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0.0 Tech Proposal-MSV-LPSS -WM-Layne LAYNE HEAVY CIVIL, INC. Technical Proposal for Design-Build Services for Central Business District Low Pressure Sewer System (LPSS) and Water Main Improvements Bid No. 2014-25 September 25, 2014 Miami Shores Village, Central Business District Low Pressure Sewer System and Water Main Improvements TABLE OF CONTENTS 1. Transmittal Letter 2. Updated Document 00420 and Table of Organization 3. Technical Proposal Response Items 3.a Summary Narrative 3.b Design and Permitting Approach 3.c Construction Execution Approach 3.d Environmental Quality Management Approach 3.e Safety and Health Approach 3.f Operations and Maintenance Considerations 3.g Project Schedule Approach and Project Schedule 3.h Drawing/Plans and Specifications................Enclosed Separately 4. Alternate Technical Proposal 5. Required Forms Trench Safety Act Compliance (Document 00665) Enclosed and Bound Separately:  Price Proposal (Base)  Base Proposal Drawings/Plans  Bid Bond  Alternate Price Proposal (Proposal with Alternate)  Alternate Proposal Drawings/Plans 2. UPDATED DOCUMENT 00420 & TABLE OF ORGANIZATION STEP 2: RDBS CENTRAL BUSINESS DISTRICT LOW PRESSURE SEWER SYSTEM (LPSS) & WATER MAIN IMPROVEMENTS All updates are in red text. DOCUMENT 00420 BIDDERS QUALIFICATION FORM STEP 1 - EVALUATION OF QUALIFICATIONS Fi r m No . Section B – Design-Builder’s Information Complete this section for the design-builder only; pursuant to Division 1, Section 1.7 of the RDBS “Teaming Restrictions”, design-builder may only participate on one (1) team when responding to this solicitation. 1 Design-Builder’s Name: Layne Heavy Civil, Inc. FEIN: 20-3512785 Business Address: 1117 NW 55th St., Fort Lauderdale, FL 33309 Contact Person’s Name & Title: Wesley Self, P.E., DBIA Alternative Delivery Manager Addenda Received (Indicate number) Telephone Number: (205 ) 447 - 8787 Fax Number: ( 770) 969 - 4363 E-mail: wesley.self@layne.com General Contractor’s / Building Contractor’s License No. CGC1509783 CGC 1522402 Fi r m No . Section C (1) – Proposed Architecture & Engineering (A &E) Subconsultants (DESIGN TEAM) Complete this section for all proposed A & E subconsultants; pursuant to Division 1, Section 1.7 of the RDBS “Teaming Restrictions”. A & E Subconsultant’s Name FEIN: 2 CPH, Inc. 59-2068806 3 --Sub to CPH - Brindley Pieters & Associates, Inc. (BPA) 59-3057983 4 --Sub to CPH - GEOSOL, Inc. 65-0997886 5 --Sub to CPH - Marlin Engineering, Inc. 65-0279601 6 --Sub to CPH - Tierra South Florida, Inc. 20-0282450 7 8 9 Section A – Project Information Bid No.: 2014-25 Project Name: Design-Build Services for the Central Business District Low Pressure Sewer System (LPSS) and Water Main Improvements MIAMI SHORES VILLAGE 00420-1 RDBS for Central Business District LPSS and Water Main ImprovementsBidders Qualification Form DOCUMENT 00420 BIDDERS QUALIFICATION FORM 10 11 12 13 14 15 Section C (2) - A&E Technical Certification Requirements (DESIGN TEAM) Fill in this section by indicating which firm on the team, using the numbers shown in Sections C(1), will provide services in the technical categories required in the RDBS; you may list more than one firm per category, if applicable. A&E Technical Category Lead A & E Consultant A & E Subconsultant 6.01 Water and Sanitary Sewer Systems - Water Distribution and Sanitary Sewage Collection and Transmission Systems (LEAD A/E CONSULTANT FOR DESIGN TEAM) 2 16.00 General Civil Engineering (LEAD A/E CONSULTANT FOR DESIGN TEAM) 2 9.01 Soils, Foundations and Materials Testing – Drilling, Subsurface Investigations and Seismographic Services 4 9.02 Soils, Foundations and Materials Testing - Geotechnical and Materials Engineering Services 4 9.03 Soils, Foundations and Materials Testing - Concrete and Asphalt Testing Services 6 9.04 Soils, Foundations and Materials Testing - Non-Destructive Testing and Inspections 6 10.05 Environmental Engineering - Contamination Assessment and Monitoring 4 11.00 General Structural Engineering 3 15.01 Surveying and Mapping – Land Surveying 2 15.03 Surveying and Mapping – Underground Utility Location 5 17.00 Engineering Construction Management 2 MIAMI SHORES VILLAGE 00420-2 RDBS for Central Business District LPSS and Water Main ImprovementsBidders Qualification Form DOCUMENT 00420 BIDDERS QUALIFICATION FORM Fi r m No . Section D – Proposed Non-A & E Subconsultants and/or Subcontractors Complete this section for all proposed non-A & E subconsultants and/or subcontractors who will perform Work with readily identifiable scopes of services and subcontractors as referenced in Section 2.1 – Experience and Qualifications of the RDBS. The following must be provided below: firm name, address, phone number (including area code), contact person, assigned services and FEIN. Non A & E Subconsultant’s/Subcontractor’s Name FEIN: a Firm Name: Water Resource Technologies Address: 11221 St. Johns Industrial Parkway North, Jacksonville, FL 32246 Phone Number: (904)928-0700 Contact Person: Mark Alexander Assigned Services: Eone grinder equipment, control panels, hi-tide telemetry systems, installation support and startup services for low pressure sewer service areas 20-5809756 b Firm Name: Florida Pipeline Company Address: 9310 SW 69th St., Miami, FL 33173 Phone Number: (305)281-8746 Contact Person: Rudy Ibarra, President Assigned Services: MOT, Permit Coordination, and Utility Location 45-5582-146 c Firm Name: V Engineering & Consulting Address: 1900 Coral Way, Suite 300, Miami, FL 33145 Phone Number: (303) 34-2-5568 Contact Person:Felix Valdes, President Assigned Services:Water Main 45-2696473 d Firm Name: Fountain Engineering Address: 21050 SW 172 Ave., Miami, FL 33187 Phone Number: (786) ) 25- 5-6626 Contact Person:Calicia Landry, Controller Assigned Services:Low Pressure 65-0384549 MIAMI SHORES VILLAGE 00420-3 RDBS for Central Business District LPSS and Water Main ImprovementsBidders Qualification Form DOCUMENT 00420 BIDDERS QUALIFICATION FORM Section E – Table of Organization Please attach the following documents: 1) Table of Organization 2) RESUMES FOR KEY PERSONNEL 3) General Contractors or Building Contractors License for Design-Builder Please see attached: 00420 E1 Table of Organization 00420 E2 Resumes 00420 E3 Licensing MIAMI SHORES VILLAGE 00420-4 RDBS for Central Business District LPSS and Water Main ImprovementsBidders Qualification Form 2. UPDATED DOCUMENT 00420 & TABLE OF ORGANIZATION STEP 2: RDBS CENTRAL BUSINESS DISTRICT LOW PRESSURE SEWER SYSTEM (LPSS) & WATER MAIN IMPROVEMENTS TABLE OF ORGANIZATION GR E E N L a y n e H e a v y C i v i l , I n c . (L a y n e ) Dk . B L U E C P H BL A C K S u b c o n t r a c t o r / S u b c o n s u l t a n t KE Y P E R S O N N E L O R G A N I Z A T I O N C H A R T : Mi a m i S h o r e s V i l l a g e Re q u e s t f o r D e s i g n - B u i l d S e r v i c e s ( R D B S ) f o r Ce n t r a l B u s i n e s s D i s t r i c t L o w P r e s s u r e S e w e r Sy s t e m ( L P S S ) a n d W a t e r M a i n I m p r o v e m e n t s Bi d N o . 2 0 1 4 - 2 5 Se p t e m b e r 2 5 , 2 0 1 4 Le s A r c h e r , P E , D B I A – P r e s i d e n t Da v i d A . G i e r a c h , P . E . , C G C Pr o j e c t E x e c u t i v e s We s l e y S e l f , P E , D B I A De s i g n - B u i l d M a n a g e r Co n s t r u c t i o n Q A / Q C – M a t t h e w O ’ R o u r k e Sa f e t y R e p r e s e n t a t i v e – E d u a r d o M e d i n a Qu a l i t y / S a f e t y A s s u r a n c e To d d H . H e n d r i x , P . E . , C G C De s i g n M a n a g e r Le a d D e s i g n e r – G e r a l d M . C o x , C G C , C U C Pr o j e c t E n g i n e e r s – N. K a t r i i n a B o w m a n , P . E . , C C S Ro c c o R . N a s s o , P . E . Ja s o n L . J a m e s , P . E . Pu m p S t a t i o n E n g i n e e r s – Da v i d E . M a h l e r , P . E . Ja m e s R . M o r r i s , J r . , P . E . Su r v e y – T h o m a s J . G a l l o w a y , P S M S. U . E . – M a r l i n E n g i n e e r i n g , I n c . ( C B E ) Ge o t e c h n i c a l S e r v i c e s – G E O S O L ( C B E ) So i l s & F o u n d a t i o n s T e s t i n g & M a t e r i a l Te s t i n g – Ti e r r a S o u t h F l o r i d a , I n c . ( C B E ) St r u c t u r a l & M a n a g e m e n t S u p p o r t – Br i n d l e y P i e t e r s & A s s o c i a t e s ( C B E ) De s i g n T e a m Pr o j e c t E n g i n e e r – R e b e c c a O r o z c o . E . I . T . Pr o j e c t S u p e r i n t e n d e n t – L e i f H a t c h e r Op e n C u t – L a y n e Tr u c k i n g – L a y n e Gr i n d e r S y s t e m S u p p l i e r / S t a r t - U p – Wa t e r R e S o u r c e s T e c h n o l o g i e s Wa t e r M a i n – V E n g i n e e r i n g Lo w P r e s s u r e – F o u n t a i n E n g i n e e r i n g Pu m p S t a t i o n – T B A Co n s t r u c t i o n s u r v e y a n d A s - b u i l t – T B A As p h a l t – T B A Pa v e m e n t M a r k i n g s – T B A Co n s t r u c t i o n T e a m Pr o j e c t M a n a g e r – Os c a r B e l l o P E , D B I A Pr o j e c t M a n a g e r Ri c h a r d C r o w Co n s t r u c t i o n M a n a g e r 2. UPDATED DOCUMENT 00420 & TABLE OF ORGANIZATION STEP 2: RDBS CENTRAL BUSINESS DISTRICT LOW PRESSURE SEWER SYSTEM (LPSS) & WATER MAIN IMPROVEMENTS RESUMES  Over 15 years of industry experience.  Over 10 years in a similar role.  Extensive experience in water main design in South Florida.  Proven experience in Design- Build Projects.  Established relationship with Design-Builder. OSCAR BELLO PE, DBIA Project Manager Summary of Qualifications Mr. Bello has over 15 years of experience managing municipal infrastructure rehabilitation projects. He is highly experienced in designing utility projects in existing neighborhood, similar to Shenandoah. He has provided design, permitting and construction administration services for water, wastewater, drainage rehabilitation and roadway improvements for Broward County Water and Wastewater Services; Cities of Dania Beach, Miami Beach, North Miami Beach, Key West, as well as for the Florida Keys Aqueduct Authority; Miami- Dade County Parks and Recreation; Miami-Dade Water and Sewer Department; Miami- Dade County Department of Environmental Resources Management; and the South Florida Water Management District. Previous Experience  Sunset Islands 1 & 2: City of Miami Beach, FL – Project Manager - Design, permitting, bid and award and construction engineering and services for infrastructure improvements within the public right of way areas of the Sunset Islands I & II neighborhood of Miami Beach. The project encompasses ± 11,000 LF of ROW infrastructure improvements including 10,900 LF of 8‐inch water main replacements (fire hydrants and relocation of water meters to the new main), stormwater drainage improvements, paving & grading, traffic pavement marking and signing related enhancements and roadway reconstruction. Extensive coordination with adjacent residents and with environmental agencies was necessary due to the projects environmentally sensitive location and surrounding environmental resources.  Design-Build of the Cudjoe Regional Wastewater Collection System – Outer Islands: Florida Keys Aqueduct Authority, Monroe Co., FL – Lead Designer and Engineer of Record - Replacement of the water main system. Chen Moore was prime consultant designing this $90 million design‐build water main replacement and sanitary sewer collection system that will convey sewage from four lower keys to a transmission force main and/or master lift station located along US1/Overseas Highway. The project includes replacing over 57,100 linear feet of existing water mains, new Education: Bachelor of Science, Civil Engineering – University of Central Florida Professional Registration: PE- FL DBIA Professional Affiliations: Design-Build Institute of America American Public Works Association American Society of Civil Engineers Florida Engineering Society National Society of Professional Engineers Total Years Experience: 15 Joined Layne Heavy Civil: 2014 References: Maria Hernandez, Project Manager, City of Miami Beach (786) 371-3168 cell mariahernandez@miamibeach fl.gov Donald Hubbs, P.E. Project Manager, Florida Keys Aqueduct Authority (305) 295-2142 office (305) 797-7003 cell dhubbs@fkaa.com Albuquerque, NM • Atlanta, GA • Baton Rouge, LA • Big Pine Key, FL • Columbus, OH • Dallas, TX Denver, CO • Fort Lauderdale, FL • Islamorada, FL • Jacksonville, FL • Nashville, TN • Orleans, IN • Quakertown, PA fire hydrants, and water services. The project included a significant amount of pipe installation using directional-drill trenchless technology.  City Center 9A/9B Utility Improvement Project: City of Miami Beach, FL – Design Engineer - planning, design and construction administration services for the infrastructure redevelopment within public right‐of‐way areas of the City Center neighborhood in downtown Miami Beach. The project scope included stormwater drainage, sanitary force main, and 17,209 LF of 8‐inch water main infrastructure improvements, along with streetscaping, landscaping, and lighting upgrades. The project required extensive coordination with the public, RDA, and historic districts.  South Pointe Phase III/IV/V ‐ Right‐of‐Way Improvement Project: City of Miami Beach, FL - Project Manager - Surveying, planning, geotechnical investigation, design, permitting, preparation of construction documents, bid and award and construction engineering and inspection services for infrastructure improvements within the public right of way areas of the South Pointe III/IV/V neighborhood of Miami Beach. The project encompasses approximately 19,000 LF of ROW infrastructure improvements including over 9,300 LF 8" water main replacements, stormwater drainage improvements, paving & grading, streetscaping enhancements, landscaping improvements, lighting improvements, and roadway reconstruction. Additionally, due to existing listed contaminated sites within the proximity of the right of way improvements, environmental coordination including contaminated sites analysis and consideration of the radius of influence was necessary for coordinating dewatering operations. This project also required extensive coordination with the public, adjacent CRAs, historic districts and various regulatory agencies.  Public Transportation Facility: City of Key West ,FL - Owner’s representative - Design-Build Project. Planning and preparing design/build package and overseeing construction for the City of Key West Department of Transportation Public Transportation Facility. The new facility serves as the transportation operations and administration building for the City of Key West and the primary terminal/transfer station for lower keys shuttle bus service, which serves Marathon to Key West. It provides parking for public transportation customers and employees. Unique to this project is its proximity (immediately adjacent) to the City owned closed landfill and the project sites previous use as a solid waste to energy and solid waste transfer station operation. As a result of these elements, extensive coordination was necessary throughout the project to ensure closure of the adjacent landfill, appropriate demolition of existing onsite elements including lead based paint and asbestos testing, and testing to ensure proposed development would meet and/or exceed regulatory requirements. As part of the project, coordination was also necessary with the Federal Transit Administration to demonstrate compliance with National Environmental Policy Act requirements to secure project funding and with SFWMD to allow the development of the proposed project. Albuquerque, NM • Atlanta, GA • Baton Rouge, LA • Big Pine Key, FL • Columbus, OH • Dallas, TX Denver, CO • Fort Lauderdale, FL • Islamorada, FL • Jacksonville, FL • Nashville, TN • Orleans, IN • Quakertown, PA 2. UPDATED DOCUMENT 00420 & TABLE OF ORGANIZATION STEP 2: RDBS CENTRAL BUSINESS DISTRICT LOW PRESSURE SEWER SYSTEM (LPSS) & WATER MAIN IMPROVEMENTS LICENSES State of Florida Department of State I certify from the records of this office that V ENGINEERING & CONSULTING CORP.is a corporation organized under the laws of the State of Florida,filed on July 1,2011. The document number of this corporation is P11000060694. I further certify that said corporation has paid all fees due this office through December 31,2014,that its most recent annual report/uniform business report was filed on March 20,2014,and its status is active. I further certify that said corporation has not filed Articles of Dissolution. Given under my hand and the Great Seal of the State of Florida at Tallahassee,the Capital,this the Eighteenth day of August, 2014 Authentication ID:CU1722387259 To authenticate this certificate,visit the following site,enter this ID,and then follow the instructions displayed. https://efile.sunbiz.org/certauthver.html State of Florida Department of State I certify from the records of this office that FOUNTAIN ENGINEERING,INC. is a corporation organized under the laws of the State of Florida,filed on January 11,1993. The document number of this corporation is P93000002033. I further certify that said corporation has paid all fees due this office through December 31,2014,that its most recent annual report/uniform business report was filed on January 17,2014,and its status is active. I further certify that said corporation has not filed Articles of Dissolution. Given under my hand and the Great Seal of the State of Florida at Tallahassee,the Capital,this the Seventeenth day of January, 2014 Authentication ID:CC1586200488 To authenticate this certificate,visit the following site,enter this ID,and then follow the instructions displayed. https://efile.sunbiz.org/certauthver.html Up d a t e P r o f i l e | Logoff | Contact Us Lo g g e d i n a s Fo u n t a i n , A m y M a r i n Li c e n s e I s s u e d T o : FO U N T A I N , A M Y M A R I N DB A N a m e : FO U N T A I N EN G I N E E R I N G I N C Li c e n s e S t a t u s : Cu r r e n t , A c t i v e Or i g i n a l l y L i c e n s e d O n : 12 / 2 2 / 1 9 9 8 (mm/dd/yyyy) Ex p i r e s O n : 08 / 3 1 / 2 0 1 6 (mm/dd/yyyy) Mo d i f i e r s : Co n s t r u c t i o n B u s i n e s s 02 / 2 0 / 2 0 0 4 (mm/dd/yyyy)Back Ce r t i f i e d U t i l i t y & E x c a v a t i o n C o n t r a c t r # C U C 0 5 7 1 1 5 Li c e n s e M e n u Se l e c t t h e f u n c t i o n y o u w i s h t o p e r f o r m . Pr e s s " B a c k " t o r e t u r n t o t h e m a i n m e n u . Fu n c t i o n s Pr i n t I n a c t i v e R e c e i p t Ad d r e s s C h a n g e Ce r t i f i e d U n d e r g r o u n d U t i l i t y a n d E x c a v a t i o n C o n t r a ct o r - C h a n g e o f St a t u s f r o m A c t i v e t o I n a c t i v e Vi e w M y C o n t i n u i n g E d u c a t i o n Re m o v e T h i s L i c e n s e F r o m M y A c c o u n t Th e S t a t e o f F l o r i d a i s a n A A / E E O e m p l o y e r . Co p y r i g h t 2 0 0 7 - 2 0 1 0 S t a t e o f F l o r i d a . Pr i v a c y S t a t e m e n t Un d e r F l o r i d a l a w , e - m a i l a d d r e s s e s a r e p u b l i c r e c o rd s . I f y o u d o n o t w a n t y o u r e - m a i l a d d r e s s r e l e a s e d i n r e s p o n s e t o a p u b l i c - r e c o r d s r e q u e s t , d o n o t s e n d e l e c t r o n i c m a il t o t h i s e n t i t y . I n s t e a d , c o n t a c t t h e o f f i c e b y p ho n e o r b y tr a d i t i o n a l m a i l . I f y o u h a v e a n y q u e s t i o n s r e g a r d i ng D B P R ’ s A D A w e b a c c e s s i b i l i t y , p l e a s e c o n t a c t o u r W e b M a s t e r a t we b m a s t e r @ d b p r . s t a t e . f l . u s . Li c e n s e M e n u ( l o g i n . l i c e n s e M e n u ) ht t p s : / / w w w . m y f l o r i d a l i c e n s e . c o m / d a t a m a r t / l i c e n s e M e nuFLDBPR.do?index=0 1 o f 1 8/25/2014 10:23 AM Up d a t e P r o f i l e | Logoff | Contact Us Lo g g e d i n a s Brown, Ernest Li c e n s e I s s u e d T o : BR O W N , E R N E S T MA R I O N DB A N a m e : FO U N T A I N EN G I N E E R I N G I N C Li c e n s e S t a t u s : Cu r r e n t , A c t i v e Or i g i n a l l y L i c e n s e d O n : 07 / 2 7 / 2 0 1 2 (mm/dd/yyyy) Ex p i r e s O n : 08 / 3 1 / 2 0 1 6 (mm/dd/yyyy) Mo d i f i e r s : Co n s t r u c t i o n B u s i n e s s 07 / 2 7 / 2 0 1 2 (mm/dd/yyyy)Back Ce r t i f i e d U t i l i t y & E x c a v a t i o n C o n t r a c t r # C U C 1 2 2 5 0 3 5 Li c e n s e M e n u Se l e c t t h e f u n c t i o n y o u w i s h t o p e r f o r m . Pr e s s " B a c k " t o r e t u r n t o t h e m a i n m e n u . Fu n c t i o n s Pr i n t I n a c t i v e R e c e i p t Ad d r e s s C h a n g e Ce r t i f i e d U n d e r g r o u n d U t i l i t y a n d E x c a v a t i o n C o n t r a ct o r - C h a n g e o f St a t u s f r o m A c t i v e t o I n a c t i v e Vi e w M y C o n t i n u i n g E d u c a t i o n Re m o v e T h i s L i c e n s e F r o m M y A c c o u n t Th e S t a t e o f F l o r i d a i s a n A A / E E O e m p l o y e r . Co p y r i g h t 2 0 0 7 - 2 0 1 0 S t a t e o f F l o r i d a . Pr i v a c y S t a t e m e n t Un d e r F l o r i d a l a w , e - m a i l a d d r e s s e s a r e p u b l i c r e c o rd s . I f y o u d o n o t w a n t y o u r e - m a i l a d d r e s s r e l e a s e d i n r e s p o n s e t o a p u b l i c - r e c o r d s r e q u e s t , d o n o t s e n d e l e c t r o n i c m a il t o t h i s e n t i t y . I n s t e a d , c o n t a c t t h e o f f i c e b y p ho n e o r b y tr a d i t i o n a l m a i l . I f y o u h a v e a n y q u e s t i o n s r e g a r d i ng D B P R ’ s A D A w e b a c c e s s i b i l i t y , p l e a s e c o n t a c t o u r W e b M a s t e r a t we b m a s t e r @ d b p r . s t a t e . f l . u s . Li c e n s e M e n u ( l o g i n . l i c e n s e M e n u ) ht t p s : / / w w w . m y f l o r i d a l i c e n s e . c o m / d a t a m a r t / l i c e n s e M e nuFLDBPR.do?index=3 1 o f 1 8/25/2014 10:26 AM Up d a t e P r o f i l e | Logoff | Contact Us Lo g g e d i n a s Brown, Ernest Li c e n s e I s s u e d T o : BR O W N , E R N E S T MA R I O N DB A N a m e : FO U N T A I N EN G I N E E R I N G I N C Li c e n s e S t a t u s : Cu r r e n t , A c t i v e Or i g i n a l l y L i c e n s e d O n : 06 / 2 6 / 2 0 1 2 (mm/dd/yyyy) Ex p i r e s O n : 08 / 3 1 / 2 0 1 6 (mm/dd/yyyy) Mo d i f i e r s : Co n s t r u c t i o n B u s i n e s s 06 / 2 6 / 2 0 1 2 (mm/dd/yyyy)Back Ce r t i f i e d P l u m b i n g C o n t r a c t o r # C F C 1 4 2 8 6 3 7 Li c e n s e M e n u Se l e c t t h e f u n c t i o n y o u w i s h t o p e r f o r m . Pr e s s " B a c k " t o r e t u r n t o t h e m a i n m e n u . Fu n c t i o n s Pr i n t I n a c t i v e R e c e i p t Ad d r e s s C h a n g e Ce r t i f i e d P l u m b i n g C o n t r a c t o r - C h a n g e o f S t a t u s f r om A c t i v e t o In a c t i v e Vi e w M y C o n t i n u i n g E d u c a t i o n Re m o v e T h i s L i c e n s e F r o m M y A c c o u n t Th e S t a t e o f F l o r i d a i s a n A A / E E O e m p l o y e r . Co p y r i g h t 2 0 0 7 - 2 0 1 0 S t a t e o f F l o r i d a . Pr i v a c y S t a t e m e n t Un d e r F l o r i d a l a w , e - m a i l a d d r e s s e s a r e p u b l i c r e c o rd s . I f y o u d o n o t w a n t y o u r e - m a i l a d d r e s s r e l e a s e d i n r e s p o n s e t o a p u b l i c - r e c o r d s r e q u e s t , d o n o t s e n d e l e c t r o n i c m a il t o t h i s e n t i t y . I n s t e a d , c o n t a c t t h e o f f i c e b y p ho n e o r b y tr a d i t i o n a l m a i l . I f y o u h a v e a n y q u e s t i o n s r e g a r d i ng D B P R ’ s A D A w e b a c c e s s i b i l i t y , p l e a s e c o n t a c t o u r W e b M a s t e r a t we b m a s t e r @ d b p r . s t a t e . f l . u s . Li c e n s e M e n u ( l o g i n . l i c e n s e M e n u ) ht t p s : / / w w w . m y f l o r i d a l i c e n s e . c o m / d a t a m a r t / l i c e n s e M e nuFLDBPR.do?index=1 1 o f 1 8/25/2014 10:25 AM 3.A SUMMARY NARRATIVE STEP 2: RDBS CENTRAL BUSINESS DISTRICT LOW PRESSURE SEWER SYSTEM (LPSS) & WATER MAIN IMPROVEMENTS SUMMARY NARRATIVE 3.a SUMMARY NARRATIVE STEP 2: RDBS CENTRAL BUSINESS DISTRICT LOW PRESSURE SEWER SYSTEM (LPSS) & WATER MAIN IMPROVEMENTS Page | 3.a- 1 INTRODUCTION Layne is excited about the opportunity to work with Miami Shores Village on this important project. Our team exhibits all of the necessary professional qualifications and experience that this project requires along with a customer service approach that is unmatched in the industry. Our team comprises local professionals supported by a world-class company. We have provided this Summary Narrative to highlight some of the items that are further described in our proposal including:  Why the Layne/CPHTeam?  Project Understanding  Firm Overview and Experience  Design and Permitting Approach  Construction Execution Approach  Public Interaction Approach  Maintenance of Traffic and Residential Access Approach  Safety and Health Approach  Project Schedule Approach WHY THE LAYNE/CPH TEAM?  Extensive experienced in similar Design-Build projects.  Successful Teaming relationship on similar projects. Layne and CPH are currently working together on a $104.9 Million similar Design-Build-Operate wastewater system project in the Islamorada, FL. This project includes several wastewater pumping stations, low pressure systems and over 90 miles of sanitary sewer mains.  Well experienced Staff: The four key personnel proposed as Design-Build Project Manager, Design Manager, Project Manager, and Construction Manager not only meet the required minimum experience, but they have additional preferred Design-Build experience in similar roles and on similar projects.  The Layne Team understands the importance of stakeholder communication and outreach in a project that involves temporary disruption of residential neighborhoods during construction.  Local Team and offices.  Our team recognizes the significance of performing this work in a timely manner and minimizing impact to the property owners. In addition, each firm individually has detailed experience and more-than-qualified key personnel. This means we are able to join forces as highly knowledgeable, competent, and capable firms and come together as a single, comprehensive and multi-disciplinary team, ensuring Miami Shores Village will be provided with exceptional services. The Layne Team is committed to the most efficient design and construction methods and is the right choice for the Miami Shores Village Central Business District Low Pressure Sewer System and Water Main Improvements project. All of our teaming partners have an extensive work history performing similar projects throughout South Florida, including Miami-Dade County. 3.a SUMMARY NARRATIVE STEP 2: RDBS CENTRAL BUSINESS DISTRICT LOW PRESSURE SEWER SYSTEM (LPSS) & WATER MAIN IMPROVEMENTS Page | 3.a- 2 Our team members presented in the proposal fully demonstrate that the Layne Team not only meets, but significantly exceeds the qualifications required in your RDBS. PROJECT UNDERSTANDING Layne understands that the scope of the project includes the surveying, geotechnical investigations, engineering design, technical specifications, permitting, construction, testing and commissioning services for a 12-inch water main upgrade, a low pressure collection and transmission system throughout the Miami Shores Village Central Business District. A new Regional Pump Station and an 8-inch force main. Customer service and safety is of utmost importance as the project will require the interaction with business owners and tenants within the service area. FIRM OVERVIEW AND EXPERIENCE DESIGN -BUILDER INFORMATION Layne Heavy Civil, Inc. (LHC) who will function as the Design-Builder and General Contractor is a wholly owned subsidiary company of Layne Christensen Corporation (Layne), which is a $850 Million-plus global water management, construction and drilling company. Established in 1882, Layne is recognized today as one of the nation’s leading water resource contractors, offering innovative project design and construction. Layne is currently ranked 66th in the Top 400 Construction firms by Engineering News Record (ENR). LHC currently grosses approximately $300 million annually, employs approximately 700 people, and owns an equipment fleet valued in excess of $30 million. Over the last 5 decades, LHC has constructed more than 200 treatment plants and installed more than 7.5 million feet of pipeline. Layne has extensive experience in delivering projects utilizing alternative methods like Design-Build or Construction Management at Risk (CMAR). Layne has installed more Eone grinders than anyone else in the country. DESIGNER INFORMATION CPH will act as Lead A/E Consultant and perform the General Civil Engineering design a nd permitting services (6.01 , 16.00 , 15.01 & 17.00 ). CPH has been serving the needs of numerous Florida communities since the 1960’s. The firm has grown to over 220 employees and 16 offices nationwide. The CPH team has consistently ranked among Engineering News-Record’s Top 500 Design Firms. CPH’s capacities in Florida include nearly 200 staff members with a local office in Miami, allowing our design team the accessibility to perform services for Miami Shores Village. CPH extensive history of providing solutions for Florida communities has prepared our team to successfully deliver services for projects both large and small. 3.a SUMMARY NARRATIVE STEP 2: RDBS CENTRAL BUSINESS DISTRICT LOW PRESSURE SEWER SYSTEM (LPSS) & WATER MAIN IMPROVEMENTS Page | 3.a- 3 CPH has been delivering sewer system and water main planning, design, and construction services to local governmental agencies for more than 33 years. They are exceedingly proud of our long- term relationships with clients. In fact, 90% of CPH’s business is providing services for existing clients. CPH strives to provide excellent client service and maintain distinguishing qualifications. DESIGN AND PERMITTING APPROACH DESIGN APPROACH The Layne Team fully understands the requirements and special issues related to the design of the Central Business District Low Pressure Sewer System and Water Main Improvements project. The direct experience Layne and many of our teaming partners have on other design and construction projects in Florida, including Key Largo, Islamorada, and Monroe County, give us a unique insight and knowledge of design, permitting and construction techniques that are key to a successful project. We have already prepared and implemented many of the requirements of this project in other locations, which makes us ready to “hit the ground running” and complete this design on an expedited schedule. CPH will serve as Design Consultant for this project and be responsible for design submittals and permitting. To bring additional value to Miami Shores Village, The Layne Team includes: GEOSOL (Geotechnical Services) Marlin Engineering (SUE), Tierra South Florida, Inc. (Soils, Foundations and Materials Testing), Brindley Pieters Associates (Structural & Management Support), Water Resources Technologies (Grinder System Supplier, Startup & Commissioning), V Engineering (Water Main), and Fountain Engineering (Low Pressure). INTEGRATED DESIGN APPROACH The Design-Build project delivery process provides unique advantages over the traditional design- bid-build process if the Design-Build Team is fully integrated throughout the project. When the Construction and Permitting Teams are fully engaged during the design, the design documents are far more constructible, permitable and economical. When this engagement is continued into the construction phase, construction issues are resolved quickly, and efficiently. Our design process provides this integrated team approach. Our Design Manager, Todd Hendrix, PE, CGC has extensive Design-Build experience. Todd will conduct design progress meetings at least monthly. These meetings will involve our Construction Manager, Permitting Manager, the Miami Shores Village Project Manager and the Owner’s Representative with the objective of resolving specific constructability and permitting issues and incorporating construction efficiencies into the design. The design for the “Central Business District Low Pressure Sewer System (LPSS) and Water Main Improvements” can be broken down into five major categories:  Water Main Improvements  Wastewater Flow-Basis of Design  Low Pressure Sewer System (LPSS)  Regional Sanitary Pumping Station  Sanitary Force Main 3.a SUMMARY NARRATIVE STEP 2: RDBS CENTRAL BUSINESS DISTRICT LOW PRESSURE SEWER SYSTEM (LPSS) & WATER MAIN IMPROVEMENTS Page | 3.a- 4 PERMITTING APPROACH Since permits can be on the critical path of construction project implementation, we propose to engage permit issuing agencies early in the application process to avoid incomplete permit application packages and to optimize permit review and approval time. We will be responsive and responsible and we can expect the same from the regulators. We anticipate the typical time to receive comments back from the permitting agencies to be 30 days. Please refer to the project schedule in Section 3.g Project Schedule Approach. ASSUMPTION OF PERMITTING RISK The Layne Team fully understands that we are responsible for making applicable permit applications and for taking required actions to obtain agency approvals necessary to perform and complete the Design-Build work. We understand that we are at risk for delays of issuance of permits except when issuance is unreasonably withheld after we have fully complied with application requirements and promptly responded to agency requests. Our permit specialists are experienced with the permits required for this project and we are comfortable that we can acquire permits as shown in the schedule at the end of Section 3.g Project Schedule Approach. MIAMI SHORES VILLAGE ASSISTANCE IN THE PERMITTING PROCESS The Layne permitting specialists recognize the benefit of and necessity for Miami Shores Village’s assistance in the permitting process. We will encourage the Village to participate in agency coordination meetings and we will seek your help to expedite the permit approval process. CONSTRUCTION EXECUTION APPROACH In this section of our proposal we discuss, in concept, our approach to completing the construction phase of the project safely (as discussed in the Safety and Health section of this Proposal), efficiently, cost effectively, in a timely manner and with the full engagement and cooperation of Miami Shores Village (the Village). CONFINED SPACES APPROACH The Layne Heavy Civil approach to the confined spaces will be addressed by excavating and transferring freshly excavated spoil piles to the stand by dump truck and rotate this process while we install the 12” watermain and run the service lines to the existing meter box location. In effect, this keeps an accessible and manageable worksite free of debris and excess spoils from the trench. Layne identifies and focuses special attention on specific construction activities that are inherently dangerous including; excavations, Confined Space Entry, Fall Protection and overhead power lines. During work activities under these conditions, our management demands the full attention of employees, supervisors and management teams, plus full conformance to applicable regulations and safety procedures detailed in the Site Specific Health & Safety Plan. We currently have over 300 instruments assigned and utilized each day for confined space entry. In addition, one of our safety specialists is certified by the manufacturer to perform periodic calibration and routine maintenance on all gas detectors. Layne also has a mobile confined space entry awareness module that can be transported to jobsites for on-site employee confined space training. 3.a SUMMARY NARRATIVE STEP 2: RDBS CENTRAL BUSINESS DISTRICT LOW PRESSURE SEWER SYSTEM (LPSS) & WATER MAIN IMPROVEMENTS Page | 3.a- 5 CONSTRUCTION SEQUENCING AND PHASING Layne developed initial concepts for construction sequencing as shown on the Project Schedule. This schedule demonstrates our understanding of project requirements and relationships between construction tasks. The Project Schedule also indicates our confidence that our team can complete the Design-Build work ahead of the allocated construction duration. The Project Schedule also details timeframes for each task including surveying, design, permitting, easement acquisition, reviews and approvals, construction, testing and commissioning. The proposed construction sequence aims to limit the disturbance and impact to the property owner. Layne intents to start with watermain and water services installation. The Low Pressure System (LPS), and grinder stations would follow the water main installation. This activity would be followed by the restoration as detailed in the project sequence referenced in Appendix A of the Design Criteria. The regional pump station and force main work would run concurrently with the water main and low pressure system installation. We feel this approach will provide the team and the Village more time to pursue and obtain the required easements. During the initial design phase will continue to review the project sequencing and phasing to best suit the Village’s needs and limit the disturbance to the community. APPROACH TO COMMISSIONING/ OPERATIONS/ AND CLOSEOUT OF THE LPSS AND PROVIDING WATER SERVIC E TO PROPERTIES STARTUP AND COMMISSIONING Layne will lead all start-up and commissioning activities for this project. Layne personnel and Village and Miami-Dade WASD O&M staff for the Lift Station will form the Start-up and perform all operational tasks prior to turnover. We have developed a standard approach to start-up and commissioning resulting from the execution of many successful facility start -up and commissioning events and will further tailor our approach to the needs of The Village for a successful start-up of the Regional Lift Station. Our approach to start-up and commissioning falls into three major categories: pre-commissioning, start-up, and commissioning. Layne will setup the development of system and turn-over packages. All certifications, reports, logs, test data, records, warranty information, and any other relative documentation regarding the equipment and system will be included in System Turn-over Packages. Approximately midway through the construction phase and in cooperation with the Village’s Engineer, Layne’s management professionals will develop system packages that identify and delineate stand-alone systems, which can be isolated for testing, flushing, disinfection, etc. These system packages form the basis from which all pre-commissioning of components and segments will be performed and documented. OPERATIONS AND CLOSE -OUT Our team will adhere to Miami-Dade WASD standards related to startup notifications and we will provide system descriptions, draft operating instructions, performance data, and other material required for startup and operation. We will prepare systems descriptions, draft operating procedures, and startup procedures in accordance with written procedures so qualified professionals control the format of the documents, QC reviews and approvals. 3.a SUMMARY NARRATIVE STEP 2: RDBS CENTRAL BUSINESS DISTRICT LOW PRESSURE SEWER SYSTEM (LPSS) & WATER MAIN IMPROVEMENTS Page | 3.a- 6 UTILITY COORDINATION The Layne Team will start the utility coordination in the early stages of design by requesting a design ticket from State One-Call of Florida. This ticket will provide the names and contact information for all the utility companies present within the project area. Letters will be sent to all the utility companies along with a set of preliminary plans. The utilities companies will respond providing copies of any as-built information present in the vicinity of the proposed work. This information will be incorporated into the design plans. Likewise, prior to start of construction, a construction ticket from State One-Call of Florida is requested. This ticket requires personnel to physically mark the utilities in the field. This information will be field verified by doing soft digs to confirm locations at critical locations. UTILITY CONVEYANCE APPROACH WITH MD-WASD Layne will secure agreement with the MD-WASD's New Business Office during the design stage and coordinate with the Plan Review Office. All material and installation will be in accordance with the MD-WASD's Design and Construction Standard Specifications and Details. Prior to start of the work, Layne will attend a Preconstruction Conference with MD-WASD and the Village. Layne will submit all shop drawings for MD-WASD review, and will secure inspections by MD-WASD personnel as required. The water main will be flushed, pressure tested and disinfected. Once the water main is certified by Miami-Dade County Health Department, Layne will supply "As-Builts" drawings to satisfy MD-WASD Requirements. Layne will secure final acceptance by the MD-WASD. MOT PLAN TRAFFIC CONTROL The Layne Team fully understands the critical concern with traffic control on all streets and with maintenance of traffic (MOT) on the arterial streets and FDOT routes in the project area. We will provide construction sequencing and Maintenance of Traffic Plans in our construction documents that meet FDOT requirements. Our Construction Quality Manager (CQM) will strictly enforce the MOT plans. Additionally, we will provide residential, business, school, and community meeting notices, to alert of construction activities. Our traffic control measures may include signage, traffic control devices such as cones and barriers, and fully trained flagmen. We will employ these measures to direct and control the speed of traffic into and through the construction zone at all times. In addition, we will maintain trenches with proper backfill or traffic plates to allow safe passage of vehicles and pedestrians. PROPOERTY ACCESS PAVEMENT RESTORATION Our experience shows that the most common citizen complaint during construction involves obstructed access to residences and businesses due to open trenches and pavement restoration. Although scheduling pavement restoration is not necessarily a design issue, our design and construction phasing plan will allow restoration as soon as systems are completed, inspected, tested and accepted. We will communicate our schedule to the stakeholders prior to beginning 3.a SUMMARY NARRATIVE STEP 2: RDBS CENTRAL BUSINESS DISTRICT LOW PRESSURE SEWER SYSTEM (LPSS) & WATER MAIN IMPROVEMENTS Page | 3.a- 7 construction and update the schedule continuously until the system is completed and the pavement is restored. We understand that final paving overlays are not scheduled until all new water mains and services are completed, tested and accepted. Layne will maintain the disturbed pavement areas with trench patching until we can mill and overlay the entire project. The patching will be the required quality and will allow safe traffic access for residents and visitors. LAYOUTS OF WORK ZONES AND STAGING AREA To prevent cross traffic from our heavy construction equipment across NE 2 nd Ave we propose two staging areas on the West and East sides of NE 2nd Ave. This will be accomplished by our Westside staging yard being at the Proposed Submersible Sewage Pump Station located along NE 97th St. just west of NE 2nd Ave. Our second proposed Eastside staging area will be located at approximately 200 LF east of NE 2nd Ave on the Southside of NE 97th St., where there is currently a vacant lot. This is contingent on executing a lease agreement with owner. QA/QC CONSTRUCTION QA/QC As required by Layne policy, the Construction Team will develop a project -specific QA/QC Plan for the LPSS and Water Mains Improvements project. Our Construction QA/QC Manager is responsible for finalizing the QA/QC Plan and for overseeing Plan implementat ion. He will work in close coordination with the Safety Coordinator, who will develop and implement the Site Specific Health & Safety Plan. EMERGENCY ACTION AND RECOVERY Layne plans for and trains our employees for emergency action and recovery. This topic is covered in detail in Section 10 of our Site Health & Safety Plan. We will tailor the Miami Shores Village Central Business District LPSS and Water Main Improvements Plan to the location of this project and the type of construction we are performing. CHANGE MANAGEMENT Layne defines Change Management as the process that documents all changes to the Contract in accordance with project and the Village policies, the RDBS, and legal proceedings. Changes may include Change Orders or claims resulting from the design or construction phases of the Contract. In general, the process includes: Issue Initiation, Change Management, and Change Order execution. Change Management may include a Request for Information (RFI) process, Request for Change (RFC) process, Value Engineering Change Proposals (VECPs), or other processes defined for the Design-Build project. COST AND SCHEDULE MANAGEMENT We have prepared a preliminary CPM project schedule in Primavera Project Planner version 6. We will update and revise this schedule during contract negotiations and monthly during project implementation. The preliminary schedule indicates that Layne will complete the Design-Build phase of the contract before the required deadline. Layne will implement the Project Cost Control System to manage project cost for each phase of the contract. The system consists of cost estimating, cash flow, and cost monitoring. 3.a SUMMARY NARRATIVE STEP 2: RDBS CENTRAL BUSINESS DISTRICT LOW PRESSURE SEWER SYSTEM (LPSS) & WATER MAIN IMPROVEMENTS Page | 3.a- 8 PROCUREMENT PLAN Layne will purchase all materials and equipment installed during the construction phase of the Project. Layne will follow its procurement policy which includes specific review and approvals of purchase orders. The Construction Project Managers are responsible for the accuracy of shop drawings, submittals and purchase orders, checking the accuracy of the delivered products, storage and security and managing the procurement documents. PROJECT MANAGEMENT INFORMATION SYSTEM Layne uses Prolog® Manager project management software which is a Windows based application to capture, manage, and report project information. It has features to facilitate collaboration, purchasing management, cost control, schedule control, document control and field administration. The Layne Team will use Microsoft SharePoint® as the platform for sharing access to design and construction documents. The entire Layne team and the Village representatives will have real time access to all shared project documents as appropriate for adequate security. This web-based application provides seamless access to correspondence, specifications, pay estimates, change orders, drawings and project photographs. Our field personnel also utilize tablets to communicate with the office, and to receive emails, access construction specs, plans, submittals, and RFI’s. ENVIRONMENTAL QUALITY MANAGEMENT APPROACH APPROACH TO MINIMIZE COMMUNITY IMPACTS NIGHT TEMPORARY ILLUMINATION Layne understands the nuisance nighttime illumination of construction areas can cause for residents. Although we do not anticipate any after-hours work, we will work to minimize the need for bright lights after dark. In situations where this might be required in order to maintain schedule milestones, we will make every attempt to avoid pointing the lights directly towards residences. DUST CONTROL The generation of dust in the air from wind, construction, and vehicles creates health, nuisance, and safety issues due to reduced visibility. It can be a health issue for infants and the elderly who are exposed to high concentrations of particulates in the air for extended periods. Layne recognizes the dangers associated with dust and will take appropriate measures to control dust by providing water trucks, street sweepers, and site sprayer to keep construction areas sufficiently moist so particles do not become airborne. NOISE/VIBRATIONS We have learned that the best way to minimize complaints from the public is to confine construction activity to only those areas necessary to meet the schedule. This also allows us to focus on construction quality instead of cleaning and re-cleaning large work areas. Layne works hard to minimize the need of after business hours construction activities, and to complete noisy construction activities around homes and business as quickly and efficiently as possible. Additionally, we will service our construction equipment to minimize noise or vibrations. 3.a SUMMARY NARRATIVE STEP 2: RDBS CENTRAL BUSINESS DISTRICT LOW PRESSURE SEWER SYSTEM (LPSS) & WATER MAIN IMPROVEMENTS Page | 3.a- 9 APPROACH TO CORRECTING SETTLEMENT OR DAMAGE FROM CONSTRUCTION PROJECT SITE SAFETY Ensuring that no harm is caused to individuals, the community, the environment, or client property and resources, for each of the projects is our primary goal. Global recognition of our Team’s Health & Safety culture demonstrates our commitment. We have reviewed your requirements for Safety, and generally consider that they reflect our own stringent safety requirements for work of this kind. Our specifically designed safety program will meet and exceed your safety requirements. Our project-specific Safety Manual will act as the foundation for the safety program. All Team and subcontractor personnel on site will be made fully aware of its requirements, both through a comprehensive induction program and through daily safety briefings and toolbox talks. Because conditions and risks constantly change, our team is trained to always be aware of potential and stated risks. Likewise, our Health & Safety Representative and the execution team will vigilantly inspect, check and review potential hazards on the site. The use of Job Hazard Analysis for all tasks will be fully adopted and will be shared with the resources completing the work, so they understand the potential hazards involved and measures to be taken to mitigate the risk. Ensuring that no harm is caused to individuals, the community, the environment, or client property and resources, for each of the projects is our primary goal. PUBLIC INFORMATION Our team’s approach to public involvement is unmatched in the industry. We actively engage stakeholders during Preliminary Design, and provide updates and seek stakeholder input throughout the Design Phase of the work. Open communication helps avoid schedule delays and complaints. The Layne Team includes in-house public information professionals, who will organize, develop, and implement an effective Public Outreach Program during the Pre-Construction and Construction Phases. Our Team will implement public awareness practices that include regular neighborhood pre-design and pre-construction meetings, mailers, door hangers, and regular face-to-face customer contact. Our multi-lingual site managers are trained to interface with the public and they will quickly address customer complaints, suggestions, and requests. MITIGATION AND/OR DISPOSAL OF CONTAMINATED SOIL PROCESS TO AVOID SPILLS OF ANY CONTAMINANTS BROUGHT ON TO THE PROJECT We do not foresee bringing in any contaminants onto the jobsite(s). Only equipment fuel will be transported daily in approved vendor supply trucks for our equipment. However, in the event it becomes necessary: 1. Any incident of over exposure or a spill of a hazardous chemical/substance shall be reported at once. 2. The Superintendent shall be responsible for proper emergency response actions. 3.a SUMMARY NARRATIVE STEP 2: RDBS CENTRAL BUSINESS DISTRICT LOW PRESSURE SEWER SYSTEM (LPSS) & WATER MAIN IMPROVEMENTS Page | 3.a- 10 SAFETY AND HEALTH APPROACH Health and safety are principal considerations on any Layne project. Our goal is to provide the safest work conditions for our crews, our subcontractors, visitors, and the public. Our Safety Representative, Eddie Medina, will provide construction safety input into the project’s design from the preliminary design meetings to final design documents. He will also review the 60% documents for conformance to Layne’s safety performance criteria and our Site Specific Health & Safety Plan. OUR COMMITMENT We are proud of the commitment to safety exhibited by Layne employees at all levels of our operations. Our management team places a major emphasis on accident prevention through continuous training and regular site safety meetings. Layne understands that production, quality and safety are equally important to t he success of any project. Therefore, our Site Superintendents are responsible for conformance with the Site Specific Health & Safety Plan, and each employee has the authority to stop work if he identifies a hazardous condition. This approach creates an atmosphere that is open to identify and communicate hazards so they can be controlled or eliminated. For our EMR rate, please refer to Section 3.e of this Proposal. OVERALL SAFETY PROGRAM Layne maintains a written safety program that identifies protocols and expectations for our supervisors and employees. We use this program as a principal tool of the trade and a common reference guide, not just for compliance, but for safe/best safety practices. OPERATIONS AND MAINTENANCE APPROACH Layne will coordinate, manage, and conduct all required O&M training with the intent of providing a comprehensive understanding of operation and maintenance, functionality, and process variables for process components. In addition to utilizing equipment manufacturer representatives for training, we will draw from our firm’s deep base of operations and maintenance experience and provide a dedicated trainer to support training of Village personnel. Layne and equipment vendor representatives will provide training with a focus on key tasks. PROJECT CLOSE -OUT In order to transfer care, custody and control of equipment and systems installed by the construction contractor(s), the following pre-start-up procedures, at a minimum, will take place prior to the Final Acceptance of Work for each scoped system, as appropriate and applicable: required testing, flushing, and disinfecting of appropriate systems have been performed, witnessed and accepted, and documented; required lubrication has been installed, verified, and documented; electrical equipment has been tested; wiring and termination checks have been performed and documented; instrumentation has been bench checked, calibrated by qualified technicians and documented for each instrument; maintenance and storage documentation has been verified; preliminary checks, pre-commissioning activities and QA/QC checklists on equipment have been performed and documented, this includes required inspections by vendor’s representatives, Building Department Permit Inspectors, etc.; alignments have been performed, witnessed and documented; construction equipment and materials (i.e. chain blocks, temporary pipe hangers, etc.) and all debris have been removed from the system area; Lock-out/Tag-out procedures and implementation is in effect, allowing for a safe condition to exist for the system to be accepted with 3.a SUMMARY NARRATIVE STEP 2: RDBS CENTRAL BUSINESS DISTRICT LOW PRESSURE SEWER SYSTEM (LPSS) & WATER MAIN IMPROVEMENTS Page | 3.a- 11 no danger to craftsmen or operators performing work on incomplete systems; accurate “red -lined as-built drawings” have been distributed with the system turnover package. SYSTEM ACCESS FOR MIAMI SHORES VILLAGE AND MIAMI-DADE WASD Final system and facility will comply with Miami-Dade WASD Standards and Specifications and meet the objectives of the Design-Build Criteria. The submersible pump station will have hatches designed for an H-20 live load and sized according to pump manufacturer's recommendations. At the pump station, Layne proposes a 25-foot long by 12-foot wide paved driveway, which will provide access to clean, maintain and inspect all structures, wet well, dry well, valve pit, emergency generator and fuel tank. The low pressure grinder stations will be strategically located to facilitate access and maintenance by Village staff. PROJECT SCHEDULE APPROACH The Layne Team is committed to meeting the implementation deadline including design, construction activities, commissioning and conversion of services milestones. At the end of Section 3.g, we include a Master Project Schedule. Due to the complexity of the project and the interdependency of the task items, we used Primavera Project Planner version 6 to create the Master Project Schedule which is a Critical Path Method (CPM) schedule which establishes the sequence and duration of task items. Layne will maintain and update the Master Project Schedule in the Project Management Program throughout the duration of the project. The Schedule will include each major phase of the Design- Build process, such as engineering, procurement, construction, service conversions, and start- up/commissioning with associated activities and milestones. At internal Layne Team meetings we will review project progress against critical path milestones, coordinate tasks with discipline interdependency, and stress the importance of being timely. RESOURCE LOADING Layne developed the Project Schedule and our Bid Proposal utilizing our comprehensive knowledge and years of experience in building these types of projects. We are confident that we have planned accurately to provide adequate design capacity, permitting timeframes and resources, construction equipment and labor, procurement lead times, private property work and commissioning activities. We plan using at least two (2) construction crews to execute this project. The construction firms are providing multiple installation crews, restoration crews, service installers, and material management staff to meet the schedule. The Layne Team has the manpower and equipment to meet your rigorous schedule and budget constraints and to deliver a successful Design-Build project. 3.B DESIGN AND PERMITTING APPROACH STEP 2: RDBS CENTRAL BUSINESS DISTRICT LOW PRESSURE SEWER SYSTEM (LPSS) & WATER MAIN IMPROVEMENTS DESIGN AND PERMITTING APPROACH 3.b DESIGN AND PERMITTING APPROACH STEP 2: RDBS CENTRAL BUSINESS DISTRICT LOW PRESSURE SEWER SYSTEM (LPSS) & WATER MAIN IMPROVEMENTS Page | 3.b- 1 DESIGN APPROACH The Layne Heavy Civil, Inc. Design-Build Team fully understands the requirements and special issues related to the design of the Central Business District Low Pressure Sewer System and Water Main Improvements project. The direct experience Layne and many of our teaming partners have on other design and construction projects in Florida, including Key Largo, Islamorada, and Monroe County, give us a unique insight and knowledge of design, permitting and construction techniques that are key to a successful project. We have already prepared and implemented many of the requirements of this project in other locations, which makes us ready to “hit the ground running” and complete this design on an expedited schedule. The Layne Design Team consists of CPH, a well-known, experienced, and talented consulting firm located in South Florida. We selected this design partner because of their experience designing similar systems in South Florida, their direct experience and familiarity with this project, and our experience working together on other assignments. Collectively they have the expertise and resources available to complete the project designs according to our project schedule and with the level of quality we expect and you require. CPH will serve as Design Consultant for this project and be responsible for design submittals and permitting. To bring additional value to Miami Shores Village, The Layne Team includes:GEOSOL (Geotechnical Services) Marlin Engineering (SUE), Tierra South Florida, Inc. (Soils, Foundations and Materials Testing), Brindley Pieters Associates (Structural & Management Support), Water ReSource Technologies (Grinder System Supplier/ Startup), V Engineering (Water Main), Fountain Engineering (Low Pressure). INTEGRATED DESIGN APPROACH The Design-Build project delivery process provides unique advantages over the traditional design- bid-build process if the Design-Build Team is fully integrated throughout the project. When the Construction and Permitting Teams are fully engaged during the design, the design documents are far more constructible, permitable and economical. When this engagement is continued into the construction phase, construction issues are resolved quickly, and efficiently. Our design process provides this integrated team approach. Our Design Manager, Todd Hendrix, PE, CGC has extensive Design-Build experience. Todd will conduct design progress meetings at least monthly. These meetings will involve our Construction Manager, Permitting Manager, the Miami-Shores Village Project Manager and the Program Manager with the objective of resolving specific constructability and permitting issues and incorporating construction efficiencies into the design. The meeting will serve also as a time to review the objectives of the RDBS and Technical Specifications and verify that the design deliverables meet those objectives. Mr. Hendrix will keep and distribute meeting minutes, including action items and monitor these actions until they are successfully completed. In addition to regular progress meetings, Mr. Hendrix will meet regularly with the Design Team before completing the 60% design development to maintain the close coordination and the level of document detail consistent with the requirements of both the Construction Team and Permitting Agencies. These meetings are important to capture the cost and schedule advantages of Desig n- Build Project Delivery and will include the Design Leads and the discipline leads when required. 3.b DESIGN AND PERMITTING APPROACH STEP 2: RDBS CENTRAL BUSINESS DISTRICT LOW PRESSURE SEWER SYSTEM (LPSS) & WATER MAIN IMPROVEMENTS Page | 3.b- 2 Per the Request for Design Build Services (RDBS) document, Criteria 2B, we are addressing the items requested. Item 1. Describe a typical plan for the proposed system components including the Sanitary Force Main, Sanitary Pump Station, Water Main Improvements, and LPSS Components including grinder stations and low pressure force main system. The design for the “Central Business District Low Pressure Sewer System (LPSS) and Water Main Improvements” can be broken down into five major categories:  Water Main Improvements  Wastewater Flow-Basis of Design  Low Pressure Sewer System (LPSS)  Regional Sanitary Pumping Station  Sanitary Force Main We understand that as a condition of these improvements Miami Shores Village has entered into an “Agreement for Water and Sanitary Sewer Facilities” with Miami-Dade County. Accordingly, the proposed improvements will be required to meet the minimum design standards of the Miami-Dade Water And Sewer Department (MD-WASD). W ATER M AIN IMPROVEMENTS : Water Main improvements as identified within the agreement consist of replacing the existing water mains within the eastern and western alley ways along NE 2nd Avenue from NE 94th Street to NE 101st Street with a new 12” water main that will connect to other existing 12” water mains within the area. These improvements will complete the service loop of a 12” water main within the commercial district and will eliminate/minimize existing “dead end” water mains within the alley ways as much as possible. The existing service meters and associated valves, boxes, etc. within the business corridor will remain in place and be connected to the new 12” water main. Accordingly sizing of the system and associated hydraulic calculations will not be required. Design drawings will consist of general routing of the proposed 12” water main and associated installation details, details for interconnecting with the existing 12” water mains in the area, and identifying and detailing the interconnection of existing services within the business district. Design and permitting of this portion of the work will be the first priority in the overall design for the project. Early design and permitting will enable our team to install the water main improvements in advance of the proposed LPSS system. Given the limited work zone within the 15’ wide alley ways as well as identification of existing utilities within the area, as provided within the proposal documents, this work is anticipated to be performed by the “open cut” method of installation. This method of installation will provide our design team a confirmation and exact location of existing utilities within the construction corridor. This data will help facilitate the concept of Horizontal Directional Drilling for installation of the LPSS during the next phase of construction. Phasing the installation of the water main improvements in advance of the LPSS will also provide additional time that may be required to acquire/obtain the necessary easements for the installation of the individual pumping stations. W ASTEWATER FLOW – B ASIS OF DESIGN: In order to provide the data required of the LPSS, RPS and Sanitary Force Main portions of the design a wastewater flow as a basis of design must be determined. The request for proposal 3.b DESIGN AND PERMITTING APPROACH STEP 2: RDBS CENTRAL BUSINESS DISTRICT LOW PRESSURE SEWER SYSTEM (LPSS) & WATER MAIN IMPROVEMENTS Page | 3.b- 3 documents included information pertaining to the 26 commercial properties that are to be services with the new LPSS. This information included flow calculations based on the existing use classification of each commercial property as well as proposed flow calculations based on future (worst case) use classifications. Our team has done a review of this information and we believe there are some opportunities to make changes to the classifications to design and construct a more efficient system.  Approximately half of the commercial properties have been reclassified from “Mixed Use” or “Office” to “Restaurant” including some properties as large as 20,000 SF in area. Full service restaurants generally seat no more than 150-200 people at a time and occupy a space between 5,000 to 6,000 SF. Allocation of future use should consider these factors so as not to over estimate and consequently over design/build the proposed infrastructure.  The request for proposal documents included specifications and information that can generally be attributed to an E/One style LPSS. E/One only manufactures one type and size of sewage grinder pump for use in their pre-manufactured pumping stations. The general specifications included within the request for proposal documents indicate that the pumping stations should contain a minimum of two (2) pumps with the assumption that additional pumps must be added to facilitate flow conditions at a given service connection. Our Teams experience and expertise in LPSS provide us with an understanding of the economic benefits and limitations associated with these systems. Physical size and financial constraints applicable to this site and project would generally restrict the use of an E/One style pumping station to three (3) pumps. An E/One style pumping station with three (3) pumps (2 in service and 1 as a stand-by per FDEP requirements has a maximum pumping capacity of approximately 22 GPM depending on the total dynamic head pressure within the system. This size station does not have the capacity to meet the flow demands of nine (9) of the reclassified commercial properties when using only one (1) pumping station per property.  The preliminary MD-WASD proposed specification for LPSS indicates that the pumping stations should be limited to a maximum of two (2) pumps (1 in service and 1 in stand-by per FDEP requirements). In order to meet this requirement as well as meet the higher flow demands of the larger reclassified commercial properties pre-manufactured pumping station with pumps manufactured by Flygt or an equal meeting the requirements of MD- WASD, would need to be used. These pumping stations could be used in conjunction with E/One pumping stations used for lower flow connections in order to meet the overall future flow requirements as expressed in the request for proposal documents. The design build team will work with Miami Shores Village to find a solution that meets the Village’s desire for a single source vendor of pumping station equipment in as much as possible.  Financial impacts are expressed in the overall connection charges required by MD-WASD in order to reserve treatment capacity within their wastewater system. The current connection charge rate is $5.60 per gallon of estimated wastewater flow. A restaurant classification is calculated to have a flow rate equal to 1 gallon per adjusted square foot of commercial property building area. Using a “Mixed Use” classification as a comparison, with a calculated flow rate of 0.15 gallons per adjusted square foot of commercial property building area will have a connection charge rate that is only 15% of the “Restaurant” connection charge rate resulting is substantial savings to the property owner. Accordingly future use estimates should be based on realistic growth modeling rather than assumed conditions that may prove to be excessive. 3.b DESIGN AND PERMITTING APPROACH STEP 2: RDBS CENTRAL BUSINESS DISTRICT LOW PRESSURE SEWER SYSTEM (LPSS) & WATER MAIN IMPROVEMENTS Page | 3.b- 4  Over estimating the future flow rate will not only have an impact on the connection charge but will also have an impact on capital expenditure for design and construction of the LPSS. The preliminary base bid design reflects meeting the requirements for future flow as indicated within the request for proposal documents. Please reference to the attached spreadsheet for specifics associated with flow calculations used within the base bid proposal. An alternate price has been provided within the overall technical and pricing proposal package. LOW P RESSURE S EWER SYSTEM : Based on the project future flows from the twenty-six (26) identified commercial properties a preliminary basis of design flow spreadsheet has been compiled and is attached for your consideration and review. Assuming a “worst case” scenario as indicated within the request for proposal documents pre-manufactured pumping stations have been selected in order to facilitate the projected flows from each of the 26 individual commercial properties. The following pre- manufactured pump stations, size, type and manufacturer have been selected in order to meet the flow demands as indicated in the attached preliminary flow spread sheet. The spreadsheet indicates which of the following pumping stations has been selected for each commercial connection.  E/One type duplex pumping station with a 36” diameter wetwell. A general arrangement drawing of this pumping station is included in the proposed preliminary design drawings.  E/One type triplex pumping station with a 48” diameter wetwell. A general arrangement drawing of this pumping station is included in the proposed preliminary design drawings.  Flygt duplex pumping station with a 36” diameter wetwell. A general arrangement drawing of this pumping station is included in the proposed preliminary design drawings. Preliminary design / sizing of the associated low pressure force main has been based on statistical assumptions for a maximum number of pumping stations operating at any given time within each of the four (4) branch mains as well as the combined mains conveying wastewater to the RPS. Low pressure force main sizing has been determined in order to maintain a minimum scouring velocity of 2 fps at the anticipated flow rates within a given portion of the conveyance main. Sizing of the low pressure force main is indicated on the preliminary design drawings. Service connection details, clean outs, air/vacuum release valves and flushing connections follow the design criteria as indicated in the MD-WASD preliminary specifications and are included in the preliminary drawings. Installation of the LPSS force mains will be accomplished using the horizontal directional drilling (HDD) method of construction, where feasible, followed by location specific mechanical excavation techniques for the installation of the individual pumping stations and associated interconnection to the LP force main. Having cleared the path of potential conflicts and confirming the location of existing buried utilities during the installation of the water mains will facilitate an e xpeditious installation of the LP force mains. The use of HDD for the LP force main installation will also minimize secondary collateral damage to the existing alley way surface restoring access in an expeditious manner. Design and permitting of this portion of the work will be conducted currently with all other design elements for the project. The installation of the proposed individual pumping stations will be constructed on private property requiring easements while the conveyance LP force main will be constructed within the public right-of -way. Permitting and subsequent construction could be impacted by the ability to acquire easements in a timely manner. Should significant delays in obtaining easements be encountered that could result in design/construction delays beyond the 3.b DESIGN AND PERMITTING APPROACH STEP 2: RDBS CENTRAL BUSINESS DISTRICT LOW PRESSURE SEWER SYSTEM (LPSS) & WATER MAIN IMPROVEMENTS Page | 3.b- 5 control of the DB Team then consideration will be given at that time to separating the permitting of the LP conveyance force main and the individual pumping stations. General arrangement drawings for electrical service and control panels have been provided as a basis of design for the proposal. Electrical service is to be provided by the individual property owner. The electrical distribution system and associated control panel will be pedestal mounted as a basis of design for proposal purposes. Some locations, with the concurrence of the property owner, may facilitate wall mounting of this equipment on an adjacent wall with the understanding that appropriate property access and easements are in place and that the cost of the alternate installation does not exceed the original cost of installation. SCADA / telemetry systems are not included within the low pressure pumping station design. REGIONAL S ANITARY P UMPING STATION: In accordance with the agreement between Miami Shores Village and MD-WASD a regional sanitary pumping station will be constructed in order to receive and convey wastewater flows from the proposed LPSS. The capacity of the station will be determined by the peak flow conditions of the LPSS with consideration for minimum storage capacity and associated pumping rates and frequency to meet the requirements of MD-WASD and the pump manufacturer in order to optimize the performance and long term operational capacity of the system. In addition to pumping capacity the pumps will be selected in order to overcome the system hydraulics expressed in terms of total dynamic head representing hydraulic losses through the pump station, elevation considerations, conveyance piping and the peak pressure at the point of connection to the existing main. In accordance with the requirements of both the agreement and the conditions as set forth by MD - WASD standards the pumping rate of the station will require the installation of a permanent stand- by electrical generator and associated fuel storage and ancillary equipment. The peak flow conditions in combination with the requirements of MD-WASD will determine the final basis of design for sizing the pumping station. Should actual future flow conditions vary up or down from the basis of design float positioning can be changed in order to facilitate optimum operational parameters as may be indicated by the pump manufacturer to include minimum / maximum pump times and cycles per hour. Preliminary design drawings for the regional pumping station have been included with the proposal documents. Conveyance of the property allocated for the regional pumping station by Miami Shores Village to Miami-Dade in accordance with the agreement will be critical to completing the permitting process for this portion of the work. Consideration will be given to separate the permitting of the RPS from the Sanitary Force Main in order to expedite other portions of the project. S ANITARY F ORCE MAIN : The sanitary force main is to convey wastewater from the new regional pumping station to a point of interconnection with the MD-WASD existing sanitary force main located at the intersection of NW 97th Avenue and NW 3rd Avenue. Design sizing of the sanitary force main will be determined by maintaining a minimum scouring velocity of 2 fps in consideration of the system hydraulics expressed in terms of total dynamic head representing hydraulic losses through the pump station, elevation considerations, conveyance piping and the peak pressure at the point of connection to the existing main. In compliance with MD-WASD standards and the requirements of the request for proposal the material of construction will be Ductile Iron Pipe and the method of construction will be open cut. While the materials selection has been the standard for MD-WASD along with an open cut method of installation consideration should be given to the use of HDPE Pipe installed using the horizontal directional drilling method. These materials and methods of construction are far more prevalent than in prior generations and are becoming more the standard rather than the exception for smaller diameter piping being installed within congested areas. HDPE will increase overall 3.b DESIGN AND PERMITTING APPROACH STEP 2: RDBS CENTRAL BUSINESS DISTRICT LOW PRESSURE SEWER SYSTEM (LPSS) & WATER MAIN IMPROVEMENTS Page | 3.b- 6 productivity by eliminating the majority of restoration work associated with conventional cut methods of construction. An alternate cost proposal for horizontal directional drilling using HDPE piping has been provide within the appropriate section of the response for your consideration. Item 2. Describe project sequence and phasing approach as well as the approach to addressing confined spaces of the project site. The Teams approach to sequencing and phasing of the project is to divide the design, permitting and subsequent construction into multiple tasks, then schedule task completion dependent on a set of established criteria thereby enabling the project to begin and complete construction in a logical expeditious manner. These tasks generally consist of the following:  Water Main Improvements  Low Pressure Force Main  Low Pressure Pumping Stations  Regional Sanitary Sewer Pumping Station  Sanitary Sewer Force Main Each task will be assessed based on the following criteria:  Time required to complete technical data gathering in support of design  Time required to complete the design for permitting and subsequent construction documents  Time required to acquire easements or conveyance of property  Time required for acquisition of construction materials and equipment  Time required for completion of construction activities  Assessment of construction means and methods based on site constraints Using the criteria above as a general guide line a schedule has been developed assigning time lines for the completion of each task / phase of the project. The schedule will be finalized with review meeting with the Village. We would anticipate an ability to expedite some portions of the work such as the water main improvements, while this will provide us with a critical cross check of subsurface conditions and assist in avoiding potential unf oreseen conflicts, you don’t want to begin construction too far in advance of subsequently scheduled work as this may result in disruptive site conditions for an unacceptable extended period of time. Based on a design requirement time line it is anticipated that the water main improvements will be early in the schedule, followed by the regional sanitary sewer pumping station and sanitary sewer force main with the LPSS components being last. Item 3. Describe Utility coordination, including anticipated utility or structure relocations, if required. An initial review of the request for proposal documents has provided general information relative to the approximate location of exiting water mains, communication lines and electrical services within the proposed construction areas. Only a portion of the identified existing utilities have been confirmed via soft digs, specifically some of the communications cable & conduits. The general survey of the area provided within the request for proposal documents confirms the presence of existing water services via valve boxes and water meters. The survey also indicates the presence of several unidentified structures within the alley ways as well as some general information relative 3.b DESIGN AND PERMITTING APPROACH STEP 2: RDBS CENTRAL BUSINESS DISTRICT LOW PRESSURE SEWER SYSTEM (LPSS) & WATER MAIN IMPROVEMENTS Page | 3.b- 7 to the presence of existing storm water systems. Sufficient information has been provided to gage the general magnitude of the proposed work. However, developing a follow up dialogue between the Design/Build Team and the existing utility providers in the area is anticipated relative to p re- design data gathering to insure that all possible condition relative to the proposed construction have been conveyed. In addition no information has been provided relative to existing utilities within the area of the proposed regional sanitary sewer pumping station other than those contained within the adjacent ROW. A Coordination meeting with Miami Shores Village, Property Owners and the Design Build Team is anticipated in order to convey not only a general understanding of the proposed project but a lso to advise the property owners of specific information that will be required in order to properly coordinate their individual service locations for the wastewater, water and electrical connection associated with the project. These coordinated specific design elements will be documented using Team developed data sheets that will convey the location and understanding of the proposed utility connections for each individual property. These data information sheets will serve as a basis of design for the final connections to the property and provide the ground work for the legal documentation associated with required easements. Identifying and collecting supplemental information required for design routing of the proposed utilities and coordination of final tie-ins and system interconnections will minimize conflicts and optimize construction efforts. Item 4. Describe planned supplementary geotechnical investigations, or environmental/ contamination/ survey/ assessments by the proposer to support or validate the proposers’ design approach, if any. Preliminary site investigation information provided within the request for proposal documents while sufficient for conveying the general intent and magnitude of the proposed work, they are not entirely sufficient to provide the level of detailed information required of the final design. Supplemental site investigation is anticipated for the following:  Subsurface soils investigation along the proposed utility corridors as well as the proposed regional sanitary sewer pumping station.  Archive research and supplemental soils investigation as may be necessary regarding soil conditions within the area of the existing automotive service station.  Soft Digs to determine the exact location of existing utilities in the areas associated with water main and sanitary sewer force main interconnects.  Soft Digs to determine the exact location of additional existing utilities deemed to be in potential conflict with the proposed utility improvements.  Supplemental survey along the proposed routing of the utility improvement.  Survey of the proposed property for the location of the regional sanitary sewer pumping station to include descriptions and final survey required for conveyance or the property to MD-WASD per the utility services agreement. At the discretion of the Design Build Team a three dimensional survey of the proposed utility corridors may be conducted in order to provide supplemental survey information as well as pre- construction existing condition documentation. 3.b DESIGN AND PERMITTING APPROACH STEP 2: RDBS CENTRAL BUSINESS DISTRICT LOW PRESSURE SEWER SYSTEM (LPSS) & WATER MAIN IMPROVEMENTS Page | 3.b- 8 Item 4. Identify required design and construction permits and explain your planned approach to obtain such permits to meet the project schedule. PERMITTING APPROACH Since permits can be on the critical path of construction project implementation, we propose to engage permit issuing agencies early in the application process to avoid incomplete permit application packages and to optimize permit review and approval time. We will be responsive and responsible and we can expect the same from the regulators. We anticipate the typical time to receive comments back from the permitting agencies to be 30 days. Please refer to the project schedule in Section 3.g Project Schedule Approach. The Team’s approach to permitting is to divide the project into multiple tasks that will be permitted individually in order to expedite those tasks / phases that require less time to develop designs required for permitting, thereby enabling the project to proceed in the most expeditious manner possible. At initiation of the project permit coordination meetings will be scheduled with each of the major permitting agency’s in order to review the permitting approach and obtain agency concurrence with this approach. All tasks / phases of the project will require the same level of permitting. The permitting agency’s identified for Phase 1, Water Main and the respective permitting time lines are listed below in Table b-1. Table b-1 Phase 1 – Water Main Permitting Timeline PHASE 1- WATER MAIN PERMITTING TIMELINE MD-WASD Plans Approval 6 Months MD-DOH and ERM Water Extension 2 Months Miami Shores Village – Building Permit 3 Months MD Public Works – ROW 1 Month RER – Tree Removal / Relocation 2 Months LPSS: Additional phasing of the LPSS work will be discussed with the respective permitting agency in order to facilitate a secondary plan for scheduling should easement acquisition begin to delay the completion of design and permitting documents. This would enable moving forward with permitting and construction of the LP Force Main in advance of the individual pumping stations allowing additional time for easement acquisition. Below in Table b-2 we list the timelines of each area of work for Phase II. 3.b DESIGN AND PERMITTING APPROACH STEP 2: RDBS CENTRAL BUSINESS DISTRICT LOW PRESSURE SEWER SYSTEM (LPSS) & WATER MAIN IMPROVEMENTS Page | 3.b- 9 Table b-2 Phase 2 – LPSS, RPS, Sanitary FM Permitting Timeline Permitting will begin with MD-WASD Plans Approval for all tasks, additional permitting requirements will run currently with some interdependency on pre-approval from MD-WASD. All permitting for each individual task is estimated to take no more than 6 months from the initial permit submission. The submittal processes for the primary permitting agencies are as follows: MIAMI -DADE HEALTH DEPARTMENT PERMIT 1. The Permitting Manager will schedule a meeting with the Department of Health prior to completing and submitting the application package. He will review the package with the agency for completeness, accuracy, and compliance with agency requirements. 2. We will provide Miami-Dade WASD a minimum of 10-days advance notification of the coordination meeting. PHASE 2- LPSS, RPS, Sanitary FM PERMITTING TIMELINES LPSS MD-WASD Plans Approval 6 Months FDEP Sewer Extension 2 Months RER – Sewer Allocation 1 Month Miami Shores Village – Building Permit 3 Months MD Public Works – ROW 1 Month FDOT Utility Permit 2 Months RER – Tree Removal/Relocation 2 Months REGIONAL SANITARY SEWER PUMPING STATION MD-WASD Plans Approval 6 Months FDEP Sewer Extension 2 Months RER-Sewer Allocation 1 Month Miami Shores Village – Building Permit 3 Months MD Fire Department – Plans Review 1 Month SFWMD – ERP (Self Certification) 1 Month MD Public Works – ROW 1 Month RER – Tree Removal/Relocation 2 Months REGIONAL SANITARY SEWER FORCE MAIN MD WASD Plans Approval 6 months FDEP Sewer Extension 2 Months RER Sewer Allocation 1 Month Miami Shores Village- Builidng Permit 3 Months MD Public Works ROW 1 Month FDOT Utility Permit 2 Months RER Tree Removal/ Relocation 2 Months 3.b DESIGN AND PERMITTING APPROACH STEP 2: RDBS CENTRAL BUSINESS DISTRICT LOW PRESSURE SEWER SYSTEM (LPSS) & WATER MAIN IMPROVEMENTS Page | 3.b- 10 3. We will submit one (1) original copy of the application, one (1) signed and sealed set of final design drawings, and the applicable permit fee to Mr. Paul Andre, P.E. 4. Upon completion of construction and prior to placing the system(s) into operation, we will complete the water main certification package and submit it to Mr. Andre for approval. This submittal includes one (1) original copy of the FDEP construction completion application, one (1) copy of passing Drinking Water Bacteriological Analyses, one (1) signed and sealed set of as-built drawings, and one (1) copy of Water Main Pressure Test Report. MIAMI -DADE E NVIRONMENTAL RESOURCES M ANAGEMENT 1. The Permitting Manager will schedule a meeting with DERM prior to completing and submitting the application package. He will review the package with the agency for completeness, accuracy, and compliance with agency requirements. 2. We will provide Miami-Dade WASD a minimum of 10-days advance notification of the coordination meeting. 3. We will submit one (1) original copy of the application, one (1) signed and sealed set of final design drawings, and the applicable permit fee to Enrique Cuellar. 4. Upon completion of construction and prior to placing the system(s) into operation, we will complete the water main certification package. FLORIDA DEPARTMENT OF T RANSPORTATION (FDOT) PERMITS 1. The Permitting Manager will schedule a meeting with the applicable FDOT office prior to completion and submittal of the application package to review the permit application for completeness, accuracy and compliancy with applicable requirements. We will discuss how to prioritize our activities to optimize coordination of construction, minimize disruption to vehicular and pedestrian traffic (MOT) and maximize safety. We will coordinate closely with FDOT to optimize utility encroachment permitting, traffic control, and maintenance of traffic in construction zones. 2. We will provide Miami-Dade WASD a minimum of 10-days advance notification of the coordination meeting. 3. Submit four (4) copies of the FDOT application, four (4) signed and sealed sets of design drawings, and documentation that we notified all existing utilities that are located in the area of the proposed construction. WE will transmit the application package to Mr. Ernesto Santisteban at District 6. 4. Upon completion of the work in FDOT R/W, we will schedule a final inspection and submit record drawings for permit closeout. NATIONAL POLLUTANT DISCHARGE ELIMINATION SYSTEM (NPDES) PERMITS 1. The NDPES permit is a requirement of the USEPA. The USEPA has authorized the FDEP to implement the NPDES permitting program. Therefore, the required permit is applied for through the FDEP state website utilizing their web-based application process. 2. This permit will be applied for by the contractor prior to construction. ASSUMPTION OF PERMITTING RISK The Layne Team fully understands that we are responsible for making applicable permit applications and for taking required actions to obtain agency approvals necessary to perform and complete the Design-Build work. We understand that we are at risk for delays of issuance of permits except when issuance is unreasonably withheld after we have fully complied with 3.b DESIGN AND PERMITTING APPROACH STEP 2: RDBS CENTRAL BUSINESS DISTRICT LOW PRESSURE SEWER SYSTEM (LPSS) & WATER MAIN IMPROVEMENTS Page | 3.b- 11 application requirements and promptly responded to agency requests. Our permit specialists are experienced with the permits required for this project and we are comfortable that we can acquire permits as shown in the schedule at the end of Section 3.g Project Schedule Approach. MIAMI SHORES VILLAGE ASSISTANCE IN THE PERMITTING PROCESS The Layne permitting specialists recognize the benefit of and necessity for Miami Shores Village’s assistance in the permitting process. We will encourage the Village to participate in agency coordination meetings and review permit application packages and we will seek your help to expedite the permit approval process. Finally, since the permits will be issued in Miami Shores Village’s name as system owner, we will require your signature on application packages prior to submittal. DESIGN DOCUMENTS The Layne Team proposes to phase the development of design deliverables to optimize the assigned design schedule while meeting compliance with the allowable construction sequence. Phase I includes the water main improvement and Phase II includes the regional pumping station with associated force main and the LPSS collection and conveyance system. The 30% Submittal Package will be sub-divided into the phases mentioned above to expedite the review process. We will continue Phase II design concurrently with Phase I design. In this way we can optimize our design resources and subcontracting strategy by matching design/construction packages with the expertise and available resources of our construction partners, our design partners, and our in- house management and crews. 30% DESIGN S UBMITTAL This submittal will include 30% design drawings, final topographic survey, final Technical Proposal and Basis of Design Report, and complete set of Technical Specifications. This submittal will include plans & profiles, and detail sheets. These plans will receive internal peer review (QC) before submitting to Miami Shores Village. The Design Team will conduct a Design Review Meeting with Miami Shores Village to review the documents for compliance with the Design Criteria. 60% DESIGN S UBMITTAL This phase will incorporate the comments from Miami Shores Village on the 30% submittal and will be submitted to permitting agencies. The permits are submitted at this stage, but coordination with the regulatory agencies will begin earlier in the project. Prior to any initial meeting or contact with any regulatory agency or utility, Miami Shores Village will be notified. The submittal package will include a Risk Register. These plans will receive internal peer review (QC) before submitting to permitting agencies and Miami Shores Village. We will conduct a Design Review Meeting with Miami Shores Village to verify conformance with the Design Criteria Package. FINAL DESIGN S UBMITTAL This final design submittal will include Final Design Drawings, Technical Specifications, and updated Risk Register. The drawings will incorporate all remaining Miami Shores Village comments and all comments from permitting agencies. CONSTRUCTION S ET Upon approval of the Final Design Drawings and Technical Specifications by Miami Shores Village, the Layne Team will issue drawings as “Issued for Construction (IFC)”. 3.b DESIGN AND PERMITTING APPROACH STEP 2: RDBS CENTRAL BUSINESS DISTRICT LOW PRESSURE SEWER SYSTEM (LPSS) & WATER MAIN IMPROVEMENTS Page | 3.b- 12 PRELIMINARY DESIGN PLANS The Layne Team developed preliminary engineering plans for the new water main system that meet the requirements of the RDBS and demonstrate our commitment to provide a system that meets Miami Shores Village’s needs. We have included drawings of the proposed system to demonstrate consistency with the objectives of the RDBS, the requirements of the Design Criteria Package, and our construction prices. The Drawings are included under separate cover and provide the information required by Section 3.6.a.3 of the RDBS in accordance with the Design Criteria package. We have summarized important features of the preliminary plans for your review. DESIGN QA/QC Quality is an inherent, distinguishing attribute of Layne work products. We consistently meet or exceed industry standards and clients’ expectations. The objective of the Layne Team’s Design QA/QC Plan is to guide the Design Team in developing and implementing specific QA/QC procedures, including GDEP requirements for each design project. The Design Consultant, CPH, and the Design QA/QC Manager, Joe Wright, PE will develop a standard drawing template that meets the requirements of Village so the plan sets for each project is standardized in appearance and utilizes construction requirements detailed in the Draft Technical Services Manual. The Design Team will coordinate with Village Staff to resolve conflicts on design issues if they arise and prior to the 60% & 90% Design Review Meetings. Specific elements of the Design QA/QC process include reviews documented by the Design Project Manager, Reed Meriwether. Specific elements of the Design Quality Plan process include reviews documented through the use of the Quality Assurance/Quality Control (QA/QC) acknowledgement form. Quality reviews include:  Continuous QC by the Design Project Manager throughout the Design Phase.  Continuous coordination with and input from the Construction Manager.  QC by the Design Team at milestones as assigned and scheduled.  QC by the Design Quality Manager’s Peer Review Team at milestones as scheduled. o The following criteria are used to select the review team:  Review Team Members are senior technical staff qualified to review the assigned work product meeting recommended minimum requirements.  Review team members are approval by the Design Project Manager.  Project Manager’s confirmation that the Design QA/QC process is being followed.  Documentation by the Design Quality Manager that QC reviews were done.  Schedule of QA/QC Reviews Design Team members will conduct QA/QC reviews according to the schedule developed by the Design QA/QC Manager and occur to scheduled milestone submittals. The Peer Review Team reviews occur according to the schedule below:  A minimum of 14 days prior to the scheduled submittal of 60% design documents (60% Review).  A minimum of 14 days prior to the scheduled submittal of 90% design documents (90% Review) 3.b DESIGN AND PERMITTING APPROACH STEP 2: RDBS CENTRAL BUSINESS DISTRICT LOW PRESSURE SEWER SYSTEM (LPSS) & WATER MAIN IMPROVEMENTS Page | 3.b- 13 Sub-consultants are responsible for the quality of the work that they perform. The Design Manager will verify that each sub-consultant has complied with the QA/QC process and has documented the required reviews, utilizing the QA/QC Acknowledgement Form. The general procedure for checking project deliverables is as follows:  Design Team Members check work products for errors and omissions throughout the project and at substantial completion.  Design Quality Manager’s Peer Review Team Members check all work products, including calculations and make revisions/comments in red.  The Design Manager back-checks comments for concurrence.  The Design Team incorporates revisions and highlights each revision on the document with yellow highlighter as it is completed.  The Design Quality Manager verifies that revisions/comments are incorporated, as appropriate. 3.C CONSTRUCTION EXECUTION APPROACH STEP 2: RDBS CENTRAL BUSINESS DISTRICT LOW PRESSURE SEWER SYSTEM (LPSS) & WATER MAIN IMPROVEMENTS CONSTRUCTION EXECUTION APPROACH 3.c CONSTRUCTION EXECUTION APPROACH STEP 2: RDBS CENTRAL BUSINESS DISTRICT LOW PRESSURE SEWER SYSTEM (LPSS) & WATER MAIN IMPROVEMENTS Page | 3.c- 1 CONSTRUCTION APPROACH In this section of our proposal we discuss, in concept, our approach to completing the construction phase of the project safely (as discussed in the Safety and Health section of this Proposal), efficiently, cost effectively, in a timely manner and with the full engagement and cooperation of Miami Shores Village (the Village). We structured our discussion around the minimum elements presented below:  Confined Spaces Approach  Construction Sequencing and Phasing to Maintain Water Service to Corridor  Approach to Commissioning/Operations and Closeout of the LPSS System and Providing Service  Utility Coordination  Utility Conveyance Approach with MD-WASD  MOT Plan  Layouts of Work Zones and Staging Areas for Material and Equipment  Procurement Plan  Restoration Procedures  Temporary Closure of Excavations  Dust Control  QA/QC Plan  Emergency Action and Recovery  Change Management  Project Management Information System  Cost and Schedule Management  Project Management Information System CONFINED SPACES APPROACH The Layne Heavy Civil approach to the confined spaces will be addressed by excavating and transferring freshly excavated spoil piles to the stand by dump truck and rotate this process while we install the 12” watermain and run the service lines to the existing meter box location. In effect, this keeps an accessible and manageable worksite free of debris and excess spoils from the trench. Layne identifies and focuses special attention on specific construction activities that are inherently dangerous including; excavations, Confined Space Entry, Fall Protection and overhead power lines. During work activities under these conditions, our management demands the full attention of employees, supervisors and management teams, plus full conformance to applicable regulations and safety procedures detailed in the Site Specific Health & Safety Plan. We currently have over 300 instruments assigned and utilized each day for confined space entry. In addition, one of our safety specialists is certified by the manufacturer t o perform periodic calibration and routine maintenance on all gas detectors. Layne also has a mobile confined space entry awareness module that can be transported to jobsites for on-site employee confined space training. 3.c CONSTRUCTION EXECUTION APPROACH STEP 2: RDBS CENTRAL BUSINESS DISTRICT LOW PRESSURE SEWER SYSTEM (LPSS) & WATER MAIN IMPROVEMENTS Page | 3.c- 2 Specific protocol in Confined Space situations includes: a. Follow PPE protocol and air monitoring procedures. b. Institute engineering controls to reduce exposure potential. CONSTRUCTION SEQUENCING AND PHASING Layne developed initial concepts for construction sequencing as shown on the Project Schedule. This schedule demonstrates our understanding of project requirements and relationships between construction tasks. The Project Schedule also indicates our confidence that our team can complete the Design-Build work prior to the milestone and final deadlines. The Project Schedule also details timeframes for each task including surveying, design, permitting, property acquisition, reviews and approvals, procurement, construction and commissioning. Layne proposes to install the watermain, water services, Low Pressure System (LPS), and grinder stations followed by the restoration as detailed by the project sequence as referenced in Appendix A of the Design Criteria. W e strongly feel this approach will allow the team and the Village to pursue and obtain the required easements. During the initial design phase will continue to review the project sequencing and phasing to best suit the Village’s needs and limit the disturbance to the community. The proposed construction sequence aims to limit the disturbance and impact on NE 2nd Ave, by directional drilling roughly 355 LF of 4” HDPE pipe underneath the intersection of NE 97th St. and NE 2nd Ave. We will safely achieve this by providing a temporary lane close where the drill rig is set up. This approach will keep traffic flowing and limit having lane closures extended on both sides of the intersection, we propose to pre-fuse the 4” HDPE pipe prior to the day of the pullback. APPROACH TO COMMISSIONING/ OPERATIONS/ AND CLOSEOUT OF THE LPSS AND PROVIDING WATER SERVICE TO PROPERTIES STARTUP AND COMMISSIONING Layne will lead all start-up and commissioning activities for this project. Layne personnel and Village and Miami-Dade WASD O&M staff for the Lift Station will form the Start-up and perform all operational tasks prior to turnover. We have developed a standard approach to start-up and commissioning resulting from the execution of many successful facility start-up and commissioning events and will further tailor our approach to the needs of The Village for a successful start-up of the Regional Lift Station. Our approach to start-up and commissioning falls into three major categories: pre-commissioning, start-up, and commissioning. Table c-1 below summarizes our startup and commissioning approach. Table c-1 Start-up and Commissioning Table c-1. Summary of Approach to Start-up and Commissioning Category Activity Special Considerations Pre- Commissioning Verify Installations Confirm installations consistent with design Pre-operation checks performed and documented Functional Testing Flushing 3.c CONSTRUCTION EXECUTION APPROACH STEP 2: RDBS CENTRAL BUSINESS DISTRICT LOW PRESSURE SEWER SYSTEM (LPSS) & WATER MAIN IMPROVEMENTS Page | 3.c- 3 Table c-1. Summary of Approach to Start-up and Commissioning Category Activity Special Considerations Hydrostatic Testing (pneumatic and wet) Isolation by segment and by process Availability of source water Disposal of water used Point to point isolation Disinfection Hydraulic Testing Start-up Operational Testing Availability of source water Disposal of water used Commissioning Final Testing Coordination with The Village and MD WASD Layne will setup the development of system and turn-over packages. All certifications, reports, logs, test data, records, warranty information, and any other relative documentation regarding the equipment and system will be included in System Turn-over Packages. Approximately midway through the construction phase and in cooperation with the Village’s Engineer, Layne’s management professionals will develop system packages that identify and delineate stand-alone systems, which can be isolated for testing, flushing, disinfection, etc. These system packages form the basis from which all pre-commissioning of components and segments will be performed and documented. These activities will be identified and described in detail in a project specific Start-up Plan, and will be tracked in the Master Project Schedule. Table c-2 provides an overview of the anticipated involvement of all parties during the start-up and commissioning. Table c-2 Start-up Coordination Matrix Table c-2. Layne Start-up Coordination Activities for Testing, Commissioning, Startup, Operational Testing, and Final Testing Involved Parties La y n e Su b c o n t r a c t o r s Eq u i p m e n t Su p p l i e r s Mi a m i S h o r e s Vi l l a g e Th e V i l l a g e ’ s En g i n e e r Op e r a t i o n s S t a f f Pe r m i t t i n g Ag e n c i e s Dry Testing     Functional Testing /Pre-Commissioning     Performance Testing/Commissioning       Startup        3.c CONSTRUCTION EXECUTION APPROACH STEP 2: RDBS CENTRAL BUSINESS DISTRICT LOW PRESSURE SEWER SYSTEM (LPSS) & WATER MAIN IMPROVEMENTS Page | 3.c- 4 Table c-2. Layne Start-up Coordination Activities for Testing, Commissioning, Startup, Operational Testing, and Final Testing Involved Parties La y n e Su b c o n t r a c t o r s Eq u i p m e n t Su p p l i e r s Mi a m i S h o r e s Vi l l a g e Th e V i l l a g e ’ s En g i n e e r Op e r a t i o n s S t a f f Pe r m i t t i n g Ag e n c i e s Operational Testing (precursor to Substantial Completion)        Operations and Maintenance Training     Final Testing        OPERATIONS AND CLOSE -OUT - Our team will adhere to the Village standards related to startup notifications and we will provide system descriptions, draft operating instructions, performance data, and other material required for startup and operation. We will provide all required operations and maintenance (O&M) manuals and will be responsible for training the Village personnel on each piece of equipment. We will prepare systems descriptions, draft operating procedures, and startup procedures in accordance with written procedures so qualified professionals control the format of the documents, QC reviews and approvals. Specific tasks including equipment calibration, performance characteristic evaluations, performance tests, and similar activities will be performed by the operations staff. UTILITY COORDINATION The Layne Team will start the utility coordination in the early stages of design by requesting a design ticket from State One-Call of Florida. This ticket will provide the names and contact information for all the utility companies present within the project area. Letters will be sent to all the utility companies along with a set of preliminary plans. The utilities companies will respond providing copies of any as-built information present in the vicinity of the proposed work. This information will be incorporated into the design plans. Likewise, prior to start of construction, a construction ticket from State One-Call of Florida is requested. This ticket requires personnel to physically mark the utilities in the field. This information will be field verified by doing soft digs to confirm locations at critical locations. Deviations from the utility companies’ as-builts will be redlined on the construction set and provided to the Village with the Record Drawings. UTILITY CONVEYANCE APPROACH WITH MD-WASD Layne will secure agreement with the MD-WASD's New Business Office during the design stage and coordinate with the Plan Review Office. All material and installation will be in accordance with the MD-WASD's Design and Construction Standard Specifications and Details. Prior to start of the 3.c CONSTRUCTION EXECUTION APPROACH STEP 2: RDBS CENTRAL BUSINESS DISTRICT LOW PRESSURE SEWER SYSTEM (LPSS) & WATER MAIN IMPROVEMENTS Page | 3.c- 5 work, Layne will attend a Preconstruction Conference with MD WASD and the Village. Layne will submit all shop drawings for MD WASD review, and will secure inspections by MD-WASD personnel as required. The water main will be flushed, pressure tested and disinfected. Once the water main is certified by Miami-Dade County Health Department, Layne will supply "As-Builts" drawings to satisfy MD WASD Requirements. Layne will secure final acceptance by the MD-WASD. MOT PLAN TRAFFIC CONTROL The Layne Team fully understands the critical concern with traffic control on all streets and with maintenance of traffic (MOT) on the arterial streets and FDOT routes in the project area. We will provide construction sequencing and Maintenance of Traffic Plans in our construction documents that meet FDOT requirements. Our Construction Quality Manager (CQM) will strictly enforce the MOT plans. Additionally, we will provide residential, business, school, and community meeting notices, to alert of construction activities. Our traffic control measures may include signage, traffic control devices such as cones and barriers, and fully trained flagmen. We will employ these measures to direct and control the speed of traffic into and through the construction zone at all times. In addition, we will maintain trenches with proper backfill or traffic plates to allow safe passage of vehicles and pedestrians. PROPOERTY ACCESS PAVEMENT RESTORATION Prior to beginning any construction, Layne will employ a professional construction photographer/videographer to take pre-construction digital photographs and videos at each construction site, mainline route, and private property. These digital records will establish the standard for restoration of public and private properties impacted by construction activities unless otherwise specified in the construction documents. In general, we will restore disturbed surfaces to pre-construction conditions and we will replace disturbed or damaged structures (mailboxes, planters, satellite dishes, etc.). Our experience shows that the most common citizen complaint during construction involves obstructed access to residences and businesses due to open trenches and pavement restoration. Although scheduling pavement restoration is not necessarily a design issue, our design and construction phasing plan will allow restoration as soon as neighborhood systems are completed, inspected, tested and accepted. We will communicate our schedule to the neighborhoods prior to beginning construction and update the schedule continuously until the system is completed and the pavement is restored. The pavement restoration process includes temporary restoration (Cold Patch) at the earliest practical time to minimize impacts to vehicular and pedestrian traffic and to minimize dust if permanent patching (Hot Patch) is not applied by the end of the day. Similarly, we will provide and maintain temporary and final vegetative restoration according to contract documents and permit requirements. Final paving and striping will commence following installation of all pipelines in the ROW, pressure testing, and acceptance by the Village and MD WASD. We will execute the paving and striping work in one continuous cycle. While this may not be a completely comprehensive list of potential issues on the project, we will address each issue as it arises and resolving it to the satisfaction of the Village and the citizens of Miami Shores Village. 3.c CONSTRUCTION EXECUTION APPROACH STEP 2: RDBS CENTRAL BUSINESS DISTRICT LOW PRESSURE SEWER SYSTEM (LPSS) & WATER MAIN IMPROVEMENTS Page | 3.c- 6 LAYOUTS OF WORK ZONES AND STAGING AREA To prevent cross traffic from our heavy construction equipment across NE 2nd Ave we propose two staging areas on the West and East sides of NE 2nd Ave. This will be accomplished by our Westside staging yard being at the Proposed Submersible Sewage Pump Station located along NE 97th St. just west of NE 2nd Ave. Our second proposed Eastside staging area will be located at approximately 200 LF east of NE 2nd Ave on the Southside of NE 97th St., where there is currently a vacant lot. This is contingent on executing a lease agreement with owner. Please refer to the end of section 3.c for Work Zones/ Staging Areas Layouts. QA/QC CONSTRUCTION QA/QC As required by Layne policy, the Construction Team will develop a project -specific QA/QC Plan for the LPSS and Water Mains Improvements project. Our Construction QA/QC Manager is responsible for finalizing the QA/QC Plan and for overseeing Plan implementation. He will work in close coordination with the Safety Coordinator, who will develop and implement the Site Specific Health & Safety Plan. One very important aspect of the QA/QC Plan is QA/QC training for our subcontractors. We require our Project Managers and Site Superintendents to implement the QA/QC Plan, so we will train our subcontractor’s managers and superintendents to provide the proper level of quality for their construction tasks. During construction we will incorporate into each project the level of quality of equipment, materials and workmanship specified in the approved construction documents. Quality Assurance is the administrative process by which we delineate, specify, and incorporate the required level of quality into each component of the project. Quality Control involves the means and methods, including inspections and testing, that are performed on those components. Typical Quality Assurance (QA) activities include the following and are the responsibility of the Site Superintendent:  Specification of equipment, materials, and procedures.  Generation, submission, and review of submittals (shop drawings, samples. etc.).  Subcontracting and purchasing strategies, including scopes of work definitions.  Project staffing requirements (management, administrative, supervision and labor).  Information processing procedures (communication, document control, approval procedures, etc.).  Procedures for submittal drawing issuance to the field.  Mobilization plans including access maps and material storage areas.  Requirements for temporary utilities and site services.  Construction equipment requirements and durations.  Planning for equipment and systems acceptance and performance testing.  Other procedures specific to construction type, complexity and duration. 3.c CONSTRUCTION EXECUTION APPROACH STEP 2: RDBS CENTRAL BUSINESS DISTRICT LOW PRESSURE SEWER SYSTEM (LPSS) & WATER MAIN IMPROVEMENTS Page | 3.c- 7 Typical Quality Control (QC) activities include the following and are the responsibility of the Project Manager:  A four-step inspection process to verify compliance of each component of the project with the project plans and specifications and the QA/QC Plan. o Preparatory Inspection – review the extent of the work with the appropriate Trade Foreman; confirm that QA items are complete, such as approved submittals, RFIs answered, etc. o Initial Inspection – after an initial representative portion of the work is complete, review that portion in detail to verify that it meets the specified standards. o Follow-Up Inspections – continually review the work as it progresses to verify a consistent level of quality. o Close-Out Inspections – follow up at 95% completion and generate a punch list to identify discrepancies in the work or issues that must be corrected. As discrepancies are corrected, inspect and process them off of the Punch List.  Third party testing and inspection services during the Follow-Up Inspections such as: o Concrete Strength testing by cylinder method. o Concrete strength testing by other means as required. o Observance and compaction testing of backfill materials. o Subgrade inspections and testing prior to structural placements. o Welding tests if required.  In-house inspections and testing services such as: o Items listed on the “Statement of Special Inspections” for the Engineer of Record during plan approval. o City/ County Code Enforcement Inspections. o Pipeline integrity and performance tests. o Manhole vacuum tests. We understand that the Village will observe the construction and Layne will cooperate fully with their construction personnel and provide copies of all construction related information they require. However, the Design Team will also make periodic observations of the construction to verify conformance of the project with the design documents. Our Site Superintendents will maintain complete daily records in the form of diaries, logs, and photographs. We will incorporate the data into our weekly and monthly construction reports. We will maintain a photographic album that documents construction progress from mobilization to substantial completion, start-up, and final acceptance. Our site specific QA/QC plan will be finalized immediately following award and submitted for approval by the Village. The draft plan indicates our approach to quality assurance and quality control for each aspect of the work. It also provides organizational charts, test methods, and reporting protocols. 3.c CONSTRUCTION EXECUTION APPROACH STEP 2: RDBS CENTRAL BUSINESS DISTRICT LOW PRESSURE SEWER SYSTEM (LPSS) & WATER MAIN IMPROVEMENTS Page | 3.c- 8 EMERGENCY ACTION AND RECOVERY Layne plans for and trains our employees for emergency action and recovery. This topic is covered in detail in Section 10 of our Site Health & Safety Plan. We will tailor the Miami Shores Village Central Business District LPSS and Water Main Improvements Plan to the location of this project and the type of construction we are performing, but typical items included are:  Pre-Emergency Planning  Personnel Roles and Lines of Authority  Emergency Procedures o Evacuation Plan o Location of Nearest Hospital o Emergency Medical Treatment Procedures o Release, Spill or Leak  Emergency Contact/Notification System  Incident Investigation o Incident Reporting Form As we discussed earlier in this Section, we will train all field and office personnel assigned to this project on all aspects of the Site Health & Safety Plan including Emergency Action and Recovery. All subcontractors will adhere to the Layne safety planning and implementation process and will use the Layne reporting forms. Obviously we want to prevent emergencies whenever possible, but natural disasters like hurricanes and accidents happen occasionally. The more efficiently we recover from these emergencies the faster we can resume work and meet project milestone delivery dates. We carry Builder’s Risk insurance to cover damage caused by natural events and we will engage insurance resources immediately to resolve all construction related issues. We will also engage our construction management team to develop a Recovery Plan to restore the site to pre-event conditions and to resume construction activities. The Recovery Plan may include:  Assessment of Damages  Recovery Staffing  Recovery Schedule  Estimate of Recovery Costs  Recovery Implementation. CHANGE MANAGEMENT Layne defines Change Management as the process that documents all changes to the Contract in accordance with project and the Village policies, the RDBS, and legal proceedings. Changes may include Change Orders or claims resulting from the design or construction phases of the Contract. In general, the process includes: Issue Initiation, Change Management, and Change Order execution. Change Management may include a Request for Information (RFI) process, Request for Change (RFC) process, Value Engineering Change Proposals (VECPs), or other processes defined for the Design-Build project. During Issue Initiation, either the Layne Design-Build Team or the Village identifies a potential change and provides notice of the issue. Our Design Team will then complete a technical review to 3.c CONSTRUCTION EXECUTION APPROACH STEP 2: RDBS CENTRAL BUSINESS DISTRICT LOW PRESSURE SEWER SYSTEM (LPSS) & WATER MAIN IMPROVEMENTS Page | 3.c- 9 determine whether the change is reasonable, feasible and technically sound. Finally, the Village will determine whether to accept or reject the proposed change and will authorize or deny authorization to proceed. After receiving the change approval, our Project Manager will initiate Change Management to document, track, and allow further evaluation prior to assigning a Change Order Number in the PMIS. The evaluations involve cost determination and negotiations on the value of the change. Once we receive and document all change approvals, we will initiate the Change Order phase. During the Change Order Phase, we complete the documentation by setting up the Change Order Number in the PMIS, adding documentation to the system, developing a Change Order checklist, drafting the Change Order Form, transmitting the Change Order Form to the Village for review and approval, and executing and distributing the executed Change Order Form. Our Project Manager has authority to execute all Change Orders and we will expedite the process as much as possible to avoid construction delays. COST AND SCHEDULE MANAGEMENT SCHEDULE M ANAGEMENT We have prepared a preliminary CPM project schedule in Primavera Project Planner version 6. We will update and revise this schedule during contract negotiations and monthly during project implementation. The preliminary schedule indicates that Layne will complete the Design-Build phase of the contract before the required deadline. COST MANAGEMENT Layne will implement the Project Cost Control System to manage project cost for each phase of the contract. The system consists of cost estimating, cash flow, and cost monitoring. Cost control includes the following measures:  Value Engineering of design alternatives.  Detailed design involving construction and operations staff.  Competitive Work Package procurement.  Coordination of procurement and design.  Engineering and operation integration with construction issue resolution.  Cost monitoring and feedback. Layne utilizes nationally recognized J. D. Edwards, (Oracle), Job Cost Accounting system that integrates quantities of work put in place, labor dollars and man-hours, material costs, construction equipment costs, subcontractor costs and miscellaneous overhead costs. Centralized payroll and accounts payable are networked through our Houston, TX and Orleans, IN headquarters. Our network server integrates all the Layne job sites with the home office support groups including Payroll, Accounts Payable, Safety, Insurance and IT. The following specifics apply to the DB project:  Budget – The scope of work is divided into phases by significant structure breakdowns. Each structure labor items are broken down by CSI Divisions 2 through 16. Permanent job materials and subcontractor work items are segregated into specific cost groupings. Construction equipment, field office expenses, fuel and miscellaneous expenses are segregated in the budget. Typically, the budget is broken into approximately 300 cost 3.c CONSTRUCTION EXECUTION APPROACH STEP 2: RDBS CENTRAL BUSINESS DISTRICT LOW PRESSURE SEWER SYSTEM (LPSS) & WATER MAIN IMPROVEMENTS Page | 3.c- 10 items which are grouped accordingly. Quantities are assigned to all the cost items that can be measured.  Labor and Quantities – Work hours by employee and quantities put in place are transmitted to central payroll daily and weekly. The actual cost and man-hours to date are available to all authorized parties Wednesday morning.  Purchase Orders & Subcontract Agreements – These are used to purchase all materials and subcontractor services. These documents protect against defective materials and other concerns. These documents also establish a maximum cost for each item.  Invoices – Receiving reports are prepared at the job site. These are matched with the vendor invoices and scanned into the Invoice Router program which creates an electronic image of each invoice with receivers and backup. Material and subcontractor costs are updated daily based on approved invoices received daily. Electronic copies of all invoices and backup are available for review and audit.  Job Cost Production Reports – Numerous reports are available that show actual cost to date and projected cost at completion for each budgeted cost item. Trends in field labor and subcontractor production are readily identified.  Certified Payroll Reports – These are readily available and meet audit requirements for various Federal and State agencies.  Accounts Payable Detail Reports – Numerous reports are available that show material and subcontractor invoice detail down to the vendor number, name, and description of the items.  Cost Detail On-line – Our system allows PC access to cost data and reports with proper authorization. For any cost item, a user can “drill down” to the detail desired. PROCUREMENT PLAN Layne will purchase all materials and equipment installed during the construction phase of the Project. Layne will follow its procurement policy which includes specific review and approvals of purchase orders. The Construction Project Managers are responsible for the accuracy of shop drawings, submittals and purchase orders, checking the accuracy of the delivered products, storage and security and managing the procurement documents. Layne is responsible for materials and equipment storage and for delivery control. Materials and sensitive equipment, such as electrical switchgear, will be stored in accordance with manufacturer’s recommendations. The Village will have access to inspect all stored equipment and materials. We will also provide the Village with a copy of any Site Storage Agreement as requested. As mentioned previously, Layne will negotiate with our pipe supplier to furnish a local materials storage and distribution facility where they will be responsible for security, inventory control and distribution to the construction sites. This process minimizes our need for extensive laydown areas and optimizes the safety of the site and the convenience of the public. PROJECT MANAGEMENT INFORMATION SYSTEM Layne uses Prolog® Manager project management software which is a Windows based application to capture, manage, and report project information. It has features to facilitate collaboration, purchasing management, cost control, schedule control, document control and field administration. 3.c CONSTRUCTION EXECUTION APPROACH STEP 2: RDBS CENTRAL BUSINESS DISTRICT LOW PRESSURE SEWER SYSTEM (LPSS) & WATER MAIN IMPROVEMENTS Page | 3.c- 11 We will use Prolog for the following tasks:  Document Control o Correspondence o Meeting Agenda/Meeting Minutes o Monthly Progress Reports  Monthly Report Preparation and Management  Manage Pre-construction Photographs  Schedule Management  Cost Control and Estimating  Purchasing Management o Manage Submittal Process  Project Accounting o Monthly Payment Request Management  Change Management o Change Order Log o Manage Request for Information/Request for Change Process  Manage Daily Quality Control/Inspection Reports/Test Results  Manage Permit Process  Record Drawings  Safety Statistics Figure c.4 Prolog® Manager Screenshot 3.c CONSTRUCTION EXECUTION APPROACH STEP 2: RDBS CENTRAL BUSINESS DISTRICT LOW PRESSURE SEWER SYSTEM (LPSS) & WATER MAIN IMPROVEMENTS Page | 3.c- 12 The Layne Team will use Microsoft SharePoint® as the platform for sharing access to design and construction documents. The entire Layne team and the Village representatives will have real time access to all shared project documents as appropriate for adequate security. This web-based application provides seamless access to correspondence, specifications, pay estimates, change orders, drawings and project photographs. The local project office will have high speed internet to allow the Design-Build Team to send and receive e-mail and electronic data files to and from all stakeholders. The project office will be linked to servers at both Layne and the Design Team firms. Our field personnel also utilize tablets to communicate with the office, and to receive emails, access construction specs, plans, submittals, and RFI’s. STEP 2: RDBS CENTRAL BUSINESS DISTRICT LOW PRESSURE SEWER SYSTEM (LPSS) & WATER MAIN IMPROVEMENTS WORK ZONE / STAGING AREA LAYOUTS RWAFAMWLOLRDETDARCA La y n e H e a v y C i v i l , I n c . Mi a m i S h o r e s V i l l a g e NE 97thAVEALLEYWAY TWO WAY LANEONE WAY LANE DET DA RCA NE 98thAVE RC FAMWLOLRRWA La y n e H e a v y C i v i l , I n c . Mi a m i S h o r e s V i l l a g e RWA FA MWL OLR RWA FARWAOLRMWL RWA ALLEYWAY ONE WAY LANE NE 97thAVE TWO WAY LANE La y n e H e a v y C i v i l , I n c . Mi a m i S h o r e s V i l l a g e NE 97thAVEALLEYWAY TWO WAY LANEONE WAY LANEDETDARCA NE 98thAVE RC FA MWL OLR RWA La y n e H e a v y C i v i l , I n c . Mi a m i S h o r e s V i l l a g e RWA FA MWL OLR RWA FARWAOLRMWL RWA ALLEYWAY ONE WAY LANE NE 97thAVE TWO WAY LANE La y n e H e a v y C i v i l , I n c . Mi a m i S h o r e s V i l l a g e FA MWL OLR RWA FARWAOLRMWL NE 97thAVE TWO WAY LANE La y n e H e a v y C i v i l , I n c . Mi a m i S h o r e s V i l l a g e 3.D ENVIRONMENTAL AND QUALITY MANAGE,ENT APPROACH STEP 2: RDBS CENTRAL BUSINESS DISTRICT LOW PRESSURE SEWER SYSTEM (LPSS) & WATER MAIN IMPROVEMENTS ENVIRONMENTAL AND QUALITY MANAGEMENT APPROACH 3.d ENVIRONMENTAL QUALITY MANAGEMENT PLAN STEP 2: RDBS CENTRAL BUSINESS DISTRICT LOW PRESSURE SEWER SYSTEM (LPSS) & WATER MAIN IMPROVEMENTS Page | 3.d- 1 APPROACH TO MINIMIZE COMMUNITY IMPACTS NIGHT TEMPORARY ILLUMINATION Layne understands the nuisance nighttime illumination of construction areas can cause for residents. Although we do not anticipate any after-hours work, we will work to minimize the need for bright lights after dark. In situations where this might be required in order to maintain schedule milestones, we will make every attempt to avoid pointing the lights directly towards residences. DUST CONTROL The generation of dust in the air from wind, construction, and vehicles creates health, nuisance, and safety issues due to reduced visibility. It can be a health issue for infants and the elderly who are exposed to high concentrations of particulates in the air for extended periods. Layne recognizes the dangers associated with dust and will take appropriate measures to control dust by providing water trucks, street sweepers, and site sprayer to keep construction areas sufficiently moist so particles do not become airborne. We understand that we are responsible for purchasing water for any construction activity, including dust control. NOISE/VIBRATIONS We have learned that the best way to minimize complaints from the public is to confine construction activity to only those areas necessary to meet the schedule. This also allows us to focus on construction quality instead of cleaning and re-cleaning large work areas. Layne works hard to minimize the need of after business hours construction activities, and to complete noisy construction activities around homes and business as quickly and efficiently as possible. Additionally, we will service our construction equipment to minimize noise or vibrations. APPROACH TO CORRECTING SETTLEMENT OR DAMAGE FROM CONSTRUCTION PROJECT SITE SAFETY Ensuring that no harm is caused to individuals, the community, the environment, or client property and resources, for each of the projects, is our primary goal. Global recognition of our Team’s Health & Safety culture demonstrates our commitment. We have reviewed your requirements for Safety, and generally consider that they reflect our own stringent safety requirements for work of this kind. Our specifically designed safety program will meet and exceed your safety requirements. Our project-specific Safety Manual will act as the foundation for the safety program. All Team and subcontractor personnel on site will be made fully aware of its requirements, both through a comprehensive induction program and through daily safety briefings and toolbox talks. Because conditions and risks constantly change, our team is trained to always be aware of potential and stated risks. Likewise, our Health & Safety Representative and the execution team will vigilantly inspect, check and review potential hazards on the site. The use of Job Hazard Analysis for all tasks will be fully adopted and will be shared with the resources completing the work, so they understand the potential hazards involved and measures to be taken to mitigate the risk. 3.d ENVIRONMENTAL QUALITY MANAGEMENT PLAN STEP 2: RDBS CENTRAL BUSINESS DISTRICT LOW PRESSURE SEWER SYSTEM (LPSS) & WATER MAIN IMPROVEMENTS Page | 3.d- 2 PUBLIC INFORMATION Our team’s approach to public involvement is unmatched in the industry. We actively engage stakeholders during Preliminary Design, and provide updates and seek stakeholder input throughout the Design Phase of the work. Open communication helps avoid schedule delays and complaints. The Layne Team includes in-house public information professionals, who will organize, develop, and implement an effective Public Outreach Program during the Pre-Construction and Construction Phases. Our Team will implement public awareness practices that include regular neighborhood pre-design and pre-construction meetings, mailers, door hangers, and regular face-to-face customer contact. Our multi-lingual site managers are trained to interface with the public and they will quickly address customer complaints, suggestions, and requests. Ensuring that no harm is caused to individuals, the community the environment, or client property and resources, for each of the projects, is our primary goal. MITIGATION AND/OR DISPOSAL OF CONTAMINATED SOIL PROCESS TO AVOID SPILLS OF ANY CONTAMINANTS BROUGHT ON TO THE PROJECT We do not foresee bringing in any contaminants onto the jobsite(s). Only equipment fuel will be transported daily in approved vendor supply trucks for our equipment. However, in the event it becomes necessary: 1. Any incident of over exposure or a spill of a hazardous chemical/substance shall be reported at once. 2. The Superintendent shall be responsible for proper emergency response actions. 3.E SAFETY AND HEALTH APPROACH STEP 2: RDBS CENTRAL BUSINESS DISTRICT LOW PRESSURE SEWER SYSTEM (LPSS) & WATER MAIN IMPROVEMENTS SAFETY AND HEALTH APPROACH 3.e SAFETY AND HEALTH APPROACH STEP 2: RDBS CENTRAL BUSINESS DISTRICT LOW PRESSURE SEWER SYSTEM (LPSS) & WATER MAIN IMPROVEMENTS Page | 3.e- 1 SAFE TY AND HEALTH APPROACH Health and safety are principal considerations on any Layne project. Our goal is to provide the safest work conditions for our crews, our subcontractors, visitors, and the public. Our Safety Representative, Eddie Medina, will provide construction safety input into the project’s design from the preliminary design meetings to final design documents. He will also review the 60% documents for conformance to Layne’s safety performance criteria and our Site Specific Health & Safety Plan. OUR COMMITMENT We are proud of the commitment to safety exhibited by Layne employees at all levels of our operations. Our management team places a major emphasis on accident prevention through continuous training and regular site safety meetings. Layne understands that production, quality and safety are equally important to the success of any project. Therefore, our Site Superintendents are responsible for conformance with the Site Specific Health & Safety Plan, and each employee has the authority to stop work if he identifies a hazardous condition. This approach creates an atmosphere that is open to identify and communicate hazards so they can be controlled or eliminated. For our EMR rate, please refer to Table e2 later in this section. OVERALL SAFETY PROGRAM Layne maintains a written safety program that identifies protocols and expectations for our supervisors and employees. We use this program as a principal tool of the trade and a common reference guide, not just for compliance, but for safe/best safety practices. I NSPECTIONS AND STAFFING Our site superintendents are responsible for job site safety and are trained to conduct daily safety inspections. Our corporate safety representatives conduct frequent jobsite inspections and audits and provide jobsite safety and compliance training. Layne not only emphasizes OSHA, MSHA, DOT & EPA regulations but, truly strives to provide a workplace free from recognized hazards. Our employees are encouraged to report any safety concerns and are authorized to stop work when hazardous conditions are identified. This open communication has developed a proactive and cooperative approach among field employees and the safety management team. FOCUSED E MPHASIS AND JOB H AZARD ANALYSIS/ RISK REGISTER Layne identified and focuses special attention on specific construction activities that are inherently dangerous including; excavations, Confined Space Entry, Fall Protection and overhead power lines. During work activities under these conditions, our management demands the full attention of employees, supervisors and management teams, plus full conformance to applicable regulations and safety procedures detailed in the Site Specific Health & Safety Plan. We currently have over 300 instruments assigned and utilized each day for confined space entry. In addition, one of our safety specialists is certified by the manufacturer to perform periodic calibration and routine maintenance on all gas detectors. Layne also has a mobile confined space entry awareness module that can be transported to jobsites for on-site employee confined space training. 3.e SAFETY AND HEALTH APPROACH STEP 2: RDBS CENTRAL BUSINESS DISTRICT LOW PRESSURE SEWER SYSTEM (LPSS) & WATER MAIN IMPROVEMENTS Page | 3.e- 2 T ASK-S PECIFIC H AZARDS A ND C ONTROL S TRATEGIES The hazards and control strategies associated with planned work activities are summarized in a job hazard table in the Health & Safety Plan. During the mobilization phase of a specific work task, the project team will review the hazards and control strategies by locating the task or activity in the table. Hazards that are common to all activities performed at the site are listed first. If there are changes in site conditions or if specific situations require review of health and safety procedures, the Site Safety Representative and the project team will complete a Job Hazard Analysis (JHA). As requested, we have created a Risk Register below in Table e.1 listing safety and health risks we perceive for this project and our plan to avoid or mitigate any negative impacts. Table e.1 Risk Register Potential Hazard* Description Procedure Used To Monitor/Reduce Potential Hazard Heavy Equipment Backhoe, front end loader, dump truck, excavator, bulldozer, roller. Personnel maintain eye contact with operators; hard hats, safety shoes, and eye protection worn (as appropriate) during equipment operation; high visibility safety vest worn by all on-site personnel; dedicate heavy equipment work zones with banner tape or safety fence. Excavations Open excavation pose risks of fall, engulfment, and confined space hazards Use OSHA trenching and excavation standards (29 CFR 1926.650-652). Secure excavation with sheeting/shoring as necessary. Delineate and clearly mark excavations to warn personnel. Limit personnel enter into excavations. Follow other requirements herein. Heat Producing/ Electrical Equipment Generators, torch or welding equipment Operate equipment away from vegetation and other materials that may ignite. Maintain fire-fighting equipment in the vicinity of operating equipment. Implement hot-work procedures. Heat Stress/Cold Exposure Personnel working under extreme temperature are subject to adverse temperature-related effects Employ buddy system. Each worker is responsible for visually monitoring his/her partner for signs of heat stress/cold exposure. Site safety personnel will also monitor worker’s conditions and establish work/rest regimens and recommend appropriate diet. Chemical Exposure Wastewater Personnel can be exposed to various compounds associated with the site. Follow guidelines in SSSP. Be familiar with signs and symptoms of exposure and first aid procedures. Report suspected over-exposure to supervisor immediately. Slips/trips and falls Personnel can lose footing on steep slopes or loose material. Perform a pre-work site inspection to identify areas with suspect footing. 3.e SAFETY AND HEALTH APPROACH STEP 2: RDBS CENTRAL BUSINESS DISTRICT LOW PRESSURE SEWER SYSTEM (LPSS) & WATER MAIN IMPROVEMENTS Page | 3.e- 3 Biological/ Wastewater Exposure to Wastewater When proper engineering controls are in place employees wear personal protective equipment, there should be no exposure resulting to HIV or other blood borne pathogens. (See Layne’s Heavy Civil Written Safety Plan Section I-6 thru I-10) TASK/ ACTIVITY HAZARDS CONTROL STRATEGY All activities at site Level D PPE Poisonous plants Identify suspect plants Vegetation control at or below ankle height by having client mow/weed eat path and work area Appropriate protective clothing disposable Tyvek coveralls, thin nitrile gloves, disposal boots, tape at wrists and ankles Barrier cream for uncovered skin Wash exposed body parts and equipment thoroughly after work in highly-vegetated areas Non-stinging insects Insect repellant Stinging insects Survey work area for presence of nests Eliminate nests Thunder/Lightning If drilling or other heavy equipment work, cease work following first indication of thunder/lightning Shelter in buildings or vehicles not underneath trees or near drilling equipment Begin work after 15 minutes has elapsed from last thunder/lightning Heat Stress Awareness training – signs/symptoms of heat stress disorders Scheduling of work/rest periods Replacement fluids Shaded area for rest breaks Buddy system Cool vests or bandanas Ultraviolet Radiation Apply sunscreen frequently to exposed skin (wash hands before re-application 3.e SAFETY AND HEALTH APPROACH STEP 2: RDBS CENTRAL BUSINESS DISTRICT LOW PRESSURE SEWER SYSTEM (LPSS) & WATER MAIN IMPROVEMENTS Page | 3.e- 4 TASK/ ACTIVITY HAZARDS CONTROL STRATEGY All activities at site Level D PPE (Continued) Walking working surfaces – uneven terrain, steep grades, slippery surfaces, ditches Awareness of terrain and footing Poorly lit work areas (dawn/dusk work) Provide temporary lighting Protect lamps from breakage Alert workers to potential hazards, particularly those that may not be easily seen due to night conditions Monitor area to ensure adequate lighting of work area Vehicular traffic when working near access ways and roads High visibility traffic vest Orange traffic cones Flag person, if needed Injuries from slips, trips, and falls Walking/working surfaces will be kept free of clutter, debris, and congestion to the greatest extent possible. Personnel will be briefed on the hazards of wet, muddy soil hazards and traversing uneven grades. Walk or climb only on equipment and/or surfaces that are designed for personnel access. Be aware of potential for poor footing while working on un-compacted backfill materials. Use three-point contact when mounting and dismounting equipment. Head Injury Hard hats will be worn by all personnel at all times in work areas, in the manner they are designed. Eye Injury Workers will wear protective eyewear with side shields in work areas as work is being performed as appropriate. Foot Injury Workers will wear safety-toed leather work boots at all times in work areas. Hand Injury 100% glove policy required in work areas. Heat producing/electrical equipment Clear ignitable material from equipment area promptly. Fire extinguisher readily available. 3.e SAFETY AND HEALTH APPROACH STEP 2: RDBS CENTRAL BUSINESS DISTRICT LOW PRESSURE SEWER SYSTEM (LPSS) & WATER MAIN IMPROVEMENTS Page | 3.e- 5 TASK/ ACTIVITY HAZARDS CONTROL STRATEGY General Construction (site clearing, soil excavation, surface grading, soil handling) Heavy equipment operations Operators are to know where the operations manual is kept for each piece of machinery they will use. Operators will inspect machinery before use. All operators will be certified or deemed competent for equipment operation. Use three-point contact when climbing on and off equipment. All heavy equipment will be equipped with a functional backup alarm. Operators will be instructed to maintain visual contact with personnel working in the immediate equipment area. Passengers will be prohibited from equipment. Seat belt shall be used in accordance with manufacturer’s specification. Fire extinguishers will be mounted on all equipment. Head Injury Hard hats will be worn by all personnel at all times in work areas, in the manner they are designed. Eye Injury Workers will wear protective eyewear with side shields in work areas as work is being performed as appropriate. Foot Injury Workers will wear safety-toed leather work boots at all times in work areas. Hand Injury 100% glove policy required in work areas. Heat producing/electrical equipment Clear ignitable material from equipment area promptly. Fire extinguisher readily available. Inhalation and dermal hazard Monitor organic vapors. Follow PPE protocol and air monitoring procedures. Institute engineering controls to reduce exposure potential. Minimize dust generation by applying water spray when appropriate. Note: Areas where Dolphins are kept in captivity additional dust control measures must be considered. Confined Space Hazardous atmosphere Follow PPE protocol and air monitoring procedures. Institute engineering controls to reduce exposure potential. 3.e SAFETY AND HEALTH APPROACH STEP 2: RDBS CENTRAL BUSINESS DISTRICT LOW PRESSURE SEWER SYSTEM (LPSS) & WATER MAIN IMPROVEMENTS Page | 3.e- 6 TASK/ ACTIVITY HAZARDS CONTROL STRATEGY Electrical: Electrocution Portable electrical tools and equipment shall be UL listed, double insulated tools or be grounded through a third wire in the cord. Tools with damaged or defective cords should not be used. Taped splices are not permitted. All electrical cords and extension cords must be inspected prior to use. Power tools that may be used in a wet location or a construction site must be in good working order and used with ground fault circuit interrupt (GFCI) protection. Do not overload plugs. Elevated Work and Fall Protection Falling from elevated height Fall arrest systems must consist of a full body harnesses and one or two lanyards equipped with shock arrestors, and a secure tie-off point capable of withstanding 5,000 lbs. Personnel performing tasks that place their feet at six feet or greater than the adjacent surfaces, elevated work precautions must be taken. Excavation Trench Failure An excavation trench log is required prior to initiating any excavation. Competent person classifies the soil type Means access and Egress a safe exit must be available no more than 25’-0 from work being performed. Removed spoil piles are to be placed at least 2’-0 from edge of excavation. Air sampling of excavation prior to entry. After rain excavation must be re-inspected. Materials Handling: Strains, sprains and lacerations Use proper lifting techniques: get a good footing, place feet shoulder width apart, bend knees to pick up load. Use the buddy system or mechanical lifting aids when moving heavy or bulky items. Do not bend from waist, keep back straight; get a firm hold on the load. Noise Loss of hearing Workers must wear approved hearing protection when working around equipment that produces sound levels in excess of 90 decibels, whenever signs indicate that hearing protection is required, and whenever voices must be raised to be heard at a distance of three feet or less. 3.e SAFETY AND HEALTH APPROACH STEP 2: RDBS CENTRAL BUSINESS DISTRICT LOW PRESSURE SEWER SYSTEM (LPSS) & WATER MAIN IMPROVEMENTS Page | 3.e- 7 TASK/ ACTIVITY HAZARDS CONTROL STRATEGY Ladders Falls from heights All ladders should be examined for defects prior to each use. Always face a ladder when ascending or descending it. Three point contact at all times. Ladders should be tied off or another worker should be available to hold the ladder. Metal ladders should not be used for electrical equipment installations, repair or maintenance work where they may contact electrical conductions. Pinch Points Broken Bones, Lacerations, and amputations Personnel must always be aware of limb or body position in close proximity to moving equipment to reduce pinch point hazards. Wear appropriate hand protection to protect hands. Rigging and Suspended loads Load falling, and rigging failure All tasks resulting in suspended loads such as the placement or movement of equipment will require preplanning and equipment inspection. Inspect all equipment prior to use. Verify that rigging equipment is approved for lifting and that the rated capacity of the slings, wire rope, or chains is not exceeded for the load and the load angle. Clear a pathway when materials are moved and check for overhead lines and other obstructions. Never allow personnel under a suspended load. Concrete and Masonry Work Exposed re-bar All exposed rebar that are hazardous to personnel shall have caps placed on the exposed end. Masonry saws All masonry saws shall be guarded with a semicircular enclosure over the blade. All masonry saws shall be inspected prior to use. Concrete buckets No employee will be allowed to ride concrete buckets. Concrete buckets shall have positive safety latches or similar devices to prevent premature or accidental dumping. No personnel are allowed under the concrete buckets while they are being lifted. Concrete truck traffic All personnel will be instructed on routes of concrete truck traffic the day of pour at the tool box meeting. Personnel are instructed not to walk behind concrete trucks unless driver is notified of their presence. 3.e SAFETY AND HEALTH APPROACH STEP 2: RDBS CENTRAL BUSINESS DISTRICT LOW PRESSURE SEWER SYSTEM (LPSS) & WATER MAIN IMPROVEMENTS Page | 3.e- 8 TASK/ ACTIVITY HAZARDS CONTROL STRATEGY Concrete and Masonry Work (Continued) Concrete pumping equipment Concrete pumping equipment Concrete pumping systems using discharge pipes shall be provided with pipe supports designed for 100 percent overload. Compressed air hoses used on concrete pumping system shall be provided with positive fail-safe joint connectors to prevent separation when pressurized. Crane Safety Cranes All cranes will be inspected prior to use. A crane inspection list will be available in cab. Cranes must have annual inspections. Operator’s qualifications must be submitted for review and acceptance prior to operation of crane. Signal man training All personnel who give signals to crane operators will have been qualified to do so. Suspended loads No personnel are allowed under a suspended load. Unstable soil conditions Ground conditions must have the capability to support the equipment (including slope, compaction, and firmness). Proper means of blocking, matting or similar means to support the crane must be used. Power Line Safety Reference regulatory guidelines in Table A Minimum Clearance Distances in 29CFR 1926.1400 Layne’s Power line SOP Supported Scaffolding Footings All supported poles, legs, posts, frames and uprights shall bear on base plates and mud sills or other adequate firm foundation. Supported scaffold poles, legs, posts, frames, and uprights shall be plumb and braced to prevent swaying and displacement. Inspections All erected scaffolding must be inspected and tagged for use by a competent person prior to use. Material fall hazards Toe boards shall be erected along the edge of platforms more than 10 feet above lower levels. Training Each employee shall be trained in the hazards associated with the type of scaffolding being used. Fall Protection Fall protection must be used when required per regulatory standards 3.e SAFETY AND HEALTH APPROACH STEP 2: RDBS CENTRAL BUSINESS DISTRICT LOW PRESSURE SEWER SYSTEM (LPSS) & WATER MAIN IMPROVEMENTS Page | 3.e- 9 TASK/ ACTIVITY HAZARDS CONTROL STRATEGY Hand and Power Tools Hand Tools Adjustable wrenches, pipe end, and socket wrenches shall not be used when jaws are sprung to the point that slippage occurs. Drift pins, wedges, and chisels, shall be kept free of mushroom heads. Wooden handles shall be kept free of splinters, cracks, and be kept tight in the tool. Power Tools Electric power tools cords shall be inspected before each use. All electric power tools shall either be of the approved double-insulated type or grounded. Safety clips or retainers shall be used and maintained on pneumatic tools. Air hoses must be inspected prior to use. All fueled power tools must be stopped and cut off prior to re-fueling. Power actuated tools must be tested each day before loading to make sure the safety devices are in proper working condition. Any tool found not in proper working order or that develops a defect shall be immediately removed from service, tagged out of service, and not used until properly repaired. Community civilian foot traffic Slips, Trips and Falls If access is provided to the community the Florida Heritage Trail must be kept free of loose material at all times. OSHA AWARENESS AND COMPLIANCE The Occupational Safety and Health Act of 1970 requires employers to provide a hazard-free workplace and comply with the occupational safety and health standards, rules, and regulations issued under the Act. Our Corporate Safety Director maintains current knowledge of Construction Safety Standards and advises the project manager, construction manager, superintendent and site supervisors of changes in the OSHA rules and regulations. S AFETY TRAINING All of Layne Heavy Civil’s new hires attend a detailed safety orientation program. Furthermore, once a year, all divisions in all geographic locations, provide safety training tailored to each division/location’s specific needs. Typical annual instruction includes training applicable to 3.e SAFETY AND HEALTH APPROACH STEP 2: RDBS CENTRAL BUSINESS DISTRICT LOW PRESSURE SEWER SYSTEM (LPSS) & WATER MAIN IMPROVEMENTS Page | 3.e- 10 Confined Space Entry, Excavations, Fall Protection, Hand and Power Tools, Hazard Communication, Scaffolding, Crane Awareness, Rigging Safety, Traffic Control, American Red Cross First Aid and CPR, Smith Driving Systems. In addition, at each job site we conduct monthly (or as project requires) scheduled and documented employee safety meetings by the safety coordinator, and/or site supervisor. The jobsite supervisor conducts weekly “Toolbox” or “Tailgate” meetings monitored by the project superintendent. Additional on-site training is conducted as needed by site, task or new equipment. In addition to the above training, Layne also uses the Hazard Identification Risk Assessment (HIRA) program for employees that perform field work. This program is divided into four steps: 1. Pause and Ask- am I prepared and qualified? 2. Consequence Thinking- think about the task and what could go wrong? 3. Hazard Management- what are the hazards and how can they reduced or eliminated? 4. Risk Management- what is the consequence and probability? Please also refer to the following link for more information regarding our safety program: www.laynesafety.com SECURITY P ROCEDURES Most of Layne’s work is conducted at public and/or privately owned facilities where the owner has established site-specific security protocol. It has been our practice to adopt and follow these site- specific procedures. Below is Layne’s standard Security Plan. L AYNE SECURITY PLAN Layne Heavy Civil, Inc. will implement the procedures and protocol outlined in this document in order to create and maintain a secure project area. The Site Superintendent will be responsible for implementing this plan 1. All visitors and subcontractors will be required to report to the Site Superintendent upon arrival to the jobsite. Layne employees will be instructed to ensure this happens. 2. All field offices and storage trailers will be kept locked during nonworking hours. The gate at the entrance of the access road will be kept closed and locked during nonworking hours. Only the Site Superintendent and Foreman level Layne employees will possess keys to these areas. Note that the gate contains additional locks for access to others beyond Layne’s control. 3. All vendor deliveries or pick-ups will be required to report to the Site Superintendent upon arrival to the jobsite. 4. The Site Superintendent r will be responsible for the proper storage, use, and security of project related materials and equipment. Valuable material that can be easily removed from the project site will be stored in a secure area. Keys will be removed from all equipment at the completion of the work day and will be stored in the field office. 3.e SAFETY AND HEALTH APPROACH STEP 2: RDBS CENTRAL BUSINESS DISTRICT LOW PRESSURE SEWER SYSTEM (LPSS) & WATER MAIN IMPROVEMENTS Page | 3.e- 11 5. Layne will comply with any jobsite work rules. Layne will ensure that their employees have a safe and secure project area to work in by making routine safety and security inspections. Badge reader locations will be determined by Site Superintendent and Miami Shores Village (the Villages) representative. 6. No proprietary information will be discussed via portable radios. Radios are used primarily as an aid to quickly relay information on the project site. 7. Layne will follow our Project Emergency Response Plan as described in our Written Safety Program and below and as required by the Village. The Site Superintendent’s field office will contain local emergency contact information. It will also contain the project site emergency plan. 8. Layne’s Site Manager will report any thefts, vandalism, or attempted break-ins to local authorities and to the Village. EMERGENCY P ROCEDURES As part of our security process, Layne will follow our project Emergency Response Plan as described in our Written Safety Program. A copy of our written safety program is available upon request for review and will be provided prior to mobilization. PROCESS TO AVOID S PILLS OF ANY C ONTAMINANTS BROUGHT ON TO THE PROJECT We do not foresee bringing in any contaminants onto the jobsite(s). Only equipment fuel will be transported daily in approved vendor supply trucks for our equipment. However, in the event it becomes necessary: 1. Any incident of over exposure or a spill of a hazardous chemical/substance shall be reported at once. 2. The Superintendent shall be responsible for proper emergency response actions. SUSTAINABILITY AS A C OMPANY Layne realizes the impacts that construction projects have on a community. In fact, our business revolves around protecting the environment. In recognition of our efforts and achievements, Layne made sustainability a company Core Value. We take great pride in “going green” in many ways from cutting waste, recycling and maintaining the environment for generations to come. As a business that has grown and evolved for more than a century, Layne understands sustainability. Our history is built upon it and our future depends on it. For more information on our company sustainability program, please visit: www.LayneSustainability.com. 3.e SAFETY AND HEALTH APPROACH STEP 2: RDBS CENTRAL BUSINESS DISTRICT LOW PRESSURE SEWER SYSTEM (LPSS) & WATER MAIN IMPROVEMENTS Page | 3.e- 12 SUBSTANCE ABUSE P OLICY Layne has one of the most comprehensive construction industry substance abuse programs. Beginning on July 1st 2011, Layne transitioned to Corporate Wellness, Inc. to manage our national medical surveillance, DOT certification and drug and alcohol screening programs. Corporate Wellness brings more than twenty years’ experience successfully managing nationwide occupational health programs. The program encompasses pre-employment, post-injury/accident, random, return-to-work and probable cause drug and alcohol testing. Layne has a “zero tolerance” attitude regarding drugs and alcohol in the workplace. Layne Heavy Civil, Inc.’s Substance Abuse Policy is available upon request. S AFETY STATISTICS Our corporate safety program has produced the following safety statistics: Table e.2 EMR Ratings Layne EMR Year EMR 2014 .69 2013 .83 2012 .88 2011 .93 2010 .79 SITE SPECIFIC HEALTH & SAFETY PLAN We identify below a draft Table of Contents for our Site Specific Health & Safety Plan. The Plan conforms to OSHA standards and includes primary safety considerations for this type of construction in South Florida. T ABLE OF CONTENTS FROM A TYPICAL SITE SAFETY PLAN 1.0 Introduction 1.1 Purpose 1.2 Modifications 1.3 Scope and Application 1.4 Approval and Dissemination 1.5 Responsibilities 1.5.1 Project Manager 1.5.2 Office Safety Manager 1.5.3 Site Safety Officer 1.5.4 Field Staff 3.e SAFETY AND HEALTH APPROACH STEP 2: RDBS CENTRAL BUSINESS DISTRICT LOW PRESSURE SEWER SYSTEM (LPSS) & WATER MAIN IMPROVEMENTS Page | 3.e- 13 1.5.5 Subcontractors 2.0 Site History/Description 3.0 Scope of Work 4.0 Hazard Assessment 4.1 Chemical Hazards 4.1.1 Petroleum Hydrocarbons 4.1.2 Chlorinated Solvents 4.1.3 Pesticides/Herbicides 4.1.4 Other Chemical Hazards 4.1.5 Hazardous Substances Brought On-Site 4.2 Hazard Assessment/Control 4.2.1 Hazard Assessment 4.2.2 Hazard Control 5.0 Physical Hazards 5.1 Utility Hazards 5.1.1 Underground Utilities; for additional information see SH&E SOP 726. 5.1.2 Overhead Utilities are referenced in SH&E SOP 727, Overhead Electric Lines 5.2 Heavy Equipment; see SH&E SOP 710, Heavy Equipment Operations 5.3 Excavation Hazards; see SH&E SOP 714, Excavation and Trenching 5.4 Drilling Hazards; see SH&E SOP 716, Drilling and Boring 5.4.1 Conventional Drilling 5.4.2 Geoprobe™ Hazards 5.5 Rigging Hazards; see SH&E SOP 717, Cranes, Lifting Devices & Rigging 5.6 Noise; see SH&E SOP 113, Hearing Conservation 5.7 Flammability Hazards 5.8 Electrical Hazards; see SH&E SOP 601, General Electrical Safety 5.9 Thermal Stress 5.9.1 Heat Stress; see SH&E SOP 616 Heat Stress Prevention Program 5.9.2 Cold Stress; see SH&E SOP 615, Cold Stress Prevention Program 5.10 Slips, Trips and Fall Hazards; see SH&E SOP 114, General Housekeeping 5.11 Back Safety; see SH&E SOP 607, Manual Lifting 5.12 Confined Space Entry; see SH&E SOP 713, Confined Spaces 5.13 Other Physical Hazards; see SH&E SOP 603, Scaffolding; and SOP 604, Stairways and Ladders 5.13.1 Scaffolding 5.13.2 Ladders 5.13.3 Onsite driving 6.0 Biological Hazards; see SH&E SOP 509 6.1 Inclement Weather 6.2 Sun Exposure 6.3 Water Hazards; see SH&E SOP 718, Marine Operations/Working over Water 6.3.1 Working from the Banks of a Water Body 6.3.2 Waterborne Diseases 6.4 Poison Ivy/Poison Oak 6.5 Snakes 6.6 Insect Bites and Stings 6.6.1 Mosquitoes 6.6.2 Ticks 6.6.3 Spiders and Scorpions 3.e SAFETY AND HEALTH APPROACH STEP 2: RDBS CENTRAL BUSINESS DISTRICT LOW PRESSURE SEWER SYSTEM (LPSS) & WATER MAIN IMPROVEMENTS Page | 3.e- 14 6.6.4 Bees and Wasps 6.6.5 Others 6.7 Rabid Animals 6.8 Clearing and Grubbing Hazards 6.8.1 Hand Tools 6.8.2 Machete Use 6.8.3 Use of Weed Whips 6.8.4 Chain Saws 6.8.5 Felling Trees Manually 6.8.6 Chipping Operations 6.9 Other Biological Hazards 6.9.1 Alligators 6.9.2 Panthers 6.9.3 Bobcats 6.9.4 Pythons 7.0 Air Monitoring 8.0 Personal Protective Equipment 8.1 Protective Clothing 8.2 Respiratory Protection 8.3 Other Safety Equipment 9.0 General Site Safety Practices 10.0 Decontamination 11.0 Medical and Training Requirements 11.1 Medical Surveillance 11.2 Site Safety Meetings 12.0 Emergency Response 12.1 Action Plan per SH&E SOP 112: 12.1.1 Employee Training 12.1.2 Alarm System/Emergency Signals 12.1.3 Escape Routes and Procedures 12.1.4 Rescue and Medical Duty Assignments 12.1.5 Designation of Responsible Parties 12.1.6 Employee Accounting Method 12.2 Important Phone Numbers 12.3 Accident Investigations and Reporting 13.0 Hospital Map Attachments: 1 HASP Receipt and Acceptance Form 2 Job Safety Analysis Form 3 Tailgate Safety Briefing Attendance Form 4 Incident Reporting 3.F OPERATIONS AND MAINTENANCE CONSIDERATIONS STEP 2: RDBS CENTRAL BUSINESS DISTRICT LOW PRESSURE SEWER SYSTEM (LPSS) & WATER MAIN IMPROVEMENTS OPERATIONS AND MAINTENANCE CONSIDERATIONS 3.f OPERATIONS AND MAINTENANCE CONSIDERATIONS STEP 2: RDBS CENTRAL BUSINESS DISTRICT LOW PRESSURE SEWER SYSTEM (LPSS) & WATER MAIN IMPROVEMENTS | 3.f- 1 Page OPERATIONS AND M AINTENANCE Layne will coordinate, manage, and conduct all required O&M training with the intent of providing a comprehensive understanding of operation and maintenance, functionality, and process variables for process components. In addition to utilizing equipment manufacturer representatives for training, we will draw from our firm’s deep base of operations and maintenance experience and provide a dedicated trainer to support training of Village personnel. Layne and equipment vendor representatives will provide training with a focus on key tasks, as documented in Table f.1 below. Table f.1 Table f.1 Layne – Training Approach Key Tasks Provider(s) Description Coordination Layne Coordination of training sessions with O&M personnel and vendor(s) Facility Specific Equipment Training Layne and Vendor(s) Overview of equipment operation and maintenance with classroom; comprehensive overview of process equipment operation as it applies to the facility with hands-on training, setting operating ranges, adjusting equipment, tuning process control loops and performing calibration checks PROJECT CLOSE-OUT In order to transfer care, custody and control of equipment and systems installed by the construction contractor(s), the following pre-start-up procedures, at a minimum, will take place prior to the Final Acceptance of Work for each scoped system, as appropriate and applicable: required testing, flushing, and disinfecting of appropriate systems have been performed, witnessed and accepted, and documented; required lubrication has been installed, verified, and documented; electrical equipment has been tested; wiring and termination checks have been performed and documented; instrumentation has been bench checked, calibrated by qualified technicians and documented for each instrument; maintenance and storage documentation has been verified; preliminary checks, pre-commissioning activities and QA/QC checklists on equipment have been performed and documented, this includes required inspections by vendor’s representatives, Building Department Permit Inspectors, etc.; alignments have been performed, witnessed and documented; construction equipment and materials (i.e. chain blocks, temporary pipe hangers, etc.) and all debris have been removed from the system area; Lock-out/Tag-out procedures and implementation is in effect, allowing for a safe condition to exist for the system to be accepted with no danger to craftsmen or operators performing work on incomplete systems; accurate “red -lined as-built drawings” have been distributed with the system turnover package. SYSTEM ACCESS FOR MIAMI SHORES VILLAGE AND MIAMI-DADE WASD Final system and facility will comply with Miami-Dade WASD Standards and Specifications and meet the objectives of the Design-Build Criteria. The submersible pump station will have hatches designed for an H-20 live load and sized according to pump manufacturer's recommendations. At the pump station, Layne proposes a 25-feet long by 12-feet wide paved driveway, which will provide access to clean, maintain and inspect all structures, wet well, dry well, valve pit, emergency generator and fuel tank. The low pressure grinder stations will be strategically located to facilitate access and maintenance by Village staff. 3.G PROJECT SCHEDULE APPROACH AND PROJECT SCHEDULE STEP 2: RDBS CENTRAL BUSINESS DISTRICT LOW PRESSURE SEWER SYSTEM (LPSS) & WATER MAIN IMPROVEMENTS PROJECT SCHEDULE APPROACH AND PROJECT SCHEDULE 3.g PROJECT SCHEDULE APPROACH STEP 2: RDBS CENTRAL BUSINESS DISTRICT LOW PRESSURE SEWER SYSTEM (LPSS) & WATER MAIN IMPROVEMENTS Page | 3.g- 1 PROJECT SCHEDULE SCHEDULE DISCUSSION The Layne Team is committed to meeting the implementation deadline including design, construction activities, commissioning and conversion of services milestones. On the following pages in this Section, we include a Master Project Schedule. Based on our evaluation, we can beat the required contract schedule by a few weeks. Due to the complexity of the project and the interdependency of the task items, we used Primavera Project Planner version 6 to create the Master Project Schedule which is a Critical Path Method (CPM) schedule which establishes the sequence and duration of task items. Layne will maintain and update the Master Project Schedule in the Project Management Program throughout the duration of the project. The Schedule will include each major phase of the Design- Build process, such as engineering, construction, service conversions, and start-up/commissioning with associated activities and milestones. At internal Layne Team meetings we will review project progress against critical path milestones, coordinate tasks with discipline interdependency, and stress the importance of being timely. We have also indicated Miami Shores Village (the Village) design review periods for the 30%, 60% and Final reviews of each Phase of design. Our Schedule includes all proposed major activities for completing the Project, including ordering and delivery of materials requiring long le ad times. We have also highlighted those dates when governmental or regulatory approvals are required. The Program Manager will monitor project progress on a weekly basis and will review the schedule with the Village at each progress meeting. If we identify slippage in the schedule, we will prepare a Recovery Plan for discussion and will implement measures to re-establish the schedule. Available measures including additional labor or extended hours are potential methods available to recover the schedule. Layne will schedule and conduct design review meetings at two week intervals during the design and permitting phase of the project. The intent of the meetings is for Layne to present to the Village the status of individual design packages, including design advancement from previous meetings. These meetings will enable the Village to review the progress of design and Layne to report deviations, if any, from the Preliminary Design. Layne has also included in the schedule the Village provision of thirty days for testing and certification (such as for example, flushing, pressure testing, chlorination, sampling and testing). SCHEDULE IMPACT RISK AND CPM In our Master Project Schedule, we identified the activities on the Critical Path. Schedule impact risks arise from factors such as weather, governmental regulatory changes, and review delays by either the Village or other agencies. The Layne Team will pay particular attention to activities on the Critical Path and will immediately implement measures necessary to prevent adverse impacts to the Critical Plath milestone dates. 3.g PROJECT SCHEDULE APPROACH STEP 2: RDBS CENTRAL BUSINESS DISTRICT LOW PRESSURE SEWER SYSTEM (LPSS) & WATER MAIN IMPROVEMENTS Page | 3.g- 2 RESOURCE LOADING Layne developed the Project Schedule and our Bid Proposal utilizing our comprehensive knowledge and years of experience in building these type of projects. We are confident that we have planned accurately to provide adequate design capacity, permitting timeframes and resources, construction equipment and labor, procurement lead times, private property work and commissioning activities. We plan using at least two (2) construction crews to execute this project. Each crew will have responsibilities divided into manageable work packages. The Layne Team has the manpower and equipment to meet your rigorous schedule and budget constraints and to deliver a successful design-build project. Please see the following pages for our Project Schedule. Ac t i v i t y I D Ac t i v i t y N a m e Du r a t i o n St a r t Fi n i s h To t a l Fl o a t Wo r k W e e k Pr e d e c e s s o r s C e n t r a l B u i s i n e s Ce n t r a l B u i s i n e s s D i s t r i c t ; L P S S 31 4 07 - O c t - 1 4 18 - D e c - 1 5 12 2 Ge n e r a l R e q u i r e G e n e r a l R e q u i r e m e n t s & P r o j e c t M i l e s t o n e s 43 8 07 - O c t - 1 4 18 - D e c - 1 5 17 2 M1 0 0 0 Vi l l a g e A p p r o v a l 0 07 - O c t - 1 4 0 7- d a y M1 0 1 0 Ne g o t i a t i o n / C o n t r a c t 10 07 - O c t - 1 4 16 - O c t - 1 4 0 7- d a y M1 0 0 0 M1 0 3 0 No t i c e t o P r o c e e d 0 17 - O c t - 1 4 * 0 7- d a y M1 0 1 0 M1 0 4 0 De s i g n & P e r m i t t i n g C o m p l e t e ( C o n t r a c t 1 2 0 D a y s , 0 3 - F e b 0 23 - F e b - 1 5 * 0 7- d a y D P 1 1 1 0 M1 0 6 0 O w n e r S e c u r e s P r i v a t e E a s e m e n t s 90 02 - D e c - 1 4 02 - M a r - 1 5 38 1 7- d a y M1 0 3 0 , D P 1 0 4 0 M1 0 8 0 Su b s t a n t i a l C o m p l e t i o n ( C o n t r a c t 5 7 0 D a y s , 0 8 - M a y - 1 6 ) 0 18 - N o v - 1 5 17 2 7- d a y CX 1 0 1 0 , C X 1 0 7 0 , CX 2 0 1 0 , C X 2 0 7 0 M1 0 9 0 Fi n a l C o m p l e t i o n ( C o n t r a c t 6 0 0 D a y s , 0 7 - J u n - 1 6 ) 0 18 - D e c - 1 5 17 2 7- d a y CX 1 1 3 0 , M 1 0 8 0 , CX 2 0 8 0 , C X 3 0 1 0 De s i g n a n d P e r De s i g n a n d P e r m i t t i n g P h a s e 12 5 17 - O c t - 1 4 10 - A p r - 1 5 20 6 In v e s t i g a t i o n s In v e s t i g a t i o n s 30 18 - O c t - 1 4 16 - N o v - 1 4 2 I1 0 2 0 Ge o t e c h i n v e s t i g a t i o n 14 18 - O c t - 1 4 31 - O c t - 1 4 2 7- d a y M1 0 3 0 I1 0 4 0 Su r v e y 25 18 - O c t - 1 4 11 - N o v - 1 4 2 7- d a y M1 0 3 0 I1 0 6 0 Pr e l i m i n a r y S i t e I n v e s t i g a t i o n 30 18 - O c t - 1 4 16 - N o v - 1 4 2 7- d a y M1 0 3 0 , I 1 0 4 0 , I1 0 2 0 De s i g n P h a s e De s i g n P h a s e 91 17 - O c t - 1 4 23 - F e b - 1 5 0 DP 1 0 2 0 30 % D e s i g n 22 17 - O c t - 1 4 18 - N o v - 1 4 0 5- D a y M1 0 3 0 DP 1 0 4 0 30 % D e s i g n R e v i e w 10 18 - N o v - 1 4 02 - D e c - 1 4 0 5- D a y DP 1 0 2 0 DP 1 0 5 0 60 % D e s i g n 15 18 - N o v - 1 4 09 - D e c - 1 4 0 5- D a y DP 1 0 4 0 , I 1 0 6 0 DP 1 0 7 0 60 % D e s i g n R e v i e w 10 09 - D e c - 1 4 23 - D e c - 1 4 0 5- D a y DP 1 0 5 0 DP 1 0 8 0 Fi n a l D e s i g n 10 22 - J a n - 1 5 05 - F e b - 1 5 0 5- D a y DP 1 0 7 0 , PM T 1 0 1 0 , PM T 1 0 2 0 , PM T 1 0 3 0 DP 1 1 0 0 Fi n a l D e s i g n R e v i e w 10 05 - F e b - 1 5 19 - F e b - 1 5 0 5- D a y DP 1 0 8 0 D P 1 1 1 0 Is s u e C o n s t r u c t i o n P l a n s 2 19 - F e b - 1 5 23 - F e b - 1 5 0 DP 1 1 0 0 Pe r m i t t i n g Pe r m i t t i n g 10 8 23 - D e c - 1 4 10 - A p r - 1 5 29 0 PM T 1 0 0 0 Mi a m i D a d e - W A S D R e v i e w & A p p r o v a l 60 23 - D e c - 1 4 21 - F e b - 1 5 10 7- d a y DP 1 0 7 0 PM T 1 0 1 0 Mi a m i D a d e D O H P e r m i t t i n g 30 23 - D e c - 1 4 22 - J a n - 1 5 0 7- d a y DP 1 0 7 0 PM T 1 0 2 0 RE R P e r m i t t i n g 20 23 - D e c - 1 4 12 - J a n - 1 5 10 7- d a y PM T 1 0 0 0 PM T 1 0 3 0 SF W M D P e r m i t t i n g 20 23 - D e c - 1 4 12 - J a n - 1 5 10 7- d a y PM T 1 0 0 0 PM T 1 0 4 0 Mi a m i D a d e P u b l i c W o r k s P e r m i t t i n g 20 23 - D e c - 1 4 12 - J a n - 1 5 10 7- d a y PM T 1 0 0 0 PM T 1 0 6 0 Mi a m i D a d e F i r e D e p a r t m e n t P e r m i t t i n g 20 23 - D e c - 1 4 12 - J a n - 1 5 10 7- d a y PM T 1 0 0 0 PM T 1 0 7 0 Mi a m i S h o r e s V i l l a g e - B u i l d i n g P e r m i t s 50 19 - F e b - 1 5 10 - A p r - 1 5 29 0 7- d a y D P 1 1 1 0 Pr e - C o n s t r u c t i o Pr e - C o n s t r u c t i o n 14 23 - F e b - 1 5 12 - M a r - 1 5 15 9 CX 0 9 0 0 Mo b i l i z a t i o n 5 23 - F e b - 1 5 02 - M a r - 1 5 12 2 5- D a y D P 1 1 1 0 P1 0 1 0 Sh o p D r a w i n g s a n d E a r l y P r o c u r e m e n t 14 23 - F e b - 1 5 12 - M a r - 1 5 15 9 5- D a y PM T 1 0 0 0 Co n s t r u c t i o n P Co n s t r u c t i o n P h a s e 20 9 02 - M a r - 1 5 18 - D e c - 1 5 12 2 Wa t e r M a i n a n d L Wa t e r M a i n a n d L o w P r e s s u r e 19 2 02 - M a r - 1 5 25 - N o v - 1 5 13 9 CX 1 0 0 0 Es t a b l i s h a n d M a i n t a i n T r a f f i c C o n t r o l a n d S a f e t y 14 0 02 - M a r - 1 5 14 - S e p - 1 5 12 2 5- D a y CX 0 9 0 0 CX 1 0 1 0 In s t a l l 1 2 " W M a n d S e r v i c e 60 09 - M a r - 1 5 01 - J u n - 1 5 12 2 5- D a y CX 1 0 0 0 , D P 1 1 0 0 , P1 0 1 0 , D P 1 1 1 0 Se p Oc t No v De c JanFebMarAprMayJunJulAugSepOctNovDecJan20152016 18-Dec 18-Dec Vi l l a g e A p p r o v a l Ne g o t i a t i o n / C o n t r a c t No t i c e t o P r o c e e d Design & Permitting Complete (Contract 120 Days, 03-Feb-15)Owner Secures Private Easements Substantial Com Final C 10-Apr-15, Design and Permitting Phase 16 - N o v - 1 4 , I n v e s t i g a t i o n s G e o t e c h i n v e s t i g a t i o n Su r v e y Pr e l i m i n a r y S i t e I n v e s t i g a t i o n 23-Feb-15, Design Phase 30 % D e s i g n 30 % D e s i g n R e v i e w 60 % D e s i g n 60 % D e s i g n R e v i e w Final Design Final Design Review Issue Construction Plans 10-Apr-15, Permitting Miami Dade-WASD Review & Approval Miami Dade DOH Permitting RER Permitting SFWMD Permitting Miami Dade Public Works Permitting Miami Dade Fire Department Permitting Miami Shores Village -Building Permits 12-Mar-15, Pre-Construction Mobilization Shop Drawings and Early Procurement 18-Dec 25-Nov-15, W Establish and Maintain Traffic Con Install 12" WM and Service La y n e M i a m i S h o r e s P r o p o s a l M i a m i S h o r e s V i l l a g e - C e n t r a l B u i s i n e s s D i s t r i c t ; L P S S 23-Sep-14 09:29 Re m a i n i n g W o r k Ac t u a l W o r k C r i t i c a l R e m a i n i n g W o r k Mi l e s t o n e Su m m a r y Pa g e 1 o f 2 TA S K f i l t e r : A l l A c t i v i t i e s © Primavera Systems, Inc. Ac t i v i t y I D Ac t i v i t y N a m e Du r a t i o n St a r t Fi n i s h To t a l Fl o a t Wo r k W e e k Pr e d e c e s s o r s CX 1 0 2 0 Pr e s s u r e a n d B a c - T T e s t i n g 30 01 - J u n - 1 5 13 - J u l - 1 5 12 2 5- D a y CX 1 0 1 0 CX 1 0 3 0 Ac c e p t a n c e b y M i a m i D a d e W A S D 14 13 - J u l - 1 5 31 - J u l - 1 5 12 2 5- D a y CX 1 0 2 0 CX 1 0 4 0 Tr a n s f e r W a t e r S e r v i c e s 14 31 - J u l - 1 5 20 - A u g - 1 5 12 2 5- D a y CX 1 0 3 0 CX 1 0 5 0 In s t a l l L o w P r e s s u r e F o r c e M a i n s i n A l l e y w a y s 45 20 - A u g - 1 5 22 - O c t - 1 5 12 2 5- D a y CX 1 0 4 0 CX 1 0 6 0 In s t a l l L o w P r e s s u r e G r i n d e r S t a t i o n s ( R e q u i r e s Ea s e m e n t s ) 24 06 - O c t - 1 5 09 - N o v - 1 5 12 2 5- D a y CX 1 0 0 0 , M 1 0 6 0 , CX 1 0 5 0 CX 1 0 7 0 Pa v e m e n t R e s t o r a t i o n 7 09 - N o v - 1 5 18 - N o v - 1 5 12 2 5- D a y CX 1 0 5 0 , C X 1 0 6 0 , CX 1 0 4 0 CX 1 1 3 0 Cl e a n u p a n d R e s t o r a t i o n 7 16 - N o v - 1 5 25 - N o v - 1 5 13 9 5- D a y CX 1 0 7 0 R e g i o n a l P u m p S R e g i o n a l P u m p S t a t i o n a n d F o r c e M a i n 10 7 02 - M a r - 1 5 29 - J u l - 1 5 22 4 CX 2 0 0 0 Es t a b l i s h a n d M a i n t a i n T r a f f i c C o n t r o l a n d S a f e t y 10 5 02 - M a r - 1 5 27 - J u l - 1 5 22 6 5- D a y CX 0 9 0 0 CX 2 0 1 0 Cl e a r S i t e 3 09 - M a r - 1 5 12 - M a r - 1 5 22 8 5- D a y CX 2 0 0 0 CX 2 0 2 0 In s t a l l P u m p S t a t i o n 45 13 - A p r - 1 5 12 - J u n - 1 5 20 7 5- D a y PM T 1 0 7 0 , CX 2 0 1 0 , P 1 0 1 0 , DP 1 1 0 0 , D P 1 1 1 0 CX 2 0 3 0 In s t a l l F o r c e M a i n 35 09 - M a r - 1 5 27 - A p r - 1 5 24 0 5- D a y CX 2 0 0 0 CX 2 0 4 0 Pr e s s u r e T e s t F o r c e M a i n 1 27 - A p r - 1 5 28 - A p r - 1 5 24 0 5- D a y CX 2 0 3 0 CX 2 0 5 0 QA / Q C T e s t i n g a n d S t a r t - U p 7 15 - J u n - 1 5 23 - J u n - 1 5 20 7 5- D a y CX 2 0 4 0 , C X 2 0 2 0 CX 2 0 6 0 Ac c e p t a n c e b y M i a m i D a d e W A S D 14 24 - J u n - 1 5 13 - J u l - 1 5 20 7 5- D a y CX 2 0 5 0 CX 2 0 7 0 Pa v e m e n t R e s t o r a t i o n 7 14 - J u l - 1 5 22 - J u l - 1 5 20 7 5- D a y CX 2 0 6 0 CX 2 0 8 0 Cl e a n u p a n d R e s t o r a t i o n 7 21 - J u l - 1 5 29 - J u l - 1 5 22 4 5- D a y CX 2 0 7 0 Pr o j e c t C l o s e o u t Pr o j e c t C l o s e o u t 22 18 - N o v - 1 5 18 - D e c - 1 5 12 2 CX 3 0 0 0 Pa v e m e n t M a r k i n g s 10 18 - N o v - 1 5 02 - D e c - 1 5 12 4 5- D a y CX 1 0 7 0 , C X 2 0 7 0 CX 3 0 1 0 RO W P u n c h L i s t a n d C l o s e o u t 30 18 - N o v - 1 5 18 - D e c - 1 5 17 2 7- d a y M1 0 8 0 , C X 3 0 0 0 Se p Oc t No v De c JanFebMarAprMayJunJulAugSepOctNovDecJan20152016 Pressure and Bac-T Testing Acceptance by Miami Dade WASD Transfer Water Services Install Low Pressure Fo Install Low Pressu Pavement Rest Cleanup and 29-Jul-15, Regional Pump Station and Force Ma Establish and Maintain Traffic Control and Safety Clear Site Install Pump Station Install Force Main Pressure Test Force Main QA/QC Testing and Start-Up Acceptance by Miami Dade WASD Pavement Restoration Cleanup and Restoration 18-Dec Pavement M ROW P La y n e M i a m i S h o r e s P r o p o s a l M i a m i S h o r e s V i l l a g e - C e n t r a l B u i s i n e s s D i s t r i c t ; L P S S 23-Sep-14 09:29 Re m a i n i n g W o r k Ac t u a l W o r k C r i t i c a l R e m a i n i n g W o r k Mi l e s t o n e Su m m a r y Pa g e 2 o f 2 TA S K f i l t e r : A l l A c t i v i t i e s © Primavera Systems, Inc. 3.H DRAWINGS/PLANS AND SPECIFICATIONS STEP 2: RDBS CENTRAL BUSINESS DISTRICT LOW PRESSURE SEWER SYSTEM (LPSS) & WATER MAIN IMPROVEMENTS DRAWINGS/PLANS AND SPECIFICATIONS ENCLOSED SEPARATELY 4. ALTERNATE TECHNICAL PROPOSAL STEP 2: RDBS CENTRAL BUSINESS DISTRICT LOW PRESSURE SEWER SYSTEM (LPSS) & WATER MAIN IMPROVEMENTS ALTERNATE PROPOSAL NARRATIVE The Layne Team submits an alternate proposal for installing the 8-inch HDPE force main by directional drilling instead of an 8-inch DIP force main by traditional open-cut method (RDBS Section 1.2 and Design Criteria package Preliminary Plans C-03 to C-09). This alternative would not impose a schedule delay; in fact, it will expedite the force main installation schedule. It will meet the requirements of the Design Criteria and MD WASD Technical Specification 15080. Please refer to the enclosed copy on the following pages. This approach would significantly reduce the amount of surface disruption and impact to adjacent property owners. An additional benefit is the reduction on dust and noise to the neighborhood. It would avoid any major traffic impacts along the proposed alignment. During installation, property owners and businesses are not interrupted. Directional drilling has a predictable and shorter construction schedule. The technology makes it possible to change the borehole alignment and elevation to avoid intersecting existing utilities and other underground obstacles. Enclosed please find conceptual plans for the alternate installation method. Page | 2- 1 MDWASD 1/1999 15080 - 1 R-1 SECTION 15080 HORIZONTAL DIRECTIONAL DRILLING PART 1 - G ENERAL 1.01 SCOPE OF W ORK A.The work specified in this section consists of furnishing and installing underground utilities using the horizontal directional drilling method of installation, also commonly referred to as directional boring or guided horizontal boring. This work shall include all services, equipment, materials, and labor for the complete and proper installation, testing, restoration of underground utilities and environmental protection and restoration. 1.02 RELATED SECTIONS A.Section 15060 - Piping and Fittings B.Section 15070 - Jacking and Boring 1.03 SUBMITTALS A.The Contractor shall furnish the Engineer of Record with five copies of his site surface and sub-surface (soil borings) examination data prior to starting work. The Engineer of Record and the governing authority will analyze this information in conjunction with the equipment and methods specified below to see if any changes are required. However, no changes will be permitted unless specifically authorized in writing by the Engineer of Record and the governing authority. B.W ork Plan: Prior to beginning work, the Contractor must submit to the Engineer of Record a work plan detailing the procedure and schedule to be used to execute the project. The work plan should include a description of all equipment to be used, down-hole tools, a list of personnel and their qualifications and experience (including back-up personnel in the event that an individual is unavailable), list of subcontractors, a schedule of work activity, a safety plan (including MSDS of any potentially hazardous substances to be used), traffic control plan (if applicable), an environmental protection plan and contingency plans for possible problems. W ork plan should be comprehensive, realistic and based on actual working conditions for this particular project. Plan should document the thoughtful planning required to successfully complete the project. C.Equipment: Contractor shall submit specifications on directional drilling equipment. Equipment shall include but not be limited to: drilling rig, mud system, mud motors (if applicable), down- hole tools, guidance system, rig safety systems. Calibration records for guidance equipment shall be included. Specifications for any drilling fluid additives that Contractor intends to use or might use shall be submitted. D.Material: Specifications on material to be used shall be submitted to Engineer of Record. Material shall include the pipe, fittings and any other item which is to be an installed component of the project. MDWASD 1/1999 15080 - 2 R-1 E.The Contractor shall furnish the Engineer of Record with copies of his site surface and sub- surface (soil borings) examination data prior to starting work. The Engineer of Record will analyze this information in conjunction with the equipment and methods specified below to see if any changes are required. However, no changes will be permitted unless specifically authorized in writing by the Engineer of Record. F.The Contractor shall perform directional drilling in accordance with an approved drilling method. The drilling method and sequencing of the drill shall be submitted by the Contractor at the scheduled pre-construction meeting. The Contractor shall also submit, for approval, the proposed layout drawing, drilling method, along with his proposed crossing(s) configuration, including entry and exit angles, radius of curvature, and entry and exit points. 1.04 QUALITY ASSURANCE A.All work performed within the right-of-ways of Florida Department of Transportation (FDOT), South Florida W ater Management District, railroad company or other governing agencies' right-of-ways shall comply with all requirements and conditions of the governing authority, permit requirements and all requirements and conditions of these specifications. B.The requirements set forth in this document specify a wide range of procedural precautions necessary to insure that the very basic, essential aspects of a proper directional bore installation are adequately controlled. Strict adherence shall be required under specifically covered conditions outlined in this specification. Adherence to the specifications contained herein, or the Engineer of Record's approval of any aspect of any directional bore operation covered by this specification, shall in no way relieve the Contractor of their ultimate responsibility for the satisfactory completion of the work authorized under the project. C.The Contractor shall haul, string, weld, coat field joints and hydrostatically test the pipeline sections. X-ray services shall be provided for all welds. The Contractor shall provide adequate security and shall be responsible for the integrity of the pipe section until after the pullback and final test of the pipeline. D.The Contractor shall assume all responsibilities for its permittee while complying with all FDOT; railroad company, where applicable, and governing authority requirements having jurisdiction over their work. The Department reserves the right to enforce any and all requirements. PART 2 - PRODUCTS 2.01 GENERAL EQUIPMENT A.The directional drilling equipment shall consist of a directional drilling rig of sufficient capacity to perform the bore and pullback the pipe, a drilling fluid mixing, delivery and recovery system of sufficient capacity to successfully complete the crossing, a drilling fluid recycling system to remove solids from the drilling fluid so that the fluid can be re-used, a guidance system to accurately guide boring operations, a vacuum truck of sufficient capacity to handle the drilling fluid volume, trained and competent personnel to operate the system. All equipment shall be in good, safe operating condition with sufficient supplies, materials and spare parts on hand MDWASD 1/1999 15080 - 3 R-1 to maintain the system in good working order for the duration of this project. 2.02 DRILLING SYSTEM A.Drilling Rig: The directional drilling machine shall consist of a hydraulically powered system to rotate, push and pull hollow drill pipe into the ground at a variable angle while delivering a pressurized fluid mixture to a guidable drill (bore) head. The machine shall be anchored to the ground to withstand the pulling, pushing and rotating pressure required to complete the crossing. The hydraulic power system shall be self-contained with sufficient pressure and volume to power drilling operations. Hydraulic system shall be free of leaks. Rig shall have a system to monitor and record maximum pull-back pressure during pull-back operations. The rig shall be grounded during drilling and pull-back operations. There shall be a system to detect electrical current from the drill string and an audible alarm which automatically sounds when an electrical current is detected. B.Drill Head: The drill head shall be steerable by changing it's rotation and shall provide the necessary cuffing surfaces and drilling fluid jets. C.Mud Motors (if required): Mud motors shall be of adequate power to turn the required drilling tools. D.Drill Pipe: Shall be constructed of high quality 4130 seamless tubing, grade D or better, with threaded box and pins. Tool joints should be hardened to 32-36 RC. 2.03 GUIDANCE SYSTEM A.A Magnetic Guidance System (MGS) or proven gyroscopic system shall be used to provide a continuous and accurate determination of the location of the drill head during the drilling operation. The guidance shall be capable of tracking at all depths up to one hundred feet and in any soil condition, including hard rock. It shall enable the driller to guide the drill head by providing immediate information on the tool face, azimuth (horizontal direction), and inclination (vertical direction). The guidance system shall be accurate to + 2 percent of the vertical depth of the borehole at sensing position at depths up to one hundred feet and accurate within 1.5 meters horizontally. B.The Guidance System shall be of a proven type and shall be operated by personnel trained and experienced with this system. The Operator shall be aware of any magnetic anomalies on the surface of the drill path and shall consider such influences in the operation of the guidance system if using a magnetic system. 2.04 DRILLING FLUID (MUD) SYSTEM A.Mixing System: A self-contained, closed, drilling fluid mixing system shall be of sufficient size to mix and deliver drilling fluid. Mixing system shall continually agitate the drilling fluid during drilling operations. B.Drilling Fluids: Drilling fluid shall be composed of clean water and appropriate clay additives. W ater shall be from an authorized source with a pH of 8.5 - 10. W ater of a lower pH or with excessive calcium shall be treated with the appropriate amount of sodium carbonate or equal. MDWASD 1/1999 15080 - 4 R-1 The water and additives shall be mixed thoroughly and be absent of any clumps or clods. No potentially hazardous material may be used in drilling fluid. C.Delivery System: The mud pumping system shall have adequate capacity of required throughout the project and be capable of delivering the drilling fluid at a constant pressure. The delivery system shall have filters in-line to prevent solids from being pumped into the drill pipe. Connections between the pump and drill pipe shall be relatively leak-free. Used drilling fluid and drilling fluid spilled during drilling operations shall be contained and conveyed to the drilling fluid recycling system. A berm, minimum of 12 inches high, shall be maintained around drill rigs, drilling fluid mixing system, entry and exit pits and drilling fluid recycling system to prevent spills into the surrounding environment. Pumps and or vacuum truck(s) of sufficient size shall be in place to convey excess drilling fluid from containment areas to storage and recycling facilities. D.Drilling Fluid Recycling System: The drilling fluid recycling system shall separate sand, dirt and other solids from the drilling fluid to render the drilling fluid re-usable. Spoils separated from the drilling fluid shall be stockpiled for later use or disposal. 2.05 OTHER EQUIPMENT A.Pipe Rollers: Pipe rollers shall be of sufficient size to fully support the weight of the pipe while being hydro-tested and during pull-back operations. Sufficient number of rollers shall used to prevent excess sagging of pipe. B.Pipe Rammers: Hydraulic or pneumatic pipe rammers may only be used if necessary and with the authorization of Engineer. C.Restrictions: Other devices or utility placement systems for providing horizontal thrust other than those previously defined in the preceding sections shall not be used unless approved by the Engineer prior to commencement of the work. Consideration for approval will be made on an individual basis for each specified location. The proposed device or system will be evaluated prior to approval or rejection on its potential ability to complete the utility placement satisfactorily without undue stoppage and to maintain line and grade within the tolerances prescribed by the particular conditions of the project. 2.06 PIPE AND FITTINGS - HIGH DENSITY POLYETHYLENE (HDPE) A.High density polyethylene (HDPE) pipe used in directional drilling shall be as specified herein. B.Smooth wall high density polyethylene (HDPE) liner pipe shall be a Type III, Class C, Category 5, Grade P 34; PE 3408; as defined in ASTM D1248. Minimum cell classification, as given by ASTM 3350, shall be PE 335434C. Pipe shall meet the standards of ASTM F714, as modified herein, including the "Governmental/Military Procurement" sections. Minimum hydrostatic design basis shall be 1600 psi. In all cases, hydrostatic design basis and pressure rating shall be as determined using the methods of ASTM F714. Pipe of this type shall be butt-fusion welded at joints. All welding of joints shall be in strict conformity with the recommendations of the pipe manufacturer and performed by a firm or individual recommended in writing by the manufacturer. C.As a part of the shop drawing submittals, the Contractor shall furnish, sign by a Florida MDWASD 1/1999 15080 - 5 R-1 Registered Engineer, all calculations to determined, the pipe thickness, SDR rating, allowable stresses, in accordance with ASME B31.8, Table A842.22 and recommended coating, as required by the manufacturer. PART 3 - EXECUTION 3.01 GENERAL A.The installation shall be coordinated with the railroad companies, FDOT, municipality in which the job is to be performed, Florida Department of Transportation (FDOT), Florida Department of Environmental Protection (FDEP), Dade County Department of Environmental Resources Management (DERM), Army Corps of Engineers or agency having jurisdiction over the work. The Contractor shall not begin work until he has received permission from the Department and the governing authority to do so. In the event railroad companies, FDOT or governing agency require payment for any services rendered, including services required due to around-the-clock construction, the costs shall be borne by the Contractor. B.The Contractor shall obtain all necessary permits required for around-the clock operation from the various agencies having jurisdiction over the work area, if he intends to schedule work as such. Additionally, the Contractor shall furnish and install temporary noise barriers as required to comply with noise ordinances of the various agencies having jurisdiction over the work area. 3.02 PERSONNEL REQUIREMENTS A.All personnel shall be fully trained in their respective duties as part of the directional drilling crew and in safety. Each person must have at least 3 years directional drilling experience. A responsible representative who is thoroughly familiar with the equipment and type work to be performed, must be in direct charge and control of the operation at all times. In all cases the supervisor must be continually present at the job site during the actual Directional Bore operation. The Contractor shall have a sufficient number of competent workers on the job at all times to insure the Directional Bore is made in a timely and satisfactory manner. 3.03 DRILLING PROCEDURE A.Site Preparation: Prior to any alterations to work-site, Contractor shall photograph or video tape entire work area, including entry and exit points. One copy of which shall be given to Engineer of Record and one copy to remain with shall for a period of one year following the completion of the project. 1.W ork site as indicated on drawings, within right-of-way, shall be graded or filled to provide a level working area. No alterations beyond what is required for operations are to be made. Contractor shall confine all activities to designated work areas. B.Drill Path Survey: Entire drill path shall be accurately surveyed with entry and exit stakes placed in the appropriate locations within the areas indicated on drawings. If Contractor is using a magnetic guidance system, drill path shall be surveyed for any surface magnetic variations or anomalies. MDWASD 1/1999 15080 - 6 R-1 C.Environmental Protection: Contractor shall place silt fence between all drilling operations and any drainage, wetland, waterway or other area designated for such protection by contract documents, state, federal and local regulations. Additional environmental protection necessary to contain any hydraulic or drilling fluid spills shall be put in place, including berms, liners, turbidity curtains and other measures. Contractor shall adhere to all applicable environmental regulations. Fuel may not be stored in bulk containers within 200 feet of any water-body or wetland. D.Safety: Contractor shall adhere to all applicable state, federal and local safety regulations and all operations shall be conducted in a safe manner. Safety meetings shall be conducted at least weekly with a written record of attendance and topic submitted to Engineer of Record. E.Pipe: Pipe shall be welded/fused together in one length, if space permits, with welds X-rayed prior to being placed in bore hole. Pipe shall be placed on pipe rollers before pulling into bore hole with rollers spaced close enough to prevent excessive sagging of pipe. F.Pilot Hole: Pilot hole shall be drilled on bore path with no deviations greater than 5 percent of depth over a length of 100 feet. In the event that pilot does deviate from bore path more than 5 percent of depth in 100 feet, Contractor shall notify Engineer and Engineer may require Contractor to pull-back and re-drill from the location along bore path before the deviation. 1.In the event that a drilling fluid fracture, inadvertent returns or returns loss occurs during pilot hole drilling operations, Contractor shall cease drilling, wait at least 30 minutes, inject a quantity of drilling fluid with a viscosity exceeding 120 seconds as measured by a March funnel and then wait another 30 minutes. If mud fracture or returns loss continues, Contractor shall cease operations and notify Engineer. Engineer and Contractor will discuss additional options and work will then proceed accordingly. G.Reaming: Upon successful completion of pilot hole, Contractor shall ream bore hole to a minimum of 25% greater than outside diameter of pipe using the appropriate tools. Contractor shall not attempt to ream at one time more than the drilling equipment and mud system are designed to safely handle. H.Pull-Back: After successfully reaming bore hole to the required diameter, Contractor shall pull the pipe through the bore hole. In front of the pipe will be a swivel and reamer to compact bore hole walls. Once pull-back operations have commenced, operations must continue without interruption until pipe is completely pulled into bore hole. During pull-back operations Contractor shall not apply more than the maximum safe pipe pull pressure at any time. 1.In the event that pipe becomes stuck, Contractor shall cease pulling operations to allow any potential hydro-lock to subside and shall commence pulling operations. If pipe remains stuck, Contractor shall notify Engineer of Record. The Engineer of Record and Contractor will discuss options and then work will proceed accordingly. 2.The bore pipe will be pulled back in one continuous section and the Contractor must utilize a swivel to minimize the rotation of the product pipe during pull back. The Engineer of Record shall have access at all times to any measuring or gauging devices used for horizontal drill as well as any drilling logs maintained by the Contractor. 3.04 DAMAGED OR IMPROPERLY INSTALLED PIPE MDWASD 1/1999 15080 - 7 R-1 A.If the pipe or protective coating is damaged before installation or does not meet the specifications it shall be replaced at no expense to the Owner. If the pipe is damaged during installation by the Contractor's operations, is placed at the improper grade or line or cannot be advanced because of an unseen obstruction or any other reason, it shall be abandoned in place, and filled with concrete. After abandoning a pipe, an alternate installation shall be made, as directed by the Engineer of Record. W ith the exception of pipe that has to be abandoned in place due to unseen obstructions, the cost for abandonment of pipe shall be at the expense of the Contractor. No additional payment shall be made for the pipe which is abandoned, including dewatering, excavation, drilling etc. 3.05 PIPE TESTING A.The Contractor will hydrostatically test the pipe after pullback to ensure its integrity, according to testing specifications. A calibrated pressure recorder shall be used to record the pressure during the test period. This record shall be presented to the Engineer of Record and made available to the Department. The Contractor will supply portable mud tanks or construct temporary mud pits to contain excess drill fluids during construction. Upon completion of the work, the Contractor shall legally dispose of any drill cuttings and excess drill fluids in accordance with DERM regulations. The Contractor shall provide as-built drawings reflecting actual installation. 3.06 SITE RESTORATION A.Following drilling operations, Contractor shall de-mobilize equipment and restore the work-site to original condition. All excavations shall be backfilled and compacted to 95% of original density. Landscaping shall be subcontracted to a local professional landscaping company. B.In the event that the Contractor must abandon a drill hole before completion of the crossing, the Contractor will seal the bore hole and redrill the crossing at no additional cost to the Department. C.In the event that the pipeline becomes lodged and cannot be pulled out of the drilled hole during the installation, the Contractor shall seal the pipe and existing hole. The Contractor shall redrill a pilot hole and again commence the pulling of the pipeline. Cost of the pipe and its welding to replace the portion of the pipe not retrieved shall be borne by the Contractor. 3.07 RECORD KEEPING, AS-BUILTS Contractor shall maintain a daily project log of drilling operations and a guidance system log with a copy given to Engineer of Record at completion of project. The Contractor shall provide as-built drawings of the completed operation and certified as to accuracy by the Contractor. END OF SECTION 5. REQUIRED FORMS STEP 2: RDBS CENTRAL BUSINESS DISTRICT LOW PRESSURE SEWER SYSTEM (LPSS) & WATER MAIN IMPROVEMENTS 00665 TRENCH SAFETY ACT ALL OTHER REQUIRED FORMS WERE SUBMITTED IN THE SOQ PHASE WWW.LAYNE.COM FORT MYERS 5061 Luckett Road Fort Myers, FL 33905 (239) 275-1029 Fax (239) 275-1025 JACKSONVILLE 5634 West 5th Street Jacksonville, FL 32254 (904) 695-9290 Fax (904) 695-9272 BIG PINE KEY 30364 Quail Roost Trail Unit 1 Big Pine Key, FL 33043 (305) 615-2610 Fax (305) 615-2611 LAKELAND 2985 Old Medulla Road Lakeland, FL 33811 (863) 666-2433 Fax (863) 665-2196 CLEARWATER 14413 62nd Street North Clearwater, FL 33760 (727) 530-7577 Fax (727) 530-7790 PENSACOLA 3720 North Palafox Street Pensacola, FL 32505 (850) 432-5101 Fax (850) 432-2999 OCALA 3611 N.W. 27th Avenue Ocala, FL 34475 (352) 291-1436 Fax (352) 291-1658 FT. LAUDERDALE 1117 N.W. 55th Street Ft. 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