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CAPITAL PROJECT DELIVERY IN THE CITY OF AUSTIN City of Austin Bond Oversight Commission June 16, 2021 1 PRESENTATION OVERVIEW Overview of Overview of Capital Project Capital Project Delivery Delivery Public Project Public Project Delivery Delivery Approach Approach Project Project Delivery Delivery Methods Methods Quality, Quality, Schedule, and Schedule, and Budget Budget 2 Project Management Division (PMD) Architecture Project Management Division (APMD) • Patricia L. Wadsack, P.E. • Division Manager • Janice White, AIA • Division Manager PRESENTERS 3 OVERVIEW OF CAPITAL PROJECT DELIVERY 4 Capital Project Delivery Project Management Division Architectural Project Management Division Engineering Services Division Construction Management Division Quality Management Division CAPITAL PROJECT DELIVERY Capital Project Delivery is a part of the Public Works Department Capital Project Delivery is the centralized project delivery entity for the City Capital Project Delivery manages projects from “cradle to grave” 5 Capital Capital Contracting Contracting Office Office Small and Small and Minority Business Minority Business Resources Resources Office of Real Office of Real Estate Estate Financial Financial Services Services Development Development Services Services Department Department LawLaw Sponsor Sponsor Departments Departments CAPITAL PROJECT DELIVERY PARTNERS 6 TOTAL PROJECTS MANAGED 475 Projects $4,954,391,690  The data on this and following slides is a recent snapshot  This data is constantly changing as projects begin and end 7 OUR PEOPLE PMD AMPD • 49 Project Management Staff • 8 Support Staff • 25 Project Management Staff • 2 Support Staff • 3 Interns 8 Professional Engineers • 29 employees Licensed Architects • 14 employees Project Management Professionals • 15 employees LEED Accredited Professionals • 12 employees STAFF LICENSES AND REGISTRATIONS 9 PMD PROJECTS PMD projects include: PMD projects include: • Water and wastewater • Streets, bridges, and sidewalks • Watershed protection • Drainage PMD manages: PMD manages: • 365 active projects • $3,777,239,488 10 SEABROOK URBAN TRAIL 11 RIO GRANDE ST. RECONSTRUCTION 12 BERL HANDCOX SR. WATER TREATMENT PLANT 13 BURNET ROAD SIDEWALK IMPROVEMENTS 14 PMD Active Projects by Count Austin Convention Center (1) Austin Energy (5) Austin Public Library (1) Austin Transportation (32) Austin Water (202) Aviation (2) Economic Development (3) Fleet Mobility Services (7) Parks and Recreation (5) Planning and Zoning (1) Public Works (35) Watershed Protection (71) 15 PMD Active Projects by Value Austin Convention Center ($2,581,000) Austin Energy ($16,170,204) Austin Public Library ($125,658,542) Austin Transportation ($290,558,556) Austin Water ($2,135,648,306) Aviation ($1,524,129) Economic Development ($39,462,150) Fleet Mobility Services ($5,279,000) Parks and Recreation ($13,200,959) Planning and Zoning ($5,086,000) Public Works ($421,065,784) Watershed Protection ($721,004,858) 16 PMD FUNDING SOURCES Projects by Count Other Sources Bonds 100 27% 265 73% $361,843,759 10% Total Funding Bonds Other Sources 3,415,395,729 90% 17 APMD PROJECTS APMD projects include: APMD projects include: • Airport • Parks • Fire and EMS facilities • Libraries • Civic buildings APMD manages: APMD manages: • 110 projects • $1,177,152,202 18 DEL VALLE / MOORE CROSSING FIRE AND EMS STATION 19 ABIA TERMINAL EXPANSION 20 MONTOPOLIS RECREATION CENTER 21 APMD Active Projects by Count Austin Convention Center (7) Austin Public Health (3) Austin Public Library (17) Austin Resource Recovery (3) Austin Water (3) Aviation (11) Communications and Technology Management (2) Economic Development (1) Emergency Medical Services (7) Fire (20) Fleet Mobility Services (2) In-House Projects (16) Parks and Recreation (8) 22 APMD Active Projects by Value Austin Convention Center ($54,792,893) Austin Public Health ($24,297,701) Austin Public Library ($40,389,230) Austin Resource Recovery ($7,841,812) Austin Water ($4,402,543) Aviation ($799,308,297) Communications and Technology Management ($3,151,525) Economic Development ($20,000,000) Emergency Medical Services ($34,216,073) Fire ($95,574,839) Fleet Mobility Services ($1,350,000) In-House Projects ($2,680,000) Parks and Recreation ($67,609,546) 23 APMD FUNDING SOURCES Projects by Count Other Sources Bonds 44 40% 66 60% $179,991,644 15% Total Funding Bonds Other Sources $997,160,558 85% 24 PUBLIC PROJECT DELIVERY 25 PUBLIC PROCUREMENT Public procurement must follow multiple specific processes as required by City Ordinances, State Law, and Federal Law These include • Hiring of professional services • Acquisition of real estate • Small and Minority Business Resources • Wage compliance • Environmental compliance • Ordinances which support City values 26 HIRING THE DESIGN TEAM Professional services procurement is Professional services procurement is governed by Texas state law governed by Texas state law • The City is required to select the most highly qualified provider of professional services • After determining the most qualified provider, City staff negotiates a contract with the consultant • The City may only engage one consultant at a time and must end negotiations before beginning negotiations with a different consultant The City has two methods to hire a The City has two methods to hire a consultant team: consultant team: • Single Consultant Selection • Rotation List The first step for both methods is a The first step for both methods is a Request for Qualifications (RFQ) Request for Qualifications (RFQ) 27 SINGLE CONSULTANT SELECTION Typically used for a single large project Entire process can take upwards of 6 months City announces RFQ for specific professional services Multiple consultants submit proposals for design services Highest qualified consultant selected PM negotiates design scope with selected consultant 28 ROTATION LIST One Rotation List is used to hire professional services for multiple smaller projects Consultants on Rotation List are offered to propose on a revolving basis List selection process can take 6 months Assignment of consultant from Rotation List takes 1-2 months City announces RFQ for specific professional services Multiple consultants submit qualifications Highest qualified consultants are selected to be on a Rotation List PM negotiates design scope with consultant 29 City has multiple Rotation Lists which are grouped by type of work A single consultant from Rotation List is offered to propose on a project ACQUISITION OF REAL ESTATE The City can directly purchase property after following all laws regarding property acquisition The City has the right to acquire property though eminent domain, which is referred to as condemnation If the City condemns property, the City must prove a need for that specific property Condemnation process requires several lengthy steps, including expert testimony Condemnation can take up to 2 years 30 EXISTING CITY LAND Conversion of Parks land requires a public hearing per State law and is a lengthy process This requires the review and approval of:  The Parks and Recreation Board  The Land and Facilities Committee of the  Typically, a public hearing by the City Board Council The Parks Board independently establishes the amount of compensation for the use of parkland 31 FEASIBILITY OF USE Property can have existing concerns which limit use Challenges can include: • Prior easements • Zoning • Environmental features • Sub-division of property • Other governmental agencies The City must follow all existing laws and processes to change property use 32 SMALL AND MINORITY BUSINESS RESOURCES Ordinance to promote and encourage minority, women, and disadvantaged business owners to participate in business opportunities with the City of Austin Supported through: • The establishment of participation goals for vendors during procurement • Monitoring of goal progress by SMBR during project delivery • Verification of goal achievement prior to final payment 33 WAGE COMPLIANCE Required by law for City projects Ensures prevailing wages are paid by City contractors to their employees Each trade has a unique wage rate which is different for civil and architectural work Enforced by City processes and staff 34 ENVIRONMENTAL COMPLIANCE City land development code SWPPP (Stormwater Pollution Prevention Plan) BSEAD (Barton Springs - Edwards Aquifer District) BCCP (Balcones Canyonland Conservation Plan) Endangered Species Act Migratory Bird Treaty Act Wetlands Protection Flood Risk (NOAA/FEMA) 35 CITY VALUES Sustainability Art in Public Places (AIPP) Accessibility Great Streets Program Noise Ordinance Temporary Traffic Control 36 PROJECT DELIVERY METHODS 37 PROJECT DELIVERY METHODS There are multiple ways to structure the relationship between the City, design professionals, and contractors These include:  Design/Bid/Build  Indefinite Delivery/Indefinite Quantity  Design/Build  Construction Manager at Risk Any delivery method other than Design/Bid/Build or IDIQ requires an approval from Council 38 DESIGN/BID/BUILD Traditional delivery approach Project awarded to lowest responsive bid Provides lowest construction cost Owner Architect / Engineer General Contractor Subconsultants Subcontractors 39 INDEFINITE DELIVERY / INDEFINITE QUANTITY (IDIQ) Work performed at multiple sites and payment is based on quantity of work delivered Allows for single contract instead of multiple smaller ones Suitable for projects with field engineering instead of traditional design Owner Contractor Project 1 Project 2 Project 3 … 40 DESIGN/BUILD Single party responsible for design and construction Can shorten overall delivery schedule Used when schedule is more critical than cost Owner Design Builder Subcontractors Architect / Engineer 41 CONSTRUCTION MANAGER AT RISK (CMAR) CMAR selected early in process Early budget assurance CMAR provides input during design phase Owner Architect / Engineer Construction Manager Subconsultants Subcontractors 42 QUALITY, SCHEDULE, AND BUDGET 43 Quality Schedule Budget PROJECT CONSTRAINTS The project team must balance three equally important project constraints: • Quality • Schedule • Budget Changing one item impacts at least one of the other two items Project managers work to provide high quality and long lasting infrastructure and facilities for the citizens of Austin 44 During design • Utility coordination • Predesign surveys • Predesign geotechnical • Multiple reviews • Sponsor • QMD • PMs • Permit During construction • Materials and performance testing • Onsite inspection and contract compliance by City staff • Consultant services • Acceptance walk-throughs • Commissioning • Operational training 45 QUALITY ASSURANCE AND CONTROL COST ESTIMATE CLASSIFICATIONS Cost estimates are assigned a classification based on the current phase of the project The classifications describe the confidence of the cost estimate As the project progresses through phases, the cost estimate gains a higher level of confidence Class 5 • +100% to -50% Class 4 • +50% to -30% Class 3 • +30% to -20% Class 2 • +20% to -15% Class 1 • +15% to -10% 46 BUDGET ACCURACY 100% 80% 60% 40% 20% 0% -20% -40% -60% Class 5 Class 4 Class 3 Class 2 Class 1 0 47 CIVIL PROJECT PHASES Cost Estimate Class 5 4 3 30% 2 1 60% 90% Planning Preliminary Design Bid Construction Warranty • Hire design consultant • Preliminary Engineering Review (PER) Permitting • Standard bid process takes 5- 6 months Transfer to PMD from Sponsor Selection of desired alternate from PER • Construction duration is estimated by the design consultant and PM at the time of bid • Additional time and/or cost can be added through change order process • Standard warranty period is 1 year • Warranty is often extended to 2 years for: • Vegetation • Roofs • Watershed projects 48 ARCHITECTURAL PROJECT PHASES Cost Estimate Class 5 4 3 2 1 Preliminary Project Definition Schematic Design Design Development Construction Documents Bid & Award Construction Warranty Transfer to APMD from Sponsor Baseline scope, budget, and schedule established Site Development Permit Building Permit Substantial completion 49 PROJECT TIMELINE TIPS Hire design consultant Design Permitting Construction Preliminary Real estate acquisition Bid/Award  Each approval from Council is a 6 week process  Real estate acquisition can take up to 2 years  Hiring a design consultant can take 2 to 6 months  A general permit can take 2 to 6 months  Preliminary, design, and construction phases are variable based on the complexity of the project  A site development permit can take 9 to 12 months  The bid/award/execution process takes 5 to 6 months 50 Construction Estimate Number of Projects Average Design Period Average B/A/E Period Average Construction Period < $4M 172 projects 20.5 months 3.9 months 18.2 months $4M-$19M 86 projects 32.6 months 4.9 months 25.4 months > $20M 21 projects 42.7 months 6.0 months 44.9 months Overall 279 projects 31.9 months 4.9 months 29.5 months AVERAGE PROJECT DURATION FOR CIVIL PROJECTS 51 Construction Estimate Number of Projects Average Design Period Average B/A/E Period Average Construction Period < $4M 50 projects 15.7 months 4.9 months 13.5 months $4M-$19M 11 projects 23.9 months 5.8 months 22.0 months > $20M Overall 8 projects 20.9 months 5.7 months 31.3 months 69 projects 20.2 months 5.5 months 22.3 months AVERAGE PROJECT DURATION FOR ARCHITECTURAL PROJECTS 52 PROJECT TIMELINE VS. CONTROL l o r t n o C d n a e c n e u l f n I t c e o r P j Preliminary / Project Definition Schematic Design Design Development Construction t c a p m I e l u d e h c S d n a t s o C t c e o r P j 53 TODAY WE DISCUSSED Capital Capital Project Project Delivery Delivery Project Project Delivery Delivery Methods Methods Public Project Public Project Delivery Delivery Approach Approach Quality, Quality, Schedule, Schedule, and Budget and Budget 54 DISCUSSION 55