CN-550000-CAU58-00020000.pdf

STATE OF FLORIDA DEPARTMENT OF TRANSPORTATION

PROFESSIONAL SERVICES EXPANDED LETTER OF RESPONSE

375-030-23

PROCUREMENT

04/18

Advertisement No.: 25420 DOT FM Number: 447676-1-62-01; 447677-1-62-01

Submittal Date: 6/10/2024 Project Name: CEI Services for RRR Roadway Improvements for

SR-7/US-441 from S. of Stirling Road to N of Orange Drive and from SW 21st Street to NW 3rd Street

Consultant’s Name: C.H. Perez & Associates Consulting Engineers, Inc.

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

Street Address: 9594 NW 41st Street, Suite 201

City: Doral State: FL Zip: 33178

Office Location: Coral Springs, Broward Contact person: Carlos H. Perez, PE

Phone: 305-592-1070 Contact email: chperez@chperez.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.

SR-7 in this area is surrounded by Florida's Turnpike Mainline, I-595, I-95, and other major traffic generators such as Fort Lauderdale International Airport and Hard Rock Hotel & Casino.

The Florida Department of Transportation (FDOT), Broward Operations (BOPs) requires a CEI team that is not only qualified and available but also has extensive experience with high-profile urban projects such as this one. CHP Engineers & Surveyors (CHP) is excited about this opportunity to work with BOPs on this project and has assembled an excellent team to guarantee success.

I. AWARENESS OF AND APPROACH TO PROJECT ISSUES

A.1 - UNDERSTANDING OF PROJECT'S INTENT AND SCOPE: SR-7/US-

441 serves as a crucial urban principal arterial situated in the heart of Broward County. The project focuses on Resurfacing, Restoration, and Rehabilitation (RRR) enhancements along SR7/US441 at two distinct locations. The initial segment (447676-

1) spans from South of Stirling Rd. to North of Orange Dr, while the second segment (447677-1) extends from SW 21st St to NW 3rd

St. The primary goals of this initiative are to prolong the lifespan of the current pavement through milling and resurfacing, as well as to implement safety improvements such as replacing worn-out signage, installing new pavement markings, ADA upgrades, and enhancing signals and lighting. SR 7 is a north/south, six-lane, two-way, undivided, urban principal arterial with a design speed and posted speed of 45 mph. Milling and Resurfacing (M&R): the exiting friction course will be removed 1.5" along the six main lanes, bike lanes, and turn lanes along the corridor. Existing driveways will be harmonized and reconstructed from the base to provide a smooth transition for residents and local businesses. Signalized intersections will be upgraded as needed, including the installation of new signal heads and pedestrian poles. The corridor will be upgraded to energy-efficient LED lighting, incorporating a combination of installing new light poles and retrofitting the existing ones to support the new technology. Existing Sidewalks will be repaired throughout the corridor to ensure a secure and smooth

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PROCUREMENT

path for the daily users. The scope also entails new sidewalk connections and upgrading pedestrian ADA ramps, detectable warnings, and bus landing pads to meet the current ADA and FDOT standards. New Sod will be placed to maintain the neighborhood façade when all work is completed. New roadway signing and pavement markings to meet the latest FDOT and MUTCD standards, directive arrows and green bike lanes will be installed as per specification 14 days after friction course is placed. Inlet Protection: Existing inlets will be properly protected from the M&R operation as well as sidewalk and driveway construction.

447676-1 | SR-7 from S of Stirling Rd. to N of Orange Dr In this 1.71-mile segment, the typical section consists of a 6-lane divided roadway with landscaped median and turn lanes. The scope of work includes M&R 1.5" along the entire corridor, including turn lanes with the exception of Bridge No. 860627 and adjacent project FM 429576-2 along SW 51st St. Signalizations: Five intersections along SR-7 are set to undergo modifications. Starting from the northbound direction, the initial intersection at Sterling Rd. will see the installation of conduits and pull boxes at two crosswalks to power the proposed East and Westbound blank out signs. Moving on to the Seminole Way intersection, street name signs will be replaced, existing South and northbound signal heads will be relocated, and a new signal head with a flexible retroreflective backplate will be installed in both directions. The ped pole at the SW corner of the SW 54 St. intersection will be relocated for better alignment with the pedestrian crossing, and a new pedestrian signal will be added for the north and south-bound crossing. Additionally, new street signs and flexible retroreflective plates will be put in place. At the 51st St intersection, a new signal head will be installed for North and south-bound traffic, and the existing rigid back plate will be swapped out for flexible retroreflective backplates. Finally, at the Griffin Rd. intersection, new blank out Pedestrians signs will be erected along with new conduit and pull boxes. The existing heads will be upgraded with rigid backplates. Lighting: All the project lighting will be revamped by upgrading luminaires to LED and also replacing complete light poles as needed. There are 46 light poles maintained by the Seminole Tribe of Florida, 13 by the town of Davie, and 15 that will be retrofitted by FPL. The three load centers being worked on have different maintenance owners. As part of the scope, three existing light poles will be removed as they will be obsolete due to the new photometrics provided with the new LED lighting. Drainage: part of the scope is to replace the curb inlet top located at Stat 344+85 with a new Type 6 Top. Utility Adjustments: All the utilities within the corridor will have to be adjusted during the M&R process; coordination with owners, AT&T, Broward County Water and Wastewater & TECO Gas will be crucial to provide a smooth riding surface free of secondary work.

Temporary Traffic Control Plans (TTCP): Three (3) phases of TTCP are proposed for the construction of this project. In Phase I, we will perform the M&R and striping on the inside lane. Phase II will be used for the M&R of outside lanes, lighting, and signal work, reconstruction of ADA ramps, sidewalk, curb and gutter, pull boxes, drainage, and coping for gravity wall where Temporary concrete barrier wall will be used instead of cones. Phase three (3) will be used for final surface striping and thermoplastic placement.

Federal, State, & Local Funded: This Contract has all three (3) types of funding, which means we will need to track all quantities closely in order to assign to the correct funding source. Signing and Pavement Markings: Four (4) Electronic Speed Feed Back signs will be replacing existing speed limit signs, and overhead structure signs will replace faded ones. Aside from those, normal roadway striping and signing will be placed along the entire corridor to enhance the user experience. Gravity wall Coping repairs:

Repairs will be done to the coping along the gravity wall located between Sta. 367+59.05 to Sta. 369+12. Concrete driveway reconstruction: existing driveways will be harmonized and reconstructed from the base to provide a smooth transition for residents and local businesses.

447677-1 | SR-7 from SW 21st Street to NW 3rd Street In this 2.11-mile segment, the typical section consists of a 6-lane divided roadway with landscaped median, turn lanes, and bike lanes. The scope of work includes M&R 1.5" along the entire corridor, including turn lanes and the frontage road, with the exception of six (6) segments to be completed under other projects (445673-1, 443948-1, 446094-1, 429576-1). Crosswalks – several existing decorative crosswalks with paver bricks will be removed and replaced with a brick-patterned pavement. This work will be funded through a Locally Funded Agreement (LFA) with the City of Plantation. Signalization: At the intersection of Davie Blvd, the existing pedestrian signal head on the NE corner will be relocated from the mast arm to a new aluminum pedestal. A new midblock pedestrian crosswalk is proposed at 1600 SR-7 with two new mast arms, conduit, pull boxes, traffic controller assembly, FPL service point, and pedestrian signals. Lighting: Lighting upgrades will be performed at SW 16th St, consisting of two (2) new LED light poles, conduit, and pull boxes. Signing and Pavement Markings:

Existing ground-mounted and overhead structure signs will be replaced. Temporary Traffic Control Plans (TTCP): Three (3) phases of TTCP are proposed for the construction of this project. In Phase I, we will perform the M&R and striping on the two inside lanes. Phase II will be used for the M&R of the outside lane and bike lane. The Frontage Rd will be M&R one lane at a time and will require flagger control. Other work such as lighting and signal work, reconstruction of ADA ramps, sidewalk, curb and gutter, and pull boxes will also be completed during this phase. Phase three (3) will be used for final surface striping and thermoplastic placement.

A.2 - TECHNICAL ASPECTS & CHALLENGES:

Our Team performed an in-depth review of the biddability plans (dated 08/2023) and contract documents provided by the Department and has established communications with the EOR to address some of the challenges and issues below.

Temporary Traffic Control - Challenge: 447676-1 & 447677-1:

The Turnpike TSM&O Auxiliary Lanes Project (446223-1) on SR- 91 from Miramar Parkway to I-595 is underway. This project contains ramp and full closures that detour traffic through SR-7 from NW 27th Avenue to Griffin Rd, encompassing our entire project limits. These detours would add significant traffic volume through our project and impact the contractor's ability to perform work.

Approach: CHP has recent experience working with Turnpike in this exact location and has developed working relationships with the construction project manager and traffic operations staff who manage this area. We will coordinate with the Turnpike team (CEI - BCC Engineering) on a weekly basis. As we are currently working as a consultant for the Turnpike on other projects, we also have the ability to view all upcoming lane closures this project will have.

Signalization: 447676-1: Coordination with the Maintenance agency, Broward County, will be crucial for the success of the project. From preconstruction and in every progress meeting, we will notify the Contractor to make sure to send the notice of commencement to Broward County. Issue: 447676-1 & 447677-1.

There are four (4) existing Traffic Monitoring Sites (TMS) that will need to be replaced after milling & resurfacing operations; however, the pay item required to complete this work is not included.

Approach: We will work with the EOR to add this pay item. We will include Kara Swartz in our preconstruction invitation and keep a reminder in our progress meeting agenda so additional notifications at 30 and 10 days out do not get overlooked. The final TMS inspection is very important since TMS loops are cut into the final surface and are one of the final tasks on the project that could hold up final acceptance. Lighting: The three load centers being worked on have different maintenance owners. Coordination with the Seminole Tribe will be needed for Load Center A & B and coordination with Town of Davie is needed for Load Center C.

Challenge: The Contractor will be working on the existing system while retrofitting existing lighting and installing new ones, one of the key factors of the lighting work is to make sure that they system is fully functional at the end of each workday. Approach: Our team will emphasize daily production rates and not allow multiday operations that would jeopardize the integrity of the existing lighting system.

Manhole Adjustment: there are 37 FDOT-owned facilities that are within the right of way and need to be adjusted during the project.

This is typically performed by the Contractor and paid via contract pay item. Approach: From the inception of our contract, we will coordinate with the Department and EOR to add the adequate pay item for the adjustment of FDOT storm sewer manholes. Asphalt Quantity: Challenge: 447676-1 & 447677-1: The milling quantities and associated asphalt quantities are not reconciling. For example, based on the pay item 327-70-6 for a total quantity of 111,954.00 SY and using an average spread rate of 153 lb./Sy, the approximate asphalt quantity for pay item 337-7-83 would be 8,564.5 tons. The Summary of Pavement shows 678.5 tons for this pay item. This is a potential plan error and omission. Approach: We will coordinate with the Department and EOR to ensure this was already corrected before letting. Coping Repairs: Issue: On other projects, it has been experienced that the proposed quantities are usually lower than what it is experienced during construction. Approach: Our team has prepared a field takeoff form that will be filled out during our preconstruction survey to get a real estimate for construction.

The new quantities will be provided and discussed with the Department and EOR for resolution and direction. Flooding:

Challenge: this area has experienced heavy flash flooding during storm events, and on some occasions, those are related to construction areas. Approach: During storm events, these will be removed inlet protection accordingly to prevent flash flooding in the area, as we've experienced on other occasions. Vibration and Settlement Monitoring: The corridor has extensive adjacent properties and structures which can be impacted by construction vibration and settlement. Challenge: Houses adjacent to the Frontage Rd, building apartments, and businesses along SR-7 fall within the circle of influence of specification 108. Approach: Our team will coordinate with the contractors' specialty engineer to submit the Survey and Vibration Monitoring Plan for review early on and to have ample time to perform a thorough preconstruction survey, including house pools, and make sure an update is provided during and after any operation.

A.3 - KEY MILESTONES: Achieving construction milestones in a successful and timely manner is paramount, and they are: 1) CEI NTP: Our team will immediately begin the utility, Signal & Lighting coordination that is required prior to construction to avoid or minimize any potential impacts to the project during construction. 2) Contractor mobilization: Ensuring Staging Area, MOT implementation, coordination, and expectations are set for the entire project. 3) Completing critical construction activities:

wrapping up the Signalization, Lighting, ADA improvements, and widening work. 4) Final Inspections: successfully complete all BCTED, FDOT Maintenance, and Cities punch list. 5) Project Closeout: Final acceptance, permit closure, and turnover to maintaining agencies.

B1. UNDERSTANDING OF ISSUES THAT MAY IMPACT STAKEHOLDERS:

Paving Operations - Issue: Our team will ensure the traveling public is not exposed to unsafe travel conditions. Approach: CHP will ensure the contractor limits the length of milling operations to what can be resurfaced during the same work period, so traffic does not ride on the milled surface and all drop-offs are addressed prior to opening the lanes. Areas of exposed base will be carefully documented in case of failures such as slippage or depressions due to base failure. Hard Rock Hotel & Casino: There are multiple challenges when it comes to construction within a heavily traveled intersection such as the one in SR-7 and Seminole Way. Issue:

These issues include high traffic volumes during the M&R Operations, emergency vehicle access at all times, and business and customer experience. Approach: Our team, in conjunction with the project's COS, will have to be in constant communication with the Seminole Tribe of Florida and Local emergency services to coordinate all operations, especially at this intersection. We will request a three (3) month event list to better plan our activities and mitigate any operation during high-peak events. TTCP: - Issue: Our team conducted a field review in the morning hours and experienced heavy traffic volumes throughout the corridor. With that in mind, we are concerned about the community pushback regarding the proposed TTCP, which allows for single-lane closures from 7:00 PM until 3:00 PM (next day). Approach: We will monitor the traffic behavior of traffic during construction and provide the Department with actual traffic impacts so we could adjust signal timing or modify the TTCP. B2. PROJECT TIME AND BUDGET: Our team has compiled a comprehensive list of construction items and stakeholder coordination concerns that must be integrated into the baseline schedule. Any issues arising from critical or delayed activities will be promptly addressed in our progress meetings, where solutions will be collaboratively sought. Furthermore, we'll engage with the Contractor proactively to minimize or eliminate rework and field issues that could disrupt project timelines. Utilizing the CPPR, we'll ensure timely submission of schedule updates, while actively seeking opportunities to streamline operations and eliminate unnecessary tasks. Issue: Hard Rock Hotel & Casino is a year-round entertainment venue that hosts concerts and other special events. As such, they typically will have additional traffic control near their entrance, which could impact the contractor's work and schedule. Additionally, construction or maintenance work along SR-91 or I-595 which utilize SR-7 as a detour route could also impact the project schedule. Approach: The preconstruction preparation will be vital to the success of the project. Upon award, we will diligently begin establishing contact with adjacent projects and stakeholders. We will create a project event schedule shared between the contractor, CEI, and department to anticipate work conflicts far in advance. B3. MOBILITY AND SAFETY: Ensuring the safety and compliance of maintenance of traffic (MOT) devices is paramount in any construction project. Approach: Regular inspections and assessments of MOT devices, such as traffic signs, signals, barricades, and detour routes, are essential. These inspections should meet industry standards, with prompt maintenance procedures in place for any issues found. Training programs for maintenance staff improve safety awareness and ensure proper installation and upkeep. Keeping detailed records of inspections, repairs, and specifications offers transparency on MOT device status. Implementing this systematic approach can greatly reduce risks and improve the safety and efficiency of MOT device maintenance. Issue: This project includes school zones, pedestrian detours, and bus stops, which are essential to properly maintain during construction to ensure the highest standards for mobility and safety are upheld. Approach: Pedestrian facilities during construction need to be clearly delineated to avoid any confusion and be free of any obstructions, trip hazards, or drop-offs. Our inspection staff is trained to identify barriers to public mobility and safety and report them immediately to the contractor. For work outside of the shoulder, we will ensure that impacts to any bus stops are coordinated ahead of time with Broward County Transit, and that the contractor does not impact the accessibility to two consecutive bus stops.

II. CONSTRUCTION PROJECT MANAGEMENT & ADMIN

A. APPROACH TO ACCOMPLISHING THE MANAGEMENT,

ADMINISTRATION, AND COORDINATION ASPECTS OF THE PROJECT:

Management: Our approach to every aspect of a project begins with its customers in mind. Early and frequent coordination between the project team, FDOT, the Contractor, and other stakeholders is vital to completing this project. CHP will regularly interact with all stakeholders to ensure everyone is on the same page. SPE Manuel Alvarez, PE will keep Project Manager (PM) William Grey, PE, informed regarding the project's progress, challenges, and successes. He will participate in all project meetings, review lane closure requests and TTCPs, oversee operations planning, review CPM Schedules, and deliver construction engineering solutions to the Department. PA, Erick Colon, EI will run the daily operations, supervise inspection staff, and provide contract administration as well as be the point of contact for utility coordination, local municipalities, and James Jackson (Sr Project Manager) from the Seminole Tribe of Florida. Erick will also coordinate interim and final inspections with the BOPS Quality Assurance unit as well as BCT, BCTED and municipalities. CSS, Krystyna George will maintain project files and track documents via Project Solve Share Point (PSSP). She will also track all project funding and budgets to ensure encumbrances are obtained on time and potential overruns mitigated. Also, will ensure cost accounting for Utility Work by Highway Contractor (UWHCA) and LFA is tracked separately.

Manny will coordinate responses for public inquiries with the project's COS and be the point of contact for stakeholder outreach.

The Sr. Inspector will be responsible for documenting all pre construction conditions, daily work activities in PrC, and providing pay quantities to Krystyna, who will verify and prepare monthly estimates. Our Sr. Inspector will perform MOT inspections at the beginning and end of each work shift to ensure setup/take-down of MOT is done per plans, MOT devices are functional, and the corridor is clearly delineated. The Inspectors will assist the Sr.

Inspector with inspection duties and materials testing. We use Project-Solve and CHP's SharePoint to assign responsibilities, track issues, and share information with FDOT, the Contractor, and stakeholders. Our team will work closely with the Community Outreach Specialist (COS) to ensure that they receive weekly construction progress updates to be able to respond to inquiries.

Administration: We will continuously administer the contract with CPAM at the forefront of our decision-making. Meet with the Client:

Once we have received a Notice-to-Proceed (NTP), and prior to the preconstruction conference, CHP will attend kickoff meetings with the Final Estimates office to discuss project documentation. As part of our early preconstruction activities, the CHP team will attend the Design Hand Off Meeting and provide our input and analysis from our constructability plans review so that these items can be addressed before letting. Preconstruction: We will complete an extensive field review, including videos, pictures, and an elevation survey, to document and inventory existing conditions within the work zones and right-of-way. We will conduct the preconstruction meeting with all the stakeholders and ensure that the Contractor provides the initial baseline CPM Schedule, a Hurricane Preparation Plan, Emergency Contact List, Access Control Plan, Lighting Plan, Stormwater Pollution Prevention Plan, Erosion Control Plan, Hazardous Spill Control Plan, and a list of all qualified subcontractors. During Construction: We will document and inspect all activities performed in the field, conduct pre-activity, weekly progress, schedule update reviews, monthly progress estimate review of quantities, and any other necessary meetings to resolve issues. Progress Meetings: We conduct purposeful meetings that address Project progress, contract status, utilities, RFIs, compliance, permitting, public outreach, and action items. Quality Control: To assure construction quality, we will use all available tools, such as the CPPR, or issue VW, DWL, and DL as necessary.

However, we find it ideal to solve construction quality issues at the lowest level before issuing any of the above-mentioned deficiencies or warnings. Our team will perform all required daytime and nighttime field operations, maintain all quantity records, process monthly estimates, maintain the project's as-built plans, prepare work orders and supplemental agreements, and prepare weather letters and MPR. Coordination: This project will require extensive and ongoing collaboration with various entities, including BCTED for signalization and Broward County Transit for bus stops, City of Fort Lauderdale, City of Hollywood, City of Plantation, Town of Davie, emergency services, law enforcement agencies, and stakeholders such as local businesses and schools. We will work closely with each stakeholder to schedule lane and sidewalk closures, conduct testing on new devices and components, ensure the proper functioning of systems, and ultimately obtain final acceptance of the completed work. CEI: Manny will conduct weekly staff meetings to disseminate important project instructions, review upcoming work, and distribute approved shop drawings and revisions. Design: Managing communication between the EOR, BCTED, and other Department units to ensure adequate responses to contractor inquiries and quick turnaround on issue resolution.

Communication with the EOR will always be done via the CEI Team to ensure uniformity and consistency with previous Department actions. Contractor: We will coordinate with the contractor to ensure traffic impacts are disseminated with ample time and access impacts are minimized.

B. OPTIMIZATION OF PROJECT SCHEDULE AND BUDGET: D4 aims to complete projects within 20% of the contract time and 10% of the budget. Our team's time management strategy focuses on proactive solutions for construction activities, setting us apart from mere inspection centric CEIs. We meticulously analyze baseline and monthly schedule updates, considering work scope completeness, submittal activities, TCP phases, activity logic, duration, constraints, cost and resource loading, and utility work.

Key indicators of schedule progress are highlighted at weekly meetings, such as the ratio of near-critical activities that have started compared to what should have started to maintain project momentum. To minimize budget impacts, our CHP team employs a systematic inspection process, examining existing site conditions, contract design requirements, contractor layouts, and installations for each operation. Contractors on previous projects have valued our approach, executed consistently, predictably, and repeatedly, ultimately leading to time and cost savings.

C. KNOWLEDGE AND EXPERIENCE WITH PROJECT DOCUMENTATION:

We will use the CPAM as the basis for all project documentation, including monthly estimates, work orders, supplemental agreements, accident reporting, invoicing, final acceptance procedures, and final estimates. CHP emulates the latest FDOT Project Solve Reference List for our SharePoint filing system, encompassing all project documents and correspondence. We will review and respond to all NOIs, RFIs, and RFMs within 24 hours of receiving them. We will monitor DCE Memos, Construction Bulletins, and Roadway Design Bulletins for changes that may affect the project. Monthly CPPR and Weather Letters will be issued to the Contractor within the first days of the month. MPR: We will provide our MPR write ups to Project Managers, on the Friday before cutoff and include meaningful information such as project progress, upcoming milestones, time/money performance, and tracking of risks/issues. PSSP/EDMS: Document control is a top priority that is necessary to ensure all areas of required project documentation are submitted timely. We have developed a schedule for PSSP uploading to ensure Quality Assurance requirements for document control are being met. Daily Work Reports (DWR): Our inspection team will write and submit a DWR for all construction activities in PrC, which will be promptly reviewed and approved by our Project Engineer. SAs/WOs: The moment a WO or SA needs to be produced, we will notify the EOR, DPM and PM via an early notification email, pursuant to FDOT policy. Our goal is to execute and pay all SAs and WOs on the very next estimate. Federal participation will be verified prior submittal. Lane closures must be submitted by the contractor and approved 14 days in advance in LCNS Plan Share to be coordinated with the COS for distribution. Once the lane closures are approved, our inspectors will monitor the contractor's field management in Live Link. Any possible detours or traffic pacing plans must be requested at least 30 days in advance to channelize approval. Claims: Our aim is to swiftly address any problems that may arise at the local level and successfully complete the project without any claims. In case a claim does arise, our team of field inspectors is well-trained to meticulously document any additional work and accurately fill out extra work forms, all with the goal of minimizing costs. We will make certain that the Contractor strictly follows the established procedures and submits a notice of intent to claim prior to undertaking any proposed work. Shop Drawings: Our team will diligently oversee the review times and collaborate closely with the reviewers to expedite the process. Monthly Progress Estimates: we will maintain our pay item database up to date throughout the life of the contract. Our team will meet with the contract on Thursday before cut-off to go over the quantities of the for the currently cut-off. Progress Estimates will be processed on the Monday after cutoff before End of Business. MAC Earthwork Records System:

Our team is familiar inputting and managing density graphs, closing samples and creating comparison packages. Materials Certifications: Our team excels in utilizing MAC systems and has vast experience ensuring that only qualified and approved materials are utilized in the project. We will sample and test all components, materials, and completed work as per Contract documents and the current Job Guide Schedule. Proficient in Material Acceptance Resolution (MAR), we process samples by completing comparison packages, elevating failed samples to MAR status and providing recommendations accordingly. Material status will be discussed and any issues with failing or missing materials promptly resolved at progress meetings. Final Estimate and Acceptance: We will schedule our kickoff meeting with the Broward Operations Final Estimate Team to set expectations and continue to work closely with them from day one to ensure a seamless delivery of the Contractors offer of final payment and deliver the final estimates package within the allowable time, including the material certification. Contractors Certification of Quantities (MOT, Striping, etc.) will be uploaded into PSSP at each cut-off period and will be tracked and logged in the summary sheets for submittal at Final Estimates. As-Builts will be updated monthly with Bluebeam reflecting all completed items in the Estimated Quantities sheets with corresponding back-up documents uploaded so that EDMS numbers are generated and referenced in the Final As-Builts. All required final estimate summary sheets (Fuel, Bituminous, CPF) will also be updated monthly for timely submittal of the Final Estimates Package. Overrun and underrun quantities, CPFs, and incentives will be tracked to ensure adequate funding.

III. PROJECT STAFFING

A. PROPOSED STAFFING QUALIFICATIONS, EXPERIENCE, AND

AVAILABILITY: The proposed team has demonstrated, through their experience, their ability to finish projects on time and budget, resolve issues, identify cost and time-saving opportunities, obtain final acceptance within allowable Contract Time, satisfy the material acceptance requirements within the expected timeframe, and submit error-free final estimates. SPE Manuel Alvarez, PE has over 34 years of experience in CEI with the last 10 years on District 4 projects. Manuel has served as SPE on his last two D4 RRR projects, and previously served as PA for eight years in I-75 and I- 95 Express BOPs projects which both contained extensive similar scopes. This combined experience makes him the best candidate to lead the day-to-day management of the project. PA Erick Colon, EI has 11 years of professional experience and is currently serving as an Assistant PA/CSS on two District 4 projects with Treasure Coast Operations. He has received excellent feedback from FDOT staff on his thoroughness and timeliness. Prior to this assignment, Erick completed the SR-91/SR-821 Project and submitted the Final Estimates package ahead of schedule with no procedural errors. Erick began his career in CEI as an Inspector and has risen through the ranks as a Senior Inspector and Contractor Support Specialist to his current position. During this time, he worked on several similar off-system, LAP, or mobility improvements projects such as the Pompano Beach Sidewalk Mobility Improvements project with Broward Ops PM Charles Hughes, PE. This relevant experience combined with the comprehensive understanding of the duties and responsibilities of a CEI team at all levels, makes him the ideal Project Administrator candidate for this project. CSS Krystyna George will verify and prepare monthly estimates, upload project documentation, track MAC inputs, verify packages, and prepare work orders. She is very familiar with completing asphalt Lot packages, reviewing roadway reports, and keeping track of quantities. Sr Inspector: Marlon Naranjo has 10 years of experience in the CEI/Construction fields working for various agencies that include FDOT Districts 4, 6, Turnpike, US Army Corps, and SFWMD. He is also well-versed in Blue Beam, PrC, MAC, and PTS. Inspectors: Albert Bosch & Michael Perez, they both possess extensive experience in materials inspection, testing, and coordination in various field settings. This diverse background provides them with a comprehensive understanding of the material acceptance process, spanning from field inspections to laboratory testing and approval.

B. STAFF'S EXPERIENCE AND PAST PERFORMANCE ON SIMILAR

PROJECTS: Our proposed staff for this project form a cohesive team as they have successfully completed several FDOT projects with similar scope. Manny's last three completed projects have involved utility relocation, roadway reconstruction, MOT and detours, bike lanes, drainage, lighting, signals, and signing and paving markings.

We are currently working to complete the US-1 (446110-1) project with Treasure Coast by 09/2024. The project is very similar in nature – a federally funded RRR project with ADA improvements, drainage, lighting, and pedestrian signalization. In 2023, Manny, Erick, and Marlon worked in similar roles on the Turnpike Resurfacing project in Broward County adjacent to SR-7 (437990- 1). Overall, they form a cohesive team and are currently working in similar roles, which makes them well suited to transition and succeed on this this project.

IV. CEI CONTRACT MANAGEMENT

A. APPROACH TO MANAGING CEI RESOURCES: We will ensure effective management of our CEI resources and budgets by conducting weekly expenditure reviews and making necessary adjustments to stay within the allocated budget. To provide the Project Manager with a comprehensive financial overview of the CEI contract, we will include an actual and projected spreadsheet with each invoice submission. As per the project requirements, inspection personnel will be phased-in and out as necessary to maintain round-the-clock coverage. Our proactive approach will persist in identifying and addressing any issues in the plans and field before they can potentially cause delays. Additionally, we will collaborate closely with the Contractor, encouraging them to work efficiently and complete the project within a timeframe shorter than the estimated contract duration.

B. APPROACH TO CEI QUALITY CONTROL: Yaroslav Concepcion, PE will deliver a comprehensive Quality Assurance (QA) Plan tailored to this contract within 30 days. Carlos D. Perez, PE will serve as the QA Manager and will conduct independent QA reviews on a quarterly basis. The QA/QC Plan has three stages: 1) Preconstruction: Verify that the inspectors have current and relevant qualifications, Contract Documents, Manuals, guidance documents, and resources to perform their duties; 2) During Construction: Review the team's inspection procedures, weekly spot checks on random dailies for accuracy and correctness, verification of material sampling and testing, field documentation, contract administration using the FDOT Construction Inspection and Final Estimates Checklists for uniformity. Reviews will be conducted at 30/60/90% of the original project time, as well as an initial QA review on asphalt operations; and 3) Project Completion:

Review project records to ensure the as-builts, project warranties and material certifications are secured. We will share any findings with the PMs, within 5 days of each review.

As detailed above, we know the project, we are process driven and experienced, and are built to succeed. We look forward to working on this exciting project. Thank you for your consideration.

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 C.H. Perez & Associates Consulting Engineers, Inc.

S u b co n su lt an ts

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.

Project Advertised Major & Minor Work Types

DBE SB UU

Prime

S u b co n su lt

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.

Project Advertised Major & Minor Work Types

DBE SB UU

Prime

S u b co n su lt

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.