HomeMy WebLinkAbout1994 Proposal For Operations & Maintenance Services
ENVIRONMENTAL
MANAGEMENT
CORPORATION
(
March 18, 1994
PARIC CENTRE
689 CRAIG ROAD
ST. LOUIS. MISSOURI 63141
314.432.8070
Mr. Raymond J. Parker, Jr., Mayor
CITY OF JEFFERSONVILLE
501 East Court Avenue
Jeffersonville, IN 47130
Dear Mayor Parker:
Environmental Management Corporation (EMC) is pleased to submit this proposal to
the City of Jeffersonville. EMC's proposal for the provision of services described in this
document is in full compliance with the City's RFP. EMC proposes a cost savings over
the three-year contract period of $608,000.
We appreciate the City's recognition of the benefits of public-private partnerships and
your willingness to seriously consider a public-private partnership for the City of
Jeffersonville.
EMC's agreements with our public clients qualify as partnerships. Our public partne:rs
retain ownership of their facilities while EMC provides for their operation and
maintenance. The public partner retains complete control with the performance criteria
detailed in our Agreement.
EMC is committed to people. We realize that cost savings and improved plant efficiency
are important, but quality people are essential. As you will see in our proposal, ensuring
the welfare of the City's employees is a constant theme. The City of Jeffersonville has
EMC's commitment to handle the City's work force in a professional, courteous, and fair
manner.
The following proposal presents our ideas, talents, experience, and our knowledge of
your wastewater system. EMC is uniquely qualified to become the City's partner. Vle
ask for the opportunity to serve the City.
Sincerely,
E~J[Q ;;;J:Nf CORPORATION
.,.~ Michael S. McKee
President/C.O.O.
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TABLE OF CONTENTS
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SECTION
TITLE
PAGE
1 Executive Summary 1 - 1
2 ~anagementPhilosophy 2-1
3 Critical Issues 3 - 1
Jeffersonville Cost Comparison 3 - 6
4 General Information 4 - 1
RFPIIA.l 4 - 1
RFPII.A.2 4 - 1
RFPIlA.3 4 - 1
RFPII.AA 4-2
RFPILA.5 4-2
RFPILA6 4-2
r' RFPII.A.7 4-3
RFPII.A.8 4-4
RFPII.A.9 4-4
Safety Performance Chart 4-5
Accident Record Chart 4-5
RFPII.A.I0 4-7
RFPII.A.l1 4-7
Jeffersonville Existing Organization Chart 4 - 8
EMC's Ideal Organization Chart 4-9
RFPX.A 4 - 10
RFPX.B 4 - 10
Letter from KPMG Peat Marwick
Letter from Welsch, Flatness and Lutz, Inc.
5 Plan of Operations 5 - 1
RFPIIB.l 5 - 1
RFPIIB.2 5-4
RFPII.B.3 5 - 4
RFPIIBA 5 - 12
Wastewater Treatment Plant 5 - 12
Collection System 5 - 17
Administrative 5 - 19
n' JeffersonvillejEMC Project Startup Schedule 5 - 25
ST. LOUIS, MO
TABLE OF CONTENTS (Continued)
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SECTION TITLE PAGE
6 Project Cost 6-1
RFPII.C.la 6 - 1
RFPII.C.lb 6 - 1
RFPII.C.lc 6 - 1
RFPII.C.ld 6 - 1
RFPII.C.le 6-2
RFPII.C.lf 6-2
RFPII.C.lg 6-2
RFPII.C.lh 6-2
Overhead and Fee 6-3
Cost Analysis Table 6-4
Addendum A Sample Contract
Addendum B Resumes/Qualifications
Addendum C QA/QC Checklist -.II"'.
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INTRODUCTION
This proposal describes in detail the BMC team and our approach to the Jeffersonville-BMC
public-private partnership. This Executive Summary presents the primary reasons why
BMC's team and approach ate best for the City of Jeffersonville and then examines the key
points which are addressed in the individual sections of the proposal.
pRIMARY REASON'S FOR
SELECTING EMC
There is no sophisticated rationale needed to examine why this proposed partnership makes
sense for the City. There is also no such thing as a .. simple solution II but rather a series of
intelligent choices. BMC is the intelligent choice for the City for the following reasons:
EMC will:
~ Save the City $608,000 over the three-year term of the Agreement.
~ Employ the City's work force at a wage and benefits package equal to or better than their
r current package.
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~ Propose a solution for reduction of the work force which is innovative and, above all,
equitable.
~ Allow the City's leadership to focus on growth and expansion issues (i.e., Maritime
District) which are critical to its citizens without being burdened by the daily
management of the wastewater treatment plant and collection system.
~ Manage the City's wastewater treatment plant and collection system services as a
business which complements and ~upports the City's growth and development programs.
~ Guarantee the delivery of outstanding customer service through detailed contractual
commitments and a thorough Quality Assurance and Quality Control program.
SECTION 2
MANAGEMENT PIlILOSOPHY
BMC strongly believes in supporting our people in the development of independent
operations within our organization. At the same time, our size allows our ownership to be
directly involved in the areas of mlplagement which are most critical to our clients. Section
2 contains a definition of our management philosophy from BMC's Chairman.
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So. LOUIS, MO
1-1
SECTION 3
CRITICAL ISSUES
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EM:C approaches this prospective project frrst by identifying the critical issues which are
distinctive to the City and then matching our experience, resources and programs to those
issues, in order to identify the intelligent choices. Section 3 identifies and provides solutions
to the following critical issues:
1. Will the City's work force be treated fairly and equitably in the transition to the
private sector?
2. Are the proposed cost savings real?
3. Can the City maintain control and accountability with the public-private partnership?
4. How will E1v.lC assist the City in future infrastructure projects and business
development?
SECTION 4
GENERAL INFORMATION
The infonnation contained in Section 4 systematically answers all of the questions proposed, .~
in the Generallnfonnation section of the RFP. Two items in this section are particularly .....
important. First, E1v.lC has a wealth of operating experience in the state of Indiana. E1v.lC's
full service O&M contracts in Vincennes and Evansville provide us unique and unparalleled
experience in understanding the regulatory climate that Jeffersonville currently encounters.
Secondly, E1v.lC will provide a fair and equitable evaluation process for all of the City's
current employees. This process will reward perfonnance and enable E1v.lC to provide the
City with an outstanding wastewater team.
SECTION 5
PLAN OF OPERATIONS
The E1v.lC Operating Plan is too detailed to summarize here. Your careful reading of Section
5 will illustrate that we have done our homework; that we understand the City's wastewater
treatment plant and collection system and their distinctive requirements; and that our team
has the experience, skill and resources to provide an excellent level of perfonnance.
SECTION 6
PROJECT COST
Section 6 contains E1v.lC's detailed costs as requested in the City's RFP. Descriptive
narratives which identify all costs can be found in this section as well.
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ADDENDUM A
SAMPLE CONTRACT
A sample contract is submitted for your review. This contract is in. full compliance with the
provisions detailed in the City's RFP.
ADDENDUM B
RESUMES/QUALIFICATIONS
EMC team members' qualifications and resumes are included in this section.
ADDENDUM C
QUALITY ASSURANCE/QUALITY CONTROL
An EMC QAlQC inspection form is included in this section.
ST. LOUIS. MO
1 - 3
MANAGEMENT PHILOSOPHY
.
A STATEMENT FROM
EMC'S CHAIRMAN
Consistent with our strong belief in people, EMC will manage the Jeffersonville
wastewater treatment plant and collectio;n system as a stand alone business unit. EMC's
Facility Manager will have complete autonomy and decision making authority. He will
be empowered to provide quality services, interface with and live in the Jeffersonville
community, and assist in the City's future economic growth.
EMC's network of operations throughout the states of Indiana, Missouri, Illinois, and
Kansas will be the resource supermarket for the Jeffersonville Project. Whatever
resources are required, EMC's Facility Manager will have them at his disposal, or he will
find them externally.
EMC's Facility Manager will be responsible for implementing the Jeffersonville-EMC
Operations Plan. He will be directly responsible to the Mayor, the Board of Works and
Safety, and the City Council and will be empowered to take all necessary actions needed
to fulfill EMC's commitments.
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EMC's Midwestern ownership is a phone call and a few minutes away from any face..to-
face meeting. Weare responsive to all concerns from wastewater treatment to assisting
the City's economic development. Additionally, EMC has key management and support
personnel in both Evansville and Vincertnes. These employees will be resources for the
Jeffersonville project.
No organization is perfect and we do not profess to be. We do profess to be totally
committed to serving and responding to our clients, and our reputation in the
marketplace will confirm this fact. Your support in establishing a successful public-
private partnership is greatly appreciated, and we graciously acknowledge your
consideration of EMC as your partner.
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ST. LOUIS. MO
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CRITICAL ISSUES
INTRODUCTION
EMC has approached this prospective project by first identifying the critical issues which
are most important to the Mayor, the Board of Works and Safety (Board of Works), and
the people of Jeffersonville. We then applied our experience, resources, and programs
to provide innovative and cost-effective answers to these critical isslles. In the text which
follows, we identify the City's four criticalissues and the method in which EMC will
respond.
CRITICAL ISSUE #1: EMC will provide fair and equitable treatment of the City's
work force as they transition to the private see.tor.
EMC is proposing to enter a partnership with the City which will save the City $608,000
over three years. However, for the City to realize these cost savings, staff reductions will
take place after year one of the contract. There is true concern for the welfare of these
employees and their families and a need to deal with them fairly.
The City is therefore faced with this dilemma:
f
~. ~ The City desires to be more cost-effective.
~ The City desires to treat its employees equitably as they transfer to the private sector.
~ The City desires to position itself for future growth and expansion.
~ The City desires to be more accountable to its citizens in the delivery of wastewater
servIces.
EMC'S SOLUTION
Currently, the City employs 27 people to operate and maintain the wastewater plant and
collection system. Contingent upon successful 9rug tests and physicals, EMC will offer
all of the existing employees a job for the first year of the contract.
EMC has proposed that the number of positions that will be needed to provide the
services outlined in this proposal is 17 staff employees plus EMC's manager.
Consequently, EMC will reduce the staff by 10 positions at the end of the first year.
To determine, in the most equitable and fair manner, which 17 people will be kept as
the Jeffersonville-EMC team, EMC has constructed a comprehensive employee
performance review program. This program includes, but is not limited to such items as
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ST. LOUIS. MO
3 - 1
timeliness, task follow through, positive attitude, technical skill level, experience level,
certification, and trustworthiness. Employee evaluation information will be gathered "'"
through formal interviews, day-to-day interaction, supervisory interviews, and supervisory
feedback. All performance review information will be thoroughly documented and kept
on file. This review process will take place over the first 90 days of the contract. The
process is described in more detail in the General Information section of the proposal.
Those employees not selected for the final Jeffersonville-EMC team will be informed
after the 90-day review period. EMC will continue to provide employment to these
individuals for the first year of the contract as stipulated in the City's RFP. However,
EMC will also provide these individuals with a comprehensive retraining and placement
program through The VanDover Group, a nationally recognized retraining and
placement company. Services offered by The VanDover Group include resume writing,
finding and scheduling of interviews, and a host of other employment services. A more
detailed accounting of the services provided by The VanDover Group is included in
Addendum B. It is important to note that EMC will offer the services of The VanDover
Group for only the first year of the contract.
EMC's pricing structure for the first year is therefore split into two components: a fixed
component which is the cost of EMC's operations with the correct size work force (17
plus EMC's manager), and a retraining and placement component which will be a pool
of funds for the salary, benefits, training and outplacement of those individuals who will
be identified for outplacement. The retraining and placement component will be paid to
EMC for only the first 12 months of the Agreement. ...",;'
After 12 months, this fund will no longer exist. As employees find new jobs and their
salaries and benefits are no longer included in the retraining and placement component,
this fund will shrink accordingly. Beginning with the third person to resign, EMC will
refund 100% of their salary back to the City in the first two weeks of the contract. After
the initial two week period, EMC will refund 70% of their salary back to the City. The
30% kept by EMC will then cover the cost of retraining and placement. More detail on
the retraining and placement process can be found in Section 5 under Employee
Benefits.
BENEFITS OF EMC'S SOLUTION
By choosing to proceed with this plan, the City accomplishes the following:
~ The City commits to a maximum investment in its people for the retraining and
placement component of $156,000 for the first 12 months of the Agreement.
~ The City is secure in the belief that it has treated its employees fairly and equitably.
~ The return on this investment is $608,000 over three years.
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~ The City has an opportunity to experience the cost savings from staff reductions in
year one and still guarantee employment.
~ The "good will" return on this investment cannot be quantified.
.. It is the true win-win solution.
EMC's innovative solution provides the best answer to the City's dilemma of cost savings
versus equitable employee treatment.
CRITICAL ISSUE #2: The proposed cost savings are real.
The usual starting point in an analysis of the cost savings issue is a review of the City's
actual cost experience over the last three years. However, in Jeffersonville the approach
was modified due to the lack of cost history at the new facility and due to the lack of
budgetary projections for future years. EMC removed from the 1993 list of wastewater
and collection system expenditures all of the one-time expenses that will not appear in
future years. We then added a 5% CPI (Consumer Price Index) onto the 1993 cost to
account for the yearly inflation of cost. Due to the mid-year start of the contract, the
5% increase is larger than the current standard CPI of 3%. In the following two years, a
CPI of 3% was used. The results of our calculations are as follows:
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1993 Actual City Expenses $1,474,900
1993 Actual City Expenses Minus One Time $1,417,896
Expenditures
Projected '94-'95 Expenses (5%) $1,588,791
Projected '95-'96 Expenses (3%) $1,633,455
Projected '96-'97 Expenses (3%) $1,679,458
These projections include a $100,000 addition to account for the repair and replacement
component in the estimate. EMC will use, these projections to demonstrate the City's
cost savings over the life of the Agreement.
EMC'S FIXED COST
EMC's fixed cost component for the first 12 months of the Agreement is $1,341,373.
This fixed component includes $100,000 for repair and replacement as specified in the
RFP. The retraining and placement component will be a completely separate fund as
was previously described. It will last for only the first 12 months of the Agreement. The
amount of the retraining and placement is $156,000. Assuming that all of the employees
rr remain with the City for the first full year, the City will save $91,418.
ST. LOUIS. MO
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Mter the first year of the Agreement, the retraining and replacement component L....a
disappears. A three-year projection of the City's annual actual costs vs. EMC's annual .......
fixed cost is as follows:
Projected EMC Retraining EMC
Year City Cost & Placement Cost Fixed Cost Cost Savings
'94-'95 1,588,791 156,000 1,341,373 91,418
'95-'96 1,633,455 - - - 1,378,614 254,841
'96-'97 1,679,458 - - - 1,416,973 262,485
Total 4,901,704 156,000 4,136,960 608,744
A graph illustrating this cost table appears on the following page.
EMC's fixed cost will change only through changes in the CPI (Consumer Price Index).
This calculation will be performed once annually on the anniversary date of the
Agreement. As mentioned previously, we used 3% as the average CPI increase.
EMC realizes there is more at issue with this potential public-private partnership than
cost. Cost is, however, definitely one of the critical issues, and the cost savings are
significant. Even with the investment in its people to secure proper outplacement, the """"
City will save $608,000 over the life of the Agreement. The savings are real, they are
contractually fixed, and they will continue year after year.
CRITICAL ISSUE #3: The City will maintain and increase control of its wastewater
treatment system if it enters a public-private partnership with EMC.
The issue of loss of control is one of the most fundamental concerns of City leaders
when they are faced with the decision of contract operations. Will EMC address
emergency collection system problems in a timely and professional manner, or will they
be concerned about reducing overtime and not be as timely as they should be? Will
EMC continue to maintain the wastewater treatment plant in an award winning fashion,
or will Jeffersonville's citizens be complaining of lack of service?
These are examples of questions which the Mayor and the Board of Works must be
asking themselves as they contemplate this decision.
When thinking about these questions, we ask that you analyze the level of control which
you currently have regarding the delivery of your wastewater system services. Yes, you
employ the management staff and the work force, but do you have a performance
contract with your managers and employees which can measure accountability and
performance? We believe the answer is "no".
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JEFFERSONVILLE COST COMPARISON
$500,000
$3,000,000
$2,500,000
$2,000,000
$1,500,000
$1,000,000
$0
94-95* 95-96 96-97
* Retraining and placement component is included in EMCs cost.
. EMC Cost
. Projected City Cost
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EMC'S CONTRACTUAL GUARANTEES
EMC will enter into such a performance! contract with the City. This performance
contract delineates the services which EMC will provide and it guarantees EMC's
complete accountability.
EMC's mission is to become the City's wastewater treatment system partner and to
remain in that partnership for the long term. We have every incentive to fulfill our
commitments.
EMC is prepared to establish a Performance Contract Scorecard as a stipulation in the
contract. Weare prepared to have the City retain a percentage of our fee on a quarterly
basis. This retainage will be released to EMC at the end of each quarter on the basis of
the quality of EMC's performance.
The City of Jeffersonville will not lose control with EMC, it will gain control. The
control mechanism is the performance contract which guarantees EMC's accountability.
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CRITICAL ISSUE #4: EMC will assist the City with future infrastructure projects and
business development.
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Growth and economic development are. extremely important to the City of Jeffersonville.
Both the attraction of new industry and' the expansion of existing infrastructure are
components of this development. Industries such as Colgate-Palmolive and development
such as the future expansion of the Maritime District will have significant impact on the
wastewater treatment plant and collection system.
BUSINESS/INFRASTRUCTURE DEVELOPMENT
By selecting EMC as a private partner, the City of Jeffersonville gains more than a
qualified sewage treatment plant and collection system operator. EMC has taken
contract operations in Indiana to a new. level. We have discovered that service is more
than excellent operations and familiaritY with IDEM. Service is going that extra step to
actually improve and not just maintain the assets and infrastructure of the City. Service
is assuring a City resident that his or her concerns are being addressed. Service is
ultimately becoming a partner with the City in all phases of economic development.
An excellent example of this type of partn~rship is EMC's assistance to the City of
Evansville in attracting a major industry. At no cost to the City, EMC met with the
potential industry and helped with conceptual drawings to ensure all potential
environmental concerns were addressed. Evansville. became even more attractive to this
industry as a result of our effort. EMC is prepared to offer the same quality of service
to Jeffersonville.
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ST. LOUIS. MO
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RFPIT.A.1 Environmental Management Corporation
689 Craig Road
St. Louis, Missouri 63141
Telephone (314) 432-8070
Tax Identification Number 43-1205270
RFPll.A.2 Environmental Management Corporation was organized in July, 1980. The
Company is incorporate4 in the State of Missouri. The Company has been
engaged in providing wastewater treatment contract operations service under the
name of EM:C for over 12 years.
RPPll.A.3 List of facilities with O&M contract services:
· City of Evansville, Indiana
· City of Vincennes, Indiana
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· Village of Bourbonnais, Illinois
· City of Lincoln, Illinois
· City of Metropolis, Illinois
· Ci~y of Monmouth, Illinois
· City of Mt. Veroon, Illinois
· City of West Frankfort, Illinois
. City of St. Charles, Missouri
. Rockwood School District; Eureka, Missouri
. Mid-America Wastewater Treatment, Inc., Lenexa, Kansas
Describe three (3) comparable wastewater treatment contract operations where the
Contractor currently provides these services, including the gross annual amount of
each, the contract start and completion <4ttes, the name, address, contact person, and
telephone number of the owner, and the type and size of the facility.
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ST. LOUIS. MO
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ENVIRONMENTAL MANAGEMENT CORPORATION
SUMMARY TABLE OF CONTRACTS
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Municipal
Client Mt. Vernon, Illinois Evansville, Indiana Vincennes, Indiana
Gross
Annual
Amount $1,260,127 $2,236,916 $855,994
Facility 18.0 MGD (West)
Size 5.0 MGD 20.6 MGD (East) 4.56 MGD
Contract
Dates 1984-2008 1992-1997 1994-1998
Scope of Full Service O&M Full Service O&M Full Service O&M
Services Full DBO Lift Stations Maint. WWTP
Operator Training CSO Maint. Collection System
Effluent Guarantee Operator Training Lift Stations Maint.
Sludge Management Industrial Pretreatment Operator Training
QA/QC Program Sludge Management Industrial
Regulatory Liaison QA/QC Program Pretreatment ..."
Industrial Monitoring CSO Maint.
QA/QC Program
Contact Rolland Lewis, Mayor Jack Danks, General Belle Kasting, Mayor
Person Craig Olsen, City Manager 812-882-7285
Manager 812-426-5771 James Kerlin,
618-242-5000 Superintendent
812-882-7877
RFPll.A.4 No present or past contract operations and maintenance litigation.
RFPII.A.5 No present or past labor law fines or enforcement actions.
RFPII.A.6 EMC is proud of the commitment to safety exhibited by each of our facilities. We
recently experienced an OSHA inspection at one of our facilities. While we were
disappointed to be cited for some documentation deficiencies in our written program,
OSHA's acceptance of our safety program as a whole reinforced our opinion that we
have the :fmest safety program of any contract operations fIrm.
Once we received verbal notifIcation of the citations, we immediately began making
corrections to our written program. Each of the cited items was corrected before
receipt of the official notice of citation. \J
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As further evidence of our safety commitment, the Mt. Vernon, Illinois wastewater
facility received the 1991 Burke Award for excellenceind S<lf~ty. The Burke Award is
presented by the Water Environment Federation, on an annual basis, to only one
facility in each state. Also, Safety Performance and Accicient Record Graphs for all
EMC facilities are included on the next page.
RFPll.A.7 The following will serve as a summary and overview of contracts formerly
administered by EMC:
Salem. Illinois. EMC began the administration of a five year operations management
contract with the City of Salem, Illinois in July, 1990. EM:C assumed management of
the facility along with three employees who remailled on the City's payroll. EMC
provided the City with management and technical resources, including the
implementation of standard operation procedures, installation of a computerized O&M
network, and supervision of the education and training of the City's employees. Under
EMC's management, the plant achieved all operational goals during the fIrst year. By
the end of 1992, all three of the City's employees had achieved their Class 1
wastewater certification in the State of illinois (highest State classification).
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In March of 1993, the City praised EMC for a job very professionally done and then
exercis~ its cancel4t.tion option. The headline in tl;1e Salem Examiner the next morning
read as follows: "Council I...auds EMC; Cancels Contract". The City resumed public
administration of the WastewMer Treatment J?JaIit in Jlllle, 1993.
Contact reference: Former Councilwoman P(itricia Bauer, (618) 548-0893
Streator, Illinois. EMC began contract operations in the City of Streator, Illinois in
October, 1987 under the terms of a three year contract. EMC assumed operational
control of a poorly maintained, unsafe facility. Immediately, EMC began the process
of implementing a preventive maintenance program, catching up on deferred
maintenance, and implementing a safety program. Because of:E~C's success in the
turn around of the f(lcility, the City extende<J our contract in 1989 through September of
1992.
During the ftrst four years of the partnership, our relationship with the City was
outstanding. The City decided to re-bid the contract in 1992 and EMC did not win the
competition.
Contact Reference: Councilmall Ray Schmitt, (815) 672-2517
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Benton. Illinois. EMC signed a ftve year conttqct with tl;1e City of Benton, Illinois in
May, 1989 after winning an evaluated competition with another ftrm. The person
responsible for proposing contract operations was Mr. George Cybulski, Water and
Sewer Commissioner. The key vote for cont~ct operations came from Mayor Charles
Smith.
ST. LOUIS, MO
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RFPII.A.8
Two years later, Mr. Cybulski retired and Mr. Smith was defeated in a strongly
contested race. Contract operations was a major issue in the campaign. The City ~
wished to regain direct management of the facility. At the end of our third contract
year, the new Mayor and Council invoked the cancellation clause in our contract.
Contact Reference: Former Councilman George Cybulski, (618) 439-6131
Edwardsville. Illinois. EMC signed a three year contract with the City of
Edwardsville, Illinois in May, 1984. At the end of that contract, the City chose a
competitive firm to replace EMC as contract operator.
Contact reference: Mayor Gary Niebur, (618) 692-7500
EMC performed to the letter of our contractual obligations and beyond. We
consistently met effluent quality; we met and exceeded safety requirements; and we
performed at the highest professional levels on behalf of our clients and before
regulatory agencies. The primary reasons for nonrenewal or cancellation have been
either financial or political in nature. The people key to our initial contracting (Pat
Bauer, Salem former Councilwoman; current Streator Councilman Ray Schmitt; George
Cybulski, former Commissioner for the City of Benton; and Mayor Gary Niebur of
Edwardsville) remain excellent references for EMC.
EMC does not plan to use any subcontractors on a regular basis to fulfill the day to dar
operations requirements for these facilities. We do anticipate a need to occasionally us""
an electrical or mechanical subcontractor (i.e., Thompson Construction and Metzger
Electric). EMC will use only local subcontractors in these instances.
RFPII.A.9 The major goal of EMC's Personnel Evaluation Program is to improve performance.
The key components of the Personnel Evaluation Program are:
~ Day-to-Day Interaction
~ Documentation of Performance
~ Motivating Change
The Facility Manager is always evaluating personnel through day-to-day interaction.
The Manager/Supervisors will continually coach and discuss behaviors and trends with
each employee to provide constant feedback on performance versus expectations. The
Manager/Supervisors will document performance regularly on an appraisal form. The
major performance factors which will be evaluated are:
~ Timelines
~ Task follow through
~ Positive attitude
~ Experience
~ Certification
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Safety Performance
Consecutive No-Lost- Time Days
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500
1000
1500
2000
2500
Bourbonnai.. IL
Metropolis. IL
Monmouth, IL
Mt. Vernon. IL
St. Charles. MO
West Frankfort, IL
otot Facilities listed in red only have no-lost-time days since the beginning of EMC operations.
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Accident Record
Compared to Industry Standard
180
160
140
120
100
80
60
40
20
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Reportable
Accidents
Lost Time
Accidents
(per 100 employees)
II EMC1992 Experience II EMC1993 Experience
Lost Time
Days
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II NSC Standard
~ Trustworthiness
~ Technical Skill Level
~ Initiative
~ Perfonnance Quantity
~ Safety Perfonnance
~ Communication Skills
~ Interpersonal skills
The documentation will:
~ Evaluate actual perfonnance against expectations.
~ Ensure results are supportive of Corporate/City and facility objectives.
~ Identify areas of strength in the individual.
~ Identify areas which require improvement.
~ Specify an action plan for employee development.
~ Assist with detennination of compensation.
~ Provide verification of actions which warrant promotion, discipline or behavior
adjustment.
~ Assign expectations of the individual and organization.
~ Include the employee's comments and job input.
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Change is motivated throughout the evaluation process by day-to-day interaction and the
fonnal interview process. The results of the appraisal will be discussed with the
employee in a fonnal interview. The Manager/Supervisor will communicate clearly the
evaluation results and will encourage employee feedback and participation. Most
importantly the employee will help develop an action plan to achieve expected results
by the end of the next evaluation period.
The key steps to establish and implement the evaluation process are:
Phase I - Develop Job Descriptions
~ Detennine key results for the position and ensure the results are under the control
of the employee.
~ Detennine perfonnance measures.
~ Detennine perfonnance standards.
~ Discuss the expected results with the employee and ensure their understanding of
expectations.
Phase IT - Collect Data and Provide Continual Feedback
~ Collect data on critical (noteworthy) incidents.
~ Review the critical incidents continually with the employee.
f'
ST. LOUIS. MO
4-6
Phase ill - Provide Fonnal Perfonnance Evaluation and Interview
'"
~ Analyze the data to identify trends or patterns.
~ Complete the appraisal fonn.
~ Provide the employee with a copy of the job description to review prior to the
appraisal.
~ Provide feedback on the evaluation.
~ Set objectives for next review period.
~ Develop plans to improve perfonnance.
~ Review job description.
~ Establish and conduct periodic fonow-up meetings.
RFPII.A.l0 EMC will offer employment to each of the current City employees for the first
twelve months of the contract as stipulated in the Request for Proposal. After
completion of the first year, EMC anticipates a staffmg level of 17 employees plus
an EMC manager to meet all contractual obligations. The following two pages
illustrate the City's existing organization chart and EMC's ideal work force
organization chart.
RFPII.A.ll It is prudent for a municipality interested in a public-private partnership to choose a
private partner with the fmancial strength and background which will allow the
partnership to work together into the foreseeable future.
EMC and its affiliate company, Parlc Corporation, are the two largest corporations """
in a group of businesses controlled by the same principal shareholders. The
f'mancial stability of these corporations is confinned in the attached letter from our
independent auditors, KPMG Peat Marwick (at the end of this section). Since EMC
and Paric are closely held, and compete in markets which are closely monitored, we
do not publish confidential f'mancial statements. Upon selection for this project,
EMC will provide any required fmanciaI infonnation during contract negotiations on
a proprietary basis.
The highlights of Peat Marwick's report are as follows:
Current Assets: $7,395,000
Total Assets: $9,554,000
Working Capital: $787,000
Stockholders Investment: $1,880,000
Bondint:o Working with the bonding agency of Welsch, Flatness and Lutz, Inc.,
and through the United States Fidelity and Guaranty Company (USF&G), EMC has
retained required bonding for several past and current contracts in excess of
...,
4-7
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RFP.X.A
RFP.X.B
{,
$5,000,000. Additionally, -this agency reports no complaints from owners of bonded
facilities as to EMC's perfonnance. Discussion with this agency, as confirmed in
the attached letter, indicated the structure of this proposal with the City of
Jeffersonville assures a bonding arrangement is available.
Insurance. Working with the insurance of Corporate Insurance Management and
through a variety of insurance providers, EMC is able to provide insurance coverage
which will protect the City of Jeffersonville. The limits of said coverage are
outlined in the sample contract.
EMC understands we will flot be permitted to withdraw our proposal for a period of
sixty (60) calendar days after the proposal submission deadline date.
EMC does not discriminate against any worker/employee/customer because of race,
creed, color, religion, national origin, handicap or sex; and will comply with all
applicable federal, state or local laws and regulations prohibiting such
discrimination. The afores,aid provision shall include, but not be limited to the
following: employment and upgrading, demotion or transfer; recruitment or
recruitment advertising; lay-off or termination; rates of payor other forms of
compensation; or selection for training including apprenticeship.
ST. LOUIS. MO
4 - 10
. -'-I~ ~ -- -- I
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March 15, 1994
f>:,'_""..'::,":_::'"
\lVeiscn FatneSs,. ...
& Lutz, Inc.
Craig Mundie
Environmental Management Corporation
689 Craig Road
S1. Louis, Missouri 63141
RE: BONDING THE CITY OF JEFi=ERSQNVU..LE,INDIANA
PROFESSIONAL MANAGEMeNT AN[) OPERA TION$ PQNTi=I.APT. -RffP
Dear Craig:
I have reviewed the Request for Proposal from the City of Jeffersonville, Indiana. The
City is requesting proposals for Professional Operations, Maintenance and
Management services for the City's Wastewater System.
This agency, through United States Fidelity and Guaranty Company (USF&G), one of
the largest surety companies, has successfully supported Environmental Management
Corporation on similar contracts calling for the operation and management of public
facilities, water and waste water treatment systems. USF&G has bonded several of
these contracts in excess of $1,800,000 and to date there have been no complaints
and performance has been satisfactory with each owner.
USF&G is prepared to provide a performance bond on behalf of Environment(ll
Management Corporation in the event you are a successful bidder to the City of
Jeffersonville, Indiana. The only qualification to this commitment is, USF&G reserves
the right to review and underwrite the final . contract documents and terms and
conditions of the work to be performed and bonded. At this point, all. theterms.and
conditions of those documents and performance are unknown, but based on the
information we have, USF&G would be willing to provide the required surety bonding.
If the City of Jeffersonville, Indiana requires any additional information concerning your
ability to obtain bonding or concerning your surety relationship, please have them
contact me. My telephone number is (314) 436-2399.
Sincerely,
9- ~9 #
Dennis D. Flatness
Chairman
:
{"
DDF/Ii
Insurance & Bonds
Gateway One on the Mall, 701 Market, Suite 600, Po. Box 66753, St. Louis, Missouri 63166-6753, Telephone: 314/436-2399, Fax: 314/342-7170
&0
., Peat Marwick
'~
Certified Public Accountants
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1010 Market Street
St. Louis, MO 63101-2085
Telephone 314444 1400
Telefax 314 444 1470
April 15, 1993
Paric Corporation and
Environmental Management Corporation
689 Craig Road
St.Louis, Missouri 63141
Gentlemen:
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I
You have requested that we confirm certain information regarding Parlc Corporation and
Environmental Management Corporation as follows:
1. We have separately audited the financial statements of Paric Corporation (Parlc) and
Environmental Management Corporation (EMC) as of December 31, 1992 and have issued
our reports thereon dated February 26, 1993 and March 5, 1993, respectively. Each of our
independent auditors' reports indicated the fmancial statements referred to above,
respectively, were in conformity with generally accepted accounting principles. These
entities are under common control through certain common owners. We conducted our
audits in accordance with generally accepted auditing standards. We have not examined the
financial statements ofParic or EMC for any period subsequent to December 31, 1992.
2. We have been asked to confirm certain financial information for the combined entities (Parlc
and EMC) as of December 31, 1992. This combined financial information was determined
from the financial statements and footnotes thereto as of the dates referred to in (1.) above.
The financial information and how they were determined are as follows:
1. Current Assets - Current assets is a subtotal taken from the balance sheets as of
December 31, 1992 for Paric and EMC, respectively, less intercompany transactions.
We added the current assets of Paric to the current assets of EMC at December 31,
1992 and subtracted intercompany transactions totaling approximately $666,000 and
found the combined total of current assets, less intercompany transactions, to be
$7,394,576. .
11. Current Liabilities - Current liabilities is a subtotal taken from the balance sheets as
of December 31, 1992 for Paric and EMC, respectively, less intercompany
transactions. We added the current liabilities of Paric to the current liabilities of EMC
at December 31, 1992 and subtracted intercompany transactions totaling approximately
$666,000 and found the combip.ed total of current liabilities, less intercompany
transactions, to be $6,607,218.
iii. Working Capital - Working capital is determined by subtracting the amount of current
liabilities from the amount of currel1t assets, net of intercompany transactions, as computed
in (i.) and (ii.) above. Working capital, combined, so computed was $787,358.
.... Member Firm of
Klynveld Peat Marwick Goerdeler
<,
_Peat Marwick
/
('
Paric Corporation and
Environmental Management Corporation
April 15, 1993
Page 2
(\
IV. Stockholders' Equity (Net Worth) - Stockholders equity is a subtotal taken from the
balance sheets as of December 31, 1992 for Paric and EMC, respectively. We added the
stockholders' equity for Paric to the stockholders' equity for EMC at December 31, 1992
and found the combined total of stockholders' equity to be $1 ,880, 169.
v. Total Assets - Total assets is a subtotal taken from the balance sheets as of December 31,
1992 for Paric and EMC, respectively. We added the total assets of Paric to the total assets
of EMC at December 31, 1992 and subtracted intercompany transactions totaling
approximately $666,000 and found the combined total assets, less intercompany
transactions, to be $9,553,821.
vi. Total Liabilities - Total liabilities is calculated by adding current liabilities as computed
for Paric and EMC under (ii) above to long-term debt, as shown in the December 31, 1992
balance sheets of Parlc and EMC, respectively. We added the amount so computed for
Paric to the amounts so computed for EMC at December 31, 1992 and found the combined
total of total liabilities, less intercompany transactions totaling approximately $666,000,
to be $7,673,652.
Vll. Lines of Credit - The ability to borrow under lines of credit and the unused portion of
lines of credit is taken from the footnotes to the financial statements at December 31, 1992.
Paric and EMC have the combined ability to borrow up to $ 2,000,000 under line of
credit agreements. We added the unused line of credit available to Paric to the unused line
of credit available to EMC at December 31, 1992, and found the combined total of unused
lines of credit to be approximately $1,140,000.
Very truly yours,
KPMG Peat Marwick
(JatU~ AI ~,~~
Daniel S. Reilly, ~ (J
DSR:cms
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PROJECT TEAM - RFPll.B.l
EMC strongly believes in the development of independent business units within our
organization. EMC people are hired and promoted based on their ability to deliver our
commitments and their ability to be decisive. The team that EMC brings to Jeffersonville
will fit this billing.
EMC will provide a team of experts which encompass all areas of wastewater treatment plant
operations and collection system maintenance. Our team will implement the project start-up
and provide long term project support. EMC's team includes the following:
ENVIRONMENTAL MANAGEMENT CORPORATION
As team leader, EMC offers the City eleven years of public-private partnership experience.
EMC will provide an impressive array of resources to the City with a strong local as well as
Indiana focus. Two of EMC's most recent long-tenn contracts are located in the State of
Indiana (Vincennes and Evansville).
THE CULPEPPER GROUP
{'
The Culpepper Group, located in Clarksville, provides insurance and risk management
service to a number of companies and municipalities in the Jeffersonville area. They
currently provide benefits for all of the City's employees. EMC has met with Pepper
Cooper and has contracted to use the Culpepper Group to continue to provide benefits to the
wastewater and collection system personnel.
V ANDOVER GROUP
The VanDover Group is a human resource consulting firm. The rum's mission is to address
career needs of people faced with fmding new positions in an increasingly challenging
environment. The VanDover Group will make every necessary effort to contact and work
with local companies.
Please review the detailed qualifications of the EMC's team at your convenience. These
detailed qualifications can be found in Addendum B.
The following pages list the key personnel and a short description of their job responsibilities
for the Jeffersonville Project. Full resumes of the following EMC people are also included
in Addendum B.
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ST. LOUIS. MO
5 - 1
EMC KEY PERSONNEL
PHIL THOMPSON - Interim Facility Manager/Client Service Contact - Phil will be '....,
temporarily relieved of his assistant manager duties in Evansville and will be the interim
facility manager at the plant during start-up and the transition to EMC's operation. During
this time, Phil will assist in the fmal selection of the permanent facility manager and will
play an active role in the evaluation of the City staff. Currently, Gary Arnold, our facility
manager in Bourbonnais, is the leading candidate for this position. Gary's resume is
included in Addendum B. Mter a manager is named, Phil will continue to act as the client
service contact with the Board of Works.
JERRY OLMSTEAD - Vice President, Director of Operations - Jerry will have direct
oversight responsibility for the day-to-day operations of the wastewater plant and collection
system. Jerry will be responsible for the start-up of the project. He will coordinate EMC's
start-up team and facilitate the management transition to EMC.
CRAIG MUNDLE - Controller and Director of Human Resources - Craig will provide
fmancial accounting and reporting. He will assist with budget preparation and cost analysis.
Craig will provide regular cost monitoring and reporting to ensure that the City receives
timely and accurate information. Craig, as Director of Human Resources, will also provide
support to the Project Manager for administration of employee benefits, policies and the
Employee Assistance Program. Craig will be available during start-up to offer advise on
EMC's complete benefits package.
JEFF MUMMERT - Safety Coordinator - Jeff is the Corporate Safety Coordinator. He ""'"
will provide the framework from which the Jeffersonville Safety program will be developed.
Jeff will support the Facility Manager with the safety experience and knowledge of all EMC
projects to ensure regulatory compliance.
CHRIS McKEE - Operations Specialist - Chris, an environmental engineer, will provide
support to the wastewater facility. He has extensive strategy and troubleshooting experience
which will be applied to the Jeffersonville Project. Chris will also support the Residuals
Division with solids handling and disposal issues.
BOB GOELTZ - Vice President, Director of Design-Build & Residuals - Bob will be
responsible for implementing EMC's Residuals Management Plan for Jeffersonville. He will
establish standard operating procedures for solids handling and disposal. Bob will ensure
that the Jeffersonville program complies with all Federal and State regulations. As Director
of Design-Build for EMC, Bob will provide technical support to the Facility Manager for
major capital improvements.
BILL NIEHOFF - Residuals Specialist - Bill is a residuals process troubleshooter and
cost analyst. He will help provide the best wastewater residuals handling solutions. Bill will
assist with the development of the residuals handling program, specifically in the
development of the land application program.
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5-2
GREG COBOURN - Evansville, IN Facility Manager/Technical Specialist - Greg will
r\ assist with the operations and maintenance of the wastewater facility. Greg also has excellent
experience in planning capital projects including reducing the need for capital improvements
through improved performance. He will evaluate technical requirements and help determine
the best solutions to capital needs.
KENDALL COLEMAN - St. Charles, MO Facility. Manager/Emergency Response
Specialist - Kendall will provide assistance with development of emergency response
procedures (ERP's). Kendall will assist with needs assessment and guidance for the ERP's.
He has fIrst-hand experience with operations during major power outages and the flood of
1993.
PAM SCHWEITZER - Laboratory Specialist - Pam, as the company Laboratory
Coordinator, will ensure Quality Assurance, Quality Control (QAlQC) measures are
established. The QAlQC Program will ensure sampling and analytical compliance. Pam's
program is published in the February 1994 issue of the Water Environment Federation's
Operation's Forum magazine.
TIM BERKEMEIER - Industrial Pretreatment Specialist - Tim will provide expertise
to ensure that the City's individual pretreatment program meets federal and state regulations.
Tim has special expertise with industrial relations to attract industry and assist them with
their emission issues, while ensuring integrity of the treatment system and compliance with
environmental standards. Tim has worked extensively to establish the City of Evansville's
r, industrial pretreatment program.
JOE Mll..LER - Public Administration Specialist - Joe, with a Masters Degree in Public
Administration, will assist the Facilities Manager with management issues, strategic planning,
and public relations issues. He has extensive computer experience and will assist with
newsletters, articles, customer service and public relations material.
PAUL McKEE - Owner/Chief Executive Officer - Paul is ultimately responsible for
EMC and for the successful fulfillment of our contracts. He is pledged to recruiting the
most talented team leaders and project managers available and to imparting the corporate
principles of excellence, innovation and service to every activity undertaken by EMC.
MIKE McKEE - President/Chief Operating Officer - Mike directs EMC's daily
operations with a genuine commitment to quality. Mike personally guarantees client
satisfaction and service. He is pledged to providing the best people and programs available.
Mike's charge is to deliver the corporate principles of excellence, innovation and service to
every activity undertaken by EMC.
~
MARY QUIGG - Owner, The VanDover Group - As Vice President and Director of
Consulting Operations, Mary's major emphasis is on primary and alternative positioning,
industry and company identification, and functional campaign planning. Mary brings over 20
years of management experience in the areas of market assessment and research
development, interview strategy and creative writing.
ST. LOUIS. MO
5 - 3
EDWARD "PEPPER" COOPER - President, The Culpepper Group - As President of
the Culpepper Group, Pepper's major emphasis is providing municipalities and businesses
specialized insurance and risk management services. Having served in this capacity for the ~
City of Jeffersonville, the Culpepper Group's partnering with EMC will assure both a
comparable insurance program is offered each affected employee but also a local presence to
service the transitional needs of each participant.
PLANT PERSONNEL STRUCTURE - RFPII.B.2
EMC proposes a staffing level of 18 employees in the operation and maintenance of the
Jeffersonville wastewater facilities. The general structure of the organization will be as
follows:
1 Facilities Manager
1 Secretary
10 Plant operations and maintenance employees
6 Collection system operations and maintenance employees
Plant operations and maintenance will be responsible for process control, plant maintenance,
vehicle maintenance, solids handling and disposal, laboratory analysis, and pretreatment
monitoring. Collection system operations and maintenance will be responsible for systems
cleaning and maintenance, lift station maintenance, CSO maintenance, inspection of sewer
taps, line locations, and the III sump pump inspection program.
All employees will be cross trained in several areas of skill level. This will result in a more ""'"
highly skilled work force, working at a higher productivity rate which can only benefit the
City.
EMPLOYEE BENEFITS - RFPII.B.3
INITIAL CONCERN
A natural concern for all municipalities interested in a public-private partnership is the
transition of employees from the public partner to the private partner. EMC believes the
structure of the following program addresses the concerns of both the City officials and the
affected employees.
CONTRACT START
As previously mentioned, all full-time and part-time employees of the City who are a
component of the services to be performed by EMC, will be offered employment conditional
upon a successful physical examination (tailored to the essential functions required of the job)
and a drug screening test.
Base pay rates will be equal to or better than those current rates paid by the City. The City
currently funds the mandatory employee contribution to the Public Employees' Retirement ~
'WIll
5-4
Fund (PERF)o To compensate for this condition, EMC will, upon execution of this contract,
immediately implement a 4 % raise to the salary or hourly rate of all current City employees
,- subject to the scope of services contained hereino
EMC has contracted with the Culpepper Group, the current City of Jeffersonville Insurance
and Risk Management Services finn, to provide the employees benefits package. This
program will identically match the medical, dental, life and disability programs currently
enjoyed by City employeeso This benefits program allows EMC to offer an overall health
insurance, retirement benefits and employment policy package which is equal to or better
than the benefits curr~ntly extended to City employees.
A side by side comparison of City health and retirement benefits to EMC benefits is provided
on the attached pages. EMC is prepared to discuss this issue of benefit comparability with
any concerned City official or affected employeeo
EMC's practice is to begin new employee paperwork immediately after the contract is signed
yet before the start-up date. Group meetings will be held identifying the necessary
information needed for EMC employment. As the information is gathered, each employee
will receive an individual counselling session to assure all paperwork is in order, to clearly
and thoroughly explain the entire benefit package, and to al1swer any transition questions
which naturally occur in this type of transaction. Any current payroll deductions authorized
by the employee for a variety of voluntary programs, may continue to be paid via payroll
deduction while an employee of EMC.
{' First Two Weeks - Itis EMC's experience that certain City employees will not become
EMC employees, due to, but not limited to, the following items:
.. Voluntary resignation or retirement
.. Failure of the pre-employment physical examination andlor drug test
As mentioned in Critical Issue #1, the pricing structure has been split between a fIXed
component and a retraining and placement component. Additional items of note concerning
the retraining and placement component include:
.. After the initial two employees, any other employee leaving during the first two
weeks of the contract will result in a 100 % reduction in the retraining and placement
component monthly compensation to be paid to EMC by a function of the individuals
base pay times a multiplier of 1.36 to account for benefit costs.
.. Identification of individuals to be outplaced will only occur after the 90-day review
period. Further job loss, should some occur after the initial identification period, will
only come from attrition or performance.
Outplacement - Key components in the outplacing process as identified by The VanDover
Group will include the following:
",.
ST. LOUIS. MO
5 - 5
~ All individuals will continue to be employed, work and receive their base pay by
EMC for up to 12 months. This process assures responsiveness by EMC to the RFP.
~ Initially, group and individual sessions will be held on-site with goals toward:
\J
· Helping each individual gain an understanding of the job market including this
outplacement benefit and any retraining benefits for which they qualify
· Identification of each individual's goals, capabilities and marketable skills
· Education of each participant regarding the job search process. This training
prepares each individual for their personal job search and includes topics such as
exploring job options, the application process, interview preparation, image,
answering want ads, networking, follow-up techniques and so forth
After the completion of the orientation sessions, each participant will be assigned to work
with a job search consultant. This consultant will help the job seeker to design and
implement a job search effort directed toward fmding alternative employment. Individual
sessions will be held during work hours and as often as required to achieve the desired
results.
Difficult Situations - The VanDover Group's experience in working with job seekers is that
84% of "motivated" job seekers will achieve re-positioning within 2-6 months. Therefore, it
is likely that after six months (nine months from contract start) certain individuals will still
have not found gainful employment elsewhere. To adequately monitor these situations, EMC .""'"
working with The VanDover Group, will review each individual case from the following
standpoint:
~ Is the individual motivated to find alternative employment?
~ Has the employee participated in the job search process on a regular basis?
~ Have all alternatives for employment been explored?
Situations that require special handling will be brought to the immediate attention of EMC.
The VanDover Group agrees to make specific recommendations regarding special needs as
they occur. Every effort will be made to assure re-positioning within a twelve month period.
If, however, a full twelve month period has expired, EMC will lay off all remaining
employees of the retraining and placement component.
Shared Benefit - To share the cost savings benefit of a reduced work force during the first
twelve months, EMC proposes the following mechanism:
~ On the frrst of each calendar month, EMC will report to the City all individuals on
the identified list leaving the employment of EMC during the prior calendar month.
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5-6
~ Beginning that succeeding month, EMC will lower the retraining and placement
component billing to the City by 70% of the employee's base salary times a multiplier
r'\: of 1.36 to cover benefit costs.
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~ The 30% retained by EM:C is to cover the cost of outplacement and training.
~ Should any of these targeted employees be offered and accept other positions within
the City of Jeffersonville, a 100 % credit to the retraining and placement component
will be given to the City.
Results of Process - EMC believes the above program provides the employees with the
following benefits:
~ An equitable transfer of all individuals identified for outplacement to the private
sector
~ The opportunity for those identified for outplacement to obtain gainful employment
without the fmancial concern normally associated with a work force reduction
~ A guarant~ full cost savings of the reduced work force to the City after a maximum
period of twelve months
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ST. LOUIS. MO
5-7
BENEFIT TABLE :MEDICAL/DENTAL/INSURANCE
EMC
Jeffersonville (Management and Hourly)
MEDICAL/ Through the Culpepper To assure comparability, EMC has
DENTAL AND Group, Insurance and Risk contracted with the Culpepper Group
PRESCRIPTION Management Services, the to identically match the programs
DRUGS City offers its employees an offered by the City to the employees
excellent health program within the scope of this Agreement.
known as the Kentucky This process will provide the local
Physicians Plan. presence of the insurance provider to
assist each participant as a means to
ease the transition period. Finally,
matching the current City programs
and provider will aid the employee's
know ledge of benefits available and
resolve any possible issue regarding
pre-existing conditions.
SHORT TERM
DISABILITY
INSURANCE
Standard Coverage None available Contract with the Culpepper Group
will provide coverage at the lower of
66.66% of basic weekly earnings or
$100
Benefit Duration
Up to 13 weeks
LONG TERM
DISABILITY
INSURANCE
Standard Coverage PERF will pay long term Contract with the Culpepper Group
disability payments with will provide coverage at the smaller
offsets for Social Security of 50 % of covered monthly
compensation in force when disability
begins or 70 % of basic monthly
compensation in force on date total
disability begins
Benefit Duration
Continue as long as disability Continue as long as disability
continues up to age 65 continues up to age 65
..
LIFE INSURANCE $36,000 at no expense to $36,000 at no expense to employee
employee
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BENEFIT TABLE RETIREMENT PLAN
EMC
Jeffersonville (Management and
Hourly)
Participation Mandatory Voluntary (6 month wait)
Vesting
Member Contributions Always 100 % Always 100%
Company Contribution No vesting until 10 years of 20 % after 2 years
service credit. Employer 40 % after 3 years
contributions are not credited 60 % after 4 years
to individual member accounts 80 % after 5 years
100 % after 6 years
Employer contributions
are credited to individual
member accounts
Choice of Investments No choices
U.S. Stock
Guaranteed Interest
215 year Money Market
Bondsl
Mortgages
Reporting Statements Annually
Quarterly
Contributions 3.0% mandatory (currently 1-6 % optional
funded by City) City currently EMC adds $.25 for each
adding 7.25 % additional $1 contributed
contribution
Payout Formula based on age, years of Roll over (IRA) -
service, and recent salary Avoids 10% tax
average penalty-Less than 59.5
years of age
Reduced pension available at Fixed or flexible payouts
age 50 with at least 15 years of (5,10,15 years) (until
creditable service. Surviving balance = $0) Cash (20 %
spouse benefit tax w/h)
Interest draft account
ST. LOUIS. MO
5-9
BENEFIT TABLE RETIRE:MENT PLAN
EMC
Jeffersonville (Hourly)
Participation Mandatory Voluntary (no wait)
Vesting
Member Contributions Always 100 % Always 100%
Company Contribution No vesting until 10 Always 100 %
years of service credit.
Employer contributions Employer contributions
are not credited to are credited to
individual member individual member
accounts accounts
Choice of Investments No choices U.S. Stock
Guaranteed Interest 2/5
year
Money Market
Bonds/Mortgages
Reporting Statements Annually Quarterly
Contributions 3.0% mandatory 1-11 % optional
(currently funded by EMC adds $1 for each
City) City currently $1 contributed up to 4 %
adding 7.25 %
additional contribution
Payout Formula based on age, Roll over
years of service, and (IRA)-Avoids 10% tax
recent salary average penalty-Less than 59.5
years of age
Reduced pension Fixed or flexible
available at age 50 with payouts
at least 15 years of (5,10,15 years) (until
creditable service. balance = $0)
Surviving spouse Cash (20 % tax w /h)
benefit Interest draft account
5 - 10
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"'-II
BENEFIT TABLE MISCELLANEOUS
f"
Jeffersonville EM:C
COST TO EMPLOYEE1
Medical:
Employee $1.00 $0.00
Family $80.00 $80.00
Dental:
Employee $9.34 $0.00
Employee + 1 dependent $16.44 $0.00
Family $22.42 $0.00
Life: $0.00 $0.00
Sick Pay City Program as follows: EMC program will:
. 5 days accrued each year . identically match the
. Accumulation of up to 20 Ckylscurrentprognun
days during first 5 years of for all employees.
employment . recognize seniority for
. Accumulation of up to 30 days vesting purposes.
after 5 years of employment . assure all employees
protected from loss of
accrued leave
benefits.
Vacation City program as follows: EMC program will:
. Days earned as follows: . identically match the
- after 6 months-5 days City's current program
- after 2 years-IO days for all employees.
- after 5 years-15 days . recognize seniority for
- after 15 years-20 days vesting purposes.
- after 25 years-25 days . assure all employees
. Based on anniversary date protected from loss of
. No carry-over provision accrued leave
. Special termination settlement benefits.
Holidays All legal State holidays with pay All legal State holidays with
pay
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1 Employee contributions subject to change based on claims experience.
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ST. LOUIS, MO
5 - 11
WASTEWATER TREATMENT PLANT - RFPll.B.4
OBSERVATIONS
..,
The construction of the wastewater treatment plant was completed approximately a year and a
half ago. The physical appearance of the facilities is quite good. However, there are
landscaping requirements around the buildings and treatment systems.
Effluent quality is good and the facility is in compliance with the current NPDES permit with the
exception of effluent copper. IDEM is reviewing the copper permit levels and may revise the
copper limit. It appears that the high copper levels and the high hardness levels in the drinking
water supply are related. This issue will have to be pursued to ensure a prompt IDEM response.
The 17 full-time and 2 part-time positions at the wastewater facility, not including the collection
system, are currently divided as follows:
~ 1 Plant Superintendent
~ 1 Process Control Manager
~ 2 Maintenance Supervisors
~ 3 Shift Operators
~ 5 Laborers
~ 2 Leadmen
~ 1 Chemist/Pretreatment
~ 2 Part-Time Laboratory Technicians
~ 1 Pretreatment Coordinator
~ 1 Secretary/Clerk
""""
The Maintenance Foreman for the WWTP does not serve as the Maintenance Foreman for the
collection system. Collection system observations and staffing issues will be addressed in a later
section.
The plant is staffed 24 hours per day 7 days per week. An extensive alarm system reports all
alarms to a computer terminal with a printer. All alarms from the treatment plant and the lift
stations are recorded on the printer which provides the Facility Manager with a permanent record
of all plant and lift station difficulties.
The current treatment process utilizes a bar screen, two cyclone grit removal systems, two
oxidation ditches (using the high speed setting on the mixer/aerator drives), and two of the four
clarifiers. The other two clarifiers act as surge control during rain events and other high flow
situations. The design engineer, Procter, Davis, and Ray, has been heavily involved since start-
up in directing all process control strategies.
Odor is a main concern at the plant. The plant is a neighbor to industries such as the U. S.
Census Bureau and Montel Metals and to some residential areas as well. Odor complaints have
been received in the past. Consequently, plant operators employ odor control chemicals in the
plant and collection system to mitigate odor problems. Specifically, flows from the Mill Street
...",
5 - 12
and Spring Street lift stations cans odor problems at the plant during the spring and summer
months. It is suspected that the odor problems could be a function of the wet well detention
r time.
f"
Preventive maintenance and a majority of the corrective maintenance is performed by the staff.
Process control testing is performed on site. The majority of the NPDES testing is also
performed on site. More sophisticated testing is contracted to an outside laboratory.
Wastewater residuals are processed daily. The residuals are digested aerobically, gravity
thickened, and dewatered further in the two belt filter presses. Residuals are trucked to the Outer
Loop Landfill (operated by Waste Management) in Louisville, Kentucky. Currently, the City is
in the process of renewing the landfill permit with Waste Management. This permit is essential
and must be renewed as quickly as possible. Approximately 2-3 loads of residuals are trucked to
the landfill 5 days a week during normal operations. The City owns two, 22 cubic yard trucks
for residuals trucking. These trucks are driven by City employees.
Grant money was used to purchase new land application equipment for the plant that includes two
applicators, two farm tractors, and extra tires. Also, approximately 267 acres of permitted
ground is available for a land application program. However, there are no sludge storage
facilities, and the future of the land application program is questionable.
The facility has a good safety program, and the appropriate safety equipment is available and in
use.
Process control and laboratory data are abundantly available. The information currently is
neither completely computerized nor evaluated for efficiency, trends, control ranges and targets.
GOALS
EMC will establish the following goals for the operation and maintenance of the wastewater
treatment facilities:
. To provide for the safety of the community, the employees and the treatment facility
. To provide cost -effective operations
. To maximize treatment plant efficiency
. To maintain and preserve the City's capital assets
. To provide the City with the best solutions for future plant expansion needs
. To provide the City with a long term residuals disposal option
These goals are aggressive. However, we are confident in our ability to ensure that all of the
benchmarks are met and exceeded. The initiatives that will assist us in this process are
r'\ developed in detail which follows.
ST. LOUIS, MO
5 - 13
OPERATIONS AND
MAINTENANCE
"""'"
EMC will provide single source responsibility for the entire operation of the wastewater treatment
facilities. Effluent quality will meet or exceed all current discharge standards set forth in the
NPDES permit. Reports to City, State, and Federal agencies will be submitted as required.
Process efficiency translates into cost savings for the City and EMC. That savings provides the
incentive to maximize the effectiveness of all process areas within the Facility. The plant is
somewhat over designed for the current influent loadings and flows. Consequently, one complete
oxidation ditch could be taken off-line the majority of the time. However, there are some high
influent flow periods that would necessitate temporarily bringing the second ditch on-line. This
arrangement would be difficult to control and would adversely affect the microorganism
population. EMC will leave both ditches on-line with the mixer/aerators turned down from 100
HP to 60 HP. Effluent quality will not be adversely affected, and this down turn in horsepower
will translate into significant power savings for the City. By keeping the second ditch on-line,
the plant is also better able to handle high surges in flow. Occasionally the mixer/aerator drive
speeds will have to be increased. EMC anticipates that these increases in power usage will be
minimal.
EMC will develop standard operating ranges for each process area. We will train the staff to
identify process trends and to implement pre-developed action plans to keep the process within
the standard operating ranges. Computerized operations software called Operations Pac will
enable EMC management and staff to monitor these standard operating ranges. EMC will train
operations, lab, and administrative staff to use software package. ."""'"
MAINTENANCE OF THE
CITY'S ASSETS
At the outset of the Agreement, EMC will perform an equipment evaluation which will include
the following:
~ Inventory all equipment, spare parts, lubricants, and grease
~ Identify equipment by a numbered coding system
~ Perform diagnostic and predictive: thermal, vibration, electrical, and oil analysis on all
major equipment (4 Blowers and 4 Mixer/Aerator Drives)
~ Report the results of the evaluation to the City at the outset of the Agreement
This initial evaluation will determine the equipment condition at the outset of the Agreement.
The evaluation and regularly scheduled follow-up analyses will prove valuable for preventive
maintenance, project scheduling, planning, and budgeting.
..,
5 - 14
<"f
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EMC will install and utilize a compllterized maintenan.:ce program called Maintenance Pac II.
This program includes the proper maintenance activities and their frequency and schedule. It
generates daily work orders with specifically defmed maintenance tasks. The program also keeps
an ongoing history of all maintenance tasks at the plant. This program provides EMC with an
excellent tool to maintain the City's sizeable assets. We will train maintenance and operations
staff on this software.
EMC will thorougWy review the existing facility maintenance system. We will integrate those
parts of the current system that are well managed into EMC's maintenance program. The power
of all EMC facilities experiences and data will be a part of Jeffersonville's system.
All maintenance which EMC can accomplish with the on-site staff will be performed accordingly.
EMC will utilize outside contractors only in cases where the work cannot be performed by the
Facility staff.
VEHICLE MAINTENANCE
During the evaluation, we noted that vehicle maintenance is performed by the City's Vehicle
Maintenance Department (VMD). All preventive, scheduled, and corrective maintenance tasks
are performed by the VMD. The VMD also performed a complete annual vehicle evaluation on
1/5/94.
Vehicles and equipment are monitored by the operators. Routine maintenance is scheduled by
odometer readings. Some of the vehicles require increased maintenance because of either their
age, heavy use, or high mileage. The fleet is aging and demands at least the minimum levels of
service.
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EMC will ensure all maintenance is performed as required through the use of the Maintenance
Pac II software. The schedules will be flexible to accommodate corrective and repair
maintenance on a priority basis. We will send the majority of the maintenance items to local
dealers and repair shops. EMC will also explore the possibility of contracting with the VMD to
continue to maintain the vehicles.
EMC will implement a predictive, preventive and corrective maintenance program to ensure all
required maintenance is performed as scheduled. The program will also accommodate corrective
maintenance which cannot be routinely scheduled. The program will record historical
maintenance data, cost data and provide scheduled work orders.
EMC will maintain compliance with all State and Federal licenses and permits.
RESIDUALS
Currently the City is disposing of it's residuals at the Quter. Loop LandfIll in Louisville. The
City has new land application equipment that is not being used, and permitted farm ground that is
not being applied to. EMC proposes to renew the landfill permit and to continue to transport
residuals to the Outer Loop Landfill. By the end of the fIrst year of the contract, EMC will
r~1 establish a complete land application program.
ST. LOUIS. MO
5 - 15
The City appears to have begun the process of starting a land application program, but there are
major missing components. First, EMC estimates that approximately 500 acres of land would
require permitting. Currently, only 267 acres are permitted and available for land application. .....,
Also, there is no storage facility for either liquid or dry residuals. Without a proper storage
facility, a cost effective land application program will not be feasible. EMC will work closely
with the City to address all issues concerning land application.
There is some discussion of sending sludge to a proposed regional storage facility. At this time,
EMC is not prepared to take a position on this issue. The plans are still preliminary and will be
thoroughly reviewed by plant staff at the appropriate time.
EMC is a proven leader in the area of land application of residuals and is committed to land
application as the best residuals disposal option. EMC Land application programs are ongoing
in the following cities:
~ Evansville, IN
~ Mt. Vernon, IL
~ Monmouth, IL
~ Lincoln, IL
~ Metropolis, IL
~ Collinsville, IL
~ Jerseyville, IL
~ Morton/Nestle, Morton, IL
Vincennes, Indiana is in the process of moving from land ftlling residuals to land applying
residuals. The process in Vincennes is very similar to the process that Jeffersonville would need
to implement. Vincennes is also in the process of evaluating dry residuals storage options.
...."
Management of Jeffersonville's residuals will receive the benefit of proven EMC ability. The
residual program will be managed to ensure compliance with the recently implemented 503
Regulations and will include the following items:
~ Regulatory permitting
~ Soils testing
~ Solids testing
~ Reporting
INDUSTRIAL
PRETREATMENT
EMC's experience with industrial pretreatment is evidenced by our USEPA award-winning
program in St. Charles, Missouri. The City will be assured of compliance by all industrial users.
This same technology will attract industry and commerce and ensure their regulatory compliance.
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5 - 16
~ ~
DESIGN REVIEW,
17'-
t .
EMC has yast experience with design review for plant upgrades and expansions. We routinely
partner with the City's consulting engineer on the front side of a project to provide the most cost-
effective solution to the City. We will work with the City's consulting engineers to provide the
same level of value engineering in Jeffersonville as we do for other clients. This service could
become critical to the City with the proposed expansion of sewer service in the Maritime District
and with the possibility of Colgate-Palmolive discharging directly to the City sewer system.
BENEFITS
Implementation of EMC's operating plan for the wastewater treatment facilities will ensure the
achievement of the goals as outlined. EMC will achieve: safety, reduced cost due to operating
efficiency, effluent quality, extended life expectancy of the fixed assets, positioning the City for
future expansion, and providing an environmentally friendly, long term residuals disposal option.
COLLECTION SYSTEM - RFPII.B.4
OBSERVATIONS
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The City operates and maintains over 85 miles of sanitary and combined sewer lines, 28 lift
stations, and 16 combined sewer overflows (CSO's) within the sewer collection system. Activities
include general oversight of new construction, daily inspection of all CSO's, periodic inspection
and maintenance of lift stations, repairs to sewer mains, and cleaning of sewers on an as needed
basis. In addition to these duties, the contract operator will inspect sewer taps. Current staffing
levels in the collection system are as follows:
~ 1 Maintenance Supervisor
~ 2 Sewer Foreman
~ 3 Laborers
~ 1 Operator/CDL
~ 1 Laborers/CDL
Staff skill levels are adequate. Scheduling, coordination, recordkeeping, and reporting methods
are outdated. A computerized maintenance management program will make the operation more
efficient.
Extensive historical data is not readily available. The lack of a reliable data base makes it
difficult to forecast future repair and replacement needs. EMC will develop long range plans for
the operation and maintenance of the collectign system.
Sewer cleaning is generally performed on an emergency basis. EMC will take a proactive
approach in implementing a scheduled sewer cleaning program. We will base cleaning
frequencies upon the size, age, condition, and construction material of the lines. Typically, each
sewer in town will be cle~ed at least once in each three year period. This program will lead to
a reduction in the frequency of sewer backups.
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ST. LOUIS. MO
5 - 17
CSO's are inspected on a daily basis. Lift stations are inspected on a less frequent basis. Each of
the lift stations are alarmed and connected to the central computer at the wastewater treatment
plant. EMC will configure the dialer to notify our 24-hour emergency phone service of after 1rtrttttIJ.
hours alarm conditions. All emergencies will receive immediate attention.
GOALS
EMC has established the following goals for the operation and maintenance of the collection
system:
~ To provide for the safety of the community, the employees, and the facilities
~ To provide cost effective operations and maintenance
~ To minimize customer service problems such as odor nuisances and sewer backups
~ To maintain and preserve the City's capital assets
Weare confident in our ability to meet all of the goals established for the operation and
maintenance of the collection system. The following sections detail our plan to meet these goals.
OPERATIONS AND MAINTENANCE
The proper scheduling and coordination of maintenance activities is crucial. EMC will institute
management and supervisory controls which will ensure the efficient completion of these \wtII
activities. EMC will utilize scheduling, coordinating, and communication techniques which will
focus on accountability for the work. We will utilize a computerized information management
system and communication equipment to control the flow of work and report the results.
Supervisors and field crews will communicate frequently to assure the smooth flow of work and
efficient labor distribution. Supervisors will review both short and long-range priorities on a
daily basis, and adjust schedules accordingly. Supervisors will provide regular performance
feedback to their staff and will be accountable for the efficient execution of work. Based on
budget goals, EMC will regularly evaluate overall performance of the maintenance unit.
EMC has considerable experience in the maintenance of collection systems. EMC currently
operates approximately 150 miles of sanitary sewer collection systems. In Bourbonnais, Illinois,
we also assist the Village with cleaning their storm sewers and catch basins when needed. We
have greatly reduced the frequency of sewer backup since instituting the sewer program.
EMC is equally experienced in the operation and maintenance of lift stations and CSO's. We
currently operate and maintain in excess of 100 lift stations and CSO's along the Mississippi,
Missouri, and Ohio Rivers. Our understanding of the level of attention needed to operate these
facilities during high river elevations will benefit the City.
Improved operation of the collection system translates into reduced costs and fewer customer
complaints. After our evaluation we are confident we can reduce the odor problems experienced
.."
5 - 18
in the collection system. We will accomplish this task by changing the operational ranges of key
lift stations and by implementing our sewer cleaning program.
t'\
EMC will install software designed specifically for wastewater collection system management.
This program will generate work orders, track cost, and keep a history of all maintenance
activities. We will train staff members in the use of this software.
Visual inspections, television, and smoke testing are tools we will use to identify sources of
infiltration and inflow (1&1) within the system. The completion of the current sump pump
inspection program will receive prompt attention. EMC will complete small repairs within the
scope of the materials and supplies budget. We will submit large repairs to the City, with
justification for repair and for inclusion in the repair and replacement budget.
BENEFITS
EMC will inspect and maintain lines and appurtenances within the program described. Greater
efficiencies in all areas will result in the cost-effective operation of the entire system with EMC
providing for full accountability.
Proper planning and preventive techniques will ensure that the assets are operated, maintained,
and repaired to provide maximum longevity at the least possible cost.
The potential for sewer blockages and backups will be reduced through an aggressive preventive
maintenance program designed to clean all sewers on a regularly scheduled timetable.
AD:MINISTRATIVE - RFPII.B.4
REPORTING
The wastewater treatment plant and collection system are administered by the Board of Works.
The Board of Works is supported by the supervisors and clerical staff of the various departments.
The day-to-day administration is delegated to the supervisors who direct the various public works
functions. Currently, Larry James is the wastewater treatment plant representative to the Board
of Works.
EMC will administer the wastewater plant and collection system as a unit. The BMC Facility
Manager will consult regularly with the Board of Works to assure we coordinate all plant and
collection system activities. These meetings will also allow the EMC Facility Manager to address
any specific concerns that the Board of W orIes may have.
The Facility Manager will lead his management team and assign resources to ensure the goals of
the Operations Plan are achieved. Each foreman! supervisor will be accountable for different
functions within the program. Each foreman/supervisor will also serve as part of the
management team to assure that the entire program is successful.
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ST. LOUIS. MO
5 - 19
CAPITAL PROGRAM MANAGEMENT & IMPLEMENTATION
Currently, EMC is not anticipating any large capital expenditures. However, on an annual basis, _,."",
we will develop, with the Board of Works and the City's consulting engineer, a short term and
long range capital program from identified needs of the City. This will ensure that the
wastewater treatment plant and collection system facilities are adequate to serve the City.
A one and two year project list will be developed for council approval and fund allocation. A
three year capital plan will be developed which will be dynamic and flexible to accommodate
changes in growth areas, priorities and regulatory requirements.
EMC's Facility Manager, in conjunction with the Board of Works, and the City's consulting
engineer will control the project schedule to ensure projects are completed on time and within
budget.
An effectively planned and administered capital program anticipates and provides facilities and
equipment necessary for the orderly growth and operation of the City. The Capital program will
ensure that wastewater treatment plant and collection system issues are assessed by need and
economic feasibility. This dynamic program will reduce/eliminate crisis management.
Developers, citizens, and commercial and retail interests will realize the benefits of a' professional
commitment by the City to achieve the common goals of the community. Customer satisfaction
will remain high and the City will be proactive to growth and environmental issues.
CUSTOMER SERVICE - QA/QC
.."",
EMC is in the business of providing municipal services for our clients. Other firms are in this
business as well. When compared with other firms, EMC' s true differentiator is that EMC
people behave like customer service fanatics. We derme our customer service program on a
project basis. We determine what our customers want and expect, and we customize our service
to meet those needs. In Jeffersonville, our customers are the Mayor, the Board of Works, and
ultimately the people that live in the City.
The basis of EMC's customer service is people. Consequently, the heart of EMC's customer
service is as follows:
~ Our employees work for our clients.
~ We will continually monitor our customers expectations and level of satisfaction.
~ Customer service is never static; it is a moving target.
.. EMC seeks to win the confidence of the City through the provision of superior customer
service.
~ Superior customer service avoids the heavy cost of alienating our customers.
'''''''
5 - 20
~
I
The EMC Facility Manager and the staff of the treatment plant and collection system team will
be EMC's local customer service representatives. The citizens of Jeffersonville will be assured
of prompt, personal and professional service. EMC will provide the additional service of an
emergency answering service to take all emergency and service request calls after hours, ensuring
that we stay responsive to the needs of the City.
EMC's QAlQC program is a daily ongoing effort to ensure that the citizens of Jeffersonville are
proud of their wastewater plant and collection system. However, to quantify our level of
QA/QC, EMC personnel will conduct an annual QA/QC inspection using the inspection forms
located in the Addendum C. As you can see from the forms, the inspection is very thorough.
Additionally, EMC is proposing to modify the forms with the Board of Works input to ensure
that all of the City's concerns are addressed.
DAY-TO-DAY MANAGEMENT
The following section discusses how EMC will approach the everyday operation of the
Jeffersonville wastewater treatment facility and collection system. The critical theme regarding
our day-to-day management is that we will accomplish what we plan to accomplish and that we
are not going to be in the business of crisis management.
There certainly will be situations which will require immediate attention and they will be
responded to without delay. But, our goal will be to reduce the amount of corrective activity and
emergency calls by carrying out our plan in an orderly and disciplined fashion.
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EMC's Facility Manager will report directly to the City's designated contract liaison whom we
assume to be the City's Board of Works. The Facility Manager will be responsive to requests
from the Board of Works and will work closely withwhomev~r is designated as the primary
point of contact to assure client satisfaction.
The Jeffersonville-EMC Operations Plan for both the wastewater plant and the collection system
will be implemented on a daily basis. Crews will be directed daily according to the priority list
and schedule of work activities. It is important to note, that daily work will be adjusted if
customer service requests are received directly or through the Board Works, Mayor, Council and
general public.
EMC has been regularly attending the Board of Works meetings during the evaluation process.
EMC's Facility Manager will continue to attend these meetings. He will report on all relevant
things that transpire within the department, and he will present a full operations report to the
Board of Works and council on a montWy basis.
Internal staff meetings will be held on a regular basis. Supervisors as well as field staff will
attend these staff meetings. Employees from all levels of the operation will have input into the
decision-making process.
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ST. LOUIS. MO
5 - 21
EMERGENCY RESPONSE
The City responds to a variety of customer service request calls that in some cases include """
emergency situations. During normal work hours, trouble calls are received and the appropriate
crews are dispatched. After hours, most emergency requests are received by the operator at the
wastewater plant. The operator then contacts the appropriate party identified on a pre-determined
callout list.
After hours emergencies at the treatment plant and lift stations can also be reported via dialer
systems and other automated alarms. Most of the calls are handled through the operator at the
plant.
EMC will respond to emergency calls 24 hours per day, seven days per week. All lift stations
and treatment plant dialers will be programmed to contact specified personnel directly through a
pager system. An EMC phone number will be established for the treatment plant to receive calls
during normal work hours. After hours emergency numbers also will be established, and a
special answering service will contact personnel on call. On-call personnel will respond
immediately to the originator. Crews and equipment will always be dispatched when it is
necessary .
The responsibility and accountability for emergency response will be shifted entirely to EMC.
EMC will coordinate it's emergency response program with the police, fire and other
departments of the City to ensure full emergency service.
EMPLOYEE TRAINING
.."",
At EMC, people are the difference. The highly motivated work force must be provided
opportunities to improve their skill level. EMC requires training at all levels, beginning with
management. All EMC managers and supervisors are required to complete the Manager
Development Program. EMC managers continually strive to improve their abilities and their
value to the client.
The EMC Facility Manager will identify the training needs of the work force, and design the
training program accordingly. The training program will utilize resources both internal and
external to EMC.
We can provide many success stories regarding how our people have seized the opportunity to
improve their professional and personal positions in life. EMC's training program certainly
played a role in these successes and will do so also in the City of Jeffersonville.
ENGINEERING NEEDS
As the City continues to pursue economic development and new industry, infrastructure needs
will be critical. EMe can help the City in coordinating with the Citt s engineer to ensure that
projects are accomplished in efficient and cost effective manner.
..."
5 - 22
,.
.,:" ~.
It is important to note that EMC is not in the consulting engineering business. We never have
been and we do not intend to be. We have no vested interests in engineering and can therefore
r view projects from a standpoint of complete objectivity.
Our partnering experience on value engineering projects provides unique services to the design
component of a project. EMC will assist the City to develop projects in an environment we call,
"The Gentleman's Agreement to Disagree." This professional challenge ensures perfonnance and
accountability on all capital projects without change orders.
SAFETY
EMC's commitment to safety begins at the corporate level. The EMC Safety Director works
with the Safety Review Committee to monitor and upgrade the corporate safety program on a
continual basis. The corporate safety program provides the framework from which the site-
specific programs are developed for each of EMC's facilities.
An on-site safety coordinator will be appointed in Jeffersonville. The safety coordinator will be
responsible for the development and implementation of the site-specific safety program. This
site-specific program will address vital safety concerns such as:
~ Personal Protective Equipment
~ Lock Out/Tag Out
~ Confmed Space Entry
~ Hazard Communication
f' ~ Fire Safety
~ OSHA Reporting
~ Training Requirements
~ Excavation Safety
~ Chemical Handling
Site-specific safety training needs will be determined during the fIrst quarter of operation. The
site-specific program will include mandatory training requirements covering topics that include:
~ CPR/First Aid
~ Chlorine Safety
~ Confmed Space Safety
~ Trenching & Shoring
~ Defensive Driving
We are proud of the safety programs that were developed at each of our facilities. The Mt.
Vernon, Illinois wastewater facility received the 1992 Burke Award for excellence in safety. The
Burke Award is presented by the Water Environment Federation, on an annual basis, to only one
facility in each state.
Our track record for no-lost-time accidents is truly outstanding. The Accident Record Graph,
which was presented in the General Informationsection, compares EMC's record with the
r standard for sewerage systems as published by the National Safety CounciL Our performance
ST. LOUIS, MO
5 - 23
against the industry standard is also significantly better in areas of reportable accidents and lost-
time accidents.
The Safety Perfonnance Graph also presented in the General Infonnation section displays the
current status of consecutive no-lost-time days for each of our facilities. Several of these
facilities have no lost time accidents since the commencement of EMC operations.
..."
Due to EMC's outstanding safety perfonnance, we have a very low experience modification
multiplier, which results in a lower Workers Compensation insurance rate, benefitting the City of
Jeffersonville.
STARTUP SCHEDULE
An initial Jeffersonville startup schedule is included on the following page. This schedule will be
modified after contract is awarded.
....,
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5 - 24
)
')
Jeffersonville/EMC Project Startup Schedule
DAY
ACTIVITY a30 0 30 60 90 120 150 180
Execute Contract .....
Interim Manaaer On-Site .....
Permanent Manaaer On-Site .....
---
Mobilize Start-up Team ...
...
Establish Vendor Account ....
-
Meet with EmDlovees .
Start Contract Services -.;
Inventorv Eaulpment and Supplies .....
Initiate Staff Tralnlna .....
ComDlete Staff Oraanlzation .....
-
DeveloD SOPs .....
..
Install Computer Operations Proaram ....
Install ComDuter Maintenance Manaae Program -.......
-
DeveloD and ImDlement Safetv Proaram ......
Implement QAlQC Proaram ......
..
Revise Emeraency ODeratlna Plan .....
..
Complete M~lntenance Evaluation .....
.....
Establish Staff Tralnlna Proaram .....
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We have included a Cost Analysis Table at the end of this section. An explanation of the
different line items follows:
RFPII.C.la PERSONNEL SERVICES - EMC's cost proposal includes all personnel
costs associated with the deliverance of contractual obligations. Costs include,
but are not limited to, the following:
~ Wages
~ Overtime wages
~ Health insurance
~ Work uniforms
~ Education assistance
~ Payroll taxes
The wage and benefit package offered will be equal to or better than that
currently offered by the City. See the Personnel Section in the Plan of
Operations for a side by side comparison of benefit packages. Our plan for
employee retention and wage increases is included in our response to question
nine in the General Information Section.
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RFPll.C.lb UTILITIES - This category includes costs for electric, gas, telephone, water,
and trash service associated with the deliverance of contractual obligations.
Sewer costs have been excluded because it would only serve to increase the
City's cost.
EMC will fulfill the City's contractual obligations with Planergy, Inc. All
income derived will go to the City. The cost of diesel fuel to participate in this
program is excluded from EMC's cost. EMC will pay this bill and re-invoice
the City for the amount spent.
RFPII.C.lc CHEMICALS - This item includes costs for all chemicals needed for process
and odor control. Chemicals include, but are not limited to, the following:
~ Chlorine
~ Sulfur dioxide
.. Polymer
.. Odor agents
RFPII.C.ld EQUIPMENT - This item includes the cost for all tools and equipment
required for the operation and maintenance of the facilities. The following
6 -1
ST. LOUIS. MO
capital expenditures, which will be amortized over the 3-year life of the
contract, are included in our cost:
\J
... Two new samplers for pretreatment sampling
... Computer software
... Laser printer
... Lock out kit
... Miscellaneous safety equipment
RFPll.C.le MATERIALS AND SUPPLIES - This item includes costs for all materials
and supplies required for the operation and maintenance of the facilities. These
materials and supplies include, but are not limited to, the following:
... Vehicle and equipment fuel
... Office supplies
... Lab supplies
... Maintenance supplies
RFPll.C.lf OUTSIDE SERVICES - This item includes costs for all outside services
required to meet contractual obligations. These services include, but are not
limited to, the following:
... Solid waste disposal
... Insurance and bonds
... Contract lab work
\'.1/11":
RFPll.C.lg OTHER OPERATING COSTS - This item includes costs not identified
above. These costs include, but are not limited to, the following:
... Postage
... Data processing
... Travel
... EMC vehicles
... Start -up costs
RFPll.C.1h REPAIR AND REPLACEMENT - This item includes all cost for materials,
supplies, and outside contractors for repairs and replacement that exceed
$1,000. All maintenance and repair items costing less than $1,000 are included
in materials and supplies.
Our evaluation revealed the use of several subcontractors by the City. These
subcontractors were used on an intermittent basis. The most significant of
these were:
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~ Thompson Construction-Provided heavy duty cleaning of deep, large
diameter sewers for which the City did not have the proper equipment.
~ Metzger Electric-Provided electrical maintenance services that were
beyond the City staff's skill level or which required a licensed electrician.
EMC proposes to complete as much of this type work as possible "in house. "
Where there are limiting factors such as equipment, safety, or licensing issues,
EMC will employ a qualified subcontractor to complete a specific project.
These costs will be charged to the $100,000 Repair and Replacement Budget if
they exceed $1,000.
OVERHEAD AND FEE - This item includes cost for all corporate support
required to fulfill contractual obligations, along with a reasonable fee associated
with the risk.
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ST. LOUIS, MO
COST ANALYSIS AND PROPOSAL
" EXPENDITURES YEAR YEAR YEAR TOTAL
1 2 3
PERSONNEL SERVICES:
PLANT 0 & M $304,207 $313,333 $322,733 $940,273
COLLECTION SYSTEM $309,722 $319,014 $328,584 $957,320
UTILITIES:
ELECTRICITY $169,884 $174,981 $180,230 $525,094
TELEPHONE $16,325 $16,815 $17,319 $50,459
WATER $8,637 $8,896 $9,163 $26,696
GAS $14,136 $14,560 $14,997 $43,693
TRASH $2,439 $2,512 $2,588 $7,539
OUTSIDE SERVICES:
SLUDGE REMOVAL AND DISPOSAL $102,079 $105,141 $108,296 $315,516
{' OUTSIDE LAB $19,787 $20,381 $20,992 $61,160
INSURANCE & BONDS $15,937 $16,415 $16,908 $49,260
ANSWERING SERVICE $1,828 $1 ,883 $1 ,939 $5,650
EQUIPMENT ANALYSIS $3,678 $3 788 $3 902 $11,368
RADIO & ALARM $2,837 $2,922 $3,010 $8,769
TOTAL
RETRAINING & PLACEMENT
NOTE: CPI adjustment was 3% in year two and year three.
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ST. LOUIS, MO
AGREEMENT FOR
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CONTRACT OPERATIONS
OF THE
CITY OF JEFFERSONVILLE W ASTEW ATER SYSTEM
This AGREEMENT, made and entered into this
1994, by and between:
day of
The City of Jeffersonville, a municipal corporation in the County of Clark,
State of Indiana, (hereinafter "City") acting through its Board of Public Works and Safety,
and Environmental Management Corporation (hereinafter "EMC") a Missouri corporation
with its principal place of business at 689 Craig Road, St. Louis, Missouri, agree to the
following:
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WHEREAS: City owns a 5.2 MGD wastewater treatment facility
(hereinafter "Plant");
WHEREAS: City owns approximately 85 miles of sewer collection lines, 28
pumping stations, and various Combined Sewer Overflow (CSO) facilities (hereinafter
"Collection System");
WHEREAS: City has authority under the laws of the State of Indiana to
enter into a service contract for the operations and maintenance of said Plant and Collection
System;
NOW THEREFORE, in consideration of the mutual agreements herein
contained, and subject to the terms and conditions herein stated, parties hereto agree as
follows:
I. PURPOSE
City agrees to engage EMC as an independent contractor to operate and maintain the
Plant and Collection System programs during the term of this Agreement.
~.. ll. SCOPE OF SERVICES
EMC shall provide the following services under the conditions set forth herein:
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Plant Operation. EMC shall operate and maintain the Plant so that the effluent
discharge meets or exceeds the effluent requirements established by the U. S. ....,
Environmental Protection Agency (USEPA),depending only upon the conditions set
forth in the Effluent Quality paragraph.
Collection System Operation and Maintenance. EMC will operate and maintain the
Collection System in such manner as to extend its useful life, to provide maximum
capacities, to prevent unnecessary damage to public and private property, to minimize
inconveniences by handling interruptions in service, and to prevent public health
hazards. EMC will provide 24 hour per day, seven day per week emergency service
and will use its best efforts to maintain uninterrupted service to customers.
The Collection System will be operated and maintained so as to:
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Identify sources of problems within the sewer system through inspection,
monitoring and investigation; this includes inspection of all new sewer taps and
assisting builders in locating existing sewer mains and taps;
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Clean, maintain and repair sanitary sewers, combined sewers, force mains, lift
stations, and CSO's on a daily basis to ensure that wastewaters are transported to
wastewater treatment facilities in compliance with NPDES permits;
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Prevent sewage from bypassing to waters of the State and to protect the Collection
System from flooding due to high water, in accordance with the Water Pollution
Control Acts Amendments, Public Law 92-500, and the Clean Water Acts
Amendment;
.....""
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Eliminate potential sources of odors;
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Implement a preventive maintenance program to reduce nuisance stoppages;
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Participate in the implementation and completion of the City's Infiltration/Inflow
(I/I) Reduction Program's sump pump inspection process; and
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Implement a customer service program to inspect all sewer related customer
complaints and respond to the customer on the results of these inspections.
Extensions, Additions and Appurtenances to Collection System. EMC shall be
responsible for the operation and maintenance of any extensions, additions, and
appurtenances to the Collection System added during the term of this Agreement. Such
additions will not constitute a change or basis for additional compensation.
Project Management and Staffing. EMC shall staff the Plant and Collection System
with employees experienced and qualified in management, administrative and technical
areas of wastewater treatment, process control, wastewater laboratory analysis, and
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maintenance procedures for Plant and Col1~ction System facilities and equipment. The
Plant operations staff provided shall have the required operator licenses. EMC will
provide a full time Facilities Manager with an Indiana Class IV license.
Project Support. EMC shall provide on-call, backup expertise in process control,
management and maintenance applications to ensure compliance with this Agreement.
This support shall not constitute a. claim for additional compensation for EMC.
Maintenance Management. EMC shall institute a comprehensive preventive
maintenance program for all equipment and facilities assigned to EMC by the City
through this Agreement. Records maintained by EMC for the Plant shall include
history of maintenance for each item of equipment, spare parts inventory, and a
schedule of programmed maintenance. Records. maintained for the Collection System
will include a history of work performed, customer complaint and response history,
cost records, and stock inventory of materials and supplies.
Infonnation Systems. EMC will install computer hardware and software proven to be
effective in management of scheduled and preventive maintenance, process control,
supervisory management, reporting, records documentation, energy and laboratory
management and industrial waste monitoring. EMC staff will be trained in the use of
these computer systems and processes.
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Effluent Quality. EMC shall operate and maintain the Plant in such manner that the
effluent quality is maintained at all times at a level equal to, or better than, the effluent
requirements established by the Environmental Protection Agency in the NPDES
permit. EMC will guarantee effluent quality up to design flows and loadings. (See
Appendix A.)
Fines. EMC shall be responsible and liable for penalties or tmes without any dollar
limit which may be imposed by the USEPA, the Indiana Department of Environmental
Management (IDEM) or any other regulatory agency having jurisdiction for any
effluent quality violations which result due to problems associated with lack of
adequate process control or improper operations of the Plant resulting from EMC's
negligence, action or lack of action. EMC shall notb~ liliJ:>le, however, if it can justify
by appropriate documentation and evidence that the effluent quality violations occurred
as a result of the causes cited in Appendix A.
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EMC shall also be responsible for fines without any dollar limit imposed by USEP A or
IDEM or any other regulatory agency having jurisdiction for any sewer discharges
which result due to problems associated with the lack of adequate CSO regulation or
improper operation of the Collection System resulting from EMC' s negligence, action
or lack of action. EMC shall not be responsible for tmes imposed for discharges or
bypasses from sewers or facilities with restricted capacities due to accumulation of
sewer solids, prior to EMC's initial scheduled cleaning; nor shall EMC be responsible
for fines imposed for discharges or bypasses resulting from inadequate or
non-permitted facilities or flows exceeding design capacities.
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EMC shall also be responsible for fines or penalties without any dollar limit imposed
by USEP A, IDEM or any other regulatory agency having jurisdiction for failure to ......,
comply with the terms and conditions of any duly authorized permit, court order,
administrative order, law, statute, ordinance, etc. for reasons resulting from EMC's
negligence during the period of this Agreement.
Corrective Action. In the event that the effluent quality is not in compliance with the
effluent requirements of the NPDES permit, EMC will submit a report to the City
outlining the proposed corrective action and a schedule thereof.
Sludge Management and Sludge Disposal. EMC shall be responsible for handling
and disposing of treatment sludge in a manner consistent with existing USEP A and
IDEM regulations. At the inception of this Agreement, EMC will coordinate the
treatment sludge disposition using a landfill process as has been past practice with the
cost of this program incorporated into the compensation to be paid EMC. Within 360
days from the commencement of this Agreement, EMC shall submit an analysis of
alternative treatment sludge disposition methods, including land application, to
determine the most cost effective and environmentally appropriate means.
Handling and Disposal of Contaminated Sludge. If the influent contains abnormal or
biologically toxic substances, the sludge from such influent shall be deemed
contaminated. EMC shall make every effort to isolate such contaminated sludge
consistent with current USEPA and IDEM: guidelines. The City shall reimburse EMC
for overtime and costs directly related to the. disposal of the contaminated sludge plus a ~ ..
10% administrative fee.
If any sludge from the Plant is classified as hazardous waste as de:fmed by USEP A,
which means that the regulatory agencies require the sludge to be transported to a
designated hazardous waste landfill, EMC shall notify the City and request permission
to transport the sludge to a designated landfill. The City shall reimburse EMC for the
cost of overtime, transport, land:fill fees and any other out-of-pocket costs associated
with the handling and disposal of the sludge plus a 10% administrative fee.
Septic Sludge Disposal. EMC shall allow licensed (City approved) septic tank hauling
contractors. to dump septic sludge into the Plant at the designated area provided all of
the following are true: Such wastes are free from organic or inorganic toxic
substances (either biologically toxic, or otherwise), which cannot be treated, removed,
and reduced to a non-toxic state in the treatment facility; such waste does not contain
any substances, the discharge of which into the receiving stream would violate any
Federal, Interstate, State, or City rules, requirements, standards, or regulations; and
amounts of BOD and suspended solids contained in such waste do not exceed the
design loading of the Facility. All fees applicable to septic sludge dumping shall be
billed and collected by the City. Septic sludge dumping shall be allowed during
normal working hours, five days per week. All septic sludge hauling contractors
requesting approval for dumping sludge at the treatment plant shall be subject to
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approval by the City. EMC has the right to refuse any septic sludge materials which
do not meet City criteria.
Testing. EMC shall sample and perform the appropriate influent, effluent, stream and
sludge testing as outlined in the City's NPDES pennit. Should the scope or frequency
of testing change due to the requirements of these permits or to any regulatory or
administrative action, EMC's compensation shall be. adjusted upward or downward to
reflect the change in its costs.
Laboratory Analysis. EMC shall perform the necessary testing and laboratory
analyses as required by the City's current NPDES permit as well as for process
control. EMC shall prepare all NPDES and state permit monitoring and operation
reports and submit them to IDEM with monthly copies to the City.
Reporting. EMC and the City shall develop reporting and communications procedures
satisfactory to the City. EMC will submit monthly reports to the City and regulatory
agencies in accordance with the mutually established communications procedures,
including reports on effluent quality performance during the month and a log report of
all citizens' complaints. On an annual basis, EMC will provide formal reports to the
City on projection of capital needs.
Records of Operation. EMC shall maintain necessary and sufficient records of
operation and maintenance activities to.meet.local, state, and federal requirements
under NPDES permit. These records will be the property of the City. EMC will
maintain these records at the Plant site, available for use by authorized City personnel.
Liaison. EMC will be responsible for representing the City with the relevant
regulatory agencies and the City will be informed of all meetings, hearings and
relevant information and will be entitled to participate in any of the above. The City
has designated as the primary contact between EMC and the
City.
Safety. EMC shall administer a, site:-specific safety program to include training, record
keeping, and safety meetings, all in conformance with the City safety program, OSHA
regulations, and any requirements of the State of Indiana.
Training. EMC shall implement an ongoing training program, with classroom and
hands-on training for all personnel. Training will include, but not be limited to safety,
Plant operations and maintenance, Collection System cleaning and maintenance and
laboratory operations and maintenance.
Insurance. EMC shall maintain the following insurance during the term of this
Agreement:
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A. Worker's Compensation
As Required by Statute
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B. Comprehensive General Liability:
i. Bodily Injury & Property Damage $1,000,000 per occurrence ..."
$2,000,000 aggregate
ii. Personal Injury Liability $1,000,000 aggregate
C. Comprehensive Automobile Liability:
i. Bodily Injury & Property Damage $1,000,000 per occurrence
Combined
D. Professional Liability $1,000,000 per occurrence
E. Umbrella Coverage $5,000,000
EMC shall furnish the City with satisfactory proof of such insurance, and each policy
shall require a 30 day notice of cancellation or material change to be given the City
while this Agreement is in effect. These policies will be in effect it the tiine EMC
takes possession of the Plant. The City of Jeffersonville and the Sewer :Department
shall be listed as additional insureds in. the. Public Liability Policy.
Performance Bond. EMC shall provide to the City an acceptable Performance Bond
in the amount equal to the :flIst year's compensation and maintain such coverage for the
fIrst year of this Agreement, which shall be security for the performance of EMC's
obligation under this Agreement. The Bonding company shall be rated at least A-I0 by
Best's Rating Guide and be licensed to do business in the State of Indiana. ..""
On each annual anniversary of this contract, the City shall have the right to decide if a
Performance Bond is required for the subsequent contract year. Should the City decide
to cancel the Performance Bond, a reduction for the cost of the Bond will be applied to
the annual compensation paid to EMC.
Odor Control. EMC shall operate the Plant and Collection System programs to
minimize the generation of odors through an ongoing odor control program and deal in
a concerned, professional manner with any individuals or community groups concerned
with odors. EMC shall operate the facilities at its high standard of physical appearance
consistent with all EMC-managed facilities.
Grounds Maintenance. EMC shall be responsible for all grass mowing, trimming, or
other grounds maintenance of the Plant and associated with the CSO facilities and
pumping stations utilizing the City's equipment.
Capital Budget Submission. EMC shall be knowledgeable about the City's capital
expenditure.program for the Plant and Collection System. Within 90 days from the
commencement of this Agreement, EMC shall submit a recommendation of capital
improvements EMC believes necessary to upgrade the Plant and Collection System
covered under this Agreement. Annually thereafter, prior to a date selected by the
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City, EMC shall submit its recommendations regarding additions to or deletions from
the City's scheduled program. EMC will submit a detailed rationale for any changes
or additions, and preliminary cost estimates.... Review and approval of these capital
expenditures shall remain the authority of the City.
Inventory. Within 90 days from the commencement of this Agreement, EMC shall
submit an inventory of the equipment, tools, materials, consumables and expendable
supplies, and spare parts at the Plant and at the Sewer Department. The City shall
have 20 days to verify and accept EMC's list. At the termination of this Agreement,
EMC shall pay the City in the event that the inventory of these items is less at the time
of termination than this initial inventory. EMC agrees to maintain an adequate spare
parts inventory for proper maintenance and repair of the Plant and Collection System.
Any purchase of equipment, tools, materials, supplies, spare parts, or capital
improvements shall upon the purchase thereof become the sole and absolute property of
the City subject to only the terms of this Agreement. At the termination of this
Agreement, all said items shall be turned over to the City. Only purchases of items by
EMC which are outside the scope of this Agreement andaren.ot directly or indirectly
reimbursed by the City, including all EMC sludge equipment shall be titled in and
remain the property of EMC. It is understood by the parties that the vehicle purchased
by EMC for the use of the Facilities Manager will remain the property of EMC.
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Pretreatment Program. EMC will oversee the administration of the City's Industrial
Pretreatment Program (IPP). EMC will identify major industrial discharges and
coordinate the planning, sampling, analytical testing, reporting and development of the
City's IPP.
Emergency Response Plan. EMC will develop, maintain, and implement if necessary
an emergency response plan for the Plant. EMC will submit its proposed plan to the
City for its approval within 120 days of the initiation of this Agreement.
m. RESPONSIBIUTIES OF THE CITY
The City shall provide for EMC's use all equipment, structures, vehicles, and facilities
under its ownership presently assigned to the Plant and Collection System. The City
will be responsible for the cost of replacing these items, including the vehicles
presently assigned to the facilities as list~ em Appendix B.
The City shall maintain all existing licenses, permits, and agreements which have been
granted to the City as owner of the equipment and Plant and shall procure all others
necessary to operate and maintain the Plant coyer~ 1:lY this Agreement.
City Insurance. The City agrees to purchase and maintain property and structures
liability insurance and earthquake insurance policies, including extended coverage plus
vandalism and malicious mischief to the full insurable vahle of the Plallt and Collection
System and all City-owned vehicles.
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IV. COMPENSATION
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Expenses. EMC shall pay all expenses required for the normal operation and
maintenance of the Plant and Collection System including, but not limited to personnel
costs, fuels, chemicals, utilities, services, spare parts, materials and expendable
supplies.
Examples of items not paid for by EMC include, but are not limited to, the following:
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Change in scope of services
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Capital expenditures as defmed hereinafter
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Any damages which result from an Act of God, the City, or any third party
Wastewater Flows and Loadings. At the end of the fIrst twelve months of the
Agreement, EMC will submit the following data to the City for the purposes of
establishing benchmark flows and loadings for the Facilities.
Average Annual Daily Flow:
Average Daily Influent BOD:
Average Daily Influent TSS:
MGD
lbs.
Ibs.
Upon the City's approval of this data, the above blanks will be filled in with the ~
appropriate fIgures and will serve as the benchmark data for this Agreement. If during
any twelve month period the average flow and/or loadings increase or decrease by 10%
or more, the compensation to EMC shall be adjusted upward or downward to reflect
the change. The parties will negotiate this adjustment to reflect actual cost data
submitted by EMC, tothe extent that such data are available and can be traced to the
flow and loadings changes.
Compensation. During the fIrst twelve months, the City shall pay EMC, as
compensation for the services to be performed as described in this Agreement, the sum
of per month ( airimally) with adjustments as specifIed hereinafter.
Monthly payments are due the 10th of each month for which services will be rendered,
upon presentation of invoices by EMC. Late payments shall accrue interest at the then
current prime rate plus one percent per annum on the unpaid balance.
Of this annual compensation amount, shall be adjusted on , 1995 and
on every subsequent 1 date of the contract term: The adjustment will be
based upon the percentage change in the CPI-North Central Class D for the entire
period preceding each adjustment date. Annual compensation adjustments will be
cumulative. Notwithstanding the actual percentage change in CPI, it is agreed that the
minimum amount of the adjustment based on the CPl. change shall be 3 % annually and
the maximum amount shall be 6 % .
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Example:
The following is an example of the CPI calculation based on a start date of June 1,
1994.
1. For the months of May, 1994 and May, 1995 the CPI figures are as follows:
CPI
May. 1994
100
May. 1995
105
2. The monthly compensation is $50,000 and is adjusted by the following
calculations:
105-100/100 = .05
$50,000 x 1.05 = $52,500
The new monthly compensation starting in June, 1995 is $52,500.
3. For the months of May, 1995 and May, 1996 the CPI figures are as follows:
CPI
May. 1995
105
May, 1996
110
4. The monthly compensation as of June, 1995 is $52,500 and is adjusted by the
following calculations:
110-105/105 = .048
$52,500 x 1.048 = $55,020
The new monthly compensation starting in June, 1996 is $55,020.
The above calculation is an example only and does not predict the actual monthly
compensations for future years of this contract.
Retraining and Placement Component Compensation. During the first twelve
months, the City shall pay EMC a maximum sum of $13,000 per month to cover the
salary, benefits, training and outplacement of those individuals identified as excess
work force. This component will be adjusted over the fITst twelve months, beginning
with the third employee reduction, as follows:
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A 100 % reduction amounting to the salary and benefits of each individual
either leaving the employment of EMC in the fITst two weeks of operation or
at any time during the twelve months if the person is awarded another job
with the City of Jeffersonville. Said reduction will occur in the month
succeeding said placement.
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A 70 % reduction amounting to the salary and benefits of each individual
leaving the employment of EMC at any time during the twelve month period
after the first two weeks of the Agreement.
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Electricity Cap. EMC will cap the City's annual electricity cost at
Any electricity costs above the cap will be reimbursed by EMC within 60 days of the
end of the contract year. The electricity cap is based upon PSI Rate HLF at the
Treatment Plant, and PSI Rate LLF at the lift stations.
Electricity Adjustment. The annual electricity cap of shall be adjusted
annually, if necessary, on January 1, 1995 and annually thereafter by the percentage
change in electricity rates that may occur during the period preceding each adjustment
date. Adjustments will be cumulative from year to year and be retroactive back to the
date of the rate change.
Staff.mg. EMC's compensation amount above includes assumption of the entire City
staffs for wastewater administration, wastewater treatment, plant and sewer
maintenance, and Collection System in place at the commencement of this Agreement.
Accordingly, under no circumstances, except for cause, will any employee employed
on the date of this Agreement lose their job for a period of one year.
All employees will be provided with a pay rate and employment benefits package
comparable to the level of pay and benefits provided by the City. Additionally, all
employees will be protected from losing accrued leave benefits. EMC's plan for future
pay increases is performance/responsibility based.
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These numbers represent the operating benchmark upon which the monthly project cost
is based. If during any twelve month period the average flow and/or loadings increase
or decrease by 10% or more, the compensation to EMC shall be adjusted upward or
downward to reflect the change. The parties will negotiate this adjustment to reflect
actual cost data submitted by EMC, to the extent that such data are available and can
be traced to the flow and loading changes.
Annual Maintenance and Repair Costs. EMC shall pay all individual repair parts,
maintenance materials and maintenance services items under $1,000, excluding EMC
labor, during the term of this Agreement. Any maintenance or repair item which costs
in excess of $1,000 shall be approved in advance by the appropriate City representative
and paid for by EMC and charged against the Repair and Replacement Budget.
For the entire length of this contract, the annual Repair and Replacement Budget shall
remain static at $100,000. All expenditures which will be charged against this separate
pool of funds shall be approved in advance by the City. Monthly reports will be
prepared by EMC and given to the City to adequately track the status of this budget
component. During any contract year, amounts expended by EMC which aggregate to
a total less than this $100,000 threshold will be returned to the City in full within 60
days of the end of the contract year. ....",
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On th~basis ofEMC'~...~val':!a.t~on~of th~J3;silitj.e~ ullder.!he ~S9pe of services of this
Agreement, it is not anticipated this $100,000 be exceeded except in the case of major
equipment failures andlor capital improvements. In these instances, EMC will work
with the City to explore all alternatives available which will r~liu1t. in the mostsost
effective solution to the need for additional Repair and Replacement funds.
Capital Expenditure. For the purpose of this Agreement, a capital item will be
defmed as any item of equipment or repair which represents a non-routine type of
purchase or repair and costs $2,000 more. All capital replacements which are to be
charged against the Repair and Replacement Budget fund shall be submitted to the City
for approval prior to proceeding with the replacement, e:xcept in cases of an
emergency. Each request will identify cause for repairs, estimated costs for repairs,
cost for replacement, justification and degree of urgency for replacement.
V. MISCELLANEOUS
Term. Services shall commence on 1, 1994 and end on 31, 1997,
unless the Agreement is extended or terminated as hereinafter provided. The City shall
have the option to extend the term for one year from the termination date, and again
for one year from the termination of the first extension. In order to exercise its option,
the City must give notice of the extension prior to one hundred twenty (120) days from
the date of termination.
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Termination. Either party to this Agreement may terminate this Agreement upon
material breach or an unsatisfactory level of performance by the other party providing
such terminating party first provides written notice of such breach to the other party
and assuming that such breach of performance issue is not corrected within 90 days.
In this event, EMC shall continue to provide the operations staff for a period of at least
90 days beyond the date of termination at cost plus 12 % .
Representative. The City will inform EMC in writing at the inception of this contract
the name and title of the City's authorized representative.
Warranties and Guarantees. EMC shall assist the City with enforcement of existing
equipment warranties and guarantees and maintain all warranties on any new equipment
purchased after the Agreement is executed. The City shall cooperate with EMC on
any existing guarantees and warranties for the mutual benefit of the City and EMC.
Noncollusion. EMC certifies, under the penalties for petjury, by the signature of the
duly authorized corporate representative below, that it has neither given nor received
anything of value other than the consideration set forth herein, to secure this
Agreement with the City of Jeffersonville, Indiana. It further certifies, that EMC has
not promised anything of value to any agent, employee, or officer of the City of
Jeffersonville nor colluded with them to obtain this Agreement.
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Scheduled Meetings. IDdC shall meet with the designated City representative at the
City's convenience, at least on a monthly basis. The purpose of these meetings will be ...""
to discuss the operations at the Plant and Collection System with special emphasis
placed on items which are unique or are funded by the City's maintenance and repair
budget.
Existing Laws. EMC shall comply with all applicable local, state, and federal laws
and regulations as they pertain to the Plant and Collection System.
Changes. In the event that any changes in the scope of the operation of the Plant and
Collection System shall occur including, but not limited to changes in governmental
regulations or reporting requirements, effluent standards, pretreatment programs and
testing, Collection System cleaning requirements, sludge disposal restrictions, or
changes in scope of services in Article IT of this Agreement, which increase the cost of
operating the Plant and/or Collection System, EMC shall be entitled to additional
compensation which shall be retroactive to the date of the change and negotiated by the
parties within 90 days.
Any changes in scope of services which decrease the cost of operating the Plant and/or
Collection System shall entitle the City to a reasonable amount of reduction in the
operation and maintenance budget, also retroactive to the date of change.
Hold Harmless. EMC agrees to and shall hold the City, its elected and appointed
officers, and its employees harmless from any liabilities for claims or damages for W.
personal injury or property damage which is caused by, or arises from the negligence
of EMC. Such indemnification shall include, but not be limited to, indirect
consequential and pollution damage. In turn, the City agrees to and shall hold EMC,
its officers and its employees harmless from any liabilities for claims or damages for
personal injury or property damage that is caused by, or arises from, the negligence of
the City.
Comparative Responsibility. In the event that both EMC and the City are found by
an independent fact fmder to be negligent, and the negligence of both is the proximate
cause of such claim for damage for personal injury or property damage, then in such
an event each party shall be responsible for the portion of the liability equal to such
party's comparative share of the total negligence.
Waiver. The failure on the part of either party to enforce its rights as to any provision
of this Agreement shall not be construed as a waiver of its rights to enforce such
provisions in the future.
Assignments. This Agreement shall not be assigned by either party without the prior
written consent of the other party unless such assignment shall be an affiliate or
successor of either party.
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Nondiscrimination. EMC agrees and shall refrain from unlawful discrimination in
employment and undertakes affIrmative action to ensure a quality of employment
opportunity and eliminate the effects of PCi.~t ciisctiwitlCi.liQJ); shall comply with
procedures and requirements of the State Human Rights Department's regulations
concerning equal employment opportunity and Affmnative Action; and shall provide
such information, with respect to its employees and applicants for employment and
assistance as the department may reasonably request.
Relationship. It is understood that the relationship of EMC to the City is that of an
independent contractor and that none of the employees or agents of EMC shall be
considered employees of the City.
Force Majeure. Each party's performance under this Agreement shall be excused if
the party is unable to perform because of actions due to causes beyond its reasonable
control, including but not limited to Acts of God, the acts of civil or military authority,
floods, epidemics, quarantine restrictions, riots, strikes, and commercial impossibility.
In the event of any such force majeure, the party unable to perform shall notify the
other party within 24 hours of the existence of such force majeure and shall be
required to resume performance of its obligations under this Agreement upon the
termination of the aforementioned force majeure.
r'
Authority to Contract. Each party warrants and represents that it has authority to
enter into this Agreement. The City warrants, represents and certifies that it has
appropriate funds available for payments to EMC required by this Agreement. If City
is unable to provide appropriate funds, EMC shall have the option of terminating this
Agreement.
Access. EMC agrees to allow City officials access to the Plant covered by this
Agreement during normal working hours.
Notices. All notices shall be in writing and shall be delivered in person or transmitted
by certified or registered mail, return receipt requested. Notices required to be given
to EMC shall be addressed to:
Environmental Management Corporation
689 Craig Road
St. Louis, Missouri 63141
Attention: Mr. Michael S. McKee, President and c.o.a.
Notices required to be given to the City shall be addressed to:
City of Jeffersonville
City-County Building
Jeffersonville, IN 47130
Attention:
13
IN WITNESS WHEREOF, the parties sign diis Agreement as ofthe.dafe iIrSt
above written. . .,.... .
WITNESS:
CITY OF JEFFERSONVILLE
Mayor
WITNESS:
ENVIRONMENTAL MANAGEMENT
CORPORATION
President
14
..,
\wi
..,
APPENDIX A: EFFLUENT QUALITY GUARANTEE
EMC will operate and maintain the Wastewater Treatment Plant so that the effluent discharged will
meet the requirements of the NPDES permit number IN0023302 expiration date of 1998.
EMC will be responsible for meeting the effluent quality requirements of the NPDES permits
unless one or more of the following occurs:
1. The influent to the treatment plants does not contain adequate nutrients to support operation of
biological processes and/or contains biologically toxic substances which can not be removed
by existing process and facilities (see Defmitions below).
2. Discharges into the City's sewer system violate any of the regulations stated in the City's
Sewer Use Ordinance.
3. The flow, influent BODs and/or influent TSS is greater than the plant design parameters,
which are the following:
Average Flow
Peak Flow
Influent BODs
Influent TSS
Influent Ammonia
5.2 MGD
22.8 MGD
10,581 1bs/day
10,124 Ibs/day
867 lbs/ day
4. If the Treatment Plant can operate only at a reduced capacity due to construction activities,
fIre, flood, adverse weather conditions, labor disputes or other causes beyond EMC's
control,
5. In the event that influent and effluent metals concentration become excessive, then the City
agrees to reduce the levels of contributions by permittees of the City's Sewer Use Ordinance
to a level which allows the treatment plant to resume compliance with their respective
NPDES permits.
DefInitions:
Adequate Nutrients: Treatment Plant influent nitrogen, phosphorus and iron in percentages as they
relate to BODs as follows: Nitrogen- 5 %; Phosphorus-l %; Iron-. 5 %
Biologically Toxic: Any substance or combination of substances contained in the influent to the
Treatment Plant in sufficiently high concentrations so as to interfere with the treatment processes
necessary for the removal of organic and chemical constituents of the wastewater required to meet
the discharge requirements of the City's NPDES permit.
15
~
APPENDIX B: VEHICLE INVENTORY TABLE
'-I
Unit No. Year Description
2875 1988 Ford F-700 Dump
2412 1986 Chevrolet C-10 Van
3629 1991 Dodge Spirit
4306 1991 Ford LNT -8000 Semi
4307 1991 Ford LNT-8000 Semi
4318 1987 Dodge Ramcharger
4340 1987 Dodge Ramcharger
4342 1987 Dodge Ramcharger
4450 1989 Ford F-800 (Jet)
4880 1990 Wells Cargo T. V. Trailer
5001 1991 Fruehauf Dump Trailer
5002 1991 Fruehauf Dump Trailer
5869 1976 Case 580CK Backhoe
6412 1990 Dodge D-250 Pickup
6835 1991 John Deere Model 2755
6826 1991 John Deere Model 2755
7129 1987 Ingersoll Air Comp
7155 1987 Ford F-150 Pickup
8090 1975 Dodge D-200 Utility ...",
8160 1985 American Vac-All Unit
8945 1980 Ford F-700 Dump
3004 L Floater, Liquid
3004 S Floater, Solid
\fill
16
Insurance and Risk Management Services
r
.
THE CULPEPPER GROUP
Edward Culpepper Cooper founded Edward C. Cooper & Associates
in 1980. "Pepper" Cooper had started in 1979 as a career agent
wi th Massachusetts Mutual Life Insurance Company and recei ved
specialized training in the area of employee benefits packaging.
After five years of both individual and group sales, he
decided to spend more of his time working with employers on
controlling their healthcare costs. He soon developed the
reputation among prospective clients as the person to call when
they were tired of having higher rates and fewer benefits.
In 1993 Cooper changed the name of the business to the
Culpepper Groupt to reflect the diversification of services
provided. The Culpepper Group now provides to both individuals and
groups a total line of services including life, health, disability,
property and casuality, financial planning and real estate. The
Culpepper Group is also moving into the development of a special
service representative for each of its accounts.
('\
Partial List of Accounts
Civil Town of Clarksville
City of Charlestown
City of Jeffersonville
Jeffersonville Twp. Library
Crawford County
Neill-La Vielle Indust.Sales
City of Crown Point
CimTech
Com pArt
City of New Albany
City of Muncie
Hoosier Valley EOC
Randolph County
Delaware County
New Hope Services
Jay Randolph Development
City of Salem
Southern Hills
It is our goal to always provide the employer with
the best employee benefits at the lowest cost, and to
make the employees part of the healthcare planning.
301 West Main Street
Muncie, IN 47305-1630
(317) 287-0128
FAX (317) 286-5897
MAIN OFFICE
411 West Hwy. 131
Clarksville, IN 47130
(812) 945-0122 · Fax (812) 945-0109
9000 Wessex Place
Louisville, KY 40223
(502) 584-6741
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PHILIP THOlMPSON
PROFESSIONAL EXPERIENCE
Mr. Thompson was named Superintendent for EM:C's Evansville Wastewater Tratment Facilities
in August, 1992. He is responsible for the day-to-day operation and maintenance of two
wastewater treatment facilities (18.6 MGD and 20.6 MGD), 58 lift stations, and the Central
Laboratory. He supervises the two plant managers, the Pretreatment Laboratory managers, and
the lift station and CSO manager. Among his responsibilities are development of staff, effluent
quality, performance to budget, labor negotiations, and liaison with state and local regulatory
agencies.
From 1981 to 1992, Mr. Thompson was Wastewater Treatment Plant Superintendent for the City
of Terre Haute, Indiana. His responsibilities were to guide and represent the City in all
environmental regulatory matters with the State and the EP A. Inc1ude4 in his duties were budget
preparation, staffing, construction contract review, and public speaking to v~rious professional
organizations.
Mr. Thompson taught water pollution control at the Junior College level for over ten years.
Additional professional experience: Chief Plant Operator for the City of Lexington, Kentucky
where Mr. Thompson was in charge of the WWTP (an 18 MOD activated sludge facility with
36 employees); Chemist and Chief Plant operator for the City of Vincennes, Indiana; and
Computer Programmer/System Analyst at American National Bank in Vincennes, Indiana.
r
EDUCATION
1974
Indiana Vocational technical College, Wastewater Treatment Plant
Operator Training
1966-1968
Vincennes University, A.S. in Computer Science
CERTIFICATION
Class IV Municipal Certification
Class D industrial Certification
Vocational Teacher's License
AWARDS/HONORS
1988 IWPCA Hatfield Award
1986 Tumble Bug Award (Recognition for Outstanding Service from IWPCA)
1985 Safety Award (large plants)
ST. LOUIS. MO
GARY D. ARNOLD
PROFESSIONAL EXPERIENCE
....,
Mr. Arnold is EMC's Facilities Manager for the Village of Bourbonnais, Illinois wastewater
collections system. His responsibilities include operation and maintenance of 70 miles of sewer
main and 10 lift stations, inspection of sewer taps, monitoring flows and loadings from the
system, and coordinating the inflow/infiltration program.
Prior to joining EMC, Mr. Arnold worked in the Lake Zurich, Illinois WWTP for 4 years
where his responsibilities included industrial monitoring, plant maintenance, and safety
coordination.
Mr. Arnold also has previous experience in wastewater management and operations with the
Pillsbiury Company, the Wheaton Sanitary District, and the Hampton Roads Sanitation District.
EDUCATION
1984 Hampton Roads Sanitation District, Virginia Apprenticeship Council Journeyman's Card
- 4 Year Apprenticeship Program
CERTIFICATION PROGRAM
Illinois Class 1 Wastewater Operator
Virginia Class 1 Wastewater Operator
\J.
MEMBERSHIP
Water Environment Federation
Illinois Association of Water Pollution Control Operators
/'
....,
JERROLD L.. OLMSTEAD
PROFESSIONAL EXPERIENCE
Mr. Olmstead was recently named Vice President and Director of Operations for EMC. He has
corporate responsibility for operation, maintenance and management of all EMC Facilities,
including client service excellence. Mr. Olmstead manages and supervises all facilities
managers.
Prior to this position, Mr. Olmstead served as EMC's Manager of Operations from 1989 to
1992. He supervised EMC's facilities and managers. His responsibilities included effluent
quality control, technical assistance, client service excellence, and cost control. In 1992 he
became St. Louis Area Manager with responsibility for all of EMC' s operations and maintenance
accounts in the St. Louis Area, including management of two 5 MGD wastewater facilities in
St. Charles, Missouri.
Before joining EMC, Mr. Olmstead worked for the City of Alton, Illinois in the Department of
Public Works. During his thirteen years with the City, he reorganized their Public Works
Department. Mr. Olmstead reported directly to the Mayor with full responsibility for 90
employees, with an annual budget of $5,000,000. Mr. Olwstead supervised the start-up, and
was directly responsible for the man;lgement, of a 10.5 MGD activated sludge facility with
aerobic and anaerobic digestion and mechanical/chemical dewatering.
('"
EDUCATION
1972
B.S. Zoology, Eastern Illinois University
CERTIFICATION
Illinois Class 1 Wastewater Operator
Indiana Class 4 Wastewater Operator
MEMBERSHIP
Water Environment Federation (WEF)
Illinois Association Water Pollution Control Operators (IA WPCO) President, 1979-1980
Environmental Resources Training Center, Chairman Advisory Board
Illinois EP A Certification Test Review Comwittee
AWARDS
Illinois Association Water Pollution Control Operators, Operator of the Year, 1983
Water Pollution Control Federation/Illinois Water Pollution Control Association, William
D. Hatfield Award, 1984
Illinois Society of Water Pollution Control Operators, Kenneth Meredith Award, 1985
(\
ST. LOUIS. MO
CRAIG M. MUNDLE
PROFESSIONAL EXPERIENCE
'....,;J
Mr. Mundle joined EMC in March 1993 as Controller. His responsibilities include management
of all financial-related matters of the Company. In the administrative area,
Mr. MundIe is responsible for all company policies and procedures as well as managing
employee wage and benefits programs.
Mr. MundIe joined EMC with over sixteen years of results-oriented management and practical
accounting experience in both a publicly traded corporate environment as well as the public
accounting sector. Selected accomplishments include:
~ Managed staff reduction while increasing productivity through automation and job
realignment
~ Installation of a new accounting system inclusive of report design to facilitate
management's timely review of financial results
~ Reviewed state and federal tax requirements and formulated programs designed to
reduce tax liability
~ Successfully worked with governmental agencies to establish programs relative to \J
Mfmnative Action and Equal Employment Opportunity
EDUCATION
1976 Bachelor of Science in Accounting-Southern Illinois University (Carbondale)
Continuing professional education requirements have been maintained as required
by the American Institute of Certified Public Accountants.
MEMBERSHIPS
American Institute and Missouri Society of Certified Public Accountants
CERTIFICATION
Certified Public Accountant
..,
rj
JEFFREY R. MUMMERT
PROFESSIONAL EXPERIENCE
Mr. Mummert is EMC's Operations Specialist and reports directly to EMC's Vice President of
Operations. In this capacity his duties include corporate responsibility for the safety program,
evaluations and estimating for new facilities, identification of training needs and resources, and
providing operational, managerial, and technical support to the facility managers. Mr. Mummert
has demonstrated a proven ability to successfully manage a variety of projects while at EMC.
Some of these projects include:
~ Facilities Manager of a 1.4 MGD wastewater treatment facility in Benton, Illinois,
where h~ developed a preventive maintenance program and a s,afety program for the
facilities.
~ Facilities Manager of a water distribution system in West Frankfort, Illinois, serving
a population of 10,000.
r
~ Project Manager of a $4.5 million Design/Build/Operate project to replace
approximately 85 % of the water distribution system in West Frankfort, Illinois. Mr.
Mummert was directly responsible for the development of the project, including
coordination of all engineering and construction activities, and the installation of a
new utility billing program.
~ Start up of a wastewater collection system in Bourbonnais, Illinois. Mr. Mummert
was responsible for selection of facilities manager and staff, locating and leasing
operations facility, and purchase of the equipment needed to meet contractual
obligations.
Prior to joining EMC, Mr. Mummert was the chief operator of the wastewater treatment
facilities in Benton, Illinois. He was responsible for the operation and maintenance of the
facilities.
Mr. Mummert's experience also includes a position as engineering technician for a consulting
engineering firm. He has experience in design and construction inspection for a variety of
public works projects. Specific items of experience include:
. Concrete pavement design and construction inspection
. Storm sewer construction inspection
. Sanitary sewer design and construction inspection
. MFT summer street maintenance programs
. Watermain design and construction inspection
ST. LOUIS. MO
Jeffrey R. Mummert
Page Two
\.,1
EDUCATION
1978 Pre-Engineering, John A. Logan Community College
1984-1988 Business and Management, Rend Lake Community College
CERTIFICATION
Certified Engineering Technician, National Institute for Certification
in Engineering Technologies (NICET)
Illinois Class 1 Wastewater Operator
Missouri Class A Wastewater Operator
MEMBERSHIPS
Water Environment Federation
Illinois Association of Water Pollution Control Operators, Regional Chairman (1987-
1988)
Illinois Water Pollution Control Association
American Water Works Association
...,
....,
(\
CHRISTOPHER P. MCKEE
PROFESSIONAL EXPERIENCE
Mro McKee is EMC's Operations Specialist and reports directly to EMC's Vice President of
Operations 0 He is directly responsible for effluent quality assurance at EMC facilities. Other
responsibilities include: assured compliance with regulatory agencies, supervisor of daily
operation and maintenance activities at EMC's Monmouth, Illinois facUities, and coordinator of
engineering services to meet client needs.
Prior to joining EMC, Mr. McKee's experience included sampling analysis plans; an industrial
treatment plant upgrade that included the addition of an anoxic system and full aeration system
change-out; development of groundwater treatment systems using Fluidized Bed Reaction (FBR)
technology; phenol pretreatment using physical, chemical, and biological technologies;
groundwater treatability on CERCLA sites; development and evaluation of two-dimensional
water quality models; minimization of radioactive, hazardous, and mjxed waste; and wastewater
treatment plant laboratory work.
THE ADVENT GROUP - B~NTWOOD. TENNESSEE
Project Engineer June 1992 to April 1993
r
\
As a Project Engineer, Mr. McKee was responsible for providing technical input on
wastewater treatment projects, including treatability studies, conceptual design and cost
estimating, and development of integrated wastewater management plans designed to
meet regulatory criteria. Mr. McKee's in-hoqse responsibilities included management
of Advent's Treatability Lab.
WESTINGHOUSE HANFORD. RICHLAND. WA - 1990
Summer Engineer
ENVIRONMENTAL MANAGEMENT CORPORATION. ST. LOUIS.MO - 1989
Summer Engineer
EDUCATION
1992 M.S., Environmental and Water Resources Engineering, Vanderbilt University
1991 B.S., Civil and Environmental Engineering, Vanderbilt University
CERTIFICATION/MEMBERSHIP
('I
Engineer In Training, BIT - Tennessee, 1991
~
ST. LOUIS. MO
American Society of Civil Engineers
Water Environment Federation
\J
"will
.~
ROBERT W. GOELTZ
PROFESSIONAL EXPERIENCE
Mr. Goeltz is Vice President-Design/Build and Residll,als for EMC. His Design/Build
responsibilities include all phases including proposals, permitting, contract negotiations, design
and construction management. Mr. Goeltz's current projects include:
~ $15 million upgrade and expansion of the Mississippi River Wastewater Treatment
Facility for the City of St. Charles
~ $5 million plus new facility for treatment and disposal of the St. Louis Region's
medical waste
Recently successfully completed projects include:
~ $1.9 million upgrade of the City of St. Charles Missouri River Wastewater Treatment
Facility
~ $1.6 million upgrade of a facility to treat wastewater from a hog
processing plant in Monmouth, Illinois to enable it to meet effluent limits
of 10 CBOD, 12 TSS and 1.5 NH3-N
r
~ Unique grassroots facility to treat solid waste from Nestle Food Company
in Morton, Illinois
~ New wastewater treatment facilities for Rockwood School District in
St. Louis County including bond issue to fmance the project
As Director of Residuals, Mr. Goeltz oversees a Divi~ion that has over $1 million of land
application of biosolids contracts for both municipal and industrial clients.
1989-1991 INTERNATIONAL WASTE ENERGY SYSTEM
Process D~artment Manager/Project Manager (September. 1990to June, 1991)
Manager of a department of six engineers for the design and optimization of organic and
inorganic hazardous waste treatment facilities. Responsibilities include project
management, proposals, RCRA permit application support, detailed process design
packages, facility evaluation, operation"optimization, feasibility studies, manpower
estimates and scheduling, project and budget management.
r':
ST. LOUIS, MO
Robert W. GoeItz
Page Two
'-.I
Lead Process Engineer/Protect Engineer (February. 1990 to September. 1990)
Coordinated design team for hazardous waste incinerators and inorganic hazardous waste
treatment facilities. Responsibilities included heat and material balances, P&IDs,
equipment sizing and data sheets, RCRA permit part B NOD responses, and client
interphase. Coordinated mechanical, electrical, instrumentation and civil departments to
produce design packages.
Start-up Manager/Senior Process Engineer (May. 1989 to February. 1990)
Responsible for the commissioning and process start-up of a $100 million, 150 mmbtu/hr
rotary kiln hazardous waste incinerator. Project included tank farm and water treatment.
1980-1989 Clll?~lJ]v
Chemical Engineer (1988 to 1989)
Provided process support for seven gas plants and fields. Responsibilities included
troubleshooting, optimization, development of centralized gas accounting procedures and
negotiating equipment leases.
Lead Gas and Chemical Engineer (1985 to 1988)
Supervised two process engineers. Arranged priorities, assigned process work on a
division level covering eleven fields and gas plants. Responsibilities included process ...."
design, start-up, troubleshooting, plant optimization, and negotiation of gas contracts.
Lead Process Engineer at 350 Ton/Day Shale Semiworks Plant (1983 to 1985)
Supervised two engineers on shift work, responsible for plant start-up, operation,
collection and evaluation of data, and process design for commercial scale plant.
Process Design Engineer (1980 to 1983)
Designed process portion (heat and material balances, process flow diagrams, equipment
size and design, control schemes and mechanical design support) of the following
projects: grassroots hydrofmisher, grassroots crude distillation unit (including the
world's largest operating crude vacuum tower), coker debottlenecking, and crude unit
debottlenecking. Provided refmery technical assistance.
l?DUCATIlJ]V
1978 B.S. Chemical Engineering, Purdue University
Graduated with honors
Ml?MBl?RSlllP
Water Environment Federation
"""
WILLIAM J. NIEHOFF
PROFESSIONAL EXP:ERIENCE
Mr. Niehoff joined EMC in 1990 as Director of Operations-Residuals Management Division.
He is directly responsible for all phases of EMe s land application programs. His specific areas
of responsibility are:
~ Supervise and direct residuals removal for all EMC operations
~ Assure residuals application according to the IEP A, as well as other state regulatory
agencies.
~ Seek and acquire applicable farm ground
~ Communication with all residuals customers
~ Training of all EMC Residuals Division employees
~ Purchase, maintenance and replacement of all EMC equipment
~ Governmental, customer and EMC residuals reporting
r,
\
Previous professional experience includes:
. Sales Manager, Five Star Conctyte Company: Coordinating sales and bidding for a
large midwest ready mix firm which included ongoing customer relations and
development of new customers for the St. Louis. area.
. Director of Operations and Marketing, Envigro-Mate: Marketing, staffmg and
logistics for all aspects of land application in a small but growing residuals
management ftnn.
. President/owner of a farm equipment dealership in the Midwest; managed 30
employees in all aspects of marketing parts and services.
EDUCATION
1972
1978-1984
1991
1994
B.A. Economics; St. Mary's University, San Antonio, Texas
Milwaukee Area Technical College
Course: "Beneftcial Uses of Sludges"
Working toward Masters Degree in Business Administration
f
ST. LOUIS. MO
GREGORY H. COBOURN
PROFESSIONAL EXPERIENCE
."",
Mr. Coboum was named Facilities Manager of our Evansville Wastewater Treatment Facility
in August of 1992. He is responsible for two wastewater treatment facilities (18.6 MGD and
20.6 MGD) , 58 lift stations, and 53 significant industrial users. Mr. Coboum's responsibilities
include the management of 55 employees, and supervision of both operations and maintenance
departments in the two facilities. He is also responsible for effluent quality, performance-to-
budget, EP A monthly reports, purchasing and billing for facility supplies, and communications
with the City of Evansville.
Prior to his promotion to Evansville, Mr. Coboum was Facilities Manager for EMC's
St. Charles Missouri and Mississippi plants. He was responsible for effluent quality,
performance to budget, client satisfaction, maintenance and repair, communication with DNR,
land application of sludge and personnel training and safety.
Mr. Coboum had additional responsibilities in St. Charles for technical assistance during start-up
phases of new EMC projects. He has extensive knowledge with personal computers and a
variety of software.
For five years beginning in 1983, Mr. Cobourn worked for Donohue and Associates as an
Operations Specialist. His duties included plant troubleshooting, start-up, evaluation, operator
training, and preparation of O&M manuals. He was responsible for all O&M projects in ....,.
Illinois.
Mr. Cobourn taught a night school course, "Introduction to Wastewater Treatment and Activated
Sludge and Solids Handling" at Joliet Junior College from September 1987 to June, 1988.
EDUCATION
1978 B.S. Environmental Systems Technology, Southern Illinois University,
Edwardsville
CERTIFICATION
1987 Class 2 Sewage Treatment Works Operator, State of Illinois
1988 Class A Sewage Treatment Works Operator, State of Missouri
1992 Class IV Wastewater Treatment Plant Operator, State of Indiana
MEMBERSHIP
1978 Member of Water Pollution Control Federation
1983 Published article in WPCF Journal titled "Composite Correction Program to
Improve Plant Performance"
1992 Member of Indiana Water Pollution Control Association and Southwest Indiana "'"
Water Pollution Control Association
1993 Presented paper titled "Public/Private Partnership in Evansville" at the IWPCA
Annual Conference in Indianapolis
KENDALL COLEMAN
PROFESSIONAL EXPERIENCE
Mr. Coleman is the Facilities Manager for EMC's two 5 million gallons per day St. Charles,
Missouri wastewater facilities. He also manages EMC's Rockwood School District operations.
Prior to this position, Mr. Coleman served as Assistant Facilities Manager for EMC's St.
Charles, Missouri wastewater facilities. His responsibilities included supervision of operations
and maintenance personnel, effluent quality control, client service, cost control, safety
performance, and biosolids handling and disposal.
Mr. Coleman also served as EMC's Facilities Manager for Benton, Illinois Wastewater
Facilities.
Before joining EMC, Mr. Coleman worked for the City of Johnston City, Illinois in the Water
and Sewer Departments. During his nine years with the City, he was responsible for the City's
water distribution system and wastewater collection system. The latter two years he served as
superintendent of the wastewater treatment facility and collection system. Mr. Coleman reported
directly to the mayor. Mr. Coleman supervised the start-up of a 0.5 million gallon per day
extended aeration activated sludge facility with aerobic digestion and vacuum bed/chemical
dewatering.
(\
EDUCATION
1976-1978 Attended John A. Logan Community College
Course study: Coal Mining Technology
1981 John A. Logan Community College
Course study: Water Distribution SysteIU
1985-1986 John A. Logan Community College
Course study: Wastewater Treatment Facility Operations
1988-1989 Correspondence Course through California State University,
Operation of Wastewater Treatment Plants/Volumes I & II
1990- Present Various seminars and workshops on Supervisor and Manager Training
CERTIFICATION/MEMBERSHIP
Missouri Class A Wastewater Operator
Illinois Class 1 W l:!.st~water Operator
Illinois Class 1) Water Operator
(')
Water Environment Federation(WEF)
American W ater Works Association
Missouri Water Pollution Control Association
Illinois Association Water Pollution Control Operators
ST. LOUIS. MO
PAM SCHWEITZER
PROFESSIONAL EXPERIENCE
.~
Mrs. Schweitzer is the E1v.lC Director of Lab Services for the St. Charles, Missouri Facilities
and company-wide. Her career at E1v.lC began in 1984 when E1v.lC took over the operations and
maintenance of the two 5 MGD Facilities in St. Charles, Missouri. Her responsibilities at the
Facilities include direct supervision for all lab services. She is responsible for E1v.lC QA-QC
programs company-wide. This includes training of proper laboratory techniques and
computerized laboratory reporting.
Prior to joining EMC, Mrs. Schweitzer was the Laboratory Technician and Process Control
Specialist for the City of St. Charles. She was responsible for running all NPDES testing for
the Mississippi River Treatment Facility, the Missouri River Treatment Facility, S1. Charles
Trails Treatment Facility, and Heatherbrook Lagoon. Responsibilities also included running of
secondary process of the Mississippi River Facility, keeping and maintaining records of sludge
gallons, chemical costs, and manhours for sludge disposal, ordering supplies for the laboratory,
programming and running the plant computer, teaching the plant operators the proper techniques
for sampling, and running plant control tests.
Mrs. Schweitzer's article "QA/QC in the Lab-Paperwork from Hell or Effective Laboratory
Tool" was recently published in the February issue of Operations Forum, The Water
Environment Federation publication. Mrs. Schweitzer gave her presentation on QA/QC .""'"
September, 1993 at the Missouri Water and Wastewater Conference and, subsequently, has been
asked to speak before the Missouri Water Pollution Control Association Conference in April,
1994 in Kansas City, Missouri.
EDUCATION
1976 to 1977 Attended St. Louis Community College, Forest Park
1976 to 1977 Attended University of Missouri, St. Louis
1990-Present Enrolled in evening college at the University of Missouri, St. Louis.
Working toward a B. S. in Chemistry.
CERTIFICATION/MEMBERSHIPS
Missouri Class "B" Wastewater Operator
Member of the Water Environment Federation
Member of the Missouri Water and Wastewater Conference
Member Missouri WPCA Laboratory Practices Committee
Member Water Environment Federation Laboratory Practices Committee
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TIMOTHY L. BERKEMEIER
PROFESSIONAL EXPE:R1ENCE
Mr. Berkemeier is EMC's Laboratory Pretreatment Manager for their Evansville Facility. In
this capacity, Mr. Berkemeier oversees all facets and management of the Evansville wastewater
laboratory, i.e., ensures quality control and standard operating procedures are strictly maintained
within accepted limits, meets all State and EPA acceptance criteria, and ensures laboratory is
operated in an efficient and professional manner. He is responsible for both union and non-
union staff development, administration of the lab safety program, and the direction of the EMC
safety program.
Prior to his promotion to Pretreatment Manager, Mr. Berkemeier was Assistant Lab Manager
in the Evansville Pretreatment Laboratory for the Evansville Water & Sewer Utility. His
responsibilities at that time included tracking and monitoring industry discharges, coordinating
sampling and inspection of all permitted industries and supervision of lab technicians and
samplers.
Mr. Berkemeier has been Assistant Laboratory Manager of Plants for Evansville Water & Sewer
Utility, Chemical Instrument Technician, and Assistant Chemist.
EDUCATION
1976
B.S. Microbiology with Minor in Chemistry
MEMBERSHIP
Indiana Water Pollution Control Association (IWPCA)
Water Environment Federation (WEF)
Indiana Laboratory Practices Committee
ST. LOUIS. MO
JOSEPH R. MILLER
PROFESSIONAL EXPERIENCE
..."
Mr. Miller is a Project Development Manager. He joined the company in October, 1992 and
has concentrated on both project management and assisting villages/cities with municipal
management. He has used his public administration background to assist municipalities with
projects such as land reutilization, budget and facility plan analysis, and public relations.
Prior to joining EMC, Mr. Miller was with the City of St. Louis, Missouri. He worked with
business and neighborhood groups to use Block Grant money for neighborhood economic
development and beautification. While working for St. Louis City, Mr. Miller helped many
organizations put together budgets and grant applications.
While pursuing his degrees, Mr. Miller worked at several part-time positions including:
~ St. Louis University, Research Assistant-Department of Public Policy Studies. Mr.
Miller's projects included helping villages/cities complete annexation feasibility
studies, land use analyses and annual police audits. His municipal clients ranged
from 1,700 to 400,000.
~ Clayton, Missosuri Parks & Recreation Department, Head Maintenance Worker
~ MasterCard International, Contract Negotiator
"""". ...
~ St. Louis Priory High School, Teacher
EDUCATION
1992 Master's in Public Administration, St. Louis University, 4.0 GPA
1990 B.A. Sociology, Northwestern University
MEMBERSHIP
International City Management Association (lCMA)
American Society of Public Administrators (ASP A)
American Planning Association (APA)
Water Environment Federation (WEF)
American Public Works Association (APW A)
"""
C\.
PAUL Je MCKEE, JR., P.E.
PROFESSIONAL EXPERIENCE
PARlC CORPORATION AND ENVIRONMENTAL MANAGEMENT CORPORATION
Chairman/Chief Executive Officer
Two of the great strengths of Parle COlporation and Environmental Management
COlporation (EMC) are the innovation and creativity employed when defining the
company's mission and then implementing its goals. As chairman, Paul directs and
focuses these energies, adopting them to practical pUlposes which best meet the needs
of our clients and our organizations.
From Parle's and EMC's inception, Paul has taken the lead in revolutionizing
conventional approaches to construction and the environmental industries by focusing on
methods which provide the most cost-effective and timely services, while ensuring an
unmatched level of quality. Similarly, as a registered engineer, Paul envisioned that
many communities could improve their wastewater treatment practices, while realizing
cost savings, through the concept of privatization. In response, Paul established an
organization, ]3,MC, which builds and operates water and wastewater treatment facilities
and amortizes the total investments over time for local communities.
EDUCATION
(\
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1967 Civil Engineering Degree, Washington University
Registered Professional Engineer in the states of Illinois, Indiana, Iowa and
Missouri
CIVIC AND PROFESSIONAL
Young Presidents' Organization (YPO)
National Privatization Council
National Association of Arbitrators
Jefferson Bank & Trust of Creve Coeur-Board Member
Barnes-Jewish Inc/Christian Health Services COlporation- Vice Chairman of the Board
of Directors and chairs the Facilities Committee
St. Louis Regional Commerce and Growth Association-Vice President of the Board of
Directors, Chairman "Sold on St. Louis"
National Society of Professional Engineers
Missouri Society of Professional Engineers
National Association of Industrial and Office Parks (NAIOP)
American General Contractors (AGe)
Boy Scouts of America-Board Member
Guest Speaker at the American Institute of Architects (AlA) Forum on Design/Build and
at an NAIOP and Missouri Municipal League seminar on privatization opportunities.
ST. LOUIS. MO
PAUL J. MCKEE, JR., P.E.
Page 2
CIVIC AND PROFESSIONAL
(continued)
....,
He has been involved in charitable activities which reflect his particular interest in and
care for young people. He was instrumental in the development and building of Shelter
The Children, a group home for young women from unstable family situations. Besides
donating thousands of man-hours of labor, as well as materials, Paul encouraged other
contractors to make contributions and maintains an active interest in the home's
continuing success.
Paul is a Board Member of the National Council of Youth Leadership and co-chairs "30
Days of Fitness" and has been a leader in the development of positive-approach videos
for teenagers, including the official national film for Students Against Drunk Driving
(S.A.D.D.). He has served as chairman of the board of Chaminade Preparatory School
and the Academy of the Visitation. Paul and his wife, Midge, present courses on
marriage and family life to teenagers and young adults.
...,
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MICHAEL S. MCKEE
PROFESSIONAL EXPERIENCE
r
Mr. McKee joined EMC in 1984 as an Operations Specialist with a strong technical background.
During this time, he was instrumental in developing process quality control at all EMC facilities.
In 1989, Mr. McKee became EMC's Vice President of Operations and Marketing. In this
capacity, his responsibilities included the development of all new client cities and coordinating
of all EMC's marketing programs as well as provide overall technical services to all nine EMC
facilities. Mike also managed and supervised all facilities managers and 56 field employees.
Some of Mr. McKee's projects include:
~ The effluent quality produced at the 5.0 MGD EMC-Mt. Vernon, Illinois facility has
met standards since start-up, May, 1988.
~ Through Mr. McKee's direction, EMC expends considerable energy and resources
to maintain and increase staff effectiveness. All of EMC's staff are CPR and first aid
certified.
.. EMC's land application program at the St. Charles, Missouri facility has been
commended by the Department of Natural Resources.
t.
.. Mr. McKee worked directly with the Union's business agent to successfully negotiate
a new labor agreement for the EMC-Lin<;pln, Illinois employees.
.. Mr. McKee developed the concept, sold the concept, and now manages the team of
professionals for the City of Evansville at Evansville, Indiana consisting of one 18.6
MGD and one 20.6 MGD, 58 lift stations and 53 significant industrial discharges.
In October 1993, Mr. McKee became President/C.O.O. assuming the entire leadership
responsibility. Combining genuine commitment to quality management with stron.g leadership,
Mike directs EMC's daily operation with a steady hand. From the development of a client
relations program to ensuring customer satisfaction to the development of strong facility
managers, Mike continually inspires the EMC team to provide the best service in the industry.
As President/C.O.O., Mike holds the ultimate responsibility for carrying out the EMC team
mission of "satisfy customer environmental cost and compliance issues." He is pledged to
recruiting the best talented team leaders and facility managers available and to impacting the
corporate culture of integrity, excellence, innovation and, most of all, service to every activity
engaged by EMC.
ST. LOUIS. MO
Mr. Michael S. McKee
Page Two
EDUCATION
1973 B.s. Education, Minor in Biology, University of Missouri, Columbia
Completed 15 hours of graduate work in Biology at the University of Missouri,
S1. Louis
MEMBERSHIPS
Water Pollution Control Association (WPCA)
American Water Works Association (AWWA)
CERTIFICATION
Missouri Class A Wastewater License
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NO. EMC STANDARDS-AESTHETICS YES NO N/A
1. Facility grounds are free of accumulated debris
2. Grass is mowed and trimmed
3. Equipment and piping are painted, using proper color coding
4. Floors are free of grease and debris
5. Bearings, pumps, and equipment are free of excess grease
6. Screening areas are free of paper and debris
7. Facility sign is posted and well maintained
8. All building interiors are clean
9. All bathrooms are clean
10. All vehicles are clean
.' .
11. All windows are clean
12. All fencing around facility is free of weeds
13. Workshop areas are neat and clean
14. Drying beds are free of weeds
15. Breakroom is clean
,
16. All facility personnel are in proper uniform
....
17. Excessive amounts of filter flies are not present
18. Trickling filters are free of excessive amounts of slime and debris
..
19. Mechanical aeration equipment are free of excessive amounts of sludge
,'., ,.
20. Primary clarifiers are free of excessive amounts of scum
21. Secondary clarifiers are free of excessive amounts of scum
22. Laboratory is clean and apprentices are clean and in uniform
'".,
23. Effluent outfall area(s) are free of debris
'.,
24. Stabilization ponds are free of excessive weeds and/or algae
=4h' '. ,.,
25. No chemical spills are visible on the floors in chemical treatment units
, .
26. All weirs are clean.
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ENVIRONMENTAL MANAGEMENT CORPORATION
QUALITY INSPECTION TEAM CHECKLIST
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ST. LOUIS, MO
ENVIRONMENTAL MANAGEMENT CORPORATION
QUALITY INSPECTION TEAM CHECKLIST
NO. EMCSTANDARDS-OPERATIONS YES NO N/A
I. Discharge effluent meets USEP A and state standards
2. Adequate process control testing is being performed
3. Operational checklists exist and are completed daily
4. All reports, DMR's, and operating data are kept for 3 years
5. Reports are prepared in a timely and accurate manner
6. Innovative ideas are reflected in the facility
7. Efficient energy saving techniques are being utilized
8. All vital equipment is operational
9. No excessive odors are present
10. SOP's are prepared in the form of a manual and are easily accessible
II. Operational problems are addressed when detected
12. Good teamwork is evident
13. Emergency plans are prepared in the form of a manual and are easily accessible
14. SOP's are prepared in the forma of a manual and are easily accessible
15. O&M manual is available and easily accessible
16. As-built engineering drawings exist and are current and accurate
17. Stand-by power or equivalent is operating properly and is tested at least once a
month
18. Adequate alarm system is installed and functional
19. All treatment units, other than bask-ups, are in service
20. Work schedules exist and are followed at all times
21. Training is provided for operators who desire it
22. Hydraulic or organic overloads are evident
23. All flow measuring deceives are properly installed, operating, and maintained
24. Flow :records are properly installed maintained
25. Sharp drops or increases in flow valves are accounted for
26. Influent flow is measured before any recycle lines
27. Effluent flow is measured after any recycle lines
28. Flow entering flumes is distributed well across the channel and free of turbulence
29. Flume is clean and free of debris and deposits
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ENVIRONMENTAL MANAGEMENT CORPORATION
QUALITY INSPECTION TEAM CHECKLIST
NO. EMC STANDARDS - OPERATIONS YES NO N/A
30. Sidewalls of flume are vertical and smooth
31. Flume head is being measured at proper location
,~
32. Flume is proper size
33. Flume is operating under free flow conditions
34. Weirs are level
35. Upstream channel from weir is straight and free of turbulence
36. Weir stilling basin is sufficient in size and cleat of debris
37. Head measurements are properly recorded
38. Proper flow tables exist to check accuracy of flumes and weirs
39. Proper sludge blanket level devise is being used
40. D.O. levels in aeration tanks are maintained at proper levels
41. Chemical feed equipment is operating properly
42. Screening equipment is operating properly
43. Screenings are disposed of properly
44. Grit collection equipment is operating properly
45. Grit is disposed of properly
~
46. Pre-seration equipment is working properly
47. Barmunitor/comminutor is working properly
48. Activated sludge seration equipment is working properly
49. Clarifier weirs are level
50. Clarifier scum collection equipment is operating properly
51. Clarifier sludge collection equipment is operating properly
52. Chlorine feed equipment is operating properly
53. Adequate supply of chlorine is on head
54. Chlorine usage is logged daily
55. Chlorine cylinder scales are working properly
56. Chlorine contact tanks are free of floating and settleable solids
57. Sludge is being handled and disposed in accordance with federal,
state, and local regulations
58. Quantity of sludge removed is being documented along with date,
location, application rate, and the person moving it.
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ST, LOUIS. MO
NO. EMC STANDARDS - SAFETY YES NO N/A
I. Hard hats are available for visitors
2. Goggles are worn when necessary
3. Gloves are worn when necessary
4. Rubber boots with steel toes are provided and worn
5. Hearing protection equipment is available
6. Non-spark tools are available
7. Fire extinguisher are easily accessible and have been inspected
8. Oxygen deficiency/explosive gas mete is available
9. Safety harness is easily accessible
10. First-aid kits are stocked and easily accessible
II. Ladders for entering manholes or wetwells are available
12. Safety buoys are available at activated sludge plants
13. Life preservers are available at lagoons ,
14. Fiberglass or wooden ladders are available for electrical work
15. Traffic control signs and cones are available
16. Portsble hoist/crane is available
17, Railings are around all tanks and openings are chained off
18. Ladders have safety cases or safety slide rail
19. Hoists are available for equipment removal, e.g., pumps., aeration equipment
20. No pits or wetwells are left uncovered
21. Explosion proof fixtures are instslled where necessary
22. Equipment guards are in place
23. Dry wells are ventilated
24. Emergency telephone numbers are posted near telephones
25. Flammable liquids are properly stored
26. Trash cans are covered
27. All personnel are immunized for typhoid and tetanus
28. No cross connections exist
29. All electrical circuits are enclosed and identified
ENVIRONMENTAL MANAGEMENT CORPORATION
QUALITY INSPECTION TEAM CHECKLIST
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NO. EMC STANDARDS - SAFETY YES NO NIA
30. Electrical test equipment is available (voltage, amp meter)
31. Rubber mats are available for electrical work
32. Personnel is familiar with electrical work they perform
33. Personnel is trained in electrical lockout procedure
34. Electrical warning andlor caution signs are present
35. Voltage rated rubber lineman gloves are available
.. '.
36. Portable ground fault interrupter is available and being used
~ ."
37. All standing chlorine cylinders are chained in place
38. All personnel are trained in the proper use of chlorine .
39. Chlorine leak alarm is present and functional
40. Proper chlorine repair kit is available
.". .0
41. Ammonia solution is available
42. Ventilator fan with an outside switch is present and operational and mounted neat floor
43. NIOSH approved SCBA are readily available
44. SCBA's are inspected and cleaned once a month
".
45. Respirator to protect the operator against dust inhalation is available
.
46. All personnel are trained in the proper handling of chemicals
47. Proper safety clothing is available for chemical handling
48. The facility is in compliance with the 6 employer responsibilities of the Worker Right to
Know Law (p.A. 83-240)
49. Emergency Action Plan is on file at local fire department
50. Emergency Action Plan is on file with Emergency Agency
51. There is no contaminant of chemical storage areas, including curbing and floor drains
52. Eye wash and shower station is available and functional
........ ..
53. Fume hood is present and functional
54. Emergency SOP for acid spill is posted and understood by all personnel
55. Lab safety devices are available and in use
56. Non-potable water signs are posted
57. Chlorine hazard sign is posted
58. No smoking signs are posted
ENVIRONMENTAL MANAGEMENT CORPORATION
QUALITY INSPECTION TEAM CHECKLIST
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ST. LOUIS, MO
NO. EMC STANDARDS - SAFETY YES NO N/A
59. High voltage signs are posted
60. "Watch Your Step" signs are posted in necessary areas
61. Exit signs are posted
62. 14 safety programs are presented each year
63. A suitable piping identification system is used
64. Employees are provided with a shower and lockers
65. All employees are certified in first-aid and CPR
66. Keep-OutINo Trespassing signs are posted around facility grounds
67. MSDS sheets are prepared in a notebook and are easily accessible
.
ENVIRONMENTAL MANAGEMENT CORPORATION
QUALITY INSPECTION TEAM CHECKLIST
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