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,The trusted aU � rnat~v <br />^� <br />" <br />for construction contracts <br />Investment in construction �mun|dpa[faaciitles is challenging. Leaderssle-ekto spend tax dollars as wiseiy as <br />� <br />���ensuhng�e1�i�a��U�����l���.<n��L��n�m�on�na�m� <br />dehuerymethod isasmart choice. This,processgivesthecitycontndovertheentinepr-ocessfnomstarttoflnishand <br />p,roVides an on -time project with iMDroved quaflty and reduced chain;ge orders. <br />There are two methods in which a Construction Manag <br />ement contract Can -be delivered, RIM works with cities to determine <br />the best cont'-nactfor their p 'ect <br />Lonstcruct'Jon Man2ger, AdvOscr <br />In t"he Construction Management Advisor (CMa) delivery, 2 c-ontracting partner is seleCted based upon qualificalitions of the- <br />typeofpnojectbe/ngconstructed.Theconstruct>onmanagerpmv(desahostofpre-cunstruct(onsen//cesinc|udingphasin@ <br />planning,deVe|opingthepre'construct/onschedu|eandbudgetingthnoughoutthecandredes|@npmces� Theconstruction <br />manager Sorves as an extension of t-he city staff, meeting with various use.. groups and reeviewing architectural plans for <br />comp1etenessand constructabi//ty. <br />Because the [Maisproviding budgs�/ngservices duhng the entire �redes��nproce�theywUll identifvco�sexceeding the <br />budget and make recomme-ndations to bring it back into alignment. The-y%rusil! Toresee items unclearly note-d in the plans and <br />make provisions for this work in bid packages, eliminating opportunity T 'or change orders. <br />While- the [Madelivery hasbenefits, t-heneare a{sodram/backs.Inthis delivery method, the c/tventers into acontract <br />with each individual subcontractor on the project. This presents risk o the city asthey are cont-nactua1|y responsible for <br />subcontractor failure. <br />Subsequently; the number bfcontracts increases city staff admhmistirativetime. <br />applicaticns for each contractor and doCumentation olf any design Changes. <br />Because the CMa does not hold any of the contracts or a guaranteed maximum price, there r2n be a perception of lack of <br />olvvunership by the0Ma regarding project schedule and budget. <br />m <br />each contnanctcomes monthly pay <br />Construction Manager at Risk <br />� baddressdr�mbacksof[MadeUver�manycb��hauee|ec�ed�ood/�ethe[onstnmr�onManageratR�kKCMdde|iuery <br />method. This process provides the advantages of CMa ivh/fea(low|ng the city to execut-e a single contract with the CMc <br />Different from Oqadelivery, the [Mrholds acontingency for unforeseen conditions and the ct-vholds acontingency for <br />scope changes. This is the only perceived disadvantage of theCMrDroress. <br />