A New Paradigm forUtility Coordination
Kenny Franklin
VP of SUE Development
Blood Hound
INDOT Mission:
INDOT will plan, build, maintain and operate asuperior transportation system enhancingsafety, mobility and economic growth
INDOT Values:
Respect
Teamwork
Accountability
Excellence
INDOT Mission & Values
A Common View of Utility Coordination
Utility Coordination is a means to getthe utilities out of the way of ourroad project.
Traditional Utility Coordination
Survey, 811 Design ticket
Notify Utility Companies/verification
Follow the letter of 105 IAC 13
Establish the right-of-way
Conduct Preliminary Field Check
Design the project to 75% plans
Bring in the utility companies to finalizecoordination between stage 2 & 3
Construct the project/pray
Results of “Our ROW” Approach
Unforeseen surprises in costs and timefor both utilities and project owners
No discussion on practical design alternativesto save time and money
Unnecessary relocations
Delays=Change Orders=Frustration
Lack of responses on future projects
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Road Blocks To Success
Right-of-way acquisition
Utility impacts and subsequent relocations
Environmental permitting
Strategic Approach
Critical Path Approach
Understand critical success factors
Identify and understand all partners
Obtain accurate information
Needs and constraints
Align goals
Assess risk to obtain CSF
Build Critical Path
Perspective
If you, the team, and your stakeholders do nothave the same understanding of the project,problems will present themselves which introducesunnecessary risk.
Partners
New Paradigm to Utility Coordination
Treat the utility companies as businesspartners from the planning of and initialdevelopment of every project so that themost cost-effective approach can bedelivered for the public interest!
New Paradigm for Utility Coordination
Live interaction! Not email!
Understand what is important to each ofour partners with their facilities!
QLB picked up in original Survey
$$$ and Over a Year of Impact!
The ROI is Compelling
New Paradigm – continued
Avoid utility impacts whenever feasible
Obtain a ballpark estimate
Provide our Geo-Tech reports
Establish which utilities are reimbursable
Understand that UTC is collaborative andinteractive
ProjectManager
Designer
UtilityCoordinator
Utility
Independent Operation
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New Paradigm – continued
Establish a preliminary layout for ROWand placement for utilities
Everyone Knows Where Everyone Goes
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New Paradigm – continued
Determine who will acquire ROW
Determine who will physically clear ROW
Establish the critical path for the ROW
New Paradigm Example
New Paradigm – continued
Develop a Utility Conflict Matrix
Submit justification for all impacts to beshared with utilities – Design memo
Build in contract whenever feasible
Effective constructability reviews
Develop quality work plans and drawingsin partnership with utilities
Complete design through tracings
Thorough review of utility work plans,schedules, right-of-way status, and specialprovisions before letting
Coordinate all pre-construction activitiesfor timely relocations
Be “On-Point” for Post-LettingConstruction
New Paradigm – continued
The facilities of American Electric Power (AEP) Distribution (alsoknown as Indiana Michigan Power) exist within the projectlimits. The utility could begin to implement work plan 45 daysafter receipt of the notice to proceed. The utility will be able tocomplete its involvement with the contract when the contractorhas completed staking and clearing the right-of-way in thelocation of Sta. 54+00 to Sta. 62+50 “S-3(2)-C” such that theutility may adjust its facilities. It is anticipated that the utilitywill take approximately 75 calendar days to adjust its facilitiesin such area. AEP Distribution will need 60 days to obtainmaterials and 45 days to schedule work crews. If questionsarise, Mark Walls of the utility may be contacted at 260-408-1895 or mawalls@aep.com.
Special Provision Example
Construction Engineering Pay Item
Monitoring accurate placement
Constructability reviews point out the “riskpoints” within right-of-way where we need tomonitor placement during the utility relocationsand our construction.
In-house
Consultant
Contractor
Project Delivery Model
Benefits to this Approach
Manage Critical Path-On time delivery!
ROW needs are accounted for early and allow forone presentation to the property owner
The project “team” controls the schedule and cost!
Each project “Changes the culture!”
Critical Path
Preservation Projects Have No Utilities?
Design Build?
Early Coordination to 30%
Take project through Verification
Provide any initial conflict points known
Provide SUE on all urban jobs
Design Build Team
Confirms preliminary work
Accepts full responsibility to completecoordination following 105 and New Paradigm
Must protect relationships with partners
Partnership
Questions?
Contact Information