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The "Right-of-Way Process” refers to the procedural framework for acquiring a temporary or perpetual legal right to use land owned by another party for a specific purpose, typically for the construction, maintenance, or improvement of infrastructure projects, such as roads, pipelines, utilities, or other facilities. It requires the careful balance between stakeholder interests in public or private infrastructure development with the protection of property owners' rights. This guide will dissect the process into distinct, practical steps, offering insights and tips along the way. Project Planning Planning is the foundation of the right-of-way process. A detailed plan requires a thorough understanding of project objectives and constraints. Project planners must define the project scope, route or location, and construction method while consideration stakeholder needs, topographic data, land use, planning and zoning, environmental and cultural factors, property ownership, existing infrastructure, regulatory requirements, risk and hazard assessments, and much more. Documentation Essential to project organization are compliance, clarity, and transparency. Proper documentation makes this possible. Documents used in the right of way process include ownership and encumbrance reports, surveys, appraisals, environmental impact assessments, public notices, permits, public hearing records, communication logs, engineering designs, construction plans, maps, insurance documents, financial documents, utility clearances, memorandums, and contracts such as deeds, and access, easement, option, purchase, vendor agreements, and much more. Publicly recording fully executed agreements related to property conveyances in the county where the land is located is a necessary practice that memorializes terms and protects property rights. Data integrity is paramount and is typically stored, accessed, and protected via organizational information systems. Community Outreach and Engagement Infrastructure projects have an impact not only on the landowners along the right of way, but on the entire community. Negative public perception of your project, or worse, vocal public opposition, can derail project approvals. Inversely, public engagement in the process can provide great benefit. Holding public meetings, such as appearing before local government boards or holding public information sessions, allows developers to share project details, answer questions, and gather valuable feedback. This in turn gives them the ability to correct misinformation, address concerns, make critical adjustments and develop strategies to avoid roadblocks in the process. Direct collaborating with community leaders and influencers can enhance these outreach efforts. Effective outreach fosters a sense of partnership, where the community is not merely a recipient of information but an active participant in the project's evolution. Appraisal and Valuation Property owners are entitled to just compensation for the use of their land. The fundamental principle of fairness lies at the core of this step. Appraisal is not merely about assigning a monetary value to a piece of land; it's a meticulous process that considers many factors to arrive at a just and equitable compensation for property owners. This step becomes the bridge between the need for the project and the rights of property owners. Engaging with certified, local appraisers and involving property owners in the process ensures a transparent and fair valuation. Negotiation Negotiation is a dialogue that seeks to find common ground between project requirements and property owner expectations. Effective negotiation is as much about the people involved as it is about the terms, and landowners want to do business with someone they trust. It’s almost impossible to establish a relationship of trust until you sit down with a person, eye to eye, and that’s why right of way deals often happen at the kitchen table. Face-to-face negotiation fosters collaboration, enables immediate feedback regarding concerns, and allows for the building of personal connections. It demands clear communication, active listening, and empathy, while also requiring analytical skills, strategic thinking, and the ability to adapt. Negotiators must balance assertiveness with patience, uphold ethical standards, and persistently seek creative and mutually beneficial solutions. The goal is to strike a balance that recognizes the property owner's investment while facilitating the project's development. Voluntary Agreements Whenever possible, seek voluntary agreements with property owners. Voluntary agreements streamline the process, eliminating the need for legal action and potential delays, but the benefits of voluntary agreements extend well beyond cost and time factors. Public perception and project approvals can be heavily affected by successfully obtaining voluntary agreements as opposed to resorting to alternatives. Though obtaining a voluntary agreement may require the offeror to go above and beyond appraised value in their offers, the relatively modest extra cost can return greater intangible value for the project. Eminent Domain In cases where voluntary agreements are not possible, such as circumstances where the landowner (or their heir) is unavailable or completely unwilling to engage in negotiation, legal procedures may become necessary. This may involve filing a condemnation action, in circumstances where such action is legally permitted, to acquire the right-of-way through eminent domain. The type of projects that have the right to exercise eminent domain can vary by jurisdiction and the specific laws governing land acquisition. It is essential to follow legal procedures meticulously. Engage qualified legal experts to ensure compliance with laws and regulations. Keep lines of communication open with property owners throughout the process to minimize contention. Monitoring Compliance The right-of-way process extends beyond obtaining legal land rights. Once a land use agreement is in place, the terms of that agreement must be honored. These use terms usually revolve around the site analysis, construction and closeout phase, and commonly include things like: when and how land can be used, providing notice when you will be on site, specific access instructions (such as the opening and closing cattle gates), restoration of land after use, etc. Monitoring compliance includes ensuring adherence to and these unique agreement terms with property owners. Effective communication with stakeholders, timely issue resolution, continuous engagement, proactive risk management, and documentation of construction activities, are vital aspects of this phase. Conclusion Navigating the right-of-way acquisition process involves careful planning, effective communication, and a commitment to fair and transparent practices. By breaking down the process into distinct, practical steps and considering the needs and concerns of all stakeholders, infrastructure projects can move forward with minimal disruptions. Successful right-of-way acquisition is not only a legal requirement but also a crucial component of building positive relationships within communities and fostering sustainable development. By: Jessica Timmons, PMP, SR/WA, TurnKey Logistics, LLC February 6, 2024 Note: TurnKey is not a law firm and the considerations listed in this article are not meant as legal advice. We strongly recommend consulting with a legal professional if you have questions about your legal rights in the right-of-way process.

“It’s my way or the highway!” We’ve all heard that expression. Many of us were unfortunate enough to work with a leader who would direct that phrase, or some variant, at us at some step in our professional careers, whether it came from a boss, a project team manager, or even a client. These supervisors likely thought the deliverance of such a statement would convey boldness, decisiveness, and would motivate the team to “get with the program!” When, in fact, hearing such statements quashed our morale and creativity, and damaged any team-spirit we may have been holding onto like a work-life balance preserver. Any project inspirations we had from that point on were likely left in the solitary confinement of our own thoughts. Why risk sharing an innovation when the leader will view it as a challenge to inflexible processes and authority? The highway… that doesn’t sound too good either. How many dedicated, talented workers have left, or worse, “phoned it in”, on what was otherwise a good position or project but for an overbearing, disrespectful leader? So, for those of you who would lead, pay attention: Lead with Respect. There are a whole host of attitudes that go hand in hand with that simple word: Respect. The broad scope of the definition may surprise you. a feeling of deep admiration for someone or something elicited by their abilities, qualities, or achievements. due regard for the feelings, wishes, rights, or traditions of others. Respect for others isn’t merely polite talk. It’s blended heavily with genuine kindness, empathy, situational awareness, and humility. It’s listening and real communication. It’s your body language, showing that you’re motivated, caring, and engaged. A great example of showing respect for others is taking due consideration of their time and resources. No one wants to spend time doing a task only to find out it wasn’t necessary or the work was already being done by another team member within the project. So, before assigning a task, make sure to invest your own efforts to first ensure that the work is necessary, not being duplicated, and that you’re asking the right person(s) with the most applicable skills, tools, bandwidth, and experience for the role. Be ready to provide training, personal assistance, and breathing room – life cannot grow in a vacuum, nor can it grow in a pressure cooker. Make certain that everyone you work with knows that they aren’t an island. They are not alone and can always seek assistance, starting with help from you. It’s not Jane’s work. It’s not John’s work. It’s project work. When the task is completed and the goal is reached, show respect by giving recognition to those team-members that made it happen. Leave yourself out of any rolling credits – and be sure to thank and give due respect to any contractors that helped. We’re all too familiar with the “my way or the highway” leader – a leader who believes that authority should be absolute and is not to be questioned lest the offenders find themselves packing up in file boxes. Now consider a leader who truly practices the principles of respect. And how the team members of that fortunate relationship benefit from having a strong leader who appreciates initiative, ideas, and innovation rather than feeling threatened by such. When personnel know they are trusted and respected, they are inspired to think of creative ways to help the project. More importantly, they have better morale and are happy to share their ideas and enthusiasm. Even the rote tasks become less burdensome. Shared pain is diminished. Shared joy is increased. It’s also important to recognize that kindness is not weakness. Projects are certainly results-driven, and goals must be accomplished. But progress is driven by people. Life issues, accidents, health, and the passage of time create enough hardships for people. Treat them with kindness. You’ll find that when you need to ask (ask your team for their help and provide guidance, don’t tell them what to do) for extraordinary results or creative ideas, you have a group of empowered, high-achievers. One last thought to leave you with: being a leader isn’t a title or a position. It’s action, it’s example, it’s one life influencing another, and we each have a leadership duty in various situations in our personal and professional affairs. It’s for all of us, not just the appointed bosses. Likewise, respect, in its full meaning and best practice, flows between people going both ways, intersecting, and interchanging to the enhancement and edification of all. Now, isn’t that a better highway analogy? ---- By: Bill Sullivan, Project Manager, TurnKey Logistics, LLC May 31, 2023

Road Use Maintenance Agreements (RUMA) are contracts between public Agencies that own and maintain public roads, and private companies that want to use those roads. RUMAs make the private companies responsible for repairing damages caused to the roads by their use. RUMAs may go by many different names, including Haul Route Agreements, Excess Maintenance Agreements, or simply Road Bonding. Regardless of the title, the objective of these Agreements is to protect the public assets from accelerated damages that are above and beyond normal wear and tear and to preserve public safety and accessibility. Certainly, goals of the agency and the private company should be aligned, but the expectations and penalties shouldn’t be left to chance. A handshake to ‘leave it better than you found it’ leaves both the Agency and the private company at significant financial and operational risk when something goes wrong. The RUMA process involves several steps, including: 1. Establishing Requirements and Expectations 2. Establishing the Four Corners of the Agreement 3. Hauling and Road Maintenance, and 4. Closeout 1 – Establishing Requirements and Expectations RUMAs may be required for several reasons, which vary greatly between states, agencies, project types and hauling activities. Most states have passed laws allowing agencies to enact permanent or seasonal weight limits* on roads, which can be exceeded only if the hauler enters into a RUMA. Other states have passed laws that require the execution of a RUMA as a prerequisite to certain other state permit approvals, such as Oil & Gas well drilling permits. Still other States and Agencies have laws that target (or exempt) specific industries or hauling activities and require those targeted industries to enter into RUMAs. In some cases, Federal, State or local Agencies, such as FERC or state utility boards, establish conditions of their project reviews that require the private companies to repair any damages caused to public roads as a result of project construction. And in other cases, the Agencies ask or expect certain road users to repair any damages caused. It’s important that all projects with hauling activities understand the applicable laws and perform outreach to the Agencies having jurisdiction over public roads to become fully informed of the laws and expectations concerning road use. This should be done during the project planning stages to determine if maintenance of public roads will become a project requirement. 2 – Establishing the Four Corners of the Agreement RUMAs are contracts between private companies and public agencies. They include contractual terms and outline practical application of the Agreement, document the responsibilities of the parties, and establish enforcement mechanisms when those expectations are not met. The Agreement should specify which hauling activities are covered by the agreement, and a method of determining damages caused. As legal contracts, they should be reviewed by legal counsel to check for inconsistencies vs the law and to provide perspective on the associated risks. Coordination with Agency Representatives The performance of RUMA obligations is typically coordinated between Highway Engineers, Road Superintendents, Maintenance Foreman or Permit Coordinators on behalf of Agencies. These Agency representatives will have extensive knowledge of their road system and particular preferences concerning the performance of maintenance. Early coordination with Agency representatives will allow the private companies to participate in the development of Agreements and implementation plans. It is highly recommended that private companies engage professionals with knowledge and experience equal to the Agency representatives so they may work hand in hand with the Agencies to represent the best interests of the company while drafting the Agreement with ordinary and straightforward language. Determining Haul Routes A key part of this step is determining which public roads will be used by the private company and thus be covered by the terms of the Agreement. Perhaps no other planning step has a greater impact on the cost and risks of hauling than the selection of haul routes. The objective with Haul Route Planning is to determine the best route to get from an origin to a destination. Populating an accurate record of the road owner, road width, surface type, and other road properties creates a stable foundation for haul route planning and performance of RUMA requirements. Locating potential restrictions to truck traffic, such as weight restricted bridges, tight curves, tight intersections, humped railroad crossings and low overpasses, can be done with out-of-date public data, but proactive haulers can actively collect updated data to capture current conditions. Identification of safety concerns, such as school zones, high accident areas, locations of traffic congestion, sight distance restrictions and flood prone areas, provide more value to the planning exercise. All parties, including the company, contractor and agency should be involved with haul route planning. 2b - Preparing to Haul After the Agreement is fully executed, the private company should develop a plan to comply with its terms. This includes designating decisions makers, identifying road maintenance expectations and repair methods, resourcing sufficient manpower, equipment and materials, and establishing project budgets. The plan also needs to include education for all the employees, contractors and subcontractors so that they are aware of the RUMA restrictions. Engaging all the stakeholders also allows for the development of a reporting system, where any driver can report travel off route, or maintenance needs or unsafe conditions. Having high quality geo referenced imagery of the existing conditions of the roads will be critical to determining damages caused and repairs required, and for resolving disputes. Poor imagery, such as dash cam videos, videos during poor weather conditions, or while traveling at a high rate of speed, do not provide sufficient quality to accurately identify the condition of the road surface. Investing in quality imagery is a clear way to alleviate problems that may arise, which will be discussed in the following paragraphs. 3 – Hauling and Road Maintenance Once hauling begins, continual communication with the agency is essential. The project should let the agency know where and when there will be heavy traffic, and all the details about what road maintenance the company believes is necessary. A project’s public perception is impacted by how the project affects traffic, road safety and road conditions. Undoubtedly, the agency will be receiving public input concerning the project and road maintenance, and open lines of communication will help the agency be prepared to answer those questions. Continual communication will help prevent escalated situations that may result in the project being shut down. Roadway maintenance best practice requires applying the right treatment at the right time. For RUMA maintenance, decision makers need to consider the details of the Agreement and the project. Is the project nearly complete with hauling on a certain road or has it just begun? The private company needs to make sure it’s spending money in the right place at the right time on the right repair method. Ultimately, predicting the amount of damage caused in advance is difficult because there are so many variables. But no other variable is as significant as the hauling schedule. The time of year, soil conditions, weather and road properties need to be considered daily before making a decision to haul. More damage can be caused by a single truck that travels on the wrong day than thousands of trucks on a different day. 4 – Close Out When the company has completed hauling and is ready to close the Agreement in whole or in part, the company needs to revisit their strategy and implementation plan. The terms of the Agreement will provide the mechanics and requirements, but the team should consider how the road conditions, decision makers, relationships and expectations have changed over time. It may be beneficial for the company to do an independent review and proactively restore the roadways to their pre-existing condition, however the risk is that the project aims too low (or too high) and misses the expectations of the agency. Inversely, the company may defer to the Agency to determine if damages have been caused and establish how the roads are to be restored. In most Agreements, the Agency holds the final say, with such contract clauses as ‘company shall correct all deficiencies to the County’s reasonable satisfaction’. When reviewing the change in road conditions with the Agency, issues typically arise around determining if damage was caused, and if so, who caused it, and to what extent is the Company liable. Practical engineering principals do not exist to definitively answer these questions. Applying complex engineering analysis to entire roadway networks for theoretical computation is wasted effort. Typically, the parties are able to openly discuss the facts, but if not, the Agency and Company should consider applying standard methodologies. If high quality geo referenced 360° video imagery is collected before hauling, then visual methods, such as PASER, PCI and others can be performed after the fact, and only when needed. If the parties cannot reach an agreement on the repairs required, the Agreement will provide direction for dispute resolution. It’s advantageous to enter these resolutions with the best evidence and representation. Documentation is the best defense and evidence doesn’t lie. Document the pre-hauling conditions, hauling activities, maintenance performed and decisions just in case issues arise. TurnKey logistics has a team of highly experienced engineers, construction managers and construction inspectors that have been able to find middle ground between the opposing priorities of the Agencies and the private companies. Our Turn360 imagery coupled with our professional experience will provide stakeholders with indisputable evidence of the initial condition of the roads and peace of mind that the RUMA requirements of both parties are upheld. * Note that the weight limits on roads are handled differently than the weight limits on bridges. The discussions in this article pertain to weight restrictions on roads only. **RUMAs are typically separate from Oversize/Overweight vehicle permitting, however they can be combined, which can have advantages and disadvantages. Typically, the laws provide opportunity for the Agency to ‘require the OS/OW permit applicant to develop and enter into a mutual agreement with the Agency to compensate for or to repair excess damage caused to the roadway by travel under the permit.’ When OS/OW vehicles are operating on the same haul roads as legal-size loads, it's technically infeasible to separate damages caused by OS/OW vs. legal loads, and thus these types of Agreements effectively make the private company responsible for damages caused by all vehicles. ----- By: Brian Hoffheins, P.E., Principal, TurnKey Logistics, LLC March 10, 2023

The process of procuring the water required for any major infrastructure project can be complex and involve a variety of stakeholders. Whether it’s bulk water for construction activities such as dust suppression or hydrotesting, or a permanent water supply to serve sites once in service, developing a water procurement and management plan is essential to securing the water needed for a successful project. One of the main challenges in water procurement is ensuring there is enough water available to meet the needs of the project. This can be particularly difficult in areas that are prone to drought or have limited water resources. Additionally, water procurement activities must comply with local laws and regulations regarding water use and management. This includes obtaining necessary permits and licenses and adhering to regulations regarding the collection, storage, distribution, and discharge of water. This can be a complex process that requires careful planning and coordination. - IDENTIFY SOURCES - The first step in water procurement for large projects is to identify potential sources of water. These may include surface water sources such as lakes, rivers, and streams, or groundwater sources such as wells, aquifers, and municipal and rural water suppliers. This can be accomplished by researching publicly available water data and maps, and by direct supplier outreach and investigation. Potential surface sources require evaluation of local hydrology, topography, geology, climate, and land use. Discussions with potential municipal and rural water suppliers will determine if water is available, flowrate, acquisition costs, and how to navigate the application process. Source assessments will help identify primary and secondary sources to pursue. - ASSESS QUALITY - Once a source has been identified, it is important to conduct a thorough assessment of the water quality to ensure it is suitable for the intended use. This may require coordinating with water source providers or arranging for water sample collection and testing. Water quality can be a particular concern when utilizing sources of re-use water, such as greywater or treated wastewater, as these may contain contaminants that could be harmful to workers or the environment. Companies may need to invest in water treatment equipment or work with water treatment experts to ensure that the water they are using is safe and fit for the intended purpose. Companies can implement several strategies to ensure a reliable and sustainable water supply. One such strategy is to invest in water-efficient technologies and practices. This can include using low-flow fixtures and appliances, recycling greywater and rainwater, and implementing water-saving measures on-site. Another strategy is to work closely with local water utilities to ensure that the sites are connected to a reliable water supply. This can involve partnering with these organizations to identify potential bulk procurement points, as well as working with them to develop plans for ensuring a sustainable water supply for the project. - ENGAGE THE COMMUNITY - Next, it is important to identify and engage with the stakeholders who will be impacted by the project. This may include local communities, government agencies, foreign utilities and infrastructure, and private landowners. Consult with these stakeholders to understand their concerns and interests, and to seek their input on the project design and implementation. The process of stakeholder engagement helps to build support for the project and can help to mitigate potential conflicts. - OBTAIN APPROVALS - Once the water source has been identified and the stakeholders have been engaged, the next step is to obtain the necessary permits and approvals for the project. This may involve obtaining water rights and permits from government agencies, land use and zoning approvals from local authorities, pipeline utility crossing agreements or bulk water hauling permits. Relevant authority approval prior to construction is critical. Conditions of approval may include a specific use, allocated amounts, location, timing/duration, quality standards, discharge requirements, and mitigation measures to minimize the impact of intended use and disposal on the environment. Developing and implementing a water use plan to comply with restrictions will set expectations across the project team and ensure the project stays in compliance. - MANAGE OPERATIONS - The construction and operation of major infrastructure projects can be a significant undertaking. Implementation of a robust water management and monitoring plan during operation is also a crucial element. This may include regular monitoring of the water quality and quantity, as well as employing measures to conserve water and prevent contamination. It is also important to engage with stakeholders to ensure that they understand the importance of the project and to maintain their support. - HAVE A PLAN - Water procurement is a complex process that requires careful planning and management. It is important to identify a suitable water source, engage with stakeholders, obtain the necessary permits and approvals, and implement a detailed project and water use management plan during construction. Additionally, a robust water management and monitoring plan is required to ensure that facilities are operated in a sustainable and responsible manner. TurnKey has a staff trained and experienced in water procurement and management, and we’re ready to assist on your next project. ---- By: Jessica Timmons, SR/WA, Water Permitting Manager, TurnKey Logistics, LLC April 18, 2023

If you’re planning a major infrastructure development project, you’re likely facing difficult decisions about assembling your project team. These complicated projects involve not only design and construction services, but also less obvious requirements such as site selection and land acquisition, permits and approvals, site access and haul routing, project logistics, community relations and the like. When so many facets are necessary to successfully complete your development, you’re faced with a decision: select a single-source service provider to manage and oversee the entire project or assemble a team of several specialty service providers to do the job. Pros of a Single Source Service Provider Synergy between project phases. While complex infrastructure projects involve many phases, those different scopes often overlap in subtle but important ways. For example, site selection and land acquisition affect the prospects and requirements of project approval, permit requirements affect project design, site access affects construction workflow, etc. When each project component is managed by a separate provider, these overlaps are sometimes missed or left uncoordinated until after conflicts arise in the project. This may cause delays and require added cost and effort to resolve. Combining scope under a single provider increases the coordination and planning across project phases to reduce this risk and increase compatibility of work. Efficiency and workflow optimization. Expanding scope under a single provider can provide simplicity for the developer. This structure reduces the need for coordination between providers to ensure synergy, address concerns, obtain confirmations and approvals, etc. Furthermore, responsibility for performance is focused on a single provider rather than distributed (often with uncertainty) across multiple providers, increasing contractor accountability. All of this leads to increased efficiency in project management and execution. Potential cost reduction. Increasing project synergy and efficiency saves time and helps a project avoid setbacks. When you work with a single provider, you only need to negotiate a single contract and fee structure and manage performance and invoicing only once per cycle. Streamlining your project under a single provider reduces process and management redundancies throughout the life of your project. This affects your bottom line, saving money for the project. Pros of a Multi-Provider Project Team Varied Expertise. On a large scale and complex project, can you be sure a single service provider has the expertise to handle varied scope types, or are you forcing a provider to perform services outside their area of expertise for the sake of single sourcing? Expanding the project team allows you to retain niche service experts to ensure complex tasks are managed by those with relevant experience and expertise. Quality Assurance. Multi-provider project teams act as a check on one another because each provider relies on the others to perform their own scope. This puts more eyes on each component of the project and encourages open communication, which helps the project identify issues when they arise. This check and balance can be invaluable. Additionally, you have the benefit of a larger team to address and resolve those challenges. Risk Mitigation. If a single-source provider fails to perform, the project faces a major setback, whereas if there is a larger project team, other providers with project and scope familiarity can step in to limit the damage or take over the work with minimal delay. How to Assemble Your Project Team There is no simple answer to the question of whether to retain a single provider or spread your scope across multiple providers. This must be considered on a project-by-project basis, considering your needs and the availability and expertise of providers. Each pro of single-source provider structure can be easily reframed as the con for multi-source provider structure, and vice versa. This means that the decision is not only about providing benefits, but also avoiding deficits. Know yourself. Start your decision-making process by first identifying how to you prefer to handle administration of your project. Will you, as the owner/developer, provide internal project management or will you rely on service providers to manage coordination? If the latter, a single-source approach that puts overall project management and coordination in a single set of hands may be preferable. Know your project. All infrastructure projects require design and construction, but what else does your project need to be successful? As an owner/developer, you should understand whether your work is within a regulated industry or subject to unique approval requirements. Have you identified all utilities and obstacles in your footprint? Does your project require regulated or oversized/overweight hauling such that haul route development, access and permitting concerns play a larger role? Do you have a pre-selected site, or do you need to identify or acquire one? Do the communities within which you wish to build generally favor your project or will you face strong public and/or agency opposition? Whether you’re a multi-national company with frequent development, or this is your first large scale project, you need to understand the ancillary requirements of your project before you can best assign scopes. Identify reliable providers. Building a level of trust with your service providers is key to ensuring reliability. The best way to build trust is through relationships and experience working with providers who have performed well for you in the past. Until you’ve built that network, start by identifying service provider options who focus their services on your specific market (i.e. if you are developing an energy industry infrastructure project, identify providers who focus on the energy industry). Then within an industry, identify those providers who offer expertise and experience performing niche services. Quality providers will be forthcoming about their expertise and weaknesses as they pertain to the project needs, which will give you the confidence to assign scope. Avoid providers who are focused on grabbing the biggest scope possible, regardless of their proficiencies. Within provider companies, look at the individuals in leadership and on the proposed project team. What is their expertise, experience, and reputation? Hybrid options. Remember that there are no rules to the team building process. Combine scopes where your preferred provider has a demonstrated expertise in each, introduce additional providers where they don’t. Where you prefer a single project manager for your project, but single sourcing isn’t ideal due to experience gaps, you can diversify your team through subcontracting to keep oversite and management under one hat. TurnKey Logistics is an energy industry infrastructure project logistics firm. Our expertise is in project management and consulting, project access and haul routes, regulatory and permitting compliance, stakeholder relations and land & asset procurement and management. These ancillary project components are often overlooked and create challenges for energy infrastructure projects. TurnKey can offer valuable and focused expertise to serve your project needs. ----- By: Brian Stouffer, P.E., J.D., Principal, TurnKey Logistics, LLC January 11, 2023