FAST TRACK PROJECT IMPLEMENTATION CHARLOTTE WATER IDLEWILD BOOSTER PUMP STATION PIPING IMPROVEMENTS

Transcription

1 NC AWWA-WEA 95 TH ANNUAL CONFERENCE FAST TRACK PROJECT IMPLEMENTATION CHARLOTTE WATER IDLEWILD BOOSTER PUMP STATION PIPING IMPROVEMENTS Chuck Bliss, P.E. Charlotte Water Kyle Massey, P.E. Black & Veatch

2 AGENDA CHARLOTTE WATER PREPARATIONS FOR FAST-TRACK IMPLEMENTATION DESIGN MANAGEMENT TO ENSURE SCHEDULE WAS MET 2

3 CHARLOTTE WATER PREPARATIONS FOR FAST-TRACK IMPLEMENTATION 3

4 KEY REASONS FOR PROJECT Increased scope to adjacent NCDOT project Existing BPS piping not efficient, multiple valves not operating Most recent Master Plan called for increased pipe size upstream of the BPS If upgrades not completed with NCDOT work, future work would prove costly Adjacent property owners currently developing properties 4

5 IDLEWILD BPS LOCATION Idlewild BPS Monroe Rd & Idlewild Rd Intersection 5

6 ADJACENT PROPERTIES UNDER CONSTRUCTION 6

7 HOW WILL CHARLOTTE WATER MEET NCDOT S SCHEDULE? Use existing on-call contracts with two firms Must combine firms strengths in order to complete design on schedule B&V s knowledge of system, multiple disciplines in-house, pump station and large diameter pipe experience Hinde Engineering s experience with relocation projects in NCDOT ROW and water and sewer pipeline projects Setup meeting with firms to discuss feasibility 7

8 INITIAL MEETING B&V and Hinde agreed on the feasibility of the project despite the tight schedule Key Items that had to be defined prior to kickoff meeting Design schedule Each firm s scope of services Determine if pre-procurement of materials (piping, valves) is required 8

9 NEXT STEPS? Internal discussions with procurement staff Negotiate task order for each firm s on call contract Schedule Kickoff Meeting Ensure buy-in from Operations staff 9

10 BLACK & VEATCH DESIGN MANAGEMENT TO ENSURE SCHEDULE WAS MEET 10

11 KICKOFF MEETING Design schedule provided for a 3-month design in order to meet NCDOT s construction timeline A 1-week review period of 90% completed drawings, combined with a review workshop, was included in the schedule Scope of services Determine if pre-procurement of materials (piping, valves) is required Provide modeling results Schedule follow up meeting to discuss modeling results and pre-procurement recommendations 11

12 SCOPE OF SERVICES B&V Pipe Sizing and System Modeling Pump suction piping design On-site improvements, including structural design Specifications and Front Ends Pre-procurement management Hinde Surveying & Test Pits Pipeline Design and Details Pipeline Demolition Plan Easement Preparation DOT permitting and TCP 12

13 MODELING Model of system already created from work on Master Plan Confirm pipe sizing based on system needs and previous capital improvement recommendations Model multiple scenarios for pump suction hydraulics to provide options for final selection of suction and discharge piping Model system for operation while the Idlewild BPS is out of service 13

14 Scenario 1: Mains Sized for < 5 ft/s ft ft ft 4.6 ft/s Closed ZBV 36-inch ft 36-inch 3.1 ft/s 7.3 ft/s (23.1 mgd) 30-inch 24-inch DOT 7.1 ft/s (14.4 mgd) ft ft 7.3 ft/s 30-inch 48-inch 4.6 ft/s 36-inch 37.5 mgd 960 Zone Demand: 35 mgd

15 MODELING RESULTS Upsize pipe along Monroe Rd to 42 to accommodate future capital improvement project Upsize suction and discharge headers to 48 Individual pump suction headers can remain zone can be fed while Idlewild is out of service, but doing so relies heavily on the pumps at the Sardis Rd BPS and discharge mains 15

16 Scenario 1: Sardis 30-inch Suction Main Failure 40 Hickory Grove Tank Plaza BPS Pump 1 On Pump 2 Controlled by Hickory Grove Level 7.3 mgd Hickory Grove Tank Tank Level (ft) Hickory Grove Tank empties in 18 hours Idlewild BPS Inactive Wilgrove Tank 960 Zone Demand: 20.4 mgd Sardis BPS Pump 1 On Pump 2 Controlled by Wilgrove Level Sardis FCV: 7.4 mgd 12.0 mgd 40 Wilgrove Tank Tank Level (ft) Sardis Tank Sardis Tank Tank Level (ft) Wilgrove Tank empties in 14 hours

17 PRE-PROCUREMENT OF PIPING AND VALVES Contacted DI pipe, butterfly valve and gate valve vendors for pricing and lead times Based on lead times, all pipe and fittings greater than 20 should be pre-procured in order to meet the schedule Large diameter gate and butterfly valves should also be pre-procured A recent material only pre-procurement bid package can be used to prepare bid documents 17

18 KEY DECISIONS MADE Final Bid documents to be provided within 3 months All large diameter DI pipe, gate valves, and butterfly valves shall be pre-procured Modeling results as referenced in previous slide were to be implemented (for pipe sizes) Decision to require a temporary pumping station was delayed as addition of this item to the bid can be completed at a later date 18

19 DI PIPE AND VALVES 19

20 DESIGN COORDINATION Verify delineation of design work CAD standards Standard details Specifications 20

21 DESIGN PROGRESSION EARLY STAGES Surveying and test pits were the first tasks completed in order to create base drawing and verify elevations Concepts for the pipeline locations were completed concurrently with the modeling effort Pump suction tie-in concept was completed early as structural design was required for the new vault Specifications were compiled and written for the project Front end documents - EJCDC 21

22 VALVE VAULT AT BPS 22

23 PRE-PROCUREMENT BID With pipe sizes determined and piping concepts laid out, quantities could be reasonably determined in order to move forward with material bids In order to meet schedule, advertisement period was accelerated and contract required submittals to be provided within 1-week of executed contract Frequent communication with vendors ensured multiple bids were to be received 23

24 DESIGN PROGRESSION SORTING OUT THE DETAILS All tie-in locations reviewed by both B&V and Hinde to ensure compliance with other work Valve vault at BPS reviewed and ensured all components covered on drawings Butterfly valve vaults and flowmeter vault designs were coordinated on the drawings Construction phasing was reviewed to ensure work could be completed within construction schedule as originally determined 24

25 48 FLOWMETER AND BUTTERFLY VALVE VAULT 25

26 FLOWMETER AND BUTTERFLY VALVE VAULT 26

27 INVOLVING DOT, UTILITIES & LOCAL DEVELOPERS NCDOT personnel were invited to several meetings throughout the design process Frequent communication of progress with NCDOT Coordination with Duke Energy and AT&T to ensure no conflicts with existing utilities Adjacent properties being developed include an apartment complex and McDonalds Drawings were coordinated with local developer plans to ensure no conflicts 27

28 DOT CONSTRUCTION 28

29 MCDONALD S BEING CONSTRUCTED AT ADJACENT PROPERTY 29

30 FINALIZING BID SET 90% workshop resulted in minimal comments Specifications were finalized Front Ends, including unit price bid form quantities and payment descriptions, were finalized OPCC of $2.5 million was finalized Permitting Charlotte Water self-permitted DOT Encroachment Permit received within 24 hours 30

31 HOW WAS ALL OF THIS COMPLETED SUCCESSFULLY AND ON SCHEDULE? Constant buy-in and feedback from Charlotte Water Any time a design concept was finalized, a conference call or meeting was scheduled in order to confirm direction Early engagement of vendors and contractors Contractors were contacted early to ensure construction schedule was realistic DIP, butterfly valve, gate valve and flowmeter vendors were all consulted with frequently throughout design Constant communication between design firms 31

32 LESSONS LEARNED? Pipe Pre-procurement Fittings were ordered well before contract was executed, but since restrained pipe was used throughout, contractor was brought in after bid to aid in ordering pipe With so many entities involved, verifying scope multiple times proved invaluable Designating a primary contact with each party (B&V, Hinde, Charlotte Water Engineering & Operations) streamlined decision-making 32

33 KEY TAKEAWAYS Outside of the box thinking by Charlotte Water The owner was able to combine 2 firms with differing strengths, who were both already under contract, into a design team to meet a challenging goal Constant engagement and feedback Owner buy-in is critical to the success of a design Don t forget to communicate with vendors, permitting agencies, and contractors Early! When faced with a tight schedule, consult with the Owner early and often Especially when key design concepts have been developed 33

34 HOW S CONSTRUCTION GOING? Low bid of $2.48 million from Sander s Utility was accepted Construction is on schedule and progressing well Work is scheduled to be completed by March 2016, within demands of DOT s construction schedule 34

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