CN-550000-CAS91-00020000.pdf

STATE OF FLORIDA DEPARTMENT OF TRANSPORTATION

PROFESSIONAL SERVICES EXPANDED LETTER OF RESPONSE

375-030-23

PROCUREMENT

04/18

Advertisement No.: 24456 DOT FM Number: 444122.1.62.01 & 444122.4.62.01

Submittal Date: 9/11/2023 Project Name: CEI Services for Milling, Resurfacing, and

Guardrail Installation on I-75/Alligator Alley from the Toll Plaza to Broward/Collier County Line

Consultant’s Name: Solid Consulting Engineers, Inc.

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

Street Address: 14400 Pedigree LN

City: Southwest Ranches State: FL Zip: 33330

Office Location: Same as above Contact person: Osvaldo Larrazabal

Phone: 7862552869 Contact email: ossie@solidcei.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.

1.0 AWARENESS OF AND APPROACH TO PROJECT ISSUES

UNDERSTANDING OF PROJECT’S INTENT AND SCOPE: This grouping is federally and locally funded and it has 2 adjacent projects with 4 FIN numbers (2 separate contract lettings). Our experienced and proactive staff has the necessary expertise to manage the two different potential contractors within this grouping. The SOLID Team has reviewed the available design documents, communicated with the design team & performed in-depth field reviews in order to determine constructability issues and bring solutions. We also reached out to critical stakeholders such as the Seminole Tribe Big Cypress Councilwoman (Mariann Billie), Miccosukee Tribe (Steve Terry), D1 Alligator Alley Construction Project Manager (Josephine Mak), Jorgensen Asset Managers (Conrad Garcia & Emilio Nieves), Everglades Swamp Tours (Adriana Fuentes) & Everglades/Francis S. Taylor Wildlife Management Area commissioner (Sonya Rood) to listen to their concerns, coordination procedures and expectations. Likewise, we met with the contractor’s management staff for the ongoing D1 Alligator Alley project (OHLA Jose Gil & Kristian Navarro), to proactively go over their critical issues & lessons learned. The design intent for this safety improvement grouping is to enhance the existing roadway on SR-93/I-75/Alligator Alley in Broward County by performing milling and resurfacing, cross slope correction, installing new guardrails and ground-in rumble strips, replacing worn/outdated signs, installing new pavement markings and replacing traffic monitoring sites/ loops impacted by the milling and resurfacing activities. Project #1 FIN# 444122-4-52-01 & 02 (West Segment) starts at the Broward/Collier County Line and it ends at MP 31.261. The letting date is 3/27/24 with an estimated cost of $34.5 million; the duration is 588 days with a start date of 6/20/24. Project #2 FIN# 444122-1-52-01 & 02 (East Segment) starts at MP 31.261 and it ends at the Toll Plaza. The letting date is 8/2/24 with an estimated cost of $29.5 million; the duration is 567 days with a start date of 10/26/24. The combined approximately projects length is 27 miles. Twenty-eight bridges are located within the projects limits along with two interchanges (Government Road and maintenance access road), four recreational boat launches

375-030-23

PROCUREMENT

and one service plaza. The typical section consists of a four-lane divided interstate corridor with two 12-ft. lanes and 12-ft. (10-ft. paved) inside/outside shoulders in each direction separated by a typical 88-ft. width median and lying within typical 275-ft. right of way corridor.

The milling and resurfacing scope (including asphalt overlay for all bridges) is taking place to extend the service life of the pavement and the cross-slope correction was added to make the facility compliant with current design standards. Guardrail improvements are taking place to protect travelling vehicles from off-roading, overturning crashes & median crossovers. The corridor is heavily transited 24x7 as it is the main connection between South Florida & the Naples/Fort Myers area. Seminole and Miccosukee tribal land are adjacent to the road as well as the Everglades Wildlife Area. TECHNICAL ASPECTS, CHALLENGES: Maintenance of Traffic (MOT) and Safety: Safety within the I-75 Limited Access ROW and access ramps will be directly and specifically addressed starting with the pre-construction meeting, and to avoid complacency we will include it as an agenda item in every progress meeting. Our Team will verify that traffic control setups conform to the plans and Design Standards, with designated traffic officers when needed, and with the proper delineation, particularly at the ingress/egress points, to maintain the safe and un-interrupted vehicular traffic flow through the work zones. Our Team will check the MOT daily to guarantee functionality and eliminate any hazards. Safe access to the work zone will be an issue for the delivery of equipment and materials (lowboys, dump trucks, flatbeds & crew trucks). Proven practice: We will require the contractor to establish deceleration lanes to enter the work area on one end, and to establish acceleration lanes to merge into traffic at the other end with flaggers to control traffic. We will not allow construction traffic exiting the work area to cut across multiple lanes to merge into the mainline traffic, and we will make it a point to get a commitment from the Contractor regarding this approach. The minimum required clear zone will be constantly maintained utilizing the appropriate channelization devices. These proven practices were implemented with great results on our current Turnpike E8T67 resurfacing project.

Target Zero will have the highest priority with our Team and we will use the CPPR to document non-conformance issues. Damaged existing pavement and riding deficiencies: There are multiple areas of damaged pavement with issues beyond the proposed scope of work’s extent. We will reach out to Jorgensen (Asset Manager) & FDOT Maintenance to accommodate repairs prior to construction to minimize extra work impacts to the project. Proven practice: As successfully done in our current D4 T4599 Mobility grouping contract, we will ask the EOR to include any remaining areas with issues in the plans and add a plan note to include all costs associated with repairing exposed/scabbed base in the contract pay items. This will protect the department from extra work and delay claims. There are multiple surface riding deficiencies, this might prevent the contractor from obtaining a clean final straightedge report after the friction course is completed. Proven practice: We will ask the contractor to perform pre-paving rolling straightedge tests to document all the existing conditions. These reports will be crucial to determine if the existing conditions go beyond the proposed scope of work and obtain concurrence from BOPS and the District Materials & District Construction offices on the final disposition recommendations for non-compliant areas. Paving and Night time Work: Our Team has self-developed QA/QC checklists that will be used to ensure a high-quality ride such as the ones obtained in our Turnpike Palm Beach Resurfacing Job (which included the same International Roughness Index (IRI) smoothness incentive spec proposed for this project) and our BOPS Sample/SR-7/US-441 grouping (record breaking 4.4 riding number). We will lead the pre-paving meeting to make sure the Contractor is clear on our expectations for quality work and specifications compliance. Jesus Caballero PE, Carlos Garcia, the DMO team and Aramis Gonzalez (BOPS) will be invited as well. Our inspectors will communicate all non-compliance issues during paving to the contractor and if appropriate actions are not taken, then the PA will follow up for immediate resolution. We will work with the Community Outreach Specialist (COS) to notify the public, stakeholders, agencies, tribe officials, adjacent projects, the toll facility and emergency services about upcoming paving operations. Asset Maintenance / Third- Party Damages: We will coordinate a pre-construction field meeting with the contractor and Emilio Nieves & Conrad Garcia (Jorgensen -Asset Maintenance contractor). Proven practice: We will properly document the existing conditions and define the limits and timing of maintenance and repair responsibilities during construction before transferring the projects to the contractor. Clear and precise procedures will be established to report and address damages caused by third parties (i.e. guardrail, impact attenuators, asphalt, signs, concrete walls). Lesson Learned: On our current high-speed / limited access Turnpike project, there are third party damages on a daily basis requiring in depth documentation and tracking resources. The repair of these damages (defined as extra work by the standard specification) have driven the contract cost up considerable. We will ask Matt May, PE (Sr. Construction Project Manager SCPM) to obtain concurrence from District to implement the same practice currently used by D1 on the alligator alley project where all third-party damages to existing features remain within Jorgensen’s responsibility during construction. This strategy will help the project meet the time and cost goals. We will invite Jorgensen to participate in the semi-final & final inspections for acceptance, to identify any additional deficient items for correction, and we will request to be provided with the inspection report within 7 calendar days after the inspection. At final acceptance, we will ensure all project features meet or exceed MRP, and that overall site conditions are equal or better than prior to project start. Environmental Compliance: Our team will contact Maggie Rushmore (D4-Construction Environmental Coordinator) to obtain a list of commitments made during design, go over the Threatened/endangered species Wildlife & Critical Habitats protection protocols, possible wetland impacts, and ensure proper compliance with all permit conditions. Proven practice: Our team will make sure the contractor follows Best Management Practices and complies with Standard Specification 104 to ensure that no adverse impacts will occur to the water quality from construction activities and that all construction debris and spoils are contained within the project’s R/W.

SOLID excelled at environmental compliance on the D6 Limited Access High Speed Krome Avenue corridor (surrounded by protected species and wetlands). Our team takes pride in consistently obtaining “satisfactory” zero comments reports on all un-announced field inspections performed by Crystal Pritchett in our ongoing BOPS T4599 Mobility project. KEY MILESTONES: 1) CEI Selection: We will follow up with the SCPM and the design team to make sure all of our constructability comments and recommended solutions are implemented or addressed. 2) CEI NTP: Our Team will work with the COS and SCPM to commence public outreach, schedule the design hand-off & pre-administrative meetings and start preparing the pre-construction phase. 3) Construction Award: We will conduct the pre-construction conference, partnering & CSI meetings, pre-activity meetings; process all submittals and expedite materials review and approval by all parties in a timely matter. 4) During construction: We will track the milling and resurfacing of the outside lane and shoulders, guardrail and signs installation (Phase I), completion of inside lanes, shoulders and median (Phase II) and friction course, final pavement markings, Sod and Traffic Monitoring Sites (Phase III) while minimizing public complaints, keeping the job moving forward, maintaining our project documentation free of errors and submitted in a timely manner, produce a quality finished product and ultimately final inspections and acceptance. UNDERSTANDING OF ISSUES THAT MAY IMPACT STAKEHOLDERS, PROJECT TIME AND BUDGET, MOBILITY, AND THE ABILITY TO

RESOLVE ISSUES: The principal construction challenge for this high-profile grouping will be the execution of the aforementioned major construction scope of work in this highly transited segment of I-75 with a current AADT volume of over 32,000 while keeping impacts to the toll paying customers to a minimum. The High-Water Table elevation in the median and the areas adjacent to wetlands will impact the project due to the short duration of less than 20 months. The contractor will aggressively pursue work but could experience severe delays if the wet seasons are not accounted for in the CPM Baseline Schedule. This issue is affecting the ongoing D1 Alligator Alley project as work zones get constantly flooded. Lesson Learned: We have worked on numerous High-Speed, Limited Access, Rural Wetland Roadway Safety Projects and are very familiar with the challenges brought by South Florida’s rainy season. Our Team knows the importance of taking advantage of the dry season to achieve a high production rate. Additionally, SFWMD may reroute water to the Water Conservation Area to raise or lower the water elevation. We will partner with the contractor to ensure that they aggressively pursue the work at the low elevations during the dry season and coordinate with our established contacts at SFWMD to reroute the water, if possible, when the contractor is pursuing work. Speed Limits and No Passing: FHP will be an important ally to make this Project successful. FHP “blue lights” have proven to be an exceptional additional safety measure in high-speed facilities and they will be very helpful specifically for enforcement of the speed limit as well as no passing on shoulder. Proven practice: We will coordinate with the District Construction Office and follow D4’s FHP Hire back process to manage officers during our operations. Lastly, we will place No Passing on Shoulder signs at every half mile. Traffic Accident Data Report: Our review showed most accidents in this corridor were rear-end collisions with careless driving as a contributing cause. Approach: In addition to the Motorist Awareness System 102-670, we will recommend adding temporary rumble strips at the beginning of the construction limits to gain driver’s attention entering the work zone, to enhance safety and reduce incidents. Additionally, we will review MOT setups daily and ensure the contractor provides high levels of awareness for motorists. Site Stabilization and Turbidity Monitoring: We will ensure all graded areas are stabilized and sodded immediately after construction to minimize erosion. All sediment barriers and best management practices (BMP) shall remain in place for the duration of each construction phase/activity. If Project-generated turbidity exceeds 29 NTU’s, we will ensure that the Contractor immediately ceases all contributing work. Tires and Debris: We observed large amounts of tires, boulders, and debris during our field review. The contractor could claim this as an unforeseen condition during clearing and grubbing (C&G) and litter removal. Proven practice: We will coordinate with the EOR to add plan notes to address those issues as a part of C&G and litter removal. Overbuild:

When placing overbuild for cross slope correction along SB I-75, the difference in elevation without treatment is limited to 1 ½” as per the Standard Plans 102-600 (8/11). Approach: During the pre-activity meeting, we will remind the contractor to limit the drop-off at the edge of lane to 3” or less, and to place an asphalt slope treatment between the travel lanes. No drop-offs will be allowed within the width of the travel lane. Near the control point, we will ensure that the milling be adjusted to ensure that a minimum thickness of 1” is attained to avoid crushing of the aggregate during compaction. LC requests (LCR): LCRs along this interstate facility are coordinated with the COS, and require multilevel approval by BOPS, District Construction Office, and Central Office. Approach: We will discuss this process during the pre-construction, and progress meetings. LCRs must be submitted 2 weeks in advance for timely processing. Actual LCs will be coordinated with D4’s, D1’s and Turnpike’s RTMC prior and after implementation. Traffic Monitoring Sites (TMS): The loop assemblies and sensors for the TMS at MM 26 will be damaged by milling and resurfacing leaving the facility without counts until the replacement TMS is installed close to project completion (specs require a 30-day friction course curing period prior to installation) . Approach: We recommend adding a pay item note to include the cost of a temporary TMS connection within the LS MOT pay item. We will coordinate the temporary connection with Kara Schwartz (District Transportation Statistics Coordinator). For the permanent replacement, prior to the connection of the loops and sensors, we will coordinate the work with Victor Johnson (Central Office), to allow for their TMS consultants to verify that all installations are acceptable. Milling Bridge approaches and decks: Special care must be taken when milling the existing bridge approaches so as not to mill into and damage the concrete approach slabs. The existing asphalt could vary in depth, so it could be less than the prescribed milling depth. Proven practice: SOLID recommends cores be taken at the existing bridge approaches prior to the start of construction to identify the depth of existing asphalt and confirm the actual milling depth. Rollers shall be in static mode when working on the approach slabs and on the bridge decks to reduce vibration. Special Guardrail Posts: Guardrail installation where driving conditions may not be favorable or existing utilities are present will require a special encasement method.

Proven practice: These locations can be identified through close monitoring of the installation process and quickly mitigated with our team’s extensive experience in these cases. Once the location is identified and documented, SOLID will inform the EOR and SCPM immediately to seek concurrence for the special encasement method. By addressing this matter promptly, SOLID can help keep the guardrail installation moving productively and mitigate motorist exposure to areas that are unprotected during removal/installation.

Hurricane Readiness & Emergency shoulder use (ESU) Plan: I-75 is designated as a Hurricane Evacuation Route ESU and must be open to motorists during a declared State of Emergency. Proven practice: SOLID will coordinate with the contractor prior to construction for the submittal of a Hurricane Readiness /ESU Plan addressing important information as emergency contacts, removal of non-essential MOT devices and restoration efforts once a storm has passed. SOLID will closely coordinate with FDOT and contractor staff when a storm threatens the area for implementation of the plan. Traffic accidents / RTMC reporting / Road Rangers: Accidents occur very often within the corridor; proper coordination between the contractor, CEI team, the RTMC, road rangers and first responders will be a must to minimize impacts to the public. Proven practice: Our staff will schedule a pre-construction meeting with all parties mentioned above to set up the proper protocols to report and handle traffic accidents. SOLID will work with the contractor to ensure the safety of the traveling public and support the expedited removal of the vehicles involved in the accident. Pictures and video will be taken at the accident site and we will request a copy of the police report and document all existing conditions on the Engineer’s MOT Evaluation at Crash Site form (700-010-64) for distribution as per CPAM guidelines.

Miccosukee and Seminole Tribe coordination efforts: FDOT has special protocols in place to authorize direct communication with tribe members. Lesson Learned: During our D6 Krome Avenue project (adjacent to the Miccosukee Casino) and our D4 Sample Road Grouping (adjacent to the Seminole Casino) we had to be debriefed by the department to obtain authorization to communicate directly with the tribe members as they are considered independent government agencies. Our experience will come in handy as there will not be a learning curve when the coordination meetings are setup with the tribe members to go over activities that could affect access to their land and facilities. Protection of existing utilities: AT&T, FPL, Lee County, FDOT ITS, Verizon & MCI have facilities within the job site. Lesson Learned: The D1 project found buried unidentified facilities in conflict with the proposed scope of work within the median and the swales. We suggest the advance exploration of underground work sites through soft digs, GPR and verified locate tickets to attempt to identified unforeseen utilities in advance and mitigate cost and time impacts to the project. Contamination: Two potential contaminated sites were identified during design. Approach: Our proposed SPE Ossie Larrazabal and Senior Inspectors Leo Mendieta & Royfe Rodriguez successfully performed oversight activities for over 2 miles of contaminated material removal by the Contamination, assessment and remediation (CAR) Contractor on a recently completed D6 NW 47th Ave Grouping. We will schedule a pre-activity meeting with the District Contamination Impact Coordinator and D4’s CAR Contractor to go over the protocols to follow if contaminated soils are found or vehicle fuel release incidents take place.

2.0 CONSTRUCTION PROJECT MANAGEMENT AND ADMINISTRATION

APPROACH TO ACCOMPLISHING THE MANAGEMENT, ADMINISTRATION AND COORDINATION ASPECTS OF THE PROJECT: We take pride in proactively bringing solutions to the department once issues arise. Our goal is to resolve all issues at the possible lowest level and always present a recommendation when the issue is presented to the required parties for concurrence (EOR, BOPS, District). The SOLID Team is aware of the Partnering provisions in this project, and our Team has already formulated a list of topics to have productive meetings to achieve “win-win” solutions. During construction, our Team will resolve issues jointly and assist the contractor to finish the Project as early as possible. We will be equitable yet firm on issues with the Contractor, when necessary, the Team will utilize the CPPR process to establish and maintain control of the operations and provide the Department with the required quality while minimizing impacts to the traveling public. Weekly Progress Meetings will tackle the critical items including contractor’s CPM and Look-Ahead Schedule, field issues, lane closures, detours, utility coordination, environmental issues, Material Certification, Work Orders/SAs, community outreach, Shop Drawings, and CPPR. Additionally, PA Marcello D’Andrea PE will track RFI/RFM/RFC’s, Shop Drawings, and extra work separately and will attach the logs to the agenda. On the tracking log, deadlines and “Ball-in-Court” responsibilities will be set for all issues to establish accountability, which helps to keep the project moving forward. Also, all pertinent information will be shared with the COS for dissemination to stakeholders. Coordination with SCPM: SPE Ossie and PA Marcello, will work closely with our SCPM Matt May PE, keeping him informed of all critical issues as well as providing a weekly hot issues summary e-mail that details any cost, time, and public information issues. Furthermore, we will provide Monthly Progress Reports the Monday after cut-off dates. Lane Closures:

Marcello (PA) will review all lane closure requests and will verify the safe implementation and maintenance of devices for traffic shifts the scheduled lane closures, especially those for nighttime paving operations, will be shared with all involved stakeholders. The project staff will ensure lane closure information is entered into the department’s Lane Closure Notification System (One Network’s Live Link Smartphone Application) by the Worksite Traffic Supervisor or an onsite designee, in real time. Public Coordination: SOLID is fully aware of the objectives of the Community Awareness Plan (CAP); the SPE and PA will assist the BOPS COS, and D4 Communications Manager, Guillermo “Billy” Canedo in preparing the project information flyer/brochure, assist in the open house, and help respond to project related inquiries. We will submit specific traffic impacts before noon every Tuesday to be included in the District PIO Weekly Traffic Report and provide responses to public inquiries within 24 hrs. Agency Coordination: Ossie and Marcello, will lead all communications with the agencies, tribes, utility owners, D1, Turnpike and the contractor, and will handle final transfer of maintenance to the Asset Manager. MOT: Our Sr. Inspector will perform daily daytime and frequent nighttime inspections and our PA will perform the weekly MOT review report. Findings along with pictures will be sent to the contractor for resolution. All outstanding issues will be tracked for CPPR compliance and safety purposes. Staging Area: We will guide the contractor to expedite the approval of requested staging areas well advance of construction. EEO/OJT: Our staff will support Winnie Wilson (BOPS RCS) by tracking the progress and graduation of the estimated 12 OJT trainees and will perform bulletin board reviews, field interviews and CUF’s for the first 3 months of all new DBE contractors onsite for her review. Pre-activity Meetings: Marcello (PA) will conduct pre-activity meetings for each major work item with all involved parties. These meetings have proven to be an effective tool in preventing problems and allowing a clear communication of expectations in advance of all construction operations. OPTIMIZATION OF PROJECT SCHEDULE AND BUDGET: SOLID’s goal will be to have 0% Time or Cost overruns thus ensuring that we meet the D4 goals of less than 20% time and 10% cost overruns. Schedule: Right after Construction Award, we will request a detailed CPM schedule to make sure the contractor accounted for submittals, procurement periods, shop drawings, Department’s approvals, MOT Phases, rainy seasons, semi-final, and final inspection activities. We will review the schedule in Primavera to check for durations, phasing, retained logic, progress overrides, and/or any other inconsistencies. Monthly updates will be thoroughly reviewed for accuracy, activities length, relationships and float time will be checked as well for feasibility, actual efficiencies will be measured against planned progress. Our Team will control the Budget by preventing scope creep, proactive “win-win” solutions, and preventing unnecessary rework. Extra Work / Unforeseen conditions: Our Team will expedite issue resolution;

always attempt to cover all valid costs using contract pay items and close out the issue in an expedite manner. Work orders/supplemental agreements will be negotiated as soon as an issue arises to mitigate time and costs impacts to the Project. Maria Formoso (Design PM) will be notified of the findings. Once the draft language is accepted by our SCPM, a full package will be submitted to Deb Rine (BOPS) for compliance review and Farhad Raof (District) for FHWA participation concurrence. Overruns and underruns will be continuously monitored and we will submit required encumbrance requests two months in advance. Lesson Learned: Asphalt CPFs and Bituminous adjustments will be closely tracked as they will definitely affect the availability of remaining contract funds. RFI, RFM, RFCs: We will use our proven detailed spreadsheet to track and document each input and work closely with the EOR & Design PM by providing our recommended solution, including sketches, stations and elevations. All concurred solutions will be sent to our SCPM, to clear the final disposition with the appropriate Construction level. Claims: NOI’s will be carefully reviewed with detailed separate records and adequate answers will be provided to protect the Department and mitigate any impacts to the projects. Our goal is to provide the initial response within 24 hours and obtain concurrence from our SCPM to publish the final response within 7 days. Cost Savings Initiatives: Our Team has completed numerous CSIs with our innovative and partnering approach that have resulted in both cost and time savings. We will encourage the contractor to bring forward as many feasible CSI concepts as possible for our review. KNOWLEDGE

AND EXPERIENCE WITH PROJECT DOCUMENTATION: Carlos Sousa (CSS) has over 32 years of experience and has handled several grouping projects with multiple estimates, dailies, material certifications and final estimates. There will not be a learning curve. Carlos will coordinate all efforts with BOPS Final Estimates, Jennie Longworth and Rodolfo Nonog. Our entire Team is familiar with the FDOT Construction Programs: PSSP, EDMS, MAC, PrC, CIM, SCO, One Network & Bluebeam. All project records will be uploaded into the appropriate system on a timely basis. Our experienced staff will review DWRs for consistency and accuracy, ensuring that documentation is in accordance with CPAM. Monthly Weather and CPPR letters will be issued on the first day of the month. Managing Multiple FINs with success. Special care will take place to document work on each one of the applicable 4 Financial numbers and quantities will be tracked separately on a daily basis to ensure accurate and timely processing of the monthly and final estimates. Any extra work will be logged and paid under the respective financial number initial contingency item. Asphalt LOTS: Marcello (PA) will review the asphalt documentation after each day of paving to verify that sampling, testing, inspection, and documentation are accurate. Then he will coordinate with BOPS Asphalt Coordinator Aramis Gonzalez, EI to verify that asphalt lot packages are accurate and closed in a timely manner. Progress and Final Estimates: Carlos will review and process the progress estimates by Monday after cut-off and monitor monthly project overruns and underruns. Carlos will coordinate the 30-60-90% BOPS FE reviews. As-Built Plans will be updated in Bluebeam every month. We will deliver a full and comprehensive FE Package with zero findings within 20 days of Final Acceptance.

Material Certification: Carlos will review MAC on a weekly basis to resolve all outstanding issues. The samples status and MAR findings reports will be reviewed during the progress meetings. Our Team always strives to obtain Material Certification by Final Acceptance.

Field File Management: Our Team uses a project specific Microsoft Teams/OneDrive/SharePoint platform. With their smart devices, inspectors will access the latest plans revisions, forms, RFI’s, RFMs, RFCs, shop drawings, DCE memos, QA/QC Guidelists, and our own self-developed QC checklists to aid them. Innovative Technology: Our team will have a WhatsApp project group to provide real time updates, geotagged pictures and videos of ongoing activities. This tool has provided excellent results in past projects as all entries show the user’s name and time stamp which expedites search inquiries. SOLID uses drones to take low altitude pictures and supplement the ground level pictures.

3.0 PROJECT STAFFING

STAFFING QUALIFICATIONS & EXPERIENCE: Our team has 3 Civil Engineers (2 PE’s) capable of multitasking to cover all the field and administrative requirements for this project. SOLID’s SPE and PA are proven and seasoned PE’s. We offer versatility and accountability, as all of our Team members are experienced, capable, and qualified to serve at several different positions while providing oversight and ensuring proper performance by the inspection staff. Our staff has extensive experience in every aspect of this Contract:

High-Speed, Limited Access, Rural, Seminole and Miccosukee tribes’ coordination, toll facilities, Asphalt, Community Outreach, guardrail, rumble strips, signs, pavement markings and more specifically, with D4 & BOPS. Ossie Larrazabal, PE, is the proposed Sr. Project Engineer, Ossie has over 20 years of experience and he brings hands-on, solutions-oriented experience to this project. Ossie is currently the SPE (Part-time) on the FTE’s E8T67 Palm Beach mainline resurfacing High-Speed/Limited Access project scheduled to be completed by 2/24 (coordination with 4 adjacent projects, 7+ miles of milling and resurfacing & guardrail replacement) and the D4 T4599 Mobility Grouping (within final acceptance period). Prior to that, he was the SPE for the $32M D6 NW 47th Ave reconstruction and safety improvement Grouping (FTBA Best Urban Project Winner) where he completed 3.5 miles of full roadway reconstruction, 300+ drainage structures, 200+ light poles, 5 signalized intersections and a new Florida I Beam bridge.

He also served as the SPE for the largest D6 Krome Avenue Corridor High-Speed/Limited Access Facility Project (Major Project - $60M) (ACEC Award) where he managed to keep traffic flow optimal while reconstructing over 7 miles of road including the busy Krome / Kendall and Krome / Tamiami intersections and had to coordinate with other two adjacent CEI Teams and Contractors for Complex MOT transitions and detours (370+ drainage structures, 33,000+ LF of Solid/French Pipe, FIB bridge widening, 62,000+ Tons of asphalt,

1.1 Million CY of embankment). Ossie’s track in D4/BOPS is flawless, he was the SPE/PA for the I-75/I-595/SR-84 Bridge Rehab Interstate Grouping with over asphalt overlay and 50 expansion joint replacements and he also led the Sample/SR-7/US-441 Grouping as SPE/PA and achieved a 4.4 riding number (Urban Asphalt Roadway Award). Marcello D’Andrea, PE, Project Administrator, has over 24 years of experience in construction encompassing CEI and contractor’s project manager roles. He has excelled in performing CEI services for groupings, high-speed, limited access, asphalt, guardrail, signing & pavement marking projects. Major strengths include innovative problem solving, multiple project management, self-motivation and functioning in a multi-disciplinary team environment. Marcello has completed over 8 Turnpike projects with similar scope in the last 11 years. Carlos Sousa, Contract Support Specialist has over 32 years of construction experience, working on multiple FDOT districts which includes in-house consultant CSS experience at BOPS where he submitted final estimate packages for a multitude of Safety projects. Carlos excels at preparing electronic Progress & Final As-Built Plans, processing monthly and final estimates packages, reviewing and closing all materials issues, packaging contract changes (supplemental agreements and work orders, etc.), reviewing daily work reports, uploading project documents to PSSP, making Parc entries and preparing for final estimates quality assurance reviews. Carlos has an excellent FE track record. Leonel Mendieta, Senior Inspector (Civil Engineer), with over 26 years of experience in construction inspection and recent BOPS (Assistant PA/ Senior Inspector for T4599 Dykes Road) experience will lead the inspection staff along AVAILABILITY: Our staff is fully available for this project. Please refer to the org chart and qualifications matrix for our staff experience, and certifications. PAST PERFORMANCE ON SIMILAR PROJECTS: The quality of our team’s work is reflected in our 3.9 average CEI grade and in that this Team has won 6 FTBA and 4 Prudential Productivity Awards.

4.0 CEI CONTRACT MANAGEMENT

APPROACH TO MANAGING THE CEI RESOURCES: Our unmatched experience with managing various simultaneous projects in the past gives us a distinct advantage to manage this safety grouping. Our team is geared to provide adequate resources to properly cover all ongoing operations while still meeting the department’s budget. We efficiently manage our resources by: 1) utilizing experienced and high-quality staff that can manage multiple tasks; 2) scheduling a lean but sufficient set of resources to oversee contractor activities mainly during peak time until all activities are successfully completed; 3) Staggering our staff to minimize senior inspector and inspector overtime; 4) Our SPE, PA, CSS and Sr. Inspector have previously served in numerous capacities and are able to temporarily take over other administration and/or oversight functions if necessary; 5) Keeping a constant and focused goal together with the contractor to finish the contract early; 6) Forecasting ahead and proactively resolving issues to keep the project moving forward. APPROACH TO CEI QUALITY CONTROL: Our QC/QA effort will be led by Felix Vergara, PE & Willie Garcia with over 66 years of combined proven experience on similar projects. We will furnish the full CEI proposed QA plan to SCPM Matt May, within 30 days of CEI contract award and schedule a pre-services meeting to review his expectations & incorporate comments on the QA plan. The focus of our plan will be to prevent deficiencies, with early corrective measures implementation, if necessary, to maintain quality and to avoid future issues. The plan will include sections for: (1) Review of project areas, such as MOT, asphalt, guardrail, signs, PTMS, and pavement markings; all personnel must perform work in accordance with State QA/QC Critical Requirements, (2) Checklist for current staff certifications and need for renewals, (3) Administrative review of DWR’s, MAC, project schedule and updates, WO’s/SA’s/NOI’s, transmittals, shop drawings, progress estimates, and Project Solve uploads; (4) Frequency: semi-annual,10 days after first paving operation, as well as quarterly, semi-final and final audits. After each review, a detailed report shall include findings, proposed resolutions, and action plans to improve on-the-job performance. Thanks for your consideration!

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NW 47th Ave ● ● ● ● ● ● $32M

Krome South ● ● ● ● ● ● $60M

FTE E8T67 ● ● ● ● ● ● ● $13M

AET 5C ● ● ● ● ● ● ● $19.5M

AET 5A ● ● ● ● ● ● ● $20.5M

South HEFT ● ● ● ● ● ● ● $40.5M I-75/I-595 ● ● ● ● ● $12M

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 Solid Consulting Engineers, Inc.

S u b c o n s u lt a n ts

BCC

AECOM

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.

https://fdotwp1.dot.state.fl.us/EqualOpportunityCompliance/Account.aspx/LogIn?ReturnUrl=%2fEqualOpportunityCompliance

Project Advertised Major & Minor Work Types

DBE SB UU

Prime

S u b c o n s u lt a

SB = Small Business UU = Under-utilized work type; subconsultant is a professional services firm and is prequalified in the Under-Utilized

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

https://fdotwp1.dot.state.fl.us/EqualOpportunityCompliance/Account.aspx/LogIn?ReturnUrl=%2fEqualOpportunityCompliance

Project Advertised Major & Minor Work Types

DBE SB UU

Prime

S u b c o n s u lt a

SB = Small Business UU = Under-utilized work type; subconsultant is a professional services firm and is prequalified in the Under-Utilized

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

https://fdotwp1.dot.state.fl.us/EqualOpportunityCompliance/Account.aspx/LogIn?ReturnUrl=%2fEqualOpportunityCompliance