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I Wear My “Safety” Glasses at Night:

Learn how effective stakeholder engagement, risk management planning, and construction tools can minimize headaches and reduce costs in utility construction projects.

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I Wear My “Safety” Glasses at Night:

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  1. I Wear My “Safety” Glasses at Night: Maximizing Planning Tools to Reduce Utility Construction Costs and Headaches 95Th Annual Conference Raleigh, NC November 16, 2015

  2. Overview • Project Background • Project Management • Safety is Job #1!! • Minimize “headaches” through effective: • Stakeholder Engagement • Risk Management Planning • Tools • Construction • Results

  3. Project Background • Technical Aspects – Purpose, Need, Constraints

  4. Project Background (continued) • Identification of Stakeholders - Interests • Town of Chapel Hill Traffic (Willow and Conner) • NCDOT (S. Estes) • Town of Chapel Hill Police • Local businesses and residents • University Mall • Banks • Medical/Dental facilities • Drug stores/retail • Restaurants • Offices • Apartments

  5. OWASA’s goals • Safety is JOB #1!! • Continuous stakeholder engagement • Effective Communications • Maximize construction efficiency • Meet construction timing constraints within budget

  6. Keep everyone SAFE!!!! • Workers • “Standard” safety practices • Working in busy roads • Working in intersections • Drivers • Safety in work zones • Take advantage of seasonal traffic volumes • Pedestrians • Adequate provisions for sidewalks • When is the best time to work safely and efficiently?

  7. Three phases of Stakeholder Engagement • Planning Phase • Collect Input, ask questions! • What are your concerns? • How will the project affect you? • Construction Phase • Continuous status reporting. • Availability of information. • Immediate and accurate responses to questions • Internal and external stakeholders. • Post Construction • How did we do?

  8. Planning • Identify potential construction issues • Tree protection • Stream buffers • Bus routes • Pedestrian access • Easements • Environmental concerns • Identify stakeholder requirements • NCDOT encroachment • Town engineering requirements

  9. Planning (continued) • Review previous construction projects • Water main • Roadway • Stormwater • Review potential trenchless rehabilitation technologies • CIPP • Pipe bursting

  10. Planning (continued) • Night Construction • Minimize construction and shutdowns for businesses • Minimize traffic • Increase safe working conditions • Maximize available time for construction • Noise ordinance considerations • Impact to residences • Limited OWASA operational support • Town requirements

  11. Design Tools • Topographic Survey • Subsurface Utility Engineering (SUE) • Quality Level B • Quality Level A

  12. Design Considerations • Minimize need for temporary services • Maintain traffic • Reduce conflicts with other utilities • OWASA Operations preferences • Maintain public accessibility

  13. Design Considerations • Minimize water service shutdowns • Isolation valves

  14. Construction Tools • Prequalification of contractors • Eight (8) contractors approved • Full time construction observation • Bid results • Six (6) bids received • Low bid: $1.568 Million • Average all bids: $2.182 Million • Average of 3 low bids: $1.708 Million

  15. Construction • Construction start and progress • Nightly pavement repairs • Issues

  16. Construction

  17. Construction Completion • Schedule • Bid – January 17, 2014 • Award – March 5, 2014 • Notice to Proceed – May 19, 2014 • Substantial Completion – October 29, 2014 • Final Completion – December 1, 2014 • Project Costs • Planning, design, construction services – $387,167 • Original Const. Contract Amount – $1,568,925 • Const. Change Orders – ($252,319) • Final Const. Contract Amount – $1,316,605

  18. Results • Stakeholder Engagement • We knew stakeholders’ needs • Daily progress reports • Safety • NO SAFETY INCIDENTS!

  19. Results (continued) • Stakeholder feedback • During construction • Only 4 phone calls (complaints) from citizens! • We were able to share accurate daily status and schedule • Post construction surveys • We typically receive between 4 and 6 responses • We received 19 responses • Our average rating was 4 out of 5 (our goal is above 4) • Local Government Partners “I drive this route every day to get to work and it was hard for me to tell there was a construction project in progress” – Lance Norris, Town of Chapel Hill Public Works Director • Project Planning, Design and Stakeholder engagement were key to our success.

  20. Acknowledgements • Moffat Pipe, Incorporated • Town of Chapel Hill • NCDOT, District 1

  21. Contact Information: Jeremy Fireline, PE jfireline@owasa.org 919.537.4249 Ben Latino, PE blatino@mckimcreed.com 919.233.8091 QUESTIONS?

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