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EXISTING SIGN STRUCTURE TO THE WEST OF THE PROPOSED PEDESTRIAN BRIDGE One of the design challenges that has been identified and will be addressed is the visibility of the existing overhead sign which spans across 826 westbound. This sign is approximately 215' west of the proposed location of the pedestrian bridge. Per AASHTO criteria, the Stopping Sight Distance (SSD) for a 35 MPH road is 250'. With a low clearance of 14' -7° for the new pedestrian bridge, the minimum required sight distance will be met. A sight triangle diagram will be compiled and provided to FOOT. Pre - permitting through FDOT will be an important part of the project to make sure they are aware of the impacts and to ensure a permit is issued as efficiently as possible. With this early identification during the qualifications process, we have already identified that relocation of the sign structure will not be necessary. EXISTING FPL OVERHEAD TRANSMISSION LINE Another design challenges that will be addressed is the clearance between the existing FPL overhead lines and the proposed pedestrian bridge. We have already coordinated with FPL and have determined that there is sufficient space to accommodate the bridge. Furthermore, we will make accommodations for the proposed piles for the abutments to make sure that we have proper clearance from the existing FPL overhead transmissions lines. CONFLICTS WITH EXISTING UTILITIES The survey provided with this RFQ package clearty identifies that there will be conflicts with the existing water main, existing drainage and the existing fiber optics manhole on the north side of the proposed bridge. Upon issuance of the NTP, the Design/Build Team will proceed with the coordination with those utilities so that MAINTENANCE OF TRAFFIC (MOT) The MOT plan for this project will be developed in a manner that will minimize construction impacts to local residents, motorists, pedestrians and bicyclists, as well as conforming to the latest edition of the Manual of Uniform Traffic Control Devices (MUTCD). For most of the project, the MOT will be prepared by providing typical sections with their respective sequence of construction activities; the MOT will include traffic control plans, possible detour plans and details. The Team has numerous members within the team that are certified by either American Traffic Safety Services Association or FOOT in the Florida Advanced Work Zone Traffic Control Course. We have already held several meetings on the field to discuss the sequencing of construction and we have determined that we will be installing the bridge in one single span which will require a full shutdown closure for one full night We will coordinate with the City and FDOT for a night shutdown during the weekend. This will require full detours so that residents can use either the Lehman Causeway or the Kennedy Causeway to enter or exit the City. We have determined that we can install the bridge once it has been fabricated within a weekend with one night full shutdown. Furthermore, we have identified that we will not to dose the southernmost westbound lane to assemble bridge. MANAGEMENT PLAN AND PROJECT COORDINATION Our management plan foundation is good communication between all parties involved and proactive approach to issues. The following is a list of specific activities that have served us well on the management of Design -Build project in the past and that intent to integrate to our project management approach on this project: • Establish and maintain direct communication lines among the project decision- makers. • Use weekly progress meetings to assign and follow up on action items, disseminate information to the Team, and assure Quality Control. • Track and make certain that prior commitments to residents are kept. • Involve the City's PM in Design/Construction progress meetings to keep him/her up to date on project. • Provide weekly schedule updates including a 90-100 day look -ahead schedule. • Identify Risk Factors and Mitigation Measures up front, and regularly monitor risk items before they influence the projects critical path. Continue to evaluate the project to identify new risk items and mitigate as earty as possible. 68