ODOT/ACEC Partnering AwardExcellence in Highway Design
2018 Nomination Template
Project Nomination Deadline: March 5, 2018District Capital Program Administrator Final Submission Deadline:
March 23, 2018
transportation.ohio.gov www.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 Monday, March 5, 2018
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 Friday, March 23, 2018
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
ODO
T DISTRICT
D-1: Chris Hughes(419) 999-6901
D-2: Mike Gramza(419) 373-4466
D-3: Bob Weaver(419) 207-7158
b 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]: Jason Sturgeon
(740) 323-5100j as o n .s t u r ge o n @ d o t . o h io . gov
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: Greg Kronstain(216) 584-2166
Project Nomination Form
Project Name: U.S. Route 33 Smart Mobility Corridor Phase 1
Project PID: 103719
Consultant Agreement No.: N/A (Construction Contract #173008. This project was Design Build)
County or Municipality: Marysville, Dublin, Union County
ODOT District: ODOT District 6
Consultant Name: Gannett Fleming Engineers and Architects, P.C.
Category for which project is being nominated Category 1: Construction Value - $0 to $5,000,000
Construction Value $5,000,000
Construction Project Number 173008
Dates of PS&E, Letting and Construction Completion Letting: 3/17/2017Construction Completion: 10/31/2017
Name of Organization Submitting ODOT District 6
Contact person for award-related material/submittal (Name, email, phone,
mailing address)
Kevin Fiant, PEODOT District 6, Planning and Engineering400 East William Street, Delaware, Ohio [email protected]
1
740.833.8056
Shane Campbell, PE Gannett Fleming Engineers and Architects, P.C.2500 Corporate Exchange Drive, Suite 230, Columbus, OH [email protected] x6802
Region Contact Person and their role Kevin Fiant, PE | ODOT Project Manager
Project Personnel and their roles, including significant players from bureaus
(e.g. Structures), agencies, consultants, etc.
Kevin Fiant, PE | ODOT Project ManagerNick Hegemier, PE | ODOT ITSDavid Poling, PE| ODOT District 6 ConstructionShane Campbell, PE | Gannett Fleming Design Project ManagerKevin Hunt, PE | Gannett Fleming ITS Senior DesignerJoshua Shaw | Team Fishel Construction Project Manager
Award Ceremony Information:
Person(s) accepting award at ceremony (Name, Email, phone)
Kevin Fiant, PE | HYPERLINK "mailto:[email protected]"[email protected] | 740.833.8056Thomas Slack, PE | [email protected] | (740) 833-8340Nick Hegemier, PE | [email protected] | (614) 387-4099Shane Campbell, PE | [email protected] | 614.794.9424 x6802Joseph Rikk, Jr., PE |[email protected] | 614.794.9424 x6814Joshua Shaw | [email protected] | (614) 850-4400
Names to show on certificate, up to 6 persons and their
companies or roles
Kevin Fiant, PE | ODOT Project ManagerNick Hegemier, PE | ODOT ITS Shane Campbell, PE | Gannett Fleming Design Project ManagerJoshua Shaw | Team Fishel Construction Project Manager
2
One JPG image to be used on certificate
3
Executive Summary:
Overall purpose, goals, and design methodology
The U.S. 33 Smart Corridor project was born out of a vision to meet the high-speed internet needs of a growing community anchored in the automotive industry, and enable it to help change forever the future of transportation in Ohio and across the world. This multi-phased project will provide a model on how to safely test connected and autonomous vehicles (CAV) and include a robust network of nearly 40 miles of fiber, roadside communication devices and real time on-road testing. It is adjacent to the internationally recognized Transportation Research Center (TRC), the largest independent car testing facility in the nation, as well as the Ohio State University Research and Automotive Center, Honda America’s Headquarters, and more than 50 automotive suppliers.
The Ohio Department of Transportation (ODOT), as the project owner, Gannett Fleming, as the engineer of record, and Team Fishel, as the contractor, partnered to design and construct Phase 1 of this project. It included construction of a telecommunications building next to the new TRC Welcome Center, and installation of 37 miles of Alcoa Fujikura (AFL) 432-strand high-capacity fiber optic cable to connect the Dublin Metro Data Center (MDC) with the TRC Welcome Center. Data collected will allow ODOT and others to test smart transportation technologies, provide accurate traffic counts, monitor weather and surface conditions, and deliver incident management improvements, ultimately yielding substantial safety benefits to the traveling public.
Operating on the aggressive schedule of a high-visibility project, Gannett Fleming and Team Fishel used an integrated design-build approach to design and install the fiber in about 100 days. Working collaboratively, they created an innovative plan to complete the design in increments, which were then passed to ODOT for review and approvals. Once authorized, construction began on the approved unit and design began on the subsequent one. This efficient process streamlined the approval process and enabled construction equipment to not sit idle once mobilized.
4
Highlight any unique aspects of the project
To address project challenges such as the lack of overall corridor mapping as well as utility mapping in the area, the team relied on a number of innovative solutions which kept both the design and construction on schedule and contributed to the actual cost being less than the estimated budget by $1.3 million.
Since the schedule did not permit the team to survey the entire corridor, a minimalistic approach that relied heavily on existing data, was used instead. Light Detection and Ranging (LiDAR) online survey data, existing plans, and minimal ground control survey created a baseline map for the nearly 40-mile long corridor.
Without utility mapping, the project team was at risk of conflicts with existing utilities, potentially causing a setback to the project schedule and interfering with customer services. To mitigate these concerns, a subsurface utility engineer located transmission lines while Team Fishel’s real-time avoidance approach was used for smaller utilities. The installation method was unique and varied throughout the project. To avoid utilities, maneuver under a culvert, or obtain access under an existing roadway, the project team bore pathways into the ground to install the fiber conduit. A technician, using a locator receiver box, walked above the in-ground pilot drill head and directed the drill rig operator within an inch of the drill head and utility location. This method allowed greater alignment, depth, and directional flexibility.
Because the U.S. 33 Smart Mobility Corridor is one of the first of its kind and CAV is new to the marketplace, determining the amount of data the fiber optic cables will carry is a predictive process. Multiple variables, including the type and amount of data going across the fiber, the data speed requirements, and the distribution equipment at the Dublin Metro Data Center, affect how much the fiber optic cable can handle. The 432-count fiber optic cable is located in one of the seven micro ducts installed. Thus, six inner micro ducts remain open and ready for fiber expansion if data transfer loads exceed current capacity, so long-term CAV or private data transfer demands can be met within the existing micro ducts.
5
6
Judging Criteria:
A. Project Development Process
1 Project development schedule maintained
a. Consultant completion schedule, scoped vs. actual
Scheduled Interim Completion: August 11, 2017Actual Interim Completion: August 11, 2017Scheduled Date of Completion: November 30, 2017Actual Date of Completion: November 30, 2017
2 Effective comment and conflict resolution process
Taking an integrated design-build approach, Gannett Fleming, as the engineer of record and Team Fishel, as the contractor, worked to come up with a unique plan to complete this project. The designs were completed in three linear buildable units and one vertical buildable unit.
Unlike the typical process, where projects are designed in full and then handed off to contractors and clients for review and approval, the designs of this project were completed in increments and then passed on for review and approvals. Once approved, construction would begin on that portion and design would begin on the subsequent step.
Gannett Fleming designed these buildable units one at a time in compliance with their ISO-9001 certification quality review process. Team Fishel participated in the review of the designs and provided comments every step of the way to ensure no time was lost in making revisions. Gannett Fleming then would make those changes and submit the revised plans to ODOT for approval.
This process worked efficiently as it minimized the number of plan review comments from ODOT. It also allowed Team Fishel to become intimately aware of the design that they were going to install, eliminating surprises during cable installation. From the
7
design of the first buildable unit through completion, the teams worked together using this seamless process.
3 Cooperative and effective project management
The cooperative approach employed from start to finish, was key to the successful management of this accelerated project. It involved a multi-agency review process, including ODOT, the Cities of Marysville and Dublin, as well as Union County. Additionally, the design/build team coordinated closely with multiple ODOT departments, from the project’s management at District 6, to District 6 Construction Services, to Central Office ITS, which does not commonly occur throughout the entire duration of a project. Not only did it involve multiple points of contact and many different project aspects, but the coordination was particularly close, given that the project was the first of its kind.
One such example is the team’s close work with both ODOT Construction and ITS departments regarding aligments at bridge locations (overpasses and underpasses). Crossing culverts and storm pipes was another item that needed close coordination. Lastly the termination details at MDC and the telecommunications building required a multi-discipline team from Team Fishel, Gannett Fleming and ODOT to vet through the product specifications and installation procedures.
Coordination between the design-build team and ODOT was founded on trust and a common pursuit towards meeting the interim and final completion dates. Seamless communication occurred between Gannett Fleming and ODOT during the design phase while Team Fishel continued that close coordination with ODOT’s construction team during the fiber install. Overall, a collaborative effort was put forth to proactively resolve developing issues and establish buy-in on design and construction details.
4 CES Score for project As a design-build project, it did not receive a CES score. A commendation letter from Joshua Shaw, contractor Team Fishel’s project manager to Shane Campbell, PE, Gannett Fleming’s design
8
project manager, from September 26, 2017, touches upon some of the same performance categories as the CES, while illustrating the kind of success that can be accomplished when the client, designer and contractor work closely together from the very beginning. Excerpts from the letter include: “You demonstrated great expertise & proficiency in completing a large project under an accelerated schedule.” “Among the four deliverables you were responsible for, not one was submitted below par or late, which was particularly important to the overall completion of the project” And “Your diligence & perfectionism were vital to the role and successful completion of this project.”
5 Consultant Contract Historya. Prime Agreement – Scope and Fee Design: $522,000b. Modifications – Scope and Fee none
B. Plan and Contract Quality
1 Project bid cost relative to budget estimates as a measure of fiscal planning
Budget Estimate: $6,300,000Project Bid: $3,833,546ODOT-procured materials: $1,022,261
2 Quantity variationsa. Total number of bid items on
project(s)15
b. Number of items for which the final quantity was within 2% of the quantity as let
15
3 Contract Change Ordersa. Number and value of change orders.
Explain why changes were neededTotal of 7 Change Orders at a Total Dollar Amount of $169,591.59
b. Number of design related changes. Related to the telecom building: Owner directed changes to
9
Explain why changes were needed Building Site location and addition of building fire suppression system and other physical changes to building requirements.
Related to the US33 fiber optic cable installation: 1 change. There was a change in installation methods when ODOT requested a certain minimum vertical clearance between existing culverts and proposed fiber conduit.
c. Dollar change from “as let” cost due to CCO's and quantity revisions
$169,591.59
d. Cost change as percentage of as let cost
3.5%
4 Addendaa. Number of addenda issued prior to
lettingODOT issued 4 addenda prior to the design-build letting.
b. General nature and change in construction cost for each addenda
Addenda A – Completion Date Change. Addenda B – DB Scope modifications and providing additional reference material to assist in DB Process. Did not materially impact Construction Cost.Addenda C – DB Scope Modification and changed interim completion requirements as well as changed Field Office Type from “A” to “B”. Added construction costs to project.Addenda D – Scope modifications and addressed Prebid questions. Did not materially impact Construction Cost.
Note, ALL of these Addenda where ODOT generated Addendum in which the Consultant and Contractor had to incorporate into their design since this project was let as Design-Build.
C. Alignment and Location Design
1 Alternatives
10
a.
Number and general nature of alternative alignments including relationship to location of existing roadway
Phase 1 of the Smart Mobility Corridor included construction of a telecommunications building next to the new Transportation Research Center (TRC) Welcome Center, and installation along U.S. Route 33 of 37 miles of Alcoa Fujikura 432-strand high-capacity fiber optic cable to connect the Dublin Metro Data Center with the TRC Welcome Center.
While the fiber optic cable had to be installed along U.S. Route 33, through ODOT’s right-of-way, the choice of road side lay with Gannett Fleming & Team Fishel. The team took into consideration a number of factors such as the presence of wetlands, suitable wooded habitat, as well as the need to avoid a haz-mat site and the proposed footprint of the future U.S. Route 33/Post Road interchange improvements. It ultimately decided to perform the installation on the west side of U.S. Route 33. As noted, proposed interchange and local road improvements are planned for U.S. Route 33 and Post Road. The Design-Build team positioned the fiber optic cable in a location that should not be impacted once the interchange improvements are built. This tedious approach required very acute attention to both the existing and proposed roadway infrastructure, R/W, and topography.
2 Alignment fita.
Efforts to fit to topography thereby minimizing cuts and fills, allowing flatter backslopes, more gradual driveway slopes, etc.
Designing the vertical alignments meant addressing even more challenges than for the horizontal alignments. One such challenge was the absence of utility mapping for the project area, which meant that the installation was at risk of conflicting with existing utilities and potentially causing a setback to project schedule and services to utility customers. The team brought on a subsurface utility engineer to help avoid transmission mains, but for smaller utilities it relied on Team Fishel’s real-time avoidance approach, which enabled the installation teams to pothole and avoid the utilities as they encountered them.
However, there were still times in which the teams required precision to avoid utilities, maneuver under a culvert or an existing
11
roadway, or in more urban areas where utilities were tight. In those cases – instead of plowing the line in – they would bore it. A technician, using a locator receiver box, walked above the pilot drill head that was already in the ground and got the directional drill rig operator within an inch of exactly where the drill head and utilities where located. This method allowed greater alignment, depth, and directional flexibility. To complete this task, drill rods were retracted and the 2.62-inch conduit pulled through the typical 500-foot bored line. The teams did not hit utilities when drilling this line in as they were able to alter alignment and depth easily on the fly.
Overall, one-third of the conduit was bored and two-thirds plowed.
3 Design practicesa.
Safety and maintenance-related considerations incorporated into design. (Improving vision, raising grade through marshes, etc.)
Several safety and maintenance related measures were put into place. First, pull box aprons were used to help prevent mowing operators from hitting the pull boxes. Second, fiber optic cable markers were placed every 500’ for ODOT maintenance to easily identify the location of the line. Third, the line was placed a minimum of 30’ from the edge of pavement to prevent future impacts caused by improvements along U.S. Route 33. Fourth, pull boxes were placed on each side of a ramp to provide a consistent location for ODOT maintenance to identify. Fifth and most important is that this project provides a robust communication system for CAV testing to build off of that can ultimately make our roadways safer.
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
Installation of the 432-count fiber and micro duct pathway with six inner ducts available for additional fiber to be pulled through will allow this corridor to cost effectively build off this backbone for CAV testing and provide reliable and robust internet speeds for private development. The layout also included the requirement to have a pull box within 400’ of the future roadside unit locations, thereby
12
allowing for a cost-effective connection into the fiber backbone.
2 Project Maintainability The decision to bury the fiber optic cable versus suspending it aerially reduces the long-term maintenance costs and potential outages.
E. Complexity of Design
1 Unusual, non-standard, or innovative design features and practices
A collaborative effort in between multiple stakeholder agencies, a first of its kind supporting technology of the future, the project was a high-profile initiative followed by the Ohio and national media, to be completed on a very aggressive time frame with contractual disincentives, while lacking aerial and utility mapping. The team faced many challenges, but it devised just as many innovative and effective solutions. A smart approach and very close collaboration in between ODOT, Gannett Fleming and Team Fishel, made it possible for the project to be delivered on schedule.
As noted previously, the project team employed several approaches to overcome the tight schedule and first of its kind type risks. A summary of those non-standard practices include:
1) ODOT procuring the fiber optic cable (which can have a long lead time) in advance of the contract award.
2) ODOT securing an agreement with the railroad for a new bore under their tracks in advance of the contract award.
3) ODOT reviewing interim plan submittals in 10 days and final plan submittals in five days.
4) Gannett Fleming using LiDAR mapping for survey basemap.5) Gannett Fleming using SUE for transmission lines while
utilizing Team Fishel’s real time utility avoidance practice.6) Team Fishel and Gannett Fleming designing the layout in an
integrated fashion benefiting from both contractor and designer perspectives.
7) Team Fishel reviewing the design plans prior to the plans being submitted to ODOT.
8) Team Fishel and Gannett Fleming developing three linear
13
buildable units and one vertical that allowed Team Fishel to mobilize and not have downtime with their equipment and crews.
9) Team Fishel using the most cost effective and expedient type of installation procedure between borings and plowing.
2 New technology and products used Several new products and procedures were deployed for the first time on this ODOT-let project. First of all, this is the first project that ODOT used AFL 432-count fiber optic cable. Second, the conduit was installed through drilling and plowing techniques. Third, the fiber optic cable was installed through a fiber-jetting process. Fourth, fibers were fusion spliced. And lastly, the termination equipment at MDC and the telecommunications building were newer products.
3 Degree of coordination and timing As noted before, the pace of this project cannot be understated as nearly 40 miles of 432-count fiber optic cable and a telecommunications building were designed and constructed in 100 days. The degree of coordination between review agencies and within the broader project team was impressive. Clear communication delivered through email, texts, phone and in-person, was the norm from beginning to end. This project was delivered on time not only because of the innovative and unique practices previously mentioned, but as much so due to the constant transparent communication and concise decision making.
4 Number and type of controls governing Stay in ODOT Right-of-way CSX approval for conduit installation obtained by ODOT in advance of contract letDisincentive Contract ($5,000/day)
5 Number of traffic control stages n/a
F. Community Sensitive Design
1 Mitigation of Adverse Impact on Public ODOT requested that the entire conduit be installed within its own
14
During Construction right-of-way, which meant that no permanent or easement parcels had to be acquired from the public. This approached spared the public from the sometimes time-consuming and cumbersome eminent domain acquisition process, as well as from the resulting temporary and/or permanent impacts to their property.
The lack of utility mapping along the corridor put the teams at risk of conflicting with existing utilities and potentially causing service outages to utility customers. To avoid this serious adverse impact on the public, the project team brought on a subsurface utility engineer to help avoid transmission mains and used Team Fishel’s real-time avoidance approach for the smaller utilities. This approach enabled the teams to pothole and avoid the utilities as they encountered them, and minimized the amount of upfront mapping and coordination with the utility companies that was needed. There were still times in which the teams required precision to avoid utilities and thus impact their customers, when going under a culvert or an existing roadway, or in more urban areas where utilities were tight. In those cases – instead of plowing the line in – they would bore it.
2 Preservation of Natural Areas The conduit alignment was designed precisely to avoid wetlands, steams, and wooded habitat. When the installation still had to cross an ecological resource, the team bored to avoid impacting the resource.
Even in areas where plowing was used, Team Fishel’s equipment folded back the narrow strips the plows cut into the ground, in order to minimize visual impact and destruction of the vegetation.
3 Reestablishment of Natural Vegetation or Wetlands
Because of the team’s due diligence, impacts to natural vegetation and wetlands were either avoided or minimized.
4 Preservation of Historical and Archeological Features
n/a
15
5 Enhancement of Cultural Resources n/a
6 Community Sensitive Design ODOT required the fiber conduits to be installed in the ground, and not on poles, which would have had a negative visual impact on the area, both for the travelling motorists and for the neighboring property owners.
7 Overall Aesthetic Appeal The initial phase of establishing the Smart Mobility Corridor included construction of a telecommunications building next to the new Transportation Research Center’s Welcome Center. The building was designed with the same façade as the Welcome Center, and the landscaping designed and planted around the building enhanced its exterior.
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)
16
17
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.
Conduit Installation via plowing
(photo - 18)
Another View of the Plow
(photo - 19)
Close up of Plow
(photo - 20)
Directional Drilling Machine
(photo - 21)
Close up of Directional Drilling Operation
(photo - 22)
Pull Box Installation
(photo - 23)
Air Jetting equipment for cable installation
(photo - 24)
Telecom Building at East Liberty End of Project During Construction
(photo - 25)
Completed Telecom Building at East Liberty End of Project with newly constructed TRC Welcome Center in background
(photo - 26)
Terminating Fiber at the Metro Data Center
(photo - 27)
