3. Regional Intermodal Transportation Center

8. PROJECT COMPONENTS - -Consolidated Rental Car Facility - -New Bus Transit Station - -Elevated Moving Sidewalk - -1,043 space Replacement Parking Structure - -Improvements on City of Burbank Streets - -Linkage between Train Station and Transit Station and moving sidewalk - -Skies of Freedom Pavilion - -Art Columns

9. PURPOSES OF PROJECT - -Runway Safety Area Issues - -Transit Connectivity/Intermodal Development - -Rental Car Need - -Sustainability - -Passenger Convenience - -History and Art Realization Program (“HARP”)

10. CHALLENGES OF THE PROJECT - -Economic downturn – five years continued passenger loss with one third decline in passenger levels from peak - -Bidding – Conditions that created need for design- build structure within a design-bid-build project - -Federal agencies create funding silos for intermodal - -24/7 Operation of an Airport

11. - -Safety! Safety! Safety! - -Client Coordination – Understand Your Client - -Design Management - -Regulatory Agency management - -Construction Management is really: Cost/Budget/Schedule/Change/Error/Inspection Management

12. SAFETY! SAFETY! SAFETY! - -Create culture of safety throughout entire project - -Everyone entitled to stop an unsafe act - -Safety more important than schedule or budget - -OCIP/OCIP Benefits—RITC has no lost time days since award of construction contracts—Team effort pays off

13. CLIENT COORDINATION (Give the Owner What It Wants) - -Clear understanding of project objectives - -Written log of Owner requests and responses - -Do not wait for the Owner to come to you-actively and continuously seek client input

14. Consider using the PM/CM to provide pre-bid services Need for using PM/CM for pre-bid services varies from Owner to Owner and project to project The following list of pre-bid considerations should be done in any case, whether by PM/CM, Owner, architect or other entity

15. DESIGN MANAGEMENT – PRE BID - -NO ASSUMPTIONS - -Hold Architects accountable to deliver project objectives while maintaining project schedule, budget and deliverables - -Architects work on their own vision, unless directed otherwise - -Details, Details, Details – the Devil is in the Details - -Make sure Owner is on board with Architect’s path - -Clarify extent of deferred submittals-know the regulatory agency requirements - -Construction Documents free of Errors and Omissions - -Ensure that: on site conditions are recorded – seen and unseen a photo record all surface conditions is included as a part of construction documents photo records are complete and show existing conditions (inside of vaults, electrical cabinets, utility closets, attics, basements, conveyor tunnels, etc.) underground investigation is conducted before bidding potholes are dug near and around all critical utilities

16. DESIGN MANAGEMENT – PRE BID - -Coordinate design RFIs with Owner and potential contractors - -Protect the Owner by ensuring quality of Plans and Specifications: Establishing Owner versus Contractor responsibilities Read the Plans and Specifications – ALL OF THEM Understand the project better than the Contractor Make the project buildable. Show access points, laydown and staging areas, temporary utility point of connections, “General Notes” on lead sheet of drawings, and “General Notes” on trade drawings apply to Contractor and Subcontractors alike Ensure documents clearly hold contractor responsible for ensuring subs know the scope for their trades Say it once and in the right place Never allow the words “By Others” anywhere in the Construction Docs

17. REGULATORY AGENCY MANAGEMENT - -Intermodal Project means a multitude of agencies City of Burbank FAA FHWA FTA Metro Union Pacific Railroad Amtrak County of Los Angeles AQMD SCRWQCB

18. CONSTRUCTION MANAGEMENT IS REALLY COST, BUDGET, SCHEDULE, CHANGE, ERROR AND INSPECTION MANAGEMENT - -Primary responsibility is enforcement of Owner contract with all entities, including the prime contractor, designers, inspectors, etc. Document file with emails, notes, confirming letters, photos so that there is a paper trail in the event of future dispute. Resolve change orders quickly Don’t allow out of scope work to be performed without knowing the cost beforehand Don’t negotiate cost without negotiating time/delay Don’t hesitate to recommend additional specialty inspection resources if the project dictates it (roofing, special tiling, etc.) Crack the whip on any recalcitrant team member, not just the contractor

19. KNOW YOUR CLIENT - -Understand the level of communication/interaction that makes the Owner’s staff comfortable and keep them well informed - -Listen to the Owner and document requests - -No surprises – Most Owner Staff members report to a governing body, such as a Council or a Commission that really is the Owner, and these bodies hate surprises