APWA. Presenters. Joseph Shaffer, P.E. Director of Engineering for GCRTA Project Manager of ECTP

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1 Cutting Through the Heart of Cleveland Constructing the Euclid Corridor HealthLine APWA Presenters 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 Valencheck Scheduling 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

2 Cutting Through the Heart of Cleveland Constructing the Euclid Corridor HealthLine Washington Division Cutting Through the Heart of Cleveland Constructing the Euclid Corridor HealthLine Washington Division [Introduction] [Project Overview] Agenda Project Overview Joseph Shaffer, P.E. Pre Construction and Pedestrian Safety Bonnie Teeuwen, P.E. Project Scheduling Francis Valencheck Inspection Control and Euclid / E. 9 th Intersection Construction Jeffrey Lechak, P.E. Best Practices and Lessons Learned Overview GCRTA & Euclid Corridor Economic Issues Rustbelt Reality Project Objectives The Euclid Corridor Transportation Project Results Questions Let s s dig in Greater Cleveland Regional Transit Authority Serving Cleveland and Cuyahoga County, 458 square miles with a population of 1.3 million 57.9 million annual trips Fleet of 549 buses 37 Mile Total Light (Blue/Green) and Heavy (Red) Line Rail Network 52 Stations 108 Rail Vehicles Euclid Corridor HealthLine BRT opened October 25, 2008 after over 25 years of effort 1

3 Euclid Project History Dual Hub Alternatives Analysis 1983 (City of Cleveland) Dual Hub Environmental Process (City of Cleveland / GCRTA) Dual Hub Transitional Study (GCRTA) 1993 Locally Preferred Alternative selected 1995 Conceptual and Preliminary Design % Design approved by City Oct Environmental Studies complete (FONSI) Feb FTA approval to enter Final Design July 2002 First construction NTP, Garage Upgrades August 2005 Grand Opening October 2008 Cleveland Economy Cleveland compared to the Nation trends have not improved From Cleveland Plain Dealer Series, Quiet Crisis. Information compiled by Plain Dealer from Bureau of Economic Analysis, U.S. Department of Commerce Project funding is difficult to get Sprawl and the City From Cleveland: In Focus, A Profile from Census 2000, Brookings Institute Cleveland is losing population faster than any U.S. city Overview Euclid Corridor Project Objectives Improve transit service Bus Rapid Transit Like rail characteristics Increase speed and service frequency Modern, signature hybrid vehicles Distinctive stations with level boarding 35 mph transit/25 mph roadway lanes Traffic signal priority Create opportunity for new development Off-vehicle fare vending Proof of Payment 2

4 Euclid Corridor Project Objectives Finish construction on time stakeholders cannot afford long delays Rebuild Euclid Avenue building face to building face Finish within budget no other funding is available Urban Core Infrastructure Investment $168 Million FFGA Project Cost Reconstruction of Basement Vaults Utility Replacements and Betterments New Roadway, Curbs, & Sidewalks New Traffic Signal, Lighting, & Communication Systems Landscaping & Irrigation System ECTP Project Map Urban Core Infrastructure Investment Public Art Passenger Amenities 4.5 Miles of Dedicated BRT Lanes in Median 2.6 Miles of Mixed-Use BRT Lanes in Curb Lanes 36 Stations and Platforms 4.0 Miles of Bike Lanes BRT Corridor Selection Typical Section Lower Euclid DOWNTOWN MAJOR EMPLOYMENT CENTER CHESTER AVENUE AUTO FOCUS EUCLID AVENUE - TRANSIT FOCUS CARNEGIE AVENUE - AUTO FOCUS UNIVERSITY CIRCLE MAJOR EMPLOYMENT CENTER 3

5 Typical Section Midtown Cleveland State University Public Square / Lower Euclid Midtown Lower Euclid Midtown Zoning Overlay District Transit serves as the Corridor unifying element Minimum floor-area ratio, parking mitigation, pedestrian emphasis, and façade improvements Design Guidelines focus development away from parking garages and driveways Emphasis on urban pattern building face at sidewalk Residential Design Guidelines in University Circle 4

6 Midtown Zoning Overlay District Playhouse Square More than $61 million has been invested in the Idea Center, United Way and Hanna Theatre renovations. Front Page News Cleveland State University CSU master plan to orient housing, student center and new academic buildings along Euclid Avenue. $180 million in development. Lower Euclid Cleveland Clinic Foundation Over $110 million in development - nightclubs, apartments, restaurants; even a bowling alley. has invested $1.2 billion, including the new Heart Center. 5

7 University Circle Cumulative Ridership Former #6 Line Vs HealthLine. Over $1.6 billion is being invested - Cleveland Museum of Art $350 million CWRU Peter B. Lewis Building $ 65 million University Hospitals $500 million VA Hospital & Offices $370 million TOTAL RIDESHIP #6 HEALTHLINE MONTH Results Project opened ahead of schedule on October 25 th, 2009 Early opening/operation of Midtown section helped lead to smooth and safe startup Project finished on-budget No construction claims/litigation Delay and impact issues resolved as they happened Open communication with stakeholders Travel Time Reductions Travel time Public Square to Windermere 46 minutes pre-build 34 minutes projected 36 minutes actual On-board fares still being collected at times Construction adjacent to roadway/lane closure Travel time Public Square to University Circle 30 minutes pre-build 20 minutes projected 21 minutes actual Cutting Through the Heart of Cleveland [Maintenance of Pedestrians] [Utility Coordination] Constructing the Euclid Corridor HealthLine Washington Division QCI Group 6

8 Discussion Points Maintenance of Pedestrians What worked What didn t work Maintenance of Pedestrians Lesson learned Pedestrian will take shortest path Utilities Do your Homework Vaults Maintenance of Pedestrians Lessons learned Pedestrian will take shortest path Prepare Businesses Maintenance of Pedestrians Lesson learned Maintenance of Pedestrians Lessons learned Pedestrian will take shortest path Maintenance of Pedestrians Lessons learned 7

9 Maintenance of Pedestrians Lesson learned Total Enclosures Maintenance of Pedestrians Lesson learned Total Enclosures Maintenance of Pedestrians Lesson learned Total Enclosures 8

10 Pre construction Business walk thru Before construction begins Deliveries Special events Valet Fliers/ s Use building management Prepare the Businesses Prepare the Businesses Utilities Prepare the Businesses Utilities 9

11 Utilities Utilities Utilities Utilities Utilities Utilities 10

12 Utilities Vaults Vaults Vaults may exist that you don t know about or don t have accurate information. Much coordination or under same contract Some vaults had additional work after they were completed. Vaults Vaults Vaults may exist that you don t know about or don t have accurate information. Vaults Vaults Much coordination or under same contract Vaults Vaults may exist that you don t know about or don t have accurate information. Much coordination or under same contract Some vaults had additional work after they were completed. 11

13 Vaults Some vaults had additional work after they were completed. Schedule Statistics Primavera P3 Software activities Contractor schedules integrated One Critical Path Multiple near-critical paths Conclusion Spend time ensuring site is separated from pedestrians Utilities must be addressed early and accurately. Vaults may exist where you don t realize Major Challenges to Schedule Utility work conflicted with contractor plan Schedule invalid on Day One Cutting Through the Heart of Cleveland [Project Scheduling] Constructing the Euclid Corridor HealthLine Washington Division So how do you keep a project schedule on-going and workable? QCI Group 12

14 Through these steps Contract specifications Mandatory Schedule Review Meetings Utility Work Included in schedule Visual Aids Schedule Reviews Working session Critical Path Analysis Mitigation plans Contract Specifications Submit proposed baseline early Scheduler and Software Qualifications Require Cost and Resource Loading Include Utilities in Schedule Require electronic files And Most Importantly Progress Payment based on approved schedule Visual Aids P4 P2 P3 62 P Play House Jan 08 Aug 08 Oct 07 Jul 08 Square c 4b 4a 1 E4th St 3b E6th St E9th St E12th St C02 E14th St Helps the non-schedulesavvy understand the plan 3a E17th St E18th St 6 2 Legend Innerbelt 8 Bus Stations Roadway Paved 13

15 In conclusion Contract requirements set the stage Schedule review meetings monthly Create mitigation plans and include utility work in schedule Use visual aids Inspection Control Options: Staff by Location Control of site contract operations Specific site understanding Better response to RE/complaints Staff by Operation (Selected by JL for CO2) Better process control Pay Item consistency Ease of staff scheduling Cutting Through the Heart of Cleveland [Inspection Control and Euclid / E. 9 th Intersection Construction] Constructing the Euclid Corridor HealthLine Washington Division Inspection Communication on C02 Weekly Inspection Meetings On site information sharing Cell phone Daily documentation Build A Form reporting system ECTP-C02 in 2008 Euclid Ave (Pub. Sq. to E. 14 th ) -.63 mile 1 Resident Engineer E 3 Inspectors I I I 1 Prime Contractor C 13 Subcontractors SSSSSSSSSSSSS 15 Utilities UUUUUUUUUUUUUUU Approx Operations on site per day OOOOOO-OOOOO Project Documentation Build a Form system for project reporting (Const. Mgmt. Software) Laptop data entry Laptop-cell phone for uploading Next day review for RE and Client Various reports and data filters 14

16 Project Documentation Euclid Ave. and E. 9 th 5/15/08 Euclid Ave. and E. 9 th 4/11/08 Euclid Ave. and E. 9 th 5/23/08 Euclid Ave. and E. 9 th 4/25/08 Euclid Ave. and E. 9 th 6/09/08 15

17 Euclid Ave. and E. 9 th 6/13/08 Euclid Ave. and E. 9 th 7/03/08 Euclid Ave. and E. 9 th 6/20/08 Euclid Ave. and E. 9 th 7/17/08 Euclid Ave. and E. 9 th 6/30/08 Euclid Av. and E. 9 th 7/28/08 16

18 Euclid Ave. and E. 9 th 8/04/08 Euclid Ave. and E. 9 th 10/06/08 M J O AP JU AU SE NO A U C R N G P V Y L T Euclid Ave. and E. 9 th 8/18/08 Euclid Ave. and E. 9 th 11/12/08 Euclid Ave. and E. 9 th 9/09/08 Euclid Ave. and E. 9 th 17

19 Cutting Through the Heart of Constructing the Euclid Corridor HealthLine Washington Division Cutting Through the Heart of Constructing the Euclid Corridor HealthLine Washington Division Cleveland Cleveland [Best Practices and Lessons Learned] [? Questions?] QCI Group Best Practices Required monthly scheduling sessions in the contract. Required progress payments contingent on approved monthly schedule revisions. Included non-contract utility relocation to be identified in the schedule. Used scheduling visual aids to describe the project to both internal and external stakeholders. Chose proper communication and documentation recording systems to fit project needs. Lessons Learned Conduct extensive subsurface investigations to identify utility conflicts in advance of project operations. Provide design alternatives (tool box) for potential conflicts. Keep work sites enclosed and separated from pedestrians. LEOs are essential. Design the construction management system around the priorities of the project. 18

20 Cutting Through the Heart of Cleveland Constructing the Euclid Corridor HealthLine Notes: