REQUEST FOR PROPOSAL
GENERAL AUTOMATION TECHNICAL SERVICES
GATS-1
July, 2012
This Request for Proposal (RFP) is being sent to interested contracting firms for automation
services for the General Automation Technical Services project. The District considers this
project a Category 1 (complex design and/or high risk), and this category will factor into the
scope and negotiation with the successful Contractor.
The RFP is organized as follows:
SECTION 1.0
SECTION 2.0
SECTION 3.0
SECTION 4.0
SECTION 5.0
SECTION 6.0
SUBMISSION OF PROPOSALS
INTRODUCTION
DESCRIPTION OF PROJECT AND SERVICES
PROPOSAL CONTENT AND FORMAT
PROJECT SCHEDULE
EVALUATION AND SELECTION PROCESS
Various supporting and informational documents are referenced throughout this RFP. Unless
otherwise noted, these documents are available on the District’s web site www.neorsd.org.
The following attachments are provided for informational purposes.
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Process Control and Automation Planned Project List
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Instrumentation, Control and Automation Standards. Programming libraries will be delivered at
the Pre-proposal meeting on receipt of a signed NDA)
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1.0 SUBMISSION OF PROPOSALS
Proposals for providing these services will be accepted until the close of business (4:30 P.M.) on
Thursday, August 16, 2012.
Proposals are to be delivered to the following name and address:
Julius Ciaccia, Executive Director
Northeast Ohio Regional Sewer District
3900 Euclid Avenue
Cleveland, OH 44115-2504
Attn: David McNeeley, Director of Operation and Maintenance
Late submittals will not be considered. Proposals not meeting the requirements of this RFP may
be deemed non-responsive at the sole discretion of the District.
A mandatory pre-proposal meeting for Contractors considering submitting as a prime will be
held at 1:00 P.M. on Friday, August 3, 2012 in the 3rd Floor Conference Room of the Northeast
Ohio Regional Sewer District’s (District) George J. McMonagle Building, 3900 Euclid Avenue,
Cleveland, Ohio. Questions regarding this RFP shall be directed to Scott Sander at the preproposal meeting or at other times by calling (216) 641-3200, ext. 4317 or e-mailing to
SanderS@neorsd.org.
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2.0 INTRODUCTION
2.1
PROJECT BACKGROUND
The Northeast Ohio Regional Sewer District (NEORSD), hereafter referred to as the District,
operates three wastewater treatment plant facilities and a wastewater collection system. Each
of the plants as well as the collection system is equipped with programmable logic controller
(PLC) based process monitoring and control systems that are interconnected and integrated
by leased telephone lines and Ethernet process data network. Each of these facilities
currently are engaged in improvement projects related to automation and process control,
including a multi-phased upgrade of the District’s human-machine interface (HMI) software
that enables operators to view and control the process.
The District has a Process Control and Automation Department (PC&A) that manages,
programs, configures, maintains and enhances the process control system, reviews design
specifications, and helps manage construction projects. PC&A staff members are responsible
for configuration and programming of a portion of the new HMI system while also
responding to daily work orders and performing other duties that consume the available inhouse technical resources. The PC&A Department provides preventive and remedial
maintenance for the control systems and process data network, performs HMI and PLC logic
modifications and enhancements, and supports larger control system-related projects that are
being performed in-house or are included in the District’s Capital Improvements Program
(CIP).
With its current staffing, the PC&A Department is not able to meet all demands for its skills
and resources. The District anticipates that the work load for the PC&A Department will
increase proportional to the increased number of CIP projects that are underway or are
planned to begin in the near future. The District has developed a list of relatively
small/medium control system projects that need to be addressed to eliminate certain
operational and technical issues. A significant number of items on the list stem from control
system modifications or expansion under past capital projects that require some level of
finishing or updating by the District to provide improved operational functionality and
associated as-built documentation.
This RFP is being issued to solicit proposals from qualified firms for provision of as-needed
supplemental technical staff to augment the District’s PC&A Department. The supplemental
staff will report to designated District personnel and will be assigned specific projects. The
intent is to reduce the department’s backlog by focusing technically proficient resources on
specific projects to drive them to successful completion.
The District’s PLC and HMI control systems, along with supporting software and
hardware, are currently being upgraded under multiple projects from systems that were
installed over 10 years ago. Some legacy equipment and software must remain in place
and operational and may be included in tasks assigned under this contract. The District’s
control systems include the following types of equipment and software with which the
Contractor will be expected to work:
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Rockwell Automation PLC-5 and SLC-5 based control systems (being phased over to
Rockwell ControlLogix family processors)
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Rockwell Automation ControlLogix and CompactLogix based systems
Rockwell Automation legacy model PanelView operator information terminals
(OITs)
Rockwell Automation PanelView Plus 700 and 1250 OITs
Wonderware System Platform 3.x HMI system (partially commissioned) including
thin client HMIs, HMI servers, (Historian 10, InTouch 10.5) and related system
equipment and software
ACP (Automation Control Products) Thin Client management
GE Cimplicity HMI system (being replaced by the above Wonderware product)
Microsoft Windows Server, 2003, 2008, and 2008R2, and Remote Desktop /
Terminal Services software in an Active Directory Environment
DeviceNet field device communication networks
Network-connected Gas monitoring systems
Power monitors, such as Rockwell PM-3000
Interfaces to third-party vendor-supplied panels and equipment
Fiber and wireless cellular-based Ethernet networks
Wireless communication links
Interfaces to intelligent instrumentation
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Uninterruptable Power Supply SNMP modules
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Cisco network devices (IOS)
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The District has developed an extensive set of instrumentation and control standards to which
the Contractor will be expected to adhere throughout the work. The standards include, but
are not limited to, standard HMI screen layouts and objects and standards PLC control logic
blocks. These will be furnished to the Contractor to facilitate the programming and
configuration work.
2.2
AVAILABLE INFORMATION
Contractors may request to examine documents not already provided as an exhibit to this
RFP. If the request is approved, the documents will be made available at the District’s
Administrative Office for examination. To schedule an appointment to examine relevant
District documents, contact Scott Sander by calling 216-641-3200 Ext. 4317 or e-mailing
at SanderS@neorsd.org.
2.3
RESTRICTIONS ON USE OF PROPRIETARY SOFTWARE
The Contractor is expected to enhance the District’s flexibility to accomplish follow-up
studies or design related efforts as well as other District projects. Software utilized by the
Contractor in accomplishing the scope of services must support this expectation, and at
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the District’s request must be provided for its use. Use of proprietary software which
cannot be made available to the District at the end of this project is not allowed.
2.4
EVALUATION OF CONTRACTOR PERFORMANCE AFTER SELECTION
The District will evaluate the performance of contractors on its projects, in the interest of
improving ongoing contractor performance and selection of contractors for future
projects. The Consultant Project Performance Evaluation form that the District will use
is located on the District’s web site www.neorsd.org.
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3.0
3.1
DESCRIPTION OF PROJECT AND SERVICES
SCOPE OF SERVICES
3.1.1
Required Services
This Request for Proposals has been developed to obtain a skilled technical services
contract for supplemental staff resources. The resources are needed to maintain and
improve the control systems associated with the District’s wastewater treatment
facilities and wastewater collection system. The types of services needed include:
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3.1.2
Project planning and coordination
Control strategy and narrative development
PLC hardware configuration
PLC control logic programming
PLC system installation
HMI applications system configuration
HMI display development and modification
Installation and configuration of field device communication networks (e.g.
DeviceNet, ModBus, Ethernet/IP)
Test plan development
Software installation and testing
Hardware troubleshooting, installation and testing
Windows Server Management
Cisco network switch and router management
Documentation development (CAD drawings, control logic descriptions, and
manuals).
Work Locations
Work included in task orders issued under the contract may be required at any of the
District’s facilities, including remote sites, in which control system equipment is
currently located or expansion of the control system is needed. No work in confined
spaces will be required.
The Contractor must furnish its own office space for programming, documentation
development, bench testing, etc. At the District’s option, the District may furnish
needed space within its facilities to accommodate the Contractor’s work.
3.1.3
Method of Work Assignment
Work will be assigned to the Contractor as Task Orders chosen by the District from a
list of control system projects on which the District requires assistance and as needs
arise. The list of projects in its current form is attached in order to assist proposers in
understanding the types of technical skills that will be required and the number of
projects from which the District may assign task orders to the Contractor. The list is
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not all-inclusive, but is intended to show the types of work that may be required. The
project list is an evolving entity that will be managed and prioritized by the District.
3.1.4
Project Management Plan
Within 30 days of the Notice-to-Proceed the Contractor shall provide a detailed
Project Management Plan that will be employed by the Contractor throughout the
Project that includes management activities that ensure compliance with the
project schedule, staffing and budget requirements. Included in the Management
Plan will be:
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3.1.5
Team integration – organize a project management team consisting of the
Contractor Project Manager, Contractor representatives for coordination of
assigned task orders, District Project Manager and, District Operation and
Maintenance Department staff, and discuss the project management team
responsibilities, assigning of activities, and integration of the programming
team to meet project objectives and standards. Under this task, formal
protocols for coordination and communication between the Contractor and
the District’s Operations and Maintenance staff shall be established.
Budget and schedule management – include description of task tracking
activities and earned value scheduling format and systems for assigned Task
Orders and Project management.
Progress reporting - include project management instructions for measuring
performance and reporting completion status including a look back, look
forward and critical issue resolutions.
QA/QC – description of the project quality assurance and quality control
systems that will be used by the Contractor for managing quality related
problems and/or owner reviews of required deliverables and submittal
documents.
Business Opportunity Program plan – include the process description for
analyzing subcontracting work opportunities for minority and women-owned
businesses and supporting calculations once the project elements are defined
to a point where these work activities can be defined.
Risk management – include a description of the project’s risk management
plan considering all project related risks and mitigation measures to alleviate
those risks. This shall include confirmation that Contractor understands
program management risk register requirements and method for developing
and maintaining this register as a program support tool.
Project Kick-Off Meeting
Within 30 days following the issuance of Notice-to-Proceed the Contractor shall
schedule a project kick-off meeting with all relevant stakeholders. This shall
include appropriate NEORSD management, process control and automation, and
facility staff. Contractor shall provide an agenda in advance of the meeting,
facilitate the meeting, and record and distribute meeting minutes.
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3.1.6
Coordination Meetings
The Contractor shall conduct Coordination Meetings after receiving each Task
Order, and during execution of Task Orders as necessary to maintain overall
coordination of the work, and to receive and review comments regarding the
direction, progress and understanding of the work. These meetings shall include
appropriate District staff and members of the Contractor’s team. The Contractor
shall provide a summary of the meeting and meeting minutes that the Contractor
shall issue to all participants.
3.1.7
Progress Meetings
The Contractor shall conduct monthly Progress Meetings with the District PM
and other appropriate staff to review work accomplished last period, work to be
completed next period, critical action item status, and responsible parties to
complete actions. Identification of budget or schedule problems shall be
identified and corrective actions noted. The Contractor shall provide a summary
of the meeting and meeting minutes that the Contractor shall issue to all
participants.
3.1.8
Task Coordination
Coordination of the project work implementation between all entities, including
the Contractor’s team, other contractors or consultants, District project manager,
District facility management, and District PC&A and Engineering staff is
required. This task shall include, but not be limited to, the following:
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The Contractor’s Project Manager shall meet weekly, in person, with select
District’s personnel to review the progress of this project and to discuss any
outstanding issues and potential problems.
Coordinate with the District’s team regarding progress and problems
encountered on the work under each Task Order
Coordinate with facility personnel following the protocols established under
the Project Management Plan for instrument and equipment documentation,
obtaining support for access to buildings and panels, testing and
commissioning, and equipment operation during checkout, including
shutdown notices or other agreed upon notification. Contractor personnel
shall not operate or engage facility equipment.
Coordinate as required with other construction contracts, including inviting
representatives from construction contracts to progress meetings as directed
or required by the District.
Develop a Maintenance of Plant Operations (MOPO) plan prior to beginning
work under each Task Order. The goal is to have a plan in place that defines
the work approach, the sequence related to specific process equipment and
areas, parallel operation, minimization of process interruption and
unavailability of equipment and processes, and a recovery framework that
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3.1.9
would allow the District to return to existing operations should an unforeseen
condition arise.
Document final system architecture, database modifications, HMI
modifications, new or modified control logic, configuration and settings.
Track and manage budget and schedule compliance for work implemented
under this contract
Documentation
Documentation of all PLC system, HMI system, network, panel, control
narratives, tests, and other field work is required. Document and submit data used
to implement the work performed under this project, including as applicable to
each Task Order:
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Field instrumentation, device, and PLC I/O mapping and verification for
devices connected to PLCs
ISA instrument sheet documentation
Process control narratives and control logic descriptions
Analog input scaling and calibration, and wiring investigation required for
I/O mapping
Process flow documentation
Point/Tag definition in accordance with standards and cross-referencing to
existing point tags
Process Network diagrams
Preparation of I/O spreadsheets, point checkout procedures and other
documentation required for the project’s work
Modification or development of loop diagrams, P&IDs and panel power and
layout drawings
QA/QC procedures necessary for the I/O documentation and other fieldrelated work and checkout
Network and server configuration procedures utilized during task work
3.1.10 Exclusion of Procurement
The scope of services to be provided does not include procurement of control system
equipment and software. Any PLCs, OITs, cables, I/O modules and other equipment
to be replaced or reprogrammed under the task orders will be supplied by the District.
3.1.11 Planned Initial Tasks to be Performed
Two projects have been chosen by the District as the first and second planned Task
Orders to be assigned to the Contractor. They are:
1. Conversion of Westerly Wastewater Treatment Center Incinerator #1 process
control logic from PLC-5 to ControlLogix PAC platform
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Develop a task work plan and schedule for approval by the District
Organize and conduct formal control strategy workshops with District
Operations and Maintenance staff to assess the existing PLC-5 control logic
for needed modifications
 Following District standards, develop new ControlLogix PAC platform
control logic based on the PLC-5 logic and the desired modifications
identified in the workshops
 Develop modified Wonderware HMI displays as needed to incorporate
changes identified in the workshops
 Develop a test plan for submittal to the District
 Install and test all programming and HMI enhancements, coordinating all
work with the District’s Project Manager and Operations and Maintenance
Department
 Document the final installed control logic, operational procedures, and HMI
displays.
2. Conversion of Westerly Wastewater Treatment Center Incinerator #2 process
control logic from PLC-5 to ControlLogix PAC platform (as described for
Incinerator #1 above).
Depending on operational needs at the time of commencement of the Project, the
District may choose other tasks for initial assignments. The information above, along
with the attached list of potential projects, is provided to aid Proposers in project
understanding and proposal development. Following contractor selection and
issuance of the Notice to Proceed for the project, the District will develop a formal
Task Order No. 1 describing the work to be performed. Issuance of subsequent work
orders will be dependent on remaining funds and time.
All work under this contract must be carefully planned and coordinated to minimize
impact on the District’s wastewater collection and treatment operations.
3.1.12 Contractor’s Responsibilities
For each Task Order authorized, the Contractor shall provide all services necessary to
develop and produce a complete deliverable that will satisfy the scope of the Task.
The Contractor shall work with the Engineering & Construction Department and
Operation & Maintenance Department personnel who will indicate system needs and
assist in achieving the District’s desired scope of work. The Contractor shall
carefully consider the input by the District’s staff, but based on the Contractor’s own
experience and ability, shall be solely responsible to provide a complete and
workable deliverable in accordance with the requirements of the scope of work.
The Contractor shall supply its own tools, computers, printers, test equipment,
OSHA-compliant safety gear, and other equipment and supplies needed to
accomplish the work.
In no case shall any non-District computers, test devices or other processors be
connected to any District networks without written approval from the District’s
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Project Manager. Contractor staff must comply with the District’s Information
Technology Use Policy.
The Contractor must comply with all District rules, regulations and policies when
working in District facilities and on District sites. Contractor’s staff that will be
performing work in the proximity of powered panels must comply with NFPA-70
standards for safety.
3.1.13 District’s Responsibilities
The District will, at the Contractor’s request, provide information and material on file
that is pertinent to the task order authorized. This may include control logic
documentation, control panel drawings, component specifications, databases, HMI
documentation, standard drawings, specifications, etc.
The District will provide information on the requirements and standards for the
project including the following:
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NEORSD process control and automation standards
Standard formats and drafting procedures for CAD drawings
Formats for specifications and other documents.
Standard construction drawings
Project Management Templates
Rules, regulations and policies.
3.1.14 Use of District’s SharePoint Website
The Contractor shall incorporate the use of the District’s CIP / SharePoint site
electronic submissions and workflow processes for all Tasks of Work as directed by
the District. The Contractor shall use the SharePoint site for, but not limited to;
electronic upload of documents for reference and/or file, invoicing, budget transfers,
construction submittals, Request for Information (RFIs), Contractor pay requests,
construction changes, schedule reviews, etc. During the duration of the Contract the
District may modify and/or add workflow processes and SharePoint usage, the
Contractor shall incorporate the modifications and additions into their work. Access
to the CIP / SharePoint site and workflow processes and training will be provided by
the District.
3.1.15 Qualifications of Contractor’s Staff
The Contract shall provide the services of staff members proficient in the skills
required to accomplish the work. Because of the critical nature of the work
described within this Request for Proposals, the District is seeking a highly
experienced and qualified firm. Required qualifications of the firm and its Project
Team include:
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Rockwell Automation listed and certified Solution Providers for all Rockwell
and Rockwell partner equipment and software utilized by the District.
Secondary preference shall be given to Rockwell listed System Integrators.
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Versed in the ContolLogix and CompactLogix hardware as well as PLC-5,
SLC 5/05, and MicroLogix processors and I/O, and all RS Logix software.
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Familiar with RSNetWorx for Ethernet and DeviceNet configuration.
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Knowledgeable in the use of Factory Talk Asset Centre.
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Proficient with Factory Talk View software for PanelView configuration.
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Wonderware solution provider. Individuals proposed for performance of
Wonderware Historian and HMI-related work shall have Wonderware System
Platform 3 certification. InTouch 10 experience preferred.
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Have ACP Thin Manager 4 or higher deployment experience.
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Able to fully implement and configure DeviceNet networks.
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ISO 9001 certification. If System Integrator does not have this certification,
then they shall demonstrate their quality processes and procedures to the
District. Proposer shall be subject to a quality management audit by the
District or the District’s representative.
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Able to fully configure Cisco IOS switches, routers, and ASA firewalls.
Cisco certification preferred
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Able to configure Microsoft Active Directory and other server functions,
including profile and account management, printer configuration, and script
management
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Familiarity with Cimplicity HMI, version 6 (incumbent HMI being displaced)
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Familiarity with cellular data modem set up for remote site communications
It is preferred that proposer and team member(s) be a member in good standing of
the Control System Integrators Association (CSIA) or endorsed by other industry
organizations. Certified members of CSIA are preferred.
The selected Contractor must be able to staff this project with qualified technical
staff members who shall be committed to each Task Order from inception through
completion.
The selected Contractor must honor its proposal in that all proposed individuals
acceptable to the District shall be made available to the project. Substitutions will
not be made or allowed for the convenience of the Proposer. In the event a
proposed individual becomes unavailable, the Contractor must propose a
substitute in writing for approval by the District. The District reserves the right to
accept or reject any and all proposed substitutions.
3.1.16 Limit of Services
The budget for this Proposal has been pre-set at $750,000.00. Contractor shall
perform designated tasks until such time as funds are exhausted. Contractor and
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District shall coordinate to ensure that the contract limits are not exceeded, and
manage task work to adequately plan for contingencies so that no tasks are left
incomplete. Task allocation tracking is considered a project management
function for this proposal.
3.2
REQUESTED TASKS AND SERVICES
The District is requesting the following major tasks be performed to address the needs of this
Project.
Task 1.
Task 2.
Task 3.
Task 4.
Task 5.
Task 6.
Task 7.
Project Management
Task Planning
Programming, process data report and database development
System Configuration
System Integration
Testing and Commissioning
Documentation
The activities associated with performing the tasks above are described in further detail in the
standard Scope of Services template available on www.neorsd.org. The Contractor should base
the Technical Approach section of the proposal on the described tasks and the description of the
project and services required in this RFP. Condensing tasks is acceptable, but a minimum
number of 3 tasks should be proposed.
Negotiation of the Scope of Services with the successful Contractor will begin with the District
Project Manager’s customized version of the Scope of Services template. The successful
Contractor will work with the District to revise and refine the Scope of Services to meet the
District’s needs for the Project.
3.3
PROJECT UNDERSTANDING
Proposals will be evaluated in part on the Contractor’s understanding of key issues, skills,
challenges, and technologies that may determine the success of the Project. The Contractor may
present information in the Proposal related to concepts that significantly enhance the operation,
maintenance, functionality and/or life cycle of related components of the District’s existing or
future infrastructure. The Contractor’s demonstrated familiarity with continuous processes will
be beneficial in the selection process.
4.0 PROPOSAL CONTENT AND FORMAT
Each proposer shall submit one original and seven (7) copies of the proposal, as well as an
electronic version, in .pdf format with bookmarks, on either a CD/DVD or USB drive. The font
size on all submitted materials shall be equivalent to Times New Roman 12 pt or larger.
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Proposals shall be no more than 40 printed pages, with hard copies printed on sheets of doublesided recycled paper. All pages will be counted (i.e., each side of a sheet will count as a unique
page, so one double-sided sheet will be counted as two pages) unless indicated otherwise in this
RFP. Sheets that are 11”x17” shall be counted as two pages per side, or four pages if double
sided.
The following information shall be included in the proposal:
4.1
EXECUTIVE SUMMARY
Include a concise synopsis of the proposal focused on how the Contractor will address the
District’s key issues with its approach and team.
4.2
PROJECT DELIVERY
The District is looking for Contractors that will provide excellent service and deliver quality
projects for the District. The District expects this quality service to extend through the entire
duration of the Project. In this section of the Proposal present the capabilities, skills, and
experience of your project manager as well as how you have served the District on prior projects.
These factors will be strongly considered in selecting the successful Contractor for this Project.
4.2.1
Proposed Project Manager
The District expects the proposed project manager to lead the Contractor project team, be the
single point of accountability for project delivery, and provide the primary point of
communication between the District and project team. Describe the proposed project manager’s
experience on similar projects, experience on other District project, and skills and results
supporting the ability to serve the District. The project manager is considered the most important
key team member, and will be committed for the Project’s duration. Any change in project
manager, or any other key team member, will require prior approval by the District.
The Contractor’s proposed project manager must be experienced in projects of the magnitude
and complexity of the Project. It is expected that the Contractor’s proposed project manager will
manage the team from its local Cleveland office and be available for frequent personal
interaction with the District. In addition the project manager must meet the following
requirements:
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Must have understanding of process automation and PLC/OIT/HMI controls
Must have had a key role in projects of similar or complementary nature.
Must have managed projects of a similar or greater complexity and/or size.
4.2.2
Performance on District Projects
Summarize your team’s experience on District Projects. List the District staff that you worked
with and would be most familiar with your work. Your prior performance on District projects is
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an important consideration in the selection process. The successful Contractor’s performance
will be formally evaluated on this Project for use in subsequent procurements.
Contractors that do not have prior experience working for the District will receive a neutral
rating for this evaluation criterion.
4.3
QUALIFICATIONS
Because of the critical nature of the work described within this RFP, the District seeks services
from highly experienced and qualified teams. The teams must be able to staff this project with
qualified individuals, experienced in the key technical disciplines needed, who shall remain
committed to this work from inception through completion. A clear and comprehensive
organization chart must be presented to illustrate the organization of the team and key team
members, including subcontractors.
4.3.1
Experience of Key Team Members on Similar Projects
Include brief resumés of key staff members (excluding the proposed project manager,
who should be addressed as noted in section 4.2.1) and/or subcontractors proposed to
work on the project. The information should be focused on experience on similar and/or
complementary projects. The information for these projects shall include, at a minimum,
the following: project description, key staff member’s role, client, client contact
information, construction cost, and year completed. The roles proposed for each
subcontractor as well as their qualifications in that area shall also be identified in the
Proposal.
Key Contractor staff members include but are not limited to project manager, technical
discipline leads, lead programmers, and other key staff on the top or mid levels of the
proposed organization chart. Your ability to identify and highlight key staff in the
Proposal will be considered when evaluating your understanding of the Project.
In addition, the Proposal should include a description of three (3) of the most recent
projects/programs/efforts that included similar scope of work for the prime Contractor
and relevant subcontractors. The following information shall be included for each project:
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Project title
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Firm name
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Role of firm
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Proposed team members involved
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Project description
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Client name

Client contact (address, phone, e-mail)

Year completed
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
Total design fee($) or total services fee($)

Construction management fee ($) (if applicable)

Change Orders ($)

Engineers estimate at bid ($) (if applicable)

Bid award ($) (if applicable)

Construction cost at time of completion ($) (if applicable)
4.3.2
Key Team Members’ Availability
It is expected that the Contractor will honor its proposed project staffing and all proposed
key individuals shall be assigned to the project. Substitutions will not be allowed for the
convenience of the Contractor. In the event a proposed individual becomes unavailable
the firm must propose, in advance and in writing, a substitution. The District reserves the
right to accept or reject any and all proposed substitutions.
In order to demonstrate the availability of key staff proposed for the Project, including
and in particular the proposed project manager, the Contractor must include a summary
similar to the following table in the Proposal.
Availability of Key Staff During Project Delivery Period*
*Project delivery period is specific to the staff person & role (i.e. when they are needed)
Name
Role
Firm
Project
Delivery
Period
Other Current and
Projected
Commitments
Total
Availability
Commitment
to Project
Comments
Design
PM
ABC
1/1/121/1/13
Columbus WWTP
Upgrade – 15%
60%
50%
Given current
Project
understanding,
estimate need
for 50% PM
commitment
for Project
Example
Jane
Doe
Contact: Joe
Smith,
123.456.7899 or
smithj@gmail.com
Office Mgr – 25%
Contact: Ellen Ott,
345.678.9123 or
eott@ABC.com
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4.3.3
Local and Business Opportunity Program Participation
The Proposal should include a summary of the proposed local and MBE/WBE
participation, along with the percentage commitment to each category. The summary
should include the roles and responsibilities of all proposed subcontractors with respect to
each task. Submittals will be evaluated on both the percentage and quality of participation
by Minority Business Enterprise (MBE) and Women Business Enterprise (WBE)
subcontractors, along with the estimated local participation.
Estimate your local participation for this project as a percentage. Specify the locations of
the office(s) where the various project services are to be performed and the corresponding
estimated percentage of the total work delivered from each office.
The Project’s Contractor services goal for MBE/WBE participation is 15% combined.
The percentage shall be calculated upon the entire Project including allowances. The
Proposal shall also include the following information:

Statement of the overall percentage of MBE and/or WBE involvement; and

Principal contact information for each MBE and/or WBE firm.
The MBE and/or WBE firms proposed as part of this project team shall be certified with
the District at the time of Proposal. Questions regarding the District’s MBE/WBE
program shall be addressed to Ms. Tiffany Jordan, the District’s Contract Compliance
Manager, at (216) 881-6600, Ext. 6640. A copy of the District’s MBE/WBE policy is
available on the District’s web site www.neorsd.org.
4.4
TECHNICAL APPROACH
The Contractor team’s technical approach to the Project is a very important component of the
selection.
In the Proposal, the Contractor is requested to demonstrate their project
understanding, provide a design risk register, and sequence construction to meet the District’s
objectives.
4.4.1
Project Understanding
The Contractor should concisely demonstrate its understanding of the Project in this
section of the Proposal. Key activities and approaches that improve the chances of
success should be presented, along with key issues and challenges and how they will be
addressed. The Contractor should include a preliminary list of drawings the team feels
will be necessary to successfully deliver the Project.
A task and hour summary similar to the following table should be completed for the
Project as organized and described in Sections 3.0 and 4.0 of this RFP. The table should
reflect the projected effort necessary to complete the top-level tasks (e.g., Pre-design,
Design, Bidding, Construction, Closeout, and Additional Services). The form will serve
as an indicator of the Contractor’s understanding of relative effort between tasks and for
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the Project as a whole. The total of the hours for all tasks shall reflect the estimate of the
Contractor’s total labor effort needed to perform the entire project as outlined in the RFP.
Example: Task and Hour Summary
No.
Task Name
1
Pre-design
Prime
Labor
Hours
80
Majority
Sub
Labor
Hours
Minority
Sub
Labor
Hours
20
2
Design
125
90
3
Bidding
40
10
4
CA/RE
150
5
Closeout
40
100
Firms Involved
Comments
ABD, Good
250
ABD, Good,
Franklin, Best
50
ABD, Good
100
250
ABD, Best
10
50
ABD, Best
35
SUBTOTAL
6
Projected
Total
Labor
Hours
Includes standard
30/60/90
increments per
the District’s
Standard Scope
of Services
template
700
Specific
Allowances are
potential
additions to the
base scope, and
will only be
utilized as
authorized by the
District.
Allowances
Specific
Allowance 1
100
100
Franklin
VE
Specific
Allowance 2
100
100
Best
Geotech
100
Good
Survey
Specific
Allowance 3
TOTAL
100
435
220
345
1,000
The District reserves the right to request additional task and hour information to clarify
the Contractor’s project understanding. A prompt response of one (1) working day shall
be adhered to in these requests.
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4.4.2
Risk Register
The Contractor should include a preliminary risk register, in the District’s standard
format, in this section of the Proposal. The risk register template will be available to the
Contractors via the District’s web site www.neorsd.org. The risk register should reflect
the Contractor’s understanding of the greatest risks facing the project and how they will
be addressed.
4.5
STATEMENTS (Not included in the Page Count)
The Contractor shall include the following statements in the Proposal as an appendix.
“By virtue of submitting this Proposal, I certify as a legal representative of the prime firm that I
have reviewed the District’s current Standard Agreement for Professional Services available on
the District website at www.neorsd.org. Any requested exceptions to the standard agreement are
stated below.”
“By virtue of submitting this Proposal, I certify as a legal representative of the prime firm that I
have examined background reports and data and agree to acquire the additional information
needed to perform all aspects of the work as outlined in this RFP.”
“By virtue of submitting this Proposal, I certify as a legal representative of the prime firm that
neither the firms on the team nor the key personnel presented have known personal or
organizational conflicts of interest associated with this Project and/or the District, or that any
known potential conflicts of interest have been communicated in written form to the District
prior to the submittal of this Proposal, and that information may be considered by the District in
evaluating the team’s suitability for this Project.”
4.6
CERTIFICATION FORM (Not Included in the Page Count)
The Contractor shall also provide in this appendix a completed and signed copy of the District’s
Non-Disclosure Agreement.
Pages in this appendix are not included toward the total page count.
4.7
DETAILED RESUMES (Not Included in the Page Count)
Detailed resumes for key team members may be included as an appendix. Pages in this appendix
are not included toward the total page count.
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5.0 PROJECT SCHEDULE
The selected Contractor shall adhere to the following schedule:

Begin work immediately upon authorization to proceed.

If selected, and following notice to proceed, Contractor shall prepare and submit a detailed
draft baseline schedule as required in the Standard Agreement and conforming to the
requirements of the District’s Schedule Guidance Document as available on the District’s
web site www.neorsd.org.

For purposes of the Proposal, a preliminary schedule showing general tasks and anticipated
dates shall be included in the Proposal’s Technical Approach section. The preliminary
schedule may be submitted in tabular or Gantt chart format within the Proposal.

For use in preparing the preliminary schedule for the Proposal, assume the NTP for the
Project will be October 5th
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6.0
EVALUATION AND SELECTION PROCESS
Once all proposals have been received, the Contractor selection will follow these steps.
1. The written Proposals will be evaluated and scored by a District Selection Committee
utilizing the following criteria:
Delivery (30% of Total Score)
 Proposed Project Manager –
 Performance on District projects –
15%
15%
Qualifications (30% of Total Score)
 Experience of key team members on similar projects – 20%
 Key team members’ availability –
5%
 Local & Business Opportunity Program Participation – 5%
Technical Approach (20% of Total Score)
 Project understanding –
 Project planning approach–
10%
10%
2. Upon completion of the scoring and ranking of the written submittals, the District may make
a selection based on evaluation of the preceding categories. Alternately the District may, at
its sole discretion, select up to three (3) of the top ranked firms to deliver a presentation and
provide further clarification of their capabilities, experience, and approach. The District may
prepare and submit a list of questions to each of the short-listed firms prior to their interview,
or may instead provide the questions by asking them during the interview.
The District may allot up to 90-minutes for the presentation and interview, including a 30minute question and answer period. Key project personnel will be expected to take the lead in
presenting and answering questions regarding the Project. Upon completion of the
presentations, the District selection committee will score each firm according to the
following criteria:
Presentation and Interview (20% of Total Score)
 Confirmation of technical approach/understanding –
 Confirmation of PM/team qualifications –
 Response to District Questions –
10%
5%
5%
3. If interviews are held, the scores for the Presentation and Interview will be combined with
the scores from the evaluation of the written submittals to determine the overall score and
corresponding ranking of the short-listed firms.
4. The District will enter into negotiations with the highest ranked firm to develop a final and
mutually agreed-upon scope of services, using the District’s Standard Scope of Services
template as a basis, and a corresponding price for the services to be performed. If the District
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cannot reach an agreement with the highest ranked firm, the District may initiate negotiations
with the next highest ranked firm.
5. Upon reaching agreement on the scope and total not-to-exceed price for the project, the
Selection Committee will make a recommendation to award to the District’s Consultant
Review Committee (CRC) for review.
6. Upon approval by CRC, District Staff will report to the Board of Trustees and make a
recommendation to enter into an agreement based on the outcome of the negotiations.
7. The selected Contractor cannot commence work on any aspects of the project prior to Board
approval and subsequent execution of the District’s standard Agreement.
END OF RFP
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