cdot major projects spotlight forum · 22/10/2014 · tolled express lanes – continuous lanes...
TRANSCRIPT
CDOT MAJOR PROJECTS SPOTLIGHT FORUMOctober 22, 2014
MCAmy Ford, Communications Director, CDOT
Today’s Agenda
4:30 P.M. Opening RemarksDon Hunt, Executive Director, CDOT
4:45 P.M. CDOT Vision for I-70 East & C-470Peter Kozinski, Acting Director, CDOT Office of Major Project Development
5:15 P.M. CDOT Vision for Small and Disadvantaged Businesses (DBE) & Workforce Development
Greg Diehl, Manager, CDOT Civil Rights & Business Resource Center
5:30 P.M. Best Practices & Optimizing Local Business Participation Facilitated by Heather Barry, CDOT Transportation Commissioner, Chair of DBE Committee
6:30 P.M. Networking
OPENING REMARKS: Don Hunt, Executive Director, CDOT
VISION FOR I-70 EAST & C-470: Peter Kozinski, CDOT Office of Major Project Development
I-70 East Today
I-70 East Project Area
Current Status
• EIS Development– Preliminarily identified preferred alternative– Released Supplemental Draft EIS– Public hearings held in September– Comment period closes October 31, 2014
• Funding and Procurement– Working to determine project limits for Base Project– Base Project dependant on available funding– Evaluating delivery methods
Proposed Alternative
• Remove viaduct between Brighton and Colorado and put I-70 below ground
Proposed Alternative• Add two tolled express lanes in each
direction from Brighton to Tower• Add capacity from I-25 to Brighton
by restriping• Add 4 acre cover over highway• 46th Avenue next to the highway
• Modify all bridges and interchanges between Brighton and Tower, with the exception of Central Park, I-70 bridge over Sand Creek, and Airport
• Eliminate York Street
Proposed Alternative
Proposed Funding
• Project estimate: $1.8 billion (Ultimate)
• Potential funding sources– Annual Bridge Enterprise Revenues ($850 million)– DRCOG/STP-Metro/CMAQ ($50 million)– SB09-228 Funds ($? million)– Total $1.0 to 1.2 billion (Base Project)
Anticipated Scope
• Base Project– Brighton to I-270 constructed to full width– Striped for one managed lane in each direction– Construct EB I-270 to EB I-70 flyover connection
• Extended Projects1. Minimal widening from I-270 to I-225 to
accommodate/continue one managed lane in each direction2. Add direct managed lane connection from EB I-70 managed
lane to SB I-225
• If scope is achievable as a minimum project, RFP may include a scope ladder of a limited number of Additional Requested Elements (AREs)
Project Schedule
• Comment Period Ends October 31, 2014• RFQ December 2014• Draft RFP Spring 2015• Final EIS Summer 2015• Final RFP Summer 2015• Record of Decision Early 2016• Construction Late 2016
C-470 Today
C-470 Project Area
Current Status
• EA Development– Proposed Action revised from 2006 EA– Preferred alternative identified – Revised EA complete early 2015
• Funding and Procurement– Level III T&R study underway– Base Project dependent on available funding– Evaluating delivery methods
Proposed Alternative
General Purpose Lanes – Continuous lanes that do not require the user to pay a toll, consistent with the two existing lanes on C-470.
Tolled Express Lanes – Continuous lanes that require the user to pay a toll. These lanes are separated from the General Purpose Lanes by a painted buffer.
Auxiliary Lanes – Lanes added to the right of the General Purpose Lanes connecting the on-ramp at one interchange to the off-ramp at the next interchange. Auxiliary lanes will improve safety and traffic performance. Auxiliary lanes will not be tolled.
Proposed Alternative
DRAFT: Ingress/Egress Locations Subject to Further Study
Proposed Alternative
Proposed Funding
• Project estimate: $230 million
• Potential funding sources– Federal & State ($102 million)– Projected via toll revenues ($103 million)– Douglas County ($10 million)– To be Identified ($15 million)
Anticipated Scope• Base Project
– Westbound – two tolled express lanes from I-25 to Colorado; one tolled express lane from Colorado to Wadsworth
– Eastbound – one tolled express lane from west of the Platte River to I-25
– Direct connection ramps from I-25 to the westbound express lanes– Auxiliary lanes where warranted in select locations– Water-quality features and noise barriers– ITS elements and tolling equipment
• Reconstruction of:– Bridges over the South Platte River– Existing pavement, and realignment of substandard curves– C-470 Trail with added grade separations at Quebec and Colorado
• If scope is achievable as a minimum project, RFP may include a scope ladder of a limited number of Additional Requested Elements (AREs)
Project Schedule
• Issue Request for LOIs January 8, 2015• RFQ February 26, 2015• Draft RFP June 2015• Decision Document September 2015• Final RFP September 2015• Design-Build Selection February 2016• Construction Summer 2016
• CDOT working on 4-year Capital Program plan– FY 15 Surface Treatment– FY 16 Surface Treatment– FY 15 and FY 16 Major Structures
• CDOT’s goal is to add 2 more years to these lists by December 31, 2014
• CDOT’s goal is to increase Capital Program to $700m to $900m per year
• www.coloradodot.info/projects/approved-projects-lists
CDOT’s Other Programs
VISION FOR SMALL AND DISADVANTAGED BUSINESSES & WORKFORCE DEVELOPMENT
Greg Diehl, Manager, CDOT CRBRC
OUR COMMITMENT:
Facilitate small and disadvantaged business
opportunities and promote strategic workforce development.
PARTNERSHIP APPROACH
CDOT
PRIMEDBE/ESB
CDOT APPROACH:
CDOT
CDOT Leadership Commitment– Top-down commitment to “meaningful
and robust” programs.
Transportation Commission– Financial support for small business and
workforce development supportive services.
“5+1”CEO Strategic
Focus:1) “Partner with
private sector”2) “Transparency”
Outreach & Collaboration– Create opportunities for small businesses
to network with larger firms.– “Partner” with industry stakeholders to
ensure collaborative and “transparent” decision-making.
CDOT APPROACH:
CDOT
Work Closely With Federal Partners– Ensure Disadvantaged Business Enterprise (DBE)
Program (49 CFR Part 26) is “Narrowly Tailored” to help promote small business opportunities.
Overall & Project DBE Goal Setting– Assessment of subcontracting opportunities and
corresponding DBE availability and capacity.
Best Practices On Major Projects:1) Separate Design & Construction goals2) Goals are baseline requirements3) RFP scoring to incentivize “innovation”
CDOT APPROACH:
CDOT
Basic Project DBE Goal Setting Example*:
* This is only an example of how the process works on a typical project. The actual project goal will vary depending on project type, contract value, contract duration and location, “subcontracting possibilities” (see 49 CFR Part 26.51),
and current DBE availability etc.
CDOT APPROACH:
CDOT
Ensure Follow-Through (Compliance)– Setting goals vs. meeting them (prompt payment etc.).
Emerging Small Business (ESB) Program– CDOT Program targeting smaller (“emerging”) firms.
Connect2DOT Program– Strategic partnership with Colorado SBDC Network.
Past Year Highlights (see connect2dot.org):• At 14 SBDC centers, 225 consultants (18 hwy, 8 CDOT retired)• 184 distinct customers received consulting (64 DBE, 32 ESB, 88 SBE)• 20 jobs created, 35 jobs retained as direct result of consulting• 17 firms DBE Certified, 16 ESB, 13 prequalified as direct result• Average sales increase = 15%• Provided tailored CDOT training & resources (CDOT
Orientations, BIDX, Bid Matching Service etc.)
SMALL BUSINESS APPROACH:
DBE/ESB
Seek & Manage Certification(s)– Swords vs. shields.
Build Relationships– Show up, aggressively pursue
opportunities and seek feedback.– Get to know primes and CDOT
specifications/requirements.
Leverage Technical Assistance
– Connect2DOT, HCC etc.– Realistic plan for growth (Joint Ventures?).
PRIME APPROACH:
PRIME
Thoughtful & Integrated Plan– Meaningful decision-maker involvement.– “Innovation” (mentor-protégé?).– Covers entire course of project.
Build (New) Relationships– Show up, “active and aggressive” pursuit of
small business participation.– DBEs: 337 hwy construction, 344 design.
Provide Assistance– What “barriers” exist? How can you help
flatten them?Leverage Assistance
– Proactive communication of needs and potential issues (CDOT, Connect2DOT).
NEXT STEPS (PRIORITIES):
CDOT
PRIMEDBE/ESB
RFQs– Emphasis on Small Business & Workforce Development.
CDOT Small Business/Workforce Position(s)– Anticipate next 3 months (1 OMP, 1 CRBRC).
Continue Partner Collaboration– Overall/project DBE Goal capacity input.
Industry & Community Oriented Workforce Development
– “Active and aggressive” pursuit ofindustry best practices that helpaddress highest priority needs.
RFPs– Small Business: DBE/ESB Goals.– Workforce: OJT Goals.
INDUSTRY PANEL DISCUSSION:Heather Barry, CDOT Transportation Commissioner,
Chair of DBE Committee
PANEL:
Joe Wingerter, Vice President, Kiewit Development Company
Daniel Filer, Vice President, Ferrovial Agroman, US Corp
Michael Turner, Program Manager, Skanska USA
Jeff Burns, Senior Vice President Global Construction, Willis
LaSheita Sayer, Principal, ZoZo Group, DBE Certified
Judith Carmichael Brown, Director, Triunity Engineering & Management, Inc., DBE Certified
Kiewit Infrastructure Group
CDOT SPOTLIGHT EVENT FOR MAJOR UPCOMING PROJECTS: I-70 EAST & C-470 - DENVER
October 22, 2014
Large Project (DB/P3) Pursuit/Execution
• Limited design information available at bid time– 15-20% design for bidding purposes
• Significant risk transfer– Technical, Financial, O&M, Rehabilitation
• Expensive for prime to bid– $8-10M sunk cost for proposal submission
• Can’t do it without good partners– Strong local resources and expertise needed for
success
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Best Practices – Transparent CommunicationTypical Kiewit Pre-Bid Meeting Agenda
Safety Security and Health • Quality Control/Quality Assurance• Environmental
Business & Labor Compliance
Engineering• Construction
Equipment
Project Controls
Contract Administration
Subcontracting Partnerships Project Sub/supply
percentageApprox. Sub/Supply
$ value
DFW Connector 58.3% ~$500M
Sea to Sky 32.9% ~$200M
A-25 54.3% ~$225M
Goethals Bridge 54.1% ~$500M
Denver Union Station 37.9% ~$150M
T-REX 46.6% ~$600M
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Direct Wages paid >$200 mill.Services and supplies purchased >$300 mill.Subcontractor payments >$550 mill.*
Economic Impact T-REX
* Includes more than $200M in payments to DBE and Small Businesses
Take-Aways• Large projects create
significant subcontracting opportunities
• Not every firm will get contract(s) – but many will
• Don’t put all of your efforts into one project/program
• Look for ways to engage at every opportunity
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Thank You
Questions
Daniel J. Filer, PE
Projects in North America
Toronto, Ontario (CAN): 407 ETRTotal Investment: $3.49B DB Cost: $381M Local Partner: SNC Lavalin
Dallas, TX: IH-635 Managed LanesTotal Inv.: $2.54BDB Cost: $2.08B Local Partner: Webber
Southeast Virginia: US-460DB Cost: $1.393B Local Partner: American Infrastructure
Fort Worth, TX: NTETotal Investment: $2.6B DB Cost: $1.48B Local Partner: Webber
Projects in North America
Toronto, Ontario: 407 East Ext.Total Investment: $911MDB Cost: $754M Local Partner: SNC Lavalin
Fort Worth, TX: NTE 3ATotal Investment: $1.8B DB Cost: $985M Local Partner: Webber
Austin, TX: SH-130 Seg. 5 & 6Total Investment: $1.40B DB Cost: $939M Local Partner: Zachry
Gary, IN: Indiana Toll RoadTotal Investment: $4.0B DB Cost: $262M Local Partner: Reith Riley
Charlotte, NC: I-77Total Investment: $655MDB Cost: $448M Local Partner: English Construction
North Tarrant Express – Fort Worth, TX (USA) Total investment of $2.6B with a
design-build cost of $1.48B 52 year concession 13.1 miles of total reconstruction
in the Fort Worth Metropolitan area.
Construction between 2010 and 2015
North Tarrant Express Statistics and Success– Number of subcontractors: 278
– Number of construction subcontractors: 170
– Number of direct jobs created: 2,825
– Number of DBE contracts awarded: 200
– Project DBE Goal: $127,482,879
– DBE participation achievement to date: over $200 million (exceeding the DBE project goal by 60%)
– 9 months ahead of schedule, Opened -October 4, 2014
$127
$76
$-
$50
$100
$150
$200
$250
DBE Participation
Goal
Exceeded by 60%
Local Impact: Dallas – Fort Worth RegionPROJECTS: LBJ, NTE & NTE I-35W Extension
– $4.4 billion total investment
– 4,000+ locally employed
– 123,000 direct and indirect jobs (FHWA: 28k/$1B)
– 400 Texas based firms contracted
– 370 DBE contracts awarded to approximately 200 DBE firms
– NTE received the 2014 GLOBE Award from the American Road and Transportation Builders Association (ARTBA) & the 2014 PRIDE Award for excellence in community relations
– Awarded the TxDOT Office of Civil Rights’ 2013 Small Business Advocacy Award for outstanding DBE service and 2014 Contractor of the Year from the Regional Hispanic Contractors Association
4-”C’s” Initiative• Comprehensive Communications: We understand that timely
and effective communications is necessary to the DBE business community.
• Community Connections: We build and foster relationships with the minority and women business community, various related associations and groups so they can learn who we are, we can know who they are, and we can educate them about potential contract opportunities.
• Continued Commitment: We have a company-wide commitment to diversity and utilizing DBE firms on our projects.
• Consistent Results: Our commitment and extensive DBE compliance program have consistently resulted in substantial DBE utilization and DBE goal achievement.
Takeaways– For Contractors: Size the packages for the current
capabilities and capacity of the market
• Need subs to keep us updated on capacity and capabilities before and during project
– For Subs: Be patient
• These projects take longer to develop compared to traditional DBB projects
Questions?
I-70 East & C470October 22nd Meeting
Lessons Learned• Firms should educate themselves and get involved early
• All parties involved need to understand that these projects are not business as usual
• Setting participation goals based on the availability & capability of “Ready, Willing and Able” firms
• Prime Contractors scaling and breaking up subcontracts (where applicable) to make them attractive to small businesses
• Hold Business development workshops that explore contracting and management issues to prepare firms for longevity
Our principles, our way of working…
Local ParticipationMyths of Mega Projects:• Monopolized by giant firms, leaving no room for local participation• Destroy traditional pay scales and union participation• Exports local work, jobs, dollars• Do not address the needs of the local communities affected by
projects
Reality:• Drive up the demand for good local companies• Bring new and additional money and jobs to the local market• Create a boost to the local economy and fosters economic
development and growth • Contribute to community and social programs through strategic
partnerships with existing stakeholders
Your Path for Success
Certification Safety Program Quality Program Consider Creating Your Own Joint Venture Consistent, Proactive Engagement Quote the Project!
Key Takeaway
Educate yourself on the project & Teams and get involved early…
Major Projects: prime tier contractors, subcontracts, suppliers and consultants –understand and get involved
OPPORTUNITY & SOLUTIONS • Willis: Our specialty is insurance, bonding and related risk
management services & strategies. • Revenues approaching $4B annual 17,000 employees
worldwide.• Involved with hundreds and hundreds of major public
private transportation projects on every major continent .• Jeff Burns, Head of Innovation, Willis Global
Construction.
Supplier Contract
INFRASTRUCTURE AT THE TOP CONTRACTUAL STRUCTURE – RISK ALLOCATION
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Equity Sponsor
A
Equity Sponsor
B
Equity Sponsor
C
PROJECT COMPANYSpecial Purpose Vehicle
LENDERS / BONDSSenior & Subordinated PUBLIC ENTITY
CONSTRUCTION CONTRACTOR SUPPLIER O&M
CONTRACTOR
Sub-Contractor Sub-Contractor Sub-Contractor
Loan AgreementFinancial Covenants, Remedies, Reserve and Insurance Requirements and Flow of Funds
Concession AgreementPerformance requirements, Risk Allocation, Schedule, Force Majeure, Relief Events
Sub-contracts Sub-contracts Sub-contracts
EPC ContractInsurance Requirements
O&M ContractInsurance RequirementsSources and forms
of Insurance and Guarantees
Sources and forms of Insurance and Guarantees
80% OF SUB TIER CONTRACTS ARE UNDER $1M. Is insurance an obstacle?
• Talk to your broker or insurer.• Review the current specifications for highway work.• Get familiar with DBJVs typical contracting practices. • Network. • Understand the expectations and contracting practices of your potential
client.• Does your bonding comply?
Talk to your broker or insurer. • SBA, NASBP, and other local groups.• Creative team approaches to sub tier bonding may help.
If you are in the risk management area:• Several opportunities within the project for the various interested
parties• Consider a JV on larger projects, if your services are
complementary.
One take away……
Innovation and understanding of the work (yours), your ability to do the work, making sure you understand the needs and objectives of the project and that of your potential client, will always be preferred, regardless of the project delivery method.
Global Construction
LASHEITA SAYER
ZoZo Group
Public Information Team
Public Information Services
Phone Mgmt
Public Meetings
Web Updates
Press Releases
Flyer Distribution
Public Information
and Outreach
Certified
DBE
RTD/SBE
ACDBE
MPM SDC
Its not enough
Now What
Empathize with the Prime
Address the Concern
Defining On Time
Stay Top of Mind
Illustrate That You Are
CapableCompetent
Certified
Big Company Talent, Small Company Spirit
National engineering and management firm founded in 2003 by Jonnie Thomas, P.E. and Marvin Thomas
Core Capabilities in Engineering, Communications Engineering, Project Controls and Construction Management
Veteran owned DBE, MBE, SBE in 18 markets
Headquartered in Denver with offices in Seattle and Boston
Jonnie L. Thomas, CEO
Marvin L. Thomas, President
Light Rail controls and SCADA oversight lead
Successful implementation of the communications controls system which included: • High speed IP network, parking lot management
system, fiber optic network, a new control center, IT elements on the new Elati rail maintenance center, train-to-wayside communication system, and real time public address and variable message sign system
FasTracks- Program Controls Management and integrated Master Schedule Development for the overall program.
Systems engineering, construction management, project controls performed for various projects including the Eagle Public Private Partnership (PPP), US36 Managed Lanes and the North Metro Rail Project.
Prime on the RTD CMSC (Construction Management Support Contract) which includes DBE compliance management.
Various procurement methods supported: PPP, Design/Build, Design-bid-Build, CM/GC.
Joint collaboration with RTD and CDOT on various large projects.
Engage DBE’s early in the proposal process Be creative – augment project staff with DBE
expertise through the life of the project if possible
Utilize DBE firms for niche/specialty services ie: CPM Scheduling, Document Controls, etc.
Maintain open door policy to resolve issues Prompt Payment
Build quality relationships Be a valued and trusted partner Build a solid team with specialty expertise Be proficient – always produce a quality work
product and ethic Be consistent and persistent, reach out both
verbally and with written communiques to potential partners often
Thank You
Be CapableLessons Learned
Quote the Project!
Educate yourself
Not every firm will get contract(s) – but many will
Get involved early
Be Competent
Get CertifiedSignificant opportunities
Don’t put all your efforts into 1 project
Look for ways to engage
Consistent, Proactive Engagement
Consider Your Own Joint Venture
PracticeSafety
Be a trusted partner
Build quality relationships
Be Proficient
Reach out Be
consistent
Persistence
NETWORKING SESSION