1. A New Paradigm for Utility Coordination Kenny Franklin VP of SUE Development Blood Hound

2. INDOT Mission: INDOT will plan, build, maintain and operate a superior transportation system enhancing safety, mobility and economic growth INDOT Values: Respect Teamwork Accountability Excellence INDOT Mission & Values

3. A Common View of Utility Coordination Utility Coordination is a means to get the utilities out of the way of our road project.

4. Traditional Utility Coordination  Survey, 811 Design ticket  Notify Utility Companies/verification  Follow the letter of 105 IAC 13  Establish the right-of-way  Conduct Preliminary Field Check  Design the project to 75% plans  Bring in the utility companies to finalize coordination between stage 2 & 3  Construct the project/pray

5. Results of “Our ROW” Approach Unforeseen surprises in costs and time for both utilities and project owners No discussion on practical design alternatives to save time and money Unnecessary relocations Delays=Change Orders=Frustration Lack of responses on future projects

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8. Road Blocks To Success Right-of-way acquisition Utility impacts and subsequent relocations Environmental permitting

9. Strategic Approach Critical Path Approach Understand critical success factors Identify and understand all partners Obtain accurate information Needs and constraints Align goals Assess risk to obtain CSF Build Critical Path

10. Perspective If you, the team, and your stakeholders do not have the same understanding of the project, problems will present themselves which introduces unnecessary risk.

11. Partners

12. New Paradigm to Utility Coordination Treat the utility companies as business partners from the planning of and initial development of every project so that the most cost-effective approach can be delivered for the public interest!

13. New Paradigm for Utility Coordination Live interaction! Not email! Understand what is important to each of our partners with their facilities! QLB picked up in original Survey

14. Just a Line on the Paper!!

15. $$$ and Over a Year of Impact!

16. The ROI is Compelling

17. New Paradigm – continued Avoid utility impacts whenever feasible  Obtain a ballpark estimate  Provide our Geo-Tech reports  Establish which utilities are reimbursable  Understand that UTC is collaborative and interactive

18. Project Manager Designer Utility Coordinator Utility Independent Operation Collaborative Operation

19. New Paradigm – continued  Establish a preliminary layout for ROW and placement for utilities  Everyone Knows Where Everyone Goes

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21. New Paradigm – continued Determine who will acquire ROW Determine who will physically clear ROW Establish the critical path for the ROW

22. New Paradigm Example

23. New Paradigm – continued Develop a Utility Conflict Matrix Submit justification for all impacts to be shared with utilities – Design memo Build in contract whenever feasible Effective constructability reviews Develop quality work plans and drawings in partnership with utilities

24.  Complete design through tracings  Thorough review of utility work plans, schedules, right-of-way status, and special provisions before letting  Coordinate all pre-construction activities for timely relocations  Be “On-Point” for Post-Letting Construction New Paradigm – continued

25. The facilities of American Electric Power (AEP) Distribution (also known as Indiana Michigan Power) exist within the project limits. The utility could begin to implement work plan 45 days after receipt of the notice to proceed. The utility will be able to complete its involvement with the contract when the contractor has completed staking and clearing the right-of-way in the location of Sta. 54+00 to Sta. 62+50 “S-3(2)-C” such that the utility may adjust its facilities. It is anticipated that the utility will take approximately 75 calendar days to adjust its facilities in such area. AEP Distribution will need 60 days to obtain materials and 45 days to schedule work crews. If questions arise, Mark Walls of the utility may be contacted at 260-408- 1895 or mawalls@aep.com. Special Provision Example

26. Construction Engineering Pay Item Monitoring accurate placement Constructability reviews point out the “risk points” within right-of-way where we need to monitor placement during the utility relocations and our construction.  In-house  Consultant  Contractor

27. Project Delivery Model

28. Benefits to this Approach Manage Critical Path-On time delivery! ROW needs are accounted for early and allow for one presentation to the property owner The project “team” controls the schedule and cost! Each project “Changes the culture!”

29. Critical Path

30. Preservation Projects Have No Utilities?

31. Design Build? Early Coordination to 30% Take project through Verification Provide any initial conflict points known Provide SUE on all urban jobs Design Build Team Confirms preliminary work Accepts full responsibility to complete coordination following 105 and New Paradigm Must protect relationships with partners

32. Partnership

33. Questions?

34. Contact Information Kenny Franklin Blood Hound Vice President of SUE Development kfranklin@bhug.com 317-590-8763