DocuSign Envelope ID: 3CCA0408-50D5-4E4A-A778-E4CB1CE58DC7
REGIONAL TRANSPORTATION COMMISSION OF SOUTHERN NEVADA
AGENDA ITEM
Metropolitan Planning Organization [X] Transit [ ] Administration and Finance [ X ] SUBJECT: DISCUSS TRANSFER OF SNRPC DUTIES AND RESPONSIBILITIES PETITIONER: M.J. MAYNARD, CHIEF EXECUTIVE OFFICER REGIONAL TRANSPORTATION COMMISSION OF SOUTHERN NEVADA RECOMMENDATION BY PETITIONER: THAT THE REGIONAL TRANSPORTATION COMMISSION OF SOUTHERN NEVADA (RTC) RECEIVE A PRESENTATION ON THE SOUTHERN NEVADA REGIONAL PLANNING COALITION (SNRPC) ACTIVITIES AND DISCUSS THOSE THAT CAN BE TRANSFERRED TO THE RTC GOAL: SUPPORT REGIONAL PLANNING EFFORTS TO IMPROVE ECONOMIC VITALITY AND EDUCATION AND INVEST IN COMPLETE COMMUNITIES
FISCAL IMPACT: None
BACKGROUND: The Southern Nevada Regional Planning Coalition (SNRPC) was created to address challenges in maintaining a high quality of life in Southern Nevada during the rapid and unprecedented rate of development over many years. Recognizing that these challenges transcend governmental jurisdictional boundaries, Clark County, the cities of Boulder City, Henderson, Las Vegas and North Las Vegas, and the Clark County School District entered into an agreement to establish the SNRPC. The SNRPC collaborates with the Regional Transportation Commission of Southern Nevada's (RTC) Regional Planning Team, which administers the Southern Nevada Strong (SNS) Regional Plan. SNRPC board members recently discussed the future of the SNRPC.
In response to the SNRPC’s recent discussion, RTC Board of Commissioners (Board) members requested RTC staff review which current SNRPC activities could be transferred to the RTC.
The RTC Board will receive a presentation on the RTC’s findings and will discuss potential next steps.
Respectfully submitted,
______M.J. MAYNARD Chief Executive Officer RTC#5 Item 6 June 10, 2021 dc/jg Non-Consent
DocuSign Envelope ID: 3CCA0408-50D5-4E4A-A778-E4CB1CE58DC7
REGIONAL TRANSPORTATION COMMISSION OF SOUTHERN NEVADA
AGENDA ITEM
Metropolitan Planning Organization [ ] Transit [X] Administration and Finance [ ] SUBJECT: PROPOSED SUMMER 2021 TRANSIT SERVICE CHANGES PETITIONER: M.J. MAYNARD, CHIEF EXECUTIVE OFFICER REGIONAL TRANSPORTATION COMMISSION OF SOUTHERN NEVADA RECOMMENDATION BY PETITIONER: THAT THE REGIONAL TRANSPORTATION COMMISSION OF SOUTHERN NEVADA (RTC) RECEIVE A PRESENTATION ON AND APPROVE THE PROPOSED SUMMER 2021 TRANSIT SERVICE CHANGES (FOR POSSIBLE ACTION) GOAL: ENHANCE MOBILITY BY IMPROVING TRANSPORTATION CHOICES AND FACILITATING MULTI-MODAL CONNECTIVITY
FISCAL IMPACT: The estimated cost will be approximately $6,900,000.00 annually.
BACKGROUND: As a result of the COVID-19 pandemic, the Regional Transportation Commission of Southern Nevada (RTC) has received federal stimulus funding to restore and maintain essential public transit service.
The RTC held a 45-day comment period and received more than 5,000 completed surveys. Final service change recommendations include an expanded service area, extended routes, increased bus frequency, two new routes, and a new on-demand transit service.
RTC staff will provide a presentation on the proposed transit service changes for the RTC Board of Commissioners consideration and approval.
Respectfully submitted,
______M.J. MAYNARD Chief Executive Officer RTC Item #57 June 10, 2021 CC/sc Non-Consent
DocuSign Envelope ID: 3CCA0408-50D5-4E4A-A778-E4CB1CE58DC7
REGIONAL TRANSPORTATION COMMISSION OF SOUTHERN NEVADA
AGENDA ITEM
Metropolitan Planning Organization [ ] Transit [X ] Administration and Finance [ ] SUBJECT: APPROVE CONTRACT PETITIONER: M.J. MAYNARD, CHIEF EXECUTIVE OFFICER REGIONAL TRANSPORTATION COMMISSION OF SOUTHERN NEVADA RECOMMENDATION BY PETITIONER: THAT THE REGIONAL TRANSPORTATION COMMISSION OF SOUTHERN NEVADA (RTC) RECEIVE A RECOMMENDATION FROM THE EVALUATION COMMITTEE TO SELECT AND AWARD CONTRACT NO. 20-031, CONSTRUCTION MANAGER AT RISK FOR THE MARYLAND PARKWAY BRT PROJECT FOR PRE-CONSTRUCTION SERVICES, FOR A NOT-TO-EXCEED AMOUNT OF $1,095,000.00, AND AUTHORIZE THE CHAIRWOMAN TO SIGN THE CONTRACT OR TAKE OTHER ACTION AS DEEMED APPROPRIATE (FOR POSSIBLE ACTION) GOAL: ENHANCE MOBILITY BY IMPROVING TRANSPORTATION CHOICES AND FACILITATING MULTI-MODAL CONNECTIVITY
FISCAL IMPACT: Funds in the amount of $1,095,000.00 are budgeted and available in the Highway Improvement Acquisition Fund for Fiscal Year 2021. Remaining funds will be budgeted in the same fund for future years. A portion of the Maryland Parkway Bus Rapid Transit (BRT) Project is anticipated to be eligible for reimbursement with federal grant funds that will be determined in the grant application and review process.
BACKGROUND: The Regional Transportation Commission of Southern Nevada (RTC) issued a Request for Proposal (RFP) 20- 031, Construction Manager at Risk (CMAR) Maryland Parkway BRT Project, on February 17, 2021. The scope of this contract is to perform the pre-construction services, under the CMAR delivery method, for the Maryland Parkway BRT Project. The contractor shall furnish all labor, material, and equipment to provide pre-construction services to assist the RTC and the design team to complete the design and establish a Guaranteed Maximum Price for construction.
Following an initial review of the three proposals received, the Evaluation Committee recommended advancing the top two firms to interviews. On May 11, 2021, Kiewit Infrastructure West Co. and Las Vegas Paving Corporation participated in interviews, and based on the final scoring, Kiewit Infrastructure West Co. was the highest ranked firm.
RTC staff recommends Kiewit Infrastructure West Co. as the highest ranked proposer to be awarded a contract for Pre-Construction Services in the amount of $1,095,000.00. Upon completion of this work, RTC staff may return to the RTC Board of Commissioners at a later date for permission to award a contract for construction services. Staff recommends approval.
Respectfully submitted,
______M.J. MAYNARD Chief Executive Officer RTC Item #58 June 10, 2021 rja Non-Consent RFP No. 20-031CMAR Construction Manager At Risk (CMAR) - Maryland Parkway BRT Pre-Construction Services
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Attachment 4 – Pricing Proposal ([KLELW%20-031CMAR Construction Manager At Risk (CMAR) - Maryland Parkway BRT ATTACHMENT 4 – PRICING PROPOSAL
PRE-CONSTRUCTION SERVICES PRICE PROPOSAL:
Provide a not-to-exceed price for the Pre-Construction Services. This price shall include all costs for the Proposer’s performance of the pre-construction Scope of Work, including profit and overhead.
PROPOSER’S PRECONSTRUCTION SERVICES FIXED FEE PRICE: 1,095,000.00 $______
CONSTRUCTION SERVICES PRICE PROPOSAL:
Provide a fixed fee for the Construction Services, expressed as a percentage of the total construction costs. The fixed fee must include profit and home office overhead (all auditable costs that are allocated to all projects), but not field office overhead or field office direct expenses.
PROPOSER’S FIXED FEE: 3.5 ______%
NOTE: The Fixed Fee % for the Construction Services will be scored as part of the second phase of the evaluation process. If the successful Proposer and the RTC enter into the construction services contract for construction, this percentage fixed fee will be applied to the GMP for the Construction Services, even if that price differs from the estimated construction cost amount. RFP No. 20-031CMAR Construction Manager At Risk (CMAR) - Maryland Parkway BRT Pre-Construction Services
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20-031CMAR Addendum 2 Kiewit Infrastructure West Co. Supplier Response
Event Information Number: 20-031CMAR Addendum 2 Title: Maryland Parkway BRT Type: Request for Proposal Issue Date: 2/17/2021 Deadline: 4/13/2021 03:00 PM (PT) Notes: It is the intent of this formal Request for Proposals (RFP) to receive Proposals from qualified Proposers to perform the preconstruction and potentially perform the construction services, using the Construction Manager at Risk (CMAR) delivery method, for the Maryland Parkway BRT. For the preconstruction Phases, the selected CMAR Contractor shall furnish all labor, material, and equipment to provide preconstruction services to assist the Owner to bring the design from 30% to Final Design. If selected to provide the construction phases, the Contractor shall furnish all labor, material, and equipment to provide construction services.
The Construction Project is funded in whole or in part by federal funds. The RTC has established a mandatory (PERCENTAGE TBD)SBE/DBE goal for this contract. The applicable SBE/DBE commitment is TBD of the total dollar value of this Contract. THERE ARE NO GEOGRAPHICAL PREFERENCES ALLOWED WHEN USING FEDERAL FUNDS.
PWP NO.: CL-2021-243 ESTIMATED COST OF CONSTRUCTION: $160,000,000 to $180,000,000 Estimated
Contact Information Contact: Royal Alexander
3DJHRISDJHV 9HQGRU .LHZLW,QIUDVWUXFWXUH:HVW&R &0$5$GGHQGXP Address: Purchasing and Contracts Regional Transportation Commission of Southern Nevada 600 S. Grand Central Parkway Las Vegas, NV 89106-4512 Phone: (702) 676 x1637 Email: [email protected]
3DJHRISDJHV 9HQGRU .LHZLW,QIUDVWUXFWXUH:HVW&R &0$5$GGHQGXP
Kiewit Infrastructure West Co. Information Contact: Chris Koenig Address: 8965 S. Eastern Ave. Suite 370 Las Vegas, NV 89123 Phone: (702) 560-2275 Fax: (702) 974-1740 Email: [email protected]
By submitting your response, you certify that you are authorized to represent and bind your company.
Stan M. Driver [email protected] Signature Email Submitted at 4/13/2021 11:48:14 AM
Requested Attachments TAB A-1 Cover Letter (not considered in the page count) Tab A1-Signed.pdf Upload in accordance with the RFP document. TAB A-2 Evidence of Good Standing and Licenses; Authorized Execution Tab A2.pdf Upload in accordance with the RFP document. TAB A-3 Minimum Qualifications for Construction Manager at Risk Tab A3.pdf Upload in accordance with the RFP document. TAB A-4 Exceptions Tab A4.pdf In this section, Proposer shall list any exceptions taken to the RFP or to the attached Sample Contracts (Attachments 1 and 2). It is intended that any resultant contracts awarded is expected to contain substantially the same terms and conditions set forth in the Sample Contracts (Attachment 1 and 2).
If none please state "none". TAB A-5 Insurance Tab A5.pdf The Proposer shall provide a letter from an insurance company indicating that the Proposer is able to obtain such insurance and name the RTC as additional insured, as is required by the attached Sample Contracts. The insurance company providing such letter must be rated A, VII or higher by Best & Company. TAB A-6 Bonding Capacity Tab A6.pdf The Proposer shall provide a letter from a bonding surety that specifies the maximum individual project and aggregate amounts the surety will bond the Proposer for, and indicate a commitment that, should the Proposer be selected for this project, it will bond the Proposer issuing a performance bond in the amount of no less than the estimated project cost of $160,000,000 to 180,000,000 for the term of the contract. TAB B-1R Staffing Plan and Management/Organizational Structure of Team TAB B-1R-Signed.pdf Upload in accordance with the RFP document. TAB B-2R Performance History and References TAB B-2R.pdf Upload in accordance with the RFP document. TAB B-3R Project Management and Work Plan(s) TAB B-3R.pdf Upload in accordance with the RFP document. TAB B-4 Contracting/Subcontractors Plan TAB B-4.pdf Upload in accordance with the RFP document.
3DJHRISDJHV 9HQGRU .LHZLW,QIUDVWUXFWXUH:HVW&R &0$5$GGHQGXP TAB B-5 Safety Programs Established and Safety Records TAB B-5.pdf Upload in accordance with the RFP document. TAB B-6 Local Knowledge and Experience TAB B-6.pdf Upload in accordance with the RFP document. ORGANIZATIONAL CONFLICT OF INTEREST ORGANIZATIONAL CONFLICT OF INTEREST STATEMENT.pdf STATEMENT Must upload the completed document provided by the RTC in the Attachments Tab. DISCLOSURE OF OWNERSHIP FORM DISCLOSURE OF OWNERSHIP FORM.pdf Must upload the completed document provided by the RTC in the Attachments Tab. FEDERAL CLAUSES MARYLAND PARKWAY BRT CMAR FEDERAL CLAUSES.pdf Must upload the completed document(s) provided by the RTC in the Attachments Tab.
Proposers shall upload Certification and Restrictions on Lobbying, Government-Wide Debarment and Suspension and Buy America Certification in this tab. ASSURANCE OF DBE/SBE PARTICIPATION FORM ASSURANCE OF DBE-SBE PARTICIPATION FORM.pdf Proposers shall upload Assurance of DBE/SBE Participation and Assurance of Small Business Element Participation form in this tab.
Bid Attributes
1 BIDDER TAX ID NUMBER Enter Bidder's tax ID number. 47-0647803
2 NEVADA STATE CONTRACTOR'S LICENSE Bidder's Nevada State Contractor's License Number, Classification, and Monetary Limit (if any) 0075090 A General Engineering Unlimited 0082763 B General Building Unlimited
3 ADDENDA ACKNOWLEDGEMENT Prior to the Submittal Deadline, the RTC will post any Addenda on the NGEM website. The Prospective Proponent bears the responsibility for verifying the number of addenda issued by the RTC before the due date and time and for ascertaining they have received all the addenda issued on the solicitation. The Proponent hereby acknowledges that it has ascertained the number of Addenda, if any, which have been issued by the RTC and for obtaining a copy of such Addenda prior to the submission of the Submittal. Acknowledged
4 MANDATORY DISADVANTAGED BUSINESS ENTERPRISE/SMALL BUSINESS ENTERPRISE (DBE/SBE) GOAL The RTC has established a mandatory DBE/SBE goal that is To be determined based on the total dollar value of the contract. Proposer acknowledges that it has read and understood the provisions regarding the DBE goal. Acknowledgment
5 ACKNOWLEDGEMENT OF NRS 338.01165 Requirements relating to use of apprentices on public works Proposer acknowledges that it has read and understood the provisions regarding to NRS 338.01165 (Requirements relating to use of apprentices on public works). Acknowledgment
3DJHRISDJHV 9HQGRU .LHZLW,QIUDVWUXFWXUH:HVW&R &0$5$GGHQGXP 6 Certificate of Insurance Proponent acknowledges that, upon selection of contract award, it can comply with the requirements of the Certificate of Insurance as stated in the Sample Contract. Acknowledged
3DJHRISDJHV 9HQGRU .LHZLW,QIUDVWUXFWXUH:HVW&R &0$5$GGHQGXP
TAB A-1 COVER LETTER
REQUEST FOR PROPOSALS NO. 20-031 CONSTRUCTION MANAGER AT RISK (CMAR) MARYLAND PARKWAY BUS RAPID TRANSIT (BRT) PWP: CL-2021-243
Royal Alexander, Designated Purchasing Contact Regional Transportation Commission of Southern Nevada 600 S. Grand Central Parkway Las Vegas, Nevada 8910
Re: RFP No. 20-031, CMAR - Maryland Parkway BRT
Kiewit Infrastructure West Co. is hereby submitting its Proposal to serve as Construction Manager at Risk in response to RFP No. 20-031, PWP: CL-202-243, CMAR - Maryland Parkway BRT, issued by the Regional Transportation Commission of Southern Nevada (RTC). ,GHQWL¿FDWLRQRIWKHR൵HULQJ¿UP Kiewit Infrastructure West Co. 8965 S. Eastern Avenue, Suite 370 Las Vegas, NV 89123-4893 Phone: (702) 560-2275 Fax: (702) 975-3123 Tax ID number: 47-0647803 1DPHWLWOHDGGUHVVWHOHSKRQHDQGID[QXPEHUDQGHPDLODGGUHVVRIFRQWDFWSHUVRQGXULQJSHULRGRI SURSRVDOHYDOXDWLRQ Stan M. Driver, Senior Vice President Kiewit Infrastructure West Co. 8965 S. Eastern Avenue, Suite 370 Las Vegas, NV 89123-4893 Phone: (702) 560-2275 Fax: (702) 975-3123 email:[email protected] 3URSRVDO6WDWHPHQW :HDI¿UPWKDWWKHLQIRUPDWLRQVXEPLWWHGLQRXU3URSRVDOLQUHVSRQVHWR5)31R&0$50DU\ODQG Parkway BRT will remain accurate and valid for a period of not less than 90 calendar days from the date of submittal. 6LJQDWXUHRIDSHUVRQDXWKRUL]HGWRELQGWKHR൵HULQJ¿UPWRWKHWHUPVRIWKHSURSRVDO
Stan M. M Driver Drivere Senior Vice President Kiewit Infrastructure West Co. &RS\RIFXUUHQWEXVLQHVVOLFHQVH Immediately following cover letter :HDFNQRZOHGJHUHFHLSWRIWKHIROORZLQJ$GGHQGDWRWKH5)3 Addenda # 1 dated March 4, 2021 and Addenda #2 March 11, 2021.
Kiewit Infrastructure West Co. l 3888 E Broadway Road l Phoenix, AZ 85040 l Kiewit.com
TAB A-2 EVIDENCE OF GOOD STANDING AND LICENSES; AUTHORIZED EXECUTION
REQUEST FOR PROPOSALS NO. 20-031 CONSTRUCTION MANAGER AT RISK (CMAR) MARYLAND PARKWAY BUS RAPID TRANSIT (BRT) PWP: CL-2021-243 EVIDENCE OF GOOD STANDING AND LICENSES; AUTHORIZED EXECUTION
1. The Proposer shall provide evidence that it is in good standing in the state of its incorporation/organization and that it is qualifi ed to do business in the State of Nevada and licensed as a contractor pursuant to Nevada Revised Statutes (NRS) chapter 624 to perform the Work set forth in Attachments 2 and 3. Please see the attached Evidence of Good Standing Documents for the States of Nevada and Delaware.
2. If the Proposer is a corporation, it shall provide evidence in the form of a resolution of its governing body that it is authorized to submit the Proposal and enter into and bind the Proposer to the Contract. Please see attached.
3. Each Proposer must identify a designated contact(s) who is/are authorized to negotiate on its behalf with the RTC in connection with this RFP, the Project, and the Contracts (including the price), and to bind the Proposer on all matters relating to the RFP and the Contracts. The authorized individual is Stan M. Driver, Senior Vice President of Kiewit Infrastructure West Co.
CERTIFICATE OF EXISTENCE WITH STATUS IN GOOD STANDING
I, Barbara K. Cegavske, the duly qualified and elected Nevada Secretary of State, do hereby certify that I am, by the laws of said State, the custodian of the records relating to filings by corporations, non-profit corporations, corporations sole, limited-liability companies, limited partnerships, limited-liability partnerships and business trusts pursuant to Title 7 of the Nevada Revised Statutes which are either presently in a status of good standing or were in good standing for a time period subsequent of 1976 and am the proper officer to execute this certificate.
I further certify that the records of the Nevada Secretary of State, at the date of this certificate, evidence, KIEWIT INFRASTRUCTURE WEST CO., as a FOREIGN CORPORATION (80) duly organized under the laws of Nevada and existing under and by virtue of the laws of the State of Nevada since 03/17/1983, and is in good standing in this state.
IN WITNESS WHEREOF, I have hereunto set my hand and affixed the Great Seal of State, at my office on 03/05/2021.
BARBARA K. CEGAVSKE Certificate Number: B202103051487698 Secretary of State You may verify this certificate online at http://www.nvsos.gov
TAB A-3 MINIMUM QUALIFICATIONS FOR CONSTRUCTION MANAGER AT RISK
REQUEST FOR PROPOSALS NO. 20-031 CONSTRUCTION MANAGER AT RISK (CMAR) MARYLAND PARKWAY BUS RAPID TRANSIT (BRT) PWP: CL-2021-243 MINIMUM QUALIFICATIONS
1. A Statement of whether the Proposer has been found liable for breach of contract with respect to a previous project, other than a breach for legitimate cause, during the 5 years immediately preceding the date of the advertisement of this project. None
2. A Statement of whether the Proposer has been disqualifi ed from being awarded a contract pursuant to Nevada Revised Statutes (NRS) 338.017, 338.13895, 338.1475 or 408.333. None
3. Evidence of being licensed as a contractor pursuant to chapter 624 of NRS. Please see the attached contractors licenses.
TAB A-4 EXCEPTIONS
REQUEST FOR PROPOSALS NO. 20-031 CONSTRUCTION MANAGER AT RISK (CMAR) MARYLAND PARKWAY BUS RAPID TRANSIT (BRT) PWP: CL-2021-243 EXCEPTIONS
Proposer shall list any exceptions taken to the RFP or to the attached Sample Contracts (Attachments 1 and 2) Kiewit and its legal counsel have reviewed the RFP No. 20-031, PWP No. CL-2021-243 for the Construction Manager at Risk (CMAR) Maryland Parkway BRT project and the Sample Contracts (Attachments 1 and 2) provided and take no exceptions to these documents.
TAB A-5 INSURANCE
REQUEST FOR PROPOSALS NO. 20-031 CONSTRUCTION MANAGER AT RISK (CMAR) MARYLAND PARKWAY BUS RAPID TRANSIT (BRT) PWP: CL-2021-243
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TAB A-6 BONDING CAPACITY
REQUEST FOR PROPOSALS NO. 20-031 CONSTRUCTION MANAGER AT RISK (CMAR) MARYLAND PARKWAY BUS RAPID TRANSIT (BRT) PWP: CL-2021-243
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TAB B-1R STAFFING PLAN AND MANAGEMENT/ORGANIZATIONAL STRUCTURE OF TEAM
REQUEST FOR PROPOSALS NO. 20-031 CONSTRUCTION MANAGER AT RISK (CMAR) MARYLAND PARKWAY BUS RAPID TRANSIT (BRT) PWP: CL-2021-243 B-1R STAFFING PLAN AND MANAGEMENT/ORGANIZATIONAL STRUCTURE
1. IDENTIFICATION OF THE PROPOSED PROJECT MANAGER AND OTHER KEY CHRIS KOENIG PERSONNEL PROJECT MANAGER Our team of key personnel led by Project Manager Chris offers RTC proven and reliable leadership on Chris Koenig has been selected based on their large, complex transportation projects, including successful experience with the Nevada CMAR delivery federally funded throughout the Southwest, method, their local relationships, and providing quality OHYHUDJLQJWKHEHQH¿WVRIDOWHUQDWLYHGHOLYHU\ constructability reviews and innovation to build methods. Through his commitment to partnering, projects at the lowest cost possible. This team offers Chris has earned a reputation as a respected leader substantial expertise on urban corridor construction amongst his team, owners, and project stakeholders. projects, transportation projects with extensive He leads through cooperation, trust, good faith, and PDLQWHQDQFHRIWUDI¿FUHTXLUHPHQWVDQGSURMHFWVZLWK responsiveness to solve challenges and achieve goals. strong, successful public outreach programs. See the Chris and his team were recently awarded the organization chart shown in Figure B.1.1 on Page 6. Marvin M. Black Excellence in Partnering Merit Our team consists of tenured staff from Kiewit and key Award for NDOT’s Project Neon, one of Nevada’s subcontractor, Aggregate Industries (described further largest and most complex projects. NDOT Resident in Part 6 of this section on Page 7). Staff from both Engineer Martin Strgnanac praised Chris’s ¿UPVZLOOZRUNVLGHE\VLGHDVDQLQWHJUDWHGWHDP partnering approach, “I have been in construction We have worked throughout Nevada for over 55 years management for 20 years, and this has been the successfully delivering CMAR, Design-Build, and best use of Partnering that I have witnessed.” traditional Design-Bid-Build projects to our clients. Our With over three decades in the heavy civil industry, team brings extensive CMAR expertise with local and Chris provides valuable input during preconstruction national resources in manpower and equipment to ensure through vital constructability reviews and innovative the Maryland BRT project’s successful delivery. construction techniques that achieve cost savings, ,QGHFLGLQJZKRZRXOGEHVW¿WWKHSRVLWLRQVQHHGHGWR expedite the schedule, and mitigate impact. He will make this project a success, we evaluated the type of be the primary point of contact and will lead the project, scope, CMAR experience, size, and contractual Kiewit team of builders and technical experts to a requirements. We also evaluated our team based on standard of excellence that delivers the Maryland current job assignments and availability to provide the BRT project ahead of schedule and on budget. strongest team possible. Our team is cohesive, has great Highlighted Project Experience: leadership skills and excellent owner relationships, and with the experience and knowledge necessary to make • Project Neon Design-Build this project successful. As an added value to our clients, NDOT, $615 million we assign our project team members to both the design/ • SouthEast Connector Phase 1 CMAR preconstruction and construction phases. This ensures RTC-Washoe County, $66 million that our team is familiar with the project approach, • Pioneer Crossing, Lehi/American Fork design, phasing, and key issues, facilitating continuity Interchange Design-Build and a smooth transition from design to construction. UDOT, $194 million Kiewit is committed to providing the same key personnel for the entire duration of the Maryland BRT Education, Training, and Registrations project. Please refer to Table B.1.2 on page 7. B.S. Construction Management, Univ. of Nebraska The following brief resumes highlight the relevant Tenure Kiewit: 32 | Industry: 32 TXDOL¿FDWLRQVDQGH[SHULHQFHRIHDFKRIRXUNH\WHDP References members. Dale Keller, Project Manager, RTC, (775) 335-1827 / Cole Mortensen, PE, CPM, Deputy Director Nevada DOT, (775) 443-5648 Chris has worked with: Vicki Engelman, Chris Geiger, Jay Proskovec
1
VICKI ENGELMAN CHRIS GEIGER PRECONSTRUCTION MANAGER FIELD SUPERINTENDENT Vicki brings more than two decades of alternative With more than 35 years in the heavy civil delivery project experience, working closely with industry, Chris has delivered large-scale, high- design teams and clients during preconstruction. SUR¿OHSURMHFWVERWKDVDSURMHFWPDQDJHUDQGDV She has been involved with 16 CMAR and 10 D¿HOGVXSHULQWHQGHQWPDNLQJKLPDXQLTXHDVVHW Design-Build projects, and has played a vital role to Kiewit’s team. His successful completion of the in successfully integrating design and construction Provo-Orem BRT project in Utah provides recent on each of them. Vicki offers relevant and valuable and vital experience in CMAR, BRT, and FTA- experience from multiple LRT projects for Valley funded transportation projects. Chris was a key Metro, the award-winning Project Neon Design- asset during preconstruction, providing planning, Build for the NDOT, and the Provo-Orem BRT constructability reviews, and innovative ideas to Transportation Improvement CMGC for the Utah meet budget goals and develop effective phasing Transit Authority. WRPDLQWDLQWUDI¿FÀRZDQGZRUNHI¿FLHQFLHV Vicki has excelled at coordinating with design He was heavily involved in the FTA risk analysis managers and clients, participating in task and estimating procedures and worked with the force meetings, ensuring constructability, value PMOC. engineering, integrating design and construction, Similar scope that Chris oversaw included and is familiar with Nevada’s subcontractor PDLQWHQDQFHRIWUDI¿FXWLOLW\UHORFDWLRQV solicitation requirements. She has extensive nighttime work, 18 stations that accommodated experience with FTA, including participating level boarding, signal prioritization technology, in FTA Risk Assessments, and working with platform canopies, seating, and off-board fare the Project Management Oversight Consultants collection. (PMOCs). Vicki has also played a large role in Highlighted Project Experience: SDUWQHULQJDVHYLGHQFHGE\KHULQÀXHQFHRQVHYHQ separate projects that all received the prestigious • Provo-Orem BRT Transportation Marvin M. Black Award for Partnering Excellence. Improvement CMGC Utah Transit Authority, $105 million Highlighted Project Experience: • MVC 4100 South to SR-201 Design-Build • Provo-Orem BRT Transportation UDOT, $220 million Improvement CMGC • Warm Springs Extension Design-Build Utah Transit Authority, $105 million Bay Area Rapid Transit (BART), $332 million • Project Neon Design-Build • MVC Segments 1-5 CMGC NDOT, $615 million UDOT, $247 million • South Central Extension LRT CMAR Valley Metro, $775 million Education, Training, and Registrations • SouthEast Connector Phase 1 CMAR Kiewit training in CMAR/Design-Build, RTC-Washoe County, $66 million contract administration, operations management, estimating, project management, and scheduling Education, Training, and Registrations B.S. Civil Engineering, Arizona State University Tenure Kiewit: 25 | Industry: 35 Courses in Alternative Project Delivery Methods References Teri Newell, Deputy Director of Planning and Tenure Kiewit: 22 | Industry: 22 Investments, Utah DOT, (801) 910-2112 / References Codee Raymond, Project Manager, Utah DOT, Dale Keller, Project Manager, RTC, (775) 335-1827 / (801) 910-2506 Rob Chappell, Project Manager, Valley Metro, (214) 995-2750 Chris has worked with: Vicki Engelman, Chris Koenig, Jay Proskovec Vicki has worked with: Chris Koenig, Chris Geiger, Jay Proskovec
2
PHIL LANGAGER TRACY MCDONALD PAVING SUPERINTENDENT CIVIL SUPERINTENDENT From more than 40 years of continuous experience Tracy has been in the Las Vegas construction with Aggregate Industries, Phil has become a industry for over 30 years and brings extensive regional expert in the paving and aggregate industry. multidisciplinary experience with CMAR He has completed a wide range of paving projects projects and proven expertise in asphalt paving, on various surfaces, including city roadways, 3&&3GUDLQDJHWUDI¿FFRQWUROVXEFRQWUDFWRU rail, airports, and complex highway infrastructure management, and scheduling. He has performed projects. Phil’s experience in manufacturing superintendent and project manager duties on aggregates has given him a keen understanding of multiple projects in Clark County, including the DVSKDOWVSHFL¿FDWLRQVDQGSURSHUPL[GHVLJQVWR Sahara Avenue BRT CMAR project where he ensure a high-quality, durable pavement. provided valuable constructability reviews and Phil offers recent CMAR and BRT experience as value engineering during preconstruction. the paving superintendent on the Sahara Avenue Tracy also served as superintendent on the BRT CMAR project, bringing best practices and Downtown Connector BRT project that included lessons learned, familiarity with codes/standards/ asphalt reconstruction and upgraded utilities with protocols, and established relationships with RTC. QHZVWUHHWOLJKWVHOHFWULFDOWUDI¿FV\VWHPVDQG Phil also led the milling and paving on the state-of-the-art bus station shelters Maryland Parkway- Twain to Sahara project, Most recently, Tracy worked with Phil on the offering proven strategies in the corridor and Maryland Parkway- Twain to Sahara project. established working relationships with the local He was instrumental in performing detailed site jurisdictions. He worked closely with the client’s investigations of the work zone, identifying QC and engineering staff to ensure compliance to FRQÀLFWLQJFRQGLWLRQVDQGRIIHULQJVROXWLRQV DVSKDOWVSHFL¿FDWLRQV%HFDXVHRIKLVNQRZOHGJH considering cost, schedule and impact. Tracy and in asphalt materials and equipment used for Phil implemented a work/sequencing plan that installation, he was able to quickly identify issues maintained bus stop access during construction. WKURXJKGDLO\¿HOGREVHUYDWLRQVDQGLQVSHFWLRQV Tracy coordinated directly with RTC on bus stop working with the team for resolution before FORVXUHVWUDI¿FFRQWUROWRPDLQWDLQEXVLQHVVDQG anything could impact the schedule. HPHUJHQF\DFFHVVDQGWUDI¿FÀRZDQGVWDNHKROGHUV Highlighted Project Experience: to ensure business was not impacted. • Sahara Avenue Bus Rapid Transit CMAR Highlighted Project Experience: RTC of Southern Nevada, $35 million • Sahara Avenue Bus Rapid Transit CMAR • Downtown Connector Bus Rapid Transit RTC of Southern Nevada, $35 million City of Las Vegas/RTC, $25 million • Downtown Connector Bus Rapid Transit • Maryland Parkway Mill and Overlay City of Las Vegas/RTC, $25 million Clark County, $1.5 million • NDOT 3480 in Pahrump, NV • Nellis AFB Flight Line Work NDOT, $8.2 million USACE, $5 million • McCarran International Airport Terminal 3 Clark County, $58.2 million Education, Training, and Registrations +D]PDW$LU4XDOLW\'XVW&HUWL¿FDWLRQ Education, Training, Registrations High School First Aid/ CPR, OSHA 30 Tenure AI: 14 | Industry: 46 Tenure AI: 40 | Industry: 40 References References Stuart Gusti, Project Manager, Ace Engineering, Eric Kennedy, Assoc. Engineer Supervisor 1-C922, (512) 981-2170 / John McCormack, Manager, NDOT, (702) 379-2258 / Clint Fujui, Construction MC4NV, (702) 339-8893 Manager, City North Vegas, (702) 274-4530 Phil has worked with: Tracy has worked with: Tracy McDonald, Lamar Martin Phil Langager, Lamar Martin
3
LAMAR MARTIN JAY PROSKOVEC SAFETY MANAGER PUBLIC OUTREACH MANAGER For more than 35 years, Lamar has conducted and Jay brings a unique blend of experience from both managed safety activities for multidisciplinary a communication and operational perspective. southern Nevada projects, including the Sahara After spending time on the construction operations Avenue BRT project. He led the project to side, Jay found his passion for communicating completion with zero lost-time incidents. Lamar WKHLPSDFWVDQGEHQH¿WVRIODUJHSURMHFWVWR brings an exemplary record of success in safety stakeholders and communities. policy, audits, inspections, incident reductions, Jay served as the public outreach leader on and training. He proactively coordinates and the recent Project Neon in Las Vegas. He was communicates on hazard and risk management to instrumental in implementing a Public Involvement reduce the likelihood of incidents. strategy that utilizes a combination of technology Lamar works closely with the project team to that includes Kiewit’s mobile app and traditional GHYHORSDQGLPSOHPHQWSURMHFWVSHFL¿FVDIHW\ methods to communicate project impacts to the plans and verify compliance during construction. FRPPXQLW\%\LQFRUSRUDWLQJYHU\KLJKSUR¿OH Similar to Sahara Avenue BRT, safe pedestrian branded campaigns like “Car-Nado”, “The Big access near the site and to the bus stops will be Squeeze” and “The Main Event” along with YLWDO3URSHUWUDI¿FFRQWUROVHWXSZDVDOVRDNH\ accompanying press conferences, Jay partnered element in the busy urban corridor to ensure the with NDOT to provide the local media a fresh safety of the public and the workers. RXWORRNRQFRPPXQLFDWLQJPDMRUWUDI¿FLPSDFWV Lamar visits project sites multiple times per week that yielded results exceeding the client’s to ensure overall site safety compliance and verify expectations. Many of these campaigns received FRAs/JHAs are in place for all self-perform and national attention. subcontractor crews. Combined with a proactive approach to community Highlighted Project Experience: outreach and transparent coordination, Jay and his team have created a model Public Involvement • Sahara Avenue Bus Rapid Transit CMAR program focused on mutual respect and partnership RTC of Southern Nevada, $35 million that will be critical on this project. • Downtown Connector Bus Rapid Transit City of Las Vegas/RTC, $25 million Highlighted Project Experience: • I-15 / Speedway Blvd to Dry Lake Rest Area • South Central Extension LRT CMAR NDOT, $18 million Valley Metro, $775 million • Craig Road- Berg Street to Pecos • Project Neon Design-Build NDOT, $343.2 million NDOT, $615 million • McCarran Terminal 1 Roadways • Dallas Orange Line Expansion Design-Build Clark County DOA, $21.2 million Dallas Area Rapid Transit (DART), $430 million
Education, Training, and Registrations Education, Training, and Registrations B.S. Occupational Health and Safety, B.F.A. United States International University Columbia Southern University Tenure Kiewit: 12 | Industry: 12 Tenure AI: 13 | Industry: 35 References References Dale Keller, Project Manager, RTC-Washoe Dennis Barlow, AGC Oregon, (503) 964-4553 County (formerly with NDOT), (775) 335-1827 / Mine Safety and Health Conference Committee / Sarah McLaughlin Porteous, Director, Special Dwayne Wilson, Safety Director, Wells Cargo Projects and Strategic Engagement, City of New (702) 302-9464 Orleans, (504) 314-6739 Lamar has worked with: Jay has worked with: Phil Langager, Tracy McDonald Chris Koenig, Vicki Engelman, Chris Geiger
4
2. TEAM’S EXPERIENCE WORKING TOGETHER ON SIMILAR PROJECTS Please refer to the bottom of each individual resume on pages 1-4.
3. ORGANIZATIONAL CHART Please see Figure B.1.1 on the following page.
4. ROLES AND RESPONSIBILITIES OF THE KEY PERSONNEL Table B.1.1 EHORZLGHQWL¿HVWKHUROHVDQGUHVSRQVLELOLWLHVRIWKHNH\SHUVRQQHO
Table B.1.1 | Key Personnel Roles and Responsibilities Name and Role Responsibility • Main point of contact and full authority in preconstruction and construction • Provide constructability reviews to achieve design-intent • Develop master construction schedule Chris Koenig • Ensure team focus on balancing/exceeding project goals Project Manager • Lead weekly coordination meetings with RTC for safety, quality, and schedule during construction • Provide information for quarterly PMOC updates • Oversight of the public information (PI) program in collaboration with RTC’s PI liaison • Lead preconstruction - scope, constructability, estimating, value engineering, and single design/ precon project schedule • Lead milestone reviews and participate in design task force meetings Vicki Engelman • Conduct subcontractor and supplier solicitations Preconstruction • Ensure the design intent is carried from preconstruction to construction Manager • Develop and update FTA Risk Assessment and Standard Cost Category (SCC) • Pothole utilities to supplement work done by RTC’s General Engineering Consultant, utilizing 3D model with clash detections • Conduct constructability reviews and coordination. • Provide means and methods during preconstruction and oversight during construction • 2YHUVHHGD\WRGD\¿HOGRSHUDWLRQV Chris Geiger • Interface directly with RTC and stakeholders during construction Field Superintendent • :RUNFORVHO\ZLWK.LHZLW¶V0270DQDJHURQVDIHRSHUDWLRQDOWUDI¿FÀRZWKURXJKWKHFRUULGRU • Schedule, evaluate, adjust resources to meet construction milestones • Supervise all operations with planning/construction - safety, quality, schedule, cost, and productivity • Assist with the development of pavement-related construction specs and design Phil Langager • Analyze pavement sections to balance schedule, cost, quality and long-term maintenance Paving Superintendent • Provide innovative pavement section solutions to maximize scope and durability • :RUNFORVHO\ZLWKTXDOLW\FRQWUROSHUIRUPLQVSHFWLRQVWRHQVXUHFRPSOLDQFHWR57&VSHFL¿FDWLRQV • Actively participate in preconstruction - constructability reviews, value engineering, estimating, scheduling, and risk mitigation • &RQGXFWHDUO\VLWHLQYHVWLJDWLRQVWRLGHQWLI\DQGUHVROYHFRQÀLFWV Tracy McDonald • Utilize previous experience with RTC and knowledge of local standards and codes to leverage Civil Superintendent lessons learned and best practices • Work closely with MOT Manager to maintain business and residential access and safe vehicular, SHGHVWULDQDQGELF\FOHÀRZ • Coordinate with stakeholders to minimize impact on business operations • 'HYHORSDQGH[HFXWHFXVWRPL]HGSURMHFWVSHFL¿FVDIHW\WUDLQLQJWRDOOFRQVWUXFWLRQSHUVRQQHO Lamar Martin • Incorporate safety into the planning process; analyze all daily job hazards; institute daily safety plans Safety Manager • 3URYLGHVDIHW\RYHUVLJKWRIDOO¿HOGFRQVWUXFWLRQDFWLYLWLHV • Perform project-wide safety audits • Support and collaborate with RTC • Manage all communications from the team including implementation of a mobile app as previously Jay Proskovec used on Project Neon Public Outreach Manager • Anticipate and respond to stakeholder concerns • Develop and implement communication plans • Assist RTC with stakeholders/public/media involvement
5
Figure B.1.1 | Organization Chart
PROJECT STAKEHOLDERS McCarran Airport, KEY PERSONNEL City of Las Vegas, Clark County, CONSTRUCTION UNLV, Boulevard Mall, Sunrise Hospital, Valley Hospital, UMC PRECONSTRUCTION
PRECONSTRUCTION AND CONSTRUCTION CHRIS MISKE SUBJECT MATTER EXPERTS PROJECT EXECUTIVE
CHRIS KOENIG LAMAR MARTIN PROJECT MANAGER SAFETY MANAGER
LONNY PALMER QUALITY CONTROL MANAGER
VICKI ENGELMAN CHRIS GEIGER JAY PROSKOVEC PRECONSTRUCTION MANAGER FIELD SUPERINTENDENT PUBLIC OUTREACH MANAGER
CRAIG MARTIN PHIL LANGAGER SUBJECT MATTER EXPERTS (SMEs) LEAD ESTIMATOR PAVING SUPERINTENDENT AGGREGATE INDUSTRIES Craig Edwards Jerry Engelhart KATHLEEN EHKLE TRACY MCDONALD KIEWIT ENGINEERING GROUP (KEG) PROJECT ENGINEER CIVIL SUPERINTENDENT Value Engineering Constructability/Design Review Phasing/Scheduling ZACH DRUCE Systems/Technology and MAINTENANCE OF TRAFFIC MANAGER PROJECT SCHEDULER Communications
PRECONSTRUCTION CONSULTANTS Mass. Electric Construction Co. (Technologies Oversight) MC4 (Electrical, Signals, and ITS) Future Systems (Bus Shelters)
6
5. COMMITMENT OF THE PHASE 1 KEY and associated civil engineering services, including PERSONNEL SXEOLFUHDOPHQKDQFHPHQWVWUDI¿FPDQDJHPHQWDQG asphalt and other roadway surfacing materials. Kiewit Our key personnel are available and dedicated to has engaged AI to provide the asphalt paving portion successfully delivering the Maryland BRT project to of the Maryland BRT project. The AI team brings a the RTC and the Las Vegas Community. RTC has our VLJQL¿FDQWDPRXQWRIURDGZD\VXUIDFLQJH[SHULHQFH ¿UPFRPPLWPHQWWKDWWKH3KDVHNH\SHUVRQQHO LQWKH/DV9HJDVDUHDWRWKHWDEOH$,KDVKDGDQRI¿FH LGHQWL¿HGLQWKH5)3ZLOOEHSUHVHQWDQGDYDLODEOH in Las Vegas for 51 years (Frehner Construction during the entire term of the Phase 1 work. 1970, AI acquired in 2003) and has a detailed XQGHUVWDQGLQJRIORFDOFRGHVDQGVSHFL¿FDWLRQVDV well as a highly skilled local workforce. Stan M. M Driver Drivere Kiewit will retain consultants to be selected through Senior Vice President a best-value selection process and included in the Kiewit Infrastructure West Co. preconstruction phase only. Specialty consultants shown on the organization chart will provide input 6. MAJOR SUBCONTRACTOR’S ROLES during Phase I. See Section B.4 Subcontractor AND RESPONSIBILITIES IN THE PROJECT Selection Plan. Kiewit has included Aggregate Industries SWR 7. AVAILABILITY OF KEY INDIVIDUALS Inc. (AI) as a major subcontractor team member. ASSIGNED TO THIS PROJECT AI manufactures and supplies a wide range of construction materials, including aggregates, asphalt, This project is our highest priority, and therefore ready mix concrete, and precast concrete products. all key personnel are 100% available. However, AI also produces, imports, and supplies cementitious ZLWKSURMHFWFRVWVLQPLQGZHZLOOHI¿FLHQWO\DQG materials and offers a national road surfacing and appropriately manage their time. Table B.1.2 below contracting service. For more than 80 years, AI has LGHQWL¿HVWKHDYDLODELOLW\DQGWLPHFRPPLWPHQWVIRU performed highway maintenance, road surfacing, the key personnel.
Table B.1.2 | Key Personnel Time Commitments % of Time Committed by Phase Time Period Assigned Name and Title Preconstruction Construction Chris Koenig Project Manager 100% 100% 6/28/2021 - 12/22/2024 Vicki Engelman Preconstruction Manager 100% As needed 6/28/2021 - 12/22/2024 Chris Geiger Field Superintendent 100% 100% 6/28/2021 - 12/22/2024 Phil Langager Paving Superintendent 100% or as needed 100% 6/28/2021 - 12/22/2024 Tracy McDonald Civil Superintendent 100% or as needed 100% 6/28/2021 - 12/22/2024 Lamar Martin Safety Manager As needed 100% 6/28/2021 - 12/22/2024 Jay Proskovec Public Outreach Manager 100% or as needed 100% 6/28/2021 - 12/22/2024
We faced tremendous challenges regarding an aggressive construction schedule, complex bridge construction, and honoring stakeholder commitments. Through cooperation, trust, good faith and responsiveness, the Kiewit team clearly demonstrated its ability to jointly solve problems and achieve common goals by putting the collective team fi rst. - Dale Keller, Senior Project Manager, NDOT, Project Neon
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TAB B-2R PERFORMANCE HISTORY AND REFERENCES
REQUEST FOR PROPOSALS NO. 20-031 CONSTRUCTION MANAGER AT RISK (CMAR) MARYLAND PARKWAY BUS RAPID TRANSIT (BRT) PWP: CL-2021-243 B-2R PERFORMANCE HISTORY AND REFERENCES
1. EXPERIENCE OF SIMILAR SIZE AND SCOPE OVER THE LAST FIFTEEN YEARS Figure B.2.1 | Kiewit’s Signifi cant Similar Project Experience The following pages demonstrate the Kiewit team’s CMAR PROJECTS successful experience in performing projects similar in scope to the Maryland Parkway BRT project in the last COMPLETED BY KIEWIT INFRASTRUCTURE 15 years. These projects include bus rapid transit projects, 80. transit facilities, Intelligent Transportation System (ITS) WEST CO.* facilities, and roadway projects. The projects featured CMAR PROJECTS included those with CMAR delivery, located in Nevada, COMPLETED BY KIEWIT and with robust preconstruction phases, with the Kiewit CORPORATION** team in an integral role. 500 A key differentiator of the Kiewit team’s experience is their use of professional engineers from our in-house $100+ MILLION engineering group, Kiewit Engineering Group Inc. TRANSIT PROJECTS (KEG), who offer design support, value engineering, and 35 COMPLETED BY KIEWIT innovative construction alternatives to enhance quality, CORPORATION* minimize disruption, and save time and cost. Their role is to complement RTC’s design team and add value YEARS SERVING in a construction-focused review of the entire design NEVADA MUNICIPALITIES AND package that results in an optimized delivery. Another key 51. differentiator is Kiewit’s extensive experience working on PUBLIC AGENCIES FTA-funded projects providing familiarity with FTA’s risk assessments, standard cost categories development, and FTA-FUNDED PROJECTS interfacing with FTA’s PMOC. SUCCESSFULLY COMPLETED BY KIEWIT The projects on the following pages include detail on: 40 CORPORATION*
2. EXPERIENCE IN THE CMAR ROLE *In the past 15 Years / **In the past 20 Years 3. PRECONSTRUCTION, CONSTRUCTION MANAGEMENT, AND CMAR SERVICES 4. BANKRUPTCY OR RECEIVERSHIP None 5. CLAIMS None
Table B.2.1 | Experience Summary F&RQWURO Value
Project Name, Location | Page Number (m) Completed CMAR/D-B Urban Streets Signals/ITS Mill and Overlay Ahead of Schedule On or Stations or Shelters Pedestrian Crossings Landscape/Aesthetics Constraints ROW Tight Agency Coordination Local 7UDIÀ Public Outreach Constructability Reviews/VE KEG Design Support Assessments/Mitigation Risk Involvement FTA/PMOC Provo-Orem BRT Improvement CMAR $111 2018 Provo and Orem , UT | 9 Downtown Connector Bus Rapid Transit $25 2010 Las Vegas, NV | 9 SouthEast Connector Phase 1 CMAR $65 2014 Washoe County, NV | 9 Project Neon Design-Build $615 2019 Las Vegas, NV | 10 Sahara Avenue Bus Rapid Transit CMAR $35 2012 Las Vegas, NV | 10 Mid-Jordan LRT Progressive DB $272 2011 West Jordan, UT | 10 Milwaukee Streetcar CMAR $70 2018 Milwaukee, WI | 11 South Central LRT Extension CMAR $775 Est. 2025 Phoenix, AZ | 11 Maryland Parkway Mill and Overlay Similarities to Maryland Parkway BRT $1.5 2012 Las Vegas, NV | 11
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PROVO-OREM BUS RAPID TRANSIT DOWNTOWN CONNECTOR SOUTHEAST CONNECTOR IMPROVEMENT CMAR, PROVO, UT BRT LAS VEGAS, NV PHASE 1 CMAR, WASHOE COUNTY, NV Owner: Utah Transit Authority / Owner: City of Las Vegas Owner: RTC of Washoe County UDOT Delivery Method / Role: Design- Delivery Method / Role: CMAR/ Delivery Method / Role: CMAR Bid-Build / Prime Contractor Prime Contractor / Prime JV Contractor Type of Project: Transportation, Type of Project: Transportation, Type of Project: Transportation, Bus Rapid Transit Urban Streets Bus Rapid Transit The project included reconstruction This project is Phase 1 of a new Kiewit was the managing of the downtown asphalt, curb, six-lane, 5.5 mile high access jointventure partner on this 11.2-mile gutter and sidewalks, including control arterial with 1,400 LF project that incorporated dedicated adding red concrete ‘bus only’ steel girder bridge/viaduct, utility two-way BRT guideway lanes in routes. Utilities were upgraded installation and relocations, the center of state highways and including new street lights, and roadway and pedestrian arterial streets. The project included HOHFWULFDOWUDI¿FV\VWHPVDQGVWDWH improvements. roadway improvements, sidewalks, of-the-art bus station shelters and intersections, 18 stations, signal landscaping. Schedule and Cost Performance: prioritization technology, platform Exceeded schedule goals, Schedule and Cost Performance: Met budget goals canopies, seating, off-board fare Met schedule and budget goals Original Completion/Final: collection extensive drainage and Original Completion/Final: November 2014 / August 2014 utilities work, and bicycle facility February 2010 / February 2010 upgrades. Extensive coordination Original/Final: $65M / $65M with the cities of Provo and Orem Original/Final: $20M / $25M* Project Successes: Saved RTC $7 and key businesses and schools along *design changes resulted in the alignment was required. construction scope growth million through value engineering; reconstructed intersection with no Schedule and Cost Performance: Project Successes: Partnered impacts to adjacent properties Met schedule and budget goals with RTC, the City of Las Vegas, CMAR Services: Constructability Original Completion/Final: and stakeholders to minimize Reviews, VE, Cost Estimating, July 2018 / July 2018 disruptions to businesses, residents, and commuters. Risk Assessment, Scheduling, Original/Final: $111M / $111M CMAR Services: Cost Estimating, Precon Management, Construction Project Successes: Minimized Scheduling Management, Third Party Utility impacts to the traveling public Coordination and UVU / BYU through detailed Reference: Bill Tsiforas, Program Reference: Garth Oksol, PE, planning and project phasing. Manager, RTC, william.tsiforas@ M. ASCE, Project Manager, CMAR Services: Constructability jacobs.com, (702) 676-1568 RTC, (775) 742-6851, Reviews, VE, Cost Estimating, Maryland Parkway Team: Tracy [email protected] Risk Assessment, Scheduling, McDonald, Lamar Martin, Phil Maryland Parkway Team: Chris Precon Management, Construction Langager Koenig, Vicki Engelman Management, Third Party Utility Coordination, FTA PMOC Coordination Reference: Steve Meyer, Former Executive Director, UTA, steve@ cococonsult.com, (801) 230-6210 Maryland Parkway Team: Chris Geiger, Vicki Engelman, Lonny Palmer 9
PROJECT Neon SAHARA AVENUE BUS RAPID MID-JORDAN LIGHT RAIL DESIGN-BUILD, LAS VEGAS, NV TRANSIT CMAR, LAS VEGAS, NV PROGRESSIVE DB W.JORDAN, UT Owner: NDOT Owner: RTC of Southern Nevada Owner: Utah Transit Authority Delivery Method / Role: Design- Delivery Method / Role: CMAR Delivery Method / Role: Build / Prime Contractor / Prime Contractor Progressive D-B / Prime Contractor Type of Project: Transportation, Type of Project: Transportation, Type of Project: Transportation, Urban Streets Bus Rapid Transit Light Rail Transit This multi-phased project on the This project constructed an This extension of the North-South PRVWKHDYLO\WUDI¿FNHGFRUULGRU exclusive, 15-mile bus lane in both TRAX Line required extensive in Nevada through the heart of directions along Sahara Ave. from coordination with several cities, Las Vegas featured a .5-mile +XDODSDL:D\WR5LFK¿HOG%OYG UDOT and UPRR, and third-party high-occupancy vehicle (HOV) and from Paradise Rd. to Boulder utilities. Mid-Jordan consisted of bridge connecting I-15 to US 95, Hwy. The project included mill, 11 miles of double-ballasted track creating a new HOV interchange, overlay, and re-striping of Sahara construction, on which eight miles ran reconstructing the Charleston/I-15 Ave., construction of BRT stations along an existing freight track corridor Interchange and ramp braiding including bus stop pads, sidewalk, where temporarily separated freight for the southbound movements, FXUEDQGJXWWHU0RGL¿FDWLRQV WUDI¿FZDVPDLQWDLQHG7KHZRUN UHFRQVWUXFWLRQDQGUHFRQ¿JXUDWLRQ LQFOXGHGWUDI¿FVLJQDOVD included eight structures, 10 passenger of several Las Vegas city streets, and signalized pedestrian crossing, platform stations, work on roadways a substantial landscape architecture installation of ITS facilities, and and intersections/rail crossings, and and site furnishings package. Susan landscaping. eight park-and-ride lots. Berkley was an integral member of Schedule and Cost Performance: Schedule and Cost Performance: the Kiewit PI team. Met schedule and budget goals Met schedule and budget goals Schedule and Cost Performance: Original Completion/Final: Original Completion/Final: Met schedule and budget goals February 2012 / February 2012 July 2011 / December 2011* Original Completion/Final: Original/Final: $35M / $35M Original/Final: $215M / $271M November 2019 / October 2019 Project Successes: In-depth *The original scope was completed Original/Final: $560M / $615M* planning and communicating with on budget and on time. The owner- *Owner-added scope all stakeholders to reduce project added $53 million scope was also Project Successes: Successful impact to business owners and completed on the agreed-upon date. public outreach campaign and commuters. Project Successes: Kiewit-led real use of Kiewit’s mobile app for CMAR Services: Constructability time communications and detailed commuters. Reviews, VE, Cost Estimating, coordination with all stakeholders. Precon Services: Constructability Scheduling, Precon Management, Precon Services: Constructability Reviews, VE, Cost Estimating, Construction Management Reviews, VE, Cost Estimating, Scheduling, Precon Management, Reference: Dave Swallow, Deputy Scheduling, Precon Management, Construction Management, Third CEO, RTC, [email protected], Construction Management, Third Party Utility Coordination (702) 676-1616 Party Utility Coordination, FTA Coordination Reference: Cole Mortensen, PE, Maryland Parkway Team: Tracy CPM, Deputy Director, NDOT, McDonald, Lamar Martin, Phil Reference: Greg Thorpe, Sr. PM, [email protected], Langager AVP, HNTB, (801) 913-9460 (775) 443-5648 Maryland Parkway Team: Chris Maryland Parkway Team: Koenig, Vicki Engelman, Lonny Chris Miske, Chris Koenig, Vicki Palmer Engelman, Jay Proskovec
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MILWAUKEE STREETCAR SOUTH CENTRAL LRT MARYLAND PARKWAY MILL CMAR, MILWAUKEE, WI EXTENSION CMAR, PHOENIX, AZ AND OVERLAY LAS VEGAS, NV Owner: City of Milwaukee Owner: Valley Metro Rail Owner: Clark County Public Works Delivery Method / Role: CMAR Delivery Method / Role: CMAR/ Delivery Method / Role: Design- / Prime Contractor Prime Contractor Bid-Build / Prime Contractor Type of Project: Transportation, Type of Project: Transportation, Type of Project: Transportation Public Transit Light Rail Transit This project on the heavily This project included the starter This FTA New Starts Program traveled, Maryland Parkway system to the City’s new modern project is a light rail extension with corridor consisted of milling the streetcar consisting of 4.2 miles six miles of single and double- existing asphalt from Twain to of embedded track, 20 stations, track. The project will include Sahara and replacing the existing overhead catenary system twelve stations, two park and asphalt with rubberized asphalt. (OCS) fed by three traction rides, intersection improvements, The scope of work also included power substations, a 16,000 sq H[LVWLQJEULGJHPRGL¿FDWLRQV new striping and signage and ft operations and maintenance and community involvement and concrete improvements such as facility, and yard improvements workforce development programs. ADA sidewalk ramps, curb and under the I-794. Kiewit’s scope also includes gutters, and cross gutters. This Schedule and Cost Performance: reconstruction of any impacted project also UHTXLUHGVLJQL¿FDQW Met schedule and budget goals infrastructure such as utilities, storm WUDI¿FFRQWURODQGGHYHORSPHQW drain, and landscaping. management, execution of a phasing Owner Completion/Final: Schedule and Cost Performance: SODQWRPLWLJDWHLPSDFWWRWUDI¿FDQG November 2018 / November 2018 adjacent stakeholder businesses. Met schedule and budget goals Original/Final: $70M / $70M Schedule and Cost Performance: Project Successes: Owner Completion/Final: February 2025 / February 2025 Met schedule and budget goals Kiewit’s 60+ implemented VEs Original/Final: $763M / $775M* Owner Completion/Final: realized a 10% savings to the July 2012/ July 2012 SURMHFWZLWKRXWVDFUL¿FLQJDQ\ (*Est. includes added GMP options) route miles or functionality Project Successes: The work has Original/Final: $1.5M / $1.5M CMAR Services: Constructability been phased to accommodate Project Successes: Partnered with Reviews, VE, Cost Estimating, continuous operation of the Clark County and stakeholders Risk Assessment, Scheduling, existing rail. Night shifts, to deliver fast-track project on- Precon Management, Construction accelerated shutdowns, and time. Worked with Clark County Management, Third Party Utility marathon weekends have to mitigate access impact for Coordination minimized impacts. emergency vehicles entering Sunrise Hospital. Reference: David Windsor, PE, CMAR Services: Constructability Streetcar System Manager Reviews, VE, Cost Estimating, CMAR Services: Scheduling, City of Milwaukee DPW, Scheduling, Precon Management, Precon Management, Construction [email protected] Construction Management, Third Management (414) 286-0459 Party Utility Coordination, FTA Risk Assessment Reference: Lynette Wojtowicz, Supervisory Construction Reference: Rob Chappell, PM, Management Inspector, Valley Metro, (214) 995-2750 Clark County Public Works, Maryland Parkway Team: Vicki (702) 249-7158 Engelman, Jay Proskovec, Maryland Parkway Team: Tracy McDonald, Phil Langager
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6. ENTITY LISTING
Table B.2.2 | Entity Information
a. Entity Name / Project b. scope / role c. schedule/budget compliance d. success f. delivery (D-B, CM, DBB, CMAR. P3) g. cost performance h. schedule performance Nevada Department of Transportation (NDOT) / 4 mile I-15/US-95 interchange Accelerated schedule and PI Project Neon reconstruction Met Goals campaigns D-B On Budget Early Utah Transit Authority (UTA) / Provo-Orem BRT 11.2 mile BRT alignment with Minimized impacts to local Transportation Improvement stations Met Goals businesses CMAR On Budget On Time 11 mile LRT extension with 8 World class partnering Client directed Utah Transit Authority (UTA) / Mid-Jordan LRT stations Met Goals between Kiewit and UTA D-B scope additions On Time 4.2 miles of center running Phased construction to City of Milwaukee / Milwaukee Streetcar streetcar track and stations Met Goals minimize public impact CMAR On Budget On Time 0.5 mile bridge over the Saved $7 million through RTC of Washoe County / SouthEast Connector Phase 1 Truckee river and roadway Met Goals constructability CMAR On Budget On Time 6 mile LRT extension and Projected to Saved $25.9 through Projected On Projected Valley Metro / South Central LRT Extension stations Meet Goals constructability CMAR Budget On Time RTD, CDOT / I-25 Transportation Expansion (T-REX) 19 miles of double track LRT Urban construction with and stations Met Goals tight ROW constraints D-B On Budget On Time Bus, LRT, and commuter rail Maintained existing transit RTD / Denver Union Station Transit Improvements transit station construction Met Goals services during construction D-B On Budget On Time New Mexico Department of Transportation (NMDOT) / 97 miles of commuter rail Construction of new track Rail Runner Express Phase 2 track and stations Met Goals around existing roadway D-B On Budget On Time Chicago Transit Authority (CTA) / Dan Ryan Track 10.2 miles of urban commuter Night work and weekend Renewal rail track replacement Met Goals work to minimize impacts DBB On Budget On Time Region of Waterloo / Waterloo Stage 1 Light Rail 19 km LRT alignment with 19 Urban construction with Project stations Met Goals tight ROW constraints DBB On Budget On Time 7.8 mile LRT extension and 3 Projected to Connection to Sea-Tac Projected On Projected Sound Transit / Federal Way Transit Extension stations Meet Goals Airport DBB Budget On Time Metropolitan Transportation Authority (LA Metro) / 6.6 mile LRT extension Performed systems work for Metro Expo Light Rail - Phase II systems scope of work Met Goals Skanska-Rados JV DBB On Budget On Time Bay Area Rapid Transit (BART) / Warm Springs 5.4 mile extension of the Large multi modal station Extension existing commuter rail system Met Goals construction D-B On Budget On Time Alaska Railroad Corp Alaska Railroad Corp / 0.6 mile freight rail bridge First CMGC Project in Northern Rail Extension, Phase 1 over the Tanana River Met Goals Alaska CMAR Under Budget Early 2.5 mile LRT extension with Construction in downtown TriMet / Portland Mall LRT bus integration Met Goals environment CMAR On Budget On Time Dallas Area Rapid Transit (DART) / Orange Line 9 miles of commuter rail track Longest precast girders ever Expansion to Irving I-1/I-2 and 6 stations with 8 bridges Met Goals used in Texas D-B On Budget On Time 20 mile LRT extension with Urban construction with Houston METRO / Houston Metro Phase 2 LRT 24 stations Met Goals tight ROW constraints D-B On Budget On Time Virginia Railway Express (VRE) / Arkendale to 11 miles of commuter rail track Improves mobility along the Powell's Creek (Cherry Hill) Third Track along an existing corridor Met Goals I-95 corridor D-B On Budget On Time Washington Metropolitan Area Transit Authority (WMATA) / Dulles Corridor Metrorail Project, Phase 2 11.4 mile LRT extension with Projected to Included large aerial station D-B Projected On Projected (Silver Line) 6 stations Meet Goals construction Budget On Time Metro Gold Line Foothill Extension Construction 12 miles of commuter rail Urban construction with Authority / Foothill Gold Line Phase 2B, Glendora to track and 6 stations with 14 Met Goals tight ROW constraints D-B On Budget On Time Montclair (FTA-funded) bridges 2.7 mile extension of Construction through Amtrak / O'Neill To Flores Second Main Track commuter rail track Met Goals environmentally sensitive area DBB On Budget On Time 1.9 mile extension of Creates a 5 mile stretch of Amtrak / Carlsbad Double Track commuter rail track Met Goals continuous double track CM On Budget On Time North San Diego County Transit District (NCTD) / 1.2 mile extension of Bridge replacement over Oceanside Passing Track Extension commuter rail track Met Goals Loma Alta Creek DBB On Budget On Time 1.6 mile LRT extension with 3 Projected to Saved $18.2M through Projected On Projected Valley Metro / Northwest Phase II Extension LRT stations and 1 park and ride Meet Goals constructability CMAR Budget On Time e. terminations: None for all for all projects. 7. FTA PROJECT EXPERIENCE Kiewit has worked on more than 40 projects with FTA within two months of preconstruction NTP. Kiewit funding and is very familiar with the PMOC (Project established the estimate cost model and resource-loaded Management Oversight Consultant), risk assessments, schedule following the FTA Standard Cost Categories and Standard Cost Categories (SCC) development (SCC) structure and provided current project cost, process. All of our proposed key Maryland BRT team schedule, and risk information to the client for the members have worked on FTA projects, so they will be quarterly PMOC reviews. On some projects, the PMOC DEOHWRDGGUHVVUHTXLUHPHQWVSURDFWLYHO\DQGHI¿FLHQWO\ has attended regular task force meetings to understand navigate the process. Most recently, Vicki Engelman the project details. At the end of preconstruction, Kiewit was preconstruction manager on the South Central contributed to the lessons learned discussion. There is Extension LRT project, where the PMOC participated in no learning curve for Kiewit on FTA-funded projects the Value Engineering and Risk Mitigation Workshops FRQWULEXWLQJIRUDTXLFNDQGHI¿FLHQWSURMHFWVWDUW
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TAB B-3R PROJECT MANAGEMENT AND WORK PLAN(S)
REQUEST FOR PROPOSALS NO. 20-031 CONSTRUCTION MANAGER AT RISK (CMAR) MARYLAND PARKWAY BUS RAPID TRANSIT (BRT) PWP: CL-2021-243 B-3R PROJECT MANAGEMENT AND WORK PLAN(S)
1. PROJECT MANAGEMENT PLAN Through Kiewit’s unmatched transportation Kiewit’s approach will focus on partnering with RTC infrastructure, including BRT, CMAR expertise, and and its Design Team along with FTA’s PMOC to our team’s experience, we will positively impact the successfully achieve the project goals and deliver on RTC project’s overall success and reputation with its our role as the CMAR through: constituents. Our entire project team has substantial • Effective partnering practices to maximize CMAR CMAR experience, and we have intentionally included EHQH¿WV several team members who were highly involved in • Mitigate risk in all phases with collaborative, similar CMAR efforts. innovative, and cost-effective approaches to meet With capabilities in all construction scopes, Kiewit the project and budget goals provides RTC the advantage of an integrated team • 'LVFLSOLQHVSHFL¿F7DVN)RUFH0HHWLQJVWKDW that transfers seamlessly from preconstruction through identify, evaluate, and reduce or eliminate risk construction; we can self-perform work when needed • Value engineering (VE) and constructability to reduce project risk and maintain schedule, all with performed by experienced team members the overriding intent of meeting and exceeding your • Full integration of the design, permitting, project goals. We will use our local knowledge and procurement, construction, and preconstruction relationships with subcontractors to solicit best-value activities into a realistic and reliable schedule to pricing for the project and ensure RTC can maximize exceed your project completion goals scope within the budget. • Accurate and transparent Opinion of Probable Construction Costs (OPCCs) and overall Kiewit’s overall project management plan during Guaranteed Maximum Price (GMP) Phase I preconstruction is based around the core tenets • Proven quality and safety programs to safely of cost, schedule, and mitigation of risk as a result of construct a durable, long-lasting project superior project partnering at all levels. We have built a VWURQJUHSXWDWLRQIRUVHDPOHVVFRQ¿GHQWH[HFXWLRQDQG under-budget performance on highly technical projects Parkway BRT project will outline procedures and such as yours. Within 30 days of notice to proceed, processes for project execution and completion by Project Manager Chris Koenig and the Kiewit project April 2024 - 7 months ahead of schedule. The PMP leadership team, including Preconstruction Manager includes the following functions: Vicki Engelman and Field Superintendent Chris • Team Member Responsibilities Geiger, will develop our initial ROM estimate and • Preconstruction Deliverables project schedule. The initial combined project schedule • Safety Plan during Phase I will include all RTC tasks, design • Quality Management Plan milestones, and CMAR preconstruction tasks with a • Management Information System and Document preliminary construction schedule. Control We encourage the RTC to hold a Value Engineering • Meetings (VE) and Risk Mitigation Workshop early to develop • Project Schedule team collaboration and provide an understanding and • Cost Model appreciation of project risks and goals. This early • Cost Control collaboration will form the basis for further developing • Payment Procedures constructability and VE concepts through Kiewit’s • Subsurface/Surface Conditions, Facilities, and DART process (Page 14) and ways to mitigate or Utilities eliminate risks. Through ongoing task force meetings • Permits and interim design milestone reviews, the risks will be • Subcontractor Management XSGDWHGFRVWVUH¿QHGDQGVFKHGXOHGHYHORSHG7KLV • Site Mobilization and Utilization Plan ZLOOSURYLGHFRVWFHUWDLQW\IRUWKH¿QDOSURMHFW*03 • Closeout Plan/Procedures :HZLOOGHYHORSDSURMHFWVSHFL¿F3URMHFW0DQDJHPHQW Plan (PMP) to provide administration, coordination, and management of project activities by Kiewit staff and subcontractors. The PMP for the Maryland
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2. WORK PLAN FOR PRE- Successful collaboration with the Design Team includes: CONSTRUCTION SERVICES: PERFORMING DESIGN REVIEWS • ,GHQWL¿FDWLRQRIFULWLFDO³HDUO\ZRUNLWHPV´WKDWPD\ require separate design packages As your CMAR, we will have a clear supporting role • ,GHQWL¿FDWLRQRIORQJOHDGHTXLSPHQWWKDWPD\UHTXLUH in design development, including providing timely design details for early procurement feedback to the team. We will be an active partner • Use of 3-D technology to help evaluate ROW, easement in structured constructability reviews and other and access needs collaborative efforts of the process, including day- • Coordination of utility relocations prior to construction to-day interaction, whether face-to-face or remotely, • Ongoing over-the-shoulder evaluation of the design to in which our core preconstruction team will be fully HQVXUHHI¿FLHQWFRQVWUXFWDELOLW\ engaged. Our team will provide input as needed by • Construction phasing and design accommodation looking at sections of the design during development via over-the-shoulder reviews, providing comparative project challenges and develop solutions. Task force cost and schedule analysis for design options, and meetings occur regularly and provide a collaborative guiding the design to accommodate the most cost- environment for continual communication, effective means and methods. brainstorming, decision-making, and scope Early in the project, the team will develop management throughout preconstruction. Kiewit will and continuously update an integrated design, collaborate with RTC and the Design Team to: preconstruction, and construction schedule. Kiewit • Provide over-the-shoulder reviews of design details will work with RTC and the Design Team to develop as they are developed this fully integrated schedule with clear lines detailing • Communicate how changes in design affect cost relationships between key aspects and responsible and schedule parties. We have previously established relationships • Discuss major components, such as: with the Design Team and oversight team, which - Utility relocations will allow us to interact during the design phase - MOT phasing HI¿FLHQWO\ - Electrical and systems design Continual Informal and Designated Formal - Long-lead procurement design such as shelters, Design Reviews WUDI¿FVLJQDOSROHVDQGWUDI¿FVLJQDOFRQWUROOHUV Our plan to provide RTC with cost savings and Our task force process includes the use of a Decision best-value recommendations will come through Analysis and Resolution Team (DART) Tracking continual review and coordination during the design Matrix (Figure B.3.1) to evaluate Value Engineering development. We will work in conjunction with concepts and record all decisions made and their the Design Team and participate in workshops impact on project aspects, including quality and cost. focused on innovation and collaboration, performing This matrix is an effective tool to ensure RTC is over-the-shoulder reviews throughout design kept current on the details as the design evolves. The development. This collaboration allows for an DART matrix will also be valuable as we objectively immediate review of alternate concepts and reduces Figure B.3.1 | DART Tracking Matrix redesign. Formal reviews of the design will also Decision Analysis and DART # D0001 occur for each design package at 30, 60, and 90% Resolution Team Proposer (DART) Tracking Matrix Date design milestones. Comment resolution meetings Discipline Civil Process Mechanical Start-up & Commissioning Maint Facility Structures Electrical Schedule & facility will follow each review. In addition to RTC, the Drainage O & M Utilities Area of Constructability / Phasing Material Substitution Standard Spec Change Design Team, and Kiewit, workshops may include Improvement Design Alternative General Conditions Other other key stakeholders and major subcontractors and Item Description suppliers as an opportunity for true partnering to take Proposal Concept place. Technical workshops provide a platform for Impacts to Design Scope Impacts to Construction Impacts to Owner on a Impacts to Schedule on a on a Dollar Basis Scope on a Dollar Basis Dollar Basis CPM Basis constructability and innovative ideas to be shared and openly discussed with the larger team. Discipline-Specifi c Design Task Forces
A best practice is the use of task force groups Factor (check appropriate box) Factor (check appropriate box) Factor (check appropriate box) Factor (check appropriate box) > $100K in Loss > $100K in Loss > $100K in Loss > $100K in Loss organized by discipline to identify and address $100K in Loss $100K in Loss $100K in Loss $100K in Loss
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consider various project options and provide Table B.3.1 | Environmental Mitigation Strategies documentation to the FTA of the best value and VE Resource Mitigation Measure Description Land Use Access to adjacent businesses and residences during process used on the project. construction
Socioeconomics 7UDI¿FPDLQWHQDQFHSODQVDQGVFKHGXOHWHPSRUDU\ CONSTRUCTABILITY, DURABILITY, closures
MAINTAINABILITY, AND ENVIRONMENTAL Environmental Inform public of potential detours and closures. Will offer employment opportunties through our Workforce MITIGATION IN THE PRE-CONSTRUCTION Justice Development Program.
AND DESIGN PROCESS Cultural Resources 7UDI¿FFRQWUROPHDVXUHVWRSURWHFWSURSHUWLHV
Constructability Water Resources BMPs to prevent sediment, SWPPP and Quality Our team will provide critical constructability feedback Hazardous Materials Contingency measures for contaminated soil or validating the design, ensuring the selected construction groundwater means and methods are viable and cost-effective, Air Quality Dust control plan, minimize disturbance, track-out and exploring alternate materials, temporary access measures on public raods Appropriate equipment, noise and vibration and impacts, phasing, staging, and further options for Noise and Vibration monitoring, schedule work considering residential/ HQKDQFHPHQWVDQGUH¿QHPHQWVWRPD[LPL]HWKHSURMHFW business hours, temporary noise barriers goals. Each design and constructability review will Safety and Security 7UDI¿FPDQDJHPHQWSODQ
be logged, documented, and reviewed with RTC and Biological Resources BMPs to prevent sediment, SWPPP the Design Team to ensure any recommended change Section 4(f) Temporary construction barriers, minimize temporary aligns with the project’s budgetary and schedule needs. Properties vibration Constructability reviews will be conducted during Mitigation measures for pedestrian and bicycle, ADA- compliant stations, bicycle access, communication 7UD൶F both formal reviews of design milestones and informal ZLWK¿UVWUHVSRQGHUVSURYLGHHPHUJHQF\DFFHVV reviews throughout the design process. communicate with public businesses and residences Durability conformance with mitigation requirements, permit We are committed to working with RTC and the FRQGLWLRQVDQGDQ\LGHQWL¿HGHQYLURQPHQWDO Design Team during preconstruction to evaluate the constraints, and provide a compliance reporting GXUDELOLW\RIWKHPDWHULDOVVSHFL¿HGIRUWKHSURMHFW program. We will work with RTC to resolve any Where necessary, we will conduct VE analyses on the corrective actions during construction and notify design to enhance the durability of these materials. RTC and appropriate agencies immediately should an environmental event occur. See Table B.3.1 for Maintainability example mitigation strategies. We are committed to working with RTC and the Design Team during preconstruction on the CONDUCTING VALUE ENGINEERING PDLQWDLQDELOLW\RIWKHSURGXFWVDQGPDWHULDOVVSHFL¿HG VE studies and recommendations will be made with for the project. We will provide input to the design input from RTC and the Design Team via the DART DQGVSHFL¿FDWLRQVVRWKDWWKHPDWHULDOVRUSURGXFWV process (refer to Page 14), which will clearly lay VHOHFWHGRUVSHFL¿HGZLOOKDYHYHU\ORZPDLQWHQDQFH out the option considered and detail construction and FRVWVDQGFDQEHHI¿FLHQWO\UHVWRUHGWRQRUPDO design costs, maintainability, schedule advantages, operating conditions after failing or undergoing functionality, phasing, and associated risks. Each maintenance. This will be very important in the case study will provide a clear summary and detailed RIWKHEXVVKHOWHUVDQGWUDI¿F,76HTXLSPHQW information to make informed decisions. Environmental Mitigation Throughout the design process, cost savings is We are committed to implementing all required always a fundamental consideration, particularly environmental mitigation measures stipulated in during task force meetings, cost estimates, and design WKH)LQGLQJRI1R6LJQL¿FDQW,PSDFW )216, package reviews. Task force meetings are essential issued by the FTA for the Maryland Parkway BRT in evaluating VE options that affect construction SURMHFWDQGWKH&RQWUDFW6SHFL¿FDWLRQV7RYHULI\ SDFNDJLQJWUDI¿FSKDVLQJDQGFRQVWUDLQWVGXHWR that all requirements are met and complied with, ROW acquisitions or utility relocates. our team will dedicate staff to establish a Project We generally hold only one formal VE workshop, Environmental Management Plan to document which is updated using the DART process throughout
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the design development. We will maintain an Figure B.3.2 | Cost Model Process for GMP Predictably active DART Summary Tracking Log that includes ed par cost savings, schedule savings, and stakeholders’ om g C C in os cy ag t n ck C re a er components. Each innovation will be collectively a P t p d a s i in n B t a o y r t analyzed with RTC and the Design Team to determine T Real-time Maintain Multiple Quotes whether it is incorporated into the project. Pricing KEY COMPONENTS DEVELOPING CONSTRUCTION COST Labor and TO PROCESS Flexibility in Establish the Subcontractor Final GMP Budget Early Equipment
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Estimate), which offers RTC transparency, accuracy, t DQGÀH[LELOLW\ZLWKDOHYHORIGHWDLOWKDWHQDEOHVD thorough project estimate with no surprises. Kiewit is evolved and developed over time, a project-wide will attend an initial cost estimating workshop communication dashboard will be utilized to track with RTC to establish the baseline criteria for cost design development and cost values by discipline estimating, including mobilization, mark-ups, (Figure B.3.3). FRQWUDFWRU¶VRYHUKHDGDQGSUR¿WDVVXPSWLRQV Developing an early understanding of the cost drivers Cost Estimate/ Cost Model Development will allow the team to identify and develop solutions Kiewit’s core preconstruction team will develop the to reduce those costs and stay within budget. cost estimate using the following steps: We commit to an open-book approach to clearly 1. Preparation and Set-Up: We will develop the communicate pricing elements and our assumptions cost model using the FTA SCC codes and coordinate for self-performed and subcontracted work. At each VFRSHVYDULDEOHLQSXWVOHYHORIGHWDLODQG¿[HG milestone estimate, we will provide RTC with a items, which will determine the basis of the cost narrative summary identifying and explaining additive model. Associated schedule activities will be aligned or deductive changes, including practical design savings and start the framework of the project schedule. A and escalation costs. This open, transparent explanation coordination meeting will be held with RTC and the ZLOODOORZWKHWHDPWRFRQWLQXHWRUH¿QHGHVLJQDQG ICE to ensure we are in agreement on the set-up. construction means and methods and provide detailed documentation for reviews with the FTA’s PMOC. 2. Research and Quantify: The scope of work LVTXDQWL¿HGWKURXJKGHWDLOHGTXDQWLW\WDNHRIIV We will submit our cost estimate for each performed using information from the drawings, site construction package, which will be compared to an YLVLWDQGGHVLJQ¿OHVSURYLGHG2QFHWKHWDNHRIIVDUH ICE at the 30, 60, and 90% design stages. This will completed, they are compared with the Design Team SURYLGH57&FRQ¿GHQFHLQWKHDFWXDOH[SHFWHGFRVW of each construction package and the understanding Figure B.3.3 | Example Project Dashboard of how a different phasing plan, approach, or entire scope element will affect the overall cost and schedule of the job during preconstruction. Figure B.3.2 shows the key components of the cost model that will be used to get from the initial EXGJHWWRWKH¿QDO*032XUFRVWPRGHODQGFRVW estimating process offer RTC transparency, accuracy, DQGÀH[LELOLW\ZLWKDOHYHORIGHWDLOWKDWHQDEOHVD thorough project estimate with no surprises. The .LHZLWWHDPKDVWKHÀH[LELOLW\WRFXVWRPL]HRXU estimating system to align with the FTA’s SCC codes and compare it with any other system. Our proven approach eliminates risk, reduces schedule, and drives down construction costs, directly EHQH¿WLQJSUHFRQVWUXFWLRQYDOXH$VWKH&RVW0RGHO
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WRUHFRQFLOHGLIIHUHQFHVDQGDJUHHRQ¿QDOTXDQWLWLHV schedule will be submitted with our cost estimates. It Any assumptions made are noted in either the OPCC will be updated as the design is completed and other or the Risk Matrix if not resolved through prior FRQVWUDLQWVDUHLGHQWL¿HG2QFHFRQVWUXFWLRQEHJLQV discussion. Where minimal information is provided, the schedule will have evolved into a detailed critical Kiewit utilizes similar work elements from past path, resource-loaded construction schedule, which projects to generate realistic quantities. At this stage, will be used to manage construction (see page 19). planned adoption of desired innovative cost savings and other opportunities and assumptions related to the CONSTRUCTION MANAGEMENT approach can be taken into account for the detailed ORGANIZATION AND INTERRELATING estimate development, which will follow. WITHIN/OUTSIDE OF FIRM 3. Prepare Estimate: (DFKLWHPLVTXDQWL¿HG The Kiewit Team will enact a culture of open and and estimated by selecting appropriate crews and frequent communication and coordination with third equipment on which production rates are applied parties, including utilities and adjacent property based on relevant experience and data from our stakeholders. comprehensive past cost database. Market conditions, perceived competition related to cost, and individual Utilities subcontracting opportunities are all taken into account We will establish a weekly utility coordination during this detailed development step to specify meeting with representatives from each utility cost as it relates to our chosen means/methods and company invited to attend. We will review the production rates. This complete project estimate is VFKHGXOHDGGUHVVLVVXHVRUFRQÀLFWVDQGFRRUGLQDWH developed in an open book environment with the adjustments at these meetings. entire project team. Adjacent Properties: Coordinating with Contingency: Collectively, with RTC, contingency Businesses will be evaluated based on the comprehensive risk The Kiewit Team will partner with RTC at the onset register. A value is placed on each risk, along with a of the project to understand local businesses’ access probability, providing a dollar value per risk. Any risk needs, establish communication processes, and dollars that cannot be eliminated through design are create a collaborative forum where concerns can carried forward to the recommended contingency. be voiced and addressed. Public Outreach Manager 4. Review Estimate: Once the estimate is complete, Jay Proskovec will implement proven processes it progresses through a series of internal reviews to and strategies to effectively coordinate with local ensure accuracy and completeness at 30, 60, and 90% businesses and ensure economic viability throughout milestones. The cost estimates will be delivered to construction. On previous projects, Jay’s role has RTC for comparison with the ICE estimate. At that provided seamless multi-stakeholder coordination time, a review workshop will be held to determine and the development of innovative solutions reasons for and resolve any cost discrepancies. that maintained commerce and access during construction. Kiewit also understands requirements Kiewit offers familiarity with FTA’s Risk Analysis when coordinating with McCarran International Process from several recent projects utilizing FTA Airport from our experience completing the funding. We also understand FTA Standard Cost McCarran Airport Runway 1R-19L and Taxiway &DWHJRULHVZKLFKZLOOEHDEHQH¿WWR57&ZKHQ Reconstruction project. developing the cost estimate. Coordinating with Private and Public DEVELOPING PROJECT SCHEDULES Adjacent Construction Projects Kiewit will develop an integrated preconstruction During construction, we will conduct regularly- schedule upon NTP from the best available team scheduled collaboration meetings with adjacent knowledge and understanding of the entire project. construction projects. These meetings will be an The preconstruction schedule will include design opportunity to discuss common construction access, milestones, document reviews, cost estimating, utility coordination efforts, schedule, lay-down yards, subcontractor and supplier solicitation, long-lead and deliveries. procurement, and permitting to ensure we are meeting the planned construction NTP. Kiewit’s P6 CPM
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PROPOSED CONSTRUCTION PLAN the Maryland Parkway BRT project is critical to establishing the project team’s credibility, enhancing The Maryland Parkway BRT project encompasses the RTC’s reputation, and generating public trust. To a vital corridor for the Las Vegas Valley, extending provide added value to the RTC, our team includes from McCarran International Airport to downtown SURIHVVLRQDOVZLWKVLJQL¿FDQWSXEOLFRXWUHDFKH[SHUWLVH Las Vegas and the Medical District. The project on both a local and regional level. Jay Proskovec will corridor includes a wide variety of socioeconomic work closely with RTC staff during preconstruction to areas such as the University of Nevada, Las Vegas IXUWKHUUH¿QHRXUSXEOLFRXWUHDFKSODQ2XUDSSURDFKLV (UNLV), The Boulevard Mall, Sunrise Hospital, based on the stakeholder makeup within each segment Downtown businesses, as well as smaller commercial and is outlined in our construction services plan on businesses and residential areas. During construction, the following pages. We will communicate to each maintaining mobility and safety along the corridor for stakeholder in a way that works for them. all users, including motorists, transit riders, bicyclists, and pedestrians, will be a major consideration. Work Plan Approach For a project of this size and complexity, a well- Our overall approach to constructing the Maryland conceived and comprehensive construction plan BRT project is to start two headings simultaneously is crucial. Our plan has taken into consideration at either end of the corridor: Maryland at Russell, numerous construction facets, including schedule working to the north, and Medical District, working development, phasing/sequencing and associated to the east. This approach will shorten the overall WUDI¿FFRQWUROWKHVDIHW\RIWKHWHDPDQGWKHSXEOLF duration of the project and minimize impacts to quality, public outreach, and minimizing stakeholder the public. Our nine-segment approach considers impacts. Our approach will complete the project in existing bus stop locations in each segment. During the shortest duration with the least impact and be construction, there will be two to three phases within based on our local and regional experience of similar each segment. We will further develop these phases scope and complexity. PRUHVSHFL¿FDOO\ZLWK57&DQGWKH'HVLJQ7HDPDV The transit route will consist of a side-running BRT in WKHVFRSHEHFRPHVPRUHGH¿QHG*HQHUDOSKDVHVRI an exclusive curb lane which will serve as a general- FRQVWUXFWLRQDQGWKHDVVRFLDWHGWUDI¿FFRQWURODUHDV purpose right-turn lane at driveways and minor follows: intersections and approximately 44 new stations along Median Construction | Two lanes will be maintained the route. Kiewit has preliminarily broken down the LQHDFKGLUHFWLRQGXULQJGD\WLPHKRXUV7UDI¿FZLOO project corridor into four unique sub-corridors: be moved to the outside lanes, as shown in the cross- • Maryland Parkway (Clark County): Russell Road to section graphic below. Sahara • Maryland Parkway (City of Las Vegas): Sahara to Charleston • Downtown Las Vegas: Main to Las Vegas Blvd • Medical District: Alta, Tonopah, Wellness and Shadow Bus Pad and Shelter Construction | Two lanes will be maintained in each direction during daytime These sub-corridors are further broken down into nine hours during bus pad and shelter construction. VSHFL¿FVHJPHQWV(refer to pages 21-22). 7UDI¿FZLOOEHPRYHGWRWKHLQVLGHODQHVDVVKRZQ With these factors in mind, we have developed our in the cross-section graphic below. WUDI¿FFRQWUROVWUDWHJ\WREHVLPSOHHIIHFWLYHDQG intuitive for drivers. We have minimized the number RISKDVHVDQGWUDI¿FVKLIWVLQHDFKVHJPHQWWRHDVH driver error and confusion and, most importantly, WRNHHSWUDI¿FÀRZLQJ2XUWUDI¿FFRQWUROVWUDWHJ\ Mill and Pave | Mill and paving operations will be will be coupled with a tailored and proven public conducted primarily at night, other than residential outreach program. The Kiewit Team understands that areas, to minimize impacts to both the traveling the most effective PI program is one that anticipates public and the businesses. We will maintain one lane and responds to the information needs, concerns, LQHDFKGLUHFWLRQGXULQJQLJKWWLPHKRXUV7UDI¿FZLOO and desires of project stakeholders and the affected be shifted only one time per night shift. Business and public. Successfully executing such a program for residential access will be maintained.
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schedule but inherently incorporate more detail with Case Study: Mitigating Impact to each step. The 90-day schedule is a detailed day-by- Residents and Businesses day look at the next 90 days of construction activities, On Project Neon, we coordinated with residents including operations planning, crews, material and business owners by explaining our operations, procurements, scheduling of permanent materials, and then working with them to understand their and subcontractors, which is updated and reviewed business and access needs so we could develop PRQWKO\ZLWK57&$OODFWLYLWLHVZLOOWKHQÀRZGRZQ a mutually-agreeable schedule. This provided a to a detailed three-week look-ahead schedule with timeframe for us to accomplish our work with adjustments to crew size and resources as needed. minimal impact. We will provide the same type of The three-week schedule will be updated weekly and coordination with the Maryland BRT stakeholders communicated to RTC each week in the progress to develop and communicate a schedule that meeting. The daily schedule will be reviewed and accommodates their needs. shared with RTC each day during the project Play-of- the-Day meeting. Approach to Schedule Development Kiewit has developed an aggressive preliminary Kiewit will develop a resource-loaded Primavera P6 schedule that uses realistic construction durations CPM schedule in collaboration with RTC, the Design based on our recent CMAR and construction Team, third parties, and subcontractors, integrating experience on similar projects. We have established all design, permitting, procurement, construction, and the following objectives: utility relocation activities. We will also include local • Minimize disruptions to the traveling public and special events and any other activities affecting the other project stakeholders project. This schedule will allow the team to phase • Complete the project in the shortest timeframe DQGVWUXFWXUHWKHZRUNHI¿FLHQWO\:HZLOOXSGDWHDQG manage the comprehensive project schedule through Kiewit will consistently and critically evaluate the regular meetings and reviews with RTC. schedule to ensure decisions are made with the knowledge and understanding of their effects on Our baseline schedules will be audited internally future activities and on-time project completion. prior to submission to ensure logic ties, durations, resource requirements, risk analyses, and project Understanding of Applicable Codes/ funding requirements are accurate. This approach is Standards LQYDOXDEOHRQODUJHSURMHFWVWRKHOSLGHQWLI\FRQÀLFWV Having worked on multiple projects in the Las and clashes, establish sequencing, provide ideas for Vegas area, our team brings extensive knowledge improvements, and graphically represent the overall and applied experience in adhering to the codes, approach. standards, and processes used by NDOT, RTC, Clark County, local jurisdictions, and other stakeholders. Managing the Project Schedule Our team, including our key subcontractor partner, We utilize the following scheduling tools to manage AI, has completed multiple projects for RTC, all aspects of the project: NDOT, Clark County Public Works, and the City • Computer-generated CPM Summary Schedule (P6) of Las Vegas. Each of these and other previously • 90-Day Schedule constructed projects have fully-complied with all • Three-Week Look Ahead Schedule codes and standards required. Refer to Section B.6 • Play-of-the-Day Schedule for additional information. The construction baseline schedule will be developed Obtaining Local Permits, Entitlements, Licenses within 60 days of construction contract NTP. We will Kiewit will actively plan and obtain all permits, conduct a continuous analysis of the overall project entitlements, and licenses needed for the Maryland VFKHGXOHWRUH¿QHDQGPRQLWRUFULWLFDOSDWKDQGSURMHFW BRT project. We know we will currently need the activities. The P6 schedule and narrative will be updated following: Dust Control/Air Quality Permit, Clark and communicated to RTC monthly. All updates to the County Department of Air Quality, Encroachment schedule will be tracked against the baseline. Permits for Construction for the City of Las Vegas During construction, we will develop 90-day, three- and Clark County, NPDES Discharge Permit, and week, and daily schedules that all tie to the project P6 Temporary Construction Easements.
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DESCRIPTION OF SPECIFIC PACKAGES Cost Monitoring Kiewit has divided the project into nine segments as During construction, all project costs as well as shown and detailed on pages 21-22. Each segment TXDQWLWLHVZLOOEHPHDVXUHGUHYLHZHGDQGYHUL¿HG will be further broken down into two to three phases. at the end of each month. The team will perform a detailed cost projection to determine the estimated PLAN FOR COMPLETING THE PROJECT ¿QDOSURMHFWFRVWV:HZLOODOVRSHUIRUPGHWDLOHG ON TIME AND WITHIN BUDGET tracking of commodity-based items, such as rebar, Our project controls result in transparent and DVSKDOWRLODQG¿EHURSWLFFDEOHWRYHULI\WKDWWKH accurate reporting with accountability for a project’s anticipated yields and quantities do not exceed their schedule and budget performance, no matter how estimated costs. Understanding every component that complex or fast-paced a project may be. We have makes up the project costs will contribute to our goal successfully completed many projects of similar size of delivering this project under RTC’s budget. We will and scope to the Maryland Parkway BRT project. It implement the following cost monitoring tools: is only through having a complete understanding of • Daily cost and quantity • Cost projections a project that a CMAR can accurately develop and tracking • Earned man-hour curves effectively manage a project’s schedule and budget. • Daily superintendents • Cost trend charts Kiewit Corporation has completed move than 80 cost report • Monthly cost reports CMAR transportation projects over the past 10 years, • Commodity yield charts • Weekly issues meeting so we understand the design, preconstruction, and construction activities to a level and completeness 4. PROJECT SCHEDULE that will ensure the successful delivery of this project. Our preliminary schedule is shown below in Schedule Monitoring Figure B.3.4. Our team’s schedule milestones are: Preconstruction Begins: 6/28/2021 The project schedule will be used to its fullest GMP Negotiated: 11/15/2022 capabilities. The entire project team will understand the Groundbreaking/Construction Begins: 1/3/2023 constraints of the project and the necessary and critical Construction Complete: 12/2/2024 (7 months early) activities to completion. A best practice critical to the schedule’s accuracy is continuity in the development, monitoring and updating of the schedule. This is achieved by having the same scheduler throughout the preconstruction and construction phases.
Figure B.3.4 | Preliminary Milestone Schedule
Maryland BRT Mar-19-21 13:27 Activity ID Activity Name Original Duration Start Finish 21 2022 2023 2024 2025 J A S O N D J F M A M J J A S O N D J F M A M J J A S O N D J F M A M J J A S O N D J F M A M J J A S O N D 0DU\ODQG%57 3URMHFW:LGH A1000 Phase 1 Preconstruction 328 Jun-28-21* Oct-14-22 Phase 1 Preconstruction A1010 Negotiate GMP 11 Nov-01-22* Nov-15-22 Negotiate GMP A1060 Mobilization 25 Jan-03-23 Feb-06-23 Mobilization A1030 Construction 335 Jan-03-23 Apr-30-24 Construction A1020 NTP Phase 2 Construction 0 Jan-03-23* NTP Phase 2 Construction A1040 Substantial Completion 0 Dec-02-24* Substantial Completion A1050 Final Acceptance 0 Jan-31-25* 7 MONTHS Final Acceptance Maryland&RUH&RUULGR&RUH&RUULGRU &ODUN&RXQW\ ParkwayU (Clark County) EARLY A1070 Segment 1, Russell to Tropicana 58 Feb-07-23 Apr-28-23 Segment 1, Russell to Tropicana A1080 Segment 2, Tropicana to Flamingo 63 May-01-23 Jul-31-23 Segment 2, Tropicana to Flamingo A1090 Segment 3, Flamingo to Desert Inn 65 Aug-01-23 Oct-31-23 Segment 3, Flamingo to Desert Inn A1100 Segment 4, Desert Inn to Sahara 61 Nov-01-23 Jan-31-24 Segment 4, Desert Inn to Sahara Maryland&RUH&RUULGR&RUH&RUULGRU &LW\RI/DV9HJDV ParkwayU (City of Las Vegas) A1110 Segment 5, Sahara to Charleston 63 Feb-01-24 Apr-30-24 Segment 5, Sahara to Charleston 'RZQWRZQ/'RZQWRZQ/DV9HJDV &LW\RI/DV9HJDV D A1140 Segment 8, Main to MLK 128 May-01-23 Oct-31-23 Segment 8, Main to MLK A1130 Segment 7, LV Blvd to Main 20 Nov-01-23 Nov-30-23 Segment 7, LV Blvd to Main A1120 Segment 6, Charleston to LV Blvd 104 Dec-01-23 Apr-30-24 Segment 6, Charleston to LV Blvd 0HGLFDO'LVWUL0HGLFDO'LVWULFW &LW\RI/DV9HJDV F A1150 Segment 9, Alta, Tonopah, Wellness & Shado 58 Feb-07-23 Apr-28-23 Segment 9, Alta, Tonopah, Wellness & Shadow
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SEGMENT 1: Russell Rd. to Tropicana Ave. SEGMENT 2: Tropicana Ave. to Flamingo Rd. SEGMENT 3: Flamingo Rd. to Desert Inn Rd. SEGMENT 4: Desert Inn Rd. to Sahara Ave. Duration: February – April 2023 Duration: May – July 2023 Duration: August – October 2023 Duration: November 2023 – January 2024 Work Scope: Work Scope: Work Scope: Work Scope: • Remove existing bus stops and turnouts • Remove existing bus stops and turnouts • Remove existing bus stops and turnouts • Remove existing bus stops and turnouts • Construct median • Construct median • Construct median • Construct median • New stations • New stations • New stations • New stations • New right-turn lanes • New right-turn lanes • New right-turn lanes • Install ITS • Install ITS • Install ITS • Install ITS • Bike lanes • Bike lanes • Bike lanes • Bike lanes • Curb and gutter • Curb and gutter • Curb and gutter • Curb and gutter • 0RGLI\H[LVWLQJWUDI¿FVLJQDOV • 0RGLI\H[LVWLQJWUDI¿FVLJQDOV • 0RGLI\H[LVWLQJWUDI¿FVLJQDOV • 0RGLI\H[LVWLQJWUDI¿FVLJQDOV • 1HZWUDI¿FVLJQDOV • Landscape • 1HZWUDI¿FVLJQDOV • 1HZWUDI¿FVLJQDOV • Landscape The primary stakeholder make-up within this segment • Landscape • Landscape The primary stakeholder make-up within this is residential. Work will be performed during the day The primary stakeholder make-up within this segment The primary stakeholder make-up within this segment VHJPHQWLV6XQULVH+RVSLWDOPHGLFDORI¿FHVDQG to minimize noise impact that can occur during night is commercial and UNLV. Access to and from each is commercial. Access to and from each business commercial. Access to and from Sunset Hospital and work. Access to and from neighborhoods adjacent to business and UNLV will be maintained at all times. will be maintained at all times. This segment will businesses will be maintained at all times. Sunrise the project will be maintained. At this time, we do not This segment will be constructed at night to minimize be constructed at night to minimize business access Hospital will always have emergency vehicle anticipate the need to impact or alter any access points to business and university access issues. issues. access. This segment will be constructed at night to neighborhoods. Access to Ward Elementary School will minimize business and access issues. be maintained. Work in this area will be suspended 30 min before school starts and 30 min after school ends. Kiewite was a phenomenal partner with the RTC of Washoe County as we completed our fi rst CMAR project ahead of schedule and FOR EACH SEGMENT: below the GMP. Throughout construction, Kiewit worked with their • 2XUSXEOLFRXWUHDFKWHDPLQFRRUGLQDWLRQZLWK57&¶V3,RI¿FHZLOOYLVLWHDFKEXVLQHVVGXULQJSUHFRQVWUXFWLRQIRULQWURGXFWLRQDQGWRSURYLGH sub-contractors to continue to develop cost savings and implement contact information (email address and hotline number). Business contact information will be collected for construction updates via email. schedule reduction opportunities. We had a few items beyond the • The public outreach team will gather contact information from each business to include in construction update. The primary means of team’s control that could have cost signifi cant delays and cost communication will be changeable message signs (CMS), construction email blast, 24-hour hotline phone number, which will be posted on overruns. Kiewit worked with the RTC to develop a strategy that VLJQVWKURXJKRXWWKHFRQVWUXFWLRQ]RQHSURMHFW¿OHUVDQGIDFHWRIDFHFRQWDFW eliminated delays and signifi cantly reduced potential cost increases. :HZLOOSURYLGHDSURMHFWZHEVLWHPRELOHDSSVRFLDOPHGLDL&RQHWUDI¿FPRQLWRULQJV\VWHPDQG:D]HWKURXJKWKHLUSDUWQHUVKLSVZLWK57&)$67 • - Garth Oksol, Project Manager, Washoe RTC, SouthEast Connector
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SEGMENT 5: Sahara Ave. to Charleston Ave. SEGMENT 7: Las Vegas Blvd. to Main St. SEGMENT 9: Alta, Tonopah, Wellness and Shadow Duration: February – April 2024 Duration: November 2023 Duration: February – April 2023 Work Scope: Work Scope: Work Scope: • Remove existing bus stops and turnouts • Remove existing bus stops and turnouts • Remove/Relocate existing bus stops • Construct median • New stations • New stations • New stations • Install ITS • Install ITS • Install ITS • Bike lanes • Bike lanes • Bike lanes • New right-turn lanes • Paving • New right-turn lanes • Paving • Curb, gutter, and sidewalks • Paving • Curb and gutter • 0RGLI\H[LVWLQJWUDI¿FVLJQDOV • Curb and gutter • 0RGLI\H[LVWLQJWUDI¿FVLJQDOV • 1HZWUDI¿FVLJQDOV • 0RGLI\H[LVWLQJWUDI¿FVLJQDOV • Street lighting • Street lighting • Street lighting The primary stakeholder makeup within this segment The primary stakeholder make-up within this segment • Landscape is commercial, casino and government. Access to is residential, commercial and medical buildings The primary stakeholder make-up within this segment is and from each business and government building (Valley Hospital, University Medical Center (UMC), residential and commercial. The work will be performed will be maintained at all times. This segment will be and various medical laboratories and imaging centers). during the day to minimize noise impact that can occur constructed at night to minimize business and building The work in residential areas will be performed during during night work. Access to and from neighborhoods access issues. the day to minimize noise impact that can occur during adjacent to the project will be maintained. At this time, night work. Access to and from neighborhoods adjacent we don’t not anticipate the need to impact or alter any SEGMENT 8: Main to Shadow Lane to the project will be maintained. At this time, we don’t access points to neighborhoods. Access to and from Duration: May – October 2023 not anticipate the need to impact or alter any access each business will be maintained at all times. points to neighborhoods. Access to and from each Work Scope: Access to Saint Anne Catholic School will be business and medical building will be maintained at maintained. Work in this area will be suspended 30 min • Remove existing bus stops and turnouts all times. The work in commercial and medical areas before school starts and 30 min after school ends. • New stations will be constructed at night to minimize business and • Install ITS building access issues. Valley Hospital will always have SEGMENT 6: Charleston Ave. to Las Vegas Blvd. • Bike lanes emergency vehicle access. We will coordinate with • New right-turn lanes the contractor for RTC’s GoMed project to minimize Duration: December 2023 – April 2024 • Paving GXSOLFDWLRQRIHIIRUWVDQGWUDI¿FLPSDFWV Work Scope: • Curb and gutter • Remove existing bus stops and turnouts • 0RGLI\H[LVWLQJWUDI¿FVLJQDOV • Construct median • 1HZWUDI¿FVLJQDOV • New stations The primary stakeholder make-up within this segment • Install ITS is residential, commercial, and government (CC Govt. • New right-turn lanes Building, LVMPD). The work in residential areas will • Bike lanes be performed during the day to minimize the noise • Curb and gutter impact that can occur during night work. Access to • 0RGLI\H[LVWLQJWUDI¿FVLJQDOV and from neighborhoods adjacent to the project will • 1HZWUDI¿FVLJQDOV be maintained. At this time, we do not anticipate • Landscape the need to impact or alter any access points to The primary stakeholder make-up within this segment is neighborhoods. Access to and from each business residential and commercial. The work will be performed and government building will be maintained at all during the day to minimize noise impact that can occur times. The work in commercial and government during night work. Access to and from neighborhoods areas will be constructed at night to minimize adjacent to the project will be maintained. At this time, business and building access issues. we don’t not anticipate the need to impact or alter any access points to neighborhoods. Access to and from each business will be maintained at all times. Access to First Good Shepherd Lutheran School will be maintained. Work in this area will be suspended 30 min before school starts and 30 min after school ends.
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5. QUALITY ASSURANCE/QUALITY Table B.5.2 | Compliance Steps CONTROL (QA/QC) PLAN Work Plans and Before work begins, work plans will be prepared with hold 6SHFL¿FDWLRQV points and inspections, material validations, and checklists. To achieve our goal of delivering world-class projects, These meetings occur before work begins, and allow RTC, Kiewit, Design Team, subcontractors, and appropriate Kiewit implements a rigorous quality program Pre-Activity third parties such as utility owners, stakeholders, and the Meetings built on instilling in our employees the idea that construction crew to verify the plan and understand quality everyone is responsible for quality and ensuring all hold points and inspection requirements. Held to inform RTC staff, quality control staff, and the requirements are known and understood. Our tools project team what is needed each day. For example, LQFOXGHDSURMHFWVSHFL¿F4XDOLW\0DQDJHPHQW3ODQ foremen utilize this written plan of work activities for their crew to perform that day. In the Play-of-the-Day template, (QMP), as part of the PMP, developed and managed the foreman includes personnel and tools required, by Quality Control/Assurance Manager Lonny Palmer, Play-of-the-Day materials, safety risks, and quantity of work that should be Meetings complete to meet budget for that day. At the end of shift, focused on continually improving the quality of work. the foremen review with their superintendent the Play-of- The QMP contains the processes and procedures the-Day status, which leads to a discussion of what can be done to improve the operation and ensure success for the that the construction team will implement to meet next shift of work. This also serves as an opportunity to VSHFL¿FDWLRQVLQVSHFWWHVWDQGGRFXPHQWDOOZRUN coordinate with RTC on quality inspections. Checklists and The team will use checklists to perform and validate work; The foundation of Kiewit’s quality approach is: Hold Points hold points will pause work for quality or other inspections. • $Q,62 FHUWL¿HGSURJUDP Weekly Quality Held to monitor progress to identify opportunities for • Rigid self-inspection and complete transparency Meetings improvement throughout construction. • :RUNSODQVZLWKGH¿QHGKROGSRLQWVIRULQVSHFWLRQ Kiewit will work closely with the RTC to ensure • Quality inspection documentation through InEight that quality-minded subcontractors are involved Compliance and directly uploaded to Sharepoint throughout the project. • Four Square Matrix (see Figure B.5.1) • Quality Audits PROPOSED ROLES, RESPONSIBILITIES, AND Figure B.5.1 | Four Square Matrix AUTHORITIES OF QA/QC PERSONNEL Kiewit will work with RTC to implement a Four Square In addition to developing and executing the QMP Matrix to facilitate issue discussion and help us collectively develop transparent oversight and reporting methods on the project, Quality Manager Lonny Palmer, will OHDGWKHWHDPLQWKHLUGH¿QHGUHVSRQVLELOLWLHVLQ Ongoing Matters Steady Performers WKH¿HOG/RQQLH¶VUROHDVTXDOLW\PDQDJHUDQGWKH Matters that have Areas of performance that SRVLWLRQVRI¿HOGHQJLQHHUDQGIRUHPDQDUHGHWDLOHG continued on a have continually met recurring basis or expectations. in Table B.5.3 below. remain unresolved. Table B.5.3 | QC Roles and Responsibilities Good Trends • Develops, implements, and maintains a successful project Current Issues quality program. Matters classified as either • Has the authority to report nonconformance, assign corrective Matters that have recently ongoing or current that are developed or have been trending toward quick action, issue stop-work orders and revise the project quality plan. identified as approaching. resolutions or have shown • 7KH¿UVWSRLQWRIFRQWDFWRQDOOPDWWHUVUHODWHGWRFRQVWUXFWLRQ marked improvement. Quality quality; works closely with the project owner and construction Manager supervision, ensuring quality requirements are understood and communicated to those building the work. Founded on a core belief of ‘Do it Right the First • Coordinates and manages inspection and testing for either the Time’, we will begin construction ensuring the entire control or acceptance of the work. • Collects, reviews, approves, transmits, and maintains all quality team has a complete understanding of the project records required by the project quality plan. UHTXLUHPHQWV:HZLOOH[HFXWHWKH¿YHVWHSVOLVWHG • Supports front-line supervision and construction crews in Table B.5.2 to ensure compliance with all plans by developing comprehensive work plans and updated construction schedules. DQGVSHFL¿FDWLRQVGXULQJFRQVWUXFWLRQ8VLQJWKHVH • Supports crews, foremen, and superintendents with self-inspection principles, Kiewit will develop and implement Field RIWKHLUZRUNHQVXULQJUHTXLUHPHQWVDUHPHWWKH¿UVWWLPH Engineers • Provides crews the latest revision of the design and an effective QMP to manage, control, validate, FRQVWUXFWLRQVSHFL¿FDWLRQV document, and ensure the work complies with RTC’s • Actively communicates construction progress, ensuring project TXDOLW\FRQWURODQGRZQHURYHUVLJKWSHUVRQQHODUHQRWL¿HGRI standards/contract documents. inspection hold and witness points. Kiewit holds our subcontractors and suppliers to the • Understands the quality requirements for the work they perform same standards to which we hold ourselves. Many DQGHQVXUHVDOOZRUNLVFRQVWUXFWHGFRUUHFWO\WKH¿UVWWLPH • Communicates and enforces the quality requirements to their Foremen of the subcontractors involved in this project will craftworkers. be involved with several time-critical operations • Actively engages in the self-inspection of their crew’s work and WKDWQHHGWREHSHUIRUPHGFRUUHFWO\WKH¿UVWWLPH LPPHGLDWHO\FRUUHFWVGH¿FLHQWRUQRQFRQIRUPLQJFRQGLWLRQV
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TAB B-4 CONTRACTING/ SUBCONTRACTORS PLAN
REQUEST FOR PROPOSALS NO. 20-031 CONSTRUCTION MANAGER AT RISK (CMAR) MARYLAND PARKWAY BUS RAPID TRANSIT (BRT) PWP: CL-2021-243 B-4 CONTRACTING/SUBCONTRACTORS PLAN
SUBCONTRACTING PLAN Figure B.4.2 | Subcontractor Selection Process SUBCONTRACTOR / ∙ SAFETY SUBCONTRACTOR / ∙ QUALITY Successful selection of subcontractors and suppliers SUPPLIER 1. SPECIALTY WORK / SUPPLIER EXPERIENCE NEEDED PREQUALIFICATION ∙ PAST PERFORMANCE is crucial to overall project success. Early in the QUALIFICATIONS 2. PROJECT RISK ∙ APPROACH based on Kiewit and AND 3. COST AND ∙ RTC EXPERIENCE preconstruction phase, our team will work with the SCOPE EVALUATIONS SCHEDULE RTC’s mutually- agreeable ∙ CAPACITY IMPLICATIONS qualification scoring ∙ FINANCIAL STABILITY RTC to identify what work elements are best self- based on: including: ∙ LOCAL AND/OR SBE performed and what opportunities are available to REVIEW INITIAL BIDS BID PACKAGES SENT VXEFRQWUDFWRUVDQG'%(6%(¿UPV.LHZLWWDNHVRXU (and applicable self-performed estimate) with RTC in an to Prequalified responsibility to promote participation of DBE/SBE Subcontractors / Suppliers ¿UPVRQWKH0DU\ODQG%57SURMHFWYHU\VHULRXVO\ open-book meeting We are committed to making every reasonable effort KIEWIT AND RTC MAKE AGREEMENT to encourage participation and will work with RTC to CLARIFICATIONS TO BIDS ON SUBCONTRACTOR / as needed establish the minority goal for the project. SUPPLIER SELECTION .LHZLWKDVLGHQWL¿HGWKHIROORZLQJPDMRUVFRSHVRI effective tools to administer the CMAR procurement work (Figure B.4.1) made a preliminary assessment process, which complies with NRS. The tools used of the procurement risk involved with the scope, and LQFOXGHTXDOL¿FDWLRQIRUPVQRWLFHVDQGLQVWUXFWLRQV assigned a proposed method of contracting to each. detailed bid instructions, invitations to bid, mandatory In each case, the method proposed is based on our pre-proposal meetings, and bid forms. experience with the local subcontractor market, as For major subcontractors, Kiewit’s selection plan has well as the lead-times, required technical expertise, the following methods of procurement: expected quality level, and schedule impact of the ZRUN:HZLOOZRUNZLWK57&WRIXUWKHUUH¿QHWKLV 4XDOL¿FDWLRQV Used to select specialty subcontractors OLVWWRUHÀHFWDQ\DGGLWLRQDOFRQFHUQVIURPWKHWHDP EDVHGVROHO\RQTXDOL¿FDWLRQV:HGRQRWDQWLFLSDWH 3URSRVHGVHOISHUIRUPHGZRUNUHÀHFWVQRWRQO\RXU selecting any subcontractors using this method. capacity to do this work, but our objective to further Best-Value. Used to select subcontractors and mitigate schedule and cost risk to RTC by keeping suppliers based on weighted metrics such as this work under our direct control. experience, price, safety, quality, schedule, resources, Figure B.4.1 | Scopes of Work Proposed and other factors. These subcontractors are selected Scope Risk S/DBE Method based on a combination of price and technical proposal scores for the best value to the project. Asphalt Paving High Self-Perform Bus Shelters Medium Best Value Low Bid. Used to select subcontractors and suppliers with low-risk scopes of work. These subs are Concrete Bus Pads Low Self-Perform SUHTXDOL¿HGEDVHGRQWKHVDPHEHVWYDOXHZHLJKWHG Curb, Gutter, Sidewalk Low Low Bid metrics but then selected on the lowest price submitted. Utility Adjustments Medium Low Bid 2XU¿QDOVXEFRQWUDFWRUVHOHFWLRQSODQZLOOLGHQWLI\ Electrical, Lighting, Medium Best Value which subcontractors are selected based on best-value ITS, and Signals selection or low bid. Grading Low Self-Perform 2QFHVXEFRQWUDFWRUVKDYHEHHQSUHTXDOL¿HG Landscape Low Low Bid Kiewit will invite specialty disciplines to provide Rebar Low Low Bid input during preconstruction with constructability Striping and Signs Low Low Bid reviews, scheduling, and estimate pricing. This early 7UDI¿F&RQWURO High Self-Perform collaboration gives the team and subcontractors a Trucking/Hauling Low Low Bid better understanding of the project and results in more complete and competitive bids. When identifying subcontractor work packages, our WHDPZLOOWDNHDSURMHFW¿UVWDSSURDFKDQGFUHDWHD %HQH¿WVRIVXEFRQWUDFWRULQYROYHPHQWGXULQJ subcontracting plan that provides the best value to the preconstruction include: RTC. Our Subcontractor Selection Plan is designed • Specialized insight for constructability reviews and to ensure that capable, reputable subcontractors are value engineering ideas performing for our clients. Figure B.4.2 illustrates our • Material selection including costs and availability selection process and the collaboration with the RTC. • Life cycle cost input Kiewit’s team members, particularly Vicki Engelman, A more detailed Subcontracting Plan will be provided are very familiar with NRS 338 regulations and have upon award. 24
TAB B-5 SAFETY PROGRAMS ESTABLISHED AND SAFETY RECORDS
REQUEST FOR PROPOSALS NO. 20-031 CONSTRUCTION MANAGER AT RISK (CMAR) MARYLAND PARKWAY BUS RAPID TRANSIT (BRT) PWP: CL-2021-243 B-5 SAFETY PROGRAMS ESTABLISHED AND SAFETY RECORDS
1. QUALITY AND CONTENT OF THE WRWUDI¿FFRQWUROZRUN]RQHVDIHW\ZLOOIROORZ PROPOSER’S SAFETY PROGRAM WKH0DQXDORQ8QLIRUP7UDI¿F&RQWURO'HYLFHV (MUTCD) and emphasize safety around the project. Kiewit’s industry-leading safety program is derived We will work together to proactively mitigate from the personal responsibility for the safety VLJQL¿FDQWULVNVDQGZRUN]RQHLPSDFWVDQGH[SORUH of those we serve. Our safety approach for the LQQRYDWLYHWUDI¿FPDQDJHPHQWVROXWLRQVWRHQVXUHWKH Maryland Parkway BRT includes thoughtful analysis VDIHW\SURJUDP¶VSHUIRUPDQFHDQGH[HFXWLRQ7UDI¿F around MOT phasing/sequencing, work zone safety, ÀRZWKDWLQFOXGHVGDLO\UHVLGHQWLDOSHDNVDGMDFHQW DQGLQQRYDWLYHWUDI¿FPDQDJHPHQWVROXWLRQVVXFK business access requirements and construction trucks DVWKHL&RQHWUDI¿FPRQLWRULQJV\VWHP7KLVVWURQJ and equipment will be integrated into our phasing emphasis on the safety of the traveling public plan (See pages 21-22)DVZHOODVRXUVLWHVSHFL¿F FRPELQHGRXU([SHULHQFH0RGL¿FDWLRQ5DWH Worker and Public Safety Plan. (EMR) rating of 0.40, less than half of the industry; and our 2020 Total Recordable Incident Rate of (IIHFWLYHWUDI¿FFRQWUROIRUYHKLFOHVSHGHVWULDQVDQG .30, almost ten times less than the industry average transit riders is vital for all projects, especially those of 2.80 according to the Bureau of Labor Statistics ZLWKKLJKYROXPHWUDI¿FOLNH0DU\ODQG3DUNZD\ (BLS) exhibits an industry-leading commitment to %572XUWUDI¿FFRQWUROGHYLFHVDQGVLJQDJHDUH safety. (See Safety Ratings, Page 26) straightforward and easy to read. The striping will be bright and not worn to the point of ineffectiveness. We attribute this success to our employees embracing Detours will be well signed and easy to follow, and the the safety culture, taking responsibility for their safety construction zone will be fenced, so pedestrians do not and the safety of those around them, and consistently inadvertently enter it. We will pay particular attention applying safe practices to the work we do. Safety at to temporary bus stop placement within construction Kiewit is not just a core value; it is a culture we instill zones to protect transit riders. in all our employees. It is our ethical duty to ensure the safety of everyone who passes through the project, To best understand public priorities and communicate including the RTC, traveling public, emergency upcoming segment shifts in our construction responders, stakeholders, and our crews and execution, we will institute local safety-focused subcontractors. Early public outreach with accessible project meetings at a gathering place near the project and established communication channels enhances location for the project duration (logistics can be trust and builds partnerships with the traveling public, adjusted based on public health considerations). surrounding community, and emergency response The meetings will include RTC project leadership stakeholders. Creating a real-time communication supported by Kiewit’s Public Outreach Manager and feedback response system will be the core of our Jay Proskovec, MOT Manager, and Safety Manager engagement strategy. Lamar Martin. We recognize the demographics of the region and take seriously the responsibility Collectively, during preconstruction and throughout, RILGHQWLI\LQJSRWHQWLDOFRQÀLFWSRLQWVWRPLWLJDWH we will prioritize MOT phasing/sequencing to vehicular crashes. We believe active communication promote public safety. Our integrated approach ( ) A CVIS-led mass safety meeting on the Craft Voice in Safety CVIS Project Neon Design-Build in Las Vegas, NV In addition to the development and implementation of a sound phasing and project safety plan, our team will incorporate additional safety programs to further enhance the safety of the project, such as Craft Voice in Safety (CVIS). CVIS creates and supports a culture where everyone has a voice. Management, along with a CVIS leader, craft employees, and respective subcontractors, create a communication pipeline to effectively support the health and wellbeing of all employees on the project.
25
and public participation in the adoption of the RIRSHUDWLRQV$QH[DPSOHWRS¿YHOLVWIRU0DU\ODQG construction plan is an important step to zero jobsite Parkway BRT will be: accidents. These meetings will optimize a primary • 7UDI¿F,QWHUDFWLRQZLWK&RQVWUXFWLRQ027DQG EHQH¿WRI&0$5E\DGGLQJYDOXHWRVDIHW\LQ Phasing preconstruction through interaction and coordination • Human/Equipment Interface - Project workers and between area residents and the project team, prior to traveling public any segments beginning in our proposed construction • Heat Related Safety - Proper hydration and work schedule (See Section B-3R). Meetings will be pace during the summer months promoted through the use of both traditional media • Utility Strikes - Proper dissemination of project and online media, leveraging the digital and social plans, active utility coordination, on-site preparation media footprint RTC has built while expanding • Entering and Exiting the Work Zone upon its current following to continue building an integrated public information (PI) campaign. COVID-19 Mitigation A pivotal component of our program is delivering Kiewit will leverage its web-based systems, continuous safety training and collaborating with our including InEight Document and SharePoint, to aid employees and subcontractors to take a proactive communication, teamwork, information exchange, and approach to build and implement prevention plans meetings during COVID restrictions and beyond as collectively. Additionally, we will coordinate with necessary. We are used to working with remote teams existing emergency response agencies in the area and recognize the value of collaboration that can still DVSDUWRIRXUVLWHVSHFL¿F&ULVLV0DQDJHPHQW3ODQ take place online. We will enact Kiewit’s COVID-19 Our management team is dedicated to supporting and Policy and Mitigation Best Practices on the jobsite and will be an active participant in our craft-led safety during regular interactions in order to reduce the risk to program in conjunction with the safety components the project team, craft, and associated stakeholders. outlined on the previous page. We understand the overall impact and responsibility we have in the 2. PROPOSER’S SAFETY RECORDS traveling public’s protection and convenience and ACCUMULATED ON OTHER PROJECTS ensuring all workers return safely to their families. As the core tenet of Kiewit’s culture, safety is Site-Specifi c Worker and Public Safety a philosophy instilled in our entire workforce. This culture has led to our industry-leading safety Safety Manager Lamar Martin and Kiewit’s Site performance with 2020 metrics over nine (9) times Safety Supervisor,ZLOOGHYHORSDVLWHVSHFL¿FOLVWRI better than the industry average for all of Kiewit safety hazards, risks, and planned mitigations related Corporation according to the Bureau of Labor Statistics to each aspect of the project. A ‘Top Five Hazards’ (Figure B.5.1). Kiewit Infrastructure West Co.’s OSHA campaign is standard on all our jobs to highlight Incident Rate and EMR are shown in the table below. and mitigate the highest risks. Each foreman and FUHZZLOOEHUHVSRQVLEOHIRUJHQHUDWLQJDVSHFL¿F Figure B.5.2 | Kiewit’s EMR and Total Recordable Job Hazard Analysis for each task before the start Incident Rate History 2.4x better than industry average of 1.0 Figure B.5.1 | Comparison of Total Recordable Frequency of Year EMR Total Recordable Incident Rate (KIWC) Kiewit Corporation and Industry (Bureau of Labor Statistics) 2020 0.41 0.30 Industry 2019 0.39 0.43 14.00 13.10 14.30 2018 0.40 0.50 12.00 9.50 2017 0.41 0.16 10.00 Kiewit 8.60 2016 0.45 0.37 8.00 8.84 8.30 6.00 4.30
4.00 3.80 3.10
Total Recordable Frequency Total 4.64 2.80
2.00 Over 9 0.75 1.11 0.86 1.78 0.31 0.29 times 0.00 1.54 better than industry
8 2 0 8 2 0 average 98 99 004 1 1 200 2 200 201 2017 202
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TAB B-6 LOCAL KNOWLEDGE AND EXPERIENCE
REQUEST FOR PROPOSALS NO. 20-031 CONSTRUCTION MANAGER AT RISK (CMAR) MARYLAND PARKWAY BUS RAPID TRANSIT (BRT) PWP: CL-2021-243 B-6 LOCAL KNOWLEDGE AND EXPERIENCE
1. TEAM KNOWLEDGE AND EXPERIENCE OF THE PROJECT VICINITY AND WITH LOCAL OUR PROPOSED PROJECT TEAM WILL BRING CODES, STANDARDS AND PROCESSES THE RTC THE MOST COMPREHENSIVE AND The Kiewit team and our key personnel have been EXPERIENCED CMAR SERVICES. WE OFFER: constructing projects in the Las Vegas Valley for more Experience paving near Maryland Parkway than 30 years. We are familiar with the complexities of Successful completion of the Sahara BRT ZRUNLQJLQWKLVVSHFL¿FDUHDDQGKDYHH[HFXWHGDOORIWKH CMAR project scope items in similar locations as the Maryland Parkway Signifi cant experience adhering to Clark BRT project. Members of our team completed the Sahara County, RTC, NDOT, and other local codes, standards BRT project for the RTC and have the experience and will and processes. apply lessons learned to customize potential innovative DOWHUQDWLYHVPDLQWHQDQFHRIWUDI¿FDSSURDFKHVSXEOLF outreach programs, and options to save time and budget. to the Maryland Parkway BRT project and has in- We provide substantial asphalt paving experience on and GHSWKNQRZOHGJHRIDOOWKHVSHFL¿FLQWULFDFLHVRI near the Maryland Parkway area and understand how to working in this location. complete this work and minimize impacts to the traveling public and stakeholders. b. Key Members Experience and Our team understands the local codes and standards Understanding of Project Characteristics, Codes, Standards, and Processes from previous experience, including projects for the RTC, NDOT, Clark County Public Works, NRS 338 The projects listed below demonstrate our team’s requirements, and the City of Las Vegas. Each of our experience and understanding of the Maryland previously constructed projects fully complied with Parkway BRT project’s characteristics and with the the standards of NDOT and Clark County and adhered local codes, standards, and development processes to the codes, standards, and processes used by NDOT, used by NDOT, the RTC, local jurisdictions, and RTC, Clark County, local jurisdictions, and other other stakeholders. This experience assures the RTC stakeholders. Our key subcontractor partner, AI, has and NDOT that our approach will meet or exceed the competed the Sahara BRT project that is perpendicular highest level of quality and safety standards.
Table B.6.1 | Project Experience in the Corridor and Vicinity and with Local Codes and Standards Codes and Project Name Entity Relevance to Maryland Parkway BRT Standards %XVVKHOWHUSDGVWUDI¿FFRQWURO$'$UDPSVPLOODQGSDYHZRUNQHDUEXVLQHVVHVClark County, NDOT, Sahara Ave. BRT RTC utilities, and signal mods RTC Standards
City of North City of North Las Commerce St. Improvements 7UDI¿FFRQWURO$'$5DPSVPLOODQGSDYHXWLOLWLHVDQGWUDI¿FORRSV Las Vegas Vegas, RTC Standards
Flasher Improvements for Desert Clark County Clark County 3HGHVWULDQFURVVLQJZLWKÀDVKHUVWUDI¿FFRQWURODQGWUHQFKSDWFKLQJ Foothills and Charleston Blvd Standards
Clark County 2010 Casino Drive Paving Clark County Full depth AC, work near businesses, and multi-phased Standards
Craig Road - Berg Street NDOT 6LJQDOV$'$UDPSVVLGHZDONVDQGWUDI¿FFRQWURO NDOT Standards to Pecos Road
City of Las %XVVKHOWHUSDGVWUDI¿FFRQWURO$'$UDPSVPLOODQGSDYHZRUNQHDUEXVLQHVVHVClark County and Downtown Connector BRT Vegas utilities, and signal mods RTC Standards
I-15 / Speedway Blvd to Dry Lake Rest NDOT 0LOODQGSDYHDQGWUDI¿FFRQWURO NDOT Standards Area
McCarran International Airport - Clark County Clark County 6LJQDOVWUDI¿FFRQWUROFRPSOLFDWHGSKDVLQJPLOODQGSDYH Terminal 1 DOA Standards
Roadway reconstruction, signal and ITS upgrades, mill and pave, and ADA ramps/ NDOT, Clark Cty, Project Neon NDOT sidewalk City of Las Vegas
Mill and pave, ADA ramps/sidewalk, working around businesses, utility Clark County Maryland Parkway Mill and Overlay Clark County adjustments Standards
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2. REQUIREMENTS a. Team’s Knowledge and Experience on Kiewit additionally maintains a thorough Bus Rapid Transit Projects or Similar Projects understanding of the proper implementation of the Within the Past 15 Years following agencies’ design criteria: Please refer to Tab B-2R for a summary of Kiewit’s • Clark County Regional Flood Control District BRT projects and projects with similar elements, (CCRFCD) complexity, requirements, and delivery as the • Clark County Water Reclamation District (CCWRD) Maryland Parkway BRT. This section also includes • Las Vegas Valley Water District (LVVWD) a table of projects showing Kiewit’s depth of project • Southern Nevada Water Authority (SNWA) experience over the past 15 years (see page 12). Kiewit’s proposed team members have each been c. General Approach to Delivering the selected for their substantial depth of similar project Project Including Key Areas of Project Risk experience. The Kiewit team includes preconstruction specialists to In addition to the projects featured in Table B.2.1, our identify, understand, and mitigate risks early. Included proposed team members have dedicated their careers in our team are technical subject matter experts from our to public transportation projects inclusive of light rail, in-house engineering group who are available as needed streetcars, BRT, highways, freeways, and streets using to support the design team in enhancing the details of CMAR, D-B, and other alternative delivery methods. their design. In addition to our in-house experts, we Our team will apply their lessons learned, proven will also include specialty subcontractors early in the risk mitigation tactics, and potential innovative preconstruction phase to provide their construction approaches from their similar project experience to LQVLJKWLQWRPLWLJDWLQJVSHFL¿FSURMHFWULVNVLQSDUWLFXODU EHQH¿W57&DQGWKH0DU\ODQG3DUNZD\%57SURMHFW the electrical component of the project. During the preconstruction phase, our team will jointly b. Knowledge of Codes, Standards and identify risks with the RTC and the Design Team to Development Processes as Identifi ed in the determine their impacts to the project via a Monte Scope of Work Carlo risk register. Once we identify an issue or risk, The Kiewit team has an in-depth working knowledge we will analyze and develop options and estimated of the below standards and guidelines that are costs to mitigate the risk. Our approach will also applicable to the Maryland BRT project. LQFOXGHDWKRURXJK¿YHVWHSSURFHVVWRUHYLHZGHVLJQ decisions and concepts and prioritize items based on AASHTO WKHLUULVNDQGRSSRUWXQLW\DVVHVVPHQWV6SHFL¿FZRUN • A Policy on Geometric Design of Highways and plans to mitigate these risks will be developed, shared, Streets and executed by the project team. • Guide for the Planning, Design and Operation of Pedestrian Facilities 2QHEHQH¿WRIWKH&0$5GHOLYHU\PHWKRGLVWKH • Roadside Design Guide design team, owner, and contractor perform as one team with common goals. Through the preparation FHWA DQGGHYHORSPHQWRIRXUSURSRVDOZHKDYHLGHQWL¿HG • 0DQXDORQ8QLIRUP7UDI¿F&RQWURO'HYLFHV risks as part of our plan to complete this project. • Standard Highway Signs Manual As the CMAR, we will identify potential risks such RTC DVXWLOLW\FRQÀLFWVXQNQRZQVLWHFRQGLWLRQVDQG • 8QLIRUP6WDQGDUG6SHFL¿FDWLRQVIRUWKH3XEOLF commodity price increases during the preconstruction Works’ Construction, Off-site Improvements, Clark phase and then work with the RTC and the Design County Area, Nevada Team to mitigate or eliminate them. • Uniform Standard Drawings for the Public Works’ Table B.6.2 on the following page presents the Construction, Offsite Improvements, Clark County, NV WRSFRQVWUXFWLRQULVNVLGHQWL¿HGE\RXUWHDPD • 1DWLRQDO$VVRFLDWLRQRI&LW\7UDQVSRUWDWLRQ2I¿FLDOV description of how each will be mitigated, and where Other our team successfully mitigated that risk. • Clark County Regional Flood Control Hydrologic Criteria and Drainage Design Manual • Design and Construction Standards for Wastewater Collection Systems, Southern Nevada 28
Table B.6.2 | Risk and Mitigation Risk Mitigation Plan Similar Project Experience • &RPPXQLFDWHFRQVWUXFWLRQDFWLYLWLHVZHOOLQDGYDQFHRIWUDI¿FFKDQJHV Project Neon D-B / Provo BRT CMAR / South Central Impacts to • Utilize off-peak hours to perform construction in non-residential areas. LRT Extension CMAR /Sahara BRT CMAR / Downtown 7UD൶F0RELOLW\ • 'HYHORSHQJLQHHUHGWUDI¿FFRQWUROSODQVLQFROODERUDWLRQZLWKWKH57&DQGWKH'HVLJQ 7HDPEDVHGRQWUDI¿FYROXPHVDQGH[SHULHQFHFRQVWUXFWLQJVLPLODUSURMHFWVLQWKH Connector / Providence CMA / NDOT 3466 / NDOT vicinity of Maryland Parkway. 3480 / NDOT 3481 Public Impacts: businesses, • Develop and implement proven public outreach program, in collaboration with the RTC, Project Neon D-B / Provo BRT CMAR / South Central residents, peds, VSHFL¿FDOO\WDLORUHGWRWKHGLYHUVHVWDNHKROGHUPDNHXSRI0DU\ODQG3DUNZD\ LRT Extension CMAR / Sahara BRT CMAR / Downtown traveling public, • Use a variety of public outreach tools to communicate project information including Connector / Providence CMAR / NDOT 3480 / NDOT bus ridership HPDLOEODVWVÀLHUVSURMHFWKRWOLQH906.LHZLW¶VPRELOHDSSHWF 3481 / Geneva Road D-B / Valley Metro LS-1 Project Neon D-B / Provo BRT CMAR / South • Follow proven quality control program for asphalt paving at the plant and on the grade. Central LRT Extension CMAR / Sahara BRT CMAR Asphalt Quality • Implement a thorough material testing frequency to ensure asphalt meets required / Downtown Connector / Providence CMAR / NDOT VSHFL¿FDWLRQV 3480 / NDOT 3481 / Geneva Road D-B / Valley Metro LS-1 • 3URYLGHDGHTXDWHVWDI¿QJDQGHTXLSPHQWUHVRXUFHVWRFRPSOHWHWKHSURMHFWZLWKLQWKH Project Neon D-B / Provo BRT CMAR / South Schedule RTC’s schedule. Central LRT Extension CMAR / Sahara BRT CMAR Performance • Utilize proven scheduling tools and processes including 90-day, three-week look-ahead, / Downtown Connector / Providence CMAR / NDOT and play-of-the-day schedules. 3480 / NDOT 3481 / Geneva Road D-B / Valley • Provide preliminary construction schedule and updates during preconstruction milestones. Metro LS-1 • Perform thorough cost estimates at each design submittal. Project Neon D-B / Provo BRT CMAR / South Completing • Develop appropriate contingency for the project through collaborative risk analysis and Central LRT Extension CMAR / Sahara BRT CMAR On-Budget mitigation. / Downtown Connector / Providence CMAR / NDOT • Conduct value engineering workshop to identify cost saving opportunities to stretch the 3480 / NDOT 3481 / Geneva Road D-B / Valley RTC’s dollar. * Monitor cost weekly throughout construction Metro LS-1 • ,GHQWLI\SRWHQWLDOFRQÀLFWVDQGFRQGXFWVXEVXUIDFHXWLOLW\H[SORUDWLRQGXULQJ Project Neon D-B / Provo BRT CMAR / South Central 8WLOLW\&RQÀLFWV preconstruction phase. LRT Extension CMAR / Sahara BRT CMAR / Downtown • Facilitate third party design coordination with utilities including Southwest Gas, Las Connector / Providence CMAR / NDOT 3480 / NDOT Vegas Valley Water District, and Clark County. 3481 / Geneva Road D-B / Valley Metro LS-1 Project Neon D-B / Provo BRT CMAR / South 7UD൶F6LJQDO • ,QYHQWRU\H[LVWLQJFRQGLWLRQVRIWUDI¿FVLJQDOLQIUDVWUXFWXUH Central LRT Extension CMAR / Sahara BRT CMAR / Coordination • %ULQJLQTXDOL¿HGHOHFWULFDOVXEFRQWUDFWRU V GXULQJSUHFRQVWUXFWLRQWRSURYLGHLQVLJKW Downtown Connector / Providence CMAR / NDOT and expertise. 3480 / NDOT 3481 / Geneva Road D-B / Valley Metro LS-1 Long-Lead Item • Identify long-lead items and collaborate with the Design Team and the RTC to develop Procurement an early GMP for procurement. Project Neon D-B / Provo BRT CMAR / South (Bus Shelters, • Solicit preliminary pricing for long lead materials. Central LRT Extension CMAR / Sahara BRT CMAR Signal Poles, • Capitalize on Kiewit’s purchasing power and relationships with key suppliers to ensure / Providence CMAR / Geneva Road D-B Fiber Cable) the best pricing. • 0RQLWRUÀXFWXDWLRQVLQFRPPRGLW\SULFLQJWRGHWHUPLQHEHVWWLPHIUDPHWRSURFXUHRLO Project Neon D-B / Provo BRT CMAR / South Central Asphalt Oil for the project. LRT Extension CMAR / Sahara BRT CMAR / Downtown Escalation • Capitalize on Kiewit’s purchasing power and relationships with key suppliers to ensure Connector / Providence CMAR / NDOT 3480 / NDOT the best pricing. 3481 / Geneva Road D-B / Valley Metro LS-1
Additional risks to be analyzed, assigned, and mitigated include the following: • Right-of-Way Procurement • Design Delays • Shelter Type (open or fully enclosed) • Pandemic Delays • Third Party Agreements • Permitting and Inspections
Fig B.6.1. Example of Monte Carlo Risk Register for Past Kiewit FTA-Funded Project
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Approach to Innovation We have performed a preliminary assessment of Kiewit’s FTA-Funded South Central Light Rail Transit innovation and quality enhancement opportunities Extension CMAR Project in Downtown Phoenix, AZ for the Maryland Parkway BRT project to minimize impacts to the public, reduce cost or schedule, and ensure a durable solution. Our team, in collaboration with subject matter experts from our in-house engineering company, KEG, will present the LQQRYDWLRQVWR57&LQFOXGLQJWKHIROORZLQJLGHQWL¿HG potential alternative approaches: Battery Electric Buses: Will apply best-practices being analyzed by the King County, Washington for their BRT project to install the proper infrastructure to support this technology. SmartCone Work Zone Technology: Has been successfully implemented on previous RTC projects. Additional Potential Innovations include the following: • Precast panels for bus pads SouthEast Connector Phase 1 CMAR • 3D models and machine control for milling, Washoe County, NV grading, and paving operations • Utility potholing data stored in the 3D model for future reference and use during design and construction • Use of jobsite aerial cameras to produce time lapse photos, real time video feed, and document work progress • Innovative asphalt materials to improve durability and reduce lifecycle costs
This $65 million project came in below the contract amount and 6 months ahead of our schedule. Kiewit was an outstanding partner and left the RTC with a positive outlook of future CMAR work. - Garth Oksol, Project Manager, Washoe RTC, SouthEast Connector
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DocuSign Envelope ID: 3CCA0408-50D5-4E4A-A778-E4CB1CE58DC7
REGIONAL TRANSPORTATION COMMISSION OF SOUTHERN NEVADA
AGENDA ITEM
Metropolitan Planning Organization [ ] Transit [ ] Administration and Finance [X] SUBJECT: FUEL TAX INDEXING ADJUSTMENT REVIEW PETITIONER: M.J. MAYNARD, CHIEF EXECUTIVE OFFICER REGIONAL TRANSPORTATION COMMISSION OF SOUTHERN NEVADA RECOMMENDATION BY PETITIONER: THAT THE REGIONAL TRANSPORTATION COMMISSION OF SOUTHERN NEVADA (RTC) RECEIVE A PRESENTATION FOR THE REVIEW OF CERTAIN MATTERS RELATED TO THE JULY 1, 2021 INCREASE IN FUEL TAXES MADE UNDER THE PROVISIONS OF SECTION 373.0663 OF NEVADA REVISED STATUTES AND CHAPTER 4.07 OF THE CLARK COUNTY CODE (FOR POSSIBLE ACTION) GOAL: SECURE FUNDING FOR EXPANSION, OPERATION AND MAINTENANCE OF SYSTEMS AND ROUTES
FISCAL IMPACT: There is no fiscal impact to the Fiscal Year (FY) 2021 Budget associated with this item. The additional revenues that will be generated in FY 2022 by the indexed fuel tax are programmed in the FY 2022 budget.
BACKGROUND: Nevada Revised Statute 373.067 requires that before each statutorily required annual inflationary adjustment is made to the fuel tax rates in Clark County, the Regional Transportation Commission of Southern Nevada (RTC) review, at a public meeting, the amount of the upcoming adjustment, the history of past adjustments, and what has been done with the revenue collected. This agenda item contains the required data for this required review. The Producer Price Index (PPI) adjustment beginning July 1, 2021, is 1.32 percent.
A narrative report is attached, outlining the required information that will also be shared with Clark County.
Respectfully submitted,
______M.J. MAYNARD Chief Executive Officer RTC Item #59 June 10, 2021 mt/sg Non-Consent
June 10, 2021
FISCAL YEAR 2022 REPORT REGARDING INDEXED FUEL TAXES
STATUTORY REQUIREMENT
NRS 373.067 requires that before each statutorily required annual inflationary adjustment is made to the fuel tax rates in Clark County, the Regional Transportation Commission, (RTC) review, at a public meeting, the amount of the upcoming adjustment, the history of past adjustments, revenue collected, and what has been done with the revenue collected. This report presents to the RTC Board and Clark County the required data for its review.
The Nevada State Legislature approved enabling legislation with the passage of AB 413 in the 2013 session, and the Clark County Commission subsequently enacted the implementing ordinance on September 3, 2013. In the related ordinance passed by the Clark County Commission a 10 cent cap was established limiting the total increases from 1/1/2014 to 12/31/2016 to 10 cents. The legislation passed in 2013 is referred to as Fuel Revenue Indexing 1 (FRI 1).
In the 2016 general election voters approved ten more years of inflationary adjustments to the fuel tax beginning on 7/1/2017. In the related ordinance passed by the Clark County Commission a 4 cent per year cap was established. The 2016 voter approved inflationary adjustments to the fuel tax is referred to as Fuel Revenue Indexing 2 (FRI 2).
While the enabling legislation, codified in NRS 373.067, specifies that the annual inflationary adjustments will occur automatically, subsection 2b requires the Regional Transportation Commission:
(1) To review, at a public meeting conducted after the provision of public notice and before the effective date of each annual increase imposed by the ordinance:
I. The amount of that increase and the accuracy of its calculation; II. The amounts of any annual increases imposed by the ordinance in previous years and the revenue collected pursuant to those increases; III. Any improvements to the regional system of transportation resulting from revenue collected pursuant to any annual increases imposed by the ordinance in previous years; and IV. Any other information relevant to the effect of the annual increases on the public; and;
(2) To submit to the board any information the commission receives suggesting that the annual increase should be adjusted.
PPI ADJUSTMENTS
The adjustment to the Indexed Fuel Tax rates is based on the ten year rolling average of the Producer Price Index (PPI) for non-residential construction up to a 10 cent per gallon limit on gasoline under FRI 1 and a 4 cent per gallon annual limit under FRI 2.
The PPI adjustment for Fiscal Year 2017, beginning July 1, 2016, would have been 3.43%, but due to the 10 cent per gallon limit the adjustment was limited to 0.50%. No more adjustments will occur under FRI 1.
The PPI adjustment for Fiscal Year 2022, beginning July 1, 2021, will be 1.32%. This amount was used to calculate fuel tax rates under the FRI 2 program.
Fiscal Year PPI Rate 2022 1.32% 2021 2.10% 2020 1.30% 2019 1.98% 2 FRI 2018 2.15% 2017 0.50% 2016 5.25%
2015 6.05% 1 FRI 2014* 6.22%
*Effective January 2014
The PPI rate is calculated based on the average of the previous 10 calendar year PPI rates as published by the Bureau of Labor Statistics. This calculation is performed each year, and is referred to as a ten year rolling average. It should be noted that due to the timing requirement to implement the increases, preliminary index rates are used for the last two months of the calendar year. All indices from the Bureau of Labor Statistics are subject to revision up to four months after publication. The indices will be trued up in the calculation of the next year's 10 year average calculations.
RTC staff independently calculated the ten year average PPI for fiscal year 2021, and compared it to the respective amount calculated by the Regional Transportation Commission of Washoe County staff. The two amounts independently calculated are exactly the same.
See Attachment A for the most recent 10 year history of annual PPI rates, and the calculated average.
INDEXED FUEL TAX RATES
For FRI 1 historic motor vehicle fuel tax rates in Clark County, that increased rates on a cents per gallon basis is as follows:
Cents per Gallon Increase: 7/1/2013 7/1/2014 7/1/2015 7/1/2016 Total Gasoline 3.25 3.35 3.09 0.31 10.00 Special Fuels Diesel 3.24 3.36 3.08 0.31 10.00 LPG 2.51 2.59 2.38 0.24 7.72 CNG 2.44 2.53 2.32 0.23 7.53 A55 1.18 1.22 1.12 0.11 3.64
No more adjustments will occur under FRI 1 due to the 10 cent per gallon limit for gasoline or 19.2% increase limit on all fuels that occurred on 7/1/2016.
For FRI 2, an inflationary adjustment of 1.32% will be made on July 1, 2021 to the motor vehicle fuel tax rates in Clark County, increasing rates on a cents per gallon basis as follows:
Cents per 7/1/2017 7/1/2018 7/1/2019 7/1/2020 7/1/2021 Total Gallon Incre ase : Gasoline 1.34 1.25 0.84 1.38 0.88 5.69 Special Fuels Diesel 1.34 1.25 0.84 1.38 0.88 5.69 LPG 1.03 0.97 0.65 1.06 0.69 4.40 CNG 1.01 0.94 0.63 1.04 0.67 4.29 A55 0.49 0.46 0.31 0.49 0.32 2.07
INDEXED FUEL TAX REVENUE
The amount of RTC indexed fuel tax collected through March 31, 2021 is as follows:
RTC Revenue Collected FY14 FY15 FY16 FY17 FY18 FY19 FY20 FYTD 3/31/21 Total Gasoline $ 10,400,088 $ 43,778,751 $ 66,583,821 $ 70,792,350 $ 78,287,430 $ 84,582,218 $ 80,754,342 $ 61,970,626 $ 497,149,626 Special Fuels Diesel 2,296,618 9,370,937 13,643,960 14,926,089 17,806,275 20,738,856 19,184,471 13,750,162 111,717,368 LPG 17,040 63,331 227,274 184,236 168,875 169,222 109,601 40,271 979,850 CNG 18,324 107,257 160,226 180,349 210,264 240,259 239,905 186,218 1,342,802 A55 ------Total $ 12,732,070 $ 53,320,276 $ 80,615,281 $ 86,083,024 $ 96,472,844 $ 105,730,556 $ 105,730,556 $ 78,443,963 $ 611,189,646
Local Governments Revenue
FY14 FY15 FY16 FY17 FY18 FY19 FY20 FYTD 3/31/21 Total Gasoline $1,440,204 $6,062,473 $9,220,523 $9,803,331 $11,380,773 $12,768,169 $12,462,528 $9,870,203 $73,008,204
Actual Fiscal Years 2014 through 2020 and projected Fiscal Years 2021 and 2022 FRI 1 revenues are as follows:
FRI 1 RTC Revenue Gasoline Diesel LPG CNG Total Actual FY14 $ 10,400,088 $ 2,296,618 $ 17,040 $ 18,324 $ 12,732,070 Actual FY15 43,778,751 9,370,938 63,331 107,257 53,320,277 Actual FY16 66,583,821 13,643,961 227,274 160,226 80,615,282 Actual FY17 70,792,350 14,926,089 184,236 180,349 86,083,024 Actual FY18 72,504,570 16,719,519 156,401 194,732 89,575,222 Actual FY19 73,268,715 18,391,496 146,587 208,123 92,014,921 Actual FY20 67,035,847 16,455,554 90,982 199,150 83,781,533 Projected FY21 65,804,459 16,153,281 89,311 195,492 82,242,543 Projected FY22 69,470,156 16,630,616 45,145 208,753 86,354,670 Total $ 539,638,757 $ 124,588,072 $ 1,020,307 $ 1,472,406 $ 666,719,542
Local Government FRI 1 Revenue
Gasoline Actual FY14 $ 1,440,204 Actual FY15 6,062,473 Actual FY16 9,220,523 Actual FY17 9,803,331 Actual FY18 10,066,190 Actual FY19 10,158,850 Actual FY20 10,345,402 Projected FY21 10,155,366 Projected FY22 10,721,080 Total $ 77,973,419
Projected FRI 2 revenues are as follows:
FRI 2 RTC Revenue Gasoline Diesel LPG CNG Total Actual FY18 $ 5,782,861 $ 1,086,755 $ 12,474 $ 15,532 $ 6,897,622 Actual FY19 11,313,503 2,347,360 22,635 32,136 13,715,634 Actual FY20 13,718,495 2,728,917 18,619 40,755 16,506,786 Projected FY21 18,995,794 3,778,690 25,781 56,433 22,856,698 Projected FY22 24,659,014 3,966,093 16,024 74,099 28,715,230 Total $ 74,469,667 $ 13,907,815 $ 95,533 $ 218,955 $ 88,691,970
Local Governments FRI 2 Revenue ACTUAL ACTUAL ACTUAL PROJECTED FY18 FY19 FY20 FY21 FY22 Gasoline $ 1,314,583 $ 2,609,319 $ 2,117,126 $ 2,931,553 3,805,537
IMPROVEMENTS TO THE REGIONAL TRANSPORTATION SYSTEM – FRI 1
Contracted Expended to Date Entity Project # Project Name Amount (04/30/2021) City of Boulder City 060AV-FTI I-11 Boulder City Bypass Utility Crossings $ 1,067,350 $ 1,067,350
City of Henderson 002AC-FTI Eastern Avenue; Pecos Ridge Pkwy and Beckler Dr. 495,674 495,674 City of Henderson 002Z-FTI Eastern Ave: Coronado Center Dr/Silverado Ranch Blvd 1,043,248 1,043,248 City of Henderson 008V-FTI Sunset Rd: Annie Oakley Dr/Sunset Wy 1,901,329 1,901,329 City of Henderson 011B-FTI Center St: Burkholder Blvd/Lake Mead Pkwy 1,475,231 1,475,231 City of Henderson 015P-FTI Gibson Rd: Horizon Ridge Pkwy/I-215 924,058 924,058 City of Henderson 015Q-FTI Gibson Rd: Warm Springs Rd to Sunset Rd 473,120 473,120 City of Henderson 015R-FTI Horizon Dr, Pacific Ave to Boulder Hwy 5,169,426 5,169,426 City of Henderson 024M-FTI Pecos Rd: Windmill La/Robindale Rd 214,503 214,503 City of Henderson 046J-FTI Warm Springs Rd: Arroyo Grande Blvd/Boulder Hwy 3,221,897 3,221,897 City of Henderson 046K-FTI Warm Springs Rd: Lake Mead Pkwy/Racetrack Rd 147,512 147,512 City of Henderson 049E-FTI Racetrack Rd: Boulder Hwy/Athens Ave 3,420,714 3,420,714 City of Henderson 097E-FTI Stephanie St: Galleria Dr/Russell Rd 18,537,820 18,537,820 City of Henderson 100D-FTI I-515 at I-215 Interchange Improvements 1,021,174 1,021,174 City of Henderson 110C-FTI Horizon Ridge Pkwy: Gibson Rd/Las Palmas Entrada 1,080,647 1,080,647 City of Henderson 124K-FTI I-515 and I-215 Interchanges Studies: Galleria Dr to Eastern Ave 448,927 448,927 City of Henderson 136B-FTI Paseo Verde Pkwy: St. Rose Pkwy/Green Valley Pkwy 897,995 897,995 City of Henderson 152C-FTI Starr Ave: Las Vegas Blvd/St. Rose Pkwy 4,613,182 4,613,182 City of Henderson 152D-FTI I-15 at Starr Avenue Interchange 35,280,000 35,280,000 City of Henderson 161B-FTI Pueblo Blvd: Newport Dr/Warm Springs Rd 267,778 267,778 City of Henderson 164C-FTI Volunteer Blvd: Las Vegas Bl/Anthem - Executive Airport Dr: Volunte 6,892,983 6,892,983 City of Henderson 174A-FTI Whitney Ranch Dr: Sunset Rd/Russell Rd 2,163,807 2,163,807 City of Henderson 175A-FTI Neighborhood Rehab: Anthem (Anthem Parkway at Anthem Country 2,108,155 2,108,155 City of Henderson 175B-FTI Neighborhood Rehab: Green Valley (High View, Green Valley to Vell 3,124,000 3,124,000 City of Henderson 175C-FTI Neighborhood Rehab: Green Valley - Arroyo Grande Blvd (Arroyo Gra 7,045,629 7,045,629 City of Henderson 175G-FTI Mission/Paradise Neighborhood Stabilization (College, Paradise Hills 2,180,093 2,180,093 City of Henderson 175H-FTI West Henderson Roads (Bermuda, Volunteer to St. Rose) 112,694 112,694 City of Henderson 176A-FTI Downtown Henderson Complete Streets 8,517,419 8,517,419 City of Henderson 183A-FTI Valle Verde Dr: Horizon Ridge Pkwy/Warm Springs Rd 429,677 429,677 City of Henderson 184A-FTI Montelago Blvd and Lake Las Vegas Pkwy 1,006,895 1,006,895 114,215,586 114,215,586
Contracted Expended to Date Entity Project # Project Name Amount (04/30/2021) City of Las Vegas 009K-FTI Charleston Blvd: Grand Central Pkwy/Fremont St 143,481 143,481 City of Las Vegas 009M-FTI Charleston Blvd:Rancho Dr/Martin L. King Blvd 965,979 965,979 City of Las Vegas 037B-FTI Rancho Dr: Bonanza Rd/Rainbow Blvd 13,903 13,903 City of Las Vegas 037D-FTI Rancho Dr/Decatur Bl Intersection Improvements (1) 3,757,120 3,757,120 City of Las Vegas 051P-FTI City of Las Vegas Traffic Signals - Package 1 (Alexander/Torrey Pines) 1,199,347 1,199,347 City of Las Vegas 051Q-FTI Lake Mead Blvd between Comstock Dr and Stella Lake St and Hulapai 1,264,403 1,264,403 City of Las Vegas 078C-FTI Oakey Blvd/Wyoming Ave: Rainbow Blvd/Industrial Rd 2,036,414 2,036,414 City of Las Vegas 089k-fti Las Vegas Blvd: Stewart Ave/Sahara Ave 955,629 955,629 City of Las Vegas 092C-FTI Summerlin Parkway, CC-215 to US-95 8,498,790 8,498,790 City of Las Vegas 093E-FTI Alta Dr: Rancho Dr to Main St 145,457 145,457 City of Las Vegas 093F-FTI Casino Center Blvd: Stewart Ave/US-95 450,886 450,886 City of Las Vegas 124J-FTI I-15 Frontage Roads Study: Washington Ave/Lake Mead Blvd 490,164 490,164 City of Las Vegas 128h-fti Kyle Canyon Interchange at US-95 8,689,854 8,689,854 City of Las Vegas 135T-FTI City of Las Vegas Arterial Reconstruction Program - Package 1 (Decatu 8,579,397 8,579,397 City of Las Vegas 135U-FTI City of Las Vegas Arterial Reconstruction Program - Package 2 (Alta Dr 7,917,940 7,917,940 City of Las Vegas 135V-FTI City of Las Vegas Arterial Reconstruction Program - Package 3 (Buffalo 4,540,000 4,540,000 City of Las Vegas 146M-FTI Bus Turnouts: Charleston Blvd, Boulder Hwy/Nellis Blvd 598,972 598,972 City of Las Vegas 155B-FTI Cliff Shadows Pkwy:Novat St Traffic Signal 374,730 374,730 City of Las Vegas 169D-FTI Main St./Commerce St. One-Way Couplet 54,579,642 54,579,642 City of Las Vegas 175J-FTI Meadows Neighborhood Rehabilitation 1,985,656 1,985,656 City of Las Vegas 178A-FTI City of Las Vegas Pedestrian Safety Upgrades - Package 1 (Bonanza/Li 644,155 644,155 City of Las Vegas 178B-FTI City of Las Vegas Pedestrian Safety Upgrades - Package 2 (Curb Extens 1,213,653 1,213,653 City of Las Vegas 178D-FTI Pedestrian Safety: Street Lighting Upgrades (63) 913,216 913,216 City of Las Vegas 178F-FTI Downtown Pedestrian Streetlight Upgrades 825,249 825,249 City of Las Vegas 179A-FTI 6th St: Bridger Ave/Stewart Ave 4,842,312 4,842,312 City of Las Vegas 180A-FTI Carson Ave: Casino Center Blvd/9th St 421,224 421,224 City of Las Vegas 181A-FTI Coolidge Ave: Main St/4th St 388,168 388,168 City of Las Vegas 182A-FTI Gass Ave: Main St/Charleston Blvd 8,131,005 8,131,005 City of Las Vegas 187A-FTI Shadow La: Alta Dr/Charleston Bl 585,950 585,950 125,152,697 125,152,697
City of Mesquite 063AF-FTI Exit 118 Interchange on I-15 18,657,255 18,657,255
Contracted Expended to Date Entity Project # Project Name Amount (04/30/2021) City of North Las Veg007N-FTI Decatur Blvd: Chuckwagon Ave/Lone Mountain Rd (Sidewalk Project) 250,886 250,886 City of North Las Veg007P-FTI Decatur Bl: Craig Rd/Lone Mountain Rd 701,107 701,107 City of North Las Veg016J-FTI Carey Ave: Revere St/I-15 1,985,296 1,985,296 City of North Las Veg016K-FTI Carey Ave: Revere St/Pecos Rd 451,926 451,926 City of North Las Veg035E-FTI Losee Rd.: Craig Rd./CC-215 (Roadway) 11,203,612 11,203,612 City of North Las Veg035F-FTI Losee Rd/Lone Mountain Rd Pedestrian Bridge 2,484,000 2,484,000 City of North Las Veg048K-FTI Lake Mead Blvd Couplet 6,789 6,789 City of North Las Veg052G-FTI Traffic Signal Improvements (Alexander/Clayton) 3,039,641 3,039,641 City of North Las Veg089H-FTI Las Vegas Bl: Evans Ave to Pecos Rd 1,686,237 1,686,237 City of North Las Veg089J-FTI Las Vegas Bl: Tonopah Ave/Carey Ave 1,020,551 1,020,551 City of North Las Veg133B-FTI Clayton St: Centennial Pkwy/Hammer La 592,151 592,151 City of North Las Veg148D-FTI Simmons St.: Cheyenne Ave./Red Coach Ave. 5,502,248 5,502,248 City of North Las Veg166B-FTI Valley Dr: Cheyenne Ave/Tropical Pkwy 3,536,347 3,536,347 City of North Las Veg170B-FTI Centennial Pkwy: Camino Eldorado to Lamb Bl 4,854,111 4,854,111 City of North Las Veg173B-FTI Sawtooth Infill: N. 5th St: Alexander Rd/Centennial Pkwy 1,502,867 1,502,867 City of North Las Veg173C-FTI Sawtooth Roads II (Alexander, N 5th to Losee) 15,715,750 15,715,750 City of North Las Veg178C-FTI Rapid Flashing Pedestrian Crossing Improvements (Alexander/Arcata) 439,380 439,380 City of North Las Veg178G-FTI City of North Las Vegas Pedestrian Upgrades 1,154,803 1,154,803 City of North Las Veg188B-FTI Tropical Pkwy/Hollywood Blvd: Linn Ln to I-15 6,297,869 6,297,869 62,425,570 62,425,570
Contracted Expended to Date Entity Project # Project Name Amount (04/30/2021) Clark County 002AA-FTI Eastern Ave: Wigwam Pkwy to Warm Springs Rd 1,747,424 1,747,424 Clark County 002AB-FTI Eastern Ave., Warm Springs Rd. to Desert Inn Rd. 4,550,754 4,550,754 Clark County 003Y-FTI Maryland Pkwy: Russell Rd/Twain Ave 7,570,016 7,570,016 Clark County 006J-FTI Tropicana Ave: Hualapai Wy/Ft. Apache Rd 8,786,548 8,786,548 Clark County 007M-FTI Decatur Boulevard, Cactus Avenue to Warm Springs Road 350,000 350,000 Clark County 008W-FTI Sunset Rd: Rainbow Bl/Decatur Bl - - Clark County 010K-FTI Rainbow Blvd: Warm Springs Rd/Tropicana Ave 3,678,878 3,678,878 Clark County 010M-FTI Rainbow Boulevard, Erie Avenue to Blue Diamond Road 5,362,309 5,362,309 Clark County 016H-FTI Carey Ave: Nellis Blvd/Toiyabe St - - Clark County 033Q-FTI Jones Blvd:Blue Diamond Rd/Windmill Ln 1,400,787 1,400,787 Clark County 050M-FTI Traffic Signals: Ft. Apache Rd at Maule Ave and Warm Springs Rd 785,267 785,267 Clark County 050N-FTI Traffic Improvements: Lake Mead Blvd/Sloan La 919,093 919,093 Clark County 050P-FTI Traffic Signal/Intersection Improvements: Tenaya Wy/Warm Springs R 500,000 500,000 Clark County 050Q-FTI Traffic Improvements: Decatur Bl/Tropicana Ave and Tropicana Ave/L 1,552,066 1,552,066 Clark County 054F-FTI Desert Inn Rd: Paradise Rd to Mojave Rd 5,507,125 5,507,125 Clark County 055H-FTI Lamb Blvd: Owens Ave/Las Vegas Bl 1,689,262 1,689,262 Clark County 070K-FTI Durango Dr: Tropicana Ave/Spring Mountain Rd 3,406,820 3,406,820 Clark County 076V-FTI CC-215: Decatur Blvd to N. 5th St 41,163,516 41,163,516 Clark County 076W-FTI CC-215: Ft. Apache Rd Bridge/Durango Dr Bridge 9,704,052 9,704,052 Clark County 076Y-FTI CC-215: Airport Connector, Phase II 23,592,352 23,592,352 Clark County 076Z-FTI CC-215: Grand Montecito Parkway Bridge 9,485,142 9,485,142 Clark County 089E-FTI Las Vegas Blvd: St. Rose Pkwy/Silverado Ranch Blvd 11,266,661 11,266,661 Clark County 113B-FTI Fort Apache Road: Warm Springs Road/Tropicana Avenue 879,495 879,495 Clark County 116B-FTI Hacienda Ave: Durango Dr/Rainbow Blvd 2,175,906 2,175,906 Clark County 175D-FTI Casa Linda and Pebble Canyon Neighborhood Rehabilitation 1,732,517 1,732,517 Clark County 175E-FTI Neighborhood Rehab: Rancho Las Brisas 115,649 115,649 Clark County 175F-FTI Neighborhood Rehab: Craig Park and Paradise Palms 3,800,000 3,800,000 Clark County 176B-FTI Complete Streets: Desert Inn Rd, Sir George Dr and Winterwood Blvd 2,047,891 2,047,891 Clark County 189A-FTI Los Feliz St: Sahara Ave/Charleston Blvd 22,561 22,561 153,792,091 153,792,091
NDOT 128J-FTI US-95: Ann Rd/Durango Dr 6,400,000 6,400,000 NDOT 177B-FTI Interstate 11, I-515 to US-95 10,000,000 10,000,000 16,400,000 16,400,000
RTC 003X-FTI Maryland Pkwy: Stewart Ave/Russell Rd 3,115,005 3,115,005 RTC 013D-FTI Paradise Rd: Transportation Investment Strategy Study 2,700,000 2,700,000 RTC 144R-FTI Western/Southern CC-15 Beltway and Arterial ITS (15 to Cheyenne) 4,838,500 4,838,500 RTC 144S-FTI Northern CC-215 Beltway and Arterial ITS (215, Tenaya to Aliante) 7,161,500 7,161,500 RTC 157D-FTI Flamingo Rd: Boulder Hwy/Hualapai Wy 6,176,670 6,176,670 RTC 177A-FTI Interstate 11, US-95 to Hoover Dam Bridge 54,322,388 54,322,388 78,314,063 78,314,063
$ 570,024,612 $ 570,024,612
IMPROVEMENTS TO THE REGIONAL TRANSPORTATION SYSTEM – FRI 2
Contracted Expended to Date Entity Project # Project Name Amount (04/30/2021) City of Boulder City 135AB2-FTI2 Arterial Reconstruction: 2019 Boulder City Maintenance $ 805,321 $ 805,321
City of Henderson 002AC-FTI2 Eastern Ave: Pecos Ridge Pkwy Beckler (Anthony) Dr $ 495,674 $ 602,065 City of Henderson 002AC-FTI2 Eastern Ave: $ 500,000 $ 368,292 City of Henderson 046M-FTI2 Warm Springs Rd: Lake Mead Blvd Racetrack Rd $ 5,500,000 $ 14,862 City of Henderson 088C-FTI2 Pebble Rd: Eastern Ave Pecos Rd $ 150,000 $ 362 City of Henderson 097F-FTI2 Stephanie St: I-215 Dragonridge Country Club $ 1,452,349 $ 1,452,349 City of Henderson 100F-FTI2 I-515 Interchange: at I-215 Interchange Improvements $ 1,000,000 $ 589,388 City of Henderson 111B-FTI2 Bermuda Rd: Volunteer Blvd St. Rose Pkwy $ 4,334,389 $ 4,334,389 City of Henderson 135AG-FTI2 Arterial Reconstruction Program: FY 2020 City of Henderson Maintena $ 4,000,000 $ 1,562,598 City of Henderson 140B-FTI2 Greenway Road: Boulder Hwy Paradise Hills Rd $ 650,000 $ 482,585 City of Henderson 171B-FTI2 Water St: Major Ave Lake Mead Pkwy $ 10,000,000 $ 7,983,770 City of Henderson 171C-FTI2 Water St: Sturm St Cadence Vista Dr $ 3,000,000 $ 2,618,904 City of Henderson 175N-FTI2 Neighborhood Rehab: 2018 City of Henderson Maintenance $ 4,024,900 $ 3,901,274 City of Henderson 192C-FTI2 Sunridge Heights Pkwy: Executive Airport Dr Bermuda Rd $ 1,800,000 $ 1,193,651 City of Henderson 192D-FTI2 Sunridge Heights Pkwy: Executive Airport Dr St. Rose Pkwy $ 7,000,000 $ 4,234,591 City of Henderson 199A-FTI2 Via Nobila: Las Vegas Blvd Via Inspirada $ 935,400 $ 935,400 City of Henderson 200A-FTI2 Basic Rd: Pacific Ave Boulder Hwy (US93) $ 8,170,000 $ 7,130,040 City of Henderson 201A-FTI2 Roma Hills Dr: W Horizon Ridge Pkwy Ascaya Blvd $ 3,600,000 $ 1,628,743 City of Henderson 209A-FTI2 Heather Dr: Greenway Rd College Dr $ 400,000 $ 283,747 City of Henderson 210A-FTI2 East Foster Ave and Price St: Boulder Hwy Barrett St $ 3,000,000 $ 1,615,464 City of Henderson 216A-FTI2 Nevada State Dr: Paradise Hills Dr I-515 $ 625,000 $ 433,268 City of Henderson 224A-FTI2 Boulder Highway: Wagonwheel Dr. Tulip Falls Dr. $ 1,200,000 $ 724,731 City of Henderson 229A-FTI2 Interchange:: I-11 Bypass Nevada State Drive $ 1,200,000 $ 4,090 City of Henderson 229B-FTI2 Interchange:: I-215 at Pecos Rd I-215 at Green Valley Pkwy $ 1,500,000 $ 68,155 City of Henderson 234A-FTI2 Gilespie St: St. Rose Pkwy Via Inspirada $ 1,400,000 $ - City of Henderson 240A-FTI2 Sunset Rd: I-515 to Pabco Rd $ 760,000 $ 438,863 City of Henderson 247A-FTI2 Olympic Avenue: Ramrod Avenue Green Valley Pkwy Mountain Vista $ 3,000,000 $ - City of Henderson 251A-FTI2 Via Inspirada: Street Improvements along Police Substation $ 500,000 $ - $ 70,197,712 $ 42,601,581
Contracted Expended to Date Entity Project # Project Name Amount (04/30/2021) City of Las Vegas 004Q-FTI2 Vegas Dr: Overpass at US 95 $ 152,286 $ 152,286 City of Las Vegas 009L-FTI2 Charleston Blvd: Maryland Pkwy Boulder Hwy $ 705,000 $ 72,002 City of Las Vegas 009Q-FTI2 Charleston Blvd: Art Way Grand Central Pkwy $ 1,500,000 $ 459,328 City of Las Vegas 009R-FTI2 Charleston Blvd: Maryland Pkwy Boulder Hwy $ 10,800,000 $ 16,805 City of Las Vegas 037E-FTI2 Rancho Dr: Sahara Ave Mesquite Ave $ 1,650,000 $ 1,244,751 City of Las Vegas 045E-FTI2 Ogden Ave: Main St Casino Center Blvd $ 6,000,000 $ 3,569,739 City of Las Vegas 048L-FTI2 Lake Mead Blvd: Simmons St Losee Rd $ 1,725,000 $ 679,578 City of Las Vegas 089G-FTI2 Las Vegas Blvd: Stewart Ave Sahara Ave $ 11,600,000 $ 6,205,047 City of Las Vegas 089M-FTI2 Las Vegas Blvd: Stewart Ave Washington Ave $ 15,650,000 $ 9,999,501 City of Las Vegas 089P-FTI2 Las Vegas Blvd: Stewart Ave Sahara Ave $ 109,000,000 $ 30,399,894 City of Las Vegas 123E-FTI2 Alexander Rd: Alexander Rd Overpass at US 95 $ 1,100,000 $ 899,962 City of Las Vegas 128K-FTI2 US95 Interchange: Grand Teton Overpass at US95 Ft Apache/El Capita $ 1,150,000 $ 1,015,142 City of Las Vegas 135W-FTI2 Arterial Reconstruction Program: City of Las Vegas Package 4 $ 5,002,127 $ 5,002,127 City of Las Vegas 135Y-FTI2 Arterial Reconstruction Program: City of Las Vegas Package 5 $ 5,028,326 $ 5,028,326 City of Las Vegas 135Z-FTI2 Arterial Reconstruction Program: City of Las Vegas Package 6 $ 6,800,000 $ 5,358,292 City of Las Vegas 144AC-FTI2 ITS: GoMed Project $ 650,000 $ 323,290 City of Las Vegas 144AD-FTI2 ITS: City of Las Vegas Fiber Optic Master Plan $ 500,000 $ - City of Las Vegas 144AF-FTI2 ITS: Northwest Area ITS Improvements $ 500,000 $ - City of Las Vegas 144BB-FTI2 ITS: City of Las Vegas Downtown ITS Traffic Signal Communications Up $ 1,070,000 $ 1,069,705 City of Las Vegas 145B-FTI2 City Parkway: Grand Central Pkwy Bonanza Rd $ 550,000 $ 177,140 City of Las Vegas 146L-FTI2 Bus Turnout Project: Cheyenne Ave Decatur Blvd to Hualapai Way $ 250,000 $ 22 City of Las Vegas 165C-FTI2 Lone Mountain Rd: Overpass at US 95 $ 1,100,000 $ 784,902 City of Las Vegas 170E-FTI2 Centennial Pkwy: Alpine Ridge Way Durango Dr $ 1,490,000 $ 336,194 City of Las Vegas 173E-FTI2 Sawtooth Roads: Northwest Area Arterials $ 400,000 $ 1,366 City of Las Vegas 176E-FTI2 Complete Streets: Charleston Blvd Martin L. King Blvd to Rancho $ 11,250,000 $ 8,548,393 City of Las Vegas 176G-FTI2 Complete Streets: Jackson Ave H St to C St $ 600,000 $ 285,801 City of Las Vegas 176H-FTI2 Complete Streets: Wyoming Ave Las Vegas Blvd to Industrial Rd $ 875,000 $ 251,701 City of Las Vegas 178K-FTI2 Pedestrian Upgrades: Downtown Vehicle and Pedestrian Safety Stree$ 2,400,000 $ 50,947 City of Las Vegas 178M2-FTI2 Pedestrian Upgrades: PSU City of Las Vegas FY2018 $ 785,000 $ 517,865 City of Las Vegas 179B-FTI2 6th St: Bridger Ave Stewart Ave $ 3,228,702 $ 3,228,702 City of Las Vegas 181A-FTI2 Coolidge Ave: Main St 4th St $ 2,637,560 $ 2,637,560 City of Las Vegas 187B-FTI2 Shadow La: Alta Dr Charleston Blvd $ 2,200,000 $ 970,900 City of Las Vegas 187C-FTI2 Shadow La: Alta Dr Charleston Blvd $ 6,700,000 $ 1,180 City of Las Vegas 198A-FTI2 3rd St: Fremont St Charleston Blvd $ 21,233,428 $ 21,233,428 City of Las Vegas 204A-FTI2 7th St: Bridger Ave Stewart Ave $ 800,000 $ 602,317 City of Las Vegas 207A-FTI2 Pinto Ln: Rancho Dr Martin L. King Blvd $ 1,000,000 $ 678,701 City of Las Vegas 208A-FTI2 Fremont St: Las Vegas Blvd Eastern Ave Multi-Modal Improvements $ 18,000,000 $ 16,592,391 City of Las Vegas 211A2-FTI2 Traffic Signal Improvements Program: City of Las Vegas FY2018 $ 659,000 $ 563,899 City of Las Vegas 212A-FTI2 California St: Commerce St 3rd St $ 600,000 $ 557,575 City of Las Vegas 212B-FTI2 California St: Commerce St 3rd Street $ 1,700,000 $ -
Contracted Expended to Date Entity Project # Project Name Amount (04/30/2021) City of Las Vegas 212A-FTI2 California St: Commerce St 3rd St $ 600,000 $ 557,575 City of Las Vegas 212B-FTI2 California St: Commerce St 3rd Street $ 1,700,000 $ - City of Las Vegas 218A-FTI2 Citywide Bottleneck Intersection Improvements: Decatur Blvd US 95 $ 250,000 $ 77,937 City of Las Vegas 218B-FTI2 Citywide Bottleneck Intersection Improvements: Ann Rd Centennial $ 100,000 $ 73,581 City of Las Vegas 218C-FTI2 Citywide Bottleneck Intersection Improvements: Nellis Blvd Charlest$ 35,000 $ 26,012 City of Las Vegas 219A-FTI2 Boulder Ave: 1st St Art Wy $ 405,000 $ 309,150 City of Las Vegas 222A-FTI2 Transportation Improvement Business Plan: Pedestrian Bridge Inters$ 1,000,000 $ 636,113 City of Las Vegas 222B-FTI2 Transportation Improvement Business Plan: Martin L. King Blvd Exten$ 3,000,000 $ - City of Las Vegas 223G-FTI2 Intersection Improvements Program: FY 2020 City of Las Vegas Constr$ 2,600,000 $ 1,279,216 City of Las Vegas 223J-FTI2 Intersection Improvements Program: FY 2020 City of Las Vegas $ 4,100,000 $ 89,169 City of Las Vegas 223L-FTI2 Intersection Improvements Program: Charleston Blvd Westwind Rd a$ 375,000 $ - City of Las Vegas 223V-FTI2 Intersection Improvements Program: Nellis Blvd at charleston Blvd So$ 100,000 $ - City of Las Vegas 225A-FTI2 Bradley Rd: Whispering Sands Dr Grand Teton Dr $ 970,000 $ 831,174 City of Las Vegas 226A-FTI2 Iron Mountain Rd: Bradley Rd Thom Blvd $ 500,000 $ 308,624 City of Las Vegas 227A-FTI2 Colorado Avenue: Commerce St 4th Street $ 700,000 $ 91,608 City of Las Vegas 236A-FTI2 Imperial Ave: Commerce St 3rd St $ - $ - City of Las Vegas 237A-FTI2 Utah Ave: Industrial Rd 3rd St $ 1,050,000 $ 101,582 City of Las Vegas 239D-FTI2 Safety Upgrades Program: Citywide Intersection Crash Mitigation Pha$ 400,000 $ - City of Las Vegas 239E-FTI2 Safety Upgrades Program: Neighborhood Improvements Area 2A $ 500,000 $ - City of Las Vegas 246A-FTI2 Farm Road: Tule Springs Rd Tenaya Way $ 360,000 $ 1,055 $ 275,486,430 $ 133,341,977
Contracted Expended to Date Entity Project # Project Name Amount (04/30/2021) City of Mesquite 063AN-FTI2 Mesquite: Street Reconstruction Project Phase II $ 1,777,658 $ 1,777,658
City of North Las Veg 024Q-FTI2 Pecos Rd: Owens Ave Alexander Rd $ 125,000 $ 29,061 City of North Las Veg 048M-FTI2 Lake Mead Blvd: Simmons St Losee Rd $ 50,000 $ 24,874 City of North Las Veg 055J-FTI2 Lamb Blvd: Centennial Pkwy CC-215 $ 820,000 $ 675,486 City of North Las Veg 089N-FTI2 Las Vegas Blvd: Tonopah Ave Carey Ave $ 2,250,000 $ 64,882 City of North Las Veg 123D-FTI2 Alexander Rd: Simmons St North 5th St $ 2,350,000 $ 279,494 City of North Las Veg 135AA-FTI2 Arterial Reconstruction Program: City of North Las Vegas Arterial Road$ 300,000 $ 246,681 City of North Las Veg 148E-FTI2 Simmons St: Red Coach Ave Hammer La $ 600,000 $ 14,841 City of North Las Veg 160B-FTI2 Allen Ln: Craig Rd Centennial Pkwy $ 542,000 $ 299,903 City of North Las Veg 165D-FTI2 Lone Mountain Rd: Decatur Blvd Losee Rd $ 800,000 $ 325,361 City of North Las Veg 167B-FTI2 Washburn Rd: Valley Dr Willis St $ 125,000 $ 101,521 City of North Las Veg 167C-FTI2 Washburn Rd: Commerce St North 5th St $ 225,000 $ 135,381 City of North Las Veg 170D-FTI2 Centennial Pkwy: Pecos Rd Lamb Blvd $ 2,160,000 $ 1,188,297 City of North Las Veg 175P-FTI2 Neighborhood Rehab: City of North Las Vegas Maintenance $ 4,972,000 $ 3,076,197 City of North Las Veg 176F-FTI2 Complete Streets: Downtown Complete Streets Pedestrian Improvem$ 1,700,000 $ 694,538 City of North Las Veg 176J-FTI2 Complete Streets: Downtown North Las Vegas Complete Streets and $ 3,675,000 $ 11,263 City of North Las Veg 188D-FTI2 Tropical Pkwy: Walnut Rd Drainage and Roadway Improvements $ 850,000 $ - City of North Las Veg 203A-FTI2 School Safety Improvements: Citywide $ 700,000 $ 583,085 City of North Las Veg 205A-FTI2 ADA Upgrades Program:: City of North Las Vegas $ 500,000 $ 17,854 City of North Las Veg 232A-FTI2 Civic Center Dr: Carey Ave Cheyenne Ave $ 225,000 $ 17,267 $ 22,969,000 $ 7,785,983
Contracted Expended to Date Entity Project # Project Name Amount (04/30/2021) Clark County 006K-FTI2 Tropicana Ave: Rainbow Blvd Dean Martin Dr $ 1,200,000 $ - Clark County 006L-FTI2 Tropicana Ave: Boulder Hwy to COH Limits along Broadbent Blvd $ 800,000 $ - Clark County 006M-FTI2 Tropicana Ave: University Center Dr Grade Separation $ 1,000,000 $ - Clark County 007Q-FTI2 Decatur Blvd: Tropicana Ave Sahara Ave $ 1,200,000 $ 414,271 Clark County 008Y-FTI2 Russell Rd: Hualapai Way CC-215 $ 500,000 $ - Clark County 010L-FTI2 Rainbow Blvd: Landberg Ave Gary Ave $ 5,300,000 $ 553 Clark County 010N-FTI2 Rainbow Blvd: Erie Ave Blue Diamond Rd $ 4,200,000 $ 1,192,756 Clark County 010P-FTI2 Rainbow Blvd: Blue Diamond Rd CC-215 $ 800,000 $ - Clark County 016L-FTI2 Carey Ave: Pecos Rd Nellis Blvd $ 1,000,000 $ - Clark County 024P-FTI2 Pecos Rd: Owens Ave Alexander Rd $ 10,600,000 $ 8,031,547 Clark County 033S-FTI2 Jones Blvd: Blue Diamond Rd Windmill Ln $ 1,106,000 $ 213,649 Clark County 033T-FTI2 Jones Blvd: Russell Rd Tropicana Ave $ 11,000,000 $ - Clark County 046L-FTI2 Warm Springs Rd: Decatur Blvd Dean Martin Ave $ 1,000,000 $ 98,773 Clark County 057D-FTI2 Vegas Valley Dr: Las Vegas Wash Los Feliz St $ 800,000 $ - Clark County 064A-FTI2 Laughlin: Laughlin/Bullhead City Bridge $ 40,000,000 $ - Clark County 083B-FTI2 Sandhill Rd: Desert Inn Rd Sunset Rd $ 500,000 $ - Clark County 099D-FTI2 Hollywood Blvd: Lake Mead Dr Cheyenne Ave $ 1,000,000 $ 114,585 Clark County 107F-FTI2 Ann Rd: CC-215 Durango Dr $ 19,275,000 $ 8,311,825 Clark County 113C-FTI2 Fort Apache Rd: Alexander Rd CC-215 $ 18,505,000 $ 4,716,196 Clark County 113D-FTI2 Fort Apache Rd: Blue Diamond Rd Warm Springs Rd $ 2,600,000 $ 1,019,982 Clark County 113E-FTI2 Fort Apache Rd: Warm Springs Rd Tropicana Ave $ 14,525,000 $ 2,192,291 Clark County 113F-FTI2 Fort Apache Rd: Huntington Cove Pkwy Warm Springs Rd $ 13,500,000 $ - Clark County 114D-FTI2 Silverado Ranch Blvd: Jones Blvd Dean Martin Ave $ 13,396,000 $ 238,291 Clark County 130C-FTI2 Hualapai Way: Russell Rd Flamingo Rd $ 200,000 $ 6,568 Clark County 135AH-FTI2 Arterial Reconstruction Program: 2019 Clark County Russell Rd and Ea$ 23,000,000 $ 1,149 Clark County 135AN-FTI2 Arterial Reconstruction Program: Russell Rd Hacienda Ave Project $ 19,000,000 $ 120,309 Clark County 147B-FTI2 Cactus Ave: Ft. Apache Rd Buffalo Dr $ 1,835,500 $ 1,253,600 Clark County 147C-FTI2 Cactus Ave: Verona Wood St Polaris Ave $ 10,250,000 $ 7,423,431 Clark County 165B-FTI2 Lone Mountain Rd: CC-215 Tenaya Way $ 16,250,000 $ 16,250,000 Clark County 175U-FTI2 Neighborhood Rehab: FY 2020 Clark County Maintenance $ 1,000,000 $ 289,864 Clark County 175X-FTI2 Neighborhood Rehab: Project 104 $ 1,000,000 $ - Clark County 175Y-FTI2 Neighborhood Rehab: Fiscal Year 2020 Construction $ 12,000,000 $ 1,789 Clark County 188C-FTI2 Tropical Pkwy: Durango Dr CC-215 $ 1,700,000 $ 314,505 Clark County 202A-FTI2 Arnona Rd: Lake Mead Dr Alto Ave $ 2,882,443 $ 2,882,443 Clark County 211C-FTI2 Traffic Signal Improvements Program: Package 103 $ 4,400,000 $ 160,190 Clark County 213A-FTI2 Sloan Ln: Vegas Valley Dr Ruby Creek Dr $ 1,432,000 $ 592,783 Clark County 217A-FTI2 Cimmarron Rd: Blue Diamond Rd Pebble Rd $ 800,000 $ 12,513
Contracted Expended to Date Entity Project # Project Name Amount (04/30/2021) Clark County 223K-FTI2 Intersection Improvements Program: FY 2020 Clark County $ 9,000,000 $ 2,482,171 Clark County 223M-FTI2 Intersection Improvements Program: Traffic Improvements #105 $ 4,000,000 $ - Clark County 223T-FTI2 Intersection Improvements Program: Miscellaneous Minor Traffic Im $ 1,000,000 $ - Clark County 223U-FTI2 Intersection Improvements Program: Traffic Signal Equipment Procu$ 500,000 $ - Clark County 230A-FTI2 Elkhorn Rd: Tenaya Wy Jones Blvd $ 500,000 $ 54,260 Clark County 231A-FTI2 Lindell Rd: Roy Horn Wy Badura Ave $ 400,000 $ - Clark County 240B-FTI2 Sunset Rd: Hualapai Way CC-215 $ 300,000 $ - Clark County 240C-FTI2 Sunset Rd: Rainbow Blvd Decatur Blvd $ 1,400,000 $ - Clark County 241A-FTI2 Dean Martin Dr: Sammy Davis Jr Dr Oquendo Rd $ 1,000,000 $ - Clark County 242A-FTI2 Badura Ave: Tenaya Way El Capitan Way $ 800,000 $ - Clark County 243A-FTI2 Pyle Ave: Las Vegas Blvd Bermuda Rd $ 800,000 $ - Clark County 244A-FTI2 Spencer St: Russell Rd Twain Ave $ 500,000 $ - Clark County 245A-FTI2 Starr Ave: Las Vegas Blvd Bermuda Rd $ 750,000 $ - $ 280,506,943 $ 58,390,294
Regional Transportat003Z-FTI2 Maryland Pkwy: Russell Rd Medical District $ 25,000,000 $ 27,213 Regional Transportat144AB-FTI2 ITS: Workzone ITS Project FY 2020 $ 1,000,000 $ 554,100 Regional Transportat144AE-FTI2 ITS: Asset Inventory Pilot Project $ 1,000,000 $ 339,653 Regional Transportat144AG-FTI2 ITS: Adaptive Signal Pilot Project $ 650,000 $ 646,017 Regional Transportat144AH-FTI2 ITS: FAST Network Upgrades $ 2,000,000 $ 1,801,305 Regional Transportat144AJ-FTI2 ITS: ATMS System Maintenance $ 150,000 $ - Regional Transportat144AK-FTI2 ITS: NEXAR Citystream Project $ - $ - Regional Transportat144CC-FTI2 ITS: FAST Smart Work Zone Planning $ 366,850 $ 366,850 Regional Transportat144V-FTI2 ITS: RTC/FAST 2018 FAST Arterial & 215 Beltway $ 9,200,000 $ 9,814,501 Regional Transportat144W-FTI2 ITS: RTC/FAST 2018 FAST Charleston Blvd $ 15,000,000 $ 10,737,444 Regional Transportat144X-FTI2 ITS: FAST Traffic Signal Maintenance FY 2020 $ 415,000 $ 59,160 Regional Transportat144Y-FTI2 ITS: FAST Program Management Services FY 2020 $ 150,000 $ 97,549 Regional Transportat211B3-FTI2 Traffic Signal Improvements Program: Regional Transportation Comm$ 1,480,800 $ 1,480,800 $ 56,412,650 $ 25,924,593
$ 708,155,715 $ 270,627,407
JOBS & OTHER INFORMATION
FRI 1 Through April 30, 2021, 225 projects have been awarded and completed with a total cost of approximately $570 million and created approximately 8,200 jobs.
The RTC, through Clark County, issued $100 million of indexed fuel tax revenue bonds on April 1, 2014, $85 million on November 10, 2015, and $150 million on June 13, 2017 to pay for construction costs, and will issue additional bonding to meet the demand of more projects as they are awarded in the future. From April 1, 2014 through January 1, 2021 expenditures for debt service related to these bonds is $122,650,649.
FRI 2 Through April 30, 2021, 169 projects have been awarded that will have a total cost of approximately $708 million and will create approximately 6,154 jobs. The overall FRI 2 program is estimated to fund approximately $3 billion in projects and create 25,000 jobs.
The RTC, through Clark County, issued $60 million of indexed fuel tax revenue bonds on November 27, 2019 and $100 million on May 12, 2021, and will issue additional bonding to meet the demand of more projects as they are awarded in the future. From November 27, 2019 through January 1, 2021 expenditures for debt service related to these bonds is $6,193,708.
ATTACHMENT A
PRODUCER PRICE INDEX AVERAGE ANNUAL CHANGE
10 YR Roll Producer Price Index PPI Ave 2006 10.80% 4.35% 2007 5.80% 4.73% 2008 13.80% 6.20% 2009 -7.70% 5.18% 2010 5.70% 4.96% 2011 8.80% 5.81% 2012 1.70% 6.22% 2013 0.50% 6.05% 2014 0.50% 5.25% 2015 -5.60% 3.43% 2016 -2.00% 2.15% 2017 4.10% 1.97% 2018 7.10% 1.30% 2019 0.20% 2.10% 2020 -2.10% 1.32% Source: Bureau of Labor Statistics
DocuSign Envelope ID: 3CCA0408-50D5-4E4A-A778-E4CB1CE58DC7
REGIONAL TRANSPORTATION COMMISSION OF SOUTHERN NEVADA
AGENDA ITEM
Metropolitan Planning Organization [ ] Transit [ ] Administration and Finance [X]
SUBJECT: DISCUSS MATTERS RELATED TO POTENTIAL OR EXISTING LITIGATION PETITIONER: M.J. MAYNARD, CHIEF EXECUTIVE OFFICER REGIONAL TRANSPORTATION COMMISSION OF SOUTHERN NEVADA RECOMMENDATION BY PETITIONER: THAT THE REGIONAL TRANSPORTATION COMMISSION OF SOUTHERN NEVADA (RTC) RECEIVE INFORMATION FROM LEGAL COUNSEL REGARDING POTENTIAL AND EXISTING LITIGATION INVOLVING A MATTER OVER WHICH THE RTC HAS SUPERVISION, CONTROL, JURISDICTION, OR ADVISORY POWER AND TO DELIBERATE TOWARD A DECISION ON THE MATTER (Note: This item may be closed to the public pursuant to Nevada Revised Statute 241.015(3)(b)(2) in order to discuss legal matters) (FOR POSSIBLE ACTION) GOAL: ENHANCE PUBLIC AWARENESS AND SUPPORT OF THE REGIONAL TRANSPORTATION SYSTEM
FISCAL IMPACT: None
BACKGROUND: Nevada Open Meeting Law allows the Regional Transportation Commission of Southern Nevada (RTC) Board of Commissioners (Board) to conduct a closed session to receive information from its attorney regarding potential or existing litigation involving a matter over which the RTC Board has supervision, control, jurisdiction, or advisory power and to deliberate toward a decision on the matter.
Respectfully submitted,
______M.J. MAYNARD Chief Executive Officer RTC Item #60 June 10, 2021 mld Non-Consent
DocuSign Envelope ID: 3CCA0408-50D5-4E4A-A778-E4CB1CE58DC7
REGIONAL TRANSPORTATION COMMISSION OF SOUTHERN NEVADA
AGENDA ITEM
Metropolitan Planning Organization [ ] Transit [ ] Administration and Finance [X] SUBJECT: CITIZENS PARTICIPATION PETITIONER: M.J. MAYNARD, CHIEF EXECUTIVE OFFICER REGIONAL TRANSPORTATION COMMISSION OF SOUTHERN NEVADA RECOMMENDATION BY PETITIONER: THAT THE REGIONAL TRANSPORTATION COMMISSION OF SOUTHERN NEVADA (RTC) CONDUCT A COMMENT PERIOD FOR CITIZENS PARTICIPATION GOAL: ENHANCE PUBLIC AWARENESS AND SUPPORT OF THE REGIONAL TRANSPORTATION SYSTEM
FISCAL IMPACT: None
BACKGROUND: In accordance with State of Nevada Open Meeting Law, the Regional Transportation Commission of Southern Nevada (RTC) Board of Commissioners shall invite interested persons to make comments. For the initial Citizens Participation, the public should address items on the current agenda. For the final Citizens Participation, interested persons may make comments on matters within the RTC Board of Commissioners’ jurisdiction, but not necessarily on the current agenda.
No action can be taken on any matter discussed under this item, although the RTC Board of Commissioners can direct that it be placed on a future agenda.
Respectfully submitted,
______M.J. MAYNARD Chief Executive Officer RTC Item #61 June 10, 2021 mld Non-Consent