Edmonton’s Anthony Henday DriveUnique Challenges

Saskatchewan P3 Summit 2014

Regina, Saskatchewan

September 9, 2014

Alberta’s Ring Roads

• Planned in mid-1960’s around Alberta’s two major cities

• Began purchasing land in late 1960’s and early 1970’s

• Freeway standard roadway

Project Delivery Mechanisms

• Traditional Design-Bid-Build

• Design-Build

• Design-Build-Finance-Operate– also known as Public Private Partnerships (P3)

Edmonton Ring RoadCurrent Status

• 90% open to traffic

• Design and construction started in 2000

• 80 km total length

• Fully complete in fall 2016

• $4.3 billion invested to date

Edmonton Ring Road

Edmonton Ring RoadDelivery Time Frames

• Anthony Henday Southwest – 12 years (Design-Bid-Build)

• Anthony Henday Southeast – 3 years (P3)

• Anthony Henday Northwest – 3.5 years (P3)

• Anthony Henday Northeast – 4.5 years (P3)

Calgary Ring RoadCurrent Status

• 70% open to traffic

• Design and construction started in 2003

• 100 km total length

• $1.9 billion invested to date

• Southwest segment remains to be completed

Calgary Ring Road

Calgary Ring RoadDelivery Time Frames

• Stoney Trail Northwest – 12 years (Design-Bid-Build)

• Stoney Trail Northeast – 3 years (P3)

• Stoney Trail Southeast – 3.5 years (P3)

Public Private Partnership Projects

Alberta P3 Philosophy

• P3 projects must demonstrate value for money

• Risk transferred to the party best able to manage it

• Agreement terms and technical requirements set before bids are submitted

• No negotiation after submission of bids

Risk Allocation - Construction

Risk Allocation - Operations

Challenges:Quality Management

• Implementation of contractor’s quality plan– staff with appropriate experience and qualifications

– clearly defined roles for quality control and quality assurance

– authority for quality management team to affect construction operations

– contractor’s ability to make adjustments as required

• Design and construction issues– meeting technical requirements

– addressing non-conformance

– rejection versus modification

– garnering support from consortium level

Challenges:Fast-Track Design-Build

• Ensure it is designed before it is built

• Everything is on fast-track schedule

• Designs are completed and submitted in sub-elements

Challenges:Regulatory Approvals For River Crossing

• Completed some preliminary engineering for river crossings during Functional Planning Study

• Met with Department of Fisheries and Oceans and Transport Canada well in advance of issuing RFQ

• Incorporated regulatory review and input during RFP process

• Expedited contractor’s ability to obtain regulatory approval for construction

Challenges:Utilities within Project Limits

• Completed Hydrovac exposure of all underground utilities (approximately 500) and made information available to proponents during RFP phase

• Existing utility agreements made available to proponents

• Contractor required to coordinate relocations with their work

• Getting utility crossing agreement with several different companies for construction phase

• Shared risk for cost of utility relocations– up to $120 million borne by contractor– from $120 to $160 million shared 50/50 with department– beyond $160 million shared 25/75 with department

Challenges:Agreements with Railway Companies

• Initiated discussions with CP Rail and CN Rail well in advance of issuing RFQ

• Agreement reached on cost apportionment

• Objective to have railway agreements signed and available to proponents during RFP phase

Challenges:Traffic Management During Construction

• Projects include reconstruction of existing freeway and interchanges

• Significant traffic disruptions occur over full duration of project

• RFP included requirements to submit construction management plan along with staging analysis

Challenges:Public Communications

• Multiple stakeholders

• Public expectations– open house/information sessions

– traffic advisories

– addressing complaints

Thank you