Thursday, July 29, 2010

FASCE Amendment 4 Opposition: Referendums for Local Agency Decisions

"The Florida Section of the American Society of Civil Engineers (ASCE) has recently adopted a position statement in opposition to proposed Amendment 4, to be included on the November 2010 ballot. Amendment 4 establishes that before a local government may adopt a new comprehensive land use plan, or amend a comprehensive land use plan, the proposed plan or amendment shall be subject to vote of the electors of the local government by referendum. The Florida Section of ASCE feels the impacts, both intended and unintended, of this proposed amendment are in direct conflict with several established national ASCE policy statements. The FASCE's position statement is available for review at FASCE's website (".

What does this have to do with stormwater management and/or civil engineering in general?

It is amazing to me that during these harsh economic conditions legislators actually consider some of these illogical and impractical rule or law changes to comp plans which can only add to the economy's woes and most likely have a negative impact on the supposed recovery and the restoration of the nation's infrastructure. I can only imagine the unacceptable time delays in actually executing capital improvement projects if every time a local municipality which wanted or needed to amend or change their comp plan for land use or other issues an election needed to be held and the electorate approve or disapprove of the amendment or change.

There are already rules in place that allow the public to voice their concerns regarding comp plan changes through the hearing process, at all levels. As an engineer and project manager, to my surprise I learned that most roadway projects always had a significant amount of opposition, as this would become evident in public hearings and at the local public works office via direct calls from the daily public. Some more than others. It would always surprise me when for example, an existing clay road was programmed and funded for paving, some of the existing residents affected by the proposed work did not want the road paved, they liked it just the way it was, as long as it kept being maintained by the responsible municipality without their taxes being increased. So infrastructure "improvements" can be in the eye of the beholder.

I mention this to make a point, and that is that if enough residents are opposed to a particular project and/or comp plan land use change, the commissioners (or other officials in charge) will hear about it, and as duly elected by their corresponding districts constituents, they eventually vote and make a decision, and it is up to the electors to decide which commissioner if any is serving their needs and wants and thus re-elect them for a next term. I know. It's a bit slow, but it is a process. Can anyone imagine if an additional level of approval by way of general electoral vote for approval or disapproval of each and every specific land use or other change in a comprehensive plan was needed? The time delays? The additional costs? It just makes no sense. Not even if the economy was roaring. But under our current conditions, it makes even less sense.
I suggest the reader to go the fasce link mentioned above and read their position paper which contains the exact language of the opposition statements.

How can this be considered an improvement to the existing process? What are they thinking? Humn............................JC

Saturday, July 17, 2010

Stormwater Management Systems Design: by Landscape Architects?

A while back I was asked to comment by the Florida Engineering Society (FES) on the possible rule change being considered by the Board that would allow landscape architects to design stormwater management (SWM) systems and obtain corresponding permits. As a registered professional engineer with seventeen years of stormwater management systems design and permitting experience in the state of Florida, including six years at the South Florida Water Management District and nine years of private consulting, I don’t believe that the rule change should be approved. I can’t say I’m even sure I can find the logic or practical reasons why this would even be considered. Perhaps us overworked civil engineers need to be alleviated of all of the extra work (you can LOL here).

In all seriousness, I have much respect for the architecture profession. I have friends and family members who are registered architects, I even took a couple of architecture classes as an undergrad student. Architects provide a much needed service to our societies and they should be appreciated and respected for what they do. Never-the-less, throughout my career I have worked in conjunction with landscape architects on various projects, and I do not believe that they have the adequate education nor experience to properly design a safe and environmentally compliant stormwater management system. With respect to signing and sealing technical engineering SWM calculations and plans (assuming responsibility and exposing liability), Civil Engineers are the only professionals which must demonstrate adequate education and experience to be able to do so. After graduating from an accredited ABET approved program with a bachelors degree, engineering graduates must first take and pass a state/national regulated exam to obtain the Engineering Intern (E.I.) designation. The next step is working for four years under the guidance of a registered professional engineer as an E.I., then another state mandated exam must be passed to obtain the Professional Engineer (P.E.) registration. Thus at a minimum, eight years of education and experience are required for the privilege to sign and seal engineering calculations and plans for a stormwater management system design.

Stormwater management systems plans and technical reports must be signed and sealed by a P.E. which has acquired intricate and extensive knowledge of hydrology and hydraulics, among other skills. By signing and sealing such plans and reports, the engineer exposes his or her license to liabilities governed by the board of professional engineers. In the course of a typical project design process, landscape architects become familiar with mainly one of the aspects or components of a proper stormwater management system design (i.e. Grading). They do not have the proper education, training and experience to design safe and environmentally compliant stormwater management systems, as this requires specific engineering skills, knowledge and abilities, such as constructing and executing complex Hydrologic/Hydraulic models, designing collection and conveyance systems including inlets, pipes, and channel flows, various types of ponds (i.e. Detention, Retention), outfall control structures, prevention of flooding, water quality standards, and many other engineering components. To summarily allow landscape architects to design stormwater management systems without the proper education and experience would be contrary to the goals and rules established by the Board, and perhaps pose debilitating impacts to the civil engineering profession, the public’s safety and economic interests.

With so many other important issues and challenges facing not only our overall economic conditions, but the decimated state of the general architecture, engineering, and construction (A/E/C) industry, I think our regulatory and legislative time could be better utilized seeking to build up existing technical disciplines as we embrace innovative technologies and sustainable development, not contemplating rule changes amongst existing professional disciplines that do not make much sense to begin with. Until next time………JC.

Monday, June 28, 2010

Stormwater Management: A Key Area to Streamline Project Development Process and Increase Revenues

By now it's fairly obvious that the economic downturn's duration and expected slow recovery has caused many civil engineering firms (and agencies) to among other efforts, re-assess their project development processes, for various reasons. The lack of funding and available projects have driven many firms to look inward and find where and/or how more revenues can be realized after cutting back personnel, hours and benefits, and still remain in business. This applies to both private and public sectors, as civil engineering projects really involve both in some manner and are interconnected as far as their availability. Funding of these projects may be obtained in different ways, but the bottom line is that if the state or local agencies do not have funds for infrastructure projects (nor the personnel to execute them), and developers/investors do not have access to funds to invest, the results are less projects available for the civil engineering industry to assist with. Less projects, less firms, less get it.

In speaking with industry colleagues, friends, agency officials, and other engineers that keep abreast with the latest trends, forecasts and news, those that have been around for a while express a common observation, and that is that in their entire careers (some of these professionals have been around for more than thirty years), they have never experienced such depressed conditions in the civil engineering field. A somewhat sobering remark that usually follows is that they aren't really sure if and when or how fast a true recovery can be expected.

In a relatively recent Civil Engineering Magazine report titled "A Rocky Road Ahead" (March 2010, Laurie A. Shuster), the results of a survey conducted by Zweig White in late 2009 of one hundred seven executives of the architecture, engineering, and construction (A/E/C) industry are presented. In the survey, the participants were asked about their expectations of the ten most important challenges in the year 2010 for the A/E/C industry. The results are interestingly prioritized. Not surprisingly, the number one concern is the lackluster performance of the U.S. Economy. By most accounts, the A/E/C part of the economy is predicted to lag whatever recovery there may be now in other segments, if any.

However, a not too distant number two is "increased competition". Translation (mine): keep your current clients happy, and you may keep your current clients. The competition is certainly watching to see when "unexpected opportunities" may arise at any particular time with a particular client or prospect. "Excellent Customer Service" is the new silver bullet shredding paths across all major industries and service providers.

"On-Budget and On-Time" may have become a cliche in our industry a while back, but it still makes, and more importantly, it keeps clients happy. It increases their bottom line. Whatever that may be. Client satisfaction and retention are of paramount importance now more than ever, as business development, marketing techniques and models have changed with the economic challenges our nation and globe are facing, and will most likely continue to face in the future.

In my experience practicing civil engineering in Florida in the public and private sectors (including a regional water management district), I observed that more often than not, executive managers (both private and public) under-estimated the importance and timing of having a properly designed and permittable SWM system and the correlation to increased revenues and profits regarding any particular project.

Not having a properly designed (and thus permittable) SWM system completed by project schedule is costly, not only in the time and money needed to try to "fix" or "address" administrative and/or technical issues at the tail (or design) end of the project, but it can become one of the more "frustrating" reasons a client is not able to start construction according to his/her schedule. I know. Both as a project engineer and manager, this is the one area that clients are not shy in expressing their disappointment. And by "clients" here I include local, city, county, regional and state agency officials, the public's interest, as well as the traditional developer, owner, private entity, business, etc. This is one of the areas where firms and/or agencies which are re-examining their project development processes can, if they choose to, implement an organizational culture that will lead to delivering projects "On-Budget, On-Time", every time. It is possible! Profits anyone?

The approach to being able to meet schedules and budgets time after time regarding SWM systems design completion (and state of permibility) is to avoid falling into what I call the three main pitfall areas, 1) Lack of Preparation, 2) Lack of Information, and 3) Lack of Determination. There are various simple actions that can, and should be taken, every time an engineer has to design a SWM system for any land use project, as well as preparing the corresponding permit application packages. These actions require a bit of work up-front, and this is where usually inexperienced (or improperly motivated) engineers, and eager (but not able to look past the particular quarter's performance for their own reasons) executive managers run into shortfalls.

I've learned that there are various simple actions that should be taken before actually getting into the project's main schedule, that if applied, will lead to meeting and/or exceeding established project goals. Although they are simple, they require some thought, permitting strategy, initiative, research, willingness to take ownership of the task/project, explicit communications, the ability to look at the project's big picture, effectively interact with other team members, and so on. For instance, holding the "pre-application" meeting, discussing potential challenging design issues or criteria with appropriate agency staff, obtaining the correct design criteria (which set controls?), coordinating with other design staff members, visiting the site, reading the due-diligence report, actually reading the geotechnical investigation report (if available), looking at FEMA and zoning maps, USGS quadrangle maps, researching permit files, adjacent sites, interviewing various people of interest, including the project owner, and others are among teachable tasks that will diminish the number of request for additional information (RAI) letters received after application submittal or eliminate them all together. Permit applications should be expected to be submitted "deemed complete" and ready for approval the first time. Every time. That's the playbook all of the team's members must be on from the time the project is a concept, if not before. With the proper preparation, information and determination at the right time, budgets and schedules not only can be met, they can be exceeded. Revenue retention can be increased, a higher profit margin realized, and let's not forget about the next project, our clients will be happy.

On a side note, there should also be a system in place at the end of the process before final plans are printed and applications are submitted. And that is a pragmatic, daily QA/QC system that is adhered to under the most challenging of deadlines. So many errors and omissions can be corrected if this is utilized routinely. But I have seen this process break down too many times and for the wrong (short-sighted) reasons. Eventually, the QA/QC process is applied when there is enough time or the appropriate peer review staff members are available or a particular project is considered "important" enough. This is the kind of organizational behavior that needs to be avoided, corrected, or eliminated.

The above approach is also applicable to other design areas, such as residential/commercial sites, roadways, bridges, trails, parks, airports, and so on. What changes are the actions (different skill/knowledge sets) that need to be taken up-front for each type of project. This applies from simple tasks to complete project management. So keeping information, preparation, and determination in mind will always be useful when commencing any type of new task or project. With enough emphasis, mentoring and patience, this approach can be cultivated among staff members. If consistently repeated for each new task and/or project, the project "team" eventually embraces the disciplined approach and comes to prefer it. I'll summarize with a couple of more cliches. "Do it right the first time", "Don't leave for tomorrow what you can do today", and "don't underestimate what changes you can effect as an individual" (this last one is mine, sort of).

It is said that "engineering" is the science of taking complex problems and breaking them down into smaller tasks that are focused-based, interconnected and solvable. If this is so, what could the "art" of engineering be?

Juan A. Chan, P.E.

What is your firm or agency doing to prepare itself for the remainder of 2010, 2011, and beyond?

Representative Project List

Juan A. Chan, P.E.



The following are brief scope descriptions of some relevant projects, positions, and tasks, by land use type:


•South Florida Water Management District, Florida – Staff Civil Engineer. Performed design technical analysis, prepared technical reports, and issued environmental resource permits for over 250 Storm Water Management (SWM) treatment systems serving residential, commercial, highway, recreational, agricultural, institutional, municipal, and industrial projects ranging in size from one to 4,000 acres. Performed small to large-scale watershed analysis; hydrologic, hydraulic, and water quality modeling; stormwater master plans; applied stormwater pollution prevention techniques; utilized urban and agricultural water quality BMPs to remove target constituents (TSS, TP, TN, metals, hydrocarbons). Analyzed wetlands hydrology and instituted preservation techniques; prepared technical reports and developed communication skills via extensive public contact. In addition, participated as review and permitting engineer in establishing the Everglades Agricultural Area (EAA) Pilot Environmental Resource Permit Program, which focused on reducing targeted pollutants (TP, TN, TSS) reaching the Everglades from the EAA by educating the agricultural community of proper selection and utilization of BMPs through the ERP program.
•Regional Stormwater Park, New Smyrna Beach, Florida – Senior Engineer. Performed stormwater management (SWM) system analysis, design and permitting of a 22-acre park in Volusia County, Florida, including site stormwater system components and layout design and grading. Selected appropriate BMPs, and reviewed and analyzed hydrologic and hydraulic model (ICPR).
•Sitewide SWM Permitting, Confidential Client, Florida – Senior Engineer. Executed permitting coordination of City of Orlando, South Florida Water Management District, and Florida Department of Environmental Protection permits to obtain a single site-wide permit for all water facilities to meet the city's MS4 requirements for a major tourist destination.


•Lake Gibson Water Quality Modeling, City of Lakeland, Florida – Senior Task Engineer. Responsible for executing water quality modeling for a 240-acre urban watershed discharging into a 489-acre lake (Lake Gibson), utilizing the Southwest Florida Water Management District GIS-based Pollutant Load Screening Model (CPSM); pollutant loading assessment; best management practices (BMPs) selection for targeted constituent (TSS) and treatment system design recommendations. Verified event mean concentrations (EMCs) for Florida Land Use Cover Classifications System (FLUCCS) and technical report preparation. Some of the projects include:
•Lake Bonnet Diagnostic Study, City of Lakeland, Florida – Project Manager/Senior Engineer. Responsible for conducting Lake Bathymetry study of a 79-acre lake (Lake Bonnet) receiving runoff from a mixed land use 679-acre watershed. Determined sedimentation and water quality degradation by the target constituents (TSS, TP, TN) for future dredging feasibility study, and established future watershed water quality and quantity management practices. Conducted water quality monitoring and sampling and generated EMCs for future utilization of the Center of Watershed Protection (CWP) Watershed Treatment Model; prepared technical report.
•Wayne County Wetland Mitigation Bank, Michigan – Task Manager/Stormwater Engineer. Performed SWM treatment system analysis, design and permitting, including hydrologic and hydraulic modeling (ICPR; MBR), for four acres of created wetlands in Dearborn Heights and Westland, Michigan.


•Lake Sampson Outfall Structure, Gainesville, Florida – Sr. Engineer. Collected and analyzed data, performed H & H modeling, consulted with client agency, wrote technical memorandum with findings and recommendations.
•XP-SWMM Large-Scale Watershed Modeling, North Fort Myers Levee, Florida – Task Manager/Senior Engineer. Constructed hydrologic and hydraulic model (XP-SWMM) and executed simulations of various storm events for a 47,000-acre watershed, including 46 structures, in Lee County, Florida.
•Rouge River Stream Bank Stabilization, Detroit, Michigan – Task Manager/Senior Engineer. Performed river stream banks stabilization design by selecting appropriate BMPs, re-grading, and utilizing seeded turf-mat reinforcements.
•Indian River Farms Water Control District XP-SWMM Large Scale SWM System Modeling – Senior Engineer. Participated in team hydrologic and hydraulic modeling of local water control district SWM treatment system consisting of 700 miles of interconnected canals and numerous structures serving a 50,000-acre watershed; results to be included in Indian River County SWM Master Plan.


•Florida Turnpike Bridges, FDOT Turnpike District, Palm Beach County, Florida – Senior Engineer. Performed analysis and design of SWM/drainage treatment system, ERP application preparation, maintenance of traffic plans, and drainage plans for the rehabilitation and resurfacing of FDOT Thomas B. Manuel Bridge and the bridge over State Road 710.
•Stuart Causeway, FDOT District 4, Stuart, Florida – Task Manager/Senior Engineer. Performed analysis and conceptual design of SWM/drainage treatment system for a FDOT project development and environmental (PD&E) study for a 70-acre highway project. The PD&E study included two low-level fixed bridges, a bascule (Ernest Lyons) bridge, and two island parks within the FDOT R-O-W.
•I-95/I-4/US 92 Interchange, FDOT District 5, Daytona Beach, Florida – Project Engineer. Analysis and conceptual design of SWM/drainage system for a PD&E study of a 70-acre highway project. The study included an analysis of alternate ramps, collector/distributor roads, and realignment schemes.
•I-95 Six-Lane Widening, FDOT District 5, Florida – Project Engineer. Performed analysis and conceptual preliminary design of a six-lane I-95 highway-widening project north of Daytona Beach. Analysis included data collection, hydraulic/hydrologic modeling of existing drainage and SWM treatment system, and determination of right-of-way drainage capacity.
•Biscayne Boulevard Beautification, FDOT, Miami, Florida – Project Engineer. Analyzed existing roadway drainage system from 39th Street to 125th Street. The analysis included data collection, facilities/infrastructure verification, and drainage concepts with respect to various widening, curb and gutter, and median alternative options.


Served as manager for various projects outsourced to private consulting firms ranging in total cost between $100K and $2.2M, as well as manager for in-house projects as the Engineering Design Section Manager of Lake County Public Works, Engineering Division. Tasks included but were not limited to seat in selection committees; writing, analyzing and managing requests for proposals (RFP’s); requests for qualifications (RFQ’s); project scopes; scheduling; budgeting; contract negotiations and administration; pre-construction meetings; shop drawings review and approval; field inspections of roadway, drainage, stormwater management, and other capital improvement projects; design and approval of maintenance of traffic (MOT) plans and Traffic Control Plans (TCPs); phased plans reviews; post–construction punch lists; as-built plans review; coordination with other departments; coordination with outside consultants; coordination with various utilities prior to and during construction; extensive multi-agency permitting and communications; requesting and approving sub-consultant engineering services (surveying, geotechnical, biological/environmental); monthly billing processing; preparing and participating in public meetings; extensive public information and communications.

•The South Lake Trail - Phase II: Design of approximately 4 miles of a new 10’ wide multi-use recreational trail.
•Ridgeway Road: Resolution of an existing road degrading that was leading to severe flooding and conflicts with new adjacent development. Rebuilding of road grade, surface, and coordinating with water management district during resolution and reconstruction process.
•Hooks Street and Citrus Tower Boulevard (Phases II-III): Design of a new two-lane local road.
•The South Clermont Connector: Design of 2.2 miles of a new four-lane divided local collector roadway providing major access to east-west isolated sections of neighborhoods in Clermont.
•Picciola Bridge Replacement: Study & design of replacement of a 100’ long single-span local bridge.
•Radio Road: Study & design of widening an existing 2-lane and three-lane local roadway.
•South Lakeshore Drive: Widening existing two-lane local road with extremely limited right-of-way; addition of paved shoulders.
•County Road 470: Study & design of widening approximately four miles of existing county road, including bridge over the Florida Turnpike.


•St. Lucie West, St. Lucie County, Florida - Staff Engineer. Analyzed SWM system for a 4,000-acre residential planned unit development (PUD), performed H & H modeling of a cascading interconnected lake system, prepared and issued ERP permits for phased additions and modifications.
•Adamson Creek Phase 1C – Sr. Engineer. Analyzed existing SWM system, performed H & H modeling for addition of a residential phase of a planned unit development (PUD); prepared paving/grading/drainage plans; issued Lomars for floodplain mitigation; coordinated utilities; prepared documents for DRC review.
•Twelve Oaks (PUD) Parcel “C” - Sr. Project Manager. Analyzed and designed SWM system, performed H & H modeling, prepared permit application packages & obtained appropriate phase permits, prepared plans & reports, coordinated geotechnical investigation, performed field inspection.
•ABC Stores – Sr. Engineer. Analyzed existing SWM system, performed H & H modeling, reviewed and obtained permits for a new commercial project.
•New Air Freight Facility, Ft. Lauderdale-Hollywood International Airport, Ft. Lauderdale, Florida – Task Manager/Senior Project Engineer. Designed collection-conveyance and SWM system. Prepared PG&D construction plans and obtained ERP permit for a ten-acre commercial project.
•South Florida Water Management District Kissimmee Pump Station – Sr. Engineer. Performed SWM design, H & H analysis and obtained agency permits.
•Florida Hospital Kissimmee – Sr. Engineer. Performed SWM design and analysis and obtained agency permits.
•Asia Pacific Complex, Miami, Florida – Civil Engineer. Analyzed existing parking lot drainage system and designed additional parking lot; assisted owner with the addition of two stories to the existing warehouse/office building; obtained DERM and City of Miami permits for the parking lot and building additions.


•Sitewide SWM Permitting, Confidential Client, Orlando, Florida – Senior Engineer. Executed permitting coordination between City of Orlando, South Florida Water Management District, and Florida Department of Environmental Protection permits to obtain a single site-wide permit for all water facilities to meet the city's MS4 NPDES requirements for a major tourist destination.
•National Pollutant Discharge Elimination System (NPDES) Industrial Wastewater Discharge Permit Panda Energy International, Culloden, West Virginia – Task Manager/Senior Engineer. Prepared and obtained NPDES industrial wastewater discharge permit for a 100-acre electric power plant. Prepared conceptual design of SWM treatment system.
•NPDES Industrial Discharge Permit Modification, Alcoa, Bartow, Florida – Senior Engineer. Prepared and obtained modification of NPDES industrial discharge permit for decommissioning of above ground storage tanks serving an industrial site and rerouting discharge to a new off-site facility. Analyzed existing SWM treatment system for adherence to regulatory criteria.
•Power Plant, Granite Power Partners II, L.P., Hardee County, Florida – Task Manager/Stormwater Engineer. Performed SWM treatment system analysis and design, and prepared environmental resource permit (ERP) application for a 100-acre industrial project.
•Calpine Blue Heron Energy Center, Vero Beach, Florida – Senior Project Engineer. Performed SWM system analysis and design, and prepared appropriate sections of the site certification application (SCA) for a 47-acre industrial project.
•Columbia Electric Kelson Ridge Power Plant, St. Charles, Maryland – Stormwater Engineer. Conducted analysis and design coordination of SWM system and preparation of certificate of public convenience and necessity application of a 77-acre industrial project.
•Panda Electric Power Plant, Leesburg, Florida – Task Manager. Performed analysis and design coordination of SWM system and prepared appropriate sections of the SCA and ERP applications for a 74-acre industrial project.


•Palm Beach International Airport Apron "A" Expansion, South Florida – Senior Engineer. Responsible for analysis, design and permitting of stormwater management facilities and drainage systems serving an aircraft apron expansion (PBIA).
•PBC Pahokee Airport, Glades, Florida – Senior Project Engineer – Responsible for analysis, design and permitting of stormwater management facilities and drainage systems serving an aircraft hangar addition and parking layout and obtained permit modification of additions and changes.
•Palm Beach International Airport West One Hangar, South Florida – Senior Project Engineer. Designed stormwater management facilities and drainage system and obtained appropriate permits for a hangar addition (PBIA).


Juan A. Chan, P.E.



To obtain a career position where being "Project Driven, Environmentally Conscious, On-Budget, On-Time, Every Time" is the norm, delivering consistent cost & time savings, client satisfaction & retention, continued business development, and increased revenues.


• Water Resources (Stormwater Mgmt., Water Quality, Wetlands, Floodplains, Groundwater, Supply)
• Land Development (Residential, Commercial, Recreational, Industrial, Institutional, Airports)
• Project Management (Water Resources, Roadway/Highways, Water Quality)
• Multi-Agency Permitting (EPA, FDEP, FDOT, NPDES, SFWMD, SJRWMD, SWFWMD, Local Agencies)


• Nine (9) years of private consulting experience related to stormwater management & drainage facilities analysis and design for various types of land uses: roadway/highway analysis & design; and multi-agency permitting. Successfully progressed from Engineer to Sr. Project Manager positions.
• Six (6) years experience at the South Florida Water Management District, Surface Water Division, where valuable expertise was obtained and refined in the design & analysis of multiple residential, commercial, roadway/highway, environmental, recreational, institutional, industrial, and agricultural land use projects. Issued and coordinated timely approval of environmental resource permits (ERPs), Florida Department of Environmental Protection (FDEP) permits, and National Pollution Discharge Elimination System (NPDES) permits.
• Three (3) years experience at Lake County Public Works, Engineering Division. Served as Engineer IV-Design Section Manager, directing a small staff of junior engineers and technicians in the design of in-house projects. Duties included supervisory, mentoring, technical, & administrative responsibilities. In addition, served as project manager for roadway/highway projects out-sourced to private consulting firms, from writing Requests for Qualifications (RFQs) and Proposals (RFP’s), to seating in the selection committee, awarding projects, negotiating contracts, and administering the projects from conception through as-built plans.


• MS Word, Excel, PowerPoint, Project Manager • XP-SWMM
• Internet Research • HEC-RAS
• AutoCad, LDD • HEC-Other (1, 2, 12)
• Microstation, Geopak, ASAD • HydroCad
• ArcView • StormCad
• AdICPR • Hydraflow HGraphs&StormSwr
• CWP Water Quality Treatment Model • TR-55
• PONDS • WaterCad
• SFWMD Multi-Basin Routing (MBR-Cascades) • FDOT Drainage Design Manual
• Federal Highway Administration (FHWA)
Drainage Design Standards


• Leadership Initiative • Personnel Resources Management•Time Management
• Judgment/Decision Making • Active Listener • Problem Sensitivity
• Complex Problem Solving • Critical Thinking • Analytical Thinking
• Dependable • Integrity, Responsible • Adaptable/Flexible
• Attention to Detail • Active Learner • Multi-Tasking • Technical Writing
• Reading Comprehension • Deductive Reasoning
• Organizational Culture • Inter-departmental coordination • Effective Communications
• Stress Tolerant • Projects Presentation • Public Interaction/Speaking


Skills include hydrologic and hydraulic modeling; large scale modeling; hydrologic studies (including statistical analysis); stormwater management treatment systems analysis & design; application of latest best management practices (BMPs); design of drainage collection/conveyance systems, pipes/culverts, swales, exfiltration trenches, detention/retention ponds, inlet/outlet control structures; end-of-pipe innovative devices; concrete drainage structure design; groundwater flow studies; water supply; flood control evaluation and protection; floodplain encroachment and mitigation (Lomars, Clomars); embankment restoration; wetlands creation, restoration, and protection; watershed evaluation; due diligence reports; stormwater master plans; agricultural water quality BMPs (Phosphorus & Nitrogen limiting and removal); pollutant loading assessments (pollutographs); water quality monitoring and sampling; multi-agency permitting including environmental resource permits (ERP), National Pollutant Discharge Elimination System (NPDES) permits; Florida Department of Environmental Protection (FDEP) permits; Environmental Protection Agency (EPA-District 4) permits; municipal separate storm sewer systems (MS4s); erosion and sedimentation control plans; and stormwater pollution prevention plans (SWPPPs).

Served in various positions from Project Engineer to Senior Engineer responsible for tasks including PD&E study stormwater/drainage analysis & conceptual design; roadways & facilities design; stormwater management/drainage systems; hydrologic & hydraulic analysis & modeling; design of ponds, inlets, pipe collection/distribution systems, control structures, and innovative EOP treatments. Utilized FDOT pavement design standards, FDOT Plans Preparation Manual, Florida “Green Book”, MUTCD Manual, Federal Highway Administration (FHWA) Design Standards, and FHWA Highway Capacity Manual. Other tasks included phased plans preparation and review, technical reports, multi-agency permitting, man-hour estimates, budgets, scheduling, proposals, and presentations. Coordinated with right-of-way (easements) staff, surveying and geotechnical sub-consultants, construction inspectors, other engineers and professionals. Organized & participated in public meetings; extensive public contact.

Performed stormwater management planning & design, site grading, paving/grading/drainage plans, utilities coordination and design, traffic circulation, soil erosion and sediment controls, hydrologic & hydraulic modeling, floodplain encroachment design and mitigation (Lomars, Clomars); phased plans development, technical reports, coordination of boundary and title surveys, topographic surveys, soil testing, and septic system design; stormwater pollution prevention plans (SWPPPs). Coordinated due diligence reports, right-of-way/easements, developed schedules, man-hour estimates, budgets, and obtained all necessary permits from appropriate agencies, including approval through the local development review committees (DRCs).

Served as manager for various projects out-sourced to private consulting firms, as well as manager for in-house projects ranging from $100k to $2.2M in total project costs as the Engineering Design Section Manager of Lake County Public Works, Engineering Division. Tasks included but were not limited to seat in project selection committees; writing and managing requests for proposals (RFP’s) and qualifications (RFQ’s); project scopes; scheduling; budgeting; contract negotiations and administration; pre-construction meetings; shop drawings review and approval; field inspections of roadway, drainage, stormwater management, and other capital improvement projects; approval of maintenance of traffic (MOT) plans and Traffic Control Plans (TCPs); phased plans reviews; post–construction punch lists; construction inspections; change orders & supplemental agreements; as-built plans review; coordination with other departments; coordination with outside consultants and with various utilities prior to and during construction; multi-agency permitting and communications; requesting and approving sub-consultant engineering services (surveying, geotechnical, biological/environmental, due diligence); monthly billing processing; preparing and participating in public meetings; extensive public information and communications.

Successfully procured on schedule environmental resource permits (ERPs), National Pollutant Discharge Elimination System (NPDES) permits, Development Review Committee (DRC) approvals, Florida Department of Transportation (FDOT) discharge and connection permits, and Florida Department of Environmental Protection (FDEP) permits for residential, commercial, roadway/highway, recreational, wetlands, industrial, agricultural and airport land use projects. Minimized requests for additional information (RAI) letters by pro-actively requesting and attending preliminary pre-application meetings with key agency personnel, and executing extensive in-depth permit research, often leading to simple Letter Modification permit approvals.


Civil Engineer - Business Development Consultant
2009-2010 (1-1/2 yrs)
Pontifex Group Inc., Orlando/Miami, FL

Senior Drainage Engineer/Sr. Project Manager
2006-2008 (1-1/2 yrs)
[Worked part-time basis during '06-'08]
LPA Group, Inc., and DRMP, Inc, Orlando, FL

Senior Engineer /Task & Project Manager
2005-2006 & 1999-2002 (4 yrs)
Environmental, Consulting & Technology (ECT), Inc., Orlando, FL

Engineer IV / Design Section Manager
2002-2005 (3 yrs)
Lake County Public Works, Engineering Division, Tavares, FL

Senior Drainage Engineer
1996-1998 (2-1/2 yrs)
Morrison Knudsen Centennial Engineering, Inc., Deerfield Beach, FL

Staff Engineer
1990-1996 (6 yrs)
South Florida Water Management District, West Palm Beach, FL


• Registered Professional Engineer, Florida – No. 48102
• Florida Department Of Environmental Protection (FDEP) Certified Stormwater Management Inspector – No. 319


• Bachelors of Science in Civil Engineering, BSCE Degree, Florida International University, 1989
• University of Miami, 1986-1987, Civil Engineering Program


• FDOT CTQP Quality Control Manager Certificate (6 CEU’S), 2010
• FDOT CTQP Final Estimates Level 1 Certificate (4 CEU’S), 2010
• FDOT CTQP Asphalt Paving Level 2 Certificate (12 CEU’S), 2010
• Project Management (6 PDH’S), 2009
• Engineering Laws & Rules, (4 PDH’S), 2009
• Environmental Permitting, (1.5 PDH’S), 2008
• Project Management, (4 PDH’S), 2007
• Webinar, “Project Scope Creep,” (1.5 PDH’S), 2007
• Organizational Culture & Behavior, Team Building, Lake Ccounty Publci Works, 2005
• Water Quality Issues, FWEA, (1.5 PDH’S), 2005
• ICPR, Streamline Technologies, (20.0 PDH’S), 2002
• CAICE Visual Hydro/SWMM Training, (22 PDH’S), 2000
• Computer Aided Drainage Design, (12 PDH’S), 1992


• Member, American Society of Civil Engineers (ASCE)
• Member, American Water Resources Association (AWRA)


• Specific Project List Available Upon Request
• U.S. Citizen
• Fully Bi-Lingual, English/Spanish (Speak, Read, Write)