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52 Collaborative Airport Capital Planning Handbook Products: The following is a list of written documents, processes, data, events, and/or other benefits that will be produced during this step: · Contract(s) with professional services firm(s), as required, and contract amendments if scope changes. · Contract with the construction contractor and contract amendments, as required. · QC Plan. · Memo that documents the changes made during construction, including agreements reached on how any cost increases would be funded as well as the financial impacts that funding change may have on other projects in the ACP. · Daily field log. · Minutes from Job and Operations meetings. · Monthly project status reports. · Change orders on construction contract. · Safety and Security Plan. · Monthly cash flow projections. · Document control procedures. · Facility commissioning schedule. · Designer evaluation. · Documented guarantee and warranty information. · Training and O&M manuals for the owner that will operate the facility. · A completed facility that meets scope, cost and schedule constraints. · A completed facility that meets the owner's expectations and the agency's goals and objectives. Result: The following is the result an agency can expect in terms of targets achieved, benefits realized and value added when an agency follows the recommended step outlined above: 1. A satisfied owner, pleased with the facility constructed and delivered within scope, cost and schedule constraints and that meets the agency's goals and objectives. Step 4: Project Closeout and Evaluation Goal: The goal of Step 4 is to quickly and effectively close out a project and evaluate the per- formance of the staff and departments involved in the planning, design and/or construction of a project/facility. Actions: The following is a list of actions, activities or tasks that should be completed during this step: · Construction Closeout: Conduct preliminary inspection of completed project/facility for con- struction closeout. See page C-15 of Appendix C for a Massport's Construction Closeout Checklist and page C-16 for Massport's Construction Closeout Flowchart. · Punch List: Prepare the punch list of outstanding items to be completed. · Substantial Completion: Recognize substantial completion as defined by the agency. · Certificate of Occupancy: Obtain the certificate of occupancy for the facility from the appro- priate External Stakeholder, if applicable, and transmit to the facility user/owner. · As-Built Drawings/Record Drawings: Receive as-built drawings for the facility from the con- tractor and transmit to the consultant for preparation of record drawings. · O&M Manuals: Receive training and O&M manuals for the facility from the contractor and provide to the facility user/owner. · Guarantees and Warranties: Receive guarantees and warranties for the facility from the con- tractor and provide to the facility user/owner. · Contractor Access: Retrieve from the contractor any facility access permits granted by the agency during construction.
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The Nuts and Bolts: Development and Implementation 53 · Final Clean Up and Inspection: Conduct final clean up then conduct final inspection of proj- ect site. · Certificate of Final Inspection: Issue certificate of final inspection, release and acceptance to the contractor. · Final Payment: Pay the contractor's final payment requisition. · Grant Closeout: Prepare and submit grant closeout paperwork to the appropriate External Stakeholder, if necessary. · Financial Closeout: Identify outstanding encumbrances and confirm final balance, liquidate encumbrances, determine actual annual operating costs, book assets and expenses, and com- plete hard close-out. Ensure all facility costs that can be capitalized are properly coded to the asset so that they can be properly reflected in the financial statements and recovered through airline rates and charges. This will complete retirement of the asset for the purpose of collect- ing rates and charges. · Ribbon Cutting: Conduct ribbon cutting ceremony, if desired. · Contractor Evaluation: Evaluate the contractor for the construction of the project. See pages D-12 to D-14 of Appendix D for a sample contractor evaluation form. · Owner Evaluation: Request evaluation and solicit feedback from the owner on the Lead Tech- nical Department's performance in delivering the project/facility. See page D-15 of Appendix D for a sample evaluation form that can be used for internal feedback. · Partner Evaluation: Request evaluation and solicit feedback from the Partners on the Lead Technical Department's performance in delivering the project/facility. See page D-15 of Appendix D for a sample internal project evaluation form. When: Project closeout and evaluation should occur within the first 6 to 8 months of the facil- ity commencing operation. Leader: Lead Technical Department (See Step 3 of the Development phase for a description of a Lead Technical Department.) Partner: CMT Methods: The following is a list of techniques that should be used to communicate and col- laborate with Partners during this step: · Collaborate in meetings and/or via collaboration technology with Contractor to monitor progress on the punch list until it is completed. Design consultant to monitor project closeout documentation until it is completed. Owner to discuss closeout process and monitor progress until it is completed. Owner to assist with transition into operation, to ensure that all features are performing as designed, and to ensure that commissioning was satisfactorily completed. Finance to ensure that all assets of the facility are properly coded to retire the asset and add it to the rates and charges asset base. O&M Department to ensure that all assets of the facility are properly coded for future expenditure tracking. O&M Department and External Stakeholders using the facility (e.g., the airlines) to solicit feedback on facility operation. CMT to discuss results of evaluations conducted and summarize lessons learned and best practices (see Chapter 6). · Communicate in writing with Finance to transmit appropriate paperwork to retire the asset and include the facility in rates and charges. The professional design services firm to produce record drawings for the facility once the project is constructed.