proven approach

Project Development Services from SR-1 to IN/OH State Line

RFP #: 2106s1

I-70 DESIGN-BUILD ADDED TRAVEL LANES AND PAVEMENT REPLACEMENT

August 24, 2021

Proven ApproachThe statewide initiative to expand I-70 from four lanes to six lanes across Indiana is not an easy task. This section of the I-70 corridor is no exception. Parsons Transportation Group, Inc. (Parsons) has a unique understanding of this section of I-70 having completed work along I-70, US 27, and US 40. We visited the site, studied the issues, and identified several innovative solutions that can help INDOT successfully deliver this project. We tailored our approach to focus on three points of emphasis:

Proven Project Manager with Capacity to DeliverParsons has committed Toby Randolph as the Project Manager for this project. Having recently delivered projects of similar scope and complexity, Toby’s qualifications for this project are unmatched. As the overall Project Design Lead, Toby recently led the successful delivery of the design-build (DB) reference plans for I-69 Finish Line Contract 5. Showcasing his back end DB qualifications and effective management skills, he delivered I-65 ATL Northwest DB final design in 9 months. Toby has immediate capacity and is ready to take on this project!

This unique perspective brings added value services for design, risk allocation, cost estimating, contract packaging and DB procurement services. To achieve the greatest value for DB, our team will assist INDOT in correctly allocating risk to the appropriate parties. Whether it is back end DB Added Travel Lane (ATL) experience along I-65, front end expertise on I-69, or our contractor style estimating on INDOT’s most complex projects, we have the perspective INDOT needs.

We use the Front End, Back End and DB Contractor triangle icons, as shown above, throughout the remainder of the proposal to indicate the role Parsons played on that particular project.

FRONT END

BACK END

CONT

RACT

OR

Design-BuildPerspective

Front EndDB Engineer

Back EndDB Engineer

Contractor Viewpoint

Three-Point Design-Build PerspectiveParsons is the only consultant that can bring a Three-Point DB Perspective to this project:

Toby Randolph, PE, PTOE Project Manager, Parsons

Dave Ayala, PE, PTOEVice President, Parsons

Prime ConsultantParsons Transportation Group Inc.101 West Ohio St., Ste 2121 Indianapolis, IN 46204

Authorized NegotiatorDave AyalaDirect/317.616.1006Email/[email protected]

The Parsons Team has been involved in 14 of INDOT's Low bid DB Contracts over the past 10 years.

The Parsons Team has been INDOT's Advisor, DB Team Lead Designer or DB Team Proposer on 5 of INDOT's Best Value Contracts.

The Parsons Team has unmatched DB experience & identified areas to improve the low bid model by bringing best practices from the best value model. The Parsons Team has no learning curve and can advise INDOT on identifying and mitigating risk appropriately, increasing bidding competition and driving innovation.

Develop innovative solutions that save INDOT money

InnovateEnhance low bid design-build procurement model

EnhanceAssess and define the project scope

Assess

+

Comm

unica

tion

5

14

ADD E D VA LU

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T O I N D O T

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COMPREHENSIVE TEAM WITH CAPACITY TO DELIVER

CAPACITYProject ManagerToby Randolph, PE, PTOE will be our Project Manager. Toby was the overall Design Manager for the I-69 Finish Line Contract 5 project leading the preliminary design of the $728M transformational project. The project has been awarded to a DB team who will be finalizing the design providing Toby the capacity to take on this project.

Key StaffJohn LaBlonde, our Deputy Project Manager, recently completed the I-465 Reconfiguration and I-465 Ramp Metering projects. Kyle Muellner will serve as the Bridge Lead and DB Reviewer. Kyle was the Parsons bridge lead for I-465 Reconfiguration and I-69 Finish Line Contract 5 and is now ready to lead the bridge team for I-70 ATL in Richmond. Craig Moore is on the Leadership Team as the Traffic Lead. Craig recently completed traffic analysis on I-69 ORX, Clear Path 465, 80/94 Flex Route and I-465 Ramp Metering and has excess capacity to lead traffic on this project.

Recent Completed ProjectsIn Indiana, Parsons designed over $1B of construction work within the last 12 months giving us excess design capacity to successfully deliver this project. Recent completed design projects include I-69 Finish line Contract 5, Clear Path 465 Contract 1, I-465 Reconfiguration, SR 249 Bridge, I-465 Ramp Metering and Sherman Minton Renewal.

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2018 2019 2020 2021 2022 2023 2024 2025

I-70 ATLRichmond

Smooth StaffTransition

70I-465 Ramp

Metering

Clear PathContract 1

I-69 Finish LineC5 Design

Sherman MintonRenewal Design

465

COMPREHENSIVE PERSPECTIVEParsons is an industry leading firm in Indiana for alternative project delivery shaping the future of infrastructure. Our approach to DB projects is unique because we bring a perspective from all

three sides of the table: DB Owners Rep, DB Back end Designer and Contractor Viewpoint. Not only have we delivered the nations’ first DB transportation project in the 1990’s, but have also partnered with INDOT every step of the way in building the Indiana DB program it is today. As your trusted technical advisor, we delivered INDOT’s first P3 and DB Best Value contracts with the Ohio River Bridges - EEC P3 and I-69 Major Moves 2020 projects. As back end DB designer, Parsons successfully completed final design on three I-65 ATL DB contracts in Marion, Johnson, and Lake Counties. As a contractor, we provided accurate bottom-up cost estimates on I-69 ORX, I-64 Sherman Minton and I-69 Finish Line Contract 5 providing INDOT confidence in budget forecasting. Rounding out our team are dedicated subconsultants Burgess and Niple and CHA who both have impressive DB experience including Madison-Milton and Ohio River Bridges Section 3. The table to the right shows a makeup of our team and proposed role of each firm.

FRONT END

BACK END

CONT

RACT

ORDesign-BuildPerspective

MAJOR PROJECTS STAFF AVAILABILITY

GROWTHIn anticipation of INDOT’s robust program, Parsons’ Indianapolis Office has grown over 22% during the past year with design, traffic, inspection, and environmental professionals. We will continue to deliver on our current projects and this I-70 project and still have excess capacity!

THE PARSONS TEAMFirm % Scope

MAJ

OR

Parsons Transportation 63% Project Management, Road Design, Bridge Design, Drainage Design, ITS, Traffic Analysis, MOT, TMP, NEPA, Permitting, Public Outreach, Design Review, Construction Support, Design-Build Provisions, DB Procurement Lead

Burgess & Niple, Inc. 15% Roadway Design, Bridge Design, Drainage and HydraulicsFirm % Scope Firm % Scope

SPEC

IALT

Y SUB

S CHA Consulting, Inc.Terracon Consultants, Inc.C2 Strategic Communications, Inc.Hazeltine & Assoc., Inc.Gray and Pape

5%3%2%

1%1%

Erosion Control & PermittingLead Geotechnical AdvisorPublic Outreach and InvolvementR/W Services/AppraisingHistorical & Archaeological Investigations

DBE

SUBS

*

Certified Engineering, Inc.

6% Topo Survey & R/W Engineering

Resource International 3% Geotechnical Drilling

CMK Real Estate Services, Inc.

1% R/W Support Services

RFP#: 2106s1/ Letter of Interest /

The I-64 Sherman Minton Renewal DB included the major rehabilitation of the existing bridge. Construction phasing and MOT was a critical part of the project. As the MOT lead for the project Toby had to develop MOT schemes that balanced the need of many stakeholders. Toby had to write the Technical Provisions to allow the DB contractor flexibility but also prohibit MOT schemes that INDOT, KYTC and other stakeholders wouldn't allow. Toby successfully struck the right balance delivering multiple MOT options that all stakeholders could agree upon.

LONGSTANDING TRUSTED PROJECT MANAGEMENT

TOBY RANDOLPH, PE, PTOEProject Manager22 YEARS OF EXPERIENCE

EDUCATIONBS, Civil Engineering

REGISTRATIONSProfessional Engineer: IN, MN, OH Professional Traffic Operations Engineer

I-69 FINISH LINE CONTRACT 5

COMPLEXITY: GREATER RELEVANCE: TECH. PROVISION DEVELOPMENTParsons PM/Engineering Lead. Managed all engineering disciplines. The project includes complex ATL along I-465 and system interchange layout for I-465/I-69. Currently serving as Deputy Design Review Manager.

Delivered 10% under budget

I-64 SHERMAN MINTON RENEWAL

COMPLEXITY: SIMILAR RELEVANCE: COMPLEX MOT/TECH. PROVISION DEVELOPMENT Roadway/MOT Lead for this corridor rehabilitation DBBV. Toby had a major role during the procurement process. The project includes complex traffic analysis and design MOT, roadway, and lane/interstate closure wavier.

Contractor style estimate on budget

Front End Contractor

I-65 NORTHWEST ATL MAJOR MOVES 2020

COMPLEXITY: SIMILAR RELEVANCE: ATC DEVELOPMENTPM/Design Manager for this 14-mile ATL and design-build best value project (DBBV) and as such, managed all engineering disciplines. As an ATC, the team developed an innovative one-span bridge over the Kankakee River and cost savings MOT scheme.

Delivered 15% under budget

HASTINGS BRIDGE DESIGN-BUILD

COMPLEXITY: SIMILAR RELEVANCE: COMPLEX GEOMETRICS Geometrics Lead for this innovative DB featuring the longest freestanding arch in North America. Toby led a team of roadway engineers performing the geometric and grading designs, retaining wall layout, and developing the final plans for Trunk Highway 61.

Regional DB experience

Back End

Toby’s DB experience began back in 2000 when he was a field engineer working on one of the first DB contracts INDOT had ever let. The I-65 ATL from 0.15 miles west of Kessler Blvd. to north of I-465 in Marion County expanded I-65 travel lanes from two to three, reconstructing the entire interstate within the project limits. Over the last five years, Toby has been involved in some of the most complex DB procurements with roles as both the owner’s representative and as the design manager for a DB team. This experience with technical provision writing, innovative alternative technical concept (ATC) development, and solid engineering leadership will be vital to developing this DB project on time and within budget.

Effective Project ManagementEffective project management will drive the success of this project. For that very reason, Parsons has assembled an outstanding team led by Toby. His management style is a multi-pronged strategy that mitigates risk, provides INDOT flexibility, implements lessons learned on previous DBs, and keeps the INDOT project manager in full control of delivery.

Trusted Client Advisor

EXPERIENCE MAKES A DIFFERENCE! +

GREAT TIMING!

Toby recently completed front end DB plans and contract documents for I-69 Finish Line C5 and Sherman Minton projects. He is fully committed to lead and deliver this DB project.

"Toby and John did an excellent job in the I-69 6.5 Tech Advisory Subcommittee meetings. I was impressed with their knowledge & insights of the job and the players. I think the group interacted well, and we had candid and useful discussions regarding our proposer teams."~ I-69 C5 Team Member - INDOT

Proven Experience

We identified a Project Solutions Team comprised of Indiana’s best engineers and planners. The Project Solutions Team will initiate the First 100 Day Activities. The Project Solutions Team will identify critical items that need to be addressed early and develop solutions to keep the project on schedule. We envision this group meeting bi-weekly to work through the following agenda items:

▪ Project kick-off ▪ Collect & analyze data ▪ Jumpstart NEPA process ▪ Define conceptual design ▪ Create and submit engineer's assessment/

framework document ▪ Establish initial cost estimates, budget,

contract packaging

Corridor Development District Asset Mgt.Major Projects PM Traffic Engineering

PROJECT SOLUTIONS TEAM

PMToby Randolph

INDOT PMNathan Riggs

Traffic & SafetyCraig Moore

EnvironmentalDan Miller

Roadway/MOTJohn LaBlonde

DB ProcurementDave Ayala

BridgesKyle Muellner

Risk & CostJunell O'Donnell

INDOT

INDOTNathan Riggs

INDOT

PRINCIPAL IN CHARGEDave Ayala, PE, PTOE (P)*

PROJECT MANAGERToby Randolph, PE, PTOE (P) *

QUALITY CONTROLSean Porter, PE (P)

DEPUTY PROJECT MANAGERJohn LaBlonde, PE (PE)

Toby Randolph, PE, PTOE (P)*• Overall

Management/DB LeadDave Ayala, PE, PTOE (P)*• DB Industry OutreachWill Wingfield (C2)*• Public Involvement

John LaBlonde, PE (P)*• Roadway Lead• DB Technical SpecificationsJosh Cook, PE (B)• Interchange Geometrics

Kyle Muellner, PE (P)*• Bridge Lead• DB Design Review LeadCraig Moore, PE (P)*• Traffic Lead• Interstate Access Document

Dan Miller (P)*• Environmental Lead• Environmental AssessmentJunell O'Donnell, DBIA, LEED GA (P)*• Constructability Lead• Cost Estimating and

Risk Management

LEADERSHIP TEAM

DISCIPLINE LEADSMOTCody Beucler, PE (P)*DrainageMarc Spears, PE (P)RoadwayJason Mathias, PE (B)*SurveyJason Hesler, PE, PLS (CE)Utility & Broadband CoordinationHolliston Huhn, PE (P)*

GeotechnicalMike Wigger, PE (T)Signing/Pavement MarkingsSham Malu, PE, PTOE (P)ITSRuss Bautch, PE (P)LightingRick Hensley, PE (P)Pavement DesignMatt Taylor, PE (P) *Document ControlAngela Mamukuyomi (P)

Traffic Forecasting/AnalysisDavid Adams, PE (P)Safety AnalysisSai Polavarapu, PE (P)Waters of the USPermitsSummer Elmore (C)Noise Analysis & DesignKeaton Veldkamp (P)3D Deliverable/DroneTim Haney, PE (P)

Acquisition ServiesCMK Real Estate Services, Inc.AppraisalHazeltine & Associates, Inc.Right of Way Engineering and Title ResearchCertified Engineering, Inc.Section 106Gray & Pape

LEGEND(P) Parsons(B) Burgess & Niple, Inc.(C) CHA Consulting, Inc.(CE) Certified Engineering, Inc.(DBE)(T) Terracon Consultants, Inc.(C2) C2 Strategic Communications, Inc.

* Resume Included

ORGANIZED FOR SUCCESS


Key Projects/Role

Key Projects/Role

Key Projects/Role

Key Projects/Role

Key Projects/Role

Key Projects/Role

John's expertise with working along side the contractors, knowing how they build projects, and his understanding of INDOT's needs will be instrumental in developing the “upfront documents”.

Dan has led the NEPA and permitting processes on numerous ATL projects. As proven on the fast-tracked I-465 Reconfiguration project, INDOT benefits from Dan knowing how to keep the environmental schedules on track.

Will's experience on the state’s largest and most innovative DB contracts will help INDOT minimize traffic and land impacts while delivering results at the lowest cost to taxpayers.

WILL WINGFIELDPublic InvolvementBS, Political Science

DAN MILLEREnvironmental Lead

BS, Marine Biology

JOHN LABLONDE, PEDPM and Roadway Lead

BS, Civil Engineering

Using his unparalleled experience as bridge designer, reviewer, owner’s rep, project manager, scope developer and reviewer, Kyle will benefit INDOT with both his front and back end experience.

INDOT will benefit from Cody's experience with complicated, diverse, and innovative MOT schemes as well as his understanding of the existing corridor constraints.

Jason's significant interstate and interchange design experience in the Greenfield district will provide valuable insight to INDOT.

JASON MATHIAS, PERoadway


CODY BEUCLER, PERoadway/MOT


KYLE MUELLNER, PEBridge Lead/ Design Review Lead


I-65 ATL Johnson Co: Deputy Project Manager and Roadway Lead. 11 mile corridor final designI-65 ATL Marion/Johnson Co: Roadway Lead. 3.5 mile corridor that added travels lanes in each direction from Main Street to Southport RoadI-65 NB to WB I-70 Bridge Rehab: Road and MOT lead. DB project in downtown IndianapolisI-69 Finish Line C5/I-465 Reconfiguration ATL: Project Manager. ATL along I-465 from I-70 to Mann Rd and US 31 to I-65. Included 4 new bridges, several rehabs, a CE-4, noise walls and ITS

I-69 Major Moves: Back end Owner’s Rep, Project Manager for Design Review, Front end Bridge Task ManagerI-65 Johnson County (Franklin): Back end Bridge Task ManagerI-65 NB to WB I-70 Bridge Rehab: Bridge Task Manager for DB project in downtown IndianapolisYoder Road over I-69: Bridge DB Project Manager and Scope developmentI-69 Finish Line C5/I-465 Reconfiguration ATL: Front end Bridge Task Manager for I-465 Bridges, Design Review Lead for I-465 BridgesI-64 Sherman Minton: Front end Contract Document Team

I-465 Reconfiguration ATL: Environmental Manager. Managed environmental process, including completion of the required NEPA documentation (CE-4)I-69 Major Moves 2020 DB: Environmental Manager. Managed environmental process, completing the required NEPA documentation (two CE-3s & one CE-4)Clear Path 465: Environmental Lead and Public Involvement Manager. Managed the environmental process and led public involvement efforts.

I-69 Finish Line C5/I-465 Reconfiguration ATL: Roadway Design Lead and Deputy Project Manager for Segments A and C. Performed design and coordination of roadway elements.I-64 Sherman Minton Renewal: MOT Design Lead preparing all alternatives and alternative analysis document.IN-I-69/SR 38 Interchange Modification: Drainage Design Lead and Roadway Engineer for the replacement of the existing signalized diamond interchange with a tear drop roundabout.I-65 Northwest: Drainage Engineer performed hydrology and hydraulic analyses for all culverts and median drainage storm system.

I-69 Finish Line C5 DB: Communications and public involvement. $2 billion final piece of interstate connection between Evansville & Indianapolis.I-69 Major Moves 2020 DB: Launched and led statewide media relations for DB contracts to widen suburban sections of I-65 and I-69.US 40 Projects: Public involvement and strategic communications for US 40 reconstruction, resurfacing and rehabilitation projects west of downtown Richmond to the Henry County line.I-70 & US 27 Interchange: Led media relations and business outreach for construction of more than a mile of US 27/Chester Blvd.

US 421 Madison/Milton Bridge Reconstruction: Back End Roadway discipline lead for bridge slide project.I-70 Concrete Pavement Restoration: PM and Engineer of Record for concrete pavement restoration and HMA overlay project from I-70/I-65 North Split to Mount Comfort Rd.I-65 Preventative Maintenance Overlay: PM and Engineer of Record on project from MLK St to West St in Marion County.I-465 and US 40 ATL Interchange Modification: Project Engineer for the reconstruction of the US 40 interchangeI-69 and SR 1 Interchange Modification: Project Engineer for first DDI in Indiana

Front End Back End Contractor

EXPERIENCED LEADERSHIP


Front End Back End Contractor

EXPERIENCED LEADERSHIP

Key Projects/RoleKey Projects/Role Key Projects/RoleI-64 Sherman Minton Renewal: Traffic Lead. Oversaw development of project travel demand model and developed traffic operations analyses including mainline queuing, interstate diversion, and local street impacts to assess maintenance of traffic alternatives.I-465 Southeast TSMO: Traffic Lead. Led Vissim traffic modeling to evaluate ramp metering designs.Clear Path 465: Traffic Lead. Led Vissim traffic modeling and interstate access request (IAR) for redesign of critical northeast side system interchange.I-265/I-64 Interchange Redesign (KY): Traffic Lead. Led Vissim traffic simulation to find scalable interchange design to fit tight fiscal constraints and complete an interchange modification request (IMR).

I-65 ATL Marion/Johnson Co DB: Project Principal. Main POC for Contractor/INDOT for Final DesignI-69 ATL Major Moves 2020 DB: PM and Lead Advisor. Lead INDOT’s first DB Best Value Contract.I-69 Finish Line C5/I-465 Reconfiguration ATL: Technical Advisor. Advisor on ITP, RFP and other critical elements.Salem Road over I-265 DB: PM and Lead Advisor. Developed DB Scope of Services and contract documents.I-65 ATL Northwest DB: Project Principal. Pursuit planning and ATC development.

I-65 ATL Northwest DB: Design-Build Coordinator. Led the successful coordination of deliverables and issue resolution between the Contractor, Designer, and INDOT.I-65 ATL Tippecanoe County: Design-Build Coordinator and Estimator. Coordinated pre-bid efforts, final design, estimating and construction.I-69 Finish Line C5/I-465 Reconfiguration ATL: Corridor Risk Management Lead/Cost Estimate Lead. Lead the overall risk management efforts for the I-69 Section 6 corridor. Lead contractor style estimate for Contract 5I-64 Sherman Minton: Corridor Risk Management Lead/Cost Estimate Lead. Lead the overall risk management efforts and contractor style estimate.

Key Projects/Role Key Projects/Role Key Projects/RoleI-69 ATL Major Moves 2020 DB: Utility Coordination Lead. Led the utility coordination technical provisions, utility forums, conflict matrix and agreements. Identified reimbursable type for each impacted utility.I-65 ATL Northwest DB: Utility Coordination Lead. Led the back end coordination for the Design-build team taking the preliminary UC efforts to construction.Clear Path 465: Utility Coordinator. Managed $14M worth of utility relocations and eliminated $2M worth of additional relocations.

I-69 ATL Major Moves 2020 DB: Project Manager, Lead Designer and Pavement DesignerI-69 Finish Line C5/I-465 Reconfiguration ATL: Pavement Designer for the front end design. Included CRC pavement for the I-465 and I-69 system interchange.I-65 ATL Marion/Johnson Co: Pavement Designer for the rehabilitation and widening of I-65 from I-465 to I-70Clear Path 465: Lead Pavement Designer. Developed multiple pavement type options including asphalt, concrete, CRC, and pavement rehab. Examined each option using a life-cycle cost comparison.

I-65 ATL Northwest DB: Drainage Engineer. Designed storm sewers, culverts, and ditches throughout the corridor. Also responsible for performing quality control of design calculations and drainage- and roadway-related plan production.I-69 Finish Line C5/I-465 Reconfiguration ATL: Drainage Engineer. Responsible for all project drainage items, including culvert design and analysis, detention design, inlet spacing and storm sewer design, as well as all associated client submittals.Clear Path 465: Lead Drainage Engineer. responsible for all drainage items, including culvert design and analysis, detention design, inlet spacing and storm sewer design.

Craig brings over 20 years of experience serving INDOT on complex traffic engineering projects and will use this knowledge to provide INDOT with insight and collaboration.

Dave has been involved in nearly all of INDOT’s past DB projects. His experience will benefit INDOT in that he will provide DB procurement strategy and best practices.

Junell worked for a major highway contractor for 18 years. She brings a contractor's perspective to risk management and cost estimating to the project development phase.

JUNELL O'DONNELL, DBIA, LEED GA

Risk/Cost/Constructablity LeadBS, Construction Engineering Mgmt.

CRAIG MOORE, PETraffic/IAD Lead


DAVE AYALA, PE, PTOEPIC/Industry Outreach


Holliston has served as Utility Coordination lead on both front end and back end DBs. This experience will identify the right UC approach to reduce cost and risk for INDOT.

Matt's industry leading pavement design experience with Continuously Reinforced Concrete (CRC) pavement design will streamline the design and integration process for the bidding and construction documents.

INDOT will benefit from quality plans and designs produced with Marc's experience in drainage design and hydrology as well as his collaboration with INDOT Central Office Hydraulics senior leadership.

MARC SPEARS, PEDrainage


MATT TAYLOR, PEPavement DesignBS, Civil Engineering

HOLLISTON HUHN, PEUtility CoordinationBS, Civil Engineering


I-65 ATL - MARION/JOHNSON DESIGN-BUILD

Innovative MOT scheme saved $11M in cost and four months on schedule.

I-69 SECTION 4 SEGMENT 2 DESIGN-BUILD

Parsons developed a design alternative on the Black Ankle Creek bridge that saved $13M.

CLEAR PATH 465

Parsons completed the final tracings of Contract 1 using Continuously Reinforced Concrete (CRC) Pavement.

I-69 MAJOR MOVES 2020 DESIGN-BUILD

Successfully delivered INDOT's first design-build best value contract!

I-65 NORTHWEST DESIGN-BUILD

Parsons ATC of the I-65 over Kankakee River Bridge saved 5% of construction.

OHIO RIVER BRIDGES - EEC P3

Successfully delivered INDOT first P3 contract. Parsons construction group provided accurate cost estimates.

Front End Back End

LOW BID DESIGN-BUILD SUMMARY

Project Year

Awarded Low Bid ($M) Parsons Team Role

I-69 ATL Madison County 2018 $79.1 DB Team ProposerITRCC I-80/I90 PUSH DB - Lake Co 2016 $200.0 DB Team DesignerI-65 ATL Johnson Co 2015 $84.0 DB Team Lead DesignerI-65 ATL Clark County 2015 $67.1 DB Team ProposerYoder Road over I-69 - Allen County 2015 $1.6 Owner’s Advisor & Prelim DesignI-65 ATL Tippecanoe Co. 2014 $82.8 Constr. Engr & InspectionI-65 ATL Marion/Johnson Co 2014 $35.9 DB Team Lead DesignerI-65 NB to WB I-70 Bridge Rehab - Indy 2014 $3.4 DB Team Lead DesignerI-69 Section 4 Segment 2 - Greene Co 2013 $135.9 DB Team Lead DesignerSalem Road over I-265 - Clark County 2012 $3.2 Owner’s Advisor & Prelim DesignI-65 ATL Boone Co. 2011 $41.5 DB Team ProposerI-69 Section 3 Segment 12 & 13 Greene Co 2010 $83.9 Owner’s Advisor & Prelim DesignUS 421 Madison/Milton - Jefferson Co 2010 $103.9 DB Team Lead DesignerI-65 Bridge Rehab and Overlay - Seymour 2013 $54.7 DB Team Lead Designer

BEST VALUE DESIGN-BUILD & P3 EXPERIENCE

Project Year

Construc- tion Cost ($M) Parsons Team Role

I-69 Major Moves 2020 2015 $92 Technical Advisor - Prelim. Engr.I-65 Northwest 2016 $62 DB Team Lead DesignerI-65 Southeast 2017 $143 DB Proposer- Lead Designer ProposerI-69 Finish Line Contract 5 2020 $728 Technical Advisor - Prelim. Engr.I-64 Sherman Minton Renewal 2021 $137 Technical Advisor - Prelim. Engr.Ohio River Bridges - EEC P3 2012 $763 Technical Advisor-Construction OversightI-69 Section P3 2014 $370 DB Proposer- Lead Designer

Contractor

PROJECT EXPERIENCE – SUMMARY

$978Min Low Bid

$1.16bin Best Value

$2.14bin Indiana DBs in

past 10 years+ =


Over the past 6 months, the Parsons team has been studying this section of I-70 to gain a better understanding of the existing features, complexities and deficiencies. Our past experiences provides us a unique understanding of the potential impacts of reconstruction of a major interstate, modifying interchanges, and adding capacity. Adding a lane to the median seems easy enough but it requires environmental clearance, choosing the right typical section, modifying interchanges, and detaining the additional stormwater, all while staying within the R/W and constructing the improvements in a safe manner. We have identified a few areas of note in the corridor understanding map below. INDOT’s low bid DB

program has been very successful in the past, and we agree that this project is a perfect candidate for that procurement model. We have no learning curve when it comes to this type of procurement. In fact, we know this model so well, we have recommendations on how to enhance this program to make it more successful. We have identified focus areas to approach this project:

Middle

Fork

Res.

Project Start

2271 38

121

35

40

27

70FormerConralRR.

70

N

Protect Facebook broadband located along entire R/W line

The existing 60' median provides enough space to consider multiple median options for an added lane

Keeping 2 lanes of existing traffic during construction has multiple challenges

There are 8 floodplains and9 stream crossings along this stretch of I-70 that will require H&H analysis and CIF permits

US 40 interchange has operational deficiencies that can be corrected with this project

SR 35 Interchange has inadequate acceleration and deceleration lanesand weaving issues at the EB loops

Existing pavement will be replaced with Continously Reinforced Concrete (CRC) pavement

All Interchange ramps will be modified to increase safety

OH Transmission Lines within US 40 interchange

Examine option of removing bridge at Cardinal Greenway (a Section 4(f) Resource) and existing Conrail RR

40

The project includes improving 40 bridges along the corridor to accommodate an ATL Project End

LEGE

ND

Bridge OverlayBridge Beam Painting

Historic Resource (outstanding)Rec Facility

Bridge Superstructure ReplacementHospitalIvy Tech IU East

SubstationSegment 1Segment 2

Burial Site

Recreation Facility

Cardinal Greenway TrailFloodwayPipeline RailRoad Richmond KOA Park

Pump Station

Rest Area

Full Bridge Replacement

Facebook Broadband

Develop innovative solutions that save INDOT money

InnovateEnhance low bid design-build procurement model

EnhanceAssess and define the project scope

Assess

PROJECT UNDERSTANDING

CORRIDOR ASSESSMENT: The map is our preliminary assessment of the corridor. We will address all of these in our project approach.


PROJECT LIMITSEVALUATE OPTIONS - I-70 MEDIAN SECTION

CMB at centerline with 12' shoulders

CMB along inside shoulder

CMB at centerline with 16' 9" shoulders

Guardrail along inside shoulder

OPTION 1

OPTION 3

OPTION 2

OPTION 4

Parsons identified four median options to consider for this corridor. We will weigh advantages and disadvantages for each option with respect design, safety, and cost.

35

70

The US 35 & I-70 interchange has multiple deficiencies that can be addressed. We identified a low cost solution that addresses the existing weave, merge, and diverge issues. See page 15 for more information.

IDENTIFY I-70 & US 35 INTERCHANGE MODIFICATIONS

Extend decel lane

Extend decel lane

Add left turn lane

Remove loop

The I-70 & US 40 Interchange will be modified to improve operation. Parsons identified a Double Crossover Diamond (DCD) as an innovative solution to this interchange. See Page 15 for more information.

IDENTIFY I-70 & US 40 INTERCHANGE MODIFICATIONS

Increase all accel & decel lanes

Remove existing loop ramps and convert to a DCD Interchange

Keep newly constructed US 40 pavement

The western limit of the project as defined by the scoping documents is located at the bridge over the Whitewater River Overflow (approximately 500 feet east of the Whitewater River). Consideration should be given to extend the western limits beyond the Whitewater River bridge to provide adequate room for lane tapers and take advantage of the MOT schemes which will be placed across this bridge to rehab and widen it during this project.

At the eastern limit, the current scoping documents show the state line as the terminus for the project which would be located in the middle of the tapers for the US 40 ramps. Consideration should be given to extend the project into Ohio otherwise the tapers for the ATL will need to occur in the middle of the I-70/US 40 interchange itself. It appears there is adequate space (approximately 0.5 miles) available between the state line and the first rest stop in Ohio to provide adequate tapers outside the footprint of the US 40 interchange.

There are number of scope elements that have yet to be defined for this project. Our Project Solutions Team will assess the project needs and will identify proposed solutions for INDOT to consider. We have identified the following six scope elements for immediate consideration and evaluation:

The Cardinal Greenway Trail makes use of the old Conrail RR Alignment. The new trail does not warrant the existing three span bridge to cross under I-70. Converting this bridge to a box structure will have a life cycle cost savings for this asset.

CONCEPT FOR CARDINAL GREENWAY TRAIL/ACCESS ROAD

70

70

EB WBPre-cast box to create tunnel

Existing bridges to be removed

Fill

Cardinal Greenway Trail

An access road connecting to Gravel Pit Rd. has an oversized three-span structure to cross under I-70. This follows an abandoned RR and provides access to an existing pump station from Gravel Pit Rd. There is another existing access road that runs parallel to I-70 on the north side. We will investigate if the north side access road can be shared to eliminate the need for the existing bridge.

ALTERNATIVE CONCEPT FOR ACCESS ROAD70

EBWB

Existing bridges to be removed

Fill

Existing Access Road

Existing Access Road

Gravel Pit Road

Existing Pump Station

ASSESS AND DEFINE PROJECT SOLUTIONS


The Parsons Team will hit the ground running by identifying the critical path tasks and mitigation strategies to stay on schedule. Early coordination with agencies, completing field work in summer 2022, and prioritizing preliminary engineering for Noise Analysis and CIF permits are the mitigation strategies for keeping the Environmental documentation and permits on schedule. We will also begin identifying existing utilities, develop utility owner contact list and begin preliminary conflict analysis with the Utility Matrix. Our First 100 Day plan on the following page will be implemented by our Project Solutions Team. We will prepare a detailed critical path schedule serve as a powerful tool to keep the team delivering every milestone on time.

Over the years, Parsons has built mutually respectful relationships with the INDOT Strategic Planning, Corridor Development and Traffic Engineering Group, and FHWA. This trust between these groups along with our deep experience developing and completing Interstate Assess documentation will mitigate schedule risk for this item. Parsons will engage the services of a SUE provider immediately to strategically obtain accurate utility locates mitigating risks with utilities. Establishing early and accurate construction limits will allow an early start to the right of way engineering process.This phase will also include preparing preliminary design and technical provisions development to be included in the DB Scope of Services.

Parsons knows completing design plan review for DB plan submissions quickly is critical for a DB project to stay on schedule. Currently on the I-69 Finish Line Contract 5, the design review team is averaging approximately 10 days to turnaround a design submittal; where contractual requirements are 14 days. In addition, Parsons will implement document control processes using SharePoint to provide efficient transition of documents. Our team will provide experienced, INDOT certified construction supervisors and inspectors to ensure the project is constructed as planned and all proper documentation is completed.

TASK J F M A M J J A S O N D J F M A M J J A S O N D J F M A M J J A S O N D

PHAS

E 1

NTP

SURVEY

DRAFT ENV. DOCUMENT

FINAL ENV. DOCUMENT

PUBLIC INVOLVEMENT

ENG. ASSESSMENT

PHAS

E 2

STAGE 1 (30%)

GEOTECHNICAL INVES.

ACCESS DOCUMENT

UTILITY/RR COORD.

RIGHT OF WAY

ENV. PERMITS

BID DOCUMENTS

LETTING

PHAS

E 3 DESIGN REVIEW

CONSTRUCTION PHASE SVCS.

Critical Path

2025

‒20

26

March 1 - Signed NEPA Document

Utility Conflicts Resolved

Right of Way Clear

Public Hearing

July 10

Begin Right of Way Eng./Process

2022 2023 2024

First 100 Days - detailed on next page

PROJECT MANAGEMENT MATTERS +Toby understands how to keep a project on schedule and deliver the highest quality design under

accelerated schedules. He led the engineering team on the I-69 Finish Line Contract 5 project, developing preliminary design plans and technical provisions within nine months. Toby was also the project manager on the I-65 Northwest Major Moves 2020 Design-build that Parsons delivered with Walsh. His team delivered final design plans and documents within nine months. This project was $62M worth of construction. Both of these projects are similar in scope to this I-70 project and prove Toby delivers whether on the front or back end of a Design-Build procurement.

PHASE 1 PHASE 2 PHASE 3

MANAGING THE SCHEDULE


▪ Identify INDOT goals and objectives

▪ Establish internal/external communication protocols

▪ Establish file sharing and document management

▪ Set project schedule for project development including DB

procurement and Construction.

▪ Establish recurring team meeting schedule

▪

▪

Conduct Project Team

Initiate the Risk Assessment and Management Plan (RAMP)

site visit and tour.

▪ Asset Management

▪ Traffic Volume and Speed Data

▪ Crash Data ▪ Environmental ▪ Survey ▪ R/W Boundary. ▪ Establish the design

criteria ▪ Define the I-70

median sections

▪ Begin development of interchange geometric modifications and bridge design

▪ Identify Design Exceptions

▪ Establish MOT criteria

▪ Establish Purpose and Need

▪ Develop Public Involvement Plan (PIP)

▪ Send Early Coordination Letters

Develop Engineers Assessment concurrently with Interstate Access Document and submit Framework Document.

▪ Develop detailed cost estimate per the current scope with input from PCG staff

▪ Consider contract packaging options based on contractor bidding landscape, available funding, adjacent projects, and other factors.

Collect & Analyze Data

Jumpstart NEPA Process

Define Conceptual Design

Creates and Submit Engineer’s Assessment/IAD Framework

Establish Initial Cost Estimates, Budget, Contract Packaging

Project Kick Off

DAYS 81-100DAYS 61-80DAYS 41-60DAYS 21-40DAYS 1-20NTP

Successful project delivery begins with a sound and comprehensive start-up plan. As we have proven on past projects, our "First 100 Day" plan assures the project heads in the right direction from the onset. Outlined below is what we plan to accomplish during these 100 days.

INNOVATIVE STRATEGIES

Given the size and complexity of this project, Parsons recommends an early site visit so INDOT and the Parsons Team can review the corridor features from a field level. This site visit could be coordinated with the Kick-off Meeting. This early field visit is not intended replace Preliminary Field Check (PFC) Meeting but rather supplement it so the team gets a chance to visit the site at the very beginning of the project. Parsons has already developed a conceptual layout of improvements and can create concept plan sheets to guide our field visit. We can use the opportunity to host a team building event in Richmond to strengthen our team relationships.

FIRST 100-DAY ACTIVITIES WILL SUCCESSFULLY LAUNCH THE PROJECT


Parsons’ Accurate Cost Estimating Guides Important DecisionsCost estimating requires a thorough understanding of project scope, past pricing history, and current industry conditions. The Parsons Team understands INDOT needs complete and accurate cost estimates that do not increase suddenly during design. Our comprehensive understanding of the work items and costs included in INDOT projects allows us to accurately forecast project costs and minimize costly surprises during design or construction. In addition, our team's familiarity with current market conditions, enable us to identify and advise INDOT on outside risks that may require early packages.

Parsons features a heavy construction group that estimates, bids on, and builds large transportation projects. Parsons’ construction cost estimators will process the available preliminary design information and produce a “cost-based Construction Cost Estimate” for the entire project, which is very different from a traditional “Engineer’s Estimate” as is traditionally prepared by the designer using INDOT's weighted average unit prices. A “cost-based” estimate is a labor, materials, and equipment style estimate, just like estimates that contractors prepare in bidding for a project.

Another added benefit to INDOT is Junell O’Donnell, with her 17 year construction background, will review the schedule submittals against the requirements. She will perform a bottom-up review of the schedule, accuracy, critical path estimates, logic, rates, and completion percentages.

Risk-Based Management ApproachSome risk may be unavoidable on major projects. However, if risk is not properly managed, problems can surface late in the project making recovery

difficult and expensive. Parsons will manage project risks through a formal Risk Assessment and Management Plan (RAMP) that enables the project team to identify, prioritize, and manage risks before they can compromise the project. The first step of the RAMP is to hold a comprehensive risk assessment workshop shortly after project initiation to update the current risk register. The risk register will be reviewed at project meetings to track and manage risks as the project evolves and conditions change.

Parsons recently completed the risk assessment workshops for both I-69 Finish Line and I-64 Sherman Minton, both led by Junell.

Parsons is both a seasoned design-builder and construction contractor and we will use our real world construction experience and lessons learned to evaluate the true costs and associated risks of each design alternative. Junell, along with Parsons' construction contracting division, will lead efforts to apply cost/benefit and life cycle cost analysis to fully understand the costs and value of each design alternative. On past projects, we integrated this approach in the design phase which allowed for informed decision-making and reduced INDOT’s risk of construction issues during execution.

Parsons includes national experts who participate in industry review meetings and incorporate DB best practices and techniques to improve quality. These industry reviews enable projects to stay on track and results in an on-time low-risk project.

Control of Documents and RecordsOur team has established a Document Control System (DCS) to store and record all project documents. A web-based SharePoint site will be used to distribute and control submittals and released-for-construction documents. Our SharePoint website will store design and construction documents and review documents will be in a specific section for immediate retrieval. The DCS will track distribution to appropriate personnel and facilitate workflow, communication,

document retrieval, status reporting of RFIs, and submittals.

The site will be integrated with the schedule management system to identify potential schedule issues. Parsons successfully uses web-based ProjectWise to manage, coordinate, and control CAD files on all projects. This facilitates design development and changes performed by multiple offices and sub-consultants whether they are DB or traditional design bid-build projects.

EXPERIENCE MATTERS +A key advantage of the Parsons team is our experience on the contractor side and ability to prepare a contractors estimate to confirm the traditional estimate. This was completed by Parsons on both I-69 Section 6 and Sherman Minton and our estimates were spot on.

Parsons’ emphasis on cost effectiveness is clearly demonstrated on the Ohio River Bridges - EEC P3 where our technical team completed 95% of the contracted work with less than 80% of the budget. Our cost savings on design review and construction oversight allowed us to complete nearly $2 million of extra work, and funded 8 months of continuing services through final acceptance and contract closeout, without requiring any additional funds.

PROJECT MANAGEMENT INNOVATION


The low bid procurement model works and has been the preferred model for added travel lanes projects across the state. Parsons has innovative strategies to make this model provide even more value to save INDOT time and money. We will drive the feasibility and implementation of the ideas below into the Contract Documents.

LOW BID DESIGN-BUILD PROCESS INNOVATIONS FOR IMPROVEMENT

DEFINITION OF DESIGN CRITERIA AND ORDER OF PRECEDENCE

Design criteria is scattered throughout the Low Bid DB Scope of Services document and sometimes contradicts other standard or is silent on important criteria.

Parsons' involvement on both sides of the table gives us the knowledge to eliminate gray areas in the IDM and DBT scope and tailor project design criteria to specific elements of this project.

DEFINITION OF RELIABILITY OF PRELIMINARY PLANS AND DOCS

There has been some confusion and inconsistencies in past contracts on whether a DB Team can rely on the elements included in the INDOT provided letting plans.

We plan to provide a project definition section of the Scope of Services and clearly define what elements and documents the DB Teams can contractually rely on.

IMPROVING DESIGN ALTERNATIVE PROCESS TO DRIVE DBT INNOVATION

Design Alternates (Low Bid DB version of ATCs) are allowed but there is not a lot of detail on the definition, evaluation and implementation.

Provide clear expectations on Design Alternate requirements will add value all parties. We will take best practices from other DB contracts to incentivize innovative ideas.

INCORPORATING SCHEDULE

The DB Low Bid procurement contract follows the Standard Specifications for claims and change orders. Historically, there hasn’t been any major change orders in cost, but there has been a significant number of small ticket items contracts that take administrative and management time to process.

Consider A (dollars) + B (days) bidding and incorporating the B (days) portion tied to the contractor's schedule included in the bid proposal.

REDUCING CHANGE ORDERS

The DB Low Bid procurement contract follows the Standard Specifications for claims and change orders. Historically, there hasn’t been any major change orders in cost, but there has been a significant number of small ticket items contracts that take administrative and management time to process.

Include a change order provision that limits the size minimum of a single change order to reduce the number of change orders INDOT has to consider and/or process. For instance, we will not consider a change order unless it greater than $25,000. This will discourage contractors from "nickel and diming".

RIGHT SIZING THE LEVEL OF PRELIMINARY DESIGN

Some past contracts had way too much design completed limiting innovation and other contracts didn’t have enough design completed.

We want the DB team to focus on cost savings and innovation. We know the right level of design required for various disciplines to drive a successful procurement.

INCREASING BIDDING COMPETITION

This section of I-70 has limited contractor competition due to it's location.

We propose holding an industry forum to encourage Ohio contractors and other regional contractors to bid the job. We will evaluate 1, 2 or 3 DB contracts to find the sweet spot for competition.

Parsons Dave Ayala is an industry leader in alternative project delivery with experience of $2B+ (construction) in design-build and P3 projects . Dave spent the majority of his career partnering with INDOT on many of their past DB projects. He has a thorough understanding of the current DB market and will advise INDOT on best practices as well as areas for improvement for this project.


Based on past experience with alternate bidding of pavements, asphalt and jointed plain concrete sections will be available to the contractors for ramp and cross road pavements. These sections will also be prescriptive, but offer an opportunity for the contractors to bid their lower cost alternative.Similar to recent “best value” style contracts, we will incorporate temporary pavement performance criteria and allow the contractors to develop their own temporary pavements based on their phasing and required duration.This approach can reduce costs, as opposed to requiring a temporary pavement that by standard design practices would last two years.

ROADWAY PRELIMINARY DESIGNGoals and Objectives:The Parsons Team will provide well designed, complete preliminary design plans and contract documents to clearly define the scope and requirements while providing necessary data for the proposers. They will then be able to innovate their initial design as well as carry out their final design while upholding INDOT’s technical requirements.

Approach and Implementation:During the Engineering Assessment, practical alternatives will be developed, analyzed and properly vetted with INDOT’s Corridor Development, Major Projects, Highway Engineering, FHWA and the public.Due diligence will be performed for a complete Alternatives Analysis and comparison that weighs operational and safety performance, cost, environmental impacts, and design criteria. The following are design elements that will be analyzed for cost effective solutions and implemented into the technical requirements:

EVALUATION CONSIDERATIONS: ▪ Use of Concrete Median Barrier (CMB) – Durable and

low maintenance, holding up much better to crashes, and generally a narrower median.

▪ Use of Double-faced guardrail (DFGR) – Low-cost, generally a wider median with increased drainage capacity.

▪ Optimal CMB and DFGR typical sections will be developed and designed in detail. The rural section may warrant DFGR while the urban section through Richmond may warrant CMB.

▪ Identify level one criteria and evaluate and process design exceptions when pratcical.

▪ Use guidance provided by INDOT Design Memo No. 17-02 on interstate shoulder widths.

PAVEMENT PRELIMINARY DESIGNGoals and Objectives:The pavement design will focus on development of a prescriptive pavement using CRC for the mainline I-70 pavement and allow for a contractor to select an alternative pavement on the ramps and cross roads.

Approach and Implementation:Parsons has more experience with CRC pavement design than any other group in Indiana, with I-69 Finish Line Contract 5 and Clear Path 465 designed by Matt Taylor. Additionally, Matt has developed pavements for complex projects such as I-69 Major Moves DBBV and I-65 Southeast DBBV. We will use this experience to develop a cost effective, low maintenance, long-term pavement solution for the high truck volumes that use I-70. To ensure that INDOT is in control of the pavement sections used on the project, a prescriptive specification will be developed that will describe the allowable pavement section.

OPTION 1 OPTION 2 OPTION 3 OPTION 4

CMB at centerline with 12' shoulders

CMB at centerline with 16'-9" shoulders

CMB at edge of 12' shoulder

DFGR at edge of 12' shoulder

DrainageSafetyLong Term MaintenanceConstruction Cost

I-70 MEDIAN TREATMENT ALTERNATIVES

Legend Best Good Acceptable Needs Improvement

EXPERIENCE MATTERSParsons designed two of the four modern CRC pavements currently proposed or in use in the INDOT system. Matt Taylor presented at the 2021 Road School on the topic of CRC design, construction and maintenance.

+

INDIANAPOLIS

465

465

69

69

65

70

CRC PAVEMENTby Parsons by INDOT by Others


▪ Performance based maintenance of traffic specifications for temporary pavements

▪ Alternate bidding of HMA and PCCP sections for ramp and cross road pavements.

▪ Specified pavements to assure INDOT that the pavements constructed will meet the required service lives and performance.

DEVELOP CLEAR AND CONCISE ROADWAY AND PAVEMENT DESIGN CRITERIA


LOW COST INTERCHANGE OPTIONS IMPROVES SAFETY AND MOBILITYGoals and Objectives:Parsons will identify the operational and safety deficiencies of all six of the existing interchanges and identify cost effective solutions to address them. Our team will prepare the Interstate Access Request (IAR) for INDOT to FHWA for any interchange modification that requires this document. Once the Interstate Access Document (IAD) is approved, we will clearly articulate the technical requirements for each interchange in the DB technical specifications and provisions.

Approach and Implementation:Our team will be solely focused on identifying the right solution for each interchange. Each interchange should be right-sized and most can be modified without an IAD. However, the US 40 interchange will require an IAD. Traffic expert, Craig Moore, PE, understands the INDOT Corridor Development and Traffic Engineering's role as INDOT’s IAD authority and our excellent working relationship has led to 5 IADs being completed in the last 4 years. We will use our relationships with FHWA and our understanding of how FHWA reviews IAD’s to represent INDOT’s interests and obtain approval for the project INDOT wants.

The first approval step in the IAD process is the Framework Document. In addition to the usual traffic analysis methodology discussion that includes software to be used, analysis years, minimum acceptable levels of service, and performance measures, the team will focus on the items below so that they can be incorporated into the approval process as early as possible.Interactive Highway Safety Design Module (IHSDM) – Identify appropriateness and level of IHSDM.Forecast Future Growth – Coordinate with INDOT Long Range Planning to identify appropriate growth rates and patterns.Optimize Project Intent Memo Concept and Identify Preliminary AlternativesDefine Project Limits – Determine how best to integrate the interchange improvements at US 40 with the added lane and the proximity of the Ohio border.

Our team will schedule recurring monthly IAD progress meetings with INDOT and FHWA to share information and solicit input. These types of recurring meetings have been very valuable on recent large projects to keep everyone on the same page, assure continuity with NEPA and design activities, and facilitate a smooth review and approval of the Alternatives Screening Report and IAD.

Parsons team member CHA identified several interchange modification alternatives for the US 35 interchange in the Abbreviated Engineer’s Assessment (EA) they prepared two years ago. The EB

Stop Crossover alternative depicted in the EA does not address the WB deficiencies. Parsons has taken a fresh look at this interchange and identified an additional interchange option for INDOT to consider. We have identified a solution that not only extends the acceleration and deceleration lengths of every ramp but also fixes the existing EB weave at the loops and WB to NB loop deceleration length. Removing the SB to EB loop and adding a SB left turn onto the NB to EB ramp will remove the existing EB weave at loops. The WB to SB loop deceleration lane can be extended by cutting into the exiting bridge slope wall with a barrier and cut-wall. Parsons innovative options saves up to $5 million over the options depicted in the EA report.

70

Deceleration & Acceleration LanesUtilize Existing Pavement

New Pavement Required

LEGE

ND

N35

Keeps all of the existing structures

Remove loop ramp which removes weave on I-70 EB

Right turn lane realigned to merge left

Add new SB to EB left turn

Increase deceleration and acceleration lanes

US 35 AND I-70 INTERCHANGE INDOT Corridor Development identified a traditional signalized diamond interchange as proposed solution for US 40. We agree with this however the geometry is such that it may require additional R/W at the EB exit ramp to meet IDM requirements. We

will look to optimize this alternative for consideration. The US 40 pavement within the interchange limits has just been replaced in the summer of 2021. We have identified an interchange alternative that stays within the existing R/W, keeps the majority of this new US 40 pavement and utilizes existing ramp pavement. Utilizing the existing pavement allows for significant cost savings. Parsons has identified a Double Crossover Diamond (DCD) as a cost effective solution that improves the mobility and safety. The posted speed of US 40 west of I-70 into Richmond is 45 mph and urban in nature so a DCD would fit the context of this section of US 40. A DCD Interchange could recognize $2M savings.

70

Utilize Existing PavementNew Pavement Required

LEGE

ND

N

Extend decel lane

Add crossover for DCD interchange

Majority of existing non-loop ramps can remain

Extend accel and decel lanes

Add crossover for DCD interchange

Extend accel lane Remove

loop ramp

Remove loop ramp

US 40 AND I-70 INTERCHANGE


Goals and Objectives:Adding travel lanes on I-70 requires an extensive MOT plan to properly stage construction, move traffic safely through the work zone and reduce overall MOT costs. Parsons will develop a traffic control plan to accomplish the following goals:

▪ Protect construction workers by encouraging smart work zones to enhance safety.

▪ Provide back of queue protection for motorists. ▪ Advance signing to properly and gradually transition

drivers from a very high-speed driving environment into a much-reduced work zone travel speed.

▪ Minimize lane closures with the use of lane rentals, pre-approvaled closure hours.

▪ Smooth traffic flow by minimizing lane shifts and providing consistent work zones.

▪ Keep motorists informed with robust Traffic Management Plan (TMP) outreach and stakeholder coordination.

Approach and Implementation:The Parsons Team will define MOT requirements that allow for innovation, safety enhancements, and cost optimization. We will mitigate surprises and eliminate grey areas by taking the MOT design beyond 30% where necessary. In addition, confirming the level of design is sufficient for getting environmental permits, establishing the right of way, and identifying potential utility conflicts.Parsons understands what MOT design criteria is required for DB documents. We completed the MOT technical provisions (TPs) for both I-69 Finish Line Contract 5 and the I-64 Sherman Minton projects. In coordination with INDOT, we identified MOT schemes that would not be acceptable and then wrote clear requirements into the TPs to prevent a contractor from proposing those schemes. In addition, we determined acceptable closure times and durations for both mainline lanes and ramps based on traffic queuing analysis, while incorporating liquidated damages for exceeding those requirements. Parsons will use this experience to make sure the bid documents are clear and concise and meet the MOT goals of this project.

EXPERIENCE MATTERS

Even when not involved in a DB or traditional project, contractors still call on Parsons to provide assistance. Cost reduction incentives are a tool INDOT uses to improve projects. Parsons provided this service for a local Contractor on I-70 over US 40 in Richmond, Indiana by redesigning the MOT from the original consultant and made it safer and better. Milestone felt the MOT scheme in the advertised plans required a longer construction duration. Parsons developed an MOT scheme CRI that saved time and money for INDOT and the contractor as well as increased safety and efficiency. INDOT chose to feature this project as a success story at the Bridge Design Conference.

On the I-65 DB project in Franklin, Parsons collaborated with the contractor to develop a similar MOT scheme as depicted here. According to the contractor, it was the most cost effective, MOT plan and was a key factor in the successful completion of the project.

MOT

TYP

ICAL

SEC

TION

PHA

SES

1• Strengthen outside shoulders• Shift traffic outside (EB & WB)• Construct median and drainage

11’-0”Travel Lane2’-0”

Existing Pavement

Shoulder Strengthening

11’-0”Travel Lane

20’-0”

60’-0” Construction Area2’-0”11’-0”

Travel Lane 8’-0”11’-0”

Travel Lane

20’-0”

Shoulder StrengtheningExisting PavementExisting Gound

Proposed Ground

Southbound Northbound

2’-0”

70

2• Close existing EB lanes• Use EB counterflow lane on WB side• Construct EB lanes (new pavement)

2’-0”5’-0”

2’-0”1’-0”

2’-0”2’-0”11’-0”

Travel Lane2’-0”11’-0”

Travel Lane11’-0”


Travel Lane 37’-0” Construction Area

36’-0”

19’-0” 19’-0”

Existing PavementElevation Difference ≤ 6” Proposed Pavement Proposed Pavement

Proposed Gound

Southbound Northbound70

3• Close existing WB lanes• Use WB counterflow lane on EB side• Construct WB lanes (new pavement)

Proposed PavementProposed Pavement

2’-0”1’-0”

2’-0” 2’-0”11’-0”





Travel Lane37’-0” Construction Area

36’-0”

19’-0”Southbound Northbound

2’-0”

3’-0”

Proposed Ground

70

DRIVING INNOVATION IN MOT AND CONSTRUCTION SEQUENCING

+


Goals and Objectives:The Parsons Team will implement a multi-faceted approach to maximize overall project value for INDOT. This approach will provide straight-forward design solutions for ease of construction.

Our primary objectives for each bridge are to: 1) Verify the scope for long-term value, 2) Provide preliminary plan sets for maximum DB team productivity, and 3) Properly scope the appropriate bridge treatment.

Approach and Implementation:VERIFY THE SCOPE FOR LONG-TERM VALUEThis project includes 40 bridges, with various scopes. While DB ATL projects are nothing new, we have worked with numerous contractors on previous DB projects. This experience allows Parsons to understand what contractors are looking for. Parsons can build off of previous scopes and previous ATC’s, identifying up-front the most desirable alternative for each structure. Parsons will also verify the scope for each bridge using Life Cycle Cost Analysis during the preliminary design phase. This proactive approach will provide a sound basis for final design, allowing contractors to focus on optimizing the well-developed scope.

PROVIDE PRELIMINARY BRIDGE PLANSThe value of providing 30% plans is evident, especially for Low bid DB projects. Since DB teams have little time to develop preliminary designs, providing them plans and CAD base files helps them focus on the most efficient design. In addition, providing preliminary plans will allow for reduced stipend costs. Simply put, Parsons will provide the 30% plans, rather than INDOT paying multiple teams to do that work via stipends.

Properly scope appropriate bridge treatments:SUPERSTRUCTURE REPLACEMENTS WITH WIDENINGTen bridges are identified by INDOT as superstructure replacements. We anticipate DB teams may prefer to replace these structures with Prestressed Concrete beams to reduce construction costs, while extending the useful lives of the bridges by 30-40 years.

BRIDGE REPLACEMENTSTwo five-span structures over E. Fork of W. Fork Whitewater River will be completely replaced with wider structures, which will be optimized for length and waterway area.This crossing may be optimal for a reduced-length, single-span structure. A shortened bridge would reduce future maintenance costs, and significantly reduce construction costs. Because the bridge has excess freeboard, the superstructure can be deepened substantially. Using MSE walls set back on the overbanks, a cost-effective, low-maintenance span can be placed, avoiding wet excavation and future pier scour issues.

OVERLAYS WITH WIDENINGTwenty bridges within the project limits are identified as requiring either a thin polymeric or rigid deck overlay, in addition to widening for the ATL. Hydrodemolition and rigid overlay of the existing decks would improve their condition and provide acceptable rideability for the next 20 years. Patching and thin overlay of the existing decks would improve their condition and provide acceptable rideability for the next 10 years. Our team will perform Life Cycle Cost Analyses to identify potential cost savings and confirm where Thin Deck Overlays or Rigid Overlays are most cost-effective.

WIDENING OF EXISTING BRIDGESFour bridges in this corridor have relatively new decks, and are scoped for widening. Parsons will confirm this scope makes the most sense, as this may be a simple way to economically widen the bridges. Alternatively, Parsons may propose Thin Deck Overlays to help protect the cold joints in these young bridge decks. Additionally, the I-70 bridge over US 40 may be more economical to replace today.


Replacing the Cardinal Greenway and Access Rd. overpasses with concrete box structures under fill benefits INDOT. Both structures were built on former rail lines so there currently exists sufficient vertical clearance to place precast segments under the existing bridges and bury them without any interruption to I-70 traffic. It will allow one lane of MOT in the median, allowing phases to align with MOT phasing throughout the project. INDOT will realize long-term savings on maintenance and inspection costs. These twin-bridges each become a single, small structure, with no guardrail or opening in the median.Early coordination with property owners will help confirm the feasibility of this concept.

CARDINAL GREENWAY OR ACCESS ROAD

New box structure sized to provide 2 lane trail or lane of traffic on access road

INNOVATIVE BRIDGE SCOPING WHILE ENFORCING INDOT REQUIREMENTS

EXPERIENCE MATTERS +Parsons has realized significant value on bridges over the E. Fork of E. Fork of Whitewater River, by specifying lower-cost single-span bridges to replace multi-span crossings. In similar instances where 100-year flood freeboard allows, we were able to use existing grading, deepen the beams, and shorten the bridges using MSE walls. This style of replacement reduces construction and future maintenance costs, providing long-term value to INDOT.


I-70 OVER ACCESS ROADThis road sits on a former railroad line and could be a candidate to be replaced with a buried precast concrete box structure. Additionally, our field investigation determined INDOT could potentially eliminate the crossing altogether since a) the access road is gated and b) there is adequate access from the south to the billboards along the east side of I-70. Eliminating this crossing would help INDOT realize substantial savings on construction, future inspection and maintenance costs.

COST SAVINGS: UP TO $5.2M VALUE OPPORTUNITY: Replace with 3 or 4-sided box structure or remove entirely.

I-70 OVER CARDINAL GREENWAYConverted from former railroad property, the Cardinal Greenway crossing provides an opportunity for INDOT to add value by replacing the twin 3-span structure with a structure buried under fill. Replacing bridges with structures under fill is a cost-effective way to eliminate substantial future bridge maintenance costs, while providing access for pedestrian paths. Parsons has experience implementing such structures and is currently working with the Crawfordsville District to replace two structures along I-70 with precast concrete arches.

VALUE OPPORTUNITY: Replace with 3 or 4-sided box.

COST SAVINGS: $2.2M

I-70 OVER WHITEWATER RIVERThough not originally included with the other bridges scoped in this project, consideration should be given to take advantage of the MOT schemes which will be placed across this bridge during this project. This bridge will fall within the MOT zone at the west end of this project. The last rehabilitation was performed in 1995, which consisted of an overlay. This structure will be approximately 65 years old at the time of construction, and it appears that it would be economical to address the condition at this time.

COST SAVINGS: $420k VALUE OPPORTUNITY: Save substantial future MOT impacts/costs by addressing now.

SR121 Figure from 2018 Seminar

I-70 OVER SR 121This one-span structure was constructed in 2018 using ABC techniques. It was constructed using four drilled shafts per bridge, each located outside the bridge footprint. It is not obvious from existing plans that the substructure was designed with future lanes in mind. However, based on this image from the 2018 INDOT Bridge Design Conference presentation, we believe the substructure has been designed for future widening. This knowledge is critical in understanding that widening with only the same beam type and configuration should be implemented at this location.

VALUE OPPORTUNITY: Preserving INDOT's investment

Potential Deterioration Scale

Unaffected

End joint

AffectedEnd joint

I-70 OVER US 40Currently scoped as widening only, Parsons will evaluate several factors regarding the long-term economy of these bridges. The structures were built in 1959 and the decks in spans B and C were replaced in 1985, meaning that about 8 years after the current project is completed, the majority of bridge components will be 75 years old. The following conditions are noteworthy and should be considered in determining the long-term programming at this location: ▪ I-70 carries a very high percentage of truck traffic in this area. The steel beams

were designed before fatigue specifications were developed, and have been subjected to 67 years of fatigue cycles.

▪ The joints at Piers 2 and 4 will continue to permit leakage, requiring continued repairs to the piers, deck, and beam ends, at higher frequencies since those elements are at the end of their design life. It is advisable to remove these joints by replacing the concrete beam end spans.

▪ Overhead transmission lines are cross over the bridges limiting crane operations for driving piles for deep foundations. INDOT will spend extra money today to drive piles and set beams under power lines, but again in 20 to 30 years, when part or all of the bridge is replaced. INDOT may want to replace the entire structure now, to reduce additional expenses later.

▪ Possible treatments to extend the life of the structure consist of: ▪ Eliminate joints at piers and end bents ▪ Fiber wrap pier columns and crashwalls for protection/confinement ▪ GPR or infrared scanning of deck to evaluate structural integrity. This will help

Parsons and INDOT assess the condition of the deck for planning purposes.

Additionally, our life cycle cost analysis indicates it is more economical to replace this structure with a two-span structure, resetting the expected life and eliminating future joint leakage.

COST SAVINGS: $12.3M VALUE OPPORTUNITY: Save long-term costs by replacing the superstructure or entire structure - $20.12 M in proposed cost savings.

INNOVATIVE BRIDGE SCOPING WHILE ENFORCING INDOT REQUIREMENTS

GPR and Infrared studies can be used to evaluate the health of existing decks, in order to more accurately project the most economical treatments.


DRAINAGEGoals and Objectives:The Parsons Team will provide multiple design alternatives for replacement drainage structures and feasible detention design layouts. These efforts will reduce uncertainty by the DB contractor, thus lowering project risk and construction costs.

Approach and Implementation:The Parsons Team will provide hydraulic design of the small structures within the project corridor. The structures will be designed as replacements for the existing structures to align with the service life of the proposed CRC pavement. These replacement structures will have multiple alternatives, where feasible, to provide the DB contractor alternatives in bidding with the intent of reducing construction costs and giving them alternatives for phasing culvert construction. The Parsons Team will coordinate with INDOT and the Wayne County Surveyor regarding legal drain locations and detention requirements for sites where runoff exits project right of way. Providing detention requirements design earlier in the project development process ensures proper design and sizing of basins with proper outflow rates at discharge points. This aids in obtaining permits and ensuring discharge rates and volumes are in compliance with permitting agency regulations. Providing certainty in culvert sizing and adequate space for proper detention at outlet points minimizes project risk and ensures the DB contractor has the ability to construct a solution that meets INDOT standards.

UTILITIES/RAILROAD/BROADBAND COORDINATIONGoals and Objectives:Our team will minimize INDOT's risk and cost associated with utility and broadband conflicts, schedule delays due to RR coordination and permitting by developing DB documents that allow innovation and encourage avoidance and minimization of utility relocations.

Approach and Implementation:Parsons identified preliminary utility conflicts including potential impacts to transverse overhead electric transmission lines and a lift station near SR 121, and longitudinal fiber. Parsons will make immediate efforts to obtain the utility records for gas, water, communication lines at the multiple crossings.

I-70 is identified as a Broadband Corridor with at least one facility installed. Parsons will add this awareness to our alternatives analysis and work with INDOT to make sure we maintain the integrity of the Broadband Policy. We will seek to minimize impacts to the recently installed fiber infrastructure when feasible and seek partnering efforts with the broadband providers to make this project successful.

Parsons understands RR coordination must begin with early coordination through a preliminary engineering agreement as well as ongoing coordination to achieve a successful outcome.

DRAINAGE/UTILITIES/RR/BROADBAND

EXPERIENCE MATTERS

On the front end of I-69 Major Moves 2020 DB, Parsons analyzed utilities in relation to the proposed design and constructibility when developing the conflict matrix. The contractor was aware utilities either had to relocate and include relocation costs in the bid or use innovation to avoid utility conflicts.

+INNOVATIVE STRATEGIES

Implement drainage design requirements to establish control over:

▪ Specific spread criteria ▪ Specific capacity criteria for pipes,

inlets and ditches ▪ Limitations against maintenance

intensive castings and lift stations ▪ Specific flow velocity limitations


Parsons will implement a solution-oriented approach using these strategies:

▪ Engage SUE provider immediately ▪ Build 3D utility model during

preliminary design ▪ Develop a utility conflict management

approach to track impacts ▪ Understand the Broadband

Access Policy ▪ Clearly identify in bid documents

RR coordination status and responsibilities

EXPERIENCE MATTERS

Providing the Contractor with Hydraulic Design for structures and Detention Design eliminates guessing and assumptions by the Contractor which reduces project risk and cost. Clear design controls convey the exact intent of the project elements reducing risk.

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ENVIRONMENTALGoals and Objectives:The Parsons Team will jumpstart the environmental process within the first 100 days, focusing on all critical path items (Section 4(f), Section 106, and permitting) to ensure the environmental document and permits are completed on schedule.

Approach and Implementation:The Parsons Team performed a preliminary red flag investigation of the area and identified several infrastructure, water resources, and hazmat items of concerns. The Cardinal Greenway Trail (a Section 4(f) resource) would be directly impacted by the proposed project. The trail travels under I-70 near the SR 35 interchange. Early coordination with Cardinal Greenway will be critical to keep the environmental document on schedule. Sixteen waterways, nine stream crossings, and eight floodplains lie within the project area. The 2020 Waters Rule change and Senate Enrolled Act 389 that removed federal jurisdiction on lower class wetlands make the investigation and determination more important than ever. The permitting process will be on the critical path with eight Construction in a Floodway Permits. Similar to the I-69 2020 major moves project, the Parsons Team will prepare an initial Rule 5 permit to immediately allow the contractor to begin work such as shoulder strengthening and material staging. Numerous hazardous material sites are located within close proximity of the project area. The project requires full Section 106 and we have included Jeff Laswell, formerly of INDOT CRO, and Gray & Pape to complete these services.

A CE-Level 4 NEPA document is anticipated based on the need for a noise analysis, added travel lanes, and Section 4(f) impacts. As we have done on so many of INDOT’s priority projects, the Parsons Team is ready to tackle the environmental process to ensure the document is completed on schedule!

The Cardinal Greenway Trail - likely a de minimis impact (at a minimum) will occur. The Parsons Team has managed the Section 4(f) process (from de minimis to individual uses) on numerous INDOT projects. Early coordination with the jurisdiction official will be conducted to ensure the environmental document is kept on schedule.

PUBLIC INVOLVEMENTGoals and Objectives:The Parsons Team will keep the public informed through project progress updates that drive the narrative and public participation. We’ll proactively communicate traffic restrictions to the public to minimize traffic delays on I-70 and the local road network.

Approach and Implementation:Parsons has paired senior environmental planner Alex Lee with Will Wingfield at C2 Strategic Communications to lead an excellent public involvement team for this project. Both are subject-matter experts with decades of combined experience in sensitive transportation projects and community relations.


We’ll combine the benefits of analog, in-person engagement with virtual meeting and communication tools. Video and well-designed, easy-to-understand materials will explain the MOT plan and proposed interchange modifications, setting expectations for possible plan changes.

Will has ongoing, productive relationships with INDOT communications and project-management staff in Greenfield and Indianapolis and know how to act as a force multiplier for and an extension of INDOT. They will develop and implement a comprehensive Public Involvement Plan to build public awareness and project support while promoting engagement with the project team. They will customize outreach to key stakeholders, including local officials in the region, businesses near the I-70 exits, Reid Health, Cardinal Greenway and local schools, including Indiana University East and Ivy Tech Richmond Campus.

The public will be encouraged to subscribe and follow INDOT for web, email, text message and social media updates on the project. Our team will collect data from environmental justice populations through focused outreach and from motorists using online and paper surveys. Will serves as a member of the larger Parsons team to advocate for the development of a cost-efficient project that serves all road users well.

Our public involvement efforts will tee up INDOT’s Greenfield District and the DB contractor for success during construction through cooperative traffic management planning and unique special provisions that require advance notice. Evergreen videos and graphics will be developed for use during construction to explain the traffic plan and reinforce key project messages.

EXPERIENCE MATTERS +Our team has supported the development and construction of design-build and Wayne County projects for many years.

ENVIRONMENTAL/PUBLIC INVOLVEMENT
