ACTT Workshop - Project Pegasus
September 9-11, 2003
Appendix C - Skill Set Reporting Forms
Return to Report (.pdf, 9 mb)
- Right-Of-Way, Utilities, Railroad
- Innovative Contracting/Financing
- Roadway/Geometric Design
- Traffic Engineering/Safety/ITS
Environmental Skill Set
- Jim Barta, TxDOT ENV
- Tom Bruechert, FHWA Texas
- Elvia Gonzalez, TxDOT ENV
- Craig Hancock, TxDOT Dallas
(Barriers, Skill Set Coordination, etc.)
|Stemmons Park Section 4(f) Properties Constraint||Sliver taking = 14% (0.67 ac), individual section 4(f) needed||
|Trinity Parkway Constraint Southern Gateway?||Reliever route for Pegasus, capacity and timing issues||
|Historic Properties Constraint||Historic properties Bridge and Historical District||
|Hazardous Materials Issue Constraint (continued on the next page)||Environment assessments previously performed have identified relative risk areas. Use new data derived from Trinity Parkway project.||
|Context Sensitive Design opportunity||Address urban design issues||
|Project Opportunities||Opportunities to enhance||
|Socio-Economic Semi-resolved||Liquor stores, displacements of residential properties, EJ issues appeared to be okay||
|Old Mill Creek Constraints||City of Dallas options need to known (construction constraints)||
|Noise (issue pending)||Residential Area exterior, Hotels interior||
|NWPs (issue pending)||Multiple permits may be necessary||
Geotechnical/Materials Skill Set
- Chris Dumas - FHWA, NRC, Baltimore Office, External Team Leader for project, group leader
- Ghassan "Gus" Khankarli - TxDOT, Bridge Section, Dallas District, co-leader of group
- Marcus Galvan - TxDOT, Bridge Division, Geotech Section
- Barry Siel - FHWA, Geotech Engineer
- James Sheehan - HDR, Geotech Engineer
- German Claros - TxDOT, Research Office
Minimizing problems that cause design delays
Minimizing problems, and costs, that cause construction delays and claims
Multiphase rapid site investigation beginning before the record of decision (ROD) is signed. Note: this is site survey and project feasibility work, and not design work. Therefore, it can proceed prior to the ROD.
Work will focus on the following objectives:
|NOTE: The data collected and calculated, as outlined to the left, is not alignment or construction sequence dependent. It is a highly flexible approach, which will allow the rapid evaluation of multiple project scenarios. Also, this is not the total site investigation. It is only the work to BEGIN prior to the ROD.
New and existing utilities including storm water drainage are a dictating factor in design and construction speed. They can be as important of a design consideration as an earthquake in terms of cost and time.
|Problematic Soils for Pavement Subgrades (Including Expansive Clays & High Sulfate Content Soils)||
|Phasing of Work||Coordinate wall design/traffic control development||Have traffic section and wall designer involved at beginning of design process to insure that both are optimized to minimize redundancy in construction.|
Redundant or unnessesary walls for phasing of work add time to construction
|Reduction of the need for temporary and/or permanent walls saves time
Consider future loading conditions, road widening or park decks
|Require coordination meetings between traffic planning, wall designers and geotechs, early and often in the project.
Have independent review of plans at 30% and 60% design level for this issue.
|Failure to plan and design for future expansion of adjacent facilities causes additional construction delays in the future||Consider future plans (i.e.; structure support, wall removal, future expansion of parks) during design.||Discuss and coordinate with all related agencies (including DOT) to determine future plans in area.
Where feasible, design walls, bridges, and other facilities to handle these future facilities
|Insufficient/inaccurate ground survey can cause field modification of wall limits and redesign during construction||Obtain accurate survey and topographic information and accurately define wall limits and heights||
|Modification of wall foundations and details for changed conditions during construction causes delays||Obtain geotechnical data early in project and supplement as needed during design. (e.g.; High groundwater table, soft soils and contaminated soils)||
|Inclusion of aesthetic treatments can cause delays to construction if not well planned and executed||Aesthetic treatments may have a profound impact on wall design, detailing, and construction.||
|Efficient use of on-site materials can reduce waste and borrow||Large volumes of recycled concrete will be produced as part of this construction process and should be reused, if possible.||
Structures Skill Set
- Ray Fisher, TxDOT Dallas Bridge
- Claude Napier, FHWA - VADIV
- Gregg Freeby, TxDOT - Bridge Div
- Ted Zoli, HNTB Corporation
- Vijay Chandra, Parsons Brinkerhoff Inc.
- Tony Okafor, TxDOT Dallas Bridge
(Barriers, Skill Set Coordination, etc.)
|1. Structure development report||Structure Types:
|Group bridges to maximize standardization.
Coordinate with Geotechnical/materials.
Consider manufacturing processes in design and construction.
|2. Bid contract at 30% complete||Designer prepares Bridge plans to 30% with quantities +-20%
Advertise and select contractor. Then contractor works with designer and owner to complete plans and construct project
|Innovative Contracting and Construction skill set coordination.
Implements partnering at very early stage to benefit owner, designer & contractor. Designer of record follows through entire project. Implements contractor's means and methods. Creates win/win/win situation for owner/designer/contractor.
Flexible for single or multiple contracts.
|3. Prefabricated construction||Pre-cast Substructure:
|Prefabricated superstructure units require match casting|
|4. Construction techniques that minimize traffic impact||Incremental launching: Build bridge at one end and launch across at desired location.
Lateral Slide: Build bridge adjacent to the existing structure. When complete, demolish old bridge and move new bridge into position
Balanced Cantilever ~ Segmental construction.
MOT / MPT
|Incremental launching does not interrupt underlying traffic. Work can be done over traffic or with minimal stoppages.|
|5. Temporary Bridges||Use prefab modular bridges for temporary structures or develop standardized modular bridges.||Reusable, multiple uses reduce cost. Cost could be amortized over multiple projects. When project is completed, give bridge to county or city for bridge replacement. Could also be stockpiled for future emergency or security use|
|6. Demolition of existing bridges||Use crushed concrete as select backfill for MSE walls||Requires coordination with Geotech/Materials|
|7. Advanced Foundation Contract||Based on BDR determine foundations that can be constructed ahead of time||Coordinate with geotechnical skill set, could save 6 to 12 months of construction time on large bridges|
|8. Pre-buy Beams||Have single designer develop all beam layouts and designs.
Then pre-buy all beams and supply them to the various contractors as needed.
|Beam storage versus hauling 100 miles|
|9. Preformed lightweight fill||Expanded foam blocks combined with fill to speed retaining wall backfill||Also suggested by Geotechnical.
Included in item 1.
|10. Thru Girder||Pre-cast segmental thru girder sections post tensioned together||Ideally suited to narrow structures where vertical clearance is an issue.|
|11. Corrosion protection strategy||Need corridor corrosion protection scheme||Included in item 1|
|12. Non-peak construction||Close and replace structure over a weekend.
(Friday 10:00 PM to Monday 6:00 AM)
Replace structure at night (7:00 PM to 6:00 AM)
|Coordinate with construction and innovative contracting|
|13. Move Interchange||Shift I30 / I35 interchange from split to a single location possibly above Houston St Viaduct||Disadvantage: Puts interchange above historic bridge ruining setting. Puts forest of columns in one of the proposed lakes of the Trinity Pkwy project. Impacts local access to city streets.
Follow up discussion was provided on reasons for rejecting this alternative earlier in the project development.
|14. Relocate UPRR1||Relocate UPRR away from downtown||Problems - requires cooperation of RR
NO good location to relocate to
Other side of Trinity is up for rejuvenation by City of Dallas, they would not like a RR there.
Moving very far impacts low income housing.
|15. Relocate UPRR2||Minimal shift in alignment to allow construction of new bridge parallel to the existing structure so that no temporary bridges are required||RR people tell us Stemmons RR Crossing needs to be 2 tracks -They propose shifting alignment to north and build new bridge on new alignment. We suggested using 300' trussCanyon crossing - existing pier is in center of HOV lane. Need to replace bridge- suggest using single span rather than multi-span for flexibility.|
|16. Durability||Design for durability, constructability, inspection and maintenance.||Select materials and develop details to enhance these concepts.|
Right-of-Way, Utilities, Railroad Skill Set
- Suku Banerjee, DART
- Jesse Cooper, TxDOT ROW Division
- Del Crouser, City of Dallas
- Jane Deford, TxDOT Dallas
- Kathy Facer, FHWA, HQ
- Bob Frascella, Jacobs Civil
- Robert Memory, NCDOT
- Dick Moeller, O R Colan
- Khali Persad, University of Texas
- Doug Vollette, TxDOT Traffic Operations Division
- David Walterscheid, FHWA
- Janna Wampler, TxDOT Dallas
- Scott Stockburger, TxDOT Dallas
(Barriers, Skill Set Coordination, etc.)
|Post Office||Federal Land Transfer - traffic circulation for their trucks; changing their truck staging area
Avoid impact altogether. Change truck circulation
|FHWA involvement at HQ level may be necessary to negotiate a transfer. May take up to 18 months to negotiate. Change design to avoid impact|
|2 residential, 21 displacements
$26 M +Up to 150 parcels
|Costs could be $75 M R/W, $300 M Utility, $15 M Railroads
Use TTA authority, City or County of Dallas to do early acquisition
Work with design to identify whole takes and partial takes where building is affected
Identify and begin acquiring "critical" parcels for construction, staging/laydown areas
|Recently passed legislation, need implementing rules from Austin for use on this project
Start after FONSI
Encourage early acquisition for hardship and protective buying
|Utility adjustments of $150 M +
|96 inch sewer in median of I-35; substation at AA arena will go underground; fiberoptics. Looking for firm to assist TxDOT in utility agreements/coordination with design phase
Consider location of new pilings, bents, etc.
Need tangible timeline to seek FHWA authorization
Need up to three years lead time for utility companies to determine impact on their facilities, reach agreement, design and relocate or include in highway contract
Define possible exceptions to design
Utilize MOU with utility companies - need to establish what they want
Establish time restraints or moratoriums for splicing telephone facilities
May include options like 24 hour splicing, off peak hours for telephone facilities
Use incentive/disincentive if utilities included in construction contract
Allow TxDOT to acquire for utility corridors
Utilize Trinity river corridor for utility culvert
|Utilities will be adjusted by road contractor as part of project or by one utility contractor
Get firm on board for this project as pilot for TxDOT - firms are limited
Utilize dedicated utility corridor for placement (culvert)
Must establish ground rules for when a corridor is "full" causing some utilities to relocate to new areas outside of project right-of-way
Emergency services needs; can utilities be down for some periods of time?
Share with construction and geometric design groups
Cannot currently acquire for utilities, need legislation or some type of waiver?
$10,000 per foot for buried transmission lines
|Define utilities as part of the transportation facility||Enable TxDOT to better manage utilities on the R/W||Legislation needed|
|Info Mart||Significant lead time for adjustments
Numerous fiber optics and others
TxDOT receives $100,000 per year on rental of airspace under bridge
|Allow several years notice to plan for reroute or relocation for highway construction
Work with contractor to preserve/protect parking for Market
|Utility adjustment||Seasonal usage needs to be considered||Electrical adjustments in winter, fiber optics and telephone in late spring/summer|
|Outsource acquisition contracts||Project specific
Bring us the deed
|One firm can handle 40 to 50 parcels
6 month process to get them on board
Handle all aspects and deliver deeds
Greater fee % payment for deed delivery, less for initial phases of acquisition process (retention to be used as incentive for completion on project basis)
|Railroad||Stage DART bridge replacement over Canyon on falsework
Demo and set new bridge during weekend outage
Shoefly and rebuild the bridge
Up to two years for RR agreements
Relocation of line on North end of Stemmons
Build second track at the east side of the existing bridge
Utility relocations up to one mile away for shoefly
|Major temp easements and utilities within the RR corridors
Requires advance planning with DART for service outage
|Outsource Utility coordination contracts||Coordinate with utility companies, Hwy designers
Prepare agreements, scheduling, billings, inspections, inclusion within construction contracts
|Early planning meetings, SUE investigations, proposed location of facilities, investigation of conduits and corridors, oversight of utility plans|
Liquor license - where to move
Adult entertainment uses?
Billboard issues - legal locations
Coordinate with design and acquire "just in time" for segmented construction
Land consolidation/purchase of remainder properties
Joint use with City that may be able to utilize remainders and allow ED on whole property
Staging areas for Hazmat soils
Firm up the R/W cost estimates
|City zoning would come into play
Dependent on funding - could shorten time considerably
Must decide on construction schedule and phasing of project activities
City needs to look at needs and enter agreement
Look at whole take possibilities caused by damages for remainder size
Reduce need to haul
Utilize preliminary R/W map to begin activities
|Carroll Avenue Staging Areas||Secure available property for contractor use as staging or laydown||Maintain ownership of current property|
|Parking||Affect parking significantly, acquire entire property as uneconomic remainder||Early acquisition and use for assemblage, staging or other public use
Consider possible joint use agreement to mitigate parking impacts in highway airspace
|Animal Shelter - SPCA||Begin relocation early; non-profit organization with limited funds to execute a successful relocation
Explore whether functional replacement strategy would be applicable to this acquisition
|Work with City and donors on alternate location with building to reduce costs
|Residential/Commercial Relocations||Begin relocations early, especially commercial
Cohesive community? What impacts?
Relocate within the community?
Strong church affiliation
DSS housing available?
|Commercial moves may take up to two years
Renovate other housing within community to meet DSS
May have to renovate several homes
Involve the preacher and church elders
|Early acquisition of structures - voluntary acquisition||Offer to acquire early||Businesses willing to relocate early avoid construction difficulties
Some businesses need extensive time for complex relocations
|Loss of access||Taking of access rights without additional right-of-way.
Closing drives with current access to frontage road.
|Appraisal problems, need top notch appraiser
Work with Attorney Generals office early
|4f parkland acquisition||Acquire replacement lands for mitigation||Early acquisition of adjacent lands will aide the environmental document|
|Quick take||None allowed by TxDOT; only Toll authorities||Pass legislation to allow quick take on statewide or on project by project basis as approved by the Commission|
|Delegation of approval authority||Surplus disposals could be signed by District Engineer
Approval authority for administrative settlements
|New regulations needed - Delegation by Commission
Approval of 10% over approved offer up to $100,000
|Clarification of negotiations||Ability to continue negotiations after the filing of ED papers||Approval from Austin|
|Title Work||Incentive payment for title company to deliver commitments and issue insurance. Risk management - no title insurance needed for parcels under $20,000; limited title search to determine last owner of record||Legislative change
TxDOT regulations change
Innovative Contracting/Financing Skill Set
- Jerry Blanding, FHWA NRC
- Charles Gaskin, TxDOT Houston
- Jennifer Mayer, FHWA NRC
- Wes McClure, TxDOT Dallas
- Randy Pierce, Carter & Burgess
- Sid Scott, Trauner Consulting Services
- Rick Smith, Washington DOT
- Juan Urrutia, TxDOT Construction Division
(Barriers, Skill Set Coordination, etc.)
|Total or Partial Closure||Close portions of freeway for periods of time longer than just overnight, to allow faster completion||Requires alternate routes - Trinity Parkway & Traffic Mgm
Plan in place to finalize
Extensive PR campaign
|Environmental Constraints||Mill Creek must be raised before project can commence.
Trinity Parkway project planned in advance of Pegasus.
|ROD anticipated in 2007. This timing will affect choice of contracting methods.|
|Risk Management||Allocation and mitigation workshops||Conduct as precursor to development of RFP documents|
|Special Prequalification||Makes sense if D-B-B used.|
|Multi-parameter (A+B+...) Bidding||Bid both $ and time. Also, if applicable, bid traffic delay (differential travel time), quality, warranty, and other quantifiable parameters (A+B+C).||Delay, pay deducts. Improve, get a bonus. What about a good PR campaign, for instance, that reduces delay and allows the contractor to get a bonus? Also, what about delays related to accidents, fires, etc.?|
|Lane rental||Charge contractor for each lane closure|
|Lane assessment||Allow night closures, but assess stiff liquidated damages if closure time exceeded||Difficult to monitor, but does get attention|
|Incentives/disincentives||Incentives or disincentives based on:
Opening of new lanes;
Other open to traffic dates;
|Long-Term Warranties||Require warranties on specific elements of work (e.g. pavement life)
Consider not requiring minimums like AASHTO, as they might limit innovation.
|Acceptance by contractors is an issue. Bond to cover warranty is an issue, esal limits. Pay contractor later if warranty is not used? How to enforce warranty? Pay out from a retainage fund during warranty period. Might want to incorporate as part of other contracting method, e.g. Design-build.|
|Bid alternates||Alternates for items, or lump sum bidding|
|Third party agreements||Statutes allow or require agreements w/ utilities, etc. Also possibility to use contractor to do work then utilities pay|
|Raise Mill Creek in advance||Mill Creek needs to be raised, use as mitigation for other work.
Once this is done, there is more design freedom for highway
|Delivery Methods||Depends on timing. Single contract makes most sense|
|D-B-B||Design-Bid-Build: Traditional low bid||Considered second choice if alternative methods not feasible. If multiple construction packages used, get as much work done up front as possible (utility, alternate routes, etc.) before doing major construction packages.|
|Construction Manager||At-Risk Agency|
|Construction Manager/General Contractor||Contractor on board at PE phase, owner owns risk and design, but contractor helps with constructability||Viewed as a hybrid between D-B-B and D-B where contractor brought in at 30%. Use a GMP and adjust at final design.|
|Design-Build||First choice overall. Several possible variations: DBOM, Design-Build, Design-Build-Maintain w/ annual payments for performance, etc.||Entire project or pieces? Need coordination with other projects, e.g. Trinity Parkway
Construction group favors one large D-B contract. If not possible, then package low impact, up front portions (utilities, ramps, temporary structures) first, then do major project second.
|Tolls/Managed Lanes||Charge for access to some lanes - (not HOV, but general use) in order to subsidize the construction. Can incorporate variable pricing in order to manage demand/traffic flow.||Must cover cost of installing toll equipment, limiting access. May face public opposition due to perception of "Lexus lanes" benefiting higher-income drivers (especially since project occurs near low-income areas).|
|Public-Private partnerships||Private developer design, build, operate (maintain?) with reversion to state after payback and profit. Use of private equity could limit use of public debt to construct project.||Texas law may not permit concession. Public may oppose involvement by private contractor (making profit off of tolls on formerly-public highway, even if new capacity added).|
|Tax increment financing||City passes tax to fund portions of project directly benefiting or requested by city||City may have difficulty borrowing against tax increment (speculative source of revenue). Must identify district that will benefit from project.|
|Shadow tolls||Alternate means for paying contractor for construction and/or operation of project; based on road usage rather than completion or other metrics||Does not actually bring net new revenue to the table; basically an alternate method of paying for project, but does not directly reduce costs.|
|Other Federal Funds||Seek funding for economic development and other project elements from other federal agencies, including the Federal Emergency Management Agency (FEMA); Corps of Engineers; Housing and Urban Development, and any other eligible grants. City/County of Dallas would probably take the lead on identifying, seeking, and managing applicable grant funding.||Grant funding may be limited.|
|Joint development agreements||Develop some decks/lids and use proceeds to subsidize the construction of decks that do not have funding. Lease/sell ROW, where possible.||Must find suitable development opportunities activities (e.g., hotel above freeway). Cost of reinforcing deck/lid in order to carry the weight of a building may outweigh potential revenues from development arrangement. Must design fair process for development proposals/awards.
FHWA rules on program income may require proceeds to be used on Federal-aid eligible projects.
|TIFIA||Direct Federal Credit assistance under the Transportation Infrastructure Finance and Innovation Act; provides loans, lines-of-credit, and loan guarantees at an interest rate comparable to the interest rate on a Treasury bond of similar maturity. Loan repayment based on project needs, but can extend as far out as 35 years. Could be especially applicable to a joint-development opportunity with the city and/or with private developers. Comes "off the top" (no effect on Texas's Federal-aid funding).||TIFIA projects must be selected in national competition. DEIS must be circulated before application, and ROD or FONSI must be in hand prior to receipt of loan funds. City, county, and TTA could probably borrow at cheaper rates using existing bonding. (Developer may find TIFIA rates more attractive). Under current law, TIFIA projects must be at least $100 million (this project would easily meet this standard, as long as whatever element funded by the loan is considered part of the overall project). No more than 33 percent of eligible project costs can be covered by TIFIA loan (again, a standard that could be easily met if project is small component of $700+ million whole).
TIFIA proposal in SAFETEA would lower threshold for assistance to $50 million.
|State Infrastructure Bank and/or TIFIA||Low interest loans from state-capitalized bank. State can set terms, delaying repayment until up to five years after completion of construction, 35 years to repay, with low or no interest.||Depending on funding available from Texas SIB, could be useful for financing smaller pieces, e.g. city improvements, etc. Could be particularly useful for spreading out city contribution to project over time. Reduces city/county need to issue debt.|
|GARVEE bonds||Issue bonds against future federal funding - TxDOT law now allows borrowing in anticipation of Federal funds.||Policymakers must determine tradeoff between current investment and future repayment; cost of interest should not outweigh benefit of achieving project sooner. Other areas may perceive borrowing solely for Dallas area project as unfair.|
|Performance Specifications||Specifications requiring end-result or performance rather than exact methods||Used either in conjunction with Design-Build, warranty, or other methods, or alone.|
|Contractor developed Traffic Control Plans||Department sets performance requirements and contractors develop detailed plans||May be more problematic if multiple construction contracts used, but still possible to develop in framework of an overall traffic management plan.|
|Pre-set pricing for COs||Set a framework for pricing change orders, for extended time.||Allows predetermined pricing for change orders, but may result in higher contingency or overhead in general.|
|Delegation of Authority for Cost to field||Speed decision making, keep job moving|
|Partnering/escalation agreements||This is standard procedure for TXDOT but the team would like to add and support its use.|
|Bid escrow||Contractor puts all notes and calculations in escrow, in event of later disputes. Allows owner to see thinking at time of bid.|
|Cash Curves||Use CPM to create cash flow curve; avoids over-extension of budget by tying payments to available revenues||Need to ensure that cash payment schedule does not deter rapid completion.|
|Bonding requirements||Consider changing bonding requirements so that more contractors can participate - bonding on high dollar projects can be difficult to get. Consider dynamic allocation of risk: at any one time, less than 100 percent of the project is at risk, so bonding requirement can be less than 100 percent. In CO, bonding requirement was set at 50% for parts of T-Rex||Need to balance lowered bonding requirements with protecting DOT against risks of non-completion (retainage or other strategies).|
|Risk Management/assessment||Develop explicit matrix to define risk and who owns in advance, to assign appropriately, and to determine where risk can most advantageously be held.|
|Change Retainage requirements||Lower retainage requirements so that there is not a large amount of cash withheld, so that bids may be lowered appropriately||If necessary can increase retainage if problems are anticipated|
|Set up allowances for contingencies expected in contract||Cover unknowns in advance, to limit bid amount||Owner, or project manager, owns authority to use contingency|
|Set up one TXDOT project management team||Single team manages project, using perhaps consultant help. Set up dedicated testing facility, if not Design-Build. (Design-Builder would handle if D-B). Team deals with configuration, cost, schedule, CO management, etc.||For D-B, team would delegate more responsibility to contractor and deal with higher level mgmt. issues.|
|Utility Coordination Contract||Either in conjunction with design-build contract or separately, hire external utility coordinator to identify, locate, coordinate, and negotiate agreements with all utilities in corridor. Manage information exchange between DOT and/or design/build contractor - so as design evolves, utility relocation is adapted. With utilities, engineer conduit that combines utilities, and lay out construction schedule that goes in logical order. Successfully pioneered in the Texas Central Expressway. Cost of licensed utility inspector can be included as part of contract cost.||Utilities in Texas have a statutory right to occupy ROW; process is "first-come, first-serve." Utilities may not be willing to let work be done by contractor, or may insist on use of own contractor.
Optimal solution may be conduit; cost of conduit could be covered by lease payments from utilities, but lease payments could be very difficult to negotiate.
|ROW Acquisition Contract||Incorporate ROW acquisition into design-build contract; saves time by eliminating levels of decision-making - e.g., administrative settlements can be approved by giving contractor latitude to approve up to certain level; design issues can be resolved and ROW agreements made more quickly; contractor will acquire ROW rapidly due to incentives for timely completion in contract.||Works for parcels that can be acquired without legal action; DOT/contractor must allocate risks for parcels that cannot be acquired.
Can TxDOT legally contract out for these services?
|Owner Controlled Insurance Program (OCIP) or Partner-Controlled Insurance Program (PCIP)||Wrap up insurance, so that DOT obtains overall insurance for project (or shares with Contractor), and bills contractors for premiums, eliminating need for individual contractors to seek (average savings of 2%)||Inspector General criticized Central Artery project for maintaining excessive reserve funds for its OCIP|
Roadway/Geometric Design Skill Set
- Ken Davis, FHWA
- Rebecca Dugger, City of Dallas
- Patricia Jackson, TxDOT DES
- James Janovsky, TxDOT Dallas
- Rory Meza, TxDOT DES
- William Prosser, FHWA - HIPA-20
- Bill Riley, TxDOT Fort Worth
- Cheng Soong, CH2M Hill
(Barriers, Skill Set Coordination, etc.)
|Existing pavement as a Base||
|Continuous Frontage Roads||
||Doesn't have to be entire project, can be only at points of construction
(Traffic, Pavement, Construction)
|HOV only During Construction||
||Using Different design criteria for HOV (Traffic)|
||Reconstruct, wasn't designed to handle traffic of trucks
May be truck problem, but can toll and minimize truck traffic
Thinner pavement fail quicker (Pavement)
||Difficult with so many interchanges
Mostly for access to surrounding properties
Diversion of traffic of wherever possible
||Media Consultant few months before, sooner done better
|Prioritization||Which to construct first
||Running through traffic, where to put columns
Lots of temporary pavement
Detailed sequencing plan to move things around
|Project Manager Utilities||Several contractors, have a general consultant.
Start during PS&E development, get them involved early as a penalty or incentive
|Utilities want final plans, instead of preliminary
Hurts their schedule, very critical about timing
|Earth work||2 ft becomes 4 ft drop on level of bridge (if three different level)
Ramp profile easier to design
|But having the one substandard clearance automatically cause deterrent|
|Clearance||Not every underpass profile has to have 14' clearance.
May only need to do one or two
May eliminate some of design exceptions
|But having the one substandard clearance automatically cause deterrent|
|Pavement||Using it to mix with new as base or just overlaying the existing?||Canyon lower grade, how far going down and which part?
(10ft) Need 4" cushion if overlaying
|Involve Contractor?||Nothing but good things involved, maybe get a group, to come up with sequences of materials and pitfalls etc...
Nobody's guaranteed the contract
What can be done to shorten the construction time
Get earlier input design
Public meetings for contractors only
|Don't want to be "too public" only top three or four probable contractors.|
|ITS (Traffic) Design||Conduit infrastructure?
Designing a system into it
Construction can make set up of it
|Implement with signing (dynamic message signs)
ITS usually left out until very end
||Currently have 96" brick sewer culvert for sewage (wondering about design)
Approx 100yrs old
May need to encase not an option, in-situ forming is best
Will it withstand the construction traffic, etc...
Expect $200 million adjustments
|ROW/ Env||Section 4F, need avoidance and minimization for taking the parkland (0.67 acres)||Req. design details be submitted w/ Section 4F document|
|Traffic (HOV)||HOV during construction not feasible realistically||Even if 5 to 10% non-participation, purpose is to decrease traffic
Alternate: so many single occupancy vehicles, try implement HOV throughout the project
|1. Vertical Clearance||In areas of possibility, may be an option
Want someone to investigate
Benefits may eliminate some problems
|- Design exceptions to support this
- Wall height reduced and increased bridge height, less earthwork
|2. Frontage Roads||
||Lots of temporary construction
Difficult with so many interstate changes
Mostly for access to local property
|3. Pavement Design||
|5. HOV and Truck Media||
||Create more HOV opportunities
Overnight construction, longer window of Construction opportunity.
Public Relations (survey of HOV users, would use as final design) maybe change driver patterns
Traffic Engineering/Safety/ITS Skill Set
- Param Sankar, Cambridge Systematics
- Robert Bacon, TxDOT-Dallas
- Michael Chacon, TxDOT - TRF Austin
- Tim Fetters, Jacobs
- Joel Fitts, Parsons Transportation
- Elbert Hunt, Colorado DOT
- Greg Jones, FHWA - RC
- Jerry Jones, FHWA - RC
- Charles Koonce, TxDOT - TRF Austin
- Mark Middleton, TTI
- Sharon Morales, VDOT
- Andy Oberlander, TxDOT-Dallas
- Christopher Poe, PB Farradyne
- Don Tolar, LaDOT
(Barriers, Skill Set Coordination, etc.)
|1. Demand Management||Public education of available facilities, etc.||Behavior barrier|
|2. Demand Management||Shuttles to provide flexibility in multi-modal use|
|3. Demand Management||Work with employers to use flexible work week strategies||Coordinate with "Pegasus 2" project|
|4. Demand Management||Increase park and ride area|
|5. Demand Management||Increase bus route to transit for corridors that feed construction corridor|
|6. Demand Management||Increase express bus service|
|7. Demand Management||Carpool to shuttle to work||Provide incentive to participating employers|
|8. Demand Management||Use lessons learned from special event management (fair, motor speedway, world soccer games, etc.)|
|9. Demand Management
||Investigate use of partial and full HOV facility|
|10. Demand Management||Extended temporary night time and weekend lane closures|
|11. Demand Management||Build frontage roads first|
|12. Incident Management||Include locals emergency responders in TCP development and const. stage change|
|13. Incident Management||Define who will respond to the various incidents in the corridor and include them in the planning|
|14. Incident Management||Improve incident response time||Contractor responsible for clearing incidents. Clearly define contractor's role in incident management.
Use towing specification - comply with Dallas towing truck rotation
|15. Incident Management||Promote the Regional IM training|
|16. Incident Management||Dedicated incident management coordinator|
|17. Incident Management||Use state fair, apparel market, etc., for training|
|18. Incident Management||"One call" response for industrial and traffic accidents investigation.|
|19. Incident Management||Provide for stakeholder input|
|20. Incident Management||Way finder, reference markers, signing, etc.|
|21. Maintain ITS||Coordinate funding with NTCOG to maintain existing or provide for rerouting|
|22. Maintain ITS||Maintain ITS thru const.||Install Portable ITS system, hi mast CCTV, Statewide center two center ITS Control, deploy ITS in key corridors|
|23. Maintain ITS||Early coordination of utilities/fiber||R/W Utilities, SS|
|24. Traffic Control||Reroute traffic from construction corridor.||Coordinate with Waco and Ft. Worth District, MAPSCO, MAPQUEST, and other traffic routing services to route around the corridor during const.|
|25. Traffic Control||Coordinate Work Zone and project development early|
|26. Traffic Control||Investigate alternate routes for I-30 closures|
|27. Traffic Control||Fast track Trinity and Woodall Rogers extension projects|
|28. Traffic Control||Increased signing for internal traffic control|
|29. Traffic Control||Lane rental||Innovative SS|
|30. Traffic Control||Traffic analysis for innovative strategies and scheduling; advance planning/design for route to handle diversion||Innovative SS|
|31. Traffic Control||Eliminate truck traffic unless deliveries in area|
|32. Traffic Control||Maintain access to medical facilities|
|33. Traffic Control||Maintain minimum I30 and I35E lanes thru corridor|
|34. Traffic Safety||Use gawk screen|
|35. Traveler Information||Provide time information to travelers||5-1-1 integrated or separated hotline|
|36. Traveler Information||Keep traveling public informed of construction schedule and work zones||Hire a Public Info person to coordinate public information campaign with media|
|37. Traveler Information||Develop local HAR radio system||Provide automatic override of local radio stations in WZ to give project information|
|38. Traveler Information||Provide corridor activities to advise travelers of alternate routes|
|39. Traveler||Install additional DMS|
|40.Traveler Information||Provide truck traffic info|
|41. Information||Electronic real-time update|
|42. Traveler Information||Develop Web site with real time information|
|43. Worker Safety||Train workers to understand accelerated technology to protect them - more equipment will be used than normal. 24 hr work schedule||Drug testing, physical testing, OSHA, weather, language, etc.|
|44. Worker Safety||Comprehensive Safety/Health program|
|45. Worker Safety||Incorporate worker safety requirements in Project Documents||Incentive for safety performance|
|46. Worker Safety||Wrap up insurance||Contracting SS|
|47. Worker Safety/Work Zone||Develop information videos to show how to drive thru WZ for distribution to schools, churches, etc. to assist motorists.|
|48. Worker Safety/Work Zone||Use checklist to check if safety features in place daily|
|49. Worker Safety/Work Zone||Train trucker drivers, to improve internal work zone safety. Coordinate WZ staging with suppliers||Pre-qualify drivers|
|50. Worker Safety/Work Zone||Keep outside trucker informed of staging to improve internal traffic control|
|51. Worker Safety/Work Zone||Speed Enforcement|
Construction Skill Set
- Mufid Abdulqader, City of Dallas
- Charles Brauer, TxDOT Construction Division
- Steve Dewitt, NCDOT
- Enrique Guillen, TxDOT Dallas District
- Gene Hoelker, FHWA NRC
- Joe Huerta, FHWA, NRC
- E.T. McArthur, Montana DOT
- Mike Lehmann, TxDOT San Antonio
- Tony Payberah, TxDOT Dallas
(Barriers, Skill Set Coordination, etc.)
|Room to Work
Traffic Control Plans by Contractor
Construction Staging Areas
Maximize "out of traffic" improvements prior to impacting project-related traffic
|Use existing public facilities as staging area in return for improvements (Park)
Coordinate with IC, Traffic, Structure Skill Sets
|Project Management Team||Project Manager
Sense of Urgency
10 day turn-around time
Dispute Resolution Process
Central Project Location (TXDOT & Contractor)
|Will require high level wide ranging support to ensure issues are resolved!
Coordinate with innovative contracting, design skill sets
Electronic Document Control
|Coordinate with ?|
|Material Delivery||Pre-Order Materials
Material Delivery Issues
|Consider High Performance Materials
Coordinate with materials, structure skill sets
|Availability of Materials||Aggregate Sources
|Coordinate with materials, geotech skill sets|
|Sequence Smaller Projects of the overall project||Railroad Bridges
Critical Ramps/Interchanges (Bridges)
|Coordinate with Design, TE & safety, R/W/utility/RR, skill sets|
|Dealing with 3rd Party Problems Up Front||Utilities
|Coordinate with utilities, design (see previous item)|
|Quality Control||Contractor Provided QC
Inspection by Contractor
TXDOT QA Monitoring
|Inspection by Contractor - Culture shift - "fox guarding hen house"
Coordinate with materials
|Relocate Utilities by Contractor||Contract to include movement of utilities by the contractor (water, sewer, power, cable, etc.)||Barriers - Industry Acceptance
Coordinate with utility, design skill sets
|Advance Utility Relocations||See #7||See previous item|
|Industry Involvement in Constructability Reviews||Hire Outside Expertise for Reviews
Contractor Constructability Reviews
Hire PEF or Contractor to do reviews
|Barriers - Industry Acceptance
Coordinate with innovative contracting
|Design Solutions by Contractor||Bid item - puts responsibility for plan error resolution on contractor and hired design PEF||Barriers - Industry Acceptance
Coordinate with design, innovative contracting
|Specifications||End Result - Means & Methods "loosen up"
Opportunity to Innovate - review specs to allow maximum innovation
Coordinate with materials, innovative contracting
|Design-Build||Include utility movement, R/W procurement, Etc.||Cultural Barriers - it is never too late to go to DB!!!
Coordinate with all groups!
|Kentucky Pre-Qualification Process||Contractors involved in constructability very early in the design process - Special prequalification process||Limits Bidders - some may fall out by the time the project is actually bid - others cannot be added
Coordinate with innovative contracting, design
|Best Value Contracting||Selection process very much like Design-Build but for Design-Bid-Build||Barriers - legal issues
Coordinate with innovative contracting
|Special Project Issues||Mill Creek Under Roadway
Covering Part of Roadway in Canyon Area
|Need to be investigated much more in depth
Coordinate with all groups!
|Close short sections at a time?||Remove traffic in whole or in parts||Public Acceptance!!!
Coordinate with innovative contracting, design, traffic & safety
|Trinity Parkway||Reliever Route
Constructed Prior to Pegasus
|NEPA, Funding, Coordination Barriers|
|Work Force Availability||Inspection Forces
Pavement/Maintenance Skill Set
- John D'Angelo, FHWA - HIPT
- Gary Graham, TxDOT Construction Division
- Gerry Huber, Heritage Group
- Mark McDaniel, TxDOT Construction Division
- Abbas Mehdibeigi, TxDOT Dallas
- Suneel Vanikar, FHWA - HIPT
(Barriers, Skill Set Coordination, etc.)
|20 Years little to no maintenance. Expected pavement life more than 50 years.||This should be a low maintenance roadway with no base failures expected and surface failures experienced very infrequently.||Should be coordinated with materials, and construction technical experts|
|Composite pavements should be considered.||Various scenarios should be considered such as asphalt base\with CRCP on top (normal practice), CRCP on bottom with asphalt on top, precast/prestressed slabs with asphalt on top (at intersections and frontage roads, etc.). It is also possible to diamond grind slabs and not top with asphalt. If grades can be adjusted we can leave the existing pavement in place and bury it.||Composites get the benefits of the structural capacity of the concrete and the noise and ride of the asphalt. The asphalt insulates the concrete from temperature and moisture fluctuations. SMA with modified asphalt and open-graded friction courses should be considered as surface courses. Construction and materials experts should be consulted.|
|Materials selected to provide for quality product. Recycling of old concrete pavement should be maximized.||Do not use siliceous aggregates. Fast track material testing techniques should be used. Set up a separate pay item for curing to get a better quality product.||Subsurface investigations must be done. Consider more restrictive specifications to get higher quality materials. Coordinate with geotechnical and material testing groups. Possible uses of recycled pavement could be behind retaining walls, asphalt base courses, crushed aggregate bases, etc.|
|Staging areas (crushing operations, concrete plant, etc.) should be on project site if at all possible. Permits obtained before letting.||On-site plant operations significantly reduce construction costs by eliminating haul distance and significantly reduces construction related traffic from surrounding roadway network.||If the floodplain is considered for plant operations, coordination with FEMA and COE will be required. Plant permits may be obtained by TXDOT in advance if the plant sites are designated on the plans. Protection of plant equipment and maintaining flow capacity through the floodplain are considerations. Right-of-way and environmental section should be consulted.|
|Restrict traffic through canyon section.||Consider such techniques as restricting all lanes to HOV traffic (reduction of lanes), weekend closures, complete shutdown.||TEXDOT traffic engineer should be consulted as well as environmental section. Could be publicly controversial and formal notification procedures would have to be carried out. This would affect environmental clearance. This could significantly expedite construction. HOV traffic can remain on a limited number of lanes while the others can be reconstructed.|
|Performance characteristics should be specified, regarding smoothness, friction, distress, noise, etc.||Performance warranties require detailed stress identification with monitoring cycles and techniques.||Distress has to be tied to existing pavement characteristics in a State or location. Also tied to typical deterioration curves and be truly measurable characteristics.|
|Long term warranties with contractor responsible for maintenance.||Long term performance warranties requiring contractor maintenance for approximately 10 years||This would require design build and tied with innovative contracting practices. Likely to result in innovative design and construction practices. Coordinate with contract administration specialists.|