montgomery ir-75 reconstruction · project management plan page 1 1.0 project descriptions and...

Ohio Department ofTransportation

MONTGOMERY IR-75RECONSTRUCTION

PROJECT MANAGEMENT PLANFor

MOT-75-12.10 (PID 22357) PEMOT-75-13.11 (PID 75927) Phase 1AMOT-75-11.01 (PID 77245) Phase 1BMOT-75-12.00 (PID 77247) Phase 2

Montgomery Countyand City of Dayton, Ohio

Ohio Department of TransportationDistrict 71001 St. Marys AvenueSidney, OH 45365

Montgomery I-75 ReconstructionOhio Department of TransportationDistrict 7

August 1, 2007

Project Management Plan Page i

Montgomery Interstate Route 75 Reconstruction ProjectInitial Management Plan

LETTER OF CERTIFICATION

The Ohio Department of Transportation (ODOT) and Federal Highway Administration (FHWA)have developed a comprehensive Management Plan for the Montgomery Interstate Route (IR)75 Reconstruction Project in accordance with the requirements of Section 106, Title 23, and theManagement Plan Guidance issued by the Federal Highway Administration. The plan providesdetailed management processes and policies related to design, right of way and planpreparation, along with construction to complete a quality project within schedule, scope, andbudget.

The data, processes and policies in the Management Plan provide an accurate accounting ofrealistic estimates and commitment to ensure the design, purchase of real estate, movement ofutilities and ultimate physical highway construction, follows all pertaining laws and regulationsand focuses on the completion of this major reconstruction project within scope, schedule andbudget.

The Management Plan is a living document. ODOT and FHWA believe it provides an accuratebasis upon which to design, schedule and construct the Montgomery IR 75 ReconstructionProject. ODOT and FHWA will review and update the Management Plan on an annual basis. Inorder to maximize our effectiveness in managing the project and meet project goals, the ProjectManagement Plan will be continuously evaluated and revised as the project progresses.

To the best of our knowledge, the Management Plan as herein submitted, fairly and accuratelypresents our commitment to design and construct the Montgomery IR 75 ReconstructionProject. We believe that the assumptions which underlie the Management Plan are reasonableand appropriate. Further, ODOT and FHWA have made available all significant informationrelevant to the Management Plan. To the best of our knowledge, the documents and recordssupporting the assumptions are appropriate.

____________________________ _________________James G. Beasley, P.E., P.S. DateDirectorOhio Department of Transportation

____________________________ _________________Dennis Decker DateDivision AdministratorFHWA


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Project Management Plan Page ii

DOCUMENT HISTORY

Version Issued Comments

1 Initial Document Approved by FHWA


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Project Management Plan Page iii

WEB SITE LISTINGNorth South Transportation Initiative (Section 1.0)

www.oki.org/transportation/northsouth.html

Level 4 Categorical Exclusion Document (Section 1.0)http://www.dot.state.oh.us/dist7/projects/MOT-75-12.10CE.pdf

Dodge Report (Section 5.0)http://fwdodge.com/

ODOT Project Development Process (Section 8.B)www.dot.state.oh.us/pdp/

Public Involvement Guide Manual (Section 8.B)http://www.dot.state.oh.us/oes/PUBLIC INVOLVEMENT GUIDE/PUBLICINVOLVEMENT HANDBOOK1.pdf

Dispute Resolution Process (Section 9.A)www.dot.state.oh.us/construction/OCA/Specs/SSandPN2005/PN109_04152005for 2005.pdf

Dispute Resolution Flow Chart (Section 9.A)http://www.dot.state.oh.us/dist7/projects/DisputeResolutionChart.pdf

Dispute Review Board (Section 9.A)www.dot.state.oh.us/construction/OCA/Specs/ssandpn2002/PN108.pdf

CM&S Section 108.02 (Section 9.C)www.dot.state.oh.us/construction/OCA/Specs/2005CMS/100/108.htm

ODOT Proposal Note PN-107 (Section 9.C)www.dot.state.oh.us/construction/OCA/Specs/SSandPN2005/PN107_04212006for 2005.PDF

Innovative Contracting Manual (Section 9.F)www.dot.state.oh.us/construction/OCA/InnovativeContractingManual04102006.pdf

Proposal Note 123 – Lump Sum Minus (Section 9.F)www.dot.state.oh.us/construction/oca/specs/SSandPN2005/PN 123_01202006for 2005.PDF

Value Engineering Change Proposal (Section 9.G)www.dot.state.oh.us/construction/OCA/Policy/510-008(SP).pdf

http://www.oki.org/transportation/northsouth.html

http://www.dot.state.oh.us/dist7/projects/MOT-75-12.10CE.pdf

http://fwdodge.com/

http://www.dot.state.oh.us/pdp/

http://www.dot.state.oh.us/oes/PUBLIC INVOLVEMENT GUIDE/PUBLIC INVOLVEMENT HANDBOOK1.pdf


http://www.dot.state.oh.us/construction/OCA/Specs/SSandPN2005/PN109_04152005 for 2005.pdf


http://www.dot.state.oh.us/dist7/projects/DisputeResolutionChart.pdf

http://www.dot.state.oh.us/construction/OCA/Specs/ssandpn2002/PN108.pdf

http://www.dot.state.oh.us/construction/OCA/Specs/2005CMS/100/108.htm

http://www.dot.state.oh.us/construction/OCA/Specs/SSandPN2005/PN107_04212006 for 2005.PDF


http://www.dot.state.oh.us/construction/OCA/InnovativeContractingManual04102006.pdf


http://www.dot.state.oh.us/construction/oca/specs/SSandPN2005/PN 123_01202006 for 2005.PDF


http://www.dot.state.oh.us/construction/OCA/Policy/510-008(SP).pdf


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Project Management Plan Page iv

Project Partnering (Section 9.I)www.dot.state.oh.us/construction/OCA/Partnering/510-003(sp).pdf

Change Order Policy (Section 9.J)www.dot.state.oh.us/construction/OCA/Policy/510-010(SP).pdf

Contract Administration Manual (Section 9.J)www.dot.state.oh.us/contract/Consult/ContractAdmin/cca11.pdf

Design Reference Resource Center (Section 10.0E)http://www.dot.state.oh.us/drrc/

2005 State of Ohio Department of Transportation Construction and MaterialSpecifications (Section 11.0)

www.dot.state.oh.us/construction/OCA/Specs/Rewrite2005/2005SpecBook/2005_Whole_3-17-2005 to Printer.pdf

Manual of Procedures for Construction Inspection 2006 (Section 11.0)www.dot.state.oh.us/construction/OCA/Manuals/2006_MOP/Web_Manual/main.htm

Standardized Manuals (Section 11.0)www.dot.state.oh.us/construction/OCA/Manuals/default.htm

Office of Materials Management (Section 11.0)www.dot.state.oh.us/testlab/

Right of Way Manuals (Section 13.0)www.dot.state.oh.us/real/

Lane Closure Policy (Section 15.A)plcm.dot.state.oh.us//plcm/plcm_web.jsp

Buckeye Traffic (Section 15.B)http://www.buckeyetraffic.org/

http://www.dot.state.oh.us/construction/OCA/Partnering/510-003(sp).pdf


http://www.dot.state.oh.us/contract/Consult/ContractAdmin/cca11.pdf

http://www.dot.state.oh.us/drrc/

http://www.dot.state.oh.us/construction/OCA/Specs/Rewrite2005/2005SpecBook/2005_Whole_3-17-2005 to Printer.pdf


http://www.dot.state.oh.us/construction/OCA/Manuals/2006_MOP/Web_Manual/main.htm


http://www.dot.state.oh.us/construction/OCA/Manuals/default.htm

http://www.dot.state.oh.us/testlab/

http://www.dot.state.oh.us/real/

http://plcm.dot.state.oh.us//plcm/plcm_web.jsp

http://www.buckeyetraffic.org/


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Project Management Plan Page v

TABLE OF CONTENTS1.0 Project Descriptions and Scope of Work ..........................................................................12.0 Goals and Objectives..........................................................................................................43.0 Project Organizational Chart, Roles, and Responsibilities..............................................54.0 Project Phases ....................................................................................................................85.0 Procurement and Contract Management ........................................................................116.0 Cost Budget and Schedule...............................................................................................127.0 Project Reporting and Tracking .......................................................................................13

7.A Pre-Award Reporting and Tracking.................................................................147.A.1 Progress Meetings ........................................................................................147.A.2 Major Project Video Conferences.................................................................157.B Post-Award Reporting and Tracking...............................................................157.B.1 Progress Meetings ........................................................................................167.B.2 District Update Meetings ..............................................................................177.B.3 Executive Oversight Committee Briefing ....................................................18

8.0 Internal and Stakeholder Communications.....................................................................188.A Internal Communications ................................................................................188.B Stakeholder Communications .........................................................................19

9.0 Project Management Controls .........................................................................................209.A Risk Management Plan ....................................................................................209.B Scope Management Plan .................................................................................219.C Scheduling Software........................................................................................229.D Cost Tracking Software ...................................................................................239.E Project Metrics..................................................................................................239.F New and Innovative Contracting Strategies ...................................................239.G Value Engineering, Value Analysis, and Constructability Reviews..............259.H Contractor Outreach Meetings ........................................................................269.I Partnering...........................................................................................................279.J Change Order and Extra Work Order Procedures..........................................279.K Claims Management Procedure ......................................................................289.L Other Programs ................................................................................................28

10.0 Design Quality Assurance/Quality Control (QA/QC) ....................................................2810.A Design Firms...................................................................................................2910.B Design Consultant Leadership and Key Personnel .....................................2910.C Project Quality Plan .......................................................................................2910.D ODOT and Agency Plan and Submission Reviews ......................................3010.E ODOT Design Standards ................................................................................31

11.0 Construction Quality Assurance/Quality Control (QA/QC) ..........................................3112.0 Environmental Monitoring..............................................................................................32

12.A Environmental Considerations During Project Development .....................3212.B Roles and Responsibilities ............................................................................3412.C Monitoring of Sensitive or Outstanding Environmental Commitments .....35

13.0 Right of Way ....................................................................................................................3614.0 Safety and Security .........................................................................................................3715.0 Traffic Management ........................................................................................................38

15.A Requirements .................................................................................................3915.B Implementation...............................................................................................40

16.0 Project Communications (Media and Public Information) ...........................................42


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17.0 Civil Rights Program.......................................................................................................4318.0 Closeout Plan ..................................................................................................................4419.0 Project Documentation ...................................................................................................4520.0 Other Possible Sections .................................................................................................4521.0 Appendices......................................................................................................................46

Appendix A..............................................................................................................46Financial Plan .........................................................................................................46Appendix B..............................................................................................................46Public Involvement Plan.........................................................................................46Appendix C..............................................................................................................46Change Order Review Flow Chart .........................................................................46Appendix D..............................................................................................................46Design Consultant Key Personnel (CH2M Hill).....................................................46Appendix E ..............................................................................................................46Design Consultant Key Personnel (American Structure Point)...........................46Appendix F ..............................................................................................................46Design Consultant Key Personnel (HNTB) ...........................................................46Appendix G..............................................................................................................46Design Consultant Quality Plan (CH2M Hill).........................................................46Appendix H..............................................................................................................46Design Consultant Quality Plan (American Structure Point)...............................46Appendix I ...............................................................................................................46Design Consultant Quality Plan (HNTB)................................................................46


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Project Management Plan Page 1

1.0 Project Descriptions and Scope of WorkIn 2000, the Ohio-Kentucky-Indiana Regional Council of Governments (OKI)and the Miami Valley Regional Planning Commission (MVRPC) undertook amajor planning effort known as the North South Transportation Initiative(Initiative). As part of this Major Investment Study, the Interstate 75 (I-75)corridor from Northern Kentucky to Piqua, Ohio was studied to identifytransportation issues and potential solutions related to safety, efficiency andreliability of the system.

In addition to the scope defined by the initiative, the MVRPC and ODOTrequested a more detailed and focused study of improvement alternatives inthe downtown Dayton area. The result was the Dayton Subcorridor FeasibilityAnalysis which focused on highway access to and through the downtown core.Three working groups (Technical, Economic Development, andNeighborhood/Public Involvement) provided guidance during the developmentof alternatives. The Dayton Subcorridor Interchange Modification Report,produced in January 2004 by Parsons Brinckerhoff Ohio, Inc., documents thefindings of the subcorridor study and presented a preferred alternative-reconstruction of the existing alignment - for Federal Highway Administration(FHWA) approval. A Level 4 Categorical Exclusion Document produced byODOT was approved by FHWA in September 2004. (This PMP includes onlythe base document without attachments).

This Project Management Plan (PMP) establishes the framework foradministering the project from detail design through construction and projectclosure. It formulates the project’s general management methodology andorganization and provides guidelines for the orderly interaction of the multipleparties that are involved in the successful completion of the project. This PMPwill be updated as needed throughout the life of the project.

The Reconstruction of Interstate 75 (I-75) is one of the highest prioritiesundertaken by the Ohio Department of Transportation (ODOT) and MiamiValley Regional Planning Commission (MVRPC). Collectively, both agencieshave defined effective and feasible solutions to a section of this major corridorin the Dayton area that will meet the needs of the motoring public now and intothe future. Extensive public involvement, including neighborhood groups,economic development members, and technical groups have been participantsin selecting solutions for this project.

As the current interstate system exists through the Dayton area, it is heavilycongested, confusing to motorists, and has a high accident rate. Several left-hand entrance and exit ramps are in this section along with ramp spacing thatis not adequate. In addition, drivers are often confused because there is onlyone continuous lane through downtown Dayton. The North/SouthTransportation Initiative Study (NSTI) of I-75 resulted in identifying this location


http://www.dot.state.oh.us/dist7/projects/MOT-75-12.10CE.pdf


August 1, 2007


as an improvement project.

The current Average Daily Traffic at this location is 127,200 vehicles per day.The design (2025) Average Daily Traffic at this location is 148,500. Recentcongestion and traffic crash data for the years 2003-2005 indicate the southernportion of the project area on I-75 ranks #41 in the State of Ohio with 413crashes. The northern portion of the project area ranks #6 in the State of Ohiowith 752 crashes. Overall, on I-75 through the Dayton area, congestion ranks#2 in the State of Ohio and has seen 3,084 crashes along 17 miles of I-75.

The conceptual line, grade, typical sections and geometrics resulting from the“IR-75 Dayton Subcorridor Study” provide the functional plans that serve as theframework for all three phases of the I-75/ Dayton reconstruction. These planswere accepted in January 2004.

This project consists of three reconstruction phases on I-75 in Dayton, Ohio.The NEPA Categorical Exclusion Level 4 document was approved inSeptember 2004 under the following identifiers:

Preliminary Engineering: MOT-75-12.10, PID 22357As described in more detail in the previous paragraphs, this project identifiercovered the preliminary engineering in concert with the North SouthTransportation Initiative (NSTI) that was administered by OKI and MVRPC.The deliverables were the interchange modification study, NEPA decision, andfunctional plans for the Dayton Downtown Sub-Corridor which became thefoundation for the project development for the three construction phases – 1A,1B, and 2. The construction phases are described below.

Phase 1A: MOT-75-13.11, PID 75927;Award Date – September 27, 2007The scope of Phase 1A reconstruction limits are from Riverview Drive to LeoStreet. There are eleven (11) bridges, 1.52 miles of urban interstate and 0.53miles of local roads within the project limits. The following work is to beundertaken:

Reconstruct the SR-4 (Dayton-Expressway) interchange to allow threecontinuous lanes of traffic on I-75 through this area.

Improve the existing horizontal curve on northbound I-75 at SR-4 to adesign speed of 60 MPH.

Connections to and from I-75 and SR-4 are to be reconstructed tomerge and diverge from the right.

Widen Main Street (SR-48) and improve the entrance and exit ramps. Provide access to Main Street (SR-48) from southbound SR-4. Combine the Grand Avenue ramps with the improved Main Street (SR-

48) ramps. Eliminate left-hand ramps and replace them with right hand exits and


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entrances. Consolidate local access to the interstate by closing the access points to

Keowee, Leo, and Grand Streets and improving the Main Streetinterchange to I-75.

Phase 1B: MOT-75-11.01, PID 77245;Award Date – October 1, 2009This phase involves the reconstruction of the I-75 mainline through the USRoute 35 interchange to provide three continuous through lanes in eachdirection of travel. ODOT intends to salvage as much of the existinginfrastructure as possible and will not fully reconstruct the I-75/US-35interchange on this project.

Construction of the third through lane along I-75 requires the closing of thehalf-diamond interchange at I-75 and Albany Street and reducing the pavedshoulder widths in the US-35 interchange. The project scope makes provisionsfor the following major items of work:

Closure of the northbound entrance ramp and the southbound exit rampat Albany Street.

Improvement of 1.21 miles of I-75 by adding an additional through lanein each direction.

Replacement of the structures over Stewart Street, Albany Street,Washington Street, the CSX and Norfolk Southern railroads, Edwin C.Moses Boulevard and Germantown Street.

Partial replacement of the structures over Cincinnati Street and over US-35.

The removal of the bridge over the abandoned Conrail Railroad.

Phase 2: MOT-75-12.00, PID 77247;Award Date – October 1, 2012This phase of the project will reconstruct I-75 between the Phase 1A andPhase 1B projects from Fifth Street to Riverview Avenue. ODOT intends toconsolidate ramps into a centrally located interchange that will serve thedowntown Dayton area. Major items of work for this phase of the project are asfollows:

Removal of all left-hand entrance and exit ramps. Reduce direct freeway access to downtown and provide one entrance

and exit ramp in each direction to and from I-75. Provide sufficient intersection capacity at First Street, Second Street,

Third Street, Salem Avenue and Monument Avenue to accommodateoff-system traffic.

Construction of three continuous through travel lanes in each directionon I-75.


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Replacement and widening of two bridges over the Great Miami River atthe north and south ends of the project.

2.0 Goals and ObjectivesThe goal of this project is the reconstruction of I-75 through realistic, effective,and economically sound resolutions to this outdated system.

Measures of SuccessSchedule:

Goal - Meet interim & final completion datesMeasure - No delay of critical items that would extend the projectinto another construction year

Budget:Goal - Deliver the project within $680,000,000Measure - Allow acceptable increases not to exceed 5%

Quality:Goal - Provide a quality product that produces a long lasting,modern transportation facilityMeasure - The material incorporated into the project meets allspecifications. ODOT will monitor all warranty material work.

Safety:Goal - To improve safety for the long term and minimize work zonecrashes during construction.Measure – Maintain work zone accidents below state wideaverages and no fatalities in the work zone.Goal - Problem areas related to safety are handled expeditiously.Measure – Initiate resolution action immediately upon notification.

Scope Control:Goal – All proposed changes to project scope must be coordinatedwith the appropriate management level. Any changes above$250,000 are reviewed by the executive Oversight CommitteeMeasure – Maintain total scope changes within 1%

Public Trust & Confidence:Goal – Minimize and mitigate construction impacts to customersthrough construction staging and communication efforts (publishnewsletters every two weeks, timely information to the public oftraffic changes).Measure – ODOT provides communication to the public one weekprior to traffic impacts.

Federal Requirements:Goal - Comply with all Federal requirements and State policiesMeasure – No documented violations


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3.0 Project Organizational Chart, Roles, and ResponsibilitiesThe management of the project will consist of several levels. The PlanDevelopment Administration is responsible for preliminary engineeringthrough final design plan preparation and right of way acquisition.

The Construction Project Administration level will be directly involved withthe everyday activities and decision making responsibilities of managing theconstruction projects. The Construction Project Administration will alsocoordinate technical issues with the appropriate specialists within ODOT orFHWA.

The District Construction Administration level will serve as support staff tothe Project Administration team, providing guidance and direction as needed.

The District Administration level will review the progress and issues of theproject monthly. This team will be responsible for monitoring the project forchanges in scope, and perform risk assessment.

The Executive Oversight Committee level will provide regional oversight forthe project. In addition to their regularly scheduled quarterly meetings toreview progress and issues, the escalation of specific problems that willjeopardize the goals listed in Section 2.0, will require immediate notification ofthis committee. This committee will act as the final authority on major revisionsthat may need to be incorporated into the project.

The project issues will be escalated from the project level staff (PlanDevelopment Administration and Construction Project Administration) whenthere is a change to the scope of the project, the cost of the project, or theschedule of the project. The level of escalation of the issue will depend on themagnitude and complexity of the change. The issue will be escalated to theExecutive Oversight Committee when the goals established in Section 2.0 ofthis Project Management Plan are not able to be met.

Escalation of conflicts within the construction portions of the project will involvethe Executive Oversight committee, and also if required, follow the DisputeResolution Process outlined in Section 9.A.

Plan Development AdministrationMatt Parrill, P.E. – District Planning AdministratorRandy Chevalley, P.E., P.S. – District Production AdministratorPaul Nartker, P.E., P.S. – District Design EngineerScott Kasler, P.E. – Project ManagerWayne Callahan – Right of Way Administrator

Construction Project AdministrationProject Engineer


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Transportation Manager – Darreyl DavisTransportation EngineerAdministrative AssistantHighway Technician 4Highway Technician 3Highway Technician 2

District Construction AdministrationDavid Ley, P.E. – District Construction EngineerSteven Kremer, P.E., P.S. – Assistant District Construction EngineerGregory Collier, P.S. – Schedules and ClaimsDavid Brown – Materials ManagementPhil Stormer, P.E. – District Workzone Traffic Manager

District AdministrationRex Dickey, P.E., P.S. – District Deputy DirectorRandy Chevalley, P.E., P.S. – District Production AdministratorMatt Parrill, P.E. – District Planning AdministratorThomas Rossman, P.E. – District Highway Management Administrator

Executive Oversight CommitteeRex Dickey, P.E., P.S. – District Deputy DirectorWilliam Lindenbaum III, P.E., P.S. – Deputy Director ODOT ConstructionMark VonderEmbse, P.E. – FHWAJennifer Townley – ODOT Major New Financial CoordinatorSteve Finke, P.E. – Public Works Administrator, City of Dayton

Table showing onsite project management & staffing

Management & Staffing MatrixStaff person

Function Needed toReside On-Site

(Yes/No)

Project Management Team

Project Management

ODOT Project Manager for Construction Yes Yes

Administrative Assistant Yes Yes

Construction/Contract Administration

EEO/DBE/PW John Chatman No

Change Order Administrator Mindy Pipke No

Scheduling Greg Collier, P.S. No

Claims Administrator Greg Collier, P.S. No

Project Support Staff

Clerical Yes Yes

Utilities Coordinator Bill Bowersock No

Public Information Officer Denise Heitkamp No


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Construction Technical Expertise

Foundations Faour Alfaour, P.E. No

Structural Scott LeBlanc, P.E. No

Geotechnical Faour Alfaour, P.E. No

Traffic Control/MOT Dan Groh, P.E. No

Pavement Faour Alfaour, P.E. No

Claims Gary Angles, P.E. No

Legal Thomas Pannett No

Hydraulics Ron Trivisonno, P.E. No

Electrical/Lighting John Bines, P.E. No

Painting Scott LeBlanc, P.E. No

IT Support Belinda Mozel No

Designer Technical Expertise

Foundations Yes No

Structural Brad Lightle, P.E. No

Geotechnical Michelle Porr, P.E. No

Traffic Control/MOT Phil Stormer, P.E. No

Pavement Yes No

Claims Yes No

Legal Yes No

Hydraulics Yes No

Electrical/Lighting Yes No

Maintenance of Traffic Coordinator Phil Stormer, P.E. No

Safety Coordinator Yes No

Railroad Coordinator Mike McKnight No

Right of Way Coordinator Wayne Callahan No

Materials Management Team

Materials Coordinator Dave Brown No

Materials Documentation Coordinator Yes No

Materials Technical Support Lloyd Welker, P.E. No

Quality Assurance

Asphalt Monitor Dennis Gross No

Concrete Monitor Joey Garwood No

Aggregate Coordinator Patrick Petty No

Field Staff

Engineering

Senior Project Engineer Yes Yes

Project Engineers Yes Yes

Technicians

Transportation Managers Yes Yes

Inspection

Soils & Foundations Keith Harrison Yes

Structural Mark Schilling Yes

Traffic Control/MOT Mark Schilling Yes

Pavement Keith Harrison Yes

Hydraulics Yes Yes


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Electrical/Lighting Yes Yes

Painting Mike Payne Yes

Survey

Survey Staff W. Scott Fultz, P.S. No

4.0 Project PhasesDue to funding constraints, ODOT proposed that the improvements be phasedover a period of twenty years. CH2M Hill, Inc. and Parsons Brinckerhoff, Inc.prepared conceptual plans showing line, grade and typical sections and aphasing strategy which separated the Dayton subcorridor improvements intothree separate phases. Section 1.0 of the PMP document gives a breakdownfor each phase. The reason the first two phases have been identified as 1Aand 1B is once these two phases are completed, Interstate 75 will have three(3) continuous lanes of traffic through Dayton. This eliminates the two existingpinch points at United States Route 35 and State Route 4. These two locationswere considered primary safety locations that needed to be addressed first.Phase 2, at times referred to as the island section between Great Miami Rivercrossings, is between phases 1A and 1B. In Section 6.0, the included tableshows milestones and costs of each phase.

Phase 1A: MOT-75-13.11, PID 75927; Project Status:In February 2004, ODOT selected CH2M Hill, Inc., to design Phase 1A ofthe project. Final tracings were delivered to ODOT in February 2007.Right of way acquisition commenced in March 2005 and ODOT District 7issued a conditional right of way certification in April 2007. It is expectedthat all properties will be vacated by September 2007. ODOT has let aseparate contract for building demolition which is expected to begin inAugust 2007. Utility relocations will begin as soon as the propertiesbecome available. ODOT expects to award the construction contract ofPhase 1A in late September 2007. The construction will occur over threefull construction seasons and will be fully available to traffic in late fall2010. Final paving and safety delineation will be completed in early 2011,with a final project completion date of June 30, 2011.

The design plans are complete and were filed for processing on April 4,2007. The scheduled award date is set for September 27, 2007. Due tothe large number of plan sheets, the design files were sent to allprospective bidders approximately 2 weeks after filing. This is a uniqueidea and is intended to give the contractors as much time as possible toprepare their bid. CH2M Hill, the design consultant will continue servicefor pre-bid questions and on-going engineering.

In reviewing the real estate required for all three phases, Phase 1Arequires the majority of parcels due to the reconstruction of theinterchange at Main Street. A total of 49 parcels that consisted of 33


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property owners were obtained. There are 14 relocations and 17structures to be demolished.

The demolition of some of the existing structures will be accomplished bya separate construction project (MOT-75/48 Demolition, PID 81817) thatwas sold June 7, 2007. This plan consists of the removal of 14 structures.This will clear the entire east side of Main Street and allow utilities tobegin work ahead of the project selling. The remaining 3 structures will bedemolished and bid with the Phase 1A construction project. The mainreason for the deferral to the construction project is due to longer thanexpected acquisitions, which delayed the asbestos inspection.

The utilities are to be relocated within the same rights of way as thehighway construction. Some of the utilities will be relocated prior to thebeginning of construction and some will overlap into construction.

Prior to the award of the project, all real estate will be cleared andavailable. If more information is needed the Department maintains a fileon each parcel.

Phase 1B: MOT-75-11.01, PID 77245; Project Status:ODOT has contracted with American StructurePoint, Inc. for the design ofthis phase. ODOT has received Stage 1 (preliminary design) plans whichare under review. Additionally, we are near completion of final right of wayplans. ODOT expects to acquire 33 right of way parcels for the projectalong the existing right of way, including one structure which has beenacquired and will be demolished in advance by utilizing a separateconstruction contract (MOT-75/48-Demolition, PID 81817).

ODOT expects to file completed plans in June, 2009 and award theconstruction contract in October, 2009.

Phase 2: MOT-75-12.00, PID 77247; Project Status:ODOT has contracted with HNTB Ohio, Inc. (HNTB) to produceconstruction plans for this phase. Since receiving authorization toproceed on June 30, 2006, HNTB has completed survey and geotechnicalwork and completed the maintenance of traffic analysis for the project.

In January, 2007, ODOT, FHWA and the City of Dayton revisited thedowntown ramp configurations and determined that the proposedinterchange could be simplified further from the concepts shown in thefunctional plans through the elimination of two additional ramps from theproposed design. This will result in improvements to the geometrics,shorten construction time and significantly reduce construction costs.ODOT and HNTB are currently reviewing four feasible ramp design


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alternatives that will achieve this simplification. Any proposed revisions topreviously approved access will require the appropriate level of NEPA re-evaluation. HNTB is also developing bridge type studies for the two rivercrossings at the north and south ends of this project phase.

Right of way plans have yet to be produced for this phase. At this time,ODOT anticipates acquiring 10 parcels adjacent to existing right of way.No structure takes are anticipated.

ODOT expects to file completed plans in September, 2010 and award theconstruction contract in October, 2012.

In addition to the three major construction projects, the following associatedprojects will or have been undertaken.

MOT-Kettering Fields; PID 79222;Awarded Nov 2, 2005Due to the need to construct a new ramp from southbound I-75 to MainStreet (State Route 48) and northbound State Route 4, a strip of land wasacquired from the City of Dayton Parks Department that was occupied bytwo baseball diamonds. ODOT retained Woolpert Consultants of Daytonto design lighting for the remaining ball fields in the park to allow fornighttime play. This action was specified in the Environmental Documentas an environmental mitigation. The City of Dayton contracted withBansal Construction, Inc. to install the lighting. This project is complete.

MOT-IR75/SR48 Demo; PID 81817;Awarded June 8, 2007This project is to remove building structures prior to the construction of themajor projects and includes asbestos removal of buildings. Estimatedcompletion of this project is September 2007.

MOT-ITS Early Deployment; PID 82712;Award Date October 4, 2007This project is to place Dynamic Message Signs, Camera's and HighwayAdvisory Radios to provide advanced information to the public in generaland specifically the traveling public. Although this project is for the longterm and is part of the overall Intelligent Transportation SystemArchitecture developed by FHWA, ODOT, Clark County SpringfieldTransportation Committee and Miami Valley Regional PlanningCommission, this project will be useful during the construction of projectsin the area, including those specifically identified in this PMP.Construction for this project is scheduled to begin in the fall of 2007.

These three projects will be managed, coordinated, and scheduled prior to the


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beginning of Phase 1A.

5.0 Procurement and Contract ManagementConstruction contract limits for Phases 1A, 1B, and 2 were selected basedprimarily on geographic conditions associated with the multiple crossings of theGreat Miami River. The river crossings serve as nodes with the sections of I-75 as manageable links within the contexts of community impacts andconstructability. The contracts will be administered in accordance with ODOT’sstandard procedures to include how the contractor’s performance will bedocumented, payments scheduled, claims administered, records managed,and the contract closed out. See Section 9.0 of this document for furtherdetails.

Project schedules, specifically the award dates and construction timelines,have been and will continue to be reviewed with the City of Dayton andMontgomery County Engineering staffs to eliminate and/or coordinate otherprojects in the area. Each project phase will be advertised for a period of notless than 12 weeks. The advertising will consist of a notice posted on ODOT’sweb-site listing a description of the project, the pre-bid meeting date, (ifapplicable), time and location, directions for ordering bid documents, and thesale date. The pre-bid meeting for Phase 1A was held August 9, 2007 andincluded out of state bidders. Furthermore, three weeks prior to the sale date,the Office of Contracts will advertise the project in the Dayton Daily News. Theentire set of bid documents will also posted on the ODOT web-site. ODOT’snormal process for informing out of state potential bidders of ODOT projectsincludes listing these projects in the Dodge Report which is a nationallypublished document. The set includes the proposal, any addenda issued,specifications, supplemental specifications, special provisions, general anddetailed plans, plan notes, standard construction drawings identified in theplans, contractor notices, and any other document designated by theDepartment as a bid document.

On-line bids will be accepted by BidX.com through the time of the letting. Thebids will be uploaded on the sale date and immediately posted on the ODOTweb-site. Approximately one week after the sale date, the Department’sDirector and members of his staff (the Award Committee) will meet to decideon awarding the project. During that same week, the Offices of Estimating andContracts will review the submitted bids to determine if any irregularities exist.The results of each office’s findings, along with comments from the ODOTDistrict personnel, will be submitted to the Award Committee for consideration.

If the project’s lowest responsive and responsible bid is within an awardablerange, then the Award Committee, after receiving concurrence from FHWA,may decide to award the project. If the project is awarded, a contract will beissued to the awarded bidder within one day of the decision. The contract

http://fwdodge.com/


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should be signed and returned to the Department within 10 days of receipt bythe contractor. The Department will encumber the funds and execute thecontract. A copy of the contract will be sent to the district and the project’s pre-construction meeting will be scheduled.

Post construction meetings and contractor ratings C-85 procedures arediscussed in Section 18.0 of this Project Management Plan.

6.0 Cost Budget and ScheduleDetails for project costs are broken down into major elements and can befound in the Project Financial Plan included in Appendix A of this ProjectManagement Plan (PMP). Pre-award activities such as preliminary anddetailed design, along with right of way project costs are reviewed and updatedmonthly at our Major Project Video Conference and updated in Ellis followingreview from our Major New Financial Coordinator (Jennifer Townley). Postaward cost controls are reviewed at the monthly District Update meetings andfurther explained in Section 7.B.2 of this PMP.

This PMP covers projects that have funding approved by the TransportationReview Advisory Council (TRAC). The Financial Plan which was approved byFHWA in July 2007, will be updated annually.

Each month, and/or as key project milestones are reached, we have a snapshot cost estimate and schedule assessment review. The consultant willsubmit, and the District, along with FHWA, will review. In addition, to thisreview, Central office is involved in an independent review and validation of thesubmittal by persons as listed:

Cost and Schedule Central Office Review_______________________________________________________

Engineering Office of Contracts (Mark Barton)Real Estate Office of Real Estate (Jim Viau)Construction Office of Estimating (Jeff Hisem)

Construction Administration (Gary Angles)

Below is a table of the proposed, and existing, project start & finish milestonedates along with costs for each section of work:

http://www.dot.state.oh.us/dist7/projects/AppendixA.pdf


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DESIGN RIGHT OF WAY &UTILITIES

CONSTRUCTION* Includes C.E. costs

Begin5/16/2001

End1/15/2004

N/A N/A N/A N/APID 22357MOT-75-12.10Preliminary study $2,150,000 N/A N/A

Begin2/2/2004

End7/12/2005

N/A N/ABegin

11/2/20056/1/2006

PID 79222MOT-Kettering Fields $21,794 N/A $439,432

Begin9/22/2006

End12/4/2006

Begin2/23/2005

End9/22/2006

Begin6/8/2007

End9/27/2007PID 81817

MOT-75/48 Demo $1,000 $1,000 $925,155

Begin2/2/2004

End2/26/2007

Begin2/23/2005

End4/2/2007

Begin9/27/2007

End6/30/2011

*PID 75927MOT-75-13.11Phase 1A $12,382,025 $7,469,365 $160,000,000

Begin4/3/2007

End7/2/2007

N/A N/ABegin

10/4/2007End

9/15/2008PID 82712MOT-ITS $1,000 N/A $1,913,345

Begin4/18/2005

End3/30/2009

Begin2/13/2007

End8/11/2008

Begin10/1/2009

End11/1/2011

*PID 77245MOT-75-11.01Phase 1B $5,192,760 $1,061,000 $85,797,829

Begin6/30/2006

End7/05/2010

Begin2/23/2009

End6/7/2010

Begin10/1/2012

End11/1/2015

*PID 77247MOT-75-12.00Phase 2 $18,188,492 $2,001,000 $379,500,000

*Bold represents major construction projects.

The $677 million that is needed to complete the Montgomery IR 75Reconstruction Project will be financed with a combination of federal and statefunds. ODOT has received a commitment for all funds.

7.0 Project Reporting and TrackingThe Ohio Department of Transportation uses its’ own proprietary software,Ellis, to track projects through preliminary engineering, detailed design, planfile, sale, and award. Major milestones, funding, funding sources, workcategory, etc. are all tracked inside of Ellis.

At time of construction, ODOT will use their proprietary software, ConstructionManagement System (CMS), to track and monitor the construction phase ofthe work. This program monitors all construction milestones (Sale, award,extensions, completion, etc.), financial funding and encumbrances, payestimates, material approvals, daily diary comments, etc.

Both of these programs are databases from which reports can be generatedusing existing standard queries, or custom queries for specific information.


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Information obtained from those reports is the basis for the regular projectreporting, described in the following sections.

ODOT will follow two distinct reporting processes for each phase of the I-75reconstruction. The first (as detailed in Section 7.A) is for phases which are stillin the design stages and have yet to be awarded to a contractor (pre-award). Atthis time, all three phases are classified as pre-award. The second process (asdetailed in Section 7.B) is for phases which are currently under constructioncontract (post-award). Each month, a report will be created that combines bothdesign and construction updates into one document. This executive summarywill focus on the goals and objectives as stated in Section 2.0 of this PMP.This comprehensive monthly report will address Project Activities &Deliverables, Action Items/Outstanding Issues, Project Schedule, Project Cost,and Project Quality, with the inclusion of minutes from all meetings that havebeen completed that month. This will include any meetings of the teamsidentified in Section 3.0 along with meetings more fully described later in thisSection.

7.A Pre-Award Reporting and TrackingODOT conducts two regularly scheduled meetings for phases in pre-award status – Monthly Progress meetings and Major Project VideoConferences.

7.A.1 Progress MeetingsProgress meetings are typically conducted every month in theDistrict 7 offices. The ODOT Project Manager invites the designconsultant, representatives from local governmental agencies,FHWA and ODOT departments (District and Central Office) toattend. The meetings are conducted by the design consultant.

The objective of these meetings is to give the participants anupdate on the current status of the design, with an emphasis onscope, schedule and budget. Topics include, but are not limited to:

Work beyond current scope Status of pending contact modifications Percentage of design work completed Schedule of design submissions Right of way acquisition status Current cost estimates for construction and right of way Related contact status Upcoming work and deliverables Disposition of action items from previous meetings Media or Congressional inquiries

Additionally, the meeting is an opportunity to resolve technical


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problems and questions that arose during the preceding month.Opportunities are afforded to all participants to ask questions orexpress concerns. When significant issues arise the ExecutiveOversight Committee is notified immediately.

7.A.2 Major Project Video ConferencesEach month, a Major Project Video Conference is held betweenODOT Central Office and District to discuss major project status.Senior management from the following ODOT divisions anddepartments usually attend these meetings:

Division of Planning Division of Highway Operations Division of Production Management District 7 Deputy Director District 7 Production Administration District 7 Transportations Planning and Programs

Administration Design Consultants

Additionally, specialists such as the District 7 Design Engineer andthe District Real Estate Administrator are routinely in attendanceand additional personnel with specialized knowledge may beinvited as needed. FHWA is also represented.

These meetings accomplish two objectives. First, the Districtupdates ODOT Leadership with the latest scope, schedule andbudget issues for each phase. Second, this meeting also allows theDistrict to draw upon Central Office expertise and assistance withissues that require senior leadership involvement and coordinatedsolutions.

The ODOT Project Manager for each phase establishes, preparesand distributes the agenda to all participants prior to the meeting.Action items are assigned and recorded and dispositions for actionitems from previous meetings are reviewed.

7.B Post-Award Reporting and TrackingWith the award of a construction contract, ODOT will conduct threeregularly scheduled meetings to facilitate reporting and tracking throughphase completion.


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7.B.1 Progress MeetingsProgress meetings will be conducted every two weeks while eachphase is under construction. The meetings will be held at theconstruction field office in close proximity to the work.

All project stakeholders that have direct involvement or interest willbe invited to attend and participate in these meetings. Thesestakeholders include, but are not limited to the following:

ODOT Project Management ODOT District Construction Personnel ODOT Central Office Construction Personnel ODOT District Public Information Contractor Project personnel FHWA City of Dayton Public Works City of Dayton Police Department Montgomery County Sheriff Montgomery County Engineer Miami Conservancy District Five Rivers MetroParks Ohio State Highway Patrol Utility Companies

The list of invited stakeholders will be adjusted as required asconstruction progresses.

The purpose of these meetings is to update all attendees onconstruction progress and address problems in a proactivemanner. Additionally, work planned for the next two week period isdiscussed. The following items are examples of topics that will bediscussed in detail at each meeting:

Right of Way (acquisition status) Utilities (relocations, interference) Materials (sampling, testing and approvals) Maintenance of Traffic (work zones) / safety Environmental compliance Quality issues CPM schedule Interference and delays Changed conditions Estimate status Change orders EEO Requests for Information (RFI) status Federal requirements


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Issues brought forth in these meetings will be documented in themeeting minutes and assigned to a responsible person forresolution as an action item. All resolution responses will be inwriting, and assigned action items will be reviewed in subsequentmeetings. Many of the issues and resolutions discussed in themeetings will also be topics in the monthly District Update meetingsdescribed in the following section. When significant issues arisethe Executive Oversight Committee is notified immediately.

7.B.2 District Update MeetingsThe ODOT Project Manager will conduct District Update meetingson a monthly basis to brief the District 7 executive managementteam on construction status. The following District 7 personnel willparticipate in these briefings:

District Deputy Director Highway Management Administrator Transportation Planning and Programs Administrator Production Administrator Construction Engineer Design Engineer Project Manager Public Information Officer FHWA

The focus of this meeting will be on scope, schedule and budgetissues. At a minimum, the Project Manager will summarize thestatus of the following elements:

Cost (original contract amount, current contract amount,payments to date, overruns)

Schedule (original completion date, current completion date,added days to the contract, work in progress, upcomingwork, delays)

Pending change orders Potential change orders Quality issues Claims Staffing levels Media or Congressional inquiries Security & safety concerns

These meetings accomplish two objectives. First, the ProjectManager updates District executive management with the latestscope, schedule and budget issues for each phase. Second, thismeeting also allows the Project Manager to draw upon District


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expertise and assistance with issues that require senior leadershipinvolvement and coordinated solutions.

The ODOT Project Manager for each phase establishes, preparesand distributes the agenda to all participants prior to the meeting.

7.B.3 Executive Oversight Committee BriefingThe Executive Oversight Committee (see Section 3.0) will beupdated on a quarterly basis by the ODOT Project Manager. Thebriefing will emphasize scope, schedule and budget and focus oncurrent status and projected developments in each area. TheProject Manager will be prepared to discuss issues and theirramifications in detail as required. Future work and deliverables willalso be discussed.

Should project events dictate the need for Executive OversightCommittee involvement prior to the scheduled quarterly meeting,the committee may be called together for a special meeting toaddress major issues in a timely manner.

The Project Manager will develop and distribute the agendas inadvance of the briefing and document decisions made during themeetings.

8.0 Internal and Stakeholder CommunicationsODOT recognizes that timely, clear and efficient communications are essentialto the success of each phase of the I-75 reconstruction project. This sectiondiscusses formal and informal communication processes between internalproject team members and stakeholders who maintain an interest in thesuccessful completion of each phase of the project. This process applies toboth pre-award and post award phases of the projects.

8.A Internal CommunicationsInternal project team members include ODOT personnel and its designConsultants, service providers and construction contractors. Theseentities are responsible for the day-to-day management and delivery ofeach completed phase of the project. For informal communicationpurposes, internal team members rely heavily on the usual tools of dailybusiness communications including telephone, email, facsimile, mediaadvisory notices, newsletters, and internal office memorandums forroutine information sharing. Electronic methods such as web based filesharing and attachments to emails are used to the maximum possibleextent in the interest of saving time. Internal team members conductmeetings on an “as needed” basis and may include any personnel withthe knowledge or expertise needed to address a particular topic under


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discussion. These meetings are conducted on a face-to-face basis or bythe use of video or telephone conferencing to save time and travel.

Formal communications among internal team members includeattendance and participation in the meetings, conferences and briefingsdescribed in Sections 7.A and 7.B of this document. Additionally,communications pertaining to subjects that require documentation includeinternal office memorandums, letters and technical reports. The ProjectManager maintains a file that contains copies of these documents.

8.B Stakeholder CommunicationsFor the purposes of this section, Stakeholders are defined as individuals,groups, or agencies that are affected or have an interest in the outcomesof each phase of the I-75 reconstruction project and exclude the internalproject team members described in the preceding section.

State and federal regulations specify agencies, populations or groups whomust be included in public involvement activities during planning, projectdevelopment and delivery. The ODOT Project Development Process(PDP) for major projects prescribes when to engage stakeholders and thelevel of public involvement required at each step of project development.

ODOT will meet or surpass minimum public involvement requirements forall phases of the I-75 reconstruction project. All three phases of the I-75reconstruction project followed the PDP with respect to involvement.

The Public Involvement Plan produced in conjunction with the NSTI isshown in Appendix B. Public involvement activities relative to the NSTIare documented in the Categorical Exclusion Level 4 document and inAppendix A of the North South Transportation Initiative Technical Report.

ODOT has developed a Public Involvement Guide Manual for conductingStakeholder involvement for its projects. This manual is used as guidanceduring project development.

Post Award communications are detailed further in Section 16.0 of thisPMP. Formal Stakeholder communications on a large scale areconducted via public meetings, public hearings, neighborhood meetings,media outlets (radio, television, newspaper, etc.) and open houses. One-on-one or small scale communications may involve documented meetingsor written correspondence. Informal communications utilize methodssimilar to those used by internal project team members for dailycommunications: telephone, email, meetings, etc. ODOT makes everyeffort to address Stakeholder issues as quickly as possible.



http://www.dot.state.oh.us/dist7/projects/AppendixB.pdf





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9.0 Project Management ControlsAs with any project, communication and resource allocation is a key toinforming stakeholders of issues and project progress. The management andcommunication of information and resources, particularly human resources, isparamount to resolving potential conflicts in a timely manner. The followingsections highlight important and critical management control topics that provideinformation and the tools to the various functional teams to properly evaluateissues and make decisions. The goal is to keep the project within cost, scopeand schedule.

9.A Risk Management PlanThe Project Development Process (PDP) is a 14 step projectmanagement and decision-making process which begins just after projectselection and ends with the completion of construction. The PDP wascreated as a means to reduce risk by improving communication within thevarious disciplines while developing and constructing each project. ThePDP encourages a seamless transition between project developmentphases while providing effective and efficient project management.Additionally, it encourages open communications and results in informeddecisions during all stages of project development. Briefly, the benefitsprovided are as follows:

Improved communications for all stakeholders and disciplines Control of scope, schedule and budget Early collection and documentation of available information Eliminates duplication of work Provides a smooth transition between development phases Reduces project development time Produces well informed decisions and the best solutions Delivers quality plans Minimizes cost overruns

The PDP allows ODOT to identify, estimate, and control risk in acontinuous and ongoing manner from the beginning of projectdevelopment through construction. Through early identification of potential“red flag” issues, ODOT can direct its resources in an effort to developefficient and effective solutions. The PDP requires early and ongoingcommunication between disciplines allowing for informed decisions basedon all available information. Project decisions are documented and subjectto repeated review during development to insure solutions remainapplicable based on the most current information.

ODOT will use the tracking and reporting procedures described in Section7.0 as a means to identify risk for the I-75 Reconstruction project.



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During construction, the process to resolve issues, make early decisions,and to minimize risk is the Dispute Resolution Process. As issues cannotbe resolved, issues will be escalated, as shown in the Dispute ResolutionFlow Chart, to the Dispute Review Board (Proposal Note PN-108) duringthe construction phases of the project. This ODOT and Contractorselected board, will monitor issues as reported to them by the project,management, and administration teams during the construction process.Use of the Dispute Resolution Process, and Dispute Review Boardreduces claims and saves time.

A successful effort ODOT has employed on other projects is “on-going”design services (geo-tech, plans, etc.) to allow quick responses to issues.By retaining the design firm through the construction phase, this providesa seamless method of resolving design questions for the project.

The Critical Path Schedule will be analyzed each month and used tomitigate delays. This process allows “what-if” scenarios to be performedthereby providing a reasonable solution to project issues that may affectthe project duration.

Several areas of risk have been identified for this project such asunanticipated environmental discoveries, plan discrepancies, unusual orunanticipated field conditions, or material shortages.

9.B Scope Management PlanThe process for scope changes from design through construction requiresa recommendation with project impacts and measures against theprojects purpose and need from the Executive Oversight Committee to theDirector of Transportation. Scope changes in general, relate to projectcost increases and potential scheduling conflicts. This project has thevarious transportation disciplines reviewing and commenting at variousstages, from bridge, pavement, traffic, maintenance to signage engineers,with the tendency for each discipline to add necessary items. Theprocess that involves the Executive Oversight Committee and ultimatelythe Director of Transportation for approving scope changes assures themaximum usage of available dollars to address the State’s priorities to itshighest effectiveness.

At all stages of review, from design submittals to construction progressmeetings, the milestones, achievements and past accomplishments areverified and compared to the project’s scope of work.

The District Construction Administration team will monitor proposedchange orders, for changes in scope. Significant changes in the project’sscope will be critically reviewed and analyzed by the District






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Administration team with recommendations to the Executive OversightCommittee for their review and decision.

9.C Scheduling SoftwareThe Ohio Department of Transportation uses proprietary software, Ellis, totrack project schedules and cost for preliminary engineering, detaileddesign, right of way and utility, plan file, sale, and award. Majormilestones, funding sources, work category, etc. are all tracked inside ofEllis. In addition to Ellis, our design consultants are required to useMicrosoft Projects to monitor the progress of the project. This softwaretracks critical activities throughout the design life of the project. Theproject schedules are reviewed monthly by ODOT’s design consultantsand validated by ODOT’s project manager. In addition to this Districtreview, changes are discussed at the monthly Major Project VideoTeleconference.

At the time the project is awarded for construction, the Contractor mustgenerate a CPM schedule using either SureTrak Project Manager or P3Project Planner by Primavera Systems Inc., which will show the plan forconstructing the project on time.

The Contractor must submit a monthly progress schedule, pursuant toSection 108.02 of the CM&S and ODOT Proposal Note PN107. Thisschedule must show the contractor’s plan to carry out the work, the dateswhich the contractor and subcontractor will start the critical work, includingthe procurement of materials and equipment, ordering specialmanufactured articles, working drawings and the planned dates of criticalproject milestones.

The progress schedule is the responsibility of the contractor. If theschedule logic is flawed, the District must ask for clarification. A revisionof the details in question is required prior to acceptance.

When reviewing the Contractor’s schedule, ODOT will ensure thecontractor has considered and accounted for the following beforeaccepting the schedule:

Project and phases identified

Schedule graphically depicts the work

Sufficient detail to truly describe the work

Sequences and activity durations are reasonable

Critical deliveries are shown

Consideration for winter months

http://www.dot.state.oh.us/construction/OCA/Specs/2005CMS/100/108.htm



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Accounted for special ODOT requirements from plan notes or specialprovisions

Schedule fits within the duration allowed by contract

Relationships between activities clearly shown

The progress schedule is the main tool the owner can monitor theprogress of the contract, and determine at an instant the status of work.Monitoring the progress schedule is very important in determining “fault”or responsibility for project delays. Section 108.06 of the CM&S, Date forCompletion, allows the Director to grant requests for an extension of timeif the work was delayed.

9.D Cost Tracking SoftwareODOT does not use cost tracking software for initial planning estimates orto track consultant fees of the project. Comparisons are made by theproject manager between the design schedule and the invoiced amount ofwork to determine validity of the charges. Construction estimates duringdetailed design, utilize software titled Estimator 2.3a. To validate costestimates, the software has periodic updates to account for inflationfactors and market changes.

The Ohio Department of Transportation uses its’ own proprietaryConstruction Management System (CMS) which includes cost tracking ofeach bid item. Payment estimates are generated twice a month, or asneeded, during the life of the project. These estimates are reviewed bythe Project Engineer and the District Office for approval of payment.

9.E Project MetricsThe success of the project will be evaluated based on the Goals andObjectives as stated in Section 2.0 which are: Schedule, Budget, Quality,Safety, Scope Control, Public Trust & Confidence, and meeting FederalRequirements.

These metrics will be reported in the Executive Summary of the monthlyproject report.

9.F New and Innovative Contracting StrategiesODOT intends to use standard design and construction methods, for theroadway and bridge work. No new experimental materials or techniqueswill be utilized, at this time.

ODOT has also taken advantage of its partnership with the City of Daytonto reduce right of way costs for all three phases of the I-75 Reconstruction


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project. Construction of this project requires acquisition of numerousparcels owned by the City of Dayton. The City has agreed to donate therequired parcels in exchange for any excess land that may exist afterconstruction. This will reduce right of way costs for ODOT and provide theCity with land for future development.

In one instance, ODOT entered into an agreement to acquire anddemolish a former industrial site that is currently owned by the City ofDayton. ODOT requires portions of the land for the construction of thePhase 1B portion of the project and the City wants to use the remainingland for future economic development purposes. The agreement specifiedthat the City will assist with the preparation of demolition plans, performasbestos testing and abatement, and donate the right of way needed forthe highway project. In turn, ODOT will bear the cost of building demolitionand minimize the right of way needed by constructing a retaining wall.Without this agreement, ODOT would be responsible for the entire cost ofproperty acquisition, asbestos testing and abatement, demolition planpreparation and demolition. The estimated savings for ODOT due to thisagreement is $4.5 million. Furthermore, the agreement preserves viableland for the City of Dayton—a major stakeholder.

On this project, ODOT will use their Innovative Contracting Manual asguidance in determining the most appropriate methods, if any, to use inthe administration of the project.

ODOT has already reviewed and selected an Innovative ContractingMethod for Phase 1A of this project. ODOT will use Proposal Note 123 -Lump Sum Minus as an innovative contracting strategy.

The Contractor on Phase 1A will be paid Lump Sum Incentives byachieving specific project milestone goals as designated in the Lump SumMinus Incentive Contract Table shown below. The status of theseimportant completion milestones will be discussed at each projectprogress meeting, and included in the monthly project report.

Description or Location ofCritical Work

Date Lump SumIncentive($)

Disincentiveper CalendarDay ($)

Completion of all work shown onsheet 68 identified as“Construction Critical to NextTraffic Phase” for Stage 1Construction

October31, 2008

$1,000,000 $50,000

Completion of all work shown onsheets 69 and 70 identified as“Construction Critical to Next

September30, 2009

$1,000,000 $50,000





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Traffic Phase” for Stage 2ConstructionCompletion of all work shown onsheets 71 and 72 identified as“Construction Critical to NextTraffic Phase” for Stage 3Construction

October31, 2010

$1,000,000 $50,000

Completion of final wearingsurface and safety delineation onall roadways

June 30,2011

$100,000 $5,000

Disincentives will be charged to the contractor if project milestone datesare missed.

Phases 1B and 2 are in early design, and at this time, no innovative ideasor methods have been identified.

9.G Value Engineering, Value Analysis, and ConstructabilityReviewsIn March, 2003 ODOT conducted a Value Engineering review of thefunctional plans referred to in Section 1.0 of this Project ManagementPlan. This review was facilitated by Lewis & Zimmerman Associates andincluded all aspects of the functional plans, the Dayton Subcorridor Studyand all environmental information available at the time.

In March, 2005 ODOT completed another Value Engineering Study whichspecifically addressed the Phase 1A portion of the project. This study tookplace subsequent to Stage 1 plan submission when the preliminary designwas made available. While no significant cost savings were identified, thestudy yielded several design suggestions which were eventually usedduring phase development. Examples include:

Expedited right of way acquisition to obtain difficult parcels onschedule.

Use of concrete pavement in lieu of asphalt at ramp ends toeliminate pavement shoving.

Anticipate long lead times for structural steel and designaccordingly.

Expedite construction by including completion incentives, allowingcontractor to use double shifts and the use of critical pathschedules to facilitate logical construction procedures.

ODOT is very receptive to new ideas that provide a cost savings, whilemaintaining quality of the project. The Value Engineering ChangeProposal note in construction allows the Contractor to submit ValueEngineering Change Proposals which lower the project cost or offer a time




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savings in construction without altering the essential functions andcharacteristics of the project. If the proposal is less then $50,000 CentralOffice review is not necessary, but as has been the past practice, theDistrict will consult with Central Office experts of the discipline involved fortheir concurrence. If the proposal is accepted by the Department, theContractor and Department share equally in the savings.

The Ohio Department of Transportation and their design consultant for theproject, CH2M Hill, enlisted the services of The National Constructor’sGroup to provide a suitable CPM project schedule to determine feasibilityof the project design, construction methods, and timetable to construct theproject.

9.H Contractor Outreach MeetingsTo date, Phases 1A and 1B have had no official contractor outreachmeetings. However, the consultants during their design have utilizedconstruction experts on their team.

For the Phase 2 portion of the project ODOT and HNTB conducteda Contractor Outreach meeting at the offices of the OhioContractors Association on November 21, 2006. The meeting wasattended by several of the larger contractors in Ohio along withHNTB design team members, ODOT process owners from District7 and Central Office, and FHWA. The purpose of the meeting wasto obtain contractor input on cost, schedule, and constructabilityissues at the early stages of the design process. Topics discussedincluded Maintenance of Traffic, construction sequencing,constructability, environmental considerations, geotechnicalconsiderations, structure types, work zones, and schedule.

Due to the size and complexity of this project, ODOT has taken additionalsteps early in the estimating and contract preparation process to enhancecontractor understanding of the plan requirements. In advance of thenormal project advertising date, ODOT provided an advance copy of theplans in electronic format to the contracting community. This action willprovide almost three months of additional plan review time for potentialbidders to perform a thorough review of the plan requirements.Additionally, due to the complex nature of the project phasing andmaintenance of traffic, ODOT has also made available enlarged andcolor-coded drawings for contractor review prior to the advertising date.These drawings are not actual bid documents but are provided forinformation only.


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9.I PartneringThe Ohio Department of Transportation embraces the concept of ProjectPartnering with all stakeholders involved to outline responsibility, lines ofcommunication and a commitment to the shared expectation of successby all. To successfully accomplish the department’s aggressive schedulefor project commitments and to better serve ODOT’s customers, our newway of doing business is inclusive, professional, and holds individualsaccountable. Individuals closest to the issues will be responsible formaking decisions.

Prior to construction, ODOT management will conduct a partneringmeeting with the designer, prime contractor, sub contractors, localagencies, and utilities. This meeting is facilitated by an outside party toprovide an unbiased method to provide the best possible communicationand understanding.

9.J Change Order and Extra Work Order ProceduresThe Ohio Department of Transportation has established a comprehensiveChange Order Policy for use on projects. To ensure project completionwithin budgeted limits, The Ohio Department of Transportation District 7office utilizes a Change Order Review Team that consists of personnelfrom Construction, Planning, Production, Finance, along with fieldengineers who meet every two weeks. This team reviews and determinesthe validity of change orders on all construction projects. This team iscomprised of employees from various departments, and use experts fromthe applicable disciplines when needed. All change requests will beevaluated to ensure that the request is aligned with the Project Scope andGoals. Appendix C contains a flow chart of this process. Change orderapproval in the District office is the responsibility of the DistrictConstruction Engineer, David C. Ley, P.E.

The process for determining design consultant liability with respect toerrors and omissions can be found in Chapter 11 of ODOT’s ContractAdministration Manual.

Change orders will include a description of the scope of work, a narrativedescribing the justification for the change, a cost estimate, an analysis ofthe impact of any delay, and other supporting documentation asnecessary.

When significant change orders occur, ODOT shall consult with FHWA onapproval of any change orders that may be near or exceed the legal limitsas allowed by contract, as is consistent with the Change Order Policy. Atthis time, that amount is $250,000 or, greater than 10% of the contractamount.




http://www.dot.state.oh.us/dist7/projects/AppendixC.pdf





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9.K Claims Management ProcedureClaims shall follow the guidance as noted in Section 9.A of this document.This project will use the Dispute Review Board (Proposal Note PN-108) tomanage claims for this project. This Board consists of a three (3)members. One member is selected by the Department and approved bythe Contractor and one member is selected by the Contractor andapproved by the Department. These first two members will mutually selectand agree on the third member who will complement the construction andcontract administration experience of the first two members and act as theChair for all DRB activities.

Members of the DRB shall have at least ten years of experience with thetype of construction involved on this project, construction contractadministration principles, and dispute resolution.

Claims status will be included in the monthly report for the project.

9.L Other ProgramsThere are no other programs such as Owner Controlled InsurancePrograms (OCIPs) or the Transportation Infrastructure Finance andInnovation Act (TIFIA) included at this time.

10.0 Design Quality Assurance/Quality Control (QA/QC)To ensure proper technical oversight of the design contract and to providecontinuity and consistency, ODOT designated Scott Kasler, P.E., as theexclusive Project Manager for each of the three phases of the Dayton I-75reconstruction project. Mr. Kasler drew upon all available ODOT District andCentral Office resources, and local agencies, to assist in decision making andtechnical review. Since this project consists of (3) three separate designcontracts, each consultant for the individual phases developed their ownQA/QC plan. Throughout the design process, monthly project update meetingswith ODOT Executive Leadership and FHWA for ODOT Major Projects wereconducted to discuss critical issues with an emphasis on scope, schedule andbudget reporting. In addition, these update meetings provided a regular forumfor discussion and resolution of issues requiring assistance at the executivelevel. ODOT has a Consultant Rating System (CRS) that scores theperformance of the design consultant with respect to timeliness, projectmanagement and plan quality along with their interaction skills with allstakeholders. At this time, no ratings have been given because the projectdevelopment process has not proceeded through the contractorquestions/addendum and project award stages. It is anticipated that Phase 1Awill be given a consultant rating in November of 2007.



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10.A Design FirmsConsultant design teams have been selected for all three phases of the I-75 Reconstruction project and are shown below.

Phase 1A CH2M Hill (Prime Consultant)Advanced Engineering Consultants (AEC)Balke AmericanBBC&M Engineering, Inc.Columbus Engineering ConsultantsDLZ Ohio, Inc.LJB, Inc.National Constructors GroupTransystems Corporation of Ohio.

Phase 1B American Structurepoint (Prime Consultant)CTL Engineering

Phase 2 HNTB (Prime Consultant)Transystems Corporation of OhioLJB, Inc.Prime EngineeringAdvanced EngineeringDMJM HarrisMAN MappingNational Constructors GroupTesTech, Inc.

10.B Design Consultant Leadership and Key PersonnelAppendix D contains the design consultant leadership and key personnelalong with a summary of their qualifications for CH2M Hill, Appendix Econtains the design consultant leadership and key personnel along with asummary of their qualifications for American Structure Point, andAppendix F contains the design consultant leadership and key personnelalong with a summary of their qualifications for HNTB.

10.C Project Quality PlanDelivery of a quality project requires a unified commitment from theconsultant team. Each consultant has prepared their individual ProjectQuality Plan (PQP) describing the quality-related activities pertaining tothe final design. Appendix G contains the plan for CH2M Hill, Appendix Hcontains the plan for American Structure Point, and Appendix I containsthe plan for HNTB.

http://www.dot.state.oh.us/dist7/projects/AppendixD.pdf

http://www.dot.state.oh.us/dist7/projects/AppendixE.pdf

http://www.dot.state.oh.us/dist7/projects/AppendixF.pdf

http://www.dot.state.oh.us/dist7/projects/AppendixG.pdf

http://www.dot.state.oh.us/dist7/projects/AppendixH.pdf

http://www.dot.state.oh.us/dist7/projects/AppendixI.pdf


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10.D ODOT and Agency Plan and Submission ReviewsIn addition to QA/QC measures implemented by ODOT’s consultant, thedesign team utilized ODOT’s Project Development Process (PDP) formajor projects. This process provides for plan and submission review byproject stakeholders that ensures compliance with design requirements.Also, there are scheduled monthly progress design meetings (See Section7.A.1) and when warranted, unscheduled meetings may be held toaddress specific technical topics, as required.

The following is a list of agencies which participated in reviews of designsubmissions:

Federal Highway Administration (FHWA)Ohio Environmental Protection Agency (OEPA)Federal Aviation Administration (FAA)City of Dayton, OhioMiami Valley Regional Planning Commission (MVRPC)Montgomery County Engineers OfficeThe Miami Conservancy District (MCD)United States Army Corps of Engineers (USACE)

To date, for phase 1A we required additional review and ultimatelyredesign of a highly skewed bridge which is not a specialized design, butdid require special attention. All bridge submissions from our primeconsultant and the sub consultants require independent reviews byutilizing a statewide bridge review task order. This review, by an ODOTqualified consultant, will reduce our risk with the goal of having no designerrors being found during construction but more importantly it provides thecontractor with information that must be followed during erection and deckpouring sequences.

Permits required for the project are coordinated through the ProjectManager with specific interaction with ODOT's Railroad and UtilityCoordinators and the permitting agency. The procedures for assurance ofobtaining the required permits is discussed in our Project DevelopmentProcess (PDP) manual along with each disciplines written standardoperating procedures and policies.

In summary, the Project Manager documents all submissions and followsthe Project Development Process's (PDP) listed reviews to reduce riskand ensure that the QA/QC procedures have been followed as outlined inthe Consultants Project Quality Plan ( PQP).



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10.E ODOT Design StandardsSince this project consists of standard, past proven designs in thehighway and bridge construction industries, the consultant team adheredto current ODOT design manuals, specifications and standard drawingsduring plan development and productions. ODOT maintains a websitecalled the Design Reference Resource Center which contains links to thecommonly used reference materials.

11.0 Construction Quality Assurance/Quality Control (QA/QC) The Department of Transportation District Office will utilize the 2005

State of Ohio Department of Transportation Construction and MaterialSpecifications, Manual of Procedures for Construction Inspection2006, along with additional Standardized Manuals, and informationavailable at ODOT’s Office of Materials Management, to insure propercompliance with accepted construction methods within the State ofOhio and the Federal Highway Administration.

The contractor is responsible for Quality Control of the concrete,aggregate, and asphalt. The ODOT District 7 Office and Central OfficeTest Lab will perform the Quality Assurance for the same items. Theresults are documented in compliance with the manuals listed above.

The Ohio Department of Transportation will coordinate partnering andprogress meetings. A partnering meeting will be held prior tobeginning construction. Local, State, and Federal agencystakeholders will be invited and encouraged to attend this meeting. Inaddition, the prime contractor, sub-contractors, utility companies, lawenforcement agencies, etc. will be invited to attend. Progressmeetings will be held every two weeks at the project field office. Thismeeting is open to all interested internal stakeholders (FHWA, ODOT,MVRPC, City, County, and Law Enforcement/EMS) for the project, andcomments and involvement is invited from all attending the meeting.

The Ohio Department of Transportation will coordinate with the utilitycompanies within the project limits through the District 7 UtilityCoordinator, Bill Bowersock. Railroad involvement will be coordinatedthrough the District 7 Railroad Coordinator, Mike McKnight.

The Ohio Department of Transportation District 7 Office will staff theproject with an adequate level of qualified construction engineers andinspectors that will provide frequent daily review of the contractor’sprogress each day.

Auditing of inspection and materials control techniques will beperformed by the District Testing and Construction staff, in cooperationwith Central Office laboratory and construction personnel.

ODOT Central Office annually performs a Quality Assurance Review toidentify and correct any deficiencies in the project construction

The project will be managed by one Project Engineer under the directsupervision of David C. Ley, P.E., District Construction Engineer. The

http://www.dot.state.oh.us/drrc/






http://www.dot.state.oh.us/construction/OCA/Manuals/default.htm

http://www.dot.state.oh.us/testlab/


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Project Engineer will have an administrative assistant to manage theoffice functions, and a Transportation Manager to coordinate the fieldstaff. The field staff will consist of lower level engineers and inspectorswith levels of training commensurate with the work they are inspecting.In addition, the project will have resources available from the DistrictOffice and Central Office as needed.

Every inspector is required to submit a daily diary of the work theyhave inspected with detailed information of their findings of thecontractor’s work, the amount of materials used, and any issuesencountered.

12.0 Environmental MonitoringEnvironmental commitments for all phases of the I-75 Downtown DaytonSubcorridor Project were identified in the Categorical Exclusion Level 4document completed for the MOT-IR 75-12.10 (PID 22357) project. Thisdocument was approved in September, 2004.

The bulk of these commitments have been, or will be, incorporated into theproject plans. In general, compliance monitoring relating to such commitmentswill be undertaken as part of the construction monitoring process by ODOT’son-site Construction Project Administration Office.

For each phase, an Environmental Consultation Form will be prepared as partof the plan file process. This document summarizes the environmentalcommitments applicable to the specific project phase and details the status ofthose commitments.

Subsequent to approval of the environmental document, cultural resources foradditional right of way parcels and a pedestrian walkway on an existing I-75bridge were evaluated as design of the Phase 1A portion of the projectprogressed. Results of these evaluations and their dispositions aredocumented in the project files. In October, 2005, the FHWA approved aCategorical Exclusion Level 4 Reevaluation for minor waterway impactchanges in the Great Miami River.

Environmental monitoring for those commitments relating to sensitiveenvironmental issues and those commitments requiring on-goingenvironmental coordination are detailed in 12.C.

12.A Environmental Considerations During ProjectDevelopmentAppropriate studies and surveys were undertaken as part of theenvironmental review process to identify and delineate the variousenvironmental resources within the project area. The project team workedwith federal, state and local agencies, interested local organizations, and


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the public to address concerns relating to potential environmental effects.Throughout design, consideration was given for the avoidance,minimization, or mitigation of effects to environmental resources.

An Environmental Site Assessment (ESA) screening was completed in2003 to determine the likelihood of hazardous substances being presentin the project area. The screening recommended additional evaluation of11 parcels. A Phase 1 ESA was completed in 2004 for each parcel and itwas determined that four of these parcels required additional assessment.In 2005, a Phase 2 ESA was conducted on two of those parcels andrecommendations were made for hazardous materials as follows:

1. White-Allen Property, Parcel 434, 817 North Main Street: Afteracquisition is completed, ODOT will remove or abandon theunderground storage tank in accordance with BUSTR regulations.Soil borings will be installed adjacent to the in-ground hydraulic lifts.

2. BP Property, Parcel 418, 740 North Main Street: Undergroundstorage tanks and dispenser islands were removed in accordancewith BUSTR regulations.

Two of the four parcels identified for further assessment in the Phase 1ESA will be the subject of a Phase 2 ESA once final right of wayrequirements for the Phase 1B portion of the project are determined.

The following is a summary of the environmental commitmentsimplemented to reduce environmental effects:

Recreational Facilities:1. Construction will be scheduled so as to ensure that access

between Kettering Fields and Deeds Park is maintained throughoutthe National Policeman’s Softball Tournament, held annually inJuly.

2. Project design has minimized to the extent prudent impacts torecreational 4(f) resources. The effects to 4(f) resources havebeen mitigated through monetary compensation andimprovements to the 4(f) facility.

3. Signed detours will be provided during the necessary closure ofshort segments of the Great Miami Recreational Trail.

4. The basketball courts at the southern end of Kettering Field will bepreserved due to the use of MSE retaining walls.

5. Three tennis courts located in McKinley Park will be relocatedwithin the park due to widening of the Great Miami River crossingbridge during the Phase 2 portion of the project.

Cultural Facilities:1. Project design has avoided all use of any sites listed or eligible for


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the National Register of Historic Places.2. In the event the project extends beyond the original construction

limits at McKinley Park, an archaeological survey will beundertaken to survey deposits related to the former 19th centuryindustrial complex at that location.

Property Owners/Residents:1. Noise barriers have been incorporated into the project as

appropriate based on project effects and as desired by thecommunity.

2. Design for right-of-way acquisition was coordinated with affectedproperty owners to ensure that access appropriate to the land usewould be in place following construction.

Ecological Resources:1. Instream work will be restricted from April 15 to June 15, during the

fish spawning period.2. Mussels will be relocated prior to instream work on the Great Miami

River. Follow-up monitoring of the mussel beds will beundertaken.

3. Trees suitable as habitat for the Indiana bat will not be removedfrom April 15 to September 15, the roost season of the Indiana bat.

Water Resources:1. A Stormwater Pollution Prevention Plan will be developed for each

construction phase, as required under the NPDES permit forconstruction activities. Best Management Practices for erosioncontrol and all conditions in the waterway permits will beundertaken.

2. Provision for control and clean up of spills of petroleumproducts/hazardous materials has been incorporated into theplans, due to the project’s location over a designated sole sourceaquifer.

3. ODOT has obtained a flood plain permit from the local flood plaincoordinator, the City of Dayton.

12.B Roles and ResponsibilitiesConstruction Project Administration Office – Unless otherwise noted,the environmental commitments have been incorporated into the projectplans. ODOT’s on-site Construction Project Administration Office willmonitor the project for compliance with the project plans, including itemsincorporated into the plans as a result of the environmental commitments.

Environmental Coordinator – The District 7 Environmental Coordinator,John Horman, and Noel Alcala, P.E. from Central Office EnvironmentalServices, will ensure that outstanding environmental issues are completedand will undertake periodic checks for compliance relating to sensitiveenvironmental issues. These issues are detailed in 12.C.


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Response to Non-Compliance – When construction activities aredetermined to not be in compliance with an environmental commitment,Construction Project Administration Office will notify the contractor’sproject manager immediately of the non-compliant activity and requirecompliance with the environmental commitment. If necessary,construction activity will be halted to allow for correction of the error. Asprovided in 105.01 of the ODOT Construction and MaterialsSpecifications, the Engineer may suspend all or part of the Work due tofailure to comply with Contract Documents or Engineer’s orders.

Incidents of non-compliance with environmental commitments will beevaluated by the District Environmental Coordinator to determine theeffect of the non-compliance on environmental resources. If necessary,the District Environmental Coordinator and ODOT Office of EnvironmentalServices will coordinate with the appropriate federal or state agency toidentify any necessary mitigation to address the environmental effect.

12.C Monitoring of Sensitive or Outstanding EnvironmentalCommitmentsThe following environmental commitments require additional action by theDistrict Environmental Coordinator or on-going monitoring by the DistrictEnvironmental Coordinator:

Waterway Permit Coordination – Waterway permits will be obtained foreach phase prior sale. Waterway permit conditions will be incorporatedinto the project plans for each phase.

The Phase 1A project (MOT-IR 75-13.11, PID 75927) project wasauthorized under Nationwide Permit (NWP) 23 on September 1, 2005,with OEPA Water Quality Certification (WQC) on February 2, 2006. Asthe proposed bridge replacement is not expected to be completed prior toMarch 18, 2008, the District Environmental Coordinator and ODOT Officeof Environmental Services will ensure that the permit has beenreauthorized prior to March 2008.

Waterway Permit Compliance – During the period of instream work, theDistrict Environmental Coordinator will undertake spot checks to verifycompliance with the waterway permit conditions, specifically conditionsrelating to temporary fill limits and materials, linear impacts, and erosionand sediment control.

Waterway Permit Mitigation – The District Environmental Coordinatorshall obtain confirmation that the necessary credits (minimum of 600)have been deducted from the Great Miami River/Lost Creek Pooled


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Stream Mitigation Area for work under Phase 1A (MOT-IR 75-13.11,75927).

If mitigation is required under waterway permits for the remaining projectphases, the District Environmental Coordinator shall obtain confirmation ofcompliance with the mitigation requirements.

Waterway Permit Compliance Certification – Upon completion of thework under each waterway permit, the District Environmental Coordinatorshall forward the completed Compliance Certification (to be signed by theODOT Project Engineer) to ODOT Office of Environmental Services.

Instream Work Restriction – The project is prohibited from instreamwork between April 15 and June 15 of each year. The DistrictEnvironmental Coordinator will undertake spot checks to verifycompliance with the instream work restriction during this period.

Mussel Survey – Following project award of each phase, the DistrictEnvironmental Coordinator will consult with the selected contractorregarding the anticipated timing of bridge replacements over the GreatMiami River. If the bridge replacement will begin during the summermonths, the mussel relocation will be scheduled not more than twomonths prior to the initiation of the work. If the bridge replacement willoccur during the winter months, the mussel relocation will be scheduledduring the preceding fall.

13.0 Right of WayThe required real estate (right of way) needed for all phases of this project wasobtained in accordance with the specific code of federal regulations (CFR),sections 23 and 49. These describe the uniform act requirements. In additionto these laws ODOT follows the Ohio Revised Code and Administrative codewith respect to eminent domain, real estate appraisal, acquisition andrelocation. ODOT follows the Real Estate Manual and other departmentalmanuals that have incorporated both Federal and State laws. There arespecific manuals related to acquisition, appraisals and appraisal reviews inaddition to a manual on the relocation process.

With respect to monitoring costs, schedules and budgets; project personnelengage in two different meetings. One meeting consists of monthly projectstatus meetings with all disciplines present. The other meeting is a bi-monthlymeeting that focuses specifically with real estate professionals tracking eachparcel and determining what action items are needed to complete theacquisition process. In addition to these meetings there were numerous phonecalls, site visits and follow up conversations.

http://www.dot.state.oh.us/real/


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At this time, the summary of needed parcels for each phase is as follows:

Phase 1A - 49 parcels Phase 1B - 33 parcels Phase 2 -10 parcels

Phase's 1B and 2 are in early stages of design and very little information isavailable at this time. Updates will be given as this Project Management Plan isrevised.

For phase 1A, the majority of the parcels are located at the I-75/Main Streetinterchange. There are 14 relocations and 17 structures that will bedemolished. A demo project was awarded July of 2007, PID# 81817, MOT-75-11.93,14.14/MOT-48-13.53 that will remove 14 of the structures. Theremaining 3 structures on the west side of Main Street will be removed throughthe Phase 1A construction project. The reason these three required a separatecontract was due to longer than expected acquisitions, which delayed ourasbestos inspections.

The utilities are to be relocated within the same rights of way as the highwayconstruction. Some of the utilities will be relocated prior to the beginning ofconstruction and some will overlap into construction.

Prior to the award of the project all real estate will be cleared and available.The Department maintains detailed files on each parcel in the District.

14.0 Safety and SecurityThe Ohio Department of Transportation has Safety Policies, Rules, andRegulations for its employees and requires the elements be followed by allpersonnel. Elements that are included, but are not limited to, are the following:

General Safety Responsibilities and duties for all employees Incident reporting Personal protective equipment and safety devices Operation of Vehicles and Equipment Availability of First-Aid kits

The project personnel from the Ohio Department of Transportation and theconstruction contractor will be required to follow the list of safety and securityprocedures below:

All employees for ODOT and the Contractor must follow establishedOSHA requirements. Standards from either the owner or contractor, thatexceed OSHA requirements, will be enforced.

Safety supervisors from both ODOT and the Contractor will monitor work


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methods and report infractions immediately. The Contractor will share with the ODOT any approved safety manual and

insure their current and new employees are familiar with it. The Contractor shall conduct periodic safety meetings with their

employees and also conduct periodic on-site safety inspections. The Contractor shall insure the work site is drug free by conducting

periodic drug screening. The Contractor will be responsible to maintain the work area in a clean

and safe manner to minimize accidents. The Contractor shall maintain a locked fenced area for materials. Any danger areas shall be barricaded to prevent entrance by un-

authorized persons. An emergency phone list of contact persons shall be maintained by both

the Contractor and ODOT. The field offices will be inside securely fenced areas and the buildings

shall have security alarms that report intrusion to a monitoring agency. Security awareness will be discussed at the partnering meeting. Project staff will continually monitor the projects to identify any vulnerable

areas of concern.

The Contractor and ODOT shall meet prior to the beginning of construction andreview the safety policies of each and determine which items shall controlsafety procedures on the project. As an example, if the Contractor has astricter safety requirement than ODOT, then that requirement will also apply toODOT’s employees. If ODOT has a stricter requirement than the Contractor,then that shall apply to the Contractor. In summary, the stricter (safer)requirement of either’s policy will govern.

15.0 Traffic ManagementODOT considers the safe and efficient Maintenance of Traffic (MOT)operations to be of primary importance on this project. The constructionphasing will be designed to balance the need for timely completion of theproject with minimal delays to motorists. At all times, operations will beconducted in compliance with Federal and State temporary traffic controlrequirements.

The ODOT Project Development Process (PDP) requires the designconsultants to submit a Maintenance of Traffic Alternatives Analysis (MOTAA)as feasible alternatives are being developed for the project. The purpose of theMOTAA is two fold. First, it provides information to ODOT for determining if apart-width construction or crossover construction is better for a given workzone. Secondly, it identifies potential problems; i.e., “constraints” with thevarious scenarios and allows ODOT to make an informed decision on how toaddress these problems prior to the detailed design of the plans.


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15.A RequirementsFor each phase of the I-75 Reconstruction project, the following trafficmanagement requirements will apply:

A minimum of two “through” lanes on I-75 will be available tomotorists at all times.

The Contractor is required to follow ODOT’s Lane Closure Policywhich specifies the number of available lanes according to the dayof the week and time of day. See the MOT plan notes for eachphase of the project for other specific details.

Access to businesses and residences will be maintained at alltimes

Significant construction elements requiring ramp closures or trafficdiversions are not permitted during holiday weekends or othermajor local events. The construction contract also limits theduration of these activities by applying liquidated damages if timeconstraints are exceeded.

Short-term total closures, if required, will be limited to 15 minutesand will only occur during late night hours. Traffic will be monitoredand backups will be allowed to clear before resuming work.

A minimum of seven calendar days notice is required prior to anylane closures or traffic shifts.

The limited access right of way will not be used for staging,equipment storage, or office space.

The Contractor may submit alternate MOT plans for ODOTapproval.

Detours for bicycle/pedestrian trails are provided for in the plans. The Contractor will be required to coordinate traffic control with any

and all adjacent construction projects. Law enforcement officers will be employed by the Contractor to

assist with traffic control during lane shifts or when new laneclosures are initiated.

Portable changeable message signs will be used routinely toaugment other traffic control devices. ODOT will approve allmessages through the District Traffic Engineer, Phil Stormer.

Trolley lines operated by the Greater Dayton Regional TransitAuthority will be maintained throughout the project by utilizingtemporary supports.

Pedestrian walkways will be maintained on city streets duringconstruction.

The contractor will employ a certified Work Zone Traffic Supervisorto monitor traffic flow and situations of the projects. Details of theduties are shown in the project MOT plan notes.

http://plcm.dot.state.oh.us/plcm/plcm_web.jsp


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For the Phase 1A portion of the project, specific traffic managementrequirements are as follows:

Construction will be substantially completed and the public willhave full use of the new facility within three construction seasons.Final paving and safety delineation will be completed during thespring of the fourth year.

Canoe and boat traffic on the Great Miami River will be maintainedby the existing river channel or through a portage trail.

Requirements specific to Phases 1B and 2 have yet to be developed andwill be included in future updates to this manual.

15.B ImplementationODOT and its design consultants work closely with the City of Dayton(City) during the design process to develop a phasing strategy and a MOTplan that addresses any traffic issues that are unique to I-75 in Dayton.Additionally, the engineering staff with the City provides valuableinformation about local traffic patterns, facilitated coordination with localcivic groups and businesses, and assists ODOT with all major decisionsinvolving traffic management. The experience and knowledge provided bythe City resulted in MOT plans that are tailored to the uniquecircumstances of the area. The City also cooperates with ODOT andassists with the identification of necessary detour routes on city streets,and provides assistance with signing and traffic signal control issues.

ODOT project construction staff will have the primary responsibility for thereview of the Contractor’s traffic control operations and conformance withplan requirements—including nighttime inspections. ODOT personnel willreview the MOT provisions on a daily basis and address any deficiencieswith the Contractor. Additionally, periodic field reviews of the work zoneswill be performed by a Work Zone Traffic Coordinator from ODOT’sDistrict 7 Headquarters, and the observations will be communicated toproject personnel. ODOT Central Office and FHWA technical staff willconduct periodic daytime and nighttime reviews of the work zone MOT.Routine inspections by the FHWA Field Engineer will be conductedmonthly.

Since 2005, ODOT District 7 has operated a Freeway Service Patrol teamwhich is responsible for assistance with congestion management. Knownas the Freeway Incident Response Service Team (FIRST), this group ofODOT employees provides motorist assistance and works closely with lawenforcement to help clear incidents that result in congestion andsecondary accidents. FIRST currently patrols both Interstates 70 and 75in Montgomery and Clark counties. ODOT envisions an increased focuson the Dayton I-75 work zones at the onset of the Phase 1A construction.


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The Dayton-Springfield area has a current preliminary engineeringdocument which outlines the requirements for developing a FreewayManagement System (FMS) for the region. The Dayton-Springfield FMS isscheduled for deployment beginning in fiscal year 2011.

With the development of the Dayton I-75 subcorridor study andsubsequent construction projects, ODOT decided to advance part of theDayton FMS design and deployment to be commensurate with theconstruction of Phase 1A.

The primary intent of advancing the FMS to “maintenance of traffic” statusis based upon the need for real-time traffic monitoring in the I-75 corridorduring the long-term reconstruction program. In lieu of temporary MOTmeasures, the proposed early deployment of the FMS will providepermanent devices to address not only the work zone conditions butrecurrent and non-recurrent traffic congestion in the future.

All device communications will be directed to Columbus, Ohio where thesystem will be placed on the ODOT network permitting operations fromany ODOT facility. In addition, the live feed from the web cameras will beavailable on ODOT’s Buckeye Traffic website so the traveling public mayview the traffic through the area.

The placement of several devices is based upon an earlier study ofexisting queuing and safety problems on southbound I-75 between theSR-4 and Wagner Ford Road interchanges. Slowed or stopped traffic inthis area is a direct result of inherent ramp problems from SR-4 to thesouth with backups extending to Stanley Avenue and, at times, as farnorth as Wagner Ford Road. The vertical profile of I-75 between SR-4 andStanley Avenue contributes to sight distance problems. Therefore, thedesign of the FMS early deployment project will address this situation asthis condition will persist throughout construction and possibly afterward.Since the early deployment of the FMS is a permanent improvement, thissystem will continue to operate and provide advisories of downstreamtraffic conditions after the reconstruction of the I-75 subcorridor area hasbeen completed.

At this time, the early deployment of the FMS will include the installation ofthe following devices:

Highway Advisory Radio (HAR) transmitters (4 units) Cameras (pan/tilt/zoom) (12 units) Dynamic message signs on permanent supports (5 units)

http://www.buckeyetraffic.org/


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Both the dynamic signs and the highway advisory radio transmitters willinform drivers of current road conditions ahead. If there are major delaysalong I-75 in the Dayton area, this information will be communicated to thedrivers in a timely manner to allow the use of alternate routes; e.g., I-675north to I-70 west for north bound traffic and I-70 east to I-675 south forsouth bound traffic. In addition to these methods of communication withthe motorists, the cameras will be available on ODOT's website for thepublic to monitor traffic conditions before leaving their homes orbusinesses.

ODOT began conducting workshops on July 13, 2007 with localemergency responders (EMS, Police, HAZMAT, Highway Patrol and FireDepartments) to identify areas within the Phase 1A construction area thatpresent special issues pertaining to incident management. This group willidentify locations that may present unique challenges and developprocedures that will simplify access for emergency personnel and promotethe quick clearance of incidents. Additionally, local emergency responderswill be encouraged to attend the bi-weekly construction progress meetingswhere special concerns and unique circumstances can be addressed bythe responsible parties. This same effort will be used for the additionalphases of the project. The MOT status will be reported in the monthlyreport specified in Section 7.B.1 of this PMP.

ODOT procedures for reporting and publicizing information on laneclosures, accidents and traffic pattern changes are discussed in followingsection.

16.0 Project Communications (Media and Public Information)The Ohio Department of Transportation District 7 Public Information Office willbe responsible for communications with local agencies, media, and the public.This office will coordinate all inquiries and responses to the media and thepublic and be invited to all project meetings described in Section 7.0 ProjectReporting and Tracking. This will ensure that the Public Information office hasa thorough understanding of each project’s status and issues to better answerinquiries and provide project updates. Also, in addition to the internalcommunication strategy described in Section 8.A, the Public Information Officerwill be the point person to inform external customers, along with the media, ofproject information via our project newsletter, website, and one-on-oneinquiries. The intent is to be proactive and provide information before it isasked for. Local media will include the four Dayton television stations, and theDayton Daily Newspaper to provide messages to the public.

This office will convey updated commuter and traffic information, includingtraffic pattern changes, periods of lane closures, traffic delays, and work zoneaccidents to the media and public through their existing method of fax and


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email. Every two weeks, a newsletter with project updates, will be sent byemail to media, businesses, and local citizens that wish to receive it. A websitewill be available to the public which will include project status, photos ofconstruction, and the latest travel advisories.

The District 7 Public Information Office has been involved with efforts tocommunicate the impacts and benefits of the project to this area. As early asFebruary 2004, several public meetings were held with local hospitals,neighborhood associations, business associations, the local chamber ofcommerce, minority business enterprises, local emergency responders, andlocal colleges and universities.

Prior to construction, the Public Information Office staff will meet with localstakeholders to provide updated information on the project to them. Inaddition, news releases will be sent out frequently reminding the public of theproject commencing.

As each project phase is being constructed, the Public Information Office willsurvey the public and stakeholders – at least annually – to gain anunderstanding of the level of public satisfaction and to assure that project goalsare being met.

17.0 Civil Rights ProgramODOT in cooperation with the FHWA, the Ohio Contractors Association andvarious labor unions has created an Outreach Initiative in order to accomplishtwo goals – increase the number of certified and pre-qualified DisadvantagedBusiness Enterprise (DBE) firms that can successfully compete in the heavyhighway construction industry and also increase the On-the-Job (OJT)Training participation on ODOT contracts. An Outreach Initiative Team existsin all twelve of ODOT’s Districts. These teams are made up of internal ODOTpersonnel as well as contractors, union representatives and communityleaders.

The following Outreach objectives have been identified by the Outreach Teamin ODOT’s District 7:

Disseminate information about DBE and OJT through MetropolitanPlanning Organizations, County Commissioners, City Councils andother local meetings.

Investigate the existence of other Outreach committees in adjoiningcounties, relative to DBE issues and disseminate information throughthose committees/entities identified.

Target and attend job fairs in District 7. Investigate partnering opportunities with the Ohio Department of Jobs

and Family Services with their Office of Workforce Development and


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Workforce Investment Act Initiative. Send letters to certified Small Business Enterprises certified through

Cincinnati and Dayton who are not certified as DBEs. Target aresponse audience from these mailings and invite those firms to aninformational meeting regarding the DBE program. Individually callthose SBE firms who do not respond to the mailings.

Work with the Greater Dayton African American Chamber ofCommerce and the Dayton Urban League for their contacts withminority and disadvantaged entities.

Schedule appointments with contractors located in District 7 to promotethe ODOT OJT program.

ODOT District 7 held an outreach effort in February 2006 with persons inDayton. At this meeting, future projects that will be advertised for award werepresented to the group, along with information how DBE groups couldparticipate in this work.

The design consultants DBE requirements on phase 1A and 1B did not haveset goals prior to selection. However, a point system in the selection processawarded points for DBE participation on a sliding scale. For phase 1A, theprime, CH2M Hill, provided a 11.5% DBE commitment, and actually performedby DBE subconsultants 10.3%. For Phase 1B, the prime, AmericanStructurepoint, provided a 15% DBE commitment. DBE status was eliminatedfrom selection consideration when the goal system was implemented in 2005.For Phase 2, the prime, HNTB has a 10% DBE goal.

Once the project’s design is completed and the plans are filed to proceed tosale, the Office of Contracts reviews the project elements, the overall statewideDBE goals and assigns a required percentage to the specific job prior toadvertising. Phase 1A is the only project that has proceeded to advertising andhas an 8% DBE goal set.

18.0 Closeout PlanWhen a project phase nears construction completion, a Partnering closeoutmeeting will be held to bring together all final issues and begin the finalizationand C-85 generation process as per the Departments standard specificationsand procedures.

A final field review will be held for each project phase. The contractor, ODOTpersonnel, FHWA, City of Dayton, and the ODOT District 7 Finals Engineer,Steve Kremer, P.S., P.E., shall conduct a walk through and inspection of theproject work. Punch list items will be identified and documented. These itemsmust be re-worked prior to final acceptance of the project.

The Ohio Department of Transportation will then conduct a post construction


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meeting at the end of the project that will be attended by ODOT, FHWA, theCity of Dayton, the Design Consultant, and the Contractor. This meeting willprovide an opportunity to recap the work on the project, discuss project issuesand resolutions, and transition routine maintenance responsibility from ODOTto the City of Dayton.

19.0 Project DocumentationWith the size of this project, and the volume of documentation that will begenerated, it will be necessary to utilize a computer-based document controlsystem. District 7 currently uses the software program Domino DocumentManager from IBM/Lotus to manage document flow and storage. Computergenerated documents will be stored in the system and other documents will belogged and scanned upon receipt.

The search functions within Domino Document Manager are extensive toenable users to find documents using a variety of methods. Domino DocumentManager allows:

various security levels to be placed on each document access to information from remote sites through a web link workflow management

An essential component of all construction projects is “lessons learned” duringthe course of the project. This project will track issues and resolutions, errorsand solutions, along with any information that can be beneficial for futureprojects. After each phase of construction is completed, a final reportconsolidating this information, will be prepared and presented to the ExecutiveOversight Committee.

20.0 Other Possible SectionsNo other possible sections have been identified.


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21.0 Appendices

Appendix AFinancial Planhttp://www.dot.state.oh.us/dist7/projects/AppendixA.pdf

Appendix BPublic Involvement Planhttp://www.dot.state.oh.us/dist7/projects/AppendixB.pdf

Appendix CChange Order Review Flow Charthttp://www.dot.state.oh.us/dist7/projects/AppendixC.pdf

Appendix DDesign Consultant Key Personnel (CH2M Hill)http://www.dot.state.oh.us/dist7/projects/AppendixD.pdf

Appendix EDesign Consultant Key Personnel (American Structure Point)http://www.dot.state.oh.us/dist7/projects/AppendixE.pdf

Appendix FDesign Consultant Key Personnel (HNTB)http://www.dot.state.oh.us/dist7/projects/AppendixF.pdf

Appendix GDesign Consultant Quality Plan (CH2M Hill)http://www.dot.state.oh.us/dist7/projects/AppendixG.pdf

Appendix HDesign Consultant Quality Plan (American Structure Point)http://www.dot.state.oh.us/dist7/projects/AppendixH.pdf

Appendix IDesign Consultant Quality Plan (HNTB)http://www.dot.state.oh.us/dist7/projects/AppendixI.pdf


























