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Indy Keystone
Project Summary
The Indianapolis Department of Public Works’ (DPW) million, 3-square-mile Keystone Avenue south stormwater outfall project, also known as the Keystone interceptor, was the first of 12 projects planned to improve drainage in the Washington Park area of Indianapolis. The project area extends from Fall Creek/Sutherland Avenue and Dr. Andrew J. Brown Avenue to Emerson Avenue and 30th Street. The city’s goal was to decrease street flooding and sewer system backups while addressing more than 20 years of stormwater-related complaints from neighborhood residents.
The stormwater interceptor consists of more than 5,600 linear feet of 78-inch-diameter pipe, installed at an average depth of 26 feet, and an additional 17,000 linear feet of smaller pipe. The project also included new pavement, sidewalks and tree plantings, as well as native vegetation planted in the park’s Minnie Creek.
The DPW enlisted Hanson to provide construction inspection services for these significant infrastructure upgrades. To support the project, Hanson’s objectives included representing the DPW to all project stakeholders, specifically by holding informational meetings and being available to communicate project updates as needed; giving progress reports to the DPW throughout the project; compiling daily inspection reports; providing or coordinating all site testing; overseeing contractor work; processing all material and construction submittals; photographing construction activities throughout the project’s duration; and working with the contractor to keep construction on schedule and avoid delays.
The project team worked around a major logistical challenge after discovering that a 72-inch sanitary sewer owned by Citizens Energy Group was only 10 feet from the new stormwater interceptor. The team made a resolution to purchase two homes and move the stormwater pipe to the north of the original location, approximately 40 feet away. This was the most cost-effective and beneficial solution for the client. The project contingency was 10% of the construction cost, and the final project used only 7.8% of the contingency.