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REQUEST FOR PROPOSAL

GENERAL AUTOMATION TECHNICAL SERVICES

GATS-1

July, 2012

This Request for Proposal (RFP) is being sent to interested contracting firms for automation services for the General Automation Technical Services project. The District considers this project a Category 1 (complex design and/or high risk), and this category will factor into the scope and negotiation with the successful Contractor.

The RFP is organized as follows:

SECTION 1.0 SUBMISSION OF PROPOSALSSECTION 2.0 INTRODUCTIONSECTION 3.0 DESCRIPTION OF PROJECT AND SERVICESSECTION 4.0 PROPOSAL CONTENT AND FORMATSECTION 5.0 PROJECT SCHEDULESECTION 6.0 EVALUATION AND SELECTION PROCESS

Various supporting and informational documents are referenced throughout this RFP. Unless otherwise noted, these documents are available on the District’s web site www.neorsd.org.

The following attachments are provided for informational purposes.

Process Control and Automation Planned Project List

Instrumentation, Control and Automation Standards. Programming libraries will be delivered at the Pre-proposal meeting on receipt of a signed NDA)

© NORTHEAST OHIO REGIONAL SEWER DISTRICT 2012 • PROPRIETARY BUSINESS INFORMATION 100_Rev 02/12

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http://www.neorsd.org/

1.0 SUBMISSION OF PROPOSALS

Proposals for providing these services will be accepted until the close of business (4:30 P.M.) on Thursday, August 16, 2012.

Proposals are to be delivered to the following name and address:

Julius Ciaccia, Executive DirectorNortheast Ohio Regional Sewer District3900 Euclid AvenueCleveland, OH 44115-2504

Attn: David McNeeley, Director of Operation and Maintenance

Late submittals will not be considered. Proposals not meeting the requirements of this RFP may be deemed non-responsive at the sole discretion of the District.

A mandatory pre-proposal meeting for Contractors considering submitting as a prime will be held at 1:00 P.M. on Friday, August 3, 2012 in the 3rd Floor Conference Room of the Northeast Ohio Regional Sewer District’s (District) George J. McMonagle Building, 3900 Euclid Avenue, Cleveland, Ohio. Questions regarding this RFP shall be directed to Scott Sander at the pre-proposal meeting or at other times by calling (216) 641-3200, ext. 4317 or e-mailing to [email protected].


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2.0 INTRODUCTION

2.1 PROJECT BACKGROUND

The Northeast Ohio Regional Sewer District (NEORSD), hereafter referred to as the District, operates three wastewater treatment plant facilities and a wastewater collection system. Each of the plants as well as the collection system is equipped with programmable logic controller (PLC) based process monitoring and control systems that are interconnected and integrated by leased telephone lines and Ethernet process data network. Each of these facilities currently are engaged in improvement projects related to automation and process control, including a multi-phased upgrade of the District’s human-machine interface (HMI) software that enables operators to view and control the process.

The District has a Process Control and Automation Department (PC&A) that manages, programs, configures, maintains and enhances the process control system, reviews design specifications, and helps manage construction projects. PC&A staff members are responsible for configuration and programming of a portion of the new HMI system while also responding to daily work orders and performing other duties that consume the available in-house technical resources. The PC&A Department provides preventive and remedial maintenance for the control systems and process data network, performs HMI and PLC logic modifications and enhancements, and supports larger control system-related projects that are being performed in-house or are included in the District’s Capital Improvements Program (CIP).

With its current staffing, the PC&A Department is not able to meet all demands for its skills and resources. The District anticipates that the work load for the PC&A Department will increase proportional to the increased number of CIP projects that are underway or are planned to begin in the near future. The District has developed a list of relatively small/medium control system projects that need to be addressed to eliminate certain operational and technical issues. A significant number of items on the list stem from control system modifications or expansion under past capital projects that require some level of finishing or updating by the District to provide improved operational functionality and associated as-built documentation.

This RFP is being issued to solicit proposals from qualified firms for provision of as-needed supplemental technical staff to augment the District’s PC&A Department. The supplemental staff will report to designated District personnel and will be assigned specific projects. The intent is to reduce the department’s backlog by focusing technically proficient resources on specific projects to drive them to successful completion.

The District’s PLC and HMI control systems, along with supporting software and hardware, are currently being upgraded under multiple projects from systems that were installed over 10 years ago. Some legacy equipment and software must remain in place and operational and may be included in tasks assigned under this contract. The District’s control systems include the following types of equipment and software with which the Contractor will be expected to work:

Rockwell Automation PLC-5 and SLC-5 based control systems (being phased over to Rockwell ControlLogix family processors)


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Rockwell Automation ControlLogix and CompactLogix based systems Rockwell Automation legacy model PanelView operator information terminals

(OITs) Rockwell Automation PanelView Plus 700 and 1250 OITs Wonderware System Platform 3.x HMI system (partially commissioned) including

thin client HMIs, HMI servers, (Historian 10, InTouch 10.5) and related system equipment and software

ACP (Automation Control Products) Thin Client management GE Cimplicity HMI system (being replaced by the above Wonderware product) Microsoft Windows Server, 2003, 2008, and 2008R2, and Remote Desktop /

Terminal Services software in an Active Directory Environment DeviceNet field device communication networks Network-connected Gas monitoring systems Power monitors, such as Rockwell PM-3000 Interfaces to third-party vendor-supplied panels and equipment Fiber and wireless cellular-based Ethernet networks Wireless communication links Interfaces to intelligent instrumentation

Uninterruptable Power Supply SNMP modules

Cisco network devices (IOS)

The District has developed an extensive set of instrumentation and control standards to which the Contractor will be expected to adhere throughout the work. The standards include, but are not limited to, standard HMI screen layouts and objects and standards PLC control logic blocks. These will be furnished to the Contractor to facilitate the programming and configuration work.

2.2 AVAILABLE INFORMATION

Contractors may request to examine documents not already provided as an exhibit to this RFP. If the request is approved, the documents will be made available at the District’s Administrative Office for examination. To schedule an appointment to examine relevant District documents, contact Scott Sander by calling 216-641-3200 Ext. 4317 or e-mailing at [email protected].

2.3 RESTRICTIONS ON USE OF PROPRIETARY SOFTWARE

The Contractor is expected to enhance the District’s flexibility to accomplish follow-up studies or design related efforts as well as other District projects. Software utilized by the Contractor in accomplishing the scope of services must support this expectation, and at


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the District’s request must be provided for its use. Use of proprietary software which cannot be made available to the District at the end of this project is not allowed.

2.4 EVALUATION OF CONTRACTOR PERFORMANCE AFTER SELECTION

The District will evaluate the performance of contractors on its projects, in the interest of improving ongoing contractor performance and selection of contractors for future projects. The Consultant Project Performance Evaluation form that the District will use is located on the District’s web site www.neorsd.org.


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3.0 DESCRIPTION OF PROJECT AND SERVICES

3.1 SCOPE OF SERVICES

3.1.1 Required Services

This Request for Proposals has been developed to obtain a skilled technical services contract for supplemental staff resources. The resources are needed to maintain and improve the control systems associated with the District’s wastewater treatment facilities and wastewater collection system. The types of services needed include:

Project planning and coordination Control strategy and narrative development PLC hardware configuration PLC control logic programming PLC system installation HMI applications system configuration HMI display development and modification Installation and configuration of field device communication networks (e.g.

DeviceNet, ModBus, Ethernet/IP) Test plan development Software installation and testing Hardware troubleshooting, installation and testing Windows Server Management Cisco network switch and router management Documentation development (CAD drawings, control logic descriptions, and

manuals).

3.1.2 Work Locations

Work included in task orders issued under the contract may be required at any of the District’s facilities, including remote sites, in which control system equipment is currently located or expansion of the control system is needed. No work in confined spaces will be required.

The Contractor must furnish its own office space for programming, documentation development, bench testing, etc. At the District’s option, the District may furnish needed space within its facilities to accommodate the Contractor’s work.

3.1.3 Method of Work Assignment

Work will be assigned to the Contractor as Task Orders chosen by the District from a list of control system projects on which the District requires assistance and as needs arise. The list of projects in its current form is attached in order to assist proposers in understanding the types of technical skills that will be required and the number of projects from which the District may assign task orders to the Contractor. The list is


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not all-inclusive, but is intended to show the types of work that may be required. The project list is an evolving entity that will be managed and prioritized by the District.

3.1.4 Project Management Plan

Within 30 days of the Notice-to-Proceed the Contractor shall provide a detailed Project Management Plan that will be employed by the Contractor throughout the Project that includes management activities that ensure compliance with the project schedule, staffing and budget requirements. Included in the Management Plan will be:

Team integration – organize a project management team consisting of the Contractor Project Manager, Contractor representatives for coordination of assigned task orders, District Project Manager and, District Operation and Maintenance Department staff, and discuss the project management team responsibilities, assigning of activities, and integration of the programming team to meet project objectives and standards. Under this task, formal protocols for coordination and communication between the Contractor and the District’s Operations and Maintenance staff shall be established.

Budget and schedule management – include description of task tracking activities and earned value scheduling format and systems for assigned Task Orders and Project management.

Progress reporting - include project management instructions for measuring performance and reporting completion status including a look back, look forward and critical issue resolutions.

QA/QC – description of the project quality assurance and quality control systems that will be used by the Contractor for managing quality related problems and/or owner reviews of required deliverables and submittal documents.

Business Opportunity Program plan – include the process description for analyzing subcontracting work opportunities for minority and women-owned businesses and supporting calculations once the project elements are defined to a point where these work activities can be defined.

Risk management – include a description of the project’s risk management plan considering all project related risks and mitigation measures to alleviate those risks. This shall include confirmation that Contractor understands program management risk register requirements and method for developing and maintaining this register as a program support tool.

3.1.5 Project Kick-Off Meeting

Within 30 days following the issuance of Notice-to-Proceed the Contractor shall schedule a project kick-off meeting with all relevant stakeholders. This shall include appropriate NEORSD management, process control and automation, and facility staff. Contractor shall provide an agenda in advance of the meeting, facilitate the meeting, and record and distribute meeting minutes.


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3.1.6 Coordination Meetings

The Contractor shall conduct Coordination Meetings after receiving each Task Order, and during execution of Task Orders as necessary to maintain overall coordination of the work, and to receive and review comments regarding the direction, progress and understanding of the work. These meetings shall include appropriate District staff and members of the Contractor’s team. The Contractor shall provide a summary of the meeting and meeting minutes that the Contractor shall issue to all participants.

3.1.7 Progress Meetings

The Contractor shall conduct monthly Progress Meetings with the District PM and other appropriate staff to review work accomplished last period, work to be completed next period, critical action item status, and responsible parties to complete actions. Identification of budget or schedule problems shall be identified and corrective actions noted. The Contractor shall provide a summary of the meeting and meeting minutes that the Contractor shall issue to all participants.

3.1.8 Task Coordination

Coordination of the project work implementation between all entities, including the Contractor’s team, other contractors or consultants, District project manager, District facility management, and District PC&A and Engineering staff is required. This task shall include, but not be limited to, the following:

The Contractor’s Project Manager shall meet weekly, in person, with select District’s personnel to review the progress of this project and to discuss any outstanding issues and potential problems.

Coordinate with the District’s team regarding progress and problems encountered on the work under each Task Order

Coordinate with facility personnel following the protocols established under the Project Management Plan for instrument and equipment documentation, obtaining support for access to buildings and panels, testing and commissioning, and equipment operation during checkout, including shutdown notices or other agreed upon notification. Contractor personnel shall not operate or engage facility equipment.

Coordinate as required with other construction contracts, including inviting representatives from construction contracts to progress meetings as directed or required by the District.

Develop a Maintenance of Plant Operations (MOPO) plan prior to beginning work under each Task Order. The goal is to have a plan in place that defines the work approach, the sequence related to specific process equipment and areas, parallel operation, minimization of process interruption and unavailability of equipment and processes, and a recovery framework that


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would allow the District to return to existing operations should an unforeseen condition arise.

Document final system architecture, database modifications, HMI modifications, new or modified control logic, configuration and settings.

Track and manage budget and schedule compliance for work implemented under this contract

3.1.9 Documentation

Documentation of all PLC system, HMI system, network, panel, control narratives, tests, and other field work is required. Document and submit data used to implement the work performed under this project, including as applicable to each Task Order:

Field instrumentation, device, and PLC I/O mapping and verification for devices connected to PLCs

ISA instrument sheet documentation Process control narratives and control logic descriptions Analog input scaling and calibration, and wiring investigation required for

I/O mapping Process flow documentation Point/Tag definition in accordance with standards and cross-referencing to

existing point tags Process Network diagrams Preparation of I/O spreadsheets, point checkout procedures and other

documentation required for the project’s work Modification or development of loop diagrams, P&IDs and panel power and

layout drawings QA/QC procedures necessary for the I/O documentation and other field-

related work and checkout Network and server configuration procedures utilized during task work

3.1.10 Exclusion of Procurement

The scope of services to be provided does not include procurement of control system equipment and software. Any PLCs, OITs, cables, I/O modules and other equipment to be replaced or reprogrammed under the task orders will be supplied by the District.

3.1.11 Planned Initial Tasks to be Performed

Two projects have been chosen by the District as the first and second planned Task Orders to be assigned to the Contractor. They are:

1. Conversion of Westerly Wastewater Treatment Center Incinerator #1 process control logic from PLC-5 to ControlLogix PAC platform Develop a task work plan and schedule for approval by the District


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Organize and conduct formal control strategy workshops with District Operations and Maintenance staff to assess the existing PLC-5 control logic for needed modifications

Following District standards, develop new ControlLogix PAC platform control logic based on the PLC-5 logic and the desired modifications identified in the workshops

Develop modified Wonderware HMI displays as needed to incorporate changes identified in the workshops

Develop a test plan for submittal to the District Install and test all programming and HMI enhancements, coordinating all

work with the District’s Project Manager and Operations and Maintenance Department

Document the final installed control logic, operational procedures, and HMI displays.

2. Conversion of Westerly Wastewater Treatment Center Incinerator #2 process control logic from PLC-5 to ControlLogix PAC platform (as described for Incinerator #1 above).

Depending on operational needs at the time of commencement of the Project, the District may choose other tasks for initial assignments. The information above, along with the attached list of potential projects, is provided to aid Proposers in project understanding and proposal development. Following contractor selection and issuance of the Notice to Proceed for the project, the District will develop a formal Task Order No. 1 describing the work to be performed. Issuance of subsequent work orders will be dependent on remaining funds and time.

All work under this contract must be carefully planned and coordinated to minimize impact on the District’s wastewater collection and treatment operations.

3.1.12 Contractor’s Responsibilities

For each Task Order authorized, the Contractor shall provide all services necessary to develop and produce a complete deliverable that will satisfy the scope of the Task. The Contractor shall work with the Engineering & Construction Department and Operation & Maintenance Department personnel who will indicate system needs and assist in achieving the District’s desired scope of work. The Contractor shall carefully consider the input by the District’s staff, but based on the Contractor’s own experience and ability, shall be solely responsible to provide a complete and workable deliverable in accordance with the requirements of the scope of work.

The Contractor shall supply its own tools, computers, printers, test equipment, OSHA-compliant safety gear, and other equipment and supplies needed to accomplish the work.

In no case shall any non-District computers, test devices or other processors be connected to any District networks without written approval from the District’s Project Manager. Contractor staff must comply with the District’s Information Technology Use Policy.


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The Contractor must comply with all District rules, regulations and policies when working in District facilities and on District sites. Contractor’s staff that will be performing work in the proximity of powered panels must comply with NFPA-70 standards for safety.

3.1.13 District’s Responsibilities

The District will, at the Contractor’s request, provide information and material on file that is pertinent to the task order authorized. This may include control logic documentation, control panel drawings, component specifications, databases, HMI documentation, standard drawings, specifications, etc.

The District will provide information on the requirements and standards for the project including the following:

NEORSD process control and automation standards Standard formats and drafting procedures for CAD drawings Formats for specifications and other documents. Standard construction drawings Project Management Templates Rules, regulations and policies.

3.1.14 Use of District’s SharePoint Website

The Contractor shall incorporate the use of the District’s CIP / SharePoint site electronic submissions and workflow processes for all Tasks of Work as directed by the District. The Contractor shall use the SharePoint site for, but not limited to; electronic upload of documents for reference and/or file, invoicing, budget transfers, construction submittals, Request for Information (RFIs), Contractor pay requests, construction changes, schedule reviews, etc. During the duration of the Contract the District may modify and/or add workflow processes and SharePoint usage, the Contractor shall incorporate the modifications and additions into their work. Access to the CIP / SharePoint site and workflow processes and training will be provided by the District.

3.1.15 Qualifications of Contractor’s Staff

The Contract shall provide the services of staff members proficient in the skills required to accomplish the work. Because of the critical nature of the work described within this Request for Proposals, the District is seeking a highly experienced and qualified firm. Required qualifications of the firm and its Project Team include:

Rockwell Automation listed and certified Solution Providers for all Rockwell and Rockwell partner equipment and software utilized by the District. Secondary preference shall be given to Rockwell listed System Integrators.

Versed in the ContolLogix and CompactLogix hardware as well as PLC-5, SLC 5/05, and MicroLogix processors and I/O, and all RS Logix software.


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Familiar with RSNetWorx for Ethernet and DeviceNet configuration.

Knowledgeable in the use of Factory Talk Asset Centre.

Proficient with Factory Talk View software for PanelView configuration.

Wonderware solution provider. Individuals proposed for performance of Wonderware Historian and HMI-related work shall have Wonderware System Platform 3 certification. InTouch 10 experience preferred.

Have ACP Thin Manager 4 or higher deployment experience.

Able to fully implement and configure DeviceNet networks.

ISO 9001 certification. If System Integrator does not have this certification, then they shall demonstrate their quality processes and procedures to the District. Proposer shall be subject to a quality management audit by the District or the District’s representative.

Able to fully configure Cisco IOS switches, routers, and ASA firewalls. Cisco certification preferred

Able to configure Microsoft Active Directory and other server functions, including profile and account management, printer configuration, and script management

Familiarity with Cimplicity HMI, version 6 (incumbent HMI being displaced)

Familiarity with cellular data modem set up for remote site communications

It is preferred that proposer and team member(s) be a member in good standing of the Control System Integrators Association (CSIA) or endorsed by other industry organizations. Certified members of CSIA are preferred.

The selected Contractor must be able to staff this project with qualified technical staff members who shall be committed to each Task Order from inception through completion.

The selected Contractor must honor its proposal in that all proposed individuals acceptable to the District shall be made available to the project. Substitutions will not be made or allowed for the convenience of the Proposer. In the event a proposed individual becomes unavailable, the Contractor must propose a substitute in writing for approval by the District. The District reserves the right to accept or reject any and all proposed substitutions.

3.1.16 Limit of Services

The budget for this Proposal has been pre-set at $750,000.00. Contractor shall perform designated tasks until such time as funds are exhausted. Contractor and District shall coordinate to ensure that the contract limits are not exceeded, and manage task work to adequately plan for contingencies so that no tasks are left


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incomplete. Task allocation tracking is considered a project management function for this proposal.

3.2 REQUESTED TASKS AND SERVICES

The District is requesting the following major tasks be performed to address the needs of this Project.

Task 1. Project ManagementTask 2. Task PlanningTask 3. Programming, process data report and database developmentTask 4. System ConfigurationTask 5. System IntegrationTask 6. Testing and CommissioningTask 7. Documentation

The activities associated with performing the tasks above are described in further detail in the standard Scope of Services template available on www.neorsd.org. The Contractor should base the Technical Approach section of the proposal on the described tasks and the description of the project and services required in this RFP. Condensing tasks is acceptable, but a minimum number of 3 tasks should be proposed.

Negotiation of the Scope of Services with the successful Contractor will begin with the District Project Manager’s customized version of the Scope of Services template. The successful Contractor will work with the District to revise and refine the Scope of Services to meet the District’s needs for the Project.

3.3 PROJECT UNDERSTANDING

Proposals will be evaluated in part on the Contractor’s understanding of key issues, skills, challenges, and technologies that may determine the success of the Project. The Contractor may present information in the Proposal related to concepts that significantly enhance the operation, maintenance, functionality and/or life cycle of related components of the District’s existing or future infrastructure. The Contractor’s demonstrated familiarity with continuous processes will be beneficial in the selection process.

4.0 PROPOSAL CONTENT AND FORMAT

Each proposer shall submit one original and seven (7) copies of the proposal, as well as an electronic version, in .pdf format with bookmarks, on either a CD/DVD or USB drive. The font size on all submitted materials shall be equivalent to Times New Roman 12 pt or larger.

Proposals shall be no more than 40 printed pages, with hard copies printed on sheets of double-sided recycled paper. All pages will be counted (i.e., each side of a sheet will count as a unique page, so one double-sided sheet will be counted as two pages) unless indicated otherwise in this


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RFP. Sheets that are 11”x17” shall be counted as two pages per side, or four pages if double sided.

The following information shall be included in the proposal:

4.1 EXECUTIVE SUMMARY

Include a concise synopsis of the proposal focused on how the Contractor will address the District’s key issues with its approach and team.

4.2 PROJECT DELIVERY

The District is looking for Contractors that will provide excellent service and deliver quality projects for the District. The District expects this quality service to extend through the entire duration of the Project. In this section of the Proposal present the capabilities, skills, and experience of your project manager as well as how you have served the District on prior projects. These factors will be strongly considered in selecting the successful Contractor for this Project.

4.2.1 Proposed Project Manager

The District expects the proposed project manager to lead the Contractor project team, be the single point of accountability for project delivery, and provide the primary point of communication between the District and project team. Describe the proposed project manager’s experience on similar projects, experience on other District project, and skills and results supporting the ability to serve the District. The project manager is considered the most important key team member, and will be committed for the Project’s duration. Any change in project manager, or any other key team member, will require prior approval by the District.

The Contractor’s proposed project manager must be experienced in projects of the magnitude and complexity of the Project. It is expected that the Contractor’s proposed project manager will manage the team from its local Cleveland office and be available for frequent personal interaction with the District. In addition the project manager must meet the following requirements:

Must have understanding of process automation and PLC/OIT/HMI controls Must have had a key role in projects of similar or complementary nature. Must have managed projects of a similar or greater complexity and/or size.


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4.2.2 Performance on District Projects

Summarize your team’s experience on District Projects. List the District staff that you worked with and would be most familiar with your work. Your prior performance on District projects is an important consideration in the selection process. The successful Contractor’s performance will be formally evaluated on this Project for use in subsequent procurements.

Contractors that do not have prior experience working for the District will receive a neutral rating for this evaluation criterion.

4.3 QUALIFICATIONS

Because of the critical nature of the work described within this RFP, the District seeks services from highly experienced and qualified teams. The teams must be able to staff this project with qualified individuals, experienced in the key technical disciplines needed, who shall remain committed to this work from inception through completion. A clear and comprehensive organization chart must be presented to illustrate the organization of the team and key team members, including subcontractors.

4.3.1 Experience of Key Team Members on Similar Projects

Include brief resumés of key staff members (excluding the proposed project manager, who should be addressed as noted in section 4.2.1) and/or subcontractors proposed to work on the project. The information should be focused on experience on similar and/or complementary projects. The information for these projects shall include, at a minimum, the following: project description, key staff member’s role, client, client contact information, construction cost, and year completed. The roles proposed for each subcontractor as well as their qualifications in that area shall also be identified in the Proposal.

Key Contractor staff members include but are not limited to project manager, technical discipline leads, lead programmers, and other key staff on the top or mid levels of the proposed organization chart. Your ability to identify and highlight key staff in the Proposal will be considered when evaluating your understanding of the Project.

In addition, the Proposal should include a description of three (3) of the most recent projects/programs/efforts that included similar scope of work for the prime Contractor and relevant subcontractors. The following information shall be included for each project:

Project title Firm name Role of firm Proposed team members involved Project description Client name


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Client contact (address, phone, e-mail) Year completed Total design fee($) or total services fee($) Construction management fee ($) (if applicable) Change Orders ($) Engineers estimate at bid ($) (if applicable) Bid award ($) (if applicable) Construction cost at time of completion ($) (if applicable)

4.3.2 Key Team Members’ Availability

It is expected that the Contractor will honor its proposed project staffing and all proposed key individuals shall be assigned to the project. Substitutions will not be allowed for the convenience of the Contractor. In the event a proposed individual becomes unavailable the firm must propose, in advance and in writing, a substitution. The District reserves the right to accept or reject any and all proposed substitutions.

In order to demonstrate the availability of key staff proposed for the Project, including and in particular the proposed project manager, the Contractor must include a summary similar to the following table in the Proposal.

Availability of Key Staff During Project Delivery Period*

*Project delivery period is specific to the staff person & role (i.e. when they are needed)

Name Role Firm Project Delivery Period

Other Current and Projected Commitments

Total Availability

Commitment to Project

Comments

Example

Jane Doe

Design PM

ABC 1/1/12-1/1/13

Columbus WWTP Upgrade – 15%

Contact: Joe Smith, 123.456.7899 or [email protected]

Office Mgr – 25%

Contact: Ellen Ott, 345.678.9123 or [email protected]

60% 50% Given current Project understanding, estimate need for 50% PM commitment for Project


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4.3.3 Local and Business Opportunity Program Participation

The Proposal should include a summary of the proposed local and MBE/WBE participation, along with the percentage commitment to each category. The summary should include the roles and responsibilities of all proposed subcontractors with respect to each task. Submittals will be evaluated on both the percentage and quality of participation by Minority Business Enterprise (MBE) and Women Business Enterprise (WBE) subcontractors, along with the estimated local participation.

Estimate your local participation for this project as a percentage. Specify the locations of the office(s) where the various project services are to be performed and the corresponding estimated percentage of the total work delivered from each office.

The Project’s Contractor services goal for MBE/WBE participation is 15% combined. The percentage shall be calculated upon the entire Project including allowances. The Proposal shall also include the following information:

Statement of the overall percentage of MBE and/or WBE involvement; and

Principal contact information for each MBE and/or WBE firm.

The MBE and/or WBE firms proposed as part of this project team shall be certified with the District at the time of Proposal. Questions regarding the District’s MBE/WBE program shall be addressed to Ms. Tiffany Jordan, the District’s Contract Compliance Manager, at (216) 881-6600, Ext. 6640. A copy of the District’s MBE/WBE policy is available on the District’s web site www.neorsd.org.

4.4 TECHNICAL APPROACH

The Contractor team’s technical approach to the Project is a very important component of the selection. In the Proposal, the Contractor is requested to demonstrate their project understanding, provide a design risk register, and sequence construction to meet the District’s objectives.

4.4.1 Project Understanding

The Contractor should concisely demonstrate its understanding of the Project in this section of the Proposal. Key activities and approaches that improve the chances of success should be presented, along with key issues and challenges and how they will be addressed. The Contractor should include a preliminary list of drawings the team feels will be necessary to successfully deliver the Project.

A task and hour summary similar to the following table should be completed for the Project as organized and described in Sections 3.0 and 4.0 of this RFP. The table should reflect the projected effort necessary to complete the top-level tasks (e.g., Pre-design, Design, Bidding, Construction, Closeout, and Additional Services). The form will serve as an indicator of the Contractor’s understanding of relative effort between tasks and for


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the Project as a whole. The total of the hours for all tasks shall reflect the estimate of the Contractor’s total labor effort needed to perform the entire project as outlined in the RFP.

Example: Task and Hour Summary

No. Task NamePrime Labor Hours

Majority Sub Labor Hours

Minority Sub Labor Hours

Projected Total Labor Hours

Firms Involved Comments

1 Pre-design 80 20 100 ABD, Good

2 Design 125 90 35 250 ABD, Good, Franklin, Best

Includes standard 30/60/90 increments per the District’s Standard Scope of Services template

3 Bidding 40 10 50 ABD, Good

4 CA/RE 150 100 250 ABD, Best

5 Closeout 40 10 50 ABD, Best

SUBTOTAL 700

6 Allowances

Specific Allowances are potential additions to the base scope, and will only be utilized as authorized by the District.

Specific Allowance 1 100 100 Franklin VE

Specific Allowance 2 100 100 Best Geotech

Specific Allowance 3 100 100 Good Survey

TOTAL 435 220 345 1,000

The District reserves the right to request additional task and hour information to clarify the Contractor’s project understanding. A prompt response of one (1) working day shall be adhered to in these requests.


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4.4.2 Risk Register

The Contractor should include a preliminary risk register, in the District’s standard format, in this section of the Proposal. The risk register template will be available to the Contractors via the District’s web site www.neorsd.org. The risk register should reflect the Contractor’s understanding of the greatest risks facing the project and how they will be addressed.

4.5 STATEMENTS (Not included in the Page Count)

The Contractor shall include the following statements in the Proposal as an appendix.

“By virtue of submitting this Proposal, I certify as a legal representative of the prime firm that I have reviewed the District’s current Standard Agreement for Professional Services available on the District website at www.neorsd.org. Any requested exceptions to the standard agreement are stated below.”

“By virtue of submitting this Proposal, I certify as a legal representative of the prime firm that I have examined background reports and data and agree to acquire the additional information needed to perform all aspects of the work as outlined in this RFP.”

“By virtue of submitting this Proposal, I certify as a legal representative of the prime firm that neither the firms on the team nor the key personnel presented have known personal or organizational conflicts of interest associated with this Project and/or the District, or that any known potential conflicts of interest have been communicated in written form to the District prior to the submittal of this Proposal, and that information may be considered by the District in evaluating the team’s suitability for this Project.”

4.6 CERTIFICATION FORM (Not Included in the Page Count)

The Contractor shall also provide in this appendix a completed and signed copy of the District’s Non-Disclosure Agreement.

Pages in this appendix are not included toward the total page count.

4.7 DETAILED RESUMES (Not Included in the Page Count)

Detailed resumes for key team members may be included as an appendix. Pages in this appendix are not included toward the total page count.


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5.0 PROJECT SCHEDULE

The selected Contractor shall adhere to the following schedule:

Begin work immediately upon authorization to proceed.

If selected, and following notice to proceed, Contractor shall prepare and submit a detailed draft baseline schedule as required in the Standard Agreement and conforming to the requirements of the District’s Schedule Guidance Document as available on the District’s web site www.neorsd.org.

For purposes of the Proposal, a preliminary schedule showing general tasks and anticipated dates shall be included in the Proposal’s Technical Approach section. The preliminary schedule may be submitted in tabular or Gantt chart format within the Proposal.

For use in preparing the preliminary schedule for the Proposal, assume the NTP for the Project will be October 5th


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6.0 EVALUATION AND SELECTION PROCESS

Once all proposals have been received, the Contractor selection will follow these steps.

1. The written Proposals will be evaluated and scored by a District Selection Committee utilizing the following criteria:

Delivery (30% of Total Score) Proposed Project Manager – 15% Performance on District projects – 15%

Qualifications (30% of Total Score) Experience of key team members on similar projects – 20% Key team members’ availability – 5% Local & Business Opportunity Program Participation – 5%

Technical Approach (20% of Total Score) Project understanding – 10% Project planning approach– 10%

2. Upon completion of the scoring and ranking of the written submittals, the District may make a selection based on evaluation of the preceding categories. Alternately the District may, at its sole discretion, select up to three (3) of the top ranked firms to deliver a presentation and provide further clarification of their capabilities, experience, and approach. The District may prepare and submit a list of questions to each of the short-listed firms prior to their interview, or may instead provide the questions by asking them during the interview.

The District may allot up to 90-minutes for the presentation and interview, including a 30-minute question and answer period. Key project personnel will be expected to take the lead in presenting and answering questions regarding the Project. Upon completion of the presentations, the District selection committee will score each firm according to the following criteria:

Presentation and Interview (20% of Total Score) Confirmation of technical approach/understanding – 10% Confirmation of PM/team qualifications – 5% Response to District Questions – 5%

3. If interviews are held, the scores for the Presentation and Interview will be combined with the scores from the evaluation of the written submittals to determine the overall score and corresponding ranking of the short-listed firms.

4. The District will enter into negotiations with the highest ranked firm to develop a final and mutually agreed-upon scope of services, using the District’s Standard Scope of Services template as a basis, and a corresponding price for the services to be performed. If the District


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cannot reach an agreement with the highest ranked firm, the District may initiate negotiations with the next highest ranked firm.

5. Upon reaching agreement on the scope and total not-to-exceed price for the project, the Selection Committee will make a recommendation to award to the District’s Consultant Review Committee (CRC) for review.

6. Upon approval by CRC, District Staff will report to the Board of Trustees and make a recommendation to enter into an agreement based on the outcome of the negotiations.

7. The selected Contractor cannot commence work on any aspects of the project prior to Board approval and subsequent execution of the District’s standard Agreement.

END OF RFP


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