Conventional Facilities Status

1. Conventional Facilities Status Martin Fallier, Conventional Facilities Div. Director NSLS-II Project Advisory Committee Meeting December 10 – 11, 2009

2. Outline Baseline Scope, Cost, Schedule & Staffing Progress since CD-3 Approval FY09 Goals Technical Progress Cost & Schedule Performance Risks & Lessons Learned Look Ahead FY10 Goals Issues Conclusions

3. Baseline Scope

4. NSLS-II Site Plan N NSLS-II With Full LOB Build-Out 100 0 200

5. Ring Bldg Overall Floor Plan LOB 1 Storage Ring & Booster Tunnel Experimental Floor Access Corridor Service Buildings LOB’s 1, 2, & 3 Base Scope Future LOB’s Earth Berm Lobby RF Injection LOB 2 LOB 5 Process Cooling Water Bldg Vehicle Tunnel LOB 4 LOB 3

6. Ring Building Section

7. Ring Building Perspective

8. LOB First Floor Plan • 57 One person Offices • Two people Offices • Six people Offices • Wet Laboratories • Dry Laboratories • Machine Shop • Conference Rooms • 1 Loading/Storage Area Total = 38,000 gsf Each Lab = 480 nsf

9. LOB Exterior Perspective

10. WBS 1.5 Cost Baseline ($K) • Major Increases or changes: • Move CM Cost from Construction to CF Management – No increase –moved $6.6M • Increase experimental floor width & misc design changes– $6.4M • Actual award of Ring Building including safety incentive - $5.7M • A/E Title II changes and T-III field representative – $1.7M • A/E LOB redesign cost – $1.9M

11. CF Schedule

12. CF Organization

13. Conventional Facilities Division Staffing

14. CF FY09 Goals • Complete Readiness of Construction Mgt Team – Done • Award Ring Building contract – Done • Complete Bid and Award of Major Contracts for: • Electrical Substation Expansion - Done • Chilled Water Plant Expansion - Done • Chilled Water Piping - Done • Owner Furnished Equipment - Done • Begin successful execution of construction contracts: • Ring Building earthwork completed and start concrete & utilities - Done • Begin Chilled Water Plant foundations - Done • Begin Electrical Substation - Done • Begin CHW Piping - Done • Confirm LOB design plan & execute detailed design- underway

15. Progress • Started Ring Bldg Construction (1.5.3.2) – • NTP March 25th, construction start April 15th • Adopted revised phasing plan accelerating Injection and RF Bldgs – no added cost • Mobilization went smoothly & ahead of schedule • Construction progressed ahead of baseline until combination of bad weather and adopting Torcon “Early Finish” schedule as baseline was done in July 09 • Ring Bldg has since regained most of schedule and baseline has been revised to be more realistic • 19% complete by cost after 21% of scheduled time complete • 24% of concrete complete after 5 months of concrete work

16. Progress cont’d Photo From BGRR Stack 9-21-09 Vehicle Tunnel SR Tunnel Wall Forms SR Tunnel Slab Status of construction Site at FY09 End

17. Progress cont’d Photo From BGRR Stack 12-4-09 Column Footings SR Tunnel Slab SR Tunnel Wall Forms SR Tunnel Walls Vehicle Tunnel Ring Bldg Progress from month to month is substantial Monthly billing is ~$4M - $5M

18. Progress cont’d • Awarded Balance of Construction Contracts – • Awarded Electrical Substation (1.5.3.3) July 17th • Awarded Chilled Water Plant Expansion (1.5.3.4) July 1st • Awarded Chilled Water Piping (1.5.3.5) August 28th • Net bid results of three contracts were within $10k of baseline • Awarded balance of pre-purchased equipment contracts • All awarded on or ahead of schedule • Delivery of equipment for each procurement running about 2-3 months ahead of schedule

19. Progress cont’d • 5 bay CHW Plant Expansion (1.5.3.4) jointly funded by BNL and NSLS-II • $9.2M NSLS-II cost for two bays/two chillers with total 2500 ton capacity • $8.7 M BNL cost for 3 bays for present & future load growth • Lowest cost solution for BNL & NSLS-II • Construction & ESH managed by BNL F&O • Contractor on schedule • Work quality, progress and safety performance has been excellent Chilled Water Plant basement with recently installed piping headers

20. Progress cont’d • ARRA funds enable advance of LOB design, procurement & construction • Enables procurement during favorable market and early occupancy by beamline staff during beamline construction • Creates some potential contractor coordination issues • Have worked closely with Torcon to minimize impacts • A/E design nearly complete • Held contractor informational meeting – more scheduled • RFP to DOE for approval – expect release in mid Dec 10/11 3/10 8/13 4/12

21. Cost & Schedule Performance • Schedule Assessment: Cumulative schedule variance $-647k on ~$52.9M or -1% - Essentially on schedule - SPI =0.99 • Cost Assessment: Cumulative cost variance $+2,355k on~$52.2M or 4.6% - Essentially on budget - CPI =1.05 • ~$2M positive cost variance due to A/E LOB design performed but not costed yet Data as of Oct 31, 09

22. Performance Analysis • FY09 Performance • On budget and schedule most of year • Some negative schedule variance in July/Aug/Sept due to: • Use of Ring contractor early finish schedule as baseline with errors in schedule • Some weather impacts due to heavy rain in June • Combination of late award of other construction packages & errors in cost plans • Corrected Ring contractor schedule in September • Adopted contractor actual schedules as baseline for other construction packages in October • Back on schedule and on budget as of October 09 • Contractor schedule performance in the field is excellent

23. Risk Analysis & Management

24. Field Changes • Field change costs for construction typically range from 5 -10% of contract value • Post Bid Addendum – was issued after award to address known design coordination issues - total cost $3.1M • To issue this up front reduced risk of contractor delay and greater field change costs • Miscellaneous field changes to date are ~$970k and are due to: • Differing field conditions – undocumented utilities, legacy issues • Utility modifications for larger LOBs • Correction of design errors and omissions • Total ~$4M on $172M contract = 2.3% to date • Total without PBA ~$1M on $172M contract = 0.6% to date • Processing of field changes is slow and needs to be expedited • Working to speed up contractor proposal, price negotiation and PCR process

25. Lessons Learned • Bid & award process for Ring Bldg was very successful • Using same methodology for LOB procurement • Use of optimistic contractor schedule in baseline is problematic • Use conservative schedule with clear critical path • Contractor safety performance must be documented and assessed regularly • Maintain clear safety performance requirements and expectations • Added early LOB work will require additional CM staff • Current workload is all that CF team can manage • Planning CM staff augmentation in Spring when LOBs awarded

26. Conventional Facilities FY10 Goals • Maintain effective safety culture at all const. sites • Ring Building • Maintain effective working relationship with GC- pursue partnering • Construction on schedule and on budget • CF Construction Packages & Procurements • Deliver all CF electrical procurements on schedule • CHW Plant Expansion on schedule and budget • Complete CHW Piping on schedule and on budget • Electrical Substation on schedule and on budget • LOB Design & Procurement • Award LOB contract in March 2010 • Initiate LOB construction on schedule

27. Issues • Continued focus on contractor safety performance is necessary to prevent significant injury or incident • Corrective action plan being prepared and adding Safety Eng to ESH team • Need to maintain close oversight of contractor schedule and maintain constructive relationship • Partnering meetings planned for Jan 10 • Process of resolving and implementing contract changes needs improvement • Need to reduce backlog of pending changes and improve cost certainty • Implementing changes to process to expedite resolution and issuance of C/Os • Additional CF staff needed when LOB is awarded to oversee multiple sites and multiple contractors • PCR being prepared for the added staff • Need to begin process of planning for transition to operation of buildings as they are turned over to ASD/XFD

28. Conclusion • All goals for FY09 have been met, there has been substantial progress and LOBs are accelerated > 1year • CF is on schedule and on budget and CF Team is in place • CF risks are well understood and mitigation plan in place • 88% of CF construction costs are under fixed price contract • Plans for FY10 and beyond are well understood • CF well on track for early completion