were doing.”Īs of December, Hemsath says nearly 90% of utility relocation has been completed. “Some of it-like the gas lines-was local distribution, but the fiber optic lines required scheduling what guys from L.A.

“We had to schedule a lot of outages,” Hemsath recalls.

“Our goal was to take everything that we could actually move on and get it moving.”įor AWH, one element of the job that needed to move forward as soon as possible was utility relocation. “So then once we get certain sections completed, we could really focus on those areas that are lagging and get those sped up to meet the schedule.” “Our goal was to take everything that we could actually move on and get it moving-don’t delay it in any way, shape or form,” says Ruben Landa, public involvement and S/D/M/WBE compliance manager at WSP, which serves with Arredondo, Zepeda & Brunz as DART’s project manager and owner’s representative on the project. Photos courtesy of Dallas Area Rapid TransitĪlthough a linear construction sequence from one end of the alignment to other would have been ideal, the team had to completely resequence the project. Since the project was procured in 2018, labor costs on the project are up by 30%. “When we tie up 95% of a company’s bonding capacity, we’ve got to try to get them going.” “A lot of those companies don’t have the cash flow and the ability to weather massive delays like some of the larger companies,” he says. In addition to its own schedules, AWH had to consider the impact on the numerous subcontractors on the project, including a 30% minimum disadvantaged, minority and/or women-owned business enterprise requirement, says Matt Hemsath, senior project manager at AWH. Meanwhile, the AWH team needed to keep the project moving. They’re hesitant to issue design comments or design approvals without seeing everything neatly tied up in a bow.” “When we submit a design package, they want everything perfect because they are used to design-bid-build. “Some are not comfortable with the design-build method,” she says. However, design-build has been less efficient on the Silver line, given the number and diversity of stakeholders involved. Leggett says the procurement method was used successfully on previous DART light rail projects, including the Orange line. Photos courtesy of Dallas Area Rapid Transit Understanding Design-BuildĪdding to the challenges, many of the stakeholders had no experience working with design-build contracts. In 2023, crews are expected to make significant progress on constructing the second rail line adjacent to the existing one. Further, the alignment is used by multiple utilities, including 15 miles of high-pressure natural gas lines and 22 miles of fiber optic lines that are part of a coast-to-coast line. Freight service would need to continue on portions of the project during construction. Although it will provide new rail service, the project uses an existing freight rail alignment. The project would also require coordination with five railroad companies. The regional rail line, which is currently scheduled for completion in 2025, will extend between DFW Airport and Plano, traversing seven cities: Grapevine, Coppell, Dallas, Carrollton, Addison, Richardson and Plano. Add in an assortment of daunting challenges presented by the pandemic and the DART Silver Line project feels more like completing an Ironman competition.įrom the earliest stages of planning for the $1.9-billion Silver Line project, Dallas Area Rapid Transit knew it faced a long list of stakeholders.

A 26-mile-long commuter rail project constructed across multiple suburban Dallas communities seems destined to be a marathon effort.

Blue line train schedule dart