Manitoba PTH 59-101 and PTH 59-PR 202 Intersection Upgrades

Once the contract was awarded, WSP needed to provide the following construction oversight:

• Providing resident services as a third level of quality oversight to ensure the design-build contractor conformed to project specifications; and
• Primary point of contact between the design-build contractor and Manitoba Infrastructure.

WSP managed the review of several thousand submittals from the design-build contractor.

Overseeing the design and construction of the largest interchange the province has ever constructed, without interrupting the highest volume of traffic on a seasonal basis was a highly complex assignment. WSP, along with Manitoba Infrastructure, created an 850-page specification document with the technical requirements for the project. The project specifications dealt only with the known conditions at the time of tendering. Unknown conditions led to contract change orders, which added complexity to the work.

The project team numbered well over 80 personnel in 15 different disciplines.

WSP had to address many challenges throughout the development of the functional design and procurement documents. Key challenges included:

• Completing the functional design and request for pre-qualifications on a tight deadline ahead of the construction date;
• Proposing five alternative interchange configurations that met current and future traffic capacities, and updating traffic forecasts and analysis;
• Minimizing the amount of land that needed to be acquired outside of the Manitoba Infrastructure right-of-way;
• Determining what properties needed to be expropriated;
• Geotechnical investigation and soil testing, and environmental assessment of privately owned properties could not occur until after property acquisition was completed; and
• Developing a public engagement program to provide information and obtain public feedback. This required an extensive stakeholder management plan.

During phase 2, construction oversight of the project, WSP faced additional challenges:

• Ensuring that the proper lines of communication were followed;
• Managing an electronic document control system of over 31,000 documents;
• Staffing the site with WSP personnel to ensure that quality was not compromised during off hours;
• Conducting an environmental assessment when contaminated material was discovered on one of the expropriated properties.

The PTH 59/101 project utilized 15 disciplines or departments within WSP and/or sub-consultants. The scope of application of the engineering disciplines is very broad. For instance, during the functional design, WSP considered a total of five alternative designs for the Interchange and recommended one alternative to Manitoba Infrastructure, which formed the basis of the design for the design-build contractor.

There were multiple opportunities to innovate during the design and construction of the interchange. These innovations include: the use of wick drains, the creation of haul roads for embankment fill to alleviate congestion on PTH 101 and PTH 59 during construction, the use of specialized machinery such as rock trucks and silt fence installation attachments to expedite the construction schedule, and the use of shear keys in sensitive geotechnical areas.

An architect was included on the WSP team to design architectural relief on the bridge piers, abutments and barriers throughout the project. This aesthetic treatment added a unique layer of interest.

As the largest interchange project undertaken by Manitoba Infrastructure and WSP in Manitoba, WSP staff had the opportunity to work on not only a signature project, but also the frost active transportation/emergency vehicle “throughpass”, built in Manitoba. Challenges included: the geometric design, addressing current drainage areas in the study area, and developing a traffic plan that needed to change on a regular basis to meet the needs of the contractor and the travelling public.

The Functional Design Report had to consider and develop mitigation strategies for the social, economic and environmental impacts of the project.

To mitigate social impacts, Manitoba Infrastructure and WSP held stakeholder engagements within the neighboring communities and agencies.

In terms of economic impact, the removal of the signals at the PTH 59/101 intersections alleviates the need to stop at the intersection and allows traffic to travel smoothly through the interchange, resulting in time and fuel savings, as well as the added advantage of reducing greenhouse gas emissions.

Identification and mitigation of environmental impacts was accomplished by completing Environmental Site Assessments (ESA) on all properties affected by the interchange footprint during the functional design phase and completing phase 2 ESAs on any potentially contaminated properties.

For phase 1, the budget was developed through the proposal and sub-consultant agreement process. For phase 2, the budget was developed on a time and materials basis with an estimated budget to completion. This approach proved to be economical and cost-effective for Manitoba Infrastructure.

WSP created a project management plan to ensure all aspects of project management were adhered to throughout the project. This included a quality management plan, a risk management plan and a communications plan.

Quality and risk management principles were applied in a meaningful way by working together with the many levels of Manitoba Infrastructure and FCCL to ensure quality standards were followed and any unknown risks were dealt with in a timely manner. This allowed for rapid resolution of issues.