ODOT/ACEC Partnering Award Excellence in Highway Design 2016 RICKENBACKER INTERMODAL CONNECTOR

Transcription

1 ODOT/ACEC Partnering Award Excellence in Highway Design 2016 RICKENBACKER INTERMODAL CONNECTOR

2 A Project Data Project PID PIC PID No PIC PID No Project Name The Rickenbacker Intermodal Connector (formerly the East-West Connector) Road Rickenbacker Connector County or Municipality Pickaway County, Ohio ODOT District District 6 Nomination Category Best Rural Project Construction Number PIC Construction No PIC Construction No Dates of PS&E, Letting, and Construction Completion PIC PID No PS&E Package May 24, 2012 Letting date September 6, 2012 Construction Completed October 27, 2014 PIC PID No PS&E Package April 10, 2013 Letting date August 15, 2013 Construction Completed October 27, 2014 Name of Organization Submitting TranSystems Corporation Contact Person for Submittal Information Andrew Schneider, AICP 1105 Schrock Rd., Suite 400 Columbus, OH (614) amschneider@transystems.com Region Contact Person Greg Murphy, PE Senior Vice President 1

3 Project Personnel, Roles, and Significant Players Project Team Members Transystems Corporation Prime Consultant, Roadway Design, Bridge Design, Environmental, Right of Way Acquisition 2LMN Civil Survey S&ME Geotechnical Engineering Trucco Construction Fechko Excavating Contractor ODOT District 6 Project Owner ODOT Central Office Columbus Regional Airport Authority Major Stakeholder Pickaway County Major Stakeholder Key Personnel Andrew Schneider - Client Manager Walid Antonios - Project Manager David Shipps - Planning/Public Involvement Brian Metz - Environmental James Fisher - Right of Way Richard Mathias - Survey Richard Weigand - Geotechnical Engineer Thomas Slack Thomas Lyden Herb Ligocki Jacob Slechter Shawn Hillman Tim Peddicord Michael Wawszkiewicz Jeffrey Holbrook Tim Hill - Office of Environmental Services John Maynard - Right of Way Dirk Gross - Production Rich Behrendt - Railroad Coordinator, Norfolk Southern Railroad Robin Holderman Eric Hensley Mark Kelby Chris Mullins Anthony Neff Project Stakeholders Office of Environmental Services, Rail Development Commission, Ohio Department of Development, City of Columbus, Franklin County, Franklin County Engineer and Commissioners, Mid-Ohio Regional Planning Commission (MORPC), Pickaway Progress Partnership, The Columbus Partnership, Columbus Chamber of Commerce, Norfolk Southern Railroad, and CSX Railroad 2

4 B Award Ceremony Information Persons Accepting the Award Thomas Slack, PE (740) (p) Andrew Schneider, AICP (614) (p) Names to Show on Certificate Thomas Slack, PE - ODOT District 6 Robert Campbell - TranSystems Andrew Schneider, AICP - TranSystems Walid Antonios, PE - TranSystems Herb Ligocki, PE - ODOT District 6 (retired) David Shipps, AICP - TranSystems Jpeg to be used on certificate also attached to submittal 3

5 C Executive Summary Over the past 15 years, the area around Rickenbacker International Airport (LCK) has rapidly transitioned from a former Air National Guard base to an international multi-modal cargo airport, a U.S. Foreign-Trade Zone, a freight distribution hub, and a major economic engine of the Central Ohio region. The Norfolk Southern Intermodal Facility (IMF) that opened in March 2008 along with the Alum Creek Drive Extension (renamed Rickenbacker Parkway in 2007) have recently spurred development at the Columbus Regional Airport Authority (CRAA) supported Rickenbacker Global Logistics Park. In partnership with Duke Realty Corporation & Capitol Square, Ltd., CRAA is actively developing approximately 1,300 acres of land consisting of four campuses for a distribution center, transportation facilities, research centers, business offices, and other services in the master-planned complex. In 2007, Mid-Ohio Regional Planning Commission (MORPC) completed a detailed study of the entire Rickenbacker Area. The report, named the Rickenbacker Area Road Network Assessment was a framework for the future development. The study observed that roadway improvements have not kept pace with rapid development over the past 15 years in the area. From this planning study multiple transportation needs were identified. There are currently several separate studies and/or projects located along SR 317, I-270, and Alum Creek Drive that are dealing with capacity issues or safety problems identified in MORPC s planning study. The Pickaway East- West Connector Study Area was identified as one of those transportation areas. Many of the roads south of the airport are rural in nature and are insufficient for handling the increased levels of traffic today as well as into the future, as a result of the planned development surrounding the airport, including the Intermodal Facility. Of particular concern, is the projected future freight rail traffic and at-grade crossing on Duvall Road, when combined with future vehicular traffic, will result in safety and congestion issues along this corridor. The East-West Connector, renamed the Rickenbacker Intermodal Connector upon opening, is a new five-lane roadway constructed to provide better connectivity between US Route 23, the Norfolk Southern Intermodal Terminal, and the existing and projected development surrounding Rickenbacker International Airport. The $40 million project is approximately 4 miles in length. In 2008, TranSystems was selected by Pickaway County to conduct Steps 1-3 of ODOT s Major Project Development Process (PDP), and subsequently completed Step 4. TranSystems completed the planning phase on schedule and under budget. Preliminary engineering considered a grade separation over the CSX and Norfolk Southern tracks adjacent to the Intermodal Facility, an interchange at US Route 23, and several alignment alternatives. 4

6 At the conclusion of Step 4 in late 2009, TranSystems recommended that the project be completed using the Minor PDP, based upon the narrowed range of options, in order to save time and money in project development without sacrificing attention to environmental and engineering issues. It was at this stage that Pickaway County Engineer and ODOT decided to transfer the contract to ODOT. Throughout the project, a steering committee of more than a dozen project partners encouraged local decision-making balanced with state and federal requirements. Public involvement included a stakeholder group which met approximately twice a year and included over 70 representatives from Pickaway and Franklin County government agencies, Columbus Regional Airport Authority, Norfolk Southern and CSX railroads, adjacent school districts, elected officials, and interested business leaders. TranSystems kept the stakeholder group informed of design direction and gathered public input. Public Open Houses were conducted in April 2009 and May 2010 to display alternatives and receive stakeholder comments and concerns. Following the open houses, public involvement comments were mapped to assist in evaluating the results along with general community representation. Following the open houses, in April 2009 and May 2010, TranSystems distributed project newsletters to over 300 property owners, businesses, and other interested parties to summarize the public comments received and detailed the decision-making process to reach a preferred alternative. The design team delivered Phase 1A and IB tracings on the project within 7 months of authorization, an accomplishment made possible only by TranSystems and ODOT working as one team. The project included the relocating and widening of SR 762 from SR 23 to Rickenbacker Parkway to a three lane section for about 4 miles. Proposed construction limits included the construction of future 5-lane section. The project included stream relocation from about 1800 feet, bridge construction over CSX and Norfolk rail, and a very complex drainage construction along the entire project including placement of two detention basins in a very flat terrain. In addition, environmental clearance was obtained within 90 days of the selection of the preferred alternative, as a result of significant collaboration among the consultants, district and central office environmental staff. Finally the project included right of way acquisition where TranSystems and ODOT real estate personnel worked side by side with the design team to accelerate the process by developing a revised design that streamlined property acquisition. 5

7 D Location Map 6

8 E Judging Criteria A. Project Development Process Project Development Schedule Maintained This project was the first to go through the new Project Development Process while the new process was still under development. The schedule was extremely aggressive and the team was able to complete design, from beginning to end, in 7 months. Environmental clearance was achieved in 90 days, while Right of Way certification and railroad approvals for the bridge design were completed in 4 months. Effective Comment and Conflict Resolution Process The comment and conflict resolution process was significantly streamlined by bi-weekly meetings with the design team and ODOT District 6, ODOT Central Office and the utility companies. These meetings were used to discuss any comments or issues and effectively manage or mitigate any comments. Cooperative and Effective Project Management TranSystems Project Manager, Walid Antonios, and ODOT project managers, Herb Ligocki, Michael Wawszkiewicz, and Jeffrey Holbrook coordinated on an almost daily basis throughout the design of the project. The fasttracked nature of the project required everyone to be engaged and work cooperatively. The team initiated project meetings immediately to address any issues quickly. Plan changes were also addressed immediately to allow everyone to discuss the change and any potential impacts to the project. Walid Antonios was an exceptional project manager. His immediate response to questions was key to meeting the extremely tight schedule. ~ Thomas Slack ODOT District 6 Planning and Engineering Administrator 7

9 B. Plan and Contract Quality Contract Change Orders No. of change orders and why needed PID change orders, needed for normal differences in quantities, contractual adjustments for fuel, steel, smoothness, et cetera. PID change orders, needed for normal differences in quantities, contractual adjustments for fuel, steel, smoothness, as well as drainage issues and a change in cement for the treated embankment. PID design related change orders were required to increase the embankment due to the existing ground elevation being different from the plans and cross sections, also from an incorrect calculation of topsoil. A change order also removed redundancy between the two projects due to delivery time for the adjacent project. PID design related change orders were required to remove redundancy between the projects due to delivery time of the adjacent project. Two drainage issues were unforeseen and not addresses in the plans. Changes to the limit of the cement stabilized embankment and removal of the lime stabilization. Dollar Change - PID 83666: -$609, % Change from as Let cost - PID 83666: -5.65% Change from the as let Dollar Change - PID 92575: -$651, % Change from as Let cost - PID 92575: -9.96% Change from the as let Addenda No. of addenda issues prior to letting 4 addenda were issued for each PID prior to letting. PID Addendum 1 - $130,324, MSE wall quantity change and added items for signal and construction under drain. Addendum 2 & 3 - $4,000, responses to prebid questions, added MSE wall Addendum 4 - $651, added item for controller PID Addendum 1 - $338,081, revised stabilization, quantities and gates Addendum 2 - -$19,285, solid waste removal Addendum 3 - updated utility note Addendum 4 - $20,000, added asbestos abatement for two parcels for a demolished building 8

10 C. Alignment and Location Design Alternatives A total of 14 alternative alignments were originally developed and analyzed as part of the project, 13 of these alternatives focused predominately on a new alignment, north and south of Duvall Road and east and west of Ashville Pike. Alignment Fit Topography proved not to be an issue for this project as the terrain was relatively flat. One grade separation and one major ditch re-location was necessary. Design Practices Maintenance considerations were taken into account during the design process and given a high priority. The team incorporated flatter slopes for ease of maintenance. D. Cost Effective Design Design Elements which Reduced Costs The design team saved ODOT $150,000 in construction costs by coordinating maintenance of traffic from start to finish during both projects. A substantial savings was also realized during Right of Way Acquisition by purchasing Warranty Deeds instead of Limited Access Right of Way. Project Maintainability Long term maintenance was an important design consideration throughout the project. The team was careful to incorporate all long term maintenance standards into the design. This will allow ODOT to keep maintenance costs lower throughout the life of the project. 9

11 E. Complexity of Design This project posed several challenges, mainly the accelerated schedule. This challenge was fully met by the team, completing the design in 7 months with 800 plan sheets. This project was a model for accelerated, efficient delivery. This tight schedule was kept by weekly meetings between design team, ODOT staff, airport staff (during construction) and the utility companies to address any issues, discuss progress and make partial submittals. Other challenges to the project included: Cleared environmental in 90 days from selection of preferred alternative, Cleared right of way acquisition in 90 days from selection of preferred alternative, Coordinated with CSX and Norfolk Southern, both railroads approved the bridge design within 4 months and coordinated future railroad track locations, Design exception approved in two days from submittal, Complex drainage due to flat terrain, Designed the new road to meet future lane widening for drainage, utility and right of way requirements. F. Community Sensitive Design This project posed a number of significant challenges, including right of way clearance, railroad coordination, and environmental concerns to name a few. Each challenge was overcome by a collaborative effort and true partnership between TranSystems, Pickaway County, ODOT District 6 and other key project partners. Through these efforts the team was able to achieve the following: All rail and truck traffic was maintained allowing for an estimated $106 million in shipping delays being avoided as well as $744 million in travel time delays, Extensive landscaping along the high embankment at the rail grade separation, including planting trees to provide slope control and visual aesthetics, The project was designed to avoid impacting two National Historic Register eligible sites, Storm water management and drainage was complex due to the flat terrain, Sustainable features include two ponds near the rail grade separation, Approximately 1800 feet of ditch along Bulen Ditch, additional landscaping was added as part of this effort. 10