2944 McCook Way

Stockton, CA, 95206

JUAN_UOP@Yahoo.com

Juan Ochoa

(209) 430-3473 Cell

OBJECTIVE: PROJECT ENGINEER/MECHANICAL ENGINEER/FIELD ENGINEER/CIVIL ENGINEER

WORK

HISTORY:

ARB INC, Fairfield, CA

Xcel Energy, Earth, TX

Pacific Gas & Electric Company Contractor, Stockton, CA

City of Lathrop, Lathrop, CA

Western Wood Fabricators, Elverta, CA

(June 15, 2015 – January 7, 2016)

(January 21, 2013 – January 30, 2015)

(August 10, 2011 – May 2, 2012)

(May 15, 2006 – Mar. 29, 2010)

(July 12, 2004 – May 9, 2006)

My role as an Engineer and Project Manager entailed the following duties:

  · Provide oversight and coordination of plant overhauls

  · Assemble project teams to mitigate environmental concerns, land rights, and design

  · Manage gas projects pertaining to reliability, capacity, and gas pipe replacement program

  · Provide team members with technical support, day-to-day direction, and compliance support

  · Manage multiple projects worth over 30 million and oversee approved budgets and finances

  · Forecast monies for the various gas distribution projects

  · Review gas designs for conformance with projected energy demands and PG&E standards

  · Ensure team members are working within CPUC, DOT, and Company standards

  · Prepare Technical Reports, Memos, Correspondence letters, and Power Point Presentations

  · Developed standard operating procedures (SOP) for Operations and Maintenance staff

  · Assemble contract & specifications for formal bidding of Capital Improvement Projects

  · Contract administration of consultant agreements, review and prepare contract change orders,

prepare contract amendments and master agreements, review progress payments, and review

completed tasks and the proposed scope of work to assure contractual obligations are being met

  · Plan agendas for staff meetings, project kick-off meetings, and project progress meetings

  · Get ready Request For Proposals to solicit varying services from consultants

  · Research funding sources to fund capital improvement projects

  · Develop annual budgets for projects, implemented programs, and permitting requirements

  · Oversee permits for the wastewater facilities (WDRs) and NPDES Phase II Storm Water permit

  · Manage Industrial Pretreatment Program for both commercial and industrial businesses, review

reports prepared by consultant summarizing: 24-hr composite samples, hydraulic flows, and monitor

issued permits for compliance requirements

  · Work with regulatory agencies such as: California Department of Public Health (CDPH), Regional

Water Quality Control Board (RWQCB), and Environmental Protective Agency (EPA)

SKILLS:

  · MS Project, Excel, Outlook, SAP, Power Point, Electronic Document Routing, CAD, 3D modeling,

XPSWMM, Sewer CAD, Water CAD, and various MS software

  · Proficient in business and/or technical writing and skilled in preparing effective presentations

  · Multitask with attention to detail

  · Provide viable options and solutions for unforeseen circumstances

  · Bilingual (English/Spanish)

RELATED

WORK

MATERIAL:

PROJECTS:

Well 10 Improvements - As the project engineer, I was responsible for overseeing the construction of

the new well improvements. This entailed coordinating construction progress meetings and

updating the project schedule, reviewing and preparing contract change orders, processing

submittals, review of independent lab tests as specified per the plans and specifications. In addition,

progress payments and prevailing wages were reviewed prior to approving payments. Review of

Researched environmental laws, permits, ordinances, contracts, and special studies such as: Master

Plans for water, sewer, and storm drain systems; Environmental Impact Reports (EIRs), California

Environmental Quality Act (CEQA), and National Environmental Policy Act (NEPA), Caltrans

Specifications, PG&E Green Book specifications, Cal/Osha regulations, and NPDES Storm Water

General Permit to assure projects met compliance requirements.

MBE, WBE, and DBE requirements for EPA grant compliance. Also, expediting all necessary

resources for unforeseen field conditions were encountered. The project was completed on time and

within its construction budget of $946,000 dollars. Winter 2009/Winter 2010

5th, 6th, and 7th Streets Storm Drain Improvements- A consultant was solicited through a request

for proposal that entailed the development of six preliminary design storm drain improvements for

approximately 30 City blocks. The goal was to develop various viable options that were feasible and

modeled the storm drain Master Plan, with the option of phasing in different levels of

improvements. Multiple soil borings were performed throughout the project area to determine soil

percolation rates. Design options for a 2-year, 4-year, and 10-year intensity rainfall were looked at,

however, in order to keep the projects costs down. A proposed storm drain pump would be phased

in at a later date to provide more flood protection. In addition, the preliminary designs had to

incorporate the City’s Storm Water Development Standards Plan, which included unlined swales,

grassy swales, permeable sidewalks, dry wells, catch basins, retention ponds, and reinforced concrete

pipe (RCP) that would serve as detention pipes. The storm water would be retained within the area

through dry wells, RCP pipe, retention ponds, and soil percolation. Spring 2008/Winter 2009

Shilling Waterline – A residential waterline was upsized from a 6-inch to an 8-inch pipe. During

peak demands, the 6-inch pipe would create pressure drops by restricting the booster pump from

delivering adequate volumes of water during peak demands. To alleviate the bottleneck, plans and

specifications were prepared and put out to bid. The work entailed replacing the 6-inch waterline, 16

services with new water meters, fire hydrant, gate valves, trench paving and re-striping, hydrotesting,

potholing, asbestos removal, traffic control, chlorinating new pipe and bacteriological

testing. The construction required coordination with the residents to minimize the inconvenience of

the water turnoff for swapping of the new 8-inch PVC C-900 waterline. Fall 2008

Lathrop Road Storm Drain – Approximately 600 feet of asbestos clay pipe was replaced with

reinforced concrete pipe, which was causing the downstream street corner to flood during the wet

winter months. The flooding was creating a safety hazard for pedestrians and vehicles, and creating

sub- grade failures underneath the road pavement. Prior to the work commencing, the pipe was

videoed and revealed several interior cracks that were beyond slip lining repairs Fall 2008

Well 10 – Is a new production well that will serve development East of Interstate 5. This

production well was drilled and developed at a depth of 280 feet for optimal production. My role as

the construction manager was to assure that the contractor was drilling per plan, the specified gravel

pack and casing materials were being used, construction schedules were being met, and review

prevailing wages and approve invoicing based on task(s) and percentage completed. Summer 2007

Fifth Street Elementary School – Provided an engineering economic analysis of three alternative

storm drain options to the City Council for a frontage area in front of the school that flooded

during the wet months. The goal was to not only alleviate the flooding, but also create a safe

pathway to school for the children and pedestrians. This idea was presented to the School

District in which they provided input and helped fund half of the projects costs. The projects scope

included curb gutter & sidewalk, 15-inch RCP piping, new asphalt, commercial driveway,

bike lane, new striping, 3500 square feet of new landscaping, and designated the bike lane as a no

parking zone. Spring 2007

ACTIVITIES

& HONORS: Deans List, University of the Pacific – 2000

Challenger Memorial Scholarship Award, San Joaquin Delta College – June 2000

Engineering Day, San Joaquin Delta College – 1999, 2000

EDUCATION: University of The Pacific, Stockton, CA

Bachelor of Science, Mechanical Engineering, December 2003

CERTIFICATION:

Board for Professional Engineers and Land Surveyors

Engineer-in-Training Certificate No. 129914, January 2008

Society Hispanic Professional Engineers member 2001 – 2003

Employment History:

  · ARB INC:

As a Project Coordinator with some Project Management responsibilities, entailed responsibilities of

overseeing gas distribution projects. This required that strict time and budget constraints be met by

coordinating the necessary resources to carry out the construction of the projects.

My tasks includes working in Civil underground within the public right-of-way for all gas distribution

projects, which entailed installation of plastic and steel gas mains and gas main hot tapping. These

projects were constructed by conventional excavation, pipe splitting, and horizontal directional drilling

(HDD) boring methods.

Also, maintaining good working relationships with all municipalities, inspectors, residents, and job

stakeholders was a critical component of the job duties. Assuring that proper construction notification

was being provided, traffic control, all appropriate permits were obtained, coordinate pre-construction

meetings, conform to all paving and concrete restoration for the various municipalities, and insuring the

customers had their gas service restored the same day.

These daily tasks are performed with strong computer skills, proficient in various MS software and

scheduling programs, having strong people skills with leadership and team building capabilities. Also, by

having strong leadership and problem solving skills it allows for all written and verbal communication

with customers, inspectors, municipalities, and staff team members.

  · Xcel Energy:

My role as a Plant Engineer was overseeing the day-to-day plant operations. The plant that I was

responsible for is comprised of four units that generated a total of 450 Megawatts by steam driven

turbines. The main-steam to the turbines was produced by natural gas fired boilers (i.e. positive or

vacuum) where the natural gas was supplied by Kinder Morgan and/or One Oaks.

The duties at the Plant consisted of coordinating work that would be outsourced to contractors in order

to maintain the power generating plant operational and reliable. Furthermore, I was responsible for

ordering all necessary parts and components for pumps, boilers, or supplies that were used on a regular

basis, and schedule performance test for critical equipment.

Equipment that I dealt with on a daily basis and helped maintain its operating reliability were the

following: General Electric turbines, generators, exciters, boilers (positive and vacuum), boiler feed

pumps, circulating pumps and motors, condenser pumps and motors, feed water heaters, cooling towers,

raw water wells, condensers, reverse osmosis systems, chemical lab analyzers, auxiliary cooling tower,

transformers, switch gears, circulating and makeup water lines, emergency diesel generators, and waste

water irrigation meter calibrations.

Furthermore, I was responsible for approving invoicing and issuing work orders for work that needed to

be performed by staff or contractors that acted as an extension of staff. I performed safety meetings and

insured that all safety practices were being met as-well-as company policies.

In addition, I was responsible for capital project budgets, program budgets, system assessments, and

forecasting monies for plant operation expenditures on a monthly basis. These forecasted monies

accounted for regulatory compliance (i.e. NOx and SOx), contractors, chemicals, parts, repairs, materials,

and any unforeseen emergencies that would sometimes occur at the plant (e.g. ruptured boiler tube(s)).

The plant is regulated by the Environmental Protection Agency (EPA) and the Texas Commission on

Environmental Quality (TCEQ). Therefore, I was responsible for coordinating all compliance regulatory

inspections, conduct method 9 opacity inspections, repairs, testing, and conduct peer reviews for new

permit applications.

  · Pacific Gas and Electric Contractor:

As a Senior Project Manager (PM) for Pacific Gas and Electric (PG&E) Corporation, my responsibilities

entailed the following:

I was responsible for overseeing fifty gas distribution projects that ranged from High Pressure Regulator

(HPR), Gas Pipe Replacement Program (GPRP), and Capacity projects. These gas projects required that

I assemble the project team that was comprised of the following: Environmental, Land, General

Construction, Design Estimators, Area Distribution Engineer (ADE), and the project sponsors.

Furthermore, I would review the scope-of-work and the gas design drawings for conformance with

current standards and projected energy demands.

While managing these projects, they required that all easement, environmental, and design requirements

were met before the project was approved by the project sponsors. If there were any issues identified, I

would insure they were addressed and mitigated appropriately. In addition, I worked with Team

members and local agencies to obtain all appropriate permits for construction. Thereafter, I would

provide team members direction for the various project tasks, so that the project can be constructed.

As multiple projects were managed simultaneously, I would assure that the projects had all the necessary

materials, resources (i.e. construction crews, welders, and boring crews), review and process change

orders, and prepare project re-authorizations. This process involved managing the project expenditures,

forecasting project expenditures in BPC, and making sure that projects were constructed per the MS

project schedules and committed operative dates set by the project sponsors.

  · City of Lathrop:

My role as an Assistant Engineer entailed the following duties: capital improvement projects, contract

administration, drafting agreements, preparing contracts, plans and specifications for formal bidding. In

Addition, I would prepare city managers reports (CMRs), resolutions, and power point presentations, if

they were needed. If contracts or agreements were approved by the City Council, as the project engineer,

I would draft the Notice of Award and Notice to Proceed and make certain they were issued to the

contractor or consultant. However, before any notice of award or notice to proceed was issued. I would

verify that all licenses, bonds, and insurance were on file with the City.

My involvement with capital improvement projects was too plan and determine the project’s cost and

funding source(s). Once a project was kicked off for design, I was responsible for reviewing the 30%

design submittal, 60% design submittal, and the 90% design submittal for conformance with the scope of

work, City’s design and construction standards, storm water development standards plan, ordinances,

master plans, and other studies. During the review process, I would involve various departments (i.e.

operations and maintenance, building, fire, and police, etc.) to incorporate design ideas and address any

design concerns.

As projects went into construction, I would organize a pre-construction meeting to go over the scope of

work, identify all project contacts, utility companies, discuss traffic control, and other components of the

plans and specifications. Daily inspections would be performed using Caltran’s 5-day workday log sheet

and take pictures of critical construction stages throughout the project. If an unforeseen condition were

encountered, this would be brought to the attention of the City Engineer, so that immediate action could

be taken to minimize any delays. The work performed and materials used at the jobsite would be

compared to the approved submittals and plans and specifications.

If a contract change order needed to be prepared, I would review the change order and make certain it

was not part of the original scope of work before the work got approved. In addition, all progress

payments and certified payroll would be reviewed to determine if the appropriate prevailing wages were

being paid. If there were a discrepancy, the contractor would have to provide corrections before

approving the progress payment.

When I planned capital improvement projects, it would be necessary at times to reference documents

such as Master Plans for water, sewer, storm drain systems; Environmental Impact Reports (EIRs),

California Environmental Quality Act (CEQA), National Environmental Policy Act (NEPA), sewer and

storm water ordinances, and issued permits from regulatory agencies.

My other duties dealt with permitting requirements for sewer, potable water, and storm water. The City

of Lathrop had a total of three wastewater facilities, however, the City was only responsible for two of

them, which were WRP-1 Membrane Bio Reactor (MBR) and the Crossroads wastewater treatment

facilities. I would make certain that the weekly reclaimed water pond monitoring were getting done,

prepare and submit the monthly, quarterly, and the annual self-monitoring waste discharge reports. For

the potable water permitting, I would prepare the annual Water Consumer Confidence Report and make

sure they were distributed to the residents and commercial/Industrial businesses. On a quarterly basis, I

would also prepare a letter regarding the high levels of arsenic in the City’s drinking water. This letter

informed the ratepayers of the problem and how the City was addressing the issue by supplementing the

well groundwater with purchased surface water.

I was also responsible for the implementation of the Storm Water Management Plan (SWMP) that was

comprised of several components, which was derived from the issued NPDES Phase II Storm Water

permit. I developed the City’s storm water website, storm water development standards plan, performed

outreach events, inspect outfalls for illicit discharges, implement BMP’s, provide City staff yearly training,

and prepare the annual report that was due each year. These ongoing tasks required annual reporting to

the Water Board that was supplemented with documentation showing the SWMP was being

implemented.

A good working relationship was maintained with the regularatory agencies for both permitting and

capital improvement projects. The agencies I worked with on a regular basis were with the Water Board,

Regional Water Quality Control Board (RWQCB), and the California Department of Public Health

(CDPH) on a monthly, quarterly, or annual basis.

As part of the wastewater permitting, I managed the Industrial Pretreatment Program for both

commercial and industrial businesses citywide. The program emphasized its monitoring on Fats/ Oils/

and Grease and exceeding hydraulic flows. Part of my duties was to schedule composite samples for

businesses that were suspected of exceeding pollutant limits such as Biochemical Oxygen Demand

(BOD), Total Suspended Solids (TSS), Total Dissolved Solids (TDS), and other constituents that would

impact the wastewater treatment facility. The other monitoring component was the hydraulic flows for

all commercial and industrial businesses. The hydraulic flows were monitored through the monthly

water consumption records and compared to allocated sewer capacities.

If a business was suspected of exceeding one or more permit limit. I would prepare a notice of

violation and notify the business via-certified letter giving them the opportunity to remedy the

problem within a specified time frame. If the problem continued, it would be escalated to a higher

level and meet with the business. I would schedule all necessary meetings and prepare all agendas

and information that would support all compliance violations. These meetings required the

coordination of consultants, business owners, and City staff to discuss a work plan and milestones to

remedy the problem.

Another permitting component that I managed, was tracking potable water and irrigation meters that

were over 1-inch in size. The Lathrop Municipal Code required that business owners maintain meters of

1-inch in size or larger. I would identify the businesses through internal water service records and

notifying them that their meter(s) required calibration that would have to be performed by a licensed

meter contractor, and submit the meter calibration report(s) to the City. The meter testing frequencies

were determined by their meter size and recommended calibration frequency (i.e. years) set by the

American Water Works Association (AWWA). I would review the meter calibration reports for

compliance and identify meters that were not working within the allowable reading tolerance (i.e. +/5%).

The meter calibrations helped close the gap for unaccounted water losses and revenue. This meter

calibration component was part of the Industrial Pretreatment Program and the Urban Water

Management Plan.

  · Western Wood Fabricators:

My job duties were to design structural roof & floor truss components

for commercial, residential, and special occupancy buildings such as fire stations,

schools, etc. The objective was to design and optimize a complete roof and floor

system per the plan specifications. As part of the design and optimization process, I

would develop a cost estimate for the total board feet of lumber necessary for the design.

The design process involved working with structural engineers, architects,

contractors, building owners, plan checkers, and building inspectors. As part of the

design process for the structural systems, specified loads and performance requirements

were applied to the structural components as specified by building codes and engineering

standards.

As the truss designer, I would provide bracing details for trusses, a list of Simpson

hardware (e.g. hangers) for truss-to-truss connections. In addition, I would prepare

repair calculations for modified or broken trusses out in the field, and provide field visits

for customer assistance.