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

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

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

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

5. WHEN TO USE
FHWA
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

6. BENEFITS & GOALS

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

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

9. COMPARISON General suitability of delivery model FHWA PROJECT TRAITS
D-B-B
CM/GC
D-B
RISK MANAGEMENT
Very limited
Very effective
Best for low risk shifting
COLLABORATION
Very collaborative
Moderate collaboration contractual limitations
PRICE CERTAINTY
None, subject to over-runs 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

10. COMPARISON General suitability of delivery model FHWA 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
CONSTRUCTABILITY
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 short-listed teams

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

12. 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

13. 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

14. IMPORTANT ROLES

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

16. 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

17. 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

18. 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 ConnDOT on ways to gain efficiencies
Mitigate construction impact on bridge/rail users

19. 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

20. 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 sub- contractor selection
Note: Unsuccessful GMP = will be re-bid by other methods and the CM/GC will be precluded from bidding the re- packaged work

21. Subject to change prior to RFQ
PRICE
Subject to change prior to RFQ
PRECONSTRUCTION SERVICES
ANTICIPATED TO BE 18 TO 24 MONTHS
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
ConnDOT 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

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

23. Independent Cost Estimator
G.M.P.
ESTIMATE CALIBRATION MEETINGS
CTDOT
Independent Cost Estimator
All:
Discuss and Plan –
Work Breakdown & Estimate Organization
Cost estimate narrative
Limitations of operations & Schedule Requirements
Quantities
Method of measurement
Basis of payment
Means & Methods
Equipment
Crews
Risk Items
Sub-Contracting Packaging
PM Consultant
CM/GC
After --- the I.C.E.
Will provide a ‘BLIND’ estimate to CTDOT
Estimate

24. WALK BRIDGE PROJECT

25. SELECTION PROCESS

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

27. BEST VALUE SELECTION
In accordance with the ConnDOT 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 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

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

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

30. RFP PRICING COMPONENT & TECH SCORE
Price Score
3rd
EXAMPLE – Similar to the MBTA GLX Project (40 Points for Price and 60 Points for Tech Score)
2nd
1st
The evaluation of the RFP will be a two step process.
One part is the price component – that will be put on a scale and calculated against each bidders price.
The lowest bidder gets the most points that are available for the Price component (likely between 20% to 40% of the total 100 points in the RFP).
The second part is the Technical Score – that will be very much like the DB evaluation.
Both of those components will be added together to produce the Best Value.

31. CURRENT STATUS & NEXT STEPS

32. PROCUREMENT Industry Briefing 1/14/15 (TODAY) Issue RFQ Week 1/19/15
ANTICIPATED SCHEDULE:
Industry Briefing 1/14/15 (TODAY)
Issue RFQ 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

33. SEND QUESTIONS TO: