RSQ_10-22_NSB_Continuing_Professional_Services_Electrical_Engineering_Burns_McDonnell.pdf

PROPOSAL FOR

CONTINUING PROFESSIONAL

SERVICES - ELECTRICAL

ENGINEERING SERVICES

SUBMITTED TO

UTILITIES COMMISSION CITY OF NEW SMYRNA BEACH

RSQ 10-22

APRIL 19, 2022

2301 Maitland Center Parkway, Suite 400 \ Maitland, FL 32751 burnsmcd.com

April 19, 2022

Ms. Maureen Lynch, CPPB Procurement Manager Utilities Commission City of New Smyrna Beach Post Office Box 100 New Smyrna, Florida 32170-0100

Re: Request for Statement of Qualifications Continuing Professional Services – Electrical Engineering Services

RSQ 10-22

Dear Ms. Lynch:

The Utilities Commission City of New Smyrna Beach (UCNSB) works to improve the lives of thousands of people every day by providing Electrical, Water and Wastewater service safely, efficiently and responsibly. Your Burns & McDonnell team understands how valuable this role is to the success of UCNSB and your customers, and we are committed to its achievement. For over 123 years, Burns & McDonnell has helped utilities like UCNSB provide the most advanced and innovative solutions at the lowest cost and most reliable service to the communities in which we live. As such, Burns & McDonnell has submitted two separate proposals, one for the Electrical Engineering and one for the Civil Engineering scopes. We are committed to the collaborative management of these services and our combined teams to offer efficient and effective leadership across each project.

Like UCNSB, Burns & McDonnell believes in building better communities through solid partnerships.

We understand the unprecedented growth that you are experiencing and bring a team of experienced professionals uniquely suited to support you during this growth. You require a trusted partner who understands the transition UCNSB is going through, who will be there for the long-haul, not just the short-term. Our ability to share best practices across multiple engineering disciplines makes us unique, and we will utilize those lessons learned to optimize your projects.

Our clients throughout the United States and the world have trusted Burns & McDonnell for decades as their engineering company of choice due to our commitment to efficiency, quality, budget, schedule, and safety. We bring the following benefits to make UCNSB successful in your quest for premiere electrical engineering services:

Dedicated local team with large company muscle. Our regional office in Orlando is centrally located to serve the City of New Smyrna Beach. Our local presence of 55+ Transmission and Distribution (T&D) professionals means you get an experienced project team that's consistent and close by. This coupled with our more than 1,800 nationwide T&D professionals from 60+ offices globally allows us to provide timely and cost-effective service to you via a project team that's local, but yet can call upon our nationwide T&D team to meet your project needs and schedule.

Value-driven solutions. The City of New Smyrna Beach can increase cost efficiency by choosing our team's innovative and value-driven solutions approach to both design and project execution.

Burns & McDonnell Engineering has performed, and is engaged in, thousands of engineering contracts of this nature throughout the U.S. for a variety of independent companies, utilities and municipalities.

One-stop-shop. The City of New Smyrna Beach is experiencing tremendous growth, which will require a multi-disciplined partner that can be trusted to help grow alongside UCNSB. Our local consulting teams employ experienced engineers on every topic along the T&D project lifecycle. From permitting to start-up, from transmission planning to EPC, our team can always provide the right service at the right time on your projects. BMcD offers all of the services and technical experience that UCNSB is seeking to help tackle this growth challenge. Burns & McDonnell is your trusted partner on this journey.

Our vast knowledge of the Florida market. Simply put, as our project experience and resumes illustrate, we know the challenges associated with the unique Florida market. Next year we will celebrate the 100-year mark of our first project in Florida and we are committed to being here 100+ more. Our nearly 100 Florida-based employee-owners are ready to provide the intel, experience, and customized solutions necessary to overcome these challenges.

Please feel free to contact me at 321.401.6125 / rmahale@burnsmcd.com or Matt Kapusta at

321.280.5814 / mkapusta@burnsmcd.com if you have any questions about our proposal. We appreciate your consideration and look forward to working with you in the years to come.

Sincerely, Richard D. Mahaley, PE Matthew Kapusta, PE Vice President / Executive Sponsor Global Practice Manager Burns & McDonnell Engineering Company, Inc. Transmission & Distribution Services

The quality of both the engineering and construction aspects of the project were outstanding. I would not the hesitate to do any size job utilizing the EPC methodology along with Burns & McDonnell in the future. The job was completed with the utmost professionalism…

-Mr. Allen Putnam Director of Beaches

Energy Services

Table of Contents

1 Qualifications 1

2 Consultant’s Understanding 9

3 Staffing 21

4 Location 30

5 Financial Stability / Insurance / Occupational License 30

6 References 34

7 Past Project Performance 35

8 Disclosure 42

Appendices

A I Addenda

1 I Qualifications

At Burns & McDonnell, our engineers, architects, construction professionals, scientists and consultants do more than simply plan, design and construct. With a mission unchanged since 1898 — make our clients successful — our professionals partner with you to solve your toughest challenges efficiently and safely. We bring an ownership mentality and work as an extension of your staff because we are not successful unless and until you are.

Our more than 10,000 professionals around the world bring extensive experience in a wide range of scientific, architectural and engineering disciplines. We have people with the knowledge and background to complete virtually any project and address any challenges — whether known or unforeseen — in a timely, integrated and efficient manner. This translates to project consistency, lower costs and the ability to maintain your project schedule.

Being 100 percent employee-owned means we each have a stake in superior performance and a commitment to excellence that translates into successful clients. Because of this, we are regularly recognized by numerous professional organizations and publications throughout the country for our technical knowledge, superior client service and as a top place to work, including consistently ranking as one of Fortune magazine’s 100 Best Companies to Work For. Furthermore, Engineering News-Record has once again placed us within the Top 25 firms, ranking specifically #1 for Transmission & Distribution, #1 in Power and #4 in Telecommunications. With our transmission and distribution, power, and telecommunications rankings, as well as our position as the #9 Top 500 Design Firms, UCNSB has a partner they can be proud to work with.

Where You Need Us While Kansas City, Missouri has remained our global home since 1898, we have more than 60 offices across the United States and around the world, including our regional office in Orlando, Florida. We bring our experienced professionals anywhere you need us, either for periodic site visits or full relocations, to best serve your needs and the needs of your projects. When necessary, we also establish project offices to provide resources in proximity to you for local, responsive service. Our Orlando T&D team employs experienced engineers on every topic along the T&D project lifecycle. Our team can deliver the right service at the right time on your projects, from permitting to start-up, transmission planning to EPC.

How We Can Help New Smyrna Beach Overhead Transmission From simple structure relocations to large, complex projects, our transmission project locales range from deserts to mountains to crowded urban streets. Our technical experience covers 69-kV to 500-kV projects involving wood, steel and concrete structure design. We leverage that experience to find unique solutions for each project and provide all the services needed through each step in the process.

Services

Comprehensive design Technical studies Permitting Procurement

Construction management FERC Order 1000 solutions Thermal rating and analysis

Structural engineering and analysis

Geotechnical engineering Scoping and estimating

Underground Transmission Underground transmission line design is a highly specialized service used to overcome unique siting and capacity challenges, and Burns & McDonnell is one of the few firms offering these services. We’ve been a pioneer in the installation of groundbreaking projects, such as the first 500-kV underground transmission line in North America. Additionally, we’ve been the engineer-of-record on many progressive underground transmission projects, including the first large-scale 345-kV cross-linked polyethylene (XLPE) project in North America, and one of the longest successfully energized 345-kV XLPE systems in North America.

Services Project development Routing and siting Permitting Civil design

Integrated cable system design

Crossing analysis and design

Environmental services Procurement Construction management

Distribution Our distribution services team has the experience to solve your toughest problems, with extensive experience in a variety of project delivery methods.

Storm hardening, developing comprehensive planning, and design and construction solutions are just a few of our core competencies. Our integrated substations — pulling together engineering and operations — keep you and your customers prepared for the unplanned.

Distribution design Automation and demand response Distributed energy resources integration Energy storage Asset management

Power system protection Microgrid solutions Construction management Data analytics Testing and commissioning

Substation

Our substation projects include large generating plant switchyards, transmission/distribution substations, and line terminal or equipment additions and upgrades. We specialize in technical and financial studies, and offer solutions to aesthetic concerns. Our project management experience provides smooth execution from concept through design, bid and construction phases.

Substation design FERC Order 1000 solutions Project scoping System impact studies Cyber and physical security

NERC/CIP

compliance

Testing/ commissioning

Relay coordination and settings

IEC 61850 integration HVDC and FACTS

Standards development

Asset health management

Vendor and factory acceptance

Networks, Integration & Automation (NIA) Our NIA services include studies, planning, complete system design, and turnkey procurement and construction. We provide technology integration and testing services through our industry-leading NIA Labs. We can bring ancillary capabilities to your project, including civil, environmental, permitting, right-of-way, real estate and program management services making Burns & McDonnell a single source for project delivery.

Automation Fiber Infrastructure Networks Wireless

Commercial Communications

Data Analytics Industrial NIA Integration Services

Private LTE Rural Broadband Systems Integration

Renewables From distributed generation to centralized, utility-scale projects, we can help you get from planning to operations. Our wind experience includes major projects serving as owner’s engineer, dispatching our integrated team to provide collector system reviews and construction support. For hydroelectric power, we’ve been helping clients like you generate success since some of our earliest projects in the late 1800s. And our work in biomass and geothermal applications continues to advance in the field.

Services Comprehensive Design Construction Environmental

Permitting and Compliance

Geothermal Financing and

Independent Engineering

Geothermal

Hydroelectric Project Development Solar Wind

Utility Consulting Every vision needs a plan to achieve success. As the power industry embarks on the transition from fossil fuels to renewable energy, we need to overcome complex challenges. Utility Consulting is on the forefront of the energy transformation. Through a variety of engineering studies, we bring together the technical and economic knowledge to design strategic roadmaps to create a strong, smart, and sustainable electric grid.

Services Transmission and distribution planning studies Generator interconnection studies Power supply and load forecasting studies

Engineers’ reports for financing Rate and financial studies Resource planning Market assessments

What We Do

The Burns & McDonnell Difference Integration and Collaboration Drive Your Success

We are an integrated design, engineering, and construction firm, offering you a single source of responsibility. Unlike other firms, whose mission might be a single discipline, we provide complete design, permitting, procurement, construction support, and commissioning services. We understand every aspect of project execution. Burns & McDonnell is a national firm with more than 60 offices and can provide additional support and specialties as your project needs arise. We bring our experienced professionals anywhere you need us, either for periodic site visits or complete relocations, to best serve your projects' needs and needs. We also establish project offices to provide resources close to you for local, responsive service when necessary.

Being 100 percent employee-owned means we each have a stake in superior performance and a commitment to excellence that translates into successful clients. Because of this, we are regularly recognized by numerous professional organizations and publications throughout the country for our technical knowledge, superior client service, and as a top place to work, including consistently ranking as one of Fortune magazine's 100 Best Companies to Work for.

Commitment to Safety & Health Engineering News-Record ranks us in the top 1 percent for safety. That speaks volumes to how ingrained safety is into our corporate culture. With our Corporate Safety & Health Program integrated with our project process, we are actively demonstrating safe work measures. We have integrated the Safety & Health Department as a function of the safety process and recognize it as a key factor in completing jobs on time and within budget. The Safety & Health Department conducts Occupational Safety & Health Administration (OSHA), 10-Hour Construction/General Industry Safety Training, 40-Hour Hazardous Waste Operations and Emergency Response (HAZWOPER) training, first aid/CPR, as well as other hazard-specific safety training courses.

Every project we complete operates with the safety philosophy that zero recordable incidents can be accomplished with proper planning, resources and follow-through. Our project safety records demonstrate the success of this approach. Burns & McDonnell’s Days Away, Restricted or Transferred (DART) and Total Recordable Injury Rate (TRIR) safety statistics are considerably better than industry standards set by the Construction Industry Institute and the Bureau of Labor Statistics. Although it is not an

OSHA requirement, we are one of the few firms to include subcontractors in our safety statistics. We choose to do this because our safety commitment goes beyond reporting the numbers. It is our intrinsic expectation that everyone working on a project goes home safely to their families every night — our employee-owners and those who work with our partners.

Commitment to Quality Delivering high-quality work is a cornerstone of our firm. Backing the skills, knowledge and experience of our professionals is our robust Quality Assurance/Quality Control (QA/QC) Program.

Providing the framework to confirm our project excellence, our QA/QC Program includes check and balances based on lessons learned throughout our more than 124-year history and the experience of our employee-owners. We perform risk reviews to identify, assess and develop plans to mitigate risks and create project instructions, which include scope and responsibilities, schedule and budgets, and project-specific requirements. We build six-step internal quality reviews into project schedules that involve regular coordination meetings and evaluations by experienced professionals at strategic milestones throughout the design and construction processes.

Our projects often contract externally for supplemental professional services, suppliers of materials and equipment, and construction services. The quality control measures taken for subcontractors typically include prequalifying potential suppliers before bid and award; reviewing shop drawings and other submittal documents; prequalifying potential suppliers for major equipment and shop inspections; conducting a three-phase method of construction quality control; and reviewing and verifying testing records and other records of fabrication and construction. This approach allows us maximize design, specification and drafting efforts; comply with codes, standards, laws and regulations; and help you achieve your project goals within the established time, budget and technical feasibility. Further information detailing our quality program can be found in Section 2.

Commitment to Business Diversity and Inclusion The founders of our firm and every leader since have incorporated the spirit of entrepreneurism to expand and strengthen our company. Burns & McDonnell employee-owners remember our beginning. We appreciate the hard work of the small and diverse firms we partner with on our projects. Our CEO and Board of Directors believe that Burns & McDonnell’s business diversity and inclusion efforts are a direct and tangible way that helps achieve the best value for our clients. We engage in both unofficial mentoring and formal mentoring to small business concerns through the U.S. Small Business Administration’s Mentor-Protégé program. In the past decade, our project managers and procurement professionals have contracted with small/diverse firms for more than $2.5 billion of work. These mutually beneficial relationships are integral to the success of our projects. That’s one reason we host an annual awards reception highlighting many of the diverse companies that assisted us in making our clients successful.

Commitment to Community Service Our employee-owners are passionate. That passion extends beyond the everyday work we perform into our contributions of time, talent, and money to empower the individuals and organizations making a substantive difference in our communities. We do so individually through our people and offices, and collectively through the Burns & McDonnell Foundation, which is largely focused on education, community development, and health. Our company has been a close partner of the United Way since 1961 and our employee-owners and charitable foundation have raised over $10 million for United Way in the last 3 years.

Further, we actively promote STEM education across the US through innovative and interactive learning opportunities like Battle of the Brains, Educators Summit, and Burns & Mac in the Classroom.

Pages 35 — 41 highlight some of Burns & McDonnell's exceptional project experience that demonstrates our ability to partner with owners to solve a wide range of transmission, distribution and substation system challenges.

2 I Consultant’s Understanding

Burns & McDonnell is submitting a response for both the Electrical Engineering and the Civil Engineering scopes. In this proposal, we will focus on the Electrical Engineering portion. For more than a century, Burns & McDonnell has provided on-call services of this nature, and we are excited for the opportunity to offer you the same unprecedented service. Your projects will have a dedicated team of professionals experienced in handling projects of similar size and complexity. When it comes to delivering on time and within budget, we will help provide the right solution for your overall project success. We also provide you with complete and consistent quality services that meet or exceed your requirements and regulatory compliance.

Project Understanding The Burns & McDonnell team understands that UCNSB seeks an experienced, electrical engineering firm that is able to provide the following scope of work and/or services:

Utility power distribution design for both overhead and underground, permitting, standards development, bid package development and evaluation

Utility power transmission design for both overhead and underground

Utility power substation design (greenfield, expansions and system modifications), protection and control designs (new and upgrades), renewables, permitting, standards development, bid package development and evaluation

In addition, Burns & McDonnell is able to provide utility consulting for transmission and distribution systems, as well as other services listed on pages 2-5.

Burns & McDonnell has a depth of experience that is unparalleled in the Transmission & Distribution Sector. Our substation portfolio ranges from greenfield 500kV Switchyards and Substations to 4.16kV Distribution substations, both across the US and Internationally. Our deep and varied experience allows us to tackle any project, providing seamless execution from concept to startup no matter how big or small. Our T&D practice employs a comprehensive and talented group of specialists and engineers performing everything from technical studies, routing and siting, environmental support, structural & substation engineering to 3D modeling.

Our services are provided from the initial conceptual stages of a project, through the construction and energization of the substation. Our engineers have the knowledge and experience to provide preliminary designs, equipment parameters, and estimates necessary to evaluate the viability of a project. Our experience with project administration provides for a smooth continuum of activities necessary for the execution of a project through the conceptual, design, bid and construction phases.

Burns & McDonnell has developed an extensive library of advanced design and management tools to keep all of our projects moving in the right direction, from planning and design to implementation, on time and on budget. These tools include project-tested design procedures, standard details and specifications, and cutting-edge computer programs. Some of the programs that Burns & McDonnell engineers and technicians use include AutoCAD, Primavera, Microstation, ASPEN OneLiner, PLS CADD, ATP, CYMGRD, RELAY, SCADA, WINIGS, CDEGS, Sag10, Softdesk, and TWRLOD.

Although no two projects are alike, we offer the following discussion on how we will approach a typical on-call related project with the UCNSB. Client service drives everything we do and making our clients successful is what we strive for every day with every project.

Substation Methodology Project Kickoff & Scoping Develop scope document for client review

Perform site walkdown with Lead Substation Engineer, Transmission Line Engineer and Civil Structural Engineer

Develop 30% Review Package Develop construction 1-Line drawing

Identify major equipment and produce preliminary long-lead Bill of Material

Procure geotechnical report and soil resistivity testing

Develop preliminary Electrical General Arrangement Drawing

Develop preliminary Foundation General Arrangement Drawing

Submit for client review (this is considered the “design freeze” stage)

Develop 60% Review Package Receive and incorporate client comments from 30% Review PackageDevelop Preliminary Electrical Elevation Drawings

Develop Preliminary Cable and Conduit Layout Drawings

Review & Approve Geotechnical Report and Soil Resistivity Report

Receive major equipment vendor cut sheets for review and approval

Develop preliminary AC & DC Schematics

Develop AC & DC Load Calculations for Station Service and Battery System

Develop Preliminary Lightning Protection Diagram and Grounding Grid Layout

Develop Preliminary Bill of Material for remaining Electrical material

Preliminary foundation sizing

Bus & Insulator Calculations

Perform internal QA/QC reviews

Preliminary Drawing Package to Client

Develop 90% Review Package Receive and incorporate client comments from 60% Review Package

Finalize AC & DC Load Calculations, Grounding Study Calculations & Structure/Foundation Calculation Packages

Finalize 60% drawings

Perform final internal QA/QC review, by engineer-of-record

Finalize Civil and Electrical Bill of Material

Issue for Construction Incorporate Final Client Comments from

90% Review Package Seal all drawings and calculations for

Construction

Develop Relay Settings (if applicable)

Protection and Controls Methodology Project Kickoff & Scoping Perform site visit with Lead P&C Engineer

Develop scope document for client review

Identify the type of protection required

Identify the brand and model of the protective relays to be applied

Review SCADA requirements

Develop 30% Review Package Develop Functional One-Line drawing(s)

Develop preliminary Panel Layout drawings

Develop DC Load Calculations for Battery System

Submit for client review

Develop 60% Review Package Review major equipment drawings and incorporate into Schematic drawings

Develop preliminary AC & DC Schematics

Perform internal QA/QC reviews

Transmit Preliminary Drawing Package to Client

Develop 90% Review Package Receive and incorporate client comments from 60% package

Develop Connection Diagrams to all field equipment

Develop Wiring Diagrams for all relay panels

Finalize 60% drawings

Perform final internal QA/QC review, by engineer-of-record

Finalize Relay Panel Bill of Material

Issue for Construction Incorporate Final Client Comments from

90% Review Package Seal all drawings and calculations for

Construction

Develop Relay Settings (if applicable)

Transmission Line Generalized Approach 30% Design Project kickoff

Meet with client to discuss project, scope, and approach

Identify project applicable codes, standards, and permit requirements

Determine if TLSA or Power Plant Siting Act are project applicable

Identify conductor and shield wire types

Shield wire study (if needed)

Conductor study (if needed)

Prepare preliminary one line

Determine line routing (implement routing study, if necessary)

Preliminary spotting of transmission line

Identify structure types and families

Site visit

Obtain geotechnical study (soil borings)

Obtain survey

Meeting with client to communicate design status and detail design parameters

Assess if access roads are needed

60% Design Preliminary foundation design

Determine foundation types for each structure (direct embed, vibratory caisson, drilled pier, etc.)

In urban areas and/or congested areas, perform SUE (subsurface underground exploration) to identify subsurface conflicts

Access road design if needed

Finalize structure heights/locations

Develop structure load trees and structure drawings

Prepare RFP package for structures

Submit structure heights/locations to FAA

Work with real estate for any right-of-way and real estate needs

Preliminary plan & profile preparation

Prepare & submit DOT permit drawings

Prepare & submit FDEP permits & drawings

Prepare construction specifications

Prepare construction bidding documents

90% Design Review structure submittals

Site visit

Finalize structures

Finalize PLS CADD model

Finalize transmission line plan & profile

Finalize access road plan & profiles

Finalize construction package

Meet with client for final review

Finalize one line

Impedance calculations

Document engineer’s construction notes

Issue for Construction Pick up review comments for project Issue IFC package for bid and/or construction

Project Management Approach Burns & McDonnell has developed proven project processes and tools that support the smooth delivery of our clients’ visions. These tools – put in place during the initial phases of a project and carried through to completion – verify project requirements, help minimize re-work, anticipate challenges and provide communication touchpoints for the entire team.

Client Communication Policies

From internal communications among team members to a specific outline of the external communications tactics for a project, an effective communication plan is a vital element to every successful project. Our project manager, Kevin Burenheide, will be the main point of contact between UCNSB and Burns & McDonnell. For any planned PTO, the UCNSB team will be notified ahead of time, and an alternate contact will be provided during this absence. In addition, our project communication management efforts will focus on:

Specific groups and individuals that need to be involved (key stakeholder component) Specific platforms for communicating project information Information tracking and management

Kevin will regularly outline project statuses to team members through monthly reports or another UCNSB-preferred method. These reports will include an overview of the status of permitting, design and construction as well as a three-week look ahead. These will be used to track the overall percentage completion of the project.

Staffing & Scalability At Burns & McDonnell, we believe in forming strong partnerships with our clients. Our goal is to provide a dedicated team of professionals to help UCNSB solve the challenges they face and to execute projects. Optimization of resources would be handled by increasing and decreasing staff on the established core project teams. This approach provides the appropriate mentoring, training and quality control by the core team members to quickly and efficiently bring new team members up to speed.

The project and staffing requirements would be regularly discussed from a management level between Burns & McDonnell and UCNSB to identify upcoming projects. Open discussions will occur to identify the most appropriate project teams and leads to handle the different project types. The staffing plans will be communicated monthly through a Microsoft Excel file identifying the anticipated hours on a project and overall team level basis. The requirements can be evaluated at whatever level of detail that UCNSB would prefer to see as far down as the individual level.

Consistency Burns & McDonnell believes that the culmination of quality, execution of standards, and continuous training is the key to consistent high-quality deliverables. These goals can only be achieved through the effective communication of knowledge and expectations to all team members. Burns & McDonnell engages experienced Professional Engineers to oversee the team. These engineers are responsible for the sharing of relevant information throughout the team, guiding the quality control processes, and taking corrective actions wherever deficiencies are found. One such example of this is having a single point of contact for all quality design reviews. By directing all quality control activities through a central point in the team, Burns & McDonnell works to provide that appropriately prepared and qualified technical reviewers are selected to perform peer-reviews of design packages.

Scheduling Process Maintaining appropriate schedule control is a major function of our Project Team. A successful project requires an integrated group approach to efficiently develop, maintain and execute the project schedule. The Project Team consists of the Project Manager, discipline engineers, key construction personnel, planning personnel as well as the UCNSB team. This integrated structure provides a certain “buy in” and promotes team ownership of the schedule.

The Critical Path Method (CPM) schedule will be prepared and maintained using Primavera Project Management P6 Release 15 or later and will be the basis for the project team to plan, organize, track milestones, set goals, compare baselines, and measure performance. Once a project is awarded, Burns & McDonnell assembles the project execution team. Within that team, Burns & McDonnell assigns a lead Project Control Specialist who is trained in CPM schedule management techniques.

Together the project team gathers the necessary data to assemble the schedule. Below is a list of typical tasks that should be included in a detailed engineering schedule (at a minimum):

The Project Control Specialist manages the preparation of the corresponding schedules in coordination with the Project Manager and Lead Discipline Engineers. The following levels of scheduling exist for the project:

Level I Milestone Control Schedule The Milestone Control Schedule is a list of dates provided by the contract or Client that summarizes the major project milestones agreed upon between the Client and Burns & McDonnell. The Milestone Control Schedule is used to track the scheduled and the actual completion times for selected key activities.

Level II Management Summary Schedule A Level II Management Summary Schedule is developed to report at a summary level all four phases of the project; engineering, procurement, construction and start-up.

Level III Project Control Schedule (PCS) A Level III detailed Project Control Schedule (PCS) is developed using computerized critical path methods (CPM) and Primavera version 3.0 or Microsoft Project scheduling software. The PCS contains considerably more detail than the Milestone Control Schedule and Management Summary Schedule and is the overall controlling schedule document for the project. The PCS is initially developed by the Project Control Specialist based on durations derived from estimated quantities and information from design and construction personnel. As construction contracts are awarded and

Level I - Milestone Control Schedule Level II - Management Summary

Schedule

Level III – Project Control Schedule (PCS) Level IV – Detailed Construction Schedules (DCS)

Key Design Data (Survey, Geotechnical, Resistivity, etc.)

Design Activities (Design Basis Manual) Deliverables Matrix

Vendor Submittal Review Equipment Delivery Lead Times Key Constraints (Permitting Approval, Construction Start, ISD) detailed contractor scheduling input is provided, duration and resource loading is adjusted to reflect supplier and subcontractor input. The PCS, over the life of the project, is maintained as the overall project construction management control plan. The Project Control Specialist updates the PCS at a minimum on a monthly basis, however updates can be more frequent (i.e. weekly or daily) based on the criticality of the overall project schedule.

Level IV Detailed Construction Schedule The project utilizes subcontracted construction packages within Client’s contracted scope and may require Level IV detailed construction schedules to be developed, communicated, maintained, and implemented by the subcontractors.

Subcontractors generate detailed construction schedules, guided and based on expansion of construction activity detail in the Level III PCS within 30 days after mobilization at the site. Detailed startup schedules, based on expansion of startup activities in the Level III PCS, are generated down to the subsystem turnover package level. The detailed start-up schedule shows the functional subsystem turnover/completion sequence. The detailed construction schedules address the following:

Project schedule activities at lower levels Major project site activities, including construction, startup, performance testing, and turnover Man-hour loaded for all construction Quantity loaded for all construction commodity installation activities Minimizes activities greater than 10 days in duration per schedule activity

Activities for each “interface requirement with others” activity as is practical

Billing and Invoice Practices Project invoicing is processed through the Oracle system using a standard Burns & McDonnell template. The standard template contains client-specific information such as Agreement number, project description, project-specific contacts. For reimbursable projects, a summary of labor hours and expenses are shown. For lump sum or fixed fee projects, the % complete or applicable milestone is indicated.

Invoices are typically generated on a monthly basis and are automatically calculated by the system based on contract-specific criteria and established rate schedules. The majority of invoices are generated with a thru date equal to the last day of the previous month. The Oracle system generates the draft invoice based on the bill method and criteria selected and the thru date specified. All transactions not previously marked as billed, placed on hold, or marked non-reimbursable prior to the thru date are included. Billing assistants draft the system-generated invoices and send them electronically via Oracle workflow to project managers for review and approval in accordance with contract specifications. When the project manager approves the invoice, and after any necessary changes are made, the final invoice is then sent to the customer either electronically or by mail.

For all Time and Material (T&M) projects Burns & McDonnell will invoice on a monthly cycle and for any lump sum projects, they will be invoiced on a milestone payment schedule that will agreed upon between Burns & McDonnell and UCNSB.

Quality Control The quality control procedures used at Burns & McDonnell were developed from the guidelines published by the Professional Engineers in Private Practice (PEPP) section of the National Society of Professional Engineers. Both CNA Insurance Company and Victor O. Schinnerer Company, Inc.

assisted PEPP in preparing these documents. The published guidelines have been endorsed by the American Institute of Architects and the American Consulting Engineers.

The objectives of the Burns & McDonnell design quality control plan, as applied to the project, are to:

Satisfy our client’s desires and requirements for the project, consistent with imposed time and budget constraints and technical practicalities;

Verify the project complies with applicable codes, standards, laws, and regulations;

Comply with company standards unless otherwise directed by our client and provided that the substituted standards are in accordance with good engineering practice;

Select cost-effective concepts and systems;

Minimize design, specification, and drafting errors;

Produce contract documents within budgets and schedules; and Reduce liability to the client and the company.

Our program is highly effective and provides for interdisciplinary reviews by an independent team of professional engineers, architects, and support personnel at various milestones throughout execution of the project design. Specific quality control tasks are included in the budget for each project and are monitored by dedicated accounting systems for timekeeping and staff planning. Quality control tasks are separately scheduled, identified, and monitored within the accounting system. The six distinct quality control review subtasks, which are scheduled and monitored for all projects, include the following:

Q1: Conceptual Review. Verifies the owner's requirements for the contemplated project are sufficiently defined, and that the owner and project team clearly understand the scope and limitation of the services to be provided/performed.

Q2: Preliminary Review. Evaluates, as well as, determines the appropriateness and compatibility of the technical systems developed by all disciplines to meet the owner's requirements. Additionally, the Q2 Review ascertains each element of the design is represented by sufficient technical concepts, criteria, and detail, allowing final documents to be developed from the preliminary design with minimum deviation.

Q3: Prefinal. A review of drawings and overlays by the project manager, team leaders, and the design team at various milestones throughout the design.

Q4: Final. A final design review by the sealing professional or an independent project quality control review team made up of senior engineers.

Q5: Legal Document Review. A review of front-end documents to be included in contracts for equipment, materials, and/or construction services. This review is typically performed by the Project Manager.

Q6: Constructability Review. The final review of contract packages for completeness, including the coordination between individual documents within the package. The management of the company is committed to producing quality deliverables and quality is the responsibility of every officer and employee. Accuracy and thoroughness in executing each assigned task is of primary importance. The project manager is responsible for the scheduling and implementation of reviews and addressing any findings of the reviews for the project. Reports resulting from independent quality reviews are submitted to the project manager in a standard format, as required by the project plan, and are available for Beaches Energy to review upon request or as required under the contract.

Managing Design Quality Control, Tracking Design Evolution and Changes During the Design We are dedicated in providing complete, consistent, and high-quality services to Beaches Energy.

Our project team will accomplish this by following our Quality Assurance/Quality Check (QA/QC) Program and because they will be led by experienced, skilled leaders. Providing instructions as well as checks and balances, our QA/QC program is based on lessons learned from more than 100 years of successful projects and elements of industry-recognized quality assurance standards and best practices.

Furthermore, our project team and the functional leads will be responsible for identifying, tracking, and facilitating resolution of issues and action items. As issues and action items are identified, they will be added to an issues/action items log and tracked until resolved or completed. We will build our six-step internal quality reviews into the schedule, which will involve regular coordination meetings and evaluations by experienced professionals at strategic milestones throughout the design and construction processes.

Value Engineering: The Value of Burns & McDonnell as a Partner Burns & McDonnell has delivered real project cost savings to many clients for which we have served as the Engineer. We recognize that minimizing project costs is paramount and vital to the success of UCNSB. As a trusted partner, we share your commitment to reduce project costs wherever feasible.

We understand that engineering hourly rates can vary from firm to firm. By utilizing Burns & McDonnell’s value engineering approach, we strongly believe that the savings we generate for the project far outweigh any potential engineering fee differential between us and our competitors.

Highest value drives the lowest cost solution I. Reduce project costs through value engineering II. Reduce project costs through innovative technology III. Reduce project costs through competitive rates IV. Reduce project costs through high quality V. Reduce project costs through contracting strategy VI. Reduce engineering costs through efficiency VII. Reduce construction costs through schedule reduction

VIII. Reduce construction costs through change management

I. Reduce Project Costs Through Value Engineering What is Value Engineering? Burns & McDonnell defines “Value Engineering” as our deliberate effort to analyze and design electrical infrastructure at the lowest installed cost consistent with required performance, quality, reliability, and safety. Our team of engineers understand (and collaborate with) all facets of electrical infrastructure delivery - routing, permitting, designing, scheduling, construction

– and understand how each are interrelated and how they impact the overall installed cost of the project. We recognize the decisions we make on the front end have an exponential impact on the overall installed cost of the project, and we are trained to engineer with the end goal of minimizing the overall project cost.

Competitive Evaluation. Review of client standards and practices to determine efficiency opportunities that will facilitate competitive proposals and applications.

Technical Evaluation. Review and recommend industry-current equipment, materials, and design techniques that will ultimately lead to cost avoidance and savings scenarios.

Implementation Evaluation. Review and recommend construction and installation methods that will improve safety on the jobsite as well as positively impact the project schedule.

Project Controls Evaluation. In conjunction with engineering techniques, we recommend project controls solutions that improve tracking, reporting, milestone achievement, and overall management of the project. This is primarily achieved through tying engineering activities to efficient use of schedules and forecasting which result in procurement savings and other related savings.

Value Engineering Case Study I Duke Energy West End This was the largest engineering-only project for Duke’s system involving rebuild of a 138/13-kV sub with five 138-kV lines in, breaker-and-a-half scheme, four transformers, four low-side switchgear lineups, and eight ties into the Cincinnati downtown network. The control building needed to house 96 panels and the four switchgear lineups and because the site was next to the Ohio River, all equipment had to be at least 17’ off the ground. For the P&C engineering portion, the package contained more than 1,100 drawings. Out of the three firms invited to bid, our proposal was the only one under $1M at 8,000 hours and $910,000. We learned that our rate sheet is approximately 20% higher per hour, which means our competitors’ bids were in the ballpark of 13-14,000 hours.

Although we may be the most expensive on an hourly basis, our efficiency makes us the least expensive on a total project basis. By setting up modules for the entire project, we were able to take a pragmatic approach that involved engineering one “block” at a time, running a QC check on each “block”, and then when we were satisfied with each block, we duplicated them and changed the common attributes. We engineered schematics, panel layouts, and wiring diagrams for a “master” panel, and went through a QC process for each master. Once we agreed on the master, we duplicated it depending on how many of each module we had. Out of 96 panels, we only had to engineer from scratch about 12. Due to these efficiencies, we finished the project at 90% of our own number ($822,000 / 7,172 hours total) with zero change orders.

II. Reduce Project Costs Through Innovative Technology Burns & McDonnell has many unique capabilities, techniques, and tools that will assist UCNSB in achieving improvements and cost savings during the life of the project. Several of the main differentiators are described in the sections below. These are just a few ways we can bring innovation to UCNSB.

3-D Design and Modeling. Creating several dozen or hundreds of flat, two-dimensional drawings to produce a substation is becoming a thing of the past. Now it can all be brought together in a single, three-dimensional model. With 3-D modeling, electrical clearances can be easily validated, interdisciplinary coordination can be streamlined, and conflicts or errors are detected sooner in the engineering process. We can help UCNSB take your greenfield or retrofit projects to the next level of efficiency, quality, and cost-effectiveness in 3-D. Burns & McDonnell is well-versed in building a 3-D standards library for your system, designing substations in 3-D, and creating and linking existing 2-D drawings with new 3-D brownfield upgrades.

Point Cloud. Point cloud output data and image overlay can be captured to develop the 3-D model of an existing substation. Is there a 40-year-old switchyard with dozens of incomplete or missing drawings? By creating a 3-D model from the point cloud data, we can give UCNSB a head-start on updating or replacing old, existing drawings. Clearances, equipment placement and foundation sizes can be measured accurately and verified using models created from 3-D laser scans.

III. Reduce Project Costs Through Competitive Rates Burns & McDonnell’s rates are competitive as indicated by our success of winning competitive bids at Beaches Energy, Gainesville Regional Utility, and Duke Energy. We have completed 696 projects with PSE&G over the past 11 years. The director of strategic projects provided the following statement regarding the competitiveness of Burns & McDonnell:

“PSE&G has greatly appreciated the dedicated partnership with Burns & McDonnell for many years. BMcD provides high-quality service, innovative value engineering and an integrated construction and engineering approach. The engineers at Burns & McDonnell have become an extension of the PSE&G staff. The Burns & McDonnell team drives the lowest cost solution by providing the highest value to PSE&G.”

IV. Reduce Project Costs Through High Quality Our design work goes through a rigorous quality control program, including constructability reviews and efficiency evaluations by our in-house construction team, while maintaining the established schedule. As a testament to our high quality, our 23-year partnership with FirstEnergy has resulted in an implicit trust in our team and our review process — so much so that our drawings go straight to the field without their review.

V. Reduce Project Costs Through Contracting Strategy Burns & McDonnell has implemented many cost-saving and risk transferring contracting strategies including Risk/Reward Programs, Lump Sum, and EPC, EpC, ECM, EpCM, etc. We are open to discuss how Burns & McDonnell can prove our value by discussing alternative methods of contracting.

VI. Reduce Engineering Costs Through Efficiency Burns & McDonnell builds relationships with clients by demonstrating that we consistently hit our budgets for projects and do not make it a practice of submitting a Change Order unless it is a specific change initiated by the client. The table to the right demonstrates that of the 423 projects we have completed, over 91% were completed with no change orders. The change orders that were completed, a good number of them were initiated by the client. Confidential Client Project Data and summary:

VII. Reduce Construction Costs…