In the midst of the uncertainty about the next re -authorization project of federal transport, massive transport builders focus even more intensely to deliver projects as profitable as possible and to obtain public confidence, promoting traffic -oriented economic development and the provision of collaborative projects as ways to achieve these goals.
Andy Byford, a special amrak advisor to his Penn Station redevelopment project in New York City, expressed optimism that would revitalize the area around the Manhattan railway core, as did the Paddington station on the Elizabeth Line of the United Kingdom for the London neighborhoods. “In three years, the impact has been out of expectations,” he told the American Public Transportation Annual Conference, held in San Francisco on June 28, July 2. He said that the broadcaster had an impact of $ 57.3 million on the economy.
“The new communities have appeared along the line,” he added. “He is a game changing changer for London.” Byford cited similar success stories in Toronto, Hong Kong, Tokyo, as well as Miami due to the Brightline railway station.
For Penn Station, hope is “having sinks on the ground by 2027,” he said. “It will be a transformation from top to bottom.”
For the area of San Francisco, where driving is still on the low postcovid, the Metropolitan Transport Commission hopes to take advantage of the existing infrastructure to build affordable houses, said Alix Bockleman, chief executive director. Includes the SalesForce tower, which said it is causing a development of 4,000 affordable houses.
Traffic -oriented development is nothing new, Charles Dimaggio, CEO of Greystone Real Estate Advisory Group, said, saying that traffic access plots are sold by up to 20% more than those that do not have. Extension of the number 7 metro line in Manhattan resulted in $ 25 billion private development at Hudson Yards, while the second avenue metro generated up to an estimated $ 7 billion value in a new private property value.
Uncertainty minimized
But traffic agencies should minimize uncertainty about project approval, parking problems, rights and other large risks if they want to attract private funding, Dimaggio Notes. He cited the Los Angeles subway as a good example of an agency that implemented a clear housing policy near its exhibition line, where 12,000 housing units have been built. “To maximize investment integrating planning [early on] To reduce the risk ”for developers, he said.
Minimizing the risk is also in the Center for Collaborative Contracting Methods such as Progressive Design-Build and Contracts Manager General Contractors, which was a popular topic at the conference. One of the risks outside the door is to have the most accurate initial costs of the project, said John Williams, president of the North Region -East of the United States and Canada of Bechtel Infrastructure Corp.
John Haggery, a former chief engineer of the San Diego Governments Association (SANAG), the city’s Regional Planning and Transportation Agency, said that the delivery of the General Contractor of the Construction Manager for the Runners Extension project of $ 2.1 million, 11 kilometers of mountain, included the hiring team that invited him to a training session at the beginning. The session included the revision of common terms to influence a less combative atmosphere, such as “builder” in front of “contractor”, “order of potential change” and “order of change” and “let’s fixed -” in front “is your fault,” he said.
Williams said that the delivery of collaborative projects “is not a synonym for” cuddly “. He said:” It’s about creating authenticity and confidence “in project relationships. It takes time and effort.”
Clayton Gilliland, President of Stacy and Witbeck, added that “not all contractors are wiring for their collaboration,” this project must project these players. As for cost estimators, “let them know what they will see” before transmitting the first cost estimate document, he added.
The Dallas Rapid Transit area was put from design construction to the construction of progressive design on its connection of the 26 -kilometer commuter railway line at the airport, which is almost complete after almost a decade. “You can say nice things in seminars, but when you are in a work of seven to ten years, it is a nuisance,” said Kenny Crabb, head of Archerian Construction programs. Due to this long journey, “sometimes it is good to move the people” if their collaborative spirit begins to score, he advised him.
Haggerty added that it is useful to have a climbing scale if a problem reaches a field level. “Everyone only struggles with what they think is the right solution,” he said. Ultimately, the owner must make a timely decision that is not a “take part”, he said.
Otherwise, CRABB said, “you are fighting nickets, while $ one -bills are flying out the window.”
Looking forward
Agencies also strive to maximize efficiency by renewing the measure of the state of good repair projects in their future capital budgets. The Capital Plan of the New York Metropolitan Transport Authority Authority Authority until 2029 includes a data -based rating system to prioritize these projects and consider the constant cycle of assets aging, said David Coff, principal director of MTA assets planning.
He said that previous capital plans “did not show the whole framework of the need” about a decline of these projects. The current program of the agency will increase the attention of assets such as the substations and railway platforms of Rodalies. Whenever possible, the agency will bring together projects that address both the state of good repair and resilience against climate change, such as raising the substations, improving the slopes and drainage and raising the tracks, he said.
The Utah Traffic Authority adopts a three -year focus on the state of good repair projects, which involves various parties interested each year in the evaluation of the needs, said Jared Scarbrough, its design and construction director. Stacy and Witbeck are currently making a call contract to repair two main interlocutors.
The current $ 3.4 million capital plan of Dallas Area Rapid Transit includes more than 300 good state repair projects, said Trey Walker, his Vice President of Capital Design and Construction. The Agency by 2023 went from the autonomous application of a group of great importance contractors to the recruitment of projects tasks of 250,000 to $ 5 million, added. The process consists of prices and prizes of books open to the price.
Kathryn La Chapelle, Stacy and Witbeck Project Manager added that this process includes a period of collaborative pre -construction of visits to the team’s site, plus the scope and price negotiation. Walker said that more than 30 such contracts have been executed in 16 moths, especially for small projects and work they allow.
No matter the agency culture or project delivery method, flexibility is key, he added. “A common approach can be to maintain a broad area that allows collaboration in individual work and is based on the experience of the contractor in the delivery of projects.”
