CTR055912_Contractor_Proposal_Response.pdf

OFFER AND ACCEPTANCE

Solicitation No: BPM003264 Available online at https://app.az.gov

Rev 12/2018

OFFER

TO THE STATE OF ARIZONA:

The undersigned hereby offers and agrees to perform in compliance with all terms, conditions, specifications and amendments of this solicitation and any written exceptions in the offer. Signature also acknowledges receipt of all pages indicated in the Table of Contents.

Kimley-Horn and Associates, Inc.

Offeror (Company) Name Signature of Person Authorized to Sign Offer

7740 N. 16th Street, Suite 300 Brian R. Smalkoski, P.E., PTOE, PTP, AICP March 31, 2021

Address Printed Name Date

Phoenix AZ 85020 Vice President City State Zip Title

Brian.Smalkoski@kimley-horn.com 602.906.1100 Email Address Phone Number

Brian.Smalkoski@kimley-horn.com 602.944.7423 Company Email Address Fax Number

By signature in the Offer section above, the Offeror certifies that the submission of the Offer did not involve collusion or other anticompetitive practices.

ACCEPTANCE OF OFFER (FOR DEPARTMENT USE ONLY)

The Contractor is now bound to perform based upon Contract Number _________________________________including all terms, conditions, specifications, amendments, etc., and the Contractor's offer as accepted by the state.

The Contractor is hereby cautioned not to commence any billable work or provide any material, service or construction under this contract until contractor receives a purchase order document.

State of Arizona

Effective this day of 20

Procurement Officer Awarded Date https://app.az.gov/

Procurement

PARTICIPATION IN BOYCOTT OF ISRAEL

https://app.az.gov

SPO Form 205 (rev 10-2019)

Boycott of Israel Disclosure Please note that if any of the following apply to this Solicitation, Contract, or Contractor, then the Offeror shall select the “Exempt Solicitation, Contract, or Contractor” option below:

• The Solicitation or Contract has an estimated value of less than $100,000;

• Contractor is a sole proprietorship;

• Contractor has fewer than ten (10) employees; OR

• Contractor is a non-profit organization.

Pursuant to A.R.S. §35-393.01, public entities are prohibited from entering into contracts “unless the contract includes a written certification that the company is not currently engaged in, and agrees for the duration of the contract to not engage in, a boycott of goods or services from Israel.”

Under A.R.S. §35-393:

1. "Boycott" means engaging in a refusal to deal, terminating business activities or performing other actions that are intended to limit commercial relations with entities doing business in Israel or in territories controlled by Israel, if those actions are taken either:

(a) Based in part on the fact that the entity does business in Israel or in territories controlled by Israel.

(b) In a manner that discriminates on the basis of nationality, national origin or religion and that is not based on a valid business reason.

2. "Company" means an organization, association, corporation, partnership, joint venture, limited partnership, limited liability partnership, limited liability company or other entity or business association, including a wholly owned subsidiary, majority-owned subsidiary, parent company or affiliate, that engages in for-profit activity and that has ten or more full-time employees.

5. "Public entity" means this State, a political subdivision of this State or an agency, board, commission or department of this State or a political subdivision of this State.

The certification below does not include boycotts prohibited by 50 United States Code Section 4842 or a regulation issued pursuant to that section. See A.R.S. §35-393.03.

In compliance with A.R.S. §§35-393 et seq., all offerors must select one of the following:

The Company submitting this Offer does not participate in, and agrees not to participate in during the term of the contract, a boycott of Israel in accordance with A.R.S. §§35-393 et seq. I understand that my entire response will become public record in accordance with A.A.C. R2-7-C317.

☐ The Company submitting this Offer does participate in a boycott of Israel as described in A.R.S. §§35-393 et seq.

Exempt Solicitation, Contract, or Contractor.

Indicate which of the following statements applies to this Contract:

☐ Solicitation or Contract has an estimated value of less than $100,000;

☐ Contractor is a sole proprietorship;

☐ Contractor has fewer than ten (10) employees; and/or ☐ Contractor is a non-profit organization.

Kimley-Horn and Associates, Inc.

Company Name Signature of Person Authorized to Sign

7740 N. 16th Street, Suite 300

Brian R. Smalkoski, P.E., PTOE, PTP, AICP Address Printed Name

Phoenix AZ 85020

Vice President City State Zip Title

ADOT CONFIDENTIALITY AND TRADE SECRETS

https://app.az.gov

Rev 12/2018

All materials submitted as part of a response to a solicitation are subject to Arizona public records law and will be disclosed if there is an appropriate public records request at the time of or after the award of the contract.

Recognizing there may be materials included in a solicitation response that is proprietary or a trade secret, a process is set out in A.A.C. R2-7-103 (attached) that will allow qualifying materials to be designated as confidential and excluded from disclosure. For purposes of this process the definition of “trade secret” will be the same as that set out in A.A.C. R2-7-101(52).

This form must be completed and returned with the response to the solicitation and any supporting information to assist the State in making its determination as to whether any of the materials submitted as part of the solicitation response should be designated confidential because the material is proprietary or a trade secret and therefore not subject to disclosure.

All offerors must select one of the following:

X My response does not contain proprietary or trade secret information. I understand that my entire response will become public record in accordance with A.A.C. R2-7-C317.

My response does contain trade secret information because it contains information that:

1. Is a formula, pattern, compilation, program, device, method, technique or process, AND

2. Derives independent economic value, actual or potential, from not being generally known to, and not being readily ascertainable by proper means by, other persons who can obtain economic value from its disclosure or use; AND

3. Is the subject of efforts by myself or my organization that are reasonable under the circumstances to maintain its secrecy.

Please note that failure to attach an explanation may result in a determination that the information does not meet the statutory trade secret definition. All information that does not meet the definition of trade secret as defined by A.A.C. R2-7-101(52) will become public in accordance with A.A.C. R2-7-C317. The State reserves the right to make its own determination of Proposer’s trade secret materials through a written determination in accordance with A.A.C. R2-7-103.

If the State agrees with the proposer’s designation of trade secret or confidentiality and the determination is challenged, the undersigned hereby agrees to cooperate and support the defense of the determination with all interested parties, including legal counsel or other necessary assistance.

By submitting this response, proposer agrees that the entire offer, including confidential, trade secret and proprietary information may be shared with an evaluation committee and technical advisors during the evaluation process. Proposer agrees to indemnify and hold the State, its agents and employees, harmless from any claims or causes of action relating to the State’s withholding of information based upon reliance on the above representations, including the payment of all costs and attorney fees incurred by the State in defending such an action.

Company Name Signature of Person Authorized to Sign

Address Printed Name

City State Zip Title

7740 N. 16th Street, Suite 300

Phoenix AZ 85020

Brian R. Smalkoski, P.E., AICP, PTP, PTOE

Vice President

Kimley-Horn and Associates, Inc.

ADOT CONFIDENTIALITY AND TRADE SECRETS

Rev 12/2018

R2-7-103. Confidential Information

A. If a person wants to assert that a person's offer, specification, or protest contains a trade secret or other proprietary information, a person shall include with the submission a statement supporting this assertion. A person shall clearly designate any trade secret and other proprietary information, using the term "confidential".

Contract terms and conditions, pricing, and information generally available to the public are not considered confidential information under this Section.

B. Until a final determination is made under subsection (C), an agency chief procurement officer shall not disclose information designated as confidential under subsection (A) except to those individuals deemed by an agency chief procurement officer to have a legitimate state interest.

C. Upon receipt of a submission, an agency chief procurement officer shall make one of the following written determinations:

1. The designated information is confidential and the agency chief procurement officer shall not disclose the information except to those individuals deemed by the agency chief procurement officer to have a legitimate state interest;

2. The designated information is not confidential; or

3. Additional information is required before a final confidentiality determination can be made.

D. If an agency chief procurement officer determines that information submitted is not confidential, a person who made the submission shall be notified in writing. The notice shall include a time period for requesting a review of the determination by the state procurement administrator.

E. An agency chief procurement officer may release information designated as confidential under subsection (A) if:

1. A request for review is not received by the state procurement administrator within the time period specified in the notice; or

2. The state procurement administrator, after review, makes a written determination that the designated information is not confidential.

April 1, 2021 | Prepared for:

Solicitation No. BPM003264

Step-by-Step Approach ADOT, Multimodal Planning Division, Aeronautics Group is looking for a consultant to provide Airport Pavement Management System (APMS) design, construction management, inspection services, and APMS administrative/management/technical services.

Kimley-Horn has provided these specific types of services for this program for the past six years and to airports across the country for more than 25 years.

Our team is familiar to ADOT, and we have provided consistent products under this contract and maintained open communication, allowing us to develop strong relationships with the Aeronautics Group and the procurement team. With our in-person presence, we have trained staff, taken on additional tasks not originally in scope, and implemented new industry standards, such as P608, successfully. Each year, we have completed accurate cost estimates for ADOT and have the depth of resources and construction administration experience to continue providing excellent service to ADOT and the APMS program.

For ADOT, we are providing a Kimley-Horn team comprised of experienced individuals who stay on top of industry updates as well as client changes. We are a one-stop shop prepared to meet your needs and exceed expectations.

Our aviation experience spans much of Arizona, where we have worked with airports to develop similar pavement management programs, implementing and addressing pavement deficiencies to extend pavement life through maintenance policies consistent with industry standards.

Airport Pavement Management SystemProposal For

Design/Construction and Administrative Management Services

MOHAVEMOHAVE

COCONINOCOCONINO

YAVAPAIYAVAPAI

LA PAZLA PAZ

YUMAYUMA

MARICOPAMARICOPA

PIMAPIMA

GILAGILA

GRAHAMGRAHAM

PINALPINAL

GREENLEEGREENLEE

COCHISECOCHISE

SANTA CRUZSANTA CRUZ

NAVAJONAVAJO

APACHEAPACHE

SJN

D68SOWZ95

TYL

P14

INW

RQE

E91

P10

OV7

T03

GCN

40G

CMR

P23

L37

IGMA09

A20

IFP

3AZ5

1G4

U30 L25

1Z1

AZC

PGA

L41

E24

SAD

P33

E95

FHU

OLS

TUS

RYN

E77

AVQ

MZJ

E78

P01

E63 E68

A39 CGZ

E60

P08

E67

P13 E81

IWACHD34AZ

P19

FFZ

SDL

DVT

P48

GEU

GYRBXK

E25

P20

HII E51

PRC

P52

SEZ

FLG

PAN

18AZ

PHX

44A

NYL

P29

P04 P03

DUG

DGL

CFTE37

KingmanKingman

FlagstaffFlagstaff

HolbrookHolbrook

PrescottPrescott

GlobeGlobe

PhoenixPhoenix

YumaYuma

TucsonTucson

SaffordSafford

February 6, 2020 | Prepared for:

Solicitation No. BPM002082

KIMLEY-HORN’S ADOT APMS EXPERIENCE

This map shows airports where we have provided services through the ADOT APMS contract.

Similar maps have been presented at Arizona Airports Association (AzAA) meetings over the last five years to demonstrate progress of the APMS program to the member airports.

Airport Pavement Management System Statement of Qualifications for

Design/Construction and Administrative Management Services

Project Understanding Typically, pavement maintenance is not funded by the Federal Aviation Administration (FAA) and is funded by the airports themselves. Because this cost is not consistently planned for, the maintenance may not be performed regularly. ADOT has developed the APMS program to help airports manage their pavements, greatly saving money for the state and airports in the long run.

It is the goal of a pavement management program to maintain pavements over time and to extend their overall useful life. Spending smaller amounts of money up front to repair minor pavement distresses extends the overall life of the pavements past the typical 20-year design life. Accomplishing this at one general aviation (GA) airport each year would lead to significant cost savings. Individual projects at smaller airports similar to this generally have a large percentage cost for mobilization and smaller quantities. Bidding several airports at one time allows ADOT to obtain the best bid prices. The economy of scale of providing this service saves time in selecting contractors for each project and money by allowing the contractor to give better unit prices for larger quantity amounts. Consistently maintaining the pavements allows ADOT to defer costs for major reconstruction.

This economy of scale has a similar effect on projects from a design perspective. With the ability to work on several projects with similar issues, consistent solutions can be utilized each time similar conditions are encountered and recommendations for rehabilitation are used at different airports. It also allows the Department to be fair and practical with all the airports that participate in the program. We have been able to assist with the delivery of consistent messages to the airports on the limits of projects to be completed.

The ultimate goal of this contract is to improve the overall pavement condition of the state’s airport pavements.

Method of Approach

Program Development During the Project Development phase, Kimley-Horn will continue to meet with ADOT to develop an overall plan to accomplish the work assigned and maintain the status of the program. Our team will develop and provide ADOT project schedules for all work to be completed. Schedules will include, but not be limited to, the start date; kickoff meeting; airport investigations; modifications/adjustments (if any) to the Arizona Pavement Preservation Program (APPP); meetings to discuss any changes; and development of plans, specifications, and cost estimates for each construction project. In addition, the following will be coordinated with ADOT: bid advertisement, bid review and award, preconstruction meeting, construction timeline/duration, and expected project closeout.

Administrative Management Services We will continue to assist with completing and processing Department tasks related to the APMS.

Being flexible, knowledgeable, and determined allows us to consistently assist with many APMS tasks, including contract processing, contact management, data entry services, and other general administrative tasks that must be done to run the program. No other consultant has the knowledge to truly accomplish this support task.

We will create, distribute, and coordinate completion of opt-in letters with the Department and airport sponsors. Signed opt-in letters will be saved to the Department’s computer drive and a new requirement will be emailed to MPDContracts@azdot.gov.

Airport Pavement Management System

Project Site Visits and Cost Estimates Kimley-Horn has a unique position in that many of our staff members have been certified to conduct field investigations (visual inspection surveys), and we understand the overall concept of pavement management. We are familiar with measuring the quantity and distress level to evaluate the current condition of the pavement and make any necessary recommendations for changes. Our trained staff members will perform these visual confirmation inspections prior to starting any design work.

Kimley-Horn will contact each airport to meet and establish an appropriate timeline in order to inspect the areas of rehabilitation. Any additional testing, if needed, will be coordinated at this time. If no additional testing is planned but it is evident that it is required, Kimley-Horn will meet with ADOT to discuss the proposed changes or recommendations prior to proceeding with the additional testing.

Following all re-inspections of the proposed areas, Kimley-Horn will meet with ADOT to discuss the results of the re-inspections. This meeting will include a detailed Engineer’s Opinion of Probable Construction Costs and any adjustments to the original costs developed by the APPP.

Program Administration During coordination of the project, Kimley-Horn will contact each airport and identify the project that will be constructed as part of each year’s program. Kimley-Horn will explain the process and procedures and initiate discussion with the airport on whether they wish to participate in the program and receive this benefit. If the airport or sponsor wishes to participate, Kimley-Horn will work with ADOT to obtain the necessary agreements and signatures to move the project along.

As stated in “Program Development,” Kimley-Horn will work with all contractors and airports to develop a construction schedule to hold the contractor accountable for completing work in a timely manner.

Kimley-Horn will work with our subcontractor, Consultant Engineering, Inc. (CEI), to prepare a program that outlines key project personnel, field and laboratory testing procedures, testing frequencies, and quality assurance procedures for pavement repair, paving, and marking.

Although guidelines will be established and certain requirements will be specified in the program, the contractor has full responsibility for quality workmanship. Nothing in this document is intended to alter or replace the contract documents. Kimley-Horn will work with CEI to document test locations. This information is included in the final as-builts and closeout reports completed for each airport.

Design Coordination

Review General Specifications Kimley-Horn will review, modify, and recommend changes to the general set of specifications already developed for this project previously.

In working throughout the country on many airports, Kimley-Horn has been privileged to be part of and utilize many different material types and manufacturers for maintenance and rehabilitation. We will use this wealth of knowledge to improve upon the overall items specified especially with different climate types and regions.

General Set of Guidelines Outlining Application of Certain Specifications Kimley-Horn will develop a set of specifications and matching plan details that will document the required individual rehabilitation activity. These details will be consistent with industry standards and include the experience that we have utilized at many airports across the country.

Airport Pavement Management System

Project-Specific Plans and Specifications Kimley-Horn will develop a set of plans that will be specific to each airport associated with this program. At a minimum, the plans will include the typical ADOT Aeronautics cover page, general notes, project quantities, locations, dimensions, phasing, barricade plans, typical sections, crack seal details, signing, marking, and known utility information.

Specifications will be developed for each group of similar airport projects including the front-end documents, the Special Provisions, FAA General Provisions, technical specifications, and any applicable FAA Advisory Circulars.

Our internal quality control/quality assurance (QC/QA) program for plans and specification preparation will include:

• An internal kick-off meeting held with key team members assigned to the job to clearly define the scope, outline sub-task responsibilities, establish schedules, and identify project milestones and goals.

• At the end of each phase, a QC/QA review will be conducted as one of several final checks to make sure that the project deliverable is not only technically correct, but also consistent with your objectives.

Schedule Projects with the Airports During the design process, Kimley-Horn will work with the airports to understand the specific activities and events that are planned for the airport and incorporate those activities into the proposed construction schedules. Kimley-Horn will familiarize the airports with the work to be completed and the anticipated duration of the project.

Conduct a Pre-Construction Meeting at Each Airport Kimley-Horn will conduct one pre-construction meeting per airport with the lowest responsible bidder, subcontractors, and material suppliers and respond to questions, as needed. Kimley-Horn will prepare an agenda and the presentation materials for the pre-construction meeting based on the FAA Advisory Circular 150/5300-9A (or latest version) “Pre-Design, Pre-Bid, and Pre-Construction Conferences for Airport Grant Projects” consisting of project overview; introductions, responsibilities, and lines of communication; general contract requirements; project scope of work; and testing of materials. Kimley-Horn will work with the airport and will arrange the meeting room and conduct the pre-bid meeting.

Construction Administration

Perform Construction Management and Inspection Services The Kimley-Horn team will provide on-site review/ monitoring of construction materials, finishes, and workmanship in conformance with the standards established in the construction documents. The Kimley-Horn team will notify ADOT immediately of observed deviations and/or defects in materials, finish, equipment, systems, and workmanship.

The team will measure quantities of work installed to confirm quantities invoiced by the contractor.

The team will verify that tests, equipment and systems startups, and operating and maintenance training are conducted in the presence of appropriate personnel and that the contractor maintains adequate records thereof.

The team will accompany visiting inspectors representing public or other agencies having jurisdiction over the project, record the results of those inspections, and provide written reports of said visits to the airport. The team will conduct field observations of approved change order work proposed by the contractor to verify completion in accordance with the contract documents, and they will inspect all construction work performed to ensure compliance with specifications.

Each bid item completed will be subject to a complete inspection, including conformity to the specifications, workmanship, quality installation, Airport Pavement Management System and materials. We may issue suspension of work operations at any time, when present or impending weather conditions are such that the work cannot be carried out in a safe and effective manner and/or when work performance is observed to be unsafe or non-compliant with regulations or practices. We will review and verify construction contractor’s daily work reports for equipment, personal presence, and work completed.

Prepare Weekly Progress Reports We will prepare the weekly FAA Construction Progress and Inspection Reports with pictures and submit them to ADOT for each airport as part of the Final Report.

Applications for Payment The Kimley-Horn team will review the monthly application for payment as prepared by the contractor. The team will review the application in accordance with the specifications and with the contractor prior to submission to ADOT for payment. Such recommendations of payment will be in writing and will constitute our representation to ADOT, based on observations and review, that, to the best of our knowledge, information, and belief, the contractor’s work has progressed to the point indicated, such work-in-progress is generally in accordance with the contract documents (subject to an evaluation of the work as a functioning whole prior to or upon substantial completion and to the results of any subsequent tests called for in the contract documents), and the conditions precedent to the contractor’s being entitled to such payment appear to have been fulfilled. In the case of unit price work, our recommendations of payment will include final determinations of quantities and classifications of the contractor’s work, based on observations and measurements of quantities provided with pay requests.

Perform Final Walkthrough Inspections Before ADOT issues a Certificate of Substantial Completion for each airport, the Kimley-Horn team will conduct a pre-final inspection and submit to the contractor and the airport a punch list of observed items requiring completion or correction. The team will track the completion of the punch list items and inform ADOT when complete. Work will be considered substantially complete following satisfactory completion of all items except for those identified on a final punch list. If, after considering any objections from ADOT, the team considers the work substantially complete, the team will notify the contractor.

The substantial-completion walk-through will be attended by a member of ADOT, the project manager, and the Resident Project Representative (RPR). Signed construction completion letters will be posted to the Department’s computer drive and emailed to MPDContracts@azdot.gov.

Prepare Final Closeout Documentation We will prepare and submit a Final Construction Report that provides an appropriate and accurate record of the project. This report includes all the activities that were necessary for the project construction, such as:

• Preconstruction Activities: General Description, Bids Received, Notice of Award, Pre-Construction Conference Minutes, Notice to Proceed, Construction Contract and Change Orders, List of Key Personnel, Subcontractors Employed

• Construction Activities and Documentation:

Daily Field Reports, Weekly Progress and Inspection Reports, Project Submittals, Partial and Final Payment Applications, Contractor QC Program and Reports, QA Testing Results, Schedules and Project Acceptance

• Post-Construction Activities: Warranty Letter, Record Drawings

Airport Pavement Management System

Quality Control Measures/Processes

a. Quality Control Plan/Process A key element of our management approach that characterizes the entire management and production process involves Quality Control/ Quality Assurance (QC/QA) and Kimley-Horn’s formal in-house program for total quality management, continuous quality improvement (CQI). Kimley-Horn, its employees, and its project teams share a commitment to providing our clients with quality, responsive service.

To assure quality in the services we provide and projects we complete, Kimley-Horn instituted a firmwide CQI program. Our CQI program is not just a means of internal quality reviews;

Kimley-Horn endeavors to involve our clients in meaningful, formal, CQI tasks that have benefits extending beyond the project or task at hand. We have conducted numerous CQI tasks for projects involving state and regional agencies nationwide and continue to strive to identify areas for improvement. We work with our clients to achieve a higher level of success for the project and consultant/client relationship.

Kimley-Horn’s formal QC/QA program is based on assigning experienced, senior professionals who are otherwise qualified to manage a project, to serve in an independent quality control role.

Our depth of resources allows us to provide such personnel, and their involvement provides the project with fresh perspective and critical eye.

Our internal QC/QA program will include:

• An internal kick-off meeting held with key team members assigned to the job to clearly define the scope, outline sub-task responsibilities, establish schedules, and identify project milestones and goals.

• At the end of each phase, a QC/QA review will be conducted as one of several final checks to make sure that the project deliverable is not only technically correct, but also consistent with your objectives.

Any changes or modifications required to respond to the comments and recommendations of the quality control team will be incorporated during the ongoing analysis prior to submitting deliverables.

b. Methods to Accomplish and Maintain Quality Control We will invest a great deal of effort to understand the project and your expectations. Our measure of quality is the degree to which we exceed your expectations. Each project has its own expectations that need to be understood and then exceeded. At Kimley-Horn, we systematically listen to your needs, document the project’s requirements, and formally develop a set of quality standards by which the project will be measured. Kimley-Horn’s QC/QA methods are built into our project management processes, and they are part of our firm’s culture. The methods include:

• Internal project quality controls

• Project peer reviews

• CQI initiatives

Internal Quality Control Measures Our internal QC/QA program includes a kickoff meeting with key team members to clearly define the scope, outline sub-task responsibilities, establish schedules, and identify project milestones and goals. Our QC/QA Reviewer, Mike Norby, will maintain a strict review of all plans, calculations, reports, etc. These reviews are not limited to senior staff. Engineering analysts and technicians are continually challenged to produce quality results and deliverables before they get to the project manager.

Airport Pavement Management System

At the project manager level, the quality review is continuous so that deliverables meet your needs.

At the end of each phase, a QC/QA review will be conducted internally (within the project team) or through a peer review process as one of several checks to make sure that the project deliverable is not only technically correct, but also consistent with your objectives.

Peer Reviews Project processes, work plans, documents, and deliverables often are reviewed by senior staff not necessarily involved with the project on a day-to-day basis. This peer review is routine for all projects, and it becomes a formal process for larger projects.

Kimley-Horn’s formal QC/QA program is based upon assigning experienced, senior professionals who are otherwise qualified to manage a similar project to serve in this independent quality control role.

Our depth allows us to provide such personnel, who provide a fresh perspective and critical eye.

Any changes or modifications required to respond to the comments and recommendations of the peer review team will be incorporated prior to submitting deliverables.

CQI Initiatives Quality projects don’t happen by accident at Kimley-Horn. Our people have been firmly committed to top quality since the firm began 54 years ago, and ultimately, our people are responsible for exceeding the client’s expectations for quality. This aspect of our business is openly communicated and actively advocated within Kimley-Horn. Quality standards are a major subject of each person’s orientation, annual review, and ongoing training program. QC/QA means much more to us than a cursory review.

Along that line, we implemented CQI. Each person in the company endeavors to identify a formal CQI task every year; each person’s task is to involve clients and identify improvements that will increase client benefit. We have solicited feedback from many types of clients in this fashion, including federal/regional/state/local government agencies, private developers, other consultants, suppliers, vendors, etc.

The feedback we receive helps us improve the firm’s overall service, bring our clients greater value and satisfaction, and achieve a higher level of success. Most importantly, we learn about our clients and their preferences, industry standards, and about which methods are successful and which are not. Our project managers make a habit of establishing a quality control plan as each project commences, keeping the focus where it should be throughout the project—on producing quality results for the client. When we meet, Kimley-Horn will be happy to discuss in more detail the different tools and techniques used to maintain our standard of excellent quality.

c. Quality Assurance Measures to Monitor Subcontractors The Kimley-Horn team is highly experienced in aviation projects that demand close coordination among multiple subcontractors. We realize our clients expect a high level of responsiveness, communication, and quality. Our subcontractor team members were selected based on their proven abilities to follow through, superiority in their fields of expertise, and strong commitment to teamwork. We have previously teamed with these subcontractors in the past, are confident regarding their high quality of work and professionalism, and are confident that our collaboration will continue to be successful for any project services required by ADOT. Project Manager Steve Reeder will coordinate with each firm to ensure that they adhere to Kimley-Horn’s established QC/QA procedures.

Our quality control process for their work includes field checks of the provided information and CAD checks for styles and completeness. For this APMS project, the subcontractors will provide us with a draft version of all deliverables and the Kimley-Horn Project Manager and QC/QA Reviewer will provide a complete review before providing any milestone deliverables to you.

Airport Pavement Management System

Firm Profile and Organization Overview

Kimley-Horn Overview In the past 54 years, Kimley-Horn has grown from a small group of traffic engineers and transportation planners to a more than 4,500-person multidisciplinary environmental and engineering services consulting firm recognized as a leader in full-service engineering consulting. With 95 offices across the nation, Kimley-Horn’s continued growth is the result of the firm’s commitment to integrity and dedication to providing quality services. We ensure that our clients receive the benefit of local knowledge and responsiveness of a small organization, backed by the depth of resources only a national firm can offer.

Experience Providing Similar Services Kimley-Horn has expanded to over 150 aviation specialists firmwide, ranging from project managers, designers and system analysts, pavement specialists, drainage engineers, electrical engineers, construction management administration, structural engineers, specification writers, airport planners, environmental scientists, geographic information system (GIS) specialists, CADD designers, and construction estimators. With our staff’s substantial experience and wide-ranging expertise, we offer an extensive menu of professional aviation services. Our Phoenix office serves as an aviation center with more than a dozen professional staff working on airport projects daily. In addition to this, Kimley-Horn has over 40 full-time aviation staff in the Mountain region capable of assisting on your projects.

Kimley-Horn’s aviation professionals based in the Southwest have significant expertise in pavement management, MicroPAVER and computer applications, GIS, pavement design, maintenance and rehabilitation design, predictive life analysis, and pavement construction including inspection and construction management. These professionals understand pavement management, the systematic approach to analyze and evaluate your pavements determining the current condition, predicting future conditions, and optimizing funding available to extend the life of the pavements. Typically, the ultimate goal of a pavement management program is to minimize overall maintenance and rehabilitation costs by applying maintenance and rehabilitation activities at the optimal time, thus minimizing pavements in poor condition while limiting operational disruptions. ADOT has embraced this concept by implementing a statewide program of pavement management including maintenance and rehabilitation, which is vital to the aviation industry of this state.

Our innovative approach, ability to troubleshoot pavement issues, experience, expertise, and commitment to quality pavement evaluations, maintenance, management, engineering services, and construction inspection and management, makes Kimley-Horn an industry leader.

February 6, 2020 | Prepared for:

Solicitation No. BPM002082

OFFICE LOCATIONS

AND STAFF

Phoenix

Tucson 26

Mesa 48 Prescott 3

Las Vegas 62

Airport Pavement Management SystemProposal For

Design/Construction and Administrative Management Services

Airport Pavement Management System

Company Organization and Effective Services Kimley-Horn is a privately held corporation, fully owned by individuals who are current employees of the firm. Kimley-Horn is divided into seven geographic regions—Mountain, California, Atlantic, Midwest, Southeast, Texas, and Florida. Each region is managed by a team of representatives from production, marketing, administration, and practice building. Setting overall direction and policy for the firm is the firmwide management committee, also composed of representatives from production, marketing, administration, and practice building, which assists the regional teams, as needed.

The primary responsibility of the regional teams and management committee is to provide support to our project managers, who are responsible for every facet of a project from beginning to end: contracting, planning, scheduling, quality control, client contact and relationships, and project accounting.

This project will be staffed and managed from our Mountain region. Our 564-person regional staff includes professional civil, transportation, and structural engineers; planners; landscape architects; and environmental scientists.

In addition to offering you all the staff resources required for this project locally, we also offer the tools necessary to successfully manage those resources. Among these tools is our Management Information System (MIS). Our MIS tracks both effort and performance through recording time spent and percent of projects completed. Our project managers receive up-to-date information twice each month and use the information to modify or adjust the work plan and effort to make sure the project’s requirements are met.

In addition, Kimley-Horn uses a detailed and proven workload forecasting technique called “cast-aheads.”

Typically, cast-aheads are done weekly within an office or operating unit and monthly for the entire company. They balance workload and staff within offices, operating units, regions, and throughout the entire firm by enabling us to spot both long- and short-term trends so we can manage proactively. Cast-aheads maximize the productivity of every employee and help ensure that our clients’ schedules are met.

Along with timely performance, we also are committed to providing quality services. Over the years, we have developed and implemented a detailed Quality Control/Quality Assurance program within the firm, which is tailored to suit each project we undertake. In our experience, we have found that our internal program of quality control reviews has resulted in realizing the performance objectives of both our clients and the firm alike.

Finally, our efforts are supported by the technical and financial resources of the overall firm, now with a staff exceeding 4,500 persons. Our 54 years of professional engineering practice have been marked by steady growth and financial stability. The firm’s philosophy of being a business-based practice and its emphasis on providing opportunities for employee and staff growth have helped it expand professional services while keeping clients satisfied.

Airport Pavement Management System

Organization Chart The organization chart below highlights the key staff who will support ADOT on this APMS contract.

These proposed individuals have each successfully served ADOT on this contract previously and are excited to continue exceeding your expectations.

February 6, 2020 | Prepared for:

Solicitation No. BPM002082

Multimodal Planning Division Aeronautics Group

Kimley-Horn Project Manager Steve Reeder, P.E.

QC/QA Review Mike Norby, P.E.

Deputy Project Manager Brandon Robinson, P.E.

Program Development/ Program Administration

Program Development

Brandon Robinson, P.E.

Steve Reeder, P.E.

Scheduling

Tammy Martelle

Project Plans, Specifications, and Estimates

Brandon Robinson, P.E.

Plans

Brandon Robinson, P.E.

Jarrett Moore, P.E.

Specifications

Brandon Robinson, P.E.

Estimates

Jarrett Moore, P.E.

Bidding/Construction Administration

Bidding/ADOT Procurement Coordination

Brandon Robinson, P.E.

Tammy Martelle

Construction Observation

Barry Brown, P.E.2

Brian Howard, P.E., ACI, ATTI, ATSSA, ECC 2

Scott Ghee, ACI, ATTI, ATSSA2

Mike Blake, ACI, ATTI2

Robert Walker

Quality Assurance Testing

Shekhar Shah, NBTC, ACI, ATTI1

Corey Clifford, ACI, ATTI1

Project Closeout Steve Reeder, P.E.

Brandon Robinson, P.E.

Tammy Martelle

Subconsultants: 1) Quality Testing, LLC 2) Consultant Engineering, Inc.

Organization Chart

Airport Pavement Management SystemProposal For

Design/Construction and Administrative Management Services

Airport Pavement Management System

Experience in Similar Projects ADOT Airport Pavement Management Services (APMS) (2014-2019 and

2020-2021), AZ

ADOT Aeronautics Group selected Kimley-Horn to provide pavement evaluation, design services, construction administration, and program management services for ADOT’s five-year program for pavement maintenance at more than 60 Arizona airports. Kimley-Horn is conducting site visits at airports identified in ADOT’s pavement management plan to verify pavement distress information provided through ADOT’s statewide pavement management program. Once this information has been verified or adjusted, Kimley-Horn is responsible for developing plans and specifications outlining the application of maintenance-type rehabilitation options. Each plan is specific for each airport, application, and planned year. Each year, five to 14 airports are maintained depending on the amount of funding available.

Maintenance items include, but are not limited to: crack repair, crack seal, seal coat, and thin overlays.

These items are adjusted based on material performance at various elevations. Pavement markings are applied following each maintenance project.

Yuma County Airport Authority, Yuma, AZ (Representative Project) Under the ADOT APMS contract, Kimley-Horn provided opt-in letter preparation/coordination, on-site pavement evaluation, schedule coordination, design services, construction schedule/administration, and program management services. We are including Yuma County Airport Authority as one of our references.

Innovative Approaches, Lessons Learned, and Project Challenges It was a challenge to maintain clear communication and follow-up with the seperate construction contractors. To address this issue, we created a document/spreadsheet to track items, deliverables, issues, payments and communications. With everything housed in one place and shared within the team, it was easier to determine what was missing, when last contact was made, and whether additional follow-up was needed with a contractor, which allowed for more open and up-to-date communications.

Florida Department of Transportation (FDOT) Statewide Pavement Management Program, FL The state of Florida has 95 public airports that are vital to the state and U.S. economy. These public airports range from small general aviation (GA) airports to large, international hub airports. In 1992, Florida DOT implemented a Statewide Airfield Pavement Management Program (PMP) to improve the knowledge of pavement conditions at public airports in the state system, identify maintenance needs at individual airports, automate information management, and establish standards to address future needs. Kimley-Horn has been supporting Florida DOT with the Airfield PMP since 2010 and is currently completing the third inspection iteration of the program. Original mapping developed for the program was updated and migrated to a geographic information system (GIS) platform to allow use of global positioning system (GPS) equipment in the field and for interface with other databases.

The program is based upon procedures outlined in the Federal Aviation Administration (FAA) Advisory Circular 150/5380-7B Airfield PMP and American Society for Testing and Materials (ASTM) D 5340 Standard Test Method for Airport Pavement Condition Surveys. Ten-year capital improvement plans (CIP) for maintenance and rehabilitation programs were developed for each airport including projected costs based on unit costs researched and developed as part of the program. Individual reports were prepared for each airport and summary reports were prepared for each of FDOT’s seven districts and the state overall.

Airport Pavement Management System

Kimley-Horn also supports FDOT through development and execution of a comprehensive training program for pavement condition index surveys and PAVER for airport staff. We have supported the Aviation and Spaceports Office with the development of curriculum, presentation, material, and instruction. The program consists of two modules: airfield distress inspection survey and airfield distress repair. Each module consists of in-class training on the principles and methodologies and followed by a field day demonstration on airfield pavements. Each course is comprised of lecture presentations, handout materials, reference manuals, interactive discussions, and course examination.

Innovative Approaches, Lessons Learned, and Project Challenges We began to use Google Earth Pro .kmz files to depict the pavement condition index (PCI) values of all pavement for each airport in the program. This allowed the Department to more easily determine what constraints may be anticipated for the respective rehabilitation projects. We now apply this same approach at the Phoenix-Mesa Gateway Airport, as shown below:

Airport Pavement Management System

Phoenix-Mesa Gateway Airport Engineering On-Call Services (2020-2024), AZ Landside Pavement Study for Facilities Kimley-Horn developed an Airport PMP for landside facilities (parking lots and access roads). The Airport PMP provided inventory information and condition assessment of landside pavement assets.

The program provided tools needed to make cost-effective decisions related to the type and timing of pavement maintenance and rehabilitation activities. Services included records research/network definition; PAVER database development; data collection; PAVER customization; and development of capital improvement plan (CIP) recommendations and costs, a summary memorandum, and GIS-based data sharing tools.

Taxiway K and Runway Incursion Mitigation (RIM) Improvements First as a study, Kimley-Horn analyzed and provided alternate geometric improvements for the Taxiway Intersection A/B and V. These proposed improvements were accepted by the FAA as relief of a RIM hot spot. We then provided design for two new connecting taxiways, reconstruction of Taxiway K, and demolition of a portion of Taxiway V. We also provided contract administration for the project.

Taxiway C Extension, Phases 2 and 3 Kimley-Horn provided engineering design and administrative services for the design of the Taxiway C extension, including four connecting taxiways, electrical lighting, and storm drainage improvements.

This project was designed at one time, but was delivered in Phases 2 and 3 for funding purposes. The project involved approximately 88,800 square yards of concrete paving. Project construction included subgrade preparation, lime stabilization, aggregate base placement, asphalt base paving, Portland Cement Concrete (PCC) airfield pavement placement, asphaltic shoulder paving, drainage improvements, new edge lighting, new taxiway signage, and pavement marking/striping.

Innovative Approaches, Lessons Learned, and Project Challenges We bring innovation and an improved experience to the airport through our designs:

• Staying on the forefront of the latest technologies within our industry

• Minimizing waste and keeping environmental impacts in mind

• Reducing costs through well-engineered designs

• Providing logical, user-friendly solutions to each unique project we work on

• Bad design, bad experience… Great Design, great experience

Airport Pavement Management System

Coolidge Municipal Airport On-Call Engineering Design/Construction Management Services, AZ Runway 17-35 Improvements As part of the on-call, we provided design and engineering services for the construction of approximately 3,900 feet of lighting and signage improvements on Runway 17-35. Improvements included new airfield signage, runway edge lighting, and circuitry for the airfield electrical system.

Taxiway B and B4 Reconstruction and Realignment Kimley-Horn provided engineering design and construction administration services for the reconstruction and realignment of Taxiways B and B4. Kimley-Horn provided part-time construction administration and resident engineer services. We were responsible for the pre-construction conference and project meetings, weekly construction progress meetings, construction quality assurance services, on-site construction surveillance, all correspondence and project files, contractor’s conformance to contract documents, weekly progress meetings, weekly construction observation reports, field support, shop drawing submittals review, and weekly construction…