Using the same innovative technology that in August helped move the Maryland Avenue Bridge down Interstate 35 and into place, crews put the self-propelled modular transporter into action Sept. 7 to roll the 6.5 million-pound Hastings Bridge main span from its construction site on the banks of the Mississippi River onto six barges.

Two weeks later, with the aid of four tug boats, the structure was floated down the river and, in the wee hours of Sept. 23, hoisted into position. 

“It went extremely well, given the complexity,” said Bernie Arseneau, deputy commissioner and chief engineer.

The “lift” was accomplished with a hydraulic jack system that raised the 545-foot long, 104-foot wide main span with its two steel-arch ribs 50 feet into the air.

“It came off without a hitch,” he said.

“Led by Steve Kordosky and Metro District, this is quite an engineering marvel,” said Commissioner Tom Sorel. “Times like this should make us all very proud to work at MnDOT.

“It is also worth noting that things like this don't just happen,” Sorel continued in a Sept. 24 email to employees. “Our vision as an agency is to be a global leader and provide a world-class, economically competitive transportation system for our state. Our continued commitment to innovation will help deliver the safe, efficient and sustainable transportation system Minnesotans expect for the future.”

Two lanes of traffic will be switched to the new bridge in 2013, with all four lanes open to traffic by the end of 2013. Final construction will occur in 2014. When complete, the Hastings Bridge will be the longest, free-standing, tied-arch bridge in North America.

A time-lapse video showing the entire move is at www.youtube.com/watch?v=IQ5qVMS9Ly0.

See the project website at www.dot.state.mn.us/hastingsbridge/ for more information.

By Jerimiah Moerke, District 4 Public Affairs

Perham-area business, government leaders and state officials celebrated a uniquely funded construction project Sept. 25.

New interchange ramps at Hwy 10 and Otter Tail County Road 34 near Perham were constructed as the result of a public/private partnership through the Transportation Economic Development program—a competitive grant program available to communities for highway improvement and public infrastructure projects that create jobs and support economic development.

“The TED program supports MnDOT’s vision of being a global leader in transportation,” said Deputy Commissioner Bernie Arseneau. “This project stands as an example for the rest of the state of how creative partnerships and financing can work to improve transportation and benefit quality of life in communities across Minnesota.”

TED is funded by MnDOT and the Minnesota Department of Employment and Economic Development. Local matches were provided by the city of Perham, Otter Tail County and three businesses: Perham Health, KLN Enterprises and RDO.

“I think we all can agree that this could not have been done alone,” said Jody Martinson, District 4 engineer. “The hospital couldn’t do it alone, the city couldn’t do it alone, the county couldn’t do it alone.  However, with everyone working collaboratively, we had a viable project.”

The completed Perham Hwy 10/County Road 34 interchange project is among the first TED success stories, according to Mark Lofthus, DEED Business and Community Development Division director.

“The project supports the creation of many well-paying construction jobs and permanent jobs at area businesses,” Lofthus said.

In addition to the construction jobs required to build the interchange, the project will support an estimated 240 permanent, well-paying jobs at nearby businesses. The economic development provided by these jobs will support continued growth in Perham and Otter Tail County.

Economic development is necessary to encourage young people to return to rural areas, said Doug Huebsch, Otter Tail County commissioner. 

“In order to have economic development, we need to have infrastructure,” Huebsch said.

In addition to jobs and economic development, the project also improved safety and accessibility to Perham’s new hospital.

Chuck Hofius, Perham Health CEO, said he has already heard stories of the new interchange shortening the drive time for patients in emergency situations. Hofius said one family has made several emergency trips from the east, the most recent using the new ramps.

“They said they can’t tell you the difference between hopping off the interstate and getting to the hospital when you’re in that kind of a scary situation,” Hofius said.

By Jessica Wiens

MnDOT recently received the Innovation in Planning award for its work on the Mississippi River Trail bikeway from the Minnesota chapter of the American Planning Association.

The MRT connects existing shouldered highways, low-use roads and off-road paths for bicyclists and closely follows the Mississippi River from the headwaters at Itasca State Park to the Iowa border. Minnesota is the first state to develop such a plan for bicycling along the Mississippi River.

“The MRT connects roads and trails that already exist and repurposes them to provide a different opportunity for bicyclists", said Tim Mitchell, bicycle and pedestrian coordinator. “This effort required collaborative contributions from private businesses, elected officials, bicyclists, and state/local road and trail authorities.”

Minnesota is the first of 10 Mississippi River states to seek legislation to formalize their portion of the national route within its boundary. The MRT extends to the Gulf of Mexico.

In May 2012, a portion of the MRT became the state’s first contribution to the U.S. Bicycle Route system—designated as USBR 45.    

For more information about the Mississippi River Trail in Minnesota, including printable and electronic maps, visit www.mndot.gov/bike/mrt.

By Jenny Morris

MnDOT project managers are wrestling with more than just delivering good engineering. Budgets are tight and always uncertain; environmental stewardship expectations have increased; the public has an increased appetite for information and interest groups require evidence that project decisions were made with their concerns in mind.

“With the increase in program size and complexity of projects, our staff has worked harder to deliver, but we’re to the point where we need to change our processes if we want to keep up,” said Jeff Brunner, Office of Project Management and Technical Support – Project Management Section.

Enhanced project management has been the solution to increased project complexity and limited staffing for industries across the globe, according to Mike Ginnaty, Office of Project Management and Technical Support director. By standardizing best practices across the program, organizations experience improved project results. This comes because the workflow is managed, information is available when people need it, and solid decisions are made more quickly.

“Projects are our bread and butter at MnDOT,” Ginnaty said. “Great planning and engineering have taken us far, there’s no question of that. To keep those great planners and engineers moving in the same direction and pulling in the financial and quality-of-life concerns on projects, there is no substitute for effective project management.”

To emphasize project management and improve project management practices, Engineering Services Division Director Jon Chiglo combined the Office of Scoping and Cost Management with the Office of Technical Support to create the Office of Project Management and Technical Support in November 2011. The Project Management Section—commonly referred to as the Project Management Office—was organized under Brunner to provide MnDOT with the tools and support to make project management more effective.

“Most everyone at MnDOT is involved in delivering projects in one way or another,” Brunner said. “Better project management will have an immense, positive impact on our bottom line—delivering the right projects on time, on budget and with a high level of quality.”

The purpose of the Project Management Section is to help project managers manage their projects more effectively and add value to the work they are already doing, according to Brunner. The Project Management Section is doing this by providing training, tools, guidance and support to project managers.

The Project Management Section consists of three units:

• Project Management Unit, led by Peter Harff—focuses on training, tools, guidance and communications
• Scheduling and Controls Unit, led by Tom Wiener—focuses on systems to better schedule and control projects and program
• Business Process Monitoring Unit, led by Jim Weingartz—responsible for cost estimating as well as project and program performance measures 

The Project Management Section also provides coaching.

“This project management stuff works,” said Peter Harff, Project Management Unit. “When project managers use the tools to manage scope, schedule and budget, projects are more successful.”

However, the goal is bigger than just putting out tools.

“It’s not just processes or tools; it’s about the silo walls coming down from between functional groups, districts, Central Office and even consultants so we can align ourselves to deliver the projects,” Brunner said. “This is the vision—a change in culture.”

By Commissioner Tom Sorel

Since I first arrived at MnDOT, we have worked hard to develop a culture of Servant Leadership in the department. This philosophy of leadership has been embraced throughout the state at all levels of MnDOT. Servant leadership plays an important role in our efforts as an agency to be a global leader in transportation. MnDOT is full of servant leaders who embrace the seven pillars of servant leadership in their commitment to public service and improving quality of life for the citizens of Minnesota.

Earlier this week at Central Office, we dedicated the newly created “Hall of Servant Leadership,” which illustrates examples of servant leadership in action. This hall should act as a reminder of the responsibility we all have as servant leaders in creating a safe, efficient and sustainable transportation system in Minnesota.

As public employees, we are here to serve the people of Minnesota. It is my hope that this philosophy of servant leadership will continue to carry MnDOT well into the future.