Integrating the Priorities of Transportation Agencies and Utility Companies (2009) / Chapter Skim
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Pages 31-52
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31C H A P T E R 4 Analysis of Practices and Development of Evaluation ApproachIn the first phases of the study, the researchers conducted structured interviews with department of transportation (DOT) and utility company (UC)
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3212 years in advance of construction, although the UC may not be approached until the 30% design stage. Potential Obstacles or Barriers to Advance Relocation Any of the following circumstances may present obstacles or barriers to advance relocation: • Clearing and grubbing work must be complete and sufficient right-of-way (ROW)
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33Some states have a requirement for early coordination between the DOT, the UCs, and contractors involved in the utility relocation process. In Wisconsin, each project is handled by a utility coordinator from start to finish.
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34UCs use this information correctly. The training should occur before the design phase.
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35allow file sharing of DOT as-built drawings. The UCs as well as the DOTs will also need sufficient funding to purchase software licenses for all users, develop servers and outside firewalls that are secure but accessible to multiple entities, and provide training to teach employees how to use GIS and related equipment.
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36• UCs may not be able to perform the work before construction. • UCs may be reluctant to allow a state contractor to perform the work.
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37Best Practice #8: Inclusion of Utility Relocation Work in DOT Construction Contract Inclusion of the utility relocation work in the scope of the contractor's work avoids many of the coordination issues and scheduling conflicts between the utility relocation and the DOT contractor's work. Under this arrangement, funding agreements may provide for reimbursement to the state by the UC.
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38Evaluation and Continuous Improvement Ongoing evaluation of the use of SUE can provide lessons learned, identify areas for improvement, and guide improvement. To evaluate the use of SUE, DOTs should document and assess whether the use of SUE improves the efficiency of the design process, if it provides accurate utility information, and if it results in time savings and a reduction of utility relocation costs by allowing the designer to avoid potential utility conflicts.
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39Evaluation and Continuous Improvement Ongoing evaluation of the forms can yield lessons learned, identify areas where the process needs improving, and guide improvement. To evaluate the effectiveness of SUE impact rating forms, DOTs should document and assess whether use of the rating form improved the efficient use of SUE and resulted in reduced design cost and time.
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40Figure 1. Recommended practices by phase.Respondents ranked "Advance Relocation of Utilities" highest in value provided and "Providing a Work Site Utility Supervisor" as the least valuable.
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41If Not Using Which Are the Practice, Best, Given Are You Do You the Effort? Improve Improve Reduce Interested in Use this (# from Improve the Efficiency Relationship Delays Implementing It?
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42Newer developments include guidance on when and where to use SUE, use of utility impact matrices, and data servers with DOT as-built information linked to GIS. Some areas still require much work, investment, and innovation.
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43PART 3 – QUESTIONS/DISCUSSION 1. What worked well as this Best Practice was utilized?
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44• Consider using the long-range planning meeting as a convenient forum to discuss other highway/utility issues, such as accommodation policies and reimbursement. What begins as a series of informal planning meetings could eventually evolve into a local, regional, or statewide utility coordination committee.
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45– DOT project engineers should meet individually with representatives from every utility company to minimize the possibility the DOT will reject utilities' relocation plans and require redesign of the relocation. Early involvement can decrease the cost and impact of projects by identifying conflicts that can be avoided.
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46be used on a certain project and what quality level of SUE effort should be used. Recommended Practice: Use a Utility Impact Matrix This is a management tool for identifying potential utility conflicts and analyzing the best solution for each problem.
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47sometimes provides a more comfortable setting for utilities to address their coordination needs. If potentially serious concerns are identified, the DOT representative can then provide liaison between the utility and the highway contractor.
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48• The North Carolina and South Carolina Utilities Coordinating Committees meet annually for a 2-day joint meeting, alternating each year from state to state. Both have many chapters that meet regularly at locations around the states.
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49DOT Office of Contract Management The DOT Office of Contract Management • Prepares legal documents, with the preparatory negotiations and receipt of signatures conducted by district staff; • Provides a legal review of all utility agreements; and • Holds authority to sign utility agreements of up to $1 million on behalf of the Department of Administration. DOT Office of Land Management or Right-of-Way ROW professionals assist other DOT staff by obtaining necessary right-of-way and preparing quitclaim deeds on transportation projects that require additional right-of-way.
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50The permits team • Processes many different types of permits, including access, drainage, and short-form utility permits for temporary installations and maintenance projects; • Checks the accuracy of long-form utility permits; • Verifies field location; • Reviews requests for exceptions to the accommodation policy and provides input; • Reviews utility permits and provides comments or changes or adds special provisions; • Ensures that appropriate district units review utility permits; • Determines additional bond requirements; and • Ensures that utilities complete restoration. Generic Non-DOT Functions Legal Counsel The attorney general assigns an assistant attorney general to act as counsel to the DOT on utility-related issues.
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51tional leadership at the highest levels should be applied to this objective. Application of Sound Project Management In the researchers' discussions with practitioners, a common theme arose.
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52report were selected based on their effectiveness in resolving the utility coordination problems. The team believes that all but two of these recommended practices are sufficiently defined in this report to facilitate broader implementation, but the areas for potential development listed above require additional work before implementation can be started.
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