BIG - HNTB · 2017-10-18 · ascending to stage — larger than life, shrouded in steam and dust. ... County, Port of Seattle, Federal Highway Administration ... Another major obstacle

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New Goethals Bridge brings improved safety and mobility to New York and New Jersey

Georgia’s first reversible express lanes system fulfills promise of reliable trip times for Atlanta drivers

Bay Area Rapid Transit extension offers California commuters transportation options

BIG BREAKTHROUGH

Seattle’s State Route 99 Tunnel makes its mark in transportation history

There’s good reason for this intense focus. For one thing, the public is expecting dramatic mobility enhancements in the near term, as evidenced by its approval nationally of fall 2016 ballot initiatives representing more than $200 billion in transportation investments. Even with such major investments, transportation agencies are under pressure to spend funds more efficiently — that is, to deliver more tangible and impactful mobility improvements for every dollar.

Fortunately, two converging trends are poised to help agencies deliver on their mobility commitments in the coming years. The first trend involves the way agencies are dramatically reframing their perspective from a single mode to multimodal. The task now is to look at and integrate all available transportation assets to better serve a spectrum of prospective users. This means, at a basic level, collaborating with public, private and non-profit counterparts to identify both existing gaps and emerging needs involving transportation. This generates synergies, such as when a bridge design includes protected bicycle and pedestrian lanes, and even additional room for future uses such as new transit options or platoons of autonomous vehicles.

The second trend, which is just beginning to take shape, is the emergence of transportation as a “service.” In the past, it was easy to place the means of mobility into two buckets: the shared, such as public transportation and taxis, and the owned such as personal automobiles or bicycles. But, the emergence of ride-sharing and bike-sharing has begun to blur those lines. Even traditionally car-centric suburbanites are able — some for the first time — to exercise these new options to access public transportation for commuting and eliminate their need for a second car.

In this issue we highlight some of the nation’s most exciting infrastructure projects, which will bring greater mobility to the communities they serve. Working closely with these respective owner agencies, HNTB has brought innovative finance, delivery and design methods to the table to move these projects forward.

In this new world, transportation agencies will remain in a leadership role, shaping and integrating this pay-as-you-go system to ensure that people have access to safe, reliable and affordable mobility options — wherever they might live and work.

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Across the transportation world, mobility has become an ever-louder rallying cry for agency leaders and planners, infrastructure design and construction companies and a burgeoning number of new-to-the-game technology innovators who are keen to revolutionize how people move in America.

Page 02 HNTB DESIGNER Number 108

>> Big Breakthrough 04 The new State Route 99 Tunnel will revitalize the waterfront and increase mobility in downtown Seattle.

>> Southbound Link 10A 5.4-mile Bay Area Rapid Transit extension opens transit access to thousands of southern San Francisco residents.

>> Building a Greater Goethals 14 Traffic safety and speed get a boost from the new Goethals Bridge, the Port Authority of New York and New Jersey’s first public-private partnership.

>> Atlanta’s Solution for Speed 20Just south of downtown Atlanta, Georgia’s new I-75 South Metro Express Lanes deliver on the promise of a dependable commute.

>> Q’ed Up for Success 24Detroit’s QLINE streetcar spurs jobs and revitalization as it transforms a key downtown corridor.

>> Safe Havens 26Florida’s Department of Transportation deploys a statewide program to enhance safety and convenience for commercial truckers.

>> Los Angeles’ Improved I-405 28Los Angeles’ $1.6 billion I-405 Sepulveda Pass Widening project boosts capacity for one of the nation’s most-congested freeways.

ON THE COVER: After grinding through two miles of soil under downtown Seattle, the world’s largest completed soft-ground bored tunnel proves going underground is a viable solution for mobility in congested urban environments. The SR 99 Tunnel is slated to replace the city’s Alaskan Way Viaduct.

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HNTB DESIGNER Number 108 Page 03

BIGBREAKTHROUGH


>>>>>

World’s largest, completed soft-ground bored tunnel will replace an aging Alaskan Way Viaduct to revitalize Seattle’s waterfront

BIGBREAKTHROUGH

On April 4, 2017, Bertha emerged from underground like a rock star ascending to stage — larger than life, shrouded in steam and dust. It was a historic day for Seattle, the Washington State Department of Transportation and the tunneling industry. �e 8,000-ton earth pressure tunnel boring machine had punched through the north receiving pit wall, hitting her target perfectly a�er churning under downtown Seattle for 2 miles, leaving in her wake the world’s largest so�-ground bored tunnel at 57.3 feet in excavated diameter.

“At that moment, we witnessed history in progress,” said Jay Favaedi, engineering manager for Seattle Tunnel Partners, the joint venture team that is constructing the tunnel. “It was a moment for citizens and public o�cials to be proud of what they’re building for the future.”

According to Susan Everett, design manager for the Washington State Department of Transportation on the SR 99 Alaskan Way Viaduct Replacement Program, people will look back on the project for two reasons.

“�e �rst will be the tunnel’s overall size, and that we were one of the �rst to put a separate, completely pressurized evacuation area with its own ventilation system inside the tunnel. Second will be that the TBM bored through so many soil conditions,” she said.

For Brian Russell, HNTB project manager, completing the dig marks a decisive change in transportation history.

“It proves tunnelling under buildings and utilities in an urban environment can be accomplished with limited impact. When real estate is at a premium, tunnelling is a realistic solution,” he said. “�at is why transportation agencies like WSDOT are willing to choose a bored tunnel as a preferred alternative.”

�e new State Route 99 Tunnel is part of WSDOT’s $3.2 billion Alaskan Way Viaduct Replacement Program, one of the largest infrastructure projects in the western United States. Scope of work for the $1.4 billion tunnel contract includes designing, constructing, testing and commissioning the bored tunnel, the north and south accesses, two operations buildings and tunnel systems.

SR 99 Tunnel Team

Owner: Washington State Department of Transportation

Partners: City of Seattle, King County, Port of Seattle, Federal Highway Administration

Design-builder: Seattle Tunnel Partners, a joint venture of Dragados USA and Tutor Perini Corp., with lead designer HNTB Corporation

Cost: $1.4 billion

STP’s scheduled completion date: October 2019 (additional work is required to build connecting roadways to open the tunnel to traffic)


>>>>>

Once the tunnel opens in 2019, the 1950s viaduct will be demolished, dramatically improving public safety and freeing up nine acres of valuable waterfront property.

Completing design in two yearsDesign-build delivery was selected to fast-track the project, allowing the viaduct to be demolished sooner rather than later. Plus, WSDOT wanted a procurement process that would attract the world’s best tunnel contractors. In 2009, the Seattle Tunnel Partners team, which includes Dragados USA and Tutor Perini Corporation, was selected with HNTB as lead designer and Dan Dixon as design director.

HNTB would be responsible for all permanent facilities, including the tunnel liner, the interior stacked roadway structure, approach cut-and-cover tunnels, the approach roadways and two operations/maintenance buildings. According to the accelerated schedule, everything had to be designed in 27 months and delivered in multiple construction packages, so the contractor could start soon a�er the notice to proceed.

STP, HNTB and WSDOT have been co-located throughout the project’s design and construction phase, allowing for shoulder-to-shoulder collaboration, which is inherent in design-build. �e collaboration bene�ted the project in many ways, one being the opportunity to incorporate innovations. Favaedi recalls one of them.

“I amended the way we constructed the lower portion of the tunnel, switching out the cast-in-place concrete for precast structures,” he said. “�e change provided more working space inside the tunnel and saved more than 6 months in construction time.”

Serving on the project since 2009, Russell said continuity of HNTB’s sta� was key to risk management.

“Our engineers served as anchors for the contractor,” Russell said. “STP knew who to go to when issues surfaced, and they knew they could rely on our judgment.”

HNTB beat its 27-month design deadline by four months, submitting a tunnel design that included strict environmental compliance, a 100-year design life and context-sensitive buildings.

Keeping the viaduct viableTrying to weave relocated utilities and new utilities through Seattle’s underground systems was one of the biggest design challenges.

“HNTB has been superb in determining how to design utilities in a highly congested, urban underground environment,” Everett said.

Another major obstacle was the portion of the tunnel drive where Bertha would be mining only 14 feet below the Alaskan Way

Viaduct’s foundations at the point where the tunnel crossed underneath Seattle’s Yesler Way. �is was the �rst real test of her e�ect on above-ground structures.

“Everyone was really concerned about settlement,” Russell said.

HNTB and STP analyzed potential damage to the viaduct and other structures based on design criteria for ground loss and deformation.

“STP was able to control ground movement exceptionally well,” Russell said.

HNTB’s south end settlement mitigation plan was yet another step to protect the viaduct. A barrier wall of 5-foot-diameter drilled sha�s, inserted between the tunnel and the viaduct, prevented ground movement from transferring to the viaduct’s foundation.

“Di�erential settlement of the viaduct was estimated to be roughly three-fourths of an inch,” said Rich Johnson, HNTB design manager. “During the actual mining, the contractor operated the machine with such precision that it limited the ground movement to one-tenth of an inch.

HNTB’s south end settlement mitigation plan also introduced safe havens — two scheduled TBM maintenance stops. �e �rst was at the bored tunnel’s south portal.

“To make room for it, we extended the bored tunnel portal 450 feet south of the as-planned south portal of the bored tunnel,” Johnson said. “�is additional length served as a proving ground for the TBM, providing space for another innovation — a tunnel-in-a-box.”

�is innovative concept isolated the shallowest part of the bored tunnel by building a three-sided box around it. �e protective box created a highly controlled, con�ned environment for TBM operators and maintenance crews to become familiar with the TBM, and test-drive it.

“�e launch and extraction pits had to support extremely complex construction sequencing,” Everett said. “�ey had to be opened, braced and eventually closed up. �e structural design required to achieve each of those stages was quite a feat.”

SR 99 Tunnel Highlights

• 57.3-foot excavated tunnel diameter

• Stacked roadways

• 2 miles long

• Adheres to American Association of State Highway and Transportation Officials’ specifications using load and resistance factor design requirements

• State-of-the-art fire detection, fire suppression and ventilation systems

• Independent emergency egress

• Intelligent transportation system

• Context-sensitive buildings, designed to LEED® standards


S E A T T L E , W A S H I N G T O NTricky conditions

Because Seattle’s geology varies so much, the boring machine rarely experienced the same ground conditions at the top of its cutting head as it did at the bottom, creating major variations in how quickly and easily Bertha could chew through the path.

“HNTB has been superb in determining how to design utilities in a highly congested, urban underground environment.” — SUSAN EVERETT WSDOT DESIGN MANAGER

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Reducing the footprint�e mammoth tunnel will house stacked 32-foot-wide roadways that carry two southbound lanes atop two northbound lanes. Each 32-foot-wide roadway will have two 11-foot lanes, an 8-foot safety shoulder and 2-foot shoulders in each direction and provide 15.5 feet of vertical clearance.

In WSDOT’s design concept, ramps and mainline lanes transitioned from neatly stacked lanes inside the tunnel to four ramp and two mainline roadways outside of the tunnel’s south end.

HNTB’s design accommodated all the required tra�c movements at the tunnel’s south portal but rearranged them to conserve space and make the corridor narrower.

“Essentially, we stacked the roadways much earlier than WSDOT’s concept, thanks to the 450-foot extension of the south portal,” Johnson said.

HNTB’s modi�cation shrunk the footprint of the south cut-and-cover tunnels and associated roadways by 50 percent in surface area, saving time, construction dollars and urban space.

“�at was a signi�cant achievement,” Johnson said. “In my estimation, it resulted in the contractor being awarded the job.”

Designing for safety�e tunnel is designed to withstand a magnitude 9.0 seismic event — an earthquake that only happens once every 2,500 years on average.

“Let’s hope Seattle never sees an earthquake this size. But if a strong quake does happen, the tunnel will be one of the safest places to be. I hope my family and I are inside it if a quake that strong occurs,” Everett said.

HNTB’s design features state-of-the-art ventilation, �re detection and suppression systems — the best in the country, according to Everett; an emergency egress system with its own ventilation system; exits every 600 feet; a security system with closed-circuit TVs; and an intelligent transportation system with variable message signs.

“Between the �re controls, the ventilation system and the motorist information system, we have an extremely safe facility,” Everett said.

Transforming mobility and property�e SR 99 Tunnel will have a profoundly positive e�ect on Seattle. From a mobility perspective, the tunnel creates a convenient, e�cient north-south passage, giving drivers a choice: �ey can use the tunnel to bypass downtown or exit to city streets and head into downtown.

From a real estate perspective, the SR 99 Tunnel will transform the downtown waterfront, making it a much more residential, commercial and tourist-friendly environment. n

CONTACT:

BRIAN RUSSELL, HNTB Project Manager (206) 971-8237 n� [email protected]

“Let’s hope Seattle never sees an earthquake this size. But if a strong quake does happen, the tunnel will be one of the safest places to be. I hope my family and I are inside if a quake that strong occurs.” — SUSAN EVERETT WSDOT DESIGN MANAGER

Meeting objectives

Saving time, construction cost and urban space were top priorities in each step of the design and construction process for the new State Route 99 Tunnel.


Meet BerthaThe earth pressure boring machine was manufactured by Hitachi Zosen Corporation in Japan, where it was fully assembled and tested, then disassembled and shipped to the Port of Seattle in early 2013. It arrived in pieces of up to 900 metric tons.

After assembly, Bertha stood 57.3 feet high — just shy of a four-story building. She weighed 8,000 tons — the equivalent of more than 11 A380 aircrafts and her length of 328 feet was a 10-yard rush short of a football field.

Bertha is named after Seattle’s Mayor Bertha Knight Landes. Elected in 1926, she was the first woman to lead a major American city.

Design features:

• A shield, liner and face that ejected grout to fill voids, stabilize soils and mitigate settlement issues.

• Atmospheric cutter changing devices that allowed the cutting disks to be replaced from inside the cutterhead arms instead of sending a person to the front of the machine where pressures are equal to dives of 160 feet.

• A belt measuring system with radar to measure accurately the amount of spoils and volume loss at the machine’s face.

• Integrated monitoring systems for operations and guidance as well as a survey control system.

• A ribbon screw conveyor capable of passing a three-foot boulder.


“The station’s design and sustainability features make a better customer experience and add to the placemaking quality. We’re extremely proud of the station, and the public loves it. HNTB certainly deserves credit for that.” — PAUL MEDVED BART PROJECT MANAGER


>>>>>

Bay Area Rapid Transit extension improves transit access in southern Alameda County, provides initial link in future service to San Jose

LINKFor some 40 years, Bay Area Rapid Transit, San Francisco’s public transportation system, concluded its southern trajectory at a station in Fremont, California, on the periphery of Silicon Valley. As the surrounding area population grew, however, both the station and nearby roadways became increasingly congested.

To reduce air pollution and tra�c congestion and respond to a public need for greater transit access, BART made plans to build a 5.4-mile line southward from the existing Fremont station to the Alameda-Santa Clara county line. BART has an established relationship with Santa Clara Valley Transportation Authority to extend service another 16 miles southward to Milpitas, San Jose and Santa Clara. �e Warm Springs extension project is the �rst link in eventually providing that service and is the �rst major extension of classic BART technology since the San Francisco International Airport extension opened in 2003.

A�er completing a subway tunnel that would be part of the extension, BART issued a line, track, station and systems design-build contract for the remaining line and a new station in Fremont’s Warm Springs district. Warm Springs Constructors (Kiewit-Mass. Electric joint venture) was selected with HNTB as engineer of record and architect of record for the $299 million project contract.

Sustainable, passenger-centric design“�e Warm Springs Station is important because of its role in ultimately tying BART and San Jose together and because it is expected to instigate transit-oriented development in the south Fremont area,” said Scott Fehnel, HNTB project manager. “BART wanted the station to be an iconic, environmentally sensitive structure with a passenger-centric and sustainability focus.”

HNTB’s “upli�ed drum” rotunda station design creates a “strong, memorable sense of place, with de�ned open space integrating the most extensive use of art glass in BART’s system,” said Anko Chen, HNTB’s architect of record on the project. “�e upli�ed drum is an ideal form — simple and timeless.”

�e 25-foot-tall rotunda is draped in glass panels that re�ect the surrounding area on the outside and depict colorful abstractions of the Fremont sky on the inside, creating a cathedral-like atmosphere. Well-known artist Catherine Widgery titled her creation “Sky Cycles.” From the rotunda, escalators and stairs deliver passengers via a pedestrian bridge to the 420-foot-long elevated, glass-clad concourse before they descend to the train platform. �e station’s design is accessible and navigable, Chen said, making it easy for passengers to get in and out of the station and transfer between trains and regional bus transit systems.

“�e Warm Springs Station also takes advantage of every possible way to make a statement that this is about BART’s commitment to sustainability,” said Paul Medved, BART project manager.

Photovoltaic panels on the concourse roof and parking lot canopies are used for solar collection, allowing the station site to generate one-half megawatt of renewable energy. Forty-two charging stations — the only such stations in BART’s system — are available for electric cars. Grassy bioswales �lter pollutants from stormwater runo�. BART is pursuing LEED® designation for the station.

“It was always BART’s intention for the Warm Springs Station to be a focal point of south Fremont in terms of placemaking and access that will enhance transit-oriented development,” Medved said. “�e station’s design and sustainability features make a better customer experience and add to the placemaking quality. We’re extremely proud of the station, and the public loves it. HNTB certainly deserves credit for that.”

SOUTHBOUND


A system designed for form and function

1. Beautifully designed and environmentally friendly, the rotunda station connects passengers to their final destinations.

2. HNTB designed the Walnut Avenue Bridge to withstand potential seismic disruptions that can occur along the Hayward Fault.

3. The station was thoughtfully designed with sustainability and transit-oriented development in mind to create the best customer experience for commuters.

4. Photovoltaic panels were installed on the roof of the station and parking canopies, which generate one-half megawatt of renewable energy and supply all of the station’s daytime electricity needs.

5. Ridership on the Warm Springs extension already has exceeded expectations, taking at least a thousand cars off the road every day.

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Specialized engineering expertiseIn its engineering role, HNTB completed civil design and design for the extension’s track and communications systems as well as providing conceptual design for traction power and automatic train control. �e �rm managed environmental, landscape and building structural design and self-performed plumbing, electrical and HVAC systems design.

“Delivering a project of this magnitude, along with the challenge of meeting community expectations, requires an integrated team from multiple o�ces,” Chen said. Nine HNTB o�ces across three time zones contributed specialized, multidisciplinary expertise.

At the outset, HNTB conducted a value engineering exercise to identify ways to make the project more constructible, control overruns and minimize both construction costs and future maintenance. �e process better integrated the architecture and construction components of the project, easing construction and making the �nal product more functionally e�cient.

Technical challenges overcome�e Warm Springs line had to �t in a very narrow corridor that already had a Union Paci�c freight railroad line on one side. �e constricted right-of-way demanded retaining walls to keep the line within its con�nes. HNTB used 3-D modeling to analyze requirements for the walls and, based on the analysis, changed its retaining wall design from concrete to mechanically stabilized earth walls. Besides reducing the number of retaining walls required, the mechanically stabilized earth walls saved cost.

Integration of all systems assigned to HNTB was no easy task, either, Medved said.

“Systems are complex and interactive these days, with redundant safety and monitoring concerns in addition to functionality,” he said. “Integration was challenging within the station alone. Warm Springs had to be built so all its systems could interrelate — and, if done properly, those systems would relate to the prep work BART’s team did at the Fremont station and northward to allow the complicated interface between the new station and the core system.”

HNTB also had to design and integrate systems into the subway tunnel BART had built earlier.

“�e emergency ventilation system in the tunnel is unique and complex,” Fehnel said. “�e design criteria were di�cult to meet. �e system includes four massive fans — each 14 feet in diameter. Under an emergency situation, with one power feed supplying

all fans, simultaneously starting all four fans would result in an unacceptable voltage drop.

“HNTB designed a single electrical feed emergency operating mode incorporating staggered starts to minimize the voltage drop and meet criteria.”

Another key challenge was design of the Walnut Avenue Bridge, a project component that straddles the Hayward Fault and is the �rst of its kind in the United States. A�er using computer modeling so�ware to analyze the potential e�ects of various seismic events on the bridge, HNTB designed the bridge to withstand both slow slippage along the fault line and severe fault displacement from a magnitude 7.25 earthquake. �e design permits the bridge to survive a major seismic event and return to service in a short period of time.

HNTB also was mandated to manage approximately 20 designers hired by the contractor, a delicate balance.

“Within the context of the design-build contract, HNTB always sought to look a�er BART’s best interests,” Medved said. “HNTB did its best in a complicated contracting environment to see that the project met BART’s design criteria.”

A project for the community�e Warm Springs extension, which opened earlier this year, has improved transit reliability and is bringing other environmental and land-use bene�ts to the surrounding communities of southern Alameda County and northern Santa Clara County. At 6,000 trips per day, ridership already is ahead of expectations, and the number will increase as people get used to using the new station and the current one-line service expands to two, Medved said.

“�e Warm Springs extension has taken at least a thousand cars o� the road every day,” Fehnel said. “For the people of south Fremont, it has delivered accessible mass transit that allows people to get to work more easily, more quickly and likely more a�ordably. �is project belongs to this community.” n

CONTACT:

SCOTT FEHNEL, HNTB Project Manager (816) 527-2413 n� [email protected]

“Delivering a project of this magnitude, along with the challenge of meeting community expectations, requires an integrated team from multiple offices.” — ANKO CHEN HNTB ARCHITECT OF RECORD

More project photos available for Apple and Android on the HNTB App.


BUILDING A GREATER

GOETHALSPage 14 HNTB DESIGNER Number 108

>>>>>

The new Goethals Bridge delivers improved regional safety and mobility to New York and New Jersey

BUILDING A GREATER

GOETHALS

s far back as the 1980s, The Port Authority of New York and New Jersey considered “twinning” the Goethals Bridge, a span that joins Elizabeth, New Jersey, to Staten Island, New York.

Besides linking residential communities in the two states, the bridge is a vital artery for moving goods. Its proximity to ports and other regional facilities means the bridge carries a high volume of truck tra�c. Having only two eastbound and two westbound lanes, each an uncomfortable 10 feet wide, and no shoulders, the 1928 double cantilever span was functionally obsolete. While the 89-year-old bridge was well maintained by �e Authority, increasing maintenance and operations costs further facilitated its replacement.

HNTB completed original bridge studies for the addition of a twin bridge in the early 1990s, developing design-build documents that called for adding a cable-stayed bridge. Without adequate political and public support, however, the project failed to gain momentum.

The road to constructionIn 2002, with the growth of tra�c volumes, a higher than typical accident rate and escalating maintenance costs, �e Authority looked to HNTB, due to its trusted experience and history, to study a full Goethals Bridge replacement. �e �rm completed concept and cost studies in 2004 and was awarded the contract to develop the �nal design and speci�cations as well as provide construction support services. HNTB’s work included providing technical support for the concurrent environmental impact statement process.

A�er evaluating its bonding capacity and studying alternative procurement options, �e Authority determined in 2010 that it would complete the replacement bridge project under a public-private partnership agreement. HNTB became �e Authority’s technical adviser for the P3.

“�e Port Authority’s capital assets — tunnels, bridges, airports — largely were built in the 1920s and 1930s,” said Jim


Growing traffic needs

The new $1.58 billion Goethals Bridge will accommodate higher traffic volumes, providing mobility for the movement of goods between New York and New Jersey. Completion of the cable-stayed structure is projected for late 2018.


>>>>>Kosciuszko BridgeSelected to design the Kosciuszko Bridge, HNTB created an atypical, asymmetrical span-length configuration to avoid a railroad right-of-way and environmentally sensitive areas below the bridge. The $555 million first span, which connects Brooklyn and Queens, opened in April 2017.

Goethals BridgeHNTB has been part of the twin-span Goethals Bridge project since it was first conceived, providing initial design recommendations, writing project agreements and technical specifications and, now, providing construction and technical quality/compliance oversight for the Port Authority of New York and New Jersey’s first P3. The first of the dual-span structure opened in June 2017.

Mario M. Cuomo BridgeFor the Mario M. Cuomo Bridge, HNTB serves as owner’s engineer, calling on its nationwide bench of experts and applying a comprehensive program delivery approach to ensure fast-track completion of the $3.8 billion program. The bridge will open in late 2017.

Three new bridges rise in New YorkThree new cable-stayed bridges are rising from New York City’s waters. The trio — Kosciuszko Bridge, Goethals Bridge and the Mario M. Cuomo Bridge — not only are destined to become the city’s newest icons, but also to relieve traffic congestion and increase safety.

Blackmore, �e Authority’s program director for the Goethals Bridge Modernization Program. “Most require lots of project maintenance that is only getting more expensive as they age. At some point, they need to be replaced. All of them coming due at the same time creates cash �ow problems, even for a �nancially healthy organization. A P3 allowed us to spread out capital structure over time.”

Using a design-build-�nance-maintain P3 methodology, �e Authority could transfer the project’s design, construction, �nancing and long-term asset management risks to the developer, who assumed responsibility for maintaining the new bridge for 35 years upon completion of construction. �e P3 also opened federal �nancing through the Transportation Infrastructure Finance and Innovation Act, also known as TIFIA. Such �nancing options weren’t previously available to �e Authority under its traditional project delivery.

TIFIA �nancing rises above other debits (senior debit), therefore �e Authority could not pursue TIFIA funds because general obligation bonds cannot be subservient to another loan. Working with the United States Department of Transportation through the Federal Highway Administration, �e Authority enabled a �rst

where the developer secures the TIFIA loan, and �e Authority is contracted to pay the developer back over time.

Serving as technical adviser, HNTB supported the writing of the RFQ from 2010 to 2012, as well as the project agreement development while writing the project’s technical requirements. A year-long RFP process concluded in 2013, and construction of the replacement bridge began in 2014.

“Someone in the community expressed surprise that a project like the Goethals Bridge could be built in just a few years,” Blackmore said. “Most people don’t have any concept how long such projects take. Construction is just the part of the iceberg people see. Five-sixths of it is all the work that goes on prior to construction.”

Ensuring project successA�er �e Authority decided to use a P3 method, HNTB was instrumental in capturing the performance-based design in writing. Subsequent to developing the project agreement and closing the deal with the developer, �e Authority kept HNTB on in an oversight function.

“It was a learning process for �e Authority, but because HNTB’s team has experience with projects of this magnitude, works with P3s

E L I Z A B E T H , N E W J E R S E YS T A T E N I S L A N D , N E W Y O R K

Mario M. Cuomo Bridge

MANHATTAN

BROOKLYN

STATENISLAND

BRONX

QUEENS

Goethals Bridge

Kosciuszko Bridge


Spanning Arthur Kill

With a total length of 7,100 feet, the new Goethals Bridge spans Arthur Kill, which also is known as the Staten Island Sound, and runs between New York’s Staten Island and Union and Middlesex counties in northern New Jersey. It is a major navigational channel used by the Port of New York and New Jersey.


across the country and has an understanding of the Goethals Bridge project from cradle to grave, the learning curve was minimized,” said A.J. Piechnik, HNTB project/technical manager. “HNTB has been there from the beginning, supporting the Port Authority in every step.

“HNTB worked with �e Authority to develop a project management plan geared for success. Key to its success is an empowered program director, minimizing decisions by committee and keeping �e Authority’s role for the P3 as more of an oversight and audit function; ensuring that the contract requirements are ful�lled by the developer and that a new bridge is built in accordance with performance and prescriptive requirements. A gap analysis also was performed to determine what key roles had to be �lled to help �e Authority achieve its project goals.”

As an extension of �e Authority’s sta�, HNTB provides design, construction and compliance oversight on the Goethals Bridge project and supports real estate acquisitions, change management, claims support and document management. �e �rm also helped develop agreements between �e Authority and other agencies and utilities with whom �e Authority and the developer must interact.

HNTB customized a SharePoint site to the needs of the project, to provide work �ows, reporting and document tracking. �is took advantage of an underutilized resource to provide a thorough project history.

Since construction began, �e Authority, developer and HNTB sta� have been co-located at the construction site. Having the project’s major players at the site, Piechnik said, has facilitated tremendous project bene�ts.

“From a communication standpoint, co-location gives us the ability to discuss and resolve issues face to face, in real time,” he said. “It gives us �exibility for immediate coordination, minimizing misunderstandings and resolving issues more quickly. �e goal is to reduce paperwork, save time and facilitate moving the project forward.”

Delivering longevity, safety and mobility�e new $1.58 billion Goethals Bridge — a dual-span, cable-stayed bridge taking shape alongside the original bridge — is the �rst new long-span bridge �e Authority has built in 86 years. �e superstructure has a minimum 100-year design life. �e main foundations and towers are designed for a 150-year service life,

and the capacity for future mass transit is built-in, ensuring the bridge will serve the region for generations to come.

“HNTB brought the original cable-stay design concept to this project because we believed it would be the best structure to meet the Port Authority’s requirements and site constraints,” Piechnik said. “We looked at alternatives, but the cable-stay concept also proved to be the most cost-e�cient structure.”

�e southern span, which opened in June, eventually will carry eastbound tra�c. Temporarily, tra�c in both directions has moved to the new eastbound structure to allow the developer to begin demolition of the original bridge to �nish constructing the new westbound bridge. �e northern Goethals Bridge span will carry westbound tra�c when it is completed in 2018.

Each alignment will consist of three 12-foot lanes, a 12-foot right shoulder and a 5-foot le� shoulder. �e northern structure also will include a 10-foot shared-use path for pedestrians and bicyclists. �e bridge is designed to support mass transit between the two parallel structures, should it be deemed relevant in the future.

“You can’t do a public project with a goal like mass transit that adds to the cost unless you can prove the need,” Blackmore said. “We couldn’t do that at the time, so the project developed requirements such that the design was not to preclude future mass transit. As a result, the new Goethals Bridge has the strength for future light rail or dedicated bus lanes.”

In the past, the Goethals Bridge had constricted the transportation artery into and out of Staten Island.

“When you have pinch points, you never realize what you’re missing until you open them up,” Blackmore said. “�e new Goethals Bridge will make tra�c �ow safer and improve mobility in the region. As mobility improves, so do economic bene�ts.” n

CONTACT:

A.J. PIECHNIK, HNTB Project/Technical Manager (973) 289-7164 n� [email protected]

E L I Z A B E T H , N E W J E R S E YS T A T E N I S L A N D , N E W Y O R K

“Most people don’t have any concept how long such projects take. Construction is just the part of the iceberg people see. Five-sixths of it is all the work that goes on prior to construction.” — JIM BLACKMORE PORT AUTHORITY PROGRAM DIRECTOR


ATLANTA’S SOLUTION

FORGeorgia’s first reversible express lanes — the new I-75 South Metro Express Lanes just outside downtown Atlanta — are fulfilling the promise of transportation choice and reliable trip times

HNTB DESIGNER Number 108Page 20

75

675ONE REVERSIBLE LANE

TWO REVERSIBLE LANES

ACCESS POINTS

�at’s how commuters described the drive south of Atlanta going into or out of downtown on I-75. Because the roadway is the region’s main channel to and from Florida, it was as likely to be backed up on weekends as on weekdays, even when there were no accidents and the weather was sunny and dry. �e 12-mile stretch of highway was part of a blocked artery just south of the city’s heart.

“We needed to provide a long-term solution for improved mobility,” said Russell McMurry, commissioner of the Georgia Department of Transportation. “Looking at the future, we knew we couldn’t build our way out of congestion with more general-purpose lanes.”

With HNTB as its program management consultant, Georgia DOT embarked on a $226 million reversible tolled express lanes project aimed at giving motorists a more dependable commute.

“�e large population living south of the city, outside employment zones, faced a daily bottleneck where I-75 and I-675 come together,” said Chris Tomlinson, executive director of the State Road and Tollway Authority. “�e I-75 South Express Lanes project was designed to provide a bypass for that congestion point.”

“Express lanes meet a speci�c need and purpose — providing transportation choice and reliable trip times,” said Tom Hutchinson, HNTB project manager and tolls lead. “�e I-75 corridor was operating at a level of service that drove toward the need to explore extra capacity. Tolled express lanes with dynamic pricing were a sustainable solution that would provide long-term mobility choice.”

Building public support�e I-75 South Metro Express Lanes set the stage for four additional express lanes projects that are part of Georgia DOT’s Major Mobility Investment Program, announced in 2016. Under that $11 billion program, Georgia DOT plans to have 11 mega and super-mega transportation infrastructure projects complete or under construction by 2026. �e investment will add capacity for faster travel and more e�cient freight transport in several of Georgia’s key corridors, creating an interconnected network of more than 500 express lane miles throughout metro Atlanta.

One of those projects, the 30-mile, $834 million I-75 Northwest Corridor Express Lanes, which includes two reversible lanes, is underway and slated to open in 2018. HNTB serves as program management consultant for that project as well as another now under construction, the 10-mile, $178 million extension of two, one-way express lanes on I-85.

“�e I-75 South Metro Express Lanes were the �rst new-capacity express lanes project in Georgia and the �rst reversible express lanes project in the state,” Hutchinson said. “As such, they established protocol that will be applied going forward.”>HNTB serves as program management consultant for that project as well as another >HNTB serves as program management consultant for that project as well as another now under construction, the 10-mile, $178 million extension of two, one-way >now under construction, the 10-mile, $178 million extension of two, one-way

“�e I-75 South Metro Express Lanes were the �rst new-capacity express lanes >“�e I-75 South Metro Express Lanes were the �rst new-capacity express lanes project in Georgia and the �rst reversible express lanes project in the state,” Hutchinson >project in Georgia and the �rst reversible express lanes project in the state,” Hutchinson said. “As such, they established protocol that will be applied going forward.”>said. “As such, they established protocol that will be applied going forward.”>HNTB serves as program management consultant for that project as well as another >HNTB serves as program management consultant for that project as well as another

project in Georgia and the �rst reversible express lanes project in the state,” Hutchinson >project in Georgia and the �rst reversible express lanes project in the state,” Hutchinson >>>HNTB serves as program management consultant for that project as well as another >HNTB serves as program management consultant for that project as well as another >HNTB serves as program management consultant for that project as well as another >HNTB serves as program management consultant for that project as well as another

“�e I-75 South Metro Express Lanes were the �rst new-capacity express lanes >“�e I-75 South Metro Express Lanes were the �rst new-capacity express lanes >“�e I-75 South Metro Express Lanes were the �rst new-capacity express lanes >“�e I-75 South Metro Express Lanes were the �rst new-capacity express lanes project in Georgia and the �rst reversible express lanes project in the state,” Hutchinson >project in Georgia and the �rst reversible express lanes project in the state,” Hutchinson >project in Georgia and the �rst reversible express lanes project in the state,” Hutchinson >project in Georgia and the �rst reversible express lanes project in the state,” Hutchinson

BRAKE LIGHTS FOR MILES.


McMurry described the I-75 South Metro Express Lanes as “the appetizer for what’s to come, showing how express lanes operate when they are dynamically priced and reversible. �e project has given the public a good early view of what the future is. �ere has been nothing but positivity since these express lanes opened.”

A comprehensive public outreach campaign, jointly implemented by Georgia DOT, SRTA and HNTB, helped Atlanta residents understand how dynamic toll pricing and reversible lanes would work.

“Georgians’ only experience with express lanes was an HOV-to-HOT lane conversion in northeast Atlanta,” McMurry said. “It took a lot of e�ort to explain to the public what the I-75 South Metro Express Lanes were, especially the reversible nature of those lanes. �e public’s perspective was that building more general-purpose lanes would solve the problem.

“Our agencies had to educate the public, so they understood not only that express lanes were the best solution for a better commute, but also that a reliable commute would open the labor shed to more people working in and around the area. In this case, the I-75 South Metro Express Lanes provide access to at least 100,000 more jobs.”

A reliable commute�e I-75 South Metro Express Lanes opened in late January 2017. �ey now operate northbound into downtown Atlanta in the mornings and southbound in the evenings.

Already, they are outperforming the expectations of both SRTA and Georgia DOT. �e period of congestion at both the start and

end of the work day has shortened and the average speed during high-tra�c times has increased.

Motorists took some 7,600 trips per day in the express lanes — about 25 percent more than originally projected — totaling more than 610,000 trips in the �rst four months of operation. Capacity is around 14,000 trips per day, so McMurry said he expects usage to grow further as drivers adapt and become comfortable using the new lanes.

�e I-75 South Metro Express Lanes also were planned with public transportation in mind. Early on, it was made clear that express

lanes use would be free for public transit vehicles, so those who might be unwilling or unable to a�ord the tolls could get the same bene�ts by using public transportation.

In addition, SRTA, the agency that maintains and operates Georgia’s toll roads

and operates Xpress — the state’s regional commuter bus transit service — soon will acquire land to construct an additional park-and-ride lot near the project to make public transit’s use of the express lanes a convenient alternative to everyone.

“�is new-capacity project did not reduce the available options,” Tomlinson said. “We don’t push tolling on everyone, but we encourage people to get an electronic pass, so it’s an option if and when they need it, or to try transit if they want the bene�ts of the express lanes without having to pay the tolls.”

“People now have the option to bypass a signi�cant portion of the roadway if it’s congested,” Hutchinson said. “As hoped, the project is providing mobility choice and a more reliable trip time through the corridor.”

“Express lanes meet a specific need and purpose — providing transportation choice and reliable trip times.” — TOM HUTCHINSON HNTB PROJECT MANAGER

Decongesting corridors

On weekdays, the express lanes run northbound into downtown Atlanta in the morning, then switch to southbound during the afternoon and evening hours. Georgia DOT allows two hours to perform each reversal. Lanes are open to northbound travel on weekends.


A T L A N T A , G E O R G I AOperationally complexHNTB was the primary author of the procurement documents. �e �rm worked with Georgia DOT to oversee execution of the contract through the design-build phase, engaging HNTB subject matter experts from throughout the �rm to review design submittals. During the construction process, HNTB had oversight responsibilities, including assisting in the inspection of intelligent transportation system devices.

“HNTB brought expertise in express lanes and construction management,” McMurry said. “�ey provided technical knowledge, insight and direction and supplemented Georgia DOT sta� to give li� to this project.”

Key to the project’s success was coordination between Georgia DOT, SRTA and the design-build team. SRTA designed the I-75 South Metro Express Lanes tolling schema, oversaw the procurement and installation of the tolling system and is responsible for managing and operating the tolling system, including collecting and enforcing tolls and maintaining free-�ow tra�c in the express lanes.

SRTA’s system had to coordinate with Georgia DOT’s operations division, which is responsible for reversing the lanes and overseeing the incident management process.

“�e 12 miles of the I-75 South Metro Express Lanes include seven dynamically priced toll zones,” Hutchinson said. “�e facility has to be reversed twice a day. Its control system contains changeable message signs, arterial signals and warning and barrier gates to maintain safe operations. With reversible lanes, �rst responders need new management procedures, and the whole system requires 24-hour monitoring. In Georgia, this project was the �rst of its kind in operational complexity.”

“�is was new territory for the operations side of reversing lanes,” McMurry said. “It took signi�cant e�ort to integrate the technology. �is was much more than just design-build. HNTB played an important role, providing technical expertise based on past experience and advising on the technical speci�cations needed for integration.”

With Georgia DOT and SRTA having distinct but intersecting goals, HNTB served as a bridge to ensure both organizations’ goals were met.

“HNTB’s rich history in engineering disciplines and tolling helped connect both agencies,” Tomlinson said. “Among the project successes is that, as population and policies change, the I-75 South Express Lanes system stands ready to meet those future challenges and changes.” n

CONTACT:

TOM HUTCHINSON, HNTB Project Manager (404) 946-5759 n� [email protected]


Built as a catalyst project to give residents another reliable source of transportation and to support economic growth, the 3.3-mile QLINE streetcar along Woodward Avenue makes stops serving Comerica Park, Little Caesars Arena, the Detroit Institute of Arts, Wayne State University and other hot spots, bringing new development and revitalization to downtown Detroit and throughout the Woodward corridor.

“It’s truly transformed Woodward Avenue,” said Paul Childs, chief operating o�cer with M-1 RAIL.

M-1 RAIL is the QLINE’s nonpro�t owner. Its board of major philanthropic, community and business leaders makes it the �rst major U.S. transit project led and funded by both private businesses and philanthropic organizations in partnership with local government, the state and U.S. Department of Transportation. Together, they raised more than $180 million for the capital project and operational reserve, creating what is now a model for future regional collaboration.

A lean organization of fewer than 10 people, M-1 RAIL selected HNTB as owner’s representative in 2013, a�er the �rm had completed a business plan in 2011 and preliminary engineering in 2012. As owner’s rep, HNTB led day-to-day project management, scheduling, budgeting, risk management, procurement, design review and oversight.

HNTB oversaw the reconstruction of nearly 3 miles of Woodward Avenue, including relocation of several primary utilities. �e �rm also led security compliance, system integration testing and all coordination with the Federal Transit Administration and state and local organizations.

“HNTB brings an exceptional commitment to Detroit and an understanding of our transit landscape,” Childs said. “�eir knowledge of local �rms, their relationships and how to navigate the process was invaluable.”

M-1 RAIL and HNTB saw the streetcar project through multiple near-death experiences — like in 2011 when the project was nearly killed and replaced by bus rapid transit. �e team spent the next year convincing leaders in Washington, D.C., that the system could be built and operated at its estimated costs. In 2013, M-1 received

“HNTB worked with M-1 RAIL every step of the way

to ensure we met our timelines and

built an exceptional streetcar line.”

— PAUL CHILDS M-1 RAIL CHIEF OPERATING OFFICER

Q’ed Up for Success

M-1 RAIL and HNTB deliver Detroit’s QLINE streetcar, made possible by a historic public-private partnership


D E T R O I T , M I C H I G A N

a $25 million TIGER Discretionary Grant, the �nal piece of funding necessary to advance the project.

“We managed �nancial risk throughout the project to make sure M-1 could deliver on budget,” said Matt Webb, HNTB project manager.

As M-1 RAIL’s technical expert, HNTB supported the client’s goal of maximizing o�-wire technology to accommodate the city’s �anksgiving Day Parade of aerial �oats and minimizing visual clutter in downtown. Instead of overhead catenary lines, streetcars are powered by lithium-ion batteries along 60 percent of the route.

“What’s running out there is a real game-changer,” Webb said. “It made for a much cleaner and more sustainable system in Detroit.”

�e QLINE has been a catalyst for the local economy, attracting $7 billion in development since 2013 and creating 20,000 new jobs. HNTB played a critical role in assisting local businesses to procure contracts throughout the QLINE project. HNTB’s workforce development, training and apprenticeship program allowed Detroit-based, minority and women-owned businesses to receive approximately $50 million in contracts. n

CONTACT:

MATT WEBB, HNTB Project Manager (517) 358-7160 n� [email protected]

M-1 EXCEEDS DBE GOALDesiring to engage workers and services that fully represent the city and region, M-1 RAIL established a goal to award 25 percent of construction contracts — twice the national average — to disadvantaged business enterprise companies, minority-based enterprises, woman-based enterprises, and Detroit-based businesses. The project exceeded the goal.

Developing Detroit

On grand opening weekend, the QLINE ran at capacity, giving 25,000 Detroit residents a free taste of streetcar transportation, something they hadn’t experienced since 1956.


SAFE

HAV

ENS

ighways across the country are �lled with truck drivers struggling to �nd a safe place to pull their big rigs o� the road for a few hours of rest. In 2012, Congress passed a law and included a provision in the FAST Act that allocated more than $6 million for the construction and restoration of safe roadside parking lots.

Partially funded by FAST Act, Florida’s Department of Transportation is the �rst to deploy a statewide program to address unsafe parking practices while improving convenience for commercial truckers.

FDOT’s $26 million Truck Parking Availability System will provide real-time information about available parking to truckers traveling across the state, with plans to be implemented at 68 rest areas, welcome centers and weigh stations on four major interstates. Beginning this year, FDOT will begin installation at the �rst seven facilities on Interstates 4 and 95.

“�rough initial studies, we understood that the available parking was not being fully used,” said Craig Toth, HNTB project manager. “Commercial drivers just need to know where to �nd it.”

Rest from roads

FDOT’s traffic management technology reports parking availability in real time, so truck drivers know when and where they can stop.

FDOT and HNTB design nation’s �rst statewide

truck parking program to safely move people, goods

SAFE HAVENS


T A L L A H A S S E E , F L O R I D A

Less time logging on- and off-duty

Implementation of electronic logging devices began December 2015, and all drivers are expected to transition from paper logs and automatic on-board recording devices by December 2019. Drivers will gain up to an extra 20 minutes per day with this change.

As system manager, HNTB oversees procurement, design, construction, implementation and operation of the program. HNTB provided the continuity critical to a statewide program and helped gather input from in-house sta�. Teams representing commercial vehicles, intermodal freight and engineering were brought to the table to address the initiative fully and deliver an e�ective solution.

�e technology, also being rolled out on Michigan’s I-94 corridor, centers on wireless puck-shaped sensors embedded in the riding surface of parking facilities. �e sensors will detect vacant and occupied parking spaces and send that data to a series of receivers mounted outside the parking area. �e receivers will transmit the data to a central location that will consolidate and forward it to a regional transportation management center.

“From there, FDOT’s SunGuide® tra�c management so�ware will analyze the information and disseminate parking availability through dynamic digital roadside signage, the Florida 511 traveler information system and specially designed smartphone applications,” Toth said.

At weigh stations, where the tra�c type is more restricted and the volumes lower, FDOT will apply radar technologies to monitor parking availability.

A�er the public-facility phase is completed in April 2019, data analytics will lead to predictive analysis for trip planning purposes. Following this phase, FDOT plans to incorporate private facilities, such as truck stops. Once the program reaches critical mass, metrics will be incorporated such as the number of trucks parking illegally, the number of truck driver fatigue-related accidents, overall driver satisfaction and, potentially, any revenue generated by way of third-party designed or sponsored smartphone applications or sponsorship opportunities.

Once the system is complete, Florida’s truck parking availability program will streamline truckers’ ability to quickly and easily locate appropriate parking, reduce driver fatigue and increase safety for everyone. n

CONTACT:

CRAIG TOTH, HNTB Project Manager (850) 536-8517 n� [email protected]


The HNTB CompaniesInfrastructure Solutions

LOS ANGELES’ NEW AND IMPROVED I-405HNTB served as lead designer for Los Angeles’ I-405 Sepulveda Pass HOV Widening project, a $1.6 billion design-build effort to widen and improve of one of the nation’s most congested freeways. The project added a 10-mile high-occupancy vehicle lane to the northbound side of I-405 between I-10 and U.S. 101, completing the last section of carpool lanes along the 72-mile corridor. In collaboration with the Los Angeles County Metropolitan Transportation Authority, Caltrans, the City of Los Angeles and Kiewit Infrastructure West, HNTB expedited the baseline design to completion in less than 18 months and led the planning and design of the largest and most complex freeway shutdown in the history of Los Angeles. The project increased traffic capacity and improved public safety throughout the corridor with the addition of standardized lane widths, shoulders and ramp geometrics as well as the retrofit of existing bridges to meet current seismic code.

More project photos available for Apple and Android on the HNTB App.

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BIG - HNTB · 2017-10-18 · ascending to stage — larger than life, shrouded in steam and dust. ... County, Port of Seattle, Federal Highway Administration ... Another major obstacle