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Timestamp: 2017-01-20 18:58:58
Document Index: 673001920

Matched Legal Cases: ['ART 2', 'ART 1', 'art 1', 'art 2', 'art 3', 'art 4', 'ART 1']

⭐State Project No.: Contract ID Number: C DB67
State Project No.: Contract ID Number: C DB67
Download "State Project No.: 0264-134-799 Contract ID Number: C00104331DB67"
1 Request for Qualifications Design-Build I-264 Pavement Rehabilitation From: Railroad Bridge West of Witchduck Road (East Abutment) To: Parks Avenue Virginia Beach, Virginia State Project No.: Contract ID Number: C DB67 A Statement of Qualifications from & June 14, 2013 Submitted to: Virginia Department of Transportation 1401 E. Broad Street Richmond, Virginia 232192 3.2 LETTER OF SUBMITTAL 3.2 LETTER OF SUBMITTAL3 4 5 3.3 TEAM STRUCTURE 3.3 TEAM STRUCTURE6 DESIGN-BUILD PROJECT - I-264 PAVEMENT REHABILITATION State Project No.: Contract ID Number: C DB TEAM STRUCTURE Fort Myer Construction Corporation (FMCC) brings to the I-264 Pavement Rehabilitation project a track record of success on similar design-build efforts, including for the Virginia Department of Transportation. The firm's hands-on experience with VDOT projects effectively executing design and construction as well as managing risk includes pavement rehabilitation for approximately 6.5 miles of Interstate 66 (46,000 square yards) and 870,144 square yards of pavement rehabilitation for Routes 27, 50 and 120. Over the course of more than 40 years in business, FMCC has exceeded client and owner expectations through on-time and within-budget delivery of high quality work doing so while meeting the maintenance of traffic challenges in highly urbanized areas and remaining environmentally conscious. FMCC also has a solid reputation for aligning strategically with design-build partners that are most suited to meet the specific needs of a given project. For the I-64 Pavement Rehabilitation project, we selected A. Morton Thomas and Associates, Inc. (AMT) as our lead design firm. AMT will also be responsible for quality assurance. For nearly 60 years, AMT has been a respected provider of transportation design and construction phase expertise in Virginia, including design-build projects. Key personnel have successfully delivered design services on Virginia's busiest and most heavily traveled roadways for dozens of project in the past five years alone. In addition to AMT, we have included subconsultants with specialized expertise in independent quality control, public relations, geotechnical engineering, structural engineering and ITS/lighting design: Froehling & Robertson, Inc. (F&R) will provide quality control management, field inspection and testing services for the team and serve as the independent QC materials testing lab for the project. F&R is a multi-disciplinary engineering firm providing a full range of services, construction materials testing and environmental and geotechnical engineering. Based in Richmond with an office and AASHTO accredited laboratory in Chesapeake, F&R has the local resources to deliver quick, efficient and cost-effective services required for this project. F&R is a minority-owned business in operation since To effectively deliver a comprehensive public relations and communications program to key stakeholders for this pavement rehabilitation project, Fort Myer has partnered with Seventh Point Public Relations. Seventh Point is a Virginia Beach-based, DMBE-certified SWaM marketing and public relations agency specializing in transportation marketing. In recent years, Seventh Point has spearheaded results-driven public relations and community outreach programs for some of Virginia s most complex transportation projects, including the Gilmerton Bridge Replacement Project, I-64 Battlefield Boulevard and the Downtown Tunnel/Midtown Tunnel/MLK Freeway Project. Additionally, Seventh Point provides strategic marketing services and media planning and buying for major closures throughout the Hampton Roads District. In collaboration with VDOT Public Affairs staff, Seventh Point has designed a wide range of communications strategies to effectively inform, raise awareness, mitigate impact and generate positive opinion of transportation projects. Engineering & Testing Services, Inc. (ETS) will also be an integral member of the design team providing geotechnical engineering and construction materials testing. The firm's Virginia-experienced staff brings knowledge, professionalism and consistently delivers timely, quality reports and responsiveness to clients. Validated by AASHTO, the firm has a fully-equipped lab on-premises. ETS is certified by the Virginia Department of Minority Business Enterprise (VDMBE) as a DBE and Small, Women-owned Business Enterprise. T.Y. Lin International is a global, multi-disciplinary engineering services firm with a deep history and particular strength in structural engineering expertise that will benefit this pavement rehabilitation project. T.Y. Lin's services for this project will focus on overhead sign structure modifications, as needed. Sabra, Wang & Associates, Inc. (SWA) is a consulting engineering firm with offices in Virginia, Maryland and the District of Columbia. SWA provides specialized expertise in traffic engineering, transportation planning and data collection, and Intelligent Transportation Systems (ITS) and lighting design. A certified DBE firm in Virginia, SWA will provide ITS and lighting design for this project. & CONSULTING ENGINEERS Page 37 DESIGN-BUILD PROJECT - I-264 PAVEMENT REHABILITATION State Project No.: Contract ID Number: C DB KEY PERSONNEL FMCC has asssembled a team of highly-qualified and experienced individuals for this project; both from FMCC's ranks, and those of our subconsultant teaming partners. In a variety of configurations, the included staff members and design firms have worked together previously. Our team for this pavement rehabilitation project is structured to ensure performance excellence and efficiency. We understand that each member of the team whether project leadership and management, technical designer, or field personnel plays a part in the ultimate success of the project. The following chart introduces our Key Personnel; resumes can be found in the Appendix (Attachment 3.3.1): Role Key Personnel Firm Design-Build Project Manager Pradip (Pete) Patel FMCC Quality Assurance Manager Mike Davis, P.E., CCM AMT Design Manager Jeff McKay, P.E. AMT Construction Manager Ardeshir Kalantar FMCC Public Relations Manager Mike Carosi Seventh Point Maintenance of Traffic Manager Jack Goode, II, P.E., PTOE AMT Design-Build Project Manager (DBPM), Pradip (Pete) Patel, brings to the team more than 32 years of relevant construction experience. He most recently served in the same role for the $46 million I-66 Pavement Rehabilitation design-build project, which extended 6.5 miles on one Virginia's most prominent interstate and was completed three months ahead of schedule. Quality Assurance Manager (QAM), Mike Davis, P.E., CCM, has 24 years of experience predominantly for construction projects in the Hampton Roads area. Examples of his project work include the Route 17 Coldin-Place Paving project (4.8. miles) and the MMMBT / I-664 Fire Main System Replacement, which involved paving, concrete patching, pavement markings, and MOT both day and night. Design Manager (DM), Jeff McKay, P.E., has nearly 20 years of transportation design experience. Knowledgeable in all phases of project delivery as well as design-build and design-bid-build delivery methods, his recent project examples include Northampton Boulevard Improvements for Lake Wright East in Norfolk and Route 288 Improvements in Chesterfield County. Construction Manager (CM), Ardeshir Kalantar, has 32 years of experience including serving as the Construction Manager recently for the I-66 Pavement Rehabilitation Design-Build project in VDOT's Northern Virginia District. He is well experienced overseeing operations of skilled construction management teams. Public Relations Manager, Mike Carosi, has more than 20 years of experience in all areas of public relations and community outreach. This experience involving all phases of logistics, planning, printing, purchasing, procurement, media and workflow includes relevant examples such as the I-64 Battlefield Boulevard project and the Gilmerton Bridge Replacement project, both in Chesapeake, Virginia. Maintenance of Traffic (MOT) Manager, Jack Goode, II, P.E., PTOE, has 16 years of traffic engineering experience, including providing MOT management in conjunction with transportation management plans. In addition to MOT and TTC work for VDOT projects, he recently served as the MOT Manager for over seven miles of the $500 million InterCounty Connector in Maryland. He has completed the Advanced Level of VDOT Work Zone Traffic Control training. Additional Construction and Design Support In addition to the required Key Personnel, the FMCC team includes other personnel to complete the team and ensure all project needs are proactively addressed. These personnel include principal oversight from both FMCC and AMT as well as specialized design engineers, construction technicians, and quality assurance. & CONSULTING ENGINEERS Page 48 DESIGN-BUILD PROJECT - I-264 PAVEMENT REHABILITATION State Project No.: Contract ID Number: C DB ORGANIZATIONAL CHART The FMCC team organizational chart below illustrates our reporting and functional structure and notes the Key Personnel team members. Solid lines identify reporting relationships of our team members in managing, designing and constructing the project. They illustrate reporting lines from the Design-Build Project Manager to the design and construction teams. Dashed lines represent indirect reporting and obligations to the owner and/or corporate management. Note that the Construction Quality Control function is clearly separate from the Quality Assurance team. Paragraphs describing the functional roles of Key Personnel appear on the next page. (Please also see resumes in the Appendix, Attachment ) Stakeholders & 3rd Par es Public Rela ons Manager Design-Build Project Manager Principal Oversight Local Businesses / Military EMS / Commuter Organiza ons *Mike Carosi (SP) *Pradip (Pete) Patel (FMCC) Manuel Fernandes (FMCC) Michael Wiercinski, PE, LS (AMT) Design Manager MOT Manager Construc on Manager QA Manager *Jeff McKay, PE (AMT) *Jack Goode, II, PE, PTOE (AMT) *Ardeshir Kalantar (FMCC) *Mike Davis, PE, CCM (AMT) Design Team CM Team Quality Control (QC) QA Team Roadway Design Laura Mehiel, PE (AMT) Project Engineer Fabio Fernandez (FMCC) QC Manager Kirk McMath (F&R) Lead QA Inspector AMT ITS / Ligh ng Keith Riniker, PE, PTOE (SWA) Asphalt Paving Steve Campbell (FMCC) QC Inspec on Froehling & Robertson QA Inspec on Staff AMT Drainage/Hydraulics Don Rissmeyer, PE, CFM (AMT) U lity Design Thomas Fegley, PE (AMT) Concrete Patching Halario Barros (FMCC) Safety Manager Hector Sealey (FMCC) QC Lab Froehling & Robertson QA Lab Engineering & Tes ng Services (DBE) Structural Engineering Gopi Sripathy, PE (TYL) Geotechnical Engineering Charles Nabhan, PE (ETS) Surveying John Claytor, LS (AMT) Traffic Control Manager George Mar ns (FMCC) ITS / Ligh ng Manager Viktor Bolotsko (FMCC) LEGEND * = Key Personnel FMCC = Fort Myer Construc on Corpora on AMT = A. Morton Thomas and Associates, Inc. ETS = Engineering & Tes ng Services (SWaM/DBE) F&R = Froehling & Robertson, Inc. (SWaM) SP = Seventh Point (SWaM) SWA = Sabra, Wang & Associates, Inc. (DBE/MBE) TYL = T. Y. Lin Interna onal & CONSULTING ENGINEERS Page 59 DESIGN-BUILD PROJECT - I-264 PAVEMENT REHABILITATION State Project No.: Contract ID Number: C DB67 Design-Build Project Manager (DBPM), Pradip (Pete) Patel, has complete authority over all project design and construction matters for the team. He is responsible for managing the project from start to completion, including all contract management and administration. Pete is VDOT's primary point of contact throughout the life of the project. He has responsibility and authority for coordination, integration and direction of the entire design-build team: design, construction, quality assurance, MOT, and public relations. He will supervise the other Key Personnel throughout the project. Starting with preconstruction, Pete will be involved through design, construction and project closeout. He will assist with constructability reviews and safety audits and will oversee the quality management program, purchasing and construction operations. He will also be responsible for third-party communication for the team, along with the Public Relations Manager. Quality Assurance Manager (QAM), Mike Davis, P.E., CCM, reports to the DBPM and will have direct, independent access to VDOT. He will ensure work is performed in conformance with contract requirements as well as accepted construction plans and specifications. He will be responsible for the development and adherence to the QA Plan, QA inspection and testing of materials used, and associated work performed. He will have the ability to stop construction, enforce compliance with all specifications, and issue and require resolution of all Non-Conformance Reports (NCRs). He will manage all aspects of the QA program including the QA inspector and independent QA testing firm and testing technicians. The QA team will conduct independent and concurrent tests and analysis of the work with the construction quality control team. Mike will maintain project quality records, and approve and submit pay estimates. In addition, he will submit monthly written reports to both the VDOT project manager and FMCC's executive team. Design Manager (DM), Jeff McKay, P.E., will also report to the DBPM. Jeff will be responsible for providing quality product and input into the project schedule, meeting all design milestones and interfaces, and ensuring the Design QC Manager's involvement. He is responsible for ensuring all design work is performed in accordance with current policies, procedures and guidelines. He will manage all aspects of design including roadway, ITS/traffic signals, drainage/hydraulics, utility design, structural and geotechnical engineering, and surveying. He will assign resources as needed, oversee the design subconsultants, coordinate design and review schedules, develop and implement corrective measures, if necessary, and ensure environmental compliance measures are integrated into the design. Jeff will maintain involvement in the project once construction begins to oversee any plan modifications and shop drawings, and review construction activities with the Construction Manager as work progresses. He will collaborate with the entire design and construction team leadership for constructability characteristics, inter-operability of project aspects, and project cost control. Construction Manager (CM), Ardeshir Kalantar, will report directly to the DBPM. He will manage the efforts of the on-site construction team including the Construction QC Manager, Safety Manager, Traffic Control Manager, Asphalt Paving and Concrete Patching technicians. He will be assigned to the project and on-site full time for the duration of construction. He will play a key role in constructability reviews for all aspects of the design. Along with his staff, he will focus on ensuring the construction is performed safely. He will coordinate with the DM during construction for the proper and timely issuance and review of any RFI's and shop drawings, as well as field visits, preparation of as-builts and plan revisions. Public Relations Manager, Mike Carosi, will report directly to DBPM. Mike will be responsible to create a foundation of public awareness about the benefits of the project. He will also be responsible to maintain a collaborative partnership with VDOT HR Public Affairs to support its mission to increase positive public perception of the organization s activities and practices, and garner public and stakeholder understanding and acceptance. Maintenance of Traffic (MOT) Manager, Jack Goode, II, P.E., PTOE, will also report to the DBPM. Jack will be responsible for the development and implementation of the project's Transportation Management Plan. As the main point of contact for MOT-related issues, Jack will also ensure coordination of construction activities with other roadway work in the area, as well as keeping construction work zones compliant with requirements and standards. & CONSULTING ENGINEERS Page 610 3.4 TEAM EXPERIENCE 3.4 TEAM EXPERIENCE11 DESIGN-BUILD PROJECT - I-264 PAVEMENT REHABILITATION State Project No.: Contract ID Number: C DB TEAM EXPERIENCE Since 1972, Fort Myer Construction Corporation (FMCC) has constructed, repaired, and maintained hundreds of miles of streets, roads, bridges, and underground utilities in Virginia, District of Columbia, and Maryland. FMCC's operations are supported by more than 700 employees, including engineers, project managers, a staff of safety support personnel, as well as over 500 skilled field labors, journeymen and equipment operators, supported by a well-maintained fleet of modern equipment. FMCC also owns and operates two asphalt plants which supply over 350,000 tons of asphalt annually. The company is well positioned through its 41 years of experience to maintain its role as a leader in the construction and maintenance of roads, highways, bridges, runways, utility systems and other infrastructure projects. FMCC recently completed the I-66 Pavement Rehabilitation project in VDOT's Northern Virginia District, a project almost identical in it's scope of work. The construction of this project was highly supervised by all stakeholders due to the busy corridor and tight working window, but FMCC delivered a very successful project ahead of schedule, receiving recognition and awards from VDOT. The Lead Contractor Work History Forms in the Appendix provide more project example details. AMT is an Engineering News-Record "Top 500 Firm" and a ZweigWhite Hot Firm and has been providing consulting engineering services for nearly 60 years. The firm's specific CONSULTING ENGINEERS service offering includes transportation design, traffic engineering, stormwater management and storm drainage, utility design and coordination, surveying, and construction administration and inspection. With more than 370 employees and operating from six offices in Virginia (including Suffolk and Richmond), AMT's focus has always been in the mid-atlantic region. The firm maintains a solid reputation by teaming with clients and communities to provide high-quality, sustainable projects. AMT's experience on such projects as the US 460 Corridor PPTA in Southeast Virginia, the Route 1 Design-Build Improvements at Fort Belvior, the Capital Beltway Roadway Rehabilitiation in Maryland, and the VDOT Mega Projects in Northern Virginia, equips our team with the know-how to deliver the I-64 Pavement Rehabilitation design on time and within budget. AMT has consistently earned outstanding performance scores due to dedicated and skill professionals. Over the past decade, AMT has consistently earned A's in design and construction management by project owners. In a recent annual review, VDOT's District staff commented: "AMT continues to exceed expectations for work performed. AMT has responded very quickly to requests to do constructability and environmental reviews and has done an excellent job." Additional evidence of AMT's qualifications is contained in the Lead Designer Work History Forms included in the Appendix. Design-Build and Teaming Experience The members of our team are proponents of the design-build model of project delivery. Not only do the designers and contractors benefit from creating greater understanding and working relationships, projects benefit from the efficiencies inherent in the process. The integration allows us to interact and partner with VDOT and other stakeholders, streamline the reviews, eliminate possible field problems during construction, and deliver the project safely, as early as possible. In a variety of configurations, FMCC, AMT and our other subconsultant specialists have worked together previously. For example, FMCC and AMT have recently worked on MacArthur Boulevard Widening and Reconstruction, Route 1 Improvements, and Jay Street Rehabilitation. The FMCC team offers vast experience in the type of work required for this project in general, but also with components such as repairing concrete pavement, upgrading drop inlets and guardrail to accommodate a final thick lift of asphalt pavement, installing THMACO and Surface Course of Asphalt. We're prepared to plan, manage and implement this design-build project, exceeding the expectations of the Hampton Roads District. & CONSULTING ENGINEERS Page 712 3.5 PROJECT APPROACH 3.5 PROJECT APPROACH13 DESIGN-BUILD PROJECT - I-264 PAVEMENT REHABILITATION State Project No.: Contract ID Number: C DB PROJECT APPROACH Sequence of Construction General Approach FMCC recently completed a project similar in scope the I-66 Pavement Rehabilitation in VDOT's Northern Virginia District which included, among other things: (a) full and partial depth concrete patching (b) application of a thin hot mix asphalt overlay (c) drainage analysis and adjustments to maintain drainage and clearances for existing infrastructure (d )safety hardware upgrades and adjustments (e) ITS, lighting and utility adjustments (f) an approximate of asphalt overlay within the project limits (g) maintenance of traffic (h) colored high-friction surface treatment on auxiliary lanes (i) public relations. The FMCC team is coming to the table with not only a vast experience in this type of work but with experience in prosecuting a design build with similar components with repairing the concrete pavement, upgrading drop inlets and the guardrail to accommodate a final thick lift of asphalt pavement, installing THMACO, Surface Course of Asphalt and colored High Friction Surface Course. It is through this wealth of experience that FMCC can deliver this project to meet the expectations of the Hampton Roads District. The operations will commence with the concrete pavement patching first. Saw cutting the existing concrete pavement failed areas will be the first item to advance down the lane closure. Once the saw cutting operations has advanced far enough to allow the removal and replacing of the failed concrete pavement, FMCC forces will remove the existing failed concrete pavement, install dowels and reinforcing steel as required and pour back with fast setting high strength concrete to allow the roadway to be open back to traffic by 5am the following morning. To allow the traffic to be placed on the new concrete pavement patches, accelerated setting concrete will be utilized to allow the concrete patch to reach 2,000 psi prior to the release of traffic at the end of the shift. FMCC understands the magnitude of the impacts to the traveling public on these heavily traveled commuter thoroughfares and is commented to opening all lanes on time. FMCC will start in one direction of interstate with the needed concrete pavement repairs and continue until all repairs are completed in that directions then follow through with repairs in the other direction. This will be followed with the modifications to the drainage inlets, parapet walls separation opposing traffic modifications, modifications of the overhead signs, drainage structure inlet modifications, parapet wall modifications, and guardrail modifications as required. These items can and will be worked concurrently with the concrete pavement repairs and proceed directionally with the concrete repairs. Based on our experience on I-66 pavement rehabilitation project, we will develop a similar, unique design for the inlet modification, which was very successful and cost effective. Drainage Inlets Once the concrete pavement repairs are complete far enough in advance, and the other items are ahead enough to not cause impacts, the asphalt sealant course (THMACO) can be placed. This course is temperature sensitive and will have to be performed in the warmer months. The placement of the THMACO course will follow suite of working directionally in the lane closure in one direction with the concept of falling back to capture and pave the lanes that are not allowed to be closed until 11pm. Through this process the lanes that allow fewer hours of closure will be worked together with the lanes that allow longer hours of closure so that the work will proceed in a fashion to utilize all available hours of the lane closures. FMCC will install the THMACO along with the temporary striping in the same linear fashion as the concrete pavement repairs. This work, which will consist of the tack coat, the THMACO, and finally the temporary striping, will seal the concrete repairs and provide an excellent primer for the surface asphalt pavement overlay to adhere to. The final lift of surface asphalt pavement will be placed in the thickness as prescribed by the contract. In the event that the thickness is over 2" thick, the asphalt pavement will have to be placed in multiply lifts to ensure that a quality product is achieved and that the asphalt pavement just placed does not create a safety issue for traffic once the lane closure is removed. To accommodate the traveling public, no asphalt pavement will be left at the end of a shift with a drop off greater than 2". To ensure this does not happen, the asphalt pavement will be placed linearly in each lane but each lane will have to be paved as needed through the work shift so & CONSULTING ENGINEERS Page 814 DESIGN-BUILD PROJECT - I-264 PAVEMENT REHABILITATION State Project No.: Contract ID Number: C DB67 that no lateral drop offs exceed the 2" threshold. After the asphalt pavement is placed, the permanent striping will be installed unless the striping is required to be installed with the placement of the pavement itself. This will be followed by the placement of the colored high-friction surface treatment on the multi- use shoulders as designated in the contract, snow plow-able pavement markers and any shoulder stone as required. Through working the project linearly, allowing for any and all concurrent work to be performed with the guardrails, parapet walls, drainage inlets, and overhead signs, the project will be consistently moving towards completion each night. How will this approach limit disruption to the traffic within the work zone? Anytime a work zone is established on a highway, there will be impacts to the traveling public but by following the limits of allowable operations set by the Contract, the Virginia Work Area Protection Manual (VWAPM), and through constant communications with the Transportation Operations Center (TOC), the impacts can be reduced and controlled. By phasing the work throughout the project and ensuring that the work that can be performed concurrently within a single work zone, i.e. as concrete repairs are being performed within a two-mile work zone, guardrail installations/modifications can be performed concurrently with the repairs as long as the work areas allow the space. This process of working together within single work zones will eliminate the need for multiple lane closures within the limits of the projects. As work does stretch out through the course of the project, the need for multiple work zones will increase but will be managed so that as few as needed will be required to be set up. Also, the work zones will be spaces apart as required by the Contract, VWAPM, and the approved Traffic Management plan. Also, by staging work as best possible to keep all work located to one side of the interstate, the need for lane shifts from one side of the interstate to the other will be reduced dramatically. Describe approach to coordinate activities with other VDOT Projects adjacent to or close to this contract. FMCC understands that VDOT has multiple contracts providing maintenance and repairs throughout the District and the interstate this contract is proposing work. Also, through FMCCs experience with the I-66 Design Build Project in NOVA, it is understood that proper communication throughout the project is paramount. This was evident in the I-66 project in which FMCC had to continually work with the Mega Project team to ensure that each other s lane closures did not impact the other contractor schedule. This same commitment to understanding that the District has and will have a significant number of lane closures that will be performed along side of or within the boundaries of this contract and will work with all stakeholders to ensure that work is scheduled accurately and in a timely manner so that disputes or conflicts can be resolved. Once construction starts, the FMCC team will submit weekly lane closure update requests through LCAMs to ensure that all parties within VDOT know their schedule. In the event that multiple contractors are competing for the same real estate on the interstate or that work on opposite sides in the same area will have to be performed, the FMCC team will coordinate through the TOC and the responsible charge engineer through meetings and discussions with the other contractors to ensure that a solution to accommodate the multiple contractors is reached. This can happen through both sides rescheduling their work in a particular area, both contractors reaching an agreement to work within one work zone if possible, or working out an agreement that the work zones can be connected or a shift installed that meets the VWAPM manual Transportation Management Plan General Plan for maintaining traffic. Once construction is ready to commence, Fort Myer Construction Corporation (FMCC) will submit on a weekly basis to VDOT their weekly lane closures to be performed the upcoming month. This information will be submitted to allow the Lane Closure Advisory and Management Systems (LCAMS) system to be updated. & CONSULTING ENGINEERS Page 915 DESIGN-BUILD PROJECT - I-264 PAVEMENT REHABILITATION State Project No.: Contract ID Number: C DB67 The lane closure report will show the lanes that will be occupied and any detours that will need to be in place to allow the work to be performed. The lane closure requests will be in alignment with the allowable lane closures as set forth in the contract. This will allow FMCC and VDOT to resolve any issues with multiple contractors trying to work in the same area during the same time, special regional events such as Norfolk s Harborfest, or special maintenance issues that need to be addressed immediately by VDOT. Also, this will allow public affairs to broadcast to the traveling public the upcoming impacts to their travels during the off hours. FMCC through their public relations team will work with the VDOT Public Affair group to ensure that the lane closures are broadcasted to the general public to keep them well informed of the project and the impacts it may have on their nightly travels. Prior to any lane closures, the FMCC team that will be working on the project during that shift will meet to discuss the upcoming lane closure and review any safety precautions for the work at hand. Once the time is reached to close the lane to traffic, the FMCC work zone coordinator will contact the TOC to notify them of the conditions of the traffic at the allowable time to close the lane and to agree with the TOC that traffic is flowing free enough to establish a work zone without causing a major traffic impact. Once this established, FMCC crew will proceed with installing the lane closure needed for that night. All signs, channeling devices, and crash vehicles will meet the requirements of the VWAPM and be NCHRP 350 certified. In addition to the above, the FMCC team will have a State Trooper present each night of work to assist with the establishing the lane closure and monitoring the lane closure. Due to the nature of the high traffic volumes in the area, the use of State Police will help ensure that traffic is complying with the lane closure signage and will ensure that the work zone is not only safe for the traveling public but also the workers performing the work. In the event that additional lane closures are needed, i.e. closing the 2nd lane at 11pm, the above process will be repeated to ensure that the TOC, FMCC crew, and State Police know that the 2nd lane will be closed also. When work is completed for the shift, in accordance to the allowable hours, the TOC will be notified of the removal of the work zone. Identify Impacts on both Major Stakeholders & Traveling public. The FMCC team understands well the unique conditions of the interstate state system in the Hampton Roads Region, the choke points within the system, which includes HRBT, MMMBT, and JRB, and how easily the system is impacted. The area is home to the largest Naval Base, numerous other military bases located throughout the region, multiple Ports located throughout Hampton Roads and all connected through the I-64 /I-264 corridor. When you combine the commercial traffic, the military traffic, local commuters, and then the seasonal tourist traffic flowing to Virginia Beach and the Outer Banks of North Carolina, one small slip in a lane closure schedule can affect a large number of people. This is why the FMCC team is determined to ensure that it public relations team stays on top of getting the message out to all stakeholders of the imposing lane closures. In addition, the FMCC team will work to ensure that the allowable working limits are followed and that the lane closures will be lifted by 5 am to allow the commuter traffic free and unimpeded access to the interstate. This will be accomplished through the use of various size precast panels to handle temporary patches in the event a demoed section of pavement cannot be poured back in time to open traffic or if an issue arises and the concrete patch does not cure in time. This process of utilizing precast pavement sections in this matter was honed by their experience on the I-66 design build project in Northern Virginia. General Approach to Incident Management Through the use proper procedures, equipment and material in establishing a lane closure and through proper monitoring of the lane closure throughout the duration of the closure, the likely hood of an incident happening will be reduced dramatically. In the event of traffic accident that occurs within the limits of the work zone FMCC will contact the State Police through the 911 system immediately. FMCC will contact the TOC to ensure that VDOT is aware of the issue. Others that will be contacted and the order of the calls will be carried out by an established Emergency Plan developed by the FMCC team and approved by VDOT. This plan will enable the FMCC team to ensure that all applicable people are contacted. Simultaneously, the FMCC team will review the work zone, establish the proper controls are back in place to prevent future accidents, secure & CONSULTING ENGINEERS Page 1016 DESIGN-BUILD PROJECT - I-264 PAVEMENT REHABILITATION State Project No.: Contract ID Number: C DB67 any work areas that are impacted to allow room for emergency vehicles to enter. Once the State Police or other Emergency Responders arrive at site, all control of the work zone will be turned over to those authorities and the FMCC will assist as needed. Once the accident is removed and the work zone is allowed to be returned to FMCC, FMCC will review the crash information to determine if any modifications to the plan can be made to prevent future accidents. The solution could be as simple as bringing aboard another Variable Message Sign. In the event that pavement failure occurs within the project limits but not in the immediate area of actual pavement repairs, the FMCC team is dedicated in working with VDOT to address the pavement failure as quickly as possible and provide a repair. FMCC will work with VDOT to determine the necessary short term fix followed by a permanent fix. FMCC would meet with VDOT prior to start of work with this contract to discuss options of short term repairs so that approved methods and materials can be utilized. The FMCC team is dedicated to not delay the opening of traffic at 5am. This will be accomplished through monitoring of the work during the lance closure by the superintendent and in the event that the concrete cannot be placed in an open patch area, or in the event the concrete has not reached its 2,000 psi strength, FMCC will have precast concrete panels of various dimensions available which will allow FMCC to install precast panels, and have the roadway open to traffic by 5am. In the event an unforeseen conditions occurs that will delay the opening of the traffic by 5am, the FMCC team will immediately contact the TOC to state the reason for the delay and the anticipate time frame the closure will remain closed past 5am. Also, the FMCC will immediately release to the news media the delayed opening of the travel lane with a time table. After the event happens, the FMCC team will review the issue that caused the delayed opening, develop a corrective action plan and initiate the plan. Prior to initiation, the plan will be submitted to VDOT for review and approval. In the case of other unexpected traffic delays, the FMCC team is dedicated to honoring the limits of operations to ensure the traveling public is not impacted and will work through their public affairs team and VDOT to ensure that the news media s are immediately notified of any delays and immediately start working on a resolution to resolve the issue from happening again. It has been the experience of the FMCC team through its design build project on I-66 that with proper planning and excellent communications, any issues that could come up can be addressed promptly and deliberately to ensure that all stakeholders are aware of the issues and that FMCC will work towards preventing it from happening again Public Relations The public relations approach to the I-264 Pavement Rehabilitation Project from Railroad Bridge West of Witchduck Road to Parks Avenue will be considered in conjunction with the two additional Pavement Rehabilitation Projects. Since all three projects are concurrent, the impact on motorists will be significant. For the most effective and efficient public outreach effort possible, we recommend the public relations approach and program for this contract be combined and deployed simultaneously with the other two. FMCC will partner with Seventh Point Public Relations to deliver outreach, consistent messaging and communications to major stakeholders. The first step is to develop a combined public relations plan for all three projects. Regardless of whether FMCC is awarded one or all three contracts, we will collaborate with the other firms to develop a comprehensive and unified public relations campaign. While there will be individual communications activities for the specific work associated with this project, we recommend that initial primary outreach and communications be combined for all three projects through a single brand identity. This consolidated effort will achieve effective reach and maximize awareness, while remaining extremely cost efficient. The initial primary message is that phased construction will take place for up to 18 months on four sections of the region s primary interstates. Once general awareness is established, specific communications and messaging on project impacts and benefits will be implemented as defined below. With targeted communications, the first step is to create a solid brand identity and develop a public relations campaign with the primary objectives, strategies and tactics listed below. The public relations campaign for & CONSULTING ENGINEERS Page 1117 DESIGN-BUILD PROJECT - I-264 PAVEMENT REHABILITATION State Project No.: Contract ID Number: C DB67 the Project will be developed with approval from the VDOT Hampton Roads District public affairs manager. Our team s established and strong relationship with the VDOT HR Public Affairs office will result in seamless communications between VDOT and the project team, reducing the need for additional public relations efforts required by VDOT. Primary Objectives: Create a foundation of public awareness about the benefits of the Project. Minimize negative impacts and maximize positive outcomes through collaborative communications with civic organizations, businesses and entertainment venues. Engage key stakeholders in the development and details of the construction. Build strong and trusting relationships with the community through open communications. Maintain a collaborative partnership with VDOT HR District Public Affairs to coordinate communications for lane closures associated with the Project in relation to other projects across the District specifically the current Downtown Tunnel Rehab, Monitor-Merrimac Memorial Bridge-Tunnel repairs, High Rise Bridge and others. When possible, plans for lane closures for the Project will be considered in association with other work in the region to minimize motorist impact. Primary Strategies: Generate positive public opinion through the development of a strong brand coupled with consistent and targeted messaging to keep key stakeholders engaged and informed through informational meetings, media relations, communications and advertising. Maximize public interest and understanding through a proactive media relations program and community outreach engagements. Reduce project risks with the development of comprehensive crisis communications and risk management response plans. Capitalize on potential good news stories, such as Work Zone Safety Week and early completion of the Project, to generate positive media coverage. Primary Tactics: Dedicated Public Information Officer (PIO): to manage all public affairs initiatives in collaboration with the VDOT public affairs staff. Communications Plan: Develop a roadmap for all public outreach activities, which will include: Key Messaging: develop clear and consistent messages in all communications vehicles. Brand Development: unified brand with consistent graphics/messaging in all materials. Public and Community Outreach: to inform key stakeholders of the project and generate positive public opinion. These include in-depth community presentations tailored to key stakeholders, community subscriber updates and quarterly legislative updates to provide consistent communication on the Project, lane closures and project benefits. Campaign will be monitored through a proprietary dashboard interface, providing instant real-time feedback on the success of the campaign. Media Relations: Includes feature articles, broadcast interviews, traffic alerts, lane closure advisories and project construction updates to promote positive news coverage. Crisis Management/Risk Management Response: to anticipate and mitigate any potential situations. Media training will be provided to ensure media readiness. Media Ad Placement: A strategic plan for broadcast, outdoor, print and web will be developed to effectively reach target audiences about lane closures, project status and scheduling. The HR District is currently developing a new Lane Closure Ad Campaign. While the brand materials, scheduling, messaging and lane closure announcements will be specific to this project, the specific ad concept in use by the District can be utilized for this project; resulting in additional savings to VDOT. Website: the Project website will be updated regularly on the latest news and schedules. VDOT/TOC: direct coordination on project updates and lane closures so they can instantly deliver information to motorists. Program Measurement: review of data and demographics, monitor media coverage and measure stakeholder engagement. & CONSULTING ENGINEERS Page 1218 DESIGN-BUILD PROJECT - I-264 PAVEMENT REHABILITATION State Project No.: Contract ID Number: C DB67 In Summary: A comprehensive public outreach program for the I-264 Pavement Rehabilitation project will be essential to mitigate impacts and garner positive public opinion among key stakeholders. Our PR team s proven history with similar projects in the Hampton Roads District (specifically on the current District-Wide IV, Gilmerton Bridge and Downtown Tunnel/Midtown Tunnel/MLK) positions our team to provide a solid, extremely effective and cost-efficient public relations program for this project. Our experience demonstrates our ability to effectively inform, raise awareness, mitigate impact and generate positive opinion for the Project to all key stakeholders on behalf of VDOT Quality Assurance / Quality Control (QA/QC) Approach to QA/ QC and staffing: FMCC team is committed to deliver a quality project and will ensure that VDOT receives such through FMCC s Quality Assurance/Quality Control Plan. A. Morton Thomas (AMT) will handle the QA for design and Construction and will be supported by Engineering Testing & Services (ETS) for QA laboratory testing. Froehling and Robertson (F&R) will provide on-site QC management and inspection on site. F&R and ETS both have laboratories accredited by AASHTO. This structure provides compliance with the quality requirements contained in VDOT s Minimum Requirements for Quality Assurance & Quality Control on Design-Build and Public-Private Transportation Act Projects Manual (DB manual) by qualified technicians who operate independently of project designers and construction staff that do not have direct responsibility for performing the work As shown in the organizational chart, there is a clear independent separation between design, construction QA, and construction QC process. This structure will provide an assurance that VDOT QA/QC efforts will be limited to reviews and periodic monitoring as outlined in the manual. The Design Manager will be led by Jeff McKay, PE. He will manage the engineering and design activities and be responsible for the implementation of the QA/QC plan for design. Mr. McKay will report to Pete Patel, the Design-Build Project Manager (DBPM) and will collaborate with Mr. Mike Davis, PE the Quality Assurance Manager (QAM) as needed. Mr. McKay will have complete responsibility in overseeing the design compliance of the project. The construction team will be led by the Construction Manager (CM) Ardeshir Kalantar. The CM will report directly to the DBPM (Pete Patel) and have overall responsibility for the day to day operations of the project and will be located on site full time. The Quality Control Manager (QCM) will be Kirk McMath from F&R will report directly to the CM. The QCM will oversee the QC effort and will be supported by F&R QC inspection and testing technicians. The actual number of technicians will be determined by the number of work sites, number of crews, and shifts of work. The QAM will be led by Mike Davis, PE who will have full responsibility for overseeing construction compliance and will report directly to the DBPM (Mr. Patel) and indirectly to the VDOT Project Manager to provide open lines of communication between VDOT and FMCC team. Mr. Davis will be supported by a lead QA inspector who will be present full time on the project. Mr. Davis will have the authority to stop work not meeting contract requirements to ensure that VDOT maintains the intended oversight of the project yet provide a strong link to the DBPM who is ultimately responsible for quality. The implementation of the QA/QC program will be carried out in compliance with the DB manual and the contract. The QA inspectors and the QC technicians will not interact with each other during testing, sampling, and inspection activities. Each group will prepare and submit separate test and inspection reports. Inspection checklist will be developed for all construction activities to be used by both the QA and QC inspection staff. These checklists will be submitted to VDOT for as part of the overall approval of the Design Builders QA/ QC plan. In addition to the checklist, the plan will contain the requirements for the preparatory, intermediate, and final inspection phases of each construction activity. Through following this procedure outlined in the DB Manual, the specifications listed in the contract and the QA/QC Plan the FMCC team can guarantee that the & CONSULTING ENGINEERS Page 1319 DESIGN-BUILD PROJECT - I-264 PAVEMENT REHABILITATION State Project No.: Contract ID Number: C DB67 seven Rs of construction are met; ensuring the right materials, is installed in the right way, at the right time, in the right place, with the right quantities and documented in the right way. Describe the QA/QC procedure for one unique Project Element that is most critical to the project. Due to the time constraint of only having a closed lane from 11 pm until 5 am, the concrete patching aspect of this contract would be deemed the most critical component of the project. Due to the limited time, the work required to saw cut, remove, install dowels, and place and cure the concrete will have to be performed in a well organized manner. Below is a general description of how the QA/QC construction process will work for the Type I Jointed Concrete Pavement Patch (Type I repair) repair activity from planning to acceptance. During the monthly progress meetings, the team identifies and plans for new work activities. Several months prior to actual construction, the team will discuss the TYPE I Jointed Concrete Pavement Patch repair activity. FMCC will establish the material suppliers, subcontractors, and submit the appropriate materials information for review and approval. The concrete mix design will be submitted to VDOT for review and approval; test reports for materials such as dowels will be reviewed for conformance to VDOT specifications and approved prior to placement. The QAM will utilize the testing matrix established in the QA/QC plan to identify the QC and QA testing requirements and the appropriate QA/QC checklist. VDOT will be notified that this is a hold point and a date for the preparatory meeting will be determined. The FMCC team will establish a time for VDOT and the team to meet on the roadway and delineate areas of concrete pavement needing repairs. One month prior to the actual activity being performed, a preparatory meeting for the Type I Repair will be held in conjunction with a monthly progress meeting. During this meeting, the QAM will review the scope, sequence of work, schedule, location, crews, subcontractors involved, material needed, activity steps, and expected outcomes for each step of the activity. This would then be followed by identifying the trial run to achieve a target opening to traffic strength of 2,000 psi and reviewing the environmental controls, the status of the repair design, equipment needed, the safety plan, and MOT (including ensuring signs and devices meet requirements). During the preparatory meeting the appropriate approval forms, certificates, test, etc for all material and equipment to be utilized for the patch will be identified. The material invoices and tickets needed to ensure that the proper materials are placed for documentation and payment will be reviewed, along with requirements for inspecting and preparing the base, inspection of adjacent concrete and required corrections (if needed), and the reinforcing steel dowels. The proper QA/QC checklists will be identified along with the QC, QA, IA, and IV testing requirements based on the testing matrix. One to two weeks prior to the actual activity taking place, a placement meeting will be held with the CM, QCM, QAM along with the concrete supplier to review the schedule of the upcoming activity as well as the quality expectations, safety procedures and expectations, and information regarding egress and ingress to lane closure and clean out area for concrete trucks. The materials documentation, equipment, methods, safety and environmental plans will be checked to ensure all documentation is approved and on file as required. In the daily meeting held one to two days prior to the start of the Type I repairs, the superintendent will confirm the start date and time of repairs and that appropriate equipment, manpower, and material is present and ready. The QAM will communicate with the QC, QA, and VDOT staff to confirm the activity, date, time, inspection and testing requirements, and required staffing sizes. The project superintendent will review with the crews each step of the Type I repair so that each crewmember understands their part of achieving a safe work environment and a quality product. On the day of the Type I Repair (assuming that the concrete pavement in need of repair has been sawed and is ready to be removed), the construction superintendent will review each element of the work activity to determine if work is ready to proceed. The QC inspector and testing technicians, the QA inspector and testing technicians and VDOT s IA &IV staff will perform inspection and testing in accordance with the checklist and at intervals outlined in the QA/QC plan testing matrix. Once the lane closure is established and the FMCC forces begin to remove the old concrete pavement, the following items will take place: & CONSULTING ENGINEERS Page 1420 DESIGN-BUILD PROJECT - I-264 PAVEMENT REHABILITATION State Project No.: Contract ID Number: C DB67 The QA and QC inspectors will be present to observe the removal of the concrete to ensure that concrete removal does not damage existing pavement edges. If the existing pavement is damaged, then the spalled areas will be squared and concrete removed to allow a proper repair to be performed along with placement of concrete patch. The concrete debris will be removed from the site ensuring environmental and safety protocols are not violated. The base will be observed to determine if any additional base material is required. If so, the new base material will be placed and tested accordingly. FMCC forces will install dowels as required by the specifications once the QC technician approves the removed concrete is sufficient and that no spalls or cracks are visible in the remaining pavement. The dowel and bond breaker installation (at the longitudinal joints) will be observed by the QC technicians. Once the base material, dowels, and bond breaker material are approved, FMCC will pour the concrete into the patch area. Immediately prior to placement, the QC staff will test the concrete in the field to verify that the concrete s air content, slump, unit weight, and temperature are all in accordance with project specifications. Concrete cylinders will be taken in accordance with the QA/ QC plan and tested by the ASSHTO accredited QC laboratory to determine the strength of the concrete. A check of the delivery ticket will ensure the concrete is the correct mix for the project. Once the concrete is approved onsite, FMCC forces will place and vibrate the concrete within the patch area. During placement operations, the project superintendent will ensure that over vibrating of concrete does not occur. Once placed and screened, the patch will be stamped with the date, protected from the weather, and allowed to cure undisturbed. The concrete will be visually inspected once the time elapsed to reach 2,000 psi is reached to ensure that the concrete has set and is acceptable to open to traffic. Prior to the start of the next shift, at the Daily meeting, the QAM and/or the QA Inspector will be provided all the inspection and test reports and the superintendent will review the previous night s operation. The QA inspector will be present throughout the work shift to provide QA oversight-ensuring QC is administered in accordance with the QA/QC plan. In addition, any QAMIA or QAMIVST testing as required by the QA/QC plan is administered. The details of the work shift will be documented and the material notebook completed for each night s activity. This will ensure that all work is well documented and ready to submit for payment. Should they exist, deficiencies will be reviewed and a plan developed to prevent the issue from reoccurring. During the entire process if testing performed indicates a deficiency, the material will be rejected immediately and recorded by the QC team. Deficiencies will be addressed and documented in the following manner: Immediate Corrections require that no work will continue for the operation until the condition is corrected. An example would be the concrete slump test fails. The QC and/or QA will perform a second test to verify the first. If both test show failing results, then the load will be rejected and the truck required to leave the project site. Concrete testing will continue with the next truck. Prior to Start of another Operation Deficiency requires that the condition be corrected prior to the next operation. An example would be a reinforcing steel dowel is damaged during installation. The bar will be removed and a replace installed prior to placing Concrete into the patch area. Prior to Completion of the Relevant Work Package a deficiency would require that the condition have to be corrected prior to acceptance of the work package. An example would be the placement of permanent striping; the striping placed does not meet the straightness tolerance criteria. The striping will have to be corrected before payment can be made for that section of striping is made and before the final acceptance of the project itself. Non-conforming items are major deviations from the contract requirements and accepted standards of quality. The QC and QA field staff or third party testing group will formally document these items for corrective action. Failure of the FMCC team not to correct minor deficiencies within 5 working days will result in the item becoming a non- conforming item. All non-conforming items will be documented and the VDOT project manager will be informed of corrective action plan, execution of plan, and the acceptance of corrected item. An example of a non-conforming issue would be a patch being installed and the next day the patch starts showing signs of cracking excessively. The item will be documented, the patch reviewed to determine the cause of the cracks and the patch replaced. & CONSULTING ENGINEERS Page 15 View more
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