Walk Bridge Project Construction Manager General Contractor CM GC

Walk Bridge Project Construction Manager General Contractor CM/GC January 14, 2015 Industry Briefing

CM/GC ü Introductions ü New Delivery Method ü Benefits and Goals ü Important Roles ü Walk Bridge ü Selection Process Overview ü CTDOT Current Status & Next Steps

INTRODUCTION I. Important note – nothing presented or discussed here today is official. Refer to the RFQ, RFP, official questions and answers, and Contract II. Presenters a. James Fallon, P. E. – Manager of Facilities & Transit b. Mark Rolfe, P. E. – District Construction Engineer c. Christian Brown, P. E. – HNTB Project Manager III. Other Support – Larry Russ, Greg Dorosh, Domenic La. Rosa, John Hanifin, Matt Poirier (Keville) Joe Allegro (ACS)

NEW DELIVERY METHOD FHWA The CTDOT Committee has done extensive research I. NCHRP II. FHWA III. Utah & Colorado IV. Massachusetts Department of Transportation V. Massachusetts Bay Transportation Authority (GLX) VI. Others – Keville Enterprises & ACS

FHWA WHEN TO USE • Projects that require early contractor involvement to optimize cost, schedule and quality • When the owners wants some control of the scope and design during the project development process • When the owner wants to use constructability, pricing and scheduling to finalize the scope • Tight budget & schedule and requirements

BENEFITS & GOALS

FHWA WHY OWNERS USE CM/GC? • Inherent project risk • Opportunities for innovation • Need for specialized qualifications • Benefits from early procurement • Limited or fixed budget

FHWA OWNER BENEFITS • Opportunities for innovation • Risk reduction & allocation • Improved cost control • Improved design quality • Schedule optimization • Collaboration

FHWA COMPARISON GENERAL SUITABILITY OF DELIVERY MODEL PROJECT TRAITS D-B-B CM/GC D-B RISK MANAGEMENT Very limited Very effective Best for low risk shifting COLLABORATION Very limited Very collaborative Moderate collaboration contractual limitations PRICE CERTAINTY None, subject to overruns and change order Very effective, early price certainty during project development SCHEDULE ACCELERATION COMPLETION No ability to overlap design & construction. Can accelerate construction with A+B Ability to overlap design & construction, ability to optimize schedule not just acceleration Ability to overlap design & construction, very effective for accelerating project delivery CONSTRUCTION QUALITY Low bid can compromise quality Very beneficial to building a quality project

FHWA COMPARISON GENERAL SUITABILITY OF DELIVERY MODEL PROJECT TRAITS D-B-B CM/GC D-B INNOVATION Design innovation only, very limited opportunities for contractor innovation Very effective for capturing design and construction innovation CONSTRUCTABI LITY Very difficult to obtain construction input during design Optimal delivery method for obtaining construction input before design is complete Effective delivery method for obtaining construction input before design is complete OWNER CONTROL High level control Optimal level of owner control Somewhat limited owner control, more performance based outcome COMPETITIVE PRICING High level Somewhat limited, competitive markup not final project cost Good competition, but usually limited to shortlisted teams

PROJECT DELIVERY OPTIONS Design-Build CM/GC Conn. DOT DB ENTITY DESIGNER OF RECORD CM/GC DESIGN SUBS TRADE / SUBS

WHY CM/GC FOR THE WALK BRIDGE? Integrated team approach to: • Identify and manage risks, early in the process, and into the construction phase • Optimize design and construction schedules/budgets • Improve project quality • Get it done properly and quickly

WHY CM/GC FOR THE WALK BRIDGE? Integrated team approach to: • Minimize construction changes • Early Contactor advice and innovation • Manage complex railroad requirements and limited access • Minimize disruption to bridge users

IMPORTANT ROLES

PROJECT TEAM ROLES & RESPONSIBILITIES • Public Owner o Project Management Team Conn. DOT PM Consultant o Discipline Leads • PM Consultant • Designer DESIGNER • Independent Cost Estimator (ICE) Independent Cost Estimator CM/GC

CM/GC & DESIGNER RELATIONSHIP • Design Consultant (Engineer) remains the ‘Engineer of Record’ • CM/GC is to identify innovative construction solutions • CM/GC to provide advice to designer during final design • The CMGC Delivery model promotes cooperation, collaboration, and efficiency • Co-location

CONTRACTOR (CM/GC) BENEFITS • Maintains flexibility to determine what elements of the work to self-perform to meet the 50% requirement • Emphasis is on contractor experience(s) as part of selection • Is expected to generate innovative construction ideas prior to pricing • Increased quality of final design plans • Maximizes the opportunity to add value to project

DESIRED CM/GC SERVICE PRECONSTRUCTION • Coordinated planning & construction operations • Constructability reviews • Early risk identification, mitigation and sharing program • Options analysis (cost, schedule, efficiency, quality) • Detailed cost estimates and knowledge of marketplace conditions • Overall project price certainty (GMP) • Advise Conn. DOT on ways to gain efficiencies • Mitigate construction impact on bridge/rail users

GUARANTEED MAXIMUM PRICE (GMP) Defined • Comprised of all construction work – including Subcontractor, Project Overheads, and the Construction Multiplier (Home Office Overhead and Profit) • Finalized when the design reaches 100% • Contingency will be Owner Controlled • Contract Packaging TBD

SUB-CONTRACTOR • The CM/GC team may be comprised of multiple prime contractors and named key sub-contractors • CM/GC provides a Sub-Contractor plan as part of the RFP • CM/GC must self-perform no less than 50% of the work • CM/GC must prepare sub-contractor bid packages and facilitate a transparent subcontractor selection Note: Unsuccessful GMP = will be re-bid by other methods and the CM/GC will be precluded from bidding the repackaged work

PRICE ge han c PRECONSTRUCTION SERVICES t to RFQ ec ubj or to ANTICIPATED TO BE 18 TO 24 MONTHS S pri • The price of ‘Pre-Con’ staffing will not be factored as part of the selection » After selection negotiations of preconstruction phase services will proceed based on ‘hours’ to meet combined goals » Conn. DOT may establish a Max/Not to Exceed for Pre-Con phase • CM/GC bidders are to propose all key staff members as part of the ‘Experience section’ of the RFQ • ‘Approach section’ - all CM/GC bidders are to furnish resumes and rates of all staff that are proposed to be a part of the Pre-Con • The CM/GC Entity will submit actual expenses – certifying paid staff at rates provided - with Preconstruction Services Multiplier applied

CONTRACTUAL RELATIONSHIP AND PRICING CTDOT DESIGNER OF RECORD CM/GC (named subs) DESIGN SUBS TRADE / SUBS Negotiate (Interim) GMP Bid competitively

G. M. P. 24 ESTIMATE CALIBRATION MEETINGS Independent Cost Estimator CTDOT PM Consultant Estimate CM/GC All: Discuss and Plan – • Work Breakdown & Estimate Organization • Cost estimate narrative • Limitations of operations & Schedule Requirements • Quantities • Method of measurement E. e I. C. D’ - th • Basis of payment LIN fter -A e a ‘B • Means & Methods vid ill pro to CTDOT W • Equipment te stima e • Crews • Risk Items • Sub-Contracting Packaging

WALK BRIDGE PROJECT

SELECTION PROCESS

BEST VALUE SELECTION The Contractor will be selected using a “best value” Quality Based Selection process Conn. DOT Selection Committee will evaluate the Proposer’s: Ø qualifications Ø technical proposal Ø interview Ø and price proposal

BEST VALUE SELECTION In accordance with the Conn. DOT Bid and Award Manual GROUP NO. 10 MAJOR BRIDGES – the prime Contractor must meet this prequalification requirement. Seeking specific experience in the construction of movable bridges. GROUP NO. 21 RAILROAD CONSTRUCTION and GROUP NO. 22 RAILROAD CONSTRUCTION ELECTRICAL – The Proposer shall meet these two requirements (Group 21 and 22) either as the prime bidder or by use of a Key Subcontractor. Pre-Qualification application must be on file prior to the submission of the Statement of Qualifications

QUALIFICATIONS RFQ Criteria • Team Experience • Construction Administration Skills • Construction Oversight • Corporate AA/EEO Plan

REQUEST FOR PROPOSAL • General Management • Subcontracting Plan • Preconstruction Phase • Construction Phase • Interview • Price Component

RFP PRICING COMPONENT & TECH SCORE Price Score 3 rd 2 nd 1 st EXAMPLE – Similar to the MBTA GLX Project (40 Points for Price and 60 Points for Tech Score)

CURRENT STATUS & NEXT STEPS

PROCUREMENT 33 ANTICIPATED SCHEDULE: Industry Briefing Issue RFQ 1/14/15 (TODAY) Week 1/19/15 Proposers Submit SOQ Week of 2/09/15 Issue RFP Week of 3/9/15 Proposers Submit Proposal Week of 4/6/15 Select CM/GC Week of 5/11/15

SEND QUESTIONS TO: DOTWalk. Bridge@CT. gov