| Hudson-Bergen Light Rail Transit System |
| Utility Relocation for a DBOM Project |
| By Asim K. Datta, Newark, New Jersey 1-973-353-7627,
datta@pbworld.com |
| As the general design consultant to NJ TRANSIT,
PB was responsible for design and management of utility relocation
for the initial operating system of the HBLRTS project. This approximately
$40 million relocation in a densely populated industrial corridor
was a unique and challenging endeavor. |
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PB began the design and management of the 15 km (9.3 mile) -long
Initial Operating Segment (IOS) of the Hudson-Bergen Light Rail Transit
System (HBLRTS) in 1994. As the general design consultant (GDC), PB
carried the responsibilities of the production of preliminary engineering
documents, which in some cases were more than the traditional 30 percent
design drawings.
Due to the unique nature of the design/build/operate/maintain (DBOM)
concept, it was decided to complete the utility design to the 80 percent
to 90 percent level. At the outset, we realized the importance of
successful utility relocation and its impact on the project schedule,
however, and determined this high level to be important.
Identifying Construction Impacts
The project required that 30 percent of the design activities be done
by the Disadvantaged Business Enterprises (DBE). After careful consideration,
PB selected qualified local subconsultants familiar with the area
to complete the existing utility mapping for the IOS. This mapping
included the existing utility information from the municipal and private
utility agencies for a 152-m (500-foot) -wide corridor 76 m (250 feet)
on either side of the alignment. The mapping was validated by field-verification
and revised by PB engineers for CADD standard and technical correctness.
The IOS was divided into nine design units for better management and
design control. It was very important to maintain a tight schedule
and meet the client’s requirements. We completed preliminary
engineering for some of the design units and subcontracted others
out to local DBE subconsultants, while taking complete responsibility
for the management of the design.
We asked each design unit team to review the mapping and, if necessary,
update it by field inspection and additional survey. We then finalized
the existing utility mapping and prepared the “Composite Plan
of Existing Utilities” drawings (25.4 mm = 9.154 m, or 1 inch
= 30 feet). These drawings were sealed and signed by PB.
Designers identified the construction impacts the HBLRTS facilities
would have on the existing utilities, then designed new facilities
and relocated existing ones in accordance with HBLRTS’s Manual
of Design Criteria and the utility agency’s requirements.
They prepared large-scale details as required to address the design
needs.
Designers prepared detailed utility impact matrices for each design
unit to inform the DBOM contractor of each affected utility along
the LRT corridor and the recommended rearrangement solution (Figure
1). To this point, the work processes were the same as those of the
traditional design/bid/construct project.
Figure 1: Utility Impact Matrix |
In-Progress Preliminary Submittal
The demanding schedule created a special challenge for our team. A
design/bid/construct project normally has the luxury of four stages
of submission, review and coordination process—preliminary,
in-progress, pre-final and final. Naturally, the time required is
substantial. For the HBLRTS project, the time available from conception
to the production of final preliminary document was only eighteen
months. We accepted the challenge, and decided to make only one submittal—”in-progress
preliminary.” Schedule was critical.
We sent in-progress design unit submittals to all utility agencies,
received review comments, met with the utilities and municipal agencies
numerous times, coordinated their comments and resolved all conflicts.
Designers checked the impacts due to final storm sewer modifications,
revised utility drawings, accordingly, and updated the utility impact
matrices. Designers completed final preliminary drawings (80 percent
to 90 percent level of design) for the DBOM contractor, ready to be
bid.
Preliminary (DBOM) Submittal
On this DBOM project, contractors submitted their bids based on the
set of preliminary design documents. We were actively involved in
the selection process and helped the client to choose the DBOM contractor,
who was responsible for the final design and construction. It was
decided that all water, sanitary and storm sewer construction would
be done by the DBOM contractor and that all other utility construction
would be done by the respective utility agencies.
As NJ TRANSIT’s representative, we also maintained an active
role during the review and construction phase, continued coordination
with the private utility agencies and eventually received their final
design and construction cost estimates. We then submitted our comments
and resolutions to the DBOM contractor for action.
Because of the higher level of completion of the design, preliminary
(DBOM) submittal was extremely valuable for the DBOM contractor. There
were no surprises for the private and public utility companies. The
utility agreements were in place, funds were available, and construction
was ready to continue at a fast pace.
Final
Design and Construction
PB continued to assist the contractor to resolve design conflicts
and advance the construction. When private developers along the LRT
corridor came up with their plans for future construction and required
additional utility services, we addressed their needs and incorporated
the design into DBOM construction, saving money and disruption to
public right-of-way.
During the construction phase, public and private utilities came up
with additional requirements that we helped to resolve, keeping construction
on schedule.
Conclusion
The following are some of the important factors that contributed to
the success of the project:
- The client was actively involved in the
selection, review and design process.
- Our knowledge of large transit projects
helped the client to anticipate the issues before it became critical.
- We did not underestimate the need for a
detailed existing utility survey.
- We set up and maintained an open channel
of communication with the client.
Our experience coupled with the cooperation of an extremely qualified
and hands-on client helped to make this DBOM project a successful
one. |
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Asim K. Datta, a professional civil engineer
and PB certified senior project manager is the manager of utilities
design, H-BLRTS. His 23 years of service in fixed guideway system
design at PB included two successful projects, Metropolitan Rapid
Transit Authority (MARTA) in Atlanta, Georgia and Bay Area Rapid
Transit (BART) in San Francisco, California.
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