CN-550000-CAX19-00020000.pdf

STATE OF FLORIDA DEPARTMENT OF TRANSPORTATION

PROFESSIONAL SERVICES EXPANDED LETTER OF RESPONSE

375-030-23

PROCUREMENT

04/18

Advertisement No.: 25459 DOT FM Number: 449159-1-62-01; 449160-1-62-01

Submittal Date: 1/6/2025 Project Name: CEI Servs for I-95 RRR project in Martin Co.

Consultant’s Name: Ally Engineering Services, Inc.

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

Street Address: 14400 NW 77th Court. Suite 303

City: Miami Lakes State: FL Zip: 33016

Office Location: Miami-Dade Contact person: Moe Mabrouk, PE

Phone: 305-528-2311 Contact email: mmabrouk@allyeng.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.

Ally Engineering Services, Inc. (Ally) is pleased to submit this ELOR to provide CEI services on the I-95 RRR project in Martin County from north of Bridge Road to the St. Lucie County line. We have consistently delivered projects meeting FDOT’s time and cost goals and we are proposing an experienced team with extensive experience working in the Treasure Coast Operations Center to ensure the successful completion of this project.

Section 1-Awareness of and approach to project issues

1.1 Understanding of project’s intent and scope, technical

aspects, challenges, key milestones and FDOT Compass items specific to the project: The proposed improvements along I-95 will consist of 17 miles of milling and resurfacing to extend the service life of the pavement and enhance roadway safety while improving operational characteristics of the corridor. Improvements will include cross slope correction and superelevation correction to address hydroplaning. Additionally, the existing shoulder will be widened at the northbound on ramp and acceleration lane from SW

Kanner Highway (SR 76). Bridge joints will be repaired. Minor drainage extensions are shown to move headwalls out of the clear zone. Interchange signing (overhead and ground mounted) will be upgraded including 3 new span structures and 11 new cantilever structures. Conventional lighting will be added on theI-95 on ramp from SE Bridge Rd. (7 poles) and on I-95 from north of High Meadows Avenue to south of mile marker 105 and from north of Martin Highway interchange to the Martin/St. Lucie County Line (238 poles). A high mast light pole will be replaced in the SW Kanner Highway (SR 76) interchange. Wrong Way Driver Detection Systems (WWDDS) will also be installed on most exit ramps within the project. The project scope is very similar to the recently completed segment of I-95 from Gatlin Blvd. to SLW Blvd. that our team completed achieving an on time and under budget completion. This project also recently received the 2024 Smoothest Pavement of the Year from ACAF. The intent and scope objectives are to increase safety and mobility through this quickly growing area to support the community with a resilient roadway that will

375-030-23

PROCUREMENT

standup to the continued development to the north as this section of highway faces an ever increasing commuter load as drivers head south to work in the morning and north to home in the evening. This segment of I-95 has seen a significant increase in traffic outpacing the projections and is often slowed to a crawl on the commute north in the evening. The population of Stuart has increased by 14.5% and the population of Port St. Lucie has increased by 24.6% since the 2020 census. Our 1st recommendation would be to recheck the traffic counts to ensure the approved lane closure and detour times are still applicable and will not result in additional undue delay to our communities. The WWDDS systems bring new technology to the corridor in our continuous pursuit of Target Zero. This project also brings lighting to the remaining dark segments of I-95 through Martin County further enhancing safety. The project duration is 969 days plus 45 days of procurement due to the guardrail and lighting components. The letting is anticipated for April 2025 with a begin date in mid July 2025. The project also supports the final Compass tenant of Work Force Development with on-the-job training requirement that comes with federal funding and inclusion of an Inspector Aide in the CEI scope. With Target Zero and Alert Today, Alive Tomorrow in mind, we understand our projects need to be safe and traversable for the entire community; thus, we will review the work zone from all perspectives, throughout the project. We have reviewed the plans and visited the site to evaluate existing conditions and to verify constructability. We see the key milestones of the project as conduit and pullbox installation for lighting and ITS as this will be the controlling item of work for the project due to procurement lead time on light poles of 6-8 weeks, the time it takes to install 70,000 LF of conduit and over 200,000 LF of conductor, form and pour concrete slabs for more than 250 poles, service points and pull boxes; this work will be performed during the day.

This work can proceed independently of the milling, cross slope and resurfacing operations which is also significant with over 100,000 Tons of structural and 35,000 Tons of FC to be placed;

followed by thermoplastic striping and over 60 GM of rumble strips.

The key challenges will be coordination with others including FPL and TCOps for the numerous service points, Jorgensen as Asset Maintenance, D4 ITS and Eland, the Engineers of Record, PIO, ongoing adjacent projects and the local communities. Our team has established relationships with all these parties having recently coordinated service points along I-95, handoffs of I-95 to and from Diego at Jorgensen and Chris and Jose at Eland, worked successfully with Jasmani at Ardurra and Sohelia at ASA on previous projects and continue to work with Sam and Melissa to ensure timely communication of PIO concerns. It will be important to temper expectations of the community given the 3R scope will not meet their recent media outcry for increased capacity. Traffic Control: The project’s Traffic Control Plans (TCP) include simple phasing for completion of the work on I-95 involving single and double lane closures at night with a 10 mph speed reduction. Lane closure restrictions include no daytime closures, single lane and ramp closures from 8 pm to 6 am and a conflict in time for double lane closures with the south segment allowing closure of 2nd lane at 10 pm while the north project must wait until 11 pm. We recommend these be reviewed and reconciled as we had a similar issue on the recent project where all 3 concurrent projects had different start times causing the Contractor to claim undue restrictions. It was also noted that the 449160 project erroneously used the 999-102 Speed Enforcement pay item rather than the 102-14 Traffic Control officer for the blue light requirements associated for work on high speed facilities. We highly recommend this be corrected prior to letting to put the onus back on the Contractor for this necessary component of traffic control. 15 detours are included for milling and resurfacing ramps and installation of OHS. Both projects include a note prohibiting multiple detours at the same time. We recommend adding a full closure of I-95 detour for the installation of the 3 span structures; existing detours can be modified to include detouring the mainline traffic off the highway. Some detours are routed through another active project along SR 714 (448446-1); coordination is required. We will coordinate with all adjacent projects regarding advanced warning signs and MOT devices to ensure a single complete message is conveyed to the motorists. Review of MOT must happen daily and attention to MOT is a must due to high-speed traffic. We understand the requirements for Level 3 reporting and the purpose and procedure for the MOT Evaluation form following all accidents.

Lastly, we understand the requirement and need for temporary striping including RPM’s before opening the road the traffic and will emphasize this in the prework meeting. Stakeholder involvement Our team will include Treasure Coast Ops Maintenance and Asset Maintenance contractor Jorgensen in our prework meetings and include municipalities in our planning to ensure all special events are planned for and any traffic impacts are properly communicated to the Public. We will coordinate with Eland and the TMC to ensure the WWDDS are properly planned, installed, tested, and incorporated into the active Sunguide system. Communication Communicating to ensure motorists, residents and emergency personnel are aware of the upcoming work efforts and changes in MOT will help us as we strive for improved safety and mobility as we Target Zero fatalities on the roadway. Public Outreach: We will work with Sam Keyser to implement the Public Outreach Plan as the Community Awareness Plan requires including distribution of notifications and conducting an open house. We will continue to work with Sam throughout the project to timely communicate planned lane closures to ensure proper notification of the public.

We will work with the Contractor to ensure the new LCNS requirements are followed.

1.2 Understanding of issues that may impact

stakeholders, project time and budget, mobility, safety, and the ability to resolve these issues: Our team reviewed the plans in detail and highlighted the following challenges and our approach to resolve them. Issue: The 449160 roadway plans depict drainage extensions which are identified as clear zone issues in the Drainage Report. There are no details or pay items related to this work in the project. Solution: Determine if the drainage work is to be done and either add the missing information or delete the references to the work in the roadway plans. Issue: Both projects include bridge joint repairs for all expansion joints using a detail sheet. 449160 does not include the requisite pay items. Please confirm these can be installed 1 lane at a time as a single lane must remain active per TTCP.

Solution: EOR should add pay items prior to letting. We will ensure the polymer nosing and poured joints with backer rod are installed per the detail and manufacturer’s recommendations included with the submittal of the proposed APL product. Issue:

The Weigh In Motion sensors are pointed out in the plans but not addressed for replacement. Solution: Review needs for the Active Weigh In Motion Station and ensure needed pay items are included. The ITS and Lighting plans have numerous concerns and should receive a thorough review prior to letting. We will provide our constructability comments as soon as the CEI contract is awarded. Issue: The contractor will be excavating adjacent to existing electrical and fiber optic lines throughout the corridor for existing ITS devices and lighting. The ITS Locates pay item was not included in either project as required by Spec. 7-11.

The ITS truckline runs through the project and may be impacted by the installation of the lighting conduit, light poles and OHS foundation installation. Solution: Add the 633 pay item to the contract prior to letting. We will coordinate with Jorgensen to locate all lighting conductors in the vicinity of proposed underground installations. Issue: All ITS devices, service points, pull boxes and conduit runs must be documented using the ITSFM paperwork as required in Spec 611 however these pay items were not included in the project. Solution: Add the 611 pay items to the contract prior to letting. Our team has successfully completed the training for this paperwork and delivered a complete, accepted package to the Department on the previous project. Issue: Devices and pull boxes are in slopes or swales and may be exposed to water if location isn’t thoughtfully chosen.

Solution: Our team understands the need to keep pull boxes out of the water and to construct concrete pads for devices/cabinets with a “flat” horizontal grade. We will work with the contractor to think through each location and ensure that maintenance concerns are addressed during construction. We will not create mowing hazards to resolve electrical or fiber placement concerns.

Issue: The ITS cabinets shown in the details are post mounted.

The pay item included is for base mounted. Additionally, Type 2 service poles shown in details call for 16’ poles; D4 typically uses 12’ poles. Solution: Determine which condition is preferred by the Maintaining group and adjust plans/ pay items accordingly.

Issue: Details need to be reconciled with Standards and Maintaining groups needs. Details show incorrect callouts related to Load Centers and pullbox lids. Solution: Specifically reach out to maintaining group just as we would with signalization. Due to compatibility concerns, ITS does have preferred products that are needed so that the system will function; for example, the Managed Ethernet switch must be compatible with the Vlan at the Hub. (remove reference to FTE as this is not a Turnpike project) Issue: Circuits must start at a load center/service point. Each circuit typically has its own set of wires and runs continuously.

The Lighting plans randomly start circuits; Circuits A-I and C-II do not start at Load Center and are missing about 2000 LF of wire each; Likewise, Load Center D has 4 circuits with only 1 set of wires. Solution: A thorough review is needed of the plans to ensure they are constructable in order to control costs through proper bidding. Signing: Issue: Lead time on the 14 span and cantilever structures has been as much as 180 days recently.

Solution: Once projects are executed, we will work with contractor to produce a list of expected shop drawings including these structures and have them begin submittal and procurement of these items immediately to make the most of the 120-day procurement period. We will also ensure the QC Manager enters the producer(s) into MAC to begin the commercial inspection process. Issue: The project includes replacing the existing Chevron signs along the shoulder. Some of the existing panels are shown as 24 x 18; the new panels are 48 x 36. Solution: It will be important to ensure the calculation for post placement is done considering a minimum of 14’ from the edge of the sign panel to the edge of the travel lane to ensure they meet the offset required per standard. Issue: Cross section sheets are not provided for OHS locations on 449160 project. These are important to determine access for construction of shaft and erection of structure (will a temporary pad be needed?) as many of these are being constructed behind existing guardrail.

Solution: Provide the cross section sheets at these 13 locations so contractor can bid this item correctly. This also impacts restoration of the adjacent area. We also recommend the existing slope be verified at the 3 light poles being placed behind existing guardrail as it is an indicator that the slope is steeper than the 1:4 trigger for a longer foundation; all foundations are called to be standard in plans. ASSET MAINTENANCE: Issue: The corridor is under management by Asset Maintenance; on-going maintenance is not always up to date, resulting in maintenance costs during construction. Likewise, the ITS is managed under the D4 districtwide contract with Eland. Solution: We will review the condition of the existing facilities for compliance with the Maintenance Program Requirements and meet with the Treasure Coast Operations Maintenance office to identify any existing concerns along the corridor including review of maintenance records of this section over the previous year. We will then meet with Jorgensen and Eland to complete a walk-thru identifying maintenance needs to be addressed during the procurement period and/or identify items that are out of compliance that will not be addressed by construction; with only a 3R scope and addition of devices to the existing ITS infrastructure at splice vaults/HUB, the projects interaction with existing facilities is minimal. This will be documented in writing and with photos. We will establish a process to transfer responsibility for mowing and litter removal to avoid any disruption in service. We will identify and tag items with FDOT inventory numbers to ensure they are not lost or destroyed.

During the project, Jorgensen/Eland will be included in all pre-work meetings and invited to inspect items they have concerns about to identify items that may become maintenance concerns.

At the conclusion, they will be included in all walk throughs and allowed to contribute to the punch list so that upon final acceptance, they are ready to resume maintenance of the corridor. COORDINATION WITH TMC and D4 ITS: Issue: The Traffic Management Center (TMC) and D4 ITS (including their CEI Eland) will need to be notified of any lane closures and any ITS devices that may be temporarily down during the splicing operations to add in the Wrong Way Driver Detection System (WWDDS). Additionally, these parties are to be included in shop drawing reviews and scheduling of testing of devices particularly the 30-day Systems Testing. Solution: We will ensure the contractor follows the requirements of Supplemental Spec. 102-3 with regards to use of the new lane closure notification system and real time reporting app. We will meet with Alexandra and her D4 ITS team members to discuss their current procedures and establish points of contact for the project. Having worked with this group on the recent more extensive ITS additions on I-95 between Becker Rd and SLW Blvd, we are fully aware of the impacts this group can have to the project schedule. Due to the technological nature of this work type, the shop drawing review by them is extremely important to ensure the parts proposed will work with the existing system. If this group has not explicitly reviewed and accepted the ITS design for this project, it would be highly beneficial to construction to specifically follow up with them as we see numerous concerns with the plans provided and do not believe the system will operate as anticipated as shown in the Biddabilty plans. The recently completed project had a complete redesign of the ITS system during construction. While the ITS work proposed on this project is minor, waiting to address this during construction will likely result in premium costs due to rework. SAFETY: Issue: I-95 is a high-speed limited access corridor, which requires special attention by a strong CEI team with experience in construction on limited access facilities to ensure work is conducted with safety in mind. Solution: Safety will be our number one goal on this project! We will include a weekly safety discussion in our progress meetings with the contractor. MOT will be inspected daily with an emphasis on ensuring proper implementation of lane closures and advanced warning signage. MOT deficiencies and safety related issues will be addressed immediately, period!

Section 2 -Construction Project Management and Administration

2.1 Approach to accomplishing the management, administration, and coordination aspects of the project: Approach to Project Management: The core of our project philosophy and our management style is to always put the project first and achieve win-win outcomes. We work hard to build relationships and foster interest in a successful project early on to establish a strong foundation with the Contractor, Department, and our stakeholders.

We believe in being proactive, beginning with performing extensive pre-construction and pre-activity constructability reviews, developing detailed submittal logs, cooperatively assisting the contractor in forward planning, and following through with diligent tracking of Contractor submittals in order to minimize processing time. Upon selection, we will work with the Treasure Coast Operations staff and the Design team to ensure any constructability issues are resolved prior to the project’s letting to minimize time and financial impacts to the project. In a corridor such as this, we anticipate unexpected changes to occur, so our Team will be prepared to make field changes and decisions to assist the Contractor to properly allocate resources, including strategically placing or redirecting forces to more efficient operational sites. We are confident that we understand the proper project documentation required for the project and will create and maintain records timely ultimately producing a clean Final Estimate. We will prepare detailed agendas and minutes tailored to the project for hand-off, pre-construction, pre-activity, weekly progress and close-out meetings, as well as CSI, Partnering, and Scheduling workshops.

We maintain a project issue matrix with Ball-in-Court and commitment dates to ensure solutions are provided timely and the issue remains active until final resolution. Coordination with Adjacent Projects: In the unlikely event these 2 projects are awarded to different contractors, we will ensure they coordinate with each other as is required by the contract. Additionally, there will be an active project on SR 714 and Jorgensen will be active with ongoing Asset Maintenance needs. As we did on the previous project, we will create an email chain and conduct Teams and field meetings as needed to ensure the planned activities including MOT are discussed together so no one is caught off guard by the actions of the other group. Approach to Environmental Coordination:

Ensuring BMP’s are in place prior to starting activities and ensuring weekly inspections and maintenance are performed will keep sedimentation and debris on site. During pre-activity meetings for drilled shafts and directional bores, we will discuss the containment plan to ensure all fluids are captured and contained. We will work with Maggie and Crystal to ensure the project is kept in compliance.

Coordination with TCOp’s QA Team: Our Team is familiar with the Treasure Coast Operations procedures and style as we have completed a project and are currently working on a project for them.

Wendy and Jose served with the Maintenance group and worked closely with the Plans Review and Quality Assurance groups during that time and on the current assignment. Our Senior Inspector Lisa Porter has been serving TCOps for many years and is known for delivering a quality product. Our day-to-day Team are residents of the Treasure Coast. These relationships foment a solid coordination effort to ensure these groups are made a part of the project team and their experience used to reduce concerns during the final walk through and maintenance handoff. 2.2 Optimization of project schedule and budget: The baseline schedule is the key to set-up the project for long term success. Our team will provide a comprehensive schedule analysis and meet with the stake holders to define the budget process. We will check the durations, predecessors and successors to ensure the project work follows a logical path. Our staff’s experience as contractors and extensive background allows us to identify critical items that can affect time/cost before they are impactful. We will discuss items that we find to be a potential problem with our PM, Mr. Freeman and ensure our project team provides the appropriate level of oversight for each issue to resolve it quickly with minimal cost/time impact. If a contractor falls behind schedule, we verify that they are providing resources to catch up. If they continue to be behind, we elevate it up with letters of concern and meetings. If the issue is a supplier, we have resolved those with a plant visit and review of the operation, but we recommend a meeting with the Contractor to discuss supply/ chain issues. We will encourage the contractor to order all materials early to mitigate supply issues. It is anticipated that a CSI may be submitted regarding the overbuild scope as has been done on many cross-slope correction projects involving overbuild. We are intimately familiar with this CSI as it was successfully completed on our recent project. 2.3 Knowledge and experience with project documentation: The Ally team is expertly knowledgeable and familiar with using ProjectSolveSP (PSSP), MAC, PrC, State Construction Office reporting, and other Department programs, as well as the procedures for submittals such as change orders, estimates, CPPR, drilled shaft logs, directional bore logs, etc. CPPR: We will utilize CPPR in accordance with Treasure Coast Operations’ guidance, including the proper composition and distribution of any warranted VWs, DWLs and DLs. We will keep detailed logs of open items with ball-in-court, action items, and follow-up dates, to ensure commitments are honored & the project progresses on schedule. Earthwork & Asphalt Documentation: The Earthwork waivers will be processed timely prior to construction and following the completion of the earthwork or surveys will be completed if needed. We are familiar with ERS having successfully completed and received certification of the earthwork on our I-95 project before final acceptance; we are on target to achieve this on the current project as well. We will employ the same diligence with the contractor’s QC to ensure timely certification for this project. Asphalt: Ensuring timely and accurate submittals of Asphalt QC reports from the Contractor, providing detailed verification reporting, and complete submittal of LOT packages will be our focus to ensure we are maintaining the quality assurance and payment processes for asphalt. Given the quantity of asphalt on the project, we will work hand in hand with the QC technician to ensure the QCRR accurately reflects operations to avoid revisiting the report after completion of a lot and ensuring the transition from lot to lot can be done seamlessly. Accurately reporting the overbuild and verifying the cross slope and super elevation changes are realized will be a focus for our inspection staff. Upon completion of a LOT, quality adjustments will be assessed on the following estimate. We have experience with the EAR and MAR processes to resolve sample failures and mitigate delays to production. Drilled Shafts: We are familiar with the procedure for approval of the Drilled Shaft Installation Plan and will work with Terry at the D4 Geotech office to ensure the plan meets their requirements before issuing approval. We will complete the forms to request structure numbers from D4 Structures. We will also review the Drilled Shaft Logs for accuracy before submitting them to Terry for acceptance. We realize the process requires review and acceptance at various steps in the process and will ensure the final completed logs are put in PSSP and sent to Jorgensen for their Maintenance files. As-builts: All field changes authorized by the PA are sent to the contractor and inspectors via red-lined plans. Minor adjustments observed by the inspectors are likewise communicated to the office staff. Our SPE, Senior Inspector and CSS will conduct monthly meetings to review as-builts and document them on the plans. This will ensure that we don’t miss any changes during construction. Directional Bore Logs:

As part of the pre-activity meeting, the requirements of Spec. 555 will be discussed in detail. We will ensure the subcontractor understands the detailed requirements of the bore logs and as-built information. Payments: The Inspection staff will record the daily activities into PrC and complete any site records required for backup. This information will then be verified by Alicia, our CSS, before the dailies are approved. We will provide our Contractor with the draft estimate by Friday noon before estimate cutoffs allowing for their input to discuss discrepancies before we finalize the estimate. Unit price and payment adjustments for failing materials will be per Article 9 of the Specs, and asphalt adjustments will be performed per CPAM Section 11.4. Claims & CO’s: The PA or CSS will complete an Engineer’s estimate when it is determined that a change order is needed. Upon submittal of the Contractor’s price proposal, we will verify the equipment, labor, and material quantities, negotiate the price as needed, and recommend approval/denial to FDOT. If a claim is submitted, we will add it to the D4 Sharepoint site and keep it updated as the issue progresses as required. If a claim is submitted which we deem has no entitlement, we understand thorough documentation is key to defend the Department’s position. We will review the contract documents, including Bid Q&A’s, project and standard specifications, and the full plan sets; Discuss the merits of the claim including our recommendations with appropriate stakeholders; Communicate required documentation to inspectors and contractor; Continue Mitigation and Resolution conversations with Contractor; process change order timely if required.

Section 3- Project Staffing

3.1 Proposed staffing availability, qualifications, experience, and past performance on similar projects. Ally has assembled an FDOT award winning CEI team that is tested and proven. Our proposed team is composed of the existing staff currently working on the US 1 project in Sebastian (Scheduled for a June 2025 completion) and recently completed I-95 and Gatlin Blvd. project in Treasure Coast Operations with FDOT PM Michael Jacobs plus our newest member Lisa Porter who is well known at TCOps. Our experience with urban arterials is unparalleled and tailored to take on the challenges anticipated on this project. Our proposed team is 100% available for this project. Our proposed Senior Project Engineer Ronda Rupert, PE (Ally) has over 35 years of experience working on a variety of FDOT projects with similar scope in Districts 4, 5, 6 and Turnpike. Ronda served as the project engineer on the I-75 paving project from north of Sheridan Street to south of I-595, and as project engineer / SPE on I-75 from south of I-595 to west of US-27 and SR 84 from Glades Parkway to Weston Road (paving, guardrail, minor signalization improvement and wrong way driver detection). Ronda was also the project engineer on MDX SR 836 ORT conversion from SR 826 to NW 137 Avenue, SPE on SR 80 from east of Parker Ave to west of

Washington Street and I-95 @ Belvedere Road in PB County.

Ronda is 100% available to work on this project. Our proposed Project Administrator Wendy McLellan (Ally) has over 25 years of experience working on all aspects of road and bridge construction.

Wendy is currently working as the Project Administrator on the US 1 project in the Treasure Coast Operations Center. Wendy brings an unmatched D4 expertise and tenacity in contract administration and e-construction documentation. Wendy has proven experience with urban projects having worked on the US1 projects from Jupiter to Palm Beach Gardens, through downtown West Palm Beach and downtown Delray Beach. Wendy also completed a similar project in Lee County where she oversaw the conversion of a clay road to a paved road including a 1 mile section of 4 lane divided lanes; this included all new drainage and water and sewer work. Coordination with multiple stakeholders is one of Wendy’s many strengths. She is 100% available and committed to this project upon selection. To support Wendy, we are proposing to use John McLellan as a part time Assistant PA during the critical asphalt and night/day operations. John’s experience includes CSS and LAP Coordinator for PB Operations and most recently as CSS on the US1 ongoing project. John will be graduating with his BS in Engineering and Master’s in business from FAU in Dec. 2025. After the paving operation is completed, John will be removed from the project to pursue other avenues. Alicia Serpa as the Contract Support Specialist (CSS), whose previous experience includes working as an Assistant CSS on the I-95 project and US 1 project in this Operations center. We are proposing a strong inspection staff led by Lisa Porter as Senior Roadway Inspector and Dany Bravo as Senior Roadway/Bridge Inspector. We are proposing a strong inspection staff led by Lisa Porter as Senior Roadway Inspector.

Lisa has over 30 years’ experience with the last 8 years at TCOps working with in-house staff on projects such as Gatlin Blvd., SR714, and Midway Rd interchanges upgrades. Lisa has extensive experience on all scope items on this project including inspection of WWDDS and bridge joint repair. Dany has over 20 years of experience working on many D4 projects including the US- 1 from SE 9th St. to SE 20th St. project and the Design-Build SR 9 / I-95 Express Lanes Phase 3B-2. They will be supported by Jose Arrieta as Inspector. Jose’s experience as a QC earthwork inspector has made him invaluable in completing the ERS logbooks and will be a total win for this project as well. Our proposed Sr. Its Inspector will be the veteran Arthur Ramsaran, who was the Sr. ITS Inspector on the I-95 @ Gatlin project and our proposed Inspector Aide will be Alejandro Arrieta. To support the team with the compliance duties, we are proposing Mrs. Sam York (CGA) as our proposed RCS. Sam brings over 20 years of RCS and FDOT administration experience and will be an asset to the team. While there is no BDI requirement for this project, Ally reminds the Department that we are a BDI and awarding us this project will assist FDOT with the BDI goal. All of our staff is 100% available!

Staff’s experience and past performance on similar projects: A detailed review of our team’s experience on similar projects as listed on the attached resumes leads to the conclusion that the Ally Team is the most qualified team to manage this project. We have earned a rare average FDOT CEI grade of 4.4 on our last three projects while our TC Ops team had the highest CEI score awarded at 4.4 for the work on I-95. Below is a table comparing the most critical components on this project with only our last two projects in Treasure Coast Operations;

Section 4-CEI Contract Management 4.1Approach to quality control and managing CEI resources:

We understand that this LS CEI contract requires experience with managing resources to ensure the project needs are adequately covered. Our team has a proven record of completing projects for the Department while appropriately managing CEI resources to adequately administer the contract within set budgets. Our D4 team completed their 1st Treasure Coast project within contract time, under construction cost and at the original LS CEI cost and are on track to bring in the US1 project in original contract time, within the budget goals and within the original CEI contract value. We understand that the physical location of this project and the anticipated day and night construction operation will present a challenge to the CEI team to ensure proper coverage. To address this concern, we will utilize the same inspection shift staggering techniques utilized on our current SR-5 and previous I-95 @ Gatlin projects in Treasure Coast and our other successful projects in D6 and will implement those techniques on this project. The shift staggering technique will help our team control our resources and minimize OT. OT will be only used after approval by the FDOT PM Mr. Mark Freeman. Our proposed PA will manage the project as she is on the current project thus minimizing the time needed by the SPE; the SPE will be available whenever needed but will only be utilized when needed to manage CEI costs. Once selected and similar to our last two projects, our proposed QA Manager Moe Mabrouk, PE will provide the PM with the project’s QA plan and will conduct a pre-services meeting to review the expectations.

Moe Mabrouk, PE; Bernnon Artola and Nauret Riverol will lead our “Three Steps of Quality” QA program. The first step will include submitting the project’s QA plan and performing a QA review within the first 30 days of construction and start of paving that will incorporate a thorough review of the project’s UWS’s, MOT reports, directional bore logs, asphalt reports, and FE files in PSSP; The second step will include performing quarterly QA reviews using Ally’s specialized checklists on all major activities like asphalt, earthwork, drainage, and signalization. The results of those reviews will be shared with the PM along with the corrective action plan within 7 days. The third step consists of a detailed final QA review 90 days prior to FA that includes a review of FE package, PSSP and MAC to ensure compliance with CPAM requirements and D4 expectations. Ally will work closely with the signalization maintaining agency during construction and will schedule the required inspections timely to ensure a smooth transition.

Finally, we would like to thank you for this opportunity and we look forward to working with you on this important project.

Project Asphalt HighSpeed Rd. MOT PIO ITS/Light Eviron.

US-1 @ Davis X X X X X X I-95 @ Gatlin X X X X X X

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

Consultant Name Project Advertised Major & Minor Work Types

10.1 10.4 DBE SB UU

Prime Ally Engineering Services, Inc.

Su bc on su lta nt s

Calvin, Giordano & Associates, Inc.

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

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

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