CN-550000-CAW45-00010000.pdf

STATE OF FLORIDA DEPARTMENT OF TRANSPORTATION

PROFESSIONAL SERVICES EXPANDED LETTER OF RESPONSE

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PROCUREMENT

04/18

Advertisement No.: 25448 DOT FM Number: 448050-1-62-01

Submittal Date: 11/5/2024 Project Name: Districtwide CEI Services for District

Construction Office Support

Consultant’s Name: Keith and Associates, Inc.

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

Street Address: 301 E. Atlantic Blvd.

City: Pompano Beach State: FL Zip: 33060

Office Location: Broward County Contact person: Christina Yero, PE

Phone: 954-788-2400 Contact email: cyero@KEITHteam.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.

Keith and Associates, Inc. (KEITH) is excited to submit our Expanded Letter of Response for District 4’s Districtwide Construction Engineering Inspection (CEI) Services for District Construction Office Support. KEITH’s mission is to create, expand upon, preserve, and enhance our community; and we cannot think of a better vehicle to accomplish that than through this contract. At its core, this contract will allow KEITH to support District 4 (D4) and the Florida Department of Transportation (FDOT) Project Manager (PM), Stacey Sasala, in the successful operations of the District Office and D4 throughout Broward, Palm Beach, Martin, St. Lucie, and Indian River Counties.

The Department is challenged with having support staff readily available for expedited or unique tasks as the work program ramps up or construction project needs are modified. The KEITH Team is specifically curated to ensure we provide D4 with a proven Contract Manager (CM) as leader, a robust team with the availability and redundancy to support multiple task work orders (TWOs), specialized team members to address unique project elements, and vast experience within D4 and statewide, providing in-house support and FDOT contract management. We are confident that our team provides excellence in each of these categories, combined with a thorough understanding of the contract scope, while keeping an eye towards safety, innovation, and resilience to ensure success no matter the task or challenge.

AWARENESS OF CONTRACT ISSUES

Before any problem can be solved, it must be understood. The KEITH Team is fully aware of potential contract challenges/issues and has developed a plan to address these throughout the life of this contract. KEITH is accustomed to delivering on continuing contracts, as demonstrated by our current/previous districtwide (DW) and continuing service contracts (CSCs) in D4, D6, D7, and Florida’s Turnpike Enterprise. Particular to this contract, we understand the main objective is to provide the District Construction Office (DCO) with a

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PROCUREMENT

mechanism to augment its in-house resources with construction support staff to accomplish project duties and deliver on the work program efficiently for our communities. The positions within the scope include Senior Project Engineer (SPE), Project Administration (PA) staff, Assistant PA, Contract Support Specialist (CSS), Assistant CSS, Secretary, Utility Coordinator, Senior Environmental Specialist, Environmental Specialist, Senior Community Outreach Specialist, Community Outreach Specialist, and CEI Scheduler. In addition to the positions identified in the scope, we recognize that this contract may be used to assist DCO across a spectrum of unique construction support roles, such as Final Estimates (FE) Specialist, Constructability Reviewer, and MOT Reviewer. As such, we have included 12 subconsultant partners that are actively supporting these roles at D4 DCO to ensure consistency in support staff (e.g. Tina Nuzzi at RK&K, the current D4 FE Specialist). Similarly, our subconsultants specialize in unique work discipline areas locally and are familiar with providing in-house consultant support specific to these exact roles in the past, throughout D4. We further understand the assignments may vary from short-term part-time to long-term full-time and we are ready to support DCO with these versatile demands as needed. We have communicated with the FDOT PM, Stacey Sasala, and the Consultant currently managing CAH34 to better understand current support needs and how the contract is envisioned to be used to its best capacity, both now and in the future, in preparation for this submission. Based on those discussions, we understand that this contract may be used for federally funded project support at DCO and possibly at the Broward, Palm Beach, and Treasure Coast Operations Centers. KEITH and our subconsultants are well versed in federally funded project requirements and have experienced staff to support any potential requests. Additionally, from a contract management perspective, we fully understand the particulars for federal funds task requests and the process for additional funding requests if needed to supplement the original TWO due to a change order (CO) or contract time extension. Christina Yero, PE, will serve as the CM for this contract, bringing a wealth of FDOT and D4-specific knowledge in contract management and in-house support efforts, making her perfectly suited for this role. She recently managed the CAD58 D4 LAP Oversight contract with Stacey Sasala as her PM, which had over 100 TWOs. She also served as an in-house consultant in D4 for more than 6 years prior. Christina has 17 years of multi-faceted design, CEI, and contract management experience. More importantly, she is a strong team leader with a solid understanding of this contract’s function and needs; has strong organization skills coupled with company resources, including PowerBI to track TWOs; and understands the TWO execution, PM communication, and D4 invoicing/CITS process thoroughly.

In addition to the aforementioned, KEITH is aware of more general potential CSC challenges and is prepared to address, as follows:

Challenge: Having a strong pool of qualified candidates to meet the forecasted needs of D4 for the life of the contract. Approach: We have brought together firms with diversified FDOT and D4 experience that are familiar with the unique demands of CSC TWO contracts.

The KEITH Team has personnel and resources, which enable us to provide qualified candidates. The expiration dates for CTQP and other relevant certifications will be checked regularly and if any certifications are due to expire within 6 months of an assignment, the respective firm will be notified and asked to provide a schedule for re-qualification. Our proactive approach includes constant communications with Stacey about the status of upcoming projects that allow us to fine-tune personnel needs in advance. Our organizational chart in our included package further outlines our team resources and includes more than 100 resumes to fulfill staffing demands. Additionally, upon award, our plan of action includes: A. Review future TWOs with Stacey and review who the Department is using currently on TWOs under CAA39 and CAH34. B. Discuss who currently has an assignment that may be nearing completion and that the Department would like to keep active on future projects. C. Speak to our subconsultants requesting that they refrain from pursuing work with said staff members, ensuring their availability. D. If FDOT would like new resumes, we will provide them within 24 hours for all available staff from the entire KEITH Team, while ensuring all candidates are properly trained for that position. E. We plan to develop a global Automated Access Request Form (AARF) for all current staff to ensure consistency and readiness for when they would move to our contract. With this approach, we ensure proactive management for future TWOs and staffing necessities. Challenge: Providing personnel with little or no notice for emergency needs. Approach: We address/prepare for this in 3 ways: 1) Having a vast pool to select from, 2) Constantly updating a master list of immediately available personnel, 3) Having a subconsultant team that we have worked with in the past and can provide qualified candidates. Challenge: Accommodating current staff assignments. We are aware this Contract will be replacing a similar contract currently managed by Creative Engineering Group, Inc. (CAA39) and some of the TWO assignments may extend from the old contract to the new. Approach: The transition plan is simple; utilize all current support staff and ensure that there are no diminished services to DCO. If a staff member is not currently a part of our team, we will add them. Christina brings immediate relevant experience in supporting this effort, as she was the Consultant Engineer on CAD58 in April 2024 when the CA391 contract ended and together with Stacey, Hyacinth Williams, and Sharon Singh Hagyan, successfully worked through the process of migrating multiple staff and over 50 TWOs from one contract to the other.

APPROACH TO CONTRACT MANAGEMENT

Our approach to contract management incorporates the concepts of early and open communication with Stacey and any District Construction team members to include, as instructed by Stacey. Ongoing coordination and our main point of contact for this contract will be Christina Yero, PE. She understands the importance of proactive contract management, TWO tracking, and communication needs with not only D4, but with the subconsultants; all communication will channel through her to ensure a proper and consolidated chain of command. To support the accounting and invoicing needs of this contract, Christina will work with KEITH’s Director of Finance, Lisa

Gentili. They both have substantial contract management experience and a strong understanding of the FDOT systems and KEITH’s resources to track/manage TWOs and expenditures.

APPROACH TO MANAGING, ACCOUNTING, AND CONTROL OF FUNDS ON A TASK WORK ORDER CONTRACT KEITH tracks all our contract and task assignment budgets through Deltek VantagePoint (Deltek). This system treats each TWO as an independent project and provides detailed project-by-project financial budget sheets offers extensive, detailed, and contract-specific PowerBI reporting. These tracking reports are run on a regular basis, ensuring we remain within budget. This allows us to monitor the actual versus projected budget as frequently as desired. By monitoring our budget performance regularly, we can make any necessary adjustments to ensure all funds are used to maximum efficiency. As described above, each task has a different budget and contract rate for the staff position. This means that if a staff member from a subconsultant is placed on a task, the burn rate is different. Our management and accounting team monitors subconsultant budgeting the same as we do our own. Through the use of Deltek software and PowerBI, we ensure funds are under control throughout the life of the contract, ample time is allowed to encumber funds if needed for extensions or contract changes, and allow us to quickly provide reports to Stacey, which identify at any time, all contract and task metrics to date.

Additional key areas of focus to successfully manage contract funds on TWO contracts is to follow a strategic approach encompassing the following: A) Seasoned and dedicated management personnel committed to maintaining continuous communication with DCO/FDOT PM; B) A proactive needs identification process; C) Advance preparation; D) Emphasis on safety; E) Implementation of a strong TWO management process; F) Timely and accurate timesheets, and G) Following FDOT guidelines to ensure prompt monthly CITS invoice processing.

Communication: Early and transparent communication with Stacey, through an initial meeting and regular ongoing email correspondence, will ensure we are versed in contract expectations from the start and stay engaged and available for expedited TWO authorizations or TWO closeout requests, and other inquiries. Christina prides herself in her responsiveness and will be readily available for any contract needs. KEITH will maintain regular communication with our subconsultants and keep track of a pool of staff who are available at any given time for this contract. We will set up periodic meetings with Stacey to check in on current and future staff needs and should there be any upcoming requests discussed. We will reach out promptly to all of our subconsultants to proactively provide available, qualified staff and our goal is to ensure an equal opportunity for all subconsultants to be considered for staff assignments by requesting responses from each of them every time. This ensures FDOT receives the most viable candidates for consideration on each opportunity.

Needs Identification: Upon receipt of a formal request, KEITH will assess the requirements outlined and identify staff who align with the criteria. Resumes of suitable candidates will be submitted to DCO expeditiously, ensuring the availability of personnel and establishment of a TWO in a timely manner. Our objective is to present at least 3 resumes of the most qualified individuals from our team, checking experience and certifications to the assignment and scope. We pride ourselves on our responsiveness and are committed to a turnaround time of 24 hours for email or phone calls.

Preparation: Leveraging insight learned from our current continuing services contracts and experience from our work with D4 and the FDOT PM, our team will closely follow all Department policies, procedures, practices, and preferences. We have aligned many of our internal operating procedures to meet these standards. Prior to the commencement of any assignment and following staff selection, the preparatory phase begins. This involves identifying specific requirements for each task and gathering, organizing, disseminating, and reviewing pertinent documents, such as project plans, submitting AARF and establishing User IDs, one-on-one introductions with their assigned DCO supervisor, and review DCO-specific procedures and timesheet guidance.

Safety: Ensuring the safety and well-being of all personnel involved in our contracts and projects is of utmost importance. We prioritize the identification and elimination of unsafe acts, hazardous conditions, and near-miss incidents. We encourage training and all practices where safety is prioritized. This proactive stance towards risk mitigation forms the cornerstone of our safety philosophy. Through continuous vigilance and thorough risk assessments, we endeavor to preemptively address any potential dangers that may arise during our work in both the office and the field. We firmly believe that by maintaining a steadfast commitment to safety, we not only safeguard the well-being of our team members and workers, but also ensure the safety of the communities who may be impacted by our activities.

Contract Management: Managing the contract is just as important as providing qualified, capable, and prepared staff for ease of contract flow; furthermore, we are continuously identifying and implementing process and technology improvements for managing our TWO-based contracts, with Deltek and PowerBI.

Upon candidate approval, we will submit a fee estimate for TWO preparation, Personnel Action Request (PAR) form or AARF, and resume package with certifications. We will identify all relevant FM numbers that staff members will be assigned to mitigate the need for future amendments or prepare a global AARF if preferred. We understand each TWO assignment will be outlined within the TWO

Authorization. That identifies the scope, required staffing, and anticipated duration of services. Our estimated fee proposal will be based on the positions selected and a negotiated staff hour estimate. We will submit an Automated Computer Security Access Request Form along with VPN access to work within FDOT SharePoint.

Timesheets: KEITH utilizes stringent timesheet policies internally and adheres to these expectations for our in-house staff. Each staff member enters time daily into Deltek and obtains weekly approval thereafter. The procedures for timekeeping are also implemented with our subconsultants to ensure consistency of contract performance. The assigned staff members will provide timesheets to their Construction PM/Supervisor for review/approval; the approved timesheets are included as the Consultant Invoice Transmittal System (CITS) invoice backup documentation. KEITH can set up Deltek to show desired information, however, we typically include FM Number for each task assignment and TWO Number to ensure the PM can cross reference/verify that the approved hours have been accounted for properly as an additional project control. The approved weekly time package is routed to Lisa and the Finance team for processing and final QC. During the QC process, we verify that our staff, including subconsultants, are using correct job classifications and other established parameters for each task.

CITS Invoicing Process: The invoice package typically includes all approved timesheets, a Status Report, EOC Report, and the preliminary CITS invoice, including any subconsultant billed time on or before the 15th of each month. Prior to invoice submittal, an internal QC is conducted to review all information and timesheets and cross-reference action requests to ensure personnel are invoiced at the proper contract rate. Once the invoice is reviewed and approved for electronic submission by Hyacinth or an assigned delegate, we will submit via CITS and email Stacey to advise that the invoice has been transmitted.

APPROACH TO MANAGING THE TASK WORK ORDER PROCESS

A successful approach to managing the TWO process requires a consultant with outstanding communication skills, flexibility, depth of quality staff, established relationships, and a thorough understanding of the Department’s needs. The KEITH Team, led by Christina, will not only meet, but exceed the Department’s expectations in all areas. As outlined earlier, identifying needs and personnel, meeting and communicating regularly with Stacey, monitoring TWOs via Deltek, providing PowerBI reports for all contract metrics, and ensuring comprehensive and timely CITS invoicing monthly will all be key elements to our approach. Christina, along with the support of Lisa and the Finance team, will manage and conduct the TWO process. This team is proven successful, based on Christina’s D4 contract management experience and a finance team with years of experience successfully managing TWOs on our 7 current FDOT continuing contracts. Our team brings ample lessons learned in key functions to not only bring a successful approach to the TWO process but improve it!

TWO Closeout/Recovery of Funds: Lisa will submit a TWO Recovery package as soon as each TWO is complete, final is accepted, and all invoices have been paid. We understand it is important to return any remaining funds back into the contract for use on future tasks. We are familiar with this process, as we have closed out and returned funds on countless TWOs on our past and current FDOT contracts.

Monthly Contract Status Reports (TWO Tracker): KEITH uses Deltek as an accounting resource to provide detailed reports for each TWO. The system and elaborate contract tracking spreadsheets track resources, time expended, percent complete, authorized funds to date, and remaining budget. The PowerBI reports are generated to track all TWOs, close out TWOs, and to keep an accurate record of authorized and remaining contract funds. This monthly report allows for accurate forecasting of funds so any amendments can be processed 1-3 months in advance. Our team has established this project and budget tracking system to evaluate efficient use of staff, assist in staff planning, and monitor funding both on a task-by-task and overall contract basis.

QUALITY CONTROL OF CEI PERSONNEL, INCLUDING MONITORING STAFF PERFORMANCE, AND HOW THIS IS MANAGED

ACROSS POTENTIAL SUBCONSULTANTS

The QA/QC Officer for this contract is Tony Melton, PE. Tony has 41 years of experience supporting FDOT projects and QA/QC on them. His experience, coupled with his proactive and responsive approach, provide the Department the assurance that the KEITH Team will provide high quality deliverables and services. KEITH’s QA/QC program begins with each individual on the team taking pride and personal accountability for what they produce. Our QC reviewers are independent of the CEI team and familiar with FDOT policies and procedures. Our Quality Control Plan (QCP) is a dynamic document that is updated to account for Contract-specific requirements and covers every aspect of our responsibilities, from issuance of a TWO to its closeout. It incorporates both the FDOT’s Construction QA Critical Requirements Lists and Construction Inspection QC Guide lists. Tony and his team will utilize QC checklists and tracking logs to support reviews of assigned staff bi-annually, as well as bi-annual reviews of the contract management by outreach to the FDOT PM. In addition, a fully detailed Quality Assurance (QA) Plan will be furnished to the FDOT Project Manager within 30 days after receiving award of the Agreement. Should there be significant changes to the work requirements, it may be necessary to amend or revise the QA Plan to stay current with the work requirements. The main point of the reviews will be to address staff compliance with Department specifications and procedures, staying up to date with certifications and qualifications, and accuracy of work being performed.

As the Prime Consultant, we will ensure that our QA/QC Plan applies to subconsultant staff as if they were KEITH employees. We have partnered with trusted firms who understand and support this approach. Should remedial action be required, each respective firm will be held accountable to improve their personnel performance, either through training, mentoring, or advisory support, as necessary. We will use the Phase Review Checklist (CPAM Guidance Document 1-1-A), as well as in-house-developed checklists for these reviews.

Completed checklists will be provided to the FDOT PM throughout the life of the contract. As proof of KEITH’s QA/QC-focused culture, our most recent consultant evaluation quality scores on our current CSCs are 4.0, 3.9, and 4.5 respectively.

APPROACH TO STAFFING NEEDS

KEITH engages as an extension of our clients, with an analytical lens and a goal to resolve development issues in a collaborative way;

one that goes beyond the personnel and services we provide. KEITH takes what might be considered mundane and transforms it by considering it through our unique lens, reshaping each project so that it’s more than just functional, it’s sustainable.

THE FIRM’S PROCESS PLAN/METHODOLOGY OF PROVIDING QUALIFIED STAFF REQUIRED FOR JOBS In addition to excellent contract management, the KEITH team offers the Department a robust and diverse pool of over 100 qualified professionals, including specialists in various work areas, to support the needs of this contract. Specialist roles may include experts in Final Estimates, MOT, Plans Review, and other specialized construction services. As highlighted in previous sections, from management to staff, our team has substantial experience with contracts of similar scope and in-house assignments. We have partnered with several firms that offer CEI support to D4 at DCO and the D4 Operations Centers and many of the proposed staff members have experience working on TWO contracts. While not included in this ELOR, the total number of scope position CEI professionals and specialists employed by the 13 total firms on our team easily surpasses 500 just in South Florida. This adds significant depth to support the Department’s needs and these resources can be engaged at any time if necessary. Our subconsultant team includes RK&K, Creative, EAC, Corradino, WSB, RJ Behar, Scalar, Consor, JMT, ESA, Infinite Source, and Quest, who currently employ DCO in-house consultant support personnel or have similar experience on existing contracts. If DCO requires additional services or consultants to be added to this contract at any point during its duration, KEITH is prepared to accommodate this need via amendment. With our dedicated Corporate Support for this contract, Lori Treviranus, PE, RSP1, decisions are made locally and without unnecessary delays. KEITH recognizes that DCO employs TWO assignments that necessitate various certifications to deliver contract support and project administration tasks for a range of projects. Such projects may include resurfacing, minor widening, drainage improvements, pedestrian safety enhancements, sidewalk/bike lanes, landscaping, signal/ITS/lighting, interchange, intersection improvements, bridge repair/rehab/painting, push button contracts, and signing and pavement marking. Our team possesses all the requisite CTQP and non- CTQP certifications needed for the proposed tasks, and if anyone does not have them at time of award, we are committed to acquiring them prior to assigned task per scope.

POTENTIAL AVAILABILITY OF STAFF

To address the ever-changing status of available staff within our proposed team, we have implemented a number of processes from lessons-learned from our other continuing service contracts. To facilitate rapid identification of available candidates, we maintain a list of potential staff for each position in the contract. This is done by meeting regularly with our subconsultants to get updates on availability and update our tracking log of potential candidates. KEITH and each of our subconsultants understand that by participating in the pursuit, they have made a commitment to keep staff available to DCO and respond to staffing requests. Although there may be changes with anticipated project/task start dates and staff scheduled for a position could change, our Organization Chart clearly indicates that we have ample, available, and qualified staff to cover programmed tasks and address unforeseen needs. Additionally, all our proposed staff geographically reside within the limits of D4. If at any time during the contract DCO requires a specific staff member that is not available through our current team, KEITH stands ready to fulfill this need by initiating a supplemental agreement to add a consultant.

THE PRIME’S SENIOR PROJECT ENGINEER AND SUPPORT STAFF’S QUALIFICATIONS AND EXPERIENCE MANAGING

SIMILAR CONTRACTS

Currently operating as a Prime Consultant, KEITH is overseeing 7 continuing services, TWO-based contracts with FDOT and Florida’s Turnpike Enterprise (a sample of the contracts with budgetary ceiling amounts and TWOs to date are noted in the chart below). KEITH is committed to delivering rapid responses, with a turnaround time of 24 hours, while offering unparalleled certified staff who have demonstrated excellence from project execution to project closeout.

SIMILAR FDOT CSC EXPERIENCE

Contract Description Contract Amount # of TWOs Opened CAM29 FDOT District 4, CSC for Survey, Mapping, and SUE $5M 36 CA236 FDOT District 4, CSC for Landscape $5M 15 CAH73 FDOT District 6, D/W Misc. Location Survey Contract $1.5M 8 CAE85 FDOT District 6, D/W Utility Coordination $1.5M 29 CAQ10 FDOT District 6, D/W Landscape Design $1.5M 14

Christina Yero, PE, will serve as the Contract Manager and will support the Senior Project Engineer (SPE) role as-needed. She brings a wealth of FDOT and D4-specific knowledge in contract management in-house support efforts to this contract and recently served as SPE on projects with FDOT D2, Miami Shores Village, and the Town of Davie. She managed the CAD58 D4 LAP Oversight contract with 100 TWOs as CEI Consultant Engineer, with Stacey Sasala as her PM. She also served as an in-house consultant in D4 for more than 6 years in the past in various roles, making her fully aware of in-house support expectations and performance measures. Christina has 17 years of multi-faceted design, CEI, and contract management experience; but more importantly, she is a strong team leader with a solid understanding of this contract’s function and needs.

Jonathan Weymouth, PE, and Dwayne Vaughn, PE, will be available as Project Administrators (PAs) for the KEITH Team. Jonathan and Dwayne have more than 70 years of combined experience managing and performing construction administration and inspection on various FDOT, FTE, municipal transportation, utility, and aviation improvement projects. Both have an excellent record of establishing project budgets/schedules and managing budgets/schedules throughout construction. With particular attention to detail, our PAs have provided quality workmanship for various clients, including establishing effective project controls, assisting in resolving issues during construction in response to RFI or Change Order requests, and are experts in negotiating contractor claims to ensure projects stay on track with time and budget. Both understand the importance of project documentation and know FDOT policies and procedures and encourage a team management approach through close communication with their Client PM and all CEI team members. KEITH understands it is not the Department’s intent at this time to have an on-site full-time project administrator; however, for any future full-part time, in-house, or remote positions under this contract, Jonathan and Dwayne are committed to making themselves available for assignment.

Steven High and Katerina Mundy similarly bring more than 70 years of combined experience in contract support and project controls and will be available for any Contract Support Specialist (CSS) or similar specialist needs respectively, under this contract. They bring exceptional leadership skills, strong communication abilities, and extensive experience with contract support and administrative duties.

Both have worked on numerous projects for various clients throughout their careers and are eager to bring their strong abilities and commitment to transparency and accountability to this contract and DCO. Additionally, KEITH has Tina Nuzzi from RK&K included on the team as a CSS to continue her long-standing, current role under this contract, should the Department desire, in her Final Estimates Specialist role.

Lisa Gentili, Controller/Director of Finance, will assist in managing the TWO and AARF documentation. She successfully leads Deltek VantagePoint and PowerBI for TWO funds tracking, empowering KEITH management with real-time visibility into current and projected totals for individual Task Work Orders and entire Contracts. Her proficiency with Excel and the CITS program allows KEITH to manage the estimated CEI budget, while maintaining an exceptional service level for our clients. Lisa’s team will also be responsible for generating accurate and timely invoices for the Department review. Her comprehensive understanding of invoicing procedures, and TWO funding and manhour tracking, coupled with the support of our billing specialists, ensures efficient generation of monthly invoices for timely, thorough submission.

We are passionate about delivering excellence and striving to exceed the Department’s expectations. We are confident that our collaboration with our subconsultants will exceed all performance standards and client expectations for this contract.

In conclusion, we would like to thank FDOT D4 and the TRC Members for considering the KEITH Team for this contract. We look forward to the opportunity to work together and deliver a successful outcome for all involved. We appreciate your review of our response and ask you for a vote of confidence for the KEITH Team.

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 Keith and Associates, Inc.

Su bc on su lta nt s

Consor Engineers, LLC The Corradino Group, Inc.

Creative Engineering Group, Inc.

EAC Consulting Environmental Science Associates Infinite Source Communications Group, Inc.

Johnson, Mirmiran & Thompson, Inc.

Quest Corporation of America R. J. Behar & Company, Inc.

Rummel, Klepper & Kahl, LLP dba RK&K Scalar Consulting Group, Inc.

WSB LLC

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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