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ACTT Workshop: Montana
January 26-28, 2004, Missoula, Montana

Appendix C (continued): Skill Set Reporting Forms


Right-of-Way/Utilities/Railroad Participants
Dan Diehl, CSKT
Craig Morigeau, Mission Valley Power
Ray Harbin, MDT
Mike Suderman, Blackfoot Telephone Company
Linda Martin, MDT
Dick Moeller, OR Colan Associates
Greg Hahn, MDT
Walt Scott, MDT
Carl James, FHWA - Montana
Kerry Wiedrich, Mission Valley Power
Robert Fisher, MDT (retired)
Janet Myers, FHWA Real Estate Services
John Horton, MDT
Ivan Ulberg, MDT
Robert Memory, North Carolina DOT
(Short Name)
(Detailed Description)
Implementation Details
(Barriers, Skill Set Coordination, etc.)
  • Prioritize segments. Concurrent appraisal reviews.
  • Provide 75% of r/w acquisition and utilize "quick take." Length of time for Tribal review of appraisals.
  • Consolidate appraisal review. Special process for BIA.
  • Use MDT staff to appraise and negotiate. Pay more up front to attract fee appraisals/adjust pay schedule.
  • Utilize out of state fee appraisers/must be certified by state of Montana.
Prioritize Segments
  • Jocko/Minesinger, Polson-East as first priority.
  • Employ staffing to assist in completion of paperwork.
  • Bring MDT staff on board to assist. Possibly shift to another consultant to focus on other segments.
  • Renegotiate with consultant/change consultant.
  • Understaffing. Possibly eliminate consultant and work within MDT.
Training of Tribal Members
  • FHWA/LLP Training.
  • FHWA source of training. Tribe finds consultant or Tribal staff dedicated to package preparation.
  • Parcel priority list/GIS Data Base/Schedule regular meetings with consultant, Tribes and MDT.
  • Performance criteria, work on line, staffing issues.
  • Proper instruction. One tracking system for entire project controlling data base through MDT regarding approaches, utilities, parcels, etc.
  • Settle on right-of-way area.
  • Too many changes in design. One consultant to encompass all phases of r/w, negotiate with utilities for relocation/deliver project.
  • Set definite date for acquisition and adhere to it.
  • Try to use Grant of Possession to avoid condemnation.
Pilot Project
  • Right-of-entry.
  • Landowner can draw appraised funds. Safeguard closing of parcels.
  • Handle in-house/look at entire project to determine number and difficult/consider alternatives.
  • Address relocation parcels in advance. Relocation with Tribal, Trust, or private properties possible issues.
  • Make relocation a priority both in private sector and with Tribe. Could delay project.
  • Concentrate on side of road where utilities are located.
  • Incentive program for timely relocation of utilities.
    Minimize environmental impact.
  • Identify sensitive areas. Reduce impact on parcels.
  • Acquire first. Hold monthly utility meetings to coordinate with design at the same time. Install conduit in advance by using road contractor in sensitive areas. Incentives to "get in and get out." Advance payment to permit stockpiling of materials. Provide staff for staking to assist utilities. Have right of entry for utilities. Have someone with authority to make decisions in the field.
  • Bury smaller power lines in sensitive areas, landscape.
  • Run lines along guardrail, curb and gutter sections.
Public Involvement
  • Hold public meetings. Newspapers, media, etc. to keep public involved.
  • Inform public of deadline that needs to be met to gain support and understanding. This includes right of way, utilities, railroad, etc.
Plan In Hand for utilities on Project (PIH)
  • Communication with Tribes. End misinformation.
  • Bring immediate coordinating team including utilities, Tribes, MDT, and environmental into program.
  • Outside contractor creates concern to environment.
  • Utilities do not agree design/build is feasible. Sensitive areas have versatility using overhead lines. "Do not disturb" is time consuming/detailed issue. Already depicted on plans. Take design build out of equation for utilities for 93 project. One contractor could causes difficulty on project, may not be able to meet construction deadlines. Use coordinator with authority to make decisions and that has a lot of experience (possibly project manager).
(PIH continued)

Management Coordination
  • Create management team within MDT to oversee project!
  • Corridor management team necessary from beginning to end on 93 project!
  • Coordinate all phases/contractors/consultants during entire project. Immediate Authority regarding R/W, Environment, Tribal entities. Know what is going on from one hand to the other. Sequence support. Contract forces. Time frame to locate contractor necessary. Time lines are necessary for each segment, activity. Scheduling essential. Bonding as it relates to right of way. Utility coordinator throughout project. Realistic goals must be established. Utility funding and manpower time line includes cost and availability. Set and make dates available i.e. due dates, ready dates, etc. Memorandum of Agreement to be signed by all parties involved. Plan swapping between utilities, i.e. phone, power, etc.
  • Scheduling issue.
  • Must have specific time for completion i.e. removal of plants, other environmental issues, etc. that hold up utilities. Harvesting and seed collection are major issues including price/cost. Window of opportunity is this year.
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Updated: 06/27/2017
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