CONSTRUCTION MANAGEMENT SERVICES FOR …Manager/General Contractor (CM/GC), Kiewit’s diverse...

CONSTRUCTION MANAGEMENT SERVICES FOR IMPROVEMENTS

TO ESTERO BOULEVARD

L EE COU NTY B OARD OF COU NTY COM M IS S IONERS D IV IS ION OF P ROCU REM ENT M ANAG EM ENT

RFQ 1 4 0 3 0 8 J U NE 1 6 , 2 0 1 4

LEE COUNTY BOARD OF COUNTY COMMISSIONERS | IMPROVEMENTS TO ESTERO BOULEVARD | RFQ140308

TABLE OF CONTENTS

Company Information . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . .Page 1

Executive Summary . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . .Page 2

Experience Questions . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . .Page 4

Financial Qualifications . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . .Page 7

Personnel and Equipment . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . .Page 7

Criteria 1 . Project Understanding And Approach . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . .Page 8

Criteria 2 . Experience . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . Page 16

Criteria 3 . Scheduling Requirements . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . Page 29

Criteria 4 . Budget Compliance . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . 2

Criteria 5 . Communication . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . Page 35

Criteria 6 . Usage of Local Firms & DBEs . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . Page 38

Criteria 7 . Organizational Chart . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . Page 40

Appendix A – Required Forms/Licenses/Insurance •Anti-collusionStatement

•AffidavitCertificationImmigrationLaws

•InsuranceCertificate

•StateofFloridaGeneralContractorLicense

•LeeCountyContractorRegistration

•TownofFortMyersBeachContractorRegistration

•2013FinancialStatement

Appendix B – Recommendations/Evaluations •ReferenceLetter

•PerformanceEvaluation

•ClientInterviewResults

EVALU

ATION

CR

ITERIA

L EE COU NTY B OARD OF COU NTY COM M IS S IONERS | IM P ROV EM ENTS TO ES TERO B OU L EV ARD | RFQ 1 4 0 3 0 8

Page 1

EVALUATION CRITERIA

Company InformationFirm Name: KiewitInfrastructureSouthCo. Contact Person: JeremyRegan,ProjectManager Telephone Number: 954.835.2228(office)|404.971.0264(mobile) Fax Number: 954.835.2335 E-Mail Address: [email protected]

Background and StructureKiewit InfrastructureSouthCo. (KISC) isa subsidiaryofKiewit InfrastructureGroup,awholly-ownedsubsidiaryofKiewitCorporation(Kiewit).Kiewitutilizesadecentralizednetworkofdistrictandareaofficeslocatedacrossthecountrythatallowsoperatingsubsidiariestoactascompetitivelocalcontractorswiththebackingofafinanciallystable,nationalfirm.Thisnationwidenetworkisbasedongeographyandmarkettypethatoptimizestheallocationofresources,includingpeopleandequipment,tobestutilizethecompany’sexpertiseandgiveourclientsthebestproduct.

Employee-ownedKiewithasannualconstructionrevenuesinexcessof$10billionandpossessessufficientbondingcapacityforvirtuallyanyproject.Asacompany,Kiewitdeliversapproximately75percentofourworktoclientsthroughalternativedeliverymethodssuchasCMARanddesign-build. Inaddition,ourorganizational structureallowsKiewit tocompete locallyand regionallyonprojectsofall sizesranginginvaluefromlessthan$1milliontothehundredsofmillionsofdollars.Asaresultoftheseextensiveresourcesthatincludetalentedpeople,in-depthmarketknowledge,alargefleetofstate-of-the-artequipment,andunparalleledexperience,Kiewitisuniquelyqualifiedtosuccessfullybuildanysizeprojectinanylocation.Withalloftheseresourcesatourdisposal,theKiewitnetworkwillsupporttheKISCteamin

constructingtheEsteroBoulevardImprovementsprojectontime.

Engineering News-Record consistently ranks Kiewit Corporation as one ofAmerica’slargestdomesticgeneralcontractor;infact,KiewitwasrankedamongtheTop20Southeasterncontractorsin2013.

KISChasplayedamajor role inbuilding infrastructurethroughoutthefast-growing southeastern United States. Since the 1970s, we havebeenbuildingprojectsfromMarylandtoFloridaandwesttoLouisiana,performing highway, paving, and heavy grading work. For nearly 40years, we have expanded our capabilities to include transportation,heavycivil,roadway,airport,waterandwastewaterfacilities,dams,andinfrastructurework.

K IEWIT CORP ORATIONBruce Grewcock, President & CEO

K iew it B ridge& M arine

S ou thern C al if ornia

Northern C al if ornia

S ou thw est

Northw est

C entral

S ou th C entral

E astern C anada

Western C anada

New f ou ndl and O p era-tions

Western S u m m it

E astern

S ou theast

M E C I ndu strial

U ndergrou nd

M E C T ransp ortation

B U IL D INGWES TERN REG ION CENTRAL REG ION EAS TERN REG ION M ININGAU S TRAL IA

OP ERATIONSOIL , G AS & CH EM ICAL

P OWER

K IEWIT INFRAS TRU CTU RE G ROU P

K IEWIT ENERG Y G ROU P

K IEWIT B U IL D ING G ROU P

K IEWIT M INING G ROU P

*Map not to scale

This Statement of Qualifications demonstrates the effectiveness of this resource sharing through the highlighted experience of

Kiewit’s Southeast (KISC) and Southwest (KIWC) Districts.

While Kiewit’s organizational structure allows KISC the capabilities to deliver large-scale projects, the majority of our experience has been focused on smaller, local projects, as illustrated here. With extensive resources that include talented people, in-depth market knowledge, a large fleet of state-of-the-art equipment, and

unparalleled experience, KISC is uniquely qualified to handle any size project in any location.

< $5 M

47%

$5-10 M

15%

$10-50 M

21%

< $100 M

10%

$50-100 M

7%

Based on total contract value of KISC’s participation in Kiewit projects (2004-2014)


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Executive SummaryThe Executive Summary shall not exceed two (2) pages. The Executive Summary shall include a brief description of your understanding of the role and key responsibilities of the Vendor.

AsalocalandnationalleaderinprovidingprojectsthroughalternatedeliverymethodssuchasDesign-Build(D-B),CMAR,andConstructionManager/GeneralContractor(CM/GC),Kiewit’sdiverseprojectportfolioincludesroadwayandhighwayimprovements,utilityrelocations,bridges,tunnels,airportwork,reservoirsanddams.

Inthelast30years,KISChasprovidedconstructionservicesformorethan225publicandprivatetransportationprojects,andhavesuccessfullyprovidedservicesthataresimilarinsizeandcomplexitytotheEsteroBoulevardImprovementsproject.Inaddition,wehaveworkedwithT.Y.Linonanumberofprojects.Frompreconstructionthroughpost-construction,weofferyouateamwithaprovenhistoryofsuccessfulCMARandalternativedeliveryprojects.

Aswewill demonstrate in the followingpages,weunderstand theCMARprocess, the responsibilities and requirements of each teammember,andtheinterrelationshipsbetweendesign,preconstruction,construction,andpost-constructionactivities.

Oursuccessthroughoutthelocalandnationalmarketsmeansyoucanbeconfidentofourteam’sabilitytodeliverthisprojectwithoutanysurpriseswhileexceedingyourexpectations.Ourteam’sexperiencewiththealternativedeliverymethodshasresultedinafewcommonfindings:

� Partneringiscritical

� Open,frequentcommunicationresultsinpositiverelations

� Earlycontractorinvolvementproducesthebestresults

� Contractorinvolvementresultsinimprovedsafetyandqualitythroughconstructibledesigns

� Projectdesignandconstructionphasingcanbeoptimizedtoreducecost

� Earlyidentificationofprojectriskscanresultinmitigationthroughdesign,construction,andcontractmanagement

� In-depthprojectunderstandingresultsinlowercost

OurpreviousexperiencehasshownthatthegreatestbenefitaConstructionManagerwillbringtoaCMARprojectisthroughconstructability,valueengineeringandriskmitigation.Wehavedevelopedbestpracticesinourconstructiontechniquesthathaveprovensuccessfulonmorethan600alternativedeliveryprojectscompanywide.ThisistheexpertisethatKiewit,asaspecializedcontractor,willbringtotheteamastheCMAR.

Time vs. Value of CMAR Involvement

Early involvement in the preconstruction phase has a positive impact on the overall outcome of the project

Greatest ability to infl uence design and

create best value

Must evaluate potential construction savings against redesign and schedule cost

Preconstruction

Cos

t S

avin

gs

Concept Design

30%Plans

60%Plans

90%Plans

100% GMP Development

Construction

A b il ity to im p ac t c ost and p erf orm anc eC ost of design c hanges

While we have a very in-depth understanding of process and design, we are at our roots a contractor, and our impact and role should be to provide our expertise related to construction. The utilization of our unique skills provides the design team and the County the comfort of knowing that project risks, safety, quality and project phasing are being addressed at each critical step. Our efforts in early engagement and communication by partnering will result in improved efficiency at each phase and reduced cost.


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Anothervaluable featureof theCMARdeliveryprocessallowsthecontractor toclearlyidentifyandmitigaterisks,whileallowingyou,theprojectowner,tohelpmitigatethoserisksthroughcontractmanagement.ThiskeyelementoftheCMARdeliverymethodbeginsduringthepreconstructionphaseandiscarriedthroughthecompletionoftheproject.Whileallriskscannotberemovedthroughdesign,thisdeliverymethodallowsus to identifyandquantify risks theCountywillbeabletoclearlyseeandunderstand.Thisfeatureandaddedleveloftransparencyreducesoreliminatestheneedtopriceriskintothework.

Pricingriskintotheconstructionisatypicalprocessofthestandardcontractingmethods.Beingabletoclearlyshowthecostassociatedwithprojectspecificrisks,allowstheoverallcosttobereduced.Whiletheserisksareclearlyidentifiedandquantified, if therisk is realizedornotrealized, theassociatedfundsarereadily-availableandabletobecompletelyreturnedtotheCountyuponcompletionoftheproject.Thistypeofcontingencyplanninglendsitselftodisputeavoidance.

Ourexperiencehasalsoshownthataveryeffectivewayofcontrolling riskandthe associated costs is throughdeliveringmultipleGuaranteedMaximumPrice(GMPs)insidethesamecontract.OneoftherisksassociatedwithaprojectsuchastheEsteroBoulevardImprovementsprojectthatwilltakeplaceoverthecourseofmany years,will be related to time-sensitive costs. Some of these costswillbe associatedwithmaterial escalations or items that require long lead time toprocure.Theseescalationscanbetiedtocommodity itemssuchascopperandsteelortheprocurementofequipmentsuchaselectricalcomponentsthatresultsinaslower,lessefficientprojectschedule.

Wewill provide our expertise in evaluating labor and equipment costs for thisproject; however, projecting and anticipating commodity costs in this volatilemarket can be difficult. Our corporate buying power and relationships withsuppliersandsubcontractors,andtheirwillingnesstoworkwithusandtheCountyisonewaytomitigatethisriskandalsoaidtheCountyinsalestaxrecovery.

We have been very successful in controlling these risks through generatingmultipleGMPs.TheseGMPscanbeassociatedwithcommodity-basedorspecificequipment items thatmaybe long-lead timepieces,which impact the overalldurationoftheproject.GeneratingaGMPtopurchasematerialsearlymayhelpcontrolthematerialcosts,whileproducingnorisktotheCounty.

AnothersuccessfulapproachhasbeentohelpcontrolormitigateriskbygeneratingaGMP for anup-front, clearly identified scopeofwork such asutility location/relocations.ThistypeofworkmaybeabletobeginpriortodevelopmentofthecompleteprojectGMP,andinturn,reducetheoverallprojectscheduletoincreaseefficiencyandreduceoverallcost.Wehavesuccessfullyimplementedthesetypesof riskmitigatingmeasures andhave jointly realized thebeneficial resultswithmanyofourpastowners.

AsanaddedbenefitoftheCMARprocess,theCountywillhave100%transparencyand insight into the costmakeup of this project. Our responsibility as CMARwillbetoensurethatallcostsaresupportedbyacleardefinitionofthescopeof services provided, and that the best value is provided to the surroundingcommunitiesand theCounty.Ourpastexperienceandexpertisehas resultedinmanysuccessfulCMARprojects.Wehaveconsistentlybeenabletocompleteprojectsatorbelowbudget,whileexceedingourprojectowners’expectations.

Led by Jeremy Regan, the SR-90 Tamiami Trail team received the Sunshine State Safety Award in 2013. This demonstrates that a

roadway project can be built quickly and in tight windows without sacrificing safety.

DAVIDFITZSIMMONS

I-10 WIDENING PROJECT, AS INTERPRETED BY ARIZONA DAILY STAR

EDITORIAL CARTOONIST:

AUG. 3, 2009

MARCH 10, 2004 DEC. 18, 2005 AUG. 13, 2005

MARCH 9, 2007FEB. 13, 2007 JUNE 24, 2007

JULY 13, 2007JULY 1, 2007

Kiewit coordinated with the public and many other stakeholders to ensure that special events were uninterrupted during the

reconstruction of I-10 through the heart of downtown Tucson. A local cartoonist captured the success of the project for ADOT with this illustration. Jeremy Regan served as Project Engineer and the

Project Manager on this project.

Pedestrian alcoves on the Cotton Lane CMAR project. Donnie Arant worked with Maricopa County to mitigate utility and geotechnical risks, allowing that budget to be used for additional

pedestrian and aesthetic elements.


Page 4

Experience Questions Transportation Construction Management at Risk ExperienceHow many years experience in Transportation Construction Management at Risk as a distinct discipline does your company have? Contractor shall have a minimum of ten (10) years acceptable Construction Management at Risk experience.

Kiewit has been performing Construction Manager at Risk contracts since2000,whenlegislationwasfirstpassedintheSouthwesternUStoallowCMARcontracting. Since that time, Kiewit as a company has held approximately300 CMAR contracts for a variety of projects, including transportation, water/wastewaterfacilities,andverticalconstruction.Wehavemaintainedaconsistentwork history of transportation CMAR contracts and established many repeatclients.OurtransportationCMARexperiencebegan inArizonawithseveralkey“first-timeCMAR”projectsforpublicownerssuchastheArizonaDepartmentofTransportation,theMaricopaCountyDepartmentofTransportationandtheCityofPhoenix.

Our companybeganworking forMaricopaCounty and theCity of Phoenix in2004,bothofwhichwerenewtotheCMARmodelatthetime.ThefirstcontractfromMaricopa County involved assisting in the design, permitting and utilityrelocations fora roadwayandnewbridgeprojectover theGilaRiver.We thendevelopeda$52millionGMPforconstructionoftheCottonLaneBridge.Alsoin2004,wewereselectedastheCMARfortheCityofPhoenixonthe$23millionTaxiway D and E project at the Phoenix Sky Harbor International Airport thatincludedextensivecoordinationwiththird-partystakeholders.Thesameyear,theCityofPhoenixalsoselectedKiewitas theirCMAR for the$10millionValVistaWaterMainRehabilitationproject.TheValVistaprojectinvolvedsignificantutilitywork,roadwayreconstruction,andpublicoutreach/coordinationefforts.AfterValVista,theCityhasgoneontoawardsevensubsequentGMPstotaling$58milliontoKiewitinthismajorrehabilitationprogram,aswellasotherCMARcontractsforsewer line replacements throughout residential neighborhoods.Most recently,aKISCjointventurewasselectedtoperformCMARservicesforthe$150millionOrlandoInternationalAirportSouthAirportIntermodalFacilityproject,whichiscurrentlyinthepreconstructionphase.

BecauseofKiewit’sinternalstructurethatallowsustoshareresourcescompanywide, several of our key staff who will be involved in the Estero BoulevardImprovements project—including Ben Carnazzo (Off-site Principal), JeremyRegan(ProjectManager),DonnieArant(PreconstructionServicesManager)andKurtisPfeifer(ProjectEngineer)—arenowpartofKISC.Eachoftheseindividualsbringsdirectexperience,fromthefieldleveltouppermanagement,onavarietyoftransportationCMARprojects.

On the SR-89 Chino Valley CMAR project, the Kiewit team worked closely with ADOT to provide value engineering for a roundabout

with pedestrian crossways.

The Kiewit team has completed seven GMPs on the Val Vista Water Main CMAR project at or under budget. The current GMP, #8, is also

scheduled to complete at budget.

The Relief Sewers CMAR project involved extensive public outreach with the local community to keep stakeholders and residents informed, thereby minimizing impacts that the construction

activities would have on them.


Page 5

Project ReferencesHave you provided the required information as required under Qualifications, Experience? Vendor shall describe experience, including roadway and utility improvement tasks performed, and furnish at least five (5) project references with contacts, title, telephone numbers and mailing addresses.

Inthepriorquestion,wedescribedourfirm’s10yearsoftransportationCMARexperience.Theprojectslistedbelowallinvolvedroadwayandutilityimprovementwork.Theyalsoallinvolvedintenseplanning,coordinationwithmanystakeholdersandsignificantpublicinterfacing.TheprojectsincludeCMARprojects,aswellasFloridaroadwayprojects.

PROJECT NAME OWNER VALUEDELIVERY METHOD STATUS

ROADWAY / UTILITY TASKS PERFORMED PROJECT CONTACT

SouthAirportIntermodalTerminalFacility

GreaterOrlandoAviationAuthority

$150M CMARAt30%design/

GMPstage

� Coordinatingutilitylocationsforterminalwithmultiplestakeholders

DavinRuohomaki,SeniorDirector407.825.31055850CargoRd,Orlando,FL32827

CottonLane*

MaricopaCounty

DepartmentofTransportation

$52M CMAR Complete

� 3milesofasphaltroadway � Roundaboutandsidewalks � Roadwaylightingandpedestrianalcoves

� Newwater,sewerandstormdrainage

� Relocationofpowerandgas

BillHahn,ProjectManager602.506.86002901W.DurangoSt,Phoenix,AZ85009

ValVistaWaterMainRehabilitation CityofPhoenix

$68M (8 GMPs over 10 years)

CMARCurrentGMPinprogress

� Rehabof69”watermain � Inthemiddleofurbanroadway � Deepexcavationsandotherutilitywork

SteveSchebler,ProjectManager602.262.7531101S.CentralAve,Phoenix,AZ85004

SR-89ChinoValley*Arizona

DepartmentofTransportation

$20M CMAR Complete � Pavers,asphalt,curbs,sidewalks � Power,gas,water,fiberoptic,stormdrainage

AlvinStump,DistrictEngineer928.777.58791109E.CommerceDr,Prescott,AZ86305

BearCutandWestBridgesEmergencyBridgeRepair*

Miami-DadeCounty $32M DB 95%

Complete

� 14’widesharedusepaths � Asphaltroadwayapproaches � 18”and24”stormdrainage � Exfiltrationtrenchwith24”PRCP � 4200LFofwaterlinedirectionbore

AntonioCotarelo,CountyEngineer305.375.1918111NWFirstSt,Miami,FL33128

SR-90TamiamiTrail* USArmyCorpsofEngineers $103M DBB Complete

� 10milesof2-laneasphaltroadway � NewFPLpowerline � AT&TFiberlinerelocation � 24”-48”newRCPstormdrainage

NestorRivera,ContractingOfficer954.436.90223000SW148thAve,Miramar,FL33027

5thStreetBasculeBridge

FloridaDepartmentofTransportation

$64M DBB Complete

� Reconstruct½mileofroadwayinurbanenvironmentnexttoMiamiRiver

� NewFrenchdrainsystemanddrainagestructures

� Coordinationpower,water,andsewercompanies

MarkCroft,DistrictConst.Engineer305.640.74451000N.W.111Ave,Miami,Florida33172

63rdStreetBasculeBridge


$18M DBB Complete

� Reconstruct1mileofA1Ainadenseurban,coastalenvironment

� Coloredsidewalks,landscaping,andlighting

� 3700LFofnewdrainagesystemand56drainagestructures

� Coordinationpower,water,andsewercompanies


MiamiIntermodalCenter/MiamiInternationalAirportInterchange*


$81M DBB Complete

� Reconstruct3milesofurbanroadway

� FPLoverheadpowerlinerelocation � Sewer,gas,water,fiberlinerelocations


* Denotes highlighted project in Criteria 2 section


Page 6

Contractor shall furnish the names of three (3) public entities within the State of Florida with whom the vendor has acceptably contracted for work within the past five (5) years. Vendor shall furnish a list of references, contacts , title, telephone numbers and mailing addresses.

FLORIDA PUBLIC ENTITY PROJECTS PROJECT CONTACT

FloridaDepartmentofTransportation,District6

� I-95GoldenGladesAuxiliaryLanes � 5thStreetBasculeBridge � 12thAvenueBasculeBridge � 63rdStreetBasculeBridge � MIC/MIAInterchange*

MarkCroft,DistrictConst.Engineer305.640.7445|[email protected],Miami,Florida33172

Miami-DadeCounty, PublicWorksDepartment

� BearCutandWestBridgesEmergencyBridgeRepair* � MiamiAvenueBasculeRehabilitation � VenetianCausewayBridgeRehabilitation

AntonioCotarelo,CountyEngineer305.375.1918|[email protected],Miami,FL33128

USArmyCorpsofEngineers,JacksonvilleDistrict � SR-90TamiamiTrail*

NestorRivera,AdministrativeContractingOfficer954.436.9022|[email protected],Suite251,Miramar,FL33027

* Denotes highlighted project in Criteria 2 section

Transportation CMAR Experience in the Last 5 YearsHow many public Transportation Construction Manager at Risk project contracts have you held within the past five (5) years?

Kiewithasheld12publictransportationCMARcontractsinthepastfiveyears,asshownbelow.

CMAR PROJECTYEAR

COMPLETEDYEAR

AWARDED LOCATION VALUE OWNER SCOPE

PSHIASkyTrainPhase1A 2014 2009 Phoenix,AZ $114M CityofPhoenix ExtensionofanautomatedtrainatthePhoenixairport

ValVistaWaterMain GMP8

Atpreconstage 2014 Phoenix,AZ $15M CityofPhoenix Rehabnextsegmentofwatermainunder

urbanroadway

SouthAirportIntermodalTerminalFacility

At30%design/GMP

stage2013 Orlando,FL $150M GOAA NewintermodalterminalatOrlando

Airport

ARSBroadwayRoad Underconstruction 2013 Phoenix,AZ $40M CityofPhoenix

5segmentsofroadwayreconstruction;newbusbays,widening,andextensiveutilityrelocation

Scenario6TransmissionMainImprovements

Underconstruction 2013 Phoenix,AZ $3M CityofPhoenix Rehab/replacementof4200LFof42”

watermain

SoutheastConnectorPhase1

Underconstruction 2012 Reno,NV $65M RTCofWashtoe

County Newroadwayandbridgeconstruction

MountainViewCorridor 2013 2009 SaltLakeCity,UT $246M UDOT Newhighwayconstruction

SR-14EmergencyLandslideRepair 2012 2011 CedarCity,UT $15M UDOT Emergencyroadwayrepairfroma

landslide

AirportLRTExtension 2012 2010 SaltLakeCity,UT $209M UtahTransitAuthority 6milesofraillineinurbanenvironment

ValVistaWaterMain GMP7 2011 2009 Phoenix,AZ $6.4M CityofPhoenix Rehabilitationof3900LFof69”waterline

inurbanenvironment

SR-89ChinoValley 2009 2007 PrescottValley,AZ $20M ADOTConvert2laneroadto4lanedivided;extensiveutilities,decorativemedian,andround-a-bout.

PortlandMallLRT 2009 2007 Portland,OR $158M Tri-CountyMTDofOregon

NewLRTdownPortlandBusMall;extensiveutilityrelocationsand14stations


Page 7

Financial Quali�cations Annual Reports The Vendor must submit its most recent audited financial statements, published annual report, or similar record of performance for the last year.

KiewithasthefinancialstabilitytoprovideLeeCountywithconfidencefortheEsteroBoulevardImprovementsproject,asdemonstratedwithannualconstruction revenues inexcessof$10billion.Kiewit InfrastructureSouthCo.’sAudited2013FinancialStatementhasbeenincludedinAppendixA.

Ability to Obtain Public Construction Bond Provide the following information with respect to your bonding: Company or Surety Name, Contact Person, Address, Telephone number and bonding capability.

Surety: TravelersSuretyCompany Contact: TraciSutton Address:OneTowerSquare,Hartford,CT06183 Telephone Number:402.271.2956 Bonding Capacity: FullProgram$8billion/SingleProjectAggregate$350million

Proof of InsuranceThe Vendor shall provide proof of insurance as required.

KISCcarriesinsuranceatorabovethelimitsrequiredbyLeeCounty.AcopyofourinsurancecertificatehasbeenprovidedinAppendixA.

Personnel and EquipmentDemonstrate that you are able to satisfy all the requirements for personnel and equipment as set forth in this RFQ. Show a representation of your project workload of relevant project personnel.

PersonnelAs indicated by the chart shown here, our team has ample capacity to fully staff the Estero Boulevard Improvements project duringthepreconstructionandconstructionphases.A largeportionofourproposed team, includingourProjectManager, JeremyReganandSuperintendentGary Stoorwill be available to engage inpreconstruction activities. Additionally,wehave a large teamof experiencedtransportationbuilderscomingavailablefromourBearCutandTampaBayReservoirprojectsfinishinglaterthisyear.

EquipmentBasedonourcurrentandprojectedworkload,wehavethecapacitytoprovidetherequired equipment necessary to complete the Estero Boulevard Improvementproject.Kiewithasoneofthelargestandmostmoderncompany-ownedequipmentfleets inNorthAmericawithareplacementvalueofover$2billion.Thisabilitytoself-perform and provide our own equipment is a fundamental differentiator onmanyofourclients’projects.

TYPE OF EQUIPMENT OWNED BY KISC

NUMBER OF PIECES AVAILABLE

VehiclesandPrimeMovers 150UtilityTrailers 40Dozers 10Loaders 13MotorGraders 3Excavators 10CompactionRollers 8LightPlantSets 50

Las Olas Bridge $7M

Bear Cut Bridge Replacement $33M

St. Mary’s Swing Bridge $3M

CW Bill Young Reservoir $130M

SR 822 Sheridan Street $2M

Miami Avenue Bridge $5M

Orlando Intermodal South Terminal $150M

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Page 8

CRITERIA 1. PROJECT UNDERSTANDING AND APPROACHOurunderstandingof theproject is tobeginthe initial improvementstoEsteroBoulevardbetweenLaniKaiResortareaandAndreMarDriveand thenwork southover subsequentyearsuntil reaching theBigCarlosPassBridge.Weunderstand thatLeeCountywants theCMARtodevelopaGMPbasedontheamountoffundingavailableforthefirstsegmentofworkandbeginconstructionin2015.OurteamunderstandsthisisaprojecttocompletethevisionoftheFortMyersBeachstreetscapeandnotaddcapacitytotheroadway.

WebelieveaprimaryresponsibilitywewouldhaveasyourCMARistohelpsaveyoumoneythroughimprovedconstructabilityandvalueengineering.ForEsteroBoulevard,thegreatestimpactKiewitwillbeabletomakeforyouisbetweenthe30%and60%design.WealsobelieveitourresponsibilitytohelpdevelopthemostefficientandsafephasingandMOTplanfortheproject,alongwithnumerousotheritemssuchasutilitycoordination,permitting,andpublicinformation.

Afterreviewingthe30%plans,webelievethereissubstantialopportunitytoworktogetherwithyouandT.Y.Lintoreducecostsandimprovetheschedule.Werecognizethatfundingisveryimportanttoyoutocompletethisprojectandanyaddedsavingscouldhelpdelivertheprojectsoonerandaddadditionalaestheticimprovements,suchasa“gateway”featureateachendofEsteroBoulevard.Wealsorecognizethatthedrainage,lightingandlandscapingdesignsareallveryearlyandtheseitemsarehistoricallypronetocostandquantityoverruns.Thesedesignitems,alongwiththeroadwaysection,sequencing,andutilitywork,willbekeyfocusareasforourteamasyourCMAR.

Construction Activities Within Coastal EnvironmentsSpecial Design Criteria and Permitting RequirementsKiewitisfamiliarwithmanagingandconstructingworkincoastalenvironmentsthroughoutFloridaandtherequireddesignconsiderationsandpermitting requirements toget aprojectbuilt on schedule.Throughour experiences,wehaveperformedpermitting activities fornumerousclients,whichhasprovidedusathoroughunderstandingoftherequirementsandprocedurestoobtaintheminatimelymanner.Theseexperienceshavealsoaffordedustheopportunitytoestablishandmaintainmanyrelationshipswiththepermittingagenciesacrossthestate.Severaloftheagencieswehaveexperiencewithonrecentprojectsareshownbelow.

FLORIDA PROJECT

FLORIDA DEPARTMENT OF ENVIRONMENTAL PROTECTION FDEP

SOUTH FLORIDA WATER MANAGEMENT DISTRICT

SFWMD

US ARMY CORPS OF ENGINEERS

USACEUS COAST GUARD

USCG

FLORIDA DEPARTMENT OF HEALTH FDOT

BearCutandWestBridgesEmergencyBridgeRepair

SR-90TamiamiTrail VenetianCauseway US27OkeechobeeRoadDesign-Build WeareawarethatalltheareasoftheEsteroBoulevardproject,withtheexceptionoftheHighRiseArea,containsegmentsthatfallseawardoftheCoastalConstructionControlLine(CCCL),andtherefore,willrequireapermitfromtheFloridaDepartmentofEnvironmentalProtection(FDEP).Wearealsofamiliarwiththespecialdesigncriteriathisinvolvesandareavailabletoassistineitherdesign/constructabilityreviewsorpermitting,asnecessary,toensurethisprojectiscompletedontimeandincompliancewiththeapplicableagencyregulations.

Estero Boulevard

CCCL Line

As shown on this screencapture from the FDEP website, Estero Boulevard is seaward

of the CCCL and will require extensive coordination for permitting.


Page 9

Protection of WildlifeAtKiewit,oneofourcorevaluesisstewardship.Tous,thismeansseveralthings,includingbeingstewardsoftheenvironment.WecommendtheTownofFortMyersBeachforenactingtheSeaTurtleProtectionCode(OrdinanceNo.98-3)andyouwillhaveKiewit’sfullsupportwiththisordinanceifwearethesuccessfulCMARforyourproject.

Protectionoftheenvironmentandwildlifeonourprojects isnotanafterthought; it isacarefullyandthoroughlyplannedelementineveryoperationwemanageorself-perform.InconsiderationofthecarefulplanningofthisprojectbyLeeCounty,theTownofFortMyersBeach,andothermajorstakeholders,KiewitunderstandsthattheselectedCMARmustpossessthedepthandbreadthofexperiencetoefficientlyandeffectivelycoordinate,collaborate,andexecutetheenvironmentalcommitmentsofthisproject.

OurrecentlycompletedSR-90TamiamiTrailproject,constructedintheenvironmentallysensitiveFloridaEverglades,adjacenttotheEvergladesNationalParkisatruetestamenttohowconstruction canproceedwhilemaintaining strict environmental complianceand controls. The project required the protection of several migratory bird species,includingtwoFederally-listedbirdspecies,theWoodStorkandtheEvergladeSnailKite.OtherprotectedspeciesontheprojectincludedtheEasternIndigoSnake,GopherTortoiseand Everglades Mink. In addition to stringent wildlife monitoring requirements on theproject,Kiewitwasresponsibleforestablishingbufferzonesfornestingareasandourworkareaswerecoordinatedaccordingly.

WeunderstandtheSeaTurtleNestingseasonoccurseveryyearfromMay1throughOctober31 along the shorelineof FortMyers Beach.We are also aware that theoff-peak season fortouristsisapproximatelythissametimeperiodandourplancontemplatesworking24/7duringthis lowseason.Kiewitwill ensurea lightingplan isdevelopedand implemented to facilitatenightworkthatisacceptabletoalltheprojectstakeholders.

E�orts to Minimize Extended Impacts to Adjacent Properties and Facilities UsersOurteamhasdevelopedseveralideastominimizeimpactstoadjacentbusinessesandthetravellingpublicthatwebelievewillbedifferencemakersforyouonEsteroBoulevard.Thecurrentphasingplaninvolvesfourseparateconstructionphases,whichwillextendtheamountoftimeittakestocompleteanareaofworkandincreasetheamountofdisruptionforthoseinthatarea.

Peoplewholiveandworkaroundaconstructionprojecttendtobecomefrustratedwhentheydonotseemuchprogressbeingmade.Thetravellingpubliccanalsogetfrustratedwhenthetrafficpatternsaregettingchangedtosomethingunfamiliar.Pedestriansandcyclistswillalsogetfrustratedwhentheyhavetousetemporaryasphaltsidewalksforextendedperiodsoftime.

OurteamforthisprojecthasdevelopedanapproachandstrategytocompleteEsteroBoulevardsafelyandalsoaccomplishthefollowingthatwebelievewillexceedyourexpectations:

� Thepublicwillnoticesignificantprogressbeingmadeinashortperiodoftime.Thiswillcausepeopletobesupportiveoftheprojectandatemporarydisruption,aslongastheyseetheworkmovingquicklyandbeingwelldone.

� Minimizetheamountofnewtrafficpatternsforthemotorists.DuringPhase1wewilleliminateanytemporaryroadwaywidening.Thiswillkeeptrafficfartherfrompedestrians,cyclists,andalsokeepdriversonafamiliarsectionofroadway.Wehavealsofiguredoutaplanthatwillcuttheamountoftrafficmovementsinhalf.

� Keeppedestriansandcyclistsoneitherexistingornewsidewalksthroughoutthedurationofconstruction.

Thedetailsofourproposedplanthataccomplishtheaboveitemsarediscussedatlengthinourmaintenanceoftrafficduringconstructionsection.Theprimarystrategy,however,isbasedonthefollowingkeyefforts:

� Consolidateallmajorworktobecompletedduringthelowseason.Thiswouldbetheapproximatelyfivemonthsfrommid/lateMaytomid/lateOctober.

� Inthenon-residentialsegments,suchastheCoreandCivicCenter,wewouldwork24hoursperdayand7daysperweek.Thiswouldallowconstructiontoprogressrapidlyandalsoavoidwhatwouldbetheunacceptabledisruptionofconstructionduringthesevenmonthsofpeakseason.


Page 1 0

Construction During “Season” or Peak Times of the YearAsdiscussedabove,our teamhasdevelopedaplan toavoidanyconstructionwork from takingplaceduring theapproximately sevenmonthsofpeakseasonfrommid/lateOctobertomid/lateMay.

WewouldproposeusingthepeakseasonastimetodevelopaGMPforthenextsegmentofEsteroBoulevard,planandscheduleforthenextsegmentofwork,andexecutecontractswithsubcontractorsandmaterialsuppliers.PleasereferencethefollowingmaintenanceoftrafficandCriteria3sectionsforanyfurtherclarificationonthistopic.

MOT Phasing During ConstructionWerecognizethattrafficcontrolandconstructionphasingwillbeakeyelementoftheprojectbecauseitcanhaveasubstantialimpactonprojectcostsandschedule.Wehaveestablishedthefollowinggoalsfortrafficcontrol:

� Maintainingmobilitythroughtheprojectareaswhileminimizingimpactstothepublic,businesses,communitiesandadjacentpropertyownersthrougheffectivecommunication,cooperationandcoordination.

� Safeconstructionforthetravelingpublic,pedestrians,bicyclistsandtheconstructionteam.

WewillhaveadedicatedMaintenanceofTraffic(MOT)Supervisorwhowillleadtheeffortstoachievingourgoals.Also,wewilluselocalcommunityoutreachasneededtoinformthepublicoftrafficpatternchanges,inadditiontothestandarduseofMUTCDandadvancednotificationthroughvariablemessagesigns.

Proposed 2-Phase MOT Phasing PlanThe MOT phasing captured in the 30% plans prepared by T.Y. LinInternationalappearsreasonable,especiallyintheright-of-wayareasthataregreaterthan50-feetwideincluding:

� Station1168+61to1249+00

� Station1249+00to1267+20

� Station1267+20to1410+60

Although we believe there is some opportunity to save time andmoney revising theproposedphasing in these areas,we think thephasingadjustment that couldhave the largest impacton the jobis in the areas with 50-feet of right-of-way, particularly at Station1116+75to1168+18.

The two-phase, instead of the current four-phase, MOT plan wewould propose for Lee County’s consideration, illustrated on thefollowingpage,wasrecentlyandsuccessfullyexecutedonourSR-90TamiamiTrailprojectforUSACEnexttotheEvergladesNationalPark.TamiamiTrailisoneoftheeast-westStateRoadsthatconnectsMiamitoSouthwestFlorida.Thephasingwouldrequireone-waytrafficforatleasta500-footsectionatatimeandwouldbebackedbyatrafficstudy and a traffic simulation developedwith software.The trafficstudyandsimulationwouldthenbeconfirmedwithanactualonetotwoweekfieldtesttoprovethatminimalimpactswillbeexperiencedbythepublic.Trafficflowwouldbedirectedbytwocertifiedflaggers,oneateachend,whowillbeclearlyvisibleattheirflaggerstations.Eachflaggerwillhavearadiosotheycaneasilycommunicatewitheach other tomaintain traffic flowwithout significant delays. ThemaximumtimedriverswaitedataflaggingstationonTamiamiwas5minutes,butthatwasfor5500LFoflaneclosure.EsteroBlvdwouldbeapproximately1-2minutesfora500LFlaneclosure. Webelievethispotential1-2minutewaitduringoffseasonwouldbepreferredbydriversthanconstructionduringpeakseason.

Looking down SB lane near Sta. 1110 toward end of mill and resurface area and beginning of full reconstruction area

Our 2-phase MOT plan with a lane closure will accommodate the trolley stops and not disrupt its service during construction


Page 1 1

TRAFFIC CONTROL CROSS SECTIONESTERO BLVD IMPROVEMENTS

SAN

WM

50’ ROW

WMWMBT #57 stone

Phase II Sequence Shift tra�c to new SB lane Concrete pavers Build new NB lane Build LT sidewalk at night

RIG

HT

OF

WAY

LIN

E

RIG

HT

OF

WAY

LIN

E

1116+75 to 1168+18Phase II

9’ 10.5’ 8’ 10’ 9.5’

BT#57 stone

SAN

RIG

HT

OF

WAY

LIN

E

RIG

HT

OF

WAY

LIN

E

WM

1116+75 to 1168+18Phase I

WM WM

Work Zone Day & Night

9.5’ Existing 10’ 8’ 10.5’ 9’

SAN

WM WM

WMBT

TYPE D CURB

#57 stone

50’ ROW

RIG

HT

OF

WAY

LIN

E

1116+75 to 1168+18Final

Final Phase After Phase II

RIG

HT

OF

WAY

LIN

E

9.5’ 10’ 11’ 10’ 9.5’

Work Zone Night Pedestrian Zone Day

Work Zone Night

Pedestrian Zone Day

500’ OF ONE WAY TRAFFIC

Work Zone

ONE WAY TRAFFIC

PEDESTRIAN DURING DAY WORK ZONE AT NIGHT

Work Zone

Work Zone PEDESTRIAN & BICYCLIST ACCESS 24/7

Lani KaiIsland Resort


WORK ZONE

PEDESTRIAN & BICYCLIST ACCESS 24/7

Looking south at Lani Kai Island Resort

24/7Pedestrian &

Bicyclist

3’

Phase I Sequence Build new SB Lane Excavate trench, install fabric and pipe, back�ll Install pavers Build RT sidewalk at night

Phase I MOT (Plan View)


WORK ZONE DAY & NIGHT

PEDESTRIAN & BICYCLISTACCESS 24/7

2-WAY ONE LANE TRAFFIC

24/7Pedestrian &

Bicyclist

3’



Page 1 2

Maintaining ADA-compliant access for local resident during 24/7 construction

SR-90 Tamiami Trail MOT SummaryThefollowingpicturesareallfromSR-90TamiamiTrailduringour24/7roadwayconstruction.Themainbenefitofgoingtoa24/7schedulewithalaneclosureisthatyoucancompleteasignificantamountofworkmorequicklyandatalowercost.On Tamiami Trail, we completed approximately 4000 LF of one side of the roadway in two weeks as a direct result of the 24/7 schedule.

Anotherbenefitofgoingtoa24/7operation is thatyoucaneliminateasignificantamountofcostly temporaryconcretebarrier that iscurrentlyshowninthe30%plans.BasedontheFDOTStandardDrawingsIndex600(Sheet10of13,DropOffConditionsNote4),barrierwallisnotrequiredifthedropoffconditioniscreatedandrestoredinthesameworkperiod.ItisalsoimportanttonotethatthepostedconstructionzonespeedlimitonTamiamiwas45MPHandweexperiencedmanyvehiclesgoingthroughtheworkzonewelloverthisspeed.EsteroBoulevard,wesuspect,wouldbepostedmuchlower,andbecauseourproposedlaneclosuresareonly500feet,thevehicleswouldnothavemuchtimetospeedoverthepostedlimit.

TRAFFIC CONTROL CROSS SECTIONESTERO BLVD IMPROVEMENTS

SAN

WM

50’ ROW

WMWMBT #57 stone

Phase II Sequence Shift tra�c to new SB lane Concrete pavers Build new NB lane Build LT sidewalk at night

RIG

HT

OF

WAY

LIN

E

RIG

HT

OF

WAY

LIN

E

1116+75 to 1168+18Phase II

9’ 10.5’ 8’ 10’ 9.5’

BT#57 stone

SAN

RIG

HT

OF

WAY

LIN

E

RIG

HT

OF

WAY

LIN

E

WM

1116+75 to 1168+18Phase I

WM WM


9’ Existing 10.5’ 8’ 10.5’ 9’

SAN

WM WM

WMBT

TYPE D CURB

#57 stone

50’ ROW

RIG

HT

OF

WAY

LIN

E

1116+75 to 1168+18Final

Final Phase After Phase II

RIG

HT

OF

WAY

LIN

E

9.5’ 10’ 11’ 10’ 9.5’

Work Zone Night Pedestrian Zone Day

Work Zone Night

Pedestrian Zone Day

500’ OF ONE WAY TRAFFIC

Work Zone

ONE WAY TRAFFIC


Work Zone

Work Zone PEDESTRIAN & BICYCLIST ACCESS 24/7

Lani KaiIsland Resort


WORK ZONE

PEDESTRIAN & BICYCLIST ACCESS 24/7

Looking south at Lani Kai Island Resort

24/7Pedestrian &

Bicyclist

3’

Phase I Sequence Build new SB Lane Excavate trench, install fabric and pipe, back�ll Install parcial stone and pavers Build RT sidewalk at night

Phase I MOT (Plan View)


WORK ZONE DAY & NIGHT

PEDESTRIAN & BICYCLISTACCESS 24/7

2-WAY ONE LANE TRAFFIC

24/7Pedestrian &

Bicyclist

3’


Flagging station under 24/7 schedule

Asphalt milling operation under 24/7 schedule (primarily night operations) Compacting the Existing Material after Milling

under 24/7 schedule (primarily during the day)

Designated access and egress points under 24/7 schedule

Placing asphalt under 24/7 schedule (occurred day only; during rainy

season, June-September)

Placing LBR 100 limerock under 24/7 schedule (occurred day and night)

The advantages of this alternative over the phasing depicted in the 30% plans include:

� Saves Time and Money:Largerworkareasimprovesaccessandoperationproductions

� Minimizes Impactstothetravelingpublic,localbusinessesandadjacentpropertyowners

� Safer for the Traveling Public:Fewertrafficpatternstobecomefamiliarwithdriving

� More pedestrian and cyclist friendly:Useexistingornewwork

� Safer to Build:Eliminatesneedtoconstructpipeandstoneandpaversbetweenlivelanesoftraffic


Page 1 3

Proposed 2-Phase MOT Plan SummaryWe strongly believe that our proposed MOT scheme eliminates significantsafetyconcernsandhasthepotentialtosaveatremendousamountoftimeandmoney.TheworkforthissectionofEsteroBoulevardwouldbeperformedduringthe non-peak season (Mid/late May to Mid/late-October) and our proposedworkschedulewouldbe24-hoursperdayand7-daysperweek.ThisinitialMOTphasing improvement is only fromStation1116+75 to 1168+18 andnot theentire lengthofEsteroBoulevard.Ourplan is to followthecurrentlydesignedsequence and build the SB lane first; but we could build the NB lane first,followedbytheSB lane,pipeworkandstoneandpavers in thenextphase ifpreferredbyLeeCounty.We would want to work with Lee County and other stakeholders to consider an extended one-way traffic section and the benefits it would bring all parties.

On the Tamiami Trail Project, our MOT scheme initially used one-way trafficin 1500-foot sections that gradually grew to 5500-foot sections before thecompletionoftheprojectasthepublicbecameusetothepattern.Ifthetrafficstudiesandfieldtestsindicatethatasectiongreaterthan500feetcanbeachievedwithminimaltrafficdisruption,thanadditionalbenefitscouldalsobeprovided.This same MOT approach saved the USACE $3,400,000 on Tamiami and reduced the project schedule by five months.

Additionally, impactstothetravelingpublic,businesses,pedestrians,bicyclistsand property owners would be minimized because of the reduced time tocompletethework.Accessforallstakeholderswillbecoordinateddailytoensurethat impactsareminimalduringconstruction, includingadditionalpedestriancross-walks if needed.Wewould be verywilling to discuss the details of ourschemeandscheduleduringtheinterviewprocess.

Utility CoordinationInourexperience,werecognizeutilitycoordinationasoneofthemostcriticalplanningelementsonaproject. Itcarriesasignificantriskfactortopotentiallydelayalmosteveryconstructionproject,includingtheEsteroBoulevardproject,ifnotplanned,scheduledandmanagedproperly.

During the planning phases of all our projects, a “Construction Risk Matrix”isdevelopedandutility coordinationconsistentlyearns a spoton thismatrix.OncetheConstructionRiskMatrixisdeveloped,brainstormsessionsareheldtoidentitymitigationactionsnecessarytoreduceand/oreliminatetheidentifiedrisks.Anotherpre-constructionprocessthatweperformonourprojectsisanextensiveutilitypotholingprogram.Theinformationobtainedfromthiseffortprovidesthecontractorsadesigntheycanbeconfidentin,aswellassignificantlyreducingutilitystrikeeventsandutilityconflictrelateddelays.Andlastly,ourapproachduringthedesignandpreconstructionphasesofaprojectisalwaystoavoidutilitiestotheextentpossible.Wehavehadgoodsuccessinworkingwithourdesignpartnersonanumberofprojectsbysuggestingdesignalternatives,suchasreducingroadwaythicknessesbychangingstabilizationmaterialstoavoidutilityconflictsaswellasothers.TheEsteroBoulevardprojectwillundoubtedlypresentsimilarconstructabilityenhancementopportunitiestotheCMAR.

TheutilitycoordinationaspectoftheEsteroBoulevardprojectwillpresentchallengesfortheselectedCMAR.Themostsignificantchallengeweforesee is thevolumeofutilitieswithintheproject right-of-way (ROW).On theplans currently available fromT.Y. Lin,wehave identified theutilitieswithintheROWthatwilleitherneedtobeworkedaround,re-routedorre-located(asshowninthetablehere).Thisvolumeofutilityworkwillrequireextensiveplanning,schedulingandcoordinationtoavoidpotentialconflictsandscheduledelays.WebelieveKiewit’sexperience,successfullyperformingthesefunctionsonnumerousurban,utilityintensiveprojectssuchastheMiamiIntermodalCenter,wouldbeasignificantbenefittotheproject.

UTILITY OWNER

Power FP&L

Gas TECO/PeoplesGas

Telephone BellSouth

CableTV Comcast

Water TownofFMB

Sewer TownofFMB

The Bear Cut project maintained excellent relations with local cyclists and pedestrians by planning their access into the MOT plan


Page 1 4

Construction Inspection ServicesOurcorporatequalitycultureplacesapremiumondeliveringhighqualityandlong-lastingprojects.Wehavelonghistoriesofworkingwithdesignpartnersindevelopingaccurate,constructibledesignsthatresultinfewerpost-designchangesandincreasedprojectservicelife.

Thefollowingkeyelementssummarizethisqualityculture:

� Knowing,understanding,andadheringtoCountyrequirements

� Designingandbuildingtheworkrightthefirsttime

� Continuingtoimproveourqualitybyincorporatingbestpractices

Kiewit has worked with many of the construction inspection firmsacross Florida; we also have full-time Quality Control Inspectorslocated in Florida.Wewould be happy to provide Lee Countywitha fully independent inspection firm, an inspection staffmadeupofKiewit employees, or evena combinationof the two if that iswhatyou preferred. We also have a talented and experienced group ofQualityControlManagersandoneofthemcouldbemadeavailabletosupportEsteroBoulevardonapart-timeorfull-timebasisifthatwassomethingLeeCountywasinterestedin.

AprocesswewouldrecommendadoptingonEsteroBoulevardwouldbe theThree-PhasedQuality Control System. Jeremy Regan, ProjectManagerwillbeultimatelyresponsibleforoverseeingKiewit’sThree-phasedQA/QCprogramwhichwillbeadministeredbyallfieldstaff.ProjectSuperintendent,GaryStoorandProjectEngineer,KurtisPfeiferwillberesponsibleforeachactionillustratedhere.

Initial Phase

Jeremy ReganPROJECT MANAGER

Gary StoorPROJECT SUPERINTENDENT

Kurtis PfeiferPROJECT ENGINEER

Walk-through/review minutes of preparatory meeting; con�rm completion of previous open items.

Inspect the work performed; con�rm establishment of the quality standard/level of workmanship.

Resolve any di�erences; review means and methods of supervisory require-ments necessary to achieve consistent quality for repetitive work.

Verify adequacy of quality controls to ensure full contract compliance.

This phase must be accomplished at the beginning of each de�nable feature of work1 Prep Phase




Review scope, plans and speci�cations, and the contract in the preparatory meeting to con�rm understanding.

Con�rm subcontractor understands the need for stand-alone or in-place mock-ups for each de�nable feature of their work.

Outline standards for daily review and sign o� by Kiewit of all completed work, and make arrangements for all required third-party quality inspections and testing during construction.

Document all materials and equipment to be used are tested, submitted, and approved, as required.

Record, as action items, any approvals needed prior to start of work and/or outstanding information required; review RFI Log.

Track and resolve open items prior to allowing the subcontractor to actually start work, or start “new work” on a weekly basis.

Hold preparatory meeting 2 weeks prior to the subcontractor starting work Follow-up Phase




Perform daily checks of the work to ensure continuing contract compliance.

Ensure new subcontractor personnel are properly trained and prepared to achieve the required levels of quality and workmanship on a daily basis.

Inspect daily to con�rm that the quality/workmanship of the work meets or exceeds the standard established by the approved mock-up for that de�nable feature or work.

Conduct �nal follow-up checks.

Review material delivery data sheets to ensure conformance with approved products for all new delivered materials.

Daily when �eld work is in progress

2 Initial Phase








This phase must be accomplished at the beginning of each de�nable feature of work Prep Phase










Hold preparatory meeting 2 weeks prior to the subcontractor starting work Follow-up Phase









Daily when �eld work is in progress Initial Phase








This phase must be accomplished at the beginning of each de�nable feature of work Prep Phase










Hold preparatory meeting 2 weeks prior to the subcontractor starting work3 Follow-up Phase









Daily when �eld work is in progress


Page 1 5

Key Inspections and Veri�cations for Estero BoulevardInreviewingthe30%plansfortheproject,werecognizedtwoimportantelementsthatwillrequirecloseinspectionforcompliance.

Curb Grades: Gettingthecurbgradescorrectiscriticalinensuringthefollowonasphaltandsidewalksareatthecorrectgrades.Wewillputaholdpointinplacepriortoplacingcurbwillallowforverificationofthestringlinegrade.Thiswillensurethefollowonitemsofworkcanbebuiltcorrectlyandpropersurfacedrainageisachieved.

Roadway Cross Slope and Drainage: Itwillbe importantfortheinspectionandqualitycontrolpersonneltoverifythecrossslopesofthefinishedlimerockbeforeplacingasphaltandalsoaftereachliftofasphalt.Thiswillensurethefinalridingsurfacemeetsthe2%crossslopeandproperlysheetsoffrainwater.

Pipe Backfill and Subgrade for Pavers: Sinceweareproposingtoconstructthe#57stonepipebackfillin2phases(8’withthepipeinPhase1and3’withoutthepipeinPhase2),itwillbeimportanttonotallowthe#57stoneto“slough”offordisruptthepipe.Theinspectionteamwillneedtoverifythatastreetplate(placedvertically)isusedtobackfillagainstinPhase1.DuringPhase2,the#57stonewouldbebackfilledagainstthestreetplateuntilat thesameelevationasthestonethatwasinstalledinPhase1.Theplatecanthenbepulledoutandbackfillandcompactioncompleted.The#57stonewillbeimportantsince itwillbe thesubbaseunderneath thesandwhichwilllikelybedesignedtosupportthepavers.Havingadequateandconsistentcompactionofallliftsunderthepaverswillbeimportanttoavoidanyunevensettlementofthepaversinthefuture.

Public Information PlanSuccessfully executing a community outreach programbased on public expectations is critical to establishing a project team’s credibility,enhancingtheCity’sreputation,andgeneratingpublictrust.

Working inclosecoordinationwithLeeCounty,wewilldevelopapublicoutreachprogramthat identifiesaschedule fordisseminatinginformationandrespondingtostakeholders’concernsinaproactiveandtimelymanner.FurtherdetailsonourPublicInformationPlancanbefoundintheCriteria5section.

Communicating beach access and parking with good signage will help eliminate any confusion during construction

Fort Myers Beach Fire Station 31 – located near Sta. 1173 will be a key stakeholder that needs to be informed

QC and QA verifying cross slopes prior to final lift of structural asphalt at SR-90 Tamiami Trail.

A local subcontractor completing backfill of 24” RCP on Tamiami Trail.

CR

ITERIA 2: EXPER

IENC

E


Page 1 6

CRITERIA 2. EXPERIENCE

Representative Projects and Key PersonnelFirm’s similar project experience, listing up to five (5) projects; a maximum of one (1) page per project; each project to have its own individual page. Include the project name, Owner’s name, indicate the contract method (CM, CMAR, etc), project start date, project initial budget, final budget, number of change orders, initial scheduled substantial completion date, actual substantial completion date, summary of work performed by your firm, and reference for the project including contact name and phone number .

Previous collaboration of the project team: indicate how long and what projects you have worked on together.

Staff assigned for this project should have a minimum of five (5) years experience in similar project roles.

Project ExperienceAsdiscussedintheExperienceQuestionssectionofthissubmittal,andfurtherexpandedonthefollowingpages,wehavedescribedourfirm’s10yearsoftransportationCMARexperience.Allprojectsinvolvedroadwayandutilityimprovementwork.Theyalsoinvolvedintenseplanning,coordinationwithmanystakeholders,andsignificantpublic interfacing.Theprojects includeCMARprojects,aswellasFloridaroadwayprojects.

Key Personnel Experience and Previous Collaboration of the TeamExceeding your expectations for this CMAR project requires anexperienced constructor who knows how to build the work, cananticipate challenges, mitigate risks, and deliver a quality projectaheadofscheduleandunderbudget.Ourteamprovidesyouwiththebestconstructionmanagers in the industrywhoarededicatedto thisproject and provide textbook transition from the preconstruction toconstructionphases.

Weareexcitedtoprovideyouwithateamofexperiencedprofessionals–eachcarefullychosenbasedontheirindividualareasofexpertise,abilityto work together (illustrated in the table below), and availability forthedurationtoensureaperfectfitforthisproject. Inadditiontotheirtechnicalandconstructionfocusedexpertise,thesekeyteammembershaveanin-depthunderstandingoftheotherelementsthatwillaffectthisprojectsuchasworkinginaheavilydevelopedurbanareaandtheimportanceofkeepingthepublicwell-informed,andworkingasapartnershipwithLeeCountyanditsstakeholders.

Thiscoreteamwillnotonlysuccessfullycompleteyourprojectontime,withZEROaccidentsandtothehighestqualitystandards,theywillalsoensurethatyourneedsandthoseofkeyprojectstakeholders,localresidents,andthetravellingpublicareaddressed.Detailedprojectexperiencesofthese individualsthathavemadeacommitmentandarededicatedtomakingthisprojectasuccessareoutlinedonthefollowingpages.

PROJECT NAMEJEREMY REGANProject Manager

DONNIE ARANTPrecon Manager

GARY STOORSuperintendent

JOE PAPITTOLead Estimator

KURTIS PFEIFERProject Engineer

TOM SABALASKESuperintendent

BEN CARNAZZOOffsite Principal

CottonLaneCMAR

SRPSpringervilleSubstructures

I-10TucsonReconstruction

SRPNavajoPaving

WASA102”ForceMain

MIC/MIAInterchange

BearCut/WestBridges

SR-90TamiamiTrail

MontgomeryRoadRehab

WASAWells

CWBillYoungReservoir

Jeremy Regan

Donnie Arant

Kurtis Pfeifer

Gary Stoor

Joe Papitto

Tom Sabalaske

Ben Carnazzo

28

35

28

6

12

8

Key Personnel Years of Experience

23


Page 1 7

LEAD FIRMKiewit Infrastructure West Co. (an a�liate of KISC)

CONTRACT METHODCMAR

SCOPE OF SERVICES• Bridge design analysis and selection•Detailed cost estimating• Project planning, scheduling and phasing•Outside agency and utility coordination• Value engineering• Constructability reviews•DBE goal setting and subcontractor

selection• Permit acquisitions• Bridge construction over water•Wetland mitigation

BUDGET PERFORMANCE

Initial Budget: $53MFinal Cost: $51.8M

NUMBER OF CHANGE ORDERS1

SCHEDULE PERFORMANCEStart Date: 9/2004Planned Completion: 7/2008Actual Completion: 7/2008

REFERENCESBill Hahn, Project ManagerMCDOT, 602.506.8600

KEY PERSONNEL INVOLVEDBen Carnazzo – O�-Site PrincipalDonnie Arant – Preconstruction Services Manager/Project EngineerJeremy Regan – Field Engineer

The Cotton Lane project was MCDOT’s first project using the CMAR delivery method. Thismulti-phase,3.25-mile-longprojectthatconstructedanewfour-laneroadwayincludedtheconstructionofanewsix-lane,2,100-foot-longbridgeovertheGilaRiverandanewbridgeovertheBuckeyeIrrigationDistrict(BID)Canal.Roadwayelementsincludedtheconstructionofanewroundaboutandsignalized intersection. Inaddition, theproject includedthe installationofnewwater,sewer,andstormdrainlines,andtherelocationofseveralirrigation,electrialandgaslines.

Kiewitalsoassistedintheproject’sextensiveagencyandutilitycoordinationefforts.TheU.S.ArmyCorpsofEngineers (USACE)404permitacquired for thisprojectwas largestpermit, in termsofarea,todateinArizonaandrequiredagreatdealofcoordinationandeffortbytheentireprojectteam.AkeyparticipantinthisprojectwastheFloodControlDistrictofMaricopaCounty(FCDMC).KiewitworkedcloselywithFCDMCstaffthroughouttheproject inacquiringthe404permitandcomplyingwithitsrequirements.OtherstakeholdersthatKiewitworkedwithduringthisprojectincludedUnionPacificRailroad(UPRR),ArizonaGameandFishDepartment,andthelocalelectric,water,naturalgas,communication,andirrigationcompanies.

Project Successes• During the design phase, Kiewit collaborated with MCDOT and the project designer indevelopingandimplementingadrilledshaftloadtestprogramthatresultedina$3.1millionsavingsforMCDOTandtheotherprojectpartners.

• Projectwascompletedonschedule.

• TheCottonLaneprojectreceivedthePCIDesignAwardfor2008,andwasrecognizedasoneofSouthwestContractor’sTopProjectsof2007.

Cotton Lane BridgeGoodyear, Arizona - Client: Maricopa County DOT

Acclamation letter from MCDOT is attached in Appendix B.


Page 1 8

LEAD FIRMKiewit Infrastructure South Co.

CONTRACT METHODDesign-Build

SCOPE OF SERVICES• Bridge design analysis and selection•Detailed cost estimating• Project planning, scheduling and phasing•Outside agency and utility coordination• Value engineering• Constructability reviews•DBE goal setting and subcontractor

selection• Bridge construction•Wetland

BUDGET PERFORMANCE

Initial Budget: $30.4MFinal Cost: $33M

NUMBER OF CHANGE ORDERS10*Owner scope added for additional substructure investigation and asbestos discovery.

SCHEDULE PERFORMANCEStart Date: 5/2013Planned Completion: 8/2014Actual Completion: on schedule for 8/2014

REFERENCESAntonio Cotarelo, Project ManagerMiami-Dade County, 305.742.4511

KEY PERSONNEL INVOLVEDBen Carnazzo – O�-Site PrincipalKurtis Pfeifer – Project EngineerJoe Papitto – Chief Estimator Gary Stoor – Design Phase Services

In 2013, the FDOT inspected the bridges and found thestructural steel girders structurally deficient and shutdownthose portions of the bridge to most traffic. Miami-DadeCounty(MDC)putalltrafficintoatemporaryalignmentandreleased a $31-million, 360-day emergency design-buildproject.Kiewitwasawardedtheproject.

Alongwith thebridgework, theproject required twodirectionalboresofnew20”HDPEunderthe Biscayne BayWaters.These boreswere to replace the existingwaterline thatwas hangingunderneaththeexistingBearCutandWestBridges.TheWestBridgeborewas1300feetinlengthatupto60feetbelowthewatersurfaceelevation.TheBearCutborewas2900feetinlengthand100feetbelowthewatersurfaceelevation.

Atbothbore locations,eachendwastied intotheexistingwatermainthat is themain feedtotheVillageofKeyBiscayne.Thetie-inworkwasdoneatnightusingcutandcovermethodsothattrafficwouldnotbeaffectedduringtheday.BothlinespassedalltestingrequirementswithMDC,andwereconnectedtotheexistingwatermainwithnoissues.

BearCutalsoincludedvariousdrainagestructuresandpipeonboththeeastandwestapproachesinordertofacilitatethenewwideningand14’sharedusepaths.Fifteennewinletsandmanholeswereinstalleduptotenfeetindepthwithouttheneedfordewatering.Twoexistinginletsweremodifiedtoaccountforthenewcurbalignmentsontheapproaches.Approximately900feetofnew18”RCPwasinstalledtoaccommodatethenewdrainageflowsand250feetofnewExfiltrationTrenchwasinstalledwith24”perforatedRCP.

Project Successes• Closecoordinationduringthisfast-trackprojectwithMiami-DadeCountyandtheTownofKeyBiscaynethatledtomeetingtheirmilestonesforspecialeventssuchastheSonyInternationalOpen.

• Close coordinationwith local cyclist and running groups to provide safe andwell definedaccessduringconstruction.

Bear Cut Bridge and West Bridge Rehabilitation Design Build Key Biscayne, Florida - Client: Miami-Dade County


Page 1 9

LEAD FIRMKiewit Infrastructure West Co. (an a�liate of KISC)

CONTRACT METHODCMAR

SCOPE OF SERVICES•Detailed cost estimating• Project planning, scheduling and phasing•Outside agency and utility coordination• Value engineering• Constructability reviews•DBE goal setting and subcontractor

selection

BUDGET PERFORMANCE

Initial Budget: $19.9MFinal Cost: $19.8M



REFERENCESAlvin Stump, Project ManagerADOT, 928.777.5930

KEY PERSONNEL INVOLVEDBen Carnazzo – O�-Site PrincipalDonnie Arant - Preconstruction Services Manager

ADOT selected Kiewit to build its first CMAR project. The project scope consisted of thereconstructionandwideningofatwo-lanesectionofSR89toafour-lanedividedhighwaywithraisedmediansandsidewalk.Nineexistingdrainagestructureswereextendedorreplaced.Trafficstudies were conducted at all intersections to determine whether signalized intersections orroundaboutswouldprovidethebestlevelofservice.Duringtheproject,significantcoordinationwasrequiredwithutilitycompaniestoperformwater,power,fiber,andgaslinerelocations.

ADOT,Kiewit,andthedesignerdevelopedaconcepttooptimizetheroadwaydesign.Theinitialdesignhadthenewconstructioncenterlineoffsetfromtheexistingcenterlinewhichwouldhavemademaintaining trafficduring constructionandphasingverydifficult.The teamcollaboratedduringpreconstructionandthefinaldesigntomodifythephasingandeliminatestormdrainandutilityconflictswhichresultedinimprovedtrafficflow.

Project Successes• Finishedaheadofscheduleandunderbudget.

• Awards:theAZ-APWAPublicWorksProjectoftheYearAward,theAPWANationalAwardforPublicWorksProjectoftheYear,andtheAGCArizonaChapterBuildArizonaAward.

SR 89 Chino Valley Reconstruction Chino Valley, Arizona - Client: Arizona DOT


Page 2 0


CONTRACT METHODBest Value, Design-Bid-Build

SCOPE OF SERVICES•Outside stakeholder and utility

coordination including: Everglades National Park, FDOT, Miccosukee Indian Tribe Resort and communities, four local Airboat business, and AT&T

• Planning and coordination for local events and VIP visits

• Constructability, value engineering and utility potholing for roadway redesign

•Meet DBE, SBE, and subcontracting goals • Signi�cant environmental and wildlife

coordination and protection

BUDGET PERFORMANCE

Initial Budget: $81MFinal Cost: $103.9*M

*USACE had to redesign the roadway over a year long period due to utility con�icts. A second roadway redesign occurred due to settlement issues. These two main roadway redesign issues accounted for nearly $18M of the cost increase.



REFERENCESNestor Rivera, Project ManagerUSACE, 954.224.4209

KEY PERSONNEL INVOLVEDBen Carnazzo – O�-Site PrincipalJeremy Regan – Project Manager Joe Papitto – Chief EstimatorGary Stoor – Roadway Phasing & Value Engineering Support

SR-90TamiamiTrailisatwo-laneundividedrural highway that runs through theEvergladesNationalParkconnectingMiamitoTampa.Theprojectwastoreconstructandraise9.75milesoftheexistingroadwayandalsobuildanew1-milelongbridgeadjacenttotheexistingroadway.AfterthebridgewascompletedtheoriginalroadwaywasremovedwhichallowedforwatertonaturallyflowbackintotheEvergladesandassistintherestorationeffort.

This project was constructed in a very environmentally sensitive area and required intricatephasing inorder tomaintain trafficflowandcompleteallof thework ina timelymanner. ThejobteamalsohadtocoordinatewiththelocalairboatbusinessandtheMiccosukeeIndianResortandcommunitiesforaccessandspecialevents.Additionally,thiswasaveryhighprofileprojectthathadbeen in theplanning stages forover25 years. It garneredveryhighmedia attentionand frequentlyhadVIPvisitors fromWashingtonDC, includingVicePresidentJoeBiden. Kiewitworked closely with the USACE to ensure wemet their needs for this important project. Themostchallengingaspectofthisprojectwasthenearly10milesofroadwayworkwhichrequiredtwomajor redesign efforts by the USACE’s designer due to utility conflicts and unanticipatedsettlement.USACEhadtoredesigntheroadwayoverayearlongperiodduetoutilityconflicts.Asecondroadwayredesignoccurredduetosettlementissues.Thesetwomainroadwayredesignissuesaccountedfornearly$18Mofthecostincrease.ThiswasaDBBprojectandKiewitwasnotinvolvedwithpre-constructionservices.Duringtheredesignefforts,Kiewitofferedsupportwithutilitypotholing,constructabilityreviews,valueengineering,andperformedtestsections inthefieldforthedesignteamtowitness.Duetothedelaysandadditionalcostsoftheredesign,Kiewitworkedwith theUSACEandothers local stakeholdersona revisedMOTandphasingplan.Thisroadwayworkwasmulti-phasedandwasmodifiedtobeconstructedona24/7scheduleinordertominimizeworkduringpeaktraveltimesandalsoshortentheoverallconstructionduration.

Project Successes• Theprojectwascompletedaheadofscheduleandwithhighquality.

• KiewitworkedwiththeUSACEandotherstakeholderstoimprovetheMOTandphasingplan.TherevisedplanresultedinafivemonthreductionofthescheduleandearnedtheUSACEa$3.4Mcreditforincreasedefficiencyandreducedoverheadduration.

• Thejobteamworkedaroundacriticalutilitythatranthelengthoftheprojectthatcarrieda$2millionfineiftakenoutofservice.Thelinewasnotimpactedduringconstruction.

SR-90 Tamiami TrailMiami, Florida - Client: US Army Corps of Engineers


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CONTRACT METHODDesign-Bid-Build

SCOPE OF SERVICES• Project planning scheduling and phasing•Outside stakeholder and utility

coordination • Construction around endangered species

including the West Indian manatee• Subcontractor selection and management

BUDGET PERFORMANCE

Initial Budget: $71.6MFinal Cost: $81.8*M

*The increase in cost was due primarily to a $4 million no-excuse bonus that Kiewit earned for on-time completion and also due to design changes for landscaping and utility con�icts.


SCHEDULE PERFORMANCEStart Date: 2/2005Planned Completion: 6/2008Actual Completion: 6/2008**The project was completed on time, despite having experienced four hurricanes during construction

REFERENCESMark Croft, Project EngineerFDOT, 305.640.7445

KEY PERSONNEL INVOLVEDJoe Papitto-Chief EstimatorGary Stoor - Roadway Superintendent

This project for FDOT, District 6was built to alleviatetrafficcongestionandfacilitatesafertrafficmovementsin proximity of theMiami International Airport (MIA).ThescopeofworkincludedthecompleteremovalandreplacementoftheinterchangelocatedatMIA’sentranceandthreemilesofroadwayalongLeJuene Road, NW 21st Street, SR 836 and SR 112. Due to the project’s locationwithin adenseurbanarea,nearamajorhubairport,maintenanceoftrafficwascrucialtotheproject’ssuccess. The work was completed in 14 major phases to maximize safety and minimizedisruptionsduringconstruction.Overall,theprojectteamhadtoexecute538laneclosuresand120detourclosuresduringthelifeoftheproject.CoordinationoframpclosuresandMOTre-sequencingrequireddailycommunicationtomaintainscheduleandagoodrelationshipwithMIA.Theprojectwasamajorutilitycorridorforairport,businesses,andresidents.Existingutilitiesthroughouttheproject limitsrangedfromgaslines,majorfuel linestotheairportfromthenearbyport,largewaterandsewerforcemains,andfiberopticcommunicationlines,toaerialandburiedpowerlines.Priortowork,projectteamlocatedutilitiesanddiscoveredunknownandundocumentedutilities.Theseutilitiesdiscoveredwerethenmappedtopreventriskofdisruption. Additionally therewasaFloridaPowerandLight (FP&L)substationonsite. Tomitigatetheserisks,theproject’smanagementteamhadconstantcommunicationwithutilityproviders,theFDOT,andMIA.Additionally,althoughtheprojectwasatraditionalbid-buildjob,itconsistedofsixseparateprojects each assigned an independent Financial ID number. All submittals, requests forinformation(RFI),andpayapplicationsrequireddiligentcoordinationbetweenKiewit,theCEIandsixEngineersofRecord.TheprojectalsocontainedaJointProjectAgreementwithMiami-DadeWater and SewerDepartment to construct a newwater service. Thiswork requireddirect coordinationwithMDWSD and Kiewit formaterial approvals, RFIs, and constructioninspectionandtesting.

Project Successes• FloridaTransportationBuilder’sAssociation“BestinConstructionInterchangeAward2008”• Theprojectwasfinishedon timeeven though the start of theprojectwasdelayedbyrelocationofmajoroverheadFP&Lpowerlines.

Miami Intermodal ConnectorMiami, Florida - Client: FDOT - District 6


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Jeremy Regan, Project ManagerIndustry Tenure12 years

Kiewit Tenure8 years

EducationB.S. Civil Engineering, Lehigh University, 2006

Professional ExperienceJeremy is a problem solver and has significant experience working on projects with difficult roadway phasing. For example, Jeremy worked closely with ADOT on the I-10 Tuscon Reconstruction, to innovate and streamline the nine-phase $213 million project, down to four phases. This re-phasing helped shorten the construction duration by six months, save ADOT significant money, and received five awards for how the project was managed, including one from the local residents in the City of Tucson. Jeremy began as a Field Engineer on the I-10 project, moving to Project Engineer, and then ultimately took over the final 10% of the project as Project Manager.

Jeremy illustrates proven experience managing complex roadway projects in very tight construction windows. Following the I-10 project, Jeremy was assigned as Project Manager over a fast-paced $2 million dollar concrete paving project that needed to be complete prior to the client’s critical plant outage. The project was completed ahead of schedule, with zero accidents, and all concrete exceeding its design strength.

Jeremy then moved from Arizona to Florida, where he was assigned to the USACE’s SR-90 Tamiami Trail project in early 2012. The project was in the early stages and facing several challenges. Jeremy assumed responsibility over all of the roadway work as Roadway Construction Manager. He improved the MOT and phasing plan and developed a milestone list and schedule for the project to work on a 24/7 basis. He also worked with the top level management with multiple subcontractors to ensure buy-in to this plan. Jeremy then assumed responsibilities as Project Manager at the beginning of 2013. The project was successfully completed one day ahead of schedule on December 23, 2013. Jeremy remained committed to the project through administrative closeout in early 2014 for the initial warranty inspections. We are confident Jeremy will work closely with you on Estero Boulevard to ensure your expectations for budget, schedule, local contractor involvement, and public coordination are all met or exceeded.

Project Experience � SR-90 Tamiami Trail, Miami, FL, $103M, Project Manager

� SR-90 Tamiami Trail, Miami, FL, $103M, Roadway Construction Manager

� Lead Estimator, Kiewit Infrastructure Group, Phoenix, AZ and Peachtree City, GA

� SRP Navajo Paving, Page, AZ, $2M, Project Manger

� ADOT I-10 Tucson Reconstruction, Tucson, AZ, $213M, Project Manager/Project Engineer

� SRP Springerville Substructures, Springerville, AZ, $77M, Project Engineer/Field Engineer

� Cotton Lane CMAR, Goodyear, AZ, $52M, Field Engineer

� Estimator, Phoenix District Office, Phoenix, AZ


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Donnie Arant, Preconstruction Services ManagerIndustry Tenure13 years

Kiewit Tenure12 years

EducationB.S., Construction Management, University of Nebraska, Lincoln, 2003

Professional ExperienceDonnie has been an integral part of multiple projects during his career at Kiewit. With more than 13 years of industry experience, Donnie brings a wealth of knowledge relating to budget development and oversight, issue resolution, project scheduling and phasing, operations management, and DBE outreach assistance. His success on the Cotton Lane and SR 202L projects will translate into strong leadership and management skills on the Estero Boulevard project. Donnie’s commitment, attention to detail, and high expectations will ensure that all engineering and cost control functions are accomplished with team goals in mind.

Project Experience � C.W. Bill Young Reservoir, Hillsborough County, FL, $130M, Design Manager / Construction Manager

� SkyTrain™, Phase 1A CMAR, Phoenix, AZ, $120M, Pre-Construction Services / Construction Manager

� SR 101L HOV Lanes Design-Build, Phoenix, AZ, $90M, Design Manager / Construction Manager

� ADOT SR 202L Design-Build, Phoenix, AZ, $190M, Construction Manager

� Chino Valley CMAR, Chino Valley, AZ, $20M, Pre-Construction Services Manager

� MCDOT Cotton Lane Bridge CMAR, Goodyear, AZ, $52M, Pre-Construction Services Manager / Construction Manager / Project Engineer

� SRP Springerville Substructures, Springerville, AZ, $77M, Assistant Project Manager

� City of Peoria Beardsley Road CMAR, Phoenix, AZ, $15M, Pre-Construction Services Manager / Estimator

� Town of Gilbert Riggs Rd. CMAR, Gilbert, AZ, $14M, Pre-Construction Services Manager / Estimator

� SRP Santan Sitework, Gilbert, AZ, $5M, Project Engineer

� Cochise Landfill CMAR, Cochise, AZ, $2M, Project Engineer

“Throughout the duration, Donnie Arant was instrumental in the execution of the Cotton Lane CM@R Project…Donnie Arant did an excellent job and was a key team member in the success of MCDOT’s first CM@R Project. I have no doubt that he would do an excellent job on future CM@R projects and is fully capable to manage large projects,” said Bill Hahn, Project Manager for Maricopa County Department of Transportation, in a letter included in Appendix B.


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Gary Stoor, Project SuperintendentIndustry Tenure28years

Kiewit Tenure28years

EducationB.S.CivilEngineering,MichiganTechnologicalUniversity,1985

Professional ExperienceGaryhasover28yearsofexperiencewithKiewitandhasanextensivebackgroundworkingonroadwayprojectsinFlorida.Gary’sexperiencewith complex roadway, utility, anddrainageprojectswill bringgreat value to LeeCounty for the EsteroBoulevardproject. In addition,Garyaddssignificantvaluetoprojectsduringthedesignphaseandisveryinnovativeanddetailoriented.Asanexampleofthis,Garywashandpickedoutofourentirecompanyofover10,000salariedemployeestogotoPapuaNewGuineatolendassistancetoanimportantclientwhowashavingchallengesonatoughproject.Gary’sdutiesthereincludedplanning,schedulinganddesigncoordinationforanewairfieldrunwaythatwasbuilttosupportthePNGLNGproject.Therunwaybeingbuiltwas3,200meterslongandincludedeightmillioncubicmetersofearthwork.Garyalso servedasaRoadwaySuperintendent for thedurationof the$81MMiami IntermodalCenter/MIAInterchange(MIC)ProjectwhichincludedextensiveMOTandutilitycoordinationwithFDOT,MIAlocalbusinesses,andFP&L.

Project Experience � GoethalsBridgeDesign-Build,NewYork,NewYork,$1Billion,RoadwayApproachandUtilityDesignCoordination/RoadwaySuperintendent

� BearCutBridgeDesign-Build,KeyBiscayne,FL,$33M,DesignPhaseServices

� SR-90TamiamiTrail,Miami,FL$103M,RoadwayPhasingandValueEngineeringSupport

� KomoAirfield,EssoHighlandsLtd.,Komo,PapuaNewGuinea,EngineeringConsultant

� MiamiIntermodalConnector,Miami,FL,$81M,RoadwaySuperintendent

� LeadEstimator,FloridaAreaOffice,Sunrise,FL

� NewNorthsideRunway,Miami,FL,$120M,GeneralSuperintendent

� MeridianAve.Bridge,MiamiBeachFL,$3M,ProjectSuperintendent

� WASAWells,Miami,FL,$5M,ProjectSuperintendent

� 142ndAve./336thSt./Contender,Homestead,FL,$6M,ProjectSuperintendent

� HomesteadMotorsportsComplex,Homestead,FL,$35M,GradingEngineer

� WASA102-inchSewerForceMain,Miami,FL,$10M,FieldEngineer

� MontgomeryRoad,Orlando,FL,$13M,Superintendent

� Vent6BMIP,Boston,MA,$275M,FieldEngineer

� WestApproachCharterOakInterchange,Hartford,CT,$55M,StructuresEngineer

� ConrailBridgeRehabilitation,Shelton,CT,$2M,JobEngineer


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Thomas Sabalaske, Superintendent (Night)Industry Tenure28years


Professional ExperienceTomhasalmostthreedecadesofdiverseexperienceintheconstructionindustry.Hehasmanagedworkasasuperintendentonroadwayandheavycivilprojects,complexutilityprojects,andpowerplantprojects ranging invalue froma fewmillion tomore than$1billion.Tom’sspecialtyisutilityandgradingworkonfastpacedprojects.TomalsoservedastheUtilitiesSuperintendentforKiewit’sFloridaworkformanyyears. Inhis role as Superintendenton theBocaStreetscapeproject,Tomwas responsible for roadwideningand streetscapeworkthat involvedtheupgradeofexistingroadway,newwaterandsewerlines,drainage,electricalductwork,sidewalk,asphaltpavingandlandscaping.TomwasalsotheNightShiftSuperintendentontheI-285DuctBankprojectfortheGeorgiaDOT.Thiswasaweekend-onlyprojectandTomoversawtrenchingandexcavationof65,000LFof10-ductfiberopticcablesystemand120manholes.Allworkwascompletedduring12consecutiveweekendshutdownperiods.Tom’sbackgroundofutilityandroadwayexperiencewillbringsignificantvaluetoLeeCountyontheEsteroBoulevardproject.Tomwillhelptoensurethattheworkiscompletedonbudget,onscheduleandwithexceptionalsafetyandquality.

Project Experience � C.W.BillYoungReservoirRepair,HillsboroughCounty,FL,$130M,GradingSuperintendent

� SR464Design-Build,BridgeoverCSX,MarionCounty,FL,$24M,RoadwaySuperintendent

� ProgressEnergyDuctBank,St.Petersburg,FL,$42M,DuctBankSuperintendent

� TampaI-4CD,Tampa,FL,$150M,RoadwayandUtilitySuperintendent

� Sutton2X1CombinedCyclePowerPlant,Wilmington,NC,$235M,GradingandUtilitySuperintendent

� WayneCountyCombinedCycleProject,Goldsboro,NC,$280M,GradingandUtilitySuperintendent

� JohnSevierCombinedCyclePlant,Rogersville,TN,$200M,GradingandUtilitySuperintendent

� Interstate-30Reconstruction,Arlington,TX,$30M,Superintendent

� ChattahoocheeTunnel,Atlanta,GA,$114M,Superintendent

� FluvannaGeneratingStation,Charlottesville,VA,$185M,UndergroundPipingSuperintendent

� I-285DuctBank,Atlanta,GA,$5.5M,UtilitySuperintendent

� N.E.96thStreet,Surfside,FL,$11M,DrainageandUtilitySuperintendent

� SunnyIslesBasculeBridge,DadeCountyFL,$8M,Superintendent

� U.S.HighwayNo.1Interchange,Miami,FL,$22M,Superintendent

� WASAWells,Miami,FL,$10.3M,Superintendent

� MontgomeryRoad,Orlando,FL,$13M,Superintendent

� BocaStreetscape,BocaRaton,FL,$11M,Superintendent

� HalawaValleyViaduct,Ewa,HI,$1Billion,ExcavationSuperintendent


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Joseph Papitto, PE, Senior Engineer/Chief Estimator Industry Tenure35years


EducationB.S.C.E,CivilEngineering,BrownUniversity

Certi�cations/RegistrationsProfessionalEngineer:Maryland,#12751

ProfessionalEngineer:Florida#0052304

Professional ExperienceJoecurrentlyservesasSeniorEngineerandChiefEstimatorandisresponsibleforthebiddingandestimatingworkinFlorida.AftergraduatingfromBrownUniversitywithaB.S.inCivilEngineering,JoebeganworkingwithKiewitin1979ontheMTALexingtonMarketStationProjectinBaltimoreasaFormworkEngineer.HehascontinuedhiscareerwithvariousKiewitdistrictsandhasprogressedinincreasinglevelsofresponsibilitywitheachnewassignment.JoehasbeentheChiefEstimatorinFloridafornearly20years.Hehasleadestimatesonalltypesofinfrastructureprojectsanddeliverymethods,includingtheChiefEstimatorontheOrlandoAirportSouthTerminalCMARproject.

Project Experience � ChiefEstimator,Florida(1994-Current),ResponsiblefortheestimatingandbiddingofallworkinFlorida

� SouthAirportTerminalandIntermodalCMAR,Orlando,FL,$150M,ChiefEstimator

� BearCutBridgeDesignBuild,KeyBiscayne,FL,$33M,ChiefEstimator

� SR-90TamiamiTrail,Miami,FL,$103M,ChiefEstimator

� WASA102”ForceMainProject,Miami,FL,$10M,ProjectEngineer

� NYDOTHutchinsonExpresswayBasculeBridge,Bronx,NY,$27M,ProjectEngineer

� NortheastDistrictOffice,Southborough,MA,SeniorEngineer/EstimatorLeadforalldistrictworkbid.

� CDOTMilfordBridgeRehabilitation,Milford,CT,$13M,JobSuperintendent

� CTDOT“Q”Bridge,NewHaven,CT,$21M,GeneralSuperintendent

� MBTASubwayToll&StarterBooths,Boston,MA,$1.5M,JobSuperintendent

� MTBANorthStationTrestle,Boston,MA,$13M,ProjectEngineer

� PhiladelphiaCommuterLine,Contract#11,Philadelphia,PA,$11M,ProjectEngineer

� MTALexingtonMarketSubwayFinishProject,Baltimore,MD,$8M,JobSuperintendent

� MTALexingtonMarketStation,Baltimore,MD,$35M,FormworkEngineer


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Kurtis Pfeifer, Project EngineerIndustry Tenure6years

Kiewit Tenure6years

EducationB.S.CivilEngineering,UniversityofArizona,2008

Professional ExperienceKurtishasbeenaprojectengineeronprojectsrangingfrom$2millionto$213million,includingCMAR,design-buildandtraditionalbid-build.Hehasastrongbackgroundinroadway,MOT,drainage,utility,structures,mechanical,andgradingwork.Kurtisisastrongcommunicator,veryproactiveineverythinghedoes,andhandlesallinteractionsinaveryprofessionalmanner.

MostrecentlyontheBearCutdesignbuildproject,Kurtiswasresponsiblefordesignmanagement,permitacquisition,DBEcoordination,paymentapplications,publicinvolvementcoordination,CPMschedulingandsubcontractorsolicitation.TheBearCutprojectalsohadtobecompletedwithoutdisturbingtheBiscayneBaynaturalpreserveorthedesignatedenvironmentallyendangeredlandsthatsurroundtheproject.TheprojectrequiredcoordinationbetweentheCounty,CityofMiamiandVillageofKeyBiscayne,eightseparatepermittingagenciesandamultitudeofresident,pedestrianandcyclistadvisorycommitteeswhoseinputwasreceivedandincorporatedintothefinaldesignoftheproject.

KurtiswillbringtremendousvaluetoLeeCountyandtheEsteroBoulevardprojectintheProjectEngineerrole.HeunderstandstheCMARprocess,excelsworkingwithsubcontractors,andhasexperienceworkingonveryhighprofileprojects,suchastheBearCutDesign-BuildandtheI-10TucsonReconstruction.

Project Experience � BearCutBridgeRehabilitation(Design-Build),Miami,FL,$33M,ProjectEngineer

� PimaMineRoadRechargeImprovementCMAR,PimaCounty,AZ,$4M,ProjectEngineer

� OrangeStreetSewerTruckLineRehabilitation,SaltLakeCity,UT,$9M,ProjectEngineer

� BlackHillsGeneratingStation,Pueblo,CO,$35M,StructuresEngineer

� PimaCounty/MWHInaRd.WRFCMAR,Tuscon,AZ,$45M,ContractAdministration

� LeadEstimator,SouthwestDistrictOffice,Phoenix,AZ

� NavajoGeneratingStationPaving,Page,AZ,$2M,ProjectEngineer

� I-10TucsonReconstruction,Tucson,AZ,$213Million,ProjectEngineerandFieldEngineer


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Ben Carnazzo, O�-site Principal Senior Vice President/District ManagerIndustry Tenure26years


EducationB.S.ConstructionManagement,UniversityofNebraska-Lincoln,1990

Professional ExperienceWithover26yearsofconstructionexperience,Benhassuccessfullylednumerousprojects,servinginvarioushigh-profilepositionssuchasProjectPrincipalandProjectManager.Hisexperienceinthesecriticalroleshasgivenhimtheinsightandabilitytoeffectivelymanagealltypesofcomplexprojects.Benalsohasthenecessaryknowledgeandexperienceincompletingheavycivilinfrastructurealternativedeliveryprojects,asdemonstratedbyhisroleonthe$52millionCottonLaneBridgeCMARandCityofPhoenixReliefSewersCMARprojects.Byestablishinghighgoalsandexpectationsforhisteam,hisprojectsconsistentlycompleteaheadofscheduleandunderbudget.Withthecorebeliefthatallsuccessfulprojectsmustbefoundedonprinciplesofintegrityandteamwork,Bencontinuestopushhisprojectteamstothenextlevelbyconsistentlyexceedingthewell-definedgoalsofhisclientsthroughopenlinesofcommunicationwithallparticipants.

Project Experience � SR90TamiamiTrailModifiedWaterDeliveriesProject,Miami-DadeCounty,FL,$81M,ProjectPrincipal

� BearCutandWestBridgesRehabilitationDesign-Build,Miami-DadeCounty,FL,$33M,ProjectPrincipal

� MCDOTCottonLaneBridgeCMAR,Goodyear,AZ,$52M,ProjectPrincipal

� ADOTSR202LDesign-Build,Phoenix,AZ,$190M,ProjectPrincipal

� ADOTI-10Reconstruction,Tucson,AZ,$213M,ProjectPrincipal

� PimaCountyInaRoadInterconnectCMAR,Tucson,AZ,$25M,ProjectPrincipal

� PimaCounty/MWHInaRoadWRFCMAR,Tucson,AZ,$45M,ProjectPrincipal

� CityofPhoenixReliefSaversCMAR,Phoenix,AZ,$10M,ProjectPrincipal

� ValVistaWaterMainRehabilitation,Phoenix,AZ,ProjectPrincipal,$67M,ProjectPrincipal

� CityofPerioBeardsleyRd.CMAR,Phoenix,AZ,$15M,ProjectPrincipal

� TownofGilbertRiggsRd.CMAR,Gilbert,AZ$14M,ProjectPrincipal

� I-25TREXMultimodalDesign-Build,Denver,CO,$1.2B,SegmentManager

� I-229CorridorDesign-Build,SiouxFalls,SD,$33M,ProjectManager

CR

ITERIA 3: SC

HED

ULIN

G R

EQU

IREM

ENTS


Page 2 9

CRITERIA 3. SCHEDULING REQUIREMENTSThis project is intended to be constructed in multiple phases with construction phases taking place during certain windows of opportunity around previously scheduled and unscheduled events, tourist season, in coordination with improvements being undertaken by the Town of Fort Myers Beach and as funding for the segments becomes available through Lee County’s Capital Improvement Program (CIP). It is also anticipated that the overall schedule will be very tight to minimize the impacts to the existing traffic and tourist season. Describe your firm’s workload capacity and plan to meet this phased schedule and assure that the project is completed on time.

Plan to Meet ScheduleKiewithasalonghistoryandstrongreputationforfinishingjobsforourclientsonoraheadofscheduleandwehavecontinuedtoproveouron-timeschedulecompletionperformanceonseveralofourrecentprojectsinFlorida,asshowninthechartbelow.

PROJECT PEAK WINDOWSCHEDULE WORKED

DURING PEAKWORK COMPLETED

DURING PEAKAVERAGE DAILY PEOPLE ONSITE DURING PEAK

PROJECT COMPLETED ONTIME

SR-90 Tamiami Trail(JeremyRegan, ProjectManger)

May2012–May2013(13months)

24hours/day7daysperweek

$56 million ($4.3M/monthavg.)

125 people(20differentmajorsubcontractors&

suppliersduringpeak)

Yes – project finished early on 12/23/13.

CW Bill Young Reservoir (DonnieArant, Design&ConstructionManager)

January2014–May2014(5months)


$29 million ($5.8M/monthavg.)



Yes – project on track to finish on or ahead of

schedule

Bear Cut Bridge (KurtisPfeifer, ProjectEngineer)

October2013–May2014(8months)


$24 million ($3M/monthavg.)



Yes – on track to finish on or ahead of

schedule.

Asignificant reasonforoursuccess isourapproachthateverydateandactivityare important.Wetreat theCriticalPathMethod(CPM)scheduleasa trueplanningtool thatdrivesevery facetofour team,enablinga fast-trackdesign,effectiveconstructionphasing, timelyprocurementofmaterials andaccurate forecasting. It is a livingdocument that is constantlyupdatedand isdetailed,manageable andrealistic.OurteamhascreatedthefollowinggoalsaswedeveloptheEsteroBoulevardprojectschedule:

� Completetheprojectintheshortesttime-framepossiblewithoutsacrificingsafety,qualityandcost.

� Minimizeimpactstothetravelingpublicandotherstakeholders,especiallyduringtouristseason.

� Phasetheprojecttominimizeprojectrisksrelatingtoweather,utilitiesandotherspecialevents.

Westronglybelieve thatweareon track tomeeting thesegoalsbasedonourMOTphasingapproach foraone-milesectionofEsteroBoulevard (Station1116+75 to 1168+18) thatweoutlined inCriteria 1.Ourplan is to complete this sectionof road inoneoff-season(Mid-MaytoMid-October).WeareconfidentourMOTschemewouldreducetheprojectschedulebymorethansixmonths,minimizingimpactstothepublicandcompletelyavoidingmajorFortMyerseventssuchastheFortMyersBeachShrimpFestival,TasteoftheBeach,AnnualInternationalSandSculptingContestandFortMyersBeachBirthdayPartyandNewYear’sEveCelebration.

Segment 1 - CORE AREA

Segment 2 - CIVIC AREA

PreCon DevelopmentGMP #1

Construction

PreCon DevelopmentGMP #2 Construction

Preliminary Project Overview ScheduleAug 2014 June 2015 Nov 2015 June 2017 Nov 2017

Note - We will include as much construction per season as the CIP Budget allows. Currently programmed at a rate of about $8.5 million every other �scal year. During each �ve month construction period, earned budget would be approximately $1.7 million per month.

The Estero Boulevard Improvement project will have a construction rate of approximately $1.0 million/month during the 5 month construction period, and our proposed supervisors have managed projects that have earned $4.3 million/month (avg.)


Page 3 0

OntheBearCutProject,therewereseveralmajoreventsliketheSonyTennisOpen(100,000 spectatorsover twoweeks),MiamiMarathon (20,000participants andspectators) and the Miami Seaquarium Easter Event (18,000 attendees over aweekend) thatbridgeconstructioncouldnot impact,butstillmeetavery tightjobschedule tocomplete theemergencybridgeproject.KurtisPfeiferwasveryinstrumentalinthesuccessofthisproject.

OntheTamiamiTrailProject,ProjectManager,JeremyRegan,establishedinternalmilestonedatesfortheteamtomeetourcontractualdeadline.Ownershipofeachmilestoneactivitywasassignedtoindividualsupervisorsandtheirsupportteam.Themilestonedateswerepostedaroundtheofficeasaconstant reminderanddiscussedduringtheweeklyschedulemeetingandprogressmeetingswiththeClient. If activities began to fall behind, projectmanagement personnelwouldtakethenecessarymeasuresneededtocompletethetaskincompliancewiththecontractwhilemaintainingtheprojectschedule.ItwasagreatscheduletoolandtheprojectcompletedaheadofscheduleandtheClientwasverysatisfiedwithourperformance.

In addition, we understand that it is Lee County’s intent to complete theimprovementstoEsteroBoulevardin5-7segmentsoveran8-10yearperiod.Wewould like todiscuss the ideaof Kiewit“gap financing” a portionof theprojecttopulltheentirejobforwardandsavemoney.IfthisissomethingthatLeeCountywouldbeinterestedinpursuing,wecouldstartdiscussionsduringtheinterviewprocess.

In the sections below, we discuss our processes, best practices and scheduletoolsweusetodevelopandmonitortheprojectschedulethatisourroadmaptocompletingeveryprojecton-time.

Workload CapacityTheprojectsdiscussedearlier,suchasTamiamiTrail,CWBillYoungReservoirandBearCutBridgehaverecentlyfinishedorwillbecompletedinthenextfewmonths.WehavetheabilitytotakeonadditionalworkloadandsuccessfullycompletetheEsteroBoulevardproject.Wehaveincludedadditionalinformationinthe“PersonnelandEquipment”sectionofthisproposalthatfurthersupportsourabilitytomanageandbuildadditionalwork.

Schedule DevelopmentKiewitandT.Y.LinhaveworkedtogetherinthepastonmanyprojectsacrossNorthAmerica.WorkinginclosecollaborationwithT.Y.Lin,ourpre-construction schedule will contain realistic durations for design development, constructability reviews, and comment resolution. Thepre-constructionschedulewillbe integratedwith theconstructionschedule tocompriseanoverallprojectschedule.Theprojectscheduledevelopedbyour team, inconjunctionwithLeeCountyandT.Y. Lin,willbea tool thatwill clearly communicate thenecessary resources,activities,processes,andcriticalpathtothesuccessfulcompletionofthisproject.Ourschedulewillallowustoidentifyeachoftheactivitiesandcriticalmilestonesnecessarytodevelopthedesignwhilepromotingstrategiesforimprovingthepreconstructionscheduleandreducingcosts.

The construction portion of the schedulewill be utilized to communicate progress, optimize resources, and identify opportunities forimprovement.Byusingtheprojectscheduletoitsfullestcapabilities,theentireprojectteamwillunderstandtheconstraintsoftheprojectandthenecessaryandcriticalactivitiestocompletion.Ourteam’sprojectCPMschedulewillclearlyshowandhighlighttherelationshipsbetweentasks.WewillusethefollowingbestmanagementpracticestodevelopanaccurateandeffectiveCPMprojectschedule:

An example of a yearly milestone chart used on the SR-90 Tamiami Trail project, which had very similar phasing

to the plan we are proposing for Estero Boulevard.

� PrimaveraSchedulingSoftware

� PermitRequirementAnalysis

� ProjectEngineerthatisanExperiencedProjectScheduler

� RiskAnalysisandMitigationPlan

� “Whatif”ScenariotoIdentifyRisksandOpportunities

� SubcontractorandSupplierProcurementInvolvement

� PastCostandScheduleDatabasetoDetermineDurations

� CostandResourceLoadingandLeveling

� LogicTesting


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Schedule MonitoringMonitoring and updating the project schedule during theconstruction phase is critical on all jobs, particularly ones similarto Estero Boulevard with tight construction windows and highlysequencedwork.The CPM schedulewill always be updated on amonthlybasis,butthataloneisnotenoughtomonitortheschedule.Duringthenon-peakwindowinwhichweareproposingtocompleteallwork,itwillbecrucialtoupdateandcommunicatethescheduleonadaily,weekly,andmonthlybasis.

InadditiontotheCPMschedule,thefollowingschedulingtoolsareusedtoensurewearemeetingthephasedscheduleandcompletetheworkontime:

� Daily“PlayoftheDay”schedulemeetingincludingallsubcontractors

� 3-daylookaheadscheduletocommunicatetesting,inspectionandsurveyneeds

� Five-WeekLookAheadSchedules

� Weeklyprogressmeetingwithclient,subcontractorsandstakeholders

� 90dayschedulesontheProjectSuperintendent’sofficewallthatisupdateddaily

� CommodityandManhourCurves

Weekly schedule meetings are held with supervisors andsubcontractors to review the upcoming five-weeks activities anddiscuss and resolve any issues concerning the schedule such assafety, planning, sequence, equipment availability, access andmateriallaydowntonameafew.KeepingtheCPMasthe“bigpicture”andusingthe90-DayandFive-WeekLookAheadschedulesforthedetailshasprovensuccessfulonourpastprojects.

Potential Schedule Issues and Recovery MethodsInadditiontothetypicalconstructionissuesthatwillbediscussedand resolved during ourweekly schedulemeetings,we also haveidentified severalotherpotential issues thatmayaffect theoverallprojectschedule.Someoftheseinclude:

� WeatherDelays

� PermittingApprovals

� UtilityRelocations

� UnknownSubsurfaceConditions

ShouldanyitemsontheCPMscheduleshowunacceptableprogress,foranyreason,aschedulerecoverystrategywillbedevelopedandimplemented with Lee County’s concurrence. The solutions forschedule recovery come from the action plans we develop andimplement, in a cost effective manner, to get our jobs back onschedule.Examplesofschedulerecoverystrategiesinclude:

� ImprovingProductivityofOurOperations

� AddingResources

� BuyingMoreMaterials

� WorkingAdditionalShifts

� WorkingOvertime

� SubcontractingAdditionalWork

� ChangingSupervisorstoImprove

� GettingOutsideHelp

� Re-SequencingOperations

Daily “Play of the Day” meeting with all subcontractors, superintendents and inspection staff

90 day schedule at SR-90 Tamiami Trail that was updated daily to ensure timely completion

CR

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CRITERIA 4. BUDGET COMPLIANCE Describe your firm’s approach to construction management activities that will assure that the project is completed within budget. - Describe your firm’s approach to creating open book GMPs, one page maximum.

Approach to Creating Open Book GMPsOur team believes that themost accurate and realistic costmodels and budgetsare generated by a contractor who thoroughly understands the type of work tobeperformed.Kiewitwillbringourexperienceandin-depthunderstandingofthedesignprocesstothisprojectduringthepre-constructionphasetoidentifypotentialrisksaswellasopportunitiesfor improvement.Ourexperienceinpre-constructionservicesandprojectssimilartoEsteroBoulevardplacesusinapositiontoachievealevelofaccuracythroughoutthecostdevelopmentprocessthatLeeCountyexpects.Ourpriorityduringthedevelopmentofthecostmodelistodetermineanaccurateand realistic cost for the project,while identifying areas to reduce costwhile notcompromisingquality,maintainability,durability,orfunctionality.

ThefiguretotherightprovidesagraphicaldepictionofKiewit’sapproachindevelopingitsconstructioncostestimates,inconjunctionwiththedesigndevelopmentprocess,which will provide Lee County the necessary assurance it is receiving the mostcompetitivepricefortheEsteroBoulevardproject.

Cost Model Evolution LogThe Cost Model Evolution Log (CMEL) is the cornerstone to Kiewit’s Open Bookapproachtodevelopingaproject’scostestimatethatallowsanownertoseeallcostelementsof theproject andhow theestimatedproject costs aredeveloped fromconception to the final GMP.The foundation of the CMEL is customarily the 30%designdeliverablethat,asdiscussedabove,Kiewitwouldproposeondevelopingatthestartofthepre-constructionphase.

The figurebelowprovides an example of theCMEL for an individual bid itemononeof our previousCMARprojects.Throughout thepre-constructionphase,theCMELprovidesdetailedcostandquantitytrackingforeachitemofworktoshowcostevolutionofthatworkitem.AchangetothecostofoneitemofworkmaybefromaVEproposalthatwasacceptedaswellastheaddedcostduetodesignscopegrowth.OtherchangestrackedintheCMELwouldincludequantitychangesandchangesinsubcontractormaterialunitcostsresultingfrommarketfluctuations.

AnotherfunctionoftheCMEListocomparetheadjustedcostofthepreviouscostmodelwiththenewcostmodeldevelopedatthenextdesignmilestone.Inthecaseoftheexampleshown,thevariouscostchangesforthisparticularbiditemoriginallyestimatedatthe40%designstage.Astheprojectapproachedthe70%designmilestone,anewcostmodelwouldbedevelopedbasedonthe70%designdocuments.This70%costmodelwouldthenbecomparedtotheadjusted40%costmodel.Anylargediscrepanciesbetweenthetwocostmodelswouldbequicklyidentifiedandallowtheteamtodeterminethecauseforthelargevariance.

FINAL GMP

30% CONCEPTUAL COST ESTIMATE

30% ADJUSTEDCOST MODEL

60% PRELIMINARYCOST MODEL

60% ADJUSTEDCOST MODEL

90% PRELIMINARYCOST MODEL

LEE COUNTY & CMARCONTINGENCIES

FINAL SUB/SUPPLIER QUOTES

90% RECONCILED COST MODEL

INTERIM COST MODEL ADJUSTMENTSValue Engineering SavingsScope Growth/Reduction

Quantity ChangesUnit Price Adjustments

90% RECONCILEDCOST MODEL

INTERIM COST MODEL ADJUSTMENTSValue Engineering SavingsScope Growth/Reduction

Quantity ChangesUnit Price Adjustments

RISK A

NALYS

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D MITI

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INTERIM DESIGN REVIEWSOver the ShoulderDesign Reviews,

Constructability Reviews,Value Engineering

INTERIM DESIGN REVIEWSOver the ShoulderDesign Reviews,

Constructability Reviews,Value Engineering

30% DESIGN REVIEW

60% DESIGN REVIEW

90% DESIGN REVIEW

30% DESIGN

60% DESIGN

90% DESIGN

FINAL PLANS & SPECS

DESIGN PROCESSCOST MODEL EVOLUTION PROCESS

COMPARE/RECONCILE COST MODELS

60% RECONCILED COST MODEL

COMPARE/RECONCILE COST MODELS

Cost Model Stage QuantityEquip. &Maint. Labor Materials Subs Total

Di�erenceBtwn. Models

ChangeCategory

SI

VE

QA

UP

VE

QA

40% Cost Model 3,544 CY 216,922 665,954 620,545 -$ $$$$ 1,503,421- CY 3,412 22,320 2,107 -$ $$$$ 27,839

- CY (13,866) (42,913) (5,227) -$ $$$$ (62,006)

(38) CY (2,326) (7,141) (6,654) -$ $$$$ (16,120)

3,506 CY 204,142 638,220 610,771 -$ $$$$ 1,453,134$ (18,573)

$ (21,695)

3,492 CY 203,409 616,506 614,646 -$ $$$$ 1,434,561

3,508 CY - - 10,524 -$ $$$$ 10,524

(36) CY (5,358) (19,794) (6,336) -$ $$$$ (31,488)

52 CY 3,029 9,181 9,153 -$ $$$$ 21,362

7,016 CY 201,080 605,893 627,987 -$ $$$$ 1,434,959

3,477 CY 209,525 590,819 612,920 -$ $$$$ 1,413,264

Added pipe blackouts in abuts/dia...

Standardized all bridge pier caps

Thinning bridge deck at overhang

Increase concrete buy price by $3/C...

Value engineering/cost reductions

Length of abutment wall changed

Adjusted 40% Cost Model

Adjusted 70% Cost Model

70% Cost Model

90% (Final) Cost Model

Total Adjustments

Bid Item Number and Description: 505.01531 Structural Concrete (Class S, f’c=4500 PSI)

3,478 CY 1,486,702$

Independent Cost EstimateQuantity Total

66 CY 16,719$

Cost Model Di�erencesQuantity Total

3,478 CY 1,492,686$ 0 CY (58,125)$

3,478 CY 1,426,275$ 0 CY (13,011)$

Project Scope Increase/DecreaseSI/SDValue EngineeringVEUnit Price AdjustementsUPQuantity AdjustmentsQAOtherOT

Bid Item Changes by Change Types 40%

590,819$

616,506$-$

(19,794)$9,181$

605,893$

70%

612,920$

614,646$10,524$(6,336)$

9,153$627,987$

Total

$ 1,413,264

$ 1,434,561$ 10,524

10,524$$ 21,362$ 1,434,959

The reason for each change is capturedand summarized by the bid item as well

as by the overall project

The CMEL summarizes the costchanges to each bid item by category

The CMEL provides the di�erencebetween the 40% cost model that has

evolved up through the 70% designstage with the 70% cost model

At each design milestone, the CMELprovides the cost and quantity di�erence

between Kiewit’s cost model and theindependent cost estimate

Kiewit Western Co.Cost Model Evolution Log (CMEL)

Cotton Lane Bridge CMAR


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Adhering to the Agreed Upon GMP- Adhering to the agreed upon GMP in the face of construction delays, price escalation, error’s and omissions, and requested plans modification is important. Describe your firm’s approach for resolution of these items. No points will be given if the answer to this question is your firm never has delays, errors, and omissions. The intent is to examine the “what-if” scenario; two pages maximum.

Weunderstandhowimportant it is foryoutohavea levelofcomfortthatyouwillbetreatedfairlybyyourCMARandcompleteEsteroBoulevardonbudgetandschedule.Webrokeourresponsedownintothefollowingtopicsthatwebelieveaddressyour“whatif”questioninthemostcompleteandthoroughmanner.

� ContractManagementSolutions

� RiskAnalysisandMitigationPlan

� ContingencySummary

Contract Management SolutionsTheapproachKiewitwould take in this“what if” scenarioand in real lifeon theproject,wouldbebasedonourContractManagementSolutions(CMS)guidebook.ThisguidebookreflectsthecoreexpectationsforhowKiewit’sInfrastructureoperationsshouldhandlecontractmanagement–toensurewe’reprovidingtherightsolutionsforallpartiesinvolvedinourprojects.Thisbeginswithensuringeveryaspectofourcontractmanagementprocessisdoneincollaborationwithourclients,fromtheearlieststagestoprojectclose-out.

Inthisguidebook,thefundamentalsofourcorevaluesremainthebackboneofgood,soundcontractmanagementatKiewit.Eachofourfourcorevalues-People,Integrity,Excellence,andStewardship-haveexpectedbehaviorsthattiedirectlytothewayswemustmanageourcontractsonanyprojecttoethicallyandeffectivelyinteractwithclients,partnersandsubcontractors.

Our goals for contractmanagement are built on running financially and operationally healthy projects – while exceeding our clients’expectations.Thegoalsinclude:

� Managing our contracts in a way that facilitates repeat business. Pleased,satisfiedclientsthatbelievewearefair,openandcollaborativewillwanttoworkwithusagainandagain.It’sthatsimple.

� Working hard to avoid all disputes. Intheeyesofourclients,disputesareseenasaproblem,ifnotafailureonourpart.Everyprojectwillhavechangeorders.However,ifnotdealtwithproperly,thereispotentialforunavoidableandunexpectedsituations.Weshoulddoeverythingwecantomitigate,ifnoteliminate,anyandalldisputes.

� Identify and mitigate problems before they impact the project. Clientsknowthatprojectchallengesarepossible.Providingoptionsandsolutionsinthebestinterestoftheprojectthatmakesenseforallpartiesisoftenthedifferencebetweensuccessandfailurewithclients.Theyexpectthistypeofcollaborativesupport.

� Managing our contracts with clients is as important as anything we do.Ourabilitytobuildstrong,collaborativeclientrelationshipsisbecomingamajorfactorinprojectsuccessandfuturebusinessopportunities.Effectiveclientrelationsisnotrocketscience.It’snodifferentthanhowwebuildpersonalrelationshipseveryday–makingrealconnectionswithothers,resolvingdifferencesbeforetheybecomeproblemsandtakingresponsibilityforourcommitments.

� Create trust through personal relationships, competence and professionalism. It’shardtobuildtrust,buteasytolose.Wemustworktocreatetrustthroughhonestyandcompetencyandbydevelopingpersonalbonds,beingfairandalwaysbeingaprofessional.Havingtrustenhancesonourabilitytoresolvedisagreementsandagreeonchanges.Itisthelast,potentiallymosteffective,lineofdefenseinthepreventionofdisputes.Developingtrustwithourclientsmeansgoingtheextramileandextendinggoodwillfirst.

� Know your clients’ priorities – walk in their shoes.Zipperplansarethefoundationforexcellenceincommunicationsandbuildingrelationships.Itstartsbyidentifyingspecificcounterpartsforeveryoneontheproject(andinthedistrict).Beaccountableforyourcounterpartrelationship.Knowtheirpriorities,what’simportanttothemandhowtheytick.

CLIENT RELATIONS

CLIE

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Contract ManagementSolutions (CMS)

• Day-to-day – ordinary changes

• Develop CMS project plan with client

• Owned by the project team

• Complex – potential for dispute

• Use zipper plan to resolve or escalate issues in a timely way

• Owned by project sponsor

• Elevated – disputes underway

• Involve third-parties and initiate proceedings to resolve

• Owned by district leadership

CLIENT RELATIONS• Create trust through personal relationships and professionalism

• Know your clients’ priorities – walk in their shoes

• Establish zipper plans – build relationships at all levels

• Ensure effective partnering – especially at the executive level

• Be open and transparent

OUR GOALS:• Facilitate repeat business• Work hard to avoid disputes• Identify and mitigate problems before they impact project cost and time• Get paid fairly for changes and impacts

CHANGEMANAGEMENT

DISPUTEAVOIDANCE

DISPUTERESOLUTION

“Similar to our intense focus on safety and quality, our program to manage contracts – including how we communicate and collaborate with clients – is fundamental to our sustained success.”

Scott Cassels, President - Kiewit Infrastructure Group

For more information, visit https://portal.kiewit.com/sites/kcica

COLLABORATIONCMS: Our Vision for Contract Management Solutions


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Risk Analysis and Mitigation PlanThebiggest impact to aproject’s schedule andbudget is the encounteringof unexpected conditionsor events. It is Kiewit’s goal andcommitmenttominimizetheamountofriskandassociatedcontingencyfortheEsteroBoulevardprojectaswellasminimizetheamountofcontingencyactuallyutilized.AstheCMAR,itwillbeourobligationtoidentifyareasofpotentialconflictandunknownconditionsduringthepre-constructionphaseandthenmitigateoreliminatethem.

WewillworkinpartnershipwithLeeCountyandT.Y.Lintoidentify,analyze,mitigate,andmanageanypotentialrisksthatmayoccurontheproject.Workingcloselytogether,wewilldevelopaplanandstrategythat:

� Identifiesallpotentialrisksthatmayariseduringtheproject

� Separatesanyriskoutofthecostmodels

� Determineswhichparty“owns”eachriskitem

� Regardlessofownership,developsapproachesthateithereliminateorminimizethoserisks

� Determinesthecorrectcontingencyamountsforthoserisksthatcannotbeeliminated

WewilldevelopaRiskAnalysisandMitigationPlanthat identifiesallpotentialrisksassociatedwiththeprojectandthat includesthefollowinginformation:

� RiskDescription

� Ownership

� MitigationMeasures

� RiskLevel(High,Medium,Low)

� RiskProbability

Assigningarisklevelandprobabilitywillenabletheprojectteamtofocusonthoseitemsthatrepresentthelargestriskstotheprojectandthebestopportunityforcostreduction.Bystartingwiththeelimination/minimizationofthelargestriskitemsfirstandthenworkingdowntothesmallerriskitems,theteamwillbeabletominimizetheamountofcontingencyneededforconstruction.

Byseparatingthecostcomponentassociatedwithriskfromthecostmodel,theteamwillbeabletoquicklyseehowriskisaffectingtheprojectcostwhiletheindividualbiditemswithinthecostmodelremaintransparent.

Contingency SummaryTheContingencySummarysheetconsistsoftwoseparatecontingencygroups.ThefirstgroupistheCMARContingencyandisthefinalproductoftheRiskAnalysisandMitigationPlanthatprovidesadetailedbreakdownofitemsthattheprojectteambelievesareriskstotheproject.Itemssuchasunknownutilities,unsuitablegroundconditions,andunscheduledeventsmayhaveacontingencylineitemwithanestimatedbudgetamount.Astheprojectprogresses,iftheseitemsareencountered,aContingencyUtilizationRequestwillbeinitiatedandapprovedbyLeeCountytoallowcompensationtoKiewitfortheseunanticipatedevents.

Thesecondgroup is theOwner’sContingency line itemthat isdeterminedbyLeeCounty to identify theiramountofcontingency for theproject.ItistypicallyusedtocompensatetheCMARforanyownergeneratedscopeadditionsduringconstruction.TheinclusionofanOwner’sContingencylineitempermitsanyadditionalscopeitemstobeclearlyidentified,tracked,andpaidforaspartoftheGMPandcontract.

Unknown utilities and added scope could be potential contingencies for Estero Boulevard

CR

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CRITERIA 5. COMMUNICATIONAs with all projects, but especially true for large projects with diverse construction elements, communication is the key to success. Describe your firm’s method of maintaining open lines of communication with all parties involved, including citizens and media.

Note that Lee County anticipates employing the EADOCs Project Management software for this project. CMAR will be required to learn and use this software.

E�ective Project Relations and Communications Clientrelationshipsbreakdownifanyteammembersatanylevelsofazipperplanarenotworkingwellwiththeircounterparts.Oneveryproject,theDistrictManagerthroughtheentirejobstaffmusthaveacounterpart–andworkhardtobuildatrusting,collaborativebond.

Goodclientrelationsstartwithaformal,executivepartneringprocess.Thisincludestwo-threeseniorleadersfrombothsidesmeetingregularly,developingrelationshipsandstaying involvedto resolveelevated issuesandensuretheproject’ssuccess.Fromthere,alllevelsmustengage.Workatpartneringandpartneringwillwork.

Aswithanythingwedo,weshouldconstantlylookforwaystolearnfrompreviouscontractmanagementchallengesandbuildonoursuccesses.Somespecificwaystoidentifyimprovementopportunitiesincludemeasuringcontractmanagementsuccessby:

� Face-to-faceclientinterviewstoobtainperformancefeedback

� The4-squareprocesstoaddresscontractmanagement

� UtilizingGallup/third-partyresourcestoobtainobjectivefeedbackfromourclientswithascorecardtomeasureperformance

Communication with Local Agencies and StakeholdersDuring the course of design and construction, therewill be significant interactionwith themunicipalities, utilities, and other affectedagenciesandstakeholderswithintheprojectarea.AcriticalelementtotheEsteroBoulevardProject’soverallsuccesswillbetheabilityoftheprojectteamtoproactivelyrespondtothesestakeholders’concerns.Kiewitwillhelpchampiontheseeffortsandtakethenecessaryactionstopreventstakeholderconcernsfromturningintocomplaints.

TobuildonthecoordinationworkthatLeeCountyandtheTownofFortMyersBeachhavealreadystartedwiththeoutsideagencies,ourfirststepswillbetocontinuetoidentifystakeholder-specificissuesandtodevelopsolutionsandapproachesthatmeetthoseconcerns.WewillmeetwithLeeCounty,TownofFMBandT.Y.Linstaffimmediatelyafterawardtocollaborateonaprojectstakeholderslist,identifyconcerns,andworktogethertodevelopanoutreachplan.Fromourexperienceonprevioushigh-profileCMARanddesign-buildprojects,wehaveidentifiedthefollowingBMPsthatleadtosuccessfulinteractionwiththird-partyagencies:

� Contactingtheagenciestoestablishtheirpreferredcommunicationmechanism

� Involvingthoseagenciesinpartneringmeetings,designreviews,designtaskforcemeetings,orone-on-onemeetingstodiscussconcerns

� Evaluatingpotentialsolutionsinapartneringenvironmentwiththeappropriatedecisionmakers

Oncetheprojectcommencesandaseachoftheproposeditemsdescribedaboveisimplemented,ourteamwillcontinuallymonitortheeffectivenessofeachof theseapproaches.Kiewit iscommittedtoestablishingandmaintainingexcellent relationshipswith theoutsideagenciesandotherprojectstakeholders.Our teamunderstands thatcommunicationbuilds trust,andsharingaccurate information inatimelyfashionisthebestwaytomaintainsuccessfulrelationships.

Electronic CommunicationWeunderstandLeeCountyanticipatesemploying theEADOCProjectManagementsoftware for thisproject.Kiewitalreadyusesawebbasedsoftwareprogram,SharePoint,tofacilitatemanagementofthedesignandconstructionphasesofourprojectstoincludeelectronicsubmittals, RFI’s and transmittals.Additionally,weareproficientwithother softwareprograms suchasQCS,utilizedby theUSACE.ThetransitiontouseEADOConthisprojectwouldbeseamlessforourfirm.

4-square matrix to address contract management

ONGOING ISSUESProcess Change Initiated

CURRENT ISSUESPerformance issues identi�ed

Process change is required Action has not been taken

STEADY PERFORMANCEProcess change is standard practice

No further changes are required

GOOD TRENDSImprovement in quality veri�ed

Still room for improvementProcess change not standard practice


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E�ective Public Relations and CommunicationsTofurtherelaborateontheinformationprovidedinCriteria1,thepublicrelationsgoalsforthisprojectinclude:

� Keepingthepublicinformedbycommunicating“real-time”information

� Minimizingtheimpactofconstructionbyworkingwiththeprojectstakeholders

� Preventingunnecessarydisruptionstomotoristsandneighboringpublic

� Clearlyidentifyingandmaintainingaccesstothelocalbusinesses

� Creatingworkzonesthatpromotesafemovementofequipment,material,andpersonnel

� Keepingourcommitmenttothepublic,LeeCountyandtheTownofFMB

Everyproject is unique:when it comes to community interaction, one sizedoesnot fit all. Rather than apply a standardized set of PRprocedures,wewillworkwithLeeCounty’sandtheTownofFMB’sexistingCommunityRelationsandPublicInformationTeamtoselectthemosteffectiveandappropriatetechniquesforthisapplication:

� Developascheduleforpublicinvolvementactivities

� Coordinateallconstructionactivitieswithlocalevents

� DeterminethebestcommunicationmethodsandtechniquesforprojectPR(web,media,flyers,signs,etc.)

Ourentireteamcommitstothesegoalsandobjectivesand,together,wewillbuildpublictrustandsupportfortheteam’splan.

Public Relations MeetingsWewillholdastrategymeetingwithLeeCountyandtheTownofFMBtoplanhowwewillsupportthemtoeffectivelyengageandcommunicatewiththepublic.Themainpurposeofthismeetingwillbeto:

� Identifythestakeholdersalongthecorridorandoutlineanindividualcommunicationplanforeachofthesekeystakeholdergroups

� Reviewthescopeofworkforthisprojectanddiscussstrategiestoimplementasuccessfulprogram

� Definehowandwhentheteamwillcommunicateandthepointsofcontact/championsforeachentity

� Definerolesandresponsibilitiesthatmaximizeindividualteammemberstrengths

Additionally we will meet with key stakeholder groups, such asBikeWalkLee,thatrepresentavoiceinthecommunitytogaintheirinsight,ideasandcommentsregardingtheproject.

Many different people from various entities will need to worktogether to provide important information to the public on thisproject. Our Project Manager and Project Superintendent willactively participate in the County’s and Town’s communicationprograms. They will commit the resources and set a culture ofunderstandingthatourroleinpublicrelationsisjustasimportantasourcommitmenttodesignandconstructingtheproject.

Certain key impacted stakeholders may also require weeklycoordinationmeetings at key times during the construction.Wewill also collect data from the weekly construction updates tocommunicatetothepublicthroughoutthecourseoftheproject.

1

BikeWalkLee Report: June 12, 2012

BikeWalkLee's field trip to Fort Myers Beach's North Estero Blvd. complete streets project

BWL team: Dan Moser, Ann Pierce, Darla Letourneau; with Jay Anderson and Chuck Highfield from Stay Alive..Just Drive!

Date: Friday morning, June 8, 2012

Purpose of Site Visit: BikeWalkLee was invited by the Mayor of Fort Myers Beach, Larry Kiker, to analyze the Town’s North Estero Blvd. improvement project (completed in 2011) to determine if the incorporated bike/ped/transit facilities can serve as a model for the larger county Estero Blvd. improvement project, and what improvements or changes may be needed..

Survey Approach: Dan biked over from downtown Fort Myers and Darla biked over from Sanibel, which gave us an opportunity to experience the facilities leading up to FMB, as well as to experience the North Estero Blvd. project on bike. Ann, Jay, and Chuck drove to and along the area being reviewed and walked the North Estero Blvd. segment, thus experienced it as drivers and pedestrians.

Background on Project: According to local press reports, plans for the North Estero Blvd. Drainage Improvement Project began in 2007. It was designed as a utility project to address major storm water drainage problems, causing repeated flooding of the road and surrounding properties. Because the road was to be torn up to install stormwater infiltration tanks the project included complete roadway rehabilitation. The Town maintains this road and was responsible for design and funding of this project. From the beginning, this project was designed as a complete street, featuring trolley pull-offs, bike lanes, and sidewalks on both sides of the blvd., separated from the auto and bike travel lanes by landscaping. In 2007, the city gave property owners along the Blvd. 30 days to get out of the public right-of-way. Project construction began in the Fall of 2009 and was completed in the Spring of 2011, with a total project cost of approximately $4 million. The project boundaries are from the beginning of North Estero Blvd. at Time Square, ending at Bowditch Point Park, for a total length of 1 mile.

BikeWalkLee Observations on North Estero Blvd.:

• This one-mile stretch is truly a model complete street, taking into account the needs of all the users and providing safe and accessible transportation options and connections.

• The crosswalks are clearly indicated through strongly contrasting red brick pavers, and yellow warning signs signaling pedestrians are crossing.


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Communication StrategyLee County and the Town of FMB representatives will lead the PR effort. It is important that the County, Town and Kiewit, as a Team, establish a structure on how to work together and communicate as a single voice to the public and stakeholders. Together, we will analyze the options for public communications to determine the best methods, including:

� Newspaper advertisements

� Press releases

� Notification mailers

� Project website and other online media

� Newsletters

� One-on-one, small group, or individual meetings with stakeholders

� Special presentations

� Government relations meetings

Through these methods, Kiewit will support the County and Town in all aspects to implement the community relations and public involvement program.

Coordination with Local EventsA variety of local events will occur throughout the project construction, as shown in the following table. We will plan for all major events in our project schedule and will sequence our work to avoid unnecessary impacts to traffic during these times. Providing the public with adequate early notification during the events, as well as information that is clear, concise, and easy to find and read, will be key to keeping traffic moving smoothly.

In addition to working with the event authorities, we will also coordinate with emergency services and public safety officials so they can maintain their operations during the events. By utilizing specialized planning and coordination for each event, we will keep the traveling public informed and effectively reduce congestion.

Top Public Relations Concerns and SolutionsThe project corridor includes many businesses, residents, and public facilities. All of these will ultimately benefit from the project improvements, but in the meantime they will have concerns regarding the construction and its impacts to their daily routines.

We will need partner closely with the Town of Fort Myers Beach to

coordinate events

EVENT YEARS OPERATING TIME OF YEAR

Fort Myers Beach Shrimp Festival 57 March 14-15

Annual International Sand Sculpting Contest 28 November 21-30

Taste of the Beach 20 May 3rd

Fort Myers Beach Birthday Party & New Years Eve Celebration 20 December 31st

Annual Film Festival 8 April 22-27

Providing the most effective outreach may involve a

customized plan for each area of Estero Boulevard.

CR

ITERIA 6: U

SAG

E OF LO

CA

L FIRM

S AN

D D

BE

S


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CRITERIA 6. USAGE OF LOCAL FIRMS & DBES It is Lee County’s desire to maximize the use of DBE and local consultants and contractors. The successful construction management firm will include as many local contractors, sub-contractors, and DBE’s as possible. Describe your firm’s plan to maximize the use of DBE and local consultants and contractors.

KiewitsharesthesamedesirewithLeeCountyforitsconstructionprojectstobringthemostbenefittothelocaleconomy.ItisourintentandcommitmenttoworkwithLeeCounty,thelocalconstructionindustry,andtheworkforcewithinLeeCountytomaximizetheparticipationofthelocalcommunityintheconstructionofthisimportantproject.

OurSubcontractorSelectionPlanisdesignedtoensurethatcapable,reputablesubcontractorsareperformingforourclients.

Subcontractor Selection ProcessOutreach ActivitiesAfterthedesignandschedulearesufficientlydetailedandcomplete,Kiewitwillidentifyscopesofworktobesubcontracted.WewillevaluateavailabilityofDBEsubcontractorsinthemarketand what trades they are certified in to establish DBE set aside packages and assure DBEparticipationontheproject.Inseekinglocalsubcontractorsforthisproject,wewill:

� Advertiseincommunitypublications,minorityfocusedmediaandDBEpublicationstoinformthesmallbusinesscommunitylocalbusinessesoftheopportunitiesavailableontheproject.

� Providewrittennotificationandfollow-uptelephonecallstoDBEandlocalbusinessestosolicitinterestintheproject.

� Sendoutwrittennotificationtominoritytradeassociations,andothercommunityentitieswhensolicitingparticipationfortheproject.

� UtilizetheservicesofminoritytradeassociationsandothercommunitygroupsinadvancingtheDBEprogramefforts.

� Sponsormeetingsandin-houseseminarstoacquaintindividualDBEsandotherlocalfirmswiththeprojectand/orKiewit’sprimarylocalsubcontractors.

� ThroughourinvolvementinorganizationswhoseprimaryfocusisincreasingopportunitiesforDBEfirms,wewillensurethatminoritycontractorsandlocalareacontractorsareawareofopportunitiesinatimelymanner.

� AssistDBEsandotherlocalfirmsinobtainingbonding,lineofcredit,orinsurance,aswellasanynecessaryequipment,supplies,materials,orrelatedassistanceorservicesasnecessary.WewillprovideassistancetoDBEsandotherlocalfirmsthroughtheidentificationofinnovativeandcreativeapproachestoaddressingthetraditionalbarrierslimitingDBEparticipationonmajorconstructionprojects.Wewillpartnerwithorganizationsthatofferresourcesandtechnicalassistanceforbonding,insuranceandloanguaranteeprogramsthroughbothgovernmentandprivatesourcesontheproject.

Prequali�cationAfterthelocalandDBEoutreacheffort,wewillissueRFQstoallinterestedfirms.WewillincludethefollowingcriteriaintheRFQtodeterminewhetheranapplicantisqualifiedtosubmitaproposal(RFP):

� Themonetarylimitplacedonthestatebusinesslicenseoftheapplicant

� Thefinancialabilityoftheapplicanttoprovidenecessaryresourcestoperformthework

� Whethertheapplicanthastheabilitytoobtainthenecessarybondingtoperformthework

� Theestablishedsafetyprogramandsafetyrecordsoftheapplicantonpastwork

� Whethertheapplicanthasbreachedanycontractswithapublicbodyinthepast5years

� WhethertheapplicanthasbeendisciplinedorfinedbytheStateContractor’sBoardoranotherstateorfederalagencyforconductthatrelatestotheabilityoftheapplicanttoperformthework

� TherecentperformancehistoryoftheapplicantonsimilarcontractsinFlorida

� Theprincipalpersonneloftheapplicant

KiewitwillinvolveandinformLeeCountyineverydeterminationmadeastothequalificationsoftheapplicants.Wewillalsonotifyeachapplicantinwritingofthedeterminationregardingitsqualifications.

DBE and local firm outreach for Orlando South Airport Terminal CMAR


Page 3 9

Request for ProposalsFor subcontracted scopes of work that equal at least 1% of the total estimated project cost, and after the design and schedule are sufficiently detailed and complete, Kiewit will notify in writing each qualified subcontractor of our intent to receive proposals for the work. A copy of this notice will be provided to Lee County. This notification will be made at least 21 days prior to the date on which submittals are due.

This notice will include: � A description and copy of the design relating to the scope of work

� A description of the scope of work, including the resources required

� The dates for which the start and end of construction must occur

� The date, time and place of the pre-proposal meeting

� The date and time by which proposals must be received and to whom they must be submitted

� The date, time and place at which proposals will be opened

� Bonding and insurance requirements

� Any other information which may contribute to the responsiveness of the proposal

A statement that includes: � The subcontractor must be licensed

� The proposal must be timely received

� The subcontractor must attend the pre-proposal meeting

� The subcontractor may not modify the proposal after submittal deadline

To be considered responsive, a proposal must:

� Be timely received

� Substantially and materially conform to requirements set out in the proposal instructions

The opening of the proposals will be attended by Kiewit, Lee County and T.Y. Lin. At the time the proposals are opened, Kiewit will compile and provide Lee County a list that includes the name and contact information of each subcontractor who has submitted a timely proposal and the price of each of those proposals. This list will also be made available to the public upon request.

Within 10 days after the proposals are opened, Kiewit will: � Evaluate the proposals and determine which proposals are responsive

� Select the subcontractor with the best proposal (from those that attended the pre-proposal meeting, submitted a responsive proposal and were on the list that Kiewit provided Lee County)

� Inform Lee County which subcontractor has been selected

The selection of the best proposal may not be based solely on the basis of lowest price.

Kiewit will not substitute subcontractors unless Lee County objects to the selected subcontractor. Kiewit will make available the final rankings of all subcontractors. We will also provide, upon request, an explanation to any subcontractor who is not selected of the reasons why they were not selected.

The figure above illustrates our selection process and the collaboration with Lee County at each step of the

subcontractor selection process.

LOCAL & DBE OUTREACH

CR

ITERIA 7: O

RG

AN

IZATION

AL C

HA

RT


Page 4 0

CRITERIA 7. ORGANIZATIONAL CHARTProvide a one page organizational chart that depicts the proposed Construction Management Team and it’s relation to Lee County and future Construction Contractors. Include all staff members that will be connected to the project, especially superintendent(s) and cost estimator(s). The staff members called out in the organizational chart must be used for the project; no substitutions of personnel will be allowed without prior approval by Lee County.

Asanaddedvaluetoourclients,weassignthemembersofourprojectteamtoboththedesignandconstructionphases.Thismakescertainthatourteamisfamiliarwiththeprojectapproach,design,phasing,andkeyissues,whichwillfacilitateasmoothtransitionfromdesigntoconstruction.ThepersonnelontheorganizationchartswillbeavailabletosupportasuccessfulcompletionoftheEsteroBoulevardproject.

OFF-SITE PRINCIPALBEN CARNAZZO

PRECONSTRUCTION SERVICES MANAGER

DONNIE ARANT

CONSTRUCTABILITY REVIEWS/PHASING/VALUE ENGINEERING/UTILITY COORDINATION

ESTIMATING/SUBCONTRACTORBID PACKAGES/SCHEDULE

CHIEF ESTIMATORJOE PAPITTO

PROJECT SUPERINTENDENTGARY STOOR

PROJECT ENGINEERKURTIS PFEIFER

LOCAL SUBCONTRACTORS & DBES

PRECONSTRUCTION ORGANIZATION

PROJECT MANAGERJEREMY REGAN

FUTURE GMP DEVELOPMENTDONNIE ARANT

PROJECT SUPERINTENDENT (DAY)

GARY STOOR

SUPERINTENDENT (NIGHT)TOM SABALASKE


CONSTRUCTION ORGANIZATION

TY LIN



TY LINTY LIN





PRECONSTRUCTION SERVICES MANAGER

DONNIE ARANT



CHIEF ESTIMATORJOE PAPITTO

PROJECT SUPERINTENDENTGARY STOOR



PRECONSTRUCTION ORGANIZATION


FUTURE GMP DEVELOPMENTDONNIE ARANT

PROJECT SUPERINTENDENT (DAY)

GARY STOOR

SUPERINTENDENT (NIGHT)TOM SABALASKE


CONSTRUCTION ORGANIZATION

TY LIN



TY LINTY LIN




APPEN

DIX

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CO N S T R U CT I O N M A N A G EM EN T S ER V I CES F O R I M PR O V EM EN T S T O ES T ER O B O U L EV A R D

APPENDIX A REQUIRED FORMS / LICENSES / INSURANCE

The ACORD name and logo are registered marks of ACORD

CERTIFICATE HOLDER

© 1988-2014 ACORD CORPORATION. All rights reserved.

ACORD 25 (2014/01)

AUTHORIZED REPRESENTATIVE

CANCELLATION

DATE (MM/DD/YYYY)

CERTIFICATE OF LIABILITY INSURANCE

LOCJECTPRO-

POLICY

GEN'L AGGREGATE LIMIT APPLIES PER:

OCCURCLAIMS-MADE

COMMERCIAL GENERAL LIABILITY

PREMISES (Ea occurrence) $DAMAGE TO RENTEDEACH OCCURRENCE $

MED EXP (Any one person) $

PERSONAL & ADV INJURY $

GENERAL AGGREGATE $

PRODUCTS - COMP/OP AGG $

$RETENTIONDED

CLAIMS-MADE

OCCUR

$

AGGREGATE $

EACH OCCURRENCE $UMBRELLA LIAB

EXCESS LIAB

DESCRIPTION OF OPERATIONS / LOCATIONS / VEHICLES (ACORD 101, Additional Remarks Schedule, may be attached if more space is required)

INSRLTR TYPE OF INSURANCE POLICY NUMBER

POLICY EFF(MM/DD/YYYY)

POLICY EXP(MM/DD/YYYY) LIMITS

PERSTATUTE

OTH-ER

E.L. EACH ACCIDENT

E.L. DISEASE - EA EMPLOYEE

E.L. DISEASE - POLICY LIMIT

$

$

$

ANY PROPRIETOR/PARTNER/EXECUTIVE

If yes, describe underDESCRIPTION OF OPERATIONS below

(Mandatory in NH)OFFICER/MEMBER EXCLUDED?

WORKERS COMPENSATION

AND EMPLOYERS' LIABILITY Y / N

AUTOMOBILE LIABILITY

ANY AUTO

ALL OWNED SCHEDULED

HIRED AUTOSNON-OWNED

AUTOS AUTOS

AUTOS

COMBINED SINGLE LIMIT

BODILY INJURY (Per person)

BODILY INJURY (Per accident)

PROPERTY DAMAGE $

$

$

$

THIS IS TO CERTIFY THAT THE POLICIES OF INSURANCE LISTED BELOW HAVE BEEN ISSUED TO THE INSURED NAMED ABOVE FOR THE POLICY PERIODINDICATED. NOTWITHSTANDING ANY REQUIREMENT, TERM OR CONDITION OF ANY CONTRACT OR OTHER DOCUMENT WITH RESPECT TO WHICH THISCERTIFICATE MAY BE ISSUED OR MAY PERTAIN, THE INSURANCE AFFORDED BY THE POLICIES DESCRIBED HEREIN IS SUBJECT TO ALL THE TERMS,EXCLUSIONS AND CONDITIONS OF SUCH POLICIES. LIMITS SHOWN MAY HAVE BEEN REDUCED BY PAID CLAIMS.

INSDADDL

WVDSUBR

N / A

$

$

(Ea accident)

(Per accident)

OTHER:

THIS CERTIFICATE IS ISSUED AS A MATTER OF INFORMATION ONLY AND CONFERS NO RIGHTS UPON THE CERTIFICATE HOLDER. THIS

CERTIFICATE DOES NOT AFFIRMATIVELY OR NEGATIVELY AMEND, EXTEND OR ALTER THE COVERAGE AFFORDED BY THE POLICIES

BELOW. THIS CERTIFICATE OF INSURANCE DOES NOT CONSTITUTE A CONTRACT BETWEEN THE ISSUING INSURER(S), AUTHORIZED

REPRESENTATIVE OR PRODUCER, AND THE CERTIFICATE HOLDER.

IMPORTANT: If the certificate holder is an ADDITIONAL INSURED, the policy(ies) must be endorsed. If SUBROGATION IS WAIVED, subject to

the terms and conditions of the policy, certain policies may require an endorsement. A statement on this certificate does not confer rights to the

certificate holder in lieu of such endorsement(s).

COVERAGES CERTIFICATE NUMBER: REVISION NUMBER:

INSURED

PHONE(A/C, No, Ext):

PRODUCER

ADDRESS:E-MAIL

FAX(A/C, No):

CONTACTNAME:

NAIC #

INSURER A :

INSURER B :

INSURER C :

INSURER D :

INSURER E :

INSURER F :

INSURER(S) AFFORDING COVERAGE

SHOULD ANY OF THE ABOVE DESCRIBED POLICIES BE CANCELLED BEFORE

THE EXPIRATION DATE THEREOF, NOTICE WILL BE DELIVERED IN

ACCORDANCE WITH THE POLICY PROVISIONS.

6/4/2014

Midwest Agencies, Inc.3555 Farnam StreetOmaha, NE 68131

Philip G. Dehn

Traci Sutton

[email protected]

Kiewit Infrastructure South Co.450 Dividend DrivePeachtree City GA 30269

20411649

✓

✓

✓

✓

Additional Insured on the General Liability policy, including Products and Completed Operations coverage.

prequal

Lee County Board of County CommissionersP.O. Box 398Fort Myers FL 33902

"Lee County, a political subdivision and Charter County of the State of Florida, its agents, employees, and public officials" will be named as an

RE: Evidence of Insurance Coverages

A 5,000,000GLO 4641069 3/1/2013 3/1/2016

5,000,000

✓

5,000

✓

5,000,000

10,000,000

10,000,000✓

A BAP 4641070 3/1/2013 3/1/2016 5,000,000

✓

B AUC 9141395 3/1/2013 3/1/2016 5,000,000✓✓

5,000,000

✓ N/A

C WC4641067 3/1/2013 3/1/2016 ✓EWS 4641068 3/1/2013 3/1/2016

2,000,000N

2,000,000

2,000,000

D US00063521CA12AE Equipment/Property UNS252066.12 8/15/2012 8/15/2014 $50,000,000F D37400397 002

Zurich American Insurance Company

American Guarantee & Liability Ins. Co.

American Zurich Insurance Company

XL Insurance America, Inc. (50%)

Lloyds Syndicate 3624 (35%)

ACE American Insurance Company (15%)

CERT NO.: 20411649 Jamie Cooper 6/4/2014 3:03:58 PM (EDT) Page 1 of 5

6/4/2014


State of FloridaDepartment of State

I certify from the records of this office that KIEWIT INFRASTRUCTURESOUTH CO. is a Delaware corporation authorized to transact business in theState of Florida, qualified on November 10, 1976.

The document number of this corporation is 837350.

I further certify that said corporation has paid all fees due this office throughDecember 31, 2014, that its most recent annual report/uniform business reportwas filed on March 31, 2014, and its status is active.

I further certify that said corporation has not filed a Certificate of Withdrawal.

Given under my hand and theGreat Seal of the State of Floridaat Tallahassee, the Capital, thisthe Third day of June, 2014

Authentication ID: CU1492088031

To authenticate this certificate,visit the following site,enter thisID, and then follow the instructions displayed.

https://efile.sunbiz.org/certauthver.html

https://efile.sunbiz.org/certauthver.html

View Case Status

The information below summarizes the permit/case you selected.

People

Insurance/License Information - To update expired insurance information send a copy of your current insurance information to [email protected] or fax it to (239) 485-8577

Case Activities

Fees - Attn Locally Licensed Contractors: Upon receipt of payment and insurance validation you will receive your

Certificate of Competency card by mail.

If you are unable to open a 'Certificate of Occupancy or an Elevation Certificate', please send an email to Geoff Rinehart. If you are unable to open any other type of document, please send an

email to Jean Mars. Please include the case number and the name of the document you are looking to receive. For General Permitting information please call 239-533-8329 or email [email protected].

Home Case Types Status Parcel Help

Case Number Case Type License Type Status

LIC2014-02918 State Not Available Registered

Role Name Phone Address

Building Contractor CGC1511417 KIEWIT INFRASTRUCTURE SOUTH CO

954-233-1014

1000 KIEWIT PLAZA - LEGAL OMAHA NE 68131

Type Active/Expired Expiration Date

Certified General Cntr Active 8/31/2014

Liability Insurance Active 3/1/2016

Workman's Compensation Ins Active 3/1/2016

Type Requested Scheduled Completed Disposition County Staff

State Appl Rec'd 6/5/2014 6/5/2014 DONE Mary Nye

Register State Contractor 6/5/2014 6/5/2014 DONE Mary Nye

Item Fee Amount Fee Remaining

REGISTER State Contractor 25.00 0.00

Total $25.00 $0.00

The total fee due on this permit/application is $0.00

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APPENDIX B RECOMMENDATIONS / EVALUATIONS

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