U.S. Department of Transportation
Federal Highway Administration
1200 New Jersey Avenue, SE
Washington, DC 20590

Skip to content U.S. Department of Transportation/Federal Highway AdministrationU.S. Department of Transportation/Federal Highway Administration


<< PreviousContentsNext >>

Promoting Safety and Access Cleveland's Innerbelt Freeway

3. Skill Set Recommendations

3.1. Innovative Contracting/Innovative Financing

The innovative contracting/innovative financing team discussed several risk factors and then proceeded with their recommendations:

Risk Factors/Unknowns
  • Federal revenue projections.
  • State revenue estimates.
  • Construction inflation.
  • Industry capacity limits.
  • Potential material shortages.
  • The accuracy of the preliminary estimate.
  • Project development timeframe.
  • ROW cost/clearance.
  • The timing of the NEPA document.
  • Determine if the project timeline is reasonable. Focus on ROW and the relocation of utilities with available cash on hand (including earmarks), especially for the Central Viaduct.
  • When ready, bond and accelerate to finish in a reasonable timeframe. National experts say Ohio's indebtedness is conservative. Consider additional bonds, i.e., Grant Anticipation Revenue Vehicle (GARVEE), regular, etc.
  • Consider design-build (D-B) and other strategies for the bridge. Give the community a range of choices, including signature and non-signature options.
  • Be up-front with elected leaders: ODOT needs earmarks to continue with this signature corridor (not the bridge). This requires strong local and regional support.
  • Reconsider priorities within the corridor and within the State. Does ODOT need to completely rehabilitate the existing Central Viaduct? Could the DOT perform a minor rehabilitation and move on to other priorities such as the Curve? What do safety and congestion priorities dictate?
  • Evaluate when and where contractors are involved, especially when discussing phasing, idle equipment costs, ingress/egress issues, staging areas, hauling, local access, etc. Now is the time to solicit contractor input.
  • Consider accelerating projects/sub-projects within the corridor, i.e., East 9th, Ontario, the I-77 connection, etc.
  • Utilize innovative techniques such as A-plus-B-plus-C contracting, incentives and disincentives, lane rentals, etc.
  • Incorporate strategies to control material price spikes, i.e., prebidding of materials, shorter contract timeframes, etc.
  • Establish a permanent, corridor-based project management team (PMT). Include a dispute review board (DRB) to be forward-looking and to control claims costs.
  • Utilize 24/7 corridor-based responses and solutions, corrective actions, a decision process that includes full decision-making authority, and post-award cost controls.
  • Assign cost risks per contract group, utilizing a range of probable costs.
  • Understand the inflation and risk impacts per contract group/ material; continually adjust estimates based on key items for the region.
  • Understand workforce availability and its impact on the overall project cost.
  • Consider corridor-based contractor insurance.
  • Create a "shopping list" of add-ons to the new bridge contract if the base bid is good, i.e., prioritizing the Trench or Central Interchange bridges or deleting alternatives if necessary.

3.2. Right-of-Way (ROW)

The ROW skill set made their recommendations according to key areas such as ROW acquisition and utility coordination:

  • Develop plans along the corridor in enough detail that ROW acquisition can begin sooner rather than later. Property owners need enough time to understand the project impacts and the acquisition process.
  • Make advance ROW acquisition a priority so that ROW acquisition stays on schedule.
  • Utilize total take residue properties for staging areas. Need input from area contractors.
  • Determine if the project needs to charge an underlying fee in areas of existing highway easement/ROW takes.
  • Discuss ROW take options for the new Innerbelt Bridge, i.e., fee ownership, aerial easements, etc.
  • Do ROW takes necessary for storm water BMPs, mainly for the Innerbelt Bridge section.
  • Make utility coordination a priority so that utility relocation activities take place ahead of project activities.
  • Consider revising partial takes to total takes to accommodate MOT and staging areas. Need constant communication with the design team on this.
  • Identify critical demolition structures for integration of the highway foundation design.
  • Understand and control vibrations when demolishing buildings in sensitive areas.
  • Identify materials that can be recycled or salvaged from demolished structures.
  • Investigate the condition of the foundations in buildings that will be removed.
  • Identify potential environmental hazards within the structures being removed.
  • Consider finding sites within the project area for building demolition materials.
  • Develop ongoing communication with affected railroads to identify potential ROW needs along their corridors, especially for utilities and temporary tracks.
  • Require delivery of all ROW plans immediately after approval of the environmental document so that acquisitions stay on schedule. This also allows for approval of the appropriation process.
  • Work with FHWA on allowing ODOT to let the highway contract prior to clearing ROW. This will help the project schedule tremendously.
  • Have a ROW expert available during decision-making sessions; he or she can provide input on potential ROW impacts.

3.3. Construction/Maintenance of Traffic (MOT)

The construction/MOT crew made recommendations in the areas of scheduling and phasing, constructability, packaging and utilities/ROW:

Scheduling and Phasing
  • Divorce critical path method (CPM) from the financing package.
  • Minimize impacts on traffic.
  • Let as stand-alone projects.
  • Maintain local service for trucks.
  • Consider the trench option: it is most critical for MOT purposes.
  • Use cut-off/retaining walls for staging and access.
  • Allow for contractor innovation in MOT.
  • Maintain overhead traffic in the Trench.
  • Utilize a limited number of short-term full closures.
  • Build offline.
  • Conduct ROW acquisitions early.
  • Construct overhead structures with an eastbound trench.
  • Emphasize utility coordination.
  • Limit the number of contracts.
  • Provide adequate staging areas.
  • Transfer responsibility for MOT to the contractor.
  • Divert traffic to alternate routes.
  • Construct a new westbound I-90 Central Viaduct between 2009 and 2012. Utilize the far north alignment.
  • Reconstruct the I-77 Central Interchange between 2010 and 2012.
  • Construct a trench and overhead bridges on the Innerbelt Curve between 2012 and 2014.
  • Construct the I-90 eastbound Central Viaduct between 2012 and 2014. This will follow construction of the new westbound viaduct and the Central Interchange.
  • Consider a five-year program instead of an eight-year schedule.
  • Consider separate utility bridges.
  • Consolidate utilities.
  • Prepare a pre-approved list of relocation contractors for a utilities subcontract.
  • Investigate the legalities of payment for non-compensable relocations.
  • Acquire all ROW early.

3.4. Structures I (Major Bridges)

The Structures I (Major Bridges) team made the following recommendations:

Mitigation of Slope Instability
  • Accommodate the pier in the west embankment of the Cuyahoga River, utilizing techniques such as:
    • Rock-socketed shafts with isolation casings.
    • A footing isolation wall.
    • Soil nailing, chemical grouting and drainage.
    • Slurry cut-off walls.
    • Excavation and the use of lightweight embankment materials to unload the slope.
  • Provide an early, separate contract for slope mitigation and foundation construction.
Signature Bridge Perception
  • Note that the term "signature bridge" implies a bridge significant to Cleveland, not a particular bridge type.
  • Develop a public process to define the signature qualities of the bridge.
  • Strike a balance between visual quality, appropriate engineering, cost and constructability.
Demolition of Existing Bridge
  • Demolish the existing single-span bridge, and construct two new shorter-span structures. This will eliminate a significant maintenance liability for ODOT.
    • Utilize the pier in the west embankment of the river (as noted above) to construct a less costly, shorter-span structure.
    • Decrease deck width; two-way traffic may not need to be maintained on the southbound bridge.
    • Utilize savings from the repetition of two similar structures to balance the cost of building two shorter versus one long bridge.
Viaduct: Transition to a New Structure
  • Use the "fill approach":
    • Consider lightweight fill.
    • Improve MOT transitions.
    • Provide a separate structure at the Regional Transit Authority (RTA).
Cost Control
  • Address potential cost escalation; it is a critical issue.
  • Provide for alternate designs - depending on material availability.
  • Focus on proven technology.
  • Encourage bidders through pre-bid meetings, advance plans, adequate time to bid and bidder prequalification.

3.5. Structures II (Other Bridges and Retaining Walls)

The Structures II (Other Bridges and Retaining Walls) group focused on bridges over the Interstate, curved structures, retaining walls and the proximity of foundations to major utilities and buildings:

Bridges over the Interstate
  • Consider dedicated utility corridors.
  • Encourage advance utility relocations.
  • Maintain pedestrian traffic.
  • Build structures wider than normal. This will enhance MOT, utilities and final-use options in terms of greenspace, wider sidewalks and commercial development.
  • Consider modular demolition/construction.
  • Construct roll-in bridges.
  • Prefabricate or pre-cast elements, as was done with East 22nd over I-90.
    • Provide a temporary pedestrian bridge to permit total closure.
  • Consider raising the profile/grade of cross streets in the Trench.
  • Consider pushing the ramps and service roads farther away from the mainline to avoid conflicts with the bridge abutments.
  • Consider excavation and retaining walls for the eastbound mainline with overhead structures.
    • Provides staging areas.
    • Can group "like items" of work together for efficient contracting.
Curved Structures
  • Consider revising the geometry to build SR 2 eastbound to I-90 westbound offline.
Retaining Walls
  • Consider conventional walls or mechanically stabilized earth (MSE) walls.
  • Consider the following options for full-height walls:
    • Top-down construction.
    • Drilled shafts.
    • Soil nailing.
    • Tiebacks.
    • Pressed piling.
    • Pre-augered holes for piles (to reduce vibrations).
    • Slurry walls.
Proximity of Foundations to Major Utilities/Buildings
  • Utilize press piles, auger-cast or pre-bored holes instead of driven piles.
  • Consider top-down abutment construction.
Additional Thoughts
  • Remediate the removal of green slopes by trying to re-seed as much as possible.
  • Consider possible uses for the additional bridge opening width.
  • Consider aesthetic opportunities for asymmetrical spans.

3.6. Environmental

The environmental skill set discussed the NEPA document, other relevant environmental issues and interaction with other disciplines:

NEPA Document
  • Determine the critical path areas/issues that need to be resolved in order to complete the Environmental Assessment (EA)/ Finding of No Significant Impacts (FONSI).
    • Remove as many issues from the table as possible, and concentrate on those that remain.
  • Conduct Phase I and II cultural resource surveys.
  • Complete an access modification survey, and have FHWA review it.
  • Do a preliminary noise study now with available traffic data.
  • Utilize visualization techniques to show the project's alternatives and the magnitude of impacts to 4f/106 resources.
  • Consider preparing the EA with design options rather than waiting for all the necessary pieces to develop the preferred alternative.
  • Address secondary impacts, i.e., disposal areas.
  • Address environmental justice (EJ) issues, i.e., the ability to walk along Cedar Avenue to transit service after the cul-de-sac.
  • Prepare a memorandum of agreement (MOA) after the EA is complete.
  • Request a land transfer from the airport and/or the required coordination and approvals from the Federal Aviation Administration (FAA).
  • Require coordination with, and approval from, the U.S. Coast Guard.
  • Require coordination with, and approval from, the Ohio Department of Natural Resources for Coastal Zone consistency finding.
Other Relevant Environmental Issues
  • Determine if Section 4f criteria are applicable.
  • Evaluate what mitigation of impacts (and/or the degree of enhancements or aesthetics to these structures) to historic resources, residences, churches, etc., can be considered. Will ODOT consider converting staging or disposal areas to future greenspace or park use?
  • Start Endangered Species Act (ESA) Phase II testing.
  • Bring the City on as a partner/supporter.
  • Show the economic development positives in addition to Midtown.
Interaction with Other Disciplines
Construction Methods
  • Explore strategies to minimize noise and vibration impacts and the concerns of the local community.
  • Consider piles, drilled shafts or other techniques.
  • Look at the whole picture, i.e., the cost savings of construction techniques versus the possible additional cost associated with mitigating impacts to historic resources/residences; the cost and extent of a monitoring plan; and so forth. Prepare the monitoring plan on a site-specific basis, and make it results-oriented.
  • Look at the timing of construction activities, i.e., night-time and weekend work.
  • If warranted, consider building noise barriers during the early stages of the project.
Southern Alignment
  • Develop and quantify the pros and cons of the southern alignment. Need to bring closure to the analysis of alternatives and prepare the administrative record.
    • Identify all the problems associated with this alternative.
    • Determine what benefits will be realized if this alignment is chosen.
    • Remember that the acquisition cost for the Juvenile Justice Center is estimated to be $35 million.
Storm Water Management/ROW
  • Look at combined sewer overflow (CSO).
  • Consider separate systems.
  • Evaluate in-line treatment in light of the additional ROW needs. Determine if additional permits will be needed.
  • Assume the worst-case scenario.
Staging Area Needs, Temporary Takes
  • Determine where construction staging areas are needed and what is on those parcels.
  • Find out if the acquisition of additional areas will make the project easier and/or less costly to build. Determine if there are any with minimal environmental issues that can be acquired.
  • Evaluate whether there are areas that can be acquired and converted to some beneficial use for the community as mitigation.
  • Determine if the bridge should be delayed to shorten the overall project time.
  • Demonstrate the modeling of City street network results to the City and others in the Midtown district.
  • Utilize modeling to discuss future operations such as construction, access, detour routes, etc.
  • Coordinate with the single point of contact for traffic management, if one is established.
Surface Type
  • Determine if surface will be asphalt or concrete, as that will affect noise.

3.7. Public Relations

The public relations team outlined their goals for the Innerbelt project and made recommendations in several areas:

  • Increase public awareness and education to:
    • Alleviate anxiety/negative outlook.
    • Manage congestion/downtown access.
    • Increase work zone safety.
  • Develop a positive long-term message.
  • Establish and maintain public trust.
Demographic Analysis
  • Conduct a scientific survey to determine the demographics of roadway users. Use this information to tailor the outreach program and make targeted investments.
    • Will require outside expertise.
Road Spotters
  • Use road spotters to gather immediate feedback on construction activities and to make adjustments in the field.
    • Identify reliable sources. Involve the business community, trucking companies, neighborhoods, delivery services, etc.
Customer Satisfaction Surveys
  • Conduct quarterly surveys of businesses, commuters, etc.
    • Determine satisfaction with the overall project.
    • Query as to the best mechanism for disseminating traffic information.
    • Measure the public's knowledge level.
    • Use the information gathered to adjust ODOT's outreach program and project. Need to establish how ODOT defines success.
    • Utilize outside expertise.
Dedicated Outreach Team
  • Develop advance outreach efforts and establish the "face of the project."
  • Work to identify and market travel demand management (TDM) programs.
    • Need expertise to develop TDM strategies.
  • Build a strong relationship with the district construction/contractor project team.
    • Use the relationship to get accurate, advanced information and cooperation to make field adjustments.
Traffic Advisories
  • Provide daily traffic alerts, as needed, to the public and the media via e-mail.
  • Use personal outreach, lunch room briefings, posters, table tents and so forth to reach those without web/e-mail access.
Non-Traditional Stakeholders
  • Market informational materials to targeted stakeholders, such as:
    • Season ticket holders.
    • Downtown leasing agents.
    • Blue collar workers.
    • Major traffic generators.
  • Create a database, and develop marketing materials to fit the needs of each audience.
Relationship Building
  • Cultivate/maintain the face of the project throughout construction.
  • Have a go-to person for inquiries.
  • Develop and maintain the "right" message, tailoring it, as needed, to fit the audience and backing it up with key facts. Possible messages include:
    • Safety.
    • Economic development.
    • Quality of life.
  • Use community development organizations and other people or groups to help deliver ODOT's message.

3.8. Utilities/Railroad Coordination

The group made numerous recommendations in the areas of railroad and utilities coordination:

Communication and Coordination
  • Build relationships and maintain ongoing communication with local and national Norfolk Southern (NS) and CSX Transportation officials.
  • Use a communications matrix to track outstanding issues.
  • Establish single points of contact with the railroads and the Innerbelt coordinator.
  • Use proactive rather than reactive project management.
  • Address potential barriers, such as time constraints for railroad personnel and follow-through by all parties.
Early Commitments
  • Solicit input early from railroad personnel.
  • Seek acceptance of the conceptual plan in writing.
  • Address potential barriers, such as time constraints for railroad personnel and the reality of determining who's in charge.
Plan Review Durations
  • Convey that complete, quality plans are critical.
  • Allow a maximum of 180 working days for approval (Stage 3 to authorization) through temporary agreements.
  • Address potential barriers, such as last-minute plan revisions and legal issues.
ROW and Construction Access
  • Identify ROW needs early.
  • Seek advance acquisitions.
  • Include temporary at-grade crossings in the engineering plans, rather than relying on the contractor.
  • Identify construction access routes and staging areas early in the design process.
  • Address potential barriers, such as reconciliation with the railroads over ROW needs and undefined construction limits.
Project-Specific Issues
  • Discuss the proximity of NS Railroad's lift bridge to the proposed westbound Central Viaduct bridge.
    • Identify true maintenance clearance requirements now.
    • Schedule a face-to-face meeting with NS officials.
    • Determine Central Viaduct foundation construction methods early, and communicate them to NS Railroad.
  • Look at the need to construct a temporary railroad bridge for CSX Transportation over the existing I-90 (at the Curve).
    • Instead of demolishing the existing overhead railroad bridge, fill and bury it using low-strength mortar. This would eliminate the need to construct a temporary bridge to maintain rail traffic.
  • Study the existing at-grade crossing and interconnected signals between the Curve and East 55th.
    • If replacement is warranted, pursue Ohio Rail Development Commission (ORDC) safety funding.
    • Negotiate sharing the costs with CSX Transportation.
Project Issues
  • Need to relocate an enormous number of utilities, which could have a significant impact on the project schedule.
  • Need to evaluate possible inaccurate subsurface utility survey information.
  • Face potentially unresponsive utility companies.
  • Face potential vibration damage to underground utilities during construction.
General Ideas
  • Design to avoid major impacts.
  • Begin coordination efforts early.
  • Utilize subsurface utility engineering (SUE) data early in the design process.
  • Follow up with utility companies to ensure railroad access permits are secured early.
  • Create financial incentives for meeting completion dates.
  • Identify vibration-sensitive underground utilities early.
  • Hold regular update meetings with the utility companies.
  • Establish a dedicated, full-time utility coordination officer beginning now and ending at the completion of construction. The officer could be employed directly by ODOT or hired as a consultant. Need to explore potential funding mechanisms, i.e., line items in contract bids, etc.
  • Consider consolidating utilities in the Trench on temporary or permanent separate structures.
  • Consider construction of "wide" bridges in the Trench, and consolidate utilities in off-line bays.
  • Identify possible corridors for utility consolidation.
  • Install protective concrete caps where cover is compromised.
  • Encourage joint trenching.
  • Generate a "relocation blackout" matrix where specific utilities cannot be moved due to high demand.
Potential Issues/Barriers
  • Face significant ROW/easement issues and design changes.
  • Need to address traffic control issues.
  • Need to investigate possible legal restrictions on utility incentive payments and penalty clauses.

3.9. Roadway/Geometric Design

The roadway/geometric design skill set delineated their recommendations by structure:

Kingsbury Run Bridge
  • Re-stripe the existing bridge to accommodate needed capacity.
  • Maintain a balance between travel lane width, shoulder width and sight distance.
  • Address concerns with drainage.
  • Investigate concerns over crown location.
  • Study alternatives for the southbound direction further; the northbound can be accomplished.
    • Consider a 45 mile-per-hour design speed for the auxiliary lane.
    • Consider narrowing the median shoulder.
    • Investigate different barrier options.
Broadway Avenue Ramp
  • Take into consideration the community's interest in re-establishing this ramp.
  • Discuss all design possibilities.
  • Consider a proposal to reallocate access to East 22nd Street via I-90, East 22nd Street via I-77 and East 30th Street via I-77.
  • Look at keeping the Broadway ramp by having it share the proposed Ontario ramp.
    • Need to address concerns regarding the mainline weave operation.
    • Need to address concerns regarding adequate signage.
Carnegie Avenue Ramp
  • Take into consideration the community's interest in re-establishing this ramp.
  • Discuss all design possibilities.
  • Redirect access via I-90 or I-77 to East 22nd Street. This will remove the weave with the northbound I-77 on-ramp.
  • Note that there is not a "feasible and prudent" alternative to avoid impacts to Historic Register-eligible property.
Prospect Avenue Ramp
  • Take into consideration the community's interest in reestablishing this ramp.
  • Discuss all design possibilities.
  • Redirect access to East 18th Street or Chester Avenue via the Midtown Connector. This will remove the weave between the Chester Avenue on-ramp and the Prospect Avenue off-ramp, the weave between the Prospect Avenue on-ramp and the Chester Avenue off-ramp, and the weave between the Prospect Avenue on-ramp and the I-77 off-ramp.
  • Note that there is not a "feasible and prudent" alternative to avoid impacts to Historic Register-eligible property.
Removal of System Ramps in Central Interchange
  • Remove the northbound I-77 to westbound I-90 ramp.
  • Remove the eastbound I-90 to southbound I-77 ramp.
  • Provide indirect access via I-490, and provide additional signage.

3.10. Materials/Accelerated Testing/Pavement Design

The materials/accelerated testing/pavement design team identified several key issues that played a factor in their recommendations:

Key Issues
  • Pavement type selection.
  • Accelerated pavement construction.
  • Need for special materials testing.
  • Innovative materials.
  • Noise-/vibration-sensitive designs.
  • Consider full-depth asphalt on the mainline lanes to reduce the noise generated by traffic.
    • Reduces construction time.
    • Aids in MOT because of the tie-ins for bridges and ramps.
    • Allows for rehabilitation using mill and fill.
  • Consider using stone matrix asphalt (SMA) for the surface: it has a longer life and a higher resistance to permanent deformation.
  • Evaluate the benefits of using Portland Cement Concrete (PCC) pavement on the mainline lanes because it:
    • Provides rutting resistance and skid resistance.
    • Has higher smoothness specifications.
    • Reduces noise.
  • Recycle old asphalt pavement into new hot mix asphalt (HMA) utilizing ODOT's existing specification.
  • Recycle the old concrete into new concrete or asphalt pavement. ODOT does not yet have a specification for this.
  • Use a high-friction aggregate such as slag or trap rock.
  • Use innovative contracting methods to construct ramps using PCC. This will minimize rutting issues.
  • Use post-tensioned, pre-cast panels for the tie-in sections.
  • Set up a separate test lab at the project site.
  • Use a maturity meter to evaluate concrete strength.
    • Have the FHWA mobile concrete lab visit District 12.
  • Utilize pavement warranties for either HMA or PCC pavement.
  • Go for longer-term warranties of at least seven years.
  • Designate surface friction as a warranty item.
  • Determine where the water table is in the Trench: district staff has reported that the water table is near the bottom of the existing pavement.
    • Ascertain whether this is from failed under drains (the local water table) or the general water table (from the lake level).
  • Fill the subcut in the Trench section with open stone (half- or three-quarter-inch rock).
    • Ensure that in-fill is insensitive to moisture content.
    • Separate the rock from the soil with geotextile.
  • Consider using high-strength, low-elongation geotextile in the aggregate fill for strength in the Trench section.
  • Address soil conditions by:
    • Removing variable soil.
    • Replacing with competent material.
    • Utilizing lightweight materials.
    • Stabilizing the subgrade.

3.11. Traffic Engineering/Safety/Intelligent Transportation Systems (ITS)

The traffic engineering/safety/ITS group developed a mission statement and centered their recommendations around that:

Mission Statement

During construction we will strive to minimize delays and accidents and inform the community of incidents, lane closures and the construction schedule.

Incident Management
  • Establish an incident management (IM) team with broad representation.
  • Require IM team members to take a National Highway Institute (NHI) IM course.
  • Conduct incident reviews and tabletop exercises.
  • Develop incident procedures.
  • Designate an IM coordinator/work zone traffic manager, preferably a full-time ODOT engineer.
    • Has final approval of lane closures; coordinates project MOT.
    • Runs incident management team.
  • Provide motorist assistance through "Road Crewzers."
    • Equip the Road Crewzer as a tow truck.
    • Dedicate one Crewzer to the project.
    • Work with Cleveland police officers during rush hour.
  • Provide a common means of communication for police, fire, emergency services, Road Crewzer, the ODOT TMC and contractor staff, i.e., Nextel radios.
  • Update the IM playbook for incidents and ramp closures.
  • Plan for special events.
    • Coordinate with the venues.
    • Coordinate with the IM team.
    • Provide traffic information on the scoreboards at sporting events.
    • Provide shuttle buses to and from events.
Work Zone Safety
  • Provide pull-off zones for breakdowns.
  • Designate a work zone traffic supervisor to inspect the work zones daily, including nights and weekends.
  • Utilize a speed information system to reduce rear-end accidents.
  • Utilize stationary cameras and van cameras for photo speed enforcement.
  • Conduct a work zone accident analysis.
    • Do an immediate analysis and fixes.
    • Provide a bid item for fixes.
    • Involve Cleveland State University (CSU).
  • Do a software analysis for the queues.
  • Consider variable speed limits.
  • Establish traffic count stations, both temporary and permanent.
    • Re-evaluate lane closure times.
Arterial Management
  • Identify all arterials that will be impacted by MOT.
    • Upgrade pavement markings.
    • Remove unwarranted signals.
    • Enforce parking restrictions.
  • Designate a traffic engineer to coordinate and fine-tune arterial management during construction.
  • Provide for pedestrian movement:
    • Maintain at least one sidewalk on all bridges that are built using phased construction.
    • Install pedestrian signal heads.
    • Improve crosswalks along all detours.
  • Examine possible Congestion Mitigation and Air Quality (CMAQ)/FHWA funding options for the designated traffic engineer, for signal system upgrades and for arterial improvements such as geometric changes, repaving, etc.
  • Install temporary/permanent cameras during construction along the bridge and Trench.
  • Tie portable changeable message signs (PCMS) to the traffic operations center.
  • Utilize ITS to route traffic around the city and allow either partial or complete closures (short-term and on weekends).
  • Provide District 12 backup at the project office in order to:
    • Coordinate work zone operations with ITS.
    • Share camera images.
    • Control message boards and PCMS.
    • Manage the detours.
Safety Design Improvements
  • Utilize the following to improve signage and markings:
    • Clear-view font.
    • Prismatic sheeting.
    • Larger text.
    • Six-inch pavement markings.
    • Larger glass beads.
    • Raised pavement markers.
<< PreviousContentsNext >>
Updated: 10/27/2015
Federal Highway Administration | 1200 New Jersey Avenue, SE | Washington, DC 20590 | 202-366-4000