Ross Engineering, Inc. Bid Document (19)

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59 City of Sunny Isles Beach | RFQ 26-07-01 Continuing Professional Architectural and Engineering | General Civil Engineer allowing phased implementation. »Value-engineering example – West Deerfield Drainage. Ross revised the ICPR drainage model to route through an existing FDOT connection, which supported eliminating a proposed control structure and an outfall to a County canal. Removing the structure removed its construction cost, its permitting burden, and its long-term maintenance obligation, while the revised model confirmed the required drainage performance was still met. This is a direct example of maintaining performance and reducing cost at the same time. »Value-engineering example – City of Sunny Isles Beach, NE 172nd Street Roadway and Drainage Improvements. On the City’s own NE 172nd Street project, Ross evaluated the existing exfiltration trenches, gravity drainage wells, Intracoastal connection, and flap gate before advancing roadway grading and pump improvements, and incorporated that serviceable infrastructure into the recommended solution rather than assuming complete replacement. This controlled construction cost while delivering the drainage and roadway performance the City required. 4.5.2 SCHEDULING AND ABILITY TO MEET DEADLINES Continuing-services contracts require rapid mobilization and the ability to manage several assignments at once. Ross’s scheduling process begins with a realistic baseline schedule built from the task-order WBS rather than a generic commitment to a due date. Developing the schedule. For each assignment, Robert identifies the required activities, their durations and dependencies, the City and agency review periods, and the critical path, and sets internal completion dates in advance of City deadlines so that QA/QC review is never compressed. This is the same earned- value framework used for cost: progress is measured against the scheduled value of work, so schedule slippage is visible early. Maintaining the schedule. Schedule status is reviewed at each progress meeting and updated as work advances. For active or time-sensitive assignments, Ross uses a short-interval look-ahead schedule. Because permitting, utility coordination, survey work, and subsurface investigation typically sit on the critical path, Ross maintains a permitting-and-coordination log that tracks each required approval, the responsible agency and contact, planned and actual submittal dates, review periods, comments, response dates, outstanding information, and anticipated approval dates. Pre-application meetings are requested where they can clarify agency expectations and reduce avoidable review cycles. »Ability to meet deadlines across concurrent task orders. Ross monitors workload and personnel availability throughout the contract. Melissa provides contract-level resource oversight, Robert manages task-order staffing, and Raymond schedules technical reviews ahead of submission deadlines. When necessary, qualified staff are supplemented or reassigned to maintain progress while preserving continuity of the key personnel identified in this proposal, allowing Ross to meet deadlines on several simultaneous assignments. »Managing schedule risk. Potential schedule risks: regulatory-review delays, incomplete records, utility conflicts, unforeseen field conditions, material availability, contractor coordination, weather, public-access limitations, or changes in scope, are communicated when identified, not held until the next submittal. Ross’s notice describes the issue, the affected milestone, the anticipated impact, available mitigation, the City decisions required, and a recommended recovery plan such as resequencing activities, adding resources, or advancing unaffected work while protecting the City’s budget and objectives. »Scheduling challenge and how Ross solved it – City of City of North Miami Engineering Design Services Biscayne Park Water Main Extension – Robert J. Ross, PE, LEED AP was the Engineer of Record for the water main extension task work order to extend the existing 6” water main along NE 9th Ave. The project included coordination with the Public Works Director Mr. Wisler Pierre-Louis to discuss the scope of work and Ross’s role on the project. Approximately 1,000 linear feet of 6” PVC water main extension and two new fire hydrants were designed along NE 9th Ave and connected into the existing 6” on NE 10th Ave. Plans and profiles were designed for the water main extension showing all of the conflicts in the roadway and swale areas. Permits were obtained for this project through City of North Miami, Miami Dade County Health Department, and Miami Dade Fire Department. The construction was inspected, and certification was obtained through the Health Department. There were no project delays – the project started on time and was completed with no amendments, charge orders and the project was not stopped for any reason. Miami-Dade County Parks & Recreation Dept. - Biscayne Park Watermain Extension City of North Miami, FL Reference City of North Miami Wisler Pierre-Louis, P.E., LEED AP – Public Works Director pwisler@northmiamifl.gov 305-895-9833 Contract Amount # Key Project Features Civil Engineering Water Resources Engineering Completion Engineering Services: Start: 2013 Completed: 2014