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Request for Proposals Technical Proposal Submittal

C.3 PROJECT MANAGEMENT AND APPROACH

C.3.a Organization Chart Outlining Structure: One of the keys to success on the I-85 Express Lanes Extension Project will be to assemble a design-build (D-B) team that can communicate and work effectively with GDOT and SRTA to complete the design and permitting phase by the earliest possible date. This Project also demands that this team have first-hand design and construction experience working within the parameters of an aggressive schedule. There is no tolerance within this project scope or schedule for a “learning curve” or “on-the-job training.”

C.W. Matthews Contracting Co., Inc. (CWM) has organized such a design-build team (CWM Team). The key managers assigned to this Project have local knowledge of the corridor, have worked directly together on similar projects and have demonstrated their knowledge of the policies and procedures developed by GDOT’s Innovative Delivery Office. Examples include the successful completion of the KIA Interchange D-B project in Troup County, and the efficient management and completion of the design and permitting phases of the I-75 South Managed Lanes D-B project which facilitated an early construction start.

The CWM Team organizational structure, shown in the organization chart provided at the end of this TAB, identifies the project management team and illustrates each members function and relationship within the overall team. The CWM Team was organized based on the premise that each Key Personnel and Task Manager possesses the required technical expertise and relevant experience in their particular discipline and also have the ability to:

• Develop clear, concise communication policies with the goal that all team members have an implicit understanding of project expectations at every level to minimize errors, potential disputes and rework

• Recognize, address and communicate critical issues in the early phases of the project.• Work in a timely manner while maintaining excellent quality.• Coordinate with GDOT, SRTA and other stakeholders in a partnering manner that focuses on the

challenges ahead while preventing them from becoming roadblocks to success.

C.3.b & C.3.c Key Personnel Matrix Fit/Function/Responsibility/Percent Time to Project: The following table identifies and describes the level of commitment of each Key Personnel and Task Manager and their level of experience, specific function and responsibility on the project.

Meeting the aggressive milestones dictated by the project schedule will be a function of immediately employing local resources upon receipt of the Notice to Proceed (NTP). CWM and ARCADIS have the managers and support staff currently engaged and ready to hit the ground running upon receipt of NTP 1.

KEY PERSONNEL MATRIX

TITLE & NAMEYRS EXP D-B COMMITMENT ROLE/RESPONSIBILITY YEARS OF EXPERIENCE / QUALIFICATIONS

KEY PERSONNEL

Lead Contractor Project ManagerBob Thompson

35 100%

Manage the planning, permitting, execution, and control of all project aspects.

More than 35 years of diverse experience in the transportation infrastructure industry including 12 years of D-B pursuit and project management. Project Manager for seven GDOT D-B Projects. B.S. Engineering Operations

Lead Contractor SuperintendentFreddy Sumner

23 100%

Manage overall construction, subcontractor coordination, and scheduling in accordance with safety, environmental, and quality plans.

23 years of overall experience and 15 years of construction experience at the superintendent level or above. Construction Manager on fast-track projects, including D-B projects ranging from $31 million to $342 million. B.S. Construction Management

Lead Design Engineer

19 100% Manage the project’s design in coordination

19 years of all aspects of project engineering, design and plan production with a

I-85 Express LanesPI Number: 110600 Gwinnett County




Keith Kunst, PE

with environmental documents, utilities, right-of-way, and construction.

construction and design background, including D-B projects ranging from $30 million to $176 million, including I-75 South Managed Lanes Design-Build. M.S. Business Administration-Finance and B.S. Civil Engineering

Assistant Contractor Project ManagerKyle Marchman, PE

9 100%

Assist Project Manager by maintaining project schedule of record, submit schedule updates and provide status updates to management.

9 years of multi-faceted construction experience with an in-depth knowledge of P6 scheduling and construction/D-B estimating and project development. B.S. Civil Engineering

Design Quality Assurance ManagerSteve Callis, PE

41 75%

Responsible for day-to-day management of Design Quality.

41 years of planning and design transportation projects and quality assurance and plan review of complex interstate projects, including I-75 South Managed Lanes Design-Build. B.S. Civil Engineering

Lead Roadway EngineerWilliam Dial, PE

15 100%

Oversee design of managed lanes, auxiliary lanes, and ramp systems and coordinate other discipline leads and construction managers.

15 years of experience specialized in the management, review and design of roadway projects, including design-build experience for interstates, urban storm drainage systems, and developing and coordinating complex MOT plans and staging with operations staff, including I-285 at SR 400 Interchange Design-Build. M.S. and B.S. in Civil Engineering

NEPA Lead Robin Stevens 15 50%

Lead NEPA and environmental activities and coordinate with other discipline leads.

15 years of experience leading and preparing environmental impact statements, environmental assessments and decision documents under the NEPA, including design-build projects, linear transportation, site-specific land management activities, large-scale programmatic undertakings, and controversial proposals involving conflicting interests amongst organizations. B.A. Biology and Psychology

Lead Toll Facilities/ITS EngineerShubhendu Mohanty, PE

9 100%

Manage design of the ITS and Tolling system and coordinate with the Toll System Integrator.

9 years of experience developing traffic volumes for projects ranging from major interstate and arterial corridors to new interchanges and conventional/non-conventional intersection designs, including traffic simulation studies, interstate and arterial corridor analysis, and traffic engineering design. M.S. and B.S. in Civil Engineering

Lead Structures EngineerKristen Kasmire, PE

18 75%

Lead structural design efforts, including bridge replacement over I-985 and SR 20 widening, and any retaining walls required for the project.

18 years of diverse experience for design-build and value engineering projects, including sign support structures, retaining walls and drainage structures. M.S. and B.S. in Civil Engineering

Survey LeadMike Peppers, PLS

14 100% During Survey Stage

Manage all survey aspects, supervise field personnel, QA/QC and sign/seal deliverables.

14 years of experience in surveying services for transportation improvements, including boundary, ROW, stream, topographic, and wetland boundary, as well as research land





records and GIS services. He has specific experience conducting ecological surveys, including Section 404-related stream cross sectional survey projects. B.S. Geography

Worksite Utility Coordination SupervisorJeff Jacques

32 40%

Manage utility adjustments and coordinate design with the utility design engineer should the need arise.

32 years of highway construction experience including four years as a GDOT District Utilities Engineer, now serving as a Project Utility Coordinator on CWM projects including the I-75 South Managed Lanes D-B.

Roadway SuperintendentRyan Beech

10 100%

Manage roadway construction including erosion control, coordination of traffic control and subcontractor scheduling.

10 years of highway construction experience including serving as the Assistant Project Manager on several D-B projects. B.S., Civil Engineering

Structures SuperintendentBrad Nelson

36 100%

Manage bridge construction and scheduling in accordance with safety, environmental, and quality control plans.

36 years of direct structures construction experience in Georgia with first-hand knowledge of all phases of bridge work including scheduling and design-build.

TASK MANAGERS

Environmental Compliance ManagerBrian Johnson

15 50%

Manage compliance with all environmental laws, regulations and policies, and coordination with WECS on implementation and monitoring of erosion control plan.

8 years of experience involving design of erosion control plans and supporting documentation for environmental permitting and 7 years of direct field experience in managing compliance of erosion control plans.

Lead Geotechnical EngineerThomas Scruggs, PE

32 As Needed

Preparation of geotechnical reports and budgets, assist with planning site investigations and laboratory testing and analysis. Provide project progress reports.

32 years of experience in the geotechnical engineering field investigating site conditions, analyzing laboratory tests, preparing bridge and retaining wall foundation reports, soil survey reports and conducting special problem investigations. Assisted with construction inspection of geotechnical-related activities. Involved in five previous D-B projects for GDOT.

DBE Manager Benny Brown 17 As Required

Manage DBE outreach program and document performance in accordance with contract requirements.

17 years of overall experience with 12 years of DBE outreach programs and DBE contract compliance. Bachelor of Business Administration

SRTA Construction InterfaceBill Gunter

11 As Required

Designated interface with SRTA and TSI regarding toll system and ITS construction.

11 years of experience in the transportation industry working in state government as a design consultant and contractor on Tolling, ITS and traffic signal projects. B.S. Civil Engineering

Traffic Control SupervisorJeff Duncan

29 100% Responsible for the implementation, inspection and maintenance of the MOT plan.

An industry leader with 29 years of experience in all aspects of work zone traffic control, including lane closures and detour design and implementation for major interstate projects; such as the detour of





traffic in the Brookwood Interchange for GDOT’s 14th Street and 17th Street Bridge projects. Certified Worksite Traffic Control Supervisor

Survey ManagerDwight Keaton 25 100%

Management of control packages, construction surveying and production of As-Built plans.

25 years of survey management experience coordinating multiple crews on fast track multi-staged projects.

Safety DirectorChris Blair 12 As Needed

Manage the safety program, training program, review safety plans and audit work activities to verify and improve safety performance.

12 years of construction safety program management and hazard analysis. Certified Associate Risk Manager and OSHA 500 trainer. B.S. Environmental Science

Note: in D-B denotes individual with past design-build experience.

C.3.d Current and Projected Workload and Backlog: CWM is solely committed to work in the State of Georgia and will provide the majority of the construction and project management for the CWM Team. CWM has a current backlog of $750 million with a GDOT capacity rating in excess of $2.3 billion. Projecting actual performance of the backlog into future years, the effective backlog for 2015 is approximately $335 million, with $220 million for 2016 and $155 million for 2017. These levels of backlog are far below the management and financial resources of the company, as demonstrated by average revenues exceeding $450 million for the last three years. With an expected start date of 2016 for construction, CWM has more than an adequate current capacity to meet the challenges of the I-85 Express Lanes project.

Between NTP 1 and NTP 3, the CWM Team will employ the same logistical plan development scheme utilized on the I-75 South Managed Lanes project to ensure resources are committed and deployed efficiently to maximize an aggressive start. Management of future workload will take into account the backlog created by this project and other future work that can be accomplished by the current resources of CWM of which the majority are now being utilized within Metro Atlanta in close proximity to the Project.

The CWM Team’s local presence and long history in the market have given us the opportunity to develop close working relationships with subcontractors and vendors with proven GDOT experience and local resources. In addition to the CWM pool of at least 1,000 workers and 800 pieces of equipment that are ready to be assigned to the Project, a number of these subcontractors will join the team to provide additional labor, equipment and technical skills to the CWM Team.

A key element in the project scope of work is the Tolling Infrastructure and ITS component. The CWM Team has selected and is pleased to have subcontracting commitments from Carlson Construction Services, LLC (DBE) and Brooks Berry Haynie and Associates to perform this scope of work. Their participation in the Project Development Groups (PDG’s) during the procurement phase provided valuable insight into the Tolling and ITS scope development and delivery schedule. A combined 70 years of experience, current working relationships with the CWM Team and GDOT/SRTA experience make them ideal partners.

ARCADIS, the Lead Design Consultant, has more than 55 years of local experience and employs a staff of 112 transportation and environmental professionals in the Atlanta office with the additional support of 95 professionals located in Georgia. An international firm founded in the Netherlands in 1888, the local office of ARCADIS can call on the substantial resources of 5,000 employees in the U.S. and 28,000 worldwide. Additionally, ARCADIS has supplemented the Design Team with key subconsultants who maintain fully staffed engineering offices in Atlanta with staff that has worked with GDOT for many years.



ARCADIS has design capacity of more than $18 million per year as demonstrated by their 2014 Georgia performance of $18.5 million. A portion of this design capacity is committed to other projects under contract, but in addition to the individuals shown on the organizational chart, there is significant remaining capacity to allocate resources as necessary. The Atlanta Infrastructure staff has a current backlog of $12 million, of which only $8 million is allocated over the next 12 months. With more than $10 million in ready capacity, and coming off the successful completion of both the I-75 South Managed Lanes Design-Build Project Plans and the I-285 at SR 400 Costing Plans, ARCADIS is exceptionally staffed and suited for the I-85 Express Lanes Project. In addition, ARCADIS’ subconsultants have additional capacity in the millions.

Continuous logistical planning, schedule monitoring and integration of subcontractors and vendors will provide the framework for the path to achievement of all contractual milestones and timely substantial completion of the Project.

C.3.e Construction Management Approach: The CWM Team’s management of the I-85 Express Lanes Project will be governed by the Project Management Plan (PMP). This Plan will be developed so that it can serve as the blue print and primary tool utilized to manage the design and permitting functions. The PMP will also incorporate a management approach to ensure the Project is constructed in a safe, environmentally sensitive, and timely manner while maintaining GDOT’s high standards for quality. The effectiveness of this project specific plan will be enhanced by incorporating “lessons learned” from the previous and successful collaboration between the Lead Contractor Project Manager, Bob Thompson and the Lead Design Engineer, Keith Kunst, PE, both of whom are fully committed to the success of the Project.

The PMP, submitted within 30 days of NTP 1, is viewed as a “living document” resulting from the compilation of several plans that define the roles and expectations of all stakeholders. It will provide the guidelines for the decision making process and strategies that will be utilized to manage the schedule, public involvement, scope, environmental commitments and quality assurance on the I-85 Express Lanes Project. The PMP will continue to be refined during the project’s course to address the design and construction in an integrated manner until Project completion.

The CWM Team will utilize a two phased approach to managing the Project. Phase 1 the development phase, began with the development of the CWM proposal and includes design and permitting functions. Phase 2 is considered the construction phase. This phase is primarily focused on construction and delivering the Project; however the CWM Team recognizes that the design team continues to play a vital part in this phase. In both phases the project is divided into three distinct geographic Management Areas, as illustrated in the following figure. Each Area has its own distinct characteristics and limitations related to design, environmental permitting, scheduling and construction. Consequently, the CWM approach is to assign a unique set of design and construction managers to advance each Area.

During the development phase key personnel and task managers have held regularly scheduled meetings working within the outline of the project development plan (PDP) to complete the following tasks:

• Development of a Project Management Plan

• Alternate Technical Concept Development

• Preliminary Project Schedule• Development of a Risk Matrix• DBE Subcontracting Opportunity

Meeting and Bid Package Development

• Evaluation of Environmental Commitments



• Evaluation and Development of Technical Solutions for MS4 Compliance• Development of a MOT Plan• Identification of Utility Conflicts and Solutions• Development of Project Quantities and Cost Estimates• Production of Submittal Documents and Plans

The CWM Team’s key management principal during the shift to the D-B phase of the project is for the key personnel and task managers assigned to the development phase to transition to the D-B phase. This principal ensures that first-hand knowledge and experience gained during the procurement and development phase is not lost by passing the project off to new staff. The development phase staff will be supplemented by additional design staff, construction managers, safety, quality, and environmental managers who can benefit by the experience of the development staff to advance the design, permitting and construction planning in an aggressive manner.

The design and permitting function will be segmented by technical discipline; roadway design, structures design, drainage design, traffic engineering, ITS, tolling environmental, lighting, utilities and support functions, such as survey and geotechnical. Each geographical Management Area will be advanced with submittals prioritized by the schedule.

Effective communication and transparency among all stakeholders promotes sharing of information that results in a cohesive design and construction plan. The CWM Team encourages and desires participation in Project meetings at all levels from GDOT, SRTA, designers, subcontractors and utility owners to ensure that key elements of the project are coordinated into a consistent and efficient design.

In addition to the regularly scheduled meetings, an effective communication plan among the CWM Team and GDOT is important in maintaining design consistency, quality and schedule. The CWM Team will utilize the GDOT project web-based management system “e-Builder.net” for communications and for file sharing and electronic communications. With multiple subconsultants working on the design plans, a system must be established for design file management and communication. ARCADIS will implement a dedicated Microsoft Window SharePoint website that will facilitate internal team communications through the use of file sharing, events calendars, task lists and a project contact list. The SharePoint site will also be the location for sharing digital plan sets, submittals, meeting minutes, agendas, and other Project events between the Design and Construction Team. This collaborative software tool has been an effective management tool on the I-75 South Managed Lane project in Henry County and has been used during the development phase of this Project.

The CWM Team’s strategy for advancing the design development will be to develop the overall project schematic and Submittal Schedule within 60 days of NTP 1. Upon approval of these plans, staged design submittals will be developed in each Management Area to advance the Released for Construction (RFC) drawings following the Project’s Critical Path.

In addition to the staged design submittal process by Area, phased NOI’s may be required to facilitate an early construction start, which is critical to achieving the Project’s intermediate and substantial completion milestones. The CWM Team’s approach will be to begin the update to special studies at NTP 1 to seek a design change NEPA Re-Evaluation that encompasses all three segments. ARCADIS has an efficient record of delivering data for ecology addendums, facilitating the GDOT consultant’s preparation of the addenda and re-evaluation documents. If the NEPA Re-Evaluation and RFC drawings are completed before receiving the USACOE 404 permit, a NOI for Area 3 and the east end of Area 2 will be obtained to allow groundbreaking activities.

During the project’s design phase, the Design Team will be joined by a Construction Team comprised of Construction Managers with many years of experience in managing GDOT design-build projects. Several of these construction managers were participants in the PDG’s and were instrumental in developing the MOT plan, construction logistical plan and project schedule. Their constructability reviews were an important part of the design review process because they identified potential issues; such as conflicts between utilities, drainage, traffic staging, structures, ITS and tolling infrastructure. Being involved in the PDGs enabled these managers to develop working relationships with the Design Team, which opened lines of communication during the review process providing a “constructible” set of plans that will reduce the number of request for information from the field, expediting a smooth transition from design to construction.I-85 Express LanesPI Number: 110600 Gwinnett County


Upon receipt of NTP 3 for an Area and issuance of necessary agency approvals, RFC drawings and approval of all contract management plans, the CWM Team will transition into the project’s construction phase. As discussed previously, a logistical plan for identifying the specific labor, equipment and material resources will be developed. The Construction Team will be structured in a similar fashion as the Design Team with managers responsible for the construction of all scope in their respective areas. Resources will continue to follow the segmental project approach with adequate resources allocated in sufficient numbers to meet the logistic and schedule requirements identified during the construction planning stage.

The CWM Team’s plan for ensuring that adequate resources are allocated to maintain the project schedule is to divide each Area by discipline and, based on an analysis of schedule durations, determine the number of crews required in each discipline to meet the production rates. Further review of the schedule and determination of concurrent activities will refine the field personnel and equipment requirements. Once crew requirements are determined, equipment is allocated by specific needs and an analysis of what equipment can be shared between crews.

CWM understands that self-performed work offers the maximum opportunity for flexibility and control of the Critical Path work. Planning the correct balance of self–performing and subcontracted work ensures that adequate resources are employed to maintain the Project Schedule. Significant portions of the ITS and Tolling Infrastructure work will be subcontracted to our dedicated subcontractors, Carlson Construction Services, LLC and Brooks, Berry, Haynie and Associates. In addition, the CWM Team is committed to and has created a DBE Plan that will continue to identify and develop work packages for DBE firms.

The CWM Team’s subcontracting plan will be successful as key subcontractors participated in the PDG process in the development stage and these firms and others will continue to participate in Project meetings during the design and construction phases. These meetings give the CWM Team the opportunity to receive input to design, coordinate, and clearly define the scope and quality of subcontractor’s work.

The Project Scope and limitations on traffic restrictions will determine the daily operating hours of the project. The CWM Team’s approach for routine operations will be for each shift to work 10 hours, Monday through Saturday. CWM intends to utilize accelerated construction methods for the construction of the northbound and southbound auxiliary lanes in Area 1. This will require night work and weekend work as allowed by the Design-Build Agreement. Certain other areas of the Project may work at night which will include activities that:

• Significantly impact traffic congestion on I-85 or I-985• Involve bridge demolition, beam erection or deck pours• Can only be performed during allowable lane closures• Require traffic shifts• Involve the testing of SRTA tolling equipment• Involve the operation of numerous trucks, such as asphalt placement and aggregate or excavation haul• Require two shifts per day to maintain the schedule

The CWM Team has developed a Construction Phasing Plan within the framework of our management philosophy of dividing the project into three Management Areas. The design, permitting and construction of each Area has been staged to promote the earliest possible start to construction with an emphasis on safely and efficiently moving the traveling public through work areas without compromising the safety of our workers.

The phasing of each Area was determined with careful analysis of the Area’s scope, schedule and risk factors with demarcation of the Management Areas into logical segments of work with consideration to overall integration of the work to avoid conflicts, such as drainage and storm water flow between the stages. Constructability has been analyzed in each Area to maximize earth work balance to reduce the length of hauls and for proper placement of ingress and egress points for construction activities minimizing the impact to motorists, businesses, and residents in the project corridor while maintaining reasonable access to the project for material deliveries.

C.3.f Participating Members and Major Non-Participating Members Relationships:



The following is a table indicating the roles of Participating Members and Major Non-Participating Members and their shares of ownership of any joint venture entities.

NAME ORGANIZATION POSITIONJOINT VENTURE % OWNERSHIP PROJECT ROLE

C.W. Matthews Contracting Co., Inc. Participating Member Not Applicable Developer &

Prime ContractorARCADIS U.S., Inc. Major Non-Participating Member Not Applicable Lead Engineering Firm

The following is a table showing the relationship between any of the Participating Members and Major Non-Participating Members.

NAME ORGANIZATION POSITION RELATIONSHIPC.W. Matthews Contracting Co., Inc. Participating Member CW Matthews is the sole Participating Member

and will be the contracting entity with GDOT

ARCADIS U.S., Inc. Major Non-Participating MemberARCADIS U.S., Inc. is the sole Major Non- Participating Member and will operate under a subcontract agreement with CW Matthews

C.3.2 INTERNAL ORGANIZATION SYSTEMS

C.3.2.a Working Together: The CWM Team understands that the most critical relationship for success of the I-85 Express Lanes Project is between GDOT and the CWM Management Team. To foster this relationship, the CWM Team will promote a work environment that encourages communication, trust, cooperation and mutual respect among GDOT and other stakeholders. CWM has a long history of dispute avoidance based on its commitment to developing and maintaining an atmosphere that encourages open lines of communication, supports discussions, timely recognition and resolution of disputes, aligns expectations while integrating GDOT, SRTA, the CWM Team and other stakeholders into one unified team with common goals.

The CWM Team will employ its time proven strategy of meeting integration and encouraging the participation in Project meetings at all levels by GDOT, SRTA, subcontractors, designers, and utilities to foster the sharing of information across all disciplines. The GDOT/CWM Team will establish a protocol for meetings, which will begin with two Project Kickoff Meetings. The participants in the first meeting will be GDOT and the CWM Team. This meeting will act as an open forum for candid discussions related to ways the parties will work together, communications protocol, identification and prioritization of concerns, issue resolution and establishment of common goals. The meeting will provide a framework for establishing the means and methods going forward for achieving project goals. A second Kickoff Meeting following the same format will be held with a wider range of stakeholders; including utility companies, SRTA, FHWA, Gwinnett County and other affected stakeholders.

The GDOT/CWM Team will establish a calendar for meetings including technical staffs, construction managers, utilities, safety personnel, subcontractors and vendors to facilitate coordination between design and construction increasing the efficiency of the GDOT/CWM Management Team. These regularly scheduled meetings are listed in the following table.

MEETING FREQUENCY PARTICIPANTSKickoff Meeting #1 Project Start GDOT, CWM Team

Kickoff Meeting # 2 Project Start GDOT, SRTA, CWM Team, FHWA, Community Groups, Utilities, and other Stakeholders

Technical Group As Needed GDOT, CWM Team Technical Staff



MEETING FREQUENCY PARTICIPANTS

Project Development Group Weekly GDOT, Design, Construction, QA/QC, Utilities, Subcontractors

Design Quality As Needed GDOT, Design, Construction, QualityConstruction Logistical Bi-Weekly Construction, CWM Senior ManagementUtility Coordination Bi-Weekly GDOT, Utilities, Design, Construction

Construction Coordination Weekly CWM, Construction, Subcontractors, Design, Quality, Schedule, Safety, MOT

Electronic Toll Systems As Needed SRTA, GDOT, Design, Construction, ETCS Integrator and Consultants

Project Meeting Monthly GDOT, SRT, CWM Senior ManagementSafety Hazard Analysis Daily Construction, SubcontractorsSafety Monthly GDOT, Construction, CWM Senior Management

Schedule Review Monthly GDOT, CWM Senior Management, Schedule, Construction, Project Controls

C.3.2.b Decision-Making Process: The CWM Team’s record of effective decision-making is based on the ability to manage high profile, fast-tracked projects while maintaining an atmosphere that encourages the communication of issues in a receptive non-threatening manner. This approach supports and encourages early recognition and resolution. The CWM Team’s management strategy of meeting integration promotes dispute avoidance through constant communication among all stakeholders, reducing the chance of misunderstanding.

When a dispute is identified, resolution is encouraged at the lowest level possible at the earliest possible time. If the issue cannot be resolved at this level, the issue will be referred to the next level of management and will be monitored by the Project Manager, who will focus the Management Team on a timely resolution to avoid schedule or cost impacts. Issues that affect the Critical Path will be given the highest priority.

C.3.2.c Communication Methods: The Project Manager will provide a protocol for documentation and communication to team members on the status of issues that may be in dispute or require escalation to higher management levels. In the event that an issue is not resolved at the lowest level and requires escalation to higher levels, contract provisions already accepted by the lead designer and major subcontractors will provide for unimpeded continuation of all work while negotiating a resolution of the issue.

The foundation of the Project communication plan is our meeting integration strategy which will give all stakeholders the opportunity to meet face-to-face on a regularly scheduled basis to communicate the status of project goals, expectations, construction, environmental and quality issues, safety, public outreach and schedule. Each meeting will be documented by minutes that will be available for review by all participants and action item lists will be developed to identify critical issues and establish milestones for resolution.

On a daily basis, the CWM Team will utilize the GDOT web-based management website, e-Builder.net, for all file storage, communication and correspondence. This system will provide automated tracking of time critical submittals and will be the official record of all project communication. CWM will utilize Maxwell StreetSmarts Version 7.5 for internal financial controls and Oracle Contract Manager Version 14 for internal document management control.

C.3.2.d Quality Process: The CWM Team will develop the Project Quality Management Plan (QMP), which will include a Design Quality Management (DQM) Plan and a Construction Quality Management (CQM) Plan, to be the core document for managing the quality of the project and documentation of any changes from the design processes or nonconforming work through a Nonconformance Report Process. The DQM will define the specifications, qualifications and procedures for developing a quality design. The CQM will document the detailed procedures, specifications and frequencies for construction quality verification.

The quality management process starts at project inception with submittal of the QMP no later than 30 days from NTP 1 and continues through project acceptance. The DQM Plan will outline the procedures for a system of independent design checks and as illustrated on the CWM Team organizational chart, the Design QA Manager,



Steve Callis, PE, functions independently of the Design Team by reporting to the Lead Contractor Project Manager, Bob Thompson.

The construction engineering inspection and testing functions of the CQM Plan will be performed independently of the Design-Build Team by GDOT or authorized representatives. Any materials verification by the Design-Build Team required by the specifications will be performed in GDOT certified labs under the supervision of Andrew Brooks, PE who has no responsibilities for performance of the work.

C.3.2.e Interfacing with Stakeholders: CWM acknowledges the importance to the Project of SRTA, FHWA, GDOT’s consultants and other stakeholders and welcomes their participation and involvement in the Project. Beginning at the Kickoff Meetings, all stakeholders will be integrated into the project meeting protocol. Each entity; such as the toll system integrator, utilities and subcontractors will be invited to participate in PDG and Technical Meetings to promote communications and the early identification and resolution of issues before they impact the schedule and timely completion of the Project.

Timely communication of information to the traveling public and all stakeholders will be important in maintaining public and media support for the Project. The CWM Team will coordinate and collaborate with GDOT in development of a comprehensive Public Information and Communications Plan that will outline the communications protocol utilized by GDOT to keep the public informed of scheduled project activities, traffic restrictions and emergency situations.

C.3.3 SAFETY

Safety of our employees, subcontractors and the traveling public is of paramount importance and the first responsibility of all members of the CWM Team. We will mandate that safety at all times remains the primary consideration in all aspects of the project execution. All members of the CWM Team are committed to implementing and delivering a comprehensive safety program which establishes a zero accident goal for the project and the traveling public. The safety program focuses on loss prevention through the use of safety training and hazard identification, awareness and avoidance.

As evidenced by the fact that CWM’s loss experience rates are continuously below industry standards, the CWM Safety Program is a proven system with its foundation in the philosophy of insisting that all personnel have day to day responsibility for safety, but with particular focus on the Foreman and Worker level, and continuous Safety training and education. This philosophy empowers personnel who directly perform the work to have the appropriate training and resources necessary to recognize and mitigate hazards immediately. The effectiveness of the program is continually evaluated through our formal Safety Audit Program. This program provides regularly scheduled Safety Audits of randomly selected operations. Participation in the audits include personnel at every level, from senior management to craft workers, and provides an immediate and recordable safety evaluation.

The CWM Safety Program will include the following key elements:

• Senior management commitment to safety• Dedicated Safety Manager with responsibility for safety of project personnel and the public• Safety orientation for every employee and subcontractor prior to beginning work.• Substance abuse prevention program that includes pre-employment testing and random verification after

employment• Experienced personnel for implementation and monitoring of Maintenance of Traffic Plans• Safety planning in all phases of project delivery• Safety Audit Program• Specialized Training in specific discipline areas• Continuing Safety training and education• Daily hazard analysis• Protocols for accident investigation and follow–up actions

Implementation of the CWM Safety Program will be under the direction of Mr. Chris Blair. Chris is certified as an Associate Risk Manager and OSHA 500 trainer with more than 10 years of experience in the construction industry



managing safety programs and providing employee safety training. His onsite experience has helped him develop effective approaches to safety and compliance.

Continuous training is a basis of the CWM Safety Program and begins when a new employee is hired and continues throughout the duration of their employment. CWM offers 35 safety training classes per year that are tailored to the employees’ discipline and exposure to specific hazards. Core components of the training program include:

• New hire orientation• Defensive Driving• 10-hour OSHA training course• First Aid, CPR• Alcohol Awareness• Specific discipline training including; Fall Protection, Competent Person, Confined Space Entry, Rigging,

MOT Certified Flaggers, Crane Hand Signals and Crane Assembly• Specific equipment operator certifications including; Certified Crane Operators and Fork Lift Operators

C.3.4 ENVIRONMENTAL MANAGEMENT

C.3.4.a Environmental Commitments: The CWM Team’s approach to environmental compliance and permitting will begin at NTP 1 with early integration of the design NEPA lead, ecologists, compliance managers and construction managers into the Technical Groups and Project Development Groups to identify potential environmental issues and develop mitigation strategies to avoid potential schedule delays. The CWM Team is committed to environmental compliance and will mandate adherence to the environmental management plan through every phase of the project.

Members of the CWM Team have a comprehensive understanding of environmental requirements and best practices from their qualifications and past experience working on urban freeway projects. Their most recent first-hand experience was working together on the I-75 South Managed Lanes project where the CWM Team was able to successfully navigate the NEPA Re-evaluation and permitting process to implement a phased NOI approach that expedited the start of construction by four months.

The Environmental Management Team will be led by Robin Stevens in the design and permitting phase and by Brian Johnson in the construction compliance stage. Ms. Stevens has 15 years of experience in the NEPA process, relevant federal and state permitting requirements and is a well-respected industry veteran. Ms. Stevens has developed relationships with the appropriate regulatory agencies that will enable the team to have early communication and coordination with agencies to address any concerns. In addition, Ms. Stevens knows exactly what information GDOT’s NEPA consultants will need to perform their re-evaluation since she has successfully performed the same for GDOT on several D-B projects, including the I-20 Collector-Distributor Project. Brian Johnson has 15 years of experience in environmental engineering and serves as CWM’s full-time Environmental Manager. Brian is experienced in developing and managing individual and general NPDES permits and storm water pollution plans and monitoring compliance with Section 404 permit conditions.

The following table identifies the environmental commitments, potential re-evaluations and documentation necessary to complete the project.

• NEPA Re-Evaluation for Design Modifications Ecology Report Addendum Assessment of Effects Addendum Noise Report Addendum Air Quality Report Addendum

• National Pollutant Discharge Elimination System (NPDES) Construction General Permit (GAR 1000002), Notice of Intent

• NPDES General Construction Permit (GAR 1000003), Notice of Intent• NPDES Construction General Permit (GAR 150000), Notice of Termination• Georgia Stream Buffer Variance



• Section 404 Nationwide or Regional Permit (if additional required)• Section 404 Individual Permit (if additional required)• Waste/Borrow Pit Local Land Disturbance Permits and Associated Documents• Migratory Bird Treaty

The CWM Team’s recent experience on projects of this size has led it to recognize that education of the construction team, including all levels of field personnel in the project’s environmental requirements is a key strategy in eliminating compliance issues. With an emphasis on looking ahead for early recognition of issues, the full-time Worksite Erosion Control Supervisor (WECS) assigned to this Project, and under the direction of Brian Johnson, will train our construction personnel on the specific project requirements.

In addition, Erosion Control Inspectors (under the direction of the WECS), will perform daily inspections of all applicable project components. Daily inspections of staging areas and BMPs will occur in each project management segment of the project alignment, so that the full length of the project is inspected on a weekly basis, as required by NPDES permits. Immediate inspections will be conducted following qualifying rain events or other events which could possibly damage BMP’s. At specific project locations, such as culverts, there will be additional construction personnel with a WECS certification which will help with specific daily inspections and ensure compliance with applicable regulations and erosion control requirements.

C.3.4.b Environmental Risks: As discussed earlier, during the design phase, the CWM Team will continue to identify additional environmental impacts and risks, and will propose mitigation strategies to avoid, minimize, or eliminate environmental impacts. Listed below are potential environmental risks and a description of the CWM Team’s approach to mitigate, eliminate or reduce those risks.

RISK MITIGATION

Environmental Permitting Delays

• Thorough assessment and understanding of permitting requirements• Early and continuous agency coordination• Avoid stream buffer variance issues by designing with no impacts• Designing the project within the already identified ROW

Impact to Buffers, Streams, Protected Species, Aquatic Life

• Close monitoring and compliance with Erosion and Sediment Control Plans, variances and permits• Limit construction entrance/exit areas• Use dedicated erosion control personnel (WECS)• Periodic re-training of WECS and construction personnel• Train monitoring personnel in specific protected species recognition• Schedule construction activities to avoid spawning/nesting/breeding seasons in accordance

with the environmental commitmentsPublic Outreach • Coordinating closely with GDOT to maintain open communication channels

C.3.5 PROJECT MANAGEMENT INTERVIEW

The CWM Team looks forward to the opportunity to participate in the Project Management Interview. The four attendees representing the CWM Team are:

• Bob Thompson, Lead Contractor Project Manager• Freddy Sumner, Lead Contractor Superintendent• Keith Kunst, PE, Lead Design Engineer• William Dial, PE, Lead Roadway Engineer


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