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From YouTube: Water and Sewer Board - 11 Oct 2022
Description
Agenda HTML: https://englewoodgov.civicweb.net/filepro/documents/147782?handle=4AD7F110FF0E4E33A075000F429E1524
Agenda PDF: https://englewoodgov.civicweb.net/filepro/documents/147781?handle=7E326EC92B1B48CF843D02B82A373FF8
1. Chair Moore approved the agenda
2. Call to Order
3. Approval of Minutes
a. Minutes of the Water & Sewer Board from – 13 Sept 2022 Meeting
4. Public Forum
a. No public comment.
5. New Business
a. City Ditch Piping Project Englewood Utilities and South Platte Renew Director, Pieter Van Ry will present a recommendation to award a Professional Services Agreement with Jacobs Engineering Group, Inc...
b. Agreements/Contracts Director Van Ry will present a recommendation for the Board’s consideration to award two Professional Service Agreements for the Utilities Department. Proposed Motion : Move to re...
c. Development Review Fees Deputy Director – Business Solutions, Sarah Stone will present a proposal for the Board’s consideration to recommend City Council approval of 2023 fees associated with developm...
6. Old Business
7. Staff's Choice
a. Construction Manager/General Contractor Contracting Approach
b. Backflow
and Cross Connection Control Program Update
c. World
Water Congress Update
d. February 2023 Reappointment
e. Look Ahead Schedule Review:
8. Adjournment
Agenda HTML: https://englewoodgov.civicweb.net/filepro/documents/147782?handle=4AD7F110FF0E4E33A075000F429E1524
Agenda PDF: https://englewoodgov.civicweb.net/filepro/documents/147781?handle=7E326EC92B1B48CF843D02B82A373FF8
B
D
B
B
B
F
So
the
overview-
if
you
all
recall,
we've
talked
about
this
quite
a
bit,
but
we
have
segments
of
City
ditch
between
Chatfield
and
the
Ellen
plant
that
we
would.
We
would
like
to
get
enclosed
in
a
pipeline.
We
also
would
like
to
verify
the
capacity
of
the
other
pipe
sections
to
allow
us
to
essentially
deliver
water
from
Chatfield
to
the
Alum
plant
close
to
year
round,
and
that
this
should
help
us
from
a
source
water
quality
perspective
to
help
improve
our
taste,
odor
and
hardness
issues
specifically
hardness
in
this.
F
F
F
This
way,
here's
what
we
looked
at
when
we
put
out
the
RFP,
it's
basically
nine
nine
areas,
you
can
see
what
they
are,
but
it's,
it's
generally
all
the
preliminary
engineering
aspects
of
a
of
a
project,
so
initial
alignment
right
away
property
things
like
that
analysis,
preliminary
design,
but
I
want
to
I,
want
to
highlight
community
outreach.
So
we
have.
F
We
have
had
a
a
a
significant
amount
of
interest
in
this
project
since
we've
talked
about
it,
and
so
within
this
process
is
a
a
number
of
community
outreach
meetings
to
work
with
the
interested
parties.
Who
would
like
to
provide
input
on
on
how
this
project
advances-
and
this
is
the
phase
to
do
that
in
as
we
start
to
come
up
with
alignment
ideas
and
and
possibilities
for
how
this
ultimately
can
be
constructed
to
achieve
the
the
water
supply
goal
there.
F
F
We
went
through
a
selection
process.
Like
I
said
we
did
an
RFP,
we
had
six
firms
submit
and
then
we
we
actually
interviewed
three
firms.
We
interviewed
Jacobs,
Carrillo
and
HDR
and
ultimately
settled
on
Jacobs.
They
had
what
we
thought
was
the
best
project
team
best
experienced
project
manager,
as
well
as
a
really
sound
approach
to
how
to
accomplish
this
first
phase
and
really
look
at
those
alternative
alignments,
and
they
were
the.
They
were
the
team
that
actually
conceptualize
the
idea
that
there
might
be.
F
You
know
when
you,
when
you
go
with
a
shorter
straight
line,
alignment
that
you
save
and
you
save
the
cost
of
pipe
installation
which
actually
might
benefit
those
that
are
looking
to
protect
the
historic
nature
of
the
ditch
so
and
and
I've
worked
with.
The
I've
specifically
worked
with
the
PM
on
from
Jacobs
on
a
previous
project
at
my
previous
organization,
and
it
was
a
it
was
a
large
diameter
pipeline
about
four
miles
long
and,
and
it
was
very
well
executed.
F
So
we
were,
we
were
comfortable
after
after
we
went
through
the
interviews.
That
Jacobs
is
the
is
the
correct
engineering
firm
to
to
complete
this
project?
We've
also
added
to
the
original
proposal.
The
the
original
proposed
base
price
twenty
thousand
dollars,
and
what
that's
for
is.
We
anticipate
immediately
moving
this
into
a
construction
manager,
general
contractor
bidding
approach,
which
is
a
different
we're
going
to
talk
about
this
a
little
bit
later
in
the
meeting,
but
that
process
we
want
to
get
their
help.
F
As
we
start,
the
process
of
selecting
a
contractor,
and
so
we've
added
essentially
a
an
account
line
item
to
draw
from
to
help
with
those
Services
leading
to
a
total
contract
amount
of
441
257..
Additionally,
on
this,
because
we're
in
the
preliminary
phase
and
there's
a
there's,
a
lot
of
unknowns,
around
survey
and
property,
we
also
have
are
requesting
at
twenty
percent
contingency
and
what
it
essentially
does
is
it.
F
It
helps
us
Advance
aspects
of
the
design
that
maybe
we
didn't
have
a
quite
a
complete
grasp
of
the
scope
on,
while
not
slowing
down
the
total
project,
so
that
we
can
move
in
to
final
design
phase.
So
this
would
be
the
time
to
have
more
of
that
owner-directed
contingency,
to
be
able
to
accommodate
a
request
for
potholing
or
crust
or
request
for
a
survey
that
wasn't
originally
anticipated,
as
as
they
start
to
determine
the
alignment
and
the
the
existing
Pipeline
and
ditch
as
it
is,
and
so
that
is
what
we're
proposing
tonight.
F
F
Yeah
they
their
proposals
didn't
hit
the
mark,
so
the
the
Hazen
and
Sawyer
one
you
could
just
tell
that
it
wasn't.
It
wasn't
going
to
accomplish
the
the
the
scope
that
we
needed
to
and
then
the
landmark
engineering,
just
the
quality
of
The
Proposal,
indicated
that
this
was
that
they
were
probably
not
the
they
weren't
the
a
a
firm
to
move
forward
with.
F
So
this
is
one
of
those
situations
where
you
don't
necessarily
go
with
lowest
price,
because
lowest
price
can
create
a
real
problem
for
the
project,
so
you
go
with
best
value
and
and
where
you
can
see
the
spread
in
pricing,
it
goes
from
255
all
the
way
to
878
and
so
we're
on
the
low.
We
ended
up,
selecting
what
we
believed
was
the
most
cost
effective,
best
value,
best
value
to
approach
to
executing
the
project.
D
B
C
F
Okay,
thank
you.
So
this
one
is
trying
to
resize
my
screen
here.
So
this
is
our
annual
process
to
renew
our
our
Professional
Service
agreements
with
Burke
Hill
who's,
our
water
rights
attorney,
legal,
firm
and
Martin
wood.
Who
is
our
water
rights
engineering
firm,
and
this
is
essentially
what
these
two
firms
do.
F
Is
they
protect
their
water
portfolio
and
we've
been
under
contract
with
them
for
many
years
they
have
the
history
of
our
of
our
portfolio,
and
really
this
is
important
for
us
to
be
able
to,
as
as
water
becomes,
even
more
and
more
scarce,
to
be
able
to
protect
and
and
optimize
our
water
rights
portfolio.
So
these
two
contracts
are
essentially
the
technical,
specific
firms
that
that
work
solely
in
the
water
rights
space
to
help
us
accomplish
those
those
goals.
F
I
think
I
talked
about
all
this,
so
we
can
jump
ahead
so
really
why
we
keep
with
with
these
firms.
What
you
do
is
is
there's,
there's
only
so
many
of
these
firms
in
the
Front
Range,
and
so
once
you
have
a
a
team
that
you
work
with
because
of
the
historic
nature
and
the
year,
the
multi-year
approach
to
a
lot
of
these
cases.
F
A
lot
of
these
issues,
once
you
have
a
a
set
of
a
water
rights,
legal
firm
and
an
engineering
firm,
you
typically
stick
with
those
it's
it's
not
something
where,
on
a
on
an
annual
basis
or
every
five
year
basis,
you
go
back
out
because
there's
just
only
there's
only
so
many
of
these
firms,
and
so
once
you
have
your
team,
you
move
forward
as
long
as
the
value
is
being
provided
to
the
city.
I.
F
Think
one
of
the
things
that
has
occurred
over
the
last
couple
years
is:
we've:
we've
taken
a
much
more
active
role
at
the
city
and
managing
their
work
and
managing
their
efforts.
I
I
know
they
appreciate
that,
because
for
many
years
they
were
essentially
off
on
their
own,
protecting
the
water
rights
portfolio
of
the
city
without
a
lot
of
with
a
pretty
hands-off
approach
to
that,
and
so
I
think.
F
F
What
we
have
planned
for
2023
is
I
think
a
lot
of
the
things
we
talked
about,
so
they
help
us
with
our
strategic
water
rights
planning.
We
have
demand
analyzes
that
are
required
as
we
start
to
understand
what
our
longer
term,
how
the
city
is
going
to
develop
longer
term.
We
have
Capital
planning
that
they
help
with
and
that
Capital
planning
is
largely
largely
on
the
source
water
system,
so
the
the
water
rights,
the
water
collection
system,
up
in
the
mountains
or
along
some
of
the
other
ditches
that
we
have.
F
F
Water
corn
is
probably
one
of
the
most
significant
things
that
they
help
out
with,
because
there
are
just
dozens
and
dozens
of
ongoing
cases
that
we
are
either
we're
the
initiator
of
or
we're
a
a
a
an
opposer
in,
and
those
are
important
for
us
to
be
a
part
of
to
ensure
that
we
don't
lose.
We
don't.
We
don't
have
any
of
our
water
rights
injured
within
that
we
potentially
have
litigation
activities.
Actually,
as
an
example,
we
had
a.
F
F
They
had
Quantified
those
in
a
particular
way
that
we
didn't
necessarily
think
that
the
quantification
approach
was
was
appropriate,
so
we've
been
negotiating
with
them
over
the
course
of
a
couple
years
to
to
get
them
to
understand
our
position
on
it.
So
the
issue
is:
if
they
claim
too
much
water,
then
what
happens?
Is
it
it?
F
It
lessens
the
amount
of
water,
that's
in
the
Big
Thompson
system,
which
then
makes
it
to
the
the
South
Platte
system,
and
if,
if
there's
less
water
in
the
South
Plant
system,
it
could
re
result
in,
what's
called
a
rebound,
call
up
the
South
Platte
towards
Denver,
which
ultimately
affects
our
McClellan
48
right.
So
you
can
see
how
a
project
in
Loveland
affects
potentially
the
yield
and
the
the
ability
to
divert
water
into
McClellan
based
on
that
1948
right.
F
So
that's
just
an
example
of
something
that
we
were
able
to
stipulate
out
on
and
and
and
get
what
we
ultimately
believe
was
a
satisfactory
result,
but
we
were
essentially
a
week
before
going
to
court
and
so
the
every
every
opposer
stipulated
out
on
that,
and
we
think
we
we
got
a
good
resolution,
that's
a
just
an
example
of
of
how
far
reaching
this
all
is
so
for
January
or
for
July.
Through
December,
we
had
an
anticipated
225
for
Martin
wood
and
bird
Hill
at
350.
F
for
the
January
through
December
of
next
year.
We
anticipate
Martin
wood
at
400
and
Burke
Hill
at
450..
Keep
in
mind
that
these
are
estimated
contract
amounts.
If
we
don't
spend
it,
we
won't
it
just
revert.
It
just
goes
back
to
the
the
water
fund
balance.
So
this
is
just
an
estimate
based
on
what
we
think
is
a
potential
for
this
year.
However,
if
we,
if
we
don't
need
to
spend
the
money,
we
won't
spend
the
money.
F
So
if
we're
able
to
stipulate
out
of
a
court
case
that
saves
a
lot
of
money
in
court
costs,
and
so
we
saved
money,
this
fall
by
not
participating
in
that
trial,
and
so,
but
we
have
to,
we
have
to
anticipate
that
we
potentially
will.
So.
This
is
how
we
came
up
with
those
numbers
and
what
we'd
be
looking
for
in
terms
of
renewing
those
PSAs.
C
F
So
I
don't
think
we're
big
enough.
I!
Think
that's
the
challenge
is
places
like
Denver,
Water
and
Aurora
are
are
really
large
utilities
that
I
think
have
the
capacity
to
to
bring
this
in-house
in
a
way
that
allows
for
the
full-time
expertise
to
stay
within
the
city
for
a
long
period
of
time.
I
think
the
challenge
for
smaller
utilities
like
us
is
is,
if
you
have
one,
if
you
have
one
person
dedicated
and
they
work
for
our
city
for
a
few
years,
and
then
they
leave
and
go
somewhere
else.
F
Where
is
it,
whereas
in
Denver
and
Aurora
I
think
that
they're
a
blend
of
outside
legal
Consultants
like
what
we're
talking
about
as
well
as
in-house,
to
help
who
helped
manage
those
so
I
think
it's
really
just
it
comes
down
to
a
matter
of
size
and
I.
Just
don't
know
that
we're
big
enough
to
Warrant
it.
C
B
B
G
We've
engaged
with
a
third
party
consultant
to
take
over
a
majority
of
the
workload
for
development
reviews
So.
Currently,
the
utilities
department
does
not
charge
development
fees
to
Developers
for
any
type
of
review
related
to
the
water
and
sewer
system,
putting
this
cost
burden
directly
to
current
utility
rate
payers
and
not
to
the
developer.
So
these
fees
were
designed
with
the
intent
to
reimburse
our
internal
and
external
costs
and
place
the
cost
burden
appropriately
on
the
developer
rather
than
on
current
rate
payers
foreign.
G
A
lot
of
these
are,
you
know,
confirming
that
we
have
the
capacity
in
our
water
and
sewer
systems
to
serve
the
new
development.
There's
civil
and
Pla
civil
Plan
reviews
and
plots
that
are
a
part
of
the
major
minor
subdivision
reviews.
We
run
a
system
capacity
verification.
So
that's
using
our
hydraulic
models
to
make
sure
our
system
can
handle
any
new
development.
G
We
would
potentially
charge
for
a
variance
request
and
that's
you
know,
you're
all
familiar
with
the
the
issue
we
had
a
couple
months
ago,
related
to
the
variants
to
city
code
and
then
any
building
and
site
permit
plan
review
could
include
City
plans,
Landscaping
plan
or
civil
plants.
Landscaping
plans,
Plumbing
plans.
Any
of
those
reviews
would
ensure
compliance
with
our
standards
as
it
relates
to
the
water
or
sewer
system.
G
The
second
to
last
item
here
is
fire
hydrant
flow
testing.
So
this
is
required
for
developments
to
so
that
we
can
have
information
that
we
plug
into
our
hydraulic
model,
ensuring
that
our
capacity
can
serve
fire
flow
in
that
area
of
the
development
and
then
developers
can
also
use
that
information
to
design
their
internal
plumbing
and
Fire
Protection
Systems.
This
test
is
performed
with
our
utilities,
distribution
and
collections
staff
and
uses
specific
equipment,
so
we'd
look
to
recover
costs
there
as
well
and
then.
G
G
You
know
what
that
might
be
if
we
assigned
it
externally
or
internally,
with
with
staff
on
the
project,
we
occasionally
have
a
utilities
Tech
assigned
to
development
reviews.
These
are
much
smaller
reviews
that
that
individual
will
take
the
time
to
make
sure
it
fits
within
our
water
and
sewer
standards,
so
that
fee
would
be
46
dollars
an
hour
and
that's
based
on
you
know
the
the
rate
at
which
he's
paid
plus
the
benefits
that
the
city
provides
and
then
finally,
the
fire
hydrant
flow
test.
G
G
So
our
proposal
is
to
require
a
thousand
dollar
deposit
for
residential
developments,
with
four
units
or
less
and
then
for
commercial,
industrial
or
residential
developments.
Greater
than
four
units
we'd
require
a
deposit
of
five
thousand
dollars
and
then
staff
would
use
the
invoices
from
the
third
party
consultant
and
the
hours
spent
by
internal
staff
to
charge
against
that
deposit.
G
We'd
use
our
City's
Financial
software
for
invoice,
tracking
and
Reporting
those
costs
back
to
the
developer
and
then
upon
final
approval,
approval
of
whatever
the
application
is
from
utility
staff.
The
remaining
amount,
that's
in
that
deposit,
would
either
be
returned
or
would
be
returned
to
the
developer
or,
if
needed,
we'd
request
additional
funds.
If,
if
that
deposit
was
expended.
G
So
staff
would
would
do
its
part
to
ensure
that
the
appropriate
time
was
spent
on
reviews
and
really
provide
the
best
value
and
transparency
of
the
cost
to
the
to
the
developer
and
then
as
initial
step
to
doing
that.
We're
finalizing
a
draft
of
a
water
and
sanitary
sewer
connection
agreement,
and
that
would
specify
the
terms
and
conditions
by
which
a
developer
can
connect
to
our
water
and
sewer
systems
and
then
provide
the
details
for
the
deposit
and
what
costs
would
be
reflected
against
that
deposit.
G
So
it's
Our
intention
to
bring
that
agreement
to
the
water
sewer
board
for
your
consideration
in
November.
So
in
summary
that
you
know
this
is
intended.
The
number
of
fees
that
we're
trying
to
add
to
the
fee
schedule
for
the
city
is
intended
to
assign
the
costs
really
to
appropriate
users.
So
we're
not
subdividing
sub
subsiding.
Excuse
me.
Development
review
rates
through
the
ratepayers
and
accurate
cost
recovery
is
is
from
a
developer.
F
Don't
think
that's
hydrant
at
that
point
in
time.
I
think
that's
a
fire
flow
system
and
those
are
pretty
complex
systems
when
you're
looking
at
high
rises,
so
they
have
to
they
have
to
put
an
actual
fire
line
in
and
so
there's
a
developer
view
process
associated
with
that.
So
hydrogen
is
I.
Think
when
you're
looking
at
that
hybrid
hydrant,
what
we're
typically
thinking
is
a
typical
hydrant,
as
you
would
think,
of
a
hydrant
and
and
testing
that.
B
B
G
C
F
F
So
one
of
the
things
that
we
wanted
to
start
to
talk
with
the
board
about
is
is
really
new
ways
of
completing
construction
that
I've
actually
they've
been
around
for
years,
but
they're,
not
they
haven't
been
necessarily
used
extensively
by
the
city
over
the
course
of
the
last.
You
know
several
years
and
I
wanted
to
at
least
talk
about
one
of
the
methodologies
that
we
use.
F
So
that's
what
this
discussion
is
we're
gonna
start
with
a
design
bed
build
so
design
bid,
build
is,
is
generally
what
what
people
aren't
used
to
and
and
you
can
see
the
you
can
see
the
contractual
relationships.
So
the
city
of
Englewood
hires,
an
architect,
engineer
designer
and
and
then
they
hire
a
contractor
separately
and
so
there's
a
they're
they're
separately
contracted
by
the
city.
F
F
And
then
you
go
out
to
the
street
and
you
put
a
bid
out
for
the
street
to
bid
on
the
project
and
then
you
start
the
construction
and
then,
after
you
receive
the
bid
and
then
you
start
construction
and
you
essentially
spend
the
next
period
of
time
completing
the
construction.
So
you
start
with
a
bid
cost
that
is
defined
at
the
time.
It's
a
hard
bid
at
the
time
of
of
submitting
those
bid,
prices
and
then
through
construction.
F
You
end
up
typically
with
a
certain
amount
of
change
orders,
because
there
were
assumptions
made
by
the
design
engineer
that
didn't
involve
the
contractors,
analysis,
review
or
understanding
that
results
in
change
orders.
If
you've
got
really
really
exceptionally
well
executed
design,
then
you
can.
You
can
minimize
those
change
orders.
F
Additionally,
you'll
get
change,
orders
associated
with
timing
of
materials
and
delays
in
in
in
material
delivery.
Things
like
that,
and
so
the
goal
for
for
this
process
is
to
to
get
the
design
as
as
completely
understood
and
completed
at
the
the
time
of
engineering,
so
that
when
it
translates
to
construction,
there's
minimal
change,
orders
and
that
works
well,
sometimes
and
well
it
works.
It
works
well
often,
but
there
are
also
other
times
it
doesn't
work
so
well.
F
So
another
approach
to
construction
that
we
are
are
using
more
and
more
is
construction
manager,
general
contractor,
and
so
it's
a
it's.
It's
a
form
of
alternative
delivery.
So
there's
a
there's,
a
large
umbrella
of
Contracting
methods
that
are
fall
under
alternative
delivery
and
there's
design
build.
There's
Progressive
design
build,
there's
lump
sum
device
design,
build,
there's
a
construction
manager
at
risk.
F
There's
there's
a
multitude
of
these
types
of
different
construction
methodologies,
the
one
that
we're
using
effectively
over
at
South
flat,
renew
and
have
been
for
the
last
three
years
or
so
is
construction
manager,
general
contractor
and
essentially
it's
similar
in
the
sense
that
you
have.
You
have
the
city
hires
the
design
engineer
and
then
hires,
the
the
construction
manager
general
contractor
firm
and
then
that
firm
bids
out
packages
for
for
the
work
as
the
design
is
progressing.
And
so
it's
a
it's
an
option.
F
It's
an
opportunity
to
bring
in
the
if
we
go
to
the
next
slide
this
will.
This
will
help
with
this.
It's
the
opportunity
to
bring
in
the
contractor
earlier
in
the
process
to
help
Define
and
refine
and
value
engineer
the
scope
and
then
eliminate
the
risk
associated
with
unknowns,
as
pricing
is
developed
over
the
course
of
of
the
design,
and
so
what
what
you
end
up
with?
Is
you
end
up
with?
F
F
Scope
and
and
and
risks,
and
can
then
price
that
accordingly,
the
other
the
other
key
relationship
in
here-
that's
that's
not
on
the
slide,
is
what's
called
an
owner's
advisor
and
that
owner's
advisor
is
that
that
third-party
engineering
firm
that
helps
us
ensure
that
the
the
pricing
and
the
bid
bidding
from
the
contractor
is
competitive
and
and
Market
and
and
consistent
with
the
market.
And
so
what
the?
What
these
alternative
delivery
Contracting
methodologies
rely
on
is
what's
called
open
book
and
what
open
book
means
is
they
they
give?
F
F
F
Some
of
the
benefits
that
you
you
get
out
of
this
get
a
much
stronger
partnership
between
the
city,
the
contractor
and
the
and
the
engineer
you
get
less
adversarial
because
the
the
relationship
is
established
early
on
there's
a
lot.
There's
a
lot
of
owner
control
in
terms
of
being
able
to
refine
scope,
as
pricing
is
coming
in,
whereas
with
a
hard
bid
project
we
we
know
our
Engineers
estimate,
but
you
could
send
that
off
to
the
street
and
it
could
end
up
being
50
percent
more
than
what
the
engineer's
estimate
is.
F
Another
area
that
this
really
more
recently
is
is
helpful
with
is
supply
chain.
So
we
have
situations
where
there
are.
There
is
equipment
that
typically
has
long
lead
times
and
could
be.
You
know
normally
was
six
to
nine
months
for
a
lead
time.
It
can
be
upwards
of
18
to
24
months
and
what
what
the
cmgc
process
does
for
us
is.
F
It
allows
us
to
issue
an
early
work
package
to
to
get
that
equipment
on
order
so
that
we're
not
waiting
two
years
for
a
piece
of
equipment
and
to
come
in
on
a
project
that
may
only
have
a
project
duration
of
18
months
and
so
by
by
quickly
understanding
what
the
equipment
you
need
is
and
getting
that
on
order.
You
mitigate
some
of
that.
Some
of
that
supply
chain
challenge
because
really
lead
times
are
all
over
the
place.
Right
now
and
pricing
of
those
long
lead
items.
F
It
also
allows
us
to
accelerate
the
schedule
because
we
can
get
early
work
packages
going
so
you'll.
What
we'll?
What
you'll
often
see
is
several
gmps.
So
for
one
of
the
most
recent
projects
at
South,
Platte
renew,
we
actually
had
four
GMP
phases.
There
was
early
equipment,
then
there
were
some
early
Earth
work
and
then
there
was
the
main
package,
which
was
the
main
bulk
of
the
scope.
And
then
there
was
a
final
package
that
was
the
the.
A
F
The
the
advantage
on
the
city
ditch
piping
is
is,
and
the
where
we
can
see.
The
most
benefit
of
this
process
is
getting
the
contractor
on
board
and
part
of
that
project
team
as
soon
as
possible
in
the
design.
If
you
let
the
design
go
too
far,
there's
missed
opportunity
to
Value
engineer
the
project
and
and
come
up
with
the
the
better
solution.
F
So
the
challenge
with
this
is
this.
So
these
these
types
of
methodologies
rely
heavily
on
transparency
and
Trust,
because
what
you're
doing
is
you're
hiring
a
contractor
before
you
have
any
idea
what
the
what
the
price
of
the
project
is
going
to
be
because
you're
you're
establishing
in
that
initial
relationship
and
then
you're
building
the
pricing,
ultimately
through
the
through
the
development
of
the
design
and
initial
construction
of
the
project.
F
H
Hi
Peter
thanks
for
that
explanation,
I
just
was
wondering
so
you're
saying
this
kind
of
helps
with
their
skills
of
educating
us
and
and
getting
this
scope
and
to
decrease
the
risk
and
and
then
I'll
kind
of
forecast
what
kind
of
race
coming.
But
when
you
you
were
saying
that
this
kind
of
inshore
it
gives
you
some
sort
of
insurance,
but
how
much
that
insurance
is
is
is
occupied.
H
Let's
say,
let's
say
like
like
they
were
predicting
that
the
cost
of
certain
piping
would
be
certain
amounts,
but
then
it
turns
out
to
be
higher
than
that.
So
since
they're,
offering
their
skills
and
I'm
pretty
sure,
they're
getting
compensated
for
that.
Do
they
what's
kind
of
a
comeback?
Do
you
have
I
mean
okay,
you
give
us
this
expertise,
but
then,
when
in
future
it
comes
out,
how
do
they
handle
the
situation?
H
F
That's
so
that's
what
the
process
actually
defines
and
so
and
it's
an
EV,
it's
an
evolution
through
the
design
and
quite
estimating
the
project.
So
essentially
what
happens
is
we?
We
bring
the
cmgc
contractor
on
board
and
they
have
a
a
pretty
small
fee
to
participate
in
that
design
process.
What
they
do
is
they.
F
They
can
refine
their
pricing
down
to
be
able
to
accommodate
whatever
to
be
you're
able
to
accommodate
the
pricing
as
it's
associated
with
the
level
of
risk
associated
with
the
the
item
that
they're
trying
to
bid.
And
so
what
happens?
Is
you
get
a
GMP
at
30
percent?
You
get
a
GMP
at
60
percent
and
you
get
a
GMP
at
90
percent,
and
what
that
does
is
that
tracks
with,
as
the
the
assumptions
of
the
project
are,
are
turned
into
turned
in
less
less
away
from
assumptions
to
more
true
understanding.
F
That
way
they
can
price
it
accordingly,
once
you
establish
a
GMP
and
the
scope
associated
with
the
GMP,
that's
the
guaranteed
maximum
price
for
that
scope
of
work,
and
if
it
comes
in
more
because
they
missed
something
that
they
should
have
gotten,
then
it's
on
them
to
ensure
that
the
project
is
is
delivered.
If
it's
something
that's
outside
of
anyone's
expectation.
So
if
it
was
something
that
was
a
you
know,
a
change
field
condition
that
nobody
anticipated
that's
something
that
would
likely
be
some
kind
of
a
shared
risk.
What
I've
Done
these
projects.
F
In
the
past,
you,
the
what
you
develop
initially
right
out
of
the
gate,
is
called
risk
Matrix
and
that
risk
Matrix.
You
have
a
whole
a
whole
bunch
of
items
that
are
scope,
items
that
have
a
certain
level
of
risk
associated
with
them,
and
then
the
risk
has
a
dollar
amount
to
it,
and
a
percent
likelihood
of
the
of
the
risk
occurring,
which
then
translates
to
a
a
you
multiply.
F
H
F
F
G
G
However,
there
will
be
a
substantial
amount
of
follow-up
that
will
need
to
be
done
as
a
result
of
these
surveys,
because
we
want
to
ensure
that
the
information
that
are
that
submitted
by
customers,
you
know,
is
accurate
and
doesn't
lead
to
some
kind
of
uncontrolled
cross-connection
in
the
system.
So
as
of
right
now
we're
tracking
about
800
issues
that
will
need
to
be
followed
up
on
next
year
by
our
contractor
BSI.
That's
the
program
manager
for
this,
as
well
as
City
staff.
G
H
Sarah
I
just
was
wondering
because
when
I
was
asking
some
plumbers
about
this
backflow,
I'm
still
a
little
confused
about
this
situation
and
I
don't
want
to
take
the
boards
time.
So,
once
I
I
meet
with
Peter
I
will
he
does
a
fabulous
job
of
explaining
this?
Maybe
I
can
address
that
issue,
but
when
I
was
asking
the
plumbers
about
this,
a
lot
of
them
don't
know
anything
about
it
and,
and
so
I
just
wondering
do
you
guys
have
like
a
selection
of
plumbers
that
did
you
guiding
this
con?
H
G
It
yep
absolutely
so
on
our
website
on
the
utilities
website,
we
have
information
about
the
backflow
and
cross-connection
prevention
program
and
there
is
a
link
to
an
external
external
third
party
that
does
have
a
list
of
certified
backflow
investors.
So
as
a
city,
no,
we
don't,
you
know,
have
a
list
of
our
own,
but
that
information
is
available
on
our
website.
F
Can
I
just
add
one
more
thing
on
this
item
so
about
a
little
over
a
year
ago,
we
had
a
state
violation
on
this,
where
we
had
to
send
out
postcards
to
everybody,
because
we
missed
the
the
compliance
deadline
on
this
and
and
that's
because
the
the
systems
were
not
in
a
database.
They
were
all
paper
records.
They
were
not.
F
F
The
the
team,
Sarah
and
and
Josh,
and
his
staff
have
worked
many
many
hours
to
fix
this
process
and
bring
BSI
on
board
so
that
now
we
we
have
systems
in
place
so
that
we're
not
in
a
situation
where
we're
sending
postcards
talking
about
how
we
violated
estate
regulation.
So
this
is
this
has
been
a
heavy
lift
for
a
year
and
and
it's
a
credit
to
the
to
the
amount
of
work
the
staff
has
done
to
get
us
here.
F
Okay,
so
very
quickly,
I
just
wanted
to
provide
an
update
to
the
board
or
just
a
yeah
I
guess,
a
an
update
to
the
board.
Three
weeks
ago,
I
think
three
weeks
ago,
basically
September
10th,
through
September
17th,
myself
and
Anna
Schrader
from
South
Plant
renew,
actually
were
able
to
attend
the
International
Water
Association
World
water
Congress
in
Copenhagen
Denmark,
and
it's
a
it's
a
congress.
It's
a
a
meeting
that
occurs
once
every
two
years
and
it's
a
we
were
able
to
to
attend
this.
F
We
ended
up
getting
an
innovation
scholarship
from
one
of
our
Association
agencies
that
provided
us
thirty
five
hundred
dollars
in
travel
reimbursement
so
that
I
paid
for
our
flights
and
parts
of
our
hotel
and
really
it's
a
it's.
It's
water
from
a
world
perspective
is
what
is
what
this
conference
is
and
it's.
F
It
was
fascinating
to
see
how
the
rest
of
the
world
approaches,
water
supply
and
water
clean
water
issues
across.
You
know
globally
and
I
think
some
of
the
key
takeaways
that
are
that
that
we
came
away
with
were
there's
a
lot
of
focus
on
the
sustainability
and
within
sustainability
is
the
are
the
UN
sustainability
goals
that
were
developed
in
2015
that
have
the
goal.
Number
six
is
on
water
and
so
and
it's
really
about
globally
being
able
to
provide
clean
water
and
clean
Wastewater
services
to
to
everybody
in
the
globe.
F
F
The
other
aspect
of
this
trip
that
was
important
was
at
some
point
renewed.
We
have
a
pilot
and
Research
Center
project
and
program,
and
part
of
that
is
an
it's
an
innovation
initiative.
That's
designed
to
get
ahead
of
these
regulatory
issues
that
are
bearing
down
on
us
over
the
next
15
years,
and
so
we
have
significant.
F
We
have
significant
contractual
or
cost
drivers
for
projects
in
the
future,
and
one
of
the
aspects
of
that
Park
project
is
developing
a
relationship
with
a
partner
utility
called
VCS
Denmark.
That
is
actually
in
Denmark
and
the
CEO
reached
out
to
me
in
May
and
said:
hey
would
you
be
able
to
come
so
we
can
actually
meet
face
to
face
and
really
start
to
work
on
strengthening
our
our
relationship
as
they
have.
F
They
are
world
leaders
as
it
relates
to
Innovation
and
water
and
wastewater
space,
and
so
getting
that
connection
to
them
and
meeting
them.
We're
going
to
be
will
be
able
to
learn
how
they're
doing
it
for
lack
of
a
better
term,
as
it
relates
to
trying
to
drive
innovation
in
a
space
that
doesn't
necessarily
always
always
promote
it
rapidly.
F
So
those
were
the
two
main
objections
objectives
of
going
and
we
brought
a
lot
of
information
back.
I
took
dozens
of
pictures
of
slides
of
things
that
I
I
want
to
bring
back
to
the
the
bringing
back
to
my
staff
and
then,
like
I,
said
it
strengthened
that
relationship,
but
I
just
wanted
to
provide
a
quick
update
to
the
the
board
that
that's
some
of
the
other
stuff
that
we're
doing.
H
F
H
F
Yeah
I
can
I
can
provide
a
quick
update
on
that,
so
the
we,
the
court,
made
their
determination.
It
wasn't
what
we
wanted,
however,
it
it
wasn't
anything
that
we
weren't
necessarily
expecting
could
possibly
happen
so
we've
we
didn't
challenge
that
because
we
didn't
think
it
was
worth
appealing
it
and
we've
moved
into
the
actual
appraisal
component
of
this,
and
so
the
what
we're
what
we're
working
towards
is.
F
We
want
to
do
a
joint
appraisal
because
doing
a
joint
approach,
appraisal,
which
is
con
which
is
contemplated
in
the
agreement,
is
actually
the
most
efficient
way
to
get
this
done
and
they're
interested
in
doing
it
as
a
joint
appraisal,
we're
interested
in
doing
it
as
a
joint
appraisal
and
since
we've
gotten
the
water
quality
question
settled
by
the
court.
We're
ready
to
move
forward
with
that
and
I
believe
we
have
a
meeting
this
month
to
actually
do
a
joint
interview
of
that
appraiser
and
then
get
that
rolling.