Linking Agreement with DCS Contracting, Inc.
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1 10/05/2023 LINKING AGREEMENT BETWEEN THE CITY OF GLENDALE, ARIZONA AND DCS CONTRACTING, INC. This Linking Agreement (“Agreement”) is entered into as of this day of , 2024, between the City of Glendale, an Arizona municipal corporation (“City”), and DCS Contracting, Inc., an Arizona corporation, authorized to do business in Arizona (“Contractor”), collectively, the “Parties.” RECITALS A. On June 28, 2023, Pinal County, a member of the S.A.V.E Cooperative Purchasing Agreement, entered into a contract with Contractor to purchase the goods and services described in JOC Civil Construction Services Contract 233828ROQ (“Cooperative Agreement”), which is attached hereto as Exhibit A. The Cooperative Agreement allows its cooperative use by other governmental agencies, including the City. B. Section 2-149 of the City’s Procurement Code permits the Materials Manager to procure goods and services by participating with other governmental units in cooperative purchasing agreements when the best interests of the City would be served. C. Section 2-149 also provides that the Materials Manager may enter into such cooperative agreements without meeting the formal or informal solicitation and bid requirements of Glendale City Code Sections 2-145 and 2-146. D. The City wishes to contract with Contractor for supplies or services identical to those being provided to other units of government under the Cooperative Agreement. Contractor consents to the City’s cooperative use of the terms and conditions of the Cooperative Agreement, and agrees to provide the supplies and services set forth in the Statement of Work appended hereto as Exhibit B. AGREEMENT NOW, THEREFORE, in consideration of the foregoing recitals, which are incorporated by reference, and the covenants and promises contained in this Linking Agreement, the parties agree as follows: 1. Term of Agreement. A. As provided in the Cooperative Agreement, purchases can be made by governmental entities from the date of award, which was June 28, 2023, until the date the contract terminates on June 27, 2024, unless the term is extended by mutual agreement of the parties to the Cooperative Agreement. The Cooperative Agreement, however, may not be extended beyond June 27, 2028. The initial period of this Agreement is the period from the Effective Date of this Agreement until June 27, 2024. B. The City may extend the term of this Agreement for three (3) one (1) year terms if the Cooperative Agreement is likewise extended and the City gives the Contractor notice that it is exercising its option to extend this Agreement 30 days prior to the anniversary of the Effective Date. Glendale extensions are not automatic and shall only occur if the City affirmatively exercises its right to extend this Agreement. 2 10/05/2023 2. Scope of Work; Terms, Conditions, and Specifications. A. Contractor shall provide City the supplies and/or services identified in the Scope of Work attached as Exhibit B. B. Contractor agrees to comply with all the terms, conditions and specifications of the Cooperative Purchasing Agreement. Such terms, conditions and specifications are specifically incorporated into and are an enforceable part of this Agreement. 3. Compensation. A. City shall pay Contractor compensation at the same rate and on the same schedule as provided in the Cooperative Purchasing Agreement, which is attached hereto as Exhibit C. B. The total purchase price for the supplies and/or services purchased under this Agreement shall not exceed dollars ($ ) annually or two million dollars ($2,000,000) for the entire term of the Agreement (initial term plus any extensions). 4. Cancellation. This Agreement may be cancelled pursuant to A.R.S. § 38-511. 5. Non-discrimination. Contractor must not discriminate against any employee or applicant for employment on the basis of race, color, religion, sex, national origin, age, marital status, sexual orientation, gender identity or expression, genetic characteristics, familial status, U.S. military veteran status or any disability. Contractor will require any Sub-contractor to be bound to the same requirements as stated within this section. Contractor, and on behalf of any subcontractors, warrants compliance with this section. 6. Insurance Certificate. A certificate of insurance applying to this Agreement must be provided to the City prior to the Effective Date. 7. E-verify. Contractor complies with A.R.S. § 23-214 and agrees to comply with the requirements of A.R.S. § 41-4401. 8. No Boycott of Israel. To the extent A.R.S § 35-393 through § 35-393.03 are applicable, the parties hereby certify that they are not currently engaged in, and agree for the duration of the Agreement to not engage in, a boycott of goods or services from Israel, as that term is defined in A.R.S § 35-393. 9. Uyghur Forced Labor Prevention Act (UFLPA). Contractor certifies that it does not currently, and during the term of this Agreement, will not use: a. the forced labor of ethnic Uyghurs in the People’s Republic of China; b. any goods or services produced by the forced labor of ethnic Uyghurs in the People’s Republic of China; and c. any contractors, subcontractors or suppliers that use the forced labor or any goods or services produced by the forced labor of ethnic Uyghurs in the People’s Republic of China. LINKING AGREEMENT BETWEEN THE CITY OF GLENDALE, ARIZONA AND DCS CONTRACTING, INC. EXHIBIT A JOC CIVIL CONSTRUCTION SERVICES CONTRACT 233828ROQ Contract #233828ROQ Exhibit A Scope of Work (SOW) The Contractor shall adhere to the following minimum specifications, performance requirements and all terms and conditions within this contract. 1. GENERAL REQUIREMENTS The County maintains and constructs a network of civil infrastructure. The infrastructure includes, but is not limited to, paved streets, dirt roads, guardrails, parking areas, sidewalks, handicap ramps, curbs, gutters, trails, multi-use paths, park improvements, public utility infrastructure, bridges, culverts and basins. This Job Order Contract (JOC) will be focused on the maintenance repair and construction of such civil work within the public right of way. Work assignments may include but are not limited to, and the successful contractors shall have experience, knowledge and ability to accomplish the following tasks: 1.1 Obtain all necessary permits required to complete the job order assignment including, but not limited to; haul route, stockpile, SWPPP, dust control, traffic control plans, etc. 1.2 Placing asphalt pavements including full depth sections, overlays, patches and repairs. 1.3 Pavement maintenance and rehabilitation including, but not limited to; crack sealing and joint sealing, crack routing and large crack repair, applying various types of surface treatments including fog seal, scrub seal, slurry seal, chip seal, other asphalt rejuvenation methods, milling and/or roadway profiling, saw cutting and removing both asphalt and concrete pavements. 1.4 Subgrade preparation including compacting native soil, placing and compacting ABC, millings, soil stabilization and grading. 1.5 Earthwork: site rough and finishing grade. 1.6 Stamped, painted and thermoplastic decorative asphalt and concrete. 1.7 Replacing, removing, retro-fitting and/or placing concrete pavements including curb and gutter, driveways, roadways, handicap ramps, sidewalks, culverts, boxes, hard scape features and brick pavers. 1.8 Replacing, removing, retrofitting and/or placing ADA accessible features including handicap ramps and other improvements to meet ADA requirements. 1.9 Preparing traffic control plans, providing traffic set-up in accordance with the approved traffic control plans and barricading work areas. 1.10 Concrete, asphalt, granite or natural materials bikeways and/or multi-use paths. 1.11 Maintaining shoulders including grading, placement of surface treatment and sealing. Contract #233828ROQ 1.12 Flood Control construction, maintenance and repair items including, but not limited to, bridges, culverts, channels, basins, grading, erosion control, vegetation and sediment removal and concrete structures. 1.13 Fabricating, installing, removing, maintaining and surveying traffic control devices listed in the current edition of the Manual on Uniform Traffic Control Devices for Streets and Highways (MUTCD, Federal Highway Administration) and the current edition of the Arizona Supplement to the MUTCD (Arizona Department of Transportation). To include, but not limited to, signing and striping including, survey of existing striping and signage, providing and installing project signs, obliteration of striping, layout and installing striping, symbols, raised pavement markers and signage, traffic control signal systems including traffic signals and equipment, traffic loop detection, vaults, controllers and wringing lights and signs. 2. PROJECT INFORMATION 2.1 The successful JOC contractors will have documented established successful work relationships with various qualified subcontractors and knowledge of JOC project delivery methods. The specific work associated with each job order assignment shall be mutually agreed upon and issued by the County. 2.2 For any project determined by the County to be appropriate for this Job Order Contract, the County will request that the contractor prepare a scope of work, cost proposal, project schedule and back-up supporting documentation. If acceptable, the County will issue a Job Order Purchase Order, which will specify the cost and completion schedule for that project as agreed by the parties. Although the County anticipates that the JOC contractor will be issued work, the contractor is neither guaranteed a minimum amount of work nor any jobs at all. The county reserves the right and will issue job order assignments based on the ability of the contractor to meet the County’s work schedule and the availability of trades and expertise in relation to each project. 2.3 All construction shall conform to the latest version of the Uniform Standard Specifications and Details for Public Works Construction published by the Maricopa Association of Governments (MAG), Standard Specifications and Details for road and Bridge Construction published by Arizona Department of Transportation (ADOT), Manual on Uniform Traffic Control Devices (MUTCD) published by Federal Highway Administration (FHWA), and the construction documents (plans and specifications) associated with each Job Order assignment. 3. WORK AUTHORIZATION Any Work required under this Contract shall be authorized by issuances of a formal, written Job Order Purchas Order as follows: 3.1 As the need exists (as determined by the County) for performance under the terms of this Contract, the County will notify the Contractor of an existing requirement. 3.2 Upon the receipt of this notification, Contractor shall respond within two (2) working days, or as otherwise agreed, by: 3.2.1 Visiting the proposed site in the company of County staff, or; Contract #233828ROQ 3.2.2 Establishing contact with the County to further define the scope of the requirement. 3.3 After mutual agreement on the scope of the individual requirement, Contractor shall then prepare a proposal for accomplishment of the tasks unless Contractor, in its sole discretion, elects not to undertake the Work. If the Work is declined, Contractor will so notify the County in a timely manner. 3.4 The price matrix shall serve as the basis for establishing the value of the Work to be performed. 3.5 Contractor’s complete proposal shall be submitted within ten (10) working days unless otherwise agreed. 3.6 Upon receipt of the Contractor’s proposal, the County will review the proposal for completeness and will reach agreement with the Contractor on pricing, schedule and all other terms, prior to issuance of a Job Order Purchase Order. 3.7 In the event the County does not issue a Job Order Purchase Order after receipt of the Contractor’s proposal, the County is not obligated to reimburse the Contractor for any costs incurred in the preparation of the proposal. 4. SCHEDULING OF WORK 4.1 For each Job Order Purchase Order, the County will issue a Notice to Proceed. The first day of performance under a Job Order shall be the effective date of the Notice to Proceed. Any preliminary work started or material ordered or purchased before receipt of the Notice to Proceed shall be at the risk and expense of the Contractor. Contractor shall diligently prosecute the Work to completion within the time set forth in the Job Order Purchase Order. The period of performance includes allowances for mobilization, holidays, weekend days, normal inclement weather and cleanup. Therefore, claims for delay based on these elements will not be allowed. When Contractor considers the Work complete and ready for its intended use, Contractor shall request the County inspect the Work to determine the status of completion. A minimum of 30 days prior to Final Completion the Contractor, in conjunction with the County, shall prepare a comprehensive list of Punch list items, which the County may edit and supplement. The Contractor shall proceed promptly to complete and correct the Punch list items. Failure to include an item on the Punch list does not alter the responsibility of the Contractor to complete all Work in accordance with the Contract Documents. Items on the Punch list must be completed or corrected prior to final payment for the Job Order. Contractor shall proceed promptly to complete and correct items on the list. Two year warranties required by the Contract documents shall not commence until the date of Final Completion unless otherwise provided in the Contract. 4.2 Job placement of materials and equipment shall be made with a minimum of interference to County operations and personnel. 4.3 Contractor shall take all precautions to ensure that no damage will result from its operations to private or public property. All damages shall be repaired or replaced by Contractor at no cost to the Owner or the County. Contract #233828ROQ 4.4 Contractor shall be responsible for providing all necessary traffic control, such as street blockages, traffic cones, flagmen, etc., as required for each Job Order Purchase Order. Proposed traffic control methods shall be submitted to the County for prior approval. 5. QUALITY ASSURANCE/QUALITY CONTROL PROGRAM 5.1 Contractor shall submit, for County approval, a Quality Assurance/Quality Control Plan within fifteen (15) calendar days after issuance of the initial Job Order. This plan should address all aspects of quality control including responsibility for surveillance of work, documentation, trend analysis, corrective action and interface with County inspectors. 6. DESIGN 6.1 In accordance with the provisions of ARS §34-602 & 603, the County may elect to contract separately with one or more Design Professionals to provide architectural or engineering design of the Project. In rare instances the County may require the Contractor to contract with a Design Professional for architectural or engineering design of a Project. 6.2 Whether the County or the Contractor contracts with the Design Professional, it is expected that some or all of the following services will be provided during the performance of the work: 6.2.1 The Design Professional will provide administration of the Work. The County and Contractor will endeavor to communicate through the Design Professional. Communications by and with the Design Professionals’ consultants will be through the Design Professional. 6.2.2 The Design Professional will visit the Site at intervals appropriate to the state of construction to become generally familiar with the progress and quality of the completed Work and to determine in general if the Work is being performed in accordance with the contract documents. The Design Professional will keep the County informed of progress of the Work and will endeavor to guard the County against defects and deficiencies in the Work. 6.2.3 Upon the Contractor’s submittals, the Design Professional will review and approve or take other appropriate action on submittals as Shop Drawings, Product Data and Samples. 6.2.4 All drawings produced for projects under this Contract are the property of the County and are owned in whole by the County for any and all future use and consideration. 7. PROJECT AS-BUILTS 7.1 An individual Job Order’s scale, complexity and proximity to agency right-of-ways will determine the specific as-built requirements for each individual project. The Contractor shall assume that they must satisfy the as- built requirements of the County as the permitting agency project owner unless otherwise determined by the County at the time of the job order award that project as-builts will not be required. Contract #233828ROQ 7.2 To satisfy the requirements of Pinal County as the permitting agency, the Contractor shall retain the services of an Arizona Registered Land Surveyor to as-built the constructed conditions of all grading, drainage, hardscape and underground utility civil improvements. 7.3 To satisfy the requirements of the County as the owner, the Contractor shall prepare industry standard redline as-built drawings on a clean print of the construction documents or relevant shop drawing. As-built plans shall show all differences between design and actual construction and shall include differences in lengths, widths, heights, locations, alignments, elevations, slopes, shapes, quantities, materials, etc. wherever construction differs from design by more than the allowed tolerance or where there are differences in materials, color, consistency etc. The Contractor shall submit the as-built documents to the Job Order project manager for review, correction and approval sufficiently in advance of Final Completion. 8. UTILITY COMPANY COORDINATION 8.1 Unless specifically excluded by the individual Job Order, the Contractor will be responsible for coordinating with utility design work for permanent service to the project and will ensure that the Work takes place in a timely manner and does not impact the project schedule. Any utility design fees for permanent services to a project will be paid by the County. 9. TEMPORARY SANITATION FACILITIES 9.1 The Contractor shall provide ample toilet faculties with proper enclosures for the use of workmen employed on the work site. Toilet facilities shall be installed and maintained in conformity with all applicable state and local laws, codes, regulations and ordinances. They shall be properly lit and ventilated and kept clean at all times. 9.2 Adequate and satisfactory drinking water shall be provided at all times and under no circumstances and under no conditions will the use of common cups be permitted. The Contractor must supply sanitary drinking cups for the benefit of all employees. 10. DUST CONTROL AND WATER 10.1 The dust control measures shall be used in accordance with the requirements of the Pinal County Air Quality Control District Code of Regulations. Water or other approved dust palliative shall be applied in sufficient quantities during all phases of construction involving open earthwork to prevent unnecessary discharge of dust and dirt into the air. The Contractor shall be responsible for compliance with these regulations. A Notice to Proceed will not be issued until the County has received a copy of the Contractor’s Dust Control Permit and Plan. 10.2 The Contractor shall be required to obtain the necessary permit and all pertinent information from the Pinal County Air Quality Department in person at 85 N. Florence St. Florence, AZ 85132; online at https://www.pinal.gov/305/Air-Quality or by phone at 520-866-6929. Contract #233828ROQ 10.3 The Contractor shall keep suitable equipment on hand at the job site for maintaining dust control on the project streets and shall employ sufficient labor, materials and equipment for that purpose at all times during the project to the satisfaction of the County. 10.4 Watering shall conform to the provisions of Section 225 of the MAG Standard Specifications. The cost of watering will be included in the price bid for the construction operation to which such watering is incidental or appurtenant. 11. WORK BY OWNER 11.1 The County reserves the right to undertake or award Contracts for the performance of the same or similar type work contemplated herein, and to do so will not breach or otherwise violate the contract. 12.00% 12.00% 12.00% 12.00% 12.00% 1.44% 1.44% 1.44% 1.16% 1.16% 0.25% 0.25% 0.25% 0.25% 0.25% 13.69% 13.69% 13.69% 13.41% 13.41% 16% 16% 16% 16% 16% Attachment B-6 Pricing Matrix Labor Burden Multiplier % (on employee's base hourly wage rate) $1,000,001 to $2,000,000 $1.00 to $50,000 $50,001 to $200,000 $200,001 to $500,000 $500,001 to $1,000,000 Indirect Cost of the Work Job Order Contractor's Fee (G&A and Profit) Payment and Performance Bonds Insurance Total Indirect Cost % Solicitation Attachment B-4/Contract Exhibit C Supplier Contact Information JOC Civil Construction Services #233828ROQ Supplier Name: DCS Contracting, Inc. Street Address (Line 1): 11535 E. Germann Road Street Address (Line 2): City: Chandler State: AZ Zip Code: 85286 Main Office Telephone Number: 480.732.9238 Alternate Number: 602.770.2042 Website: www.dcscontracting.com Contacts: Direct questions regarding solicitation proposal to: Name / Title: Becky Hornack, Marketing Manager Role/Responsibilities: proposals, marketing Telephone Number: 480.248.0064 Alternate Number: 480.732.9238 x129 E-mail Address: becky.hornack@dcscontracting.com If awarded, direct Sales questions to: Name / Title: Dave Banbury, Business Development Manager Role/Responsibilities: client relations Telephone Number: 480.486.0635 Alternate Number: 480.732.9238 x125 E-mail Address: dave.banbury@dcscontracting.com If awarded, direct Contract and Renewal questions to: Name / Title: Matthew Byrne, Chief Estimator Role/Responsibilities: VP, estimating Telephone Number: 602.770.2042 Alternate Number: 480.732.9238 x202 E-mail Address: matthew.byrne@dcscontracting.com If awarded, direct Accounting questions to: Name / Title: Liz Miller, Accounting Manager Role/Responsibilities: accounting Telephone Number: 480.732.9238 x117 Alternate Number: 480.732.9238 x.117 E-mail Address: liz.miller@dcscontracting.com 233828ROQ JOC Civil Construction Services Questionnaire – 233828ROQ Attachment B-5 Questionnaire (Q-58IM) 1.1 Question Set - Capacity of the Offeror / Qualifications and Experience of Contractor 1.1.1 Provide a general description of all services provided by the Contractor or team that is proposing to provide JOC services. Indicate all services provided by each team member. Include information for any specific subcontractor to be utilized for all work of a certain type. “Located in Chandler, Arizona, DCS Contracting, Inc. (DCS) is a general contractor specializing in heavy civil construction. Established in 1994, DCS has continuously contributed to civil improvement and development projects throughout the Valley by producing quality projects safely, on-time, and within budget. As a general contractor who self-performs 75% of our projects and with 150+ specialized pieces of equipment, DCS understands the big picture goals of any project and knows the small details that make projects successful, starting in pre- construction through construction. Having a JOC team with a strong background in civil construction and prior experience with the Pinal County allows for streamlined job order execution. DCS is known for quality work and building long-lasting partnerships. We also pride ourselves on being team players and strong facilitators with project owners, engineers, utility owners, stakeholders, and the general public. JOC Director MARTY MONSEGUR will lead the JOC team to complete site investigation, utility potholing, design review comments, utility owner coordination, scoping meetings, cost model preparations, and final negotiations. Marty also oversees all operational activities including project planning, field management, and scheduling to ensure sufficient resources are available to fulfill our contractual obligations. Project Manager EUGENE HERNANDEZ will lead a unified approach on all job orders coordinating with the County, engineer, and stakeholders. He will also oversee all construction activities to meet the schedule and budget while ensuring quality and safety; maintain CPM schedule, conduct progress meeting with subcontractors as well as weekly project meetings with the County and stakeholders; assist in constructability reviews, scope development, value engineering, and project phasing prior to construction; and, participate in partnering meetings with the County, utility owners, and stakeholders. Project Superintendent BRIAN JACKSON will manage daily coordination and oversight of DCS self-perform crews and subcontractors/suppliers, quality and site safety, and assurance that project goals and schedule are met; assist in constructability reviews scope development, value engineering, and project phasing prior to construction; and, communication and coordination with County and impacted stakeholders during construction. Brian oversees all subcontractors and our self-perform crews, which include 6 grading/paving, 7 concrete, and 6 underground utilities. Chief Estimator MATTHEW BYRNE will prepare and develop cost models, project phasing, build sequences, and value engineering proposals; lead the estimating team to complete quantity takeoffs, subcontractors/suppliers solicitation and award, constructability/design reviews, and cost model; and participate in partnering meetings with the County, utility owners, and other stakeholders. Safety Manager CAROLYN BUTLER will schedule and conducts weekly safety meeting with all construction staff and subcontractors, performs safety inspections, and enforces compliance to industry standards. Prior to any construction, Carolyn will review the scopes of work and propose safety improvements for all construction and County personnel. Quality Control Manager JOSH HALVORSON will conduct regular quality inspections at jobsites with DCS crews and subcontractors to identify potential issues and ensure compliance with project plans and specifications. SUBCONTRACTORS: At this time DCS is not including any specific subcontractors on our team.” 1.1.2 Describe the Contractor’s management and organizational abilities. “As we have proven on past projects with Pinal County, DCS team understands collaborative delivery and how to be a team player to enhance our value during the project. JOC Director Marty Monsegur and Chief Estimator Matthew Byrne will "sit at the table" with the County to provide collaboration and real-time feedback for innovation and creativity while being mindful of the budget. They will always consider accessibility for future maintenance when developing alternative strategies. During construction, Project Manager Eugene Hernandez will ensure that our commitments are maintained while providing on-time reporting and recordkeeping to meet the County requirements. Project Superintendent Brian Jackson will lead our self-perform crews to ensure work planning is executed in a safe manner with the highest quality. Eugene and Brian will ensure that our subcontractors will behave and perform with the same commitments as DCS.” 1.1.3 List the Arizona professional and contractor license(s) held by the Contractor. Provide the license number and explain if held by an individual or the Contractor. “DCS holds the following licenses with the Arizona Registrar of Contractors: AZ License #110612 A, General Engineering (Exp. 11/30/2023) and AZ License #110396 B-4, General Residential Engineering (Exp. 10/31/2023), both held by co-owner, Wade Standifird.” 1.1.4 Provide project information where the Contractor provided construction services similar to those listed in Section 1 of the Scope of Work. Identify key personnel involvement in projects. The County may take into consideration the number of Job Order Contracts a company has, the resource investment of the Contractor in current County work, and the amount of previous work recently performed for the County as part of the selection process. “BROOKFIELD TRANSPORTATION CONSTRUCTION SERVICES JOC - BLOSSOM ROCK TRAIL ROADWAY; DCS was awarded a job order contract for transportation construction services for Brookfield Properties for new roadways, minor and major street maintenance, repairs, and re- construction for the Superstition Vistas master-planned community. One of the job orders under this contract included Blossom Rock Trail Roadway which consisted of building a 4,000 LF section of roadway that ties into the future Ray Avenue to future parcels in this development. This project included 4,000 LF of 12" ductile water line, 735 LF of 15" RGRCP storm drain and 27,000 SY of new pavement including curbs, sidewalks, ADA sidewalk ramps, and catch basins for drainage. Scope of work also included installation of 34 street lights along roadway. KEY PERSONNEL: Marty Monsegur, JOC Director; Matthew Byrne, Chief Estimator; Eugene Hernandez, Project Manager; DCS SERVICES PROVIDED: Pavement/Maintenance, ADA Improvements, Utility Coordination, Concrete Curb/ Sidewalk, Traffic Control, Underground Utilities, Tie-In to Existing Roadways, Landscaping, and Subcontractor Management; DCS VALUE ADD: Due to volatility of market and long lead times for construction materials, DCS executed an early procurement of the ductile iron water line and reinforced concrete storm drain pipe for this JOC. 2. NOVUS UTILITY CONSTRUCTION SERVICES JOC; Novus Innovation Corridor is a mixed-use development project that consists of approximately 8 million SF of low to high rise office space, multi-family development, hotels, and retail space. This contract with Catellus Development Corp./Arizona State University included the infrastructure and reconstruction and pavement maintenance of this development located adjacent to the ASU Tempe campus. Work consisted of .6 miles of roadway reconstruction in addition to .5 miles of new roadway improvements, which includes wet/dry utilities, landscaping, and street lights. Our extensive pre-construction planning and stakeholder coordination allowed for a streamlined construction phase with no delays due to utility conflicts. We also provided minimal disruption to stakeholders while maintaining access to campus. KEY PERSONNEL: Marty Monsegur, JOC Director; Matthew Byrne, Chief Estimator; DCS SERVICES PROVIDED: Grading/Paving, Curb Gutter, ADA Improvements, Underground Utilities, Concrete Curb/Sidewalk, Traffic Control, Improvements to Existing Street and Infrastructure and New Streets, Landscaping, and Subcontractor Management; DCS VALUE ADD: Our team provided pre-construction field investigation of existing utilities and site conditions that were critical to the design of the water main replacement. By analyzing the existing water system, we were able to prepare a project build sequence that maintained the old water main until construction was complete. 3. VERRADO HERITAGE DISTRICT REMEDIATION ON-CALL; This on- call contract consisted with DMB Associates included a wide array of new construction and rehabilitation of existing civil improvements. Scopes and size of work orders ranged from $500K to $1M+ and included grading/paving, concrete, water, sewer, storm drain, street lights, landscaping and other work considered incidental to civil construction. The two major work orders under this contract were: (1) Main Street District Repairs: rehabilitated pavement, subgrade and concrete curbs, sidewalks, and driveways within the Verrado residential neighborhood. DCS completed field investigations to identify the cause of the roadway failure and propose methods for repair and remediation. (2) Granite Ridge Sewer Rehabilitation: removed and replaced an existing 8" sewer main and 24" storm drain. DCS worked with EPCOR to complete work during low flows to avoid sewage bypass pumping by use of vacuum trucks to reduce construction cost. Our team managed all aspects of construction from design to completion; KEY PERSONNEL: Marty Monsegur, On-Call Director; Matthew Byrne, Chief Estimator; DCS SERVICES PROVIDED: Pavement Maintenance, Earthwork, ADA Improvements, Concrete Curb/Sidewalk, Traffic Control, Utility Coordination, Landscaping, Reconstruction of Existing Roadways, and Subcontractor Management; DCS VALUE ADD: DCS oversaw field investigations to identify the cause of the roadway failure and propose methods for repair and remediation. The most effective method was determined by completing a test section within the neighborhood. As part of this process, we painted and documented all areas in need of repair to provide the owner with a unit price cost estimate. 4. ELLSWORTH ROAD EMERGENCY REPAIR; DCS was contacted by the Town of Queen Creek to perform an emergency repair of a water line leak and roadway settlement on Ellsworth Road just south of Cloud Road. Our team promptly mobilized to the location that same day to assess the situation and setup traffic control to restrict the area of settlement. Working with Town representatives, DCS completed the field investigations, located the source of the water leak, and established the limits of the roadway failure. Our crews worked quickly to repair the water leak and removed 450 cubic yards of saturated subgrade, reconstructed the roadway with 385 tons of aggregate base course (ABC), and placed 360 tons of asphalt. KEY PERSONNEL: Marty Monsegur, Project Director; Matthew Byrne, Chief Estimator; Eugene Hernandez, Project Manager; DCS SERVICES PROVIDED: Underground Utilities, Earthwork, Concrete Curb/Sidewalk, Traffic Control, Utility Coordination, Landscaping, Reconstruction of Existing Roadways, and Subcontractor Management; DCS VALUE ADD: Due to DCS' past experience with the Town and availability, DCS was able to quickly mobilize the day of the request to begin assessment of the pipeline failure to provide solution to remedy the roadway. We will provide this same turn-key service to Pinal County under this JOC. 5. MERIDAN ROAD IMPROVEMENTS: GERMANN RD. TO STATE ROUTE 24; DCS constructed a new, 1½ miles of arterial roadway with drainage improvements to provide one travel lane in each direction as well as a two way left turn lane on Meridian Road between Germann Road and the new State Route 24 for Pinal County. Germann Road was widened on the north side of the roadway to accommodate westbound and eastbound left turn lanes. Pecos Road was reconstructed for 200' to connect into the Meridian Road improvements. This project also included the micro-seal and restriping of 400' and 760' of Germann Road and Pecos Road respectively to accommodate lane transitions. DCS built an earthen channel and 2 box culverts to convey runoff generated east of the project to an existing channel. Additional drainage improvements included numerous culvert arrays to convey regional drainage through the project site. A new 12" water main and 24" sewer main will also be installed through the length of the project. We also installed two new traffic signals at the intersection of Germann and Pecos Roads; KEY PERSONNEL: Marty Monsegur, Project Director; Matthew Byrne, Chief Estimator; Eugene Hernandez, Project Manager, Brian Jackson, Project Superintendent; DCS SERVICES PROVIDED: Underground Utilities, Earthwork, Concrete Curb/Sidewalk, Traffic Control, Utility Coordination, Landscaping, Reconstruction of Existing Roadways, and Subcontractor Management; DCS VALUE ADD: Our crews successfully installed more than 4 miles of large diameter sewer, water, and storm drains within a 4-month timeframe. Our team brings the familiarity and first-hand experience of working in this area bordering Pinal County. This knowledge will be brought forward to streamline productivity and resources.” 1.2 Qualifications and Experience of Key Personnel 1.2.1 Identify and list the qualifications and experience of the key people who will be responsible for performing the work under the resulting contract. “The proposed DCS key team was selected based on their individual project successes, collective work on similar scopes of work, past experience with the County, and availability. Together, our team possesses 64 years of heavy civil construction experience and we are confident that the County's goals will be met with these individuals. Project Manager EUGENE HERNANDEZ has 24 years of extensive roadway, civil, and sitework construction experience including projects near the County limits such as Meridian Road Improvements: Germann Road to State Route 24 for Pinal County completed in August 2022 with Brian and Matthew. As such, he is well-acquainted with the area infrastructure and has established relationships with County personnel, utility owners, and adjacent entities. Eugene will leverage this knowledge to maximize the budget and schedule while achieving the desired goals for each job order. Eugene is also personally invested in executing work and will be mindful of quality workmanship, public safety, and cost. TRAINING: OSHA and Competent Person 10-Hr Training, Excavation & Confined Space Training, ADOT-AGC Erosion Control Coordinator Course, and Maricopa 310 Dust Control Certification. Project Superintendent BRIAN JACKSON is a detail-oriented and collaborative leader who understands the importance of delivering each job order with the highest quality and in the safest manner. He has steadily advanced his career in the field starting as an operator, then grading foreman, and now project superintendent. Brian is skilled on reading and building projects per plans and specifications to ensure owner satisfaction. With 23 years of construction experience, Brian has extensive heavy civil experience within or near the county limits including Meridian Road Improvements: Germann Road to State Route 24 for Pinal County completed in August 2022 with Eugene and Matthew. TRAINING: OSHA and Competent Person 10-Hr Training, Excavation & Confined Space Training, Maricopa 310 Dust Control Certification, and eRail Contractor Safety Orientation. Chief Estimator MATTHEW BYRNE is well-versed in estimating of JOCs of all scopes and sizes. He will work jointly with Eugene, Brian, County representatives, and stakeholders in developing the conceptual estimating and cost analysis efforts as well as supervision of quantity take-offs, pricing analysis, and subcontractors/suppliers participation. With 17 years of construction experience, Matthew has extensive estimating experience including for the Meridian Road Improvements: Germann Road to State Route 24 for Pinal County with Eugene and Brian. Matthew's prior field experience gives him a high level of expertise with a keen eye for value engineering and thinking outside the box to achieve project goals. His specialty is evaluating different alternates to give the project team the information required to make the best-informed decisions. EDUCATION/TRAINING: B.S., Business Management, Arizona State University, OSHA and Competent Person 10-Hr Training, Maricopa 310 Dust Control Certification, and eRail Contractor Safety Orientation.” 1.2.2 Discuss key personnel and their perspective and experience on partnering, quality control, project scheduling, claims, dispute resolution, changes in Scope of Work, construction safety, value engineering, balancing workloads and ways to reduce costs to the County. “PARTNERING. In order to achieve a true partnership on a project, DCS focuses on maintaining clear communication and trust with our owners and project stakeholders. Project Manager Eugene Hernandez and Chief Estimator Matthew Byrne will meet with the County to provide a collaborative and real-time feedback approach to work while being mindful of the budget. Over the past 29 years, DCS has established an 82% rate of repeat clients which we attributed to our approach of mutual trust and respect. The key to successfully partnering with owners and stakeholders includes establishing expectations and open lines of communication. QUALITY CONTROL. Quality work starts with quality workers. This is why we continuously train and educate our team members - from project managers to laborers - on the latest ADA, municipal, state, safety, and Arizona 811 construction standards, specifications, and requirements. This instructing ensures we provide team members with the tools to complete our projects to the highest standards. In addition, our full-time Quality Manager Josh Halvorson works with our Project Superintendent Brian Jackson and the rest of the team to implement our 3-tier quality control plan to ensure quality standards are met. This plan includes: (1) SUBCONTRACTOR/SUPPLIER SELECTION: Select qualified subcontractors and suppliers that have repeatedly delivered on performance, quality, and safety; (2) EXPERIENCED EMPLOYEES: Provide continuous education on industry, federal, state, and municipal standards to effectively ensure quality work; and (3) CHECKS & BALANCES: Perform daily on-site quality checks and quickly escalate any issues until it is 100% resolved. PROJECT SCHEDULING. The initial schedule is adapted with input from our team as well as the County, stakeholders, and subcontractors. The team's input certifies we are establishing a realistic and achievable schedule. The final schedule is then incorporated into the job order agreements with our subcontractors and suppliers to hold them accountable and secure their obligations. Once construction begins, Project Manager Eugene Hernandez conducts progress meetings with the County and stakeholders to discuss the 3-week project look ahead and make adjustments to manpower, equipment, and subcontractors required to maintain the schedule. The CPM schedule is then updated and distributed to the team, subcontractors, suppliers, and the County. CLAIMS/DISPUTE RESOLUTION. It is DCS' culture to resolve any issue before it becomes a dispute. Early issue discovery is an on-going process and must be addressed quickly. Project Superintendent Brian Jackson will be the first point-of-contact to address a problem. If the problem is not resolved at the superintendent level within 3-5 business days, it will be escalated to the Project Manager Eugene Hernandez. DCS has had 99% of all issues resolved at the project manager level or earlier. In the rare case, if a dispute not resolved at this level, it will escalate to DCS management. CHANGES IN SCOPE OF WORK. It is not uncommon during a job order contract that an owner adds scope to address any constraints. As a general contractor who self-performs grading/paving, concrete, and underground utilities, DCS has the means to vast resources and equipment to provide a turn-key approach for all civil construction needs. This is why we believe that an extensive schedule of values with assigned unit prices is important for every project. Therefore, when a circumstance arises where a change in the scope is encountered, Project Manager Eugene Hernandez will notify the County immediately and will look at the values with assigned unit prices and move forward to compare and agree upon a new fair and equitable price. CONSTRUCTION SAFETY. Our safety culture is reflected in our company's initials: Don't Compromise Safety! We encourage our employees to create a strong safety culture. Our belief is that zero safety incidents is a realistic goal and one we strive to achieve on every project. Our full-time Safety Manager Carolyn Butler oversees our health and safety program which includes developing site-specific safety plans, training of employees/subcontractors, inspection, monitoring, and audits of jobsites. The DCS Safety and Health Policy is reviewed annually to ensure we are in compliance with federal, state, county and local requirements. Other aspects of our safety program include: New Employee Orientation, In- House Safety Training: OSHA 10 Hour, Fall Protection, Confined Space, Competent Person, Excavation/Shoring, Weekly Tailgate Safety Meetings, Job Hazard Analysis, Safety Audits, and DCS Safety Committee. Overseen by Project Superintendent Brian Jackson, DCS provides a Job Hazard Analysis (JHA) for every construction activity along with Work Plans so we can eliminate any conflicts or issues. The JHA Daily Refresher meetings are conducted every morning to mitigate any risks and ensure work is performed in a safe, quality-focused, and productive manner. VALUE ENGINEERING. DCS will carefully identify scope exclusions and assumptions and identify value engineering options, which will be reviewed by the County and the design engineer to ensure goals are met. As the plans progress and we approach a GMP, the exclusions/assumptions will be mitigated and included in the line-item scope of work or further identified a contingency items. BALANCING WORKLOADS. DCS maintains a master project backlog schedule by crew and project to assist in resource allocation and workload for all our current and upcoming projects. This master backlog schedule is updated weekly and reviewed with all DCS project managers and project superintendents. This level of organization allows us to see which of our crews and projects have "float" and how we can maximize utilization of resources. This benefits the County since we have crews readily available to complete work as needed and have the backlog to keep our crews working in between each job order. WAYS TO REDUCE COSTS TO THE COUNTY. Since DCS is a general contractor that self-performs grading/paving, concrete, and underground utility work, we will complete a majority of job orders thus avoiding subcontracting work and double mark-ups. This also allows us to maximize efficiency by overlapping scopes and sharing resources across different activities. DCS schedules resources for all projects for better management of crews, materials, and equipment. This allows our crews to maximize production while keeping costs competitive for the County.” 1.3 References 1.3.1 Responder shall provide contact information for a minumum of three (3) references who can comment on the company's professional work providing services similar in scope to those required by Pinal County. Provide name, title, phone, email, physical address and number of years working with each reference. “CELESTE GARZA, Assistant County Engineer, Pinal County, 520.866.6402, Celeste.Garza@pinal.gov, 85 N. Florence St., Florence, AZ 85132, Years Working with DCS: 2; ARMANDO LOPEZ, CIP Manager, City of Surprise, 623.222.7039, Armando.Lopez@surpriseaz.gov, 16000 N. Civic Center Plaza, Surprise, AZ 85374, Years Working With DCS: 4; MARK IVANICH, Engineering Project Manager, City of Avondale, 623.333.4223, mivanich@avondaleaz.gov, 11465 W. Civic Center Drive, Suite 120, Avondale, AZ 85323, Years Working With DCS: 3; DAVE NILSEN, Vice President of Development, DMB Associates, 480.201.4870, dnilsen@dmbinc.com, 6263 N. Scottsdale Rd., Ste. 330, Scottsdale, AZ 85250, Years Working With DCS: 20.” 2.0 Question Set – Method of Approach 2.0.1 Describe successful processes your company has developed for the JOC process. Provide specific details and methodology to demonstrate why each process was successful. Include a description of the software system(s) successfully used by your company for project estimating, planning, scheduling and managing construction on JOC projects. “Project Manager Eugene Hernandez and our team will develop and execute each job order with the DCS processes and techniques developed over the past 29 years of business. The County can count on working with Eugene during each of the 4-step job order request process detailed in these 4 steps: STEP 1: IDENTIFICATION/PREPARATION. 1a. Review plans and specifications and conduct site visit with County representative, if necessary (job order requests without plans and specifications requires mandatory site visit with County); 1b. Gather site information: photos, measurements, video, etc.; 1c. Develop detailed scope: DCS estimating team completes a detailed take-off utilizing On-Screen Takeoff and AGTEK Earthwork 4D; 1d. Generate a formal Schedule of Values with a Summary of the Scope Inclusions and Exclusions and presented to County for review. STEP 2: PROPOSAL PRESENTED. 2a. Prepare detailed cost estimate and proposal: Cost estimate will include cost breakdown by bid item of all activities including, labor, equipment, materials and subcontractors/suppliers; 2b. Review proposal and begin negotiations; 2c. Develop preliminary schedule; 2d. Submit final job order to the County for approval. STEP 3: EXECUTION. 3a. Finalize project schedule; 3b. Schedule resources (manpower, equipment, suppliers, subcontractors, etc.); 3c. Conduct kick-off meeting with all required County personnel and stakeholders; 3d. Begin/Complete construction of job order; 3e. Communicate with the County through duration. STEP 4: CLOSE-OUT. 4a. Final walk through with the County; 4b. Generate punch list; 4c. Complete punch list items; and 4d. Turnover all documentation. Eugene and Chief Estimator Matthew Byrne will work together during STEPS 1-2 to define the scope and prepare a complete estimate. All estimates include cost breakdown by bid item of all activities including labor, equipment, materials, and subcontractors/suppliers as well as a resource loaded schedule for each job order. STEP 3 is initiated upon proposal approval and begins with a kick-off meeting with Eugene and Project Superintendent Brain Jackson. During construction, Eugene will conduct weekly meetings with County staff, subcontractors, and stakeholders to review project coordination items, 4-week look ahead schedule, public outreach efforts, and schedule updates. STEP 4 includes a final walk with the County and completion of required punch list items. To effectively execute each job orders, DCS utilizes the following software systems: PROJECT ESTIMATING & PLANNING. DCS has implemented multiple processes and software for pre- construction, estimating, and managing projects and business operations to complete projects. Over the years, our team has perfected these processes to make completing CMARs seamless and hassle-free, benefiting our clients. To effectively manage operations from pre-construction to completion, DCS utilizes the following software and processes: Agtek Earthwork 4D: Specializes in calculation mass grading quantities; reports are used to generate cut/fill maps, site balance, and project phasing; InEight Hard Dollar: Provides detailed cost estimates, detailed reporting including crew configuration, planned production, material and subcontractors' resources; Microsoft Project: Develops project schedules including critical path and milestone tracking for each activity; the master schedule is updated weekly and distributed to the project team monthly and/or as needed; On-Screen Take-Off: Delivers fast and accurate quantity and takeoff scopes of work; PM Datasync: Manages and tracks RFIs, subcontractor contracts, submittals, transmittals, purchase orders and contracts, change orders, dispatch, billings, meeting agendas/tasks, and Arizona 811 logs; Sage 300: Provides monthly budget updates and man/equipment hour reports to monitor project cost. SCHEDULING. DCS implements a 2-part approach to scheduling: 1. Build Sequence and CPM Schedule: DCS is a firm believer in tracking all items that may affect the project schedule. Starting with the estimating process, our team integrates the cost model into the CPM schedule to establish the build sequence and critical path schedule. During pre-construction, the schedule is adapted with input from our team as well as our subcontractors. The final project schedule is then incorporated into the contracts with our subcontractors and suppliers to hold them accountable to maintain their obligations per the project schedule. 2. Resource Scheduling: In order to maximize the utilization of DCS and subcontractor resources, all project scheduling goes through our centralized dispatch that is managed in our PM Datasync system by our Dispatch Coordinator. All material orders, equipment deliveries, and subcontractors are logged and requested via PM Datasync which allows us to organize, prioritize and dispatch resources to our field crews. This system allows all project managers, project engineers, superintendents and foreman to see schedule resources via tablets and laptops in real-time. MANAGING CONSTRUCTION. To assist in managing each job order, we use our in-house database system called PM Datasync. This system links all project management tools to one interface allowing for seamless access to RFIs, subcontractor contracts, transmittals, submittals, purchase orders and contracts, meeting agendas/tasks, progress billings, dispatch, Arizona 811 logs, and change orders. While we employ many systems for managing construction, DCS knows it is important to be flexible and committed to the budget, have in-depth knowledge of your systems, and dedicate the resources to meet both large and small projects. Our communication with the County ensures hassle-free operations during construction. Project Manager Eugene Hernandez will provide project and field leadership including weekly progress meetings and reports and daily interactions with inspectors and operations personnel. Eugene and Project Superintendent Brain Jackson use tablets in the field to record material handling and inventory reports, daily logs and photos, drawing and specification updates, RFIs/RFAs, and approved submittal access for construction activities.” 2.0.2 Discuss the key components and advantages of your company’s selection process for subcontractors. Demonstrate your understanding of the County’s requirement that subcontractor selection must be based on qualifications alone or a combination of qualifications and price, not on price alone. Provide a detailed Subcontractor Selection Plan attached in the designated area in Bonfire. “DCS' Subcontractor Selection Plan has been perfected over the years and benefits the County since it ensures the most qualified and capable subcontractors are utilized. DCS maintains a vast database of previously approved and qualified subcontractors and suppliers who have a proven successful history working on heavy civil construction projects to draw from. We also recruit additional qualified firms to continuously enhance our services. All subcontractors and suppliers are required to complete our DCS pre-qualification process that evaluates firms based on state licenses, insurance coverage, bonding capacity, financial stability, recent project experience, current availability, and references. Our plan includes subcontractors who are selected on Qualifications-Only and subcontractors selected based on a Combination of Qualifications and Price. Subcontractors who are selected based on Qualifications-Only are done with approval from the County and situations where a specialty subcontractor is required, availability that would jeopardize project schedule, and it is in the best interest of the project. DCS works closely with our subcontractors on schedules, staffing allocation, and equipment needs to ensure timely completion of all construction activities. We also meet weekly to ensure work is performed with the utmost in safety and quality. Per the County's request, our detailed Subcontractor Selection Plan is attached in the designated area in Bonfire.” 2.0.3 Discuss the Contractor’s intention of self-performance for each Job Order Assignment and indicate percentage of self-performance you intend to provide under this contract. Remember that Pinal County requires a minimum of 51% of work be self-performance. “DCS is fully committed to providing the best services and exceeding the County's expectations for this JOC. DCS is available to start work as soon as the County issues the notice of award. JOC Director Marty Monsegur will manage each job order request and evaluate the requirements with the County and stakeholders. This ensure the job order's goals are achieved and with the appropriate staffing resources. With over 200 employees, 150+ pieces of specialized equipment, and solid subcontractor/supplier relationships, DCS has the resources and means to successfully deliver on this JOC. As a firm that self-performs 75% of its work, we are knowledgeable of the JOC process and the multi-faceted aspects of major and minor civil construction projects including street repairs and maintenance, flood and traffic control, dust abatement, and public utility infrastructures. Our self-perform crews include 6 grading/paving, 7 concrete, and 6 underground utilities. DCS self-performs the following scopes of work and trades: Right-of-Way Construction: Complete intersection reconstruction; Roadway repair and construction; Paving: ABC placement; Asphalt milling; Asphalt overlay; Asphalt patching; Asphalt removal and placement; Subgrade prep; Mass Excavation/Earthwork: AGTEK Earthwork 4D analysis; Import/export to balance site; Parkway grading; Sewer, Water, Storm Drain: Irrigation: PIP, HDPE, RGRCP; Sewer Main: PVC, VCP, DIP; Storm Drain: PVC, CMP, HDPE, RGRCP; Water Main: PVC, DIP; Concrete: Catch basins; Curbs; Decorative concrete; Drainage structures; Driveways; Headwalls; Ramps; Scuppers; Sidewalk; Spillways; Valley gutters; Subgrade Mitigation: Cement/lime soil stabilization; Geo grid reinforcement; Filter fabric pavement underlayment” 2.0.4 Discuss what efforts the Contractor would initiate to meet the project budget and schedule during the negotiation process. “Identifying and quantifying risk is critical to effective cost control and preparing an accurate budget. To accomplish this, our team will conduct pre-construction site investigations and scope meetings with the County to define the existing conditions and project constraints. Our estimating team has access to completed project productions and job costs from over the past 15 years which allows to create the most cost-effective budget for the County. During construction, Project Manager Eugene Hernandez will manage the budget using Sage 300 which provides monthly budget updates and man/equipment hour utilization reports allowing him to identify and address potential overruns before they become a costly issue." SUBCONTRACTOR SELECTION PLAN Our 7-step subcontractor selection process is outlined in FIGURE 1 (see right). This process has been perfected over the years and will benefit this JOC because it ensures the most qualified and capable subcontractors are being utilized. All subcontractors and suppliers are required to complete our DCS pre-qualification process that evaluates firms based on state licenses, insurance coverage, bonding capacity, financial stability, recent project experience, current availability, and references. Our Subcontractor Selection Plan includes: 1. Subcontractors who are selected on Qualifications Only 2. Subcontractors selected based on a Combination of Qualifications and Price Subcontractors who are selected based on Qualifications Only, are situations where: a). a specialty subcontractor is required b). availability that would jeopardize project schedule c). it is in the best interest of the project Our selection process ensures the most qualified and capable subcontractors/suppliers are being contracted. For example, if we identify a scope of work that will require a specialized traffic control subcontractor, that company will be selected based on qualifications only. This is due to the fact that effective pedestrian and vehicular traffic control will be essential to the success of the project and, therefore, in the best interest of the project to select the subcontractor based on qualifications only. Other subcontractors/suppliers such as pipe materials, pavement replacement, and Ready Mix, would be selected based on a combination of qualifications and price. 1. Analyze project scope for required subcontractors 2. Identify scope for Qualifications Only and Combination of Qualification and Price 3. Submit list of pre-qualified subcontractors to the County for approval 4. Solicit approved subcontractors 5. Evaluate SOQ’s and/or bids and review with subcontractors for completeness 6. Prepare subcontractor summary with award recommendation and submit to the County for approval 7. Issue contracts to selected subcontractors FIGURE 1: SUBCONTRACTOR SELECTION PLAN Ł Subgrade prep Ł ABC placement PAVING Ł Agtek earthwork 3D analysis Ł Import/export to balance site Ł Parkway grading MASS EXCAVATION Ł Complete intersection reconstruction RIGHT-OF-WAY CONSTRUCTION Ł Concrete curb Ł Sidewalk Ł Ramps Ł Valley gutters Ł Scuppers CONCRETE Ł Cement/lime soil stabilization Ł Geo grid reinforcement Ł Filter fabric pavement underlayment SUBGRADE MITIGATION SEWER, WATER, STORM DRAIN Ł Sewer Main: PVC, VCP, DIP Ł Water Main: PVC, DIP Ł Storm Drain: PVC, CMP, HDPE, RGRCP Ł Irrigation: PIP, HDPE, RGRCP Ł Spillways Ł Headwalls Ł Catch basins Ł Drainage structures Ł Decorative concrete Ł Driveways Ł Asphalt placement Ł Asphalt patching fiI have been very FORTUNATE to have been working with DCS Contracting for the past 12 years. DCS has always been great to work with because of their KNOWLEDGE, EXCEPTIONAL ORGANIZATION AND FRIENDLY STAFF to work with the on projects.” “DCS is an EXCELLENT trade partner. They are always PROACTIVE, FLEXIBLE and willing to DO WHAT IT TAKES to get the job done. They are A TRUE PARTNER that VALUES RELATIONSHIPS and always acts with a highest levels of INTEGRITY. In today’s challenging environment this type of PARTNERSHIP is critical for SUCCESS.” DCS SELF-PERFORM SERVICES DCS self-performs all the scopes/trades shown below. This is a benefit Pima County because we are a “one stop shop” for all your civil improvement needs under this JOC. fiWHAT OUR TRADE PARTNER ARE SAYING ABOUT DCSfl HEAVY CIVIL GENERAL CONTRACTOR ROADWAY IMPROVEMENTS: all aspects of heavy civil construction including grading, paving, utilities, street lights, traffic signals, landscaping, box culverts, signage, and striping GRADING & PAVING: mass excavation from residential subdivision, commercial sites, roadways, and drainage channels, small patch jobs and mill and overlays to full roadway section construction including aggregate and asphalt placement UNDERGROUND UTILITIES: all wet utilities including water, sewer, storm drain, and irrigation facilities CONCRETE, FLATWORK & STRUCTURES: curb and gutter, sidewalk, flatwork, drainage structures, box culverts, as well as new concrete for residential, roadways, and commercial sites and retrofits to existing sidewalks and ramps SITE DEVELOPMENT: residential and commercial site development from bare land to finished pavement and landscape ABOUT US Founded in 1994, DCS Contracting is a family-owned heavy civil general contractor based in Chandler, Arizona. We specialize in highway, roadway, and underground utility construction in both the public and private sectors. We continue to operate with the same personalized approach upon which the company was founded, building a family of clients and deep network of partners across the state of Arizona. Our skilled workforce of 200+ provides exceptional craftsmanship and service to sustain our communities for decades to come. OUR SELF-PERFORM RATE OF ˜˚% INCLUDES THE FOLLOWING TRADES: “ DCS works collaboratively with all project owners and stakeholders during construction and are proactive in bringing real solutions.” SERVICES • GRADING/PAVING • CONCRETE • UNDERGROUND UTILITIES PROJECT DELIVERY DCS PURSUES PROJECTS WITH PUBLIC AND PRIVATE OWNERS THROUGH THE DELIVERY METHODS: • CONSTRUCTION MANAGER @ RISK • DESIGN-BID-BUILD • DESIGN-BUILD • JOB ORDER CONTRACT TEAMWORK: On all of our projects, it is our goal to develop a spirit of trust, respect, and cooperation with clients, engineers, and stakeholders. It is through this partnership that we enhance collaboration through shared goals, open communication, and problem solving. INTEGRITY: Over the years, DCS has established ourselves as a general contractor with a reputation for honesty, fairness, and quality through project completion. It is because of our trustworthiness and attention to detail that we have forged strong, long-term relationships with clients, engineers, subcontractors, and suppliers. SAFETY: DCS is fundamentally focused on safety and maintains a stellar safety record through careful planning, proactive communication, and continuous education of our employees. It is our intent to create a culture and environment that fosters and encourages preemptive safety protocols to prevent injury to any person. DCS CORE VALUES CLIENTS CONTACT US 11535 E. Germann Road Chandler, AZ 85286 p 480.732.9238 f 480.732.9239 www.dcscontracting.com PUBLIC: City of Avondale City of Chandler City of Mesa City of Phoenix City of Surprise Maricopa County Department of Transportation Pinal County Town of Gilbert Town of Queen Creek PRIVATE: Ashton Woods Brookfield DMB Associates D.R. Horton KB Homes Mattamy Homes Meritage Homes Shea Homes Silver Fern Companies Taylor Morrison AZ ROC A-110612 | B4-110396 LINKING AGREEMENT BETWEEN THE CITY OF GLENDALE, ARIZONA AND DCS CONTRACTING, INC. EXHIBIT B Scope of Work Civil site work at the Glendale Regional Public Safety Center (GRPSTC). LINKING AGREEMENT BETWEEN THE CITY OF GLENDALE, ARIZONA AND DCS CONTRACTING, INC. EXHIBIT C METHOD AND AMOUNT OF COMPENSATION Method and amount of compensation is based on Scope and Fee as provided in Pinal County Contract 233828ROQ.. NOT TO EXCEED AMOUNT The total amount of compensation paid to Contractor for full completion of all work required by the Statement of Work must not exceed $ annually or $2,000,000 for the entire term of the Agreement. DETAILED PROJECT COMPENSATION As outlines in Exhibit A.