Webber-FAUS - Executive Summaryftp.dot.state.tx.us/pub/txdot-info/spd/cda/sh249/rfp/apparent-best-value/webber-faus...EXECUTIVE SUMMARY Our team specializes in design-build projects

proven teamlocal contractor

extensive resources

1enhances quality minimizes risk exceeds requirements innovative solution SH 249 Extension

EXECUTIVE SUMMARYOur team specializes in design-build projects — Webber and Ferrovial Agroman US Corp. (FAUS) have portfolios of work completed or underway totaling more than $8.7 billion in U.S. design-build projects including $5.5 billion in Texas. And we're local. We have built $750 million in roadway and infrastructure projects in the Houston area. We bring experience on projects surrounding the SH 249 project. Most of our key and support personnel live in the Houston area. Our team's in-depth knowledge of the project area and its history, along with the project's critical issues and stakeholders, will serve as an invaluable resource to successful delivery. We bring solutions, proven tools and techniques and effective strategies to consistently achieve a high level of quality , minimize project risk , exceed your stated requirements/objectives and deliver innovative solutions . Our approach integrates life-cycle and maintenance considerations throughout design and construction.

A. PROPOSAL ORGANIZATION AND CONTENTSOur proposal is organized as requested in Exhibit E of the instructions to proposers and includes all forms and certifications, our project development plan and accompanying schedule and drawings, and our financial and price proposals.

B. CHANGES TO QUALIFICATIONS SUBMITTALWe have no changes to our qualifications submittal beyond those described in Section C, below.

C. CHANGES IN ORGANIZATION, EQUITY MEMBERS, OTHER MAJOR PARTICIPANTS AND KEY PERSONNEL We have no changes to our organization, equity members or other major participants beyond the addition of Webber-FAUS as the lead maintenance firm. Changes to key personnel include the substitution of Pablo del Monte, PE, (for Art Hunter, PE) as our design manager. We also substituted Dennis Sedlachek, SR/WA, R/W-RAC (for Craig Brandt) as our right-of-way acquisition manager and Michael Clough, PE (for Travis Isaacson) as our utility manager. All of these changes were approved by TxDOT.

D. MANAGEMENT, DECISION MAKING AND DAY-TO-DAY OPERATION STRUCTURE Day-to-day and operational decision making authority and accountability will be vested in our project manager, Jose Carlos Esteban. He is TxDOT’s sole point of contact for communication on all items, except those specifically assigned to others. A corporate management committee including senior management for the design-build joint venture will oversee the organization and major strategic decisions.

COMMITMENT

Webber-FAUS will deliver this project — design, construction and maintenance — with a focus on sustainability, economic, environmental and social aspects, and continual improvement. Our team includes: � ACI Consulting (DBE) – Environmental Services

� ATSER, LP (DBE) – Quality Assurance

� Cardno, Inc. – Utility Coordination

� CivilTech Engineering, Inc. (DBE) – Civil, Hydraulic and Drainage Design

� Louis Berger DCE, LLC – Lead Engineering Firm Team Member

� OTHON, INC., Consulting Engineers (DBE) – Lead Engineering Firm Team Member

� O.R. Colan Associates – Right-of-way Acquisition

� Rone Engineering Services, Ltd. – Geotechnical Engineering

� Vesta Rea & Associates, LLC – Public Information

Executive Summaryproven team

local contractorextensive resources


COMMITMENT STATEMENTEach of the major participants on our team that are providing key personnel commit to providing their respective staff. This includes:

� Webber-FAUS – Project Manager Jose Carlos Esteban, Safety Manager Jon Thomas, Right-of-way Acquisition Manager Dennis Sedlachek, Lead Quality Control Manager Fernando Pizarro, Design Manager Pablo del Monte, PE, Construction Manager Miguel Verde, Maintenance Manager Jason Sipes, PE

� ATSER – Lead Quality Assurance Manager Robert Arizola, PE � Cardno – Utility Manager Michael Clough, PE

E. PROJECT DEVELOPMENT PLAN SUMMARYThe Project Development Plan describes our approach to safe, efficient and high-quality services. Features of our plan include:

� Project Management Plan – An organizational approach that facilitates efficient project delivery including on-time completion, protection of the environment, safety for workers and the public, consistent and timely public communication, and a commitment to meet the disadvantaged business enterprise (DBE) goal

� Quality Management Plan – A commitment to implement a project quality management plan that complies with ISO 9001 requirements and incorporates the independent quality firm and TxDOT’s owner verification processes

� Technical Solutions – Innovative design and construction solutions that deliver high-quality improvements and add value for TxDOT, the community, the project’s stakeholders and the traveling public

PROJECT MANAGEMENT PLANOur project management plan serves as the team's guide, clearly designating management processes, approvals, dispute resolutions and overall project control. It defines clear lines of responsibility and roles, and includes a proven system management plan that details quality, environmental, hazardous materials, safety and overall project management policies and procedures. Following are highlights of our project management plan.

ALLOCATING RESOURCES TO ACHIEVE COMPLETIONTo achieve substantial completion of construction within 1,010 days after issuance of notice to proceed 1 for Segment 1, and 1,640 days after issuance of notice to proceed 1, Segment 2, we will assign design and construction teams to each segment. This approach allows design and construction, while integrated, to independently proceed within their respective segments. Each segment will be managed as a stand-alone project with its own management team including a as well as a scheduler, field engineers, superintendents and foremen. Considering Segment 1 will be finishing at the same time as Segment 2 construction will be starting, the construction resources will be planned for transition from Segment 1 to Segment 2 accordingly.

SAFETYWe have an award-winning and proven culture of safety and security driven by our zero accidents goal and our “safety first” attitude. Features of our program include assigning qualified safety professionals, implementing proven practices and tailoring our safety and health plans to each project's specific requirements and unique construction challenges.

Our safety department supports and assists field personnel and management to achieve a safe and healthy work environment free from recognized hazards. They

MEETING TXDOT’S PROJECT GOALS

Our safety program maintains a safe environment throughout construction and maintenance for the public and project personnel including providing alternative escape routes for emergencies such as hurricanes or flooding.




have already begun development of our project-specific safety and health plan that addresses field work hazards and mitigation processes, and complies with all applicable regulations. It will detail all policies, plans, training programs, work site controls and incident response plans. Our safety and health plan will incorporate our proven practices and conform to the requirements of the TxDOT construction program and support TxDOT's 2017-2021 Strategic Plan's Goal 6 — to promote safety.

RISK MANAGEMENTOur planning, design, construction and maintenance teams have already begun the process of anticipating and resolving a host of technical issues associated with this more than 24-mile alignment. This project's major risk areas are related to utilities, phasing (driven by borrow material availability/shortages) and right-of-way availability. Additional challenges include environmental considerations, community issues and coordination concerns inherent in a multi-jurisdictional, geographically extended, large project. We have already begun the process of anticipating problems, evaluating the probability for occurrence (Figure ES-1) and implementing solutions using our risk assessment and mitigation process. The product of that effort is our risk matrix, a summary of which is provided in our technical proposal.

PUBLIC INFORMATION AND COMMUNICATIONKeeping the public informed throughout the project is essential — both identifying potential impacts and ensuring that effective mitigation strategies are developed and implemented. The public involvement and communication plan, created in collaboration between Public Information Coordinator Heather DeLapp and Houston-based subconsultant Vesta Rea & Associates, LLC, will be developed and implemented in coordination with TxDOT.

We will conduct open houses along the alignment in coordination with TxDOT. Due to the uncertainty of construction projects, we anticipate that the frequency of public information activities will increase or decrease as needed to maintain an informed and engaged customer group. These events will address project construction and maintenance, and will provide public input opportunities. We will use advertising, social media, website, print media (newspapers), broadcast media (television and radio) and other outlets based upon the needs and demographics of the specified customer groups. Our communication will be guided by seven core rules to ensure that the overarching objective of the plan is met and positive relationships are maintained among stakeholders and the customer groups (Figure ES-2).

SCHEDULE AND COST MANAGEMENTWe will use collaborative cost, scheduling and electronic content management system software to plan and manage our work. While we will generate the reports and schedule updates required by TxDOT, the real benefit of the applications is that they are adaptable and contingency-focused; they track costs using the resource-loading feature; and they facilitate evaluation of production rates and what-if scenarios used to recover or accelerate schedule. Our schedule, cost and document management systems will be fully compatible with TxDOT systems.

Mitigating Potential TxDOT Cost Increases. We are problem solvers. In addition to managing our costs, we will proactively look for potential issues that could result in cost increases for TxDOT and support their resolution. For example, where possible, we will work with TxDOT to integrate added scope of work requests into the project budget by looking for offsetting value engineering concepts.

Rescheduling Work. Long before any project delays, we will work to anticipate and prevent issues and have schedule recovery strategies ready to deploy that add

Use “Straight Talk”

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Figure ES-2: Seven Core Rules for Public Involvement and Communication Plan

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TAKING SCHEDULING TO THE FIELD

Using Primavera P6 Team Member, our construction team and schedulers will use hand-held devices to track and update tasks in the field. When the construction team updates activity status, it goes immediately to the project controls team.

2 | ORACLE’S PRIMAVERA P6 ENTERPRISE PROJECT PORTFOLIO MANAGEMENT TEAM MEMBER DATA SHEET

O R A C L E D A T A S H E E T

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• Quick, convenient and easy access for Team Members to status their work

• View only the work you are assigned

• Controls to determine which fields are available for update

Review and approval of updates to ensure project integrity

iPad and iPhone applications support updating tasks offline when no internet is available

Figure 1. The Primavera P6 Team Member mobile applications enable users to easily make updates to their assigned tasks from their iPad, iPhone or Android phone.

Figure 2: The Primavera P6 Team Member Web application includes the ability to update progress via a timesheet.

Email Statusing Email statusing enables users to:

Request a filtered list of your current tasks through email or receive an email from the project manager

Update tasks by simply replying and making status updates within the E-mail.

In addition, it serves as an alternate offline solution when internet connectivity is not available.

Figure ES-1: Probability Scale

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and re-allocate resources, expedite materials, extend workdays and other reasonable means. Work-around schedules, to minimize the potential impact of an event, lack of right-of-way access, shortage of materials or other similar items, will be created and implemented as quickly as practicable. Typically, these scenarios will require a temporary shift in resources from one operation to another. Our subcontractors will be our partners in any recovery activity.

ENVIRONMENTAL MANAGEMENTRespect for the environment and quality service are basic elements of our corporate culture; we encourage a culture of environmental responsibility. Environmental awareness of each individual who participates in the project is the target to achieve our goal of zero environmental violations. As shown in Figure ES-3, seeking continuous improvement of our environmental performance is the core of our environmental policy, along with fulfilling the environmental commitments, optimizing the use of natural resources, preventing pollution and controlling the environmental impacts associated with our activities. Environmental Manager Jennifer Oshel will lead our activities to achieve environmental compliance and integration of the commitments into our design, construction and maintenance work.

Additional Permit Support. We will work closely with TxDOT to provide necessary biological and archaeological testing required for Segment 1, and, if needed, support to TxDOT with the testing and sampling required to apply for the Section 404 permit on Segment 2. We will expedite the required right-of-entry permits and conduct field work expeditiously.

Innovative Environmental/Permit Management Features. Our innovative and risk mitigation solutions include:

� Significant Impact Reduction – Starting with design, through construction and maintenance, using proven strategies and multi-disciplinary teams to mitigate and avoid potential impacts

� Revised U.S. Fish and Wildlife Service Policy – Assisting with implementation of new Candidate Conservation Agreements with Assurance policy

� Extensive Noise Study – Conducting an additional noise study in Montgomery County resulting in a more detailed and accurate terrain model (using proper placement and positioning of building/receivers at the terrain level), a road geometry adjustment and more effective noise reduction by potential relocation of the barrier closer to the noise source (see Figures 1-26 and 1-27 on page 39-40 of our Technical Proposal)

TRAINING PROGRAMSOur quality program and corporate culture is based on a continuous improvement culture. Training is one tool we will use to achieve quality, comply with the requirements and incorporate lessons learned. We offer a full spectrum of training including safety, environmental and quality sessions for our construction management, subcontractors and maintenance teams. For training on site, we will use our training trailer.

Our comprehensive training program starts with a project-specific new worker safety and environmental orientation and badging program for all on-site workers as well as specialized trainings depending on roles and responsibilities. These trainings are mandatory for all new workers who have access to the project, from our own new personnel to new subcontractors; only workers who have passed these training programs receive a badge allowing access to the project site. We also offer workforce training for critical crafts,

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Figure ES-3: Environmental Management System Requirements Based on ISO 14001

Our training trailer provides a portable instruction area; on-site

training is conducted without taking up valuable project office space, free of distractions and ready for new training to start only 30 minutes after pulling up at the job site.

SKILLS FUND DEVELOPMENT

PROGRAM

Webber subject matter experts developed curriculum with the help of Lone Star College (the grant administrator) for a skills development program offered by the Texas Workforce Commission. We committed to train 347 employees from positions including foreman, superintendent, party chief, instrument man, equipment operator and field engineer.




leadership development training and training for construction and project management, maintenance, community relations, crisis communications, extreme weather evacuation, quality, safety and environmental management.

QUALITY MANAGEMENT PLANWe assume responsibility for the professional quality, technical accuracy and coordination of all surveys, designs, drawings, specifications, geotechnical investigations, construction, manufacturing, installation, comprehensive maintenance and other services furnished under this contract. The quality management plans will include quality procedures that fully and seamlessly integrate with the independent quality firm and TxDOT’s independent verification process.

Continuous Improvement Program. Plan. Do. Check. Act. As shown in Figure ES-4, our corporate culture is based on continuous improvement. As required by ISO 9001, each year at the project-level quality management system review, we will analyze past year performance data including audits results, customer feedback, nonconformance reports, status of preventive and corrective actions and follow-up actions from previous management reviews.

Functional Independence of the Quality Management Staff. Our quality assurance management team is independent of the line function management and production teams. Reporting to our corporate management, Houston-based ATSER (DBE) serves as our professional services quality assurance firm and independent quality firm. With our full support as indicated by the organizational structure and commitment of our corporate management, the ATSER-provided lead manager, professional services quality assurance manager and independent quality firm manager (and their teams) have full authority to effect changes, open and close nonconformances, approve corrective actions and stop work. Our in-house design and construction quality control teams also have authority to identify and document deficiencies and noncompliance activities; they will share any such events and resolutions with the ATSER team. During the maintenance period, our maintenance quality control manager will be responsible for the quality control routine inspection of project items will be performed daily, weekly, monthly and semi-annually.

QUALITY MANAGEMENT SYSTEM CONTINUAL IMPROVEMENT

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Figure ES-4: Continual Improvement Process

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QUALITY AWARDS

As evidence of our commitment to excellence and quality, we offer a sampling of the awards and recognitions received by our team:

I-635 LBJ ExpressFor its outstanding efforts in maintaining environmental protection and standards throughout each phase of construction, the I-635 LBJ Express project was honored by the American Road and Transportation Builders Association Transportation Development Foundation with a Globe Award in 2013. In 2016, Engineering News-Record awarded the project its Global Best Project in the Road/Highway category.




MAINTENANCE MANAGEMENT PLANWebber-FAUS will self-perform as the lead maintenance firm, providing TxDOT the benefit of our team’s global expertise and knowledge in all aspects of asset management, life-cycle costing and handback. This approach provides additional value for TxDOT and provides one-stop accountability and control for performance and maintenance, eliminating any risk of performance default by third-party operators. This approach also promotes life-cycle considerations from early in the design process through the contract duration. Maintenance Manager Jason Sipes, PE, will lead our maintenance team, starting during construction, through the maintenance phase and turnover to TxDOT.

Transition from Construction to Maintenance. The maintenance team will actively participate in the design review process and during construction to ensure that the team integrates life-cycle considerations into the project. They conduct a thorough acceptance walk-though before substantial completion. Our maintenance records, audits and asset assessments created during construction will already be in our file cabinets when the maintenance phase starts.

DBE and Local Subcontractors. Our maintenance team will include local, DBE and specialty firms. We will provide training to direct-hire and subcontractor personnel in any aspect required for effective performance, environmental protection and safety.

Maintenance Management System. Our vision is transparent communications with TxDOT, providing real-time access to our documents and reports. We will tailor our proprietary cost management (Toll Highway Operating and Reporting System [THORS]) and VUEWORKS asset management systems, inventory and reporting systems for full compliance with TxDOT’s systems. We will use hand-held devices linked to the asset management system to capture asset condition data and inventory changes in the field. This approach prevents duplication of data, enables earliest updating of the inventory and provides access to supporting information for each element during the inspection and maintenance processes.

Risk-based Inspection and Testing. Inspection of project items (including pavements, shoulders, bridges, sound and retaining walls, embankments and cut slopes) will be governed by our maintenance management plan. Inspection frequency of components will be risk-based — higher-risk items will be more frequent, and lower-risk items will be less frequent. After periods of inclement weather or other events that may cause accelerated deterioration, we will intensify the inspection patrols.

Approach to Programming Renewal Work. Renewal work will be categorized into four components — pavement, drainage, bridges and earthwork/embankment/cuttings. Each system will be further divided by segment, creating a rolling program for renewal work that is identified and tracked by system and location (Figure ES-5). Our preliminary renewal work schedule is based on our asset management history and will be updated annually to incorporate the results of the inspection activities. During construction, our maintenance activities will be integrated with our construction work into the same Primavera schedule.

Traffic Control and Operations during Maintenance. All lane closures and other traffic control measures will be coordinated with toll operations and will comply with the contract requirements for hours, length, permitting and notice, including holiday and events such as Texas A&M home football games and the Texas Renaissance Festival. We will combine activities into a single lane closure when possible. When practicable, we will schedule maintenance at night and away from peak commute times (when permitted by the contract).

EXPERIENCED IN CONSTRUCTION

UNDER LIVE TRAFFIC

We will apply the lessons learned and best practices used for traffic management of TxDOT facilities for our construction, maintenance and rehabilitation work. If we can safely manage traffic in construction conditions, we have the expertise to safely manage traffic control for maintenance and rehabilitation work.

Placing typical traffic management for maintenance work

Figure ES-5: Steps in the Rolling Maintenance Program

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TECHNICAL SOLUTIONSOur team developed a thorough understanding of the SH 249 Extension project and has advanced the design and construction plan to a level beyond what is typically provided at this stage. We are committed to the development of concepts and other design and construction solutions that add value to the project for TxDOT, the community, the project’s stakeholders and the traveling public.

ADDED-VALUE COMPONENTSOur team developed and analyzed various alternative technical concepts (ATC) and several other added-value components that improve quality, minimize the project’s environmental footprint, accelerate construction and reduce cost. Our ATCs increase pre-stressed concrete girder release strength for improved quality, relocate passing lanes for improved safety, combine two structures into one resulting in accelerated construction and more. Other value-added features include:

� Extending the Pavement Subgrade – Our design extends the bottom treated subgrade layer up to 10 feet beyond the edge of pavement where treated subgrade is necessary to address potential vertical rise. Exceeding TxDOT's minimum requirements, this minimizes the risk of pavement damage due to swelling, resulting in a higher quality roadway and reduced future maintenance costs for TxDOT.

� Sustainable Approach to Balancing Earthwork – We improved the earthwork balance by optimizing vertical alignments and drainage ditches, minimizing the need to haul material across cross streets and railroad lines, which reduces traffic impacts and truck emissions, supporting TxDOT's air quality goals.

� Access to Landlocked Parcels – We plan to provide access roads for landlocked parcels with business or residential use at the beginning of construction to minimize impacts to the public.

� Re-using and Recycling Material – We will enhance the project's sustainability by re-using demolished concrete for base, sub-base and fill material, and re-using chip cleared material on site for added erosion control and temporary haul road slope stabilization.

� Culvert Crossing Optimization – We provided additional barrels for at least 10 locations to reduce impacts to water surface elevation, and added culvert crossings at three locations (#17D in Segment 1 and #11.1 and #11.2 in Segment 2) to avoid impacts to the watersheds by diverting flow to another watershed.

� Compatibility with Ultimate 2+2 Configuration – Where applicable, we have designed longitudinal ditches and embankment slopes to avoid impacting construction of the ultimate configuration, saving cost for TxDOT on future work.

� Efficient Structure Design – Our optimized bridge design includes a pergola-type structure (Figure ES-6) over the southern crossing of the Union Pacific Railroad track near the Pinehurst area, which accelerates construction and reduces future maintenance costs for TxDOT. Due to the high skew for the Union Pacific Railroad crossing at the north end of the project, we have designed a three-span continuous solution over the railroad tracks as well as straddle bents over eastbound SH 105 (see Figure ES-7).

Figure ES-6: Pergola-type Structure from the 407 East Project in Toronto

Figure ES-7: Straddle Bent Structure from the North Tarrant Express Segment 3A Project in Dallas

ADDED-VALUE FEATURES

Additional innovative added-value components we have developed include: � Longitudinal ditches � FEMA floodway avoidance � Settlement mitigation � Improved stopping sight distance

� Retaining wall reductions � Minimized use of structural joints

� Recycling pavement � Use of on-site batch plants




DESIGN AND CONSTRUCTION PLANOur design and construction approach includes dividing the project into Segments 1 and 2 and managing each of those areas as independent projects, each with dedicated construction teams, while maintaining coordination between segments at the management level to provide consistency in the overall approach. To manage construction, we divided the segments into seven work fronts, which are further divided into 21 zones and grouped right-of-way acquisitions to advance construction early wherever possible. This granular breakdown of the project allows a clear view of constraints including right-of-way availability and utility work, as well as opportunities to advance the distribution of fill across work fronts (see Figure ES-8).

Segment 1. Where TxDOT-provided right-of-way is immediately available in Segment 1, we will begin survey, geotechnical investigations, environmental site assessments and utility relocations. In locations with no utility conflicts, we will start bridge approach work to allow time for embankment settlement. We will then place sub-base followed by paving, markings, signing and barriers. Segment 1 is divided into two sections, which are each divided into two work fronts where work will commence simultaneously (see Figure ES-8).

Segment 2. We anticipate notice to proceed 2 for Segment 2 to be granted 480 days after notice to proceed 1. At least 240 days before notice to proceed 2, we will begin right-of-way acquisitions, utility agreement negotiations, design, survey, environmental site assessments and geotechnical investigations where right-of-entry is available. After notice to proceed 2, we will conclude parcel acquisitions, execute utility agreements, perform utility relocations and perform remaining design studies, environmental site assessments and design. In locations with no utility conflicts, we will start bridge approach work to allow time for embankment settlement and place sub-base followed by paving, markings, signing and barriers. Segment 2 comprises three work fronts, each starting at the south end and progressing to the north (see Figure ES-8).

TRAFFIC MANAGEMENTDriven by developing solutions that minimize disruption to the traveling public and impacts to stakeholders and the communities, our traffic control plan provides minimal interruption to the existing roadways. It includes closures during off-peak hours, and balances efficient work zone constructability with worker and

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Figure ES-8: Project Map

PRIORITY AREAS1 SH 249 TIE-IN, TRANSMISSION LINE, UNION PACIFIC RAILROAD2 26-INCH AND 12-INCH PIPELINE RELOCATIONS3 FILL SOURCE FOR WORK FRONT 1 AND 24-INCH PIPELINE

RELOCATION4 FILL SOURCE FOR SEGMENT 25 FOUR 30-INCH AND ONE 36-INCH CRUDE OIL/GAS LINES6 SH 105, UNION PACIFIC RAILROAD, DIRECT CONNECT, 10

UTILITY RELOCATIONS

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Segment 1, Section 1A Segment 1, Section 1B Segment 2

MAINTAINING MOBILITY

We minimize roadway and lane closures by installing beams at night for all structures crossing railroads and cross streets.

CONSTRUCTION SEQUENCING FLEXIBILITY

On North Tarrant Express Segments 1 and 2, schedule challenges included a large number of utility relocations. To respond, the team re-sequenced the work. Rather than constructing the frontage roads first followed by the general purpose lanes and then the managed lanes as planned, they constructed the managed lanes first, followed by the general purpose lanes and then the frontage roads. This allowed time for the utility relocations to proceed without delaying construction.




traveling public safety. Examples of strategies that minimize inconvenience to the public and other stakeholders, such as the railroads, include:

� Providing access roads to landlocked parcels first to maintain mobility in the community

� Limiting traffic shifts for improved safety and continuity for drivers � Providing consistent signing and pavement markings during each stage of construction to reduce stress on traffic flow

� Keeping the existing SH 249 frontage roads in the Pinehurst area operational throughout construction

� Limiting lanes closures for bridge construction to off-peak hours � Implementing minimal interruptions during off-peak hours for cross drainage and bridge work at SH 105

� Minimizing impacts to businesses, the community and adjacent property owners by working within the existing right-of-way whenever possible

� Keeping business informed of traffic control changes using a "boots on the ground" approach

� Communicating accurate and timely traffic management and construction schedule updates to the public via social media and other tools

RIGHT-OF-WAY ACQUISITIONWe have already conducted extensive research and have developed the least obtrusive right-of-way acquisition plan. Our right-of-way parcel database provides extensive analysis of the 95 properties identified for acquisition, and our right-of-way schedule enables us to develop a list of priority parcels. Our right-of-way team will prioritize obtaining rights-of-entry to properties so that survey, geotechnical, environmental, biological and archaeological site assessments can begin immediately. Landlocked parcels (such as Parcel 149) will be studied and expedited when possible, and parcels to be used for bridge abutments will be prioritized to accommodate the required settlement durations.

UTILITIESThis project has a large number of gas and petroleum pipeline crossings and a significant number of communications, electrical, water and other utilities. Our team’s goal is to avoid relocations of these critical and sensitive utility lines whenever possible by designing the roadway around the utilities or protecting the utilities in place.

The significant research work our team has conducted related to utilities is reflected in our design and construction approach, and is based on the data collected in our Utility Inventory Matrix. With TxDOT approval, our team has met with most of the major utility owners impacted by the project, conducted visual site investigations of the overhead electrical distribution and reviewed existing utility information from record drawings, public information and other sources. Figure ES-9 summarizes our team's utility relocation process.

Figure ES-9: Utility Relocation Process

UTILITY RECORD DRAWINGS AND

CONTRACT CLOSE-OUT

MINIMAL UTILITY WORK (ONLY IF NECESSARY TO RESPOND TO ISSUES)

UTILITY ADJUSTMENTS

UTILITY COORDINATION AND AGREEMENTS

SUBSTANTIAL AND FINAL COMPLETIONCONSTRUCTIONRIGHT-OF-WAY ACQUISITION

DESIGN AS-BUILT DRAWINGS AND CLOSE-OUT

RIGHT-OF-WAY ACQUISITION INNOVATION

Our dual-path approach to right-of-way acquisitions will expedite the condemnation process, should it become unavoidable. This approach mitigates potential schedule impacts (by up to 90 days) created by right-of-way possession delays.

As part of Webber’s traffic control rephasing and optimization on the U.S. 290 project, the team designed and implemented partial traffic switches. By overlapping phases, they have been able to jump-start subsequent phases and significantly accelerate the schedule. Currently, the project is targeted to finish four months early.




F. SATISFYING THE DISADVANTAGED BUSINESS ENTERPRISE REQUIREMENTSWe will establish programs to maximize the utilization of both DBE firms and a diverse workforce through comprehensive outreach, training and compliance. We commit to meeting the 9 percent DBE participation goal for design, construction and maintenance. Under the leadership of DBE expert Angela Roberson who will report to our project manager, we will implement the small business capacity-building mentoring program and a comprehensive job training program. Figure ES-10 summarizes our tools for achieving DBE success.

MENTORING PROGRAM FOR EDUCATIONAL WORKSHOPS We will provide a series of educational workshops based on our successful programs on the I-635 LBJ Express and North Tarrant Express Segments 1 and 2 that delivered significant DBE participation (Figure ES-11). In addition to our in-house programs, we will look for opportunities to partner with organizations such as the Houston Contractors Association, minority and women business associations as well as TxDOT, Federal Highway Administration and U.S. Department of Transportation programs.

BID PACKAGES SIZED FOR SMALL BUSINESS PARTICIPATIONWe will create appropriately sized trade packages by identifying work packages that small businesses can perform or breaking larger packages into smaller ones. This strategy will deliver more opportunities for DBE and other small businesses to comfortably bid and perform the work, contributing to maximizing participation. We will require larger subcontractors to meet the DBE goal for their portions of the work. We will also use flexible bonding requirements (such as requiring bonds by phase instead of the whole contract amount), accelerate payments to assist DBE subcontractors with cash flow and employ other similar strategies to overcome some of the barriers to entry into the heavy highway industry.

AREAS WHERE DBE FIRMS COULD BE UTILIZEDWe will self-perform schedule-critical work such as critical structures and concrete paving to manage risk. Our team includes key DBE partners — lead engineering team member OTHON, drainage consultant CivilTech, quality assurance firm ATSER, public information firm Vesta Rea & Associates and environmental firm ACI Consulting. We expect to subcontract additional work in numerous categories:

� Bridge construction work � Construction survey � Concrete flatwork/pavement � Demolition and removal � Drainage and utility construction � Electrical, lighting, signalization � Environmental � Erosion and sediment control � Excavation/earthwork

� Guardrail � Landscaping and ground maintenance

� Metal and precast material supply � Quality control and material testing � Rebar/reinforcing steel � Technical design and engineering � Traffic control � Towing and trucking

EVALUATING EFFECTIVENESS OF THE PROGRAMObtaining DBE participation on a design-build project requires ongoing commitment and attention to the process as packages roll out. Consistent coordination with key project personnel (especially procurement) as well as stringent record keeping to track our DBE utilization will substantiate the success. At a minimum, we will track our progress toward exceeding the contract goal in the monthly DBE progress report and conduct proactive commercially useful function reviews and on-site visits.

CONSTRUCTION

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Figure ES-11: Example DBE Performance

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DBE

cont

ract

s

GOAL

$163

.8 m

illio

n

ACTU

AL$1

99.3

mill

ion

131

DBE

cont

ract

s

GOAL

$117

.4 m

illio

n

North Tarrant Express Segments 1 and 2

I-635 LBJ Express PROJECTS

COMPREHENSIVE COMMUNICATION

� Establish timely and effective communications with the DBE community

CONSISTENT RESULTSWe consistently achieve DBE participation that far exceeds the established goals.

CORPORATE COMMITMENTS � Webber and FAUS have company-wide commitments to diversity and using DBE firms on their projects

� Several team members are Houston-based DBE firms including OTHON, part of our lead design team

COMMUNITY CONNECTIONS � Build and foster relationships with the DBE community and local associations/groups

� Attend events to educate them about the project, team members and potential contract opportunities

1

2

3

Figure ES-10: Tools for DBE Success

Documents

Webber-FAUS - Executive Summaryftp.dot.state.tx.us/pub/txdot-info/spd/cda/sh249/rfp/apparent-best-value/webber-faus...EXECUTIVE SUMMARY Our team specializes in design-build projects