EXHIBIT A
OHSU/SOUTH WATERFRONT AERIAL TRAM
DESIGN DEVELOPMENT PHASE
SCOPE OF WORK
PROJECT MANAGEMENT SERVICES
PORTLAND AERIAL TRANSPORTATION, INC.
RHODES CONSULTING, INC.
DECEMBER 12, 2002
TASK 1: PROJECT MANAGEMENT
BACKGROUND: The PATI Board is comprised of unpaid volunteers and must rely on a Project Manager to oversee day-to-day operations, manage contracts, and provide for organizational needs.
PRODUCT: Project management and administrative support usual and customary for such endeavors.
WORK TO BE ACCOMPLISHED:
1.1) Schedule monthly PATI Board meetings
1.2) Prepare meeting notices, agendas, correspondence and minutes
1.3) Review and approve invoices
1.4) Track contract schedule/expenditures
1.5) Monitor initial capital finance plan development
TIMEFRAME: 12/02-9/03
TASK 2; MASTER SCHEDULE DEVELOPMENT
BACKGROUND: Preliminary review indicates that there are substantial order times for tram components, including up to twelve months for wire ropes. In order to achieve revenue service in time for building occupancy a schedule is required which reflects the anomalies of the tram industry.
PRODUCT: A detailed master schedule for the aerial tram project from commencement of design to start-up of revenue service. The schedule will indicate major benchmark points in the project to allow the PATI Board to measure progress and assure on-time performance.
WORK TO BE ACCOMPLISHED:
2.1) Research a variety of issues related to schedule development including:
• Lead time requirements on equipment and components.
• Testing and break-in operation requirements.
• Construction phasing and duration
• Training requirements for operators and maintenance personnel.
• Permitting requirements and timelines
2.2) Develop a detailed project schedule and validate with manufacturers and tram engineering consultants. Submit schedule to PATI Board for approval.
TIMEFRAME: 1/03-3/03
TASK 3: PROJECT OVERSIGHT AND COORDINATION
BACKGROUND: The aerial tram project will involve the development and implementation of agreements between the City, PATI and consulting firms. While begun as a non-profit entity with stakeholder cash advances, PATI must seek and receive public resources to accomplish its mission. This will require on-going management and coordination with the City and PDC.
PRODUCT: Resolution of the aerial tram ownership issue and PATI’s contractual relationship with the City. On-going management and coordination with the City.
WORK TO BE ACCOMPLISHED:
3.1) On-going management and coordination with the City
TIMEFRAME: 12/02-9/03
TASK 4: REVIEW/REVISE CAPITAL FINANCE PLAN (CFP)
BACKGROUND: The capital budget for the Central District relies on a variety of funding sources and estimate elements as outlined in the Master Development Agreement. The current estimate is based on a compilation of costs from various sources.
PRODUCT: Review and conformation, or revision if warranted, of the capital budget and funding strategy for design and construction of the aerial tram.
WORK TO BE ACCOMPLISHED:
4.1) Review/validate the capital budget using an engineering consultant, manufacturers and contractor(s).
4.2) Develop and obtain agreement on any necessary revisions to the capital finance plan.
4.3) Assist in implementing agreements.
TIMEFRAME: 2/03-4/03
TASK 5: OPERATIONS AND MAINTENANCE PLAN
BACKGROUND: Operation and maintenance programs for aerial trams are largely tailored to each unique installation. Labor will be the principal cost driver in terms of the operating budget. In addition, preliminary review indicates that hours of operation and operating frequency have a significant effect on overall cost by dictating maintenance staffing. PATI has committed to the City Council that the operating side of the equation would be balanced prior to proceeding with design and construction. It is essential to resolve these issues as soon as possible.
PRODUCT: A detailed operating and maintenance requirements plan including staffing requirements, labor sources and strategy, and budget.
WORK TO BE ACCOMPLISHED:
5.1) Meet with tram operators and manufacturers to determine maintenance activity levels, the interplay between operating hours/operating scenarios and maintenance activities, and labor skill levels required.
5.2) Draft operating policies including service frequency, fare structure, hours of operation, and other revenue service related issues.
5.3) Develop a detailed operating budget including:
• Staffing levels
• Hours of operation and frequency,
• Routine maintenance and repair
• Annualized major maintenance
• Annual inspection and certification,
• Utility costs
• Insurance.
Multiple budgets will be advanced that display for the PATI Board the cost trade-offs of various operating scenarios.
5.4) Assist in development of a plan for funding operating requirements.
TIMEFRAME: 1/03-4/03
TASK 6: DESIGN & CONSTRUCTION ALTERNATIVES ANALYSIS
BACKGROUND: The construction of an aerial tram is somewhat dissimilar from other infrastructure projects in that it involves special design effort with a limited number of available practitioners. In addition, the equipment manufacturer plays a major role in both design and construction. Actual construction will require working adjacent and over I-5 requiring Oregon Department of Transportation and perhaps Federal Highway Administration approval. Terwilliger Parkway represents a significant natural resource with thoughtful community stewards. Construction through and above this resource must be well planned and carefully undertaken in order to avoid adverse impacts.
PRODUCT: Recommendation to the PATI Board on the most advantageous design and construction management scenario.
WORK TO BE ACCOMPLISHED:
6.1) Research past industry practices and actual project performance.
6.2) Perform a construct ability review and prepare a construction plan for I-5 and the Terwillger Parkway.
6.3) Negotiate implementing agreements with the City and Oregon Department of Transportation.
TIMELINE: 5/03-8/03
TASK 7: PUBLIC INFORMATION PROGRAM
BACKGROUND: Portland has a long history of engaging citizens in planning and design of projects, which transform the built environment. The aerial tram can only attain a high level of community acceptance if our citizens are actively informed and participate in its evolution. The design competition provides for a number of exhibitions, workshops and open houses to facilitate communication.
PRODUCT: Support production of public events sponsored by the design competition and participate as required.
WORK TO BE ACCOMPLISHED:
7.1) Provide advice and support for the planning and production of public events
7.2) Attend public events and regulatory commission meetings
TIMELINE: 12/02-9/03
TASK 8: FINAL DESIGN & CONSTRUCTION SELECTION PROCESS
BACKGROUND: The design and construction of the aerial tram is a unique undertaking and will likely not fit the standard template for a “pubic works” project. There are a limited number of technical designers, equipment manufacturers and installers. In order to control both cost and quality it may be beneficial to select a design/build team through a qualification-based process. Once selected, on-going management of the contract will be required.
PRODUCT: Development of a white paper outlining the various options for proceeding with design and construction and a recommendation to the City Council. A detailed selection process and agreements for design and construction between the City and PATI.
WORK TO BE ACCOMPLISHED:
8.1) Draft issues paper on the various alternatives for selection of final design and construction vendors
8.2) Development of a detailed selection process for City Council approval
8.3) Negotiation/preparation of agreements between the City and PATI necessary for proceeding with final design and construction
TIMEFRAME: 5/03-9/03