Ohio Department of Transportation

Ohio Contractors Association

Don Conaway Partnering Award

2015 Nomination

Nomination Deadline: Friday, January 9th, 2015

1980 West Broad Street Columbus, Ohio 43223

614-466-4789

www.dot.state.oh.us/pages/home.aspx

www.ohiocontractors.org/default.aspx

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DON CONAWAY PARTNERING AWARD CATEGORIES

A project team, consisting of the Contractor and ODOT, will be recognized in each of the following project categories:

Category 1 – (Under $5 Million)

Category 2 – ($5 – $20 Million)

Category 3 – (Over $20 Million)

2015 ELIGIBILITY REQUIREMENTS

Projects must be substantially complete by Dec 31, 2014.

All ODOT let construction projects are eligible.

A project can only be nominated once for consideration of this Award.

Projects must be nominated jointly by both the Prime Contractor and respective ODOT District.

AWARD PROGRAM GUIDELINES

Nomination Deadlines and Submittal Information Nominations to be sent/ emailed to: Chase Wells, ODOT Partnering Coordinator – by Friday, January 9th, 2015 1980 West Broad Street Columbus, Ohio 43223 Mailstop 5190 For questions contact: Chase Wells, 614-466-4789, Chase.Wells@dot.state.oh.us Selection Criteria

Establishment and achievement of goals.

Management of Key Stakeholder relationships.

Subcontractor involvement in the Partnering Process.

Safety Record of the Project.

Challenges encountered and the means to overcome.

Utilization of the Dispute Resolution Process.

Mitigation Efforts to reduce the risk of claims.

Project completion On Time and within Budget.

Value Engineering Change Proposals.

Demonstration of Partnering Values.

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Selection Process The Don Conaway Partnering Award selection process is conducted by the ODOT OCA Partnering Steering Committee which is comprised of both ODOT Central Office and District, OCA, and Contractor members. The Committee oversees the award process and has final eligibility and award determination. The Award recipients are recognized each year at the annual Don Conaway Conference. The evaluation and selection process is as follows: 1. The ODOT Partnering Coordinator review submittals for eligibility and adherence to the requirements. 2. Committee reviews nominations against the criteria. 3. Selection of finalists for the award for each project category. 4. Verification/clarification of recipient information and results (if needed). 5. Presentation of the Award at the annual Conaway Conference.

Note: Any Committee member who has a business relationship to a potential winner will be excused from participating in the determination of the award.

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2015 Don Conaway Partnering Award Nomination

Nomination Form

To Check/Un-Check Boxes: Right Click on Box, Select Properties

Check only one project category below: Category 3 ($500M and above)

Under $5 Million (Category 1)

$5 Million - $20 Million (Category 2)

Over $20 Million (Category 3)

Application Information

To Enter Info. into the Boxes: Right Click on Box, Select Properties, Type Info. into “Default Text.”

Project Number: 09-1080 Project Location (C-R-S): HOC US33 19.89 Project Description

Approximately 4 miles of roadway construction consisting of 6,952,181 cubic yards of excavation, 4,367,990 cubic yards of embankment, 10 bridges and over 26,000 linear feet of drainage. Note: Please provide any project photos along with this nomination form. Team Members Daniel McDonald – ODOT Project Engineer The Beaver Excavating Company – Prime Contractor

A&A Safety – Maintenance of Traffic and Traffic Signal Subcontractor

A.B. Industries – Clearing Subcontractor

Altier Brothers – Gas Well Plugging Subcontractor

Armstrong Steel Erectors – Rebar and Beam Erection Subcontractor

Boca Construction – Pavement Removal Subcontractor

B.U.D.S. – Drainage and Curb Subcontractor

Coady Construction – Rumble Strip Subcontractor

E.L. Robinson – SWPPP and Inspections Subcontractor

Flick Drilling – Drilling Subcontractor

Frontz Drilling – Drilling Subcontractor

Forest Construction Company – Seeding and Planting Subcontractor

Hilltop Energy – Blasting and Presplitting Subcontractor

Kneisel Contracting Corporation – Pavement Markings Subcontractor

Lepi Enterprises – Asbestos Abatement Subcontractor

LyndCo – Maintenance of Traffic and E&S (Partial) Subcontractor

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McKinney Drilling – Drilling Subcontractor

Miller Cable Company – Lighting and Signals Subcontractor

NES Construction – Painting and Sealing Subcontractor

On-Site Stud Welding – Structural Steel Stud Welding Subcontractor

PDK Construction – Signs and Guardrail Subcontractor

Shelly and Sands – Paving Subcontractor

Sauls Seismic – Pre-Blast Survey Subcontractor

Twin Rivers Construction – Painting and Sealing Subcontractor

Veach Trucking – Trucking (Partial) Subcontractor

Wallace Fencing – Fence Subcontractor

W.L. Markers – Raised Pavement Marker Subcontractor

ODOT Project Engineer: Daniel McDonald Telephone Number: (740) 707-7227 Email: Daniel.McDonald@dot.state.oh.us

Prime Contractor: The Beaver Excavating Company Contact Name: Ted Wellman Telephone Number: (330) 478-2151 Title: Sr. Project Manager

Email: tedw@beaverexcavating.com Mailing Address: 2000 Beaver Place Ave., S.W. Canton, OH 44706

Sub-Contractor: Shelly & Sands Contact Name: Brian Little Telephone Number: (614) 444-5100 Title: Area Manager

Email: blittle@shellyandsands.com

List additional Sub-Contractor(s) if applicable: Hilltop Energy Contact Name(s): Kim Vollnogle Email(s): kvollnogle@dwdickey.com Title: Project Superintendent

Designer: Alan Craig Title: Project Manager Telephone Number: (740) 568-3954 Email: Alan.Craig@dot.state.oh.us

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Partnering Facilitator (if applicable): Self-Facilitated, duties were shared equally between ODOT District 10 and The Beaver Excavating Company. Jack Ford (Beaver Excavating Vice President) and Steve Williams (ODOT District 10 Deputy Director) initiated the partnering process and passed along to Clay Korner (Beaver Excavating Site Project Manager), Daniel McDonald (ODOT District 10 Project Engineer) and the jobsite personnel to see that the initial goals were achieved.

Project Data

Project Bid Date: 07/29/2009 Project Award Date: 08/06/2009 Original Completion Date: 07/31/2013 Substantial Work Complete Date: 10/01/2013 Original Project Bid Amount: $92,878,443 Final Project Amount: $85,664,550

What goals were established and how were they achieved?

9 goals were established for the project at the Pre-Job Partnering Meeting

1) Safety 2) Satisfy Federal Oversight 3) Quality 4) Profitable with Minimal Change Orders 5) Environmental and Public Commitments Satisfied 6) Schedule 7) No Claims 8) Training of Personnel for Future Projects 9) Owner Satisfaction

The top 5 goals were broken down individually to ensure all aspects were covered, discussed, and assigned responsibilities to certain individuals to see that the goals were obtained and carried throughout the duration of the project.

Goal Breakdown Safety Visitors to Site

- Signage at every entrance on the project (Stan A.) - ODOT site personnel to assist monitoring for trespassers (Daniel) - Contact police and maintain communications with them (Clay)

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Traffic - Meet or exceed contract requirements for M.O.T. (Brian R.) - Alternate M.O.T. at Southeast end tie-in to existing 4-lane (Ted) Large Number of People on Project - Beaver to maintain existing safety program and weekly site visits from

company safety officer (Randy) - Weekly Tool Box Safety Talks (Tom) - Workforce site orientation (Tom), inspectors (Daniel), and consultants (Clay) - Reflective vests and hard hats required for all people entering the site at any

time (Clay, Tom, Daniel) Weather Conditions - Always maintain 3 points of contact when climbing in and out of equipment

and trucks (Tool Box Talks) - Dust control during dry conditions (Tom)

Satisfy Federal Oversight Site Visits and Audits

- All supervisors, engineers, foreman, and inspectors need to be aware of probable visitors (Tom, Daniel, Clay)

- Develop a plan/contact when visitations are made and communicate the plan to the jobsite and offices (Jack, Steve)

- Change orders kept up to date and well documented (Steve) - Files kept up to date and orderly (All) - OSHA training (Randy)

Quality Rideability/Duration/Appearance

- Special attention to the bridges, approaches, and roadway plans and constraints (All)

- Special attention to backfill at pipe and structures (Tom) - Possible pilot project with Central Office (Steve) - Benching and cut/fill interface (Tom) - Additional settlement plates? (Don) - Slopes trimmed per 203.08 (Tom) - Workmanship (All) - Drainage

Drain ponding water (Tool Box Talks) Collect springs (Tom, Daniel)

Profitable with Minimal Change Orders Value Engineering

- Mine grouting (in review), January approval (Steve) - Bridges (in initial stage), March approval (Jeff, Steve) - Culverts (in initial stage), January approval (Ted, Steve)

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Minimize Change Orders - Communication (All) - Mitigate as soon as possible (All) Minimize Rework - Know ALL contract documents (All) - Do no bury any problems (Tool Box Talks) - Do it right the first time (All) Safety - See Goal #1

Environmental and Public Commitments Satisfied Wayne National Forest

- Know commitments and contract requirements (Clay, Daniel) - All employees watch video (Clay) - All equipment cleaned (Tom) - Maintain records (Clay) - Good Communications (Steve) Seed Specifications - Ensure the seed specifications are met per plans (Forest Construction, Clay) Erosion and Sedimentation Controls - Maintain as-builts in trailer (Clay) - Revisions to SWPPP (E.L. Robinson) - Weekly and Storm Event inspections (Clay), must have proper certifications,

statements and signatures - Monthly inspections by SWPPP engineer (E.L. Robinson) - Daily Maintenance (Tom) - BMP’s

Construction entrances (Tom) Temporary seed and mulch (Clay)

- Awareness of importance (Tool Box Talks)

Who were the Key Stakeholders and how were the relationships managed?

Department of Transportation, Beaver Excavating, Wayne National Forest, General Public, City of Nelsonville, FHWA, and the Ohio University were all Key Stakeholders on the project. Constant communication was kept with all of the Key Stakeholders and their representatives. During the monthly progress meetings held between ODOT and Beaver Excavating, representatives from the Key Stakeholders would join in on the meetings to discuss potential issues and concerns in reference to the particular phase the project was in. All issues and concerns were discussed, documented and addressed in a timely manner.

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How were subcontractors involved in the Partnering process?

Major subcontractors attended the monthly progress meetings held between ODOT and Beaver Excavating to ensure an open line of communication of work being performed and planned work for the near future. Any potential concerns or conflicts with other subcontractors, suppliers or Beaver Excavating would be discussed with the subcontractors to ensure the project continued to run smoothly with a large quantity of subcontractors performing work at one time.

List any teambuilding activities or unique motivational activities:

The project representatives from both ODOT and Beaver Excavating not only associated with each other on a professional manner, but in a personal manner as well. Getting to know each other on a personal level created a healthy, working relationship between all project affiliates. A Pre-Construction partnering meeting was held to initiate the partnering process between ODOT and Beaver Excavating and introduce all team members whom were going to be involved with the project. Furthermore, monthly progress meetings were held as well as yearly partnering meetings due to the longevity of the project to see that the initial goals were still being met and upheld. In addition, the annual partnering meetings were accompanied with potluck luncheons with one year being a friendly competition of a chili cook-off. Safety Record of the Project:

A total of 315,426 man-hours were worked on the project with only one recordable injury. Special attention was made to the local school due to the close proximity of work activities. Beaver Excavating did some unique safety training, having a program for the local Nelsonville-York High School with the dangers of a work zone crossing of very large dirt trucks (773’s). This crossing was on a busy roadway that was used by students to get to school. The project superintendent recognized the hazard and contacted the school and Beaver Excavating’s safety department to put the program together. The Principal held an assembly and Beaver Excavating, along with ODOT, presented the dangers if they didn’t respect the work zone crossing and temporary traffic lights. The summer long crossing finished with zero incidents.

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Challenges or Obstacles encountered and the means used to overcome?

Waste Area 4 Failure:

The first major dispute encountered involved the waste area established for the project. This Project was unique in that a large portion of the project was located in Wayne National Forest. Due to this, there was an emphasis put on potential environmental impacts and an extensive Environment Impact Study was performed ahead of time. In order to reduce the time impacts involved in getting environmental approval for a waste area, the Department obtained property and provided a location for the waste that had been environmentally cleared before the contract sold. Three months into the project, a large slope failure occurred in the waste area. This waste area was intended to hold 2.4 million cubic yards of waste which accounted for approximately 95% of the waste on the project. Once the failure occurred, there was much discussion as to who was responsible for the repairs. Beaver Excavating’s stance was that ODOT was responsible for the repairs since they had specified the location. The Department’s stance was that Beaver Excavating was responsible for the repairs according to the specifications and the plan requirement that they provide a stability plan for the waste area. There were initial fears that the impacts from the failure could cause major delays since there were no clear alternatives for wasting the excess material. As the issue advanced through the claims process, several alternatives were being explored. Ultimately, during the Step 3 claims hearing it was decided that the foundation for the original waste area was inadequate to hold the intended capacity, but ODOT would provide a design to maximize the amount of waste that could be placed there. It was also determined that ODOT would provide a design to develop a new waste area in a location that had been intended as a utility corridor but had gone unused. In turn, Beaver Excavating agreed to drop the down time that had been billed during the delay of work. If it had not been for the partnering effort put forth by all parties, the impacts could have led to severe delays that could have pushed the project out years beyond the original completion date. VECP Denial and Large Quantity Under-run: The second major dispute involved the denial of a VECP. Nearly a third of the original contract cost was dedicated to work items used to grout abandoned underground mine voids. Beaver Excavating had pursued a VECP to non-perform the grouting of underground mine voids and instead implode the roof rock into the voids and perform deep dynamic compaction on the remaining overburden. ODOT was initially open to the idea, and it was pursued further. The VECP was ultimately denied when Wayne National Forest weighed in and explained that the plan would likely increase the amount of acid mine drainage created from groundwater passing through the fractured coal seams.

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Beaver Excavating claimed that the denial of the VECP was unfair due to the fact that it was rejected by an outside agency that was not part of the construction contract. ODOT’s opinion was that the VECP was rejected by the Department regardless of how the denial came about. The Department was put on notice that this issue would be advanced through the claims process. The third major dispute involved a large under-run in material quantities. As discussed, nearly a third of the project cost was involved with injecting grout into abandoned underground mine voids. Midway through the grouting process, it was observed that the project was only on pace to use approximately 24% of the original quantities of grouting material that had been set up for the project. Beaver Excavating explained that the project was bid with fixed costs associated with these items based on the assumption that there would be four times the amount of materials used. They stated that the contractual 104.02 adjustment did not provide fair compensation for such a large under-run. Eventually, both parties agreed to adopt a new 104.02 adjustment table that was being developed for the 2013 Specifications. Beaver Excavating was willing to drop the claim regarding the VECP denial and ODOT was willing to modify the contract to adopt the new adjustment table to compensate Beaver Excavating for the severe under-runs. Again, if the either party had been unwilling to keep an open mind to proposed alternates and worked together towards a resolution, the project would have likely suffered negative impacts that would have lingered well past the contract completion date. Fill Rates on Ramp G: Another challenge encountered by the project was the fill rate that was established for Ramp G as part of the General Notes. The notes dictated that the embankment in that location only be built at a maximum rate of 2 feet every week or as dictated by the piezometer readings. The foundation materials under Ramp G were determined to be unsuitable for standard embankment rates. The foundation consisted of approximately 60 foot of wet clay with fine particle sizes and poor capillary action. The fear was that if the embankment was built too quickly, the pore pressures in the base materials would build up and cause a foundation failure. During construction it was observed that it often took over 2 months for the pore pressures to dissipate to a point where another lift could be placed. Beaver Excavating notified ODOT that the fill rates would likely affect the contract completion date and create delay costs for other impacted work items. ODOT worked with a consultant to provide a plan to address this issue. The solution provided was to add wick drains through the embankment that had already been built and into the clay base layer. A granular blanket was also added to allow the water to drain to the face of the slope.

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Beaver Excavating worked quickly to get a sub-contractor lined up to perform this work. Once the work was completed, the results were instantly noticeable as the pore pressures would drop back to an acceptable limit within a week of placing an additional 2 feet of embankment. Girder 6 on ATH-33-0124 RT: After erection of the 9’-7’’ tall steel plate girders on the ATH-33-0124 RT Structure, the surveyors shot the beam lines and discovered one of the girders did not have the required camber called out by plans. After review of all of the plan dimensions, the erection procedure, and shop drawings, there still was no clear answer as to what created the issue. An emergency meeting was called between Beaver Excavating, ODOT, The manufacturer of the girders and the erection sub-contractor, Armstrong Steel. After the meeting, detailed field measurements were made and it was determined that a fabrication error had occurred. All parties quickly worked together to find a solution that would provide an acceptable repair in a timely manner. It was determined that the supplier would provide new splice plates that would be field drilled to fit after the erectors positioned the girder in the location required by plan. The structural items were on the critical path of the progress schedule and would have delayed the project completion date if not addressed as quickly as they were. Ohio University Settlement Monitoring: Ohio University had proposed a research project to ODOT that would use modern advancements in technology to monitor any potential settlement that may occur on the project in the future. They specifically focused on areas of the project where underground mine voids were known to be present, but were not filled with grout due to the depths of the voids and the durability of the rock above the mines. Multiple piezometers, inclinometers, and TDR cables were included in the proposal with the intent that any settlement in these areas would be detected early and would give the department time to plan any needed repairs well before any type of major failure would occur. ODOT agreed to the proposed work and asked Beaver Excavating to submit pricing to assist Ohio University with the support necessary to install the monitoring system. It was critical that all parties worked together to ensure that the system would not conflict with other work items to be installed later on in the project. While the installation of the system did provide plenty of challenges at times, all parties worked together well to complete the task as proposed. The system is currently in place and provides real-time information to ODOT of any settlement that is occurring in those areas. Bridge Ride Study: ODOT’s Office of Technical Services informed the project that research funding was available to study bridge ride. They wanted to attempt some innovative solutions on the project to

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reduce the typical bumps that occur at bridge approach slabs. A meeting was scheduled between Beaver Excavating, ODOT project personnel, and ODOT representatives from Technical Services to develop proposed solutions to improve the ride of the bridge/fill interfaces. Several ideas came out of the meeting. These included lengthening the approach slabs, installing geo-grid in the fills leading up to the approach slabs, installing micro-piles under the approach slabs, squaring up the approach slab to the pavement panels rather than the skew of the bridge, and diamond grinding all surfaces through the bridge approach to meet the requirements of PN 555 and establish an IRI of less than 130 inches per mile. Although the results of some of these methods may not be known immediately, all parties worked together in an effort to develop the solutions they felt would best improve the bridge ride. If applicable, what Mitigation Efforts were taken to reduce the risk of claims?

Being that reducing the number change orders and no claims were initial goals of the project, it was of the upmost importance of ODOT and Beaver Excavating to try and handle all issues at the project level. Due to the proactive effort between the onsite personnel of ODOT and Beaver Excavating, many issues were resolved without resulting in any early written notices or claims. A constant line of communication was sustained between ODOT and Beaver Excavating to ensure the mitigation of possible claims was conducted early on in the process. ODOT and Beaver Excavating agreed that the “Gotcha” attitude was not a good contribution to the partnering process and that all possible issues and/or concerns were brought to the forefront and discussed between all respected parties.

Number of Early Written Notices Received: 8, early in the project, early written notices were a regular occurrence. As the project continued on “early written notices” were incorporated into a less formal process. Email correspondence became a regular means of documenting agreements and written notifications on the project. As topics were discussed, a “Thoughts of the Day” email was sent to ODOT to highlight topics discussed and agreed upon between ODOT and Beaver Excavating.

Number of Step Two Disputes: 2

Number of Claims: 2

If applicable, how were conflicts resolved once in the Dispute Resolution Process?

As mentioned prior, there were two instances where issues escalated to the Dispute Resolution Process. The first, dealing with the failure of Waste Area 4, was settled as a result of the findings in a Step 3 hearing and a compromise was proposed by the Chairman of the Dispute Resolution Board (The Deputy Director of Construction Administration). The second instance involved the VECP proposed to eliminate the

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mine grouting as well as the project under-run on the mine grouting quantities. Although the second instance entered into the formal Dispute Resolution Process, it was ultimately resolved through negotiations between the District Administrators and the executive management for Beaver Excavating. This resulted in a compromise that both parties could accept.

List the number and savings from the Value Engineering Change Proposals:

Although several VECP's were proposed, only one was approved by the Department. Beaver Excavating proposed and alternate material for the 42" Special Design Culverts on the Project. The Project plans required the use of a special design prestressed concrete cylinder pipe (American Water Works Association Standard C301). There were a total of four locations for this pipe and this VECP changed the material to a Heavy Wall Reinforced Concrete Pipe with various D-Loading depending upon the depth of the culvert. These changes lead to a total project savings of $78,498.48, resulting in a cost saving to The Department of $37,749.24.

How did the project finish in relation to critical milestones?

Even with all the major impacts the project experienced, the project was opened to through traffic only 2-3 months past the original completion date. These delays were niether the fault of ODOT nor Beaver Excavating, but were all excusable delays per the contract and ODOT specifications. How did the Project Team demonstrate that Partnering added Value to the project?

Developing a close relationship with the project individuals for ODOT and Beaver Excavating allowed the project to mitigate issues and discuss concerns in a professional and proactive manner. Presenting potential issues immediately to ODOT’s attention and ODOT attaining answers as soon as possible was a key factor in the project’s partnering. Furthermore, Beaver Excavating has taken part in many large, partnering projects and knew the importance of partnering throughout the duration of the project, especially since the project spanned over 4 years. Beaver Excavating, along with ODOT personnel, took it upon themselves to see that partnering was executed continuously. The Project made it a point to conduct yearly partnering meetings to address and discuss the initial goals established and see that these goals continued to be met.

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List any Quality Awards the project has received (e.g. Smooth Pavement Award).

The Nelsonville Bypass Project won the President's Award for Environment, which is sponsored by AASHTO. This is a national award that recognizes the best environmentally-friendly transportation project in America. The Nelsonville Bypass Project was also selected as one of the AASHTO’s Top 10 America’s Transportation Projects. This is the first time an ODOT project ever made the Top 10. Please share any innovative ideas or lessons learned from the project that would provide advice to other teams and how they could improve their projects. The on-site personnel of both Beaver Excavating and ODOT learned to let go of issues that were out of their hands and had to be resolved at the next level. By doing this, the day to day operations were not affected by negative feelings regarding who got the best end of compromises made. The project as whole also felt that having yearly partnering meetings was extremely beneficial to keep focus on the goals that were established as well as continue to aim towards project partnering. With a project of this size and duration, a yearly partnering meeting will prove beneficial to all parties involved. Any additional facts which would assist in the award determination: It is also noteworthy to mention that over the course of a 4 year project, the personnel was constantly changing. There were 4 different General Superintendents, 4 different Bridge Superintendents, 2 on-site project managers, 3 different DCE's, and foreman and inspectors from year to year as well as the ODOT Project Engineer being promoted to Area Engineer. Despite these many role changes, the project continued to run smoothly and efficiently. Beaver Excavating and ODOT knew the importance of the project and what it provided to the local community and traveling public. All parties made a point to make each personnel change a smooth and seamless transition and kept the same goals in mind regardless of who was directing the work. By submitting this application form, all materials become the property of ODOT’s Statewide Partnering Committee and may be used in education, marketing and promotion for the Don Conaway Conference. Prime Contractor Name: Ted Wellman Title: Sr. Project Manager Organization: The Beaver Excavating Company Phone: (330) 478-2151

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Email: tedw@beaverexcavating.com

ODOT District Name: Daniel McDonald Title: Project Engineer Organization: ODOT District 10 Phone: (740) 707-7227 Email: Daniel.McDonald@dot.state.oh.us