2000-24140 RESO
RESOLUTION NO. 2000-24140
A RESOLUTION OF THE MAYOR AND CITY COMMISSION OF THE
CITY OF MIAMI BEACH, FLORIDA, ACCEPTING THE
RECOMMENDATION OF THE CITY MANAGER PERTAINING TO THE
RANKING OF THE PROPOSALS RECEIVED IN RESPONSE TO REQUEST
FOR QUALIFICATIONS (RFQ) NO. 102/99-00, TO PROVIDE PROGRAM
MANAGEMENT SERVICES TO MANAGE CONSTRUCTION PROJECTS
WITHIN THE PUBLIC RIGHT-OF-WAY; AUTHORIZING THE
ADMINISTRATION TO ENTER INTO NEGOTIATIONS WITH THE MOST
QUALIFIED FIRM, HAZEN AND SAWYER; FURTHER AUTHORIZING
THE ADMINISTRATION TO NEGOTIATE WITH THE SECOND MOST
QUALIFIED FIRM, AS DETERMINED BY THE CITY MANAGER,
SHOULD THE ADMINISTRATION NOT BE ABLE TO SUCCESSFULLY
NEGOTIATE A CONTRACT WITH HAZEN AND SAWYER; AND
FURTHER AUTHORIZING THE ADMINISTRATION TO NEGOTIATE
WITH THE THIRD MOST QUALIFIED FIRM, AS DETERMINED BY THE
CITY MANAGER, SHOULD THE ADMINISTRATION NOT BE ABLE TO
SUCCESSFULLY NEGOTIATE A CONTRACT WITH THE SECOND MOST
QUALIFIED FIRM.
WHEREAS, the City is desirous of constructing capital projects for the City in an efficient
and effective marmer; and
WHEREAS, the City has issued General Obligation (GO) Bonds, and has plans to issue
additional bonds, to provide funding for a number of needed capital projects to be constructed in
various areas of the City to upgrade and improve the infrastructure for the purpose of providing
better service to residents and visitors; and
WHEREAS, at its May 8, 2000 meeting, the Finance and Citywide Projects Committee
recommended that the City issue a Request for Qualifications (RFQ) to retain a professional
program/construction management firm for public right-of-way projects; and
WHEREAS, on May 24, 2000, the Mayor and City Commission adopted Resolution No.
2000-23920, approving and authorizing the issuance of a Request for Qualifications (RFQ) from
firms with the experience and capability to provide professional prograrn management services for
capital right-of-way infrastructure projects for the City; and
WHEREAS, an Evaluation Committee appointed by the City Manager convened on August
23,2000, and agreed to allocate a point value system to each evaluation criteria stated in the RFQ,
and agreed to hear oral presentations from all responding firms; and
WHEREAS, the Evaluation Committee heard oral presentations on September 28, 2000, and
applied the point value system to each evaluation criteria; and
WHEREAS, the Evaluation Committee recommended Hazen and Sawyer as the most
qualified firm; and
WHEREAS, the City Manager has been briefed by the City's Administrative Staff on the
Evaluation Committee's recommendation and concurs that Hazen and Sawyer is the most qualified
firm; and
WHEREAS, the Administration would request that the Mayor and City Commission accept
the recommendation of the City Manager and authorize negotiations with the most qualified firm of
Hazen and Sawyer; the Administration would further request that, should negotiations with Hazen
and Sawyer be unsuccessful, that it authorize it to commence negotiations with the second most
qualified firm, as shall be determined by the City Manager and so reported to the Mayor and City
Commission at that time; finally, should negotiations with the second most qualified firm be
unsuccessful, the Administration would request authorization to negotiate with the third most
qualified firm, as shall be determined by the City Manager at that time, and as so reported to the
Mayor and City Commission.
NOW, THEREFORE, BE IT DULY RESOLVED BY THE MAYOR AND CITY
COMMISSION OF THE CITY OF MIAMI BEACH, FLORIDA, that the Mayor and City
Commission herein accept the the recommendation of the City Manager pertaining to the ranking
of the proposals received in response to Request for Qualifications (RFQ) No. 102/99-00, to provide
program management services to manage construction projects within the public right-of-way;
authorizing the Administration to enter into negotiations with the most qualified firm of Hazen and
Sawyer; and further authorizing the Administration to negotiate with the second most qualified firm
as determined by the City Manager, should the Administration not be able to successfully negotiate
a contract with Hazen and Sawyer; and further authoring the Administration to negotiate with the
third most qualified firm as determined by the City Manager, should the Administration not be able
to successfully negotiate a contract with the second most qualified firm.
PASSED and ADOPTED this 18th day of October , 2000
ATTEST:
MA!
~( l1,~
CITY CLERK
APPitOV-i:O AS TO
FORM & LANGUAGE
& FOR CUTfON
F:IPURClSALLIGUSIPROGRAM.WPD
"-
~I)~ll'"
Attachment 1
Miami-Dade County IIEII Reduction Program
Miarni-Dade County, Florida
Hazen and Sawyer, in a joint venture with Rust E & I, has performed program management
services for Miami-Dade Water and Sewer Department's (W ASD) $218M Infiltration/Inflow
Reduction Prograrn for the past five years. To date, the prograrn has been considered highly
successful and is considered a model program for other utilities by the EP A. The project started in
1995, with a completion date of 3/2000.
South County Neighborhood Improvement Project
Broward County, Florida
The South County Neighborhood Improvement Project (SCNIP) includes approximately 1,400
acres ofland between State Road 7 and 1-95, and south of Pembroke Road in Broward County. As
a result of increased flooding problems, Craven Thompson and Associates, Inc., was retained to
provide prograrn management services. The project started in 1996, and is scheduled for
completion in 2004.
Treyburn Mixed-Use Development
Durham County, North Carolina
Hazen and Sawyer was retained in 1986 to serve as the project manager responsible for the
plarming and construction administration of all infrastructure improvements. The Treybum site
consists of 5,200 acres located in Northern Durham County, North Carolina, which will be
developed over a 15-20 year period to include single and multi-family residential, commercial,
industrial, research, community service, and recreational land uses. The project started in 1986,
and is scheduled for completion in 2010.
Central County Neighborhood Improvement Project
Broward County, Florida
The Central County Neighborhood Improvement Project includes approximately 1,690 acres of
land located between Sunrise Boulevard, Davie Road, State Road 7, and Northwest 24th Avenue
in Broward County, Florida. Craven Thompson & Associates was responsible to study the
drainage, water distribution system, sanitary sewer system, and roadway networks within the
project area. The projected started in 1995, and is scheduled for completion in 2003.
Red Hook Water Pollution Control Plant
Brooklyn, New York
The NYC Department of Environmental Protection retained Hazen and Sawyer to provide sole
source engineering services for plarming, design, construction management and start-up for a new
60 mgd pollution plant located in the former Brooklyn Navy Yard. The plant start-up met all court
ordered consent decrees schedules signed by federal, state and city officials. The projected started in 1983, and was closed-out in 1991.
ATTACHMENT (continued)
Fast-Track Plant Upgrade Regional Wastewater Plant
City of Hollywood, Florida
The City of Hollywood operates a regional 38 mgd wastewater treatment plant. The effluent
quality, on occasion, exceeded permit limitations due to flow rates approaching plant hydraulic
capacity and obsolete equipment. The City adopted a policy to phase improvements only when
required to match capacity needs and satisfy regulatory requirements.
Hazen and Sawyer was hired by the City of Hollywood to provide design, permitting and program
management services to implement a fast-track program. The project was successfully completed
on-time and within budget.
Palm Beach County Judicial Center
Palm Beach County, Florida
This project was unique in that the County began construction of this project with a nationally
recognized construction/program management firm for about the first 70 percent of construction.
During this time, a series of events occurred that led the County to seek outside assistance to
resolve the multitude of issues that had arisen due to design and performance. The County brought
in Hazen and Sawyer to review the program management and to serve as the construction manager
for the remainder of the project in an effort to get the project back on track.
Hazen and Sawyer was able to assist the County in the successful resolution of hundreds of claim
issues involving cost and time extensions. In addition, Hazen and Sawyer assisted the County in
settlement of its claim against the previous prograrn manager, design professionals, and general
contractor without litigation. The project started in 1993, and was completed in 1995.
CITY OF MIAMI BEACH
CITY HALL 1700 CONVENTION CENTER DRIVE MIAMI BEACH, FLORIDA 33139
http:\\ci.miami-beach.fl.us
COMMISSION MEMORANDUM NO.
~J S-OD
TO:
Mayor Neisen O. Kasdin and
Members ofthe City Commission
DATE: October 18, 2000
FROM:
Jorge M. Gonzalez ~\l' A~
City Manager u- \J
SUBJECT: A RESOLUTION OF THE MAYOR AND CITY COMMISSION OF THE
CITY OF MIAMI BEACH, FLORIDA, ACCEPTING THE
RECOMMENDATION OF THE CITY MANAGER PERTAINING TO THE
RANKING OF THE PROPOSALS RECEIVED IN RESPONSE TO THE
REQUEST FOR QUALIFICATIONS (RFQ) NO. 102/99-00, TO PROVIDE
PROGRAM MANAGEMENT SERVICES TO MANAGE CONSTRUCTION
PROJECTS WITHIN THE PUBLIC RIGHT-OF-WAY; AUTHORIZING THE
ADMINISTRATION TO ENTER INTO NEGOTIATIONS WITH THE MOST
QUALIFIED FIRM OF HAZEN AND SAWYER; AND AUTHORIZING THE
ADMINISTRATION TO NEGOTIATE WITH THE SECOND MOST
QUALIFIED FIRM AS DETERMINED BY THE CITY MANAGER, SHOULD
THE ADMINISTRATION NOT BE ABLE TO SUCCESSFULLY
NEGOTIATE A CONTRACT WITH HAZEN AND SAWYER; AND
FURTHER AUTHORIZING THE ADMINISTRATION TO NEGOTIATE
WITH THE THIRD MOST QUALIFIED FIRM AS DETERMINED BY THE
CITY MANAGER, SHOULD THE ADMINISTRATION NOT BE ABLE TO
SUCCESSFULLY NEGOTIATE A CONTRACT WITH THE SECOND MOST
QUALIFIED FIRM.
ADMINISTRATION RECOMMENDATION:
Adopt the Resolution.
ANALYSIS:
On November 2, 1999, the City of Miami Beach voters approved the issuance of an approximately
$92 Million General Obligation (GO) Bond for Neighborhood, Parks and Beach, and Fire Safety
Improvements, of which $57 million is allocated for capital right-of-way infrastructure projects.
In addition to the allocation of $57 million from the GO Bond issue, the City Administration will
propose that a portion of the recently completed Water and Wastewater Bond issue and the proposed
Stormwater Bond issue be allocated for capital right-of-way infrastructure projects. The estimated
total is $187 million for infrastructure projects to be completed over the next seven (7) years.
AGENDA ITEM
f-/~
IO-l~-CO
DATE
RFQ No. 102-99/00
Page Two
October 18, 2000
ANALYSIS (continued)
On May 8, 2000, the Finance and Citywide Projects Committee reviewed the issue of retaining a
professional Program/Construction Management firm for these public right-of-way projects. The
Committee recommended that the City issue a Request for Qualifications (RFQ) from firms with
experience and capability as Program/Construction Managers.
On May 24, 2000, the Commission adopted a resolution authorizing the issuance of a RFQ from
qualified firms with the experience and capability to provide professional program management
services for capital right-of-way infrastructure projects for the City. The RFQ was issued on June
6,2000, with a deadline for receipt of responses of July 12,2000 at 3:00 p.m. Bid notices were sent
to 601 firms, with 61 firms or individuals requesting a copy of the RFQ. On July 12,2000, proposals
were received from the following firms:
Hazen and Sawyer
Jacobs Engineering in association with Camp Dresser & McKee, Inc.
Montgomery Watson - Corradino Joint Venture
URS/O'Brien Kreitzberg
PBS & J and Spillis Candela DMJM
Letter to Commission (LTC) No. 152-2000, dated August 2, 2000, established an Evaluation
Committee consisting of the following individuals:
Ted Berman, Engineer
Marty Hyman, Architect
Mike Hammon, Developer
Trish Blasi, Construction Manager
Saul Gross, President, Streamline Properties
Matthew Schwartz, Assistant City Manager
Ricardo Mendez, Assistant Public Works Director
Michael Alvarez, Assistant Public Works Director
Trish Walker, Finance Director
In addition to the above individuals, the GO Bond Oversight Committee requested that Leonard
Wein be added to the committee. The Interim City Manager concurred with Mr. Wein's addition.
On August 23, 2000, at 10:00 a.m. in the City Manager's Large Conference, the Evaluation
Committee convened, and all members, with the exception of Mr. Saul Gross, were in attendance.
In addition, other members of the City's Administrative Staff and City Attorney's Office were
present, as were interested members of the public.
The Committee was briefed on several aspects of the RFQ requirements and the City's Procurement
policies and procedures, including our Conflict oflnterest, Government in the Sunshine Law, and
the Cone of Silence Ordinance.
RFQ No. 102-99/00
Page Three
October IS, 2000
ANALYSIS (continued)
All Committee members completed a disclosure questionnaire and certified that their answers were
true and correct to the best of their knowledge and belief. All completed forms were reviewed by
First Assistant City Attomey Raul Aguila. It was determined that one member, Ms. Trish Blasi, Vire
President, Codina Development, had a conflict of interest since her company had current agreements
with several ofthe responding firms. Therefore, Ms. Blasi was excused as a committee member.
After much deliberation, the Committee agreed to allocate points to each of the evaluation criteria
as follows:
Firm's Experience in Program Management 15
Project Manager's Experience 25
Previous Similar Projects 15
Qualifications of Project Tearn 35
References Provided by Prior Project Owners 10
Additionally, the Committee agreed to the following:
. All members would adhere to the City's Cone of Silence requirements;
. All firms would be invited to give an oral presentation that would focus on the experience
and qualifications of the project team, the methodology and approach, staffing, and examples
of similar projects; and
. That the Procurement Director would contact four (4) of the firms' references, and three (3)
references of the individual at the top of each firm's organizational chart.
Shortly after the initial committee meeting, it was determined that Matthew Schwartz and Ricardo
Mendez would not participate as voting members, but would serve in an advisory capacity.
On August 23, 2000, at 8:30 a.m. in the Commission Chambers, the Evaluation Committee
convened, and all members, with the exception of Mr. Saul Gross, were in attendance. In addition,
other members of the City's Administrative and City Attorney's Office were present, as were
interested members of the public.
Prior to the start of the presentations, the committee decided to have the proceedings taped and
broadcast via tape delay.
The Evaluation of References Report prepared by the Procurement Director was disseminated to all
committee members. The report consisted of a questionnaire that was utilized to contact the
references of each firm, with emphasis on the following areas:
RFQ No. 102-99/00
Page Four
October 18, 2000
ANALYSIS (continued)
Efficiency & Flexibilitv
. Value for dollars spent
. Meeting and beating budgets
. Meeting and beating schedules
. Commitment to success
. Cost estimating accuracy
. Design compatibility to the construction process
. Change order time lines/processing/prevention
Technical Expertise & Creativity
. Effectiveness and creativity in conceptual design
. Long-term optimization ofland and facility
. Construction plans/drawings
. Problem-solving skills
. Computer skills (CAD/communication)
Communication & Interpersonal Skills
. Likeableness/Easy to get along with
. Relationship with all team members
. Accessibility to all promised players
. Communicating specification requirements
. Responsiveness to issues and clarifications
. Listening and translating customer needs
Responsibilitv & Manal!:ement Record
. Trustworthiness
. Maturity - effectiveness under pressure
. Monitoring punch list
. Final inspection process
. Commissioning the finished project
. Close out process
. Post project follow-up
. What are their specific strengths?
. What are their specific weaknesses?
The results of the Evaluation of References Report was distributed to all committee members for
their review. The Committee decided to review and discuss the report after the oral presentations
were completed.
RFQ No. 102-99/00
Page Five
October 18, 2000
ANALYSIS (continued)
Each firm then proceeded to introduce their project team and provided the committee with a 45-
minute oral presentation. At the end of each presentation, committee members asked questions,
and were in turn provided with answers by the various project tearn members. However, towards
the end of the Montgomery Watson - Corradino Joint Venture presentation, Mr. Wien left to attend
a previously scheduled business meeting, and therefore, did not participate during the question and
answer session.
During the question and answer period, following the PBS & J presentation, Mr. Anthony
Clemente, Prograrn Director for PBS & J, was asked to comment on reports that the firm had
difficulties on a recently completed program manager job for Miarni-Dade County. Specifically,
that the County Manager had placed the firm on a "no new work" list and that an investigation had
been done by Miami-Dade County's Office ofInspector General (OIG) on the Pump Station
Improvement Prograrn where PBS & J acted as Program Manager. Mr. Clemente addressed the
questions by indicating that they were working to resolve the issues raised by the County.
At the end of all presentations, as a follow-up to Ms. Walker's questions to Mr. Clemente during
the PBS & J presentation, the Committee members were provided with a report prepared by OIG,
dated September 11, 2000, and two memorandums from County Manager Merrett Stierheim, dated
February 4, 2000 and February 22, 2000. The OIG report was prepared at the request of the
Miami-Dade Board of County Commissioners regarding certain allegations made by Dr. Clarence
Smith and Mr. Robert Holland during the Commission meeting of July 27, 2000. The OIG report
and County Manager's Stierheim's memos raised concerns relative to PBS & J. After discussing
the OIG report, the Committee decided to proceed with the evaluation of all the firms.
The Committee members stated that there was not a need to discuss the Evaluation of References
Report prepared by the Procurement Director. The Report was excellent and self-explanatory,
with sufficient information to allocate points in the "References" criteria.
The Committee members decided to follow the point value system, which they had previously
adopted. Each members' score was tabulated and read aloud. The results are as follows:
Most qualified. . . . . . . . . . . .Hazen and Sawyer (554 points).
Second most qualified. . . . . .URS/O'Brien Krietzberg (409 points).
Third most qualified. . . . . . Jacobs Engineering (405 points).
Fourth most qualified. . . . . .Montgomery Watson (379 points).
Fifth most qualified. . . . . . . PBS & J (311 points).
The top-ranked firm of Hazen and Sawyer is an international consulting engineering firm
specializing in the plarming and implementation of public works and water resources projects.
Hazen and Sawyer has provided complete services in Miami-Dade County since the 1960s. They
are one of the most experienced utility engineering firms in South Florida. They have been
involved in the implementation of over $1 billion in local public works infrastructure projects in
the past 25 years.
RFQ No. 102-99/00
Page Six
October 18, 2000
ANALYSIS (continued)
Hazen and Sawyer's Project Team has provided Program Management/Construction Management
Services since the firm's founding in 1951. Locally, they have provided program/construction
management services for over $2 billion in construction costs, and over $5 billion nationally and
internationally. The following is a list of similar projects and the construction cost of each project,
which is representative of the Project Team's most relevant experience:
PROJECT
Miami-Dade County I/E/I Reduction Program
Fast-Track Plant Upgrade Regional Wastewater Plant
Palm Beach County Judicial Center
South County Neighborhood Improvement Project
Treybum Mixed-Use Development
Central County Neighborhood Improvement Project
Red Hook Water Pollution Control Plant
CONSTRUCTION COST
$190M
$85M
$88M
$70M
$85M
$69M
$391.5M
Attachment 1 provides a brief description of each of the above projects.
Hazen and Sawyer's Project Management Philosophy
Development of a sound approach and methodology is of primary importance for completion of
projects in a timely and cost effective marmer. The following is an outline of the basic project
management philosophy followed by Hazen and Sawyer:
Schedule and Cost Control
The project tearn implements computerized cost, schedule and quality control procedures from the
inception of each project. They subscribe to early identification and reporting of apparent problem
areas in order to take action to maintain schedules and ensure a high quality project.
Included in Hazen and Sawyer's standard practice is the utilization of computerized project cost
and project scheduling tracking reports. Additionally, the program manager is responsible for
developing the internal management plan which includes scheduling for each work task,
manpower and budget for each work task, team resources necessary to complete the project, record
keeping system, and information distribution system.
Team Concept
Hazen and Sawyer subscribes to the Project Tearn concept in which the most talented
professionals with in-depth local experience are assembled to take the project from conception to
completion and into operation.
The Task Leaders are assigned to administer the day-to-day execution of individual projects.
Senior engineers are assigned as Task Leaders to accomplish specific tasks.
The tearn approach offers a degree of continuity, awareness of the status of the project and a
formal mechanism for the exchange of information and coordination arnong team members.
RFQ No. 102-99/00
Page Seven
October 18, 2000
ANALYSIS (continued)
Project Management
Hazen and Sawyer utilizes the strong program manager approach along with a structured support
tearn. The Prograrn Manager is responsible for maintaining full knowledge of all aspects of the
project. This approach is designed to provide one person answerable to the client at all times.
This results in direct lines of communication and responsibility and allows for simple project
coordination.
Project Team Subconsultants
Hazen and Sawyer will be supported by key subconsultants in specialized areas of expertise as
described below:
Craven Thompson & Associates, Inc., was founded in 1961 as an engineering and surveying
firm. CTA will be responsible for Engineering management and permitting. After 39 years, CTA
has grown into a multi-disciplinary firm comprising of specialized teams, each fully staffed with
top caliber professional and supported personnel, serving clients in both the public and private
sectors. The firm is currently engaged in south Florida's largest neighborhood improvement
projects that are located in Broward County. These projects have a construction value
approximating $200 million. These projects consist of infrastructure improvements such as water
distribution, sanitary sewer collection and transmission, stormwater management systems and
streetscape beautification within residential communities that are over 60 years old. Utility
infrastructure is in a state of disrepair and in need of rehabilitation and replacement. The initial
development of these residential neighborhoods provide no stormwater management facilities and
therefore a component of this prograrn is to effect state of the art stormwater management
facilities. Since existing roads were being impacted during construction, additional improvements
were incorporated into the prograrn to improve the neighborhood such as sidewalks, traffic
calming features, landscaping and roadway improvements. Close coordination with the State of
Florida Department of Transportation, Broward County Engineering Division and several
municipalities was required to implement the improvements.
Giller & Giller, Inc., is Miarni Beach's oldest architectural firm. Giller & Giller has provided
architectural services to the South Florida area for over 50 years. Giller & Giller will be
responsible for construction management and architectural review. Since its founding in 1944, as
Norman M. Giller & Associates, Giller & Giller has evolved from a one-man office to a team of
professionals engaged in a full range of architectural services. From early residences and small
apartment buildings during Miarni's post- Wodd War II boom, the firm grew during the fifties to a
position of prominence in the design of hotels, motels, and shopping centers. Major projects
included the Diplomat Hotel and Country Club complex and the Carillon Hotel.
RFQ No. 102-99/00
Page Eight
October 18,2000
ANALYSIS (continued)
A' Group is a Florida based engineering and construction management organization with offices
in Miami and Orlando with specific expertise in construction management and traffic/roadway
engineering. The firm is also certified as a Hispanic-Owned Business Enterprise with Miami-
Dade County. A' will be responsible for program scheduling, cost-estimating, Florida
Department of Transportation (FDOT) and Miarni-Dade Public Works coordination.
Garber & Goodman, Inc., was established in 1963 and has steadily grown over the years to
expand its services and capabilities in the City ofMiarni Beach. The firm will lead the community
outreach and public relations efforts.
Rosen, Switkes & Levinson is an A V -rated partnership originally established in 1982. The firm
has been providing legal services to the public and private sectors with an emphasis in
construction and commercial litigation for the last 18 years. They will be responsible for
providing legal services. The practice is located in the City of Miarni Beach and has provided legal
services to the City of Miami Beach, Miami Beach Police Department Fraternal Order of Police,
Miami Beach Visitor and Convention Authority, City of North Miarni Beach, Miami-Dade County
Public School Board, as well as other public and private sector entities. The firm's role on this
assignment will be to provide legal counsel to the Program Manager during construction, legal
review of construction claims and assistance in preparing standard contract documents for use by
the City design consultants.
Management and Production Services, Inc. (MPSI) is a management production firm that
provides assistance to architects, engineers, contractors, and public and private entities in the
construction industry. MPSI is also a certified Women-Owned Business Enterprise that will be
responsible for document control and data management. The principal support staff of MPSI has
over sixteen years experience on various aspects of project administration, contract control and
related disciplines. Personnel are expert operators and trainers in the use of project management
software. These operating and training skills will provide useful to clients requiring turnkey
project delivery.
Key Staff's Experience
Patrick A. Davis, P.E., Officer-in-Charge
Mr. Davis is currently Vice-President of Hazen and Sawyer, and as such is responsible for
plarming, organizing, coordinating, and directing professional services delivery in Florida. He has
over 20 years of management experience for a variety of infrastructure construction programs in
South Florida.
Mr. Davis has directed or participated in the master plarming, permitting, design and construction
of water resources facilities in Florida, the Northeast and Central/South America. In South
Florida, Mr. Davis has served as Project Director on over $250M of public works construction and
has been involved in an engineering capacity on over $800M of constructed local public works
projects.
RFQ No. 102-99/00
Page Nine
October 18,2000
ANALYSIS (continued)
Humberto "Bert" J. Vidal, P.E., Program Manager
As the Program Manager, Mr. Vidal will have the overall responsibility for meeting time and
budget requirements, technical quality control and assurance and, ultimately, acceptability of each
project to the client.
Mr. Vidal, a Miami Beach resident, has more than 19 years experience in the prograrn
management oflarge, public construction projects. Typical projects have included utility
infrastructure projects throughout the United States, ranging in size from $2.5M to $220M. His
most recent assignment was as Program Manager for the City of Pompano's $25M Water
Treatment Plant expansion. This project consisted of complex membrane filtration process
construction involving mechanical, electrical, instrumentation and HV AC discipline coordination
Charles O. Carreno, P.E., Deputy Program Manager
As the Deputy Program Manager, Mr. Carreno's specific duties will include: Coordination of
subconsultants and subcontractors; Establishing and monitoring schedules and budgets; Primary
contact with City design professionals; Coordination of all program phases; and Support to all
Team Leaders and technical staff.
Mr. Carreno has directed the plarming, design, and construction administration of public works
projects including pump stations, pipelines, treatment works, solid waste landfills, wetland
mitigation, groundwater remediation and environmental assessment. He has participated in
feasibility studies, design basis reports and master plans for over $200M of municipal works. His
most recent construction management assignment was for the City of Miramar Utility
Infrastructure Program which constructed over ten miles of underground utilities to serve new
developments.
Suresh Mistry, P.E., PlanninglEngineering Management
Mr. Mistry will be responsible for all engineering, contractor work orders and teclmology
selectionlbidding.
Mr. Mistry has over 16 years of experience in the engineering and construction management of
Public Works projects. For the past six years, Mr. Mistry has been the Engineering Manager for
the $195M Miarni-Dade Inflow/Exfiltration/Infiltration Flow Reduction Program.
Talal Abi-Karam, P.E., C.G.C., Administration/Project Control Team Leader
Mr. Abi-Karam will coordinate, supervise and provide technical support to the task engineers
responsible for planning and scheduling, budgeting, cost estimating, cost monitoring, construction
administration, project progress, and master control schedules.
RFQ No. 102-99/00
Page Ten
October 18, 2000
ANALYSIS (continued)
Project Office and Program Control Center
Each ofthe project tearn members maintain offices in the Miami-DadeIBroward County area. The
importance of this project, however, requires special focus to ensure total program control.
Therefore, Hazen and Sawyer will locate all key project personnel to a central Program Control
Center located at the Giller Building located at 975 Arthur Godfrey Road. This office is centrally
located to the entire City of Miarni Beach community thereby providing easy access to City staff
and residents to project information.
SUMMARY
In summary, Hazen and Sawyer has been selected based on the following:
1. Strong Local Presence. The project team has approximately 200 technical and support staff
within a 25-minute driving distance to the City's offices. The project team is supported locally by
Miarni Beach firms, Garber & Goodman, Giller & Giller, and Rosen, Switkes & Levinson.
The Prograrn Manager, Humberto "Bert" Vidal, P.E., is a Miami Beach resident.
2. Demonstrated Experience. Hazen and Sawyer's project team has provided prograrn
management services for over $2 billion of utility infrastructure projects in South Florida alone.
Project tearn members have participated in the largest neighborhood utility infrastructure programs
undertaken in South Florida with construction costs approximating $200 million. The Broward
County programs are identical to the City of Miami Beach program in project type and purpose.
3. Demonstrated Record as a Good Corporate Citizen. Although not required by the RFQ,
Hazen and Sawyer has complemented its team with N Group, a Hispanic-Owned Business, and
Management and Production Services, Inc., a certified Women-Owned Business.
4. Staying Power. Hazen and Sawyer is an employee-owned firm. They are not publicly traded
on an active stock exchange and they have assured the City of Miami Beach that Hazen and
Sawyer will complete their assignments on time and within budget.
5. Outside Funding Sources. Demonstrated knowledge of funding prograrns and special
legislative initiatives which can be used to maximize outside funding for this program. Donald
Roecker's 25-year funding history is a key aspect of Hazen and Sawyer's experience. Mr. Roecker
has been responsible for securing more than $1.25 billion in State and Federal loans and grants for
more than 200 communities from Washington, D.C., to Seatle, Washington.
RFQ No. 102-99/00
Page Eleven
October 18, 2000
SUMMARY (continued)
6. Solid Institutional Knowledge. Hazen and Sawyer has been providing services to Miami-
Dade County and Miami-Dade municipalities for over a quarter century.The Miami Beach
consulting work force will be fully committed to project design. Additional consultant resources
are essential to meeting the goals of the City of Miami Beach.
7. Responsive to the City's Needs. Responsive and responsible are two words that Hazen and
Sawyer stressed throughout their proposal and oral presentation. A recent example of their
commitment to our community occurred during the recent wastewater spill at the Miarni Beach
Marina. Hazen and Sawyer was requested by the County to investigate the integrity of the Miami
Beach outfall and to monitor oceanographic data so that the County and State public health
officials could monitor the fate of the wastewater discharge. The Hazen and Sawyer vessel was on
site within 12 hours of being notified by the County. The investigations performed by Hazen and
Sawyer were the basis for the County and State officials to lift the swimming ban prior to the July
4th weekend.
8. Client Service Orientation. Hazen and Sawyer have assured the City that the key
individuals that they have assigned to the project team, will stay on our project. Furthermore, their
staff's approach is to take a personal interest in their projects and in the City's projects to facilitate
clear lines of communication and overall project success. Their past record with other clients is
outstanding in this regard.
9. They are a Local Firm. Hazen and Sawyer has operated as a complete full service design
center in South Florida for four decades. Many of their assignments have included program
management services for local utility infrastructure projects. The majority of their key personnel's
experience is in South Florida. Their local experience proves invaluable to project success.
CONCLUSION
The City's Administrative Staff provided a briefing of the Committee's recommendation to the
City Manager for his consideration. In accordance with the terms of the RFQ, the City Manager
has reviewed the Evaluation Committee's and Staffs recommendation and concurs that Hazen and
Sawyer is the most qualified firm.
The City Manager recommends that the Mayor and Commission accept the Administration's
recommendation, authorize the Administration to enter into negotiations with the most qualified
firm of Hazen and Sawyer; and further authorize the Administration to negotiate with the second
most qualified firm as determined by the City Manager, should the Administration not be able to
successfully negotiate a contract with Hazen and Sawyer; and authorize the Administration to
negotiate with the third most qualified firm as determined by the City Manager, should the
Administration not be able to successfully negotiate with the second most qualified firm.
JMG~WGf