Despite a lack of access to the project and tight working conditions, crews in Ohio continue making progress on the $90 million I-70 reconstruction project. Phase 2 construction began last November and is scheduled to be completed by July 2025.
“It’s very challenging to oversee a project of this size with the amount of activity that is going on and with the long project duration,” explained Michelle Sidwell, Ohio Department of Transportation (ODOT) District 5 project engineer. “However, we have a well-established, experienced inspection crew on this project, which greatly helps with managing and overseeing the project.
“With the impact this project has on the traveling public and the city of Zanesville, it’s very rewarding to see work continuing and being completed.”
Shelly & Sands serves as contractor on the project, where motorists are ever mindful of ongoing construction.
“There are two lanes eastbound in contraflow,” said Sidwell. “The eastbound passing lane serves as an express lane and, once in it, you cannot exit until after the construction zone. Driving lane has access to downtown Zanesville. There are two lanes of westbound maintained with narrowed lanes. Traffic flow overall is good.”
Milestones reached on the project include completion of Phase 1 work, which entailed full depth replacement of the outside lane and shoulder, both eastbound and westbound, as well as construction of median barrier wall and lighting and various bridge rehabilitation of each bridge within the project limits eastbound and westbound.
In addition, the State Street overpass bridge is complete, along with Maple Avenue eastbound on ramp bridge work. Also finished are the Underwood eastbound on ramp, the Underwood westbound off ramp and the State Street eastbound on and off ramps.
Sidwell noted that being responsible for a six-year under-
taking is not always easy, adding that one of the main challenges regarding the current phase of work is maintaining access to the eastbound on and off ramps through Zanesville. Work currently taking place includes bridge reconstruction on four structures and full depth pavement reconstruction. One bridge has already been reconstructed and another has been removed.
Key Phase 2 tasks remaining include completing the Muskingum River Bridge and the 5th Street off ramp, which allows the contractor to close the 7th Street off ramp and gain access to two more bridges and the pavement section between them.
Regarding bridge rehabilitation, out of eight structures that are being worked on in Phase 2, two are completed, one is 90 percent finished and the major Muskingum River bridge is at the halfway point. By the end of this
season, a half-dozen bridges should be completed.
ODOT page 6
construction
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The entire project should wrap up by October 2027. ODOT District 5 PIO Chas Cosgrave photo
Ritchie Bros. held a Toledo-area customer appreciation event July 17 at the FIVE Brewing Co. in Perrysburg, Ohio. Guests were treated to refreshments, invited to have constructive conversations and network.
Attendees included Tim Keane, Todd Walker and Chris Schedideger, all of Ritchie Bros.; Bob Klum of Klum Bros.; Chris Bates of Bates Recycling; and Rob Myer, Richie Keifer and Joe St. John, all of Gerken Companies.
“Customers like you are the backbone of our business,” said Keane, regional sales manager Great Lakes. “We had a fantastic turnout at our inaugural customer appreciation event. Thanks to everyone who came out.”
For more information, visit rbauction.com.
Guests were treated to refreshments, invited to have constructive conversations and
Urban League Program Builds Pipeline for Skilled Tradespeople
A program from the Urban League of Greater Southwestern Ohio is helping to fill the pipeline of skilled tradespeople for major regional projects such as the Brent Spence Bridge Corridor project.
Building Futures, a 12-week apprenticeship readiness program, will begin the third of this year’s four classes in August in a continuing effort to help participants obtain living-wage jobs in the region’s building and construction trades.
The first three weeks of the program are run by the Urban League and focus on “soft skills,” such as financial literacy and interviewing techniques, said Dusty Bryant, program manager.
The subsequent nine weeks, meanwhile, focus on a curriculum developed by building
trade unions and is taught by instructors from the Laborers’ International Union of North America, Local 265, in Cincinnati.
Bryant said wages earned by graduates of the program that are working in the field average between $24.50 and $36.50 per hour.
To learn more about Building Futures or to apply, visit ulgso.org/buildingfutures. Anyone meeting the minimum qualifications will have a one-on-one conversation with staff, Bryant said.
In addition to the Ohio Department of Transportation, program sponsors include the Cincinnati Building and Construction Trades Council, Hamilton County Office of County Commissioners, AFL-CIO and TradesFutures.
Building Futures, a 12-week apprenticeship readiness program, will begin the third of this year’s four classes in August in a continuing effort to help participants obtain living-wage jobs in the region’s building and construction trades.
Urban League photo
Tim Keane, Ritchie Bros. photo
Ritchie Bros. held a Toledo-area customer appreciation event July 17 at the FIVE Brewing Co. in Perrysburg, Ohio.
Tim Keane, Ritchie Bros. photo Ed and Connie Sander of Sander Farms were at the Ritchie Bros. customer appreciation event.
Tim Keane, Ritchie Bros. photo
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ODOT’s I-70 Reconstruction Due to Complete in October 2027
With so many rehabs, some are more complicated to carry out.
“The biggest concern is the lifespan of the rehabilitation and when new structures will be needed,” said Sidwell.
“The most complex is the Muskingum River Bridge, because it’s the biggest structure being rehabbed and TAF [Temporary Access Fill AKA causeway] is not allowed in the Muskingum River to work on this bridge.
“This bridge also spans over the multiple rail lines, so coordination with the railroad is required as well. This entails having a railroad flagger on site when work is occurring over or near the rail lines, and their review and acceptance of all work drawings and submittals needed to construct the bridge.”
The removal of one structure took place in three phases. It involved a temporary MSE wall constructed in Phase 1 to hold the fill-in.
Main equipment being used at the job site at this time includes excavators, bulldozers, rollers and pickup trucks. Concrete, asphalt, resteel and aggregate are among the chief materials.
Crew members have experienced mild winters for the past two seasons, which has allowed them to work through the colder months and maintain the schedule. The most time-consuming part of the current work is reconstruction of the Muskingum River Bridge. It accounts for half the schedule time. Work on two bridges, as well as some pavement construction, can’t start until the Muskingum River bridge is com-
pleted.
As for unexpected obstacles, said Sidwell, “While we did anticipate this issue, the oversized loads that do not follow their permits have been an issue. With both eastbound lanes being in contraflow, the work zone lane widths do not accommodate any oversized loads and multiple signs have been installed along I-70 EB and within the Zanesville city limits warning the drivers of this.
“There were many oversized loads that used one ramp in particular and either got stuck on the interstate between the barrier wall or had to drive through the contractor’s work area prior to the pavement being removed in this section of the project. We also have completed work items damaged from the oversized loads that have attempted to drive through the project in the contraflow lanes, including damaged light poles, light fixtures and median barrier wall.”
Even so, Sidwell said it’s meaningful to work on a project that serves the general public and also will help ODOT’s maintenance forces.
“The traveling public will get a better ride and less maintenance shutdowns once this project is complete. ODOT maintenance crews were constantly on this stretch of interstate patching the failing concrete pavement before this project started, so it is nice to know that after we are done with this project, there will likely only need to be asphalt mill and fill jobs for several decades to come. “
The entire project should wrap up by October 2027. CEG
experienced mild
for the past two seasons, which has allowed them to work through the colder months and maintain the schedule.
ODOT from page 1
ODOT District 5 PIO Chas Cosgrave photo Shelly & Sands serves as contractor on the project.
ODOT District 5 PIO Chas Cosgrave photo Crews in Ohio continue making progress on the $90 million I-70 reconstruction project. Phase 2 construction began last November and is scheduled to be completed by July 2025.
ODOT District 5 PIO Chas Cosgrave photo Crew members have
winters
Support for Professionals...
DBIA Updates Best Practices for Water, Wastewater Sector
The Design-Build Institute of America (DBIA) has released its updated Water and Wastewater Best Practices document.
This essential guide expands on DBIA’s Universal Best Practices, offering tailored support to professionals in the water and wastewater sector to enhance project efficiency and success. By addressing the unique challenges of this vital industry, these targeted Best Practices aim to ensure high-quality design-build projects that prioritize public health and safety.
A subgroup of DBIA’s Water/Wastewater Markets Committee, led by Chair David Hill, DBIA, and Co-Chair Drew Zirkle, DBIA, collaborated with a diverse team of experienced experts and partner organizations to update these best practices.
“The ever-increasing demands of water and wastewater as a must-have infrastructure require continuous improvement and innovation of not only what we build but how we deliver what we build,” said Hill. “The DBIA Water/Wastewater Best Practices provide a continuous strong foundation to tackle these demands and deliver the highest certainty of outcome.”
Why Water, Wastewater Best Practices Are Necessary
The Water and Wastewater Best Practices Primer is essential for several reasons. It offers a structured approach to managing the unique challenges of water and wastewater projects, ensuring public health and safety are prioritized. The guidance on procurement and contracting helps streamline processes and mitigate risks, leading to more successful project outcomes.
By fostering collaboration among stakeholders and promoting ethical conduct and competence, the document supports the development of high-performing teams that can deliver exceptional results.
DBIA is dedicated to continuous improvement and the dissemination of leading-edge information. The Water and Wastewater Best Practices Primer aligns with DBIA’s Universal Best Practices, with an emphasis on the specific needs of the water and wastewater sector.
Key Highlights of Water, Wastewater Best Practices
• Navigating Local Governance: The sector’s local implementation, often managed by cities, counties or quasi-governmental utilities, requires intricate procurement processes
influenced by state statutes, local ordinances and utility board regulations. The Best Practices document provides guidance to navigate these challenges effectively.
• Addressing Technical and Logistical Challenges: These projects are inherently demanding due to their impact on public health and safety, the need for public stakeholder engagement and stringent regulatory approvals. The primer outlines strategies for addressing these demands, including integrating operations and maintenance staff early to enhance collaboration and project success.
• Choosing the Right Delivery Models: The document emphasizes selecting the appropriate organizational structure and project delivery model, such as Progressive Design-Build (PDB), Design-Build-Operate (DBO) and Design-Build-Operate-Maintain (DBOM). These models offer flexibility and expanded scope, including financing and maintenance services.
• Upholding Ethical and Professional Standards: The Best Practices are anchored by ethical conduct, demonstrated competence, sustainable professional development and support for diversity, equity and inclusion. These principles ensure projects are executed with integrity and excellence.
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• Comprehensive Sector-Specific Guidance: Organized into three primary sections — Procuring Design-Build Services, Contracting for Design-Build Services and Executing Design-Build Projects — the primer provides detailed best practices and implementation techniques tailored to the water/wastewater sector.
Backed by Industry Data, Trends
DBIA has released the updated Water and Wastewater Best Practices Primer at a time when design-build is increasingly recognized as the fastest-growing and most efficient project delivery method.
According to the 2023 FMI Mid-Cycle Update Report, design-build construction spending is anticipated to reach over $405 billion by 2026, with a compound annual growth rate (CAGR) of 5.2 percent from 2022 to 2026. This growth is driven by the advantages of design-build, including faster project delivery, reduced costs and improved collaboration among project stakeholders. Specifically, the water and wastewater segment is expected to see significant investment, accounting for 7 percent of the total design-build construction spending during this period.
Sustainability Integral to Operating Ethos at Rokbak
At the heart of its sustainability strategy, Rokbak implemented a set of ambitious goals in operating measures and articulated hauler design and construction. These underscore a determination to reduce environmental impact and promote sustainable practices — all of which benefit the company’s valued customers.
A commitment to minimizing its ecological footprint has seen the sustainability goals of Scottish articulated hauler manufacturer Rokbak showcase a dedication to environmental stewardship in the heavy machinery industry.
“A lot of work has gone into our sustainability drive over the years,” said Charlie Urquhart, Rokbak product manager. “Rokbak’s heritage, knowledge and resources mean that we’re constantly developing and looking to improve the trucks and the way we operate, in a manner that benefits our customers.”
Both the RA30 and RA40 have been designed with a desire towards a sustainable future.
As part of the Volvo Group, Rokbak is aligned to the Science Based Targets initiative (SBTi). Specific aims include a 30 percent reduction in CO₂ by 2030, a 50 percent factory operations emission reduction by the same year and becoming net-zero by 2040. These incentives have influenced the design of Rokbak trucks, the daily operation of the Rokbak Motherwell factory and a strict adherence to the Rokbak sustainability roadmap.
Reducing impact on the environment has seen Rokbak employ strategies stemming from fuel consumption analysis, examining alternative fuels, extending maintenance cycles and lessening maintenance consumables. Furthermore, this research and development in sustainability has led to the reduction of total cost of ownership (TCO) for Rokbak customers.
Low Waste, Low Cost, High Performance
Fuel consumption is the biggest cost of operating a machine and the Rokbak RA30 and RA40 EU Stage V engines produce a fuel consumption saving of up to 7 percent, when compared to the previous EU Stage IV engines. This means lower operating costs and, fundamentally, less impact on the environment.
Rokbak’s articulated haulers both have lean burning engines and a confirmed lowfuel consumption. The RA40 has a classleading transmission fluid change interval of 6,000 hours; the RA30 offers an impressive 4,000 hours.
Both the RA30 and RA40 are compatible with hydrotreated vegetable oil (HVO), a fuel that allows customers a “quick-hit” on their individual net-zero targets. HVO, also referred to as “Renewable Diesel” or “Green Diesel”, is a paraffinic bio-based diesel fuel originating from animal fats or multiple vegetable oils (waste cooking oil, rapeseed oil, palm oil, etc).
HVO fuel has chemical and physical properties like those of diesel fuel, however, its fossil-free composition and low carbon content differentiate it from diesel and make it attractive to those seeking a sustainable fuel option. It is a modern way to produce highquality bio-based diesel fuels without compromising fuel logistics, engines, exhaust aftertreatment devices, or exhaust emissions. HVO can provide up to a 90 percent reduction in CO₂emissions on a well-to-wheel analysis.
Extensive periods between scheduled maintenance, with infrequent parts and fluid changes, mean less material going to landfill. Maintenance and fault alerts allow customers to keep on top of the truck and be informed of the machine’s next required servicing. Instigating the ordering of parts in advance and getting the labor in place increases operational efficiency, not only improving sustainability measures but also reducing TCO, the manufacturer said.
“When the customer buys a Rokbak hauler, they are acquiring a hauler that has been developed with sustainability in mind,” said Urquhart. “It is a hauler that has been manufactured on a site powered by green energy and redirects waste away from landfill.”
Collective Effort
Today, the Rokbak factory is completely powered by sustainable sources. Working toward accreditation on a zero-waste-to-landfill policy, 95 percent of generated waste is now diverted away from landfill. Rokbak’s sustainability initiatives resonate with employees from the factory to the management team and the company’s dealers and customers. Everyone from the factory floor to the head office has an eye on energy reduction. Internal trackers inform Rokbak employees how much energy has been used in comparison to the previous week and “green champions” are recruited from throughout the business to promote sustainable practices in their respective work areas.
“It’s to make sure everyone’s doing their bit,” said Urquhart. “Whether you’re monitoring power tools usage or remembering to switch off the lights and air conditioning, you’re part of a united drive.”
Rokbak’s sustainability goals and incentives exemplify how we can address environmental challenges within the heavy machinery industry. Rokbak demonstrates the potential for sustainable manufacturing while reaping a host of benefits and stands as an example of how other movers in the manufacturing industry can drive positive change while securing individual success.
“We are creating significant steppingstones towards a sustainable future,” said Urquhart. “And this not only results in less waste being generated, but also benefits the Rokbak customer’s wallet.”
For more information, visit www.rokbak.com.
All the sustainable actions taken by Rokbak are intended to have a positive ripple-effect.
Charlie Urquhart
Rokbak photo
Rokbak photo
Rokbak photo
The next issue closes on September 4, 2024
OhioHealth Plans to Expand Dublin Methodist Hospital
OhioHealth announced July 16 its plan to launch an expansion of OhioHealth Dublin Methodist Hospital. The project is the largest planned expansion of Dublin Methodist Hospital since it opened in 2008. It will increase the hospital’s inpatient and critical care capacity, which will create 200 permanent clinical jobs as well as hundreds of construction jobs.
“We are extremely grateful and excited for the opportunity to expand our hospital and provide even more exceptional care within,” said Cherie Smith, president of OhioHealth’s Dublin Methodist and Grady Memorial hospitals. “The team at Dublin Methodist has an amazing reputation and we want to create even more space for them to provide exceptional care for our patients.”
Dublin Methodist currently has 92 acute care beds. The project is currently in the planning phases and will be designed to increase the size of the hospital’s first and second floors; add patient beds and services; and allow for future growth. The expansion will add significant square footage to the hospital and renovate a portion of the existing space. The investment in the project will be funded through philanthropic and community support and capital investment.
This project will add a variety of services to meet current and future needs of the community as well as support the hospital’s goal of achieving Level III Trauma Center status with the American College of Surgeons. If approved in 2025, Dublin Methodist will be the only Level III Trauma Center in the northwest region of central Ohio.
Construction is expected to begin in winter 2026 and with anticipated completion by early 2030.
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