Key Biscayne Master Plan 043944000.18w_Key_Biscayne_MP(forJooMag) | Page 74

VILLAGE OF KEY BISCAYNE UNDERGROUNDING OF UTILITIES — MASTER PLAN
inclined to negotiate a change with a property owner who is willing
to grant an easement, but not in the location preferred by the utility
owner or in the location that offers the lowest cost to the project.
This increase in the project cost would place negative pressure on
the design-builder’s profit margin, which reduces their motivation to
accommodate the property owner’s request.

The easement acquisition process presents a schedule risk a DB
contractor may not be willing to assume under a fixed schedule
duration.
 The Village has significantly less control and involvement over a DB
project than traditional DBB or CMAR.
 To take full advantage of any shorter implementation benefits that
DB offers, the Village must be highly responsive in its decision
making.
 The Village loses the benefit of the checks and balances that exist
when contracting separately with independent design consultants
and a general contractor or CMAR.
 May be problematic when there is a requirement for multiple
agency design approvals.
 There is a risk that an adversarial relationship could develop if
the quality of the project is not what was expected by the Village.
Under this delivery method, the design team works directly for
the contractor, who may not have the best interest of the Village
in mind.
7.2.3.1 – DB Contracting and Procurement Methods
There are several alternatives to contracting and procuring DB services.
Contracting can be through a fixed price lump sum agreement similar to
DBB or, like the CMAR delivery method, through a pre-construction fee
and GMP development process.
The procurement process is usually a two-step process. The first step is
issuance of an RFQ and the submittal of qualifications by prospective DB
teams. The owner would then establish a short list of the best qualified
teams to then submit a cost and technical proposal to the owner. The
cost and technical proposal usually contains any technical innovations
developed by the DB team along with schedule and any other pertinent
70
details related to the design and construction process. In some cases,
owners find it beneficial to produce “bridging documents” that are prepared
by an independent consultant. The bridging documents provide detailed
information related to the quality and function of the desired project. They
can also contain any schedule or design constraints that may otherwise be
unknown to a DB team. These documents can reduce the risk the owner
does not receive what they initially anticipated at the onset of the project.
Once the cost and technical proposals are received by the owner from the
DB teams, a DB team can be selected based on a combination of pricing,
approach, and qualifications.
For this project, it would be important to select a DB team after each of the
utilities has released their designs but ahead of the compiled utility plans to
achieve the most efficient design and construction approach leading into
GMP development. The Village may elect to provide performance
specifications ahead of selection to provide the framework for the
construction of the project. Because this would be a qualifications and
pricing based selection, design plans from each of the utilities would be
required ahead of GMP development.