Keep Tysons Moving

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Capital Beltway HOT Lanes Our Challenges
Successes
Herb Morgan Vice President Fluor Infrastructure
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Welcome to Northern Virginia

• 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

3
Public-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 LDs 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

4
Stimulating the Local Economy

• 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

Tysons Corner Rt. 123
George Mason University, 2009
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Significant Project Challenges and Successes
Unique Contractual Relationship
Capital Beltway Express LLC
ARCA
Design-Build Contractor
Operations Maintenance
Design-Build Contract
OSS Contract
Subcontractors
Subcontractor
ETC Maintenance Roadway Maintenance
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Overview 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

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I-66 at I-495
Schedule

• 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

To D.C.
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Key Construction Metrics

• 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

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Significant Project Challenges and Successes

• 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

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Significant Project Challenges and Successes

• Safety keeping workers and drivers safe
• 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

I-495 over Rt. 50
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Significant Project Challenges and Successes

• Safety keeping workers and drivers safe
• 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

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Significant Project Challenges and Successes

• 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
• 1218 month schedule savings realized at 2
  interchanges by switching to a 2 stage approach

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Significant Project Challenges and Successes

• 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

Braddock Rd.
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Significant Project Challenges and Successes

• 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
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Significant Project Challenges and Successes

• 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
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Significant Project Challenges and Successes

• 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
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Significant Project Challenges and Successes

• 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
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Project Successes

• 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

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Project Successes