in RespOnse tO RFQ -

Project 4 - PI# 262027Engineering Design Services - Laurens CountyPhase II Response

GeoRGIa dePaRtment oF tRanSPoRtatIon

lauRenS Count y • JanuaRy , 2014

Marketing Number: 13400705315

Marketing Team: Bilby, Hall, Jones

© 2014 Gresham, Smith and Partners

atlanta

Baton Rouge

Birmingham

Chipley

Cincinnati

Columbus

dallas

Ft.lauderdale

Jackson

Jacksonville

Knoxville

louisville

memphis

nashville

Richmond

Shanghai

tallahassee

tampa

www.greshamsmith.com

2325 lakeview Pkwy.Suite 400alpharetta, Ga 3000770.754.0755

in RespOnse tO RFQ -

Project 4 - PI# 262027Engineering Design Services - Laurens CountyPhase II Response

GeoRGIa dePaRtment oF tRanSPoRtatIon

lauRenS Count y • JanuaRy , 2014

Marketing Number: 13400705315

Marketing Team: Bilby, Hall, Jones

© 2014 Gresham, Smith and Partners

atlanta

Baton Rouge

Birmingham

Chipley

Cincinnati

Columbus

dallas

Ft.lauderdale

Jackson

Jacksonville

Knoxville

louisville

memphis

nashville

Richmond

Shanghai

tallahassee

tampa

www.greshamsmith.com

2325 lakeview Pkwy.Suite 400alpharetta, Ga 3000770.754.0755

1) Technical Approach to Managing the Project

1a) Provide any unique technical approaches your firm offers relative to addressing anticipated design concepts, use of any alternative methods for delivery (if applicable), and/or management of the project.

US 441/SR 31 is an important north-south corridor that links Dublin and McRae with I-16 and is vital to the local economy as well as all of middle Georgia. Gresham, Smith and Partners (GS&P) understands this importance and appreciates the oppor-tunity to participate in Phase II of the selection for this project.

We have thoroughly reviewed the approved revised concept report for this project (dated 8/5/13) as well as performed a site visit to understand its complexities. GS&P proposes a team approach to the design that would take a fresh look at the concept to determine if there are other ideas that would maintain the need and purpose, but add value cost savings to the Department. Examples of potential ideas include:

SR 117 Intersection – the current concept shows widening from two to four lanes beginning south of SR 117. During our site visit, we met with officials from the Dublin Laurens County Welcome Center that drive the project daily. They were specifically concerned about the existing taper from two to four lanes near Scotland Road and said southbound (SB) vehicles that are merg-ing to one lane tend to increase speed near the same location that other vehicles are decreasing speed to turn left, creating a very dangerous situation. In fact, they mentioned a recent crash at this location that resulted in one fatality and a month-long coma for a local young lady. Because of this knowledge, we recommend taking another look at the concept transition from

two to four lanes and possibly dropping the SB lane onto SR 117 instead of carrying it through the intersection as well as starting the northbound (NB) lane at the intersection. This not only could improve the current situation but could avoid a displace-ment south of SR 117. A roundabout at this intersection could be considered also and would potentially have numerous safety benefits. GS&P has extensive roundabout experience and could quickly determine if a roundabout would be feasible.

Narrow Medians – there are locations that would have significant benefits from reducing the typical proposed median (20-feet or 44-feet) to a narrow median, potentially saving displacements and reducing environmental impacts. For example, the Bluewater Baptist Church is shown as a displacement to avoid impacts to the cemetery on the west side of US 441. If this church determined to be historic, an individual 4f would be required to displace, likely adding 2.5 years to the schedule, as well as having an emotional impact to the community. When combined with the concept’s realignment of Scotland Road, a narrow median might fit within the approximate 110 feet to avoid this displacement and could be continued from the narrow median proposed for the bridge just to the north. Narrow medians could also be utilized at the church/mobile home community south of Dominy Road (South) and at Dominy Road (North) as well as other locations.

CEMETERY

POTENTIAL NARROW MEDIAN IN THIS SECTION

TO AVOID CHURCH DISPLACEMENT

BLUEWATER BAPTIST

Proposed Concept - 8/2013

US 441/SR 31

SCOTLAND ROAD

RFQ-484-101713 • 1

Sideroad Connections – the concept for Campground Road / Dominy Camphouse Road shows these roads separately being realigned, each with median openings only 1,600 feet apart. If possible, these roads should be combined into one median opening. In addition, the concept for Dominy Road shows splitting the roadway and creating two connections approximately 1,800 feet apart. If the north connection could be removed, there is a potential to save three displacements as well as reducing impacts to wetlands.

OuR management appROach is a team appROach wheReby the gDOt pm, gDOt sme’s, gs&p pm, gs&p engineeRs anD scientists wORk tOgetheR. As demon-strated in our Phase I submittal (pg. 8), we consider the entire group to be the project team and through collaboration, coor-dination, and communication, we will be successful in delivering this project.

Regular Coordination Meetings – GS&P strongly believes in conducting regular progress meetings with the team. When held on a consistent basis, we are convinced these meetings save time over the life of the project and help keep the project on schedule and moving through the PDP process.

Detailed Progress Report – With GS&P, an in-depth progress report would be created and maintained each month with work completed, past milestone dates and risk items. This report is helpful to document past occurances, it aids the GDOT PM at Let Status meetings, and provides a useful record if there is a change to the GDOT PM.

GDOT Management Experience – GS&P has been blessed to work with the Department on over 100 projects during the past 15 years and we are proud of our relationship serving the Depart-ment. Through the experience gained over this time, you can have confidence GS&P will successfully manage this project. We know that GDOT PM’s time is valuable so we take a proac-tive management approach, trying to anticipate the next activity without having to wait to be directed. We also understand the particular focus on schedule and are committed to taking owner-ship of the schedule in Primavera, and working with the PM on recovery schedules if issues arise.

1b) Identify any unique challenges of the project and how your firm intends to mitigate these challenges, including quality control, quality assurance procedures.

Environmental

Environmental issues always have the potential of creating challenges for roadway projects and this project is no excep-tion —including possible historic resources, archeological resources, T&E species, wetlands, streams, ponds, and public involvement. Our approach to mitigating these risks is to identify these elements early in the design process. • The GADNR and IPaC websites list four federally protected

species for known occurrences in Laurens County - one aquatic species (Altamaha spinymussel), one plant species (Relic trillium), one avian species (Red-cockaded woodpecker), and one reptile (Eastern indigo snake). There is also a listings for a state protected species (Altamaha arcmussel) and a federal candidate species (Gopher Tortoise). In the event that these species are present, GS&P will consult with DNR and the USFWS to determine whether surveys will be required.

• Six streams, a freshwater pond, and numerous wetlands are located along SR 31. Stream and Pond State Waters would require a 25-foot buffer and any impacts to Waters of the U.S. would require a permit through the US Army Corps of Engineers.

• A desktop survey of the project corridor identified no properties listed on the National Register of Historic Places, however a review of existing information from the Laurens County Tax Assessor website revealed 15 properties 50 years of age or older. These will need to be carefully reviewed by

the Historian and coordinated with State Historic Preservation Office (SHPO) as most appear to have been altered.

• There are several places of worship (some include cemeteries) located along SR 31. Coordination with these congregations to minimize disruptions may be necessary.

• Outreach to address environmental justice issues may be needed. Early examination indicates that there may be low income and/or minority groups within the project corridor.

Public Involvement

Based on our experience with other projects, a positive public involvement effort is critical. In addition to Public Information Open House (PIOH) displays, we propose to further develop public meeting tools which we have used to help encourage

Bluewater Baptist Church

2 • gResham, smith anD paRtneRs

productive conversations with the public, such as:• Meetings with local elected officials prior to the PIOH to gain

input and support for the project.

• Meetings with key stakeholders for input before the PIOH.• Have a kid’s station at the PIOH with transportation related

education and coloring books.

SR 117 Intersection

2) Provide any specific qualifications, skills, knowledge of the project and project area which may uniquely benefit the firm and project. GS&P’s experience with Georgia projects has afforded us with a thoughtful understanding and knowledge of corridor widenings. Our proposed Project Manager, Jody Braswell, P.E., and our lead Roadway Engineer Eric Rickert, P.E., have performed similar projects including GRIP US 27/SR 1 in Clay/Randolph Counties (currently under construction and very similar to US 441/SR 31), SR 29 at Bethlehem Church Road in Laurens County, SR 9 widening in Fulton County, Lower Roswell Road in Cobb County, Old Atlanta Road and Union Hill / Mulinax Road in Forsyth County, and SR 61/113 in Bartow County. As demonstrated in our Phase I response and our understanding of this project, we are committed to using our past experiences to provide GDOT with a quality, appropriately designed project that will help to improve operations and reduce the number and severity of crashes while serving middle Georgia for many years.

GDOT’s Plan Development Process (PDP)

The PDP is a complex process, constantly changing and evolving. Thorough knowledge and real world project experience with the PDP is needed to help guide this design forward and ensure all steps are taken. GS&P has that needed experience, gained through our involvement in the many projects completed for

GDOT. Our PM not only has hands-on experience in the PDP, he’s twice taken the formal PDP training, most recently in August of 2012. He has also donated time and effort to be a member of the CRC Program Delivery Committee as well as a committee member updating the PDP. The Department can have confidence this project will be successful with GS&P.

In closing we would like to assure GDOT that GS&P has the capacity for this project. As shown in our Phase I submittal, we have several projects currently wrapping up or in final design and have teams with excess capacity and past experience that would be timed perfectly with this project. Our PM is focused and committed to GDOT and this project would fit seamlessly into our current management system. We thank you for this opportunity and hope you will find GS&P as the top selection for this contract.

QualIty ContRol, QualIty aSSuRanCe PRoCeduReS / GS&P’S 5 SteP QualIty PRoGRamthe goal of our Quality Program is to bring focus to the improvement of our work products; achieved by a commitment of the firm and our employees to a continual process of planning for quality and understanding project risk, communicating with the team, implementing the plan through scheduled project reviews, and improving the quality program in every aspect of our practice, achieved through 5 basic steps:

1. Project Plan – the intent of this plan is to document gs&p’s processes and procedures specifically to this project. the amount of detail varies based on the size, type of project, experience, complexity and the amount of identified risk. the plan is to be discussed by all team members and details the importance of how the team will meet the client’s expectations and our agreement requirements.

2. Project Meetings – prior to design or planning activities, each project will have a kickoff meeting that will communicate the scope, budget and schedule. Regular project meetings then will be held during the life of the project to ensure communication between the team. the team is also encouraged to conduct phase kickoff meetings for projects that have long project schedules between delivery phases or whenever team members change.

3. On-Team Reviews – each project will have on-team reviews, checking the work that was performed by the team that performed it. checklists are available for each discipline to aid in the on-team review. calculations must also be checked including spreadsheets and hand calculations.

4. Off-Team Reviews – each project will have off-team reviews, checking the daily technical work of the project. For multiple discipline projects and for subconsultant work, each discipline will have a qualified professional not directly involved in the project review the work. gDOt Qc/Qa certification will be documented and submitted as well.

5. Curtain Call Meetings – each project will have a curtain call meeting to review the positive and negative aspects of the project. Results will be documented and for review by other team members to apply to future projects.

RFQ-484-101713 • 3