Qvadrant Consulting, Inc. TRANSMITTAL LETTER
SEALED BID – HIGHWAY 111 REHABILITATION PROJECT – PROJECT NO. 2022-25 -
CONSTRUCTION MANAGEMENT AND INSPECTION SERVICES –
DO NOT OPEN WITH REGULAR MAIL
Date: November 18. 2024
TO:
Carley Escarrega
AdministraƟve Technician, Public Works Department
City of La Quinta
78-495 Calle Tampico
La Quinta, CA 92253
FROM:
Vishal Jakkaraju
Qvadrant ConsulƟng Inc.
73639 Okeeffe Way
Palm Desert CA 92211
Page | 1
TABLE OF CONTENTS
1.0 Cover LeƩer…………………………………………………………………………………………….. 2
2.0 References of California government agencies…………………………………………. 3
3.0 Scope of Services……………………………………………………………………………………… 6
4.0 List of Complementary Services……………………………………………………………….. 25
5.0 Disclosures………………………………………………………………………………………………. 27
6.0 Acknowledgement of Insurance Requirements………………………………………… 27
7.0 Non-Collusion Affidavit…………………………………………………………………………….. 27
8.0 Acknowledgement of Addenda………………………………………………………………… 27
Appendix A- Resumes
Appendix B-SupporƟng DocumentaƟon
Page | 2
Page | 3
2.0
References of California government agencies:
REFERENCE 1
Project Name: La Quinta Village Complete Streets-
City Project No. 2015-03
Project Owner: City of La Quinta, 78495 Calle
Tampico La Quinta, CA 92253
Project Owner RepresentaƟve: Bryan McKinney,
760-777-7045, bmckinney@laquintaca.gov
Project CompleƟon Date: 08/17/2020
Project description: The project includes the
construcƟon of five new roundabouts in the La
Quinta Village where pedestrian, bicycle, golf cart,
and automobile traffic exists. These roundabouts
will help to accommodate non-vehicular traffic. The
La Quinta Village Complete Streets project is
focused on making roadways safer and more
accessible to pedestrians and bicycles in the La
Quinta Village. The Project will reduce four traffic
lanes to two lanes along Calle Tampico and Calle
Sinaloa from Eisenhower to Desert Club Drive, and
along Eisenhower from Calle Tampico to Calle
Sinaloa. This area will be used as space for
designated bike and golf cart lanes. Roundabouts
will be installed at five key intersecƟons, Calle
Tampico and Desert Club Drive, Calle Tampico and
Avenida Bermudas, Calle Tampico and Eisenhower
Drive, Eisenhower Drive and Avenida Montezuma,
and Calle Sinaloa/Avenue 52 and Avenida
Bermudas, to provide beƩer traffic flows.
The reduced lanes and crosswalks added midblock
crossing will provide pedestrians with safer access
to Civic Center Park, Old Town La Quinta, and the
Benjamin Franklin Elementary School.
Staff from Qvadrant who worked on this project:
Vishal Jakkaraju, during employment with Granite
Construction (Indio Office).
Project Outcome:
The project owner inspected and reviewed all the
performance data and test results to verify that
the project is of exemplary quality. This project
was recognized by NAPA (National Asphalt
Pavement Association) for Quality in Construction
Award.
REFERENCE 2
Project Name: Madison Street Improvement
Project Owner: City of Indio, 83101 Ave 45 Indio
CA 92201
Project Owner RepresentaƟve: Tom Rafferty, 760-
391-4017, trafferty@indio.org
Project CompleƟon Date: 03/28/2019
Page | 4
Project description: The work includes asphalt
paving, concrete construcƟon, drainage
installaƟons, traffic signal installaƟons, landscaping
and irrigaƟon, water relocaƟons and upgrades,
traffic control, surveying, conduit installaƟon, pot-
holing, and related work to widen a four-lane road.
We partnered with City of Indio, City of La Quinta,
Golden Voice, Empire Polo, El Dorado Polo, IID,
FronƟer, AT&T, SCG, CVWD, Indio Water Authority,
Spectrum, Valley Sanitary District.
Staff from Qvadrant who worked on this project:
Vishal Jakkaraju, during employment with Granite
Construction (Indio Office).
Project Outcome:
The project owner inspected and reviewed all the
performance data and test results to verify that
the project is of exemplary quality. This project
was recognized by NAPA (National Asphalt
Pavement Association) for Quality in Construction
Award.
REFERENCE 3
Project Name: Lincoln Street Pavement RestoraƟon
and Sidewalk Project
Project Owner: County of Riverside, 2950
Washington Street Riverside CA 92504
Project Owner RepresentaƟve: David Hylkema,
951-955-688, dhylkema@rivco.org
Project CompleƟon Date: 09/03/2021
Project description: The Lincoln Street is one of
roads that connects the community of Mecca with
the Coachella Valley located on the East. the street
was in desperate need of repair. This project
consisted of resurfacing approximately 2 miles of
exisƟng asphalt concrete (AC) pavement of Lincoln
Street from 5th Street to 62nd Avenue; The project
included full removal and replacement of AC in
certain areas as well as pulverizaƟon and re-
pavement of the exisƟng road.
Staff from Qvadrant who worked on this project:
Vishal Jakkaraju, during employment with Granite
Construction (Indio Office).
Project Outcome:
The project owner inspected and reviewed all the
performance data and test results to verify that
the project is of exemplary quality. This project
was recognized by NAPA (National Asphalt
Pavement Association) for Quality in Construction
Award.
REFERENCE 4
Project Name: Agua Caliente Band of Cahuilla
Indians-SecƟon 24 Roadway Improvements Phase
1A
Project Owner: City of Rancho Mirage, 69825 Hwy
111 Rancho Mirage CA 92270
Project Owner RepresentaƟve: Glenn Deal, 760-
835-4810, glennd@ranchomirageca.gov
Project CompleƟon Date: 10/22/2021
Page | 5
Project description: The purpose of the project is to
provide enƟre underground services and street
widening for the Tribe’s upcoming development
across the Agua Caliente Casino. The Project
includes but is not limited to, construcƟon of street
improvements involving demoliƟon, earthwork,
clear and grub, asphalt concrete and PCC pavement,
PCC curbs, curb and guƩers, valley guƩers, spandrel,
and cross guƩers; storm drain systems, bike paths,
traffic signals, pavement striping and markings,
roadside signs, and retenƟon basins; construcƟon of
waterline and sewer lines, uƟlity relocaƟons and
improvements; and adjacent site earthwork.
Staff from Qvadrant who worked on this project:
Vishal Jakkaraju, during employment with Granite
Construction (Indio Office).
Project Outcome:
The project owner inspected and reviewed all the
performance data and test results to verify that
the project is of exemplary quality. This project
was recognized by NAPA (National Asphalt
Pavement Association) for Quality in Construction
Award.
REFERENCE 5
Project Name: I-10 Pavement RehabilitaƟon
(Caltrans #08-1E8604)
Project Owner: Caltrans, 73800 Dinah Shore Suite
104 Palm Desert CA 92211.
Project Owner RepresentaƟve: Essi Mohammadi,
951-453-8943, essi.mohammadi@dot.ca.gov
Project CompleƟon Date: FY 2017.
Project description: The Interstate-10 Pavement
Rehab Project is one of the largest Pavement
RehabilitaƟon Projects in the long history of the
California Department of TransportaƟon (Caltrans)
The Project was located on one of the busiest
Interstate Highways in the USA: State Highway
(Interstate-10) in Riverside County near Desert
Centre from 1.9 miles East of Cactus Rest Area to 0.4
mile East of Route 177. This Interstate-10 corridor is
a major trucking thoroughfare between Los Angeles
and rest of the country. The traffic on the East Bound
was approximately 13,200 vehicles per day with
about 36% being truck traffic and West Bound was
approximately 13,700 vehicles per day with about
36% being truck traffic. The unique construcƟon
features of the project were: 1.6 Million square
yards of asphalt pavement cold planning; placement
of 521,000 Tons of Hot Mix Asphalt and 177,000
Tons of Rubberized Hot Mixed Asphalt; placement
of 75,000 linear feet of asphalt dike; applying 765
tons of Tack Coat; removal of 258,000 lbs. of treated
wood waste; installing 29,000 linear feet of
Midwest Guardrail System; 3.8 Million linear feet of
temporary pavement striping and 1.1 Million linear
feet of final pavement striping.
Staff from Qvadrant who worked on this project:
Vishal Jakkaraju, during employment with Granite
Construction (Indio Office).
Project Outcome:
Caltrans Partnering Award and the project owner
inspected and reviewed all the performance data
and test results to verify that the project is of
exemplary quality. This project was recognized by
NAPA (National Asphalt Pavement Association) for
Quality in Construction Award.
Page | 6
3.0 SCOPE OF SERVICES
INTRODUCTION
Qvadrant’s Vision Statement
Our vision is to deliver World Class Quality results to
the City of La Quinta in all phases of this project by
leveraging our ConstrucƟon Management and
InspecƟon services.
Why Choose Qvadrant?
Qvadrant has customer saƟsfacƟon at the forefront
of everything needed for the planning and execuƟon
of this project. Our team members are highly
engaged, high performing and innovaƟve
individuals. We will implement state-of-the-art
processes on this project and are commiƩed to
providing an excellent experience to the City of La
Quinta. We have used a “HolisƟc System” approach
to deliver world class quality outcomes in
ConstrucƟon Management and InspecƟons services
to the city.
Qvadrant’s Value ProposiƟon to the City of La
Quinta
A local firm with staff that has supported the
successful compleƟon of construcƟon projects
with the City of La Quinta and other local
agencies.
Successful partnering experience with local
General Contractors and material suppliers
resulƟng in award winning projects in
Coachella Valley.
Roadways/Highways RehabilitaƟon projects
experience.
Subject MaƩer Experts in delivering
ConstrucƟon Management and InspecƟons
services uƟlizing streamlined, cost-effecƟve and
project first approach to make decisions in the
best interest of the project.
Commitment to safety of all stakeholders,
meeƟng budgets and schedules, geƫng it right
the first Ɵme (Quality), protecƟng environment
and using resources responsibly and
implemenƟng a ConƟnuous InnovaƟon
mindset.
Qvadrant’s HolisƟc System:
Qvadrant has developed a simple, yet robust HolisƟc
system for the City of La Quinta. The philosophy of
this system is to set up all stakeholders of this
project for success. We strongly believe that, when
team members on this project take pride in their
work and strive to implement their roles and
responsibiliƟes with a mindset to “Get it Right the
First Time” the results will speak for themselves.
Overall, our goal is to meet and exceed the
expectaƟons of the City of La Quinta on this project
and build relaƟonships and value for City so that we
can become trusted partners and win future work.
Page | 7
SchemaƟc of Qvadrant’s HolisƟc System
Qvadrant’s OrganizaƟon Chart
Phase 1
Pre-Construction
Preparation
Phase 2
Construction
Management
Implementation
Phase 3
Compliance
Monitoring and
Measurment
Phase 4
Documentation
and Reporting
Phase 5
Closeout
Vishal Jakkaraju
Construction Manager
Suseela Jakkaraju
Outreach Coordinator
Juan Vasquez
Inspector
Sushruth
Project Engineer
Page | 8
3.1 CONSTRUCTION MANAGEMENT SERVICES:
Qvadrant has a robust construcƟon management
system built on a system of planning, implemenƟng,
checking and innovaƟng. This system is designed to
drive consistent results using unique processes and
tools to verify conformance to the City of La Quinta’s
goals and expectaƟons for this project. This system is
designed to deliver repeatable performance and
innovaƟve construcƟon management outputs in every
stage of the project.
The system is also a method to measure performance
to maintain accountability of the contractor and
subcontractors. This system will be administered by
ConstrucƟon Manager Vishal Jakkaraju with the
program's top prioriƟes being customer saƟsfacƟon
and delivering products to the city that meet or exceed
project requirements.
Our holisƟc system will facilitate clear communicaƟon
and coordinaƟon among the city, construcƟon
manager, design engineer, survey team, and
construcƟon contractor. To ensure a comprehensive
and professional construcƟon management system
aligned with Caltrans standards, the approach can be
summarized into five key phases: Pre-ConstrucƟon
PreparaƟon, ConstrucƟon Management
ImplementaƟon, Compliance Monitoring and
Measurement, DocumentaƟon & ReporƟng, and
Closeout. Below is the systemaƟc approach:
PHASE 1 PRE-CONSTRUCTION PREPARATION
A. CONSTRUCTABILITY REVIEW
Qvadrant will conduct a detailed review of plans,
specificaƟons, and addenda to idenƟfy potenƟal design
or constructability issues. We will review construcƟon
drawings and specificaƟons for clarity, accuracy, and
consistency, minimizing potenƟal misunderstandings.
Our evaluaƟon shall ensure details are provided for
complex areas, such as corners, intersecƟons, or non-
standard construcƟon methods. We will verify that
roadway, drainage, electrical, signage and marking
drawings are well-coordinated and avoid conflicts.
Based on our review, a report highlighƟng risks,
discrepancies, or opportuniƟes for opƟmizaƟon will be
presented to the city.
B. FIELD WALKS (QVADRANT’S INNOVATIVE
APPROACH)
Living and supporƟng the building of numerous
construcƟon projects in the Coachella Valley for over a
decade and frequently driving on HWY 111 in La Quinta,
we have firsthand experience of understanding the
impact and strategizing with CiƟes to execute a
successful construcƟon project especially with
numerous busy businesses being impacted with the
construcƟon operaƟons of this project. We believe that
the field walk(s) is a very criƟcal step in the planning
process of this project and therefore we will ensure a
deliberate and focused approach is implemented
during our field walks.
Page | 9
Qvadrant’s field walk findings will be documented in a
detailed report with photos, diagrams, and annotated
maps, forming a strong foundaƟon for planning
construcƟon acƟviƟes and miƟgaƟon strategies. Our
evaluaƟng factors that may impact construcƟon, traffic
flow, public safety, and business operaƟons and a
comprehensive list of items that we will assess are
presented below:
ExisƟng Site CondiƟons
Roadway CondiƟons: Pavement type, condiƟon, and
exisƟng damage. Road markings, lane configuraƟons,
and traffic flow paƩerns. Sidewalks and Pedestrian
Pathways: CondiƟon and accessibility of sidewalks and
crosswalks. Areas with ADA compliance needs. UƟliƟes:
LocaƟon and condiƟon of visible uƟliƟes (water, sewer,
gas, electrical, communicaƟon lines). Presence of
manholes, hydrants, valves, and uƟlity poles. Drainage:
ExisƟng drainage systems, catch basins, and potenƟal
flood-prone areas.
Traffic and Access ConsideraƟons
Traffic Volumes and PaƩerns: Peak and off-peak traffic
flows. IntersecƟon performance and potenƟal
congesƟon points. Access to Businesses: Driveway
locaƟons and configuraƟons for each business.
Delivery/loading zones and service entrances. Public
Transit: Presence of bus stops, transit shelters, and
routes along the roadway. Parking: On-street parking
availability and uƟlizaƟon. Proximity of off-street
parking lots to businesses.
Business Impacts
IdenƟfy high-traffic businesses, such as restaurants,
retail stores, or medical faciliƟes. Consider operaƟng
hours and peak customer Ɵmes. Signage and Visibility:
Placement of exisƟng business signs and potenƟal
visibility impacts during construcƟon. Customer and
Delivery Access: Observe how customers and suppliers
currently access each business.
Safety ConsideraƟons
Pedestrian Safety: Areas of high pedestrian acƟvity,
such as crosswalks, intersecƟons, and sidewalk zones.
PotenƟal conflict points between vehicles and
pedestrians. Traffic Control Needs: LocaƟons requiring
temporary signals, signage, or barriers to ensure safe
operaƟons Emergency Access: Routes used by fire,
police, and medical services that must remain
accessible.
Environmental and AestheƟc ConsideraƟons
Landscaping: ExisƟng trees, plants, and green spaces
that may be impacted or require protecƟon. Noise and
Air Quality: Areas likely to be affected by construcƟon
noise or dust. Adjacent ProperƟes: SensiƟve areas, such
as schools, hospitals, or residenƟal properƟes,
requiring addiƟonal miƟgaƟon.
UƟlity CoordinaƟon
Underground UƟliƟes: Evaluate plans for potenƟal
conflicts with underground uƟliƟes. Check for exisƟng
uƟlity markers and potholing requirements.
Page | 10
Overhead UƟliƟes Presence of powerlines or
communicaƟon cables that may require relocaƟon or
protecƟon.
Future ConstrucƟon Planning
Staging and Storage Areas: IdenƟfy possible locaƟons
for contractor staging areas, material storage, and
equipment parking.
Detours and AlternaƟve Routes
Evaluate potenƟal detour routes for vehicular and
pedestrian traffic.
Temporary Signage LocaƟons
Assess ideal spots for “Business Open” or “Detour”
signs to minimize customer confusion.
Regulatory and Permiƫng Requirements
Environmental Permits: Check for requirements such
as stormwater management (SWPPP) and dust control
(PM-10).
Right-of-Way
IdenƟfy any areas requiring temporary or permanent
right-of-way acquisiƟons.
Special Permits
Evaluate requirements for noise variances, lane
closures, or sidewalk use.
Visual DocumentaƟon
Photographic Records: Take photos to document
exisƟng condiƟons, including driveways, sidewalks, and
traffic control devices. Highlight sensiƟve or
problemaƟc areas requiring special aƩenƟon.
Stakeholder Engagement
CoordinaƟon with Businesses: Meet with business
owners or managers to discuss operaƟonal concerns.
Understand delivery schedules, customer access needs,
and peak business hours. Community Concerns:
IdenƟfy any community expectaƟons or potenƟal
objecƟons related to the project.
C. KICK-OFF MEETING
AŌer conducƟng the field walk(s), the following items
will be presented to the city. These items will be uƟlized
to assist the city in developing project goals,
expectaƟon of contractors and project performance
measurements to ensure successful overall project
execuƟon.
Findings from the Field Walk
Summary of exisƟng site condiƟons, including
roadway, sidewalks, uƟliƟes, and drainage.
Key access points to businesses, parking lots, and
pedestrian pathways.
ObservaƟons about traffic flow, peak hours, and
congesƟon points.
Specific constraints or challenges idenƟfied during
the field walk, such as uƟlity conflicts, space
limitaƟons for staging, or sensiƟve areas.
Page | 11
Project Scope and ObjecƟves
Detailed scope of work and construcƟon acƟviƟes
planned.
Expected project Ɵmelines and phases, including
start date, major milestones, and compleƟon date.
Specific deliverables, such as ADA-compliant
upgrades, uƟlity improvements, or landscaping
restoraƟon.
Traffic Control and Access
Proposed Traffic Control Plan (TCP), including lane
closures, detours, and rerouƟng of vehicles and
pedestrians.
Strategies to minimize impacts to business access,
such as alternaƟve access routes, temporary
driveways, or off-peak construcƟon hours.
CoordinaƟon of public transit, bus stop
relocaƟons, or changes to transit schedules.
Emergency access plans to ensure unimpeded
routes for first responders.
Business and Community Impacts
CommunicaƟon plan for keeping businesses and
the community informed, including:
NoƟficaƟons of construcƟon phases and potenƟal
disrupƟons.
Use of signage like “Business Open During
ConstrucƟon.”
Dedicated hotline, email, or website for project
updates.
Plans to coordinate with businesses, such as:
Maintaining delivery/loading zones.
ProtecƟng high-traffic Ɵmes for businesses.
UƟliƟes and Permits
Review of potenƟal uƟlity conflicts (underground
and overhead) and required relocaƟons or
protecƟons.
Status of permits (e.g., encroachment,
environmental, noise variances) and any pending
approvals.
CoordinaƟon with uƟlity providers for adjustments
or planned outages.
ConstrucƟon Staging and LogisƟcs
Proposed locaƟons for staging areas, material
storage, and equipment parking.
Delivery schedules and haul routes to minimize
disrupƟon to traffic and businesses.
Plans for dust control and cleanliness, including
regular street sweeping or washing.
Site safety measures, including barriers and
signage.
Public and Business Outreach
Strategies for community engagement, such as:
o Scheduling regular progress meeƟngs with
stakeholders.
o Sending mailers or flyers to nearby
businesses and residents.
Page | 12
o UpdaƟng project informaƟon on the City’s
website and social media channels.
o Assigning responsibiliƟes for public
inquiries, such as hotline calls or emails.
Environmental and Regulatory Compliance
Plan for monitoring and enforcing SWPPP
(stormwater polluƟon prevenƟon) requirements.
Strategies for controlling dust, noise, and
vibraƟon, especially in sensiƟve areas.
Compliance with Caltrans and local agency
standards.
Scheduling and CoordinaƟon
Review of the contractor’s preliminary schedule,
including phasing and sequencing of work.
CoordinaƟon with other ongoing projects in the
area to minimize cumulaƟve impacts.
Agreement on look-ahead schedules to provide
regular updates to stakeholders.
Special Concerns and PotenƟal Risks
IdenƟficaƟon of high-priority concerns, such as:
o Complex uƟlity relocaƟons.
o Maintaining business access during key
operaƟonal hours.
o Handling peak traffic volumes without
causing significant delays.
o PotenƟal risks or conflicts that need
immediate resoluƟon.
DocumentaƟon and ReporƟng
Process for maintaining and sharing daily logs,
progress reports, and photographic records.
Protocol for documenƟng and addressing RFIs,
change orders, and claims.
Recordkeeping requirements, including as-built
drawings and field diaries.
Next Steps
Assign acƟon items and responsible parƟes for
unresolved issues.
Schedule follow-up meeƟngs or inspecƟons as
needed.
Confirm key milestones and dates for project
progression.
D. INITIAL DOCUMENTATION SETUP
AŌer compleƟng a field walk and determining key
project milestones for this project from Kick-off
meeƟng with City, the following iniƟal documentaƟon
setup items will be created to ensure efficient project
management and compliance. Seƫng up these
documents and systems will provide a strong
foundaƟon for successful project execuƟon, minimizing
risks and ensuring clear communicaƟon with all
stakeholders:
Page | 13
Project Management DocumentaƟon
Project Charter or Scope Statement: Summarize
the project’s objecƟves, scope, key milestones,
stakeholders, and constraints.
Work Breakdown Structure (WBS): Outline tasks,
responsibiliƟes, and Ɵmelines to organize the
project.
Roles and ResponsibiliƟes Matrix: Define roles for
the project team, contractors, inspectors, and
stakeholders.
CommunicaƟon Plan: Establish protocols for
communicaƟon between the project team,
businesses, and public stakeholders.
Include key contact lists for city staff, contractors,
business owners, and emergency responders.
Scheduling and Planning Documents
Project Schedule: Include major milestones,
phases, deadlines, and dependencies.
Milestone Chart: A high-level summary of key
dates and deliverables.
Look-Ahead Schedules: Prepare for 2-week or
monthly planning to provide short-term progress
updates.
Traffic and Public Access DocumentaƟon
Traffic Control Plan (TCP): Document Road
closures, detours, and alternaƟve routes, ensuring
access to businesses and emergency vehicles.
Business Access Plan: Detail measures to maintain
customer access to businesses during
construcƟon, including signage, temporary
driveways, and communicaƟon.
Pedestrian Access Plan: Ensure safe and ADA-
compliant pedestrian pathways.
Environmental and Regulatory Compliance
Stormwater PolluƟon PrevenƟon Plan (SWPPP):
Ensure measures for erosion and sediment
control.
Dust Control Plan: Include procedures for
miƟgaƟng dust during construcƟon.
Noise MiƟgaƟon Plan: Document strategies for
minimizing noise impacts, especially during
business hours.
Permits Log: Maintain a record of all required
permits (e.g., encroachment permits,
environmental approvals).
Recordkeeping and Field DocumentaƟon
Daily and Weekly Report Templates: Create forms
for recording work acƟviƟes, weather condiƟons,
and inspecƟons.
Field Diary Setup: Prepare bound workbooks or
digital plaƞorms for tracking construcƟon
progress, issues, and changes.
Photo DocumentaƟon Protocol: Define methods
for taking and archiving photographs, including
pre-construcƟon condiƟons and ongoing progress.
RFI and SubmiƩal Logs: Create systems to track
and manage contractor Requests for InformaƟon
(RFIs), submiƩals, and responses.
Page | 14
Stakeholder CommunicaƟon Materials
Public NoƟficaƟon LeƩers: Prepare templates for
noƟfying businesses and residents of construcƟon
impacts.
Signage Plan: Document plans for project signage,
such as “Business Open” and detour signs, along
with placement details.
Project Webpage Content: DraŌ iniƟal content for
the city’s project webpage, including hotline
numbers, FAQs, maps, and schedules.
ConstrucƟon Hotline and Email Protocols:
Establish procedures for maintaining and
responding to public inquiries within defined
Ɵmelines.
Contract and Budget Management
Contract DocumentaƟon: Ensure copies of
contracts, specificaƟons, and addenda are
available and organized.
Change Order Log: Create a tracking system for
managing change orders and approvals.
Cost Tracking Spreadsheet: Establish a budget
tracking tool for monitoring expenditures against
the project budget.
InspecƟon and Quality Assurance
InspecƟon Checklists: Develop standard checklists
for tracking compliance with ADA, SWPPP, and
contract specificaƟons.
Quality Control/Quality Assurance Plan: Document
procedures for ensuring all work meets design and
material standards.
Risk Management
Risk Register: IdenƟfy potenƟal risks (e.g., traffic
delays, business disrupƟons) and miƟgaƟon
strategies.
ConƟngency Plans: Document alternaƟve plans for
unforeseen issues, such as uƟlity conflicts or
extreme weather events.
CoordinaƟon and MeeƟng Setup
Kickoff MeeƟng Agenda: Prepare an agenda to
discuss field walk findings, milestones, and
stakeholder concerns.
Stakeholder CoordinaƟon Calendar: Schedule
regular progress meeƟngs with city staff,
contractors, businesses, and uƟlity companies.
Create an organized system to maintain contracts,
plans, RFIs, change orders, shop drawings, and
other relevant documents for easy access and
review.
PHASE 2 CONSTRUCTION MANAGEMENT
IMPLEMENTATION
A structured implementaƟon plan is essenƟal to
facilitate clear communicaƟon and coordinaƟon among
the design engineer, survey team, and construcƟon
contractor. The following plan outlines roles,
responsibiliƟes, and communicaƟon protocols to
ensure alignment at every stage of the project.
Page | 15
Pre-ConstrucƟon MeeƟng
AƩendees: City staff, ConstrucƟon Manager, CM-
Project Engineer, CM- Project Inspector, Design
Engineer, Survey Team, Outreach Co-Ordinator,
ConstrucƟon Contractor Project Manager, Site
Supervisor, and any key subcontractors.
ObjecƟve: Establish iniƟal communicaƟon
channels, review design intent, understand site-
specific challenges, and clarify roles and
responsibiliƟes.
Agenda:
o Review project goals, Ɵmelines, and
milestones.
o Clarify the scope of work for each party.
o Discuss criƟcal project control points,
benchmarks, and any preliminary survey
data.
o Set expectaƟons for deliverables,
inspecƟon schedules, and change order
procedures.
o Determine points of contact and preferred
communicaƟon methods (e.g., weekly
meeƟngs, email updates, digital project
management tools).
Pre-Survey CoordinaƟon MeeƟng
AƩendees: ConstrucƟon Manager, CM-Project
Engineer, CM-Project Inspector, Survey Team,
Design Engineer, and ConstrucƟon Contractor’s
Site Supervisor.
ObjecƟve: Finalize survey requirements, review
design plans, and confirm control points before
site work begins.
Agenda:
o Confirm control points, benchmarks, and
verƟcal/horizontal reference data.
o Review the site layout, grading
requirements, and uƟlity alignment.
o Discuss any potenƟal discrepancies in
design plans or specificaƟons.
o Address site access, safety protocols, and
staging areas for the survey team.
o Deliverables: Survey team confirms
control points and submits an iniƟal site
layout plan for contractor verificaƟon.
Weekly CoordinaƟon MeeƟngs
AƩendees: ConstrucƟon Manager, CM-Project
Engineer, Outreach Co-Ordinator, ConstrucƟon
Contractor (Project Manager/Site Supervisor),
Survey Team Lead, and Design Engineer (as
needed).
ObjecƟve: Review weekly progress, address
immediate needs, and discuss any design
adjustments, layout modificaƟons, or survey
updates.
Agenda:
o Review the current week’s progress and
work plan.
o Address layout needs or addiƟonal survey
requests from the construcƟon team.
Page | 16
o Discuss any changes in construcƟon
sequences or issues impacƟng layout.
o Share updates on any design modificaƟons
or clarificaƟons needed.
o Deliverables: MeeƟng minutes
documenƟng key decisions, pending
issues, and survey requests for the
following week.
Milestone Review MeeƟngs
Timing: Scheduled at key project milestones (e.g.,
pulverizaƟon, grind and overlay, grading, uƟliƟes,
signing and striping).
AƩendees: ConstrucƟon Manager, CM-Project
Engineer, Outreach Co-Ordinator, Design Engineer,
Survey Team, ConstrucƟon Contractor, and
City/Third-Party Inspectors (if applicable).
ObjecƟve: Verify that milestone work is in line
with design specificaƟons, confirm layout
accuracy, and ensure as-built data collecƟon.
Agenda:
o Survey team presents verificaƟon of
completed layouts (e.g., foundaƟon,
structural grids).
o ConstrucƟon contractors provide updates
on compleƟon of specific work elements.
o Review and address any discrepancies or
adjustments required.
o Deliverables: VerificaƟon reports,
milestone sign-offs, and any correcƟve
acƟons or adjustments documented.
Daily Field Check-Ins
Timing: Daily or as needed when criƟcal layout
work is in progress.
AƩendees: CM-Project Engineer, CM-Project
Inspector, Survey Team and ConstrucƟon
Contractor’s Site Supervisor.
ObjecƟve: Ensure ongoing layout tasks meet
design specificaƟons and quickly resolve layout
issues.
Agenda:
o Survey team performs field verificaƟon of
criƟcal layout tasks.
o Contractor provides feedback on layout
and alignment needs.
o Address immediate issues, such as any
discrepancies or adjustments due to field
condiƟons.
o Deliverables: Daily field notes
documenƟng any deviaƟons or
adjustments made.
Design Change and RFI (Request for InformaƟon)
Protocol
ObjecƟve: Establish a streamlined process to
address design changes and resolve layout issues
in real Ɵme.
Protocol:
o RFI Submission: ConstrucƟon Contractor
submits RFIs to the Design Engineer for
any layout conflicts or clarificaƟon
needed.
Page | 17
o Response Time: Design Engineer provides
Ɵmely responses, typically within 24-48
hours, to avoid delays.
o DocumentaƟon: All changes or
clarificaƟons are documented and shared
with the Survey Team to adjust layout data
as necessary.
o Deliverables: RFI log maintained with
resoluƟons, and updated drawings if
design changes are approved.
Monthly Progress and Risk Review
AƩendees: ConstrucƟon Manager, CM-Project
Engineer, Outreach Co-Ordinator, ConstrucƟon
Contractor, Design Engineer, and Survey Team.
ObjecƟve: Review cumulaƟve project progress,
address unresolved issues, and assess potenƟal
risks to the schedule or budget.
Agenda:
o Review cumulaƟve progress against the
project schedule.
o IdenƟfy any recurring layout issues or
discrepancies.
o Assess risks related to layout or design
that could impact future work.
o Deliverables: Monthly progress report
with acƟon items and risk miƟgaƟon
plans.
CommunicaƟon Protocols
Regular Email Updates: Weekly or biweekly email
updates summarizing meeƟng outcomes, acƟon
items, and schedule changes.
Document Control: Centralized access for up-to-
date plans, specificaƟons, and approved changes
to ensure that all parƟes work from the latest
documents.
Emergency Contacts: Provide a list of emergency
contacts to quickly resolve any criƟcal layout or
design issues that arise on-site.
PHASE 3 COMPLIANCE MONITORING AND
MEASURMENT
Goal: To monitor and measure tracking, documenƟng,
and reporƟng on the project’s progress to ensure it
stays on schedule, within budget, and meets quality
standards. AddiƟonally, to implement an effecƟve
progress monitoring and measurement program that
ensures projects are completed on Ɵme, within budget,
and to the desired quality standards. This structured
approach helps miƟgate risks, improve decision-
making, and enhance stakeholder communicaƟon
throughout the project’s lifecycle
Define Program ObjecƟves and Metrics
Set Clear ObjecƟves: Establish the main goals of
the program, such as tracking the project’s
progress, idenƟfying potenƟal delays, ensuring
quality, and maintaining budget compliance.
IdenƟfy Key Performance Indicators (KPIs):
Determine the specific metrics that will be used to
assess progress, such as:
Schedule adherence (milestone compleƟon dates)
Work completed vs. work planned
Cost performance (actual costs vs. budgeted costs)
Page | 18
Quality of work
Resource uƟlizaƟon
Establish a Baseline: Ensure a clear project
baseline is set for schedule, cost, and scope before
monitoring begins.
Develop a Monitoring and Measurement Plan
Create a Monitoring Framework: Develop a
detailed plan for monitoring the construcƟon
progress, including how and when progress will be
tracked, who will track it, and how data will be
reported.
Establish ReporƟng Requirements: Define the
format, frequency, and recipients for progress
reports. Determine if daily, weekly, or monthly
reporƟng is necessary.
Assign ResponsibiliƟes: Designate personnel to
track and measure progress, including project
managers, site supervisors, and inspectors.
Implement a Regular Data CollecƟon Process
Track Work Progress: Regularly update the
progress of the work, including:
o Percentage of work completed on various
tasks
o Milestone achievements
o Completed deliverables
Update the Schedule: Ensure the project schedule
is updated to reflect actual work completed,
including rescheduling any delayed or completed
tasks.
Monitor Material and Resource Usage: Track the
delivery and usage of materials, labor, and
equipment to ensure they align with the planned
schedule and budget.
Site InspecƟons: Conduct regular site inspecƟons to
validate progress against plans and ensure quality
standards are being met.
Measure Cost Performance
Track Actual Costs: Record and compare actual
costs against the project budget, including labor,
materials, and overheads.
Use Earned Value Management (EVM): Apply EVM
to assess:
o Planned Value (PV): What was planned to
be spent at a given Ɵme.
o Earned Value (EV): What has actually been
earned (based on completed work).
o Actual Cost (AC): What has been actually
spent.
o Cost Variance (CV) and Cost Performance
Index (CPI) to evaluate financial
performance.
IdenƟfy Variance and Forecast Future Costs:
Compare the project’s financial status to the
baseline, idenƟfy cost overruns or savings, and
forecast future spending to avoid budget issues.
Track Schedule Performance
Monitor Task CompleƟon: Regularly update the
schedule to track completed tasks and milestones.
Page | 19
Use the CriƟcal Path Method (CPM): IdenƟfy the
criƟcal path and ensure that any delays in criƟcal
tasks are quickly addressed to avoid affecƟng the
project compleƟon date.
Track Delays and MiƟgate Risks: Log any delays or
setbacks, idenƟfy their causes, and implement
correcƟve acƟons to keep the project on track.
Analyze Float Time: Regularly analyze float (slack)
Ɵme to assess flexibility in the schedule and
proacƟvely address potenƟal delays.
Quality Control and Assurance Monitoring
Conduct Regular Quality InspecƟons: Implement
regular inspecƟons of completed work to ensure
compliance with the quality standards outlined in
the project specificaƟons.
Track Non-Conformance: Maintain a log of any
quality issues, non-conformance reports (NCRs), or
deficiencies, and ensure correcƟve acƟons are
promptly taken.
Document Issues and ResoluƟons: Track issues in a
centralized database and monitor their resoluƟon
to ensure quality assurance throughout the project.
Measure Rework and Waste: Measure any
instances of rework or material waste as a result of
poor quality and idenƟfy strategies to reduce them.
Conduct Stakeholder MeeƟngs and Updates
Regular Progress MeeƟngs: Organize weekly or bi-
weekly meeƟngs with the project team,
contractors, and stakeholders to review progress,
challenges, and upcoming tasks.
Distribute Progress Reports: Provide stakeholders
with regular, detailed progress reports highlighƟng
the current status of schedule, budget, and quality
metrics, including any risks or issues that require
aƩenƟon.
Review Milestones and Adjust Plans: At regular
intervals, review project milestones, adjust
schedules if necessary, and ensure resources are
allocated efficiently.
Track Change Orders and VariaƟons
Document Change Requests: Ensure that any
changes to the scope of work, schedule, or cost are
properly documented and approved via change
orders or variaƟons.
Assess Impact: Evaluate how changes affect the
project’s Ɵmeline, budget, and resource allocaƟon.
Update Schedules and Budgets: Ensure that the
project schedule and budget are updated to reflect
any approved changes, and communicate the
impact of changes to all relevant stakeholders.
IdenƟfy and MiƟgate Risks
Risk Monitoring: ConƟnuously monitor risks
idenƟfied during project planning and look for
new risks as the project progresses.
Update Risk Register: Regularly update the
project’s risk register to reflect new, emerging, or
miƟgated risks.
Implement MiƟgaƟon Plans: Ensure that
miƟgaƟon acƟons are being executed for high-
Page | 20
priority risks, such as those related to delays, cost
overruns, or safety.
Conduct Regular Performance Reviews
Review Progress Against the Baseline: Periodically
compare the actual performance (schedule,
budget, quality) against the iniƟal project baseline
to assess project health.
Adjust Plans if Necessary: If progress is behind or
costs are over budget, adjust strategies, resources,
or Ɵmelines to get the project back on track.
Assess Subcontractor Performance: Monitor
subcontractor progress to ensure they meet their
contractual obligaƟons, including work quality,
schedule, and safety compliance.
Evaluate and Report on Project Trends
Track Trends Over Time: Use historical data to
idenƟfy performance trends, such as recurring
issues, delays, or cost overruns.
Analyze Root Causes of Variances: InvesƟgate
paƩerns of poor performance and idenƟfy root
causes (e.g., resource shortages, scheduling issues,
or inefficiencies).
Forecast Future Performance: Use trend analysis
to predict future project performance and address
any potenƟal issues before they impact the
project.
Final Review and Closeout
Conduct a Final Progress Review: As the project
nears compleƟon, assess the final state of the
schedule, cost, and quality to ensure all project
goals have been met.
Ensure CompleƟon of Punch List Items: Track and
manage any remaining work or deficiencies
(punch list) to ensure final quality standards are
achieved.
Provide a Final Progress Report: Summarize the
project’s progress, noƟng any key deviaƟons,
lessons learned, and the final status of the
schedule and budget.
PHASE 4 -DOCUMENTATION & REPORTING
Qvadrant will provide Daily, Weekly and Monthly
ReporƟng to summarize work performed, condiƟons,
statement of working days and criƟcal conversaƟons.
We will maintain an up-to-date repository of all project-
related documentaƟon, including marked-up plans,
RFIs, change orders, and test results and assist in claims
management by tracking and documenƟng potenƟal
claims and assist the city in resolving disputes with
contractors.
PHASE 5 -CLOSEOUT
Qvadrant will partner with the City and all stakeholders
in Final InspecƟon & Punch List by conducƟng and
documenƟng final walkthroughs, ensuring all issues on
the punch list are addressed. We will confirm the
operability of systems like lighƟng, signals, and
irrigaƟon. Also, we will manage Final Payments &
CerƟficaƟons including verifying lien releases,
guarantees, and as-built drawings before
recommending release of retenƟon or final payments
Page | 21
and calculate final payments and assist with the
preparaƟon of federal aid compleƟon reports. Finally,
we will coordinate the handover of the completed
project to the City’s maintenance teams, ensuring all
documentaƟon and training materials are provided.
3.2 INSPECTIONS SERVICES
Goal: To ensure that all work meets quality standards,
complies with regulaƟons, and adheres to project
specificaƟons. AddiƟonally, ensure that all construcƟon
acƟviƟes align with quality, safety, and compliance
standards by providing thorough oversight, improve
project outcomes, and maintain a high standard of
workmanship throughout each phase of construcƟon.
Develop an InspecƟon Plan
Outline InspecƟon Requirements: IdenƟfy all
required inspecƟons, including those for safety,
quality, environmental compliance, and regulatory
standards.
Define InspecƟon Types and Frequency: Specify
when inspecƟons will occur (e.g., daily, weekly, at
each milestone) and types of inspecƟons (e.g.,
roadway, civil and electrical).
Establish InspecƟon Standards: Use relevant codes,
standards, and project specificaƟons to define
acceptable quality criteria for each inspecƟon.
Assign Qualified Inspectors
IdenƟfy and Appoint Qualified Personnel: Select
inspectors with the appropriate experience and
cerƟficaƟons relevant to the project (e.g., roadway
inspectors, civil inspectors, or quality assurance
specialists).
Provide Training on InspecƟon Protocols: Train
inspectors on the project’s specific inspecƟon
requirements, documentaƟon standards, and
safety protocols.
Ensure Third-Party CerƟficaƟon as Needed: For
specialized inspecƟons, ensure third-party
inspectors are cerƟfied and meet industry
standards.
Establish InspecƟon Procedures and Protocols
Standardize InspecƟon Checklists: Develop
checklists to guide each inspecƟon, covering key
aspects of quality, safety, and compliance.
Implement DocumentaƟon Protocols: Create a
system for logging inspecƟon results, non-
compliance issues, and correcƟve acƟons, including
digital forms or soŌware.
Establish a ReporƟng Process: Define how and
when inspectors report their findings, including
both scheduled and unscheduled inspecƟons.
Conduct Pre-ConstrucƟon InspecƟons
Verify IniƟal Site CondiƟons: Inspect site setup,
access, and safety measures to ensure the project
can start safely and efficiently.
Inspect and Approve IniƟal Materials: Review and
approve construcƟon materials before they are
used to ensure they meet specificaƟons.
Page | 22
Document Baseline CondiƟons: Record the iniƟal
condiƟon of structures, site features, and materials
as a reference for ongoing inspecƟons.
Schedule Regular and Milestone InspecƟons
Plan InspecƟons at Key Milestones: Conduct
inspecƟons at criƟcal stages, such as foundaƟon,
structural framing, electrical, plumbing, and final
compleƟon.
Conduct Daily or Weekly InspecƟons: Perform
rouƟne inspecƟons to monitor ongoing work,
idenƟfy issues early, and ensure adherence to
standards.
Adjust Frequency Based on Risk: Increase
inspecƟon frequency in high-risk areas or aŌer
issues are idenƟfied, as necessary.
Inspect Work in Progress and Verify Compliance
Monitor Contractor Work Quality: Conduct
inspecƟons to verify that the contractor’s work
meets design specificaƟons and quality standards.
Check Compliance with Codes and Standards:
Inspect for adherence to local building codes,
safety standards, environmental regulaƟons, and
project-specific requirements.
Ensure CorrecƟve AcƟons Are Taken Promptly:
When issues arise, require the contractor to correct
them immediately and reinspect as needed.
Document Findings and Track Non-Compliance Issues
Maintain Detailed InspecƟon Records: Document
each inspecƟon with records, photos, and
checklists, ensuring all findings and correcƟve
acƟons are logged.
Track Non-Compliance Issues: Record issues in a
tracking system, categorize them by severity, and
follow up to ensure they are resolved.
Establish a CorrecƟve AcƟon Log: Keep a log of
correcƟve acƟons taken, tracking compleƟon and
verifying compliance through follow-up
inspecƟons.
Implement a Quality Assurance Review Process
Conduct Quality Assurance (QA) Audits:
Periodically audit inspecƟon processes and results
to ensure consistency, accuracy, and compliance
with quality standards.
Verify Inspector Performance: Review the
performance of inspectors to ensure they are
thorough, accurate, and unbiased in their
assessments.
Update Procedures Based on QA Findings: Adjust
inspecƟon procedures as needed based on QA
audit results and lessons learned.
Engage in Regular CommunicaƟon and Feedback with
Contractors
Hold Weekly CoordinaƟon MeeƟngs: Meet with
contractors to review inspecƟon findings, discuss
issues, and plan correcƟve acƟons as needed.
Provide Feedback on Performance: Offer
construcƟve feedback to contractors on
workmanship quality, safety pracƟces, and
adherence to standards.
Page | 23
Establish an Issue EscalaƟon Process: Define a
process for escalaƟng unresolved issues to higher
management or third-party evaluators if necessary.
Verify Compliance with Safety and Environmental
Standards
Conduct Safety InspecƟons and Audits: Regularly
inspect the site for compliance with OSHA and
other safety regulaƟons, focusing on high-risk
acƟviƟes.
Monitor Environmental Compliance: Ensure
inspecƟons include environmental compliance
checks, such as waste disposal, erosion control, and
air quality.
Require Immediate CorrecƟon of Safety and
Environmental ViolaƟons: Address any safety or
environmental concerns immediately to prevent
risk escalaƟon.
Review and Approve Final InspecƟons
Conduct a Comprehensive Final InspecƟon: Before
project closeout, inspect all aspects of the work to
verify that the project meets all specificaƟons and
standards.
Document CompleƟon and Compliance: Ensure
that final inspecƟon records are complete, showing
that the project meets all regulatory and quality
standards.
Approve Work for Final Payment: Only authorize
final payments once all inspecƟons have confirmed
compliance with project requirements.
Facilitate Project Closeout and Handover
Complete Punch List InspecƟons: Finalize all
outstanding items, ensuring all minor fixes are
completed and approved before handover.
Ensure As-Built DocumentaƟon is Accurate: Verify
that all changes made during construcƟon are
accurately reflected in the as-built documentaƟon.
Coordinate with Client for Handover: Meet with the
client to review inspecƟon findings, provide final
reports, and answer any quesƟons before project
closeout.
Page | 24
3.3 QUALITY CONTROL PLAN
Qvadrant will develop and implement a Quality Control Plan (QCP) that includes structured, actionable steps to ensure
all work meets professional standards and contractual requirements. These steps ensure that the QCP is both proactive
and robust, fostering high-quality outcomes and compliance throughout the contract term.
Below is a breakdown of key steps for our QCP:
Establish Quality Control Roles and Responsibilities
The Construction Manager will oversee the implementation and enforcement of the QCP.
Identify roles for independent reviewers, back-checkers, and coordinators.
Conduct training sessions on quality control processes, documentation standards, and regulatory requirements.
Develop Documentation and Review Procedures
Create templates and checklists for calculations, drawings, and related documents.
We will Implement Independent Reviews that require an independent qualified reviewer to check, correct, and
back-check all work.
We will track reviews and corrections to ensure all design elements (e.g., plans, specifications) are aligned and
free from conflicts.
Perform Continuous Coordination and Validation
Schedule routine reviews to identify and resolve conflicts between drawings, specifications, and other
documents.
Confirm that all design and construction meet contractual, regulatory, and engineering standards.
Maintain and Archive Documentation
Store all original drawings, calculations, and related documents in an organized, secure system.
Maintain detailed logs of changes, reviews, and corrections throughout the project lifecycle.
Make records available for periodic audits or inspections by the city.
Page | 25
4.0 LIST OF COMPLEMENTARY SERVICES
INTEGRATED TEAM MORALE
Goal: To build and maintain an integrated team morale to ensure smooth project execuƟon, collaboraƟon, and
producƟvity. AddiƟonally, build a cohesive, moƟvated, and resilient team by emphasizing clear communicaƟon,
respect, recogniƟon, and ongoing development.
Establish Clear CommunicaƟon Channels
Set Up CommunicaƟon Plaƞorms: Use centralized communicaƟon tools (e.g., project management
soŌware, messaging apps) to keep all team members informed and connected.
Hold Regular MeeƟngs: Schedule regular team meeƟngs to review project goals, progress, challenges, and
feedback, ensuring everyone stays aligned.
Encourage Open Dialogue: Foster an environment where team members feel comfortable sharing ideas,
raising concerns, and giving feedback.
Define Roles, ResponsibiliƟes, and Goals
Clarify Roles and ResponsibiliƟes: Clearly outline each team member’s role, ensuring everyone understands
their duƟes and expectaƟons.
Set CollaboraƟve Project Goals: Define project milestones and objecƟves collaboraƟvely, so each team
member feels involved in the overall mission.
Align Individual Goals with Team ObjecƟves: Connect each team member’s tasks to the broader goals,
reinforcing the value of their contribuƟon.
Foster a Culture of Respect and Inclusivity
Encourage Respect and Inclusivity: Promote respect for diverse ideas, backgrounds, and experiences,
creaƟng a posiƟve environment for all team members.
Celebrate Diversity: Organize events or team-building acƟviƟes that celebrate different cultures and
backgrounds to enhance team understanding and cohesion.
PracƟce AcƟve Listening: Ensure all voices are heard by acƟvely listening to ideas and concerns, validaƟng
each team member’s input.
Page | 26
Provide OpportuniƟes for Team Building
Organize Team-Building AcƟviƟes: Plan regular team-building events (e.g., site-based ac ƟviƟes, workshops,
ouƟngs) to build rapport and strengthen relaƟonships.
Promote Informal Team InteracƟons: Encourage break Ɵmes or group lunches where team members can
connect informally and build friendships.
Hold Project Milestone CelebraƟons: Celebrate achievements at key milestones to recognize team effort
and maintain a posiƟve atmosphere.
Recognize and Reward Efforts
Acknowledge Individual ContribuƟons: Regularly recognize and reward team members for their hard work,
whether through verbal praise, small incenƟves, or public acknowledgments.
Celebrate Team Successes: Highlight team achievements to reinforce the value of working together and
recognize collecƟve accomplishments.
Provide Feedback and RecogniƟon: Give Ɵmely feedback and express appreciaƟon for both small wins and
major contribuƟons.
Encourage ConƟnuous Learning and Professional Development
Offer Training and Development Programs: Provide opportuniƟes for team members to enhance their skills
through workshops, cerƟficaƟons, or on-site training.
Promote Knowledge Sharing: Encourage team members to share knowledge, best prac Ɵces, and insights
from their own experiences.
Support Mentorship Programs: Pair junior team members with experienced professionals to foster growth,
build relaƟonships, and promote knowledge transfer.
Empower Team Members with Autonomy
Delegate Responsibility: Give team members ownership of specific tasks or components of the project to
promote accountability and boost confidence.
Encourage IniƟaƟve: Support team members in taking the iniƟaƟve, allowing them to propose and
implement soluƟons within their areas of experƟse.
Allow Flexibility in Problem-Solving: Trust team members to approach problems creaƟvely, giving them
freedom to develop effecƟve soluƟons.
Page | 27
Resolve Conflicts and Address Issues Promptly
Establish a Conflict ResoluƟon Process: Develop a clear, fair process for addressing conflicts, ensuring team
members feel their issues are taken seriously.
Mediate Conflicts Quickly: Address disputes or concerns promptly and diplomaƟcally to prevent escalaƟon
and maintain posiƟve relaƟonships.
Encourage Empathy and Understanding: Help team members approach conflicts with empathy, aiming for
soluƟons that benefit both the individuals and the team.
Solicit Feedback and Make Improvements
Conduct Regular Team Morale Surveys: Use surveys or informal check-ins to assess morale and idenƟfy
areas for improvement.
Hold One-on-One MeeƟngs: Give team members the opportunity to discuss any concerns, ideas, or
feedback with management in private meeƟngs.
Act on Feedback: Take acƟon on feedback, demonstraƟng that team members’ input is valued and that
management is commiƩed to a posiƟve work environment.
5.0 DISCLOSURES
There are no alleged significant prior or ongoing agreement failures, any civil or criminal liƟgaƟon or
invesƟgaƟon pending, which involved Qvadrant or in which Qvadrant has been judged guilty or liable within
the last five (5) years.
6.0 ACKNOWLEDGEMENT OF INSURANCE REQUIREMENTS
If selected, Qvadrant will provide the minimum insurance coverage and indemnificaƟon noted in Exhibits E and
F, respecƟvely, of the City’s Agreement for Contract Services. See AƩached.
7.0 NON-COLLUSION AFFIDAVIT SEE ATTACHED
8.0 ACKNOWLEDGEMENT OF ADDENDA SEE ATTACHED
Page | 28
Page | 29
Page | 30
Page | 31
APPENDIX A
Page | 32
Page | 33
Page | 34
Page | 35
Page | 36
Page | 37
Page | 38
Page | 39
Page | 40
Page | 41
Page | 42
Page | 43
Page | 44
Page | 45
Page | 46
APPENDIX B
Page | 47
Page | 48
Page | 49
Page | 50
Page | 51
Page | 52
Page | 53
Page | 54