IQ Spring 2012: The Conference Issue - (Page 11)

most negative of the approximately 570 reviews date from before or during the renovation. No one likes to travel through a construction site, no matter how well managed. Consider these two reviews. In June 2006, a Yelp reviewer criticized the airport: “For such a modern and technologically rich area, SJC appears to be something out of the stone ages. It’s a wonder how they get planes out of this place!” However, one Yelp review in January 2012 praised SJC as “super clean, super new, and super efficient. One of my favorite airports.” How did the owner and team come up with solutions that transformed the travel experience so significantly? the chaLLeNge Reportedly the nation’s largest design-build airport project to date, the 2.6-million-square-foot modernization of Mineta San Jose International by design-builder Hensel Phelps Construction Co. was completed ahead of schedule and $52 million under budget. The complete transformation of the airport was the goal, including new and renovated terminal buildings, a convenient one-of-a-kind consolidated rental-car facility, a simplified roadway system with convenient bypasses to alleviate congestion and state-of-the-art security checkpoints. Sustainable features include a one megawatt solar farm on the roof of the car-rental facility. The City of San Jose used a qualifications-based procurement process. It allows the owner to bring the design-builder into the process much earlier, making the design-builder a strategic partner in all phases of project delivery, from programming and project definition to budget and scheduling. The most heavily weighted factors in the February 2006 RFP related to current capacity and past performance on multimillion-dollar capital-improvement programs similar to the one Mineta San Jose International Airport planned to undertake. Teams were asked to develop a projectspecific approach. Twenty-five percent of their final scores were based on their ability to demonstrate that they could effectively manage schedule, cost, design and construction as well as their financial stability, bonding capacity and commitment to using local labor and small businesses. Another 25 percent took into account past performance related to budget, schedule and QA/QC. Each team’s past performance on similar projects was accorded 20 percent of the final tally. Less heavily weighted factors were: commitment to stakeholder participation (10 percent); commitment to the city’s organizational goals, policies and codes (five percent); labor peace plan (five percent); local business participation (five percent); and small business participation (five percent). Selected as the most qualified respondent, Hensel Phelps and the city worked together to finalize fees that were were categorized into the following stages: pre-design, 30 percent design, 60 percent design and 100 percent design. Hensel Phelps agreed to design the project to each level and then provide a cost estimate and proposal. If acceptable to both parties, Hensel The light-filled airside concourse of terminal B is rated LEED® Silver. dbia.org spring//2012 11 photo courtesy of nick Merrick © hedrich Blessing http://www.dbia.org

Table of Contents for the Digital Edition of IQ Spring 2012: The Conference Issue

IQ Spring 2012: The Conference Issue