preliminary studies and project scope definitions is one of our team's strengths. Our staff is very creative and can look at both traditional and innovative solutions to develop a "big picture" approach to create a comprehensive stormwater program. RFP/RFQ Development: Our staff will assist you in preparing RFPs and RFQs for capital projects final design. Our staff knows the detail level you expect from years of working with you. 3. FIELD INVESTIGATIONS AND DATA MANAGEMENT All identified needs and detention/retention (here after referred to as detention) facilities will be field investigated. This extensive effort is geared toward validating information previously collected, gathering new data and using this information to define solutions/projects. For management of large volumes of real-time data, a geodatabase will be utilized. Upfront, we will define and structure the geodatabase to link with your system. For example, PWI provided Hillsborough County with a database containing over 5,800 documents linked in the GIS by spatial location. Detailed, accurate documentation is essential for program success. Base maps will be updated with new field data and recent projects. F 41. PAS WATER & INPRASTRUCTURE Proposal for Stormwater Facility Planning (2005122) Mai) The Metropolitan St. Louis Sewer District Why Prioritize Field Activities? Field activities prioritization is important so as not to duplicate work, miss items or be inefficient. Field prioritization is based on such items as "early win" projects, projects where definitions/studies are starting, SSMIP high priority issues, and where the more critical needs occur. How do you standardize field activities? There must be consistency. We will implement a standardized field investigation procedure, standardized field data collection forms and photo log requirements. Personal Data Assistants PDAs) and GPS will be utilized for field activities. Information is downloaded directly into the computer programs. For consistency, we will use hardware/software compatible with that used by other consultants such as Woolpert and RJN, who are currently performing District field activities. Each watershed team will have an assigned field team focused on projects within that watershed. This builds a knowledge base for the field team and efficiently utilizes their time. How do obtain stream and geomorphology information? Having worked in the area for many years, our specialized resources, including Dan Binz, RG and Paul Reitz, PE know the local geomorphology, rivers, streams, and geotechnical soils and rock that varies across the District. A Stream and Geomorphology Field Team, lead by Daniel Binz, RG will support all watershed teams. This specialized technical area is significant because a large percentage of the estimated project costs are associated with creek/river flooding. It is important to have an expert team working on a daily A. Understanding of the Project & Technical Approach basis. Steve Gough, from Little River Research & Design, who is currently working on Reitz & Jens' Sappington Creek project, is available as a resource on especially complex geomorphic sites. Certain flooding events are only adequately investigated during or immediately following rain events. Our storm teams will respond during these events to gain needed information and observe first hand how the system functions. What data do we collect? Collecting the "Right" Data: A Data Management Plan will be implemented so all data is handled consistently and is placed in a secure location. Prior to collecting any data, the intended data use must be defined in order to define data needs. The USEPA's Data Quality Objectives (DQO) process can be used as a guide to collecting the "right" data. Field investigations may identify further investigation activities such as surveying or CCTV. ESDI and ABNA can perform the surveys. For CCTV, we will coordinate with the District and Consultants (e.g., Ace Pipe, Severn Trent) for these services or secure a separate subcontract. 4. DETENTION BASIN INVENTORY We will utilize storm teams to go to the field during rain events. Approximately 2,000 to 2,500 detention basins are estimated to exist within the District's boundaries. The District has basin information on approximately 1,300, but little if any information on the remainder. Over the years, detention basin design criteria have changed. Therefore, many of these basins are not designed to current District standards. Typically, basin designs have been project specific so no overall analysis was performed to determine how basins and the system are interrelated. Detention in some areas may actually be detrimental. A-7 PAR ONS WATER q, INFAA5TAUCTURE Proposal for Stormwater Facility Planning (2005122) The Metropolitan St. Louis Sewer District Reanalyzing the entire watershed systems to reduce peak hydrographs may be appropriate. Our team has designed detention basins for numerous municipalities, government agencies and private sector clients (e.g., Town & County, St. Charles, O'Fallon, East St. Louis). Thus, we are very familiar with critical facility elements. Our team also has extensive experience inventorying District and local municipalities' structures. PWI inventoried over 3,000 structures for the Blackstone -Clarendon project. Why inventory the detention basins? When evaluating the stormwater system, detention basins are critical system elements. In particular, we are obtaining, organizing and assessing detention basin information to determine if the detention basin discharges positively or negatively impact stormwater problems upstream and downstream of the basin. Have all basins in the District been identified? Verify All Basins are Identified: The existing identified basins list, aerial photographs and field reconnaissance will be used to "find" and investigate all basins even those not identified on plans or other District records. We will also review the District's files to find the P-jobs that have detention basin information. ABNA and EDSI can provide surveying if additional field topographic data is warranted. Collecting the "Right" Data: It is our understanding that a basin inventory database from previous investigations has been developed. We will first evaluate and revise as necessary the existing detention basin database and perform validation. For example, is all information included? If not, what actions will address data gaps? In general, we expect to evaluate such items as dimensions, overall capacity, outfall capacity, basin design criteria, operating conditions, needed maintenance repairs/retrofits, and owner/responsible party. A. Understanding of the Project & Technical Approach We will field verify that the existing database information is still accurate. For each of the basins not previously inventoried, thorough field investigations will be performed. Field data is entered into the GIS system so the entire detention basin database will be added to the maps. Do the basins function properly as a system? Detention Basin Data Use: Detention basin information is used to evaluate the system so alternatives solve the real problems. In the past, the District evaluated the potential for regional detention systems but these were not developed further for a number of reasons such as lack of usable area and the coordination necessary for municipalities to act. As part of alternatives development, we will explore ways to implement regional detention if it is cost effective and benefits the program. As part of an overall stormwater program approach, hydrologic and hydraulic modeling may be required to evaluate detention basin impacts. Who maintains the basins? Basin Responsibility: Jurisdiction over these basins may not be the District's. We will work with you to evaluate whether the District assumes responsibility for basin management and/or enforcing regulations to the basin owners (e.g., subdivisions, municipalities). The extent of the District's future detention basin responsibility will be addressed and incorporated into the new stormwater management program. 5. OPERATIONS AND MAINTENANCE PROGRAM Deferred Maintenance: Stormwater system maintenance in most areas has been minimal for a number of years due to lack of funding, resources, and jurisdictional responsibility. Deferred maintenance has contributed greatly to the current system deficiencies. Working with you, we will develop a proactive, systematic maintenance A-8 PARSONS WATERS INFRASTRUCTURE Proposal for Stormwater Facility Planning (2005122) mitin The Metropolitan St. Louis Sewer District program. It will include items such as resource capabilities, staff allocation in combination with subcontractor support, solutions implementation as well as identifying new O&M needs. What is classified as an O&M solution? O&M Solutions: During initial program development, we'll work closely with Dave St. Pierre and the Operations staff to outline the O&M program elements, lines of communications and define responsibilities. It is expected that as in the past, solutions less than approximately $50K to $100K will not be Listed as a capital project but added to the O&M solutions Iist. We will work with the Planning, Operations and Engineering Departments to define these projects. For ffarris County TX PWI is developing a stormwater asset moment ,paten, including system inventory, traihtg and solutions. A majority of issues (e.g., inlet conditions/capacity, debris, sediment accumulation) can be resolved with O&M solutions and an emphasis will be placed on these solutions during program development. O&M problem solutions are usually relatively inexpensive, can be identified and completed quickly as long as resources are available. Separation of O&M solutions from Capital Projects allows for prioritization of stormwater O&M efforts. As examples, many inlet opening capacities have been greatly reduced over the years through road repaving and many creeks have an accumulation of debris at culverts and bridges. The question becomes, "whose problem is it and how do you solve it?" MINES A-9 A. Understanding of the Project & Technical Approach What is level of O&M services? Core vs. Non -Core Services: We understand that the new impervious rate charge will fund O&M solutions implementation. Many identified stormwater needs do not fall under the District's Charter, as designated core vs. non -core services. In order to support increased stormwater charges, the District may need to provide additional services (i.e., non -core services). However, before the District assumes responsibility, you need to make sure that whatever the system, it "works". The extent of District responsibility for stormwater maintenance will be defined in the program. PROGRAM FUNDING Funding is a major issue for the District. The District is evaluating using an impervious rate charge to fund O&M activity costs with the additional capital funds raised via a vote for taxing Sub -Districts. Some municipalities such as within the Coldwater Service area have taxing to fund stormwater projects. However, west of Lindbergh/I-270, there is no funding source. We will draw on our experience from numerous clients such as Cobb County, Sparks NV, Winterhaven FL, where we have developed and implemented stormwater utilities. Major flooding problems occur in the Lemay area. As a small Sub -Dicer et, funding is insi cient to support needed in prtwements. We will work with the District and stakeholders on such focal areas. It is our understanding that the District proposes to present to the Rate Commission in the summer of 2006. A taxing vote by Sub -District maybe scheduled for as early as November 2007. We expect to support public education for such activities as the tax voting process. We will work with you and each Sub -District's Citizen/Stormwater Advisory Committee to PARSON! WATER & INFRASTRUCTURE MSD Proposal for Stormwater Facility Planning (2005122) A. Understanding of the Project & Technical Approach The Metropolitan St. Louis Sewer District establish priorities and reach consensus. We will also consider if there is a disproportionate project distribution among the watersheds/service areas. The Sub -District taxing as well as our watershed planning approach will help with low appropriation areas. Funding for a stormwater project may not be available at the same time as a wastewater project. As the stormwater CIRP is developed, one criterion for implementation scheduling will be coordination with wastewater projects. What are other funding sources? Grants/Loans/Other Funding Sources: Our team members are frequently engaged to assist clients in seeking and obtaining alternate sources of infrastructure financing for major projects. PWI staff has assisted clients with Community Development Block Grants, tax increment financing, special assessment districts, bonds, and similar methods of financing for capital projects. PWI has assisted the USEPA in evaluating their State and Tribal Assistance Grant (STAG) process. For example, Mount Clemons MI used these grants for sewer separation including new storm sewers. We have also supported USEPA on the Clean Watershed Needs Survey and have extensive knowledge of the state revolving loan process. Many potential funding sources are related to water quality issues and ecosystem. restoration. This may be a method to secure funding. PWI has successfully assisted clients (e.g., Augusta GA, Vernon, TX) in securing Clean Water Act 319 grants, which are to control non -point source pollution to protect local waterbodies. You can often partner with universities to secure non -point source grants. We will work with you and St. Louis USACE to discuss the option of the USACE developing projects, especially river flood control and ecosystem restoration and funding. Anticipated Obstacles or Problems In the previous discussion, we outlined significant project features and discussed anticipated challenges. Our team has the bench strength, locally and nationally, to answer essentially any question. We have established project management procedures to provide timely tracking of costs and schedule. Based on past performance, we are known by you as being responsive and providing excellent quality work. We ask for the opportunity to work with you to handle this challenging project. Information Desired from District Copies of all District materials related to the stormwater system will be requested including SSMIPs, models, GIS database, complaint records and detention basin database. Other requests will be made during the project initiation meeting. Regulatory Contacts/Permits Required Coordinating with the United States Environmental Protection Agency (USEPA), the USACE St. Louis District and MDNR is a given. For example, USACE 404 and 401 permits and other permits will need to be identified for project definitions and likely for creek and river maintenance. During alternatives evaluations, conceptual design and project definition/preliminary studies, necessary permits will be identified. Our local team has worked with all these agencies and more. Paul Reitz and other team members have worked with the USACE St. Louis District, MDNR, USEPA, St. Louis County and the various municipalities for many years. We know their requirements and have good working relationships with these agencies that can expedite cooperation and decisions on specific issues. No Special Changes, Modifications, or Additions from the "Services to be Provided" or the District Standard Contract are proposed. A-10 moo PAi UDNB WATER R INFRASTRUCTURE Proposal for Stormwater Facility Planning (2005122) M= The Metropolitan St. Louis Sewer District • Bl. Project Manager and Project Team Each section is unique enough, so we divided Section B into two separate sections as follows: • B1. Project Manager and Project Team • B2. Project Management Approach. We are an exceptionally strong team with the local resources to meet and exceed the technical, planning, and management experience required to work with you as an extension of your staff Our team consists of Parsons Water & Infrastructure Inc. (PWI), Reitz & Jens, Inc., Engineering Design Source, Inc. (EDSI), and ABNA Engineering, Inc. (ABNA). This team can efficiently perform the required tasks for this planning effort. "Project Manager (Ed Sweet) had good control of the project. Excellent data gathering and research. Sound, logical alternative analysis and solutions. Consultant responded quickly to MSD concerns. Good use ofMWBE sub - consultants. " 2004 MSD Consultant Annual Project Performance Evaluation: Blackstone -Clarendon Combined Sewer System PROJECT MANAGER Ed Sweet, PE leads our team as Project Manager. He will be your day-to-day contact, working closely with our team, Gary Moore, Mark Koester, your staff and other consultants. He is a 34+year veteran, including 25+ years of planning, designing and managing District storm and sanitary projects. He consistently provides quality work within schedule and budget. Ed is 100% committed to this planning effort. Ed was selected for his strong project management INPwEwr B1-1 Section Bl. Project Manager and Project Team experience, technical knowledge, communications skills, responsiveness, cooperative nature and extensive knowledge of the St. Louis area and your organization. Ed's only responsibility is project management and providing outstanding client service to the District. He will not be assigned other activities because of the significance of the District as St. Louis PWI's key client. PROJECT TEAM ORGANIZATION Locally, our team finns have a combined 170+ individuals. This team is augmented by national expertise with another 1,200 individuals within PWI and 10,000 more within the Parsons Corporation. This depth of technical capabilities gives our team the flexibility needed to respond to changes throughout the program life. Local stab will be available on very short notice to accomplish specific tasks, to meet schedule milestones, or to accelerate the program as needed. The project organization chart is on Page B1-2. We have established two teams to plan, manage and execute the tasks: 1. Core Team 2. Technical Support and Strategic Stormwater Team The Core Team will coordinate and execute the day-to-day activities. These individuals are the people you will interact with daily. To facilitate communications and promote a team atmosphere, we will work as an integrated team including co -location of our Core Team in the St. Louis PWI office. We have space readily available to accommodate the team and establish a program office. A large amount of data and documents will be collected for this planning effort so establishing a program office is critical for managing and sharing this information. PARSONS WATER i INFRASTRUCTURE! The Metropolitan St. Loins Sewer District Strategic Stormwater Team Lewis, PhD, PE a Lead P Reitz, PE • Walid Hatoum, PE Nicole Adewale • Dikran Kalaydjian, PE • Mel Vargas Missowi River Watershed Team • Monte Griffith, PE Lead • Joel Budnik-:b'YeldTechn cioin Field Assistant • Tobin' Bonnel1, EFT =P ojeer Engineer W. S.PrealleneOnlarPhOlOgY Meld 1'cam 13aniel Binz,.RO-FieldTec-hmciar, Project Manager • Ed Sweet, PE I Mississippi River Watershed Team • Alice Raga, PE - Lead Michael Brown, EIT -;Reid ;re -Itriician Field Assistant • SunCi nter., PE - Project Engineer I Regulakey Coordination Paul Rem, PE Public Education/Relations Robert Ernst, PhD Funding Issues GaryLewis, PhD, .PE 1 1 Technical 'Support Team (-.deeded) Hyckaulictllydtolov M lnrg Water Quality Modeling Gary Lewis, PhD, PE Mel Vargas GIS Matthew Schulte Surveying ABNA •' Legend • Parsons Water & Infrastructure, Inc. (PWI) Reitz & Jens, Inc. (RJ) ABNA Engineering, Inc. (ABNA) • Engineering Design Source, Inc. (EDSI) QA/QC Team Paul Reitz, PE - Manager Sheryl Hodges, DE, PE, LPG z, Bill Ragsdale, PE Dave 1kowski, PE NI *ateiskttitTeato Leonard Lit, PIi, RG -Lead i Grimaud'- Mald Technician II Fie Aslstarat Al BIT -Project der Data Msnagement Bashad. f Tr L * Field Assistants — Envy level (0-2 years) individuals from team firms ** Registration States are listed on individual's resumes. *** Additional Field Teams are expected to be added at various planning stages. O&M Lynn Nartc i Cost Estimates & Scheduling * Stephen Hilderbrand. PE Go rsirrsctabill Core Team Technical Support and Stormwater Strategic Team CAD Da ' I�ihz; ` G cfrilai b Lake PWS • Tim Stephens, P13 Proposal for Stormwater Facility Planning (2005122) MSS The Metropolitan 5t. Louis Sewer District As lead by Ed Sweet, the Core Team will consist of: Project Manager Quality Assurance/Quality (QA/QC) Team • Watershed Teams (Mississippi Meramec River and Missouri River) • Stream/Geomorphology Field Team • Data Management Control River, Project Manager As discussed previously, Ed Sweet will lead the team. QA/QC Team Quality control is extremely important to the District and our team. Therefore, we have assigned experienced, technically strong individuals to provide quality control leadership. The QA/QC Team Manager is Paul Reitz, PE. Representatives from each firm are on the QA/QC Team, as it is important that all the firms provide consistent emphasis on quality. The responsibility of the QA/QC team is to ensure that the team produces exceptional quality work that benefits the District. This group will meet at least monthly with Ed and "Excellent quality control throughout the project. The District was always kept up to date on the status of the project and all issues. All submittals were on time, complete, and in good condition. The District reviews consisted of mammal comments due to the thoroughness and quality control of each submittal." 2003 MSD Consultant Annual Project Performance Evaluation: Daniel Boone Trunk Sewer & Channel Replacement Ed Sweet (Project Manager) B 1-3 Section Bl. Project Manager and Project Team the Watershed Leads to discuss quality issues as well as routinely review work products. Paul will work with District staff and the entire team to develop and implement a QA/QC program as discussed in Section B2. (Project Management Approach). Watershed Teams The Core Team is organized by the three main watersheds: Mississippi River, Missouri River, and Meramec River. Each watershed team functions in the same manner The watershed approach will provide holistic system solutions for improvedflood ood control measures, water quality benefits and habitat restoration. A macro view of the stormwater- issues with the proper coordination with wastewater planning will provide the District with optimal solutions, Our previous experience demonstrates that this team division by watershed is proven and sound because each watershed has topographies, geological features, and infrastructure that make it unique and require more site -specific solutions. This organizational structure also provides optimal coordination with the Wastewater Planning Consultant, Jacobs Civil, who is moving to a sewer shed/service area approach. A standardized approach will be applied so the entire team understands the program direction, communications, expectations, and quality of work product. Standard data collection forms, sketch forms, structure identifications, project description criteria, and unit costs will be utilized by all team personnel. It is expected that all core team members will participate in field activities at varying times during the planning effort. PARSONS WATER a INFRASTRUCTURE Proposal for Stormwater Facility Planning (2005122) MUSD The Metropolitan St. Louis Sewer District Section B1. Project Manager and Project Team Alice Haga PE, Leonard Lammert PE, RG and Monte Griffith PE are the Watershed Leads. The Watershed Lead is responsible for overall coordination and management of all watershed activities, as well as all Capital Improvement and Replacement Program (CIRP) tasks. Mice will lead the Mississippi River Watershed and direct all stormwater activities in the Bissell and River Des Peres (Lemay) Service Areas. Alice has an thorough knowledge of the combined sewer areas having worked on projects all around St. Louis in areas such as River Des Peres and Blackstone -Clarendon. Mice's all-around background in stormwater and hydraulic modeling is excellent. Monte will manage the Missouri River Watershed activities for the Missouri and Coldwater Service Areas. His background in stormwater conveyance, floodway impact analysis, hydraulic modeling, detention management and design, as well as general site civil work is important for this watershed. He has worked in the Missouri River Watershed on such projects as the District's Creve Coeur Creek Tunnel project. "Reitz & Jerd and Leonard Lannert have been proactive throughout this project. They were very easy to work with and always responsive to the Metropolitan St. Louis Sewer District's calls and/or comments." Allan Mueller Metropolitan St. Louis Sewer District For the Meramec River Watershed, Leonard will lead the Meramec Service Area efforts. With Leonard's background in stormwater, geomorphology and geotechnical issues, this is an excellent fit with the Meramec Watershed given the continued residential development and potential conflicts with the natural environment. Leonard has worked throughout St. Louis including in the Meramec Watershed. Each Watershed Lead is assigned a field team and a project engineer. The field team is lead by an experienced Field Technician (Joel Budnik, Mike Brown, Chistian Grimaud) along with support from a Field Assistant. These field teams are responsible for investigating each identified issue and detention/retention basin and gathering required field data. Additional field teams can be easily added to the project or moved from one area to another depending on need. We expect these additional teams will be needed at various planning stages. We have the local resources to accommodate additional teams. The sign ficance of creek/river flooding requ res a dedicated field team: the Stream / Geomorphology Field Team led by Daniel n, RG. Stream/Geomorphology Team Because of the significance of streams, flooding, and geomorphology issues, we have assigned a Stream/ Geomorphology Field Team led by Daniel Binz, RG. A large amount of the estimated project costs are associated with creek and river flooding and this is a specialized expertise. Therefore, we believe it is important to have an expert team to support all watersheds in this effort. This team can perform other fieldwork as well. For especially complex geomorphic sites, Steve Gough, from Little River Research & Design, who is currently working on Reitz & Jens' Sappington Creek project, is available as a resource. B1-4 PARSONS WATER & INFRASTRUCTURE j M$ Proposal for Stormwater Facility Planning (2005122) Section Bl. Project Manager and Project Team The Metropolitan St. Louis Serer District The Project Engineers (Tobin Bonnell, Susan Gintert, and Abdulai Bah) will perform needs prioritization, data collection and organization, verification of project problems, alternatives analyses, conceptual designs, project definitions/ preliminary studies and field investigations. Certain Project Engineers may be assigned by specialized area (e.g., streams, detention basins) to support specific project needs. Data Management Data management is also a key planning element assigned to Mostafa Hashad. He performed the same role of database development and management for the District's Blackstone - Clarendon Combined System project, involving inventory of over 3,000 structures. Technical Support and Strategic Stormwater Team The Technical Support and Strategic Stormwater Team consists of two elements: Technical Support and Strategic Stormwater. The Technical Support individuals provide their technical expertise as needed with level of effort dependent upon the task(s). For example, questions on hydrology and hydraulics as well as modeling can easily be answered by Gary Lewis, PhD, PE, who literally wrote the book (Introduction to Hydrology) owater resources, hydrology and hydraulics that many of us learned from at our Universities. He is committed to the project for 1O% of his time. introduction to Hydrology 1: rl c.r Llrri John R _. The Strategic Stormwater Team also provides technical expertise to support the Core Team. These experts will meet at least quarterly to guide the Core Team with project approach and direction, resource needs, technical issues and client satisfaction. This Strategic Stormwater Team will work closely with you as well as our team as the program progresses from mostly fieldwork to project definitions to CIRP development to sustainable stormwater program. The Stormwater Strategic Team can also interface with the strategic team from the Wastewater Planning Project. TEAM PLANNING ROLES Our team has the staff, technical expertise, availability and flexibility to respond to changing requirements with our local resources. The type and number of technical staff will change as the program proceeds through its various phases of development. Initial planning phase will have a heavy focus on fieldwork and data collection for needs assessments and detention/retention basins inventory. As field data is collected, office work will occur including defining and categorizing the issues, preparing project descriptions and establishing the projects that will be part of the stormwater program. Over time, field investigations will diminish and additional office resources will be required. We will also look for opportunities to integrate District staff onto our team. District Operations staff can be assigned to a field role or you may have an Engineer/Planner assume a lead watershed role, if you believe that would benefit the program. We will work with you to define roles and truly become an extension of your staff. Each team member has a significant role and contribution as shown in the table on the following page. B1-5 PARSONS WATEP a INFRASTRUCTURE Proposal for Stormwater Facility Planning (2005122) Section Bl. Project Manager and Project Team MSD The Metropolitan S. Louis Sewer District Tiegtfri Members Roles Positions PWI Reitz & Jens EDSI ABNA d PM i Watershed Leader i I I I Field Technician I I 1 Field Assistant 1 I Project Engineer i i I i Data Management QA/QC Team Technical Support Services (as needed) i i i i Strategic Stormwater Team I 1 i B1-6 AillifalliK1111,111111SCEZI PARSONS WATER & INFRASTRUCTURE Proposal for Stormwater Facility Planning (2005122) MISS The Metropolitan St. Louis Sewer District Because we envision the initial planning effort requiring significant field work, mid- to entry-level Engineers and Technicians will perform a large volume of this work. Addressing your expectations about staffing experience levels, we offer the following. SENIOR 24% MED 24% © ENTRY 0 - 2 Years DMID 10-16Years Core Teem Staff Experience Levels ENTRY r -w f 24% \_LOW 28% ■ LOW 3-9Years ▪ SENIOR > 17 Years The experience of our Core Team staff consists of 76% mid- to entry-level and 24% senior lever. MENTORING IS IMPORTANT We believe it is win -win scenario to partner with such diverse local fines as Reitz & Jens, EDSI and ABNA and provide significant program roles, which will assist in skills development. Additional information on their project involvement is provided in Section F (Proposed Sub -Contractors) and Section G (DBE/MBE/WBE Participation). We propose also the following methods of increasing our mentoring by: O Hiring co-op students from the Construction Careers Center (CCC), which is a training school for students pursuing professions in construction, engineering or architecture. We've already discussed with Gwen Crimm, Placement Coordinator for CCC, Section B1. Project Manager and Project Team opportunities to hire students from their program. If part-time assistance is required to supplement our fieldwork, we will strongly consider hiring these students.. • Using college interns for fundamental civil engineering tasks such as data gathering, support for preliminaries/studies design, citizen complaint review, field investigations as Field Assistants and other activities. * Implementing what PWI calls Quality of Life Engineering, where we implement programs that benefit the community, such as sponsoring stream cleanup teams. For example, we recently held PWI Community Service day for another of our key clients. Members of PWI's staff and their families volunteered their time to plant nearly 300 plants to assist in the stabilization and enhancement of a local urban river known as the Las Vegas Wash near Lake Mead. The event was in partnership with the Southern Nevada Water Authority and the Las Vegas Wash Coordination Committee. The Team would like to replicate this type of community program with the District. PROJECT TEAM MEMBERS A resume for each team member is provided in this section starting on the following page. All these individuals work full-time for their respective firms. The level of commitment for each team member is presented in Section C (Personnel Availability and Workload). B 1-7 PARSONS WATER S. INFRASTRUCTURE