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Profess�cxW Geneirat Engineering, Consultant CONSTRUCTION MANAGEMENT (Ana M. DePriest, Task Manager). Marlin Engineering recommends that the services on this project also include construction engineering oversight. We have performed design and oversight of construction projects in the City of Miami with great success. In managing a construction contract, the first priority is offering the City a team of engineers and inspectors that have extensive knowledge of the plans, specifications and contract provisions, as well as all the required training and certifications. Another critical part of construction management is time management. We will hold weekly meetings with all parties involved in upcoming operations to assure that everyone knows their role and the schedule of events. Scheduled management of everyone involved will avoid unnecessary delays. Examples of our management skills to prevent delays are: reviewing contractor procedures prior to the start of an operation; ensuring that all approved materials and crews are available; ensuring all equipment has been calibrated; maintaining continuous communication with the City Project Manager; review contractor work schedule; perform detailed claims analysis and documentation; and maintain accurate records of pay item quantities; field books, as- builts, etc. SURY[YING AND SUBSURFAcr UTILITY ENGINIEERING (Pete Diaz, PSM, Task Manager). In most drainage projects it is requested of the surveyor to provide a Digital Terrain Model (DTM). Careful in- office and field review of the data is essential to providing an accurate representation of existing field conditions. It has been our experience with other DTM's that less than adequate care was afforded the review process. Some software commonly used by surveyors does not have the capability to easily assess inconsistencies in the DTM and as such may not detect information that can adversely affect the design. We have been able to resolve inconsistencies in the DTM by identifying problems in the data by a virtual fly- through of the model, and correcting them in the office. Other times it has been necessary to return to the field and check areas in question. Uncertainty of the location of underground utilities is a common matter of concern in Roadway /Drainage Engineering. ' In conjunction with topographic location of utility features, MEI has successfully located and identified underground utilities utilizing our Subsurface Utility Engineering (SUE) assets to provide engineers the ability to more efficiently and effectively prepare their design. ' 2. Approach t© the Prolect ' The MEI team's approach to this project can be summarized as follows: "If selected, we will provide the City with the highest quality product on time and within budget." We know that this statement has been used extensively on technical proposals; however, we do adhere to this philosophy with all our projects and clients. We have the technical ' experience to provide the City with a quality product that is buildable using a streamline approach, which saves time and money. Technical Approach: The MEI Project Manager and Task Managers have a thorough understanding of the ' technical approach to be taken on a community drainage /sewer improvement project. The first step is to define a project. The Project Manager will take an active role defining the engineering work requirements to achieve the project objectives within the desired schedule. A simple "Project Concept Report" should be prepared to identify the ' project goals and constraints. This report will define existing conditions, issues, concepts and criteria as well as outline the improvements proposed for the project. This report could be used to refine the scope of service and better negotiate a fee that both the City and the MEI team will be happy with. ' The next step is to meet with the Task Managers affected by the project and develop realistic project schedules in coordination with the City Project Manager. Once the schedules are approved, the scope of service is set and the work order is issued, the Task Managers will organize their staff and begin the production of the project documents. This will apply to all projects (highway design, planning, surveying, utilities, construction management, etc.). During the production, the Project Manager will maintain close coordination with the Task Managers and the City Manager to ensure that all activities are accomplished according to schedule and budget. This will be accomplished through effective staff meetings and progress meetings. The Project Manager will also monitor the Quality Control Program ' established for this project and make sure it is adhered to. Once the project is completed and submitted to the City the MEI team will continue to monitor the project and be available to further assist the City with project issues. ' MARLI ✓ � �� ENGINEERING