Tec hni ca l P rop osa l

E xec uti ve S umma ry

2.1. Technical Proposal

Executive Summary

2.1.

PRESIDIOPARKWAY

TECHNICALPROPOSAL

2.1.1TECHNICALPROPOSALEXECUTIVESUMMARY
ThePresidioParkwayProject(Project)is
a highprofile, worldclass project and
the first transportation P3 in the State.
As the Project is located in a historical
national park in the heart of San
Francisco, Golden Link Partners (GLP)
understands that numerous agencies,
communities and organizations have a
vested interest in the successful
completion of this Project. GLP is
committed
to each organization
PresidioParkway,ThePalaceofFineArtsandthe
throughout the Projects execution to
GoldenGateBridge
ensurethatitisasuccess.And,asalong
termstewardoftheProject,GLPwillcreateathrivinglegacybysupportingtheProjectsvision
tobecomeSanFranciscosGateway.

OURTEAMTHEGOLDENLINKPARTNERS
GLPrepresentstheidealconsortiumthat
possesses all of the necessary attributes
required to fulfill the Departments goals
andobjectivesfortheProject.
Both HOCHTIEF and Meridiam are
international leaders in P3 development,
financial structuring, and longterm asset
management.Withacombinedtotalof39assets
under successful management (valued at more than
U.S.$21.7billion),15ofwhicharetransportationconcessions,
HOCHTIEFandMeridiamareknowledgeableandcommittedpartners
throughboththeProjectdevelopmentphaseandconcessionperiod.
Additionally, GLPs DesignBuild Joint Venture (DBJV) and Lead Engineering Firm have
successfully worked and delivered numerous bidbuild, designbuild, and P3 projects, most
notably the Northeast Stoney Trail and Northwest Anthony Henday P3 projects in Alberta
(Flatiron); the I405 Sepulveda Pass Widening DesignBuild in Los Angeles (Kiewit and HNTB);
thePortMannHighway1DesignBuildinBritishColumbia(Flatiron,Kiewit,andHNTB);theSan
FranciscoOakland Bay Bridge BidBuild project (Kiewit and Flatiron); and the SeatoSky
HighwayP3inBritishColumbia(Kiewit).Thesuccessfulmanagementofthesechallengingand
complexprojectsexemplifiesthequalityofourteamandthedepthofourexperience.

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TECHNICALPROPOSAL

2.1.1.AEXPLANATIONOFTHEORGANIZATIONANDCONTENTSOFTHE
TECHNICALPROPOSAL
Theorganizationofourproposalisoutlinedinthefollowingtable:

Volume1AAdministrativeInformation
2.AdministrativeInformationSubmittal

2.1.1.BSUMMARYOF
CHANGESINPROPOSERS
ORGANIZATION

2.1.TechnicalProposalExecutiveSummary
2.2.ProposerInformation,Certifications,andDocuments
Volume2ATechnicalProposal
1.Management/Administration
1.1PreliminaryProjectManagementPlan
1.2ProjectScheduleandConstructionPhasing/SequencingPlan
1.3EnvironmentalCompliancePlan
1.4DraftSustainabilityManagementPlan
2.PreliminaryMasterDesignSubmittal
2.1.PreliminaryMasterDesignSubmittal
2.2.FormI/DesignSubmittalOverview
3.OperationsandMaintenance
3.1.PreliminaryO&MPlan
Volume2BTechnicalProposal(Design)

There has been no material changes

in the Proposers organization,
includingtheEquityMembers,Major
NonEquity Members, and those key
personnel described in ITP Section
2.8sinceoursubmissionoftheSOQ.

2.1.1.COVERVIEWOFDESIGN
ANDCONSTRUCTION
APPROACH,TECHNICAL
INNOVATIONS,KEYRISKS
ANTICIPATED,ANDPROPOSED
MITIGATIONMETHODS

As GLPs Lead Engineering Firm, HNTB has drawn from its extensive experience with similar,
complexprojectstospecificallytailortheapproachtomanagementofdesignactivitiesforthis
Project.Infact,designleadscollectivelybringmorethan300yearsofdesignexperiencewith
theDepartmentonsomeofthemostcomplexprojectsalongtheStateshighwaysystem.
ThefoundationforourdesignmanagementapproachisthedevelopmentofaProjectspecific
work plan to complete all design tasks and to produce required deliverables by achieving
quality standards on time to meet construction schedule requirements. Through the
developmentofthisworkplan,GLPwillidentifyalldesigncriteriaforeachelementofdesign
and construction and will compile these design criteria in a comprehensive set of documents
available for use by every design discipline and Project team member. We will review and
approveanyrequiredchangestothedesigncriteriaorProjectscopethroughstandardproven
changecontrolprocess.Noadditionaldesignexceptionsarecurrentlyplanned.

DesignApproach
Within 60 days of NTP 1, GLP will begin early start design activities, such as utility potholing,
survey, and geotechnical investigation. GLP will hold weekly task force meetings to integrate
the design team with the Department, the construction team, and the O&M team. These

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TECHNICALPROPOSAL

meetings will assimilate the design with construction, O&M, stakeholders and environmental
commitments.
GLPwillholdmeetingswiththirdpartyrepresentativesattheoutsetoftheProjectandonanas
neededbasistoaddresseachpartiesconcerns.Whenappropriate,thirdpartyagenciesmaybe
invitedtoattendtheProjectsweeklytaskforcemeetings.
GLP will perform design pursuant to QA/QC standards required in the Agreement and as
outlined in this Proposal. Our design will not significantly vary from that provided in the
PreliminaryDrawingsprovidedbytheDepartment.

ConstructionApproach
Constructionchallengesincludetrafficmanagement,environmentalcommitments,stormwater
pollutionprevention,subsurfacegeotechnicalconditions,siteaccess,communicationwiththird
parties, unknown utilities, and unknown hazardous materials. Construction issues will be
addressedthroughaprovenmanagementapproach.Wewillworkdiligentlytofindsolutions,
communicatethesesolutions,andbuildtheProject.OurProjectManagerFrankDaamsandour
Quality Construction Manager Corkey Bates have worked on two other large projects for the
Department in this
area (San Francisco
to Oakland Bay
BridgeandCarquinez
Bridge). Both are
currently completing
designbuild projects
of similar size as the
Presidio
Parkway.
They are intimately
familiar with work in
this area and are
ThenewSanFranciscotoOaklandBayBridgebuiltbyKiewitandFlatiron

committed to the
partneringprocess.

OurConstructionApproachisasfollows:

BeginconstructiononOctober31,2011,followingNTP3asindicatedinthe
Agreement.Constructionwillfollowthesequencing/phasingplansspelledoutour
TechnicalProposal.

Stage1:WewillconstructthewideningoftheHighway1/U.S.101interchangeby
completingtherampwideningandmainlinereconstruction.

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TECHNICALPROPOSAL

Stage2:Constructthetunnels,thePresidioViaductandtheGirardInterchange;
withoutreconfiguringthetrafficpatterns.

Stage3:AtthecompletionofStage2work,wewillconstructtheeasttieinat
RichardsonAvenueandthenorthboundmainlineduringathreedayorholiday
weekendclosure.

Stage4:Wewillopentherampsandmainlinetraffictothefinalconfigurationwhile
otherancillaryworkiscompleted.

AchieveSubstantialCompletionbyDecember31,2014.

Department installed (Phase 1) detours will be utilized to allow construction of the major
portion of the Project, with threeday closures planned to complete the Girard Road
Interchangework,andthemainlinecrossover.Thiswilltakeplaceinmidtolate2014,priorto
Substantial Completion. The mainline pavement and ramps between Highway 1/U.S. 101
Interchange and the Golden Gate toll plaza will be constructed in several phases while
maintainingtrafficcapacity.ThisconstructionplanallowsGLPtobuildtheprojectinanefficient
andsafemanner.ItcompletestheworkbythedeadlinesestablishedbytheDepartment.

TechnicalInnovations
GLPproposesthefollowingmajorinnovations,whichwillenhanceourprojectdelivery.

GLPwillinstallinpavement,wirelessITSsensorsthatprovidetrafficspeedsandcounts
inrealtime,withouttheneedfortrafficloopswhichhavehistoricallybeena
maintenanceproblemandsomewhatunreliable

Cementsoilmixingwillbeusedatselectedlocationstoprovidethebestground
improvementmeasures,andtoprovideacosteffectivemeasuretodealwithareasof
incompetentsoilqualities

Ourtrafficmanagementplanmayallowforastagedmainlinecrossoverredesign,
whichwillminimizetrafficclosurestotheproject

KeyRisksandPlannedMitigations

FirsttransportationinfrastructureP3projectinCalifornia,obtainingfinancialcloseon
schedule

GLPwillimplementahighlydetailedandtransparentfinancingapproachthat
highlights the strength of our team and viability of the Project. GLP will also
leverage strong relationships within the international lending community, as
well as our experience working with TIFIA and PABs to prepare and deliver
competitivefinancing.

Obtainingtimelypermitapprovals

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TECHNICALPROPOSAL

Thirdpartyutilityrelocationsandunknownutilities

We anticipate a smooth review and approval process because the proposed

construction is modeled on the Phase 1 construction. The bridges, walls, and
tunnelsaresimilartotheadjacentPhase1work.Thisshouldminimizereview
timesandexpediteconstruction.WeencouragetheDepartmenttoparticipate
inovertheshoulderreviewsduringdesigndevelopment.

Architecturalandarcheologicalfinds

AtNTP1,wewillbegintaskforcemeetingsonthirdpartyutilityrelocation.A
matrix of known utilities will be developed and tracked by our utility
coordinators.Theywillworkandmeetwiththirdpartiestominimizetheriskof
scheduledelays.InformationwillbesharedwiththeDepartmenttogaintimely
approvals.Ifunknownutilitiesarefound,theDepartmentandthethirdparties
will be notified. We will work conscientiously to find solutions to minimize
schedulerisk.

Timelydesignsubmittalapprovals

Taskforcemeetingswillfocusondeadlines,submittaldatesandcoordination
withthirdpartiestoalleviateriskofdelayedapprovals

Wewillinvestigateextensively,notifyappropriateparties,findwaystolessen
theconstructionimpact,andminimizeschedulerisk.

Inherentriskofadesignbuildproject

Our team has worked on numerous designbuild projects and we bring many
lessonslearnedtothetable.Ourexperiencemeanswecanheadoffrisksand
delaysbeforetheystart.

GLP will monitor and manage risks through strong experienced management and extensive
planning.WewilladdresskeyissuesatthestartoftheProject,communicateextensivelywith
all parties involved, and manage and communicate information throughout the Project until
each issue is resolved. We have a consistent track record of efficiently monitoring and
managingtheseissuestoachieveresultsaheadofscheduleandbelowbudget.

2.1.1.DSUMMARYOFPROPOSEDMANAGEMENT,DECISIONMAKING,ANDDAY
TODAYOPERATIONALSTRUCTURE
GLPsmanagementprovidesoverarchingcoordinationandcontroloftheProjectdevelopment
anddeliverythroughaseamlessorganizationalstructurethatunifiestheProjectsphasesand
activities to ensure successful Project delivery. We have strategically formed our team by
selectinghighlyqualifiedfirmsandkeypersonneltomanagethedevelopmentprocessandthe
Project.GLPsorganizationemphasizesthefundamentalimportanceofmaintainingcontinuity

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TECHNICALPROPOSAL

betweentheProjectdevelopmentandProjectdeliverymanagementteams.Asmanyofourkey
personnelwillbeinvolvedintheProjectthroughoutallofthephases,wewillbeabletorealize
efficiencies,includingeffectiveknowledgetransfer,anintimatefamiliaritywiththecontractual
obligations,andakeenunderstandingoftheDepartmentsgoals.
TheDeveloperProjectDirectorStevePerfect(HOCHTIEF)willberesponsibleforensuringthat
all contractual obligations are being met throughout the Term of Contract. The Developer
organization will also include finance, legal, and commercial support, as well as third party
complianceadvisorsengagedperiodicallythroughouttheTermtoensurethequalityofdesign,
construction,andperformanceoftheinfrastructure.
Project Manager Frank Daams and Construction Quality Manager Corkey Bates are highly
experiencedinthisregiononlargeinfrastructureprojects.Theybringaworldofknowledgeand
knowhow; and are strong supporters and active participants in the Departments partnering
process. Refer to the construction organizational chart for more information on our team of
professionals.

2.1.1.ESUMMARYOFPROPOSERSAPPROACHTOFULFILLINGEXPECTATIONSOF
PROJECTSTAKEHOLDERS
GLPishonoredtomanagethishighprofile,worldclassProjectandiscommittedtothelong
termstewardshipoftheProject.GLPrecognizesthatmuchisatstakeformultiplestakeholders
on this Project and that GLPs success is dependent on addressing stakeholder issues. GLP is
committedtocollaboratingwitheachstakeholdertoensurethattheProjectisasuccess.

KeyStakeholders

PrimaryExpectation

GLPApproach

PresidioTrust

Minimaldisruptiontotenants

Protectionofhistoricfacilities

Deliveryofopenandsustainablepark

Regularcommunicationwithtenantsof
progress,changes,andupdates
Monitoringofexistingfacilitiesand
buildings
Trainedandsensitiveworkforce,with
respectforhistoricbuildingsandfacilities
InvolvePresidioTrustinthelandscaping
processbymeansoftaskforces

GoldenGateBridge
HighwayTransportation
District

Betteraccesstothebridgeand
minimaldisruptionstoexistingtraffic
patterns

Developandimplementwellconceived
trafficmanagementplan,minimaldetours,
andtrafficswitches

NationalParkService

RespectforEnvironmentandPark
Facilities

Dedicated compliance,carefulplanning,
andminimizeddisturbancetopark
grounds

SanFranciscoCounty
Transportation

Improveoperations,safety,
functionality,andmobilityoftraffic

Effectiveapplicationoftraditionaltraffic
handlingpracticesandaninnovative
combinationofpublicandmotorist

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TECHNICALPROPOSAL

KeyStakeholders

PrimaryExpectation

GLPApproach

Authority

onthePresidioParkway

information,trafficdemandmanagement,
incidentmanagement,system
management,constructionstrategies,and
alternateroutes

Department

Ontime,highquality,well
maintained,firstrateP3projectand
program

WorldClassteamofP3Professionals

Department

Improvetheseismicandstructural
safetyofthePresidioParkway

Constructionof11newbridgeandtunnel
structures.GLPbringssignificant
engineeringexpertisetoaddressthe
Projectscomplexsiteconditionsand
developinnovativesolutionstomanage
risk.Ourstructuresandbridgeslead
designerhas29yearsexperiencedesigning
bridgesstructuresforregionswithhigh
seismicity

Astheconstructioniscompleted,GLPwillcontinuetoinvolvethirdpartiesandstakeholdersin
O&M of the Project. Communication lines will remain open, meetings will continue to be
scheduled, and stakeholder lists will be continually updated. Throughout the term of the
Operating Period, scheduled rehabilitation will be clearly and proactively communicated to
ensure that the travelling public is aware of upcoming construction activities. Likewise,
continuous communication with the Department will allow GLP to be aware of planned
improvementsforcoordinationofpotentialimpactstotheroadwaysystem.

2.1.1.FSUMMARYOFPROPOSEDPROJECTSCHEDULE
GLP has developed a logicbased CPM schedule in Primavera format in accordance with the
requirementsoftheITPAppendixC,Section1.2.Wearecompletingthisprojectaheadofthe
contractual date for Final Acceptance. This schedule is located in Appendix 4 at the end of
Volume2.ThescheduledemonstratesourunderstandingoftheProjectbyresultinginafinal
completion date that beats the Project requirements. The methodology used to create this
project schedule is based on the requirements within the Contract Documents coupled with
GLPs experience, our production histories, and our comprehensive understanding of the
Project.Thescheduleincludes50workingdaysofanticipatedweatherdelaysaswellas90days
forDeductibleReliefEventdelays.
Our schedule integrates both design and construction activities. We have incorporated early
designpackagesandreviewprocesses.WewillworkwiththeDepartmenttogetcriticaldesign
packages approved. This will allow for early release of ready for construction drawings to
ensure that critical path construction activities will proceed without delay. We will release
other design packages in sufficient time to avoid construction delays. GLP anticipates design

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TECHNICALPROPOSAL

work to commence within 60 days of issuance of NTP 1 on March 30, 2011. A 15day review
periodbytheDepartmentisanticipatedforeachsubmittalperthespecifications.
GLPhaspreparedanaggressive,yetachievableprojectschedulefortheconstructionwork.The
scheduled Substantial Completion Date of December 31, 2014, is in compliance with the
required Substantial Completion Date of December 31, 2014. GLP anticipates a Final
AcceptanceDateofApril30,2015,whichisbeforetherequiredCompletionDeadlineofJune
30,2015.
GLPProjectSchedule

AworkbreakdownscheduleisincludedinAppendix4attheendofVolume2,whichdetailskey
activitiesbylocation,type,andtask.Thesummaryscheduleaboveprovidesasnapshotofkey
dates, schedule assumptions, and other information consistent with the ITP Appendix C
requirementsusedtogenerateourprojectscheduleandConstructionPhasing/SequencingPlan
(see Volume 2, Section 1.2, page 36), demonstrating GLPs intense understanding of the
activitiesnecessarytoachievefinalcompletionoftheProject.

2.1.1.GOVERVIEWOFAPPROACHTOOPERATINGANDMAINTAININGTHE
PROJECT
GLPsapproachtosuccessfullyoperatingtheProjectovertheTermistoapplytheappropriate
resourcesnecessarytoprovidesystemsafety,availability,andcompliancewiththeAgreement,
including asset performance and handback requirements. We understand that consistent

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TECHNICALPROPOSAL

adherence to the routine and preventive maintenance plan is directly related to the
optimization of the asset lifecycle and rehabilitation costs. As a result, our goals and the
Departments requirements are fully alignedwith respect to maintaining the condition of the
assetstomeethandbackrequirements.
The resources GLP will provide for O&M include direct staff, Contractors, and professional
consultants; a robust Maintenance Management System (MMS); and a welldefined quality
program.Ourstaffandsubcontractorswillbeadequatelytrainedfortheirworkactivities,and
will be observant of Project conditions. Our professional consultants will perform required
structural inspections, conduct rehabilitation activities, and provide support for the
developmentofsolutionsforpotentialchallengesoremergenciesontheproject.
OurMMSwillbethetoolbywhichweconsistentlytracktheassetsandtheircondition.GLPwill
performtrendinganalysiswiththedatatodetermineassetperformanceovertimeandplanfor
earlyinterventionsifnecessary.WewillinvolvetheDepartmentandtheSFCTAinthisprocess.
TheMMSsystemwillalsoallowustoanalyzespecificelementsforrepeatincidents,whichwill
allowustoconsidersafetyenhancementorimprovements.
GLPsO&MqualityprogramisbasedontheDepartmentsLevelofServiceprogram(LOS2000)
with specific adjustments for the actual infrastructure that will be in place during the
Agreement,therequiredperformanceoutcomes,andwithrespecttothesizeofthesystem.

2.1.1.HSUMMARYOFAPPROACHTOFULFILLINGENVIRONMENTAL
REQUIREMENTS
GLPs team of environmental professionals has experience successfully managing
environmental compliance on largescale, multifaceted designbuild transportation projects
subject to overlapping jurisdictions and regulations. GLP will implement an environmental
complianceplanthatensures:

Projectdesignisconsistentwithmitigationcommitmentsandpermitrequirements

Constructionactivitiescomplywithenvironmentalrequirements

LongtermmitigationcommitmentsaretrackedandmetduringO&M

Onsiteconstructionissuesareaddressedinrealtime
Our compliance leaders know federal, state, and local environmental requirements and are
intimatelyfamiliarwiththeevolutionofthisprojectfrominitialprojectscreeningthroughthe
eventual development of a consensus alternative, which balances the demands of multiple
stakeholders.
TheECPteamwillbeintegratedintheprojectdeliveryprocess,developingtheenvironmental
compliance tracking tool; training design team members on environmental commitments;
tracking permit status and monitoring compliance; mobilizing a multidisciplinary team to

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TECHNICALPROPOSAL

conduct required monitoring; and conducting design reviews to ensure that design and
construction innovations meet environmental requirements. The ECP will link compliance
tracking to the overall project QA/QC program to ensure that a digital record of successful
environmentalcomplianceisalwaysavailableforinspection.
Thisenvironmentalleadershipteamwillbehandsonindevelopingmitigationplansforhistoric
property treatment, biological resources, hazardous materials management, stormwater
treatment, tree management and vegetation restoration, and deconstruction/stabilization
plans for Buildings 201, 204, 228, and 230, noise and vibration monitoring, health and safety
requirements,wasteminimization,andpreconstructionplans.OtherspecificECPdeliverables
include an enhanced and updated version of the environmental commitments database to
becomeamoreintegratedEnvironmentalCommitmentsTrackingToolandacoordinationplan
to integrate environmental factors into final design decision making. The ECP includes
straightforward tools to manage compliance activities such as environmental compliance
checklists and schedules, as well as binders that consolidate permits, specifications,
environmentallysensitiveareas(ESAs),contractrequirements,andmapsinasinglelocationfor
contractorreference.Successfullypreparingandimplementingthesedeliverableswillallowthe
projecttoremainconstantlyincompliancewithenvironmentalcommitments.

2.1.1.ISUMMARYOFAPPROACH,DESIGNINNOVATIONSORSPECIAL
TECHNOLOGIESTOENSURESAFEANDRELIABLETRAFFICOPERATIONS
GLPunderstandsthepotentialimpactthisconstructionwillbringtothearea,inparticular,the
localarterials.Itwillbeimportanttomonitortrafficconditionsandprovideaccurateadvanced
travelerinformationtothepublic.WewillstationChangeableMessageSignsatkeypointson
the project to keep the public informed. In addition, we propose to use early installation of
vehicle detection equipment made by Sensys. These detectors can be installed with minimal
impacttotrafficandprovidevehiclecountandspeedinformation.CCTVcameraswillbeused
to verify travel conditions as reported by the detectors. Wireless communication and solar
power will enable easier installation of equipment. By not using hardwire connections, our
trafficoperationsequipmentwillnotbeeffectedbyconstructionactivities.Basedonthisdata,
messageswillbesenttothe(portable)messagesignsthatwillprovideadvanceinformationto
drivers and pedestrians coming into the construction area. Sensys equipment used during
construction will be converted to permanent installations for continued connectivity and
controlbytheDepartment.

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2.1.1.1TABLEOFROLESOFEQUITYANDMAJORNONEQUITYMEMBERSAND
SHARESOFOWNERSHIP
ThefollowingtableindicatestherolesoftheEquityMembersandMajorNonEquityMembers,
andtheirsharesofownershipofanyjointventure.
Equity
(Developer)

HOCHTIEFPPPSolutions
NorthAmericaInc.(50%)
MINAUSALLC(50%)

DesignBuildJointVenture(DesignBuilder)

FlatironWest,Inc.(65%)
KiewitInfrastructureWestCo.(35%)

Designer

HNTBCorporationInc.

O&MContractor
(Operator)

HOCHTIEFPPPSolutions
NorthAmericaInc.(50%)
MINAUSALLC(50%)

2.1.1.2TABLEOFRELATIONSHIPSOFEQUITYANDMAJORNONEQUITY
MEMBERS;ANDGUARANTORS
ThefollowingtableshowstherelationshipbetweentheEquityMembers,NonEquityMembers,
andtheirGuarantors,asapplicable.
EquityMembers

Guarantor

HOCHTIEFPPPSolutionsNorthAmericaInc.
MINAUSA,LLC

HOCHTIEFAG
MeridiamInfrastructureNorthAmericaFundII

MajorNonEquityMembers

Guarantor

LeadContractors
FlatironWest,Inc.
KiewitInfrastructureWestCo.

HOCHTIEFAG
KiewitCorporation

LeadOperationsandMaintenanceFirm

Guarantor

HOCHTIEFPPPSolutionsNorthAmericaInc.
MINAUSA,LLC

HOCHTIEFAG
MeridiamInfrastructureNorthAmericaFundII

Volume1ATechnicalProposalExecutiveSummary