Project Management Manual Revision 4

W/WW Project
Management Manual
Project Management Manual
Table of Contents
1. Project Setup
2. Procurement of Engineering Services
3. Design
4. Construction Bid
5. Construction
6. Punchlist and Closeout
7. Joint Agency Projects
8. Project Administration
9. Design Consultant Estimating Guidelines
10. Inspection Guidelines
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List of Revisions
Revision Date Comments

Draft Rev 1 25-Jul-2014 First draft for review.
Draft Rev 2 22-Aug-2014 Second draft for review.
Rev 3 25-Sep-2015 Full update and reprint.
Rev 4 28-Sep-2018 Full update and published electronically to Sharepoint
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Acronyms
AP – Accounts Payable PD – Project Definition
CA – Construction Administration PEC – Project Engineering and Construction
CBP – Capital Budget Planning PM – Project Manager
CCNA – Consultant’s Competitive Negotiation Act PMD – Project Management Dashboard
CEI – Construction, Engineering & Inspection PO – Purchase Order
CM – Construction Management PP – Planning Project
CO – Change Order PRF – Project Request Form
COJ – City of Jacksonville PUF – Project Update Form
CP – Construction Project P&ID – Piping & Instrumentation Diagram
CPM – Critical Path Method QA – Quality Assurance
CPO – Chief Purchasing Officer QC – Quality Control
DE – Design Project QPL – Qualified Providers List
FC – Final Completion RBL – Responsible Bidders List
FDEP – Florida Department of Environmental RCP – Recurring Capital Project

Protection
RGB – Red, Green, Brown
FDOT – Florida Department of Transportation
RFP – Request for Proposal
FERC – Federal Energy Regulatory Commission
RFQ – Request for Quote
FP – Footprint
SC – Substantial Completion
FY – Fiscal Year
SJRWMD – St. Johns River Water Management
GC – General Contract District
GIS – Geographic Information System SLT – Senior Leadership Team
I&C – Instrumentation & Control SOA – Schedule of Assets
IFB – Invitation for Bid SOV – Schedule of Values
JSEB – Jacksonville Small and Emerging Business SRT – Solicitation Review Team
JTA – Jacksonville Transportation Authority SWA – Supplemental Work Authorization
NARUC – National Association of Regulatory Utility TSP – Technical Special Provisions

Commissioners
UAO – Utility Agency Owner
NTP – Notice to Proceed
UES – Utility Estimate Summary
OGC – Office of General Counsel
UWHCA – Utility Work by Highway Contractor
OPB – Overall Project Budget Agreement
OPN – Oracle Project Number VVH – Verify Vertical & Horizontal
O&M – Operations & Maintenance W/WW – Water/Wastewater
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Typical Design‐Bid‐Build Delivery Process
Design Complete Final Completion
Advertise RFP
Open Bids Awards Meeting Design Start 30% Checkpoint 100% Checkpoint Advertise Bid Awards Meeting NTP Substantial Completion As‐Builts Project Closeout
Final Invoice
90% Submittal
10% Submittal 60% Submittal Open Bids
Design RFP Design Construction Bid Construction Punchlist and Closeout
Funding for
Initial Funding Funding
Construction to FY
to 50% Design to 100% Design
Approved Expenditures
Project Setup ‐ Tab 1 Design RFP ‐ Tab 2 Design ‐ Tab 3 Construction Bid ‐ Tab 4 Construction ‐ Tab 5 Punchlist/Closeout ‐ Tab 6

Project Setup is performed by a Projects requiring design services in excess of Design follows the Capital Project Delivery Process for non‐recurring Projects with construction costs in excess of After the PM issues NTP construction starts. During Punchlist/Closeout, the project is being
Cost Analyst and a Scheduler $35K will need to be formally bid using the projects. $200K must follow the formal construction bid The standard schedule template uses a six wrapped up and made ready for closure.
after the project has been Design RFP Process. process. month construction duration for planning
handed off to PEC to perform. A typical design has submittals for 10%, 30%, 60%, 90%, 100% and purposes but it can vary significantly. For Four sub‐processes make up this phase of the project
During this process design proposals are Final/Bid drawings. These can be adjusted based on the initial PD. After creation of the bid specification the example, some grid projects may be able to and are shown below. The Punchlist process defines
A project ready for design is received and scored with the highest scoring construction bid is advertised for 30 days after be constructed in six months but most the final punchlist for the construction contractor to
initially funded to 50% of the proposal selected. After selection, design costs Checkpoints are required at the 30% and 100% submittals. which the bids are opened. The lowest plant projects are significantly longer. The complete and achieve Final Completion, As‐Builts
design costs from the PD plus are negotiated and a design contract awarded. Checkpoints are milestones in the design where the PM is required to responsible bidder is typically chosen. After initial construction duration will be setup tracks the completion and submittal of final as‐built
additional funding for Project After execution of the design contract the PM submit various documents and approvals in order to gain additional updating the project estimate the project is from the PD during project setup and drawings, the Final Invoice is the release of retainage
Management is ready to setup the design kick‐off meeting to funding and/or approval to proceed to the next phase of the project. awarded and a contract executed. After refined as necessary throughout design. and Project Closeout is the final housekeeping items
start design. Upon completion of the 30% Checkpoint, the project is funded to awards, the project is funded for construction to be performed by both the PM and the Cost
Project setup typically takes 1‐2 100% of the design costs. to the current FY approved expenditures. Change Orders to the construction contract Analyst.
weeks to complete. The Design RFP process typically takes about follow the process below.
6.4 months to complete. The design process is typically takes about 8.3 months to complete but The formal construction bid process typically The Punchlist and Closeout process typically takes
can vary depending on project complexity. takes about 5.2 months to complete. about 5.6 months to complete.
Prepare
Financial Prepare 10%
Bid NTP Punchlist
Setup RFP Design
Package
Schedule Advertise 30% Advertise

Construction As Builts
Setup RFP Design Bid
Score Bid and
Footprint 60% Substantial Final
Design Project Completion
Setup Design Invoice
Proposals Update
Negotiate
Award and
Design Cost 90% Change Project
Execute
and Update Design Order Closeout
Contract
Project
Award and 100%
Execute
Contract Design
Final
Design
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Section 1
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Chapter 1 Project Setup

Before the Project Engineering and Construction (PEC) Project Manager (PM) can start working on a new
project, a small amount of project setup has to be performed to ensure it is ready to be started. This
includes identifying new projects, determining who the PM will be, verifying the project has funding,
requesting an Oracle Project Number (OPN), developing an initial schedule, setting up a footprint in PMD
and, if needed, conducting a project kick-off meeting.
This initial project setup is performed by a cost analyst and scheduler who collect the various project
documents (e.g., Project Request Form (PRF), Project Definition (PD), Project Update Form (PUF), inter-
agency agreements and applicable emails) and begin setting up a footprint for the PM. This information is
used to start the project setup and is retained for future reference if needed.
Once the project has been setup, and a footprint created, it’s ready for the PM to start work.
Phases of Project Setup
Financial Setup Schedule Setup Footprint Setup
Financial Setup
Key Deliverable Financial Structure
Capital projects are assigned a tracking number by Capital Budget Planning (CBP) when they are initially
submitted for funding consideration. This number is referred to as the index number. Index numbers are
unique to utility types; so for example, a project that has water, sewer and reclaim will have three index
numbers.
Financial Setup is divided into two distinct activities:
1. Establish Accounting Infrastructure

2. Inter-agency Project Billing and Reimbursement
Establish Accounting Infrastructure
The first step in Financial Setup is to gather the available pertinent project information and to establish the
proper accounting infrastructure for the project. This will allow the expenses, and revenue if applicable,
for the project to accumulate properly so that the PM can manage the cost as the project progresses. This
information generally includes the PRF, PD and PUF. Also included may be emails from CBP or Project
Accounting related to funding or proper accounting classification of the project.
All official financial accounting at JEA is performed in the Oracle Financial System. The Oracle Financial
Suite is comprised of several business modules:
1. Oracle Procurement
2. Oracle Accounts Payable
3. Oracle Inventory
4. Oracle HR/Payroll
5. Oracle Projects
6. Oracle General Ledger
Chapter 1 – Project Setup, Rev 4, Sep-18 1-1

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The General Ledger accumulates information from all the modules and is the financial “set of books” for
JEA.
The General Ledger account number is comprised of 32 digits divided into seven segments. Each
segment accumulates data for a different purpose. An illustration of the segments and their function is
included at the end of this section.
It is not realistic to believe that everyone that works on a project would be able to correctly assign all 32
digits to each financial transaction they originate. Fortunately, the Oracle Projects Module allows us to
set up an Oracle Project Number with corresponding accounting rules at the onset of a project. From that
point forward, only a 7 digit project number need be remembered.
The project number is requested from JEA Project Accounting. The PM or the Cost Analyst may request a
project number by submitting the Property Accounting Project Request Form to Project Accounting. An
example of the form is included at the end of this section. Only the cells in yellow must be completed. A
copy of the PD must also be provided when submitting the Project Accounting Project Request. If a PD is
not yet available, the PRF must be provided.
NOTE: A project number cannot be established until a General Ledger Work Order is assigned. The
work order assignment is made by CBP after a project is approved by Executive Management for
implementation and budget funds have been allocated.
Property Accounting will establish the seven digit project number and it will be used to “code” all
transactions that require costing. (e.g., purchase requisitions, payroll timesheets, purchasing card
transactions, etc.)
The most typical project accounting setup is to have one work order and one project number for each
utility type within a project footprint. It is the PM’s prerogative to have more than one project number
assigned if additional cost demarcation is necessary for control or billing purposes. For example, on
partially reimbursable projects, it might be necessary to have two project numbers - one project number
for non-reimbursable costs and one for reimbursable costs.
Inter-agency Project Billing and Reimbursement
JEA enters into contracts with various public agencies for the purpose of constructing and/or relocating
various utility assets. Among the public agencies are the Florida Department of Transportation (FDOT),
City of Jacksonville, Nassau County, Clay County, St. Johns County, and Jacksonville Transportation
Authority. Occasionally these contracts will include a reimbursable element. For example, FDOT may
have a roadway project that is federally funded, in which case, JEA would be reimbursed for our cost to
relocate our infrastructure within their project footprint. Each project has its own characteristics and, as a
result, each project contract can contain unique billing requirements.
As part of initial project set-up the cost analyst will meet with the project manager and the scheduler to
review the project agreements that include reimbursable terms. It is important for the schedule for
invoicing and reconciliation to be established and documented. This will help the cost analyst keep up
with the billings and also help the PM anticipate reimbursements for their cash flow projections.
A financial file will be maintained by the cost analyst that will include the reimbursable agreements and all
billings between agencies.
There are two JEA Procedures that address the reimbursable billing process.

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1. SS and DES 30608 DES 001 Contract Billing Process

2. FS C0200 AS 108 Calculation of Overhead Rates
They are included for reference at the end of this section.
Schedule Setup
Key Deliverable Project Schedule
After the financial setup has been completed, the PEC Scheduler will begin development of the project
schedule. A schedule template has been created that contains all the necessary activities for a typical
project containing the following phases:
1. Project Setup – this phase contains those activities required to setup the project for delivery to
the PM. It could also have activities added in the event additional scoping or setup is required.
For example - if a project slated to start work in the next fiscal year is accelerated to start work in
the current fiscal year there are additional actions the PM needs to take in order to get the project
approved and funding moved into the current fiscal year.
2. Design RFP – in this phase a designer is selected using the Request for Proposal (RFP)
procurement process in which the design scope of services is advertised, submitted design
proposals are scored, design cost is negotiated with the designer and the design contract is
executed.
3. Design – during design the contracted designer performs work according to the scope of services
that was negotiated during the design RFP process. This includes performing the project design,
makes design submittals to JEA and attending required design meetings. The designer may also
be tasked with performing estimating, permitting, survey and geotechnical activities.
4. Construction Bid – a construction contractor is selected by competitive bid through the
construction bid process.
5. Construction – during construction the selected contractor performs all work in accordance with
the bid and technical specifications.
6. Punchlist and Closeout – in this phase the construction phase will be completed and closeout of
the project will start. This will include activities for punchlist, final as built drawings, submittal of
the final invoice and closeout of the footprint by both the PM and Project Controls.
During the schedule setup, the PEC Scheduler, after reviewing the requisite project information, will meet
with the PM to discuss the project and determine if the standard template is applicable. In many cases it
is necessary to modify the template due to the specific nature of the project. Two examples are:
1. If the project is handed off with an incomplete PD, the PM may be tasked to acquire a consultant
engineer to finalize it. In this instance the schedule will need to be modified to include activities for
acquisition of the consultant to prepare and submit an updated PD, review and approval of the
PD by all JEA stakeholders, updating the project estimate and submittal of the PD to CBP.
2. The PM decides to acquire a construction contractor using the General Construction Services
contract instead of utilizing the formal construction bid process. The schedule will need to be
modified to reflect the change in construction procurement methodology.
An example of the standard project schedule template can be found at the end of this section.

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Footprint Setup
Key Deliverable Footprint
Once the project schedule has been finalized and updated, the scheduler will setup a footprint. A footprint
is a PEC term that allows a group of Capital Planning index numbers, Oracle work orders and Oracle
project numbers to be grouped together into what would normally be considered a project. The grouping
of index numbers, work orders and project numbers is called a footprint.
For example, the simultaneous installation of water and sewer lines along the same corridor, under the
same contract, would normally be called a project by itself. However, because of JEA’s accounting
system, different utility types must be charged to different accounts. In the example above that means
that the “project” consists of two index numbers, work orders and project numbers so that the two utility
types can be charged to different accounts. The grouping of the water and sewer index numbers, work
orders and project numbers for this installation would be called a footprint with its own unique
identification number. The terms “footprint” and “project” are often used interchangeably and can
sometimes cause confusion. Nobody outside of PEC knows what a “footprint” is so the PM will need to be
careful what terms they use when discussing their projects.
Setup of the actual footprint is somewhat automated during the financial and schedule setup. When the
PM or Cost Analyst requests an Oracle Project Number three of the pieces of information required are the
footprint number, the CBP Index number and the Utility Type. The PEC Scheduler provides the footprint
number (from Primavera P6) while the PM or Cost Analyst can provide the Index number and Utility Type.
When Project Accounting creates the Oracle Project Number they will enter these three pieces of
information in flex fields on the project number. Once the Oracle Project Number has been created, and
after overnight batch processes are executed, the new footprint will show up in the Project Management
Dashboard (PMD). From that point forward all financial information such as actual charges, purchase
orders, requisitions, project number status, etc. can be viewed in PMD.
If the footprint doesn’t show up in PMD the next day there could be several causes. They include:
1. Overnight batch processes didn’t run. This doesn’t occur often but does happen when
Technology Services has overnight maintenance that impacts systems and/or software that PMD
depends on.
2. The three pieces of information entered in the Oracle Project Number flex fields aren’t formatted
correctly, contain an error or aren’t entered at all. The correct formats are:
a. Footprint Number: FP CCYY#####
i. The most common error is the omission of FP and/or the space at the beginning
of the footprint number.
b. Index Number: 182-67W, 174-24S, 100-54, etc.
i. The most common error is the addition of CP to the front of the Index Number.
c. Utility Type: Sewer, Water, etc.
3. A schedule hasn’t been created in Primavera P6. PMD matches the P6 project ID with the
Footprint Number contained on the Oracle Project Number and pulls the footprint name from
project name field in P6.
4. The project schedule in P6 is missing a M1 milestone.

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Forms and Examples
The following page contains example forms and procedures that are used during the project setup phase
of a project. They are provided to acquaint the PM with the various forms needed to setup a project.
Forms and examples include:
1. Oracle General Ledge Account Structure

2. Reimbursement Contract Billing Process
3. Calculation of Overhead Rates
4. PEC Project Schedule Template

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ACCOUNTING SERVICES FS C0200 AS 108 Overhead Rates
TITLE: Calculation of Overhead Rates
CREATION DATE: March 8, 2012 Revised: October 22, 2014
PURPOSE
This procedure establishes indirect costs overhead rates to be used for Federal Awards carried out
through grants, cost reimbursement contracts and other agreements with State or local governments.
BACKGROUND
JEA enters into contracts with various public agencies for the purpose of constructing and/or
relocating various utility assets. Among the public agencies are the Florida Department of
Transportation, City of Jacksonville, Jacksonville Transportation Authority, Florida Department of
Environmental Protection, U.S. Department of Energy, U.S. Department of Homeland Security and
Federal Emergency Management Agency (collectively referred to as Agencies). JEA may receive
the funding directly from the agencies or through Federal pass-through grants; therefore the
Agencies follow requirements outlined in the Code of Federal Regulations.
Office of Management and Budget (OMB) Circular A-87 provides principles and standards for
determining both direct and indirect costs applicable to Federal cost-based awards to governmental
units. Allowability of costs shall be determined in accordance with the cost principles applicable to
the entity incurring the costs. All costs included in the allocation must be eligible for Federal
reimbursement, reasonable, and actually incurred by the utility. Costs that are not eligible for
reimbursement include, but are not limited the costs associated with advertising, selling and
marketing, promotional items, interest on borrowings, the issuance of stock, bad debts, uncollectible
accounts receivable, contributions, donations, entertainment, fines and penalties, lobbying and
research programs. Certification of the cost allocation plan, as required by OMB Circular A-87, can
be found in Appendix B.
This procedure does not include an evaluation of the appropriateness of the reimbursement of
expenses related to specific grants or cost reimbursement contracts or other agreements with State
and local governments.
RESPONSIBILITY:
The Financial Reporting area of Accounting Services is responsible for implementing and
monitoring this procedure.
SUMMARY OF OVERHEAD RATES:
The overhead rates in effect for fiscal year 2015 are summarized below:
Administrative and General Overhead Rate 62.09%

Benefits Loading Rate 45.29%
Actual Inventory Loading Rate 10.01%
Inventory Loading Rate – Relocations 5.00%
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BASIS USED TO DETERMINE ALLOCATION OF EXPENSES
Determination of the allocation of expenses is to be in accordance with the formulas below. The
allocation is to be based on the prior fiscal year’s historical information.
The percentages shall be effective at the beginning of the fiscal year and remain in effect for the
entire year. However, rates may be changed during the year if material changes occur during the
fiscal year.
ADMINISTRATIVE AND GENERAL (A&G) OVERHEAD RATE
1. The cost centers included in the A&G rate are the cost centers that support the other groups.
The current list of cost centers included in the allocation can be found in Appendix A.
2. Exclude costs that are not eligible for reimbursement including costs associated with
advertising, selling and marketing, promotional items, interest on borrowings, the issuance of
stock, bad debts, uncollectible accounts receivable, contributions, donations, entertainment,
fines and penalties, lobbying and research programs.
3. Formula for Calculation Administrative and General Overhead Rate
A. Sum operations and maintenance (O&M) expenses (expense types 1000-3199),

excluding accruals (expense types 1002 and 1102), marketing, judgments and losses,
and uncollectible accounts (expense types 2013, 2022, and 2028), in the Electric,
Water, and District Energy System (DES) (operating funds 021, 071, and 091) for the
identified cost centers.
B. Add the following expense types for the “Z” cost centers:
Property and Casualty Insurance (Expense type 2502)
Liability Insurance (Expense Type 2503)
C. Sum (A+B) and divide by total salaries, wages and overtime (expense types 1001-
1007, excluding accruals – expense type 1002) for all cost centers in the Electric,
Water, and DES systems.
BENEFITS LOADING RATE
1. Benefit loading rate is the rates used to allocate fringe benefit costs. Fringe benefits include
(but not limited to):
• Health insurance
• Pension Contribution
• Leave
• Employment taxes
• Life Insurance
• Other Post employment benefits
• Educational Assistance
• Worker's Compensation
• Unemployment Compensation
2. Formula for benefits loading rate
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A. Sum benefits expenses (expense types 1103-1114, and 2504), in the Electric, Water,
and DES Systems.
B. Divide by total regular salaries (expense type 1005), for all cost centers in the
Electric, Water, and DES systems.
INVENTORY LOADING FACTOR
1. The actual and direct costs of handling and loading materials and supplies at the company
stores and material yards and the unloading and handling recovered materials accepted by
JEA at its stores or material yard are reimbursable. However, in lieu of actual costs, average
rates that are representative of the actual costs may be used.
2. Formula for inventory loading factor

A. Sum O&M expenses (expense types 1000-2029, excluding inventory issues – expense
types 1303 and 1304), in the Electric, Water, and DES Systems (operating funds 021,
071, and 091) for the inventory management cost centers ( currently cost centers
A0400, A0411, A0412, A0420).
B. Sum of all YTD inventory issues (expense types 1303 and 1304) in the Electric,
Water, and DES systems.
C. Divide (A/B).
D. In accordance with 23 CFR 645.117, for Utility Relocations, at the option of the
Utility, 5% of the amounts billed for the materials and supplies issued from the
company stores and material yards or the value of the recovered materials may be
reimbursed in lieu of the actual or average cost for handling.
SIGNATURE: /s/ Janice Nelson
Controller
EFFECTIVE: 12/31/14
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Appendix A:
Cost Centers Used in Overhead Cost Allocation
Cost Center Name
10100 Rates 10100

10200 Corporate Planning 10200
10210 Electric System Planning 10210
10220 Nuclear Generation Business 10220
10230 Water Sewer System Planning 10230
20000 Engineering and Construction Services 20000
20100 Project Services 20100
20200 Electric Water and Sewer Standards 20200
20201 GIS/CAD Standards 20201
20202 Standards and System Analysis 20202
20400 Utility Grid Projects 20400
20410 Project Design 20410
20411 Project Design 20411
20421 Project Management 20421
20500 Project Management |A| 20500
20600 Inter-Agency Liaison 20600
20700 IT Projects Mgt Services 20700
30800 Facilities 30800
30801 Facilities Operations 30801
30802 Building Ops And Maintenance Facilities 30802
30900 Technology Infrastructure 30900
30901 Technical Services 30901
30902 Operations and Help Desk Support 30902
30904 Telecom and Wireless Services 30904
31000 Security and Emergency Planning 31000
50000 Chief Executive Office 50000
A0000 Human Resources A0000
A0100 Safety and Workforce Development A0100
A0101 Recruitment Services A0101
A0102 Compensation Reward & Recognition Services A0102
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A0103 Employee & Leadership Development Services A0103
A0104 Technical Utility Training Services A0104
A0200 Employee Services A0200
A0201 Payroll and Benefit Services A0201
A0202 Labor Relations A0202
A0203 Safety and Health Services A0203
A0210 Emerging Workforce Strategies A0210
A0300 Organizational Development A0300
A0301 Int Corp Res – Perf Measurement & Cult Chg Mgmt A0301
A0302 Black Belt A0302
A0500 Procurement Services A0500
A0501 Supply/Service Forecasting and Risk Analysis A0501
A0503 Procurement – Contract Mgt. Services A0503
A0504 Procurement – Receipts & A/P A0504
A0700 Real Estate Services A0700
A0800 Fleet Services A0800
B0000 Information Services B0000
B0400 CRM Systems B0400
B0500 GIS – Engineering Systems B0500
B0600 Org Care and Financial Systems B0600
B0700 Business Intelligence B0700
B0900 Enterprise Architecture B0900
C0000 Chief Financial Officer C0000
C0100 Treasury Services C0100
C0200 Accounting Services C0200
C0400 Budget Services C0400
C0401 Capital Budget Services C0401
C0500 Audit Services C0500
C0600 Risk Management Services C0600
C0700 Financial Planning Budgets Rates C0700
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Appendix B:
OMB CIRCULAR A-87

CERTIFICATE OF COST ALLOCATION PLAN
This is to certify that I have reviewed the cost allocation plan submitted herewith and to
the best of my knowledge and belief:
1. All costs included in proposals dated October 1, 2014 - September 30, 2015 to
establish costs allocations or billings for the fiscal year ended September 30, 2015
are allowable in accordance with the requirements of 2 CFR Part 225, Cost Principles
for State, Local, and Indian Tribal Governments (OMB Circular A-87), and the
Federal award(s) to which they apply. Unallowable costs have been adjusted for in
allocating costs as indicated in the cost allocation plan.
2. All costs included in this proposal are properly allocable to Federal awards on the
basis of a beneficial or causal relationship between the expenses incurred and the
awards to which they are allocated in accordance with applicable requirements.
Further, the same costs that have been treated as indirect costs have not been
claimed as direct costs. Similar types of costs have been accounted for
consistently.
I declare that the foregoing is true and correct.
JEA
Governmental Unit
/s/ Melissa Dykes

Signature
Melissa Dykes
Name of Official
CFO
Title
12/31/2014
Date of Execution
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Run Date: 19-Sep-18
PEC Footprint Template - Updated 15-Aug-18 for Site Access Data Date: 15-Aug-18
Activity ID Activity Name Original Duration Start Finish 2018 2019 2020 2021
Apr M Jun Jul A S Oct N D Jan F Mar Apr M J Jul A S Oct N D Jan F Mar Apr M J Jul A S Oct N D Jan F M
PEC Footprint Template - Updated 15-Aug-18 for Site Access
Milestones
M1 M1 - Project Controls Accepts PRF 0 15-Aug-18 M1 - Project Controls Accepts PRF
08 00 AM
M2 M2 - Project Scope Signoff Complete 0 15-Aug-18 M2 - Project Scope Signoff Complete
08 00 AM
M3 M3 - Start Design 0 13-Mar-19 M3 - Start Design
08 00 AM
MR MR - Real Estate Aquisition Complete 0 05-Dec-19 MR - Real Estate Aquisition Complete
04 00 PM
M4 M4 - Design Complete 0 16-Dec-19 M4 - Design Complete
04 00 PM
M6 M6 - Commence Construction 0 08-Apr-20 M6 - Commence Construction
08 00 AM
M7 M7 - Construction Substantially Complete 0 04-Oct-20 M7 - Construction Substa
04 00 PM
M8 M8 - Construction Complete 0 11-Nov-20 M8 - Construction C
04 00 PM
M9 M9 - Project Closure Complete 0 24-Mar-21
04 00 PM
Scope Defin
Definition
S1000 Setup Footprint 5 15-Aug-18 21-Aug-18 Setup Footprint
08 00 AM 04 00 PM
Designer Procurement
Pr
RFP Devel
Development
DP1005 S/A of Phase I for RFP 5 22-Aug-18 28-Aug-18 S/A of Phase I for RFP
08 00 AM 04 00 PM
DP1190 PM P/S Required RFP Items for Buyer 5 22-Aug-18 28-Aug-18 PM P/S Required RFP Items for Buyer
08 00 AM 04 00 PM
DP1120 Procurement Prepare, Approve and Advertise RFP Package 15 29-Aug-18 19-Sep-18 Procurement Prepare, Approve and Advertise RFP Package
08 00 AM 04 00 PM
Advertise and
a Bid
DP1020 Procurement Advertise RFP for Design 30 20-Sep-18 19-Oct-18 Procurement Advertise RFP for Design
08 00 AM 04 00 PM
MB1 MB1 - Advertise RFP for Design 0 20-Sep-18 MB1 - Advertise RFP for Design
08 00 AM
MB5 MB5 - Open Design Bids (Tuesday Only) 0 23-Oct-18 MB5 - Open Design Bids (Tuesday Only)
08 00 AM
DP1040 Designated Graders Review/Score Design Proposals 15 24-Oct-18 14-Nov-18 Designated Graders Review/Score Design Proposals
08 00 AM 04 00 PM
DP1200 Procurement Review/Score Proposal, Conduct Pre-Eval Meeting, Issue Pub 5 15-Nov-18 21-Nov-18 Procurement Review/Score Proposal, Conduct Pre-Eval Meeting, Issue Public Notice
08 00 AM 04 00 PM
DP1050 Procurement Conduct Public Evaluation Meeting 0 28-Nov-18 Procurement Conduct Public Evaluation Meeting
08 00 AM
DP1070 PM Request Cost Proposal and Negotiate with Designer 25 29-Nov-18 07-Jan-19 PM Request Cost Proposal and Negotiate with Designer
08 00 AM 04 00 PM
DP1150 PM Request and Receive Post Design Bid Estimate 5 08-Jan-19 14-Jan-19 PM Request and Receive Post Design Bid Estimate
08 00 AM 04 00 PM
DP1170 S/A of Phase II for RFP 5 15-Jan-19 22-Jan-19 S/A of Phase II for RFP
08 00 AM 04 00 PM
DP1160 PM Update PUF and Trend to Post Design Bid Estimate 10 15-Jan-19 29-Jan-19 PM Update PUF and Trend to Post Design Bid Estimate
08 00 AM 04 00 PM
DP1210 Procurement Request Inclusion on Awards Agenda (Friday by Noon) 1 25-Jan-19 25-Jan-19 Procurement Request Inclusion on Awards Agenda (Friday by Noon)
08 00 AM 04 00 PM
Award Design
Des
DP1080 Conduct Awards Committee Meeting for Design (Thursday Only) 0 31-Jan-19 Conduct Awards Committee Meeting for Design (Thursday Only)
08 00 AM
DP1090 Execute Design Contract 20 01-Feb-19 01-Mar-19 Execute Design Contract
08 00 AM 04 00 PM
DP1100 PM Submit Design Requisition 2 04-Mar-19 05-Mar-19 PM Submit Design Requisition
08 00 AM 04 00 PM
DP1110 Procurement Issue Design PO 5 06-Mar-19 12-Mar-19 Procurement Issue Design PO
08 00 AM 04 00 PM
Design and E
Engineering
10% Schematic
Schem Design
SD1000 Conduct Design Kick-Off Meeting / Request Site Access 1 13-Mar-19 13-Mar-19 Conduct Design Kick-Off Meeting / Request Site Access
08 00 AM 04 00 PM
SD1090 Designer Perform 10% Design 40 13-Mar-19 07-May-19 Designer Perform 10% Design
08 00 AM 04 00 PM
SD1100 10% Design Submittal from Designer 0 07-May-19 10% Design Submittal from Designer
04 00 PM
SD1110 JEA Review 10% Design 15 08-May-19 29-May-19 JEA Review 10% Design
08 00 AM 04 00 PM
SD1120 Conduct 10% Design Review Meeting 1 30-May-19 30-May-19 Conduct 10% Design Review Meeting
08 00 AM 04 00 PM
10% Checkpoint
Che
SD200 S/A OF 10% Checkpoint and Trend 10 15-Aug-18 28-Aug-18 S/A OF 10% Checkpoint and Trend
08 00 AM 04 00 PM
M10 M10 - 10% Design Checkpoint and Trend Submitted 0 15-Aug-18 M10 - 10% Design Checkpoint and Trend Submitted
08 00 AM
Remaining Level of Effort Actual Work Critical Remaining Work Page 1 of 4 TASK filters: Do Not Show LOE, Do Not Show WBS Summaries.
Actual Level of Effort Remaining Work Time Delay © Oracle Corporation
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Run Date: 19-Sep-18
SD20 PM Submit Requisition for Design Change Order 2 29-Aug-18 30-Aug-18 PM Submit Requisition for Design Change Order
08 00 AM 04 00 PM
SD202 Procurement Issue PO for Design Change Order 5 31-Aug-18 07-Sep-18 Procurement Issue PO for Design Change Order
08 00 AM 04 00 PM
30% Conceptual
Conce Design
CD1000 Designer Perform 30% Design 30 31-May-19 12-Jul-19 04:00 Designer Perform 30% Design
08 00 AM PM
CD1010 30% Design Submittal from Designer 0 12-Jul-19 04:00 30% Design Submittal from Designer
PM
CD1020 JEA Review 30% Design 15 15-Jul-19 08:00 02-Aug-19 JEA Review 30% Design
AM 04 00 PM
CD1030 Conduct 30% Design Review Meeting 1 05-Aug-19 05-Aug-19 Conduct 30% Design Review Meeting
08 00 AM 04 00 PM
30% Checkpoint
Che
CD104 S/A OF 30% Checkpoint and Trend 10 06-Aug-19 19-Aug-19 S/A OF 30% Checkpoint and Trend
08 00 AM 04 00 PM
M30 M30 - 30% Design Checkpoint and Trend Submitted 0 06-Aug-19 M30 - 30% Design Checkpoint and Trend Submitted
08 00 AM
CD106 PM Submit Requisition for Design Change Order 2 20-Aug-19 21-Aug-19 PM Submit Requisition for Design Change Order
08 00 AM 04 00 PM
CD108 Procurement Issue PO for Design Change Order 5 22-Aug-19 28-Aug-19 Procurement Issue PO for Design Change Order
08 00 AM 04 00 PM
60% Design
Desig
D6010 Designer Perform 60% Design 30 06-Aug-19 17-Sep-19 Designer Perform 60% Design
08 00 AM 04 00 PM
D6020 60% Design Submittal from Designer 0 17-Sep-19 60% Design Submittal from Designer
04 00 PM
D6030 JEA Review 60% Design and Submit Comments to Designer 5 18-Sep-19 24-Sep-19 JEA Review 60% Design and Submit Comments to Designer
08 00 AM 04 00 PM
90% Design
Desig
D9010 Designer Perform 90% Design 25 18-Sep-19 22-Oct-19 Designer Perform 90% Design
08 00 AM 04 00 PM
D9020 90% Design Submittal from Designer 0 22-Oct-19 90% Design Submittal from Designer
04 00 PM
D9030 JEA Review 90% Design 10 23-Oct-19 05-Nov-19 JEA Review 90% Design
08 00 AM 04 00 PM
D9050 Conduct 90% Design Review Meeting 1 06-Nov-19 06-Nov-19 Conduct 90% Design Review Meeting
08 00 AM 04 00 PM
100% Design
Desig
D1000 Designer Perform 100% Design 15 07-Nov-19 02-Dec-19 Designer Perform 100% Design
08 00 AM 04 00 PM
D1010 100% Design Submittal from Designer 0 02-Dec-19 100% Design Submittal from Designer
04 00 PM
D1020 JEA Review 100% Design and Provide Comments 5 03-Dec-19 09-Dec-19 JEA Review 100% Design and Provide Comments
08 00 AM 04 00 PM
D1040 Designer P/S 100% Final Documents 5 10-Dec-19 16-Dec-19 Designer P/S 100% Final Documents
08 00 AM 04 00 PM
100% Checkpoint
Ch
M100 M100 - 100% Design Checkpoint and Trend Submitted 0 17-Dec-19 M100 - 100% Design Checkpoint and Trend Submitted
08 00 AM
D1050 S/A of 100% Checkpoint and Trend 10 17-Dec-19 02-Jan-20 S/A of 100% Checkpoint and Trend
08 00 AM 04 00 PM
Permitting
SJRWMD
P1005 P/S SJRWMD Permit Application 25 23-Oct-19 27-Nov-19 P/S SJRWMD Permit Application
08 00 AM 04 00 PM
P1015 SJRWMD R/A Permit Application 30 02-Dec-19 15-Jan-20 SJRWMD R/A Permit Application
08 00 AM 04 00 PM
P1035 Receive SJRWMD Permit 0 15-Jan-20 Receive SJRWMD Permit
04 00 PM
DEP and E
Environmental
P1110 P/S FDEP Permit Application 25 23-Oct-19 27-Nov-19 P/S FDEP Permit Application
08 00 AM 04 00 PM
P1180 FDEP R/A Permit Application 30 02-Dec-19 15-Jan-20 FDEP R/A Permit Application
08 00 AM 04 00 PM
P1100 Receive FDEP Permit 0 15-Jan-20 Receive FDEP Permit
04 00 PM
FDOT
P1170 P/S FDOT Permit Application 25 23-Oct-19 27-Nov-19 P/S FDOT Permit Application
08 00 AM 04 00 PM
P1020 FDOT R/A Permit Application 30 02-Dec-19 15-Jan-20 FDOT R/A Permit Application
08 00 AM 04 00 PM
P1150 Receive FDOT Permit 0 15-Jan-20 Receive FDOT Permit
04 00 PM
COJ
P1160 P/S COJ ROW Application 25 23-Oct-19 27-Nov-19 P/S COJ ROW Application
08 00 AM 04 00 PM
P1120 COJ R/A ROW Application 30 02-Dec-19 15-Jan-20 COJ R/A ROW Application
08 00 AM 04 00 PM
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Run Date: 19-Sep-18
P1130 Receive COJ ROW Approval 0 15-Jan-20 Receive COJ ROW Approval
04 00 PM
Real Estate
R1010 Real Estate Acquisition (if needed) 100 15-Jul-19 08:00 05-Dec-19 Real Estate Acquisition (if needed)
AM 04 00 PM
Construction Procurement
Bid Package
Packag Preparation
B2020 S/A of Phase I for IFB 5 17-Dec-19 23-Dec-19 S/A of Phase I for IFB
08 00 AM 04 00 PM
B2330 PM Prepare Required IFB Items for Buyer 5 17-Dec-19 23-Dec-19 PM Prepare Required IFB Items for Buyer
08 00 AM 04 00 PM
B2005 Procurement Prepare, Approve and Advertise IFB Package 15 26-Dec-19 16-Jan-20 Procurement Prepare, Approve and Advertise IFB Package
08 00 AM 04 00 PM
Advertisement
Advertisem
B2070 Procurement Advertise IFB 30 17-Jan-20 15-Feb-20 Procurement Advertise IFB
08 00 AM 04 00 PM
B2080 PM Notify Project Outreach 0 17-Jan-20 PM Notify Project Outreach
08 00 AM
MB2 MB2 - Advertise Bids for Construction 0 17-Jan-20 MB2 - Advertise Bids for Construction
08 00 AM
Pre-Bid
B2090 Procurement Conduct Prebid Meeting 1 27-Jan-20 27-Jan-20 Procurement Conduct Prebid Meeting
08 00 AM 04 00 PM
Bid
B2150 PM Perform Construction Bid Analysis 1 18-Feb-20 18-Feb-20 PM Perform Construction Bid Analysis
08 00 AM 04 00 PM
MB3 MB3 - Open Construction Bids (Tuesday Only) 0 18-Feb-20 MB3 - Open Construction Bids (Tuesday Only)
08 00 AM
Project Up
Update
B2190 PM Update Project Estimate with Bid Price 1 18-Feb-20 18-Feb-20 PM Update Project Estimate with Bid Price
08 00 AM 04 00 PM
B2220 PM Update PUF and Trend to Post Bid Estimate 10 19-Feb-20 03-Mar-20 PM Update PUF and Trend to Post Bid Estimate
08 00 AM 04 00 PM
B2180 S/A of Phase II for IFB (Dir by Thursday, VP by Monday) 4 19-Feb-20 24-Feb-20 S/A of Phase II for IFB (Dir by Thursday, VP by Monday)
08 00 AM 04 00 PM
VP10 PM P/S Vendor Performance on Designer 5 19-Feb-20 25-Feb-20 PM P/S Vendor Performance on Designer
08 00 AM 04 00 PM
Award
B2230 Conduct Awards Committee Meeting for Construction (Thursday Only) 0 27-Feb-20 Conduct Awards Committee Meeting for Construction (Thurs
08 00 AM
B2250 Procurement Execute Construction Contract 20 28-Feb-20 26-Mar-20 Procurement Execute Construction Contract
08 00 AM 04 00 PM
B2265 PM Submit Requisition for Construction 2 27-Mar-20 30-Mar-20 PM Submit Requisition for Construction
08 00 AM 04 00 PM
B2290 PM Compile and Reproduce Conformed Documents 8 27-Mar-20 07-Apr-20 PM Compile and Reproduce Conformed Documents
08 00 AM 04 00 PM
B2320 Procurement Issue Construction PO 5 01-Apr-20 07-Apr-20 Procurement Issue Construction PO
08 00 AM 04 00 PM
B2310 Hold Pre-Construction Meeting / Update Site Access 1 08-Apr-20 08-Apr-20 Hold Pre-Construction Meeting / Update Site Access
08 00 AM 04 00 PM
Construction
C1020 Perform Construction 180 08-Apr-20 04-Oct-20 Perform Construction
08 00 AM 04 00 PM
VP20 PM P/S Vendor Performance on Contractor 5 07-Jul-20 08:00 11-Jul-20 04:00 PM P/S Vendor Performance on Contr
AM PM
C1022 PM Notify JEA Internal Stakeholers of SC 1 05-Oct-20 05-Oct-20 PM Notify JEA Internal St
08 00 AM 04 00 PM
Punchlist
C1600 Conduct Punchlist Walkthrough 1 05-Oct-20 05-Oct-20 Conduct Punchlist Walkth
08 00 AM 04 00 PM
C1610 JEA R/A Punchlist and Deliver to Contractor 5 06-Oct-20 12-Oct-20 JEA R/A Punchlist and D
08 00 AM 04 00 PM
C1030 Contractor Perform Construction Punchlist 30 13-Oct-20 11-Nov-20 Contractor Perform
08 00 AM 04 00 PM
Contract Closeout
Clo
As Builts
C1070 Contractor P/S Final As-Built Drawings 10 05-Oct-20 16-Oct-20 Contractor P/S Final As
08 00 AM 04 00 PM
C1090 JEA R/A Final As-Built Drawings and Delivery to T5 10 19-Oct-20 30-Oct-20 JEA R/A Final As-Buil
08 00 AM 04 00 PM
Final Invoi
Invoice
C1080 Contractor P/S Final Invoice 30 05-Oct-20 16-Nov-20 Contractor P/S Fin
08 00 AM 04 00 PM
C1100 JEA R/A Final Pay Request 5 17-Nov-20 23-Nov-20 JEA R/A Final Pa
08 00 AM 04 00 PM
Vendor Pe
Performance
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Run Date: 19-Sep-18
VP30 PM P/S Final Vendor Performance on Contractor 5 24-Nov-20 02-Dec-20 PM P/S Final Ve
08 00 AM 04 00 PM
VP40 PM P/S Final Vendor Performance on Designer 5 24-Nov-20 02-Dec-20 PM P/S Final Ve
08 00 AM 04 00 PM
Project Clos
Closeout
C1560 PM Perform Closeout: SOA, EAM, PO Closures, Remove Site Access 20 24-Nov-20 23-Dec-20 PM Perform
08 00 AM 04 00 PM
C1580 PC Perform Closeout: OPN and WO Closures 60 28-Dec-20 24-Mar-21
08 00 AM 04 00 PM
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Section 2
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Chapter 2 Procurement of Engineering Services

Procurement of engineering services must abide by the JEA Procurement Code and Florida Statute
287.055, otherwise known as the Consultants’ Competitive Negotiation Act (CCNA) (included at the end
of this section). Paragraph 4 of the CCNA addresses competitive selection of firms providing professional
services:
(a) For each proposed project, the agency shall evaluate current statements of qualifications and
performance data on file with the agency, together with those that may be submitted by other
firms regarding the proposed project, and shall conduct discussions with, and may require public
presentations by, no fewer than three firms regarding their qualifications, approach to the project,
and ability to furnish the required services.
(b) The agency shall select in order of preference no fewer than three firms deemed to be the
most highly qualified to perform the required services. In determining whether a firm is qualified,
the agency shall consider such factors as the ability of professional personnel; whether a firm is a
certified minority business enterprise; past performance; willingness to meet time and budget
requirements; location; recent, current, and projected workloads of the firms; and the volume of
work previously awarded to each firm by the agency, with the object of effecting an equitable
distribution of contracts among qualified firms, provided such distribution does not violate the
principle of selection of the most highly qualified firms. The agency may request, accept, and
consider proposals for the compensation to be paid under the contract only during competitive
negotiations under subsection (5).
Phases of Procurement of Engineering Services (for Engineering Services > $35K)
Advertisement of Award and Execution

Request for Proposal Evaluation of RFP
RFP of Contract
Preparation of Request for Proposal (RFP)

Key Deliverable Request for Proposal
The first step in developing a Request for Proposal is submitting an Award Request (Phase 1) through
Purchasing, Bid and Awards group’s Formal Bid and Award system. The address is
http://ifb.corp.jea.com/ or follow these links from SharePoint’s homepage:
Finance  Supply Chain Management  Purchasing, Bids and Awards  Formal Bids and Award
System
Click on the Create Request icon to initiate the Phase 1 request.
Chapter 2 – Procurement of Engineering Services, Rev 4, Sep-18 2-1

26 of 435
Create
Request
Save
Request
Search
Request
This Phase 1 Request requires Manager, Director, and GM/VP or Chief approvals. An example of the
Phase 1 Request is shown below.
Once GM/VP or Chief approval is obtained, a Procurement Agent (Buyer) is assigned. The PM
coordinates with the Buyer to develop the RFP and complete the following:

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 Project Definition
 Technical Specification, including Drawings if applicable (example included at the end of this
section)
 Questionnaire and Risk Assessment Sheet (example included at the end of this section)
 Minimum qualifications of proposers – can be as simple as requiring the Engineering Firm to
be qualified for one of the QPL categories, or requiring additional experiences, based upon
the complexity of the project.
QPL categories:
 WE1 – W/WW Treatment Plant Systems and Pump Stations
 WE2 – Potable Production Wells
 WE3 – Water, Sewer and Reclaimed Water Pressurized Pipe > 24”
 WE4 – Water, Sewer and Reclaimed Water Pipe< 24”
 Members of the Evaluation Team – minimum of 3 members. The team is usually comprised
of the PM, his/her Manager, and a Manager or Director from Engineering & Construction,
O&M, or System Planning group. It is the responsibility of the PM to put together the team.
 Evaluation Scoring Matrix spreadsheet (examples included at the end of this section).
Different spreadsheets are used for small projects (construction cost < $2M) and large
projects (construction cost > $2M). The small projects take into account the value of work
previously awarded to the firm over the last 5 years.
 Under Professional Experience, the PM must determine which disciplines or
roles for which the resumes need to be evaluated.
 Under Past Company Experience, the unique characteristics of the project need
to be listed
 JSEB participation percentage need to be determined.
After the RFP (including the front-end documents, technical specifications, and drawings and reports, if
applicable) is compiled, the Buyer schedules a meeting with the Solicitation Review Team (SRT) for final
review prior to advertising. The Committee usually consists of the Procurement Manager, Procurement
Contracts Manager, Procurement JSEB Manager, and a representative from the Office of General
Counsel. SRT typically meets once a week, on Wednesdays, to review the bid documents prior to
advertisement. In some instances the SRT meeting may be held another day or completed via email.
Advertisement of RFP
Key Deliverable Engineering Proposals
Once the SRT approves the RFP, it is sent out for advertisement. The advertisement period is normally
30 calendar days. Within this time period, a Pre-proposal meeting and/or site visit may be conducted.
It is important to note that from advertisement until the award is approved, all ex parte communications
are strictly prohibited. All inquiries are to be directed to the Buyer (the PM may be copied) and must be in
writing. Responses to inquiries, clarifications, and revisions are published via addenda.
The RFP establishes a specific date and time (usually by 12:00 Noon on a Tuesday) for the deadline for
submittal of the proposals. The proposals are usually opened the same day as the due date at 2:00 PM.
After opening, JEA Procurement checks to make sure the proposers meet the minimum qualifications and
all required documents are received.

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Evaluation of RFP
Key Deliverable Evaluated Scoring Matrix
Before the proposals are distributed to the Evaluation Team, the Buyer either sends an e-mail with
instructions or schedules a public-noticed pre-evaluation meeting to go over the categories of evaluation
and make sure the evaluators are on the same page regarding expectations, goals and scoring.
The Buyer coordinates with the PM to determine the deadline for returning the scoring submittals.
Depending on the complexity of the project, number of proposals received, and the Evaluation Team’s
work load and schedule, the review time may take one to three weeks.
Each evaluator reviews and scores the proposals independently. Communication amongst the evaluators
is strictly prohibited in accordance with the Florida Sunshine Law. A help guide for graders is included at
the end of this section.
Once all the scores are received, Procurement compiles and reviews the scoring matrix. A noticed, public
evaluation meeting is then held. In this meeting, the evaluators meet with the Chief Purchasing Officer to
discuss their evaluation and scoring. An evaluator may change his/her scoring based upon the
discussion. Firms can protest the scoring within 48 hours after the meeting. After the protest period, the
top scoring firm, based upon the average scores of the evaluators, wins the right to start negotiations with
JEA.
The negotiations should be based upon the Engineer’s Scope of Work and associated fees. If JEA and
the top scoring firm cannot negotiate a successful contract, JEA may terminate negotiations with the top
ranked firm and begin negotiations with the second highest ranked firm. JEA will award the contract to the
highest ranked qualified firm that successfully completes contract negotiations with JEA.
Award and Execution of Contract

Key Deliverable Executed Contract
After negotiation of Scope and Fees are completed, the PM revises the post-design estimate to show the
actual cost of design and services during construction (post-design estimate reconciliation).
If required, the PM submits a trend request to adjust the overall proposed budget and/or FY cash flows.
Once the trend request is approved and funds transferred, the PM submits to CBP the Awards Funds
Checking Dashboard (template and filled-out example included at the end of this section), which should
reveal that there is adequate funding available, in both fiscal year cash flow and overall proposed budget.
The PM then submits the Phase 2 of the Awards process, which sends the request of award to the
Awards Committee. The Phase 2 must be approved by the Manager, Director, and GM/VP or Chief. The
Awards Committee meets once a week on Thursdays. In order to get on the agenda, the Phase 2 request
needs to be approved by the GM/VP or Chief by the previous Friday at noon.
The PM is required to attend the Awards Committee meeting to provide details, if asked. If no one is
present to explain the request, the Committee may defer the request. An example of a common question
is how do we know the negotiated fees are reasonable. It may help to prepare an Engineering Fees
Analysis similar to the example at the end of this section.

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Once the request is approved by the Awards Committee, JEA develops the contract, which is then
reviewed by the City’s Office of General Counsel, and then executed by JEA and the Engineering firm.
After the contract is executed, the PM can request a PO for the Engineering Firm by sending a Request
for Requisition Form (example included at the end of the section) to the Water Wastewater Systems
Requisitions Mailbox (ecsprojsrvcswork@jea.com). The initial amount of the PO is limited to 50% of the
design fee and projected expenditures for the current fiscal year per the CBP project delivery process.
Procurement of Engineering Services (for Engineering Services < $35K)
Request for Scope Small Engineering

Selection of Engineer PO Request
and Fee Services Request
Selection of Engineer
Key Deliverable Qualified Engineering Firm
Select an Engineer firm which is fully qualified to perform the work. All PMs should try to spread out the
work across all qualified engineering firms.
Request for Scope and Fee
Key Deliverable Scope and Fee
Request a Scope and Fee from the selected Enginering Firm. The scope must be well defined and the
fee must be less than $35K.
Small Engineering Services Request

Key Deliverable Signed Direct Purchase of Engineering Services Certification
Complete the Direct Purchase of EngineeringServices Certification and have a Director sign the
Certification (template and example included at the end of the section). This Certification must
accompany the Request for the PO.
PO Request
Key Deliverable PO
Request the PO by sending a Request for Requisition Form (example included at the end of the section)
to the Water Wastewater Systems Requisitions Mailbox (ecsprojsrvcswork@jea.com), making sure that
the Certification is attached with the request.

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Forms and Examples
The following pages contain blank and example forms that are used during the RFP phase of a project.
They are provided to acquaint the PM with the various forms for designer selection activities.
1. Consultants’ Competitive Negotiations Act

2. CCNA Discussion
3. Technical Specification Example
4. Formal Bid and Award Questionaire Template
5. Formal Bid and Award Questionaire Example
6. Contract RiskAssessment Check Sheet Example
7. Sample Evaluation Matrix Score for Small Projects
8. Sample Evaluation Matrix Score for Large Projects
9. Engineering RFP Evaluation Matrix Criteria
10. Sample Selection Criteria
11. Award Funds Checking Dashboard
12. Award Funds Checking Dashboard Example
13. PEC – Request For Purchase Requisition Template
14. PEC – Request for Purchase Requisition Example
15. Direct Purchase of Enginering Services Certification Template
16. Direct Purchase of Engineering Services Certification Example
17. Engineering Fees Analysis Example
18. Project Scope Comparison Table Example

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Consultants Competitive Negotiation Act (CCNA) 287.055
Statutes > Title 19 > Ch. 287 > Sec. 287.055
287.055 Acquisition of professional architectural, engineering, landscape architectural, or

surveying and mapping services; definitions; procedures; contingent fees prohibited;
penalties.--
(1) SHORT TITLE.--This section shall be known as the "Consultants' Competitive Negotiation
Act."
(2) DEFINITIONS.--For purposes of this section:
(a) "Professional services" means those services within the scope of the practice of
architecture, professional engineering, landscape architecture, or registered surveying and
mapping, as defined by the laws of the state, or those performed by any architect, professional
engineer, landscape architect, or registered surveyor and mapper in connection with his or her
professional employment or practice.
(b) "Agency" means the state, a state agency, a municipality, a political subdivision, a school
district, or a school board. The term "agency" does not extend to a nongovernmental developer
that contributes public facilities to a political subdivision under s. 380.06 or ss. 163.3220-
163.3243.
(c) "Firm" means any individual, firm, partnership, corporation, association, or other legal entity
permitted by law to practice architecture, engineering, or surveying and mapping in the state.
(d) "Compensation" means the amount paid by the agency for professional services regardless
of whether stated as compensation or stated as hourly rates, overhead rates, or other figures
or formulas from which compensation can be calculated.
(e) "Agency official" means any elected or appointed officeholder, employee, consultant,
person in the category of other personal service or any other person receiving compensation
from the state, a state agency, municipality, or political subdivision, a school district or a school
board.
(f) "Project" means that fixed capital outlay study or planning activity described in the public
notice of the state or a state agency under paragraph (3)(a). A project may include: 1. A
grouping of minor construction, rehabilitation, or renovation activities. 2. A grouping of
substantially similar construction, rehabilitation, or renovation activities.
(g) A "continuing contract" is a contract for professional services entered into in accordance
with all the procedures of this act between an agency and a firm whereby the firm provides
professional services to the agency for projects in which the estimated construction cost of
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32 of 435
each individual project under the contract does not exceed $2 million, for study activity if the
fee for professional services for each individual study under the contract does not exceed
$200,000, or for work of a specified nature as outlined in the contract required by the agency,
with the contract being for a fixed term or with no time limitation except that the contract must
provide a termination clause. Firms providing professional services under continuing contracts
shall not be required to bid against one another.
(h) A "design-build firm" means a partnership, corporation, or other legal entity that: 1. Is
certified under s. 489.119 to engage in contracting through a certified or registered general
contractor or a certified or registered building contractor as the qualifying agent; or 2. Is
certified under s. 471.023 to practice or to offer to practice engineering; certified under s.
481.219 to practice or to offer to practice architecture; or certified under s. 481.319 to practice
or to offer to practice landscape architecture.
(i) A "design-build contract" means a single contract with a design-build firm for the design and
construction of a public construction project.
(j) A "design criteria package" means concise, performance-oriented drawings or specifications

of the public construction project. The purpose of the design criteria package is to furnish
sufficient information to permit design-build firms to prepare a bid or a response to an agency's
request for proposal, or to permit an agency to enter into a negotiated design-build contract.
The design criteria package must specify performance-based criteria for the public construction
project, including the legal description of the site, survey information concerning the site,
interior space requirements, material quality standards, schematic layouts and conceptual
design criteria of the project, cost or budget estimates, design and construction schedules, site
development requirements, provisions for utilities, stormwater retention and disposal, and
parking requirements applicable to the project.
(k) A "design criteria professional" means a firm who holds a current certificate of registration
under chapter 481 to practice architecture or landscape architecture or a firm who holds a
current certificate as a registered engineer under chapter 471 to practice engineering and who
is employed by or under contract to the agency for the providing of professional architect
services, landscape architect services, or engineering services in connection with the
preparation of the design criteria package.
(l) "Negotiate" or any form of that word means to conduct legitimate, arms length discussions
and conferences to reach an agreement on a term or price. For purposes of this section, the
term does not include presentation of flat-fee schedules with no alternatives or discussion.
(3) PUBLIC ANNOUNCEMENT AND QUALIFICATION PROCEDURES.--
(a)1. Each agency shall publicly announce, in a uniform and consistent manner, each occasion
when professional services must be purchased for a project the basic construction cost of which
is estimated by the agency to exceed the threshold amount provided in s. 287.017 for
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33 of 435
CATEGORY FIVE or for a planning or study activity when the fee for professional services
exceeds the threshold amount provided in s. 287.017 for CATEGORY TWO, except in cases of
valid public emergencies certified by the agency head. The public notice must include a general
description of the project and must indicate how interested consultants may apply for
consideration. 2. Each agency shall provide a good faith estimate in determining whether the
proposed activity meets the threshold amounts referred to in this paragraph.
(b) Each agency shall encourage firms engaged in the lawful practice of their professions that
desire to provide professional services to the agency to submit annually statements of
qualifications and performance data.
(c) Any firm or individual desiring to provide professional services to the agency must first be
certified by the agency as qualified pursuant to law and the regulations of the agency. The
agency must find that the firm or individual to be employed is fully qualified to render the
required service. Among the factors to be considered in making this finding are the capabilities,
adequacy of personnel, past record, and experience of the firm or individual.
(d) Each agency shall evaluate professional services, including capabilities, adequacy of
personnel, past record, experience, whether the firm is a certified minority business enterprise
as defined by the Florida Small and Minority Business Assistance Act, and other factors
determined by the agency to be applicable to its particular requirements. When securing
professional services, an agency must endeavor to meet the minority business enterprise
procurement goals under s. 287.09451.
(e) The public must not be excluded from the proceedings under this section.
(4) COMPETITIVE SELECTION.--
(a) For each proposed project, the agency shall evaluate current statements of qualifications
and performance data on file with the agency, together with those that may be submitted by
other firms regarding the proposed project, and shall conduct discussions with, and may
require public presentations by, no fewer than three firms regarding their qualifications,
approach to the project, and ability to furnish the required services.
(b) The agency shall select in order of preference no fewer than three firms deemed to be the
most highly qualified to perform the required services. In determining whether a firm is
qualified, the agency shall consider such factors as the ability of professional personnel;
whether a firm is a certified minority business enterprise; past performance; willingness to
meet time and budget requirements; location; recent, current, and projected workloads of the
firms; and the volume of work previously awarded to each firm by the agency, with the object
of effecting an equitable distribution of contracts among qualified firms, provided such
distribution does not violate the principle of selection of the most highly qualified firms. The
agency may request, accept, and consider proposals for the compensation to be paid under the
contract only during competitive negotiations under subsection (5).
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(c) This subsection does not apply to a professional service contract for a project the basic
construction cost of which is estimated by the agency to be not in excess of the threshold
amount provided in s. 287.017 for CATEGORY FIVE or for a planning or study activity when the
fee for professional services is not in excess of the threshold amount provided in s. 287.017 for
CATEGORY TWO. However, if, in using another procurement process, the majority of the
compensation proposed by firms is in excess of the appropriate threshold amount, the agency
shall reject all proposals and reinitiate the procurement pursuant to this subsection.
(d) Nothing in this act shall be construed to prohibit a continuing contract between a firm and
an agency.
(5) COMPETITIVE NEGOTIATION.--
(a) The agency shall negotiate a contract with the most qualified firm for professional services
at compensation which the agency determines is fair, competitive, and reasonable. In making
such determination, the agency shall conduct a detailed analysis of the cost of the professional
services required in addition to considering their scope and complexity. For any lump-sum or
cost-plus-a-fixed-fee professional service contract over the threshold amount provided in s.
287.017 for CATEGORY FOUR, the agency shall require the firm receiving the award to execute
a truth-in-negotiation certificate stating that wage rates and other factual unit costs supporting
the compensation are accurate, complete, and current at the time of contracting. Any
professional service contract under which such a certificate is required must contain a provision
that the original contract price and any additions thereto will be adjusted to exclude any
significant sums by which the agency determines the contract price was increased due to
inaccurate, incomplete, or noncurrent wage rates and other factual unit costs. All such contract
adjustments must be made within 1 year following the end of the contract.
(b) Should the agency be unable to negotiate a satisfactory contract with the firm considered to
be the most qualified at a price the agency determines to be fair, competitive, and reasonable,
negotiations with that firm must be formally terminated. The agency shall then undertake
negotiations with the second most qualified firm. Failing accord with the second most qualified
firm, the agency must terminate negotiations. The agency shall then undertake negotiations
with the third most qualified firm.
(c) Should the agency be unable to negotiate a satisfactory contract with any of the selected
firms, the agency shall select additional firms in the order of their competence and qualification
and continue negotiations in accordance with this subsection until an agreement is reached.
(6) PROHIBITION AGAINST CONTINGENT FEES.--
(a) Each contract entered into by the agency for professional services must contain a
prohibition against contingent fees as follows: "The architect (or registered surveyor and
mapper or professional engineer, as applicable) warrants that he or she has not employed or
retained any company or person, other than a bona fide employee working solely for the
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architect (or registered surveyor and mapper, or professional engineer, as applicable) to solicit
or secure this agreement and that he or she has not paid or agreed to pay any person,
company, corporation, individual, or firm, other than a bona fide employee working solely for
the architect (or registered surveyor and mapper or professional engineer, as applicable) any
fee, commission, percentage, gift, or other consideration contingent upon or resulting from the
award or making of this agreement." For the breach or violation of this provision, the agency
shall have the right to terminate the agreement without liability and, at its discretion, to deduct
from the contract price, or otherwise recover, the full amount of such fee, commission,
percentage, gift, or consideration.
(b) Any individual, corporation, partnership, firm, or company, other than a bona fide employee
working solely for an architect, professional engineer, or registered land surveyor and mapper,
who offers, agrees, or contracts to solicit or secure agency contracts for professional services
for any other individual, company, corporation, partnership, or firm and to be paid, or is paid,
any fee, commission, percentage, gift, or other consideration contingent upon, or resulting
from, the award or the making of a contract for professional services shall, upon conviction in a
competent court of this state, be found guilty of a first degree misdemeanor, punishable as
provided in s. 775.082 or s. 775.083.
(c) Any architect, professional engineer, or registered surveyor and mapper, or any group,
association, company, corporation, firm, or partnership thereof, who offers to pay, or pays, any
fee, commission, percentage, gift, or other consideration contingent upon, or resulting from,
the award or making of any agency contract for professional services shall, upon conviction in a
state court of competent authority, be found guilty of a first degree misdemeanor, punishable
as provided in s. 775.082 or s. 775.083.
(d) Any agency official who offers to solicit or secure, or solicits or secures, a contract for
professional services and to be paid, or is paid, any fee, commission, percentage, gift, or other
consideration contingent upon the award or making of such a contract for professional services
between the agency and any individual person, company, firm, partnership, or corporation
shall, upon conviction by a court of competent authority, be found guilty of a first degree
misdemeanor, punishable as provided in s. 775.082 or s. 775.083.
(7) AUTHORITY OF DEPARTMENT OF MANAGEMENT SERVICES.--Notwithstanding any other

provision of this section, the Department of Management Services shall be the agency of state
government which is solely and exclusively authorized and empowered to administer and
perform the functions described in subsections (3), (4), and (5) respecting all projects for which
the funds necessary to complete same are appropriated to the Department of Management
Services, irrespective of whether such projects are intended for the use and benefit of the
Department of Management Services or any other agency of government. However, nothing
herein shall be construed to be in derogation of any authority conferred on the Department of
Management Services by other express provisions of law. Additionally, any agency of
government may, with the approval of the Department of Management Services, delegate to
the Department of Management Services authority to administer and perform the functions
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described in subsections (3), (4), and (5). Under the terms of the delegation, the agency may
reserve its right to accept or reject a proposed contract.
(8) STATE ASSISTANCE TO LOCAL AGENCIES.--On any professional service contract for which the
fee is over $25,000, the Department of Transportation or the Department of Management
Services shall provide, upon request by a municipality, political subdivision, school board, or
school district, and upon reimbursement of the costs involved, assistance in selecting
consultants and in negotiating consultant contracts.
(9) APPLICABILITY TO DESIGN-BUILD CONTRACTS.--
(a) Except as provided in this subsection, this section is not applicable to the procurement of
design-build contracts by any agency, and the agency must award design-build contracts in
accordance with the procurement laws, rules, and ordinances applicable to the agency.
(b) The design criteria package must be prepared and sealed by a design criteria professional
employed by or retained by the agency. If the agency elects to enter into a professional services
contract for the preparation of the design criteria package, then the design criteria professional
must be selected and contracted with under the requirements of subsections (4) and (5). A
design criteria professional who has been selected to prepare the design criteria package is not
eligible to render services under a design-build contract executed pursuant to the design
criteria package.
(c) Except as otherwise provided in s. 337.11(7), the Department of Management Services shall
adopt rules for the award of design-build contracts to be followed by state agencies. Each other
agency must adopt rules or ordinances for the award of design-build contracts. Municipalities,
political subdivisions, school districts, and school boards shall award design-build contracts by
the use of a competitive proposal selection process as described in this subsection, or by the
use of a qualifications-based selection process pursuant to subsections (3), (4), and (5) for
entering into a contract whereby the selected firm will, subsequent to competitive
negotiations, establish a guaranteed maximum price and guaranteed completion date. If the
procuring agency elects the option of qualifications-based selection, during the selection of the
design-build firm the procuring agency shall employ or retain a licensed design professional
appropriate to the project to serve as the agency's representative. Procedures for the use of a
competitive proposal selection process must include as a minimum the following:
1. The preparation of a design criteria package for the design and construction of the public
construction project.
2. The qualification and selection of no fewer than three design-build firms as the most
qualified, based on the qualifications, availability, and past work of the firms, including the
partners or members thereof.
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3. The criteria, procedures, and standards for the evaluation of design-build contract proposals
or bids, based on price, technical, and design aspects of the public construction project,
weighted for the project.
4. The solicitation of competitive proposals, pursuant to a design criteria package, from those
qualified design-build firms and the evaluation of the responses or bids submitted by those
firms based on the evaluation criteria and procedures established prior to the solicitation of
competitive proposals.
5. For consultation with the employed or retained design criteria professional concerning the
evaluation of the responses or bids submitted by the design-build firms, the supervision or
approval by the agency of the detailed working drawings of the project; and for evaluation of
the compliance of the project construction with the design criteria package by the design
criteria professional. 6. In the case of public emergencies, for the agency head to declare an
emergency and authorize negotiations with the best qualified design-build firm available at that
time.
(10) REUSE OF EXISTING PLANS.--Notwithstanding any other provision of this section, there
shall be no public notice requirement or utilization of the selection process as provided in this
section for projects in which the agency is able to reuse existing plans from a prior project of
the agency, or, in the case of a board as defined in s. 1013.01, a prior project of that or any
other board. Except for plans of a board as defined in s. 1013.01, public notice for any plans
that are intended to be reused at some future time must contain a statement that provides that
the plans are subject to reuse in accordance with the provisions of this subsection.
(11) CONSTRUCTION OF LAW.--Nothing in the amendment of this section by chapter 75-281,

Laws of Florida, is intended to supersede the provisions of ss. 1013.45 and 1013.46.
History.--ss. 1, 2, 3, 4, 5, 6, 7, 8, ch. 73-19; ss. 1, 2, 3, ch. 75-281; s. 1, ch. 77-174; s. 1, ch. 77-199; s. 10, ch. 84-321; ss. 23, 32, ch. 85-104; s. 57, ch. 85-349;
s. 6, ch. 86-204; s. 1, ch. 88-108; s. 1, ch. 89-158; s. 16, ch. 90-268; s. 15, ch. 91-137; s. 7, ch. 91-162; s. 250, ch. 92-279; s. 55, ch. 92-326; s. 1, ch. 93-95; s.
114, ch. 94-119; s. 10, ch. 94-322; s. 868, ch. 95-148; s. 2, ch. 95-410; s. 45, ch. 96-399; s. 38, ch. 97-100; s. 1, ch. 97-296; s. 80, ch. 98-279; s. 55, ch. 2001-
61; s. 63, ch. 2002-20; s. 944, ch. 2002-387; s. 1, ch. 2005-224; s. 19, ch. 2007-157; s. 3, ch. 2007-159; s. 3, ch. 2009-227
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Notes for Discussion of CCNA
Monday, March 16, 2015
GENERAL
The procurement by JEA of engineering services (“Services”) is generally covered by

the Consultants’ Competitive Negotiation Act found in Section 287.055, Florida Statutes
(the “CCNA”).
The CCNA applies if the basic construction cost of “a project” exceeds $325,000 or fees
for a planning or study activity exceed $35,000 (the “Thresholds”). The cost and fees
must be estimated in “good faith” in determining whether the Thresholds are met.
The CCNA establishes a 4 step process for awards of “each proposed project”:
1. Public Announcement - JEA must publicly announce “each occasion” when

Services are purchased if the Thresholds are met (except in cases of valid public
emergencies).
2. Competitive Selection - JEA must qualitatively select in order of preference no
fewer than three firms as the most qualified using the factors described in the
CCNA.
3. Competitive Negotiation - JEA must negotiate a contract with the most qualified
firm at a price JEA determines is “fair, competitive and reasonable”. If this is not
possible, JEA must then negotiate with the second most qualified firm.
4. Execution of a Contract
A ‘project” may include:

1. A grouping of minor construction, rehabilitation, or renovation activities.
2. A grouping of substantially similar construction, rehabilitation, or renovation
activities.
“Continuing contracts” are an exception to the CCNA’s normal requirements for

Competitive Selection and Negotiation.
To be a “continuing contract” under the CCNA the contract:

The estimated construction cost of each individual project must not exceed $2
million;
If a study, the professional fees for each individual study must not exceed
$200,000;
The contract must outline other work of a “specified nature” and have a fixed
term or a termination clause.
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What are “substantially similar” activities under the CCNA definition of a
“project”?
Whether a group of activities would be “substantially similar” is a case by case

determination based on the facts of each group of activities. We found no relevant
guidance providing criteria in case law, attorney general’s opinions or procurement
codes of other agencies.
NOTE: If a group of activities is substantially similar for purposes of the CCNA,

these activities constitute “a project”. Each project (or group of substantially similar
activities) would require a separate solicitation which must be awarded to “the” most
qualified firm. The CCNA does not contemplate negotiating with more than one firm at
a time or awarding the project to more than one firm (except in the case of continuing
contracts).
Can JEA use one solicitation to award projects to more than one company?
JEA must publicly announce “each occasion when professional services must be
purchased for a project.” Combining more than one project in a single solicitation
appears permissible. However, Competitive Selection and Competitive Negotiation is
required for each project. The solicitation would need to include a scope and technical
specifications for each project and each project would need to be scored and evaluated
separately. Further, the contract for each project must be awarded to the most qualified
firm with which JEA can conclude successful negotiations. There is no assurance that
the same firm would not be awarded all of the projects or multiple projects. The
solicitation would need to be drafted carefully so as not to be confusing and result in a
bid protest for all of the projects.
Can JEA use continuing contracts as a way to ensure that multiple firms receive
contracts for JEA projects?
Florida courts and attorneys general have noted that continuing contracts are an
exception to the general competitive bidding provisions of the CCNA and should be
read narrowly and utilized sparingly in order to avoid an appearance of circumventing
the requirements of the CCNA.
In awarding services under a continuing contract, the estimated cost of each project
must not exceed the following thresholds: $2,000,000 for a construction project or
$200,000 for a plan or a study.
The Florida Attorney General issued an opinion on December 12, 2013 which
addressed one potential ambiguity in the statute which may have been thought to allow
continuing contracts which exceeded these monetary limitations for “professional
services of a specified nature as outlined in the contract”. She opined that the
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legislature’s intent was to exclude from the continuing contract exception any
professional services where the construction cost of the individual project exceeded
$2,000,000.
(Note that in the same legal opinion, she opined that a determination of “construction
costs” for purposes of the thresholds would not include professional fees for design
services.)
It appears that JEA can award more than one continuing contract under the same
solicitation but ranking and award of each contract must comply fully with the CCNA.
(See FDOT LAP Bulletin: 02-14)
JEA may set its own criteria and guidelines for determining how to fairly and equitably
award projects under continuing contracts except that price may not be a factor. (The
CCNA states that “firms providing professional services under continuing contracts shall
not be required to bid against one another”.) Also, agencies must comply with the
CCNA’s 4 step process when entering into a continuing contract.
Several attorney general opinions have stated that (i) multiple continuing contracts may
be in effect simultaneously and (ii) it is advisable for an agency to adopt administrative
rules of procedure to insure that criteria are applied uniformly to all of its continuing
contracts. An administrative law judge has also stressed that the standards for
awarding projects under continuing contracts must be published at the outset of the
process.
Can JEA negotiate a contract for the first phase of a project and begin work on
this phase while negotiating a contract for the second phase of the project?
The CCNA does not contemplate a separately negotiating each phase of a multi-phase
project. One Florida attorney general has opined that the negotiation procedures
outlined in the CCNA “clearly indicate that compensation will be negotiated prior to the
selected firm beginning work under the contract.”
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Appendix A Technical Specifications
ENGINEERING SERVICES
Norwood WTP Reservoir Rehabilitation
DESCRIPTION OF SCOPE OF SERVICES
GENERAL
Consultant agrees to provide Engineering Services for the above project as outlined herein.
SCOPE OF SERVICES
The Scope of Work to be performed under this task consists of assessment of the condition of
the reservoirs, final detailed design, permitting (if required), bid phase assistance, and
engineering support services during construction.
Work performed under this scope of services shall be paid for under a lump sum basis with
progress payments payable in proportion to the percentage of work completed.
TASK PLAN
A. General tasks that are to be included in this project includes the following:
• Inspection of the reservoirs

• Development of Condition Assessment Report
• Development of the design and specifications for the rehabilitation of the
reservoirs. The rehabilitation activities may include the flowing:
Repair of leaking cracks of wall surfaces
Patching of spalled concrete areas
Application of cementitious coating(s) to the interior of the reservoirs
Removal of interior walls and piping not in use
Preparing and coating of remaining piping
Removal of any accumulated grit, sand, or sludge settlements
Painting of exterior of reservoirs
Cleaning and restoring of reservoirs back to service
Any incidental work (such as valve installation/replacement, bypass line
installation) required for isolation of reservoirs and creation of a safe work area
• Services during Construction
The rehabilitation work is intended to be performed on one reservoir at a time. The

reservoirs are interconnected, and the integrity of the infrastructure, including the valves
and piping, must be verified before isolation of each reservoir is attempted. If repair or
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replacement of piping or valves is needed, the work will be covered under the scope of this
project.
B. Design Kickoff Meeting

Attend the design kickoff meeting at the date and time established by JEA. Take meeting
minutes and submit to JEA.
C. Condition Assessment
a. Interior and exterior assessment of each reservoir.
b. Condition Assessment Report.
c. Laboratory testing and analyses, which may include compression tests,
petrographic analysis, and tensile strength test.
d. Assist with the design for an isolation system for each reservoir.
D. Design Criteria
Comply with JEA Water & Sewer Standard Specifications; JEA Water, Sewer and Reclaimed
Water Design Guidelines requirements; JEA Rules and Regulations for Water, Sewer &
Reclaimed Water Services for water pipeline design and other applicable standards.
E. Opinion of Costs
Consultant will prepare opinions of construction cost at all stages of deliverables in

accordance with the Association for the Advancement of Cost Engineering International,
Inc. (AACE) for the purpose of assisting JEA in preparing budget funding request, evaluating
design options. Expected accuracy will be as follows: Class 3 estimate for 30% design
deliverable and System study; Class 2 estimate for 60% design deliverable, and Class 1
estimate for 90% and 100% design deliverable.
F. Permitting Assistance
Provide assistance to JEA in filing and obtaining all the necessary permits from local and
state agencies to include but not limited to:
• FDEP Water Permit, if required.

• City of Jacksonville 10 set Review, if required.
Assistance will include:
a. Pre-meetings with permit authorities as needed to insure necessary approvals.

b. Preparation of applications, exhibits, drawings, and specifications as needed for
execution and submittal.
c. Furnishing additional information about the project design as required for permit
approval.
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d. Submittal of applications to the permitting authorities.
e. JEA will provide payment for necessary permits.
G. Design Contract Documents
1. Prepare detailed drawings, specifications, and Bid Form for the proposed
construction work and for materials and equipment required. The documents
shall be prepared for selection of private construction contractors on a
competitive bid price basis. The documents shall be prepared as one contract.
3. Update the opinion of probable construction cost for the proposed work covered
by the contract documents and provide with final construction contract
documents.
4. Review the contract documents for completeness and constructability.
5. Provide Asset Management Documentation for inclusion in bid specifications.
6. Provide six sets of contract documents to JEA for review at 30 percent, 60
percent, 90 percent and final construction drawings.
7. Following the review of the completed contract documents meet with JEA to
discuss them and to resolve any modifications and questions. This item provides
for four meetings with JEA personnel to discuss review comments.
8. Bidding Documents to be provided to JEA include drawings, bid form,
specifications, and text for inclusion into the JEA Special Conditions, if needed.
9. Provide one CD with electronic drawing files and six copies of the final
construction drawings to JEA. If not directed otherwise by JEA, provide
electronic files of specifications in PDF format and drawings in PDF and AutoCAD
formats.
H. Bid Phase Services
1. If requested by JEA, attend the pre-bid conference at the date and time
established by JEA.
2. Interpret construction contract documents in regard to Contractor questions.
Support JEA with drawings and/or specification updates for addenda issuance.
JEA will coordinate and issue all addenda.
3. JEA will conduct the bid opening. Attendance is not required by designer at the
bid opening.
4. Provide Conformed drawings and specifications. JEA will be responsible for the
coordination and distribution of conformed copies of the construction contract
documents.
I. Construction Services
1. Attend and participate in the pre-construction meeting to answer technical

questions.
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2. Review and approve shop drawings. The contract will include the time for two
(2) reviews per drawing, if the second review cannot be approved, the
submitting contractor will fund the additional reviews.
3. Attend monthly status meetings/site visits.
4. Respond to Contractor RFIs. Include two (2) responses per month. Responses
that require any corrections to plans or specifications are not to be counted
against this total.
5. Review Asset Management Information submittals and completed work
submitted as part of the monthly contractors invoice to ensure compliance with
plans and specifications.
6. Preparation of FDEP certification, if required
7. Substantial and final completion
8. Review and approve final O&M manuals for the equipment.
9. Prepare and submit Record Drawings.
J. DELIVERABLES
Consultant shall provide the following deliverables to include but not limited to:
Condition Assessment Report

• Assessment of condition of structural elements, roofing, exterior wall,
interior/exterior piping, and ventilation
• Rehabilitation options
• Recommendation of repairs/modifications
• Opinion of cost
• Rehabilitation schedule
• Laboratory testing and analyses, which may include compression tests,
petrographic analysis, and tensile strength test
90% Design Document
• 90% engineering drawings

• 90% written specifications
• Final design calculations
• Applicable permits
• Asset management documentation
• Class 1 90% definitive cost estimate
100% Design Document
• Final engineering drawings

• Final written specifications
• Final QC performed
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• Class 1 final cost estimate
• Final survey
• Geotechnical Report
Bid Documents
• Bid set engineering drawings

• Bid set written specifications
• Bid Form
• Related Bid documents
Construction Documents
• Conformed engineering drawings

• Conformed written specifications
K. INFORMATION BY JEA
The following shall be provided by JEA for this RFP.

• Project Definition
L. SCHEDULE
The assessment/design/permitting phase services shall not exceed 6 months unless

approved otherwise by JEA.
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JEA Procurement
Contract/Solicitation Questionnaire for Requestors
INTENT AND USE OF THIS FORM

This form is intended as a means for JEA personnel to provide JEA buyers with information
regarding goods or services they wish to purchase. The information that you, the customer,
provide is what your buyer will use to begin building a solicitation/contract document to purchase
your goods or services. You should use this form as a starting point for your purchase and
include the completed form with your technical specifications when you submit them to the
buyer. Be sure to communicate with your buyer as much as possible beyond this form, so that he
or she will understand your needs to complete the purchase.
Throughout that form, help text is intended to give requestors extra information on what
information to provide, or how to answer a question. Text that appears with a gray field behind it
contains notes relevant to buyers.
This form was updated March 2006. Please read questions carefully as some answer choices
have been updated.
INSTRUCTIONS FOR REQUESTORS

Please provide, to the best of your knowledge, the requested information regarding your
purchase. If you do not know an answer to one of the questions at this time, make a note of that
and/or contact your buyer. When completed, please return the form to your buyer and attach
any technical specifications you have prepared.
If you are completing the form electronically, open the form in Word and click in the boxes and
gray areas to check or enter information. You may enter as much information as necessary; the
gray areas will expand to accommodate your text. You may also make a note to reference an
attached document.
If you are completing the form on a hard copy, check the boxes and write the necessary
information in the blanks next to the questions. (You may attach additional pages if you need
more space.)
In the tables, “Item No.” tracks the information on this sheet. “C No.” is the clause number, or
JEA number that appears in brackets [JEA-###] next to standard clauses once your document is
printed.
I. GENERAL DESCRIPTION OF YOUR PURCHASE
Item Information Requested Help

No.
1 Title: Suggest a title for the solicitation. This will appear on the cover page
(Required) of the solicitation and throughout the document as required.
2 Background: Provide background information related to the work that may further
(Optional) clarify what is being purchased. 1-3 paragraphs. This will appear in
the front of the solicitation.
3 Statement of Work: Describe what is being purchased. 1-3 paragraphs. This may be a
(Required) summary of your Scope statement from the Technical Specifications.
This will appear in the front of the solicitation and in the recitals
section of the contract.
4 Anticipated date of purchase delivery/start Indicate when you will require this purchase be delivered, or when
of work: you anticipate work beginning.
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(Required)
Buyers: This information should be used for planning purposes to
help you determine when to advertise bids, schedule pre-bid
meetings and schedule the bid due date. You will not need to enter
this date into Contract Wizard.
5 Estimated duration of the work: Indicate how long you anticipate the contract being in place.
(Required)
II. NAMES AND DATES

1 Requisitioner’s Name: Buyers: Enter this in the Key Personnel section on the
Email: Define>Names & Dates page.
Phone:
(Required)
2 Technical Contact Name: The person who will be best able to answer technical questions.
Email: May be the same as the Requisitioner.
Phone:
Buyers: Enter this in the Key Personnel section on the
Define>Names & Dates page.
(Required)
This will be displayed as the Technical Contact on the Invitation
page in your final document.
3 Contract Admin Name: The person who will be responsible for the work after it is awarded.
Email:
Phone: Buyers: Enter this in the Key Personnel section on the
(Optional) This will not be displayed in your final document.
4 Do you want to have a pre-Bid or pre- If the work is of a complex nature and you will need the chance to
Proposal meeting? explain or view information that cannot be included in the
solicitation, choose “Yes.”
Otherwise, discuss with JEA Procurement the need for a pre-Bid
Yes
meeting.
No
Buyers: Use this information to set-up a pre-Bid meeting or
(If you choose, “Yes”, the meeting will be indicated “None” in the Contract Wizard>Define>Names &
mandatory for all Bidders/Proposers.) Dates>Cover Page Info section.
This will be displayed on the Cover Page and Invitation sheet in the
final document.
5 Today’s Date: Buyers: Enter this date in the Contract Wizard>Define>Names &
Dates>Tracking section.
III. MULTIPLE CHOICE QUESTIONS
For each question, choose only one answer. Some questions relate to topics that will be decided
by Procurement, but your input is welcomed.
Buyers: These questions and answers are in the same order as those in the Contract Wizard. Use the
answers provided to answer the questions in the Contract Wizard.
ITEM QUESTIONS & ANSWERS HELP

1 What is being purchased? Materials & Equipment: Spares and consumable materials. Stock
and non-stock equipment such as pumps motors, vehicles and copiers.
Materials or Equipment (No onsite work.)
Construction Services – Water and
Professional Services (A&E only): Services within the scope of the
Sewer practice of architecture, professional engineering, landscape
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Professional Services (A&E only) architecture, or registered surveying and mapping.
Design-Build Services
O&M Services Design-Build Services: A&E services to design plant or facilities and
the subsequent construction of the plant or facilities all as part of one
Staff Augmentation
agreement.
Professional Services (all except A&E)
Technology Services O&M Services: Operation, maintenance and repair services including
Construction Services – Electrical power plant equipment and systems, facilities, vehicles, and grounds.
Construction Services – General
Construction Services – Plants Staff Augmentation: Providing personnel on a contract basis to
Construction – Water & Wastewater supplement in-house employees.
Plants
Professional Services (all except A&E): Accounting, financial
advisory, management consulting, information technology consulting,
real estate appraisals, and human resources consulting and other
advisory services.
Technology Services: Software development including design,

coding, testing, and installing.
Construction Services: Choose the appropriate type of construction

services from the list.
2 Is a bid bond required for this Choose "Yes" when the estimated price of a construction contract
solicitation? exceeds $200,000.
Choose "No" if this is not a purchase for construction services, or when

Yes
you have been specifically instructed to do so by Procurement.
No
Buyers: Whether or not a bid bond is required is a Procurement
decision. The buyer may change the customer’s answer if Procurement
determines that another answer is desirable. It is possible that
Procurement may require a bid bond for other bids or construction bids
less than $200,000. When so directed by Procurement management,
choose “Yes.”
3 What is the Bid methodology? Invitation for Bid: If JEA will award the work to the lowest
responsible and responsive bidder, without evaluating other criteria or
Invitation for Bid requiring a separate qualification process.
Evaluated Bid
Evaluated Bid: If JEA will consider other factors, in addition to price in
Request for Proposals – CCNA only selecting the successful bidder, select evaluated bid.
Design-Build
Invitation for Bids – Two Step Request for Proposals - CCNA: If the purchase is for architectural
Invitation for Bids – Prequalified or landscaping design service (i.e. if you chose "Professional Services
Bidders (A&E only)" as the purchase type), choose this option. FL Statutes sec.
Request for Proposal (non-CCNA) 287.055 is known as the Consultants’ Competitive Negotiation Act
Evaluated Bid – Sole Source (CCNA) and gives specific guidelines.
Design-Build: If the purchase is for design-build services, choose this

option. FL Statutes sec. 287.055 contains information relevant to the
If you chose Evaluated Bid or Request for purchase of such services.
Proposal (either CCNA, or non-CCNA), be sure
to complete Section VI below. Invitation for Bids - Two Step: If JEA wants to ensure that bidders
are qualified before awarding the work. The two bids are submitted at
the same time, but in sealed envelopes. Once the qualifications bids are
opened and the bidders are determined to be qualified, the price bids
of all qualified bidders are opened and the work is awarded to the
lowest cost bidder.
Invitation for Bids - Prequalified Bidders: If JEA does not have an

appropriate category on its Responsible Bidders List for this purchase,
or if it is determined that the additional information is required
regarding the vendor’s qualifications or experience, then this option
may be used.
Request for Proposal: This is the most flexible option for JEA, but
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may not be used for some circumstances.
Buyers: Procurement should assist customers in selecting the method

that is in compliance with the Purchasing Code and with applicable
laws, and that best meets the customer’s needs.
4 Will the Bidder be required to JEA may require the Bidder to submit Samples of items with its Bid in
submit Samples as part of its Bid? order for JEA to make a better determination of the product's suitability
to the Work. For example, Samples could be required if the Bidder is
permitted to offer an Equal Item or if the items is a new or untested
Yes
product.
No
Choose "No" if Samples will not be required with the Bid, but the work
is such that the opportunity might arise for the Company to provide
Samples during the Work.
Choose "Not Applicable" if the provision of Samples will not relate in

any way to the Bid or the subsequent Work.
5 Will the Contract be subject to In general, choose "No."
annual price adjustment?
You may consider choosing “Yes” when the contract may be long term
or when it may include raw materials whose costs may fluctuate
Yes
significantly. Otherwise, only choose "Yes" when directed to do so by
No Procurement.
Buyers: This is a Procurement decision. Some times when you may

want an annual price adjustment option would be where the Company
will gain economies by better learning JEA's processes, or when JEA is
committing to working with the Company to reduce costs, or where raw
materials costs that comprise a significant quantity of the product
composition vary greatly, and in order to attract competitive bids, we
must assume this risk from the Company.
6 How will Jacksonville Small and You may fill-in a value if you are familiar with the process, but it is a
Emerging Business (JSEB) decision for Procurement and the JSEB coordinator.
requirements apply?
Buyers: This is a Procurement decision. The buyer, when in doubt
about how the Solicitation is subject to Jacksonville Small and Emerging
Goal: The company must meet the Business requirements, should check with the JSEB coordinator.
goal for JSEB participation.
Bid Preference: JSEB qualified
companies will receive a bid
preference.
Sheltered Market: Bid is only open to
JSEB qualified companies.
No JSEB requirements apply to this
purchase.
7 Should the Bids be submitted with Choose "Yes" if the work is for construction-water & sewer, or if it is
an electronic copy of the Bid requested that an electronic copy be required.
Documents?
Choose "No" if not specifically required, or your purchase is not for
construction-water & sewer services.
Yes
No
8 Will there be a pre-Work meeting? Also known as a “pre-con” meeting.
Yes Buyers: Generally, “Yes” if purchase is for construction services, or

when work is complex in nature, or involves potential safety issues.
No
9 Does the Work require the Company The following are only guidelines for completing this questionnaire.
to meet JEA Safety Prequalification
Requirements as identified by the Choose “Yes” if the Work will meet the following conditions:
JEA Contractor Safety Management
LEVEL “A” CONDITIONS REQUIRE PREQUALIFICATION
Process? Work activities involving potential hazardous and or dangerous
conditions. Some examples may include:
Yes
No Trenching/Excavation
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Confined Space Entry
Construction
Electrical
HVAC
Masonry
Mechanical
Painting
Underground Utilities
Steel Fabrication
Fencing
Roofing
Door and Window Installation
Generally, choose “No” in the following instances:
LEVEL “B” CONDITIONS

Work where personnel are not likely to be directly involved in
potentially hazardous and or dangerous conditions. Some examples
may include:
Advertising
Architecture
Auto Detailing
Business Consultant
Computer Related Consultants
Engineering (*)
Environmental (*)
Food Services
Graphics
Interior Design
Janitorial
Landscape Architecture
Portable Toilets
Technical Support (*)
(*) Regular and or periodic on site inspections may be considered Level

A
OTHER CONSIDERATIONS
In addition to the type of work the contractor performs, other factors
that should be considered are as follows:
1. Nature of work – Is the work especially hazardous, dangerous, (e.g.

working from elevation, heavy lifts, trench work, etc.) If yes, then
Safety Pre-Qualification and JEA Safety Orientation shall be required.
2. Location of work – If the work is located in an office building, then

Safety Pre-Qual. may not be Required. However, if that same work is
inside a vessel (Confined Space), then Safety Pre-Qual. may be
required.
Buyers: When in doubt as to whether this Work will require Safety Pre-
Qualification, contact JEA Safety.
If the customer chooses, “Yes,” insert the Recommended Input value

“is” for the clause “Minimum Qualifications for Eligibility to Bid JEA-131”
in the fill-in blank called “SafetyPrequal.”
10 Are estimated quantities “not to Choose "Not to exceed amount" when the quantities and purchase
exceed” amounts, or are they volumes on the bid form are definitively known.
provided just as a guideline for
Choose "Guidance only" when the quantities on the bid form are not
bidding purposes?
known for certain, but reflect JEA's best reasonable estimate of what
will be needed based on previous related work, or are to be used as an
Not to exceed amount objective way to obtain pricing from bidders for evaluation purposes.
Guidance only
Not applicable Choose “Not applicable” for if no quantities will be included on the bid
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form and Bidder is responding simply to a scope of work.
Buyers: Be sure to choose “Not applicable” if there will not be any

quantities listed on the Bid form and you do not want to include an
estimated amount for the contract. This question relates to quantities,
not to a “not-to-exceed price” type contract.
11 What indemnification clause(s) will Buyers: The indemnification clause is subject to change by Risk
be included in the Contract? Management. This information will be obtained by Buyer.
JEA Standard
JEA – SJRPP
JEA standard and environmental
JEA – SJRPP standard and
environmental
12 What will the payment method be? Fixed Monthly Amount: If you plan to pay the vendor a pre-set
amount each month. This option is most commonly used when
Fixed Monthly Amount materials are being purchased or for routine operations and
maintenance items.
Lump Sum
Progress Payments Lump Sum: If you plan to pay the vendor one, pre-set amount at the
Schedule of Values end of the contract, after the vendor has satisfactorily completed all of
Time & materials monthly the work.
Task Order
Monthly Payments Progress Payments: If the vendor will be paid pre-determine
Upon Delivery & Invoice amounts at specific points (milestones) during the work. This option is
most often chosen for contracts longer than a few months in length,
and for construction contracts that require the completion of multiple
steps within the scope of the work. A good way to determine if you
need this clauses, is to determine if the vendor will be required to
assemble a CPM plan.
Schedule of Values: This is similar to the option called “Progress

Payments.” Vendor will perform the work according to a set schedule
and will be paid at predetermined points in the schedule when activities
are accomplished.
Time and materials monthly: If vendor will just invoice JEA monthly
for the services, products, or materials provided during that period.
This method differs from Fixed Monthly Amount in that no amount is
pre-set; the vendor invoices only for what is provided during that
period.
Task Order: If JEA plans to attach a Task Order describing a series of

tasks of the work to the Purchase Order. If the PO covers a large
amount of work or tasks, JEA may choose to pay the Company once
upon completion of the entire set of tasks (that is, on "completion of
the PO") or may choose to pay the Company at Milestones in the Work
described on the Task Order. The choice will be set forth on the
Purchase Order.
Monthly Payments: Select this option if JEA will be paying a monthly

invoice for work performed during that month. The actual amount of
the invoice may be from multiple Bid Form line items, summed together
to make the total monthly invoice.
Upon Delivery & Invoice: Select this option for most material and
equipment deliveries when the vendor will deliver a product, then
invoice JEA for the product.
Buyers: If work will be for Construction - Water and Wastewater Plants,

most likely choose Schedule of Values.
13 What type of construction schedule Choose CPM for Water & Sewer, or Water & Wastewater Plants, as
will the Company be required to appropriate.
submit for the Work?
If the Work is Construction-Electrical (OH & UG), choose "Construction
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CPM Water & Sewer schedule (general)".
Construction General
Not applicable Choose “Not Applicable” if the Work is not construction related.
CPM Water & Wastewater Plants
14 Will the Work Location include a Unless Work is being done at Northside, choose No.
JEA medical treatment facility?
Yes
No
15 Will the Work involve fiber optic
conduits?
Yes
No
16 Will the use of explosives be Buyer: Be sure to choose “Not Applicable” if explosives are in no way
permitted? applicable to the purchase; if you choose No, you will get a clause
entitled “Use of Explosives Prohibited.”
Yes
No
Not applicable
17 Will the Company be required to Choose "Yes" if the company will be required to submit daily, weekly or
submit reports during the monthly reports regarding the progress of the work, and the frequency
performance of the Work? will be specified in the technical specifications or determined after
Award. If the work is of a complex nature or will continue for a long
period of time (e.g. complex construction work), choose "Yes."
Yes - general
No Choose "No" if the work is simple (comprised of only one or a few
Yes – daily reports activities) and will not endure for a long period of time.
Choose “Yes – daily reports” if the answer to item III-1, was

Construction Services – Water & Wastewater Plants, or whenever JEA
will require reports daily from the Company.
Buyer: Ensure that clause “Reporting” does not contain conflicts with
the customer’s technical specifications.
If the answer “no” is chosen, the document will not contain the
standard clause on reporting.
18 Is parental indemnity needed? When instructed by Procurement-Legal, answer "Yes" to this question.
Otherwise, answer "No."
Yes
Buyer: Parental indemnity refers to situations in which the vendor may
No
be owned or directed by another corporation and insurance may
require an indemnity statement from that parent company. It is used,
when the company is of questionable stability, and is owned by a more
stable company and JEA wants the work to be backed up by the more
stable parent company.
29 Are liquidated damages to be If your purchase is for Construction Services - Electrical, for distribution
assessed? work you will most often answer "No", while transmission work may
require you to answer "Yes."
Yes – one tier
Use a two-tier LD when it is more important for the Company to
Final Completion: days Substantially Complete the Work, than for the Company to have all of
Amount: $ the Work completed and Accepted.
Yes – two tier If you choose either “Yes – one tier” or “Yes – two tier,” please indicate
Substantial Completion: days the number of days after the Notice to Proceed when liquidated
Amount $ damages will take effect if work is not completed or substantially
Final Completion: days complete, and the amount per day to be assessed.
Amount: $
Buyer: Liquidated Damages ("LD") are used to pre-define damages JEA
would incur in the event that the company does not complete its work
No on-time. Use this clause only when so instructed by Procurement Legal.
20 How will freight be handled? In nearly all cases, use FOB Destination (Freight On Board-Destination).
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FOB Destination If no shipping is associated with the purchase, or if the Company is
FOB Origin providing materials as part of a service (e.g. construction contracts),
select "No freight associated with this contract."
No freight associated with this
contract Buyer: This ensures that the cost of the shipping is included in the cost
of the product, and the supplier is responsible for arranging the
shipping.
Where JEA has a specific need to arrange the shipping, or must be

responsible for the goods while being shipped, use FOB Origin.
21 Are materials or equipment being Answer "Yes" only when we are buying directly from a non-Mexican or
shipped to JEA from outside the non-Canadian foreign Company.
U.S.?
Buyer: When materials or equipment is purchased from Companies
outside the US, certain clauses relating to importing should be included.
Yes Answering "Yes" to this question will insert these clauses into the
No document you are producing.
If you answered no, skip ahead to item 23.
22 Will the Work involve the importing Answer "Yes" only when we are buying directly from a Mexican or
of materials from Mexico or Canadian company.
Canada?
Buyer: When materials or equipment is purchased from companies
from Mexico or Canada, certain clauses relating to NAFTA should be
Yes included. Answering "Yes" to this question will insert these clauses into
No the document you are producing.
If we are buying from an American company, then they are responsible

for proper importing, and our purchase is considered a domestic
purchase and in such case, you should answer "No" to this question.
23 Will the contract require the Buyer: A Vendor Managed Inventory program is used in some materials
Company to manage a VMI or equipment purchases to maintain control of inventory. Unless
program? specifically called for by the Requisitioner or other JEA authority,
choose "No.
Yes
No
24 When will the Work be Accepted by Choose "Upon Receipt of Delivery" when JEA will accept the work when
JEA? it is finished without extensive inspection and testing procedures.
Choose "After Receipt, Inspection, Usage and Testing" if the work will
Upon Receipt of Delivery
need to be inspected and tested by a JEA inspector or engineer before
After Receipt, Inspection, Usage and JEA gives final acceptance of the work.
Testing
List what items that must be confirmed as Buyers: Include items in the Fill-in “AcceptanceList” for JEA-279.
completed before Acceptance:
25 Will the Solicitation include Choose "Yes" when a particular RBL category (based on the type and
prequalification under one or more scope of work and the anticipated amount of the contract) is a
RBL categories? minimum qualification for bidding.
Choose "No," when RBL listing is not a minimum qualification to bid.

Yes
Enter the RBL category(ies) that should be Buyers: If answer is yes, be sure to include the categories in the Fill-ins
solicited: for the clause “JEA Responsible Bidders List (RBL)” JEA-447, and
include as a minimum qualification in the fill-in for clause “Minimum
No Qualifications for Eligibility to Bid” JEA-131.
26 Is the Contract for a defined period Contracts will either have a predefined duration (e.g. one year), or last
of time, or is it in force until a until the scope of the Work is completed.
specified scope of Work is
For example, a service contract, such as a maintenance contract,
completed?
usually has a set length of time, such as one or two years that the
Contract is in force. Construction contracts though only are in force
Defined Period of Time while a specified scope of Work is being completed, even though a time
Specified Scope of Work period may also be set forth too.
Not applicable
Choose "Defined Period of Time" if work will be performed during a
defined period of time. (e.g. ongoing services within a period of time)
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Choose "Specified Scope of Work" if work will be considered finished
once the specified scope of work has been completed. (e.g. until the
Work is done, or delivery is made, etc.)
Choose "Not Applicable" if you chose "Materials or Equipment" as

the purchase type, and/or there will not be a defined term for this
contract, and/or if otherwise directed to do so by JEA Procurement.
IV. JEA FURNISHED ITEMS
Check all items that JEA will provide to the Company for performance of the Work:
Buyer: Each item is a standard clause in the section 6.9 JEA Furnished Items. When building your document
with Contract Wizard, add these items by clicking on them in the Edit & Publish Page, under the Library tab.
Access to Work Locations Pagers

Cell Phone and Pager Expense Reimbursement Parking
Describe area where parking is permitted:
Cellular Phones Permits
List permits JEA will obtain:
Compressed Air Potable water
Computer Systems Radios
Contract Documents Restroom facilities
Crane and operator Scrap and salvage removal
List crane types and times provided:
Electricity Security at Work Locations
Fire Protection Services water – nonpotable
First Aid at Work Location Shop facilities
Fuel Shower facilities
List equipment for which JEA will provide fuel:
Garbage Removal Special safety equipment
List equipment JEA will provide:
Hazardous material removal services Telephones – land lines
Instrument air Temporary storage – inside
JEA Policy, Standards and Procedures manual Temporary storage – outside
Lunchroom facilities Test Boring Data
Maintenance of Traffic Test Boring Allowance
Materials – Truck stock from JEA service centers Tools and equipment
List tools JEA will provide:
Materials – delivered to work locations Use of railroad siding
Materials form JEA service centers Use of ship and barge docks
Office Facilities Vehicles
List vehicle types JEA will provide:
V. STANDARD JEA FORMS
Check the as many of the forms below that will pertain to this solicitation. Choose forms that the
Bidder will be required to submit with its Bid, and forms that Company awarded Work will be
required to submit as part of the Contract and that are included in Solicitation as examples only.
Forms to Be Submitted With Bid Sample Contract Forms

Bid Bond Application for Payment
Bid Form As-built Summary Sheet
Conflict of Interest Certificate Certificate of Project Completion
Florida Trench Safety Act Acknowledgement Certificate of Substantial Completion
List of JSEB Certified Firms Certificate of Contract Completion
Construction & Demolition Debris Disposal Contractor Material Returns Form
List of RBL 18H Line Verification Contractor’s Daily Report
List of Subcontractors Contractor’s Accident Report
List of Subcontractors/Shop Fabricators Invoice
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Unable to Submit Bid List of Off-Hours Work
Other (please specify): Monthly Report for JSEB Participation
Payment Bond
Performance Bond
Request for Information
Request for Man-hour Information
Schedule of Values and Work in Place
Other (please specify):
VI. ADDITIONAL INFORMATION FOR RFPS OR EVALUATED BIDS

Complete the items in this section only if you chose “Evaluated Bid, Request for Proposal (CCNA),
or Request for Proposals (Non-CCNA)” as your answer to Section III, Item 3 above.
1. If the Bid methodology will be Evaluated Bid or RFP, what criteria will be used to
evaluate the Bids (check one)?
Use JEA Professional Services (CCNA type)

Standard evaluation criteria: financial responsibility, ability of professional personnel/personnel experience, past
performance/company experience, ability to design an approach and work plan to meet work requirements, current
and projected workload, proximity to JEA, JSEB program
Buyer: The above criteria are specifically required by statute for CCNA type purchases. Buyer should be sure he/she
understands the requirements for CCNA purchases.
Evaluation criteria for RFP (non-CCNA) or Evaluated Bid will be:
List as many specific criteria here as possible for how you will review the Proposals/Bids. You should try to list items in
order of importance, but are not required to do so at this time. You do not need to include evaluation weightings,
matrices or percentages with the Solicitation, but you will be required to submit such information to the Procurement
Manager prior to the Opening of Bids.
Buyer: Use this option for other purchases conducted via RFP or as an Evaluated Bid, but not subject to CCNA
requirements. The same criteria as used for CCNA purchases may still be utilized, but they may also be altered or
amended as needed. Include the evaluation criteria as part of fill-ins for the appropriate clause in 4.2 Award.
2. Items You Will Require Bidder/Proposer to Submit

Check any items (in addition to forms noted above) that should be submitted with the Proposal
or Bid to enable JEA to determine how Bidder/Proposer meets the stated evaluation criteria:
Buyer: For CCNA type purchases, ensure that requested information is in accordance with the stated evaluation criteria.
Attachments – additional clarifying information

Awards or recognitions related to services within scope of Work
Bank reference
Company license to do business in state of Florida
Company location
Cover letter, signed by an officer of the company, highlighting the Bidder’s qualifications, experience and personnel,
and summarizing why Bidder believes JEA should select it (max. # of pages)
Detailed responses to all questions on Proposal Form
officers, key personnel and/or designated team members are now, or have been in the past five years, been under
indictment, investigation or order issued by a regulatory or governmental agency, or engaged in litigation, or subject
to an order from a court of competent jurisdiction, and the extent to which any such existing situation could impair
the level of services provided to JEA by the company.
DUNS number
History of company (including years in business, changes in ownership, discussion of any mergers or bankruptcy
filings)
Implementation plan
Discussion of extent to which, if any, company its holding companies, subsidiaries or any of its directors,
Membership in professional organizations
Organizational structure of company (including organization chart and individuals who will be assigned to any Work
arising from this Solicitation)
Pricing
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Printed copy of all agreements JEA would be required to sign
Qualifications of implementation personnel
Qualifications of key personnel who will perform Work
Qualifications under the City of Jacksonville Small Emerging Business (JSEB) program
Qualifications statement (max. # of pages)
References
Other items (please specify):
VII. OTHER INFORMATION
1. What warranty period will you request that the Company provide for the Work?
Buyer: 2 years is the default input. Use the answers provided to complete the Fill-in for C185.
1 year
2 years
Other (specify)
2. Include or reference any other information about the purchase that may be helpful
to the buyer in assembling the Solicitation, or that you wish to include as part of the
Solicitation:
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JEA Procurement
Contract/Solicitation Questionnaire for Requestors
INTENT AND USE OF THIS FORM

This form is intended as a means for JEA personnel to provide JEA buyers with information
regarding goods or services they wish to purchase. The information that you, the customer,
provide is what your buyer will use to begin building a solicitation/contract document to purchase
your goods or services. You should use this form as a starting point for your purchase and
include the completed form with your technical specifications when you submit them to the
buyer. Be sure to communicate with your buyer as much as possible beyond this form, so that he
or she will understand your needs to complete the purchase.
Throughout that form, help text is intended to give requestors extra information on what
information to provide, or how to answer a question. Text that appears with a gray field behind it
contains notes relevant to buyers.
This form was updated March 2006. Please read questions carefully as some answer choices
have been updated.
INSTRUCTIONS FOR REQUESTORS

Please provide, to the best of your knowledge, the requested information regarding your
purchase. If you do not know an answer to one of the questions at this time, make a note of that
and/or contact your buyer. When completed, please return the form to your buyer and attach
any technical specifications you have prepared.
If you are completing the form electronically, open the form in Word and click in the boxes and
gray areas to check or enter information. You may enter as much information as necessary; the
gray areas will expand to accommodate your text. You may also make a note to reference an
attached document.
If you are completing the form on a hard copy, check the boxes and write the necessary
information in the blanks next to the questions. (You may attach additional pages if you need
more space.)
In the tables, “Item No.” tracks the information on this sheet. “C No.” is the clause number, or
JEA number that appears in brackets [JEA-###] next to standard clauses once your document is
printed.
I. GENERAL DESCRIPTION OF YOUR PURCHASE

No.
1 Title: Norwood Water Treatment Plant Suggest a title for the solicitation. This will appear on the cover page
Reservoir Rehabilitation of the solicitation and throughout the document as required.
(Required)
2 Background: The Norwood Water Provide background information related to the work that may further
Treatment Plant (WTP), located at 1016 clarify what is being purchased. 1-3 paragraphs. This will appear in
Escambia St, Jacksonville, FL, was the front of the solicitation.
constructed in the 1950s and has two
above-ground steel reinforced poured-in-
place concrete reservoirs. The storage
capacity of the reservoirs is 1.5 million
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gallons (MG), with Reservoir A storing 1.0
MG and Reservoir B storing 0.5 MG. The
plant is part of a network of water
treatment plants which provides water to
JEA’s north grid water supply system.
The plant does not have a sulfide removal

system. Based upon JEA’s experience with
similar reservoirs at other plants,
deterioration due to hydrogen sulfide is
expected to have occurred inside the
Norwood WTP reservoirs, especially near
the influent areas.
(Optional)
3 Statement of Work: The scope of the Describe what is being purchased. 1-3 paragraphs. This may be a
engineering services for this project summary of your Scope statement from the Technical Specifications.
includes inspection and assessment of the This will appear in the front of the solicitation and in the recitals
section of the contract.
reservoirs, design and specification
development for the rehabilitation of the
reservoirs, and limited oversight of the
rehabilitation of the reservoirs. A more
complete scope is listed in the Project
Definition and Technical Specifications.
(Required)
4 Anticipated date of purchase delivery/start Indicate when you will require this purchase be delivered, or when
of work: Oct 1, 2014 you anticipate work beginning.
(Required)
Buyers: This information should be used for planning purposes to
help you determine when to advertise bids, schedule pre-bid
meetings and schedule the bid due date. You will not need to enter
this date into Contract Wizard.
5 Estimated duration of the work: 22 months Indicate how long you anticipate the contract being in place.
(Required)
II. NAMES AND DATES

1 Requisitioner’s Name: Hai X. Vu Buyers: Enter this in the Key Personnel section on the
Email: vuhx@jea.com Define>Names & Dates page.
Phone: (904) 665-4028
(Required)
2 Technical Contact Name: Hai X. Vu The person who will be best able to answer technical questions.
Email: vuhx@jea.com May be the same as the Requisitioner.
Phone: (904) 665-4028
Buyers: Enter this in the Key Personnel section on the
(Required)
This will be displayed as the Technical Contact on the Invitation
page in your final document.
3 Contract Admin Name: Hai X. Vu The person who will be responsible for the work after it is awarded.
Email: vuhx@jea.com
Phone: (904) 665-4028 Buyers: Enter this in the Key Personnel section on the
(Optional) This will not be displayed in your final document.
4 Do you want to have a pre-Bid or pre- If the work is of a complex nature and you will need the chance to
Proposal meeting? explain or view information that cannot be included in the
solicitation, choose “Yes.”
Otherwise, discuss with JEA Procurement the need for a pre-Bid
Yes
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No meeting.
(If you choose, “Yes”, the meeting will be Buyers: Use this information to set-up a pre-Bid meeting or
indicated “None” in the Contract Wizard>Define>Names &
mandatory for all Bidders/Proposers.)
Dates>Cover Page Info section.
This will be displayed on the Cover Page and Invitation sheet in the
final document.
5 Today’s Date: 07/09/14 Buyers: Enter this date in the Contract Wizard>Define>Names &
Dates>Tracking section.
III. MULTIPLE CHOICE QUESTIONS
For each question, choose only one answer. Some questions relate to topics that will be decided
by Procurement, but your input is welcomed.
Buyers: These questions and answers are in the same order as those in the Contract Wizard. Use the
answers provided to answer the questions in the Contract Wizard.
ITEM QUESTIONS & ANSWERS HELP

1 What is being purchased? Materials & Equipment: Spares and consumable materials. Stock
and non-stock equipment such as pumps motors, vehicles and copiers.
Materials or Equipment (No onsite work.)
Construction Services – Water and
Professional Services (A&E only): Services within the scope of the
Sewer practice of architecture, professional engineering, landscape
Professional Services (A&E only) architecture, or registered surveying and mapping.
Design-Build Services
O&M Services Design-Build Services: A&E services to design plant or facilities and
Staff Augmentation the subsequent construction of the plant or facilities all as part of one
Professional Services (all except A&E) agreement.
Technology Services
O&M Services: Operation, maintenance and repair services including
Construction Services – Electrical
power plant equipment and systems, facilities, vehicles, and grounds.
Construction Services – General
Construction Services – Plants Staff Augmentation: Providing personnel on a contract basis to
Construction – Water & Wastewater supplement in-house employees.
Plants
Professional Services (all except A&E): Accounting, financial
advisory, management consulting, information technology consulting,
real estate appraisals, and human resources consulting and other
advisory services.
Technology Services: Software development including design,

coding, testing, and installing.
Construction Services: Choose the appropriate type of construction

services from the list.
2 Is a bid bond required for this Choose "Yes" when the estimated price of a construction contract
solicitation? exceeds $200,000.
Choose "No" if this is not a purchase for construction services, or when

Yes
you have been specifically instructed to do so by Procurement.
No
Buyers: Whether or not a bid bond is required is a Procurement
decision. The buyer may change the customer’s answer if Procurement
determines that another answer is desirable. It is possible that
Procurement may require a bid bond for other bids or construction bids
less than $200,000. When so directed by Procurement management,
choose “Yes.”
3 What is the Bid methodology? Invitation for Bid: If JEA will award the work to the lowest
responsible and responsive bidder, without evaluating other criteria or
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Invitation for Bid requiring a separate qualification process.
Evaluated Bid
Request for Proposals – CCNA only Evaluated Bid: If JEA will consider other factors, in addition to price in
selecting the successful bidder, select evaluated bid.
Design-Build
Invitation for Bids – Two Step Request for Proposals - CCNA: If the purchase is for architectural
Invitation for Bids – Prequalified or landscaping design service (i.e. if you chose "Professional Services
Bidders (A&E only)" as the purchase type), choose this option. FL Statutes sec.
Request for Proposal (non-CCNA) 287.055 is known as the Consultants’ Competitive Negotiation Act
Evaluated Bid – Sole Source (CCNA) and gives specific guidelines.
Design-Build: If the purchase is for design-build services, choose this

If you chose Evaluated Bid or Request for option. FL Statutes sec. 287.055 contains information relevant to the
Proposal (either CCNA, or non-CCNA), be sure purchase of such services.
to complete Section VI below.
Invitation for Bids - Two Step: If JEA wants to ensure that bidders
are qualified before awarding the work. The two bids are submitted at
the same time, but in sealed envelopes. Once the qualifications bids are
opened and the bidders are determined to be qualified, the price bids
of all qualified bidders are opened and the work is awarded to the
lowest cost bidder.
Invitation for Bids - Prequalified Bidders: If JEA does not have an

appropriate category on its Responsible Bidders List for this purchase,
or if it is determined that the additional information is required
regarding the vendor’s qualifications or experience, then this option
may be used.
Request for Proposal: This is the most flexible option for JEA, but
may not be used for some circumstances.
Buyers: Procurement should assist customers in selecting the method

that is in compliance with the Purchasing Code and with applicable
laws, and that best meets the customer’s needs.
4 Will the Bidder be required to JEA may require the Bidder to submit Samples of items with its Bid in
submit Samples as part of its Bid? order for JEA to make a better determination of the product's suitability
to the Work. For example, Samples could be required if the Bidder is
permitted to offer an Equal Item or if the items is a new or untested
Yes
product.
No
Choose "No" if Samples will not be required with the Bid, but the work
is such that the opportunity might arise for the Company to provide
Samples during the Work.
Choose "Not Applicable" if the provision of Samples will not relate in

any way to the Bid or the subsequent Work.
5 Will the Contract be subject to In general, choose "No."
annual price adjustment?
You may consider choosing “Yes” when the contract may be long term
or when it may include raw materials whose costs may fluctuate
Yes
significantly. Otherwise, only choose "Yes" when directed to do so by
No Procurement.
Buyers: This is a Procurement decision. Some times when you may

want an annual price adjustment option would be where the Company
will gain economies by better learning JEA's processes, or when JEA is
committing to working with the Company to reduce costs, or where raw
materials costs that comprise a significant quantity of the product
composition vary greatly, and in order to attract competitive bids, we
must assume this risk from the Company.
6 How will Jacksonville Small and You may fill-in a value if you are familiar with the process, but it is a
Emerging Business (JSEB) decision for Procurement and the JSEB coordinator.
requirements apply?
Buyers: This is a Procurement decision. The buyer, when in doubt
about how the Solicitation is subject to Jacksonville Small and Emerging
Goal: The company must meet the Business requirements, should check with the JSEB coordinator.
goal for JSEB participation.
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Bid Preference: JSEB qualified
companies will receive a bid
preference.
Sheltered Market: Bid is only open to
JSEB qualified companies.
No JSEB requirements apply to this
purchase.
7 Should the Bids be submitted with Choose "Yes" if the work is for construction-water & sewer, or if it is
an electronic copy of the Bid requested that an electronic copy be required.
Documents?
Choose "No" if not specifically required, or your purchase is not for
construction-water & sewer services.
Yes
No
8 Will there be a pre-Work meeting? Also known as a “pre-con” meeting.
Yes Buyers: Generally, “Yes” if purchase is for construction services, or

when work is complex in nature, or involves potential safety issues.
No
9 Does the Work require the Company The following are only guidelines for completing this questionnaire.
to meet JEA Safety Prequalification
Requirements as identified by the Choose “Yes” if the Work will meet the following conditions:
JEA Contractor Safety Management
LEVEL “A” CONDITIONS REQUIRE PREQUALIFICATION
Process? Work activities involving potential hazardous and or dangerous
conditions. Some examples may include:
Yes
No Trenching/Excavation
Confined Space Entry
Construction
Electrical
HVAC
Masonry
Mechanical
Painting
Underground Utilities
Steel Fabrication
Fencing
Roofing
Door and Window Installation
Generally, choose “No” in the following instances:
LEVEL “B” CONDITIONS

Work where personnel are not likely to be directly involved in
potentially hazardous and or dangerous conditions. Some examples
may include:
Advertising
Architecture
Auto Detailing
Business Consultant
Computer Related Consultants
Engineering (*)
Environmental (*)
Food Services
Graphics
Interior Design
Janitorial
Landscape Architecture
Portable Toilets
Technical Support (*)
(*) Regular and or periodic on site inspections may be considered Level

A
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OTHER CONSIDERATIONS
In addition to the type of work the contractor performs, other factors
that should be considered are as follows:
1. Nature of work – Is the work especially hazardous, dangerous, (e.g.

working from elevation, heavy lifts, trench work, etc.) If yes, then
Safety Pre-Qualification and JEA Safety Orientation shall be required.
2. Location of work – If the work is located in an office building, then

Safety Pre-Qual. may not be Required. However, if that same work is
inside a vessel (Confined Space), then Safety Pre-Qual. may be
required.
Buyers: When in doubt as to whether this Work will require Safety Pre-
Qualification, contact JEA Safety.
If the customer chooses, “Yes,” insert the Recommended Input value

“is” for the clause “Minimum Qualifications for Eligibility to Bid JEA-131”
in the fill-in blank called “SafetyPrequal.”
10 Are estimated quantities “not to Choose "Not to exceed amount" when the quantities and purchase
exceed” amounts, or are they volumes on the bid form are definitively known.
provided just as a guideline for
Choose "Guidance only" when the quantities on the bid form are not
bidding purposes?
known for certain, but reflect JEA's best reasonable estimate of what
will be needed based on previous related work, or are to be used as an
Not to exceed amount objective way to obtain pricing from bidders for evaluation purposes.
Guidance only
Not applicable Choose “Not applicable” for if no quantities will be included on the bid
form and Bidder is responding simply to a scope of work.
Buyers: Be sure to choose “Not applicable” if there will not be any

quantities listed on the Bid form and you do not want to include an
estimated amount for the contract. This question relates to quantities,
not to a “not-to-exceed price” type contract.
11 What indemnification clause(s) will Buyers: The indemnification clause is subject to change by Risk
be included in the Contract? Management. This information will be obtained by Buyer.
JEA Standard
JEA – SJRPP
JEA standard and environmental
JEA – SJRPP standard and
environmental
12 What will the payment method be? Fixed Monthly Amount: If you plan to pay the vendor a pre-set
amount each month. This option is most commonly used when
Fixed Monthly Amount materials are being purchased or for routine operations and
maintenance items.
Lump Sum
Progress Payments Lump Sum: If you plan to pay the vendor one, pre-set amount at the
Schedule of Values end of the contract, after the vendor has satisfactorily completed all of
Time & materials monthly the work.
Task Order
Monthly Payments Progress Payments: If the vendor will be paid pre-determine
Upon Delivery & Invoice amounts at specific points (milestones) during the work. This option is
most often chosen for contracts longer than a few months in length,
and for construction contracts that require the completion of multiple
steps within the scope of the work. A good way to determine if you
need this clauses, is to determine if the vendor will be required to
assemble a CPM plan.
Schedule of Values: This is similar to the option called “Progress

Payments.” Vendor will perform the work according to a set schedule
and will be paid at predetermined points in the schedule when activities
are accomplished.
Time and materials monthly: If vendor will just invoice JEA monthly
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for the services, products, or materials provided during that period.
This method differs from Fixed Monthly Amount in that no amount is
pre-set; the vendor invoices only for what is provided during that
period.
Task Order: If JEA plans to attach a Task Order describing a series of

tasks of the work to the Purchase Order. If the PO covers a large
amount of work or tasks, JEA may choose to pay the Company once
upon completion of the entire set of tasks (that is, on "completion of
the PO") or may choose to pay the Company at Milestones in the Work
described on the Task Order. The choice will be set forth on the
Purchase Order.
Monthly Payments: Select this option if JEA will be paying a monthly

invoice for work performed during that month. The actual amount of
the invoice may be from multiple Bid Form line items, summed together
to make the total monthly invoice.
Upon Delivery & Invoice: Select this option for most material and
equipment deliveries when the vendor will deliver a product, then
invoice JEA for the product.
Buyers: If work will be for Construction - Water and Wastewater Plants,

most likely choose Schedule of Values.
13 What type of construction schedule Choose CPM for Water & Sewer, or Water & Wastewater Plants, as
will the Company be required to appropriate.
submit for the Work?
If the Work is Construction-Electrical (OH & UG), choose "Construction
schedule (general)".
CPM Water & Sewer
Construction General Choose “Not Applicable” if the Work is not construction related.
Not applicable
CPM Water & Wastewater Plants
14 Will the Work Location include a Unless Work is being done at Northside, choose No.
JEA medical treatment facility?
Yes
No
15 Will the Work involve fiber optic
conduits?
Yes
No
16 Will the use of explosives be Buyer: Be sure to choose “Not Applicable” if explosives are in no way
permitted? applicable to the purchase; if you choose No, you will get a clause
entitled “Use of Explosives Prohibited.”
Yes
No
Not applicable
17 Will the Company be required to Choose "Yes" if the company will be required to submit daily, weekly or
submit reports during the monthly reports regarding the progress of the work, and the frequency
performance of the Work? will be specified in the technical specifications or determined after
Award. If the work is of a complex nature or will continue for a long
period of time (e.g. complex construction work), choose "Yes."
Yes - general
No Choose "No" if the work is simple (comprised of only one or a few
Yes – daily reports activities) and will not endure for a long period of time.
Choose “Yes – daily reports” if the answer to item III-1, was

Construction Services – Water & Wastewater Plants, or whenever JEA
will require reports daily from the Company.
Buyer: Ensure that clause “Reporting” does not contain conflicts with
the customer’s technical specifications.
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If the answer “no” is chosen, the document will not contain the
standard clause on reporting.
18 Is parental indemnity needed? When instructed by Procurement-Legal, answer "Yes" to this question.
Otherwise, answer "No."
Yes
Buyer: Parental indemnity refers to situations in which the vendor may
No
be owned or directed by another corporation and insurance may
require an indemnity statement from that parent company. It is used,
when the company is of questionable stability, and is owned by a more
stable company and JEA wants the work to be backed up by the more
stable parent company.
29 Are liquidated damages to be If your purchase is for Construction Services - Electrical, for distribution
assessed? work you will most often answer "No", while transmission work may
require you to answer "Yes."
Yes – one tier
Use a two-tier LD when it is more important for the Company to
Final Completion: days Substantially Complete the Work, than for the Company to have all of
Amount: $ the Work completed and Accepted.
Yes – two tier If you choose either “Yes – one tier” or “Yes – two tier,” please indicate
Substantial Completion: days the number of days after the Notice to Proceed when liquidated
Amount $ damages will take effect if work is not completed or substantially
Final Completion: days complete, and the amount per day to be assessed.
Amount: $
Buyer: Liquidated Damages ("LD") are used to pre-define damages JEA
would incur in the event that the company does not complete its work
No on-time. Use this clause only when so instructed by Procurement Legal.
20 How will freight be handled? In nearly all cases, use FOB Destination (Freight On Board-Destination).
FOB Destination If no shipping is associated with the purchase, or if the Company is

providing materials as part of a service (e.g. construction contracts),
FOB Origin
select "No freight associated with this contract."
No freight associated with this
contract Buyer: This ensures that the cost of the shipping is included in the cost
of the product, and the supplier is responsible for arranging the
shipping.
Where JEA has a specific need to arrange the shipping, or must be

responsible for the goods while being shipped, use FOB Origin.
21 Are materials or equipment being Answer "Yes" only when we are buying directly from a non-Mexican or
shipped to JEA from outside the non-Canadian foreign Company.
U.S.?
Buyer: When materials or equipment is purchased from Companies
outside the US, certain clauses relating to importing should be included.
Yes Answering "Yes" to this question will insert these clauses into the
No document you are producing.
If you answered no, skip ahead to item 23.
22 Will the Work involve the importing Answer "Yes" only when we are buying directly from a Mexican or
of materials from Mexico or Canadian company.
Canada?
Buyer: When materials or equipment is purchased from companies
from Mexico or Canada, certain clauses relating to NAFTA should be
Yes included. Answering "Yes" to this question will insert these clauses into
No the document you are producing.
If we are buying from an American company, then they are responsible

for proper importing, and our purchase is considered a domestic
purchase and in such case, you should answer "No" to this question.
23 Will the contract require the Buyer: A Vendor Managed Inventory program is used in some materials
Company to manage a VMI or equipment purchases to maintain control of inventory. Unless
program? specifically called for by the Requisitioner or other JEA authority,
choose "No.
Yes
No
24 When will the Work be Accepted by Choose "Upon Receipt of Delivery" when JEA will accept the work when
65 of 435
JEA? it is finished without extensive inspection and testing procedures.
Upon Receipt of Delivery Choose "After Receipt, Inspection, Usage and Testing" if the work will
need to be inspected and tested by a JEA inspector or engineer before
After Receipt, Inspection, Usage and
JEA gives final acceptance of the work.
Testing
List what items that must be confirmed as Buyers: Include items in the Fill-in “AcceptanceList” for JEA-279.
completed before Acceptance:
25 Will the Solicitation include Choose "Yes" when a particular RBL category (based on the type and
prequalification under one or more scope of work and the anticipated amount of the contract) is a
RBL categories? minimum qualification for bidding.
Choose "No," when RBL listing is not a minimum qualification to bid.

Yes
Enter the RBL category(ies) that should be Buyers: If answer is yes, be sure to include the categories in the Fill-ins
solicited: QPL WE2 - Potable Water for the clause “JEA Responsible Bidders List (RBL)” JEA-447, and
Treatment Plants include as a minimum qualification in the fill-in for clause “Minimum
Qualifications for Eligibility to Bid” JEA-131.
No
26 Is the Contract for a defined period Contracts will either have a predefined duration (e.g. one year), or last
of time, or is it in force until a until the scope of the Work is completed.
specified scope of Work is
For example, a service contract, such as a maintenance contract,
completed?
usually has a set length of time, such as one or two years that the
Contract is in force. Construction contracts though only are in force
Defined Period of Time while a specified scope of Work is being completed, even though a time
Specified Scope of Work period may also be set forth too.
Not applicable
Choose "Defined Period of Time" if work will be performed during a
defined period of time. (e.g. ongoing services within a period of time)
Choose "Specified Scope of Work" if work will be considered finished

once the specified scope of work has been completed. (e.g. until the
Work is done, or delivery is made, etc.)
Choose "Not Applicable" if you chose "Materials or Equipment" as

the purchase type, and/or there will not be a defined term for this
contract, and/or if otherwise directed to do so by JEA Procurement.
IV. JEA FURNISHED ITEMS
Check all items that JEA will provide to the Company for performance of the Work:
Buyer: Each item is a standard clause in the section 6.9 JEA Furnished Items. When building your document
with Contract Wizard, add these items by clicking on them in the Edit & Publish Page, under the Library tab.
Access to Work Locations Pagers

Cell Phone and Pager Expense Reimbursement Parking
Describe area where parking is permitted:
Cellular Phones Permits
List permits JEA will obtain:
Compressed Air Potable water
Computer Systems Radios
Contract Documents Restroom facilities
Crane and operator Scrap and salvage removal
List crane types and times provided:
Electricity Security at Work Locations
Fire Protection Services water – nonpotable
First Aid at Work Location Shop facilities
Fuel Shower facilities
List equipment for which JEA will provide fuel:
Garbage Removal Special safety equipment
List equipment JEA will provide:
Hazardous material removal services Telephones – land lines
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Instrument air Temporary storage – inside
JEA Policy, Standards and Procedures manual Temporary storage – outside
Lunchroom facilities Test Boring Data
Maintenance of Traffic Test Boring Allowance
Materials – Truck stock from JEA service centers Tools and equipment
List tools JEA will provide:
Materials – delivered to work locations Use of railroad siding
Materials form JEA service centers Use of ship and barge docks
Office Facilities Vehicles
List vehicle types JEA will provide:
V. STANDARD JEA FORMS
Check the as many of the forms below that will pertain to this solicitation. Choose forms that the
Bidder will be required to submit with its Bid, and forms that Company awarded Work will be
required to submit as part of the Contract and that are included in Solicitation as examples only.
Forms to Be Submitted With Bid Sample Contract Forms

Bid Bond Application for Payment
Bid Form As-built Summary Sheet
Conflict of Interest Certificate Certificate of Project Completion
Florida Trench Safety Act Acknowledgement Certificate of Substantial Completion
List of JSEB Certified Firms Certificate of Contract Completion
Construction & Demolition Debris Disposal Contractor Material Returns Form
List of RBL 18H Line Verification Contractor’s Daily Report
List of Subcontractors Contractor’s Accident Report
List of Subcontractors/Shop Fabricators Invoice
Unable to Submit Bid List of Off-Hours Work
Other (please specify): Monthly Report for JSEB Participation
Payment Bond
Performance Bond
Request for Information
Request for Man-hour Information
Schedule of Values and Work in Place
Other (please specify):
VI. ADDITIONAL INFORMATION FOR RFPS OR EVALUATED BIDS

Complete the items in this section only if you chose “Evaluated Bid, Request for Proposal (CCNA),
or Request for Proposals (Non-CCNA)” as your answer to Section III, Item 3 above.
1. If the Bid methodology will be Evaluated Bid or RFP, what criteria will be used to
evaluate the Bids (check one)?
Use JEA Professional Services (CCNA type)

Standard evaluation criteria: financial responsibility, ability of professional personnel/personnel experience, past
performance/company experience, ability to design an approach and work plan to meet work requirements, current
and projected workload, proximity to JEA, JSEB program
Buyer: The above criteria are specifically required by statute for CCNA type purchases. Buyer should be sure he/she
understands the requirements for CCNA purchases.
Evaluation criteria for RFP (non-CCNA) or Evaluated Bid will be:
List as many specific criteria here as possible for how you will review the Proposals/Bids. You should try to list items in
order of importance, but are not required to do so at this time. You do not need to include evaluation weightings,
matrices or percentages with the Solicitation, but you will be required to submit such information to the Procurement
Manager prior to the Opening of Bids.
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Buyer: Use this option for other purchases conducted via RFP or as an Evaluated Bid, but not subject to CCNA
requirements. The same criteria as used for CCNA purchases may still be utilized, but they may also be altered or
amended as needed. Include the evaluation criteria as part of fill-ins for the appropriate clause in 4.2 Award.
2. Items You Will Require Bidder/Proposer to Submit

Check any items (in addition to forms noted above) that should be submitted with the Proposal
or Bid to enable JEA to determine how Bidder/Proposer meets the stated evaluation criteria:
Buyer: For CCNA type purchases, ensure that requested information is in accordance with the stated evaluation criteria.
Attachments – additional clarifying information

Awards or recognitions related to services within scope of Work
Bank reference
Company license to do business in state of Florida
Company location
Cover letter, signed by an officer of the company, highlighting the Bidder’s qualifications, experience and personnel,
and summarizing why Bidder believes JEA should select it (max. # of pages)
Detailed responses to all questions on Proposal Form
officers, key personnel and/or designated team members are now, or have been in the past five years, been under
indictment, investigation or order issued by a regulatory or governmental agency, or engaged in litigation, or subject
to an order from a court of competent jurisdiction, and the extent to which any such existing situation could impair
the level of services provided to JEA by the company.
DUNS number
History of company (including years in business, changes in ownership, discussion of any mergers or bankruptcy
filings)
Implementation plan
Discussion of extent to which, if any, company its holding companies, subsidiaries or any of its directors,
Membership in professional organizations
Organizational structure of company (including organization chart and individuals who will be assigned to any Work
arising from this Solicitation)
Pricing
Printed copy of all agreements JEA would be required to sign
Qualifications of implementation personnel
Qualifications of key personnel who will perform Work
Qualifications under the City of Jacksonville Small Emerging Business (JSEB) program
Qualifications statement (max. # of pages)
References
Other items (please specify):
VII. OTHER INFORMATION
1. What warranty period will you request that the Company provide for the Work?
Buyer: 2 years is the default input. Use the answers provided to complete the Fill-in for C185.
1 year
2 years
Other (specify)
2. Include or reference any other information about the purchase that may be helpful
to the buyer in assembling the Solicitation, or that you wish to include as part of the
Solicitation:
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Page 1 of 2
CONTRACT RISK ASSESSMENT CHECK SHEET
(Revised 4-15-04)
Instructions: This check sheet should be completed by JEA’s or SJRPP’s project representative and forwarded by email to Director Risk
Management Services before attending Solicitation Review Committee Meeting or before issuance of Purchase Orders for work or services
provided by Contractors, Consultants and Vendors not awarded under Invitation For Bids or Request For Proposals.
CONTRACT TITLE:Norwood WTP Reservoir Rehabilitation

ESTIMATED CONTRACT START DATE: October 2014 ESTIMATED CONTRACT VALUE $ $ 300,000
VALUE OF JEA EQUIPMENT SHIPPED OR INSTALLED $ 0
PROJECT REPRESENTATIVE’S NAME: Hai Vu PHONE: 665- 4028 DATE: July 9, 2014
NAME OF EMPLOYER: JEA SJRPP OTHER
PLEASE CHECK ALL THAT APPLY TO THE ABOVE CONTRACT:
LOCATION: JEA’S FACILITY SJRPP’S FACILITY BOTH JEA/SJRPP’S FACILITIES
1. (H) Generating Stations 6. (M) Rights-of-Way
2. (H) Substations 7. (M) Water Treatment Plant
3. (H) Electric Transmission/Distribution System 8. (M) Wastewater Treatment Plant
4. (M) Service Centers 9. (L) JEA Tower/Office Buildings
5. (M) System Operations Control Center 10. Other
AREA
1. (H) Power Block 18. (H) Caustic Tanks
2. (H) Control Room 19. (M) Waste Water Treatment Area
3. (H) Turbine 20. (H) Docks
4. (H) Generator 21. (M) Stacks
5. (H) High Pressure Vessels 22. (M) Operational Equipment
6. (H) ID, FD, or PA Fans 23. (M) Environmental Equipment
7. (H) Boiler including pumps and piping 24. (M) Maintenance Shops
8. (H) Combustion Turbines 25. (M) Warehouses
9. (M) Pressurized Steam Lines or Equipment 26. (M) Laboratories
10. (H) Live High Voltage Equipment (>240 v) 27. (L) Offices
11. (H) Gas Lines 28. (L) Restrooms/Locker Rooms
12. (H) Oil Lines 29. (L) Break Rooms
13. (H) Fuel Piers 30. (L) Outside only
14. (H) River Water Intake 31. (L) Off-site exclusively
15. (H) Transformers 32. (L) Storm Drainage Systems
16. (H) Transmission Lines 33. (L) Repairs to Roads or Parking Areas
17. (H) Distribution Lines 34. Other Water Reservoirs @ WTP
ACTIVITY
1. (M) Construct/Erect Structures 16. (L) Install Leased Office Equipment
2. (L)Installing/Repairing Fences 17. (L) Deliver Leased Equipment/Trailers
3. (L)Painting 18. (L) Janitorial Services
4. (M) Spray Painting 19. (L) Maintain Lawns and Landscaping
5. (M) Excavations > 6 feet in depth 20. (L) Supply Personnel directed by JEA or SJRPP
6. (M) Scaffolding/Ladders >10 feet in height 21. (L) Consulting or Advising
7. (M) Cranes, Cherry Pickers, Hoists 22. (L) Computer Hardware/Software
8. (H) Rigging or Jacking 23. (M) Environmental Testing
9. (M) Erect Concrete Forms 24. (L) Gas and Oil Analysis
10. (H) Dredging 25. (M) Non-Destructive Testing
11. (M) Welding 26. (M) Using Respirators/Protective Suits
12. (H) Demolition 27. (M) Use of Fall Protection
13. (H) Working in Confined Spaces 28. (XH) Use of Explosives
14. (M) Tree Trimming 29. (H) Working Underwater
15. (H) Asbestos Removal 30. (H) Use of Aircraft
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Page 2 of 2
CONTRACT RISK ASSESSMENT CHECK SHEET
(Revised 4-15-04)
ACTIVITY (Continued)
31. (M) Sludge Disposals 37. (H) Transporting JEA/SJRPP’s Equipment
32. (XH) Hazardous Dry or Liquid Chemicals 38. (H) Installing JEA/SJRPP’s Equipment
33. (XH) Remove or Transport Hazardous Waste 39. (M) Using JEA/SJRPP's Tools or Equipment
34. (L)Remove Non-Hazardous Waste 40. Other Inspection Services
35. (L)Disposal of JEA/SJRPP’s Surplus Property
36. (L)Repair Office Equipment
TO BE COMPLETED BY DIRECTOR RISK MANAGEMENT SERVICES
RECOMMENDED EXCESS Low Risk (L) - $0 MIL High Risk (H) - $2 MIL
LIABILITY AMOUNT Medium Risk (M) - $1 MIL Extra High Risk (XH) - $3-5 MIL
QUESTIONS
1. Will JEA/SJRPP’s vehicles be used by employees of JEA/SJRPP’s independent contractors to perform Scope of Services in Contract?
Yes No
If yes to Question #1, complete Question #2
2. Identify the types of JEA/SJRPP’s vehicles to be used:
Licensed Vehicles Unlicensed Vehicles
Private Passenger – 4 door vehicle Fork Lift

Light Truck Golf Cart
Van Mule (3 or 4 wheeler all terrain vehicles)
Bucket Truck Crane
Other Other
Estimated number of JEA/SJRPP’s vehicles to be used by employees of JEA/SJRPP’s independent contractor:
Licensed:
Unlicensed:
Estimated number of employees of JEA/SJRPP’s independent contractor using JEA/SJRPP’s vehicles:
Licensed:
Unlicensed:
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MATRIX FOR < $2M
9/24/2015
Evaluation Sheet
Specification :
Firm: Evaluator:
YES NO
Does Proposer Meet minimum qualifications?
(Accept) (Reject)
PROFESSIONAL EXPERIENCE
>=15 yrs = 5 pts, 14.9 to 10 yrs = 4 pts, 9.9 to 5 yrs = 2 pts, < 5yrs = 1 pt
Years of Relevant Experience Deduct 2 points if employee has been with the company for less than 2 years or is a
subconsultant
Depth of Experience Subjective -- 0-10 points
>20% available = 5 points, 15-20% = 4 points, 10-14% = 3 points, 5-9% = 2 points, <5%=1 point
Availability
% = primary individuals assigned hours on project / total firm hours on project
Years of Direct
Professional Personnel/Personnel Experience
Related Depth of
Resume Experience Experience Availability Totals
(0-5 points) (0-10 points) (0-5 points) (0-30 points)
Lead Project Manager (Prime)
1.5x
0
Lead Project Manager (Backup)
(30 Points)
0
Lead QC Senior Engineer (Prime)
1.5x
0
Lead QC Senior Engineer (Backup)
0
Lead Process Engineer (Prime)
1.5x
0
Lead Process Engineer (Backup)
0
Lead Electrical/ I&C Engineer (Prime)
1.5x
0
Lead Electrical/ I&C Engineer (Backup)
0
TOTAL 0
AVG 0 0.00
DESIGN APPROACH AND WORK PLAN
Comprehensive resource plan &
completeness of project schedule is
Design Approach and Work Plan
provided with proposal Very Good Good Average/ No Information

(10 points) (7-10 points) (3-6 points) (0-2 points)
Completeness & Depth of Tasks &
Subtasks in relation to the Technical
(35 points)
Specifications Very Good Good Average/ No Information
Cost effectiveness of proposed solution Very Good Good Average/ No Information

Creativity & Innovation in project Very Good Good Average/ No Information

approach and solution selection options
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MATRIX FOR < $2M
9/24/2015
PAST PERFORMANCE/COMPANY EXPERIENCE
Published project documents, including

conformed drawings, specs, and final
basis of design report from a relevant
engagement, with similar scope of work Very Good Good Average/ No Information
Past Performance/Company Experience
with brief description of how the report (4-5 points) (2-3 points) (0-1 points)
framework will be modified for JEA's
project
(5 points)
A summary of five similar projects. Very Good

(20 points)
Good Average/ No Information

(5 points) (4-5 points)
(2-3 points) (0-1 points)
Past Company and Project Team
experience / performance that can
demonstrate successful engineering
with the unique characteristics of this
project. For example :
1. Pump Selection
2. Electrical Systems Very Good Good Average/ No Information
3. System Modeling (7-10 points) (3-6 points) (0-2 points)
4. HVAC/Odor Control
5. Jack and Bore
6. Horizontal Directional Drilling
7. Regulatory Permitting
8. ROW Permitting
(10 Points)
PROJECT MANAGER PROXIMITY TO JEA
Office between Office between

Proximity to JEA
Lead Manager
Location of the office of the Proposed Office in Duval 51 to 175 miles 176 to 400 miles Office > 400
(5 points)
Project Manager or contiguous from JEA of JEA miles of JEA

(use Google Maps for miles) county headquarters. headquarters. headquarters.
(5 Points) (5 Points) (4 Points) (3 Points) (0 Point)
JSEB PROGRAM
Amount of work that will be
Jacksonville
Emerging
(5 points)
Business
subcontracted.
Program
Small &
JSEB
firm = Sub > 5% = Sub > 4 and Sub >3% and Sub >1% and <
(5 points) 5pts 4pts <5% = 3pts < 4% = 2pts 3% = 1pts < 1% = 0pts
Value of Work
VALUE OF WORK PREVIOUSLY AWARDED

Previously
(5 points)
Awarded
$0 < $501,000 - $1,001,000 - $1,501,000 - $2,001,000 -

Value of Work previously awarded $500,000 $1,000,000 $1,500,000 $2,000,000 $2,500,000 >$2,501,000
(5 points) 5 points 4 points 3 points 2 points 1 points 0 points 0.00
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Evaluation Matrix
Specification :
Firm: Evaluator:
PROFESSIONAL STAFF EXPERIENCE

>=15 yrs = 5 pts, 14.9 to 10 yrs = 4 pts, 9.9 to 5 yrs = 2 pts, < 5yrs = 1 pt
Years of Relevant Experience Deduct 2 points if employee has been with the company for less than 2 years or is a
subconsultant
Depth of Experience Subjective -- 0-10 points
>20% available = 5 points, 15-20% = 4 points, 10-14% = 3 points, 5-9% = 2 points, <5%=1
Share of Work for this Project (based
point % = primary individuals assigned hours on project / total
on Proposed Work Plan)
firm hours on project
Years of
Related Depth of Share of Work Multiplier for
Resume Experience Experience for this Project Key Personnel Totals
(0-5 points) (0-10 points) (0-5 points) (0-30 points)
Professional Staff Experience
Lead Project Manager (Primary)

1.5x
0
Lead Project Manager (Backup)
(30 Points)
0
Engineer-of-Record (Primary)
1.5x
0
Engineer-of-Record (Backup)
0
Process Engineer (Primary)
1.5x
0
Process Engineer (Backup)
0
Electrical Engineer (Primary)
1.5x
0
Electrical Engineer (Backup)
0
TOTAL 0
Total Score/Maximum Score x Maximum Points
0
DESIGN APPROACH AND WORK PLAN
Comprehensive resource plan &
completeness of project schedule is
Design Approach and Work Plan
provided with proposal Very Good Good Average/ No Information

Completeness & Depth of Tasks &
Subtasks in relation to the Technical
(40 points)
Specifications Very Good Good Average/ No Information

Cost effectiveness of proposed solution Very Good Good Average/ No Information

Creativity & Innovation in project Very Good Good Average/ No Information

approach and solution selection options
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COMPANY EXPERIENCE
Published project documents, including
conformed drawings, specs, and final
basis of design report from a relevant
engagement, with similar scope of work Very Good Good Average/ No Information
with brief description of how the report (4-5 points) (2-3 points) (0-1 points)
framework will be modified for JEA's
project
Company Experience
(5 points)
(20 points)
A summary of two similar projects. Very Good

Good Average/ No Information
(5 points) (4-5 points)
(2-3 points) (0-1 points)
Past Company and Project Team
experience / performance that can
demonstrate successful engineering
with the unique characteristics of this
project.
1. Ozone Process Design Very Good Good Average/ No Information
2. Pilot Testing (7-10 points) (3-6 points) (0-2 points)
3. Controls & Instrumentation, SCADA
integration
4. Permitting (State of Florida and City
of Jacksonville) (10 points)
LEAD PROJECT MANAGER PROXIMITY TO JEA

Proximity to JEA
Lead Manager
Office between Office between

(5 points)
Location of the office of the Proposed Office in Duval 51 to 175 miles 176 to 400 miles Office > 400
Project Manager or contiguous from JEA of JEA miles of JEA
(use Google Maps for miles) county headquarters. headquarters. headquarters.
(5 Points) (5 Points) (4 Points) (3 Points) (0 Point)
JSEB PROGRAM
Small & Emerging
Jacksonville
Amount of work that will be

(5 points)
Business
Program
subcontracted.
JSEB
firm = Sub > 10% = Sub > 7 and Sub > 4% and Sub > 1% and
(5 points) 5pts 4pts <10% = 3pts < 7% = 2pts < 4% = 1pts < 1% = 0pts
TOTAL
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Engineering RFP Evaluation Matrix
6/10/15
The following can help in RFP Evaluation Matrix preparation and to help prepare graders for grading
RFPs.
1. Resumes:
a. For construction projects over $2M, primary positions can only serve in one role. (Cannot also
serve in another primary position or as a back up to a primary position)
b. Engineer of Record must be a licensed Engineer in the state of Florida (primary and backup)
c. Share of Work will be graded from the Comprehensive and Appropriate Resource Plan and not
from the Resumes.
d. Years of relevant Experience: The required years and breakdown of points can be adjusted for
each project as needed.
i. Construction Projects Over $2M: >=25yrs = 5pts, 20 to 24.9yrs = 4 pts, 15 to 19.9yrs = 3

pts, 10 to 14.9yrs = 2pts, <10yrs = 1 pt
ii. Construction Projects Under $2M: >=15 yrs = 5 pts, 14.9 to 10 yrs = 4 pts, 9.9 to 5 yrs =
2pts, <5yr = 1 pt
e. Deduct 2 pts if employee has been with the firm for less than 2 years or is a sub-consultant.
2. Share of Work:
Primary Positions should have a total share of 60 – 80% share of the work. Percentage and points will
vary depending on the number of Primary Positions as follows:
3 positions = 75%: >25% = 5pts, 20-25% = 4 pts, 15-19% =3 pts, 10 – 14% = 2 pts, <10 = 1 pt
4 positions = 80%: >20% = 5pts, 15-19% = 4 pts, 10 – 14% =3 pts, 5-9% = 2 pts, <5 = 1 pt
5 positions = 75%: >15% = 5pts, 10 – 14% = 4 pts, 5-9 % =3 pts, 3-4% = 2 pts, <3 = 1 pt
6 positions = 60%: >10% = 5pts, 7 – 9% = 4 pts, 5-6% =3 pts, 3-4% = 2 pts, <3 = 1 pt
3. Comprehensive and Appropriate Resource Plan:
Look to make sure there is allowance for non-primary roles (ex. CAD, junior engineer, etc.) of
approximately 20 - 40% of share of work - Depending on the work deduct points accordingly.
Be sure to define “Comprehensive and Appropriate” in the solicitation.
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4. JSEB:
a. Specialized projects may not require JSEB (ex. Engineering consulting for a hydraulic
modeling study, buying a centrifuge for a wastewater treatment plant, etc.).
b. Small projects often have less of an opportunity for JSEB.
c. The default is 5% for JSEB and 5 pts if the JSEB is the prime. It could be more or less
depending on the project.
d. Work typically reserved for JSEB includes, but not limited to: geotech, surveying, MOT
design, storm water and ERP permitting, and stand alone permitting not handled by the
Engineer of Record or Landscape Architect.
5. General:
a. Graders should write down the criteria/comments they are using to be objective in their
proposal grading. That way they have a more defensible objective position to how they
grade should they be questioned later.
b. Grade what is in the proposal and not on personal bias unless there are examples of
underperformance by the engineer on past work.
c. Be sure to read the solicitation to make sure it aligns with this document.
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EXAMPLE SELECTION CRITERIA
BASIS OF AWARD
EVALUATED PROPOSAL
JEA will use the "Selection Criteria" listed below to evaluate the Company's Proposals. JEA may make its Award
decision based solely upon the information submitted in the Proposals. JEA may also choose to have one or more
Companies make presentations to representatives of JEA. It is always in the best interest of the Company to provide
informative, concise, well-organized technical and business information relative to the Work, in both the initial
submittal of its Proposal and in any subsequent submittals. Please note, JEA may reject Proposals that request
material changes or take exceptions to JEA commercial terms and conditions. Material changes to the
commercial terms and conditions can only be made by JEA prior to public opening of the Proposals.
SELECTION CRITERIA
PROFESSIONAL STAFF EXPERIENCE (30 Points)

Company shall provide a maximum of Eight (8) resumes of the professional staff to be assigned to perform the
Work. The resumes provided shall identify the Lead Project Manager, Lead Engineer of Record, Lead
Structural Engineer, Lead Inspector / Resident observer and the backups for each (collectively, the "Team
Members"). Note, the Lead Project Manager must be from the Company submitting the Proposal and not a
subcontractor. Persons whose resumes are submitted as a Team Member must actually perform the Work unless
Company receives prior approval by the JEA Project Manager to use the Backup Team Member. Finally, if
Company submits a resume of a subcontractor that is employed by a JSEB firm, please note this on the resume.
At a minimum, each resume shall present the Team Member's name, title, years of service with the Company,
applicable professional registrations, education, and work experience. Resumes shall also identify any specialty or
technical process expertise. Resumes shall be no more than two pages in length, single sided, and on 8.5" by
11" sized paper. If more than two pages are submitted, only the information contained on the first two pages
will be evaluated by JEA.
For purposes of awarding share of project work points for this selection criterion, share of project work shall be
defined as the number of assigned hours to the project for each individual primary Team Member divided by the
total firm hours on the project, expressed as a percent. This information will be taken from the project schedule
referenced in the design approach and work plan and will be rounded two decimal places.
Finally, the Company shall provide an organizational chart delineating the Company's personnel responsibilities and
functions associated with the Work. If applicable, this chart shall also delineate any responsibilities and functions of
subcontract(s) and/or JSEB firm(s).
Points will be awarded as described on the Evaluation Matrix attached to this solicitation.
DESIGN APPROACH AND WORK PLAN (35 Points)
Company shall provide an explanation of how it typically manages its engagements to realize project budgetary
goals, timetables and quality control objectives. Company shall explain for this specific scope of Work how it
intends to meet the budgetary goals, timetables and quality criteria established herein. Consideration shall be given
for cost effectiveness of potential solution(s), creativity and innovation of proposed solutions and comprehensive
utilization of proposed personnel to meet the deliverables.
Company shall also provide a project schedule indicating (i) all the activities envisioned to fulfill the requirements
of the Work, (ii) the estimated duration for each activity, (iii) the estimated man-hours for each activity, and (iv) the
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total estimated man-hours each of the four primary Team Members identified in Section 1.2.8.1 will devote to the
Work through completion. Additionally, the project schedule must demonstrate the utilization of any
subcontractors.
Please use your own form for this section.
COMPANY EXPERIENCE (20 Points)
Company shall provide the following:
1. Published project documents, including conformed drawings, specs, and final basis of design report from a
relevant engagement, with similar scope of work, with a brief description of how the report framework will
be modified for JEA’s project. These documents must be submitted on a CD or thumb drive and
submitted along with your proposal (1 CD or thumb drive per copy of proposal).
2. A summary of two (2) similar projects with examples of concrete water reservoir
rehabilitation/replacement completed within the last 7 years that have a similar scope of work as stated in
the Technical Specifications. The examples should be able to demonstrate that Company’s experience and
knowledge qualify them to complete the necessary work in a successful manner.
• Company should identify whether any of the proposed Team Members worked in key roles in the
projects.
• Company should provide detailed information to describe how Company managed the
engagements to realize project budgetary goals, timetables and quality control objectives.
• Company should describe any a working relationship with subcontractors that will be used for this
project.
3. Other past Company experience/performance for the following topics that can demonstrate successful
engineering with the unique characteristics of this project.
• Condition Assessment
• Rehabilitation / Replacement of concrete reservoirs
• Inspection / Resident Observation
• Permitting
Company’s response to items 2 and 3 above should be limited to no more than six (6) pages, 1-sided, single-
spaced. Please use your own form for this section. Responses that are longer than six (6) pages will not be
evaluated after page 6.
LEAD PROJECT MANAGER PROXIMITY TO JEA (5 Points)
Provide the address of the Company's office that the proposed Project Manager normally works from and its
distance from JEA Headquarters located at 21 West Church St. JEA will use Google Maps to verify distance.
In order to receive points for this criterion, the Company's office must be occupied and staffed with at least three (3)
employees for a duration of six (6) months prior to the Proposal Due Date stated in this RFP.
JACKSONVILLE SMALL AND EMERGING BUSINESS (JSEB) – RFP (5 Points)

Company shall indicate if the Company is certified as a Jacksonville Small and Emerging Business (JSEB) as
defined by Jacksonville Ordinance 2004-602; Chapter 126, Part 6A and 6B.
If the Company is not a certified JSEB, the Company shall list any JSEB certified subcontractors that it intends to
utilize in the performance of this Work. The listing should include names of the JSEBs, the type of service they will
provide, and the percentage of work being subcontracted. Points will be awarded based on the type and amount of
work that will be conducted by JSEB firms.
The points will be awarded as follows:
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Company is a COJ/JEA certified JSEB = 5 pts;
Company is not a JSEB but will subcontract work to JSEBs:
Non-JSEB with JSEB partner:
Greater than or equal to 5% of work = 4 pts
Greater than or equal to 3%, but less than 5% of work = 3 pts
Greater than or equal to 2%, but less than 3% of work = 2 pts
Greater than or equal to 1%, but less than 2% of work = 1 pt
VALUE OF WORK PREVIOUSLY AWARDED (5 Points)

Companies will receive points based on the total monetary value of JEA Purchase Orders issued to the Company
within the last three (3) years as of the Proposal Due Date. Points will be awarded on a sliding scale pursuant to the
evaluation matrix attached to this RFP. Companies with less work will be awarded the most points.
TIE
In addition to the above, JEA has a database evidencing the amount of work previously given to each Company.
Said criteria will be considered in the event of a tie. In order for new companies to be given opportunity to work
with JEA, extra points shall be given to those companies who have not done business with JEA in the past.
JACKSONVILLE SMALL AND EMERGING BUSINESS (JSEB) PROGRAM REQUIREMENTS
OPTIONAL USE OF JACKSONVILLE SMALL AND EMERGING BUSINESS (JSEB) PROGRAM

It is at the Company's option as to whether it chooses to subcontract to a JSEB firm. JEA encourages the use of
JSEB qualified firms; however, the Company is not required to utilize JSEB firms to be Awarded this Contract.
JSEB firms that qualify for this Contract are only those shown on the current City of Jacksonville JSEB directory
appearing at www.COJ.net. Certification of JSEB firms must come from the City of Jacksonville. No other agency
or organization is recognized for purposes of this Contract.
In no case shall the Company make changes to the JSEB firms listed in its Bid, revise the JSEB Scope of Work or
amount of Work as stated in its Bid without prior written notice to the JEA Contract Administrator, and without
subsequent receipt of written approval for the JEA Contract Administrator.
All question and correspondence concerning the JSEB program should be addressed to the following contact:
G. Nadine Carswell
JSEB Manager
JEA
21 W. Church Street, CC-6
Jacksonville, FL 32202
(904) 665-6257
carsgs@jea.com
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AWARDS FUNDS CHECKING DASHBOARD
= Fields that need to be filled in (including "Project Requester" at the bottom of the form)
PROJECT TITLE:
Award Estimate ==> $ -
Award Amount ==> $ -
Estimate/Award % Variance 0%
EXPENDITURE FUND TYPE BREAKDOWN BY PERCENT:

O&M 0% -
Capital 0% -
SJRPP 0% -
Total 0% -
ESTIMATED EXPENDITURES BY FISCAL YEAR:

FY14 FY15 FY16 FY17 FY18 TOTAL
Please distribute award amount by fiscal year ==>
- - - - - -
Remaining budget to be distributed ==>

$ -
- - -

O&M Budget Available: - - - - - -
O&M Expense: - - - - - -
- - - - - -
Capital Approved Expenditures Available: - - - - - -

Capital Expense: - - - - - -
- - - - - -
AWARD REQUESTOR
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AWARDS FUNDS CHECKING DASHBOARD
= Fields that need to be filled in (including "Project Requester" at the bottom of the form)
PROJECT TITLE:
St. Johns North WTP - Packed Tower Replacement
Award Estimate ==> $ 125,000
Award Amount ==> $ 183,564
Estimate/Award % Variance 47%
EXPENDITURE FUND TYPE BREAKDOWN BY PERCENT:

O&M 0% -
Capital 100% 183,564
SJRPP 0% -
Total 100% 183,564
ESTIMATED EXPENDITURES BY FISCAL YEAR:

Please distribute award amount by fiscal year ==>
10,000 135,000 38,564 - - 183,564
Remaining budget to be distributed ==>

$ -
Enter Project Numbers Below:

Approved Current PTD
Project Number(s) Index Number FY13 YTD Actuals Project Description
Expenditures Encumbrance
1. 8002024 090-01 1,130,000 236 - St Johns North WTP - Packed Tower Replacement
CAPITAL >>> 2.
3.
4.
5.
TOTAL 1,130,000 236 -
TOTAL -

O&M Budget Available: - - - - - -
O&M Expense: - - - - - -
- - - - - -
Capital Approved Expenditures Available: 1,129,764 184,000 - - - 1,313,764

Capital Expense: 10,000 135,000 38,564 - - 183,564
1,119,764 49,000 (38,564) - - 1,130,200
AWARD REQUESTOR Allan Boree
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PEC - REQUEST FOR REQUISITION
Form Instructions: Complete form, rename file and save to your directory. Then send file as an attachment via email, along
with other electronic back up, to ecsprojsrvcswork@jea.com.
DATE: / /
PROJECT MANAGER: PHONE NUMBER:
MANAGER:
FP NUMBER & NAME:
CHECK APPROP. BOX: NEW PURCHASE ORDER CO TO EXISTING PO CLOSE EXISTING PO
PN MWO/TASK # PO # LINE SHIPMENT $ AMT.
CPA#: AWARDS DATE:
DATE PO NEEDED BY OR DATE VENDOR/CONTRACTOR NEEDS TO START WORK *:

(* Purchase Request – It takes on average 14 days for purchasing to complete a REQUEST )
RECOMMENDED VENDOR NAME:

(none could be appropriate)
DELIVERY INSTRUCTIONS:
DESCRIPTION: (THIS IS WHAT APPEARS UNDER “DESCRIPTION” ON THE PURCHASE ORDER. IF USING MULTIPLE
LINES, DESCRIBE EACH LINE.)
ADDITIONAL COMMENTS:
ELECTRONICALLY ATTACH SCOPE OF WORK (Examples: SWA, Vendor Quote, Task Quotation, TA, Change Order, etc.)
August 20, 2014 v3.0
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ECS – REQUEST FOR REQUISITION
Form Instructions: Complete form, rename file and save to your directory. Then send file as an attachment via email, along
with other electronic back up, to ECS Project Controls Requisition. (Use TAB to move from field to field.)
DATE: 8 / 16 / 2012
PROJECT MANAGER: BRIAN PHILLIPS PHONE NUMBER: 665-7625
MANAGER: HAI VU COST CENTER: 20305
FP NUMBER & NAME: FP 2312WTGWP GREENLAND WATER TREATMENT PLANT
CHECK APPROP. BOX: NEW PURCHASE ORDER CO TO EXISTING PO CLOSE EXISTING PO
PN 8001370 MWO/TASK # PO # LINE SHIPMENT $ AMT. 150,000.00
IF CONTRACT, TYPE OF: CR/CP T&M LUMP SUM UNIT PRICE
CPA# 122878 AWARDS DATE 8/9/2012
DATE PO NEEDED BY OR DATE VENDOR/CONTRACTOR NEEDS TO START WORK *: 8/22/2012

(* Purchase Request – It takes on average 2 weeks for purchasing to complete a REQUEST )
RECOMMENDED VENDOR NAME: JACOBS ENGINEERING GROUP, INC.

(none could be appropriate)
DELIVERY INSTRUCTIONS:
DESCRIPTION: (THIS IS WHAT APPEARS UNDER “DESCRIPTION” ON THE PURCHASE ORDER.)

PROVIDE ENGINEERING SERVICES FOR THE PRELIMINARY DESIGN, FINAL DETAILED DESIGN, BID PHASE
SERVICES, AND ENGINEERING SUPPORT DURING CONSTRUCTION AND TESTING FOR THE GREENLAND WATER
TREATMENT PLANT AND ASSOCIATED WELLS.
ADDITIONAL COMMENTS:
ELECTRONICALLY ATTACH SCOPE OF WORK (Examples: SWA, Vendor Quote, Task Quotation, TA, Change Order, etc.)
FOR PROJECT CONTROL’S USE:
ACCOUNT CODE : BY: DATE:
September 23, 2011 v2011.1

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Direct Purchase of Engineering Services Certification
For Purchase Requisition No: _________________
Per Section 3-210 of the Purchasing Code, purchases of CCNA Services less than $35,000 are Exempt from
Competitive Solicitation:
Project Information and Scope
CPI #/O&M Account:
Project:
Short Project Description:
Contract Amount:
Recommended Consultant:
QPL Category:
Certification
I the undersigned certify that the specific professional services described in the above referenced purchase requisition will
fulfill the intended need for the following reasons:
___________________________________________________ __________________
Signature and Printed Name of appointed director Date
This Certification shall be attached the purchase requisition when routed for approval.
Approval of the purchase requisition shall constitute affirmation of this Certification.
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ENGINEERING FEES COMPARATIVE ANALYSIS
Project: GREENLAND WATER TREATMENT PLANT RFP # 087-12 CP # 268-W1

Consultant: JACOBS ENGINEERING GROUP, INC. Project Manager: Brian Phillips
Estimated Construction Cost: $ 5,368,094.00
Proposed Engineering Fees: $ 919,787.00
Engineering Fees as % of Construction Cost: 17.13%
Project Description:
JEA is proposing to construct 2 production wells, 1 monitoring well, and a 5.67 MGD maximum daily demand water
treatment plant, including a 1MG reservoir, 4 high service pumps, pump building, and associated piping, valves,a nd
appurtenances.
Engineering Costs: Comparisons to Industry & Historical

Project Costs
Costs
JEA
% of Industry
Task Description Cost Historical JEA Estimate
Construction Avg*
Cost**
1. Preliminary Design
- Kick-off meeting
- Project Management Plan
$ 127,150 2.37%
- Wellfield Site Selection Services
- Basis of Design Memorandum
- Construction Testing
2. Detailed Design
- Survey $551,533
10 - 12%
- Geotechnical investigation (10.27%)
- Subsurface utility locates
$ 421,887 7.86%
- Driliing Specifications
- Production well and wellhead design $1,018,000
Detailed civil, structural, process,
- mechanical, electrical, and I& C design
3. Permitting $ 52,350 0.98%
4. Bidding Assistance $ 13,000 0.24%
5. Services during Construction
2-4% of plant
- Pre-Construction conference
construction
- Submittal review costs
$200,000
- Contract coordination & monitoring $ 305,400 5.69% &
35-40% of well (3.73%)
- Final instpection & as-builts
construction
- SDC during well construction costs
- Well construction and testing report
TOTAL $ 919,787 17.13% $ 1,018,000 $ 751,533
* "Fee Guidelines for Consulting Engineers" The Association of Consulting Engineers, The Institution of
Professional Engineers, Area historical costs
** Based on data from the following projects: W Nassau WTP, NW WTP, Ridenour Wells 4 & 5, Highlands Well #6, Ridenour Well
#7, Oakridge Well #7
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Fairfax Water Treatment Plant High Service Pump Rehabilitation
CP 101-29
Project Scope & Cost Comparison (Original versus Revised PD)
Original PD Revised PD
Author of PD JEA O&M Hazen & Sawyer
Date Finalized 2/13/2013 4/11/2014
Project Scope
1 Replace 3 existing HSP X X
2 Replace pump piping and valves X X
3 Rehabilitation of existing header discharge piping X
4 Replace existing discharge flow meter and pressure sensor/transmitter X
5 Replace existing vacuum prime system X
6 Rehabilitation of existing discharge pipe trench X
7 Replace existing MCC cabinet X
8 Provide 3 VFD's (250 HP drives) X X
9 Provide new electrical room X
10 Provide new 1600 Amp Electrical Service X
11 Relocate PLC/Scada equipment to new electrical room X
12 Miscellaneous electrical improvements X
13 Removal of unused electrical cabinets X
Activity / Description Original PD Revised PD Difference

A. Pumping Equipment, Piping and VFDs
1) Three 250 HP Pumps $ 170,000 $ 387,000 $ 217,000
2) Pump Piping including valves $ 103,000 $ 170,000 $ 67,000
3) Vacuum Prime System $ - $ 20,000 $ 20,000
4) Header Discharge Piping in Vault $ - $ 18,000 $ 18,000
5) Flow Meter & Pressure Sensor $ - $ 20,000 $ 20,000
6) Pipe Vault Rehabilitation $ - $ 35,000 $ 35,000
7) MCC w/ VFDs $ 70,000 $ 140,000 $ 70,000
B. Electrical and I&C
1) Electrical Upgrades $ 50,000 $ 115,000 $ 65,000
2) Electrical Service (1,600 Amp) $ - $ 50,000 $ 50,000
C. Engineering & Services During Construction
1) Total JEA & Engineering Cost $ 157,000 $ 287,000 $ 130,000
D. Miscellaneous
1) Building Renovations $ 20,000 $ 40,000 $ 20,000
2) JEA Supplied M & L $ - $ 20,000 $ 20,000
3) Contingency $ 39,000 $ 200,000 $ 161,000
Total Project Cost $ 609,000 $ 1,502,000 $ 893,000
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Section 3
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Chapter 3 Design
The design process involves the development of engineering drawings and technical specifications to
achieve the objectives described in the project definition.
Design Kick-Off Meeting

Before design starts, the PM will conduct a design kick-off meeting with the designer, internal
stakeholders, Environmental, and Project Outreach. While the attendees and topics of discussion are
pretty standard for each design kick-off meeting, they can be tailored to fit the specific needs of a project.
At minimum, the topics should include scope of project, designer's scope of services, project team
members and their roles, schedule for milestones, project constraints and challenges, and permitting
requirements. A sample design kick-off meeting agenda is provided at the end of this section as a
starting point for the PM. While developing the agenda, the PM should consider:
a. Place non-engineering related discussions towards the start of the meeting so those personnel
can leave if they desire. It’s not necessary to have Facilities, Real Estate, Outreach, or
Environmental at the entire meeting unless they’re needed during the detailed design discussion.
b. If possible, make preparations to display the project footprint on an overhead projector in the
event personnel aren’t familiar with the location or specifics of the project. Using GIS would also
be useful if appropriate (i.e. Grid projects).
c. Ensure someone is designated to take meeting minutes. The minutes will need to be formalized
and emailed to the attendees. Some PMs negotiate the taking and distribution of meeting minutes
as part of the designer’s scope and fee.
d. Develop a list of consultant personnel who may need badges and access to JEA Facilities.
a. Request badges through the Help Desk Portal, under “New Employee – Badge Only
Contractor”.
b. Request access through the Identity Manager application:
i. Select “Request New Access”
ii. Log in with 4+2
iii. Enter information of user who needs access
iv. Select “Physical Access” for Type
v. Select appropriate Type of Facility for System
vi. Select appropriate Name of Facility for Access
vii. Enter Start Date and End Date, if known
viii. Provide brief justification
ix. Hit “Add Item” button
c. Inform the Owner of the Facility of the personnel and reason for access. If the duration of
the project is more than one calendar year, perform yearly review with Owner of the
Facility so that periodic attestation can be completed.
Phases of Design
10% Design 30% Design 100% Design

60% Design 90% Design
(Schematic) (Conceptual) (Final)
Chapter 3 – Design, Rev 4, Sep-18 3-1

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10% Design (Schematic Design)
Key Deliverable Schematic Design Document
The Schematic Design Document should include the following:
 An updated Project Definition

 Major Equipment List
 Process Flow Diagram
 Draft Piping & Instrumentation Diagram (P &ID)
 Itemized Standards
 Major Equipment identified
 Plan Views
 Process Design Process Level and Major Equipment cost estimate (+30%/-30%)
30% Design (Conceptual Design)
Key Deliverable Conceptual Design Document
The Conceptual Design Deliverables should include the following:
 An updated Project Definition (PD) and/or System Design Description

 Process Flow Diagram finalized
 Finalized and Locked P&ID
 Plan Views and Major Elevation
 Electrical Schematics
 List of Specifications
 Finalized process calculations
 Finalized hydraulic profile
 Material, Labor & Equipment Level Itemized cost estimate with equipment quotes (+30%/-15%)
In addition, the project schedule should be finalized at 30% design.
The P&ID should include the following:
 Process piping, sizes and identification

 Mechanical equipment and identification
 Instrumentation and identification
 Valves and identifications
 Flow directions
 Identification of equipment by others
 Miscellaneous - vents, drains, special fittings
The SDD should include the following (an example is included at the end of this chapter):
 System Description, including the system identification, its function and general description.
 Component Description, including designations and design descriptions and criteria. Within this
section, design constraints and equipment sizing criteria are described. For example, design

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information such as system and pump curves, pump selection, pipe size and pressure class,
should be included.
 Instrumentation and Controls (I&C), including process control, control loop descriptions, and I&C
specifications that directly correspond to the P&ID.
 System Operation, describing normal operations of the system.
Once the 30% Design is completed, the PM schedules a review meeting with the Engineer and affected
internal stakeholders, which may include O&M, Planning, Facilities, Project Outreach, and Security. For
critical and large projects (as determined by the Manager), the PM should hold a separate review meeting
with internal stakeholders prior to meeting with the Engineer. The comments from the internal meeting
should be compiled, organized, typed, and sent to the Engineer several days before meeting with them so
that the Engineer can review and prepare comments/answers/rebuttals/solutions. If the review meeting is
expected to last more than 3 hours, it may be appropriate for JEA to provide refreshments.
After completion of the 30% design review meeting, the PM submits the 30% Checkpoint to the Capital
Budget Planning Funding Requests mailbox (corpplanreq@jea.com). The Checkpoint submittal includes
the 30% Design with all the components listed above and approval of the Design from the Project Team.
A trend request may also be required. If the Checkpoint is approved, the remaining 50% of the design fee
is released.
60% Design
Key Deliverable 60% Design Document
The 60% Design Deliverable should include the following:
 Design Documents – Drawings and Specifications
90% Design
The 90% Design Deliverable should include the following:
 Design Documents – Drawings and Specifications

 Updated Cost Estimates
 Updated Conceptual Design Documents

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Once revised, the revised 90% Design becomes the 100% Design.
100% Design (Final Design)

The Final Design Deliverable should include the following:
 Updated Conceptual Design Document and or System Design Description

 Final Engineering Drawings
 Final Written Specifications
 Final Basis of Design Document – This document shall include all final process calculations in
published forms
 Final QC performed
 Final Design Calculations
 Critical Spare Parts Review
 Schedule
 Final Cost Estimate (+10%/-5%)
The PM then submits the 100% Checkpoint to the Capital Budget Planning Funding Requests mailbox
(corpplanreq@jea.com). The Checkpoint submittal includes the 100% Design with all the components
listed above and approval of the Design from the Project Team. A trend request may also be required.
After 100% Design submittal, through Identity Manager, remove access of Consultant Personnel to JEA
Facilities if they will not be on-site during construction.
1. Select “Manager View”

2. Log in with your 4+2 and password.
3. Choose the person whose access is to be removed, and click “Next”.
4. Check the boxes next to the access rights that are to be removed, and click “Remove”.
5. Make sure only the access right(s) that should be removed are listed. If not, click previous,
uncheck the ones not needed, and click “Remove” again.
Vendor Performance
The Procurement Operational Procedures (Part E, Section 5.0) define the Vendor Performance
requirements the PM is required to follow on contracts great than $300K. It also contains the minimum
criteria for when a vendor is to be evaluated (at least once for contracts with a term less than, or equal to,
one year; at least once per year for contracts with a term greater than one year).
In addition to those requirements, PEC PMs will be required to evaluate design consultants at the
following project milestones:
1. Completion of 100% design

2. Construction Substantial Completion
The 100% evaluation point will evaluate the design consultant’s performance during design to include
criteria such as adherence to the design schedule, coordination of permitting requirements, quality of

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work, etc. The evaluation at Substantial Completion should address how the final design held up during
construction (i.e., were there a lot of field changes required or design errors discovered?) and how well
the consultant executed Services During Construction (if applicable).
If a design consultant is graded as “below standards” the PM’s Manager and Director should be informed
of the poor performance.
Forms and Examples
The following pages contain processes and checklists for use by the PM during the design phase of the
project.
Processes and checklists include:
1. Sample Design Kick-Off Meeting Agenda

2. Capital Project Allocation/Project Delivery Process (for non-recurring projects)
3. Water/Sewer Milestone Deliverable Checklist
4. Vendor Performance Scorecard for Architect and Engineering
5. Vendor Performance Scorecard for Design Build
6. Sample System Design Description

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Philips Hwy-Emerson to Spring Park, Force Main Replacement
Project Design Kick-off Meeting
Wednesday, July 8, 2015 2:30pm
Conference Room T-9 East
Agenda
Anticipated Attendees
Erin Hilton-Jones (Project Manager) Scott Anaheim (Dir., W/WW Planning & Development)
Leslie Samel (Hatch Mott Engineering) Greg Corcoran (Mgr, Community Involvement & Proj.
Bruce Neu (Hatch Mott Engineering) Impact)
Andrew Patrick(Hatch Mott Engineering) Andrew Sears (Environmental Scientist, Envir. Programs)
Raynetta Marshall (Dir., W/WW Project Engineering & Bryan Dewberry (Proj. Mgmt. Integration Specialist)
Construction) Brandon Traub (Real Estate Coordinator)
Bob Phillips (Principle Engineer, O&M)
Susan West (W/WW Engineer, W/WW System
Planning)
All Attendees Please Sign-in
1. Opening
a. Safety Briefing
b. Opening Remarks-Purpose of meeting
2. Project Team: Introductions, Roles and Responsibilities

a. Team Member Verifications
b. Team Member Duties/Assignments
c. Verify Team Member Contact info
3. Project Background (JEA)

a. Project Description
b. JEA’s Goals and Expectations
c. JEA’s Responsibilities
4. Real Estate
a. Potential Required Easements (TCE’s)
5. Project Outreach
6. JEA Environmental
7. Hatch Mott Project Management Plan

a. Communication
8. Scope of Work/Schedule
a. Design Milestones-Due Dates
i. Task 1-Project Definition and Schematic Design
ii. Kick-off Meeting-July 8, 2015
iii. Task 2-Concepual Design (30% to 60% Design)

1. Thirty Percent (30%) Design Documents-October 9, 2015
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a. Pipeline Corridor Route Review/Evaluation
i. Open Cut
ii. Potential Use of Swagelining
b. Geotechnical Services
c. Site Survey
d. Thirty Percent Review Meeting
2. Sixty Percent (60%) Design Documents-November 19, 2015
3. Project Bid Tab
4. Public Information
5. Force main Connections/By-passing/Simulations
6. Special Construction (FM crossing under I-95)
iv. Task 3-Permitting Assistance (FDOT, FDEP and COJ)
v. Task 4-Project Design Development Stage- Ninety Percent (90%) Design Documents-January 25,
2016
vi. Task 5-Final Design/One-Hundred Percent (100%) Design Documents-March 8, 2016
vii. Task 6-Bidding Services and Support (If Requested by JEA)
viii. Task 7-Swadgelining
b. Projected Cash Flow/Resource Loaded Schedule
9. Pre-Design Discussion
10. Questions/Comments/General Discussion
11. Action Items/Closing Remarks
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CAPITAL PROJECT ALLOCATION /PROJECT DELIVERY PROCESS
(All non-Recurring Projects)
OPB Established Trend Trend (pre-bid) Trend (pre award)
50% Design 100% Design Fund to FY

Funding Funding Approved Expenditures
Capital Budget Planning requests updated OPB and expenditure forecasts (validated monthly) from PD to Project Completion
CBP Designation PP###-## DE###-## CP###-##
Project Stage Project Definition (PD) 3 - 5% Schematic Design (SD) 10% Conceptual Design (CD) 30% Detail 60% Design 90% Final Design (FD) 100% Bid And Award Construction
C
Project
Identified &
PRF Created Project deferred or
cancelled CBP returns FDD to
New scope
CBP returns Owner & Requester with Design N and/or
Project Requester CDD to Owner Final Design transmitted OK?
schedule?
& Requester New scope deliverables
(Project Engineer or Develop
with Conceptual N
Project Design OK? and/or N
other) Definition (PD) Design schedule?
transmitted
Y
deliverables
Y
N B
A Y
Y
N
Y
CBP reviews PD,
Capital Budget
acquires CFO/ CBP records if
Consistent Planning
Capital Budget COO/CEO completed Schematic CBP C N approves for
PRF To CBP PD to CBP approval, and Consistent FDD Consistent With FDD
Planning (CBP) Design documents CDD
with PD/ Y
provides Y Y completion and
provides funding are received Complete? with CDD?
Complete? funding for provides FY
for Conceptual SDD?
Final Design project funding
Design
N
N Y
Project
If Scope, Schedule
Engineering/Delivery Develop Complete Develop Bid Process &
Or Cost Is changed,
Schematic Conceptual A Complete Detail Complete Final Updated Cost Award Complete
(E&CS or other) Project
Design Design B Estimate
update pertinent
Definition (PD) Design Design section(s) of FDD Project
Project Definition (PD) 1) 10% Schematic Design Document (SDD) 1) 30% Conceptual Design Document (CDD) 1) 100 %Final Design Document (FDD)
Updated PD, Plus Updated PD/SDD, Plus Updated CDD, Plus In nearly all circumstances, an updated cost
Justification Material, Labor & Equipment Level –
Major Equipment Identified
Final Cost Estimate: (+10% / -5%) estimate is all that is required pre-award (align
Itemized Cost Estimate with Equipment
Process Level & Major estimate with actual bid results).
Process Flow Diagram Equipment Quotes: (+30% / -15%)
Cost Estimate: (+30% / -30%) Final Engineering Drawings
PID Finalized and Locked In the rare circumstance where scope changes, a
Real Estate Identified Standards Itemized
Deliverables Plan Views & Major Elevation Final Written Specifications revised 100% FDD transmittal is required, 10%
Categories Site Plan Review Drawings, Electrical Schematics including O&M and Planning sign-off. Contingency
2) Project Request Form Updated Final QC Performed
List of Specifications on Projects
Project Schedule Schedule less than
3) O&M Sign Off
Project Schedule Finalized $1,000,000;
(See Attached Cost Estimate +50%/-30% Final Design Calcs TBD on Larger
4) Planning Sign Off Process Calcs Finalized
Checklist) Projects
Critical Spare Parts Review
Hydraulic Profile Finalized
2) O&M Signoff 2) O&M Signoff
3) Planning Sign Off 3) Planning Sign Off
Notes
1. Refer to checklists for framework of project design deliverables for a variety of JEA projects
2. Tolerance of estimates is embedded in the project delivery estimate through __% contingency, __% SWA and marble Deliverables required prior to Capital
Budget Planning funding the work order for
3. Trends will be required at the milestone/process steps depicted for any variance in the OPB and expenditure forecast the remaining 50% of engineering costs
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Water/Sewer Milestone
Deliverable Checklist
Prepared for
JEA Capital Budget Planning
Prepared by
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Schematic Design Phase Checklist
The Schematic Design (SD) Phase is the starting point for the designer or the design team in
the design process. During the SD Phase, a variety of design concepts are evaluated to
determine the best solution for the project. The SD Phase is characterized by development of
preliminary sketches and schematic drawings. The site survey is completed and basemaps of
the site are produced.
During this phase of the work, a preliminary design report is prepared. The typical contents
of this package, when a custom design level of detail is provided, are described in the
following pages. At completion of this phase, the design is approximately 10% percent
complete.
Specific requirements regarding the deliverables for the Schematic Design Phase follow.
The Schematic Design transmittal will not impact work order funding by Capital Budget
Planning
Schematic Design Phase

Pump Water Wastewater
Design Activity Pipelines Stations Plants Plants
1.0 General
1.1 Prepare construction cost estimate with explanation of
any adjustments to prior estimate.
1.2 Develop list of anticipated regulatory agency
approvals and permits.
1.3 Prepare and submit Schematic Design Document
1.4 O&M sign-off of Schematic Design Document
2.0 Mechanical Equipment Concepts
2.1 Review existing plant equipment for continued use and
service.
2.2 Select major equipment and quantities.
2.3 Determine JEA’s requirements for blowers, pumps,
valves, and other mechanical components.
2.4 Summarize unit process design criteria for selected
processes.
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Site/Civil
1.0 Pipeline
1.1 Develop placement of pipeline along route
1.2 Determine requirements for special crossings
2.0 Site Survey
2.1 Conduct site survey.
3.0 Project Basemap
3.1 Survey in and characterize environmentally sensitive
areas, such as wetlands and hazardous waste areas.
4.0 Site Development Constraints

4.1 Begin zoning modifications (if needed) and establish
local site development requirements.
4.2 Confirm limits of flood plain and evaluate project
impacts.
5.0 Conceptual Site Plan

5.1 Develop conceptual site plan.
Architectural
Design Activity
1.0 Functional Space Analysis

1.1 In conjunction with JEA, define the basic architectural
concept; develop alternative concepts, if required.
1.2 Establish preliminary routes for access and egress.

1.3 Establish non-process building requirements.
2.0 Schematic Plans
2.1 Prepare preliminary building plans, including major
equipment and furnishings, interior materials,
openings, and dimensions. Clearly define the
architectural concept.
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Design Activity Pump Water Wastewater
Pipelines Stations Plants Plants
3.0 Concepts and Systems

3.1 Clearly describe the architectural concept and related
major aesthetic and functional considerations.
3.2 Outline major or special materials (e.g., roofing system,

wall construction, doors, windows, furnishings,
corrosion resistance, sustainable materials).
Electrical
Design Activity
1.0 Power Supply and Distribution

1.1 Establish standards for voltages.
1.2 Establish type of stand-by power source.
1.3 Establish standards for local control/local disconnect
requirements.
1.4 Document overall electrical concepts and design
criteria.
Geotechnical
Design Activity
1.0 Site Data Research

1.1 Conduct a search of existing geotechnical information
for the project site.
1.2 Determine site conditions from site history, previous
borings, and laboratory testing information. Determine
site groundwater characteristics.
1.3 Document any geotechnical concerns or known
constraints.
HVAC Systems
Design Activity
1.0 HVAC Concepts

1.1 Determine JEA’s requirements for heating, ventilation,
and air conditioning (HVAC) features.
1.2 Prepare written preliminary design criteria.
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I&C Systems
1.0 Process Control Philosophy

1.1 Determine JEA’s preference for process control system
philosophy, including level of operator attention.
2.0 Communication and Security

2.1 Security, CCTV
2.2 Use of instrument and Field Bus technologies
2.3 Network concepts
2.4 Document overall control philosophy and basic design
criteria and considerations.
Plumbing and Fire Protection

Design Activity
1.0 Concepts
1.1 Determine overall requirements for sprinklers and fire
protection water.
1.2 Identify JEA’s equipment supplier and plumbing
piping requirements.
1.3 Document sprinkler and fire protection design criteria
and water needs.
Structural
Design Activity
1.0 Structural Systems

1.1 Select structural systems for treatment process
structures.
1.2 Coordinate with the architect on the selection of
structural systems.
1.3 Define geotechnical information required.
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Conceptual Design Phase Checklist
The Conceptual Design (CD) Phase is the starting point for the project in the design process.
During this phase of the work, a preliminary design report is prepared. The typical contents
of this package, when a custom design level of detail is provided, are described in the
following pages. At completion of this phase, the design is approximately 30% percent
complete.
Specific requirements regarding the deliverables for the CD Phase follow.
Conceptual Design Phase

General Requirements
1.0 Prepare construction cost and cash flow

estimate and provide explanation for any cost
adjustments.
2.0 Update project schedule.
3.0 Provide status report on real estate acquisitions.
4.0 Prepare list of specification sections
5.0 Preliminary floor plan and structural elevations
6.0 Submit Conceptual Design Documents
7.0 O&M sign-off of Conceptual Design documents
Process Mechanical
Design Activity
1.0 Process Design Summary
2.0 Hydraulic Profile
3.0 Treatment Unit Process Schematic Design

The following applies to each treatment unit process:
3.1 Description of the existing unit process and equipment,
if applicable
3.2 Design Flow Rates or Water Production Rates
3.3 Influent or Raw Water Characteristics
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3.4 Effluent or Finished Water Design Criteria

3.5 Process Design Calculations, Summary and Parameters
3.6 Overall Treatment Plant Description
3.7 Alternatives Considered and Selected Plan
3.8 Process Control Parameters for Unit Processes
4.0 Chemical Storage and Feed Systems
5.0 General Mechanical Requirements

5.1 Equipment layout and access requirements
5.2 Piping layout requirements
5.3 Valve layout requirements
5.4 Meter layout requirements
5.5 Piping design criteria
5.6 Piping design values
6.0 Valve Selection Criteria
7.0 Materials Selection and Corrosion Control
8.0 Preliminary Piping Schedule
9.0 Results of Pilot or Field Tests
10.0 Plant-Wide Process Flow Diagrams
11.0 Mass Balance
Site/Civil
Design Activity
1.0 Site Survey

1.1 Coordinate with the surveyor during execution of the
work, as necessary.
2.0 Project Basemap

2.1 Establish a site base map in CADD system; confirm the
site coordinate system.
2.2 Modify mapping to include site utilities and piping
taken from record drawings or field investigations.
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2.3 Delineate environmentally sensitive areas such as
wetlands and hazardous waste areas.
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3.0 Site Development Constraints

3.1 Determine zoning and site development requirements.
3.2 Obtain the limits of flood plain and evaluate project
impacts.
3.3 Determine stormwater management and erosion
control requirements and the need for onsite ponds.
3.4 Determine the adequacy of downstream receiving
channels
4.0 Vehicular Access Requirements

4.1 Determine truck traffic generation, access routes, and
maneuvering requirements for project design vehicles
and emergency vehicles.
4.2 Determine the size and location of parking lots for
employees and visitors to the facility.
5.0 Stormwater and Erosion Control

5.1 Develop an overall master drainage concept plan to
indicate pre- and post-development impacts to onsite
and adjacent areas.
5.2 Determine the preliminary size and location of
permanent stormwater management ponds and
facilities; show on site plan.
5.3 Develop a conceptual layout for proposed new
buildings, structures, roads, and major utility corridors.
5.4 Develop project site plan.
Architectural
Design Activity
1.0 Functional Space Analysis

1.1 In conjunction with JEA, define the basic architectural
concept; develop alternative concepts, if required.
1.2 Establish preliminary routes for access and egress.
1.3 Establish non-process building requirements.
2.0 Building Code Analysis
2.1 Identify applicable life safety issues.
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2.2 Review locally adopted building and fire codes for

appropriate occupancy and construction type. Identify
critical code requirements. Develop a plan to bring
existing buildings into compliance.
2.3 Meet with the local building official and fire marshal to
review requirements or variances for renovated
building space.
3.0 Schematic Plans

3.1 Prepare preliminary building plans, including major
equipment and furnishings, interior materials,
openings, and dimensions. Clearly define the
architectural concept.
4.0 Building Elevations

4.1 Prepare preliminary building elevations, including
exterior materials, openings, and dimensions. Clearly
define the architectural concept.
5.0 Building Code Analysis

5.1 Clearly describe the architectural concept and related
major aesthetic and functional considerations.
5.2 Outline major or special materials (e.g., roofing system,
wall construction, doors, windows, furnishings,
corrosion resistance, sustainable materials).
5.3 Include room data sheets and gross area analysis if
required.
5.4 Include documentation of building code analysis.
5.5 Include architectural floor plan sketches.
5.6 Include architectural building elevation sketches.
Electrical
Design Activity
1.0 Power Supply and Distribution

1.1 Determine the number of electrical feeds to be
provided to the facility. Coordinate with the local
power utility to determine the locations of power
feeds, voltage, billing details (peak usage rates),
requirements for reduced voltage starters, and
substation requirements.
1.2 Establish preferred voltages for power distribution and
utilization equipment.
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1.3 Determine the need for onsite standby and/or

emergency power; determine preliminary size.
1.4 Determine redundancy requirements for power
supplies and power distribution.
2.0 Electrical Code Review

2.1 Identify the authority having jurisdiction for electrical
and fire alarm systems.
2.2 Perform an electrical code review of existing facilities
that require rehabilitation to identify areas where the
facilities do not meet current codes. Develop a plan to
bring existing facilities into code compliance when
necessary.
3.0 Power and Lighting Concepts

3.1 Size Equipment Motors
3.2 Prepare preliminary load calculations.
3.3 Determine the number of motor control centers
(MCCs) to be provided, location of MCCs, and
equipment to be powered out of each MCC.
3.4 Determine the space required for electrical equipment.
Establish reasonable, but conservative, preliminary
electrical equipment room sizes.
3.5 Determine whether electrical rooms should be air
conditioned.
3.6 Coordinate with the utility and JEA to determine
modes of generator operation. Define utility
interconnection requirements and load shedding.
3.7 Identify JEA’s electrical equipment requirements.
3.8 Define hazardous locations (NFPA 820) and document
4.0 Schematic One-Line Diagram
4.1 Prepare a preliminary overall one-line diagram for the
proposed facilities.
5.0 Report
5.1 Provide major electrical equipment list.
5.2 Document building- and room-specific design criteria.
5.3 Develop the concepts for special systems that include
as a minimum the following system.
• Coordinate the I&C for integration and additional
design criteria
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• Telephone (e.g., incoming service location, scope of

supply, etc.)
• Data highway (e.g., control system)
• Data highway (e.g., LAN, office automation)
• Fire alarm system
• Security system
• Closed-circuit television (TV) system
• Power monitoring system
• Structured Cabling System
Geotechnical
Design Activity
1.1 Prepare geotechnical investigation plan, minimum soil
boring, and laboratory testing plan.
2.0 Subsurface Investigation

2.1 Conduct subsurface geotechnical investigation and
laboratory testing of soils at the project site.
2.2 Develop preliminary foundation recommendations.
HVAC Systems
Design Activity
1.0 Building Code Review

1.1 Perform a ventilation code review of existing facilities
that require rehabilitation to identify areas where the
facilities do not meet current codes. Develop a plan to
bring existing facilities into code compliance when
necessary.
2.0 HVAC Concepts

2.1 Select type of ventilation system to be used in process
buildings (e.g., inlet air tempered with both inlet and
outlet fans or simple exhaust fan system).
2.2 Select type of heating system to be used; hot water
boiler, hot air furnace, space heaters.
2.3 Select type of HVAC equipment.
2.4 Select type of air conditioning system to be used in
personnel spaces; variable air volume system, zoned
constant air volume system.
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3.0 Report
3.1 Document HVAC concepts and design criteria by
building and room.
3.2 Prepare HVAC equipment list.
I&C Systems
Design Activity
1.0 Diagrams
1.1 Prepare a process flow drawing for each treatment
process.
1.2 Prepare Process & Instrumentation Diagrams (P&ID)
for each process
2.0 Process Control Philosophy

2.1 Develop control system block diagram.
2.2 Select control system configuration (local control
panels, PLC-based controls, or DCS-based controls)
based on input from JEA, process and mechanical
engineers, and DM.
3.0 Communications and Networking

3.1 The following list the some of the key design functions
that may require some resolution:
• Communications Design Criteria
• Network topologies for both Control and Business
network that includes both Campus and building
networks
• Wireless networks
• Separate/combined business and process control
networks
• Reliability & redundancy
• Security
• Communications rooms ( XLV)
• Emergency power requirements
• Integration with high speed internet
• Firewall design and configuration
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4.0 Report
4.1 Define or recommend control system procurement
methods and software development.
4.2 Document JEA’s control system and other information
needs (e.g., reports needed, integration with lab data,
O&M).
4.3 Develop and publish control system block diagram.

Design Activity
1.0 Evaluate Existing Systems

1.1 Coordinate with JEA on water availability (quantity,
pressure).
1.2 Coordinate with JEA on storm and sanitary sewer
availability.
2.0 Building Code Review

2.1 Identify fire codes and applicable regulations.
2.2 Determine type of fire protection to be provided.
2.3 Determine hazard ratings, light, ordinary, etc., for all
areas to be protected and show on drawings.
2.4 Estimate required water quantities/rates for sprinklers
and fire protection.
3.0 Water Flow/Storage/Containment/Drainage

Requirements
3.1 Calculate water requirements and sanitary sewer
flows.
4.0 Report
4.1 Document plumbing and fire protection concepts and
building- and room-specific design criteria.
Structural
Design Activity
1.0 Structural Design Criteria

1.1 Define codes and standards applicable to the project.
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1.2 Provide structural building design concepts.

1.3 Define design loads and deflection limits for the
various functions of buildings and structures.
1.4 Define specifications for materials of construction.
1.5 Determine foundation requirements.
2.0 Report
2.1 Document structural information in a memorandum.
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Final Design Phase Checklist
During the Final Design (FD) phase, the project design is 100 percent complete. Final design
plans, specifications, and supporting calculations are prepared. The two major deliverables
for this phase include the documents for JEA and QC review and the complete bid-ready
documents. Although this may be completed during earlier phases, documentation to
support permit applications is also often developed and provided during this phase.
Additional external deliverables can include a construction schedule and project delivery
analysis, if required.
Final Design Phase

General Requirements
1.0 Prepare final construction cost estimate.
2.0 Document completion of internal Quality Control

reviews.
3.0 Submit electronic drawing files and camera-
ready specifications to JEA.
4.0 Confirm closings or resolution of real estate
acquisitions.
5.0 O&M Sign-off of Contract Documents
Project/Design Management
Design Activity
1.0 Construction Document

1.1 Prepare and/or coordinate the legals and Division 1
specifications with JEA.
2.0 Project Permitting

2.1 Prepare documents, reports, and permit applications,
as required.
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2.2 Address comments and requests for additional

information from regulatory agencies.
Process Mechanical
Design Activity
1.0 Piping Layout

1.1 Prepare any remaining small yard piping with
site/civil disciplines to coordinate location.
1.2 Show pipe and duct sizes and elevations (centerline or
invert).
2.0 Sections and Details

2.1 Prepare standard details.
3.0 Specifications
3.1 Finalize equipment specifications and schedules.
4.0 Project Permitting
4.1 Address all process comments received from
permitting agencies.
Site/ Civil
Design Activity
1.0 Site/Civil Plans

1.1 Finalize site layout, including road layout, building
locations, and overall grading.
1.2 Provide coordinates or layout dimensions for new
facilities.
1.3 Finalize roadway geometrics and horizontal and
vertical alignments.
1.4 Finalize fencing, gates, security, and access control.
1.5 Finalize roadway pavement design, sections, and
details.
1.6 Locate sidewalks and door pads.
1.7 Finalize grading and add spot elevations.
2.0 Site Utility Plans
2.1 Finalize horizontal alignment of utility systems.
2.2 Develop vertical alignment of utility systems.
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2.3 Finalize storm drainage system based on final grading

plan and prepare manhole and inlet schedule.
3.0 Site Demolition Plans

3.1 Prepare site demolition plans.
4.0 Site/Civil Details
4.1 Prepare project-specific and standard details.
5.0 Specifications
5.1 Finalize specifications and schedules.
Architectural
Design Activity
1.0 Architectural Floor Plans
2.0 Roof Plan
3.0 Reflected Ceiling Plan
4.0 Building Elevations
6.0 Architectural Schedules

6.1 Door and hardware schedule
6.2 Window schedule
6.3 Finish schedules
6.4 Color schedule
6.5 Louver schedule

7.0 Final Specifications
Structural
Design Activity
1.0 Structural Framing

1.1 Complete roof framing plans.
1.2 Complete framing plans for each floor or level in the
structure.
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2.0 Columns and Walls

2.1 Complete column and wall designs and sections.
3.0 Foundations
3.1 Complete foundation plan.

4.1 Prepare details unique to the project.
5.0 Specifications
5.1 Finalize structural specifications and schedules.
Electrical
Design Activity
1.0 One-Line Diagrams

1.1 Finalize control diagram drawings.
1.2 Finalize one-line diagrams.
2.0 Electrical Plans
2.1 Develop electrical process and facility plans.
2.2 Finalize duct bank routing and locate manholes and
handholes.
3.0 Lighting Plans

3.1 Provide site lighting plan for the required functions.
3.2 Prepare lighting/power panel schedules.
4.0 Sections, Details, and Schedules
4.1 Prepare motor control diagrams.
5.0 Specifications
5.1 Develop specifications.
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Geotechnical
1.0 Design Calculations

1.1 Prepare geotechnical data and information for
inclusion in the contract documents.
2.0 Specifications
2.1 Finalize specifications, including excavation support
and dewatering requirements.
HVAC Systems
1.0 Duct Layout

1.1 Finalize HVAC layout/corridors.
2.1 Prepare HVAC standard details.
2.2 Prepare HVAC equipment schedules.
3.0 Specifications
3.1 Finalize HVAC specifications and schedules.
I&C Systems
Design Activity
1.0 I&C Design

1.1 Finalize P&IDs.
1.2 Finalize control/loop diagrams.
1.3 Prepare installation details.
1.4 Prepare any other miscellaneous I&C drawings.
• Communications and Network diagrams
• Control system block diagrams
• Typical drawings & details
• Control panel drawings
2.0 Specifications
2.1 Finalize instrument lists, panel schedules, and loop
specifications.
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1.0 Floor Plans

1.1 Finalize potable and non-potable water supply,
fuel gas supply and storm and sanitary
drainage system plans.
1.2 Finalize plumbing and fire protection system plans.
1.3 Show locations of fire sprinkler flow switch(es),
alarm bell(s), post indicator valve, isolation
valves, fire department connection and location
of test and drain pipe discharge(s) on building
plans.

1.4 Determine locations and show fire sprinkler
zone control valves on drawings where
required.

2.1 Prepare riser diagrams (plumbing, fire, fuel gas).
2.3 Detail fire protection water supply into building
showing pipe penetrations, flow switch locations,
and connection of fire department connection to
sprinkler supply piping.
3.0 Specifications
3.1 Finalize plumbing, fire protection, piping, and
valve specifications.
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SupplierScore Architect &
Engineering
Contract Number: Evaluator:

PO Number: Supervisor:
Bid Number: Contract Administrator:
Evaluation Number: Type of Work:
Contract Name: Evaluation Date:
Vendor Name: Evaluation Start Date:
Vendor Contact: Evaluation End Date:
Instructions: Select the box that best describes the performance of the supplier for each performance measure. Not all items in a box must exactly describe the supplier’s
performance. Rather, select the box that contains the combination of attributes most reflective of the supplier’s performance. A score of 3 indicates the supplier met expectations for
that metric.
Select Not Applicable if the measure does not apply. Select Insufficient Information if you cannot adequately support a score for that metric. Use the comment sections to clarify and
provide examples.
1 2 3 4 5
Timeliness: O O O O O
Rarely on schedule: Inconsistently on Usually on schedule: Consistently on Always on schedule:
Measure of how well the schedule: schedule:
supplier adheres to Few or no milestones met. Demonstrated sense of Met all major milestones.
schedule, and meets due Little or no sense of 10%-20% behind schedule urgency and commitment Proactive in identifying Proactive in identifying and
dates. urgency. and delay is attributed to to a schedule. schedule related issues. resolving schedule related
Little or no use of supplier's performance. Less than 10% over or Scheduling and planning issues.
O Not Applicable schedules or a scheduling Some sense of urgency, but under schedule adjusting processes formalized. Scheduling and planning
O Insufficient Information process. little effective action. for change orders. No Where being ahead of processes formalized and
More than 20% behind Some use of schedule, or portion of delay is schedule is beneficial to integrated into all aspects
schedule and delay is some semblance of a attributable to supplier's JEA, work was more than of the work.
attributable to supplier's scheduling process. performance. 10% but less than 20% Where being ahead of
performance. Regularly uses schedules to ahead of schedule schedule is beneficial to
plan work and adjusting for change JEA, work was more than
communicate progress and orders. 20% ahead of schedule
communicate progress. adjusingi for change orders.
Comments:
© CMI Management Consulting, 2003 Licensed for use by JEA Page 1 of

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Engineering
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Customer Service: O O O O O
Poor customer service: Customer service needs Good customer service: Very good customer Exceptional customer
Measure of customer improvement: service: service:
service orientation of Demonstrated little or no Cooperative and courteous.
contractor to JEA and other courtesy or cooperation Some effective Demonstrated intent to be Consistently cooperative All key individuals plus
agencies involved in the with others. communication, but could flexible to JEA needs. and courteous. additional executive and
work as demonstrated Inflexible to changing be improved. Key individuals available to Key individuals always subject matter expert
through courtesy and conditions. Some issues relating to do work as proposed. available when needed. resources actively
cooperation, credibility and Key individuals were not cooperation with others. Met commitments made. Met all commitments made participated as needed in
adequacy of available as proposed. Some issues that could Timely and useful to JEA and other agencies. delivering solution.
communications, reliability Little or no regard for have been resolved easier communications. Very flexible in handling Always a can-do approach
of stated actions, and serving JEA. had contractor been more day-to-day issues. to busines and extremely
flexibility. Little or no useful flexible. Very good communication flexible to JEA needs.
communication. Some key individuals were and coordination. Always courteous and
O Not Applicable Unreliable in meeting not available as proposed. cooperative.
O Insufficient Information commitments. Sometimes did not follow Company executives
through to ensure involved in ensuring
commitments made were exceptional customer
met. service.
Formal processes for
providing updates and
other useful
communications; excellent
verbal and written
communicators.
Proactively seeks ways to
better serve JEA.
Comments:

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Engineering
1 2 3 4 5
Financial Performance O O O O O
(Fixed and unit price Poor value for the Questionable value for Good value for the Very good value for the Excellent value for the
work):: money: the money: money: money: money:
Measure of the Contractor not forthright or After work began, contactor Contractor requested Contractor actively sought Contractor actively sought
commitment of the timely with information actively sought out change orders only when ways to minimize number ways to minimize number
contractor to delivering relative to change orders. opportunities to submit scope or circumstances and dollar amount of and dollar amount of
maximum value to JEA. Cost overruns of more than change orders. clearly changed. change orders. change orders.
20% attributable to Contractor not consistently Contractor was forthright Contractor found savings of Contractor found savings of
O Not Applicable contractor's performance. forthright or timely with and timely with information up to 10% by identifying more than 10% by
O Insufficient Information Supplier missed major information relative to relative to change orders. ways JEA could avoid costs identifying ways JEA could
opportunities to minimize change orders. Cost overruns of not more that otherwise would have avoid costs that otherwise
costs to JEA. Cost overruns of more than than 10%, adjusting for been incurred. would have been incurred.
10% but less than 20% change orders. No portion Contractor was forthright Contractor was forthright
attributable to contractor's of overrun attributable to and timely with information and timely with information
performance. contractor's performance. relative to change orders. relative to change orders.
Supplier missed some Supplier did not miss Supplier found savings of Supplier found savings of
opportunities to minimize significant opportunities to up to 10% of original more than 10% of original
costs to JEA. minimize costs to JEA. contract price through contract price through
value engineering and value engineering and
shared savings with JEA per shared savings with JEA per
value engineering clause. value engineering clause.
Comments:

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Engineering
1 2 3 4 5
(Time & Material): Poor value for the Questionable value for Good value for the Very good value for the Excellent value for the
money: the money: money: money: money:
Measure of the value JEA
received for the money Proceeded with significant Contractor did not take Contractor took reasonable Contractor found savings of Contractor found savings of
paid. Use this section for out of scope work without reasonable actions to actions to minimize costs to up to 10% by identifying more than 10% by
time & material contracts. JEA prior approval minimize costs to JEA. JEA. ways JEA could avoid costs identifying ways JEA could
producing a significant Where an estimate was Where an estimate was that otherwise would have avoid costs that otherwise
O Not Applicable claim. provided, costs were more provided, Contractor been incurred. would have been incurred.
O Insufficient Information Where an estimate was than 15%, but less than completed the work at the Where an estimate was Where an estimate was
provided, costs were more 30% over estimate estimated costs or not provided, project completed provided, project completed
than 30% over estimate considering mitigating more than 15% over under estimate by not more more than 10% under
considering any mitigating factors. estimate considering any than 10% considering any original estimate
factors. Work was not managed to mitigating factors. mitigating factors. considering any mitigating
Work was managed poorly deliver good value to JEA. Work was managed Work was well managed factors.
with little or no thought adequately. with contractor consistently Work was managed
given to minimizing costs to managing project costs. exceptionally well with
JEA. contractor always
managing project costs.
Comments:

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Quality -- Technical O O O O O
Proficiency of Staff: Poor technical Technical proficiency Good technical Very good technical Exceptional technical
proficiency: needs improvment: proficiency: proficiency: proficiency:
Measure of the technical
skills, knowledge, and Does not understand the For design work, Deliverable acceptable, with Deliverable of high quality Able to provide value added
dedication to quality work work, nor take any sense of construction costs likely to only minor edits. with only minor edits. input on JEA's standards,
of the supplier's staff. pride in work output. be higher than they should Demonstrates experience in Demonstrates above procedures and project
Fatal number of errors of be, or take longer than the subject matter. average knowledge of the requirements producing a
O Not Applicable fact. scheduled. For design work, subject matter. tangible benefit for JEA.
O Insufficient Information Little understanding of No major problems, but construction costs and For design work, innovative Deliverable of exceptional
JEA's standards, procedures some rework required. schedule should be as design approaches should quality.
and project requirements. Some care regarding expected. reduce overall construction Demonstrates an unusually
Major problems with the delivering a quality service. Good understanding of costs and schedules. high level of understanding
work. Deliverable Some demonstrated JEA's standards, procedures High regard for delivering a and skill in executing the
unacceptable. knowledge of the work. and project requirements. quality service. work.
Steps done incorrectly or Some errors of fact. No significant errors of fact. No errors of fact. For design work, innovative
missed entirely. Some understanding of Regard for delivering a Strong understanding of design approaches should
Steps performed incorrectly JEA's standards, procedures quality service. JEA's standards, procedures minimize overall
or missed entirely. and project requirements. and project requirements. construction costs and
schedules.
No errors of fact.
Relentless drive to deliver
technical perfection.
Comments:

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Quality -- O O O O O
Professionalism of Staff: Completely Professionalism needs Usually professional: Consistently Always professional:
unprofessional: improvement: professional:
Measure of the Appearance, Always puts JEA's
appropriateness of the Did not put JEA's objectives Did not always put JEA's communication, attitude, Appearance, objectives first.
supplier's work habits. first. objectives first. sensitivity, an conduct communication, attitude, Appearance,
Personal appearance, Did not establish a good generally appropriate for sensitivity and conduct communication, attitude,
O Not Applicable communication, attitude, rapport with staff and other the work environment. always appropriate for the sensitivity and conduct
O Insufficient Information sensitivity, and conduct organizations involved in Established good rapport work environment. always exemplary.
completely inappropriate work. with staff and other Consistently puts JEA's Professionalism is
for the task and work Personal appearance, organizations involved in objectives first. embedded in supplier's
environment. communication, attitude, work. Professional standards corporate culture.
Was not able to perform in sensitivity, or conduct, Put JEA's objectives first. formalized and consistently
a collaborative manner. generally below adhered to.
expectations and in need of
improvement.
Comments:

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Quality -- Intellectual: O O O O O
Poor intellectual quality: Intellectual quality Good intellectual Very good intellectual Excellent intellectual
Measure of value of the needs improvement: quality: quality: quality:
ideas brought forward by Little or no ability to
the supplier, and the influence or persuade. During reviews, comments During reviews, comments Consistently demonstrated Dedication to thoroughly
usefulness of the supplier's Little or no value added by provided by supplier were provided by supplier were intellectual horsepower. examining issues.
thinking. firm's participation in the mainly non-substantive meaningful. Ideas brought forward Exceptional intellectual
project. comments; reviews were Good ability to influence were of significant value to horsepower.
O Not Applicable No useful ideas brought problematic. and persuade as JEA. Key influencers in driving to
O Insufficient Information forward. Few useful ideas brought appropriate for effective Key individuals sought out a successful outcome.
Supplier was a roadblock to forward. project work. for their ideas. Very high value ideas
completing the work. Some ability to influence or Useful ideas brought Strong influencers in brought forward that JEA
persuade. forward. moving JEA toward positive acted upon to generate
solutions. significant value.
Comments:

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Engineering
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Safety: O O O O O
Potentially dangerous: Safety performance Good safety Very good safety Model safety
Measure of how safe a needs improvement: performance: performance: performance:
work environment is Blatant disregard for
maintained by the worker safety. Failure to comply with one Compliance with the four Compliance with the four Compliance with the four
contractor. Created one or more or more of the four elements of the CSMP. elements of the CSMP. elements of the CSMP.
significantly dangerous elements of the CSMP. Safety Assessment scores Safety Assessment scores Safety Assessment scores
O Not Applicable situations. Safety Assessment scores will be considered. will be considered. will be considered.
O Insufficient Information Deliberately hindered will be considered. Demonstrated safe working Consistently demonstrated Formalized safety program
inspections. Improvement needed. practices. safe working practices. is integrated into every part
Did not demonstrate safe Inconsistent use of safe Followed documented Demonstrated strict of the company's work
working practices. working practices. safety program. adherence to its practices and culture.
Failure to comply with one Received one or more No OSHA violations or documented safety No OSHA violations or
or more of the four OSHA violations or recordables; no stop-work program. recordables; no stop-work
elements of the CSMP. recordables or stop-work orders. No OSHA violations or orders.
Safety Assessment scores order(s). No potentially dangerous recordables; no stop-work Supplier always
will be considered. situations observed. orders. demonstrated the highest
Received one or more sensitivity to worker safety.
OSHA citations or a stop- Very open to inspections
work order. and to being held out as
having a model safety
program.
Comments:

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JSEB Compliance: O O O O O
Poor compliance: Compliance needs Good compliance: Very good compliance: Model JSEB Program:
Measure of contractor's improvement:
compliance with JSEB Did not comply nor Achieved 100% of JSEB Exceeded 100% of JSEB Achieved or exceeded JSEB
program, its intent, and demonstrate an intent to Reluctant compliance with targets, where market targets. Full-compliance targets.
achievement of targets. comply resulting in less program resulting in 71 - conditions allowed. Full- with program. Achieved or exceeded JSEB
than 70% of target JSEB 99% of target utilization. compliance with program. Performed JSEB mentoring. targets. Active formal
O Not Applicable utilization. Utilization could have been Achieved 100% of program mentoring program. Full
O Insufficient Information greater had contractor target utilization, where compliance with program.
complied with program. market conditions allowed. Active JSEB mentoring and
Utilization could have been development program.
100% of target had
contractor complied with
program.
Comments:

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Contract O O O O O
Administration: Poor administration: Administration needs Good administration: Very good Excellent
improvement: administration: administration:
Measure of how well Incomplete permitting or Good use of schedules.
supplier managed the certifications. Certifications provided late. Usually produces required Consistently produces Aggressively finds and
administrative processes Invoice accuracy is poor. Inconsistently produces paperwork including required paperwork implements process
associated with providing Rarely produced required required paperwork on accurate invoices and including accurate invoices improvements designed to
the service. paperwork. time. status reports in a timely and reports in a timely improve contract and
Reports not delivered, or Invoice accuracy needs manner. manner. process administration.
O Not Applicable completely inaccurate. improvement. Rarely are invoice Always produces required
O Insufficient Information Schedules not updated or Little or no documented inaccuracies found. paperwork in a timely
provided. status reporting. Schedules Regularly seeks ways of manner.
not updated adequately. improving reporting. Invoices and reports always
Some reports delivered Regularly seeks ways of accurate, timely and useful.
with errors. improving scheduling and Service management
status reporting. documentation integrated
Service management into every part of the
process is documented in company's operations.
supplier's operating
procedures.
Comments:

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Engineering

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Additional Comments and Recommendations to Buyer:
In the future, I recommend (check one) using this company not using this company using this company but closely monitoring their performance.

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SupplierScore Design/Build

that metric.
provide examples.
1 2 3 4 5
Comments:

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1 2 3 4 5
contractor to JEA and other courtesy or cooperation Some effective Demonstrated intent to be Consistently cooperative Always a can-do approach
agencies involved in the with others. communication, but could flexible to JEA needs. and courteous. to busines and extremely
work as demonstrated Inflexible to changing be improved. Met commitments made. Met all commitments made flexible to JEA needs.
through courtesy and conditions. Some issues relating to Timely and useful to JEA and other agencies. Always courteous and
cooperation, credibility and Little or no useful cooperation with others. communications. Very flexible in handling cooperative.
adequacy of communication. Some issues that could day-to-day issues. Company executives
communications, reliability Unreliable in meeting have been resolved easier Very good communication involved in ensuring
of stated actions, and commitments. had contractor been more and coordination. exceptional customer
flexibility. flexible. service.
Sometimes did not follow Formal processes for
O Not Applicable through to ensure providing updates and
O Insufficient Information commitments made were other useful
met. communications; excellent
verbal and written
communicators.
Comments:

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Care of JEA Customers: O O O O O
Poor customer care: Customer care needs Good customer care: Very good customer Excellent customer
Measure of how well improvement: care: care:
contractor prevents Customer experienced Customer experienced no
customer complaints and significant distress. Communication with distress. No customer related Customer gives JEA high
responds to complaints in Ineffective or untimely customer and Project Effective and timely actions complaints generated that marks for handling of the
the event they occur. response to customer Outreach could be taken to prevent customer could be considered the project.
issues. improved. related issues. contractor's fault. Formalized processes for
O Not Applicable Little or no actions taken to Customer did not Effective and timely Proactive and very effective providing exceptional care
O Insufficient Information prevent customer related experience significant communication with actions taken to prevent of JEA's customers.
issues. distress. customer and Project customer related issues. No customer complaints
Little or no communication Response to customer Outreach. Very effective received.
with customer and Project issues including timeliness Effective and timely communications. Issues Several customer
Outreach. and resolution actions could resolution of customer resolved quickly, compliments received.
Many customer complaints, use improvement. issues. professionally, and Where survey was used,
or one or more significant Some actions taken to Only a few minor customer customer and Project score of 19 or 20 on Project
customer related issues. prevent customer related complaints received. Outreach pleased with Outreach Questionnaire.
Required upper issues. Where survey was used, contractor interaction.
management to get Some customer complaints score of 15 or 16 on Project Where survey was used,
involved in resolution. received, none of them of Outreach Questionnaire. score of 17 or 18 on Project
Where survey was used, major significance. Outreach Questionnaire.
score of 10 or less on Where survey was used,
Project Outreach score of 11 to 14 on Project
Questionnaire. Outreach Questionnaire.
Comments:

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1 2 3 4 5
Comments:

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Comments:

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1 2 3 4 5
Quality -- Workmanship: O O O O O
Poor workmanship: Workmanship needs Good workmanship: Very good Exceptional
Measure of the craft skills, improvement: workmanship: workmanship:
knowledge, and dedication Extensive rework required. Demonstrated experience
to quality work. Workers do not understand Some care regarding in the craft and regard for Contractor's inspection Demonstrated a relentless
the work, nor take any delivering a quality project. delivering a quality project. program identified and drive to deliver a quality
O Not Applicable sense of pride in work Some demonstrated Little rework required -- remedied all defects project.
O Insufficient Information output. knowledge of the work. none of it significant. without notice from JEA. Demonstrated an unusually
Workers looked for every Some significant rework Demonstrated above high level of understanding
opportunity to just get the required. average knowledge of the and skill in executing the
job done. craft and a high regard for work.
delivering a quality project. No rework required by JEA.
Little or no rework
required.
Comments:

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1 2 3 4 5
Quality -- Technical O O O O O
Proficiency of Staff: Poor technical Technical proficiency Good technical Very good technical Exceptional technical
proficiency: needs improvment: proficiency: proficiency: proficiency:
Measure of the technical
skills, knowledge, and Does not understand the For design work, Deliverable acceptable, with Deliverable of high quality Able to provide value added
dedication to quality work work, nor take any sense of construction costs likely to only minor edits. with only minor edits. input on JEA's standards,
of the supplier's staff. pride in work output. be higher than they should Demonstrates experience in Demonstrates above procedures and project
Fatal number of errors of be, or take longer than the subject matter. average knowledge of the requirements producing a
O Not Applicable fact. scheduled. For design work, subject matter. tangible benefit for JEA.
O Insufficient Information Little understanding of No major problems, but construction costs and For design work, innovative Deliverable of exceptional
JEA's standards, procedures some rework required. schedule should be as design approaches should quality.
and project requirements. Some care regarding expected. reduce overall construction Demonstrates an unusually
Major problems with the delivering a quality service. Good understanding of costs and schedules. high level of understanding
work. Deliverable Some demonstrated JEA's standards, procedures High regard for delivering a and skill in executing the
unacceptable. knowledge of the work. and project requirements. quality service. work.
Steps done incorrectly or Some errors of fact. No significant errors of fact. No errors of fact. For design work, innovative
missed entirely. Some understanding of Regard for delivering a Strong understanding of design approaches should
Steps performed incorrectly JEA's standards, procedures quality service. JEA's standards, procedures minimize overall
or missed entirely. and project requirements. and project requirements. construction costs and
schedules.
No errors of fact.
Relentless drive to deliver
technical perfection.
Comments:

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1 2 3 4 5
Quality -- O O O O O
Professionalism of Staff: Completely Professionalism needs Usually professional: Consistently Always professional:
unprofessional: improvement: professional:
Measure of the Appearance, Always puts JEA's
appropriateness of the Did not put JEA's objectives Did not always put JEA's communication, attitude, Appearance, objectives first.
supplier's work habits. first. objectives first. sensitivity, an conduct communication, attitude, Appearance,
Personal appearance, Did not establish a good generally appropriate for sensitivity and conduct communication, attitude,
O Not Applicable communication, attitude, rapport with staff and other the work environment. always appropriate for the sensitivity and conduct
O Insufficient Information sensitivity, and conduct organizations involved in Established good rapport work environment. always exemplary.
completely inappropriate work. with staff and other Consistently puts JEA's Professionalism is
for the task and work Personal appearance, organizations involved in objectives first. embedded in supplier's
environment. communication, attitude, work. Professional standards corporate culture.
Was not able to perform in sensitivity, or conduct, Put JEA's objectives first. formalized and consistently
a collaborative manner. generally below adhered to.
expectations and in need of
improvement.
Comments:

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1 2 3 4 5
Quality -- Intellectual: O O O O O
Poor intellectual quality: Intellectual quality Good intellectual Very good intellectual Excellent intellectual
Measure of value of the needs improvement: quality: quality: quality:
ideas brought forward by Little or no ability to
the supplier, and the influence or persuade. During reviews, comments During reviews, comments Consistently demonstrated Dedication to thoroughly
usefulness of the supplier's Little or no value added by provided by supplier were provided by supplier were intellectual horsepower. examining issues.
thinking. firm's participation in the mainly non-substantive meaningful. Ideas brought forward Exceptional intellectual
project. comments; reviews were Good ability to influence were of significant value to horsepower.
O Not Applicable No useful ideas brought problematic. and persuade as JEA. Key influencers in driving to
O Insufficient Information forward. Few useful ideas brought appropriate for effective Key individuals sought out a successful outcome.
Supplier was a roadblock to forward. project work. for their ideas. Very high value ideas
completing the work. Some ability to influence or Useful ideas brought Strong influencers in brought forward that JEA
persuade. forward. moving JEA toward positive acted upon to generate
solutions. significant value.
Comments:

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Quality -- Materials & O O O O O
Equipment: Poor usage: Usage needs Good usage: Very good usage: Exceptional usage:
improvement:
Measure of the technical Little or no care Good care was Supplier demonstrated a Created significant benefit
understanding of materials demonstrated in the Little care was demonstrated in the strong technical knowledge for JEA and produced a
and equipment installed selection, transport, or demonstrated in the selection, transport, and of material and equipment significantly better quality
and dedication to proper storage or materials or selection, transport, or storage of material and that produced an overall project than originally
selection and handling of equipment. storage of materials or equipment. better quality project than specified.
materials and equipment. Materials or equipment did equipment. Installed material and originally specified. Exceptional care was
not meet specifications and Materials or equipment did equipment to specification. Very good care was demonstrated in the,
O Not Applicable was unacceptable. not meet some No material or equipment demonstrated in the transport, and storage of
O Insufficient Information Regularly tried to specifications and quality issues. transport and storage of materials and equipment.
incorporate poor quality or significant rework was material and equipment. Supplier demonstrated
wrong material or required to fix. exceptional technical
equipment into the work. Occasionally tried installing knowledge of material and
Created significant project sub-spec material or equipment installed.
issues. equipment creating
material or equipment
related issues
Comments:

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Safety: O O O O O
program.
Comments:

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Environmental O O O O O
Stewardship: Poor environmental Environmental Good environmental Very good Model environmental
stewardship: stewardship needs stewardship: environmental stewardship:
Measure of how sensitive improvement: stewardship:
contractor is to the Blatant disregard for Always responded Always demonstrated
environment and job-site applicable environmental Chemicals were sometimes effectively and in a timely Consistently demonstrated highest environmental
related environmental rules and regulation. mis-handled. manner to noted sound environmental stewardship.
issues. Deliberately hindered Inconsistent use of sound deficiencies. stewardship. Job-site was always clean
inspections. environmental stewardship Demonstrated good Job-site was clean and and orderly, noise pollution
O Not Applicable Job-site was not cleaned, practices. environmental stewardship. orderly, noise pollution was was always mitigated,
O Insufficient Information solid waste was not Job-site was sometimes Demonstrated sensitivity to actively managed, chemicals were always
disposed of properly, messy.Chemicals were environmental issues chemicals were handled handled with care, and
chemicals were not handled sometimes mis-handled. including job-site with care, and sediment sediment run-off and
appropriately, and sediment Contractor needed internal cleanliness, noise pollution, run-off and erosion control erosion control always
run-off or erosion control notifications to properly use of chemicals, and was properly managed. managed properly.
not managed properly. contain sediment run-off sediment and erosion No noted deficiencies Supplier's practices
Lack of response to notices and erosion control. control. through internal or demonstrated exceptional
of environmental Supplier needed internal Followed all JEA mandates regulatory inspections. knowledge of
deficiencies resulted in notifications to properly and complied with all Supplier's operating environmental issues and
regulatory intervention. contain sediment run-off permits as outlined in the procedures fully address effectiveness in
One or more significant and erosion control. contract. management of incorporating that
deficiencies found during Supplier needed multiple Supplier's operating environmental issues. knowledge into every
internal or regulatory notifications before taking procedures address aspect of their business.
inspection. action to correct environmental stewardship. Very open to inspections
Regulatory intervention deficiencies. and to being held out as
occurred. having a model
Repeated attempts to environmental program.
correct deficiencies went
unheeded.
Comments:

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1 2 3 4 5
100% of target had
program.
Comments:

16
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1 2 3 4 5
Project Administration: O O O O O
Poor administration: Administration needs Good administration: Very good Excellent
Measure of how well improvement: administration: administration:
contractor managed the As-built documents not Usually produced required
paperwork associated with delivered. As-built documents paperwork including work Consistently produced Always produced required
the project. Invoice accuracy was poor. inadequate or delivered plans, as-built documents, required paperwork paperwork.
Permitting not performed to late. accurate invoices, project including work plans, as- Contractor invested in
O Not Applicable code. Certifications not Inconsistently produced status reports, and built documents, accurate innovative approaches for
O Insufficient Information delivered. required paperwork. permitting and certification invoices and permitting and automating administrative
Rarely produced required Invoice accuracy had some documents in a timely certification documents. tasks that benefited JEA.
paperwork. problems. manner. Contractor effectively used Project administration
Schedules not updated. Little or no project status technology to improve integrated into every part
Work plans not delivered. reporting. administration. of the contractor's
Minimal permitting Project administration is operations.
documentation provided. documented in contractor's Work plans, as-built
Certifications delivered late. operating procedures documents, invoices,
Work plans were project status reports,
incomplete or late. permitting and certification
documents always
accurate, timely and useful.
Comments:

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JEA
DISTRICT II WRF, NGS AND SJRPP
REUSE WATER FORWARDING (WSR)

SYSTEM DESCRIPTION
FILE NO. 179577.93.6609
Issued for Information

April 10, 2013
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SYSTEM DESCRIPTION NO. 179577.93.6609
179577 REUSE WATER FORWARDING 10/Apr/2013
Contents
Executive Summary .............................................................................................................3

1.0 System Description .......................................................................................................5
1.1 System Identification ........................................................................................5
1.2 Function ............................................................................................................5
1.3 General Description ..........................................................................................5
2.0 Component Description ................................................................................................7
2.1 Reuse Pumping Station at JEA District II WRF ...............................................7
2.2 Reuse Water Pipeline ......................................................................................19
2.3 Reuse Water Delivery Stations at SJRPP .......................................................19
2.3 Reuse Water Delivery Station at JEA NGS ....................................................21
3.0 Controls and Instrumentation ......................................................................................24
3.1 Major Equipment Controls and Power Supplies .............................................24
3.2 Alarms and Instrumentation ............................................................................24
3.3 Automatic Protection ......................................................................................24
4.0 System Operation ........................................................................................................26
4.1 Normal Operation ...........................................................................................26
5.0 Reference Materials ....................................................................................................30
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Executive Summary
The Reuse Water Forwarding System conveys reclaimed sewage plant effluent from the
JEA District II Water Reclamation Facility (WRF) to the St. Johns River Power Park
(SJRPP) and the JEA Northside Generating Station (NGS). The major components of the
system are the Reuse Pumping Station located at the JEA District II WRF, approximately
31,000 linear feet of underground piping, and reuse water metering stations located at the
SJRPP and JEA NGS.
The Reuse Pumping Station consists of four vertical turbine pumps for transfer of reuse
water to the SJRPP and JEA NGS: two pumps rated at 2,083 gpm/295 ft TDH, one pump
rated at 694 gpm/307 ft TDH, and one pump rated at 2,000 gpm/100 ft TDH. The Reuse
Pumping Station also contains two vertical turbine pumps for in-plant uses, each rated at
500 gpm/182 ft TDH.
The underground pipeline conveying water from the JEA District II WRF to the SJRPP
and JEA NGS consists of ANSI/AWWA C151/A21.51 ductile iron, AWWA C900/C905
DR 25 PVC, and ASTM D3350 PE 3408/3608 DR 11 HDPE piping. The ductile iron
portions of the pipeline are rated to a minimum of 250 psig. The PVC portions of the
pipeline are rated to 165 psig at 73 °F and the HDPE portions are rated to 160 psig at
73 °F. The majority of the pipeline was hydrostatically pressure tested after installation
to 150 psig in accordance with the applicable JEA Water and Sewer Standards at the
time. Such sections of PVC piping have an effective maximum working pressure of
120 psig per Subsection 7.3 of AWWA Standard C605. Similarly, such sections of
HDPE piping have an effective maximum working pressure of 100 psig per Chapter 9 of
AWWA Manual M55. Sections of piping at the SJRPP and JEA NGS downstream of the
pressure control/metering station were hydrostatically pressure tested to 120 psig in
accordance with ASME B31.1. Such sections of PVC piping have an effective maximum
working pressure of 96 psig, while similar sections of HDPE piping have an effective
maximum working pressure of 80 psig.
The SJRPP is equipped with two reuse water connections that provide reuse water to the
site, each equipped with a reuse water pressure control/metering station. One reuse water
pressure control/metering station controls the flow of reuse water to the Unit 1 and 2
cooling towers and is equipped with a flow meter, pressure transmitter and control valve,
which is set to produce 30 psig of back-pressure on the upstream piping. The other reuse
water pressure control/metering station controls the flow of reuse water to the Unit 1 and
2 well water tanks and bottom ash systems and is equipped with a flow meter, pressure
transmitter and control valve, which is set to produce 14 psig of back-pressure on the
upstream piping and limit the flow of reuse water to less than 600 gpm.
The JEA NGS is equipped with a single reuse water connection that provides reuse water
to the reuse water storage tank. The connection is equipped with a single reuse water
pressure control/metering station. The reuse water metering station controls the flow of
reuse water to the reuse water storage tank and is equipped with a flow meter, pressure
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transmitter and control valve, which is set to produce 15 psig of back-pressure on the
upstream piping.
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System Description
for
Reuse Water Forwarding
1.0 System Description
1.1 System Identification

 Category Name Water Supply and Storage
 Category Code WS
 System Name Reuse Water Forwarding
 System Code WSR
1.2 Function
The function of the Reuse Water Forwarding System (WWC) is to transfer effluent from
the JEA District II Water Reclamation Facility (WRF) to the St. Johns River Power Park
(SJRPP) and the JEA Northside Generating Station (NGS).
1.3 General Description

The reuse water forwarding system consists of the Reuse Pumping Station, located at the
District II WRF, and a reuse water pipeline, which conveys reuse water to the SJRPP and
the Northside Generating Station.
The Reuse Pumping Station includes a concrete effluent wetwell structure, four variable
speed vertical turbine effluent reuse pumps, two variable speed vertical turbine non-
potable water reuse pumps and associated piping, valves, slide gates, in-line devices, and
instrumentation.
The Reuse Pumping Station collects treated effluent from the upstream high level
ultraviolet disinfection system. The pumping station is equipped with a weir and motor
operated slide gates to control the distribution of effluent between the wetwell and outfall
structure. The Effluent Reuse Pumps transfer treated effluent to the SJRPP and JEA
NGS. The reuse service water pumps serve miscellaneous in-plant water users with reuse
water (for pump seals, HVAC, irrigation, etc.).
Reuse water is conveyed to the SJRPP and JEA NGS through approximately
31,000 linear feet of underground reuse piping. The below-grade piping consists of
ductile iron (DI), polyvinyl chloride (PVC) and high density polyethylene materials. The
reuse piping crosses several major roadways, multiple railways, the Broward River, and
Dunn Creek.
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Two reuse connections serve the SJRPP. The northernmost connection to the SJRPP
supplies makeup water to two cooling towers. The southernmost connection supplies
reuse water to two well water tanks. Each connection contains a flow meter and
hydraulically actuated, electronically controlled control valve.
A single reuse water connection serves the NGS. The connection supplies reuse water to
the reuse water storage tank. The connection contains a flow meter and control valve
identical to those serving the SJRPP.
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2.0 Component Description
2.1 Reuse Pumping Station at JEA District II WRF

2.1.1 Component Designations
The Reuse Pumping Station has the major component designations:
 ERP-901 -- Effluent Reuse Pump.
 NPP-901 -- Non-Potable Water Reuse Pump.
 NPP-902 -- Non-Potable Water Reuse Pump.
 PRVR-901-- Reuse Pump Relief Valve
 PRV-902-- Reuse Pressure Regulator
 LIT-901 -- Reuse Pumping Station Wetwell Level Transmitter
 SG-105 -- Reuse Pumping Station Wetwell Sluice Gate
 FS-901 -- Reuse Pump Relief Valve Flow Switch
 FIT-101 -- High Level UV Disinfection Reuse Flow Transmitter
 FIT-102 -- Offsite Reuse Flow Transmitter
 PIT-111 -- Reuse Pressure Transmitter
2.1.2 Description
The Reuse Pumping Station is an asymmetrical concrete structure with a finished floor
surface area of approximately 920 square feet located at the District II WRF. The
pumping station receives treated effluent from the high level ultraviolet (UV) disinfection
system. Flow of effluent into the pumping station is controlled with motor operated
sluice gate SG-102 at the inlet to the high level UV disinfection system. Flow of effluent
from the high level UV disinfection system enters the Reuse Pumping Station over a weir
plate set at an elevation of 11.59 ft.
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Water level in the Reuse Pumping Station wetwell is monitored via level transmitter
LIT-901. The wetwell overflows the weir plate at an elevation of 11.17 ft into the
adjacent effluent outfall box. The wetwell is drained into the adjacent effluent outfall
box via motor operated sluice gate SG-105.
Effluent Reuse Pumps ERP-901 and ERP-902 are Fairbanks-Morse model 13H 7000AW
vertical turbine pumps with five stages and are each rated at 2,083 gpm (3 mgd) and
295 ft total discharge head. The pumps require 34 inches of submergence above the
strainer, corresponding to a level of 40 inches in the wetwell (elevation 9.00 ft). Each
pump, ERP-901 and ERP-902, is driven by a 1,800 rpm, 480 V, 3 phase, 200 hp US
Electric motor and equipped with an ABB model AC S607 adjustable frequency drive,
AFD-1 and AFD-4, respectively. Performance curves for the pumps at multiple speeds
are shown in Figure 2-1-1. A pump outline drawing is shown in Figure 2-1-2.
Effluent Reuse Pump ERP-903 is a Flowserve model 12EMLvertical turbine pump with 5
stages and is rated at 694 gpm (1 mgd) and 307 ft total discharge head. The pump
requires 24 inches of submergence above the strainer, corresponding to a level of 34
inches in the wetwell (elevation 8.50 ft). Each pump is driven by a 1,800 rpm, 480 V,
3 phase, 75 hp motor and equipped with a Toshiba model P9 adjustable frequency drive,
AFD-6. Performance curves for the pump at multiple speeds are shown in Figure 2-1-3.
A pump outline drawing is shown in Figure 2-1-4.
Effluent Reuse Pump ERP-904 is a Flowserve model 12EBM vertical turbine pump with
2 stages and is rated at 2,000 gpm (2.88 mgd) and 100 ft total discharge head. The pump
requires 24 inches of submergence above the strainer, corresponding to a level of 34
inches in the wetwell (elevation 8.50 ft). Each pump is driven by a 1,800 rpm, 480 V,
3 phase, 75 hp motor and equipped with a Toshiba model P9 adjustable frequency drive,
AFD-5. Performance curves for the pump at multiple speeds are shown in Figure 2-1-5.
A pump outline drawing is shown in Figure 2-1-6.
Non-Potable Water Reuse Pumps NPP-901 and NPP-902 are Fairbanks-Morse model
10M 7000AW vertical turbine pumps with four stages and are each rated at 500 gpm and
185 ft total discharge head. The pumps require 33 inches of minimum submergence,
corresponding to a level of 40 inches in the wetwell (elevation 9.00 ft). Each pump,
NPP-901 and NPP-902, is driven by a 1,800 rpm, 480 V, 3 phase, 40 hp US Electric
motor and equipped with an ABB model AC S607 adjustable frequency drive, AFD-2
and AFD-3, respectively. Performance curves for the pumps at multiple speeds are
shown in Figure 2-1-7. A pump outline drawing is shown in Figure 2-1-8.
Above grade piping at the Reuse Pump Station consists of primarily ANSI/AWWA
C151/A21.51 ductile iron, although some piping that has been replaced by plant
personnel is ASTM A312 stainless steel (type and schedule unknown). The ductile iron
piping is the minimum pressure class available for the line size, which includes class 350
and class 250 piping. Ductile iron flanges are ANSI class 125 flanges with a rated
working pressure of 250 psig. Below grade reuse piping on the District II WRF site
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conveying water to the SJRPP and JEA NGS is ductile iron. Low pressure (< 80 psig)
below-grade reuse piping for in-plant uses is PVC (type and schedule are unknown).
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Figure 2-1-1. Effluent Reuse Pumps ERP-901 and ERP-902 Performance Curves
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Figure 2-1-2. Effluent Reuse Pumps ERP-901 and ERP-902 Pump Outline Drawing
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Figure 2-1-3. Effluent Reuse Pump ERP-903 Performance Curve
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Figure 2-1-4. Effluent Reuse Pump ERP-903 Pump Outline Drawing
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Figure 2-1-5. Effluent Reuse Pump ERP-904 Performance Curve
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Figure 2-1-6. Effluent Reuse Pump ERP-904 Pump Outline Drawing
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Figure 2-1-7. Effluent Reuse Pumps NPP-901 and NPP-902 Performance Curves
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Figure 2-1-8. Effluent Reuse Pumps NPP-901 and NPP-902 Pump Outline Drawing
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2.1.3 Design
The total storage volume of the Reuse Pumping Station wetwell is approximately
38,000 gallons. Effluent Reuse Pumps ERP-901 and ERP-902 and Non-Potable Water
Reuse Pumps NPP-901 and NPP-902 require a minimum level of 40 inches in the
wetwell, yielding an effective, usable volume of approximately 15,000 gallons. Effluent
Reuse Pumps ERP-903 and ERP-904 require a minimum level of 34 inches in the
wetwell, yielding an effective, usable volume of approximately 18,400 gallons.
Figure 2-1-9 shows the minimum and maximum water level elevations for the wetwell.
Figure 2-1-9. Reuse Pumping Station - Elevation View
The Reuse Pumping Station is equipped with multiple vertical turbine pumps designed to
accommodate a wide range of flow rates into the wetwell. Effluent Reuse Pumps
ERP-901 and ERP-902 function as high-capacity, high-pressure pumps and are each rated
at 2,083 gpm (3 mgd) at 295 ft total discharge head. Effluent Reuse Pump ERP-903
functions as a low-capacity, high-pressure pump and is rated at 694 gpm (1 mgd) at
307 ft total discharge head. Effluent Reuse Pump ERP-904 functions as a high-capacity,
low-pressure pump, and is rated at 2,000 gpm (2.88 mgd) at 100 ft total discharge head.
Figure 2-1-10 shows the system resistance curve, the performance curves for each
Effluent Reuse Pump, and multiple parallel pump operation (Non-Potable Pumps
NPP-901 and NPP-902 are omitted).
Pump ERP-904 is designed to operate at various speeds along the system resistance curve
during periods of low flow up to 2,100 gpm. Pumps ERP-901 and ERP-902 are designed
to operate at various speeds along the system resistance curve during normal operation
from 2,100 gpm (3.0 mgd) up to approximately 4,600 gpm (6.6 mgd). During peak flow,
pump ERP-903 is designed to provide additional capacity up to approximately 4,931 gpm
(7.1 mgd) in conjunction with pumps ERP-901 and ERP-901.
The maximum normal operating pressure is approximately 132 psig, which corresponds
to the system resistance curve at the peak flow, 4,931 gpm. For overpressure protection,
the system design includes a relief valve, PRVR-901, which is set at 145 psig allowing
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ten percent overpressure without exceeding the pressure rating of the piping materials.
The discharge of the relief valve is returned to the Reuse Pumping Station wetwell and is
equipped with a flow switch (FS-901) for alarm at the operator’s interface.
The pumping station is equipped with a pressure regulating valve, PRV-902, in the
header between the discharge of the Effluent Reuse Pumps and the Non-Potable Water
Reuse Pumps. The pressure regulator is set at 80 psig to prevent overpressurizing the
plant service water system. During periods of low reuse water flow rates and Effluent
Reuse Pump ERP-904 is in operation, Non-Potable Water Reuse Pumps NPP-901 or
NPP-902 may be required to operate to maintain the pressure requirement to the house
reuse water demand.
2.2 Reuse Water Pipeline

None.
2.2.2 Description
The reuse water main conveys reuse water from the Reuse Pumping Station at the JEA
District II WRF to the SJRPP and JEA NGS. The reuse water main consists of
approximately 31,000 linear feet (5.9 mi) of below-grade PVC and HDPE pipe. The
reuse water main crosses several major roadways, multiple railways, the Broward River,
and Dunn Creek.
2.2.3 Design
The reuse water main consists of primarily 24 inch and 16 inch AWWA C905 DR 25
PVC pipe. Where PVC reuse piping crosses a railway, the piping is protected by a steel
carrier pipe. There are a number of locations where 18 inch ASTM D3350 PE 3408/3608
DR 11 HDPE pipe was used for directional boring. Such 30 inch HDPE piping was also
utilized where the pipeline crosses Broward River, which is contained within a 36 inch
steel casing. Below grade gate valves are located in the reuse main at all major crossings
for isolation.
Below grade piping was hydrostatically tested at 150 psig per the JEA Water and Sewer
Standards.
2.3 Reuse Water Delivery Stations at SJRPP

The Reuse Water Delivery Stations at SJRPP have the major component designations:
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 Reuse Water Metering Station (Cooling Towers)
 Reuse Water Metering Station (Well Water Tanks)
 02-075-FV-50 -- Unit #2 Cooling Tower Reuse Water Isolation Valve
 02-075-FV-51 -- Unit #1 Cooling Tower Reuse Water Isolation Valve
 N00-NL12-016 -- Unit #1 Well Water Tank Supply Isolation Valve
 N00-NL12-017 – Unit #2 Well Water Tank Supply Isolation Valve
2.3.2 Description
The reuse water connection serving the SJRPP cooling towers consists of the Reuse
Water Metering Station, piping and two motor operated isolation valves. The metering
station consists of a flow meter, a pressure transmitter, and control valve. Motor operated
isolation valves manage the flow of reuse water to each cooling tower basin.
The reuse water connection serving the SJRPP well water tanks and bottom ash systems
consists of the Reuse Water Metering Station, piping and automatic butterfly valves. The
metering station consists of a flow meter, housed in a below-grade concrete meter vault,
and an above-grade control valve located immediately downstream of the meter vault.
Automated butterfly valves manage the flow of reuse water to each well water tank.
Flow to each bottom ash system is regulated using manual isolation valves. Other minor
connections downstream of the metering station consist of a 6 inch truck fill station and a
6 inch irrigation connection.
2.3.3 Design
The design of the Reuse Water Metering Station serving the cooling towers is per the
JEA Water and Sewer Standards. The metering station includes an above-grade 12 inch
Endress and Hauser model Promag 53P Profibus DP electromagnetic flow meter, a
pressure transmitter, and a 12 inch Bermad model 718-03 hydraulically actuated,
electrically controlled, y-pattern control valve. The control valve is set to produce 30
psig of back-pressure on the upstream piping at all flow rates to ensure distribution of
flow to other reclaimed water delivery points served by the pipeline. The recommended
back-pressure set point is 18 psig.
Connections to the Unit #1 and #2 cooling towers each include 16 inch plug valves with
motor operators for isolation.
Above grade piping part of the connection to the cooling towers is ASTM 312 Type 316
Std. Wt. stainless steel. Below grade piping is AWWA C905 DR 25 PVC. Piping was
initial service leak tested.
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The Reuse Water Metering Station serving the well water tanks and bottom ash systems
consists of a below-grade 12 inch Endress and Hauser Proline Promag flow meter and an
above-grade 12 inch Bermad model 718-03 hydraulically actuated, electrically
controlled, y-pattern control valve. The control valve is set to maintain a minimum of
14 psig of back-pressure on the upstream piping at all flow rates less than 600 gpm. The
control valve also limits the flow of reuse water to the users to 600 gpm or less to ensure
distribution of flow to other reclaimed water delivery points served by the pipeline.
Above grade piping at the metering station is 12 inch ANSI/AWWA C151/A21.51 Class
350 ductile iron. Below grade piping is AWWA C905 DR 25 PVC.
Above grade piping part of the connections to the well water tanks, bottom ash systems,
truck fill, and irrigation is ASTM A312 TP 304 Sch 10S stainless steel. Below grade
piping is ASTM D3350 PE 3408/3608 DR 11 HDPE. Piping that is part of the metering
station was hydrostatically tested at 150 psig per the JEA Water and Sewer Standards.
Piping that is not part of the metering station was hydrostatically tested at 120 psig per
ASME B31.1.
2.3 Reuse Water Delivery Station at JEA NGS

The Reuse Water Delivery Station at JEA NGS has the major component designations:
 Reuse Water Metering Station
 N00-NL12-002 -- Reuse Water Storage Tank Makeup Valve
 N00-NL07-005 -- Reuse Water Storage Tank
2.3.2 Description
The reuse water connection serving the Northside Generating Station Reuse Water
Storage Tank consists of the Reuse Water Metering Station, piping and a tank level
control valve. The metering station consists of a flow meter, housed in a below-grade
concrete meter vault, and an above-grade control valve located immediately downstream
of the meter vault. The makeup valve is located downstream of the metering station on
the tank inlet. Other minor connections downstream of the metering station consist of an
8 inch truck fill station and a 6 inch connection for the byproduct storage area.
2.3.3 Design
The Reuse Water Metering Station serving the Reuse Water Storage Tank consists of a
below-grade 12 inch Endress and Hauser Proline Promag flow meter and an above-grade
12 inch Bermad model 718-03 hydraulically actuated, electrically controlled, y-pattern
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control valve. The control valve is set to maintain a minimum of 15 psig of back-pressure
on the upstream piping at all flow rates to ensure distribution of flow to other reclaimed
water delivery points served by the pipeline.
Above grade piping at the metering station is 12 inch ANSI/AWWA C151/A21.51 Class
350 ductile iron. Below grade piping is AWWA C905 DR 25 PVC.
The makeup valve for filling the Reuse Water Storage Tank is a 6 inch butterfly valve
equipped with a motor operator.
Below grade piping downstream of the metering station is ASTM D3350 PE 3408/3608
DR 11 HDPE. Above-grade piping consists of ASTM A53 Gr. B, Std. Wt. seamless
carbon steel and ASTM A312 Type 316 Sch. 40S stainless steel. Piping that is part of the
metering station was hydrostatically tested at 150 psig per the JEA Water and Sewer
Standards. Piping downstream of the metering station was hydrostatically tested at 120
psig per ASME B31.1.
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Figure 2-1-10. Reuse Pumping Station - System Resistance and Pump Performance Curves
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3.0 Controls and Instrumentation
3.1 Major Equipment Controls and Power Supplies

Control of the Effluent Reuse Pumps and Non-Potable Water Reuse Pumps at the
District II WRF is from UV-PLC-100, located in MCC Building No. 100. Each AFD is
powered from the MCC-100 480VAC, 3 phase, 1,200 amp bus. Flow into the wetwell is
measured using FIT-101 located on the discharge of the high level UV disinfection
system. Flow of effluent reuse water to SJRPP and NGS is monitored using FIT-102.
Level in the wetwell is measure using LIT-901. Opening of the Reuse Pump Relief
Valve is indicated by the closing of flow switch FS-901.
Flow of reuse water to the SJRPP and JEA NGS is measured by the Reuse Water
Metering Station control panels located near the Reuse Water Metering Stations. Each
control panel is interfaced via SCADA. The Reuse Water Metering Stations are each
powered from a 110 VAC single-phase feed from a meter and pole mounted service
transformer located adjacent to each Reuse Water Metering Station.
SJRPP Unit 1 and 2 cooling tower reclaimed water isolation valves are powered from the
480VAC, 3 phase, 1,200 amp bus in the Unit 1 and 2 D41 motor control centers,
respectively. The SJRPP Unit 1 and 2 well water tank isolation valves are interfaced via
the SJRPP DCS; source of power is not known.
The JEA NGS Reuse Water Storage Tank level control valve is interfaced via the JEA
NGS DCS; source of power is not known.
The referenced electrical one-line and schematic diagrams show the electrical power
supplies for the system equipment installed under Black & Veatch Project 176364.
3.2 Alarms and Instrumentation

Status indications for equipment located at JEA District II WRF and incorporated under
Black & Veatch Project 176364 include pump running, pump motor trouble, low level
alarm, high level alarm, and relief valve rupture alarm.
3.3 Automatic Protection

To protect system equipment, protective actions are automatically taken if certain system
components malfunction. The operator cannot intervene to cancel these actions because
of system design. Protective actions include the following:
 Overload and Short-Circuit Protection--The pump motors trip on motor

overload or short circuit.
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 Level Interlocks--The pumps are interlocked with the wetwell level

transmitters to prevent operation of the pump at insufficient water level.
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4.0 System Operation
4.1 Normal Operation

4.1.1 Effluent Reuse Pumps
The Effluent Reuse Pumps are controlled and monitored by the UV disinfection system
PLC control panel. The PLC control logic controls the pump adjustable frequency drives
and starts and stops the pumps to control the flow of reuse water from the Reuse Pumping
Station. The PLC control logic protects the pump from low water in the wetwell by
stopping the pump if water level is too low. The PLC control logic provides pump
“Running”, “Trouble”, “Low Level”, “High Level”, and “High Pressure” (flow switch
FS-901 closed) alarm statuses to the operator interface.
Pump operation and speed is based on level (LIT-901) in the Reuse Pumping Station
wetwell, pressure at the discharge of the pumps (PT-901) and flow leaving the pumping
station (FIT-902). Start and stop levels for the pumps are shown in Figure 4-1-1.
The four Effluent Reuse Pumps are operated in a lead – lag 1 – lag 2 – lag 3 logic
configuration. Pump ERP-904, the low head pump, is always the lead pump and is only
allowed to run alone. When the water level in the wetwell increases to 3.63 ft (elev.
9.30 ft) (normal water level), ERP-904 will automatically start. A PID level controller in
the PLC controls the pump’s adjustable frequency drive and will adjust pump speed to
maintain constant level in the Reuse Pumping Station wetwell. If the water level
decreases to the low-low level of 2.83 ft (elev. 8.50 ft), which is the pump minimum
operating level, pump ERP-904 will shut off.
Pumps ERP-901 and -902 alternate as the lag 1 and lag 2 pumps. As long as the pumps’
total discharge flow stays below 1,600 gpm, only pump ERP-904 is allowed to operate.
But when flow increases to above 1,600 gpm (or ERP-904 is unavailable) the lag pumps
become enabled. With water level above 4.13 ft (elev. 9.80 ft) the lag 1 pump starts and
ERP-904 is shut off. If water level rises above 4.73 ft (10.40 ft elev.) the lag 2 pump is
also started. A five minute time delay is imposed on the lag 2 pump’s start to prevent
both lag 1 and lag 2 from starting simultaneously when only one may be needed to
maintain level. Lag 1 and lag 2 pumps share a PID level controller in the PLC which
controls their adjustable frequency drives to maintain a level set point of 4.13 ft (elev.
9.80 ft).
If the water level in the wetwell continues to increase to the high water level of 5.13 ft
(elev. 10.80 ft), the PLC will start the lag 3 pump, ERP-903. The PLC will the pump’s
speed to maintain the 5.13 ft (elev. 10.80 ft) water level.
As water level decreases, the pumps are automatically shut down in reverse order.
ERP-903 at 4.73 ft (elev. 10.40 ft), lag 2 at normal water leve, 3.63 ft (elev. 9.30 ft), and
lag 1 at 3.33 ft (elev. 9.00 ft). When the lag 1 pump is stopped, all pumps are off.
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FILE
ERP-904 will start again once the water level in the wetwell increases to 3.63 ft (elev.
9.30 ft).
There are three features in the PLC logic which were designed to prevent over-
pressurizing the system and lifting of the pressure relief valve. The first is a run permit
for all three of the higher head pumps, ERP-901 through -903, that shuts them off and
restarts ERP-904 if discharge flow falls below 1,600 gpm. The system resistance curve
predicts that ERP-904 operating alone is capable of maintaining flow up to 1,600 gpm.
Its maximum discharge pressure at full speed is about 70 psig.
The second feature is an overriding pressure control loop in the DCS which monitors
pump discharge pressure and limits the speed demands sent to the variable speed drives
for ERP-901 through -903. As pressure approaches 125 psig, the maximum allowed
speeds are reduces to as low as 80% to prevent pressure from exceeding the limit.
The third feature is a high pressure/low flow trip of all four Effluent Reuse Pumps if
pressure reaches 142 psig and flow is below 695 gpm (1 mgd). This is to prevent lifting
the pressure relief valve if the flow path is suddenly closed off. Pump ERP-904 is
included in this trip to prevent it from starting and running dead-headed following the
trip. The trip automatically resets when pressure falls below 80 psig.
At a water level elevation of 11.10 ft, an alarm will annunciate indicating high-high water
level. Water overflows the weir into the adjacent effluent outfall box at a water level of
5.5 ft (elev. 11.17 ft).
The start/stop water level elevations, detailed above, for pumps ERP-901 and ERP-902
are interchangeable due to those pumps being automatically alternated as lag 1 and lag 2
in the control logic.
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FILE
Figure 4-1-4. Reuse Pumping Station - Pump Start and Stop Water Level Elevations
4.1.2 Non-Potable Water Reuse Pumps
The Non-Potable Water Reuse Pumps are controlled and monitored by the UV
disinfection system PLC control panel. The PLC control logic controls the pump
adjustable frequency drives and starts and stops the pumps to control the flow of reuse
water from the Reuse Pumping Station. The PLC control logic protects the pump from
low water in the wetwell by stopping the pump if water level is too low.
Pump operation and speed is based on pressure (PIT-111) in the pump discharge piping.
The pumps are manually started and stopped from the operator interface.
4.1.3 SJRPP Cooling Tower Reuse Water Isolation Valves
The cooling tower reclaimed water isolation valves are motor operated and are manually
controlled from the operator interface to the SJRPP plant DCS. Normally, these valves
will remain open as long as the cooling tower is in service. The makeup to the cooling
tower basin will be performed in the current manner. The addition of the reuse water to
the cooling tower basin will not affect the normal operation of the makeup system.
4.1.4 SJRPP Cooling Tower Reuse Water Metering Station Control Valve
The control valve that is part of the metering station serving the SJRPP cooling towers is
pressure controlled based on output from a pressure transmitter, which is located
immediately upstream of the control valve. The current setting is 30 psig of back-
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FILE
pressure on the upstream piping. The valve is hydraulically actuated using electrically
controlled solenoid valves, which control flow of reuse water in and out of the valve
diaphragm, to regulate valve position.
4.1.5 SJRPP Well Water Tanks Reuse Water Metering Station Control Valve
The control valve that is part of the metering station serving the SJRPP well water tanks
and other users is pressure controlled based on output from a pressure transmitter, which
is located immediately upstream of the control valve. The current setting is 14 psig of
back-pressure on the upstream piping. The valve is hydraulically actuated using
electrically controlled solenoid valves, which control flow of reuse water in and out of
the valve diaphragm, to regulate valve position. The valve is set to limit flow to less than
600 gpm.
4.1.6 JEA NGS Reuse Water Metering Station Control Valve
The control valve that is part of the metering station serving the JEA NGS reuse water
storage tanks is pressure controlled based on output from a pressure transmitter, which is
located immediately upstream of the control valve. The current setting is 15 psig of
back-pressure on the upstream piping. The valve is hydraulically actuated using
electrically controlled solenoid valves, which control flow of reuse water in and out of
the valve diaphragm, to regulate valve position.
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FILE
5.0 Reference Materials
 Process Flow Diagram (PFD):
 179577-DM-0001
 Piping and Instrument Diagrams (P&IDs):
 179577-CWSR-M2669A
 179577-CWSR-M2669B
 179577-CWSR-M2669C
 Electrical One-Line Diagrams:
- 176364-CAPC-E1000
- 176364-CAPC-E1001
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Section 4
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Chapter 4 Construction Bid

Before construction can start, the project must be bid out to the contracting community and there are
several contracting methods available to the PM when selecting a construction contractor. These include:
1. Formal – used when the direct construction costs is in excess of $300K. Most construction bids in
WWW fall into this category.
2. Informal – used when the direct construction costs are less than $300K. There are three varieties
of the Informal bid:
a. Less than $5K: at least one quote is required.
b. $5K-$49K: at least three quotes are required.
c. $50K-$300K: At least three quotes are required but five are recommended. It’s also
recommended that a Request for Quotes (RFQ) is advertised in the Informal Bids section
of JEA.com. The RFQ is typically advertised for two weeks. The threshold for
Procurement allowing the PM to utilize an Informal bid is typically $285K-$290K so that
there is little risk in the bids coming back greater than $300K.
3. General Contracting (GC) – is used for miscellaneous construction and maintenance services
throughout JEA. This contract provides a competitive bidding option for work scopes not covered
by other JEA service contracts. Using the GC Contract reduces the amount of time to bid a
project and projects over $300K don’t have to go to Awards. Typically, projects using the GC
Contract have an estimated value up to $1M. The GC Contract can be used on projects with
estimated values over $1M but require VP/GM approval. Within W/WW, the GC Contract is
typically used on plant projects. If the GC contract is to be used, the following requirements must
be met:
a. Projects in excess of $300K must have been included as a potential project in the GC
contract bid/renewal process. Projects greater than $300K that weren’t included in the
GC bid/renewal must be bid our formally.
b. Projects under $300K can utilize the GC contract without needing to be identified in the
new GC contract bid/renewal.
Informal and GC bids can be completed much faster than a Formal bid as the advertisement period is
greatly reduced (or non-existent) and because they don’t require the PM to go to Awards or for
Procurement to execute a contract (the PO serves as the contract). Unfortunately, almost all construction
work performed in WWW is solicited via the Formal bid process and will be the focus of discussion in this
section.
Please refer to the JEA Purchasing Code (specifically, 3-101 Formal Purchases); and JEA Operational
Procedures, which supplements the JEA Purchasing Code (specifically, Part C: Formal Award and
Solicitation Processes), latest revisions, for more detailed procurement information.
Phases of the Formal Construction Bid
The Formal construction bid is broken down into the following phases:
Bid Package Bid/Project

Advertisement Award
Preparation Update
Chapter 4 – Construction Bid, Rev 4, Sep-18 4-1

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Bid Package Preparation
Key Deliverable Bid Package
The first step in developing a bid package is submitting an Award Request (Phase 1) through
Procurement’s Formal Bid and Award system. The address is http://ifb.corp.jea.com/ or follow these links
from SharePoint’s homepage:
Finance  Supply Chain Management  Purchasing, Bids and Awards  Formal Bids and Award
System
Click on the Create Request icon to initiate the Phase 1 request.
Create Request
Once the Phase I Award item is approved by the GM/VP, the PM will need to provide additional
information to the Buyer before the bid document can be created. This additional information includes:
1. Technical Specifications
2. Contractor’s Risk Assessment
3. Contract/solicitation Questionnaire for Requestors
4. Schedule of Values
Once the Buyer and PM agree on the final edits of the Formal solicitation, the Buyer schedules a meeting
with the Solicitation Review Team (SRT) for final review prior to advertising. The Committee usually
consists of the Procurement Manager, Procurement Contracts Manager, Procurement JSEB Manager,
and a representative from the Office of General Counsel. SRT typically meets once a week, on
Wednesdays, to review the bid documents prior to advertisement. In some instances the SRT meeting
may be held another day or completed via email.
To initiate a formal Award that doesn’t require a competitive bidding process (e.g., using an Original
Equipment Manufacturer for like-for-like replacement), click on the “Create Request” icon at the top of the
Formal Bids and Award System page and select a request type other than IFB or RFP. Once approved by
your VP/GM, the request will be forwarded to Procurement for review. Procurement will need to review
and potentially negotiate the terms and conditions supplied by the Vendor. The PM will need to forward

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these documents to the Contracts Manager in Procurement as soon as possible. Awards of this type
usually require additional time before inclusion on the Awards Committee agenda so plan in advance.
Estimated cycle times for the various steps in the Phase 1 Award procedure vary based on the complexity
of the goods or services being sought, or due to statutory requirements for advertising particular goods or
services. Typical cycle times are:
1-2 weeks for assignment of a Buyer after Procurement’s receipt of the approved Phase 1 Award
1-2 weeks for the Buyer to notify the PM of needed information and further instructions
1-2 weeks for creation of the Solicitation and review
1-2 weeks to get on SRT agenda for approval to advertise
4-8 weeks from issuance of IFB to receipt and opening of bids
Critical Success Factors:
 PM's early identification that a purchase will be necessary.

 PM’s provision of technical specifications that are applicable to the technical requirements; not to
the commercial terms and conditions of the purchase.
 The PM must read what comes back from Procurement. The PM is responsible for ensuring the
information which was provided to Purchasing is correctly reflected in the product returned from
Purchasing. Make sure there is no conflicting language. Ask the buyer to correct the problem
areas.
 Make sure the specification addresses everything needed for the bid requirement such as:
o Bonding requirements.
o Liquidated damages. The PM should consider dollar limits high enough to cover JEA
daily costs (PM, inspector, CEI, Project Outreach and JEA overhead percentage) and lost
revenue. If applicable, be sure to include any language so that the contractor will be
responsible for any fines imposed by regulatory agencies or other government agencies
(FDOT, FDEP, etc.) if the project isn’t completed in the specified timeframe.
o Minimum qualifications.
 It’s often better to require companies to pre-qualify so that you don’t have to open
bids from unqualified bidders. The QPL categories will typically take care of this
but some projects may require a more stringent minimum qualification (e.g., a
large diameter horizontal direction drill).
 Bid format:
o Make sure the pricing is clearly and easily calculated for the evaluation.
o Develop your evaluation criteria before finalizing the bid form.
o Make sure the evaluation evaluates the important items:
 Use assumed quantities.
 Try to think about how the bidders might misinterpret the bid form in any way that
would make them difficult to evaluate.
 Decide whether you will put the exact evaluation criteria into the specification package:
o The advantage is that they will know what is important to you.
o The disadvantage is that they may tailor their submittal to optimize their bid vice the work.
 The PM works closely with the Buyer to ensure understanding of purchase requirements and
clarity of the solicitation document.
 Buyer’s timely and accurate creation of the solicitation document and performance of required
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 PM’s timely submittal of the awards request.
Advertisement
Key Deliverable Advertised Bid
After the completed bid document goes to the SRC meeting, final corrections are made and
advertisement of the bid begins. Typically, projects will be advertised on the Friday following the SRC
meeting. However, if there are significant changes to the bid document or the PM is required to furnish
additional information after the SRC meeting, the advertisement date could slide into the following week.
The PM will need to provide the Buyer additional information in order for the full bid document to be
posted on JEA.com. This includes items such as drawings, survey and/or geo-technical date.
Formal bids are typically advertised for 30 calendar days but this can be extended due to a number of
factors such as complicated projects, issuance of addendums or poor turnout at the mandatory pre-bid
meeting.
Bid/Project Update
Key Deliverable Opened Bids
Pre-Bid Meeting
After the Formal bid has been advertised, a Pre-Bid meeting is conducted about two weeks before the
scheduled bid opening date. This two-week period allows time for vendors to review the solicitation and
ask questions for clarification and allows the PM to develop addenda if necessary.
The Buyer will establish the meeting time and place for the Pre-Bid Meeting but the PM is responsible for
inviting Safety, internal stakeholders and other required parties.
The Pre-Bid meeting should cover the following items at a minimum:
1. What the contract is for and the primary dates/durations (milestones, design criteria, construction
duration, etc.).
2. The location of the work.
3. The construction schedule.
4. Special work hours.
5. Explanation of what needs to be included in the bid package and how to fill in the forms.
6. The penalty for not fulfilling the bid requirements.
7. Explain (or have the Buyer explain) bid, addenda, dispute resolution and the award process.
8. Provide a short explanation of pre-notice to proceed requirements:
a. Insurance
b. Bond
c. Safety Training
d. Schedule

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e. Schedule of Values
f. Projected cash flow
g. QA plan
h. Other contract submittals
9. Site rules.
10. Safety Requirements (you can have JEA Safety cover this for you if you give them notice).
Additional information is available on the Contractor Safety page on JEA.com.
11. Security requirements.
12. Refer attendees briefly to the submittals required during execution of the work:
a. Invoices
b. Permits
c. Safety
d. Others as required in the contract.
13. Ask if there are any questions or clarifications on the specifications.
14. Remind attendees that it’s improper to call with specification questions after the Pre-Bid meeting.
After the Pre-Bid meeting, all questions should be in writing and the questions/answers will be
distributed to all of the bidders via addenda.
Addenda
If an addendum is required, it should be issued at least 5 days before the bid opening is scheduled or the
bid due date will be delayed. Emphasize to all prospective bidders that the only way to change, modify or
alter the bid is through the formal addendum process. The bid specification cannot be changed, modified
or altered through verbal communications, phone calls or documents outside of the addendum process.
This is an extremely important point for the bidders to understand as they sometimes believe that informal
comments by JEA personnel constitute a change in the bid specification and purchasing process.
Be sure to provide the estimator a copy of each addendum so that changes can be updated within the
final bid package estimate if necessary. An updated final bid package estimate, including addenda, is
necessary for proper analysis of the bids.
If the final bid package estimate is updated, the PM needs to make sure the initial Phase I award item
estimate is updated to reflect the updated project cost. The PM must contact the Buyer directly to have
this item updated.
Bid Opening
Bids are opened at a public meeting on the date designated in the bid documents. Bids are typically due
at Noon on Tuesday’s and opened at 2 PM on the same day. Procurement personnel will open the sealed
bids and record the bid prices.
After the bid opening, procurement will provide the PM with the documentation of the lowest responsive
and responsible bidder. Grid PMs may also receive a bid tabulation spreadsheet that contains the bids for
each bidder based on the schedule of values. An example of a bid tabulation is included at the end of this
section.
The PM needs to be prepared to explain differences (typically anything beyond ± 10%) between the low
responsive bidder and the project estimate. The estimator can help identify areas of differences. If the
difference between the low bidder and the rest of the bidders is large, Procurement will talk to the low

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bidder to make sure they understand the specifications. If the bidder doesn’t understand, or they have
made a large mistake, it’s often allowable for them to withdraw their bid. It’s almost never allowable for the
bid to be changed. If very few bidders (typically less than three) submitted a bid, try to find out why some
companies didn’t bid. This investigation can cause a delay in getting to awards until the issue is resolved.
In extreme cases, a re-bid may be necessary if it’s decided that the solicitation itself caused the low bid
turnout due to it being ambiguous or confusing.
An ambiguous solicitation also opens up possibilities for protests by the bidders. If a protest is filed, the
PM can expect the delay of up to several weeks while the protest process is followed and a decision
made as to its validity.
Project Update
After the lowest responsive and responsible bidder has been determined, the PM has several project
update activities to perform in order to get ready to Award the construction contract. These include (and
should be performed in the order below):
1. Update the project estimate based on the bid price. If time is of the essence, the 100% estimate
may be updated by hand to get the trend started.
2. Initiate a trend to the post-bid estimate.
3. Submit the CBP Dashboard.
4. Initiate the Phase 2 Award item. This is very similar to the Phase 1 Award item except that the
low bid cost is used as the project cost. Just like the Phase 1, the Phase 2 is routed electronically
to the PM’s Manager, Director and GM/VP using the Formal Bid and Award System.
a. Make sure that the estimate is the amount for which the contract is being awarded. Do
not use the estimate for the entire project. The award amount should not include JEA
provided materials, time, admin, or overhead.
5. Get on the Awards Agenda. GM/VP approval of the Phase 2 Award item must be received by the
Buyer by Friday at 5 P.M. in order to make the following week’s Awards Agenda.
Award
Key Deliverable Executed Contract
Awards Committee Meeting
The Awards Committee meeting is a public meeting (i.e., on the record) and is conducted at 10 A.M. on
Thursdays. The PM and/or their Manager must be present to answer any questions that may come up.
The Awards Committee will review the request and issue a recommendation. The committee is seldom
concerned with the justification for the project (this is left to individual groups) but want to ensure the
procurement process was fair and equitable. The PM must be prepared to discuss their project if there
are questions. Sometimes the committee may ask what the project is for just to understand what they’re
approving.
Specific questions could include:
1. Why Sole Source was utilized (i.e. no competitive bid)?

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2. Why is it an emergency solicitation?

3. Why is a Change Order being issued vice bidding the work out?
4. Why award the contract if there is a large disparity between the low bid and the project estimate?
5. Why are you not awarding to the low bidder?
6. Why is there such a large variance between bid prices or so few bidders?
a. This question is trying to establish whether or not the bid specification was confusing or
unfair. Or if the business climate is such that not many companies were interested in the
work.
Dos for the Awards Committee meeting:
1. Be brief, concise and to the point. Lengthy explanations, generally, don’t help.
2. Answer only the question that’s being asked.
3. Listen to the question and answer it. Don’t get off on tangents or issues that you think they may
be interested in.
4. If you don’t understand the question, ask them to repeat it.
5. Be on time. If you can’t be on time; be early.
6. Be prepared.
Don’ts for the Awards Committee meeting:
1. Don’t read anything into the question(s) being asked. Sometimes committee members (especially
OGC) ask questions just for the record.
2. Don’t come unprepared or unable to answer the questions above.
3. Don’t insinuate that the contract is being awarded to a particular contractor due to your, or JEA’s,
relationship with them.
Contract Execution
After the construction bid has been awarded, the Procurement Contracts department will execute the
contract with the contractor. This includes receipt of the contractor’s insurance and bond documents and
the signed contract. Upon execution of the contract, and receipt of the Contract Purchase Agreement
(CPA) number, the PM will submit a Purchase Requisition for the amount of goods/services expected to
be delivered for the current fiscal year. Upon receipt of the Purchase Requisition, the Buyer will issue the
Purchase Order (PO). If the contract will cross fiscal years, the PM will need to submit a purchase
requisition, and get a PO modification, at the start of the new fiscal year for goods/services to be
delivered that fiscal year. The PM shall ensure the Awards date and with the CPA are identified on the
requisition form as these items assist the Buyer in processing the requisition.
Estimated cycle times for the various steps in the Phase 2 Award procedure vary based on the complexity
of the goods or services being sought, or due to statutory requirements for advertising particular goods or
services:
1-2 weeks for the PM to evaluate bid

1 week for CPB to review and approve dashboard
1-2 weeks for the Phase 2 Award item to be processed
1-2 weeks for the Procurement Coordinator to get the Phase 2 item on Award committee agenda
1-4 weeks for the Contracts Procurement Manger to execute the contract after award
1 week for the PM to complete and submit the requisition form
2-3 weeks for the Buyer to finalize Purchase Order

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Critical Success Factors:

 PM’s timely submittal of awards request
 PM’s completion of purchase requisition with all approvals
 Following established Procurement guidelines
Award
Conformed Contract Documents
Conformed Contract Documents combine and formalize all of the bid and contract documents into one
package to ensure both JEA and the contractor are working from the same documents during
construction. The PM can start working on the conformed documents after the Awards Committee
meeting but won’t have all the required information until after the PO and Notice to Proceed Letter have
been issued. Ideally, the PM should deliver the conformed documents to the contractor at the pre-
construction meeting. At a minimum, the conformed specifications and drawings should be delivered at
the pre-construction meeting. The complete conformed contract package should be delivered within one
month of the pre-construction meeting.
Conformed Contract Documents shall be comprised, and in the order of, the following documentation:
1. Conformed Document Signature Page

2. Notice to Proceed letter
3. Purchase Order
4. Contract, Bonds and Insurance
5. Bid Summary and Tabulation
6. Low Bidder’s bid
7. Schedule of Values
8. Addenda (last one first, etc.)
9. Solicitation including front end documents, technical specifications, geotechnical reports, permits,
etc.
10. Vendor Performance Metric
11. Forms (includes Request for Information, JEA Contractor’s Daily Report, Monthly Report for
COJ/JEA JSEB Participation, Inspector’s Overtime Report, Contractor Incident Report, Certificate
of Project Substantial Completion and Certificate of Project Completion)
Forms and Examples
The following pages sample documents that are used during the construction bid phase of a project. They
are provided to acquaint the PM with the various forms they might see during the construction bid.
1. Construction Bid Tab Example

2. NTP Letter Example

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Construction Bid Tab Example
WCF-044-13 Carder St to Kingsbury Force Main and Water Main Replacement

Bid Due: 4/30/2013
Petticoat-Schmitt Civil T B Landmark Construction, United Brothers Development Vallencourt Construction
BASE BID PART I - WATER MAIN CONSTRUCTION Contractors, Inc. Inc. T. G. Utility Company,Inc. Callaway Contracting, Inc. J B Coxwell Contracting, Inc. Corporation Company, Inc. John Woody, Inc. Ave Unit Price Min Unit Price Max Unit Price
Item No. Est. Units Description Unit Price Total Price Unit Price Total Price Unit Price Total Price Unit Price Total Price Unit Price Total Price Unit Price Total Price Unit Price Total Price Unit Price Total Price
Qty
1 125 LF 6" PVC DR 25 Water Main $ 40.00 $ 5,000.00 $ 32.00 $ 4,000.00 $ 43.80 $ 5,475.00 $ 16.12 $ 2,015.00 $ 35.00 $ 4,375.00 $ 27.35 $ 3,418.75 $ 57.92 $ 7,240.00 $ 75.00 $ 9,375.00 $ 40.90 $ 16.12 $ 75.00
2 1,995 LF 8" PVC DR 25 Water Main $ 23.00 $ 45,885.00 $ 32.50 $ 64,837.50 $ 46.70 $ 93,166.50 $ 27.53 $ 54,922.35 $ 45.00 $ 89,775.00 $ 27.00 $ 53,865.00 $ 44.60 $ 88,977.00 $ 76.00 $ 151,620.00 $ 40.29 $ 23.00 $ 76.00
3 60 LF 8" Ductile Iron Pipe $ 80.00 $ 4,800.00 $ 70.00 $ 4,200.00 $ 65.60 $ 3,936.00 $ 52.39 $ 3,143.40 $ 70.00 $ 4,200.00 $ 66.01 $ 3,960.60 $ 72.77 $ 4,366.20 $ 92.60 $ 5,556.00 $ 71.17 $ 52.39 $ 92.60
4 1,418 LF 12" PVC DR 25 Water Main $ 33.50 $ 47,503.00 $ 41.50 $ 58,847.00 $ 55.60 $ 78,840.80 $ 38.17 $ 54,125.06 $ 55.00 $ 77,990.00 $ 40.47 $ 57,386.46 $ 52.54 $ 74,501.72 $ 81.80 $ 115,992.40 $ 49.82 $ 33.50 $ 81.80
5 63 LF 12" Ductile Iron Pipe $ 167.00 $ 10,521.00 $ 81.65 $ 5,143.95 $ 83.70 $ 5,273.10 $ 70.17 $ 4,420.71 $ 80.00 $ 5,040.00 $ 81.16 $ 5,113.08 $ 81.97 $ 5,164.11 $ 107.75 $ 6,788.25 $ 94.18 $ 70.17 $ 167.00
6 2 EA 8" MJ Sleeve for Connection to Existing 8" Water Main $ 1,450.00 $ 2,900.00 $ 1,883.00 $ 3,766.00 $ 561.00 $ 1,122.00 $ 765.93 $ 1,531.86 $ 925.00 $ 1,850.00 $ 1,386.10 $ 2,772.20 $ 507.16 $ 1,014.32 $ 330.00 $ 660.00 $ 976.02 $ 330.00 $ 1,883.00
7 4 EA 12" MJ Sleeve for Connection to Existing 12" Water Main $ 1,675.00 $ 6,700.00 $ 2,029.00 $ 8,116.00 $ 883.20 $ 3,532.80 $ 944.58 $ 3,778.32 $ 1,085.00 $ 4,340.00 $ 1,908.66 $ 7,634.64 $ 685.84 $ 2,743.36 $ 510.00 $ 2,040.00 $ 1,215.16 $ 510.00 $ 2,029.00
8 12 EA 8" 45 Degree Bend $ 250.00 $ 3,000.00 $ 696.00 $ 8,352.00 $ 410.70 $ 4,928.40 $ 351.20 $ 4,214.40 $ 475.00 $ 5,700.00 $ 345.62 $ 4,147.44 $ 333.77 $ 4,005.24 $ 300.00 $ 3,600.00 $ 395.29 $ 250.00 $ 696.00
9 2 EA 8" 90 Degree Bend $ 280.00 $ 560.00 $ 503.00 $ 1,006.00 $ 436.90 $ 873.80 $ 381.17 $ 762.34 $ 460.00 $ 920.00 $ 373.91 $ 747.82 $ 358.81 $ 717.62 $ 325.00 $ 650.00 $ 389.85 $ 280.00 $ 503.00
10 10 EA 12" 45 Degree Bend $ 535.00 $ 5,350.00 $ 974.00 $ 9,740.00 $ 664.50 $ 6,645.00 $ 715.38 $ 7,153.80 $ 625.00 $ 6,250.00 $ 606.33 $ 6,063.30 $ 619.56 $ 6,195.60 $ 540.00 $ 5,400.00 $ 659.97 $ 535.00 $ 974.00
11 3 EA 6"X6"X6" Tee $ 320.00 $ 960.00 $ 518.00 $ 1,554.00 $ 420.20 $ 1,260.60 $ 749.40 $ 2,248.20 $ 475.00 $ 1,425.00 $ 378.01 $ 1,134.03 $ 346.30 $ 1,038.90 $ 320.00 $ 960.00 $ 440.86 $ 320.00 $ 749.40
12 3 EA 8"x8"x6" Reducing Tee $ 420.00 $ 1,260.00 $ 592.00 $ 1,776.00 $ 567.30 $ 1,701.90 $ 840.23 $ 2,520.69 $ 525.00 $ 1,575.00 $ 512.64 $ 1,537.92 $ 451.60 $ 1,354.80 $ 415.00 $ 1,245.00 $ 540.47 $ 415.00 $ 840.23
13 2 EA 12"X12"x6" Reducing Tee $ 700.00 $ 1,400.00 $ 725.00 $ 1,450.00 $ 740.00 $ 1,480.00 $ 1,010.34 $ 2,020.68 $ 995.00 $ 1,990.00 $ 738.82 $ 1,477.64 $ 711.38 $ 1,422.76 $ 590.00 $ 1,180.00 $ 776.32 $ 590.00 $ 1,010.34
14 1 EA 12"x12"x8" Reducing Tee $ 780.00 $ 780.00 $ 820.00 $ 820.00 $ 828.00 $ 828.00 $ 1,104.53 $ 1,104.53 $ 1,000.00 $ 1,000.00 $ 827.55 $ 827.55 $ 819.50 $ 819.50 $ 685.00 $ 685.00 $ 858.07 $ 685.00 $ 1,104.53
15 1 EA 12"X8"Reducer $ 650.00 $ 650.00 $ 549.00 $ 549.00 $ 508.80 $ 508.80 $ 543.56 $ 543.56 $ 500.00 $ 500.00 $ 446.86 $ 446.86 $ 446.60 $ 446.60 $ 365.00 $ 365.00 $ 501.23 $ 365.00 $ 650.00
16 1 EA 12" Cross Installed into Existing Pipe Line $ 3,500.00 $ 3,500.00 $ 6,000.00 $ 6,000.00 $ 1,556.10 $ 1,556.10 $ 1,924.52 $ 1,924.52 $ 1,625.00 $ 1,625.00 $ 3,875.28 $ 3,875.28 $ 2,945.73 $ 2,945.73 $ 1,165.00 $ 1,165.00 $ 2,823.95 $ 1,165.00 $ 6,000.00
17 3 EA 6"X2" Service Saddle $ 210.00 $ 630.00 $ 195.00 $ 585.00 $ 316.20 $ 948.60 $ 337.28 $ 1,011.84 $ 500.00 $ 1,500.00 $ 60.04 $ 180.12 $ 819.48 $ 2,458.44 $ 115.00 $ 345.00 $ 319.13 $ 60.04 $ 819.48
18 3 EA 2" Corporation Stop $ 325.00 $ 975.00 $ 332.00 $ 996.00 $ 187.90 $ 563.70 $ 462.72 $ 1,388.16 $ 245.00 $ 735.00 $ 649.29 $ 1,947.87 $ 320.22 $ 960.66 $ 285.00 $ 855.00 $ 350.89 $ 187.90 $ 649.29
19 45 LF 2" Polyethylene Pipe $ 65.00 $ 2,925.00 $ 10.00 $ 450.00 $ 16.70 $ 751.50 $ 16.30 $ 733.50 $ 25.00 $ 1,125.00 $ 14.86 $ 668.70 $ 14.84 $ 667.80 $ 21.40 $ 963.00 $ 23.01 $ 10.00 $ 65.00
20 3 EA 6" Ductile Iron Cap $ 140.00 $ 420.00 $ 245.00 $ 735.00 $ 183.10 $ 549.30 $ 341.96 $ 1,025.88 $ 175.00 $ 525.00 $ 176.22 $ 528.66 $ 145.80 $ 437.40 $ 175.00 $ 525.00 $ 197.76 $ 140.00 $ 341.96
21 39 EA 8" Pipe Bell Restraint $ 130.00 $ 5,070.00 $ 149.25 $ 5,820.75 $ 104.10 $ 4,059.90 $ 139.20 $ 5,428.80 $ 225.00 $ 8,775.00 $ 106.05 $ 4,135.95 $ 137.86 $ 5,376.54 $ 90.00 $ 3,510.00 $ 135.18 $ 90.00 $ 225.00
23 7 EA 1" New Water Service - (Short) $ 490.00 $ 3,430.00 $ 620.00 $ 4,340.00 $ 442.20 $ 3,095.40 $ 874.44 $ 6,121.08 $ 525.00 $ 3,675.00 $ 544.82 $ 3,813.74 $ 549.01 $ 3,843.07 $ 690.00 $ 4,830.00 $ 591.93 $ 442.20 $ 874.44
24 25 EA 1" New Water Service - (Long) $ 590.00 $ 14,750.00 $ 685.00 $ 17,125.00 $ 632.30 $ 15,807.50 $ 1,032.76 $ 25,819.00 $ 1,695.00 $ 42,375.00 $ 757.11 $ 18,927.75 $ 843.11 $ 21,077.75 $ 455.00 $ 11,375.00 $ 836.29 $ 455.00 $ 1,695.00
25 19 EA 1" Water Service Replacement (Short) $ 400.00 $ 7,600.00 $ 483.00 $ 9,177.00 $ 439.80 $ 8,356.20 $ 752.92 $ 14,305.48 $ 550.00 $ 10,450.00 $ 699.06 $ 13,282.14 $ 549.01 $ 10,431.19 $ 565.00 $ 10,735.00 $ 554.85 $ 400.00 $ 752.92
26 18 EA 1" Water Service Replacement (Long) $ 500.00 $ 9,000.00 $ 569.00 $ 10,242.00 $ 635.90 $ 11,446.20 $ 931.46 $ 16,766.28 $ 1,725.00 $ 31,050.00 $ 786.18 $ 14,151.24 $ 843.11 $ 15,175.98 $ 810.00 $ 14,580.00 $ 850.08 $ 500.00 $ 1,725.00
27 50 EA 1" Water Meter Box $ 140.00 $ 7,000.00 $ 164.00 $ 8,200.00 $ 124.20 $ 6,210.00 $ 599.42 $ 29,971.00 $ 275.00 $ 13,750.00 $ 184.36 $ 9,218.00 $ 309.21 $ 15,460.50 $ 110.00 $ 5,500.00 $ 238.27 $ 110.00 $ 599.42
28 12 EA Temporary Sample Tap $ 400.00 $ 4,800.00 $ 360.00 $ 4,320.00 $ 317.40 $ 3,808.80 $ 404.26 $ 4,851.12 $ 350.00 $ 4,200.00 $ 335.27 $ 4,023.24 $ 271.37 $ 3,256.44 $ 230.00 $ 2,760.00 $ 333.54 $ 230.00 $ 404.26
29 5 EA Fire Hydrant $ 2,500.00 $ 12,500.00 $ 2,645.00 $ 13,225.00 $ 2,098.40 $ 10,492.00 $ 2,837.47 $ 14,187.35 $ 3,200.00 $ 16,000.00 $ 2,418.77 $ 12,093.85 $ 2,064.89 $ 10,324.45 $ 2,505.00 $ 12,525.00 $ 2,533.69 $ 2,064.89 $ 3,200.00
30 8 EA 6" Gate Valve $ 900.00 $ 7,200.00 $ 1,030.25 $ 8,242.00 $ 932.80 $ 7,462.40 $ 1,263.92 $ 10,111.36 $ 955.00 $ 7,640.00 $ 1,118.85 $ 8,950.80 $ 818.66 $ 6,549.28 $ 730.00 $ 5,840.00 $ 968.69 $ 730.00 $ 1,263.92
31 6 EA 8" Gate Valve $ 1,200.00 $ 7,200.00 $ 1,320.00 $ 7,920.00 $ 1,302.00 $ 7,812.00 $ 1,596.14 $ 9,576.84 $ 1,650.00 $ 9,900.00 $ 1,433.93 $ 8,603.58 $ 1,169.76 $ 7,018.56 $ 1,085.00 $ 6,510.00 $ 1,344.60 $ 1,085.00 $ 1,650.00
32 6 EA 12" Gate Valve $ 2,000.00 $ 12,000.00 $ 1,992.00 $ 11,952.00 $ 2,178.30 $ 13,069.80 $ 2,667.34 $ 16,004.04 $ 2,355.00 $ 14,130.00 $ 2,185.73 $ 13,114.38 $ 2,145.45 $ 12,872.70 $ 1,950.00 $ 11,700.00 $ 2,184.23 $ 1,950.00 $ 2,667.34
33 1 EA 10"x8" Tapping Sleeve and Valve $ 4,300.00 $ 4,300.00 $ 6,000.00 $ 6,000.00 $ 3,672.90 $ 3,672.90 $ 3,869.05 $ 3,869.05 $ 4,120.00 $ 4,120.00 $ 4,130.82 $ 4,130.82 $ 4,277.06 $ 4,277.06 $ 4,425.00 $ 4,425.00 $ 4,349.35 $ 3,672.90 $ 6,000.00
34 1 EA 8"x8" Tapping Sleeve and Valve $ 4,000.00 $ 4,000.00 $ 6,500.00 $ 6,500.00 $ 3,601.60 $ 3,601.60 $ 3,374.76 $ 3,374.76 $ 3,750.00 $ 3,750.00 $ 3,989.35 $ 3,989.35 $ 4,113.98 $ 4,113.98 $ 4,370.00 $ 4,370.00 $ 4,212.46 $ 3,374.76 $ 6,500.00
35 10 EA Cut and Plug Existing 2" Water Main $ 400.00 $ 4,000.00 $ 400.00 $ 4,000.00 $ 316.20 $ 3,162.00 $ 324.32 $ 3,243.20 $ 335.00 $ 3,350.00 $ 190.37 $ 1,903.70 $ 539.61 $ 5,396.10 $ 230.00 $ 2,300.00 $ 341.94 $ 190.37 $ 539.61
36 1 LS Density Testing (Allowance) $ 20,000.00 $ 20,000.00 $ 20,000.00 $ 20,000.00 $ 20,000.00 $ 20,000.00 $ 20,000.00 $ 20,000.00 $ 20,000.00 $ 20,000.00 $ 20,000.00 $ 20,000.00 $ 20,000.00 $ 20,000.00 $ 20,000.00 $ 20,000.00 $ 20,000.00 $ 20,000.00 $ 20,000.00
37 1 LS Law Enforcement (Allowance) $ 7,500.00 $ 7,500.00 $ 7,500.00 $ 7,500.00 $ 7,500.00 $ 7,500.00 $ 7,500.00 $ 7,500.00 $ 7,500.00 $ 7,500.00 $ 7,500.00 $ 7,500.00 $ 7,500.00 $ 7,500.00 $ 7,500.00 $ 7,500.00 $ 7,500.00 $ 7,500.00 $ 7,500.00
38 1 LS SWA Account $ 20,000.00 $ 20,000.00 $ 20,000.00 $ 20,000.00 $ 20,000.00 $ 20,000.00 $ 20,000.00 $ 20,000.00 $ 20,000.00 $ 20,000.00 $ 20,000.00 $ 20,000.00 $ 20,000.00 $ 20,000.00 $ 20,000.00 $ 20,000.00 $ 20,000.00 $ 20,000.00 $ 20,000.00
PART I – SUBTOTAL $ 303,839.00 $ 355,697.50 $ 369,770.10 $ 369,563.27 $ 447,905.00 $ 332,173.26 $ 388,488.20 $ 464,349.65
1 GENERAL/SPECIAL
LS CONDITIONS (MAX. 10% OF PART I SUBTOTAL) $ 30,000.00 $ 34,000.50 $ 18,618.71 $ 36,736.35 $ 30,000.00 $ 32,000.00 $ 26,275.36 $ 10,983.00
PART I TOTAL BID (Subtotal plus General Conditions & $ 333,839.00 $ 389,698.00 $ 388,388.81 $ 406,299.62 $ 477,905.00 $ 364,173.26 $ 414,763.56 $ 475,332.65
Special Conditions, inclusive)
BASE BID PART II - SEWER MAIN CONSTRUCTION Contractors, Inc. Inc. T. G. Utility Company,Inc. Callaway Contracting, Inc. J B Coxwell Contracting, Inc. Corporation Company, Inc. John Woody, Inc. Ave Unit Price Min Unit Price Max Unit Price
Item No. Est. Units Description Unit Price Total Price Unit Price Total Price Unit Price Total Price Unit Price Total Price Unit Price Total Price Unit Price Total Price Unit Price Total Price Unit Price Total Price
Qty
Sewer Lateral Piping Removal and Replacement with 6-inch
39 171 LF SDR 35 PVC Sewer Lateral Piping (Contingency) $ 55.00 $ 9,405.00 $ 22.00 $ 3,762.00 $ 82.90 $ 14,175.90 $ 44.41 $ 7,594.11 $ 26.00 $ 4,446.00 $ 34.07 $ 5,825.97 $ 88.32 $ 15,102.72 $ 47.50 $ 8,122.50 $ 50.03 $ 22.00 $ 88.32
40 40 LF 10" PVC DR18 Force Main $ 74.00 $ 2,960.00 $ 60.00 $ 2,400.00 $ 55.10 $ 2,204.00 $ 32.36 $ 1,294.40 $ 34.00 $ 1,360.00 $ 46.45 $ 1,858.00 $ 46.24 $ 1,849.60 $ 83.50 $ 3,340.00 $ 53.96 $ 32.36 $ 83.50
41 4,916 LF 16" PVC DR25 Force Main $ 43.00 $ 211,388.00 $ 53.50 $ 263,006.00 $ 67.20 $ 330,355.20 $ 48.24 $ 237,147.84 $ 63.00 $ 309,708.00 $ 75.00 $ 368,700.00 $ 65.89 $ 323,915.24 $ 90.70 $ 445,881.20 $ 63.32 $ 43.00 $ 90.70
42 28 EA 16" 45 Degree Bend $ 1,150.00 $ 32,200.00 $ 2,142.00 $ 59,976.00 $ 1,433.80 $ 40,146.40 $ 1,435.99 $ 40,207.72 $ 1,500.00 $ 42,000.00 $ 1,374.45 $ 38,484.60 $ 1,308.14 $ 36,627.92 $ 1,360.00 $ 38,080.00 $ 1,463.05 $ 1,150.00 $ 2,142.00
43 1 EA 10" 90 Degree Bend $ 630.00 $ 630.00 $ 950.00 $ 950.00 $ 789.40 $ 789.40 $ 859.38 $ 859.38 $ 700.00 $ 700.00 $ 659.79 $ 659.79 $ 710.47 $ 710.47 $ 685.00 $ 685.00 $ 748.01 $ 630.00 $ 950.00
44 2 EA 10"X10"X10" Tee Installed into Existing Pipeline $ 3,850.00 $ 7,700.00 $ 2,985.00 $ 5,970.00 $ 1,367.00 $ 2,734.00 $ 1,877.98 $ 3,755.96 $ 1,425.00 $ 2,850.00 $ 5,470.21 $ 10,940.42 $ 2,902.04 $ 5,804.08 $ 2,115.00 $ 4,230.00 $ 2,749.03 $ 1,367.00 $ 5,470.21
45 2 EA 16"X16"X10" Reducing Tee $ 1,650.00 $ 3,300.00 $ 1,840.00 $ 3,680.00 $ 1,991.30 $ 3,982.60 $ 2,146.00 $ 4,292.00 $ 1,921.40 $ 3,842.80 $ 1,806.75 $ 3,613.50 $ 1,807.31 $ 3,614.62 $ 1,810.00 $ 3,620.00 $ 1,871.60 $ 1,650.00 $ 2,146.00
46 3 EA 16" Sleeve for Connection to Existing Force Main $ 2,500.00 $ 7,500.00 $ 2,785.00 $ 8,355.00 $ 1,474.20 $ 4,422.60 $ 1,666.43 $ 4,999.29 $ 1,510.00 $ 4,530.00 $ 3,615.77 $ 10,847.31 $ 1,333.09 $ 3,999.27 $ 1,250.00 $ 3,750.00 $ 2,016.81 $ 1,250.00 $ 3,615.77
47 1 EA 20" Sleeve for Connection to Existing Force Main $ 3,500.00 $ 3,500.00 $ 3,300.00 $ 3,300.00 $ 2,364.50 $ 2,364.50 $ 2,206.69 $ 2,206.69 $ 2,325.00 $ 2,325.00 $ 4,615.04 $ 4,615.04 $ 1,740.37 $ 1,740.37 $ 1,760.00 $ 1,760.00 $ 2,726.45 $ 1,740.37 $ 4,615.04
48 2 EA 20"X16" Reducer $ 1,700.00 $ 3,400.00 $ 1,618.00 $ 3,236.00 $ 1,696.50 $ 3,393.00 $ 1,760.89 $ 3,521.78 $ 1,650.00 $ 3,300.00 $ 1,736.58 $ 3,473.16 $ 1,551.95 $ 3,103.90 $ 1,475.00 $ 2,950.00 $ 1,648.62 $ 1,475.00 $ 1,760.89
49 2 EA 10" Gate Valve $ 1,650.00 $ 3,300.00 $ 1,900.00 $ 3,800.00 $ 1,831.70 $ 3,663.40 $ 2,328.52 $ 4,657.04 $ 2,010.00 $ 4,020.00 $ 1,789.31 $ 3,578.62 $ 1,746.36 $ 3,492.72 $ 1,615.00 $ 3,230.00 $ 1,858.86 $ 1,615.00 $ 2,328.52
50 2 EA 10" Gate Valve Installed into Existing Pipeline $ 3,000.00 $ 6,000.00 $ 3,800.00 $ 7,600.00 $ 4,919.50 $ 9,839.00 $ 2,948.16 $ 5,896.32 $ 2,200.00 $ 4,400.00 $ 4,376.46 $ 8,752.92 $ 3,182.67 $ 6,365.34 $ 2,970.00 $ 5,940.00 $ 3,424.60 $ 2,200.00 $ 4,919.50
51 3 EA 16" Gate Valve $ 4,300.00 $ 12,900.00 $ 4,450.00 $ 13,350.00 $ 5,209.00 $ 15,627.00 $ 5,333.61 $ 16,000.83 $ 5,000.00 $ 15,000.00 $ 4,648.37 $ 13,945.11 $ 4,408.76 $ 13,226.28 $ 5,135.00 $ 15,405.00 $ 4,810.59 $ 4,300.00 $ 5,333.61
53 9 EA 2" Air Valve Assembly Inside Manhole $ 4,450.00 $ 40,050.00 $ 5,555.00 $ 49,995.00 $ 5,959.60 $ 53,636.40 $ 5,145.83 $ 46,312.47 $ 5,300.00 $ 47,700.00 $ 5,874.79 $ 52,873.11 $ 5,207.34 $ 46,866.06 $ 5,320.00 $ 47,880.00 $ 5,351.57 $ 4,450.00 $ 5,959.60
54 12,159 SY Sodding $ 2.75 $ 33,437.25 $ 3.75 $ 45,596.25 $ 2.10 $ 25,533.90 $ 4.30 $ 52,283.70 $ 3.10 $ 37,692.90 $ 2.94 $ 35,747.46 $ 3.96 $ 48,149.64 $ 3.90 $ 47,420.10 $ 3.35 $ 2.10 $ 4.30
55 10,933 SY Pavement Removal $ 7.00 $ 76,531.00 $ 4.75 $ 51,931.75 $ 4.70 $ 51,385.10 $ 7.43 $ 81,232.19 $ 1.10 $ 12,026.30 $ 5.00 $ 54,665.00 $ 5.77 $ 63,083.41 $ 5.10 $ 55,758.30 $ 5.11 $ 1.10 $ 7.43
Paving Replacement - 1.25" Thick Asphaltic Concrete Type S-
56 8,505 SY I, S-III, or Type III 1800 LB. Hubbard Field $ 8.35 $ 71,016.75 $ 8.70 $ 73,993.50 $ 7.90 $ 67,189.50 $ 8.56 $ 72,802.80 $ 8.00 $ 68,040.00 $ 8.00 $ 68,040.00 $ 9.36 $ 79,606.80 $ 8.10 $ 68,890.50 $ 8.37 $ 7.90 $ 9.36
57 9,908 SY Paving Replacement - 12" Sub-Base $ 3.00 $ 29,724.00 $ 4.00 $ 39,632.00 $ 7.10 $ 70,346.80 $ 4.58 $ 45,378.64 $ 5.00 $ 49,540.00 $ 7.95 $ 78,768.60 $ 16.30 $ 161,500.40 $ 1.95 $ 19,320.60 $ 6.24 $ 1.95 $ 16.30
58 3,414 SY Paving Replacement - 6" Limerock Base $ 8.50 $ 29,019.00 $ 12.00 $ 40,968.00 $ 11.00 $ 37,554.00 $ 9.48 $ 32,364.72 $ 8.50 $ 29,019.00 $ 14.76 $ 50,390.64 $ 7.25 $ 24,751.50 $ 19.05 $ 65,036.70 $ 11.32 $ 7.25 $ 19.05
59 5,093 SY Paving Replacement - 8" Limerock Base $ 10.50 $ 53,476.50 $ 14.00 $ 71,302.00 $ 12.80 $ 65,190.40 $ 11.64 $ 59,282.52 $ 12.00 $ 61,116.00 $ 18.02 $ 91,775.86 $ 8.36 $ 42,577.48 $ 17.00 $ 86,581.00 $ 13.04 $ 8.36 $ 18.02
60 2,018 SY COJ Case IX Paving Repair $ 43.00 $ 86,774.00 $ 24.00 $ 48,432.00 $ 21.70 $ 43,790.60 $ 37.52 $ 75,715.36 $ 45.00 $ 90,810.00 $ 43.52 $ 87,823.36 $ 25.60 $ 51,660.80 $ 23.15 $ 46,716.70 $ 32.94 $ 21.70 $ 45.00
61 3,599 SY COJ Existing Pavement - Milling and Resurfacing 1.25" $ 11.00 $ 39,589.00 $ 12.00 $ 43,188.00 $ 12.40 $ 44,627.60 $ 11.67 $ 42,000.33 $ 15.00 $ 53,985.00 $ 9.76 $ 35,126.24 $ 15.04 $ 54,128.96 $ 11.80 $ 42,468.20 $ 12.33 $ 9.76 $ 15.04
62 410 SY Asphaltic Concrete Base (FDOT- Type B-12.5) $ 43.50 $ 17,835.00 $ 60.00 $ 24,600.00 $ 40.90 $ 16,769.00 $ 63.41 $ 25,998.10 $ 45.00 $ 18,450.00 $ 46.64 $ 19,122.40 $ 23.49 $ 9,630.90 $ 40.95 $ 16,789.50 $ 45.49 $ 23.49 $ 63.41
63 450 CY Flowable Fill (FDOT Index 307) $ 102.00 $ 45,900.00 $ 105.00 $ 47,250.00 $ 128.80 $ 57,960.00 $ 164.72 $ 74,124.00 $ 125.60 $ 56,520.00 $ 171.13 $ 77,008.50 $ 137.89 $ 62,050.50 $ 139.00 $ 62,550.00 $ 134.27 $ 102.00 $ 171.13
Existing Pavement - Milling and Resurfacing 1.5" FDOT - FC-
64 410 SY 9.5 (Traffic C) $ 31.00 $ 12,710.00 $ 33.50 $ 13,735.00 $ 31.50 $ 12,915.00 $ 30.61 $ 12,550.10 $ 32.30 $ 13,243.00 $ 32.29 $ 13,238.90 $ 12.34 $ 5,059.40 $ 31.40 $ 12,874.00 $ 29.37 $ 12.34 $ 33.50
65 300 SY Removal of Sidewalk (Contingency) $ 5.30 $ 1,590.00 $ 3.00 $ 900.00 $ 6.80 $ 2,040.00 $ 10.64 $ 3,192.00 $ 7.80 $ 2,340.00 $ 4.02 $ 1,206.00 $ 17.25 $ 5,175.00 $ 5.50 $ 1,650.00 $ 7.54 $ 3.00 $ 17.25
66 400 SY Removal of Driveway (All types/thicknesses Contingency) $ 6.75 $ 2,700.00 $ 3.00 $ 1,200.00 $ 6.20 $ 2,480.00 $ 10.53 $ 4,212.00 $ 7.30 $ 2,920.00 $ 8.38 $ 3,352.00 $ 20.33 $ 8,132.00 $ 7.00 $ 2,800.00 $ 8.69 $ 3.00 $ 20.33
67 300 SY 4" Thick Concrete Sidewalk (Contingency) $ 31.60 $ 9,480.00 $ 30.00 $ 9,000.00 $ 31.70 $ 9,510.00 $ 29.31 $ 8,793.00 $ 30.00 $ 9,000.00 $ 41.62 $ 12,486.00 $ 54.83 $ 16,449.00 $ 33.00 $ 9,900.00 $ 35.26 $ 29.31 $ 54.83
68 300 SY 5" Thick Concrete Driveway - COJ P-205 (Contingency) $ 34.00 $ 10,200.00 $ 34.00 $ 10,200.00 $ 35.90 $ 10,770.00 $ 32.55 $ 9,765.00 $ 31.00 $ 9,300.00 $ 36.88 $ 11,064.00 $ 38.29 $ 11,487.00 $ 37.00 $ 11,100.00 $ 34.95 $ 31.00 $ 38.29
69 100 SY Residential Asphalt Driveway - COJ P-204 (Contingency) $ 28.00 $ 2,800.00 $ 30.00 $ 3,000.00 $ 4.10 $ 410.00 $ 40.70 $ 4,070.00 $ 25.00 $ 2,500.00 $ 58.71 $ 5,871.00 $ 54.67 $ 5,467.00 $ 34.00 $ 3,400.00 $ 34.40 $ 4.10 $ 58.71
70 2,247 LF Removal of Curb and Gutter (All types) $ 3.00 $ 6,741.00 $ 2.20 $ 4,943.40 $ 3.10 $ 6,965.70 $ 5.97 $ 13,414.59 $ 1.50 $ 3,370.50 $ 5.75 $ 12,920.25 $ 8.37 $ 18,807.39 $ 5.80 $ 13,032.60 $ 4.46 $ 1.50 $ 8.37
71 2,247 LF COJ Standard Curb and Gutter $ 14.50 $ 32,581.50 $ 17.00 $ 38,199.00 $ 9.80 $ 22,020.60 $ 15.11 $ 33,952.17 $ 10.50 $ 23,593.50 $ 14.16 $ 31,817.52 $ 12.06 $ 27,098.82 $ 33.55 $ 75,386.85 $ 15.84 $ 9.80 $ 33.55
72 1 LS Density Testing (Allowance) $ 20,000.00 $ 20,000.00 $ 20,000.00 $ 20,000.00 $ 20,000.00 $ 20,000.00 $ 20,000.00 $ 20,000.00 $ 20,000.00 $ 20,000.00 $ 20,000.00 $ 20,000.00 $ 20,000.00 $ 20,000.00 $ 20,000.00 $ 20,000.00 $ 20,000.00 $ 20,000.00 $ 20,000.00
73 1 LS Law Enforcement (Allowance) $ 7,500.00 $ 7,500.00 $ 7,500.00 $ 7,500.00 $ 7,500.00 $ 7,500.00 $ 7,500.00 $ 7,500.00 $ 7,500.00 $ 7,500.00 $ 7,500.00 $ 7,500.00 $ 7,500.00 $ 7,500.00 $ 7,500.00 $ 7,500.00 $ 7,500.00 $ 7,500.00 $ 7,500.00
74 1 LS SWA Account $ 50,000.00 $ 50,000.00 $ 50,000.00 $ 50,000.00 $ 50,000.00 $ 50,000.00 $ 50,000.00 $ 50,000.00 $ 50,000.00 $ 50,000.00 $ 50,000.00 $ 50,000.00 $ 50,000.00 $ 50,000.00 $ 50,000.00 $ 50,000.00 $ 50,000.00 $ 50,000.00 $ 50,000.00
Red Font Means Item Corrected on Bid Tab Sheet Contractors, Inc. Inc. T. G. Utility Company,Inc. Callaway Contracting, Inc. J B Coxwell Contracting, Inc. Corporation Company, Inc. John Woody, Inc.
PART II – SUBTOTAL $ 1,003,413.00 $ 1,094,075.90 $ 1,128,482.60 $ 1,125,423.40 $ 1,091,223.00 $ 1,308,733.58 $ 1,256,924.94 $ 1,320,473.75
1 GENERAL/SPECIAL
LS CONDITIONS (MAX. 10% OF PART II SUBTOTAL) $ 95,000.00 $ 58,808.10 $ 56,424.13 $ 110,209.04 $ 93,287.00 $ 95,000.00 $ 107,722.94 $ 23,432.00
PART II TOTAL BID (Subtotal plus General Conditions & $ 1,098,413.00 $ 1,152,884.00 $ 1,184,906.73 $ 1,235,632.44 $ 1,184,510.00 $ 1,403,733.58 $ 1,364,647.88 $ 1,343,905.75
Special Conditions, inclusive)
RECAPITULATION:
BASE
PARTBID
I – WATER MAIN CONSTRUCTION $ 333,839.00 $ 389,698.00 $ 388,388.81 $ 406,299.62 $ 477,905.00 $ 364,173.26 $ 414,763.56 $ 475,332.65
PART II – SEWER MAIN CONSTRUCTION $ 1,098,413.00 $ 1,152,884.00 $ 1,184,906.73 $ 1,235,632.44 $ 1,184,510.00 $ 1,403,733.58 $ 1,364,647.88 $ 1,343,905.75
GRAND TOTAL BASE BID (ALL PARTS, INCLUSIVE) $ 1,432,252.00 $ 1,542,582.00 $ 1,573,295.54 $ 1,641,932.06 $ 1,662,415.00 $ 1,767,906.84 $ 1,779,411.44 $ 1,819,238.40
185 of 435
Section 5
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Chapter 5 Construction
Managing the scope, schedule and budget are the PM’s primary responsibilities during the construction
phase. This involves overseeing contract administration, inspection, contract documentation, reporting
and safety to ensure the contract work is performed in accordance with the contract plans and
specifications. The project team and contractor are responsible for actively identifying and managing
issues, change and risk events according to the contract documents.
On many projects, the inspector is the PM's primary assurance that work is being performed in the field
according to the design specifications, drawings, and contract documents. The PM should involve the
inspector prior to the start of construction to allow time for them to gain familiarity with the design and
make suggestions on constructability issues/concerns. It is important that the PM and Inspector work as
a team. At a minimum, it is necessary for each to have a clear understanding of the inspector’s project
responsibilities before construction begins. Topics that should be discussed include the following:
 Level of physical inspection required (estimated hours on site, daily/weekly)

 Project documentation
o Daily logs
o Project progress photographs
o Test results
o Delivery tickets
 Daily logs and monthly roll-ups
 Redlines/as-built drawings
 Invoice review and approval requirements
 Location of project documents
 Required attendance at project meetings
 Testing and regulatory clearance requirements
Phases of Construction
Pre-Construction
Contract Administration
Meeting
Pre-Construction Meeting
Key Deliverable Notice to Proceed
Before construction starts, the PM will conduct a Pre-Construction Meeting with the contractor, consultant
engineer, internal stakeholders, Safety, Environmental and Project Outreach. While the attendees and
topics of discussion are pretty standard for each Pre-Construction meeting, they can be tailored to fit the
specific needs of a project.
The key deliverable of the Pre-Construction meeting is the issuance of the Notice to Proceed (NTP) letter
to the contractor. The NTP letter is a standardized letter used to tell the contractor that they have
permission to start work on the project. It also contains key project dates for activities such as NTP,
interim milestones, substantial completion and final completion in accordance with the contract
documents. Remember from the Construction Bid section that a copy of the NTP letter should also be
included in the Conformed Bid Documents. A sample NTP letter is provided at the end of this section.
Chapter 5 - Construction, Rev 4, Sep-18 5-1

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A sample Pre-Construction meeting agenda is provided at the end of this section. The following
information, at a minimum, should be covered:
1. Notice to Proceed
2. JEA, Designer and Contractor communication, interfaces and approval procedures
3. Contractor Physical Access
a. Develop a list of contractor and vendor personnel who may need badges and access to JEA
Facilities.
b. Request badges through the Help Desk Portal, under “New Employee – Badge Only
Contractor”.
c. Request access through the Identity Manager application:
1. Select “Request New Access”
2. Log in with 4+2
3. Enter information of user who needs access
4. Select “Physical Access” for Type
5. Select appropriate Type of Facility for System
6. Select appropriate Name of Facility for Access
7. Enter Start Date and End Date, if known
8. Provide brief justification
9. Hit “Add Item” button
d. Inform the Owner of the Facility of the personnel and reason for access. If the duration of
construction is more than one calendar year, perform yearly review with Owner of the Facility
so that periodic attestation can be completed.
4. Site rules and/or restrictions
5. Safety
6. Drug testing
7. CPM Schedule
8. Contractor’s projected cash flow
9. Contractor’s QA plan
10. Contractor Submittals and Shop Drawings
11. Schedule of Values:
a. Review the schedule of values prior to the meeting to ensure that costs aren’t front-end
loaded. At times, contractors seek to "front end load" their bids by adding money to items that
occur at the beginning of the project and removing money from items that are performed
towards the end of a project. Contractor’s do this to recoup costs early in the project as a
counterbalance to the Owner's use of retainage and to begin "earning" their profit amount as
soon as possible. In other words, it is a cash flow technique to the advantage of the
contractor. However, in some cases this front end loading has been excessive and PM’s
need to be cognizant of this when reviewing the initial schedule of values. If front end loading
is excessive, the PM should ask for a revision from the contractor. The idea is to keep the
contractor from being able to bill prior to progress actually being complete.
12. Invoicing procedures:
a. Provide the contractor with the standard template for invoices based on the contract type (i.e.
unit price or lump sum). It’s preferable that the contractor’s invoice format be set up,
reviewed, approved and available at the pre-construction meeting.
b. Inform the contractor of the process for getting invoices reviewed and submitted. This should
include the expectation for inspector/superintendent review of daily/weekly/monthly installed
quantities and construction progress. Be sure to include the requirement that the contractor
provide updated drawings as part of the monthly invoice process. If the contract specifies,
also include the requirement for construction schedule and cash flow updates.

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c. The clock for processing of the invoice doesn’t start until JEA Accounts Payable (AP)
receives the invoice.
d. It might be useful to discuss JEA cycle times for getting an invoice paid and the alternatives
(i.e., partial payment or rejection). If the contract terms are net 30, JEA has 10 days to reject
the invoice and the PM must tell AP why the invoice is being rejected. AP will notify the
vendor and purchasing of the rejected invoice. If the invoice isn’t rejected, the PM must at
least partially pay it within 30 days. If it’s decided to partially pay, AP must be notified that you
want to partial pay and why. Terms other than net 30 (e.g., net 10 for JSEB contracts) will
require that the PM reject or approve an invoice quickly upon getting the Oracle notification
that an invoice is ready for review.
13. Supplemental Work Authorization procedure
14. Change Order procedure
15. As-built and O&M manual procedure
16. Asset Management data collection procedure
17. Project Close out and final payment procedure
Contract Administration
Key Deliverable Certificate of Completion
On most projects the PM will have support from the Engineer and field construction management support
staff to provide assistance during construction. However, the PM, independent of the size of the project, is
responsible for all aspects of the management of construction. This will include but not be limited to:
1. Becoming intimately familiar with the design and all manuals and standards which support the
design.
2. Maintaining liaison with JEA, contractors and third parties to ensure proper involvement and
approvals.
3. Making sure the final product has the quality and detail contained in the design.
4. Managing and handling approvals of contractor submittals.
5. Managing budget and schedule and dealing with associated issues.
6. Making sure the contractor complies with all laws and regulations and has secured the necessary
permits.
During construction, the Inspector is the PM’s greatest asset. The Inspector directly observes the
contractor’s work on a day-to-day basis and reports to the PM regarding any issues or concerns. The
Inspector assists the PM in ensuring the contractor completes the full scope of the work safely,
completely, to the required standard of quality, within the contract amount and within the contract time
specified for construction. The PM retains overall responsibility for the successful execution of
construction.
In the final analysis, the PM has to ensure that the contractor delivers on the contract, fulfills all
obligations, and adequately addresses and characterizes any changed conditions or required changes to
the design. The magnitude and impact of any issues that arise during construction should be managed by
early detection and rapid response supported by intimate knowledge of the design and specifications.
The following additional guidance is provided to help the PM manage a successful project.

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CPM Schedule
A Critical Path Method (CPM) schedule is required per the contract with requirements detailed in either
the solicitation. There are four basic reasons JEA requires a schedule. They are:
1. To better understand the contractor’s work plan to deliver the project in the time allotted.
2. To plan our work and other resource requirements (e.g., cash flow).
3. To advise the public and executive staff of major milestones.
4. To enable JEA to actively manage impacts to the contract.
The PM is responsible to enforce the contract with regards to the CPM schedule and should involve the
PEC Scheduler. Upon execution of the contract, the contractor should develop an initial schedule and
submit it for review at the pre-construction meeting or soon thereafter. Once the initial schedule is
reviewed, corrected and approved, it should be set as the baseline schedule. The contractor should
submit an updated schedule once per month either in conjunction with the monthly invoice submittal or at
the monthly construction update meeting. Additional schedule updates may be necessary. Examples
include:
1. Any change that affects the critical path.

2. The sequence of work is changed from that in the approved schedule.
3. The project is significantly delayed.
4. An extension of contract time is requested.
There are two major milestones that signify the end of the project that should be in the schedule. They
are:
1. Substantial Completion.
a. Substantial Completion may be granted when only minor, incidental items of work or
replacement of temporary facilities remain in order to physically complete the contract. In
determining Substantial Completion, the PM should consider whether or not:
i. JEA has full use and benefit of the facility or asset.
ii. Major safety features are installed and functional, including guardrails, grating
and striping.
iii. The system(s) is capable of being operated in its normal mode of operation (i.e.,
if the normal mode of operation is remotely from a central operating station then
substantial completion shouldn’t be give if the system can only be operated in
local mode).
iv. Traffic is operating in its permanent configuration.
2. Final Completion.
a. Final Completion is typically granted when the following has occurred:
i. The construction punchlist has been completed and verified by the PM, Inspector
or Construction Manager.
ii. All required documentation (e.g., O&M manuals, asset management data, etc.)
has been received from the contractor and verified.
iii. The contractor has demobilized from the site.
iv. All claims have been completed.
v. As built drawings have been received.

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Depending on the complexity of the project, interim (or phase) physical completion milestones may be
required. Examples of contract interim milestones could include completion of production wells on a new
WTP project, required road opening dates on a grid project, managing the interface between adjacent
contracts or prime contractors or sequencing work on a facility that must remain in operation during
construction.
The biggest issues regarding the construction schedule is the PM not enforcing the contract requirements
and allowing the contractor to deviate from the contract by either not submitting a schedule at all or not
getting schedule updates once the baseline is approved. While infrequent, the schedule could play a
significant role if there are disputes at the end of the project regarding contractual milestones and/or
liquidated damage claims.
Contractor Submittals and Shop Drawings
Every project will vary in their requirements for contractor submittals and shop drawings based on the
complexity of the project and the preferences of the PM and Engineer when the technical specifications
are drafted. The information provided below is for general guidance only and the executed contract takes
precedence.
1. The JEA Water and Sewer Standards manual does not require submittals for items that are pre-
approved for standard use. This practice is typical for grid type projects but a typical plant/pump
station project would require all submittals.
2. The PM is responsible for informing the contractor of Submittal and Shop Drawing requirements
in accordance with the with the contract documents. While the PM retains overall responsibility for
the Submittal and Shop Drawing process, the consultant engineer may be delegated the authority
to coordinate the receipt, distribution, review and response to submittals from the contractor. The
PM is responsible for the final disposition of all submittals and shop drawings.
3. The standard format and procedure for the filing of Shop Drawings will be defined within the
technical specification.
4. An up-to-date Submittal and Shop Drawing Log will be maintained for each project. This log will
indicate at a minimum the shop drawing number, the specification section, description and
routing, date received, date returned and the final disposition of the shop drawing. Any additional
information that may be required by a specific project should be communicated by the PM. The
PM should review the shop drawing log with the Contractor at least once a month to ensure that
both parties are in agreement with the current status of all shop drawings that have been
submitted to date. Particular attention should be given to shop drawing submittals that could
impact the critical path of the project (e.g., long lead material items) if not submitted, reviewed
and approved expeditiously.
5. Shop drawings will be reviewed in sufficient detail to insure that the item and its installation meet
the requirements of the contract documents, are compatible with the overall installation, and are
in compliance with all applicable codes. Each discipline member will compare the assigned shop
drawing to the contract documents with the highest professional standard and with an objective
toward its timely release in order to forestall claims for delay by the Contractor. The technical
specification will usually specify review periods for shop drawing submittals.
6. After review by all of the appropriate team members, the Engineer and/or PM will determine the
final disposition of the shop drawing. If at all possible, any comments should be placed on the
transmittal letter or and attached page, rather than on the drawing. The disposition codes can
vary by contract but examples could include:

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a. Approved – No Exceptions Noted meaning JEA’s review found no deviations from the
contract documents.
b. Approved as Noted – Exceptions Noted meaning JEA’s review found no major deviations
from the contract documents; minor clarifications or deficiencies were noted.
c. Returned for Correction – Returned for Correction meaning JEA’s review revealed major
discrepancies or deficiencies, so that corrected data must be submitted to confirm
compliance with the contract documents.
7. Typically the specifications will call for the Contractor to submit an exact number of all shop
drawings. If additional copies are needed for Field Representatives or Owner requirements, the
PM will be responsible for incorporating this information into the project specifications.
8. The PM will be responsible for informing Team Members of any additional requirements
regarding copies of shop drawings or participating in the review of them.
9. Product samples and mock-ups, whenever possible, should be small enough to fit into standard
file cabinets and should be submitted and routed as standard shop drawings. When this is not
possible (e.g., special equipment), the PM/Construction Administrator will be responsible for
having the appropriate Team Members visit the site of the mock-up or product sample for the
required review and for documenting its disposition.
Supplemental Work Authorizations
JEA uses Supplemental Work Authorization (SWA) allowances in its contracts to provide an efficient way
of managing minor unforeseen or discovered work identified after the contract is executed. In essence,
field changes.
SWAs are a written order, issued at the sole discretion of the JEA Representative, which incorporates
cost and/or schedule changes into the Contract. SWAs are not intended for adding scope. If scope needs
to be added to the project, the contract should be modified through a Change Order, even if there are
unused SWA funds. Also, a deductive change in scope does not add to the SWA funds. A deductive
change order should be executed.
Because SWA monies are already included in the contract they are readily accessible by the PM but at
contract start there is no guarantee the contractor will receive this money. PMs may use SWA to
authorize unforeseen work for contracts awarded through either lump sum or unit price bidding
processes. In these instances, an SWA is added as a line item in the bid form and the SWA amount is
included in the contract amount. The amount of SWA to be included on the bid form is dependent on a
project risk assessment during the design phase and before the bid package is finalized. Factors
influencing the SWA amount in the contract could include:
1. Greenfield site vs. existing facility

2. Age of facility
3. Availability of as built drawings
4. Limited advanced surveying or investigation
5. Inaccessibility of plant equipment
6. Safety or health standoff requirements
7. No access to closed systems
8. Underground conditions aren’t fully known
As mentioned above, SWAs are only meant to address minor issues or field changes that need to be
completed in order to complete the scope of the project. They are not to be used to add scope to a
project. Examples of legitimate uses of SWA include:

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1. Conflict avoidance
2. Minor over or under runs on quantities
3. Resolution of minor geotechnical issues (e.g., differing site conditions)
4. Installation of equipment/material for safety or reduced maintenance
The execution of an SWA is a formalized process requiring a fully executed SWA form that’s submitted by
the PM, approved by the PM’s Manager and accepted by the Contractor. SWA work may not be initiated
until the SWA form is executed. A verbal agreement between the PM and the Contractor is not
acceptable.
An example SWA form is included at the end of this chapter and an electronic version is located on
Sharepoint in the PM Forms Library on the PEC page.
Change Orders
A Change Order (CO) is a written order issued, after execution of the contract, to the vendor that
authorizes an addition, deletion, or revision of the scope of the project, and/or an adjustment in the
contract price or the contract period of performance. An executed CO resolves all issues related to price
and time for the work included in the CO. From time to time, the term Contract Amendment is used
synonymously for CO. These terms are meant to have the same meaning. A CO should not be executed
to extend the contract duration in order to include work not contained in the original scope or not required
to complete the original scope.
The Procurement Operational Procedures define a CO as an increase to the contract value and requires
the use of SWA funds before issuance of a CO. The PM must apply some measure of common sense
when deciding to use SWA funds vice seeking a CO. For example, if the cause for a CO is discovered
early in a project, and it would exhaust most, or all, SWA funds to perform the CO work; it doesn’t make
sense to deplete the SWA funds while a significant amount of the original work remains to be completed.
In this instance, the PM should seek a CO to complete the new scope and preserve the SWA funds for
their intended purpose.
The Chief Purchasing Officer (CPO), or designated representative, may approve single COs for up to 5%
over the amount most recently approved by the Awards Committee, as long as the total amount of all
COs that the CPO, or designated representative, has approved for a given contract does not exceed 10%
of the most recently approved by the Awards Committee. This is commonly referred to as the first and
second 5% Contract Purchase Agreement (CPA) increases.
If a CO exceeds 5% of the amount most recently approved by the Awards Committee, or when the CO
results in a total amount of COs to the given contract of 10% or more of the amount most recently
approved by the Awards Committee, the request will be placed on the Awards Committee agenda. The
Award Committee shall review, and either approve or deny the request.
Process for COs that increase project cost:
1. Receive prospective CO from contractor.

2. PM or PEC Estimator verify CO cost.
3. Obtain documented concurrence from project stakeholders (i.e., O&M, Planning, and
Environmental) that they are in agreement with the increase in scope. An email is sufficient.

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4. Update the project estimate and trend for the increase in funding.
5. If the CO cost is to be included as part of either the first or second 5% CPA increases:
a. Request a CPA increase from Procurement.
b. After the trend is approved, funding is available and the CPA has been increased, submit
a requisition to increase the contractor’s PO.
6. If the CO exceeds 5% of the amount most recently approved by the Awards Committee, or when
the CO results in a total amount of COs to the given contract of 10% or more of the amount most
recently approved by the Awards Committee:
a. Request a CPA increase from Procurement.
b. Submit a CO request via the Formal Bid and Awards System. Submittal of the CO
request and the trend can be performed in parallel.
c. Go to the Awards Committee to receive approval of the CO.
d. After funding is available, submit a requisition to increase the contractor’s PO.
Because the Procurement Operational Procedures don't specifically address deductive COs, the PEC
policy will be that the PM, upon determining that a significant (>$200K of the contract value) reduction in
scope is necessary, will perform the following:
1. Obtain documented concurrence from the contractor what items will be removed from the scope
of the contract and their monetary value. An email is sufficient.
2. Obtain documented concurrence from project stakeholders (i.e., O&M, Planning, and
Environmental) that they are in agreement with the reduction in scope. An email is sufficient.
3. Submit a requisition to decrease the contractor PO by the value of the deleted scope designated
in step 1 above.
4. After the PO has been decreased, submit a trend to decrease the OPB and return the unused
funds to CBP.
5. Retain all CO documentation in the project file.
Once deductive CO funds are released from the PO and trended they are no longer available to the PM
for use. At no time should deductive change order funds be used to increase the SWA account of a
project.
Project Outreach and Customer Impact
Project Outreach is typically aware of projects during the design phase and will most likely already be
involved in a project before construction starts. If not, they should be notified during the construction bid
(at advertisement) of the upcoming construction activity and be invited to the pre-construction meeting.
Project Outreach will make the determination of how much they need to be involved but several factors
will influence their actions. Those factors include:
1. Location of the project

2. Potential for customer impacts:
a. Service interruptions
b. Inconveniences (e.g., Maintenance of Traffic, parking, noise, smell, etc.)
3. City Council involvement
4. Disruption potential during the project
5. Public education or information
6. Media involvement
7. Customer complaints

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Project Outreach’s involvement can take many forms including mailers, door hangars, project signage,
town hall meetings and answering customer complaints or questions.
It’s not the PM’s decision whether or not to include Project Outreach in the project. It’s the PM’s
responsibility to give Project Outreach timely notification of the project, keep them informed of the projects
status and let Project Outreach determine their involvement.
Monthly Invoice Processing
Each month the contractor is required to submit an invoice for payment. The inspector assigned to the
project must have reviewed the contractor’s invoice for accuracy before submittal to Accounts Payable
(AP). Acknowledgement of review of the invoice can be performed by either:
1. Signing the invoice before submittal to AP; or

2. Emailing the PM attesting to their review and agreement with the invoice.
The inspector’s review of the invoice confirms that the inspector agrees with the quantities being billed for
the period covered by the invoice.
If an email is exchanged by the inspector and PM for the invoice review, the email must be saved in the
project files where invoices are saved.
In addition to the invoice, the contractor shall also submit updated “redline” drawings and associated field
notes each month as directed in the Water & Wastewater Standards (section 501.I.6.13). JEA
representatives may review, and comment, on the submitted redline drawings before their incorporation
into the following month’s as-built submittal.
At a minimum, PMs should expect the following submittals during the monthly invoice process:
1. Invoice for work performed during the invoice period.

2. Redline drawing submittal for work performed during the invoice period.
3. Updated as-built drawings that incorporate redline drawings from the previous invoice period.
4. Updated project schedule.
Retainage
Retainage is the withholding of a portion of each progress payment earned by a contractor until
construction is complete and is calculated as a percentage of each progress payment. Retainage
provides the following benefits:
1. It provides a strong financial incentive to the contractor to complete the project. Withholding
retainage gives the contractor an economic incentive to stay on the job, work until completion and
correct any remaining details.
2. It provides readily available funds to remedy a default. If a contractor fails to complete a project,
retainage provides an immediate source of funds to use to cure the performance default.
JEA withholds a retainage of 10% from monthly contractor invoices. Once construction is 50% complete
per the contract, retainage should be reduced to 5% and the contractor may request the release of one-

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half of the funds currently held in retention. Reductions below 5% are possible at the discretion of the JEA
PM and with Director approval.
To reduce the retainage from 10% to 5%, the contractor must provide the surety release and
documentation that 50% of the work is complete. In order for Accounts Payable to release all retainage,
surety release forms and the Certificate of Completion must be submitted.
Asset Management
On some projects (typically plant projects) the construction contractor is required to submit a completed
Asset Attribute Worksheet that was included in the solicitation documents. This worksheet gets developed
by the O&M Asset Management organization during design and captures information on assets to be
installed during construction (e.g., valves, instruments, motors, pumps, etc.). After construction is
complete the contractor submits the completed asset data and the O&M Asset Management team enters
the data into JEA’s asset management systems.
Vendor Performance
The Procurement Operational Procedures (Part E, Section 5.0) define the Vendor Performance
requirements the PM is required to follow on contracts great than $300K. It also contains the minimum
criteria for when a vendor is to be evaluated (at least once for contracts with a term less than, or equal to,
one year; at least once per year for contracts with a term greater than one year).
In addition to those requirements, PEC PMs will be required to evaluate construction contractors at the
following project milestones:
1. 50% of the construction duration

2. Construction Final Completion
The 50% construction duration evaluation will evaluate the contractor’s performance during the first half of
construction include criteria such as adherence to the construction schedule, administration, safety and
quality of the work. The evaluation at Final Completion should address how the contractor executed the
overall project to include construction, administration and delivery of final closeout items (e.g., punchlist,
as built drawings, etc.).
If a contractor is graded as “below standards” the PM’s Manager and Director should be informed of the
poor performance.
Other Considerations for Construction
The following list comprises a number of things the PM should remain cognizant of during construction.
Doing so will increase the odds of success.
1. Establish and maintain a comprehensive document control process.

2. Review the construction, heavy lift and Maintenance of Traffic plans.
a. The Contractor’s means and methods are their choice unless the contract states
differently.
b. The PM and JEA Project Team, along with the engineer, need to be part of the
development of any construction constraints placed in the contract. Not just a review.
This is especially important in an operating plant environment.

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c. Look for other things such as:

i. Safety issues
ii. Sources of Customer concerns
1. Contractor’s laydown area
2. Equipment parking
3. Dirt pile locations
4. Toilet facilities
5. Equipment noise
6. Hours of work (time of day)
7. Blocking access for internal customers (parking, etc.)
3. Walk the site regularly paying particular attention to:
a. All agreements are being kept.
b. Customers are not being abused.
c. Safety issues.
d. Reasonable progress is being made and reasonable resources are being used.
e. Look for potential changes in contract scope or conditions and require the contractor to
submit a written change request as soon as possible.
4. Get regular project updates either by meetings, inspections or submittals.
a. Are all sources telling the same story?
b. Do project updates reconcile with your own on-site inspections?
c. Ensure all project milestones and other requirements are being met.
5. Have the contractor supply a written monthly status report that includes a narrative of their
progress, open issues and a look ahead schedule. Having this include this as a part of the
monthly invoicing process during the regular project update meetings is a good way to ensure it
gets done.
a. Add your comments and distribute.
b. Follow up on any open issues to ensure they are resolved.
6. Safety
a. Access the Contractor Safety page on JEA.com to get the latest procedures and forms.
b. If you need to, ask JEA Safety to help.
7. Environmental
a. See the Environmental Services page on Sharepoint for additional information.
b. 24-Hour Incident Report Hot Line: 904-620-9921
8. Managing Scope Creep
a. There are two main sources for Scope Creep.
i. The PM who adds work to the contract for “convenience” or to cut deals. The
contractor has a contractual obligation to provide all the services required in the
scope but only for those services. It is not appropriate for the JEA PM to request
additional services. This practice either unfairly affects the contractor's
profitability or it exposes JEA to the risk of additional costs. The contractor must
identify scope creep early and bring it to the attention of the JEA PM. The
contractor should also recognize that scope creep can also originate from within
their team. It is important for Contractors, PMs and all team members to stay
focused on the scope and to know when and how to say "no". If both the JEA PM
and the contractor agree that additional work is necessary the SWA or Change
Order processes should be used.
ii. The project stakeholders who request or demand added scope because it is
easier for them to get money and work done through the project rather than on
their own.

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1. The best way to manage this is to understand up front what is included in

the estimate and to ask for justifications from the requestor for additions.
2. Make sure you get the appropriate project team members to approve
changes to the scope document as early as is practical.
a. No one appreciates being asked to approve things after the fact.
b. Some changes impact team members that you may not expect
to be impacted.
c. O&M, WWW Planning and Environmental almost always need to
approve changes.
d. Capital Budget Planning will need to be involved if money may
be needed or if the change causes the schedule to extend
across a fiscal year.
9. Claims
a. Avoid them.
b. Be fair with the contractor:
i. Be prepared to pay for anything requested outside the contract scope.
ii. Avoid delays. Understand direct and indirect costs and how much
changes/delays actually cost the contractor (and eventually JEA).
iii. Push to maintain turn-around times for internal reviews, approvals, requests for
information and change orders.
iv. Respond promptly to contractor issues and questions.
v. Protect the Contractor from requests that come from anyone at JEA except the
PM.
vi. Remind the Contractor to not accept requests that come from anyone at JEA
except the PM. Remind them of the above in writing, repeatedly, if necessary.
vii. Refuse to pay for work not authorized by the PM.
10. Documentation
a. Send meeting minutes promptly.
b. Know the contractor’s plan. Keep the contractor’s schedules in the project files with
notes about any variance. Use the PEC Scheduler for assistance as needed. Pay
particular attention to:
i. Manpower loading (if required)
ii. Subcontractor work identified and tracked
iii. Material deliveries tracked
iv. Critical path identified
c. Keep logs
i. Weather
ii. Contractor activities
iii. Delays
iv. Issues
v. Requests for information
d. Keep up with contractor submittals
i. Don’t let the contractor omit, be tardy, or slide by with inadequate submittals.
ii. Review them for accuracy.
11. Reporting and Files
a. Document the project thoroughly to allow detection of common issues between projects
that cannot be seen from within a single project.
i. Safety issues
ii. Contractual issues

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b. Communicate to stakeholders the status of the project so that they can plan.
c. Respond promptly to internal and external audits.
d. Benefits of good reporting and record keeping:
i. Allows Property Accounting to properly book assets and begin depreciation.
ii. Allows Treasury to optimize JEA’s corporate cash flow.
iii. Allows internal suppliers to see how their deliverables impact the project.
1. O&M
2. Environmental
3. Real Estate
4. Procurement
iv. Provides a record in case of future litigation.
v. Provides a history and a road map for the next PM in case the current PM is
promoted, reassigned, etc.
12. Turnover to O&M
a. Walk down the project with O&M to assure the punch list was completed.
b. Provide copies of warranties.
c. Provide manuals to O&M.
Forms and Examples
The following pages contain blank and example forms that are used during the construction phase of a
project. They are provided to acquaint the PM with the various forms for keeping records of the
construction activities and payment for the various phases of the work.
1. Sample NTP letter

2. Sample Pre-Construction Meeting Agenda
3. Sample Shop Drawing Submittal and Review Log
4. Schedule of Values and Work in Place Form
5. Inspector Overtime Report
6. Contractor Incident Report
7. Manager’s Incident Report
8. Monthly Report for JSEB Participation
9. Sample Lump Sum Pay Application
10. Unit Price Pay Application
11. Sample SWA Worksheet
12. Vendor Performance Scorecard for Construction

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March 18, 2014
Mark Hickinbotham, P.E., President

Sawcross, Inc.
10970 New Berlin Road
Jacksonville, FL 32226-2270
RE: Notice to Proceed

Fairfax WTP Reservoir(s) Rehabilitation
Contract Number: 134543
JEA Solicitation Number: 013-14
P.O. Number: 135082
JEA Project Number: 8000179
Dear Mr. Hickinbotham:
Please accept this letter as the official Notice to Proceed (NTP) for the construction of the Fairfax WTP Reservoir(s)
Rehabilitation Project. The contract requires project substantial completion within 430 calendar days following
Notice to Proceed. Because the Fairfax WTP is composed of major work on two specific reservoirs, the time to
complete the West Reservoir will be 250 Calendar days from NTP and the East Reservoir is 180 Calendar days from
the day the East Reservoir is available for construction. Per the Contract Documents, one (1) Reservoir must
remain in-service during the entire construction period. The following dates apply:
March 31, 2014 Notice to Proceed

December 5, 2014 Substantial Completion Date – West Reservoir
June 12, 2015 Substantial Completion Date – East Reservoir
There will be separate punchlists issued for each reservoir. Final Completion of each reservoir is expected within
30 calendar days of delivery of the final punchlist for each reservoir.
All written correspondence pertaining to this project shall be submitted to:
Stephen Wiggins
JEA Project Manager
21 West Church St., Tower 4
Jacksonville, Florida 32202
JEA Work Phone (904) 665-6314
Cell Phone (904) 509-8293
JEA FAX Number (904) 665-4457
One (1) signed original of all Applications for Payment shall be forwarded to:
Accounts Payable
P.O. Box 4910
Jacksonville, Florida 32201-4910
Sincerely,
Stephen Wiggins
JEA Project Manager
cc: Hai Vu, P.E.

File
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Page 1 of 14
AGENDA
PRECONSTRUCTION MEETING
Rushing Street at Kings Road GS and WM
Replacement Project
January 29, 2014
1. Distribute Attendance Sign-In Sheet
2. Welcome and Safety Briefing
The purpose of Meeting is to openly discuss the construction of the Rushing Street at
Kings Road Gravity Sewer and Water Main Replacement.
3. Introductions of JEA and Contractor Personnel

• JEA Manager of Project Management, Elizabeth Sharp DiMeo – 665-8139
DimeEA@jea.com
• JEA Project Manager – Erin Hilton-Jones – 665-6431 hiltem@jea.com
• JEA Lead Scheduler, Bryan Dewberry – 665-6447 DewbB@jea.com
• JEA Project Inspector – Ken Jenkins – cell 866-2047 jenkkr@jea.com
• JEA Manager of Water Grid O&M Construction – Josh Parker – 665-6052
cell 237-5870 ParkJE@jea.com
• JEA JSEB Programs Manager, Nadine Carswell – 665-6257
CarsGS@jea.com
• JEA Contractor Safety Initiative Representative – Ken Register, Safety &
Health Specialist - 665-4709 or cell 588-3764 regiKW@jea.com
• JEA Environmental & Regulatory Conformance Representative – Andrew
Sears, Environmental Scientist Senior – 665-7719 SearAR@jea.com
• JEA Project Outreach Coordinator – Gregory Corcoran - 665-4001 or (cell
813-5428 CorcGS@jea.com
• FDOT Maintenance Engineer – David Byrd – 360-5658 (cell 626-1184)
david.byrd@dot.state.fl.us
• Assistant Maintenance Engineer – Jeff Scott – 360-5250
jeffrey.scott@dot.state.fl.us
• AT&T – P.K. Patel – 350-2268 (email pp5963@att.com)
• Teco Gas – Benjamin Mobley – 443-7317 (email
bwmobley@tecoenergy.com)
• Level 3 Communications – James Davis, Jr. – 813-2063 (email
James.Davis@level3.com)
http://sharepoint/wws/projects/PM Binder/Tab 5 - Construction/Sample PreConstruction

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• T.B. Landmark Construction, Inc., Manager – Marty Adams – 904-503-

5705 - (email madams@tblandmark.com )
• T. B. Landmark Construction, Inc. Project Manager – Amy Blackwelder
– 751-1016 (email amyb@tblandmark.com )
4. Scope of Project (Erin Hilton-Jones)
1250 LF of 8"-10" Gravity Sewer will be relayed and 1020 LF of 2"-8"

water main will be replaced along Rushing Street and 2nd Street (Whitner
St to Kings Road);.
5. Subcontractors Listed in Bid:
• All Pro Asphalt (JSEB) Asphalt
• Cody’s Surveying & Mapping(JSEB) Survey & As Builts
• J & B Materials (JSEB) Materials
6. Jacksonville Small and Emerging Business (JSEB) Goal (Nadine Carswell)
• The Jacksonville Small and Emerging Business Goal is 10% of total

contract amount.
• TBLC shall comply with requirements in section 2.4.5 of The Contract
• “Report for COJ/JEA JSEB Participation” form (available at JEA.com)
shall be completed and submitted along with the pay application.
• All questions and correspondence concerning the JSEB program shall be
addressed to:
G. Nadine Carswell
JEA
21 W. Church St. – CC-6
Jacksonville, FL 32202
Note: Copy the JEA Project Manager with all questions and
correspondence.
7. Utility Conflicts (Erin Hilton-Jones and Utility Representative Present)

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• Preliminary field investigation of existing utilities must be performed by

TBLC in advance of the work.
• Verification of the locations of the existing utilities needs to be performed
using soft digs, GPR, and etc. as needed to avoid contact.
• Should investigation result in potential conflicts with the proposed work,
the JEA Inspector (Ken Jenkins) and JEA Project Manager (Erin Hilton-
Jones) must be immediately notified and the resolution of the potential
conflicts coordinated with the appropriate utility as needed.
8. FDOT Maintenance Engineer (David Byrd)
TBLC shall be thoroughly familiar with all FDOT Permit requirements prior to
mobilizing and starting work at the Kings Road/Rushing Street Intersection. If an
on-site meeting is required, the meeting shall be attended by, but not limited to,
the TBLC Project Manager (Amy Blackwelder), TBLC Site Superintendent, JEA
Project Manager (Erin Hilton-Jones) and JEA Inspector (Ken Jenkins). The
FDOT Engineer listed on the permit is David Byrd.
• Permit requires work to be complete in the FDOT ROW within 120 days
after permitted work has begun.
Conditions of the permit:
TBLC shall comply with all requirements of the FDOT Utility Permit including
but not limited to the following:
• Installation of the sewer line in King Road is not to begin until sheeting
and shoring plan has been submitted and the FDOT issued the permit
• Call 811 Sunshine State One–Call of Florida, Inc. two full business days
before you dig.
• A Pre and Final Inspection are required by the FDOT Inspector. Contact
David Byrd at (904) 360-5372.
• Before any dewatering activities begin, the Contractor must present the St.
Johns River Water Management Notice General Permit
• All dewatering shall comply with the conditions of the Dewatering Plan
included in the application for the FDOT Utility Permit.
• Any removed or damaged curb and gutter or sidewalk must be removed
and replaced joint to joint.
• When work is in proximity of a traffic signal in the FDOT right of way
please contact the local agency for locates.

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• All disturbed areas within the FDOT right of way must be restored to
original or better conditions. Sod Bermuda in rural areas and Centipede in
utility strips.
• In the event of a hurricane evacuation or any other catastrophic event, all
detours and maintenance of traffic signs on the FDOT roadway must be
removed. If the construction progress is such that traffic cannot resume on
the regular route, coordination with the FDOT must begin immediately to
prevent any conflicts with the evacuation route.
• Backfill material for roadway patches within the FDOT right of way shall
be placed in accordance with Section 125 of the FDOT Standard
Specifications for Road and Bridge Construction.
• Permittee shall warranty all work within the FDOT right of way for a
period of two (2) years of start of the FDOT resurfacing project. At a
point in time in which repair is requested from the Department, onsite
repairs shall be completed in 30 days and warranted for an additional one
(1) year.
TBLC’s sheeting and shoring plan is to be submitted to the FDOT by

______________
9. JEA Environmental & Regulatory Conformance Comments (Andrew Sears)
• TBLC has obtained a Noticed General Permit for Short-term Construction

Dewatering effective January 16, 2014 and will expire January 15,
2019. Project identification number is FLR10NO57-001
• JEA has already obtained the FDEP Generic Permit for Discharge of
Produced Ground Water from any Non-Contaminated Site Activity
(NPDES Permit #: FLG070866 issued 9/24/12). TBLC is responsible for
the satisfying the conditions of the permit and the requirements of
Sections 2.14.2 and 2.14.3 of the Conformed Documents.
• SWPPP (Storm Water Pollution Prevention Plan) and
Erosion/Sedimentation Control TBLC must comply with the
requirements of Section 2.14.4 and 2.14.5 of the Conformed Documents.
10. Contractor Safety Initiative (Ken Register)
• Contractor Training- Orientation, Supervisor, Competent Person, CPR &

First Aid Training
• Safety Meetings

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• Daily Tailgate Meetings or Daily Job Briefings (Daily Safety Task

Assessments)
• Housekeeping
• Electrical Cords, GFCI’s
• Ladders, Inspection Program
• Excavations
• Personal Protective Equipment (including subcontractors)
• Traffic Control Compliance
• Substance Testing
• Contractor Safe Work Practices Manual
• Contractor Safety Program
• TBLC’s Designated Safety Representative
___________________________________
• Safety Audits
• Monthly Documented Safety Audits by TBLC
11. JEA Project Outreach (Greg Corcoran)
• Purpose of the Project Outreach Program

• Customer Service Plan
• Meetings
• Complaints
• Identify TBLC’s Customer Service Representative (name and contact
information) ______________________________________
12. INVOICING (Section 2.4.7, pg. 32 of 102)
• TBLC shall submit ONE (1) draft payment application to the JEA
Inspector (Ken Jenkins) and forward electronic copy to the JEA Project
Manager (Erin Hilton-Jones). The cut-off date for draft submittal of the
Application for Payment is the last day of the month.
• Once approved by the JEA Project Manager, One (1) signed original
Application for Payment form (including the inspector’s signature) must
be submitted to
Accounts Payable
P.O. Box 4910

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• The cut-off date for submittal of the Application for Payment to JEA
Accounts Payable is the 10th of each month.
• The TBLC Project Superintendent (or Project Manager) shall meet

routinely with the JEA Inspector (Ken Jenkins) to resolve any
discrepancies between the contractor’s daily reports and the inspector’s
daily reports so that the JEA Inspector can maintain a mutually agreeable
“installed quantity” roll-up spreadsheet on a real-time basis. Accordingly,
the quantities shown on each pay application should then automatically
match the roll-up spreadsheet quantities and will expedite the review
process for the pay applications. Each pay application must be reviewed
and approved by the JEA Inspector (Ken Jenkins) and the JEA Project
Manager (Erin Hilton-Jones) prior to submittal to JEA Accounts Payable.
• Required reports and forms to be included with each Pay Application
o Updated Redlines reflective of pay application

o JSEB Certification form
o Updated Schedule
• Schedule of Values-An electronic Schedule of Values as basis for

monthly payment will be provided by email, by 2/1/2014.
13. HIGHLIGHTS FROM SCHEDULES, REPORTING, REQUIREMENTS

AND LIQUIDATED DAMAGES (Section 2.5, pg. 37 of 102)
• Section 2.5.1 Critical Path Method (CPM) Scheduling (Bryan

Dewberry)
o Interactive Planning Session is Required with JEA Project

Manager (Erin Hilton-Jones) and JEA Lead Scheduler (Bryan
Dewberry)
o Initial Schedule due within 14 days of Planning Session
o Approved CPM work schedule due within 21 days of the Initial
Schedule submittal
• Section 2.5.2. (page 46 of 102) – Liquidated Damages Until

Acceptance (see Addendum 3.1)

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o Failure to Substantially Complete the Work by 210 days of NTP -

$1,532.00 per calendar day until work is completed
o Failure to complete the Work for JEA’s acceptance by 255 days of

NTP - $1450 per calendar day starting from Substantial
Completion until acceptance of the work by JEA.
• Section 2.5.3. (page 46 of 102) – Reporting (Construction)
o TBLC shall provide daily reports on the “JEA Contractor’s Daily

Report” format to the JEA Inspector (Ken Jenkins) either by noon
of the following workday or weekly by Monday of the following
week. Reporting begins the first day TBLC is on-site.
o TBLC shall provide copies of JSEB reports to the JSEB Program

Manager (Nadine Carswell) and the JEA Project Manager (Erin
Hilton-Jones) on a monthly basis.
o TBLC shall submit copies of the SWPPP Inspection Reports to the

JEA Inspector (Ken Jenkins) weekly (by Monday of the following
week) and 24 hours after storm events with over ½ inch of rain.
• Section 2.5.4. (page 47 of 102) - Work Schedules
o TBLC shall comply with FDOT Utility Permit Requirements for

work performed within the FDOT Right of Way at the intersection
of Kings Road and Rushing Street
o Work Schedule will be 5 days/week or 4 days/week
o No work shall be scheduled on Holidays (as observed by JEA)

without specific prior written approval from JEA. OT directed by
JEA due to TBLC being behind schedule shall be at no additional
cost to JEA.
o No extension of the Contract Time will be made for ordinary
delays, inclement weather, or accidents and such events do not
relieve TBLC from the requirement of meeting the Approved
Schedule.
14. ACCEPTANCE (2.8, pg. 51 of 102)
Required Prior to Acceptance:

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• Pipeline Pressure Testing • As Built Drawings

• Pipeline Leakage • Certificate of Project
Testing Completion
• Water Main • Daily Reports
Bacteriological • Letter of Release for Lay-
Clearance down Area (if applicable)
• Density Tests • Certificate of Substantial
• Locate Wire Test Completion
Report(s) • Completion of Punch List
• Red Lines (monthly)
15. PRELIMINARY MATTERS-2.10
• Section 2.10.4. (page 55 of 102) - Pre-Work Meeting and Progress

Meetings (Construction)
o Construction progress meetings will be held every other week on

Wednesdays at 4:00 PM.
o The location will be 21 West Church Street
o Meeting request will be sent out by JEA’s Project Manager
o The first meeting will be the first Wednesday after the start of
construction.
o The TBLC Project Manager and Superintendent will be required to
be present.
• Section 2.10.11 (page 57 of 102) – Contractor Laydown Yard
o TBLC must have written agreement(s) with property owner(s) of

any laydown areas
o Copy of agreement due with first Pay App
o TBLC to submit to JEA Project Manager a letter of release from
the entity in connection with final Pay App
16. Section 2.12.8 (pg. 62 of 102) Scheduling of Overtime
• Arrangements shall be made with and written approval obtained from

the JEA Project Manager (Erin Hilton-Jones) in advance, when TBLC
desires to schedule work beyond 8 hour per day (night) for a five day
(night) week, 10 hours per day (night) for a four day (night) week,
beyond 40 hours per week, or on Saturdays or Holidays (as observed
by JEA).

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• This work must have a JEA representative at the Work Location or

available to perform inspections and TBLC shall reimburse JEA for
any additional costs associated with the JEA representatives’ overtime
pay (utilizing billable rates).
• This reimbursement also applies to OT related to unplanned utility
outages.
17. Section 2.13.26 (page 72 of 102) – Shop Drawings
• TBLC shall promptly submit to the JEA Engineer, Erin Hilton- all
required Shop Drawings (along with a letter of transmittal) in
accordance with the provisions set forth in the Contract.
• JEA will not grant an extension of Contract Time due to the failure of
TBLC to submit the shop drawings in ample time to allow for
checking, revisions, reviews, and approval.
18. Section 2.13.37. (page 79 of 102) - Video/Digital Records
• TBLC must video record (on DVD format) the entire Work Location
with enough detail so as to accurately establish existing conditions and
in accordance with the requirements of this section.
• The original and one copy shall be provided to JEA within 15 days
after the issuance of the Notice to Proceed Issuance and prior to any
work on-site.
• TBLC will record the project area on _________________
19. Section 2.14.16 (page 87 of 102) – Surveying
• TBLC shall be responsible for all surveying necessary to commence

and perform the Work.
• All work shall be done to the lines, grades and elevations shown on the
drawings.
• Also, TBLC needs to investigate the conditions above or below the
surface of the ground as it may deem necessary for the proper and
timely performance of its Work including, but not limited to, the
making of borings.
20. Section 2.15. (page 90 of 102) - Vendor Performance Evaluation
• TBLC needs to be familiar with the JEA Vendor Performance

Evaluation process.

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• JEA may conduct one or more evaluations per year to be determined

solely at the discretion of JEA.
• Informal evaluations may be performed at the recurring construction
progress meetings.
• See Vendor Performance Scorecard under “Forms” in the Contract
Documents
21. Section 2.17.10. thru 2.17.13 (page 95 of 102) - Supplemental Work

Authorization (SWA)
• TBLC should not expect that any SWAs will be issued and JEA is not
obligated to pay any SWA money that is not authorized through the
SWA process.
• Work which is believed to qualify for a SWA shall not start until
TBLC receives a fully authorized, written SWA form signed by the
JEA Manager of Project Management (Beth DiMeo).
• A Request for Information (RFI) form (utilizing the JEA supplied
format) needs to be prepared/submitted by TBLC to initiate JEA
consideration for SWA issuance.
• Allowable methods for determining SWA cost: Agreed Upon Lump
Sum Method or Cost Reimbursable (Time and Materials) Method as
described in the Contract Documents
22. AS-BUILT Drawings (Section 501 JEA Water and Sewer Standards Manual)
• TBLC shall continuously maintain a current set “redline” drawings

during the progress of the work.
• A photocopy “redline” set of drawings and a photo copy of the
associated field notes shall be submitted on a monthly basis. These
drawings and field notes shall reflect the actual progress of the
construction and identify field changes made to the Work to date. The
revisions and recording of information on the photocopy set of
drawings must be done to scale in red ink clearly and accurately by a
competent drafter.
• Portions of the project which are completed and have payment for
final restoration shall be recorded on final as-built electronic
(AutoCAD and PDF) drawings and submitted in the subsequent
month’s submittal.
• Upon completion of the Work and prior to final payment, TBLC shall
submit electronic files (AutoCAD and PDF) and a 24”X36” set of as-

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built drawings. These final drawings shall accurately represent the

actual Work installed, erected, constructed and shall be prepared in
accordance with the requirements of JEA Water and Sewer Standards
Manual, Section 501.
o Separate As-Builts are required for water and sewer
o Any insertion of required tables shall be done so without any
reduction of size to the original drawing.
23. Highlights from (Appendix A) Technical Specifications
• 907. - Earthwork
o TBLC to provide JEA with test results indicating material is
suitable for back fill
o TBLC shall not stockpile excess material along ROW
o No payment will be made to TBLC for
managing/removal/disposal/replacement of soil
It shall be the sole responsibility of TBLC to evaluate findings and

recommendations along with the construction drawings to determine the
quantity of soil to be managed or removed/disposed and replaced. No
separate payment shall be made for stockpiling, managing, mixing, and/or
removal, disposal, importation, and placement of A-3 sand and all costs
shall be merged with the associated item of work shown in the Bid Form.
Excess and/or unsuitable material shall become the property of TBLC and
shall be disposed of outside of the right of way.
• 906. -Utility Pole Holding/Suspending
o Holding or suspending of utility poles including power poles and

telephone poles shall be performed as needed, and when trenching
or excavating is within a horizontal distance from the pole that is
less than the depth of the trenching or excavation.
o TBLC must coordinate any utility pole holding/suspending with
JEA.
o TBLC shall s schedule a meeting with the JEA Electrical
representative (David Flaws 591-4965) in the field to discuss the
anticipated work. A 2 days’ notice is required schedule meeting.
o The actual pole work will be scheduled in the meeting.
• 917.-Shoring Plan and Required Permits

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o TBLC shall provide a signed, sealed and dated plan with

calculation prepared by a State of Florida Registered Profession
Engineer detailing the Contractor’s trench shoring plan for the
entire project.
o TBLC shall secure a Noticed General Permit for Short-term
Construction Dewater Permit from SJRWMD and submit letter to
the FDOT
o TBLC must complete the FDOT Utility permit requirements prior
to work in the FDOT ROW
• 918. –Temporary Sewer Service
o TBLC shall submit a proposal to JEA for approval.

o While the gravity sewer system is being constructed, inspected and
cleared TBLC shall provide a mechanism for continued sanitary
sewer service to each JEA customer.
o Note 1 on drawing G-3 is only a suggestion on how the temporary
sewer service is to be constructed.
o No additional payment will be made for temporary sewer service.
• 922. Deletion of Sewer Service at MH-5

o The construction drawings show a sewer service at MH-5, which
has been deleted on the bid form.
24. Water Connection at Whitner St and 2nd Street
TBLC will be required to locate the existing water main along Whitner St.
and submit a connection detail to the JEA Project Manager for review and
approval
25. Line Breaks/Shut Downs
• TBLC must contact all underground utilities at least one week prior to
construction.
• TBLC must immediately report breaks on existing water or sewer mains to
JEA Project Manager (Erin Hilton-Jones) and JEA Inspector (Ken
Jenkins). If the Project Manager or Inspector cannot be reached, TBLC
shall proceed to notify the on-call Environmental Response Coordinator @
620-9921 and SOCC Dispatch at 665-4801 or 665-4802.
• TBLC must cooperate with JEA L&I staff and O&M Water and Reuse
Grid staff for operating system valves, main tapping, testing, system blow-
off, etc. The scheduling of these events (with the JEA L&I staff and
O&M Water and Reuse Grid staff) must be coordinated through the JEA

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Inspector (Ken Jenkins). To initiate a planned outage, TBLC shall provide

the required information to the JEA Inspector (Ken Jenkins), a minimum
of two (2) weeks in advance.
26. Testing
o TBLC must coordinate locate wire testing in advance with the JEA Inspector
(Ken Jenkins)
o TBLC must coordinate all flushing, pressure/leakage testing, density testing,
and sampling in advance with the JEA Inspector (Ken Jenkins) so that they
can be present for the activities.
o TBLC shall submit copies of all testing results to the JEA Inspector (Ken
Jenkins) or the JEA Project Manager (Erin Hilton-Jones) immediately upon
receipt.
27. Presentation of the Conformed Documents and Application for Payment CD
• Hard copies of the Conformed Document will be presented for signature at

the end of the meeting.
• Notice to Proceed Letter included
• Two (2) copies of the signed Conformed Documents, two (2) full size
copies of construction drawings, and one (1) half size copy of construction
drawings will be provided to TBLC.
• MS Excel file of the Application for Payment form will be emailed to
TBLC by 2/1/14
28. Presentation of the Notice to Proceed Letter
• Included in the distributed copies of the conformed documents
29. General Comments
Some important keys to success:

• Continuous communication through the JEA Construction Inspector
(Ken Jenkins) and the JEA Project Manager (Erin Hilton-Jones)
• Effective communication with the residents
• Efficient/well planned schedule and then staying on track
• Good turnaround time for RFI submittals, reviews, etc.
• Effective partnering between all parties of the project team and
working together to develop critical to quality steps/actions and
resolving problems when they surface
• Working safely

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30. Concluding Remarks
• Some important keys to success:

• Continuous communication through the JEA Construction
Inspector (Ken Jenkins) and the JEA Project Manager (Erin
Hilton-Jones)
• Effective communication with the residents
• Efficient/well planned schedule and then staying on track
• Good turnaround time for RFI submittals, reviews, etc.
• Effective partnering between all parties of the project team and
working together to develop critical to quality steps/actions and
resolving problems when they surface
• Working safely
31. Action Items

• JEA’s Action Items
• TBLC’s Action Items

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Shop Drawing Review Log
Buckman Biosolids Residuals Management Facility Centrifuge Upgrades
Last Updated: 8/20/2014

Date Date Review
No. Specification Drawing No. Title Status Comments Approved By
Received Returned Time
1.0 DLO-907-141 Outline & Foundation 07/15/14 -41835 D.Kowalski
2.0 E79719-30 Centrifuge 203 Bill of Material AAN 08/04/14 08/11/14 7 Change Oerators Panel to Model OP277 10" P. Harwood
2.0 E79719-31 Centrifuge 203 Starter Panel Layout A 08/04/14 08/11/14 7 P. Harwood
2.0 E79719-32 Centrifuge 203 Operator Panel Layout A 08/04/14 08/11/14 7 P. Harwood
2.0 E79719-33 Centrifuge 203 Electrical Schematic A 08/04/14 08/11/14 7 P. Harwood
2.0 E79719-35 Centrifuge 203 Electrical Schematic AAN 08/04/14 08/11/14 7 CPU3545 and OIT3550 are 24VDC not 120VAC P. Harwood
2.0 E79719-42 Centrifuge 203 Electrical Schematic AAN 08/04/14 08/11/14 7 Reorder inputs as shown P. Harwood
2.0 E79719-44 Centrifuge 203 PLC Block Diagram AAN 08/04/14 08/11/14 7 Updated part numbers P. Harwood
2.0 E79719-45 Centrifuge 203 Terminal Box Detail A 08/04/14 08/11/14 7 P. Harwood
2.0 E79719-46 Centrifuge 203 Lube Oil Terminal Box Detail A 08/04/14 08/11/14 7 P. Harwood
2.0 E79719-47 Centrifuge 203 Hydraulic Terminal Box Detail A 08/04/14 08/11/14 7 P. Harwood
2.0 E79719-50 Centrifuge 203 Point to Point Diagram A 08/04/14 08/11/14 7 P. Harwood
2.0 E79719-51 Centrifuge 203 Point to Point Diagram A 08/04/14 08/11/14 7 P. Harwood
0
0
0
0
Avg Review Time -393
A Approved
AAN Approved as Noted
PA Partial Approved, Resubmit as Noted
RR Revise & Resubmit
R Rejected
NR Not reviewed
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Page 1 of 2
JEA
SCHEDULE OF VALUES AND WORK IN PLACE
Project Title For Period Ending

JEA's Project No.
Contractor To Accompany Application No.
ITEM DESCRIPTION SCHEDULED WORK % BALANCE

NO. VALUE COMPLETE COMP TO FINISH
PREVIOUS CURRENT
1 Material
Install
2 Material
Install
3 Material
Install
4 Material
Install
5 Material
Install
6 Material
Install
7 Material
Install
8 Material
Install
9 Material
Install
216 of 435
ITEM DESCRIPTION SCHEDULED WORK % BALANCE
NO. VALUE COMPLETE COMP TO FINISH
PREVIOUS CURRENT
10 Material
Install
11 Material
Install
12 Material
Install
13 Material
Install
14 Material
Install
15 Material
Install
16 Material
Install
17 Material
Install
18 Material
Install
19 Material
Install
TOTAL
217 of 435
Inspector’s Overtime Report
Inspector:______________________________________________________________
Date:___________________________ Hours:_______________________________
Contractor:____________________________________________________________
Work Performed:_______________________________________________________
______________________________________________________________________
______________________________________________________________________
______________________________________________________________________
______________________________________________________________________
Signed (Contractor)_____________________________________________________
Inspector:______________________________________________________________
Date:___________________________ Hours:_______________________________
Contractor:____________________________________________________________
Work Performed:_______________________________________________________
______________________________________________________________________
______________________________________________________________________
______________________________________________________________________
______________________________________________________________________
Inspector:______________________________________________________________
Date:___________________________ Hours:_______________________________
Contractor:____________________________________________________________
Work Performed:_______________________________________________________
______________________________________________________________________
______________________________________________________________________
______________________________________________________________________
______________________________________________________________________
Inspector:______________________________________________________________
Date:___________________________ Hours:_______________________________
Contractor:____________________________________________________________
Work Performed:_______________________________________________________
______________________________________________________________________
______________________________________________________________________
______________________________________________________________________
______________________________________________________________________
218 of 435
CONTRACTOR INCIDENT REPORT
Contractor Name: _________________________________ Injury Code

SBCI=Struck by/caught in
Date of Incident: __________________________________ C=Contact (burn, abrasion, contusion)
STF=Slip/trip/fall
Project Name & Location: __________________________ SSE=Strain/Sprain/overexertion
ABIB=Animal Bite/Insect Bite
Body Part Injured (be specific): ______________________ CLP=Cut/laceration/puncture
Injury Code (see legend at right): ___________________________________
EC=Electrical contact
FBI=Foreign Body in
Witness Names (if any): ____________________________ V=Vehicular
Description of Incident (include weather conditions if appropriate):
Equipment Damage (if any):
Describe First Aid or Medical Treatment:
Contributing Factor(s):
Most Important Contributing Factor:
Corrective Action(s) [provide expected completion date for each corrective action]:
Report Prepared By: _________________________JEA Project Manager: _________________________

( Name & phone # ) ( Reviewed by )
All incidents are to be reported to your JEA Project Manager. Your JEA PM will forward to Safety.
219 of 435
JEA MANAGER’S INCIDENT REPORT
To be completed & faxed to S&HS (665-4345) and City Risk Management (630-2913) by the employee’s manager within 24 hours after an incident.
TODAY’S DATE: _________________________________________
1. Employee’s Name________________________________________________ 2. Employee ID # ______________________________________

3. Home Address _________________________________________________________________________________________________________
Street / Apt# City State Zip
4. Sex Male Female 5. Home Phone (_____)______________________ Work Phone (_____)___________________________________

6. Employment Date: ____/____/____ 7. Date of Birth: ____/____/____ 8. Job Title:_________________________________________________
9. Director’s Name:___________________________________________ 10. Cost Center:______________________________________________
11. Manager’s Name:__________________________________12. Manager’s Phone (_____)__________________Pager #: ____________________
13. Incident Date:____________________________________________________ Incident Time:__________________________________________

14. Incident Location/Facility:_________________________________________________________________________________________________
15. Type of Medical Treatment: Treated Offsite at (specify medical facility)__________________________________________________________
JEA Medical Clinic First Aid Only Refused Treatment Near-Miss / Info Only Equipment/Damage Fatality
16. Incident Type: Struck Against Struck By Fall From Elevation Fall From Same Level
Caught In/Under/Between Rubbed or Abraded Bodily Reaction (dermatitis) Temperature Extremes
Contact Electricity Contact Temperature Contact Toxic Materials Motor Vehicle
Ingestion or Inhalation Absorption Over Exertion (lifting/pushing) Ergonomic
Cave-in Other __________________________________________________________________________
17. Object of Machine Vehicle Conveyor, Elevator, Hoist Electrical Apparatus

Incident Hand Tool Chemical Working Surface (bench/table) Floor Walking Surface
Door/Window Ladder Bricks, Rocks, Stones Container (empty or full)
Metal Stairway, Steps Lumber (woodworking material) Flash
Electrical Animal / Insect Attack Body Positioning Noise
Slip / Trip / Fall Twist / Body Motion Fire / Smoke Other______________________
18. Lighting Dawn Daylight Dusk/Dark (street lights off) Moonlight

Conditions Dark-street lights on Dark-street lights off Inside (good lighting) Inside (poor/no lighting)
19. Weather Clear Cloudy Foggy Rain

Conditions Indoors Extreme Heat _____°_ Extreme Cold ______°_ Snow/Sleet/Ice
Hurricane Conditions High winds Other _____________________________________________________
20. Name and Phone Numbers of Witnesses: _____________________________________________________________________________________

_______________________________________________________________________________________________
_______________________________________________________________________________________________
21. Employee’s Description of Incident and Comments: (include as much detail as possible) _________________________________________________
__________________________________________________________________________________________________________________________
__________________________________________________________________________________________________________________________
__________________________________________________________________________________________________________________________
__________________________________________________________________________________________________________________________
__________________________________________________________________________________________________________________________
__________________________________________________________________________________________________________________________
22. Body Parts Injured: (Key: L = Left R = Right B = Both) Near Miss – N/A
Ankle (L) (R) (B) Shoulder (L) (R) (B) Ear (L) (R) (B) Eye (L) (R) (B) * Finger(s) (RH) (LH)
* Toe(s) (RF) (LF) Arm (L) (R) (B) Back Trunk Head
Foot (L) (R) (B) Hand (L) (R) (B) Groin Area Internal System Nose
Leg (L) (R) (B) Wrist (L) (R) (B) Other (explain) _______________________________________________
Knee (L) (R) (B) Neck * (Indicate digit(s)
For Office Use Only: Recordable? Yes_____ No _____ Tracking # FY __________--__________

Revised 5/13/03, 5/28/03
1
220 of 435
23. Injury/Illness Type:
No Injury Heat Stress/Stroke Fracture Contusion (bruise)
Dislocation Heart Attack / Stroke Foreign Body (eye) Repetitive Motion
Abrasion Dermatitis Hypothermia Cut / Laceration / Puncture
Burn – Chemical Hearing Loss Strain / Sprain: Ergonomics:
Burn – Heat Nausea Overexertion
Chemical Exposure (Type Chemical) ___________________________________________________
24. Accountability and Responsibility (check all that apply)
Operated w/o authority Horseplay/ inattention to job Failed to use equipment provided Failed to use hold card
PPE not used/incorrectly Procedure not used/disregarded Worked in a careless manner Improperly supervised
No written procedure Procedure not enforced Inadequate procedure Inadequate Training
Pre-Job Briefing not conducted MSDS not available MSDS not used
No Process Safety Management Training (PSM) Employee worked overtime (# hrs. in past 24?)________________
25. Conditions (check all that apply)
Defective or Slippery Floors Lack of Adequate Barricades Poor Storage / Congested Area
Poor Design Const. Equip. Defective Machines, Equipment, Tools Employee Fatigue
Improper Equipment Inadequate Equipment Guards Improper Location of Switches
Insufficient Equipment for Job Exposed Hot / Cold Material(s) Exposed to Harmful Fumes / Vapors
Vehicle Defect(s) Lack of Technical Training Stand Pipes, Hoses, Sprinkler Heads
Blocked Exits (no signs) Storage of Flammables Storage of Gas Cylinder(s)
Improper Lights / Ventilation Handling of Industrial Waste Yard and Parking Lot Conditions
Use of Air Hoses No Right-to-Know Information Handling of Materials
Use of New Process Contributing to Air Contaminants No First Aid Training / Materials
Ladders / Scaffolds Lack of Shower / Eyewash Stations Other (explain) __________________
______________________________________________________________________________________________________________
26. PPE (choose all items worn at time of incident)
Hard Hat Approved Safety Glasses JEA Approved Steel-toed Boots
Fall Protection Prescription Safety Eyewear w/ side shields Respirator: ½ Full
Rubber Sleeves Hearing Protection Plugs Muffs Dust Mask
Appropriate Arm Protection Tyvek Suit Gloves Correct type?
Face Shield Seat Belt List missing required PPE ___________
________________________________________________________________________________________________________________
27. Tools / Equipment Involved (list type of equipment, model # and truck ID #, or identifying marks if no numbers are visible)_____________________
________________________________________________________________________________________________________________________
28. Corrective Action (Insert Code opposite each action)
1-Action to be Completed 2-Action Requires Mgmt. Approval 3-No Action Necessary
Status Date Status Date
_______Re-instruct Employee(s) _______ _______Provide PPE _______
_______Discuss Incident at Safety Mtg. _______ _______Improve Pre-job training / Briefing _______
_______Improve Housekeeping Practices _______ _______Block off Area with Barricades _______
_______Repair/ Modify Equip./Tools _______ _______Improve Physical Layout _______
_______Obtain Non-Slip Floor Materials _______ _______Request Engineering Assistance _______
_______Install Guards, Railings, Etc. _______ _______Other________________________ _______
ATTACH ADDITIONAL SHEETS AS NECESSARY— i.e., RM 512-Public Liability Accident Report, Digital Photos, Sketches, Pre-job Briefing etc.
29. Signatures:
Manager’s Signature:____________________________________________________________________________Date_______________
Employee’s Signature (If available): _________________________________________________________________Date_______________
Fax Completed Form to (665-4345) JEA Safety & Health Services and City Risk Management (630-2913) within 24 hours of Incident
FOR ASSISTANCE CONTACT YOUR AREA HEALTH & SAFETY SPECIALIST
2
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MONTHLY REPORT FOR COJ/JEA JSEB PARTICIPATION
INVOICE NO. FOR PERIOD ENDING:
NAME OF CONTRACTOR: BID NO:
PROJECT TITLE:
PROJECT LOCATION:
Type JSEB Amount

Name of JSEB of Address Type of Work Included in
JSEB* this payment

* JSEB Types: AA – African American; WBE‐ Woman; HANA – Hispanic, Asian, Native American
TOTAL THIS MONTH: $
PRIOR MONTH JSEB AMOUNT: $
CUMULATIVE JSEB AMOUNT: $
CURRENT TOTAL CONTRACT AMOUNT: $
JSEB PERCENTAGE OF TOTAL CONTRACT: %
JSEB GOAL: %
PERCENTAGE OF OVERALL CONTRACT COMPLETED %

The undersigned hereby affirms and declares that the above listed firms were actually employed in the
performance of work services under this contract, and further that each such firm earned and has been paid the
stated amounts for their respective efforts.
Under penalties of perjury, I declare that I have read the foregoing conditions and instructions and the facts are
true to the best of my knowledge and beliefs.

Signature of Prime Contractor Title Date
NOTES:
1. Contractor shall attach to this form a typewritten explanation of any differences in JSEB participation
between this form and the JSEB Goal, including an accounting for any changes in JSEB firms employed.

2. This form must be completed and submitted with contractor’s request for monthly and final payments.
In addition, a copy of this form must be submitted directly to the JEA Small Business Office, 21 West
Church Street, CC 6, Jacksonville, FL 32202.
222 of 435
--EXAMPLE--
JEA
APPLICATION FOR PAYMENT
No. ____11________ Application Date 6/30/2014

JEA
Project Name: Accounts Payable
Greenland Water Treatment Plant P.O. Box 4910
Plant Construction (050-13) Jacksonville, FL 32201-4910
Instruction Sheet
JEA Contract No. 129454 Contract Date 7/1/2013
Reference
Contractor: XXXXXXXXXXXXX Application Amount $ 156,165.35
Address: XXXXXXXXXXXXXXXXX For Period Beginning 5/1/2014
XXXXXXXXXXXX,XX XXXXX For Period Ending 5/31/2014
Phone: XXX-XXX-XXXX
Base Contract excl. Change Orders and SWA's $ 4,312,810.00 11
Contract Amendments No. _____ through ______ $ 0.00 21
Executed SWA's No. __1___ through __23___ $ 97,414.36 31
Total Contract Amount Authorized $ 4,410,224.36 41
Application is made for payment, as hereinafter shown, in connection with this contract.
Contract to date:
Work in Place - see attached schedule $ 4,269,180.36 51
Stored Material - see attached schedule $ 12,000.00 61
Total Earned to Date - Gross Amount Due $ 4,281,180.36 71
Less Retainage Withheld $ 214,059.03 81
Net Amount Due to Date $ 4,067,121.33 91
Less Net Paid on Previous Applications $ 3,918,764.25 101
Amount Due This Application $ 148,357.08 111
This Period:
Work Complete this Period 198,459.00 121
Stored Material 12,000.00 131
Less Stored Material Last Payment Period 54,293.65 141
Earned this Period - Gross Due this Period 156,165.35 151
Less Retainage ----------------------------------------------------> 5% 7,808.27 161
Retention Released this Application 0.00 171
Amount Due This Application 148,357.08 181
The undersigned Contractor hereby swears under penalty of perjury that (1) all items and amounts shown above are correct; (2) all work performed and
materials supplied fully comply with the terms and conditions of the Contract Documents; (3) all previous progress payments received from the JEA on
account of work performed under the contract and project authorization referred to above have been applied by the undersigned to discharge in full all
obligations of the undersigned incurred in connection with work covered by prior Application for Payment under said contract and project authorization,
being Application for Payment numbered 1 through ______ inclusive; and (4) title to all work, materials and equipment covered by this Application for
Payment, whether incorporated in the Project or not, will pass to the owner upon receipt of such payment by the Contractor, free and clear of all liens,
claims, security interests or encumbrances.
Date: (Contractor)
By:
XXXXX XXXXXX, Project Manager
State of Florida
County of Duval
Sworn to and subscribed before me this _____ day of _ ___, 20__.
Personally known ___
OR Produced identification _________________________________________________
____________________________________________________ Notary Public
(Type of identification)
State of Florida
My commission expires
JEA APPROVALS
Construction Inspector
Date
Construction Manager (if applicable)
Date
Project Manager
Date 223 of 435
Instructions for values on Front Page of JEA Application For Payment
11 This is the original executed contact amount and does not include allowances for SWA's or change orders.
21 Fully executed contract Amendments (including change orders).
31 Fully executed contract SWA's.
41 This is the total current contract amount authorized.
Contract to date:
51 Work In Place is Total Value Completed from pay app schedule of values. Refer to Pay App tab on this workbook.
61 Stored Material is current balance of materials suitably stored. Refer to Stored Materials tab on this workbook.
71 Gross Amount Due is Work in Place plus Stored Materials.
81 Retainage is automatically calculated based on addition of Retention Withheld Total on Net Paid tab plus This Period Retention.
91 Net Amount Due to Date is calculated using is Gross Amount Due minus Retainage.
101 Net Amount Paid on Previous Applications is based on payments received from JEA. Refer to Net Paid tab on this workbook.
111 Amount Due this Application is calculated using Net Amount Due and subtracting Net Paid on Previous Applications.
This Period:
121 Work Complete this period is Current Work Complete from pay app schedule of values. Refer to Pay App tab on this workbook.
131 Stored Material is current balance of materials suitably stored. Refer to Stored Materials tab on this workbook.
14 Stored Material Last Payment Period should come from previous months pay application. It is necessary to determine
change in Stored Material balance during current month.
151 Gross Due this period is calculated from Work Complete this period plus Stored Material less Stored Material Last Payment Period.
This Period Retention is calculated based on the current retention percentage, as allowed in the contract. The percentage
16
is calculated based on the percentage value input on this line.
171 Retention Released this application is input based on amount requested as per contract terms and conditions.
181 Amount Due This Application is calculated based on Gross Due This Period less Retainage plus Retainage Released This Application.
224 of 435
PAYMENT: 11
PERIOD ENDING: 5/31/2014
JEA APP. DATE: 6/30/2014
Greenland Water Treatment Plant
Plant Construction
Contractor: XXXXXXXXXXXXX
Address: XXXXXXXXXXXXXXXXX JEA PROJECT PURCHASE ORDER NO. XXXXXXX
XXXXXXXXXXXX,XX XXXXX JEA PROJECT NO. XXXXXXX
Phone: XXX-XXX-XXXX
LINE TOTAL WORK COMPLETE % $ VALUE $ BALANCE

NO. DESCRIPTION VALUE $ PREVIOUS CURRENT COMP. COMPLETED TO FINISH
DIVISION 1 - GENERAL REQUIREMENTS:

1 BONDS / BUILDER'S RISK INSURANCE $ 60,000.00 $ 60,000.00 $ - 100% $ 60,000.00 $ -
2 MOBILIZATION $ 185,000.00 $ 185,000.00 $ - 100% $ 185,000.00 $ -
3 DEMOBILIZATION $ 12,000.00 $ - $ - 0% $ - $ 12,000.00
4 SOIL AND CONCRETE TESTING $ 15,000.00 $ 12,000.00 $ 1,500.00 90% $ 13,500.00 $ 1,500.00
5 START-UP & TESTING $ 10,000.00 $ - $ 2,000.00 20% $ 2,000.00 $ 8,000.00
DIVISION 3 - CONCRETE
1 PIPE ENCASEMENT UNDER GST $ 15,000.00 $ 15,000.00 $ - 100% $ 15,000.00 $ -
2 HIGH SERVICE PUMP STATION $ 90,000.00 $ 90,000.00 $ - 100% $ 90,000.00 $ -
3 SODIUM HYPOCHLORITE STRUCTURE $ 67,000.00 $ 67,000.00 $ - 100% $ 67,000.00 $ -
4 ELECTRICAL BUILDING BASE SLAB $ 25,000.00 $ 25,000.00 $ - 100% $ 25,000.00 $ -
5 DRAINAGE VAULT $ 20,000.00 $ 20,000.00 $ - 100% $ 20,000.00 $ -
6 EMERGENCY GENERATOR BASE SLAB $ 25,000.00 $ 25,000.00 $ - 100% $ 25,000.00 $ -
7 WELL NO. 1 BASE SLAB $ 10,000.00 $ 10,000.00 $ - 100% $ 10,000.00 $ -
8 WELL NO. 1 PIPE SUPPORTS $ 1,500.00 $ - $ 1,500.00 100% $ 1,500.00 $ -
9 WELL NO. 2 BASE SLAB $ 10,000.00 $ 10,000.00 $ - 100% $ 10,000.00 $ -
10 WELL NO. 2 PIPE SUPPORTS $ 1,500.00 $ - $ 1,500.00 100% $ 1,500.00 $ -
11 BACKFLOW PREVENTOR PAP $ 1,000.00 $ - $ 1,000.00 100% $ 1,000.00 $ -
12 SIDEWALK AROUND GENERATOR PAD $ 1,500.00 $ 750.00 $ - 50% $ 750.00 $ 750.00
13 CURB AROUND GST $ 5,000.00 $ - $ 5,000.00 100% $ 5,000.00 $ -
DIVISION 5 - MISCELLANEOUS METALS:

1 BOLLARDS $ 5,000.00 $ 4,000.00 $ 500.00 90% 4,500.00 $ 500.00
2 ALUM. GRATING @ DRAINAGE VAULT $ 1,500.00 $ 1,500.00 $ - 100% 1,500.00 $ -
TOTAL PAGE 2 $ 561,000.00 $525,250.00 $13,000.00 $538,250.00 $ 22,750.00

225 of 435
PAYMENT: 11
Plant Construction
Phone: XXX-XXX-XXXX

DIVISION 6 - WOOD, PLASTICS & COMPOSITES

1 FRP GRATING & SUPPORTS @ SUMP $ 2,000.00 $ 2,000.00 $ - 100% $ 2,000.00 $ -
DIVISION 7 - THERMAL & MOISTURE PROTECTION:

1 HSPS STANDING SEAM METAL ROOF $ 17,000.00 $ - $ 15,300.00 90% $ 15,300.00 $ 1,700.00
2 SODIUM HYPO. BLDG. STANDING SEAM METAL ROOF $ 10,000.00 $ - $ 9,000.00 90% $ 9,000.00 $ 1,000.00
3 ELECTRICAL BLDG BITUMINOUS MEMBRANE ROOF $ 5,000.00 $ 5,000.00 $ - 100% $ 5,000.00 $ -
DIVISION 9 - FINISHES:
1 PAINTING - MOBILIZATION $ 2,000.00 $ 2,000.00 $ - 100% $ 2,000.00 $ -
2 PAINTING - HSPS BUILDING $ 25,000.00 $ 16,250.00 $ 7,500.00 95% $ 23,750.00 $ 1,250.00
3 PAINTING - SODIUM HYPOCHLORITE BLDG. $ 26,000.00 $ 23,400.00 $ - 90% $ 23,400.00 $ 2,600.00
4 PAINTING - WELL NO. 1 $ 2,000.00 $ - $ - 0% $ - $ 2,000.00
5 PAINTING - WELL NO. 2 $ 2,000.00 $ - $ 2,000.00 100% $ 2,000.00 $ -
TOTAL PAGE 3 $ 91,000.00 $ 48,650.00 $ 33,800.00 $ 7.65 $ 82,450.00 $ 8,550.00
DIVISION 13 - SPECIAL CONSTRUCTION

1 METAL CANOPY OVER HSPS $ 28,000.00 $ 28,000.00 $ - 100% $ 28,000.00 $ -
2 METAL CANOPY OVER SODIUM HYPO. BLDG. $ 27,000.00 $ 27,000.00 $ - 100% $ 27,000.00 $ -
3 PRECAST CONCRETE ELECTRICAL BLDG. $ 105,000.00 $ 105,000.00 $ - 100% $ 105,000.00 $ -
DIVISION 26 - ELECTRICAL:
1 MOBILIZATION $ 30,000.00 $ 30,000.00 $ - 100% $ 30,000.00 $ -
2 UNDERGROUND CONDUITS $ 226125,000.00
of 435 $ 118,750.00 $ - 95% $ 118,750.00 $ 6,250.00
PAYMENT: 11
Plant Construction
Phone: XXX-XXX-XXXX

3 ABOVE GROUND CONDUITS $ 46,000.00 $ 43,700.00 $ - 95% $ 43,700.00 $ 2,300.00
4 WIRE / CABLE $ 100,000.00 $ 95,000.00 $ - 95% $ 95,000.00 $ 5,000.00
5 LIGHTING $ 25,000.00 $ 20,000.00 $ - 80% $ 20,000.00 $ 5,000.00
6 GEAR $ 180,000.00 $ 171,000.00 $ - 95% $ 171,000.00 $ 9,000.00
7 INSTALL EMERGENCY GENERATOR $ 2,000.00 $ 1,800.00 $ - 90% $ 1,800.00 $ 200.00
TOTAL PAGE 4 $ 668,000.00 $ 640,250.00 $ - $ 640,250.00 $ 27,750.00
DIVISION 31 - EARTHWORK
1 MOBILIZATION $ 25,000.00 $ 25,000.00 $ - 100% $ 25,000.00 $ -

2 SILT FENCE / EROSION CONTROL $ 20,000.00 $ 20,000.00 $ - 100% $ 20,000.00 $ -
3 SITE FILL FROM STOCKPILE $ 85,000.00 $ 85,000.00 $ - 100% $ 85,000.00 $ -
4 PREP SUBGRADE FOR GST $ 15,000.00 $ 15,000.00 $ - 100% $ 15,000.00 $ -
5 PRE SUBGRADE FOR HSPS $ 8,000.00 $ 8,000.00 $ - 100% $ 8,000.00 $ -
6 PRE SUBGRADE FOR SODIUM HYPO. BLDG. $ 5,000.00 $ 5,000.00 $ - 100% $ 5,000.00 $ -
7 PREP SUBGRADE FOR ELECTRICAL BLDG. $ 3,500.00 $ 3,500.00 $ - 100% $ 3,500.00 $ -
8 PREP SUBGRADE FOR GENERATOR PAD $ 1,500.00 $ 1,500.00 $ - 100% $ 1,500.00 $ -
9 PREP SUBGRADE FOR WELL NO. 1 PAD $ 2,500.00 $ 2,500.00 $ - 100% $ 2,500.00 $ -
10 PREP SUBGRADE FOR WELL NO. 2 PAD $ 2,500.00 $ 2,500.00 $ - 100% $ 2,500.00 $ -
11 GRAVEL AROUND OUTSIDE OF GST $ 3,000.00 $ - $ 3,000.00 100% $ 3,000.00 $ -
12 GRADE SITE TO FINAL CONTOURS $ 10,000.00 $ 3,000.00 $ 6,000.00 90% $ 9,000.00 $ 1,000.00
13 18" RCP STORM DRAIN WITH 3 INLETS $ 35,000.00 $ 35,000.00 $ - 100% $ 35,000.00 $ -
15 19"X30" ERCP STORM DRAIN $ 10,000.00 $ 10,000.00 $ - 100% $ 10,000.00 $ -
16 24"X38" ERCP STORM DRAIN UNDER ROAD $ 25,000.00 $ 25,000.00 $ - 100% $ 25,000.00 $ -
18 ROADWAY STABALIZED SUBBASE $ 15,000.00 $ 15,000.00 $ - 100% $ 15,000.00 $ -
19 ROADWAY 8" BASE $ 227 of 435
35,000.00 $ 24,500.00 $ 10,500.00 100% $ 35,000.00 $ -
PAYMENT: 11
Plant Construction
Phone: XXX-XXX-XXXX

20 ROADWAY ASPHALT PAVEMENT (2.5" OVERALL) $ 45,000.00 $ - $ 45,000.00 100% $ 45,000.00 $ -
21 GRAVEL ROAD UP TO AND AORUND WELLS (2) $ 40,000.00 $ 26,000.00 $ 14,000.00 100% $ 40,000.00 $ -
22 TEMPORARY SECURITY FENCE $ 15,000.00 $ 15,000.00 $ - 100% $ 15,000.00 $ -
23 PERMANENT SECURITY FENCE $ 56,000.00 $ 18,480.00 $ - 33% $ 18,480.00 $ 37,520.00
24 SEE & MULCH / SOD RESTORATION $ 15,000.00 $ - $ - 0% $ - $ 15,000.00
TOTAL PAGE 5 $ 572,000.00 $ 439,980.00 $ 78,500.00 $ 518,480.00 $ 53,520.00
DIVISION 33 - UTILITIES
1 DISINFECT YARD PIPING $ 5,000.00 $ - $ 5,000.00 100% $ 5,000.00 $ -
2 DISINFECT GST $ 5,000.00 $ - $ 5,000.00 100% $ 5,000.00 $ -
3 GST BASE SLAB & SUMP $ 125,000.00 $ 125,000.00 $ - 100% $ 125,000.00 $ -
4 GST WALLS $ 250,000.00 $ 250,000.00 $ - 100% $ 250,000.00 $ -
5 GST DOME $ 80,000.00 $ 80,000.00 $ - 100% $ 80,000.00 $ -
6 GST BAFFLE CURTAINS $ 55,000.00 $ 55,000.00 $ - 100% $ 55,000.00 $ -
7 GST AERATOR $ 85,000.00 $ 85,000.00 $ - 100% $ 85,000.00 $ -
8 GST ACCESSORIES $ 60,000.00 $ 60,000.00 $ - 100% $ 60,000.00 $ -
9 GST INTERIOR / EXTERIOR PAINTING $ 80,000.00 $ 80,000.00 $ - 100% $ 80,000.00 $ -
DIVISION 40 - PROCESS INTEGRATION

1 DIP - UNDER GST $ 35,000.00 $ 35,000.00 $ - 100% $ 35,000.00 $ -
2 DIP - 24" RW FROM GST TO TEE IN MAIN $ 175,000.00 $ 175,000.00 $ - 100% $ 175,000.00 $ -
3 DIP - UNDERGROUND 16"/24" FROM WELL #1 TO WELL #2 $ 275,000.00 $ 275,000.00 $ - 100% $ 275,000.00 $ -
4 DIP - 30" FROM GST TO HSPS SUCTION RISERS $ 155,000.00 $ 155,000.00 $ - 100% $ 155,000.00 $ -
5 DIP - UNDERGROUND 24" FW TO EXIST. WATER MAIN $ 50,000.00 $ 47,500.00 $ - 95% $ 47,500.00 $ 2,500.00
6 DIP - FLANGED DISCHARGE @ WELL #1 $ 228 of 435
15,000.00 $ 15,000.00 $ - 100% $ 15,000.00 $ -
PAYMENT: 11
Plant Construction
Phone: XXX-XXX-XXXX

7 DIP - FLANGED DISCHARGE @ WELL #2 $ 15,000.00 $ 15,000.00 $ - 100% $ 15,000.00 $ -
8 DIP - FLANGED SUCTION PIPE @ HSPS $ 50,000.00 $ 50,000.00 $ - 100% $ 50,000.00 $ -
9 DIP - FLANGED DISCHARGE PIPE @ HSPS $ 130,000.00 $ 130,000.00 $ - 100% $ 130,000.00 $ -
10 DIP - 8"/16" FROM GST TO DRAINAGE VAULT $ 15,000.00 $ 15,000.00 $ - 100% $ 15,000.00 $ -
11 DIP - FLANGED INSIDE GST $ 21,000.00 $ 21,000.00 $ - 100% $ 21,000.00 $ -
12 PVC - SODIUM HYPO. PROCESS PIPING $ 4,000.00 $ 4,000.00 $ - 100% $ 4,000.00 $ -
13 PVC - POTABLE WATER PIPING & BACKFLOW $ 7,310.00 $ 7,310.00 $ - 100% $ 7,310.00 $ -
14 INJECTION QUILL WITH HEATED FRP ENCLOSURE, 2 EA @ 6000 $ 12,000.00 $ - $ 12,000.00 100% $ 12,000.00 $ -
15 I&C - ENGINEERING DRAWINGS / SUBMITTALS $ 45,000.00 $ 45,000.00 $ - 100% $ 45,000.00 $ -
16 I&C - PROGRAMMING $ 9,000.00 $ 9,000.00 $ - 100% $ 9,000.00 $ -
17 I&C - TESTING & START-UP $ 12,000.00 $ 6,000.00 $ - 50% $ 6,000.00 $ 6,000.00
18 I&C - FIBER OPTIC CABLE / SURGE PROTECTION $ 35,000.00 $ 26,250.00 $ 5,250.00 90% $ 31,500.00 $ 3,500.00
19 I&C - FIELD EQUIPMENT $ 95,000.00 $ 71,250.00 $ 14,250.00 90% $ 85,500.00 $ 9,500.00
20 I&C - CONTROL PANELS (6) $ 75,000.00 $ 75,000.00 $ - 100% $ 75,000.00 $ -
TOTAL PAGE 6 $ 1,975,310.00 $ 1,912,310.00 $ 41,500.00 $ 28.25 $ 1,953,810.00 $ 21,500.00
DIVISION 43 - PROCESS GAS & LIQUID HANDLING, PURIFICATION AND STORAGE EQUIPMENT
1 HORIZONTAL SPLIT CASE PUMPS $ 210,000.00 $ 210,000.00 $ - 100% $ 210,000.00 $ -
2 SUBMERSIBLE SUM PUMP $ 3,500.00 $ - $ 3,500.00 100% $ 3,500.00 $ -
3 POLYETHYLENE DOUBLE WALL STORAGE TANKS $ 70,000.00 $ 70,000.00 $ - 100% $ 70,000.00 $ -
DIVISION 44 - POLLUTION CONTROL EQUIPMENT

1 VERTICAL TURBINE PUMPS (WELL NO. 1 & NO. 2) $ 134,000.00 $ 134,000.00 $ - 100% $ 134,000.00 $ -
DIVISION 46 - WATER & WASTEWATER EQUIPMENT

1 SODIUM HYPOCHLORITE METERING PUMP SKID $ 28,000.00 $ 28,000.00 $ - 100% $ 28,000.00 $ -
TOTAL PAGE 7 $ 445,500.00 $ 442,000.00 $ 3,500.00 $ 5.00 $ 445,500.00 $ -

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PAYMENT: 11
Plant Construction
Phone: XXX-XXX-XXXX

TOTAL CONTRACT AMOUNT - PAGES 2 - 7 $4,312,810.00 $4,008,440.00 $170,300.00 $40.90 $ 4,178,740.00 $ 134,070.00
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PAYMENT: 11
Plant Construction
Phone: XXX-XXX-XXXX
TOTAL WORK COMPLETE % $ VALUE $ BALANCE

DESCRIPTION VALUE PREVIOUS CURRENT COMP. COMPLETED TO FINISH
Supplemental Work Authorization

SWA #1: $ 2,234.00 2,234.00 0.00 100% 2,234.00 0.00
SWA #2: $ 517.00 517.00 0.00 100% 517.00 0.00
SWA #3: $ 6,875.00 6,875.00 0.00 100% 6,875.00 0.00
SWA #4: $ 12,354.00 12,354.00 0.00 100% 12,354.00 0.00
SWA #5: $ 3,989.00 3,989.00 0.00 100% 3,989.00 0.00
SWA #6: $ 2,103.26 2,103.26 0.00 100% 2,103.26 0.00
SWA #7: $ 5,243.00 5,243.00 0.00 100% 5,243.00 0.00
SWA #8: $ 5,832.00 5,832.00 0.00 100% 5,832.00 0.00
SWA #9: $ 5,750.00 5,750.00 0.00 100% 5,750.00 0.00
SWA #10: $ 778.02 778.02 0.00 100% 778.02 0.00
SWA #11: $ 16,328.00 0.00 16,328.00 100% 16,328.00 0.00
SWA #12: $ 4,819.00 4,819.00 0.00 100% 4,819.00 0.00
SWA #13: $ 6,556.08 6,556.08 0.00 100% 6,556.08 0.00
SWA #14: $ (3,500.00) (3,500.00) 0.00 100% (3,500.00) 0.00
SWA #15: $ 9,000.00 9,000.00 0.00 100% 9,000.00 0.00
SWA #16: $ (269.00) (269.00) 0.00 100% (269.00) 0.00
SWA #17: $ 4,994.00 0.00 0.00 0% 0.00 4,994.00
SWA #18: $ 2,483.00 0.00 2,483.00 100% 2,483.00 0.00
SWA #19: $ 1,980.00 0.00 0.00 0% 0.00 1,980.00
SWA #20: $ 2,760.00 0.00 2,760.00 100% 2,760.00 0.00
SWA #21: $ 2,230.00 0.00 2,230.00 100% 2,230.00 0.00
SWA #22: $ 3,608.00 0.00 3,608.00 100% 3,608.00 0.00
SWA #23: $ 750.00 0.00 750.00 100% 750.00 0.00
0.00
Total SWA's $ 97,414.36 $ 62,281.36 $ 28,159.00 93% $ 90,440.36 $ 6,974.00
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JEA PAYMENT: 11
Arlington East Water Reclamation Facility PERIOD ENDING: 5/31/2014
UV Conversion Project APP. DATE: 6/30/2014
Phone: XXX-XXX-XXXX
INVOICE AMOUNT AMOUNT

VENDOR INVOICE NO. DATE MATERIAL DESCRIPTION $ AMOUNT $ INSTALLED $ STORED
STORED MATERIALS:
McDade Waterworks, Inc. 77802 9/9/2013 Ductile Iron Pipe & Fittings 727.88 727.88 0.00
McDade Waterworks, Inc. 77850 9/16/2013 Ductile Iron Pipe & Fittings 19,129.08 19,129.08 0.00
Control Instruments 18685 12/20/2013 Level & Pressure Transmitters 15,052.00 9,052.00 6,000.00
T3 Custom Fabrication 1411 2/19/2014 Level & Pressure Transmitters 19,320.00 13,320.00 6,000.00
73,103.55 61,103.55 12,000.00
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JEA PAYMENT: 11
Arlington East Water Reclamation Facility PERIOD ENDING: 5/31/2014
UV Conversion Project APP. DATE: 6/30/2014
Phone: XXX-XXX-XXXX
Net Paid on Previous Applications

Invoice JEA Check Retention Retention Retention
Date Number Number Check Amount Withheld Released Balance
9/24/2013 1 231472 227,250.00 25,250.00
10/30/2013 2 232273 206,383.91 22,931.54
11/13/2013 2-sup 232546 450.00 50.00
11/27/2013 3 232871 443,981.04 49,331.23
1/2/2014 4 233514 514,400.87 57,155.65
1/30/2014 5 234082 265,446.94 29,494.11
3/5/2014 6 234788 707,544.15 37,239.17 92,106.26
4/1/2014 7 235386 466,194.54 24,536.55
4/8/2014 8 235538 354,609.77 -
5/1/2014 9 236121 447,637.64 42,223.55
5/28/2014 10 236699 192,759.13 10,145.22
Totals 3,826,657.99 298,357.02 92,106.26 206,250.76
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Application Date: xx/xx/20xx
Application Number: x
Billing Period: xx/xx/20xx thru xx/xx/20xx
Purchase Order Number: xxxxxxx
JEA Project Manager:
Project Name: xxxxxxx
Project Authorization Number: xxx-xx
Project Authorization Date: xx/xx/20xx
JEA Specification Number: xxx-13
Contractor: xxxxxxx
Contractor Contact Person: xxxxxxx
Contractor Contact Phone: Office (904)xxx-xxxx or Cellular (904)xxx-xxxx
Contractor Address: xxxxx ssssss xxxx
Jacksonville, Florida 32xxxx
Tab Number Description/Name Type

Tab 1 CONSTRUCTION (Project # 800xxxx) Water
Tab 2 CONSTRUCTION (Project # 800xxxx) Sewer
Tab 3 CONSTRUCTION (Project # XXXXXXX) Reuse
Tab 4 This is Tab 4
Tab 5 This is tab 5
Tab 6 This is tab 6.
Pay App Unit Price Template Blank.xlsx General Proj Info 1 of 10 Date Printed: 9/24/2015
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JEA
Application For Payment
Send Application To: JEA, Accounts Payable, P O Box 4910, Jacksonville, Fl 32201-4019
(Original plus 2 copies) (Copies sent to anyone else in JEA must be marked "Courtesy Copy - Do Not Process".)
Application Number: x Application Date: xx/xx/20xx
JEA Purchase Order No: xxxxxxx Billing Period: xx/xx/20xx thru xx/xx/20xx
Project Name: xxxxxxx
Project Authorization No. xxx-xx Project Auth. Date: xx/xx/20xx
Contractor: xxxxxxx
Contractor Address: xxxxx ssssss xxxxJacksonville, Florida 32xxxx
Contact Name: xxxxxxx Contact No. Office (904)xxx-xxxx or Cellular (904)xxx-xxxx
Project Authorization Amount: $ -

Supplemental Work Authorizations (SWA) & Change Orders $ -
Total Amount Authorized: $ -
Application is made for payment, as hereinafter shown, in connection with this contract:
Work in Place - see attached schedule: $ -
Total Earned To Date: $ -
Gross Retainage Withheld: $ -

Retainage Released on Previous Applications: $ -
Retainage Released on This Application: $ -
Balance of Retainage Being Held After This Application: $ -
Amount Previously Paid: $ -

Gross Due This Application: $ -
Less Retainage This Application: $ -
Net Due This Application: $ -
Retainage Released This Application: $ -

Total Payment Due: (Net Due This Application + Retainage Released This Application) $ -
The undersigned Contractor hereby swears under penalty of perjury that (1) all items and amounts shown above are correct; (2) all work performed and
materials supplied fully comply with the terms and conditions of the Contract Documents; (3) all previous progress payments received from the JEA on account
of work performed under the contract and project authorization referred to above have been applied by the undersigned to discharge in full all obligations of the
undersigned incurred in connection with work covered by prior Application for Payment under said contract and project authorization, being Application for
Payment number 1
through x inclusive; and (4) title to all work, materials and equipment covered by this application for payment, whether incorporated in the project or not, will
pass to the owner upon receipt of such payment by the Contractor, free and clear of all liens.
Date:
Contractor's Representative (Signature)
Printed Name & Title

Notary Affadavit:
State Of: Florida County of:
Sworn to and subscribed before me this day of
Personally known Or Produced identification
(Type of Identification)
Notary Public State of Florida (Signature) My commission expires

For Use of JEA Project Manager ()
Date Received Approvals
Project Inspector: Date:
Project Manager: Date:
Pay App Unit Price Template Blank.xlsx Application For Payment 2 of 10 Date Printed: 9/24/2015
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Payment Disbursement Worksheet
(For use by JEA Accounts Payable & JEA Oracle Receiver)
(Use for determining PO lines to use and amounts of receipts for entry into Oracle.)
Job Name: xxxxxxx Date: xx/xx/20xx

Contractor: xxxxxxx Billing Period: xx/xx/20xx thru xx/xx/20xx
Purchase Order No. xxxxxxx Pay Request Nbr: x
Project Authorization Number: xxx-xx Project Authorization Date: xx/xx/20xx
Purchase Order Information Payment Info

PO Total Paid Disbursement for
Line Total Dollars Ordered (Includes Pay Request Balance Payment Nbr x Across
Nbr Description (Purchase Order Dlrs) Nbr x) (Active Encumbrance) PO Lines
1.1 WATER CONSTRUCTION (Project # xxxx) $ - $ - $ - $ -
2.1 SEWER CONTRUCTION (Project # xxxx) $ - $ - $ - $ -
3.1 REUSE CONTRUCTION (Project # xxxx) $ - $ - $ - $ -
Gross Amt Due

Purchase Order Totals: $ - $ - $ - (Pay Request x): $ -
Net Due: $ -
This sheet for use by JEA only. No changes can be made on this sheet by contractor.
This sheet must be printed and included with submission of "Application for Payment".
Pay App Unit Price Template Blank.xlsx Payment Disbursements 3 of 10 Date Printed: 9/24/2015
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Utility Grid Projects
Schedule of Values and Work In Place (Water)

Tab 1 Water -- CONSTRUCTION (Project # 800xxxx)

Planned (Bid Quantities) Quantity Installed Dollar Amount Earned
A B C D E F G H I J K L M
Item (C x E) (J / F) Previously Installed (H + I)*E Previously Due This $ Balance To
No. Item Description Qty Unit Unit Price Contract Total % Comp Installed This Period Total To Date Billed Period Complete
1 $ - $ - $ - $ - $ -
2 $ - $ - $ - $ - $ -
3 $ - $ - $ - $ - $ -
4 $ - $ - $ - $ - $ -
5 $ - $ - $ - $ - $ -
6 $ - $ - $ - $ - $ -
7 $ - $ - $ - $ - $ -
8 $ - $ - $ - $ - $ -
9 $ - $ - $ - $ - $ -
10 $ - $ - $ - $ - $ -
11 $ - $ - $ - $ - $ -
12 $ - $ - $ - $ - $ -
13 $ - $ - $ - $ - $ -
14 $ - $ - $ - $ - $ -
15 $ - $ - $ - $ - $ -
16 $ - $ - $ - $ - $ -
17 $ - $ - $ - $ - $ -
18 $ - $ - $ - $ - $ -
19 $ - $ - $ - $ - $ -
20 $ - $ - $ - $ - $ -
21 $ - $ - $ - $ - $ -
22 $ - $ - $ - $ - $ -
23 $ - $ - $ - $ - $ -
24 $ - $ - $ - $ - $ -
25 $ - $ - $ - $ - $ -
26 $ - $ - $ - $ - $ -
27 $ - $ - $ - $ - $ -
28 $ - $ - $ - $ - $ -
29 $ - $ - $ - $ - $ -
30 $ - $ - $ - $ - $ -
31 $ - $ - $ - $ - $ -
32 $ - $ - $ - $ - $ -
33 $ - $ - $ - $ - $ -
Add New Rows Above This Row. Add New Rows Above This Row. Add New Rows Above This Row.
Water -- CONSTRUCTION (Project # 800xxxx) Totals: $ - $ - $ - $ - $ -
Pay App Unit Price Template Blank.xlsx Tab 1 4 of 10 Date Printed: 9/24/2015
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Schedule of Values and Work In Place (Sewer)

Tab 2 Sewer -- CONSTRUCTION (Project # 800xxxx)

1 $ - $ - $ - $ - $ -
2 $ - $ - $ - $ - $ -
3 $ - $ - $ - $ - $ -
4 $ - $ - $ - $ - $ -
5 $ - $ - $ - $ - $ -
6 $ - $ - $ - $ - $ -
7 $ - $ - $ - $ - $ -
8 $ - $ - $ - $ - $ -
9 $ - $ - $ - $ - $ -
10 $ - $ - $ - $ - $ -
11 $ - $ - $ - $ - $ -
12 $ - $ - $ - $ - $ -
13 $ - $ - $ - $ - $ -
14 $ - $ - $ - $ - $ -
15 $ - $ - $ - $ - $ -
16 $ - $ - $ - $ - $ -
17 $ - $ - $ - $ - $ -
18 $ - $ - $ - $ - $ -
19 $ - $ - $ - $ - $ -
20 $ - $ - $ - $ - $ -
21 $ - $ - $ - $ - $ -
22 $ - $ - $ - $ - $ -
23 $ - $ - $ - $ - $ -
24 $ - $ - $ - $ - $ -
25 $ - $ - $ - $ - $ -
26 $ - $ - $ - $ - $ -
27 $ - $ - $ - $ - $ -
28 $ - $ - $ - $ - $ -
29 $ - $ - $ - $ - $ -
30 $ - $ - $ - $ - $ -
31 $ - $ - $ - $ - $ -
32 $ - $ - $ - $ - $ -
33 $ - $ - $ - $ - $ -
34 $ - $ - $ - $ - $ -
35 $ - $ - $ - $ - $ -
36 $ - $ - $ - $ - $ -
37 $ - $ - $ - $ - $ -
38 $ - $ - $ - $ - $ -
Tab 2 Sewer -- CONSTRUCTION (Project # 800xxxx) Totals: $ - $ - $ - $ - $ -
238 of 435
Schedule of Values and Work In Place (Sewer)


Tab 2 Sewer -- CONSTRUCTION (Project # 800xxxx) Supplemental Work Authorization Allowance

101 Initial SWA Allowance 1 LS $ - $ -
Total SWA Allowance $ -
Work Authorized Against SWA
1 $ - $ - $ - $ - $ -
2 $ - $ - $ - $ - $ -
3 $ - $ - $ - $ - $ -
4 $ - $ - $ - $ - $ -
5 $ - $ - $ - $ - $ -
6 $ - $ - $ - $ - $ -
7 $ - $ - $ - $ - $ -
8 $ - $ - $ - $ - $ -
9 $ - $ - $ - $ - $ -
10 $ - $ - $ - $ - $ -
Total Supplemental Work To Date: $ - $ - $ - $ - $ -
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Schedule of Values and Work In Place (Reuse)

Tab 3 Reuse -- CONSTRUCTION (Project # XXXXXXX)

1 $ - 0.00% $ - $ - $ - $ -
2 $ - 0.00% $ - $ - $ - $ -
3 $ - 0.00% $ - $ - $ - $ -
4 $ - 0.00% $ - $ - $ - $ -
5 $ - 0.00% $ - $ - $ - $ -
6 $ - 0.00% $ - $ - $ - $ -
7 $ - 0.00% $ - $ - $ - $ -
8 $ - 0.00% $ - $ - $ - $ -
9 $ - 0.00% $ - $ - $ - $ -
10 $ - 0.00% $ - $ - $ - $ -
11 $ - 0.00% $ - $ - $ - $ -
12 $ - 0.00% $ - $ - $ - $ -
13 $ - 0.00% $ - $ - $ - $ -
14 $ - 0.00% $ - $ - $ - $ -
15 $ - 0.00% $ - $ - $ - $ -
16 $ - 0.00% $ - $ - $ - $ -
17 $ - 0.00% $ - $ - $ - $ -
18 $ - 0.00% $ - $ - $ - $ -
19 $ - 0.00% $ - $ - $ - $ -
20 $ - 0.00% $ - $ - $ - $ -
21 $ - 0.00% $ - $ - $ - $ -
22 $ - 0.00% $ - $ - $ - $ -
23 $ - 0.00% $ - $ - $ - $ -
24 $ - 0.00% $ - $ - $ - $ -
25 $ - 0.00% $ - $ - $ - $ -
26 $ - 0.00% $ - $ - $ - $ -
Tab 2 Sewer -- CONSTRUCTION (Project # 800xxxx) Totals: $ - 0.00% $ - $ - $ - $ -
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Tab 2 Sewer -- CONSTRUCTION (Project # 800xxxx) Supplemental Work Authorization Allowance
101 Initial SWA Allowance 1 LS $ - $ -
102 Additional SWA Allowance (Authorized by CO # ) LS $ -
Total SWA Allowance $ -
Work Authorized Against SWA
1 $ - 0.00% $ - $ - $ - $ -
2 $ - 0.00% $ - $ - $ - $ -
3 $ - 0.00% $ - $ - $ - $ -
4 $ - 0.00% $ - $ - $ - $ -
5 $ - 0.00% $ - $ - $ - $ -
6 $ - 0.00% $ - $ - $ - $ -
7 $ - 0.00% $ - $ - $ - $ -
8 $ - 0.00% $ - $ - $ - $ -
9 $ - 0.00% $ - $ - $ - $ -
10 $ - 0.00% $ - $ - $ - $ -
11 $ - 0.00% $ - $ - $ - $ -
12 $ - 0.00% $ - $ - $ - $ -
13 $ - 0.00% $ - $ - $ - $ -
14 $ - 0.00% $ - $ - $ - $ -
15 $ - 0.00% $ - $ - $ - $ -
16 $ - 0.00% $ - $ - $ - $ -
17 $ - 0.00% $ - $ - $ - $ -
18 $ - 0.00% $ - $ - $ - $ -
19 $ - 0.00% $ - $ - $ - $ -
20 $ - 0.00% $ - $ - $ - $ -
21 $ - 0.00% $ - $ - $ - $ -
22 $ - 0.00% $ - $ - $ - $ -
Total Supplemental Work To Date: $ - 0.00% $ - $ - $ - $ -
241 of 435
Schedule of Values and Work In Place (Summary)

Summary By Asset
Tab 1 Water -- CONSTRUCTION (Project # 800xxxx)
A B C D E F G
Authorized Total Work Previously Amount Due
Asset Amount To Date Billed This Period Balance To Complete Retainage
Original Bid $ - $ - $ - $ - $ - $ -
SWA $ - $ - $ - $ - $ - $ -
Totals: $ - $ - $ - $ - $ - $ -

A B C D E F G
Original Bid $ - $ - $ - $ - $ - $ -
SWA $ - $ - $ - $ - $ - $ -
Totals: $ - $ - $ - $ - $ - $ -
Tab 3 Reuse -- CONSTRUCTION (Project # XXXXXXX)

A B C D E F G
Original Bid $ - $ - $ - $ - $ - $ -
SWA $ - $ - $ - $ - $ - $ -
Totals: $ - $ - $ - $ - $ - $ -
Pay App Unit Price Template Blank.xlsx Summary 9 of 10 Date Printed: 9/24/2015
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Project Authorization and Payment Calculations
No changes can be made on this
sheet by contractor except for the
Project Authorization Amount
Retainage Released Box. Note: The
Original Contract SWA Total "Gross Retainage Withheld To Date:"
Tab 1 Water -- CONSTRUCTION (Project #
$ - from the previous application must
800xxxx) $ - $ -
be entered by the contractor on
Tab 2 Sewer -- CONSTRUCTION (Project # every AFP submittal.
800xxxx) $ - $ - $ -
Tab 3 Reuse -- CONSTRUCTION (Project #
XXXXXXX) This sheet must be printed and
$ - $ - $ -
included with submission of
$ - $ - $ -
"Application for Payment".
Payments
Includes SWAs & Change Orders
A B C G H
Current Payment to
Total Worked Current Retainage Contractor
(Work In Place) Previously Billed Due This Period (F x 0.1) (F - G)
Tab 1 Water -- CONSTRUCTION (Project #
800xxxx) $ - $ - $ - $ - $ -
Tab 2 Sewer -- CONSTRUCTION (Project #
800xxxx) $ - $ - $ - $ - $ -
Tab 3 Reuse -- CONSTRUCTION (Project #
XXXXXXX) $ - $ - $ - $ - $ -
$ - $ - $ - $ - $ -
Total Value of Contract Earned To Date Retainage Released Box

Amount Released Amount Released
Total Work In Place: $ - PMT No. Previous Periods This Period
Total Earned To Date: $ - $ -
Retainage Calculation
Gross Retainage Withheld To Date: $ -
Retainage Released This Period: $ - Sub-Totals $ - $ -
Grand
Retainage Released Previous Periods $ - Total Released: $ -
Net (Unpaid) Retainage: $ -
Contractor must enter "Gross Retainage

Withheld To Date:" from Previous AFP $ -
Retainage Rates
Retainage Rate Previous Application: 10% Previous Application Amount
Retainage Rate This Application: 10% Previously Billed $ -
Subtotal: $ -
Gross Retainage $ -
Subtotal: $ -
Plus Retainage
Released
Previous Periods: $ -
NET Cash
Previously Paid to
Contractor: $ -
Pay App Unit Price Template Blank.xlsx Payment Calculations 10 of 10 Date Printed: 9/24/2015
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JEA
Supplemental Work Authorization
Project Title: Date:

Contract JEA Project Manager:
Contractor: SWA #:
Contractor Project Manager: Total for this SWA:
Under the terms of JEA Contract No. Contractor proposes to furnish labor, supervision, tools equipment, materials and
transportation to perform the following work at the direction of the Project Manager.
Contract Start Date Prior Sch Completion Date # Days Added By This SWA New Sch Compl Date
Asset:
Original Contract Information Additional SWA Funding Supplemental Work Authorized
Project Contract Amt Original SWA Project Amount Added By SWA Amount References or Comments
Number (Less SWA Allowances) Allowances Number Added CO Nbr Nbr Authorized (RFI, Field Revision, etc.)
Grand
Totals: $ - $ - $ - $ -
It is understood and agreed that this SWA constitutes compensation in full on behalf of the contractor and his subcontractors and suppliers of all costs and mark-ups directly or indirectly,
including extended overhead, attributable to this SWA for all delays related thereto, and for performance of the change within the time frame stated. It is further understood and agreed that the
contract period of performance is changed as shown on this SWA.
Prepared By:
Project Manager Date
Approved By:
JEA Manager Date
Accepted By:
Contractor's Representative Date
C:\Users\dewbb\AppData\Local\Microsoft\Windows\Temporary Internet Files\Content.Outlook\2QJ5ND10\SWA Form (Blank).xlsx
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J
Password to "Unprotect" any of these Supplemental Work Authorization
spreadsheets is SWA. SWA must be typed in all (Use Only With Construction Contracts)
capital letters. Header Section:
JEA Project Representative: Julee Roussin 1 Date: 2 June 4, 2003 Gives general information about
Contract 4433 Program Manager: Jack Neal the project.
3 4
Contractor: Calloway Contractors Project Authorization Nbr: 4433-26
6 Self-explanatory.
Project Title: Murray Hill Phase 1B
5 SWA #: 3
7 8
Under the terms of JEA Contract No. 9 4433 Contractor proposes to furnish labor, supervision, tools equipment, materials and transportation
to perform the following work at the direction of the Project Manager.
13 14 Schedule Section:
Actual Start Date Previous Sch Compl Date No Days Added By This SWA New Sch Compl Date NOTE: A change order and a trend must be Gives start date, scheduled end
October 9, 2002 10 September 30, 2003 11 10 12 October 10, 2003 processed in order to change the schedule. dates, & nbr days sch extended.
Asset: Revision Section:

Water - Murray Hill B - Ph 1 Base Bid A Part 1 15 There are 4 parts to this section.
Original Contract Information Additional SWA Funding 17 18Supplemental Work Authorized Each part represents a particular
16
Project Contract Amt Original SWA Project Amount Added By SWA Amount References or Comments asset or portion of the project as
Number (Less SWA Allowances) Allowances Number Added CO Nbr Nbr Authorized (RFI, Field Revision, etc.) it is identified in the schedule of
1007068 682,925.27 175,000.00 1 5,000.00 RFI 1 dtd Jan 5, 2003; Fld Rev 1 dtd Feb 6, 2003 values.
2 10,000.00 RFI 2, 3, 4, & 5
3 200,000.00
16A 16B 16C 17A 17B 17C
18C
18A 18B
You can not execute this SWA. You must first process a 19A
change order to add funds to this contract. Awards
Total:19 $ 682,925.27 $ 175,000.00 $ - $ 215,000.00 Committee action and/or trend may be required.
Asset:
Sewer - Murray Hill B Ph 1 Base Bid A Part 2
1006562 3,760,847.81 100,000.00 1006562 5,000.00 1 2 5,000.00 RFI 5
3 90,000.00 RFI 6, 7, 8, 9, 10 (Adds 10 Days); Fld Rev 2 dtd May 16, 2003
20
SWA has reached at least 90% of allowance. Chg Odr req'd

if you anticipate exceeding the allowance. 21
Total: $ 3,760,847.81 $ 100,000.00 $ 5,000.00 $ 95,000.00
Asset:
Drainage - Murray Hill B Ph 1 Base A Part III (Plymouth to Kinsbury) - South
1006567 1,486,706.30 75,000.00 1006567 150,000.00 2 1 60,000.00 RFI 4, 5, & 8
2
Total: $ 1,486,706.30 $ 75,000.00 $ 150,000.00 $ 60,000.00
Asset:
Total: $ - $ - $ - $ -
22 22A
Grand
Totals: $ 5,930,479.38 $ 350,000.00 $ 155,000.00 $ 370,000.00
Requested By:: Approval Section:

Program Manager Date
Approved By:
JEA Representative 23 Date
Accepted By:
Contractor's Representative Date
Utility Grid Projects Version: June 3, 2003

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Supplement Work Authorization Form Instructions
NOTE: THE SWA ALLOWANCE IN THE SCHEDULE OF VALUE IS NOT A COMMITMENT TO THE CONTRACTOR FOR
THOSE DOLLARS. The allowance is only for the purpose of allowing sufficient dollars in the contract price to cover
miscellaneous items that may come up during the construction that was not originally covered. IN ORDER TO PAY
THE CONTRACTOR FROM THE SWA ALLOWANCE, SPECIFIC WORK MUST BE AUTHORIZED IN WRITING.
SWA (Supplemental Work Authorization) is to be used as the means of communicating the commitment and
authorization from JEA to the contractor for work to be done under the supplemental authorization. A SWA can not be
executed until there are sufficient SWA Allowance dollars in the contract.
A SWA Allowance is based on the individual asset. The allowance for one asset should not be used to pay for the
SWA of another asset. For example: The supplemental work done for the water portion of a project should not be paid
for under the allowance for the sewer portion and vice versa.
A PAR/Change Order must be used to increase the total dollar amount authorized in the contract. A PAR/Change
Order usually means that a trend must be submitted and the Awards Committee must approve
the additional dollars.
Supplemental Work Allowance

DEFINITIONS: The dollars that is added to the contract to cover additional work that is authorized
by the appropriate JEA authority. This, in no way, obligates JEA to authorized
additional work or to pay the contractor any of these funds.
SWA (Supplemental Work Written authorization for the contractor to perform work that is not identified in the
Authorization) original bid items -- even if it is shown on the project drawings.
A SWA will be executed for all changes: (Examples)
- Take out items or quantities that will not be installed, constructed, or
performed.
- May be a negative SWA.
- Changes in specification of the item to be installed.
- Pipe bursting from one depth to another when there is a change in unit
price.
- Change in the type or size of a bend.
Record Keeping
A file will be maintained for all SWA's issued. Each SWA form will have ALL referenced documents stapled to it in proper sequence
(either of number or date order as is appropriate).
Number Description Explanation

1 JEA Project Representative JEA Employee (regular, contract, etc.) who represents JEA to the contractor on
this project.
2 Date Date of the SWA
3 Contract The contract number under which this work is being performed.
4 Program Manager JEA Employee (regular, contract, etc.) who has overall responsibility for this
project.
5 Contractor The name of the contractor performing this work.
6 Project Authorization Nbr When used it is the contract or CPA number, hyphen, and a number representing
the sequence of this job in comparison to all other jobs done under this contract.
For example: 4433-26 means that this job is the 26th one done under contract
number 4433.
7 Project Title This is the name of the overall project as identified in the bid and award
documents.
8 SWA # The number of this SWA. In this case, this is the 3rd SWA for this project.
9 Contract No. This is automatically filled in from the information that is entered in item number 3.
10 Actual Start Date Date the project actually starts construction.

11 Previous Sch Compl Date This is the date of the project's last scheduled completion date -- before the
change made by this SWA.
12 No Days Added By This SWA The total number of calendar days that is being added to the schedule for this
project.
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13 New Sch Compl Date The scheduled completion date as changed by this SWA.
14 NOTE You can not change the scheduled completion date of a project until you have
processed a trend and a change order. Both must be processed. The trend to get
the approval of the appropriate JEA management. The change order to legally
change the terms of the contract.
15 Asset Water, sewer, electric, reclaim, etc. - plus identify it as it is identified in the
Schedule of Values. The order in which these are listed on this form should
conform to the order in which they are listed in the Schedule of Values.
16 Original Contract Information These three items refer to the original contract/bid as it was awarded.
16A Project Number The Oracel (Oracle, WMS, Maximo) number used as the funding source for the
original bid for this asset.
16B Contract Amt (Less SWA Allowances)The base award amount for this asset plus the appropriate share of other costs
(i.e., bonds and maintenance of traffic allowaces, etc.). It does not include the
SWA allowances reflected in the bid/award.
16C Original SWA Allowances The dollar amount that has been added to the contract/award for this asset as an
allowance for SWA's as needed.
17 Additional SWA Funding These three items refer to the SWA allowances added to the contract by change
orders. This is "funding" and not actual authorization of work to be performed by
the contractor. The adding of these funds does not obligate JEA to pay any
portion of them to the contractor.
17A Project Number The Oracle number used as the funding source for this addition of funds.
17B Amount Added The dollar amount that has been added to the contract/award for this asset. This
is the amount added that is above and over the original amount of allowance.
17C Added By CO Nbr The change order number that has been processed which adds this dollar amount
to the contract.
18 Supplement Work Authorized These three items refer to the work which is being authorized to be done that is in
excess of the original base (plus other costs) bid/award. Work that will be paid out
of the SWA Allowance.
18A SWA Nbr The number of the SWA which authorizes this work to be performed.
18B Amount Authorized The amount, in dollars, of work which is being authorized by that SWA.
18C References or Comments List the references or backup documents which explains in detail what work is
being performed and the cost. These documents can be RFI's (Request for
Information), letters, memos, quotes, etc.
19 Total The column total for this asset.
19A References or Comments If the total of the additional work you are authorizing exceeds the SWA allowance,
you will get this message. The background will turn to red (normally it is white).
20 Adds 10 Days Reference the backup document that justifies the additional days being added to
the schedule.
21 References or Comments You will get this message when the amount of work you have authorized for this
asset reaches 90% or more of the total amount of allowance you have been given
for this asset.
You also get a similar message each time you try to enter a new amount that
causes the total authorized work to reach 90% or more of the total allowance.
22 Grand Totals Column totals for the entire project.
22A References or Comments Gives same message as number 21 but at the total project level.
23 Approvals Self explanatory.
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SupplierScore Construction

that metric.
provide examples.
1 2 3 4 5
Comments:

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1 2 3 4 5
contractor to JEA and other courtesy or cooperation Some effective Demonstrated intent to be Consistently cooperative Always a can-do approach
agencies involved in the with others. communication, but could flexible to JEA needs. and courteous. to busines and extremely
work as demonstrated Inflexible to changing be improved. Met commitments made. Met all commitments made flexible to JEA needs.
through courtesy and conditions. Some issues relating to Timely and useful to JEA and other agencies. Always courteous and
cooperation, credibility and Little or no regard for cooperation with others. communications. Very flexible in handling cooperative.
adequacy of serving JEA. Some issues that could day-to-day issues. Formal processes for
communications, reliability Little or no useful have been resolved easier Very good communication providing updates and
of stated actions, and communication. had contractor been more and coordination. other useful
flexibility. Unreliable in meeting flexible. communications; excellent
commitments. Sometimes did not follow verbal and written
O Not Applicable through to ensure communicators.
O Insufficient Information commitments made were Proactively seeks ways to
met. better serve JEA.
Comments:

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1 2 3 4 5
Care of JEA Customers: O O O O O
Poor customer care: Customer care needs Good customer care: Very good customer Excellent customer
Measure of how well improvement: care: care:
contractor prevents Customer experienced Customer experienced no
customer complaints and significant distress. Communication with distress. No customer related Customer gives JEA high
responds to complaints in Ineffective or untimely customer and Project Effective and timely actions complaints generated that marks for handling of the
the event they occur. response to customer Outreach could be taken to prevent customer could be considered the project.
issues. improved. related issues. contractor's fault. Formalized processes for
O Not Applicable Little or no actions taken to Customer did not Effective and timely Proactive and very effective providing exceptional care
O Insufficient Information prevent customer related experience significant communication with actions taken to prevent of JEA's customers.
issues. distress. customer and Project customer related issues. No customer complaints
Little or no communication Response to customer Outreach. Very effective received.
with customer and Project issues including timeliness Effective and timely communications. Issues Several customer
Outreach. and resolution actions could resolution of customer resolved quickly, compliments received.
Many customer complaints, use improvement. issues. professionally, and Where survey was used,
or one or more significant Some actions taken to Only a few minor customer customer and Project score of 19 or 20 on Project
customer related issues. prevent customer related complaints received. Outreach pleased with Outreach Questionnaire.
Required upper issues. Where survey was used, contractor interaction.
management to get Some customer complaints score of 15 or 16 on Project Where survey was used,
involved in resolution. received, none of them of Outreach Questionnaire. score of 17 or 18 on Project
Where survey was used, major significance. Outreach Questionnaire.
score of 10 or less on Where survey was used,
Project Outreach score of 11 to 14 on Project
Questionnaire. Outreach Questionnaire.
Comments:

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1 2 3 4 5
Comments:

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1 2 3 4 5
Comments:

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1 2 3 4 5
Quality -- Workmanship: O O O O O
Poor workmanship: Workmanship needs Good workmanship: Very good Exceptional
Measure of the craft skills, improvement: workmanship: workmanship:
knowledge, and dedication Extensive rework required. Demonstrated experience
to quality work. Workers do not understand Some care regarding in the craft and regard for Contractor's inspection Demonstrated a relentless
the work, nor take any delivering a quality project. delivering a quality project. program identified and drive to deliver a quality
O Not Applicable sense of pride in work Some demonstrated Little rework required -- remedied all defects project.
O Insufficient Information output. knowledge of the work. none of it significant. without notice from JEA. Demonstrated an unusually
Workers looked for every Some significant rework Demonstrated above high level of understanding
opportunity to just get the required. average knowledge of the and skill in executing the
job done. craft and a high regard for work.
delivering a quality project. No rework required by JEA.
Little or no rework
required.
Comments:

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1 2 3 4 5
Quality -- Materials & O O O O O
Equipment: Poor usage: Usage needs Good usage: Very good usage: Exceptional usage:
improvement:
Measure of the technical Little or no care Good care was Enhanced design features Exceptional care was
understanding of materials demonstrated in the Installation or demonstrated in the eased installation or demonstrated in the,
and equipment installed selection, transport, or commissioning was selection, transport, and commissioning. transport, and storage of
and dedication to proper storage or materials or troublesome. storage of material and Product exceeded materials and equipment.
selection and handling of equipment. Little care was equipment. specifications. Overall quality of materials
materials and equipment. Materials or equipment did demonstrated in the Installation or Supplier demonstrated a or equipment significantly
not meet specifications and selection, transport, or commissioning was as strong technical knowledge enhanced installation or
O Not Applicable was unacceptable. storage of materials or planned. of material and equipment commissioning and ongoing
O Insufficient Information Regularly tried to equipment. Installed material and that produced an overall operation.
incorporate poor quality or Materials or equipment did equipment to specification. better quality project than Product exceeded
wrong material or not meet some Materials or equipment met originally specified. specifications on several
equipment into the work. specifications and specifications. Very good care was significant measures.
Created significant project significant rework was No material or equipment demonstrated in the Supplier demonstrated
issues. required to fix. quality issues. transport and storage of exceptional technical
Occasionally tried installing material and equipment. knowledge of material and
sub-spec material or equipment installed.
equipment creating
material or equipment
related issues
Comments:

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1 2 3 4 5
Safety: O O O O O
program.
Comments:

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1 2 3 4 5
Environmental O O O O O
Stewardship: Poor environmental Environmental Good environmental Very good Model environmental
stewardship: stewardship needs stewardship: environmental stewardship:
Measure of how sensitive improvement: stewardship:
contractor is to the Blatant disregard for Always responded Always demonstrated
environment and job-site applicable environmental Inconsistent use of sound effectively and in a timely Consistently demonstrated highest environmental
related environmental rules and regulation. environmental stewardship manner to noted sound environmental stewardship.
issues. Deliberately hindered practices. deficiencies. stewardship. Job-site was always clean
inspections. Job-site was sometimes Demonstrated good Job-site was clean and and orderly, noise pollution
O Not Applicable Job-site was not cleaned, messy.Chemicals were environmental stewardship. orderly, noise pollution was was always mitigated,
O Insufficient Information solid waste was not sometimes mis-handled. Demonstrated sensitivity to actively managed, chemicals were always
disposed of properly, Contractor needed internal environmental issues chemicals were handled handled with care, and
chemicals were not handled notifications to properly including job-site with care, and sediment sediment run-off and
appropriately, and sediment contain sediment run-off cleanliness, noise pollution, run-off and erosion control erosion control always
run-off or erosion control and erosion control. use of chemicals, and was properly managed. managed properly.
not managed properly. Supplier needed multiple sediment and erosion No noted deficiencies Supplier's practices
Lack of response to notices notifications before taking control. through internal or demonstrated exceptional
of environmental action to correct Followed all JEA mandates regulatory inspections. knowledge of
deficiencies resulted in deficiencies. and complied with all Supplier's operating environmental issues and
regulatory intervention. permits as outlined in the procedures fully address effectiveness in
One or more significant contract. management of incorporating that
deficiencies found during Supplier's operating environmental issues. knowledge into every
internal or regulatory procedures address aspect of their business.
inspection. environmental stewardship. Very open to inspections
and to being held out as
having a model
environmental program.
Comments:

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1 2 3 4 5
100% of target had
program.
Comments:

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1 2 3 4 5
Project Administration: O O O O O
Poor administration: Administration needs Good administration: Very good Excellent
Measure of how well improvement: administration: administration:
contractor managed the As-built documents not Usually produced required
paperwork associated with delivered. As-built documents paperwork including work Consistently produced Always produced required
the project. Invoice accuracy was poor. inadequate or delivered plans, as-built documents, required paperwork paperwork.
Permitting not performed to late. accurate invoices, project including work plans, as- Contractor invested in
O Not Applicable code. Certifications not Inconsistently produced status reports, and built documents, accurate innovative approaches for
O Insufficient Information delivered. required paperwork. permitting and certification invoices and permitting and automating administrative
Rarely produced required Invoice accuracy had some documents in a timely certification documents. tasks that benefited JEA.
paperwork. problems. manner. Contractor effectively used Project administration
Schedules not updated. Little or no project status technology to improve integrated into every part
Work plans not delivered. reporting. administration. of the contractor's
Minimal permitting Project administration is operations.
documentation provided. documented in contractor's Work plans, as-built
Certifications delivered late. operating procedures documents, invoices,
Work plans were project status reports,
incomplete or late. permitting and certification
documents always
accurate, timely and useful.
Comments:

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Section 6
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Chapter 6 Punchlist and Closeout

After construction is substantially complete the PM is ready to start closing out the project. This phase of
the project has four sub-processes that include completing the construction punchlist and achieving final
completion, completion and submittal of the as built drawings, submittal and payment of the final invoice
from the construction contractor and project closeout by the PM and cost personnel.
Once the project has been closed out it can inactivated in Primavera P6. Inactivating the footprint in P6
removes the footprint from the list of active footprints in PMD.
Phases of Punchlist and Closeout
As-Built Final Project

Punchlist
Drawings Invoice Closeout
Punchlist
Once construction is substantially complete, a punchlist needs to be developed to identify those items
required to complete the construction contract and achieve final completion. By Florida statute (Section
218.735), the contract must specify the process for developing the punchlist, including the responsibilities
of the local governmental entity and the contractor in developing and reviewing the punchlist and a
reasonable time for developing the punchlist. Typically, a punchlist walkthrough is scheduled immediately
after substantial completion to develop the draft punchlist. The draft punchlist is then reviewed and
finalized by the PM and delivered to the contractor within 5 days after the punchlist was developed. The
punchlist delivered to the contractor is called the Final Punchlist. The final contract completion date must
be at least 30 calendar days after the delivery of the final punchlist to the contractor. If the final punchlist
is not provided to the contractor by the agreed upon date for delivery of the final punchlist, the contract
time for final completion must be extended by the number of days the local governmental entity exceeded
the delivery date. See Florida Statute, section 218.735, for more information on punchlists and timely
payment for purchases of construction services. A copy of Florida Statute 218.735 is provided at the end
of this section.
The composition of the punchlist should be minor housekeeping items needed to complete the
construction contract. It should not include bid line items as they are required to be completed before
construction is substantially complete. Examples would be clearing of trash, removal of dirt piles and
installation of road striping. Receipt of the final as built drawings should be one of the items on the
punchlist.
The standard project schedule template includes all activities to track development, delivery and
completion of the punchlist.
As-Built Drawings
Once received, the final as-built drawings need to be submitted to the GIS group for entry into GIS. The
as-built procedure, checklists and flowchart can be found by navigating to Sharepoint>Water
Wastewater>System Control>GIS CAD Services; then click on the As-Builts Library link in the left menu.
A copy of these documents has been provided at the end of this section.
Chapter 6 – Punchlist and Closeout, Rev 4, Sep-18 6-1

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Final Invoice
Final payment to the contractor should be dictated by the terms and conditions stated in the contract.
Typically, final payment refers to release of final contract retention. Final Payment shall not be made until
the Contractor has complied with all the Contract requirements and provided necessary close-out
documents as contained in the Contract. The contractor should submit its final Invoice with the completed
Certificate of Contract Completion.
Project Closeout
After project work is physically complete, it is necessary to complete the administrative close out
activities. The Project Closeout Phase consists of processes performed to conclude all activities across all
areas of the project including schedule, cost, and asset management and formally establishes that the
project is complete. There are two separate responsibilities within project close-out; those that belong to
the Project Manager and those that belong to Project Controls.
Project Manager Close Out Responsibilities
 Remove access of all contractor personnel, including engineers, contractors, and vendors, to JEA
Facilities
o Select “Manager View”
o Log in with your 4+2 and password.
o Choose the person whose access is to be removed, and click “Next”.
o Check the boxes next to the access rights that are to be removed, and click “Remove”.
o Make sure only the access right(s) that should be removed are listed. If not, click
previous, uncheck the ones not needed, and click “Remove” again.
 Verify all project documentation is stored in the project files.
 Close all Purchase Orders.
 Submit as built drawings.
 Submit Equipment Attribute Sheets.
 Prepare and submit Schedule of Assets.
 Document lessons learned.
 Notifying Project Controls to close project footprint.
Project Controls Close Out Responsibilities
 Request closure of project numbers.

 Request closure of work orders.
 Download and store final project cost summary in the project files.
 Track all closeout activities in the schedule.
 Inactivate footprint in Primavera P6.
Forms and Examples
The following pages contain blank and example forms that are used during the punchlist and closeout
phase of a project. They are provided to acquaint the PM with the various forms used during the punchlist
and closeout phase.
1. Florida Statutes 218.735

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2. Certificate of Substantial Completion

3. Certificate of Project Completion
4. Water and Wastewater Systems As-Built Procedure
5. As-Built Submittal Flowchart
6. As-Built Submittal Checklist

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Florida Statutes
218.735 Timely payment for purchases of construction services.—

(1) The due date for payment for the purchase of construction services by a local governmental entity
is determined as follows:
(a) If an agent must approve the payment request or invoice before the payment request or invoice is
submitted to the local governmental entity, payment is due 25 business days after the date on which the
payment request or invoice is stamped as received as provided in s. 218.74(1). The contractor may send
the local government an overdue notice. If the payment request or invoice is not rejected within 4
business days after delivery of the overdue notice, the payment request or invoice shall be deemed
accepted, except for any portion of the payment request or invoice that is fraudulent or misleading.
(b) If an agent need not approve the payment request or invoice submitted by the contractor,
payment is due 20 business days after the date on which the payment request or invoice is stamped as
received as provided in s. 218.74(1).
A local governmental entity shall identify the agent or employee of the local governmental entity, or the
facility or office, to which the contractor may submit its payment request or invoice. This requirement shall
be included in the contract between the local governmental entity and contractor, or shall be provided by
the local governmental entity through a separate written notice, as required under the contract, no later
than 10 days after the contract award or notice to proceed. A contractor’s submission of a payment
request or invoice to the identified agent, employee, facility, or office of the local governmental entity shall
be stamped as received as provided in s. 218.74(1) and shall commence the time periods for payment or
rejection of a payment request or invoice as provided in this subsection and subsection (2).
(2) If a payment request or invoice does not meet the contract requirements, the local governmental
entity must reject the payment request or invoice within 20 business days after the date on which the
payment request or invoice is stamped as received as provided in s. 218.74(1). The rejection must be
written and must specify the deficiency and the action necessary to make the payment request or invoice
proper.
(3) If a payment request or an invoice is rejected under subsection (2) and the contractor submits a
payment request or invoice that corrects the deficiency, the corrected payment request or invoice must be
paid or rejected on the later of:
(a) Ten business days after the date the corrected payment request or invoice is stamped as
received as provided in s. 218.74(1); or
(b) If the local governmental entity is required by ordinance, charter, or other law to approve or reject
the corrected payment request or invoice, the first business day after the next regularly scheduled
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meeting of the local governmental entity held after the corrected payment request or invoice is stamped
as received as provided in s. 218.74(1).
(4) If a dispute between the local governmental entity and the contractor cannot be resolved by the
procedure in subsection (3), the dispute must be resolved in accordance with the dispute resolution
procedure prescribed in the construction contract or in any applicable ordinance, which shall be
referenced in the contract. In the absence of a prescribed procedure, the dispute must be resolved by the
procedure specified in s. 218.76(2).
(5) If a local governmental entity disputes a portion of a payment request or an invoice, the
undisputed portion shall be paid timely, in accordance with subsection (1).
(6) If a contractor receives payment from a local governmental entity for labor, services, or materials
furnished by subcontractors and suppliers hired by the contractor, the contractor must remit payment due
to those subcontractors and suppliers within 10 days after the contractor’s receipt of payment. If a
subcontractor receives payment from a contractor for labor, services, or materials furnished by
subcontractors and suppliers hired by the subcontractor, the subcontractor must remit payment due to
those subcontractors and suppliers within 7 days after the subcontractor’s receipt of payment. This
subsection does not prohibit a contractor or subcontractor from disputing, pursuant to the terms of the
relevant contract, all or any portion of a payment alleged to be due to another party if the contractor or
subcontractor notifies the party whose payment is disputed, in writing, of the amount in dispute and the
actions required to cure the dispute. The contractor or subcontractor must pay all undisputed amounts
due within the time limits imposed by this section.
(7) Each contract for construction services between a local governmental entity and a contractor must
provide for the development of a single list of items required to render complete, satisfactory, and
acceptable the construction services purchased by the local governmental entity.
(a) The contract must specify the process for developing the list, including the responsibilities of the
local governmental entity and the contractor in developing and reviewing the list and a reasonable time
for developing the list:
1. For construction projects having an estimated cost of Less than $10 million, within 30 calendar
days after reaching substantial completion of the construction services purchased as defined in the
contract, or, if not defined in the contract, upon reaching beneficial occupancy or use; or
2. For construction projects having an estimated cost of $10 million or more, within 30 calendar days,
or, if extended by contract, up to 60 calendar days after reaching substantial completion of the
construction services purchased as defined in the contract, or, if not defined in the contract, upon
reaching beneficial occupancy or use.
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The contract must also specify a date for the delivery of the list of items, not to exceed 5 days after the list
of items has been developed and reviewed in accordance with the time periods set forth in
subparagraphs 1. and 2.
(b) If the contract between the local governmental entity and the contractor relates to the purchase of
construction services on more than one building or structure, or involves a multiphased project, the
contract must provide for the development of a list of items required to render complete, satisfactory, and
acceptable all the construction services purchased pursuant to the contract for each building, structure, or
phase of the project within the time limitations provided in paragraph (a).
(c) The final contract completion date must be at least 30 days after the delivery of the list of items. If
the list is not provided to the contractor by the agreed upon date for delivery of the list, the contract time
for completion must be extended by the number of days the local governmental entity exceeded the
delivery date. Damages may not be assessed against a contractor for failing to complete a project within
the time required by the contract, unless the contractor failed to complete the project within the contract
period as extended under this paragraph.
(d) The failure to include any corrective work or pending items not yet completed on the list does not
alter the responsibility of the contractor to complete all the construction services purchased pursuant to
the contract.
(e) Upon completion of all items on the list, the contractor may submit a payment request for all
remaining retainage withheld by the local governmental entity pursuant to this section. If a good faith
dispute exists as to whether one or more items identified on the list have been completed pursuant to the
contract, the local governmental entity may continue to withhold up to 150 percent of the total costs to
complete such items.
(f) All items that require correction under the contract and that are identified after the preparation and
delivery of the list remain the obligation of the contractor as defined by the contract.
(g) Warranty items or items not included in the list of items required under paragraph (a) may not
affect the final payment of retainage as provided in this section or as provided in the contract between the
contractor and its subcontractors and suppliers.
(h) Retainage may not be held by a local governmental entity or a contractor to secure payment of
insurance premiums under a consolidated insurance program or series of insurance policies issued to a
local governmental entity or a contractor for a project or group of projects, and the final payment of
retainage as provided in this section may not be delayed pending a final audit by the local governmental
entity’s or contractor’s insurance provider.
(i) If a local governmental entity fails to comply with its responsibilities to develop the list required
under paragraph (a) or paragraph (b) within the time limitations provided in paragraph (a), the contractor
may submit a payment request for all remaining retainage withheld by the local governmental entity
pursuant to this section; and payment of any remaining undisputed contract amount, less any amount
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withheld pursuant to the contract for incomplete or uncorrected work, must be paid within 20 business
days after receipt of a proper invoice or payment request. If the local governmental entity has provided
written notice to the contractor specifying the failure of the contractor to meet contract requirements in the
development of the list of items to be completed, the local governmental entity need not pay or process
any payment request for retainage if the contractor has, in whole or in part, failed to cooperate with the
local governmental entity in the development of the list or to perform its contractual responsibilities, if any,
with regard to the development of the list or if paragraph (8)(f) applies.
(8)(a) With regard to any contract for construction services, a local governmental entity may withhold
from each progress payment made to the contractor an amount not exceeding 10 percent of the payment
as retainage until 50-percent completion of such services.
(b) After 50-percent completion of the construction services purchased pursuant to the contract, the
local governmental entity must reduce to 5 percent the amount of retainage withheld from each
subsequent progress payment made to the contractor. For purposes of this subsection, the term “50-
percent completion” has the meaning set forth in the contract between the local governmental entity and
the contractor or, if not defined in the contract, the point at which the local governmental entity has
expended 50 percent of the total cost of the construction services purchased as identified in the contract
together with all costs associated with existing change orders and other additions or modifications to the
construction services provided for in the contract. However, notwithstanding this subsection, a
municipality having a population of 25,000 or fewer, or a county having a population of 100,000 or fewer,
may withhold retainage in an amount not exceeding 10 percent of each progress payment made to the
contractor until final completion and acceptance of the project by the local governmental entity.
(c) After 50-percent completion of the construction services purchased pursuant to the contract, the
contractor may elect to withhold retainage from payments to its subcontractors at a rate higher than 5
percent. The specific amount to be withheld must be determined on a case-by-case basis and must be
based on the contractor’s assessment of the subcontractor’s past performance, the likelihood that such
performance will continue, and the contractor’s ability to rely on other safeguards. The contractor shall
notify the subcontractor, in writing, of its determination to withhold more than 5 percent of the progress
payment and the reasons for making that determination, and the contractor may not request the release
of such retained funds from the local governmental entity.
(d) After 50-percent completion of the construction services purchased pursuant to the contract, the
contractor may present to the local governmental entity a payment request for up to one-half of the
retainage held by the local governmental entity. The local governmental entity shall promptly make
payment to the contractor, unless the local governmental entity has grounds, pursuant to paragraph (f),
for withholding the payment of retainage. If the local governmental entity makes payment of retainage to
the contractor under this paragraph which is attributable to the labor, services, or materials supplied by
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one or more subcontractors or suppliers, the contractor shall timely remit payment of such retainage to
those subcontractors and suppliers.
(e) This section does not prohibit a local governmental entity from withholding retainage at a rate less
than 10 percent of each progress payment, from incrementally reducing the rate of retainage pursuant to
a schedule provided for in the contract, or from releasing at any point all or a portion of any retainage
withheld by the local governmental entity which is attributable to the labor, services, or materials supplied
by the contractor or by one or more subcontractors or suppliers. If a local governmental entity makes any
payment of retainage to the contractor which is attributable to the labor, services, or materials supplied by
one or more subcontractors or suppliers, the contractor shall timely remit payment of such retainage to
those subcontractors and suppliers.
(f) This section does not require the local governmental entity to pay or release any amounts that are
the subject of a good faith dispute, the subject of a claim brought pursuant to s. 255.05, or otherwise the
subject of a claim or demand by the local governmental entity or contractor.
(g) The time limitations set forth in this section for payment of payment requests apply to any
payment request for retainage made pursuant to this section.
(h) Paragraphs (a)-(d) do not apply to construction services purchased by a local governmental entity
which are paid for, in whole or in part, with federal funds and are subject to federal grantor laws and
regulations or requirements that are contrary to any provision of the Local Government Prompt Payment
Act.
(i) This subsection does not apply to any construction services purchased by a local governmental
entity if the total cost of the construction services purchased as identified in the contract is $200,000 or
less.
(9) All payments due under this section and not made within the time periods specified by this section
shall bear interest at the rate of 1 percent per month, or the rate specified by contract, whichever is
greater.
History.—s. 3, ch. 95-331; s. 3, ch. 2001-169; s. 3, ch. 2005-230; s. 2, ch. 2010-111.
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JEA
CERTIFICATE OF SUBSTANTIAL COMPLETION
Station___________________________________________ JEA’s Contract No. ______________________________

Project Description ______________________________________________________________________________________
_____________________________________________________________________________________________________
Contractor ______________________________________________ Contract Date ___________________________
Project or Specified Part Shall Include:_______________________________________________________________________

_____________________________________________________________________________________________________
_____________________________________________________________________________________________________
_____________________________________________________________________________________________________
_____________________________________________________________________________________________________
DEFINITION OF SUBSTANTIAL COMPLETION
The date of Substantial Completion of a Project or specified part of a Project is the date when
the construction is sufficiently completed, in accordance with the Contract Documents, so that
the Project or specified part of the Project can be utilized for the purpose for which it was
intended.
Date of Substantial Completion ______________________________________________
The Work performed under this contract has been inspected by authorized representatives of the Owner, Contractor and Engineer,
and the Project (or specified part of the Project, as indicated above) is hereby declared to be substantially completed on the above
date.
A tentative list of items to be completed or corrected is appended hereto. This list may not be exhaustive, and the failure to include an
item on it does not alter the responsibility of the Contractor to complete all the Work in accordance with the contract documents. These
items shall be completed by the Contractor within ______ days of Substantial Completion.
The date of Substantial Completion is the date upon which all guarantees and warranties begin, except as noted below.
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Page 1 of 2
The responsibilities between the JEA and Contractor for maintenance, heat, and utilities shall be as set forth below:
CONTRACTOR
By: __________________________________________
_________________________________________
Title
Accepted By:
JEA
______________________________________________________ ______________________________________
JEA Representative Date
Responsibilities: (For heat, maintenance, utilities, etc.)
JEA:
Contractor:
Exceptions as To Guarantees and Warranties:
ENCLOSURES (identify and attach):
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JEA
CERTIFICATE OF PROJECT COMPLETION
Contractor: ___________________________________________________________________________________________
JEA Contract No. ________________________________ Contract Date:____________________________
Project Description ______________________________________________________________________________________

_____________________________________________________________________________________________________
CONTRACTOR’S AFFIDAVIT
I CERTIFY that the work under the above named contract, including all amendments thereto, has been satisfactorily completed; that all
charges or bills for labor or services performed or materials furnished, and other charges against the Project, including those incurred
by the Subcontractors, have been paid in full and in accordance with the terms of the contract; that no liens have attached against the
property and improvements of Owner; that no notice of intention to claim liens is outstanding; that no suits are pending by reason of
work on the Project under the contract; that all Workers’ Compensation claims have been settled and that no public liability claims are
pending. Affidavit is made for the purpose of obtaining final payment on said contract.
CONTRACTOR
By: __________________________________ __________________

Title: _________________________________ Date
State of: _______________________________________
County of: _____________________________________
Sworn and subscribed before me this ________ day of ______________ , 19 _____ .
Personally known ______________________________________ __________________________________________

Notary Public
Or produced identification ________________________________ State of _________________________________
____________________________________________________ My commission expires _____________________

(Type of identification)
________________________________________
(Printed typed or stamped
commissioned name of notary public)
NOTE: This form shall be accompanied by a letter from the Surety, if contract bond has been provided, indicating the Surety’s consent
to the final payment.
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WATER, WASTEWATER, REUSE TREATMENT
OPERATIONS & MAINTENANCE: W-GIS 3.1.017
TITLE: Water and Wastewater As-Builts
EFFECTIVE DATE: June 20, 2014
OBJECTIVE: Entry of As-Builts in the W&S Document Management Database and GIS
ASSIGNMENT OF RESPONSIBILITY:
The Water Wastewater Systems GIS sub-process shall be responsible for the annual review of
this procedure to ensure it complies with applicable standards and safe work practices. The
Director of w WW System Control, or designee, shall be responsible for the implementation of
this procedure.
The procedure will include three parts; first is the submittal, second logging the material into WS
Document Management and third is the completion in GIS. The as-builts to be submitted in this
process are all water, wastewater, reclaimed and chilled water which includes all plants, wells,
lift stations, repump stations and delivery stations. As-Builts are a vital part of our internal and
external business. It is absolutely imperative that as-builts be accurate and complete. Please
ensure that any and all as-builts be checked for accuracy and completeness before they are
submitted to W&S As-Built Submittal mailbox.
PROCEDURE:
1) The as-built owner (the individual/group that accepts the as-built on JEAs behalf) will submit
the as-built to Water Wastewater Systems GIS.
a) The hardcopy drawing, with the digital (CADD) files on disc, and the as-built submittal
checklist will be placed in the “As-Built Inbox”, currently outside T505.
b) An email will be sent to “W&S As-Built Submittal” (wsasbuilt@jea.com) indicating an
as-built has been placed in the As-Built Inbox. The email will have a subject line
containing the project name followed by “W&S As-Built Submittal”
Example: Dream Village W&S As-Built Submittal
c) The As-Built Inbox will be checked twice a day, once in the morning and once in the
afternoon.
2) The as-built will be checked for compliance to JEA Standards using the As-Built Submittal
Checklist.
a) Acceptable As-Builts will have an e-mail generated to the submitter advising of As-Built
acceptance.
b) Unacceptable As-Builts will have an e-mail generated to the submitter advising of non-
compliance and rejection of As-Builts.
c) Submitter will retrieve unacceptable as-builts and revise for resubmittal.
W-GIS 3.1.017
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3) Approved as-builts will be entered in the W&S Document Management Database.
a) The as-built will be entered receiving the next available document number (also known
as “Scan Number”).
b) The digital files will be placed in the network in a folder named by the document number.
A link to the files will be placed in the Database column “CAD”.
c) A label with the project name and document number will be affixed to the as-built.
d) The as-built will be scanned to the network in a “tiff” format. The tiff files will be
converted and combined creating a single PDF. A link to the PDF will be placed in the
Database in the “Scan” column.
e) The tiff and PDF files will be placed in their respective location on the network.
4) The approved as-built will be entered into GIS.

a) All Water Wastewater Systems GIS personal will be responsible for entering new as-
builts (also known as “incoming as-builts”).
b) As-builts will be entered in GIS as they arrive.
c) All information will be entered as indicated in the “Water Wastewater v10.1” editor
training manual.
d) The hyperlink field will be populated with the link to the PDF file on the network.
5) There are few exceptions in which the digital files (CADD) are not required to accompany
the hardcopy.
a) Acquired systems often do not have digital files available.
b) As-builts that are found or delivered to JEA long after the project is complete rarely have
the digital files. These are often called “all we are going to get”.
6) The W&S Document Management Database will be owned, maintained and as-built
additions made by Water Wastewater Systems GIS.
SIGNATURE:
EFFECTIVE DATE: June 20, 2014
W-GIS 3.1.017
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CMMS and GIS Data Submittal Process
Water / Wastewater Systems
April 2015
This document defines the data submission requirements for updating the CMMS and GIS databases.
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CMMS and GIS Data Submittal Process 4/14/15
Project Groups Asset Management Group GIS/CADD Services
Vertical Improvements include:

New or Replacement Plant Assets
Asset to be Built Water Wells
Pump Stations including Booster stations
New or Replacement
Asset Designed
Equipment Attribute
Vertical
Yes Worksheet Prepared for
Improvement?
Bid Package
No
New or Replacement
Asset Constructed
Note: For developer dedicated pump stations,
Equipment Attribute Worksheets are included in
and required by JEA W/S Standards
As-Builts Created/
Received
No
As-Builts Comply
with Checklist?
Yes
 E-mail sent to
“W&S As-Built
Submittal” stating
what is being
Submitted As-Built verified with
Submittal Checklist
 As-Built, Checklist
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and Digital File
Placed in “As-Built
Inbox” in T504
E-Mail to As-Built Owner

advising of As-Built As-Builts Comply
No
Rejectance with List of with Checklist?
Defects
Yes
E-Mail to As-Built Owner

Vertical
advising of As-Built
Improvement?
Acceptance
Yes As-Built is Entered into

the W&S Document
Management Database
CMMS Data Transmitted: and Assigned a Scan
 Equipment Attribute Worksheets (Plants & PS) Number
 Acceptance Values (Developer)
 Approved As-Builts
As-Built is Scanned and
Digital File is Placed on
CMMS Data Received
the Network (G Drive)
Digital File Network Link

(G Drive Link) are placed
in W&S Document
Management Database
As-Built Entered into GIS

and Hyperlinked
Asset Attribute, Dollar

Values, Preventative LOAD SHEET: New or Replacement
Maint, & As-Builts Data GIS to Maximo Asset Data in GIS
Entered into CMMS
New or Replacement
Asset Data in CMMS
Redline Data Submittal Process
4/14/15
O&M Field Forces or Locators Asset Management & GIS/CADD Services
Correction needed in GIS
GoSync Redline?
Yes
Redline Created in
GoSync
No
Screen Shot of Redline

Submitted to “GIS Data
Entry Mailbox”
GIS Updated
Create marked up sketch

& hand deliver or Send Redline retired in
GIS Updated
E-Mail to GIS Data Entry GoSync
Mailbox
Redline E-Mail moved to

Completed Folder in GIS
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Data Entry Mailbox
Redline Report
Spreadsheet Updated
Redline Processed and

GIS Updated
Monthly redline report pivot table

created and distributed monthly to
Locator Manager and Collection and
Distribution Managers.
JEA AS-BUILT SUBMITTAL TRANSMITTAL
To: JEA AS-BUILT SUBMITTALS
From:
Phone:
E-mail:
Company Name:
Date of Submial:
Signature of
Submier Verifying
Compliance:
Project Name:
Project Numbers:
JEA Project Manager:
JEA PM E-mail:
Engineering Firm:
Engineering Contact:
Engineers Phone:
Engineers E-mail:
Contrac$ng Co.:
Contractor Contact:
Contractor Phone:
Contractor E-Mail:
Surveying Co.:
Surveyor Contact:
Surveyors Phone:
Surveyors E-mail:
Aached: ___________ Water As-Builts - Paper Copy & Electronic

___________ Sewer As-Builts - Paper Copy & Electronic
___________ Reclaimed Water As-Builts - Paper Copy & Electronic
___________ Chilled Water As-Builts - Paper Copy & Electronic
___________ As-Built Submial Checklist ﬁlled out by Engineer, Contractor or Surveyor
___________ As-Built Submial Checklist ﬁlled out by JEA Project Manager
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JEA AS-BUILT SUBMITTAL REQUIREMENTS CHECK LIST
Per JEA Water and Sewer Standards Manual Section 501

Initial next to each requirement verifying compliance
GENERAL
Separate As-Builts for water, sewer, reclaimed water and chilled water
On each page of as-built, certification filled out, signed, sealed and dated by surveyor/mapper
On each page of as-built, certification filled out, signed and dated by contractor
Old lines not built as per design deleted and redrawn as constructed
“AS-BUILT” labeled in 1" letters on each sheet
Sheets are 24" x 36" in size
Includes all changes by Addendum or Change Order (SWA: Supplemental Work Allowance)
Includes datum & reference to state plane coordinates (Florida East Zone NAD 83, NAVD 88)
Vicinity map on cover page
Street names on all streets
JEA easements labeled as such, including RE number and Official Records Book and Page (OR #).
Title page and each page includes JEA Availability Number and/or JEA Oracle Project Numbers
Date of utility installation on each page
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POTABLE WATER SYSTEMS
WATER MAINS
Elevations on the main and finished grade shown at:
• Points of connection to the existing system
• Points of crossing over or under sewer mains or storm drains
• At maximum of 100 ft. intervals
• Where less than 30 inches or greater than 48 inches of cover is provided
Table with the following data for each fitting:

• Fitting number
• Fitting type
• Fitting Size
• Northing Latitude
• Easting Longitude
• Pipe Elevation at Fitting
• Final Grade at Fitting
• Cover at fitting
Each water main section between fittings/valves is shown with pipe size, pipe material and pipe
pressure class called out with a leader line pointing to the applicable main
Pipe size and type indicated on service lateral piping

Location of meter boxes and lateral end points indicated and referenced to property lines
Beginning and end points of HDD (horizontal directional drills) located by professional surveyor
HDD bore log included showing:
• Bore in plan and profile view on 24” x 36” sheets with Cadd & PDF file attached
• Certified by HDD contractor
• Horizontal and vertical location data at 25 ft. intervals (max)
WATER VALVES
Table included with data for each valve:
• Valve number
• Valve Size
• Valve Type
• Valve Manufacturer
• Valve number of turns required to open the valve
• Valve Depth to Nut
• Valve Open Direction (left/right)
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WATER HYDRANTS
Table included with data for each hydrant:

• Hydrant number
• Hydrant manufacturer
• Hydrant year of manufacture
• Hydrant year of installation
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WASTEWATER SYSTEMS
GRAVITY SEWER MAINS
• Points of crossing over or under water mains
Vertical separation called out at crossings of water mains
Plan and profile drawings provided showing pipe and manholes

• Fitting number
• Fitting type
• Fitting Size
Each gravity sewer main section between manholes is shown with pipe size, pipe material, pipe
pressure class and slope called out with a leader line pointing to the applicable main.
Pipe type and size and finished grade elevations on service lateral piping shown at the property line
if those cover more than 60 inches or less than 30 inches of cover
The location of the plug end of the lateral located from the side property line or by station and offset.
MANHOLES & CLEANOUTS

Elevations of Manholes Inverts shown for all manholes
Manholes and cleanouts labeled with number at manhole/cleanout

Elevations of North Rim of top of manhole covers shown
Table with the following data for each manhole:

• Manhole number
• Manhole type (i.e. Type "A", "B", Etc.)
• Manhole Lining Material
• Manhole exterior joint sealing material
• Manhole manufacturer
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FORCE MAINS
• Where less than 30 inches or greater than 48 inches of cover is provided.
Table with the following data shown for each fitting:

• Fitting number
• Fitting type
• Fitting Size
Each force main section between fittings/valves is shown with pipe size, pipe material and pipe
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PUMPING STATIONS
Wet well size and location indicated & located relative to property lines and R/W lines
All utilities within the pump station site located relative to property lines
Elevations indicated at:

• Inverts
• Wetwell Top (rim elevation)
• Ground adjacent to wetwell
All materials and sizes of lines and fittings indicated on drawings
All buried electrical conduit labeled and located including electrical service from utility transformer to
station meter and to control panel
If pump station is privately owned, a note included on the drawing identifying the owner's name,
address and phone number for future coordination tasks and emergency events
MCC Panel chart filled out
Schedule of elevation chart filled out entirely
Station physical address indicated
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RECLAIMED WATER SYSTEMS
RECLAIMED WATER MAINS

• Fitting number
• Fitting type
• Fitting Size
Each reclaimed water main section between fittings/valves is shown with pipe size, pipe material and
pipe pressure class called out with a leader line pointing to the applicable main

Location of meter boxes and lateral end points indicated and referenced to property lines
RECLAIMED WATER VALVES

• Valve number
• Valve Size
• Valve Type
11
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RECLAIMED WATER HYDRANTS
Table included with data for each hydrant:
• Hydrant number
• Hydrant manufacturer
• Hydrant year of manufacture
• Hydrant year of installation
12
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CHILLED WATER SYSTEMS
CHILLED WATER
Vertical separation called out at crossings of water mains

• Fitting number
• Fitting type
• Fitting Size
Each chilled water main section between fittings/valves is shown with pipe size, pipe material and pipe
Each pipe labeled as to supply water or return water

Location of lateral end points indicated and referenced to property lines
CHILLED WATER VALVES

• Valve number
• Valve Size
• Valve Type
13
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STORM DRAIN SYSTEMS
STORM DRAIN
Runs of storm sewers identified with size, material and slope (i.e., 300' of 15" RCP at S=.004)
Elevations given for the north rim of the top of all manhole covers and inlets and catch basins and all
manhole, inlet and catch basin inverts
All storm drain manholes, inlets and catch basin types identified
14
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Section 7
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Chapter 7 Joint Agency Projects

Joint Agency Projects are projects involving JEA and at least one other governmental agency such as
FDOT, City of Jacksonville, St. Johns County, Nassau County or the Jacksonville Transportation
Authority. The majority of the interagency projects are roadway improvement projects where JEA has
identified a need to replace or improve existing facilities within the partnering agency’s project limits or the
project has new facilities or construction methods that conflict with existing JEA facilities. Florida Statute
requires utilities located within the right of way that are unreasonably interfering with continuous use,
maintenance, improvement, or expansion of the roadway to relocate.
There are three parts of Joint Agency Projects that are distinctively different from other JEA projects. The
procurement of the design consultant and project contractor is completed by the partner agency and not
by JEA. JEA does not control the project schedule in joint agency projects. Finally, there is a separate
process within JEA Capital Budget Planning primarily for FDOT projects that is different from all other JEA
projects. FDOT projects require that all estimated project costs must be established in a project account
with FDOT prior to the project advertisement. Therefore, this requires that JEA prepay the construction
cost to FDOT and requires 100% design funding upon project approval and skipping the CBP 30%
checkpoint. Also, 100% of the construction cost is fully funded after the 100% checkpoint is completed,
even if the project is a multi-year project due to the prepayment requirement.
Joint Agency Projects include numerous projects with several different government agencies. This
requires JEA to incorporate the processes of all the government agencies with JEA’s internal processes
to ensure projects are planned, established, funded, and managed appropriately. In doing so, three
processes have been established to help navigate PMs through Joint Agency Projects.
The FDOT is the largest government agency in which JEA partners and the procedures to establish a
joint project with FDOT are much more structured. Therefore, JEA has established a detailed process to
follow to help navigate joint projects with FDOT. A similar process has been established between JEA
and JTA (Jacksonville Transportation Authority) with the primary difference is the timing of the payment
for the project. Interagency projects with municipal governments such as City of Jacksonville, St. Johns
County, and Nassau County involve coordination of projects through design and construction. However in
municipal joint projects, JEA will have its own contract with the design consultant and the utility contractor
instead of with the partnering agency.
FDOT Joint Projects Process
Preliminary Project Project

Design Project Bid
Scoping Construction Close Out
Preliminary Scoping
The FDOT has a constantly updating production report indicating upcoming roadway projects. Using this
production report, the PM must coordinate with System Planning and O&M to identify and scope potential
JEA water/sewer/reclaim projects within the FDOT’s project limits. This coordination includes:
1. Development of a high-level scope with Planning and O&M.

2. The assigned PM, or in some cases, a designer from JEA’s QPL list is selected to formulate a
more detailed scope, a PD and a project estimate.
Chapter 7 – Joint Agency Projects, Rev 4, Sep-18 7-1

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3. The PD is used to establish project funding with Capital Budget Planning.
FDOT Projects via Design/Bid/Build Process:
Design - Phase 1
FDOT is required by Florida Statute to notify the Utility Agency Owner (UAO) when the FDOT has a
project within the UAO’s territory so that the UAO may protect their facilities if present within the FDOT
project limits. FDOT notifies JEA with an initial project contact when the 30% roadway plans are
completed. The JEA PM assigned to the FDOT project must complete and return the following by the
date indicated in the Initial Contact:
1. Identify JEA facilities within project limits via Red (deletions), Green (existing) and Brown
(relocations) (RGB) mark-ups.
2. Contact FDOT to determine if JEA’s work will be compensable for potential impacts to utilities.
JEA’s work is compensable if FDOT’s project is 90% or greater federally funded or if the project
falls within City of Jacksonville Right-of-Way. See City of Jacksonville Ordinance No.97-229-E at
the end of this chapter for more detail.
3. Schedule a project scoping meeting with System Planning and O&M to determine if they have
identified projects within the footprint of the FDOT project that can be included in the Joint
Project.
4. Submit Project Contact Form along with RGB plan mark-ups to FDOT and, if necessary, a letter
documenting if JEA’s work is compensable within the project limits. A blank Project Contact Form
is provided at the end of this chapter.
If enough scope is known at this time the PM should begin creating a PD and PRF.
Design - Phase 2
FDOT’s design consultant will take the RGB mark-up plans and include the noted JEA facilities in the
60% roadway plans. If the project contains drainage improvements, a profile of the drainage
improvements is included in this set of plans. Upon receipt of FDOT 60% roadway plans, the PM will need
to perform the following:
1. Verify that JEA facilities were identified on the 60% plans correctly.
2. Once verified, determine if any of the proposed highway or drainage improvements will impact
JEA facilities.
3. Meet with internal stakeholders, which may include O&M, Planning, Project Outreach, etc.
4. Develop a conceptual conflict resolution plan based on the given information and any requests
from internal stakeholders.
5. Provide any comments on potential JEA conflict resolution, necessary VVHs (Verified Vertical
and Horizontal elevations or soft digs), or other issues to the FDOT utility coordinator.
6. Develop a high level estimate with the approximate quantities to determine a baseline for the
project budget. The project budget for FDOT projects must include the following:
i. Direct Construction Cost
ii. Engineering Cost
iii. FDOT Contingency (10% of Direct Construction Cost)
iv. FDOT Administration (5% of Direct Construction Cost)
v. JEA Project Management (5% of Direct Construction Cost)
vi. JEA Services During Construction (5% of Direct Construction Cost)

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7. If the total cost in the high level estimate is greater than $175K, and they have not already been
created, a PD and PRF need to be created.
8. If the project includes utility work within the project limits, JEA has to decide whether or not the
required work warrants entering into a Joint Project Agreement with FDOT. JEA must notify
FDOT if it wishes to enter into a JPA and if so, negotiate a scope and fee with FDOT’s design
consultant.
9. Once the total engineering scope and fee is agreed upon, FDOT will send JEA a Utility Work by
Highway Contractor Agreement (UWHCA) to JEA requesting the agreed upon fee and the
payment date. JEA will then wire transfer the FDOT the funding amount by the date indicated on
the UWHCA.
Design - Phase 3
1. JEA will receive the 90% plans from the designer or the utility coordinator as well as a conflict
matrix indicating any proposed conflicts including JEA water valves and manholes.
2. The PM will need to again verify that JEA facilities were identified on the 90% plans correctly
based upon the VVH information.
3. Once verified, determine if any of the proposed highway or drainage improvements have changed
and will impact JEA’s facilities.
4. Meet with internal stakeholders, which may include O&M, Planning, Project Outreach, etc. to
discuss plans.
5. Review and provide any comments on design plans, additional VVHs, conflict matrix, or other
issues to the designer.
6. The PM will need to notify the FDOT Utility Coordinator if JEA desires that the FDOT contractor
adjust JEA’s valve and manholes. The utility coordinator will send JEA a separate UWHCA for
the valve and manhole agreement and this must be signed by JEA Procurement before payment
is made.
7. Based off this updated design, revise the estimate and trend the project budget if necessary.
8. If the project is compensable, update the Utility Estimate Summary (UES) and provide it to the
FDOT Utility Coordinator.
Design - Phase 4
1. JEA will receive the 100% plans from the designer or the utility coordinator as well as a draft
Technical Special Provisions (TSP) and a Schedule of Valves (SOV) that will need to be included
in the finalized bid package.
2. Meet with internal stakeholders, which may include O&M, Planning, Project Outreach, etc. to
discuss the finalized plans.
3. Review and provide any comments on 100% plans, TSP, and SOVs to the designer.
4. Based off this updated design, revise the estimate and trend the project budget if necessary. The
estimate will be provided to the utility coordinator for the UWHCA agreement and the amount will
be requested from JEA for pre-payment.
5. If the project estimate changes and the project is compensable, update the UES and provide it to
the FDOT Utility Coordinator.
6. The PM will need to create a Utility Work Schedule that will detail JEA’s scope included in the
project. The PM will also need to create a contingent work schedule for how JEA will complete
the necessary utility work if JEA rejects the bids by the FDOT highway contractor. The alternate
work schedule must include enough time to advertise, award and execute the contract and
complete the required work within FDOT’s construction schedule. If not, JEA will be susceptible to

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delay claims by the FDOT highway contractor (See Chapter 4 – Construction Bid). Both of these
must be signed and sent to the utility coordinator.
7. If the amount being sent to the FDOT is greater than $100K, a Third Party Escrow Agreement,
signed by JEA Procurement, is required so JEA receives interest while the FDOT holds JEA’s
pre-payment funding. Four signed copies of this agreement must be mailed to the FDOT before a
construction payment can be made.
8. Once the UWHCA is received from the FDOT requesting construction payment the funding is to
be wired to the FDOT prior to the date indicated on the agreement. See Chapter 4 – Award for
more info on JEA’s procurement process to acquire the necessary funding.
Project Bid
1. Once the FDOT has awarded the project, JEA has the right to review the SOVs submitted in the
bid for the specified utility work. If the cost for utility construction based on the contractor’s SOVs
is exceptionally higher than the project estimate, JEA has the right to reject the bid and withdraw
from the UWHCA. If JEA chooses to do so, JEA must be prepared to complete the work within
the approved contingent utility work schedule prepared by the PM.
2. If JEA accepts the bid amount, there may be a variance between the bid and JEA’s pre-payment
to the FDOT. The PM should update the project estimate and, if necessary, provide additional
funding to the FDOT or request a reconciliation of funding from the FDOT if the bids came in less
than the estimate.
Project Construction
1. FDOT will schedule a pre-construction meeting as well as a utility meeting for all utility owners to
each utility’s work schedule to ensure everyone is communicating and the project stays on
schedule.
2. The PM needs to request a JEA inspector to ensure that the construction meets JEA standards
and specifications. The JEA inspector must take detailed daily inspection logs to document the
work activity for the project.
3. The TSP and the UWS prepared as part of the design document will serve as the contract
language for the utility construction portion of the highway project.
4. FDOT will administer the construction contract and make all payments to the contractor based on
actual items installed. Any remaining funds will be addressed in the project close out.
Project Close Out
1. The JEA project closeout process for Joint Agency Projects is very similar to other JEA projects.
See Chapter 6 – Punch list and Closeout for more information.
2. Final Invoicing is not necessary for FDOT projects, however, once JEA’s work is complete, the
PM request a project reconciliation. If there are funds remaining from the funds advanced for
construction, FDOT will make a payment to JEA to refund the balance. It is important that transfer
of these funds is identified so that the funds may be placed in the appropriate accounts. Since the
funds advanced to FDOT were placed into an interest bearing account, funds will be refunded
based on principal amounts plus interest. Amounts earned by interest are to be deposited into the
JEA General (Revenue) Fund while the principal amounts are to be deposited into the project
work order.
3. As-built plans must be obtained from the contractor, reviewed and approved by the PM and
submitted to GIS Asset Management to help ensure an accurate GIS database. See Chapter 6 –
Punchlist and Closeout for as-built procedures.

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FDOT Projects via Design/Build Process:
Conceptual Design
1. If the FDOT project is a Design/Build Project, the utility coordinator will send JEA concept plans of
the proposed project.
2. The PM will need to find out if the project is compensable and if so generate a UES and forward it
to FDOT’s Utility Coordinator.
3. The PM must schedule a project scoping meeting that includes JEA System Planning and O&M.
From that meeting a project scope must be determined and from that scope a high level estimate
will need to be created. If the estimate is greater than $175K, a PD and PRF must be created.
4. The PD, JEA Rules and Regulations and the JEA Standards and Specifications will be used to
create an RFP of JEA’s anticipated work and will be sent to the FDOT to include in their bid
package. The RFP prepared will serve as the contract language for JEA’s utility construction
portion of the highway project
5. Based upon the estimate, JEA will receive a UWHCA requesting the pre-payment for
construction. This is due to the fact that a detailed design will not be completed until after the
project is awarded and JEA must advance funds to FDOT to cover the utility construction portion
of the project not knowing what the full impacts to JEA utilities will be.
6. If the amount being sent to the FDOT is greater than $100K, a Third Party Escrow Agreement,
signed by JEA Procurement, is required so JEA receives interest while the FDOT holds JEA’s
pre-payment funding. Four signed copies of this agreement must be mailed to the FDOT before a
construction payment can be made.
7. The FDOT will hold pre-bid meetings with the potential design/build teams and it will be the
responsibility of the PM to attend these meetings to discuss JEA’s potential impacts.
Design
1. Once a design/build team has been selected by the FDOT and awarded the project based upon
their bid, JEA will need to reconcile any price difference between the original payment and the
bid price.
2. Due to the design/build process JEA will most likely not receive 30% plans but the plans will
begin at 60% and will need to verify that JEA facilities were identified correctly.
JEA facilities as well as necessary VVH locations.
4. Meet with internal stakeholders, which may include O&M, Planning, Project Outreach, etc. and
develop a conceptual conflict resolution plan based on the given information and any requests
5. Provide any comments on potential JEA conflict resolution, necessary VVHs, or other issues to
the design/build team.
6. During the design, the PM must always reference the RFP Scope originally sent to the FDOT
because this details what the design/build team is responsible for if any deviations from the
original scope are required.
7. The PM will follow the same process with the 90% and 100% design plans.

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Construction
1. Even though construction has already begun, the design/build team will schedule a pre-
construction meeting before JEA’s utility work begins.
2. The PM needs to request a JEA inspector to ensure that the construction meets JEA standards
and specifications. The JEA inspector must take detailed daily inspection logs to document the
work activity for the project.
3. The RFP scope will serve as the contract language for the utility construction portion of the
highway project.
Project Close Out
1. The JEA project closeout process for Joint Agency Projects is very similar to all JEA projects. See
Chapter 6 – Punch list and Closeout for more information.
2. Final Invoicing is not necessary for JP – FDOT projects, however, once JEA work is completed,
the PM can make a request for project reconciliation. If there are funds remaining from the funds
advanced for construction, FDOT will make a payment to JEA to refund the balance. It is
important that transfer of these funds is identified so that the funds may be placed in the
appropriate accounts. Since the funds advanced to FDOT were placed into an interest bearing
account, funds will be reimbursed based on principal amounts and interest amounts. Amounts
earned by interest are to be deposited into the JEA General (Revnue) Fund while the principal
amounts are to be deposited into the project work order.
Municipal Joint Agency Projects Process
Project Project
Project Notification Construction Bid Construction
Design Close Out
Each agency (City of Jacksonville, Nassau County, Clay County, and Saint John’s County) is required by
Florida Statute to notify the UAO when the agency has a project that may potentially conflict with the
UAO’s existing facilities. The partner agency or the agency’s design consultant will notify JEA of the
project to discuss the project scope and to determine if JEA has facilities located in the project footprint
which may be impacted by the project. Once JEA receives a schematic design, or in many cases the
30% roadway plans, JEA can make a determination of potential conflicts or additional scope that may
warrant a Joint Project Agreement.
The JEA PM assigned to the project must complete and return the following by the date requested by the
partner agency:
1. Schedule a project scoping meeting with JEA W/WW System Planning and O&M to determine if
they have identified projects within the footprint of the partner agency project that can be
included in the Joint Project.
2. Identify JEA facilities within project limits via RGBs.
a. Red – Existing facilities which are to be removed or abandoned
b. Green – Existing facilities
c. Brown – Proposed location of new or relocated facilities
3. Prepare a written scope for JEA proposed improvements which are beyond the scope of conflict
resolution.

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4. Prepare a project estimate based on the written scope and RGBs.

5. Submit the project package, which includes the RFP and the RGB mark-ups to the partner
agency’s project manager or design consultant.
Project Design
If JEA has work within the project limits, the PM must obtain communication from the partner agency
validating that the design consultant was selected following government approved procurement practices.
Once this is received, the PM can begin to negotiate with the partner agency’s design consultant a scope
and fee for design services. JEA is able to “piggy-back” the partner agency’s procurement process and
establish a JEA design services contract with the partner agency’s design consultant based on the
negotiated scope and fee.
30% Plan Submittal to JEA
1. Verify JEA facilities on the plans have been identified correctly.

2. Determine if any of the proposed highway or drainage improvements will impact JEA facilities to
be used to establish a high level estimate.
3. Meet with internal stakeholders, which may include O&M, Planning, Project Outreach, etc.
5. Provide any comments on potential JEA conflict resolution, necessary VVHs or other issues to
the FDOT Utility Coordinator.
6. Based on this plan, a high level estimate with the approximate quantities must be developed to
determine a baseline for the project budget.
The design consultant will incorporate the RGB plan mark-ups into the 60% roadway plans.
1. The PM will need to verify that JEA facilities were identified on the 60% plans correctly.
JEA facilities.
3. Meet with interior stakeholders, which may include O&M, Planning, Project Outreach, etc.
5. Based off this plan, a high level estimate with the approximate quantities must be developed to
determine a baseline for the project budget. The project budget for partner agency projects must
include the following:
i. Direct Construction Cost
ii. Engineering Cost
iii. JEA Project Management (5% of Direct Construction Cost)
iv. JEA Services During Construction (5% of Direct Construction Cost)
v. JEA Project Contingency (10% Direct Construction Cost)
1. The PM will need to verify that JEA facilities were identified on the 60% plans correctly.

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JEA facilities.
3. Meet with interior stakeholders, which may include O&M, Planning, Project Outreach, etc.
5. Based off this plan, a high level estimate with the approximate quantities must be developed to
determine a baseline for the project budget. The project budget for partner agency projects must
include the following:
a. Direct Construction Cost
b. Engineering Cost
c. JEA Project Management (5% of Direct Construction Cost)
d. JEA Services During Construction (5% of Direct Construction Cost)
e. JEA Project Contingency (10% Direct Construction Cost)
Construction Bid
Bid Package Bid/Project

Advertisement Award
Preparation Update
The bid package is prepared by the partner agency. However, the PM must assist the design consultant
in preparing the technical special provisions (TSP) for the project as well as the bid documents for the
utility work. Once the FDOT has awarded the project, JEA has the right to review the SOVs submitted in
the bid for the specified utility work. If the cost for utility construction based on the contractor’s SOVs is
exceptionally higher than the project estimate, JEA has the right to reject the bid and withdraw from the
UWHCA. If JEA chooses to do so, JEA must be prepared to complete the work within the approved
contingent utility work schedule prepared by the PM.
JEA “piggy-backs” the partner agency’s construction project advertisement and project award process.
The lowest responsible bidder for the combined roadway and utility project is awarded the project.
However, JEA can try renegotiating the bid price with the contractor if the unit prices are exceptionally
higher than the unit prices of the JEA project estimate based on the approved 100% design plans. Once
the bid price is approved the partner agency will send JEA a Recommendation of Award Letter for their
approval and signature for concurrence.
Construction
The lowest responsible bidder based on the combined bids for roadway and utilities will be awarded the
project. The partner agency is to forward the bids to JEA for review and approval. If the utilities portion of
the project is over $300,000, the project must be approved by the JEA Awards Committee. If the utilities
portion is less than $300,000, an acceptance of the prices must be communicated in writing to the partner
agency. Follow the steps outlined in Section 4 – Construction Bid; Subsection – Award if the construction
is over $300.
All utility work will be inspected by a JEA inspector to ensure that the construction meets JEA standards
and specifications. The JEA inspector must take detailed daily inspection logs to document the work
activity for the project and to reconcile construction invoices.

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Project Close Out
See Chapter 6 – Punchlist and Closeout.
Joint Agency Process with JTA
Project Project
Project Notification Construction Bid Construction
Design Close Out
Project Notification
The joint project process with JTA can be described as a hybrid between the joint project process with
FDOT and Municipal governments. The JTA is the lead agency in these joint projects similar to FDOT,
however the internal JEA processes used to set up the project, establish funding, and most importantly,
making payments for work completed are similar to the municipal government process. All FDOT projects
require prepayment for both design and construction based on the project estimate. JTA projects follow
the same Capital Budget Planning process that all other JEA projects follow which include the 30% and
100% checkpoints, similar to the joint projects process with municipal governments. JTA joint projects
differ in that JEA does not contract directly with the design consultant or project contractor. JEA will make
quarterly payments to JTA for design and construction. The JTA is required by terms of the Interagency
Agreement to notify JEA of new projects in a timely manner so JEA has enough time to provide accurate
information related to existing facility locations and determine a project scope for water and wastewater
facility improvements if necessary. This notification will be deemed to be timely if received in compliance
with the JTA/JEA Interagency Agreement if it’s received not less than sixty (60) calendar days prior to the
scheduled release date for the applicable RFP or RFB for roadwork. A lesser time must be agreed to in
writing by both JEA and JTA.
If the project includes utility work within the project limits, JEA has to decide whether or not the required
work warrants entering into an Interagency Agreement with JTA. JEA must notify JTA if it wishes to enter
into an Interagency Agreement and if so, negotiate a scope and fee with JTA’s design consultant. Once
the total fee is agreed upon, JEA must provide a written request to JTA to include JEA’s Utility work in the
Roadway Project per the terms of the Interagency Agreement.
The JEA project budget will be based on the negotiated design cost plus a 10% planning and design
administration cost to JTA and the estimated construction cost based on anticipated scope of work plus a
5% construction administration cost to JTA. Normal JEA processes of performing estimates at the 30%
and 100% design phases will take place in the JEA/JTA joint project process. Trends will be conducted
when the construction estimates are completed at each phase or if there is a major development in the
project that warrants additional funds.
The JEA PM assigned to the JTA project must complete and return the following by the date indicated in
the initial contact to JEA by JTA.
1. Schedule a project scoping meeting which is to include staff from JEA W/WW System Planning
and O&M to determine if they have identified projects within the footprint of the JTA project that
can be included in the Joint Project.
2. Identify JEA facilities within project limits via RGB markups.
a. Red – Facilities which are to be removed
b. Green – Existing facilities

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c. Brown – Proposed new facility locations

3. Prepare a RFP for JEA/JTA joint projects along with RGB plan markups to JTA. The RFP will
provide project scope for utility improvements associated with the project.
4. Have a project estimate prepared based on the project RFP and RGBs.
5. Submit the project package to the JTA including the project scope/RFP, RGBs, and project
estimate to the JTA by the date requested in the initial contact.
Project Design
JTA’s design consultant will take the RGB mark-up plans and include the noted JEA facilities in the
conceptual roadway plans.
1. The PM will need to verify that JEA facilities were identified on the 30% plans correctly along with
any planned improvements within the project corridor, if any.
2. Once verified, determine if any of the proposed roadway or drainage improvements will impact
JEA facilities.
4. Revise the project estimate based on this plan.
The PM will also need to create an alternate work schedule for how JEA will complete the necessary work
if JEA decides not to add utility work after the bid opening. JEA will agree to enter into a utility agreement
with JTA to undertake the planning, design and construction of such Utility work with its own contractors
in a manner that will not affect the schedule of the JTA construction (including appropriate delay damage
provisions).
The Technical Specifications prepared as part of the design document will serve as the contract language
for the utility construction portion of the roadway project. The PM is to be very familiar with this language
and reference these provisions frequently when the contractor is making requests for deviation or
potential change orders or claims.
Construction Bid
Once the project has been awarded, JEA has the right to review the schedule of values for the specified
utility work. If the cost for utility construction based on the contractor’s schedule of values is exceptionally
higher than the project estimate, JEA has the right to reject the bid and withdraw from the Interagency
Agreement. If JEA chooses to do so, JEA must be prepared to complete the work within the approved
alternate utility work schedule prepared by the PM.
Construction
Once the project has been awarded, JTA will schedule a pre-construction meeting.
Although JTA is administering the payment to the contractor, all invoices will be reviewed by the PM and
inspector. All utility work will be inspected by a JEA inspector to ensure that the construction meets JEA
standards and specifications. The JEA inspector must take detailed daily inspection logs to document the
work activity for the project and to reconcile construction invoices.
On or about October 15, January 15, April 15 and July 15 of each fiscal year that a project is active, JTA
shall request and receive from JEA an amount equal to the then estimated following quarterly costs of the
Utilities work for such project, plus or minus any discrepancy in the estimates from the prior quarterly

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costs. JTA shall disburse such funds in accordance with the progress of the selected contractor for such
work. A final payment request may be made by JTA with respect to each Utilities project.
Project Close Out
See Chapter 6 – Punchlist and Closeout.
Forms and Examples
The following pages contain blank and example forms that are used during the execution of a Joint
Agency Project. They are provided to acquaint the PM with the various forms, processes and procedures
when conducting interagency joint projects.
1. FDOT District 2 Utility Contract Form

2. COJ Ordnance 97-229-E, Transfer of Water and Wastewater Utility Functions to JEA (used for
compensable interest claims)
3. Compensable Interest Letter Template
4. Example of RGB Plan Review
5. FDOT Utility Master Agreement
6. Joint Projects Process Map
7. Capital Project Approval Process Map for FDOT Design Build Projects

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District 2 Utility Contact Form
Date:
Company Name:
Phone Number:
24 Hour Contact Number:
Email Address:
Federal ID:
FPI:
Existing facilities are located:
Within existing FDOT Right-of-Way (between Station: to Station:

Within existing County/City Right-of-Way
Within railroad Right-of-Way
Within an easement or fee title property
Not within project limits (Has no facilities within limits)
No Utility Work Schedule (Has facilities within limits but is not affected)
There will not be a claim for reimbursement
There will be a claim for reimbursement *
Facilities located along Interstate corridor
* Please provide any document(s) [i.e. fee title property deed or easement document(s)]
within the project limits that formulates the basis for your entitlement to be reimbursed
for your utility work. NOTE: A preliminary cost estimate for any utility work within this
entitled area is required.
Enclosed please find:
Marked Roadway Plans Company Utility Plans

Legal Documents Preliminary Cost Estimate
COMMENTS:
Signed:
Title:
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21 West Church Street
February 10, 2014
Mr. John McCarthy.

District 2 Utilities Administrator
Florida Department of Transportation
1109 South Marion Avenue, MS 2024
Lake City, Florida 32025
Subject: JEA Compensable Interest on FIN 428796-1 SR 116

Wonderwood Road Drainage Improvements
Dear Mr. McCarthy:
It is JEA’s position that it holds a compensable interest regarding utility

relocation where water and sewer utility infrastructure was installed prior
to 1997 within a public right of way dedicated to the City of Jacksonville.
In 1997 the City of Jacksonville, by way of the attached ordinance,
transferred the water and wastewater utility function to the Jacksonville
Electric Authority now known as JEA.
Section 6.1 of the ordinance reads, in part, “All of the right, title and
interests of the City of Jacksonville in and to its water and wastewater
(sewer) utility system owned and operated in any and all areas of the
system, including without limitation, its real and personal property and
any interests therein… shall by operation of this ordinance without further
act be assigned, transferred, set over and conveyed to the Jacksonville
Electric Authority.”
It is clear that JEA retains an interest in all properties where utility

infrastructure was installed prior to the water and wastewater transfer
which granted JEA property rights for existing utilities. This includes, but
is not limited to, public rights of way and City owned properties.
If you have any questions, please feel free to contact me at (904) 665-
4643.
Sincerely,
Bryan C. Spell, MBA

Manager, W/WW Joint Agency Projects
c: Rayenetta Marshall, P.E.,

Director W/WW Grid Engineering and Construction
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Example of RGB Plan Review for a Joint Agency Project
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CAPITAL PROJECT ALLOCATION /PROJECT DELIVERY PROCESS
(Proposed for Design/Build Projects)
Trend @ GMP*
OPB Established Trend
Fund to FY
Funding for Solicitation Progress Payment Approved Expenditures
Document Funding @ GMP*
Capital Budget Planning requests updated OPB and expenditure forecasts (validated monthly) from PD to Project Completion
CBP Designation PP###-## DE###-## CP###-##
Project Stage Project Definition Design/Build Award Milestone Measurables and Progress Payments Construction
Project
Identified &
Project Requester PRF Created
(Project Engineer or
other)
Develop
Project
Definition (PD)
N N
Capital Budget Project

Approval FDOT-driven
Planning (CBP) PRF To CBP PD to CBP Complete? Complete?
Process project?
Y N Y
Vendor
Develop Selected and Milestone More Complete
Project Project Deliverables Deliverables N Construction
Milestones?
Engineering/Delivery Definition (PD) Defined
(E&CS or other) Produce Solicitation Document
* GMP = Guaranteed Maximum Price
The Project Request Form Project Definition (PD)

Milestone Deliverables
Deliverables (PRF) should contain the
Categories best information about the Justification
scope of the project, all the O&M Signoff of Solicitation Document Contracted Deliverables
pertinent assumptions, and a Process Flow Diagram
basis for the estimate (x ft of Planning Signoff of Solicitation Document Trends for any Change Orders
(See Attached 16" FM @ $y per ft = z + Real Estate Identified
E&CS overhead of a% = O&M Signoff
Checklist)
Current Project Estimate). Site Plan Review
Planning Signoff
This information will be more Project Schedule
fully defined in the Project
Definition Cost Estimate +50%/-30%
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Section 8
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Chapter 8 Project Administration

The PM is responsible to utilize and monitor project resources to assure the project is delivered in the
most effective manner. This section addresses some of the processes that are in place to assist in that
effort.
Project Funding & Project Monthly Update

Estimate
Financial Planning & Meetings and
Updates
Monitoring/Update Scheduling Reports
Project Funding
There are generally three ways a project can be initiated into the capital process at JEA.
 During the annual budget process

 Intra-Year (between budget cycles)
 Other processes as required by interagency agreement (such as FDOT)
Once a project is initiated and moved to the Project Engineering and Construction (PEC) area, it becomes
the PM’s responsibility to review the funding requirements and determine if the project requires funding
adjustments before work can start. Most often, a new project will be given a Oracle work order number
and some initial funding prior to transfer to PEC. However, if that’s not the case, the PM must work with
CBP to get the funding that is required to start work.
The JEA capital budget is comprised of individual line items with distinct tracking numbers known as
Index numbers. Index numbers are assigned by CBP when a project is initially submitted for funding
consideration. Index numbers are unique to utility types; so for example, a project that has water, sewer
and reclaim will have three Index numbers. Index numbers are preceded by alphanumeric characters that
indicate the phase the project is currently in.
 PP = Proposed Project
 DE = Design Project (Conceptual through Final)
 CP = Construction Project
 RCP = Recurring Capital Project
The CBP Funding Protocol chart located at the end of this section illustrates the levels of funding that will
typically be released based on the phase a project is in. Please refer to it for specifics because there are
nuances, and some exceptions, but generally here are the funding guidelines:
1- Project Approved by Managers/Directors/Chiefs/VPGMs – Projects are funded with 50% of

engineering estimate and 50% of project management estimate.
2- 30% Conceptual Design Checkpoint – Project funding increased to 100% of engineering
estimate and 75% of Project Management estimate.
3- 100% Final Design Checkpoint – No adjustment to project funding.
4- Post Bid/Pre-Award Checkpoint – 100% of funds are released based on updated post bid
estimate.
It is important to understand that our capital projects are funded on a year by year basis so you will not be
provided funding that exceeds the Approved Expenditures for the current fiscal year. However, if your
project is in a phase that spans from one fiscal year to the next and is due funding on October 1, CBP will
Chapter 8 – Project Administration, Rev 4, Sep-18 8-1

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automatically provide the additional funding to your work order. It will not usually necessary to make a
special request for those funds.
Also, from time to time, additional funding may be required during the design process for items such as
soft digs, surveys, etc. CBP will provide funding for these requests as long as they are reasonable and
the proper documentation (quotes, invoices, etc.) are provided. An updated estimate and/or trend may be
required if the additional funding will cause the forecasted funding to exceed the approved expenditures
for that fiscal year.
The Index number should come to PEC from CBP with a corresponding Project Update Form (PUF)
created. The PUFs are located on SharePoint. Sharepoint>Finance>Controller>Capital Budget
Planning>Capital Budget Index. Click on the link in column P.
When the PUF opens, be sure to “enable content” so that the PUF is updated with the latest financial
information. This form provides quite a bit of financial information and is also the tool you will use to keep
your project forecast updated and the correct amount budgeted. There is an example PUF at the end of
this section with a legend that explains the PUF functionality in detail.
The area on the example PUF displayed on the next page, within the orange box, provides the following
information:
 The capital work order number is 13421001.

 The work order funding to date is $203,000.
 There is $70,734 encumbered in unpaid purchase orders or purchase requisitions to outside
vendors.
 There is $126,527 spent to date in actual costs.
 There is $5,739 of funding available to spend.
This section of the PUF is updated daily and is an excellent source to use to check the overall funding
status of a project.
This is a multi-year project. You will notice that the Budget (funded amount) of $203,000 is equal to the
current year Approved Expenditures of $181,000 plus $22,000 of actuals in previous fiscal years. Also
notice that although the Total Current Project Budget is $3,576,000, the project is only funded through the
current fiscal year.

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Financial Monitoring and Update
Project Manager Cash Flow Forecasting
The PM is responsible for the overall financial status of a project. This includes keeping the estimate up to
date as you move through the project checkpoints and also keeping the forecasted cash flow updated so
management is aware of the on-going cash requirements for the project. On the PUF example on the
following page the section within the orange box indicates where you can review the monthly actual costs
as they are incurred and also forecast the current and next fiscal year by month. Forecasted costs
beyond two years out are reported as an annual number. The cash flow must be based on the project
schedule and should be modified as the schedule evolves.

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There are many different approaches that PMs use to keep track of costs expended and anticipated
future costs (cash flow). An example of a Project Manager Workbook is included at the end of this
section as an example.
At a minimum, the cost components that should be monitored and tracked include:
 Direct Construction Material and Labor Costs

 Engineering and Design Costs
 JEA Material
 JEA labor costs
 Temporary Labor Costs
 Real Estate/ROW/Permitting
Within these areas, the PM should know the status of all contracts and purchase orders and the total
amount expended for each category.

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As discussed briefly in Chapter 1, PMD contains information that is useful in tracking project financial
status.
Estimates
As discussed in previous sections of this manual, for most capital projects, there are 5-6 points in the
project schedule where an estimate or an estimate update will be necessary. However, this does not
preclude estimate updates at other times, if deemed useful.
1- Project Initiation – A conceptual estimate is included with Project Request Form/Project Definition
when submitted for Manager/Director/Chief/VPGM approval. This estimate will be performed by
the PEC Estimator or, if a consultant engineer is writing the PD, they will perform this estimate.
2- Engineering RFP Post Bid/Pre-Award – An updated estimate must be included in a Trend to
CBP. This estimate may be a pin-and-ink update, based on the negotiated engineering price, so
as to not hold up submittal of the required trend so design can move to awards. The pin-and-ink
update can be performed by the PM but a formal estimate request should be submitted to the
PEC Estimator so the estimating database can be updated.
Note: This estimate realigns how much the work order is funded for engineering. Some PMs
forget to perform this estimate update/trend and fall short on engineering funding later if the
negotiated engineering price is more than the initial engineering estimate.
3- 30% Conceptual Design Checkpoint – An updated estimate must be included as part of the 30%
checkpoint package when submitted to CBP. This estimate should be detailed, based on design
documents and will be performed by the design firm. An estimate template for use by the design
firm is included at the end of this chapter and is included in the PM Forms folder on Sharepoint.
Note: If the total design fee is <$35K the PEC Estimator may perform this estimate.
4- 100% Final Design Checkpoint – An updated estimate must be included as part of the 100%
checkpoint package when submitted to CBP. This estimate should be detailed, based on design
documents and will be performed by the design firm. An estimate template for use by the design
firm is included at the end of this chapter and included in the PM Forms folder on Sharepoint.
Note: If the total design fee is <$35K the PEC Estimator may perform this estimate.
5- Construction Post Bid/Pre-Award – An updated estimate must be included in a Trend to CBP.

This estimate may be a pin-and-ink update, based on the construction bid, so as to not hold up
submittal of the required trend so construction can move to awards. The pin-and-ink update can
be performed by the PM but a formal estimate request should be submitted to the PEC Estimator
so the estimating database can be updated with current bid pricing.
6- Construction Change Orders – An estimate is required if contract change orders are necessary
during construction. This estimate can be performed by the PEC Estimator at the PM’s discretion.
The change order complexity and price will determine if the PEC Estimator is used.
As a general rule, the PEC Estimator will perform estimates for Development and Joint Agency projects. If
an estimate is performed by an engineering consultant, that estimate needs to be submitted to the PEC
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Estimate Contingency
To develop appropriate contingency allowances, the estimate preparer must identify the uncertainty
associated with an item of work or task, forecast the risk/cost relationship, and assign a value to this task
that will limit the cost risk to an acceptable degree of confidence. Contingency is for defined in-scope
uncertainties and risks. Consideration must be given to the details available at each stage of planning,
design or construction for which a cost estimate is being prepared.
The following estimate contingency percentages represent an initial guide for the direct construction cost
at each phase. The estimate preparer must assess the appropriate percentages for each project.
Project Phase Contingency Percentage

Planning 20% - 30%
Project Definition 20% - 30%
30% Design 15% - 25%
60% Design 10% - 20%
100% Design 0% - 10%
90% Design 0% - 10%
Bid 0% - 10%
The table above provides a guide for estimating contingency development and is not intended to restrict
or limit contingencies. If the overall estimate contingency value developed through a detailed analysis as
described above exceeds these guidelines, the estimate preparer will provide a complete explanation
such that the PM could consider further investigation of existing conditions and sufficient development of
the design to reduce the uncertainty level. The estimate documentation must describe the nature of the
risks for which contingency allowances have been included, and where the guideline percentages are
deviated from, an explanation of how the amount was derived.
Experience has shown that consultant engineers may push for and/or submit estimates with a higher
contingency percentage than shown above. A compromise for Greenfield-type projects, or projects with
high cost equipment, is that the engineer may submit an estimate with a higher contingency percentage
but the PM reserves the right to adjust it for budgetary purposes. The reduction depends on the PM’s and
their Manager’s evaluation of risk and unknown unknowns.
Trends
Trends are the process used by CBP to increase/decrease the approved Overall Project Budget (OPB) or
to increase/decrease approved FY expenditures (cash flow). Trends are originated on the PUF and
routed for approval via e-mail. The Trend amount is the difference between what is approved and what is
forecasted for the OPB and fiscal year. The PUF below indicates a Trend is needed to decrease FY14
Approved Expenditures and the OPB (Current Total Project Budget) by $23,000.

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Trends are required by CBP at the 30% Checkpoint, the 100% checkpoint and the Construction Post
Bid/Pre-award stages of the project. Trends should be submitted at other times as deemed material.
Trends should be formatted in such a way that they are easy to understand, clearly identify significant
changes in cost and why those changes occurred. Senior leadership should be able to make a sound
financial decision utilizing the trend without having to look in many different places for supporting
information or having to ask a myriad of questions to get the particulars on why the costs are changing.
The following two pages contain standard trend formats for trends requiring W/WW Capital Core Team
approval and those only requiring Manager, Director and VP/GM approval. A standard trend format
template is located in the PM Forms binder on Sharepoint for the PM’s use in writing trends.
Below is the standard trend format that should be used for trends required to be approved by the W/WW
Capital Core Team. The PM may be asked to put together a small presentation for the Capital Core Team
in order to clearly articulate the project changes.
Please see below for the trend request for the Greenland WTP – Sulfide Removal project (FP 268‐W7,
Index 268‐W7). The 30% design has been completed, and this trend request updates the cost estimates
and cash flows.

The 30% estimate for the project increased by $3,297,000, mainly due to increase in estimates for the
ozone equipment, building, electrical and I&C, and site work. The contingency has been reduced to 5%.
Major Variance in Cost Estimates Performed at PD and 30% Design
Project 30%
Cost Item Difference Comments
Definition Design
1 Ozone Equipment Equipment sized for complete H2S removal

$2,623,245 $3,672,523 $1,049,278
and redundancy
2 Ozone Building Cost at 30% based on a pre-engineered

$330,000 $1,085,026 $755,026
metal building
3 Piping and Valves $ 250,525 $492,716 $242,191
4 Sitework $170,189 $ 270,974 $100,785
5 Electrical and I&C $710,566 $1,290,292 579,726
6 Escalation $0 $ 264,459 $264,459 Escalation estimated at 3%

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7 Contractor General 10% of contractor cost

$408,453 $696,862 288,409
Conditions/Profit
8 Contingency $612,679 $383,294 $(229,385) JEA reduced contingency from 15% to 5%
TOTAL PROJECT COST $6,650,000 $9,947,000 $3,297,000

The revised cash flows and OPB are as follows (please note the yearly forecast expenditures had been
revised by CBP, but not the OPB, therefore the OPB does not equal to the sum of the FY cash flows):

Current Proposed
Change
Amount Amount
FY15 $727,000 $791,000 $64,000
FY16 $7,434,000 $8,059,000 $525,000
FY17 $800,000 $1,058,000 $258,000
OPB $6,650,000 $9,947,000 $3,297,000

Please review, and if appropriate, approve the trend request and forward to the VP/GM and the Capital
Core Team for approval.

Below is the standard trend format that should be used by all PMs when submitting trends for review and
approval up to the VP/GM level.
Please review and approve this trend request for the Huffman Bv – Tulip Cir N to St Johns Bluff
Rd - FM as follows:
Current Proposed
Change
Amount Amount
Prev $106,000 $106,000 $0
FY15 $118,000 $123,000 $5,000
FY16 $800,000 $1,420,000 $620,000
FY17 $1,696,000 $970,000 $(726,000)
FY18 $400,000 $500,000 $100,000
OPB $3,120,000 $3,119,000 $(1,000)
Please review, and if appropriate, approve the trend request and forward to the Director for approval.

In cases where the construction bid comes in high, a bid justification analysis may be required. This is
very similar to the required trend format for trends that require W/WW Core Team approval in that it
breaks down the bid to highlight differences between the 100% estimate and the construction bid. For

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lump sum bids the PM or Manager may perform this analysis. The PEC estimator may perform it for unit
price bids.
Monthly Cost and Schedule Update Meetings
PMs will schedule a meeting each month with the cost group for updating of their project schedules and
costs. The specific purpose of these meetings is to review each active project under the PM’s
responsibility, gather updated schedule information, review the cash flow on the PUFs and discuss any
schedule or cost related issues.
The schedule is reviewed in detail with a focus on those activities that were in progress, or scheduled to
start, or stop, within the last 30 days (since the last cost and schedule meeting). The scheduler takes
notes and updates each project schedule after the meeting based on the updates provided by the project
manager. After the schedule is reviewed, the PUF is reviewed along with any additional topics that need
to be discussed (e.g., status of trends, why work orders are negative, funding shortfalls, reimbursable
invoices, accruals, etc.).
Emphasis will be placed on assuring that a project is progressing as expected, with proper utilization of
resources, or that corrective action is being taken as soon as possible. With that mind-set, below is a list
of minimum guidelines for the project team to follow when performing these meetings.
1. Both the scheduler and cost specialist should be in attendance. If both can’t be there look at re-
scheduling the meeting. If re-scheduling isn’t an option (i.e. extended vacations or sick leave) the
scheduler should take notes to backfill the cost person if needed.
2. The scheduler will setup a laptop and projector for use during the meeting. If information will be
looked up in PMD, Oracle, or other systems, the laptop and projector will be used so everyone
can see the information. Using the laptop and projector this way makes for great training.
3. When scheduling the meeting PM’s should invite their Manager as an optional attendee.
4. Discuss the schedule first. At a minimum:
a. Ensure everyone in the meeting is looking at the same schedule. This should be the look
ahead schedule that was sent to the PM following the last meeting. Ideally, the PM will
bring their look ahead schedule from the previous update with alterations/updates already
annotated.
b. Address every activity that was scheduled to start or finish since the last update meeting.
Get new forecast dates if the activities haven’t started or finished.
i. If the PM says activities have started or finished, but doesn’t know the dates, look
them up. Use every source at your disposal to verify dates including PMD (for
PO, requisition, and invoice dates), the estimate log and/or the PMs
email/calendar. Additionally you can use JEA.com to get pre-bid, bid opening and
awards committee meeting dates. Use the laptop connected to the projector to
search for these dates so everyone in the meeting can see them.
c. For activities that are in progress, verify the expected finish date.
d. If a project has been advertised for construction bids, verify the construction duration in
the schedule matches the duration in the specification.
e. Identify risks, concerns, or problems and communicate them to the PM. These could
include:
i. Improper, missing, or out-of-sequence logic.
ii. Activities performed out of sequence.
iii. Continual sliding of activity start or finish dates and/or the project substantial
completion date forecasting late.

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iv. Issues that could impact project milestone dates (i.e. delays in permitting, real
estate, design submittals, or material delivery).
v. Unnecessary hard constraints.
f. Verify that all effort is captured. For example, if the PM is going to perform a change
order ensure activities are added for an updated estimate, trend (if needed), awards
meeting, requisition, and purchase order modification.
5. Discuss Cost second. At a minimum:
a. Open the Project Update Form (PUF) for each index number on the footprint. At a
minimum:
i. Verify the footprint number is in the footprint name box.
ii. Verify the forecasted completion date matches the forecasted substantial
completion date in the schedule.
iii. Verify the PM has updated the PUF recently (ideally before the meeting). The
PMs should be updating their PUFs at a minimum once every 30 days.
Preferably before the 3rd business day of each month before the books close.
iv. Verify the PM has updated the Forecasted Completion date. This date is typically
the forecasted substantial completion date from the project schedule.
v. Verify the forecasted cash flow and the schedules are in alignment. If they are
out of alignment make an effort to update the PUF in the meeting. If there are
significant schedule changes the PM may need an updated schedule before they
can re-forecast cash flow.
vi. Analyze the forecasted flow to determine if it’s realistic based on things like
construction start, substantial completion, expected invoice receipts, accruals,
material deliveries, rules of credit, etc.
vii. Verify the status of work order funding. Particular attention should be paid to
work orders that are overdrawn (i.e. “in the red”) and why they are overdrawn.
viii. Look at the FY Change and Total Project Change boxes at the bottom of the
PUF to determine if a trend is needed.
1. A trend might not be required if the PM hasn’t updated the PUF recently
and actuals have posted. In this case, re-distribution of current FY
Forecasted Expenditures may fix an out of balance PUF.
2. If a trend is in progress no changes should be made to the PUF until that
trend is approved. Any changes to the PUF would invalidate the trend. If
a trend is still in progress, verify the data on the front of the PUF still
matches the trend description on the Comments-Reason for Transfer
sheet.
3. If a trend has been submitted by the PM, and it has been in process for
longer than expected but not yet approved, remind the PM to locate it
and check the status. It could be tied up with their Manager, Director or
VP.
ix. Verify the current FY Forecasted Expenditures and current FY Approved
Expenditures are in alignment. They may be out of alignment if the PM hasn’t
updated the PUF recently or if a trend is in progress.
x. For footprints crossing fiscal years, ensure accruals are properly addressed and
cash flowed.
xi. During the start of the capital budget approval process, pay particular attention to
future FY cash flow to ensure it is properly forecasted before the ‘snapshot’. The
‘snapshot’ typically occurs the first or second week of February.
6. Identify any action items for either the PM, Cost, or Scheduler.

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7. Repeat steps 4-6 for each footprint discussed in the meeting.
It’s expected that the PM come to the meeting prepared. That means they bring a marked-up look ahead
schedule in order to provide update project progress progress, their PUF has been recently updated and
they know the status of their project. While discussing each project, the scheduler should be identifying
important items that could be included in the Scheduler Notes (i.e. action items for the PM, delays,
overdrawn work orders, insufficient funding, etc.).
Schedule Updates
Following the monthly cost and schedule meeting, the scheduler will update all the schedules for the PM.
Once the schedules have been updated, the scheduler will send a look ahead schedule to the PM for all
of their projects. The look ahead schedule will have activities highlighted using the Progress Spotlight
feature of Primavera. These highlighted activities are those activities that are in progress, starting or
stopping over the next reporting period. The reporting period is defined as the day of the most recent cost
and schedule meeting until the next scheduled cost and schedule meeting (typically about 30 calendar
days).
These look ahead schedules are very beneficial to the PMs as they highlight activities they should be
concentrating on over the next 30 days. The PM can use the look ahead schedules as a task list to
monitor what activities they should be focused on for each project. This is very handy for detailed
processes like procurement.
Between cost and schedule meetings, the PM should mark up their look ahead schedules as activities are
started and stopped and/or write down new forecasted finish dates if an activity is starting to slide. The
PM should then bring that marked up look ahead schedule to the next monthly update meeting. Doing so
will make the monthly update meeting go much smoother.
A PM that comes to the cost and schedule meeting prepared can typically complete their meeting in 30-
45 minutes. An unprepared PM could spend two hours, or longer, in the meeting.
Year End Accruals
The JEA Fiscal Year (FY) is from October 1st to September 30th. It’s important for JEA to make every
effort to have the fiscal year-end financial statement accurately reflect the expenses for all goods and
services that were provided through September 30th. This is performed through a process called
Accruals.
When the last financial transaction is entered into Oracle on September 30th the financial books are
“closed” for the FY. The PM needs to ensure that expenses for services rendered, work performed or
materials received during a FY are correctly recorded in the books in the FY they were performed. If an
invoice and receipt aren’t entered by September 30th the expense will go to the next FY. Many times, a
vendor will not submit an invoice in time to have the invoice fully processed by September 30th;
particularly if they are working on a project right up to the end of the FY or across FYs. So, in lieu of the
actual invoice approval and receipt, an accrual entry is the process used to ensure the expense is
entered into the proper FY.
As the fiscal year-end approaches, there are several things that must happen for the PM to be able to
properly record all the expenses associated with a project. They are:

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1) Requisitions for the goods or services must be submitted with sufficient time allowed for the buyer
to issue a PO to the vendor/supplier.
2) The goods or services must actually be received or provided.
3) An invoice or a sufficient estimate of cost incurred must be available.
4) An invoice and matching receipt must be entered into Oracle against the PO or as an alternative;
an accrual entry (estimate) must be recorded.
Obviously, recording year-end expenses properly is not something that can be accomplished if you wait
until the last week of September to start on it. The PM should begin considering accruals in the summer
months as cash flow forecasts are refined on their projects.
For instance, if work is being performed or services are being provided during the last quarter of the fiscal
year, it’s important to understand the concept that there can be the equivalent of two months of actuals
recorded in the month of September.
To explain:
Typically, contractors will invoice JEA on a 30 day cycle and it takes them about two weeks after the
month ends to get an invoice submitted to JEA.
More specifically, let’s say, Contractor “A” submits an invoice to JEA (via Accounts Payable) on
September 15th for work performed through August 30th. For a normal invoice approval process, the PM
would receive the invoice to review within 1-2 working days and it could take a week or so to get it
through review and approval. Most likely, it would be close to the end of September before a receipt is
entered against the PO and the actual cost is recorded in the financials. So, most often, our actuals run 1
month behind when the work is actually performed or when the goods are received. Without an accrual
method, the last work that would be recorded is work performed in August and paid in September. In
order to also get the value of the goods received or work performed in September into the books by
September 30th, PEC follows a prescribed accrual process.
This is how it works:
Sometime in mid-to-late August, the Senior Leadership Team (SLT) will issue instructions and deadlines
for capturing all capital and O&M expenses by September 30th. Usually this comes in the form of a JEA
“Currents” email and will include company-wide fiscal year-end instructions. PEC modifies these
instructions slightly, to fit our department specific processes, and will send out a supplemental email
around the same time (an example is included at the end of this chapter). The PEC email recaps the
detailed process as described below.
1. The PM should identify all goods or services that will be received by September 30th but for which
there will not be an invoice and a receipt entered into the Oracle financial system, and as such,
the cost will not be recorded as an actual. In these cases, an accrual entry is the mechanism to
get the entry into the financial system in the proper fiscal year. The accrual is an estimate. The
estimate can be based on many things, including but not limited to:
a. A preliminary schedule of values provided by the contractor.
b. The value on the PO based on the portion of the order fulfilled as of September 30th.
c. A PMs estimate of installed quantities; backed up by an inspector report/review.
d. An in-house invoice that has not yet been fully processed.
2. Accumulate the accruals and enter them onto a worksheet for Managers review and approval (an
example worksheet is included at the end of this chapter). This worksheet only contains the
information that is necessary to enter the accrual transaction. It is the PM’s responsibility to

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document the basis for the accrual and any supporting documentation should be kept with the
project files.
3. The Manager approves the accrual transaction(s) and forwards to the person responsible for
entering receipts into Oracle. A master log of all accruals will be maintained in order to track
accruals that have been entered and their reversal as actual invoices are received and processed
(an example accrual log is included at the end of this chapter).
4. On October 1, when the new FY begins and invoices are received that need to be receipted (for
work that was accrued), the PM needs to let the person entering receipts know that the invoice
was accrued so the appropriate reversal (adjusting entry) can be made.
Failure to properly plan for accruals can have negative repercussions in September if the PM isn’t
prepared. For example, the PM cannot accrue monies that aren’t in a PO. To further compound this, there
is a date set in the corporate year-end email as to the last day when PO requests will be processed to
encumber funds for spending in the FY that’s closing. If the PM hasn’t planned properly, they may not
have enough funding available to encumber funds in a PO which means a trend is required. That’s a lot of
moving parts at a busy time of the year and can result in the PM not being able to accurately spend
monies in the FY for which the work was performed.
Project Closeout
After construction is complete it’s time for close out the project. Project Closeout is one of the less
glamorous stages of the project but is critically important. Without conducting closeout properly, key
systems within JEA don’t get updated correctly. Project Controls will assist the PM in getting Purchase
Orders closed and the Schedule of Assets (SOA) turned into Project Accounting.
As part of the Project Closeout, Project Controls will document the final project budget for placement in
the project files. After the project work order is closed, the Project Cost Specialist will download a PDF
copy of the Project Cost Summary from PMD. Doing so will document the project final project budget,
total approved funding and actual costs. Below is an example of a final Footprint Cost Summary.
Project Document Management
Project Document Management is the practices and procedures used to create, distribute and store
various type of project documentation. All PMs are to follow sound document management practices to
ensure project documents are standardized, promote collaboration, facilitate document retrieval and
provide version control.
All project documents should be stored on the “G” drive. Examples of documents to store are drawings,
estimates, emails, correspondence, inspection logs, invoices and their associated approval emails.
Project documents should not be kept on a USB or external hard drive, your local computer drive (C
drive) or in a non-approved cloud storage location.
When storing documents ensure it’s obvious which documents are drafts and which version is final.

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Forms and Examples
The following pages contain blank and example forms that are used in the administration of a project.
1. CBP Funding Protocols

2. Example PUF with Legend
3. Project Manager Workbook Example
4. Estimate Template
5. PEC Fiscal Year End Accrual Email Example
6. FY15 Project Accrual Worksheet Example
7. FY15 Accrual Log Example

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CBP FUNDING PROTOCOLS
Proposed Projects Design Projects (DE) – Construction Projects Recurring Capital Projects
PHASE
(PP) Conceptual / Final (CP) (RCP)
-Project Requestors identify new projects and submit them to -DE Projects with an existing Work Order are reviewed -CP Projects with existing Work Order numbers are fully -RCPs are given new Work Orders and provided funding
Capital Budget Planning (CBP) with a completed Project to ensure they are fully funded to 50% Engineering and funded to the FY’s Approved Expenditures.* up to the fiscal year’s Approved Expenditures, also
Request Form (PRF) and Project Definition (PD) for all projects 50% of Project Management costs. considering remaining funding in prior year Work
> $200k. Orders.
ANNUAL PROCESS
-Managers/Directors/Chiefs/VPGMs approve all new Project (For example: FY Approved Expenditures = $1,000,000
Requests. and $100,000 remains in the prior year Work Order.
The new Work Order is funded with $900,000. So the
-PP projects are given a new Work Order number and they total line-item funding is $1,000,000 between the two
become DE projects on Oct. 1. Projects are funded at 50% of Work Orders.)
estimated Engineering and Project Management costs.
-New projects are funded using the same methodology as Additional funding is provided to projects in design as -Post Bid/Pre Award – Project’s PUF is updated to reflect -New RCP’s are funded using the same methodology as
found in the Annual Capital Budget Process. follows: the final cost estimate and 100% of funds are released found in the Annual Capital Budget Process.
with proper approvals.
-CBP reviews all new PD’s and PRF’s for proper approvals, -30% Conceptual Design – After complete deliverables -Typically, RCPs are established/created during the
INTRA-YEAR PROCESS
scope, plans, designs, and cost estimates. for 30% Conceptual Design are transmitted to CBP, -If the project is done in-house by JEA (Design/Build), all annual budget cycle, not intra-year. Funding is
100% Engineering funding plus 75% of Project funds are released at 100%, based on 100% Final Design allocated at 100%.
-Once a new project is approved by the Core Team, CBP Management is provided.** estimate.
provides funding for Conceptual Design. Projects are funded at
50% of estimated Engineering and Project Management costs. 100% Final Design – After complete deliverables for
100% Final Design are transmitted to CBP –
Construction Funding goes to the FY Approved
Expenditures and placed in the Work Order, unless
some portion of the work will go through the bid
process. If so, Construction Funding is withheld until
the bids are received and a post-bid trend is processed.
PROCESSES
FDOT PROJECTS – DESIGN/BUILD PROJECTS –

OTHER
FDOT Projects follow a different funding mechanism since they are typically paid in advance. This usually Given the nature of these projects, the classic project delivery approach does not apply. Rather, the
only applies to Water/Wastewater projects. If JEA is doing design and construction, the project will follow deliverables in the Design/Build agreement are used to determine the deliverables and trending
the normal process. milestones. Each case will be different.
*Projects will not be provided funding that exceeds the Approved Expenditures for the current Fiscal Year, unless there is a documented long lead time encumbrance required. If so, funding will be provided as long as the additional funding does not put the CIP limit at risk.
**From time to time, additional funding may be required through the design process for items such as soft digs, surveys, etc. CBP will provide funding for these requests as long as they are reasonable and the proper documentation (quote, invoices, etc.) is provided.
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Rev Date 9/29/13
Project Update Form for a FY14 Project

FP Name FP 2312WTFRR Last Updated 08/21/14
Index Number CP Number Project Name
825-07 CP825-07 Fairfax WTP Reservoir Rehab
Director: K Hankin
Date Project Status: Construction Previous Trend Numbers: 14-348/14-262/14-
Requested Completion 09/30/13 Environmental 125/13-223/13-
Funding Source: Date Trend Received:
Forecasted Completion 05/20/15 PRF Number: 825-07 Trend Number:
Original Estimate: $1,440,000 Link to WO's Work Order
Related Open Work Orders Project To Date G/L Data for All Work Orders
11217001 1 Budget Encumbrance 3 Actuals Funds Available
$1,626,000 2 $482,914 $1,132,179 4 $10,906
Forecast Updated By: 16 Allan Boree Date: 8/14/2014

5
FY14 Forecasted G/L Expenditures 17 FY14 Approved Expenditures $1,248
Oct-13 Nov-13 Dec-13 Jan-14 Feb-14 Mar-14 Apr-14 May-14 Jun-14 Jul-14 Aug-14 Sep-14 14 Total
6
$3 $8 $5 $79 $25 $75 $203 $76 $136 $129 $190 $320 $1,248
Actual G/L Expenditures
$3 $8 $5 $79 $25 $75 $203 $76 $136 $129 $16 $0 $754 7
FY15 Forecasted G/L Expenditures

$10 $120 $100 $105 $37 $45 $66 $91 $33 $29 $45 $1 $682 8
9 Actual G/L Expenditures 10 Forecasted G/L Expenditures

Total
FY96 to 08 FY09 FY10 FY11 FY12 FY13 FY14 FY15 FY16 FY17 FY18 FY19
$0 $0 $0 $0 $48 $330 $1,248 $682 $0 $0 $0 $0 $2,308 11
12 Existing Forecasted Expenditures
$1,248 $682 $0 $0 $0 $0
Budget Requirements - Capital Budget Planning Use Only

FY14 FY15 FY16 FY17 FY18 FY19
Additional budget required for long lead time items* $0 $0 $0 $0 $0 $0
*see Capital Budget Planning Engineer to add this requirement
FY14 Oct 1 Funding Amount $0 Project

Sum of Prior Years FY14 Completed FY14 Budget Budget
Budget Budget Changes Change Required Total FY15 FY16 FY17 FY18 FY19 Estimate
$504 $1,122 $0 $1,626 $682 $0 $0 $0 $0 $2,308
13
Current Total Project Budget $2,308
FY14 Change Project Change

Please add comments about the proposed funding changes in the Comments worksheet. $0 $0
14 15
Forecasts Should Be Updated at Least Every 30 days
Actuals Replace The Monthly Forecast, The First Day Of Every Month
CAPITAL TRENDS THRESHOLDS PD through 30% Design Milestone >30% Design through Construction
Project Owner Director - Level All All

Project Owner (VP-Level) ≥ $250K ≥ $100K
Capital CoreTeam ≥ $500K ≥ $250K
*Any trend that will exceed the "Hold for Trends" amount will require Capital Core Team approval
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9/24/2015
Example PUF for Binder.xlsx 6:10 PM Capital Budget Planning
Project Update Form - Legend
General – The Project Update Form is maintained by Capital Budget Planning and is updated nightly from information
downloaded from Oracle financials. The non-grayed out cells are the only cells available for input by others.
1. Amount of funding currently available in the General Ledger (G/L) Work Order(s). Funding is placed in the work
order(s) as you move through a project and checkpoints and Trends are approved. The amount work order
funding added within the current fiscal year will not exceed the approved expenditures for the current fiscal year.
2. Amount currently encumbered (committed) to vendors via Purchase Requisitions or Purchase Orders and which
are not yet paid.
3. Amount of project costs paid to date.
4. Budget less Encumbrances less Actuals equals Funds Available. This is the only amount you have available to
commit to project costs of any kind, including vendors, contractors, JEA salaries, inventory issues, etc.
5. Currently approved for expenditure in current fiscal year. Keep in mind that although the project may have
Approved Expenditures, it may not be available to spend until funding is placed in your work order. (see item 1)
6. Project Managers (PM) forecast for current fiscal year, cash flowed by month. The forecast is based on PM’s
best available information. It should be updated at least every 30 days. Note: The PM’s forecasted G/L
Expenditures will be overwritten by the actual cost each month after the financials are final - sometime during the
first week of the following month. This is a good time for the PM to update the PUF’s because this overwrite will
often cause the PUF’s forecast to be out of balance with the Current Total Project Budget.
7. Actual Cost for current fiscal year, updated nightly.
8. Project Managers forecast for next fiscal year cash flowed by month. Based on PM’s best available information.
9. Actual G/L expenditures for previous fiscal years.
10. Forecasted G/L Expenditures for future fiscal years. (You can only key into non-grayed out boxes.) The first two
Fiscal years come from cash flow in item #6 and #8.
11. Previous fiscal years actuals plus forecasted current and future year expenditures. This number is the PM’s total
project forecasted cost.
12. Existing Forecasted Expenditures is the approved expenditures for each fiscal year.
13. Current Total Project Budget is the Approved Overall Project Budget.
14. FY Change = difference between FY approved Expenditures (#5) and FY Forecasted G/L Expenditures (#6).
This is the amount to Trend for the current fiscal year.
15. Project Change = difference between PM’s total project forecasted cost (#11) and Current Total Project Budget
(#13). This is the amount to Trend for a change in the Overall Project Budget.
16. The Project Manager should enter their name or initials here.
17. It is required that the PUF be updated at least every 30 days. The date of the PUF update should be entered
here.
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372 of 435
Total Estimate Summary
Project: Project Name Project Mgr: Bob Jones
Index No: JEA's Capital Budget Index Number Estimator: Dennis Jones
Scope: Project Scope Description Revision No: 1
Date: 4/25/2016
Design State: 30%
Estimate Class: 3
Accuracy Range: -20% to +30%
Direct Construction Costs

Contractor Cost Material Labor Equipment Other/Sub-Cont. Total
Total From Estimate Details $0 $0 $0 $0 $0
Contingency $0 $0 $0 $0 $0
JEA SWA $0 $0 $0 $0 $0
Subtotal $0 $0 $0 $0 $0
Additional Direct Costs Material Labor Equipment Other/Sub-Cont. Total

JEA Supplied Material & Labor $0 $0 $0 $0 $0
Subtotal $0 $0 $0 $0 $0
Total Direct Cost $0 $0 $0 $0 $0
Indirect Costs
JEA Cost & Engineering Labor Sub-Cont. Total
Project Management #DIV/0! $110,000 $0 $110,000
Engineering #DIV/0! $0 $849,000 $849,000
Services During Construction #DIV/0! $75,000 $0 $75,000
Project Support #DIV/0! $0 $21,000 $21,000
Real Estate
Subtotal $185,000 $870,000 $1,055,000
Total Indirect Cost $185,000 $870,000 $1,055,000
Total Project Cost $0 $185,000 $0 $870,000 $1,055,000
373 of 435
For Example Use Only
Construction Estimate Reconciliation
JEA PD Estimate 30% Cost Estimate 60% Cost Estimate

Class 4 w/ Expected Accuracy -30% to +50% Class 3 w/ Expected Accuracy -20% to +30% Class 2 w/ Expected Accuracy -15% to +20%
Std. JEA
Reasons for Significant Differences Between Std. JEA Reasons for Significant Differences Between
Direct Construction Costs Qty Unit Unit Price Extended M&P Direct Construction Costs Qty Unit Unit Price Extended 30% vs PD Direct Construction Costs Qty Unit Unit Price Extended 60% vs 30%
30% and PD Estimates M&P Spec1 60% and 30% Estimates
Spec1
8" DR-18 PVC Water Main 100 LF $ 35.00 $ 3,500 801.XIII.1 8" DR-18 PVC Water Main 400 LF $ 30.00 $ 12,000 $ 8,500 additional qty's & unti price decreased $ - $ (12,000)
8" 45o MJ Bend 2 EA $ 250.00 $ 500 801.XIII.2 8" 45o MJ Bend 2 EA $ 225.00 $ 450 $ (50) Decrease in unit price $ - $ (450)
$ - $ - $ - $ - $ -
$ - $ - $ - $ - $ -
$ - $ - $ - $ - $ -
$ - $ - $ - $ - $ -
$ - $ - $ - $ - $ -
$ - $ - $ - $ - $ -
$ - $ - $ - $ - $ -
$ - $ - $ - $ - $ -
$ - $ - $ - $ - $ -
$ - $ - $ - $ - $ -
$ - $ - $ - $ - $ -
$ - $ - $ - $ - $ -
$ - $ - $ - $ - $ -
Allowances (Permitting, Testing, etc.) LS $ - Allowances (Permitting, Testing, etc.) LS $ - $ - Allowances (Permitting, Testing, etc.) LS 0 $ - $ -
Testing Allowance (example) LS $ - Testing Allowance (example) LS $ - $ - Testing Allowance (example) LS 0 $ - $ -
Law Enforcement Allowance (example) LS $ - Law Enforcement Allowance (example) LS $ - $ - Law Enforcement Allowance (example) LS 0 $ - $ -
Pump Truck Allowance(example) LS $ - Pump Truck Allowance(example) LS $ - $ - Pump Truck Allowance(example) LS 0 $ - $ -
JEA SWA LS $ - JEA SWA LS $ - $ - Not used at 30% JEA SWA LS 0 $ - $ - Not used at 60%
Subtotal $ 4,000 Subtotal $ 12,450 $ 8,450 Subtotal $ - $ (12,450)
General Conditions 10.00% $ 400 General Conditions 10.00% $ 1,245 $ 845 General Conditions 10.00% $ - $ (1,245)
Subtotal $ 4,400 Subtotal $ 13,695 $ 9,295 Subtotal $ - $ (13,695)
Escalation 2.70% $ 119 Escalation 2.70% $ 370 $ 251 Escalation 2.70% $ -
Contingency 20.00% $ 880 Contingency 15.00% $ 2,054 $ 1,174 Contingency 10.00% $ - $ (2,054)
Total Contractor Cost $ 5,399 Total Contractor Cost $ 16,119 $ 10,720 Total Contractor Cost $ - $ (16,119)
Additional Direct Costs Additional Direct Costs Additional Direct Costs

JEA Supplied Material & Labor $ - JEA Supplied Material & Labor $ - $ - JEA Supplied Material & Labor $ - $ -
Subtotal $ - Subtotal $ - $ - Subtotal $ - $ -
Total Direct Cost $ 5,399 Total Direct Cost $ 16,119 $ 10,720 Total Direct Cost $ - $ (16,119)
Indirect Costs2 Indirect Costs2 Indirect Costs2

Project Management 2.5% $ 135 Project Management 2.5% $ 403 $ 268 Project Management $ 110,000 $ 109,597
Engineering 12% $ 648 Engineering 12% $ 1,934 $ 1,286 Engineering $ 849,000 $ 847,066
Services During Construction 5% $ 270 Services During Construction 5% $ 806 $ 536 Services During Construction $ 75,000 $ 74,194
Project Support/Misc. 1% $ 54 Project Support 1% $ 161 $ 107 Project Support $ 21,000 $ 20,839
Real Estate $ - Real Estate $ 10 $ 10 Real Estate $ - $ (10)
Subtotal $ 1,107 Subtotal $ 3,314 $ 2,208 Subtotal $ 1,055,000 $ 1,051,686
Total Indirect Cost $ 1,107 Total Indirect Cost $ 3,314 $ 2,208 Total Indirect Cost $ 1,055,000 $ 1,051,686
Total Project Cost $ 6,506 Total Project Cost $ 19,433 $ 12,928 Total Project Cost $ 1,055,000 $ 1,035,567
Notes:
JEA Standard Measurement & Payment specification number found in the JEA W&S standards Manual section
1 800. If no Standard Measurement and payment specs applies, then a specification must be written to describe the
item in the Tech Specs.
2 JEA Project Manager to provide percentages for indirect costs.
374 of 435
90% Cost Estimate 100% Cost Estimate

Class 1 w/ Expected Accuracy -10% to +15% Class 1 w/ Expected Accuracy -10% to +15%
Std. JEA
Std. JEA Reasons for Significant Differences Between Reasons for Significant Differences Between
Direct Construction Costs Qty Unit Unit Price Extended 90% vs 60% M&P Spec Direct Construction Costs Qty Unit Unit Price Extended 100% vs 90%
M&P Spec1 90% and 60% Estimates 100% and 90% Estimates
¹
$ - $ - $ - $ -
$ - $ - $ - $ -
$ - $ - $ - $ -
$ - $ - $ - $ -
$ - $ - $ - $ -
$ - $ - $ - $ -
$ - $ - $ - $ -
$ - $ - $ - $ -
$ - $ - $ - $ -
$ - $ - $ - $ -
$ - $ - $ - $ -
$ - $ - $ - $ -
$ - $ - $ - $ -
$ - $ - $ - $ -
$ - $ - $ - $ -
Allowances (Permitting, Testing, etc.) LS $ - $ - Allowances (Permitting, Testing, etc.) LS $ - $ -
Testing Allowance (example) LS $ - $ - Testing Allowance (example) LS $ - $ -
Law Enforcement Allowance (example) LS $ - $ - Law Enforcement Allowance (example) LS $ - $ -
Pump Truck Allowance(example) LS $ - $ - Pump Truck Allowance(example) LS $ - $ -
JEA SWA $ - Not used at 90% JEA SWA 5% $ - $ - 5% of direct costs before General Conditions
Subtotal $ - $ - Subtotal $ - $ -
General Conditions 10.00% $ - $ - General Conditions 10.00% $ - $ -
Escalation 2.70% $ - $ - Escalation 2.70% $ - $ -
Contingency 5.00% $ - $ - Contingency $ - Not used at 100%
Total Contractor Cost $ - $ - Total Contractor Cost $ - $ -
Additional Direct Costs Additional Direct Costs

JEA Supplied Material & Labor $ - $ - JEA Supplied Material & Labor $ - $ -
Total Direct Cost $ - $ - Total Direct Cost $ - $ -
Indirect Costs2 Indirect Costs

Project Management $ 110,000 $ - Project Management $ $
110,000 -
Engineering $ 849,000 $ - Engineering $ $
849,000 -
Services During Construction $ 75,000 $ - Services During Construction $ $
75,000 -
Project Support $ 21,000 $ - Miscellaneous $ $
21,000 -
Real Estate $ - $ - Real Estate $ -
Subtotal $ 1,055,000 $ - Subtotal $ 1,055,000 $ -
Total Indirect Cost $ 1,055,000 $ - Total Indirect Cost $ 1,055,000 $ -
Total Project Cost $ 1,055,000 $ - Total Project Cost $ 1,055,000 $ -
375 of 435
30% Cost Estimate Reasons for Significant Differences Between 60% Cost Estimate Reasons for Significant Differences Between
30% vs PD 60% vs 30%
Class 3 w/ Expected Accuracy -20% to +30% 30% and PD Estimates Class 2 w/ Expected Accuracy -15% to +20% 60% and 30% Estimates
Direct Construction Costs Direct Construction Costs
Well $ 441,792 Well $ 516,600 $ 74,808 Bid Price
Supply Main - Pipe $ 116,668 Supply Main - Pipe $ 138,600 $ 21,932 Increase of 750 lf
Pump: Well Pumps $ 277,698 Pump: Well Pumps $ 277,200 $ (498)
SCADA (Well) $ 15,147 SCADA (Well) $ 15,120 $ (27)
Building $ 1,009,810 Building $ 1,008,000 $ (1,810)
Pumps $ 266,337 Pumps $ 270,900 $ 4,563
Water Treatment Equipment $ 3,155,656 Water Treatment Equipment $ 2,961,000 $ (194,656) Removal of bridge crane and motor from scope
Generator $ 441,792 Generator $ 478,800 $ 37,008 Generator quote
SCADA (Plant) $ 138,849 SCADA (Plant) $ 138,600 $ (249)
S&I - Drainage $ 189,339 S&I - Drainage $ 189,000 $ (339)
S&I - Roadways $ 157,783 S&I - Roadways $ 157,500 $ (283)
S&I - Yard Improvements $ 63,113 S&I - Yard Improvements $ 63,000 $ (113)
S&I - Sewer $ 55,540 S&I - Sewer $ 55,440 $ (100)
S&I - Fencing $ 31,557 S&I - Fencing $ 31,500 $ (57)
S&I - Building Appurtances $ 94,670 S&I - Building Appurtances $ 94,500 $ (170)
S&I - Fire Security $ 63,113 S&I - Fire Security $ 63,000 $ (113)
S&I - HVAC $ 25,245 S&I - HVAC $ 25,200 $ (45)
S&I - Physical Security $ 25,245 S&I - Physical Security $ 25,200 $ (45)
Allowances (Permitting, Testing, etc.) $ - Allowances (Permitting, Testing, etc.) $ - $ -
JEA SWA $ - Not used at 30% JEA SWA $ - $ - Not used at 60%
Subtotal $ 6,569,354 Subtotal $ 6,509,160 $ (60,194)
General Conditions 10.00% $ 656,935 General Conditions 10.00% $ 650,916 $ (6,019)
Subtotal $ 7,226,289 Subtotal $ 7,160,076 $ (66,213)
Escalation 3.00% $ 216,789 Escalation 3.00% $ 214,802 $ (1,986)
Contingency 15.00% $ 1,083,943 Contingency 10.00% $ 716,008 $ (367,936)
Total Contractor Cost $ 8,527,021 Total Contractor Cost $ 8,090,886 $ (436,136)

JEA Supplied Material & Labor $ - JEA Supplied Material & Labor $ - $ -
Subtotal $ - Subtotal $ - $ -
Total Direct Cost $ 8,527,021 Total Direct Cost $ 8,090,886 $ (436,136)
Indirect Costs Indirect Costs

Project Management $ 100,000 Project Management $ 110,000 $ 10,000
Engineering $ 849,000 Engineering $ 849,000 $ -
Services During Construction $ 75,000 Services During Construction $ 75,000 $ -
Project Support $ 21,000 Project Support $ 21,000 $ -
Subtotal $ 1,045,000 Subtotal $ 1,055,000 $ 10,000
Total Indirect Cost $ 1,045,000 Total Indirect Cost $ 1,055,000 $ 10,000
Total Project Cost $ 9,572,021 Total Project Cost $ 9,145,886 $ (426,136)
376 of 435 For Example Use Only

90% Cost Estimate Reasons for Significant Differences Between 100% Cost Estimate Reasons for Significant Differences Between
90% vs 60% 100% vs 90%
Class 1 w/ Expected Accuracy -10% to +15% 90% and 60% Estimates Class 1 w/ Expected Accuracy -10% to +15% 100% and 90% Estimates
Direct Construction Costs Direct Construction Costs
Well $ 516,600 $ - Well $ 516,600 $ -
Supply Main - Pipe $ 135,623 $ (2,977) Supply Main - Pipe $ 135,623 $ -
Pump: Well Pumps $ 280,300 $ 3,100 Pump: Well Pumps $ 280,300 $ -
SCADA (Well) $ 15,120 $ - SCADA (Well) $ 18,000 $ 2,880
Building $ 1,110,000 $ 102,000 Added bathroom Building $ 1,110,000 $ -
Pumps $ 272,000 $ 1,100 Pumps $ 275,000 $ 3,000
Water Treatment Equipment $ 2,958,000 $ (3,000) Water Treatment Equipment $ 2,934,000 $ (24,000)
Generator $ 478,800 $ - Generator $ 478,000 $ (800)
SCADA (Plant) $ 133,400 $ (5,200) SCADA (Plant) $ 136,490 $ 3,090
S&I - Drainage $ 189,000 $ - S&I - Drainage $ 189,000 $ -
S&I - Roadways $ 157,600 $ 100 S&I - Roadways $ 157,600 $ -
S&I - Yard Improvements $ 75,000 $ 12,000 S&I - Yard Improvements $ 71,500 $ (3,500)
S&I - Sewer $ 51,236 $ (4,204) S&I - Sewer $ 52,000 $ 764
S&I - Fencing $ 31,500 $ - S&I - Fencing $ 31,500 $ -
S&I - Building Appurtances $ 96,270 $ 1,770 S&I - Building Appurtances $ 96,300 $ 30
S&I - Fire Security $ 63,000 $ - S&I - Fire Security $ 63,000 $ -
S&I - HVAC $ 25,200 $ - S&I - HVAC $ 25,200 $ -
S&I - Physical Security $ 25,200 $ - S&I - Physical Security $ 25,200 $ -
Allowances (Permitting, Testing, etc.) $ 30,000 $ 30,000 Allowances (Permitting, Testing, etc.) $ 30,000 $ -
JEA SWA $ - Not used at 90% JEA SWA 5% $ 332,000 $ 332,000
Subtotal $ 6,643,849 $ 134,689 Subtotal $ 6,957,313 $ 313,464
General Conditions 10.00% $ 664,385 $ 13,469 General Conditions 10.00% $ 695,731 $ 31,346
Subtotal $ 7,308,234 $ 148,158 Subtotal $ 7,653,044 $ 344,810
Escalation 3.00% $ 219,247 $ 4,445 Escalation 3.00% $ 229,591 $ 10,344
Contingency 5.00% $ 365,412 $ (350,596) Contingency $ (365,412) Not used at 100%
Total Contractor Cost $ 7,892,893 $ (197,993) Total Contractor Cost $ 7,882,636 $ (10,257)

JEA Supplied Material & Labor $ - JEA Supplied Material & Labor $ -
Total Direct Cost $ 7,892,893 $ (197,993) Total Direct Cost $ 7,882,636 $ (10,257)
Indirect Costs Indirect Costs

Project Management $ 126,000 $ 16,000 More labor due to longer schedule Project Management $ 126,000 $ -
Engineering $ 849,000 $ - Engineering $ 849,000 $ -
Services During Construction $ 86,300 $ 11,300 More inspection due to longer schedule Services During Construction $ 86,300 $ -
Project Support $ 21,000 $ - Miscellaneous $ 21,000 $ -
Subtotal $ 1,082,300 $ 27,300 Subtotal $ 1,082,300 $ -
Total Indirect Cost $ 1,082,300 $ 27,300 Total Indirect Cost $ 1,082,300 $ -
Total Project Cost $ 8,975,193 $ (170,693) Total Project Cost $ 8,964,936 $ (10,257)
377 of 435 For Example Use Only

Dewberry, Bryan H. - Project Management Integration Specialist
From: Dewberry, Bryan H. - Project Management Integration Specialist

Sent: Friday, August 28, 2015 3:58 PM
To: Will, Gregory J. - Appointed Specialist; Hamilton, Thomas R.; Bides, Arthur R.; McDowell,
M. Wayne; Williams, Michael S.; Hilton-Jones, Erin M.; May, Andrew R.; Wiggins, Stephen
C.; Boree, Allan D.; Clendening, William M.; Phillips, Brian R.; Fulton, Dwight E.; Gonzalez,
Catalina E.; Barber, Michael R.
Cc: Vu, Hai X. - Manager - Water Plants Engineering & Construction; Collier, Bradley W. -
Mgr WW Plants & Pump Stations E&C; Mackey, Todd D. - Manager Development; Spell,
Bryan C., Manager Joint Agency Projects; DiMeo, Elizabeth A. - Mgr Project
Management; Ashley, David D. - Mgr Construction Inspection; Zammataro, Robert J. -
Manager W/WW System Planning; Anaheim, Scott A. - Director WWW Reuse Delivery &
Collection; Marshall, Raynetta C. - Dir, WWW Grid Project Eng & Construction; Hankin,
Karl E. - Dir W/WW Planning & Treatment Engineering
Subject: W/WW FY15 Year End Accruals and Deadlines
Attachments: FY15 Project Accrual Worksheet.xlsx
Team,
Fiscal year end is quickly approaching. The link below provides instructions and deadlines for capturing capital and O&M
expenses by 9/30/15. It also provides specific deadlines for Awards Committees, Purchase Orders and P-Cards as they
pertain to year end and accruals.
FY15 End-of-Year Deadlines: http://thegrid/Pages/End-of-Year-Process-Deadlines-2015.aspx
Our group will follow all of the instructions with only a slight modification to the method used to enter the estimated
receipts (accruals) into Oracle.
Please keep the purpose for an accrual in mind. When the last financial transaction is entered into Oracle on September
30th the books are “closed” for Fiscal Year 15. We need to ensure that expenses for services rendered, work performed
or materials received during FY15 are recorded in the books for FY15. If an invoice and receipt have not been entered by
September 30th the expense will go to FY16. Many times, a vendor will not submit an invoice in time to have the invoice
fully processed by September 30th; particularly if they are working on a project right up to the end of the year or across
fiscal years. So, in lieu of the actual invoice approval and receipt, an accrual entry is the mechanism to get the expense
entered into the proper fiscal year. The accrual is an estimate. You can estimate the value based on various things,
including but not limited to:
• A preliminary schedule of values provided by a contractor

• The value on the PO, based on the portion of the order fulfilled as of September 30th
• A Project Managers estimate of installed quantities backed up by an inspectors report/review
• An invoice in-house that has not yet been fully processed
The following should clarify how the employees within the Anaheim and Marshall Director groups will submit the
estimated accruals for their individual projects.
Catalina and I will be accumulating all the accruals for PEC. Catalina is responsible for entering the receipts and reversals
into Oracle. We are requesting that you complete the attached FY15 Project Accrual Worksheet and email it to your
Manager for review. The managers will submit the accruals to us. You can submit a single worksheet for all your projects
or sheets for individual projects as information is received and we move towards the end of September. It is not
1
378 of 435
necessary to wait until all your accruals are known to start sending them to us. Catalina will transfer your information to
the FY15 Water/Wastewater Capital Accrual Log where the receipt number and all the reversals will also be
recorded. This file is located on my SharePoint site and will remain there for your reference until all accruals have been
reversed; sometime within the first quarter of FY16. If you want to make sure your accrual has been entered please
check the log. If the accrual has been entered into Oracle the log will include the Oracle receipt number.
FY15 PEC Accrual Log: \\jeamysite\personal\dewbb\Shared Documents\Accruals\FY15 Accruals\FY15 PEC Accrual

Log.xlsx
We are asking for only the information that is necessary to enter the accrual. It is important that you document the basis
for your accruals and any supporting documentation should be kept with your project files. All receipts must be entered
into Oracle by 4 P.M. on September 30. In order for us to make that deadline we are asking that you please try to make
sure all your entries are approved by your manager and sent to Catalina by Friday, September 25th. This will help us make
sure nothing is missed.
Your accrual receipts will be reversed after October 1 as the actual invoices are approved and the Oracle receipts are
entered. When you review and approve invoices during the first quarter please identify the invoices that relate to work
that was accrued so that the appropriate adjustments can be made.
Accruals can be confusing since we only do this one time a year. Please feel free to call me if you have any
questions. Directors and Managers, I have tried to include everyone within your groups that may have accrual
responsibility but please forward this information to anyone that I may have missed.
Thanks for your continued cooperation and support.
Thanks.
Bryan
Bryan Dewberry
Lead Scheduler – Water & Wastewater Systems
Office: 904.665.6447
Cell: 904-994-8597
www.jea.com
2
379 of 435
FY15 Accrual Worksheet
PO Goods or Services Date Goods/Services

CP # Project Name PM PO Line/Shipment Project # Vendor Provided Provided Amount Basis of Accrual
380 of 435
FY14 Water/Wastewater PEC Capital Accrual Log
Director Areas Included: Hankin, Marshall
Adjustment Adjustment Adjustment Accrual Balance
CP# Project Description Project Manager WO # Project # Supplier Goods or Services Provided PO # Line # Accrual Amount Receipt # Comment Amount Receipt # Comment Amount Receipt # Comment Amount Receipt # Comment Remaining Basis of Accrual
825-07 Fairfax WTP Reservoir Rehabilitation A Boree 11217001 8000179 Hazen & Sawyer Services During Construction 122981 1.9.1 $4,038.00 442085 FY14 est -$4,038.00 444495 PAID INV# 42015001- $0.00
825-07 Fairfax WTP Reservoir Rehabilitation A Boree 11217001 8000179 Randstad North America Construction Inspection 127294 213.1.1 $6,988.00 442086 FY14 est -$6,988.00 443598 PAID INV# R16544029 $0.00
825-07 Fairfax WTP Reservoir Rehabilitation A Boree 11217001 8000179 Randstad North America Construction Inspection 127294 225.1.1 $3,012.00 442087 FY14 est -$3,012.00 443599 PAID INV# R16544029 $0.00
102-23 Main St Well No. 6A S Wiggins 14218000 8002413 Randstad North America Construction Inspection 127294 177.1.1 $500.00 442094 FY14 est -$500.00 443600 PAID INV# R16549051 $0.00
896-BKM3 Buckman WRF Grit Removal System B Clendening 13217009 8000131 Randstad North America Construction Inspection 127294 174.1.1 $1,000.00 442099 FY14 est -$1,000.00 443602 PAID INV# R16544028 $0.00
101-23 St. Augustine 8" Watermain Erin 12221025 8001445 Randstad North America Construction Inspection 127294 204.1 $349.07 442148 FY14 est -$349.07 444489 PAID INV# R16595323 $0.00
182-39S JP-FDOT Overland Bridge Bridge Project Bryan Spell 12321025 8001469 Randstad Construction Inspection 127294 223 $3,000.00 442154 FY14 est -$3,000.00 445103 PAID INV# R16543945 $0.00
182-39W JP-FDOT Overland Bridge Bridge Project Bryan Spell 12221027 8001470 Randstad Construction Inspection 127294 224 $3,000.00 442155 FY14 est -$3,000.00 445104 PAID INV# R16543946 $0.00
182-78 JP - FDOT - I295 - Pritchard Rd Mike Williams 14221016 8002407 Randstad Construction Inspection 127294 206 $5,000.00 442156 FY14 est $5,000.00
175-30W Rushing St @ Kings Rd Erin 13221023 8002332 Randstad Construction Inspection 127294 226 $6,194.36 442161 FY14 est -$6,194.36 444486 R16547899 $0.00
268-W6 Greenland LFA Monitoring Wekks Phillips 13217011 8001916 Jacobs Engineering Engineering Services 127465 2.1 $343.88 441956 FY14 est -$343.88 442631 PAID INV#122878-24 $0.00
101-28 Intermediate Aquifer System - Implentation Taricska 13221001 8002008 CH2M Hill Services During Construction 130542 1.1 $8,295.00 442151 FY14 est -$8,295.00 447837 PAID INV# $0.00
138-03 Mandarin WRF Biofilter Bed Replacement Phillips 13421001 8001953 J Collins Engineering Engineering Services 132595 1.2 $32,000.00 441951 FY14 est -32000 443597 PAID INV# 13-116-7 $0.00
138-05 Mandarin Headworks Rehab Phillips 14317009 8002209 Mittaurer Engineering Services 133662 2.1 $2,500.00 441952 FY14 est -$2,500.00 443626 PAID INV# 14311 $0.00
101-23 St. Augustine 8" Watermain Erin 12221025 8001445 T G Utility Company, Inc. Construction Services 134347 1.1 $84,105.55 442147 FY14 est -$84,105.55 444068 PAID INV# 134347-06 $0.00
711-12 Buckman WRF Digester 1&2 -Cover Replacement Collier 10317005 8000018 Sawcross Inc Construction Services 134561 1.2 $56,140.06 442472 FY14 est -$56,140.06 443173 PAID INV#134561-06 $0.00
711-12 Buckman WRF Digester 1&2 -Cover Replacement Collier 10317005 8000018 Sawcross Inc Construction Services 134561 1.3 $341,859.94 442472 FY14 est -$341,859.94 443173 PAID INV#134561-06 $0.00
129-08 District II Outfall Rehabilitation -Broward River Crossing EADimeo 13317009 8001994 Greeley and Hanson Engineering Services 134746 1.1 $700.00 442150 FY14 est -$700.00 444492 PAID INV# INV- $0.00
825-07 Fairfax WTP Reservoir Rehabilitation A Boree 11217001 8000179 Sawcross Inc Construction Services 135082 2.1.1 $150,000.00 442089 FY14 est -$144,200.00 442944 PAID INV# 135082 -$5,800.00 445546 PAID INV# 135082-07 $0.00
100-54 Busch Drive - I95 - Main St- FM EADimeo 13321029 8002378 TB Landmark Construction Construction Services 135194 1.1 $43,198.85 442149 FY14 est -$43,198.85 442967 PAID INV# 135194-05 $0.00
100-54 Busch Drive - I95 - Main St- FM EADimeo 13321029 8002378 TB Landmark Construction Construction Services 135194 2.1 $149,348.95 442149 FY14 est -$95,825.25 442967 PAID INV# 135194-05 -$53,523.70 445747 PAID INV# 135194-06 $0.00
091-03B4 Service Area Monitoring Wells - Dec 14 - CUP S Wiggins 13217003 8001741 MWH Engineering Services 135641 2.1.1 $20,300.00 442096 FY14 est -$20,300.00 444070 PAID INV# 1663401 $0.00
182-79S State and Union Sewer Improvements Bryan Spell 13321026 8002397 GAI Consultants, Inc. Engineering Services 136013 2.1 $22,000.00 442153 FY14 est -$22,000.00 444079 PAID INV# 2082561 $0.00
896-BKM Buckman BNR A May 10317003 8000144 Williams Industrial Services LLC Construction Services 136042 1.1.1 $3,488.00 442103 FY14 est -$3,488.00 445545 $0.00
711-21 Buckman BiosolidsResiduals Mgmt Facility Centrifuge Upgrades Phillips 13317011 8002324 Andritz Eng/Materials/Construc Services 136607 1.1 $120,378.00 441955 FY14 est -$120,378.00 443619 PAID INV# $0.00
417-34 RG Skinner - 9B Dry Line - RW Arthur Bides 14421802 8002490 John Woody, Inc. Construction Services 136689 1 $498,900.00 442144 FY14 est -$495,600.00 442952 PAID INV# 136689-02 -$3,300.00 PAID INV# 136689-03 $0.00
180-21B Bradley Rd Pump Station Imp Phillips 13328010 8002274 CH2M Hill Engineering Services 136933 1.1 $20,632.00 441950 FY14 est -$20,632.00 444072 PAID INV# 381005723 $0.00
180-21B Bradley Rd Pump Station Imp Phillips 13328010 8002274 CDM Smtih Engineering Services 136991 1.1 $11,250.00 441949 FY14 est -11250 444061 PAID INV# $0.00
PAID INV# 137525-
182-78 JP-FDOT-I295-Pritchard Rd. Mike Williams 14221016 8002407 Calloway Contracting, Inc Construction Services 137525 1.1 $15,054.37 442152 FY14 est -$15,054.37 445547 02R $0.00
182-78 JP-FDOT-I295-Pritchard Rd. Mike Williams 14321020 8002408 Calloway Contracting, Inc Construction Services 137525 2.1 $124,000.00 442152 FY14 est -$124,000.00 445547 PAID INV# 137525- $0.00
107-08 Main St WTP - Well 8A A May 14217005 8002482 Aerostar Environmental Services Contamination Assessment 137727 3.1 $9,699.83 442102 FY14 est -$9,699.83 445143 PAID INV# 23516 $0.00
107-08 Main St WTP - Well 8A A May 14217005 8002482 Aerostar Environmental Services Contamination Assessment 137727 4.1 $2,688.23 442102 FY14 est -$2,688.23 445143 PAID INV# 23516 $0.00
167-24P Nocatee - Cypress Trails - PS Mackey 14328008 8002458 Split Pine Development LLC CONSTRUCTION - Development 137804 4.1 $135,281.00 441573 FY14 est -$135,281.00 448227 PAID INV# 137804-02 $0.00
167-24R Nocatee - Cypress Trails - R Mackey 14421007 8002457 Split Pine Development LLC CONSTRUCTION - Development 137804 2.1 $59,500.50 441573 FY14 est -$59,500.50 448227 PAID INV# 137804-02 $0.00
167-24S Nocatee - Cypress Trails - S Mackey 14321022 8002456 Split Pine Development LLC CONSTRUCTION - Development 137804 3.1 $42,671.00 441573 FY14 est -$42,671.00 448227 PAID INV# 137804-02 $0.00
167-24W Nocatee - Cypress Trails - W Mackey 14221018 8002455 Split Pine Development LLC CONSTRUCTION - Development 137804 1.1 $68,840.00 441573 FY14 est -$68,840.00 448227 PAID INV# 137804-02 $0.00
091-03B4 Service Area Monitoring Wells - Dec 14 - CUP S Wiggins 13217003 8001741 Rowe Drilling Company Construction Services 138238 1.1.1 $106,365.00 442097 FY14 est -$106,365.00 443153 PAID INV# 15-0745 $0.00
103-01 Blacksford WWTP Phase IV Expansion Fulton 5317010 8002425 CH2M Hill Swamp permitting 138735 1.1 $9,280.60 442486 FY14 est -$9,280.60 450479 PAID Inv# 381013555 $0.00
103-01 Blacksford WWTP Phase IV Expansion Fulton 5317010 8002425 CH2M Hill Plant engineering 138735 2.1 $12,500.00 442486 FY14 est -$12,500.00 450479 $0.00
103-01 Blacksford WWTP Phase IV Expansion Fulton 5317010 8002425 CH2M Hill Plant engineering 138735 2.2 $10,000.00 442486 FY14 est -$10,000.00 450479 $0.00
090-01 St Johns North WTP Packed Tower Replacement A Boree 13217000 8002024 Hatch Mott MacDonald Engineering Services 138962 1.1.1 $7,000.00 442091 FY14 est -$7,000.00 443160 PAID INV# 197346 $0.00
167-22P Nocatee - Twenty Mile Village -PS Mackey 14328007 8002507 Hydry Company LLC CONSTRUCTION - Development 139116 2.1 $176,949.62 441572 FY14 est -$175,407.59 442632 PAID INV#1 $1,542.03
167-22R Nocatee - Twenty Mile Village -R Mackey 14421003 8002508 Hydry Company LLC CONSTRUCTION - Development 139116 3.1 $75,350.10 441572 FY14 est -$74,693.46 442632 PAID INV#1 $656.64
167-22S Nocatee - Twenty Mile Village -S Mackey 14321015 8002509 Hydry Company LLC CONSTRUCTION - Development 139116 4.1 $67,373.96 441572 FY14 est -$66,786.83 442632 PAID INV#1 $587.13
167-22W Nocatee - Twenty Mile Village -W Mackey 14221004 8002506 Hydry Company LLC CONSTRUCTION - Development 139116 1.1 $133,593.82 441572 FY14 est -$132,429.62 442632 PAID INV#1 $1,164.20
128-04 Ponce de Leon WTP Pump Building & Reservoir Replacement A Boree 13217005 8001625 CPH, Inc Engineering Services 139134 1.1.1 $4,000.00 442092 FY14 est -$4,000.00 444069 PAID INV# 90301 $0.00
$2,658,669.69 ($2,587,095.99) ($62,623.70) $8,950.00 Total Accrual balance remaining
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Section 9
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Design
Consultant
Cost Estimating
Manual

September 2018
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Table of Contents
1.0 Purpose of this Manual .......................................................................................................................................................... 3
2.0 Application ............................................................................................................................................................................. 3
3.0 Detailed Procedures .............................................................................................................................................................. 3
3.1 General .............................................................................................................................................................................. 3
3.2 Estimate Submittals ........................................................................................................................................................... 3
3.2.1 Project Definition Estimate ........................................................................................................................................ 4
3.2.2 10% Design Estimate .................................................................................................................................................. 4
3.2.3 30% Design Estimate .................................................................................................................................................. 4
3.2.5 90% Design Estimate .................................................................................................................................................. 5
3.2.6 100% Design Estimate ................................................................................................................................................ 5
3.3 General Estimate Requirements........................................................................................................................................ 5
3.3.1 Characteristics of a Good Cost Estimate .................................................................................................................... 5
3.3.2 Estimate Accuracy .......................................................................................................................................................... 6
3.4 Estimate Format ................................................................................................................................................................ 7
3.4.1 Basis of Estimate Report ............................................................................................................................................ 7
3.4.2 Basis of Estimate Report Appendices ......................................................................................................................... 8
3.5 Work Breakdown Structure ............................................................................................................................................... 9
3.5.1 Plant Projects ............................................................................................................................................................. 9
3.5.2 Grid Projects ............................................................................................................................................................... 9
3.6 Projects with Multiple Utility Types ................................................................................................................................ 10
3.7 Contingency ..................................................................................................................................................................... 10
3.8 Supplemental Work Authorization (SWA) ...................................................................................................................... 11
3.8.1 Identification of Project Risks .................................................................................................................................. 11
3.8.2 SWA Calculation Example ........................................................................................................................................ 12
3.9 Project Labor Rates .......................................................................................................................................................... 12
4.0 Estimate Key Performance Indicators .................................................................................................................................. 12
4.1 Award Growth Percentage .................................................................................................................................................. 13
4.2 Estimate Growth Percentage ............................................................................................................................................... 13
5.0 References ........................................................................................................................................................................... 13

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Tables
Table 1 ‐ Estimate Submittals ...................................................................................................................................................... 4
Table 2 ‐ Recommended Contingency and Supplemental Work Authorization Ranges ............................................................ 11
Table 3 – Supplemental Work Authorization Risk Matrix .......................................................................................................... 11
Figures
Figure 1 ‐ Estimate Bias ................................................................................................................................................................... 6
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1.0 Purpose of this Manual
This purpose of this manual is to provide guidance on the rules and standards for the preparation of cost estimates in
support of capital projects delivered in accordance with JEA’s Capital Project Delivery Process.
The engineer’s estimate is a critical part of JEA’s project development process since it serves as a basis for probable
construction cost, establishes the project budget, supports decision‐making on project scope and serves as a guide to
evaluate bidder’s proposals. Accurate estimating is an important component of JEA’s cost‐management process, as well as
an important decision‐making tool for the design team in its selection of systems and materials.
Sound financial programming requires consistent and reasonable cost estimates. Accurate cost estimates allow project
stakeholders to establish reliable funding plans for their projects and enables JEA to program sufficient funding to support
those projects.
2.0 Application
This manual is required for use on all Water/Wastewater capital projects. This typically includes all projects except for
Development and Joint Agency projects or projects with design fees less than $35K. A Basis of Estimate Report will be
developed and submitted, along with other required deliverables, at each of the design submittal milestones (e.g., 30%,
60%, etc.) in accordance with the JEA Capital Project Delivery Process. An updated estimate may be required for change
orders that include revised or new design drawings and/or specifications.
Estimates must take into account the current climate of the construction industry and market conditions in and around
Northeast Florida.
3.0 Detailed Procedures
3.1 General
The requirements detailed in this manual will help ensure the consistent development and updating of project cost
estimates across all capital projects while allowing for reasonable estimate certainty and contingency determination. This
manual is intended to improve understanding among all parties involved in preparing, evaluating and approving project
cost estimates.
This manual provides requirements adapted from AACE Recommended Practices for applying the general principles of
estimate classification to project cost estimates. The cost estimate classification system maps the stages of cost estimating
together with project scope definition maturity and estimating methodology while establishing a guideline for estimate
accuracy.
3.2 Estimate Submittals
Table 1 below shows the estimate class, level of project definition and expected accuracy ranges to be used when
developing estimates in accordance with this manual. The information contained in Table 1 is aligned with JEA’s Capital
Project Delivery Process.
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DESIGN SUBMITTAL ESTIMATE CLASS LEVEL OF PROJECT DEFINITION EXPECTED ACCURACY

Project Definition Class 5 3%‐5% ‐30% to +50%
10% Class 4 10% ‐30% to +30%
30% Class 3 30% ‐15% to +30%
60% Class 2 60% ‐15% to +20%
90% Class 2 90% ‐10% to +15%
100% Class 1 100% ‐5% to +10%
TABLE 1 – ESTIMATE SUBMITTALS
3.2.1 Project Definition Estimate
Description: Project Definition (PD) estimates correspond to projects in their initiation phase where the level of project
definition is typically 3% to 5%. They are generally prepared based on limited information and subsequently have a wider
range of potential outcomes and costs. Estimate basis assumptions at this stage should be documented in order to explain
variances should future estimates be significantly higher or lower.
End Usage: PD estimates may be used for initial funding, forecasting future expenditures, initial project screening and
preliminary project prioritization.
Accuracy Range: The PD estimate is equivalent to an AACE Class 5 estimate with an expected accuracy range of ‐30% to
+50%.
3.2.2 10% Design Estimate
Description: 10% design estimates correspond to projects in the schematic design phase where the level of scope definition
is approximately 10% and are prepared with more information than a PD Estimate but still with limited project details. Like
PD estimates, 10% design estimates also have a fairly wide range of potential outcomes as the project scope still isn’t well‐
defined. Typically, schematic design is comprised of, but not limited to, planned plant capacities, block schematics, route
maps and/or site layouts.
End Usage: 10% design estimates may be used for initial project screening, determination of final scope, preliminary project
prioritization, initial funding, forecasting future expenditures and reforecasting the total project budget.
Accuracy Range: The 10% design estimate is equivalent to an AACE Class 4 estimate with an expected accuracy range of ‐
30% to +30%.
Description: 30% design estimates are based upon documents prepared for the 30% design submittal and should include all
major elements of the project. Project risks should be developed to support contingency levels contained in the 30% design
estimate.
End Usage: The 30% design estimate is required for the 30% design checkpoint to support project funding requests,
forecasting future expenditures and reforecasting the total project budget.
Accuracy Range: The 30% Design estimate is equivalent to an AACE Class 3 estimate with an expected accuracy range of ‐
15% to +30%.
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Description: This estimate is based upon documents prepared for the 60% design submittal and should include greater
detail for the major project elements, as well as most minor elements. Many specific project risks should be understood at
this time and should be used to support contingency levels contained in the estimate.
End Usage: The 60% design estimate will be used to update the project budget and, if necessary, formally change it if there
is a significant change (±10%) from the last trended estimate.
15% to +20%.
Description: The 90% design estimate is based upon documents prepared for the 90% design submittal. Engineering is in
the final design phase and nearing completion. Most specific project risks should be understood at this time and should be
used to support contingency levels contained in the estimate.
End Usage: The 90% design estimate will be used to update the project budget if there is a significant change (±10%) in the
total project budget from the last trended estimate.
10% to +15%.
Description: The 100% design estimate is based upon documents prepared for the 100% design submittal. Engineering is
complete and the estimate is based on the final design of the project, completed specifications and a detailed
implementation schedule. The estimate should also consider any special terms or conditions in the contract. All of the
project risks should be developed at this time in order to support the inclusion of a Supplemental Work Authorization in the
estimate.
End Usage: The 100% design estimate is used to update the project budget and contributes to the final decision to bid the
project for construction.
5% to +10%.
3.3 General Estimate Requirements
Each estimate will indicate the phase of the project and the estimate classification. The estimate will include an assessment
of the difficulties inherent in the construction work and will document the determination of productivity, production, and
pricing for preparing the estimate. This includes such factors as labor conditions, construction equipment, construction
supervision, material costs, and equipment installation costs. All reasonable costs a construction contractor can expect to
incur must be included.
3.3.1 Characteristics of a Good Cost Estimate
In general, a cost estimate should answer the series of questions shown below:
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 Scope:
o What is included?
o What is excluded?
o Does the scope of the estimate match the scope of the defining documents?
o Any variations must be identified and the reason for the deviation explained.
 Quantities:
o Are the quantities reasonable?
o Is the method clear and easy to follow?
o Has the math been checked?
o Do the totals come forward to the summaries?
 Pricing:
o Are the unit prices reasonable?
o Are the explanations reasonable?
o Does the pricing cover the type and quality of materials contemplated?
o Are incidentals like sales tax and freight covered?
o Have unusual working conditions been factored into the pricing?
 Support and other soft costs:
o Was work by others considered?
o Are environmental studies considered?
o Are preliminary engineering and final design included?
o Is construction management covered?
 Presentation:
o Is the estimate presentation clear?
o Is it easy to follow?
o Is the basis of the estimate documented in a concise fashion so that it will be readily understood by an
unfamiliar party?
3.3.2 Estimate Accuracy
Estimates should be the best prediction of cost. They should take into account every reasonable cost but not be purposely
high such that a more than ample budget is always set. Due to the expected accuracy ranges contained in Table 1,
estimates already have a transparent bias towards a higher cost and, therefore, should not be artificially inflated. Figure 1
shows this bias graphically on a $1,000,000 estimate.
Estimate Submittal PD 10% 30% 60% 90% 100%

Upper Accuracy Range % 50% 30% 30% 20% 15% 10%
Upper Estimate Value $ 1,500,000 $ 1,300,000 $ 1,300,000 $ 1,200,000 $ 1,150,000 $ 1,100,000
Estimate Value $ 1,000,000 $ 1,000,000 $ 1,000,000 $ 1,000,000 $ 1,000,000 $ 1,000,000
Lower Estimate Value $ 700,000 $ 700,000 $ 850,000 $ 850,000 $ 900,000 $ 950,000
Lower Accuracy Range % ‐30% ‐30% ‐15% ‐15% ‐10% ‐5%
$1,600,000
$1,400,000
$1,200,000
$1,000,000
$800,000
$600,000

FIGURE 1 ‐ ESTIMATE BIAS
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3.4 Estimate Format
3.4.1 Basis of Estimate Report
All estimate documentation will be neatly bound in a report, or compiled in a single electronic file, called the Basis of
Estimate (BOE) Report. AACE International Recommended Practice 34R‐05 provides general guidance when creating the
BOE Report.
A well‐prepared BOE will:
 Document the overall project scope.
 Communicate the estimator’s knowledge of the project by demonstrating an understanding of scope and
schedule as it relates to cost.
 Alert the project team of potential costs risks and opportunities.
 Provide a record of key communications made during estimate preparation.
 Provide a record of all documents used to prepare the estimate.
 Act as a source of support during dispute resolutions.
 Establish the initial baseline for scope, quantities and cost for use in cost trending throughout the project.
 Provide the historical relationships between estimates throughout the project lifecycle.
 Facilitate the review and validation of the cost estimate.
 Document the estimate in a logical, consistent and legible manner.
The following information is required in each BOE report:
 Cover Page: A cover page that clearly indicates the project, estimate classification, estimator and the date
completed.
 Purpose of Estimate: A brief and concise description of why the estimate was performed (e.g., establishment of
probable construction cost at the 30% level of design).
 Scope Description: A semi‐detailed description of the scope of work for each major segment of the project.
Identify any major pieces of process equipment or components.
 Overall Cost: A single line rollup of estimated construction cost including the high and low ranges based on
estimate class. Clearly indicate the expected range of accuracy.
 Estimate History: A short description of the history of the estimate(s) generated to date for the project at a
summary level.
 Estimate Methodology: A description of the primary estimating methodology used to prepare the cost estimate.
This should include documentation of the use of cost resources, historical data and project benchmarking.
 Source Documents: A detailed list/description of the documents used to generate the estimate (e.g., drawings,
specifications, etc.) including revision numbers and issue dates.
 Markups: Identification of markup percentages used (overhead and profit, builder’s risk, and bonds) and how
they were determined.
 Escalation Rate: A description of the escalation calculation including the assumed start, end and mid‐point dates
of construction, the annual escalation rate used and the resulting total escalation.
 Cost Basis: A description of the methods and resources used for determining all material, labor and subcontract
pricing to include pricing sources for equipment, bulk material, labor hours, taxes, influence of local market
conditions, etc.
 Assumptions: A detailed list of assumptions used to build the estimate.
 Excluded Costs: A list of costs not included in the estimate such as hazardous materials remediation, acquisition
of land, financing, etc.
 Allowances: A list of allowances made for known requirements not yet specified in the source documents.
Include the basis for calculating the cost (e.g. X percent of net total).
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 Contingency: A detailed explanation of the contingency amount used in the estimate, what it’s for and how it
was derived.
 Supplemental Work Authorization: Justification, including calculations, for determining the Supplemental Work
Authorization percentage at 100% design.
 Exceptions: A list of variances to this standard or significant deviations from the project and/or engineering
deliverables normally required for the applicable class of estimate.
 Appendices:
o Total Estimate Summary
o Estimate Reconciliation
o Detailed Construction Estimate
o Reference Documents (e.g., vendor quotes, estimate calculation and takeoffs, assumptions, allowances
and any other documentation gathered and/or utilized in the development of the estimate)
3.4.2 Basis of Estimate Report Appendices
3.4.2.1 Total Estimate Summary
The Total Estimate Summary is a one‐page summary that shows both direct and indirect project costs on a single page. The
JEA Project Manager (PM) will provide the design consultant with the indirect costs in order to complete the estimate.
Indirect costs generally include JEA Project Management labor, Engineering, Services During Construction, Project Support
and Real Estate.
The PM will provide the design consultant a Total Estimate Summary template for use.
3.4.2.2 Estimate Reconciliation
The purpose of the Estimate Reconciliation is to show the evolution of the project estimate over time, identification of
significant variances and explanations of the same. The Estimate Reconciliation should summarize the estimate at Level 2 as
defined in 3.5 below. Each Level 2 estimate line will include the compounded markup percentages for Overhead & Profit,
Builders Risk, Bonds and Escalation. Note that JEA SWA is only used on the 100% design estimate in the place of
contingency. The SWA percentage must be calculated using section 3.8 below.
The PM will provide the design consultant a Estimate Reconciliation template for use.
3.4.2.3 Detailed Construction Estimate
The detailed construction estimate contains the quantity, units and hours information used to develop the total
construction cost. The detailed construction estimate should break down detailed construction costs to Level 3 as discussed
in section 3.5 below.
Each individual row of the detailed cost estimate should contain the following:
 Line #
 WBS #/Code
 Asset/Item Description
 Quantity
 Units
 Labor Man‐Hours
 Labor Rate
 Labor Total Cost
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 Material Unit Cost
 Material Total Cost
 Equipment Unit Cost
 Equipment Total Cost
 Unit Cost
 Total Cost
It’s understood that consultants will utilize estimating software to perform estimates and that different software packages
have differing capabilities. Because of that, the detailed cost estimate data listed above is flexible but should be adhered to
as much as possible. The consultant should notify the JEA PM as soon as possible if they are unable to provide the
information listed above.
3.4.2.4 Reference Documents
Any reference documents (excluding drawings) supporting the development of the construction estimate should be
included in this section of the BOE report.
3.5 Work Breakdown Structure
The Work Breakdown Structure (WBS) provides a mechanism to organize the project into a hierarchical framework for the
purposes of planning, estimating, and monitoring. The construction scope of the project is to be broken down into unique
and manageable parts per paragraphs 3.5.1 and 3.5.2 below. Once the WBS is developed, costs are to be estimated at Level
3 (or below) for the detailed construction estimate and rolled up to Level 2 for the Estimate Reconciliation. The design
consultant is not required to develop the indirect cost portion of the WBS.
In general terms, the construction estimates are to be organized as follows:
3.5.1 Plant Projects
 Level 1: Project
o Level 2: Facility
 Level 3: In accordance with local procedures and/or PM direction (e.g., CSI or MasterFormat)
Example:
 Northwest Regional WTP
o Site Work
 Earthwork
 Drainage
o Yard Pipe
 Utilities
 Process Piping
o Site Electrical
 Generator
 Generator Slab
 Fuel Tank Slab
3.5.2 Grid Projects
 Level 1: Project
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o Level 2: Per JEA Water & Wastewater Standards, Measurement and Payment, Section 801
 Level 3: In accordance with local procedures and/or PM direction (e.g., CSI or Masterformat)
Example:
 William Burgess Rd – SR200 to Harts Rd – Trans – New – FM
o Grassing
o Paving
 Pavement Removal
 Pavement Installation Case IX
 Milling and Resurfacing
o 16” PVC
 16” Gate Valve
 Trenching
 Silt Fence
 MOT
Consultants are responsible to provide adequate definition of the project and its major components so that the WBS can be
developed with the JEA project team. The JEA PM may provide the consultant additional breakdown criteria to meet capital
fixed asset cost accounting requirements.
3.6 Projects with Multiple Utility Types
Though infrequent, some capital projects may include both water and sewer utility assets. This is more likely to occur on
grid than plant projects. In instances where multiple utility types are involved, JEA capital cost accounting practices
mandate that separate estimates be performed for each utility type.
In an effort to ease the burden on the design consultant, only one BOE report will be required that covers both utility types.
However, the design consultant will be required to submit a set of appendices for each utility type (i.e., two total estimate
summaries, two estimate reconciliations and two detailed construction estimates).
The JEA PM will provide the indirect cost estimates for each utility type.
3.7 Contingency
Contingencies are used to cover unknowns and unanticipated conditions that are not possible to adequately evaluate from
the data at the time a cost estimate is prepared, but must be represented by a sufficient cost to cover identified risks. A
construction contingency is assigned to cover changing market conditions, design incompleteness, detail changes,
alternative design changes, and associated costing inaccuracies during the construction cost estimating portion of the
design phase of the project. Contingency specifically excludes major scope changes such as changes in end product
specification, capacities, building sizes, and location of the project; extraordinary events such as major strikes and natural
disasters. As detailed design progresses and design information becomes known, the construction contingency is reduced
until it’s replaced with a Supplemental Work Authorization at 100% design.
Table 2 provides a recommended range of contingencies based on design submittals but the design consultant is expected
to recommend a contingency based on the actual completeness of the project documents. The design consultant will justify
any contingency amount in the contingency section of the BOE report as required in paragraph 3.4.1. Contingency
recommendations greater than the ranges identified below should be accompanied by a detailed risk analysis.
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DESIGN SUBMITTAL ESTIMATE CLASS LEVEL OF PROJECT DEFINITION CONTINGENCY RANGE SWA RANGE

Project Definition 5 3% to 5% 20% to 30% 0%
10% 4 10% 20% to 30% 0%
30% 3 30% 15% to 25% 0%
60% 2 60% 10% to 20% 0%
90% 2 90% 0% to 10% 0%
100% 1 100% 0% 0% to 10%
TABLE 1 – RANGES FOR CONTINGENCY AND SUPPLEMENTAL WORK AUTHORIZATION
Contingency cannot be abstract and must represent something unknown that is adequately described in the BOE report.
Estimates received that have contingency but no backup documentation will be rejected for resubmittal. At no time will an
estimate contain both contingency and SWA.
3.8 Supplemental Work Authorization (SWA)
JEA uses SWA allowances in its construction contracts to provide an efficient mechanism to manage unforeseen or
discoverable work (not for adding scope) identified after a construction contract is executed. An SWA expedites project
management processes and reduces administrative costs by providing an allowance for unforeseen work during
construction. In these instances, SWA is added as an allowance on the bid form and is included in the construction contract.
Typically, the SWA percentage should be between 0% and 5% but could be as high as 10% in special circumstances.
Proposed SWA percentages greater than 5% must be accompanied by a detailed risk analysis.
After the construction contract is issued, the use of the SWA allowance is solely at the discretion of JEA. The contractor is
not guaranteed that any SWAs will be issued during construction.
Estimating of the SWA allowance to include in the construction bid shall be done through a risk identification and analysis
process in coordination with the JEA PM as part of the 100% design estimate. Table 3 below contains an SWA Risk Matrix
that’s to be used to determine SWA, as a percentage of total direct cost, for each identified risk based on probability of
occurrence and severity. The final SWA percentage is an average of all risk SWA percentages. The SWA percentage is then
multiplied against the total direct cost value and rounded up to the nearest $1,000 increment.
High 4% 8% 10%

Severity
Med 3% 5% 8%

Low 2% 3% 4%
Low Med High
Probability
TABLE 2 – SUPPLEMENTAL WORK AUTHORIZATION RISK MATRIX
3.8.1 Identification of Project Risks
No two projects are the same and many different variables will determine risk severity and the probability of those risk
occurrences. The design consultant should identify the project risks that could impact the project, assess the severity and
probability and recommend a SWA percentage/allowance.
Project risks that could warrant mitigation through SWA could include:
 Brownfield versus Greenfield project
 Age of facility or infrastructure
 Availability or condition of as‐built drawings
 Limited advance surveying or investigation
 Inaccessibility of internal plant equipment
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 Safety or health stand‐offs
 Lack of access to closed systems
 Expected conflict structures or where underground conditions are not fully known
 Design inaccuracies
3.8.2 SWA Calculation Example
A new 12” water main is being installed along a tight corridor containing multiple conflicts. There are indications of a
possible force main in one area of the planned route that hasn’t been located despite multiple attempts. As built drawings
show the force main but it isn’t shown in GIS. Reports from O&M indicate the force main may have been placed out of
service. Identified risks and SWA percentages include:
 Risk #1: SSO due to hitting an un‐located active force main
o Impact: Cost and Schedule
o Severity: Medium
o Probability: Low
o SWA: 3%
o Action: Mitigate by ensuring the contractor is fully aware of the un‐located force main at the pre‐
construction meeting and that precautions are taken while working in the area.
 Risk #2: Increased unit quantities due to utility conflicts
o Impact: Cost
o Severity: Low
o Probability: Low
o SWA: 2%
o Action: Accept
 Calculation:
o Calculate the average of both risks
 SWA=3%+2%=5%/2=2.5%
o For a total direct cost of $2,500,000, the SWA allowance is calculated as:
 $2,500,000(2.5%)=$62,500=$63,000 (after rounding up)
3.9 Project Labor Rates
The labor rates used in the detail cost estimate will include the base rate (paid wages plus fringe benefits) plus burden
(employer taxes: social security, Medicare/Medicaid, workers compensation and unemployment insurance). The labor rates
are to exclude field or office overhead and profit that instead are to be added as a markup to the net total cost.
4.0 Estimate Key Performance Indicators
It’s imperative that estimates are accurate as possible to ensure the project’s scope, and identified risks, are accurately
represented and so that the proper amount of budget is allocated for each capital project. Two estimate Key Performance
Indicators (KPIs) will be used to evaluate the design consultant’s estimating process and will be used by the PM when
completing vendor performance evaluations after construction bids are opened and after project completion. The closer to
zero (0) the two KPIs are the closer the estimate was to the bid amount or final project cost. A KPI result of zero (0) would
be ideal but very unlikely. Design consultants should strive for KPI results that are within the accuracy of the 100% estimate
(+10%/‐5%).
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4.1 Award Growth Percentage
The Award Growth Percentage (AGP) KPI measures the accuracy of the engineer’s 100% estimate when compared to the
winning construction bid. The formula for calculating the AGP is:
100%
100
100%
Example:
$1,200,000 $1,500,000 $300,000

100 100 20%
$1,500,000 $1,500,000
4.2 Estimate Growth Percentage
The Estimate Growth Percentage (EGP) KPI measures the accuracy of the engineer’s 100% estimate when compared to
what was paid to the contractor after project completion including change orders. The formula for calculating the EGP is:
100%
100
100%
Example:
$2,000,000 $1,900,000 $200,000

100 100 5.26%
$1,900,000 $1,900,000
5.0 References
 Recommended Practice 31R‐03, Reviewing, Validating and Documenting the Estimate. AACE International. TCM
Framework 7.3. Morgantown, WV, 2009.
 Recommended Practice 18R‐97, Cost Estimate Classification System ‐ as Applied In Engineering, Procurement, and
Construction for the Process Industries. AACE International. TCM Framework 7.3. Morgantown, WV, 2011.
 Recommended Practice 34R‐05, Basis of Estimate. AACE International. TCM Framework 7.3. Morgantown, WV,
2014.
 Recommended Practice 40R‐08, Contingency Estimating ‐ General Principles. AACE International. TCM Framework
7.6. Morgantown, WV, 2008.
 Recommended Practice 36R‐08, Development of Cost Estimating Plans ‐ As Applied In Engineering, Procurement,
and Construction for the Process Industries. AACE International. TCM Framework 7.3. Morgantown, WV, 2015.
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Section 10
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August 2018
Edition
Inspection Guidelines –
For Water, Sewer and Reclaimed Water
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Inspection Guidelines – for Water, Sewer and Reclaim Water
TABLE OF CONTENTS
Section 1 Introduction and General Information ....................................................... 3
Section 2 Definitions ...................................................................................................... 3
Section 3 JEA Inspector Responsibilities..................................................................... 3
Section 4 Pre-Construction ........................................................................................... 4

Pre-construction Meeting ................................................................................................. 4
Encroachment into JEA’s Easement ................................................................................ 5
Construction Commencement Notification ..................................................................... 5
Section 5 Inspection Guidelines .................................................................................... 5

Wetwell Installation ......................................................................................................... 5
Gravity Sewer Construction ............................................................................................. 6
Sewer Manholes ............................................................................................................... 6
Tie into existing manholes ............................................................................................... 7
General Pressure Pipe Construction................................................................................. 7
Wet Tap by Method of Tapping Sleeve and Valve.......................................................... 8
Tie-In by Method of Cutting in a Mechanical Joint Tee, Sleeve and Gate Valve ........... 9
Outage Process ............................................................................................................... 10
Tie-In to Existing Stub Out ............................................................................................ 11
Sewer Force Main Construction .................................................................................... 12
Air Release Valves ......................................................................................................... 12
Force Main Tie-In to a Manhole .................................................................................... 12
Reclaimed Water Main Construction............................................................................. 12
Water Main Construction .............................................................................................. 13
HDPE Pipe Installation .................................................................................................. 14
Section 6 Testing Requirements and Procedures...................................................... 14

Bacteriological Sample Testing ..................................................................................... 14
Pressure/Leakage Testing .............................................................................................. 15
Televised Inspection ...................................................................................................... 15
1 Effective August 1, 2018

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Locate Wire Testing ....................................................................................................... 16

Second or multiple water tie-in points ........................................................................... 16
Fire Hydrant Flow Test .................................................................................................. 16
Pump Station Start-up Test ............................................................................................ 16
As-Built and Record Drawings ...................................................................................... 18
Construction Completion/Final Inspection .................................................................... 18
Appendix A - Forms & Process Map ......................................................................... 20

Final Inspection Form .................................................................................................... 21
Pressure and Leak Test (PVC and DIP Material) .......................................................... 22
Pressure and Leak Test (PVC Material Only) ............................................................... 23
Pressure and Leak Test (DIP Material Only) ................................................................. 24
Pressure and Leak Test (HDPE Pipe) ............................................................................ 25
Drinking Water Microbial Sample Collection ............................................................... 26
Planned Outage/Flushing Notification ........................................................................... 27
Development Inspection Process Map ........................................................................... 28
Appendix B – Grid and Joint Projects ....................................................................... 30

Daily Construction Activities Report............................................................................. 31
Application for Payment (Lump Sum) Form ................................................................. 32
Application for Payment (Lump Sum) Instruction ........................................................ 33
Application for Payment (Unit Price) Form .................................................................. 34
Application for Payment (Unit Price) Instruction .......................................................... 35

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Section 1.0
Introduction and General Information
This document provides a summary of the processes and procedures included in the construction of a water,
sewer or reclaim project from the pre-construction conference to final inspection. This document is a guide
that outlines the duties and responsibilities of JEA and the Utility Contractor and assists them in making
decisions in the field.
JEA’s team is trained to assist in the project management, coordination with System Planning, system
availability, hydraulic analysis, design review, construction inspection, as-built review, and acceptance
processes of developer installed utility systems.
Although there may be unlimited variations of problems encountered in the construction of a project, this
document will cite examples of common problems where accepted solutions are already in place.
Responsibilities of contractors, engineers and JEA team members may vary in their everyday routines, but
their overall approach to situations encountered on a project shall be consistent. In the material found
herein, basic guidelines of an acceptable nature are established.
This document is intended to support the JEA Water and Wastewater Standards manual and the JEA Rules
and Regulations for Water, Sewer and Reclaimed Water Services and in no way is meant to allow for any
deviations of the standards.
Section 2.0
Definitions:
Authorized Agent – Any person or entity the legal property owner of a parcel of land delegates to conduct
business with JEA on their behalf
Development Project – A residential or commercial improvement to a parcel or parcels of land requiring
utility infrastructure installation and resulting in new service connections
Engineer of Record (Engineer) – A registered Professional Engineer who has been contracted by the
Owner/Developer to prepare design documents and permits to facilitate installation of a water, sewer or
reclaim system
Grid Project – A Water, Sewer, and/or Reclaimed Water utility infrastructure installation and/or
improvement funded by JEA and installed by a Utility Contractor
Hydraulic Reviewer - JEA representative who has been assigned the role of reviewing the Engineer’s
pump station design for conformance to JEA Standards and the Water, Sewer, Reclaim Design Guidelines
Document and for proper operation on a hydraulic manifold system
JEA assigned Inspector - JEA representative who has been assigned the role of inspecting a Contractor’s
construction for conformance with JEA Standards and this document.
JEA Project Manager-JEA representative who is responsible to plan, budget, oversee and document all
aspects of a specific JEA Joint or Grid project they are working on.
JEA Manager of Construction -JEA Manager who is responsible for the inspection of all water,
wastewater and reuse water mains and appurtenance installation, site rehabilitation projects and work
completed by contractors. The associated functions include but are not limited to the management and
monitoring of the inspection staff in the scheduling, planning, and execution of inspections, and
coordinating with various internal and external parties
Joint Project – An infrastructure installation and/or improvement which may include JEA’s Water, Sewer,
and/or Reclaimed Water utility installed and/or improvement modified by a Utility Contractor representing
another Governmental Agency

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Owner/Developer – Any person, or entity, who improves a parcel of land which includes the installation
of a water, sewer or reclaim utility system for the purpose of providing service to a development project
Plan Reviewer - JEA representative who has been assigned the role of reviewing the Engineer’s design
for conformance to JEA Standards and the Water, Sewer, Reclaim Design Guidelines Document
Sub-Contractor – A utility contractor, licensed by the State of Florida, who has been sub-contracted by
the Contractor to install a water, sewer or reclaim utility system in support of a development project
Utility Contractor (Contractor) – A utility contractor, licensed by the State of Florida, who has been
contracted by the Owner/Developer to install a water, sewer or reclaim utility system in support of a
development project.
Section 3.0
JEA Inspector Responsibilities and Authority
Responsibilities - The JEA Inspector is responsible to review the approved plans prior to attending the Pre-
construction meeting. He/she will communicate any changes needed to the approved plans to the Project Engineer
and JEA Development. He/she will inspect all material prior to being installed to verify that the material meets JEA
standards. He/she will be onsite during construction for critical installation, tie-ins, and Final inspections. He/she is
responsible to complete all test forms listed in the Appendix at the appropriate time during construction. He/she is
responsible to review as-builts to assure their accuracy and completeness. For Joint or Grid Projects the JEA
inspector will also be required to complete “Dailey Construction Reports” (Appendix-B pg.31). The “Dailey
Construction Reports” will be emailed to the Project Manager and the Manager of Construction. The Manager of
Construction will store the document on the G drive. The JEA Inspector will also review pay application
(Appendix-B pg.32-34) for approval before contractor submits to accounts payable for payment. The JEA Inspector
and Project Manager work closely together to communicate the projects schedule, budget and any issues with the
construction.
Authority - The JEA Inspector has the authority to reject any material that does not meet JEA standards. He/she can
make changes to the approved plans that meet JEA Standards, any other changes shall require the approval of JEA
Development and the project Engineer. He/she has the authority to stop construction if the site is unsafe or the
contractor is not following JEA approved plan or standards. During Joint or Grid Projects the JEA Inspector must
contact CEI (Construction Engineering Inspection) firm assigned to project by leading agency to review any unsafe
conditions.
Section 4.0
Pre-Construction
Pre-construction Meeting
Pre-construction meetings are held at JEA’s downtown office located at 21 W Church Street, Jacksonville
Fl, 32202. To schedule a pre-construction meeting, contact JEA Development at (904) 665-4081.
All requests must be received from either the owner or authorized agent and scheduled within 5-7 business
days. The following persons shall be represented at the pre-construction conference:
1. Underground Utility Contractor license holder and all sub-contractors

2. Developer/owner or Authorized Agent
3. Professional Engineer
4. JEA Assigned Inspector

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5. JEA Plan Reviewer and/or JEA Hydraulic Reviewer

6. JEA Water, Sewer and Reclaim O&M Personnel (Optional attendance at O&M’s discretion)
7. JEA Pump Station O&M Personnel (only required for JEA pump stations)
An attendee representing one of the persons listed above must be authorized and prepared to make
decisions about the project.
The following items will be provided to JEA at the pre-construction meeting
1. Valid Underground Utility Contractors license, issued by the State of Florida to the utility
contractor performing the work.
 In accordance with Chapter 489 F.S., utility construction may not be sub-contracted to a
non-license holder. Any questions regarding this policy shall be directed to the State
of Florida Department of Business and Professional Regulations, Construction
Industry Licensing Board.
 JEA shall maintain a file of current license holders, working on development projects
installing JEA utility systems.
2. Valid DEP and/or JEA permit for drinking water distribution and/or wastewater collection.
3. Any other valid right of way permits, including DOT, City, County or railroad permits.
Encroachment into JEA’s Easement
The contractor shall not perform any utility or site work within an existing JEA easement without first
having been issued a permit to work by JEA’s Director of Real Estate Services. A copy of this permit must
be maintained onsite at all times during construction.
In the event a contractor is found to be working outside the limits of the approved permit or is working
without a permit, the assigned JEA Inspector shall order all work within the JEA easement ceased. The
Manager of Construction Inspection will notify the Director of Projects and the Director of Real Estate
Services of the contractor’s name and location of the encroachment. The contractor shall not resume work
until a permit is issued by the Director of Real Estate Services. The only exception shall be that any work
performed which has impeded access to a JEA facility, or which has created a safety hazard, must be
remedied immediately by the contractor.
Construction Commencement Notification
The contractor shall provide the assigned JEA Inspector with at least a 48 hour notice prior to commencing
construction. No utility pipe or appurtenances shall be installed prior to this notification being provided.
Any utility pipe or appurtenances which are installed prior to the assigned JEA Inspector being notified will
be required to be exposed for inspection.
Upon notification of construction commencement, the assigned JEA Inspector will inspect the stored
materials for quality and material approval. It is the contractor’s responsibility to ensure that all materials
are in good working condition and are approved materials listed in JEA’s Water and Sewer Standards
Manual which are available on-line at www.jea.com. Any materials installed that are not approved in JEA’s
Water and Sewer Standards Manual must be removed and replaced with approved materials.
In the event of a construction delay for a period of two or more days, for reasons other than weather related,
the contractor shall notify the assigned JEA Inspector that work has ceased. Once notification has been
provided, no work shall commence until the assigned JEA Inspector is notified. Any utility pipe or
appurtenances which are installed prior to the assigned JEA Inspector being re-notified will be required to
be exposed for inspection.
Section 5.0

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Inspection Guidelines
Wetwell Installation – Section 433 of the JEA Standards Manual
The assigned JEA Inspector or a JEA representative identified by the assigned JEA Inspector must be
present at the time the base section is installed. The structures shall be inspected for structural integrity,
cracking, chipping, etc. The contractor is responsible for the structural integrity and safe handling of the
wetwell sections. In the event of damage to the structure the damaged section shall be replaced.
The contractor is required to provide a crane of sufficient lifting capacity to handle the load of each wetwell
section in a manner which provides a safe working environment for the workers and the structures. The
structure shall be set in a safe, dry excavation with a minimum of 12-inches of rock base. After setting the
base structure, the contractor is required to ensure that the bottom of the wetwell has been installed at the
proper elevations according to the approved plans.
The contractor shall ensure that joint sealant and joint tape is clean and in unused condition. The contractor
shall ensure the structure is plumb as each subsequent section is installed. The contractor shall grout the
outside and inside around the boot of the wetwell.
Gravity Sewer Construction – Section 428 of the JEA Standards Manual

present at the time the first run of gravity sewer between the wet well and the junction manhole is installed.
All gravity sewer mains and services shall be constructed using green colored pipe or markings.
All gravity sewer pipes shall be properly bedded and installed in a safe, dry excavation. Clean, suitable fill
material shall be provided throughout the entire trench excavation.
The excavation should be de-watered, as necessary, to accomplish a dry, safe installation of the gravity
sewer with particular attention on proper bedding of pipe.
Gravity sewer pipe shall be installed with the spigot end pointed downstream. During installation, the
contractor shall ensure that no debris enters the pipe by maintaining a plug or cap (no boards, buckets or
tape) on each section of pipe until the next section is ready to be installed.
The contractor shall exercise care when installing sewer pipe into and out of manhole boots. Sufficient
bedding shall be provided at these locations to ensure that no dips occur adjacent to the manhole structure.
Pipe Bedding
During excavation, the contractor shall refrain from undercutting below the depth of the proposed
sewer pipe. Undercutting shall only be utilized in areas where unsuitable materials are present.
Upon determining that unsuitable materials are present, the contractor shall notify the engineer and
Construction Support Services. Jointly, the contractor and the assigned JEA Inspector will
determine the amount of undercutting that will be required/allowed. Excavated material shall be
replaced with clean, suitable backfill per JEA Standards, properly compacted to avoid dips and
settling of the sewer system.
Service Tees
Service tees shall be installed at 30-60 degrees and placed within the center portion of the lot.
Special care must be taken when installing a service tee on gravity main to assure good
compaction and support of the tee and service piping, because the area is usually undercut to aid in
the installation. Service pipe bedding and compaction is the same as for the gravity main.
Sewer Services

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A bend may be installed on the service riser to facilitate the service terminating at a depth of
between 30 to 60 inches at the property line. The service lateral shall be in the center potion of the
lot marked by pressure treated 3x3x6 post or landscape timber. The Contractor shall mark all
services at the right-of-way and curb.
Sewer Manholes – Section 427 of the JEA Standards Manual

All manhole sections damaged during delivery, handling, or installation shall be rejected. The manhole
base should be installed on clean, dry soil with a clean gravel leveling course, as required. Risers are to be
installed with clean, dry joints and plastic joint sealant properly installed. Inverts shall be constructed per
JEA Standards. The manhole base may be handled with forks but all other sections of the manhole are to
be handled using nylons straps, cables or chains.
The contractor shall grout the outside and inside around the boot of the manhole with non-shrink grout and
the boot must be double banded.
Inverts shall be smooth and shall be free of protrusions, rough edges, slag and other items which might
obstruct the flow stream. Branches shall be smooth and shall utilize the largest possible radius.
Ensure that compaction around the manhole has been accomplished in lifts, as required.
Before final inspection, manholes should be trimmed of any excess plastic joint sealant. Any voids in pre-
cast wall should be filled with non-shrink grout and inside of manhole should be thoroughly painted,
excluding invert and bench, as required. No manhole leak repairs will be allowed on new manholes.
Tie into existing manholes – Section 427 of the JEA Standards Manual
No core will be made in manhole joints or cone section. A hole saw should be used for coring the manhole
wall, taking care not to drill saw support holes into a joint. The cored hole should be round and properly
sized for the diameter pipe being used plus allowance for a rubber boot with double banded stainless screw
clamp. A mechanical plug shall be installed and maintained until final inspection. The Contractor must
make sure to tie off plugs to ensure they do not accidentally go down the line. No core shall be allowed
within six inches of an existing pipe entry, when measured on the inside wall of the manhole. Unless
approved otherwise by JEA, all new 6” sewer service laterals which require a new 6” connection into an
existing JEA manhole or main must be completed by JEA O&M staff only.
Tie-in to existing sewer stub
The Contractor is responsible for verifying the existing stub-out condition, slope and elevation.
Any deviation in elevation or alignment from the approved plans must be reviewed and approved
by the Engineer prior to connection. The gravity sewer pipe should be installed without deflection
and connection should be made using an approved transition coupling, if required.
Sewer Drops
All drops less than 2 feet require a flume no less than the diameter of the pipe. Any drops 2 feet of
greater, shall be constructed per JEA Standards.
Compaction Above Pipe
Upon completion of installation, the pipe trench should be backfilled with loose clean dry material
which is free of debris and compacted in 12-inch maximum lifts to 2 foot above the crown of the
pipe. Further backfilling is to be accomplished using clean dry material, which also is free of
debris, in 12-inch loose lifts compacted to proper density.
General Pressure Pipe Construction – Section 350 (Water), Section 429 (Wastewater), Section
701 (Reclaimed) of the JEA Standards Manual

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This section pertains to all pressure pipe, including water mains, sewer force mains and reclaimed water
mains. The assigned JEA Inspector or a JEA representative identified by the assigned JEA Inspector must
be present at the time of connection to existing utilities. All 4” through 12” Water and Reclaimed Water
pipe shall be DR18 (C900).
The Contractor is responsible for installing the main in accordance with the final approved plans which
correctly indicate final grade.
Pipe should be bedded and backfilled with suitable fill material according to JEA Standards and density
tests will be performed as required.
The Contractor should note any clearance deviation from the approved plans and FDEP permit with storm
drains and water mains on field record drawings. The Engineer should be notified, by the Contractor, of
any installations not in compliance with the FDEP permit.
Pipe should be in proper alignment before homing the spigot into the bell end to prevent rolling the gaskets.
Gaskets should be lubricated and free of dirt, mud and debris. During installation, the contractor shall
ensure that no debris enters the pipe by maintaining a plug or cap (no boards, buckets or tape) on each
section of pipe until the next section is ready to be installed. Pipe should always be installed in as clean a
condition as possible to reduce the volume of water used for flushing.
Joints may not be deflected more than 80% of the manufacturer’s recommended maximum. The contractor
is required to determine the maximum deflection of the pipe manufacturer being installed and adjust
accordingly. In some cases, bends or fittings may need to be added to adjust for the variances between
differing manufacturer’s joint deflection allowances. If a bend is needed to facilitate construction, but has
not been included on the design drawings, one must be added as directed by the Engineer.
Pipe deflection of PVC is strictly forbidden. PVC pipe may not be bent or placed in a bind in order to
eliminate bends. If a bend is needed to facilitate construction, but has not been included on the design
drawings, one must be added as directed by the Engineer. Any pipe found to be forcefully bent during
installation must be removed.
Locate wire shall be installed per JEA Standards. During pipe bedding and backfill, care should be taken to
protect the wire and all connections. The wire shall be secured to the pipe and shall not be wrapped around
fittings, nuts, bolts or other appurtenances. Wire shall be continuous, with no buried connections or splices.
All connections or splices must be made within a valve jacket or a locate wire box. When installing wire in
a valve box, care must be taken to ensure the wire does not become entangled with the valve operating nut.
Additionally, the wire shall be protected when entering the valve box so that the wire does not become
grounded. The preferred method for protecting the wire is to cut a notch in the PVC stand pipe prior to
installing the valve jacket. Locate wire boxes should normally be installed at a property line. The contractor
must use the proper color wire for the appropriate main and service (water-blue, wastewater-green and
reclaimed-purple).
The contractor is required to install thrust restraints in accordance with the latest version of JEA’s Water
and Sewer Standards Manual. Bell restraints must be installed in accordance with the restraint
manufacturer’s recommended procedures.
For projects having looped water mains with multiple points of connection to the existing water system, the
contractor will only be allowed to make one tie-in until after the Certificate of Clearance has been issued.
This point of tie-in will be the source of water for all flushings and subsequent testing.
Wet Tap by Method of Tapping Sleeve and Valve – Section 351 (Water), Section 429-430
(Wastewater) of the JEA Standards Manual
present for the tap. The JEA Inspector must witness the pressure test of the tapping sleeve and the removal
of the tapping machine to verify the coupon is removed.

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The Contractor is responsible for verifying the location, depth, type, and outside diameter of existing pipe
as well as the location and accessibility of the nearest upstream and downstream isolation valves.
Unless approved otherwise by JEA, size-on-size taps are limited on PVC mains to 12 inch size and smaller.
Size-on-size taps are acceptable on D.I.P. (all sizes). For size-on-size taps, on 8” and larger mains, the
actual tap hole size shall be reduced by 1-inch.
The installation of the tapping sleeve should be performed on a clean, dry pipe and a minimum distance, as
specified in the JEA Standards, from any joint end or fitting.
Since this is a scheduled event, the tapping sleeve & valve should be installed in advance to allow time for
air trapped in the valve to be purged and any leaks to be corrected before the appointed time.
Light soap (dish washing soap) can be applied to the rubber seal of the tapping sleeve to aid in achieving a
proper uniform seal.
The Contractor must install the tapping sleeve per the manufacturer’s recommendations.
The tapping valve should be installed using a rubber gasket between the valve flange and the tap sleeve
flange. Bolts should be tightened to the manufacturer’s torque recommendations.
The Contractor shall pressure/leak test the tapping sleeve and tapping valve at a pressure of 150 pounds per
square inch. for a duration of 15 minutes. The pressure/leak test is to be witnessed by the Inspector.
If no problems are encountered in the testing, the Contractor may proceed using a tapping machine and a
clean, sharp bit designed to retrieve the coupon. The contractor shall make sure that the tapping valve is
supported during the tap and that the coupon is collected when completed. Flush the tap valve to remove
shavings. The tapping valve should then be permanently supported.
For water main taps, chlorinate the bit and cutter with bleach prior to installation.
If the coupon is lost in the main, the Contractor will be held responsible for its retrieval. The retrieval
method will be determined on a case-by-case basis by the Contractor, Engineer and Inspector. All the
associated costs will be the burden of the Contractor.
In the event of damage to the existing main during the tap, the Construction Inspector will notify JEA’s
System Operation Control Center (SOCC) immediately. SOCC will dispatch a trouble-shooter to
evaluate the damage and determine if the Contractor has sufficient resources to facilitate the repair. In the
event JEA assistance is needed, SOCC will call in the necessary repair crews. JEA may issue a bill to the
contractor for the cost of making the repair if it is determined the contractor is at fault.
Tie-In by Method of Cutting in a Mechanical Joint Tee, Sleeve and Gate Valve
present during any connections to existing JEA utilities. If an outage is required the JEA Inspector will
determine the affected area and communicate through the outage notification process.
The Contractor is responsible for verifying the location, depth, type, and outside diameter of existing pipe
as well as the location and accessibility of the nearest upstream and downstream isolation valves. The
assigned JEA Inspector will coordinate a simulated outage to ensure that the valves operate properly and
provide sufficient line isolation.
The assigned JEA Inspector will verify that the Contractor is properly prepared to perform the tie-in by
having all necessary equipment, materials and personnel on the site prior to cutting the existing pipe.
Equipment and materials shall include repair couplings or sleeves in the event the tie-in is unsuccessful.
If the tie-in is not completed within the approved outage time or it appears that the Contractor will be
unable to make the tie-in, the Inspector will notify SOCC of the potential extended outage. The assigned

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JEA Inspector has the option, at that time, to require the contractor to place the existing main back into
service and reschedule the tie-in.
While the Contractor is installing the M.J. tee, sleeve and gate valve, the contractor should verify that all
bolts, nuts and restraints are properly tightened and that the M.J. sleeve is properly centered and aligned.
The contractor shall verify that required thrust restraints per JEA standards are in place on the main line to
be cut into.
The Inspector will verify, after the tie-in is completed, that the Contractor has bedded, backfilled and
compacted to the springline, put the existing main back in service, and visually checked all connections for
leaks before completing backfilling and compaction.
In the event of damage to the existing main during the tie-in, the Construction Inspector will notify SOCC
immediately. SOCC will dispatch a trouble-shooter to evaluate the damage and determine if the Contractor
has sufficient resources to facilitate the repair. In the event JEA assistance is needed, SOCC will call in the
necessary repair crews. JEA may issue a bill to the contractor for the cost of making the repair it is
determined the contractor is at fault.
Outage Process
Sewer Outage Process
The assigned JEA Inspector will coordinate all sewer outages with the appropriate JEA personnel by
completing the Planned Outage/Flushing Notification form (Appendix–A pg.27) and forward through the
outage communication email. At this time, the number of lift stations to be taken out of service, the
anticipated down time and the approximate volume of sewage to be drained and pumped from the existing
force main pipe will be determined.
The Contractor shall estimate the number and/or volume of pump trucks required for the proper disposal of
sewage from the excavation site. The contractor shall provide all necessary standby and/or auxiliary
pumping equipment required to facilitate any pump station which must be taken out of service. This may
include, but not be limited to, pump and haul trucks or portable pumps. The Contractor will be provided a
discharge location and shall be responsible for delivery of all sewage to this location. The pump trucks
must remain on the job site until the force main is put back in service.
The Contractor will line the excavation site with a plastic liner or take other precautions to prevent sewer
spillage onto the ground and to prevent mud, debris or rock from being pumped into the pump trucks. No
sewage may be pumped onto the ground or into the storm drainage system.
Water Outage Notification Process
The assigned JEA Inspector will coordinate any outages and outage simulations using the outage
notification procedure and provide proper notification at least 48 hours in advance of the construction. At
this time, the number of customers to be taken out of service and the anticipated down time will be
determined.
Planned Outage/Flushing Notification form includes (Appendix–A pg.27):
 Location of outage
 Proposed date, time and duration of the outage
 Purpose of the outage
 Number of customers affected
 Contractor contact name and number

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After receiving approval of outage notification, all affected parties must be notified.
The Contractor shall notify customers by going door-to-door and issuing written notifications. The
notification shall be provided no less than 48-hours in advance if the outage affects less than 49 customers,
and does not affect any industrial, commercial or institutional customers for which water supply is critical
to their operation. These institutions include, but are not limited to schools, day care facilities, medical
facilities and any process facilities relying on an uninterrupted source of water.
A five day notice is required for outages affecting more than 49 customers. If more than 350
customers are affected, or the outage exceeds more than 8 hours, or has critical users within the
outage, a boil water advisory (BWA) is required.
The customer correspondence shall be on the contractor’s letterhead and shall include the following
information:
What: Planned Outage

Where:
When:
Time:
Project:
Number of Residents Affected:
Number of Businesses Affected:
Contractor:
Contractor Contact:
Contractor Phone Number:
Special Instructions:
Purpose of Outage: example (This outage is to tie in the new 12” water main to the existing 12” water
main)
JEA will issue a formal news releases if the outage affects more than 100 customers and/or affects one or
more industrial, commercial or institutional customers for which water supply is critical to their operations.
To provide adequate time for a news release, notification of the proposed outage must be made to the
Media Relations Coordinator at least five (5) days prior to the outage.
In certain outage situations involving entire subdivisions, the contractor may be required to provide
message boards at the entrance to the subdivision. This requirement will be identified on a case by case
basis by JEA.
Tie-In to Existing Stub-Out – Section 428 of the JEA Standards Manual

present during any connections to existing JEA utilities. The Contractor should verify the location, depth
and type of existing pipe and verify that the valve and end of the existing stub-out are properly restrained.
If not properly restrained, the Contractor is responsible for installing approved restraints. The assigned JEA
Inspector shall assist the Contractor in verifying that the stub-out gate valve is operable and is in the closed
position.
Before the scheduled time of the tie-in appointment, the Contractor should prepare the excavation as
required, and remove the cap by cutting off the end of the pipe or removing the nuts and bolts on the cap.
The contractor shall check the alignment, the centering of the sleeve over the connection and verify that all
bolts, nuts and restraining devices are properly installed, tightened, bedded and backfilled.
The Contractor should use bends, as necessary, to correct depth or alignment of piping. These bends may or
may not be indicated on the approved construction documents.

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The Contractor is responsible for stub-out piping after connection and pressure testing against the existing
gate valve. In the event the existing gate valve will not hold pressure, the contractor may install a new gate
valve at the connection point. For water main connections only, the contractor may opt to install a jumper
connection, with a 2-inch reduced pressure backflow assembly to fill the new lines and pressure test his
piping separately from the existing stub out.
Sewer Force Main Construction – Section 429 of the JEA Standards Manual
Ductile Iron fittings are required to be epoxy lined and handled so not to damage the interior lining. For
example, a nylon strap can be used to lift the fitting in lieu of a chain.
During construction, to avoid adding air release valves, the contractor, where possible, shall avoid changes
in vertical elevation not shown on the approved plans.
All force mains to be constructed using green colored pipe or markings.
All private pump stations shall require the pump-out box as detailed on JEA standards S-46, JEA will field
verify the construction prior to acceptance (transfer of ownership/maintenance).
Air Release Valves (ARV) – Section 430 of the JEA Standards Manual
The Engineer and Contractor must adjust the planned location of ARV’s to the actual high points of the
line. The Contractor, with the Engineer’s approval, should install additional air release valves at changes in
elevation of 2 feet or greater due to actual field conditions or other conditions not identified on the
approved plans. As-builts will indicate the location and elevations of all ARV’s.
Pressure testing of force mains should be performed against the air release assembly isolation valve. After
successful pressure testing, the contractor shall verify that all air release assembly isolation valves have
been opened.
The air release structure must be lined.
Force Main Tie-In to a Manhole – Section 429 of the JEA Standards Manual
present at the time of connection to existing utilities.
The force main pipe is to be installed into the manhole so that the crown of the force main matches the
existing effluent pipe. A gate valve, sized accordingly, should be installed in the force main adjacent to the
receiving manhole.
The force main pipe should be installed far enough into the manhole to facilitate the installation of a
temporary restrained mechanical joint cap with a 2-inch threaded tap and standpipe for testing purposes.
The force main should be pressure tested to the manhole connection to assure that no leaks occur.
Upon passing the pressure test, the temporary cap shall be removed and the excess pipe must be cut and
removed.
The force main pipe shall be constructed such that it enters the manhole between 180 and 90 degrees from
the effluent line.
The force main pipe through the manhole wall will require the installation of a rubber boot and stainless
steel band. Grouted on the inside and outside around the boot.
After connection of the force main and completion of all concrete work within the manhole, the receiving
manhole shall be lined in accordance with JEA Standards.

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Reclaimed Water Main Construction – Section 701 of the JEA Standards Manual and A-4 of
the JEA Rules and Regulations for Water, Sewer & Reclaimed Water Services
DI Fittings – Fittings are required to be cement lined and handled so not to damage the lining. For example,
a nylon strap can be used to lift the fitting in lieu of a chain.
All Reclaimed Water mains and services to be constructed using pantone purple number 522C colored pipe
or markings.
The contractor is required to install the proper signage, as required by FDEP, and the JEA Rules and
Regulations for Water, Sewer and Reclaimed Water Services identifying the existence of Reclaimed Water
within a project. All signs shall use purple as a prominent color.
Flushing Reclaimed Water mains

Prior to any flushing the JEA Inspector will complete the Planned Outage/Flushing Notification
form (Appendix–A pg.27) and e-mail through the Water Outage Communication.
Any Reclaimed Water main providing metered services must be flushed until free of debris.
All flushing must be coordinated, by the Inspector, with the treatment facility providing the
Reclaimed Water.
Before scheduled appointment for flushing, the contractor shall ensure that all flushing points are
correct and that all new mainline gate valves are open to point of first end to be flushed. Gate
valves, at point of connection from main to be flushed, are closed in succession.
The contractor and engineer shall ensure that all Reclaimed Water discharged is properly
contained and/or stored in accordance with FDEP requirements.
Services should be flushed individually by the Contractor after the Reclaimed Water main starts to
clear.
No Reclaimed Water meter boxes shall be installed in paved areas, concrete sidewalks or driveways. Mark
the curb with an “R”.
In the event the Reclaimed Water system is not available to flush the new system, a temporary connection,
with reduced pressure backflow assembly, may be utilized to fill from a water main. This installation must
be witnessed by the assigned JEA Inspector and must be removed immediately upon successful flushing.
When utilizing an existing water main to flush a Reclaimed Water main, see the section below titled
“Flushing Water Mains” for specific coordination instructions.
Water Main Construction – Section 350 of the JEA Standards Manual

Ductile iron fittings – Fittings are required to be cement lined and handled so not to damage the lining. For
example, a nylon strap can be used to lift the fitting in lieu of a chain.
All water mains and services to be constructed shall be installed using blue pipe or markings.
Bacteriological sample test points shall be installed in locations as indicated on the approved construction
drawings or as required by FDEP rules and regulations. Any sample test points not indicated on the
approved construction drawings shall be identified by the Engineer. The hose bib shall be two and one half
feet above ground, shall be pointed down and shall be easily accessible.
No water meter boxes shall be installed in paved areas, concrete sidewalks or driveways.

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It is important to note that fire hydrant requirements for Duval, Clay, St Johns and Nassau Counties do
vary. As a result, the contractor and/or engineer shall ensure that all fire hydrants are installed in
accordance with the local fire official’s requirements.
Services shall be installed in a straight line, with a single piece of poly, from the main to the meter box.
Services shall not be looped around the meter box.
Flushing water mains – Section 350 of the JEA Standards Manual

All flushing must be coordinated, by the assigned JEA Inspector through JEA’s outage
notification communication system. The JEA Inspector is required to complete the
Outage/Flushing Notification form (Appendix–A pg.27) and communicate via e-mail. In the
notification, the Inspector will provide the location, size and length of the main to be flushed along
with the desired date, time and estimated amount of water to be used. Once approval has been
received, the flushing may be scheduled.
Prior to the scheduled flushing appointment, the contractor shall verify the following: All valves
are uncovered and operable; Valves are open or closed as required to facilitate the flush; Flushing
points are accessible; and that the silt/erosion control is installed in accordance with approved
plans. The assigned JEA Inspector or JEA representative shall call 665-4553 before starting and
upon completion of flushing.
For mains larger than 12” in diameter a swab shall be used to help facilitate the cleaning of the
main. For mains 16’’ and larger the blow-offs are required to be one size smaller in diameter than
the main being flushed.
Fire hydrants should be flushed after the main starts to clear to avoid plugging with debris.
However, fire hydrant independent gate valves should be open in advance to prevent delays.
Services should be flushed individually by Contractor after main starts to clear. Any plugged
services should be noted and corrected in a timely manner after flushing completion.
HDPE Pipe Installation – Section 750 of the JEA Standards Manual

Prior to installation, the contractor shall have several sections of HDPE fused and staged for drilling.
Fusing of HDPE joints must be performed by a person having been certified by the HDPE manufacturer.
Fusing equipment must be in good operating condition. The assigned JEA Inspector will inspect the fused
joints and ensure that proper HPDE material is being utilized. A data logger shall be used to record and
document all butt weld fusion process.
During the drill, the Contractor will be required to pull two (2) 12 gauge, copper-clad, carbon-steel, locate
wires. Drilling depth shall be appropriate to avoid conflict with existing utilities and to avoid a frac-out of
the drilling mud. The drilling contractor shall have an emergency action plan prepared in the event of a
frac-out. The contractor shall avoid drilling deeper than required as a means of convenience.
When connecting two drills, the Contractor shall excavate as required so that the connection points do not
generate unnecessary high points in the main.
The Contractor shall provide a profile log of the drill on the project as-built.
Section 6.0
Testing Requirements and Procedures

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Bacteriological Sample Testing – Section 350 of the JEA Standards Manual

After successfully flushing the water main, the contractor is required to properly chlorinate the entire water
main, services and fire hydrants prior to bacteriological sample testing.
The super-chlorinated water must remain in the lines a minimum of 24 hours and then should be flushed
from the lines. Flushing shall be performed using flushing hydrants, fire hydrants or services, as required,
to reduce the chlorine residual in accordance with JEA Standards.
Sample points should be installed according to the approved plans. If the sample point locations are not
clearly designated on the design plans, the Contractor shall coordinate with the Engineer of Record to
identify sample point locations. The assigned JEA Inspector is not responsible for identifying sample
point locations.
No samples are to be taken from fire hydrants. Sample points should have clean 3/4-inch hose bibs for
proper sampling.
Two consecutive days of passing samples are required. The assigned JEA Inspector is responsible for
obtaining the first set of samples and transporting them to the JEA lab for testing. The JEA Inspector will
complete the “Drinking Water Microbial Sample” Form (Appendix-A pg. 26). In the event of a failed
sample, the assigned JEA Inspector will notify the Contractor and re-pull samples. If problems persist, the
Contractor may be required to re-chlorinate. Samples will then be obtained by the assigned JEA Inspector.
Any breaks or damages to the line will require sample testing in accordance with FDEP regulations.
Expiration of samples prior to issuance of a Certificate of Clearance will require a new set of passing
samples. In these cases, the Contractor will be required to pull the samples and deliver them to a private
testing facility. The Contractor shall provide copies of all paperwork certifying passing samples.
Pressure/Leakage Testing – Section 350 (Water), Section 427 (Wastewater), Section 701
(Reclaimed) of the JEA Standards Manual
After bacteriological samples are successfully achieved, preliminary pressure testing can begin. Prior to
scheduling with the Construction Inspector, the road base and curb will be finished, services will be
lowered and meter boxes installed. The pressure test procedure should be performed as follows:
Prior to the scheduled test time, the Contractor shall perform a preliminary test ensure that the system has
been pressurized to 150 PSI and is not dropping pressure. The JEA Inspector is not required to be present
for the preliminary test, but shall be required to be onsite prior to the start of the official pressure test. The
test will not start if the pressure is below 150 PSI. The duration of the test will be two (2) hours. If, at any
time during the test, pressure loss is greater than 5 PSI, the test fails regardless of leakage volume. The
appropriate formula for the allowable leakage is provided in the JEA Standards Manual. The JEA Inspector
is required to complete a “Record of Pressure and Leakage Test” form (Appendix-A pg. 22-25) for the type
of pipe and material installed.
The contractor should verify that all inline valves, if installed, are open so the entire line will be pressure
tested. The Contractor will pump from a clean reservoir using chlorinated potable water. At the start of the
pressure test, record the time and gauge pressure. At the end of the test, if a loss occurs, the Contractor will
then pump the line back to the beginning pressure. The assigned JEA Inspector will then measure the
volume of water used to fill the reservoir back to the original mark. If the volume of water required to re-
pressurize the main is less than the allowed amount for leakage, the assigned JEA Inspector then ensures
that the piping was tested from the point of tie-in to the end of the installation. Upon completion of this
process, the main passes the pressure/leakage test.
If the volume of water required to re-pressurize the main is more than the allowed amount for leakage, the
line fails. The Contractor must then locate the source of leakage, make appropriate repairs reschedule the
entire pressure test.
Televised Inspection – Section 428 of the JEA Standards Manual

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Prior to video inspection, all manhole inverts must be constructed, road base must be installed and final
density tests must be completed. For gravity sewer mains deeper than ten feet, sub-grade densities may be
substituted for the final density test. Gravity sewer in easements must be backfilled and at final grade.
Mandrel testing for deflection shall be performed concurrently with TV testing. The mandrel shall be
pulled in front of the camera. The Inspector may check the mandrel with a truing ring to ensure the proper
size mandrel is utilized. If repairs are required on a main, a mandrel must be pulled during the post-repair
TV inspection.
For all TV inspections, including post-repair inspections, water must be added to indicate low areas or dips
in piping. Sufficient water must be added to flow from the downstream end of the pipe. Water flow shall be
video recorded prior to initiation of TV inspection.
During the TV inspection, the camera operator shall stop the camera and pan the lens towards the service to
provide an unobstructed view of the service. On the recorded and written copies of the inspection, the
operator shall call out any leaks, dips, deflections, discoloration, reverse fall, external debris protrusions or
indentions, and any other visual abnormalities.
The contractor shall provide a copy of the TV inspection, accompanied by a written report, within 7 days of
the test. The assigned JEA Inspector will review the written and recorded inspection reports and make a
determination if repairs or replacement of any pipe segments are required.
Paving should not be installed prior to review and approval of the TV inspection results by W/WW Project
Engineering & Construction, however, if the contractor chooses to install paving prior to Inspector’s
review, he or she proceeds with full knowledge of the associated risk that the sewer system may need to be
repaired. JEA will not overlook defects or accept inferior sewer systems which have been paved over prior
to the Inspector’s TV review.
Locate Wire Testing – Section 350 (Water), Section 427 (Wastewater), Section 701 (Reclaimed)
Locate wire testing will take place after completion of pressure testing and after valve jackets have been
installed to grade.
Wire testing shall be performed by a person certified by JEA, using JEA approved testing equipment.
The Contractor shall have a representative present during the wire test. As faults are identified, the wire
tester shall mark the general area of the problem. The Contractor representative shall note the location and
make repairs immediately, where possible. Where not possible to repair immediately, the contractor shall
make repairs within five working days and reschedule the wire test.
Second or multiple water tie-in points – Section 350 in the JEA Standards Manual
After receipt of Certificate of Clearance, the contractor may schedule any additional point of water main
tie-ins which are identified on the approved construction drawings. The assigned JEA Inspector or a JEA
representative identified by the assigned JEA Inspector must be present during any connections to existing
JEA utilities.
Fire Hydrant Flow Test
Fire Hydrant flow testing is required in some counties within JEA’s service territory. Where required, the
Contractor shall provide the personnel to complete the testing. Upon completion of the testing, a report
shall be prepared, by the testing personnel, and submitted to the Construction Inspector and appropriate
County Officials. Fire hydrants will then be painted according to the County standards.
Pump Station Start-up Test – Section 433 in the JEA Standards Manual
All pump stations, to be dedicated to JEA, must be tested to ensure that the pumps operate as designed.
This will be conducted during the pump station start-up test. The JEA Construction Inspector shall contact
the O&M area coordinator to have the lift station programmed prior to the start-up test. It may take up to a
week to get the station programmed.

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The assigned JEA Inspector in coordination with the Hydraulic Reviewer shall schedule the start-up and
shall invite the appropriate JEA Operations & Maintenance personnel. The Contractor shall invite the
Engineer of Record to the start-up. A representative of the Engineer of Record shall be present and shall be
authorized to make certification decisions concerning the operation of the pump station.
Prior to the scheduled date and time of the start-up test, a preliminary start up will be conducted. The
following people shall be present at the preliminary start up:
 The assigned JEA Inspector
 Contractor
 Contractor’s Electrician
 Pump Representative
At the preliminary start-up test, the Contractor shall demonstrate the following:
 Pumps are wired properly and are rotating in the proper direction.
 All downstream force main valves are fully opened.
 All force main air release valves are operating properly and all air has been removed from the
main.
 Test ports have been installed in the discharge piping.
 RTU is installed, properly wired and is of the proper type as identified on the approved plans.
 Electric meter is installed.
After completion of the preliminary start-up test a final pump station start-up inspection test will be
conducted. Prior to the scheduled date and time of the test, the contractor shall ensure the following:
 Influent gravity sewer line entering the wetwell is plugged.
 The wetwell has been filled to approximately three-fourths of the wetwell volume.
 If applicable, generator fuel tanks are full of fuel.
During the test, the Hydraulic Reviewer will install a pressure gauge on the test port and shall be
responsible for recording start/stop time and flow test results. The Contractor shall operate the pumps,
individually, as directed by JEA. If a generator has been installed at the pump station, the appropriate JEA
Operations & Maintenance personnel will direct the contractor in the load testing of the generator.
During the pump start-up, the following will be performed and/or verified:
 Influent gravity sewer line entering the wetwell is plugged.
 The wetwell has been filled to approximately three-fourths of the wetwell volume and the
beginning water level has been recorded.
 Run each pump individually, to determine the flow rate of the pump.
 Verify landscaping is healthy and check the operation of the sprinkler system, water meter
installation and backflow prevention device installation.
 Ensure fence is grounded and properly installed.
 Ensure control panels are properly installed, seal-offs are installed.
 Wetwell and junction manhole are lined with approved lining material.
 Wash down is working properly with sufficient hose to reach the bottom of the wetwell.

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 Water pressure test station is properly installed.

 Pump controls are in the off position.
Upon completion of the test, the Engineer of Record shall coordinate with the Hydraulic Reviewer and the
Pump Representative to determine if the pumps are operating as designed.
It is important to note that the completion of the pump station start-up does not constitute pump station
completion or imply that the pump station is operational and ready for service.
No wastewater flow shall enter the wetwell until an FDEP Certificate of Clearance (COC) has been
issued, a JEA letter of acceptance has been issued for the pump station and offsite force main and the
SCADA system has been installed, programmed and made operational by JEA O&M Personnel.
After the SCADA system has been made operational by JEA, the pump station construction is
considered complete and the contractor may remove the plug and place the station into operation.
In certain cases, a pump out agreement may be issued allowing the wastewater system to be placed into
service prior to completion of the pump station. This will only be allowed at a manhole identified as the
point of pump-out, accessible by a pumper truck. Neither the pump station, nor the discharge force main
may be used to pump the sewer flow during the pump out agreement period. The pump out agreement shall
remain in effect until the pump station construction is complete as defined above.
As-Built and Record Drawings – Section 501 in the JEA Standards Manual
Prior to issuance of a Certificate of Clearance, the Contractor shall submit an as-built drawing to JEA’s
Development team for approval in accordance with the JEA Standards for review. The JEA Inspector will
provide assistance in the As-built review process. The drawing shall accurately depict the installed system
and shall show any deviations from the approved drawings.
An as-built approval letter will be issued to the company and contact provided on the transmittal letter.
Construction Completion – Final Inspection

After construction completion and submittal of required acceptance documents a JEA Final Inspection of
the project may be scheduled with the assigned JEA Inspector for the project close out.
The Contractor and the JEA Inspector will schedule the Final Inspection and the Contractor shall invite the
Project Manager, the Developer or Authorized Agent, and project Engineer.
Prior to the scheduled time, the Contractor shall have the proper equipment and manpower onsite and shall
complete the following:
 Clean asphalt from all manhole lids.

 Open all manhole lids and secure area around manhole. Any manholes which cannot be secured
shall be left closed until inspection.
 Open all water meter boxes.
 Remove tops from valve boxes.
During the Final Inspection the assigned JEA Inspector will complete a “Final Inspection” form
(Appendix-A pg. 21) and a punch list. The JEA Inspector will verify that all punch list items are resolved
prior to completion of the Final Inspection. The JEA Inspector will perform the following:
Valves

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 Verify that all valves have been installed with valve jackets adjusted to grade, tops and inside of
the jacket are painted the appropriate color, the brass tags are installed, the concrete donut is
installed and grouted in place and the valves are operable and in the open position.
 Verify that any dead-end stub-out valves are open 3 turns.
 Check curb, or adjacent asphalt, for a “V” etched per JEA standards, and painted the appropriate
color.
Gravity Mains
 Perform a lamp and mirror inspection of the gravity mains. To facilitate inspection of the
gravity main, the Contractor shall provide a clean mirror and a light capable of illuminating a
gravity sewer run. The lamping may be performed prior to the Final Inspection for subdivisions
greater than 10 lots.
 Verify that the manhole is dry, clean, and free of debris and is not leaking and has not been
patched from the inside.
 Verify that all concrete work inside manhole is complete, manhole is painted or lined per the
approved plans and JEA standards, the manhole ring and cover is adjusted to final grade and all
plastic joint sealant has been trimmed flush with the manhole wall.
Services
 Verify sewer service ends are located with a 3’ x 3’, pressure treated marker, painted
appropriately. Verify curb, or adjacent asphalt, has been etched with an “S” per JEA Standards,
and painted the appropriate color.
 Verify that each water and/or reclaim services are all operable by physically opening each curb
stop. Verify curb, or adjacent asphalt, has been etched with a “W” or “R” per JEA Standards,
and painted the appropriate color.
 Verify that the water and/or reclaim curb stops are properly located within the meter box, with
no poly tubing showing within the box. Verify that the curb stops are installed horizontally, with
the operating nut facing up. All reclaim curb stops shall be identified with an “R/W” on the
operating nut.
 Verify that the water and/or reclaim meter boxes are installed in the correct location and are not
located within sidewalk or driveways. After operating each service, the meter box lid shall be
closed by the Contractor.
Fire Hydrants
 Verify that all exposed portions of the fire hydrant assembly are completely painted, all ports
are greased, port caps and chains are installed and a blue reflector has been installed in the travel
lane of the adjacent roadway.
 Where applicable, verify that the fire hydrant bonnets and port caps have been painted the
appropriate color to match the flow test results.
 Verify that the hydrants are plumb, the centerline of the ports are a minimum of 18 inches above
finished grade, the operating nut is no greater than 48 inches above finished grade, and is placed
a minimum 3feet behind curb to furthest part of hydrant.
 The hydrant shall be operated and then closed. The hydrant independent valve shall be left in the
open position.
 After verification of hydrant operation, any hydrant bags may be removed to indicate to the fire
department that the hydrant is now operational.

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Appendix - A

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Inspector’s
Signature
Have all
attendee’s
sign
To convert gallons
to ounces multiply
.61x128=78
Enter
Availability
Number

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Inspector’s
Signature
Have All
Attendee’s
sign
To convert
gallons to ounces
multiply
.50x128=64
Enter
Availabilit
y Number

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Check and
enter the
temperature
of samples at
the lab

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Process Process
Description: 30603 Water, Sewer, & Reclaimed Water Development Inspection Customer:
Developer's Contractor & GIS/Records
Customer Results
Requirements:
Timely Inspection & Testing of W/S & Reclaimed Water Systems Indicators:
Customer
Inspector Engineering/Design Development/Plan Review Links to other Processes
(Developer's Contractor)
Need
complete Issues
ES:
WS&R system Approved
Issue Permit
ready for Plans
service
Requests Schedule
pre-con pre-con
Receive notice
of pre-con, plans
and Inspection
Folder
Attend pre-con
(Preliminary start date provided by Customer)
(Approve plans, permits, locates, & review site for constructability)
Begin Developer’s Engineer resolves issue with input from the

Resumes work
construction JEA’s Inspector, O&M, and Development
Inspect for JEA

standards &
Standards
approved
materials
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Design or
Construction
problems?
O&M
Complete No
construction Yes
Yes
Inspector
No
resolves?
Request tests
Perform tests (Sewer) Perform tests (Lift Station) Perform tests (Reclaimed Water)
Perform tests (Water)
1) TV Greater than 10' Receive Approved Shop Drawings 1) Flushing
1) Flushing
2) Pressure Test for Wet Well, Pumps, Panels, and 2) Pressure Test
Corrects problems 2) BT’s Samples
3) Locate Wire Testing Top Slab 3) Locate Wire Testing
3) Pressure Test
4) TV Less than 10' after 1) Preliminary Start-up
4) Locate Wire Testing
curb and subbase 2) Final Start-up
Tests
No
passed?
Yes
29
Complete tests
Receive tests forms forms and give copy
to contractor
Prepare & Review as-built

submit as-built (Reviewed by Engineer, Development and Inspector)
GIS/Records:
Are as-builts Sign & deliver to
Revise as-built No Yes As-built
correct? GIS/Records
approval
Prepare & submit

Acceptance
Package
Reviews Acceptance
Package and
Final Inspection
Request Final
Inspection
Complete Create punch

punch list list
Prepare Final
Complete
Punch list Inspection Form and Receive Inspection
Effective August 1, 2018
Yes Acceptance
completed? send Inspection Folder Folder
Package
to Development
No
Corrects
problems

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Appendix – B
Grid and Joint Projects

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Construction Support Services

Daily Construction Activities Report
Beach Blvd. (SR212)
Project Name: Improvements Project/Avail. Number: 8001913
Weather Conditions: Cloudy Temperature: Cool
Reporting Inspector: Billy Tindell Date: 9/24/2014
Contractor: MASCI Days Left on Cont:
Activities / Description / Notes
Contractor installed 60’of 8” DIP and two 1” water services with two 8”X1” tapping saddle starting at station
17+10 and ending at station 17+70. Backfilled in lifts compacted and took densities. Bechtol along with CDM
Smith took and recorded density test. Installed asphalt.
Delays/Deficiencies
The contractor did not need to install b-crossing under duct bank at station #17+56 but at station
#17+95 they will need to install b-crossing under storm pipe.
Daily Equipment and Manpower Report

Active
Contractor Equipment Description Hours Quantity
Hours
MASCI Corp. Trackhoe Hours 1 11
MASCI Corp. Loader Hours 1 11
MASCI Corp. Crew Truck Hours 1 11
MASCI Corp. Dump Truck Hours 1 11
MASCI Corp. Compactor Hours 1 11
MASCI Corp. Roller Hours 1 11
MASCI Corp. Mini Hoe 1 11
Trade
Contractor Trade Hours Quantity
Total
MASCI Corp. Forman Hours 1 11
MASCI Corp. Equipment Operator Hours 2 22
MASCI Corp. Laborer Hours 3 33
Trade Hours Quantity
Daily Production Quantities Report
Pay Item Unit Description: Daily Unit Quantity Sta. / Loc. % Comp.
8” DIP 60’ 17+10 to 17+70
1” Poly 48’ 17+23-17+36
8”X1” Tapping Saddle 2 17+23-17+36
1” Corp Stop 2 17+23-17+36
1” Curb Stop 2 17+23-17+36
Inspector Signature / Date Contractor Signature / Date:

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W/WW Project

2. Procurement of Engineering Services

6. Punchlist and Closeout

7. Joint Agency Projects

9. Design Consultant Estimating Guidelines

10. Inspection Guidelines

Revision Date Comments

CA – Construction Administration PEC – Project Engineering and Construction

CBP – Capital Budget Planning PM – Project Manager

CCNA – Consultant’s Competitive Negotiation Act PMD – Project Management Dashboard

CEI – Construction, Engineering & Inspection PO – Purchase Order

CM – Construction Management PP – Planning Project

CO – Change Order PRF – Project Request Form

COJ – City of Jacksonville PUF – Project Update Form

CP – Construction Project P&ID – Piping & Instrumentation Diagram

CPM – Critical Path Method QA – Quality Assurance

CPO – Chief Purchasing Officer QC – Quality Control

DE – Design Project QPL – Qualified Providers List

FC – Final Completion RBL – Responsible Bidders List

FDEP – Florida Department of Environmental RCP – Recurring Capital Project

GIS – Geographic Information System SLT – Senior Leadership Team

I&C – Instrumentation & Control SOA – Schedule of Assets

IFB – Invitation for Bid SOV – Schedule of Values

JTA – Jacksonville Transportation Authority SWA – Supplemental Work Authorization

NARUC – National Association of Regulatory Utility TSP – Technical Special Provisions

OPN – Oracle Project Number VVH – Verify Vertical & Horizontal

O&M – Operations & Maintenance W/WW – Water/Wastewater

Design RFP Design Construction Bid Construction Punchlist and Closeout

Project Setup ‐ Tab 1 Design RFP ‐ Tab 2 Design ‐ Tab 3 Construction Bid ‐ Tab 4 Construction ‐ Tab 5 Punchlist/Closeout ‐ Tab 6

Schedule Advertise 30% Advertise

Chapter 1 Project Setup

Phases of Project Setup

Financial Setup Schedule Setup Footprint Setup

Key Deliverable Financial Structure

Financial Setup is divided into two distinct activities:

1. Establish Accounting Infrastructure

Establish Accounting Infrastructure

Chapter 1 – Project Setup, Rev 4, Sep-18 1-1

Inter-agency Project Billing and Reimbursement

Chapter 1 – Project Setup, Rev 4, Sep-18 1-2

1. SS and DES 30608 DES 001 Contract Billing Process

They are included for reference at the end of this section.

Key Deliverable Project Schedule

Chapter 1 – Project Setup, Rev 4, Sep-18 1-3

Key Deliverable Footprint

Chapter 1 – Project Setup, Rev 4, Sep-18 1-4

Forms and Examples

Forms and examples include:

1. Oracle General Ledge Account Structure

Chapter 1 – Project Setup, Rev 4, Sep-18 1-5

TITLE: Calculation of Overhead Rates

CREATION DATE: March 8, 2012 Revised: October 22, 2014

SUMMARY OF OVERHEAD RATES:

Administrative and General Overhead Rate 62.09%

ADMINISTRATIVE AND GENERAL (A&G) OVERHEAD RATE

3. Formula for Calculation Administrative and General Overhead Rate

A. Sum operations and maintenance (O&M) expenses (expense types 1000-3199),

BENEFITS LOADING RATE

2. Formula for benefits loading rate

INVENTORY LOADING FACTOR

2. Formula for inventory loading factor

SIGNATURE: /s/ Janice Nelson

Cost Centers Used in Overhead Cost Allocation

Cost Center Name