D12 Business Plan 2013 - dot.state.oh.us Director/Documents/ODOT...Bridge over the Cuyahoga River...

District 12 Business Plan

District 12 Business Plan

Fiscal Year 2013

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District 12 Business Plan 2

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1.0 Executive Summary

1.1 Letter of Objectives from District 12 Deputy Director…………. 4

1.2 Mission, Vision and Guiding Principles……………………………. 5

2.0 Staffing ………………………………………………………………………...6

3.0 Fiscal Year 2013 Budget….…………………………………………………8

4.0 System Conditions…………………………………………………..………..9

5.0 Highway Operations………………………………………………………..11

6.0 Highway Safety……………………………………………………………...15

7.0 Capital Program: Planning, Engineering & Construction …………..19

8.0 Customer Service…………………………………………………….……..21

9.0 District Contacts………………………………………………………….…23

ODOT District 12

Business Plan

Fiscal Year 2013

Table of Contents

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Executive Summary The Ohio Department of Transportation (ODOT) District 12 has various responsibilities for maintenance operations and capital im-provement activities on the highway system consisting of approximately 3,000 lane miles of Interstate Routes, U.S. Routes and State Routes in Cuyahoga, Geauga and Lake Counties. In addition, District 12 has the responsibility of working with its local government partners to administer the federal-aid highway program on various roadways and bridges not designated as U.S. Routes or State Routes. The highway system in District 12 also consists of maintaining and managing 912 bridge structures owned by the State of Ohio. These bridges have a total deck area of 15 million square feet, which includes the longest structure in the state, the State Route 2 (Main Avenue) bridge over the Cuyahoga River at 6,580 feet. District 12 is located in one of the most urbanized regions of Ohio with a total population of approximately 1.6 million people resid-ing in the tri-county area. Daily traffic volumes vary throughout the District with I-480 carrying the highest volume of traffic with approximately 140,000 total vehicles per day. To manage and maintain this robust transportation system, District 12 has a FY2013 total operating budget of approximately $46 million. The operating budget is used to employ a 387 full-time member workforce, operate and maintain over 15 full service maintenance facilities, outposts, equipment garages and a district headquarters complex. District 12 maintains 99 snow plows, vari-ous highway maintenance equipment and supplies such as salt for snow and ice control activities and guardrail. The District 12 FY2013 capital program consists of approximately $180 million of new construction contract work in addition to the over $400 million of active construction projects currently being administered from previous years. One challenge facing District 12 includes continuing to find internal operational efficiencies to assure the state’s limited funding resources are directed towards capital improvement projects benefiting the overall transportation system. District 12 has reduced its employee workforce from 424 members in early 2011 to 387 full-time employees today. District 12 is working towards reducing our equipment inventory and improving the conditions of our lands and buildings to reduce operating costs. A new full-service maintenance facility will be constructed in Euclid and will open in September 2013. District 12 is also challenged with an aging transportation infrastructure system located in a harsh winter climate. Although the overall condition of the highways and bridges in District 12 are performing above acceptable levels, there are some important capital improvement needs throughout the District in various stages of development waiting for funding to become available. One of the most important core functions of the District takes place from November to April each year, snow and ice control activi-ties. Our District has the challenge of predicating lake effect snow and battling cold temperatures on a regular basis each winter sea-son. Highway Technicians work hard after each winter to identify best practices and opportunities for improvement in order to maintain a standard of excellence expected from our customers. Providing a safe transportation system is the highest priority for ODOT. Safety improvements to the highway system are completed annually to address the highest accident and congestion locations throughout ODOT. District 12 is working hard to assure construction is complete by the end of 2013 on the new $287 million I-90 westbound Innerbelt Bridge over the Cuyahoga River Valley in Cleveland. Completion of the $181 million pavement reconstruction and widening project of State Route 2 in Lake County is on schedule to be complete by the end of 2012. In addition, the District 12 workfoce manages many other important projects throughout the District.

It is my pleasure to present to you the FY2013 District 12 Business Plan to move us toward our vision as a long-term, reliable, professional and highly productive organization. Please feel free to contact me or members of our team at the contact information found at the conclusion of this document if you have any questions or comments.

Myron S. Pakush District Deputy Director

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Business Plan

Fiscal Year 2013

ODOT District 12

Mission

To provide easy movement of people and goods from place to place,

we will…

1. Take care of what we have;

2. Make our system work better;

3. Improve safety;

4. Enhance capacity.

Vision

A long-term, reliable, professional and highly productive organization.

Guiding Principles

• We will serve, innovate, and communicate with purpose.

• We will be productive, lean, efficient and effective.

• We will utilize the public resources entrusted to us by satisfying the

State’s transportation needs.

• We will be the standard of excellence for winter maintenance.

• We will create a working environment based on trust and

mutual respect.

• We will value the diversity of all ODOT people.

• We will work together…one team…the Ohio Department

of Transportation.

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Staffing

The District 12 Executive Leadership and Senior Leaders worked as a team to develop the District 12 Fu-ture Table of Organization (Exhibit A). Each Administrator drafted a departmental table of organization with input from Cost Center Managers. The driving factors in creating the future table of organization were to support ODOT’s core services, potential and future organizational restructuring and optimization of workforce levels. Business and Human Resources, Highway Management and Planning and Engineer-ing formed several teams statewide to establish consistency in staffing levels. The District’s strategies for accomplishing the Future Table of Organization include:

♦ Use temporary employees to fill the operational need in departments until the District is below the new lock down number of 387.

♦ Review priority vacancy lists monthly at the District Executive Leadership meetings to deter-mine the most critical positions on the future table of organization to fill once a vacancy be-comes available.

♦ Use all efforts to fill vacant positions internally.

The District provides the future table of organization to all em-ployees online – via the Intranet – for succession planning and to provide awareness of positions on the future table of organization. In addition, when a vacancy be-comes available, Human Re-sources solicit internal interest to be awarded as Temporary Work Assignment or Temporary Work Level. This allows current em-ployees – that may not be on the future table of organization – to learn other position duties for possible internal transfer or pro-motion opportunities in the future when the Department is filling vacancy positions. District Hu-man Resources also works with Supervisors and Administrators to determine if positions can be combined to do more or if a posi-tion needs to be filled at the same pay range. With a reduction in staff it be-comes more important than ever

Exhibit A

Department Filled Positions Approved Future TO Positions

Office of Deputy Director 6 6

BHR & Training 3 3

Accounting 5 5

Personnel & Safety 4 5

Facilities 8 11

Information Technology 6 5

Planning & Engineering 46 45

Highway Management 5 5

Construction 57 52

Testing 4 5

Roadway Services 4 6

Traffic 7 12

Bridges 7 6

District Garage 12 10

Lighting Maintenance 7 0

Incident Management 2 0

Cuyahoga County 3 2

Cleveland Garage 25 25

Independence Garage 24 27

Mayfield Garage 19 25

Riveredge Garage 22 24

Warrensville Garage 28 28

Geauga County 38 42

Lake County 39 38

Total 381 387

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to keep safety in the front of all of our employees minds each and everyday. This makes the critical success factor goal of reducing workforce injuries and crashes a top priority for the district. Strategies are being de-veloped to ensure the district is addressing and improving the safety and well-being of employees while in-creasing productivity and reducing cost for lost time injuries. The workforce injury and crash reduction goal of 20 percent is reviewed monthly by District 12’s Health and Safety Committee. During fiscal year 2013, the committee is focusing on implementing a peer-to-peer coaching program. Peer-to-peer coaching combines a group of employees to help one another throughout the work day by providing ideas and different perspectives on work duties, opportunities and social pressure to complete the project as effectively, efficiently and safely as possible. The District is also requiring daily discussions of safety at all tailgate talks at the maintenance garages. Dis-trict Leadership is visiting each maintenance garage regularly to reinforce the District’s commitment to safe-ty. Exhibit B shows the year-to-date from May 2012 of District 12 employee injuries and Exhibit C shows the year-to-date also from May 2012 of District 12 vehicle and equipment crashes.

Exhibit B

Exhibit C

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Fiscal Year 2013 Budget

Category District 12

Original Budget

PAYROLL $ 33,898,769

PERSONAL SERVICES $ 409,250

SUPPLIES & MATERIALS $ 7,260,673

EQUIPMENT $ 83,798

MAINTENANCE CONTRACTS $ 1,360,000

LAND & BUILDINGS $ 80,000

Total $ 43,092,490

Ohio Department of Transportation

Division of Finance

FY 2013 District Operating Budget

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System Conditions

Priority System—Interstate and four-lane divided highways

General System—Primary two-lane highways across the state Urban System—State highways within municipalities

District 12 is responsible for maintaining 3,035 lane miles of Interstate, State and U.S. Routes in Cuya-hoga, Geauga and Lake Counties. Currently, 97 percent of the priority system pavements, 95 percent of the general system pavements and 98 percent of the urban system pavements are acceptable. Projections indicate District 12 will be able to meet its pavement condition goals for 2013 through 2016. The District plans to continue its systematic routine and preventative maintenance schedules on all pave-ments. This program schedule allows District 12 to maintain quality pavements and bridges throughout Cuyahoga, Geauga and Lake counties. In addition to its preservation program, District 12 pavements will benefit from Major Rehabilitation Pro-grams and future Major New projects. In fiscal year 2013, major rehabilitation will be active on Interstate 90 in Lake County.

Priority System 1,157 lane miles

Urban System 1,288 lane miles

General System 590 lane miles

District 12 System Break Down

Above Goal

Priority System97.4%

80%

82%

84%

86%

88%

90%

92%

94%

96%

98%

100%

09 10 11 12 13 14 15 16

% o

f A

cce

pta

ble

Pa

vem

en

t

SFY

D12 - Priority System

Above GoalGeneral

System

97.4%

80%

85%

90%

95%

100%

09 10 11 12 13 14 15 16

% o

f A

cce

pta

ble

Pav

em

en

t

SFY

D12 - General System

Above Goal

Urban System98.1%

80%

82%

84%

86%

88%

90%

92%

94%

96%

98%

100%

09 10 11 12 13 14 15 16

% o

f A

cce

pta

ble

Pav

em

en

t

SFY

D12 - Urban System

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District 12 has the largest inventory of bridges in the state in terms of deck area, at 15 million square feet, but the second lowest number of bridges at 912. District 12 owns 26 of 151 major bridges in the state. The district has continued to identify corridors for bridge projects where a series of structures along a stretch of highway are reconstructed rather than repairing bridges individually. This works especially well for mainline deck overlays and overhead bridge painting. Where necessary, the district has used “rapid over-lays” on individual mainline bridges to minimize the disruption of traffic. Using this technique, one half of a bridge can be overlayed in one weekend and have all lanes open to traffic on Monday morning. Most oth-er priority system bridge work is done in conjunction with a pavement project, which allows the sharing of maintenance of traffic. Currently, 98 percent of the district’s bridges have an acceptable general appraisal rating. Floor condition ratings stand at 97 percent acceptable, wearing surfaces 99 percent acceptable and paint conditions at 92 percent acceptable. The district has a number of projects programmed to address current deficiencies and is currently on track to achieve all its goals for acceptable bridge conditions.

By developing goals to maintain its system, District 12 also has goals to reduce claims. In FY 2012 District 12 saw 69 claims filed against them, with 44 of them having been construction related. The district paid out $35,176.21 in award money to those who filed claims.

General Appraisal—The measure of the major structural items of a bridge, such as super-structure, piers and abutments. An acceptable general appraisal condition is a general appraisal rating of 5 or greater.

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Highway Operations

Snow and Ice Control To become the Standard of Excellence for winter maintenance, District 12 will build upon decades of experience in snow and ice control by utilizing a number of tools and techniques in fiscal year 2013. District 12 will continue to adhere to established practices as pre-scribed in the Maintenance Administration Manual and take ad-vantage of several statewide initiatives that will allow us to more effectively direct our resources and measure our results. These ini-tiatives include the following: ♦ Establishment of a parts procurement contract that relies on a

private vendor to obtain parts for our snow and ice equipment,

which allows our mechanics to concentrate on performing repairs instead of purchasing parts.

♦ Centralized dump truck funding and purchasing provides a reliable purchasing program that will permit

District 12 to replace dump trucks on a reasonable replacement cycle ranging from eight to 12 years.

♦ District 12 will rely on new technologies to monitor traffic conditions. The Travel Time Reliability

Index (TTRI) will be our primary tool to measure success in snow and ice control. Our success meas-

urement will be “recovery time”, or the time it takes for traffic to return to “normal speeds” after a win-

ter event. The measurement parameters are currently being adjusted to account for variable weather

scenarios and to provide reliable indicators for realistic levels of service.

♦ ODOT has investigated the benefits of installing GPS tracking units in its snow and ice equipment to

effectively monitor truck routes and material application. The capabilities of the available systems are

becoming understood and District 12 will evaluate the available products and utilize them accordingly.

♦ ODOT continues to research and implement anti-icing and de-icing material techniques as an alterna-

tive to salt. A university research study is underway to document the benefits and uses of different ma-

terials.

At the district level we continue to monitor overtime usage and direct our human resources to assure opti-mal snow and ice effectiveness. District 12 has an overtime refusal policy in place to provide a reliable workforce that is consistently available for callouts, while continuously monitoring overtime usage. District 12 utilizes three shifts from November to April to best utilize our resources. As in all districts, the Highway Management Administrator has primary responsibility for snow and ice ef-fectiveness. The Highway Management Administrators meet on a monthly basis and freely share best prac-tices for snow and ice control.

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Pavements

ODOT utilizes many strategies to maximize pavement life and provide a safe and efficient highway system. ODOT’s inventory consists of asphalt and concrete pavements. The following is a summary of how the Department approaches routine maintenance for both types of pavements. Concrete Pavements: ♦ In-House Maintenance: Typically, concrete pavements require very little routine maintenance. There-

fore, the Department’s maintenance efforts are limited to joint sealing, joint repair or slab repairs. ♦ Contracted Maintenance: The majority of concrete pavement maintenance work is carried out by con-

struction contract. The work is typically programmed in advance and included in a set of construction plans.

Asphalt Pavements: ♦ In-House Maintenance: The Department maintains an inventory of asphalt pavements utilizing its inter-

nal workforce and equipment. These activities include:

♦ Crack Sealing

♦ Chip Sealing

♦ Dura Patching

♦ Berming

♦ Berm Cutting

♦ Partial and full depth pavement repairs

♦ Resurfacing (partial and full lane width)

♦ Curb repairs

♦ Contracted Maintenance: Maintenance on asphalt pavements is straight forward and more easily managed by the ODOT work-force. Even so, the Department contracts a portion of this maintenance work. Examples of this type of work:

♦ Crack Sealing ♦ Microsurfacing ♦ Chip Sealing ♦ Single and two layer overlay resurfacing ♦ Strip Sealing

Each county develops annual work plans to address all work within their territory utilizing a “centerline

out” philosophy. Pavements are the top priority with a focus on reduction in damage claims due to potholes.

In FY 13 District 12 purchased a crack routing attachment for skid steers and has developed a work process

that combines pavement grinders, crack router and a Dura Patcher. This processes addresses typical failure

points on pavement joints, prior to a pothole forming, where the majority of potholes occur. County Manag-

ers and their staff patrol roadways on a daily basis to assess their conditions and adjust work plans to ad-

dress new or rapidly changing areas.

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Bridge Maintenance Strategies

Bridges are a crucial part of the transportation infrastructure. District 12’s program includes inspection, maintenance and replacement of all highway bridges on the state system within the district. The district bridge program is anchored by a complete annual bridge inspection. A trained bridge staff inspects 912 bridges in District 12 annually. Bridges are rated in a logical manner which assures safety of the motoring public, a prioritized list of maintenance work and a replacement plan for bridges as they near the end of their useful life. Most bridges are replaced and modernized as needed through a planning and engineering process. This process assures that all of the district’s bridges are designed with current standards resulting in the best product for the end user.

Maintenance crews and inspectors ensure that between bridge replacements the district’s bridges are kept in good working or-der. Maintenance items include: ♦ Cleaning, sweeping, debris removal and vegetation control ♦ Deck repair ♦ Channel and stream cleaning ♦ Erosion protection ♦ Concrete patching ♦ Painting and upkeep of the structures ♦ Maintenance and cleaning of all moving bridge components ♦ Bridge joint repair and replacement ♦ Bridge rail maintenance and rehabilitation

This cradle to grave approach leads to a solid operating plan which results in the district’s bridges being both safe and functional. Safety and Traffic Safety and Traffic maintenance has been designated as one of ODOT’s five core maintenance functions. Safety and Traffic maintenance is completed by utilizing the internal work force as well as external contracts. In order to ensure safe operations, District 12 will continue to perform our annual sign and signal inspections. District 12 also performs systematic safety improvements such as signal backer-plate installations, LED bulb replacements, battery back-up installations and signal maintenance and upgrades. In addition, selected guardrail and attenuator safety improve-ments and routine repairs will be performed as needed as well as our systematic annual highway lighting maintenance. Sight distance at intersections will be maintained by mowing and tree trimming/removal. To assist in this effort, District 12 will continue to establish a program that limits vegetation

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growth through use of plan growth regulators (PGRs) in addition to our regular spraying program. Through the District Safety Review Team (DSRT), the District will program and subsequently implement the appropriate remedies targeting high accident locations and slick pavement areas in coordination with the Office of Safety. The “Quick Clear” initiative is being aggressively pursued and is a focus within District 12. We have de-veloped the Cleveland Metro Traffic Incident Management Committee, which is co-chaired by representa-tives of ODOT District 12, Middleburg Heights Fire Department and the Ohio State Highway Patrol. The group is developing best practices for response and recovery after motor vehicle crashes. When major inci-dents occur an assessment is done on site to review the operation. The team then meets bi-monthly to hold after incident reviews with all of the incident responders and develops opportunities for improvement. The information discussed is then sent to all members of the committee which includes law enforcement, fire and towing companies whose communities are touched by an interstate or interstate look-alike highway. Drainage/Culverts Drainage maintenance is one of ODOT’s five core maintenance functions. Positive road-way drainage is essential to ensure a safe re-liable highway system for the movement of people, goods and services throughout the state. In order to ensure positive drainage, District 12 performs routine culvert inspec-tions, culvert replacements, routine ditching and drainage maintenance. Culvert inspections coupled with asset man-agement tools will allow work to be priori-tized and tracked. Additional emphasis will be added to culvert replacements ahead of paving operations. Routine ditching and sys-tematic cleaning roadways and roadside ditches, storm sewers, catch basins and un-derdrain outlets will ensure a reliable drain-age system. All proposed drainage and culvert work will be evaluated for force account or contract performance. Work will be coordinated with ODOT’s District Environmental Coordina-tors to ensure compliance with state and fed-eral law. District 12 deploys two jet rodder sewer trucks and five mechanical sweepers to perform systematic routine pavement and catch basin cleaning to ensure positive drainage in an urban area where we typically have a closed drainage system.

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Highway Safety

The ODOT strives to maintain a safe system for its users by making improvements each and every day on its system. However, sometimes improvements need more than some hot mix in a pothole. Systematic signal, sign and barrier upgrades occur around the district each year to improve these safety items at existing locations. While systematic upgrades occur, the district must also monitor crash history to determine if safety upgrades are needed at high crash locations. Areas are studied to determine what safety upgrade would best suit the location. It could be one or all of the following:

♦ traffic signals ♦ signs ♦ barriers ♦ pavement markings ♦ complete intersection upgrade

Barrier improvements are designed to help pre-vent cross-median crashes and keep vehicles from traveling off the roadway. Some current and upcoming systematic barrier improvements include:

♦ Removing and upgrading all sloped end treatments on the interstate system in District 12. Cur-rently under construction for $691,375. (PID 91161)

♦ A project to remove and upgrade all sloped end treatments on the remainder of the non-

interstate, high-speed National Highway System in District 12. Construction summer 2013 for an estimated cost of $500,000. (PID 93516)

♦ A project to install barriers in the grass median of Interstate 90 in Westlake to prevent cross-

median crashes. Construction summer 2013 for an estimated cost of $500,000. (PID 91743) ♦ A project to remove and upgrade sloped end treatments on high-speed non-National Highway

System routes in rural District 12. Construction summer 2014 for an estimated cost of $250,000. (PID 93518)

Intersection improvements are designed to improve the geometry at high volume intersections to reduce crashes. Realignments, pavement markings, signs and signals can all be a part of these types of projects. Some current and upcoming safety program signalization and intersection improvement projects include:

♦ Improving traffic signals, signs and pavement markings on Kinsman Road between Martin Lu-ther King Drive and East 154th Street in Cleveland. Currently under construction for $333,333. (PID 86856)

♦ Signal upgrades at three high-crash locations in Cleveland. Construction summer 2013 for an

estimated cost of $400,000. (PID 88276 )

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♦ Building Clemens Road bypass to improve traffic flow at the Inter-

state 90 interchange with Crocker Road in Westlake. Construction in 2013 for an estimated cost of $2,154,780. (PID 85297)

♦ Widen the Interstate 90 westbound exit to Crocker Road and widen

Crocker Road southbound to add a right-turn only lane to Interstate 90 westbound to improve traffic flow at the interchange. This would be in conjunction with construction of the Clemens Road bypass. Construction in 2013 for an estimated $778,000. (PID 91655)

♦ Add an auxiliary lane to Interstate 90 eastbound in advance of the I

-71/I-490/SR 176 interchange to improve traffic flow in conjunc-tion with the future reconstruction of the eastbound Innerbelt bridge. Construction in 2013 for an estimated $2,700,000. (PID 91530)

♦ Intersection improvements at Martin Luther King Boulevard and East 105th Street in Cleveland.

Construction in 2013 for an estimated $7,186,250. (PID 83005) ♦ Improve traffic signals, signs and pavement markings at two intersections in East Cleveland.

Construction in 2014 for an estimated cost of $338,400. (PID 86852) ♦ Cut back the slope on the inside of SR 44 at the intersection of Music Street to improve sight

distance. Construction in 2014 for an estimated $165,000. (PID 86849) ♦ Improve four intersections along SR 82 (Royalton Road) through the Interstate 77 interchange

in Broadview Heights. Construction in 2014 for an estimated $2,200,000. (PID 92528) ♦ Improve traffic signals, signs and pavement markings at the intersection of SR 14 (Broadway

Avenue) and Ackley/Union in Cleveland, including a minor realignment of the Ackley ap-proach. Construction in 2014 for an estimated $586,750. (PID 87037)

♦ Reconfiguring the six-legged intersection of Chagrin Blvd (U.S. 422), Warrensville Center

Road, Northfield Road (SR 8) and Van Aken Blvd in Shaker Heights. Construction in 2015 for an estimated $7,895,000. (PID 85207)

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♦ Widen the intersection of SR 91 and SR 43 (SOM Center Road and Aurora Road) in Solon. Construction in 2015 for an estimated $1,707,500. (PID 93607) ♦ Add left-turn lanes at U.S. 20 and McMackin in Madison Township. Con-struction in 2015 for an estimated $1,132,000. (PID 93601) Safety related studies are performed at locations with high crash history to deter-mine what safety upgrades would be nec-essary. These studies are arranged in or-der of priority locations based on crash history and severity of crashes. A few priority locations and projects currently being studied include:

♦ Currently, a signal progression study to implement improved phasing and timing at three intersec-tions on Brainard Road at the I-271/Cedar/Brainard Road interchange in Lyndhurst and Pepper Pike. Completion in early 2013.

♦ In the process of finalizing formal safety studies of 14 locations on the state route system identified

as having high crash rates. These studies establish a plan for reducing crashes by identifying short-, medium- and long-term countermeasures to improve safety.

♦ Making recommendations to improve signing at 47 stop-controlled intersections on the state high-

way system in rural Lake and Geauga counties. Improvements will consist of adding, replacing, and/or upgrading intersection regula-tory and advance warning signing to improve visibility and enhance safe-ty for motorists.

♦ Evaluate possible alternates to re-

move the Kinsman leg of the five-legged intersection of East 55th

Street, Woodland Avenue (SR 87) and Kinsman Road (U.S. 422) will begin preliminary project develop-ment in 2012.

By delivering theses safety projects ODOT can help reduce the number of crashes on its system each and every year.

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Current, 3

0

5

10

15

20

25

30

35

40

02 03 04 05 06 07 08 09 10 11 12

Pe

op

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CY

D12 ODOT Maintained System - Fatalities

Current, 19

0

20

40

60

80

100

120

140

02 03 04 05 06 07 08 09 10 11 12

Pe

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D12 Total - Fatalities

These charts represent the trend in crashes, injury crashes and fatal crashes in Cuyahoga, Geauga and Lake counties.

To-date the current number of crashes in Cuyahoga, Geauga and Lake counties is 14,062 with 2,196 of them occurring on the ODOT maintained system. The goal is to reduce this number one percent each year.

To-date the current number of serious injury crashes in Cuyahoga, Geauga and Lake counties is 322 with 72 of them occurring on the ODOT maintained system.

To-date the current number of crashes resulting in fatalities in Cuyahoga, Geauga and Lake counties is 19 with three of them occurring on the ODOT maintained system.

Current,

14,234

0

20,000

40,000

60,000

02 03 04 05 06 07 08 09 10 11 12

Cra

she

s

D12 Total Crashes

Current,

2,226

0

5,000

10,000

02 03 04 05 06 07 08 09 10 11 12

Cra

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D12 ODOT Maintained System -

Total Crashes

Current,

760

100

200

300

400

02 03 04 05 06 07 08 09 10 11 12

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D12 ODOT Maintained System -

Serious Injuries

Current,

328

0

500

1,000

1,500

02 03 04 05 06 07 08 09 10 11 12

Pe

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D12 Total - Serious Injuries

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Capital Program: Planning, Engineering and Construction

For 2013, District 12 is partnering with the local Metropolitan Planning Organization (NOACA), our three counties Cuyahoga, Geauga and Lake and all our Local Public Agencies to put together a $60 million Lo-cal-let construction program. This is an increase of more than $7 million from fiscal year 2012. The pro-gram includes a mix of nine pavement and eight safety and bikeway projects. Highlights of the Local-let Program for District 12 include: ♦ $12.5 million to reconstruct Ridge Road in

Brooklyn; The limits of this project are from Interstate 480 to Memphis Avenue. The pro-ject is sponsored by Cuyahoga County and is expected to sell in the spring of 2013.

♦ $12 million to widen Pearl Road in

Strongsville; The project limits are from Boston Road to Drake Road and involves widening from two lanes to five lanes. The project is sponsored by the City of Strongs-ville and is expected to sell in the summer of 2013.

♦ $7.2 million to reconfigure the Martin Lu-

ther King Jr./East 105th Street intersection in Cleveland; This project will include mod-ifying the existing intersection with East 105th Street as well as the adjacent traffic circle. The project is sponsored by Cuyahoga County and is expect to sell July 2012.

♦ $6.5 million for a signalization project in Solon; This project involves improving the flow of traffic

through Solon by upgrading to a central-based traffic signal control system. Work includes upgrading 46 signal locations throughout the city. The City of Solon is the project sponsor and the anticipated sale date is the spring of 2013.

♦ $4.8 million to resurface Snow Road in Parma and Parma Heights; The project limits are from

West 130th Street to Ridge Road. The project is sponsored by Cuyahoga County and is anticipated to sell in the winter of 2013.

♦ $4.5 million to resurface Rockside Road in Garfield Heights, Maple Heights, and Bedford; The

project limits are from Turney Road to Broadway Avenue (SR 14). The project is sponsored by Cuya-hoga County and is expected to sell in the fall of 2012.

In addition, District 12 has a $128 million ODOT-let construction program. There are 15 bridge projects, nine pavement projects and 17 safety and maintenance projects. A program of similar magnitude was ad-ministered by ODOT in fiscal year 2012.

District 1,

$14.56 District 2,

$32.59

District 3,

$25.27

District 4,

$34.59

District 5,

$7.57District 6,

$30.10District 7,

$28.12

District 8,

$53.52

District 9,

$3.21

District 10,

$2.33

District 11,

$6.42

District 12,

$59.94

SFY 2013 - Local Let Construction

Program ($ in Millions)

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Highlights of the ODOT-let Program for District 12 include: ♦ $28 million to replace the deck of the Inter-

state 77 bridge over the Cuyahoga River; This structure is located just north of Interstate 480 in the City of Independence and the Vil-lage of Cuyahoga Heights. This project is ex-pected to sell in the spring of 2013 and has an anticipated duration of three years.

♦ $27.1 million to remove the existing Inter-

state 90 Innerbelt Bridge in Cleveland; This project will be sold in the winter of 2013. Actual work is anticipated to begin in the fall of 2013 (after the new Innerbelt Bridge is open to traffic) and should take one year to complete.

♦ $9.8 million to replace the Buckeye Road bridge over GCRTA in Cleveland; This structure is lo-

cated at the intersection of Buckeye Road (SR 87), Woodhill Road and Shaker Boulevard in Cleveland. This project will sell in the spring of 2013 and is expected to be completed in three years.

♦ $8 million to resurface Interstate 90 in Lakewood and Cleveland; The project limits are from the

Rocky River Valley in Lakewood to West 44th Street in Cleveland. This project is expected to sell in the spring of 2013 and be completed by the fall of 2013.

♦ $5.7 million to resurface U.S. 422 in Warrensville Heights, Orange, and Solon; The project limits

are from approximately Interstate 271 to Solon Road. This project is expected to sell in the spring of 2013 and be completed by the fall of 2013. ♦ $4.2 million to replace the Madison Avenue and West 61st Street bridges in Cleveland; This project is sponsored by the City of Cleveland. The Madison Ave-nue bridge will be replaced by a pedestrian facility and the West 61st Street pedestrian bridge will be rehabilitated. This project is scheduled to sell in the fall of 2012. ♦ $3.7 million to rehabilitate the West 74th Street bridge in Cleveland; This pro-ject is sponsored by the City of Cleveland and involves replacing superstructure of the bridge over the GCRTA and NS/CSX tracks. The project is scheduled to sell in the spring of 2013 and to be completed in one year.

District 1,

$100.01 District 2,

$173.22

District 3,

$94.08

District 4,

$258.71

District 5,

$76.54District 6,

$94.30

District 7,

$221.43

District 8,

$212.82

District 9,

$61.80

District 10,

$60.60

District 11,

$121.60

District 12,

$128.52

SFY 2013 - ODOT Let Construction

Program ($ in Millions)

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Customer Service

District 12 makes every effort to provide continuous communications with our customers to provide in-formative information quickly and accurately. The largest segment of customers for ODOT is the motoring public because they are the ones who use our system each and every day. Our secondary audience includes government officials and the media because they should to be informed about ODOT’s operations in order to share our message. On average District 12 employees assists nearly 5,000 customers per year via email, telephone, written let-ters and in person. When responding to customer emails and complaints a response is coordinated with the appropriate De-partment and sent to the customer within one week. Damage reports are responded to with Court of Claims information or contractor contact information – depending on the location of the claim – within two days.

Customer questions and complaints over the phone are typically handled on the spot by providing the cus-tomer with as much information as possible. If it is necessary to call a customer back, employees must fol-low through on the call back as soon as the information requested is available. Voicemails left by custom-ers should be returned within one business day. Another element of customer service is responding to public records requests. These requests must be acknowledged within three business days stating that the request was received. A response with the infor-mation collected should be written in a reasonable amount of time based on the nature and size of the re-quest. The Public Information Office provides continuous communications to the motoring public with up-to-date information on highway maintenance and construction operations that will have impacts to traffic.

District 12 maintains a Web site that provides a plethora of timely information about ODOT pro-grams, contact information and real time construc-tion and ice and snow information. Customers can also utilize www.BuckeyeTraffic.org to find infor-mation about ODOT construction projects, acci-dents, view traffic cameras, speed sensors and more. BuckeyeTraffic.org is kept up-to-date with infor-mation to keep the motoring public informed of what they can expect when traveling. Customers can sign up to receive construction pro-ject updates via email. These specific lists serve target projects that will have high impacts to traffic. Customers receive information once a week or when work will impact traffic.

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A new way to keep the motoring public and media up-to-date is social media. This way of communi-cation allows ODOT to keep the media and public up-to-date on maintenance, construction, traffic incidents and news instantaneously. Items posted on social media include:

♦ Traffic incidents that result in lane or ramp closures, that are believed to sig-nificantly impact the flow of traffic. Posts are made when the incident oc-curs, throughout the course of the inci-dent if necessary and when the incident clears.

♦ Maintenance of traffic updates for Dis-

trict 12 construction projects and maintenance.

♦ Press releases issued by District 12 or Central office.

Utilizing public speaking opportunities to help spread the word about ODOT, construction and safety on the roadways is another way we keep the motoring public informed. ODOT staff will attend various pub-lic speaking opportunities to talk with local groups about the great things ODOT is doing including con-struction and safety information. Newsletters are written by the Public Information Office and sent electronically to government officials quarterly. They are designed to keep them up-to-date on events in District 12 and statewide.

The Public Information Office provides communications with the media regarding the latest events and impacts to traffic in District 12. Building relationships with the local media is important to help them bet-ter understand how ODOT operates, what our core functions are and what we can do to help them best communicate with their viewers and readers. Press releases are sent regularly to the media to provide them our message directly. When writing these press releases the media is given our message directly and it helps us share information with our audience. These release are also posted on District 12’s Web site for all of our customers to see. The Public Information Office is responsive to all media inquiries and reply within a reasonable amount of time based on the nature of the request. Acknowledging their requests and working with them to meet their story deadlines helps build positive relationships with the media. Customer service in District 12 is being improved by the implementation of adding a “zero” option to eve-ry employee’s desk phone voicemail message. This gives a customer who needs immediate attention, dur-ing normal business hours, the option of speaking with a person rather than leaving a message. Employees are also being asked to provide an out of office message on their email account that includes the contact information of another person in their Department a customer can contact for assistance. By giving our customers options, District 12 will continue to improve customer satisfaction.

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Contact Information

Administration:

Myron S. Pakush 216.584.2000 [email protected]

District Deputy Director

Public Information Office:

Amanda Lee 216.584.2005 [email protected]

Public Information Officer

Business & Human Resources:

Kathey Germany 216.584.2002 [email protected]

Business & Human

Resources Administrator

Planning & Engineering:

Lou Hazapis 216.584.2114 [email protected]

Planning & Engineering

Administrator

Highway Management:

Howard Huebner 216.584.2260 [email protected]

Highway Management

Administrator

Construction:

Ronald Valdman 216.584.2160 [email protected]

District Construction

Administrator

ODOT District 12 Main Phone: 216.581.2100 Toll-Free: 1.800.732.4896

5500 Transportation Blvd.

Garfield Heights, Ohio 44125

www.transportation.ohio.gov/dist12

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District 12 - Garfield Heights, Ohio

D12 Business Plan 2013 - dot.state.oh.us Director/Documents/ODOT...Bridge over the Cuyahoga River...

Documents

Transcript of D12 Business Plan 2013 - dot.state.oh.us Director/Documents/ODOT...Bridge over the Cuyahoga River...