Draft Report Project Labor Agreement Benefits Analysis

DRAFT PLA Benefits Analysis – City of Rochester Midtown Redevelopment Project

Draft Report Project Labor Agreement

Benefits Analysis

City of Rochester Inner Loop East Transformation Project

Rochester, New York

February 16, 2014

Seeler Engineering, P.C.

DRAFT PLA Benefits Analysis – City of Rochester Midtown Redevelopment Project

Report Project Labor Agreement

Benefits Analysis

City of Rochester Inner Loop East Transformation Project

Rochester, New York

February 16, 2014

Prepared By Seeler Engineering, P.C.

1151 Pittsford-Victor Road Suite 125

Pittsford, New York 14534 585-248-9520

City of Rochester Inner Loop East Transformation Project Draft PLA Benefits Analysis

Contents

Section 1 Executive Summary ................................................................................................... 2

1.1 Background ...................................................................................................................................................................2 1.2 Inner Loop East Transformation Project .......................................................................................................................4 1.3 The Proposed PLA ........................................................................................................................................................4 1.4 Our Study ......................................................................................................................................................................4 1.5 Summary .......................................................................................................................................................................5

Section 2 Project Description .................................................................................................... 6

2.1 Scope .............................................................................................................................................................................6 2.2 Schedule ........................................................................................................................................................................6 2.3 Construction Costs ........................................................................................................................................................7

Section 3 Estimate of Craft Labor Needs ................................................................................ 8

3.1 Craft Labor Breakdown .................................................................................................................................................8 3.2 Projected Labor Costs ...................................................................................................................................................8

Section 4 Summary of Existing Agreements.......................................................................... 9

4.1 Existing Agreements .....................................................................................................................................................9 4.2 Labor Unrest ............................................................................................................................................................... 11

Section 5 Economic Considerations ...................................................................................... 13

5.1 General ........................................................................................................................................................................ 13 5.2 Flexible Start Times .................................................................................................................................................... 13 5.3 4-10 Hour Work Days ................................................................................................................................................. 13 5.4 Industry Fund Contribution ......................................................................................................................................... 13 5.5 Non-Union Apprentice Ratios ..................................................................................................................................... 13 5.6 Apprentice Ratios of 3:1 or Better............................................................................................................................... 14 5.7 Guaranteed Pay ........................................................................................................................................................... 14 5.8 Parking ........................................................................................................................................................................ 14 5.9 Holiday Pay ................................................................................................................................................................. 14 5.10 Offsite Fabrication .................................................................................................................................................... 14 5.11 Second Shift Option .................................................................................................................................................. 14 5.12 Management Rights................................................................................................................................................... 15 5.13 Enhanced Minority Workforce Program ................................................................................................................... 15 5.14 Summary ................................................................................................................................................................... 15

Section 6 Additional Considerations .................................................................................... 16

6.1 Labor Stability ............................................................................................................................................................. 16 6.2 The Burdens of Management ...................................................................................................................................... 16

Seeler Engineering, P.C. II


6.3 The “Tag Along Provision” ......................................................................................................................................... 16 6.4 Public Debate .............................................................................................................................................................. 17 6.5 Enhanced Minority Recruiting & Training Programs ................................................................................................. 17

Section 7 Conclusions and Recommendations ................................................................... 18 Tables

Table 1 Labor Unions Representing the Construction Industry in Monroe County Table 2 Work Area Labor Hours and Cost Breakdown Table 3 Key Features of Existing Labor Agreements

Appendices

Appendix A Executive Order, February 6, 2009 Appendix B NYS Governor’s Executive Order Appendix C The Project Schedule Appendix D The Project Cost Estimate Appendix E Detailed Cost Savings Calculations

Seeler Engineering, P.C. II


Section 1 Executive Summary

1.1 Background Project Labor Agreements, which have been utilized in the private sector for many years, are a recognized tool for assisting in cost effective and timely completion of major construction projects. They serve these objectives by providing uniform working conditions, cost savings, stable labor environment, and comprehensive protection against work disruptions arising out of labor disputes.

A Project Labor Agreement (“PLA”) is a labor contract limited to the construction of a specific project. Unlike a typical labor agreement, a PLA does not bind a contractor wherever it works for a specific period of time; rather, it only applies to the contractors work on a particular project and only for the duration of that project. All parties involved in the construction project, unions and contractors, are required to be signatories to the PLA. The PLA supersedes any pre-existing labor agreements. A typical PLA provides for standardized work practices, hours, holidays, and grievance/arbitration procedures and promotes overall labor-management harmony for the duration of the project. A PLA prohibits strikes, lock-outs, work stoppages and/or any other disruption of work for any reason. PLAs provide a tool for addressing the special needs of a unique construction project in a single, comprehensive manner, particularly among union contractors. They become a substitute for local area labor agreements that generally are written for routine types of work and are not always easily adapted to special projects.

A PLA is typically a pre-hire agreement, which means it is negotiated prior to construction and hiring. Construction industry pre-hire agreements are expressly authorized by the National Labor Relations Act. See 29 USC § 158(f).

In March of 1993, the U.S. Supreme Court held that a governmental entity, when it is acting in its proprietary capacity as owner or manager of property and is participating in the construction industry market place much as a private employer, can utilize a project labor agreement without running afoul of federal law. On March 28, 1996 the New York Court of Appeals approved, under State Law, the use of PLAs on publicly owned projects. In that case, which involved the repair and refurbishing of the Tappan Zee Bridge, the Court emphasized the need for the PLA to foster one or both of the dual purposes underlying the States various competitive bidding laws: (1) protecting the public fisc and (2) avoiding favoritism, fraud or corruption. See New York State Chapter Inc. v. New York State Thruway Auth., 88 N.Y.2d 56, 643 N.Y.S.2d 480 (1996). The importance of potential cost savings to the public through the use of a PLA was emphasized by the Courts rejection of a PLA in a companion case, involving the Roswell Park Cancer Institute in Buffalo. There, in the absence of sufficient evidence that the Dormitory Authority approved the use of the PLA as a cost saving device, the use of a PLA was struck down by the Court.

PLAs have a long history in both public and private construction in the United States, dating back 60 years or more. See Perritt, Keeping the Government Out of the Way: Project Labor Agreements Under the Supreme Courts Boston Harbor Decision, 12 The Labor Lawyer 69 (1996). The Grand Coulee Dam, the Shasta Dam, Disney World, the TransAlaska Pipeline, Boston’s Central Artery and Harbor Clean Up Projects, the Tappan Zee Bridge Refurbishing Project, the Onondaga County Resource Recovery Agency

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Resource Recovery Facility, Cape Kennedy Space Center, the O’Rorke Bridge (Rochester, NY), the Joint Schools Construction Board Project in Buffalo, the Monroe County Water Authority Eastside Water Supply Project, and the Allegany County Courthouse Project are just some of the projects which have been, or are being, constructed under a PLA. It is worth note that PLAs have been used successfully in the Rochester area for several recent projects including the Monroe County Crime Lab Project, the MCWA Eastside Water Supply Project, the Midtown Redevelopment Project, the Rochester Schools Facilities Modernization Project, and the Rochester Genesee Regional Transportation Authority Transit Center Project.

Recognizing the ability of PLAs to “achieve economy and efficiency in Federal construction projects,“ President Barack Obama issued an Executive Order to all Executive Departments and Agencies on February 6, 2009 encouraging consideration of PLAs on Federal projects (a copy is attached as Appendix A). Also aware of the potential benefits PLAs can bring to public construction projects, Governor Cuomo issued Executive Order No. 2 in 2011 requiring New York State agencies to establish guidelines for the consideration of PLAs on State projects, recognizing that it is now clear that PLAs are one of many tools which may be used by management and labor and which may, under certain circumstances, assist in achieving the goals [of timely completion of public construction projects...while at the same time limiting the costs of such projects] (a copy of this Executive Orders are attached as Appendix B). According to a recent report issued by the United States General Accounting Office, the Governors of Nevada, New Jersey and Washington have issued similar Executive Orders, as have the Mayors of Boston and Philadelphia.

The City of Rochester is in the final stages of design and is preparing for the procurement of construction contracts for a new marina, parking lots, lots for private residential and commercial development and upgrades to the area’s infrastructure including utilities and the surrounding streets. These upgrades entitled the “Marina Redevelopment Project” will provide necessary improvements to support the planned commercial/residential development in the area. The project cost estimate is approximately $18.5 million.

As an integral part of the project the City of Rochester is considering the implementation of a PLA. The City of Rochester has engaged Seeler Engineering, P.C., an independent consultant experienced in the development and implementation of PLAs, to conduct a thorough analysis of the cost/benefits of a PLA and advise them of the costs/benefits. The results of this independent study will serve as the basis for the final decision as to whether the use of a PLA is appropriate for the project and, if so, to commence negotiations with the Rochester Building and Construction Trades Council for a PLA. Against this background, the City of Rochester commissioned this study to evaluate if a PLA covering The Project would:

1) provide economic savings and complete the best work at the lowest price in the construction process through, among other things, uniformity in work rules and practices; mechanisms for improved productivity, safety, and efficiency; and timely completion of the construction; and

2) prevent favoritism, fraud and corruption by ensuring access to the benefits of the PLA to all successful bidders (including open-shop contractors), as well as guaranteeing that all successful bidders are permitted to utilize a portion of their regular work force on The Project.



In accordance with Section 222 of New York Labor Law, Seeler Engineering, P.C. evaluated whether the City of Rochester’s interests in obtaining the best work at the lowest possible price, preventing favoritism, fraud and corruption, and other considerations such as the impact of delay, the possibility of cost savings advantages, and any local history of labor unrest, are best met by requiring a project labor agreement.

What follows is a study designed to assist the City of Rochester in determining whether to enter into a PLA. The report summarizes Seeler Engineering, P.C.’s investigation of factors relating to the appropriateness of incorporating a PLA into the proposed Project.

1.2 Inner Loop East Transformation Project In order to encourage sustainable economic growth and create a more livable downtown, Rochester plans to reconstruct a 0.66 mile stretch of the eastern segment of the Inner Loop between Monroe Avenue and Charlotte Street into a high quality complete city street.

Reconstructing the Inner Loop East from an expressway to a complete street will produce a myriad of benefits, including:

• Supporting Healthy Lifestyles and Improving Livability, • Reconnecting Neighborhoods with Downtown, • Promoting Development, and • Reduce Maintenance Costs

The project will remove the early1960’s expressway infrastructure that is on the verge of requiring substantial investment, including 4,400 ft. of 4 to 6 lanes of expressway and three federal-aid bridges, two of which are structurally-deficient and in need of major rehabilitation.

1.3 The Proposed PLA This study has been conducted, in accordance with Section 222 of New York Labor Law, to prepare a project specific record in order for the Department to determine if negotiating a PLA is appropriate. Should the City of Rochester determine a PLA is applicable, formal negotiations concerning specific terms and conditions would commence.

1.4 Our Study Seeler Engineering, P.C. developed a comparative analysis of the existing twenty seven area collective bargaining agreements for twenty one labor craft unions which would govern construction on The Inner Loop East Transformation Project in the absence of a PLA. The intent of the review was to identify areas for improvement through the proposed PLA which could result in a reduction of the labor cost for The Project.

An economic assessment of the PLA is included. An assessment of the non-economic benefits is also included. Given the nature and size of this project, and the make-up of the market, even in the absence of a PLA we would expect, on a dollar basis, approximately 50 percent of the successful project bidders to be unionized contractors covered by one or more of these agreements referenced above. The percentage will vary by contract.



1.5 Summary Implementation of the PLA would result in an estimated savings ranging from $133,280 to $178,100 or approximately 2.7 percent to 3.6 percent of the projected cost of labor for The Project estimated at $4,951,494. The savings were projected for work executed over the planned schedule of 42 months with completion anticipated for April 15, 2018, and a compressed schedule of 30 months. Compression of the schedule was accomplished utilizing a second shift during the summer months. By compressing the schedule, a cost escalation of 2 percent was eliminated resulting in an overall project cost reduction of $441,000. The labor cost savings using a second shift with no premium are reflected in the labor savings estimates above. Several other benefits would be available with implementation of a PLA that are not precisely translated into dollar savings but are significant to the completion of a project. These benefits include: avoiding the costly delays of potential strikes and other disruptions arising from work disputes, permitting wide flexibility in work scheduling and shift times thereby increasing productivity, ensuring a reliable source of skilled and experienced labor, providing for enhanced minority and female work force participation, and avoiding favoritism by ensuring availability of the benefits of the PLA to all successful bidders regardless of union/non-union status or the status of their employees. Given current economic conditions the labor market is not considered highly stable. While the most demonstrative job actions, such as strikes or walkouts, have not been witnessed in some time, organized labor has been increasingly active over local employment conditions. There should be moderate concern for some labor unrest. A PLA would, therefore, result in obtaining the best work at the lowest possible price, prevent favoritism, fraud and corruption, and eliminate the impact of delay as a result of labor unrest. Application of the proposed PLA is, therefore, recommended for The City of Rochester Inner Loop East Transformation Project.



Section 2 Project Description

2.1 Scope The project will remove the early1960’s expressway infrastructure including 4,400 ft. of 4 to 6 lanes of expressway. The project will also eliminate multiple, non-standard features and three federal-aid bridges, two of which are structurally deficient and in need of major rehabilitation. The below grade highway will filled in and be replaced with an at-grade boulevard with wide sidewalks and dedicated bicycle facilities. Utility relocation and new traffic signaling/control, street lighting, and signage are included in the scope of the work effort. It will remove a significant barrier to redevelopment in the East End, one of Rochester’s most important downtown districts, and reconnect thriving east side neighborhoods with the downtown area. Completion of this project is expected to open roughly six acres of land to mixed-use redevelopment, which could leverage an additional 430,000 to 800,000 square feet of commercial and residential space.

2.2 Schedule A preliminary construction schedule has been established for The Project and is included as Appendix C. The work defined by the City construction contract is anticipated to begin in September 15, 2014 with all construction work is to be completed by April 15, 2018 (42 months). Significant winter work is not anticipated. The majority of the construction activities, therefore, are expected to occur in a 27 month period. Preliminary construction sequencing is anticipated as follows.

• Construction Contract Award Date Sept. 15, 2014 • Construction Start Date: Oct. 15, 2014 • Utility Relocations Oct. 15, 2014 to Oct. 15, 2016 • Mass Grading/Demolition April 15, 2015 to Oct 15, 2016 • Roadway Construction Oct. 15, 2015 to April 15, 2017 • Final Paving/Streetscaping April 15, 2017 to Oct. 15, 2017 • Substantial Completion/Open to Traffic Oct. 15, 2017 • Planned Project Closeout Date April 15, 2018

The schedule for completion of the work is not complex in its demands for critical interim milestones or extensive time critical work periods however, close and careful coordination of various trades will be required due to the interrelationships of component work on active streets., pedestrian access and safety, comprehensive traffic control, vehicular and pedestrian safety and site management are critical issues. The forty two month scheduled construction period is reasonable and allows construction to proceed in a relatively benign manner with three summer seasons for construction as long as effective progress of interdependent work is maintained.

The need for effective schedule management is therefore critical only to the initiation of construction and to completion of the entire project for April 15, 2018. The forty two month schedule allocated for the construction of The Project should provide sufficient time to complete construction activities without the



use of expedited construction techniques that result in a premium to The Project so long as The Project does not suffer delay.

2.3 Construction Costs A cost estimate has been prepared for this project and is included in Appendix D. The total project construction cost estimated at $22,066,700 in 2014 dollars.



Section 3 Estimate of Craft Labor Needs

3.1 Craft Labor Breakdown Twenty one craft labor unions with twenty seven craft labor union collective bargaining agreements would represent the construction industry in the City of Rochester for this project. Six craft labor unions and six of the agreements would likely have actual involvement in the work planned for The Project. A listing of the unions representing the construction industry in Monroe County is presented on Table 1.

The work area labor breakdowns for this project are included in Table 2. The analysis estimates that approximately 104,879 craft labor hours will be required to complete the construction work anticipated for The Project. Demand for craft labor will be immediate upon execution of the contracts for construction. Given the nature and the size of The Project to be completed and the make-up of the market, even in the absence of a PLA, we would expect on a dollar basis approximately 50% of the successful project bidders to be unionized contractors covered by one or more of the craft labor agreements. For a project of this size we would not expect to see a significant number of new bidders from outside the area which often creates the potential for greater union participation because of the ability of out of town contractors to access large local workforces instead of incurring large workforce mobilization costs.

3.2 Projected Labor Costs Utilizing applicable wage and benefit rates for journeyman, labor costs were projected for The Project. The projected craft labor cost for The Project is estimated at $4,951,494 or 22 percent of the anticipated construction cost. The actual percentage of construction cost for labor varies on individual components from 20 to 60 percent.



Section 4 Summary of Existing Agreements

4.1 Existing Agreements Seeler Engineering, P.C. developed a comparative analysis of six of the twenty one craft unions and six applicable collective bargaining agreements. Based upon the current understanding of the project, work would be subject to Heavy and Highway agreements only and six crafts; Bricklayers, Carpenters, Iron Workers, Laborers, Operating Engineers and Operating Engineers, Technical would be actively involved in the project. A significant amount of traffic signal and street lighting work is included in the project, however the work, when union, is not governed by an agreement within the Building and Construction Trades Department. The work, while subject to prevailing wage requirements, is traditionally excluded from a PLA and therefore excluded from analysis in this report. Significant aspects of each agreement are summarized on Table 3. The intent of the review was to identify areas of improvement achieved through the proposed PLA which could potentially result in a reduction of the labor cost for The Project. A brief synopsis of the terms of the existing agreements is presented below.

4.1.1 Contract Duration/Expiration Date Contract durations range from three to five years with half of the agreements being five years in duration. In all, collective bargaining agreements will expire eight times during this project. Four of the agreements, Carpenters, Iron Workers, Laborers, and Operating Engineers, are set to expire during the first spring of the construction period.

4.1.2 Regular Work Hours/Regular Work Day Regular work hours/work day are not consistent between agreements. Although all of the agreements standardize on a 5 day, 40 hour work week, some crafts allow 4 ten hour days as an alternate with consent of the union. The majority of the agreements set normal work hours from 8 a.m. to noon and 12:30 p.m. to 4:30 p.m. with an unpaid one-half hour for lunch. Several unions do not state specific start and quitting times but state that the hours must be consecutive with a ½ hour lunch. Other unions specifically state that the starting and quitting times may be changed but require notification to or mutual agreement of the union.

4.1.3 Guaranteed Pay All of the union agreements except the Bricklayers, and Ironworkers unions require two or more hours pay for reporting in. Iron workers require $30 per hour for the first two hours if an employee shows up and no work is provided due to weather or other means not controlled by the employer. The detailed requirements vary. Some of the agreements limit the obligation to non-weather related conditions, some require the pay regardless, some require additional compensation if weather conditions permit work but no work is provided. The Operating Engineers essentially guarantee a minimum of three full days of pay once the work day starts regardless of the hours actually worked. In some instances these guaranties can be as much as 40 hours. Most of the unions allow Saturdays as a make-up day for weather related delays at straight time.



4.1.4 Shift Work The agreements vary widely. Shift differentials range from 10 percent premium for second shift to 15 to 15 percent premium for third shift. In addition, many agreements shorten the hours worked for second and third shift (7.5 hours for second shift and 7 hours for the third shift) but require 8 hours of pay. The Bricklayers require second and third shift compensation at base pay plus $1.50 per hour.

4.1.5 Overtime Most agreements provide for time-and-one-half for overtime for weekdays and Saturdays. For Sundays and holidays two-times base salary is typical.

4.1.6 Holidays All unions except for Laborers H&H, standardized on 6 unpaid holidays: Christmas, New Years, Thanksgiving, Labor Day, Memorial Day and Independence Day. Laborers H&H observe the same six holidays but receive a paid day off if work was performed before and after the holiday. Similarly, Carpenters (H&H) designate Independence Day and Labor Day as paid holidays.

4.1.7 Apprentice Ratios The ratios vary and change with the number of Journeyman at the site. For example; many unions allow the first Apprentice with the first Journeyman. While one Apprentice usually is allowed initially, once staffing grows beyond a small labor force the following ratios have been established:

Journeyman/Apprentice Ratio Number of Agreements

Job Specific 3

2/1 0

3/1 1

4/1 1

5/1 1

6/1 0

3/2 0

4.1.8 Off-Site Fabrication Off-site fabrication rules vary from agreement to agreement. Some do not address the issue at all. For example, electricians define certain work elements and require them to be union. Plumbers require off-site work “under the control” of the contractor to be union. Several other crafts have similar but not exacting language which could restrict flexibility in the use and selection of off-site fabricators.



4.1.9 Mileage and Parking Only Carpenters require payment for parking in downtown areas. Rules for mileage vary by union. Most agreements do not require payment of mileage within Monroe County if the worker reports directly to the job-site. Compensation for parking ranges from $0 to $4.75 per day, while travel ranges from $0.00 to $0.51 per mile.

4.1.11 Management Rights Most of the existing agreements do not contain a “Management’s Rights” clause. Clear statements of the rights of management which provide the contractor with the assistance and/or flexibility required for necessary control and management of The Project work, including control of the level of staffing and control/selection of key personnel such as the foreman including the consideration that the foreman be provided by Contractor are not clearly defined.

4.2 Labor Unrest In accordance with Section 222 of New York Labor Law we reviewed the general labor climate in the Rochester area over the last ten years. Our review revealed a mixed picture. The unrest is evidenced locally by recent organizing activities in the service industries in central and western New York, by the Bricklayers in Rochester, threatened job actions in the manufacturing sector, and recent demonstrations by local construction trades at the MCC campus related to a proposed housing project. As recently as February of 2010, IAM Local 1555 employees went on strike for twenty-two (22) weeks in Westfield, New York, Chautauqua County. A recent strike by Mott’s employees at the Williamson, New York facility is now the longest in the Company’s history lasting five months. The Rochester area construction trades are known to have a very strong and comprehensive organizing program and are known to take a strong position when advocating for local union involvement in project work. Demonstrations continue at hospital and other institutional and commercial construction sites in the Rochester Region staffed by non-union labor.

As demands on skilled labor increase, availability will decrease, making access to skilled workers through hiring halls and certified apprenticeship programs even more valuable, thus giving the union worker greater strength at the bargaining table. This, in turn, increases the potential for confrontation in local bargaining and labor disruption as local area bargaining agreements go through the negotiation process. Other large projects planned for the Rochester area such as the Ongoing Midtown Redevelopment Project, City of Rochester Marina Project, Rochester City Schools Facility Modernization Program, University of Rochester’s new residence hall and College Town, the Rochester Intermodal Transportation Center, regional NYSDOT spending and new Federal and State stimulus projects could place significant demands on available labor.

While the majority of public works project contain a Force Majeure Clause for Labor Disputes, which excludes delays due to labor disputes from it penalty provisions, a work stoppage, nonetheless, means additional cost for The Inner Loop East Transformation Project. The time and expense added to a bid to protect against the uncertainties of an unstable labor force (e.g., added coordination costs, acceleration of schedules, standby costs during job actions, costs to cover liquidated damages) are real. Additionally, claims for standby costs for multiple contractors working on a site in an interdependent manner, plus material cost increase with time, can have a significant impact on projects.



The 52-county Upstate New York region’s non-seasonally adjusted unemployment rate stood at 6.3 percent in December 2013, down from 7.8 percent in December 2012. New York State’s seasonally adjusted unemployment rate was 7.1 percent in December 2013, down from 8.2 percent in December 2012.

Given current economic conditions the labor market is not considered highly stable. While the most demonstrative job actions, such as strikes or walkouts, have not been witnessed in some time organized labor has been increasingly active over local employment conditions. There should be moderate concern for some labor unrest. The high unemployment rate and reduced spending on capital projects would suggest that a large labor pool from both inside and outside the region is available and willing to work, however, organizing activities are expected to increase and the frequency of job actions expected to increase over the issue of keeping employment local.



Section 5 Economic Considerations

5.1 General An analysis of potential cost savings for the project was made utilizing the projected labor craft hours, wage rates currently in effect and contract provisions which would be anticipated in proposed PLA. Discussion of the cost impacts of the individual contract provisions as proposed is included below with detailed calculations included in Appendix E.

5.2 Flexible Start Times A proposed PLA could be applicable to all construction contracts bid and awarded for the project. Flexible hour schedules can accommodate for seasonal daylight, and after hours work, will enhance productivity. The coordination of trades for two months per year, the period outside of the window of 4 – 10 hour days, over the three year schedule would result in a productivity gain of one hour per person per crew per week for all crafts. This results in a total savings of $14,733.

5.3 4-10 Hour Work Days A PLA could provide for flexibility in the regular work week allowing a contractor to use a 4 - 10 hour day schedule or a regular day, 8 hours per 5 day schedule. Further, the contractors may set start times between the hours of 6 a.m. and 9 a.m. and use special shift start and finish times to fit the needs of the assignment. This gives the contractor flexibility to schedule the workday to maximize productivity and by eliminating the setup and breakdown time for one work day each week. Flexible hour schedules can accommodate for seasonal daylight, and after hours work, will enhance productivity. We estimate savings to be approximately one hour per week per person. The maximum savings results from implementation of a 4 day, 10 hour schedule for 5 months, each of the three years of the construction schedule. We anticipate that this provision would be exercised during the summer months and include May, June, July, August, and September during the summer of 2015, 2016, and 2017. This results in a total savings of $73,648.

5.4 Industry Fund Contribution PLA provisions could be implemented which limit the workers’ pay to base wages and fringe benefit payments as published in the prevailing wage schedules. This in turn avoids collectively bargained payments, such as Industry Promotion Funds, which are in excess of those required public works projects. The local agreements provide for a payment ranging from $0/hr up to a maximum of $1.63/hr for these added costs. The elimination of these payments under the proposed PLA would therefore save approximately $220.

5.5 Non-Union Apprentice Ratios A PLA could provide access to a qualified pool of apprentices for non-union contractors not otherwise available. This provision allows for non-union contractors, who do not have state approved apprentice programs, to obtain qualified apprentices, through the referral process, to lower overall crew labor cost.



Based upon the size and schedule of this project we anticipate that apprentices would be utilized. The estimated savings from providing access to contractors who would not otherwise be able to take advantage of apprentices could result in a savings of $42,318.

5.6 Apprentice Ratios of 3:1 or Better Proposed PLA terms could agree to apprentice ratios set by the New York State Department of Labor. This translates to apprentice ratios of 3 to 1 or better. By moving several of the crafts to this ratio, a reduction in labor cost is realized. It is estimated that this modification could result in a small cost savings of $2021.

5.7 Guaranteed Pay A PLA that could eliminate guaranteed pay in its entirety and replace it with a travel allowance equivalent to one hour’s pay was evaluated. Given the length of the project, the relatively low labor loading, and the opportunity for a 4 – 10 hour day schedule with makeup days either Friday or Saturday, the likelihood of this provision being triggered is small. Standardizing on this provision for all trades should be included in any PLA as it could provide value in the event of a change in the scope of the work or work circumstances, however, the estimated savings is currently projected to be $586.

5.8 Parking A PLA could eliminate mileage and parking reimbursements in its entirety. The estimated savings is projected to be $0.

5.9 Holiday Pay A PLA could eliminate any paid holidays entirely. The estimated savings is projected to be $3,846.

5.10 Offsite Fabrication A PLA could remove restrictions on off-site work. The Project would therefore only be limited to those restrictions imposed by New York State law and therefore provide additional flexibility to utilize off-site fabrication involving mostly electrical, pipefitting, ironwork, plumbing and carpentry. Given the nature of this project the estimated savings is projected to be small at $164.

5.11 Second Shift Option Following a 42 month schedule, work could progress without the need for work resulting in a premium for labor. Accelerating the schedule to complete the project in one less calendar year would likely dictate the need for more rigorous staffing levels either working a 6 – 10 hour day work week or working a 5 - 8 hour day work week using a second shift. By compressing the schedule, project cost increases due to annual cost escalation in line with the consumer price index are eliminated. A 2 percent cost savings is assessed by reducing the schedule by one year for a savings to the project of $441,300. The accelerated schedule is available to the project independent of the application of a PLA. Use of a 6 – 10 hour day work week would, however, result in a premium to the project as approximately 1/3 of the labor hours would be worked at overtime rates. Application of a PLA, however could eliminate premiums to the project by working a first shift at a standard 5 – 8 hour day work week and working a 5 – 8 hour day work week on second shift with premiums eliminated. This alternative would preclude the use of a 4 – 10 hour day schedule and the savings resulting form that approach. As such we are presenting a range of savings available to the project for the differing approaches. We estimate that approximately 33% of the work



effort for laborers and operating engineers only would be conducted on a second shift. Given the nature of this project the estimated savings is projected to be $28,830.

5.12 Management Rights Control of the level of staffing, the scheduling of staffing, selection, and employment of Foreman as Contractor’s staff, offers distinct efficiencies. For large projects or complex projects with high labor loadings, savings of two percent of the labor costs from these clearly established management rights are typically realized. For smaller projects or less complex projects with moderate schedules and less intense labor loadings these advantages are reduced to 0.5 percent.

Further adjustments are made to small projects when considering the effect of jurisdictional restrictions. In an open shop environment, workers would be allowed to perform the work of more than one trade over the work day. While prevailing wage requirements would dictate that they must be compensated for the work of each trade in accordance with the applicable schedule in effect for that trade, they would still be allowed to perform the differing tasks. Union agreements and, by their nature, PLAs would restrict the work of the governing trade thereby prohibiting crossovers to take place. The crossover of individual workers from one trade activity to another in a single days work is more frequent on smaller, less intense projects. This practice also occurs more frequently in the general building construction trades than in other crafts.

Allowing for the optimization of project control by single prime contractors could result in the optimization of shared savings. In this instance, a 0.5 percent cost reduction is applied. Savings will be realized and are projected to be $55,167.

5.13 Enhanced Minority Workforce Program The project has established minority and female workforce participation goals of 20% and 6.9% respectively. Similar to other recent agreements reached to support these very aggressive goals, this anticipated PLA would require each contractor to contribute $0.15 per trade for each craft hour worked to the Rochester Careers in Construction, Inc. a non-profit 501(c)(3) corporation. The goal of this non-profit is to recruit and equip minority and women candidates with the skills needed to enter apprentice programs in the construction trades. Once these individuals are entered into the apprentice program these individuals can be made available for work on the project through the “Direct Entry” procedure or NYS Department of Labor waiver. This feature adds $15,732 to the cost of the project.

5.14 Summary Implementation of the PLA would result in a maximum estimated savings ranging from $133,280 to $178,100 or approximately 2.7 percent to 3.6 percent of the projected cost of labor for The Project estimated at $4,951,494. The savings were projected for work executed over the planned schedule of 42 months with completion anticipated for April 15, 2018, and a compressed schedule of 30 months. Compression of the schedule was accomplished utilizing a second shift during the summer months. By compressing the schedule, a cost escalation of 2 percent was eliminated resulting in an overall project cost reduction of $441,000. The labor cost savings using a second shift with no premium are reflected in the labor savings estimates above. The estimated savings includes the added cost of $15,732 for the Enhanced Minority Recruiting and Training Program.



Section 6 Additional Considerations

The proposed PLA offers several additional benefits which are difficult to precisely quantify in dollars at this time, but would nonetheless be significant factors in the overall success of The Inner Loop East Transformation Project and, hence, are of significant value to The City of Rochester.

6.1 Labor Stability The City of Rochester Inner Loop East Transformation Project construction extends over 42 months. During the life of The Project, renewal of eight local labor contracts will occur. Four of these renewals will take place during the first spring season of The Project. Should there be any significant disruption during these contract renewals (traditionally, these have been the periods of most intense labor unrest) The Project flow could be disrupted and the objective of making the site available for April 30, 2015 would be jeopardized. While a cost for disruption may not be precisely quantified, the impact is clear. For projects with multiple crafts work disruptions can result in claims of delay by individual sub-contractors working on the site who are dependent upon the performance of other sub-contractors subject to the action. Other costs may include items associated with standby time and price increases for materials and equipment. Further, project administrative costs such as additional costs for architectural/engineering oversight and interim project financing would be incurred. At a minimum, an estimated $18,000 to $25,000/month in project administration and engineering oversight costs would be expected. Such project delays may also adversely impact the economic viability of the planned private developments. Assuring that the improvements can move forward without disruption by “business as usual” labor activities is of significant value to The City of Rochester and the community.

6.2 The Burdens of Management The City of Rochester’s project management team faces a significant challenge in assembling a management team and structure that can ensure the timely completion of this multi-component project while maintaining safe and effective traffic flow and pedestrian passage, ongoing community relations and advancing economic development. The management rights provided by the proposed PLA provide for the ability of the Project Management Team and its Contractors to establish clear work rules for the program (as reserved by a PLA). The insertion of no strike/binding arbitration procedures offered by the proposed PLA provides special management tools that can deliver value in successful management of such a construction project. Many of the proposed construction components are dependent on each other to facilitate temporary and changing traffic flow patterns as construction progresses therby requiring that construction activities be closely coordinated. The proposed PLA can provide added work schedule flexibility to aggressively manage the critical interfaces.

6.3 The “Tag Along Provision” Key provisions of any Project Labor Agreement are the “Union Recognition and Employment” provisions, specifically the Union Referral requirement. Commonly referred to as the “Tag Along” requirement, this provision governs the process of bringing craft workers to The Project. All craft workers are required to pass through the job referral systems and hiring halls established by the unions. The “Tag Along” provision specifically allows a contractor who is not signatory to a collective bargaining



agreement to bring his own core employees to The Project. The number of core employees brought to the job is limited by the agreement on the basis of a percentage of the workforce on The Project. PLAs in use in upstate and western New York have commonly established “Tag Along” requirements of from 25 percent to 50 percent. Previous PLA’s negotiated in the region have agreed to a 25 percent Tag Along, a very favorable requirement. Even more favorable terms have been afforded to Minority and Women Business Enterprises which also advance other City objectives. Striking an effective balance, therefore, in the core employee provisions is important to an effective PLA.

6.4 Public Debate A Project Labor Agreement is a unique project management tool sometimes misunderstood and sometimes considered controversial. As such, the decision making process required for implementation of such an agreement is sometimes surrounded by the strong opinions and emotions that are associated with the general debate about the value and efficiency of union versus non-union labor. Opponents of PLAs have claimed that implementation of a PLA adds to the cost of The Project by driving away bidders or limiting competition by precluding open-shop contractors. The proposed agreement clearly allows for an open bidding environment for both union and open shop contractors. Further, experience on a number of projects indicates that PLAs do not have such a limiting effect. In fact, the courts have rejected such claims as a legal matter. Nonetheless, such debate still occurs.

6.5 Enhanced Minority Recruiting & Training Programs A PLA can assist in advancing minority/women recruitment and training goals for the project by combining formal and comprehensive pre-apprentice programs designed to deliver first year apprentices prepared to make a construction trade a career, with apprentice demands for the project. Similar to the successful implementation of these initiatives on the Midtown Redevelopment Project, The RGRTA Transit Center Project, and the Rochester Schools Modernization Program goals and objectives for minority and women workforce participation are anticipated in this analysis which incorporate this significant feature in the context of DOL approved apprentice programs not otherwise available to non-union contractors who do not have approved programs.



Section 7 Conclusions and Recommendations

Based upon the size and scope of The Project, the proposed schedule and the anticipated mix of craft labor we conclude that there is economic benefit from the application of a PLA and that the proposed PLA addresses the City of Rochester’s interests in obtaining the best work at the lowest price.

Non-economic benefits would also be available through the application of a PLA and include:

1) avoiding the costly delays of potential strikes, slowdowns, walkouts, picketing and other disruptions arising from work disputes and promoting labor harmony and peace for the duration of The Project;

2) standardizing the terms and conditions governing the employment of labor on The Project;

3) permitting wide flexibility in work scheduling and shift hours and times thereby increasing productivity;

4) providing comprehensive and standardized mechanisms for the settlement of work disputes, including those relating to jurisdiction; and

5) ensuring a reliable source of skilled and experienced labor;

6) enhanced minority and women workforce recruitment, training, and participation program;

7) reducing direct labor costs; and

8) avoiding favoritism, fraud and/or corruption by ensuring availability of the benefits of the PLA to all successful bidders regardless of union/non-union status or the status of their employees.

The proposed PLA would promote a number of the City of Rochester’s interests and is consistent with the objectives of measurably protecting the public fiscally and avoiding favoritism, fraud and/or corruption.

Application of the proposed PLA is, therefore, recommended for the City of Rochester Inner Loop East Transformation Project.


Tables

Table 1

Table 1City of Rochester

Inner Loop East ProjectPLA Benefit Analysis

Labor Unions Representing the Construction IndustryIn Monroe County

Name Local No.

Boilermakers 7

Bricklayers (Building and H&H) 3

Carpenters (Building and H&H) 276

Cement Masons 111

Electricians 86

Electricians 1249

Elevator Workers 27

Glazers 677

Heat & Frost Insulators 26

Iron Workers 33

Laborers (Building and H&H) 435

Millwrights 1163

Operating Eng. (Building and H&H) 158

Operating Engineer Technician 158

Painters 4

Plasterers 9

Plumbers/Steamfitters 13

Roofers 22

Sheet Metal Workers 46

Sprinkler Fitters 669

Teamsters (Building and H&H) 118


Table 2

Table 2City of Rochester

Inner Loop East ProjectPreliminary Work Area Labor Hours

Craft Inner LoopLabor $ per Craft From

Estimate

Labor $ per Craft

Journeyman Rate $/hr (incl. OH+P,

Benefits)

Journeyman Rate $/hr (incl. Benefits)

Estimated Total Hours per Craft

Boilermakers $0 $0 $0 $80.64 $53.94 -

Bricklayers (Bldg.) $0 $0 $0 $68.61 $45.89 -

Bricklayers (H&H) $236,343 $236,343 $158,089 $70.49 $47.15 3,353

Carpenters (Bldg.) $0 $0 $0 $66.92 $44.76 -

Carpenters (H&H) $27,437 $27,437 $18,353 $70.47 $47.14 389

Electricians $0 $0 $0 $91.55 $61.24 -

Glaziers $0 $0 $0 $61.00 $40.80 -

Heat & Frost Insulators $0 $0 $0 $66.33 $44.37 -

Iron Workers $69,736 $69,736 $46,646 $73.34 $49.06 951

Laborers (Bldg.) $0 $0 $0 $57.89 $38.72 -

Laborers (H&H) $4,445,596 $4,445,596 $2,973,643 $64.23 $42.96 69,219

Operating Eng. (Bldg.) $0 $0 $0 $75.41 $50.44 -

Operating Eng. (H&H) $2,236,509 $2,236,509 $1,495,992 $85.62 $57.27 26,122

Operating Eng. (Tech) $386,863 $386,863 $258,771 $79.85 $53.41 4,845

Painters $0 $0 $0 $59.29 $39.66 -

Plumbers & Steamfitters $0 $0 $0 $78.70 $49.94 -

Roofers $0 $0 $0 $62.60 $52.64 -

Sheet Metal Workers $0 $0 $0 $78.98 $41.87 -

Sprinkler Fitters $0 $0 $0 $76.07 $52.83 -

Teamsters (H&H) $0 $0 $0 $53.45 $35.75 -

Teamsters (Bldg.) $0 $0 $0 $53.45 $35.75 -

Totals $7,402,484 $7,402,484 $4,951,494 104,879


Table 3

Table 3Inner Loop East ProjectPLA Benefit Analysis

Summary of Key Agreement Provisions

Bricklayers - H&H Carpenters - H&H Ironworkers Laborers - H&H Operating Engineers - H&H Operating Engineers - Tech

Local 3 Local 276 Local 33 Local 435 Local 158 Local 158

Expiration Date 5/30/2017 4/30/2015 4/30/2015 6/30/2018 3/31/2015 3/31/2016

Contract Duration 5 years 3 years 3 years 5 years 3 years 5 years

Working HoursA. Regular Work Hours 40 Mon-Fri 40 Mon-Fri 40 Mon-Fri 40 Mon-Fri 40 Mon-Fri 40 Mon-Fri

4-10's w/approval 4-10's w/approval 4-10's w/approval 4-10's w/approval

B. Regular Work Day 8 hours with a start 8 hours 8 hours between 8 hours 8 hours 8 hours

between 6:00 AM and 8:00 AM 7am Start Time, unless working 6:00AM - 4:30PM Start time between 5 to 8AM Start Time 5 to 8AM Start Time

Saturday Make up Day over 8 hrs, then 6am 6AM and 8AM

C. Report In Pay / 2 hour paid if employee 2 hours if employee $30 per hour for first 2 hours. 2 hours show up pay if 40 hour guarantee if called to a 40 hour guarantee if called to a

Guaranteed Minimum shows up and no work is shows up and no work is If work starts regular wage employee shows up and no job and is sent home in less job and is sent home in less

provided due to weather or provided due to replaces. work is provided than 40 hrs. than 40 hrs.

other means not controlled by weather or other means not 2 hour show up guarantee 2 hour show up guarantee

the Employer. controllable by the Employer. No pay if due to weather

D. Shift Work 2nd Shift: 7.5 for 8 hrs pay 2nd Shift: 7.5 for 8 hrs pay 2nd Shift: 7.5 hrs for 8 hrs pay 2nd Shift: 7.5 hrs for 8 hrs pay 2nd Shift: 7.5 for 8 hrs pay 2nd Shift: 7.5 for 8 hrs pay

3rd Shift: 7 for 8 hrs pay 3rd Shift: 7 for 8 hrs pay 3rd Shift: 7hrs for 8 hrs pay 3rd Shift: 7hrs for 8 hrs pay 3rd Shift: 7 for 8 hrs pay 3rd Shift: 7 for 8 hrs pay

-or-2nd Shift: 10% X Base (8hrs)

3rd Shift: 15% X Base (8hrs)

E. Overtime 1.5 X Base Mon - Sat 1 1/2 X Base Mon - Sat 1.5 X Base Mon - Sat 1.5 X Base Mon - Sat 1 1/2 X Base Mon - Sat 1 1/2 X Base Mon - Sat

2 X Base Sun & Holiday 2 X Base Sun & Holiday 2 X Base Sun & Holiday 2 X Base Sun & Holiday 2 X Base Sun & Holiday 2 X Base Sun & Holiday

F. Holidays New Year's New Year's New Year's New Year's New Year's New Year's

Christmas Christmas Christmas Christmas Christmas Christmas

Memorial Day Memorial Day Memorial Day Memorial Day Memorial Day Memorial Day

Independence Day Thanksgiving Independence Day Independence Day Independence Day Independence Day

Labor Day Labor Day Labor Day Labor Day Labor Day

Thanksgiving PAID HOLIDAYS: Thanksgiving Thanksgiving Thanksgiving Thanksgiving

Independence Day ALL PAID HOLIDAYS

Labor Day

G. Apprentice Ratios 5 Journeymen to Not Addressed 4 Journeymen to 3 Journeymen to Ratio is determined at pre- Ratio is determined at pre-

1 Apprentice 1 Apprentice 1 Apprentice job meeting job meeting

H. Travel Reimbursement Not Addressed $0.15 per mile Not Addressed Not Addressed Reimbursement with receipt Reimbursement with receipt

AGREEMENT PROVISIONS

1 of 1 Seeler Engineering, P.C.

Appendices

Appendix A

THE WHITE HOUSE Office of the Press Secretary For Immediate Release February 6, 2009

EXECUTIVE ORDER

- - - - - - -

USE OF PROJECT LABOR AGREEMENTS FOR FEDERAL CONSTRUCTION PROJECTS

By the authority vested in me as President by the Constitution and the laws of the United States of America, including the Federal Property and Administrative Services Act, 40 U.S.C. 101 et seq., and in order to promote the efficient administration and completion of Federal construction projects, it is hereby ordered that:

Section 1. Policy. (a) Large-scale construction projects pose special challenges to efficient and timely procurement by the Federal Government. Construction employers typically do not have a permanent workforce, which makes it difficult for them to predict labor costs when bidding on contracts and to ensure a steady supply of labor on contracts being performed. Challenges also arise due to the fact that construction projects typically involve multiple employers at a single location. A labor dispute involving one employer can delay the entire project. A lack of coordination among various employers, or uncertainty about the terms and conditions of employment of various groups of workers, can create frictions and disputes in the absence of an agreed-upon resolution mechanism. These problems threaten the efficient and timely completion of construction projects undertaken by Federal contractors. On larger projects, which are generally more complex and of longer duration, these problems tend to be more pronounced.

(b) The use of a project labor agreement may prevent these problems from developing by providing structure and stability to large-scale construction projects, thereby promoting the efficient and expeditious completion of Federal construction contracts. Accordingly, it is the policy of the Federal Government to encourage executive agencies to consider requiring the use of project labor agreements in connection with large-scale construction projects in order to promote economy and efficiency in Federal procurement.

Sec. 2. Definitions.

(a) The term "labor organization" as used in this order means a labor organization as defined in 29 U.S.C. 152(5).

(b) The term "construction" as used in this order means construction, rehabilitation, alteration, conversion, extension, repair, or improvement of buildings, highways, or other real property.

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(c) The term "large-scale construction project" as used in this order means a construction project where the total cost to the Federal Government is $25 million or more.

(d) The term "executive agency" as used in this order has the same meaning as in 5 U.S.C. 105, but excludes the Government Accountability Office.

(e) The term "project labor agreement" as used in this order means a pre-hire collective bargaining agreement with one or more labor organizations that establishes the terms and conditions of employment for a specific construction project and is an agreement described in 29 U.S.C. 158(f).

Sec. 3. (a) In awarding any contract in connection with a large-scale construction project, or obligating funds pursuant to such a contract, executive agencies may, on a project-by-project basis, require the use of a project labor agreement by a contractor where use of such an agreement will (i) advance the Federal Government's interest in achieving economy and efficiency in Federal procurement, producing labor-management stability, and ensuring compliance with laws and regulations governing safety and health, equal employment opportunity, labor and employment standards, and other matters, and (ii) be consistent with law.

(b) If an executive agency determines under subsection (a) that the use of a project labor agreement will satisfy the criteria in clauses (i) and (ii) of that subsection, the agency may, if appropriate, require that every contractor or subcontractor on the project agree, for that project, to negotiate or become a party to a project labor agreement with one or more appropriate labor organizations.

Sec. 4. Any project labor agreement reached pursuant to this order shall:

(a) bind all contractors and subcontractors on the construction project through the inclusion of appropriate specifications in all relevant solicitation provisions and contract documents;

(b) allow all contractors and subcontractors to compete for contracts and subcontracts without regard to whether they are otherwise parties to collective bargaining agreements;

(c) contain guarantees against strikes, lockouts, and similar job disruptions;

(d) set forth effective, prompt, and mutually binding procedures for resolving labor disputes arising during the project labor agreement;

(e) provide other mechanisms for labor-management cooperation on matters of mutual interest and concern, including productivity, quality of work, safety, and health; and

(f) fully conform to all statutes, regulations, and Executive Orders.

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Sec. 5. This order does not require an executive agency to use a project labor agreement on any construction project, nor does it preclude the use of a project labor agreement in circumstances not covered by this order, including leasehold arrangements and projects receiving Federal financial assistance. This order also does not require contractors or subcontractors to enter into a project labor agreement with any particular labor organization.

Sec. 6. Within 120 days of the date of this order, the Federal Acquisition Regulatory Council (FAR Council), to the extent permitted by law, shall take whatever action is required to amend the Federal Acquisition Regulation to implement the provisions of this order.

Sec. 7. The Director of OMB, in consultation with the Secretary of Labor and with other officials as appropriate, shall provide the President within 180 days of this order, recommendations about whether broader use of project labor agreements, with respect to both construction projects undertaken under Federal contracts and construction projects receiving Federal financial assistance, would help to promote the economical, efficient, and timely completion of such projects.

Sec. 8. Revocation of Prior Orders, Rules, and Regulations. Executive Order 13202 of February 17, 2001, and Executive Order 13208 of April 6, 2001, are revoked. The heads of executive agencies shall, to the extent permitted by law, revoke expeditiously any orders, rules, or regulations implementing Executive Orders 13202 and 13208.

Sec. 9. Severability. If any provision of this order, or the application of such provision to any person or circumstance, is held to be invalid, the remainder of this order and the application of the provisions of such to any person or circumstance shall not be affected thereby.

Sec. 10. General. (a) Nothing in this order shall be construed to impair or otherwise affect:

(i) authority granted by law to an executive department, agency, or the head thereof; or

(ii) functions of the Director of the Office

of Management and Budget relating to budgetary, administrative, or legislative proposals.

(b) This order shall be implemented consistent

with applicable law and subject to the availability of appropriations.

(c) This order is not intended to, and does not, create any right or benefit, substantive or procedural, enforceable at law or in equity by any party against the United States, its departments, agencies, or entities, its officers, employees, or agents, or any other person.

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Sec. 11. Effective Date. This order shall be effective immediately and shall apply to all solicitations for contracts issued on or after the effective date of the action taken by the FAR Council under section 6 of this order.

BARACK OBAMA THE WHITE HOUSE, February 6, 2009.

# # #

Appendix B

Appendix C

ID Task Name Duration Finish

1 ROCHESTER INNER LOOP PROJECT 748 days Fri 4/13/18

2

3

4 BRICKLAYERS (H&H) 0 days Wed 5/31/17

5 CARPENTERS (H&H) 0 days Thu 4/30/15

6 IRON WORKERS 0 days Thu 4/30/15

7 LABORERS (H&H) 0 days Tue 6/30/15

8 LABORERS (H&H) 0 days Fri 6/30/17

9 OPERATING ENGINEERS (H&H) 0 days Tue 3/31/15

10 OPERATING ENGINEERS (H&H) 0 days Sat 3/31/18

11 OPERATING ENGINEER (TECH) 0 days Thu 3/31/16

5/31

4/30

4/30

6/30

6/30

3/31

3/

3/31

S O N D J F M A M J J A S O N D J F M A M J J A S O N D J F M A M J J A S O N D J F M A M2015 2016 2017 2018

Task

Split

Progress

Milestone

Summary

Project Summary

External Tasks

External Milestone

Deadline

City of RochesterInner Loop East Transformation Project

Construction Schedule

Project: Rochester Inner Loop East ProDate: Thu 2/13/14

Appendix D

of 5

PROJECT: Inner Loop East Reconstruction Project JANUARY 2013Alternative 1- Construction CostsPIN 4940.T7

ITEM # DESCRIPTION QUANTITY PAY UNIT UNIT PRICE AMOUNT

203.02 UNCLASSIFIED EXCAVATION AND DISPOSAL 40000 CY $18.00 $720,000.00

203.03 EMBANKMENT IN PLACE 120000 CY $20.00 $2,400,000.00

203.07 SELECT GRANULAR BACKFILL 3150 CY $45.00 $141,750.00

204.01 CONTROLLED LOW STRENGTH MATERIAL (CLSM) 615 CY $125.00 $76,875.00

206.02 TRENCH AND CULVERT EXCAVATION 2100 CY $20.00 $42,000.00

206.03 CONDUIT EXCAVATION AND BACKFILL INCL. RESTORATION 17995 LF $10.00 $179,950.00

206.04 TRENCH AND CULVERT EXCAVATION - O.G. 5125 CY $20.00 $102,500.00

206.XX TRENCH AND CULVERT ROCK EXCAVATION 2130 CY $200.00 $426,000.00

207.21 GEOTEXTILE SEPARATION 42320 SY $2.00 $84,640.00

304.12 SUBBASE COURSE, TYPE 2 17938 CY $40.00 $717,520.00

402.098202 9.5 F2 TOP COURSE HMA, 80 SERIES COMPACTION 4181 TON $110.00 $459,910.00

402.098212 PLANT PRODUCTION QUALITY ADJUSTMENT TO 402.098202 209 QU $70.00 $14,633.50

402.198902 19 F9 BINDER COURSE HMA, 80 SERIES COMPACTION 4950 TON $105.00 $519,750.00


402.378902 37.5 F9 BASE COURSE HMA, 80 SERIES COMPACTION 14850 TON $100.00 $1,485,000.00


407.0102 DILUTED TACK COAT 8540 GAL $7.00 $59,780.00

490.30 MISC. COLD MILLING 3200 SY $10.00 $32,000.00

520.50140008 SAW CUTTING, ASPHALT PAVEMENT, ASPHALT SURFACE COURSE, CONCRETE PAVEMENT OR ASPHALT OVERLAY ON CONCRETE PAVEMENT

900 LF $6.00 $5,400.00

500.XX STRUCTURE REMOVAL - EAST AVENUE BRIDGE 1 LS $326,000.00 $326,000.00

500.XX STRUCTURE REMOVAL - BROAD STREET BRIDGE 1 LS $423,000.00 $423,000.00

500.XX STRUCTURE REMOVAL - MONROE AVENUE BRIDGE 1 LS $297,000.00 $297,000.00

580.01 REMOVAL OF STRUCTURAL CONCRETE 1650 CY $800.00 $1,320,000.00

587.02 BRIDGE RAILING REMOVAL AND STORAGE 8800 LF $40.00 $352,000.00

603.6211 REINFORCED CONCRETE PIPE CLASS V, 48 INCH DIAMETER 1200 LF $450.00 $540,000.00

603.6212 REINFORCED CONCRETE PIPE CLASS V, 54 INCH DIAMETER 537 LF $500.00 $268,500.00

603.98100804 POLYVINYL CHLORIDE (PVC) SEWER PIPE & FITTINGS 8" DIAMETER

3500 LF $40.00 $140,000.00


170 LF $80.00 $13,600.00


560 LF $100.00 $56,000.00

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206 LF $200.00 $41,200.00

604.40720006 PRECAST SANITARY SEWER MANHOME (72 INCH DIAM.) 50 LF $1,000.00 $50,000.00

604.070402 ALTERING DRAINAGE STRUCTURES, LEACHING BASINS AND MANHOLES

60 EA $700.00 $42,000.00

604.500401 SPECIAL DRAINAGE STRUCTURE 700 LF $250.00 $175,000.00

604.500402 SPECIAL DRAINAGE STRUCTURE (JUNCTION CHAMBER) 115 LF $1,200.00 $138,000.00

605.0901 UNDERDRAIN FILTER TYPE 1 2100 CY $35.00 $73,500.00

605.1502 PERFORATED CORRUGATED POLYETHYLENE UNDERDRAIN TUBING, 6 INCH DIAMETER

25000 LF $7.50 $187,500.00

606.73 REMOVING AND DISPOING OF BOX BEAM GUIDERAIL 8800 LF $3.50 $30,800.00

608.0101 CONCRETE SIDEWALKS AND DRIVEWAYS 2030 CY $380.00 $771,400.00

608.XXXXX COLORED AND IMPRINTED ASPHALT (CYCLE TRACK) 820 TON $180.00 $147,600.00

608.020102 HOT MIX ASPHALT (HMA) SIDEWALKS, DRIVEWAYS AND BICYCLE PATHS, AND VEGETATION CONTROL STRIPS

200 TON $150.00 $30,000.00

608.21 EMBEDDED DETECTABLE WARNING UNITS 110 SY $300.00 $33,000.00

609.0251 GRANITE CURB (AS DETAILED) - TYPE I 24220 LF $30.00 $726,600.00

610.1101 MULCH FOR PLANTING TYPE A, B & D - WOOD CHIPS AND SHREDDED BARK

225 CY $50.00 $11,250.00

610.1403 TOPSOIL - LAWNS 5876 CY $45.00 $264,420.00

610.1602 TURF ESTABLISHMENT - LAWNS 52900 SY $1.50 $79,350.00

611.0151 PLANTING - MINOR DECIDUOUS TREES - 2 INCH CALIPER BALL & BURLAP, FIELD POTTED OR FIELD BOXE

360 EA $350.00 $126,000.00

615.XXXXXX MISC. LANDSCAPING APPURTENANCES 1 LS $200,000.00 $200,000.00

644.XXXXXX OVERHEAD SIGN STRUCTURE (INCLUDES PANELS) 1 EA $200,000.00 $200,000.00

645.5102 GROUND-MOUNTED SIGN PANELS LESS THAN OR EQUAL TO 30 SF WITH Z-BARS

1000 SF $25.00 $25,000.00

645.81 TYPE A SIGN POSTS 100 EA $100.00 $10,000.00

645.85 POLE MOUNTED SIGN SUPPORT SYSTEM (BAND MOUNTED) 150 EA $100.00 $15,000.00

647.61 REMOVAL OF SIGNS - SIZE A (0 - 10 SQUARE FEET)REM AND DISPOSE GROUND MOUNTED TYPE A SIGN SUPPORT(S), FDNS AND ANY ATTACHED SIGNS - SIZE I (UNDER 30 SQUARE FEET)

300 EA $25.00 $7,500.00

655.1103 WELDED FRAME AND RETICULINE GRATE 3 140 EA $550.00 $77,000.00

655.1202 MANHOLE FRAME AND COVER 60 EA $750.00 $45,000.00

663.0112 DUCTILE IRON CEMENT LINED WATER PIPE, 12" 575 LF $160.00 $92,000.00

663.0124 DUCTILE IRON CEMENT LINED WATER PIPE, 24" 300 LF $320.00 $96,000.00

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663.0408 PLASTIC WATER PIPE, 8" 2640 LF $140.00 $369,600.00

663.0412 PLASTIC WATER PIPE, 12" 750 LF $160.00 $120,000.00

663.1008 RESILIENT WEDGE VALVE & VALVE BOX, 8" 12 EA $1,500.00 $18,000.00

663.1012 RESILIENT WEDGE VALVE & VALVE BOX, 12" 2 EA $2,000.00 $4,000.00

663.1124 BUTTERFLY VALVE & VALVE BOX, 24" 1 EA $20,000.00 $20,000.00

663.1136 BUTTERFLY VALVE & VALVE BOX, 36" 2 EA $30,000.00 $60,000.00

663.13XX HYDRANT 10 EA $3,000.00 $30,000.00

663.33 ADJUST EXISTING VALVE BOX ELEVATION 100 EA $250.00 $25,000.00

670.0104 FOUNDATION FOR LIGHT STANDARDS, 4 FEET LONG 100 EA $1,000.00 $100,000.00

670.2602 RIGID PLASTIC CONDUIT, 2" 3000 LF $3.00 $9,000.00

670.xx NEW LIGHTPOLE AND LUMINAIRE 100 EA $2,000.00 $200,000.00

670.300101MO INSTALL LIGHTING PULLBOX FRAME AND COVER (CITY OF ROCHESTER) - 2' X 2' SQUARE

100 EA $125.00 $12,500.00

670.7005 SINGLE CONDUCTOR CABLE, NUMBER 8 GAUGE 25000 LF $3.00 $75,000.00

670.7501 GROUND WIRE NO. 6 AWG 12000 LF $2.50 $30,000.00

670.81 REMOVE AND DISPOSE OF LAMPPOST ASSEMBLY 295 EA $175.00 $51,625.00

670.82 REMOVE LAMPPOST FOUNDATION 295 EA $185.00 $54,575.00

680.10020001 POWDER COATING TRAFFIC SIGNAL POLE - MAST ARM 17 EA $1,750.00 $29,750.00

680.5001 POLE EXCAVATION AND CONCRETE FOUNDATION 86 CY $900.00 $77,400.00

680.5002 CONCRETE BASE FOR CONTROLLER CABINET 5 EA $1,600.00 $8,000.00

680.510301 PULLBOX-CIRCULAR, 24 INCH DIAMETER, REINFORCED CONCRETE

28 EA $1,100.00 $30,800.00

680.510401 PULLBOX-CIRCULAR, 30 INCH DIAMETER, REINFORCED CONCRETE

28 EA $1,250.00 $35,000.00

680.520106 CONDUIT, METAL STEEL, ZINC COATED, 2" 870 LF $10.50 $9,135.00

680.520108 CONDUIT, METAL STEEL, ZINC COATED, 3" 8290 LF $15.00 $124,350.00

680.520110 CONDUIT, METAL STEEL, ZINC COATED, 4" 20 LF $25.00 $500.00

680.521603MO CONDUIT, PVC SCHEDULE 80, 1" DIAMETER 670 LF $6.50 $4,355.00

680.521610MO CONDUIT, PVC SCHEDULE 80, 4" DIAMETER 20480 LF $8.50 $174,080.00

680.54 INDUCTANCE LOOP INSTALLATION 6840 LF $9.75 $66,690.00

680.71 SHIELDED LEAD-IN CABLE 12450 LF $1.75 $21,787.50

680.72 INDUCTANCE LOOP WIRE 16580 LF $0.65 $10,777.00

680.730208 SIGNAL CABLE, 2 CONDUCTORS, 08 AWG 400 LF $4.75 $1,900.00

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680.730714 SIGNAL CABLE 7 CONDUCTORS, 14 AWG 5330 LF $4.50 $23,985.00

680.730914 SIGNAL CABLE 9 CONDUCTORS, 14 AWG 3140 LF $5.25 $16,485.00

680.79000001 REMOVE TRAFFIC SIGNAL EQIPMENT 4 LS $10,000.00 $40,000.00

680.802708MO INSTALL ACTUATED 8 PHASE GROUND MOUNTED TRAFFIC SIGNAL CABINET AND EQUIP. (FURNISHED BY COUNTY)

4 EA $2,000.00 $8,000.00

680.809908MO ACTUATED 8 PHASE GROUND MOUNTED TRAFFIC SIGNAL CABINET AND EQUIP. (PURCHASED FROM COUNTY)

4 EA $5,000.00 $20,000.00

680.810121MO TRAFFIC SIGNAL MODULE - 12" DIA., RED BALL, LED 34 EA $90.00 $3,060.00

680.810123MO TRAFFIC SIGNAL MODULE - 12" DIA., YELLOW BALL, LED 34 EA $115.00 $3,910.00

680.810125MO TRAFFIC SIGNAL MODULE - 12" DIA., GREEN BALL, LED 34 EA $125.00 $4,250.00

680.810128MO TRAFFIC SIGNAL MODULE - 12" DIA., BIMODAL YELLOW/GREEN ARROW, LED

8 EA $175.00 $1,400.00

680.810308 INSTALL BALL/ ARROW LED TRAFFIC SIGNAL MODULE 110 EA $60.00 $6,600.00

680.810601 TRAFFIC SIGNAL SECTION - POLYCARBONATE, TYPE I, 12 INCH 110 EA $225.00 $24,750.00

680.8111 TRAFFIC SIGNAL BRACKET ASSEMBLY - 1 WAY 34 EA $275.00 $9,350.00

680.81310009 ACCESSIBLE PEDESTRIAN PUSH BUTTON STATION 34 EA $500.00 $17,000.00

680.813104 INSTALL LED PEDESTRIAN SIGNAL MODULE 40 EA $60.00 $2,400.00

680.813109 PEDESTRIAN SIGNAL SECTION - POLYCARBONATE, TYPE I - FOR 16 INCH BY 18 INCH LED MODULE

40 EA $375.00 $15,000.00

680.8141 PEDESTRIAN SIGNAL BRACKET MOUNT ASSEMBLY 23 EA $200.00 $4,600.00

680.820030MO TRAFFIC SIGNAL POLE MAST ARM COMBINATION ANCHOR BASE (30')

16 EA $4,250.00 $68,000.00

680.8205 OVERHEAD SIGN ASSEMBLY, TYPE E 29 EA $600.00 $17,400.00

680.821618MO 16"X18" PED. SIGNAL - PERSON (FULL) HAND (FULL) 2 DIGIT COUNTDOWN TIMER MODULE - TYPE A UNITS

34 EA $350.00 $11,900.00

680.8225 PEDESTRIAN PUSHBUTTON AND SIGN - WITHOUT POST 6 EA $225.00 $1,350.00

680.854000MO TRAFFIC SIGNAL MAST ARM, 40 FEET ARM LENGTH 18 EA $3,000.00 $54,000.00

680.995101MO FIBER-OPTIC CABLE (PURCHASED FROM COUNTY) 5120 LF $3.50 $17,920.00

680.996101MO INSTALL FIBER-OPTIC CABLE (FURNISHED) 5120 LF $5.00 $25,600.00

683.XXXXXX CCTV CAMERA 2 EA $5,000.00 $10,000.00

683.XXXXXX CCTV EQUIPMENT AT INTERSECTION 2 EA $3,000.00 $6,000.00

685.11 WHITE EPOXY REFLECTORIZED PAVEMENT STRIPES - 20 MILS 24000 LF $0.75 $18,000.00

685.12 YELLOW EPOXY REFLECTORIZED PAVEMENT STRIPES - 20 MILS 19000 LF $0.75 $14,250.00

688.01 WHITE PREFORMED REFLECTORIZED PAVEMENT STRIPES 4200 LF $2.00 $8,400.00

of 5



SUBTOTAL (2015 Dollars) $17,195,663.00

MPT (6%), Survey Operations(4%), Mobilization (4%) LS $2,407,393.80

Contingency $2,462,682.70

TOTAL CONSTRUCTION COST (2014) $22,065,739.50

Appendix E

City of RochesterInner Loop East Project

PLA Benefit Analysis

Item # Cost Savings Amount Saved

1 Flexible Shift Start Times 14,733$

2 4 - 10 Hour Days 73,648$

3 Industry Funds 220$

4 Apprentice Ratio 2,021$

5 Non Union Apprentices 42,318$

6 Guaranteed Pay 586$

7 Mileage and Parking -$

8 No Holiday Pay 4,977$

9 Offsite Fabrication 164$

10 Second Shift Option 28,833$

11 Management Rights 55,167$ 12 Enhanced Minority Workforce Program (15,732)$

Total Savings Using 4- 10's 178,102$

Total Savings Using 2 Shift 133,287$

Cost Savings Summary



PLA Benefit AnalysisFlexible Shift Start Times

Electrician 0 1 4 6 $ 61.24 -$ Bricklayers (H&H) 1 1 4 6 $ 47.15 1,131.60$ Carpenters (H&H) 1 1 4 6 $ 47.14 1,131.36$ Operators (H&H) 6 1 4 6 $ 57.27 8,246.88$ Iron Workers 1 1 4 6 $ 49.06 1,177.44$ Laborers (H&H) 16 1 4 6 $ 42.96 16,496.64$ Operators (Tech) 1 1 4 6 $ 53.41 1,281.84$

Total Savings 29,465.76$ Total 26 0.50$

Total Savings 14,732.88$

% union/non union:

Productivity gain of 1 hour per person per crew per week for coordinatioin of trades for 2 months (outside 4-10 hr days period) per year for 3 years (2015, 2016, 2017) for the following crafts. 6 Months total.

Rate SavingsCraftWorkers per

WeekHours per

WeekWeeks per

Month Months



PLA Benefit Analysis4-10 Hour Days

Project Length = 27 months

1 4 15 $ 47.21

Total Savings 73,648$

26

4 - 10 Hr. Days - All Contractors Work 4 - 10's

Utilized during summer months of construction (May, June, July, August, September) 5 months in 2015, 2016, 2017. Increased productivity resulting from 1 less set up/clean up cycle per week per employee. Savings available regardless of union/non-union affiliation.

Workers per Week

Hours per Week

Weeks per Month Months Average

Rate



PLA Benefit AnalysisIndustry Fund

Industry Fund - Eliminate ContributionMaximum Fund Contribution = $1.63/hr.Minimum Fund Contribution = $0.00/hr.

Maximum savings = $0,00050% ADJ union/non-union= $0,000

CraftOriginal Estimated

Total Hours

Industry Fund Contribution per

Hour $

Total Estimated Cost $

Boilermakers 0 0 $0Bricklayers - Building 0 1.06 $0Bricklayers - H&H 3,353 0.10 $335Carpenters - Building 0 0 $0Carpenters - H&H 389 0.10 $39Electrical Workers 0 0 $0Glaziers 0 0 $0Heat & Frost Insulators 0 0 $0Iron Workers 951 0.07 $67Laborers - Building 0 0 $0Laborers - H&H 69,219 0 $0Operating Engineers - Building 0 0.10 $0Operating Engineers - H&H 26,122 0 $0Operating Engineers - Tech 4,845 0 $0Painters 0 0 $0Piledrivers 0 0.02 $0Plumbers & Steamfitters 0 1.63 $0Roofers 0 0 $0Sheet Metal Workers 0 0 $0Sprinkler Fitters 0 0 $0Teamsters - Building 0 0 $0Teamsters - H&H 0 0 $0

Totals 104,879 3.08 $441

50%

$220.39

TOTAL INDUSTRY FUND CONTRIBUTION BY CRAFT

% union/non union:



PLA Benefit AnalysisLabor Cost Using Apprentice Rations of 3:1 or Better

CraftJourneyman

Rate $/hr(incl. Benefits)

ApprenticeRate $/hr

(incl. Benefits)

AverageRate $/hrper Crew

Estimated TotalHours per Craft

Craft % ofTotal Hours

Labor $per Craft

Boilermakers 53.94$ 46.53$ 5 1 $52.71 0 0.0% $0Bricklayers (H&H) 47.15$ 35.41$ 5 1 $45.19 3,353 3.2% $151,533Bricklayers (Bldg.) 45.89$ 27.53$ 3 1 $41.30 0 0.0% $0Carpenters (H&H) 47.14$ 25.91$ 3 1 $41.83 389 0.4% $16,286Carpenters (Bldg.) 44.76$ 24.63$ 2 1 $38.05 0 0.0% $0Electricians (Local 1249) 61.24$ 51.44$ 3 1 $58.79 0 0.0% $0Glazers 40.80$ 30.95$ 3 1 $38.34 0 0.0% $0Heat and Frost Insulators 44.37$ 34.89$ 3 1 $42.00 0 0.0% $0Iron Workers 49.06$ 33.02$ 4 1 $45.85 951 0.9% $43,596Laborers (H&H) 42.96$ 27.00$ 3 1 $38.97 69,219 66.0% $2,697,460Laborers (Bldg.) 38.72$ 27.10$ 3 1 $35.82 0 0.0% $0Operating Eng. (H&H) 57.27$ 50.56$ 3 2 $54.59 26,122 24.9% $1,425,882Operating Eng. (Bldg.) 50.44$ 39.13$ 3 1 $47.61 0 0.0% $0Operating Eng. (Tech.) 53.41$ 15.93$ 1 1 $34.67 4,845 4.6% $167,976Painters 39.66$ 18.64$ 3 1 $34.41 0 0.0% $0Pile Drivers 49.94$ 26.94$ 4 1 $45.34 0 0.0% $0Plumbers/Steamfitters 52.64$ 31.23$ 4 1 $48.36 0 0.0% $0Roofers 41.87$ 30.55$ 3 1 $39.04 0 0.0% $0Sheet Metal Workers 52.83$ 32.84$ 3 1 $47.83 0 0.0% $0Sprinkler Fitters 50.88$ 39.74$ 1 1 $45.31 0 0.0% $0Teamsters (Bldg.) 35.75$ 35.75$ 3 1 $35.75 0 0.0% $0Teamsters (H&H) 35.75$ 35.75$ 3 1 $35.75 0 0.0% $0

Totals 104,879 100.00% $4,502,733

LABOR COST USING APPRENTICE RATIOS PER AGREEMENTS

Journeyman: Apprentice Ratio



PLA Benefit AnalysisLabor Cost Using Apprentice Rations of 3:1 or Better

CraftJourneyman


ApprenticeRate $/hr

(incl. Benefits)


Estimated TotalHours per Craft


Labor $per Craft

Boilermakers 53.94$ 46.53$ 3 1 $52.09 0 0.0% $0Bricklayers (H&H) 47.15$ 35.41$ 3 1 $44.22 3,353 3.2% $148,253Bricklayers (Bldg.) 45.89$ 27.53$ 3 1 $41.30 0 0.0% $0Carpenters (H&H) 47.14$ 25.91$ 3 1 $41.83 389 0.4% $16,286Carpenters (Bldg.) 44.76$ 24.63$ 2 1 $38.05 0 0.0% $0Electricians 61.24$ 51.44$ 3 1 $58.79 0 0.0% $0Glazers 40.80$ 30.95$ 3 1 $38.34 0 0.0% $0Heat and Frost Insulators 44.37$ 34.89$ 3 1 $42.00 0 0.0% $0Iron Workers 49.06$ 33.02$ 3 1 $45.05 951 0.9% $42,834Laborers (H&H) 42.96$ 27.00$ 3 1 $38.97 69,219 66.0% $2,697,460Laborers (Bldg.) 38.72$ 27.10$ 3 1 $35.82 0 0.0% $0Operating Eng. (H&H) 57.27$ 50.56$ 3 2 $54.59 26,122 24.9% $1,425,882Operating Eng. (Bldg.) 50.44$ 39.13$ 3 1 $47.61 0 0.0% $0Operating Eng. (Tech.) 53.41$ 15.93$ 1 1 $34.67 4,845 4.6% $167,976Painters 39.66$ 18.64$ 3 1 $34.41 0 0.0% $0Pile Drivers 49.94$ 26.94$ 3 1 $44.19 0 0.0% $0Plumbers/Steamfitters 52.64$ 31.23$ 3 1 $47.29 0 0.0% $0Roofers 41.87$ 30.55$ 3 1 $39.04 0 0.0% $0Sheet Metal Workers 52.83$ 32.84$ 3 1 $47.83 0 0.0% $0Sprinkler Fitters 50.88$ 39.74$ 1 1 $45.31 0 0.0% $0Teamsters (Bldg.) 35.75$ 35.75$ 3 1 $35.75 0 0.0% $0Teamsters (H&H) 35.75$ 35.75$ 3 1 $35.75 0 0.0% $0

Totals 104,879 100.00% $4,498,690

$4,04350%

$2,021Total Savings

LABOR COST USING APPRENTICE RATIOS OF 3:1 OR BETTER

Journeyman: Apprentice Ratio

SavingsPercent Union/Non-Union




CraftJourneyman


ApprenticeRate $/hr

(incl. Benefits)


Est. TotalHours per

Craft

Non Union Estimated Total Hours per Craft


Labor $per Craft

Boilermakers 53.94$ $46.53 5 0 $53.94 0 0 0.0% $0Bricklayers (Bldg.) 45.89$ $27.53 3 0 $45.89 0 0 0.0% $0Bricklayers (H&H)) 47.15$ $35.41 3 0 $47.15 3,353 1,676 3.2% $79,044Carpenters (Bldg.) 44.76$ $24.63 3 0 $44.76 0 0 0.0% $0Carpenters (H&H)) 47.14$ $25.91 2 0 $47.14 389 195 0.4% $9,176Electricians 61.24$ $51.44 3 0 $61.24 0 0 0.0% $0Glazers 40.80$ $30.95 3 0 $40.80 0 0 0.0% $0Heat and Frost Insulators 44.37$ $34.89 3 0 $44.37 0 0 0.0% $0Iron Workers 49.06$ $33.02 3 0 $49.06 951 475 0.9% $23,323Laborers (Bldg.) 38.72$ $27.10 3 0 $38.72 0 0 0.0% $0Laborers (H&H) 42.96$ $27.00 3 0 $42.96 69,219 34,609 66.0% $1,486,821Operating Eng. (Bldg.) 50.44$ $39.13 3 0 $50.44 0 0 0.0% $0Operating Eng. (H&H) 57.27$ $50.56 3 0 $57.27 26,122 13,061 24.9% $747,996Operating Eng. (Tech.) 53.41$ $15.93 1 0 $53.41 4,845 2,422 4.6% $129,386Painters 39.66$ $18.64 3 0 $39.66 0 0 0.0% $0Pile Drivers 49.94$ $26.94 3 0 $49.94 0 0 0.0% $0Plumbers/Steamfitters 52.64$ $31.23 3 0 $52.64 0 0 0.0% $0Roofers 41.87$ $30.55 3 0 $41.87 0 0 0.0% $0Sheet Metal Workers 52.83$ $32.84 3 0 $52.83 0 0 0.0% $0Sprinkler Fitters 50.88$ $39.74 1 0 $50.88 0 0 0.0% $0Teamsters (Bldg.) 35.75$ $35.75 3 0 $35.75 0 0 0.0% $0Teamsters (H&H) 35.75$ $35.75 3 0 $35.75 0 0 0.0% $0

Totals 104,879 52,439 100.00% $2,475,747

NON UNION LABOR COST USING NO APPRENTICES

Journeyman: Apprentice

Ratio




CraftJourneyman


ApprenticeRate $/hr

(incl. Benefits)


Est. TotalHours per

Craft

Non Union Estimated Total Hours per Craft


Labor $per Craft

Boilermakers 53.94$ $46.53 3 1 $52.09 0 0 0.0% $0Bricklayers (Bldg.) 45.89$ $27.53 3 1 $41.30 0 0 0.0% $0Bricklayers (H&H)) 47.15$ $35.41 3 1 $44.22 3,353 1676 3.2% $74,124Carpenters (Bldg.) 44.76$ $24.63 3 1 $39.73 0 0 0.0% $0Carpenters (H&H)) 47.14$ $25.91 3 2 $38.65 389 195 0.4% $7,523Electricians 61.24$ $51.44 3 1 $58.79 0 0 0.0% $0Glazers 40.80$ $30.95 3 1 $38.34 0 0 0.0% $0Heat and Frost Insulators 44.37$ $34.89 3 1 $42.00 0 0 0.0% $0Iron Workers 49.06$ $33.02 3 1 $45.05 951 475 0.9% $21,417Laborers (Bldg.) 38.72$ $27.10 3 1 $35.82 0 0 0.0% $0Laborers (H&H) 42.96$ $27.00 3 1 $38.97 69,219 34609 66.0% $1,348,730Operating Eng. (Bldg.) 50.44$ $39.13 3 1 $47.61 0 0 0.0% $0Operating Eng. (H&H) 57.27$ $50.56 1 0 $57.27 26,122 13061 24.9% $747,996Operating Eng. (Tech.) 53.41$ $15.93 3 1 $44.04 4,845 2422 4.6% $106,687Painters 39.66$ $18.64 3 1 $34.41 0 0 0.0% $0Pile Drivers 49.94$ $26.94 3 1 $44.19 0 0 0.0% $0Plumbers/Steamfitters 52.64$ $31.23 3 1 $47.29 0 0 0.0% $0Roofers 41.87$ $30.55 3 1 $39.04 0 0 0.0% $0Sheet Metal Workers 52.83$ $32.84 3 1 $47.83 0 0 0.0% $0Sprinkler Fitters 50.88$ $39.74 3 1 $48.10 0 0 0.0% $0Teamsters (Bldg.) 35.75$ $35.75 3 1 $35.75 0 0 0.0% $0Teamsters (H&H) 35.75$ $35.75 3 1 $35.75 0 0 0.0% $0

Totals 104,879 52,439 100.00% $2,306,477$2,475,747

Non Union Labor Using Apprentices $2,306,477Savings $169,270

Utilization Based on Site Activity 25%Total Savings $42,318

For this Project crew sizes large enough to utilize apprentice ratios is estimated to be 25 percent of the total labor hours.

NON UNION LABOR COST USING APPRENTICE RATIONS OF 3:1 OF BETTER

Journeyman: Apprentice

Ratio

Non Union Labor Using No Apprentices



PLA Benefit AnalysisGuaranteed Pay

3 possible events, 1 each during 2015, 2016, 2017

CraftJourneyman Rate

$/hr (incl. Benefits)

Number of Workers on

Site

Guaranteed Pay Time

hrs.

Number of Events

Total Estimated Cost

Revised Guaranteed

Pay Time hrs.

Total Estimated

Cost

Laborers (H&H) 42.96$ 16 2 3 $4,124 1 $2,062Teamsters (H&H) 35.75$ 0 2 3 $0 1 $0Carpenters (H&H) 47.14$ 1 2 3 $283 1 $141Operators (H&H) 57.27$ 6 2 3 $2,062 1 $1,031*Based on average number of workers on site for the length 4,407$ 3,234$ of the project Savings 1,173$

Percent Union/Non-Union 50%Total Savings 3 Events 586$

Guaranteed Pay During 2 Events



PLA Benefit AnalysisParking

CraftOriginal

Estimated Total Days

Parking Comensation

per Day


Boilermakers 0 -$ $0Bricklayers (Bldg.) 0 -$ $0Bricklayers (H&H) 419 -$ $0Carpenters (Bldg.) 0 4.75$ $0Carpenters (H&H) 49 -$ $0Electricians 0 -$ $0Glazers 0 -$ $0Heat & Frost Insulators 0 -$ $0Iron Workers 119 -$ $0Laborers (Bldg.) 0 -$ $0Laborers (H&H) 8,652 -$ $0Operating Eng. (Bldg.) 0 -$ $0Operating Eng. (H&H) 3,265 -$ $0Operating Eng. (Tech) 606 -$ $0Painters 0 -$ $0Pile Drivers 0 -$ $0Plumbers/Steamfitters 0 -$ $0Roofers 0 -$ $0Sheet Metal Workers 0 -$ $0Sprinkler Fitters 0 -$ $0Teamsters (Bldg.) 0 -$ $0Teamsters (H&H) 0 -$ $0

13,110 -$ Percent Union/Non-Union 50%

Total Savings -$

Mileage and Parking Compensation



PLA Benefit AnalysisHoliday Pay

CraftJourneyman Rate


Number of Workers on

Site

Holiday Pay Time hrs.

Number of Events


Carpenters $ 47.14 1 8 6 $ 2,262.72

Operators Tech(H&H) $ 53.41 6 8 3 $ 7,691.04

Holiday Pay $ 9,953.76

Percent Union/Non-Union 50%

Total Savings for No Paid Holidays $ 4,976.88

Holiday Pay

*Based on average number of workers on site for the observed holidays. Refer to table 3 for a complete list of holidays for each union.



PLA Benefit AnalysisOffsite Fabrication

Iron Workers 668 49.06$ 5% 20% 328$ Total 328$

Adjustment factor for Union/Non-union 50%Total Cost Savings 164$

Cost SavingsTrade Total Hours

WorkedHourly Wage

Percentage Worked Offsite

Cost Reduction


City of RochesterInner Loop East ProjectPLA Benefits Analysis

Second Shift

Craft EstimateLabor $ per Craft From

Estimate

Labor $ per Craft

Journeyman Rate $/hr

(incl. OH+P,

Benefits)

Journeyman Rate


Estimated Total Hours

per Craft

Estimated Total Hours

per Craft Applicable for

Two Shift Work

Hours 1st Shift Hours 2nd Shift

Hourly Wage Rate

1st Shift Cost in 2 shift approach

Second Shift Wage Rate $/hr

Labor Cost Second Shift w/Differential

Labor Cost Second Shift No

Differential

Boilermakers $0 $0 $0 $80.64 $53.94 - - $29.64 $0 $0Bricklayers - Building $0 $0 $68.61 $45.89 - - - - $27.12 $0 $0 $0Bricklayers - H&H $236,343 $236,343 $158,089 $70.49 $47.15 3,353 3,353 3,353 - $29.36 $98,441 $32.11 $0 $0Carpenters - Building $0 $0 $0 $66.92 $44.76 - - - - $27.30 $0 $0 $0Carpenters - H&H $27,437 $27,437 $18,353 $70.47 $47.14 389 389 389 - $28.03 $10,913 $30.66 $0 $0Electrical Workers $0 $0 $0 $91.55 $61.24 - - - - $39.19 $0 $0 $0Glaziers $0 $0 $0 $61.00 $40.80 - - - - $23.80 $0 $0 $0Heat & Frost Insulators $0 $0 $0 $66.33 $44.37 - - - - $26.71 $0 $0 $0Iron Workers $69,736 $69,736 $46,646 $73.34 $49.06 951 951 951 - $25.88 $24,607 $28.47 $0 $0Laborers - Building $0 $0 $0 $57.89 $38.72 - - - - $24.00 $0 $0 $0Laborers - H&H $4,445,596 $4,445,596 $2,973,643 $64.23 $42.96 69,219 69,219 46,146 23,073 $27.32 $1,260,706 $28.17 $650,052 $630,353Operating Engineers - Building $0 $0 $0 $75.41 $50.44 - - - - $27.89 $0 $0 $0Operating Engineers - H&H $2,236,509 $2,236,509 $1,495,992 $85.62 $57.27 26,122 26,122 17,414 8,707 $33.57 $584,605 $34.62 $301,437 $292,302Operating Engineers - Tech $386,863 $386,863 $258,771 $79.85 $53.41 4,845 4,845 4,845 - $30.26 $146,610 $31.21 $0 $0Painters $0 $0 $0 $59.29 $39.66 - - - - $22.42 $0 $0 $0Plumbers & Steamfitters $0 $0 $0 $78.70 $52.64 - - - - $33.10 $0 $0 $0Roofers $0 $0 $0 $62.60 $41.87 - - - - $25.50 $0 $0 $0Sheet Metal Workers $0 $0 $0 $78.98 $52.83 - - - - $34.22 $0 $0 $0Sprinkler Fitters $0 $0 $0 $76.07 $50.88 - - - - $31.83 $0 $0 $0Totals $7,402,484 $7,402,484 $4,951,494 104,879 104,879 73,098 31,780 $2,125,881 $951,489 $922,656

$28,833

22,066,705$ 23,611,375$ 22,066,705$ 23,170,041$

441,334$ Assumptions: 470,167$ 1.) Two Shift Approach Applied to Summer Months

3.) 1/3 of labor (Operating Engineers, Laborers only) works 2nd shift (5 - 8 Hour Days)

Difference

Construction Cost 42 Month Schedule (2% Annual Inflation)Construction Cost 30 Month Schedule (2% Annual Inflation)

Cost Savings Schedule ReductionCost Savings Second Shift Option

2.) 2/3 of labor (Operating Engineers, Laborers only) works 1st shift (5 - 8 Hour Days)


PLA Benefit AnalysisManagement Rights

0.5% $ 22,066,750 50% 55,167$

2% for large complex projects1% for smaller, less complex projects1/4 to 1/2% deduction for jurisdictional restrictions on small projects

Management Rights Percentage Total Project Cost

Percent Union/Non-

UnionCost Savings


City of RochesterMarina Redevelopment Project

PLA Benefit AnalysisEnhanced Minority Workforce Program

104,879 $ (0.15) (15,732)$

Total Labor Hours Cost of Program ($/hr.)

Total Cost of Program

To support the Enhanced Minority Workforce Program each contractor will contribute $0.15 per trade for each craft hour worked to the Rochester Careers in Construction, Inc. a non-profit 501(c)(3) corporation.


End of Document

Draft Report Project Labor Agreement Benefits Analysis

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