The MoPac Improvement Project

Sean Beal Engineering Manager Central Texas Regional Mobility Authority

A Successful Regional Partnership

The MoPac Corridor

• 11-mile limited access freeway

• Developed corridor with constrained

right-of-way

– Mixed residential and

commercial use

• One of the few north/south

corridors through Austin

• Active and vocal stakeholders in

corridor

– No additional right-of-way

– No elevated structures

– Wanted noise walls

• First managed express lane project

in Central Texas

2

The MoPac Improvement Project

• Need:

– Correct unreliable operations caused by increasing congestion

• Purpose:

– Improve mobility

– Manage congestion

– Provide a reliable transit route to reduce travel times

– Improve emergency response

– Maximize use of the facility

3

Project Fast Tracked

4

July -

August

2010

July –

October

2010

October &

December

2010

May – August

2011

Fall 2011 March 2012 Spring 2012

Restart Environmental

Study and Public

Involvement

Develop and Refine

Preliminary Alternatives

Conduct Open House

Meetings then Narrow

Preliminary Alternatives

Conduct Aesthetics

Open House and Sound

Wall Workshops

Narrow Reasonable Alternatives

Conduct Additional

Open House Meetings

Release Draft Environmental Assessment

for Public Review

May 2012

Conduct Public Hearings on

the Draft Environmental Assessment

Finding of No

Significant Impact

August 2013

Benefits of Expedited Schedule

• Project was shovel ready when unexpected $130 million

became available

– Community able to establish $230 million regional

infrastructure fund

• Drivers to experience improved mobility faster

• Neighbors receive sound mitigation sooner than anticipated

• Able to take advantage of recession related cost

environment

5

Critical Factors for Success

• Production schedule

– Very detailed

– Used as a management tool

• Support for the project

– Political

– Staff level

– Key stakeholders

• True partnering between agencies

– “One Team”

6

Production Schedule

• Developed by the Project Team

• All schedule decisions were discussed with the entire

Project Team

• If schedule slid, entire Project Team took responsibility to

get it back on track

• Scheduled Technical Working Group meetings

– Need and purpose determination

– Context Sensitive Solutions

– Noise walls

– Indirect and cumulative impacts

• Scheduled comment resolution meetings

7

Benefits of Using Production Schedule

• Clear direction on critical path and next steps

• Accountability

– Meetings and activities were scheduled

• Made 7 open house meetings, a public hearing, and 7

noise wall workshops a manageable process

• Technical Working Group meetings lead to reduced number

of comments

• Comment resolution meetings facilitated approval

• Allowed quarterly reporting on project status

8

Public Involvement Strategies

• Political Support

– Press Conference to launch study held on July 7, 2010

– Continued engagement throughout study

• Staff level support

• Stakeholder support through outreach

– Systematic Development of Informed Consent

– Early and often outreach

– Created project champions

• Neighborhood groups

• Business community

• Bike and pedestrian advocates

9

Benefits of Public Involvement

• Misinformation was easily corrected

• Maintained continuity

• Generated strong support for project at Public Hearing

• Greater understanding of Managed Express Lane concept

10

True Partnering

• “One Team” with one objective

• Open communication

– Tri-weekly meetings with Project Team

– Quarterly updates to Mobility Authority Board

and Commission

– Early and regular communication with

stakeholders

• Trust between agencies

• Cost sharing between agencies

• Focus on project not individual team members

11

Benefits of True Partnering

• One response to the public from the Project Team

• Allowed flexibility and innovation

– Noise wall analysis conducted early

– Additional public outreach

– Expedited contracting

• Allowed agencies to capitalize on each others strengths

• Accomplished goal

12

Project Management Decision

13

• Time and quality emphasized over cost for environmental

clearance

Results of Successful Partnership

• Project was environmentally cleared in two years

• Increased credibility with elected officials, community

leaders and neighborhood residents

• Established good communication with stakeholders for

transition to construction

• Solidified relationships between partner agencies

• Being used as model for other projects

– Ongoing public involvement activities throughout study

– Open and regular communication between Project Team

– Identifying project champions

14

The MoPac Improvement Project

Sean Beal Engineering Manager Central Texas Regional Mobility Authority

A Successful Regional Partnership