CN-550000-CAO16-00020000.pdf

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Pursuant to Section 120.57(3), Florida Statutes, and Rule Chapter 28-110, Florida Administrative Code, any person adversely affected by the agency decision or intended decision shall file with the agency both a notice of protest in writing and bond, where applicable, within 72 hours after the posting of the notice of decision or intended decision, or posting of the solicitation with respect to a protest of the terms, conditions, and specifications contained in a solicitation and will file a formal written protest within ten days after the filing of the notice of protest. The required notice of protest and bond, and formal written protest must each be timely filed with the Florida Department of Transportation, Clerk of Agency Proceedings, 605 Suwannee St, Mail Station 58, Tallahassee FL 32399-0458. Failure to file a notice of protest or formal written protest within the time prescribed in section 120.57(3), Florida Statutes, or failure to post the bond or other security required by law within the time allowed for filing a bond shall constitute a waiver of proceedings under Chapter 120 Florida Statutes.

IMPORTANT NOTICE !!

All Prime Consultants and all Subvendors/subconsultants/subcontractors must register with the State's web-based e-Procurement system - "MyFloridaMarketPlace." (http://dms.myflorida.com/mfmp) Professional Services acquired in accordance with Chapter 287.055 Florida Statutes, are exempt from the 1% transaction fee. You can also sign up to attend a vendor registration training session or call 1-866-352- 3776 for assistance.

01/30/2023 04:10 PM

Advertisement

Professional Services Advertisement - 23452

Project Threshold :

Project is greater than or equal to $500,000.00 (Technically Prequalified & Unlimited Audit required)

District :

Major Work :

10.1— Roadway Construction Engineering Inspection

Selection Method :

Expanded Letter of Response

Professional Liability Insurance :

$500,000.00

Project Description :

CEI Services for resurfacing SR-15/US-98 fr PB/Martin Cty

Project Manager :

Stacey Sasala

Number of contracts that may be awarded from this advertisement :

Contract Amount/Limit :

$1,038,200.00

TRC Members (Subject to Change) :

Chloann Lawrence Ryan Drendel Saira Rothschild

See Standard Notes List :

Type Note

Standard Note 10

Standard Note 10 - This contract will require field office personnel; therefore, all firms performing inspection services must utilize CEI field office rates.

http://www.fdot.gov/procurement/ http://dms.myflorida.com/mfmp

Type Note

Standard Note 4

Standard Note 4 - Selection will be made from the Standard FDOT Expanded Letters of Response form. Consultants, be advised that you are responsible for downloading the latest version of the Expanded Letter of Response Form when responding to the advertisement. The 4/18 version must be used when responding to this ad. The Standard FDOT Expanded Letters of Response form completed in its entirety must not exceed the nine 8 ½ x 11 pages provided in the form. The content of the Letter cannot go beyond Page 6 of the form. Pages 7, 8, and 9 of the form are reserved for the tables listing prime and subconsultants by work type. Consultants must not add additional pages to the form. Consultant shall also submit resumes which are restricted to 2 pages each and an organization chart or staffing chart (can be either 8-1/2x11 or 11x17, at the discretion of the Consultant).

Construction Training and Qualification Program (CTQP) printouts may also be submitted, if applicable. Staff hours on summary sheet (one sheet showing the hours of prime and all subs) will be submitted where applicable.

Examples of acceptable and unacceptable content for organization charts, staffing charts, staff hour estimate charts, and a link to the Construction Training and Qualification Program (CTQP) system can be found at this submittal examples link. Organization, staffing, or staff hour estimate charts containing extra narrative content (not in conformance with examples) will be deemed unacceptable, at the sole discretion of the Procurement Office, and will not be passed on to the Technical Review Committee for review and evaluation with the other submittals. Prime Consultant should submit:

- Professional Services Commitment Form (375-030-83)

- Truth In Negotiation Certification (375-030-30)

- Certification Regarding Debarment, Suspension, Ineligibility and Voluntary Exclusion for Federal Aid Contracts (375-030-32)

- Certification for Disclosure of Lobbying (375-030-33)

- Disclosure of Lobbying Activities (375-030-34)

- Vendor Certification Regarding Scrutinized Companies Lists (375-030-60)

- E-Verify (375- 031-06) All submittals except organization chart, staffing chart, other required forms , and certifications shall adhere to a font size of 11 with 1/2 inch margins. The Expanded Letter of Response file size is not restricted to 1MB, however Consultants are advised that the Expanded Letter of Response Form electronic submittal should not exceed FDOT’s internal server file size restriction of 15 MB. Zipped email attachments are NOT acceptable, and will be disabled by FDOT’s email server due to security reasons. Failure to comply with the submittal requirements may cause the Expanded Letter of Response to be considered non-responsive.

Standard Note 9

Standard Note 9 - It is the policy of FDOT to encourage the participation of small businesses and disadvantaged business enterprises ("DBE") in all facets of the business activities of FDOT, consistent with applicable laws and regulations. FDOT has established an aspiration goal of 10.65% DBE usage and an additional 3% non-DBE Small Business usage for the subject Project. Firms proposing for this Project shall aspire to have 10.65% or more of the total contract costs performed by DBEs, and an additional three percent (3%) or more of the total contract costs performed by non-DBE small businesses. Although not a contract requirement, FDOT believes that the aforementioned aspiration goal can realistically be achieved based on current availability of DBEs and small businesses. FDOT further believes that the 13.65% overall goal can be achieved through race neutral means, using standard competitive procurement processes. Pursuant to the provisions of Section 339.0805, Florida Statutes, and Rule 14.78.005, Florida Administrative Code, FDOT has adopted rules to provide certified DBEs opportunities to participate in the business activities of FDOT as vendors, contractors, subcontractors, and consultants. FDOT has adopted the DBE definition set forth in Code 49 of Federal Regulations Section 26.5.

The Department's DBE directory may be found at the following website: https://fdotxwp02.dot.state.fl.us/EqualOpportunityOfficeBusinessDirectory/.

Firms agree to apply their best efforts to utilize qualified non-DBE small businesses as vendors, contractors, subcontractors, and consultants for the Project.

Qualifications for small businesses may be found at the following website:

https://fdotxwp02.dot.state.fl.us/EqualOpportunityOfficeBusinessDirectory/ Firms agree to apply their best efforts to utilize qualified non-DBE small businesses as vendors, contractors, subcontractors, and consultants for the Project. Qualifications for small businesses may be found at the following website: https://www.fdot.gov/equalopportunity/sizestandards.shtm Firms will submit the Professional Services Commitment form as required by the advertisement when selecting from Expanded Letters of Response, otherwise it will be required with the Request for Proposal.

DBE listing for Professional Services (Check DBE column for status): https://www.fdot.gov/procurement/InternetReports.shtm#qual Non-DBE Small Business listing for Professional Services (Check Small Business column for status): https://www.fdot.gov/procurement/InternetReports.shtm#qual

Notes :

Advertisement Description

CEI Services for resurfacing and widening of SR-15/US-98 from Palm Beach/Martin County Line to Martin/Okeechobee County Line.

Special Notes

The cost and method of compensation for this agreement is subject to re-negotiation if an original construction contract time changes + or – 10%, not counting weather days or holidays. The re-negotiation of the cost shall be limited in case of an increase only to the extent in excess of 110%, and in case of a decrease below 90%. In the event costs are re-negotiated as a result of changes in the construction contract time, adjustments to the compensation shall be made by contractual amendment. The adjustment shall be made by determining the difference in 90% (decrease in construction contract time) or 110% (increase in construction contract time), and the percent of CEI time worked, multiplied by the original CEI contract amount. The percent of CEI time worked shall not include contractor granted holidays but will include 50% of allowable weather days. For CEI contracts covering multiple construction contracts, the adjustment will only be made for corresponding construction contracts meeting contract time change parameters. The CEI contract amount will be the amount associated with the corresponding construction contract.

Construction plans are available. To request a copy, contact d4.profserv@dot.state.fl.us Please include Exempt form # 050- 020-26 FY13 and a copy of your driver's license.

Scoring Criteria for Standard CEI Contract:

Awareness of and approach to project issues (25)

Understanding of project’s intent and scope, technical aspects, challenges, and key milestones (10)

Understanding of issues that may impact stakeholders, project time and budget, mobility, safety, and the ability to resolve these issues. (15)

Construction Project Management and Administration (25)

Approach to accomplishing the management, administration, and coordination aspects of the project. (10)

Optimization of project schedule and budget (8)

Knowledge and experience with project documentation. (7)

Project Staffing (35)

Proposed staffing qualifications, experience, and availability (25)

Staff’s experience and past performance on similar projects (10)

CEI Contract Management (15)

Approach to managing CEI resources (10)

Approach to CEI quality control (5)

When submitting your response, please include two files:

One with the ELOR and another with the additional required documents listed in Note 4.

Audit Package

Please be advised if you are awarded this contract the cutoff date for the Professional Services Audit package and payroll registers shall be due on the Negotiation Period Begin date as referenced on the Advertisement Schedule. Firms that are interested in competing are advised of these deadlines. The awarded Consultant shall also provide Professional Liability Insurance (PLI) by conclusion date for negotiation or earlier.

Financial Management Number(s)

446171-1-62-01 tentative date note

Advertisement Tentative Dates

AFP Due Date: April 10, 2023

Scope of Services / Attachments :

Scope of Services.pdf

Schedule - The times displayed are automatically adjusted for the time zone of your system :

Type Date - Time Advertisement Date 1/30/2023 Response Deadline Date/Time 2/13/2023 05:00 pm Longlist Date/Time 2/24/2023 10:00 am Shortlist Selection Date/Time 3/13/2023 09:15 am Technical Review Committee Meeting 1 Date/Time 3/21/2023 10:00 am Final Selection Date/Time 4/03/2023 09:15 am Negotiations Period Begin Date 4/07/2023 Negotiations Period Ending Date 6/02/2023

Note: Oral Presentations and Consultant Interviews are exempt meetings. Times will be available in the RFP issued to Shortlisted firms.

Respond To :

Attn.: Kereisha Ottey

Submittals must be sent to: d4.profserv@dot.state.fl.us

Phone: 954-777-4685

Physical Address:

3400 West Commercial Blvd.

Fort Lauderdale

FL 33309

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STATE OF FLORIDA DEPARTMENT OF TRANSPORTATION

PROFESSIONAL SERVICES EXPANDED LETTER OF RESPONSE

375-030-23

PROCUREMENT

04/18

Advertisement No.: 23452 DOT FM Number: 446171-1-62-01

Submittal Date: 2/13/2023 Project Name: CEI Services for resurfacing SR-15/US-98 fr PB

Martin County

Consultant’s Name: RS&H, INC.

(Firm must use the name shown on the Consultant’s qualification letter.)

Street Address: 3125 W Commercial Blvd Suite 130

City: Fort Lauderdale State: Florida Zip: 33309

Office Location: Fort Lauderdale Contact person: Jacki Hart, PE

Phone: 954-775-6949 Contact email: Jacki.Hart@rsandh.com By submittal of this letter the Consultant certifies that all information provided in the letter is true and accurate. The Consultant further certifies that staff proposed are currently employed by the firm(s) identified, or the Consultant shall provide a statement indicating when staff will become employed by the identified firm(s).

Please refer to project advertisement for evaluation criteria. Other required submittals are specified in the advertisement.

Consultants: Please be aware that all font (including font in graphics, tables, and captions on photos) must be standard Arial Narrow, 11 point, single line spacing with no modification of font or spacing allowed. ½” clear margin on all sides must be maintained on all pages. It is the Consultant’s responsibility, due to font and format restrictions within this form, to work within the constraints of the form and its format. Character styling such as use of color, bold, and italics is allowed. Use of a table is recommended for text boxes. The page layout may be modified to add columns, tables, graphics, and photos. All graphics and photos must be created in a clean, blank word document and the “text wrapping square” option applied before cutting and pasting into this form. Consultants may add their logo at the top of the first page (directly underneath the header), however, the Consultant shall not extend the form beyond the pages allocated for the Letter to accommodate insertion of the logo. Consultants are not permitted to insert any other information in the header other than the logo. After pasting your letter into this form, highlight all text and ensure the font size of Arial Narrow, 11 point was retained. Once your content is inserted, delete any additional blank pages that are generated by pressing your delete key after the last word in the Letter of Response. Recreation of the form in another software application to modify the form format is not permitted. This form works best when saved with a .docx extension. *Please retain the source document as it may be requested at a later date in the procurement, to verify adherence with aforementioned restrictions. Note: You may begin typing on this page.

RS&H, Inc. (RS&H), in association with K-Factor, Inc. (DBE/SB), are uniquely qualified to provide CEI services for District Four’s widening and resurfacing of SR 15/US 98 from Palm Beach/Martin County line to Martin/Okeechobee County line. (FPID: 446171-1- 62-01). Our team is pre-qualified in the required major work category 10.1. The estimated total construction duration is 451 calendar days with an anticipated start construction date of July 1, 2023. Our core team members have worked together on multiple FDOT projects, providing an established, local team with the experience to meet the Department’s goals.

We have successfully performed in this role for more than three decades and have a proven reputation of making sound decisions and resolving issues at the project level while acting in the best interest of the Department. RS&H understands that the project team has four important components: FDOT, CEI, Contractor and the Public. With field experience to understand the Contractor's perspective, active listening, and problem-solving skills to address issues, a successful project is achieved.

AWARENESS OF AND APPROACH TO PROJECT ISSUES

UNDERSTANDING OF PROJECT’S INTENT AND SCOPE,

TECHNICAL ASPECTS, CHALLENGES AND KEY

MILESTONES

The contract consists of resurfacing and widening of 2-lane rural SR 15/US 98 in Martin County. The roadway goes by multiple names including US 98, SR 15, SW Connors Highway and US 441 S. Currently, the roadway consists of a 2-lane roadway with average lane widths of 12 feet and 3-foot-wide shoulders.

Designated turn lanes are present at the intersection of SR 98 and the Lake Okeechobee Scenic Trail and at SW Kanner Highway. The project will increase the paved shoulder widths to 7 feet with a 5-foot sodded shoulder prior to the embankment sloping down and away from the roadway. An area along L1 between station 893+42 and 899+27 will be widened to provide full 12-foot striped lanes throughout the corridor and seven roadway areas north of station 1002+00 will have overbuild to take the road to a 2% cross slope on mainline and 6% on the

375-030-23

PROCUREMENT

shoulders. Guardrail removal and new guardrail installation will take place along sections of the shoulder widening and new signage and centerline rumble strips will be installed to improve roadway safety. For access during construction, selective tree and root pruning and mailbox removal and replacement will be performed.

Technical Aspects and Challenges: Our team has made multiple site visits and reviewed the plan which generally include roadway/MOT, signing/pavement markings, and utility verification sheets. Based on our field and plan reviews, we have identified multiple technical aspects, challenges, and key milestones as follows:

Technical Aspect – Utility-Relocate, Divert, and Adjust:

We have identified the following five Utility Agency Owners (UAOs) within the project limits: Lumen, Blue Stream Fiber, FP&L, Comcast, and AT&T. Although we did not find a utility work schedule published on the FDOT site, there are some relocates, diversions and box adjustments on the plans. FP&L also has a pole removal and a note to provide protection and support of its line during construction. Comcast and AT&T are shown as present but have no utility work per the plans. Challenge: Coordinating with impacted UAO representatives to ensure participation during the pre-construction meeting and phasing the relocates or adjustments with construction to avoid schedule impacts. Approach: As soon as the CEI contract starts, utilities are the first ones contacted to be sure that the correct persons are invited to, and can attend, the pre-construction meeting. The adjustment of utilities that fall within the work areas will need to be discussed with the Contractor and scheduled early with appropriate agencies. We will proactively document pre-construction condition of lids and pull boxes in the project areas to avoid conflicts and hold the Contractor responsible for damages if they occur during construction. For adjustments “by others”, the Contractor will be requested to provide final elevations for top of box and a reasonable schedule for completion dates so that agencies can set pull boxes/valve boxes accordingly.

Providing this information to the agency identifies responsibility later if the elevations are incorrect.

Technical Aspect - Maintenance of Traffic (MOT): The MOT notes restrict nighttime lane closures adjacent to residential properties, restrict lane closures on Friday nights, and do not allow flagging at night. The restriction of no flagging operations at night indicates paving of the mainline would need to be a daytime operation since flagging is required. The plans show seven phases of construction, with phase 1 including south bound shoulder widening with new guardrail. Phase 2 is the northbound shoulder widening and guardrail. Phase 3 is the milling and resurfacing (M&R) of the existing shoulder and mainline southbound with this phase to include the completion of the friction course in L1. Phase 4 is to allow M&R of the SB turn lane and shoulder at the SR 76/Kanner Highway intersection. Phase 5 is the opposite of phase 3 with the M&R of the northbound R1 and existing shoulder.

Phases 6 and 7 are for the turn lanes and mainline M&R at the intersection of SR 76/Kanner Highway. Phases 3, 5, and 7 require flagging operations with one lane open. The plans also show two detours while work takes place at the intersection of Kanner Highway (SR 76).

Challenge: The plans do not restrict daytime work on any day of the week, nor do they show closure times except to state “no nighttime flagging operations”. The phasing requires that friction course be placed as each phase is paved, not at the completion of all project structural paving operations as is typical. In addition, rumble strips are to be used per the Standard Plans with a flagging operation. Approach: The intent of the project appears to be daytime paving operations from dawn to dusk. We will discuss workdays and work hours with the Contractor prior to starting. Based on the average daily traffic counts (AADT) of around 5,000 vehicles, it does not appear that the road has high vehicle use; however, the roadway is a common route for heavy trucks and vehicles with trailers. From our own experience with temporary rumble strips on a highway, traffic generally does not anticipate the rumble strip as a “hump” in the road. As a result, many vehicles hit the rumble strips at higher speeds causing surprise to the driver. This can be a concern for large trucks hauling loads and those with trailers. A VMS may be used to provide additional alerts to the traffic to slow down, “bump ahead”. Challenge: Flagger stations are a critical component to MOT. The flagging stations need to always be manned with a plan to allow flaggers to take breaks when needed and have a replacement flagger in place. Side streets generally tend to be overlooked, especially if they are smaller driveways. In addition, backup batteries for the radios during long flagging operations should be addressed. Approach: Flagging operations and a plan to man side streets and driveways will be discussed with the Contractor as part of the pre-activity meeting for MOT flagging operations. Our senior inspector will meet with the on-site MOT supervisor prior to paving to confirm flaggers are placed correctly to cover the work and side streets. Challenge: Detours can be frustrating to the public, especially when they travel the road frequently and are used to traversing the same route. Approach:

Ensuring that adequate notice and signage is in place to alert the public prior to the detour and while on the detour can reduce a lot of that frustration. In addition to advanced notice to the public through FDOT PIO, our staff will ride the detour to identify if additional detour signs should be placed to improve the ease of travel through the detour.

Technical Aspect - Milling and Resurfacing and Shoulder Widening: The project calls for 5”, 4”, and 1 ½” milling depths.

New areas of reconstruction require asphalt base versus limerock and the friction course on the mainline lanes is a closed graded mix. The plans do not call for friction on the shoulders.

Two approach slabs on a bridge about 900 feet south of the Kanner highway overpass bridge will also be milled and resurfaced. Cross slope corrections with overbuild are noted at seven locations north of station 1002+00. As part of this work, five unpaved side streets are to be improved with pavement placed to the right of way line of US 98.

Challenge: The new shoulder widening (4’) is to have 2” of structural, the adjacent existing shoulder (3’) is to have 1-½” of structural, and the mainline is to have either 2-½” or 3-½” of structural asphalt with a last lift of 1-½” of friction course. Friction is not to be place on any shoulders. This creates constructability issues with the phasing. The phasing indicates to construct the 4’ widening in one phase and then the mainline and the existing 3’ shoulder together in another. The mainline will have a 1-1/2” drop from the shoulder to allow the FC to be placed level with the shoulder. This can potentially cause a water stop along the edge of pavement. Also, the widening does not specifically state that the structural must be placed prior to the next phase, it says construct widening while other phases specifically call out to place structural and friction in their phases. Within the final 7’ shoulder, 3’ of it is 1- 1/2” of structural while the remaining new 4’ section is 2” of structural. This would result in the Contractor paving over an uneven drop off along the interface between the two sections. It is unlikely the Contractor will complete widening of 4’ and create a joint in the shoulder. Approach: Meet with the EOR early on to discuss the constructability of the different shoulder depths for structural. It may be discussed that instead of OBG 5 (4-1/2”) that OBG 6 (5”) is proposed so that the final structural lift will be 1-1/2” for the entire width of the shoulder versus the two areas of 1-1/2” and 2”. This would allow the entire shoulder to be placed in one pull. We will also meet with the Contractor so he can provide his means and methods to the milling and paving operations and discuss his approach. Challenge: The milling on the approach slabs needs to be done to avoid damage to the existing concrete slab under the asphalt. Approach: RS&H inspection staff will meet with the Contractor on site to document they are confirming asphalt depths prior to milling. Prior to milling operations, our inspector will also meet with the foreman and mill operator to reconfirm the findings so the person doing the work is fully aware of the existing depth conditions to avoid slab damage. Challenge: Milling has the potential to leave pavement edges that may trap water. In addition the milling of mainline must be phased so that there are not drop-offs after a day’s operations. Approach: Our inspectors on site are critical in verifying that drop off conditions between lanes (max 1.5”) and at the edge of pavement (max 3”) are in tolerance before the end of operations that day. Identifying these issues while the crews are still on site and able to address them goes a long way in establishing a partnership in the field with the Contractor. Part of our responsibility is working with the Contractor to help identify issues that may be overlooked or need resolution, so the team is successful. Challenge: The plans specifically restrict work around school bus stops during pickup/drop-off times. This occurs at three stop locations in the project limits and extends about 1000 feet either side of the pickup/drop-off area. Information regarding bus stop locations will be coordinated in advance by meeting with the school or transit representative to identify the restriction times and make sure the Contractor is aware. Our inspection staff will check stop locations to confirm that there are not trip hazards, drop-offs, or construction debris that could pose a hazard to students, nor equipment staging that could pose a temptation for kids to sit or play on equipment.

Technical Aspect – Signing/Pavement Marking: The plans indicate standard striping, thermoplastic, and permanent tape for the concrete bridges. The striping is laid out in typical details. The signage consists of standard ground mounted signs and includes relocates and removals as well.

Challenge: The plans have permanent tape for the bridges.

Based on our experience, surface preparation plays a big role part in final performance of the tape. Approach: The manufacturers surface preparation will be reviewed with the Contractor to ensure that upon application, the tape is not peeling and delaminating after a short period of time. As part of the pre-paving meeting, this will be discussed so that at the time of application, all parties have the same expectations of what needs to be done prior to tape placement. Our inspection staff verifies the temperature of 55 degrees and rising in addition to a dry clean surface and confirms the tape is bonded prior to opening to traffic. Upon completion and acceptance, we will notify the Contractor of the start of the 180-day observation period Challenge: The striping plans are primarily typical details.

Approach: RS&H will perform a site visit with the Contractor and capture photo and video documentation in order to identify areas that may need further clarification in addition to the typical striping detail. This will clarify striping questions prior to the stripers placing the paint to avoid delays. Challenge: Sign submittals, layouts, utility clearances, and installation of signs. Approach:

The first step in signage is to confirm that the submittals have been provided for review and that materials are APL compliant.

We work with the Contractor after the sign locations are laid out to move signs in conflict with utilities, finalize locations, and confirm that during construction soil plates or concrete are used depending on the Contractors means and methods or the diameter of the pole.

Technical Aspect – Materials Tracking and Acceptance:

Challenge: Confirm MAC entries and track materials for APL acceptance. Approach: Our PA checks MAC weekly during the project to ensure finalization of samples. For APL products, we will confirm they are accepted, and that the APL shows a BABA compliance for required materials. We have experience not only entering MAC for VT, but also for QC so we are aware of both sides and can better assist the Contractor with compliance and density log book issues. Challenge: The new Buy America, Build America Act (BABA) is incorporated into the specifications. This will apply to guardrail systems under the scope of this project.

Approach: CEI will confirm the components that are required to be BABA compliant. The guardrail is an APL item and after checking, the APL listed guardrail systems are all BABA compliant. We will review the product submittal to confirm the system is on the APL. Aluminum sign poles, versus aluminum signal poles, are not specifically noted in the APL. We will confirm if the sign poles need to be BABA compliant, and if so, we will verify that those items meet the specifications prior to installation.

04/18

Key Milestones: Key milestones in the project will include initial meetings such as with the PIO, a pre-construction meeting, kick-off meeting with D4 final estimates, utility meetings to identify timelines/scopes for outside agencies, and CEI inspection staff meetings to share information at the field level for consistency in inspections. Key milestones also include a CEI focus on partnering, compliance, materials closeout, and error-free estimates. Final inspections are generally one of the final milestones in a project and are held with utility agencies and FDOT to confirm completion of final closeout documents and FDOT final acceptance.

UNDERSTANDING OF ISSUES THAT MAY IMPACT

STAKEHOLDERS, PROJECT TIME AND BUDGET, MOBILITY,

SAFETY, AND THE ABILITY TO RESOLVE THESE ISSUES

Stakeholders: Stakeholders along this corridor include those traveling on the highway (including buses and large semi-trucks);

businesses such as farms, resorts, fish camps and a polo club;

emergency services, FDOT, area municipalities, and adjacent projects that may be ongoing during this work. Impacts at bus stations will be minimized by working outside pickup and drop-off times, and impacts to other stakeholders will be minimized by keeping them informed of lane closures and detours using visits with the stakeholders on-site and PIO blasts. MOT will frequently be checked to determine if improvements are needed to better direct the public through the work zone and improve mobility.

Discussions from the two-week look ahead will be transmitted to adjacent project teams if any and the FDOT PIO to update stakeholders. Our team identifies impacted businesses that are open during lane closures so we can meet with them in advance to explain operations. This type of proactive communication solves issues at the field level.

Project Time and Budget. Project times have a direct impact on stakeholders. The traveling public want a project completed as quickly as possible to avoid impacts. Schedule reviews are part of the way we keep the public informed with realistic timeframes for detours and closures, and completion dates for work. Early meetings with agencies to coordinate utility adjustments and identification of potential cost impacts early on keep time and budgets on track. This is done with open and consistent communication throughout the life of the project, not just up front.

Budget impacts are mitigated as part of the monthly estimate process. Contract Support Specialist Arnaldo Larrazabal will track pay item quantities to identify overruns early on. The percent complete of each pay item will be tracked monthly and discussed with staff to track reasons for overruns/underruns to keep as-built’s, current. Contingency dollars will be tracked in the same way and projections of costs will be made so contingency dollars are anticipated early and Contractor payments are not delayed.

Safety: Each our staff is OSHA certified with a focus on compliant MOT and a goal of project safety as a priority for the CEI, project team, and the public. MOT setup will be checked for compliance and will be evaluated and updated as needed to provide a safe work zone.

CONSTRUCTION PROJECT MANAGEMENT AND

ADMINISTRATION

APPROACH TO MANAGEMENT, ADMINISTRATION, AND

COORDINATION ASPECTS OF THE PROJECT

RS&H is committed to a pro-project focus with the emphasis to proactively partner to resolve project issues – our success is based on the project’s success. Our team will remain proactive throughout the project to anticipate and resolve technical issues, avoiding project delays. We make decisions at the project level whenever possible and provide recommendations if a decision is needed above the project level. RS&H understands we are required to manage the contract to a successful close and track our CEI budgets weekly to manage our staffing budgets. Jacki, our senior engineer oversees the project at the oversight and technical level. She provides technical input and support, attends progress meetings, QCs the estimates for accuracy, and supports the PA in his role. Our PA leads the project on a day-to-day basis and holds weekly formal meetings with inspection staff. This meeting allows all the inspectors to discuss project issues and resolution so that if a team member is out or sick, another can fulfill the role seamlessly and with knowledge of the work.

Jacki and Jackson have both worked on projects designed by Propel Engineering, Inc., as this one is. Our past work with them gives us an advantage since we already have a working relationship established with Propel Engineering.

OPTIMIZATION OF PROJECT SCHEDULE AND BUDGET

The Contractor’s CPM schedule is one of the most valuable tools for evaluating the health and progress of a project. One of the primary objectives in the schedule review is to identify opportunities for the Contractor to coordinate operations that can occur concurrently and minimize the lag between preceding and successive operations. Both Senior Project Engineer Jacki Hart and Project Administrator Jackson Taylor have extensive experience in CPM Schedule reviews and analysis. As a value-added service, we will use the expertise of Bob Jones, Project Controls and Claims Group Leader for RS&H. He will perform an impartial review, independent of the project management team, of the Contractor’s baseline CPM schedule. The CEI team reviews the schedule with the Contractor during each progress meeting to ensure that no significant order or duration changes have occurred that would require a schedule update. If the project is running behind the CPM schedule, the Contractor will be required to submit a recovery/updated schedule. The best way to optimize the project budget is to track it frequently throughout the project. This tracking ensures that line-item adjustments are input for work done each month, lot packages are closed as each lot finishes so composite pay factors are applied, and over-runs/under-runs are tracked as work progresses. This allows the RS&H team to anticipate budget encumbrances ahead of time and make sound field decisions while understanding the impact to the project budget.

KNOWLEDGE AND EXPERIENCE WITH PROJECT

DOCUMENTATION

RS&H has established processes/spreadsheets to track weekly, monthly, and periodic submittals, as well as project documents required to process estimates, contract modifications, compliance, and project closeout. We scan and upload documents into ProjectSolve (PSSP) weekly and our staff is well versed in the Department’s systems such as Electronic Earthwork Records System (EERS), PrC, and MAC. Our PA enters a daily diary in PrC to input necessary remarks and charge time so days are accounted for. The LCNS (DCE Memo 22-12) is a relatively new program for the Contractor, and we will assist them and confirm completion of training per Section 105, so the appropriate names and emails can be sent for early access.

Asphalt is the primary work scope in this project. Asphalt Reports and Lot packages will be a key component to closing out this project on time. Reviewing the asphalt reports when received and requesting and tracking corrections is critical to getting final asphalt quantities correct and paid for per the specifications. Core out sheets will be maintained, RSE reports will be performed and documented prior to the final lift so corrections, if any, can be made. Profilograph testing will be scheduled in advance to avoid delays and address any deficiencies quickly. Each month, documents required for the estimate, such as compliance with plans and specifications, disbursement to subcontractors, and quantity certifications, will be requested the week prior to the Sunday cutoff so the estimate can be processed on time. Arnoldo, Jacki and Jackson have closed out more than a hundred lot packages successfully and have extensive experience with the specification requirements for maximum pay, fuel/bituminous adjustments, and Composite Pay Factor entries. Our team also understands the verification process for asphalt cores and entries into MAC related to asphalt and base.

As-Builts. RS&H uses our OneDrive system to allow the as-builts to be accessed and edited by the field inspection staff and the PA to maintain a working document. OneDrive also saves history versions so that one can go back and see who input a change or confirm a plan change. This allows staff access as-builts while maintaining document control by the PA to confirm and approve.

Submittal and material certification tracking will be critical for this project and to be successful we use Outlook and a spreadsheet to track receipt from the Contractor, sent dates to EOR, follow up with the EOR for status, and confirmation that the parties that need the submittals get them once approved. Outlook allows flagging submittal emails with a “follow-up” flag to allow us to stay on top of submittal paths, prompt us when a set amount of time has elapsed for follow-up and set flagging timelines based on size and importance of the submittal.

MAC. Our team works with the Contractor to ensure information is input and updated as needed. This team has worked on both the QC and the VT side with MAC. As a result, we understand the system from both sides and this gives us added insight into how the graphs are made, how to assist the Contractor with the logbook and work with the Contractor to ensure MAC is accurate and up to date for a seamless final material acceptance.

Final Estimate. Our first order of business is to prepare for the closeout of the project with sights focused on the final product to ensure we capture accurate field and backup documentation.

Upon notice to proceed, our CSS, Arnaldo Larrazabal, will begin the final estimate process to coordinate the pay item summary sheets and to identify whether a pay items by field measurements or plan quantity. That information is entered into our digital field book, developed in-house at RS&H, and discussed at a kick-off meeting and weekly with our inspectors to ensure proper documents to verify quantities. To date, we have submitted several estimates in the system while working closely with FDOT to work out “bugs” while PrC gets implemented and all parties become proficient. This is a true example of RS&H working as a team with the Department to complete tasks on time and with accuracy.

PROJECT STAFFING

PROPOSED STAFFING QUALIFICATIONS, EXPERIENCE,

AND AVAILABILITY

This team was carefully structured based on the compatibility of their experience and knowledge of roadway construction with the project’s scope and expected challenges. The following biographies, coupled with our resumes, outline our teams’ qualifications, experience, and availability.

Jacki Hart, PE (RS&H) | Senior Project Engineer (SPE):

Available 100% May 2023 and through the project duration. Jacki previously served as the SPE on the FDOT 2018 and 2014 Residency in Monroe County and served as the PA on the $42 million North Roosevelt project in Key West. As part of the Residences, contracts also included bridge spall repair, bridge widening, and cathodic protection. She has managed three pushbutton Signal/ITS contracts for District Six with over 15 work orders per contract. The projects included ITS cameras on US 1 with wireless modems, solar and electric emergency beacons, four HAWK systems along US 1, and over 15 new signal cabinet upgrades with UPS and wireless detection for District Six Traffic Operations.

Jacki brings a high level of trust to the various stakeholders due to her long-standing career working on FDOT roadway projects, as well as on LAP and SCOP projects. She holds over 30 years of progressive project experience, from vertical construction to horizontal construction, including roadways, bridge rehabilitation, shoreline remediation, signals, and ITS.

Jackson Taylor (RS&H) │Project Administrator (PA):

Available 100% May 2023 and through the project duration.

Jackson brings more than 30 years of field experience where he began his career as an inspector in District Four. He performed PA duties on the FDOT D6 Residency in Monroe County from 2015 through 2021. As part of these Residencies, he acted as PA for three district pushbutton contracts. Included in these

04/18

Residences, Jackson acted as PA on several bridge remediation projects. He is currently a PA finishing up a $4.8 million SCOP project that includes drainage, full roadway reconstruction, sidewalks and landscaping. His attention to detail in the field and commitment to quality make Jackson a vital component in the success of this project.

Arnaldo Larrazabal (RS&H) | Contract Support Specialist (CSS): Available 100% May 2023 and through the project duration.

Arnaldo joined RS&H in 2014, serving in a dual role as Assistant Project Administrator and CSS on the US 92 Pedestrian Bridge for District Five. He has 20 years of CEI experience, has worked on more than 150 projects as a CSS, and managed up to 12 contracts simultaneously. Arnaldo has a history of submitting on time, error free final estimates, and has worked with District personnel on numerous contract changes and generated estimates with the new PrC system.

Rodney Hummel (K-factor) | Senior Inspector: Available 100% May 2023 and through the project duration. Rodney has 21 years of construction inspection experience for DOT agencies, airports and private sector clients. His inspection experience spans various operations that include roadway, bridge, drainage, asphalt, pile driving, concrete, steel, signage, traffic control, guardrails, curb and gutters, and erosion control.

Andrew Taylor (RS&H) | Senior Inspector: Available 100% May 2023 and through the project duration. Andrew is responsible for overseeing roadway construction activities, primarily along urban areas of US 1. His inspection experience includes roadway, drainage, signage, MOT, and over 2,500 linear feet of pipe liner.

He also has experience performing landscape inspection and is an FNGLA Certified Landscape Technician.

STAFF’S EXPERIENCE AND PAST PERFORMANCE ON

SIMILAR PROJECTS

RS&H key team members have worked on the same team for over 10 years to successfully complete over $40 million and 100 miles of state and federally funded projects directly along US 1 in urban areas. The projects included milling and resurfacing, lighting/signals, signage, full reconstruction, ITS, pipe liner, and extensive coordination with the County, Cities, utilities, law enforcement, emergency response, and environmental agencies.

CEI CONTRACT MANAGEMENT

APPROACH TO MANAGING CEI RESOURCES

RS&H’s approach to managing the CEI contract is to provide cross-trained staff capable of performing in multiple roles to improve efficiency and response. This project has primarily daytime operations, so staffing with two senior inspectors will allow for project inspections throughout the corridor and coverage if one of the inspection staff is out or sick. Since our staff is crossed trained even to the CSS and PA positions, existing project personnel can step into different project roles in response to short-term needs or vacation/sick events. We stagger and/or split work schedules, as appropriate, and phase project personnel in and out as longer-term needs are identified and warranted to preserve the budget. These approaches to staffing are key in allowing us to mitigate short-term spikes in construction activities, cover short-term personnel absences, and avoid “staffing bloat”. This team has experience successfully managing staff under both lump sum and standard T&M CEI projects by reviewing FDOT budgets each month to track percent spent against project time to remain on budget.

APPROACH TO CEI QUALITY CONTROL

RS&H has developed a project-specific QA/QC and final estimate certification program to verify our compliance with FDOT policies and procedures. This program allows us to meet or exceed the requirements of Section 11.0 of the CEI scope of services in addition to conducting audits at 30%, 60% and 90% during the project. This team uses the most up to date FDOT QA/QC guide lists, CPAM, specifications, and standard plans to develop a complete list of actions needed for our teams to perform at the highest level. Bill Downey, PE, LEED AP will be responsible for QA/QC and audits for this project. Bill has performed QA roles on many similar projects in the past twenty years and will seamlessly do so on this project. Compliance reviews will be conducted to evaluate the adequacy of materials, processes, documentation, procedures, training, guidance, and staffing included in the execution of the scope of services agreement. These reviews will ensure compliance with the Department’s monthly estimate procedures and produce an error free final estimate.

Summary. RS&H offers a cohesive CEI team with a proven history of high performance on previous projects. This proposed team brings to the table a high level of experience in roadway paving and overbuild, widening, signage, pavement markings, and MOT. The RS&H team is available and well-suited to provide high-quality CEI services by working well with the local agencies, public outreach, and the Contractor. We are dedicated to your success and look forward to serving District Four.

Respectfully Submitted, Bill Downey, PE, LEED AP

Prequalification of Prime Consultant and any proposed Subconsultants by advertised type(s) of work:

Consultant Name Project Advertised Major & Minor Work Types

10.1 DBE SB UU

Prime RS&H, INC.

Su bc on su lta nt s

K-FACTOR, INC.

SB = Small Business UU = Under-utilized work type; subconsultant is a professional services firm and is prequalified in the Under-Utilized Work Group. Refer to the advertisement for applicability.

My firm has submitted a Bid Opportunity List through the Equal Opportunity Compliance System for this project.

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