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30 three lines (Blue Line, Red Line, and Yellow Line) and The anticipated scope of preconstruction services has been operated by the Tri-County Metropolitan under the contract was identified by task order number. Transportation District of Oregon (TriMet) since 1986. The scope included tasks such as: The growing transportation needs of the increasing population in the region (an estimated one million new Consult with owner and design team to advise and residents by 2030) required further expansion of the assist and provide recommendations on civil, utility, MAX light-rail network. To meet this need, it was pro- and systems elements. posed to add a new line (the Green Line) to the existing Provide full-time services of the proposed project network. This expansion project was officially titled the manager for 15 months beginning with "Notice to Pro- I-205/Portland Mall Light Rail Extension Project. ceed." The Portland Mall Light Rail Extension Project and Provide and submit written documentation and the I-205 Light Rail Extension Project together form the plans related to value engineering, constructability rec- I-205/Portland Mall Light Rail Extension Project, which ommendations, QA/QC plans, and a preliminary and is the first phase of the South Corridor Project. Phase 1 final "Conduct of Construction," which address con- was proposed to bring the MAX Green Line service to I- struction aspects such as phasing and sequencing of 205 between Clackamas Town Center and Gateway, events and special considerations like storm water where it would then use the existing MAX Blue and drainage management, emergency vehicle provisions, Red line tracks to downtown Portland, and then run on and public and worker safety provisions. new tracks along the Portland Mall to Portland State Submit detailed schedules, work plans for different University. The second phase of the South Corridor phases of construction, contracting plans with goals Project is the Portland-Milwaukie Light Rail Project. such as maximizing DBE opportunities and construc- This section discusses the Portland Mall Light Rail tion of systems work, cost estimates, Critical Path Extension Project segment. Launched in 2005 by Method schedules, and safety plans. TriMet and its partners--the City of Portland, MAX, Following completion of 100 percent of the final Oregon Department of Transportation (ODOT), and design and construction documents, submit a GMP. Clackamas County--the 3.4-mi Portland Mall light-rail project was completed in fall 2009. This segment of the The scope of the construction services involved the Green Line runs the length of the Mall, connecting 15 finalized submission of cost and schedule plans, con- stations from Union Station to Portland State Univer- tracting documents, QA/QC plans, and other project sity. TriMet managed the construction of the Portland documents, in accordance with the plans presented dur- Mall under one CMAR contract. The contract, a fixed ing preconstruction services. unit-price type, was awarded as a single contract to a Apart from this, the scope involved implementation joint venture formed by Stacy & Witbeck and Kiewit of an effective safety program and the DBE and Work- Pacific. The contractor was responsible for assisting the force Training programs, all in accordance with plans team during the preconstruction period in the ad- developed during the preconstruction phase. The scope vancement of the drawings into 100 percent final design also included conducting weekly job meetings with and construction documents. As a part of this process, TriMet, resolving disputes between subcontractors and the contractor was required to perform a detailed re- suppliers as a result of construction, obtaining neces- view of the design drawings for constructability, value sary permits for construction, and completing all con- engineering, and cost savings opportunities, and to pro- struction work for a price not exceeding the established vide a detailed construction cost estimate and take-off GMP. that reflected the then current market conditions and pricing. The CMAR was required to provide precon- Process Overview struction services and serve as general contractor for The bid evaluation procedure was divided into three the civil, utilities, and systems construction. The CMAR phases--the determination of a competitive range based contract included a preconstruction services agreement upon written proposals, an interview process of short- and, upon successful negotiation of a GMP, a contract listed firms, and a final score to select the firm that for construction services. would be awarded the contract. TriMet and the Office of Transportation of Portland had appointed an Evalua- Procurement tion Committee (EC) to determine a competitive range and evaluate the proposals of various firms based on Scope of Work the range. Only the firms that fell in the competitive The scope of the construction project included all of range were considered for award of the contract. This the construction work for the Mall with the exception of was the first stage. shelters for the light-rail platforms. The contractor ap- The EC then interviewed those firms that scored pointed was brought on during the final design phase to within the competitive range. The interviews had a two- provide design review, value engineering, a detailed fold purpose. First, it allowed the proposers to clarify schedule, and cost estimates to meet the contract written proposals in response to questions from the EC. schedule and budget. The scope was predefined by Second, it provided the proposers an opportunity to ask TriMet in the RFP document. questions on any provisions of the RFP. Following the

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31 interview, the proposers were given the opportunity to Selection and Award Criteria revise their proposals and submit a BAFO. The EC evaluated the submitted written proposals In the final stage, the EC assigned evaluation points on the basis of certain predetermined criteria and set a to each proposer upon receiving the BAFO. The evalua- score for each criterion, totaling to a maximum of 150 tion points were assigned utilizing certain pre- points. Each criterion was further divided into subcrite- established criteria (see next section). The EC based its ria with scores associated with them. The score of each decision of selecting the most favorable proposal on individual criterion was computed using these subcrite- these evaluation points and forwarded its recommenda- ria. The evaluation criteria and corresponding subcrite- tion to the Executive Director of Capital Projects and ria are listed in Table 11. Facilities of TriMet for authorization. Table 11. Portland Transit Mall Segment Selection Criteria Group Criterion Maximum Score SubCriteria 1. Capacity 2. Similar project experience Firm experience and project team 25 3. Proposed team 4. Specific roles 5. Resumes 1. Within budget Project approach, safety and man- 2. On-time completion 50 agement plan 3. Community impacts 4. Safety 1 Preconstruction services price Price 50 2. Lump-sum fixed fee price 1. Workforce diversity DBE and Workforce Training Pro- 25 2. Subcontractor utilization gram 3. Project subcontracting plan Group Criterion 1: Firm Experience and Project ject as identified in the RFP. The performance of previ- Team.--The capability of each proposing firm in execut- ous projects was evaluated through information such as ing projects of this nature was evaluated through rele- location of the project, the completion date, a brief de- vant subcriteria. Based on the findings, the firms were scription of the project highlighting similarities in scope allotted scores (maximum of 25 points). The capacity of and value, the amount of initial contract award and the proposer was assessed based on the firm's annual final contract close-out, and the number and dollar volume figures for the previous 5 years, current firm amount of the claims and legal expenses incurred in the commitments, and current bonding capacity. The ex- project. An organizational chart showing the proposed perience of the proposing firm was gauged through the key staff for this project at the field and corporate level performance of its projects over the previous 10 years was required to be submitted. The proposing firm was that were similar in scope and value to the current pro- required to identify key personnel involved in activities