1-Proposal Requirements for Method and Approach.pdf

Method and Approach

1) Provide a complete response addressing all scope of work requirements

Viking Specialty Contracting has performed a wide range of asbestos abatement, lead abatement, and mold remediation projects for different clients and organizations such as Luke Air Force Base, Northern Arizona University, and General Dynamics; Viking is also a part of multi-year contracts with Arizona Department of Environmental Quality as well as Arizona State University. Viking is licensed and able to perform, provide materials on, manage, and ensure proper disposal for asbestos abatement, lead abatement, and mold remediation projects throughout the State of Arizona. Our team is well versed in handling large projects for government entities as well as small residential projects and can perform them from start to finish with safety and client satisfaction in mind. Viking’s project team are experienced and current with their required certifications to perform asbestos abatement, lead abatement, and mold remediation in accordance with all Federal, State, and local guidelines (if a consultant’s technical specifications are provided, Viking will adhere to the more stringent guidelines).

Viking has created a management approach to all our work based upon achieving direct control over all our projects from the initial client request through the successful completion of the project.

The vast amount of experience within the Viking company allows us to handle any type of project, whether complex or simple, in the same manner. Viking is sensitive and experienced in bringing excellent service and value within long term contractual relationships with state, local and federal agencies. Our method in which we perform and manage our projects and our teams are listed below in detail.

Project Management Method

A) BuilderTrend

a. Viking utilized BuilderTrend, a construction software package; it is specifically designed for a contractor. It gives Viking robust capabilities to plan projects, monitor costs, schedule work, and assist with the overall management of projects.

b. All copies of pertinent surveys, abatement plans, health and safety plans, NESHAP notifications (when applicable), worker certifications and medical documents, waste shipment manifests, and proposals will be accessible via BuilderTrend by the onsite Supervisor.

B) Preconstruction Planning & Task Orders

a. Upon the receipt of a task order from the Department, a pre-construction meeting is held between the job owner, consultant, and Viking. If necessary, Viking will assist the Department in meetings and negotiations with property owners, regulators, or potential responsible parties to provide our knowledge regarding the project at hand.

b. Viking and The Department will develop the scope by performing a full site walk, taking measurements, and reviewing any and all surveys pertaining to the materials being removed.

Scheduling and budget requirements will also be discussed to ensure availability and capability by Viking.

c. A Viking Estimator and Project Manager will be in attendance and assigned to the project.

d. At the pre-construction meeting, Viking will discuss and review the following with the

Department:

i. Location, character, and quantities of asbestos or lead containing materials, or other regulated materials as well as the location, character, and quantities of other surface or subsurface materials or obstacles that will be encountered.

ii. Removal plans, which include decontamination facilities and their location, work area isolation and containment plans and safety procedures.

iii. Availability of space for any trailers, equipment or dumpsters.

iv. Job specific requirements for cleaning and removal.

v. Known hazards associated with this project such as hot/cold pipes, surfaces, confined space entry, chemical, electrical, and physical hazards.

vi. Availability of water and utilities

vii. Viking’s availability and the Department’s milestone requirements for project completion.

viii. Consultant/over-site company information, technical specifications, and any specific requirements developed by the Consultant. (if applicable).

C) Estimating & Proposals

a. The Estimator assigned to the project creates detailed proposals in BuilderTrend using the information provided in the task order, additional information or details determined at the pre-construction meeting/walk, and insight from the Project Manager/Field Supervisor.

b. The Estimator uses the rates submitted under the contract to build pricing based on the scope of work from the task order and the preconstruction meeting. A detailed cost breakdown will be created during the estimating process to be provided with the proposal.

c. Upon completion of the detailed proposal is sent to the Department that will include the following:

i. Proposed scope of work with any suggested changes to the initial scope of work;

ii. Firm fixed price cost proposal;

iii. Detailed cost worksheet which explains the cost proposal total;

iv. Specific personnel to be assigned to complete the work.

v. Any services that are expected to be subcontracted will be identified with an asterisk.

D) Production

a. Once the task order proposal is approved by the Department, the Project Manager works with Project Coordinator to assign a Supervisor and Field Crew to complete the scope of work per the specifications within the agreed time frame.

b. The Project Coordinator will coordinate with the Department to schedule the project at the convenience of the Department.

c. The Department will be provided with the appropriate NESHAP notification no later than 10 days prior to the project beginning. Any and all revisions to the NESHAP will be provided to the Department in a timely manner.

d. Regular job audits and team meetings are conducted to ensure client’s needs are met and the schedule is completed on time. All paperwork needs are handled by the Office Manager in a correct, timely and accurate fashion.

E) Project Performance

a. Viking maintains a standard operating procedure document supported by a robust safety program for the workplace that will be available via BuilderTrend on every job site.

b. Viking will supply all labor, materials, tools, equipment, and items necessary for the abatement of asbestos, lead-based material, and mold contaminated materials as required by the contract.

c. Work areas will be prepared in accordance with all applicable Federal, State, County, and Local regulations, unless otherwise noted by a consultant provided technical specification that exceeds those regulations.

d. Any equipment removed that is to be saved will be cleaned and stored based on special instructions provided by the Department.

e. Personal air monitoring will be performed inside regulated areas in accordance with applicable regulations.

f. Daily logs, photos, and time sheets will be created and monitored by the site supervisor using BuilderTrend (all to be made available to the Department upon completion of the project).

g. Viking will ensure all necessary steps are taken to achieve final clearance requirements for asbestos, lead, and/or mold.

F) Completion

a. Viking will ensure re-establishment of the work area upon completion of all cleanup procedures and after clearance air monitoring has been performed and documented to the satisfaction of the Department’s project manager and/or consultant.

b. At completion, a project closeout document will be provided to the Department with the following items:

i. Daily logs (safety meetings will be noted in this document);

ii. Waste manifests (signed copies from the landfill can take 3-4 weeks to receive);

iii. Photos;

iv. Sign-in & containment logs;

v. Personnel certifications and medical monitoring approvals;

vi. Personal air monitoring samples will be sent to an independent third-party laboratory for review and results will be provided to the Department once the laboratory has completed their analysis (within 24 hours).

c. Final clearance results will be provided by the consultant. If there was no assigned consultant during the pre-construction meeting or proposal process, Viking will provide the Department with the option to have clearance air samples performed by an independent third-party consultant.

d. Final invoices and closeout documentation will be sent to the Department by the Office Manager.

G) Communication

a. Viking has established a team approach for every project performed and allows our clients to deal with one Project Coordinator throughout the duration of the project. Viking believes that this process eliminates confusion and creates confidence with clients for successful project completions.

b. Viking has on-call phone availability 24 hours a day with the designated project contact.

Safety Approach: The Viking Service Matrix

Viking’s Project Management approach, conducted through our own Service Matrix, is a defined methodology to asbestos, lead and mold abatement designed to increase safety awareness, reduce risk, promote informed and aligned autonomous decisions, and deliver consistent positive client experiences. The “Viking Service Matrix” is the identification, prioritization, and implementation of our corporate and collective personal values within the context and specific order of Safety, Liability Management, Productivity and Quality.

Although prioritized in this precise manner, it is understood by Viking staff that the organization of these priorities represents the proper order of our job approach, but not placing a higher value of one component over another. We agree a job is successful only when performed with all four criteria successfully managed in the correct priority.

Construction safety is the cultural centerpiece and daily focus of all employees throughout the entirety of Viking Specialty Contracting. For reasons both ethical and financial, Viking prioritizes the safety of its workers, subcontractors, clients, and end users as its primary objective.

To align Viking’s actions and its words, Viking’s approach to creating a safety culture and its commitment to keep safe work practices the highest ideal are anchored by the Service Matrix and practically applied through specific trainings and requirements of our employees. Both broad and narrow approaches to maintaining safety culture are employed including the practical and routine process of screening qualified applicants who empirically demonstrate an aligned belief of safety as well as the many ongoing formal and informal safety trainings, certifications, and resources afforded to our staff and subcontractors. Enveloped into this culture as well is Viking’s selection of clients that share in the importance of safety as a primary obligation. Specific safety criteria for Viking include rigorous employee screening, employee safety orientation, third party training and certifications including safety and construction site management, daily and weekly safety meetings, safety incentive initiatives, site specific safety plans, safety recognition, OSHA and AHERA certifications, operator certifications, accident/near miss investigations and remediation, yearly health checks as well as data collection and assessments of material exposures and a deliberately structured management model that allows for consistent project oversight by qualified non-working persons and 3rd party inspections and clearances.

Viking ensures that the following regulations are strictly followed:

• National Emissions Standards for Hazardous Air Pollutants (NESHAP), 40 CFR Part 61, Subpart M;

• Asbestos Hazardous Emergency Response Act (AHERA), 40 CFR Part 763, Subpart E;

• Occupational Safety and Health Administration (OSHA) 29 CFR Parts 1910 and 1926;

• Housing and Urban Development (HUD) 24 CFR, Parts 5, 35, 58, 200;

• Environmental Protection Agency (EPA) 40 Part CFR Part 261 and 745;

• Environmental Protection Agency (EPA) Mold guidelines;

• Maricopa County NESHAP: Rule 370, Section 301.8;

• Arizona Hazardous Waste Management: 49 ARS 922;

• Local landfill requirements;

• All Local, State, and Federal Guidelines governing asbestos abatement, lead abatement, and mold remediation practices.

2) Describe how the Project Team will be assigned, monitored, and managed. Identify how key changes will be made and how duties and roles will be transitioned to support the activities outlined in the contract.

Each Task Order provided to Viking goes directly to an Estimator, and that is where the Project Team will start.

The Estimator reviews the Task Order request and schedules the Project Manager to join in on the pre-construction walk with the Department, Consultant, and any other responsible party.

After the pre-construction walk is performed, the Estimator begins building the cost and proposal for the project, with insight from the Project Manager based on estimated time the removal will take, specific equipment needed for the project, etc.

Once the proposal is approved by the Department, Viking’s Estimator notifies the Project Manager and the Office Manager/Contract Administrator of award and begins the process of moving the project from Sales to Production. The Office Manager/Contract Administrator is notified of the award and assists with signing the purchase order from the Department, filing any NESHAP notification required for the project, and providing any required pre-submittal documents to the Department.

After notice of award, the Project Manager collaborates with the Project Coordinator to assign a Supervisor.

The Project Manager meets with the Supervisor to discuss details of the project via pictures, videos and notes taken from the pre-construction meeting, attends a site visit together, creates a materials pull-sheet, and provides the Supervisor with all pertinent information to successfully perform the project.

Once the Supervisor has all necessary information for the project, they collaborate with the Project Coordinator to assign Field Crew members based on available labor budget, the scope of work, time frame in which project needs to be completed, and crew experience. The Supervisor plans their safety meeting with their Field Crew based on site specific scope of work (ex. Fall protection safety meetings when working on roofs, heat illness when working in the summer months, etc.)

On site while the work is being performed, the Supervisor manages his Field Crew and progress of the removal.

The Project Manager and Project Coordinator are in contact with the Supervisor several times a day to ensure production is running safely and smoothly. The Supervisor notifies the Project Coordinator for equipment removal, dumpster swap outs, or additional materials that may be needed. The Supervisor tracks all progress, hours, budgets, and daily tasks completed through BuilderTrend.

Throughout the process of the project, from the time of award to time of completion, the Project Coordinator becomes the main point of contact for the Department. They manage the ordering and calling off equipment, scheduling the project with the Department, and reviewing daily job logs created by the Supervisors in BuilderTrend.

Upon completion of the project, the Project Manager and/or Project Coordinator notifies the Office Manager/Contract Administrator, who crafts the invoice and closeout documentation to be sent to the Department.

Viking’s collaborative approach to managing projects from start to finish ensures that no detail gets skipped throughout the process. Viking has a team of knowledgeable and experienced individuals who are always working with one another for the greater success of each individual project.