Agenda 03/24/2026 Item #16C 1 (Approve the selection committee’s ranking and authorize contract negotiations with the top-ranked firm, AECOM Technical Services, Inc, related to Request for Professional Services No. 25-8518)3/24/2026
Item # 16.C.1
ID# 2026-530
Executive Summary
Recommendation that the Board of County Commissioners, as the ex officio Governing Board of the Collier County
Water-Sewer District, approve the selection committee’s ranking and authorize contract negotiations with the top-ranked
firm, AECOM Technical Services, Inc., related to Request for Professional Services No. 25-8518 for the Northeast
Service Area Program Management, oversight services, so that staff can bring a proposed agreement back for the Board's
consideration at a future meeting. (Project 70194)
OBJECTIVE: The public purpose is to continue providing reliable, sustainable utility services for the Collier County
Water-Sewer District (the "CCWSD"). This action is to proceed with the selection of a consultant to provide program
management and oversight services for the Northeast Service Area Facilities Program to coordinate project delivery,
support planning and permitting, and assist staff and consultants in anticipating issues, managing change, identifying
potential challenges, and recommending solutions.
CONSIDERATIONS: The Northeast Service Area Facilities Program consists of multiple, interrelated utility
infrastructure components, including regional treatment facilities, wellfields, pump stations, transmission pipelines, and
associated system expansions and transitions, requiring coordinated planning, design, construction, and integration to
meet future service demands.
Program management and oversight services will include establishing a program management team to coordinate and
manage the delivery of construction activities; providing planning and permitting support; assisting staff and consultants
in anticipating problems and supporting change management; identifying potential challenges; and recommending
solutions. These services also include program management and oversight across pre-construction, design, procurement,
construction, and post-construction phases; development and maintenance of schedules, budgets, and risk management
tools; contract administration and procurement support; construction monitoring and inspection; and coordination and
communication among County staff, consultants, contractors, and stakeholders to support efficient and timely delivery
of program objectives.
Upon reactivation of the program in 2017 and the eastward expansion of the CCWSD utility service area in 2018, the
CCWSD coordinated with the development community to understand the future infrastructure service demands in the
northeastern portion of the County. Subsequently, the Board entered into six utility agreements to provide water,
wastewater, and Irrigation Quality (IQ) water services in the Northeast Service Area. Additional utility agreements are
anticipated as new development projects are initiated.
On June 24, 2025 (Agenda Item 11.A), the Board approved Amendment 10 to the Carollo Engineers, Inc. contract to
complete the design of the Northeast Water Reclamation Facility and the Northeast Water Treatment Plant.
On July 8, 2025 (Agenda Item 11.G), the Board approved the Northeast Interim Facilities Program and associated
resourcing strategy, providing the capacity to execute the Program.
On February 10, 2026 (Agenda Item 16.C.1), the Board approved the selection committee’s ranking and authorized
contract negotiations with the top-ranked firm, Mitchell & Stark Construction Company, Inc./Johnson Engineering,
related to Request for Professional Services No. 25-8374 for Design-Build Services for the Northeast Service Area
Utility Expansion Project.
On October 23, 2025, the Procurement Services Division issued Request for Professional Services (RPS) No. 25-8518,
"Northeast Service Area Program Management, and Oversight, Services". One thousand two hundred thirty-two (1,232)
interested professionals viewed the solicitation package. The County originally advertised the solicitation for thirty days,
but extended the solicitation for an additional fourteen days to allow time for interested firms to submit questions. Five
proposals were received by the December 8, 2025, submission deadline.
Staff reviewed the proposals received and determined that all five proposers were responsive and responsible, with only
minor irregularities.
Page 3911 of 6641
3/24/2026
Item # 16.C.1
ID# 2026-530
A selection committee met on January 22, 2026, and after reviewing the proposals and deliberating, the committee
scored the proposals, shortlisted firms, and elected to proceed to Step 2 (Oral Presentations) with the following top three
proposers:
AECOM Technical Services, Inc.
Jacobs Engineering Group, Inc.
Accenture Infrastructure and Capital Projects, LLC
On February 12, 2026, the selection committee reconvened to conduct Oral Presentations and complete the final ranking
of the firms. The committee’s scoring resulted in a two-way tie for first place between AECOM Technical Services, Inc.
and Jacobs Engineering Group, Inc. Pursuant to the tie-breaker procedure outlined in the solicitation documents, the tie
was resolved, resulting in the following final ranking:
AECOM Technical Services, Inc. — 1st
Jacobs Engineering Group, Inc. — 2nd
Accenture Infrastructure and Capital Projects, LLC – 3rd
Staff recommends entering into negotiations with AECOM Technical Services, Inc. ("AECOM"), the top-ranked firm.
Subject to the Board’s approval of staff’s recommendation, and in accordance with Section 287.055, Florida Statutes
(Consultants’ Competitive Negotiation Act), staff will begin contract negotiations with the top-ranked firm, AECOM,
with the intent of returning to the Board with a proposed agreement for consideration at a future meeting. If staff is
unable to reach an agreement with the number one ranked firm, staff will proceed with negotiations with the remaining
firms in ranked order.
This item is consistent with the Collier County strategic plan objective to plan and build public infrastructure and
facilities to effectively, efficiently, and sustainably meet the needs of our community. It further is in support of the
Infrastructure and Asset Management Strategic Focus Area’s objectives to optimize the useful life of all public
infrastructure resources through proper planning and preventative maintenance. This item is aligned with the Annual
Update and Inventory Report (AUIR) and other planning tools that establish and implement plans for availability and
adequacy of public facilities and remain in compliance with all regulatory requirements.
FISCAL IMPACT: There is no fiscal impact associated with this action. Funding for the subsequent contract award is
within the Fiscal Year 2026 Capital Budget. The source of funding includes the Sewer Impact Fee (Fund 4013), County
Water-Sewer Bond # 2 Proceeds, Series 2021 (Fund 4019) and/or Water and Sewer Commercial Paper (Fund 4020).
GROWTH MANAGEMENT IMPACT: This project meets current Growth Management Plan standards to ensure the
adequacy and availability of viable public facilities and to remain in compliance with all regulatory requirements.
LEGAL CONSIDERATIONS: This item is approved as to form and legality and requires majority vote for Board
approval. —SRT
RECOMMENDATION(S): Recommendation that the Board of County Commissioners, as the ex officio Governing
Board of the Collier County Water-Sewer District, approve the selection committee’s ranking and authorize contract
negotiations with the top-ranked firm, AECOM Technical Services, Inc., related to Request for Professional Services
No. 25-8518 for the Northeast Service Area Program Management, oversight services, so that staff can bring a proposed
agreement back for the Board's consideration at a future meeting. (Project 70194)
PREPARED BY: Benjamin N. Bullert, P.E., Supervisor – Project Management, Public Utilities Engineering & Project
Management Division
Page 3912 of 6641
3/24/2026
Item # 16.C.1
ID# 2026-530
ATTACHMENTS:
1. 25-8518 AECOM Proposal
2. 25-8518 Final Ranking
3. 25-8518 NORA
4. 25-8518 Solicitation
Page 3913 of 6641
County of Collier, FL
Procurement
Sandra Srnka, Procurement Director
3299 Tamiami Trail, East Naples, FL 34112
[AECOM TECHNICAL SERVICES, INC.] RESPONSE DOCUMENT REPORT
GEN No. 25-8518
Northeast Service Area Program Management, and Oversight Services
RESPONSE DEADLINE: December 8, 2025 at 3:00 pm
Report Generated: Friday, December 12, 2025
AECOM Technical Services, Inc. Response
CONTACT INFORMATION
Company:
AECOM Technical Services, Inc.
Email:
kelsie.andrews@aecom.com
Contact:
Kelsie Andrews
Address:
4415 Metro Parkway, Suite 404
Fort Myers, FL 33916
Phone:
N/A
Website:
www.aecom.com
Submission Date:
Dec 4, 2025 2:35 PM (Eastern Time)
Page 3914 of 6641
[AECOM TECHNICAL SERVICES, INC.] RESPONSE DOCUMENT REPORT
GEN No. 25-8518
Northeast Service Area Program Management, and Oversight Services
[AECOM TECHNICAL SERVICES, INC.] RESPONSE DOCUMENT REPORT
undefined - Northeast Service Area Program Management, and Oversight Services
Page 2
ADDENDA CONFIRMATION
Addendum #1
Confirmed Nov 24, 2025 8:36 PM by Kelsie Andrews
QUESTIONNAIRE
1. I certify that I have read, understood and agree to the terms in this solicitation, and that I am authorized to submit this r esponse
on behalf of my company.*
Confirmed
2. ALL DOCUMENTS REQUIRING EXECUTION SHOULD BE EITHER BY WET SIGNATURES OR VERIFIABLE ELECTRONIC SIGNATURES.
FAILURE TO PROVIDE THE APPLICABLE DOCUMENTS MAY DEEM YOU NON-RESPONSIVE/NON-RESPONSIBLE.
Confirmed
3. Request for Professional Services (RPS) Instructions Form *
Request for Professional Services (RPS) Instructions have been acknowledged and accepted.
Confirmed
4. Collier County Purchase Order Terms and Conditions*
Collier County Purchase Order Terms and Conditions have been acknowledged and accepted.
Confirmed
5. Insurance Requirements*
Vendor Acknowledges Insurance Requirement and is prepared to produce the required insurance certificate(s) within five (5) da ys of
the County's issuance of a Notice of Recommended Award.
Page 3915 of 6641
[AECOM TECHNICAL SERVICES, INC.] RESPONSE DOCUMENT REPORT
GEN No. 25-8518
Northeast Service Area Program Management, and Oversight Services
[AECOM TECHNICAL SERVICES, INC.] RESPONSE DOCUMENT REPORT
undefined - Northeast Service Area Program Management, and Oversight Services
Page 3
Confirmed
6. Proposal Submittal*
Please submit a proposal per Evaluation Criteria outlined in Solicitation.
AECOM_25-8518_Collier_County_NESA_Management,_and_Oversight,_Services.pdf
7. Collier County Required Forms
VENDOR DECLARATION STATEMENT (FORM 1)*
AECOM_Collier_NESA_Program_Management_Form_1.pdf
CONFLICT OF INTEREST CERTIFICATION (FORM 2)*
AECOM_Collier_NESA_Program_Management_Form_2.pdf
E-VERIFY - MEMORANDUM OF UNDERSTANDING*
AECOM_Collier_NESA_Program_Management_E-verify_Memorandum_of_Understanding.pdf
IMMIGRATION LAW CERTIFICATION (FORM 3)*
AECOM_Collier_NESA_Program_Management_Form_3.pdf
REFERENCE QUESTIONNAIRE (FORM 4)
AECOM_Collier_NESA_Program_Management_Form_4-FINAL.pdf
PROOF OF STATUS FROM DIVISION OF CORPORATIONS - FLORIDA DEPARTMENT OF STATE (SUNBIZ)*
http://dos.myflorida.com/sunbiz/ should be attached with your submittal.
AECOM_Collier_NESA_Program_Management_Proof_of_Status_from_Division_of_Corporations_.pdf
W-9 FORM*
AECOM_Collier_NESA_Program_Management_W-9_Form.pdf
Page 3916 of 6641
[AECOM TECHNICAL SERVICES, INC.] RESPONSE DOCUMENT REPORT
GEN No. 25-8518
Northeast Service Area Program Management, and Oversight Services
[AECOM TECHNICAL SERVICES, INC.] RESPONSE DOCUMENT REPORT
undefined - Northeast Service Area Program Management, and Oversight Services
Page 4
SIGNED ADDENDUMS (IF APPLICABLE)
25-8518_Addendum_#1_SIGNED.pdf
MISCELLANEOUS DOCUMENTS
AECOM_Collier_NESA_Program_Management_Misc_Documents.pdf
Page 3917 of 6641
REQUEST FOR PROFESSIONAL SERVICES (RPS)
Northeast Service Area
Program Management and
Oversight Services
RPS NO.: 25-8518
Collier County
Board of County Commissioners
Procurement Services Division
December 8, 2025
Page 3918 of 6641
Northeast Service Area Program Management and Oversight Services iii
Evaluation Criteria 3 | Past PerformanceTable of Contents
1.Ability of Professional Personnel
Local and Committed Team That’s All In ............................................................................................................1-1
Team Organization .................................................................................................................................................................1-2
Organizational Chart .............................................................................................................................................................1-3
Program Initiation and Fast Start for Rapid Mobilization .........................................................................................1-4
Our Team Brings Expertise and Leadership on Similar Projects . ........................................................................1-5
Team Experience on Similar Projects .............................................................................................................................1-8
Local Knowledge and Experience ..................................................................................................................................1-10
Local Regulatory Conditions ............................................................................................................................................1-11
Subconsultant MBE Engagement ..................................................................................................................................1-12
Resumes ..................................................................................................................................................................................1-13
Additional Personnel Qualifications ..............................................................................................................................1-26
2. Certified Minority Business Enterprise
Commitment to Certified Minority Business Enterprises .......................................................................................2-1
3.Past Performance
Proven Success on Similar Programs .............................................................................................................................3-1
Proposed Staff Involvement in Featured Projects .....................................................................................................3-2
Program Experience that Mirrors the County’s Required Services ....................................................................3-3
Reference Forms and Project Descriptions .................................................................................................................3-4
4. Project Approach, Willingness to Meet Time and Budget Requirements
Approach to Delivery and Resources to Achieve Program Schedule ................................................................4-1
Accelerated Fast Start and Initiation ...............................................................................................................................4-2
Project and Resources Delivery by Phase ....................................................................................................................4-3
Conceptual Schedule ...........................................................................................................................................................4-4
Cost Management Approach ............................................................................................................................................4-5
Change Order Management ...............................................................................................................................................4-6
5.Location
Approach to Staff Location for Program Management and Execution ..............................................................5-1
6. Recent, Current, and Projected Workloads of the Firm
Staff Commitment and Availability ..................................................................................................................................6-1
7. Required Forms/Acknowledgments
Vendor Check List
Form 1: Vendor Declaration Statement
Form 2: Conflict of Interest Certification
Proof of Status from Division of Corporations
Form 3: Immigration Affidavit Certification
E-Verify Memorandum of Understanding
Form 4: Reference Questionnaire Form
Form 5: Grant Provisions and Assurances package –Not Applicable
Vendor W-9 Form
Licenses
Addendum Acknowledgment
Table of Contents
Page 3919 of 6641
Northeast Service Area Program Management and Oversight Services i
Dear Members of the Evaluation Committee:
Collier County is undertaking a complex, multi-year capital improvement program to expand water and wastewater
infrastructure in the Northeast Service Area. This $750 million eƬ ort involves coordinating numerous interdependent
and interrelated projects, stakeholders, and funding sources while maintaining level-of-service commitments and public
conƮ dence. With annual capital expenditures expected to double during this program, the County seeks a program
management partner that can serve as an extension of staƬ – providing integrated oversight across design, permitting,
construction, and operations to support the scale and pace of delivery required over the next 6 years.
AECOM understands that success will depend not only on disciplined schedule and cost control, but also on consistent
communication, proactive risk and claims management, and responsive public outreach. Our approach is grounded
in the County’s guiding principles, which emphasize service to utility customers, environmental stewardship, Ʈ nancial
responsibility, and community trust.
The AECOM team brings Ʈ ve core strengths to deliver a transparent, accountable program that supports your
long-term utility service and growth objectives.
RE: Proposal for 25-8518 Northeast Service Area Program Management, and Oversight Services
Submitted via https://procurement.opengov.com/portal/collier-county-ư
December 8, 2025
Collier County Board of County Commissioners Procurement Services Division
Attention: Dania Guerrero, Procurement Strategist II
3295 Tamiami Trail East, Bldg. C-2
Naples, FL 34112
4415 Metro Parkway, Suite 404
Fort Myers, FL 33916
1.Local and Committ ed Team: Rooted in Florida, our integrated team combines deep program
management experience and local insight, ready to deliver the County’s program with commitment. Program
Manager Roger Williams has directed more than $3.1B in complex programs and oƬ ers the expertise to stand up
and deliver the County’s program, drawing on his success establishing PMO oƱ ces and delivering successful
program for the $620M Miami High Level Disinfection Program and $439M Bay Park Conveyance Program, as well
as the $2.1B MDWASD Wastewater Systems Priority Program.
Our local team brings deep, multidisciplinary expertise, including program controls, cost and schedule
management, risk and claims mitigation, permitting, design oversight, construction coordination, and proactive
stakeholder engagement. This experience includes Ʈ rst-hand knowledge of County practices and expectations
and experience navigating local construction conditions and regulatory processes. This means the County
beneƮ ts from a proven team that is ready for immediate mobilization and integrated delivery of your
program from inception through completion.
2.Proven Program Management Experience Across All Scope Areas:
As a global leader in program management, AECOM has delivered more than $500B in critical capital programs;
many are similar in size and complexity to the County’s program. Our experience includes the $400M Detroit CIP
Program Management Organization Program, $2.5B DeKalb County Capital Improvement Program, and $2.1B
wastewater program for Miami-Dade WASD. These complex programs mirror the full scope of this contract,
including governance, technical oversight, robust
program controls with cost-loaded master schedules,
proactive community engagement, claims resolution,
change management and cost estimating. Our
proposed team members have worked together on
these similar eƬ orts, consistently achieving minimal
change orders and eƬ ective coordination. Our
program management excellence, industry best
practices, and innovations provide the County
conƮ dence in our ability to manage risks, control
costs, and deliver results.
AECOM is
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delivering
programs
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program
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$500B+
active water
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programs70+
active programs450+
Page 3920 of 6641
Northeast Service Area Program Management and Oversight Services ii
Roger Williams, PE, Program Manager
p: 305.804.5820 | e: roger.f.williams@aecom.com
Ron Cavalieri, PE , Principal-in-Charge
p: 239.278.7996 | e: ronald.cavalieri@aecom.com
Thank you for considering AECOM as your trusted partner for the Northeast Service Area Program. We are committed to delivering
exceptional results through our proven expertise, local insight, and collaborative approach. We look forward to the opportunity to
support Collier County’s vision and contribute to the continued success of your utility infrastructure program.
3.Longstanding Partnership with Collier County:
With over 35 years of partnership with Collier County, AECOM has played a pivotal
role in shaping the County’s water and wastewater infrastructure. From leading the
development of the Public Utilities Water-Sewer District Master Plan in 2014 and its
updates in 2016, 2018, and 2023, to delivering critical projects like the original North
County Regional WTP in 1992, major upgrades to the South County Regional WTP,
and 150 task orders under successive continuing services contracts, we have worked
side-by-side with your team to advance your most important initiatives. Most recently,
we delivered the North County Water Reclamation Facility Pretreatment Facility, and
our team’s expertise includes leaders like Ron Cavalieri, who served as engineering
manager on the original Northeast Utility Facility Program in 2006.
This familiarity with your water, wastewater, and reclaimed water systems, along
with our understanding of your CIP priorities, project sequencing, design standards,
permitting requirements, and communication protocols, positions us to integrate
quickly with the County and deliver eƱ ciently without a learning curve.
Having supported the Public
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Master Plan and its updates,
we understand the County’s
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4.Approach Built to Meet 2031 Deadline:
Our approach is purpose-built to meet or improve upon the County’s 2031
deadline while delivering reliable utility infrastructure that supports rapid
population growth and rising service demands. Our program delivery strategy
aligns with the County’s schedule and budget goals, applying collaborative
planning, optimal sequencing, and proactive risk management to keep every
project on track. Leveraging PMIS tools and a disciplined reporting cadence,
we provide real-time visibility for timely decisions, cost control, and public conƮ dence throughout the program
lifecycle. To drive eƱ ciency and value for the County, we develop integrated work packages that streamline
procurement, optimize sequencing, and reduce risk across all major elements of the program.
Our experienced team brings proven resources and a track record of meeting budgets, supported by strong
change order performance on similar programs. By working within the County’s existing project management
practices and expanding as needed, we develop integrated work packages, coordinate procurement, and
maintain a master activity schedule that deƮ nes interdependencies across the entire program. This proven
programmatic approach delivers your critical infrastructure projects by 2031, within budget and seamless
execution from design through post construction.
5.Confi rmed Availability and Capacity to Drive Results: AECOM brings the resources,
capacity, and commitment needed to deliver this program without compromise. Our core team is local, supported
by our Fort Myers oƱ ce and 260+ staƬ in Southwest Florida, 1,110+ in Florida, and 4,100+ throughout the
Southeast. We have the resources to mobilize immediately and maintain momentum through completion. We have
a proven track record of balancing workloads to successfully deliver projects on time, including for the County,
and our current and projected schedules for staƬ allow us to dedicate full attention to the County’s program. Our
team oƬ ers ư exibility and depth to meet every program element. Our structured workload planning means the
County’s program has resources available when needed, minimizes downtime and maintains continuity
throughout the program lifecycle.
We will implement a Fast Start strategy for Collier
County, ramping up in the Ʈ rst 90 days. We’ve
applied this approach on the MDWASD
Wastewater Priority Program, Bay Park
Conveyance Program, Region of Peel’s Queen
Street Housing Enabling Infrastructure Program for
Water and Wastewater, and San Diego Gas &
Electric Strategic Undergrounding Program.
Page 3921 of 6641
1
Ability of Professional Personnel
Page 3922 of 6641
Northeast Service Area Program Management and Oversight Services 1-1
Evaluation Criteria 1 | Ability of Professional Personnel
Local and committed team that’s all in
Our team brings Collier County a robust bench of local talent, anchored by seasoned program leaders, and enhanced
with a strategic panel of program and technical advisors. With deep local and technical expertise in Southwest Florida,
vast program management expertise and a team that has worked together before, we bring a proven history of driving
schedule and budget, tailoring solutions, managing risks, and promoting meaningful benefits for the community.
Our team is further strengthened through our partnership with MBE firm PCI Control, where we have worked
side-by-side for the MDWASD Wastewater Systems Priority Program since 2013. Backed by 1,160 staff in Florida
and 51,000 professionals worldwide, we offer depth of resources to provide the right expertise at the right time for
the County.
Our team’s water and wastewater facilities program management experience includes delivering large-scale, complex
utility infrastructure programs combined with successful execution of projects with Collier County, means we have
the ability to navigate complexities and challenges for effective and efficient delivery of your program.
For example, Program Manager Roger Williams has worked with Task Manager Jennifer Kellar and many others on
the $2.1B Wastewater Systems Priority Program for MDWASD; Roger, Task Manager Richard Redmond, and other
staff collaborated on the $439M Bay Park Conveyance Program; and Roger, Principal-in-Charge Ron Cavalieri, and
numerous staff have worked on Collier County’s Master Plan and Master Pump Station 306 Wastewater Basin Analyses
Program. Additional details into our team members’ history working together can be found in Exhibit 1-3 (found later in
this section).
This team fully embraces and is committed to compliance with the County’s Guiding Principles for development of
the Northeast Service Area, including the Good Neighbor Policy. All elements of the Northeast Service Area will be
designed, constructed, and operated under the Good Neighbor Policy, which is respectful of the needs of surrounding
neighborhoods for a safe, clean, and non-disruptive environment. All of our work with the County aligns with this policy.
Most recently, on the County’s NCWRF Pretreatment Facility, we designed an odor control system consisting of a 3-train
bio-trickling filter bio scrubber system followed by carbon adsorbers.
To adhere with the County’s Good Neighbor Policy and address the concerns of a sensitive local community, a failsafe
odor control system is a fundamental element of the project. Our shared vision for environmental stewardship on
projects is Five Ns: No Odors, No Spills, No Dust, No Noise and No Lights.
Northeast Service Area Program Management and Oversight Services
1. Ability of Professional Personnel
Rooted in Florida, our integrated team combines deep program experience and local insight, ready to deliver the
County’s program with commitment. Our local team brings deep, multidisciplinary expertise, including program controls,
cost and schedule management, risk and claims mitigation, permitting, design oversight, construction coordination,
and proactive stakeholder engagement. This means the County receives a proven team ready for immediate
mobilization and integrated delivery of your program from inception through completion.
COLLIER COUNTY’S GOOD NEIGHBOR POLICY
As part of our commitment to your Good Neighbor Policy
and address the concerns of a sensitive local community, we
designed a failsafe odor control system, which is a fundamental
element of the NCWRF Pretreatment Facility project.
Page 3923 of 6641
Northeast Service Area Program Management and Oversight Services 1-2
Evaluation Criteria 1 | Ability of Professional Personnel
Team Organization
Our team is strategically structured to deliver full-spectrum program management and oversight for Collier County,
leveraging a blend of local expertise, program leadership, and global innovation to address all technical, community
and project delivery aspects of your program – from strategic planning to on-the-ground implementation and closeout.
Led by Program Manager Roger Williams, PE and supported by key personnel with deep experience in programs and
projects of similar type, size, and complexity, the organization features four functional program areas to optimize
delivery of Collier County’s Northeast Service Area Program, each overseen with a dedicated task manager:
−Program Initiation, Administration, Controls and Reporting – Kristopher Grigg, PSP, PMP, EVP, CCP
−Pre-Construction and Design Delivery – Christopher Alverson, PE
−Construction Oversight and Quality Control – Richard Redmond, PE, CCM
−Community Involvement and Communication – Jennifer Kellar, APR, PMP
This structure (Exhibit 1-1) allows us to cover all facets of your program, from pre-construction, permitting and
design oversight to community involvement and program controls through construction and start up, testing, and
commissioning. Roger has carefully assessed current workloads to confirm full availability and commitment of our
proposed staff, ready to co-locate alongside Collier County staff for seamless program delivery. Our team is built on
proven relationships and a strong record of successful outcomes, positioning us to effectively advance your
program, as demonstrated in Exhibit 1-3 (found later in this section) and the reference forms and project descriptions
found in Section 3. We are ready to partner with the County to deliver measurable results that strengthen utility services
and meet future demand.
With a streamlined structure and a balance of local and
national expertise to address all facets of your program,
we are positioned to quickly ramp up, drive efficiency,
enhance responsiveness, offer capacity and collaborate
seamlessly with the County.
Page 3924 of 6641
Northeast Service Area Program Management and Oversight Services 1-3
Roger F. Williams, PE
Program Manager
Exhibit 1-1. Team members, including those marked with County
experience, bring valuable knowledge of local construction and
regulatory processes (described further in this section), fostering strong
collaboration and adaptability proximate to the project site.
Ronald Cavalieri, PE
Principal-in-Charge
Program Governance & Technical Advisory
GovernanceMarty Doward, PE
Program ControlsOsama Abdelfatah
Program Best Management Practices
Mike McClure
Resource Strategy & Organization Integration
Cynthia Chemello, PMP, ENV SP
Technology & InnovationChristopher Hill, PE
Collier County Board of County Commissioners
Tony Indorato
Health & Safety
Legend
PCI = PCI Controls (MBE)
All personnel are AECOM unless designated otherwise
= Fast-start team member
= Resume included
= Collier County Experience
Public Information & Communications LeadTara Lombardo
Graphic Design Services
Hiroko Koike
Dashboard Administration & MaintenanceColleen O’Brien
Website Development & MaintenanceKara Johnson
Task Manager: Jennifer Kellar, APR, PMP
Community Involvement & Communication
CIP Project ValidationReshma Thummadi, PE
Design Project/ Task ManagersRene Brito, PE
Zain Hayek, PE, DBIA
Jack Miller, PE
Inter-Agency Laison (JPAs) & Permit ExpeditionDawn Jakiela, PE
Procurement/Contracting/Alternative Delivery SpecialistBrian Daly
Value EngineeringDave Wilcox, PE
Constructability ReviewsRich Ulkus, CGC
Task Manager: Christopher Alverson, PE
Pre-Construction & Design Delivery
Discipline Review Leads
WellfieldJavier Salazar In-PlantAlfredo Olivares
Marvin Sanchez
ROW/LinearworksEverette Lopez
Task Manager: Richard Redmond, PE, CCM
Construction Oversight & Quality Control
Site/Facility/Area Contract Administrators
Safety AuditorSamuel Tinoco
Change Management & Merit AnalysisJulian Ortega, PSP, LEED AP PCI
Time Impact Analysis (TIA)/ Schedule AnalysisMarissa Germain PCI
Independent Cost Estimating (ICE)William Chow PCI
Commissioning & StartupRich Ulkus, CGC
TrainingCynthia Chemello, PMP, ENV SP
Closeout Transfer & Warranty ManagementMelvinsky Ramirez PCI
Asset ManagementTonya Simmons, PE
Support Staff
PMP Procedures DevelopmentMatt Freih, PE, PSP, DBIA
Risk Management
Tuna Tanriover
PMIS Development & Deployment
Mark Tayy
Digital Solutions & DeploymentAaron Rupp, PMP
Document Control & PMIS AdministrationCherie Wolter
Cost Control, Monitoring & ReportingChristina Patierno
Paula Echeverry PCI
CIP Master SchedulingMihaela-Elena Tomulescu, LEED AP
Programmatic Cost EstimatingKevin Williams
William Chow, CEP PCI
Permitting & Regulatory ComplianceJoan Dorrian
Accounting & Invoicing
Brenda Pagoada
KPI Management & Dashboard Administration
Georgia Aguila, PMP
Grants & FundingJohn Dorman
Task Manager: Kristopher T. Grigg, PSP, PMP, EVP, CCP
Program Initiation, Administration, Controls & Reporting
Although we offer these services internally,
we plan to collaborate with a local firm to
enhance community/public engagement and
communications efforts.
GeotechnicalRobin Dill, PE, DBIA
Water Process &TreatmentWill Lovins, PhD, PE
Wastewater Treatment
Dave Wilcox, PE
ConveyanceFrancisco Bohorquez, PE
Pump StationsSheldon Barnes, PE
Architectural & Building Engineering
Adam Skwirsk, RA
Electrical & InstrumentationBill Overbeek, PE
Civil & SiteKurt Ahlgrim, PE
Water Supply & Wellfields
Mike Bennett, PG
Land Rights & Easement AcquisitionHugo Solano
Organizational Chart
Evaluation Criteria 1 | Ability of Professional Personnel
Page 3925 of 6641
Northeast Service Area Program Management and Oversight Services 1-4
Evaluation Criteria 1 | Ability of Professional Personnel
Program Initiation and Fast Start for Rapid Mobilization
Our staffing plan is designed not only for
long-term program success but also to enable
a quick and effective launch. As part of program
initiation, we have identified staff who will focus
on the Fast Start to Program Initiation Phase (Fast
Start), such as Program Manager Roger Williams,
Program Initiation Lead Kristopher Grigg, and
Technical Advisors Marty Dorward, Osama
Abdelfatah and Mike McClure (all Fast Start team
members are noted on the organization chart in
Exhibit 1-1).
During the first three months, the Fast Start
team leads the mobilization of key elements,
setting a strong foundation for the County’s
Program. This phase sets the tone for the
program going forward. This team focuses on governance, performance, systems and strategy while the other team
members begin project work. This approach drives immediate progress and sets up tools, systems and processes for
long-term success.
As shown in Exhibit 1-2, we start with an executive-level kick-off workshop to define how the program will operate. In
collaboration with the County, specific Fast Start activities include:
−Building a cohesive team
−Creating an understanding of existing and proposed governance, processes and projects
−Identifying areas requiring urgent attention
−Setting a foundation of enhanced systems, tools and procedures
−Understanding County expectations and priorities
−Defining core values by which to operate
−Developing key milestones for the initial master schedule
−Defining reporting structures, decision-making authorities and responsibilities, and communication chain and regular
cadence of reporting
Client Kickoff/ Alignment Meeting Collaboration Workshops
Deliverables
Development and Review
Train and Implement
Induction and Team Building Client Initiation TeamDevelop PgMP and Processes
Define Performance
•Benefits realization
•Outcomes-focused Define Governance “Go live” Program Delivery System
DeliverInitiate
NTP Assess Execution
Readiness
Delivery TeamDevelop early works and priority projects
Define, validate, and prioritize projects
Engage stakeholders
Lead program
Transition ongoing projects
Program setup and integration
Ongoing Team Mobilization and Onboarding
This same Fast Start strategy was executed
on the MDWASD Wastewater Priority
Program, Bay Park Conveyance Program,
DeKalb County Capital Improvement
Program, Region of Peel’s Queen Street
Housing Enabling Infrastructure Program
for Water and Wastewater, DeKalb County
CIP and San Diego Gas & Electric Strategic
Undergrounding Program.
Exhibit 1-2. Initiation/Fast Start Develops a Shared Purpose and High-Performing Team
Page 3926 of 6641
Northeast Service Area Program Management and Oversight Services 1-5
Evaluation Criteria 1 | Ability of Professional Personnel
Roger has two decades of experience in water and wastewater capital programs and projects, specializing in program management, engineering oversight, and construction management for complex utility infrastructure programs. His background includes serving as an advocate and owner’s representative for large municipal utilities, successfully delivering programs and projects involving pump stations, transmission pipelines, wellfields, and treatment facilities – all components of the Northeast Service Area Program.
“Roger, we appreciate you and your team for taking the time to update us. Our partnership is valuable, and we want to continue to work closely with you.”
—Roy Coley, MBA, Director, Miami-Dade Water & Sewer Department
The proactive leadership style of our program management team fosters a high-performing environment that builds
positive relationships among County staff, design teams, contractors, subconsultants, regulatory agencies, and
local communities. Our leadership team’s collaborative approach, which is built on partnering with the County, early
stakeholder engagement, and transparent communication, maximizes the impact and effectiveness of your program to
meet the County’s objectives.
Next are brief bios of our leadership team and program governance and technical advisory panel. Resumes for key staff
and brief bios of all other staff can be found at the end of this section, demonstrating their experience on projects of
similar type, size and complexity to the County’s program.
Our Team Brings Expertise and Leadership on Similar Projects
MEET YOUR PROGRAM MANAGER
Roger Williams, PE
Experience Directly Aligns with Collier County Scope
Roger’s experience mirrors the integrated approach
required for the Northeast Service Area Program. He
has led programs that combine design, permitting,
procurement, and construction sequencing for
interconnected assets, supporting operational readiness
and regulatory compliance. His ability to manage critical
dependencies across pump stations, conveyance
systems, and treatment facilities positions him to oversee
the County’s program holistically – from planning through
commissioning.
Proven Leadership on Large, Complex Programs
Program Manager Roger Williams has directed more than
$3.1 billion in large, complex programs and offers the
expertise to stand up and deliver the Count y’s program.
»$620M MDWASD High Level Disinfection Program:
where he established the PMO and involved
multi-disciplinary coordination and stakeholder
engagement similar to the County’s program.
»$439M Bay Park Conveyance Program for New
York State DEC: where he established the PMO and
involved multi-disciplinary coordination and stakeholder
engagement similar to the County’s program.
»$2.1B MDWASD Wastewater Systems Priority Program: As Program Manager, Roger delivered over 800 milestones across interdependent projects, maintaining schedule, budget, and quality standards while navigating stringent regulatory frameworks.
Value to Collier County
Roger’s distinguished track record demonstrates
his ability to:
;Integrate engineering, construction, and stakeholder
communication across diverse project elements.
;Optimize resources and sequencing for pump stations,
pipelines, and treatment facilities – key to program
success.
;Maintain compliance and accountability while meeting
aggressive deadlines and performance metrics.
With this experience, Roger offers Collier County a seasoned leader capable of standing up the program office, managing risk, and delivering results across all phases of the Northeast Service Area Program.
STRATEGIC PROGRAM OVERSIGHT FOR
CRITICAL INTERDEPENDENT INFRASTRUCTURE
Roger’s experience includes
orchestrating a complex
portfolio of projects in a
programmatic environment
involving interdependent
and critically linked projects
and shared resources – all
while maintaining seamless communication and alignment among
stakeholders. For example, the High Level Disinfection Program
encompassed 14 contract packages and required delivery through
a phased approach to achieve compliance. Work included sitework
and yard piping, electrical building, clarifiers, filters, and the
chlorine contact tanks – all constructed on a highly compressed
site that accommodated up to 750 craft laborers at peak activity.
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Northeast Service Area Program Management and Oversight Services 1-6
Evaluation Criteria 1 | Ability of Professional Personnel
PRINCIAPL-IN-CHARGE
Ron Cavalieri, PE, BCEE
Ron offers more than 40 years of engineering expertise, with a distinguished record of service to Collier County –
having completed or led over 150 assignments since 2010. His expertise includes a broad range of engineering
experience including master planning, water and wastewater treatment plant facilities, water transmission and
distribution systems, wastewater collection and conveyance systems, and hydraulic analysis and potable water and
wastewater pumping stations. Currently, Ron is the project manager for the $55 million NCWRF Pretreatment Facility
where a failsafe odor control system is a fundamental element to uphold the County’s Good Neighbor Policy and
address the concerns of a sensitive local community. He also served as the engineering manager on the
original Northeast Utility Facility Program in 2006, bringing deep familiarity and understanding of the program
elements and critically linked projects. Ron’s ongoing collaboration with AECOM’s team provides continuity
and proven teamwork for the County’s important $750 million program.
PRE-CONSTRUCTION AND DESIGN DELIVERY TASK MANAGER
Christopher Alverson, PE
Chris brings over 30 years of experience in water, wastewater, and pipeline infrastructure – leading
multidisciplinary teams on large, complex projects across Florida. His expertise spans engineering design and
construction management of utility infrastructure projects, including pipelines, pump stations, facility plans, SRF
loan assistance, reclamation facilities, and decommissioning.
Chris has a proven record of leading projects during pre-construction and design phases, QA/QC reviews,
and constructability assessments to drive readiness for permitting and bidding, applying technical rigor to
manage designs and maintain compliance with design intent and constructability while controlling costs.
His experience also includes development of project design, construction plans, scopes of work, and
project execution through commissioning, start-up, and handover to operations – supporting the County’s
program with a focus on readiness and quality.
PROGRAM INITIATION, ADMINISTRATION, CONTROL AND REPORTING TASK MANAGER
Kristopher Grigg, PSP, PMP, EVP, CCP
Kristopher is a results-driven senior program controls manager with nearly three decades of experience in program and
project controls, planning, design and construction management, and financial forecasting for large-scale infrastructure
programs. Kristopher’s expertise spans cost control management, schedule oversight, risk mitigation, and change
management for complex projects. He has led controls teams for public and private clients, delivering robust solutions
for cost, schedule, and document controls on programs up to $3.1 billion. Kristopher’s proficiency in Critical Path
Method analysis, earned value management, and dispute resolution supports the County’s need for rigorous
financial stewardship and transparent reporting on the Northeast Service Area Program. His collaborative
approach and technical engagement with multidisciplinary teams position him to drive successful outcomes
for Collier County, building trust and cohesiveness across stakeholders and internal partners.
CONSTRUCTION OVERSIGHT AND QUALITY CONTROL TASK MANAGER
Richard Redmond, PE, CCM
Richard brings 45 years of experience in contracting, construction management, and cost estimating for major utility
and underground projects nationwide. He has served as project manager, engineer, superintendent, and claims
manager on large-scale programs such as the $439M Bay Park Conveyance, $500M NYCDEP Water Tunnel #3, and
$1.5B San Francisco Central Subway. With 15 years in heavy/civil construction leading complex field operations,
Richard offers a unique perspective from both sides, directing contractor forces and managing work for owners.
Richard provides comprehensive oversight during construction, managing CEI teams through safety audits,
scheduling, and commissioning for high-value utility infrastructure. His responsibilities for the County’s
program include rigorous management of O&M documentation, asset transfer, and warranty administration,
supporting seamless project closeout and long-term operational success. His leadership on challenging
infrastructure programs delivers the technical rigor and quality assurance needed for your program –
supporting the County’s standards for safety, reliability, and asset performance.
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Northeast Service Area Program Management and Oversight Services 1-7
Evaluation Criteria 1 | Ability of Professional Personnel
COMMUNITY AND PUBLIC ENGAGEMENT TASK MANAGER
Jennifer Kellar, APR, PMP
Jennifer brings 20+ years of public relations and strategic communications leadership – guiding federal,
state, and local infrastructure programs with outcome driven engagement that builds trust and
accelerates delivery. As lead for AECOM’s Strategic Communications Services, Jennifer delivers strategic
communications plans, facilitates stakeholder workshops, and manages program websites and dashboards
to track KPIs and present clear, accessible performance data – promoting transparency and stakeholder
confidence across complex initiatives. Her experience includes serving as strategic communications lead
for HRSD’s SWIFT program, where she coordinated internal and external communications, developed
community commitment frameworks, and executed high visibility outreach events – a model directly
applicable to Collier County’s needs. For the County’s program, Jennifer and her team will craft concise
messaging, administer dashboard reporting, and maintain a proactive cadence of updates that clarifies
progress on schedule, cost, and quality objectives – strengthening public understanding and support.
Program Governance and Technical Advisory Panel
Our panel of program and technical innovators are industry leaders who bring market trends and lessons learned to
aid in generating creative solutions that will enhance the efficiency and sustainability of your Northeast Service Area
Program. This group will also serve as a collective sounding board for any critical challenges pertaining to the program
and provide high-level strategic oversight throughout the execution of the County’s program. In addition, many of
our advisors will be a part of the Fast Start team, helping our leadership team develop and implement consistent
governance, processes, and procedures to manage the delivery of your program.
GOVERNANCE ADVISOR
Marty Dorward, PE
With 43 years of experience in program management, capital planning,
governance, and regulatory compliance, Marty brings a wealth of
expertise in the start-up and management of large-scale water and
wastewater infrastructure programs. His deep understanding of CIP
development and implementation has supported modernization efforts in major U.S. cities, including Atlanta,
Washington, D.C., Miami-Dade, and New Orleans. As Program Manager for the $4 billion Clean Water Atlanta
Consent Decree Program, Marty led a multidisciplinary team and collaborated with city leadership,
establishing clear roles and responsibilities for program delivery. His program experience also includes
the $2.1 billion MDWASD Wastewater Systems Priority Program, DC Water’s $1.5 billion Blue Plains
Advanced Wastewater Treatment Plant Program, and $6.9 billion Sewer System Improvement
Program for San Francisco Public Utilities Commission.
Marty has developed and implemented program delivery frameworks including establishing policies,
processes, roles and decision-making structures that guide, control, and support the successful
delivery of the program’s objectives. He has also provided CIP planning, prioritization and validation,
advised on optimizing program delivery frameworks, and aligned technical solutions with financial
and operational objectives and developed.
Having delivered on $15+ billion in
water and wastewater programs,
Marty will provide strategic guidance
on governance, organizational
structure, and delivery methodologies
to drive performance and successful
outcomes for the Count y’s program.
PROGRAM CONTROLS ADVISOR
Osama Abdelfatah
Osama has more than 23 years of experience in program controls and construction management for major
capital projects. He specializes in keeping complex programs on track through planning, scheduling, cost
management, and earned value analysis. He has led schedule recovery and risk reduction efforts while
improving transparency and accelerating delivery. Osama introduced a company-wide project control
system using Primavera, streamlining processes and reporting. Most recently, he led program control
systems and supported strategic delivery for programs like NYC Wastewater Resiliency and
LaGuardia Redevelopment Program. Osama’s experience also includes providing operational
and delivery support for the successful launch and execution of pivotal programs like
California High Speed Rail, ECWE Toronto, Amtrak FDT, and Alula KSA.
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Northeast Service Area Program Management and Oversight Services 1-8
Evaluation Criteria 1 | Ability of Professional Personnel
RESOURCE STRATEGY AND ORGANIZATION INTEGRATION ADVISOR
Cynthia Chemello, PMP, ENV SP
Cynthia specializes in resource strategy and organizational optimization for large-scale capital programs. She has led
initiatives that align workforce capabilities with program objectives, streamline processes, and integrate
technology for operational efficiency. For the Great Lakes Water Authority, she developed a Resource Development
Plan and implemented tools such as PMIS and SOPs to support a 5-year CIP, including recruiting, training, and talent
management frameworks. At the Chicago Department of Water Management, she conducted a Baseline Operational
Review to optimize staffing for 14 facilities, applying scenario planning and technology assessments to address
regulatory and operational challenges. Her expertise in change management and competency modeling
enables clients to achieve sustainable, high-performing delivery models. Cynthia will support the team with
regard to organization assessment and change management, strategic planning, operational reviews,
scenario planning, and process optimization to support efficient program delivery for the County.
PROGRAM BEST MANAGEMENT PRACTICES ADVISOR
Mike McClure
Mike brings over four decades of expertise in managing and advising
on large-scale water and wastewater capital programs. Having
established 12+ PMOs for utilities and delivered $7 billion in
capital programs, Mike will advise Roger and the team to achieve
operational excellence, maintain schedule and budget integrity, and
deliver high-quality outcomes through proven programmatic best
practices and lessons learned.
Throughout his career, Mike has successfully led multi-disciplinary teams of up to 350 professionals
on programs exceeding $3.2 billion. His experience includes major water and wastewater treatment
facilities (50–150 MGD), pump stations, dams, CSO storage tunnels, reservoirs, and extensive
underground piping systems. His expertise spans CIP planning, design, and construction of complex
infrastructure, providing alignment with client objectives and regulatory requirements.
With 41 years of experience in large,
complex water and wastewater
infrastructure programs, Mike has
successfully led organizations in
implementing initiatives like Collier’s,
including the CIP Delivery Program
for Great Lakes Water Authority
and Capital Improvement Program
Management Organization for Detroit
Water and Sewerage Department.
TECHNOLOGY AND INNOVATION ADVISOR
Christopher Hill, PE
Christopher Hill serves as AECOM’s Strategy and Growth
Lead, bringing over 30 years of expertise in water treatment
technologies, regulatory compliance, and large-scale facility
delivery. He has guided process evaluation, innovative
treatment design, and construction oversight for projects
totaling more than 2.5 billion gallons per day of capacity. Chris
is recognized nationally for his work with AWWA, USEPA, and state agencies – helping shape guidance
on emerging contaminants and potable reuse. His leadership and technical insight position him to
advance technology integration and regulatory strategy for Collier County’s program.
Chris’ leadership includes shaping
national policy and technical
frameworks for emerging
contaminants and potable reuse
programs, serving on AWWA’s PFAS
Technical Advisory Workgroup, and
co-authoring key industry standards
such as AWWA M56, M58, and
Standard G485.
Team Experience on Similar Projects
Our team offers a proven dynamic built through repeated delivery on major water and
wastewater programs, enabling tight coordination, efficient communication, and fast,
informed decisions. The same leaders and specialists have partnered on projects
such as the $2.1B Miami-Dade Wastewater Systems Priority Program, $439M Bay
Park Conveyance Program, and numerous Collier County capital projects. For example,
Roger Williams has worked with Richard Redmond and Aaron Rupp on Bay Park, and
with Ron Cavalieri and Dawn Jakiela on Collier County’s MPS 306 Wastewater Basin
Analyses Program. Cross-office pairings like Michael McClure, Cynthia Chemello, and
Sheldon Barnes have collaborated on GLWA efforts under the $3.4B CIP Program.
Team members have also delivered work together on Detroit and DeKalb County
programs, demonstrating adaptability across geographies and client needs. Additional
examples are shown in Exhibit 1-3 on the following page.
These repeat pairings build trust, streamline interfaces with client and contractor teams, and reduce rework through clear lines of responsibility – directly aligning with your preference for teams that have successfully delivered similar projects together.
Page 3930 of 6641
Northeast Service Area Program Management and Oversight Services 1-9
Evaluation Criteria 1 | Ability of Professional Personnel
Exhibit 1-3. Successfully delivering programs and projects together provides the County with a proven, cohesive team
that is ready to perform from day one.
Successfully delivering projects together
• Collier County, FL
−Master Plan/CIP Plan
−Master Pump Station 306 Wastewater
Basin Analyses Program
−NCWRF Pretreatment Facility
−NCRWTP Chemical Bulk Storage Tank
Replacement and NCRWTP 33 Lift Station
Control Panel & Generators Replacement
• City of Cape Coral, FL
−Master Pump Station 100 and Force Main
Transmission Main Line,
−Comprehensive Utilities Master Plan
Update
−Upper Floridan Aquifer Wellfield Expansion
• City of Fort Myers, FL
−Utilities Master Plan for Water, Sewer and
Reuse
−DIW and DIW Pump Station
• Alternative Water and Sewer
Improvements, City of Marco Island, FL
• MDWASD/Miami, FL
−Wastewater System Priority Program
−Wellfield Expansion
−72-inch Redundant Water Main, MDWASD
−High Chemical Building Structural
Upgrades and Improvements
−Miami Avenue Force Main and SR-7 Water
Main Improvements
−Hialeah-Preston WTP Improvements
−Government Cut and Norris Cut Utility
Relocation; 84-inch Force Main; and
Six Fisher Island Geotechnical Risk
Management Study
• Directional Drill, City of Miami Beach, FL
• Partially Treated Surface Water ASR,
Peace River Manasota Regional Water
Supply Authority, FL
• Stormwater Treatment Area 1 West
Expansion #2, Hendry County, FL
• LaSalle Street Stormwater Pump
Station, City of Jacksonville, FL
• CIP Program, DeKalb County, GA
• CIP Program, City of Chicago, IL
• Blue Plains AWTP Program, DC Water,
Washington, D.C.
• CIP Program Management Organization,
City of Detroit, MI
• CIP Program, GLWA, MI
• Bay Park Conveyance Program,
NYSDEC, NY
• SWIFT Program, HRSD, VA
Jack Miller
Robin Dill
Javier Salzar
Brenda Pagoada
Jennifer Kellar
Brian Daly
John Dorman
Sheldon Barnes
Cherie Wolter
Tony Indorato
Christopher Hill
Tuna Tanriover
Christopher Alverson
Will Lovins
Cynthia Chemello
Rene Brito
William Chow
Reshma Thummadi
Zein Hayek
Roger Williams
Marty Dorward
Michael Bennett
Mike McClure
Aaron Rupp
Everette Lopez
Francisco Bohorquez
Richard Redmond
Rich Ulkus, Georgia Aguila
+ subs Paula Echevery
Alfredo Olivares
Dawn Jakiela
Dave Wilcox
Bill Overbeek
Ron Cavalieri
Page 3931 of 6641
Northeast Service Area Program Management and Oversight Services 1-10
Evaluation Criteria 1 | Ability of Professional Personnel
Local Knowledge and Experience
Local Construction
We bring 35 years of hands-on construction experience in Southwest
Florida. Our team of planners, engineers, and licensed contractors has
delivered projects across the region, including Collier County, gaining deep
expertise in local construction guidelines, land development codes, and
contractor licensing requirements. This experience enables us to provide
practical, cost-effective interpretations of construction standards and
codes, helping navigate complex approvals and keep projects moving
efficiently.
Our knowledge is best demonstrated by the successful completion of
projects. Over the past 10 years, our team members have completed
construction contracts in Florida valued at over $1 billion. In addition, since
2010 we have completed or are currently working on 150+ assignments for
Collier County under successive continuing services contracts. A summary
of the utility projects that AECOM team members have completed with
Collier County is presented in Exhibit 1-4 below.
Bonita Shores
GoldenGate
Naples Park
MarcoIsland
Naples Manor
Naples
Sunniland
Everglades City
Immokalee
Henderson Creek Water Distribution System Improvements Design and Construction
Master Pump Station 306 Wastewater Basin Analysis Program Planning, Design and Construction
North County Regional WTP Original Plant Design and Construction (1992)
Day Tank Replacement, Design and Construction Services
PLC I/O Replacement Program, Phases 1 to 4, Design and Construction
Odor Control Units 1-4 I&C Improvements Program, Design and Construction
Wellfield I&C Improvements Program, Design and Construction
NCRWTP Bulk Chemical Storage Tank Replacement
South County Regional WTP 8mgd RO Expansion Design and Construction
Reactor Tanks 2 & 3 Improvements, Planning, Design and Construction Services
Isle of Capri Pumping Station Hydraulic Improvements Design and Construction
Manatee Station Fuel System Improvements Design and Construction Services
SCWRF Electrical Upgrade Design and Construction
West Wind Mobile Home Park Water Distribution System Improvements, Design and Construction Services
• Public Utilities Master Plan and Updates
• Wastewater Conveyance System Hydraulic Model Construction and Calibration • NE Service Area Hydraulic Modeling Master Plan• South Service Area Wastewater Conveyance System Hydraulic Modeling
Studies
Carica Pump Station Day Tanks and Diesel Fuel Storage Tank Replacement, Design and Construction
Goodland Station Upgrade Planning, Design and Construction Services
Goodland Drive Water Main Replacement CEI Services
Imperial Golf Course Blvd. Water Main Replacement CEI Services
Bay Colony Shores Water Main Replacement CEI
Pelican Bay MPS 109 Upgrade, Planning, Design and Construction Services
NCWRF Pretreatment Facility
NCRWTP
AECOM Water and Wastewater Project Experience with Collier County
Exhibit 1-4. Our Extensive Utility Work with Collier County. Our proposed team members’ past work with the County means we already understand your standards, local construction and permitting conditions, and stakeholder expectations – accelerating collaboration, streamlining workflows and driving seamless delivery of your program.
AECOM is currently providing
construction engineering and
inspection services on the
NCWRF Pretreatment Facility.
We also provided design
and construction services
on the MPS 306 wastewater
basin analysis program.
The program included six
construction contracts
involving pipelines and
master pump stations.
Page 3932 of 6641
Northeast Service Area Program Management and Oversight Services 1-11
Evaluation Criteria 1 | Ability of Professional Personnel
Local Regulatory Conditions
Our team has a great deal of experience with permitting projects in
Southwest Florida, and more specifically in Collier County, involving a
wide array of required permits. Our team members have considerable
experience in navigating the complex issues that may arise and
negotiation with regulatory staff. To successfully complete the projects
under the Northeast Service Area Program, there will be a number of
permits that need to be obtained from various regulatory agencies
and County departments. Our staff have worked with virtually all of the
regulatory agencies that may be involved on projects under the County’s
program, including SFWMD, FDEP, FDOT, USACE, and Collier County
Growth Management.
AECOM Recommendation
We strongly recommend that
each project team conduct
pre-application meetings with
the regulatory agencies early
in the planning process.
Our experience in working with the regulatory agencies is that early involvement helps foster teamwork and avoids
any misunderstanding. This approach has worked with great success on previous projects. A recent example is the
County’s NCWRF Pretreatment Facility. Early involvement and discussion with the County’s Growth Management
Department led to issuance of building permits with no delays to this critically important project.
We fully understand the permit process, which involves pre-application meetings with the County and regulatory
agencies, completing the applications, assembling technical support documentation, certifying as the
engineer-of-record, answering requests for information, and reviewing the issued permit. Timely acquisition of permits
is critical to the success of a project and failure to do so can cause delays and additional cost. A Program Permit
Tracking System will be developed to streamline permit management, monitor approval status, and provide real-time
visibility into project compliance requirements. We have created similar systems for MDWASD Wastewater Systems
Priority Program, Bay Park Conveyance Program, and NYCDEP Wastewater Resiliency Program.
PERMIT COMPLIANCE TRACKING FOR
BAY PARK CONVEYANCE PROGRAM
For the Bay Park Conveyance Program, we developed
a permitting tracking tool within Kahua to monitor the
environmental, regulatory, and building compliance of
permits. By tracking adherence to permit requirements within
the required timeframes, the tool helped prevent funding
from being at risk due to non-compliance.
Page 3933 of 6641
Northeast Service Area Program Management and Oversight Services 1-12
Evaluation Criteria 1 | Ability of Professional Personnel
STAFF TIES TO COLLIER COMMUNITY
Many of our team members have spent their careers working on improvements to Florida’s water and wastewater systems,
including Collier County. These strong relationships and deep understanding of your facilities, processes and systems allow our
team to deliver tailored, proactive solutions that optimize performance and reduce risk for the County.
Collier County Partnership
With over 35 years of service to Collier County, our team
has helped shape the County’s utility infrastructure
strategy. We have worked side-by-side with you to
advance and execute some of your most critical projects,
including the original North County Regional Water
Treatment Plant (NCRWTP) in 1992, major modifications
to the South County Regional WTP, and most recently
the NCWRF Pretreatment Facility. Since 2010, we have
successfully completed more than 150 task orders
on a wide range of technical areas under continuing
services contracts – from planning, design and bid
phases through construction and post-construction.
Additionally, Ron Cavalieri served as the engineering
manager on the original Northeast Utility Facility Program
in 2006, bringing deep familiarity and understanding of
the program elements and critically linked projects. Our
insight into your systems include:
−Development of the County’s Public Utilities
Water-Sewer District Master Plan in 2014 and updates in
2016, 2 018 and 2023
−Hydraulic modeling of the County’s entire potable water
and wastewater conveyance systems
−More than 25 SCADA and I&C projects including a PLC
I/O Replacement Program at NCRWTP and a North
Wellfield I&C Improvements Program
−Completion of the MPS 306 Wastewater Basin Analysis
Program (2012-2023)
−Design and construction of the NCWRF
Pretreatment Facility
Subconsultant MBE Engagement
AECOM has partnered with MBE-certified
PCI as a subconsultant based on our
proven 15-year history of successful
collaboration on major programs
and projects. For the past 12 years, our teams have
worked together to implement MDWASD’s $2.1 billion
Wastewater Systems Priority Program. For this program,
PCI provided program controls, scheduling, estimating,
VE, cost engineering, change management, construction
management, CEI, contract administration and
program reporting.
PCI’s capabilities include providing professional
engineering and construction support services on large,
complex programs for utilities and other government
and public sectors for more than two decades. In
addition to the MDWASD Wastewater Systems Priority
Program, PCI is actively participating on various water
and wastewater projects and programs including the $5
billion MDWASD-Managed CIP and $400 million South
and Central District Treatment Plants as part of the Ocean
Outfalls Program for MDWASD. Services provided by the
firm range from construction scheduling and estimating,
to change management and claims analysis; from
contract administration and inspection to construction
management on design-build, CMAR, and conventional
delivery methods; from cost engineering and earned
value to VE and budget controls; from setting up PMOs to
developing core processes, procedures and systems.
While AECOM offers robust in-house community
involvement and communication services, our approach
is guided by what best serves the client and program.
For this engagement, we can collaborate with a local
firm to further strengthen community and public
engagement efforts, supporting effective and responsive
communications for the County’s program.
Knowledge of the County’s water, wastewater, and
reclaimed water systems, CIP priorities, sequencing,
and design and construction standards – and a clear
understanding of your project management practices,
permitting requirements, and communication protocols –
positions us to integrate quickly with the County and
deliver efficiently without a learning curve.
THROUGHOUT THE YEARS
Master Plan Updates
AECOM completed the County’s most recent Public
Utilities Water-Sewer District Master Plan in April 2023.
This provides us with a detailed understanding of the
County’s infrastructure and your short-term and long-
term objectives for planned utility infrastructure.
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Page 3934 of 6641
Northeast Service Area Program Management and Oversight Services 1-13
Evaluation Criteria 1 | Ability of Professional Personnel
Roger Williams, PE
Program Manager
Roger is an accomplished program leader with extensive
experience managing multi-billion-dollar water and
wastewater infrastructure programs from concept
through commissioning. His leadership on Miami-Dade
Water and Sewer Department’s $1.6B Consent Decree
Program resulted in regulatory compliance and system
upgrades across 183 projects under a 15-year mandate.
Previously, Roger directed New York’s $500M Bay Park
Conveyance Program, the state’s first water/wastewater
design-build initiative, managing procurement,
contract administration, and quality assurance for
complex tunneling, pump station, and treatment plant
upgrades. His experience includes leading the $620M
South District Wastewater Treatment Plant High-Level
Disinfection Project, implementing 14 major construction
packages, and guiding utility expansion strategies for the
Port of Miami’s $400M Capital Improvement Program.
Roger’s ability to integrate technical oversight, cost
control, scheduling, and stakeholder coordination has
consistently delivered critical infrastructure on time and
within budget.
Relevant project experience
Miami-Dade Water and Sewer Department, Consent
Decree Program, Miami, FL. Program Manager.
Responsible for the provision of program management/
construction management services for the $1.6 B Capital
program to rehabilitate the Department’s wastewater
collection and transmission system, and treatment plants
that were prioritized for repair due to overflow risks. As an
extension of Department staff, supply modelling, project
validation, design management, compliance/regulatory
oversight, cost control/scheduling, health and safety,
contract administration, and construction management
services for over 183 CD projects, with a mandatory 15-
year implementation date of June, 2028.
Technical Advisor, South California Pure Water
Program, Los Angeles, CA. Responsible for reviewing
and validating the scope and cost for the 44-mile, 84-
inch steel potable water pipeline, intended to serve as
the backbone of the conveyance system. Conducted
detailed assessments of project elements, including
design intent, corridor/alignment, material specifications,
constructability, implementation risks, contracting
environment, schedule, cost estimates, and contingencies
to be considered in implementing the $2B (+) effort.
New York State Department of Environmental
Conservation, Bay Park Conveyance Program, Long
Island, NY. Program Manager and Owner’s Agent for the
procurement, implementation, contract administration,
design / construction quality assurance, commissioning,
and overall delivery of the $ 500M Program. The project
which is the first Water/Wastewater Design Build Project
implemented by the State of New York comprises of:
3.6 miles of 72-inch microtunneling; 16 deep shafts;
rehabilitation of 7 miles of existing 72-inch steel
aqueduct; new 75 MGD Effluent Diversion Pump Station;
75 ft receiving tower and control (hydraulic) station; and
miscellaneous upgrades and modifications to the Bay
Park and Cedar Creek Water Treatment Plants. The project
was sponsored by EFC, FEMA, and DHSES with the goal
of diverting flows from the Western Bays of Long Island to
the Atlantic, reducing the nutrient loading in the bays, to
accelerate rejuvenation of the ecosystem, with enhanced
marshlands that protect against tidal surge.
Miami-Dade Water and Sewer Department, South
District Wastewater Treatment Plant High Level
Disinfection Project, Miami, FL. Project Manager
providing construction engineering, contract
administration/control, inspection, and close-out services
for the 285 MGD upgrade of the SDWWTP which treated
wastewater to primary drinking water standards. Project
involved construction of 14 contract packages, totaling
over $620 M, and entails the expansion of oxygen train,
deep bed filters, final clarifiers, transfer pump station,
sodium hypochlorite generation system, chlorine contact
Firm
AECOM
Education
»MS, Environmental
Engineering, Florida
International University
»BS, Civil Engineering, Florida
International University
Years of Experience
25
Training
»Risk Management in
Underground Construction
»Microtunneling and Pilot tubes,
Colorado School of Mines
»Pressurized TBM Tunneling,
Society of Mining Metallurgy
and Exploration
»Design and Construction of
Micro-tunneling Projects,
ASCE
»Groundwater Flow and
Transport Modeling with GMS
MODFLOW
Registrations
»Professional Engineer, FL
#68199
Page 3935 of 6641
Northeast Service Area Program Management and Oversight Services 1-14
Evaluation Criteria 1 | Ability of Professional Personnel
tanks, effluent pump station, fat oil and grease (FOG)
system, and ancillary site preparation and yard piping
work.
Port of Miami, Program Management Services
Contract, Miami, FL. Providing program management
services relevant to the implementation of a
comprehensive utility expansion strategy (water; sewer;
fuel) that supports the Port’s near-term operation
and $400 M Capital Improvement Program (CIP)
which includes dredging, terminal expansion, crane
electrification, and bulkhead strengthening. Led utility
master planning efforts associated with: World Trade
Center Development; Fuel Farm and Hydrant/Bunkering
facilities; and Facility/Building upgrades that require both
open cut and trenchless bay crossings.
Miami-Dade Water and Sewer Department, Needs
Assessment Program (NAP), Miami, FL. Project Manager
for the $46 M NAP program, which provided program
management services to identify, design, and construct
water and sewer utilities within areas of special needs
with the goal of the stimulating the economy. Managed
the development, design, and construction of numerous
water and wastewater improvement projects including
36,960 linear feet of water mains, 6830 linear feet of force
mains, 10,000 linear feet of gravity sewers and three
regional submersible pump stations and served as the
Infill Development Committee Coordinator.
Miami-Dade Water and Sewer Department,
Comprehensive Lateral Investigation Pilot Program
(CLIP), Miami, FL. Project Engineer for the $17 M CLIP
program designed to evaluate the effectiveness and
costs associated with repairing public and private sewer
laterals to minimize the wastewater peak inflows during
rain events. Participated in the preparation of technical
specifications for pavement restoration work, drawing
details, cost estimates, conducted inspections, and
addressed requests for information.
Collier County, Master Pump Station 306, Collier, FL.
Task Manager and EOR for the design of 185 linear feet of
42-inch Microtunnel with steel casing containing a 24-
inch PVC a carrier main under US-41, and in the vicinity of
Entrance Street. Elements included: trenchless design; 20
ft. deep shafts; instrumentation and monitoring plan; and
ancillary venting systems for O&M.
Miami-Dade Water and Sewer Department, Miami
Springs Wellfield Rehabilitation, Miami, FL. Project
manager for the design and construction of 13 new
wellhouse, drawing from the Biscayne aquifer source, with
capacities ranging from 3800 gpm to 5000 gpm.
Miami-Dade Water and Sewer Department, 72-inch
PCCP Redundant Main at Preston WTP, Miami FL.
Project Manager and EOR for the design and construction
of 1200 linear feet of 72-inch PCECP main along West
2nd Avenue, between 11th and 13th Streets, and the
associated water, sewer, and drainage relocations. The
project entailed four complex interconnections to an
existing active Interpace-era pipe with provisions for
mitigating risks and contingency plans.
Greenville Water System (GWS), Greenville, NC.
Technical Lead for the scoping, planning, design, and
permitting of a 63,000 linear feet redundant 72-inch
finished Water Main (WM) that extends from the Adkins
Water Treatment Plant to Welborn Road, near the Cedar
Rock storage tanks. The project is intended to satisfy a
minimum 100 GPD demand, utilize existing easements and
traverse the existing mountain terrain, crossing multiple
streets, streams/creeks, and a railroad.
Miami-Dade Water and Sewer Department, Miami
Avenue 48-inch FM, Miami, FL. Design Build Engineering
Manager for the 13,000 linear of 48-inch PCECP
Force Main, 5,000 linear feet of 12-inch Water Main
Improvements, 1000 linear feet of 24-inch drainage, and
72-inch Jack and bore crossing along Miami Avenue,
NW 2nd Avenue, and NW 1st Avenue, between NE 36th
and 8th Street Responsible for all utility design, MOT,
permitting, and construction management for the
accelerated project involving City of Miami, FDOT, MD-
PWD, and the stakeholders of Wynwood, Design District,
and Mid-Town.
City of North Miami, Pump Station A Rehabilitation,
Miami, FL. Engineer of Record and Project Principal for
the design, permitting, and construction services for the
rehabilitation of Pump Station A, the City’s first wastewater
pump station, located near NW 125th Street and NW 11th
Avenue. Project included fortification of the wet well, new
order control system, and other mechanical, electrical,
and structural upgrades to assure the extended service
life of facility.
City of Miami Beach, Design Build Criteria and
Construction Management Services for the
Installation of 54-inch Redundant Force Main, Miami
Beach, FL. Project Manager/Construction Manager for the
development of design criteria, technical specifications,
30% design drawings and overall construction
management for the installation of 4600 linear feet of
54-inch Redundant Force Main by microtunneling (pipe
jacking) using a minimum of three shafts, and 700 linear
feet of 54-inch open cut installation. The project was
subsequently value engineered to a 3300 linear foot 54-
inch outside diameter HDD which is a record drilling effort
in the SE United States.
Roger Williams, PE, contd.
Page 3936 of 6641
Northeast Service Area Program Management and Oversight Services 1-15
Evaluation Criteria 1 | Ability of Professional Personnel
Ronald Cavaleri, PE, BCEE
Principal-in-Charge
Ron has a broad range of engineering experience
including public utility master planning, water and
wastewater treatment plant facilities design and
construction, computer analysis and design of water
transmission and distribution systems, wastewater
collection and conveyance system modeling and design,
and hydraulic analysis and design of potable water
and wastewater pumping stations. Ron has extensive
experience working with Collier County. Since 2010, he
has completed or is working on over 150 assignments
under successive continuing services contracts for the
County on a wide range of projects. He is currently the
PM on your NCWRF Pretreatment Facility project.
Relevant project experience
Collier County, Collier County NCWRF Pretreatment
Facility, Naples, FL. Principal-in-charge for the
design and Project Manager onconstruction of a $55M
pretreatment facility. The project entails numerous site
civil works, including stormwater improvements, yard
piping and landscaping. The new pretreatment facility
includes four parallel trains of 6mm rotating, inclined drum
screens, headcell grit removal, 1mm in channel drum
screens and biological odor control. Each train can pass
30-mgd for an overall headworks firm capacity of 90-mgd.
Collier County, Basin 306 Analyses, Collier County, FL.
Project Director for the Basin 306 Program, which included
a comprehensive analysis of 27 County owned duplex
wastewater pump stations, three master pump stations
and related force main network. The scope included initial
planning, hydraulic modeling of the manifolded force
main network, and the final design and permitting of the
pump station and force main improvements. Retrofit of
MPSs 303 and 304 included new submersible pumps
and control panels, new piping, valves and flow meters,
new diesel pumps and new standby generators. The
new MPS 306 was designed as an above grade in-line
booster station with electric chopper pumps and large
diesel pumps to convey flows ranging from 500 to 11,000
gpm and a new 6,200 square foot building. Force main
improvements include a new force main ranging from
24 inches to 30 inches in diameter with a total length of
12,700 feet.
City of Cape Coral, MPS 100 and Force Main, Cape
Coral, FL. Principal-in-Charge. Responsible for the
planning, design and construction of new MPS and
force main to divert flow from the City’s Everest water
reclamation facility to the Southwest WRF. The planning
phase included population projections, wastewater flow
projections and the development of a new MPS 100 pump
station and force main design criteria. The evaluation
included hydraulic modeling of the wastewater force
main network, alternative analysis for new force main
connection points, and planning level costs. The design
phase includes preparation and plans and specifications
for a new wastewater pump station and force main system.
Marco Shores Alternative Water and Sewer
Improvements, Marco Island, FL. Principal-in-Charge
leading preliminary engineering, design, permitting,
bidding, and construction services for $9M potable water
and wastewater upgrades. Work included population/flow
projections, hydraulic modeling, 5,850 ft of 16–20” water
mains, 17,360 ft of 10–12” force mains, a new master pump
station, and subaqueous HDD crossings of Marco River.
City of Fort Myers, Primary Treatment & Digestor
Blower Improvements and Deep Injection Wells, Fort
Myers, FL. Principal-in-Charge and Contract Manager for
upgrades at Central & South AWWTFs, including advanced
primary treatment, digestor blower enhancements, and
deep injection wells for sustainable wastewater disposal.
Oversaw design, permitting, construction management,
and stakeholder coordination.
Firm
AECOM
Education
»MBA, Business Administration, Canisius College
»MS, Civil Engineering, State University of New
York (SUNY), Buffalo
»BS, Civil Engineering, SUNY, Buffalo
»AAS, Applied Science, SUNY, Canton
Years of Experience
40+
Registrations
»Professional Engineer, FL #65850
»Board Certified Environmental Engineer
Page 3937 of 6641
Northeast Service Area Program Management and Oversight Services 1-16
Evaluation Criteria 1 | Ability of Professional Personnel
Kristopher Grigg, PSP, PMP, EVP, CCP
Program Initiation, Administration, Control
& Reporting Task Manager
Kristopher is an accomplished program and project
controls leader with extensive experience in program
and project controls, planning, and construction
management for various city, state, federal agencies,
and private clients. He is a results-driven, certified
professional skilled in critical thinking, problem-solving,
and financial forecasting, with expertise in Integrated
Master Scheduling (IMS), cost control management,
risk mitigation, and client negotiation. He is proficient
in Critical Path Method (CPM) Analysis, Earned Value
Management (EVM), and claims resolution, consistently
driving projects to successful completion on time and
within budget. As a dedicated team builder and mentor,
he fosters strong relationships and cohesiveness among
teams, enhancing project delivery and client satisfaction
through robust communication and leadership skills.
Relevant project experience
Seminole Country Public Works (SCPW) Capital
Improvements Program (CIP), Sanford, FL. Lead
Scheduler of project controls services (Master Program &
Project Schedules, Cost Tracking, Document Control and
interactive on-line reporting) contract for the Seminole
County Public Works Department Capital Improvements
Program projects including Major Roads, Minor Road
Improvements, Trails and Sidewalks & Stormwater
Projects. Responsibilities included developing the Master
Cost-Loaded Program Schedule for approximately 1,000
capital improvement projects. Additionally, I developed
and updated individual project schedules managed by
the Project Managers and supported the Jacobs Project
Manager and Seminole County Administrator in any ad-
hoc project controls related requests.
Maryland Transit Administration (MTA) Light Rail
Modernization Program (LRMP), MD. Supported
Initiation Team in developing Program Initiation Plan
including Organizational Structure, Governance,
Procedures and Processes, Implementation Plan and
Schedule.
Greater Toronto Airport Authority (GTAA), Long-
Term Investment in Facilities and Terminals Program,
Toronto, ON. Supported Program Team in reviewing key
governance and controls documents, identifying conflicts,
issues, inefficiencies, and provided recommendations.
Johnson and Johnson, Large Molecule Drug
Substance (LMDS) Production Facility, Wilson, NC.
Cost Manager - Construction, At-Risk - responsible for
the oversight of planning, controlling and monitoring the
costs of the $1.3 billion project including: developing
construction cost budgets (internal and external) through
the design process, actual cost tracking (invoices), cash
flow projections, variance analysis and forecast reporting.
Challenges included early-stage cost and estimate
uncertainty associated with design-build projects and
client budget constraints.
Flood Diversion Authority (MFDA), FM Area
Diversion Project, Fargo, ND. Project Controls
Manager for the project consisting of land acquisition,
USACE-constructed infrastructure, P3 (Public-Private,
Partnership)-constructed infrastructure and In-Town
projects comprising the Red River flood diversion project
on the border of North Dakota and Minnesota (Fargo,
ND & Moorhead, MN) with a budget of $3.18 billion and a
design and construction completion date of March 2027.
Initially the Schedule Manager, then assuming the Project
Controls Manager role responsible for cost, schedule and
document controls professionals in support of delivering
this critical infrastructure project according to the P3
model. Challenges included Design and Construction
Developer (contractor) personnel inexperienced in the
P3 model leading to significant, but unsubstantiated
commercial issues related to project schedule (through
detailed refutation of Developer-submitted Time Impact
Analysis (TIA)), Eminent Domain issues associated with
property acquisition and coordination with the US Army
Firm
AECOM
Education
»BS, Transportation & Logistics Management,
University of Wisconsin
Years of Experience
29
Certifications/Memberships
»Certified Cost Professional (CCP) Certification
»Earned Value Professional (EVP) Certification
»Planning and Scheduling Professional (PSP)
»Project Management Professional (PMP)
Certification
»Member - Association for the Advancement of
Cost Engineering (AACE) International
»Member – Project Management Institute (PMI)
Page 3938 of 6641
Northeast Service Area Program Management and Oversight Services 1-17
Evaluation Criteria 1 | Ability of Professional Personnel
Corps of Engineers (Federal), State and Local entity
stakeholders.
Northrop Grumman, Bacchus Low-Earth Orbit (LEO)
Prime, Salt Lake City, UT. Project Controls Manager -
Construction, At-Risk - for the design and construction
of space rocket assembly facilities with a budget of $300
million and an expected completion date of April 2025.
Responsibilities included the oversight of cost, schedule,
document control and estimating professionals to support
the Project Managers and Program Manager in delivering
this Program on-time and within budget. Challenges
included client budget constraints, change management
issues related to design of the facilities and sensitive
schedule constraints related to production of space
rockets.
Florida Department of Transportation (FDOT),
Central Florida Rail Corridor (CFRC) SunRail Staff
Augmentation, Sanford, FL. Project Controls Lead for
the Staff augmentation contract managing the day-to-day
operations of the SunRail Commuter rail service through
Central Florida. Responsibilities included managing
monthly invoices and cost estimating, including Estimates
to Completion & Task Order budgets, for Jacobs and
various subcontractors performing commuter Railroad
services to FDOT.
Deerfield Land Corporation, Orange Avenue
Improvements, Kissimmee, FL. Senior Project
Manager for a project consisting of demolition of existing
infrastructure; replace drainage; utility installation;
signalization and widening of Orange Avenue at Osceola
Parkway in Central Florida. The project budget was
$10 million with a completion date of March 2018.
Responsibilities included all aspects of the project
including overseeing Construction Superintendents and
Foremen; managing production and Subcontractors;
cost and schedule management; invoicing and cash-
flow management; reporting to the Owner and Client and
resolving design deficiencies related to construction.
Challenges for this project were typical for projects of this
type including overcoming design deficiencies, scheduling
and managing subcontractors and meeting Project Owner
schedule expectations.
MMI Development, Marden Interchange, Apopka,
FL. Senior Project Manager for the construction of a
half dumbbell interchange (Exit 5) along the Apopka
Expressway (SR-414) and Marden Road in Central
Florida with a budget of $6.5 million and a completion
date of June 2017. Responsibilities included all aspects
of the project including overseeing Construction
Superintendents and Foremen; managing production
and subcontractors; cost and schedule management;
invoicing and cash-flow management; reporting to
the Owner and resolving design deficiencies related
to construction. Challenges for this project included
interfacing with the Central Florida Expressway Authority
on this unique delivery model and meeting an expedited
project completion requested by the Project Owner.
Boeing Commercial Airplanes, Boeing Model Center,
Seattle, WA. Project Controls and Earned Value Specialist
for the construction of a Sensitive Compartmented
Information Facility (SCIF) to allow Boeing to test various
aircraft designs in miniature scale. The budget was $15
million, and the completion date was January 2016.
Responsibilities included managing the project Integrated
Master Schedule (IMS); evaluating contractor schedules
and related updates; and providing Earned Value reporting
to the Client in support of their upward internal reporting.
Challenges on this project included the sensitive nature
of the project purpose (SCIF) and the densely populated
urban area of the project location impacting project
completion.
Boeing Commercial Airplanes, Boeing Seattle Delivery
Center (SDC), Seattle, WA. Project Controls and Earned
Value Specialist for the construction of a new purpose-
built facility to provide airlines on-site office space and for
Boeing to perform final delivery of 737 commercial aircraft
to customers. The budget $20 million and the completion
date was January 2016. Responsibilities included
managing the project Integrated Master Schedule (IMS);
evaluating contractor schedules and related updates;
and providing Earned Value reporting to the Boeing in
support of their upward internal reporting. [October 2014 –
October 2015/Jacobs Engineering]
Various Clients, Midstream Oil & Gas Design Projects,
Arlington, TX. Senior Project Controls Manager hired
to develop and implement project control processes,
procedures and functions for various midstream oil &
gas design projects throughout the states of Texas and
Louisiana.
Kristopher Grigg, PSP, PMP, EVP, CCP, contd.
Page 3939 of 6641
Northeast Service Area Program Management and Oversight Services 1-18
Evaluation Criteria 1 | Ability of Professional Personnel
Christopher Alverson, PE
Pre-Construction and Design Delivery Task Manager
Christopher is a client services manager reporting to
the Fort Myers office, with nearly 30 years of experience
in the energy and public utilities industries, leading all
aspects of water/wastewater projects, and natural gas
and liquid pipeline projects, including capital, O&M, and
expansion projects. Christopher has been allowed many
opportunities for annual budget preparation reviewing
and approving the cost estimation phases. He is vital in
delivering quality projects in an efficient time frame, on
budget, and safely from cradle to grave.
Relevant project experience
City of Cape Coral, Upper Floridan Aquifer Water
Supply Well Permitting, Design & Professional
Engineering Services Phase II, Fort Myers, FL.
Project Manager leading the permitting, design, bidding
assistance, and construction phase services for the
installation of ten (10) Lower Hawthorne Aquifer (LHA)
Production Wells, LHA Production Well Surface Facilities,
and approximately 4.5 miles of large diameter Raw Water
Transmission Main
Peace River/Manasota Regional Water Supply
Authority, Partially Treated Surface Water Aquifer
Storage and Recovery Phase I, Fort Myers, FL. Design
lead who led the aquifer storage and recovery phase, and
partially treated surface water equipment and site design
task.
Various Clients, Various Projects, Tampa, FL. Director
of Infrastructure who led the infrastructure teams within
the West-Central Florida region; had the responsibility
of growing the existing water practice, worked closely
with the operations man-ager from an operational
perspective, and worked directly with practice leaders
from a strategic, hiring and marketing perspective; and
continued collaboration and communication with senior
management team members.
Various Clients, Various Projects, Tampa, FL. Senior
Project Manager who oversaw client service management
and overall project management of multiple pipeline and
capital projects; marketing responsibilities and execution
of engineering design and construction management of
utility infrastructure projects; projects included pipeline
and pump station conveyance, large diameter pressure
pipe, facility plans, SRF loan assistance, reclamation
facilities, treatment facility decommissioning, and HDD
pipeline crossings.
Potable Water Interconnect, Town of Longboat Key,
FL: Project Manager. This project involved the design
and construction of a 16-inch HDPE HDD potable
water interconnect between the Town and the City of
Sarasota. Chris served as project manager overseeing the
design, project administration, and critical construction
milestones.
Surface Water Treatment System for the Lake Tarpon
ASR Well: Project Manager. This project for Pinellas
County, FL. Involved the design of a surface water
pumping and treatment system for transferring water from
Lake Tarpon to three ASR Wells.
Public Wholesale Water Supply District No 23,
Fredonia, KS. Project Manager. Chris oversaw the design
and construction of a new regional water utility that treats
and delivers potable water to customers in six counties in
southeast Kansas.
Downstream Augmentation Project, Tampa Bay Water,
FL. Project manager for the design to provide reclaimed
water to rivers downstream from where drinking water
is collected and allow Tampa Bay Water to increase the
region’s drinking water supply.
AMA#2 Make Piggable From the Saline River to CS 105
KS. Project Manager. Design and construction to replace
8,900-ft of dual 20-inch pipe and install 26-inch; 1500-ft
HDD of the Solomon River.
Firm
AECOM
Education
»MS, Civil Engineering,
University of Missouri-
Columbia
»BS, Geological Engineering,
Missouri University of Science
and Technology
Years of Experience
30
Training
»AECOM Certified
Project Manager
Registrations
»Professional Engineer:
FL #61062; KS #PE16856,
MO #2001018699
Page 3940 of 6641
Northeast Service Area Program Management and Oversight Services 1-19
Evaluation Criteria 1 | Ability of Professional Personnel
Richard Redmond, PE
Construction Oversight and Quality Control Task Manager
Richard has 45 years of experience as Contractor
and Construction Manager, Cost Estimator and DRB
Chairman for Major Underground and Transit Projects in
the US. Notable projects include NYC Water Tunnel #3,
Chicago TARP Tunnel CSO, NYCT 7 Subway Extension ,
NYCT 2nd Ave Subway, San Francisco Central Subway,
LA Metro Regional Connector and BayPark Microtunnel
project. In addition to this, his involvement has been
with tunneling and underground structures, slurry walls,
shafts, foundation supports, urban transit rehabilitation
and sewage treatment plants.
Relevant project experience
WMATA Chinatown Gallery Place, Program
Management, Progressive Design-Build. Program
Manager. Construction value is excess of $ 100 million,
oversee the Gallery Place-Chinatown Station Passageway
project through the Project Development, Design, and
Construction phases, to include environmental evaluation,
geotechnical review, preliminary engineering, final design,
and construction. Project Involves open cut or SEM tunnel
construction, building underpinning and Utility Relocation.
NYCDEP, WT#3 Queens/Brooklyn Tunnel – Shaft 17B
and 18B, New York, NY. Project Director. $ 500 Million
Construction – 2 Shafts, each of 40 ft diameter , 150 VF
in Soft ground Using Ground Freeze, Drill Blast 550 VF
in Rock , Connecting Adit to WaterTunnel #3, Outfit 7
Shafts with Mechanical, Electrical, Inspection and Repairs
Contract of Existing Queens and Brooklyn Tunnels.
OutFront Media – NYCT / MNR / LIRR – Program
Management – Design Build. Program Manager.
Construction value is excess of $ 400 million , as part of
a broad and long-term agreement with the Metropolitan
Transportation Authority, OUTFRONT Media has
embarked on a large Digital Infrastructure Construction
Project with the NYCT Subway system, installing more
than 10,000 digital displays in over 450 NYCT Subway
stations over the next 4 years. In additional MNR will install
displays in 100 stations and LIRR will install displays in 120
stations.
LIRR 3rd Track Design-Build Procurement. 9.8 miles
track /structures. Deputy Program Manager. $1.35 Billion
Construction – 9.8 miles new 3rd track from Floral Park to
Hicksville, 7 new undergrade road crossings, structures,
retaining walls, pile foundations, station modification.
NsTec Nevada 07-08 Roadheader Tunnel Project.
Project Manager / Cost Estimator for Design Services
and Construction Services. $42 Million Construction –
Roadheader Mining in 3,000psi Volcanic Tuff – 24 ft x 24 ft
Horseshoe tunnels, 51 ft high Alcove cavern.
Central Subway Tunnel Project. Program Manager –
Project Construction. $1.5 Billion - Phase 2, the Central
Subway Project, This 1.7-mile light rail line extension will
extend T Line rail service from the Bayview and Mission
Bay to the downtown and Chinatown, approx. 1.7 Miles
Twin EPBM tunnel, Slurrywall Construction, Tangent Piles,
Top Down Station Construction , SEM / NATM Cavern
Mining Chinatown Station.
South Hartford Conveyance Tunnel Project. Lead
Tunnel Estimator / Constructability Review Cost
Estimating / Constructability Review / Scheduling for
TBM Tunnel, Hartford, CT. $330 Million Project - 21,400
LF of Double shield Precast Segment TBM, 21 ft Inside
diameter.
LA Regional Connector Project. Lead Estimator /
Constructability Review. $1.5 billion Transit Project -
Cost Estimating / Constructability Review / Scheduling
for EPBM Tunnel w/ 3 Open Cut Stations, heavy utility
relocation, compensation grouting, street decking.
Firm
AECOM
Education
»BS, Civil Engineering,
Manhattan College, NY
Years of Experience
45
Registrations
»Professional Engineer, NY
#069632, NJ #24GE04140700,
TX #150111
»Certified Construction
Manager
Page 3941 of 6641
Northeast Service Area Program Management and Oversight Services 1-20
Evaluation Criteria 1 | Ability of Professional Personnel
Jennifer Kellar, APR, PMP
Community Involvement and Communication Task Manager
Jennifer Kellar has more than 20 years of experience
in public relations. She is a graduate of the University
of Maryland College Park journalism program with a
concentration in public relations. She is Accredited in
Public Relations (APR) by the Universal Accreditation
Board and the Public Relations Society of America.
She is also a certified project manager and a trained
facilitator. AECOM’s Strategic Communications Services
Department functions like a boutique public relations
agency within the infrastructure firm. Jennifer leads
the group in managing communications projects for
federal, state, local, and private sector clients in a
variety of industries, including disaster resilience, water,
environment, transportation, and energy.
Relevant project experience
Hampton Roads Sanitation District, Sustainable Water
Initiative for Tomorrow, Hampton Roads, VA. Serving
as strategic communications support leading the effort to
develop and coordinate implementation of a Community
Commitment Plan for the Hampton Roads Sanitation
District’s Sustainable Water Initiative for Tomorrow
(SWIFT). She is coordinating internal and external
communications surrounding SWIFT’s positive impact
on the communities it serves. She recently provided
event planning and facilitation support for the first
SWIFT industry outreach day, which had more than 400
attendees and received excellent participant feedback.
Proposed Replacement of US Department of Treasury
National Capital Region Currency Production Facility
Environmental Impact Statement (EIS), US Army Corps
of Engineers. Public involvement facilitator leading
the public involvement portion of this project. Her team
developed a virtual room to support public involvement
during the pandemic. She has facilitated effective in-
person and virtual stakeholder and public meetings
throughout the EIS development process.
National Park Service, Arlington Memorial Bridge
Project, Washington, DC. Public Outreach Lead.
Strategized and implemented public outreach surrounding
the rehabilitation of the Arlington Memorial Bridge, an
important symbol of the nation’s history and a crucial
piece of District of Columbia infrastructure.
City of Newark, Sustainable Newark Planning Project,
Newark, DE. Facilitator that provided stakeholder
engagement and public outreach and education counsel
to the City and its Sustainability Planning Steering
Committee during the development of the Sustainable
Newark Plan. Her team is responsible for the planning,
execution, and facilitation of events and promotional
activities, content development for outreach portions of
the plan, and graphic design services.
New York City Department of Small Business Services
(NYC SBS), Business Preparedness and Resiliency
Program, Risk Assessment and Resilience Grant
Program. Marketing communications and business
development lead for New York City businesses that
were impacted by Superstorm Sandy were potentially
eligible for risk assessments and grants through NYC
SBS. AECOM managed the implementation of the Risk
Assessment and Grant Program. Jennifer developed and
executed the marketing communications and business
development plan, which included outreach to elected
officials and community organizations, media relations,
social media, and direct outreach to business owners.
Regional Catastrophic Planning Team (RCPT)
Universal Logistics Standard Campaign. Project
manager for the rollout of RCPT’s Universal Logistics
Standard, Jennifer and her team developed a set of
printed communications and presentation materials, and
a video storyboard designed to encourage stakeholders
to adopt the ULS. RCPT subsequently awarded AECOM
the work to produce the video, which included on-location
shoots with emergency management personnel, as well as
post-production work in AECOM’s state-of-the-art video-
editing facilities.
Firm
AECOM
Education
»BA, Journalism, University of
Maryland - College Park
Years of Experience
27
Registrations
»Accredited in Public Relations
(APR)
»Project Management
Professional (PMP)
Page 3942 of 6641
Northeast Service Area Program Management and Oversight Services 1-21
Evaluation Criteria 1 | Ability of Professional Personnel
Marty Doward, PE
Governance Technical Advisor
Marty brings over four decades of expertise in water
and wastewater infrastructure, specializing in strategic
planning, program controls, risk management, regulatory
compliance, and financial planning for large-scale Capital
Improvement Programs (CIPs). His deep understanding
of CIP development and implementation has supported
modernization efforts in major U.S. cities, including
Atlanta, Washington, D.C., Miami-Dade, and New Orleans.
As Program Manager for the $4 billion Clean Water
Atlanta Consent Decree Program, Marty collaborated
closely with city leadership to achieve EPA-mandated
compliance, strengthen system resiliency, and establish
long-term investment strategies for sustainable
infrastructure. His experience includes advising on
regulatory negotiations, optimizing program delivery
frameworks, and aligning technical solutions with
financial and operational objectives.
Relevant project experience
Miami-Dade Water and Sewer Department,
Wastewater Systems Priority Projects Program
Management, Miami-Dade County, FL. Program
Manager. Provided executive leadership for a large-
scale Wastewater Consent Decree Program, overseeing
a multidisciplinary team responsible for program
management, construction management, design
oversight, procurement support, and regulatory
compliance. Led efforts to modernize the wastewater
collection system, pump stations, force mains, and three
wastewater treatment plants while ensuring alignment
with EPA-mandated Consent Decree requirements.
Responsibilities included implementing cost and schedule
controls, collaborating with officials to streamline project
delivery, and overseeing funding strategies, regulatory
coordination, and stakeholder engagement to support
long-term infrastructure goals. The program focused
on modernizing and rehabilitating wastewater collection
and treatment infrastructure to achieve full regulatory
compliance. It integrated risk-based asset management,
program controls, contractor oversight, and advanced
treatment technologies to enhance system resilience,
operational efficiency, and environmental sustainability.
By mitigating sanitary sewer overflows (SSOs) and
improving service reliability, the initiative ensures long-
term infrastructure performance for the region’s growing
population.
DC Water, Blue Plains Advanced Wastewater
Treatment Plant Program Management,
Washington, DC. Program Manager. Led overall
management of a large-scale capital program for one
of the world’s most advanced wastewater treatment
facilities, overseeing strategic planning, program
management, and construction management services
for integrated upgrades to the 384 MGD treatment
plant. Responsibilities included capital improvement
planning, master planning, pilot testing, concept design,
construction, commissioning management, and operation
and maintenance training. Worked closely with leadership,
regulatory agencies, and technical teams to ensure
compliance with stringent environmental regulations
and efficiency in project execution. The program
modernized critical wastewater infrastructure to enhance
operational efficiency and ensure compliance with EPA
and Clean Water Act regulations. Major upgrades included
nutrient removal enhancements, secondary treatment
improvements, and biosolids management innovations.
By improving system resilience, optimizing treatment
processes, and advancing sustainability measures,
the program supports long-term operational and
environmental goals.
Firm
AECOM
Education
»BS, Environmental Engineering,
Drexel University
»Executive Development
Program, Wharton School,
University of Pennsylvania
Years of Experience
41
Registrations
»Professional Engineer: LA, AL,
TX, NJ, DC
Page 3943 of 6641
Northeast Service Area Program Management and Oversight Services 1-22
Evaluation Criteria 1 | Ability of Professional Personnel
Osama Abdelfatah
Program Controls Technical Advisor
Osama is the Regional Program Controls Director with 23
years of program control and construction experience
in private and public capital construction projects. He
has a working knowledge of project management, risk
management, information systems, schedule delay claim
analysis, experience with project management/project
controls techniques, schedule recovery, acceleration,
and earned value methodologies. Osama has a unique
combination of skills through leading and performing a
full range of project management and control functions
including oversight, direction, knowledge of planning
and scheduling, cost engineering, performance
measurement, and earned value management. He has
also implemented an enterprise-wide project control
system on the Primavera platform.
Relevant project experience
Regional Program Controls Director, Americas. Lead
and support the strategic and operational management
of Risk Management and Program Controls Services.
Spearhead the development and configuration of
digital systems, streamline processes and procedures,
and nurture resource development through technical
academies. Proactively initiate and drive major programs,
ensuring seamless knowledge transfer.
Provide essential support to the Strategy & Growth
team, actively contributing to the formulation of
winning strategies for major programs. Contribute
to publications and content that shape and inform the
market. Extend operational and delivery support for the
successful launch and execution of pivotal programs like
California High Speed Rail, ECWE Toronto, Amtrak FDT
and Alula KSA. Support the development and execution
of strategic and financial plans with a laser focus on the
growth and advancement of all Business Units.
Head of Project Controls at LaGuardia Redevelopment
Program. Responsibility includes the development
of Program Controls processes and procedures.
Managing all aspects of Program Controls including, cost
engineering, risk management, budget management,
PFC management, change management, schedule
management, document controls, financial settlements,
claims and reporting for the integrated redevelopment and
engineering team.
NYC Wastewater Resiliency Program, New York,
NY: Program Controls Sr. Manager. Responsible for
developing program controls process and procedures,
developing the Integrated master schedule, and
master project schedules summary during the
Project Initiation phase to issue to the TOC Design
Firms. Additional responsibilities included assuring
effective implementation and continuity of the program
procedures, developing program controls requirements
and specifications, ensuring the submitted schedules are
in compliance with the applicable DEP SOPs as well as
the Program Management Plan, and managing Program
budget and applying EVM analysis. Osama developed
and maintained program controls dashboards and utilized
key performance indicators in order to track and monitor
the program schedule and budget, managed the overall
Project Master Schedules for each individual contract,
and provided final PM/CM recommendations to the DEP
Accountable Manager.
Metropolitan Transportation Authority Capital
Construction, East Side Access Program Management
Services, New York, NY. Senior Project Controls.
Responsible for updating program integrated master
schedule, reviewing contractor baseline schedule and
monthly updates, reviewing and processing monthly
invoices, and reviewing contractor Time Impact Analysis
and preparing independent and windows analyses. Other
responsibilities included supporting the CM team to
track and monitor construction progress and developing
recovery plans and What-if scenarios.
Firm
AECOM
Education
»MBA, Business Administration
and Management, Manhattan
College
»MS, Civil Engineering,
Manhattan College
»BS, Civil Engineering,
Alexandria University
Years of Experience
24
Affiliations
»Project Management Institute
- PMI
»Association for the
Advancement of Cost
Engineering - AACA
Page 3944 of 6641
Northeast Service Area Program Management and Oversight Services 1-23
Evaluation Criteria 1 | Ability of Professional Personnel
Mike McClure
Program Best Management Practices Technical Advisor
Throughout a career of progressive leadership of $7B in
large water and wastewater capital programs, Michael
has led multi-disciplinary organizations to successful
operation and implementation of major programs around
the world. Working with local municipalities and the U.S.
Federal Government, he has built and led teams of up
to 350 personnel, delivering programs with a capital
value of up to $3.2B. These have included multiple
water and wastewater treatment plants of 50 to 150
MGD, pump stations, dams, large diameter pipe (CSO
storage), reservoirs and miles of u/g pipe. He guides
program teams toward meeting each utility client’s goals
and objectives pertaining to program organizational
and functional management, CIP planning, design, and
construction of large-scale capital improvements.
Relevant project experience
Detroit Water and Sewerage Department, Capital
Improvement PMO, Detroit, MI. Directed an integrated
client-consultant PMO for a five-year CIP, leading 45
full-time staff and 150+ technical specialists. Established
program infrastructure through policies, procedures,
contracts, and asset management tools to improve
delivery and efficiency. Oversaw $60M in annual capital
improvements, developed a risk-based prioritization
model for water/sewer assets, and integrated pilot
study findings into a strategic rehabilitation framework.
Managed design packages, procurement of $100M in
projects annually, and CIP execution, applying lessons
learned to refine processes. Advanced workforce
development by rebuilding client capabilities and
increasing local participation through engagement with
small and disadvantaged firms. Expanded contractor
outreach across three states, secured $45M in FY2019
funding, and positioned the program for $60M–$70M
annual investment. These efforts transformed CIP delivery
into a scalable, sustainable model for future infrastructure
needs.
Great Lakes Water Authority, Capital Improvement
Program Delivery, Detroit, MI. Program Manager.
Provided program management, program controls,
preliminary design, construction management oversight,
and inspection for a $3.5B, 10-year CIP focused on
modernizing water and wastewater infrastructure. Led the
implementation of a Program Management Information
System and business process improvements to
enhance project execution, efficiency, and transparency.
Collaborated in a co-located, integrated approach
with GLWA to prioritize and accelerate project delivery,
leveraging collaborative delivery methods such as
Design-Build, Progressive Design-Build, and Construction
Manager at Risk for large-scale projects. Oversaw the
development and execution of more than 180 capital
projects ranging from $1M to $300M, providing alignment
with strategic objectives for water and wastewater
infrastructure, which includes five water treatment plants,
1,700 MGD of water production, a regional wastewater
treatment plant, and extensive conveyance systems.
Standardized project delivery processes by documenting
existing workflows, developing project management plans,
and establishing standard operating procedures for a new
transformational CIP delivery model. Led CIP alignment
workshops to define and prioritize projects based on a
business case evaluation so resources were allocated
efficiently to maximize infrastructure improvements.
These efforts resulted in a streamlined, data-driven
approach to capital project delivery, optimizing long-
term system performance and resilience. The program
significantly improved project execution and overall
efficiency.
Firm
AECOM
Education
MBA, Finance, Claremont Graduate University
MBA, Strategy and Organization, Stanford University
BS, Biology, California Polytechnic University
Executive Leadership Program Certificate, London Business School
Years of Experience
41
Page 3945 of 6641
Northeast Service Area Program Management and Oversight Services 1-24
Evaluation Criteria 1 | Ability of Professional Personnel
Cynthia Chemello, PMP, ENV SP
Resource Strategy & Organization Integration Technical Advisor
Cynthia has developed a skill to gain a deep
understanding of clients’ priorities and needs quickly and
accurately, which is clearly reflected in her thoughtful
approach to recommendations and communication
with each stakeholder group. Her leadership, patience,
and rigor have helped us to navigate complex issues
and diverse perspectives to gain consensus and buy-
in across groups. She is a national leader in equity
transformation models and measuring in policy
resilience readiness with a specific aptitude for capital
program delivery.
Relevant project experience
Great Lakes Water Authority, Capital Improvement
Program (CIP), MI. Cynthia led the development
and implementation of tools and human resource
requirements to support a water authority’s 5-year
plan, including a Program Management Plan (PMP),
Standard Operating Procedures (SOP), a Project
Management Information System (PMIS), and a Resource
Development Plan (RDP) that encompassed recruiting
support and training. She applied advanced techniques
in scenario planning, process optimization, technology
solutions, and organizational change management to
create operating models for long-term success. Her
efforts resulted in a strategic plan addressing business
process improvements, organizational structure,
revised job descriptions, technology enhancements,
and a comprehensive communications, training, and
governance strategy. Cynthia also developed and
delivered onboarding and training plans, facilitated
training sessions, and conducted assessments to
support leadership and talent development. She
formalized a reorganized CIP Delivery Team, clarified
roles and responsibilities, and created a Talent
Management Framework to guide role changes, establish
competencies, and forecast staffing needs. Additionally,
she created a new organizational structure, aligned cross-
functional teams, and provided change management
planning for smooth adoption of new processes. To
support the transition, she designed coaching sessions
for change leaders to address resistance and continuous
improvement.
Chicago Department of Water Management, Capital
Improvement Program, Chicago, IL. Cynthia leads a
Baseline Operational Review, aiming to determine the
right personnel with the necessary knowledge, skills,
and capabilities available at the right time to address
staffing challenges in two water filtration plants and
12 pump stations. This involved proactive planning
for power system transformations due to regulatory
changes, public policies, and emerging technologies.
The process began with establishing project success
criteria, identifying key stakeholders, and setting a
communication protocol. The review included analyzing
current operational practices, roles, and management
processes to develop a baseline. Data analysis mapped
current resource planning and assessed resource
application to workloads. Stakeholder interviews defined
departmental needs. The assessment includes a
scenario analysis of impacts due to the electrification of
pumping stations. This technological analysis evaluates
feasibility, cost-effectiveness, environmental impact,
and operational efficiency. Cynthia will lead a review to
establish a benchmark for current processes, identify
inefficiencies based on national best practices, evaluate
current technologies, ensure regulatory compliance, and
develop improvement recommendations. It will cover
water treatment, maintenance, quality control, regulatory
compliance, safety, technology, workforce training, and
energy management. The goal is to provide actionable
recommendations to enhance operational effectiveness,
compliance, and safety, enabling DWM to make informed
decisions about technology changes and their impact on
operations.
Firm
AECOM
Education
»BCom, Honours Business
Administration, Business
Faculty, University of Windsor
»BScEcon, Science Faculty,
University of Windsor
Years of Experience
21
Training
»Diversity and Inclusion, Cornel University
»Six Sigma Green Belt, Anexas Europe Black Belt Jayagopi Andhoor
»Code of Business Conduct Certification, Littler and Associates, Legal Firm
»ToastMasters International
»BoardWalk Nonprofit Training, Lawrence Technological University
Registrations
»Project Management
Professional
»Environmental Sustainability
Professional
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Northeast Service Area Program Management and Oversight Services 1-25
Evaluation Criteria 1 | Ability of Professional Personnel
Christopher Hill, PE,
BCEE, ENV SP
Technology & Innovation
Technical Advisor
Chris brings more than 30 years of experience complex,
multi-disciplinary project management and is uniquely
qualified to lead this effort. His experience includes water
supply development, process evaluation, preliminary
and detailed design, cost estimating and construction
management of nearly 2.5-bgd of water supply and
treatment. He has managed dozens of projects in his
nearly three decades of experience ranging in size
from tens of thousands of dollars to multi-million dollar
efforts with nearly 20 team members. His experience
includes design and permitting of water supply wells
with the Southwest Florida Water Management District
(SWFWMD) and SFWMD and treatment facilities,
including DIWs for concentrate disposal with the
Florida Department of Environmental Protection (FDEP),
including several of the Authority members (Sarasota
County and Charlotte County). He is trained in Project
Management Institute project management procedures
and practices the principles in the Project Management
Body of Knowledge.
Relevant project experience
Manasota Regional Water Supply Authority, Partially-
Treated Surface Water Aquifer Storage and Recovery,
Peace River / Manasota, FL. PFAS Treatment task leader
for development of PFAS treatment strategy to allow
recharge of partially-treated surface water (filtration and
disinfection) for eventual recovery and raw water supply
augmentation. Developed PFAS treatment strategy
and conceptual design of WTP improvements to allow
recharge of partially-treated water and include provisions
for potential future regulatory requirements (e.g.
disinfection byproducts).
City of Fort Lauderdale, Fiveash WTP Owner’s
Representative, Fort Lauderdale, FL. Technical Advisor
providing oversight of the City’s selected P3 contractor
for a new 50 MGD groundwater treatment plant consisting
of nanofiltration and ion exchange for softening and PFAS
removal. Responsibilities include review of the treatment
process recommendations and selection of the best
treatment alternative for construction of a new water
treatment plant to replace the existing Fiveash WTP.
Seminole County, Country Club WTP Improvements,
Seminole County, FL. Treatment Process Advisor for
evaluation and conceptual design of PFAS treatment
upgrades for this 8 MGD groundwater treatment facility.
Project includes bench- and pilot-scale evaluation of GAC
and ion exchange and conceptual design integrating PFAS
treatment at this existing ozone-biofiltration WTP.
City of Ann Arbor, Water Supply Facilities Plan, Ann
Arbor, MI. Emerging Contaminants Task Leader for
evaluation of improvement options for this existing 50
MGD split softening process. The Ann Arbor plant has
difficulty maintaining consistent water quality due to
source water quality challenges and issues with emerging
contaminants (PFAS and 1,4-dioxane). Evaluated
treatment alternatives to address PFAS and meet future
water quality and regulatory objectives.
Santa Cruz Water Department, Graham Hill Water
Treatment Plant Improvements Project, Santa Cruz,
CA. Treatment Technical Advisor for progressive design-
build to replace the Graham Hill WTP. This project includes
complete replacement of the existing pre-treatment
process, conversion to ozone-biological filtration, addition
of GAC for PFAS removal and provisions for future UV
and/or UV/AOP. Responsibilities included evaluation of
treatment and residuals handling options, and planning for
future water quality and regulatory objectives.
Firm
AECOM
Education
»BS, Chemical Engineering,
Ohio University
»BBA, Business Administration,
Ohio University
Years of Experience
32
Registrations
»Professional Engineer, FL
#66933, TX #126210, OH
#66174, GA #050591
»Board Certified Environmental
Engineer
»Envision Sustainability
Professional
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Northeast Service Area Program Management and Oversight Services 1-26
Evaluation Criteria 1 | Ability of Professional Personnel
Additional Personnel Qualifications
In addition to our core leadership team, we have assembled a dedicated group of professionals to provide specialized support for Collier County’s Northeast Service Area
Program. These individuals bring expertise in key technical and operational areas, strengthening program execution and enhancing collaboration across all disciplines. The
following bios highlight the qualifications of our supplemental team members, each selected for their relevant experience and ability to drive successful outcomes. Their diverse
skills and industry knowledge contribute to the overall strength of our team and the effective delivery of program objectives.
Tony Indorato ▼ Health and Safety ▼ AECOM ▼ Years of Relevant Experience: 45
JD, Juris Doctor MS, Risk ManagementBS, Medical Technology
»40+ years of leadership in health and safety management, with proven success implementing programs that reduce risk and improve compliance across large-scale, multi-sector projects. »Expert in regulatory compliance and risk mitigation, including OSHA, Army Corps EM 385, NAVOSH, and international safety standards, providing safe, compliant operations for complex program environments. »Track record of driving measurable safety improvements, advancing Behavior-Based Safety culture and significantly lowering Recordable Incident Rates (RIR) at national and regional levels.
Certified Work Zone Safety ; Professional (ATSSA) (Trainer); Certified Environmental and Safety Compliance Officer
Tuna Tanriover ▼ Risk Management ▼ AECOM ▼ Years of Relevant Experience: 13
MS, Construction Engineering
and Management
BS, Civil Engineering
»Leads development and implementation of quantitative risk assessment and risk management standards for major infrastructure
programs, including federally compliant processes for multi phase transit and bridge megaprojects such as East Side Access and the
Governor Mario M. Cuomo Bridge.
»Conducts integrated cost and schedule risk analyses to guide key project decisions, including contingency development, delivery
method selection, and mitigation planning for complex programs like the Hudson Tunnel Project.
»Develops and applies program wide risk based tools such as probabilistic forecasting models, change management tracking systems,
and analytical ranking frameworks to support project prioritization, cash flow planning, and multi stakeholder decision making.
Mark Tayy ▼ PMIS Development & Deployment ▼ AECOM ▼ Years of Relevant Experience: 25
MS, Construction Engineering & ManagementBS, Civil Engineering Technology
»Leads deployment of enterprise project controls platforms, including configuring and implementing the Program Controls Engine
(PgCE) with integrated cost, schedule, risk, contract, change, and document management modules for large transportation programs.
»Develops program wide system architectures by mapping master schedules, cost breakdown structures, risk registers, contract
requirements, and workflows into unified PMIS environments to support forecasting, reporting, and compliance needs.
»Oversees PMIS utilization across multidisciplinary teams, integrating contractor data, aligning dashboards and reporting tools, and
guiding configuration, training, and change management to support consistent program controls and decision making.
Certified Planning and
Scheduling Professional; Project
Management Professional;
Certified Cost Engineer
Matt Freih, PE, PSP, DBIA ▼ PMP Procedures Development ▼ AECOM ▼ Years of Relevant Experience: 12
MS, Civil Engineering
BS, Civil Engineering »Develops and maintains master program schedules and project controls procedures for large, complex programs, including program
wide monitoring, reporting systems, and document management practices for NYCDDC’s multi billion Borough Based Jails Program.
»Leads schedule reviews, baseline evaluations, and time determination schedule development during pre construction phases,
applying consistent CPM methodologies refined through statewide NYSDOT construction scheduling support roles.
»Coordinates key program controls functions such as scope control, change order tracking, cost analysis, earned value evaluation,
and staffing allocation to support standardized PMO procedures across diverse design and construction teams.
Professional Engineer: NY; AACE
Certified Planning & Scheduling
Professional; Design-Build
Institute of America (DBIA)
Program Initiation, Administration, Controls & Reporting
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Northeast Service Area Program Management and Oversight Services 1-27
Evaluation Criteria 1 | Ability of Professional Personnel
Aaron Rupp, PMP ▼ Digital Solutions and Deployment ▼ AECOM ▼ Years of Relevant Experience: 19
BS, Chemical Engineering »Specializes in designing and implementing enterprise project management information systems, such as e-Builder, to improve
efficiency, transparency, and data-driven decision-making for municipal and utility capital programs.
»Leads teams of business analysts and software experts to modernize legacy systems, integrate web, mobile, and data
platforms, and standardize workflows for government and private sector clients using an agile approach.
»Bridges technology and operations to optimize project execution across industries including emergency response,
transportation, and water/wastewater management, delivering scalable and integrated digital solutions.
Project Management Professional
e-Builder Certified Product
Professional
Cherie Wolter ▼ Document Controls and PMIS Administration ▼ AECOM ▼ Years of Relevant Experience: 22
»Manages document control systems across multiple utility and wastewater projects, maintaining organized logging, distribution, and tracking of shop drawings, RFIs, daily
reports, photographs, and change orders.
»Supports PMIS administration through consistent setup, maintenance, and use of project platforms such as EPM, APIC, and SharePoint, ensuring accurate filing, correspondence
tracking, and project record maintenance.
»Coordinates construction phase workflows by preparing meeting minutes, processing pay applications, maintaining compliance logs, and supporting project teams with billing,
technical memorandum preparation, and project file management.
Mihaela-Elena Tomulescu, LEED AP ▼ CIP Master Scheduling ▼ AECOM ▼ Years of Relevant Experience: 37
MS, Civil Engineering and Hydraulics »Provides master scheduling leadership across large capital programs by developing, validating, and analyzing schedules for transportation, transit, educational, and government facility projects, including ADA upgrades at 26 Amtrak stations and multi campus initiatives for Miami Dade College. »Performs schedule impact analysis, conceptual to detailed schedule development, and critical path evaluation on complex, multi project portfolios, supporting alignment of scope, cost, and timelines for long term capital planning. »Supports CIP oversight through detailed change order analysis, productivity and cost review, schedule of values refinement, and integration of contractor schedules, ensuring consistent reporting and schedule management across diverse capital improvement programs.
LEED Accredited Professional; DBPR,
Community Association Manager
Paula Echeverry ▼ Cost Control, Monitoring & Reporting ▼ PCI ▼ Years of Relevant Experience: 14
BS, Civil Engineering »Supports capital program delivery through cost estimating and project controls services for water, wastewater, and utility infrastructure projects, contributing to accurate budget planning and financial tracking. »Develops and analyzes budgets, variances, and cost trends to support decision making, while evaluating bidding strategies and cost management approaches for complex civil works. »Provides cost input for design build proposals and construction packages, applying consistent cost review practices across pump stations, treatment facilities, and large utility projects to maintain alignment with project objectives.
Christina Patierno ▼ Cost Control, Monitoring & Reporting ▼ AECOM ▼ Years of Relevant Experience: 13
MS, Construction ManagementAdvanced Certificate, Executive Construction Management
»Provides cost control leadership on large, multi contract capital programs, managing budgeting, contracting, estimating, risk, and change order processes across diverse project teams. »Develops and maintains program progress reporting by integrating cost, schedule, and contract data to support executive level decision making on complex, multi phase projects. »Conducts detailed cost reviews, evaluates contractor proposals, and supports negotiations for change orders, maintaining alignment with project requirements and financial objectives throughout design and construction.
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Northeast Service Area Program Management and Oversight Services 1-28
Evaluation Criteria 1 | Ability of Professional Personnel
Kevin Williams ▼ Programmatic Cost Estimating ▼ AECOM ▼ Years of Relevant Experience: 18
BS, Biology »Develops detailed cost estimates and independent government estimates for complex, multi phase capital programs by performing
scope development, quantity takeoffs, cost validation, and change verification across a range of building and infrastructure projects.
»Supports program level decision making by preparing ROM estimates, budget planning calculations, and cost analyses that inform
negotiations, program approvals, and go or no go recommendations for large construction and modernization initiatives.
»Leads cost review and change management activities by analyzing contractor proposals, validating costs for owner negotiations, and
coordinating estimate development for design, renovation, renewal, and facilities upgrade projects.
NICET Highway Construction
Inspection – Level II; ACI
Concrete Field-Testing
Technician – Grade I; ODOT/
OAIMA Aggregate Technician
Wlliam Chow, CEP ▼ Programmatic Cost Estimating / Independent Cost Estimating ▼ PCI ▼ Years of Relevant Experience: 14
BS, Electrical Engineering and Technology »Provides independent cost estimating for large capital programs by developing conceptual, schematic, and design-level estimates and validating consultant and contractor estimates for water, wastewater, aviation, and building projects. »Supports programmatic cost control through detailed review of contractor bids, change proposals, and earned value data, including negotiation support for treatment facilities, transmission and collection systems, and pump station projects under Miami-Dade’s 180-project Consent Decree Program. »Performs cost impact analysis and value engineering assessments for multi-billion-dollar programs such as DFW’s Capital Improvement Program, evaluating alternatives, life-cycle costs, and cost saving options to inform owner decision making.
Certified Estimating Professional
Joan Dorrian ▼ Permitting and Regulatory Compliance ▼ AECOM ▼ Years of Relevant Experience: 34
MS, Coastal Zone ManagementBS, Environmental Science »Supports regulatory driven water and wastewater programs by coordinating documentation, subcontractor activities, and compliance
requirements for projects involving FEMA funded storm drainage improvements, RO water treatment plants, and wastewater facilities.
»Oversees contract administration, permitting related documentation, and construction phase compliance by managing RFIs, shop
drawings, testing records, schedules, and monthly estimates across multi stakeholder infrastructure projects.
»Provides regulatory coordination for complex capital improvements by preparing required reports, facilitating design and construction
reviews, and maintaining project controls systems to align project execution with agency standards and funding requirements.
Brenda Pagoada ▼ Accounting and Invoicing ▼ AECOM ▼ Years of Relevant Experience: 6
Associate Diploma, Accounting »Manages invoicing and financial operations for multi program portfolios by preparing and reviewing budgets, reconciling expenditures, processing accounts payable, and coordinating client submissions to maintain accurate and timely billing. »Supports project managers through contract and task order administration, cash flow tracking, EAC reviews, and invoice approval workflows, applying strong QA/QC practices across Workbench, Coupa, eBuilder, and other financial systems. »Coordinates with clients, consultants, and subconsultants to resolve billing issues, validate invoice compliance, and streamline approval processes, contributing to improved turnaround times and consistent financial reporting.
Georgia Aguila, PMP ▼ KPI Management & Dashboard Administration ▼ AECOM ▼ Years of Relevant Experience: 24
MS, Construction ManagementBS, Architecture »Develops and administers program level dashboards and reporting tools by customizing e-Builder processes, supporting data migration efforts, and configuring cost enabled workflows for large capital programs such as Broward County Public Schools, Orange County Public Schools, and the City of Miami. »Leads PMO process improvements by defining performance metrics, standardizing reporting practices, and creating information management tools using platforms such as e-Builder, Power Apps, and Power Automate to support KPI tracking and decision making. »Supports executive oversight by designing and maintaining dashboards, reports, and program controls procedures that monitor scope, schedule, risk, budget performance, and system compliance across complex multi project portfolios.
e-Builder Admin Certifications;
Project Management
Professional; Primavera
Project Planner for Enterprise,
Advanced P-106; Procore
Admin Certification
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Northeast Service Area Program Management and Oversight Services 1-29
Evaluation Criteria 1 | Ability of Professional Personnel
John Dorman ▼ Grants and Funding ▼ AECOM ▼ Years of Relevant Experience: 36
BS, Political Science »Vice President for Strategy at AECOM with 36 years of expertise in strategic funding, policy, planning, and risk management across
public, private, and non-profit sectors.
»Extensive knowledge of federal and state programs, including IIJA (Bi-Partisan Infrastructure Law) and the Inflation Reduction Act; led
funding strategies and budgets at state level.
»Provided strategic leadership for federal initiatives like FEMA’s Technical Mapping Advisory Council and guided resilient
redevelopment planning post-storm events.
Reshma Thummadi, PE ▼ CIP Project Validation ▼ AECOM ▼ Years of Relevant Experience: 20
MS, Environmental EngineeringBS, Chemical Engineering »Performs capacity and system performance evaluations for potable water and wastewater networks by developing, updating, and
validating hydraulic models that identify deficiencies, assess infrastructure needs, and support capital improvement planning.
»Reviews development applications and analyzes proposed flows and system impacts to confirm whether existing facilities can support
growth, providing recommendations for required upgrades and validating project feasibility for multiple municipalities.
»Supports CIP decision making through model calibration, scenario analysis, and assessment of alternative improvements using
platforms such as InfoWorks ICM, WaterGEMS, SewerGEMS, and XPSWMM to inform project prioritization and long-range system
planning.
Professional Engineer: FL
Pre-Construction and Design Delivery
Rene Brito, PE ▼ Design Project/Task Manager ▼ AECOM ▼ Years of Relevant Experience: 8
BS, Civil Engineering »Leads design and construction oversight for water and wastewater utility projects, including water main replacements, gravity sewer
installations, drainage improvements, and civil/site design for treatment facility upgrades.
»Manages design task delivery by developing scopes, coordinating project activities, addressing RFIs, and reviewing change orders,
work directives, and pay applications across neighborhood utility and public works projects.
»Provides technical direction on pipeline design and installation methods, including HDD, microtunneling, open cut, and yard piping
layouts for projects such as the City of Fort Myers’ Deep Injection Wells and multiple system replacement efforts.
Professional Engineer: FL
Zain Hayek, PE, DBIA ▼ Design Project/Task Manager ▼ AECOM ▼ Years of Relevant Experience: 7
BS, Civil Engineering »Manages multi discipline design tasks for water, wastewater, and stormwater projects by developing basis of design reports, preparing
process and civil/site layouts, coordinating with equipment suppliers, and leading day to day project activities for treatment facility and
pump station improvements.
»Oversees design reviews, submittals, and technical documentation by integrating input from hydraulic modeling, process design, and
civil/site engineering to support permitting, constructability, and project delivery across municipal utility programs.
»Coordinates permitting and interdisciplinary design development for pipeline and pump station projects, including preparation of
technical memorandums, review of 60 to bid submittals, and successful completion of FDEP, SFWMD, and City permit requirements.
Professional Engineer: FLAssociate Design-Build Professional
Jack Miller, PE ▼ CIP Project Validation ▼ AECOM ▼ Years of Relevant Experience: 5
BS, Civil and Environmental Engineering »Supports design task delivery for water, wastewater, and utility infrastructure projects by preparing permit documentation, reviewing shop drawing submittals, developing work directives, and coordinating responses to RFIs during design and construction. »Assists with planning and preliminary design activities across multiple CIP programs, including historical flow and demand analyses, treatment capacity gap evaluations, service area delineations, and planning level cost estimates for pump stations and transmission mains. »Develops technical exhibits and field data collection plans for hydraulic model calibration using GIS ArcMap, contributing to design development and decision making for master plans and system improvement projects in Collier County, Cape Coral, and Fort Myers.
Professional Engineer: FL
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Northeast Service Area Program Management and Oversight Services 1-30
Evaluation Criteria 1 | Ability of Professional Personnel
Dawn Jakiela, PE ▼ Inter-Agency Liaison (JPAs) & Permit Expedition ▼ AECOM ▼ Years of Relevant Experience: 41
BS, Civil Engineering »Coordinates with municipal, county, and state agencies to advance utility, wastewater, and stormwater projects, drawing on
experience managing planning, design, and permitting efforts for Collier County, Lee County, Cape Coral, and the City of Fort
Myers.
»Expedites permits and regulatory approvals by preparing applications, facilitating agency reviews, and engaging with regulatory
bodies such as FDEP, SFWMD, DERM, and Clean Water Fund programs for treatment facilities, pump stations, force mains, and
collection system improvements.
»Leads multi agency collaboration on complex capital programs by aligning project needs with utility master planning, CIP
development, and regulatory requirements, incorporating input from public utilities, city councils, environmental agencies, and
funding partners.
Professional Engineer: FL
OSHA HAZWOPER 40-Hour Training
Brian Daly, PE ▼ Procurement/Contracting/Alternative Delivery Specialist ▼ AECOM ▼ Years of Relevant Experience: 30
MS, Environmental/Environmental Health EngineeringBS, Civil Engineering
»Provides leadership for alternative delivery procurement across water and wastewater programs, serving as AECOM’s North
American lead for design-build and progressive design-build projects and guiding contract strategy, risk allocation, and delivery
method selection.
»Manages procurement and contracting activities for large capital programs by developing procurement documents, overseeing
proposal evaluations, negotiating with regulatory agencies and contractors, and coordinating contract execution for major
treatment facilities and infrastructure systems.
»Brings extensive experience delivering complex water and wastewater projects through design-build, CMAR, and design-build-
operate models, including multi plant treatment programs, advanced purification facilities, desalination systems, and large
diameter pipeline installations.
Professional Engineer: VT
Dave Wilcox, PE ▼ Value Engineering / Wastewater Treatment Discipline Review Lead ▼ AECOM ▼ Years of Relevant Experience: 45
MS, Civil EngineeringBS, Civil Engineering »Leads technical review and optimization of wastewater treatment processes using extensive experience with BNR systems,
advanced treatment upgrades, surge evaluations, and process modeling to improve performance and operational reliability.
»Provides value engineering recommendations across major utility projects by identifying cost saving alternatives, optimizing
equipment selections, and developing innovative design strategies that reduce construction risk and improve long term system
efficiency.
»Oversees multidisciplinary design reviews for treatment facilities, pump stations, and conveyance systems, supporting
CIP decision making through evaluation of hydraulic performance, constructability, and opportunities for system wide
improvements.
Professional Engineer: FL
Rich Ulkus, CGC ▼ Constructability Reviews / Commissioning & Startup ▼ AECOM ▼ Years of Relevant Experience: 45
AAS, Civil Engineering Technology »Brings 45 years of construction and commissioning experience for water and wastewater treatment facilities, including nearly
100 mgd of cumulative RO WTP projects across Florida, with hands-on expertise evaluating constructability, sequencing, and
startup requirements for complex treatment systems.
»Provides construction phase oversight and constructability input for major utility programs by managing contractors, resolving
field issues, coordinating with plant staff, and guiding delivery teams through design-build and CMAR projects involving pump
stations, force mains, wellfields, and treatment upgrades.
»Leads commissioning, system integration, and startup activities for advanced membrane treatment facilities by directing
installation, testing, and performance verification of RO skids, pumps, chemical systems, electrical and SCADA components,
and associated storage and disposal systems.
Certified General Contractor: FL;
FDEP Qualified Stormwater;
Management Inspector
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Northeast Service Area Program Management and Oversight Services 1-31
Evaluation Criteria 1 | Ability of Professional Personnel
Robin Dill, PE, DBIA ▼ Geotechnical Discipline Review Lead ▼ AECOM ▼ Years of Relevant Experience: 44
ME, Geotechnical EngineeringBS, Civil Engineering »Provides geotechnical leadership for major conveyance and tunneling projects through ground characterization, feasibility and
constructability assessments, geotechnical baseline reports, and trenchless design evaluations for microtunneling, HDD, pipe
jacking, and deep shaft construction.
»Leads technical reviews of tunnel, shaft, and pipeline designs by overseeing geotechnical investigations, developing design
memoranda, reviewing contract documents, and supporting risk management workshops for complex projects involving
challenging subsurface conditions.
»Supports design-build and program management teams by evaluating geotechnical risks, reviewing submittals, and advising on
construction methodologies for large diameter force mains, CSO tunnels, water mains, and multi mile conveyance systems in
both rock and soft ground environments.
Professional Engineer: AL, CT, NY, VT
Associate Design-Build Professional
Sheldon Barnes, PE ▼ Pump Stations Discipline Review Lead ▼ AECOM ▼ Years of Relevant Experience: 22
BS, Mechanical Engineering »Provides technical leadership for pump station design and rehabilitation across wastewater, stormwater, and raw water systems,
drawing on extensive experience designing new pump stations, converting aging stations to submersible configurations, and
upgrading hydraulic capacity for municipal utilities.
»Reviews mechanical and civil design components for large pumping facilities by evaluating pump selection, intake configuration,
wet well design, force main connections, hydraulic performance, and constructability considerations on projects ranging from
master pump stations to stormwater facilities exceeding 100 cfs.
»Supports CIP planning and delivery through design, permitting, and construction phase oversight for complex pumping
infrastructure, including physical model testing, factory pump performance testing, basis of design report development, and
multi station rehabilitation programs for Hollywood, North Miami Beach, SFWMD, Jacksonville, and Collier County.
Professional Engineer: FL
Will Lovins, PhD, PE ▼ Water Process & Treatment Discipline Review Lead ▼ AECOM ▼ Years of Relevant Experience: 28
PhD, Environmental EngineeringMS, BS, Environmental Engineering »Leads process evaluation and design review for potable water treatment facilities by applying deep expertise in membrane
desalination, pretreatment optimization, corrosion control, and process modeling to support reliable and efficient treatment
system performance.
»Provides technical oversight for pilot testing, preliminary design, and full scale treatment process development, including RO,
membrane softening, advanced pretreatment, post treatment stabilization, and chemical feed systems for large municipal and
industrial facilities.
»Supports commissioning, startup, and process optimization for new and upgraded water treatment plants by reviewing
treatment performance data, operator protocols, corrosion inhibitor strategies, and membrane system operations across
multiple Florida utilities.
Professional Engineer: FL
Francisco Bohorquez, PE ▼ Conveyance Discipline Review Lead ▼ AECOM ▼ Years of Relevant Experience: 27
BS, Environmental Engineering »Brings 27 years of conveyance design and rehabilitation experience across potable water, wastewater, and reclaimed
water systems, including transmission mains, large diameter force mains, pump station upgrades, and distribution system
improvements.
»Leads technical review of pipeline and conveyance designs by evaluating alignment alternatives, trenchless and open cut
installation methods, interconnection details, hydraulic modeling results, and constructability considerations for complex multi
county utility projects.
»Provides discipline oversight for major conveyance programs through design, bidding, and construction services on projects
such as SR 64 and 44th Avenue water main replacements, East Tampa Force Main, Boca Ciega Force Main, and multiple
reclaimed water distribution system improvements.
Professional Engineer: FL
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Northeast Service Area Program Management and Oversight Services 1-32
Evaluation Criteria 1 | Ability of Professional Personnel
Adam Skwirsk, RA ▼ Architectural & Building Engineering Discipline Review Lead ▼ AECOM ▼ Years of Relevant Experience: 13
MS, Architecture »Provides architectural leadership across building renovation, rehabilitation, and new facility design by developing construction documents,
coordinating multidisciplinary design inputs, and managing code compliance for a wide range of governmental, transportation, industrial, and
educational facilities.
»Leads building systems reviews through experience with HVAC, electrical, structural, envelope, and life-safety upgrades for complex facilities
such as aviation control centers, fire stations, weigh stations, maintenance facilities, and secure federal spaces.
»Supports construction phase delivery by managing RFIs, submittals, permitting requirements, interdisciplinary conflict resolution, and field
investigations, ensuring architectural elements align with project requirements during building rehabilitation and new construction.
Professional Architect:
FL
Bill Overbeek, PE ▼ Electrical & Instrumentation Discipline Review Lead ▼ AECOM ▼ Years of Relevant Experience: 37
BS, Chemical EngineeringBS, Fisheries and Wildlife
»Brings 37 years of experience in electrical, instrumentation, and SCADA engineering for water and wastewater facilities, including design,
integration, programming, and startup of control systems for treatment plants, pump stations, wellfields, and large utility networks.
»Leads reviews by evaluating MCC replacements, switchgear upgrades, standby power systems, network architectures, PLC/HMI programming,
radio and fiber telemetry, and SCADA integration for multi process treatment facilities and county wide pumping systems.
»Provides technical oversight for I&C and electrical design on major utility projects, including SCADA upgrades at Collier County’s North Collier
WRF, Tamiami Wellfield, Solid Waste Landfill, and 200 Orange County pump stations, as well as integration and controls design for SFWMD, Fort
Myers, Cape Coral, and St. Petersburg.
Professional Engineer:
FL, AL, GA, LA, SC, VA
Kurt Ahlgrim, PE ▼ Civil & Site Discipline Review Lead ▼ AECOM ▼ Years of Relevant Experience: 22
BS, Civil Engineering
AS, Architecture »Leads civil and site design for water, wastewater, and utility infrastructure projects by developing site layouts, grading plans, yard piping, and
permitting packages for facilities such as treatment plant headworks, pump stations, and major utility corridors.
»Provides reviews for large conveyance and site development projects through experience designing miles of replacement water mains, force
mains, sanitary sewer rehabilitation, canal crossings, and roadway restoration using open cut, HDD, and jack and bore methods.
»Supports CIP project delivery by coordinating multidisciplinary design efforts, performing site investigations, preparing preliminary design
reports, and engaging with county, state, and federal agencies to address permitting, constructability, and utility coordination requirements.
Professional Engineer: FL, MI
Mike Bennett, PG ▼ Water Supply & Wellfields Discipline Review Lead ▼ AECOM ▼ Years of Relevant Experience: 35
MS, HydrogeologyBS, Geology »Brings more than three decades of hydrogeologic expertise supporting planning, design, and permitting of water supply systems, with specialized experience in Floridan and surficial aquifer characterization, groundwater flow modeling, and wellfield performance assessment. »Leads technical reviews for wellfield development and rehabilitation by evaluating well construction methods, pump performance, aquifer conditions, and regulatory requirements for Class I, II, and V injection wells, brackish water production wells, and multi well ASR systems. »Provides oversight for design, permitting, and construction of large scale wellfield and deep injection projects, including aquifer storage and recovery facilities, Class I disposal systems, brackish water supply wells, and well rehabilitation programs that restore and improve production capacity for Florida utilities.
Professional Geologist: FL, TX, LA
Hugo Solano ▼ Land Rights & Easement Acquisition Discipline Review Lead ▼ AECOM ▼ Years of Relevant Experience: 26
BS, International Business »Brings 26 years of right-of-way experience managing large scale acquisition, relocation, and property management programs, including complex easement negotiations, title coordination, legal support, and production control for state, county, and municipal agencies. »Leads acquisition and easement review activities on major corridor and infrastructure projects by coordinating with survey and mapping teams, reviewing legal descriptions and ROW maps, developing acquisition strategies, and resolving negotiation challenges with property owners and businesses. »Manages multi agency ROW programs with aggressive schedules, overseeing subconsultants, monitoring parcel certification progress, and guiding acquisition, relocation, and demolition activities for projects involving more than 100 parcels across multiple FDOT districts and Turnpike Enterprise programs.
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Northeast Service Area Program Management and Oversight Services 1-33
Evaluation Criteria 1 | Ability of Professional Personnel
Construction Oversight and Quality Control
Javier Salazar ▼ Wellfield Site/Facility/Area Contract Administrator ▼ AECOM ▼ Years of Relevant Experience: 13
MS, Civil EngineeringBS, Civil Engineering »Provides construction oversight and contract administration for major water and wastewater infrastructure projects, including pump stations,
deep injection wells, wellfield facilities, and treatment plant improvements, with responsibilities spanning RFIs, RFPs, ACCOs, as-builts, and
contractor compliance.
»Conducts field inspections, monitors contractor activities, and manages site documentation to verify adherence to contract specifications,
safety standards, and project requirements for Miami-Dade CIP, City of Fort Myers, and other Florida utilities.
»Oversees installation of large diameter pipelines, mechanical and electrical upgrades, deep excavations, and associated civil works, coordinating
with engineers, inspectors, and project managers to address site issues, maintain schedule, and support facility startup and turnover.
Alfredo Olivares ▼ In-Plant Site/Facility/Area Contract Administrator ▼ AECOM ▼ Years of Relevant Experience: 22
BS, Civil Engineering »Provides on-site contract administration and construction oversight for major water and wastewater treatment facilities, managing RFIs,
submittals, payment applications, work directives, change orders, and compliance documentation across multi building, multi system plant
upgrades.
»Conducts daily in-plant inspections and field verification for structural, mechanical, electrical, instrumentation, and yard piping work, supporting
contractor coordination, resolving construction issues, monitoring progress, and maintaining comprehensive project records.
»Serves as Owner’s Representative on complex treatment plant projects such as Collier County’s North County WRF Pretreatment Facility and
multiple Miami-Dade WASD plant upgrades, supporting schedule tracking, startup activities, final acceptance testing, and O&M deliverable
review.
Marvin Sanchez ▼ In-Plant Site/Facility/Area Contract Administrator ▼ AECOM ▼ Years of Relevant Experience: 21
BS, Chemical Engineering »Drives field execution and process startup for complex treatment systems, including RO and MBR facilities, by coordinating equipment
installation, performing hydraulic profile calculations, and troubleshooting operational issues during commissioning.
»Oversees daily in-plant activities by maintaining close coordination with contractors and utility staff, validating work progress, reviewing
submittals and O&M packages, and tracking construction performance through detailed inspection logs.
»Supports successful plant upgrades and pump station improvements across multiple Florida utilities by managing testing, equipment
verification, and startup sequencing to maintain compliance with approved plans and keep facility work on schedule.
Everette Lopez ▼ ROW/Linearworks Site/Facility/Area Contract Administrator ▼ AECOM ▼ Years of Relevant Experience: 24
MS, Engineering ManagementBS, Civil Engineering
»Leads alignment and route analysis for major linear utility projects by evaluating corridors, assessing underground conflicts, coordinating with
utility owners, and developing feasible design alternatives for large diameter water and wastewater transmission mains.
»Supports ROW-driven linear projects by preparing technical specifications, securing permits, and coordinating with agencies such as FDOT,
Broward County, and local municipalities for crossings, relocations, and corridor constraints on projects involving HDD, open cut, and large-
diameter DI, PVC, and HDPE pipelines.
»Provides design and construction phase support for complex linearworks programs, including sewer force mains, water transmission mains,
drainage improvements, and septic-to-sewer conversions, delivering alignment plans, construction documents, utility coordination, and field
engineering across multi-mile corridors.
Page 3955 of 6641
Northeast Service Area Program Management and Oversight Services 1-34
Evaluation Criteria 1 | Ability of Professional Personnel
Samuel Tinoco ▼ Safety Auditor ▼ AECOM ▼ Years of Relevant Experience: 10
Safety Management Professional; Construction Health Safety Technician; OSHA 502 Construction Industry Outreach Trainer; OSHA 510 Occupational Safety & Health Standards for Construction; EM385-1-1, 40-Hour Certification; OSHA 30-Hour Construction Industry
»Performs comprehensive safety audits and field inspections across large, multi-site utility and construction programs, identifying
hazards, evaluating contractor safety practices, and verifying compliance with OSHA, EM385-1-1, and client safety requirements.
»Leads safety oversight for major capital programs, including Miami-Dade’s 170-project Consent Decree Program, by conducting
walkthroughs, reviewing contractor Safety and Health Programs, issuing corrective actions, and tracking incident trends to
support risk mitigation.
»Develops safety training, conducts incident investigations, and prepares audit documentation and regulatory reports, supporting
continuous improvement and a proactive safety culture across municipal utilities, treatment facilities, and heavy construction
sites.
Julian Ortega, PSP, LEED AP ▼ Change Management & Merit Analysis ▼ PCI ▼ Years of Relevant Experience: 25
Master of Business AdministrationBS, Construction Management »Leads change management and merit analysis for large multi-project capital programs by evaluating contractor change
proposals, performing delay and time-impact analyses, reviewing entitlement, and supporting claims mitigation across Program
Management, Design-Build, and CMAR delivery.
»Supports program-level decision making through detailed CPM schedule analysis, variance trending, and assessment of cost and
schedule impacts, drawing on extensive experience managing scheduling procedures, specifications, and reporting for multi-
billion-dollar utility and public infrastructure programs.
»Conducts contract compliance reviews and develops recovery strategies by analyzing baseline schedules, monthly updates, and
risk drivers, providing recommendations to owners, regulators, and P3 partners on mitigation measures, phasing adjustments,
and opportunities for improved performance.
Planning & Scheduling Professional;
LEED Accredited Professional;
Certified Cost Consultant; Certified
Earned Value Professional; OSHA
30-Hour Certified
Marissa Germain ▼ Time Impact Analysis (TIA) / Schedule Analysis ▼ PCI ▼ Years of Relevant Experience: 17
BS, Civil Engineering »Performs detailed CPM schedule analysis and TIA for complex, multi-project utility and infrastructure programs, evaluating critical
and near-critical path impacts, assessing variances, and recommending corrective sequencing to maintain milestone dates.
»Develops, updates, and monitors project and program schedules in Primavera P6 for large capital programs such as Miami-Dade’s
Consent Decree Program, analyzing schedule deviations and providing mitigation strategies that support timely decision making.
»Supports change management and claims resolution by reviewing contractor schedules, evaluating the schedule effects of
change orders and delays, and preparing schedule narratives and reports that inform negotiations and avoid potential disputes.
Melvinsky Ramirez ▼ Closeout Transfer & Warranty Management ▼ PCI ▼ Years of Relevant Experience: 29
BS, Civil Engineering »Leads closeout and post-construction activities for large capital programs by coordinating punch list completion, validating
contractor deliverables, verifying permit closures, and managing turnover requirements for more than 180 water and wastewater
projects within Miami-Dade’s Consent Decree Program.
»Oversees review and acceptance of warranties, O&M manuals, redline drawings, and Record Drawings, working closely with
Engineers of Record, survey teams, and construction managers to finalize documentation and support accurate facility handover.
»Supports financial and administrative closeout by reviewing final invoices, confirming completion of expenditure requisitions,
coordinating WASD staff training records, and preparing compliance documentation required for project certification and
program reporting.
Page 3956 of 6641
Northeast Service Area Program Management and Oversight Services 1-35
Evaluation Criteria 1 | Ability of Professional Personnel
Community Involvement and Communication
Tara Lombardo ▼ Public Information & Communications Lead ▼ AECOM ▼ Years of Relevant Experience: 28
BS, Communications »Leads public engagement and strategic communications for major infrastructure programs by translating technical information into clear,
accessible messaging and coordinating outreach across diverse communities, agencies, and stakeholder groups.
»Manages multi-channel communication strategies by developing content, leading media relations, facilitating public meetings, and producing
digital storytelling materials that build awareness and support for complex transportation and public works initiatives.
»Brings 28 years of experience in journalism, media strategy, and stakeholder outreach, supporting program visibility and community
engagement for agencies such as MARTA, GDOT, NCDOT, and the West Virginia Governor’s Office.
Tonya Simmons, PE ▼ Asset Management ▼ AECOM ▼ Years of Relevant Experience: 30
MS, Civil EngineeringBS, Civil Engineering »Serves as a subject matter expert in rehabilitation and replacement prioritization and asset management, developing risk-based
methodologies, condition assessment strategies, and long-range asset renewal programs for public utilities across Florida.
»Leads development and modernization of asset management systems by integrating GIS-based inventories, CMMS platforms such as
Maximo, cloud-based tools, and predictive modeling to support data-driven R&R planning for agencies including Tampa Bay Water, Pinellas
County, and FRWA.
»Strengthens utility asset performance and lifecycle decision making through corrosion control evaluations, direct condition assessments,
aerial pipeline inspections, and the development of conservation and optimization strategies that defer capital expansion needs.
Professional Engineer:
FL
Hiroko Koike ▼ Graphic Design Services ▼ AECOM ▼ Years of Relevant Experience: 29
BA, International BusinessProfessional Sequence Certificate in Graphic Design
»Develops high-quality graphic design products for complex engineering, environmental, and infrastructure programs, including document templates, infographics, technical illustrations, report layouts, and visual branding systems tailored to client guidelines. »Produces ADA-compliant graphics and documents by preparing InDesign files to meet accessibility standards, converting technical figures, charts, and maps, and coordinating with compliance teams to deliver fully accessible final materials for public-facing reports. »Supports major planning, sustainability, climate resilience, and water sector programs by designing large multi-volume technical reports, executive summaries, outreach materials, and presentation assets for agencies such as City of Miami Beach, TBW, SFPUC, WMATA, and FEMA.
Colleen O’Brien ▼ Dashboard Administration and Maintenance ▼ AECOM ▼ Years of Relevant Experience: 6
BS, Environmental
Science »Administers and maintains program dashboards by managing data connections, monitoring performance, and implementing updates that
support accurate reporting and real-time program oversight.
»Enhances reporting environments using Power BI, SQL, Python, and Smartsheet to validate data, automate workflows, and troubleshoot issues
that affect dashboard functionality and user experience.
»Supports program-level decision making through dashboard development and reporting for initiatives such as ARPA program tracking, City of
Miami reporting, and automated solutions for the Great Lakes Water Authority.
Kara Johnson ▼ Website Development and Maintenance ▼ AECOM ▼ Years of Relevant Experience: 21
BS, Environmental Science »Develops and maintains database-driven web applications by leading requirements gathering, workflow design, schema development, data integration, and ongoing support for platforms built on MySQL, PostgreSQL, MS SQL Server, and other enterprise systems. »Supports full web/software development lifecycles through interface design, backend architecture, data migration, QA/QC processes, and implementation of automated ETL pipelines for federal, state, and municipal programs. »Provides long-term application maintenance and enhancements for complex government platforms such as FEMA’s Portfolio Manager, Substantial Damage Estimator (SDE) system, NIST resilience databases, and Detroit’s ARPA reporting tools, ensuring reliable performance and data integrity.
Page 3957 of 6641
2
Certified Minority Business Enterprise
Page 3958 of 6641
Northeast Service Area Program Management and Oversight Services 2-1
Evaluation Criteria 2 | Certified Minority Business Enterprise
SELECT SMALL BUSINESS AWARDS −Military Friendly® Supplier Diversity Program in the U.S., 2019-2025
−Small Business Advocate Award, AECOM Small Business Program Manager Shawn Ralston,
2018 , 2022, 2024
−National Veteran Small Business Coalition (NVSBC) Champions of Veteran Enterprise,
2013-2019, 2022-2024
−U.S. Veterans Magazine, Best of the Best - Top Supplier Diversity Programs, 2016-2022
−Society of American Military Engineers (SAME) Industry Large Business Award for Outstanding
Support to Federal Small Business Programs, 2019
−Tennessee Valley Authority’s Supplier Diversity Program of the Year Award, 2018
−NASA Ames Research Center’s Prime Contractor of the Year (Large Business) 2016 & 2017
−NASA Mentor-Protégé Agreement of the Year Award (Ames Research Center 2016 & Marshall Space
Flight Center 2017)
−Nunn Perry Award for Exceptional Performance in the DOD Mentor-Protégé Program - 3-time winner
2. Commitment to Certified
Minority Business Enterprises
We take minority business enterprise seriously and
make it a priority in how we build our teams. Our
commitment goes beyond meeting requirements.
We actively seek out opportunities to work with
minority-owned businesses and build long-term
partnerships. This includes participating in
Mentor-Protégé programs, engaging with small
business associations, and teaming with diverse firms
on projects across the country.
Our Small Business Program has earned national
recognition, including the Nunn Perry Award and
honors from NASA and the Society of American
Military Engineers.
We regularly exceed subcontracting goals and make
sure minority-owned firms play meaningful roles in
delivering successful projects.
As part of this commitment,
AECOM has partnered
with MBE-certified PCI as a
subconsultant based on our
proven 15-year history of
successful collaboration on major programs
and projects. For the past 12 years, our
teams have worked together to implement
MDWASD’s $2.1 billion Wastewater
Systems Priority Program. For this
program, PCI provided program controls,
scheduling, estimating, value engineering,
cost engineering, change management,
construction management, CEI, contract
administration, and program reporting. This
partnership exemplifies how we integrate
minority-owned firms into critical roles that
drive program success.
Page 3959 of 6641
3
Past Performance
Page 3960 of 6641
Northeast Service Area Program Management and Oversight Services 3-1
Evaluation Criteria 3 | Past Performance
With $750 million in planned investments and a sharp increase in annual capital spending, this program is more than oversight; it calls for a trusted partner
who can lead with clear, proactive communication, drive coordination, and maintain community trust. Our program management excellence, industry best
practices, and innovations provide the County confidence in our ability to manage risks, control costs, and deliver results on time.
As a leader in program management, we have successfully delivered
hundreds of major capital programs worth over $500 billion worldwide. We
know how to collaborate with utility clients to deliver capital programs. This
is founded on decades of experience successfully delivering programs
including 70+ current water and wastewater programs worldwide, valued
at $40+ billion. We bring industry best practices, combined with the latest
technologies and innovations in program management and water and
wastewater delivery.
In Florida, AECOM has been a leading provider of program management
services for the past 30 years. We have completed highly successful
Florida programs valued at up to $3 billion, some with hundreds of individual
projects. This local program experience is combined with our successful
delivery of complex water and wastewater infrastructure programs for
utilities (Exhibit 3-1) including:
−Miami-Dade Water and Sewer Department
−Detroit Water and Sewerage Department
−DeKalb County
−Great Lakes Water Authority
−City of Chicago Department of Watershed Management
−DC Water
−Hampton Roads Sanitation District
−City of Baltimore
−New York City Department of Environmental Protection
−And many others
Many of these programs involved strict schedules, large multi-disciplined
teams, coordination of numerous interdependent and interrelated projects,
and a strong focus on transparency to sustain public trust and acceptance.
Exhibit 3-1. Map of our major program
management assignments in the U.S.
Proven Success on Similar Programs
3. Past Performance
We’ve delivered more than $500B in capital programs worldwide,
including the $400M Detroit CIP, $2.5B DeKalb County CIP, and
$2.1B Miami-Dade WASD Wastewater Program. These programs
mirror the full scope of your needs: governance, technical
oversight, program controls, community engagement, and more. Our team has
worked together on these efforts, consistently delivering results with minimal
change orders and strong coordination.
EXPERIENCE THAT MATCHES COLLIER COUNTY’S SCOPE
AECOM is
a trusted
leader in
delivering
programs
all over
the world.
program management portfolio CAPEX worldwide
$500B+
active water and wastewater programs70+
active programs450+
Page 3961 of 6641
Proposed Staff Involvement in
Featured Projects
Our proposed team members have a strong track
record of working together on similar programs and
projects, consistently achieving adherence to schedule
and budget with minimal change orders and effective
community and stakeholder coordination. Each project
highlighted in this section includes contributions from
someone on our proposed team, bringing valuable
expertise to your program.
Examples of our team members collaborating include
Roger Williams, Marty Dorward, Jennifer Kellar,
subconsultant PCI Controls and many others on the
Miami-Dade Wastewater System Priority Program;
Bay Park Conveyance Program with Roger Williams,
Richard Redmond, Tuna Tanriover, Aaron Rupp, and
Brian Daly; and DeKalb County CIP Program involving
Marty Dorward, Aaron Rupp, Tuna Tanriover, and
Reshma Thummadi. Further details are provided in the
case studies below and Exhibit 3-2 (project matrix). In
addition, many of our team members have worked on
Collier County projects, providing familiarity with your
systems, staff, and processes and local construction and
regulatory conditions.
BAY PARK CONVEYANCE PROGRAM
Project Highlights:
;As part of this $439M program, Program Manager Roger Williams and Construction
Oversight and Quality Control Manager Richard Redmond oversaw management activities including design-builder oversight, change order negotiation, schedule and invoice review,
and coordination among clients, contractors, consultants, and stakeholders
;Key to success, they and the rest of the team identified stakeholders within internal and
external agencies and evaluated critical factors that impact the projectTeam Collaboration: Roger Williams, Richard Redmond, Tuna Tanriover, Aaron Rupp, Brian Daly
Evaluation Criteria 3 | Past Performance
MIAMI-DADE WASTEWATER SYSTEMS PRIORITY PROGRAM
Project Highlights:
;Integrated team co-located with the client at the County’s office
;Coordination with multiple agencies, successfully tracking 800+ milestones
;Implemented a change management system, real-time dashboards, and stakeholder strategies that built trust across County leadership
;Our program controls team integrated with the County’s Oracle Financial/ PeopleSoft system, migrated 150+ projects, built two independent e-Builder environments, and
developed custom integrations and master schedule
Team Collaboration: Roger Williams, Jen Kellar, Reshma Thummadi, Christopher Hill,
Alfredo Olivares, Tony Indorato, Rich Ulkus, Georgia Aguila, Paula Echevery, William Chow, Brenda Pagoada
COLLIER COUNTY PROJECTS
Project Highlights:
;Extensive experience in design, permitting, and construction for Collier County utilities,
delivering 150+ projects over the past 35 years ;Familiarity with Collier County’s treatment and conveyance systems related to water,
wastewater, and wellfields ;Proven ability to deliver cost-effective solutions with shorter schedules
;Track record of applying and following the County’s Good Neighbor Policy, most recently the NCWRF Pretreatment Facility involving a failsafe odor control system for the
local community Team Collaboration: Roger Williams, Ron Cavalieri, Christopher Alverson, Dawn Jakiela,
Cherie Wolter, Reshma Thummadi, Zein Hayek, Will Lovins, David Wilcox, Bill Overbeek, Jack Miller, Sheldon Barnes, Tony Indorato, Brian Daly, Alfredo Olivares, Francisco Bohorquez
Northeast Service Area Program Management and Oversight Services 3-2
Evaluation Criteria 3 | Past Performance
Page 3962 of 6641
Our team is known for our technical leadership, collaborative mindset, and ability to navigate complex challenges within
a programmatic and local environments.
Program Experience that Mirrors the County’s Required Services
The complex programs included in Exhibit 3-2 (project matrix) and throughout this section highlight AECOM’s proven
experience delivering the full scope of technical, community, and project delivery services identified in the County’s
RPS – from program startup through close-out. Each referenced project demonstrates our ability to collaborate with
clients, anticipate problems, identify setbacks, and recommend solutions in every aspect of program delivery. Core
program management services include:
−Governance including program
management plan
−Program and project management
−Design management
−Delivery, project phasing, and
contracting strategies
−Bid support
−Technical oversight
−Robust program controls
−Cost-loaded master schedules
−Proactive community engagement
−Claims avoidance and resolution
−Change management
−Cost estimating
−Document controls
(including Procore)
−Cost and budget control
−Constructability reviews
−Schedule analysis
−Construction management
−Inspection
−Funding/financial solutions
−Stakeholder coordination
−Value engineering
−Asset management
−Testing, commissioning,
and startup
−QA/QC
−Risk management
−Program Management Information
Systems (PMIS)
−Internal and external
communications
−Staff augmentation
−Health and safety
These elements collectively provide successful outcomes across all phases of program execution from pre-construction
through post construction.
“Due to the size and resources available through our contract with AECOM, HRSD has been able to keep this large program on schedule and budget. The AECOM team has been very responsive to our needs and is highly committed to our success.”
–Bruce W. Husselbee, PhD, PE, BCEE, DBIA, Chief Engineer, Hampton Roads Sanitation District
AECOM has provided program management services to DeKalb County’s Department of Watershed Management since 2015, successfully overseeing our $2.5 billion Capital Improvement Program in a blended team environment. Their leadership has been instrumental in delivering critical water and wastewater infrastructure improvements for both treatment facilities and conveyance while ensuring compliance with Federal and State consent decree requirements.”
–Kerry Williams, PE, PMP,
Deputy Director, DeKalb County Department of
Watershed Management
“AECOM assembled a team with expertise in wastewater treatment, biosolids management, collection and transmission design, construction and procurement to evaluate each project’s scope of work, implementation schedule and cost estimate to ensure that each project would meet the requirements of the Consent Decree and provide the required level of service in a manner that balances schedule, cost and risk constraints.”
– Manuel Moncholi, Senior Program Manager, Miami-Dade County
WH AT OUR CLIENT S AR E SAYING
“Through the design and execution of the program over the last six years, AECOM has demonstrated strong leadership, insight and organization, enabling an efficient and effective program that meets both internal and external goals year after year.”
–Alexis Woodrow, Strategic Project Leader, Denver Water
Northeast Service Area Program Management and Oversight Services 3-3
Evaluation Criteria 3 | Past Performance
Page 3963 of 6641
We have delivered this type of work for a variety of clients;
below is a selection of clients that reflect our experience
across all components of the County’s program.
−Wastewater treatment plants: DeKalb County*,
MDWASD*, DC Water*, HRSD*, GLWA*, City of Baltimore
−Water treatment plants: DeKalb County*, City of
Chicago*, GLWA*
−Pump stations: MDWASD*, DeKalb County*, DC Water*,
HRSD*, City of Chicago*, GLWA*, North Harris County
Regional Water Authority
−Storage tanks: Collier County, PRMRWSA, Town of
Davie, Hillsborough County, City of Hialeah
−Transmission pipelines: City of Detroit*, DeKalb
County*, MDWASD*, Bay Park*, HRSD*, City of Chicago*,
GLWA*, City of Baltimore, North Harris County Regional
Water Authority, Metropolitan Water District of Southern
California, Denver Water
−Wellfields: City of Cape Coral*, Collier County,
MDWASD, Town of Davie, Florida Keys Aqueduct
Authority, City of Miramar, Charlotte County
−Utility facilities: Volusia County, FDOT, City of Chicago,
Denver Water
−Utility transitions: City of Marco Island
*Featured program/project in this section
Detailed Program Project Experience Matrix
On the next page, we’ve included a project matrix
showcasing our experience managing large-scale water
and wastewater programs and how it aligns with your
program’s requirements.
CONNECTING SYSTEMS, RETIRING LEGACY
INFRASTRUCTURE
Transitioning Flows and WWTP
Decommissioning
City of Marco Island’s Marco Shores Alternative
Water and Sewer Improvements Project
AECOM delivered comprehensive design and
construction-phase services to retire outdated
infrastructure and enhance system reliability. Our team
successfully decommissioned and demolished the
Marco Shores WWTP, removing tanks, vessels, pumps,
buildings, fencing, exotic vegetation, and all above- and
below-ground components. This effort enabled the
seamless redirection of wastewater flows to a modernized
system – conveying through a new master pump station
and force main to the Marco Island Reclaimed Water
Production Facility – supporting long-term sustainability
and operational efficiency.
Reference Forms and Project Descriptions
After the project matrix, you’ll find five completed reference forms for comparable projects, as requested in the RPS.
We’ve also included detailed descriptions showing how each project’s size, type, complexity, and scope align with the
County’s program. All projects are from the past five years, as preferred.
1. MDWASD Wastewater Systems Priority
Projects Program
2. DeKalb County Capital Improvement Program
3. DC Water Capital Improvement Program
4. Hampton Roads Sanitation District, Sustainable
Water Initiative for Tomorrow Program
5. Cape Coral Upper Floridan Water Supply Well
Permitting, Design & Professional Engineering
Services Phase II
6. Detroit Water & Sewerage Department Capital
Improvement Program PMO
7. New York State Department of Environmental
Conservation Bay Park Conveyance Program
8. Great Lakes Water Authority Capital
Improvement Program
9. Chicago Department of Water Management Water
Capital Improvement Program
Northeast Service Area Program Management and Oversight Services 3-4
Evaluation Criteria 3 | Past Performance
Page 3964 of 6641
Northeast Service Area Program Management and Oversight Services 3-5
Evaluation Criteria 3 | Past Performance
Exhibit 3-2. Detailed Program Project Experience Matrix. Our relevant expertise in managing large-scale water and wastewater programs aligns with the needs of your program.
Program Name DatesSize (Number of Customers) CIP ValueCo-LocatedMet MBE GoalsOn Budget & ScheduleWastewater, Water, or CIP Infrastructure ProgramProgram Components
Treatment Facilities InfrastructurePipeline/Conveyance InfrastructureBooster/Pump StationStorage TanksProgram/Project Management AdministrationDesign ManagementQA/QCLifecyccle Analysis/Cost EstimatingStandards DevelopmentProgram Controls (Cost/Schedule/Document Control)PMISDatabase ManagementReporting and DashboardsH&SPermit Tracking System/Permit ComplianceRisk ManagementStakeholder Coordination/Community Public EngagementFunding/Financial Analysis/Grant SupportConstructability Review & Value EngineeringBid and Construction Phase ServicesClaims Resolution/Negotiations & Claims/Dispute MgmtChange ManagementStart-up/Testing/CommissioningAsset ManagementPerformance Measurement & Continuous ImprovementTraining/Resource Planning/Capacity BuildingCloseoutContracting Management/Procurement SupportKPI/Performance Measurement and Continuous Improvement Peer Reviews and Legal AdvisoryWater and Wastewater Facilities Operations SupportMDWASD Wastewater Systems Priority Projects Program 2013 -
Ongoing 2.5M $1.9B
DeKalb County Capital Improvement Program 2015 -
Ongoing 760K $2.5B
Detroit Water and Sewerage Department Capital Improvement Program PMO 2017 -
Ongoing 800K $400M
DC Water Capital Improvement Program 1996 -
Ongoing 1.6M $1.5B
Bay Park Conveyance Program 2019 -
Ongoing N/A $16.6M
Hampton Roads Sanitation District SWIFT Program 2019 -
Ongoing 1.9M $2.8B
Great Lakes Water Authority Capital Improvement Program 2019 -
Ongoing 4M $3.5B
Chicago Department of Water Capital Improvement Program 2023 -
Ongoing 5M $2.4B
City of Baltimore Wet Weather Consent Decree Program 2019 -
Ongoing 1.8M $2.4B
SFPUC Wastewater Capital Plan Delivery 2023 -
Ongoing 800K $7B
MWD Pure Water Southern California Program 2023 -
Ongoing 19M $6.4B
City of Richmond CSO Program
2023 -
Ongoing 500K $575M
Region of Peel Queen Street Housing Enabling Infrastructure Program 2024 -
Ongoing 1.5M $7B
Page 3965 of 6641
Version 2 9.2.25
Procurement Services Division
Form 4 Reference Questionnaire
(USE ONE FORM FOR EACH REQUIRED REFERENCE – FORM MUST BE FULLY COMPLETED AND RETURNED
WITH PROPOSAL SUBMITTAL)
Solicitation:
Reference Questionnaire for:
(Name of Individuals Requesting Reference Information)
Name:
(Evaluator completing reference questionnaire)
Company:
(Evaluator’s Company completing reference)
Email: FAX: Telephone:
Collier County has implemented a process that collects reference information on firms and their key personnel to be used in the selection
of firms to perform this project. The Name of the Company listed in the Subject above has listed you as a client for which they have
previously performed work. Please complete the survey. Please rate each criteria to the best of your knowledge on a scale of 1 to 10,
with 10 representing that you were very satisifed (and would hire the firm/individual again) and 1 representing that you were very
unsatisfied (and would never hire the firm/indivdiual again). If you do not have sufficient knowledge of past performance in a particular
area, leave it blank and the item or form will be scored “0.”
Project Description: ___________________________ Completion Date: _____________________________
Project Budget: _______________________________ Project Number of Days: _______________________
Item Criteria Score (must be completed)
1 Ability to manage the project costs (minimize change orders to scope).
2 Ability to maintain project schedule (complete on-time or early).
3 Quality of work.
4 Quality of consultative advice provided on the project.
5 Professionalism and ability to manage personnel.
6 Project administration (completed documents, final invoice, final product turnover;
invoices; manuals or going forward documentation, etc.)
7 Ability to verbally communicate and document information clearly and succinctly.
8 Abiltity to manage risks and unexpected project circumstances.
9 Ability to follow contract documents, policies, procedures, rules, regulations, etc.
10 Overall comfort level with hiring the company in the future (customer satisfaction).
TOTAL SCORE OF ALL ITEMS
RPS NO.: 25-8518, Northeast Service Area Program Management, and Oversight, Services
(Name of Company Requesting Reference Information)
AECOM Technical Services, Inc.
Christine Wartman Miami-Dade Water & Sewer Department
christine.wartman@miamidade.gov N/A (786) 552-8231
See following page for project details.Ongoing
4015
10
10
9
10
10
10
10
10
10
10
99
Roger F. Williams, PE
WW Systems Priority Projects Program
Contract Value $140.0M
Program Value $2.15B
Northeast Service Area Program Management and Oversight Services 3-6
Evaluation Criteria 3 | Past Performance
Page 3966 of 6641
Northeast Service Area Program Management and Oversight Services 3-7
Evaluation Criteria 3 | Past Performance
Relevance to Collier County
;Delivered comprehensive program management
services, overseeing the planning, design, construction,
procurement, regulatory compliance, and public
outreach
;Achieved cost and schedule control through validated
estimates, standardized procedures, and a master
schedule tracking 800+ milestones, supported by
proactive controls for 2,000+ projects
;Overcame challenges by updating cost estimates to
industry standards and creating recovery plans for 20+
delayed projects
MDWASD Wastewater Systems
Priority Projects Program
Miami-Dade County, FL
AECOM is driving one of the nation’s most ambitious
infrastructure efforts as Program Manager for Miami-
Dade Water and Sewer Department’s (MDWASD) $2.1
billion Wastewater Systems Priority Projects Program.
This transformative initiative encompasses more than 170
projects across three major wastewater treatment plants,
6,277 miles of pipeline, and over 1,000 pump stations.
Since 2014, AECOM has led planning, design, procurement,
construction, and compliance, leveraging advanced controls,
equity-focused delivery, and regulatory coordination
to deliver resilient infrastructure that strengthens
environmental performance and systemwide reliability.
Milestone-Driven Programmatic Approach
At the heart of this program is the Consent Decree, a
legally binding agreement requiring MDWASD to meet over
800 interim and final construction milestones. From the
outset, our engineering team adopted a milestone-driven
approach, embedding compliance into every contract
and project schedule. We implemented a master program
schedule and a “Project Watch List” to identify at-risk
projects early, enabling proactive recovery planning.
To date, 144 of the 170 projects have achieved
compliance, with the remaining in various stages of
construction, design, or permitting. This 89% compliance
rate is a testament to the disciplined execution and
strategic foresight of the program team. AECOM’s early
validation and phased delivery model enabled cost
efficiencies and accelerated the completion of critical
infrastructure.
Integrated Delivery Across a Distributed System
With teams spread across three treatment plants and
an administrative office, coordination was essential. We
co-located staff at 12 firms to foster real-time collaboration
and embedded ourselves as an extension of the client’s team.
This integrated model allowed us to manage complex
interdependencies between projects, such as sequencing
electrical upgrades before pump installations, while
maintaining momentum across the program.
Lean Staffing, High Impact
Budget constraints required a lean staffing model,
particularly in the later stages of the program. Despite this,
we maintained delivery standards by prioritizing critical roles
and leveraging digital tools. Our use of Primavera P6 for
scheduling, Microsoft SharePoint for document control, and
Power BI for dashboard reporting enabled transparency and
efficiency across all stakeholders.
Cost Control
A rigorous change management system that tracks
and analyzes changes is utilized and tracked regularly.
We employ independent cost estimating to review and
determine merit and then negotiate with Contractor. Based
on total based contract construction value of $169.5M,
current change orders are at 8%, with over 2/3 being owner
driven or unforeseen conditions.
Client
Miami-Dade Water and Sewer Department
Client Contact
Christine Wartman; Senior Professional
Engineer
a: 3071 SW 38th Ave. Miami, FL 33146
e: christine.wartman@miamidade.gov
t: 786.552-8231
Program Value
$2.1 billion
Program Duration
4/2014 - Ongoing (est. 2028)
Change Order History
Owner requested additional services to include
non-consent order scope items; expanded the
quantity of projects under management from
81 to 170; construction delays due to Force
Majeur conditions.
Proposed Team Member Involvement
Roger
Williams
Jennifer
Kellar
Chris
Hill
Reshma
Thummadi
Alfredo
Olivares
Tony
Indorato
Rich
Ulkus
Georgia
Aguila
Paula
Echeverry
William
Chow
Brenda
Pagoada
Page 3967 of 6641
Collaboration and Coordination with Other Firms
Coordination with multiple programs like the Ocean Outfall
Legislation program is required as numerous projects
overlap from both a scheduling and location perspective.
The program manager is aware of all schedule constraints
and has the responsibility to initiate scoping discussions
and design fee negotiations with program design
consultants for all projects and escalate any issues.
Management of Program Quality
We implemented a process that consists of external
quarterly quality audits to confirm the program team
performs at the highest level. This is in addition to internal
audits focused on design professional compliance with
standards and comment resolution for packages prior to
procurement release.
Engineering, Permitting and Procurement Management
As part of our engineering management approach, we
set clear technical design standards and performance
expectations that guide our design managers in overseeing
third-party consultants. Our design management services
go beyond drawings, we help navigate the regulatory
landscape by preparing permit applications, coordinating
submissions, and managing reviews with agencies. We
also support the MDWASD’s procurement process from
bid notice through award. To keep projects moving, we’ve
implemented strategies such as pre-purchasing critical
equipment, consolidating smaller projects, and exploring
alternative delivery models, all designed to meet timelines
without compromising quality.
Construction Oversight
AECOM’s team includes dedicated construction managers,
construction engineers, field inspectors and administration/
document control staff that service both WWTP and
collection system projects. Our work includes contract
administration, progress meetings, submittals processing,
change control, schedule and cost management,
document control and inspection services. The rigorous
change management system tracks and analyzes changes,
comparing results to our independent cost estimating to
determine merit and then negotiating with the contractor.
Risk Management
Reporting and controlling risk on a federal consent decree
program requires diligence and constant monitoring.
Formal risk workshops are facilitated semi-annually by risk
management professionals, while risks are identified early
by project managers, construction managers and the PM/
CM leadership team.
PMIS Tools
Tools like Microsoft SharePoint have been configured
as part of a document control strategy. P6 is used for all
program scheduling, while Microsoft’s Power BI is used to
develop system dashboards to report on status and provide
program transparency.
Smart Systems and Operational Continuity
We modernized SCADA systems to improve reliability and
integrated backup systems to ensure redundancy. During
construction, we implemented Maintaining Operations
During Construction to avoid service disruptions, critical for
a system serving millions of residents.
Regulatory Confidence
AECOM supports regulatory compliance by coordinating
with agencies, tracking 800 milestones, and delivering
performance-based hydraulic modeling to assess flow and
capacity. The team implemented a change management
system, real-time dashboards, and stakeholder strategies
that built trust across County leadership.
A Model for Sustainable Infrastructure Delivery
While the program did not pursue formal Envision
certification, sustainability principles were embedded
throughout. From energy-efficient equipment to
compliance with local resiliency ordinances, our engineering
decisions balanced performance, cost, and environmental
responsibility.
Engineering Solutions and Resiliency
Much of Miami-Dade’s wastewater infrastructure was
nearing the end of its service life. Our team led the
rehabilitation of critical assets, including lift stations, force
mains, and treatment facilities. We incorporated resiliency
measures such as elevating electrical panels to mitigate sea
level rise and tidal influence, confirming the system is not
only restored but future-ready.
Energy efficiency was another key priority. We specified
Variable Frequency Drives (VFDs) and low-energy mixers in
digesters to reduce operational costs and environmental
impact. These upgrades, while not flashy, delivered
measurable improvements in system performance and
sustainability.
MDWASD Wastewater Systems Priority Projects Program, continued
Co-Gen Biogas Treatment Facilities
Northeast Service Area Program Management and Oversight Services 3-8
Evaluation Criteria 3 | Past Performance
Page 3968 of 6641
Tina Houston
AECOM Technical Services, Inc.
RPS NO.: 25-8518, Northeast Service Area Program Management, and Oversight, Services
DeKalb County Dept of Watershed Management
DeKalb County CIP
See following page for project details.Ongoing (est. 2028)
4496
N/A
Contract Value $90MProgram Value $4.2B
kbwilliams@dekalbcountyga.gov 770-414-2367
Kerry Williams, PE, PMP
Northeast Service Area Program Management and Oversight Services 3-9
Evaluation Criteria 3 | Past Performance
Page 3969 of 6641
Northeast Service Area Program Management and Oversight Services 3-10
Evaluation Criteria 3 | Past Performance
Relevance to Collier County
;Program management for a multi-year, complex water
and wastewater program
;Proven ability to deliver projects on schedule
;Effective cost control and risk management strategies to
optimize program outcomes
;Implementation of innovative PMIS tools for streamlined
project execution
;Collaborative approach with stakeholders for
transparency and community benefitsDeKalb County Capital
Improvement Program
DeKalb County, GA
As Program Manager for DeKalb County’s $4.2 billion
Capital Improvement Program, we are leading every
phase from planning and design through construction
to deliver critical water and wastewater infrastructure
upgrades. Through risk-based planning, advanced
program controls, and strategic execution, AECOM
has supported the modernization of treatment plant
and conveyance infrastructure, optimized costs, and
secured more than $500 million in low-interest financing.
Managing over 80 projects and 250 contracts, we deliver
on schedule and within budget while reducing life-
cycle costs for ratepayers and strengthening essential
infrastructure for long-term resilience..
Driven by population growth, aging infrastructure, and
regulatory mandates, the CIP focuses on delivering
essential water and wastewater infrastructure
improvements. Key improvements include a wastewater
treatment plant expansion from 36 to 54 MGD, an
extensive sewer rehabilitation and pump station
replacements and a 150 MGD water treatment plant
upgrade. Through strategic project vetting, the
program team has saved millions of dollars by
optimizing designs, such as replacing multiple
pump stations with gravity sewers to reduce costs,
maintenance needs, and environmental risks.
By implementing risk-based project prioritization,
alternative delivery methods, and advanced program
controls, AECOM supports DeKalb County in delivering
sustainable, cost-effective, and regulatory-compliant
infrastructure improvements that align with long-term
community needs.
Program Administration
»Program Initiation: Implemented a 90-day fast-start
plan at the program’s inception, establishing key
protocols and achieving early milestones that
allowed DeKalb County to reach full compliance with
consent decree deadlines by the end of the program’s
second year.
»Program Culture and Governance: To promote a
collaborative approach, DeKalb County and AECOM
invested in creating a common culture, including
implementing a PMP to define and document
team roles.
»Design Manual: We developed new standard
specifications and revised the County’s outdated
Design Manual to achieve quality and consistency
among the bids and deliverables. The County previously
had no standard specifications, so design firms used
their own specifications, which often conflicted with the
County’s design standards.
Client
DeKalb County
Department of Watershed Management
Client Contact
Kerry Williams, PE, PMP; Deputy Director
a: 180 Sams Street, Decatur, GA 30030
e: kbwilliams@dekalbcountyga.gov
t: 404.217.7285
Program Value
$4.2 billion
Program Duration
9/2015 - Ongoing (est. 12/2027)
Change Order History
Budget includes annual authorizations
from base contract agreement as well as
four change orders adding tasks such as
master planning, technical assistance, and
stormwater/drainage program management.
Proposed Team Member Involvement
Marty
Doward
Aaron
Rupp
Tuna
Tanriover
Reshma
Thummadi
Page 3970 of 6641
»Established Procedures and Protocols: Developed
standard program procedures and protocols, as
very few existed. We standardized specifications to
maintain streamlined execution, quality and consistency
across deliverables from multiple design and
construction firms.
»Risk Management: Our approach emphasizes
proactive cost control and risk management. Through
frequent collaborative workshops with County staff,
the team minimizes changes to project scopes, with
change orders occurring only in cases of owner-driven
modifications. Risk workshops conducted at the outset
of projects help identify potential issues early.
For example, a significant schedule risk tied to an EPA
consent decree deadline was mitigated by pre-procuring
and fast-tracking a $15 million, 4.5 MGD sewage pumping
station, which was constructed within eight months and
delivered on time.
Program Controls, Reporting, and Data Management
»Integrated Systems: To support program execution,
a robust PMIS was developed using SharePoint. This
tool centralizes document control, project tracking,
and communication, ensuring transparency and
efficiency across all phases of planning, design, and
construction. In particular, the Project Controls team
developed a contractor invoice approval workflow
through SharePoint, as well as workflows associated
with Contractor RFI’s and submittals.
»Cost and Schedule Analysis: Control of program
cost, schedule and cash flow management by using P6
program-wide. Monthly cost and schedule reporting
requirements for PM management of all CIP projects
were also instituted.
Pre-Construction and Design Delivery
»CIP Development: We assisted with the development
of the County’s current CIP, a 10-year program of $2.5
billion in infrastructure improvements with a planned
spend of over $240 million annually, as well as the
2025 -2034 CIP.
»Prioritization of CIP: The program team prioritizes CIP
projects, resulting in both schedule and cost savings.
To date, no critical project under our direction has
been delayed.
»Increased CIP Delivery: Increased the baseline CIP
spend from approximately $60 million annually to
over $230 million in 2018, with continued delivery at
these levels.
»Experienced Delivery Team: Co-located, we provide
program and project managers who work side-by-side
with County staff to deliver projects.
»Collaboration and Stakeholder Engagement:
We have worked closely with stakeholders to build
consensus and secure buy-in without impacting
project schedules. This collaborative approach has
facilitated smooth project delivery while also fostering
transparency and accountability.
»WIFIA Loan Support: With the assistance of AECOM,
DeKalb County submitted and was awarded the U.S.
EPA’s Water Infrastructure Finance and Innovation Act
(WIFIA) Program for two different sets of CIP projects
(water and sewer). Additionally, we have assisted the
County in securing four additional GEFA loans for $25
million for Drinking Water, $50 million for Clean Water,
$10 million for stormwater infrastructure and $16
million for lead service line inventory and assessment
loans. AECOM also continues to assist the County
in administering these loans, including reporting
requirements, federal documentation and loan draws.
Community Involvement and Communication
»Outreach Expertise: Each CIP project that AECOM
manages has an assigned outreach specialist
responsible for informing, engaging and educating the
citizens and stakeholders about the project as well as
understanding and addressing the needs and concerns
of the community proactively and with responsiveness.
Construction Oversight
»Construction Management: Our construction
management services involves a comprehensive role
in supervising construction activities from the early
planning phases through to project completion. Our
team manages construction projects by maintaining
strict adherence to project specifications, timelines,
and quality benchmarks. We coordinate closely with
contractors, designers, and various stakeholders to
monitor progress, address potential risks, and adjust
schedules as needed, all while optimizing costs
and operational efficiency. Our approach involves
detailed documentation, frequent site inspections,
and proactive communication channels that facilitate
prompt problem-solving and minimize delays during
construction.
AECOM’s leadership in program and construction
management, combined with innovative tools and a
focus on collaboration, continues to drive the success
of this large-scale program, providing sustainable and
cost-effective services for residents.
DeKalb County Capital Improvement Program, continued
Northeast Service Area Program Management and Oversight Services 3-11
Evaluation Criteria 3 | Past Performance
Page 3971 of 6641
Northeast Service Area Program Management and Oversight Services 3-12
Evaluation Criteria 3 | Past Performance
Version 2 9.2.25
Procurement Services Division
Form 4 Reference Questionnaire
(USE ONE FORM FOR EACH REQUIRED REFERENCE – FORM MUST BE FULLY COMPLETED AND RETURNED
WITH PROPOSAL SUBMITTAL)
Solicitation:
Reference Questionnaire for:
(Name of Individuals Requesting Reference Information)
Name:
(Evaluator completing reference questionnaire)
Company:
(Evaluator’s Company completing reference)
Email: FAX: Telephone:
Collier County has implemented a process that collects reference information on firms and their key personnel to be used in the selection
of firms to perform this project. The Name of the Company listed in the Subject above has listed you as a client for which they have
previously performed work. Please complete the survey. Please rate each criteria to the best of your knowledge on a scale of 1 to 10,
with 10 representing that you were very satisifed (and would hire the firm/individual again) and 1 representing that you were very
unsatisfied (and would never hire the firm/indivdiual again). If you do not have sufficient knowledge of past performance in a particular
area, leave it blank and the item or form will be scored “0.”
Project Description: ___________________________ Completion Date: _____________________________
Project Budget: _______________________________ Project Number of Days: _______________________
Item Criteria Score (must be completed)
1 Ability to manage the project costs (minimize change orders to scope).
2 Ability to maintain project schedule (complete on-time or early).
3 Quality of work.
4 Quality of consultative advice provided on the project.
5 Professionalism and ability to manage personnel.
6 Project administration (completed documents, final invoice, final product turnover;
invoices; manuals or going forward documentation, etc.)
7 Ability to verbally communicate and document information clearly and succinctly.
8 Abiltity to manage risks and unexpected project circumstances.
9 Ability to follow contract documents, policies, procedures, rules, regulations, etc.
10 Overall comfort level with hiring the company in the future (customer satisfaction).
TOTAL SCORE OF ALL ITEMS
RPS NO.: 25-8518, Northeast Service Area Program Management, and Oversight, Services
(Name of Company Requesting Reference Information)
AECOM Technical Services, Inc.
Rouben Derminassian DC Water
rouben.deminassian@dcwater.com N/A (202) 787-2372
See following page for project details.6/30/2025
Contract Value $250M
7300
9
9
9
10
9
10
9
9
10
10
Blue Plains Adv. WWTP Program Mgmt
Program Value $1.5B
94
Jason Beasley, PE, ENV SP
Page 3972 of 6641
Northeast Service Area Program Management and Oversight Services 3-13
Evaluation Criteria 3 | Past Performance
Relevance to Collier County
;As program manager, delivered $1.5B in capital
improvements under strict deadlines.
;Integrated delivery of complex utility upgrades,
coordinating design, construction, and commissioning.
;Achieved $500M in cost savings through process
optimization and innovative design.
;Modernized program delivery with enterprise systems
for scheduling, cost control, and reporting.
;Standardized quality assurance and asset management
across multiple projects.DC Water Capital
Improvement Program
Washington, DC
Through strategic program management, advanced risk
mitigation, and innovative delivery models, AECOM has
modernized treatment and conveyance infrastructure at
the world’s largest wastewater facility – optimizing costs,
accelerating schedules, and securing over $600 million
in federal funding. Managing hundreds of projects and
contracts, we consistently deliver resilient, future-ready
solutions that reduce life-cycle costs and strengthen
essential infrastructure for growing communities like
Collier County.
Program Administration
AECOM developed a comprehensive program delivery
plan that established consistent deliverables, front-end
documents, and a detailed commissioning strategy to
integrate projects, processes, and training into DC Water’s
existing structure. The team supported procurement
activities, implemented change management processes,
and managed designer and contractor change orders,
payment requests, and contract closeout. Quality was
maintained through a programmatic quality plan, while
risk management included developing risk assessments
and mitigation strategies reviewed during biweekly
coordination meetings and at a plantwide level across all
designs. A co-located Program Management Office (PMO)
at Blue Plains fostered collaboration among DC Water
departments and contractors.
Program Leadership and Integration
AECOM’s PMO led planning, permitting, procurement, and
construction management across multiple delivery models,
including design-bid-build, design-build, and DBFOM. This
integrated approach connected stakeholders, anticipated
challenges, and delivered solutions, aligning with best
practices for large-scale utility programs.
Master Planning and Phased Delivery
Managing upgrades at Blue Plains required coordinating
more than 1,000 discrete activities without disrupting
operations. AECOM developed and maintained a
plant-wide master schedule and logistics plan to support
seamless phasing and startup of interconnected facilities,
providing continuity of service during construction.
Program Controls, Reporting, and Data Management
AECOM implemented enterprise-level systems for
schedule and cost control, risk registers, and document
management. The team developed a Work Breakdown
Structure (WBS) integrated with DC Water’s Oracle
platform to standardize schedules and budgets, perform
critical path analyses, and support cost reviews. Additional
tools included dashboards for KPI tracking and conversion
from P3 to P6 for improved schedule management and
cash flow analysis. AECOM also introduced DC Water’s
first paperless submittal system to streamline reporting
and enhance transparency.
Client
DC Water & Sewer Authority
Client Contact
Rouben Derminassian; Project Manager
a: 1385 Canal St. SE, Washington, DC 20003
e: rouben.deminassian@dcwater.com
t: 202.787.2372
Program Value
$1.5 billion
Program Duration
01/1996 - Ongoing
Change Order History
The contract evolved from compliance-driven
upgrades into a $1.5B CIP encompassing
15,000+ assets, advanced treatment
technologies, and wet-weather controls, with
AECOM delivering cost-saving strategies,
transitioning to Design-Build/DBFOM models,
and implementing high-priority programs to
maintain NPDES compliance and operational
reliability.
Proposed Team Member Involvement
Marty
Doward
Roger
Williams
Page 3973 of 6641
Capacity to Expand
AECOM provided staff support and specialty services
beyond traditional program management, mobilizing
highly specialized resources through task orders and
work allowances significantly faster than conventional
procurement timelines.
Technical Oversight and Value Engineering
The team delivered constructability reviews, value
engineering, and design oversight for advanced process
solutions such as enhanced nutrient removal, wet-weather
treatment, and energy recovery. Innovations included
DEMON® sidestream deammonification and a 15-megawatt
combined heat and power system, demonstrating technical
leadership for complex utility projects.
Program Initiation
Developed a program delivery plan resulting in consistent
deliverables, front-end documents and a detailed
commissioning plan to facilitate integrating the projects,
processes and training elements into the existing
client structure.
Cost estimating and Budgeting
Provided cost estimating to develop CIP budgets and
annual CIP updates, included updating costs for existing
projects, budgeting/justifying new projects and refining
costs to existing projects.
Procurement and Contract and Change Management
Supported procurement, developed change management
processes and managed designer and contractor change
orders, along with managing payment requests and
contract closeout.
Risk management and Mitigation
Developed risk assessment and mitigation plans based on
the risk severity. Risk issues and action items were reviewed
during biweekly coordination meetings. Risk issues
and mitigation actions were reviewed with DCW during
bi-weekly coordination meetings. Risks were also assessed
strategically at a plantwide level across all designs.
Funding and Financial Support
AECOM assisted DC Water in securing more than $100
million in federal grants and WIFIA loans, reflecting
expertise in alternative funding strategies for major
infrastructure programs.
Community Engagement and Equity
AECOM supported DC Water’s outreach initiatives
and exceeded MWBE participation goals, promoting
transparency and economic inclusion.
Innovation and Sustainability
Through strategic planning and collaborative delivery,
AECOM helped DC Water achieve $500M in capital
savings while meeting some of the nation’s lowest nutrient
discharge limits. Blue Plains now generates green energy,
produces Class A biosolids, and operates as a model of
sustainability.
Construction Oversight
Provided construction management services and
expertise during planning, design and construction phases.
Design-phase support included design and estimate
reviews, as well as bidability, constructability, and schedule
reviews. AECOM provided pre-construction input on bid
documents and conducted periodic reviews of Division
0 and 1 specifications, liquidated damages, constraints,
and milestones. Pre-bid services included participation in
pre-bid meetings, bid evaluation and recommendations,
and coordination with the procurement department.
Collaborative Delivery
AECOM guided DC Water in evaluating and implementing
a design-build delivery model for major treatment
facilities—developing procurement documents, facilitating
a collaborative process for technical innovation, and
ensuring the selected approach balanced flexibility, control,
and project objectives.
Site-Wide Logistics Planning
Our team provided site-wide management and logistics
for the Blue Plains campus, coordinating commissioning
activities, construction traffic, laydown areas, and site
access across multiple contracts to minimize interference
with operations and maintenance.
High-Priority Task Order Work
AECOM partnered with DC Water to launch the High-Priority
Rehabilitation Program in response to unplanned outages at
Blue Plains. The program kept critical systems operational
during construction and used DC Water’s procurement
process to secure a contractor through unit price,
lump-sum, and allowance items
Document Control
Developed an electronic information management
system (predecessor to Unifier) to replace DC Water’s
paper-only system. The Contract Manager™ system
tracked submittals, and the e-based document control
system logged and tracked approximately 50,000 pieces
of contractor correspondence. AECOM implemented
the system and trained program and construction
management consultants and client staff in document
management techniques across the site.
DC Water Capital Improvement Program, continued
Northeast Service Area Program Management and Oversight Services 3-14
Evaluation Criteria 3 | Past Performance
Page 3974 of 6641
Version 2 9.2.25
Procurement Services Division
Form 4 Reference Questionnaire
(USE ONE FORM FOR EACH REQUIRED REFERENCE – FORM MUST BE FULLY COMPLETED AND RETURNED
WITH PROPOSAL SUBMITTAL)
Solicitation:
Reference Questionnaire for:
(Name of Individuals Requesting Reference Information)
Name:
(Evaluator completing reference questionnaire)
Company:
(Evaluator’s Company completing reference)
Email: FAX: Telephone:
Collier County has implemented a process that collects reference information on firms and their key personnel to be used in the selection
of firms to perform this project. The Name of the Company listed in the Subject above has listed you as a client for which they have
previously performed work. Please complete the survey. Please rate each criteria to the best of your knowledge on a scale of 1 to 10,
with 10 representing that you were very satisifed (and would hire the firm/individual again) and 1 representing that you were very
unsatisfied (and would never hire the firm/indivdiual again). If you do not have sufficient knowledge of past performance in a particular
area, leave it blank and the item or form will be scored “0.”
Project Description: ___________________________ Completion Date: _____________________________
Project Budget: _______________________________ Project Number of Days: _______________________
Item Criteria Score (must be completed)
1 Ability to manage the project costs (minimize change orders to scope).
2 Ability to maintain project schedule (complete on-time or early).
3 Quality of work.
4 Quality of consultative advice provided on the project.
5 Professionalism and ability to manage personnel.
6 Project administration (completed documents, final invoice, final product turnover;
invoices; manuals or going forward documentation, etc.)
7 Ability to verbally communicate and document information clearly and succinctly.
8 Abiltity to manage risks and unexpected project circumstances.
9 Ability to follow contract documents, policies, procedures, rules, regulations, etc.
10 Overall comfort level with hiring the company in the future (customer satisfaction).
TOTAL SCORE OF ALL ITEMS
RPS NO.: 25-8518, Northeast Service Area Program Management, and Oversight, Services
(Name of Company Requesting Reference Information)
AECOM Technical Services, Inc.
Lauren Zuravnsky Hampton Roads Sanitation District (HRSD)
lzuravnsky@hrsd.com N/A (757) 788-4712
See following page for project details.Ongoing
5,692
10
10
10
10
10
10
10
10
10
10
100
David Wood / Bohdan Bodniewicz
HRSD SWIFT Full Scale Program Mgmt
Contract Value $80M
Program Value $2.8B
Northeast Service Area Program Management and Oversight Services 3-15
Evaluation Criteria 3 | Past Performance
Page 3975 of 6641
Northeast Service Area Program Management and Oversight Services 3-16
Evaluation Criteria 3 | Past Performance
Relevance to Collier County
;Managing a multi-facility, multi-phase water treatment and
conveyance program, integrating advanced treatment
upgrades, transmission mains, pump stations, and recharge
facilities.
;Developed robust program management systems –
leveraging program controls, business processes, and
information systems for transparent scheduling, cost control,
and reporting.
;Leading comprehensive stakeholder engagement and
industry outreach, facilitating community support, regulatory
coordination, and effective partnerships with contractors and
designers.
;Implemented collaborative delivery strategies – combining
design-build and design-bid-build approaches to optimize
schedule, cost certainty, and project outcomes.Hampton Roads Sanitation
District, Sustainable Water
Initiative for Tomorrow Program
Virgina Beach, VA
Through collaborative delivery, advanced program controls,
and strategic technical leadership, AECOM is driving the
largest water treatment expansion in Hampton Roads –
integrating over 40 projects to modernize infrastructure,
accelerate schedules, and deliver reliable, future-ready
solutions. Our hands-on program management ensures
transparent cost control, stakeholder alignment, and
resilient water resources for generations to come.
AECOM serves as the Program Manager for the $2.8
billion SWIFT program, providing program management
services, project management staff augmentation,
engineering support, program controls, and QA
owner’s site oversight for projects under construction.
Responsibilities include developing technical approaches,
collaboratively implementing DB and DBB projects,
maintaining regulatory compliance with both state and
federal requirements, addressing emerging contaminants,
and providing annual outreach to the construction, AE,
and vendor community to encourage interest and create a
competitive bidding environment.
AECOM’s leadership has been critical in delivering this
complex program, providing quality, cost-effectiveness, and
long-term benefits for the community and environment.
The SWIFT program is a groundbreaking $2.8 billion
initiative to replenish the Potomac Aquifer, the primary
groundwater source for the Southeastern Virginia region.
By treating highly processed wastewater effluent to meet
drinking water quality standards, SWIFT not only protects
critical water resources but also mitigates the impact
of sea-level rise and land subsidence in the region. This
program represents HRSD’s largest-ever capital expansion,
comprising nearly 40 discrete projects, including advanced
water treatment facility upgrades, transmission mains,
pump stations, and recharge facilities.
Two major elements the SWIFT program involve upgrades
to existing facilities to produce effluent sufficient for the
SWIFT process and the greenfield advanced water treatment
(AWT) process. AECOM’s subject matter experts collaborate
with HRSD to address contaminants of emerging concern,
including PFAS/PFOA, interpretation of pilot testing, process
modifications, and technology integration.
The AECOM team works collaboratively with HRSD to
establish programmatic and technical approaches,
leveraging HRSD’s existing design and construction
standards while developing new business processes/
workflows and standard operating procedures (SOPs) to
optimize program delivery utilizing their Unifier™ platform.
Cost Control
One challenge was material cost escalation in the region
due to the unevenness in the global recovery and volatility
in strategic materials, which results in inherent risk carried
by bidders in projecting pricing.
The PMT keeps in close alignment with the market using
appropriate escalation and inflation factors. We utilize
Client
Hampton Roads Sanitation District (HRSD)
Client Contact
Bruce Husselbee, Chief Engineer
a: 1434 Air Rail Avenue, Virginia Beach, VA
23455
t: 757-460-7012
e: bhusselbee@hrsd.com
Program Value
$2.8 billion
Program Duration
9/2019 - Ongoing (est. 12/2026)
Change Order History
None. Annual authorizations from base
contract agreement.
Proposed Team Member Involvement
Michael
Bennett
Jennifer
Kellar
Page 3976 of 6641
third-party estimating firms to develop EOPCCs at
multiple points in the planning process to assess cost
impact before procurement starts. Costs are reconciled
and provide HRSD with the best possible estimate.
We also implement cost sharing strategies during DB
procurement in the RFP phase prior to price submittal,
which minimizes excessive DB contingency risk pricing.
Bid Phase Support
We prepare bridging documents and as augmented
staff, are actively engaged throughout the procurement
process. Once a team is selected, the team works with the
DB/DBB teams to collaboratively develop the best-value
approach in the design phase.
Cost Certainty
Cost certainty permeates every aspect of the program
and following are several examples of challenges and how
the AECOM team approaches them:
»Capital Planning: The SWIFT program is the largest
capital program in HRSD’s history and updating HRSD’s
10-year Capital Improvement Plan is a central element
of AECOM’s responsibility. Accurately and consistently
forecasting costs is essential for long term planning
particularly in this volatile bidding environment.
AECOM’s program management developed a
cost-estimating approach involving development of a
third-part estimate along with frequent reconciliations
at each phase of the project. AECOM’s “no surprises”
approach to cost estimation provides schedule
predictability, cost certainty and financial insights for
HRSD’s Capital Planning group.
»Operations Forecasting: The AECOM team developed
an asset-based bottoms-up 30-year Operations
and Maintenance model to forecast and project
consumables and labor for all of the new operational
SWIFT projects. This approach is updated and refined
annually and used by HRSD to project budgets and
staffing projections.
»Procurement and Risk-Sharing: Additional cost
certainty elements include using HRSD’s hybrid
Progressive/Fixed Price DB approach to provide
another element of cost certainty for HRSD. The
AECOM team works collaboratively with Procurement
and Engineering to identify cost and risk sharing
strategies to minimize excessive contingencies.
Unanticipated Discovery Plan
During the planning phase, AECOM’s team had prepared
an Unanticipated Discovery Plan that was implemented
for just this occasion to address the discovery of
unanticipated cultural resources such as evidence of
Native American camps, colonial settlement, or Civil War
activities in the form of significant quantities of bullets,
pottery, or points/arrowheads. The discovery of human
remains during the excavation supporting the James River
Trail project shut the project down but the Unanticipated
Discovery Plan streamlined notification to appropriate
cultural resources personnel and the trail was realigned to
respect the integrity of a previously unmarked cemetery.
Industry Outreach
Contractor community outreach is essential for both
building interest and competition. The AECOM’s Program
Management Team annually hosts an Industry Outreach
Day event. This event is held for industry to learn about
SWIFT program progress and exploring how they can
contribute to a sustainable water future in eastern Virginia.
Engineers, contractors, subcontractors, vendors,
and suppliers, including Small, Women-owned,
Minority-owned, Disadvantaged, and Veteran-owned
businesses are encouraged to attend and network with
SWIFT partners and members of HRSD’s Operations,
Engineering, and Procurement departments.
Stakeholder Engagement
One of SWIFT’s key challenges is coordinating and
capturing the needs of stakeholders, including Planning,
Engineering, Procurement and Process Planning/
Research groups. AECOM hosts community outreach
meetings, works with state and federal stakeholders (UIC,
Native American Tribal Council, Virginia Marine Sciences)
to telegraph what’s coming, and host an annual outreach
effort targeting the design and construction industry.
Our efforts have resulted in an engaged community, no
pushback during public-comment periods, and elimination
of schedule delays.
Our relationships and trust with regulators minimize
delays in processing applications. Our industry outreach
facilitates relationships between M/WBE firms and large
DB teams—resulting in project teams that better reflect
the community.
Construction Oversight
We provide construction administration/construction
inspection (CA/CI) services in the field to confirm that
design intent is being met. Our responsibilities include
on-site construction observations; monitoring of testing,
equipment, and systems start-ups; operations and
maintenance (O&M) training; Safety Plan compliance;
conflict resolution; site coordination; schedule reviews;
change management; compliance review for federal and
state funding requirements; and facility commissioning
and startup support.
HRSD, Sustainable Water Initiative for Tomorrow Program, continued
Northeast Service Area Program Management and Oversight Services 3-17
Evaluation Criteria 3 | Past Performance
Page 3977 of 6641
RPS NO.: 25-8518, Northeast Service Area Program Management, and Oversight, Services
Northeast Service Area Program Management and Oversight Services 3-18
Evaluation Criteria 3 | Past Performance
99
Page 3978 of 6641
Northeast Service Area Program Management and Oversight Services 3-19
Evaluation Criteria 3 | Past Performance
Relevance to Collier County
;End-to-end services including planning, permitting,
design, bidding, construction, and commissioning.
;Raw water systems, including wellfields and transmission
pipelines, supporting regional potable water needs and
future capacity demands.
;Stakeholder coordination, schedule and cost control,
and technical reviews to maintain efficiency and quality
throughout project execution.Cape Coral Upper Floridan
Water Supply Well Permitting,
Design and Professional
Engineering Services Phase II
Cape Coral, FL
This work expands the North RO Water Treatment Plant’s
capacity, strengthening regional water supply reliability
and supporting future growth.
AECOM is providing the permitting, design, bidding,
construction and commissioning services of ten Lower
Hawthorn Aquifer (LHA) Water Supply Wells and 4.4 miles of
raw water main pipelines, with sizes ranging from 6-inch to
24-inch in diameter, required for expansion of the North RO
WTP wellfield.
Each LHA production well includes surface facilities,
consisting of wellhead configuration, back-up generator,
electrical equipment and Instrumental & Control equipment.
Design pumping flow rate for each production well is 500
gallons per minute (gpm). The proposed raw water pipe from
Kismet Hwy will follow an alignment northerly along NE 7th
Place to Jacaranda Pkwy, then easterly along Jacaranda
Pkwy to Andalusia Blvd, then northerly along Andalusia Blvd
up to Durden Pkwy. The proposed parallel raw water pipeline
along Kismet Highway will follow an alignment westerly from
NE 7th Place to Santa Barbara Blvd.
Construction services include:
−Observed construction of 10 LHA production wells
and associated wellhead, electrical, and backup
power systems
−Monitored installation of 4.4 miles of 6- to 24-inch raw
water mains along the project corridor
−Verified well facilities were built to meet the 500-gpm
design capacity
−Documented and coordinated field activities supporting
expansion of the North RO W TP wellfield
Client
City of Cape Coral Utilities Department
Client Contact
Rand Edelstein, PG Utilities Deputy Director
a: 1015 Cultural Park Boulevard Cape Coral, FL
33990
e: redelstein@capecoral.gov
t: 239.242.3651
Engineering Fee
$4.4M
Program Duration
2025 - Ongoing (est. 2028)
Change Order History
None
Proposed Team Member Involvement
ReneBrito Jack
Miller
Reshma
Thummadi
Chris
Alverson
Michael
Bennett
Ron
Cavalieri
Page 3979 of 6641
Northeast Service Area Program Management and Oversight Services 3-20
Evaluation Criteria 3 | Past Performance
Relevance to Collier County
;Program management of a large-scale, complex water
and sewer infrastructure program resulting in on-time
and budget delivery.
;Proven success in integrating GIS and advanced
technologies for real-time program tracking.
;Effective stakeholder engagement and public outreach
strategies to build community trust, including launching
a neighborhood outreach campaign.
;Created a “cradle-to-grave” set of new Plans (PMP),
SOPs, specifications, contracts, analytical tools and
processes to guide efficient selection and replacement
of critical service assets.
;Program and asset management systems, tools and
processes developed and in use.
Detroit Water & Sewerage Department Capital Improvement
Program PMO
Detroit, MI
As an Integrated Program Manager for Detroit’s $400
million water and wastewater Capital Improvement
Program Management Organization (CIPMO), AECOM and
DWSD work collaboratively on optimizing their capital
project delivery while improving operational processes
and procedures.
Working side-by-side with DWSD, we applied risk-based
prioritization, advanced hydraulic modeling and
data-driven program controls to streamline capital
planning and accelerate delivery. Our integrated approach,
combining GIS, condition assessments and meaningful
stakeholder engagement, positioned CIPMO as a national
model for sustainable urban infrastructure renewal.
DWSD launched this transformative program to modernize
aging infrastructure and support inclusive redevelopment.
As program manager, AECOM was tasked with achieving
DWSD’s three primary business objectives:
1. Build the systems, tools, and procedures required to
plan, implement, and manage an annual CIP of $100
million per year.
2. Assess the condition of the water and sewer
infrastructure in two selected neighborhoods as a pilot
study for future neighborhood assessments and the
design of rehabilitation projects.
3. Evaluate DWSD’s human capital, help DWSD reorganize
to take over managing the CIP at the end of AECOM’s
contract, and increase opportunities for small,
disadvantaged firms and the local workforce.
1. Systems, Tools and Procedures Development
AECOM accomplished the first objective by establishing
planning and management tools governed by policies
and procedures in the PMP. Program management
software tools were selected to guide the program
phases (investigation, condition assessment, design,
procurement, and rehabilitation) in developing projects
that populated a prioritized CIP and enabled its execution.
The projects were managed using an e-Builder software
tool to automate workflow processes associated with
project execution. Other software tools were implemented
to manage condition assessment and asset management.
2. Condition Assessments
Much of the neighborhood infrastructure consisted of
narrow streets, streets without curbs and gutters, and
manholes located in easements in backyards and former
alleyways. AECOM launched a proactive neighborhood
outreach campaign with a local M/FBE firm. We attended
outreach meetings, mayor and council meetings and
distributed information packets door-to-door. Our field
crews received special training on interacting with the
citizenry during field operations. No complaints were
received about our work in the neighborhood. The
program also focused on workforce development,
providing DWSD staff with training in modern construction
techniques and engaging local disadvantaged businesses
to foster economic growth and inclusion. Furthermore,
Client
Detroit Water and Sewerage Department
Client Contact
Anil Gosine; Project Manager
a: 735 Randolph Street, Detroit, MI 48226
e: anil.gosine@detroitmi.gov
t: 313.999.3649
Program Value
$400 million
Program Duration
07/2017 - Ongoing (est. 12/2027)
Change Order History
Annual authorizations from base contract
agreement.
Proposed Team Member Involvement
Mike
McClure
Aaron
Rupp
Page 3980 of 6641
sustainability and innovation were central to the
program’s success, with AECOM implementing trenchless
construction methods and modern materials like HDPE
pipes to accelerate delivery, minimize disruptions, and
lower costs.
3. Organizational Development
The third objective was to rebuild the DWSD organization
to manage an annual CIP that was two to three times larger
than historical levels. AECOM designed an organizational
structure that included the required skill sets and staff
numbers. It focused on the delivery of CIP projects
through DWSD’s Engineering Department rather than the
Operations and Maintenance Department.
Below highlights similar work to Collier County.
Program Administration
»Adaptive Management: DWSD and AECOM employed
an adaptive management framework through which
assessments of changing conditions and project
performance led to plan adjustments and project
reprioritization based on numerous factors. This
maximized the budget and constructed projects more
efficiently, sequencing by neighborhoods with the
highest need.
»Governance, Organizational Development, Training
and Transitioning: AECOM worked in an integrated
environment, co-located with DWSD staff. Upon
assessing resource capacity, we assisted in rebuilding
the organization to self-sufficiently manage the CIP by
means of a phased replacement of AECOM staff with
DWSD personnel over the life of the program.
»Program Procedures: Created DWSD-specific plans
(PMP), SOPs, specifications, contracts, analytical tools,
processes, and meeting and reporting protocols.
Program Controls, Reporting and Data Management
»Tools and Systems: Developed DWSD’s enterprise
PMIS (e-Builder) to manage program delivery and
improvement.
»Asset Management Integration: After updating
GIS with the latest technologies, AECOM developed
software for DWSD to build a complete asset network
integrated into the CIP. Tools included RCM for condition
assessment, Innovyze for inflow management, and
Cityworks for centralized maintenance. Previously
paper-based, 80% of DWSD’s assets were digitized,
with 100% completion planned.
»Continuous Monitoring and Improvements: AECOM
developed and delivered quarterly KPI and QA reports
to continuously monitor and improve performance in
executing infrastructure projects. We also built lessons
learned, changing conditions, and project performance
into delivery processes as part of continuous
improvement efforts.
Pre-Construction and Design Delivery
»360° View for Smart Prioritization: AECOM built
and implemented a “smart” asset management
predictive approach to project prioritization to guide
implementation of CIP goals.
»Condition Assessment: Our team assessed the
condition of 323,000 LF of pipe and 1,100+ manholes
using CCTV, manhole inspection, hydrant/C-factor
testing, and water leak detection technologies. We
also documented lessons learned, developed SOPs,
assessed the condition of hundreds of miles of sewer/
water mains, and used early condition assessments
to develop projects for over 400,000 LF of pipe
rehabilitation.
»Design and Construction Procurement: We prepare
100% design and procurement packages so that both
small and large contractors can participate.
»Rolling CIP: Adaptive management approach balances
long-term vision with the most pressing matters year on
year to maximize budget.
»Stakeholder Coordination: Collaborated with the
City’s Public Works Department and local utilities to
coordinate the timing of pipe replacement work with
street improvements and other utility installations,
minimizing disruptions.
Community Involvement and Communication
»Contractor Outreach: Outreach across a three-state
area to overcome historically limited bidder
participation.
»Neighborhood Outreach Campaign: To communicate
and work with the public during design and
construction.
Construction Oversight
»Construciton Management: Our programmatic
construction oversight strengthens the CIP delivery
and construction management knowledge base. This
information gained from the field is fed back to planning,
condition assessment, design, constructability and
safety teams so that the planning and management
tools developed for DWSD are robust and directly
applicable.
Detroit Water & Sewerage Department CIP PMO, continued
Northeast Service Area Program Management and Oversight Services 3-21
Evaluation Criteria 3 | Past Performance
Page 3981 of 6641
Version 2 9.2.25
Procurement Services Division
Form 4 Reference Questionnaire
(USE ONE FORM FOR EACH REQUIRED REFERENCE – FORM MUST BE FULLY COMPLETED AND RETURNED
WITH PROPOSAL SUBMITTAL)
Solicitation:
Reference Questionnaire for:
(Name of Individuals Requesting Reference Information)
Name:
(Evaluator completing reference questionnaire)
Company:
(Evaluator’s Company completing reference)
Email: FAX: Telephone:
Collier County has implemented a process that collects reference information on firms and their key personnel to be used in the selection
of firms to perform this project. The Name of the Company listed in the Subject above has listed you as a client for which they have
previously performed work. Please complete the survey. Please rate each criteria to the best of your knowledge on a scale of 1 to 10,
with 10 representing that you were very satisifed (and would hire the firm/individual again) and 1 representing that you were very
unsatisfied (and would never hire the firm/indivdiual again). If you do not have sufficient knowledge of past performance in a particular
area, leave it blank and the item or form will be scored “0.”
Project Description: ___________________________ Completion Date: _____________________________
Project Budget: _______________________________ Project Number of Days: _______________________
Item Criteria Score (must be completed)
1 Ability to manage the project costs (minimize change orders to scope).
2 Ability to maintain project schedule (complete on-time or early).
3 Quality of work.
4 Quality of consultative advice provided on the project.
5 Professionalism and ability to manage personnel.
6 Project administration (completed documents, final invoice, final product turnover;
invoices; manuals or going forward documentation, etc.)
7 Ability to verbally communicate and document information clearly and succinctly.
8 Abiltity to manage risks and unexpected project circumstances.
9 Ability to follow contract documents, policies, procedures, rules, regulations, etc.
10 Overall comfort level with hiring the company in the future (customer satisfaction).
TOTAL SCORE OF ALL ITEMS
RPS NO.: 25-8518, Northeast Service Area Program Management, and Oversight, Services
(Name of Company Requesting Reference Information)
AECOM Technical Services, Inc.
Andy Fera, PE NYS DEC
Andrew.Fera2@dec.ny.gov N/A (518) 419-0058
11 miles of conveyance pipe.
See following page for project details.December 2026
AECOM as OA=$20.63M,DB = $439.4M 2,675 days
*
*
*
*
*
*
*
*
*
*
Richard Redmond, Jr.
*At the request of the owner, please contact Andy Fera via phone for scores and evaluation.
Northeast Service Area Program Management and Oversight Services 3-22
Evaluation Criteria 3 | Past Performance
Page 3982 of 6641
Northeast Service Area Program Management and Oversight Services 3-23
Evaluation Criteria 3 | Past Performance
Relevance to Collier County
;Led end-to-end oversight of a large-scale, multi-phase
utility program – integrating design, permitting,
construction, testing, and commissioning.
;Applied a programmatic approach including master
schedules, cost-loaded work breakdown structures, and
rigorous risk management kept projects on time and on
budget.
;Built trust and momentum through dynamic stakeholder
engagement and public outreach, consistently earning
outstanding community feedback.
;Delivered technical advisory services such as
constructability reviews and schedule risk analyses that
provided practical, efficient solutions.
New York State Department of
Environmental Conservation
Bay Park Conveyance Program
Bay Park, NY
AECOM played a pivotal role in the Bay Park Conveyance
Program, a transformative initiative designed to improve
water quality and strengthen coastal resiliency in
the Western Bays of Long Island. We are providing
comprehensive program management and oversight for
one of the region’s most complex design-build efforts.
This program aims to remove a significant portion of the
nitrogen load from Reynolds Channel, helping rejuvenate
vital marshlands and grasses that protect communities
from wave action and coastal surge. In addition to
increasing resiliency against coastal flooding, the program
supports ecosystem regeneration, creating cleaner,
healthier bays for wildlife, shellfish, fish, visitors, and
local residents.
The program accomplishes these goals by diverting
treated effluent from the Bay Park Sewage Treatment
Plant, which currently discharges an average of 50 million
gallons per day into Reynolds Channel. The conveyance
system includes construction of a two-mile-long
microtunnel from the Bay Park facility to an existing
aqueduct under Sunrise Highway, rehabilitation of a
7.3-mile stretch of the aqueduct, and construction of an
approximately 1.6-mile-long microtunnel connecting the
rehabilitated aqueduct to the Cedar Creek Water Pollution
Control Plant outfall, which diffuses treated effluent three
miles offshore in the Atlantic Ocean. Delivered under
a design-build model, the project integrates design,
permitting, construction, acceptance testing, startup, and
commissioning under a single entity.
Pre-Construction and Design Delivery
AECOM is providing leadership and coordination across
all phases of the program. Our responsibilities have
included industry outreach, market research on delivery
methods, review of indicative designs, and development
of procurement documents. We assisted in design-builder
selection, provided design and construction quality
assurance, managed risks, and implemented project
controls. Additional services included stakeholder
engagement, contract and procurement management,
and coordination of funding reporting processes to meet
reimbursement requirements.
During the pre-construction phase, AECOM developed a
comprehensive program management plan establishing
governance structures, risk management frameworks,
and resource allocation strategies. A master schedule and
cost-loaded work breakdown structure were implemented
to maintain transparency and track progress against key
milestones. Our team also performed needs assessments
and implementation planning to align scope, schedule,
and budget with evolving capacity requirements.
Client
New York State Department of Environmental
Conservation
Client Contact
Andrew Fera; Office of Water Resources,
Deputy Commissioner
a: 625 Broadway, 14th Fl Albany, NY 12233
e: andrew.fera2@dec.ny.gov
t: 518.419.0058
Design Builder Value
$439.4 million
Program Duration
9/2019 - Ongoing (est. 12/2026)
Change Order History
Owner exercised optional 2-year extension
due to delays associated with the Pandemic
and supply chain disruptions that affected
construction.
Proposed Team Member Involvement
Roger
Williams
Tuna
Tanriover
Aaron
Rupp
Brian
Daly
Richard
Redmond
Page 3983 of 6641
In the design phase, we provided technical advisory services including constructability reviews, schedule risk analyses,
and cost control measures. We worked closely with stakeholders to confirm design criteria so all elements supported
long-term operational efficiency and environmental objectives.
For procurement, AECOM managed an accelerated process that reduced cycle time by 30 percent compared to
traditional methods. Our responsibilities included preparing RFQs and RFPs, facilitating confidential meetings, and
supporting best-value selection of the design-builder. We also negotiated contract terms and established performance
metrics to ensure accountability and cost efficiency.
Construction and Post-Construction Oversight
Our oversight during construction included monitoring activities such as 3.5 miles of micro-tunneling, 7.2 miles of
slip-lined pipe installation, and pump station upgrades. We conducted regular schedule analyses, progress meetings,
and quality audits to maintain compliance and performance. Throughout these activities, we achieved zero lost-time
incidents, reflecting our commitment to safety and quality.
Following construction, AECOM supported start-up, testing, and commissioning of the conveyance system. Our team
delivered operator training and transition plans to enable long-term facility management and operational readiness. We
also managed contract close-out and verified compliance with all technical and operational requirements.
Program Outcomes
−Maintained a Schedule Performance Index (SPI) and Cost Performance Index (CPI) of 1.0 or
greater throughout critical phases.
−Limited change orders to less than 3 percent of contract value.
−Achieved zero OSHA recordable incidents during oversight.
−Conducted 12 public outreach sessions and maintained 95 percent positive
stakeholder feedback.
−Reduced nitrogen discharge by 50 million gallons per day, improving water quality and
supporting marshland restoration.
New York State Department of Environmental Conservation Bay
Park Conveyance Program, continued
Northeast Service Area Program Management and Oversight Services 3-24
Evaluation Criteria 3 | Past Performance
Page 3984 of 6641
Northeast Service Area Program Management and Oversight Services 3-25
Evaluation Criteria 3 | Past Performance
Relevance to Collier County
;Accelerated delivery of over 180 capital projects,
leveraging collaborative delivery models and integrated
program controls to optimize schedules and outcomes.
;Standardized project management processes and
reporting, enabling transparency, efficiency, and
informed decision-making across departments.
;Implemented robust quality assurance, risk
management, and regulatory compliance strategies,
providing reliable, high-performance water and
wastewater infrastructure.
;Achieved measurable cost and schedule savings
– boosting project execution rates and delivering
all engineering and construction management
assignments on time and within budget.
Great Lakes Water Authority
Capital Improvement Program
Detroit, MI
Through transformational program management,
advanced controls, and collaborative delivery, AECOM
accelerated and optimized GLWA’s $3.5B capital
program – driving measurable cost and schedule
savings, standardizing processes across departments,
and boosting project execution from 50% to 81%. Our
integrated approach delivers reliable, high-performance
water and wastewater infrastructure for millions, on
schedule and within budget.
To achieve this, we helped establish a Program Management
Office and introduced standardized procedures, delivery
tools, CIP training, annual plan development, and staffing
strategies to boost efficiency and performance. The CIP
includes more than 180 projects, ranging from $1 million to
$300 million, focused on rehabilitating and expanding five
water treatment plants, major transmission mains (up to 96
inches in diameter), and booster pump stations.
Working closely with GLWA leadership, AECOM implemented
governance structures, risk-based asset management, and
advanced program controls. Through technology integration
and stakeholder engagement, CIP execution improved from
50% to 81%, enabling timely, cost-effective delivery of critical
water infrastructure projects.
Program Administration
»Program Management and Governance: AECOM
provides comprehensive program management
oversight, standardizing processes and improving
cross-departmental coordination for seamless
execution of GLWA’s CIP.
»Project Prioritization and Planning: Conducted CIP
alignment workshops and business case evaluations
to define priorities so high-impact projects receive
necessary funding and resources.
»Staff Training and Resource Planning: Implemented
training programs and resource evaluations to
strengthen GLWA’s in-house capabilities, supporting
long-term CIP self-sufficiency.
»Governance Framework Development: Established
structured leadership and decision-making protocols
for transparency and accountability in project
execution.
Program Controls, Reporting, and Data Management
»Integrated Program Controls: Developed a fully
integrated program schedule, incorporating risk
analysis, contingency planning, and real-time project
forecasting to enhance project delivery efficiency.
»Project Management Information System (PMIS):
Implemented a PMIS to centralize reporting, improve
data accuracy, and provide key performance indicators
for leadership decision-making.
»Cost and Schedule Optimization: Standardized
program controls across business units, increasing
efficiency and reducing administrative redundancies.
Client
Great Lakes Water Authority
Client Contact
Suzanne Coffey, CEO
a: 735 Randolph Street, Detroit, MI, 48226
e: Suzanne.Coffey@glwater.org
t: 313.949.9792
Program Value
$3.5 billion
Program Duration
05/2019 - 05/2023
Change Order History
None – annual authorizations from base
contract agreement.
Proposed Team Member Involvement
Mike
McClure
Aaron
Rupp
Page 3985 of 6641
Great Lakes Water Authority Capital Improvement Program,
continued
AECOM’s expertise has delivered measurable
benefits, including:
−Significant cost and schedule savings, up to six months on some projects.
−Improved CIP performance, increasing
execution rates from approximately 50%
to 81% of the annual CIP over the past
three years.
−Consistently positive feedback on delivery,
communication, collaboration, and the
contributions of key team members.
−To date, all engineering and CM assignments have been completed on schedule and within budget.Great Lakes Water Authority PMIS dashboard.
Northeast Service Area Program Management and Oversight Services 3-26
Evaluation Criteria 3 | Past Performance
»Enhanced Project Forecasting: Developed real-time
forecasting tools to manage budgets, anticipate risks,
and improve financial planning.
»CIP Execution Rate Improvement: Increased GLWA’s
CIP execution rate from 50% to 81%, achieving
substantial cost savings and faster project delivery.
Infrastructure Planning and Delivery
»Water Treatment Plant Upgrades: Managed upgrades
to five major water treatment plants, improving water
quality, treatment capacity, and regulatory compliance.
»Transmission Main Rehabilitation: Oversaw
rehabilitation and replacement of transmission mains,
including pipelines up to 96 inches in diameter, ensuring
reliable water distribution.
»Pump Station Enhancements: Led enhancements
to booster pump stations, maintaining system-wide
pressure stability and operational efficiency.
»Alternative Delivery Models: Utilized design-build,
progressive design-build, and construction
manager-at-risk to improve project cost efficiency and
accelerate timelines.
»Advanced Asset Management: Integrated risk-based
asset management strategies to extend infrastructure
lifespan and optimize capital investments.
Community Involvement and Communication
»Public Outreach Programs: Developed and executed
community engagement initiatives, providing
transparency and proactive communication with
residents, businesses, and local officials.
»Stakeholder Coordination: Collaborated with
municipalities, regulatory agencies, and community
organizations to align project goals with public needs.
»Real-Time Communication Strategies: Implemented
public meetings, digital updates, and direct engagement
efforts to keep stakeholders informed throughout the
project lifecycle.
»Customer Feedback Mechanisms: Established public
feedback systems to address community concerns,
fostering trust and accountability in CIP execution.
Supplemental Services
»Risk-Based Asset Management: Developed risk
prioritization frameworks to optimize investment
strategies and long-term infrastructure planning.
»Funding and Financing Assistance: Assisted GLWA in
securing low-interest financing and grants, supporting
cost-effective capital improvements.
»Climate Resilience Planning: Integrated sustainability
and resilience measures into infrastructure projects,
preparing GLWA’s system for future environmental
challenges.
»Digital Solutions and Smart Technology:
Implemented innovative digital tools to enhance
operational efficiency, asset monitoring, and
data-driven decision-making.
Through strategic leadership, advanced program controls,
and a commitment to innovation, AECOM has positioned
GLWA to deliver safe, reliable, and sustainable water
services for generations to come.
Page 3986 of 6641
Northeast Service Area Program Management and Oversight Services 3-27
Evaluation Criteria 3 | Past Performance
Relevance to Collier County
;Developed and implemented standardized program
management plans and operating procedures,
streamlining workflows, improving coordination, and
strengthening decision-making across all entities.
;Integrated advanced program controls and data
management systems, enabling transparent scheduling,
cost tracking, and performance reporting for complex
capital projects.
;Led planning, design, and delivery of diverse water
infrastructure upgrades, including water main
replacements, facilities improvements, and corrective
work audits to ensure compliance and reliability.
;Provided embedded engineering and administrative
support – augmenting staff capacity for operations,
permitting, construction coordination, and stakeholder
communications.
Chicago Department of Water
Management Water Capital
Improvement Program
Chicago, IL
As the lead JV firm, AECOM provides comprehensive
program management services for the Chicago
Department of Water Management’s $2.4 billion Water
Capital Improvement Program. Through strategic
leadership, robust program controls, and innovative
delivery methods, the JV is driving progress across all
phases of the capital program.
Chicago DWM is responsible for purifying and delivering
nearly 750 million gallons of drinking water daily, making
it one of the largest water utilities in the nation. In January
2023, AECOM-DBS assumed responsibility for program
delivery and coordination, supporting a wide range of
services including program administration, engineering
design, construction coordination, applied technology,
and water quality oversight. The CIP encompasses a
diverse portfolio of projects ranging from water main
replacement and facilities improvements to enterprise
technology systems and universal metering. The team
also supports strategic planning, financial management,
and integration of digital tools for efficient, data-informed
program execution.
Program Administration
»Program Management and Governance: Developed
a comprehensive Program Management Plan to guide
delivery through standardized operating procedures,
workflows, and program-wide protocols. These
efforts have strengthened decision-making and
improved coordination across all participating entities.
The plan also supports the establishment of clear
communication pathways and reporting mechanisms
that align with Chicago DWM priorities.
»Workforce Engagement and Culture Building:
Promotes a culture of continuous improvement
through bi-annual All Hands meetings, monthly “Water
Wednesdays” learning sessions, and the quarterly
“Transform” roundtable series, fostering professional
development and knowledge-sharing across the
program. These efforts strengthen team cohesion
and provide consistent visibility into program goals
and progress.
»Policy and SOP Standardization: Documented and
formalized procedures to streamline internal workflows,
increase staff efficiency, and reduce risk. SOPs were
developed to guide daily operations, improve clarity,
and facilitate onboarding of new staff and consultants.
Client
Chicago Department of Water Management
Client Contact
Joel Vieyra; First Deputy Commissioner
a: 1000 E Ohio St, Chicago, IL 60611
e: joel.vieyra@cityofchicago.org
t: 312.744.7001
Program Value
$2.5 billion
Program Duration
12/2022 - Ongoing (est. 12/2025)
Change Order History
There have been no change orders issued –
only annual authorizations from base contract
agreement.
Proposed Team Member Involvement
Cynthia
Chemello
Aaron
Rupp
Page 3987 of 6641
Chicago Department of Water Management Water Capital
Improvement Program, continued
Northeast Service Area Program Management and Oversight Services 3-28
Evaluation Criteria 3 | Past Performance
Program Controls, Reporting and Data Management
»Financial Oversight and Loan Support: Supports
Chicago DWM in preparing and submitting funding
applications for IEPA and WIFIA loans and manages
a broad portfolio of capital financing mechanisms,
including bonds, grants, and utility revenue. The
Program Controls team works closely with DWM’s
Finance team to align financial planning with project
delivery goals.
»Integrated Program Scheduling: Oversees schedule
development and management for all CIP projects using
Primavera P6. Maintains the Master Program Schedule,
which tracks project milestones, procurement activities,
and overall program progress. The schedule serves as a
central coordination tool among disciplines.
»Performance Monitoring and Cost Tracking:
Provides continuous schedule and budget monitoring
across the project lifecycle. Reconciles expenditures
with funding sources during closeout and supports
annual City budget hearings with detailed reporting.
Data is tracked and visualized using the City’s business
intelligence platform.
»Use of City Platforms: Tracks financial and project
data through the City of Chicago’s Budgeting
System, business intelligence platform, and Financial
Management and Purchasing System. This integration
enables consistent and compliant reporting.
Pre-Construction and Design Delivery
»Water Main and LSLR Design: Leads the planning
and design of water main CIP projects and corrective
infrastructure work, including support for the Lead
Service Line Replacement (LSLR) program. The team
develops 3- to 5-year CIP plans, manages consultant
agreements, and coordinates with Construction
Management on delivery and closeout. Audits are
conducted to assess field conditions and prioritize
non-compliant locations.
»Corrective Work Audits: Performs location-based
assessments to identify issues, verify asset data, and
confirm field conditions, enabling timely coordination
with DWM and contractors to execute improvements.
»Facilities Program Delivery: Oversees capital
improvements to Chicago DWM’s two water purification
plants, 12 pumping stations, water intake cribs, and
water tunnels. Manages design consultant selection,
procurement, and bidding processes to advance
project delivery. Leads field implementation oversight
so projects meet performance and compliance goals.
»Design and Construction Coordination: Provides
technical engineering support throughout the design
and construction lifecycle, including drawing reviews,
constructability evaluations, and real-time collaboration
with staff to address field conditions.
Supplemental Services
»Applied Technology Integration: Manages digital
platforms that support asset management, geospatial
data visualization, and data integration. Key tools
include the enterprise GIS portal, enterprise asset
management system, data warehouse, and a suite of
mobile apps that improve real-time field coordination.
»Water Quality Oversight: Conducts routine and
incident-based water sampling at intake and distribution
points. Monitors for lead and other contaminants,
supports regulatory compliance with EPA and IEPA, and
collaborates with Chicago DWM’s water quality team to
respond to anomalies.
»Universal Metering Program Support: Oversees
contractor activities for the MeterSave program,
ensuring performance standards are met.
Responsibilities include data verification, invoice review,
defect tracking, and contractor coordination. The team
is also supporting the preparation of a new RFP and
refinement of program requirements in collaboration
with Chicago DWM.
»Staff Augmentation and Operations Support:
Provides engineering and administrative support to
Chicago DWM’s Bureau of Distribution, assisting with
service crew scheduling, construction administration,
permitting, and communications with other agencies
and residents. Staff are embedded within DWM
operations and respond to real-time needs.
Through its integrated team structure, focus on
innovation, and commitment to operational excellence,
AECOM is helping the City of Chicago modernize its water
infrastructure, protect public health, and build a more
resilient utility system for the future.
Page 3988 of 6641
4
Project Approach, Willingness to Meet Time
and Budget Requirements
Page 3989 of 6641
Northeast Service Area Program Management and Oversight Services 4-1
Our proven programmatic approach delivers your critical
infrastructure projects by 2031, within budget and
seamless execution from pre-construction and design
through post construction.
Approach to Delivery and Resources to Achieve Program Schedule
AECOM has assembled seasoned professionals to achieve
the time and budget requirements of the Northeast Service Area (NESA) Program. Our team is purposeful and offers
highly qualified and immediately available staffing resources (detailed in Section 6) with decades of experience managing
complex water and wastewater programs, including Florida utilities. Our best-in-class program management framework,
aligned with Collier County’s institutional practices, provides the right expertise at the right time, and has the agility to
ramp up or down depending on program needs. Key staff will co-locate with the County, working as an extension of
Utility staff to drive program objectives forward. Most team members are Florida-based, with at least 75% capacity to
begin work upon Notice to Proceed (NTP). Most of our team is currently engaged on projects and are committed to
transitioning full-time to NESA program within three months of NTP at the County’s request. Our high-performing team
of 60+ program management professionals demonstrates we can meet each phase and major element of the program.
With our team is backed by 1,100+ professionals in Florida, 4,100+ throughout the Southeast, and 50,000+ worldwide,
we have the resources available to complete the program by September 1, 2031.
Organizational Framework
Our structure is designed for absolute accountability and
control across the program life cycle with Program Manager Roger Williams accountable for all aspects of the program
and the primary point of contact on all delivery and execution matters. Roger has organized the team into four functional
areas, as described below, to cover the breath of program obligations using four dedicated task managers that provide
the focus that is necessary to produce results (Exhibit 4-1). The resource pool supporting each task manager
was meticulously selected to provide specific expertise required for successful execution and delivery of these core
programmatic functions essential to meeting scope, budget, and schedule objectives.
1. Program Initiation, Administration, Control, and Reporting Task Manager: Kristopher Grigg establishes
governance, standard processes, and integrated performance controls, including Program Management
Office setup, risk management, and reporting systems for consistency and transparency.
2. Pre-Construction and Design Delivery Task Manager:
Christopher Alverson leads design phases, QA/QC
reviews, and constructability assessments to drive
readiness for permitting and bidding.
3. Construction Oversight and Quality Control Task Manager: Richard Redmond provides comprehensive
oversight during construction, managing CEI teams, safety audits, scheduling, and commissioning. Oversees
O&M documentation, asset transfer, and warranty administration.
4. Community and Public Engagement Task Manager:
Jennifer Kellar delivers strategic communications, manages program dashboards, and promotes
transparency and stakeholder confidence.
Commitment to Collier County’s Vision
The NESA program management initiative is a pivotal step
in supporting Collier County’s rapid growth. Our role is to deliver essential water and wastewater infrastructure that
communities rely on, on time and within scope, to meet the 2031 implementation goal. By connecting expertise and
driving operational excellence, we’re helping Collier County build a resilient, sustainable future.
As demonstrated in Exhibit 4-2, AECOM brings a unique and thorough knowledge of your systems, needs, scope, and
interdependences of the NESA projects, having completed the Public Utilities Water-Sewer District Master Plan in 2014
with updates in 2016, 2018 and 2023.
Exhibit 4-1. Leveraging a team of 60+ program management experts and specialized support resources, we provide the capacity and structure required to execute every service by September 1, 2031.
Tony Indorato
Health & Safety
Roger Williams, PE
Program Manager
Ronald Cavalieri, PE
Principal-in-Charge
Program Governance and Technical Advisory
Collier CountyBoard of County Commissioners
Jennifer Kellar, APR, PMP Task Manager
Community and Public Engagement
Richard Redmond, PE Task Manager
Construction Oversight andQuality Control
Kristopher Grigg, PSP, PMP, EVP, CCP Task Manager
Program Initiation, Administration, Control and Reporting
Christopher Alverson, PE Task Manager
Pre-Construction and Design Delivery
Supplemental and Additional Services to Support Task Orders
= Fast-Start Team = Key Personnel
1 2 3
Capri PumpStation
Manatee PumpStation
Exhibit 4-2. Existing and Future Service Area and Facilities
including NESA
Evaluation Criteria 4 | Project Approach, Willingness to Meet Time and Budget Requirements
4. Project Approach
Page 3990 of 6641
Northeast Service Area Program Management and Oversight Services 4-2
Each program component is interdependent – making timing and coordination critical. We will apply integrated controls
and proactive risk management to keep delivery on track and assets ready for operation. Our team blends technical
rigor with collaboration to turn plans into measurable progress – advancing design, accelerating construction,
and commissioning assets while engaging stakeholders and reinforcing the County’s commitment to service. To achieve
this, we will launch a Fast Start, establishing the program framework and Program Management Office within 90 days
of NTP to meet budget and schedule objectives.
Accelerated Fast Start and Initiation
Exhibit 4-3 outlines our Fast Start activities that launch the program in the first 90 days and build early momentum. This
phase sets governance in place, aligns stakeholders, and activates program controls to keep delivery on track. Led
by Kristopher Grigg, our lean, integrated team will shape execution plans, deploy digital systems, and establish clear
performance expectations. Kris is supported by core team of 14 professionals that are capable of performing the following
activities essential to adherence to budgetary and schedule goals. Key activities include:
−Building the Program Definition Framework and
organizational design
−Conducting readiness assessments and developing the Program Management Plan (PMP)
−Rolling out advanced digital tools for real-time reporting
and control
Our team is differentiated by the ability to leverage successes of team-building and chartering workshops.
These sessions bring leadership together, clarify roles, and foster collaboration, proven to strengthen financial and
program outcomes.
This lean team starts strong, bringing everything together
to realize a fully operational program management office,
master schedule and budget, and an integrated team that
knows exactly who does what. With a clear roadmap, we
move quickly and confidently into design, procurement, and
construction. This structured approach reduces risk, speeds
up decisions, and sets the stage for predictable, efficient
delivery – the foundation for a successful program.
Exhibit 4-3. Program Management Roadmap
Kris Grigg’s team has proven experience serving in similar Fast Start initiatives such as MDWASD Wastewater System Priority Program, City of Baltimore Consent Decree Program, and DC Water AWTP Program.
Evaluation Criteria 4 | Project Approach, Willingness to Meet Time and Budget Requirements
Month 03 Months 04 - 12Month 01 Month 02
Community Involvement and CommunicationProgram Initiation, Administration, Controls & Reporting2026 20302031202920282027PMP and Performance Management Development
Project Controls and ReportingMaster Schedule & Budget
Reports & Dashboards
Digital Delivery System - Current Systems Evaluation & Integration
Develop Initial Master Schedule & Key Milestones
Community Involvement and Communication Engagement Strategy Development Community Involvement and Communication Execution and DeliveryPre-Construction and Design DeliveryReview Current Program Components and Critically Linked Projects
Pre-Construction and Design DeliveryForm Project Delivery Teams
Project Prioritization
Quality Management
Risk Management
Change Management
Integrate Document Management
Construction Oversight and Quality ControlQuality Control Plan Development Active Oversight and Performance Monitoring
Continuous ImprovementTraining and Safety Development
Site Assessments
Day 90: Initiation CompleteDay 01: NTP Issued
Website Strategy Development Website Execution and Maintenance
Kick-off & Program Definition Framework
Chartering Session
FAST START Defined Initiation
Delivery Model + Organizational Design
Team Orientation & Training
Develop/Validate SOPs
Page 3991 of 6641
Northeast Service Area Program Management and Oversight Services 4-3
Evaluation Criteria 4 | Project Approach, Willingness to Meet Time and Budget Requirements
Project and Resources Delivery by Phase
After the Fast Start, we move forward with a structured, phased approach that keeps scope, schedule, cost and
quality firmly on track, delivering predictable, high-quality results across every program component. Each phase is
backed by strong governance, integrated digital tools and proactive risk management to anticipate challenges before
they arise.
The resources shown in the organization chart (Exhibit
1-1 in Section 1) are engaged as needed, based on project
stage and task requirements. This flexible model means the
right expertise is available at the right time. Our bench of
specialists is committed to your program and ready to act
under the direction of Program Manager Roger Williams and
the County to efficiently deliver the full program scope.
Phase 1 – Planning and Validation
This phase, built on AECOM’s proven people, processes, and
procedures, establishes the foundation for all subsequent
activities. Both the program initiation team (led by Kristopher
Grigg) and pre-construction team (led by Christopher
Alverson) will review the CIP project portfolio, validate
objectives, scope, and priorities, and incorporate them into
the program for active management and oversight. The
aggregate resource count of team dedicated to this effort is
32 – all qualified to perform the specialized tasks described
below and relevant to attainment of the budgetary and
schedule goals.
−Scope, Schedule, and Budget Validation: Confirm all
NESA project parameters against County objectives, constraints, and regulatory requirements.
−Standardized Work Breakdown Structure (WBS):
Develop a WBS aligned with County reporting standards, integrating cost, schedule, and risk elements.
−Integrated Baseline in Primavera P6: Develop a cost-
loaded master baseline schedule integrated with the Program Controls Engine (PgCE) to provide continuous
visibility into performance.
−Risk Register Development: Identify and quantify risks,
linking them to schedule and cost data for proactive mitigation.
−Governance Framework: Embed decision gates
and approval workflows to ensure transparency and accountability.
Phase 2 – Design Development
We apply technical rigor and quality assurance to manage designs, providing compliance with design intent and
constructability while maintaining cost-effectiveness. This phase is managed by the Pre-Construction and Design
Delivery team under Christopher Alverson, supported by technical resources including project managers, reviewers,
and subject matter experts. This core team of 18 performs the following services which contribute to the development
of complete design products, have been validated through VE and constructability reviews – reducing the risk of change
orders and claims.
−Dedicated Design Managers and Discipline Leads: Specialists in water and wastewater systems oversee
design progress and coordination.
−QA/QC and Constructability Reviews: Independent reviews confirm compliance with codes, standards, and
operational requirements.
−Permitting and Regulatory Alignment: Coordinate,
monitor, and advocate on behalf of owner during the
permitting application process to avoid approval delays.
−Digital Integration: Manage design deliverables in
Procore for version control and traceability, linked to PgCE for schedule and cost impact analysis.
Phase 3 – Procurement and Contracting
AECOM supports Collier County’s goals for competitive,
transparent, and timely procurement. This phase is led by the County’s Procurement Department and supported by the
Pre-Construction and Delivery Task Manager, Christopher Alverson, verifying design packages are complete and
well-defined to minimize risks of delays or protests. Key objectives include:
−Procurement Strategy Development: Structure
packages to optimize market competitiveness and align with schedule priorities.
−Bid Document Preparation: Deliver unambiguous,
complete, and compliant bid packages to reduce change order risk.
−Integration with Master Schedule: Embed procurement
milestones in Primavera P6 and monitor through PgCE dashboards.
−Vendor Engagement: Conduct early outreach and prequalification to secure readiness for critical
work packages.
Phase 4 – Construction, Commissioning, Close-Out, and Transfer
Our team provides comprehensive oversight, quality, and cost control during construction and facilitate a smooth
transition to operations. This phase is managed by Richard Redmond and supported by contract administrators,
claims specialists, and commissioning teams comprising of 12 individuals who are qualified in delivering the required
services.
−Coordination with CEI Teams and Safety Auditors:
Verify adherence to specifications, safety standards, and environmental compliance.
−Change Management: Implement formal workflows to
prevent scope creep and maintain cost integrity.
−Testing and Commissioning: Coordinate activities for
operational readiness and compliance with performance criteria.
−Training and Documentation: Deliver O&M manuals and
asset data to support long-term reliability.
−Asset Transfer and Warranty Administration: Provide
comprehensive records and validate warranty processes
to protect the County’s interests.
−Final Program Reports and Lessons Learned:
Document performance metrics, cost outcomes, and best practices for continuous improvement.
Page 3992 of 6641
Northeast Service Area Program Management and Oversight Services 4-4
Evaluation Criteria 4 | Project Approach, Willingness to Meet Time and Budget Requirements
Our conceptual schedule demonstrates
our understanding for a selected project
phased approach, anticipated durations,
and logical sequencing of activities.
For illustration, the NECWTP 10
MGD Phase 1 project was selected.
Program documentation establishes
a design kick-off date of July 1, 2025,
with a firm growth-driven compliance
milestone of September 1, 2031,
representing the required operational
readiness for service to the Northeast
Service Area.
Our schedule reflects all major activities
necessary to achieve final completion,
including programmatic tasks, CEI
services, design development,
permitting, procurement, construction,
and post-construction warranty
obligations. Each phase is structured
to maintain critical path integrity and
minimize schedule risk. Design activities
incorporate progressive deliverables
at 30%, 60%, and 90% completion,
followed by permit-ready and bid-
ready design packages. Permitting
milestones captures both regulatory
and building department approvals,
while construction activities include
commissioning, substantial completion,
and final acceptance.
The schedule format integrates summary milestones and key performance indicators (KPIs) that will be tracked and displayed on the program dashboard to support proactive management and decision-making. These summary milestones are not activities that count against the 40-item limit.
A comprehensive master schedule
for all NESA projects will be prepared,
identifying predecessor and successor
relationships within and between
projects to provide full visibility into
interdependencies, resource allocation,
and sequencing across all the program
elements and critically linked projects.
Conceptual Schedule
Northeast Service Area Program Management and Oversight Services X-4
Evaluation Criteria 4 | Project Approach, Willingness to Meet Time and Budget Requirements
Our conceptual schedule demonstrates
our understanding for a selected project phased approach, anticipated durations,
and logical sequencing of activities.
For illustration, the NECWTP 10 MGD
Phase 1 project was selected. Program
documentation establishes a design
kick-oƬ date of July 1, 2025, with a Ʈ rm
growth-driven compliance milestone
of September 1, 2031, representing
the required operational readiness for
service to the Northeast Service Area.
Our schedule reư ects all major activities
necessary to achieve Ʈ nal completion,
including programmatic tasks, CEI
services, design development,
permitting, procurement, construction,
and post-construction warranty
obligations. Each phase is structured
to maintain critical path integrity and
minimize schedule risk. Design activities
incorporate progressive deliverables
at 30%, 60%, and 90% completion,
followed by permit-ready and bid-
ready design packages. Permitting
milestones captures both regulatory
and building department approvals,
while construction activities include
commissioning, substantial completion,
and Ʈ nal acceptance.
The schedule format integrates
summary milestones and key
performance indicators (KPIs) that
will be tracked and displayed on
the program dashboard to support
proactive management and decision-
making. These summary milestones
are not activities that count against the
40-item limit. A comprehensive master
schedule for all NESA projects will be
prepared, identifying predecessor and
successor relationships within and
between projects to provide full visibility
into interdependencies, resource
allocation, and sequencing across all
the program elements and critically
linked projects.
Conceptual Schedule
Activity ID Activity Name OriginalDuration Start Finish TotalFloat Predecessors Successors
NECWTP 10 MNECWTP 10 MGD – Phase 1 1630 01-Jul-25 29-Sep-31 -21
Program ManProgram Management 1630 01-Jul-25 29-Sep-31 -21
PGM-1000 Program Initiation and Start Up 90 01-Jul-25 03-Nov-25 19 MIL-1000 PGM-1010, DES-1070
PGM-1010 Administration, Control, and Reporting 1480 04-Nov-25 07-Jul-31 39 PGM-1000 PGM-1040
PGM-1020 Design Management 551 01-Jul-25 10-Aug-27 -21 MIL-1000 PRO-1070
PGM-1030 Construction Oversight & Quality Control 989 11-Aug-27 26-May-31 -21 MIL-1020 MIL-1050
PGM-1040 O&M + Record Documents, Asset Transfer, Financial Closure 30 27-May-31 07-Jul-31 39 MIL-1050, PGM-1010 MIL-1010
PGM-1050 Warranty Representation 90 27-May-31 29-Sep-31 -21 MIL-1050
Summary PrSummary Program Milestones 2254 01-Jul-25 01-Sep-31 -1
MIL-1000 Design Kick-off 0 01-Jul-25 -28 DES-1010 DES-1020, PGM-1000, PGM-1020
MIL-1040 Design & Permitting Complete 0 11-Feb-27 -29 PER-1020 DES-1060
MIL-1020 Construction NTP 0 11-Aug-27 -29 CON-1010 PGM-1030, CON-1080
MIL-1030 Substantial Completion 0 25-Feb-31 -29 CON-1050 CON-1060
MIL-1050 Final Completion 0 26-May-31 -29 CON-1070, PGM-1030 PGM-1050, PGM-1040
MIL-1010 Growth Comply Req. 0 01-Sep-31* -1 CON-1070, PGM-1040
DDeessign Phase 621 01-Jul-25 13-Mar-27 -29
DES-1010 Design Initiation/Kick-off 0 01-Jul-25 -29 DES-1000, DES-1020, MIL-1000
DES-1020 30% Design & BODR Submission 180 02-Jul-25 28-Dec-25 -29 DES-1010, MIL-1000 DES-1030, DES-1070
DES-1070 30% Review & Comments 15 29-Dec-25 12-Jan-26 -29 DES-1020, PGM-1000 DES-1030
DES-1030 60% Design Submission (Plans & Specifications)100 13-Jan-26 22-Apr-26 -29 DES-1020, DES-1070 DES-1040, DES-1080
DES-1080 60% Design Review 15 23-Apr-26 07-May-26 -29 DES-1030 DES-1090
DES-1090 Value Engineering/Constructability Review 15 08-May-26 22-May-26 -29 DES-1080 DES-1100
DES-1100 Conduct V/E & Constructability Workshop 0 22-May-26 -29 DES-1090 DES-1040
DES-1040 90% Design Submission (Plans & Specifications)100 23-May-26 30-Aug-26 -29 DES-1030, DES-1100 DES-1050, PER-1010
DES-1050 100% Permit Ready Documents 45 31-Aug-26 14-Oct-26 -29 DES-1040 PER-1020
DES-1000 Design Summary 621 01-Jul-25 13-Mar-27 -29 DES-1010 DES-1060
DES-1060 Finalize and Assemble Bid-Ready Package (Ready for
Procurement)
30 12-Feb-27 13-Mar-27 -29 DES-1000, PER-1020, MIL-1040 PRO-1030
PermittingPermitting 165 31-Aug-26 11-Feb-27 -29
PER-1010 Submit and Acquire Site Plan Approval 30 31-Aug-26 29-Sep-26 -14 DES-1040 PER-1000
PER-1000 Submit and Acquire FDEP Approval 120 30-Sep-26 27-Jan-27 -14 PER-1010 PER-1020
PER-1020 Submit and Acquire Building Permit Approvals (Multidisciplinary)120 15-Oct-26 11-Feb-27 -29 DES-1050, PER-1000 DES-1060, MIL-1040
ProcurementProcurement 150 14-Mar-27 10-Aug-27 -29
PRO-1000 Procurement 90 14-Mar-27 11-Jun-27 -29 PRO-1030 PRO-1070
PRO-1030 Advertise Bid Package 0 14-Mar-27 -29 DES-1060 PRO-1040, PRO-1000
PRO-1040 Bid Solicitation Period 60 14-Mar-27 12-May-27 -29 PRO-1030 PRO-1050
PRO-1050 Bids Due 0 12-May-27 -29 PRO-1040 PRO-1060
PRO-1060 Bids Review Period 30 13-May-27 11-Jun-27 -29 PRO-1050 PRO-1070
PRO-1070 Award Recommendation (Final Negotiations & Commercial Terms)60 12-Jun-27 10-Aug-27 -29 PRO-1060, PGM-1020, PRO-1000 CON-1010
ConstructionConstruction 1385 11-Aug-27 26-May-31 -29
CON-1000 Construction Summary 1385 11-Aug-27 26-May-31 -29 CON-1010, CON-1070
CON-1010 Issue NTP 0 11-Aug-27 -29 CON-1000, PRO-1070 CON-1020, MIL-1020, CON-1080
CON-1080 Pre-Construction Conference 15 11-Aug-27 25-Aug-27 -29 CON-1010, MIL-1020 CON-1090
CON-1090 Mobilization 90 26-Aug-27 23-Nov-27 -29 CON-1080 CON-1020
CON-1020 Construction 1100 24-Nov-27 27-Nov-30 -29 CON-1010, CON-1090 CON-1050, CON-1030
CON-1030 Commissioning, Start-up and Operator Training 90 28-Nov-30 25-Feb-31 -29 CON-1020 CON-1050
CON-1050 Substantial Completion 0 25-Feb-31 -29 CON-1020, CON-1030 CON-1060, MIL-1030
CON-1060 Project Close-Out 90 26-Feb-31 26-May-31 -29 CON-1050, MIL-1030 CON-1070
CON-1070 Final Completion 0 26-May-31*-29 CON-1000, CON-1060 MIL-1010, MIL-1050
2 Q Q4 Q Q Q Q4 Q Q Q3 Q Q Q2 Q Q Q1 Q Q Q4 Q Q Q Q4 Q Q Q3 Q
025 2026 2027 2028 2029 2030 2031
NECWTP 10 MGD – Phase 1
Remaining Level of Effort
Actual Level of Effort
Actual Work
Remaining Work
Critical Remaining ...
Milestone
Page 1 of 1 Print Date: 20-Nov-25
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Northeast Service Area Program Management and Oversight Services 4-5
Cost Management Approach
A well-defined cost management strategy is critical for program success. It drives financial discipline, prevents
overruns, and supports informed decision-making. Without it, programs risk delays, reduced scope, or failure due to
uncontrolled spending. AECOM’s rigid cost control strategy combines governance, advanced analytics, and proactive
risk management to deliver predictable outcomes. Those strategies and tools are fundamental to our daily duties and
are engrained in the staff that operate across all functional groups. Our approach is differentiated by actions that:
−Set a Cost Baseline: Establish a clear, approved budget
broken down by phases and work packages as the
benchmark for performance tracking.
−Use Accurate Estimation: Apply proven techniques
(bottom-up, parametric) and include contingency reserves for identified risks.
−Implement Governance: Define roles, responsibilities,
and formal approval processes for any cost-impacting changes to prevent unauthorized spending.
−Track with EVM: Use Earned Value Management to monitor PV, EV, and AC, calculating CPI and SPI for early
warning signals.
−Monitor Variances: Conduct regular variance analysis, investigate root causes, and take corrective actions
promptly.
−Forecast Continuously: Update EAC and ETC throughout
the program to predict future costs and adjust plans
proactively.
−Optimize Costs: Reallocate resources, renegotiate
vendor contracts, and prioritize high-value deliverables to stay within budget.
−Manage Risks: Maintain a cost risk register and control
contingency fund release through governance.
−Report Transparently: Provide stakeholders with dashboards and KPIs for clear visibility into cost
performance and trends.
−Closeout and Learn: Compare actual costs to the
baseline, document variances, and capture lessons learned for continuous improvement.
Program Administration and Control – The Backbone of Cost Governance
Proper program administration is the foundation for successful cost management. It lays out streamlined
processes, digital integration, and governance structures that are engrained in our Program Management Manuals.
Those established processes allow project managers to focus on strategic decisions and never lose sight of
important controls that collectively promote cost certainty. Under the leadership of Kristopher Grigg, program
administration, controls and reporting functions will maintain overall cost management through:
−Program Procedures: Standardized processes for cost control, scheduling, risk & change management, document
control and reporting.
−Risk Management: Integrated risk register linked to cost and schedule for proactive mitigation.
−PMIS (Program Management Information System): AECOM’s Program Controls Engine (PgCE)
integrates cost, schedule, risk, and change management in one platform; allows earned
value tracking and risk-adjusted forecasting; conducts Monte Carlo simulations for
contingency planning; and provides dashboards for continuous performance
reporting.
−Document Control: Procore integration for version-controlled, auditable records tied to
cost workflows. Procore serves a centralized repository for contracts, RFIs, and QA/QC
documentation; allows full audit trails for compliance and transparency; and provides
seamless integration with PgCE for cost and schedule alignment.
−Cost Control: Performance-driven cost
management architecture that supports
baseline budget establishment and versioning, commitment and contract oversight, probabilistic
forecasting, variance and scenario analyses, formalized change management workflows, and robust funding and
financial reporting.
−Master Scheduling: The cost-loaded baseline is developed and maintained in Primavera P6, then integrated
into the PgCE to enable time-phased cost management, risk-informed forecasting, and continuous, user-friendly
visibility.
−Permitting and Compliance: Avoid delays that drive cost escalation.
−Accounting and Invoicing: Transparent, auditable financial processes.
−KPI Tracking: Dashboards powered by Power BI for cost
performance visibility.
−Grants and Funding: Integration of funding sources into cost forecasts.
This dashboard, part of AECOM’s Program Controls Engine, is used to drive
performance and transparency on the Queens Blvd Line East Program.
Evaluation Criteria 4 | Project Approach, Willingness to Meet Time and Budget Requirements
Page 3994 of 6641
Northeast Service Area Program Management and Oversight Services 4-6
Budget Development and Forecasting
Budget development starts during Fast Start with a cost baseline aligned to the master schedule and WBS. The baseline uses bottom-up and
parametric estimates to reflect scope, schedule, and market conditions, with contingencies for quantified risks and escalation based on ENR CCI
trends (2-4% annually). Early inflation planning helps avoid underfunding and mid-project adjustments.
Once approved, monthly cash flow and annual funding forecasts guide resource allocation and minimize borrowing costs. Continuous EVM
tracking (PV, EV, AC) during execution provides CPI/SPI metrics for early warnings on cost or schedule issues, enabling timely corrective actions.
This integrated approach improves predictability and reduces overruns by 5-10% versus programs without forecasting.
• Type of change
• Reason for change
• Scope impact
• Change requests
• Notice of deviation
• Analyze variance• Process changes• People changes• Information change• Cost of change• Risk assessment• Facility impact
• Define ceviation or changed scope• Assess impact• Corrective action alternatives
• Stakeholder analysis
• Action plan
• Communication plan• Training plan• Procurement plan• AECOM escalation process
• KPI reporting
• Management review
• Contingency review
1Identify the Change 2The Details 3The Approach 4Implement 5Monitor
Change Order Management
Change orders typically arise during design development and construction phases, often due to unforeseen conditions,
scope adjustments, or regulatory changes. AECOM embeds governance workflows within PgCE so that every change request
undergoes formal review for cost, schedule, and risk impact. This structured process prevents unauthorized spending and
maintains transparency.
Impact analysis using scenario modeling is applied before approving any change, assessing downstream effects on budget and schedule. For example, if a design modification adds $500,000 in direct costs, PgCE evaluates whether accelerating
procurement or resequencing tasks can offset the impact. Mitigation strategies include value engineering (VE) and life cycle cost analysis (LCCA), which often identify alternatives that reduce initial costs or long-term operating expenses. Industry
data indicates that rigorous change management can reduce cumulative change order costs by 15-20%, translating to millions in savings on large-scale programs.
Value Engineering and Life Cycle Cost Analysis
VE workshops are scheduled during the mid-design phase, typically after preliminary documents are complete but before final design approval. This timing allows the team to have sufficient design detail to evaluate cost-function relationships
without causing rework. VE focuses on high-cost areas, generating alternatives that maintain functionality at lower cost. For example, substituting materials or optimizing structural systems can yield savings of 3-7% of construction costs.
LCCA complements VE by evaluating total cost of ownership, including operations and maintenance. While an alternative may
have a higher initial cost, LCCA often reveals long-term savings through reduced energy consumption or extended asset life. These analyses are particularly valuable for wastewater and water treatment facilities, where operational costs can exceed
initial construction costs over a 30-year lifecycle. AECOM programs that apply LCCA typically achieve 10-15% savings in lifecycle costs, improving overall value for ratepayers.
VE Studies that Deliver More For Less
ProjectHigh and Low Pressure Reclaimed Final
Effluent Pump Systems Upgrades, DC Water
New Pumping Facility and Transmission Force
Main, Hampton Roads Sanitation District
Filter Facility Filter Capacity
Improvements, Fairfax County
Result19 VE proposals and 12 design comments.33 VE proposals and 22 design comments.19 VE proposals.OutcomeFive accepted VE proposals yielded $520K in initial savings and $970K in potential life cycle savings; eight design comments were also approved.
VE proposals delivered up to $26.6M in potential savings, about 20% of total project costs, and shorten design and/or construction schedules.
5 VE proposals and 8 design comments were accepted, resulting in a $520k initial and $970k life cycle cost savings potential.
Evaluation Criteria 4 | Project Approach, Willingness to Meet Time and Budget Requirements
The master program schedule
establishes the plan for successful
program delivery, including
critical management information
such as forecasts of resource
needs and cash flow requirements
over the life of the program.
Page 3995 of 6641
Northeast Service Area Program Management and Oversight Services 4-7
Cost Estimating Excellence
Accurate cost estimating begins in the planning phase and evolves through design and construction. AECOM applies
advanced parametric cost models early to deliver reliable estimates grounded in historical performance and industry
benchmarks. These models incorporate ENR CCI trends and regional market factors, maintaining realistic projections
even in dynamic conditions.
As design advances, estimates progress from conceptual
to detailed construction documents – reducing uncertainty and strengthening budget confidence. Leveraging lessons
learned across AECOM’s global portfolio and applying Monte Carlo simulations for risk-adjusted forecasting,
we proactively mitigate cost overrun risks. Industry data indicates that programs using this integrated approach
consistently achieve accuracy within ±3% at final design, compared to ±10% for traditional methods – delivering
superior cost certainty and value for clients.
Our estimators draw on hands-on field experience to
understand project complexities, anticipate challenges, and
identify ways to save time and reduce costs. By merging
construction acumen with economic insight, we deliver
resilient and defensible estimates that mitigate financial risks
and provide a competitive edge in project bidding.
Past Performance of Meeting Owners’ Budgets
AECOM consistently delivers within established budgets,
effectively managing change orders and applying proactive forecasting to maintain cost control across
diverse programs. The following table highlights selected projects that demonstrate our experience delivering
within established budgets and managing change orders effectively.
Please note that many change orders are amendments to extend program management services – providing continued
oversight and coordination – while others reflect owner requested scope adjustments to meet evolving project needs.
Evaluation Criteria 4 | Project Approach, Willingness to Meet Time and Budget Requirements
»132 projects delivered within the contract amount,
without amendments to the construction contracts
»Change orders averaged 7% of the contract amount,
which is within the 10% contingency allocations
»Approved contingency allowance requests/change
orders can be summarized by reason type as follows:
−Unforeseen Condition: 32%
−Other: 26%
−Discrepancies in Contract Docs: 21%
−Owner Request: 14%
−TBD: 5%
−Substitution Request: 1%
Project Name, Client
Current
Budget
Acutal
Budget
Total Change
Order Amount
Owner
Requested
CO Explanation for Change Order(s)
Collier County NCWRF Pretreatment Facility Engineering $4.3M $4.3M $0 Yes Change order involved reallocation of funds; no increase in fee.
DeKalb County CIP Program $90.3M $90.3M $11.7M Yes
Budget includes annual authorizations from base contract agreement as well as four change orders adding tasks such as master planning, technical assistance, and stormwater/drainage program management.
MDWASD Wastewater Systems Priority Program $99M $139M $40M Yes
Owner requested additional services to include non-consent order scope items; expanded the quantity of projects under management from 81 to 170; construction delays due to Force Majeur conditions
NY Department of Environmental Conservation $16.6M $20.6M $4M Yes Owner exercised optional 2-year extension due to delays associated with the pandemic and supply chain disruptions that affected construction.
NYSDEC Bay Park Conveyance Program $16.6M $20.6M $4M n/a
No construction contract amendment as all owner initiated
changes, unforeseen, or Force Majeure items were covered under
allowances and contingencies established for that purpose.
Hampton Roads Sanitation District SWIFT Program $80M $80M None n/a None – annual authorizations from base contract agreement.
Chicago Department of Water Management Water CIP Program $164M $164M None n/a There have been no change orders issued – only annual authorizations from base contract agreement.
Cape Coral Upper Floridan Water Supply Well, Phase II $4.4M $4.4M None n/a None
Change Management Statistics – MDWASD Wastewater Systems Priority Program
Page 3996 of 6641
5
Location
Page 3997 of 6641
Northeast Service Area Program Management and Oversight Services 5-2
Evaluation Criteria 5 | Location
5. Approach to Staff Location for Program Management and Execution
Following project kick-off, our priority is to establish a fully operational Program Management Office within the first
90 days of program initiation – creating a centralized hub that drives collaboration, accelerates decision-making, and
ensures program responsiveness.
The final location will be determined in collaboration with Collier County, balancing program priorities, accessibility, and
funding considerations. In partnership and close collaboration with the County, we will collectively evaluate options that
best support stakeholder engagement and operational efficiency, such as:
−An on-site Collier County location, offering direct
access to County management and owner champion
−A mutually agreed off-site facility, strategically
positioned for convenient access to key stakeholders
−The AECOM Fort Myers office, if it aligns with County
objectives and program needs
The Program Management Office will serve as the
command center for program oversight, enabling seamless coordination, real-time information flow, and proactive issue
resolution. As part of our Fast Start strategy, we will collaborate with Collier County during project alignment to confirm
the optimal Program Management Office location, the duration of usage, and facilities and furnishing requirements, for
the resource commitments. Once operational, the Program Management Office will be fully prepared to manage on-site
data collection, coordinate the distribution of information, and maintain consistent engagement with all stakeholders.
Our Program Management Office provides efficient day-to-day management and seamless information flow between
internal teams, external partners, and County staff. The Program Management Office will house a core group of
personnel dedicated exclusively to the program, including:
Our delivery model is strengthened through an integrated structure that connects co-located, Fort Myers-based,
remote, and regional team members. Remote and hybrid staff, such as discipline leads and other support staff, will
participate in daily coordination through structured collaboration and communication workflows that keep the team
aligned. They will remain connected through Microsoft Teams, participating in virtual meetings, and with access to
shared databases, platforms, and PMIS systems. Remote or hybrid members have the capacity to report to the program
office or jobsite when necessary and for extended durations as well. Our approach includes:
−Daily on-site management conducted by co-located staff to manage day-to-day activities.
−Integrated hybrid participation, where local, remote and regional staff join regular coordination meetings using
video-enabled technology and shared digital workspaces.
−Centralized information management, where all project data including field reports, meeting documentation,
submittal tracking, and schedule updates, is entered into a single project platform accessible to all team members.
−Defined communication protocols that enable consistent distribution of information between on-site, hybrid, local,
and remote participants, for unified direction and accountability.
−Advanced collaboration tools such as Microsoft Teams and SharePoint to facilitate real-time communication and
seamless day-to-day management.
−Performance management will be driven by measurable KPIs, tracking deliverables, response times, and quality
standards. Dashboards will provide real-time visibility into progress, and clear task ownership (ball in court) will
reinforce accountability.
−Cybersecurity will be a critical component of this framework, incorporating multi-factor authentication, encrypted
data transmission, and role-based access controls to safeguard sensitive project information.
We frequently co-locate at our clients’ offices on large programs
or have created Program Management Offices in our office
spaces if our clients prefer. Examples include Miami-Dade Water
and Sewer Department, DeKalb County, DC Water, HRSD, Detroit
Water and Sewerage Department, Chicago Department of Water
Management, San Francisco Public Utilities Commission, and
many others.
−Program Manager Roger Williams
−Task Managers Kristopher Grigg, Christopher Alverson,
and Richard Redmond
−Public Information and Communication Lead
Tara Lombardo
−Document Control and PMIS Administrator
Cherie Wolter
−CIP Master Scheduler Mihaela-Elena Tomulescu
−Project Managers Rene Brito, Zein Hayek,
and Jack Miller
−Site/Facility/Area Contract Administrators Javier Salzar,
Alfredo Olivares, Marvin Sanchez, and Everette Lopez
−Safety Auditor Samuel Tinoco
Page 3998 of 6641
Northeast Service Area Program Management and Oversight Services 5-3
Evaluation Criteria 5 | Location
This blended model provides a strong physical project presence supported by a robust virtual framework – enabling
real-time decisions, streamlined communication, and coordinated execution regardless of team member location.
We recognize that program needs may evolve, so our Program Management Office location and team structure are
designed to be flexible. Regular reviews with County staff will be conducted to assess whether the current setup
continues to best serve program objectives, allowing us to adapt quickly to changing requirements or feedback. In
collaboration with the County, we will identify cost efficiencies and reimbursement strategies with regard to location to
maximize your investment.
AECOM’s Florida offices – staffed locally and backed by a
network of 1,100+ professionals statewide – provide the
County with immediate expertise, responsive support, and
deep resources to deliver exceptional program outcomes.
AECOM’s history of program management excellence dates
back to the early 1990’s, when our legacy firms developed an
early portfolio that established us as a top provider of program
management services for Florida capital programs. Serving as
program manager, we have delivered some of the largest and
most iconic capital programs in the state’s history.
Page 3999 of 6641
6
Recent, Current, and Projected
Workloads of the Firm
Page 4000 of 6641
Northeast Service Area Program Management and Oversight Services 6-1
Evaluation Criteria 6 | Recent, Current, and Projected Workloads of the Firm
StaƬ Commitment and Availability
Our team brings the right people, processes, and tools to
deliver your program successfully. We have assembled a
dedicated team with experience in shaping and delivering
complex, multi-stakeholder programs for clients like Collier
County. In addition, many of our staƬ have worked on Collier
County projects, bringing a blend of Ʈ rsthand knowledge
of local insight and industry-leading programmatic best
practices to the County. Each member is committed for the
full duration of the program, supported by AECOM’s global
network of specialists.
Our proposed team is fully committed to the Northeast
Service Area Program and aligned with the County’s
infrastructure delivery schedule through 2031. Each team
member’s current workload has been carefully reviewed to
conƮ rm availability for this program, and our PMO-assigned
staƬ are dedicated exclusively to this eƬ ort (identiƮ ed
in Section 5).
Recent and Current Workload
Our team was selected with availability and capacity
in mind. Each individual’s current commitments were
analyzed to conƮ rm they can dedicate time and attention
to the Northeast Service Area Program. This program is a
priority, and our team is structured to provide daily support
and responsiveness throughout the program’s duration.
With the MDWASD Wastewater System Priority Program
nearly complete, many of our team members are ready to
transition seamlessly to the County’s program, bringing
continuity, proven expertise and momentum from day one.
Future Workload and StaƬ Availability
AECOM’s resource planning process anticipates upcoming
projects and integrates them into delivery without
impacting this program. Each proposed team member’s
future commitments have been reviewed to conƮ rm
availability to dedicate to the Northeast Service Area
Program. With local expertise combined with global bench
strength, the County conƮ dence that resources will remain
dedicated and responsive as the program advances.
As a large Ʈ rm with great bench strength we can also shift
resources as needed to assure that the staƬ identiƮ ed
are available, providing the County conƮ dence that
resources will remain dedicated and responsive as the
program advances.
6. Recent, Current, and Projected Workloads of the Firm
AECOM has continuously worked on and successfully
delivered Collier County projects for the past 35 years.
Many of the proposed team members are included in
that delivery success story and are faces that the County
knows and can rely upon to deliver this critical program.
We have successfully delivered many large, complex
utility programs, and we understand the need to provide
local experienced staƬ whom the County knows and
trusts along with world-class technical specialists for
best value to our clients.
With 1,100+ professionals in Florida and 50,000+
worldwide, we oƬ er capacity, technical depth, and
ư exibility. Our local presence in Fort Myers and Collier
County experience, combined with world-class program
management expertise, provides the County with
knowledgeable and highly qualiƮ ed resources and
the ability to scale as needed. Our ư exible resourcing
model allows us to adapt quickly if priorities shift or new
requirements emerge, providing continuity and focus
throughout the program lifecycle.
We have the team members and
fl exibility to oversee all aspects
of this program - from initiation
to closeout, backed by our deep
national and global expertise in
water and wastewater treatment
facilities and conveyance. Those
resources understand the program
management ecosystem and have
the drive and commitment to be
virtual, travel, and/or relocate to
serve major program initiatives
such as the Northeast Service Area
Program in which there are
multi-year assignments.
AECOM’s balanced workload
and deep resource pool
mean Collier County receives
consistent, responsive
support throughout every
phase of the program.
Page 4001 of 6641
Northeast Service Area Program Management and Oversight Services 6-2
Evaluation Criteria 6 | Recent, Current, and Projected Workloads of the Firm
The availability for our key staƬ shown in Exhibit 6-1
meet or exceed what is necessary to deliver the work
successfully and are estimated based on current
workload and projected workload in 2026 and beyond.
Our ư exible staƱ ng model anticipates future
workload and integrates resource planning without
compromising this program. This approach involves:
−Forecasts resource needs early by analyzing program
schedules, milestones, and anticipated workload.
−Aligns staƬ availability with critical phases to prevent
bottlenecks and maintain continuity.
−Maintains a ư exible bench of qualiƮ ed professionals
who can be deployed quickly if priorities shift or new
requirements arise.
−Uses workload monitoring tools to track commitments
and adjust assignments before conư icts occur.
−Integrates global and local resources strategically
so Collier County beneƮ ts from specialized
expertise without delays.
−Establishing a program-speciƮ c baseline on
resource needs following the resource gap analysis
conducted with the County during the Fast Start
and conƮ rms that such commitments are realized
for the full duration of the program.
We remain steadfast in our commitment
to providing Collier County with the
best team and will provide the resources
needed to successfully deliver your
program on time and within budget.
100 %
Roger
Williams, PE
Program Manager
10
40%
Marty
Doward, PE
Governance Advisor
40 30%
Osama
Abdelfatah
Program Controls
Advisor
Kristopher Grigg,
PSP, PMP, EVP, CCP
Program Initiation,
Administration,
Controls & Reporting
Task Manager
80%
Ronald
Cavalieri, PE, BCEE
Principal-in-Charge
25%
Richard Redmond,
PE, CCM
Construction Oversight
& Quality Controls
Task Manager
80%
Christopher
Alverson, PE
Pre-Construction &
Design Delivery
Task Manager
80%8
Mike
McClure
Program Best Management
Practices Advisor
40%40
Matt Freih, PE,
PSP, DBIA
PMP Procedures
Development
100 %
Jennifer Kellar,
APR, PMP
Community Involvement
& Communication
Task Manager
Tuna
Tanriover
Risk Management
60%
Mark
Tayy
PMIS Development
& Deployment
Technical Advisor
100 %1 50%
Kevin
Williams
Programmatic
Cost Estimating
5050%
Christina
Patierno
Cost Control,
Monitoring &
Reporting
70%
Exhibit 6-1.
Page 4002 of 6641
Northeast Service Area Program Management and Oversight Services 6-3
Evaluation Criteria 6 | Recent, Current, and Projected Workloads of the Firm
Name | Role Availability*
Cynthia Chemello, PMP, ENV SP | Resource Strategy & Organization Integration 60%
Christopher Hill, PE | Technology & Innovation 30%
Tony Indorato | Health & Safety 75%
Aaron Rupp, PMP | Digital Solutions & Deployment 45%
Cherie Wolter | Document Control & PMIS Administration 80%
Mihaela-Elena Tomulescu | CIP Master Scheduling 60%
Paula Echeverry (PCI) | Cost Control, Monitoring & Reporting 50%
William Chow (PCI) | Programmatic Cost Estimating / Independent Cost Estimating 50%
Joan Dorrian | Permitting & Regulatory Compliance 50%
Brenda Pagoada | Accounting & Invoicing 40%
Georgia Aguila | KPI Management & Dashboard Administration 20%
John Dorman | Grants and Funding 10%
Reshma Thummadi, PE | CIP Project Validation 20%
Rene Brito, PE | Design Project/Task Manager 20%
Zein Hayek, PE | Design Project/Task Manager 65%
Jack Miller | Design Project/Task Manager 80%
Dawn Jakiela, PE | Inter-Agency Liaison (JPAs) & Permit Expedition 25%
Brian Daly | Procurement/Contracting/Alternative Delivery Specialist 30%
Dave Wilcox, PE | Value Engineering / Wastewater Treatment Discipline Review Lead 40%
Rich Ulkus, GC | Constructability Reviews / Commissioning & Startup 40%
Robin Dill | Geotechnical 25%
Will Lovins, PhD, PE | Water Process & Treatment 25%
Francisco Bohorquez | Conveyance 50%
Sheldon Barnes, PE | Pump Stations 50%
Adam Skwirsk | Architectural & Building Engineering 30%
Bill Overbeek | Electrical & Instrumentation 30%
Kurt Ahlgrim, PE | Civil & Site 30%
Mike Bennett, PG | Water Supply & WellƮ elds 30%
Hugo Solano | Land Rights & Easement Acquisition 20%
Javier Salazar | WellƮ eld 100%
Alfredo Olivares | In-Plant 100%
Marvin Sanchez | In-Plant 80%
Everette Lopez | ROW/Linearworks 75%
Samuel Tinoco | Safety Auditor 75%
Julian Ortega (PCI) | Change Management & Merit Analysis 40%
Marissa Germain (PCI) | Time Impact Analysis (TIA) / Schedule Analysis 40%
Melvinsky Ramirez (PCI) | Closeout Transfer & Warranty Management 100%
Tonya Simmons, PE | Asset Management 40%
Tara Lombardo | Public Information & Communications Lead 50%
Hiroko Koike | Graphic Design Services 50%
Colleen O’Brien | Dashboard Administration & Maintenance 50%
Kara Johnson | Website Development & Maintenance 50%
*Note: Percentages reư ect average, anticipated availability, not estimated level of eƬ ort. We expect core staƬ to be
assigned full-time to the PMO, and others for shorter periods for specialized task assignments or as needed.
Exhibit 6-1, continued.
Page 4003 of 6641
Required Forms/Acknowledgments
Page 4004 of 6641
Northeast Service Area Program Management and Oversight Services 7-4
Required Forms / Acknowledgements
Rev. 1 2025
Procurement Services Division
Vendor Check List
IMPORTANT: PLEASE REVIEW CAREFULLY AND SUBMIT WITH YOUR PROPOSAL. ALL APPLICABLE
DOCUMENTS SHALL BE SUBMITTED ELECTRONICALLY THROUGH OPENGOV. VENDOR SHOULD
CHECKOFF EACH OF THE FOLLOWING ITEMS. ALL DOCUMENTS REQUIRING EXECUTION SHOULD BE
EITHER BY WET SIGNATURES OR VERIFIABLE ELECTRONIC SIGNATURES. FAILURE TO PROVIDE THE
APPLICABLE DOCUMENTS MAY DEEM YOU NON-RESPONSIVE/NON-RESPONSIBLE.
General Instructions has been acknowledged and accepted.
Collier County Purchase Order Terms and Conditions have been acknowledged and accepted.
Form 1: Vendor Declaration Statement
Form 2: Conflict of Interest Certification
Proof of status from Division of Corporations - Florida Department of State (If work performed in the State) -
http://dos.myflorida.com/sunbiz/ should be attached with your submittal.
Vendor MUST be enrolled in the E-Verify - https://www.e-verify.gov/ at the time of submission of the proposal/bid.
Form 3: Immigration Affidavit Certification MUST be signed and attached with your submittal.
E-Verify Memorandum of Understanding or Company Profile page should be attached with your submittal.
Form 4: Reference Questionnaire form must be utilized for each requested reference and included with your submittal, if
applicable to the solicitation.
Form 5: Grant Provisions and Assurances package in its entirety, if applicable, are executed and should be included with
your submittal.
Vendor W-9 Form.
Vendor acknowledges Insurance Requirements and is prepared to produce the required insurance certificate(s) within five
(5) days of the County’s issuance of a Notice of Recommend Award.
Copies of all requested licenses and/or certifications to complete the requirements of the project.
All addenda have been signed and attached.
County’s IT Technical Architecture Requirements has been acknowledged and accepted, if applicable.
Any and all supplemental requirements and terms has been acknowledged and accepted, if applicable.
Page 4005 of 6641
Northeast Service Area Program Management and Oversight Services 7-5
Required Forms / Acknowledgements
Page 4006 of 6641
Northeast Service Area Program Management and Oversight Services 7-6
Required Forms / Acknowledgements
Version 2 9.2.25
Procurement Services Division
Form 2: Conflict of Interest Certification
The Vendor certifies that, to the best of its knowledge and belief, the past and current work on any Collier County project affiliated
with this solicitation does not pose a conflict of interest and is in compliance with the Procurement Ordinance, Section Seven, Ethical
Standards, that states:
“A consultant who participates in the drafting of a solicitation or scope or who develops a program for future
implementation that gives rise to an actual conflict so as to unfairly benefit that consultant to the disadvantage of
any other future firms that could competitively seek a County contract related to such program or project upon
which the solicitation or scope is based, and which conflict is not otherwise curable, is not eligible to contract with
the County for any other contracts dealing with that specific subject matter, and any firm in which such person has
any interest is not eligible to receive such contract. However, this prohibition does not prevent a vendor who
responds to a request for information from being eligible to contract with the County.”
The Vendor certifies that, to the best of its knowledge and belief, the past and current work on any Collier County project affiliated
with this solicitation does not pose a conflict of interest as described by one of the three categories below:
Biased ground rules –The firm has not set the “ground rules” for affiliated past or current Collier County project identified
above (e.g., writing a procurement’s statement of work, specifications, or performing systems engineering and technical
direction for the procurement) which appears to skew the competition in favor of my firm.
Impaired objectivity –The firm has not performed work on an affiliated past or current Collier County project identified
above to evaluate proposals / past performance of itself or a competitor, which calls into question the contractor’s ability to
render impartial advice to the government.
Unequal access to information –The firm has not had access to nonpublic information as part of its performance of a
Collier County project identified above which may have provided the contractor (or an affiliate) with an unfair competitive
advantage in current or future solicitations and contracts.
In addition, the contractor / vendor must provide the following, if applicable:
1. All documents produced as a result of the work completed in the past or currently being worked on for the above-mentioned
project; and,
2. Indicate if the information produced was obtained as a matter of public record (in the “sunshine”) or through non-public (not in
the “sunshine”) conversation (s), meeting(s), document(s) and/or other means.
Failure to disclose all material or having a conflict of interest identified in one or more of the above three categories may result in the
disqualification for future solicitations affiliated with the above referenced project(s).
By the signature below, the firm (employees, officers and/or agents) certifies, and hereby discloses, that, to the best of their knowledge
and belief, all relevant facts concerning past, present, or currently planned interest or activity (financial, contractual, organizational,
or otherwise) which relates to the project identified above has been fully disclosed and does not pose an organizational conflict.
Under penalties of perjury, I certify that the information shown on this form is correct to my knowledgeand a duly corporate authorized
representative with signature authority.
Company Name: _________________________________________
Date: _____________________________
Signature: ____________________________________________ Title: _____________________________
_______________________________________________________________________________________________________________________________________________________________________________
__________________________________________________________________________________________________________________________________________________________
AECOM Technical Services, Inc.
11/17/2025 Principal-in-Charge,
Authorized Representative
Ronald Cavalieri, PE, BCEE
Page 4007 of 6641
Northeast Service Area Program Management and Oversight Services 7-7
Required Forms / Acknowledgements
Document Number
FEI/EIN Number
Date Filed
State
Status
Last Event
Event Date Filed
Event Effective Date
Department of State / Division of Corporations / Search Records / Search by Entity Name /
Detail by Entity Name
Foreign Profit Corporation
AECOM TECHNICAL SERVICES, INC.
Cross Reference Name
EARTH TECH, INC.
Filing Information
F95000004014
95-2661922
08/21/1995
CA
ACTIVE
AMENDMENT
09/05/2025
NONE
Principal Address
300 South Grand Avenue, 9th Floor
Los Angeles, CA 90071
Changed: 01/19/2021
Mailing Address
300 South Grand Avenue
9th Floor
Los Angeles, CA 90071
Changed: 04/05/2018
Registered Agent Name & Address
C T CORPORATION SYSTEM
1200 SOUTH PINE ISLAND ROAD
PLANTATION, FL 33324
Officer/Director Detail
Name & Address
Title PRESIDENT, DIRECTOR
CRANE, MATTHEW
300 SOUTH GRAND AVENUE, 9TH FLOOR
LOS ANGELES, CA 90071
Division of CorporationsFlorida Department of State
10/31/25, 11:54 AM Detail by Entity Name
https://search.sunbiz.org/Inquiry/CorporationSearch/SearchResultDetail?inquirytype=EntityName&directionType=Initial&searchNameOrder=AECOMT…1/4
Page 4008 of 6641
Northeast Service Area Program Management and Oversight Services 7-8
Required Forms / Acknowledgements
Title Secretary, Director
Tatevossian, Armond
300 South Grand Avenue, 9th Floor
Los Angeles, CA 90071
Title Director, CEO
Jensen, Karl
300 South Grand Avenue, 9th Floor
Los Angeles, CA 90071
Title FLORIDA LICENSEE-VICE PRESIDENT
CAPESTANY, PEDRO
300 South Grand Avenue, 9th Floor
Los Angeles, CA 90071
Title SVP
EDELSTEIN, ROBERT
300 SOUTH GRAND AVENUE
9TH FLOOR
LOS ANGELES, CA 90071
Title VICE PRESIDENT
LYONS, JENNIFER
300 SOUTH GRAND AVENUE, 9TH FLOOR
LOS ANGELES, CA 90071
Title FLORIDA LICENSEE-VICE PRESIDENT/ VICE-PRESIDENT RESPONSIBLE-IN-CHARGE
PANZARINO, STEPHEN
300 SOUTH GRAND AVENUE, 9TH FLOOR
LOS ANGELES, CA 90071
Title AUTHORIZED SIGNATORY
MEJEUR, RANDALL
300 SOUTH GRAND AVENUE, 9TH FLOOR
LOS ANGELES, CA 90071
Title CFO, Director
Hall, Allison
300 South Grand Avenue, 9th Floor
Los Angeles, CA 90071
Title FLORIDA LICENSEE-ASSOCIATE VICE PRESIDENT
10/31/25, 11:54 AM Detail by Entity Name
https://search.sunbiz.org/Inquiry/CorporationSearch/SearchResultDetail?inquirytype=EntityName&directionType=Initial&searchNameOrder=AECOMT…2/4
Page 4009 of 6641
Northeast Service Area Program Management and Oversight Services 7-9
Required Forms / Acknowledgements
POISSON, CHRISTOPHER
300 SOUTH GRAND AVENUE, 9TH FLOOR
LOS ANGELES, CA 90071
Title AUTHORIZED SIGNATORY
GOOTEE, JENNIFER
300 South Grand Avenue, 9th Floor
Los Angeles, CA 90071
Title FLORIDA LICENSEE-VICE PRESIDENT
BLAZOWSKI, JEFFREY
300 SOUTH GRAND AVENUE, 9TH FLOOR
LOS ANGELES, CA 90071
Annual Reports
Report Year Filed Date
2024 02/20/2024
2024 02/21/2024
2025 02/07/2025
Document Images
09/05/2025 -- Amendment View image in PDF format
06/03/2025 -- Amendment View image in PDF format
02/07/2025 -- ANNUAL REPORT View image in PDF format
01/31/2025 -- Amendment View image in PDF format
04/25/2024 -- Amendment View image in PDF format
02/21/2024 -- AMENDED ANNUAL REPORT View image in PDF format
02/20/2024 -- ANNUAL REPORT View image in PDF format
02/09/2024 -- Amendment View image in PDF format
11/02/2023 -- Amendment View image in PDF format
10/06/2023 -- Amendment View image in PDF format
09/13/2023 -- Amendment View image in PDF format
02/07/2023 -- AMENDED ANNUAL REPORT View image in PDF format
01/25/2023 -- AMENDED ANNUAL REPORT View image in PDF format
01/24/2023 -- ANNUAL REPORT View image in PDF format
03/23/2022 -- AMENDED ANNUAL REPORT View image in PDF format
03/07/2022 -- ANNUAL REPORT View image in PDF format
09/16/2021 -- AMENDED ANNUAL REPORT View image in PDF format
06/25/2021 -- AMENDED ANNUAL REPORT View image in PDF format
01/19/2021 -- ANNUAL REPORT View image in PDF format
08/20/2020 -- Amendment View image in PDF format
02/14/2020 -- ANNUAL REPORT View image in PDF format
12/19/2019 -- AMENDED ANNUAL REPORT View image in PDF format
07/19/2019 -- AMENDED ANNUAL REPORT View image in PDF format
01/29/2019 -- ANNUAL REPORT View image in PDF format
10/31/25, 11:54 AM Detail by Entity Name
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Page 4010 of 6641
Northeast Service Area Program Management and Oversight Services 7-10
Required Forms / Acknowledgements
04/05/2018 -- ANNUAL REPORT View image in PDF format
04/13/2017 -- ANNUAL REPORT View image in PDF format
04/18/2016 -- ANNUAL REPORT View image in PDF format
12/13/2015 -- AMENDED ANNUAL REPORT View image in PDF format
07/21/2015 -- AMENDED ANNUAL REPORT View image in PDF format
05/27/2015 -- AMENDED ANNUAL REPORT View image in PDF format
05/21/2015 -- AMENDED ANNUAL REPORT View image in PDF format
04/21/2015 -- ANNUAL REPORT View image in PDF format
04/30/2014 -- ANNUAL REPORT View image in PDF format
04/30/2013 -- ANNUAL REPORT View image in PDF format
07/02/2012 -- ANNUAL REPORT View image in PDF format
04/14/2012 -- ANNUAL REPORT View image in PDF format
06/06/2011 -- ANNUAL REPORT View image in PDF format
01/07/2011 -- ANNUAL REPORT View image in PDF format
08/19/2010 -- ANNUAL REPORT View image in PDF format
02/18/2010 -- ANNUAL REPORT View image in PDF format
10/29/2009 -- ANNUAL REPORT View image in PDF format
10/27/2009 -- ANNUAL REPORT View image in PDF format
10/23/2009 -- ANNUAL REPORT View image in PDF format
02/03/2009 -- ANNUAL REPORT View image in PDF format
12/22/2008 -- Dom/For AR View image in PDF format
12/04/2008 -- Name Change View image in PDF format
04/30/2008 -- ANNUAL REPORT View image in PDF format
04/10/2007 -- ANNUAL REPORT View image in PDF format
04/27/2006 -- ANNUAL REPORT View image in PDF format
04/15/2005 -- ANNUAL REPORT View image in PDF format
04/14/2004 -- ANNUAL REPORT View image in PDF format
04/22/2003 -- ANNUAL REPORT View image in PDF format
04/10/2003 -- ANNUAL REPORT View image in PDF format
08/26/2002 -- ANNUAL REPORT View image in PDF format
05/10/2001 -- ANNUAL REPORT View image in PDF format
05/01/2000 -- ANNUAL REPORT View image in PDF format
03/04/1999 -- ANNUAL REPORT View image in PDF format
01/30/1998 -- ANNUAL REPORT View image in PDF format
07/30/1997 -- ANNUAL REPORT View image in PDF format
08/09/1996 -- ANNUAL REPORT View image in PDF format
05/15/1996 -- ANNUAL REPORT View image in PDF format
08/21/1995 -- DOCUMENTS PRIOR TO 1997 View image in PDF format
Florida Department of State, Division of Corporations
10/31/25, 11:54 AM Detail by Entity Name
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Page 4011 of 6641
Northeast Service Area Program Management and Oversight Services 7-11
Required Forms / Acknowledgements
Page 4012 of 6641
Northeast Service Area Program Management and Oversight Services 7-12
Required Forms / Acknowledgements
Version 2 9.2.25
Procurement Services Division
Form 3: Immigration Certification
Vendors are required to be enrolledin the E-Verify program (https://www.e-verify.gov/), at the time of the submission of the Vendor’s
proposal/bid. Acceptable evidence of your enrollment consists of a copy of the properly completed E-Verify Company Profile page
or a copy of the fully executed E-Verify Memorandum of Understanding for the company which will be produced at the time of
the submission of the Vendor’s proposal/bid. Failure to do so will result in the vendor’s submission being deemed non-
responsive.
Collier County will not intentionally award County contracts to any Vendor who knowingly employs unauthorized alien workers,
constituting a violation of the employment provision contained in 8 U.S.C. Section 1324 a(e) Section 274A(e) of the Immigration
and Nationality Act (“INA”).
Collier County may consider the employment by any Vendor of unauthorized aliens a violation of Section 274A (e) of the INA. Such
Violation by the recipient of the Employment Provisions contained in Section 274A (e) of the INA shall be grounds for unilateral
termination of the contract by Collier County.
Vendor attests that they are fully compliant with all applicable immigration laws (specifically to the 1986 Immigration Act and
subsequent Amendment(s), that it is aware of and in compliance with the requirements set forth in Florida Statutes §448.095, and
agrees to comply with the provisions of the Memorandum of Understanding with E-Verify and to provide proof of enrollment in The
Employment Eligibility Verification System (E-Verify), operated by the Department of Homeland Security in partnership with the
Social Security Administration at the time of submission of the Vendor’s proposal/bid.
Under penalties of perjury, I certify that the information shown on this form is correct to my knowledgeand a duly corporate authorized
representative with signature authority.
Company Name: _________________________________________
Date: _____________________________
Signature: ____________________________________________ Title: _____________________________
______________________________________________________________________________________________
_______________________________________________________________________________________________________________________________
AECOM Technical Services, Inc.
11/17/2025 Principal-in-Charge,
Authorized Representative
Ronald Cavalieri, PE, BCEE
Page 4013 of 6641
Northeast Service Area Program Management and Oversight Services 7-13
Required Forms / Acknowledgements
Page 4014 of 6641
Northeast Service Area Program Management and Oversight Services 7-14
Required Forms / Acknowledgements
Page 4015 of 6641
Northeast Service Area Program Management and Oversight Services 7-15
Required Forms / Acknowledgements
Page 4016 of 6641
Northeast Service Area Program Management and Oversight Services 7-16
Required Forms / Acknowledgements
Page 4017 of 6641
Northeast Service Area Program Management and Oversight Services 7-17
Required Forms / Acknowledgements
Page 4018 of 6641
Northeast Service Area Program Management and Oversight Services 7-18
Required Forms / Acknowledgements
Page 4019 of 6641
Northeast Service Area Program Management and Oversight Services 7-19
Required Forms / Acknowledgements
Page 4020 of 6641
Northeast Service Area Program Management and Oversight Services 7-20
Required Forms / Acknowledgements
Form 4: Reference Questionnaire Form
Reference forms can be found in Section 3 of this submittial, and on the following pages.
Page 4021 of 6641
Northeast Service Area Program Management and Oversight Services 7-21
Required Forms / Acknowledgements
Version 2 9.2.25
Procurement Services Division
Form 4 Reference Questionnaire
(USE ONE FORM FOR EACH REQUIRED REFERENCE – FORM MUST BE FULLY COMPLETED AND RETURNED
WITH PROPOSAL SUBMITTAL)
Solicitation:
Reference Questionnaire for:
(Name of Individuals Requesting Reference Information)
Name:
(Evaluator completing reference questionnaire)
Company:
(Evaluator’s Company completing reference)
Email: FAX: Telephone:
Collier County has implemented a process that collects reference information on firms and their key personnel to be used in the selection
of firms to perform this project. The Name of the Company listed in the Subject above has listed you as a client for which they have
previously performed work. Please complete the survey. Please rate each criteria to the best of your knowledge on a scale of 1 to 10,
with 10 representing that you were very satisifed (and would hire the firm/individual again) and 1 representing that you were very
unsatisfied (and would never hire the firm/indivdiual again). If you do not have sufficient knowledge of past performance in a particular
area, leave it blank and the item or form will be scored “0.”
Project Description: ___________________________ Completion Date: _____________________________
Project Budget: _______________________________ Project Number of Days: _______________________
Item Criteria Score (must be completed)
1 Ability to manage the project costs (minimize change orders to scope).
2 Ability to maintain project schedule (complete on-time or early).
3 Quality of work.
4 Quality of consultative advice provided on the project.
5 Professionalism and ability to manage personnel.
6 Project administration (completed documents, final invoice, final product turnover;
invoices; manuals or going forward documentation, etc.)
7 Ability to verbally communicate and document information clearly and succinctly.
8 Abiltity to manage risks and unexpected project circumstances.
9 Ability to follow contract documents, policies, procedures, rules, regulations, etc.
10 Overall comfort level with hiring the company in the future (customer satisfaction).
TOTAL SCORE OF ALL ITEMS
RPS NO.: 25-8518, Northeast Service Area Program Management, and Oversight, Services
(Name of Company Requesting Reference Information)
AECOM Technical Services, Inc.
Christine Wartman Miami-Dade Water & Sewer Department
christine.wartman@miamidade.gov N/A (786) 552-8231
See following page for project details.Ongoing
4015
10
10
9
10
10
10
10
10
10
10
99
Roger F. Williams, PE
WW Systems Priority Projects Program
Contract Value $140.0M
Program Value $2.15B
Page 4022 of 6641
Northeast Service Area Program Management and Oversight Services 7-22
Required Forms / Acknowledgements
Tina Houston
AECOM Technical Services, Inc.
RPS NO.: 25-8518, Northeast Service Area Program Management, and Oversight, Services
DeKalb County Dept of Watershed Management
DeKalb County CIP
See following page for project details.Ongoing (est. 2028)
4496
N/A
Contract Value $90MProgram Value $4.2B
kbwilliams@dekalbcountyga.gov 770-414-2367
Kerry Williams, PE, PMP
Page 4023 of 6641
Northeast Service Area Program Management and Oversight Services 7-23
Required Forms / Acknowledgements
RPS NO.: 25-8518, Northeast Service Area Program Management, and Oversight, Services
99
Page 4024 of 6641
Northeast Service Area Program Management and Oversight Services 7-24
Required Forms / Acknowledgements
Version 2 9.2.25
Procurement Services Division
Form 4 Reference Questionnaire
(USE ONE FORM FOR EACH REQUIRED REFERENCE – FORM MUST BE FULLY COMPLETED AND RETURNED
WITH PROPOSAL SUBMITTAL)
Solicitation:
Reference Questionnaire for:
(Name of Individuals Requesting Reference Information)
Name:
(Evaluator completing reference questionnaire)
Company:
(Evaluator’s Company completing reference)
Email: FAX: Telephone:
Collier County has implemented a process that collects reference information on firms and their key personnel to be used in the selection
of firms to perform this project. The Name of the Company listed in the Subject above has listed you as a client for which they have
previously performed work. Please complete the survey. Please rate each criteria to the best of your knowledge on a scale of 1 to 10,
with 10 representing that you were very satisifed (and would hire the firm/individual again) and 1 representing that you were very
unsatisfied (and would never hire the firm/indivdiual again). If you do not have sufficient knowledge of past performance in a particular
area, leave it blank and the item or form will be scored “0.”
Project Description: ___________________________ Completion Date: _____________________________
Project Budget: _______________________________ Project Number of Days: _______________________
Item Criteria Score (must be completed)
1 Ability to manage the project costs (minimize change orders to scope).
2 Ability to maintain project schedule (complete on-time or early).
3 Quality of work.
4 Quality of consultative advice provided on the project.
5 Professionalism and ability to manage personnel.
6 Project administration (completed documents, final invoice, final product turnover;
invoices; manuals or going forward documentation, etc.)
7 Ability to verbally communicate and document information clearly and succinctly.
8 Abiltity to manage risks and unexpected project circumstances.
9 Ability to follow contract documents, policies, procedures, rules, regulations, etc.
10 Overall comfort level with hiring the company in the future (customer satisfaction).
TOTAL SCORE OF ALL ITEMS
RPS NO.: 25-8518, Northeast Service Area Program Management, and Oversight, Services
(Name of Company Requesting Reference Information)
AECOM Technical Services, Inc.
Rouben Derminassian DC Water
rouben.deminassian@dcwater.com N/A (202) 787-2372
See following page for project details.6/30/2025
Contract Value $250M
7300
9
9
9
10
9
10
9
9
10
10
Blue Plains Adv. WWTP Program Mgmt
Program Value $1.5B
94
Jason Beasley, PE, ENV SP
Page 4025 of 6641
Northeast Service Area Program Management and Oversight Services 7-25
Required Forms / Acknowledgements
Version 2 9.2.25
Procurement Services Division
Form 4 Reference Questionnaire
(USE ONE FORM FOR EACH REQUIRED REFERENCE – FORM MUST BE FULLY COMPLETED AND RETURNED
WITH PROPOSAL SUBMITTAL)
Solicitation:
Reference Questionnaire for:
(Name of Individuals Requesting Reference Information)
Name:
(Evaluator completing reference questionnaire)
Company:
(Evaluator’s Company completing reference)
Email: FAX: Telephone:
Collier County has implemented a process that collects reference information on firms and their key personnel to be used in the selection
of firms to perform this project. The Name of the Company listed in the Subject above has listed you as a client for which they have
previously performed work. Please complete the survey. Please rate each criteria to the best of your knowledge on a scale of 1 to 10,
with 10 representing that you were very satisifed (and would hire the firm/individual again) and 1 representing that you were very
unsatisfied (and would never hire the firm/indivdiual again). If you do not have sufficient knowledge of past performance in a particular
area, leave it blank and the item or form will be scored “0.”
Project Description: ___________________________ Completion Date: _____________________________
Project Budget: _______________________________ Project Number of Days: _______________________
Item Criteria Score (must be completed)
1 Ability to manage the project costs (minimize change orders to scope).
2 Ability to maintain project schedule (complete on-time or early).
3 Quality of work.
4 Quality of consultative advice provided on the project.
5 Professionalism and ability to manage personnel.
6 Project administration (completed documents, final invoice, final product turnover;
invoices; manuals or going forward documentation, etc.)
7 Ability to verbally communicate and document information clearly and succinctly.
8 Abiltity to manage risks and unexpected project circumstances.
9 Ability to follow contract documents, policies, procedures, rules, regulations, etc.
10 Overall comfort level with hiring the company in the future (customer satisfaction).
TOTAL SCORE OF ALL ITEMS
RPS NO.: 25-8518, Northeast Service Area Program Management, and Oversight, Services
(Name of Company Requesting Reference Information)
AECOM Technical Services, Inc.
Lauren Zuravnsky Hampton Roads Sanitation District (HRSD)
lzuravnsky@hrsd.com N/A (757) 788-4712
See following page for project details.Ongoing
5,692
10
10
10
10
10
10
10
10
10
10
100
David Wood / Bohdan Bodniewicz
HRSD SWIFT Full Scale Program Mgmt
Contract Value $80M
Program Value $2.8B
Page 4026 of 6641
Northeast Service Area Program Management and Oversight Services 7-26
Required Forms / Acknowledgements
Form 5: Grant Provisions and Assurances
Not Applicable
Page 4027 of 6641
Northeast Service Area Program Management and Oversight Services 7-27
Required Forms / Acknowledgements
01/16/2025
Page 4028 of 6641
Northeast Service Area Program Management and Oversight Services
Required Forms / Acknowledgements
7-28
Licenses
Page 4029 of 6641
Northeast Service Area Program Management and Oversight Services
Required Forms / Acknowledgements
7-29
Page 4030 of 6641
Northeast Service Area Program Management and Oversight Services
Required Forms / Acknowledgements
7-30
Page 4031 of 6641
Northeast Service Area Program Management and Oversight Services
Required Forms / Acknowledgements
7-31
AECOM Technical Services, Inc.
12/1/2025
Ronald Cavalieri, PE, BCEE
Page 4032 of 6641
About AECOM
AECOM is the global infrastructure leader, committed to delivering a better
world. As a trusted professional services firm powered by deep technical
abilities, we solve our clients’ complex challenges in water, environment, energy,
transportation and buildings. Our teams partner with public- and private-sector
clients to create innovative, sustainable and resilient solutions throughout the
project lifecycle — from advisory, planning, design and engineering to program
and construction management. AECOM is a Fortune 500 firm that had revenue of
$16.1 billion in fiscal year 2024. Learn more at aecom.com.
Page 4033 of 6641
Northeast Service Area Program Management and Oversight Services 7-5
Page 4034 of 6641
Northeast Service Area Program Management and Oversight Services 7-6Version 2 9.2.25
Procurement Services Division
Form 2: Conflict of Interest Certification
The Vendor certifies that, to the best of its knowledge and belief, the past and current work on any Collier County project affiliated
with this solicitation does not pose a conflict of interest and is in compliance with the Procurement Ordinance, Section Seven, Ethical
Standards, that states:
“A consultant who participates in the drafting of a solicitation or scope or who develops a program for future
implementation that gives rise to an actual conflict so as to unfairly benefit that consultant to the disadvantage of
any other future firms that could competitively seek a County contract related to such program or project upon
which the solicitation or scope is based, and which conflict is not otherwise curable, is not eligible to contract with
the County for any other contracts dealing with that specific subject matter, and any firm in which such person has
any interest is not eligible to receive such contract. However, this prohibition does not prevent a vendor who
responds to a request for information from being eligible to contract with the County.”
The Vendor certifies that, to the best of its knowledge and belief, the past and current work on any Collier County project affiliated
with this solicitation does not pose a conflict of interest as described by one of the three categories below:
Biased ground rules –The firm has not set the “ground rules” for affiliated past or current Collier County project identified
above (e.g., writing a procurement’s statement of work, specifications, or performing systems engineering and technical
direction for the procurement) which appears to skew the competition in favor of my firm.
Impaired objectivity –The firm has not performed work on an affiliated past or current Collier County project identified
above to evaluate proposals / past performance of itself or a competitor, which calls into question the contractor’s ability to
render impartial advice to the government.
Unequal access to information –The firm has not had access to nonpublic information as part of its performance of a
Collier County project identified above which may have provided the contractor (or an affiliate) with an unfair competitive
advantage in current or future solicitations and contracts.
In addition, the contractor / vendor must provide the following, if applicable:
1. All documents produced as a result of the work completed in the past or currently being worked on for the above-mentioned
project; and,
2. Indicate if the information produced was obtained as a matter of public record (in the “sunshine”) or through non-public (not in
the “sunshine”) conversation (s), meeting(s), document(s) and/or other means.
Failure to disclose all material or having a conflict of interest identified in one or more of the above three categories may result in the
disqualification for future solicitations affiliated with the above referenced project(s).
By the signature below, the firm (employees, officers and/or agents) certifies, and hereby discloses, that, to the best of their knowledge
and belief, all relevant facts concerning past, present, or currently planned interest or activity (financial, contractual, organizational,
or otherwise) which relates to the project identified above has been fully disclosed and does not pose an organizational conflict.
Under penalties of perjury, I certify that the information shown on this form is correct to my knowledgeand a duly corporate authorized
representative with signature authority.
Company Name: _________________________________________
Date: _____________________________
Signature: ____________________________________________ Title: _____________________________
_______________________________________________________________________________________________________________________________________________________________________________
__________________________________________________________________________________________________________________________________________________________
AECOM Technical Services, Inc.
11/17/2025 Principal-in-Charge,
Authorized Representative
Ronald Cavalieri, PE, BCEE
Page 4035 of 6641
Northeast Service Area Program Management and Oversight Services 7-13
Page 4036 of 6641
Northeast Service Area Program Management and Oversight Services 7-14
Page 4037 of 6641
Northeast Service Area Program Management and Oversight Services 7-15
Page 4038 of 6641
Northeast Service Area Program Management and Oversight Services 7-16
Page 4039 of 6641
Northeast Service Area Program Management and Oversight Services 7-17
Page 4040 of 6641
Northeast Service Area Program Management and Oversight Services 7-18
Page 4041 of 6641
Northeast Service Area Program Management and Oversight Services 7-19
Page 4042 of 6641
Northeast Service Area Program Management and Oversight Services 7-12Version 2 9.2.25
Procurement Services Division
Form 3: Immigration Certification
Vendors are required to be enrolledin the E-Verify program (https://www.e-verify.gov/), at the time of the submission of the Vendor’s
proposal/bid. Acceptable evidence of your enrollment consists of a copy of the properly completed E-Verify Company Profile page
or a copy of the fully executed E-Verify Memorandum of Understanding for the company which will be produced at the time of
the submission of the Vendor’s proposal/bid. Failure to do so will result in the vendor’s submission being deemed non-
responsive.
Collier County will not intentionally award County contracts to any Vendor who knowingly employs unauthorized alien workers,
constituting a violation of the employment provision contained in 8 U.S.C. Section 1324 a(e) Section 274A(e) of the Immigration
and Nationality Act (“INA”).
Collier County may consider the employment by any Vendor of unauthorized aliens a violation of Section 274A (e) of the INA. Such
Violation by the recipient of the Employment Provisions contained in Section 274A (e) of the INA shall be grounds for unilateral
termination of the contract by Collier County.
Vendor attests that they are fully compliant with all applicable immigration laws (specifically to the 1986 Immigration Act and
subsequent Amendment(s), that it is aware of and in compliance with the requirements set forth in Florida Statutes §448.095, and
agrees to comply with the provisions of the Memorandum of Understanding with E-Verify and to provide proof of enrollment in The
Employment Eligibility Verification System (E-Verify), operated by the Department of Homeland Security in partnership with the
Social Security Administration at the time of submission of the Vendor’s proposal/bid.
Under penalties of perjury, I certify that the information shown on this form is correct to my knowledgeand a duly corporate authorized
representative with signature authority.
Company Name: _________________________________________
Date: _____________________________
Signature: ____________________________________________ Title: _____________________________
______________________________________________________________________________________________
_______________________________________________________________________________________________________________________________
AECOM Technical Services, Inc.
11/17/2025 Principal-in-Charge,
Authorized Representative
Ronald Cavalieri, PE, BCEE
Page 4043 of 6641
Version 2 9.2.25
Procurement Services Division
Form 4 Reference Questionnaire
(USE ONE FORM FOR EACH REQUIRED REFERENCE – FORM MUST BE FULLY COMPLETED AND RETURNED
WITH PROPOSAL SUBMITTAL)
Solicitation:
Reference Questionnaire for:
(Name of Individuals Requesting Reference Information)
Name:
(Evaluator completing reference questionnaire)
Company:
(Evaluator’s Company completing reference)
Email: FAX: Telephone:
Collier County has implemented a process that collects reference information on firms and their key personnel to be used in the selection
of firms to perform this project. The Name of the Company listed in the Subject above has listed you as a client for which they have
previously performed work. Please complete the survey. Please rate each criteria to the best of your knowledge on a scale of 1 to 10,
with 10 representing that you were very satisifed (and would hire the firm/individual again) and 1 representing that you were very
unsatisfied (and would never hire the firm/indivdiual again). If you do not have sufficient knowledge of past performance in a particular
area, leave it blank and the item or form will be scored “0.”
Project Description: ___________________________ Completion Date: _____________________________
Project Budget: _______________________________ Project Number of Days: _______________________
Item Criteria Score (must be completed)
1 Ability to manage the project costs (minimize change orders to scope).
2 Ability to maintain project schedule (complete on-time or early).
3 Quality of work.
4 Quality of consultative advice provided on the project.
5 Professionalism and ability to manage personnel.
6 Project administration (completed documents, final invoice, final product turnover;
invoices; manuals or going forward documentation, etc.)
7 Ability to verbally communicate and document information clearly and succinctly.
8 Abiltity to manage risks and unexpected project circumstances.
9 Ability to follow contract documents, policies, procedures, rules, regulations, etc.
10 Overall comfort level with hiring the company in the future (customer satisfaction).
TOTAL SCORE OF ALL ITEMS
RPS NO.: 25-8518, Northeast Service Area Program Management, and Oversight, Services
(Name of Company Requesting Reference Information)
AECOM Technical Services, Inc.
Christine Wartman Miami-Dade Water & Sewer Department
christine.wartman@miamidade.gov N/A (786) 552-8231
See following page for project details.Ongoing
4015
10
10
9
10
10
10
10
10
10
10
99
Roger F. Williams, PE
WW Systems Priority Projects Program
Contract Value $140.0M
Program Value $2.15B
Northeast Service Area Program Management and Oversight Services 3-6
Evaluation Criteria 3 | Past Performance
Page 4044 of 6641
Tina Houston
AECOM Technical Services, Inc.
RPS NO.: 25-8518, Northeast Service Area Program Management, and Oversight, Services
DeKalb County Dept of Watershed Management
DeKalb County CIP
See following page for project details.Ongoing (est. 2028)
4496
N/A
Contract Value $90MProgram Value $4.2B
kbwilliams@dekalbcountyga.gov 770-414-2367
Kerry Williams, PE, PMP
Northeast Service Area Program Management and Oversight Services 3-9
Evaluation Criteria 3 | Past Performance
Page 4045 of 6641
Northeast Service Area Program Management and Oversight Services 3-12
Evaluation Criteria 3 | Past Performance
Version 2 9.2.25
Procurement Services Division
Form 4 Reference Questionnaire
(USE ONE FORM FOR EACH REQUIRED REFERENCE – FORM MUST BE FULLY COMPLETED AND RETURNED
WITH PROPOSAL SUBMITTAL)
Solicitation:
Reference Questionnaire for:
(Name of Individuals Requesting Reference Information)
Name:
(Evaluator completing reference questionnaire)
Company:
(Evaluator’s Company completing reference)
Email: FAX: Telephone:
Collier County has implemented a process that collects reference information on firms and their key personnel to be used in the selection
of firms to perform this project. The Name of the Company listed in the Subject above has listed you as a client for which they have
previously performed work. Please complete the survey. Please rate each criteria to the best of your knowledge on a scale of 1 to 10,
with 10 representing that you were very satisifed (and would hire the firm/individual again) and 1 representing that you were very
unsatisfied (and would never hire the firm/indivdiual again). If you do not have sufficient knowledge of past performance in a particular
area, leave it blank and the item or form will be scored “0.”
Project Description: ___________________________ Completion Date: _____________________________
Project Budget: _______________________________ Project Number of Days: _______________________
Item Criteria Score (must be completed)
1 Ability to manage the project costs (minimize change orders to scope).
2 Ability to maintain project schedule (complete on-time or early).
3 Quality of work.
4 Quality of consultative advice provided on the project.
5 Professionalism and ability to manage personnel.
6 Project administration (completed documents, final invoice, final product turnover;
invoices; manuals or going forward documentation, etc.)
7 Ability to verbally communicate and document information clearly and succinctly.
8 Abiltity to manage risks and unexpected project circumstances.
9 Ability to follow contract documents, policies, procedures, rules, regulations, etc.
10 Overall comfort level with hiring the company in the future (customer satisfaction).
TOTAL SCORE OF ALL ITEMS
RPS NO.: 25-8518, Northeast Service Area Program Management, and Oversight, Services
(Name of Company Requesting Reference Information)
AECOM Technical Services, Inc.
Rouben Derminassian DC Water
rouben.deminassian@dcwater.com N/A (202) 787-2372
See following page for project details.6/30/2025
Contract Value $250M
7300
9
9
9
10
9
10
9
9
10
10
Blue Plains Adv. WWTP Program Mgmt
Program Value $1.5B
94
Jason Beasley, PE, ENV SP
Page 4046 of 6641
Version 2 9.2.25
Procurement Services Division
Form 4 Reference Questionnaire
(USE ONE FORM FOR EACH REQUIRED REFERENCE – FORM MUST BE FULLY COMPLETED AND RETURNED
WITH PROPOSAL SUBMITTAL)
Solicitation:
Reference Questionnaire for:
(Name of Individuals Requesting Reference Information)
Name:
(Evaluator completing reference questionnaire)
Company:
(Evaluator’s Company completing reference)
Email: FAX: Telephone:
Collier County has implemented a process that collects reference information on firms and their key personnel to be used in the selection
of firms to perform this project. The Name of the Company listed in the Subject above has listed you as a client for which they have
previously performed work. Please complete the survey. Please rate each criteria to the best of your knowledge on a scale of 1 to 10,
with 10 representing that you were very satisifed (and would hire the firm/individual again) and 1 representing that you were very
unsatisfied (and would never hire the firm/indivdiual again). If you do not have sufficient knowledge of past performance in a particular
area, leave it blank and the item or form will be scored “0.”
Project Description: ___________________________ Completion Date: _____________________________
Project Budget: _______________________________ Project Number of Days: _______________________
Item Criteria Score (must be completed)
1 Ability to manage the project costs (minimize change orders to scope).
2 Ability to maintain project schedule (complete on-time or early).
3 Quality of work.
4 Quality of consultative advice provided on the project.
5 Professionalism and ability to manage personnel.
6 Project administration (completed documents, final invoice, final product turnover;
invoices; manuals or going forward documentation, etc.)
7 Ability to verbally communicate and document information clearly and succinctly.
8 Abiltity to manage risks and unexpected project circumstances.
9 Ability to follow contract documents, policies, procedures, rules, regulations, etc.
10 Overall comfort level with hiring the company in the future (customer satisfaction).
TOTAL SCORE OF ALL ITEMS
RPS NO.: 25-8518, Northeast Service Area Program Management, and Oversight, Services
(Name of Company Requesting Reference Information)
AECOM Technical Services, Inc.
Lauren Zuravnsky Hampton Roads Sanitation District (HRSD)
lzuravnsky@hrsd.com N/A (757) 788-4712
See following page for project details.Ongoing
5,692
10
10
10
10
10
10
10
10
10
10
100
David Wood / Bohdan Bodniewicz
HRSD SWIFT Full Scale Program Mgmt
Contract Value $80M
Program Value $2.8B
Northeast Service Area Program Management and Oversight Services 3-15
Evaluation Criteria 3 | Past Performance
Page 4047 of 6641
RPS NO.: 25-8518, Northeast Service Area Program Management, and Oversight, Services
Northeast Service Area Program Management and Oversight Services 3-18
Evaluation Criteria 3 | Past Performance
99
Page 4048 of 6641
Version 2 9.2.25
Procurement Services Division
Form 4 Reference Questionnaire
(USE ONE FORM FOR EACH REQUIRED REFERENCE – FORM MUST BE FULLY COMPLETED AND RETURNED
WITH PROPOSAL SUBMITTAL)
Solicitation:
Reference Questionnaire for:
(Name of Individuals Requesting Reference Information)
Name:
(Evaluator completing reference questionnaire)
Company:
(Evaluator’s Company completing reference)
Email: FAX: Telephone:
Collier County has implemented a process that collects reference information on firms and their key personnel to be used in the selection
of firms to perform this project. The Name of the Company listed in the Subject above has listed you as a client for which they have
previously performed work. Please complete the survey. Please rate each criteria to the best of your knowledge on a scale of 1 to 10,
with 10 representing that you were very satisifed (and would hire the firm/individual again) and 1 representing that you were very
unsatisfied (and would never hire the firm/indivdiual again). If you do not have sufficient knowledge of past performance in a particular
area, leave it blank and the item or form will be scored “0.”
Project Description: ___________________________ Completion Date: _____________________________
Project Budget: _______________________________ Project Number of Days: _______________________
Item Criteria Score (must be completed)
1 Ability to manage the project costs (minimize change orders to scope).
2 Ability to maintain project schedule (complete on-time or early).
3 Quality of work.
4 Quality of consultative advice provided on the project.
5 Professionalism and ability to manage personnel.
6 Project administration (completed documents, final invoice, final product turnover;
invoices; manuals or going forward documentation, etc.)
7 Ability to verbally communicate and document information clearly and succinctly.
8 Abiltity to manage risks and unexpected project circumstances.
9 Ability to follow contract documents, policies, procedures, rules, regulations, etc.
10 Overall comfort level with hiring the company in the future (customer satisfaction).
TOTAL SCORE OF ALL ITEMS
RPS NO.: 25-8518, Northeast Service Area Program Management, and Oversight, Services
(Name of Company Requesting Reference Information)
AECOM Technical Services, Inc.
Andy Fera, PE NYS DEC
Andrew.Fera2@dec.ny.gov N/A (518) 419-0058
11 miles of conveyance pipe.
See following page for project details.December 2026
AECOM as OA=$20.63M,DB = $439.4M 2,675 days
*
*
*
*
*
*
*
*
*
*
Richard Redmond, Jr.
*At the request of the owner, please contact Andy Fera via phone for scores and evaluation.
Northeast Service Area Program Management and Oversight Services 3-22
Evaluation Criteria 3 | Past Performance
Page 4049 of 6641
Northeast Service Area Program Management and Oversight Services 7-7
Document Number
FEI/EIN Number
Date Filed
State
Status
Last Event
Event Date Filed
Event Effective Date
Department of State / Division of Corporations / Search Records / Search by Entity Name /
Detail by Entity Name
Foreign Profit Corporation
AECOM TECHNICAL SERVICES, INC.
Cross Reference Name
EARTH TECH, INC.
Filing Information
F95000004014
95-2661922
08/21/1995
CA
ACTIVE
AMENDMENT
09/05/2025
NONE
Principal Address
300 South Grand Avenue, 9th Floor
Los Angeles, CA 90071
Changed: 01/19/2021
Mailing Address
300 South Grand Avenue
9th Floor
Los Angeles, CA 90071
Changed: 04/05/2018
Registered Agent Name & Address
C T CORPORATION SYSTEM
1200 SOUTH PINE ISLAND ROAD
PLANTATION, FL 33324
Officer/Director Detail
Name & Address
Title PRESIDENT, DIRECTOR
CRANE, MATTHEW
300 SOUTH GRAND AVENUE, 9TH FLOOR
LOS ANGELES, CA 90071
Division of CorporationsFlorida Department of State
10/31/25, 11:54 AM Detail by Entity Name
https://search.sunbiz.org/Inquiry/CorporationSearch/SearchResultDetail?inquirytype=EntityName&directionType=Initial&searchNameOrder=AECOMT…1/4
Page 4050 of 6641
Northeast Service Area Program Management and Oversight Services 7-8
Title Secretary, Director
Tatevossian, Armond
300 South Grand Avenue, 9th Floor
Los Angeles, CA 90071
Title Director, CEO
Jensen, Karl
300 South Grand Avenue, 9th Floor
Los Angeles, CA 90071
Title FLORIDA LICENSEE-VICE PRESIDENT
CAPESTANY, PEDRO
300 South Grand Avenue, 9th Floor
Los Angeles, CA 90071
Title SVP
EDELSTEIN, ROBERT
300 SOUTH GRAND AVENUE
9TH FLOOR
LOS ANGELES, CA 90071
Title VICE PRESIDENT
LYONS, JENNIFER
300 SOUTH GRAND AVENUE, 9TH FLOOR
LOS ANGELES, CA 90071
Title FLORIDA LICENSEE-VICE PRESIDENT/ VICE-PRESIDENT RESPONSIBLE-IN-CHARGE
PANZARINO, STEPHEN
300 SOUTH GRAND AVENUE, 9TH FLOOR
LOS ANGELES, CA 90071
Title AUTHORIZED SIGNATORY
MEJEUR, RANDALL
300 SOUTH GRAND AVENUE, 9TH FLOOR
LOS ANGELES, CA 90071
Title CFO, Director
Hall, Allison
300 South Grand Avenue, 9th Floor
Los Angeles, CA 90071
Title FLORIDA LICENSEE-ASSOCIATE VICE PRESIDENT
10/31/25, 11:54 AM Detail by Entity Name
https://search.sunbiz.org/Inquiry/CorporationSearch/SearchResultDetail?inquirytype=EntityName&directionType=Initial&searchNameOrder=AECOMT…2/4
Page 4051 of 6641
Northeast Service Area Program Management and Oversight Services 7-9
POISSON, CHRISTOPHER
300 SOUTH GRAND AVENUE, 9TH FLOOR
LOS ANGELES, CA 90071
Title AUTHORIZED SIGNATORY
GOOTEE, JENNIFER
300 South Grand Avenue, 9th Floor
Los Angeles, CA 90071
Title FLORIDA LICENSEE-VICE PRESIDENT
BLAZOWSKI, JEFFREY
300 SOUTH GRAND AVENUE, 9TH FLOOR
LOS ANGELES, CA 90071
Annual Reports
Report Year Filed Date
2024 02/20/2024
2024 02/21/2024
2025 02/07/2025
Document Images
09/05/2025 -- Amendment View image in PDF format
06/03/2025 -- Amendment View image in PDF format
02/07/2025 -- ANNUAL REPORT View image in PDF format
01/31/2025 -- Amendment View image in PDF format
04/25/2024 -- Amendment View image in PDF format
02/21/2024 -- AMENDED ANNUAL REPORT View image in PDF format
02/20/2024 -- ANNUAL REPORT View image in PDF format
02/09/2024 -- Amendment View image in PDF format
11/02/2023 -- Amendment View image in PDF format
10/06/2023 -- Amendment View image in PDF format
09/13/2023 -- Amendment View image in PDF format
02/07/2023 -- AMENDED ANNUAL REPORT View image in PDF format
01/25/2023 -- AMENDED ANNUAL REPORT View image in PDF format
01/24/2023 -- ANNUAL REPORT View image in PDF format
03/23/2022 -- AMENDED ANNUAL REPORT View image in PDF format
03/07/2022 -- ANNUAL REPORT View image in PDF format
09/16/2021 -- AMENDED ANNUAL REPORT View image in PDF format
06/25/2021 -- AMENDED ANNUAL REPORT View image in PDF format
01/19/2021 -- ANNUAL REPORT View image in PDF format
08/20/2020 -- Amendment View image in PDF format
02/14/2020 -- ANNUAL REPORT View image in PDF format
12/19/2019 -- AMENDED ANNUAL REPORT View image in PDF format
07/19/2019 -- AMENDED ANNUAL REPORT View image in PDF format
01/29/2019 -- ANNUAL REPORT View image in PDF format
10/31/25, 11:54 AM Detail by Entity Name
https://search.sunbiz.org/Inquiry/CorporationSearch/SearchResultDetail?inquirytype=EntityName&directionType=Initial&searchNameOrder=AECOMT…3/4
Page 4052 of 6641
Northeast Service Area Program Management and Oversight Services 7-10
04/05/2018 -- ANNUAL REPORT View image in PDF format
04/13/2017 -- ANNUAL REPORT View image in PDF format
04/18/2016 -- ANNUAL REPORT View image in PDF format
12/13/2015 -- AMENDED ANNUAL REPORT View image in PDF format
07/21/2015 -- AMENDED ANNUAL REPORT View image in PDF format
05/27/2015 -- AMENDED ANNUAL REPORT View image in PDF format
05/21/2015 -- AMENDED ANNUAL REPORT View image in PDF format
04/21/2015 -- ANNUAL REPORT View image in PDF format
04/30/2014 -- ANNUAL REPORT View image in PDF format
04/30/2013 -- ANNUAL REPORT View image in PDF format
07/02/2012 -- ANNUAL REPORT View image in PDF format
04/14/2012 -- ANNUAL REPORT View image in PDF format
06/06/2011 -- ANNUAL REPORT View image in PDF format
01/07/2011 -- ANNUAL REPORT View image in PDF format
08/19/2010 -- ANNUAL REPORT View image in PDF format
02/18/2010 -- ANNUAL REPORT View image in PDF format
10/29/2009 -- ANNUAL REPORT View image in PDF format
10/27/2009 -- ANNUAL REPORT View image in PDF format
10/23/2009 -- ANNUAL REPORT View image in PDF format
02/03/2009 -- ANNUAL REPORT View image in PDF format
12/22/2008 -- Dom/For AR View image in PDF format
12/04/2008 -- Name Change View image in PDF format
04/30/2008 -- ANNUAL REPORT View image in PDF format
04/10/2007 -- ANNUAL REPORT View image in PDF format
04/27/2006 -- ANNUAL REPORT View image in PDF format
04/15/2005 -- ANNUAL REPORT View image in PDF format
04/14/2004 -- ANNUAL REPORT View image in PDF format
04/22/2003 -- ANNUAL REPORT View image in PDF format
04/10/2003 -- ANNUAL REPORT View image in PDF format
08/26/2002 -- ANNUAL REPORT View image in PDF format
05/10/2001 -- ANNUAL REPORT View image in PDF format
05/01/2000 -- ANNUAL REPORT View image in PDF format
03/04/1999 -- ANNUAL REPORT View image in PDF format
01/30/1998 -- ANNUAL REPORT View image in PDF format
07/30/1997 -- ANNUAL REPORT View image in PDF format
08/09/1996 -- ANNUAL REPORT View image in PDF format
05/15/1996 -- ANNUAL REPORT View image in PDF format
08/21/1995 -- DOCUMENTS PRIOR TO 1997 View image in PDF format
Florida Department of State, Division of Corporations
10/31/25, 11:54 AM Detail by Entity Name
https://search.sunbiz.org/Inquiry/CorporationSearch/SearchResultDetail?inquirytype=EntityName&directionType=Initial&searchNameOrder=AECOMT…4/4
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Northeast Service Area Program Management and Oversight Services 7-11
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Northeast Service Area Program Management and Oversight Services 7-25
01/16/2025
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Northeast Service Area Program Management and Oversight Services
Required Forms / Acknowledgements
7-28
Licenses
Page 4057 of 6641
Northeast Service Area Program Management and Oversight Services
Required Forms / Acknowledgements
7-29
Page 4058 of 6641
Northeast Service Area Program Management and Oversight Services
Required Forms / Acknowledgements
7-30
Page 4059 of 6641
Page 1 of 23 E-Verify MOU for Web Services Employers | Revision Date 06/01/13
Company ID Number:
THE E-VERIFY
MEMORANDUM OF UNDERSTANDING
FOR WEB SERVICES EMPLOYERS
ARTICLE I
PURPOSE AND AUTHORITY
A Web Services Employer is an Employer who verifies employment authorization for its newly hired
employees using a Web Services interface.
E-Verify is a program that electronically confirms a newly hired employee’s authorization to work in the
United States after completion of the Form I-9, Employment Eligibility Verification (Form I-9). This
MOU explains certain features of the E-Verify program and describes specific responsibilities of the
Web Services Employer, DHS, and the Social Security Administration (SSA).
For purposes of this MOU, the “E-Verify browser” refers to the website that provides direct access to
the E-Verify system: https://e-verify.uscis.gov/emp/. You may access E-Verify directly free of charge
via the E-Verify browser.
Authority for the E-Verify program is found in Title IV, Subtitle A, of the Illegal Immigration Reform and
Immigrant Responsibility Act of 1996 (IIRIRA), Pub. L. 104-208, 110 Stat. 3009, as amended (8 U.S.C.
§ 1324a note). The Federal Acquisition Regulation (FAR) Subpart 22.18, “Employment Eligibility
Verification” and Executive Order 12989, as amended, provide authority for Federal contractors and
subcontractors (Federal contractor) to use E-Verify to verify the employment eligibility of certain
employees working on Federal contracts.
Before accessing E-Verify using Web Services access, the Web Services Employer must meet certain
technical requirements. This will require the investment of significant amounts of resources and time.
If the Web Services Employer is required to use E-Verify prior to completion and acceptance of its Web
Services interface, then it must use the E-Verify browser until it is able to use its Web Services
interface. The Web Services Employer must also maintain ongoing technical compatibility with
E-Verify.
DHS accepts no liability relating to the Web Services Employer’s development or maintenance of any
Web Services access system.
1349701
The parties to this Agreement are the Department of Homeland Security (DHS) and AECOM (Web
Services Employer). The purpose of this agreement is to set forth terms and conditions which the
Web Services Employer will follow while participating in E-Verify.
Page 4060 of 6641
Page 2 of 23 E-Verify MOU for Web Services Employers | Revision Date 06/01/13
Company ID Number:
ARTICLE II
RESPONSIBILITIES
A. RESPONSIBILITIES OF THE WEB SERVICES EMPLOYER
1. By enrolling in E-Verify and signing the applicable MOU, the Web Services Employer asserts that it
is a legitimate company which intends to use E-Verify for legitimate purposes only and in accordance
with the laws, regulations, and DHS policies and procedures relating to the use of E-Verify.
2. The Web Services Employer agrees to display the following notices supplied by DHS in a prominent
place that is clearly visible to prospective employees and all employees who are to be verified through
the system:
a. Notice of E-Verify Participation
b. Notice of Right to Work
3. The Web Services Employer agrees to provide to the SSA and DHS the names, titles, addresses,
and telephone numbers of the Web Services Employer representatives to be contacted about E-Verify.
The Web Services Employer also agrees to keep such information current by providing updated
information to SSA and DHS whenever the representatives’ contact information changes.
4. The Web Services Employer agrees to grant E-Verify access only to current employees who need
E-Verify access. Web Services Employers must promptly terminate an employee’s E-Verify access if
the employer is separated from the company or no longer needs access to E-Verify.
5. The Web Services Employer agrees to become familiar with and comply with the most recent
version of the E-Verify User Manual. The Web Services Employer will ensure that outdated manuals
are promptly replaced with the new version of the E-Verify User Manual when it becomes available.
6. The Web Services Employer agrees that any person accessing E-Verify on its behalf is trained on
the most recent E-Verify policy and procedures.
7. The Web Services Employer agrees that any of its representatives who will create E-Verify cases
will complete the E-Verify Tutorial before creating any cases.
a. The Web Services Employer agrees that all of its representatives will take the refresher tutorials
when prompted by E-Verify in order to continue using E-Verify. Failure to complete a refresher
tutorial will prevent the Employer Representative from continued use of E-Verify.
8. The Web Services E-Verify Employer Agent agrees to obtain the necessary equipment to use
E- Verify as required by the E-Verify rules and regulations as modified from time to time.
9. The Web Services E-Verify Employer Agent agrees to, consistent with applicable laws, regulations,
and policies, commit sufficient personnel and resources to meet the requirements of this MOU.
10. The Web Services Employer agrees to comply with current Form I-9 procedures, with two
1349701
Page 4061 of 6641
Page 3 of 23 E-Verify MOU for Web Services Employers | Revision Date 06/01/13
Company ID Number:
exceptions:
a. If an employee presents a "List B" identity document, the Web Services Employer agrees to
only accept "List B" documents that contain a photo. (List B documents identified in 8 C.F.R. §
274a.2(b)(1)(B)) can be presented during the Form I-9 process to establish identity.) If an
employee objects to the photo requirement for religious reasons, the Web Services Employer
should contact E-Verify at 888-464-4218.
b. If an employee presents a DHS Form I-551 (Permanent Resident Card), Form I-766
(Employment Authorization Document), or U.S. Passport or Passport Card to complete Form I-9,
the Web Services Employer agrees to make a photocopy of the document and to retain the
photocopy with the employee’s Form I-9. The Web Services Employer will use the photocopy to
verify the photo and to assist DHS with its review of photo mismatches that employees contest.
DHS may in the future designate other documents that activate the photo screening tool.
Note: Subject only to the exceptions noted previously in this paragraph, employees still retain the right
to present any List A, or List B and List C, document(s) to complete the Form I-9.
11. The Web Services Employer agrees to record the case verification number on the employee's
Form I-9 or to print the screen containing the case verification number and attach it to the employee's
Form I-9.
12. The Web Services Employer agrees that, although it participates in E-Verify, the Web Services
Employer has a responsibility to complete, retain, and make available for inspection Forms I-9 that
relate to its employees, or from other requirements of applicable regulations or laws, including the
obligation to comply with the antidiscrimination requirements of section 274B of the INA with respect to
Form I-9 procedures.
a. The f ollowing modified requirements are the only exceptions to a Web Services Employer’s
obligation to not employ unauthorized workers and comply with the anti-discrimination provision of
the INA: (1) List B identity documents must have photos, as described in paragraph 6 above; (2)
When a Web Services Employer confirms the identity and employment eligibility of newly hired
employee using E-Verify procedures, it establishes a rebuttable presumption that it has not violated
section 274A(a)(1)(A) of the Immigration and Nationality Act (INA) with respect to the hiring of that
employee; (3) If the Web Services Employer receives a final nonconfirmation for an employee, but
continues to employ that person, the Web Services Employer must notify DHS and the Web
Services Employer is subject to a civil money penalty between $550 and $1,100 for each failure to
notify DHS of continued employment following a final nonconfirmation; (4) If the Web Services
Employer continues to employ an employee after receiving a final nonconfirmation, then the Web
Services Employer is subject to a rebuttable presumption that it has knowingly employed an
unauthorized alien in violation of section 274A(a)(1)(A); and (5) no E-Verify participant is civilly or
criminally liable under any law for any action taken in good faith based on information provided
through the E-Verify.
b. DHS reserves the right to conduct Form I-9 compliance inspections, as well as any other
enforcement or compliance activity authorized by law, including site visits, to ensure proper use of
1349701
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Page 4 of 23 E-Verify MOU for Web Services Employers | Revision Date 06/01/13
Company ID Number:
E-Verif y.
13. The Web Services Employer is strictly prohibited from creating an E-Verify case before the
employee has been hired, meaning that a firm offer of employment was extended and accepted and
Form I-9 was completed. The Employer agrees to create an E-Verify case for new employees within
three Employer business days after each employee has been hired (after both Sections 1 and 2 of
Form I-9 have been completed), and to complete as many steps of the E-Verify process as are
necessary according to the E-Verify User Manual. If E-Verify is temporarily unavailable, the three-day
time period will be extended until it is again operational in order to accommodate the Employer's
attempting, in good faith, to make inquiries during the period of unavailability. If, however, the Web
Services interface is unavailable due to no fault of E-Verify, then the three day time period is not
extended. In such a case, the Web Services Employer must use the E-Verify browser during the
outage.
14. The Web Services Employer agrees not to use E-Verify for pre-employment screening of job
applicants, in support of any unlawful employment practice, or for any other use that this MOU or the
E-Verify User Manual does not authorize.
15. The Web Services Employer must use E-Verify for all new employees. The Web Services
Employer will not verify selectively and will not verify employees hired before the effective date of this
MOU. Employers who are Federal contractors may qualify for exceptions to this requirement as
described in Article II.B of this MOU.
16. The Web Services Employer agrees to follow appropriate procedures (see Article III below)
regarding tentative nonconfirmations. The Web Services Employer must promptly notify employees in
private of the finding and provide them with the notice and letter containing information specific to the
employee’s E-Verify case. The Web Services Employer agrees to provide both the English and the
translated notice and letter for employees with limited English proficiency to employees. The Web
Services Employer agrees to provide written referral instructions to employees and instruct affected
employees to bring the English copy of the letter to the SSA. The Web Services Employer must allow
employees to contest the finding, and not tak e adverse action against employees if they choose to
contest the finding, while their case is still pending. Further, when employees contest a tentative
nonconfirmation based upon a photo mismatch, the Employer must take additional steps (see Article
III.B below) to contact DHS with information necessary to resolve the challenge.
17. The Web Services Employer agrees not to take any adverse action against an employee based
upon the employee's perceived employment eligibility status while SSA or DHS is processing the
verification request unless the Employer obtains knowledge (as defined in 8 C.F.R. § 274a.1(l)) that the
employee is not work authorized. The Web Services Employer understands that an initial inability of the
SSA or DHS automated verification system to verify work authorization, a tentative nonconfirmation, a
case in continuance (indicating the need for additional time for the government to resolve a case), or
the finding of a photo mismatch, does not establish, and should not be interpreted as, evidence that the
employee is not work authorized. In any of such cases, the employee must be provided a full and fair
opportunity to contest the finding, and if he or she does so, the employee may not be terminated or
suffer any adverse employment consequences based upon the employee’s perceived employment
1349701
Page 4063 of 6641
Page 5 of 23 E-Verify MOU for Web Services Employers | Revision Date 06/01/13
Company ID Number:
eligibility status (including denying, reducing, or extending work hours, delaying or preventing training,
requiring an employee to work in poorer conditions, withholding pay, refusing to assign the employee to
a Federal contract or other assignment, or otherwise assuming that he or she is unauthorized to work)
until and unless secondary verification by SSA or DHS has been completed and a final nonconf irmation
has been issued. If the employee does not choose to contest a tentative nonconfirmation or a photo
mismatch or if a secondary verification is completed and a final nonconfirmation is issued, then the
Web Services Employer can find the employee is not work authorized and terminate the employee’s
employment. Employers or employees with questions about a final nonconfirmation may call E-Verify at
1-888-464-4218 (customer service) or 1-888-897-7781 (worker hotline).
18. The Web Services Employer agrees to comply with Title VII of the Civil Rights Act of 1964 and
section 274B of the INA as applicable by not discriminating unlawfully against any individual in hiring,
firing, employment eligibility verification, or recruitment or referral practices because of his or her
national origin or citizenship status, or by committing discriminatory documentary practices. The Web
Services Employer understands that such illegal practices can include selective verification or use of
E-Verify except as provided in part D below, or discharging or refusing to hire employees because they
appear or sound “foreign” or have received tentative nonconfirmations. The Web Services Employer
further understands that any violation of the immigration-related unfair employment practices provisions
in section 274B of the INA could subject the Web Services Employer to civil penalties, back pay
awards, and other sanctions, and violations of Title VII could subject the Web Services Employer to
back pay awards, compensatory and punitive damages. Violations of either section 274B of the INA or
Title VII may also lead to the termination of its participation in E-Verify. If the Web Services Employer
has any questions relating to the anti-discrimination provision, it should contact OSC at 1-800-255-8155
or 1-800-237-2515 (TDD).
19. The Web Services Employer agrees that it will use the information it receives from E-Verify only to
confirm the employment eligibility of employees as authorized by this MOU. The Web Services
Employer agrees that it will safeguard this information, and means of access to it (such as PINS and
passwords), to ensure that it is not used for any other purpose and as necessary to protect its
confidentiality, including ensuring that it is not disseminated to any person other than employees of the
Web Services Employer who are authorized to perform the Web Services Employer's responsibilities
under this MOU, except for such dissemination as may be authorized in advance by SSA or DHS for
legitimate purposes.
20. The W eb Services Employer agrees to notify DHS immediately in the event of a breach of personal
information. Breaches are defined as loss of control or unauthorized access to E-Verify personal data.
All suspected or confirmed breaches should be reported by calling 1-888-464-4218 or via email
at E-Verify@dhs.gov. Please use “Privacy Incident – Password” in the subject line of your email
when sending a breach report to E-Verify.
21. The Web Services Employer acknowledges that the information it receives from SSA is governed
by the Privacy Act (5 U.S.C. § 552a(i)(1) and (3)) and the Social Security Act (42 U.S.C. 1306(a)). Any
person who obtains this information under false pretenses or uses it for any purpose other than as
provided for in this MOU may be subject to criminal penalties.
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22. The Web Services Employer agrees to cooperate with DHS and SSA in their compliance
monitoring and evaluation of E-Verify, which includes permitting DHS, SSA, their contractors and other
agents, upon reasonable notice, to review Forms I-9 and other employment records and to interview it
and its employees regarding the Employer’s use of E-Verify, and to respond in a prompt and accurate
manner to DHS requests for information relating to their participation in E-Verify.
a. The Web Services Employer agrees to cooperate with DHS if DHS requests information about
the Web Services Employer’s interface, including requests by DHS to view the actual interface
operated by the Web Services Employer as well as related business documents. The Web
Services Employer agrees to demonstrate for DHS the functionality of its interface to E-Verify upon
request.
23. The Web Services Employer shall not make any false or unauthorized claims or references about
its participation in E-Verify on its website, in advertising materials, or other media. The Employer shall
not describe its services as federally-approved, federally-certified, or federally-recognized, or use
language with a similar intent on its website or other materials provided to the public. Entering into this
MOU does not mean that E-Verify endorses or authorizes your E-Verify services and any claim to that
effect is false.
24. The Web Services Employer shall not state in its website or other public documents that any
language used therein has been provided or approved by DHS, USCIS or the Verification Division,
without first obtaining the prior written consent of DHS.
25. The Web Services Employer agrees that E-Verify trademarks and logos may be used only under
license by DHS/USCIS (see M-795 (Web)) and, other than pursuant to the specific terms of such
license, may not be used in any manner that might imply that the Employer’s services, products,
websites, or publications are sponsored by, endorsed by, licensed by, or affiliated with DHS, USCIS, or
E-Verify.
26. The Web Services Employer agrees to complete its Web Services interface no later than six
months after the date the Web Services Employer signs this MOU. E-Verify considers the interface to
be complete once it has been built pursuant to the Interface Control Agreement (ICA), submitted to
E-Verify for testing, and approved for system access.
27. The Web Services Employer agrees to perform sufficient maintenance on the Web Services
interface in accordance with the requirements listed in the ICA. These requirements include, but are
not limited to, updating the Web Services interface to ensure that any updates or enhancements are
incorporated no later than six months after the issuance of an ICA. Web Services Employers should be
aware that this will require the investment of time and resources. Compliance with the requirements of
the ICA must be carried out to the satisfaction of DHS and or its assignees.
28. The Web Services Employer agrees that any system or interface it develops will follow the steps
for creating E-Verify cases and processing tentative nonconfirmations, as laid out in the ICA, this MOU
and the User Manual, including but not limited to allowing an employer to close an invalid case where
appropriate, allowing an employer to refer a tentative nonconfirmation only when an employee chooses
to contest a tentative nonconfirmation (no automatic referrals), and referring a tentative nonconfirmation
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to the appropriate agency at the time the employer prints the referral letter and provides the letter to the
employee. The Web Services Employer understands that any failure to make its system or interface
consistent with proper E-Verify procedures can result in DHS terminating the Web Services Employer’s
agreement and access.
29. The Web Services Employer understands that if it uses E-Verify procedures for any purpose other
than as authorized by this MOU, the Web Services Employer may be subject to appropriate legal action
and termination of its participation in E-Verify according to this MOU.
B. EMPLOYERS THAT ARE FEDERAL CONTRACTORS WITH THE FAR E-VERIFY CLAUSE
NOTE: If you do not have any Federal contracts at this time, this section does not apply to your
company. In the future, if you are awarded a Federal contract that contains the FAR E-Verify clause,
then you must comply with each provision in this Section. See 48 C.F.R. 52.222.54 for the text of the
FAR E-Verify clause and the E-Verify Supplemental Guide for Federal Contractors for complete
information.
1. If the Web Services Employer is a Federal contractor with the FAR E-Verify clause subject to the
employment verification terms in Subpart 22.18 of the FAR, it will become familiar with and comply with
the most current version of the E-Verify User Manual for Federal Contractors as well as the E-Verify
Supplemental Guide for Federal Contractors.
2. In addition to the responsibilities of every employer outlined in this MOU, the Web Services
Employer understands that if it is a Federal contractor subject to the employment verification terms in
Subpart 22.18 of the FAR it must verify the employment eligibility of any “employee assigned to the
contract” (as defined in FAR 22.1801). Once an employee has been verified through E-Verify by the
Web Services Employer, the Employer may not create a second case for the employee through
E-Verify.
a. A Web Services Employer that is not enrolled in E-Verify as a Federal contractor at the time of a
contract award must enroll as a Federal contractor in the E-Verify program within 30 calendar days
of contract award and, within 90 days of enrollment, begin to verify employment eligibility of new
hires using E-Verify. The Web Services Employer must verify those employees who are working in
the United States, whether or not they are assigned to the contract. Once the Web Services
Employer begins verifying new hires, such verification of new hires must be initiated within three
business days after the hire date. Once enrolled in E-Verify as a Federal contractor, the Web
Services Employer must begin verification of employees assigned to the contract within 90
calendar days after the date of enrollment or within 30 days of an employee’s assignment to the
contract, whichever date is later.
b. Web Services Employers enrolled in E-Verify as a Federal contractor for 90 days or more at the
time of a contract award must use E-Verify to begin verification of employment eligibility for new
hires of the Employer who are working in the United States, whether or not assigned to the
contract, within three business days after the date of hire. If the Web Services Employer is enrolled
in E-Verify as a Federal contractor for 90 calendar days or less at the time of contract award, the
Web Services Employer must, within 90 days of enrollment, begin to use E-Verify to initiate
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verification of new hires of the contractor who are working in the United States, whether or not
assigned to the contract. Such verification of new hires must be initiated within three business days
after the date of hire. A Web Services Employer enrolled as a Federal contractor in E-Verify must
begin verification of each employee assigned to the contract within 90 calendar days after date of
contract award or within 30 days after assignment to the contract, whichever is later.
c. Federal contractors that are institutions of higher education (as defined at 20 U.S.C. 1001(a)),
state or local governments, governments of Federally recognized Indian tribes, or sureties
performing under a takeover agreement entered into with a Federal agency under a performance
bond may choose to only verify new and existing employees assigned to the Federal contract. Such
Federal contractors may, however, elect to verify all new hires, and/or all existing employees hired
after November 6, 1986. Web Services Employers in this category must begin verification of
employees assigned to the contract within 90 calendar days after the date of enrollment or within 30
days of an employee’s assignment to the contract, whichever date is later.
d. Upon enrollment, Web Services Employers who are Federal contractors may elect to verify
employment eligibility of all existing employees working in the United States who were hired after
November 6, 1986, instead of verifying only those employees assigned to a covered Federal
contract. After enrollment, Web Services Employers must elect to verify existing staff following DHS
procedures and begin E-Verify verification of all existing employees within 180 days after the
election.
e. The Web Services Employer may use a previously completed Form I-9 as the basis for creating
an E-Verify case for an employee assigned to a contract as long as:
i. That Form I-9 is complete (including the SSN) and complies with Article II.A.6,
ii. The employee’s work authorization has not expired, and
iii. The Web Services Employer has reviewed the Form I-9 information either in person or in
communications with the employee to ensure that the employee’s Section 1, Form I-9
attestation has not changed (including, but not limited to, a lawful permanent resident alien
having become a naturalized U.S. citizen).
f. The Web Services Employer shall complete a new Form I-9 consistent with Article II.A.10 or
update the previous Form I-9 to provide the necessary information if:
i. The Web Services Employer cannot determine that Form I-9 complies with Article
II.A.10,
ii. The employee’s basis for work authorization as attested in Section 1 has expired or
changed, or
iii. The Form I-9 contains no SSN or is otherwise incomplete.
Note: If Section 1 of Form I-9 is otherwise valid and up-to-date and the form otherwise complies with
Article II.A.10, but reflects documentation (such as a U.S. passport or Form I-551) that expired after
completing Form I-9, the Web Services Employer shall not require the production of additional
documentation, or use the photo screening tool described in Article II.A.5, subject to any additional or
superseding instructions that may be provided on this subject in the E-Verify User Manual.
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g. The Web Services Employer agrees not to require a second verification using E-Verify of any
assigned employee who has previously been verified as a newly hired employee under this MOU or
to authorize verification of any existing employee by any Web Services Employer that is not a
Federal contractor based on this Article.
3. The Web Services Employer understands that if it is a Federal contractor, its compliance with this
MOU is a performance requirement under the terms of the Federal contract or subcontract, and the
Web Services Employer consents to the release of information relating to compliance with its
verification responsibilities under this MOU to contracting officers or other officials authorized to review
the Employer’s compliance with Federal contracting requirements.
C. RESPONSIBILITIES OF SSA
1. SSA agrees to allow DHS to compare data provided by the Web Services Employer against SSA’s
database. SSA sends DHS confirmation that the data sent either matches or does not match the
information in SSA’s database.
2. SSA agrees to safeguard the information the Web Services Employer provides through E-Verify
procedures. SSA also agrees to limit access to such information, as is appropriate by law, to
individuals responsible for the verification of Social Security numbers or responsible for evaluation of
E-Verify or such other persons or entities who may be authorized by SSA as governed by the Privacy
Act (5 U.S.C. § 552a), the Social Security Act (42 U.S.C. 1306(a)), and SSA regulations (20 CFR Part
401).
3. SSA agrees to provide case results from its database within three Federal Government work days of
the initial inquiry. E-Verify provides the information to the Web Services Employer.
4. SSA agrees to update SSA records as necessary if the employee who contests the SSA tentative
nonconfirmation visits an SSA field office and provides the required evidence. If the employee visits an
SSA field office within the eight Federal Government work days from the date of referral to SSA, SSA
agrees to update SSA records, if appropriate, within the eight-day period unless SSA determines that
more than eight days may be necessary. In such cases, SSA will provide additional instructions to the
employee. If the employee does not visit SSA in the time allowed, E-Verify may provide a final
nonconfirmation to the employer.
Note: If a Web Services Employer experiences technical problems, or has a policy question, the Web
Services Employer should contact E-Verify at 1-888-464-4218.
D. RESPONSIBILITIES OF DHS
1. After SSA verifies the accuracy of SSA records for employees through E-Verify, DHS agrees to
provide the Web Services Employer access to selected data from DHS databases to enable the Web
Services Employer to conduct, to the extent authorized by this MOU:
a. Automated verification checks on employees by electronic means, and
b. Photo verification checks (when available) on employees.
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2. DHS agrees to provide to the Web Services Employer appropriate assistance with operational
problems that may arise during the Web Services Employer's participation in the E-Verify program.
DHS agrees to provide the Web Services Employer names, titles, addresses, and telephone numbers
of DHS representatives to be contacted during the E-Verify process.
3. DHS agrees to make available to the Web Services Employer at the E-Verify Web site
(www.dhs.gov/E-Verify) and on the E-Verify Web browser (https://e-verify.uscis.gov/emp/), instructional
materials on E-Verify policies, procedures and requirements for both SSA and DHS, including
restrictions on the use of E-Verify. DHS agrees to provide training materials on E-Verify.
4. DHS agrees to provide to the Web Services Employer a notice that indicates the Web Services
Employer's participation in the E-Verify program. DHS also agrees to provide to the Web Services
Employer anti-discrimination notices issued by the Office of Special Counsel for Immigration-Related
Unfair Employment Practices (OSC), Civil Rights Division, U.S. Department of Justice.
5. DHS agrees to issue the Web Services Employer a user identification number and password that
permits the Employer to verify information provided by its employees with DHS.
6. DHS agrees to safeguard the information provided to DHS by the Web Services Employer, and to
limit access to such information to individuals responsible for the verification of employees’ employment
eligibility and for evaluation of the E-Verify program, or to such other persons or entities as may be
authorized by applicable law. Information will be used only to verify the accuracy of Social Security
Numbers and employment eligibility, to enforce the Immigration and Nationality Act (INA) and Federal
criminal or anti-discrimination laws, and to administer Federal contracting requirements.
7. DHS agrees to provide a means of automated verification that is designed (in conjunction with SSA
verification procedures) to provide confirmation or tentative nonconfirmation of employees' employment
eligibility within three Federal Government work days of the initial inquiry.
8. DHS agrees to provide a means of secondary verification (including updating DHS records as
necessary) for employees who contest DHS tentative nonconfirmations and photo non-match tentative
nonconfirmations that is designed to provide final confirmation or nonconfirmation of the employees'
employment eligibility within 10 Federal Government work days of the date of referral to DHS, unless
DHS determines that more than 10 days may be necessary. In such cases, DHS will provide additional
verification instructions.
9. DHS agrees to provide the Web Services Employer with an Interface Control Agreement (ICA). This
document will provide technical requirements that the Web Services Employer must meet to create and
maintain a Web Services interface to the Verification Information System (VIS). VIS is a composite
information system that provides immigration status verification for government agencies and
verification of employment authorization for employers participating in E-Verify.
10. DHS agrees to provide periodic system enhancements to improve the ease and accuracy of
E-Verify, as needed. DHS will also provide E-Verify enhancements to comply with applicable laws and
regulations. As enhancements occur, Web Services Employers must update their Web Services
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interface to reflect system changes within the timelines specified in Article V.A.1. DHS will provide the
Web Services Employer with an ICA to support the E-Verify release whenever system enhancements
are required.
11. DHS agrees to provide to the Web Services Employer guidance on breach notification and a
means by which the Web Services Employer can report any and all suspected or confirmed breaches
of owned or used systems or data spills related to E-Verify cases. At this time, if the Employer
encounters a suspected or confirmed breach or data spill, it should contact E-Verify at 1-888-464-4218.
12. In the event the Web Services Employer is subject to penalties, DHS will issue a Notice of Adverse
Action that describes the specific violations if it intends to suspend or terminate the employer’s Web
Services interface access. The Web Services Employer agrees that DHS shall not be liable for any
financial losses to the Web Services Employer, its employees, or any other party as a result of your
account suspension or termination and agrees to hold DHS harmless from any such claims.
ARTICLE III
REFERRAL OF INDIVIDUALS TO SSA AND DHS
A. REFERRAL TO SSA
1. If the Web Services Employer receives a tentative nonconfirmation issued by SSA, the Web
Services Employer must print the notice and promptly provide it to the employee so that the employee
may determine whether he or she will contest the tentative nonconfirmation. The Web Services
Employer must review the tentative nonconfirmation with the employee in private. After the notice has
been signed, the Web Services Employer must give a copy of the signed notice to the employee and
attach a copy to the employee’s Form I-9.
2. The Web Services Employer will refer employees to SSA field offices only as directed by the
automated system based on a tentative nonconfirmation, and only after the Web Services Employer
records the case verification number, reviews the input to detect any transaction errors, and determines
that the employee contests the tentative nonconfirmation. The Web Services Employer will transmit the
Social Security Number to SSA for verification again if this review indicates a need to do so. The Web
Services Employer will determine whether the employee contests the tentative nonconfirmation as soon
as possible after the Employer receives it.
3. If the employee contests an SSA tentative nonconfirmation, the Web Services Employer will provide
the employee with a system-generated referral letter and instruct the employee to visit an SSA office
within eight Federal Government work days. SSA will electronically transmit the result of the referral to
the Web Services Employer within 10 Federal Government work days of the referral unless it
determines that more than 10 days is necessary. The Employer agrees to check the E-Verify system
regularly for case updates.
4. The Web Services Employer agrees not to ask the employee to obtain a printout from the Social
Security Number database (the Numident) or other written verification of the Social Security Number
from the SSA.
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B. REFERRAL TO DHS
1. If the Web Services Employer receives a tentative nonconfirmation issued by DHS, the Web
Services Employer must promptly notify employees in private of the finding and provide them with the
notice and letter containing information specific to the employee’s E-Verify case. The Web Services
Employer also agrees to provide both the English and the translated notice and letter for employees
with limited English proficiency to employees. The Web Services Employer must allow employees to
contest the finding, and not take adverse action against employees if they choose to contest the
finding, while their case is still pending.
2. The Web Services Employer agrees to obtain the employee’s response about whether he or she will
contest the tentative nonconfirmation as soon as possible after the Web Services Employer receives
the tentative nonconfirmation. Only the employee may determine whether he or she will contest the
tentative nonconfirmation.
3. The Web Services Employer agrees to refer individuals to DHS only when the employee chooses to
contest a tentative nonconfirmation.
4. If the employee contests a tentative nonconfirmation issued by DHS, the Web Services Employer
will instruct the employee to contact DHS through its toll-free hotline (as found on the referral letter)
within eight Federal Government work days.
5. If the Web Services Employer finds a photo mismatch, the Web Services Employer must provide the
photo mismatch tentative nonconfirmation notice and follow the instructions outlined in paragraph 1 of
this section for tentative nonconfirmations, generally.
6. The Web Services Employer agrees that if an employee contests a tentative nonconfirmation based
upon a photo mismatch, the Web Services Employer will send a copy of the employee’s Form I-551,
Form I-766, U.S. Passport, or passport card to DHS for review by:
a. Scanning and uploading the document, or
b. Sending a photocopy of the document by express mail (furnished and paid for by the employer).
7. The Web Services Employer understands that if it cannot determine whether there is a photo
match/mismatch, the Employer must forward the employee’s documentation to DHS as described in
the preceding paragraph. The Employer agrees to resolve the case as specified by the DHS
representative who will determine the photo match or mismatch.
8. DHS will electronically transmit the result of the referral to the Web Services Employer within 10
Federal Government work days of the referral unless it determines that more than 10 days is
necessary.
9. While waiting for case results, the Web Services Employer agrees to check the E-Verify system
regularly for case updates.
10. DHS agrees to provide the Web Services Employer with an Interface Control Agreement (ICA).
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This document will provide technical requirements that the Web Services Employer must meet to
create and maintain a Web Services interface to the Verification Information System (VIS). VIS is a
composite information system that provides immigration status verification for government agencies
and verification of employment authorization for employers participating in E-Verify.
11. DHS agrees to provide periodic system enhancements to improve the ease and accuracy of
E-Verify, as needed. DHS will also provide E-Verify enhancements to comply with applicable laws and
regulations. As enhancements occur, Web Services Employers must update their Web Services
interface to reflect system changes within the timelines specified in Article V.A.1. DHS will provide the
Web Services Employer with an ICA to support the E-Verify release whenever system enhancements
are required.
ARTICLE IV
SERVICE PROVISIONS
A. NO SERVICE FEES
1. SSA and DHS will not charge the Employer or the Web Services E-Verify Employer Agent for
verification services performed under this MOU. The Employer is responsible for providing equipment
needed to make inquiries. To access E-Verify, an Employer will need a personal computer with Internet
access.
ARTICLE V
SYSTEM SECURITY AND MAINTENANCE
A. DEVELOPMENT REQUIREMENTS
1. Software developed by Web Services Employers must comply with federally-mandated information
security policies and industry security standards to include but not limited to:
a. Public Law 107-347, "E-Government Act of 2002, Title III, Federal Information Security
Management Act (FISMA)," December 2002.
b. Office of Management and Budget (OMB) Memorandum (M-10-15), "FY 2010 Reporting
Instructions for the Federal Information Security Management Act and Agency Privacy
Management," April 2010.
c. National Institute of Standards and Technology (NIST) Special Publication (SP) and Federal
Information Processing Standards Publication (FIPS).
d. International Organization for Standardization/International Electrotechnical Commission
(ISO/IEC) 27002, Information Technology — Security Techniques — Code of Practice for
Information Security Management.
2. The Web Services Employer agrees to update its Web Services interface to the satisfaction of DHS
or its assignees to reflect system enhancements within six months from the date DHS notifies the Web
Services User of the system update. The Web Services User will receive notice from DHS in the form
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of an Interface Control Agreement (ICA). The Web Services Employer agrees to institute changes to
its interface as identified in the ICA, including all functionality identified and all data elements detailed
therein.
3. The Web Services Employer agrees to demonstrate progress of its efforts to update its Web
Services interface if and when DHS requests such progress reports.
4. The Web Services Employer acknowledges that if its system enhancements are not completed to
the satisfaction of DHS or its assignees within six months from the date DHS notifies the Web Services
Employer of the system update, then the Web Services Employer’s E-Verify account may be
suspended, and support for previous releases of E-Verif y may no longer be available to the Web
Services Employer. The Web Services Employer also acknowledges that DHS may suspend its
account after the six-month period has elapsed.
5. The Web Services Employer agrees to incorporate error handling logic into its development or
software to accommodate and act in a timely fashion should an error code be returned.
6. The Web Services Employer agrees to complete the technical requirements testing which is
confirmed upon receiving approval of test data and connectivity between the Web Services Employer
and DHS.
7. DHS will not reimburse any Web Services Employer or software developer who has expended
resources in the development or maintenance of a Web Services interface if that party is unable, or
becomes unable, to meet any of the requirements set forth in this MOU.
8. Housing, development, infrastructure, maintenance, and testing of the Web Services applications
may take place outside the United States and its territories, but testing must be conducted to ensure
that the code is correct and secure.
9. Tf the Web Services Employer includes an electronic Form I-9 as part of its interface, then it must
comply with the standards for electronic retention of Form I-9 found in 8 CFR 274a.2(e).
B. INFORMATION SECURITY REQUIREMENTS
Web Services Employers performing verification services under this MOU must ensure that information
that is shared between the Web Services Employer and DHS is appropriately protected comparable to
the protection provided when the information is within the DHS environment [OMB Circular A-130
Appendix III].
To achieve this level of information security, the Web Services Employer agrees to institute the
following procedures:
1. Conduct periodic assessments of risk, including the magnitude of harm that could result from the
unauthorized access, use, disclosure, disruption, modification, or destruction of information and
information systems that support the operations and assets of the DHS, SSA, and the Web Services
Employer;
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2. Develop policies and procedures that are based on risk assessments, cost-effectively reduce
information security risks to an acceptable level, and ensure that information security is addressed
throughout the life cycle of each organizational information system;
3. Implement subordinate plans for providing adequate information security for networks, facilities,
information systems, or groups of information systems, as appropriate;
4. Conduct security awareness training to inform the Web Services Employer’s personnel (including
contractors and other users of information systems that support the operations and assets of the
organization) of the information security risks associated with their activities and their responsibilities in
complying with organizational policies and procedures designed to reduce these risks;
5. Develop periodic testing and evaluation of the effectiveness of information security policies,
procedures, practices, and security controls to be performed with a frequency depending on risk, but no
less than once per year;
6. Develop a process for planning, implementing, evaluating, and documenting remedial actions to
address any deficiencies in the information security policies, procedures, and practices of the
organization;
7. Implement procedures for detecting, reporting, and responding to security incidents;
8. Create plans and procedures to ensure continuity of operations for information systems that support
the operations and assets of the organization;
9. In information-sharing environments, the information owner is responsible for establishing the rules
for appropriate use and protection of the subject information and retains that responsibility even when
the information is shared with or provided to other organizations [NIST SP 800-37].
10. DHS reserves the right to restrict Web Services calls from certain IP addresses.
11. DHS reserves the right to audit the Web Services Employer’s application.
12. Web Services Employers agree to cooperate willingly with the DHS assessment of information
security and privacy practices used by the company to develop and maintain the software.
C. DATA PROTECTION AND PRIVACY REQUIREMENTS
1. Web Services Employers must practice proper Internet security; this means using HTTP over
SSL/TLS (also known as HTTPS) when accessing DHS information resources such as E-Verify [NIST
SP 800-95]. Internet security practices like this are necessary because Simple Object Access Protocol
(SOAP), which provides a basic messaging framework on which Web Services can be built, allows
messages to be viewed or modified by attackers as messages traverse the Internet and is not
independently designed with all the necessary security protocols for E-Verify use.
2. In accordance with DHS standards, the Web Services Employer agrees to maintain physical,
electronic, and procedural safeguards to appropriately protect the information shared under this MOU
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against loss, theft, misuse, unauthorized access, and improper disclosure, copying use, modification or
deletion.
3. Any data transmission requiring encryption shall comply with the following standards:
• Products using FIPS 197 Advanced Encryption Standard (AES) algorithms with at least 256-bit
encryption that has been validated under FIPS 140-2.
• NSA Type 2 or Type 1 encryption.
4. User ID Management (Set Standard): All information exchanged between the parties under this
MOU will be done only through authorized Web Services Employer representatives identified above.
5. The Web Services Employer agrees to use the E-Verify browser instead of its own interface if it has
not yet upgraded its interface to comply with the Federal Acquisition Regulation (FAR) system changes.
In addition, Web Services Employers whose interfaces do not support the Form I-9 from 2/2/2009 or
8/7/2009 agree to use the E-Verify browser until the system upgrade is completed.
6. The Web Services Employer agrees to use the E-Verify browser instead of its own interface if it has
not completed updates to its system to the satisfaction of DHS or its assignees within six months from
the date DHS notifies the Web Services Employer of the system update. The Web Services Employer
can resume use of its interface once it is up-to-date, unless the Web Services Employer has been
suspended or terminated from continued use of the system.
D. COMMUNICATIONS
1. The Web Services Employer agrees to develop an electronic system that is not subject to any
agreement or other requirement that would restrict access and use by an agency of the United States.
2. The Web Services Employer agrees to develop effective controls to ensure the integrity, accuracy
and reliability of its electronic system.
3. The Web Services Employer agrees to develop an inspection and quality assurance program that
regularly (at least once per year) evaluates the electronic system, and includes periodic checks of
electronically stored information. The Web Services Employer agrees to share the results of its regular
inspection and quality assurance program with DHS upon request.
4. The Web Services Employer agrees to develop an electronic system with the ability to produce
legible copies of applicable notices, letters, and other written, photographic and graphic materials.
5. All information exchanged between the parties under this MOU will be in accordance with applicable
laws, regulations, and policies, including but not limited to, information security guidelines of the
sending party with respect to any information that is deemed Personally Identifiable Information (PII),
including but not limited to the employee or applicant’s Social Security number, alien number, date of
birth, or other information that may be used to identify the individual.
6. Suspected and confirmed information security breaches must be reported to DHS according to
Article V.C.1. Reporting such breaches does not relieve the Web Services Employer from further
1349701
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Page 17 of 23 E-Verify MOU for Web Services Employers | Revision Date 06/01/13
Company ID Number:
requirements as directed by state and local law. The Web Services Employer is subject to applicable
state laws regarding data protection and incident reporting in addition to the requirements herein.
E. S OFTWARE DEVELOPMENT RESTRICTIONS
1. DHS reserves the right to terminate the access of any software developer with or without notice who
creates or uses an interface that does not comply with E -Verify procedures.
2. Employers are prohibited from Web Services Software development unless they also create cases
in E-Verify to verify their new hires’ work authorization. Those pursuing software development without
intending to use E-Verify are not eligible to receive an ICA. At this time, E-Verify does not permit Web
Services software development without also being a Web Services Employer or Web Services E-Verify
Employer Agent .
F. PENALTIES
1. The Web Services Employer agrees that any failure on its part to comply with the terms of the MOU
may result in account suspension, termination, or other adverse action.
2. DHS is not liable for any financial losses to Web Services Employer, its clients, or any other party as
a result of account suspension or termination.
ARTICLE VI
MODIFICATION AND TERMINATION
A. MODIFICATION
1. This MOU is effective upon the signature of all parties and shall continue in effect for as long as the
SSA and DHS operates the E -Verify program unless modified in writing by the mutual consent of all
parties.
2. Any and all E-Verify system enhancements by DHS or SSA, including but not limited to E-Verify
checking against additional data sources and instituting new verification policies or procedures, will be
covered under this MOU and will not cause the need for a supplemental MOU that outlines these
changes.
B. TERMINATION
1. The Web Services Employer may terminate this MOU and its participation in E -Verify at any time
upon 30 days prior written notice to the other parties.
2. Notwithstanding Article V, part A of this MOU, DHS may terminate this MOU, and thereby the Web
Services Employer’s participation in E-Verify, with or without notice at any time if deemed necessary
because of the requirements of law or policy, or upon a determination by SSA or DHS that there has
been a breach of system integrity or security by the Web Services Employer, or a failure on the part of
either party to comply with established E -Verify procedures and/or legal requirements. The Web
Services Employer understands that if it is a Federal contractor, termination of this MOU by any party
1349701
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Page 18 of 23 E-Verify MOU for Web Services Employers | Revision Date 06/01/13
Company ID Number:
for an y reason may negatively affect the performance of its contractual responsibilities. Similarly, the
Web Services Employer understands that if it is in a state where E -Verify is mandatory, termination of
this by any party MOU may negatively affect the Web Services Employer’s business.
3.A Web Services Employer that is a Federal contractor may terminate this MOU when the Federal
contract that requires its participation in E -Verify is terminated or completed. In such cases, the Web
Services Employer must provide written notice to DHS. If the Web Services Employer fails to provide
such notice, then that Web Services Employer will remain an E -Verify participant, will remain bound by
the terms of this MOU that apply to non -Federal contractor participants, and will be required to use the
E-Verify procedures to verify the employment eligibility of all newly hired employees.
4.The Web Services Employer agrees that E -Verify is not liable for any losses, financial or otherwise,
if the Web Services Employer or the Employer is terminated from E -Verify.
ARTICLE VII
PARTIES
A. Some or all SSA and DHS responsibilities under this MOU may be performed by contractor(s), and
SSA and DHS may adjust verification responsibilities between each other as necessary. By separate
agreement with DHS, SSA has agreed to perform its responsibilit ies as described in this MOU.
B. Nothing in this MOU is intended, or should be construed, to create any right or benefit, substantive
or procedural, enforceable at law by any third party against the United States, its agencies, officers, or
employees, or against the Web Services Employer, its agents, officers, or employees.
C. The Web Services Employer may not assign, directly or indirectly, whether by operation of law,
change of control or merger, all or any part of its rights or obligations under this MOU wit hout the prior
written consent of DHS, which consent shall not be unreasonably withheld or delayed. Any attempt to
sublicense, assign, or transfer any of the rights, duties, or obligations herein is void.
D. Each party shall be solely responsible for defending any claim or action against it arising out of or
related to E -Verify or this MOU, whether civil or criminal, and for any liability wherefrom, including (but
not limited to) any dispute between the Web Services Employer and any other person or entity
reg arding the applicability of Section 403(d) of IIRIRA to any action taken or allegedly taken by the Web
Services Employer.
E. The Web Services Employer understands that its participation in E-Verify is not confidential
information and may be disclosed as authorized or required by law and DHS or SSA policy, including
but not limited to, Congressional oversight, E-Verify publicity and media inquiries, determinations of
compliance with Federal contractual requirements, and responses to inquiries under the Freedom of
Information Act (FOIA).
F. The individuals whose signatures appear below represent that they are authorized to enter into this
MOU on behalf of the Web Services Employer and DHS respectively. The Web Services Employer
understands that any inaccurate statement, representation, data or other information provided to DHS
1349701
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Page 19 of 23 E-Verify MOU for Web Services Employers | Revision Date 06/01/13
Company ID Number:
may subject the Web Services Employer, its subcontractors, its employees, or its representatives to: (1)
prosecution for false statements pursuant to 18 U.S.C. 1001 and/or; (2) immediate termination of its
MOU and/or; (3) possible debarment or suspension.
G. The foregoing constitutes the full agreement on this subject between DHS and the Web Services
Employer.
Approved by:
Web Services Employer
Name (Please Type or Print) Title
Signature Date
Department of Homeland Security – Verification Division
Name (Please Type or Print) Title
Signature Date
1349701
AECOM
Gilda Malek
Electronically Signed 10/11/2018
USCIS Verification Division
Electronically Signed 10/11/2018
Page 4078 of 6641
Page 20 of 23 E-Verify MOU for Web Services Employers | Revision Date 06/01/13
Company ID Number:
Information Required for the E-Verify Program
Information relating to your Company:
Company Name
Company Facility Address
Company Alternate Address
County or Parish
Employer Identification Number
North American Industry
Classification Systems Code
Parent Company
Number of Employees
Number of Sites Verified for
1349701
AECOM
1999 Avenue of the Stars, Suite 2600
Los Angeles, CA 90067
LOS ANGELES
611088522
236
10,000 and over
347
Page 4079 of 6641
Page 21 of 23 E-Verify MOU for Web Services Employers | Revision Date 06/01/13
Company ID Number:
Are you verifying for more than 1 site? If yes, please provide the number of sites verified for in
each State:
1349701
ALASKA 1 site(s)
ALABAMA 5 site(s)
ARIZONA 10 site(s)
CALIFORNIA 34 site(s)
COLORADO 12 site(s)
CONNECTICUT 5 site(s)
DIST OF COL 4 site(s)
DELAWARE 2 site(s)
FLORIDA 28 site(s)
GEORGIA 6 site(s)
HAWAII 2 site(s)
IOWA 3 site(s)
IDAHO 2 site(s)
ILLINOIS 5 site(s)
INDIANA 10 site(s)
KANSAS 3 site(s)
KENTUCKY 5 site(s)
LOUISIANA 4 site(s)
MASSACHUSETTS 5 site(s)
MARYLAND 12 site(s)
MAINE 5 site(s)
MICHIGAN 8 site(s)
MINNESOTA 2 site(s)
MISSOURI 3 site(s)
MISSISSIPPI 1 site(s)
MONTANA 1 site(s)
NORTH CAROLINA 7 site(s)
NORTH DAKOTA 1 site(s)
NEBRASKA 1 site(s)
NEW HAMPSHIRE 1 site(s)
NEW JERSEY 13 site(s)
NEW MEXICO 3 site(s)
NEVADA 6 site(s)
NEW YORK 51 site(s)
OHIO 7 site(s)
OREGON 1 site(s)
PENNSYLVANIA 14 site(s)
RHODE ISLAND 1 site(s)
SOUTH CAROLINA 5 site(s)
TENNESSEE 4 site(s)
TEXAS 29 site(s)
UTAH 2 site(s)
VIRGINIA 13 site(s)
VIRGIN ISLANDS 1 site(s)
WASHINGTON 2 site(s)
WISCONSIN 5 site(s)
WEST VIRGINIA 2 site(s)
Page 4080 of 6641
Page 22 of 23 E-Verify MOU for Web Services Employers | Revision Date 06/01/13
Company ID Number:
Information relating to the Program Administrator(s) for your Company on policy questions or
operational problems:
1349701
Name JoAnn Jett
Phone Number (410) 891 - 9462
Fax Number
Email Address joann.jett@aecom.com
Name Christina Herinckx
Phone Number (720) 244 - 4021
Fax Number
Email Address tina.herinckx@aecom.com
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Page 23 of 23 E-Verify MOU for Web Services Employers | Revision Date 06/01/13
Company ID Number: 1349701
Page intentionally left blank
Page 4082 of 6641
AECOM Technical Services, Inc.
300 South Grand Avenue
9th Floor
Los Angeles, CA 90071
www.aecom.com
213.593.8100 tel
213.593.8730 fax
SECRETARY’S CERTIFICATE
AECOM TECHNICAL SERVICES, INC.
a California corporation
I, Armond Tatevossian, DO HEREBY CERTIFY that I am a duly elected and acting
Secretary of AECOM Technical Services, Inc., a corporation organized under the laws of the
State of California (“ATS” or “Corporation”), and the keeper of its records and corporate
seal.
I FURTHER CERTIFY that the Corporation’s principal place of business is 300
South Grand Avenue, 9th Floor, Los Angeles, California 90071.
I FURTHER CERTIFY that pursuant to the Written Consent of the Board of
Directors of ATS, adopted on October 3, 2025, and attached hereto as Exhibit A,
Ronald Cavalieri has signatory authority for ATS and is authorized to execute contracts and
other documents on behalf of the Corporation.
IN WITNESS WHEREOF, I have subscribed my name and affixed the seal of the
Corporation, this 30th day of December 2025.
__________________________
Armond Tatevossian
Secretary
Page 4083 of 6641
UNANIMOUS ACTION OF THE BOARD OF DIRECTORS
OF
AECOM TECHNICAL SERVICES, INC.
The undersigned, being all the members of the Board of Directors of AECOM TECHNICAL
SERVICES, INC. (the "Corporation"), a California corporation, hereby take the following action:
RESOLVED: That, “the following U.S. based persons are designated with authority by the
Board of Directors to execute contracts and other legal documents on behalf of the
Corporation within the boundaries of specific Regions and Business Lines as noted and
effective as of the dates set forth below:”
Effective October 3, 2025:
Last Name First Name Region Business Line
Cavalieri Ronald East Water
Page 4084 of 6641
IN TESTIMONY WHEREOF, all the Directors have hereunto set their hands this 3rd day of October,
2025.
Allison Hall Matthew Crane
Karl Jensen Armond Tatevossian
Page 4085 of 6641
Selection Committee
Final Ranking Sheet
RPS #: 25-8518
Title: Northeast Service Area Program Management, and Oversight Services
Name of Firm Benjamin
Bullert
Shon
Fandrich
Anthony
Stolts
Michael
Raabe
Matthew
McLean
Selection
Committee
Final Rank
AECOM Technical Services, Inc 2 2 2 1 1 1.0000
Jacobs Engineering Group Inc 1 1 1 2 3 2.0000
Accenture Infrastructure and Capital Projects, LLC (I&CP)3 3 3 3 2 3.0000
Procurement Professional Dania Guerrero Date 2/12/2026
Step 2: The procurement professional will review the mathematically calculated final rank and call out the final rank order.
Step 1: Upon direction by the Procurement professional, the individual selection committee member should provide their ranking of the
proposals (from highest being number one (1) to lowest.
Page 1 of 1
Page 4086 of 6641
Page 1 of 2
NORA -RFP/RPS Template
Notice of Recommended Award
Solicitation Details
Solicitation Number: 25-8518
Title: Northeast Service Area Program Management, and Oversight Services
Due Date and Time: December 8, 2025, at 3:00 PM (EST)
Utilized Local Vendor
Preference:
No
Contract Type: Contract Driven
Proposers
Company Name City County State Final Ranking Responsive/Responsible
AECOM Technical
Services, Inc
Fort Myers Lee FL #1 Yes/Yes
Jacobs Engineering Group
Inc
Naples Lee FL #2 Yes/Yes
Accenture Infrastructure
and Capital Projects, LLC
(I&CP)
Miami Miami-Dade Fl #3 Yes/Yes
SiteCorp Consulting LLC Wesley
Chapel
Pasco FL Not Ranked Yes/Yes
Triad Project
Management Solutions
Inc
Miami Miami-Dade FL Not Ranked Yes/Yes
Recommended Proposer(s) For Award
On October 23, 2025, the Procurement Services Division issued Request for Professional Services (“RPS”) No. 25-
8518, “Northeast Service Area Program Management, and Oversight Services” to three thousand eight hundred
and fifty-two (3,852) prospective proposers. One thousand two hundred thirty-two (1,232) packages were
viewed. On October 30, 2025, a non-mandatory pre-proposal meeting was held offering prospective proposers
an opportunity to participate. The solicitation was initially advertised for thirty (30) days and was extended for
fourteen (14) additional days, to allow time for additional questions to be asked by the firms. Five (5) proposals
were received by December 8, 2025, the submission deadline.
Staff reviewed the proposals received and all five (5) proposers were deemed to be responsive and responsible,
with minor irregularities.
The Selection Committee convened on January 22, 2026, as described in the solicitation documents. After
reviewing the proposals and deliberation, the Committee scored the proposals, shortlisted and elected to move
to Oral Presentations with the top three (3) Proposers as listed below:
AECOM Technical Services, Inc.
Jacobs Engineering Group Inc.
Accenture Infrastructure and Capital Projects, LLC (I&CP)
Docusign Envelope ID: E2EF8E5D-5A0D-4C53-9D3F-A6ECD3051ABF
Page 4087 of 6641
Page 2 of 2
On February 12, 2026, the Selection Committee reconvened for Oral Presentations and Final Ranking. The
Committee ranked the firms and there was a two (2) way tie for first (1st) place, between AECOM Technical
Services, Inc. and Jacobs Engineering Group Inc.
Pursuant to the tie-breaker procedure outlined in the solicitation document, the tie was resolved and ranked as
follows:
Ranked #1 AECOM Technical Services, Inc.
Ranked #2 Jacobs Engineering Group Inc.
Ranked #3 Accenture Infrastructure and Capital Projects, LLC (I&CP)
Staff is recommending negotiations with AECOM Technical Services, Inc., the top-ranked firm.
Approved By:
Project Manager:
Procurement Strategist:
Procurement Services Director:
Docusign Envelope ID: E2EF8E5D-5A0D-4C53-9D3F-A6ECD3051ABF
2/24/2026
2/24/2026
2/24/2026
Page 4088 of 6641
COLLIER COUNTY
BOARD OF COUNTY COMMISSIONERS
REQUEST FOR PROFESSIONAL SERVICES (RPS)
In accordance with Florida Statute 287.055
Consultants’ Competitive Negotiation Act
FOR
Northeast Service Area Program Management, and Oversight,
Services
RPS NO.: 25-8518
DANIA GUERRERO, PROCUREMENT STRATEGIST, II
PROCUREMENT SERVICES DIVISION
3295 TAMIAMI TRAIL EAST, BLDG C-2
NAPLES, FLORIDA 34112
TELEPHONE: (239) 252-7989
dania.guerrero@colliercountyfl.gov (Email)
Any alterations to this document made by the Consultant may be grounds for rejection of proposal,
cancellation of any subsequent award, or any other legal remedies available to the Collier County
Government.
Page 4089 of 6641
SOLICITATION PUBLIC NOTICE
REQUEST FOR PROFESSIONAL
SERVICES (RPS) NUMBER:
25-8518
PROJECT TITLE: Northeast Service Area Program Management and Oversight Services
PRE-PROPOSAL CONFERENCE: October 30, 2025 at 10:00 A.M. (EST)
LOCATION: Procurement Services Division, Conference Room A, 3295 Tamiami Trail East,
Bldg. C-2, Naples, FL 34112
RPS OPENING DAY/DATE/TIME: November 24, 2025 at 3:00 P.M. (EST)
PLACE OF RPS OPENING: Procurement Services Division
3295 Tamiami Trail East, Bldg. C-2
Naples, FL 34112
All proposals shall be submitted online via the Collier County Procurement Services Division Online Bidding System:
https://procurement.opengov.com/portal/collier-county-fl.
INTRODUCTION
As requested by the Engineering and Project Management Division (hereinafter, the “Division or Department”), the Collier County
Board of County Commissioners Procurement Services Division (hereinafter, “County”) has issued this Request for Professional
Services (hereinafter, “RPS”) with the intent of obtaining proposals from interested and qualified Consultants in accordance with the
terms, conditions and specifications stated or attached. The Consultant, at a minimum, must achieve the requirements of the
Specifications or Scope of Services stated. All references to “Proposer” are also referred to as “Consultant,” “Firm,” “Offeror,”
“Contractor,” and “Vendor.”
In an effort to address a need to enhance and supplement program management, administration and oversight of Northeast
Utility Service Area, Collier County is soliciting for a highly qualified Northeast Service Area Program Management and
Oversight (PMO) firm to oversee and manage complex phases of project implementation including, but not limited to:
administration assistance, conceptual design and planning, engineering oversight, technical reviews, construction
management, engineering and inspection and related services during construction, post construction services, and claims
analyses. The PMO firm shall review and analyze claims and disputes and recommend courses of action. They should
provide for independent review and analysis of claims, including independent review and analysis and verification of
accounting procedures used by contractors in the submittal of claims. The PMO firm is expected to take a proactive
leadership position enabling the County to achieve a seamless phasing and startup of the all projects, critically linked
projects and plant expansions and transition from existing waste water facilities. They may be asked to help the County
obtain State Revolving Funds (SRF) loans, grants and other funding. This service shall supplement an array of
professional in-house staff and contracted consultants and contractors.
The PMO firm shall have the capability of performing all of the duties described and required in this Scope, including by
way of illustration and not limitation, the management and administration for the County of the Northeast Regional Utility
Facility. In addition, the PMO firm shall coordinate the work of the Engineer and construction contractors, and any other
persons working at the sites, so as to improve the efficiency of the work and the quality of the final result, and so as to
reduce total cost to the County in meeting future utility demands. Timely completion of each project is critical for the
County to meet its obligation to utility customers.
The firm should complement their abilities with sub-consultants as needed, depending on the specific project
requirements.
Note: The Firm selected to perform the PMO tasks will be excluded from all future design and construction
projects under the Northeast Service Area Program and the critically linked projects.
BACKGROUND
Since 1980, Collier County, Florida has experienced a significant population growth rate that is anticipated to continue
for the foreseeable future. In 1985, the County implemented a Growth Management Act, followed in 1989 by a Growth
Management Plan (GMP) as part of a “statewide effort to effectively manage growth.” Adopted in October 1997, the
revised GMP includes a sub-element for sanitary sewer facilities and for potable water facilities.
Page 4090 of 6641
The need for Northeast Regional Facility Utilities was developed in the 2003 Water and Wastewater Master Plan Updates
adopted by the Board of County Commissioners (BCC) in May 2004.
Collier County Utilities is providing water and wastewater facilities necessary to accommodate the rapid development
growth occurring in the Northeast County Area.
Each year, the BCC confirms the need for and timing of the water and wastewater facilities by way of the Annual Update
and Inventory Report (AUIR).
The awarded firm will work with the County throughout the duration of this Agreement to adjust the program scope,
schedule and budget in response to changes in capacity needs as identified in each year’s AUIR and as directed by the
County.
For clarity, the overall program components are referenced as follows:
♦ Northeast Regional Utility Facility
♦ Northeast Plants including common facilities
♦ Northeast Wellfields – Potable Raw Water
♦ Northeast Wellfields – Supplemental IQ Raw Water
♦ Northeast Potable Water IQ Pump Sites including Ground Storage Tanks
♦ Transmission Pipe Lines
♦ Orange Tree Utility Transition
♦ Northeast Interim Waste Water Treatment Plant and Water Booster Pump Station
The County anticipates optimization of operations staff by having the new facilities share operation, maintenance, and
administrative personnel along with vehicles and heavy equipment. The County’s goal is to organize staffing that is
efficient, effective, and cost-competitive.
The PMO firm shall:
♦ Apply and follow the Good Neighbor Policy detailed in Exhibit “A” Guiding Principles for Development of the
Northeast Service Area
♦ Provide program management consultant services for critically linked infrastructure projects that may exist inside
or outside of the northeast plant area necessary to support the facilities being constructed in the northeast
♦ Create and/or update the Northeast Service Area Program
Some northeast facilities are or will be located near other projects that are not critically linked but still require coordination
with this program. These projects may share common facilities such as access roads and utilities, and some development
activities may occur at the same time. Coordination with these projects is part of this scope of services and includes, but
is not limited to, the following:
♦ Community parks under the jurisdiction of the Parks and Recreation Department
♦ A residential recycling and household hazardous waste recycling drop-off center
♦ Collier County Public Schools
♦ Collier Fair Board
♦ Institute of Food and Agricultural Sciences
TERM OF CONTRACT
County reserves the right to modify this scope during negotiations for budgetary reasons.
The contract term, if an award(s) is/are made is intended to commence on the date of the Notice to Proceed and end upon acceptance
and approval of the final payment.
Prices shall remain firm for the term of the awarded contract.
Surcharges will not be accepted in conjunction with the awarded contract, and such charges should be incorporated into subsequent
pricing structures.
The County Manager, or the County Manager’s designee, may extend the contract under all of the terms and conditions contained in
the awarded contract for up to one hundred and eighty (180) days. The County Manager or designee, shall give the Contractor written
notice of the County's intention to extend the contract term prior to the end of the contract term then in effect.
Page 4091 of 6641
DETAILED SCOPE OF SERVICES
This Request for Professional Services is issued for the purpose of establishing a multi-year contract with a qualified firm capable of
providing complex multi-discipline Northeast Regional Utility Program Management as described below.
The County is seeking a Consultant to provide Program Management and Oversight (PMO) services to assist with the delivery of
County capital improvements projects. These services include establishing a program management team to coordinate and manage
the delivery of construction activities, providing planning, permitting services, assisting staff/consultants in anticipating problems,
identifying setbacks and recommending solutions.
REQUIRED SERVICES:
The services required by the awarded contract shall include but not be limited to the services described in the following scope of
services, Exhibit “A” Guiding Principles for Development of the Northeast Service Area, and Exhibit “B” Northeast Service Area
Facility Implementation Schedule will supplement the scope of services.
The PMO firm shall support County projects by assisting staff/consultants in anticipating problems, identifying setbacks and
recommending solutions in every aspect of program delivery.
The contract will be an agreement for various and miscellaneous Northeast Regional Utility Program Management and Oversight
services, based upon the current Collier County “Northeast Service Area Facility Implementation Schedule,” which is attached as
Exhibit “B” of this RPS.
Services to be provided shall include but not be limited to Program Management and Oversight for the following:
A. Pre-Construction
♦ On-site personnel/program construction management
♦ Mobilization
♦ Funding (SRF, bonds, etc.)
B. Design Phase
♦ Management/Administrative Plan (MAP)
♦ Management Information Systems (MIS)
♦ Time Control – Critical Path Method (CPM) Schedule
♦ Cost and budget control
♦ Value Engineering (VE)
♦ Constructability reviews
C. Bid Phase
♦ Pre-bid
♦ Bid
♦ Contract negotiations
D. Construction Phase
♦ Pre-construction conferences
♦ Schedule analysis
♦ Progress meetings
♦ Change order review and approval
♦ Cost control/management
♦ Observe, monitor, inspect
♦ Program records/documentation
E. Post Construction
♦ Start up and testing support
♦ Owner training
♦ Contract close out
♦ Facility commissioning and management plan
♦ Specialized support services
♦ Technical support
♦ Claims/dispute resolution (arbitration, mediation, court)
♦ Program management/quality control
♦ Representation and warranties
♦ Asset management and onboarding
Page 4092 of 6641
F. Continuous (all phases of contract)
♦ Program leadership
♦ Phasing of construction and expansion
♦ Operation, maintenance, staffing, efficiency
♦ Community involvement/public awareness
♦ Communication internal/external
♦ Establish and maintain an effective Quality Assurance and Quality Control program
♦ Obtain best value solutions
♦ Life cycle Analysis
♦ Contract assistance/administration
♦ Development and administration of the Program Management Plan
♦ Documentation standards development; provide document management.
♦ Cost estimation and opinions of probable cost
♦ Determination of Cost Reasonableness
♦ Assist with the acquisition of easements and/or property
♦ Oversee standard safety requirements and conduct project safety audits (as necessary)
♦ Develop and maintain a master, cost-loaded, program schedule; develop standard work breakdown structure
(WBS); and identify project interfaces (if applicable) and develop/oversee project interface management plans
♦ Develop a risk management plan and monitoring tool; develop program and project level risk registers, mitigation
plans, and monitor/update risk status
♦ Develop standard communication, decision-making, and issue escalation policies and procedures
♦ Provide and maintain Program Progress Reports
♦ Develop a resource plan outlining roles and responsibilities of key program personnel, perform gap analysis, and
implement a tool to track program resource requirements
♦ Prepare and update program management documents, including but not limited to, the preparation of standard
program templates and policies/procedures
♦ Program budgeting and funding
♦ Project management
♦ Provide and maintain a Program Permit Tracking System
♦ Program contract administration
♦ Scope development for projects
♦ Provide and maintain a Program Management and Information System (PMIS); develop and maintain data
management protocols and dashboards to monitor and report on project and program status; establish key
performance indicators (KPIs) and track using the PMIS
♦ Analytics for performance monitoring
♦ Management of Document Control Software Platform - The firm will host and configure a Procore license to serve
as the document control system for all projects under the program
G. Community Involvement/Public Awareness
Community involvement/public awareness and internal/external communications are critical components of a
successful program.
The County may request the firm to participate in or facilitate community meetings including but not limited to
Commissioner Town Hall meetings and local homeowner or civic association meetings. The team must consist of a
Public Information Professional with extensive experience in public involvement for programs of this type and size.
These components are discussed in detail in the following paragraphs:
♦ Stakeholder Engagement and Communication
• Support planning, execution, and evaluation of stakeholder engagement through the duration of the Northeast
Service Area Program
• Deliver timely, accurate, and accessible information to stakeholders
• Align with Coller County Public Utility’s communications plan for the Northeast Program
• Support consistency in Collier County branding, tone and regulatory messaging
• Provide KPI-based reporting
♦ Community Meeting Support
• Plan, promote and facilitate neighborhood information meetings
• Create meeting materials (agendas, sign-in sheets, presentations, comment forms, signage, Audio Visual
equipment)
• Collect and summarize community feedback from the meetings
• Secure a site and develop meeting materials for any public meeting. Assist the project manager to setting up of
the room and materials for these meetings.
♦ Notifications and Public Outreach
Page 4093 of 6641
• Prepare comprehensive mailing lists of affected property and business owners and distribute notices throughout
the project duration, as directed by the County.
• Prepare project contact cards with the project’s logo, hotline, email address and website for distribution to
residents and entities. Project contact cards will be given to the CONTRACTOR to provide to residents/entities
inquiring about the project. This will allow the CONTRACTOR to continue working uninterrupted and will
ensure that the public and media are receiving the most timely and accurate information. The Project Manager
will be immediately notified of any politically sensitive issues.
• Prepare informational newsletter(s) addressing project updates and FAQs, coordinating with the County’s public
relations officers. All notifications and materials for distribution must be approved by the project manager.
• Coordination with property owners and public services affected by construction, (e.g. garbage pickup, USPS,
public schools (buses), development of road closure notices by County Transportation staff, etc.)
• Prepare press releases as necessary for notification to the public.
• Contact businesses individually, including other contractors in the project area, either personally or by phone,
as necessary to inform those businesses closely affected by the construction activities.
• Distribute notices door to door within the project limits and nearby communities that will be affected by the
construction zone and road closures. Within a week of a door-to-door distribution, the firm’s Public Information
Officer (PIO) should inspect and remove any door hangers that have not been picked up by the resident.
• Manage and maintain a public “Hotline”. All messages and phone calls should be logged. Answer queries and
provide escalation workflow.
• Maintain the Project Customer Service Log using the County’s template.
• Respond to public concerns in coordination with the Project Manager including phone calls, e-mails, site visits,
meetings, and special reports. All messages left by residents should be answered within the next 24 hours.
• Attend design, construction progress meetings, and any other meetings as needed, for the duration of project.
• Create and maintain a project-specific webpage with weekly updates. The updates should include details of the
construction and any notification that has been distributed door-to-door or mailed out.
H. Communication Internal/External:
Effective communication is critical to success of the Northeast Service Area Program. The awarded firm must establish
and maintain regular, consistent communication with County staff, consultants, contractors, and the community using
the following tools and approaches.
♦ Internal Communication
• Develop and maintain a password-protected, project-specific website for authorized personnel to store and
retrieve project-related documents and information.
• Prepare quarterly reports detailing the project budget, schedule, and progress
• Attend recurring coordination and status meetings with County staff, engineers, and contractors (weekly,
biweekly, or more frequently as needed)
• Track and report on project Key Project Indicators (KPI) internally to ensure transparency and timely decision-
making.
♦ External Communication
• The firm may be asked to prepare presentation materials (display boards, PowerPoint presentations, etc.) for
use at various community meetings as described in Community Involvement/Public Awareness section
• An annual report to the public that details project(s) status including, but not limited to, projects started, in-
process projects status, projects completed, and projects expected to start within the next year
• Design and distribute publications such as quarterly updates to stakeholders (residents, HOAs, advocacy groups
and community centers), fact sheets, slide decks and door-to-door notices
• Develop and maintain a mailing list of property owners in the vicinity of the project sites
• Create visual library with maps, photographs, graphics
• Provide Spanish and Creole translations
• Launch and maintain website with monthly updates
• Integrate survey tools and feedback forms on digital platforms
• Submit monthly KPI dashboard demonstrating progress towards objectives including call logs, web traffic,
event attendance, feedback received, and sentiment tracking
• Assist with stakeholder talking points and FAQs
• Attend monthly communications sync meetings
• Create annual progress report
I. Additional Services
♦ As authorized in writing by the County, in the event that other services related to the project or surrounding areas
which may arise during the course of the awarded agreement; a proposal for additional services prior to the
performance of work must be submitted.
♦ The proposal shall include the specific services to be performed, time to complete, compensation, and an
explanation as to why the services were not previously envisioned as part of the scope of services.
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♦ Failure to notify the County in writing of additional services will be deemed a waiver of any claim that such services
were additional services. Written authorization in the form of an Amendment or Change Order from the County
will be required for any charges. When applicable, the staff hourly rates established in the contract shall be utilized
for fee determination.
J. Miscellaneous Reimbursable Expenses
• Awarded Agreement: The provisions of the awarded agreement apply. The Firm shall obtain the prior written
approval of the County before incurring any reimbursable expenses, and absent such prior approval, no
expenses incurred by the Firm will be deemed to be a reimbursable expense.
• Travel and Per Diem: Travel, lodging, and meal expenses outside Collier County when pre-approved by the
County in accordance with Florida Statutes, Section 112.061.
RESPONSE FORMAT AND SCORING CRITERIA FOR DEVELOPMENT OF SHORTLIST:
Proposals must be assembled, at minimum, in the order of the Evaluation Criteria listed or your proposal may be deemed non-
responsive
Evaluation Criteria Maximum Points
1. Ability of Professional Personnel 20 Points
2. Certified Minority Business Enterprise 5 Points
3. Past Performance 25 Points
4. Project Approach, Willingness to Meet Time and Budget Requirements 20 Points
5. Location 10 Points
6. Recent, Current, and Projected Workloads of the Firm 20 Points
TOTAL POSSIBLE POINTS 100 Points
For complete explanation of each evaluation criteria, please see the file titled “RPS Instructions” included with this
advertisement.
VENDOR CHECKLIST
***Vendor should check off each of the following items as the necessary action is completed (please see, Vendor Check List)***
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