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Maintaining the Customer-Driven Highway
by Jim Sorenson, Ed Terry, and Dan Mathis As the vast U.S. highway system grows older, highway agencies are shifting their focus from building new roads and highways to preserving their investment in the existing system. This means less new construction and more maintenance, rehabilitation, and major reconstruction projects. But those projects disrupt traffic flow, causing traffic delays that aggravate motorists and businesses and increase risk to both the traveling public and the highway worker. That's why highway agencies are now taking a hard look at their maintenance and construction operations, seeking ways to minimize traffic backups and travel delays caused by maintenance and rehabilitation projects. Agencies want to get in and get the job done safely, quickly, and efficiently - and then get out and stay out. In a 1995 nationwide survey sponsored by the National Quality Initiative, highway users - our customers - identified "pavement condition" as the top priority for improving the nation's highways. In addition to better, smoother pavements, they also want fewer traffic delays and disruptions caused by work zones.
Meeting the Customers' Needs The review team met with 26 state highway agencies, as well as local transportation departments and industry and user groups. Through these meetings, the team identified the best traffic management practices and policies that states are using to cut down on work-zone congestion and to minimize accident risks for drivers and highway workers. These practices include:
The best traffic management practices and policies are highlighted in the team's review report, released in the fall of 1998, as well as in the quality section of FHWA's Web site (www.fhwa.dot.gov/quality/bprac.htm). To encourage widespread use of these practices, the states, FHWA, and industry are considering setting up a construction and maintenance steering committee. FHWA has also developed a traffic management model that FHWA field managers can use to measure progress and improvements in various areas of work-zone traffic management. Building on the lessons learned from the review, FHWA is launching a major new initiative to address the timing and quality of construction and maintenance operations and their effect on the traffic flow and safety of highway systems. As the first step in this initiative, FHWA's Highway Operations Division is developing an agency-wide, five-year program to identify and implement strategies for cutting user delays and disruptions during construction and maintenance operations. The program, "Optimizing Highway Performance: Meeting the Customers' Needs," will involve several FHWA headquarters and field offices, as well as contractors, suppliers, and highway users. Customer-Oriented Highway
Construction Workshop participants hammered out a range of strategies for meeting these goals. The suggested strategies include using nontraditional work schedules, such as evening and weekend road closures; upgrading product performance; and improving communications with the public. Many of the strategies and goals developed in the workshop are in FHWA's five-year "Optimizing Highway Performance: Meeting the Customers' Needs" program.
Upgrading the performance of hot-mix asphalt (HMA) is another means of minimizing disruptions caused by construction and maintenance work. After all, a pavement that lasts longer will require fewer repairs and thus cause fewer delays over its service life. Highway agencies and contractors increasingly recognize that the quality of each step in the HMA construction process from design to compaction is critical to achieving a high-performance pavement. Also, the careful design and placement of pavement drainage systems is critical to improve pavement durability. Highway agencies and contractors have also found that the performance of HMA pavements can be improved through increased use of existing technology. For example, the Reed tachometer, a device that has been available for many years but is not widely used, can verify the correct dynamic input of vibratory compaction equipment, thus ensuring proper compaction density. Innovative Contracting Procedures For example, using a new bidding procedure for a major rehabilitation project on Interstate 70, Indiana DOT was able to reopen the road to traffic sooner than expected. Bidders had to take into account the cost of traffic delays caused by the construction. The cost of traffic delays was based on the number of days that each bidder would take to complete the work; the number of peak-period lane closures and nonpeak-period lane closures during this time were calculated and multiplied by a cost figure set by the Indiana DOT. A contractor that could do the job in less time would thus have a lower cost for traffic delays. As an incentive, the contractor would be rewarded if the job took less time than estimated in the proposal; conversely, if the job took longer than proposed, a penalty would be assessed. As a result of this new bidding procedure, the I-70 rehabilitation project was completed nearly two months ahead of schedule and with one-third fewer lane closures than expected. Motorists saved between $1 million and $1.5 million in fuel, vehicle wear and tear, time, and other user costs. Washington state DOT had similar results during the summer of 1997 when it completely closed a 9.6-kilometer stretch of Interstate 405 on two consecutive weekends for rehabilitation work. Motorists certainly didn't like having the road closed, but they preferred a shorter period of major inconvenience to the prospect of a seemingly never-ending series of delays and backups. And by cutting a full construction season off what was to be a three-year contract, the project saved the state hundreds of thousands of dollars in equipment, traffic control, personnel, and administrative costs. The project's success depended heavily on communicating with neighboring communities and businesses and on getting the word out to the local media so that motorists were alerted well in advance and had time to adjust their plans to accommodate the road closure. "We had a very positive response from the public," says Kim Henry of Washington state DOT. "We definitely will [follow this plan] again for other projects." Another innovative contracting method being used by some states is lane rental. Under this method, a rental fee based on road user costs is assessed the contractor for those periods of time when traffic is obstructed through lane or shoulder closures. The intent is to encourage contractors to schedule their work so that traffic disruptions are kept to a minimum, especially during peak traffic periods. Meeting the Challenge FHWA's "Optimizing Highway Performance: Meeting the Customers' Needs" program is stepping forward to meet this challenge. Working with everyone from contractors to state transportation departments to industry associations, FHWA's program aims to build better pavements with the least amount of disruption to drivers. Highway rehabilitation will never be an easy undertaking, but through accelerated construction and maintenance, it can be more efficient and cost-effective. On the customer-driven highway, motorists expect no less. For more information, contact Jim Sorenson via telephone, (202) 366-1333); fax, (202) 366-9981; or e-mail, james.sorenson@fhwa.dot.gov. Jim Sorenson is a senior engineer in the Highway Operations Division of the Federal Highway Administration. Ed Terry is an engineering specialist in FHWA's Office of Program Quality Coordination. Dan Mathis is assistant division administrator of FHWA's Illinois Division. Workshop Focuses on Urban
Highway Renewal The workshop brought together engineers, contractors, construction managers, and others to work in small groups to brainstorm proposals for rehabilitating a segment of an urban concrete freeway in California. The segment presented significant design, construction, and traffic maintenance challenges. The challenge to the groups was to develop proposals to build new pavements without disrupting the local community and economy and without putting major constraints on the access, mobility, and safety of highway users. The proposals focused on lower maintenance pavements with much longer life spans - more than 40 years. These plans featured improved design options, innovative contracting procedures to encourage efficiency and improve quality, and techniques to improve traffic flow and safety in the work zone. Joe Mickes, chief engineer of the Missouri Highway and Transportation Department, said the workshop was "the most useful I've ever attended" and that his agency is already changing its approach to urban freeway projects. The teams' proposals are now being refined, and a full report will be published by TRB later this year. For more information, contact Bruce Green at TRB via telephone, (202) 334-1430); fax, (202) 334-3471; or e-mail, bgreen@nas.edu.
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