Some things can’t wait for traffic Capital Beltway HOT Lanes – Our Challenges & Successes Herb...

Some things can’t wait for traffic

Capital Beltway HOT Lanes – Capital Beltway HOT Lanes – Our Our Challenges & Successes Challenges & Successes

Herb MorganHerb MorganVice PresidentVice President

Fluor InfrastructureFluor Infrastructure


• 2nd most congested region in US

• Population growing at twice national rate

• Polls show transportation #1 issue

• Beltway congested 6-8 hours per day

• Costs local economy $5.5 billion a year

Welcome to Northern VirginiaWelcome to Northern Virginia


Public-Private PartnershipPublic-Private Partnership• Nearly $2 billion transportation improvement project• 80-year partnership agreement• Approximately $1.5 billion in private equity and debt• Key risks transferred to private sector, away from taxpayers

– Schedule (fixed date with LD’s of $250K per day)– Cost (Lump Sum)

• State grant and use of innovative federal loan programs• Partnership agreement includes key provisions to protect public interest

– Revenue sharing – No non-compete


Construction of $2 Billion Capital Beltway HOT Lanes is expected to:

• Support 11,200 jobs• Generate $2.7 billion in economic

benefit for region 2008-2013 • Contribute 10% of job growth and

20% of total economic growth in Fairfax County

• Commitments with 103 Disadvantage Business Enterprise (DBE) firms and 118 Small Woman and Minority (SWaM) firms; totaling $368M

Stimulating the Local Economy*Stimulating the Local Economy*

*George Mason University, 2009

Tysons Corner – Rt. 123

Significant Project Challenges and SuccessesSignificant Project Challenges and Successes Unique Contractual Relationship Unique Contractual Relationship

Capital Beltway Express LLC

Design-Build Contractor Operations & Maintenance

Subcontractor Subcontractors

ETC Maintenance

Roadway Maintenance

ARCA

Design-BuildContract

O&SSContract

5


Overview of ImprovementsOverview of Improvements• Two new lanes (High Occupancy Toll) in each

direction from Springfield Interchange to north of Dulles Toll Road (14 miles)

• Upgrades to 11 key interchanges

• Improved connections for all new interchanges, particularly at I-66

• Building 58 new bridges and overpasses

• New HOT Lanes dynamic tolling system

• More than 80,000 linear feet of new sound walls, protecting neighboring communities

• New bike paths and sidewalks on every Beltway crossing


• 5 years Dec. 2007 – Dec. 2012• 30% design to final detailed design• ROW acquisition (144 parcels)

• Utility relocations

(12 owners – 102,000 feet of utilities)

• Construction• Start up / check out tolling system• Toll Revenue - December 20, 2012

ScheduleScheduleI-66 at I-495

To D.C.


• One of largest highway improvement projects in U.S ($1.4B Design Build Contract).

• Over 900 employees and subcontractors on the job

• Current $35 - $40 million per month burn rate

• 73,513 cubic yards of concrete• 1.3 million tons of asphalt• 21.4 thousand tons of steel• 224+ pieces of heavy equipment• 890,000 sq. ft. of retaining walls• 80,000 linear ft. of sound walls

Key Construction MetricsKey Construction Metrics


Safety – keeping workers and drivers safe

The Challenges• 200,000+ vehicles a day• Tight construction footprint, multiple lane shifts, narrow lanes• Frustrated and distracted drivers/cell phones • Large amount of night work• Aggressive schedule – entire 14 miles under construction

Significant Project Challenges and Successes Significant Project Challenges and Successes



Action Steps • Emphasize total team commitment to Safety• Set and track safety expectations• Utilize engineered safety controls whenever possible• Aggressive VDOT media outreach

– Orange Cones No Phones– Construction activities

Significant Project Challenges and SuccessesSignificant Project Challenges and Successes

I-495 over Rt. 50



Results: • Fewer serious work zone accidents• 2.8 million safe hours on job with only one lost time• .84 OSHA Rate• Increased program ownership at all levels• Still a work in progress



Construction• Construction Approach

– Design/Build • Design packaging feeds into construction planning• Just in time design• Construction involvement in design

– Unique Contractual Relationship – Project divided into 4 construction area – Construction Area Manager and independent construction team– VDOT/GEC leads paired with area managers– Key decision making level – Most interchanges 3 stage construction approach

• 12–18 month schedule savings realized at 2 interchanges by switching to a 2 stage approach



Construction• Work Phasing

–Build outer 2 lanes: 2008 – 2011–Rebuild/lengthen all bridges & overpasses

along alignment: 2008 – 2011–Shift traffic into two new outer lanes: 2010 - 2011 –Build inner two (HOT) lanes: 2011 – 2012

Significant Project Challenges and Successes Significant Project Challenges and Successes Braddock Rd.


Construction• Demolition Approach

– Bridge demo at night to allow needed lane closures – Noise an issue to nearby residents and hotels.

• Utilized techniques to speed work while decreasing noise•Media & public outreach

– Maximize lane closures and duration of closures to increase hours available for demolition (in some cases coordinate with the state to provide full road closures, with detours in place, to accelerate demolition


SB I-495 at Rt. 123

Little River Turnpike


Construction• Demolition Approach

– Utilize specialist demo subcontractor with specialized demolition equipment (Hydraulic shear, large hydraulic claw)– Careful planning of the work to make most efficient use of the lane closure window and maximize productivity


Rt. 123


Construction• Field Construction

– Switch from drilled shafts to driven piles– Utility relocation & work sequencing – Integrated Right of Way acquisition process– Multiple work fronts within each interchange– Double shift and weekend work of critical activities


I-495 at Dulles Toll Road


Construction• Field Construction

– Detailed planning and coordination, particularly when in close proximity to third party construction (Dulles Metro)

– Balance of self perform and subcontract resources to maximize work fronts

– Close internal coordination between functions (roadway, structures, MOT, utilities) to maximize efficiency of the work and interface between groups

•

–


Tysons Corner


Conclusion• Moving from 30% design review to ROW acquisition, utility relocation, construction & toll service within 5 years - remarkable accomplishment

• VDOT/GEC/Transurban/Fluor-Lane have worked hard to succeed in this PPP

• Truly unique project

Project Successes Project Successes


Project Successes Project Successes

Some things can’t wait for traffic Capital Beltway HOT Lanes – Our Challenges & Successes Herb...

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