ChiefConstruction Division

George O. Lea JR. P. E. CCM

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Today’s Topics

Where we are and what we do

Our workload

Projects to look for

Type contracts being used

Construction Management Approach

Challenges

Keys to Success

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Where we are and what we do

CAPITAL AREA OFFICE

CENTRAL WASHINGTONAREA OFFICE

BAY AREA OFFICE

ENVIRONMENTAL REMEDIATION RESIDENT OFFICE

HARRISBURG AREA OFFICE

Northeast

Allegheny Mountain

Ft. Detrick

D.C. Metro

Ft. Meyer

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Baltimore District ExpendituresCivil & Military FY96-04

($ in Thousands)

557539

473

376

292

264

356

459

526

194 200 201

330 332

372

480

389

332

0

100

200

300

400

500

600

FY 96 FY97 FY98 FY99 FY00 FY01 FY02 FY03 FY04

Military Civil

$$

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Projects to Watch for

This FY (what is left of a $216M program)

McNair National Defense University Addition Ft Meade Army Reserve CenterArlington Cemetery Land Development - Phase lNew Cumberland DDC General Purpose Warehouse

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Projects to Watch for (continued)

Next FY ($236 M)AP Hill Shoot House Ft Belvoir Hospital ReplacementFt. Myer BarracksWalter Reed Energy PlantFt. Indiantown Gap Reserve CenterLeaderkenny Igloo upgradeNational Security Agency work (2 projects)Ft Meade, Architect of the Capital Storage Facility llMultiple Award TOCC for security projects

And Congressional Add’s ?

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Type Contracts

What we do Best Value Source Selections (trade-off analysis)Design / Bid / BuildDesign - Build Contracts (w&w/o award fees)Cost-Reimbursable ContractsIDIQ Contracts (AE services / TERC)Time and Materials Contracts / JOCC / BPA8A Task Order Contracts ($ 3.0 M and less)Multiple Award Task Order

Traditional and design build, (also w/security)Two step - LPTAConstruction Management Services

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Type Contracts (continued)

What we rarely doNegotiated procurementsSole sourceGuarantee maximum priceCM at risk / Multi- PrimeIncentive fees, cost sharingStipends

Where we are goingif you see an IDIQ, think regional (NAD)more project specific contracts vice IDIQ

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Trade-off Statistics

Price#1 Ranked Offeror 70% (27)#2 Ranked Offeror 23% (9)#3 Ranked Offeror 5% (2)#4 Ranked Offeror 2% (1)

Technical#1 Ranked Offeror 43% (17)#2 Ranked Offeror 33% (13)#3 Ranked Offeror 19% (7)#4 Ranked Offeror 2% (1)#5 Ranked Offeror 2% (1)

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Construction Management Approach

Making “values” work for usknowing who we hire, internal and by contract

Schedule Management Training require weekly status of the schedule

Reaching out to Industry as “one team”cross training with private sectorusing industry standard contract documents

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Challenges

Put CM at risk in our tool box Getting Contractors onboard sooner than laterCreating a “learning culture”

building technical competencysharing lessons learned push on Professional Certifications / education more involvement with Professional Societies

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Keys to Success

Establish partnerships not contractsAlign goals and expectations before you start workAn extra pair of eyes on the job always helpsWatch the schedule

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Questions ?

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