HomeMy WebLinkAboutOpening Request for Qualifications - SB Pinhook WTP Guaranteed Savings Contract - Reynolds Construction
CITY OF SOUTH BEND, INDIANA
REQUEST FOR QUALIFICATIONS
FROM PROVIDERS OF A
Reynolds Construction
1119 Keystone Way, Suite 201
Carmel, IN 46032
Primary Contact: Doug Tischbein, (317) 371-7272
doug.tischbein@reynoldscon.com
Secondary Contact: Soctt Huber, (812) 791-2879
scott.huber@reynoldscon.com
October 13, 2020
TABLE OF CONTENTS
Cover Letter 1
Table of Contents 2
Letter from Company President 3
Executive Summary 4
Section 1:Company Background & Qualifications6
Section 2: References19
Section 3: Technical Approach 23
Section 4: Project Implementation 35
Section 5: Financial Approach43
Section 6: Guarantee Management50
Section 7: Notarized Form 54
Section 8: Prequalification Form with AttachmentsNot included in
page count
Appendix
Financial StatementNot included in
page count
City of South Bend: Pinhook WTP Improvements Project Guaranteed Savings Contract
2
October 13, 2020
Office of the City of South Bend
Indiana, Board of Public Works
Attn: Mr. Finnian Cavanaugh
227 West Jefferson Blvd.
South Bend,Indiana 46601
Dear Mr. Sturgill and Committee members,
On behalf of Reynolds Construction, I wanted to write and say what an honor it is to have our team submitting to
you today for the improvements at the Pinhook Water Treatment Plant. Sounds like an exciting project, and one
with a scope of work that our team is very familiar with. I want you to know that as an owner and President of the
company, you have my personal commitment to make the success of this project a priority.
Although our resumé for GSC references is limited, I know our team will work harder to make sure you are a
Reynolds delighted client when this project is complete.
We look forward to and remain committed to the success of this project and earning the position of being
recognized as a long-term partner for the City of South Bend and American Structurepoint.
Sincerely,
Reynolds Construction, LLC
Les Archer, PE, DBIA
President
6225 N County Road 75 E, Orleans, IN 47452 | Office: (877) 770-0127 | Fax: (812) 666-3691
3
EXECUTIVE SUMMARY
CITY OF SOUTH BEND: PINHOOK WTP IMPROVEMENTS PROJECT GUARANTEED SAVINGS CONTRACT
EXECUTIVE SUMMARY
INTRODUCTION
Reynolds Construction is honored to be considered a partner for this important project at the Pinhook Water Treatment
Plant. Our team appreciates being invited to participate in this opportunity and we feel the decision-making committee
will witness that our approach is more comprehensive, cost effective and will fulfill more of the long-term needs of the
plant. The focus of Reynolds Construction is to maximize the amount of work that can be completed during the defined
operational shut-down period to avoid additional shutdowns which may be associated with a phasing approach.
Our team is offering 2 separate options for completing the work required at the plant. The first option meets the intent
of the RFQ and includes the stated scope of work in the solicitation. The second option offers a structure to increase
the scope of work and include additional items which have been identified and will be required in the future. It is
anticipated by both the staff of the plant and representatives of American Structurepoint that the Pinhook plant will
need to be taken out of service for a period of time to complete the work identified on the priority list. Our second option
offers a project structure which accelerates the schedule, takes advantage of the shutdown period, and completes a
more comprehensive scope of work at the plant.
As mentioned during the walk thru, the identified scope of work for this project is being driven by the budget which was
stated to be approximately $1.2M. This estimate could grow or be reduced once our team shuts down the plant and
the unforeseen conditions are exposed. Based on our history with projects like this one, we anticipate the scope will
be reduced which will provide more funding for other scope items to be completed. However, we do not think the
additional funds will be enough to afford the total improvements required for the plant. The basis of design identifies
improvements for the entire plant to be closer to $3M to $3.5M.
In an effort to accomplish a more comprehensive modernization plan, Reynolds is proposing funding this project
utilizing an alternative tax-exempt financing structure Since the financial markets are offering long term tax-exempt
financing structures at historically low interest rates, the ity should seriously consider this option. This structure
will allow the City to complete a more comprehensive project now, avoid multiple phases of work
shutdowns and spread the costs out over time.
Our proposed financing structure includes the following.
Fixed tax-exempt rate range 2% 2.7%6.The City will not make a payment until receiving
No down payments or reserves requiredbeneficial use of the plant improvements, which is
Non-appropriated structure, not consideredscheduled for August 2021.
constitutional debt7.Funds are immediately available at closing
Financing term aligns with the life of the new assets
Lower issuance costs than traditional financing
methods
The request for Qualifications states the City may implement the capital improvements in several phases over a three
(3)to five (5) year period. If the City has identified funding sources for future work, then a more in-depth discussion
about utilizing alternative financing would prove to be beneficial. Reynolds Construction offers this alternative funding
plan so a phased in approach can be avoided.
The Reynolds team has developed preliminary strategies to assist in reducing the investment required for this
rehabilitation work while maintaining the highest standard of quality. Reynolds is proposing a fixed fee agreement set
at 8%. The design documents estimate a 15% overhead and profit for construction, this reduction of fees is an indication
of our commitment to bring this project in at the highest quality standards and under budget.
Reynolds Construction has completed more than 70 Alternative Delivery projects over the past several years with a
total value of more than $800 Million. Our construction team, one of the largest in the state, has over 75 years of
experience specializing in progressive design-build construction in the water and wastewater industry. Doug Tischbein,
manager of GSC services for Reynolds, has over 30 years of experience completing projects under the GSC statute.
Page | 4
EXECUTIVE SUMMARY
CITY OF SOUTH BEND: PINHOOK WTP IMPROVEMENTS PROJECT GUARANTEED SAVINGS CONTRACT
Combining these 2 talents into one business unit, allows us to focus on providing the City with the most transparent,
lowest cost, highest quality GSC project.
We understand the importance and urgency this project has. Our team is ready to
Important decisions for this
immediately integrate and collaborate with the City’s team. This collaboration will
project will be made based on
include 100% transparent and understandable cost controls along with open
having the right data and the
communication between the stakeholders. We know these are some of the project
right information in an open
qualities you will require from a partner. We know the City’s team will see a
format so fact-based
significant difference in Reynolds’ contracting and financing approach. The
decisions can be made.
difference will be in turn-key responsibility, collaboration, value engineering, cost
effective constructability methods, and true transparency.
DESIGN-BUILD APPROACH
A successful project starts with a thoughtful design. We will begin our efforts with a collaborative design kickoff. This
workshop will jump-start the project and be an instrumental forum for decision making. We will include a talented group
of experts in the value-engineering process. Your dedicated project manager (Michael Benter) and design manager
(Scott Huber) will be involved with the project from start to finish. Our team will use proven tools we have developed
for DB delivery and engage numerous subject-matter-experts throughout the design process. This group includes
construction superintendents, estimators, design engineers and owner representatives, equipment vendors, electrical
and specialty subcontractors. Collectively, these individuals have the knowledge to identify risks, challenges, and
solutions that will ensure this project is successful.
COST MANAGEMENT APPROACH
We understand that working collaboratively to develop and deliver long-term cost-effective improvements is critical to
the success of this project. We appreciate that the City’s team will entrust us to manage this budget as if it is our own.
We do not take this responsibility lightly. From the beginning of design to the completion of startup, we will maintain a
transparent and thorough budget for this project. As each phase of design is completed, we will create a more refined
estimate for the project. We will plan to self-perform the backbone of the project with our own workforce and will pre-
plan our work to ensure we make every dollar counts. We will engage vendors early and often to ensure we incorporate
the most economical and responsible solutions. At each design stage, we will provide the City with a Guaranteed
Maximum Price for the project. Drawing on our years of experience, we are confident in our ability to drive the project
to completion for a well-defined achievable budget.
SUMMARY
In closing, the City of South Bend and American Structurepoint has issued this Request for Qualifications to review the
technical qualifications of the contractors submitting their responses. We are sure American Structurepoint has
completed work with all the firms responding and can attest we are all well qualified, are all certified GSC contractors
in the state of Indiana, and have each completed work very similar to the work required at the Pinhook plant. What
differentiates Reynolds Construction is our openness, transparency, commitments, and financial approach to complete
more work in a single phase. As outlined in the RFQ, under the General section #10, Reynolds will work diligently to
submit a GMP early in the design process, typically at 30% and 60% design levels. Concurrently Reynolds will be
working on the financing package and are very confident the schedule published in the RFQ will not be jeopardized.
Be assured, the Reynolds executive leadership is committing our best resources, from start to finish, to make sure the
City is a highly satisfied client when the project is complete. The Reynolds design-build team has the experience and
the focus this project requires. We believe that when you have reviewed our proposal, interviewed our team, and we
have the opportunity to prepare a preliminary cost model, schedule, value engineering and management approach,
the City’s Team will be confident that selecting Reynolds for this project was the right decision.
Page | 5
SECTION 1: COMPANY BACKGROUND
CITY OF SOUTH BEND: PINHOOK WTP IMPROVEMENTS PROJECT GUARANTEED SAVINGS CONTRACT
COMPANY BACKGROUND AND QUALIFICATIONS
COMPANY BACKGROUND AND QUALIFICATIONS
CITY OF SOUTH BEND: PINHOOK WTP IMPROVEMENTS PROJECT GUARANTEED SAVINGS CONTRACT
COMPANY BACKGROUND AND
QUALIFICATIONS
PROVIDER HISTORY
A. Provide a history of the Provider with a
statement about company mission, vision, and
values.
Reynolds Construction, LLC, is an employee-owned
construction company providing water and wastewater
infrastructure solutions to communities in Indiana since the
1930’s.
The Reynolds name has long been recognized as an
industry leader in water/wastewater infrastructure. The
Reynolds’ legacy began in the mid 1930’s under the name
From humble beginnings,
John L. Reynolds & Sons. After continued growth, the
company first incorporated in Indiana in 1965 as John
Reynolds & Sons, Inc., then later as Reynolds, Inc. in 1987.
The company merged with Layne Christensen Company in
2005 as two separate operating divisions, Reynolds Inc.,
and Reynolds Inliner. In 2012, Reynolds, Inc. assumed the
name Layne Heavy Civil, Inc and continued operations as
thst
such until April 30, 2017. On May 1, 2017, a privately held
group, including former owner Jeff Reynolds, and members
to extensive infrastructure construction
of senior management, acquired the assets of the Heavy
projects
Civil business and began operations as Reynolds
Construction, LLC.
OPERATIONS STATISTICS
In the last 75 years, the companies mentioned above:
constructed more than 230 treatment plants
installed more than 18 million feet of pipeline.
In the last 15 years:
contracted over $804 million in Collaborative Delivery contracts including:
o Design-Build, Design-Build-Operate, and Construction Management at Risk
Reynolds currently:
employs nearly 400people
owns an equipment fleet valued in excess of $17 million.
has 9 nationwide offices:
o Orleans, Indiana (headquarters), Carmel, Indiana, Alabama, Colorado, Florida (3 offices
Jacksonville, Sarasota/Tampa, and Davie, Georgia, Pennsylvania, and Tennessee.
MISSION/GOALS/VALUES/BELIEFS
Reynolds focuses on the safety of our employees, the public, and the environment, as we continue to contribute to the
sustainability of our nation’s water supply and management systems. Repeat business is a hallmark of our company
due to our consistent ability to deliver results. This can only be achieved due to the fact: We employ high-quality,
skilled, individuals at all levels of the company.
Page | 6
COMPANY BACKGROUND AND QUALIFICATIONS
CITY OF SOUTH BEND: PINHOOK WTP IMPROVEMENTS PROJECT GUARANTEED SAVINGS CONTRACT
OUR BELIEFSOUR VALUES
With experience
WATER is our most precious Be Safe
spanning over 75
natural resource. We must Work Hard
years, Reynolds still
utilize it responsibly. Work Together
holds true to
Have Integrity
PEOPLE are our greatest
Respect People & Our
essential values and
asset. We will foster an
Environment
views
environment to promote
Listen
their growth and
Get Better
advancement.
Create Value
Do What We Say
COMMUNITIES are vital to
Have Fun
our success. We will engage
locally to improve the
quality of life for all.
PROVIDER INFORMATION
B. Include the following information on the Provider
B.1 COMPANY NAME
Reynolds Construction, LLC dba Reynolds Construction of Indiana, LLC
B.2 ADDRESS
1119 N Keystone Way, Suite 201
Carmel, IN 46032
B.3 TELEPHONE NUMBER
(877) 770-0127
B.4 FAX NUMBER
(812) 666-3691
B.5 CONTACT PERSON FOR THIS PROJECT
Doug Tischbein (317)371.7272
doug.tischbein@reynoldscon.com
PROVIDER’S QUALIFICATIONS AND MANAGEMENT
C. Provider’s Qualifications and Management
C.1 NUMBER OF YEARS COMPANY HAS OPERATED IN INDIANA
75 years+. While Reynolds Construction, LLC began operations May 1, 2017, the current leadership and many of the
key staff have been involved in similar capacities for former operating groups which have a business history of over 75
years.
C.2 NUMBER OF EMPLOYEES RESIDING IN INDIANA
99
Page | 7
COMPANY BACKGROUND AND QUALIFICATIONS
CITY OF SOUTH BEND: PINHOOK WTP IMPROVEMENTS PROJECT GUARANTEED SAVINGS CONTRACT
C.3 COMPANY OFFICERS
REYNOLDS CONSTRUCTION COMPANY OFFICERS
First Name MI LastJoined the Years
TitleBusiness AddressCitySTZip
company* Exp.
Jeff J. Reynolds Director 198236 6225 N Co Road 75 E Orleans IN47452
Les F. Archer, PE President 200032 6225 N Co Road 75 E Orleans IN47452
DBIA
Kevin F. Strott Executive VP 200040 1775 East 69th Ave. Denver CO 80229
Kevin D. ShemwellExecutive VP 200819 300 East Broad St. FairburnGA30213
M. Paul Burton, Executive VP 198434 6225 N Co Road 75 E Orleans IN47452
DBIA
Elizabeth L. Smith Executive VP 199325 6225 N Co Road 75 E Orleans IN47452
William R. RyonVice President 198634 1825 Lebanon Pike NashvilleTN 37210
John R. Chase Vice President 201717 12421 San Jose Blvd., Jacksonville FL32223
Suite 200B
th
ChristopherVice President 201831 1775 East 69 Ave. Denver CO 80229
Schneider
Adam K. Ralph, Vice President 200217 6225 N Co Road 75 E Orleans IN47452
DBIA
Randolph E. Vice President 199129 6225 N Co Road 75 E Orleans IN47452
Tummers
Jeffrey P. BerningVice President 199933 6225 N Co Road 75 E Orleans IN47452
Timothy C. WileyVice President 199334 12421 San Jose Blvd., Jacksonville FL32223
Suite 200B
Joshua Vondersaar Vice President 201323 300 East Broad St. FairburnGA30213
Patrick M. StalkerVice President 198929 12535 Orange Drive, Davie FL33330
Suite 603
Eduardo Medina Vice President 201022 12535 Orange Drive, Davie FL33330
Suite 603
Scott Huber, PE Vice President 201926 1119 N Keystone Way, Carmel IN46032
Suite 201
David G. SchrettnerAssistant 200526 210 Kelly Road Quakertown PA 18951
Secretary
Lisa R. Parker Assistant 200427 6225 N Co Road 75 E Orleans IN47452
Secretary
Wendy C. ScudderAssistant 200943 1825 Lebanon Pike NashvilleTN 37210
Secretary
th
Jon D. Kinney Assistant 200830 1775 East 69 Ave. Denver CO 80229
Secretary
Ira J. Davis Assistant 201530 300 East Broad St. FairburnGA30213
Secretary
Jeanie M. Lucas Assistant 20138 12421 San Jose Blvd., Jacksonville FL32223
Secretary Suite 200B
Stephanie A. Keffer Assistant 200825 210 Kelly Road Quakertown PA 18951
Secretary
*The dates indicated are based on when the employee first joined Reynolds Construction, LLC and/or one of the former
company’s in the Reynolds history (Reynolds, Inc. or Layne Heavy Civil, Inc.).
Page | 8
COMPANY BACKGROUND AND QUALIFICATIONS
CITY OF SOUTH BEND: PINHOOK WTP IMPROVEMENTS PROJECT GUARANTEED SAVINGS CONTRACT
C. 4 PERSONNEL RESPONSIBLE
List the personnel employed by the Provider responsible for this project. Include a resume on each
person listing education, experience, work history, and responsibilities on this project.
Please refer to the end of Section 1 for full resumes of key personnel.
ROLENAME RESPONSIBILIITES
Midwest Executive M. Paul Burton, Value Engineering (VE), Constructability Reviews
VP DBIA
VP Facilities Adam Ralph, DBIA VE, Constructability Reviews, Operations Planning
VE, Designer interaction, equipment supplier coordination, scheduler of
Design Manager Scott Huber, PE
alternate options to save time, energy evaluations and studies, evaluate
options to increase plant capacity
Project Manager MichaelBenter VE, Client Satisfaction, Overall Project Management, Project Contact,
Project Resource Allocation, Schedule Compliance, Budget Control,
Contract Compliance, Attend Project Meetings, Develop GMP Project
Cost, Coordinate Vendor Procurement, and QA/QC Management
Superintendent James BartrumOn-siteProject Contact, Manage and Schedule Daily On-site
Construction Activities, Preparation of Daily Reports, Oversee Delivery of
Materials and Equipment, Coordination with Contractors, Responsible for
On-site Safety, QA/QC Procedure Conformance and Reporting,
Office/Field Liaison, Attend Project Meetings, and Maintenance of Record
Drawings.
Safety Daniel Brock, CSHS, Oversee Site Safety Plan Implementation. Perform Site Safety Audits,
RepresentativeCHSTAttend Project Meetings as Required, and Subcontractor Safety Training.
C.5 FINANCIAL REPORT
Please refer to attached Financial Statement in the Appendix.
Page | 9
COMPANY BACKGROUND AND QUALIFICATIONS
CITY OF SOUTH BEND: PINHOOK WTP IMPROVEMENTS PROJECT GUARANTEED SAVINGS CONTRACT
C.6 FIRM’S CERTIFICATION OF QUALIFICATION
Page | 10
COMPANY BACKGROUND AND QUALIFICATIONS
CITY OF SOUTH BEND: PINHOOK WTP IMPROVEMENTS PROJECT GUARANTEED SAVINGS CONTRACT
C.7 Identify Professional Engineersdirectly employedby the Providerresponsible forthis project.
Include license number of the person responsible for the project.
Professional Engineers are beneficial to construction companies because they have the ability to ensure that work is
constructed safely. That is why construction firms employ them and most are structural engineers. Our Professional
Engineers are designers with true process design experience and that enhances the value we bring to owners and the
GSC process.
The President of Reynolds, Les Archer, P.E., not only is our leader, he is a designer of water and wastewater facilities.
Scott Huber is also a PE licensed in the State of Indiana, PE# 79800187. Throughout his career he has designed
numerous wastewater treatment plants, plant upgrades, and pump stations for municipalities in Indiana and Illinois.
He has a Master’s Degree in environmental engineering and uses his technical and construction experience to solve
problems for owners. He will be leading Reynolds’ design collaboration efforts on the project.
SELF-PERFORMED SERVICES
C.8 Describe if the Provider is a manufacturer, contractor, or engineering firm. Clearly
delineate what services or products the Provider is including from their own company as part of
the project.
I n addition to being a Qualified GSC Provider, Reynolds is also the General Contractor for this project. Typically, we
self-perform 70 to 80% of the work with our own labor force. Historically, these capabilities have been critical to
achieving the lowest possible cost and adhering to a tight schedule. Reynolds typically self-performs the following
work items:
River intakes and pump stationsProcess equipment installation
Site excavation/earthwork/gradingValve and Pump Replacement
Carpentry
Yard piping of all types
Concrete forming and placing
Exposed process piping of all types
Structural steel and miscellaneous metalsSeeding and restoration
Pipeline installationStartup and testing
Reynolds recently completedof the Muncie Water
Treatment Plant project. The project included upgrades to
the treatment process and the addition of ultraviolet
disinfection, creating an additional layer of protection to the
system. Reynolds was the Design-Builder on the project.
Page | 11
M.PAUL BURTON, DBIA| Project Executive (Midwest EVP)
Education:
Summary of Qualifications
B.S., Financial Management,
Mr. Burton shares an important part of the company’s rich heritage. He is the
Purdue University
second generation of the Burton family to significantly contribute to the business,
following his father who is credited with starting the Plant division for Reynolds,
Professional Registration:
Inc. in 1970. With over 36 years of construction experience, Paul has served in
American Water Works
many roles involving both field and management and has worked continuously
Association- AWWA
with the business since joining Reynolds, Inc in 1984. In 2014 he was promoted
to Vice President of Layne Heavy Civil, Inc. Currently, Mr. Burton is Executive
Design-Build Institute of America-
Vice President for the Midwest Division of Reynolds. His responsibilities include
DBIA
oversight of this key operating division with historic annual revenues of nearly
$100 million and a specific emphasis on Integrated Project Delivery. Mr. Burton
Total Years Experience:
holds contractor’s licenses in several states.
36
Project Experience
Ellwood WTP and Raw Water Facilities: Pennsylvania American Water,
Joined Reynolds Construction:
Wampum, PA- Project Executive. Construction of a new 8MGD (expandable
1984*
to 16MGD) water treatment plant and raw water intake facilities with 35’
diameter, 165’ deep shaft for raw water intake, 3-500’ microtunnels, Open-
References:
Cut River crossing, and Two River intakes. Tunneling portion completed
Mark S. Gasvoda
June 2017. Completion March 2020. Contract Amount $80.2M.
President
Progressive Design-Build Allisonville Road Water Treatment Facility:
B.L. Anderson Company, Inc.
Indiana American Water, Noblesville, IN – Project Executive. The new
(765)463-1518
WTF will be constructed on the same property as the existing Allisonville
Road well and chemical treatment facility. The existing well on the site will
Andrew R. Dera
be retained (with pump and motor modifications), and an additional well will
Project Development Mgr
be constructed onsite at the WTF site.
LS Power
Progressive Design-Build Muncie WTF- Phase 2 Improvements:
(732)249-6750
Indiana American Water, Muncie, Indiana- Project Executive. The Phase
2 Improvements project involved a new chemical/ ultraviolet (UV) building
James Reilly
including storage and feed equipment for 7 chemicals and UltraViolet
Engineering
Disinfection equipment with 20”-42” exposed flanged Ductile Iron Pipe. A
American Water
new raw water intake and pump station, additions to an existing
(856)955-4222
administrative operations building including masonry construction with
hollowcore precast roofing and ancillary work, 4”-42” underground Ductile
and PVC pipe. Contract Amount $18.8M
CMAR Parkville WTP: Missouri American Water, Parkville, MO –
Project Executive. The project consisted of construction of a 5.0 MGD new
water treatment, and de-commissioning of an existing water treatment
plant belonging to Missouri-American Water Company in Parkville,
Missouri. The new plant is located approximately one mile from the location
of the previously existing plant. Contract Amount $20.7M. Completion date
June 15, 2018.
Progressive Design-Build Jacobson Reservoir Pump Improvements:
Kentucky American Water, Lexington, KY – Project Executive. This $3M
project completed May 30, 2014 and consisted of design / construction of the
*Date provided is indicative of the year the
following: changed the existing 2300 volt electric service to 480 volts;
employee either joined Reynolds Construction,
replaced existing switchgear; installed a standby generator; installed variable
or one of the former company’s in the Reynolds
frequency drive on two of the pumps; replaced two 100 HP pumps and motor
history (Reynolds, Inc. or Layne Heavy Civil,
Inc.).
and one 400 HP pump and motor; installed a new potassium permanganate
feed system/flow meter; and replaced existing building exhaust fans lights.
City of South Bend: Pinhook WTP Improvements Project GSC
Page | 12
ADAM RALPH, DBIA | Project Executive (VP Midwest Facilities)
Education:
Summary of Qualifications
BS, Economics, Wabash College
Mr. Ralph has 19 years of experience in the construction industry. He has
extensive experience as it relates to project management of water supply and
Professional Registration:
treatment projects. Adam performs numerous material quantity calculations,
Design-Build Institute of America-
DBIA- 2019 gathers material pricing quotes, and prepares material prices for the purpose of
construction cost estimating. He also performs the day to day activities pertaining
Total Years Experience:
to construction projects including preparing project schedules, shop-drawing
19
submittals, material purchase orders, work change orders, sub-contracts and
maintaining project budgets. Mr. Ralph coordinates with job superintendents daily
Joined Reynolds Construction:
and functions as the Owner’s point of contact for any communications or
2002*
construction coordination. He provides necessary information and direction to
design partners and reviews designs when engaged in design/build projects.
Training and Certifications
Adam holds a Bachelor of Arts in Economics.
OSHA 30-Hour
Project Experience
References:
Progressive Design-Build Muncie WTF- Phase 2 Improvements:
Andrew Degon
American Water Co- Indiana, Muncie, Indiana- Project Manager. The
Capital Power Corporation
Phase 2 portion involved a new chemical/ ultraviolet (UV) building including
Project Manager (He was PM for
storage and feed equipment for 7 chemicals and UltraViolet Disinfection
Dunkard Creek Project, no longer
equipment with 20”-42” exposed flanged Ductile Iron Pipe. A new raw water
works for same owner)
intake and pump station, additions to an existing administrative operations
(617) 330-1340
building including masonry construction with hollowcore precast roofing and
ADegon@capitalpower.com
ancillary work consisting of cast in place basin drain pump station to allow
them to better recycle supernatant water, 4”-42” underground Ductile and
Tim Glessner
PVC pipe. Contract Amount $18.8M
Gannett Fleming
Design-Build Newburgh WTP Consolidation & Chlorine Conversion:
(717) 763-7211
American Water Co- Indiana, Newburgh, Indiana – QA/QC. This project
tglessner@GFNET.com
included the design, permitting and construction of all improvements
Nick Joens
including a proposed 2MGD filter expansion, high services pump
Project Manager
replacement, a liquid chemical storage, feed and containment system for
Kiewit
sodium hypochlorite (12.5%), a permanent standby generator and
(402) 231-4222
installation of a 2 MGD well at the Scuffletown Wellfield. Contract Amount
Nicholas.Joens@kiewit.com
$3.4M. Completion March 2020.
Lump Sum Bid & Unit Price Bid TW Moses Basin: Citizens Energy
James Reilly
Group, Indianapolis, Indiana – Project Manager. This project included
Sr. Construction Engineer
replacing flocculator equipment and baffle walls, as well as repairing
American Water
concrete tanks while they were down. Contract Amount $1.9M. Completed
(856) 955-4222
April 30, 2020.
James.Reilly@amwater.com
CMAR Parkville WTP: Missouri American Water, Parkville, MO –
Project Manager. The project consisted of construction of a 5.0 MGC new
water treatment plant, and de-commissioning of an existing water
treatment plant. The new plant is located approximately one mile from the
location of the previously existing plant. Contract Amount $20.7M.
Completion date June 15, 2018.
CMAR Raw Water Intake and Pump Station: Missouri American Water,
MO – Project Manager. This $7.8M CMAR project ended May 7, 2012. New
*Date provided is indicative of the year the
raw water intake and pump station on an existing site for an existing Water
employee either joined Reynolds Construction,
or one of the former company’s in the Reynolds
Treatment Plant. Reynolds increased capacity and provided future capacity
history (Reynolds, Inc. or Layne Heavy Civil,
of 8.5 MGD in the new raw water intake. Kept existing system up and running
Inc.).
as Reynolds installed a new system with no environmental issues or
incidents working in the Missouri River.
City of South Bend: Pinhook WTP Improvements Project GSC
Page | 13
DOUG TISCHBEIN | GSC Services Manager
Education:
Summary of Qualifications
Bachelor of Science, University of
Mr. Tischbein is the GSC Services Manager for the Industrial Facilities Division
Wisconsin- Stout
of Reynolds Construction. With over 30 years industry experience Doug has
developed over $250 million in project throughout his career. He has extensive
Past Professional Affiliations:
experience in Performance Contracting and Energy Services in several market
National Association Energy
segment. He is a performance-driven leader providing vision for growth
Services Company
strategies, customer service and new market entries. The broad experience
overseeing business operations and developing monitoring and measuring
Indiana Society of Hospital
strategic planning and financial initiatives he has will assure customer
Engineers
satisfaction. Doug was instrumental in securing the first GSC contracts in the
state of Indiana as a prime contractor. These projects included the city of
Association of School Board
Bloomington Dillman plant project, the City of Winchester, and the City of Brazil
Officials – Indiana, Ohio, Michigan
Indiana. All projects included a major renovation to the WWTP facilities.
Previous Experience
School Boards
Association- Indiana, Ohio,
Energy Systems Group: Indianapolis, IN; 1996-2019
Michigan o Corporate Director of Business Development. 2009-2019.
Responsibilities: Developed and managed all customer service initiatives
to ensure the highest level of service to all prospective and current clients.
Awards:
Cultivated opportunities for growth to expand company footprint outside of
Energy User News - Best Medical
the existing branch territories. Identified and strategized sales plan for
Facility – 2001
business development opportunities in all regions to maximize all sales
efforts. Lead and coached regional business development teams to
Total Years Experience:
produce top results across the company. Developed and participated in
30+
corporate training initiatives for cost of operations-based selling. Created
budgets, forecast, and financial projections for organization. Managed
Joined Reynolds Construction:
large and key accounts in the Indiana market.
2019
o Regional Manager. 1999- 2009. Managed the day to day operations
including sales, engineering, and project management of offices in
References:
Indiana, Illinois, Michigan and Ohio. Expanded market share, increased
Mr. John Rice, PE, LEED AP
sales and successfully maintained customer base. Managed all hiring,
President and Principal,
training, forecasting, contract negotiations. Provided a team focused
Legacy Engineers
approach to ensure customer satisfaction throughout project development
th
1001 Avenue of the Americas, 20
focusing on multiple initiatives and activities simultaneously. Continually
Fl. New York, New York
met and exceeded sales plan and profit goals.
917.623.7028
o Sales Manager. 1997-1999. Launched first satellite office in Indianapolis
JRice@Legacy-engineers.com
including office setup, recruitment of staff and marketing efforts.
Developed, set and managed team sales efforts for sales staff of five
Mr. Jim Adams
employees in Indiana market. Responsible for development of
General Manager.,
performance goals and team building. Developed and organized sales
Performance Services Group
promotional marketing materials for team. Coordinated, coached and
801 E Old Settlers Blvd Ste 100,
mentored both engineering and sales for project specific efforts.
Round Rock, TX
Conducted client follow up calls to ensure the highest level of satisfaction
were being maintained. Prepared weekly, monthly summaries of the state
888-390-2700
of the business for senior management.
jadams@performanceservices.com
o Account Executive. 1996-1997. Recruited to Energy Systems Group as
the 11th employee of the startup strategic team. Created strategic plan for
all business development efforts. Developed Performance Contracts with
healthcare, education and municipal clients. Successfully developed the
first project outside of parent company service territory. Conducted audits
of customers’ facilities to determine facility conditions and needs.
City of South Bend: Pinhook WTP Improvements Project GSC
Page | 14
SCOTT HUBER, P.E.| Design Manager
Education:
Summary of Qualifications
B.S. Civil Engineering,
Mr. Huber possesses a unique combination of both design and construction
M.S. Environmental Engineering,
knowledge in the water/wastewater industry. With over 26 years of experience,
University of Illinois
he has solved challenging infrastructure problems for dozens of public and private
clients throughout the U.S. Scott began his career designing water and
Professional Registration:
wastewater projects for Indiana and Illinois municipalities. For the past 20 years,
Registered Professional
he has focused on the construction and integrated delivery of design-build civil
Engineer- IN 79800187
and environmental projects for private industrial, power, and water companies.
Scott enjoys finding cost-effective solutions for his clients and assembling teams
that achieve more working together than they could on their own.
Total Years Experience:
Project Experience
26
Bottom Ash Conversion: Santee Cooper, Pineville, SC – Controls
Joined Reynolds Construction:
Manager. New ash processing facility and WWTP. Contract Amount $54M.
2019 Completion 2017.
Mountaineer Generation Station: AEP, New Haven, WV – Operations
References:
Manager. Design Parameters: Design Influent Flow 600 GPM (0.86 MGD)
from FGD, WWT Facility, Combined Influent of CPS from FGD System and
Jon Burns
Landfill Leachate, Reduction of Selenium from an Influent Concentration of
Director of Transmission Services
2500 microgram/L to an Effluent Concentration of <25 microgram/L.
American Electric Power
Technology: Two Stage Biological Reactors, Integrated Project Delivery with
(614) 933-2206
GE Water & Process, and Technologies and HDR. Contract Amount $23M.
Completion 2012.
Doug Elliott
WTP/WWTP:Brandon Shores, Glen Burnie, MD – Combination water
Vice President
treatment and wastewater treatment plant with biological nitrogen removal.
Atlas Industrial Contractors
Contract Amount $29M. Completion 2009
(614) 735-3008
FGD WWTP: Duke Energy, Cayuga, IN – Project Manager. Alliance
contract with Babcock Wilcox Power for construction of a WWTP process
Jennifer Bailey, P.E.
building. Contract Amount $2M. Completion 2007.
Program & Process Manager
Marmet Lock Expansion: US ACOE, Belle, WV – Controls Manager.
Citizens Energy Group
$225M expansion of a critical lock on the Kanawha River. Completion 2005.
City of Waterford Waterford WTP, Waterford, OH – Construction of a new
(317) 964-9552
water treatment plant extracting water from the Muskingum Rover and
providing it to a new plant. Contract Amount $2.7M. Completion 2001.
CR 275 Sanitary Pump Station: Pittsboro, IN – Project Engineer. Design
of a new sanitary sewer duplex pump station and forcemain to allow Pittsboro
to develop a new industrial park. Contract Amount $2M.
WWTP Expansion: Watseka, IL – Design Manager. Expansion of the
Town’s wastewater plant and design of a new industrial sewer and lift station.
Including a new oxidation ditch, clarifiers, multiple pump stations and
anaerobic digester conversion. Contract Amount $5M.
Previous Work Experience
2018: Atlas Industrial Contractors – Columbus Ohio, Director of
Operations
2016-2017: Southern Environmental – Pensacola, Florida, Director –
Business Development
2013-2016: Davis Pickering Corporation – Marietta, Ohio, Vice
President
City of South Bend: Pinhook WTP Improvements Project GSC
Page | 15
MICHAEL BENTER| Project Manager
Education:
Summary of Qualifications
BS, Building Construction and
Mr. Benter has over 28 years of experience in the construction industry. His
Contracting, Purdue University
education and experience have given him the ability to work on a wide variety of
projects. His past work experience includes water and wastewater treatment
Training and Certifications:
plants, water distribution systems, wastewater collection systems, excavation and
OSHA 30-hour
earthwork projects, and material handling systems. His current responsibilities
include but are not limited to estimating, scheduling, budgeting, cost tracking and
Total Years Experience:
control, subcontractor and vendor coordination, and owner correspondence.
28
Project Experience
Joined Reynolds Construction:
Water Improvement Project Division “A” WTP: Town of Wolcott,
2008*
Wolcott, Indiana- Project Manager. The project included, but was not limited
to, the construction of a new water treatment plant, including a new forced
References:
aeration unit, two new high service pumps, new horizontal pressure filter,
Charlie C. Hemphill, P.E.
chemical feed equipment, mechanical and HVAC systems, new SCADA
Consultant to Tenaska, Inc.
system, and associated water mains, valves, plumbing, sanitary sewers,
1044 N. 115th Street, Ste 400
earthwork, electrical work, connections to existing water mains, and all other
work required for the complete and fully operational water treatment plant.
Omaha, NE 68154
Contract Amount $1.9M.
(402) 952-5823
Design-Build/Engineer-Procure-Construct: Hickory Run Energy Water
Infrastructure: Hickory Run Energy, LLC, New Castle Pennsylvania–
Zachary Dukes, P.E.
Project Manager. Water infrastructure to pump reclaimed water from the
Kentucky American Water
WWTP to the power plant included: reclaimed water pumping station at the
(859) 268-6352
NCSA municipal wastewater treatment plant site, approximately 3.3-mile-
zachery.dukes@amwater.com
long underground reclaimed water pipeline connecting the pumping station
to the power plant, approximately 0.7-mile-long underground process
Charles “Charlie” Adams, P.E.
wastewater pipeline from the Hickory Run Energy Station to the Mahoning
American Water
River, and a surface outfall to discharge the process wastewater into the
(337) 537-1423
Mahoning River. Contract Amount $12.8M. Completion December 2019.
(337) 378-7368
th
106 Street Wastewater Facilities Relocation: City of Fishers, Fishers,
IN – QA/QC. Project included installation of approximately 800 LF of 27” PVC
Sewer, 1,750 LF of 30” DIP Force Main, with a bore of 340 LF within 48”
casing pipe and 360 LF HDPE by HDD. Included with the work, manhole
structures, fittings, valves and appurtenances, clearing of ROW, a pre-
construction audio/video survey, construction engineering, maintenance of
traffic, erosion and sediment control measures, dewatering and maintenance
of flow as needed, and surface restoration. Contract Amount $1.9M.
Completion Date July 2016.
Progressive Design-Build- Fort Polk North & South Fort Wastewater
Treatment Plants Short-Term Improvements Project: American Water
Operations & Maintenance, Inc., Fort Polk, LA – Project Manager. This
$5.5M project began December 21, 2010 and ended June 25, 2014. The
existing two treatment plants will be decommissioned after the new WWTP
is constructed. In the interim, short-term improvements were completed to
improve their process performance and treatment consistency. These
improvements included additions and/or upgrades to aeration, clarification,
*Date provided is indicative of the year the
employee either joined Reynolds Construction,
sludge handling and drying, disinfection, and electrical systems.
or one of the former company’s in the Reynolds
history (Reynolds, Inc. or Layne Heavy Civil,
Inc.).
City of South Bend: Pinhook WTP Improvements Project GSC
Page | 16
JAMES BARTRUM| Superintendent
Training and Certifications:
Summary of Qualifications
OSHA 30-hour
Mr. Bartrum has over 21 years of experience in the construction industry,
Collector Well/Confined Space
specializing in carpentry, formwork, and water and wastewater construction. He
Rescue
has extensive training in underground and heavy construction, including machine
Confined Space Entry Training
trades, and has served in the capacity of laborer, equipment operator, crew
foreman, and superintendent. For the past 8 years, Mr. Bartrum has supervised
Training in Trench Safety and Soil
and trained personnel in the installation of large-scale water supply systems
Conditions
throughout the country and in a variety of geological settings. Additionally, Mr.
First Aid and CPR Training,
Bartrum has been responsible for the implementation of many significant design
American Red Cross
changes in the equipment associated with radial collector well installation and has
PADI Certified Open Water Diver
trained others in the art and science of caisson construction and lateral projection.
Specialized Training in Various
Project Experience
Pump, Design, and Shop Schools
Ellwood WTP and Raw Water Facilities: Pennsylvania American Water
Fall Protection Training
– Superintendent. Construction of a new 8MGD (expandable to 16MGD)
water treatment plant and raw water intake facilities with 35’ diameter, 165’
Crane Operator Training
deep shaft for raw water intake, 3-500’ microtunnels, Open-Cut River
crossing, and Two River intakes. Tunneling portion completed June 2017.
Total Years Experience:
Completion March 2020. Contract Amount $80.2M.
21
Monticello WWTP Improvements: City of Monticello, Monticello, IN –
Superintendent. This $11M project began October 2015 and was completed
Joined Reynolds Construction:
in November 2017. Project consisted of the upgrade of existing wastewater
1994*
treatment plant. Expanding is from 2.4 MGD to 3.6 MGD.
Design-Build EPC Services for Wet AD and Nutrient Recovery: Harvest
References:
Power Inc., Orlando, FL – Superintendent. This $25.9M project began July
John Zelenky
2012 and ended in December 2013. The project involved the implementation
American Water
of a proven European digestion technology. Plant recycles organic waste
Senior Construction Inspector
converting it to renewable energy through an anaerobic digestion process.
1025 Laurel Oak Rd.
Design-Build: Grand Gulf Nuclear Station Radial Well #6: Entergy
Vorheese, NJ 08043
Operations- Shaw Group, Port Gibson, MS – Superintendent. This project
John.Zelenky@amwater.com
began December 2009 and ended July 2012. This $14.8M project
constructed a well capable of supplying an additional 10,000 GPM to the
(717) 773-7673
existing Plant Service Water (PSW) system.
Collector Well #62: City of Sioux Falls, SD, Sioux Falls, SD –
Dan Jeannerat
Superintendent. This $1.9M project ended October 20, 2010. This project
Pennsylvania American Water consisted of a new 2-MGD horizontal collector well, well house, caisson and
1000’ of 10” underground pipe. The 19’ diameter precast panel well house
Plant Superintendent
and 16’ (ID) diameter caisson has four 12” stainless steel laterals totaling
352 Industrial Park Dr.
700 feet and 1 spare port for adding another lateral in the future if needed.
Wampum, PA 16157
The collector well uses (1) 100-HP vertical pump and a variable frequency
Dan.Jeannerat@amwater.com
drive (VFD) to pump the water to an existing 10” water main that feeds the
(724) 406-8334
Sioux Falls Water Purification Plant.
Collector Well: City of Canton, Canton, IL – Superintendent. This $4.5M
project ended August 2010. It consisted of a 19’ OD/16’ ID caisson 67’ deep,
four 12” stainless steel lateral screens totaling 830’ in length and a pre-
*Date provided is indicative of the year the
fabricated EFI Water-Shed water booster pump station with all necessary
employee either joined Reynolds Construction,
internal piping, pumps, motors and controls and telemetry. The pump station
or one of the former company’s in the Reynolds
holds three 2100 GPM pumps with a total design capacity of 5 MGD. This
history (Reynolds, Inc. or Layne Heavy Civil,
Inc.). pump station communicates remotely with the city’s water plant to determine
flow rates, pump run times and high/low water levels. ntrols and transfer
switch.
City of South Bend: Pinhook WTP Improvements Project GSC
Page | 17
DANIEL BROCK, CSHS, CHST | Safety Representative
Training and Certifications:
Summary of Qualifications
Certified Safety and Health
Mr. Brock has over 28 years of experience in the construction industry and has 26
Specialist Certificates for
years of experience with the Safety/Risk Management Department. He spent
Construction and General
several years in the field serving as an on-site Safety Manager. He is now
Industry Emphasis from Eastern
responsible for assisting the Vice President of Safety and Risk Management for
Kentucky University
all divisions of Reynolds Construction.
Construction Health and Safety
Responsibilities and Current Duties
Technician (BCSP)
Implement safety program to ensure compliance with regulations.
OSHA 500 & 501 (Outreach 10
Monitor worker compliance and implement corrections as needed.
and 30-hour instructor class)
Work with the management team to evaluate and enforce safety polices.
LG&E Passport Instructor
Working with project management for safety pre-planning.
CPE-Related Classes
Safety research and design, working with engineer to develop custom lifting
devices and fall protection/prevention devices.
Cardinal Carrier Forklift Train-the-
New job reviews with onsite supervisors.
Trainer program
Coach workers to understand safe working procedures to carry out their
Air Monitor Training for
assigned duties/task.
Calibration and Basic Repairs
Comprehensive incident investigations, leading and coaching.
(Crow-Con and BW
Compile and analyze trending data.
Technologies)
Assisting with JSA and hazard/GAP analysis.
Develop safety training programs. (i.e. Materials, Presentations)
American Red Cross First Aid and
Write Specific Safety Plans.
CPR instructor
Portable gas monitoring equipment repair and calibrations (BW Tech)
Total Years Experience:
DOT in house inspections.
28
Site Compliance Inspections. (Accident prevention, OSHA, RWSP)
In-house safety consulting.
Joined Reynolds Construction:
Assist with pre-qualification and safety questioners
1992*
Training Delivered to Employees
References:
Annual Employee Safety Training- Includes various OSHA and company
related topics
Dan Sheffer
Specialty training sessions (i.e. forklift & aerial lift operation)
Sheffer Engineering
Company Focused Sessions (i.e. stand down, company high emphasis)
(404) 557-3702
OSHA Compliance emphasis topics
OSHA 10-hour and 30-hour Construction and General Industry
LG&E Passport
Robert Summers
First Aid/CPR/AED/Blood-borne pathogens
EMI Safety
Qualified Signal Person (when required)
(404) 915-5204
New Hire Orientations
Donnie Richardson
Recent Project Experience
Granite Inliner
Design-Build Newburgh WTP Consolidation & Chlorine Conversion:
(270) 929-1053
American Water Co- Indiana, Newburgh, Indiana- Safety Manager.
This project includes the design, permitting and construction of all
improvements including a proposed 2MGD filter expansion, high services
*Date provided is indicative of the year the
pump replacement, a liquid chemical storage, feed and containment
employee either joined Reynolds Construction,
system for sodium hypochlorite (12.5%), a permanent standby generator
or one of the former company’s in the Reynolds
and installation of a 2 MGD well at the Scuffletown Wellfield. Contract
history (Reynolds, Inc. or Layne Heavy Civil,
Inc.).
Amount $3.4M. Completion March 2020.
City of South Bend: Pinhook WTP Improvements Project GSC
Page | 18
SECTION 2: REFERENCES
CITY OF SOUTH BEND: PINHOOK WTP IMPROVEMENTS PROJECT GUARANTEED SAVINGS CONTRACT
REFERENCES
REFERENCES
CITY OF SOUTH BEND: PINHOOK WTP IMPROVEMENTS PROJECT GUARANTEED SAVINGS CONTRACT
REFERENCES
Provide references with contact information for Indiana Guaranteed Savings Contract projects
completed. Include the location, scope of work, and personnel responsible.
Reynolds Construction is a fully certified Guaranteed Savings Contractor, licensed to conduct business under IC 36-1-
12.5 and can provide all the guarantees and documentation required by the statutes. Our list of active projects under
the GSC model is continuing to grow and we have been selected on several projects and are currently working through
the design phase.
The WTP design expertise of our management team is what truly enables us to add value to the project. The entire
Reynolds leadership team understands the importance of this project as identified in the commitment letter from Les
Archer, Owner and President of Reynolds Construction. We are committing our best resources to this project –
including an experienced PM (Michael Benter) who will be involved from start to finish. The following project profile
references showcase a glimpse of our experience that will benefit you on this project.
Provide a list of all of the water / wastewater utility projects the Provider has completed under the
terms of IC 36-1-12.5.
Please refer to the end of Section 2 for a list of Water / Wastewater Utility projects we have completed in Indiana.
OWNERS/ENGINNERS
“I wanted to let you know the work performed by
Reynold’s Construction at the MOAW St. Joseph
SHOW THEIR
treatment plant was exceptional. Everyone involved
on the project did a fantastic job and their efforts are
APPRECIATION TO
greatly appreciated. We look forward to working with
Reynold’s on future projects. Please tell the project
REYNOLDS
staff thank you.”
Sincerely,
“Indiana-American Water Company is very
Susan Harris
pleased with the performance of Reynolds
Project Manager
Construction on the Sheridan WWTP upgrades
American Water
project. As a valued and trusted business partner
for many years, Reynolds has demonstrated
exceptional service and cooperation on this
critical project that has allowed us to overcome
“We have worked well with all the Reynolds
budgetary restrictions and to meet completion
construction project management staff, site
deadlines. The Value-Engineering ideas you
superintendents and construction engineers. We
suggested at the headworks helped save us over
have not had one instance where Gannett Fleming
$1 Million on this project. Reynold’s ability to find
considered a member of the Reynolds construction
team was not an appropriate fit for the specific project
creative cost-savings ideas is one of the primary
to be built.”
reasons we consistently work with Reynolds.”
Very Truly Yours,
Sincerely,
Jeff Raffensperger
Mike Seals
Vice President, Principal Project Manager Water
Senior Engineering Project Manager
Practice
Indiana-American Water Company, Inc.
Gannett Fleming, Inc.
Page | 19
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ΛtğƩƷźğƌƌźƭƷƦğƭƷЊЉǤĻğƩƭΜ
CompletionContractProjectProject
ProjectNameCitySTEngineerDescription
DateAmountManagerSuperintendent
Newgroundwaterplantindependentfromtheexistingplant.Thenew
plantcapacityis6.0MGDexpandableto10MGD.Included:
AerationDetentionTank(steelconstruction);Typicalchemicalfeed
AllisonvilleRdWaterTreatment
NoblesvilleIN5/15/2020GannettFleming$17,083,911DanClarkDavidHammondrooms; ThreehorizontalPressureFilters;BackwashTanksburiedwith
Facility
precastlids;1.0MGClearWell(posttensionedconcrete);Threeeach
highservicepumps;Onenewgroundwaterwellof1.5MG;
Modificationstoanexistingwell
Replaceflocculatorequipmentandbafflewalls.Repairconcretetanks
TWMosesBasinIndianapolisIN4/30/2020CMID$1,935,200AdamRalphBryanWeber
whiledown
Newwatertreatmentplant,includinganewforcedaerationunit,two
newhighservicepumps,newhorizontalpressurefilter,chemicalfeed
TownofWolcott
Commonwealthequipment,mechanicalandHVACsystems,newSCADAsystem,and
WaterImprovementProjectDivisionWolcottIN3/25/2020$1,899,387MikeBenterBryanWeber
Engineers,Incassociatedwatermains,valves,plumbing,sanitarysewers,earthwork,
WaterTreatmentPlant
electricalwork,connectionstoexistingwatermains,andallotherwork
required
Design,permittingandconstructionofallimprovementsincludinga
proposed2MGDfilterexpansion,highservicespumpreplacement,a
NewburghWTPConsolidation&
Newburgh
IN3/18/2020Black&Veatch$3,498,997JuanBlacuttBradGutgsellliquidchemicalstorage,feedandcontainmentsystemforsodium
ChlorineConversion
hypochlorite(12.5%),apermanentstandbygeneratorandinstallation
ofa2MGDwellattheScuffletownWellfield.
SubstantialConstructnewchemicalbuilding,newrawwaterintakeandpump
MuncieWTFPhase2ImprovementsMuncieINJoelStillions
GannettFleming$19,700,415AdamRalph
10/21/2019station,addontotheexistingadminbuilding,andmisc.ancillarywork.
ConvertedexistingchlorinegasinjectionsystematbothMarlinand
OrmefacilitiestoSodiumHypochlorite.ProjectconsistedofnewFRP
bulktanks,HDPEdaytanks,SCADAsystem,chemicalinjectiontransfer
pumpsandfeedsystems,chemicalpiping,valvesandappurtenances.
MarlinandOrmeWTFChlorineGasThechlorinegassystemhadtostayoperationaluntiltheconversion
GreenwoodIN8/21/2019Black&Veatch$1,968,741JohnHallBradGutgsell
ConversionDBProjecttookplace.
Electrical,HVAC,Plumbing,Paintingandsitemodification/upgrade
scopesofworkwereincludedtocompletetheconversion.New
undergroundchemicalductbankswereinstalledwhileexisting
undergroundchemicalpipingremainedinuse.
Upgradeoftheexistingwastewatertreatmentplantincluding:new
headworksstructurewithonemechanicalscreenandbypassbar
screen,screeningswashercompactor,andfourrawsewagepumps;a
newgritremovalsystemwithtwovortexgrittanksandagritclassifier
inanewbuilding;newbiologicalselectorsystemwithananaerobic
basin,phaseseparatortank,andpreanoxictank;twonewstaged
aerationreactors;onenewsecondaryclarifierandrehabilitationoftwo
existingclarifiers;anewreturnactivatedsludgepumpstation;twonew
MonticelloWWTPImprovementsMonticelloIN11/30/2017WesslerEngineering$11,439,964DaleFleenorBudLandstrom
mechanicalclothmediafiltersinstalledinexistinggravitysandmedia
filtertanks;twonewinlineUVdisinfectionsunits;modificationstoan
existinggritbuildingincludingtheadditionoftwonewalumstorage
tanksandchemicalfeedequipment;threenewblowers,anelectrical
roomandoffice/laboratoryspace;anewstandbypowergenerator;and
allyardpiping,valves,electrical,instrumentation,controls,mechanical,
paving,andsiteworknecessaryforacompleteinstallation
Page | 20
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ΛtğƩƷźğƌƌźƭƷƦğƭƷЊЉǤĻğƩƭΜ
CompletionContractProjectProject
ProjectNameCitySTEngineerDescription
DateAmountManagerSuperintendent
Increasedthecapacityoftheexistingplantinorderto
minimize/eliminateoverflowsduringwetweather.Improvedscreening
Donohue&
MitchellWWTPImprovementsMitchellIN9/13/2016$2,573,269DaleFleenorBradGutgselloftherawsewageenteringthewastewatertreatmentplant.Repaired
Associates,Inc.
orreplacedsomeoftheagingequipmentandtoupgradetheexisting
electricalsystem.
William
ThompsonWilliamThompson
StadlerLiftStationandForceMain(Plant)(Plant)NewLiftStationwith8MGDwithsanitarysewersinstalledbyHDD
ColumbusIN8/1/2016GRWEngineers$2,947,933
acrossthecreek.
(and3rdSt.LiftStationDemolition)
JasonDavisTonyStalker(Utilities)
(Utilities))
Projectincludedinstallationofapproximately800LFofPVCSewer,
106thStreetWastewaterFacilitiesRandy
FishersIN7/1/2016VSEngineering$1,900,149TonyStalker1,750LFofDIPForceMain,withaboreof340LFwithincasing
RelocationTummers
pipeand360LFHDPEviaHDD.
Approx.8,125LFofnewsewerinterceptorpipe,installedata
Steven
CommonwealthJohhnyGibson,depthof15feet,toreplaceagingsewermain.(Approx.1,375LF
IN6/11/2015
EastSideInterceptorReplacementRichmond$12,883,259Mainord,
EngineersTimwinchellconstructedbytraditionalopencutmethod.Approx.6,750LF
BrianRieschick
constructedbytrenchlesstunnelingutilizingatunnelboringmachine.)
Phase1:StructuralmodificationstotheexistingWetWeatherBasinto
increasedcapacityandrelocatingtheinjectionpointsforsodium
hypochloriteandsodiumbisulfitetreatment.
2014WWTPProj
IN5/27/2015WesslerEngineering$1,240,955DaleFleenorBradGutgsell
WestLafayette
Phase2:ConsistedoftheconstructionofanewChemicalBuildingto
Area1&Area2Phase1
houseSodiumAluminatetanks,pumps,pipingandequipmentdesigned
forphosphorusremovalfromthewastewater.
Thisprojectconsistedofinstallingapprox2,000LFof24"36"HDPE
BelmontAdvancedWWTPLow
forcemainalongwithasectionofcuredinplacepipingtoreplace
PressureSecondaryEffluentForceIndianapolisIN9/30/2014TheEticaGroup$1,608,612JasonDavisTonyStalker
theexistingsecondaryeffluentforcemainwhichhasbecomevery
MainReplacement
pronetofailure.
Thisprojectconsistedofconstructinganewboosteradjacenttothe
existingboosterstation.Itincludedthree(3)newhorizontialsplitcase
WaterSystemImprovementsNew
Midwesternpumps,ductileironflangeandundergroundpiping,castinplace
FloydsKnobsIN3/25/2014$682,237SteveArvinCharlieCole
BoosterStationonDuffyRd.
Engineers,Inc.concrete,masonrywork,processvalves,painting,heating/air
conditioning,standbygeneratorsystem,electricalworkandselect
demolitionoftheexistingboosterstation.
WorkforSectionIincludedconstructionofanewpumpstation,anew
SoutheastWaterSystem
valvevault,anew2milliongallonwaterstoragetank,mechanical,
Improvements,SectionIPumpBloomingtonIN11/7/2013Black&Veatch$6,537,208SteveArvinDaveFee
electrical,andinstrumentationwork,sitework,andother
StationandTank
miscellaneousworkasrequired
InstallationofUV/AOPEquipmentprocuredbytheDistrictfromTrojan
Technologies;InterconnectingPlantPiping;EQChamber;UVRoom
Midwestern
PatokaPhVIIDivIIIUV/AOPDuboisIN12/11/2012$6,685,073DaleFleenorBradGutgsell(Block&Concrete);260,00GallonQuenchTank;ChlorinationRoom
Engineers,Inc.
overQuenchTank;ChlorinationEquipment;AmmoniaEquipment;
StandbyGenerator
Page | 21
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CompletionContractProjectProject
ProjectNameCitySTEngineerDescription
DateAmountManagerSuperintendent
WWTPImprovementsincluding:Demolitionofthree(3)steelsludge
treatmenttanks(1120'diameter,&275'diameter),preengineered
sludgepress/chemicalbuilding,existingmaintenancegarages,&
existingchlorinecontacttank;Renovationstotheexistingsludge
Commonwealth
WWTPImprovementsNewburghIN7/20/2012
$20,116,843SteveArvinEarlCaudillblowerbuilding,existingSBRblowerbuilding,existingadmin/control
Engineers
building,existingheadworksbuilding,andexistingSBRtanks4&5;
Sludgeremoval;Newconstructionoftwo(2)sludgetreatmenttanks
(106'diameter),newsludgeblowerbuilding,newSBRblowerbuilding,
newgritremovalbuilding,newSBRtanks6,7&8;&more
Phase1NewheadworksProjectNewHeadworksstructurewith
JimmyModglin
approx.1,600CYconcrete,newequipmentincludingAutoBarScreens,
WWTPAdditionsandImprovements
IN6/29/2012HNTBCorporation$6,896,032DanClarkDavidHammond,Asst
TerreHaute
twinPistaGrits,GritWashers&compactors,approx.930'of36",450'of
PhINewHeadworks
Superintendent
48",450'of30"&othermisc.pipe.
AddedanInfluentPumpStationwithautomaticscreeningequipment.
Bernardin,
BrandonThesewageisthenpumpedbyforcemaintothenewGritRemoval
MadisonWWTPImprovementsMadisonIN3/1/2012Lochmueller,&$2,773,061KeithHollingsworth
TarvinSystem.Modificationsarealsobeingmadetotheclarifierstructuresby
Associates,Inc
replacingcollectionequipment.
WWTPModificationsProjectcentersaroundnewodorcontrolsystem
CommonwealthconsistingofanewThermalProcessSystemBioFilterandAeration
WWTPModificationsFranklinIN3/1/2012$2,030,782DanClarkDavidFee
EngineersSystem,anewUVandNPWStructure,anewBarScreen@theexisting
Headworks,andothermiscellaneoussiteimprovements
Increasedpeakflowfrom10to20MGD;Theexpansionconsistedof:
adding/converting4equalizationbasinsintonewprimaryclarifiers,
twonew(90'x130')AerationTanks,twonew(90'DIA)Secondary
AndyZalla&
HNTBCorporation$18,172,751
WWTPUpgradePhaseIINoblesvilleIN11/3/2010JimmyModglinClarifiers,renovationoftheexistingchlorinecontactdisinfectiontank
DanClark
intoaUVdisinfectiontank,&anewEffluentPlantpumpingstation.The
existingfourPrimaries,twoAerationtanks,&twosecondaryclarifiers
rehabilitated
Page | 22
SECTION 3: TECHNICAL APPROACH
CITY OF SOUTH BEND: PINHOOK WTP IMPROVEMENTS PROJECT GUARANTEED SAVINGS CONTRACT
TECHNICAL APPROACH
TECHNICAL APPROACH: EXPERIENCE OF TEAM
CITY OF SOUTH BEND: PINHOOK WTP IMPROVEMENTS PROJECT GUARANTEED SAVINGS CONTRACT
EXPERIENCE OF TEAM’S TECHNICAL ABILITY
B.Providers are encouraged to present evidence of their team’s technical ability relative to such anticipated
scope of work by providing a list of water/wastewater experience of the team.
The key personnel proposed for this contract were selected for their extensive experience with facility and/or utility
projects. Their experience includes a dedication to project safety, knowledge of construction, and workload
management, to assure that the project team can deliver the required services to the City of South Bend. Reynolds will
ensure that we always have sufficient resources available to support the City’s needs for this project. Our team
members are local in Indiana and can be regionally supported with other key individuals. We have the ability to
supplement this team from approximately 340 staff members across the country if needed.
Our team members each have over 19 years of relevant experience and have worked on many similar projects, as
evidenced by the list of water and wastewater experience of team members on the following pages.
WORK HISTORY AS A TEAM
Reynolds and American Structurepoint have successfully worked together in the past on the following projects:
Project Name City ST Completion Date Owner Engineer
Citizens Energy CSO Indianapolis INEst. 11/30/2020 Citizens American
Energy Group Structurepoint
Inc.
Fairgrounds Ditch Drainage Lawrenceburg IN8/1/2008 Lawrenceburg American
Improvements Conservancy Structurepoint,
District Inc
WWTP Expansion Rising Sun IN2/12/2007Rising Sun American
Municipal Structurepoint,
Utilities Inc
Page | 23
JERSEY CITY MUA
WTP FILTER IMPROVEMENT PROJECT
CONTRACT #25
BOONTON, NEW JERSEY
Project Description At a Glance
Upgrade and rehabilitationof 80 MGD surface water filtration
Contract Amount:
plant. Scope consisted of overhaul of gravity filters, replacement
$8,026,041
of (64) 20" to 36" motor operated valves, installation of 186’ of 36"
Notice to Proceed:
DIP, rehabilitation of (2) 120' DIA sludge thickeners and (2) 120'
January 1, 2010
DIA backwash tanks which included directional drilling of 10”
HDPE piping 16’ below structures. Removal & rehab of 400hp filter
Completion Date:
backwash pump. Supplied & installed new 200hp backwash tank
August 17, 2013
fill pump.
MGD:
Reynolds removed the failing filter surface wash system and
80
associated piping to install a new air scour backwash system
including a new totally enclosed air compressor unit with
Owner Contact Info:
fabricated stainless steel piping.
Jersey City MUA
Under this project, Reynolds had seven days during a plant wide
Kevin Carr
shutdown to install two 48” influent channel gates and also
(201)432-1150
installed a raw water flow meter in 72” concrete pipe
k.carr@jcmua.com
underground. Reynolds manufactured, installed and integrated
Engineer Contact Info:
SCADA and control system while maintaining control and plant
United Water New Jersey
operation on both systems during transition. All control and
John Hroncich
instrumentation panels throughout all the buildings
(973)335-9806
communicate through fiber optics for reliability.
John.hroncich@unitedwater.com
Alabama | C olorado | Florida | Georgia | Indiana | Pennsylvania | Tennessee
6225 N County Road 75 E, Orleans, IN 47452; (877) 770-0127
Page | 24
www.reynoldscon.com
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CurrentorActualFinalorCurrentProjectProjectProjectContract
EngineerDescription
ProjectNameCityST
CompletionDateContractAmountExecutiveManagerSuperintendentDelivery
NewChemicalFeed/UVBuilding:UVsystem8.6MDGavgflowper
trainx2trains.
NewIndustrialPumpStationwith(2)6,000gpmand(2)8,000gpm
VTpumps
HopewellWTPIndustrialPSElectricalProgressiveNewPostChemFeedbuilding
Bldg,Chemical,andUVFacilitiesDBHopewellVA4/23/2021GannettFleming$23,030,580PaulBurtonModificationstoexistingchemfeedbuildings
JohnHallRickButcherDesignBuild
Project(TargetCost)NewChemicalsystems,daytanks,bulktanks,etc.
NewElectricalswitchgear,
UndergroundDIP,AbovegroundDIP,valves,etc.
Newchemicalandelectricalductbanks
Misc.Demo,relocates,tieinsandtaps
Duetoafailingdigesterandthefrequentgaslockingofthemixing
pumps,theoverallsolidsprocessingcapabilitiesoftheBiosolids
BioSolidsFaciltyDigesterSmithSeckmanReid,ProgressiveFacilityhavebeenreduced.Reynoldscompletedthefollwing:replace
NashvilleTN1/3/2021$19,300,000PaulBurton
JuanBlacuttBillThompson
ProgressiveDesignBuildIncDesignBuildcoveronfaileddigester,replacemixingsystemsfordigesters,replace
holddownstrapsonworkingdigesters,andmod
ifyandincrease
capacityofoverflowinfrastructurefordigesters.
TheNewburghWTFConsolidationandChlorineconversionproject
Projectscopeofworkincludesthedesign,permittingandconstructionofall
Excecutive:Paulimprovementsincludingaproposed2MGDfilterexpansion,high
NewburghWTPConsolidation&DesignBuild
NewburghIN3/18/2020Black&Veatch$3,498,997servicespumpreplacement,aliquidchemicalstorage,feedand
BurtonJuanBlacuttBradGutgsell
ChlorineConversion(TargetCost)
QA/QC:Adamcontainmentsystemforsodiumhypochlorite(12.5%),apermanent
Ralphstandbygeallationofa2MGDwellatthe
neratorandinst
ScuffletownWellfield.
Anewwatertreatmentplantonbase.Thenewwatertreatment
plantisdesignedforVOCandironandmanganeseremoval.
DaveRaymond
ConfidentialNJ6/30/2020CONFIDENTIAL$12,626,643PaulBurtonDesignBuild
SchrettnerTimmondsReynoldsConstructionhiredJacobsEngineeringtoactasitsdesign
partner.
Thisisatotallynewgroundwaterplantindependentfromtheir
Progressive
AllisonvilleRdWaterTreatmentexistingplant.Oncethenewplantisonlinetheoldbuildingwillbe
NoblesvilleIN5/31/2020GannettFleming$17,083,911PaulBurtonDanClarkDavidHammondDesignBuild
Facilityrepurposed.Theplantcapacitywillbe6.0MGDexpandableto10
(TargetCost)
MGD.
DesignBidReplaceflocculatorequipmentandbafflewalls.Repairconcrete
TWMosesBasinIndianapolisIN4/30/2020CMID$1,935,200PaulBurton
AdamRalphBryanWeber
Build(DBB)tankswhiledown
DesignBid
NYAMPlant5FilterCovers&MediaLongIslandNY4/9/2020Hazen&Sawyer$2,825,830PaulBurtonImprovementstotheNYAmericanWaterWaterTreatmentPlant
DaveWardJr.MikeDiDonato
Build(DBB)
RawWaterFacilities:
GannettFleming
GuyGoffJamesBartrumConstructionofanew8MGD(expandableto16MGD)water
EllwoodWTPandRawWaterDesignBid
WampumPA3/31/2020$80,189,697PaulBurton&WilliamBudLandstromtreatmentplantandrawwaterintakefacilitiesforPennsylvania
FacilitiesWaterTreatmentBuild(DBB)
HarworthJBGibsonAmericanserviceareainwesternPennsylvania.
Plant:
BuchartHorn
Page | 25
\[źƭƷƚŅğƷĻƩΉğƭƷĻǞğƷĻƩ9ǣƦĻƩźĻƓĭĻƚŅƚǒƩĻğƒΛYĻǤtĻƩƭƚƓƓĻƌΜ
hǝĻƩƷŷĻ\[ğƭƷЊЉĻğƩƭ
CurrentorActualFinalorCurrentProjectProjectProjectContract
EngineerDescription
ProjectNameCityST
CompletionDateContractAmountExecutiveManagerSuperintendentDelivery
Theprojectincludes,butisnotlimitedto,theconstructionofanew
watertreatmentplant,includinganewforcedaerationunit,two
newhighservicepumps,newhorizontalpressurefilter,chemical
TownofWolcott
CommonwealthDesignBidfeedequipment,mechanicalandHVACsystems,newSCADAsystem,
WaterImprovementProjectDivisionWolcottIN3/25/2020$1,899,387PaulBurton
MikeBenterBryanWeber
Engineers,IncBuild(DBB)andassociatedwatermains,valves,plumbing,sanitarysewers,
WaterTreatmentPlant
earthwork,electricalwork,connectionstoexistingwatermains,and
allotherworkrequiredforthecompleteandfullyoperationalwater
treatmentplant.
ConstructionofanewIronandManganeseWTPincluding3
Substantial
DaveDesignBidhorizontalpressurefilters,4chemicalfeedsystems,backwash
AWCHyettsCornerMiddletownDECompletionDuffieldAssociates$3,443,106PaulBurtonKeithPerkowski
SchrettnerBuild(DBB)supply,finishedwatersupply,backwashstorageandsludgestorage
1/31/2020
facilities.
Thisprojectwasoneofthefinalphasesofamultiplephaseproject
CitizensSludgeLineReplacementtoreplaceapproximately32,000LFoftwinDIpipelinesdueto
DesignBid
Project92MVV00357Phase1.2andIndianapolisIN12/31/2019TheEticaGroup$2,100,000PaulBurtonJasonDavisScottWhalinthehighfailurerateoftheexistinglines.Theselinesareusedto
Build(DBB)
3.0transfersludgebetweentwowastewatertreatment
plants(SouthportandBelmont).
Thepurposeofthisprojectwastoprovidesupplementalcleanwater
WilliamDesignBid
TNRiverCrossingWaterlineChattanoogaTN11/27/2019CTIEngineers,Inc.$3,270,099PaulBurtonMartinHoopertoAWTNcustomersNorthoftheTennesseeRiverbyaddinganew
HarworthBuild(DBB)
waterline.
SubstantialProgressiveConstructnewchemicalbuilding,newrawwaterintakeandpump
MuncieWTFPhase2ImprovementsMuncieINCompletionGannettFleming$19,700,415PaulBurtonAdamRalphJoelStillionsDesignBuildstation,addontotheexistingadminbuilding,andmisc.ancillary
10/21/2019(TargetCost)work.
ConvertedexistingchlorinegasinjectionsystematbothMarlinand
OrmefacilitiestoSodiumHypochlorite.ProjectconsistedofnewFRP
bulktanks,HDPEdaytanks,SCADAsystem,chemicalinjection
transferpumpsandfeedsystems,chemicalpiping,valvesand
appurtenances.Thechlorinegassystemhadtostayoperational
MarlinandOrmeWTFChlorineGasDesignBuilduntiltheconversiontookplace.
GreenwoodIN8/21/2019Black&Veatch$1,968,741PaulBurton
JohnHallBradGutgsell
ConversionDBProject(TargetCost)
Electrical,HVAC,Plumbing,Paintingandsitemodification/upgrade
scopesofworkwereincludedtocompletetheconversion.Reynolds
utilizedexistingfeedpointsandaddedadditionalfeedpointsas
required.Newundergroundchemicalductbankswereinstalled
whileexistingundergroundchemicalpipingremainedinuse.
Installationofapproximately2,500LFofandDICLwater
main,valves,fittingsandappurtenances.Installationof
approximately4,400LFofSteelpipeinstalledviaHDDbeneath
RandyBobbyWheeler,DesignBid
LakeScrantonFinishedWaterTunnelScrantonPA8/21/2019MottMacDonald$19,344,538PaulBurtonEastMountain.Onewettap,onelinestop,onetie
TummersKazRichardsonBuild(DBB)
in,onetiein,andtwosteeltoDICLconnections.
Installationofonenewmetervault,twonewair/vacuumvalve
chambers,andtwopipematerialtransitionteststation.
Page | 26
\[źƭƷƚŅğƷĻƩΉğƭƷĻǞğƷĻƩ9ǣƦĻƩźĻƓĭĻƚŅƚǒƩĻğƒΛYĻǤtĻƩƭƚƓƓĻƌΜ
hǝĻƩƷŷĻ\[ğƭƷЊЉĻğƩƭ
CurrentorActualFinalorCurrentProjectProjectProjectContract
EngineerDescription
ProjectNameCityST
CompletionDateContractAmountExecutiveManagerSuperintendentDelivery
HickoryRunEnergy(HRE)isconstructinganominal1,000MW
combinedcycleelectricgeneratingfacility(powerplant)inNorth
BeaverTownship,LawrenceCounty,Pennsylvania.HickoryRun
MikeBenter
HickoryRunEnergyWaterDesignBuild/
NewCastlePA6/30/2019O'Brien&Gere$12,846,414PaulBurtonRandyRickButcherEnergycontractedwithNewCastleSanitationAuthority(NCSA)to
InfrastuctureEPC
Tummersprovidereclaimedwaterfromwastewatertreatmentplant
atarateof2,500gpmto5,000gpmtosupporttheoperationofthe
powerplant.
Theprojectconsistedofconstructionofanewwatertreatment,and
CMAR(Target
ParkvilleWTPParkvilleMO6/15/2018Black&Veatch$20,694,969PaulBurtonAdamRalphRickButcherdecommissioningofanexistingwatertreatmentplantandtheuse
Cost)
ofvalves.
Upgradeoftheexistingwastewatertreatmentplantincluding:new
headworksstructurewithonemechanicalscreenandbypassbar
screen,screeningswashercompactor,andfourrawsewagepumps;a
newgritremovalsystemwithtwovortexgrittanksandagrit
classifierinanewbuilding;newbiologicalselectorsystemwithan
anaerobicbasin,phaseseparatortank,andpreanoxictank;twonew
stagedaerationreactors;onenewsecondaryclarifierand
rehabilitationoftwoexistingclarifiers;anewreturnactivatedsludge
MonticelloWWTPImprovementsMonticelloIN11/30/2017WesslerEngineering$11,439,964PaulBurtonDaleFleenorBudLandstromLSBpumpstation;twonewmechanicalclothmediafiltersinstalledin
existinggravitysandmediafiltertanks;twonewinlineUV
disinfectionsunits;modificationstoanexistinggritbuilding
includingtheadditionoftwonewalumstoragetanksandchemical
feedequipment;threenewblowersinstalledinanewOperations
Buildingthatalsoincludedanelectricalroomandoffice/laboratory
space;anewstandbypowergenerator;andallyardpiping,valves,
elrical,instrumentation,controls,mechanical,paving,andsite
ect
worknecessaryforacompleteinstallation
RandyDesignBid
IsoluxVernalPikeBloomingtonIN10/1/2017IsoluxCorsan,LLC$4,530,403PaulBurtonBobbyWheelerUtilityRelocationfortheI69Corridor
TummersBuild(DBB)
2015LiftStationReplacement
IndianapolisIN6/16/2017TheEticaGroup$2,084,818PaulBurtonJasonDavisTonyStalkerDesignBuildRehabilitationof(2)existingliftstations(LS):LS221andLS320.
Package#3LS221&LS320
Theexistingstationsaseachoftheselocationswereexperiencing
highlevelsoffailures.Reynoldsreplacedeachstationwithnew
2015LiftStationPreplacement
submersiblepumps,valvesandotherpiping.Thisinvolvedthe
Package#1IndianapolisIN10/13/2016TheEticaGroup$1,183,441PaulBurton
JasonDavisTonyStalkerDesignBuild
replacementofthewetwellsatalllocationsexceptLS208.
(LiftStations;208,301,304and305)
Furthermoreitincludedthedemolitionandreplacementofthe
existingvalvepitandelectricalequipmentateachlocation.
Toincreasethecapacityoftheexistingplantinorderto
minimize/eliminateoverflowsduringwetweather.Toimprove
Donohue&DesignBid
MitchellWWTPImprovementsMitchellIN9/13/2016$2,573,269PaulBurtonDaleFleenorBradGutgsellscreeningoftherawsewageenteringthewastewatertreatment
Associates,Inc.Build(DBB)
plant.Torepairorreplacesomeoftheagingequipmentandto
upgradetheexistingelectricalsystem.
Page | 27
\[źƭƷƚŅğƷĻƩΉğƭƷĻǞğƷĻƩ9ǣƦĻƩźĻƓĭĻƚŅƚǒƩĻğƒΛYĻǤtĻƩƭƚƓƓĻƌΜ
hǝĻƩƷŷĻ\[ğƭƷЊЉĻğƩƭ
CurrentorActualFinalorCurrentProjectProjectProjectContract
EngineerDescription
ProjectNameCityST
CompletionDateContractAmountExecutiveManagerSuperintendentDelivery
DesignandConstructionofanew11.5mgdwatersupplyintake
AdamRalph
facilityassociatedwiththeupgrade/expansionoftheTVAParadise
KiewitTVACombinedCycleRawRickRyan
DrakesboroKY7/29/2016BellEngineering$12,793,099PaulBurtonJoelStillionsDesignBuildCombinedCyclepowerplantInDrakesboro,KY.WorkingasaSubto
WaterIntakeMikeHartman
KiewitPower,Reynolds'responsibilitiesincludecompleteEPC
SeanMiguel
deliveryofthisnewintakest
ructureandpumpingcomponents.
Projectincludedinstallationofapproximately800LFofPVC
DesignBid
106thStreetWastewaterFacilitiesRandy
FishersIN7/1/2016VSEngineering$1,900,149PaulBurtonTonyStalkerSewer,1,750LFofDIPForceMain,withaboreof340LFwithin
RelocationTummersBuild(DBB)
casingpipeand360LFHDPEviaHDD.
Phase1involvedtheconstructionofapproximately10,118LFoftwin
TwinTransferSludgeLinesInterplantDesignBidundergroundpipelinesfromthenorthernportionofSouthport
IndianapolisIN4/30/2016TheEticaGroup$2,454,181PaulBurtonJasonDavisTonyStalker
PipelinesReplacementBuild(DBB)AdvancedWastewaterTreatmentPlanttoneartheintersectionof
ElperAvenue&WarmanAvenue.
TheReynoldsTeamperformedstructural,process,electricaland
mechanicalengineeringdesignservicesforawellhouseatan
ExpansionProjectHowardRGreen
UpperMidwestUSA1/1/2016$4,241,761LesArcherJohnHallDesignBuildindustrialsitealongtheMissouriRiver.Theseservicesarepartofa
PortNealCompany
designbuildteamtodesignandconstructa9,250gpmhorizontal
collectorwell.
TwinTransferSludgeLine
Phase4oftheTwinTransferSludgeLinesInterplantPipelines
ReplacementProjectPhase4White
TonyStalker,ScottDesignBidReplacementinvolvedtheconstructionofapproximately1,930LFof
RiverCrossingandConnectiontoPigBelmontIN7/3/2015TheEticaGroup$2,049,941PaulBurtonJasonDavis
WhalinBuild(DBB)twinundergroundpipelinesthatcrosstheWhiteRiverand
RetievalStationatBlemontAWT
connectingtothePigRetrievalStationattheBelmontAWTPlant.
PlantProjectNo.92MW00357
Reynoldsinstalledofnewrawwatermains,andupgraded
MidwesternRandyDesignBid
WashingtonDivisionIIIWashingtonIN8/31/2014$1,049,118AshleyQuinnAdamThorntontheexistingmaintomakeitpiggable.Wealsobuilta1.8mg
Engineers,Inc.TummersBuild(DBB)
sedimentbasinwithapigcatcher.
Constructionofa14,520sq.ft.waterrecyclingfacility.Scope
includedconstructinganaccessdrive,installingculvertsandre
routingswalestocomplywithLouisvilleregulationsand
CentralizedWastewaterTreatment
LouisvilleKY2/14/2014CDMSmith$2,697,460LesArcherJohnHaMARrequirements.Reynoldsconstructedtheparkinglot,allfoundations,
llJoelStillionsC
andReceivingFacilityPh.1
footersandslabs,plumbing,electrical,controls,HVAC,building
erection,sitework,roadandrailroadtrerandwater
ackbores,sew
pipinginstallationandhookuptomains.
AdamRalphOnFebruary20,2014,HarvestPowerunveiledtheCentralFlorida
EPCServicesforWetADandNutrientEnvironandPMCBioDivMgr:PaulConstructionEnergyGarden,anorganicsmanagementandrenewableenergy
OrlandoFL12/11/2013$25,924,843RickButcherEPC
RecoveryinFloridaTecBurtonManager:JuanfacilitythatwasthefirstofitskindintheU.S.,convertingorganic
Blacuttwasteintorenewablebiogasandnaturalfertilizers.
Page | 28
\[źƭƷƚŅğƷĻƩΉğƭƷĻǞğƷĻƩ9ǣƦĻƩźĻƓĭĻƚŅƚǒƩĻğƒΛYĻǤtĻƩƭƚƓƓĻƌΜ
hǝĻƩƷŷĻ\[ğƭƷЊЉĻğƩƭ
CurrentorActualFinalorCurrentProjectProjectProjectContract
EngineerDescription
ProjectNameCityST
CompletionDateContractAmountExecutiveManagerSuperintendentDelivery
Thewellisnowcapableofsupplyinganadditional10,000GPMto
GrandGulfNuclearStationRadialtheexistingPlantServiceWater(PSW)system.Reynoldsportionof
PortGibsonMS7/25/2012Burns&McDonnell$8,640,909LesArcherJohnHallJamesBartrumDesignBuild
Well#6theworkconsistedofthefollowingmajoritems:PumpingStation,
pumpdischargepiping,rawwatersupplyline,concreteslab,etc.
Newrawwaterintake&pumpstationforanexistingWater
TreatmentPlant.Replacethecurrentrawwaterintake&pump
station.Increasecapacity&providefuturecapacityof8.5MGDin
CMAR(Target
RawWaterIntake&PumpStationJeffersonCityMO5/7/2012Black&Veatch$7,817,324LesArcherAdamRalphJoelStillionsthenewrawwaterintake.Thewetwellwillbeapproximately19'in
Cost)
diameter&75'drwallinthemiddle,7'x7'
eepwithadivide
horseshoeshapedtunnelapproximately200'throughbedrocktoa
pointunderneaththeriver
SrPM:Paul
Burton,Adam
RalphwasCM
GenPowerLongviewPowerFacilityChesterEngineers(APumpStationswith8verticalturbinepumps
forDavidHammond/
DunkardCreekDBWaterSupplyMaidsvilleWV2/23/2011memberoftheHatch$42,542,862LesArcherDesignBuild3horizontalsplitcasepumps
Supply/IntakeBudLandstrom
Intake,PipelinesGroup)83,000LF8"30"DIP&PVCSDR18
andPatrick
StalkerwasCM
forPipeline
Thepurposeoftheprojectwastoupgradeandexpandtreatmentat
CiticoWaterTreatment.Theprojectmodifiedtheexistingbasins
DesignBid
CiticoWTPUpgradesPh1AChattanoogaTN12/15/2010CDMSmith$4,134,096LesArcherPaulBurtonAbeDonlinwithnewflocculationandsedimentationequipment,andinstalled
Build(DBB)
sitepipeworkwhilecontinuouslyprovidinguninterruptedwater
supplytotheentiredistributionsystem.
Projectincludestheconstructionofa15MGDreclaimedwater
pumpinganddistributionsystem.Notablefeaturesincludea
SandyCreekEnergyStationReclaimedWaterPumpStation,EffluentWaterpipelines,Terminal
PaulBurton&DesignBid
ReclaimedWater&EffluentSystemsRieselTX11/1/2010Freese&Nichols$24,890,323LesArcherRickButcherStoragePondforanewcoalfiredpowerstationoutsideWaco,
MikeBenterBuild(DBB)
ProjectLSPowerFacilityTexas.Projectspecificsincluded:
Pondsstoragecapacities45MG
PumpStationwith3pumps,eachratedat5,555GPM(+/8MGPD)
Thisprojectconsistsofanew2.0MGDhorizontalcollectorwell,well
house,caissonandofundergroundpipe.The19'diameter
precastpanelwellhouseand16'(ID)diametercaissonhas(4)
HowardRGreenDesignBidstainlesssteellateralstotaling700'and1spareportforadding
SiouxFallsWell62SiouxFallsSD10/20/2010$1,953,442LesArcherJohnHallJamesBartrum
CompanyBuild(DBB)anotherlateralinthefuureifneeded.Thecollectorwelluses(1)
t
100hpverticalpumpandavariablefrequencydrive(VFD)topump
thewatertoanexistingwatermainthatfeedstheSiouxFalls
WaterPurificationPlant.
Page | 29
TECHNICAL APPROACH: COLLABORATION WITH ENGINEERS
CITY OF SOUTH BEND: PINHOOK WTP IMPROVEMENTS PROJECT GUARANTEED SAVINGS CONTRACT
This section of the response should contain information about the Provider’s technical abilities.
PROJECT UNDERSTANDING
The City and American Structurepoint have done extensive research and planning to determine what improvements
need to be completed during this project. The 5 specific items that need to be addressed are: Filters, Valves, Roof,
Electrical and I&C, HVAC.
Our approach to this project will focus on maximizing the amount of work that can be accomplished during the minimum
amount of time, while keeping an eye out for cost-savings opportunities along the way. Since the City is able to shut
down the entire plant for the construction, we will work on the filter refurbishment and valve replacements concurrently
– with multiple crews on each task. We will develop a strategy for the sequence of the filter rehab with plant personnel
and “leap-frog” the media from one filter to a refurbished one when possible if it will save time and money.
We will solicit quotes from subcontractors we know and trust for the electrical, HVAC, and roofing work. We will also
request quotes from local South Bend contractors that the City recommends.
PRE-OUTAGE PREPARATION
Our experience shows that pre-outage preparation pays off. We know
to expect the un-expected and don’t assume anything when doing
retrofits of existing facilities. Taking the time to verify items like lay-
lengths of valves, bolt diameters, thread pitch, and coating compatibility
are all small details that need to be addressed to ensure the work is
efficient. For items that cannot be verified, it is important to have
contingency plans. At this moment we are retrofitting eight gravity filters
in West Point, NY. This photo shows gravity filter #4 after media was
removed with the existing underdrains still intact. The scope of work
includes upgrading 8- 14’x14’ gravity filters, keeping underdrains in
place where we find them to be intact and then install the Leopold
Universal Type XA -IMS Media Retainer, installing 24” sand and 12”
Filter #4 after media removal
anthracite. A similar project was completed at another American Water
plant earlier this summer (2020).
FILTERS
The scope of the anticipated filter rehabilitation is clearly defined on
Drawing C210 and it is consistent with what we have experienced on
recent projects. We have proactively contacted BL Anderson and
obtained a budgetary quote for the Leopold IMS 200 retainer that is
being considered for the 8 filters. We are experienced with this product
and efficiently install it. Once we remove the existing MDM, we will
coordinate the inspection of the underdrain blocks and begin
cleaning/prepping the filter for installation of the new IMS components.
This will include the removal of the existing cant strip and items shown
in Section 1 of drawing C209. Overall, modifications to each filter will
take a crew of 3 men between 7 and 9 days depending on the extent
of repairs required beyond the basic scope already identified.
Placement of media via eductor
The two biggest variables for the filter renovation will be: the cost-benefit ratio of re-using the media and what
underdrain components will need to be replaced in each filter. We will help assess the pros/cons of re-using the media
and prepare budgets for both reuse and purchasing new. The choice will affect the sequence of filter construction, the
duration for each retrofit, the process we use to remove and replace the media, and ultimately the cost of the project.
Page | 30
TECHNICAL APPROACH: COLLABORATION WITH ENGINEERS
CITY OF SOUTH BEND: PINHOOK WTP IMPROVEMENTS PROJECT GUARANTEED SAVINGS CONTRACT
It deserves careful consideration. To eliminate risks related to the integrity of the existing underdrain blocks, we may
be able to use excess material recently obtained during other projects. More research is required to confirm this. If
we do not have compatible material, we will discuss the merits of procuring spare components from Xylem and
negotiate re-stocking fees for un-used material in advance of placing the base order.
VALVES
This project includes twenty-six valves that need to be replaced:
4 Reaction Basin Influent (RWI)
8 Filter Influent (RWI)
8 Back Wash Waste (BWE)
4 Filter Effluent Valves (FWE)
1 Filter to Waste (530)
1 Main Plant Effluent (400)
Our approach to this effort will be:
1) Field-verify specific dimensions of existing valves (remove insulation as
Typical valve
required)
2) Field-verify actuator required for each valve
3) Order replacement valves with corresponding TAG ID
4) Receive and immediately verify valves are correct
5) Verify electrical connections for new valve actuators
6) Prepare old valves for removal (pre-loosen bolts/nuts – 1 at a time)
7) Verify adjacent flange dimensions for pre-procurement of bolts
8) Stage chainfalls and roust-abouts for material handling/hoisting
9) Stage valves in/near installation location
10) Stage nuts/bolts/gaskets
11) Prepare operations plans for each valve replacement (tools, safety, access, QC, productivity goal, schedule)
12) Coordinate plant shut-down
13) Remove existing insulation as required
14) Shut down plant and proceed with removal/replacement of valves
Page | 31
TECHNICAL APPROACH: COLLABORATION WITH ENGINEERS
CITY OF SOUTH BEND: PINHOOK WTP IMPROVEMENTS PROJECT GUARANTEED SAVINGS CONTRACT
COLLABORATION WITH ENGINEERS
C. American Structurepointwill be the engineer of record to work with the selected Provider. Explain the
Provider’s experiences collaborating with Engineers on past design-build or guaranteed savings contract
water/wastewater projects.
“Reynolds Construction, LLC would be a great fit
Design-build construction is what we do – everyday
for any water project, whether deliveredin the
throughout the country. We’ve been doing it for decades and
traditional design-build format or in a construction
appreciate the value it creates for our owners. We have
manager at risk format.
included a list of our past experience with Collaborative
Delivery projects below and on the following pages.
Gannett Fleming highly recommends Reynolds
Construction, LLC as a teaming partner for your
Lessons learned: Over the years, we have learned much by
water project.”
noting what does and doesn’t work for our clients’ specific
project circumstances. We’ve bid and constructed projects
Very Truly Yours,
designed by dozens of firms throughout Indiana and the
Jeff Raffensperger
United States. Some design approaches are costly, while
Vice President, Principal Project Manager Water
others are creative and save both time and money. The GSC
Practice
model is a great way for us to bring our lessons learned to the
Gannett Fleming, Inc.
City of South Bend. We look forward to the opportunity to
share these thoughts with the team.
REYNOLDS’ COLLABORATIVE DELIVERY EXPERIENCE LIST – LAST 10 YEARS
PROJECT NAME CITY ST COMPLETION ENGINEERCONTRACT
DATE AMOUNT
Hopewell WTP Industrial PS HopewellVA 4/23/2021 Gannett Fleming $23,000,000
Electrical Bldg, Chemical and
UV Facilities DB Project
Bio-Solids Facility Digester- Nashville TN 1/3/2021Smith, Seckman, Reid, $19,300,000
Design Build Inc.
Effluent Disposal SystemNorthwestFL11/1/2020 Confidential<$50,000,000
Eastern Pipeline ProjectDouglas Co.CO 10/31/2020Providence Infrastructure $41,119,770
Consultants
Muncie Water Treatment Muncie IN9/30/2020 Gannett Fleming $18,837,844
Facility Phase 2
Presidents Street Bio-Solids SavannahGA7/15/2020 Parsons $21,335,800
Dryer Facility
Water Treatment Plant Confidential NJ 6/30/2020 Confidential>$9,000,000
Allisonville Road Water Noblesville IN5/31/2020 Gannett Fleming $17,083,911
Treatment Plant Facility
Newburgh WTP Consolidation NewburghIN3/30/2020 Black & Veatch $3,498,997
& Chlorine Conversion
Marlin and Orme WTF Greenwood IN8/21/2019 Black & Veatch $1,968,741
Chlorine Gas Conversion DB
Project
Cudjoe Regional Outer Monroe Co. FL2/6/2019Chen Moore and Assoc. $104,070,192
Islands Eckler Engineering
Wastewater Collection System ARCADIS
Design-Build
Canyon Hess-Water Resource ParkerCO 9/9/2018Overland Contracting $13,630,148
Centralization Project
Page | 32
TECHNICAL APPROACH: COLLABORATION WITH ENGINEERS
CITY OF SOUTH BEND: PINHOOK WTP IMPROVEMENTS PROJECT GUARANTEED SAVINGS CONTRACT
REYNOLDS’ COLLABORATIVE DELIVERY EXPERIENCE LIST – LAST 10 YEARS
PROJECT NAMECITYSTCOMPLETION ENGINEERCONTRACT
DATEAMOUNT
Parkville Water Treatment Parkville MO6/15/2018 Black & Veatch $20,694,969
Plant
Aqua Neshaminy WTPOakfordPA 5/24/2018 Mott MacDonald $4,625,440
2015 Lift Station IndianapolisIN6/16/2017The Etica Group$2,084,818
Preplacement–Package #3
(Lift Stations; 221 & 320)
Design-Build Services for Miami ShoresFL2/30/2017 CPH, Inc. $3,200,000
Central Business District
LPSS and WM Imps
DDCWSA Sweetwater Creek Douglasville GA2/1/2017McKim & Creed $536,836
Side Stream Filter Retrofit
2015 Lift Station IndianapolisIN10/13/2016The Etica Group$1,183,441
Preplacement–Package #1
(Lift Stations; 208, 301, 304
and 305)
Kiewit-TVA Raw WaterDrakesboro KY 7/29/2016 Bell Engineering$12,793,099
Withlacoochee Water Valdosta GA7/29/2016 Parsons Water & $23,200,000
Pollution Control Plant Infrastructure
Design-Build
DBO-Wastewater System IslamoradaFL5/29/2016 ARCADIS $97,800,000
Construction
Confidential Upper US1/1/2016Confidential$4,241,761
Midwest
St. Brides Correctional Facility Chesapeake VA 8/15/2014 Ignatius Mutoti, PhD, PE, $1,759,162
WTP Upgrade City BCEE
Withlacoochee WWTP Valdosta GA6/30/2014 Parsons Water & $1,551,315
Emergency Infrastructure
Fort Polk North & South Fort Polk LA 6/25/2014 AECOM $5,585,192
WWTP Short Term
Improvements
Jacobson Reservoir Pump LexingtonKY 5/30/2014 Gannett Fleming $3,171,506
Improvement Project
Centralized Wastewater LouisvilleKY 2/14/2014 CDM Smith$2,697,460
Treatment and Receiving
Facility Ph. 1
EPC Services for Wet AD and OrlandoFL12/15/2013ENVIRON and PMC Bio $25,924,843
Nutrient Recovery in Florida Tec
Fond du Lac HMO WTP Fond du Lac WI 11/1/2013 Strand Engineers $4,393,732
Conversion
Northlands Lift Station Force Broomfield CO 10/25/2013Burns and McDonnell $3,125,092
Mains -Phase I
NAVFAC Kings BayGA11/21/2012ARCADIS US $4,086,895
Trident Refit Facility Repair
South Transmission Line Nashville TN 10/1/2012 Smith, Seckman, Reid, $8,804,260
Tunnel 6th AvenueInc. (SSR)
Grand Gulf Nuclear Station Port Gibson MS 7/25/2012 Burns & McDonnell $14,895,409
Radial Well #6
Page | 33
TECHNICAL APPROACH: COLLABORATION WITH ENGINEERS
CITY OF SOUTH BEND: PINHOOK WTP IMPROVEMENTS PROJECT GUARANTEED SAVINGS CONTRACT
REYNOLDS’ COLLABORATIVE DELIVERY EXPERIENCE LIST – LAST 10 YEARS
PROJECT NAMECITYSTCOMPLETION ENGINEERCONTRACT
DATEAMOUNT
Missouri American Water Jefferson CityMO5/7/2012Black & Veatch $7,817,324
Raw Water Intake & Pump
Station
GenPower Longview Power Maidsville WV2/23/2011 Chester Engineers $42,542,862
Facility
Dunkard Creek DB Water
Supply Intake, Pipelines
COST SAVINGS – CONSTRUCTABILITY – VALUE ENGINEERING
EXPERIENCE
Reynolds offers strong project review capabilities that have earned the trust of many clients through successful
constructability reviews and value engineering studies. Often the goals are to reduce costs and reduce schedule, yet
many times we are also able to make recommendations that enhance operations, increase efficiencies, improve
operator safety, and reduce life-cycle costs. Project examples:
PROJECTVALUE ENGINEERING with COST SAVINGSRESULTS
Dominion Water and By adjusting the route from the original route proposed in the RFP, we saved the
$1.2M in
Sanitation District owner money in permit fees, asphalt replacement, and traffic control
savings
Eastern Pipeline
Project
Douglas County,
Colorado
Water Resource Value engineering savings were provided by Reynolds and B&V on the project
Approx.
Centralization Project by providing proper risk allocation, reduction of unnecessary facilities, general
$4M
Parker, Colorado conditions savings, and more. Reynolds also worked with Stantec on pipeline
savings
savings by eliminating multiple control valves and alignment adjustments to save
money and schedule. A formal Peer review occurred among all team members
including B&V, Stantec and Reynolds.
Colorado Springs The partnering process made it possible to team with the owner and design
$380k in
Utilities engineers in developing the 60 and 90 and 100 percent drawings, along with
savings
Southern Delivery
corresponding pricing and V.E. considerations. A significant method change to
System – Segment S-3 the deep drainage way crossing was negotiated, as well as a significant change
in rock excavation quantity (price adjustment).
Cudjoe Regional Through a formal and iterative VE process involving a three-day workshop, items
$5M in
Waste-water System selected for project cost savings included alternative materials, installation
savings
Design-Build methods, and schedule modifications.
The Reynolds Team evaluated and proposed Alternative Wastewater
Islamorada
$6.5M in
Collection Systems for the Village of Islamorada and worked with the client in
Wastewater Collection
savings
a value enhancing effort. Our Team submitted 5 value engineering proposals
System
of which 3 were accepted. We proposed and submitted pipeline corridor
Design-Build-Operate
analysis; which included cost and scheduling activities. Additionally, Reynolds
submitted 13 change orders of which 9 gave back substantial credits to the
client and the remainder were Owner directed requests for additional scope of
work. Our lead engineer, ARCADIS, performed complete design quality control
and review during the design and construction administration phase.
Continuous feedback and communication kept the team in sync.
City of Savannah Through the VE/Vendor Selection process we worked with the owner to offer
$350k in
Presidents Street Bio-multiple options varying in price and outlining the differences. Through this
savings
Solids Dryer Facility process it allowed the owner to select the best product for their needs at the price
they wanted to spend, ultimately saving the owner money on the project’s price.
Page | 34
SECTION 4: PROJECT IMPLEMENTATION
CITY OF SOUTH BEND: PINHOOK WTP IMPROVEMENTS PROJECT GUARANTEED SAVINGS CONTRACT
PROJECT IMPLEMENTATION
PROJECT IMPLEMENTATION
CITY OF SOUTH BEND: PINHOOK WTP IMPROVEMENTS PROJECT GUARANTEED SAVINGS CONTRACT
PROJECT IMPLEMENTATION
PROJECT INVOLVEMENT
4.A Provider’s Involvement: Per IC 36-1-12.5-3 the Provider must perform at least 30% of the contract
value with its own workforce. Please define how you will meet or exceed this requirement on a
percentage basis relative to the work to be completed by your own workforce.
While Reynolds is responsible for 100% of the successful delivery of this project, we anticipate we will self-perform
70% - 80% of the work with our own workforce. The work categories we will self-perform are listed in Section 1.C.8
which represent the majority of the scope of work for this project.
PROJECT MANAGEMENT
4.B. Project Management: Describe how the project would be managed by the Provider. Describe
method and means of communication plan for the City and staff. Provide project management
documentation on past projects completed by the Provider.
DESIGN-BUILD PROJECT MANAGEMENT –THE REYNOLDS WAY
Clear and concise communication is imperative on GSC projects. Our approach to managing your GSC project will
focus on resolving these fundamental challenges:
Transparent, open-book budgeting and cost tracking is paramount to developing trust – how do we
accomplish it?
How do we provide the maximum value for the residents of South Bend and do it while minimizing risk?
What is the best sequence of construction to deliver this Water Treatment Plant Improvements project
on time?
Productive crews and subcontractors require timely and accurate information – how do we convey it?
How can we provide the City with a safe, quality project without interrupting current operations?
When it comes to design-build project management, experience matters – and we have it. Over the past several
decades we have managed dozens of DB projects and we have developed the tools to be successful.
DESIGN PHASECOMMUNICATIONS
For the foreseeable future, COVID-19 will impact the way we communicate in this country. However, the schedule for
this project requires the design to begin as soon as possible to avoid the need to accelerate construction later.
Fortunately, Microsoft Teams and SharePoint are effective web-based collaboration tools that Reynolds managers use
daily to coordinate design-build efforts. (See sample below) We would plan to utilize them extensively to ensure that
effective communication and document control are seamless throughout the project.
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PROJECT IMPLEMENTATION
CITY OF SOUTH BEND: PINHOOK WTP IMPROVEMENTS PROJECT GUARANTEED SAVINGS CONTRACT
DESIGN COORDINATION
Working collaboratively, Reynolds will seek opportunities to add value at every phase of the design process. With input
from knowledgeable specialty subcontractors and equipment suppliers, we will perform constructability reviews, identify
and evaluate Value Engineering suggestions, refine budgets, and make sure the design reflects the most economical
solution for each facet of the project (civil, structural, mechanical, electrical, controls).
We appreciate the benefits that the GSC design-build model has over conventional design-bid-build and will capitalize
on those advantages. By eliminating the need for fully developed bid documents, our efforts will accelerate the start of
construction and reduce costs. More importantly, the collaborative design process will greatly improve the design
results - streamlining and shortening the construction effort.
DESIGNPROGRESSION
Our experience has shown that a phased design approach is the most effective way to ensure that project goals are
efficiently achieved. As the design progresses, and more detailed information is created, the City of South Bend will be
provided an opportunity to evaluate options (ie – layout, access, redundancy, etc.) and make selections. These options
will also be analyzed by our team, including specialty subcontractors, for the effect they have on the overall cost and
schedule. This collaborative approach ensures that all stakeholders have a “voice” in the design, endorse the approach,
and enable the design to progress without rework. As the design evolves through the 10, 30, 60 and 100 percent gates,
the accuracy of the budget and timeline for completion will continue to improve. Once we achieve approximately the
60% design stage, we will be able to provide the City with a Guaranteed Maximum Price for the project.
A typical scenario for design-build evolution is:
PHASE 1 DESIGN:
Design =10% complete; P&ID’s, GA drawings, PFD’s, One-line diagrams Level 1 schedule
PHASE 2 DESIGN:
Design = 30% complete; Layout drawings, equipment lists, schematics, civil drawings – 60% Level 2 overall
schedule plus Level 3 for civil scope
PHASE 3 DESIGN:
Design = 60% complete; Civil drawings – 100%, structural, mechanical drawings – 60%, electrical drawings – 40%
complete Level 4 for civil scope plus Level 3 for mechanical and structural and Level 2 for electrical. GMP is
produced.
PHASE 4 DESIGN:
Design = 100% complete; All drawings IFC Level 4 schedule for all scope
MANAGING THE SCOPE
Reynolds will use an Excel spreadsheet to track the budget, purchases, and subcontracts for the project. This
Purchasing Register (see below) breaks down the scope into defined components in a format called a “Work
Breakdown Structure” (WBS). The WBS is used consistently for estimating, cost tracking, and within the CPM project
schedule. This enables us to track where we are buying materials, who is completing each task, and when it will be
done. South Bend management will always have access to this information as part of our transparent, Open-Book
approach.
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PROJECT IMPLEMENTATION
CITY OF SOUTH BEND: PINHOOK WTP IMPROVEMENTS PROJECT GUARANTEED SAVINGS CONTRACT
PURCHASING REGISTERLEGEND
Project Name:SOUTH BEND PINHOOK UPGRADES REYReynolds Construction
Revision Date:10-13-2020 STPAmerican Structurepoint
Current Rev #:
0 SBCity of South Bend
EQUIPEquipment Supplier
SUBSubcontractor
EHOEach his own
ItemDescriptionDesignApproveSupplySite Startup & WBS
InstallationCommissioning
9.1
Tank Protective CoatingsSTPSTPREYREYN/A
9.2
Sumps & TrenchesSTPSTPREYREYN/A
9.3
Field Touchup N/AN/AEHOREYN/A
15Mechanical------
Treatment Plant Mechanical Engineering ------
Process Piping 2D DrawingsSTPREYN/AN/AN/A
Process Piping Line ListSTPREYN/AN/AN/A
Process Valve ListSTPREYN/AN/AN/A
Process Piping & Valve SpecificationSTPREYN/AN/AN/A
Process Equipment O&M ManualsEQUIPEQUIPN/AN/AN/A
Plant Utilities-----15.1
Potable WaterSTPSTPREYREYN/A15.1.2
Above Ground Drain, Waste, & Vent PipingSTPSTPREYREYN/A15.1.3
Below Ground Drain, Waste, & Vent PipingSTPSTPREYREYN/A15.1.4
Process Sumps/TrenchesSTPSTPREYREYN/A15.2
Instrument and Plant AirSTPSTPREYREYN/A15.3
MANAGING THE CONSTRUCTION
Having spent decades in the competitive, hard-bid construction industry, Reynolds knows that increased effort in
planning results in increased efficiency and savings during execution. We also know that worker productivity is
paramount to our success, and is improved by leadership, attitude, and knowledge. In support of that belief we
implement the following processes to ensure all our resources are consistently as productive as possible:
1. Preplanning - We will invest approximately one week of our team’s time to preplan the projects. This is a
very intense and organized process. It is time well spent, and at the conclusion of that planning process, the
team will provide a presentation to senior Reynolds leadership and members of South Bend’s staff that
details our plan to attack the project.
2. Scheduling – We create detailed CPM and weekly schedules. We update the master CPM schedule
weekly and compare our progress to the baseline plan, making course- corrections as needed. We
review weekly schedules daily with the crew leaders.
3. Site Planning – Our site plans show laydown, material flows, crane locations, excavation
outlines, stockpiles, etc. These are great communication tools for orientations, daily huddles, and
weekly team meetings.
4. Operations Plans – Our Work Packages and Operations Plans include details on safety,
specifications, equipment, tools, material, quality, and production goals. This helps ensure
the crews have everything they need before they start a new element of work and the
expectations for production are clearly defined.
5. Crew Communications – We review safety, production, craft coordination, and equipment
usage daily with our crews during the morning huddles and end-of-shift meetings.
6. Material Management – We develop a material management plan including a delivery schedule,
laydown map, and receiving inspection checklists to ensure we maximize the value of the
constrained site.
7. Safety – We incorporate a safety assessment into every Operations Plan and endeavor to eliminate
hazards wherever possible, rather than relying on PPE for our only safeguards. Workers can be safe
AND productive if everyone on the team is committed to it.
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PROJECT IMPLEMENTATION
CITY OF SOUTH BEND: PINHOOK WTP IMPROVEMENTS PROJECT GUARANTEED SAVINGS CONTRACT
COMMUNICATIONS DURING
REYNOLDS PLANNING PROCESS
CONSTRUCTION
Once construction begins, the Reynolds team will
schedule and conduct regular Progress Meetings with
city representatives, American Structurepoint staff and
any subcontractors to update project status and
coordinate all unresolved construction issues. We will
prepare and distribute an agenda, updated CPM
schedule, and updated document register at least two
days before the meeting which will identify critical
issues to be discussed. All participants can add items,
as necessary. The agenda will also include a review of
action items from the previous meeting, and tasks
requiring action from this meeting.
Construction team meetings will be held weekly, typically late in the week to discuss work to be accomplished during
the next week. The Construction Manager will produce and distribute minutes of all construction meetings including a
list of attendees, and a summary of discussion topics, issues raised, and recommendations for issue resolution.
We will also provide weekly project status report which will include: a summary of the tasks completed from the previous
week, work proposed to be completed in the next two weeks, an outstanding issues log, a material management log,
safety compliance, jobsite photos, and a summary of recent weather conditions.
Below we have provided a sample of one of our Weekly Project Status Reports.
Page | 38
PROJECT IMPLEMENTATION
CITY OF SOUTH BEND: PINHOOK WTP IMPROVEMENTS PROJECT GUARANTEED SAVINGS CONTRACT
PROJECT SAFETY
Reynolds maintains a written safety program that identifies protocols and expectations for our supervisors and
employees. We use this program as a principal tool and a common reference guide, not just for compliance, but for
safe/best safety practices.
Even though our Safety Representative, the Project Manager, and our Site Superintendents are responsible for
conformance with the Site Specific Health & Safety Plan, each employee has the authority to stop work if he or she
identifies a hazardous condition. This approach creates a cooperative atmosphere that identifies and communicates
hazards so they can be controlled or eliminated.
KEY ELEMENTS OF SAFETY PROGRAM
Key elements of our successful safety program which create a solid culture of safety include the following:
A designated Safety Representative
A core of long-term permanent craft employees, who practice our safety program methods daily
Each employee has the authority to stop work if he or she identifies a hazardous condition.
A detailed Site-Specific Safety Plan will be generated and implemented before site mobilization
Design documents that explicitly address safe construction methods for this project
Construction Safety Manual providing written documentation
Training and education conducted for all personnel, including classroom training, and monthly and weekly on-
site safety meetings (“Toolbox” or “Tailgate” meetings)
Indoctrination of all new employees, and subcontractors, including The Safety Orientation Video, issuance of a
safety handbook and personal protective equipment
Daily safety inspections, a weekly written checklist report, a monthly Project Manager
inspection, periodic safety team inspections plus inspections by our insurance carrier’s
loss prevention engineers
Utilization of Heavy Civil Systems Specialists (HCSS) safety management software for
logging and tracking of inspections, incidents, Job Safety Analysis (JSA) generation,
safety meetings, dashboards and more.
An active Drug-Free Workplace policy/Substance Abuse Program
OSHA training, awareness and compliance
COVID19 awareness and compliance with government regulations, CDC guidelines, related company
procedures as well as INAW guidelines
Environmental and sustainability awareness
Subcontractor specific safety procedures
Focused safety emphasis and, including job hazard analysis and controls
Safety award program
ADDITIONAL SAFETY TRAINING
All of Reynolds’ new hires attend a detailed safety orientation program. Typical annual instruction includes training
applicable to Confined Space Entry, Excavations, Fall Protection, Hand and Power Tools, Hazard Communication,
Scaffolding, Crane Awareness, Rigging Safety, Traffic Control, American Red Cross First Aid and CPR, Smith Driving
Systems. In addition, at each.
COVID19 PPE
Below is a list of Company COVID19 Personal Protective Equipment (PPE) for our workers:
1. Hard hat 4. Tyvek coveralls (TY122S with attached boots
2. Safety Glasses (with side shields) and hood) (if required)
3. Face covering (mouth and nose) 5. Nitrile gloves (if required)
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PROJECT IMPLEMENTATION
CITY OF SOUTH BEND: PINHOOK WTP IMPROVEMENTS PROJECT GUARANTEED SAVINGS CONTRACT
SAFETY AND SUBCONTRACTORS
Prior to mobilization, subcontractor personnel must complete Reynolds’ Subcontractor Qualification Form and submit
certificates of insurance that meet required minimums. The subcontractor must comply with applicable OSHA or
Owner-specified safety procedures. Furthermore, the subcontractor shall comply with Reynolds’ safe work practices.
Violation of the rules and regulations may result in immediate dismissal of subcontractor employees, or removal of the
subcontractor from the site.
SCHEDULE MANAGEMENT
Early in the design process we will create an overall CPM schedule that includes appropriate construction durations,
milestones, review times (permits and submittals), and fabrication times (verified by suppliers) for process equipment.
Details matter when it comes to scheduling. Our schedule will reflect reality, but also be able to be organized and
summarized so that everyone on the team can understand it. To ensure we are staying on track, we will compare our
actual progress with the baseline schedule and report our status monthly. A sample CPM project schedule can be
found at the end of Section 4.
COST TRACKING AND REPORTING
As the GSC Provider, we view ourselves as stewards of your money. We take this responsibility personally and are
always committed to providing you 100% transparency into the budgets and costs. Our open-book approach extends
to the procurement of materials and subcontracts for the project.
Our cost control system is based upon our Computer Guidance Corporation (CGC) Accounting Software. We use cost
codes, separated by structure, to break down the costs for each aspect of the project. This makes it easy for everyone
to understand how much has been spent and how much budget remains.
We will use CGC for:
Tracking heavy equipment costs
Tracking labor costs
Tracking Subcontract / Purchase Order costs
Tracking the Contingency budget reserved for the Owner’s use
Report costs for each structure or element of the project
This level of transparency has gained us the trust of our design-build customers. We are the largest constructor of
American Water (United States largest investor-owned water and wastewater services company) projects for good
reason. They trust us and cost management is a key reason.
GENERAL CONSTRUCTION SUBCONTRACTOR
4.C General Construction Subcontractor: Identify the General Contractor Team Member who will
perform the general construction and the approximate percentage of the contract value that such
effort might represent. Explain the Provider’s ability to work with such General Construction Team
Member including experience working together on past projects.
Michael Benter is the project manager for Reynolds, and he will be responsible for overseeing 100% of the general
construction activities to make sure this project is completed on-time, on-budget, safely and successfully. As mentioned
previously, Reynolds is 100% responsible for this project. Michael will oversee the entire project of which Reynolds
will self-perform 70%-80% of the work. He is very experienced in working with other team members on projects like
this one. Michael’s communication and project coordination skills, and his detail to safety are what have made previous
projects some of Reynolds best.
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PROJECT IMPLEMENTATION
CITY OF SOUTH BEND: PINHOOK WTP IMPROVEMENTS PROJECT GUARANTEED SAVINGS CONTRACT
Reynolds is both a Qualified GSC Provider and a revered water/wastewater contractor known for self-performing the
construction of our projects. To maximize the value for the City of South Bend, we will be completing 100% of the
Provider requirements and self-performing the majority of the construction including the work as agreed upon during
the scoping period.
Historically, these scopes represent 70 to 80 percent of the total project construction cost and control 90% of the
schedule’s critical path. Reynolds has the supervision, manpower, equipment, and knowledge to self-perform these
disciplines. We take pride in those skills and believe it important that we maintain control of the critical path of the
project throughout. However, we also believe in partnering with other local contractors and we will actively pursue
quotes for scope that we typically self-perform if it will provide a higher value for the City.
SUBCONTRACTOR INVOLEMENT
4.D Other Subcontractor’s Involvement: Identify which portions of the project the Provider intends
to implement with subcontractors and how the subcontractors will interact with the Team.
Reynolds Construction will be the self-performing General Contractor for the project. Our focus will be to secure all
subcontracted work with local contractors keeping as much of the project funds as possible in South Bend. This
approach helps to maintain and create jobs and allocates project funds back into the local community. Our team will
work with the utility dept team to understand which subcontractors have not only performed work for the dept but have
performed quality to a satisfactory level. Also, our typical approach is to prepare bid documents for work we do not
self-perform and bid this work to a minimum of 3 bidders. All bid results are open to the owner for review.
The only work Reynolds does not self-perform is electrical, I&C, and specialties such as masonry/ painting and HVAC.
All subcontractors will be contracted directly with Reynolds and we take the responsibility for managing our
subcontractors very seriously. If they are not successful, we are not successful. Our approach to managing
subcontractors:
We will include them in our weekly progress meetings, daily huddles, and end-of-shift meetings. We will
expect them to actively participate in all meetings
We will ensure that they have right supervisors to manage their scope of work
We will assist them to plan and perform their work SAFELY
We will include their activities in the Project Schedule and make sure they complete their work on time
We will ensure they adhere to the quality requirements of the project
During commissioning, startup, and closeout we will coordinate with our subcontractors to finish strong and
drive the project to a timely completion
Page | 41
Activity NameOriginalStartFinishDecember 2020January 2021February 2021March 2021April 2021May 2021June 2021July 2021August 2021
Duration
906132027031017243107142128071421280411182502091623300613202704111825010815
16308-Dec-2002-Aug-2102-Aug-21, S
SUMMARY
Contract approval and notice to proceed008-Dec-20*Contract approval and notice to proceed
Design coordination and GMP development3008-Dec-2021-Jan-21Design coordination and GMP development
Procure equipment and subcontracted work222-Jan-2125-Jan-21Procure equipment and subcontracted work
Field verify dimensions and conditions of existing valves1008-Dec-2021-Dec-20Field verify dimensions and conditions of existing valves
GSC contract execution022-Jan-21GSC contract execution
Develop project execution plan with owner to ensure uniterrupted operation 208-Mar-2109-Mar-21Develop project execution plan with owner to ensure uniterrupted operation of plant
Develop and review operations plan with construction site supervisor210-Mar-2111-Mar-21Develop and review operations plan with construction site supervisor
MOBILIZATION014-May-21*MOBILIZATION
Pre-outage prep work1514-May-2104-Jun-21Pre-outage prep work
BEGIN PLANT OUTAGE007-Jun-21BEGIN PLANT OUTAGE
PLANT OUTAGE3707-Jun-2128-Jul-21PLANT OUTAGE
RESUME PLANT OPERATION028-Jul-21*RESUME PLANT
Required project completion per RFP002-Aug-21*Required proj
9422-Jan-2104-Jun-2104-Jun-21, SUBMITTALS AND FABRICATION
SUBMITTALS AND FABRICATION
Supplier-generated submittals2022-Jan-2119-Feb-21Supplier-generated submittals
Submittals review and approval1022-Feb-2105-Mar-21Submittals review and approval
Fabricate/deliver valves, actuators, supportng materials6408-Mar-2104-Jun-21Fabricate/deliver valves, actuators, supportng materials
Fabricate/deliver newfilter media, underdrains, supporting materials3008-Mar-2116-Apr-21Fabricate/deliver newfilter media, underdrains, supporting materials
Order/fabricate/deliver prepackaged nuts, bolts & gasket packs2008-Mar-2102-Apr-21Order/fabricate/deliver prepackaged nuts, bolts & gasket packs
3507-Jun-2126-Jul-2126-Jul-21, FILTER
FILTER REHABILITATION - EAST
Begin work on first of four filter cells (east filter set)007-Jun-21Begin work on first of four filter cells (east filter set)
Remove existing filter media107-Jun-2107-Jun-21Remove existing filter media
Remove existing media retainer108-Jun-2108-Jun-21Remove existing media retainer
Power-wash filter cell walls, troughs, and underdrain surfaces109-Jun-2109-Jun-21Power-wash filter cell walls, troughs, and underdrain surf
Inspect existing underdrain system109-Jun-2109-Jun-21Inspect existing underdrain system
Remove and replace existing damaged underdrains as necessary210-Jun-2111-Jun-21Remove and replace existing damaged underdrains a
Install new media retainer and filter media214-Jun-2115-Jun-21Install new media retainer and filter media
Backwash, remove fines, disinfect, perform bacteria test from water sample116-Jun-2116-Jun-21Backwash, remove fines, disinfect, perform bacter
Repeat process for east filter cells 2-42417-Jun-2121-Jul-21Repeat process for ea
Test water samples and return east fiilter set to active service223-Jul-2126-Jul-21Test water samples
3407-Jun-2123-Jul-2123-Jul-21, FILTER RE
FILTER REHABILITATION - WEST
Begin work on first of four filter cells (west filter set)007-Jun-21Begin work on first of four filter cells (west filter set)
Remove existing filter media107-Jun-2107-Jun-21Remove existing filter media
Remove existing media retainer107-Jun-2107-Jun-21Remove existing media retainer
Power-wash filter cell walls, troughs, and underdrain surfaces108-Jun-2108-Jun-21Power-wash filter cell walls, troughs, and underdrain surfa
Inspect existing underdrain system108-Jun-2108-Jun-21Inspect existing underdrain system
Remove and replace existing damaged underdrains as necessary209-Jun-2110-Jun-21Remove and replace existing damaged underdrains as
Install new media retainer and filter media211-Jun-2114-Jun-21Install new media retainer and filter media
Backwash, remove fines, disinfect, perform bacteria test from water sample115-Jun-2115-Jun-21Backwash, remove fines, disinfect, perform bacteria
Repeat process for west filter cells 2-42416-Jun-2120-Jul-21Repeat process for wes
Test water samples and return west fiilter set to active service222-Jul-2123-Jul-21Test water samples a
5214-May-2128-Jul-2128-Jul-21, FACIL
FACILITY UPGRADES
Perform outstanding HVAC and/or roofing work per updated scope2014-May-2111-Jun-21Perform outstanding HVAC and/or roofing work per up
Replace (26) valves and actuators3007-Jun-2119-Jul-21Replace (26) valves and
Electrical work3016-Jun-2128-Jul-21Electrical work
Actual WorkCritical Remaining WorkSOUTH BEND PINHOOK WTP
Preliminary Project Schedule
Remaining WorkMilestone
Page | 42
SECTION 5: FINANCIAL APPROACH
CITY OF SOUTH BEND: PINHOOK WTP IMPROVEMENTS PROJECT GUARANTEED SAVINGS CONTRACT
FINANCIAL APPROACH
FINANCIAL APPROACH
CITY OF SOUTH BEND: PINHOOK WTP IMPROVEMENTS PROJECT GUARANTEED SAVINGS CONTRACT
FINANCIAL APPROACH
A. The City may implement the capital improvements in several phases over a three (3) to five (5) year period.
Explain how the Provider will handle a phased project approach.
Reynolds Construction is proposing an opportunity to complete as much work as necessary to avoid the multi-phase
approach and performing this work under the time-period planned for the shutdown. We understand based on
conversations during the pre-bid walk thru that time will be of the essence, coordination will be a must and
communication will be required to be open and often. Reynolds is structuring our crews to be located on the upper
level and lower level concentrated on specific tasks so we can perform and complete these tasks concurrently. Our
approach is worth a more in-depth discussion before its discounted as unachievable.
B. Describe in detail the process that the Provider intends to utilize to obtain the best prices for the Owner.
Explain why this approach is better than other available approaches.
Reynolds understands that the improvements at the plant need to be installed quickly, at a high quality and at a fair
and open price. The single biggest opportunity to save money will occur during design collaboration. By working
closely with American Structurepoint and the operators of the plant, Reynolds will focus on presenting options for
equipment, manufacturers, and budgets. Together we will work to reduce the risk of the project associated with
equipment selection and installation. Our pre-shutdown planning process will provide lower project risk, and additional
cost containment. Lower risk results in lower costs and 100% of that savings will be realized by South Bend. Once
the design is complete, REYNOLDS WILL BE THE LOWEST COST HIGHEST QUALITY OPTION for construction due
to our high rate of production, modest markup, lower average labor rate, and internally owned equipment fleet. As
mentioned earlier, we will also bid any work that is not self-performed to local contractors and include the owner and
the design team in every step of that process.
DESIGN PHASE COLLABORATION
During the design collaboration process, we will work closely with the City of South Bend’s (City’s) team and American
Structurepoint to identify cost effective options for the work identified in the basis of design document. Our approach
to the design collaboration will include:
The best technical resources available to solve your challenges
“Reynolds’ input during the
o Design Manager – Scott Huber (PE) with 26 years of experience
design phase is invaluable to the
o Project Manager – Michael Benter with 28 years of experience
Owner offering cost savings
o Midwest EVP – Paul Burton with 36 years of experience
ideas and resolving
o VP Facilities – Adam Ralph with 19 years of experience
constructability issues...”
o Superintendent – James Bartrum with 21 years of experience
A design brain-storming session with all individuals engaged in the
Very Truly Yours,
recommendation and evaluation of design alternatives. We will
Jeff Raffensperger
identify VE ideas to save the City money. Our clients and partners
Vice President, Principal Project
rave about this.
Manager Water Practice
Using actual historical production and current material costs, our
Gannett Fleming, Inc.
experienced estimators will develop realistic budgets for the options.
We do this every day and know the market well.
We will create a CPM schedule for each option and assist with the creation of a cost-benefit evaluation
including O&M costs and construction risks.
As the design for the preferred solution progresses, Reynolds will continue to provide constructability
reviews to drive out cost. At the 60% stage, we will provide the City a Guaranteed Maximum Price (GMP)
with a commitment to no change orders.
Page | 43
FINANCIAL APPROACH
CITY OF SOUTH BEND: PINHOOK WTP IMPROVEMENTS PROJECT GUARANTEED SAVINGS CONTRACT
MAXIMIZING THE CONTINGENCY
While maintaining the GMP that we provide, we will be working
diligently to increase the contingency that the City can use to complete
additional work. Our efforts will include:
Create an overall site plan that shows the sequencing
required for the project
Generate excitement about the project within our vendor
base in advance of soliciting their quotes
Solicit the input of electrical contractors early in the design
process to gain their interest in the project
Solicit a minimum of 3 quotes for all commodities,
equipment, and subcontracts
Create a project schedule that is achievable by all parties,
avoids overtime, and minimizes risks due to weather
Reynolds owns $17 Million in
Be organized and professional so vendors know they can
construction assets
bid confidently (and aggressively)
Conduct “interviews” with key subcontractors to ensure they
have the resources to execute their work
GMP APPROACH WITH NO CHANGE ORDERS
C. Explain how the Provider plans to offer a Guaranteed Maximum Price, with no change orders, for this
project.
Our pricing Guarantee starts with a reliable estimate created by our experienced estimating team. Using the design
documents created by American Structurepoint, we will create an organized budget and opinion of probable cost for
the project at the 30% design phase. We will refine it at the 60% phase and provide a detailed estimate for each
specification section like the one shown below for Division 11 of a previous project. Sticking with our commitment to
complete transparency, we give our clients visibility into the detailed costs for each structure and system including the
rationale and value for the contingency. Reynolds will invest the time to make sure the contingency budget for each
element of the project is appropriate. We will include this budget within the GMP and guarantee that the contract will
not exceed the GMP due to change orders that we or the owner request. We have taken this approach with several of
our projects and our client’s trust is reflected in the repeat business they award us.
REYNOLDS CONSTRUCTION
WTF CHLORINE CONVERSION - 60% DESIGN CONSTRUCTION ESTIMATE
PROJECT: SITE 1 WTF & SITE 2 WTF
LOCATION: Johnson County, INMADE BY: JB/JHDATE:8/19/2019
CHECKED: MPBDATE:8/22/2019
CLIENT: UNDISCLOSED
Cost
ItemDescriptionQuantityUnitLabor EquipmentMaterials Subcontract TotalContingency
Division 11 - Process Equipment
1Site 1 - Install New Chem Feed System1.00LS$15,134.00$0.00$2,000.00$0.00$17,134.00
2Site 2 - Install New Chem Feed System1.00LS$5,902.00$0.00$250.00$0.00$6,152.00
3Buy Metering Pumps1.00LS$0.00$0.00$127,741.00$0.00$127,741.00$3,832.23 (3%)
4Buy Tanks1.00LS$0.00$0.00$55,192.00$0.00$55,192.00
DIVISION 11 SUBTOTAL = $21,036.00$0.00$185,183.00$0.00$206,219.00$3,832.23
Page | 44
FINANCIAL APPROACH
CITY OF SOUTH BEND: PINHOOK WTP IMPROVEMENTS PROJECT GUARANTEED SAVINGS CONTRACT
The customary GSC Open-Book Pricing Model consists of the three following components:
1) Cost of construction (open book pricing and cost tracking)
2) Provider/Contractor fixed fee (includes overhead and profit)
3) Project contingency
Below we are providing a graphical representation of how the City’s GMP would be calculated based this typical
GSC GMP model. It assumes a construction cost of $7M, a fixed fee of $560,000, and a project contingency of
$350,000 (all speculative assumptions for this example).
OPEN BOOK PRICING STRUCTURE
D.1 Explain the Provider’s approach to open book pricing allowing the City to view the pricing structure
(mark-up covering overhead and profit) of the Qualified Provider and subcontractors.
In alignment with our commitment to 100% transparency, the table below shows which costs are considered project
costs and which ones are included in our fixed fee. Our subcontractors will use this same approach. Once we develop
the estimated Project Cost and select a suitable contingency, we will recommend a fixed fee for the project (typically 8
to 10%) which compensates us for the items in the “FIXED FEE COST” column.
COST CATEGORY MATRIX
CATEGORYFIXED FEE COST PROJECT COST
Home office overhead X
Payroll administration X
Accounts payable processingX
Legal support X
Executive Safety X
Page | 45
FINANCIAL APPROACH
CITY OF SOUTH BEND: PINHOOK WTP IMPROVEMENTS PROJECT GUARANTEED SAVINGS CONTRACT
Field office overhead X
Profit X
ContingencyX
GSC Provider guarantee documentations X
Pre-Construction services X
Construction Value Engineering X
Constructability reviews X
On-site management staff X
Project management X
Construction engineering X
Project trailersX
Mobilization X
Small tools and consumables X
Heavy operated equipment X
Non-operated equipmentX
Commodities and materialX
Process equipmentX
Subcontractors and subcontract prep X
Project-based safety X
Out of town staff housing / per diemX
OPEN BOOK PRICING TO VIEW CONTINGENCY
D.2. Explain the Provider’s approach to open-book pricing allowing the City to view the contingency for the
project.
As suggested previously, all pricing for the Project Cost, continency, and fixed fee is always 100% transparent. The
contingency we select for the various items we price will vary depending on the amount of risk each price includes.
Inflation, freight costs, unknown underground conditions, potential utility conflicts, and design changes are all potential
risks that would merit contingency. The example table on the following page shows contingency calculations in the
right-hand columns.
Page | 46
FINANCIAL APPROACH
CITY OF SOUTH BEND: PINHOOK WTP IMPROVEMENTS PROJECT GUARANTEED SAVINGS CONTRACT
REYNOLDS CONSTRUCTION
WTF CHLORINE CONVERSION - 60% DESIGN CONSTRUCTION ESTIMATE
PROJECT: SITE 1 WTF & SITE 2 WTF
LOCATION: Johnson County, INMADE BY: JB/JHDATE:8/19/2019
CHECKED: MPBDATE:8/22/2019
CLIENT: UNDISCLOSED
COST
ItemDescriptionLabor EquipmentMaterials Subcontract TotalContingency
Division 11 - Process Equipment
1Site 1 - Install New Chem Feed System$15,134.00$0.00$2,000.00$0.00$17,134.00
2Site 2 - Install New Chem Feed System$5,902.00$0.00$250.00$0.00$6,152.00
3Buy Metering Pumps$0.00$0.00$127,741.00$0.00$127,741.003%$3,832.23
4Buy Tanks$0.00$0.00$55,192.00$0.00$55,192.005%$2,759.60
DIVISION 11 SUBTOTAL = $21,036.00$0.00$185,183.00$0.00$206,219.00$6,591.83
Division 12 - Furnishings (NOT USED)
DIVISION 12 SUBTOTAL$0.00$0.00$0.00$0.00$0.00$0.00
Division 13 - Special Construction
1I&C - Maxim Automation$0.00$0.00$0.00$214,200.00$214,200.00
2Install Field Mounted Instruments$3,921.00$0.00$1,000.00$0.00$4,921.00
DIVISION 13 SUBTOTAL = $3,921.00$0.00$1,000.00$214,200.00$219,121.00$0.00
Division 14 - Conveying Systems (NOT USED)
DIVISION 14 SUBTOTAL = $0.00$0.00$0.00$0.00$0.00$0.00
Division 15 - Mechanical Systems
1Chemical Feed Piping
- Site 1 - Install New Chemical Feed Pipe$28,436.00$0.00$0.00$1,584.00$30,020.00
- Site 2 - Install New Chemical Feed Pipe$9,456.00$0.00$0.00$432.00$9,888.00
2Exposed Pipe Material
- Site 1 Piping - Material$0.00$0.00$29,423.00$0.00$29,423.00
- Site 2 Piping - Material$0.00$0.00$6,965.00$0.00$6,965.00
3Precast Vaults
- Site 1 Precast Manholes & Inlets$0.00$0.00$5,872.00$0.00$5,872.00
- Site 2 Precast Manholes & Inlets$0.00$0.00$5,872.00$0.00$5,872.00
4Valves
Included in Pipe Material
5Site Underground Piping
- Site 1 WTF$22,838.00$6,508.00$10,103.00$2,398.00$41,847.005%$2,092.35
- Site 2 WTF$16,464.00$5,198.00$9,119.00$939.00$31,720.005%$1,586.00
6HVAC
- HVAC - Site 1$0.00$0.00$0.00$24,000.00$24,000.00
- HVAC - Site 2$0.00$0.00$0.00$28,950.00$28,950.00
7Plumbing
- Plumbing - Site 1$0.00$0.00$0.00$31,650.00$31,650.003%$1,012.80
- Plumbing - Site 2$0.00$0.00$0.00$39,750.00$39,750.003%$1,192.50
DIVISION 15 SUBTOTAL = $77,194.00$11,706.00$67,354.00$129,703.00$285,957.00$5,883.65
Division 16 - Electrical
1Electrical - Site 1$0.00$0.00$0.00$39,582.00$39,582.0010%$1,192.50
2Electrical - Site 2$0.00$0.00$0.00$40,585.00$40,585.0010%$1,192.50
DIVISION 16 SUBTOTAL = $0.00$0.00$0.00$80,167.00$80,167.00$2,385.00
PROJECT COST SUBTOTAL$231,294.00$37,769.00$334,129.00$550,253.00$1,153,445.00$ 23,479.45
CONTINGENCY VALUE$23,479.45
Page | 47
FINANCIAL APPROACH
CITY OF SOUTH BEND: PINHOOK WTP IMPROVEMENTS PROJECT GUARANTEED SAVINGS CONTRACT
OPEN BOOK PRICING TO VIEW SAVINGS
D.3. Explain the Provider’s approach to open book pricing allowing the city to view savings from
value engineering or other project cost reductions
We use simple spreadsheets to track the budgets as the design progresses. We summarize the costs by specification
section and by structure (headworks, clarifier, U/V, oxidation ditch, etc) so that everyone can clearly see how the budget
has changed from start to finish.
60% Design Costs (VE Reflected)
Original Costs @ 30% Design Opinion of Cost
LaborEquipmentMaterialSubcontractor Revised Total LaborEquipmentMaterialSubcontractorOriginal Total
Div. 1$ 4,327$ 14,312 $ 18,454$ 10,000$ 47,093$ 4,333$ 14,311$ 35,236$
2,500$ 56,380
Div. 2$ 44,054$ 5,057$ 5,980$ 23,842$ 78,933$ 32,984$ 4,022$ 7,384$
23,668$ 68,057
Div. 3$ 19,112$ 1,821$ 4,935$ 1,000$ 26,868$ 53,986$ 6,503$ 18,229$
3,150$ 81,868
Div. 4$ -$ -$ -$ 40,400$ 40,400$ -$ -$ -$
32,850$ 32,850
Div. 5$ 8,968$ -$ 8,351$ 4,000$ 21,319$ 20,182$ -$ 25,700$
-$ 45,882
Div. 6$ -$ -$ -$ -$ -$ -$ -$ -$
-$ -
Div. 7$ -$ -$ -$ 7,250$ 7,250$ -$ -$ -$
14,250$ 14,250
Div. 8$ 1,925$ -$ 2,370$ 3,500$ 7,795$ 2,295$ -$ 6,750$
3,500$ 12,545
Div. 9$ -$ -$ -$ 14,650$ 14,650$ -$ -$ -$
27,935$ 27,935
Div. 10$ 3,788$ 625$ 6,048$ -$ 10,461$ -$ -$ -$
-$ -
Div. 11$ 21,036$ -$ 185,180$ -$ 206,216$ 18,172$ -$ 123,385$
-$ 141,557
Div. 12$ -$ -$ -$ -$ -$ -$ -$ -$
-$ -
Div. 13$ 3,921$ -$ 1,000$ 150,200$ 155,121$ 4,602$ -$ 1,550$
143,000$ 149,152
Div. 14$ -$ -$ -$ -$ -$ -$ -$ -$
-$ -
Div. 15$ 75,484$ 11,706 $ 67,354$ 109,703$ 264,247$ 87,337$ 13,448$ 84,154$
48,764$ 233,703
Div. 16$ -$ -$ -$ 82,667$ 82,667$ -$ -$ -$
115,568$ 115,568
Cost of the Work Subtotal$ 963,020$ 979,748
As mentioned in Section 4 – Project Implementation, we use our
accounting software (CGC) to track budgets and costs using use
cost codes separated by structure. This makes it easy for
everyone to understand how much was originally budgeted, how
much has been spent, and how much budget remains.
BONDING CAPABILITY
E. Provide proof that the Provider can furnish a Performance Bond and a Payment Bond each in
the amount of 100 percent of the project.
Please refer to the following page for our Surety Letter.
Page | 48
Bond & Financial Products
nd
7465 W. 132Street
Overland Park, KS
Phone: (913)402-5436
Fax: (913)402-5457
September 2020
RE:
REYNOLDS CONSTRUCTION, LLC
dba REYNOLDS CONSTRUCTION OF , LLC
PROJECT:
To Whom It May Concern:
This letter will serve to confirm Reynolds Construction, LLC has the ability to provide single project
bonding in excess of $25 million with an aggregate limit of $200 million.
Travelers Casualty and Surety Company’s commitment to write any final bond is conditioned upon
several factors being reviewed and accepted by us as satisfying our underwriting criteria at the time
the final bonds are required. Those factors include, but are not limited to, the final contract
documents and all related contracts, the bid results, financing arrangements for the project, the
financial condition of Reynolds Construction, LLC based on the most recent information available to us
at the time of the final bonds are required and the terms of the requested final bonds.
This letter is issued only as a bonding reference as requested from our client and is not an assumption
of liability or a bond. We assume no liability to third parties or to you if, for any reason, we do not
execute said bonds.
Travelers Casualty and Surety Company of America, a member of the Travelers Group, is rated as
A++(Superior), Financial Classification XV by A.M. Best Company and appears on the U.S. Treasury
Department List of approved sureties and is licensed to conduct business in all 50 states. Should you
require additional information regarding our relationship with Reynolds Construction, LLC, please
contact us at the Louisville, KY address below.
It is with pride we recommend Reynolds Construction, LLC.
Sincerely,
William A. Kantlehner, III
Authorized Surety Representative
Arthur J. Gallagher Risk Management Services, Inc.
1601 Alliant Avenue
Louisville, KY 40299-6338
(502)415-7000
Page | 49
SECTION 6: GUARANTEE MANAGEMENT
CITY OF SOUTH BEND: PINHOOK WTP IMPROVEMENTS PROJECT GUARANTEED SAVINGS CONTRACT
GUARANTEE MANAGEMENT
GUARANTEE MANAGEMENT
CITY OF SOUTH BEND: PINHOOK WTP IMPROVEMENTS PROJECT GUARANTEED SAVINGS CONTRACT
GUARANTEE MANAGEMENT
GUARANTEE APPROACH & HOW IT MEETS IC 36-1-12-5
A. Explain how the Provider plans to address the guarantee for this type of project and how it
meets Indiana requirements of IC 36-1-12.5.
In Indiana, capital costs avoided may be identified as a financial benefit that helps to form the statutory justification for
implementing a guaranteed savings contract (“GSC”). Capital costs are referred to statutorily as “related capital
expenditures.” These costs, by definition, must satisfy three essential requirements in order to be used as cost
reductions that offset the price of a GSC.
Those requirements include: 1. the customer’s reasonable belief such capital costs will be incurred during the
guarantee term, 2. appropriate documentation of capital costs using specified standards, and 3. a causal link between
the capital costs avoided and the conservation measures (“ECMs”) being implemented.
All the savings categories can be verified by stipulating the savings using documented engineering standards to model
the operating characteristics. These engineering standards include.
a. Lifecycle costing
b. R.S. Means estimating
c. Historical data
d. Manufacturers data
As defined in the statute, stipulated savings are savings which the City/utility believes are reasonable and are
documented by industry engineering standards using a single method or combination of methods. For capital intensive
projects like this project, stipulating savings are fully compliant and meet the requirements of I.C. 36-1-12.5.
Savings are calculated using assumptions, variables, and equations which will be shown on actual models and
spreadsheets. These spreadsheets will provide total annual savings, including energy, operational and capital costs
avoided. These savings will be stipulated between the parties throughout the term of the performance guarantee.
METHODOLOGY FOR BASELINE
B. Describe the methodology used to compute the energy baseline.
Baselines can be developed in several ways to include analyzing the actual utility bills or modeling the electrical
consuming devices or by using historical data from the manufacturer’s nameplate data. The Reynolds team will collect
data (primarily horsepower and motor efficiency) from manufacturers nameplates of equipment required to process the
related flows. This data will be inputted into a spreadsheet that will calculate baseline energy consumption and cost
ENERGY BASELINE CALCULATION
EXISTING SYSTEM
Electric Power Usage Utility Fee = $ 0.05 /kW-hr
Item# UnitsBHP/UnitMotor Eff.Hrs/DayDays/WkWk/Year$/Yr
WWTP TREATMENT @ 2.0 MGD
Primary Pumps445.091%24.0752$64,428
Primary Screen212.091%24.0752$8,590
Aeration Rotors440.091%24.0752$57,270
WAS Pump18.088%24.0752$2,978
Anaerobic Mixer210.088%24.0752$7,445
Clarification11.5083%24.0752$592
Addl. Return Sludge Pumping115.090%24.0752$5,459
Disinfection18.090%24.0752$2,911
Sludge Drying120.090%24.0752$7,279
$156,953
Annual Cost
Collection Pumping @ 2.0 MGD
Pumps259.394.1%10.0752$17,105
$174,059
TOTAL ANNUAL
Page | 50
GUARANTEE MANAGEMENT
CITY OF SOUTH BEND: PINHOOK WTP IMPROVEMENTS PROJECT GUARANTEED SAVINGS CONTRACT
for the project using the average hourly electricity cost the City is currently paying. An example of these calculations
is shown in the previous table.
These calculations would also be used for the annual report submitted to the Dept of Local Government Finance,
(DLGF) on the Guaranteed Energy Savings Contract. The Reynolds team has experience in identifying energy savings
within projects and will work diligently to identify and document the energy conservation measures, (ECM) and
associated savings.
COST FOR GUARANTEE MANAGEMENT, SCHEDULE DELIVERY, &
REPORT DESCRIPTION
C. Describe the cost for guarantee management, schedule for delivery and describe the report.
As defined in the statute, a governing body participating in a GESC is required by IC 36-1-12.5 to provide a copy of the
executed guaranteed energy savings contract 60 days after full authorization. The contract will include all calculations
and
documentation
validating all
stipulated savings
and related capital
expenditures.
In addition to the
contract,
Reynolds will also
provide the
Annual Savings
Report. The
report is required
to be submitted
on an annual
basis to the
DLGF. Reynolds
will prepare these
reports, submit to
the City for review
and approval.
After approval is
received,
Reynolds, on
behalf of the City
will submit to the
DLGF. This
process will be
provided at no
additional cost to
the City.
Page | 51
GUARANTEE MANAGEMENT
CITY OF SOUTH BEND: PINHOOK WTP IMPROVEMENTS PROJECT GUARANTEED SAVINGS CONTRACT
ENERGY SAVINGS ESTIMATE APPROACH
D. Note how an Energy Savings estimate will be prepared and applied to the process.
As outlined in section B above, Reynolds Construction will develop a baseline for energy consumption using
manufacturers operating data on equipment. This equipment could be pumps, motors, or ancillary devices which
qualify for energy savings opportunities. Reynolds will model the energy consumption prior to and after the system
has been optimized with more efficient equipment and/or processes. A sample 20 years energy savings calculation
would be as follows:
20 YEAR ENERGY SAVINGS - SAMPLE CALCULATIONS
CURRENT REVISED
SYSTEMSYSTEM
Electric Power$ 174,059$ 152,055
Total 20-Year Energy Savings$ 440,071
EXISTING SYSTEM
Electric Power Usage Utility Fee = $ 0.05 /kW-hr
Item# UnitsBHP/UnitMotor Eff.Hrs/DayDays/WkWk/Year$/Yr
WWTP TREATMENT @ 2.0 MGD
Primary Pumps445.091%24.0752$64,428
Primary Screen212.091%24.0752$8,590
Aeration Rotors440.091%24.0752$57,270
WAS Pump18.088%24.0752$2,978
Anaerobic Mixer210.088%24.0752$7,445
Clarification11.5083%24.0752$592
Addl. Return Sludge Pumping115.090%24.0752$5,459
Disinfection18.090%24.0752$2,911
Sludge Drying120.090%24.0752$7,279
$156,953
Annual Cost
Collection Pumping @ 2.0 MGD
Pumps259.394.1%10.0752$17,105
$174,059
TOTAL ANNUAL
MODIFIED SYSTEM
Electric Power Usage Utility Fee = $ 0.05 /kW-hr
Item# UnitsBHP/UnitMotor Eff.Hrs/DayDays/WkWk/Year$/Yr
WWTP TREATMENT @ 2.0 MGD
Primary Pumps445.091%22.0752$59,059
Primary Screen212.091%24.0752$8,590
Aeration Rotors340.091%24.0752$42,952
WAS Pump18.088%24.0752$2,978
Anaerobic Mixer210.088%24.0752$7,445
Clarification11.5083%24.0752$592
Addl. Return Sludge Pumping115.090%24.0752$5,459
Disinfection18.090%24.0752$2,911
Sludge Drying120.090%22.0752$6,672
$136,660
Annual Cost
Collection Pumping @ 2.0 MGD
Pumps259.394.1%9.0752$15,395
$152,055
TOTAL ANNUAL
Page | 52
GUARANTEE MANAGEMENT
CITY OF SOUTH BEND: PINHOOK WTP IMPROVEMENTS PROJECT GUARANTEED SAVINGS CONTRACT
OPERATIONS & MAINTENANCE ESTIMATE APPROACH
E. Note how an Operations & Maintenance estimate will be prepared and applied to the process.
20 YEAR OM&R SAVINGS - SAMPLE CALCULATIONS
Upon determination of the final scope of work
CURRENT REVISED
the Reynolds Construction team will assemble
SYSTEMSYSTEM
Maintenance Labor$ 7,800$ 6,500
the O&M manuals for the City of South Bend
Equipment Repair and Replacement Costs$ 9,389$ 6,609
Water Treatment Plant personnel. These Total Est. Annual OM&R Costs$ 17,189$ 13,109
Total 20-Year OM&R Savings$ 81,600
manuals will contain the manufacturer’s
Maintenance Labor Labor Rate $ 25.00 per hour
CURRENT REVISED
recommendations for operating and
PROCESSPROCESS
maintenance practices for the equipment
Weekly Maintenance Labor65hrs/week
Annual Maintenance Labor312260hrs/year
installed as a part of the project. Reynolds will
Annual Labor Cost $ 7,800 $ 6,500
model the labor and material costs prior to and
EXISTING SYSTEM
after the system has been optimized with more
Equipment Repair and Replacement Costs
ItemInterval (Yrs)Material CostQuantityAnnual
efficient equipment and/or processes. A sample
Aeration Rotors Gear Box 20$ 14,0001$ 700
20-year OM&R savings calculation would be as
Aeration Rotor Bearings Replace20$ 1,4002$ 140
Grease Cartridges1$ 9601$ 960
follows:
Gear Box Oil1$ 6001$ 600
Clarfier Drive Oil1$ 5001$ 500
Addlt. RAS Pump/Screen Maint.1$ 1,0001$ 1,000
Mixer Motor Grease1$ 42$ 8
FUTURE CAPITAL SAVINGS
Blower Oil Change2$ 453$ 68
Blower Air Filter1$ 1703$ 510
ESTIMATE APPROACH
Blower Belt2$ 803$ 120
Decanter Actuator5$ 1,2002$ 480
F. Note how a Future Capital
DO Sensor Head2$ 2242$ 224
Sludge Pump Repair Kit5$ 4512$ 180
Expenditure Savings estimate will be
Diffused Aeration Membranes5$ 32600$ 3,840
prepared and applied to the process.
Controller Relays1$ 501$ 50
Controller Batteries3$ 261$ 9
$ 9,389
IC 36-1-12.5-3.5, which requires documentation
MODIFIED SYSTEM
of related capital expenditures by “industry
Equipment Repair and Replacement Costs
engineering standards.” Indiana statutes
ItemInterval (Yrs)Material CostQuantityAnnual
Aeration Rotors Gear Box 20$ 14,0001$ 700
identify five methodologies that Reynolds may
Aeration Rotor Bearings Replace20$ 1,4002$ 140
use to document related capital expenditures.
Grease Cartridges1$ 9601$ 960
Gear Box Oil1$ 6001$ 600
They are, pursuant to IC 36-1-12.5-2.5: (1)
Clarfier Drive Oil1$ 5001$ 500
Addlt. RAS Pump/Screen Maint.1$ 1,0001$ 1,000
Lifecycle costing; (2) The R. S. Means
Mixer Motor Grease1$ 42$ 8
estimating method developed by the R. S.
Blower Oil Change2$ 453$ 68
Blower Air Filter1$ 1701$ 170
Means Company; (3) Historical data; (4)
Blower Belt2$ 802$ 80
Manufacturer's data; and (5) American Society
Decanter Actuator5$ 1,2000$ 0
DO Sensor Head2$ 2242$ 224
of Heating, Refrigeration, and Air Conditioning
Sludge Pump Repair Kit5$ 4512$ 180
Diffused Aeration Membranes5$ 32300$ 1,920
Engineers (ASHRAE) standards. And so, in
Controller Relays1$ 501$ 50
order to properly claim capital costs avoided,
Controller Batteries3$ 261$ 9
$ 6,609
Reynolds will utilize a proscribed methodology
or methodologies to document and justify the amounts associated with such costs.
In the case of capital costs avoided, we are generally comparing the future value of a projected cost with the current,
expected costs associated with performing work required to be performed in order to implement a project. Thus,
lifecycle costing will help establish assumptions relating to whether and when an expense will be incurred during the
guarantee term; and some or all of the other four methods – historical data, R.S. Means, manufacturer’s data, and
ASHRAE standards might be used to project future costs associated with the expected expense.
As with all the savings categories, Reynolds will prepare a report that details the savings this project will provide. This
data will be based on the reporting requirements within IC 36-1-12.5. The report will detail the method of calculation
and the amount of the savings generated and how each item will be reconciled for review and comment before a
contract is approved. The creation of this plan is a process that is collaborative, transparent, and will meet all Indiana
codes.
Page | 53
SECTION 7: NOTARIZED FORM
CITY OF SOUTH BEND: PINHOOK WTP IMPROVEMENTS PROJECT GUARANTEED SAVINGS CONTRACT
NOTARIZED FORM
Page | 54
Page | 55
Page | 56
SECTION 8: PREQUALIFICATION FORM/ ATTACHMENTS
CITY OF SOUTH BEND: PINHOOK WTP IMPROVEMENTS PROJECT GUARANTEED SAVINGS CONTRACT
PREQUALIFICATION FORM WITH ATTACHMENTS
CITY OF SOUTH BEND, INDIANA
PUBLIC WORK
RESPONSIBLE BIDDER CHECKLIST
Pinhook Water Treatment Plant GSC Project
Project Name
Project No.
For Bids Due
October 13, 2020
Reynolds Construction, LLC dba Reynolds Construction of Indiana, LLC
Contractor Name:
The City seeks to enhance its ability to identify responsive and responsible bidders on all City public works
projects by institution of comprehensive submission requirements in compliance with State law. Quality
workmanship, efficient operation, safety, and timely completion of projects requires that all bidders meet
certain minimum requirements to be responsive and responsible bidders.
THIS FORM MUST BE SUBMITTED WITH YOUR BID.
INSTRUCTIONS:
If you are a pre-qualified bidder, complete Section I only.
If you are not a pre-qualified bidder, complete Section II only.
Section II acts as an application for pre-qualification. Submission of Section II will allow the bidder to be
considered for pre-qualification for bids with the City of South Bend Department of Public Works. Pre-
qualified bidders will then be exempt from a portion of the submission requirements outlined in Section 6-
63 of The Responsible Bidding Ordinance No. 10594-18
for a period of twelve (12) months.
Thereafter, contractors who are pre--
qualified-Qualified
st
for the upcoming calendar year, or within twelve (12) months of obtaining pre-
qualified standing. If the status of any item changes within the twelve (12) months, it is the responsibility of
the contractor to notify the City. Failure by any pre-qualified contractor to submit its complete application
-n automatic removal
of the designation, effective January 1 of the following year, or immediately following the twelve (12) months
of pre-qualified standing.
works
projects, though the contractor must submit all required documents under 6--
is re-established.
Please Note: The City reserves the right to request supplemental information from the bidder,
additional verification of any information provided by the bidder, and may also conduct random
-qualified standing.
It is the sole responsibility of the potential bidder to comply with all submission requirements applicable to
the bidder in Section 6-63 of the Responsible Bidding Ordinance no later than the date of the public bid
opening.
POST BID SUBMISSIONS:
Post-bid submissions must be submitted in accordance with Section 6-64 of the Responsible Bidding
Ordinance. The post-bid submission requirements are as follows:
1. All bidders shall collect, maintain, and provide upon request, a current written list that discloses the
name, address, licensing status, and type of work for any subcontractor from whom the bidder has
accepted a bid and/or intends to hire on any part of the public work project, including individuals
performing work as independent contractors.
2. Each subcontractor, whose portion of the project is estimated to be at least one-hundred fifty
thousand dollars ($150,000.00), shall be required to adhere to the requirements of Section I of the
Responsible Bidder Ordinance as though it were bidding directly to the City, except that the
subcontractor shall submit the required information (including the name, address, and type of work)
to the successful bidder prior to the commencement of work.
3. Failure of a subcontractor to submit the required information shall not disqualify the successful
bidder from performing work on the project and shall not constitute a contractual default and/or
breach by the successful bidder. However, the City may withhold all payment otherwise due for
work performed by a subcontractor, until the subcontractor submits the required information and
the City approves such information.
4.
not create any rights in the Disclosed Subcontractor(s). Thus, a bidder may substitute another
subcontractor for a Disclosed Subcontractor by giving the City, upon request, written notice of the
name, address, licensing status, and type of work of the substitute subcontractor.
5. The successful bidder and all subcontractors on a public works project are required to submit
certified payroll utilizing the federal form known as WH-347 or a similar form on a bi-weekly basis,
submitted within 10 days after the end of each bi-weekly payroll period. Certified payrolls shall
identify the job title and craft for each employee. Certified payrolls shall be submitted
electronically.
Please Note: Submissions deemed inadequate, incomplete, or untimely by the City may result in
the automatic disqualification of the bid.
The City, after review of complete and timely submissions, shall, in its sole discretion, after taking into
account all information in the submission requirements, determine whether a bidder is responsive and
responsible, and provide a Pre-Qualification Verification Letter. The City specifically reserves the right to
through its own independent verification of the information provided by the contractor.
I. PRE-QUALIFIED BIDDER CHECKLIST
Not Applicable
(a) Acknowledgements:
(i) ___ By checking this box, I hereby acknowledge that I am a pre-qualified bidder with
the City of South Bend and that I have met the pre-qualification requirements within
the last twelve (12) months. A copy of my Pre-Qualification verification letter
is attached.
(ii) ___ By checking this box, I hereby acknowledge that the City reserves the right to
request supplemental information, additional verification of any information
provided by me, and may also conduct random inquiries of my current and prior
customers.
(b) Attachments:
(i) ___ -line records (ie. Business verification) dated within
sixty (60) days of the submission of said document showing that business is in
and eligible for a certificate of good standing. (Not applicable to individuals, sole
proprietors or partnerships).
(ii) ___ Statement on staffing capabilities, including labor sources. This statement
indicates and ensures I have sufficient employees on staff to complete the work. It
outlines how I intend to meet the staffing needs of the work.
(iii) ___ List of projects of similar size and scope of work performed in all areas, including
the State of Indiana, within the last three (3) years.
(iv) ___ For every project, submit evidence of participation in apprenticeship and training
programs, applicable to the work to be performed on the project, which are
Apprenticeship, or its successor organization.
II.PRE-QUALIFICATION CHECKLIST(FOR BIDDERS THAT ARE NOT PRE-QUALIFIED)
(a)Acknowledgements:
X
(i)___By checking this box, I hereby acknowledge that I am not a pre-qualified bidder
with the City of South Bend.
X
(ii)___By checking this box, I hereby acknowledge that the City reserves the right to
request supplemental information, additional verification of any information
provided, and may also conduct random inquiries of my current and prior
customers. The City reserved the right to utilize all information provided in this
submission and all information obtained in inquiries or requests to determine if a
bidder is responsive and responsible. Additionally, I acknowledge that all
information provided to the City shall be regarded as public records.
X
(iii)___By checking this box, I hereby acknowledge that copies of all Applicable
apprenticeship certificates or standards for training programs applicable to the
work performed on the project may be requested at any time and shall be furnished
upon request.
X
(iv)___By checking this box, I hereby acknowledge and ensure that I and all sub-
contractors, from whom I have accepted a bid and/or intend to hire to perform work
on the public work project, are properly licensed. Furthermore, I acknowledge my
understanding that it is my responsibility to ensure that all sub-contractors have
the necessary licenses to undertake the work called for in this bid. If a sub-
contractor loses their license at any point, it is the responsibility of that sub-
contractor to notify the City.
(b)Attachments:
X
(i)___on-line records (ie. Business verification) dated within
sixty (60) days of the submission of said document showing that business is in
and eligible for a certificate of good standing. (Not applicable to individuals, sole
proprietors or partnerships).
X
(ii)___List identifying all former business names.
X
(iii)___Any determinations by a court or governmental agency any violations of federal
state, or local laws including, but not limited to, violations of contracting or antitrust
laws, tax or licensing laws, environmental laws, Occupational Safety and Health
Act (OSHA), or federal Davis-Bacon and related Acts, within the preceding five (5)
years.
X
(iv)___Statement about staffing capabilities, including labor sources. This statement
indicates and ensures I have sufficient employees on staff to complete the work I
am bidding on OR outlines how I intend to meet the staffing needs of the work.
X
(v)___Statement that individuals who will performwork on the public work project on my
behalf will be properly classified as an employee or as an independent contractor
under all applicable state and federal laws and local ordinances.
X
(vi)___For every project, submit evidence of participation in apprenticeship and training
programs, applicable to the work to be performed on the project, which are
Apprenticeship, or its successor organization.
X
(vii)___Copy of a written plan for employee drug testing that covers all of my employees
who will perform work on the public work project and meets or exceeds the
requirements set forth in IC 4-13-18-5 or IC 4-13-18-6.
X
(viii)___Evidence that I am utilizing a surety company which is on the Bureau ofFiscal
bid specifications or contract.
X
(ix)___Written statement of any federal, state or local tax liens or tax delinquencies owed
to any federal, state or local taxing body in the preceding three years.
X
()___List of projects of similar size and scope of work performed in all areas, including
the State of Indiana, within three (3) years prior to the date on which the bid is due.
October 13, 2020
Date: ___________________________________________
________________________________________________
(Sign Here)
Scott Huber, PE
________________________________________________
(Print Name Here)
Reynolds Construction, LLC dba Reynolds Construction of Indiana, LLC
________________________________________________
(Name of Company)
1119 N Keystone Way, Suite 201
________________________________________________
(Address of Company)
Carmel
________________________________________________
(City)
Indiana
________________________________________________
(State)
(877) 770-0127
________________________________________________
(Telephone Number)
Section II B Attachment i
State of Indiana
Office of the Secretary of State
CERTIFICATE OF EXISTENCE
To Whom These Presents Come, Greeting:
I, CONNIE LAWSON, Secretary of State of Indiana, do hereby certify that I am, by virtue of the laws of
the State of Indiana, the custodian of the corporate records and the proper official to execute this
certificate.
I further certify that records of this office disclose that
REYNOLDS CONSTRUCTION OF INDIANA, LLC
duly filed the requisite documents to commence business activities under the laws of the State of
Indiana on September 22, 2016, and was in existence or authorized to transact business in the State of
Indiana on September 11, 2020.
I further certify this Foreign Limited Liability Company has filed its most recent report required by
Indiana law with the Secretary of State, or is not yet required to file such report, and that no notice of
withdrawal, dissolution, or expiration has been filed or taken place. All fees, taxes, interest, and
penalties owed to Indiana by the domestic or foreign entity and collected by the Secretary of State
have been paid.
In Witness Whereof, I have caused to be affixed my
signature and the seal of the State of Indiana, at the City
of Indianapolis, September 11, 2020
CONNIE LAWSON
SECRETARY OF STATE
201609221159756 / 20201618223
All certificates should be validated here: https://bsd.sos.in.gov/ValidateCertificate
Expires on October 11, 2020.
SECTION II B ATTACHMENTS II - VI
CITY OF SOUTH BEND: PREQUALIFICATION APPLICATION
ii FORMER BUSINESS NAMES
The Reynolds name has long been recognized as an industry leader in water/wastewater infrastructure. The Reynolds’
legacy began in the mid 1930’s under the name John L. Reynolds & Sons. After continued growth, the company first
incorporated in Indiana in 1965 as John Reynolds & Sons, Inc., then later as Reynolds, Inc. in 1987. The company
merged with Layne Christensen Company in 2005 as two separate operating divisions, Reynolds Inc., and Reynolds
Inliner. In 2012, Reynolds, Inc. assumed the name Layne Heavy Civil, Inc. and continued operations as such until April
30th, 2017. On May 1st, 2017, a privately held group, including former owner Jeff Reynolds, and members of senior
management, acquired certain assets of the Heavy Civil business and began operations as Reynolds Construction,
LLC.
iii OSHA CITATIONS LAST THREE YEARS
Inspection Issue Date Corrective
Year Office Level Fine Description
# Date Closed Action
Initial: Referral
Ft. Penalty
$13,260 Inspection-
2019 1420608.015 7/24/2019 Open Lauderdale, Serious Payment In
Current: Trench
FL Place
$9,282 Safety
*Reynolds started operations in May of 2017, therefore we can only provide the last three years OSHA information.
iv SUFFICIENT EMPLOYEES
Reynolds is recognized as one of the nation’s leading water resource contractors, offering innovative project design
and construction. Our knowledge and capabilities include the previous experience from former operating groups under
previous ownership in combination with those of our current company. As such, with over 75 years of experience, we
are uniquely qualified to provide the City with an experienced team you can count on for results. Over the last 25
years, operations groups of the company have constructed new or completed modifications to over 150 pump stations,
and 230 treatment plants, and installed over 18 million LF of pipeline. The company has grossed between $175M and
$450M in annual revenue over the last decade, currently employs approximately 400 people, and owns an equipment
fleet valued in excess of $17 million.
v PROPERLY CLASSIFIED
All individuals who will perform work on the public work project on Reynolds’ behalf will be properly classified as an
employee or as an independent contractor under all applicable state and federal laws and local ordinances.
vi APPRENTICESHIP
All the jobs Reynolds has completed in Indiana and New Jersey utilized employees from the Laborers Carpenters, and
Operators Unions. Each of these Unions provide Apprentice Programs and Related Training.
Section II B Attachment vii
SUBSTANCE ABUSE POLICY
POLICY OBJECTIVES:
The use of alcohol and other drugs leads to unsafe working conditions for workers; the impaired
worker is a potential hazard to himself and to those working with him/her. The purpose of the
program is to outline a substance abuse policy that will establish and help maintain a drug and
alcohol free, safe and healthy work environment for all workers.
SCOPE AND APPLICATION:
This policy covers all personnel employed whether full or part-time by Reynolds Construction,
and assigned to certain safety-sensitive areas. Whenever the term “company” is used herein, it
shall be deemed to include the employees who are assigned to those areas that are considered to
be SAFETY SECURITY SENSITIVE by management.
Management has designated that all employees of Reynolds Construction are working in either
safety or security sensitive areas.
This policy applies to all “company property” which for purposes of this policy includes:
1.Property controlled by the company.
2.Buildings and/or areas where company work is being developed, conducted, evaluated, or
inspected.
WRITTEN SAFTEY PROGRAM Page | 236
3. Leased spaces.
4. Company vehicles.
5. Personal vehicles used for company business.
6. Customer premises and customer vehicles where a Reynolds Construction employee is
working or performing services.
7. The grounds and parking lot adjacent or approximate to any of these above areas.
GENERAL:
To comply with federal highway DOT regulations, as well as DOT pipeline safety regulations
and the regulations of Reynolds Construction, this policy extends to include the following type
of tests for drugs and alcohol:
Pre-employment testing.
Company random testing.
Post incident/injury testing.
Reasonable cause testing.
Return to work testing.
EXPLANATION OF DRUG AND ALCOHOL TESTING CATEGORIES:
Pre-Employment Testing:
Prior to being employed, applicants shall undergo pre-employment screening by urine testing for
the presence of illegal drugs or other controlled substances. An applicant will not be employed
or authorized to report to work until a negative test result has been reported.
A confirmed positive test result shall be grounds for denying or revoking employment to the
applicant and will disqualify an applicant for reconsideration for six (6) months. Proof of
rehabilitation will be required for reconsideration of employment. Testing will be performed by a
laboratory certified by the National Institute on Drug Abuse or an equivalent organization as
determined by the Company at its sole discretion.
A pre-employment substance abuse test will be considered valid for up to 30 days. If a
prospective employee has not begun work within that time period, it will be necessary for
him/her to take another pre-employment test. If a new hire decides not to take a position, but
applies later for another, it will be necessary for he/she to start over with another pre-
employment test.
Random Testing:
Only DOT covered employees are subject to random drug testing at the level of 25% every
twelve months, with testing to be conducted on a quarterly basis. In addition, all other
employees of the company in safety security sensitive positions will be drug tested at a rate of
WRITTEN SAFTEY PROGRAM Page | 237
25% and alcohol tested at 10% every twelve months, with testing again to be conducted on a
quarterly basis.
The current DOT Federal Highway Administration requirements for people with CDL licenses
are required to be tested at the rate of 25% annually. In addition, the company intends to apply
this same ratio to all other employees of the company. Tests for both groups will be
unannounced and based on a computerized random selection from both pools.
Post Incident / Injury Testing:
Any covered employee working within safety sensitive guidelines and whose performance either
contributed to an incident or an injury and cannot be discounted as a contributing factor to an
incident, will be drug and/or alcohol tested under the following guidelines if the incident meets
any of the following criteria:
DOT Pipeline Jobs:
An event that involves a release of gas from a liquid pipeline or of liquefied natural gas
or gas from an LNG facilities;
Death or personal injury necessitating in-patient hospitalization or estimated property
damage, including cost of gas loss to the operator of others or both of $50,000 or more;
An event that results in emergency shut-down of an LNG facility;
An event that is significant in the judgement of the operator.
DOT Federal Highway Administration:
Post incident testing is required for employees with CDL’s that were involved in
reportable driving related incidents such as:
When any fatality occurs as a result of an incident, or
When a company driver is issued a citation under state or local law for a moving
violation arising from an incident.
Company Additional Requirements:
One or more motor vehicles incurring physical damage due to the operation of a company
owned vehicle operated by an active employee.
Any job-related injury requiring medical treatment.
An event of significance in the judgement of the company even if it does not meet the
above criteria.
An event that is significant in the judgment of the employer (i.e., substantial damage to
company, customer or public property).
Employee(s) must be escorted by a supervisor to the collection facilities. The breath
alcohol testing ideally must be administered within two (2) hours after the incident, but
no longer than eight (8) hours after the incident. Drug testing in the above
circumstances must be completed within eight (8) hours following the above conditions.
WRITTEN SAFTEY PROGRAM Page | 238
CARE SHALL BE TAKEN THAT NO CONCLUSIONS ARE STATED BY ANY MEMBER
OF MANAGEMENT AS TO WHETHER OR NOT AN EMPLOYEE IS A SUBSTANCE
ABUSER; BUT ONLY THAT, UNDER THE GUIDELINES OF THE COMPANY’S
SUBSTANCE ABUSE POLICY, THAT THE EMPLOYEE MAY BE REQUIRED TO
UNDERGO THESE TESTS.
THE EMPLOYEE SHALL NOT BE ALLOWED TO PROCEED ALONE TO OR FROM THE
COLLECTION SITE. IN ADDITION TO THE SAFETY CONCERNS FOR THE
EMPLOYEE, ACCOMPANYING THE EMPLOYEE ASSURES THAT THERE IS NO
OPPORTUNITY TO INGEST ANYTHING TO AFFECT THE OUTCOME OF THE TESTS.
IF THESE TESTS ARE POSITIVE, THE EMPLOYEE SHALL MAKE ARRANGEMENTS
TO BE TRANSPORTED HOME AND BE INSTRUCTED NOT TO DRIVE A MOTOR
VEHICLE. IF THE EMPLOYEE INSISTS ON DRIVING, THE PROPER LAW
ENFORCEMENT AGENCY MAY BE NOTIFIED THAT AN EMPLOYEE IS LEAVING
COMPANY PREMISES DRIVING A MOTOR VEHICLE AND MAY BE UNDER THE
INFLUENCE.
Employees are required to immediately report all instances that are defined as reportable by DOT
alcohol testing regulations. Failure to do so will result in immediate disciplinary action, up to
and including discharge. Any employee who is post-incident tested will be removed from duties
covered by DOT regulations without loss of pay pending a negative determination based on
laboratory results for drug testing as well as breath alcohol testing results. Employees may also
lose pay if other reasons exist for disciplinary suspension.
Inspection:
Whenever the company reasonably suspects that an employee's work performance or on-the-job
behavior is affected in any way by alcohol or drugs, they may search the employee, the
employee's locker, desk, work area, vehicle or other company property or at a work site.
Whenever the company reasonably suspects that an employee has sold, purchased, used or
possessed alcohol, drugs or drug paraphernalia on company premises or at a work site, they may
search the employee the employee's locker, desk, work area, vehicle, or other company property
under the control of the employee, as well as the employee's personal effects or motor vehicle on
company property or at a work site.
Reasonable Cause Training:
All employeesare subject to reasonable cause testing for drugs as well as alcohol. The decision
to test under this basis must be based upon a reasonable articulate belief that the individual used
a drug or alcohol based upon direct observation of specific, contemporaneous physical,
behavioral or performance indicators of probable use.
At least two supervisors, one of which trained in detection of the possible symptoms of drug
and/or alcohol use, shall substantiate and concur in the decision to test an employee. The
agreement between the two supervisors may be by telephone. Documentation of the employee’s
conduct shall be prepared and signed by the supervisors within twenty-four (24) hours of this
observed behavior. The supervisors shall complete and sign the fitness for duty, reasonable
WRITTEN SAFTEY PROGRAM Page | 239
cause observation documentation form. Following collection of the urine sample for drug
testing, the employee must be advised that they will be indefinitely suspended pending results of
this drug test and then be transported to his/her residence. The employee shall be permitted to
return to work and shall be paid wages for time lost if the lab results received are negative.
Compensation for lost time will not be granted if the conduct associated with the drug testing
warrants a suspension without pay for the term of the suspension.
Care shall be taken that no conclusions are stated by any member of management as to whether
or not an employee is a substance abuser; but only that, under the guidelines of the company’s
substance abuse policy, that the employee may be required to undergo these tests.
The employee must not be allowed to proceed alone to or from the collection site. In addition to
the safety concerns for the employee, accompanying the employee assures that there is no
opportunity to ingest anything to affect the outcome of the tests. If these tests are positive, the
employee shall make arrangements to be transported home and be instructed not to drive a motor
vehicle. If the employee insists on driving, the proper law enforcement agency may be notified
that an employee is leaving company premises driving a motor vehicle and may be under the
influence.
Return to Work Testing:
Any individual who has been suspended due to either drug or alcohol abuse shall comply with
the provisions stated in the policy statement at the start of this drug policy. The employee shall
be evaluated by a substance abuse professional and the cost of performing additional drug tests
are at the employee’s expense as previously indicated.
If a driver has had an alcohol test with a breath alcohol content of 0.04 or greater, they may not
return to work until they have completed a test producing a result of less than 0.02. There shall
be also at least six (6) follow-up tests in the first twelve months following a return to duty from
post substance abuse treatment. In both instances, follow-up testing may be completed without
prior notice for up to five years following his/her return to work. Once returned to work, the
employee enters into a Last Chance Agreement with Reynolds Construction and shall agree to
remain drug and/or alcohol free during his employment. Any subsequent confirmed positive test
result shall result in discharge.
TESTING PROCEDURES
Drug Testing:
Testing shall be performed utilizing urine samples. Testing will be performed by a laboratory
certified by the National Institute on Drug Abuse or an equivalent organization as determined by
the Company at its sole discretion.
Alcohol Testing:
In some instances, the company shall utilize law enforcement officers or some other organization
which has been certified by state or local governments to conduct breath alcohol tests as
qualified as breath alcohol technicians, in the absence of our breath alcohol technician.
WRITTEN SAFTEY PROGRAM Page | 240
ALCOHOL USAGE RESTRICTIONS
Pre-Duty Use:
Employees may not perform covered duties within four (4) hours after consuming alcohol. On-
call employees, who are not at work but could be called to perform covered functions, are subject
to the pre-duty alcohol prohibition (i.e. they would have to decline a call to work if acceptance
would result in performing covered duties within the four (4) hours). Once notified to respond to
an emergency, the employee must not consume any alcohol.
On-Duty Use:
Covered employees may not consume alcohol while performing covered functions. This
prohibition also applies to covered employees who are at work and immediately available to
perform covered functions.
Use after an Incident:
Covered employees with knowledge of an incident either for a pipeline, highway safety or
according to our corporate program for which they performed a covered function at or near the
time of the incident, may not use alcohol for eight (8) hours after the incident unless they have
been given a post-incident test or Reynolds Construction has determined that their performance
could not have contributed to the incident.
EMPLOYEE ASSISTANCE PROGRAM
The employee assistance program for employees, as well as supervisory personnel, is provided to
determine whether an employee must be drug tested based on reasonable cause.
The education program shall include the display and distribution of:
Informational material,
Community service hot-line telephone numbers for contacting substance abuse
professionals,
Reynolds’ policy regarding drug and alcohol abuse.
The training program shall include:
The effects and consequences of drug and/or alcohol abuse on your personal health,
safety and work environment.
The specific contemporaneous observations, behavioral and performance indicators,
including speech, of probable drug and/or alcohol abuse.
Supervisors and other employees must be given at least sixty (60) minutes of training as part of
this program.
WRITTEN SAFTEY PROGRAM Page | 241
Supervisory personnel responsible for employees shall receive additional training under both the
drug abuse and alcohol abuse prevention plans. This training shall consist of two (2) separate
sixty (60) minute periods of training on specific, contemporaneous physical, behavioral speech,
and performance indicators of probable drug and alcohol misuse. This training is required for
supervisors who may determine whether an employee must be tested for these substances based
on reasonable suspicion. Are we still doing this?
RECORD KEEPING:
The company shall maintain the following records for the periods specified and permit access to
the records only as specified under regulations and shall conform to the following:
One year for records of employees who have passed drug and alcohol tests.
Three years for records that demonstrate the collection process conformed to regulations.
Five years for records that show employees who failed drug tests, the type of test, and
records that show rehabilitation, if any, and shall contain the following:
o Functions performed by the employee
o Prohibited drugs used by the employee
o Disposition of the employee who failed the drug test
o Age of the employee who failed the drug test
o Records of employee indicating an alcohol concentration of 0.02 or greater
o Documentation of refusals to take required alcohol and/or drug test
Five years for the number of employees tested by the type of drug test
Three years confirming supervisors and employees had been trained as required by
regulations under the employee assistance program.
RELEASE OF INFORMATION:
The company shall maintain all drug and alcohol related testing information, test results and
other appropriate records in a secure manner to prevent disclosure of such information to
unauthorized personnel. These results will not be included in employee personnel files. An
employee’s drug and alcohol test results shall not be released EXCEPT upon the written consent
of the employee or upon the request by a state or federal agency with regulatory authority over
the company. The company can also make the records available to a subsequent employer
UPON RECEIPT OF THE WRITTEN REQUEST FROM THE COVERED EMPLOYEE.
Disclosure by the subsequent employer is permitted only as expressly authorized by the terms of
the employee’s written request.
SEVERABILITY:
If any part of this policy is determined to be unenforceable under state or federal law, the
remainder of the policy, to the extent possible, shall remain in full force and effect. No part of
this policy, or any procedures related to it, is if intended to:
WRITTEN SAFTEY PROGRAM Page | 242
Guarantee employment, continued employment, or terms or conditions of employment.
Affect Reynolds Construction’s right to manage its workplace, or to discipline its employees and
they being:
Any employee suspected of appropriating or participating in the collection of a fraudulent
sample after being requested to produce one for testing, or any employee in collusion
regarding the appropriation of a fraudulent sample will be immediately terminated from
active employment with the company.
When an employee is requested to render a sample for the purpose of testing, he or she
shall leave immediately for the collection site without stopping any place between his or
her job site and the assigned collection site. Violation of this shall result in disciplinary
action depending on the gravity of the violation and situation.
Never during the collection of any requested sample shall the employees being tested be
allowed to consort or fraternize with other employees or individuals without a recognized
attendant being present or giving approval. Violation of this shall result in disciplinary
action depending on the gravity of the violation and situation.
DEFINITIONS:
To insure common understanding of terms, the following definitions shall be consistently used:
Breath Alcohol Technician (BAT): This is an individual trained in operation of an evidential
breath-testing device used for alcohol testing under these regulations. Law enforcement officers
who have been certified by state or local governments to conduct breath alcohol tests are
qualified as BAT’s provided the officer has been certified on the evidential breath testing device
being used for the test.
Consent Form: All employees in the company must sign a consent form for drug, alcohol and
substance abuse testing. The separate part of that form authorizes us to obtain information for
DOT type drivers on their previous drug test for the past two (2) years for prior employment. In
accordance with the new federal law, the driver’s previous employers must furnish reports of any
positive test(s) and/or refusals. That information must be obtained prior to a new driver ever
being placed behind the wheel of a company vehicle.
He/His: As used in this policy, the terms he or his are similar masculine pronouns and that shall
be construed to include the feminine alternatives of said pronouns. These terms are used solely
for grammatical purposes and shall not be construed to limit this policy or its application on the
basis of gender.
Illegal drugs as mentioned in this policy include but are not limited to:
Marijuana (THC METABOLITE)
Cocaine
WRITTEN SAFTEY PROGRAM Page | 243
Opiates
Phencyclidine (PCP, ANGEL DUST)
Amphetamines
Ecstasy (MDMA)
Heroin
Metabolic of those drugs of which possession and use are prohibited by state and federal
law in this country.
Prescription drugs used by a person in a manner other than as prescribed by the treating
physician or in accordance with the physician’s directions.
So-called “designer drugs”, and any similar substances even if state or federal law does
not specifically prohibit them.
*While we recognize that the DOT requires a SAMNSA 5-panel drug screen, some of our jobs
require a 10-panel drug screen. In those instances, we shall make that a mandatory part of our
program.
Last Chance Agreement: An agreement between the employee and the company where upon
the employee agrees to remain drug and/or alcohol free after testing positive for substance abuse
the first time. A subsequent positive test would result in termination.
Legally Prescribed Drugs: This policy also covers drugs which may be abused even though
they are available legally, such as cough syrup, over-the-counter medications, or drugs for which
an employee has a valid prescription.
Medical Review Officer: A licensed physician responsible for receiving laboratory results
generated by a substance abuse testing program. He/she has knowledge of substance abuse
disorders and has received appropriate medical training to interpret and evaluate an individual’s
medical history and other relevant valuable medical information as certified by either the
American Medical Association or the American College of Occupational and Environmental
Medicines.
Other Substances: Other substances, whether inhaled, injected, ingested, or absorbed, and
which are not intended for human consumption (i.e. glue, solvents, patches, etc.) are also
prohibited by this policy.
Possession of Alcohol and/or Drugs: The possession, use, transfer, or sale of alcohol, illegal
drugs or prescription drugs (without a valid prescription) on company property (as defined in this
policy) by ANY EMPLOYEE is prohibited and disciplinary action up to and including discharge
is appropriate. Any circumstances that indicate the violation of state, federal or local laws may
be reported to appropriate law enforcement officials and the company will cooperate in any
criminal prosecutions.
Probable and Reasonable Cause: This is defined as those circumstances based on objective
evidence about the worker’s conduct in the workplace, that would cause a reasonable person to
WRITTEN SAFTEY PROGRAM Page | 244
believe that the worker is demonstrating signs of impairment due to alcohol and/or other drugs.
In most cases, the objective evidence given rise to probable cause shall be observed by at least
two individuals, ideally two supervisors, but the parties recognize that in certain circumstances
the observation may be made by only one individual. An example of objective evidence is when
a worker shows signs of impairments, such as difficulty in maintaining balance, slurred speech or
erratic typical behavior.
Random: Employees shall be randomly selected for unannounced drug and alcohol testing
through a system using scientifically, statistically, and legally valid number generation process.
A list of names and corresponding numbers shall be selected at random to select the employees
for testing on a monthly basis. Using this process, an employee could be selected for testing
more than once a year. Employees selected for testing shall be notified by their supervisor on the
day that they are to be tested.
Refusal to Test:Refusal by an employee to submit to a drug or alcohol test when requested to
do so, under the terms of this policy, shall be considered the same as a confirmed positive test
result and shall be grounds for termination of employment.
Re-Instatement: An employee who was discharged for a positive drug test may be given an
opportunity to retain employment, provided they have been evaluated by a Substance Abuse
Professional (SAP) following successful completion of a rehabilitation program and must test
negative before returning to work or before re-employment. Employees who are rehired or
return to work following a layoff, extended vacation, or an illness of six weeks or longer must
also test negative prior to returning to work. Employees who have been discharged for a positive
drug or alcohol test are responsible for those costs unless the test proves that these employees are
in fact negative. If an employee had tested positive for drugs, then there must be at least six (6)
follow-up tests in the first twelve months after returning to duty. Those tests are also at the
employee’s expense. Personnel testing .04 or greater for alcohol must have test results less than
.02 before returning to work and be subject to follow-up testing. Those tests must be
unannounced and there must be at least six tests in the first twelve months. These tests may be
extended up to sixty (60) months, based on the advice of the medical review officer.
Safety Security Sensitive Positions: Includes all positions where an employee is operating a
company-owned vehicle or performing tasks where unsafe practices could endanger health,
safety, or security of the employee or others. Security sensitive positions are those that have
access to or handle company funds, bidding information, or perform security services at job sites.
Special Drug and Alcohol Searches: When there is a reason to believe that a specific employee
or group of employees may be in possession of alcohol and drugs which are prohibited under the
company’s policy, the employees may be required, as a condition of employment, to submit to a
reasonable search (i.e., clothing, lockers - if available, purses, lunch boxes or other containers
including desks or personnel vehicles while on company property).
Split Specimen: Starting on August 15, 1994, all companies doing drug testing must implement
the use of split specimens. Laboratories plan to furnish two identical vials for each test kit. The
driver’s test sample is divided into thirty millimeter and fifteen millimeter samples and one can
WRITTEN SAFTEY PROGRAM Page | 245
be used by the employee to request a retest, using the smaller sample within 72 hours of a
positive test.
Substance abuse: includes any of the following:
Reporting to work or working under the influence of or impaired by alcohol or any drug.
Chemical dependency or the abuse of alcohol or any drug which does or may adversely
affect job performance or safety.
The abuse of any illegal or legal drug or substance.
Substance Abuse Professional: That is defined as any licensed physician, licensed or certified
psychologist, social worker, employee assistant professional, or a certified addiction counselor
with clinical experience and a knowledge of diagnosis treatment of alcohol and controlled
substances related disorders.
Temporary Employee: A laborer whose employment with the company does not exceed three
(3) work days.
Under the Influence: For the purpose of this policy, employee’s behavior which has adversely
been affected by alcohol or other drugs, or the combination in any detectable manner. Influence
is not limited to obvious impairment of physical or mental ability, such as slurred speech or
difficulty in maintaining balance, but may be established by a professional opinion, a legally
valid test, or especially in cases involving alcohol by a lay person’s observation.
Usage: consumption of any kind of alcohol or illegal drug, or any drug used other than intended.
Working Under the Influence: Reporting for duty or working while under the influence of any
alcohol or any drugs, whether legal or illegal, that may adversely affect the ability of the
employee to safely or effectively perform the duties of their positions is not permitted and shall
be handled under disciplinary procedures. It is the employee’s responsibility to notify his/her
supervisor immediately upon return to work of any drug or alcohol use, whether legal or illegal,
which may adversely affect his/her ability to perform safety sensitive duties.
WRITTEN SAFTEY PROGRAM Page | 246
FITNESS FOR DUTY
REASONABLE CAUSE OBSERVATION DOCUMENTATION
All employees, including yourself, occasionally exhibit some performance problems and behavior changes. Sometimes
these problems and changes cause concern that an employee may be unfit to perform the employee’s regular duties as a
result of substance abuse. Below is a checklist of observations for you to use in determining when there is a reasonable
cause for such concern and possible substance testing.
NAME________________________ LOCATION _________________________
DATE ________________________ TIME ______________________________
The onset of one or more of the following observations may be cause for substance abuse testing:
SPEECH AWARENESS BALANCE PHYSICAL INDICATORS
___ Incoherent ___ Confused ___ Swaying ___ Pupils dilated/red eyes
___ Muddled___ Sleepy___ Staggering ___ Cold Sweats/tremors
___ Slurred ___ Erratic Behavior ___ Falling ___ Alcohol/marijuana odor
When you observe behaviors that may interfere with the employee’s performance, you shall note and document your
observations. The employee shall be counseled about any performance problems, and any explanations volunteered
or offered by the employee shall be noted. Although work related performance or behavior problems might be cause
for substance abuse testing, continued work related performance and behavior problems might result in
reassignment, or discipline up to and including termination of employment.
WORK OBSERVATIONS
_____ Unexplained or excessive absenteeism or tardiness
_____ Unexplained or excessive absence from work area
_____ Frequent trips to water cooler or restroom
_____ Difficulty in understanding/recalling instructions
_____ High frequency of incident occurrence
MOODS PHYSICAL INDICATORS
_____ Withdrawn /sad/morbid _____ Rapid breathing
_____ Mood swings high and low _____ inappropriate wearing of sunglasses
_____ Nervousness/agitation _____ Neglect of personal hygiene
COMMENTS:___________________________________________________________
___________________________________________________________
To the best of my knowledge and belief, This report represents the actions, appearances and/or conduct observed by me and upon
which I base my decision to suggest said employee be tested or be further evaluated by a supervisor.
EMPLOYEE: _________________________SUPERVISOR: ________________________
WITNESS: ____________________________
WRITTEN SAFTEY PROGRAM Page | 247
REQUIRED SIXTY (60) MINUTE EAP TRAINING CERTIFICATION
I, the undersigned, do hereby certify that I attended a training and education program covering:
The effects and consequences of alcohol and drug abuse on personal health, safety, and work environment.
The manifestations and behavioral causes that may indicate alcohol and drug abuse or misuse.
The appropriate way to load, transport, and unload equipment as well as pre-trip inspections, driving safety
and regulations for height, weight, etc.
This training program consisted of sixty (60) minutes of instruction containing descriptions and pictures of these very
important topics.
Date Attended: ___________________________________
Signature of Attendee: ___________________________________
Signature of Supervisor: ___________________________________
REQUIRED SUPERVISOR TRAINING CERTIFICATION
I, the undersigned, do hereby certify that I attended the training and education program covering:
The effects and consequences of controlled substances and alcohol use on personal health, safety, and the
work environment.
The manifestations and behavioral causes that may indicate controlled substance and/or alcohol use or
abuse.
This program consisted of video tapes entitled “Creating a Drug Free Workplace”, "Recognizing Drug & Alcohol
Abuse", "D.O.T. Drug testing", and "Substance Abuse Awareness & Intervention".
______________________________ ______________________________
Date Attended Attending Supervisor
________________________________________
Signature of Company Representative
WRITTEN SAFTEY PROGRAM Page | 248
PRE-EMPLOYMENT/NEW EMPLOYEE CONSENT AND AUTHORIZATION FOR SUBSTANCE
TEST COLLECTION AND ANALYSIS
Reynolds Construction has a policy prohibiting the possession, distribution, use, consumption or being under the
influence of alcohol or illegal and unauthorized drugs, including synthetics and designer types and other harmful
substances while at work, in order to provide a safe and healthful environment for our employees, customers,
suppliers, visitors, and members of the general public.
I HAVE READ THE REYNOLDS CONSTRUCTION COMPANY SAFETY POLICY FOR DRUGS AND ALCOHOL,
WHICH I UNDERSTAND AND AGREE TO ABIDE BY AS A CONDITION OF EMPLOYMENT. I FURTHER
UNDERSTAND THAT THIS POLICY IS NOT A CONTRACT BETWEEN REYNOLDS CONSTRUCTION AND
MYSELF. I UNDERSTAND, HOWEVER, THAT EMPLOYMENT WITH REYNOLDS CONSTRUCTION IS
CONDITIONAL UPON SATISFACTORILY PASSING THE REQUIRED DRUG AND ALCOHOL SCREENING TEST.
All employees of REYNOLDS CONSTRUCTION who test Positive for Drug/Alcohol tests which include Pre-
Employment, Probable Cause, Random, and Post Incident will pay for the tests, including (G.C.M.S.)
Confirmation Tests. All Employees who request split specimens to be forwarded to another lab shall pay for
the cost. Cost of the tests shall be withheld from employee's paycheck effective next paycheck. REYNOLDS
CONSTRUCTION will pay for all Negative Drug/Alcohol Tests.
I hereby consent to Reynolds Construction to have collected from me urine and to conduct other necessary medical
tests to determine the presence of drugs or controlled substances and alcohol. I give my consent for the release of
these tests results and other relevant medical information to the authorized company designee for appropriate review.
I understand that if I refuse consent I may be subject to disciplinary action, including termination of employment. This
test is required for the company substance abuse policy as well as for the federal code of regulations for various DOT
drivers.
Federal regulations require this consent form to be signed so that information on drug and alcohol test results for the
previous two years can be obtained from prior employer. The previous employer’s shall furnish reports of any positive
drug tests, any BAT results of 0.04 or greater or refusal to either test.
I hereby agree to submit to the various tests as required for either specific reasons or just generally for our 50% drug
test and 10% alcohol test standards as presented by the federal government.
Pre-Employment ______________ Random _____________
Periodic ______________ Follow-up_____________
Reasonable Cause ______________ Post Incident/Injury _____________
Agreed to: ___________________________ Date/Time: ____________________
Witness to: ___________________________ Date/Time: ____________________
Refused: ___________________________ Date/Time: ____________________
Witness to: ___________________________ Date/Time: ____________________
Reason for Refusal: ______________________________________________________
WRITTEN SAFTEY PROGRAM Page | 249
EMPLOYEE ACKNOWLEDGEMENT
REYNOLDS CONSTRUCTION
I, ____________________________________, hereby acknowledge that I have been given a copy of Reynolds
Construction’s Substance Abuse Policy to read and to understand. I further acknowledge that I have read and that I
understand the policy. I understand that failure to comply with the policy may result in my termination from
employment.
_________________________________ _________________________________
WITNESS EMPLOYEE SIGNATURE
____________________________________ ____________________________________
Date Date
WRITTEN SAFTEY PROGRAM Page | 250
Section II B Attachment viii
Bond & Financial Products
nd
7465 W. 132Street
Overland Park, KS
Phone: (913)402-5436
Fax: (913)402-5457
May 29, 2020
RE: REYNOLDS CONSTRUCTION, LLC
To Whom It May Concern:
This letter will serve to confirm Reynolds Construction, LLC has the ability to provide single project
bonding in excess of $25 million with an aggregate limit of $200 million.
Travelers Casualty and Surety Company’s commitment to write any final bond is conditioned upon
several factors being reviewed and accepted by us as satisfying our underwriting criteria at the time
the final bonds are required. Those factors include, but are not limited to, the final contract
documents and all related contracts, the bid results, financing arrangements for the project, the
financial condition of Reynolds Construction, LLC based on the most recent information available to us
at the time of the final bonds are required and the terms of the requested final bonds.
This letter is issued only as a bonding reference as requested from our client and is not an assumption
of liability or a bond. We assume no liability to third parties or to you if, for any reason, we do not
execute said bonds.
Travelers Casualty and Surety Company of America, a member of the Travelers Group, is rated as
A++(Superior), Financial Classification XV by A.M. Best Company and appears on the U.S. Treasury
Department List of approved sureties and is licensed to conduct business in all 50 states. Should you
require additional information regarding our relationship with Reynolds Construction, LLC, please
contact us at the Louisville, KY address below.
It is with pride we recommend Reynolds Construction, LLC.
Sincerely,
William A. Kantlehner, III
Authorized Surety Representative
Gallagher
1601 Alliant Avenue
Louisville, KY 40299-6338
(502)415-7000
SECTION II B ATTACHMENT IX
CITY OF SOUTH BEND: PREQUALIFICATION APPLICATION
ix FEDERAL, STATE, OR LOCAL TAX LIENS
Reynolds Construction does not have anyfederal, state or local tax liens or tax delinquencies owed to any federal,
state or local taxing body in the preceding three years.
Page | 1
SECTION II B ATTACHMENT X
WATER SUPPLY AND TREATMENT RELATED EXPERIENCE LAST 3 YEARS
Project Features
Raw Water Supply Treatment System Components
Completion DateContract Amount
Owner/Project/Location
American Water Co - Pennsylvania
Oct-20208.0$80,242,425
Ellwood WTP and Raw Water Facilities
Wampum, PA
American Water Co - Indiana
Sep-202017.0$19,700,415
Muncie WTF Phase 2 Improvements
Muncie, IN
Citizens Energy Group
Jul-2020N/A$1,638,118
Hamilton SE Booster
Indiana
American Water Co - Military Service
Design Build Confidential Jun-201.0CONFIDENTIAL
Confidential Location, NJ
American Water Co- Indiana
May-202010.0$17,083,911
INAW Allisonville Rd
Noblesville, Indiana
Citizens Energy Group
May-2020n/a$1,957,257
TW Moses Basin
Indianapolis, Indiana
American Water Co - Indiana
Design-Build (Target Cost) Newburgh
Mar-20206.0$3,498,997
WTP Consolidation & Chlorine
Conversion
Newburgh, Indiana
Page 1 of 2NOTE: Projects listed include the previous experience, from former operating groups under previous ownership, in combination with those of our current company.
SECTION II B ATTACHMENT X
WATER SUPPLY AND TREATMENT RELATED EXPERIENCE LAST 3 YEARS
Project Features
Raw Water Supply Treatment System Components
Completion DateContract Amount
Owner/Project/Location
Town of Wolcott
Mar-2020$1,904,304
Wolcott, Indiana
American Water Co- Indiana
Marlin and Orme WTF Chlorine Gas
Aug-2019n/a$1,968,741
Conversion
Greenwood, Indiana
American Water- New York
May-2019$2,740,735
NYAW Demott Ave
Wantaugh, New York
American Water Co - Missouri
Parkvile WTPJun-20184.0$20,694,969
Parkville, MO
Aqua America-Pennsylvania
May-20183.0$4,625,440
EPC/LSB Aqua Neshaminy WTP
Oakford PA
Page 2 of 2NOTE: Projects listed include the previous experience, from former operating groups under previous ownership, in combination with those of our current company.
APPENDIX
CITY OF SOUTH BEND: PINHOOK WTP IMPROVEMENTS PROJECT GUARANTEED SAVINGS CONTRACT
APPENDIX
Reynolds Construction, LLC
Independent Auditor’s Report and Financial Statements
December 31, 2019 and 2018
On May 1st, 2017, a privately held group, including former owner Jeff Reynolds, and
members of senior management, acquired the assets of the Layne Heavy Civil business
and began operations as Reynolds Construction, LLC. There were no substantive
change in assets, resources, personnel or bonding/insurance capacity. An audited
balance sheet is attached.
Reynolds Construction (including operations groups and key management staff formerly
operating as: Reynolds, Inc., followed by Layne Heavy Civil most currently) has grossed
between $175M and $450M in annual revenue over the last decade, currently employs
approximately 400 people, and owns an equipment fleet valued in excess of $17 million.
Reynolds Construction, LLC
December 31, 2019 and 2018
Contents
Independent Auditor’s Report ............................................................................................... 1
Financial Statements
Balance Sheets .................................................................................................................................... 3
Statements of Operations .................................................................................................................... 4
Statements of Member’s Equity ......................................................................................................... 5
Statements of Cash Flows .................................................................................................................. 6
Notes to Financial Statements ............................................................................................................ 7
Supplemental Information
Analysis of Earnings From Contracts ............................................................................................... 20
Schedule of Completed Contracts .................................................................................................... 21
Schedule of Contracts in Progress .................................................................................................... 22
Independent Auditor’s Report
Management
Reynolds Construction, LLC
Orleans, Indiana
We have audited the accompanying financial statements of Reynolds Construction, LLC (a wholly
owned subsidiary of Reycon Partners, LLC), which comprise the balance sheets as of December 31,
2019 and 2018, and the related statements of operations, member’s equity and cash flows for the
years then ended and the related notes to the financial statements.
Management’s Responsibility for the Financial Statements
Management is responsible for the preparation and fair presentation of these financial statements in
accordance with accounting principles generally accepted in the United States of America; this
includes the design, implementation and maintenance of internal control relevant to the preparation
and fair presentation of financial statements that are free from material misstatement, whether due to
fraud or error.
Auditor’s Responsibility
Our responsibility is to express an opinion on these financial statements based on our audits. We
conducted our audits in accordance with auditing standards generally accepted in the United States of
America. Those standards require that we plan and perform the audit to obtain reasonable assurance
about whether the financial statements are free from material misstatement.
An audit involves performing procedures to obtain audit evidence about the amounts and disclosures
in the financial statements. The procedures selected depend on the auditor’s judgment, including the
assessment of the risks of material misstatement of the financial statements, whether due to fraud or
error. In making those risk assessments, the auditor considers internal control relevant to the entity’s
preparation and fair presentation of the financial statements in order to design audit procedures that
are appropriate in the circumstances, but not for the purpose of expressing an opinion on the
effectiveness of the entity’s internal control. Accordingly, we express no such opinion. An audit also
includes evaluating the appropriateness of accounting policies used and the reasonableness of
significant accounting estimates made by management, as well as evaluating the overall presentation
of the financial statements.
We believe that the audit evidence we have obtained is sufficient and appropriate to provide a basis
for our audit opinion.
Opinion
In our opinion, the financial statements referred to above present fairly, in all material respects, the
financial position of Reynolds Construction, LLC as of December 31, 2019 and 2018, and the results
of its operations and its cash flows for the years then ended in accordance with accounting principles
generally accepted in the United States of America.
Emphasis of Matter
As discussed in Note 2 to the financial statements, in 2019, the entity adopted new accounting
guidance regarding recognition of revenue with customers. Our conclusion is not modified with
respect to this matter.
Supplementary Information
Our audits were conducted for the purpose of forming an opinion on the financial statements as a
whole. The analysis of earnings from contracts, schedule of contracts in progress and the schedule of
completed contracts listed in the table of contents are presented for purposes of additional analysis
and are not a required part of the financial statements. Such information is the responsibility of
management and was derived from and relates directly to the underlying accounting and other records
used to prepare the financial statements. The information has been subjected to the auditing
procedures applied in the audit of the financial statements and certain additional procedures,
including comparing and reconciling such information directly to the underlying accounting and other
records used to prepare the financial statements or to the financial statements themselves, and other
additional procedures in accordance with auditing standards generally accepted in the United States of
America. In our opinion, the information is fairly stated in all material respects in relation to the
financial statements as a whole.
Bloomington, Indiana
June 3, 2020
2
Reynolds Construction, LLC
Notes to Financial Statements
December 31, 2019 and 2018
Note 1: Nature of Operations and Summary of Significant Accounting Policies
Nature of Operations
Reynolds Construction, LLC (Company) is a construction contractor of water and wastewater
treatment facilities and pipeline installation headquartered in Orleans, Indiana. The Company is a
wholly owned subsidiary of Reycon Partners, LLC.
The Company’s operating cycle is the length of each individual contract. Therefore, costs incurred
and amounts earned on specific jobs in excess of billings are included as a current asset and billings
in excess of costs incurred and earnings are included as a current liability. Retainages will
generally span the length of each job.
Use of Estimates
The preparation of financial statements in conformity with accounting principles generally
accepted in the United States of America requires management to make estimates and assumptions
that affect the reported amounts of assets and liabilities and disclosure of contingent assets and
liabilities at the date of the financial statements and the reported amounts of revenues and expenses
during the reporting period. Actual results could differ from those estimates.
Cash
At December 31, 2019, the Company’s cash accounts exceeded federally insured limits by
approximately $5,109,000.
Accounts Receivable and Contract Assets
Prior to the adoption of Accounting Standards Update (ASU) No. 2014-09, Revenue from
Contracts with Customers (Topic 606), accounts receivable are based on amounts billed to
customers plus any accrued and unpaid interest. The Company provides an allowance for doubtful
accounts, which is based upon a review of outstanding receivables, historical collection
information and existing economic conditions. Accounts receivable are ordinarily due 30 days
after the issuance of the invoice. Contract retentions are due 30 days after completion of the
project and acceptance by the owner. Accounts past due more than 120 days are considered
delinquent. Delinquent receivables are written off based on individual credit evaluation and
specific circumstances of the customer.
Upon adoption of Topic 606 on January 1, 2019, accounts receivable includes billed amounts for
services provided to customers for which the Company has an unconditional right to payment.
Unbilled amounts for which payment is contingent on satisfaction of additional performance
obligations are included in costs and estimated earnings on uncompleted contracts. The Company
provides an allowance for doubtful accounts, which is based upon a review of outstanding
receivables, historical collection information and existing economic conditions.
7
Reynolds Construction, LLC
Notes to Financial Statements
December 31, 2019 and 2018
Accounts receivable are ordinarily due 30 days after the issuance of the invoice. Accounts past due
more than 120 days are considered delinquent. Delinquent receivables are written off based on
individual credit evaluation and specific circumstances of the customer.
Retention receivables for which the Company has an unconditional right to payment that is only
subject to the passage of time are included in accounts receivable. Retention receivables subject to
conditions other than the passage of time, such as fulfillment guarantees, future performance, or
achievement of stated milestones are included in contract assets.
Inventory Pricing
Inventories consist of purchased materials. Inventories are stated at the lower of cost or net
realizable value.
Property and Equipment
Property and equipment are depreciated over the estimated useful life of each asset. Annual
depreciation is computed using the straight-line method. Leasehold improvements are amortized
over the shorter of the lease term or estimated useful lives.
The estimated useful lives for each major depreciable classification of property and equipment are
as follows:
Building and leasehold improvements15 - 39 years
Construction equipment3 - 10 years
Office furniture and equipment3 - 5 years
Vehicles5 - 10 years
Long-Lived Asset Impairment
The Company evaluates the recoverability of the carrying value of long-lived assets whenever
events or circumstances indicate the carrying amount may not be recoverable. If a long-lived asset
is tested for recoverability and the undiscounted estimated future cash flows expected to result
from the use and eventual disposition of the asset is less than the carrying amount of the asset, the
asset cost is adjusted to fair value and an impairment loss is recognized as the amount by which the
carrying amount of a long-lived asset exceeds its fair value.
No asset impairment was recognized during the years ended December 31, 2019 and 2018.
Allocation of Equipment Costs
The Company charges each contract for the use of the Company-owned equipment based upon pre-
established monthly rates. The actual equipment costs, including depreciation, are accumulated
separately. The difference between amounts charged to contracts and the actual costs is netted
within cost of revenue earned in the statements of operations.
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Reynolds Construction, LLC
Notes to Financial Statements
December 31, 2019 and 2018
Accounts Payable
Retainage payable, included in accounts payable, was approximately $4,891,000 and $5,077,000 at
December 31, 2019 and 2018, respectively.
Contract Liabilities
Contract liabilities represent the Company’s obligation to transfer goods or services to a customer
when consideration has already been received from the customer.
Income Taxes
The Company is not directly subject to income taxes under the provisions of the Internal Revenue
Code and applicable state law. Therefore, taxable income or loss is reported to the member for
inclusion in its respective tax returns and no provision for federal and state income taxes has been
included in the accompanying financial statements.
Revenue and Cost Recognition - 2018
Profits from construction contracts are generally recognized by applying percentages of completion
for each year to the total estimated profits for the respective contracts. The length of each contract
varies, but is typically about one to three years. The percentages of completion are determined by
relating the actual costs of work performed to date to the current estimated total costs of the
respective contracts. Contract costs include all direct material and labor costs and those indirect
costs related to contract performance, such as indirect labor, supplies, tools, repairs and
depreciation costs. Selling, general and administrative costs are charged to expense as incurred.
When the estimate on a contract indicates a loss, the Company’s policy is to record the entire loss.
The cumulative effect of revisions in estimates of total costs or revenue during the course of the
work is reflected in the accounting period in which the facts that caused the revision first become
known. An amount equal to the costs attributable to unapproved change orders and claims is
included in the total estimated revenue when realization is probable. Profit from claims is recorded
in the year such claims are resolved. Because of the inherent uncertainties in estimating costs and
revenues, it is at least reasonably possible that the estimates used could change in the near term.
Revenue Recognition - 2019
Revenue is recognized when control of the promised services is transferred to the Company’s
customers, in an amount that reflects the consideration that it expects to be entitled to in exchange
for those services. The amount and timing of revenue recognition varies based on the nature of the
services provided and the terms and conditions of the customer contract. See Note 2 for additional
information about the Company’s revenue.
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Reynolds Construction, LLC
Notes to Financial Statements
December 31, 2019 and 2018
Self Insurance
The Company has elected to self-insure certain costs related to employee health and accident
benefit programs. Costs resulting from noninsured losses are charged to income when incurred.
The Company has purchased insurance that limits its exposure for individual claims to $125,000
and that limits its aggregate exposure to $1,936,339.
Future Change in Accounting Principle
Accounting for Leases
FASB amended its standard related to the accounting for leases. Under the new standard,
lessees will now be required to recognize substantially all leases on the balance sheet as both a
right-of-use asset and a liability. The standard has two types of leases for income statement
recognition purposes: operating leases and finance leases. Operating leases will result in the
recognition of a single lease expense on a straight-line basis over the lease term similar to the
treatment for operating leases under existing standards. Finance leases will result in an
accelerated expense similar to the accounting for capital leases under existing standards. The
determination of lease classification as operating or finance will be done in a manner similar to
existing standards. The new standard also contains amended guidance regarding the
identification of embedded leases in service contracts and the identification or lease and
nonlease components in an arrangement. The new standard is effective for annual periods
beginning after December 15, 2020. The Company is evaluating the impact the standard will
have on the financial statements; however, the standard is expected to have a material impact on
the financial statements due to the recognition of additional assets and liabilities for operating
leases.
Note 2: Revenue From Contracts With Customers
Change in Accounting Principle
In May 2014, the Financial Accounting Standards Board (FASB) issued Accounting Standards
Update (ASU) No. 2014-09, Revenue from Contracts with Customers (Topic 606), that replaces
existing revenue recognition guidance. The new standard requires companies to recognize revenue
in a way that depicts the transfer of promised goods or services to customers in an amount that
reflects the consideration to which the entity expects to be entitled in exchange for those goods or
services. In addition, Topic 606 requires disclosures of the nature, amount, timing and uncertainty
of revenue and cash flows arising from contracts with customers.
The Company adopted this standard on January 1, 2019, using a modified retrospective approach.
Comparative prior period information has not been adjusted and continues to be reported in
accordance with previous revenue recognition guidance in ASC Topic 605-35, Construction-Type
and Production-Type Contracts. The Company has applied the new standard to all contracts not
complete at the date of adoption.
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Reynolds Construction, LLC
Notes to Financial Statements
December 31, 2019 and 2018
Performance Obligations
The Company recognizes revenue from construction contracts over time, as performance
obligations are satisfied, due to the continuous transfer of control to the customer. Construction
contracts are generally accounted for as a single unit of account (a single performance obligation)
and are not segmented between types of services. The Company measures transfer of control
utilizing an input method to measure progress based on contract cost incurred to date compared to
total estimated contract cost (cost-to-cost method). The cost-to-cost method is the most faithful
depiction of the Company’s performance because it directly measures the value of the services
transferred to the customer. Cost of revenue includes an allocation of depreciation and
amortization. The Company recognizes revenue, but not profit, on certain uninstalled materials
that are not specifically produced, fabricated or constructed for a project. Revenue on these
uninstalled materials is recognized when the cost is incurred (when control is transferred).
Changes to total estimated contract cost or losses, if any, are recognized in the period in which they
are determined as assessed at the contract level. Pre-contract costs are expensed as incurred unless
they are expected to be recovered from the customer. Project mobilization costs are generally
charged to project costs as incurred when they are an integrated part of the performance obligation
being transferred to the customer.
Variable Consideration
The nature of the Company’s contracts gives rise to several types of variable consideration,
including claims and unpriced change orders; awards and incentives; and liquidated damages and
penalties. The Company recognizes revenue for variable consideration when it is probable that a
significant reversal in the amount of cumulative revenue recognized will not occur. The Company
estimates the amount of revenue to be recognized on variable consideration using the expected
value, i.e., the sum of a probability-weighted amount or the most likely amount method, whichever
is expected to better predict the amount. Factors considered in determining whether revenue
associated with claims including, change orders in dispute and unapproved change orders in regard
to both scope and price should be recognized include the following:
The contract or other evidence provides a legal basis for the claim
Additional costs were caused by circumstances that were unforeseen at the contract date
and not the result of deficiencies in the company’s performance
Claim-related costs are identifiable and considered reasonable in view of the work
performed
Evidence supporting the claim is objective and verifiable
If the requirements for recognizing revenue for claims or unapproved change orders are met,
revenue is recorded only when the costs associated with the claims or unapproved change orders
have been incurred. Back charges to suppliers or subcontractors are recognized as a reduction of
cost when it is determined that recovery of such cost is probable and the amounts can be reliably
estimated. Disputed back charges are recognized when the same requirements described above for
claims accounting have been satisfied.
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Reynolds Construction, LLC
Notes to Financial Statements
December 31, 2019 and 2018
As of December 31, 2019, there was $535,000 of total unrecognized compensation cost related to
nonvested share-based compensation arrangements granted under the Plan. That cost is expected
to be recognized over a weighted-average period of 3 years. The Company recorded compensation
expense of $135,000 for the year ended December 31, 2019.
Note 10: Pension and Other Postretirement Benefit Plans
Profit-Sharing Plan
The Company maintains profit-sharing plans for substantially all eligible employees. The
Company’s 401(k) plan maintains safe harbor provisions with employer matching contributions of
100% of the first 3% and 50% of the next 2% of eligible compensation. The Company made
matching contributions of approximately $377,000 and $447,000 for the years ended December 31,
2019 and 2018, respectively.
Multiemployer Pension Plans
The Company contributes to a number of multiemployer defined-benefit pension plans under the
terms of collective-bargaining agreements that cover its union-represented employees. The risks of
participating in these multiemployer plans are different from single-employer plans in the
following aspects:
1.Assets contributed to the multiemployer plan by one employer may be used to provide
benefits to employees of other participating employers.
2.If a participating employer stops contributing to the plan, the unfunded obligations of the
plan may be borne by the remaining participating employers.
3.If the Company chooses to stop participating in some of its multiemployer plans, the
mpany may be required to pay those plans an amount based on the underfunde
Cod status
of the plan, referred to as a withdrawal liability.
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Reynolds Construction, LLC
Notes to Financial Statements
December 31, 2019 and 2018
Note 11: Significant Estimates and Concentrations
Accounting principles generally accepted in the United States of America require disclosure of
certain significant estimates and current vulnerabilities due to certain concentrations. Those
matters include the following:
General Litigation
The Company is subject to claims and lawsuits that arose primarily in the ordinary course of
business. It is the opinion of management the disposition or ultimate resolution of such claims and
lawsuits will not have a material adverse effect on the financial position, results of operations and
cash flows of the Company. Events could occur that would change this estimate materially in the
near term.
Major Customers
Net revenues from three and one customers approximated 55% and 33% of contract revenue earned
during the years ended December 31, 2019 and 2018, respectively. The Company extends
unsecured credit to its customers, with credit extended to three and four customers approximating
43% and 60% of accounts receivable at December 31, 2019 and 2018, respectively.
Note 12: Reliance on Third-party Liquidity
The Company has incurred operating losses and negative cash flows from operations. The
Company has received a commitment from the majority member of ReyCon Partners, LLC to
provide additional funds during the next year to meet liquidity needs not covered by operating cash
flows.
Note 13: Subsequent Events
As a result of the spread of the COVID-19 coronavirus, economic uncertainties have arisen which
may negatively affect the financial position, results of operations and cash flows of the Company.
The duration of these uncertainties and the ultimate financial effects cannot be reasonably
estimated at this time.
On March 27, 2020, President Trump signed into law the Coronavirus Aid, Relief, and Economic
Security Act. On April 10, 2020, the Company received a loan in the amount of $6,629,400
pursuant to the Paycheck Protection Program. The Company anticipates using all of the proceeds
to make eligible payments and, therefore, expects substantially all of the loan will be forgiven.
Subsequent events have been evaluated through June 3, 2020, which is the date the financial
statements were available to be issued.
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(877) 770-0127
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Suite 201 Quakertown, PA 18951 Nashville, TN 37210
Carmel, IN 46032 (615) 255-3161
(215) 538-6177
(877) 770-0127
www.reynoldscon.com