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HomeMy WebLinkAboutI. A. FLOOD PROTECTION PROGRAM AND CAPITAL IMPROVEMENT UPDATE 9.24.24Flood Protection Program City Council Update Jeffrey Waller, P.E., Flood Prevention Bond Referendum Oversight Board Chairman Leisha Pica, P.E., Jacobs Engineering September 24, 2024 Q3 2024 Board Updates July : Staff Report on update for the Seatack Drainage Improvements Project August : Staff Report on Water Sensors Program and how linked to projects September : Staff Report on update for the Eastern Shore Drive Phase 1 Master Project The Board meets on the second Tuesday of the month at 2:00 pm at Town Center. Our meetings are open to the public and the public can provide comments. The Board webpage is accessible from the Ripple Effect website, and we can be contacted at the email address posted on our webpage. Seatack Drainage Improvements Project construction Eastern Shore Drive Phase 1 Master Project proposed Lynnhaven Drive pump station rendering Level Green/College Park Pond dredging 3 FPP Active Construction Projects •South Plaza Trail Presidential Blvd Drainage •Windsor Woods Tide Gate near I-264 •Bow Creek Stormwater Park Phase I •Seatack Drainage Improvements •Old Forge Road and Red Lion Road Presidential Blvd looking north between Silina Drive and South Plaza Trail in Windsor Woods FPP Project Milestones Met During Q3 2024 4 Planning Design Permitting Procurement Construction1234 5 Q3 2024 Q3 2024 Q3 2024 Q3 2024 Q3 2024 Preliminary Engineering Report (PER) Detailed Design, 30%. 60%, 90%, 100% Advertise Design-Build or Construction Bidding Commissioning and Testing Complete West Neck Creek Bridge - Draft PER Pungo Ferry - Draft PER second revision Eastern Shore Drive Drainage Bundle Phases 1B-1E - 100% design Bow Creek Stormwater Park Section 2 - 90% design First Colonial Road & Oceania Blvd Drainage Improvements - PS&E ESD Phases 1F-1G Lake Bradford Chubb Lake Pump Station & Outfall Design-Build - RFP Issued Some FPP permits may require 24 months to obtain FPP Communications •City published 24 videos about the Flood Protection Program available to the public. Communications Metrics from June to August 2024 •>18,000 video views •>1.1K video engagements (likes, comments, shares, saves, clicks) •5.8% engagement rate •Videos and blogs reached >48,000 users on all social platforms with more than 77,000 views 5 Q3 2024 Videos Published The Board is here to serve our Community! 6 Future activities of the Board include site visits to Bow Creek Stormwater Park and a return visit to Lake Windsor. The Board will advise City Council members when the topic of our monthly Board meetings is in your district so you can join us. Some Community Meetings include updates regarding the Flood Protection Project, but this could probably be increased. FPP Grant Funding Flood Protection Program Update Q3 2024 Leisha Pica, P.E., Jacobs Program Manager 01 Program Update 02 FPP Risk Reduction Resulting from Process Improvements Q3 2024 Program Update 10 Future Projects Preliminary Engineering 30% Design 60% Design 90% Design 100% Design PS&E Design- Build Construction In -Progress Construction Complete Vista Circle Pump Station West Neck Creek Bridge Sandbridge/ New Bridge Intersection (On Hold) Eastern Shore Drive (ESD)Drainage Bundle Elizabeth River Floodplain Restoration Windsor Wood, PAP, The Lakes Bundle (In design) Windsor Woods Tide Gate Club House Road Drainage Pungo Ferry Road Improvements ESD Roadway Drainage 1F &1G Back Bay Marsh Restoration Lake Bradford/Chubb Lake Pump Station & Outfall (RFP Issued) South Plaza Tra il, Presidential Blvd Drainage Cape Henry Canal Gravity Sewer Relocation Central Resort District Drainage Improvements Poinciana Pump Station First Colonial Rd Oceana Blvd Drainage Bow Creek Stormwater Park (Section 1) Lake Pleasure House Outfall Churchpoint/ Thoroughgood BMP & Conveyance (Design NTP) Bow Creek Stormwater Park (Section 2) Old Forge Road & Red Lion Drainage Lake Bradford Dredging Seatack DrainageFPP Project Status Q2 2024 10 Future Projects Preliminary Engineering 30% Design 60% Design 90% Design 100% Design PS&E Design- Build Construction In -Progress Construction Complete Vista Circle Pump Station West Neck Creek Bridge Sandbridge/ New Bridge Intersection (On Hold) Bow Creek Stormwater Park (Section 2) Elizabeth River Floodplain Restoration First Colonial Rd Oceana Blvd Drainage Windsor Wood, PAP, The Lakes Bundle (In design) Windsor Woods Tide Gate Club House Road Drainage Pungo Ferry Road Improvements ESD Roadway Drainage 1F &1G Back Bay Marsh Restoration Lake Bradford/Chubb Lake Pump Station & Outfall (RFP Issued) South Plaza Tra il, Presidential Blvd Drainage Cape Henry Canal Gravity Sewer Relocation Central Resort District Drainage Improvements Poinciana Pump Station Eastern Shore Drive (ESD)Drainage Bundle Bow Creek Stormwater Park (Section 1) Lake Pleasure House Outfall Churchpoint/ Thoroughgood BMP & Conveyance (Design NTP) Old Forge Road & Red Lion Drainage Lake Bradford Dredging Seatack DrainageFPP Project Status Q3 2024 12 Program Spending through September 17, 2024 Total $83.2M $12.6M since last quarter Program Estimate Q3 2024 Program Variance 5% 13 MASTER PLANNING ($M) BASELINE (BL) ($M) CURRENT ($M) VARIANCE ($M) WINDSOR WOODS, PRINCESS ANNE PLAZA,THE LAKES $337.9 $129.3 $496.5 $29.4 EASTERN SHORE DRIVE $61.5 $29.8 $90.9 -$0.4 LAKE BRADFORD/CHUBB LAKE $146.3 $2.7 $152.3 $3.3 CENTRAL RESORT DISTRICT $113.0 $0.0 $113.0 $0.0 SOUTHERN RIVERS $102.2 $8.0 $110.2 $0.0 STORMWATER GREEN INFRASTRUCTURE $0.0 $37.5 $53.3 $15.8 LINKHORN BAY $0.0 $13.9 $13.7 -$0.2 TOTAL $760.9 $221.1 $1,029.8 $47.8 PlanningPlanningBL$982M $1030M FPP Programmatic Risks Identified in Implementation Plan (February 2022) FPP Program Risks 15 Critical & High Risks 1.Staffing Levels 2.Procurement Coordination 3.Real Estate Timing 4.Project Management 5.Project Controls 6.Communications & Public Trust 7.Operational ReadinessLIKELIHOODIMPACT Low Risk Moderate Risk High Risk Critical Risk 12 3 7 5 6 4 7 Climate Change Tourism Impact Conflicting Policies Private Utility Relocations Regulatory Impacts Staffing & Workforce Working Group We asked what resources issues could impact implementation of the FPP over the next 10 years. Workforce & Staffing Risk Work force availability was one of the highest ranked risks identified for successful implementation of the FPP. •Several vacancies at the beginning of the FPP •Multiple retirements •Leadership vacancies •More staff needed to accelerate work simultaneously Engineering •Concern losing staff. •Staff absences and losses have had a significant impact on processing procurement documents Procurement •Multiple retirements •Leadership vacancies •More staff needed to overcome backlogs •New FPP assets require more staff and specialists Operations 35% Insert your desired text here. Title Placeholder 65% Insert your desired text here. Title Placeholder FPP Workforce Working Group Human Resources & Engineering ©Jacobs [Year] What strategies were employed to mitigate this risk? 18 •Military transitioning programs •Industry websites & professional organizations (ASCE, SWE, NSBE, etc) •Hiring bonuses •Relocation assistance •Placed ads on LinkedIn & Indeed •Partnerships with 7 engineering schools •Staffed booths at community events •(1) Project Manager for Engineering •(1) Project Engineer for Operations Networking Recruiting Advertising Supple- mental Staff The Result Full compliment of Project Managers Engineering & Operations leadership positions filled Most vacancies have been filled Procurement Working Group We asked how can we align and implement streamlined, consistent process, roles, and toolsets across Purchasing & Public Works. Procurement Related Challenges Leading to Potential FPP Risks 01 02 03 Increased FPP workload on top of existing work More projects require more people to maintain schedules Historically long procurement durations Extended procurements shorten timeframes for design and construction Inconsistent procedures noted by user Divisions Staff uncertainty leads to project delays 04 05 06 User Division provide incomplete project documentation Incomplete submittals waste time and impact schedule Concern about legal & SWaM schedule impacts Staff uncertainty leads to project delays Unknown status of contracts Lack of communication impacts project schedules ©Jacobs [Year] NEW PROCESSES •Construction Invitation to Bid (ITB) •Front End Documents (align with VDOT) •Procurement Training Manual NEW DOCUMENTS •Procurement Tracking Report on BeachNet •Contracts SharePoint Site all forms & manuals •60-day Procurement Forecast for FPP projects •Design Procurement Steps •Design-Build Procurement Steps •Processing Construction Change Orders •Legal Procurement Aspects •SWaM Training for PMs & Contracts Team •Annual Service Contracts – streamlined What strategies were employed to mitigate this risk? NEW TOOLS 1.A Working Group was established with staff from Finance, Procurement, Engineering, and the Jacobs Team specialists. 2.A Service Level Agreement was signed between Public Works and Procurement Departments to clarify roles and duration expectations. ©Jacobs [Year] The Results of the Procurement Working Group 01 Standardized Processes Training sessions are available to staff. All Project Managers & Contract staff have been trained. 02 Improved Collaboration & Alignment Stronger working relationships with alignment of process needs. 03 Realistic and Efficient Activity Durations All parties were part of the vetting process and our standard schedule durations have been adjusted. 04 Commitment for Continuous Improvement Listening sessions continue to be held with staff to identify areas for clarification. Procurement Working Group Results “The improvements made for the Flood Protection Program are providing benefits as we implement other capital programs for Transportation and Facilities.” LJ Hansen, Public Works Director Project Management We asked how can we help City staff have the tools and processes needed to effectively implement the FPP Project Management Challenges Leading to Potential FPP Risks 01 02 03 Schedule Delays from Design Review Competing priorities and lack of resources can lead to incomplete reviews and late comments, conflicting comments Permitting Impacts to Design Schedule Long review times, additional testing requirements delay bidding Real Estate Activities Were Taking Longer than Anticipated Resource limitation, design status, design changes 04 05 06 Bidding Timeframes Delay Construction Start Bidding to Award to NTP Change Orders Slow processing can hold up construction for months Invoicing Cumbersome process, not uniformly utilized by vendors The core underlying challenge for Project Managers 1 Original 1995, 200 pages, minor update 2002 Project Management Manual 2 3 Interactive files on SharePoint Process Flow Diagrams Design process to meet outcome Continuous Process Improvement Project Management Working Group Results Updated PM Manual Standardized Processes Alignment with VDOT 19 total processes and sub-processes documented Interactive & Clickable reference documents Power BI On-line Project Status Reports Project Controls We asked what processes and tools are available to streamline delivery of the FPP ©Jacobs [Year] The Importance of Project Controls for Risk Mitigation 28 Program Schedule •Activity-based schedules •Linkages among projects •Critical Path Monthly Progress Report •Monthly City Council Program Reports •Project Dashboards & Monthly PM Reports Variance Documentation •PM Progress Report •Schedule Slippage •Estimates Increase •Risks Monitored •Supply Chain Economics, etcCashflow Forecast •Program spend- down forecast for financial planning •CIP Coordination •Grant compliance Project Reviews •PM Meetings •Debrief Meetings •Change Mgmt Reviews (Gateway) ©Jacobs [Year] Project Controls & Engineering Working Groups Results Utilization of PowerBI driven monthly Project Reports Master Schedule Cashflow Forecast Design-build Model Supply Chain Updates Baseline Cost Metric Engineering -Operations Working Group We asked how can we better align the Operations team with the FPP planning, design, and construction teams. Coordination to avoid FPP risks It is important the Stormwater Operations staff be provided with sufficient resources to operate and maintain the new FPP assets for successful program implementation. •Discuss asset commissioning processes •Increase coordination during design reviews •Forward looking technology such as SCADA & controls Projects to focus on Operations Perspective •Existing resources needed to maintain desired level of service for assets •Improve asset management program •Ramp up of resources and equipment for FPP project needs Identify resources and equipment needed for FPP •Align modeling with operation strategies •Expand technology to understand storm impacts as they occur •Focused discussions on various storm conditions Formalize Strategic Operations Planning Engineering – Operations Working Group Results •Quarterly meetings •Technology discussions •Confirmation of existing asset and system information •Agreement on best practices for FPP projects 1 3 Staffing 2 4 Jacobs Operational Assessment Findings & Recommendations Equipment Facilities Process Improvements 19 new staff positions 1 new CCCTV truck and 1 new excavator Replacement cycle for existing equipment New Stormwater Operations Center Facility rehab at three locations Standard operating procedures (SOP) Asset Management Program Enhancements 33 Communications Working Group We asked how can we effectively communicate the vision and value of the FPP to the community. Vision: What does success look like for the FPP? Flood Protection Sustainable infrastructure for generations to come. Less flooding citywide. Program Efficiency Proactive with clear roadmap for the future. Staff are accepting of change. Increased City-wide efficiency. Public Confidence Goodwill in the community. Citizens understand their role in financing the FPP. External recognition. Staff Engagement Employees are inspired and feel part of the legacy of the work. Staff see success and have tangible achievements. Transparency Transparent and open communication about the FPP, execution, and delivery. 01 02 03 04 05 Comprehensive On-Line Project Information 36 18 Web Pages Videos Explaining Technical Topics 37 Elizabeth River & Lynnhaven Watersheds https://www.youtube.com/watch?v=FegBinpb6RU&list=PLnHgAf8Pr_Lp6PP RuXS6bWqs9E_n7h9yQ&index=1 Outreach through Local News, Radio, and Internet Articles 38 656 FPP Media Mentions Exposure through National/Regional Publications 39 Presentations at Industry Conferences 40 The FPP has an Active Social Media Presence 41 24 Ripple Effect Videos 25 Ripple Effect Blogs Additional Communications Resources 42 Flood Model Visualization & Exposure Tool •Quarterly Council Briefings •District Meetings & Townhalls •Sharing Lessons Learned (Baltimore) Winners of 7 Leading Industry Awards 43 •2022 3CMA Savvy Award •2022 3CMA Diamond Award •2022 VML Innovation Award •2022 Hampton Roads Chapter PRSA Pinnacle Award •2023 PRSA National Silver Anvil Award •2023 America Public Works Association-MidAtlantic Chapter Community Engagement Award •2023 Stormwater Solutions Top Projects Award Communication Working Group Results Transparency Outreach Exposure Recognition Legacy Building Thank you Leisha.pica@jacobs.com