Central 70 Project. American Association of Cost Engineers (AACE) Rocky Mountain Section (RMS) January 17, 2019

Transcription

1 Central 70 Project American Association of Cost Engineers (AACE) Rocky Mountain Section (RMS) January 17, 2019

2 Project Location

3 Topics 1) Project Overview 2) P3 Partnership 3) Completed Work & Lowered Section Phasing 4) Environmental Protections 5) Community Commitments 6) Risk Management 7) Budget & Cost Control 8) Schedule Management

4 Project Overview Add one Express Lane in each direction Restripe from I-25 to Brighton Boulevard Complete reconstruction between Brighton Boulevard and I-270 Widen from I-270 to Chambers Road Remove the 54-year-old viaduct and lower the interstate Construct new 4-acre park over the interstate

5 Current Future

6 Construction Phasing & Milestones

7 Public-Private Partnership for Central 70 Public-Private Partnerships (P3) are partnerships between a public agency and private sector company The Central 70 P3 between CDOT s High Performance Transportation Enterprise (HPTE), CDOT s Colorado Bridge Enterprise (CBE) & Kiewit Meridiam Partners (KMP) Central 70 is a Design-Build-Finance-Operate and Maintain (DBFOM) delivery model, where the Developer is: Responsible for designing, building, financing, operating, maintaining and rehabilitating the roadway over a long period of time Finances some or all of the capital cost of the project CDOT maintains ownership In exchange for the Developer constructing the project and then keeping the project in compliance with performance standards, CDOT makes payments to Developer

8 Kiewit Meridiam Partners

9 Completed Work Permanent closure and removal of the York Street on-ramp to westbound I-70 Installation of drainage box across Brighton Boulevard Minor traffic shifts on east and westbound I-70

10 Completed Work 46th Avenue moved to one lane in each direction from York Street to Steele Street for construction of utility corridor Closure of 46th Avenue from York Street to Brighton Boulevard for UPRR bridge replacement

11 Completed Work Installation of 72 temporary storm drainage Installing train detour to the east

12 Constructing the Lowered Section

13 Constructing the Lowered Section

14 Constructing the Lowered Section

15 Environmental Protections

16 Environmental Soil Testing More than 2,100 samples More than 1,100 bores Summary report for sampling available on website

17 Air Quality Monitors Four monitors; two within GES neighborhoods Minute-by-minute monitoring Notifications sent to project team if PM 10 levels reach 135 Actions can be taken before PM 10 reach 150 Results posted on website

18 Community Commitments

19 Home Improvements Partnership between CDOT and CCD Improvements such as: replacement windows, storm windows, external doors, attic insulation, weatherproofing, etc. Total number of housing units in eligible area: 287 Assessments Requested/Complete: 253 Number of units who denied improvements: 34

20 Swansea Elementary Improvements $18.5 million in improvements so far Two new Early Childhood Education (ECE) classrooms New, comprehensive MERV-16 HVAC system Relocated and renovated main entrance and administration offices Renovated former main entrance Renovated interior courtyard, includes ECE playground New school bus parking area Protective sound barrier Relocated playground and parking lot to northeast side of the school, farther away from the construction area, and new playground equipment installed

21 Other Project Commitments $2M - Affordable Housing Grant Awarded to the Globeville, Elyria-Swansea (GES) Affordable Housing Collaborative to support affordable housing in Denver s Elyria-Swansea neighborhood $100,000 Fresh Food Access IGA with City of Denver executed in August 2018 Requirement for use of clean, low-emitting construction equipment Partnership with Northeast Transportation Connections Community transportation solutions Incentives for carpooling and transit use during construction

22 Workforce Opportunity Update Central 70 hiring fair hosted on Nov. 3 in partnership with WORKNOW 10 subcontractors participated 4 unions 145 people in attendance 8 individuals hired so far Support services offered so individuals could attend Food Childcare Transit Weekend timing Hands-on activities Local workforce on Central 70 Project % of craft workforce

23 Construction Information Tools Commuter-focused E-blast (~4,000 recipients) Website (ENG/SPA) Social Media (ENG/SPA) Highway VMS signs Text alerts (~400 signed up) TV/traffic reporters briefing Radio (ENG/SPA) Telephone town halls Billboard cotrip.org Google map/traffic impacts Community-focused Community office hours Fairs & Festivals Door-to-door flyers Newsletters Business meetings Meetings with specific nonprofits and community organizations Realtor boxes Chips/Coffee & Chat Info in school packets Spanish Facebook Next Door

24 Weekly E-blast Make sure you re signed up for weekly construction and traffic update for most current closure information and construction impacts

25 Risk Management

26 Risk Identification Owner risk matrix developed during procurement phase Risk matrix identified: Likelihood of occurrence Maximum and minimum schedule/cost impacts Most likely schedule/cost impacts Used to develop project contingency Updated monthly during design and construction phases

27 Risk Assignment Risk assigned to entity on project most appropriate to manage mitigation CDOT revised risk assignment based on feedback from industry during procurement phase which consisted of: 4 draft issuances of the RFP & ITP One-on-One Meetings with the Teams Negotiated Delay Relief Events, Relief Events, Compensation Events and shared risk agreements Recognized Hazardous Materials (RHMs), Railroads, Unexpected Utilities, Tolling Revenue With P3, Financial aspects as well

28 Risk Mitigation CDOT proactively managed major risk items prior to contract execution Executing Railroad Agreements (RRAs) o Approval from railroads on concept plans for railroad bridges and advanced trackwork plans o Furnished to Developer during procurement Executing Utility Relocation Agreements (URAs) o Identification of known utilities; coordination meetings o Shared Cost/Schedule impacts for unexpected utilities w/ Developer Intergovernmental Agreements (IGAs) o Establishes scope of work expectations o Defines submittal review process and duration o Establishes permitting process and fees Design/Build procurement type

29 Budget & Cost Control

30 Project Funding & Payments Project is funded through combination of the following sources: State (SB-228) and Federal (CMAQ) CBE & HPTE (Collectively Enterprises) TIFIA, PABs, and Private Equity (Developer) sources Developer is responsible for repayment of TIFIA loan and PABs Enterprises responsible for milestone payments during the Construction Period $319m over four Milestones and Substantial Completion Enterprises responsible for monthly availability payments during the Operating Period over 30 year term Availability Payment split 80%/20% (Capital Costs vs OM&R costs)

31 Cost Control Milestone Payments to KMP are not issued until milestone completion mechanisms are completed Milestone Payments incentive KMP to meet schedule and contract performance commitments Construction payments to account for Change Orders and Supervening Events are expected Developer is paid based off earned value Developer submits invoice when negotiated earned value threshold is reached or end of calendar year, whichever occurs first

32 Cost Control CDOT utilizes an Issues Matrix to track potential cost and schedule impacts arising during the design and construction phases Updated weekly Issues are tracked from inception to closure or change order execution Used to monitor contingency utilization and identifies scope area for each change Used to ensure project issues are being addressed and mitigated

33 Schedule Management

34 Schedule Progress & Forecasts Commercial Close November 2017 Financial Close December 2017 Notice to Proceed 1 (Design) February 2018 Notice to Proceed 2 (Construction) July 2018 Notice to Proceed 3 (Snow & Ice) July 2018 Milestone 1 (Sand Creek to Chambers) December 2019 Milestone 2 (Colorado to Sand Creek) November 2020 Milestone 3 (Brighton to Colorado WB) October 2020 Milestone 4 (Brighton to Colorado EB) September 2021 Substantial Completion Fall 2022 As of 12/1/18 15% Complete (88% Design & 2% Construction)

35 Schedule Statistics Over 15,000 activities Contract requires that the schedule is resource loaded Over 70 Unique resource types Categorized by crews Critical Path of the project runs through: Reconstruction of the UPRR bridge Demolition of the viaduct Completion of WB I-70 Completion of EB I-70 Testing and integration of tolling systems

36 Schedule Management

37 Schedule Management Schedule organized by blocks represent discrete work areas Generally represent less than two months of work Numbered to communicate where the work is occurring

38 Schedule Management Required draft schedules with technical proposal submissions Evaluated as part of overall Technical Proposal Scoring Provided detailed schedule requirements in the Contract, including minimum qualifications for Developer s Scheduler 10 Yrs experience and PSP Certification Developer Baseline Schedule due prior to NTP1 for acceptance Required Developer to get approval of schedule from all three railroads and incorporate into Baseline Schedule CDOT has PSP Certified schedule manager assigned to the project

39 Schedule Oversight & Management CDOT developed checklists for schedule reviews that aid staff in evaluating the baseline schedule and monthly updates Based off lessons learned from FHWA Protects CDOT against common schedule manipulations Developer provides monthly update as part of project status report Developer must provide summary of all changes to logic, activities, or duration with monthly schedule update Gives Developer flexibility to react to changes in design and construction phasing while allowing CDOT to be aware of schedule changes CDOT requires Time Impact Analysis (TIA) to be submitted by Developer with every change order

40 Owner Schedule Oversight Verification that Monthly Progress Reports are accurate Accurate progress (actual dates) Progress (percent complete) Inclusion of contractual deliverables, etc. Requires engagement from multi-disciplinary oversight team Use of Schedule Analysis Tools Deltek/Acumen Fuse Schedule Analyzer P6 Visualizer

41 Know Before You Go Website: Phone: c70.codot.gov 833-C70-INFO Text: Central70 or ProyectoC70 to Spanish Facebook: facebook.com/central70projectenespanol #Central70Project