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City of Phoenix Work Plan for SEP (Special Experimental Project) 14
Construction Manager at Risk Contract
Historic Streetlight Restoration Project

City of Phoenix Project No. ST85160003
Federal Aid Project No. STP-PHX-0(047)A
ADOT TRACS No. 0000 MA PHX SL607 01C

City of Phoenix
July 3, 2007

Project Manager:
Gail Brinkmann, RLA
City of Phoenix
Street Transportation Department
200 West Washington Street
Phoenix, Arizona 85003
602-495-2073

Introduction

The City of Phoenix (COP) submits this work plan for review and approval as a Construction Manager at Risk (CM@RISK) project for the Historic Streetlight Restoration Project here under the provisions of Special Experimental Project No. 14 (SEP 14) for the use of innovative contracting practices. Both the COP and the State of Arizona have approved this procurement method.

The COP currently has successfully completed over 200 CM@RISK projects over the past 6 years. The City of Phoenix currently has an additional 30 projects that are using the CM@RISK method.

Examples of some current CM@RISK projects include:

  1. Sky Harbor Airport East Economy Parking Garage II
  2. Salt River Outfall Sewer Line Repair
  3. Harbor Airport Terminal 4 Retail Renovation
  4. America West Arena Interior Improvements
  5. North Gateway Reclamation Plan Phase I
  6. 91st Avenue Wastewater Treatment Plant Unified Plant Expansion
  7. Sky Harbor Airport Consolidated Rental Car Facility
  8. Phoenix Downtown Traffic Management System
  9. 91st Avenue Wastewater Treatment Plant Three-Phase Digestion
  10. 79th Avenue Park and Ride Upgrade
  11. 91ST Avenue Wastewater Treatment Plant Chlorine Gas Piping
  12. 23rd Avenue Wastewater Treatment Plant Chlorine Gas Piping
  13. State Route 85 Landfill Entrance
  14. AV Bus Maintenance Facility
  15. Cesar Chavez Park Improvements
  16. FAA-PHX-Goodyear Airport Electrical Upgrades
  17. Streets Design/Construction Management Office
  18. 23 Ave Wastewater Treatment Plant Influent upgrades
  19. Sky Harbor Airport Taxiway D Reconstruction
  20. South Phoenix Village Landscaping Sidewalk & Waterlines
  21. 91st Ave Wastewater Treatment Plant Security CM@RISK
  22. Sky Harbor Airport E Economy Lot 2nd Garage
  23. Regional ITS Fiber Optic Backbone

Four previous COP projects - Phoenix Regional ITS Fiber Optic Backbone, Phoenix Downtown Traffic Management System, Camelback Road Pedestrian Underpass and Camelback Core Pedestrian Enhancements all received approval from FHWA under SEP 14 for the CM@RISK procurement method. Other projects using federal funding include, Goodyear Airport Electrical Upgrades and Sky Harbor Airport Taxiway D Reconstruction.

The COP is seeking a qualified Construction Manager at Risk (CM@RISK) to provide design phase assistance and complete construction services for the Historic Streetlight Restoration Project (ST85160003). The estimated construction cost is $350,000.

Project Description

In 2004, the COP Historic Preservation Office commissioned a Consultant to complete an assessment which inventoried, categorized and evaluated 123 historic concrete and metal streetlights in three residential National Register Historic Districts. The assessment also provided recommendations for preserving and repairing the streetlights. The report is available for review at the COP Historic Preservation Office.

This Transportation Enhancement project will restore some of the 123 historic streetlights in three historic districts: Alvarado, Ashland Place and Encanto-Palmcroft. The 1920's streetlights date to the original construction of these neighborhoods, are essential to each district's character and are a high preservation priority for the historic neighborhoods. Based on the assessment prepared by the Consultant and on the available budget ($350,000), the Construction Manager at Risk will be requested to estimate how many streetlights and which ones this project can restore.

The project may restore the streetlights by resetting leaning historic poles on new bases; repainting existing metal poles and performing lead paint abatement; repairing metal and concrete poles; replacing damaged access blocks and other metal and concrete components; replacing existing modern globes with original type luminaries as documented in archival photos; and doing some electrical work. The project may also include creating a casting of an original concrete pole to reproduce missing or heavily damaged poles; and replacing missing historic metal poles with matching reproduction poles.

Purpose

General Description of CM@RISK:

"This system, adopted and promoted by many large general contracting firms, is similar in many ways to the traditional system, in that the CM@RISK acts as a general contractor during construction. That is, the CM@RISK holds the risk of subletting the construction work to trade subcontractors and guaranteeing completion of the project for a fixed, negotiated price following completion of the design. However, in this scenario, the CM@RISK also provides advisory professional management assistance to the owner prior to construction, offering schedule, budget and constructability advice during the project-planning phase. Thus, instead of a traditional general contractor, the owner deals with a hybrid construction manger/general contractor.

In addition to providing the owner with the benefit of design phase services, which may result in advantageous changes to the project, the CM@RISK scenario offers the opportunity to begin construction prior to completion of the design. The CM@RISK can bid and subcontract portions of work at a time, often while design of unrelated portions is still not complete. In this circumstance, the CM@RISK and owner negotiate a guaranteed maximum price (GMP) based on a partially completed design, which includes the CM@RISK's estimate of the cost for the remaining design features.

An owner wishing to use the CM@RISK approach can realize many benefits. Chief among them are the opportunity to incorporate a contractor's perspective and input to planning and design decisions and the ability to "fast-track" early components of construction prior to full completion of design. However, since a commitment is made to a contractor earlier in the process, a premium is placed on the proper selection of the CM@RISK to provide the best value to the owner."

(Ref: "Choosing the Best Delivery Method for your Facility Project" , Blake Peck, CCM, McDonough Bolyard Peck, Inc.)

Why CM@RISK for this project?

The Historic Streetlight Restoration Project should restore as many of the 123 streetlights as possible. Because there are so many poles, each with a different combination of needed repairs, a typical low-bid method of procurement will not work well.

Instead, the CM@RISK procurement method gives the COP the opportunity to incorporate a contractor's perspective and recommendations with a consultant's planning and design decisions. This method should significantly reduce the overall project schedule; help prevent cost overruns; and reduce design errors and omissions, change orders, and warranty issues.

There are three models of historic streetlights and one non-historic replica. All of the historic poles have the same luminaire and globe combination.

The metal poles have most recently been painted with a silver metallic finish. These poles have been tested for the presence of lead in the paint but none was found. Lead does exist though in the gaskets on the sheet metal shafts.

Most of the steel poles have light to medium rust on at least part of the pole. Many of the cast iron poles bases have had access covers replaced with unfinished aluminum plates. Some of the access covers have been damaged and the screws and anchor bolts have begun to corrode. Dents in the fluted sheet metal pole shafts are common, varying from minor dings to major damage.

There are three types of precast concrete poles. The first type was manufactured by Marbelite and the Marbelite logo is found on each pole's access block at the base. They appear to be a direct burial type but most of these have been reset on (or in) a square concrete base. The manufacturer of the second type is unknown, but the finish matches the Marbelite poles. These also appear to be a direct burial type and have also been reset on a square concrete base. One of the poles has a different finish than the others and appears to be a modern replacement. It may have been made from a casting taken from one of these poles.

The third type of precast concrete pole is a modern reproduction manufactured by Ameron International. This pole has been widely used for replacement lighting in the historic neighborhoods of Phoenix.

Many of the concrete poles are cracked due to corrosion and expansion of reinforcing steel within the pole. Still more poles have suffered physical damage from vehicular impact, ladders, and landscape maintenance, etc. Many access blocks are in poor condition or are beyond repair. The access blocks were affixed to the poles with two bolts that mated with tabs cast into the pole base. In most cases, either the tabs and/or the bolts are corroded. Most of the concrete poles are on (or in) concrete slab bases which was probably done to stabilize and reset poles that began to shift and lean. Of the few concrete poles without concrete bases, several are out of plumb.

The CM@RISK can provide additional insight into the utility relocation methods, construction phasing and traffic control needed for the project, which will help the design team in refining their final design. Thus construction-related delays and changes associated with the traditional delivery method can greatly be reduced which will help the very important goal of reducing the overall project schedule.

Innovative Contract Features:

The CM@RISK will provide advisory professional management assistance prior to construction (design phase services). The CM@RISK will have the latitude to recommend and implement design changes, provided a benefit is recognized.

Scope

The Construction Manager at Risk (CM@RISK) will begin with the firm support role for design phase services and will hold the construction contract with the COP for construction of the project. At some point prior to construction, the CM@Risk will assume the risk of delivering the project through a guaranteed maximum price contract. The CM@Risk will be responsible for construction means and methods, and will be required to solicit bids from pre-qualified subcontractors to perform the work. The CM@Risk is responsible for self-performing a minimum of 45% of the construction work.

  1. Design phase services by the CM@Risk may include the following:
    • provide detailed cost estimating and knowledge of marketplace conditions;
    • provide project planning and scheduling;
    • provide construction phasing and scheduling that will minimize interruption to traffic operations;
    • provide alternate systems evaluation and constructability studies;
    • advise COP of ways to gain efficiencies in project delivery;
    • provide long-lead procurement studies and initiate procurement of long-lead items;
    • assist in the permitting processes;
    • protect the owner's sensitivity to quality, safety, and environmental factors.
  2. Construction phase services by the CM@Risk may include:
    • restore historic streetlights according to final plans;
    • coordinate with various COP departments, other agencies, utility companies, etc.;
    • arrange for procurement of materials and equipment;
    • schedule and manage site operations;
    • bid, award, and manage all construction related contracts while meeting COP bid requirements including DBE participation goals;
    • provide quality controls;
    • bond and insure the construction;
    • address all federal, state and local permitting requirements;
    • deal with owner issues; and
    • maintain a safe work site for all project participants.

The CM@RISK method will include the following sequential phasing:

Phase 1: Construction Manager at Risk Selection Process

A Request for Qualifications (RFQ) will advertised according to the FHWA requirements. The RFQ will include a general description of the project and scope of work. It will request that contractor submit a Statement of Qualification (SOQ) that includes the following:

  1. General information. (5 points)
    1. A general description of the firm and/or team that is proposing to provide construction management services and general construction services; an explanation of the legal organization of the proposed firm or team; and an organization chart showing key personnel.
    2. A list of Arizona professional and contractor licenses held by the firm/team and the key personnel who will be assigned to this. identification of any contract or subcontract held by the firm or officers of the firm which has been terminated within the last five years; identification of any claims arising from a contract which resulted in litigation or arbitration within the last three years; and a brief description of the circumstances and the outcomes.
  2. Experience and qualifications of the firm/team. (20 points)
    1. A description of at least two comparable projects in which the firm served as a CM@Risk; Construction Manager during design and construction phases (without providing construction services); or General Contractor. Comparable projects could be rehabilitation/restoration projects for historic buildings, structures (bridges, dams, trolley cars, etc.) and/or historic objects (statuary, foundations, monuments, etc.).
    2. Description of the firm's role in each project; if CM@Risk or General Contractor, identification of the percent of work self-performed; and list of services provided during design phase, (i.e. cost estimating, scheduling, value engineering, etc.)
    3. A list of each project's original contracted construction cost and final construction cost; construction dates; project owner; and reference information (two current names with telephone numbers per project).
    4. List of all COP projects where the firm/team provided CM@Risk, construction management or general construction services in the last five years - either completed or ongoing.
  3. Experience of key personnel to be assigned to this project. (20 points)
    1. A list of each key person identified including their length of time with the firm and at least one comparable projects in which they have played a primary role.
    2. A description of the comparable project; the role of the person; project's original contracted construction cost and final construction cost; construction dates; project owner; and reference information (two current names with telephone numbers per project)
    3. A list of any proposed consultants, including key staff names and the experience and qualifications of these individuals.
  4. Understanding of the project and approach to performing the required services. (25 points)
    1. A discussion of the major issues your team has identified on this project and how the firm intends to address those issues.
    2. A description of the firm's project management approach and team organization during design and construction phase services; a description of systems used for planning, scheduling, estimating and managing construction; and a brief description the firm's experience on quality control, dispute resolution, and safety management.
  5. Other selection criteria. (15 points)
    1. A list of all CM@Risk or Design/Build projects awarded to the firm during the last two years; all ongoing projects; and/or all projects for which the firm has been selected but are not yet under contract.
    2. A description of each project and its award date; construction cost; status of completion; and estimated completion date.
  6. Overall evaluation of the firm/team and its perceived ability to provide the required services. (15 points)

The maximum score is 100 points. The SOQs will be scored by a selection panel. Based on the scores, the selection panel will choose the most qualified Contractor to perform as the CM@RISK.

Phase II: Pre-Construction Negotiations

The contractor will be asked to review and evaluate the assessment written by the COP Consultant prepare a scope of work and fee proposal. The COP will review the proposal and then negotiate a contract for design phase services. If a contract agreement cannot be reached with the most qualified contractor, the COP will offer a contract to the second most qualified and begin negotiations, etc. Finally, the contract will be prepared, approvals obtained and a Notice-to-Proceed issued.

Phase III: Design phase Services

Design phase services will consist of the CM@RISK working alongside the designer to develop a plan (based on the COP Consultant assessment) to restore as many of the 123 historic streetlights as possible within the existing budget. The contractor will make recommendations on the most cost effective way to restore changes and modifications if needed. Design Phase services will also include:

  • Prepare scope and fee for construction services
  • Negotiate and execute a contract amendment with a GMP
  • Prepare contract management
  • Obtain approvals

Phase IV: Construction Services

The CM@RISK and the COP will negotiate a GMP based on the completed design and the CM@RISK estimate for the remaining design features. The primary duties of the CM@RISK during the Construction Phase will be to:

  1. Manage and coordinate design and construction activities
  2. Address and satisfy all Federal requirements
  3. Complete projects as described by the final plans and specifications
  4. Coordinate all activities with the COP's Construction Manager
  5. Address project close out and warranty issues.

Schedule

Phase I: Estimated duration is six (6) weeks

Phase II: Estimated duration is six (6) weeks

Phase III: Estimated duration is thirty-six (36) weeks

Phase IV: Estimated duration is twenty-four (24) weeks

Total project duration is approximately eighteen (18) months

Measures & Reporting

The COP will prepare and submit a final report to both ADOT and FHWA on this project. It will be submitted upon completion of the contract and final COP acceptance. The report will include a description of the CM@RISK process. It will contain an overall evaluation of the project from both the COP and Contractor's perspectives along with suggestions and recommendations for improving the process. In addition, it will discuss the COP's relationship with the Contractor, quality of the final product, number of changes to the original scope of work, additional cost, problems encountered and benefits received.

Contact

Jerry Yakowenko
Office of Program Administration
202-366-1562
E-mail Jerry

 
 
Updated: 04/07/2011
 

FHWA
United States Department of Transportation - Federal Highway Administration