4.3. SR 06-18-2001 - Laserfiche WebLink

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Lg, L~. U J. ;" 4.1 EVALUATION OF ALTERNATIVES In evaluating the procurement alternatives and contracting strategies for the best ways to implement the Northstar Corridor Rail Project, several factors need to be considered. Each factor's influence on the selection process is described as follows: Control/Accountability - the ability of the owner to control the system implementation process, and, therefore, be accountable for the success of the project. Risk - contractor performance risk is based on the impact on the project by the nonperformance of the contractor(s) and/or vendor(s). The success of the project is also based on minimizing the risk inherent in construction integration. Such risks are largely transferred to the contractor in a design-build procurement. · Quality - Whatever the procurement process, quality must be written in to require the contractor to deliver the highest quality system reasonable. · Schedule - Funding arrangements and total costs for a project are often tied to the schedule and the ability to deliver the built system in the least amount of time. Staff Capacity - The procurement type will dictate the staffing requirements for the contract parties; the less risk and responsibility for delivering the various phases of a project, the less impact on the public agency staff to administer, perform, and manage the project. Legislative/Legal Constraints - Federal regulations and state statutes may limit the authority of the public agency to pursue certain procurement strategies and comply with legal regulations. 5.1 RECOMMENDATIONS Based on the consideration of the influencing factors for procurement and the understanding of Mn/DOT's resources and abilities, the following recommendations are made for the various elements of the Northstar Corridor Rail Project. 5.1.1 Railroad Track Improvements and Control System Track improvements within the-railroad corridor will affect BNSF's freight operations, and the raikoad will perform the construction with its own forces. However, the commuter rail agency- owner can still maximize control by negotiating and agreeing to the necessary capacity upgrades. Upon the memorializing of project responsibilities, coordination, and funding arrangements in a legal master construction agreement between the agency and the raikoad, the completed plans are turned over to the railroad. BNSF would then accompany the track improvement plans with its standard specifications for construction and a corresponding signal (control system) modification package for their own forces or contractor to comply with in performing the work. Northstar Corridor Preliminary Engineering Volume III - lune 1, 2001 Procurement Plan Page 9