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CONVENTIONAL FACILITES MANAGEMENT

CONVENTIONAL FACILITES MANAGEMENT. Conventional Facilities Management. Staffing Field Support: 7 UTR full time; 1 UTR part time Office Support: 6 (including APD) full time; 3 part time CM/GC and Trades: 18 Turner/HMM; 130-140 trades Changes in Last 6 months

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CONVENTIONAL FACILITES MANAGEMENT

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  1. CONVENTIONAL FACILITES MANAGEMENT

  2. Conventional Facilities Management • Staffing • Field Support: 7 UTR full time; 1 UTR part time • Office Support: 6 (including APD) full time; 3 part time • CM/GC and Trades: 18 Turner/HMM; 130-140 trades • Changes in Last 6 months • UTR staff reduced by one (tunnel inspector) • A/E coordinator on-site support reduced to part-time • Roll-off Plan developed

  3. Conventional Facilities Management • Change Order Request Technical Review Process • Potential Change Order (PCO) initiated by Turner with rough order-of-magnitude (ROM) estimate. • Trade contractor submits cost estimate for change. • Contract Administrator distributes to Conventional Facilities (CF) for evaluation of technical merit. • CF returns recommendation to Procurement for negotiation. • Contract Administrator finalizes negotiations and requests authorization (Requisition) from Project Office. • CF processes Baseline Change Request (BCR) and Requisition. • Contract Administrator issues Contract Modification.

  4. Conventional Facilities Management • In-house Estimating Service • Support provided by Jacobs Facilities • Dennis Day – on site • Supports Technical Evaluation Process. • Provides check estimates for Change Orders. • Provides estimating services for non-Turner. construction contracts.

  5. Conventional Facilities Management • Coordination with Procurement • Weekly Procurement Status to review: • Critical Procurement List • Advance Procurement Plan • Site Office approval process • Status of Change Orders/Field Change Orders • Status of Turner contract (invoicing, payments, etc) • Status of Jacobs Facilities contract (changes, modifications, payments, etc.)

  6. Conventional Facilities Management • Coordination with Procurement (continued) • Status of Change Order Requests / Field Change Orders • Review list of active CORS/FCO against PCO list. • Preliminary evaluation of merit of new PCO items. • Status of Technical evaluation of merit. • Prioritize pending actions. • As required • Daily interaction with technical evaluations, negotiation progress, other support from CF.

  7. Conventional Facilities Management • Non-Turner Construction Managed by CF • Electrical Substation – Awarded to Dynelectric • Contract value: $1.8M • Duration: 20 weeks • NTP: July 07 • Switchgear provided as GFE • BTH West Upgrades • Budget: $470K • Duration: 12 weeks • NTP: pending

  8. Conventional Facilities Management • Non-Turner Construction Managed by CF • Gas Line – PGE (pending DOE approval) • Contract Value: $33K • Duration: 10 weeks • NTP: pending • Gas Line – Meter to Central Utility Plant (CUP) • Contract Value: $80K • Duration: 8 weeks • NTP: pending

  9. Conventional Facilities Management • Non-Turner Construction Managed by CF • Bldg 028 & bldg 751 into LCLS Offices • Budget: $5M • Duration: 14 months • Both projects have design delay starts due to FY 08 budget constraints • No impact to CD 4 (July 2010) • FEH Hutches • Budget: $2.5M • Duration: 9 months

  10. Conventional Facilities Management • Jacobs Facilities • A/E Support • A/E Coordinator reduced to part-time • On-site estimator (full-time thru Dec 07) • Review of Submittals and RFI • Prepare Change Order documents • Structural Observations

  11. Conventional Facilities Management • 10CFR851 Worker Safety & Health Program • Contract change effective April 2007 • Additional ES&H requirements • Trade contractor to provide medical services • Burdensome of smaller contractors • Permissible Exposure Limits more restrictive • Possible increase in cost of construction • LCLS original flow-downs to TCCo already included the majority the requirements of 10CFR851

  12. Conventional Facilities Management end of presentation

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