Develop Alternatives. < Review program with Client, confirm and verify assumptions < Determine technical requirements, i.e., computer room, back-up power, specialty lighting, specialty systems, etc. < Assist with the preparation of technical and tenant improvement section of building request for proposal < Prepare detailed, cost weighted building analysis of shortlist candidate buildings < Manage test fit space planning process < Obtain and review detailed tenant improvement budget for each test fit plan. Budget includes design and soft costs, construction, tele/data cabling, security, furniture, moving, etc. < Prepare project schedule for each tested building < Assist with the analysis of final candidate buildings < Assist with the development of technical terms of lease < Assist with the development of tenant improvement terms < Review lease and work letter draft < Assist with the negotiation with landlord on work letter issues < Define lease milestone dates < Support negotiating team and tenant as required Design Management < Represent Client during design process < Kick off design process — set goals and objectives < Manage schematic design — architectural and engineering < Prepare preliminary tenant improvement budget based upon schematic design < Provide value engineering of alternate methods and systems; provide detailed breakout budgeting of options as appropriate < Review schematic design with user and obtain user approval < Manage design development process < Coordinate information between tenant and team members < Update budget based upon design development < Provide further value engineering based upon design development < Review design development with user and obtain user approval < Update project schedule < Manage construction document production < Provide input to constructability, methods and materials < Final review all documents prior to bid EXHIBIT A SERVICES
Develop Alternatives. The objective of these tasks is to develop planning definition for option analyses for each AWPF. The shortlisted alternatives will be developed further to allow for capital and operating estimates and provide greater visibility of the design concept. Consultant believes that this will provide a sufficient level of detail to enable the District’s project team to sign off on the concept and carry it over into the next phase. The following key activities will be included in this phase: ⚫ Feasibility stage approvals ⚫ Feasibility stage Process Flow Diagrams ⚫ Feasibility stage environmental impact ⚫ Feasibility stage design ⚫ Feasibility stage capital and operating cost estimates The outcome of this activity will allow the team to further refine the shortlist to a single preferred ROC management plan or strategy for each AWPF following the MCAs. DRAFT Deliverable: Input into Staff-Recommended Alternative Report.
Develop Alternatives. Identify alternative intersection treatments at the major intersections to provide acceptable operational levels into the long term future based on the 3-Xxxx Xxxxxxxxxxxx model scenario. Identify potential improvements needed at interim years (5 and 10 year future scenarios) based on interpolated traffic forecasts.
Develop Alternatives. Purpose: To develop viable alternatives for improved transit services including fixed route, demand response and potential hybrid modes. The alternatives will reflect the vision and goals through the Steering Committee and public involvement process, and will specifically respond to the findings of the service evaluation and demand analysis tasks. The alternative analysis process begins with the identification of broadly defined service improvement options to address service issues. These options will address consumer and public interest in service improvements cited in the RFP, as well as: • A longer service span that potentially includes more weeknight and weekend service; • Expanded service coverage that reaches out to a growing business community, subdivisions, public schools and other destinations. • Particular attention must be given to routes with known capacity constraints that may cause customers to be left behind due to overcrowding on peak period trips. In the development of alternate approaches or models, consideration will be given to: • Appropriate future service direction and policy initiatives; • Level of service, user perspective and cost-effectiveness; • Ridership characteristics, demand estimates, stakeholder/registrant perceptions and attitudes; • Efficiency of operations and methods including alternate service delivery scenarios; • Supporting marketing and communications initiatives; and • An appropriate course of action for long-term initiatives, the implementation of the initiatives, identifying the financial implications (and funding alternatives). TransitPlus urges client and key stakeholder participation to infuse local experience and ideas into the service development process. We recognize that an effective service plan depends not only on technically sound recommendations using accurate data, but also on attaining community acceptance and consensus on plan contents. The project team will develop up to three (3) system alternatives for consideration. Each will incorporating fixed route and complementary paratransit components. These preliminary alternatives will contain variations to illustrate the effects of route network changes, increased service levels, changes in service coverage, changes in the proportion of fixed route and paratransit service, introduction of hybrid services, or other criteria. We will describe and rank each alternative in terms of service design criteria and performance objectives, measures, targets and s...
Develop Alternatives. Upon the completion of compilation and ranking of the flood prone areas, alternative designs and/or proposed projects will be recommended. A minimum of one alternative and a maximum of three alternatives will be determined for each flood prone area. Alternatives may include the preservation of open space or consideration of land management opportunities. It should be noted the “do nothing alternative” may be considered.
Develop Alternatives. Consultant will develop and prepare conceptual design exhibits up to 12 alternatives for proposed interchanges at Mabury/Xxxxxx Roads, Berryessa Road, and Oakland Road. Where feasible, alternatives will feature elements that may enhance multimodal connectivity throughout the area, are low cost, have minimal ROW impacts and simple construction, and improve the weaving distance on U.S. 101 between I-880 and Oakland Road. The 12 concept alternatives to be evaluated are listed as follows: 🕐 Alternative 1: Mabury/Xxxxxx – Partial Cloverleaf �� Alternative 2: Mabury/Xxxxxx – Tight Diamond 🕐 Alternative 3: Mabury/Xxxxxx – Diverging Diamond 🕐 Alternative 4A: Berryessa – Tight Diamond, Braided Ramps with Northbound Roundabout 🕐 Alternative 4B: Berryessa – Tight Diamond, Braided Ramps with Commercial Street Extension 🕐 Alternative 5: Berryessa – Diverging Diamond, Braided Ramps with Commercial Street Extension 🕐 Alternative 6: Berryessa – Tight Diamond with Frontage Road 🕐 Alternative 7: Local Road Improvements 🕐 Alternative 8: Berryessa/Mabury – Collector/Distributor Road 🕐 Alternative 9: Oakland – Partial Loop 🕐 Alternative 10: Oakland – Braided Ramps 🕐 Alternative 11: Oakland – Full Loop Conceptual design exhibits will be prepared at a scale of 1”:100’ (full size) on a colored aerial photo base available from the City or other sources. Exhibits will show the alignment of bikeways, street improvements, proposed width of typical lanes, and other key features. After preparation of the draft conceptual design exhibits, Consultant will participate in a single workshop review meeting with City staff to obtain comments regarding the alternative alignment concepts and make one (1) round of revisions to the proposed concepts based upon comments received. Consultant will prepare order-of-magnitude preliminary estimates of probable construction costs for each alternative and a list of advantages and disadvantages to assist the City in evaluating the alternatives. Consultant will present the updated conceptual design, including exhibits, estimates, and advantage/disadvantage lists, at one (1) meeting with the City, Caltrans, and other agency staff for the City to determine the locally preferred concept. Based on PSR requirements, Consultant will develop the geometric alignments and typical sections for the locally preferred concept to include a Class I or IV bicycle/pedestrian facility. Consultant will prepare conceptual plans and typical sections showing enhanced...
Develop Alternatives. We will work with City staff to identify the feasible alternatives that can meet the project goals and objectives. Collectively, we will identify the best options for the improvements. Our approach to the development of alternatives for the project components and process technologies under consideration follows.
Develop Alternatives. Dokken Engineering will prepare roadway alignment alternatives using survey data gathered in Task 2. Task 4 is meant to develop alternatives to a sufficient level of detail to determine if they are viable and suitable.
