HealthLine - American Public Works Association¾Serving Cleveland and Cuyahoga County, 458 square miles with a population of 1.3 million ¾57.9 million annual trips ¾Fleet of 549

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


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……


ofCleveland

[Project Overview]

Washington Division


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


ofCleveland

[Maintenance of Pedestrians]

[Utility Coordination]

Washington Division

QCI Group™


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


Pedestrian will take shortest path

Maintenance of PedestriansMaintenance of PedestriansLesson learnedLesson learned

Pedestrian will take shortest path



8



Maintenance of PedestriansLesson learned

Total EnclosuresTotal Enclosures



9

Pre constructionPre constructionBusiness walk thru

Before construction beginsDeliveriesSpecial eventsValet

Fliers/ emailsUse building

management

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


ofCleveland

[Project Scheduling]

Washington Division

QCI Group™


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


ofCleveland

[Inspection Control and Euclid / E.9th Intersection Construction]

Washington Division


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




16







Euclid Av. and E. 9Euclid Av. and E. 9thth 7/28/087/28/08NOVOCTSEPAUGJULJUNMAYAPR

17


NOV

OCT

SEP

AUG

JUL

JUN

MAY

APR






Euclid Ave. and E. 9Euclid Ave. and E. 9thth

18


ofCleveland

[Best Practices and Lessons Learned]

Washington Division

QCI Group™


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.


ofCleveland

[? Questions ?]

Washington Division


HealthLine

Notes:

Cutting Through theHeart of Cleveland

Constructing the Euclid CorridorHealthLine

Documents

HealthLine - American Public Works Association¾Serving Cleveland and Cuyahoga County, 458 square miles with a population of 1.3 million ¾57.9 million annual trips ¾Fleet of 549