dbia presentation_utilities and row_02-19-2015-dch
TRANSCRIPT
Potential Best Practices:
R/W Acquisition and Utility Relocation
Robert Lewis, P.E., DBIA, HNTB Corporation
David Hannon, P.E., Cintra
Andrew Hoenig, P.E., DBIA, Georgia Department of Transportation
Steps, Challenges, and Opportunities
• R/W Acquisition
• Utility Coordination/Relocation
Georgia DOT’s Experience
Agenda
R/W AcquisitionRobert Lewis, P.E., DBIA, HNTB Corporation
Bid-Build
• Preliminary/Final Design
• Agency acquires ROW (after environmental approval)
• Acquisition complete prior to letting
Design-Build
• R/W typically acquired concurrently with other activities
• Agency and/or Design-Build Team
• Lump Sum contract
• Constructible segments
Bid-Build vs. Design-Build (ROW Acquisition)
49 CFR Part 24 and the Uniform Relocation Act
23 CFR Part 710.313 (Design-Build Projects)
• Allows R/W acquisition services in the DB contract
• Construction may be phased/agency approval
• DB Team R/W Acquisition Plan
• DB Team project tracking system/quality control system
• Agency developed (FHWA approved) R/W Manual
State Laws
Authority
Establish Goal(s)
Assess Project Risks
Risk Allocation
• R/W Acquisition strategy
Costing Plans/Environmental
Document
RFP (Scope of Services)
Procure/Award
Administer Contract
Design-Build Process
(Steps)
Pre-acquisition Activities
• Property management
• R/W Plans/Revision
• Title and appraisal packages
Acquisition Activities
• Offers/negotiations
• Relocation assistance
• Conduct closings
• Condemnation support services
Note: No offers until environmental clearance
R/W Acquisition
(Scope of Services)
Challenges in
ROW Acquisition
Schedule
Reliable R/W cost estimate
STIP
Third Party Issues
• Agency reviews
• Negotiation/closing timeframe
Environmental considerations
• Advance acquisitions
Experience
Assessing Challenges
(Risk Management)
Schedule
• 12 months to 3 years
• Review timeframes
• Offers/negotiation
• Design-Build team schedule
Estimate
• Design footprint
• Cost-to-cure elements
• STIP
Schedule and Estimate
Schedule impacts
Difficult to manage
Environmental Considerations
Schedule impacts
Difficult to manage
Third Party Issues
Bid-Build vs. Design-Build
Design-Build Team
Agency experience
Experience
Opportunities in
ROW Acquisition
Prior to NEPA completion
• Individual CEs
High risk parcels
Rapidly developing areas
Hardship/Protective buy
Advanced Acquisitions
Quick delivery
Limit DB Team risk
May limit innovation
Risk of acquiring too much
ROW
Agency Acquired
DB Team controls schedule
Advance acquisition in priority
construction areas
Ability to stage construction
activities
Opportunities to avoid and
minimize
DB Team Acquired
Accelerates acquisition
Shares risks
Promotes innovation
Shared Acquisition
Accelerates acquisition
Shares risks
Local Acquisition
Electronic
Cloud based
Real-time tracking
Management Tools
Identifying Utilities
Coordination with Utility Owners
Relocation/Avoidance of Utilities
Pros/Cons
Allows for accelerated delivery/reducing acquisition timeline
Encourages use of effective scheduling methods and software
Allows for greater risk transfer to DesignBuild team; with some risk retainedAgency
Scope, reviews, oversight, and timelines
must be clearly defined in RFP (refine
as lessons are learned)
A commitment to oversight is critical
Do not underestimate time and
resources Agency will need for
oversight
Hold the Design-Build Contractor
accountable
Lessons Learned
(R/W within DB Contract)
Assess and manage Risk wisely (all
parties)
Make the Design-Build Contractor retain
responsibility of clearing ROW after the
NTP date, as stipulated in the RFP, and
prior to construction to avoid many
problems, concerns, and issues
Monitor and audit the QC/QA processes
for adequacy and effectiveness
Lessons Learned
Utility Coordination/RelocationDavid Hannon, P.E., Cintra
Identifying Utilities
Coordination with
Utility Owners
Relocation/
Avoidance of
Utilities
Utility Coord/Relo Overview
As-built
Engage utility owners
SUE
Identifying Utilities
Meet with all Utility Owners
Provide SUE to Utility Owners
Discuss utility needs
Discuss Design-Build delivery
Utility Coordination
Design
Avoidance
Protection from
construction activities
Utility Relocation
Challenges to
Utility Relocations
Old plans
• Inaccurate
• Lack of detail
• Missing
No SUE or
Inappropriate quality
level of SUE
Incomplete locations
Who came first?
Property rights
Critical path
Prior to project
construction
Utility owner
backlog
Project Schedule
Relocations not considered
during ROW Acquisition
Relocation impacts to
environmental resources
• Not documented in NEPA
• Not considered in permitting
ROW/Environment
DB Team?
Utility Owner?
Transportation
Department?
Relocation Responsibility
Distrust of DB process
Distrust of DB Teams
(Contractors)
Refusal to coordinate
Difficult to meet with
Unreasonable design
requests/requirements
Utility Owners and DB
Outside of normal
construction
activities
Unfamiliar with
relocation work
DB Team and Relocations
Opportunities in
Relocating Utilities
Recommend QL-B
(QL-A if mitigates a risk)
Provide accurate base
utility information
Early SUE
Clear
Concise
Unambiguous
Contract Language
Upfront agreements with
utilities
Establishes
roles/responsibilities
Relocation/protection
requirements
MOUs/MUAAs
Common solutions
Win/Win scenarios
Partnering
ROW Acquisition
• (Don’t acquire from the same
owner twice)
Environmental
• Include impacts in permits
• Include in NEPA documentation
Environmental/ROW
Coordination:
• DB Team responsible for
coordination
• Improves DB Team and
Utility relationship
• DB Team in control
DB Team Responsibility Step 1
Relocation:
• DB Team controls relocation
schedule
• Utility owner oversight
• Pre-approved contractors
(utility owner)
• May eliminate property rights
concerns
DB Team Responsibility Step 2
Encourage expedited
relocations
Encourage inclusion in DB
Contract
Encourage relocation
avoidance
Minimizes property rights
concerns
Incentivize Relocations Step 3
Georgia DOT Project ExperienceAndrew Hoenig, P.E. DBIA
Program OverviewDesign-Build Program Overview
Total Number of Contracts Awarded = 26
Total Amount of Contracts Awarded = $747,886,333
1 2 2 1 1 1 1 2 3 3 4 3
32-2
-81
[20
04
]
32-2
-81
[20
10]
32-2
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[20
12]
32-2
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[20
13]
$18
,175
,170
$79
,332
,69
6
$10
0,2
42,
289
$3,0
28,0
00
$10
,30
5,37
9
$0 $0
$80
,857
,48
7
$11,
541,
88
6
$17,
128
,86
5
$39
,59
3,6
28
$53,
49
1,4
73 $83,
637
,89
7
$19
5,77
6,3
88
$29
,878
,175
$24
,89
7,0
00
$0.00
$50,000,000.00
$100,000,000.00
$150,000,000.00
$200,000,000.00
$250,000,000.00
FY2000 FY2001 FY2002 FY2003 FY2004 FY2005 FY2006 FY2007 FY2008 FY2009 FY2010 FY2011 FY2012 FY2013 FY2014 FY2015
Northwest Corridor
• $600+ million P3 project in 2012
I-285 @ SR 400
• $800+ million P3 project
anticipated late 2015
SR 400 Widening
• $53 million from Local County
Jimmy Deloach Connector
Innovative Delivery projects
Jimmy Deloach Connector
Project Overview
Project Overview
Expedited delivery
November 18, 2011 letting date
December 31, 2015 completion date
100 % State Funded - $ 72,772,000
Design, Construction, Mitigation credit purchase, Preparation
of Individual Permit (IP), and ROW acquisition services
First GDOT DB contract to include ROW Acquisition
Project Corridor
• 3.1 mile 4-lane Facility from Georgia Ports Authority
• New location Limited-Access
• 2 interchanges
Large number of acquisitions
Schedule critical
Environmentally sensitive areas
Drainage needs
• Coastal and local requirements
Critical utilities serving area
Relocated businesses
Challenges
47 ROW parcels to be acquired
• 9 parcels eliminated through
Value Engineering
New location
Influential property owners
Mix of industrial, commercial,
and residential
ROW Acquisition
DB Team acquisition
DB Team coordinated utility and
environmental needs
DB Team controlled schedule
Management tools
Acquisition in 18 months vs. 30
months (DBB)
Opportunities
8 utility owners
• City of Savannah and City of Port Wentworth water
• Atlanta Gas Light and Southern Natural Gas
• Georgia Power Distribution and Transmission
• AT&T and Level 3 Communications
Unavoidable relocations
Norfolk Southern
Utility Coord/Relo
60 year old 48”
waterline
$2.7 million
relocation costs
Industrial customers
Relocation costs in
Design-Build contract
City of Savannah
Dual 42” gas lines
Single 36” gas line
Responsive
Environmental Coordination
Relocation costs by agreement
with SNG
Southern Natural Gas
MOUs
Early coordination (not always successful)
Incentivize accelerated relocations
DB Team responsible for coordination and relocation
• DB Team coordinates ROW/Environmental impacts
• Incentives relocation avoidance
• DB Team controls relocation schedule
Lessons Learned
Questions?
Contact Information
Andrew Hoenig, P.E., DBIA
Georgia DOT
404-631-1757
Rob Lewis, P.E., DBIA
HNTB Corporation
404-556-2981
David Hannon, P.E.
Cintra
980-522-4732
Resources
https://www.dot.ga.gov/doingbusiness/Pages/DesignBuild.aspx