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How to Herd Cats:How to Herd Cats:Coordinating City Departments

and Private Partnerships toTransform the Downtown Riverfront

Your Presenters

Mark Kelsey, Esq., Director, City of Columbus, Department of Public Service

Ann Aubry, P.E., Deputy Director, Cit f C l b D t t f P bli UtilitiCity of Columbus, Department of Public Utilities

Bud Braughton, P.E., City of Columbus, Downtown Projects Coordinator

Dan Weis, H.R. Gray

Transforming theDowntown Riverfront

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Introduction and Background• Mayor Michael B. Coleman and City of

Columbus leadership presented a strategic business plan for downtown in 2002.

• Existing infrastructure: One-way streets, two major downtown bridges and utilities in j gcritical condition

• Deadline for completion: 2012, the City’s bicentennial

• Multiple projects and the need for coordination

“Herding Cats”• Multiple stakeholders and projects• Integrating project owners and managers

into a team effort• Downtown Project Coordinator• Infrastructure Scheduling Coordinator (ISC)• Infrastructure Scheduling Coordinator (ISC)

• Cost: $15,000 to $20,000 per month• Monthly coordination meetings

Bridge Replacements

Former Main Street BridgeBuilt: 1935-1937

Former Town Street BridgeBuilt: 1917-1921

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Main Street Bridge• Construction and inspection of bridge and West Bank Park (current contract amount): $56,003,013

• Completion expected in June 2010

Rich Street Bridge• Replaces old Town Street Bridge• Rich Street Bridge (Part 1): $28,154,342• West Bank Park (Part 1): $1,669,905• Second Street/Scioto Mile (Part 2): 3,078,319• Total: $32,902,567• Completion expected in summer 2011

One-Way Street ConversionsRiverSouth District

• Over 6,000 feet of downtown one-way streets aligned with parking lots:

- Town Street, Front Street, Main Street, Rich Street, Ludlow Street, Wall Street, ,

• Total Cost:RiverSouth Phase 1, $9,686,063RiverSouth Phase 2, $14,901,277 (est.)

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Development Initiatives

DevelopmentInitial residential development in RiverSouth includes 76 condos and 137 apartments.

DevelopmentThe Scioto Mile is a green corridor that connects downtown Columbus with the Scioto River.• Total Cost: $43,941,000• Two-way conversion of Civic Center Drive• Phase 2 includes the Riverfront Park scheduled for completion by summer 2011 in time for city’s 2012 Bicentennial

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Public Utilities

Proposed Roadway WorkLeading to Utility Evaluation

•• Combined sewer systemCombined sewer system•• 100100--yearyear--old waterline systemold waterline system

Capital Improvement Projects• Inflow Redirect • Replace/upgrade waterline network• Rehabilitate sanitary sewer• Add green infrastructure where possible

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Rich Street Bridge Project• Required removal of combined sewer regulator• Infrastructure Schedule Coordinator identified

critical path item• Inflow Redirect project must be completed prior

to bridge construction• Split from larger RiverSouth Roadway Project• Construction began September 2009

Scioto Mile Park• Enhance existing park• Bury wall and expand park creating a river edge

Olentangy-Scioto Intercepting Sewer

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Olentangy-Scioto Intercepting Sewer•• Constructed 1920sConstructed 1920s•• 10’ x 12’10’ x 12’•• Timber piersTimber piers•• Actual condition of Actual condition of

kksewer unknownsewer unknown•• Potentially affected Potentially affected

by loading changesby loading changes•• Stabilize and MonitorStabilize and Monitor

•• Complete before fillingComplete before filling

Floodwall – Civic Center Drive

Bioretention Cells – Town Street

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Town Street Transformation

Town Street Transformation

Town Street Transformation

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Front Street Improvements

RiverSouth District Scope:• Two-way traffic conversion• Utility upgrades: water, sewer, electric• Roadway mostly full-depth reconstruction

• Recycled bricks and cobbles on Town and Wall Streets• Brick center turn lanes

S li h d i l l

One-Way Street Conversions

• Street lights and signal poless• Street signs and striping• Granite curb• Landscaping, trees/planters• Off-peak parking• Brick and concrete sidewalkss• Brick crosswalks• Bike racks and street furniturere

Initial Program – 8 Core Projects

•• Main Street BridgeMain Street Bridge•• Town Street ImprovementsTown Street Improvements•• Front Street Traffic ChangeFront Street Traffic Change•• Scioto Mile PromenadeScioto Mile PromenadeScioto Mile PromenadeScioto Mile Promenade•• Scioto Mile Scioto Mile RiverwalkRiverwalk•• Rich Street Bridge ProjectRich Street Bridge Project•• Olentangy/Scioto Interceptor Sewer Olentangy/Scioto Interceptor Sewer

Augmentation and Relief Sewer Project Augmentation and Relief Sewer Project (OARS)(OARS)

•• RiverSouth DevelopmentRiverSouth Development

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Infrastructure Schedule Coordinator• Coordinate between multiple projects and owners

involved in program• Compile and monitor schedules from all projects

in RiverSouth area• CompleteComplete

program by 2012

Infrastructure Schedule Coordinator Scope

• Foster partnerships• Establish procedures• Develop program strategy

1. Project Mobilization

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• Schedule development• Develop and monitor program schedules• Design schedules• Construction schedules

• Master schedule

2. Schedule Management

• Identify conflicts or coordination issues before they affect time or budget

• Identify critical milestones and events

• Scheduling system implementation• Website services

• Project summaries• Project schematics• Project schedules

3. Program Scheduling System

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www.pavingtheway.org

• Interacts with all city consultants/contractors• Recommends contract types and timing• Reviews project scope and front-end

documents for program specific items

4. Contract Administration

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• Communicate with public• Paving the Way• Public Web site• Columbus Service Center - 311

5. Public Outreach

6. Design Coordination• Design process schedule monitoring• Project coordination• Constructability reviews• Drawing preparation

• Traffic maintenance• Traffic maintenance• Project sequencing• Project limits

• Review order of construction• Recommend required adjustments• Prepare critical issue reports• Prepare schedule status reports

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7. Construction Phase Services

• Resolve issues resulting from unknown conditions

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• Prepare monthly progress reports• Develop and implement feedback system• Monitor and report schedule compliance

8. Performance Tracking & Evaluation

• Attend weekly progress meetings• Other affected parties – Ohio Dept. of Transportation,

American Electric Power, et al• PowerPoint presentations• Public meetings

9. Meetings

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RiverSouth projects began in early 2008. No delay claims or serious scheduling issues have resulted as a significant amount of planning and work has been performed to date, such as:

Town Street Streetscape 100% Complete

Benefits of Using an ISC

Town Street Bridge Demo 100% CompleteScioto Mile Phase 1 100% CompleteAEP utility relocations 70% CompleteRiverSouth Phase 1 95% CompleteResidential development 90% CompleteMain Street Bridge 80% Complete

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From Eight to Twenty-Eight: The RiverSouth Program

Main Street BridgeTown Street ImprovementsRiverSouth Roadways Phase 1RiverSouth Roadways Phase 2RiverSouth Phase 2 Inflow Redirection

Franklin County CourthouseAEP Improvement ProjectsColumbia Gas Services Projects120 W. Gay Street River District East Improvements

Scioto Mile Phase 1Scioto Mile Phase 2Rich St. Bridge/Town St. Bridge DemoOARS Sewer RiverSouth DevelopmentFront and Rich Parking GarageFourth and Elm Parking GarageCombine Area Sewers RenovationDowntown Event Coordination

MCI Cable RelocationSkyBridge DemolitionHigh Street Crosswalk Repairs25 South Front Window ReplacementOhio Dept. of Jobs and Family ServicesI-70 / I-71Broad Street Bridge ResurfacingFranklin Main RehabilitationCity Center Mall Demolition

RiverSouth Program Area

Building Teams• Multiple owners with diverse interests

• City of Columbus• Franklin County• State of Ohio• Private, non-profit

development organizations• Private developers• Private utility companies

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Specific Program Issues• Multiple projects in a small area • Numerous designers and

contractors constructing interfacing and interdependent projectsp j

• Maintaining the City’s relationship with the public

Addressing the Program Issues1. 1. Master Program Schedule2. Communication and Report Systems3. Coordination and Issue Resolution

Addressing the Program Issues1. Master Program Schedule

Included the Design, Bid & Award, and Construction phases of all projects

Applied logic between projects

Recognized interdependent activitiesRecognized interdependent activities

Identified potential schedule issues

Determined Program Critical Path

2. Communication and Report Systems3. Coordination and Issue Resolution

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Master Summary Program Schedule

Program Issues

Addressing the Program Issues1. Master program schedule2. Communication and report systems

External communication and public relationsInternal communication

Bi-monthly meetingsBi monthly meetings with stakeholdersWeb siteProgram issue reports

3. Coordination and issue resolution

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External Communication and Public Relations

• Maintained access to local businesses and limited inconveniences to the public

• Public meetings• Developed public

Web site

Internal Communication• Developed internal Web site to be accessed by

Contractors, Owners, Designers and ISC personnel • Individual project schedules• Critical Program and Project issues• Maintenance of Traffic information• Master schedule• Discussion board

Program Issue Reports• Employed as a

tracking method• Includes issue

descriptions and possible resolutionsp

• Distributed to relevant personnel of affected projects

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Specific Issue Analysis

Addressing the Program Issues1. Master program schedule2. Communication and report systems3. Coordination and issue resolution

Work area timelines

Maintenance of Traffic

Coordination with downtown events

As-Built Information and Project Coordination

Street Improvement & Development Coordination

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Maintenance of Traffic Issues• Limit inconveniences to motorists• Provide accessible and safe walking paths

• If not technically feasible, install a signed,pedestrian detour

• Provide entry points toy peach project site for construction traffic

• Maintain access toadjacent properties

Solutions to MOT Issues• City standards were set for each roadway

on a per-street basis• Developed diagrams to help forecast

potential issues• Identified possibleIdentified possible

solutions through scheduling and phasing

Construction Influence on Maintenance of Traffic

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Construction Influence on Maintenance of Traffic

Construction Influence on Maintenance of Traffic

Coordination with Downtown Events• Red, White & Boom Fourth of July celebration• Jazz & Rib Fest• Race for the Cure• Other parades and festivals

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Project Specific IssuesOlentangy-Scioto Intercepting Sewer (OSIS) Stabilization ProjectTown Street Bridge demolitionChanges in funding sources

RiverSouth Phase 2

Rich Street Regulator Abandonment

Olentangy-Scioto Intercepting Sewer Stabilization Project

Minimize impact to the Scioto Mile Park work and the Rich Street Bridge

Town Street Bridge Demolition• Bridge removed from service in 2008 as a safety

precaution• Demolition contractor had to be clear of the east

bank by 6/30/09 for Scioto Mile work to proceed

March 2009 June 2009

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Changes in Funding Sources• Timing was shifted for the project

• Coordination with City approval process• Unforeseen circumstances (i.e. stimulus funding)• Work constructed as two independent projects.

Program Challenges• Diversity of Owners• Number of projects• Timely and accurate information

• Schedule updates• As-Built informationAs Built information• Communication

Program Successes• Minimized inconveniences to pedestrians,

motorists and downtown events• Helped the multiple project owners minimize

delays and meet project goals• Identified cost savings opportunities• Identified cost savings opportunities

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Project Funding – Main Street Bridge• Funding sources

• State Infrastructure Bank loan• Ohio Department of Transportation• Mid-Ohio Regional Planning Commission• Ohio Public Works

Commission• Federal Earmark

Project Funding – The Scioto Mile• Public funding sources

• City of Columbus, Recreation & Parks Department• Franklin County• State of Ohio • Federal Department

of Transportation • Federal Department

of Interior • Ohio Cultural

Facilities Grant

• Private funding sources• American Electric Power• Huntington Bancshares, Nationwide Insurance,

Robert F. Wolfe & Edgar T. Wolfe Foundation, Battelle, Scotts Miracle-Gro, Limited Brands, Columbia Gas, The Columbus Foundation, JP Morgan Chase, Grange Insurance, NetJets, Ingram White Castle Foundation, Crane Family Foundation Cardinal Health Joseph A Jeffrey Fund of the Columbus

Project Funding – The Scioto Mile

Foundation, Cardinal Health, Joseph A. Jeffrey Fund of the Columbus Foundation, Industrial Contractors, New Albany Company, Abbott Laboratories, Sun Technical, Bowen Engineering

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Project Funding – RiverSouth• Funding sources

• City of Columbus, Department of Public Service• City of Columbus, Department of Public Utilities• Columbus Downtown Development Corporation• Ohio Public Works Commission• American Recovery and Reinvestment Act • Franklin County Courthouse• Federal Dept. of Transportation

How to Herd Cats:How to Herd Cats:Coordinating City Departments

and Private Partnerships toTransform the Downtown Riverfront