healthline - american public works association¾serving cleveland and cuyahoga county, 458 square...
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APWAPresenters
Joseph Shaffer, P.E.Director of Engineering for GCRTA
Project Manager of ECTP
Bonnie Teeuwen, P.E.District 12 Deputy Director for ODOT
Resident Engineer on ECTP CO-2
Francis ValencheckScheduling Analyst Washington Division of URS Corporation
Project Control Administrator for GCRTA on ECTP
Jeffrey Lechak, P.E.Cleveland Area Manager for Parsons Brinckerhoff
Resident Engineer on ECTP CO-2
Washington Division
CuttingThrough
the Heart
ofCleveland
Constructingthe Euclid Corridor
HealthLine
1
CuttingThroughthe Heart
ofCleveland
[Introduction]
Washington Division
Constructingthe Euclid Corridor
HealthLine
AgendaProject Overview – Joseph Shaffer, P.E.
Pre Construction and Pedestrian Safety – BonnieTeeuwen, P.E.
Project Scheduling – Francis Valencheck
Inspection Control and Euclid / E. 9th IntersectionConstruction – Jeffrey Lechak, P.E.
Best Practices and Lessons Learned
Questions
LetLet’’s dig ins dig in……
CuttingThroughthe Heart
ofCleveland
[Project Overview]
Washington Division
Constructingthe Euclid Corridor
HealthLine
OverviewOverview
GCRTA & Euclid CorridorEconomic Issues – Rustbelt RealityProject ObjectivesThe Euclid Corridor Transportation ProjectResults
Greater Cleveland RegionalTransit Authority
Greater Cleveland RegionalGreater Cleveland RegionalTransit AuthorityTransit Authority
Serving Cleveland and Cuyahoga County, 458 squaremiles with a population of 1.3 million
57.9 million annual tripsFleet of 549 buses37 Mile Total Light (Blue/Green) and Heavy (Red) Line RailNetwork
52 Stations108 Rail Vehicles
Euclid Corridor HealthLine BRT opened October 25,2008 after over 25 years of effort
2
Euclid Project HistoryEuclid Project HistoryDual Hub Alternatives Analysis 1983(City of Cleveland)Dual Hub Environmental Process 1989 – 1993(City of Cleveland / GCRTA)Dual Hub Transitional Study (GCRTA) 1993Locally Preferred Alternative selected 1995Conceptual and Preliminary Design 1997 – 200130% Design approved by City Oct. 2001Environmental Studies complete (FONSI) Feb. 2002FTA approval to enter Final Design July 2002First construction NTP, Garage Upgrades August 2005Grand Opening October 2008
OverviewOverview
Fro m Cleveland Plain Dealer Series, Quiet Crisis.
Information compiled by Plain Dealer from Bureau of Economic Analysis, U.S. Department of Comme rce
Cleveland compared to the Nation –trends have not improved
Cleveland EconomyCleveland Economy
Project funding is difficult to get
Fro m Cleveland: In Focus, A Profile from Census 2000, Brookings Institute
Cleveland is losing population faster than any U.S. cityCleveland is losing population faster than any U.S. city
Sprawl and the CitySprawl and the City
Euclid CorridorEuclid Corridor –– ProjectProjectObjectivesObjectives
Improve transit service – Bus Rapid Transit“Like rail” characteristics
Increase speed and service frequencyModern, signature hybrid vehiclesDistinctive stations with level boarding35 mph transit/25 mph roadway lanesTraffic signal priorityCreate opportunity for new developmentOff-vehicle fare vending – “Proof of Payment”
3
Euclid CorridorEuclid Corridor –– ProjectProjectObjectivesObjectives
Finish construction on time –stakeholders cannot afford long delaysRebuild Euclid Avenue – “building face tobuilding face”Finish within budget – no other fundingis available
ECTP Project MapECTP Project Map
EUCLID AVENUE -TRANSIT FOCUS
CHESTER AVENUE –AUTO FOCUS
CARNEGIE AVENUE -AUTO FOCUS
DO
WN
TOW
N –
MAJ
OR
EMPL
OYM
ENT
CEN
TER
UN
IVER
SITY
CIR
CLE
–M
AJO
R E
MPL
OYM
ENT
CEN
TER
BRT Corridor SelectionBRT Corridor Selection
$168 Million FFGA Project CostReconstruction of Basement VaultsUtility Replacements and BettermentsNew Roadway, Curbs, & SidewalksNew Traffic Signal, Lighting, &Communication SystemsLandscaping & Irrigation System
Urban Core InfrastructureUrban Core InfrastructureInvestmentInvestment
Public ArtPassenger Amenities4.5 Miles of Dedicated BRT Lanes inMedian2.6 Miles of Mixed-Use BRT Lanes inCurb Lanes36 Stations and Platforms4.0 Miles of Bike Lanes
Urban Core InfrastructureUrban Core InfrastructureInvestmentInvestment
Typical Section Lower EuclidTypical Section Lower Euclid
4
Typical Section MidtownTypical Section Midtown
Public Square / Lower EuclidPublic Square / Lower Euclid
Lower EuclidLower Euclid
Cleveland State UniversityCleveland State University
MidtownMidtown
Transit serves as the Corridor unifying elementMinimum floor-area ratio, parking mitigation,pedestrian emphasis, and façade improvementsDesign Guidelines focus development away fromparking garages and drivewaysEmphasis on urban pattern – building face atsidewalkResidential Design Guidelines in University Circle
Midtown Zoning OverlayMidtown Zoning OverlayDistrictDistrict
5
Midtown Zoning OverlayMidtown Zoning OverlayDistrictDistrict
Front Page NewsFront Page News
Over $110 million indevelopment -nightclubs, apartments,restaurants; even abowling alley.
Lower EuclidLower Euclid
More than $61 millionhas been invested inthe Idea Center, UnitedWay and HannaTheatre renovations.
Playhouse SquarePlayhouse Square
CSU master plan to orient housing, studentcenter and new academic buildings alongEuclid Avenue. $180 million in development.
Cleveland State UniversityCleveland State University
…has invested $1.2 billion, including the new Heart Center.
Cleveland Clinic FoundationCleveland Clinic Foundation
6
Over $1.6 billion is being invested -Cleveland Museum of Art $350 millionCWRU Peter B. Lewis Building $ 65 millionUniversity Hospitals $500 millionVA Hospital & Offices $370 million
University CircleUniversity Circle
ResultsResults
Project opened ahead of schedule on October 25th,2009Early opening/operation of Midtown sectionhelped lead to smooth and safe startupProject finished on-budgetNo construction claims/litigation
Delay and impact issues resolved as they happenedOpen communication with stakeholders
Travel Time ReductionsTravel Time Reductions
Travel time Public Square to Windermere46 minutes pre-build34 minutes projected36 minutes actual
On-board fares still being collected at timesConstruction adjacent to roadway/lane closure
Travel time Public Square to University Circle30 minutes pre-build20 minutes projected21 minutes actual
Cumulative RidershipCumulative RidershipFormer #6 Line Vs HealthLineFormer #6 Line Vs HealthLine
.
MONTH
TOTA
L R
IDES
HIP
#6HEALTHLINE
CuttingThroughthe Heart
ofCleveland
[Maintenance of Pedestrians]
[Utility Coordination]
Washington Division
QCI Group™
Constructingthe Euclid Corridor
HealthLine
7
Discussion PointsDiscussion PointsMaintenance of Pedestrians
What workedWhat didn’t work
UtilitiesDo yourHomeworkVaults
Maintenance of PedestriansMaintenance of PedestriansLessons learnedLessons learned
Pedestrian will take shortest pathPrepare Businesses
Maintenance of PedestriansMaintenance of PedestriansLessons learnedLessons learned
Pedestrian will take shortest path
Maintenance of PedestriansMaintenance of PedestriansLesson learnedLesson learned
Pedestrian will take shortest path
Maintenance of PedestriansMaintenance of PedestriansLesson learnedLesson learned
Maintenance of PedestriansMaintenance of PedestriansLessons learnedLessons learned
8
Maintenance of PedestriansMaintenance of PedestriansLesson learnedLesson learned
Maintenance of PedestriansMaintenance of PedestriansLesson learnedLesson learned
Maintenance of PedestriansLesson learned
Total EnclosuresTotal Enclosures
Total EnclosuresTotal Enclosures
Total EnclosuresTotal Enclosures
9
Pre constructionPre constructionBusiness walk thru
Before construction beginsDeliveriesSpecial eventsValet
Fliers/ emailsUse building
management
Prepare the BusinessesPrepare the Businesses
Prepare the BusinessesPrepare the Businesses
Prepare the BusinessesPrepare the Businesses
UtilitiesUtilities
UtilitiesUtilities
10
UtilitiesUtilities
UtilitiesUtilities
UtilitiesUtilities
UtilitiesUtilities
UtilitiesUtilities
UtilitiesUtilities
11
UtilitiesUtilities
VaultsVaults
VaultsVaults
VaultsVaults may exist that you don’t know about ordon’t have accurate information.Much coordination or under same contractSome vaults had additional work after theywere completed.
VaultsVaultsVaults
Vaults may exist that you don’t know about ordon’t have accurate information.Much coordination or under same contractSome vaults had additional work after they werecompleted.
VaultsVaultsVaults may exist that you don’t know about or
don’t have accurate information.
VaultsVaultsMuch coordination or under same contract
12
VaultsVaultsSome vaults had additional work after they
were completed.
ConclusionConclusion
Spend time ensuring site is separated frompedestriansUtilities must be addressed early andaccurately.Vaults may exist where you don’t realize
CuttingThroughthe Heart
ofCleveland
[Project Scheduling]
Washington Division
QCI Group™
Constructingthe Euclid Corridor
HealthLine
Schedule StatisticsSchedule Statistics
• Primavera P3 Software• 3500+ activities• Contractor schedules integrated• One Critical Path• Multiple near-critical paths
Major Challenges toMajor Challenges toScheduleSchedule
• Utility work conflicted withcontractor plan
• Schedule invalid on Day One
So how doSo how doyou keep ayou keep a
projectprojectschedulescheduleonon--goinggoing
andandworkable?workable?
13
Through these stepsThrough these steps……
Contract specifications
Mandatory Schedule Review Meetings
Utility Work Included in schedule
Visual Aids
Contract SpecificationsContract Specifications
Submit proposed baseline early
Scheduler and Software Qualifications
Require Cost and Resource Loading
Require electronic files
And Most ImportantlyAnd Most Importantly……
Progress Payment based onapproved schedule
Schedule ReviewsSchedule Reviews
Working session
Critical Path Analysis
Mitigation plans
IncludeIncludeUtilitiesUtilities
ininScheduleSchedule
97+5
6
121+
50E1
2th
St
141+
00E1
8th
St
160+
93.4
1In
nerb
elt
E9t
h S
t
Play HouseSquare
E17t
h S
t
2
4c 1
115+
00
134+
00
E14t
h S
t12
9+00
P2
P1
C02
P3
P41 2 3 4
6
7
8
6061
62
Jan 08 – Aug 08
54b
E4t
h S
t
E6t
h S
t
3a
Oct 07 – Jul 08
4a
3b
Bus StationsLegend
Roadway Paved
Visual AidsVisual Aids
Helps the non-schedule-savvy understand the plan
14
In conclusionIn conclusion……Contract requirements set the stageSchedule review meetings monthlyCreate mitigation plans and includeutility work in scheduleUse visual aids
CuttingThroughthe Heart
ofCleveland
[Inspection Control and Euclid / E.9th Intersection Construction]
Washington Division
Constructingthe Euclid Corridor
HealthLine
ECTP-C02 in 2008
Euclid Ave (Pub. Sq. to E. 14th) - .63 mile1 Resident Engineer E3 Inspectors I I I1 Prime Contractor C13 Subcontractors SSSSSSSSSSSSS15 Utilities UUUUUUUUUUUUUUUApprox. 6 – 11 Operations on site per day
OOOOOO-OOOOO
Inspection ControlOptions:
Staff by LocationControl of site contract operationsSpecific site understandingBetter response to RE/complaints
Staff by Operation (Selected by JL for CO2)
Better process controlPay Item consistencyEase of staff scheduling
InspectionCommunication on C02Weekly Inspection Meetings
On site information sharing
Cell phone
Daily documentationBuild A Form reporting system
Project DocumentationBuild a Form system for projectreporting (Const. Mgmt. Software)
Laptop data entry
Laptop-cell phone for uploading
Next day review for RE and Client
Various reports and data filters
15
Project Documentation
Euclid Ave. and E. 9Euclid Ave. and E. 9thth 4/11/084/11/08
NOVOCTSEPAUGJULJUNMAYAPR
Euclid Ave. and E. 9Euclid Ave. and E. 9thth 4/25/084/25/08NOVOCTSEPAUGJULJUNMAYAPR
Euclid Ave. and E. 9Euclid Ave. and E. 9thth 5/15/085/15/08NOVOCTSEPAUGJULJUNMAYAPR
Euclid Ave. and E. 9Euclid Ave. and E. 9thth 5/23/085/23/08NOVOCTSEPAUGJULJUNMAYAPR
Euclid Ave. and E. 9Euclid Ave. and E. 9thth 6/09/086/09/08NOVOCTSEPAUGJULJUNMAYAPR
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Euclid Ave. and E. 9Euclid Ave. and E. 9thth 6/13/086/13/08NOVOCTSEPAUGJULJUNMAYAPR
Euclid Ave. and E. 9Euclid Ave. and E. 9thth 6/20/086/20/08NOVOCTSEPAUGJULJUNMAYAPR
Euclid Ave. and E. 9Euclid Ave. and E. 9thth 6/30/086/30/08
NOVOCTSEPAUGJULJUNMAYAPR
Euclid Ave. and E. 9Euclid Ave. and E. 9thth 7/03/087/03/08NOVOCTSEPAUGJULJUNMAYAPR
Euclid Ave. and E. 9Euclid Ave. and E. 9thth 7/17/087/17/08NOVOCTSEPAUGJULJUNMAYAPR
Euclid Av. and E. 9Euclid Av. and E. 9thth 7/28/087/28/08NOVOCTSEPAUGJULJUNMAYAPR
17
Euclid Ave. and E. 9Euclid Ave. and E. 9thth 8/04/088/04/08
NOV
OCT
SEP
AUG
JUL
JUN
MAY
APR
NOVOCTSEPAUGJULJUNMAYAPR
Euclid Ave. and E. 9Euclid Ave. and E. 9thth 8/18/088/18/08NOVOCTSEPAUGJULJUNMAYAPR
Euclid Ave. and E. 9Euclid Ave. and E. 9thth 9/09/089/09/08NOVOCTSEPAUGJULJUNMAYAPR
Euclid Ave. and E. 9Euclid Ave. and E. 9thth 10/06/0810/06/08NOVOCTSEPAUGJULJUNMAYAPR
Euclid Ave. and E. 9Euclid Ave. and E. 9thth 11/12/0811/12/08NOVOCTSEPAUGJULJUNMAYAPR
Euclid Ave. and E. 9Euclid Ave. and E. 9thth
18
CuttingThroughthe Heart
ofCleveland
[Best Practices and Lessons Learned]
Washington Division
QCI Group™
Constructingthe Euclid Corridor
HealthLine
Best PracticesRequired monthly scheduling sessions in thecontract.
Required progress payments contingent onapproved monthly schedule revisions.
Included non-contract utility relocation to beidentified in the schedule.
Used scheduling visual aids to describe theproject to both internal and external stakeholders.
Chose proper communication and documentationrecording systems to fit project needs.
Lessons LearnedConduct extensive subsurfaceinvestigations to identify utility conflicts inadvance of project operations.
Provide design alternatives (tool box) forpotential conflicts.
Keep work sites enclosed and separatedfrom pedestrians. LEOs are essential.
Design the construction managementsystem around the priorities of the project.
CuttingThroughthe Heart
ofCleveland
[? Questions ?]
Washington Division
Constructingthe Euclid Corridor
HealthLine
Notes:
Cutting Through theHeart of Cleveland
Constructing the Euclid CorridorHealthLine
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