Stakeholders and operators of this facility now and in the future. So, we certainly appreciated the opportunity to be able to come in here and assist tjpa in this effort and the scope that they have defined that well talk about. So the peer review process is a service that provides its members and others associated with the organization and it is a valuable resource. What it does is allows the opportunity to bring in highly experienced and knowledgeable professionals that are peers, you know, to the industry and really come and do a brief, deep dive into whatever the scope so we certainly appreciate the abilities for having our members be able to come in here and spend their time voluntarily and participate in these peer review processes. For the panel that conducted the peer review by reviewing documentation that was provided to us by tjpa, we did a we had some interviews and a series of briefings with staff and we also were able to go out and walk through the facility and really take a good look at the facility itself. So, just to briefly introduce the members and as they come up, they will give you a little bit more of their background because i certainly wont be able to share the full breadth of experience and knowledge that they bring to this process. But one member of the peer review team, henry stoplecamp, is not was not able to be with us today but did participate in this review and he is the assistant general manager of Capital Programs at the regional transportation dmrikt denver, colorado. We also have present today Richard Clarke from Los Angeles County metropolitan Transportation Authority. Eric sutaw from Massachusetts BayTransportation Authority in boston and Connie Crawford and they will give you more of their background when they come up and speak. So our agenda, im going to briefly talk about the scope of the review that we followed during this process and some of the objectives and then ill turn it over to our experienced panelists who actually go through the observations and recommendationss that well focus on the organizational structure of tjpa, the project delivery and also the oversight and communication plan and that is where it provides the recommendations. As you know, this peer review was convened at the request of mark z. The executive director of the trans bay joint Powers Authority and he called us to really come in and review the management and oversight of phase one as we move into as tjpa moves into phases two and three of construction. And, again, we offer this as a resource to our members. The objectives that were outlined in the request letter that we received include looking at phase one of the organizational structure that was in place for the planning, design, construction and Facility Management of the sales force transit center. And looking beyond into phases two and three, at [coughing] [inaudible]. And the different funding opportunities and design of what would be the tunnel extension bringing caltrain and possibly high speed rail into the transit center. And now im going to turn it every to mr. Eric sutoff. Thank you, jeff. Thank you, mr. Chairman. Members of the board. Mark. Tjpa in general for giving us the opportunity to come in and speak to you on the findings of our peer review. Im the chief engineer for the mbta or the Massachusetts BayTransportation Authority, where we operate about 1. 3 million trips per day on our commute kerr rail, light rail, heavy rail, bus and Ferry Services in the Greater Boston metropolitan area. Prior to being the chief engineer with the mbta for reference, i was the head of our engineering and Maintenance Division so that is the division that manages a workforce of about 850 employees and operating budget somewhere in the 150 million range for performing maintenance to our track signals, Power Facilities as well as purchasing our vehicless for Revenue Service on the authority and prior to that when i joined the mbta, it was as the number two for Capital Construction for the mbta, coming off a 13year career as a bridge Structural Engineer for which im a registered professional engineer and Structural Engineering in bridges. So im here today to be a Merry Christmas of this Peer Review Panel and toque you about some of the organizational in structure and staffing that we noticed as we spent the three days in march talking to many of your staff and consultants that are building this very unique, very impressive facility for all of your services to operate out of and really stitching together some of the fabric of the city of San Francisco. So opening remarks, if we can just pull back over. We were very impressed with how the tjpa has been able to pull together the phase one construction of this is project. Very impressive. Its the type of project that can really drive economic growth, can really drive interconnectivity between the different modes that you are aiming to stitch together. Very, very impressive work there. The Stakeholder Engagement and all the documentation that clearly has been going on for decades around this project, this initiative, was great to see. And the Financial Planning and really the abilities to come together with Value Capture in a way that was very successful is something that im personally very keen on because its something that weve been trying to do in boston for quite some time and that Value Capture has been very difficult to do. So, to see that there is a model out there that youve been successful in doing this is really encouraging where you have been able to drive a lot of investment in the neighborhood, a lot of investment to really promote transit and help the ridership of the different vendors that will operate in and out of the Transbay Center. So some of the observations that we had that the tjpa has a lean staff. Its something that is very difficult to do to manage a project of this size when you look at the number of contracts and the type of subject matter expertise that youre looking for consult tanlzs to really drive for you that you dont haves that internal subject matter expertise internal to the organization to really own and drive the decision making. So, that is an area where we recommend and will recommend in later slides that you augment your internal staffing to be able to have some of those subject matter expertise, particularly as you start going into heavier tunnel construction for phases two and three and interacting with much more of the operational integrity of the Different Services operating in and out of Transbay Center. The completed project was very keen on what the operating model was going to be for center. Very impressive operating model with a balance of internal and outsoured workforce to provide an nation a. C. Transit and caltrain and muni and bart also can have some connectivity to so that there is a safe, clean operating model that can be sustainable through the future and so it seems like youre set up to be in a really good place for how that is going to operate Going Forward. So i hinted to it earlier, but the recommendation is that the Staffing Levels increase for the tjpa particularly when it comes to the critical subject matter expertise like Structural Engineering, tunneling, some construction management, some project controls. You get into some of these more discrete modeling for construction activities and particularly when you get into a Decision Matrix that my peers will discuss on the type of construction that you are going to use and type of procurement that you are going to use for the next phases of the project will be critical that you have internal staff to be part of that conversation and be part of seeing it from an owners perspective as opposed to consultants perspective. So some of those subjects matter expertise that we really feel that you should have on staff and whether theyre full time tjpa employees or 1099 approach, well leave that to you to figure out. But you really should be looking at having a Phase Two Program director, a chief engineer, could be combined with a tunneling specialist. But somebody who is this forest through the trees thinker from a construction and engineering point of view. But also can talk the operation for specifically caltrain, i think at this point for phases two and three. But not lose sight of the needs of your bus operations and your muni operations in and out of the Transbay Center so you can sync up how those difference operating models will work during construction and what those impacts will look like and gauge it towards a future operating model where you have all Services Operating in and out on a timetable that is benefit foibler the customers that are going to be using the space. Planning and environmenttal engineer, this is an area where, honestly you need an owner to own it and it is difficult for consultants to own this type of an area. Without somebody internal to be able to see that grand vision and really be able to full right levers, you could spend some time whitling down into different options where somebody with that subject matter expertise is an internal stakeholder and owner of the task can help drive decisionmaking more efficiently which will save time and ultimately costs. The Program Controls manager. That is one area that we see that phase one was really lacking and that phase two and three really needs and when we say project controls, this is cost estimating, scheduling, how those interrelate to one another and how it relates with the operating model that we have going on while youre under construction for all of these different phases. Quality health and safety managers, i have to be honest, walking through, i was shocked at how many people didnt have hard hats on or safety glasses on. That is simple construction. But when looking at the reopening efficientsers that you are going through right now and some of the others a completely separate issue when it comes to Quality Control from a fabricating issue. But when you are looking at it from a Global Health and environmental safety point of view, you get a different view from when youre that person that is saying im the health and Safety Officer for the Transbay Center and has to own it. And then obviously the operational municipal liaisons. I think all of you serve in that role. But internal to the workforce, im just used to having my own internal operations personnel within the mbta really pushing for different goalss from an operating point of view and that will help drive better Capital Construction decisions Going Forward. The worse thing that could happen is you build something purely based on what the engineering staff says is the right construction solution. When the operating team needs to come back around the corner in the next month two after opening and modify because there is some kind of operating tweak that needs to happen. So, having weeds level ownership at each of the different operating entities at the tjpa is important that we think, whether its 40 hours a week, five days a week, or if it is a parttime type of involvement, somebody that needs to understand what the whole Construction Methodology will be and the final design and have the ability to provide good guidance to your chief engineer. Obviously we would like, within any organization, there is succession planning and there is just a level of how much band width any one individual and any one expertise can process so there should be a support staff for each of those critical areas. But well leave the recommendation at sort of that level because i think depending on where you are and what the mod is for the other construction recommendations that well have Going Forward, the subject matter expertise mailei within the different operating stakeholders. Phases two and three, as you go through your transition or your reprocurement for this Program Going forward into phases two and three, there is a significant amount of Knowledge Transfer that needs to happen. I can tell you from experience, we had at the mbta we had our green line extension project that went through a major changover in consulting support service. There was a learning curve that the new team needed to go through. But i was also critical that we had personnel within our staff that had good history and was able to provide the ability to train up the new consulting team, to understand the decisions that were made previously and create that and curve acceleration for the new team. And that will be critical in the next phase of the project. Im going introduce wloik will go over our recommendations as it pertains to procurement and product delivery. Aim the chief Program Management officer for los angeles metro. Just a brief word about my background. I started on the east coast. Spent 10 years in dallas working on their light rail Systems Integration manager. I moved to denver where i managed a large light rail highway project and became manager of Capital Programs and finally made it to the west coast where i spent 3 1 2 years in l. A. We have a program that including all kinds of projects. So, im going to talk about project delivery. So the delivery method that was used for the first phase to deliver the terminal was cmgc, construction manager general contractor. It is a way of bringing collaboration from a contractor during the design process. Its had its challenges. Its not an easy method to deal with. One of things we found on our observations was a lot of advantages of cmgc were not really didnt come to fruition in the first phase. There was not full collaboration between the contractor and the agency. A lot of the cost estimating was not accurate. So, that was a challenge doing change orders and predicting costs that would ha you can rely on. And we also found that there was i think every agency is dealing with the bitter pool. The hope is that with a contractor managing the bidding process that there would be a larger bidding pool. But that seemed to be a challenge during the project. But the focus that we want to do is on phase two. What happeneded in the past has happened. Theres some good Lessons Learned there that can be utilized moving forward. But phase two, you have an opportunity to rebaseline from scratch and take a good, hard look at delivery methods. When i talk about delivery methods, its just to go from the two extremes. Design bid build is where an agency will do 100 of design. Theyll define everything. They ale try to engineer out major risk in the projects. And bid that to a low bid contractors who will build exactly whats in the plans. Nothing more, nothing less. The other extreme is designbuild where you give up some control but turn it over to pretty much a turnkey contractor who will design it and build it, totally integrate and also the goal is to get some innovation from the private sector. So that is what were talking about with delivery methods. So phase two, you know, its had a number of starts and stops. Where you are now it gives you a chance to rebaseline major decisions. So, were recommending that there be a thorough [inaudible] of procurement options. The Contract Packaging decisions, i should look at a number of things. Primarily we look at contracting methods based on the risk profile of the project, the Staff Experience and path experience. Staff experience very, very important. We did a project in denver that was quite challenging and i think one of the challenging pieces was another group, primarily consultants recommended cmgc, but i have to say myself and my team were not really bought into the method so that made it a challenge. The project was very successful at the end. But i always felt that the delivery method, again it was something that we didnt really buy into so we struggled with that project from start to finish. Even though it did finish successfully. So, take a look at the experience of your staff and juans delivery method is selected, bring in the people who are comfortable with that delivery method. For example, if you do designbuild, you may not want detailed engineers who want to specify everything. And really interfere with the designbuild process. You know, at metro right now, again we look primarily at the risk of the project. When i started at metro 3 1 2 years ago, i asked everything was being done designbuild and i asked why and nobody really knew. There was no documentation. There was no analysis. And there were some projects that clearly should not have been designbuild that were. And caused problems. So weve changed that. We now require documentation. We actually have a formal scoring process and this will help, you know, years in the future if somebody new comes in and says why are you doing it this way. Theres now documentation and we now have a much greater mix where we do now