Managing the FLL Capital Program Use of Alternative Project Delivery Methods. Angela R. Newland, P.E., A.A.E. April 7, 2011

Transcription

1 Managing the FLL Capital Program Use of Alternative Project Delivery Methods Angela R. Newland, P.E., A.A.E. April 7, 2011

2 FLL Background Construction Manager at Risk Projects Design-Build Projects Draft County Guidelines for use of Alternative Project Delivery Methods 2

3 57 air carrier gates at four terminals Three runways 9L-27R (9,000 ft. north runway) 9R-27L (5,276 ft. south runway) (6,905 ft. crosswind runway) 22 million passengers (2010) 256,000 aircraft operations (2010) 3

4 Los Angeles Chicago Orlando FLL New York London Madrid Mexico City Panama Caracas Bogota Lima Sao Paulo Buenos Aires

5 FL Turnpike 3.5 miles west PBI 50 miles north US 1 I-595 PE 1.5 miles I-95 US 1 MIA 25 miles south

6 The Past: Terminal 4 Federal Inspection Service (FIS) and Airline Ticket Office (ATO) Expansion Project The Future: Terminal 4 West Gate Expansion Project 6

7 Increased FIS capacity from 400 to 800 pax/hr. Constructed 11 hew airline ticket counters. Installed/renovated 5 elevators & 4 escalators. Added 50,000 sf to the terminal; renovated 100,000 sf of the existing terminal. Construction completion: March 2010 Construction cost: $40 million CMR chosen due to complex nature of large scale renovation; multiple construction phases

8 Partner early on with all parties Continuous communication regarding construction schedule and MOT Use of project management software (Prolog) to track costs, submittals, bids, minutes, etc. Formalize internal division Change Request form Weekly change order panel to review Cos Continuity of CMR Project Team

9 Detailed investigations up front to confirm existing conditions Bring CMR in early in the design phase CMR provided faster schedule than DBB Difficult to determine whether GMP was best price due to reduced competition

10 Terminal 4 Exterior View Stairway No. 7 (Under Construction) Stairway No. 8 (to be removed) and Addition.

11 Terminal 4 South Stairwell No. 7

12 Terminal 4 Exterior View South & East Side

13 Terminal 4 East Airline Ticket Counters

14 The project: Construct three replacement gates for gates to be removed due to the runway expansion project; connect to Terminal 3. CMR chosen due to complex nature of large scale renovation; multiple construction phases. GMP to be set at 100% plans. Estimated construction cost: $71 million. Estimated construction start: September 2011; completion in 2014.

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16 The Past: Sliding Doors & Tile Vestibule Project Closed Circuit Television (CCTV) Monitoring System Project The Future: Runway Structures over U.S. 1 and FEC Railroad In-line Baggage Screening Project 16

17 Replacement of Sliding Doors & Vestibule Tiles (Terminals 2, 3, and 4)

18 The project: Replacement of 52 sliding doors and 24 tile vestibules at the entrance/exit doorways of three terminals. 90% design-build documents prepared. Construction cost: $1.6 million. Construction completed: May 3, Wrong procurement choice, since all tile and installation materials were chosen by the artist; and the lowest price (of three) door types was chosen.

19 The project: Installation of CCTV system for all terminals and parking garages. DB was chosen to expedite the installation due to a security breech that occurred in Design criteria package was developed to 60% design. Construction cost: $4.2 million. DB contract notice to proceed was just issued.

20 The project: design and construction of the structures that carry Runway 9R-27L and the parallel taxiway over U.S. 1, Florida East Coast Railroad, and the airport s Perimeter Road. DB was chosen to expedite construction. DB Criteria Package: 30% Plans Estimated construction cost: $275 million Estimated construction start: December 2011; completion April 2014.

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23 The project: design/construct in-line baggage screening systems for Terminals 2, 3, and 4. DB will be used to expedite construction, and recognizes systems expertise of contractors. Project to be turned over to an airline(s) for DB procurement after County prepares Design Criteria Package (DCP) of ~ 30% plans. DCP preparation required to get TSA grant. Estimated construction cost: $80 million

24 Guidelines for use of Design-Build (DB): This delivery method is a recommended option to be considered (to pursue specific designated benefits) for projects that are programmatically simple, or where the industry standard for that type of work is for the contractor to be responsible for design. Examples are parking garages, energy conservation services, antenna towers, bridges, and airport in-line baggage screening systems. Any portions of DB projects that require significant County input should be specified in detail in the design criteria package used to solicit the DB contractor.

25 Guidelines for use of Construction Manager at Risk (CMR): This delivery method is a recommended option to be considered (to pursue specific designated benefits) for complex, vertical (building) projects or projects where the work needs to be completed by a critical date certain. The County should retain an independent party to verify the CMR's value engineering and constructability recommendations, and to provide a review of the GMP submitted by the CMR.

26 Thank You! Contact: Angela Newland, P.E., A.A.E. Assistant Director of Aviation Airport Development Broward County Aviation Department