med-94-3.84 - dot.state.oh.us · web viewconsultants and/or odot employees complete a draft...
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ODOT/ACEC Partnering AwardExcellence in Highway Design
2019 Nomination Template
Project Nomination Deadline: March 15, 2019District Capital Program Administrator Final Submission Deadline:
March 21, 2019
transportation.ohio.govwww.acecohio.org
Please direct any additional questions to: Mat Mauger | Office of Consultant Services | 614-644-0623 | M at . M a u g e r @ d o t.o h i o . g ov
The nomination process has two steps:1) Consultants and/or ODOT Employees complete a draft nomination using this Word template
o Draft nominations (in MS Word format) are to be emailed to the respective ODOT District Capital Program Administrator (see the map and table below) by Friday, March 15, 2019
Please save this file using unique name(s) for your nomination(s) to avoid confusion and overwriting issues. Completed document should be no more than 25 total pages, maximum (not including the embedded picture
pages). All requested images should be included using the Picture fields available with the specific questions. Do not submit hard copies of any nomination materials, attach additional documents and do not send CD-
ROMs. Many entry fields in this form accept ‘Rich Text’ formatted material, but reformatting directly in the fields is
limited/restricted due to the templated nature of this presentation. Copying and pasting of formatted text, including bulleted text, indents, font size, etc., from other unrestricted Word files or other documents is possible and acceptable.
2) District Capital Program Administrators use this portal link (ODOT Intranet Only) to submit pre-screened/completed nomination Word format document(s) by Thursday, March 21, 2019
o Please save file(s) using unique name(s) for each nomination to avoid confusion and overwriting issues.o Each district may submit a maximum of two (2) submissions per category for final review
Please direct any additional questions to: Mat Mauger | Office of Consultant Services | 614-644-0623 | M at . M a u g e r @ d o t.o h i o . g ov
ODOT DISTRICTCAPITAL PROGRAM ADMINISTRATORS
D-1: Chris Hughes(419) 999-6901
D-2: Mike Gramza(419) 373-4466
[email protected]: Bob Weaver
(419) 207-7158b o b . w e a v e r@ d o t . oh i o . g ov
D-4: Gery Noirot(330) 786-2270
[email protected]: Julie Gwinn(740) 323-5240
D-6: Thom Slack(740) 833-8340
th o m .sla c k @ d o t . o h i o .g o v D-7: Matt Parrill(937) 497-6802
m a t t. par r i l l @ d o t . o h io. gov
D-8: Stefan Spinosa(513) 933-6639
st e f a n .s p i nos a @ d o t. o h i o .g o v D-9: Christopher
Pridemore(740) 774-9067
D-10: Eric Reed(740) 568-3951
[email protected]: Nick Susich
(330) [email protected]
D-12: Dave Lastovka (216) 584-2115
Project Nomination Form
Project Name: MED-94-3.80
Project PID: 81338
Consultant Agreement No.: N/A. Local contract
County or Municipality: City of Wadsworth
ODOT District: ODOT District 3
Consultant Name: Glaus, Pyle, Schomer, Burns and DeHaven (dba GPD Group)
Category for which project is being nominated Category 2: Construction Value - $5,000,001 to $20,000,000
Construction Value $12,425,403
Construction Project Number 168000
Dates of PS&E, Letting and Construction Completion
PS&E = October 2015Bidding = Feb 2016Construction Completed = June 2018
Name of Organization Submitting ODOT District 3, City of Wadsworth, and GPD Group
Contact person for award-related material/submittal (Name, email, phone,
mailing address)
Matt Walter, P.E., P.S.ODOT District 3906 Clark AvenueAshland, OH 44805
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419-207-7047 [email protected] Jenkins, P.E., P.S.City of Wadsworth120 Maple St.Wadsworth, OH 44281330-335-2740 [email protected]
Mark Grossman, P.E.GPD Group520 South Main St, Suite 2531Akron, OH 44311330-572-2234 [email protected]
Region Contact Person and their role Matt Walter, P.E., P.S.District 3 Program Manager
Project Personnel and their roles, including significant players from bureaus
(e.g. Structures), agencies, consultants, etc.
Matt Walter, P.E., P.S.: ODOT District 3 Program ManagerLarry Jenkins, P.E., P.S.: City of Wadsworth Asst. EngineerMark Grossman, P.E.: GPD Group Project ManagerMike Titus, P.E.: ODOT District 3 Project Engineer
Award Ceremony Information:
Person(s) accepting award at
ceremony (Name, Email,
phone)
Matt Walter, P.E., [email protected]
Larry Jenkins, P.E., [email protected]
Mark Grossman, [email protected]
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Names to show on
certificate, up to 6 persons
and their companies or roles
Matt Walter, P.E., P.S.: ODOT District 3 Program ManagerLarry Jenkins, P.E., P.S.: City of Wadsworth Asst. EngineerMark Grossman, P.E.: GPD Group Project ManagerMike Titus, P.E.: ODOT District 3 Project Engineer
One JPG image to be used
on certificate
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Executive Summary:
Overall purpose, goals, and design methodology
The Project was developed to improve safety and congestion along a busy, urban, commercial corridor. It widened 0.7 miles of SR 94/High Street, beginning just north of downtown through the I-76 interchange and ending in the commercial heart of the City of Wadsworth. The existing roadway was widened from 4 lanes to 5 and 7 lanes, depending on the segment, and the existing bridge over I-76 was widened from 5 lanes to 7 lanes, with a 12’-wide pedestrian walkway. The Project also provided significant commercial access improvements and build a center median to eliminate left turns. This segment of roadway, specifically SR 94 through the I-76 interchange, separated the majority of Wadsworth’s residents located south of the highway from the commercial area located to the north.
Highlight any unique aspects of the project
BRIDGE WIDENING & MAINTENANCE OF TRAFFIC: The SR 94 bridge over I-76 was going to be widened from 5 lanes to 7 lanes. The construction was designed to add this capacity on the side of the structure that was the vertical clearance point over the interstate. The superstructure widening proposed using a very short W24x176 steel beam instead of matching the existing W33x130 beams, which eliminated the need to raise SR 94 or lower I-76. Furthermore, the Design Team determined the widening could be done by doweling the new deck into the existing deck, instead of re-decking the entire structure. Eliminating the re-profiling work on SR 94 and I-76 saved approximately $$$ and greatly improved maintenance of traffic.
AESTHETICS: The proposed structure included site specific designs of the City of Wadsworth logo cast into the parapets, form-liners, decorative pedestrian lights, and vandal fencing. These features created a beautiful gateway for the City.
PUBLIC INVOLVEMENT: The City and GPD held multiple public meetings for the general public and design workshops for business owners and managers to provide project information and receive feedback about the impacts that closing commercial drives would have and how the connector access roadway construction can be built to optimize the much-needed access
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management for this corridor. Key businesses that were unable to attend were visited in person to share information with them and obtain their feedback.
The Design Team, consisting of the City of Wadsworth Engineering Dept., ODOT District 3, and GPD, used the information from these meetings to develop conceptual access management plans and present them to the businesses to obtain additional feedback until the public’s and business stakeholders’ concerns were addressed as completely as possible. Taking the time to listen to these stakeholders and incorporate their concerns into the access management plans helped to streamline the property acquisition process and reduce or eliminate the time and money associated with multiple re-designs.
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Judging Criteria:
A. Project Development Process
1 Project development schedule maintained
a. Consultant completion schedule, scoped vs. actual
Through the use of regularly scheduled progress meetings and design workshops, the consultant worked well with City and District staff to assure that the design of the project was completed on schedule.
2 Effective comment and conflict resolution process
Open communication between the consultant, City of Wadsworth and ODOT were key component to the Project’s success. Throughout plan development, there were issues of commercial property access management and design requirements that needed resolved in order to move on with the original intent of the project. Through persistant stake holder meetings the project team was able to resolve these access management and design desicison issues to accomidate all project stake holders.
3 Cooperative and effective project management
Since this project is a vital commerce and commuter route through the City of Wadsworth, it was going to affect many people. The Design Team led by ODOT Program Manager Matt Walter, City of Wadsworth Asst. Engineer Larry Jenkins, and Mark Grossman of GPD worked as a cohesive group to provide a project that provided an effective maintenance of traffic plan and addressed the project corridor’s ultra critical-access management needs. The close collaboration among the 3 project managers contributed greatly to the Project’s success.
4 CES Score for project N/A. Local design contract.
5 Consultant Contract Historya. Prime Agreement – Scope and Fee $1,726,185 – preliminary design thru constructionb. Modifications – Scope and Fee $3,674 for additional traffic counts
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B. Plan and Contract Quality
1 Project bid cost relative to budget estimates as a measure of fiscal planning
Engineer’s (State) Estimate: $10,130,000Award cost: $12,425,403
2 Quantity variationsa. Total number of bid items on
project(s)There were 369 bid items.
b. Number of items for which the final quantity was within 2% of the quantity as let
To date, 153 items (41.5%) are within 2% of the current final quantity.
3 Contract Change Ordersa. Number and value of change orders.
Explain why changes were neededTo date, 46 Change Orders have been processed for a total $585,000. Changes were required to adjust normal quantity differences, approve and pay for force account work, account for work not included in the original plans, revise plans during construction, and resequence MOT.
b. Number of design related changes. Explain why changes were needed
Approximately 10-15 design changes were made during construction to account for utility conflicts and resequence MOT. The Consultant, ODOT and the City worked through MOT design resequencing and phase adjustments that were required to keep the contractor working to mitigate project delays while utilities continued to relocate during construction. The project team also came up redesigns on three commercial right-of-way settlements during the construction phase.
c. Dollar change from “as let” cost due to CCO's and quantity revisions
The Project is approximately $600,000 over the original contract amount, but this will decrease when several large non-performances and negative quantity adjustments are processed.
d. Cost change as percentage of as let 5% at this time, and this is expected to decrease.
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cost
4 Addendaa. Number of addenda issued prior to
lettingFour
b. General nature and change in construction cost for each addenda
Addenda 1: Update plan notes to add the DRA proposal note (+$30,000). Addenda 2: Adjust pipe conflict (no cost). Addenda 3: Remove duplicate pay item and update MOT note (-$11,760). Addena 4: Correct EBS file (no cost).
C. Alignment and Location Design
1 Alternativesa.
Number and general nature of alternative alignments including relationship to location of existing roadway
There were four (4) mainline alternates for SR-94: (1) Widen to the west; (2) Widen to the east; (3) Widen symmetrical about the C/L of R/W; and (4) A combination of the first three alternates to fit within the existing R/W and balance R/W takes, when necessary. The refinement and final selection of the access management options arose from extensive design workshop meeting sith the various business owners to minimize the impact to their operations as well as to incorporate their future expansion plans.
More than 20 access management options were developed.
2 Alignment fita.
Efforts to fit to topography thereby minimizing cuts and fills, allowing flatter backslopes, more gradual driveway slopes, etc.
The urban nature of the corridor eliminated wide variations in the horizontal and vertical alignments.
3 Design practicesa.
Safety and maintenance-related considerations incorporated into design. (Improving vision, raising grade through marshes, etc.)
This stretch of SR 94 had exceeded capacity, resulting in a LOS F rating. Congestion was further impacted by the high number of crashes within the interchange and alongthe SR-94 corridor. The interchange ranked #33 on the Freeway Safety Hot
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Spot list and the SR-94 corridor ranked #52 on the Non-Freeway Hot Spot list. The primary crash types were angle crashes associated with left turning movements at the commercial drives and rear-ends caused by congestion.
D. Cost-Effective Design
1 Safety and maintenance-related considerations. Identify this impact in terms of ODOT construction cost, cost to traveling public, or cost to entire public
2013-2015 had 3 year average of 81 average yearly crashes prior to construction. After construction; 2017 had 48 crashes and 2018 had 54 crashes. These crash numbers represent a 33% reduction per year in observed crashes from the previous three year average. Furthermore, the use of raised medians on this project is projected to increases roadway capacity by 30% or more (FHWA, FHWA-SA-10-031.)
$3,847,500 of safety fundes were used on this project representing an overall 30% of project construction cost.
2 Project Maintainability Access management on High Steet will increase the safety for the City of Wadsworth motorist and encourage safe developement along this corridor for the foreseeable future.
E. Complexity of Design
1 Unusual, non-standard, or innovative design features and practices
One of the challenges to designing and building this project was to fit the project within the present right-of-way. The SR 94 bridge spanning the interstate was going to be widened from 5 lanes to 7 lanes, which was going to be build on the side of the bridge that was the vertical clearance point over I-76. If the existing W33x130 beams were matched, either the profile of SR 94 would need to be raised or the profile of I-76 would need to be lowered. However, a proposal was made to widen the superstructure using very short W24x176 steel beams, instead of matching the existing beams. Also, the Design Team determined that the widening could be done by doweling the new deck into the existing deck, instead of re-decking the entire structure. Salvaging the existing bridge deck in lieu of the traditional sidening and re-decking saved approximately $2 million in construction. Eliminating the re-profiling work on SR 94 and/or I-76 saved an additional half million dollars and greatly improved MOT options. Through inovative design decisions the project was
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able to save a total of $2.5 million.
This portion of SR 94 was a highly-congested commercial corridor. Building a highway within a congested area is challenging enough, but it was complicated moreso by the needs of the area businesses located within this corridor. Businesses needed to ensure that customers and suppliers could access their establishments. Furthermore, the Project needed to maintain utility service while relocations were being performed. The Project had a detailed access management plan consisting of access drives, frontage roads, and parking lot construction. The Project Team was focused on maintaining a safe MOT zone for the traveling public and construction crews while ensuring that businesses had access maintained and the contractor could perform his work efficiently and effectively.
2 New technology and products used The proposed structure included site-specific designs for the City of Wadsworth logo to be cast into the parapets, standard form-liners, decorative pedestrian lights, and vandal fencing.
3 Degree of coordination and timing The project required a great deal of coordination among ODOT, the consultant design team, the City of Wadsworth, local businesses, and various utility companies to meet the goals of the project in an urban area.
4 Number and type of controls governing There were 6 utilities that needed extensive coordination during utility relocations. There were 46 properties involved in right-of-way acquisition to accommodate the access management plans and utility relocations. Also, the needs of the fire, policy, and ambulance services needed to be protected during all of construction.
5 Number of traffic control stages There were 6 phases in construction.
F. Community Sensitive Design
1 Mitigation of Adverse Impact on Public During Construction
The Project resequenced the MOT to improve traffic flow through the corridor and clear traffic from the I-76 ramps. This reduced driver frustration and delays and
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allowed emergency service providers to serve people promptly when most needed.
2 Preservation of Natural Areas N/A
3 Reestablishment of Natural Vegetation or Wetlands
N/A
4 Preservation of Historical and Archeological Features
N/A
5 Enhancement of Cultural Resources N/A
6 Community Sensitive Design A dual-use-path through the interchange was built to connect to the City’s overall bike plan.
7 Overall Aesthetic Appeal It was important to the City of Wadsworth that the newly-widened structure serve as a gateway that was both functional and beautiful. The proposed structure included site-specific designs of the City’s logo cast into the parapets, colored concrete sealer, form-liners, decorative pedestrian lights, and vandal fencing. The center islands used decorative conconcrete to increase the overall aesthetic appeal of High Street while providing access management.
Location Map(s)
At least one high-level location map. Please attach an IMAGE FILE of your map here (take and upload a snapshot or screen capture image if the original map is only available as a PDF or other non-compatible image file format)
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Photographs
Use the Picture boxes below to add up to 10 digital photos (.JPG or other compatible format) suitable for large-screen display. Before-and-after photos are encouraged. Please use the caption field to provide details on each image.
High Street Bridge over I-76. Major Structure work was able to be completed while one lane of traffic in each direction, plus turn lanes was maintained.
(photo - 14)
(photo - 15)
Traffic pattern movement with diagram with added portions of roadway delinated in black.
(photo - 16)
Night time Structure work was stipulated to ease traffic delays on I-76 because the interstates high ADT and rush hour peak hourly volumes.
(photo - 17)
(photo - 18)
After photo of an aerial view of the new traffic patterns with raised center islands near the High Street Bridge over I-76.
(photo - 19)
Before photo of High Street looking North near the Park Center Drive intersection. This area required a redesign because the church property on the right was sold and demolished to accomidate a new gas station.
(photo - 20)
After photo of High Street looking North near the Park Center Drive intersection. Notice the slip ramp to the right and traffic island between North bound and South bound lanes.
(photo - 21)
Before photo looking East at High Street and Park Center Drive.
(photo - 22)
After photo of High Street and Park Center Drive.
(photo - 23)
Before photo of High Street Bridge over I-76.
(photo - 24)
After Photo of High Steet Bridge over I-76. City chose the color of beams the aesthetic parapet wall with custom block “W” letters encased and the City logo.
(photo - 25)
(photo - 26)