SAN FRANCISCO INTERNATIONAL AIRPORT REUBEN HALILI TERMINAL 1 PROGRAM MANAGER

Transcription

1 SAN FRANCISCO INTERNATIONAL AIRPORT REUBEN HALILI TERMINAL 1 PROGRAM MANAGER Center for Innovation in the Design and Construction Industry (CIDCI) Forum September 20, 2013

2 Annual Enplanements (in thousands) Passenger Growth 31,000 29,000 27, % 1.7% 1.5% 25,000 23,000 21,000 19,000 17,000 15,000 Actual Financial Forecast FAA Terminal Area Forecast Planning Forecast Calendar Year To date, 4.8% passenger growth for FY12/13 compared to FY11/12 To date, 12.7% passenger growth for FY12/13 compared to FY10/11 All forecasts show increased traffic Source: Financial Forecast (LeighFisher, February 2013); FAA Terminal Area Forecast (FAA, 2013); Planning Forecast (HNTB, February 2013) 2

3 Spend Rate Per Enplaned Passenger $16.00 $14.00 $12.00 $10.00 $8.00 $6.00 $4.00 $2.00 $0.00 $13.44 $13.02 $10.01 $9.63 $9.56 $9.56 $9.53 $8.88 $8.79 $8.16 $7.80 $12.29 $14.53 Average $9.85 Small, local concessions and healthier food choices, chef-driven food concepts have resulted in increased concession spending Increased Annual Service Payment Source: Airport Revenue News, 2011 Data and January

4 Best Airport in North America -- Skytrax 4

5 SFO Capital Improvement Plan (CIP) Drivers High rate of passenger growth over the past few years has strained airport facilities Aging and seismically vulnerable buildings and infrastructure need to be renovated Improvements need to reflect modern security requirements Carry the T2 experience to the entire Airport 5

6 Runway Safety Area (RSA) Program Runway Safety Area Program $224M Congressional mandate Includes RWSL Program Construction started April 2012 Construction to complete December 2014 Runway closure May September 2014 Phase 1 Near Complete (10/28 s) Phase 2 in Design (1/19 s) 6

7 Air Traffic Control Tower (ATCT) Air Traffic Control Tower Replacement - $120M $69M in grant funds Project includes pre- and postsecurity T1 to T2 connectors Substantial completion in late-2014 FAA fit out complete in late

8 Boarding Area E Renovation Renovation of Terminal 3/BAE Facility - $140M Scheduled completion in early 2014 Increases building footprint by 18,000 sq. ft. Achieves T2 standard for passenger experience and amenities Provides additional concession space Provides for a renewed 40-year useful life 8

9 Terminal 3 East Renovation Renovation of Terminal 3 East Lobby Pre-, Post-Security - $190M Accommodate airline passenger processing requirements Alleviate passenger congestion in departure lobby Improve checkpoint queuing time and post-security circulation Address seismic vulnerability Increase concession space and revenue Provide for a renewed 40-year useful life 9

10 On-Airport Hotel On-Airport Hotel - $165M Proposed Program 403 room luxury brand hotel 25,900 sq. ft. meeting space Fitness center, business center, AirTrain The timing is right Hotel room rates are at an all-time high 200 unaccommodated room nights for the SFO vicinity in 2015 if no new rooms are introduced Shortage of hotel rooms and premium convention space on the Peninsula No new 4-5 star hotels in the vicinity in the last 20 years Profitable Average annual profits range from $1.8M to $8.4M over 30 years Airport is financing Source: Market Demand & Feasibility Study, Jones Lang LaSalle Hotels, September

11 Consolidated Administration Campus Multi Phase Project Phase 1 - $50M Replaces Engineering and Museum Shop Building Phases 2 and 3 - $150M New Administration Buildings Subsequent Phases Will Consolidates Airport staff Reduces parking demand in terminal area Consolidated Campus Concept Realizes energy efficiencies Enhances operational efficiencies Provides access to AirTrain intermodel transportation links Creates workplace that attracts and retains staff 11

12 Long-Term Parking Garage, Phase 2 Long-Term Parking Garage, Phase 2 - $75M To be located adjacent to existing Long-Term Parking Garage on Lot DD Provides for 3100 additional stalls Includes infrastructure for future AirTrain extension Designed to allow for conversion to future Rental Car Center 12

13 Terminal 1 Redevelopment Terminal 1 Redevelopment - $2.1B Replace Boarding Area B Carry through the T2 standard in passenger experience, amenities and concessions Provide international wide-body peak-time overflow gates Provide six additional gates, for a 24-gate operation 13

14 Terminal 1 Program - 10 Projects Tenant Relocations 1 Utilities infrastructure Improvements Temporary Boarding Area B and Checkpoint South Field Improvements GATE BOARDING AREA B 6 4 Demolition and Hazmat New Boarding Area and Terminal 1 - Phase 1 Expansion Terminal 1 Phase 2 Expansion 7 8 Terminal 1 Phase 3 Expansion 8 9 Terminal 1 ITB Connector 9 Boarding Area C Refresh 10

15 T1 Program Schedule and ROM Costs Terminal 1 Redevelopment ($2.1B) Enabling Phase 1 Phase 2 Enabling Projects ($7.5M) BA B Temporary Facilities ($50M) BA B - 24 Gates ($590M) Terminal 1 Redevelopment - Center ($458M) Baggage Handling System ($98M) Terminal Redevelopment - South ($198M) Secure Connector & FIS ($53M) Terminal Redevelopment - North ($374M) BA C - Refresh ($222M) 15

16 Terminal 1 Program Phasing Temporary Boarding Area B T1 North Terminal Boarding Area B 24 GATE BOARDING AREA B Customs Connector from Swing Gates T1 South Terminal ITB Connector San Francisco International Airport Terminal 1 Programming

17 Examples of Temporary Facilities 17

18 Conceptual Design Airfield View 18

19 Conceptual Design Landside View 19

20 Conceptual Design Recomposure Area 20

21 Conceptual Design Boarding Area B Arrival 21

22 Contracting Opportunities Terminal 1 Redevelopment - Enabling Projects PM/CM Support A&E Design Design/ Bid/Build Design/ Build Contract Duration Value (Est.) RFP Date (Est.) Value (Est.) RFP Date (Est.) Value (Est.) Bid Date (Est.) Value (Est.) RFP Date (Est.) Months (Est.) Non-Airline Tenant Relocations $500K Q4-2013* $5M Q Utility Infrastructure Upgrades $2M Q4-2013* $500K Q $15M Q Ground Transportation Unit, Gas Station and Car Wash Relocation $300K Q4-2013* $500K Q $4M Q Emergency Reponse Facility #3 $500K Q4-2013* $500K Q $10M Q Demo/Hazmat/Asbestos $1M Q4-2013* $10M Q Temporary Boarding Area B & Security Checkpoint $2.5M Q $50M Q South Field Taxilanes and Vehicle Checkpoint Relocation $1.5M Q1-2014* $20M Q Airline Tenant Relocations $500K Q1-2014* $5M Q Security/Special Systems $750K Q $500K Q

23 Contracting Opportunities (Continued) Terminal 1 Redevelopment - Terminal and Boarding Area Projects Phase 1 PM/CM Support A&E Design Design/ Bid/Build Design/ Build Value (Est.) RFP Date (Est.) Value (Est.) RFP Date (Est.) Value (Est.) Bid Date (Est.) Value (Est.) RFP Date (Est.) Contract Duration New BA B - 24 Gates $30M Q $590M Q Terminal 1 Expansion - Center $23M Q $458M Q Baggage Handling System $5M Q $98M Q Phase 2 Terminal 1 Expansion - South $10M Q $198M Q Secure Connector and FIS $2.5M Q $53M Q Terminal 1 Expansion - North $19M Q $374M Q Boarding Area C Refresh $10M Q $200M Q Months (Est.) 23

24 Integrated Project Delivery A Partnering Program A Structured Collaborative Process (QRT Process) Integrated project delivery (IPD), is a collaborative alliance of people, systems, business structures and practices in a process that harnesses the talents and insights of all participants to optimize project results, increase value to the owner, reduce waste, and maximize efficiency through all phases of design, fabrication, and construction. Exceptional Project Outcome Process EPO Source: the American Institute of Architects 24

25 Exceptional Project Outcome Exceptional, deviating from the norm, outstanding, excellent, rare Project, something that is contemplated, devised or planned, a large or major undertaking involving considerable money, resources and equipment. Outcome, something that follows as a result or consequence and that can be measured 25

26 Exceptional Project Outcome Economic Results Business Participation Results Exceed LBE Participation Goals Exceed DBE Participation Goals Exceed Local Hire Goals Exceed New Hire Goals Create New Jobs Construction Results No Safety Incidents No Operational Impacts Profitable Outcome for All No Non-Conformance Work Exceed Revenue Projections Reduce O & M Projected Cost Increased Competition Local Economy Improvement Measurable Project Outcomes Design Results Project Recognition/Awards Exceed Sustainability Goals Exceed End User Satisfaction Set New Standards for Industry Implement Innovation Solutions Project Team Results Have Fun Exceed Team Expectations Team Member Retention Exceed Partnering Goals Project Delivery Results Complete Under Budget No Disputes/Claims Complete Ahead of Schedule Exceed Activation/Startup Goals 26

27 Why A New Way The Airports Commitment to develop World Class Facilities Deliver Exceptional Project Outcomes (EPO) Develop Programs that meets all Stakeholder Requirements Become an Agency of Choice for Designers and Builders Attract Highly Qualified Designers & Builders Create an Environment of Collaboration Develop a Partnered Approach to Issue Resolution & Problem Solving Promote Creativity & Innovation HAVE FUN!!!! 27

28 Collaborative Project Delivery Process Contributions from Entire Team Positive Attitude Innovative Solutions High Performing Team An Owner With High Expectations Successful Performance High Expectations Continuous Improvement Culture of Collaboration 28

29 Awarded Cost Progressive Design Build Buyout Award of D/B Contract PROGRAMMING PHASE Award Design Services DESIGN Site Work Packages Structural Packages Architectural Packages Equipment Packages M/E/P Packages Building System Packages CONSTRUCTION Final GMP 29

30 Structured Collaboration Process Develop project definition Develop project program Develop punch list Review closeout documentation Promote Partnering Programming Phase Collaboration Provide design review for each design phase Assist in resolving design issues Closeout Phase Coordination Quick Response Teams (QRT) Design Phase Stakeholder Involvement Develop simulation plans Participate in simulation & testing Activation Phase Innovation Construction Phase Assist in resolution of issues during construction 30

31 Partnering Program Final partnering Closeout-out score cards Set vision goals Set goals for programming Develop partnering plan Respect Planning Workshop Fairness Develop partnering charter Develop issue/risk management strategies Closeout Workshop Trust & Transparency Executive Team Partnering Stakeholders Program Core Team Kick-Off Workshop Collaboration & Teamwork Monitor scorecards QRT/OAC partnering Metrics, Measurement, Maintenance Communication Facilitated On-Going Workshops Quarterly partnering sessions Monthly Core Team partnering sessions 31

32 REACH Program 32

33 REACH Program Passenger Typologies 33

34 REACH Program SFO Values 34

35 REACH Program Journey Moments 35