Ohio Department of Transportation Ohio Contractors ... · The purpose of the project was to construct five new buildings and renovate two existing buildings to allow District 1 to

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

Ohio Department of Transportation�Ohio Contractors Association�Don Conaway Partnering Award �Deadline: Jan. 9th, 2015

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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, [email protected] 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:

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: 13-2007 Project Location (C-R-S): District 1 Campus Redevelopment Project Description

The purpose of the project was to construct five new buildings and renovate two existing buildings to allow District 1 to consolidate all district and Allen County work units into a single campus location. This project was the largest ODOT-let facility project ever constructed. Features of this project included the construction of a new Allen County maintenance garage complex including renovation of the existing district garage to add office space, a wash bay, and carpenter shop. Newly constructed facilities at the Allen County garage complex include an equipment storage building, lean-to storage building, salt barn, fuel island, parking lots, and lay-down lots. Also, construction of a new roadway services maintenance garage complex included renovation of the existing district office to reconfigure existing office space. Newly constructed facilities at the roadway services garage complex included an equipment storage building, lean-to storage building, parking lots, and lay-down lots. Note: Please provide any project photos along with this nomination form. -Photos are included at the end of the form.

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Team Members (Please identify the ODOT Project Engineer, Prime Contractor, Designer, Subcontractors, and Partnering Facilitator)

• ODOT Project Engineer: Chris A. Hughes Telephone Number: (419) 549-6019 Email: [email protected]

• Prime Contractor: Mosser Construction Contact Name: Shawn Tooman Telephone Number: (419) 680-1197 Title: Project Manager

Email: [email protected] Mailing Address: 122 S. Wilson Ave.

Fremont, OH 43420 • Sub-Contractor: Shelly Company Contact Name: Jon Niebel Telephone Number: (419) 204-8002

Title: Area Manager Email: [email protected] • List additional Sub-Contractor(s) if applicable: Ed Harden Excavating Contact Name(s): John Shearer Email(s):

• List additional Sub-Contractor(s) if applicable: Black Swamp Steel Contact Name(s): Jared Kalb Email(s): [email protected] Additional Subcontractors: Ohio Plumbing & Electrical Sidney Electric Overhead Door Company Zimmerman Paint Vulcan Fire Protection Mud Construction Commercial Glazing Systems JMC Mechanical K&R Excavating & Landscaping R&C Fence

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Duffey Concrete Cutting Hume Supply KCS Contracting Oglesby Construction Hite Concrete Pumping Waibel Energy Systems Buckeye Pipe Inspection • Prime/MEP Designer: Advanced Engineering Consultants - Gavin Lim

Telephone Number: (614) 486-4778 Email: [email protected]

• Architect: Moody Nolan - Bill Reinehr Telephone Number: (614) 461-4664 Email: [email protected]

• Civil Designer: American Structurepoint - Shawn Goodwin Telephone Number: (614) 429-7978 Email: [email protected]

• Partnering Facilitator (if applicable): This project was self-facilitated between ODOT

and the contractor. Darren Schimmoeller, ODOT District 1 Construction Administrator, and Doug Shealy, Mosser Construction Vice President, facilitated partnering activities.

Project Data

Project Bid Date: 11/8/2013 Project Award Date: 11/14/2013 Original Completion Date: 12/31/2014 Substantial Work Complete Date: 11/25/2014 Original Project Bid Amount: $4,219,500 Final Project Amount: $4,266,636

What goals were established and how were they achieved?

Several project goals were established at the initial partnering session including the following:

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- Maintain a safe project site: Safety was given top priority at all times on this project. Safety was discussed at routine jobsite safety meetings that included participation from ODOT and the contractors and at weekly progress meetings. - Build the project with a workable on-time schedule: Using the critical path method (CPM) schedule, the project team worked to ensure that the project was completed over a month ahead of schedule despite record cold and snowfall in the beginning of the construction year that delayed the project for two weeks. -Develop a work environment that promotes mutual respect: By utilizing partnering techniques such as establishing open communication, following the chain of command, and proactively addressing issues, the project team was able to develop mutual trust and respect throughout the life of the project. The project team established a communication protocol to manage correspondence between ODOT, Mosser, subcontractors, and consultants. This communication protocol required that all communications from subcontractors be initiated through Mosser to ODOT and, if necessary, from ODOT to the design consultants. -Minimize inconvenience to building occupants: A phasing plan that was not part of the original contract was developed prior to work beginning in the existing buildings to allow the occupants to maintain functionality throughout construction. Renovation work on existing office space was spread out over multiple locations and 10 separate work areas. Without this phasing plan there would not have been enough office space to house all employees that needed to be temporarily relocated. This phasing plan created office space that otherwise would not have been available to house temporarily displaced employees. -Construct a quality project that everyone can be proud of: An ODOT inspector was dedicated to this project full time to work closely with the contractor's superintendent to resolve issues at the project level and ensure a quality project. While consultant inspectors and engineering firms were employed to perform most of the testing and oversee the architectural work, the ODOT inspector was able to focus on coordination of the project with the Mosser superintendent and address issues with the eventual users of the buildings. -Build the project within budget: ODOT, Mosser, and the design consultants worked closely together to keep the project on budget and to mitigate any issues. This was done by quickly identifying and solving project issues using the established communication protocol and discussing these issues at weekly progress meetings. Who were the Key Stakeholders and how were the relationships managed?

Unique to an ODOT facilities project, the key stakeholders were almost entirely internal to the department which presented a unique set of challenges to the project team. ODOT work units that were affected by the construction included, Allen County, district

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garage, facilities, construction, testing, highway management, traffic, bridge, guardrail, survey, planning & engineering, personnel, and administration. One challenge was how to complete the renovation work in the existing office and maintenance buildings while maintaining functionality of the ODOT work units affected. The project plans did not address phasing or sequencing of this work so ODOT and Mosser worked together to develop a phasing plan which split the office renovation work into three phases with downtime in between each phase to allow employees to relocate. Another key issue with the internal stakeholders was ensuring that the Allen County maintenance work unit was able to utilize the new facilities in time for the 2014-2015 winter season. In addition, the project team solicited input from the building occupants and users when making project decisions. Information about the project was shared with the affected employees by a variety of methods including person to person communication, email correspondence, and a blog where regular updates were posted. How were subcontractors involved in the Partnering process?

Subcontractors participated in both the initial partnering session and a follow-up partnering reconnect session held midway through the project. In the initial partnering session it was decided to involve subcontractors and tradesmen in the solutions to issues whenever possible. This served the project well because as the project progressed, it was found that some of the largest issues on the project involved subcontracted items. For example, a request initiated by the electrical contractor resulted in a design change and the addition of a subpanel which provided electrical capacity for both present and future needs. Subcontractors were also included in special planning/coordination meetings. For example, the installation of motorized security gates was performed partly by a subcontractor and partly by ODOT's security contractor hired outside the contract. The project team organized a meeting to plan this work which was attended by all contractors and consultants involved. By involving all parties who had a stake in the work the project team was able to efficiently and effectively manage the installation with each entity knowing their role. Similar coordination efforts with subcontractors were also utilized for work involving the fuel island and interior office renovations. Prior to erecting the buildings, a pre-erection meeting was held that included ODOT, Mosser, Black Swamp Steel, as well as the metal building supplier and insulation supplier. This meeting was critical to ensure that all contractors were on the same page and also to aid in the inspection of the buildings by the ODOT inspector. This meeting also afforded the opportunity to discuss safety during steel erection.

List any teambuilding activities or unique motivational activities:

The project team held two dedicated partnering activities including the initial partnering

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session and a partnering reconnect session midway through the project. These activities were facilitated by senior leadership from both ODOT and Mosser. Participation at these events included ODOT project level staff, ODOT senior leadership, ODOT stakeholders (users of the facilities), ODOT Central Office, prime contractor project level staff, prime contractor senior leadership, subcontractors, the architectural firm and engineering firm. Additionally, key personnel also held weekly progress meetings throughout the entire project in which partnering was discussed at each meeting. Safety Record of the Project:

Zero reportable injuries occurred on the project. Safety was always the first item discussed at weekly progress meetings. Weekly toolbox safety talks were held throughout the life of the project and were attended by the contractors and the ODOT inspector. Additionally, several special safety meetings were held for special items of work such as structural steel erection. Challenges or Obstacles encountered and the means used to overcome?

-Wet Conditions: As previously identified a major goal of this project was to complete the necessary facilities so that the Allen County maintenance work unit could utilize the new/renovated buildings in time for the 2014-2015 winter season. Early on in the project, the conditions of the site and a wet spring were causing delays in being able to perform the earthwork necessary for construction of the new buildings. These wet soil conditions put the goal of completion of the project in one construction season at risk. In discussions, it was identified that ODOT had a large surplus aggregate stockpile at the present maintenance facility that would need to be hauled to the new site for storage if another use was not found. In what was considered a win-win for both ODOT and the contractor, ODOT supplied and hauled this aggregate to the site and the contractor placed and compacted the material for use as the building pad subgrade. This solution allowed for work to resume on the critical path, which resulted in the overall successful completion of the project in one construction season, and a cost savings to the project. -Earthwork Quantity Errors: During construction, a major error in excavation and embankment quantities was discovered. The error was such that the overall project, which was bid as a net waste project, actually turned out to be a net borrow project. This was problematic in that the contractor had not secured a borrow source because the original quantities did not require it. As a solution to this problem, ODOT allowed the contractor to borrow material from a location on the project site that was not going to have buildings or parking lots constructed on it. This borrow site was then filled in using excess topsoil from the site, thus greatly reducing the hauling requirements and reducing the overall cost of the project. Without these mitigation efforts, the project would have suffered from delays and significant cost overruns. By partnering, the project suffered no lost time from this issue and was able to secure an overall cost savings of $102,000.

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-Atypical Contract Administration: Being the largest ODOT-administered facility project ever attempted the project team had few best practices from which to start from. The details of the administration of this project had to be developed by the project team because neither ODOT nor Mosser had experience in this type of unique project. In addition to administrative issues both ODOT and Mosser needed to be able to work with unfamiliar specifications, and coordinate with a unique blend of consultants and agencies in order to make this project a success. If applicable, what Mitigation Efforts were taken to reduce the risk of claims?

When the contractor became aware of the earthwork quantity error described above an Early Written Notice was submitted to ODOT. This allowed the project team to begin discussions on this issue without delay which ultimately led to the successful resolution of the issue. Early Written Notices were discussed at the initial partnering meeting where Mosser was informed that ODOT did not view Early Written Notices in a negative way, but rather, a necessary step in the process in order for both parties to partner and mitigate the risk of claims.

Number of Early Written Notices Received: 1 Number of Step Two Disputes: 0

Number of Claims: 0

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

No conflicts were elevated to the Dispute Resolution Process.

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

No VECPs were submitted for this project.

How did the project finish in relation to critical milestones?

The project finished 57 days ahead of the final contract completion date. How did the Project Team demonstrate that Partnering added Value to the project?

This project represented new territory for both the ODOT and Mosser Construction project teams. Not only was this the largest ODOT-administered facility project ever completed but it was more than double the contract value of the next largest ODOT-administered facility project previously constructed. This project was also considered to be the most complex facility project ever undertaken by ODOT. This fact alone

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demonstrates the challenge faced by both ODOT and Mosser. For the ODOT project team, the change to vertical construction project management meant that entities such as the architectural/engineering consultants as well as the prime and subcontractors, needed to be relied on for expertise. For the Mosser team, working within ODOT's contract administration process and the mixture of ODOT and architectural specifications presented new challenges. The Mosser project team was able to seek guidance from ODOT and Mosser's own roadway/transportation group in working within the ODOT contract framework. For these reasons, partnering was especially important on this project. Recognizing that we had common goals and solving issues with a "project first" approach was critical in making this unique project a success for both parties. List any Quality Awards the project has received (e.g. Smooth Pavement Award).

N/A

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 key lesson learned on this project is that ODOT's self-administration of large scale facility projects can be successful as long as both ODOT and the contractor are committed to partnering. The importance of partnering concepts such as open and honest communication, identifying roles of each individual in the project team, and project first decision making are magnified when both ODOT and the contractor are in unfamiliar territory. On this project, ODOT and Mosser needed guidance from each other throughout the process in order to have a successful project. The ODOT project staff often needed clarification on issues concerning vertical construction and Mosser was always willing to take the extra time to fully explain the situation so that an informed decision could be made. Conversely, the Mosser project team (of which this was their first ODOT project) needed assistance from ODOT to navigate features of ODOT's contract administration process such as, EEO, C-92's, estimates, and change orders. Having support at Mosser's home office that was experienced in ODOT contracts was also beneficial. Any additional facts which would assist in the award determination: “The success that true partnering can bring about was clearly demonstrated in that both ODOT and Mosser recognized the need for the other’s expertise and employed the partnering principles to combine their knowledge. If there was only the promise of partnering without execution, this project would likely not have succeeded to the level it did,” -Kirk Slusher, Ohio Department of Transportation District 1 deputy director.

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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: Shawn Tooman Title: Project Manger Organization: Mosser Construction Phone: (419) 680-1197 Email: [email protected]

ODOT District Name: Chris A. Hughes, P.E. Title: Project Engineer Organization: Ohio Department of Transportation District One Phone: (419) 549-6019 Email: [email protected]


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“PROJECT FIRST PARTNERING”

State of Ohio Department of Transportation

PARTNERING CHARTER

ODOT #132007 ALLEN COUNTY - DISTRICT CAMPUS RENOVATION PROJECT

COMMUNICATION

• Identify and follow the Chain of Command

for all communications

• Establish and maintain honest and open

communications throughout the project

• Respond in a timely manner to all project

issues, be proactive

• Talk first, then email

• Complete, clear & concise correspondence

PROJECT GOALS

• Maintain a safe project site

• Build the project with a workable on-time

schedule

• Develop a work environment that promotes

mutual respect

• Minimize the inconvenience to building

Occupants

• Construct a quality project that everyone can

be proud of

• Build Project within budget

PROBLEM SOLVING

• Identify and address all problems as soon as

possible

• Resolve problems at the root level whenever

possible

• Communicate, implement and document all

solutions

• Seek out solutions, not blame

• Involve tradesmen in the solution whenever

possible

• Follow designated Chain of Command

CHARTER IMPLEMENTATION &

EVALUATION

• Convey the charter to all parties involved

including tradesmen

• Utilize charter at meetings

• Post charter on site

• Celebrate success

Chain of Command for

Issue Resolution

Job #7052.01 ODOT #132007 Allen Co. District Campus Renovation

Chris Hughes

Project Engineer

(419) 549-6019

Test LabShawn Tooman

Project Manager

(419) 355-3269

Doug Shealy

Vice President

(419) 355-3256

Subcontractors

&

Suppliers

Emergency Phone #’s

Dan Schroeder

(419) 265-4539 Cell

Shawn Tooman

(419) 355-3269 Office

Brian Donnell

(419) 460-9862 Cell

(419) 355-3237 Office

Mark Prenzlin

Safety Manager

(419) 461-0879 Cell

AEC/Moody Nolan

Designer/Architect

Dan Schroeder

Superintendent

(419) 265-4539 Cell

Darren Schimmoeller

District Construction

Administrator

(419) 999-6901

Scott Mullins

Area Engineer

(419) 999-6903

Rick Puderbaugh

Central Office

Facilities

(614) 752-0411

Brian Rader

Project Inspector

(567) 204-3683

ODOT PROJECT 14-2007 D1 CAMPUS REDEVELOPMENT

PARTNERING RE-CONNECT MEETING

SEPTEMBER 9, 2014 – 10:00 AM

I. WELCOME

II. REVIEW OF CHARTER

a. Copy attached

III. PROJECT SUCCESSES

a. Developed a phasing plan for office and garage renovations to maintain

functionality of all departments

b. Maintained the project on or ahead of schedule despite an abnormally high

amount of rain during the construction season

c. Overcame various differing site conditions at the district office headquarters

without significant impact to the project schedule

d. Worked together to mitigate a quantity error in plans that changed the project

from a waste job to a borrow job while maintaining schedule and minimizing

costs

e. Maintained communication protocol between Mosser, subcontractors, ODOT, and

consultants to quickly provide answers to questions and issues without significant

delay to the project

f. ODOT maintenance forces & contractors worked together to place aggregate for

County Building pad to keep project on schedule and minimize cost due to wet

site conditions.

g. Hold weekly progress meetings to discuss project progress and resolve issues

IV. ISSUES PENDING RESOLUTION

a. Fire protection monitoring at the County Building

b. Gas service capacity issue

c. Turning over of site and move-in

V. ADJOURN

Documents

Ohio Department of Transportation Ohio Contractors ... · The purpose of the project was to construct five new buildings and renovate two existing buildings to allow District 1 to