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Chapter 1 - Executive Summary 1
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Chapter 2 - lntroduction and Project Goals I
Chapter 3 - Existing Ut¡l¡ty System Overview 15
Chapter 4 - Data Collection 21
Chapter 5 - Design Criteria and Conceptual Design Description 35
Chapter 6 - Phasing and Sequencing 51
Chapter 7 - Project Delivery Methods 63
Chapter I - Risk Assessment 77
Chapter 9 - Transportation Management Plan 87
Chapter 10 - Public Outreach Program 105
Chapter 11 - Overall Program Opinion of Schedule 109
Chapter 1 2 - Overall Program Opinion of Probable Construction Cost......115
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apter 1
EXECUT¡VE SUMMARY
ln 2006 the Florida Public Service Commission (PSC)voted to amend
the Florida Administrative Code to require investor owned utilities (lOU) to
file comprehensive storm hardening plans. These plans included storm
preparedness initiatlves including the hardening of existing transmission
structures. Storm hardening is ihe upgrading of electrical facilities, as well
as maintenance practices, so they are better able to withstand extreme
weather. Storm hardening of overhead utilities includes:
. replacement of wood poles with concrete or steel poles
' addition of guy wires for pole support
. addition of poles to decrease the span between poles
Florida Power & Light (FPL) has implemented these measures in many
municipalities as these initiatives were rolled out through their service area.
Based on the substantial costs and impacts to the electrical grid caused
by past hurricanes, FPL has embarked on a program to harden their
network of poles supporting feeder infrastructure to increase their
resiliency during future storm events. The Village decided that FPL's
storm hardening program would have a negative impact on the Village's
aesthetics. Considering those impacts along with the reliability and safety
benefits, the Village decided that a conversion of the overhead utilities to an
underground location, also known as undergrounding, should be pursued.
The conversion from overhead to underground facilities will improve
the safety, reliability, and aesthetics of the electric and communications
infrastructure serving the Village.
ln the Spring of 2017, Village Council took the first step in the
undergrounding process and approved to move forward with a publicly
advedised RFQ, which would initiate the process of finding a consultant
to prepare a Master Plan to map out the underground conversion to its
completion.
This master plan will provide a guide for the design and implementation of
the undergrounding program. lt also provides guidance on how to balance
and manage priorities, such as cost, project duration, traffic impacts, and
other capital improvement needs during this ambitious project. This master
plan summarizes the following activities and recommendations:
.î. Data Collection
* Design Criteria and Conceptua¡ Design Description
* Phasing and Sequencing Plan
* Project Delivery Methods
* Risk Assessment
* Traffic Management Plan
* Public Outreach Program
* Opinion of Schedule
A Opinion of Probable Cost
Data Collection
The Village of Key Biscayne is provided with electric service through
redundant subaqueous crossings of transmission [ines below Biscayne Bay
from the mainland to Key Biscayne's substation. Communication services
are routed from the main land over the Rickenbacker Causeway and
then underground along Crandon Boulevard to the Village where they are
then converted to aerial lines mounted to wood or concrete poles shared
1Kimley)>Horn
VILLAGE OF KEY BISCAYNE UNDERGROUNDING OF UTILITIES - MASTER PLAN
with electrical lines. There are approximately 16 pole-miles of overhead
infrastruclure and 12 miles of underground infrastructure within the Village
limits, Much of the overhead utility infrastructure is located in rear yard
easements between street blocks within the single-family residential areas
on the west side of Crandon Boulevard and multi-family areas on the east
side of Crandon Boulevard, Underground infrastructure is often located
within the public right-of-way of ihe Village,
The masler plan considers the various aspects that make the Village
unique, such as zoning and land use designations, traffic, general
topography and soils, types of underground infrastructure that exist, and
plans for other future infrastructure improvements. Future infrastructure
improvements include projects planned by the Village of Key Biscayne,
Miami Dade County Water and Sewer, Miami Dade Traffic, and Hotwire
Communications. Each of these consideralions play a role in how the
overall program will be executed.
Design Criteria and Conceptual Design
Description Development
Through a series of meetings with the Village, FPL, AT&T, Comcast, and
other stakeholder utilities, Kimley-Horn assembled general guidelines for
design criteria for the undergrounding program, These criteria are intended
as guidance for the design of the physical location and placemeni of
conduit and equipment so that consisiency in design and construction can
be realized over lhe life of the program. They do not govern the detailed
electrical or commlrnications network design that will be performed by
FPL, AT&I and Comcast, Network design by the utility owners will be
per-formed based on their then-current design standards. Utility owners
and stakeholders participated in workshops to review design requirements
for the proposed underground infrastructure, define significant equipment
needs to implement the program, and determine their approximate
locations.
The Village is currently implementing a street light program to install new
light poles and fixtures. The undergrounding project will impact a significant
number of street lights within the Village that are currently mounted to FPL-
owned utility poles that will ultimately be removed. Slreet lighting throughout
the Village can be replaced with Village owned custom lighting or with FPL
owned and maintained light poles and fixtures provided under FPLs street
lighting program, included in their Ll-1 Tariff,
Phasing and Sequencing Plan
Development
The masler plan provides a recommended phasing and sequencing plan
for the implementation of the undergrounding program. This plan provides
overall guidance of timing and sequence, but adjustments may be needed
in the future to account for changes in technology, various utility and
stakeholder requirements, and changes with other work programs within
the Village during the implementation of the undergrounding program.
Timing and sequencing should be reviewed at the time of design for each
phase so any necessary adjustments can be made.
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Example of hardened utility poles
The program is proposed to contain four phases, ln an effort to accelerate
the implementation schedule each phase may contain separate sub-
phases or work areas. Each phase is anticipated to have a consiruction
duration of 18 to 24 months. A new phase will begin construction In each
year between2O2O and2024. This allows for adjacent phases to overlap
in their duration, which in turn accelerates the implementation schedule.
ln general, phase 1 through 3 work will begin at the south end of the
Village and progress north while phase 4 will return to the south to convert
Mashta lsland and finish up the west side of the Village. This plan also
provides recommendations related to the timing of major infrastructure
projects performed by the Village and outside entities in an effort to
minimize community impacts and take advantage of potential cost saving
efficiencies.
Project Delivery Method
Recommendation
The Village's undergrounding program is a very large and complex
infrastructure program that will be implemented in a phased manner over
the next four to six years. lt may include not just the undergrounding scope
of work, bul also roadway and stormwater improvements, water main
replacement, and landscaping upgrades. ln developing recommendations
for projecl delivery methods for each of phases, the risks to schedule,
level of service expectations, and cost must be carefully considered. The
more improvements you include in the program the higher the risk. lf
any single-phase falters in any of those three areas of risk, the remaining
phases of the program will be detrimentally affected, For this reason, the
project delivery method must balance those risks while yielding the highest
probability of project success.
Although the delivery meihod that ultimately gets chosen may depend
largely on how much work the Village would like to accomplish as part of
the program, this master plan recommends that the Conslruction Manager
at Risk (CMAR ) method of project delivery be used because, in our
opinion, it yields the highest probability of success for delivering ihe various
phases of the Village's Undergrounding Program.
Kimley>)Horn
1.0 EXECUTIVE SUMMARY
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VILLAGE OF KEY BISCAYNE UNDERGROUNDING OF UTILITIES - MASTER PLAN
Risk Assessment
Risks are involved with any project, and a propct of this magnitude is no
exception. These risks can impact the project schedule and/or the project
costs. By identifying these risks ahead of time, steps can be taken to
mitigate them. An assessment of known risks to budget and schedule,
both in terms of the design phase and construction phase, was made in
order to identify these risks and take steps to mitigate them.
Traffic Management Plan Development
A Transportation Management Plan f-MP) was developed to coordinate
traffic impacts related to both the undergrounding program and other
known significant infraslructure projects to minimize impacts to the
residents and businesses. Based on the recommended phasing
and the sequencing plan, Kimley-Horn assessed the potentialtraffic
impacts from construction of each phase of the project. The TMP
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the Village and affected contractors during the implementation of the
undergrounding program.
The TMP may evolve over time, but its current role is to assist in the
development of the construction phasing plans, traffic control plans, and
project specification documents, and to facilitate discussions between the
Village, designers, utility owners, contractors, and other key stakeholders
related to traffic impacts. lt is a tool to better coordinate construction
traffic impacts as specific permits are applied for by the construction
community. Graphical TMP maps for each phase of the undergrounding
program, along with general traffic control guidelines for the program, were
developed and are contained in this master plan.
Public Outreach Program
Recommendations
The undergrounding project in the Village of Key Biscayne will incorporate a
Public Oulreach Program to ensure that the community is informed on the
process, the benefits, and costs, The Community Outreach Program is a
critical part of the public education and transparency efforts. lt will create a
link between the engineering team, Village staff, elected leaders, the
Undergrounding Task Force (UUTF), utility owners, Village residents, and
the media. The program will engage and communicate with the community
through presentations, print and electronic media, public meetings, and
through a Speakers Bureau.
lnformation and communications to the community should be made
through a variety of mediums and be pedormed in a manner that is most
suitable for the intended audience. For broad based messaging and project
updates, the following methods should be employed:
. Project website
. Project Facebook page/Iwitter postings
. Use of the social app, Nextdoor, to connect neighbors and the
community
. Newsletters or postcards (electronic and prinied direct mailers)
. Email blasts
. Public meetings (including live Tele-Town Hall meetings)
. Media releases
. Communications hotline (telephone)
For messaging related to communicating how the project and
individual phases may impact a particular resident or business owner,
the communication should be tailored to the specific situation. These
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1.0 EXECUTIVE SUMMARY
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situations include communicating information related to specific design
and construction activities that specifically affect the individual resident
or business owner. The following methods should be employed to
communicate with individuals during the design and construction phases:
Direct email, telephone, and/or direct mailings
Neighborhood meetings
lndividual meetings with residents/business owners
As a lesson learned on prior projects it is recommended that direct mailings
be made to inform residents and business owners that the contractor will
be placing equipment within the right-of-way adjacent to their properties.
This enables the project team to get ahead of and coordinate with property
owners who may have questions or concerns regarding the equipment that
will be located adjacent to their homes. This minimizes the impact to the
community as they will know exactly what io expect regardless of whether
or not they granted an easement.
Consistent messaging should occur throughout the duration of the
program to keep the community informed about the various stages of the
process, the progress that is being made, and the goals and milestones
that are being achieved. To that end, a brand logo and tag line has been
developed so that residents can immediately identify communications
related to this project.
Opinion of Schedule
Based on the Phasing and Sequencing Plan, an opinion of schedule was
developed to better understand how each individual phase of the program
would interact with each other during the implementation process.
Schedule considerations were developed through discussions with the
Village, area contractors with expertise in undergrounding, our experience
with recent undergrounding projects, and the utility owners.
Construction activity durations are based on reasonable production rates
from area contractors with undergrounding experlise. Combining these
production rates with mass quantities for the project that were developed
as a part of the opinion of cost development yielded significant activity
durations that were then incorporated into the overall schedule. Utility
design timeframes experienced on other projects currently undenvay were
also considered. Appropriate schedule contingencies were also applied to
account for normalweather impacts, potential geological challenges (rock),
and unforeseen conditions.
The program schedule began in February 2018 with the development of
this master plan. Subsequent to design of Phase '1, construction activities
are expected to begin in the summer ol2O2O. Construction durations for
each phase range from 'l 8Io 24 months depending on the quantity of
work to be performed and complexity of each Phase. To accelerate the
work, the construction schedule for each phase overlaps the previous
adjacent phase construction schedule by six months to one year. The
overlap of the construction activities in each phase is subject to conduit
installation being complete in the previous phase prior to allowing conduit
installation activities to begin in the subsequent phase, This is done
primarily to mitigate traffic impacts, There is an opporlunity to compress
the schedule further by splitting each phase up into two work areas,
however, any fudher compression will be contingent on the utility company
design schedules and easement acquisition timeframes.
The final six months of the construction activity schedule for each phase is
reserved for overhead infrastructure demolition, lt is not expected that this
will be a continuous construction activity. Experience with similar projects
has shown that the coordination required with FPL, AT&T, and Comcast
can be time consuming and lhey need to work sequentially rather than
concurrently to remove facilities. Therefore, this activity requires a certain
duration of time to be accomplished.
Based on our opinion of schedule, all areas of the Village are anticipated
to be converted underground by the end of 2025. Final pole removal is
anticipated to be completed by the end of the first quarter in 2026. The
schedule does contain time contingencies for normalweather impacts,
rock conditions, and typical unforeseen conditions. lt does not account
for significant schedule impacts related to significant weather events that
cause the utility owners to focus efforts on storm recovery rather than
undergrounding, lt also does not consider significant contractor issues
related to litigation, bankruptcy, non-performance, and the like because
these types of issues are impossible to predict.
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5KimleyDHorn
VILLAGE OF KËY BISCAYNE UNDERGROUNDING OF UTILITIES - MASTER PLAN
Opinion of Probable Cost
The master planning process included the development of a Conceptual
Opinion of Probable Cost for the undergrounding program. The Village
does not have an existing budget established for this project, therefore,
there was a desire to evaluate and update the potential costs based on
information obtained through the master planning process. A summary of
total projecf cosfs, including contingency and inflation, is provided in the
following table.
Village of Key Biscayne
Overall Program Opinion of Probable Cost Summary -
August 201 I
1 Overhead to Underground Conversion - FPL $17,900,000
Pro¡ect costs should be tracked throughout the life of the program so that
the opinions of cost for subsequent phases can be updated as actual
expenditures are realized. This may increase the accuracy of the budget
forecasting for the balance of the program as cost projections would be
based on realized Village of Key Biscayne project costs rather than similar
representative projects,
As shown in the summary table, the FPL Government Adjustment Factor
(GAF)Waiver credit has been estimated, lt is expected the Village will
enter into an Underground Facilities Conversion Agreement with FPL for
the conversion of Village-wide overhead facilities. ln accordance with
the FPL Tariff, this program qualifies for a GAF waiver credit of 25o/o.
The GAF waiver credit amount has been estimated at 25o/o of the total
estimated FPL CIAC (contribution-in-aid-of-construction) cost to install
the underground system. Additionally, this past spring the FPL Tariff was
revisecl to inch¡cle acJrJitional cJiscounts. Effective Febnrary 22,2018, cerlain
elements of the CIAC calculation can be excluded if the applicant intends
to convert existing non-hardened feeder facilities to underground feeder
facilities. The calculation would exclude the cost to remove the existing
overhead feeder facilities and the net book value of those feeder facilities.
ln turn, however, the applicant does not get credit for the estimated
salvage value of the existing overhead facilities to be removed,
Revenue generated, or costs related to potentialVillage-owned broadband
infrastructure improvements, are not considered in this opinion of cost.
This is because the Village has not yet formally decided whether or
rroi lhey will proceed wiih i.l-re irrslailalioir of a [.¡roadtrand irrírasiruclur'e
network. The opinion of cost to construct a broadband network and
the projected revenues vary widely across the various options that exist.
While these improvements may be construcled concurrently with the
undergrounding program, any costs related to this effort are not included
in the undergrounding program because this is considered an investment
into improving broadband service to the community and is not a "like-for-
like" replacement of what already exists in an aerial configuration within
the Village.
Expected cost variations may occur throughout the life of the program
based on market conditions, labor and material price fluctuations, and
olher factors. Kimley-Horn has no control over the cost of labor, materials,
equipment, or over the Contractor's methods of determining prices or
over competitive bidding or market conditions. Opinions of probable costs
provided herein are based on the information known to Kimley-Horn at this
time and represent only Kimley-Horn's judgment as a design professional
familiar with the construction industry, Kimley-Horn cannot and does not
guarantee that proposals, bids, or actual construction costs will not vary
from its opinions of probable costs.
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2 Utility Conversion Costs - ATT & Comcast $9,200,000
3 lmpacted Street Light Replacement (Village Custom)$1,100,000
4 Restoration $6,000,000
5 Construction Management $3,800,000
6 Eng i neeri n g/Perm itti ng/Su rveyin g $2,000,000
7 Construction Administration $1,800,000
8 Legal Fees/Easement Acquisition $500,000
I Public Outreach $goo,ooo
10 FPL Credit - 25Yo GAF Waiver $(4,400,000)
11 Subtotal Undergrounding Project Costs $38,200,000
12 10% Contingency $3,900,000
13 lnflation $4,900,000
14 Total Undergrounding Project Costs $46,800,000
Opinion of
Probable
Cost
DescriptionItem
No.
.1 .O EXECUTIVE SUMMARY
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INTRODUCTION AND PROJECT GOALS
lntroduction
Over the past decade, multiple hurricanes have impacted the South
Florida area and caused widespread power and communications systems
disruptions, ln September of 2017 , Hurricane lrma made landfall in the
Florida Keys as a Category 4 hurricane. Within the Village of Key Biscayne
Village) there were reports of many property owners either without power
or communications service for days as utility crews repaired the damage.
Similar to many other municipalities in South Florida, these severe weather
events prompted the Village to investigate the feasibility of relocating the
existing overhead utility infrastructure (electric, telephone, and cable)to an
underground location, also referred to as "Undergrounding."
Over time, portions of the Village have seen conversions of overhead
utilities to an underground location, Much of the overhead utilities for
the east side of the Village are already underground due to large scale
redevelopment. Several small-scale neighborhood projects on the west
side of the Village have undergrounded overhead utilities, including the
Cape Florida neighborhood and more recently, the Harbor Point area
including W Matheson Drive and Bay Lane. While additional projects were
discussed with FPL as far back as 2008, including Crandon Boulevard and
Mashta lsland, these projects were not pursued.
Over the last decade, FPL has been required by the Florida Public Service
Commission (PSC)to harden their electrical distribution infrastructure to
increase system reliability in the wake of the hurricanes experienced in
FPL's service area. Hardened infrastructure generally consists of replacing
existing utility poles with larger concrete poles that can withstand higher
wind speeds. Converting overhead utilities underground is also considered
an equivalent form of hardening. FPL's hardening plan would only harden
the main feeder lines
in the Village, but not
harden any of the lateral
radial infrastructure. lt is
these laterals that serve
most of the homes and
business In the Village.
Village Council agreed
that hardened poles
would have a negative
impact on the Village's
aesthetics. Considering
those impacts along with
IKimley)>Horn
VILLAGE OF KEY BISCAYNE UNDERGROUNDING OF UTILITIES - MASTER PLAN
the reliability benefits, the Village Council decided that a conversion of the
overhead utilities to an underground location should be pursued, ln the
fall of 2016 a feasibility study was prepared that discussed the conversion
process in generalterms and provided a conceptual schedule and opinion
of cost. After the feasibility study was received, and through numerous
public meetings and discussions, the process moved fon¡rard to begin
a master planning process. An Underground Utility Task Force (UUTF)
comprised of citizens of the Village was formed and began to provide
guidance and recommendations to the Village Council on the underground
utility conversion,
ln June of 2018, the Village Council approved a resolution to engage a
financial consultant to begin working on an assessment methodology
to figure out if that would be the best way to assess residents for these
improvements. The assessment methodology report will identify several
distinct, direct, and special benefits derived from an underground
utility system consisting of improved safety, reliability, and aesthetics
of these facilities wiihin ihe Viiiage. A brief description of each of these
attributes follows:
Safety: An underground utility system is generally safer than an
overhead utility system because the electric and communication
cables and equipment are less accessible to accidental contact with
the public and the elements. For example, during windstorm events
overhead facilities may be blown down, creating impacts to property
and exposing the public to the risk of electric shock. Additionally,
routine maintenance of landscaping may cause accidental contact with
overhead powerlines causing a risk of electric shock,
Reliabifity: Based on a report entitled Out of Sight, Out of Mind, An
Updated Study on the Undergrounding of Overhead Power Lrnes by
the Edison Electric lnstitute (2012), an underground utility system is
generally more reliable than an overhead utility system because it is less
susceptible to impacts from weather events, exposure to wildlife, and
contact with vegetation. This is further supported by findings recently
reporled to the Public Service Commission by FPL. They found their
underground systems outperformed their overhead systems in average
interruption cjuration and average interruption frequency by B0%. The
fundamental design concepts of underground utility systems also
create reliability benefits. For example, a typical neighborhood street
in Key Biscayne is served by an overhead radial line connected to a
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Example of Overhead Utilities in Key Biscayne
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feeder circuit that usually dead ends without connecting to
another feeder circuit. With this type of design, if there is a
fault on the radial line all customers connected to the line
will be out of service until it is repaired. In an underground
system, the line serving the street will be looped between
two feeder connection points with an open point in the
middle, generally at a transformer, lf a fault occurs, it will
only affect a poñion of the looped system. Utility crews
responding to the outage can isolate the problem area,
restoring service to as much of the loop as possible while
keeping the impacted area de-energized.
Aesthetics: The Village of Key Biscayne maintains a high
standard of visual aesthetics throughout the community,
The Zoning and Planning Division and the Village Council
are charged with protecting this visual image through
a thorough review process for any construction and
renovation projects within the Village. The relocation of
overhead utilities to an underground location provides an
opportunity to enhance the visual aesthetics of the Village
and allows greater flexibility for architectural and landscape
architectural improvements in areas that were previously
restricted by overhead utilities,
ln the Spring of 2ü8, Kimley-Horn and Associates, lnc. was
selected by the Village to serve as the Engineering Consultant
for the undergrounding conversion program. The initial task was
the development of an overall master plan to provide a guide for
the implementation of the program.
Project Goals
A driving force behind developing a master plan is to balance
and manage potentially competing priorities such as cost,
pro¡ect duration, traffic impacts, other capital improvement
needs, etc., for this ambitious project, The goals and objectives
of the master planning process are as follows:
Collection of data related to existing utility infrastructure
throughout the Village West Mclntyre Street between Glendridge Road and Woodcrest Road
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KimleyDHorn 11
2,0 INTRODUCTION AND PROJECT GOALS
VILLAGE OF KEY BISCAYNE UNDERGROUNDING OF UTILITIES - MASTER PLAN
Collection of data related to planned, major construction projects
within the Village
Development of design criteria to be followed throughout the
duration of the undergrounding program
Development of an implementation plan for new underground
facilities to serve as a guide for the future detailed design phases
ldentification of infrastructure projects that could be constructed
concurrently with the undergrounding program to take advantage
of restoration cost sharing
Development of a sequencing and phasing plan that identifies both
the phase area limits and a conceptual schedule of activities for
each of those phases
Development of a traffic management plan that coordinates the
undergrounding activities with other known significant construction
projects to reduce traffic impacts during the implementation
process
Development of a conceptual opinion of probable construction cost
for the program
Coordination with key project stakeholders to develop the
master plan
Assessment of the risks associated with the undergrounding
program along with risk mitigation strategies
Performance of public outreach to inform the community about the
undergrounding program
The following sections of this master plan will describe each one of these
goals in greater detail along with our recommendations for implementation
of the program.
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A fountain view at Harbor Drive and W Mashta Drive
2.0 INTRODUCTION AND PROJECT GOALS
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EXISTING UTILITY SYSTEM OVERVIEW
The Village of Key Biscayne is predominantly served with electric and
communications services through a network of overhead wires mounted
to wood or concrete poles. It is estimated there are approximately 16
pole-miles of overhead infrastructure within the Village limits. A pole-mile is
defined as the linear distance in miles along a set of utility poles, regardless
of how many wires, cables, or equipment are attached to those poles. This
estimate is based primarily on:
. information conveyed by FPL
r maps that were obtained from FPL, AT&T, and Comcast
. scaled measurements made from those maps
. field observations
Based on our knowledge of the Village and our field observations,
Kimley-Horn is confident this is the most reliable estimate of total overhead
infrastructure. The majority of poles observed in the Village support both
electrical and communications infrastructure. There are a few poles that
support only electrical infrastructure.
The overhead utility infrastructure is often located in the right-of-way of the
major Village roadways, in rear yard easements, and/or rear alleys between
street blocks. The preference is to relocate these lines to the front street
right-otway for the following reasons:
The rear easement is not accessible by utility maintenance vehicles,
which creates problems with wire and equipment installation and
maintenance. Utility providers now require truck access to new
equipment installations, so rear easemenValley installation will only
be allowed if the equipment can be accessed by truck.
The Village would like to abandon the rear easements in cases
where no other utilities remain in the rear easement after the
overhead to underground conversion. There is currently a
combination of electric and communications in the rear easements
Not all of these are present in every easement on every pole.
Existing overhead transformers (left) and capacitor bank (right)
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KimleyDHorn 15
VILLAGE OF KEY BISCAYNE UNDERGROUNDING OF UTILITIES - MASTER PLAN
VILLAGE OF KEY BISCAYNE UTILITIES UNDERGROUNDING MASTER PLAN
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3,0 EXISTING UTILITY SYSTEM OVERVIEW
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VILLAGE OF KEY BISCAYNE UTILITIES UNDERGROUNDING MASTER PLAN
DIRECT/INDIRECT SERVICE MAP
Kimley,)Horn 17
VILLAGE OF KEY BISCAYNE UNDERGROUNDING OF UTILITIES - MASTER PLAN
3.2 Overhead lnfrastructure - Florida
Power & Light
There are some areas of complete underground electrical infrastructure
within the Village, including feeder and primary duct banks, ln 1971 ,
significant underground infrastructure was installed to feed the east side
of the Village. The resorl and condo buildings are fed via underground
duct to vault rooms that house transformers and switches. ln more recent
years Oape l-lorida was undergrounded with old technology, including
below gratJe lranslorrrrer vaults. Tlrese vaults lruusetj llre ultj "uan" slyle
transformers, More recently, the Harbor Point area (including W. Matheson
Drive and Bay Lane)was convefted to underground. ln some cases,
service drops are buried underground from the primary pole line to the
home, however, there are still a significant number of aerial service drops to
both residential and commercial buildings within the Village.
The following table provides general information related to approximate
quantities that make up the FPL power grid within the Village:
3.3 Overhead lnfrastructure - Comcast
Comcast provides the Village with cable
television and communications service NA
throush overhead backbone fiber optic lines COMCAST
on the west side and a mix of overhead and
underground fiber optic lines on the east side,
which then transition to coaxial service lines to the buildings, Based on
maps provided by Comcast, meetings with Comcast representatives, and
observations made by Kimley-Horn, the network originates outside north
of the Village municipal limits and is fed by one main fiber optic cable that
runs south on Crandon Boulevard through Virginia Key to the Village. This
Electrical service is provided to the Village
through a redundant subaqueous Biscayne Bay
trarrsrnissir,ln lirre crossirrg frorn tlre rnainland
beneath the Rickenbacl<er Causeway Bridge and
the Mangrove Preserve that feeds an existing
FPL substation on the nofth side of the Village.
This substation feeds the Village distribulion
grid comprised of feeder lines, radial primary taps, secondary services,
and individual customer drops. As discussed in Section 3.'1, there are
approximately 16 pole-miles of overhead electrical infrastructure. The grid
is fed by seven main distribution cables originating from the substation.
These main distribution cables effectively break the island up into seven
service areas based on the total load capacity of each cable. The service
areas are all interconnected through a series of switches that provide
isolation in the event there is a problem with any specific cable.
To better understand how power is delivered to individual homes and
businesses, the following is a brief overview of the various components
of the existing electrical system within the Village. Electrical power enters
the Village from the substation through one of the seven main feeder
cables described above. These distribution feeders then branch off to
subsequent distribution feeder wires within each of the seven distribution
service areas. Each service area is interconnected with aerial switches that
provide system isolation and redundancy so all the feeder wires essentially
work together to provide power to the Village. Many of the Village's feeder
wires exist underground and head east on Ocean Lane Drive to feed the
eastern neighborhoods and high-density resods and condos. Two others,
one overhead and one underground, feed the single-family neighborhood
on the west side of the Village. Branching from these feeder wires are the
primary distribution wires. These wires are generally those wires that are
located in the rear yard easements. The primary wires are connected to the
overhead transformers that reduce the voltage to a level that is required
by the customer. Secondary service cables then run from the transformer
to a service drop, where the wires run down the poles and transition to an
underground service, or run aerially, to the meter location.
FPL
Number of Utility Poles 701
Approx Length of Overhead Wire 16 miles
12 milesApprox Length of Underground Wire
343Number of Overhead Transformers
Number of At-Grade Transformers 211
Number of Overhead Switches 41
Number of Capicator Banks 13
Table 3-1 - FPL Power System Information
18
)
line then jogs west and lurns south down the Fernwood Road corridor.
From that corridor moving south il generally branches out to the east and
the west to feed the various optical nodes.
To better understand how cable television is delivered to individual homes
and businesses, fhe following is a brief overview of the various components
of the existing cable television and communicafi'ons sysfem fhaf exafs
within the Village. Cable television and communications service enters
the Village through the main fiber optic cable described above. This cable
then branches off to subsequent fiber optic cables that serve individual
fiber nodes providing service to many distinct service areas throughout the
Village. The fiber optlc cables that serve these nodes exists on the main
nodh-south arlerial road, such as Fernwood Road. The nodes provide a
transition from fiber optic service to coaxial cable service. Branching from
these nodes are the main coaxial distribution cables. The coaxial distribution
cables are routed to numerous amplifiers, aerial taps and ground mounted
pedestals that provide the individual coaxial services to the customers, The
main coaxial distribution cables and individual service cables are generally
those wires that are located in the rear yard easements although they are
also co-located with the fiber optic cable on some of the overhead lines,
The following table provides general approximate information related to
Comcast's network within the Village based on maps provided by Comcast
and observations made by Kimley-Horn:
Length of Overhead Fiber Trunk Lines
3.0 EXISTING UTILITY SYSTEM OVERVIEW
3.4 Overhead lnfrastructure - AT&T
AT&T provides the Village with telephone and
communications service through a mix of overhead
and underground backbone copper trunk lines
that then transition to service lines to the building.
AT&T does not keep records of the total length of cable they have installed
in the Village. The system is very mature and mosi of it was constructed in
the early 1960's, The network is fed by one main copper feed. Similar to
Comcast, the one main feed is an underground duct bank that originates
north of the Village's nofthern municipal limits. Through a series of
manholes, this underground duct continues south along Crandon Boulevard
with a secondary route down Fernwood Road. These ducts then converge
on AT&T's main distribution building on Westwood Drive. lt then heads west
on Westwood to feed the southern portion of the Village. From this corridor
moving south lhen west, lines generally branch out east and west and then
nodh and south to feed the Village.
To better understand how telephone service is delivered to individualhomes
and businesses, the following is a brief overview of the various components
of the existing telephone and communications sysfem fhaf ex¡bfs within the
Village. Telephone and communications service enters the Village through
one main copper cables described above. This cable then branches off to
subsequent copper cables that serve a network of Service Area lnterface
(SAl) cabinets and Controlled Environment Vaults (CEV) that provide service
to many distincl service areas throughout the Village. A significant por"tion
of the main trunk line is already underground with radial splices occurring in
manholes along the route. Many of the radials then transition to overhead
locations to serve area customers. The copper cable main lines are routed
to numerous aerial taps and ground mounled pedestals that serve as the
tapping point for individual copper services to lhe customers.
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Length of Overhead Coaxial Trunk Lines 16 miles
Length of Underground Fiber Trunk Lines 2 miles
Length of Underground CoaxialTrunk Lines 13 miles
Number of Fiber Nodes 18
Number of Power Supplies 20
Table 3-2 - Comcast Network lnformation
KimleyDHorn 19
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DATA COLLECTION
To develop a master plan that considers the unique aspects of the
Village, it is important to gather information related to zoning and land use
designations, generaltopography and soils, and the types of underground
infrastructure that exist, as well as the plans for fulure infrastructure
improvements in place at the time of this master planning effort. Each of
these categories plays a role in how the overall program will be executed.
The results of this data collection process are presented in the following
sections.
4.1 Zoning and Land Use
The Village consists of commercial, office, single-family residential,
educational, recreational, multi-family residential, government, and
vacant land uses. There are no industrial areas in the Village. The zoning
map with the zoning designations for the Village are presented on the
following pages.
It is important to understand the relationship that the zoning districts
have with the execution of the project. The needs and priorities of the
commercial community are different than those found in the residential
community. Therefore, the design must consider these differences so that
specific requirements are clearly communicated to the construction team,
An example would be the daily timing of impacts to private property. ln
general, the residential property owner will likely desire impacts to their
properly (such as the brief service disruption that occurs when swapping
the electric and communications services from overhead to underground)
be timed during the middle of the day when they are traditionally away.
Conversely, the commercial property owner will likely desire that service
disruptions occur after hours to avoid business impacts,
4.2 Topography and Soils
lnformation related to topography and soils was collected throughout
the Village from available online sources including the United States
Department of Agriculture (USDA) Natural Resource Conservation Service
(NRCS). The existing topography and so/s maps that were obtained are
presented on the following pages after the Zoning Map.
The soils map represents the general soil classes expected to be found in
the Village. Soil classifications provide insight into drainage characteristics,
expected distribution and extent, typical vegetation, and how coarse or fine
the soil is in various locations.
The primary purpose of gathering this information is to gain an
understanding of the various soil types that could be encountered and how
those soils may impact design and construction. For example, if a dense
rock stratum exists in various locations around the Village, installation of
underground utilities within this layer generally requires specialty excavation
and boring equipment to achieve an acceptable rate of construction
productivity. Having general knowledge of where the rock stratum may be
encountered allows for proper planning related to number of construction
crews and types of equipment required for the selected contractor to
achieve the Village's schedule objectives.
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KimleyDHorn 21
VILLAGE OF KEY BISCAYNE UNDERGROUNDING OF UTILITIES - MASTER PLAN
VILLAGE OF KEY BISCAYNE UTILITIES UNDERGROUNDING MASTER PLAN
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MunicipalZoning
Commercial - Low lntensity
Grand Bay
Hotel Resort
lnstitutional
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Key Colony
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Multi-Family Medium Density
Residential
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Office - Low lntensity
Parkside Residential
Private Club
Public Recreation & Open Spaces
Mllage Estate
Village Residential
lnstitutional
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22
ZONING MAP
4.0 DATA COLLECTION
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Communications
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Homes
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lnland water bodies
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Mu lti-Family, Low-Density
Municipal Operated Parks
Nature Preserves and
Protected Areas
Office Building
Private Drives
Private Recreational
Facilities
Private Schools
Public Schools
Remaining BayWaters
(Excluding Ocean)
Remaining OceanWaters
(Excluding Bay)
Sales and Services
Shopping Centers
(Regional and Community)
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Single-Family, Med.-Density
Street right-of-way and
ut¡lity easements
i -l Streets and Roads
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(HoteLMotel)
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VILLAGE OF KEY BISCAYNE UTILITIES UNDERGROUNDING MASTER PLAN
LAND USE MAP
KimleyDHorn 23
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VILLAGE OF KEY BISCAYNE UNDERGROUNDING OF UTILITIES - MASTER PLAN
VILLAGE OF KEY BISCAYNE UTILITIES UNDERGROUNDING MASTER PLAN
24
TOPOGRAPHIC MAP
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4.0 DATA COLLECTION
Beaches
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VILLAGE OF KEY BISCAYNE UTILITIES UNDERGROUNDING MASTER PLAN
SOILS MAP
Kimley>)Horn 25
VILLAGE OF KEY BISCAYNE UNDERGROUNDING OF UTILITIES - MASTER PLAN
A review of the soils maps reveal that the Village of Key Biscayne is
underlain by two distinct soil classifications:
Canaveral Sand Complex
Urban Land Complex
Urban Land Complex is not a soil type, but rather an area that is unable
to be accurately classified into a soll type due to the amount of existing
development. This leaves Canaveral Sand as the only distinct type of soil
recorded in the Village.
The Canaveral series is a deep, poorly- to moderately-drained soilwith
sand and shell fragments found throughout. The soil can be found along
the coast on low dune like ridges (National Cooperative Soil Survey, 2A14)
On the island, the Canaveral series is found in a few pockets near the
center of the Village.
This soil depicts marine environments with sand and shell deposits found
throughout. Major rock material is not identified in the Village and during
conduit construction this is inrportant for employing the proper machinery
and methods. Because the classification of soils identified by NRCS maps
for the Village is general in nature, we recommend that soil testing be
conducted throughout the phase areas during design to better define the
local soil characteristics.
4.3 Existing Utility lnfrastructure and
Future lnfrastructure Planned lmprovements
To develop a master plan for this project, it is important to understand
the existing ulility infrastructure that will remain in service during the
implementation process and remain after the completion of the program. lt
is also important to identify other significant construction projects that may
occur during the implementation phase of the program so that work can
practically be coordinated, lf these projects are identified ahead of time,
their impacts can be limited to the extent possible.
Kimley-Horn coordinated with the stakeholders listed below to obtain
readily available information regarding the existing utility infrastructure within
or near Village limits:
Village of Key Biscayne
Miami-Dade County
Miami-Dade Water and Sewer Department
AmeriGas
American Traffic Solutions
Hotwire Communications
Florida Power & Lrght (l-PL)
AT&T
Comcast
A description of the type of data collected from each of these stakeholders,
as well as how it impacts the undergrounding program, follows below.
4.3.1 Village of Key Biscayne
The Village of Key Biscayne provided atlas level data of their infrastructure
to Kimley-Horn for review. The Village owns and maintains the following
underground infrastructure that will need to remain after the completion
of the program and remain in service during the implementation of the
program:
Stormwater collection and transmission
Electrical street lighting
The consultant team coordinated with representatives from the Village
of Key Biscayne Manager's office, as well as Public Works regarding
proposed infrastructure projects planned throughout the lsland. The
Village provided project information for its proposed Capital lmprovements
Program (ClP). Based on information provided, there are proposed projects
throughout the Village. These projects can be generally categorized as the
following types:
. Drainageimprovements
. Stormwater pump station improvements
. Street lighting improvements
. Roadway improvements
. Landscapeimprovements
. Recreationalprojects
¡
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26
4.0 DATA COLLECTION
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Traffìc Calming
Landscape I mprovements
Light lmprovements (2018 Project)
Safe Routes to School lmprovements
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lmpacted Roads Stormwater
lmprovements (Prolected 2020 Start for
Tier 2 lmprovements)
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CAPTTAL PROJECTS MAP
Kimley>)Horn 27
VILLAGE OF KEY BISCAYNE UNDERGROUNDING OF UTILITIES - MASTER PLAN
The capital improvements projects (ClP) projects are funded through
generalfunds incorporated into the annual budget. The recreational
projects including field improvements and sports lighting will move forward
independently of the Village's proposed utility undergrounding plan. Street
light improvements are ongoing but a large portion of the existing lighting
will be affected by the undergrounding and will be incorporated into the
u nderg roundi ng pro¡ect. Roadway lm provements l ncl ucle lraffic ca l m i nO
measures and sidewalks may also be included in the undergrounding
program.
ln recent years the Village hired a consultant to prepare a master plan
for the implementation of the Village's drainage inrprovements, wlrich
includes upgrades to stormwater pump stations and gravity drainage
wells. Because the improvements proposed by this drainage master
plan are widespread, Kimley-Horn has been asked to incorporate these
improvements into the undergrounding master plan to realize efficiencies
in constructing them at the same time. Some of the benefits of performing
projects concurrently include:
increased scheduling coordination,
reduction of long term traffic impacts, and
cost savings resulting from shared restoration costs.
The stormwater master plan breaks down improvements into two tiers.
Tier'1 includes implementation of backflow preventers on stormwater
outfalls to reduce the tidal effects on low lying areas. This portion of the
stormwater master plan has been completed. Tier 2 is a much more
extensive undertaking lhat includes a $24-million plan of improvements.
Although the Village has setup a stormwater enterprise to pay for
drainage improvements, the Village currently does not have the budget
to incorporate all the improvements identified in this stormwater master
plan. The Village has recently hired a financial consultant to identify and
establish the necessary fees to pay for these improvements. To spread the
cost of these improvements over the long term, the stormwater master
plan establishes a 1O-year phased completion schedule. Although this plan
extends beyond the estimated timeframe of the underground conversion
program, the Village may elect to accelerate these improvements to share
costs and avoid extending impacts io the Village residents.
A map of the drainage basin areas anticipated to receive improvements
has been created to graphically describe the improvement locations
and anticipated construction years. This map can be seen on the
following page.
4.3.3 Miami-Dade County Public Works
Mianri-Dade County's consultant, High Tech Locatirrg, provided allas level
data for underground street light and traffic signal systems present within
the Village. Although Crandon Boulevard is listed as a state highway, the
County manages and maintains street lights arrd traffic sigrrals on Crandon
Boulevard within the Village. The County also maintains school flashers
on Harbor Drive for St. Agnes School. The County currently has no capital
projects planned for Crandon Boulevard.
4.3.4 Miami-Dade Water and Sewer
Department
Mianri-Dade Courrty Water and Sewer Department provided atlas level
GIS data for the water distribution and sanitary sewer systems within tlre
Village, The County provides the Village with drinking water and sanitary
sewer services under an inter-local agreement. Provided with the GIS
data was information relaied to the materialtype of individual segments
of the water main system. This will help identify opportunities to replace
watermains that have exceeded their useful life during the implementation
of the undergrounding program so work can be properly coordinated. The
County does not currently have any organized program for the systematic
replacement of these aged watermains, so replacement is expected to be
performed on an oppodunistic basis.
The County has no plans for targeted long term watermain replacement
that could be accelerated to be accomplished during the undergrounding
program, However, Village staff expressed interest in replacing all existing
asbestos cement (AC)water main pipe. Kimley-Horn will identify these
segments to be considered for inclusion in the undergrounding program.
It is important to note that the County's data included water mains that
were identified as "unknown" material. During the design phase, in-field
investigation will take place to ensure these water mains are appropriately
categorized and included in ihe scope of improvements as necessary.
¡
28
4.0 DATA COLLECTION
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VILLAGE OF KEY BISCAYNE UTILITIES UNDERGROUNDING MASTER PLAN
STORMWATER MASTER PLAN - PROBLEM AREA MAP
KimleyDHorn 29
VILLAGE OF KEY BISCAYNE UNDERGROUNDING OF UTILITIES - MASTER PLAN
VILLAGE OF KEY BISCAYNE UTILITIES UNDERGROUNDING MASTER PLAN
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WATER LINESASBESTOS CEMENT PIPE MAP
4.0 DATA COLLECTION
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VILLAGE OF KEY BISCAYNE UTILITIES UNDERGROUNDING MASTER PLAN
WATER LINES UNKNOWN MATERIAL PIPE MAP
Kimley>)Horn 31
VILLAGE OF KEY BISCAYNE UNDERGROUNDING OF UTILITIES - MASTER PLAN
4.3.5 AmeriGas
AmeriGas is a private service provider of propane, also known as liquified
petroleum gas (LP-gas). ln a residential capacity, propane is used to fuel
home appliances including furnaces, water heaters, air conditioners,
outdoor grills, range tops, and backup generators among others.
AmeriGas provided Kimley-Horn with a database of lheir customers within
the Village. This information will not significantly influence the master
plan, but will be useful during design and construction to avoid danraging
underground tanks while trenching on private property to service points.
4.3.6 American Traffic Solutions
American Traffic Solutions (ATS) is a private service provider of smaft
transportation solutions. Within the Village ATS provides red light cameras
along Crandon Boulevard at Harbor Drive, Key Colony, and W. Mclntyre
Street. ATS provided Kimley-Horn with record drawings and informaiion
related to their systems. This information will not significantly influence the
master plan but will be critical during design and construction to avoid
dar-naging their lacilities.
4.3.7 Hotwire Communications
Hotwire provided Kimley-Horn with atlas level data of the cable television/
communications distribution system within the Village, as well as detailed
record drawings and information related to their system, Hotwire's existing
infrastructure is entirely underground, They are also currently installing
additional conduit within the Village to serve several new customers. Those
record drawings are forthcoming, Maps of Hotwire's existing network are
t-tot itrcluded in tlris t'¡-raste¡ plar'r docurrrent to protect tlre confitjerrtiality ol
this information.
4.3.8 Florida Power & Light
FPL allowed Kimley-Horn to view atlas level data of the Village's electrical
distribution system. Because much of the east side of the Village is already
underground, FPL was able to provide record drawings of that
underground infrastructure. Maps of FPL's existing electrical system are not
included in this master plan document to protect the confidenliality of
this intormation.
1
tF i ill -,nllìhIìlr
32
Existing multifamily rear service FPL transformer in Key Biscayne
4.3.9 AT&T
AT&ï provided Kimley-Horn with atlas level data of the telephone/
communications distribution system within the Village, as well as detailed
record drawings and information related to their system. Much of the
underground trunk line system will need to remain in service during the
implementation of the program and will need to remain after completion
of the program. Maps of AT&T's existing network are not included in this
master plan document to protect the confidentiality of this information.
4,3.10 Comcast
Comcast provided Kimley-Horn with atlas level data of the cable television/
communications distribution system within the Village. Detailed record
drawings and information related to their system was not available
according to Comcast. Maps of Comcast's existing network are not
included in this master plan document to protect the confidentiality of this
information.
4.0 DATA COLLECTION
Existing Comcast aerial node
Kimley>)Horn
Existing Comcast aerial node power supply
33
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DESIGN
DESIG TN
CRITERIA AND CONCEPTUAI-
DESCR¡PTION
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Through a series of meetings with the Village, FPL, AT&I Comcast,
and other stakeholder utilities, Kimley-Horn has assembled general
guidelines for design criteria to be used throughout the implementation
of the undergrounding program. These guidelines are not intended to
be all inclusive, or the only criteria to be followed during the design and
construction of the overhead to underground conversion improvements,
They are intended as guidance only for the design of the physical location
and placement of conduit and equipment and do not govern the detailed
electrical or communications network design that will be performed by FPL,
AT&T, and Comcast. This criterion is intended to be used as guidelines
during the implementation of the program so consistency in design and
construction can be realized over the life of the program. The criteria are
based on the assumption that all of the overhead utilities in the Village will
be converted to an underground location. They do not contain any criteria
for a hybrid system conversion that consists of padially overhead and
partially underground distribution components, A summary of this criteria
and conceptual design follows below.
5,1 General
The following codes and standards, as applicable, shall govern the design
of the improvements:
. Village of Key Biscayne Code of Ordinances
. Standards Applicable to Public Right-of-Ways and Easements
Within the Village of Key Biscayne
. Miami-Dade County Code of Ordinances
. Florida Department of Transporlation Manual of Uniform Minimum
Standards for Design, Construction and Maintenance for Streets
and Highways (commonly known as the "Florida Greenbook"),
latest edition
. Florida Deparlment of Transportation Design Standards
. Florida Department of Tiansportation Standard Specifications for
Road and Bridge Construction, latest edition
, Florida Building Code, latest edition
. National Electric Code (NEC), latest edition
. FPL Distribution System Standards, latest edition
. AT&T and Comcast System Standards, as applicable
There are some unique characteristics to the Village that also influence the
design criteria for the program. These are described in greater detail in the
following section, Development of the Village began in the early '1800s,
however, it wasn't until the late 1940's where we start seeing official plats
recorded and right-ofway widths start to develop, Typical of development
during this era is the prevalent use of narrow right-oËways for public streets
and utilities. This creates unique issues for the undergrounding program.
Generally, it is desirable to install underground infrastructure on a roadside
shoulder versus under pavement. This allows for a simplified installation at
a lower cost than utilities installed under pavement. While some areas of
the Village have wide right-of-way with plenty of shoulder area to work in,
some areas of the Village are fully developed in that parallel parking, curb,
and streetscape have been installed that effectively eliminates any swale or
shoulder area. ln areas that do have a small amount of roadside shoulder,
J
Kimley)>Horn 35
VILLAGE OF KEY BISCAYNE UNDERGROUNDING OF UTILITIES - MASTER PLAN
this area in some cases has been completely claimed by the adjacent
propefty owners with the inslallation of extensive landscaping, and other
such improvements. While the Village could legally reclaim this right-of-
way for their use, this is not considered an option as it would negatively
alter the visual aesthetic and character of the Village, not to mention create
tension between property owners and the Village, Therefore, installation of
new utility facilities nlusl lre irr l"lre puLrliu riglr[-ul"-way wlterr feasit-rle, untJer
pavement, or in utility easement areas,
Typical residential properties not located directly on either the ocean or
lntracoastalWateru,ray generally have a 5-foot wide platted utility easement
in the rear or side of their property. Mashta lsland and Cape Florida have
6-foot-wide platted easements. This easement is generally adjacent to an
identically sized easement on the neighboring property thereby creating an
effectively 1O-foot and 12-foot-wide easement lt is within this easement
where rearyard overhead utilities currently reside. Unfortunately, this rear
yard easement cannot be used for the new underground electrical and
communications facilities because tlre itrdividual uLiliLy owrlers carrnr-rt
properly access or maintain infrastructure installed in these locations. For
these facilities to be converted underground, they must be relocated to
a front street location in the right-of-way or in an easement accessible
directly from the right-of-way, This does provide a benefit to the landowner
with a 5 or 6-foot easement on the rear or side of their property. If that
easement is no longer needed by any utilities after the conversion process
is complete, it may be abandoned and the properly owner will gain back
that porlion of land with no encumbrances that the easement once held.
5,2 Village of Key Biscayne
As discussed in Section 4 of this master plan, the Village is responsible for
the operation and maintenance of various types of infrastructure within the
Village. The design criteria presented below shall govern improvements
related specifically to undergrounding. Any impacts or improvements
to other infrastructure shall be governed by the design criteria already
established lor those elements by the Village of Key Biscayne. A summary
of recommended specific undergrounding design criteria as it relates to
Village owned and operated infrastructure is summarized below.
5.2.1 Village Owned Conduit
. Conduit to be installed for Village purposes should be HDPE or
PVC suitable for installation by either Horizontal Directional Drilling
(HDD) or open cut methods.
, To achieve cost savings related to joint trenching, conduit routes
fnr ftfure commr¡nications shoLrld follow the ror-rtes of the conduit
being installed as part of the undergrounding program to the
greatest extent practical.
' Place pullboxes at junctions and at intervals sufficient to allow
pulling future cabling.
. Locate pullboxes in the road right-of-way, but off the roadway travel
surface to the greatest extent practical.
. Pullboxes should be provided with electronic markers and/or have
GPS data recorded for future locating purposes.
5.2.2 Village Street l-ighting
The undergrounding project will impact a significant number of street lights
within the Village. The impacted street lights consist of those currently
mounted to overhead utility poles. When these poles are removed, the
street lights will be taken down with them. For this reason, these impacted
street lights will need to be replaced.
The Village is actively implementing a Village wide lighting program.
New street lights have already been installed on Harbor Drive and W.
Mashta Drive. Contracts are currently being finalized with a contractor for
installation of new street lighting down Fernwood Road. The approved
lighting fixtures within the west single-family neighborhood are a GE LED
post top light identified as Avery Streetdreams. Olher areas of the Village
including the Crandon corridor, the multi-family neighborhood between
Galen and E. Enid, and Sonesta Drive use different distinct lighting. As
we move into a detailed design phase, specific types of lighting will be
determined for each area.
As shown on the impacted street lighting map on page 38, some areas
have no existing street lights or the spacing of the impacted lights is not
generally regular. This indicates the lighting levels within a particular area
are non-existent, may be less than a desired illumination level, or may
36
I
Existing FPL-owned street lights
not be uniform, During the design of each pro1ect phase, we recommend
discussions with the Village to determine if any additional street lighting is
desired to be installed concurrently with the undergrounding project.
It is estimated that 1 I B street lights will be impacted by this program
and will need to be replaced. A map af their locations is found on the
following page.Forly (a0) street lights are currently being installed by the
Village as parl of their separate lighting program. lt is also estimated that
a minimum of 41 street lights would be required in the areas of the Village
currently without lighting. A photometric plan would be required to confirm
that quantity.
5.0 DESIGN CRITERIA AND CONCEPTUAL DESIGN DESCRIPTION
Existing Village-owned custom street light
Additionally, the Village may consider installing FPL standard lighting as a
cost-savings measure. FPL currently administers a street lighting program
where they willfurnish and install street lighting. For the standard lighting
options, there is a capital cost of approximately $1,200 per pole for the
installation, but the Village would be required to enter into an FPL Lighting
Agreement that would require the Village to pay a monthly maintenance fee
and electrical service charges to FPL.
A significant drawback to the FPL standard lighting options is they do
not have the same aesthetics as the Village standard lighting and would
need approval to be installed anywhere in the Village. A premium lighting
KimleyDHorn 37
VILLAGE OF KEY BISCAYNE UNDERGROUNDING OF UTILITIES - MASTER PLAN
VILLAGE OF KEY BISCAYNE UTILITIES UNDERGROUNDING MASTER PLAN
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package is also available from FPL, but these increase the monthly fixture
fees. The FPL premium lights are more decoralive and are somewhat
similar to the Village standard street lights, but would still require
Village approval.
Kimley-Horn was able to the review the Village's current RFP submittal to
perform an analysis of the costs related to the FPL premium lighting versus
the Village owned lighting. Kimley-Horn found there is a $1,200 per pole
initial capital costs to installthe FPL premium lighting, as well as a monthly
cost per pole that includes maintenance and energy usage and fixture,
pole, and wire fees. Estimates received from FPL for poles and fixtures
that resemble the Village's custom poles are approximately $SZ per pole
per month. With an approximate installation cost for custom lights around
$8,600 per pole (not including maintenance and energy costs), it would
take almost 12 years of FPL monthly fees to reach the initial capital cost of
the custom pole.
5.2.3 Equipment Placement
. Equipment shall be located to meet the clear zone requirements
contained in lhe Florida Depadment of Transportation Design
Manual, Chapter 215, andlhe Florida Greenbook, as applicable
' Within urban curb or curb and gutter roadway corridors,
equipment shall be placed according to the Florida Depafiment
of Transportation P/ans Preparation Manual, Volume 1 ,
Chapter 4,2.4 - Lateral Offsets. Transportation Design for Livable
Communities criteria shall be applied for applicable roadway
corridors.
. This criterion is applicable for both Village and County controlled
right-of-way.
2.4 Right-of-Way Restoration
. Right-of-way restoration shall meet current Zoning and Land
Development Regulations applicable to Public Right-of-Way
and Easements within ihe Village of Key Biscayne for roadway
pavements, drainage, curbing, and sidewalks.
' Sanitary sewer restoration, where impacted, shall meet current
Standards Applicable to Public Right-otWay and Easements Within
the Village of Key Biscayne,
5.0 DESIGN CRITERIA AND CONCEPTUAL DESIGN DESCRIPTION
Where no standard exists, Miami-Dade County and FDOT standard
specifications shall be used to the greatest extent applicable.
Landscaping outside of easements and right-of-way impacted by
any improvements shall be restored to an equal or better condition
than existed prior to commencement of the work,
5,2.5 Village Policy Recommendations
Easement acquisition will be required in every phase during the
implementation of this program. This process can be challenging and
time consuming. lt is recommended that the Village as a matter of policy
consider requiring the dedication of a front and/or side yard easement be
dedicated for utility use on any property that wishes to obtain a building
permit for a significant renovation or new build pro.¡ect. Access to such
easements will help facilitate lhe program during future phases.
For properties that are undergoing exlensive upgrades or renovations, il
is recommended that electric and communications conduits be installed
to a front street location for future use by the undergrounding program to
connect the home/business to the new underground infrastructure when it
is installed. This will eliminate the need for trenching or boring from the front
street to the meter location in the future.
5.3 Franchise Utilities
Kimley-Horn held design workshops with FPL, AT&T, and Comcast staff
for the purposes of reviewing design requirements for the proposed
underground infrastructure, The following summaries describe the
results of those design workshops. Because FPL, AT&T, and Comcast
consider the locations of their significant electrical and communications
infrastructure elements confidential, any maps or schematics that were
developed as a result of this process are not contained within this master
plan document.
5.3.1 Florida Power & Light
The layout and design of overhead electric infrastructure is different in
nature than underground electric infrastructure. The Village's current
overhead system can be generally described as a series oi main
overhead feeder lines with radial distribution lines that are connected to
5
KimleyDHorn 39
VILLAGE OF KEY BISCAYNE UNDERGROUNDING OF UTILITIES - MASTER PLAN
the feeder lines with fused switches, The feeder lines are interconnected
to provide redundancy, but generally the radial distribution lines are
not interconnected. Conversely, an underground system will have
interconnected feeder lines and distribution lines. This enhances reliability
of the system as it provides multiple feed sources as opposed to a radial
system that provides only one electric feed source.
ln general, there is very little choice in the type of equipment that is installed
when pedorming an underground conversion project. All of the equipment
and materials that are installed are provided by FPL so they are consistent
with their electrical distribution standards. This is done in an effort to
maintain system consistency and cost efficiency in both installation and
maintenance. That being the case, there are now two equipment aspects
of the design where the municipality can make a preference decision.
Two types of switch cabinets can be provided by FPL based on preference
or circumstance; the standard .PME' switch cabinet or the "Vista" switch
cabinet.
The standard PME switch cabinet is the cabinet that is deployed
most commonly in the FPL electrical distribution system.
The Vista cabinet has a slightly smaller footprint, is shorler, and
only requires eight feet of clearance on one side of the cabinet and
3 feet on ihe sides and rear rather than all sides like the standard
switch. This offers some unique advantages when the equipment
is required to be placed in tight spaces or
there is an aesthetic requirement that dictates
the smaller cabinel. The Vista cabinet is also
hermetically sealed to prevent water intrusion.
A significant drawback of the Vista switch
cabinet is that it costs approximately $60,000
more than a standard switch cabinet. For this
reason, our opinion of cost has separated the
added cost of installing Vista cabinets so the
Village can contemplate the level of investment
that makes sense, ln reality, due to space
constraints, some Vista cabinets may be
required regardless of the desire for resiliency.
Two types of concrete pads for transformers can also be provided
by FPL based on preference. One of the major concerns of
the Village is the consistent flooding of low lying areas. When
transformers are flooded, FPL cannot service them until the water
recedes. FPL now offers the choice of the standard 6" concrete
transformer pad, two 6" pads stacked, or a24" concrete pad,
which will raise the translormer an additional '18" above grade. With
concerns about sea level rise and potential for storm surge from
hurricanes, the additional cost of concrete for the taller pads may
be warranted in low lying areas.
FPL will perform the electrical design for the program followed by
Kimley-Horn developing the supplemental conduit plans to aid the Village's
contractor in installing the conduit for the project. FPL has communicated
the following general guidelines related to the design of the improvements.
All FPL electric infrastruciure shall be designed and consiructed
in accordance with the FPL Distribution System Standards, latest
edition. All electrical design decisions will ultimately be made and/ar
approved by FPL,
ln general, overhead electrical infrastructure localed in rear
easements will be relocated to a front street location. There is an
exception, such as the multifamily buildings on Galen, Sunrise,
and E Enid Drives, where the buildings are served from existing
transformers at the rear of the building. As long as FPL has access
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FPL transformer clearance requirements
to the transformers and conduit via private drives, these overhead
lines may be undergrounded within existing easements and
transformers may remain at the rear of the buildings.
The Village is served by two overhead and five underground
separate main feeders from ihe substation that serve specific areas
of the Village based on electrical load and capacity of the main
feeder. Main feeders will not be replaced or upgraded so service
areas within ihe Village will remain the same.
All electrical equipment and materials to be owned and maintained
by FPL at the conclusion of the project and shall be provided
by FPL.
Contractors installing FPL infrastructure must be pre-approved
by FPL.
Switch cabinets will be required at each of the two main overhead
feeder landing poinis in the Village. Switch cabinets will also be
required to separate underground distribulion transformer loops.
Forty-one overhead switches exist today. FPL has stated that
number will be reduced. To the extent practical, standard switch
cabinets are to be used, Vista style switch cabinets can be used
as circumstances may require or as requested by the Village as
previously noted.
5.0 DESIGN CRITERIA AND CONCEPTUAL DESIGN DESCRIPTION
Existing three-phase pad-mounted transformer in Key Biscayne
At least one capacitor bank will be required within the service area
of each feeder. This yields a iotal of seven The capacitor bank must
be located within i 00 feet of a switch cabinet.
FPL prefers 10'x10' easements for single phase transformers,
Open Delta Bank Transformers require a '13'x10' easement. Three-
phase transformers require anywhere from 10'x10' lo 2O'x2O'
depending on the load. FPL prefers 24'x24'easements for switch
cabinets and capacitor banks. Underground feeder splice boxes
require a 7'x22' easement, Underground handhole easements
can vary between 5'x5' and 5'x20' depending on the size of the
handhole and configuration of the undergrounding wiring. Actual
easement dimensions and configurations may vary depending on
the specific situation, field conditions, and types of equipment to
be installed. Easements must be located adjacent to and accessed
from the public right-of-way.
I
Kimley))Horn 41
VILLAGE OF KEY BISCAYNE UNDERGROUNDING OF UTILITIES - MASTER PLAN
Screeneri FPI transformer
Electrical equipment requires 3 feet of clear area on the sides and
rear of the equipment and B feet in the front of the equipment for
access and maintenance. Standard switch cabinets and capacitors
require I feet of clearance on all sides of the cabinet.
Existing handholes connected to existing electrical services to the
building/facility may be reused if they are located near the front
street. Conductor may need to be replaced depending on the load.
Existing handholes located at the rear of the properly will not be
allowed to be reused if the service is being converted from the rear
to the front of the lot. This is for safety, maintenance, and to prevent
unauthorized connections.
New conduit will be installed between the transformer and the
facility service entrance or existing handhole, as applicable, to
contain the service or secondary service cable.
Facility service entrances shall meet current NEC standards for
connection to the new underground system.
Overhead facility services will be converted to an underground
location. This may require replacement of the service entrance if the
meter can cannot accommodate new underground conductors.
Overhead weather heads will be abandoned in place.
a
¡Electrical equipment shall be located so it can be accessed easily
by truck.
Transformers will be located based on electrical loading
requirenrents, For exarrrple, a horl.re willr a large electrical service
may need a single dedicated transformer, Conversely, homes with
smaller electrical services may be able to share a single transformer
Transformers should be located on one side of the street to the
extent practical.
Transformers shall be the "low profile" style to the extent practical.
ln certain situations, such as three phase services and large
services requiring service greater than 75kVA, a "regular" style
transformer shall be used,
Concrete transformer pads shall be 6" in height unless lhe 24"
pads are otherwise requested by the Village or circumstances
require their use.
To plan for the improvements required to implement the underground
conversion of electric utilities in the Village, Kimley-Horn met with FPL on
numerous occasions to discuss proposed routing for new underground
feeders, main feeder switches, and capacitors. The existing subaqueous
transmission line under Biscayne Bay from the mainland to the eubstation
will remain as is. The existing underground feeders leaving the substation
into the Village will be reused and their respective service areas will remain
generally the same based on electrical loading demands.
To minimize the cost to transition back to the existing overhead system and
minimize disruption to the residents, phase boundaries were determined at
Iocations that would encompass the entirety of the adjacent right-of-way
and only impact residents through one phase of construction. Additionally,
phase lines were selected where existing poles are located or where
temporary transition poles could be minimized and set to allow for clean
transltions between phases.
42
f
Existing AT&T cabinets and electrical service in Key Biscayne
Upgrades will be built into the design that include new feeder ties and
looping that will provide enhanced reliability to the Village. Kimley-Horn's
recommendation to the Village is to allow these upgrades to be
constructed, but at no additional cost to the Village since Key Biscayne
should not subsidize system improvements desired by FPL, Costs related
to upgrades should be clearly identified during the development of the
Binding Cost Estimates for each phase so these costs can be credited
along with the applicable Government Adjustment Factor (GAÐ Waiver.
5.0 DESIGN CRITERIA AND CONCEPTUAL DESIGN DESCRIPTION
5.3.2 AT&T
AT&T provides communications service to the Village through a network
of copper cables. Much of the trunk line already exists in an underground
location to their distribution center on Westwood Drive. Distribution
of service is accomplished to most homes and businesses through
underground to overhead transitions at the overhead radial line locations.
AT&T intends to continue service to the Village through a copper system.
They indicated they have plans to upgrade to fiber service in the future
but they are not prepared to make this conversion in conjunction with the
undergrounding program.
AT&T will per-form the communications network design for the program
with Kimley-Horn developing the supplemental conduit plans to aid the
Village's contractor in installing the conduit for the pro¡ecl, AT&T has
communicated the following general guidelines related to the design of the
improvemenls.
Main underground trunklines and equipment shall remain in service
(including exisling SAls and CEVs)
The existing underground trunk line shall be reused. Dislribution of
service will be converted io underground through connection to the
trunk line at existing irunk line manhole locations
Service pedestals will generally be installed in the public rlght-
of-way or the same easement as the electrical equipment.
These pedestals will then provide communications service to ihe
individualfacilities. For pedestals not sharing an easement with FPL
equipment, AT&T prefers a 5'x5' easement.
AT&T prefers major equipment easements io be 10'x10' for their
future fiber equipment needs
Equipment may be located in the right-of-way if sufficient clear
zone requiremenls are met
Pedestals require one foot of clear distance around all sides for
access and maintenance
Pullboxes will be required at regular intervals to facilitate cable
pulling and slack cable storage, AT&T prefers 24"x36" and 30"x48"
pullboxes. Pullboxes are to be located outside of the roadway
surface. When required, pullboxes can be placed in the paved
surface and in this case, will be required to be H-20 load rated.
KimleyDHorn 43
VILLAGE OF KEY BISCAYNE UNDERGROUNDING OF UTILITIES - MASTER PLAN
Çetn
Existing AT&T and Comcast pedestals in Key Biscayne
Conduit will be prov¡ded for service cable between the pedestal
and the facility to be served,
Conduit and pullboxes are to be NEC compliant for
communications service and conduit shall be gray in color.
Equipment and cabling will be provided and installed by AT&T.
Conduit and pullboxes will be furnished and installed by the
Village's contractor.
lnitially, AT&T plans to design a like-for-like coax¡al based network
conversion. This being the case, they plan on reus¡ng all of their existing
ground level Service Area lnterface (SAl) cabinets ihat are found throughout
the Village, ln the future, AT&T has reported that they are budgeting to
install a fiber optic system overlay. To implement this upgraded system,
AT&T will require new Fiber Distribution Cabinets (PFP) and easements
throughout the Vitlage,
ln a recent meeting, AT&T indicated they are open to the oppor-tunity the
underground pro¡ect provides to install a Fiber to the Premises (FfTP)
network. At the time of this master plan AT&T was not under contract by
the Village to prepare detailed design plans, therefore AT&T representatives
could only speak in generalities about the infrastructure necessary for
a "like for like" conversion or a FTTP conversion. ln most cases, PFP
cabinets will be located near existing SAI cabinets or near an existing
controlled environment vault (CEV). lt should be noted that many seruice
pedestals, below-grade vaults, and handholes will be required for the
overhead to underground conversion, but this equipment is not considered
significant. Locations for all equipment elements will be determined during
the detailed design for each phase.
AT&T noted the copper system pedestals are different than the fiber
system pedestals. Easements should provide space for both copper and
fiber pedestals since the fiber pedestal will need to be installed and made
operational prior to the removal of the copper pedestal during the future
fiber overlay program,
Although the Village has expressed a desire to upgrade to FTTP, and this
may be the more cost-effective approach to an AT&T conversion, this
upgrade does not come without its challenges, AT&T sells Legacy services
to residents and businesses that presently have no equivalent for with a
44
5.0 DESIGN CRITERIA AND CONCEPTUAL DESIGN DESCRIPTION
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fiber network. To avoid an additional cost to convert "like for like" services
plus FTTP services, AT&T will need to convince all its Legacy customers
to discontinue their old services and upgrade to a newer technology.
Additionally, AT&T sells its Legacy services to third party resellers who
may be unwilling to pañ with their ongoing customer contracts. This issue
also prevents pole removal since FPL would then top poles and AT&T
would be responsible for removal at an additional cost to the program.
AT&T engineers and planners are aware of these issues and are working
internally to facilitate an FTTP upgrade.
UntilAT&T's contractual issues are resolved, this master plan contemplates
the implementalion of a "like for like" overhead to underground conversion.
5.3.3 Comcast
Comcast provides communications service to the Village through a
network of fiber optic and coaxial cables, The fiber optic trunk line exists in
an aerial pole to pole location. Distribution to most homes and businesses
is through overhead to underground transitions at the overhead radial
line locations. Comcast has offered to upgrade their service to the Village
through installation of a FTTP system. However, the cost of this upgrade
would have to be borne by the Village. Therefore, this master plan
coniemplates installation of a "like for like" fiber optic/coaxial cable system
similar to the current one, except all cabling would be underground.
Comcast will be performing the communications network design for the
program with Kimley-Horn developing the supplemental conduit plans
to aid the Village's contractor for installing the conduit necessary for the
Comcast network. Comcast has provided the following general guidelines
related to the design of the improvements.
Main underground fiber optic trunk lines and power source
equipment can be reused if practical. Reuse of power sources shall
be evaluated during the design phase since this will require a power
source to serve both the new network and existing network during
the cut over phase. This may overload the power source if sufficient
power is not available to serve both networks simultaneously.
One fiber node can accommodate a maximum of 256 connections.
Fiber node service areas should be designed with less than 256
connections to provide room for future growth.
Each fiber node location is suppoded by three pieces of
equipment:
1. a power supply cabinet,
2. a Virtual Hub (VHub) Node Housing,
3. a LocalConvergence Point (LCP)
that serves as the Fiber Distribution Hub (FDH). For a hybrid fiber/
coaxialsystem, the LCP would not be used.
Comcast prefers that the power supply, VHub, and LCP are located
in a common 10'x10' easement. This equipment can also be
located in the public right-of-way as long as the required roadway
clearances are met. The power supply can be separated from the
LCP and VHub by a maximum of 800 feet. Howeve¡ separating the
equipment increases cost due to the additional conduit required to
connect all three pieces of equipment.
The power supply cabinet requires a 120V single phase metered
service from FPL.
Existing pad-mounted transformer with communications pedestals
in the background
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Kimley))Horn 45
VILLAGE OF KEY BISCAYNE UNDERGROUNDING OF UTILITIES - MASTER PLAN
Multiple VHubs and LCPs can be served by a single power supply
and located in a common easement. In locations with multiple
VHubs, an easement larger than 10'x10' may be required.
Cables containing greater than 96 fiber strands will require
24"x36" vaults. Cables containing less than g6 strands can be
accommodated in 17"x30" vaults, Higher fiber count cables will be
found generally closer to node locations, Fiber counts reduce as
the strands radiate from the nodes in the service areas. Vaults are
to be located off of the roadway.
Service pedestals are not required in areas served with 24"x36"
vaults. All service connections can be made direcily from the vault.
Service pedestals and vaults will be installed generally in the
same easement as the electrical equipment. They can also be
installed in the public right-of-way as long as the required roadway
clearances are met. These pedestals and vaults willthen provide
communications service to the individual facilities. For pedestals not
sharing an easement with FPL equipment, Comcast prefers a 5'x5'
easement.
Existing underground AT&T conrmunications rnanhole arrd pad rrourrted pedesl"al irr Key Biscayrre
I
A fiber optic service pedesial or vault can serve up io four homes.
Conduit is required from the pedestalto the service point at the
home if a fiber optic system is installed.
Conduit is required for coaxial service cable to the home. A coaxial
cable service pedestal can serve up to eight homes but Comcast
prefers to design for approximately four homes. Coaxial cable
service lengths should be kept under 150 feet in length.
Equipment may bc locatcd in thc right of way if sufficicnt clcar
zone requirements are met (FDOT or AASHTO, as applicable).
Pedestals require one foot of clear distance around all sides for
access and maintenance.
Pullboxes will be required at regular intervals to facilitate cable
pulling and slack cable storage if long runs exist between service
vaults/pedestals.
Conduit and pullboxes are to be NEC compliant for
communications service and orange conduit shall be used.
Equipment, integrated pedestal vaults, and cabling will be provided
and installed by Comcast. Conduit and pullboxes will be furnished
and installed by the Village's contractor.
I
46
Existing underground electrìcal pull boxes and communications pedestals
in Key Biscayne
lnitially, Comcast plans to design a "like-for-like" coaxial-based network
conversion. Comcast indicated they would like to provision for future
expansion and potentially offer a FTTP network. This would be an upgrade
to the existing Fiber to the Node (Fl-lN) network currently in place.
However, Comcast stated that the additional cosl related to this upgrade
would need to be borne by the Village. This being the case, this master
plan contemplates that a "like for like" fiber/coaxial system (fT-fN network)
will be deployed for the undergrounding program.
At the time of the Master Plan process, Comcast was not under contract
by the Village to prepare detailed design plans, therefore Comcast
representatives could only speak in generalities about lhe infrastructure
necessary for a "like for like" conversion or a FTTP conversion. Comcast
indicated it would be ideal for the phasing to start on the south end of the
Village and work north. ln that sequence, the existing node boundaries
would be maíntained to the greatesl extent possible. Each fiber node
5.0 DESIGN CRITERIA AND CONCEPTUAL DESIGN DESCRIPTION
service area is designed to serve up to a maximum of 256 individual
connections. lt should be noted that many service pedestals and
below grade vaults and hand holes will be required for the overhead to
underground conversion but this equipment is not considered signilicant.
Locations for all equipment elements will be determined during the detailed
design for each phase.
5.3.4 Wireless Technology - Smart Poles
There were previous discussions at Village Underground Utility Task Force
meetings regarding the opportunity to deploy "Smart Pole" technology in
conjunction with the undergrounding project to bolster wireless service.
These poles could also serve as low visual impact antenna for future 5G
wireless technologies and/or Village wide WiFi service.
Kimley-Horn held a meeting with a representative from Hotwire
Communications who was invited to address the UUTF regarding
the deployment of a Fiber communications network and Smart
Poles throughout the Village. However, any of the communications
providers within the Village could assist with the implementation of this
technology. To take full advantage of the Smafi Pole technology a fiber
communications backbone would be required.
For the purposes of this master plan, the term "Smart Pole" will refer to a
street light pole fitted with antennas for cellular and/or WiFi devices. Smart
Poles have been deployed in many markets throughout the U.S. lo develop
a distribuied antenna system (DAS)to improve cellular service, They have
also been utilized to expand WiFi in public places and to enable coverage
for municipalfunctions, supporling data needs of public safety, public
works, transporlation and information technology.
DAS network antennas are generally installed at lower elevations lhan
traditional antennas found on cell towers, DAS infrastructure is also
generally lower power and intended to serve a smaller geographic area.
They are popular in dense urban areas where traditional cell towers are
unfeasible to develop. There are numerous DAS technologies and they
are generally specific lo the telecommunication provider. ln general, the
lower the antenna height the higher the density of poles required to cover a
given area.
Kimley))Horn 47
VILLAGE OF KEY BISCAYNE UNDERGROUNDING OF UTILITIES - MASTER PLAN
Kimley-Horn reviewed the Village's Code of Ordinances related to
Communicalion Towers and noted that towers are a permitted use on
. allVillage-ownedproperiy
. GU; Government Use District and within the Village's RM-30
. High Density Multiple Family District
. HR; Hotel Resorl District
. PUD; Planned Unit Development Districts, provided approval is
granted by the Village Council.
This excludes many of the residential zoning districts in Village where
Smart Pole technology could be deployed.
Kimley-Horn's recommendation is the Village review the zoning code and
consider modifications to regulations for a Smart Pole DASÂlViFi network
deployment throughout the Village, This could include specilic regulations
for permitted locations, aeslhetics, height restrictions, etc. This would
provide better guidance to the cellular industry regarding how they could
successfully deploy such a nelwork within the Village. lt may also supporl
and expand opporlunilies for public-private partnerships (PPP) between
the Village and providers interested in providing wired and wireless
broadband services in the Village,
Kimley-Horn fufther recommends that any costs related to deployment of
a Smart Pole DAS network be borne completely by the cellular industry
and/or broadband providers. lt is also recommended the Village only
install Smart Poles in conjunction wiih their street lighting program if a
wirclcss industry partncr idcntifies
the exact location of where the
poles should be installed along
with the capital to perform such
installation. The Village should
not undertake Smart Pole
installation without a wireless
industry partner because the
individual wireless carrier desired
locations, equipment, and height
requirements are highly variable
and specific, and cannot be
reasonably predicted,
48
Existing FPL aerial switch
FPL feeder splice box
5.0 DESIGN CRITERIA AND CONCEPTUAL DESIGN DESCRIPTION
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PHASING AND SEQUENCING
Through a series of meetings with the Village, FPL, AT&T, Comcast, and
other stakeholder utilities, Kimley-Horn has developed a recommended
phasing and sequencing plan for the implementation of the undergrounding
program that incorporates many different factors specific to Key Biscayne.
These recommendations are intended to serve as guidance during the
design and construction of the overhead to underground conversion
improvements. This is a lengthy implementation process, therefore these
recommendations should be reviewed so adjustments can be made as
may be required, These include accounting for changes in technology,
various utility and stakeholder requirements, Village priorities, and changes
with other capital projects that may influence the implementation of the
undergrounding program in the future.
safe, reasonable, and reliable manner. Part of this regulatory authority
includes the approval of the tariff that sets the rules and regulations FPL
operates under in providing electrical service. The tariff document sets forth
specific rules for the conversion of facilities from overhead to underground
locations.
When local governments apply to FPL to have overhead facilities converted
to underground locations, they can qualify for a GovernmentalAdjustment
Factor Waiver (GAF Waiver) if the conversion prolect meets certain criteria.
The GAF Waiver essentially provides lor a 25o/o discount of the Contribution
ln Aid of Construction (CIAC) that is required to be paid to FPL by the
local government applicant to perform the conversion. That amount is
calculated using the formula defined in section 12.1 in the tariff. ln the latest
tariff revision effective February 22,2018, certain elements of the CIAC
calculation can be excluded if the applicant intends to convert existing non-
hardened feeder facilities to underground feeder facilities, The calculation
would exclude the cost to remove the existing overhead feeder facilities
and the net book value of those feeder facilities. ln turn, however, the
applicant does not get credit for the estimated salvage value of the existing
overhead facilities to be removed. Despite that, the revision typically results
in a lower CIAC to be paid by the applicant.
One criteria that is important to consider when developing an
undergrounding phasing plan is that the conversion must include a
minimum of three pole line miles or approximately 200 detached dwelling
units within a contiguous or closely proximate geographic area to qualify
for the GAF Waiver. lf the conversion program is to be phased, these
minimums may be met over, at most, three phases, and each phase must
begin within one year from completion of the previous phase, The Village's
6.1 Phase Limit Development
To develop the phase limits for the project, several factors need to be
considered. These factors included the following:
. FPL tariff requirements
. Physical size of the Individual phase
. Electric and communication utility system technical requirements
. Cost efficlency
These factors and their influence on the development of the recommended
phasing limits of the program are described in greater detail in this section,
6,1.1 FPL Tariff Requirements
The Florida Public Service Commission exercises regulatory authority
over FPL to ensure that consumers receive their electric service in a
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Kimley>)Horn 51
VILLAGE OF KEY BISCAYNE UNDERGROUNDING OF UTILITIES _ MASTER PLAN
undergrounding program of implementation as recommended in this
master plan meets the criteria to qualify for the GAF Waiver.
Physical Size of the Individual Phase
While the FPL tariff contains minimum prolect size requirements to be
eligible for the GAF Waiver, the individual phase area should not be
excessively large for several reasons:
Multiple phases also provide the opportunity for the Village to
better control the flow of funds to both the utility companies and
the contractor constructing the work. The utility companies require
upfront payment of their construction costs. lf the entire Village
were to be designed and constructed at one time, significant
costs would be incurred very early in the process for matedds and
equipment that may not be installed for severalyears.
The amount of work performed within a given time period needs
to be manageable not only for the Village's contractoç consultants,
and staff, but also for the utility companies. There are operations
that must be perlormed by FPL, AT&I and Comcast so their
scopes of work for both design and construction are feasible to
complete within the given timeframe.
Sufficient lime must be provided in between the construction
starl times of sequential phases to allow for design, permitting,
contractor procurement, and easement acquisition activities.
Design activities are performed by the Village and the utility
companies as a joint effort for each phase. Breaking up the design
into multiple phases allows the initial phases to go to construction
earlier while the balance of the program phases can continue in
design, This overlap of design and construction creates schedule
compression to allow the overall program to be completed in an
expedited manner.
Breaking the project up into multiple components provides for
enhanced competition amongst the contracting community to
perform the work.
Breaking up the total program cost into phases reduces the
bonding capacity required for qualified contractors who may
choose to pursue the individual projects, This allows the pool of
bidders to remain high, which fosters competitive pricing.
Multiple phases reduce the dsk a single contractor fails to execute
the work of a single large phase. Contractor failure introduces risks
to both project schedule and costs related to delays, re-work, re-
mobilization activities, and potential litigation.
Community impacts due to the construction must be considered
in selecting a project size. Each construction phase duration is
anticipated to be 1 8Io 24 months. lt has been our experience
that durations longer than this can cause strain within the
affected community due to traffic impacts, noise, and other
construction-related impacts. We have found that confining
activities in a relatively small area are desired and better tolerated
by the community than large scale activities that impact a large
geographic area.
6.1.2 Electric and Communication Utility
System Technical Requirements
There are also technical requirements that must be considered when
setting the phase area limits for an undergrounding conversion program
For this program, Kimley-Horn held a workshop with FPL, AT&T, and
Comcast to review technical issues and mutually agree upon specific
phasing limits, For the most part, the utility companies were willing to
accommodate the phasing as it is proposed.
FPL and AT&T were relatively flexible with where the phase line limits were
to be located. FPL's recommendation was to ensure that three-phase
service was provided in each of the phases to loop existing feeders.
AT&T was concerned if we skip areas to minimize disruption, additional
plans may be needed to bridge over an area to be constructed in a later
phase, Comcast had the least flexibility because of the way their fiber
optic nodes provide communications service to a very specific area.
Changing an existing node boundary requires a significant amount of
device programming that can both increase cost and create a higher level
of customer disruption during the reprogramming process. To the greatest
extent practical, Comcast recommended our phasing work proceed from
the South end of the Village to the North end because that is how their
fiber trunk line is currently routed. ln any case, temporary facilities may be
necessary for each of the utilities to implement the recommended phasing,
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52
6.0 PHASING AND SEQUENCING
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VILLAGE OF KEY BISCAYNE UTILITIES UNDERGROUNDING MASTER PLAN
OVERALL PHASING MAP
Kimley>)Horn 53
VILLAGE OF KEY BISCAYNE UNDERGROUNDING OF UTILITIES - MASTER PLAN
6.1.3 Cost Efficiency
As with any project of this magnitude, there is a high priority placed on cost
control, Effective cost control begins during the planning process. From an
electrical perspective, phase lines were set to allow the reuse of as much
existing underground infrastructure as possible. For example:
ürandon Boulevard is a natural boundary because the east side
and the west side are linked with underground facilities, therefore
they can be reused and electric and communications cables can
remain in service without the need for replacement in this program.
An underground link to Mashta Island and the mainland also exists,
but FPL stated additional conduit will be required to implement an
underground system.
The existing poles on either side of the bridge can also provide
temporary transition points, as they do today.
Underground feeder lines in phases 2 and 3 can also be reused
to serve proposed facilities for those areas without the need to
replace them.
To reduce the costs, we also took advantage of locating phase limits where
the existing infrastructure lends itself to providing the fewest transition
points throughout the Village. For example, phase lines are defined where
north-south feeders are the only overhead lines that will require transition
poles. By placing a phase limit at these locations, existing radial lines can
remain intact in their entirety, minimizing the number of temporary transition
poles and equipment that are required, thus reducing cost. Since these
transition points are temporary but necessary for the continued provision
of power to the community, it is important the number of transitions be
reduced to the minimum required. The phasing map prepared for this
program includes locations of potential temporary transition poles.
6.2 Sequenc¡ng Recommendations
While the limits of each individual phase were defined, the sequence in
which they are to be constructed was also considered. This master plan's
sequencing recommendations for the undergrounding program, along with
sequencing of additional planned projects (i.e., capital projects, watermain
replacement, etc.), are graphically depicted on the sequencing maps
beginning on page 57 of this master plan.
To develop the recommended sequence for the program, several factors
needed to be considered. These factors included the following:
. Major work programs
. Traffic impacts
. Cost efficiency
. Schedule efficiency
The above factors and their influence on the development of the
recommended sequencing of the program are described in greater
detail below.
6.2.1 Major Work Programs
As discussed in the Data Collection section of this master plan, there are
several major work programs either planned or will be underway during
the undergrounding program, There is a need to coordinate these major
work programs with the undergrounding program to minimize community
impacts to the extent practical. Major work programs in addition to
undergrounding consist of the following:
Village of Key Biscayne Capital lmprovement Program
Village of Key Biscayne Beach Renourishment Program
Miami Dade Water and Sewer Department Watermain Replacement
Village of Key Biscayne Gapital lmprovement Program
There are several projects contained in the Village of Key Biscayne's Capital
lmprovement Program or long-term master plans that must be considered.
Many of these have not yet been funded, but the Village is interested in
bundling them to be constructed within the undergrounding program.
There is also a desire to construct capital projects that are funded from
alternate sources with the undergrounding program to take advantage
of the restoration cost sharing. This is an important consideration when
determining which capital projects should be constructed concurrently with
the individual undergrounding phases,
¡
54
ln general, capital projects that are expected to have significant roadway
impacts should be constructed in conjunction with the undergrounding
program to the greatest extent practical. However, a balance needs io be
struck between maximizing projects within the undergrounding project
schedule and ovenruhelming the community with construction impacts.
Additionally, projects that are required due to public health, safety, and
welfare needs should be implemented quickly and not necessarily delayed
to coincide with a particular phase of undergrounding,
Many of the Villages projects are non-bond funded projects, are relatively
small in scope, and/or are located such that roadway impacts are
minimal or have a brief schedule duration, Therefore, lhese projects are
recommended to be consiructed in accordance with their previously
planned programming schedules. Some projects impacted by the
undergrounding, such as landscape improvements, traffic calming,
sidewalks, and street lighting should be delayed if possible to coincide with
the undergrounding schedule, This will allow for additional restoration cost
sharing benefits,
There is also a recent stormwater master plan that identifies significant
improvements but lacks funding at this time. Projects identified in this plan
are to be funded by the Stormwater Enterprise Fund, however, ihat fund
!s inadequately funded. The Village recently engaged a financial consultant
to develop new rates to begin to fund these projects over the long term.
lf financing permits, it would be extremely advantageous to per-form these
stormwater improvements during the undergrounding program, thus cost
sharing restoration efforts. This would also decrease the impact to the
residents in the long term. ln our experience, most resident complaints
come from people who live in areas impacted by undergrounding and
capital projects at the same time. Provided the funding enables these
improvements and the resident impact is managed properly, this master
plan recommends that these infrastructure projects be constructed in
conjunctlon with each undergrounding phase.
Village of Key Biscayne Beach Renourishment Program
The Village conducts an ongoing Shore Protection program to protect the
coastline. While there are several projects anticipated within this program
that will occur during the span of the undergrounding project, we do not
6,0 PHASING AND SEQUENCING
anticipale much coordination will be required between the programs, since
the beach renourishment project is not in areas undergrounding work will
not be performed. Beach renourishment projects that involve truck hauls
should be coordinated to reduce the impacts of additional traffic volume
through the work zone.
Miami-Dade Water and Sewer Department
Watermain Replacement
As discussed in the Data Collection section of this master plan, Miami-
Dade Water and Sewer Department (WASD) does not currently have a
formalized program for watermain replacement within the Village. However,
at the request of the Village, they are willing to entertain the opportunity
to replace aged watermains during each phase of the undergrounding
program, There is currently no budget available to perform this work,
however, WASD will review the Village's proposal of replacement and
consider adding it to the budget for the next fiscal year. This master
plan's recommendation is to focus on the known watermains consisting
of asbestos cement pipe as requested by the Village. There are other
watermains identified by WASD as being made of an unknown material.
Secondarily, we recommend review of those locations to determine the
most cost-effective approach to their replacement. Because physical
investigation will be required for these unknown watermains, timing of their
replacement may not coincide with the undergrounding program.
lf the County does develop a program of watermain replacement during the
course of the undergrounding project, additional cost sharing opportunities
could be explored through deferral of milling and overlaying activities until
both undergrounding and watermain work is completed.
6.2.2 Traffic lmpacts
The sequencing recommendations for this program are also influenced
by the desire to reduce traffic impacts to the highest degree possible.
A detailed discussion regarding an overalltraffic management plan is
discussed elsewhere in this master plan but on a grander scale, the
beginning of a mitigation plan for traffic impacts begins with sequencing
individual phases.
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KimleyDHorn 55
VILLAGE OF KEY BISCAYNE UNDERGROUNDING OF UTILITIES - MASTER PLAN
Because of how the Village was originally developed and the conflguration
of the land mass and roadways, it would be easy to have two adjacent
work areas undergoing heavy construction at the same time, impacting
a large area of the Village at once. A good deal of consideration and
strategy went into developing a sequence that avoided just that. To that
end, Kimley-Horn recommends that heavy construction activities do
not take place simultaneously in two adjacent phases. For example, as
Phase t heavy construction ends, Phase 2 heavy construction can begin,
and so on and so forth. Heavy construction refers to the installation of the
conduit and equipment pads either by open trenching or directional drilling
operations. While heavy construction activities are taking place in Phase 2,
less impactful activities can take place in Phase 1 such as equipment
installation and demolition of existing facilities. ln this manner, a motorist
can avoid roadways experiencing heavy underground construction and will
never have to drive through two phases undergoing heavy construction
activities at the same time.
6.2.3 Cost Efficiency
ln determining the sequence of ihe phases, cost efficiency was also a
priority, At the completion of each phase, there will be a transition from
the new underground system to the existing overhead system to maintain
connectivity of the systems after the de-energized poles are removed,
These transilions almost always require the installation of new temporary
poles with electric and communication risers. Because these new poles
are temporary and will be removed when their location phase is completed,
it is important to minimize the number of transitions to the greatest
extent possible.
ln order to do this, phases should be constructed sequentially so only one
side of the phase area would require these transitions. The sequencing
this master plan recommends accomplishes this by constructing phases
generally starling from the south end of the Village moving towards
the norlh. This will also minimize the amounl of temporary facilities the
communication utilities need and generally accommodates iheir preferred
sequence of conversion. ln addition, compressing ihe schedule as
discussed in the following section will reduce costs due to inflation and
project general conditions. The sooner the program is complete the less
inflation factors into the overall budget, We recommend accomplishing this
by overlapping phases wherever possible while avoiding significant traffic
impacts to the extent practical.
6.2,4 Schedule Considerations
As discussed in the Physical Size of the lndividual Phase section, individual
phases were developed considering work that could reasonably be
performed in an 18 to 24-month continuous period. To gain schedule
efficiency, Kimley-Horn recommends work in adjacent phases overlap each
other to avoid waiting until final completion of one phase before beginning
work in a subsequent adjacent phase, This recommendation is discussed
in further detail in the Overall Program Opinion of Schedule section of this
master plan. ln general, this would allow for service conversion work and
overhead infrastructure demolition to occur in one phase, while heavy
underground work would occur simultaneously in the adjacent phase.
ln no case do we recommend heavy underground work be performed
simultaneously in adjacent phases. This avoids significant traffic impacts
expected if these activities were allowed to occur simultaneously in
adjacent phases.
Phases in the commercial areas of the Village are anticipated to be more
technically challenging from a design and easement acquisition standpoint
This is due to the high electrical load demand, limiied right-of-way
availability, and urban landscape. Fortunately, the way the commercial
property is situated in the Village, we were able to divide the commercially
zoned areas into three different phases, effectively reducing the complexity
in any one phase. This will allow adequate time for design and easement
acquisition for these challenging parcels.
56
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PROJECT DELIVERY METHODS
A project delivery method is a system utilized by owners and public
agencies to manage how a project will advance from concept to
construction. Project delivery refers to the method of assigning risks and
responsibilities to an entity for design and construction services and is
different from project management, Project delivery methods can be
grouped into several basic categories consisting of Design-Bid-Build
(DBB), Construction Management at Risk (CMAR), Design-Build (DB),
and lntegrated Project Delivery (lPD), which is primarily used in the vertical
construction industry. IPD is not commonly applied to the construction of
public infrastructure, therefore this master plan willfocus on DBB, CMAR,
and DB while only providing a brief description of lPD.
> Florida Power & Light (electrical infrastructure);
> AT&T (telephone and communications);
>> Comcast (cable television and communications).
The Village has varying degrees of control over these entities. For
example, ihe Village has a great degree of control over the Village
design team due to the contractual relationship between these
two entities, However, the Village has much less control over FPL,
AT&T, and Comcast. These varying degrees of control create an
element of risk that must be considered when developing an overall
schedule for the project.
Scope: The various types of work in a specific phase may also
play a role in delivery method recommendations. For example, if a
construction phase requires a small number of trades, crews, and
manpower to execute the scope of work, il is inherently easier to
coordinate these activities between the various contractors. This
type of project may be easier to execute through a traditional DBB
process. On the other hand, when multiple trades and disciplines,
multiple crews, and significant manpower are required to execute
the work and significant coordination is required between involved
parties to appropriately schedule the activities in order to maintain
schedule and budget, CMAR or DB may be more effective project
delivery methods.
Ultimately, the design documents must provide an appropriate level
of detail to properly communicate the prolect requirements to the
construction team. This level of detail can vary based on the project
delivery method selected.
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7.1 Project Delivery Method Selection
Factors
There are several key factors the Village must consider when choosing a
project delivery and contracting strategy to execute the undergrounding
prolect. These factors are summarized as follows.
Design: The design must meet the needs and vision of the Village
For the undergrounding project, the design team is comprised of
various entities, including the utility owners who will design and
ultimately own their respective infrastructure porlion of the project.
These entities include:
> Village Design Team (conduit routing, Village owned and
mai ntained i nfrastructu re, such as d rainage i m provements,
and watermain improvements that will be ultimately owned
and maintained by the Miami-Dade Water and Sewer
Department);
Kimley>)Horn 63
VILLAGE OF KEY BISCAYNE UNDERGROUNDING OF UTILITIES _ MASTER PLAN
Budget: The Village has not previously
established an overall project budget and
is considering lssuing bonds to raise the
necessary funds to execute the program.
To establish budgetary costs and assess
the risk of exceeding this budget, this
master planning process will develop an
opinion of probable cost for the program.
This will assist the Village in properly
planning to manage this risk.
Schedule: The Village places a high
priority on schedule since they are in
the sights of FPL's storm hardening
program, Expediting the execution of the
undergrounding program is a high priority.
Additionally, disruptions to traffic flow can
be extreme causing the roadway level
of service to decrease to unacceptable
levels, The Village does not have a large
seasonal influx of residents that would limit
allowable construction times, so disruptive
work in the road right-of-ways can be
conducted throughout the year, allowing a
more efficient construction schedule. With
that in mind, the intent would be to be
minimize disruption to the community as
much as possible.
Because the undergrounding program
is a multi-year, multi-phase program,
significant schedule delays in any one
phase may create a domino effect and
delay subsequent phases. This would not
only extend the program but could also
increase prgect costs due to inflation and
increased general conditions and labor
rates. Therefore, schedule will be given
a high priority when considering project
delivery methods.
Risk Assessment: There are
inherent risks in any construction
project. However, those risks can
multiply when the size, budget, and
duration of the project increases.
It is important a risk assessment
be performed during the planning
phase of the pro¡ect so risks can
be appropriately understood and
allocated amongst the parties
involved. ln general, risk should be
allocated to the party with the best
ability to exercise control over the risk,
Each project delivery method assigns
risk to the various parties differently.
The Village will need to consider the
level of risk it is willing to accept when
selecting a project delivery method.
Staff: The Village's level of expertise
and experience with the various
dclivcry methods also plays a role in
recommending an approprlate prolect
delivery method. The Village's ability
to manage the project construction
in-house can also influence the
selection of a project delivery method.
For example, a CMAR or DB team
can expand to meet the Village's
staffing needs and may eliminate the
need for the Village to hire additional
staff to support the project. The
CMAR/DB team can take much of the
burden of construction management
off the Village staff.
Lookirtg al. the NW corrrer of 101 Key Biscayrre
Condo from Crandon Boulevard
64
7.2 Overview of Project Delivery Methods
The following provides descriptions and a summary of the advantages
and disadvantages of the various project delivery methods available to the
Village for project execution.
7.2.1 Design-Bid-Build(DBB)
Design-Bid-Build is the most common and widely used project delivery
method in the United States. The process involves executing the project in
three sequential phases: Design, Procurement (Bidding), and Construction.
The designer prepares the construction plans and specifications for use
in the procurement process. For the Village's undergrounding project,
the construction documents will consist of drawings and specifications
prepared by Kimley-Horn, FPL, AT&T, and Comcast. The project is then
advertísed for public bidding and price proposals are obtained from
interested members of the contracting community. The Village is familiar
with this process and has standard contracting language developed to
execule construction projects using this delivery method. The selection
process is usually the lowest responsive and responsible bidder under
this delivery method. The contractor who submits the lowest price, has
demonstraied it meets the minimum qualifications set forlh in the bid
documents, and has properly prepared the bid proposal package per the
instructions, will be awarded the project.
The following is a summary of the advantages and disadvantages of the
DBB pro¡ect delivery method:
Advantages:
. This method is the most common approach for public owners
having to comply with local, state or federal procurement statutes
The Village's Procurement depafiment already has standard
contracts and guidelines in place to facilitate this method,
' This method is well understood by the Village and has well-
established and clearly defined roles for the parties involved.
. This method can yield a low upfront cost to construct the project
because much of the risk is assumed by the Village and design
plans and specificatíons are well defined.
7.0 PROJECT DELIVERY METHODS
The Village has a great degree of control over the process due to
their control over many elements of the design prior to selection
of the contractor. However, the Village exerts less control over the
designs prepared by FPL, AT&T, and Comcast or to changes to
the design these entities may choose to make after the bidding
process.
Disadvantages:
. The Village generally faces exposure to contractor change orders
and claims over changes and unknown field conditions since the
Village accepts liability for design in its contract with the contractor.
. This approach can create a more adversarial relationship between
the involved padies rather than a cooperative one. This can lead
to higher costs and longer schedule durations than originally
anticipated.
. Jhe process may have a longer duration when compared to other
delivery methods since all design work must be completed prior to
selection and award of a construction contract.
' The absence of a contractor during the design process does
not allow for the advantages a contractor may provide through
assessment of scheduling and cost ramifications for various
elements of the design.
. lf the Village uses a fixed price contracting method, the contractor
may pursue a lowest-cost approach to completing the project
and the Village may receive lower quality work than expected for
the price, requiring increased oversight and quality review by the
Village and design team. lf the Village uses the unit price bidding
and compensation method, the contractor may try to increase the
scope to maximize revenue from the contract, costing the Village
more than expected.
' The absence of construction input into the project design may limit
the opporlunities for building in efficiencies that can reduce the
cost and duration of the work, lmpoftant design decisions affecting
both the types of materials specified and the means and methods
of construction may be made without full consideration from a
construction perspective.
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Kimley))Horn 65
VILLAGE OF KEY BISCAYNE UNDERGROUNDING OF UTILITIES - MASTER PLAN
lf the Village chooses to execute capital projects at the same
time as the undergrounding program, procurement under this
method could lead to some elements of the work being managed
by a contractor who is inexperienced in that given discipline. For
example, if drainage work needs to be completed only on one
street in the project phase area, the undergrounding scope of work
wlll far outwelgh the drainage scope of work. This will potentially
lead to an electrical contractor being forced to manage a drainage
project. That would be highly unusual for the electrical contracting
community, This lack of experience could lead to detrimental
outcomes for both the drainage and undergrounding scopes
of work.
This method can require additional Village staff for construction
oversight, coordination, and communications,
For this project, technological and programmatic obsolescence
could become a problem since this is a very large, long lasting
pro¡ect. This is mitigated somewhat by constructing the project in
phases. However, changing technologies and the deployment of
technology by FPL, AT&T, and/or Comcast during the construction
process will put the Village at a disadvantage when negotiating
these changes into the contract if, and/or when, they occur,
7.2.1.1 - DBB Contracting and Procurement Methods
There are several types of contracting methods to be used under the DBB
project delivery type. A very common approach is the lump sum, or fixed
price bid. This is commonly used in the vertical construction industry or
for any project where quantities are not easily measured. The Village is
accustomed to this method, as well as the unit-price method, which is
commonly employed in the horizontal construction industry. A complication
that can arise in the administration of construction for undergrounding
projects is ihe quantification of the extensive number of conduits of varying
sizes that will be installed under the project. For this reason, the electrical
undergrounding contracting industry is more accustomed to the fixed
price, or lump sum bid, approach to procuring this type of work. This
approach also shifts the responsibility for quantification to the contractor,
which reduces the Village's risk of quantity overruns (or under runs and the
claim for lost profits) that may have occurred under a unit price approach
for the same work.
For this project, it would be important to procure the contractor once the
utilities have released their designs and after the compiled utility plans
have been prepared. Because this is a fixed price procurement method,
prospective contractors would need fully developed and permitted design
plans and specifications to bid from. The Village would be expected to
have easements acquired and designs finalized to avoid change orders
during construction.
I
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66
The roundabout at Westwood Drive and Harbor Drive
7.2.2 Construction Management at Risk
(cMAR)
Construction Management al Risk (CMAR) is similar to DBB because the
CMAR fulfills the role of general contractor during the construction phase.
The "risk" in CMAR is the Construction Manager holds the trade contracts
and takes on the risk of performing the construction while guaranteeing
the completion of the project for a negotiated price. This price is usually
determined when the design is between 50% and 90% complete. The
CMAR is usually hired by the owner prior to the project design being
completed. Typically, the CMAR performs most of the work through
subcontractors procured through a competitive bidding process very
similar to DBB. Howeve¡ the CMAR's fees are negoliated separately by
the Village and those fees are a comparatively small porlion of the overall
construction cost. The central idea of CMAR is to gain the advantage of
price competition in the subcontractor work packages combined with the
qualifications-based selection of the General Contractor as the CMAR.
This delivery method is different from DBB in that the CMAR offers
schedule, budget, and constructability advice during the project planning
and design phases, as well as advisory professional management
assistance to the Village prior to construction. With CMAR project
delivery the construction manager and contractor are a hybrid of the
traditional DBB roles. Another way to look at this is the CMAR manages
the construction of the project. This can be very beneficial for owners who
have minimal in-house staff to manage the project and for projects with
scopes of work covering multiple disciplines.
Having pre-conslruction Construction Manager advisory services can
idenlify advantageous changes to reduce project costs and/or allow
construction of certain portions of the prolect to begin before the design is
finalized. For example, the CMAR can bid out portions of the project with
approved designs at any time, without having to wait for the entire design
to be completed. The CMAR and owner can come to an agreement on a
guaranteed maximum price (GMP) based on a partially completed design,
which takes into account the cosl to complete. Coming to an agreement
early in the project on preferred materials, equipment, and prolect features
can also be helpful in allowing the use of per-formance specifications or
reduced specifications rather than standard specifications, This can reduce
7.0 PROJECT DELIVERY METHODS
design costs since plans developed for a DBB procurement generally need
to be more detailed than those used for a CMAR procurement process.
The following is a summary of the advantages and disadvanlages of the
CMAR pro¡ect delivery method:
Advantages:
. This project delivery method can arguably require the leasl number
of owner employees because the CMAR can expand to meet the
Village's staffing needs. The CMAR takes much of the burden
of construction management off the Village staff and provides
professional advisory management assistance during design. The
CMAR may eliminate the need for the Village to hire additional staff
to supporl the project.
. Portions of the construction can be "fast-tracked" prior to fully
completing the design.
' The Village maintains a greater degree of control over the
construction budget since it's discussed throughout the project
design. During construction, the Village would maintain the
authority over whether monies from the construction contingency
fund are expended.
. CMAR project delivery gives the Village the opporlunity to
incorporate a contractor's perspective and input into the planning
and design phases of the project. Because the CMAR is involved
in the design process, ii is more difficult for them to make a claim
related to the clarity of the plans or not fully understanding the
scope of work. This is why CMAR generally results in lower cost
growth (fewer change orders) than other methods.
. The CMAR participates in value engineering and constructability
reviews, which can lower costs and achieve schedule efficiency.
. Companies that offer CMAR prolect delivery are generally
concerned about their reputation since mosi CMAR's are selected
on a qualificalions basis. They are significantly motivated to per-form
well to uphold their reputation,
' The CMAR is far less likely to develop an adversarial relationship
with the Village during the course of the pro¡ect. This results in a
consiruction team motivated to perform well for the Village, resolve
KimleyDHorn 67
VILLAGE OF KEY BISCAYNE UNDERGROUNDING OF UTILITIES - MASTER PLAN
issues quickly and cost effectively, and maintain a positive working
relationship so they can continue working with the Village on future
projects. In this manner, risk is better managed and claims/lawsuits
are often fewer.
. The CMAR process offers the Village "open book" transparency on
how the construction price is developed. All of the subcontractor
bid proposals, CMAR overhead, project management, profit, and
contingencies are clearly identified, shared with the Village, and
agreed upon before the work begins. This also allows the Village
to know the full budget for the project, unlike the DBB method
where budget issues may not be discovered untilwell into the
construction process.
. Because the CMAR is ultimately responsible for the schedule and
budget, they generally will bid the work to qualified, bondable
subcontractors who the CMAR has confidence will construct their
scopes of work successfully.
. Our experience with this delivery method has been positive, with
projects being completed on-time or ahead of schedule and under
the negotiated GMP. When the cost of the project is less than the
GMB the contingency funds, which can be held outside of the
GMP contract, are retulrned to the Village.
Disadvantages:
. To provide the best value to the Village, the proper selection of the
CMAR is critical, This is a "people" business and getting the right
combination of skills and expedise is essential for project success,
. Because the CMAR provides a GMP for the project, the CMAR
is in an "at-risk" position during construction. Depending on what
challenges are faced during construction, the contingencies
developed during the GMP negotiation may not be sufficient to
cover the costs of dealing with those challenges. Because the
CMAR provided a GMP, they are responsible for overcoming
the challenge regardless of the cost. This can put them in an
adversarial role with the Village if this situation develops.
. Despite the CMAR finding it very difficult to pursue change orders
from plan ambiguities because they were involved in the design
process, they may become very aggressive on change orders
due to changed conditions (increase in scope) or adverse weather
impacts.
7.2.2.1 - CMAR Contracting and Procurement Methods
CMAR is a two-step procurement process: 1) pre-construction services
and then 2)construction services. A Request for Qualifications (RFa)to
select the CMAR is the first part of the two-step process. The RFQ process
follows the same rules as the Consultants Competitive Negotiations
Act (CCNA) process in the state of Florida. Based on the qualifications
submitted, the Village narrows the pool of potential contractors to a short
list. The Village can then either select from the short list or invite the short
listed CMAR's to make a presentation. The Village can then select the
contractor based on who made the best presentation.
Once the CMAR is selected, an initial agreement on a fixed fee for pre-
construction services is negotiated, Pre-construction services can include
the following:
. Performance of quantity surveys
. Suggestions regarding constructability and methods
. Value engineering
. Suggestions regarding cost reductions
. Development of a detailed construction schedule
' Development of the final GMP after completion of the 907o
construction documents that includes the subcontractor bidding
proÇess,
. Participation in public outreach
The GMP for the project will consist of the following elements:
. Public adveftisement for the subcontractor bids
. Prequalification of the subcontractors
. Analysis of all subcontractor bids to eliminate gaps and incomplete
bids
' A detailed construction schedule
68
liemized breakdown of all direct costs, general conditions,
CMAR management fees, overhead and profit, and the Owner's
contingency
The GMP is presented to the Village in a comprehensive document and the
individual components are reviewed by Village staff and the design team
consultants. Comments are made to the CMAR and the price is adjusTed
until a final agreement is reached,
Once the GMP is accepted, the second step in the two-step procurement
process commences-the construction phase. The CMAR performs allthe
duties a general contractor would under a traditional DBB procurement.
Additionally, the CMAR also performs the following services:
Conducts and arranges all meetings for the project, including
agenda development and minutes distribution
Schedules and coordinates the work amongst the various trades,
owner, design team, and slakeholders
Tracks and provides a log of Contingency Use Directives (CUD)
Provides executive monthly reports regarding the project progress
Pafticipates in public outreach activities, including the role of
"Project Liaison" if desired by ihe owner.
To take advantage of the preconstruction services provided by the CMAR,
it would be important to contract with a CMAR during the design phase so
they have the opportunity to weigh in on the designs as they are released
and inform the compiled utility plans to achieve the most efficient design
and construction approach ahead of GMP development. Because this
would be a qualifications based selection, design plans and specifications
would not be needed until GMP development.
7.2.3 Design-Build (DB)
The Design-Build (DB) delivery method has gained popularity and is
sometimes seen by the industry as a solution to the limitations of the other
project delivery methods. This delivery method is a service provided by a
single entity that provides both the design and construction services. The
main benefit is the DB provides a single responsible party for the design
and construction of conventional projects. DB combines engineering and
conslruction services under one contract, minimizing the disputes the
7.0 PROJECT DELIVERY METHODS
Village would normally handle, ln DB, these become internalteam disputes
that may not involve the Village. Using the DB method, a preliminary
scope of work and budgetary opinion of cost would be prepared by an
independent consultant and the Village would then seek DB firms who
would be responsible for the design and construction of the entire project.
The following is a summary of the advantages and disadvantages of the
DB pro¡ect delivery method:
Advantages:
. DB can theoretically deliver a project in a shorter amount of time
than a conventional DBB because there is only one selection
process (DB team) instead of two (design team and contractor)
. The Village will have one contract with a single entity for both
design and construction that simplifies contract administration
. Similar to CMAR, cost efficiencies can be realized because the
contractor and designer work together throughout the entire project
' Change orders lypically only occur due to changes to the original
scope that are initiated by the Village
. Portions of the construction can be "fast-tracked" prior to fully
completing the design
Disadvantages:
. For this project much of the schedule efficiency that DB can offer
is hampered significantly by the design efforts and schedules of
the utility owners. This is because the design-builder exercises little
control over these entities so they pose a significanl schedule risk
to the design-builder in both the design and construction phases
of the project. The enhanced level of risk may cause the design-
builder to charge a risk premium to cover the potential of assessed
liquidated damages.
. For this type of project, the easement acquisition process would
be problematic under the DB delivery method. lf the design-builder
is responsible for obtaining easements, there is a schedule and
cost risk due to property owners who are unwilling to grant an
easement. lf liquidated damages are included in the contract, a
cost premium may be assessed by the design-builder to assume
the schedule risk. Additionally, the design-builder may be less
Kimley))Horn 69
VILLAGE OF KEY BISCAYNE UNDERGROUNDING OF UTILITIES - MASTER PLAN
inclined to negotiate a change with a properly owner who is willing
to grant an easement, bul not in the location preferred by the utility
owner or in the location that offers the lowest cost to the project.
This increase in the prolect cost would place negative pressure on
the design-builder's profit margin, which reduces their motivation to
accommodate the property owner's request.
The easement acquisition process presents a schedule risk a DB
contractor may not be willing to assume under a fixed schedule
duration.
The Village has significantly less control and involvement over a DB
project than traditional DBB or CMAR.
To take full advantage of any shorter implementation benefits that
DB offers, the Village must be highly responsive in its decision
making.
The Village loses the benefit of the checks and balances that exist
when contracting separately witl'r irrdeperrdent design consultants
and a general contractor or CMAR.
May be problematic when there is a requirement for multiple
agency design approvals.
There is a risk that an adversarial relationship could develop if
the quality of the pro¡ect is not what was expected by the Village.
Under this delivery method, the design team works directly for
the contractor, who may not have the best interest of the Village
in mind.
7.2.3.1 - DB Gontracting and Procurement Methods
There are several alternalives to contracting and procuring DB services.
Contracting can be through a fixed price lump sum agreement similar to
DBB or, like the CMAR delivery method, through a pre-construction fee
and GMP development process.
The procurement process is usually a two-step process. The first step is
issuance of an RFQ and the submittal of qualifications by prospective DB
teams. The owner would then establish a shorl list of the best qualified
teams to then submit a cost and technical proposal to the owner. The
cost and technical proposal usually contains any technical innovations
developed by the DB team along with schedule and any other pertinent
details related to the design and construction process. ln some cases,
owners find it beneficial to produce "bridging documents" that are prepared
by an independent consultant. The bridging documents provide detailed
information related to the quality and function of the desired project. They
can also contain any schedule or design constraints that may otherwise be
unknown to a DB team. These documents can reduce the risk the owner
does not receive what they initially anticipated at the onset of the project.
Once the cost and technical proposals are received by the owner from the
DB teams, a DB team can be selected based on a combination of pricing,
approach, and qualifications.
For this project, it would be important to select a DB team after each of the
utilities has released their designs but ahead of the compiled utility plans to
achieve the most efficient design and construction approach leading inio
GMP development. The Village may elect to provide performance
specifications ahead of selection to provide the framework for the
construction of the prqect. Because this would be a qualifications and
pricing based selection, design plans from each of the utilities would be
required ahead of GMP development.
I
70
7.2.4 lntegrated Project Delivery (lPD)
lntegrated Project Delivery (PD) is relatively new method specifically
geared towards building construction and is being used more and more in
conjunction with Building lnformation Modeling or BlM. This method was
developed using ideas developed by Toyota and is designed to solve key
construction issues such as a project schedule delays, cost overrun, and
lensions among project team members. IPD is defined by the American
lnstitute of Architects as "a project delivery approach that integrales
people, systems, business structures and practices into a process thal
collaboratively harnesses the talents and insights of all participants to
optimize project results, increase value to the owner, reduce waste,
and maximize efficiency through all phases of design, fabrication, and
construction."1
There are eight main sequential phases to the IPD method:
1 . conceptualization phase fexpanded programming]
2. criteria design phase {expanded schematic designl
3. detailed design phase fexpanded design development]
4. implementation documents phase fconstruction documents]
5. agency review phase
6. buyout phase
7. construction phase
8. closeout phase
9. facilities management
IPD requires collaboration between the primary parties to share the
risk and responsibility for project delivery, ln a contractual sense, the
owner, contractor, and designer are joined in a multi-party agreement to
create a team-based approach with the goal to maximize collaboration
and efficiency. Compensation typically consists of three components:
1) reimbursement to cover costs, 2) incentive for achieving desired
budgetary goals, and 3) rewards for accomplishing set project goals.
7.0 PROJECT DELIVERY METHODS
or advocating its use. Therefore, we have not considered it as a viable
alternative for delivery of any phase of this program,
7.3 Delivery Methods Used by Local
Municipalities
ln developing our recommendations, we also reviewed how other local
municipalities delivered their overhead to underground utility conversion
projects. The following table provides a summary.
Town of Jupiter lsland DBB
As shown in the table, a mix of Design-Bid-Build, Design-Build, and
CM-at-Risk project delivery methods have been employed by various
municipalities to deliver overhead to underground conversion projects
7.4 Project Area Characteristics
To start our analysis of project delivery we first looked at what we learned
during the development of the project phasing and sequencing plan.
During that analysis it became apparent the project phases can be broken
into groups based on total impacted area including:
. alternating work zones to minimize those impacts,
There is very little industry experience with this method, Kimley-Horn
is not aware of it being used in the public sector or on horizontal
infrastructure projects. Kimley-Horn is also not aware of any contractors
within the undergrounding industry thal are experienced with this method
1 "lntegrated Project Delivery: A Guide" (PDF). American lnstitute of Architects2OAT version 1
)
)
DBBJupiter lnlet Colony
Town of Gulfstream DBB
City of Hollywood CMAR
City of Pompano Beach CMAR
Lake Worth DB
CMARTOPB (Worth Ave)
DBBTOPB (Everglades lsland)
TOPB (Nightingale/La Puerta)DBB
TOPB (Lake Towers)CMAR
City of Hallandale Beach CMAR
CMARCity of Kissimmee
City of Sunny lsles (Collins Corridor)DBB
Town of Palm Beach flown-Wide, PH1-N,S)CMAR
Town of Longboat Key DB
MethodMunicipality
KimleyDHorn 71
VILLAGE OF KEY BISCAYNE UNDERGROUNDING OF UTILITIES - MASTER PLAN
r complexities based on the land use that is contained in each
phase, and
. priorities set by the Villages other Capital lmprovement projects
The types of land uses in the Village generally consist of multi-family
residential, mixed use commercial and residential, and single family
residential.
Understanding the level of complexity existing in any given phase can
aid in the project delivery selection process. By grouping the land use
classification, the diversity of major work elements contained in each
phase, and the anticipated community impacts involved in working in
any given phase area, this level of complexity can be more easily seen.
Community impacts include a combination of factors such as impact to
private propefty owners, traffic impacts, sufficient right-of-way to perform
the construction operations (or lack thereof), impacts related to other
infrastructure work beyond undergrounding to be performed, and the level
of stakeholder coordination required to execute the work. The table below
su m m arizes th is i nformation.
It is notable the major work elements described in the table are those
anticipated to be constructed in conjunction with the undergrounding
project by the contractor selected for each phase. Most projects are
unfunded at this time and involve outside stakeholder par'ricipation.
7.5 Project Delivery Recommendations
The Village's undergrounding program is a very large and complex
infrastructure program that will be implemented in a phased manner over
four to six years. ln developing recommendations for project delivery
methods for each of those phases, the risks to cost, schedule, and level
of scrvicc expectations must carefully be considered. Each key factor
identified in the opening of this chapter must be reviewed for their risk
impacts for each of the project delivery methods. lf any single phase falters
in any of those three risk areas, the remaining phases of the program will
be detrimentally affected, For this reason, the project delivery method
must balance those risks with cost, while yielding the highest probability of
pro¡ect success.
It is our opinion the CMAR method of project delivery yields the highest
probability of success for delivering the multiple phases of the Village's
Undergrounding Program. This is a method approved for use by the
Village, The following sections reinforce this opinion based on the three
areas of risk; cost, schedule, and level of service.
Cost
The Villagc has placcd a high priority on cost. lt may be the deciding
factor as to whether this project moves forward or not. We understand
the question may arise whether using a CMAR will raise or lower the cost
of the project. Having a very cost conscious group involved during the
design process might lower the total cost of the projecl. However, by
shifting the cost guarantee burden onto the CMAR, a case can be made
that the actual savings may be less than promised if the CMAR is too
conservative and risk-averse. There are studies that indicate a substantial
savings in cost growth (fewer change orders) through use of CMAR, but
no reliable information on comparative initial cost for similar infrastructure
projects, This is mostly due to owners not buikiing the exact same project
twice under different delivery methods. While the cost savings potential
exists, there is no guarantee it will cost more or less than any other
delivery system.
The CMAR pro¡ect delivery method requires the least number of owner
employees to manage the process because the CMAR can expand to
meet the owner's staffing needs. While not reflected in the GM? the
Phase 1 Mixed Use Commercial/
Single and Multi-Family
Residential
Undergrounding, Village
Communications, Street
Lighting, Stormwater
High
Phase 2 Mixed Use Commercial /
Single and Multi-Family
Residential
Undergrounding, Village
Communications, Street
Lighting, Stormwater,
Watermain Replacement
Very High
Phase 3 Mixed Use Commercial /
Single and Multi-Family
Residential
Undergrounding, Village
Communications, Street
Lighting, Stormwater,
Watermain Replacement
Very High
Phase 4 Single-Family Residential Undergrounding, Village
Communications, Street
Lighting, Watermain
Replacement
High
Major Work ElementsLand Use Community
lmpacts
Project
Area
72
reduced owner personnel required to manage the efforts of the CMAR is a
cosl savings that needs to be considered.
The CMAR process offers the Village "open book" transparency on how
the construction price is developed. All of the subcontractor bid proposals,
CMAR overhead, project management, profit, and contingencies are
clearly identified, shared wiih the Village, and agreed upon before the work
begins. This also allows the Village to know the full project budget, unlike
the DBB method where budget issues may not be discovered untilwell into
the construction process.
As compared to other pro¡ect delivery methods, the Village maintains a
greater degree of control over the construction budget and use of any
contingency funds. Change orders are inevitable in any underground
i nf rastructu re project. Wh i Ie u pfront su b-su rface i nvestigation miti gates
this risk, it cannot eliminate the risk. ln a DBB project delivery the owner
and design professional work together to manage the rising project cost
due to change orders on the project. ln a CMAR project delivery ihe
owner and design professional work together to preserve the construction
contingency, which ultimately lowers the final cost of the project,
A cosl advantage may be achievable through the Village's direct purchase
of materials, which can be streamlined through use of the CMAR
procurement method. The CMAR can coordinate these efforts directly,
retain responsibility for accepting delivery storage and installation of these
materials while achieving tax savings for the Village.
Kimley-Horn's history with this delivery method has been positive with
projects being completed on-time or ahead of schedule and under the
negotiated GMP. When the cost of the prolect is less than the GMP, the
contingency funds are returned to the Village.
Schedule
Schedule is very impoftant to the Village due to pressure from FPL
to covert overhead lines or risk FPL moving foruvard with their storm
hardening efforls. Because this is a phased program, a substantial delay
in one phase can impact the ability to begin construction in a subsequent
phase. These delays can create a domino effect that can impact the overall
7.0 PROJECT DELIVERY METHODS
program schedule. This can lead to increased costs due to labor/material
price increases over time.
CMAR has the ability to fast-track certain activities. Working with the
design team, elemenls of the project design can be completed early so
construction of those elements can commence in an expedited manner.
This can be advantageous for infrastructure elements such as water and
drainage improvements that may need to be constructed in advance of the
undergrounding infrastructure due to sequencing requirements.
Additionally, schedule compression may allow flexibility when it comes
to installing cedain prgect components at certain times of the year, thus
facilitating a successful pro¡ecl completion. For example, highly disruptive
roadway impacts are more desirable in the summer months when traffic
volumes are typically at their lowest.
As part of a lessons learned approach, there are also technical reasons for
performing certain construction tasks at certain times of the year. Feeder
transitions from the overhead to the underground system at the phase
boundaries are much more desirable in the winler time when electrical
demand is low. Performing these transitions during the hotter months
can drive up costs because the process becomes more complicated to
execute.
By obtaining constructability comments and perspectives from the CMAR
during the design process, the Village can achieve schedule efficiencies
that are not available under traditional DBB. Reducing the schedule
duration will reduce the cost of the general conditions on the prolect,
Level of Service
Although noi identified by the UUTF as a high priority, a major criterion
in choosing a project delivery method for this program is the delivery
method's ability to accommodate the needs of various stakeholders
in a complex environment. The Village works very hard to protect lhe
interests of the community. A high level of service and responsiveness to
community needs, desires, and concerns is considered very important.
The undergrounding program is fundamentally different than most Village
projects in that the work is not confined to Village prope{y or the public
KimleyDHorn 73
VILLAGE OF KEY BISCAYNE UNDERGROUNDING OF UTILITIES - MASTER PLAN
right-of-way, The Village's
contractor will be required
to perform work on nearly
every private property in the
Village, lt is imperative the
Village's contractor perform
work urr privale pruperly
in a manner that minimizes
the disturbance to that
property to reduce the risk
of property owner claims
against the Village and
pro¡ect cost escalation.
The ability to deliver the level
of service to the community
they expect best aligns
witlr the CMAR rnethoci.
Because the CMAR
selection process has a
qualifications component,
their reputations are very
important to them. They
are highly motivated to do a good job for their client as they are typically
desirous of winning the next prolect for the same client. Additionally,
because the Village retains a great deal of control over the actions of the
CMAR, when the need for change arises, as ii often does with private
individuals, it can easily be implemented by the CMAR.
Since the CMAR is ultimately responsible for the schedule and the budget,
they will generally bid the trade elements to subcontractors who are
qualified and bondable, plus the CMAR has confidence will construct their
scopes of work successfully. This enhances the quality of the work and
reduces the risk that either the design professional or utility owner will reject
the work, Work that is rejected and must be redone can pose a significant
schedule risk in addition to quality concerns,
Another advantage of this method is that the CMAR is far less likely to
develop an adversarial relationship with the Village during the course of the
project. This results in a construction team that is motivated to perform well
for the Village, resolve issues quickly and cost effectively, and maintain a
positive working relationship so they can continue working with the Village
on future projects. A lawsuit resulting from poor pedormance or claim on a
project of this magnitude could have significant schedule and cost impacts.
74
7.0 PROJECT DELIVERY METHODS
;1: i:xf:-t{jqd
KimleyDHorn 75
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apter 8)
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RISK ASSESSMENT
A project on the scale of the Village of Key Biscayne's Overhead to
Underground Ut¡l¡ty Conversion will inherently involve risks. Risks for a
project of this type generally are categorized in two ways: 1) risks to project
budget and 2) risks to prolect schedule. Part of the intent of the master
planning process is to identify risks to the project ahead of project design
and construction to be prepared to mitigate those risks throughout the
course of the prgect.
Schedule Risks
Design and Preconstruction Phase
The design of an overhead to underground conversion project involves
parties who are not contractually obligated to the Village to meet a design
schedule, AT&I Comcast, and FPL will each need to produce detailed
design documents of their underground communications and electrical
networks that will be used by the Kimley-Horn design team to create
the conduit plans and ultimately bid documents for construction of the
prolect. Since these utility owners are not under contract with the Village,
there will be limited control over their design schedules. ln the event of a
delay, there will be limited recourse for the Village. While it is aniicipated
each utility owner will be able to provide a schedule and will work to
meet that schedule in conjunction with the rest of the design team, there
is the potential for delays to occur beyond the control of the Village or
Kimley-Horn. For example, in the event of a major weather event, such as
a hurricane, utility owners may allocate all resources to recovery efforts,
including design team members, causing a delay to the project. Therefore,
the need to incorporate these utility owners in the design process because
of the proprietary nature of their networks is considered a negative
schedule impact risk.
As part of the conversion process numerous new easements will be
needed throughout the Village to place ground-mounted equipment for
both electrical and communications networks. Each easement will require
coordination with the impacted property owner and may also entail a
difficult negotiation process, particularly in the case of seasonally absent
owners or those unwilling to grant an easement. The Village could employ
an eminent domain process to obtain easements required for the work,
however, that process can be particularly lengthy and significantly impact
both the cost and schedule.
Bid Phase
During the bid phase of the project the primary risk to schedule will
be re-bidding the project if not enough qualified, competitive bids are
received. This may be particularly true in a strong construction market
with significant demand. There are several potential contributing factors,
including ambiguities in the bid documents, perceived or actual risks, and
limited numbers of local contractors qualified for the work, As a result, bids
received may exceed the project budget, and in an effort to obtain more
competitive bids, the project may be re-designed and/or re-bid, having a
negative schedule impact.
Construction Phase
During the Construction Phase of the project there are a number of factors
that can contribute to project delays. The Village has varying degrees of
controlto mitigate these risks. The anticipated schedule risks during the
construction phase include, but are not limited to:
J
KimleyDHorn 77
VILLAGE OF KEY BISCAYNE UNDERGROUNDING OF UTILITIES _ MASTER PLAN
Contractor's staffing, use of subcontractors, and equipment
reliability as these will impact the ability of the Contractor to meet
the project schedule
Coordination with various utility owners required during the
Construclion Phase of the pro¡ect who will pedorm certain portions
of the work, as well as their execution schedule for such work. For
example:
) AT&T and Comcast will not allow any crews other lhan their
own to install their cabling and equipment.
> During aerial cabling and utility pole removal, coordination
with various utility owners will be required. This work must be
performed by the utility owners and cannot commence until
all underground systems are installed and all services have
been converted to underground.
Unforeseen conditions that can result in delays to the construction
schedule as alternative designs are prepared to achieve project
goals based upon the new information.
Service conversions from overhead to underground connections
for electrical and communications can be delayed by unwilling and/
or absent owners, Parlicularly for the reasons and in the situations
listed below:
> Communication service swaps can sometimes require attic
access and must be per-formed by the utility company,
> Propedy owners whose service entrance equipment does not
meet the National Electric Cocle (NEC)will neeclto have these
service entrances replaced prior to conversion.
Weather conditions, including extended periods of rain, tropical
storms, and hurricanes, Weather events can disrupt construction
by reducing the production rate of construction crews and/or
delaying cerlain por.tions of the work. Additionally, utility owners
prioritize the provision and restoration of service to existing
customers and will abandon a conversion project until recovery
efforts are complete after a storm.
78
S Mashta Drive looking northwest
Schedule Risk Mitigation
Design and Preconstruction Phase
As utility owners do not have the same contractual obligations to the
Village as the design team, it is padicularly impoftant to develop methods
to mitigate the risk they present to the overall project schedule. To mitigate
this risk, it is recommended the Village initiate design ol multiple, separate
work areas at one time and overlap phase schedules so the impact of
a delay in the design of a single phase on the overall project schedule is
reduced, By having multiple phases with multiple work areas per phase,
the portion of the Village in active construction at any given time is small
relative to the project size, therefore reducing the perceived impact to the
community at any given time while providing schedule control benefits
to the Village. By overlapping the phases, the utilities can design future
phases while construction work is active in a previous phase. This provides
additional time not only to complete the design work, but to identify
and procure equipment easements. This reduces the risk to the overall
pro1ect schedule if the design of any single phase is delayed due to storm
recovery efforts.
Certain significant pieces of equipment required for completion of the
project have limited flexibility where they can be located in the final design
of the underground system. An example would be a switch cabinet that
marks the limit of a service area boundary defined by electrical load
demand. Since these pieces of equipment must be located in ceftain
areas, a longer duration to acquire the easement may be necessary if
property owner negotiations or an eminent domain process are needed.
ldenlifying these locations early in the planning and design process
provides extended periods of time to acquire required easements prior to
each project area going into construction.
To mitigate the risk of unforeseen subsurface conditions impacting
construction and to properly plan for the installation of the electric and
communications infrastructure, we recommend record drawing research
and soft dig utility locates be performed for known and identifiable utilities
during the design phase. As a result, the risk of underground utility conflicts
leading to schedule delays and construction claims is reduced. This also
increases the clariiy of the construction documents, which reduces risk to
potential bidders and allows for lump sum bidding for various scopes of
work. Lump sum bidding can be employed on infrastructure projects when
the scope of work is clearly defined and the risk of quantity overruns is low.
Unit price bidding is tradiiionally used on projects where quantities are likely
to change because precise estimates cannot be made.
Construction Phase
To mitigate the risk the chosen contractor fails to perform the work within
the desired schedule, we recommend:
requiring bidders submit historical evidence with their bid proposal
to demonstrate past success in meeting schedules on similar
projects
requiring bidders submit references with their bid proposal the
Village can contact to discuss schedule performance on past
similar projects
engaging a Construction Manager who has the authority to remove
and replace poor performing subcontractors and/or to bring in
additional resources when threats to the project schedule are
identified.
8.0 RISK ASSESSMENT
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Kimley))Horn 79
VILLAGE OF KEY BISCAYNE UNDERGROUNDING OF UTILITIES - MASTER PLAN
Having the Village's selected contractor perform most of the work is the
best method to guarantee work is performed in a timely manner. Because
the Village's selected contractor has a strong and direct contractual
obligation to meet an agreed-upon schedule, the risk of schedule impacts
caused by the contractor are reduced.
To reduce schedule risk posed by elernents of construction that must
be performed by the utility owners it is critical a detailed construction
schedule clearly identify whcn thc activitics arc rcquired during the project
and their duration, All dates and durations must be clearly communicated
to the utility owners and the Village must obtain a commitment to those
dates [r<¡¡lr the utility owners prior to the commencement of each phase.
Coordination meetings should be held on a regular interval and should
include the utility owners. At these meetings any schedule or sequence
adjustments made should be discussed and coordinated. Experience
has shown employing a well-qualified Construction Manager has been
extremely beneficial in facilitating this process.
Some levelof unforeseen conditions can be expected with any project
of this scale. When unforeseen conditions do arise, it is important the
design team, construction team, utility owners, and Village work togeiher
on developing solutions as quickly as possible to avoid schedule impacts
The team's focus should remain on development of a solution until the
unforeseen condition is overcome to minimize or eliminate schedule
impacts.
During previous projects the service conversion process has presented
challenges when absentee and/or unwilling property owners are
encountered. To compound the challenges, communication companies
consider their customer information to be confidential, which often makes
it difficult for outside entities, including the construction team or owner,
to contact absentee properly owners and/or discussing concerns with
unwilling property owners. Having a strong public outreach component
that proactively reaches all property owners offers them an-understanding
of the prolect and how they will be individually affected is recommended.
This will mitigate the risk delayed service conversions on the part of
individual propefty owners cause delays to the overall project. Performing
this outreach continuously and early also aids in identifying where problems
may be encountered in the future so proactive actions can be taken.
When an owner's service entrance does not meet the National Electric
Code, it will need to be upgraded prior to service conversion process. To
reduce the impact of delays caused by this condition the following process
is recommended:
During the desigrr plrase a review of all rneters shall tte peflorrled
to determine ''",hei'e code issues rnar- exist
The Village can then notify these property owners that their service
entrances need to be upgraded in advance of the project along
with instructions on how to initiate the work
lf by the time construction begins the work has not been completed
by the property owner, we recommend the construction contract
include an allowance line item for the Village to perform this work
on behalf of the property owner
Finally, the associated costs should be assessed against the
propefi by the Village
After service conversions are completed, the de-energized overhead wires
and poles must be removed by the utility owners. This type of work is
considered very low priority for the utility companies and they will
demobilize from the projecl if they are needed to respond to another
service repair or recovery effort elsewhere in the system, presenting a
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schedule risk for the project. Experience has shown that pressure applied
by municipal leadership on the utility companies can be effective in
expediting this process. A diligent Construction Manager has also been
effective in keeping the process moving forward.
Weather conditions, padicularly in South Florida, can present a schedule
risk that is both difficult to anticipate and difficult to mitigate. Significant
storm events will not only hamper the efforts of the Village's conlractor
but utility owners will shift focus away from the conversion project and
onto recovery efforts in the aftermath of a storm. Work by utility owners
will not resume on the conversion project until their individual recovery
efforts are complete, which can take varying amounts of time depending
upon the magnitude of a storm event, Utility owners may also choose to
use stockpiled materials intended for conversion projects in the recovery
efforts and restock those materials only after recovery efforts are complete,
To mitigate this risk, the Village could request FPL provide materials for an
entire phase area at the onset of the phase's construction, However, this
would require the Village provide a location to store these materials in a
secure environment, The storage location would need to consider some
of the materials needed for this project will need to be stored to avoid
exposure to the elements. For example, the underground conduit may not
withstand prolonged exposure to ultraviolet rays and would need to be
covered or stored indoors, The Village may wish to explore warehouse/
storage yard rentalto evaluate whether it would be worth the associated
costs to mitigate against the risk to schedule.
Budget Risks
Design and Preconstruction Phases
While cost overruns could potentially occur during the design phase, the
risk is relatively small, parlicularly given the size of the project. The most
likely scenario for design phase cost overruns would be a change or
addition to the overall project scope by the Village.
As previously discussed, the project will require the acquisition of
numerous easements over the course of desígn and implementation. Each
easement has the polential to add easement acquisition costs. These
costs may come in the form of staff labor, consultant labot legal fees,
and potentially agreements with property owners in the form of redesign,
additional landscaping, etc. During a project of this magniiude it can be
expected that some easements may need to be acquired through the
eminent domain process. This process can be expensive and is difficult to
quantify a budget for such expenses since the number of eminent domain
processes that may be required over the life of the program cannot be
accurately predicted.
Construction Phase
As with project schedule, the construction phase is where most budget
risks to the project are found. These risks include, but are not lirnited to:
Delays in the project schedule can lead to delay claims where the
contractor seeks additional compensation, and when delays to the
prgect are significant the impact of inflation can become significant
relative to project budget.
Material costs can vary significantly over the lenglh of a project of
this scale. For example, an increase in oil prices can drive material
and equipment costs up. The cost of petroleum based items such
as asphalt, as well as HDPE and PVC conduits would increase
along with fuel costs for the construction equipmenl with an
increase in oil prices.
Local and national economic and construction markei conditions
can also influence project costs, When demand is high and
potential bidders are busy, labor and material prices are likely to
be higher than when the industry is slow and there is increased
competition to drive prices down.
Unforeseen sub-sudace conditions including unknown/unmarked
utilities, unsuitable soils, contaminated soils, and/or rock conditions
can all add cost to the construction of the prolect.
During the course of the pro1ect there may be the need to
implement specific landscaping requirements or specialized
pavement and driveway restoration due to unavoidable impacts lo
existing elements or as a means to secure a required easement or
other private property impact. These special considerations can
add cost to the prolect.
I
B.O RISK ASSESSMENT
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VILLAGE OF KEY BISCAYNE UNDERGROUNDING OF UTILITIES _ MASTIR PLAN
The addition of any previously unbudgeted costs for replacements
or improvements necessitated by the undergrounding program. For
example, the replacement of existing street lighting that is currently
installed on overhead utility poles.
Utility owners will also encounter some of the same budget risks,
and to the extent increased labor and material costs can be passed
along to the Village, it is expected they will do so.
Construction Phase
Project schedule delays generally correlate with budget impacts, therefore
quickly resolving any delays and closely managing schedule are a good
mitigating measure for budget control on the project.
There are.sef,/eralways to mitigate increases in material costs tha.t rna.y þs
experienced during the project. Schedule control is important, since
material prices can fluctuate over time but generally will increase due to
inflation. This project offers a unique opportunity for the Village to direct
purchase materials in large quantities to achieve both volume pricing and
tax advantages. For example, conduit and HDPE piping can be purchased
directly by the Village using their tax-exempt status to save the sales tax.
The contractor can receive bids for these materials from suppliers with
purchase orders being issued directly by the Village. This allows the
contractor to remain responsible for the coordination and delivery of these
materials, therefore reducing the risk of the Village becoming responsible
for nrairrlainirrg an adequate flow of materials to the contractor.
As previously discussed, market conditions can influence project costs
both positively and negatively. While the Village cannot control market
conditions, action can be taken to encourage competition among potential
bidders for each of the bid packages, providing incremental benefits to the
project cost. One approach is to hold an industry forum with members of
r
Budget Risk Mitigation
Design and Preconstruction Phase
During the preconstruction phase, one of the larger budget risks is tied to
the easement acquisition process. Property owners unwilling to dedicate
an easement for necessary equipment on their property may necessitate
the Village commence with eminent domain proceedings to complete the
project. This process can be expensive and time consuming. To mitigate
this risk, adequate time should be allowed within the project schedule to
discuss and alleviate concerns with impacted property owners. Another
mitigation measure is to exercise flexibility in the size, shape, and location
of easements obtained for equipment to aid the negotiation process.
Where possible, equipment should be located in the right-of-way to avoid
the need to procure an easement altogether. Where the equipment must
be placed within private property due to design and space constraints,
it is helpful that the person(s) discussing proposed easement locations
with property owners understand the flexibility available to the design
team for relocating equipment to facilitate quick negotiations during the
preconstruction phase.
During the design phase the construction documents should undergo a
value engineering process to identify potential reductions to construction
costs. The Kimley-Horn design team includes team members with
experience in the power and communications distribution industry who
can review not only the supplementary conduit plans being produced by
Kimley-Horn, but also the network designs produced by FPL, AT&T, and
Comcast. The intent of these reviews is to provide assurances the network
designs do not contain unnecessary upgrades, are efficient, and are a "like
for like" overhead to underground conversion design.
82
the contracting community to generate interest in bidding the packages
as they are adveftised. lf the Village were to pursue a Construction
Manager at Risk (CMAR) procurement method, it is recommended
the Construction Manager(s) be procured on a competitive basis.
Encouraging competition among interested parties provides a measure
of mitigation against rising construction costs in a growing market.
It is recommended that geotechnical explorations, record drawing
research, and subsurface utility locating be performed during the
design phase, This will reduce the risk of unforeseen subsurface
conditions being encountered during the construction phase, for
example : unknown/unmarked utilities, unsuitable soils, contaminated
soils, and/or rock conditions. Unforeseen subsurface conditions cannot
be completely eliminated, but this initial investment will eliminate
the majority of conflicts that othenn¡ise would have arisen had this
exploration and research not been performed. Since encountering
unforeseen subsudace conditions is inevitable on any urban
underground infrastructure project, it is imperative the design team,
construction team, and Village stay focused on a solution for any given
conflict until the problem is resolved. When the project team is able to
quickly determine a solution in a non-adversarial manner, costs due to
the conflict are generally minimized.
Specialized drilling equipment can be employed io limit surface
disruption, which can minimize the risk of increasing restoration costs
due to specific landscaping requirements or specialized pavement
and driveway restoration costs. While horizontal directional drilling is
generally a costlier installation method than open cut trenching, lhe
savings in specialized restoratlon costs can sometime make it a more
cost-effective approach to complete the pro;ect. Entry and exit pits for
each segment of installation are still required, meaning excavation is not
completely eliminated, but it is significantly reduced and can be planned
in a way that avoids the areas with the costliest restoration requirements
Pits will also need to be excavated in locations where conduits make
sweeps or connect to above grade equipment. Horizontal directional
drilling is most useful when installing conduits in a long straight line.
Horizontal directional drilling presents a risk of hydrofracture ("Frac-Out")
occurring. Hydrofracture causes areas above the drilling location to
depress along the drilling line along with the release of drilling fluids to
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8.0 RISK ASSESSMENT
Kimley)>Horn 83
VILLAGE OF KEY BISCAYNE UNDERGROUNDING OF UTILITIES - MASTER PLAN
the surface. Certain soil conditions and shallow drilling depths increase the
likelihood of hydrofracture. By planning conduit routing properly and using
deliberate decision making regarding when it is appropriate to employ
horizontal directional drilling, the risk of increased restoration costs can be
mitigated.
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in a given area. l-or this project, it is known the Village has separately
budgeted infrastructure projects that could be programmed into the
undergrounding project, Additionally, the Village has requested a number of
aged Miami-Dade Water and Sewer Department water mains be replaced
throughout the project areas. Our recommendation is to allow these Village
infrastructure projects and those othenruise desired by the Village to share
in the roadway restoration costs. This provides a benefit to both the Village
and the other entities in that no single agency is responsible for the amount
of roadway repaving they would be required to perform if they performed
their project on a stand-alone basis.
Another cost saving measure related to paving that can mitigate risks to
the project budget is the deferral of milling and resurfacing until after a
number of phase areas have been completed. ln this manner, miles of
streeis can be bundled into a milling and paving bid package that will gain
the inierest of the larger highway paving contractors and allow the Village
to achieve volume pricing that only large paving projects can provide.
During the project the Village may encounter improvements that are
necessitated by the undergrounding program, such as replacement of
street lighting currently installed on utility poles. The primary way to mitigate
these costs is to review Village plans for infrastructure improvements and
existing conditions within work areas to determine those elements most
likely to be impacted by the undergrounding and determine planning level
costs for each element. For impacted street lights not included in any
separate Village replacement program, there exists an option to engage
FPL to replace these street lights under their street lighting program.
Within FPL's line of standard lighting, the Village would be responsible
for a nominal Cost in Aid of Construction (CIAC) of approximately $1,200
per pole, as well as operating costs, However, the standard line of FPL
lighting is limited in selection and the Village would need to decide what
fixtures and poles would be acceptable for use as an alternative to the
lighting that is currently being installed under the Village's lighting program
lf the Village desires to pursue FPL standard lighting, it is recommended
this determination be made prior to beginning final design of the
undergrounding pro¡ect.
To miiigate the ¡'isk ihai inc¡'easing iaboi'and mate¡'ial cosis are passed on
to the Village from the utility owners, we recommend two review activities
occur during tlre desigrr plrase of eaclr portion of tlre prujecl. First, the
design team should work with each utility owner during the design process
to value engineer their network designs so the final design is an efficient
and cost effective "like for like" system, so the Village does not become
responsible for the costs of upgrading utility owner assets. Secondly, a
review of the costs presented by the utility owners to the Village and design
team should be performed to determine if it is reasonable, accurate, and
provide a level of assurance that it does not contain costs for network
upgrades or betterment, but rather only those costs to provide a "like for
like" system.
84
B,O RISK ASSESSMENT
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TRANSPORTATION MANAGEMENT PLAN
A Transportation Management Plan flMP) has been developed to
coordinate traffic impacts related to both the undergrounding program
and other known significant infrastructure projects for each phase/year
of the construction to minimize impacts to the residents and businesses.
Based on the proposed undergrounding project phases and other
known infrastructure projects (by the Village and others), Kimley-Horn
has assessed the traffic impacts from construction for each phase of
the project. The following section describes the methodology utilized to
develop the TMB as well as overall guiding principles (general guidelines)
for use by the Village and affected contractors during the implementation of
the undergrounding program.
The TMP is a specific set of strategies to manage the work zone impacts
of a project. lts use may evolve over time, but its current role is to assist in
the development of the design of construction phasing plans, iraffic control
plans, and project specification documents, and to facilitate discussions
between the Village, designers, utility owners, contractors, and other
key stakeholders related to traffic impacts. lt should also be used by the
Village as a tool during the maintenance of traffic (MOï) permitting process
to better coordinate construction traffic impacts as specific permits are
applied for by the construction community.
Graphics and/or boards of the proposed TMP strategies are recommended
for use during the public outreach process. An overallTMP, as well as
general traffic control guidelines for the program, were also developed. The
TMP strategies follow standard MOT guidelines, schematic in nature, and
are displayed on GIS maps in this section.
Fufther communication with the following stakeholders is
recommended as the TMP evolves throughout the implementation
of the program:
Þ Village of Key Biscayne Police Department
Þ Village of Key Biscayne Fire Department
þ Village of Key Biscayne Publíc Works Department
þ Village Manager's office
Þ Undergrounding Utilities Task Force
þ Village Council
þ Utility companies (FPL, AT&T, Comcast, Hotwire)
þ Outside utility providers: Miami-Dade County Water and
Sewer Department, Miami-Dade Public Works, AmeriGas,
and American Traffic Solutions
þ Various Key Biscayne Homeowners Associations
Þ Commercial businesses: (i.e. commercial district
businesses, hotels, country clubs, etc.)
9,1 Roadway Network
The roadway network within the Village is described below.
The main north-south thoroughfare is Crandon Boulevard that connects
the Village with the mainland through the Rickenbacker Causeway to the
north and ends at the Bill Bags Cape Florida State Park entrance.
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COM M U N ICATION CONTACTS
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Kimley))Horn 87
VILLAGE OF KEY BISCAYNE UNDERGROUNDING OF UTILITIES - MASTER PLAN
West of Crandon Boulevard, Harbor Drive circulates as the westernmost
north-south thoroughfare connecting to Mashta Drive on the south. Mashta
Drive is southernmost east-west thoroughfare and the only entrance to
Mashta lsland. From Harbor Drive to Mashta Drive, Fernwood Road runs
parallel to Crandon Boulevard. A series of traffic calming circles and raised
intersections are present throughout the residential network.
East of Crandon Boulevard a variety of local roads provides access to the
multi family rcsidences and hotels. The rest of the Village is comprised of
local residential, commercial, or mixed-use roads.
9.2 Traffic Conditions Prior to Start to Work
Traffic Volume Data
Tiaffic counts, road capacities, and Levels of Service (LOS)for 11 major
road links are presented in the counts, collected on at least two weekdays
in either April or March of 2015. This was the most recent traffic data
available for the Village, A location map of the 7 1 different roadway link
locations is provided at right. The data contained the peak season 2015
traffic count data presented in a series of tables per location. The highest
volume identified was used for analysis for three scenarios: daily, AM peak
hour, and PM peak hour. After careful review, some abnormalities were
found at two of the links in comparison with adjacent locations (location
6 and 7). Therefore, as construction is expected to start in 2020, more
updated traffic data is recommended to be obtained.
Tables 1 , 2, and 3 on the following pages contain traffic volumes, roadway
classes, capacities (adjusted as per FDOT criteria in the 20.13 Quality/Level
of Service Handbook), volume to capacity ratios, and LOS for the 11 links in
each of the three scenarios.
The overall trend on the island is the two-lane arterial roadways tend to
have LOS C or better. Rickenbacker Causeway south of the toll has LOS B
untiljust north of Harbor Drive where the roadway transitions into the
developed region of the island and changes from Rickenbacker Causeway
(SR 913) to Crandon Boulevard. Additionally, directionality is well-defined,
with traffic generally heading onto the island in the AM peak hour and off
the island in the PM peak hour,I
88
Rickenbacker Gauseway
(At Toll)
Rickenbacker Causeway
(Bear Gut Bridge)
Rickenbacker Causeway
(At Golf Course)
Rickenbacker Gauseway
(At Tennis Center)
Rickenbacker Gauseway
(North of Harbor Dr.)
Crandon Blvd. (Between
Heather & Grand Bay Dr.)
Crandon Blvd. (At Bill
Baggs Park Entrance)
Harbor Drive (Between W.
Heather Dr. & Mclntyre
sr.)
Harbor Drive (Between W.
Enid Dr. & Mashta Dr.)
Harbor Drive (Between
Wood Dr. & W, Mashta Dr
Fernwood Road (Between
W. Heather Dr. & Mclntyre
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9.0 TRANSPORTATION MANAGEMENT PLAN
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VILLAGE OF KEY BISCAYNE UNDERGROUNDING OF UTILITIES - MASTER PLAN
VILLAGE OF KEY BISCAYNE UTILITIES UNDERGROUNDING MASTER PLAN
Lesend
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Phase I
Phase 2
Phase 3
Pirase 4
lmpacted Roads
Q Flasher
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Major Road
_ Narrow Road, Use for One-Way
Detour Only lf Needed
Wider Road, Use forTwo-Way
Detours As Needed
- - Traffic Route Option
- - Traffic Route Option B
- - Traffic Route Option C
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Table 1
Existing 2015 Daily Peak Season
Level of Service (LOS)
4L ART
DIVIDED 59,244
9.0 TRANSPORTATION MANAGEMENT PLAN
o.74 c79,90074,400 0.801
Rickenbacker Causeway
(at TolD
B33,931 74,400 0.46 79,900 o.422Rickenbacker Causeway
(Bear Cut Bridge)
4L ART
DIVIDED
74,400 o.47 79,900 0.43 B3Rickenbacker Causeway
(at Golf Course)
4L ART
DIVIDED 34,729
0.45 79,900 o.42 B4Rickenbacker Causeway
(at Tennis Center)
4L ART
DIVIDED 33,428 74,400
0.45 B4L ART
DIVIDED 35,673 74,400 0.48 79,9005Rickenbacker Causeway
(Just north of Harbor Dr)
t¡32,400 0.05 33,800 0.05 c6Crandon Boulevard
(between E Heather & Grand Bay Dr)
4L ART
DIVIDED 1,664
15,540 1.55 16,380 1.47 F7Crandon Boulevard(2)
(at Bill Baggs Park Entrance)
2L ART
DIVIDED 24,A85
12,480 0.30 c2L ART
UNDIVIDED 3,789 lt 11,840 o.32IHarbor Drive(1)
(between W Heather Dr & Mclntyre St)
4.24 c2L ART
UNDIVIDED 3,006 il 84011 o.25 12,480IHarbor Drive(1)
(between W Enid Dr & W Mashta Dr)
il 11,840 4.21 12,480 o.20 C10Harbor Drive(1)
(between W Wood Dr & W Mashta Dr)
2L ART
UNDIVIDED 2,540
0.28 12,480 o.27 c11
Fernwood Road(1)
(between W Heather Dr & W Mclntyre St)
2L ART
UNDIVIDED 3,366 11,840
(1) Based on FDOT Class ll Roadway with 2jo/o capacity reduction for 2-lane undivided roadway without exclusive turn lanes.
(2) Based on FDOT Class ll Roadway with 5% capacity increase for 2-lane divided roadway with exclusive left turn lane.
(s) V/C = Volume to Capacity Ratio
Location
No.
2015
Daily
Volume
Roadway
Class vtc
Ratio
Daily
Gapacity
vtc
Ratio
Existing
Daily LOSFacility TypeStreet Segment Daily
c
LOS ELOS D
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Kimley>)Horn 91
VILLAGE OF KEY BISCAYNE UNDERGROUNDING OF UTILITIES - MASTER PLAN
Table 2
Existing 2015 AM Peak Hour Peak Season
Level of Service (LOS)
0.61 cEB0.65
1
Rlckenbacker Causeway
(at ïcll)WB
2,392
1,481
4L ART
DIVIDED 3,660
0.40
3,940
0.38 B
NB 1,257 0.34 o.32 B2Rickenbacker Causeway
(Bear Cut Bridge)SB
4L ART
DIVIDED 1,376 3,660
0.38
3,940
0.35 B
NB 1,276 0.35 0.32 B3Rickenbacker Causeway
(at Golf Course)SB
4L ART
DIVIDED 1,358 3,660
o.37 3,940
0.34 B
NB 1,270 0.35 0.32 B4Rickenbacker Causeway
(at Tennis Center)SB
4L ART
DIVIDED 1,350
3,660
0.37
NB 1,399 0.85
0.34
0.82
B
D5Rickenbacker Gauseway
(Just nodh of Harbor Dr)SB 1,630
0.76
3,940
1,700
0.73 D
NB
1,243
102 0.06 0.06 cbCrandon Boulevard
(between E Heather & Grand Bay Dr)SB
4L ART
DIVIDED
4L ART
DIVIDED 51
1,630
0.03
1,700
0.03 c
NB 814 1.03 0.97 E7Crandon BoulevardP)
(at Bill Baggs Park Entrance)SB
2L ART
DIVIDED 953
7BB
1.21
840
1 .13 F
NB 165 o.28 0.26 cB
Harbor Drive(1)
(between W Heather Dr & Mclntyre St)SB
2L ART
UNDIVIDED 137
600
o.23
640
0.21 c
NB 128 o.21 o.20 cHarbor Drive(1)
(between W Enid Dr & W Mashta Dr)SB
2L ART
UNDIVIDED 107
600
0.18
640
0.17 c
NB 100 0.17 0.16 c10
9
Harbor Drive(1)
(between W Wood Dr & W Mashta Dr)SB
2L ARÏ
UNDIVIDED 109
il 600
0.18
640
0.17 C
NB '189 0.32 0.30 c11
Fernwood Road(1)
(between W Heather Dr & W Mclntyre St)SB
2L ART
UNDIVIDED 143 600
o.24
640
4.22 c
{1) Based on FDOT Class ll Roadway with 20% capacity reduction for 2-lane undivided roadway without exclusive turn lanes.
(2) Based on FDOT Class ll Roadway with 5% capacity increase for 2-lane divided rcadway with exclusive left turn lane.
(3) V/C - Volume to Capacity Ratio
Location
No.
Facility
Type
2015 AM
Peak Hour
Volume
Roadway
Class Peak Hour
Capacity
vtc
Ratio
vtc
Ratio
Existing
Peak Hour
LOS
Peak HourDirectionStreet Segment
LOS ELOS D
92
I
1
Table 3
Existing 2015 PM Peak Hour Peak Season
Level of Service (LOS)
9.0 TRANSPORTATION MANAGEMENT PLAN
0.58 c
)
)
)
)
)
,)
)
)
)
)
)
I
)
o.62EB3,660
2,284
2,660 0.73
3,940
0.68 c
Rickenbacker Causeway
(at Toll)WB
4L ART
DIVIDED
0.35 B1,393 0.38NB 3,940
0.31 BSB
4L ART
DIVIDED 1,211
3,660
0.332Rickenbacker Causeway
(Bear Cut Bridge)
0.38 0.36 BNB1,409
3,660
0.33
3,940
0.30 B3Rickenbacker Causeway
(at Golf Course)SB
4L ART
DIVIDED 1,190
B1,390 0.38 0.35NB
0.30 B
4L ART
DIVIDED 1,188
3,660
0.32
3,9404Rickenbacker Causeway
(at Tennis Center)SB
0.88 0.84 DNB1,431
1,630
0.73
'1,700
0.70 D
Rickenbacker Causeway
(Just north of Harbor Dr)SB
4L ART
DIVIDED 1 ,191
il5
c970.06 0.06NB
c102
il 1,630
0.06
1,700
0.066Crandon Boulevard
(between E Heather & Grand Bay Dr)SB
4L ART
DIVIDED
1.13 FNB9501.21
1 .15
840
1.08 FSB
2L ART
DIVIDED 905
il 7887Crandon Boulevarde)
(at Bill Baggs Park Entrance)
0.34 0.32 cNB206
c151
600
0.25
640
0.24IHarbor Drive(r)
(between W Heather Dr & Mclntyre St)SB
2L ART
UNDIVIDED
0.28 c1770.30NB 640
0.19 cSB
2L ART
UNDIVIDED 122
il 600 o.20IHarbor Drive(1)
(between W Enid Dr & W Mashta Dr)
o.26 0.25 cNB157
il 600
o.21
640
0.20 G
'10 Harbor Drive(1)
(between W Wood Dr & W Mashta Dr)SB
2L ART
UNDIVIDED 127
c2030.34 o.32NB
0.26 c
2L ART
UNDIVIDED 164
il 600
0.27
64011
Fernwood Road(1)
(between W Heather Dr & W Mclntyre St)SB
(1) Based on FDOT Class ll Roadway with 20% capacity reduction for 2-lane undivided roadway without exclusive turn lanes.
(2) Based on FDOT Class ll Roadway with 5% capacity increase for 2-lane divided roadway with exclusive left turn lane.
(3) V/C = Volume to Capacity Ratio
Location
No.
Facility
Type
2015 PM
Peak Hour
Volume
Roadway
Glass vtc
Ratio
Peak Hour
Capacity
vta
Ratio
Existing
Peak Hour
LOS
DirectionStreet Segment Peak Hour
LOS ELOS D
J
KimleyDHorn 93
VILLAGE OF KEY BISCAYNE UNDERGROUNDING OF UTILITIES - MASTER PLAN
9.3 Traffic Conditions During the Work
To more precisely determine how construction activity will impact traffic
in the project area, an evaluation of the construction activities for each
type of work was completed. Not all construction activities will generate a
large displacement of the current motorists. Three major traffic controlling
,.^^ i*^l^-^^+^l J, ,-:^^ ^^^^+-. .^¡:^^ ...:ll L^. .^ ^:^-:4^-.^r :..^- ^ -r-I I reqùursù l¡ | lvlçl I tsl ll(t\l \lul ll lV (/\Jl lùl,l UUl,l\Jl Mlll I lctvet è'lvl llllui:ll lL ll I lpAUtU
on the traveling public. These include lane restrictions, shoulder closure,
and shorl-ternr closurcs, Defour rcute altetr¡alrves ate slrcswn on the maps
beginning on page 98. However, the timing, sequence, and implementation
of closures and lane restrictions will be detailed in the maintenance of traffic
plans provided by the contractor during the construction process. This
allows the contractor the freedom to construct the project in the way they
determine is the most efficient for their operations.
Lane Restrictions
Multiple Lane Restrictions: Multiple lane restrictions consist of prohibiting
any traffic from entering or exiting a portion of roadway in a defined
direction of travel (i.e. northbound or southbound)for an established
construction zone length and quantitative duration. The multiple lane
restriction uses full lane closures to complete construction tasks while
maintaining operational lanes for conveying traffic flows. Once the
construction is completed within the initial porlion of the roadway, the traffic
control is "flipped" or modified, shifting traffic onto the previously impacted
lanes and closing the remaining lanes for construction activities. This type
of lane restriction can be accomplished with signage and barricades or
with construction flagmen, depending on the duration of the restriction.
Weekend Closure: Weekend closures are traffic control measures that
restrict or close travel lanes for an entire weekend. ln most applications,
a weekend is considered 9:00 p.m. Friday evening to 5:00 a.m. Monday
morning. Weekend closures are installed using barricades, vertical panels,
flashing arrow panels, truck mounted attenuators, and the appropriate
construction signage lo convey the maintenance of traffic. Weekend
closures should be scheduled to avoid peak weekends where access and
mobility throughout the Village is essential to the success and operation of
any special event or holiday.
Night-time Closure: Night-time closures are traffic control measures that
restrict or close travel lanes for an entire night. Night-time closures are
installed using cones, flashing arrow panels, truck mounted attenuators,
and the appropriate construction signage to convey the maintenance of
traffic. Night-time closures should be scheduled to avoid peak nights when
access and mobility throughout the Village is essential to the success and
operation of any special event or holiday.
Construction aclivities arrlici¡rated to occur throughout the undergroundlng
program that may use lane restrictions are:
. Conduit installation (undergrounding)
. Equipment and cable installation (undergrounding)
. Pole and wire removal (undergrounding)
. Watermaininstallation
. Drainageimprovements
. Street lightlng improvements
. Pump station improvements
The use of a multiple-lane restriction, weekend closure, or night-time
closure will be determined during design and construction of each phase
Shoulder Closure
A shoulder closure consists of prohlbiting any traffic by public motorists
from driving on lhe roadside shoulder in a defined direction of travel (i.e.,
northbound or southbound) for an established lengtlr corrstrucl"ion zone
and quantitative duration. ln the case of the nofth-south thoroughfares,
this closure will be applied in both the norlhbound and southbound
directions of travel. The closures are anticipated to span the time required
to complete the construction of facilities outside of the travel lanes and may
reduce travel lane widths. However, they will not eliminate the use of any
travel lanes.
Construction activities using shoulder closures are:
. Conduit installation (undergrounding)
. Equipment and cable installation (undergrounding)
. Pole and wire removal (undergrounding)
94
. Street lighting improvements
. Pump station improvements
Short-term Closure
A complete direction closure consists of prohibiting any traffic by public
motorists from entering or exiting the roadway in a defined direction
of travel (i.e., northbound or southbound) for an established length
construction zone and quantitative duration, ln the case of the north-south
thoroughfares, this closure could be applied in boih the nofthbound and
southbound directions of travel. Although not anticipated to be needed
often for the undergrounding program, if necessary these closures could
span a maximum distance of one to two blocks of roadway at a time and
be restricted to a weekend time frame. ln lhe case of the main east-west
arterials and the local residential, commercial or mixed-use roads, the need
for their closure to traffic or availability for a detour depends on the width of
the road. This is further evaluated below.
9.4 General Project Schedule and
Construction Sequence
The undergrounding of overhead utilities, namely electrical and
communication (FPL, AT&I Comcast), is planned lo occur in four phases
with starting dates lrom2O2O-2O23. Additionally, other improvements may
occur during the same time as the undergrounding. These improvements
could include the Village's CIB the Village's stormwater master plan
improvements, and Miami-Dade County WASD watermain replacement.
The Village's CIP improvements are small-scale projects planned to occur
during each year of the program and may be performed in conjunction
with the undergrounding. The Village's stormwater masler plan is a 1O-year
phased program of improvements. The Village is considering accelerating
those improvements to coincide with the undergrounding program, Miami-
Dade WASD watermain improvements are planned to occur in conjunction
with the undergrounding program and be confined io the undergrounding
phase project area during any given year. These improvements were
considered when recommending transportation management options.
The following table has the anticipated construction sequence. See a/so
Chapter 6 of this master plan,
9.0 TRANSPORTATION MANAGEMENT PLAN
The initial construction activities in any given phase will include conduit
construction by a mixlure of open cut trenches and directional boring
along with the installalion of equipment and cabling. The final six months
of any given phase will include the removal of the existing overhead poles
and wires. Therefore, there will be an overlap when adjacent phases will
experience construction impacts potentially requiring road closures near
each other.
Table 4
Anticipated Construction Sequence
Since the focus of the program is the underground conversion of overhead
utilities and known large infrastructure programs, private construction
projects (homes and businesses) are not currently included in the major
work elements, but could have some impacts to traffic behavior in
the Village.
)
)
)
)
)
)
)
)
Phase 1 Mixed Use
Commercial/
Single and Multi-
Family Residential
Undergrounding, Village
Comm unications, Street
Lighting, Stormwater,
Watermain Replacement
2020
Undergrounding, Village
Communications, Street
Lighting, Stormwater,
Watermain Replacement
2021 Phase 2 Mixed Use
Gommercial/
Single and Multi-
Family Residential
2022 Elsewhere
in Village
Demolition and removal of
overhead utilities from Phase 1
2023 Phase 3 Mixed Use
Commercial/
Single and Multi-
Family Residential
Undergrounding, Village
Communications, Street
Lighting, Stormwater,
Watermain Replacement
Demolition and removal of
overhead utilities from Phase 2
2023 Elsewhere
in Village
Phase 4 Single-Family
Residential
Undergrounding, Street
Lighting, Watermain
Replacement
2024
Demolition and removal of
overhead utilities from Phase 3
2024 Elsewhere
in Village
2025 Elsewhere
in Village
Demolition and removal of
overhead utilities from Phase 4
Land UseProject
AreaYear Major Work Elements
Kimley>)Horn 95
VILLAGE OF KEY BISCAYNE UNDERGROUNDING OF UTILITIES - MASTER PLAN
It is recommended these projects be reviewed for traffic impacts with this
TMP to coordinate impacts to the greatest extent practical. lt is not possible
to predict private construction activities at this time. The Village's Public
Works Department should use this TMP to guide them in the issuance of
MOT permits and coordinate the efforts for private construction community
within Village construction project areas.
Once MOT permits are issued and the MOT measures are implemented
in the field, the oporations should bc monitorcd closely for effectiveness,
Observed issues should be corrected through appropriate modification of
the approved MOT based on these observed operational conditions.
9.5 Traffic Control Considerations:
Traffic Gontrol Gonsiderations on Main North-South
Thoroughfares:
The following describes the traffic control considerations on the main north-
south thoroughfares through the Village. lt outlines restrictions to impacting
these tlroroughfares atrd alternate routes if one of the thoroughfares were to
be impacted for construction.
The traffic control considerations on the main north-south thoroughfares are
as follows:
From Ocean Lane Drive to Mashta Drive, Crandon Boulevard,
Fernwood Road, and Harbor Drive run parallel to each other
> lmpacts to Fernwood Drive and Harbor Drive shall be
minimized as much as possible. lntermittent closure of a single
lane could be allowed if flag men are used or if two-way traffic
can be maintained at alltimes.
> Only two of the three roads can be impacted at the same
time. lf either Fernwood Drive and Harbor Drive are impacted,
Crandon Boulevard should be fully open to traffic
> Fernwood Drive and Harbor Drive can be closed to traffic
(open to localtraffic only) only if required, preferably for a single
block at a time and for a brief period, Both roads should not
be closed to two-way traffic at the same time.
From Harbor Drive to N Mashta Drive, W Mashta Drive is the only
thoroughfare to provide access to Mashta lsland; therefore, the
roadway cannot be closed
> Work to be conducted from the road shoulder without
impacting lhe travel lanes
> lntermittent closure of a single lane is allowed if flag men are
used
Traffic Control Considerations for the other Roads:
The rest of the Village is comprised of a variety of commercial and local
roads. We lrave classified them as follows for the purposes of maintaining
traffic during construction :
. Narrow road - use for one-way detour only if needed
' Wider road - use for two-way detour as needed
These are color codeci and separated in the maps beginning on page 98.
The intent is to have available detour options as work occurs on the main
roads (thoroughfares) and lhere is the necessity to detour traffic through the
local roads. The local roads should always maintain access to local traffic
and access to driveways.
The exhibits provide suggested cross streets for transportation
management based on field visits conducted in June 2018 to verify lane
widths are adequate to accommodate the detoured traffic. lt should be
noted that no singular cross street is recommended for a detour, and where
possible, multlple adjacent roadways are recommended, By providing
multiple options for the detour, the impact to the residential cross streets
can be minimized, To promote drivers to use the earlier detour options and
avoid the majority of drivers waiting until the last cross street before the
road closure to detour, it is recommended variable message signage be
provided so specific road names can be recommended for the detour.
The specific timing and implementation of closures and lane restrictions
will be detailed in the MOT plan to be submitted by the contractor.
Specific conditions and recommendations contained in this TMP will
be communicated to the contractor in the construction documents.
The contractor shall always maintain access to local traffic and access
to driveways.
I
96
l
)
Guidelines for others that occupy the roads:
. Landscapers and other contractors should be restricted to parking
on roads without lane closures, or are outside the affected work
area, unless othen¡,¡ise approved by the Village
. Other contractors should be restricted io working on roads without
on-going undergrounding work, unless otherwise approved by the
Village
. Access to cyclists and pedestrians will be described in the
construction documents for implementation by the contractor
9.6 Traffic-Relatecl Work Restrictions:
The contractor shall maintain the same number of existing travel lanes and
parking lanes in each direction open to traffic at all times, except as noted
herein. Per the Village's noise ordinance, the creation of any plainly audible
sound in connection with construction is only permitted from 7:00 am to
6:30 pm Monday through Friday. Therefore, no construction activities are
permitted during nights, weekends, and holidays.
Weekdays
' Mondays, Tuesdays, Wednesdays, Thursdays, and Fridays that are
not Village holidays shall be considered weekdays. The day after
Thanksgiving shall be considered a holiday, A "holiday weekend"
shall be defined as the period between noon on the weekday
before a holiday and noon on the weekday after a holiday.
. Work will not be allowed on Village observed holidays.
Full Closures or Partial Closures
. Full or padial closures will be allowed during weekdays.
. A full closure of the main norlhbound and southbound
thoroughfares will not be allowed at the same time.
. A full closure of any travel lane(s) that does not allow the
maintenance of two-way travel at all times will require the use of
flag men during the closure period.
. A full closure of any travel lane(s) that will create a one-way travel
direction, or complete roadway closure, will require advance
approval from the Village of Key Biscayne Public Works Department
9.0 TRANSPORTATION MANAGEMENT PLAN
Conflicting Closures
. No two adjoining corridors may be closed in the same direction at
the same time
. No two corridors that act as alternates to each other may be
closed at the same time
Notification, Coordinat¡on, and Approval of Closures
. Contractors must notify the Village Engineer at least one week in
advance of any proposed closures.
. An internalVillage of Key Biscayne communication representative
shall coordinate all closure activity, This cotlld be the Village's
project manager,
r Any work requiring a closure will need to have an approved traffic
control plan and corresponding MOT permit from the Public Works
Depaftment.
. All approved closures must be communicated to the Village on a
weekly basis by the contractor during the week prior to the closure
so the Village can include traffic alerts on the Village website or
undergrounding website.
. The Village will produce a weekly media alert for traffic impacts
for the upcoming week. At the discretion of the Village a phone
number may be published in these media alerts that allows
impacted motorists to call and report observed issues with the
MOT operations.
. The Village's Public Works Department will coordinate closures
among projects through lhe MOT permitting process and keep the
community apprised of upcoming closure activities through media
releases.
. Field personnel need to notify the Village Engineer and Design
Engineer of any cancellations or changes in closure schedules.
. All roadway closures, material haul routes, and detours shall be
approved by the Village of Key Biscayne prior to implementation.
Material haul routes through the City of Miami and Miami-Dade
County shall have appropriate agency approvals.
. Contractor shall submit the details of the contemplated activities
and related traffic impacts to the Village Enginee¡ City of Miami,
)
)
)
)
)
)
)
.)
)
)
Kimley>)Horn 97
VILLAGE OF KEY BISCAYNE UNDERGROUNDING OF UTILITIES - MASTER PLAN
and Miami-Dade County as needed to receive approval at least
21 days in advance of the contemplated activities that may impact
those jurisdictions.
Material hauls on local streets will be subject to the Village of Key
Biscayne's requirements and local ordinances.
After approval of traffic control plans and associated closures and
detours on Crandon Boulevard, the contractor shall place advance
closure notice information signs per Village of Key Biscayne and
FDOT requirements and advise affected businesses, residents,
and stakeholders at least two weeks in advance of impending
approved closures.
ln all cases where there are roadway impacts, the contractor shall
assure access is maintained or otherwise provided to and from
abutting properties. After approval, the contractor shall advise
residents and businesses of any impending access restrictions, Full
closure of roads in a manner that prevents access to residences
and businesses will not be permitted.
Temporary traffic control devices shall not be set up in advance of
a closure unless approved by the Village. Upon completion of the
closure, traffic control devices shall be removed from the roadways
and shoulders by the end of the work day. The devices may not be
left or stockpiled on shoulders or in clear zone areas.
The conlractor shall provide schedules of daily activities and
corresponding traffic control plans, This information shall be
provided in advance and during construction progress meetings.
The information provided shall specify the limits of ihe work
activities and related traffic control plan by location, direction, and
time. The construction schedule and associated traffic control plans
shall be developed in a format suitable for release to other agencies
and the public, and shall be updated as necessary.
Contractors will remove all traffic controlfor temporary lane
closures prior to holidays or weekends that adjoin a holiday,
Lane closures that require an extended duration and are
implemented with appropriate barriers, traffic control devices, and
signage shall be allowed to remain in place during a holiday or
holiday weekend.
Special Events
. Partial or full closures on corridors are not allowed when a special
event occurs within that roadway corridor.
Emergency Services
. Field personnel shall coordinate with emergency services for any
paftial closure where no shoulders are available.
. Detour routes shall be communicated to emergency services on a
weekly basis, or more frequently as the detour routes change.
SpecialApproval
. The Village Public Works Department must approve any
exceptions,
. Any requests for special exceptions shall be made with four weeks
advanced notice to allow time for a thorough review and approval,
if required.
98
9.7 Transportation Operations Plan
Recommended strategies will be used to improve transporlation
operations/safety within prolect work zones.
Corridor/
Network
Management
Signaltiming changes shall be made
when detouring traffic during lane
closures. Police officers shall be
utilized as needed to adjust signal
timing to dissipate excessive backups.
Signaltiming changes shall be made
when detouring traffic during lane
closures. Police officers shall be
utilized as needed to adjust signal
timing to dissipate excessive backups
Signaltiming/
coordination
improvements
The speed reduction signs shall be
installed at locations shown in the
MOT plans.
Speed Iimit
reduction/variable
speed limits
Temporary traffic
barrier
Temporary traffic barrier shall be
installed at locations shown in the
MOT plans.
Crash attenuators are not anticipated
but shall be placed at locations
proposed by the contractor to break
temporary traffic barrier runs for
access to work zone.
Crash attenuators
Type A warning lights shall be
mounted on top of all construction
signs as noted in the MOT plans. Type
C steady-burn warning lights shall be
mounted on all channelization devices
during nighttime activities.
Work Zone
Safety
Management
Warning lights
Signaltiming/
coordination
improvementsTraffic/lncident
Management
and
Enforcement Dedicated
(paid) police
enforcement
DPS officers shall be used as needed
for monitoring and flushing out traffic
at signalized intersections along the
approved detour routes.
Responsibilities/Requirements/
Special Considerations
Selected
Strategies
I
%
9.0 TRANSPORTATION MANAGËMENT PLAN
Kimley>)Horn 99
VILLAGE OF KEY BISCAYNE UNDERGROUNDING OF UTILITIES - MASTER PLAN
VILLAGE OF KEY BISCAYNE UTILITIES UNDERGROUNDING MASTER PLAN
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lmpacted Roads
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TRANSPORTATION MANAGEMENT PLAN PHASE I MAP
9.0 TRANSPORTATION MANAGEMENT PLAN
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VILLAGE OF KEY BISCAYNE UTILITIES UNDERGROUNDING MASTER PLAN
TRANSPORTATION MANAGEMENT PLAN PHASE 2 MAP
KimleyDHorn 101
VILLAGE OF KEY BISCAYNE UNDERGROUNDING OF UTILITIES - MASTER PLAN
VILLAGE OF KEY BISCAYNE UTILITIES UNDERGROUNDING MASTER PLAN
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TRANSPORTATION MANAGEMENT PLAN PHASE 3 MAP
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9,0 TRANSPORTATION MANAGEMENT PLAN
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TRANSPORTATION MANAGEMENT PLAN PHASE 4 MAP
KimleyDHorn 103
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hapter 10
PUBLIC OUTREACH PROGRAM
The undergrounding project in the Village of Key Biscayne will incorporate
a Public Outreach Program to ensure the community is informed on the
process, the benefits, and costs, The Community Outreach Program is a
critical part of the public education and transparency efforts. lt will create
a link between the engineering team, Village staff, elected leaders, the
Undergrounding Task Force (UUTÐ, utility owners, Village residents, and
the media. The program should include a "boots on the ground" approach
ihat will engage the community and communicale through presentations,
print and electronic media, public meetings, and a Speakers Bureau,
This bureau would include the UUTF and other community stakeholders
ínterested in receiving and disseminating information. The Community
Outreach Program will need to have separate communication plans to
ensure we are reaching both residents and businesses. These plans
may include:
The development of a project brand logo and tag line so residents
can immediately identify communications related to this project.
Community meetings with Village organizations and groups are
involved in Village issues, such as the Key Biscayne Chamber of
Commerce and Key Biscayne Historicaland Heritage Society. We
will also meet with smaller, private groups who may express an
interest in the undergrounding project.
Village Hall-style meetings in coordination with the Key
Biscayne Chamber of Commerce, and other local community or
neighborhood groups, based on the project schedule and needs.
Establishment of a Speakers Bureau and Community Outreach
Program, Ensure surrogates who are interested in receiving
information or disseminating information are provided regular
briefings or talking points so they can share information to their
members or contacts.
Develop a separate outreach program for the multifamily residences
east of Crandon Boulevard that focuses on meeting with condo
managers and residents to provide them with factual information,
leave behind materials in the condo office, and to connect with the
unit owners about the project.
Separate meetings and presentations can be provided as
requested to address individual condominium, business, or
neighborhood needs, with access to planning and engineering
team members or Village staff.
Setup and provide access to communication hotlines, emails and
online forms that residents can utilize to address questions or
concerns.
During the construction phase of the project, specific
communications can be made with affected residents and
businesses to keep them informed of the progress and to
coordinate how they may be affected throughout the construction
phase.
A public information team ready to respond to community
questions and concerns.
Village Communications
The Village and UUTF will require regular communications with residents
and businesses using various mediums to ensure regular updates
are being delivered, The Speakers Bureau would be provided with
talking points and messages they can use to share with their contacts.
This includes the utilization of direct mail, email services, and online
communications such as:
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KimleyDHorn 105
VILLAGE OF KEY BISCAYNE UNDERGROUNDING OF UTILITIES - MASTER PLAN
Consistent updates to the prolect website to provide fresh and new
content 24/7, serving as a one-stop shop for project information
and activities.
Utilization of social media to share information. The undergrounding
project has a Facebook page and the Village has a Twitter feed
that can be used. Facebook and online ads about community
presentations that are occurring can be posted to encourage
pafiicipation.
Email communications to share information, updates, or alerts that
need to be quickly dispersed.
Printing of direct mail, brochures, and fact sheets to provide
residents information about the project. This includes the
distribution of the fact sheet inserted into the lslander lVen¿s.
Neighborhood by neighborhood updates as the project progresses,
including progress reports, alerts, and completion of milestones
and goals,
The implementation of live Tele-Town Hall meetings that allows
the residents to call in to listen to the meetings and ask questions
during the Q&A portion.
Media Relations
The media can provide opportunities to get information out and share
details. The outreach plan can include story opportunities and interviews
with stakeholders, surrogates and third-par1y groups. These opportunities
may ínclude the following:
Provide the /s/ander lVeuzs regular press releases on new
information, as well as present opportunities for stories or
interviews.
Guest editorials into the lslander lVews from the Village Manager,
Public Safety officials, and experts,
Keep an open dialogue with hhe lslander /Venzs to ensure factual
information is presented.
"Letter to the Editor" program that focuses on our messages and
facts about undergrounding, by helping residents who want to
share their experiences.
Guest appearances on radio shows/podcasts including Rat Radio.
Work with other news outlets with reach into the Village or national
or regional magazines and periodicals that have an interest in
undergrounding.
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1O.O PUBLIC OUTREACH PROGRAM
KimleyDHorn 107
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OVERALL PROGRAIVI CPINION OF SCHEDULE
Based on the Phasing and Sequencing Plan described in Section 6 of this
master plan, a more detailed opinion of schedule was developed to better
understand how each individual phase would interact with each other
during the implementation process. To develop an opinion of schedule
to this level of detail at this stage of the planning process, we primarily
used our current relevant experience and lessons learned with this type of
construction activity. ln addition, schedule considerations were developed
through discussions with the Village, area contractors with expedise in
undergrounding, and the utility owners. These schedule considerations
can be categorized into Design Phase Schedule Considerations and
Construction Phase Schedule Considerations.
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Design Phase Schedule Considerations
. Survey and utility base mapping must occur prior to the utility
owners beginning their design efforts
. AT&T and Comcast require the FPL design to be complete prior to
beginning their design efforts
. FPL Binding Cost Estimates and Utility Agreements are generally
produced within three to four months after Village acceptance of
the conceptual FPL design and sufficient progress on the easement
acquisition process recognizing the various modifications to the
design that are made during this process
. CMAR procurement should occur after the completion of the FPL
concept design but before completion of the final bid documents
to take advantage of constructability review comments and value
engineering suggestions
Easement acquisition is desired to begin as early as possible and
be completed prior to the siad of construction. Eminent domain
processes are not considered in this schedule, All easements are
assumed to be granted to the Village without compensation.
Any required permits are desired to be secured prior to the starl of
construction
Any Village infrastructure work that is to be designed and
constructed within an undergrounding phase area is to be included
in the bid package for that undergrounding phase area
KimleyDHorn 109
VILLAGE OF KEY BISCAYNE UNDERGROUNDING OF UTILITIES - MASTER PLAN
Because of the requirement for FPL to harden their infrastructure,
design and construction of this undergrounding program should
begin as soon as practical
Pre-Construction Services/Bidding/Award of Phase 1 is to
begin in the first quarler of the year to allow adequate time for
pre-construction activities and GMP development needed to
prepare for an early June construction start. This allows "heavy"
construction activities to happen around the school during the
summer months.
Community outreach is a continuous process that spans across
design and construction
Construct¡on Phase Schedule
Considerat¡ons
ln general, construction activities around the K-B schoolshould be
coordinated to occur during the summer in any one phase
"Heavy" construction activities, such as underground infrastructure
work and conduit installation, are desired to be constructed in the
summer months when traffic volumes are lowest
Year-round construction activities are considered for tlre
undergrounding program
Water main, stormwater, and conduit installation activities may
occur simultaneously in any phase area.
To m i n i m ize com m u n ity/traffic i mpacts, " heavy" construction
impacts will not be allowed to occur in adjacent phases at the
same time
Cable and equipment installation activities may overlap the duration
of backbone conduit installation within a phase
To achieve schedule compression, portions of phases that can
be overlapped should be to the greatest extent practical while
minimizing traffic and resident impacts
Feeder switch over to the underground system should be
coordinated to occur in the cooler months when electrical
demand is low, which reduces the complexity of the process and
associated costs
Conversion of individual electric and communications services will
follow the energization of the new underground system
Overhead wire and pole removal cannot begin until allservices are
converted to the new underground system
Roadway, sidewalk, and landscape improvements may occur
during the final restoration stage of each phase
Schedule Durat¡ons
The durations of significant activities that occur within each project phase
were developed based on information gathered from a variety of sources.
Design durations are largely based on Kimley-Horn's experience with
similar projects and through schedule discussions with FPL, AT&T, and
Comcast.
Construction activity durations were based on relevant projects currently
underway or already completed. These were compared to the activities
proposed in this master plan as part of the opinion of cost development,
which yielded significant activity durations and were then incorporated into
the overall schedule. Appropriate schedule contingencies were also applied
to account for normal weather impacts, potential geological challenges,
and unforeseen conditions.
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/ lne program schedule began in March 2018 with the
development of this master plan.
/ Oeta¡led design will need to start as soon as practicalto
minimize the duration and completion date of the program.
/ Design begins earlier for subsequent phases before prior
phase completion to allow more time for the easement
acquisition process.
/ Construction Manager selection occurs prior to final
design completion to allow them the opportunity to provide
constructability reviews and make value engineering
suggestions.
/ fne design of the communications networks fotlows the
design of the electrical network to allow cootdination of
the designs that promotes the collocation of electrical and
communications equipment in common easements. This
reduces the overall number of easements required for the
program.
/ Construction activities for the program are expected to kick
off in the summer o12020 with Phase 1.
/ Construction durations for each phase range from 1ïto 24
months depending on the quantity of work to be performed
and complexity of each phase.
{ ln order to accelerate the schedule, the construction phase
for Phases 2,3n and 4 of the program overlaps the previous
adjacent phase construction schedule by a minimum of
6 months with potentialto overlap 12 months or more.
11.0 OVERALL PROGRAM OPINION OF SCHEDULE
/ fne overlap of the construction activities in each phase
is subject to "heavy" construction being complete in the
previous phase prior to allowing "heavy" construction
activities to begin in the subsequent phase. This is done
primarily to mitigate community and traffic impacts.
/ tne final six months of the construction activity schedule
for each phase is reserved for switch ove6 pole removal,
and final restoration. lt is not expected that this will be a
continuous construction activity. Experience with similar
projects has shown that the coordination required with FPL,
Af&I and Comcast can be time consuming and therefore
requires a duration of time for the switch over and pole
removal to be accomplished.
{ An aneas of the Village are scheduled to be converted to
an underground system by the middle of 2025. Final pole
removal is scheduled to be completed by the end of the
second quarter in2026.
{ me schedute does contain time contingencies for normal
weather impacts, soilconditions, and typical unforeseen
conditions. lt does not account for significant schedule
impacts related to significant weather events that cause
the utility owners to focus efforts on storm recovery rather
than undergrounding. lt also does not consider significant
contractor issues related to litigation, bankruptcy, non-
performance, and the like because these types of issues
are impossible to predict.
OVERALL SCHEDULE HIGHLIGHTS
Kimley>)Horn 111
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The bind¡ng cost estinate and ut¡l¡U agreement development pr\cess will occur concurrentty w¡th the final 3-4 months oÍ the design/b¡d phases.
Adve¡lisement for CMAB's should occur 5-months pr¡0r to des¡red pre-conslruct¡ln serv¡ces start.
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apter 12
OVERALL PROGRAM OPINION OF PROBABLE
CONSTRUCTION COST
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12J Approach
The following elements were considered when developing this Opinion of
Probable Cost (OPC)for each phase of the project.
Use of recent cost information from similar projects: Recent
bid prices lor overhead utility underground conversion projects
currently underu,ray or already completed in similaç local coastal
communities were used for the development of unit prices for this
planning-level OPC.
Use of comprehensive construction costs: Final bid prices for
similar projects in the Miami-Dade area were used to develop
unit costs that were applied to the overall program. This allows
for inclusion of many smaller scale costs that may othenvise be
overlooked during the master planning process.
Use of a consistent unit cost application methodology: Since it is
not feasible to perform detailed design for the entire program at this
time, bid prices from similar projects were used to create sample
model pro¡ect areas for five separate area types. These sample
areas were then scaled up based on the linear footage of overhead
to underground conversion required in any given phase.
overhead utilities to an underground location within an assumed area.
Kimley-Horn then prepared quantity estimates for the sample project area.
Construction work elements estimated for the sample projects included the
following:
. Construction general conditions (mobilization, maintenance of
traffic, bonds, survey, etc.)
. FPL, AT&I and Comcast main conduit installation
. Cable and equipment installation
. Service conduit installation
. Direct costs from FPL, AT&T, and Comcast for their labor,
equipment, and materials related to both installation and demolition
activities
. Pavement restoration
' Site restoration
. Landscaping for equipment screening
Based on the lypes of areas that exist within the Village, five sample prolect
areas were developed to project costs across the Village-wide pro¡ect.
A summary of these five sample projects are described below::
1. Typical Residential Area/Roadway lnstallation (i.e. Phases 1 ,
2, and 3) - Units costs were developed for this sample project
area that considered installation of underground utílity infrastructure
within road right-of-way in a single family residential area where
service lines would be converted from the rear to the front streel.
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12.2 Sample Project Area Development
To develop unit costs that could be applied to quantities for a large-
scale program area, unit costs associated with various "sample projects"
representative of larger areas within the Village were developed.
Kimley-Horn first used the sample projects to model the conversion of
KimleyDHorn 115
VILLAGE OF KEY BISCAYNE UNDERGROUNDING OF UTILITIES - MASTER PLAN
2. Residential Connectors/Roadway lnstallation (i.e., Phases 1,
2, and 3) - Unit costs for this sample project area were similar to
the sample pro¡ect above, with the exception that costs associated
with FPL feeder and Comcast fiber to the node conduit were
included. The density of these east-west connectors is also
significantly less than the residential described in sample prolect 1.
3. Residential on the Water/Non-Roadway lnstallation {i.e. Harbor
Drive and Mashta lsland) - Unit costs for this sample project
area were similar to the sample project above, with the exception
that costs associated with asphalt trench repair for installation
of underground infrastructure within the roadway were removed.
Costs were added to consider additional sodding requirements and
potential driveway restoration associated with a conduit installation
off the roadway. Additionally, the electrical load in this sample
project is higher due to the larger homes and waterfront amenities
including potential boat dockage, This increases the electrical
density, quantities of electrical backbone, and equipment.
4. Multi-Family Area Roadway lnstallation (i.e. Phases 2
and 3) - Unit costs for this sample project were developed
considering overhead utility undergrounding in a dense multi-
family area. This sample project includes higher costs related to
general condiiions and maintenance of traffic, higher quantities of
elecirical and communication backbone, increased electrical and
comm un icati ons eq ui pment density, and increased restoration
costs.
5. Fernwood Mixed'Use/Roadway Installation (i.e., Fernwood
Road - Phases 1,2, and 3) - Unit costs for this sample project
were developed for a representative section of a por-tion of the
Village served by the Fernwood Road corridor. This corridor is the
route for main electrical and communications conduit. lt also serves
a mix of commercial and public buildings, as well as residential.
Equipment, feeder, and communication backbone will be denser
than typical residential sample projects due to the addition of
commercial parcels.
12.3 Project Area Line ltem Unit Costs
Based on the unit prices and quantities developed for each sample project
area, total costs for each sample project area could be developed. The
total costs for each sample propct area were then divided by the length of
undergrounding within the sample prolect area to develop a representative
unit cost per linear foot conversion that could be applied on a Village-wide
basis to each of the program's phase areas. The unil prices per foot of
conversion were categorized into the appropriate line item category for use
in the overall OPC. A summary of each line item category outlined in the
opinion of probable cosf rs in the table to the right.
12.4 Quantity Estimation
GIS shape files were developed during this Master PIan for roadways,
parcels, existing overhead utility localions, and outside infrastructure
project information (water main, CIP projects, etc.) and were used to
evaluate the quantities of program elements, including the length of
overhead to underground conversion. Based on this GIS data, lhe
following quantities were developed for each phase:
' Lenglh of existing overhead utilities to be converted underground
' Length of roadway anticipated to be impacted by conduit
installation
' Estimated conduit joint trench length
. Number of parcels per phase
12.5 Credits
The following credits have been considered in the OPC. Other potential
cost savings opportunities are discussed in the latter pafi of this chapter
Florida Power and Light Government Adjustment Factor (GAF)
Waiver Credit: lt is expected the Village will enter an Underground
Facilities Conversion Agreement with FPL for the conversion of
Village-wide overhead facilities. ln accordance with the FPL Tariff,
this program qualifies for a GAF waiver of 25o/o. The GAF waiver
credit amount has been estimated aI25% of the total estimated
FPL contribution-in-aid-of-construction (CIAC) cost to install
116
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Village of Key Biscayne
Overall Program Opinion of Probable Cost - August 2018
12.0 OVERALL PROGRAM OPINION OF PROBABLE CONSTRUCTION COST
the underground system, in accordance with
budget cost estimates provided by FPL and the
FPL Tariff, ln the latest tariff revision, effective
February 22,2018, cedain elements of the CIAC
calculation can be excluded if the applicant
intends to conved existing non-hardened feeder
facilities to underground feeder facilities. The
calculation would exclude the cost to remove
the existing overhead feeder facilities and the
net book value of those feeder facilities. ln turn,
however, the applicant does not get credit for the
estimated salvage value of the existing overhead
facilities to be removed. Despite that, the revision
typically results in a lower CIAC to be paid by the
applicant.
It is our understanding that there are two
proposed bills making their way through the
legislature that may provide some additional
incentive for FPL customers to underground
their utilities, potentially allowing FPL to tap into a
pool of money they ordinarily would only be able
to access for storm recovery efforts. There are
limitations on how much of this may be accessed
to maintain reasonable electric rates. Assuming
these bills get approved by the state, it would
be up to the PSC to adopt rules to implement
and administer the law. Because those details
are unclear at this point and the bills have not
yet passed, the topic will need to be discussed
during negotiations with FPL ahead of the design
phase of this project.
12.6 lnflation
The Construction Cost Index (CCl) as calculated
by Engineering A/ews-Record was used to
estimate an average inflation rate to be applied to
this program. The CCltracks the change in price
FPL Overhead to Underground Conversion $10,200,000
2 CATV Overhead to Underground Conversion $1,300,000
3 Telephone Overhead to Underground Conversion $2,8oo,ooo
4 FPL Direct Costs $6,2oo,ooo
5 CATV Direct Costs $800,000
6 Telephone Direct Costs $1,goo,ooo
7 lnstall FPL Services $1,500,000
I lnstallTelephone and CATV Service Conduit $2,400,000
I lmpacted Street Líght Replacement (Village Custom)$1,100,000
10 Restoration $6,000,000
11 Construction Management $3,800,000
12 Eng i neeri n g/Perm itti ng/Surveying $2,000,000
13 Construction Adm inistration $1,800,000
14 Legal Fees/Easement Acquisition $500,000
15 Public Outreach $300,000
16 Gredits
17 FPL Credit - 25% GAF Waiver $(4,400,000)
18 Subtotal Undergrounding Project Costs $38,200,000
19 10% Contingency $3,800,000
20 lnflation $4,800,000
21 Total Undergrounding Project Costs $46,800,000
Optional ltems to Consider
"Vista" Style Switch Cabinets (estimated at 40 total)$2,400,000
Additional Street Lights (Village Custom)$4oo,ooo
Extra Conduit for Future Utility Lines (lncluding FTTP)$5,300,000
Roadway lmprovements - Milland Overlay lmpacted Roads $3,600,000
Roadway lmprovements - Raising Roads lmpacted by Storm
lmprovements
$9,8oo,ooo
Roadway lmprovements - Traffic Calming $1,000,000
Water Main Replacement (AC and Unkown)$3,800,000
Sidewalks (Safe Routes to Schools Program, Budget est. by Village)$1,000,000
Stormwater lmprovements (From Stormwater Master Plan)$23,470,000
Equipment Screening (lncluded in conversion costs)$
Beautification (Cost varies depending on level of improvements)$
Description Opinion of
Probable CostItem No
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KimleyDHorn 117
VILLAGE OF KEY BISCAYNE UNDERGROUNDING OF UTILITIES - MASTER PLAN
for a specific combination of construction labor, steel, concrete, cement,
and lumber using data from 20 cities in the United States, The CCI is
similar in concept to the well-known CPI (Consumer Price lndex), which
tracks the consumer prices for a representative base of goods and services
for urban consumers, but is considered more reflective of the construction
industry and construction labor rates.
The average yearly historical CCI's between January 1990-August
2016 were reviewed. The average percentage increase of construction
costs during this time (January 1990 and August 2016), as well as the
time between the years 2006 and 20'16, was 3,0% per annum. The
average annual percentage increase in average construclion costs for
any given year since 1990 ranged between 2.5o/o and 3.9o/o. Based on
this information, an annual inflation factor of 3o/o was used for estimating
inflation cosi impacts in this OPC. lt should be noted that inflation is difficult
to accurately pro¡ect into the future and historical trends are not necessarily
indicative of future inflation rates. Month-to-month or year-to-year changes
in inflation rates could be significantly more or less than the percentages
assumed for this OPC,
12.7 Assumptions and Limitations
Assumptions made in the preparation of this OPC include the following
12.7.1 General Assumptions and Limitations
This OPC considers the undergrounding of electrical, cable, and
telephone facilities only, Cellular facilities, broadband infrastructure
improvements or new broadband network installations, planned
infrastructure improvements, and/or other facilities are not
considered in this OPC. The unit costs provided assume all cable,
electrical, and telephone conduit will be installed in a joint trench
(with required separalion) by the same contractor who is directly
contracted by the Village.
This OPC assumes the Village will engage a contractor to install
all equipment and materials except those items and operations
required to be performed by the utility owner. We recommend
the Village perform as much of the construction as possible. This
provides the Village with more control over project costs and
schedule. lt has been our experience that costs are lower, the
schedule is minimized, and the work is generally more efficiently
coordinated when the municipality performs the work versus when
work is per-formed independently by the various utility owners.
Even in the case where the utility owners perform the work,
there are still items needing to be performed by the municipaliiy,
such as easement acquisition, restoration, and rearrangement
of customer service entrances from overhead to underground.
Items and operations required to be per-formed by the utility owner
include, but are not limited to, underground system make-ready
and energization, telephone cable and equipment installation,
cable television cable and equipment installation, and overhead
infrastructure removal. Costs related to these utility owner activities
have been included in this OPC.
The OPC developed for this master plan is based on a high-level
cost analysis for large-scale planning and budgetary purposes
based only on the information available at the time this master plan
was developed. The OPC contained in this master plan should not
be considered applicable to a single block or other specific smaller
scale areas since variations may exist on a smaller scale.
Roadways disturbed by the undergrounding will require trench
repair. Milling and resurfacing of the disturbed pavement has been
included as a separate line item in the OPC. Roadway repairs
are anticipated to be milled and resurfaced for one lane width
and a minimum of 100 feet in either direction in accordance with
County standards. Crandon Boulevard is a County-maintained
road and therefore milling and resurfacing would be required along
this corridor.
Detailed network designs for proposed electrical, cable, or
telephone infrastructure have not been performed and therefore
were not available at the time of this master plan. This OPC is
based on assumptions and generalizations regarding elements that
a typical underground utility conversion project within the Village of
Key Biscayne is likely to include.
This OPC assumes a phased construction approach as outlined
in this Master Plan. Each phase of construction is expected to
have approximately a 18 to 24-month construction duration.
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Construction will occur continuously throughout the phase
assuming year-round construction for the undergrounding program
as the Village does not have seasonal construction restrictions.
It is assumed the Village will acquire private easements to
lmplement the program when sufficient right-of-way is not available
to contain the new underground equipment. lt is assumed
easements will be donated by propeñy owners when required, as
has been the case on other undergrounding projects. Costs related
to any eminent domain processes, or compensation for easement
space, are not considered in this master plan.
Legal costs are estimated at 2.5o/o of the total base construction
cost,
Cost related to obtaining financing for the program are not included
in this OPC. We recommend the Village establish a budget for
financial consultants, closing costs, and other related costs of
obtaining project funding.
It ls assumed the Village will enter into a right-of-way agreement
with applicable utility owners for the installation of new underground
cabling and equipment within the Village and/or State road
right-of-way
12.0 OVERALL PROGRAM OPINION OF PROBABLE CONSTRUCTION COST
Over the life of the project, considerable effort is expected to be
required from Village staff, including the Village Manager's office
and the Depaftment of Public Works. lt is recommended the Village
hire a project coordinator to assist the Village with the management
and coordination of the project plus act as a resident liaison. Costs
associated with the pro1ect coordinator, Village staff time, and
use of Village facilities and resources have not been included in
this OPC.
Revenue generated or costs related to potential Village-owned
broadband infrastructure improvements are not considered in this
OPC. While these improvements may be constructed concurrently
with the undergrounding program, any costs related to this effort
are not included in the undergrounding program.
Provisions for additional street lighting have been included in this
OPC. lt is assumed that existing street lights mounted to FPL
or AT&T owned poles on arterial roadways will be replaced in
approximately the same location with new FPL standard street
lighting. Additionally, proposed street lights for areas that do not
currently have lights have been placed at roughly the same intervals
as existing lights elsewhere in the residential neighborhood.
Costs for custom poles have been prepared based on the recent
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Looking south onto Mashta lsland along West Mashta Drive from Harbor Drive
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VILLAGE OF KEY BISCAYNE UNDERGROUNDING OF UTILITIES - MASTER PLAN
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Fernwood lighting RFP, At the same time, the Village should
consider entering into an agreement with FPL lo provide lighting
throughout the Village. FPL does not assess capital costs for
the standard lighting installation but does charge a CIAC for the
associated conduit installation. The operating costs will be paid
for under the existing separate Village operating budget for street
lighting. Existing decorative street lighting that is already served with
underground infraslructure is assumed to remain in service.
Construction cost contingency has been estimated at a rate
of 1Oo/o.
An allowance for restoration of private propefty after service
installation and utility demolition is included. Our OPC also includes
an allowance for equipment screening.
All construction projects carry inherent risk for construction claims,
litigation, or other such legal action against the Village for personal
or property damages, This OPC does not include costs associated
with contractor termination, re-mobilization, construction claims,
litigation, or other such legal action.
It can be expected that cost variations may occur throughout
the life of the program based on market conditions, labor and
material price fluctuations, and other factors. Kimley-Horn has no
control over the cost of labor, materials, equipment, or over the
contractor's methods of determining prices or over competitive
bidding or market conditions. The OPC provided herein is based
on the information known to Kimley-Horn at this time and represent
only Kimley-Horn's Judgment as a design professional familiar
with the construction industry. Kimley-Horn cannot and does not
guarantee that proposals, bids, or actual construction costs will not
vary from its OPC.
Costs related to the abandoning of rear yard easements has not
been considered or included in the OPC at this time.
reimbursed to the program by the private propedy owner and
therefore have not been included in this OPC.
ln many locations throughout the Village, electric and
communications services originate from a rear property easement,
To be compliant with current utility company standards, these
services will be converted to a front street location under this
program.
I
12.7.2 Existing Conditions
. Allowances for repair/replacement of service entrances on private
property not meeting existing building codes should be included in
the project to maintain the project schedule. These types of costs,
while expected to be a rare occurrence, are expected to be
120
Directional boring machine in Palm Beach
12.0 OVERALL PROGRAM OPINION OF PROBABLE CONSTRUCTION COST
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It is assumed that new utility infrastructure related to the conversion
process will be installed in public right-of-ways and easements. lt
is fudher assumed this infrastructure will be installed in a manner
that minimizes relocation of existing utilities in these same locations.
These potential impacts cannot be accurately quantified at this time
and are therefore not included in this OPC.
12.7.3 Construction Methods: Directional Bore
vs. Open Trenching
Conduit for electrical and cable/telephone infrastructure are typically
installed using open-cut trenching or directional boring. Costs for these
methods for installation within a typical residential area within the Village
were analyzed to determine the most cost-effective installation method,
Directional Boring
. Due to the conduit separation requirements for AT&I FPL, and
Comcast inTrastructure, a typical installation within the roadway
by directional bore would require a minimum of three separate
bores, each containing multiple conduits-FPL primary/service
conduit, AT&T mainline/service conduit, and Comcast mainlinel
service conduits. FPL feeder conduit may or may not be
bored separately from the other FPL primary/service conduits
depending on the site-specific factors.
. Restoration will be required at each "bore pit" and within areas
of the roadway that need to be excavated to intercept primary
conduits for transformers, feeder conduits for switches, and
service conduits for each building. One restoration area per
property was assumed in the analysis.
Open Cut
. This method assumes AT&T, FPL, and Comcast infrastructure
will be installed in a joint trench with the required separation
between each utility. Asphalt trench repair is assumed
to be required for most joint trench installations as the
opportunities for an off-roadway joint trench installation
within the Village is limited due to right-of-way and property
improvement restrictions,
Based on these assumptions, costs for installing a typical conduit run by
directional bore was estimated to carry an appreciably higher cost than
installation of those same conduits within a joint trench (via the open-
cut installation method), despite the lack of pavement repair required.
Additionally, there are technical challenges with boring on many of ihe
Village's roadways that can be overcome using the open cut method
These challenges include:
. Narrow right-of-ways with a high level of utility congestion
. Significant number of electrical and communications conduits to
occupy a corridor with very limited space
. Spacing requirements between electrical and communications
facilities requiring separate bores
. Bore spacing required for constructability to prevent multiple bores
from converging together as often happens in sandy conditions and
tight spacing
Based on the analysis above, it is assumed by this OPC that open-trench
installation methods will be used for most of the joint trench conduit
installation within Village right-of-way. lt is fufther assumed the FPL,
AT&T, and Comcast service conduit installation on private property will
be installed via directional bore, minimizing private property disturbances
and related restoration costs for the many high-end finishes that exist on
private property. FPL service conduit was assumed to be installed as a
separate bore to maintain the required separation to avoid electromagnetic
interference issues.
An exception to this may be the multi-family condominiums on the east
side in Phase 2 between Galen Drive and E. Enid Drive. This project area
includes large properties with long distances between service points.
These buildings are also fed from rear yard overhead poles in easements.
Because most properties are large, multi{amily condominiums, there is
relatively little service conduit to be installed. Many of the service drops are
also already undergrounded, therefore it may be possible to intersect these
lines and refeed through existing conduit. Most runs are anticipated to be
either feeder or primary electric and/or communications backbone. This
reduces the number of entry/exit pits required throughout the area, which
in turn reduces the anticipated cost of bore machine setups related to
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KimleyDHorn 121
VILLAGE OF KEY BISCAYNE UNDERGROUNDING OF UTILITIES - MASTER PLAN
directional boring. Combining this with the general desire to disturb as little
landscaping and private parking lots as possible, could create a situation
where direciional boring becomes more technically feasible and the related
costs are less than or comparable to an open cut conduit installation.
To allow the contractor the greatest freedom to achieve the lowest cost
installation with the greatest schedule efficiency, the decision whether to
bore or trench will be lett to the construction team.
12.7.4 Electrical and Communications Utility
Systems
. Underground electrical and communications facilities to be
constructed under this program are anticipated to be significantly
different from their overhead counterparts based on the nature
of an underground system design and layout. However, costs
related to "betterment" or system upgrades are assumed to be
the responsibility of the ulility owner. For example, the existing
feeder ties would be replaced underground in-kind at a cost to the
Village. New feeder ties not currently in existence (that are intended
to enhance system reliability) could be installed at a cost to the
utllity owner.
. Electrical system costs may ultimately inclurde a mix of "Vista" and
FPL standard switch gear should the Village desire to incorporate
"Vista" equipment in the system. This would provide improved
resiliency and storm surge protection since the Vista cabinet is
waterproof. This OPC considers that all ihe switchgear will be
standard style, wilh the option to upgracle to the Vista style cabinet
. "Like-for-Like" copper systems were considered in lhis OPC for
the undergrounding of telephone facilities. lt is furlher understood
that AT&T may wish to upgrade to a fiber system after the initial
overhead to underground conversion is complete or in conjunction
with the program. AT&T stated they will install an upgraded fiber
optic network concurrently with the Village's undergrounding
program only if the Village funds those upgrade costs. Therefore,
the upgrade has not been considered in the base OPC,
" Like-for- Li ke" fi ber/coaxial systems (FTTN) were considered i n th is
estimate for the undergrounding of cable television facilities.
This OPC only considers the minimum number and size of
conduits required to implement the overhead to underground utility
conversion. Spare conduits have not been included in this OPC.
12.8 Opinion of Probable Cost Summary
A summary of total pro¡ect costs, including contingency and inflalion, is
provided below
Village of Key Biscayne
Overall Program Opinion of Probable Cost Summary -
August 2018
Overhead to Underground Conversion - FPL $17,900,000
Opinions of Probable Construction Cosf by project phase are provided
beginning on page 122.
1
2 Utility Conversion Costs - ATT & Comcast $9,200,000
3 lmpacted Street Light Replacement (Village Custom)$'1,100,000
4 Restoration $6,000,000
à Construction Management $3,8oo,ooo
6 En g i neeri ng/Perm itting/Surveying $2,000,000
7 Construction Administration $1,800,000
I Legal Fees/Easement Acquisition $500,000
I Public Outreach $3oo,ooo
10 FPL Credit - 25% GAF Waiver $(4,400,000)
11 Subtotal Undergrounding Project Costs $38,200,000
12 10% Contingency $3,800,000
13 lnflation $4,900,000
14 Total Undergrounding Project Gosts $46,800,000
Item
No.
Opinion of
Probable
Cost
Description
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12.0 OVERALL PROGRAM OPINION OF PROBABLE CONSTRUCTION COST
KimleyDHorn 123
VILLAGE OF KEY BISCAYNE UNDERGROUNDING OF UTILITIES - MASTER PLAN
PHASE 1 - Village of Key Biscayne
Overall Program Opinion of Probable Cost - August 2018
$2,7oo,ooo
2
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5
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12
13
14
15
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17
18
19
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21
FPL Overhead to Underground Conversion
CATV Overhead to Underground Conversion $300,000
Telephone Overhead to Underground Conversion
CATV Direct Costs
FPL Direct Costs
$700,000
$200,000
$1,300,000
Construction Management
lmpacted Street Light Replacement (Village Custom)
$500,000
$1,000,000
$400,000
$1,600,000
$600,000
$400,000
lnstallTelephone and CATV Service Conduit
Restoration
Telephone Direct Costs
lnstall FPL Services
Eng i neering/Permitting/Surveying $soo,ooo
$500,000
$100,000
Gonstruction Admi nistration
$100,000Legal Fees/Easement Acquisition
FPL Credit - 25% GAF Waiver
Public Outreach
Credits
$(1 ,'100,000)
Subtotal Undergrounding Project Costs $9,400,000
$1,000,000
$1,200,000lnflation
10% Contingency
PHASE 1 Total Undergrounding Project Costs $'12,000,000
Description Opinion of
Probable CostItem No.
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12.0 OVERALL PROGRAM OPINION OF PROBABLE CONSTRUCTION COST
VILLAGE OF KEY BISCAYNE UTILITIES UNDERGROUNDING MASTER PLAN
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OPINION OF PROBABLE COST PHASE I MAP
Kimley>)Horn 125
VILLAGE OF KEY BISCAYNE UNDERGROUNDING OF UTILITIES - MASTER PLAN
PHASE 2 - Village of Key Biscayne
Overall Program Opinion of Probable Cost - August 2018
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1 FPL Overhead to Underground Gonversion $3,3oo,ooo
2 CAW Overhead to Underground Conversion $500,000
3 Telephone Overhead to Underground Conversion $1,ooo,ooo
4 FPL Direct Costs $2,3oo,ooo
5 CATV Direct Costs $200,000
6 Telephone Direct Costs $600,000
7 lnstall FPL Services $500,000
I lnstallTelephone and CATV Service Conduit $700,000
9 lmpacted Street Light Replacement (Village Custom)$300,000
10 Restoration $1,800,000
11 Construction Management $1,20o,ooo
12 Eng i neerin g/Perm itti n g/Surveyin g $600,000
13 Construction Administration $600,000
14 i Legal Fees/Easement Acquisition $200,000
15 Public Outreach $100,000
16 Gredits
17 FPL Credit - 25% GAF Waiver $(1,400,000)
1B Subtotal Undergrounding Project Costs $12,500,000
19 10% Contingency $1,300,000
20 lnflation $1,600,000
21 PHASE 2 Total Undergrounding Project Costs $15,4oo,ooo
Description Opinion of
Probable CostItem No
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12.0 OVERALL PROGRAM OPINION OF PROBABLE CONSTRUCTION COST
VILLAGE OF KEY BISCAYNE UTILITIES UNDERGROUNDING MASTER PLAN
OPINION OF PROBABLE COST PHASE 2 MAP
KimleyDHorn 127
1 FPL Overhead to Underground Conversion I $g,zoo,ooo
2 CAW Overhead to Underground Conversion $400,000
3 Telephone Overhead to Underground Conversion $900,000
4 FPL Direct Costs $1,900,000
5 CATV Direct Costs $200,000
$600,0006
7
Telephone Direct Costs
lnstall FPL Services $400,000
I lnstallTelephone and CATV Service Conduit $700,000
9 lmpacted Street Light Replacement (Village Custom)$100,000
10 Restoration $1,900,000
11 Construction Management $1,1oo,ooo
12 Eng i neerin g/Perm itti ng/Su rveying $500,000
13 Construction Adm inistration $500,000
14 Legal Fees/Easement Acquisition $200,000
15 Public Outreach $100,000
16 Gredits
17 FPL Credit - 25% GAF Waiver $(1,400,000)
1B Subtotal Undergrounding Project Costs $11,300,000
19 10% Contingency $1 ,100,000
20 lnflation $1,400,000
21 PHASE 3 Total Undergrounding Project Gosts $13,900,000
Description Opinion of
Probable Cost
VILLAGE OF KEY BISCAYNE UNDERGROUNDING OF UTILITIES - MASTER PLAN
PHASE 3 - Village of Key Biscayne
Overall Program Opinion of Probable Cost - August 2018 ,*ìr af: -1:r'ì :, -:
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Kimley)>Horn 129
VILLAGE OF KEY BISCAYNE UNDERGROUNDING OF UTILITIES - MASTER PLAN
PHASE 4 - Village of Key Biscayne
Overall Program Opinion of Probable Cost - August 2018
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FPL Overhead to Underground Conversion
CATV Overhead to Underground Conversion
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Telephone Overhead to Underground Conversion
FPL Direct Costs
Telephone Direct Costs
CATV Direct Costs
$600,000
$300,000
$l oo,ooo
lnstallTelephone and CAW Service Conduit $300,000
lnstall FPL Services
lmpacted Street Light Replacement (Village Custom)
$100,000
$200,000
$4oo,ooo
$800,000Restoration
Construction Management
Engineering/Permitting/Surveying $200,000
Construction Adm in istration $200,000
Legal Fees/Easement Acquisition $100,000
15 Public Outreach $
Creclits
FPL Credit - 25% GAF Waiver
Subtotal Undergrounding Project Costs $4,300,000
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19 10% Contingency $400,000
lnflation $500,000
PHASE 4 Total Undergrounding Project Gosts $5,2oo,ooo
Description Opinion of
Probable CostItem No
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130
12.0 OVERALL PROGRAM OPINION OF PROBABLE CONSTRUCTION COST
VILLAGE OF KEY BISCAYNE UTILITIES UNDERGROUNDING MASTER PLAN
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Kimley))Horn 131
VILLAGE OF KEY BISCAYNE UNDERGROUNDING OF UTILITIES - MASTER PLAN
12.8.1 "Vista" Style Switch Cabinets
As described in Chapter 5, two types of switch cabinets can be provided
by FPL based on preference or circumstance: 1) the standard "PME'
switch cabinet or 2)the "Vista" switch cabinet. The Vista cabinet has
a slightly smaller footprint, is shorter, and only requires an eight-foot
clearance on one side of the cabinet rather than all sides for the standard
switch. The Vista cabinet is also hermetically sealed to prevent water
intrusion. The Vista switch cabinet costs approximately $60,000 more than
a standard switch cabinet. Forty-one aerial switches exist in the current
overhead system. FPL has indicated the underground system would not
need as many switches as the aerial system. Since we cannot confirm how
many wlll be required, we assumed the underground system would need
40 switch cabinets, one less than what exists today. This line item also
includes FPL's GAF Waiver discount of 25o/o.
12.8.2 Additional Street Lights
As described in Chapter 5, it is estimated 1 18 street lights will be
impacted by this program and will need to be replaced. Forty street
lights are currently being installed by the Village as part of their separate
lighting program. lt is also estimated a minimum of 41 street lights would
be required in Village areas currently without lighting. Kimley-Horn has
included in our OPC these additional street lights, assuming the Village
elects to installthe minimum number identified. A photometric plan may be
required and may increase that number significantly.
'12.8.3 Extra Concluit for Future Utility
This OPC includes costs associated with the installation of spare conduit
infrastructure for a Fiber to the Premises (FTTP) Broadband Network
that could be used by competitor communication providers interested in
providing service to the community. As described in the separate Technical
Memo dated June 20, 2018, this includes the installation of conduit to
all parcels in the Village. Conduit lengths were estimated using the total
length of public roadway for each phase of the undergrounding project.
This OPC does not include fiber optic cable or equipment, nor does it
include the drop conduit between the right-of-way and the service point of
the building/facility to be served. Additionally, assumptions identified in the
Technical Memo were maintained with exception of the contingency, which
was removed, and general conditions, which were further refined to reflect
real-world market conditions.
12.8.4 Roadway lmprovements
The Village UUTF requested Kimley-Horn investigate the feasibility
of raising public roadways to mitigate future effects of sea level rise.
Although this master plan does not contemplate the effects of sea level
rise nor sustainability, Kimley-Horn performed a brief analysis of the costs
associated with such an endeavor. This analysis assumed roads would
consistently be raised by six inches only in the areas where stormwater
improvements are proposed in the Village's stormwater master plan. This
Opinion also assumes by raising the roadways, additional concrete gutter,
stormwater infrastructure, and design fees would be required.
ln addition to raising the roads, traffic calming is an important part of the
Village's 2008 master plan. li identified the need for traffic speed control
on the roads within the Village. To address this issue the Village engaged
a consultant to prepare a Traffic Calming Master Plan in 2012. This master
plan identified nine roadways that warranted traffic calming measures,
assigned an improvement cost to them, and included the cost in this OPC
without consideration for inflation.
12.8.5 Water Main Replacement
Provided with the GIS data from Miami-Dade County was information
related to the material type of individual segments of the water main
system. Kimley-Horn was able to isolate and identify the existing asbestos
cement (AC) water main that exists as part of the County's overall system
within the Village. The Village staff has expressed interest in replacing all
existing AC water main pipe. This line item cost includes current real-world
material and installation costs for 1 ,257 LF of 12" or greater AC water
main, 5,755 LF of AC water main less than 12", and i 8,354 LF of listed
"Unknown" water main less than 12" that will need to be identified before
determining whether it would need to be replaced. Not all Unknown water
mains may need to be replaced if they are determined to be made of an
acceptable material. The County has indicated that they would be willing to
include these upgrades in their budget estimates to reimburse the Village
for the work.
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12.0 OVERALL PROGRAM OPINION OF PROBABLË CONSTRUCTION COST
UTILITY INTEGRATION LANDSCAPE STRATEGY - PROTOTYPE STUDY
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Minimum Constraints
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Moderate Constraints
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UTlLITY
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VILLAGE OF KEY BISCAYNE UNDERGROUNDING OF UTILITIES - MASTER PLAN
12.8.6 Sidewalks (Safe Routes to Schools)
The budget for this project has been previously established by Village
Council with hopes that costs savings could be realized by incorporating
this pro¡ect into the undergrounding of utilities project. Additionalsidewalk
improvements throughout the Village have not been contemplated in
this OPC.
12.8.7 Beautification
Acknowledging the guidelines established by the Village of Key Biscayne
Landscape Management Plan, anticipating the spatial constraints
associated with varied adjacencies, and projecting budgetary mindfulness,
the landscape strategy for integration of utility interventions (a.k.a.,
electrical and communications equipment), utilizes a series of principles
rather than a prescriptive formula to guide placemaking efforts within
the public realm. A process-oriented approach to implementation will be
coupled with the guiding principles of Species Diversity, Site Specificity,
Layering, and Blending in order to integrate these man-made interventions
within a natural context. The costs associated with screening the utility
interventions have been included in the overall underground conversion
costs at $1,000 per property. This figure can be broken out and increased
or decreased as required by the Village.
12.8.8 Stormwater lmprovements
As described in Chapter 4, the Village hired a consultant to prepare a
master plan for the implementation of the Village's drainage improvements,
which includes upgrades to stormwater pump stations and gravity drainage
wells. Because the improvements proposed by this drainage master
plan are widespread, Kimley-Horn has been asked to incorporate these
improvements into the undergrounding master plan to realize efficiencies in
constructing them at the same time. The fier 2 improvements identified in
the master plan are extensive. The cost for these improvements developed
by this master plan are included in our OPC. Although the Village has setup
a stormwater enterprise to pay for drainage improvements, the Village
currently does not have lhe budget to incorporate all the improvements
identified in this master plan.
12.9 Cost Reduction Opportunities
This OPC was prepared based on the understood goals and objectives
of the program, including conversion of all overhead utilities to an
underground location within the Village municipal limits. As a benefit to
the Village, this master planning effort explored several cost reduction
opportunities that could be considered by the Village. However, these
opportunities may require the goals and objectives of the program be
altered, variances from the Village Code of Ordinance requirements
be issued, or offsetting revenue and/or grant funding be applied to the
program. A summary of such options is presented below:
12,9 ,1 Construction Methods
The overall program cost for undergrounding the existing overhead utilities
could be reduced if specific construction techniques and/or sequences are
considered. This could be accomplished in severalways.
Pavement Milling and Resuffacing Gost Sharing: As outlined
in other sections of this Master Plan, additional infrastructure
projects are proposed throughout the Village over the expected
duration of the undergrounding program including drainage and
water main projects. These infrastructure projects are anticipated
to incorporate milling and resurfacing of their work area. For areas
where these projects and the undergrounding conversion project
will be in the same location, the cost of the required milling and
resurfacing could be shared between the participating entities (i.e.,
Village, Miami-Dade Water and Sewer Depadment, etc.), Details
regarding the assumptions that were made for each utility owner
with significant infrastructure projects within the Village are noted
below:
> Stormwater Master Plan lmplementation: The Village
recently completed the preparation of a stormwater master
plan that proposes numerous infrastructure improvements
to the Village's stormwater management systems within
the Village. The proposed stormwater management system
improvements could be implemented in conjunction with the
undergrounding project, and where the two projects impact
the sarle roadways, the cost o[ rnillirrg and resurfacirrg tlrose
roads could be shared between the two programs.
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Department: The Miami-Dade Water and Sewer Department
(MDWASD) owns and maintains the water and sewer
distribution and collection infrastructure within the village
limits. The Village completed a septic-to-sewer conversion
program approximately 10 years ago where the customers
within the Village still using septic tanks had sewer mains
installed fronting their propefties to connect to the sanitary
sewer system. As paft of this program, MDWASD also
replaced any AC water distribution pipes within the septic-
to-sewer pro¡ect area. However, there are still portions of the
Village where AC pipe remains that were not on septic, and
therefore, were not impacted by that project. Coordination
with MDWASD to replace this remaining AC pipe is ongoing,
and if the MDWASD were to coordinate its replacement
with the Village's undergrounding program and where the
two projects impact the same roadways, the cost of milling
and resurfacing those roads could be shared between the
two programs. Because MDWASD has not established any
funding for this program at this time, we cannot quantify any
estimated savings that could be realized.
> Raising of Low-Lying Streets: Some of the costs related
to milling and resurfacing, including the above referenced
pavement cost sharing credits, could be funded by a program
to raise low-lying roads within the Village. Currently several
roads in the Village are low enough and experience minor
flooding during king tide events, even when no rainfall has
occurred. Raising these low-laying roads will reduce the
frequency of tidal flooding and help the drainage system
function during storm events by providing additional head
on drainage wells discharging water. Village staff expressed
interest in this program, but no funding for such a project
has been established, therefore we have not quantified any
estimated savings related to this program.
Volume Pricing for Pavement Milling and Resurfacing:
This program also offers the opportunity for the Village to take
advantage of volume pricing related to the milling and resurfacing
12.0 OVERALL PROGRAM OPINION OF PROBABLE CONSTRUCTION COST
costs associated with large-scale paving programs. Thus, the
following could be considered:
> Postponement of milling and resurfacing until multiple
phases of undergrounding have been completed. After
u nderg rou nd i n g and other p roposed i nfrastructure projects,
identified above, in given phases are complete, the milling and
resurfacing work can be subsequently bid and awarded by
the Village (i.e. two or three phase areas per bidding cycle),
Trenches and bore pits would be repaired to grade after
conduit installation with final milling and resurfacing to occur
later under a separate contract administered by the Village.
> Milling and resurfacing work could occur at night to minimize
traffic impacts to residents and increase paving efficiency.
12.9,4 Offsetting Revenues, Credits, and/or
Grant Funding
The Village may be able to offset some of the project construction cost
through various revenues, credits, or grant funding opportunities. This
would ultimately result in a lower net cost realized by the Village for the
program. These opportunities include the following:
. Sales Tax Savings: The direct purchase of communications
conduit and other necessary materials for the duration of the
program for which the Village will realize a sales tax savings.
. Additional credits or financial contribution from the utility
owners: There is a benefit each utility owner realizes in avoided
storm recovery efforts after an underground conversion is
complete. Currently, only FPL offers a credit (GAF Waiver)for this
benefit. The Village should continue to explore ways the utility
owners can participate in offsetting the cost of the program
based on the benefits they will receive. This can take on the
form of enhanced credits, no cost system betterments, etc. ln
our experience this negotiation will delay lhe project, prevent
conversion, and ultimately pole removal.
. Broadband lnfrastructure Revenue. The Village could decide
to use the program as an oppoftunity to assist in the installation
of another communications service provider to provide property
owners with another option for services beyond the legacy
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KimleyDHorn 135
VILLAGE OF KEY BISCAYNE UNDERGROUNDING OF UTILITIES - MASTER PLAN
providers. Revenue or cost sharing agreements could be
entered between the Village and interested providers. Hotwire
communications has expressed an interest in a partnership with the
Village to provide a fiber-to-the-home network but would require a
volume customer agreement to do so. This option would result in
all homes within the impacted area receiving FTIH services, but at
a monthly cost to each owner.
Grant Funding. Grant funding such as the FEMA Pre-Mitigation
Grant program could be pursued to help offset program costs.
Award amounts are typically small in comparison to the cost of an
undergrounding program, Despite this limitation, the grant funds
would offset the program costs. These grants can be applied for on
a phase-by-phase basis to maximize the benefits, so long as the
federal government still offers the funding program, lt should be
noted that grant funds received from state or federal sources to
offset the costs of an underground conversion program cannot
exceed the amount of the CIAC prior to the GAF Waiver being
applied in accordance with the FPL Tariff.
136
Fernwood Road looking north from W. Mclntyre Street
12.0 OVERALL PROGRAM OPINION OF PROBABLE CONSTRUCÏION COST
KimleyDHorn 137
UTILITIES
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