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CONSULTING ENGINEERING SERVICES FOR Golden Shores Utility Undergrounding and Roadway Improvements D–12IWOP41002.18w_Sunny Isles Beach Golden Shores Undergrounding.indd 3 Preparation of Detailed Plans and Specifications. Detailed plans and specifications can lead to lower bids and change orders during construction because the scope of work can be well understood by the bidders reducing the risk of unforeseen conditions. 3 Accurate and Up-to-Date Project Cost Estimates. With similar projects recently bid and under construction, we have current unit costs to use for preparing opinions of probable costs. 3 Quality Control Review. We will evaluate the project at each milestone to determine if there are areas where we can add value by modifying our design to take advantage of construction cost saving opportunities. This includes reviewing the designs prepared by the utility owners to ensure “like for like” designs to guard the City against paying for unnecessary upgrades to the system. 3 Evaluate Current Construction Practices. With ongoing construction projects, we continuously evaluate evolving construction technologies and materials to find ways to value engineer our projects. 3 Communication. Continuous interaction between the City of Sunny Isles Beach, Kimley-Horn, utility owners, and the contractor will result in a focus on quality. Immediate attention to potential problems is paramount to minimizing cost overruns. In addition, the overall project cost for an undergrounding project that also includes other infrastructure improvements could be reduced if specific construction techniques and/or sequences are considered. For example, if the City decides to move forward with water main and/or stormwater improvements, efficiencies can be realized in restoration and mobilization costs. These infrastructure projects are anticipated to incorporate milling and resurfacing of their work area. For areas where these projects and the undergrounding conversion project will be in the same location, the cost of the required milling and resurfacing could be shared. If these improvements include utility owners other than the City, costs may be shared between all participating entities. Not every project will be completed without field adjustments that may result in a change order. Some will be due to a City requested change and some change orders will be due to an unforeseen site issue or conflict. The key to minimizing a change order is to produce a set of plans and specifications as described above. Plans that are clear and concise leave little room for question. Beyond that, continuous communication with the contractor can eliminate or minimize change order costs. Kimley-Horn will scrutinize all change orders to ensure that they are necessary and that appropriate pricing is applied. Schedule Control Kimley-Horn recognizes that meeting our clients’ deadlines and staying within budget are critical to the success of a project—our depth of staff and ability to activate resources from other Florida offices will ensure that we complete the City’s projects on time. Our first step in schedule control is to understand your vision for a project and then develop a realistic schedule to make that vision a reality. This step requires immediate and clear communication and is a critical step in partnering for a successful project. We will define the project requirements, understand potential obstacles to success, identify potential opportunities to achieve more within the same project, and create a project work plan that allows us to accomplish your goals efficiently. Our proactive management process ensures the availability of firm-wide and Florida-based resources for project staffing requirements through a proprietary program maintained on our computer network called “cast-aheads.” The cast-aheads process ensures that sufficient staff and hours are available to meet project schedules. Combined input from the firm’s project managers is compiled and distributed in the form of a report to all project managers and regional management for review and discussion at the monthly cast-ahead meeting. Work overloads and/or shortfalls for specific personnel, individual offices, and disciplines are tabulated and addressed at the meeting. Where possible, these imbalances are resolved through internal shifts of personnel between offices. The objective is to balance the workload Kimley-Horn will scrutinize all change orders to ensure that they are necessary and that appropriate pricing is applied.