Summary of Changes to Tab 2 - Virginia Department of ... · of the HOV lanes at the 14th Street Bridge to Spotsylvania County at Massaponax. The Tier 1 document would be closely coordinated

I-95/395 BRT/HOT Lanes System 1 AV20050123-161 -- 2.0 Summary.doc

Summary of Changes to Tab 2

The most significant changes in the I-95/395 BRT/HOT Lane System Plan involve refinements to our approach to the environmental process, use of the Special Experimental Project 15 (SEP-15) process and several significant modifications to the physical scope of the project. Those changes deliver significant enhancements to our proposal in terms of corridor transportation services and are summarized by section as follows:

Recent Concession Experience

Tab 2.c Federal, State, and Local Permits. As discussed more fully in Section 2.c, the delivery of the project will be enhanced by allowing the design and construction of elements which do not involve significant environmental impact to proceed, while a more rigorous environmental review is conducted of other features. The key features of this approach are summarized below.

• Tier 1 (Programmatic EIS) – This document would address the entire project corridor from the start of the HOV lanes at the 14th Street Bridge to Spotsylvania County at Massaponax. The Tier 1 document would be closely coordinated with other NEPA projects in the corridor, including: (1) proposed improvements to the 14th Street Bridge, and (2) the Springfield Interchange. Because it has been more than three years since the completion of the EA/FONSI for the Springfield Interchange, Fluor-Transurban recommends that VDOT prepare a Reevaluation (to the FONSI) for Phase VIII of this project as soon as possible. Since minimal changes have been made in the project setting and no changes have been proposed to the project designs, this simple report should validate the original findings of the FONSI and should clear this project element for early design and construction.

The Fluor-Transurban Team anticipates that the Tier 1 document will sufficiently address the mainline elements of Segments A, B, C and most of D so as to allow the design and construction of elements inside the existing ROW to proceed after issuance of the ROD.


• Tier 2 (Independent NEPA Documents) – This tier represents a separate series of independent NEPA documents (EISs, EAs and/or CEs) which would be prepared for those project elements constructed outside the existing ROW and/or have the potential for possibly creating major (or significant) environmental impacts.

2.j BRT/HOT Lane System Optional Enhancements. A number of transportation and engineering issues have been addressed including, providing improved access to the Pentagon/Crystal City/Potomac Yard destinations, improving the bus rapid transit component, evaluating how to provide operational control of the project and a larger regional system, determining the best southern terminus and adding an additional park-and-ride lot in Prince William County and potential modifications to the 14th Street Bridge, extending the project benefits into the District of Columbia. A summary of the solutions for each of these issues is provided below:

• 2.j.1 Pentagon/Crystal City/Potomac Yard Options – New access could be provided from NB Jefferson Davis Highway (Crystal City/Potomac Yard Area) to the southbound BRT/HOT Lanes through the addition of a loop ramp in the northwest quadrant of the interchange. In addition, several alternative means of providing improved access from the northbound BRT/HOT Lanes to the general Crystal City/Pentagon City area have been identified as follows:

− Option 1 would widen the existing northbound slip ramp from the HOV lanes to Eads Street to allow a tandem left turn towards the Pentagon at Eads Street. (Right turns towards Pentagon City could also be made from the ramp terminus.)

− Option 2 would provide a new ramp from the northbound I-395 mainline directly to Army-Navy Drive. This would require that the existing loop ramp from southbound Jefferson Davis Highway be slightly modified.

− Option 3 would provide new ramps from the BRT/HOT Lanes to southbound Jefferson Davis Highway.

• 2.j.2 Bus Rapid Transit Component Enhancements – The BRT component of the project has been refined to clarify and enhance the proposed bus station at Seminary Road, and to add a new bus station at the new park-and-ride lot in Prince William County.

A modified “in-line” bus station will be provided at Seminary Road through the use of the proposed ramp between the Seminary Road rotary and the BRT/HOT Lanes to and from the south. By using this ramp, northbound buses will be able to exit the BRT/HOT Lanes in the A.M. peak, discharge and pick up riders at new bus stops on the Seminary Road rotary, and return to the BRT/HOT Lanes using the existing ramp to and from the north. This movement will be repeated in the reverse direction in the afternoon. Elevators will be constructed to provide vertical circulation for bus passengers between the upper level (Seminary Road) roadway and the rotary.

• 2.j.3 BRT/HOT Lane System Operations Center Options – The nerve center, of any BRT/HOT Lane facility is the operations center. It is this center that provides the space and equipment for staff to manage not only the 24/7 BRT/HOT Lane system operations and incident/emergency response but administer customer service, routine maintenance, personnel management and other activities necessary to run an efficient operation. Such a HOT Operations Center (HOT-OC) will be required for the Beltway HOT lane project as well as for the proposed I-95/395 project. Transurban has created and


operated similar facilities. This need should be included in VDOT’s consideration of the proposed plan for operating and maintaining the I-95/395 BRT/HOT lanes. Fluor-Transurban has analyzed this issue and the existing VDOT Smart Traffic Center current and future capabilities. A program for the space and coordination requirements of the proposed HOT-OC has been developed including a series of alternatives from colocating with the STC to a stand alone facility to leasing the space for VDOT’s consideration.

• 2.j.4 Southern Terminus Options – During the period 2000-2002, VDOT conducted a detailed feasibility study of the I-95 corridor between Route 627 and Route 606. This study was designed to examine the feasibility of providing collector-distributor lanes and additional access to I-95/395 in the greater Fredericksburg area. It evaluated 11 distinct alternative combinations of interchange locations and configurations within the corridor, and involved elected and appointed local officials, representatives of federal, state and local agencies, business and community groups, transit providers, and other stakeholders. The study recommended the following locations:

− A new interchange is planned, by VDOT, in Spotsylvania County at the intersection of the proposed Spotsylvania Parkway (Route 17 Bypass relocated south and extended west) and I-95 south of the Massaponax Interchange, where the proposed BRT/HOT lanes were planned to terminate.

− A potential new interchange is also planned, by VDOT, at the intersection of Route 208 (Courthouse Road) and I-95 between the Route 3 interchange and the Massaponax Interchange (Route 1/I-95 Interchange) under concepts E, G and H of the I-95 C-D Access Feasibility Study.

In addition to the two proposed interchanges, three existing interchanges—US Route 1, Route 3 and US Route 17—are recommended, by VDOT, for improvements in the I-95 C-D Access Feasibility Study.

The BRT/HOT lanes are planned to be constructed in the median of I-95. The access between the BRT/HOT lanes and I-95 is to be provided via slip or fly-over ramps. The actual location of these ramps will be determined based on traffic operations analysis during the environmental study. The ramps will be located to assure a safe and operationally efficient facility. Since the BRT/HOT lanes will be constructed in the existing median, they will not preclude the construction of the proposed Route 208 interchange with I-95.

The BRT/HOT Lane project, which is fully compatible with our plans in Exhibit 2-1, has been modified to add the following improvements (by others):

− Planned Spotsylvania Parkway interchange at I-95 (by others) in Massaponax in Spotsylvania County.

− Plan Sheets 9 and 10 show the limits of proposed C-D/Access Roads (by others) in the greater Fredericksburg Area

• 2.j.5 Additional Park-and-Ride Lot – A new park-and-ride lot in Prince William County is proposed near Dale Boulevard interchange east of I-95. Alternative sites exist, if this site is found to be unavailable or undesirable for environmental, right-of-way, or demand-related reasons.


• 2.j.6 District of Columbia 14th Street Bridge and Beyond Options – The 14th Street Bridge crossing will be studied in an environmental impact study (EIS) that will soon be initiated by the FHWA Eastern Federal Lands Office. Fluor-Transurban proposes to work cooperatively with the District Department of Transportation (DDOT) and Federal Highway Administration to identify options as part of this EIS for improving traffic within the corridor. A variety of options such as changing lane use and reconfiguring the bridge are presented. Regardless of which options is pursued, it should be stressed that no widening of the 14th Street (Rochambeau Bridge) is suggested in this proposal.

With major development and redevelopment plans underway in Southwest and Southeast Washington, extending the BRT/HOT Lanes across the 14th Street and Maine Avenue corridors should be evaluated as part of the independent FHWA 14th Street Bridge NEPA study. Fluor-Transurban would encourage that both the bridge and options for extending the BRT/HOT lanes be studied. None of the District of Columbia options are a formal part of the Fluor-Transurban proposal, since they are subject to further discussion with the District Government by VDOT and Fluor-Transurban.

Likewise, the Fluor-Transurban plan will provide the promised benefits even if none of the DDOT options are implemented.

Response to RFP Questions for Tab 2

RFP Question 4 approach to managing, design, and constructing

The proposer shall provide sufficient information to enable VDOT to understand and evaluate the proposer’s understanding of tasks involved and approach to managing, designing, and constructing the project. At minimum, each proposer shall respond to the following requirements:

• Provide a general description of the tasks involved in this project.

• Describe the approach the proposer will take in managing the design process, and ensuring timely and quality performance of the design team members.

• Describe the approach the proposer will take to construction administration and the involvement of the design members of the proposer’s team during construction.

• As it relates to design and construction, identify potential risk factors, special issues or problems that are likely to be encountered and explain the approach to mitigate those risks, issues or problems.

• Discuss the approach the proposer will take in monitoring and remediating any potential for contamination during construction. Describe the approach or strategy the proposer will take to minimize impacts on the schedule.


Q4.1 Description of Tasks

In a project as large and diverse as I-95/395 Bus Rapid Transit/HOT Lanes System, there are a multitude of tasks performed by a widely varying group of individuals and companies. To accomplish these tasks, Fluor-Transurban utilizes an Integrated Project Structure. Our organizational approach is structured to integrate VDOT and Stakeholders with the Fluor-Transurban project team for the various projects activities. Our organization facilitates an open task force environment, where engineering, construction, quality, safety, public information, and VDOT personnel can interact during design-build activities. This environment fosters innovation and instills quality, safety, environmental, and community awareness throughout the entire team. Our project structure places VDOT at the head of the organization and in the center of project activities.

These tasks have been grouped into general categories and listed below:

• Project Management • Design Process • Construction Process • Right-of-Way Acquisition • Utility Relocation • Safety • Public Outreach

• Permits/Mitigation • Quality Process • Scheduling • Documentation • Operations • Maintenance/Asset Management

A general description of each task follows:

Project Management

Fluor-Transurban will employ a variety of processes that will create a project environment focused on teamwork, open communication, effective coordination, and proactive decision-making. Used effectively, these processes will enable the project team to achieve VDOT’s project goals and provide the Department with an opportunity to be fully integrated in the design-build operations. These project management tools are summarized in the following discussion.

Colocation. Fluor-Transurban recognizes the value obtained by colocating with VDOT. Colocation creates an environment that stimulates cooperation and communication among all project members. It will facilitate VDOT’s involvement in the design-build process and enhance the Department’s ability to perform quality reviews and monitor progress. Colocation will also enable the project team to respond to public issues quickly.

Partnering. Fluor-Transurban strongly supports the partnering process and recognizes it as an essential initial step for establishing mutual project goals and creating lasting lines of communications. Partnering will allow Fluor-Transurban and VDOT to share visions of project success, clarify roles, responsibilities, and expectations, and then work toward implementing the accepted project goals. Partnering greatly improves the opportunity for success of design-build projects, in particular, because design-build operations require full integration of all project functions and a trusting relationship between the Owner and the design-build team.


Task Forces. Fluor-Transurban uses the task force (TF) concept to merge the partnering concept with quality procedures at the basic project level. Each TF will be organized by discipline and include a discipline design leader and construction, quality, and VDOT representation, along with other disciplines, subcontractors, or third parties, depending on the scope of the issues. TFs open the lines of communication within the project team, spark innovative design solutions, and facilitate interaction between all project functions. They also facilitate design development and constructability reviews, quality checks, and resolution of issues, thus enabling the project team to develop innovative approaches that can maximize taxpayer investment by reducing costs and optimizing the quality of I-95/395.

Coordination Meetings. Fluor-Transurban will use regularly scheduled coordination meetings to communicate the status of project activities and to coordinate and control the design and construction efforts. Effective project management requires adherence to a regimented meeting schedule. The action items developed during these meetings will improve coordination.

Meeting participants and frequencies are determined by the objectives of each type of meeting. Key contractors and suppliers will participate in Fluor-Transurban’s Construction Coordination Meetings to properly plan and coordinate their work.

Dispute Resolution. Fluor-Transurban’s method for dealing with disputes is to surface and address issues early before they become problems, thereby minimizing the potential for disputes. Our approach establishes a procedure for resolving conflicts and disputes at the lowest possible level within the organizational structure early before they can affect project quality, cost, or schedule. Fluor-Transurban’s goal is to settle all issues on the Project.

For more on Project Management, refer to Tab 1.a.

Design Process

To lead the design effort, Fluor-Transurban has selected HNTB. HNTB is currently ranked as one of the top design firms in the transportation design industry by ENR. Elements of our design process include:

• A matrix organization that facilitates communications between all parties, i.e., construction, operations, maintenance

• An experienced design team under the leadership of a design manager with proven design-build experience

• A design team with significant design experience with VDOT

The design organization will consist of multiple design teams dedicated to a specific task of the I-95/395 Project (e.g., bridge, roadways) necessary to achieve the overall project objectives. Each design team will be part of a TF, described Q4.3. Each TF also includes members from construction, quality, other project functions, and VDOT to ensure that construction and oversight are all involved in the design process.

HNTB will appoint a Discipline Manager over each design discipline and structure the Design Management organization to facilitate coordination among design, construction, quality, and other functional units. The disciplines include: Geotechnical, Hydraulics, Structures, Roadway, and


Maintenance of Traffic. This structure allows seamless interaction between construction and design, streamlined coordination between the various design disciplines, and effective communication within the design team, and provides VDOT with a single point of contact for each Release for Construction (RFC) package and discipline. The Discipline Manager will have authority over the entire discipline, regardless of subconsultant design firm being utilized, ensuring consistency and coordination within that discipline. This organizational structure has been effectively used by Fluor-Transurban on similar design-build projects such as the ROC 52 Project and the Route 895 Connector Project.

Refer to Tab 1.a.4 for further details on the design process.

Construction Process

Construction functions will reside with the Construction Manager who reports directly to the Project Director and will serve as the Deputy Project Director for the project.

Fluor-Transurban’s construction management organization has been streamlined to facilitate team integration, provide rapid management response, and meet an aggressive schedule, while sustaining quality and safety and delivering community and stakeholder satisfaction. The construction organization has the following primary functional groups:

Segment Managers. Fluor-Transurban has divided the Project into four manageable segments. Each of these segments will be assigned to a Segment Manager who will be responsible for all activities within his geographic segment, including contractor field management. Segment Managers will report directly to the CM. They will be assisted by Segment Engineers who will provide technical support and coordination with the Design Teams.

Contractor Project Manager. Contractor Project Manager will work with the Segment Managers to execute the work within each segment. They will focus on productivity and the efficient movement of crews and equipment between each segment to ensure that consistency, quality, and schedule requirements are met.

A key component of Fluor-Transurban’s construction process includes using TF teams to achieve total team integration. By including personnel from VDOT and Fluor-Transurban design and construction groups in the TF teams, Fluor-Transurban can achieve total integration of functional expertise from the beginning of the project through construction to project completion and final acceptance.

The TF structure promotes open communication within the team, sharing of ideas, and informed decision-making. These are necessary elements for the effective integration of the design, construction, and quality functions. Based on our past working relationships, Fluor-Transurban Team members have found that groups organized in this way are more knowledgeable of the overall design and construction status. Enabling the team to obtain the broadest range of knowledge about all areas of the project leads to effective integration of constructability and maintainability into the design process where the greatest benefit to life cycle costing can be achieved. TFs also facilitate open communications and more informed and timely decision making TFs enable the project team to address problems earlier and implement corrective actions more efficiently than traditional hierarchical organizational approaches.

Refer to Tab 1.a.4 for further details on the Construction Process.


Right-of-Way Acquisition

In order to minimize costs and maintain public support, for the project, the Fluor-Transurban Team intends to use existing ROW wherever it is feasible. In those areas along the corridor where additional ROW is needed for roadway widening, retaining walls and utility easements, acquisition will be handled by team member Continental Field Service Corporation. Additional information about the Fluor-Transurban Team’s approach to ROW acquisition is presented in Tab 2.a.15.

Utilities Coordination

Fluor-Transurban is committed to completing the Project’s utility relocations without any utility-related disputes or delays. We will achieve this goal by building partnerships with the utilities, engaging them in our utility planning efforts, and continually sharing ideas and communicating with them to keep all utilities within the corridor informed.

Utility coordination will include:

• Identifying utilities potentially affected by the Project • Collaborating with affected utilities to plan utility adjustments • Coordinating utility adjustment design and construction activities

We will work closely with each Utility during construction to reach resolutions, protect their facilities, and keep their relocation costs to a minimum by working to find the most cost-effective, sound, efficient, and prudent relocation methods.

Refer to Tab 2.a.14 for additional information and a full listing of utilities.

Safety

Fluor-Transurban’s focus on safety encompasses the traveling public and the construction forces in the field. We will develop a clear, understandable Health, Safety and Environmental Plan (HSE) that will provide guidance to all workers about how safety applies to their job.

Fluor-Transurban has established a zero lost-time incidents goal for the Project and is committed to a safe working environment for all site personnel. Fluor-Transurban management at all levels is dedicated to ensuring that its employees and others are provided a safe and healthy environment in which to work on each of its projects. Our safety program has been prepared to assist each project jobsite employer/contractor in satisfying its moral, contractual, and legal accident prevention responsibilities in such a manner that a safe, efficient operation is ensured.

Fluor-Transurban will conduct a comprehensive annual audit to monitor the safety program’s effectiveness and implement improvements. This 60-page audit procedure reviews and grades the administrative and field operation components of the Project safety program. Once the audits are complete, pertinent measures are implemented to improve or correct any deficiencies. These items will have a timeframe for completion.


Fluor-Transurban will foster an emphasis on continuous improvement so that all workers are safe at all times. Additionally, to further promote safety, Fluor-Transurban will establish a safety incentive program to recognize the safety achievements of the project team.

Public Outreach

Achieving community and stakeholder satisfaction during design-build activities requires a management approach based on proactive communications, attentive listening, and quick responses to concerns. Fluor-Transurban is providing an experienced, community-oriented team that will work closely with VDOT to achieve these objectives.

Identifying Community Concerns. While many people will welcome the prospect of a new I-95/395 Project, some may perceive the project as a threat to their quality of life. We will use several methods that will enable our team to identify public concerns proactively and to address issues in a timely fashion. Our public information team will be accessible 24 hours a day, seven days a week, and will respond within hours of contact to address project issues. We will provide various methods by which people can contact us, including a 24/7 hotline, e-mail access, a Web-based comment/contact link, as well as public meetings and presentations, which provide opportunities for public comment.

One-on-one relationships will be developed with key stakeholders, in coordination with VDOT, in the corridor communities. These relationships create useful conduits for quickly identifying and resolving issues, for circumventing issues that have the potential for political escalation, and for seeking input on activities of particular importance to individual stakeholders.

Modifying Operations in Response to Community Concerns. When a community concern is identified, the issue will be brought to project management’s attention for immediate action. Usually, these concerns are related to nuisance problems such as noise, dust, property access, drainage, or design issues related to a specific property. The majority of these issues can be handled with an immediate response in the field. Fluor-Transurban intends to stage the project to minimize the length of time that specific segments will be under construction. This practice should reduce the impact on adjacent property owners.

Long-term problems requiring more involved engineering or maintenance of traffic solutions will be evaluated by Fluor-Transurban and VDOT project management to develop a proposed solution that addresses the problem as expediently as possible with the least cost and schedule impact to the project. The proposed solution will be discussed with the TF and the design or operations will be modified, as necessary, to address the problem.

Sections 4.b, 4.c, and 4.d of this proposal provide more extensive information about the Fluor-Transurban Team’s approach to public involvement.

Permits and Mitigation

Fluor-Transurban is dedicated to executing the I-95/395 Project is an environmentally sound manner. We commit to providing effective environmental permitting and compliance during the project and are prepared to secure the required permits. To ensure that our approach for securing environmental permits


is effective, we will staff the project with qualified environmental personnel experienced in working with the agencies and develop a comprehensive Environmental Management Plan (EMP).

Design-build is a challenging concept for permitting agencies, because detailed construction plans are not available at the time of permitting, and the design may change through the construction process. Fluor-Transurban is experienced with design-build permitting and prefers this method of permitting because it is tailored to the actual means and methods of construction on the project. Our approach estimates environmental impacts using a logical design-build scenario, develops appropriate permit plans, provide them with the data needed for their decision-making activities, and maintains open communication with regulators so that the permits will be secured and construction will proceed on schedule. Tab 2.d discusses potential mitigation measures.

Quality Process

Fluor-Transurban’s quality program focuses on meeting VDOT’s project goals, while delivering a model quality management process that will support the production of an attractive solution and provide long-term value to the citizens of the Commonwealth.

Fluor-Transurban’s approach to quality focuses on training, communications, transparency, continuous improvement, incentivization, use of quality suppliers, and customer satisfaction. VDOT has a central role in our quality process, and will be a partner in producing a quality product.

Fluor-Transurban will communicate its expectations and commitments to all employees, suppliers, and subcontractors to make quality design and construction the highest priority. Our managers will ensure that this message reaches every level of the Project, and that each individual working on the I-95/395 project understands that quality work is paramount and that everyone is responsible for ensuring the quality of his or her own work.

Fluor-Transurban’s Quality Management Program (QMP) will consist of separate quality control (QC) and quality assurance (QA) organizations.

Refer to Section Q9 in Tab 2 for further details on the quality process.

Scheduling

Fluor Teams have a reputation in the industry for completing large, fast-track projects on time. Fluor led partnerships have successfully scheduled and managed billion dollar, SH-130 for TxDOT, and multi-million dollar, Legacy Parkway for UDOT and ROC 52 for Mn/DOT, design-build projects recently. All of these projects are scheduled for either early or on-time completion. The same “best-in-class” project controls methods and techniques used on these projects will be used on I-95/395 project.

Fluor-Transurban will develop the project schedule using Primavera P3©, version 3.1. This schedule will be a resource-loaded schedule using a Critical Path Method (CPM) that allows for effective summary-level analysis to aid in the management of the Project.


One of the most important aspects of scheduling is proper updating and maintenance of the CPM schedule. Fluor will put in place procedures to track the progress and status of the project schedule, on a monthly basis. This aspect of the work will be performed by making extensive use of field operations personnel. The Segment Managers, Segment Engineers, Scheduling Engineer, and Contractor Project Managers will take part in the schedule review process. Their input is critical for generating the 3- and 6-week, look-ahead schedules. This group, together with the Project Management staff, will also perform internal reviews and audits, which can include progress discussions, impact analyses, and formulation plans, when required.

These systems will enable the project team to monitor and report schedule progress. Regular project status meetings will be held with VDOT and the Fluor-Transurban Team management to review schedule status.

Documentation

Because numerous parties will be responsible for design and construction tasks during the life of the Project, document control will be an essential management function. To effectively manage, control, and coordinate this effort, Fluor-Transurban will develop a document control system using commercially available programs.

This system will be established to maintain both operating and permanent files for the project. It will utilize an electronic system which can easily store and retrieve large volumes of documents; store scanned documents; and include Acrobat PDF, word, serial number, and other type of searches; and enable access of documents via the Internet. Fluor-Transurban will maintain a complete set of all project documents. Types of documents that will be controlled include all technical, commercial, legal and project correspondence. Incoming documents will be received in the project office and marked for distribution and action. A significant component of this control system is the retention of technical documents.

Requirements for the collection, approval and distribution of project documents will be specified in the Project Procedure Manual. Specific controls for construction plans, specifications, records, and reference materials will be included in the project quality procedures. These procedures will outline the method of control for external and internal documents in either hardcopy or electronic version. Processes for the review, approval, distribution, and collection of documents and data will be established in the procedures. The QMP will specify the timing of quality audits to ensure that document control procedures are being strictly followed, thereby ensuring that invalid or obsolete documents are not being used.

Operations

Operations and Asset Management

The purpose of the Operation and Maintenance Plan (O&M Plan) is to demonstrate how to operate and maintain the BRT/HOT Lanes to comply with the need to provide the required customer service. In particular it sets out the operating and asset management procedures that will ensure the safe, continuous and efficient operation of the facility and ensure that the handover requirements are met.

This O&M Plan forms part of an integrated strategy for the management of the BRT/HOT Lanes. The figure below illustrates the structure of the overall operations and maintenance management systems.


The O&M Plan encompasses all management systems and procedures for the project. It consists of two main functional components, Traffic Management and Asset Management overlaid with common systems for Safety, Quality, Environmental, HR and IR management. See Figure Q4-1.

Figure Q4-1. Integrated O&M Management System

The O&M Plan will recognize and/or incorporate:

• The Outline Scope and Project Requirements • Shareholders needs and objectives • Current best practice • The final design, and • The O&M Manuals

Scope of maintenance and operations activities will include:

• Operation of the Traffic Control Center • Operation of the Management Control Systems • Diversion management • Incident management • Operational traffic management • Maintenance traffic management • Liaison with relevant Authorities and Emergency Services


In respect to maintenance the key activities include:

• Routine inspections and maintenance in accordance with the Planned Maintenance Schedule and Code of Maintenance Standards

• Planned replacement and rehabilitation work

• Unplanned intervention and repair

• Coordination of all maintenance activities

• Develop, maintain and update an Asset Management System

Further details on the O&M Plan are provided in Tab 2.h

Maintenance/Asset Management

By including VMS on the Fluor-Transurban Team we will provide a seamless transition from construction to operation to maintenance. VMS will draw upon its extensive experience working in the Commonwealth and leverage its presence on the Fluor-Transurban Capital Beltway project to benefit the I-95/395 project. More complete details about the Fluor-Transurban approach are present in Tab 1.a.5.

Q4.2 Managing the Design Process

The Fluor-Transurban Team proposes to break the project into four segments as discussed in Tab 2.a Phasing. In order to begin work in a timely fashion, we will further divide these segments into smaller plan sets. Each plan set will be a stand alone product that will be released for construction. The plan sets will be numbered in sequential order.

Roadway plan submittals will be divided into two levels of plans. The first type will be a package that will have all the information for grading and drainage operations in a specific area. These will be issued first to allow for construction to begin on the critical grading elements. Once these plans are submitted, design will continue production of the final roadway design packages. The final roadway packages will contain the remainder of the required roadway elements. We anticipate breaking the design of the new roadway section south of Dumfries into several submittal packages for roadway design packages.

The grading and drainage plans will incorporate the subsurface elements required for signing, roadway lighting, ITS and toll equipment.

Each bridge, or pairs (mainline) of bridges, will have its own set of plans. Early in the project bridge plans may be broken into substructure and superstructure submittals. Submitting the plans in this way will expedite construction by allowing foundation work to begin while design details are completed on the superstructure.

Creating separate stand alone plan sets, for different aspects of the project, will allow construction to begin sooner than would be possible if plans for all design aspects of the project were submitted at one time.


Controlling Design Changes

In order to produce a quality product, the design control process will provide for: value engineering; constructability; changed conditions; and VDOT comments. This will result in a controlled quality product which will incorporate: a clear understanding of scope, standards and criteria; communication between design and construction; beneficial impacts to the project schedule and cost; and will be well documented. The level of involvement by the design team in the production of revisions will vary, depending on their extent. However, the same steps used in initial design will be followed to control changes of drawings subsequent to their release for construction.

Regardless of the reason for the revision, the team’s control processes will ensure plans undergo quality reviews and provide sufficient documentation to support the solutions recommended. As mentioned above, positive outcomes are achieved by following a controlled design process. The Fluor-Transurban Team’s proven process for design development and controlling design changes will provide VDOT with a quality controlled product.

Design Change Notification

The Fluor-Transurban Team will ensure that any changes to the plans, after they have been released for construction, will be promptly communicated to the necessary parties. Changes will be depicted as a typical design revision, with a revision date on the sheet, and the revised information clearly indicated on the project Revision Data Sheet. Revisions will be issued with a transmittal letter clearly identifying the sheets being revised and a brief description of the purpose and extent of the revision. The transmittal will be entered in the project database system so that a common database for all correspondence will be maintained. Maintaining thorough plan revision documentation will ensure that the Construction QA/QC inspectors and VDOT oversight staff will be able to perform their jobs quickly and efficiently.

A key element to ensure that the builders and inspectors are working from the latest version of the plans released for construction by VDOT is through timely notification and continual communication. Contractors will be kept appraised of pending design changes through weekly construction coordination meetings, submittal revision logs and email. Once the revisions are complete, all pertinent subcontractors and VDOT will receive revised plans within 24 hours of being approved for construction. The Fluor-Transurban Team’s proven process of effectively controlling design changes and efficiently communicating these changes to the team will result in the successful delivery of a quality facility.

Q4.3 Integration of Design and Construction Functions

A key component of the Fluor-Transurban Team’s project approach includes using Task Forces (TF) to achieve total team integration. By including personnel from VDOT along with design, construction, and operating groups in the TFs, the Fluor-Transurban Team can achieve total integration of functional expertise from the beginning of the project through construction, to project completion, final acceptance, and into the operation and asset management phase in Figure Q4-2.


Figure Q4-2. Managing through the Four Phases of the Project

Based on our past design-build project experiences, Fluor-Transurban Team members have found that TFs open the lines of communication within the project team, spark innovative design solutions, and facilitate interaction between all project functions, thus improving work efficiency. Task Forces also provide an environment that enables the team to obtain the broadest range of knowledge about all areas of the project which leads to effective integration of constructability and maintainability in the design, where the greatest benefit to life cycle cost can be achieved. Task Forces also facilitate open communications and more informed timely decision making at lower levels within the project organization.

By including VDOT and the construction group with the design team in the TF from the beginning, the project will be of benefit later, when unexpected construction problems are encountered. The shared understanding of each groups needs, developed in the TFs, will allow the project team to address these problems earlier, and implement corrective actions sooner, than in traditional hierarchical organizational approaches.

Each TF will be organized by discipline and include a discipline lead designer and representatives of operations, construction, quality, and VDOT. Other disciplines may be added to a TF depending on the


TF’s scope of issues. TF lead designers will meet on a weekly basis throughout the design and construction phase, to discuss design-build schedules, define critical technical issues and review their applicability to all project groups.

Q4.4 Description of Approach to Risk Factors

Perhaps the most advantageous aspect of Fluor-Transurban’s design-build approach is our emphasis on risk management. Risk management on the I-95/395 project will be based on Fluor-Transurban’s disciplined approach. Fluor-Transurban has developed a comprehensive work process called the Business Risk Management Framework (BRMF) to identify, assess, mitigate, and manage all types of risk. The proprietary BRMF process helps focus project management and oversight on the early identification, assessment, and mitigation of the risk issues that are likely to impact the execution of projects. Fluor-Transurban uses this program, illustrated in Figure Q4-3, to manage internal business risks, to improve the cost, schedule, and safety performance of our projects. The following are the phases of the BRMF process, once project goals have been established (Step 1):

Figure Q4-3. Business Risk Management Framework

• Step 2 – Risk Identification – Functional experts use a common risk language and the Fluor-Transurban Risk List to identify all relevant risks, categorize the risk details, and then document the categories as identified risk. The risk professionals are trained to not only recognize typical project-


specific risks, but also to “think outside the box” about external risks that are not ordinarily considered.

• Step 3 – Risk Assessment – Identified risks are assessed by functional experts to determine where mitigation efforts should be concentrated. Two factors are used to prioritize risks:

− the probability of the risk event occurring − the severity of the potential consequences

Risks rated high probability and high impact receive the greatest attention in project planning and execution, but all risks are documented and monitored as the project unfolds.

• Step 4 – Risk Mitigation – Risk mitigation strategies are researched and evaluated for feasibility and cost effectiveness with respect to the owner’s preferences. The strategies are documented, including options for avoiding, retaining, reducing, and transferring risk, as well as finding opportunities with the risk. Part of the risk mitigation effort is the development of a risk matrix, which allocates specific risk to the project participant best able to address and mitigate the risk.

• Step 5 – Risk Management – Risk management includes specific action plans, assignment of responsible individuals, and time schedules for implementation. The action plans are reviewed and approved by the Project Director and the BRMF Coordinator for the Project. Each person who is responsible for an action plan gathers and analyzes risk data and generates reports according to a predetermined schedule.

As a project is executed, some risks disappear and others emerge. If the time period when certain risks could materialize passes uneventfully, these risks are eliminated from the action plan, while the emergent risks are added. If a risk event does occur, the project team implements the documented mitigation strategy, and may adjust project activities. The risk event is then described in the action plan and recorded in a database to accumulate a risk history for the enhancement of future risk management plans.

Based on our experience on previous projects we have listed, in Table Q4-1, some of the more common Risk Factors we have encountered during the design and construction phase and potential mitigation measures. However, until we begin the project and implement the BRMF process this list is far from exhaustive.

Table Q4-1. Common Risk Factors

Potential Risk Factor Potential Mitigation Action Delays in Receiving Regulatory Approvals

• Implement a tiered NEPA analysis • Implement FHWA SEP-15 Policies • Environmental Streamlining

ROW Acquisition Delays • Leverage familiarity with local practice and Virginia law from previous projects • All right of way parcels will be identified in the schedule and float built into the

schedule to allow for late acquisition

Delays in Design Approval • Discuss potential problem areas with VDOT before submittal • Seek extensive VDOT input during design process • Submit complete design packages which allows for reduced review time


Table Q4-1. Common Risk Factors

Potential Risk Factor Potential Mitigation Action Insufficient Labor Pool • Work with contractor community to develop training programs.

• Establish bidding and contracting process which allows out of area firms to bid competitively.

Material Shortages • Develop quantity based schedules to forecast future needs • Alert suppliers to these approximate needs so materials will be available.

Delays in Approvals from Local Jurisdictions

• Provide local content on team with necessary relationships • Include local representatives in partnering • Address concerns openly during public involvement period

Q4.5 Description of Approach to Contamination Issues

During construction operations, the potential exists for encountering hazardous waste. Such occurrences could include:

• Discovery of pre-existing, previously undisclosed conditions (i.e., underground tanks or barrels, metal, asbestos-containing materials, lead-based paints)

• Possibility of an accidental release of regulated material in a quantity exceeding agency reporting requirements

Fluor-Transurban’s approach to both of these conditions will be to minimize impact to the environment, first and preserve the project schedule, second.

Hazardous Materials

In the event a hazardous material site is discovered during the construction phase of the project, Fluor-Transurban will stop work immediately and assign its hazardous materials management team to investigate. The area will be cordoned off and the initial phase of investigation will begin to determine the nature of the contaminants and the extent of the contamination. With this information the hazardous materials management team will coordinate with the design and construction teams to establish the most cost-effective mitigation measures for the site. Remedial measures will be evaluated based on:

• Environmental liability • Human and ecological exposure/risk • Technical feasibility • Cost • Project schedule • Acceptability with Virginia Department of Environmental Quality environmental regulations

In concert with VDOT, Fluor-Transurban will arrange for all necessary remediation, transportation, and disposal of such pre-existing contamination and will execute any necessary waste manifest, on the behalf of VDOT.


Our approach of involving design and construction teams with the hazardous materials management team in evaluating remedial measures has resulted in cost savings to our clients and minimized possible schedule impacts.

Accidental Release

Fluor-Transurban’s approach to contamination due to accidental release is one of identification, education and prevention. Identification involves determining areas where potential contamination can occur based on our past experience. Education takes the form of training all team members on environmental safety, particularly items related to their project role. Prevention entails developing avoidance and reduction plans for possible pollution sources. Table Q4-2 identifies some common pollution sources and the intended preventative actions, as well as mitigation approaches.

Table Q4-2. Common Pollution Sources and Intended Preventive Actions and Mitigations Pollution Source Areas/Activities Potential Pollutants of Concern

Avoidance and Reduction Plans/Measures Mitigation Approaches

Earthmoving, Excavation and Demolition Activities

Underground Storage Tanks, Contaminated Soil/Groundwater, Vapor Phase Contaminants, Asbestos

Phase 1 ESA, Drilling Investigation, Cleanup Plan, Environmental Compliance Plan, Haz Mat Training and Monitoring Program

Pre-construction Mitigation (UST removals, Contaminated Soil Removal, Asbestos Abatement), Groundwater Control/Treatment, Dust Control, BMPs, Safety & Health Plan

Vehicle and Equipment Maintenance Areas

Fuels, Lube Oils, Oil and Grease, Toxic Materials, Solvents, Cleaners, Metals, Detergents, Floatable Materials

Inventory Control, Spill Prevention Control and Countermeasures (SPCC) Plan, Environmental Compliance Plan, Haz Mat Training and Monitoring Program

Good Housekeeping Measures, Drip Pans, Inspection Programs, Storm Water Management BMP’s, Vehicle & Maintenance Inspections, SPCC Implementation

Striping Toxic Materials, Solvents, Cleaners, Paint, Floatable Materials

SPCC Plan, Environmental Compliance Plan, Haz Mat Training and Monitoring Program

Storm Water Management BMPs, Good Housekeeping Measures, SPCC Implementation

Paving and Surfacing Asphalt, Metals, Concrete, Steel, Floatable Materials, Hydrocarbon Contaminants



Grading and Leveling Sediments, Nutrients, Fertilizers, Floatable Materials



On-site Hazardous Material Spills

Fuels, Lube Oils, Oil and Grease, Toxic Materials, Solvents, Cleaners, Detergents, Paint


SPCC Implementation, Storm Water Management BMPs, Environmental Compliance Plan Implementation

Utility Work Floatable Materials, Pipe cuttings, Electrical Cuttings, Gas and other Petroleum Products, Paint and Thinners

Environmental Compliance Plan, SPCC Plan, Haz Mat Training and Monitoring Program

Storm Water Management BMPs, Good Housekeeping Measures, SPCC Implementation, Safety & Health Plan

Additional environmental risk management safeguards provided by the Fluor-Transurban Team will be realized through our VDOT experienced project team; extensive experience and credentials in hazardous materials management; comprehensive Environmental Compliance Plan; and strict requirements for site safety, quality assurance and quality control.


Schedule Impacts

Should the discovery of a contamination site result in a negative impact to the project schedule the Fluor-Transurban management team has the experience necessary to identify and evaluate all appropriate options for schedule recovery including:

• Mobilizing additional resources • Reallocating resources from non-critical work • Resequencing or restaging construction activities • Working additional hours or shifts • Considering alternate construction means or methods

In determining which methods to use in order to achieve schedule recovery the Fluor-Transurban management team will work with scheduling, design, construction, contractor and VDOT personnel to identify recovery solutions and options. Once a recovery plan has been developed, and approved, the Construction Manager will be responsible for directing the recovery efforts. The Fluor-Transurban Project Director will be responsible for enforcing the recovery plan.

RFP Question 5 sound barrier wall needs

Provide an estimate of anticipated sound barrier wall needs for the proposed project. Include the methodology and reasoning used to develop the estimate.

Q5.1 Sound Barrier Wall Needs

Table Q5-1 shows a breakdown of the estimated costs of sound barriers by section of the proposed project. The costs are for barrier materials and installation only and do not include possible additional costs for the resolution of conflicts with right-of-way, utilities, or drainage. The unit cost for materials and installation utilized in developing these estimates is $25 per square foot and are included in our cost estimate.

Table Q5-1. Estimated Sound Barrier Costs

Length of Barriers

(feet)

Average Height of Barriers

(feet)

Surface Area of Barriers

(square feet) Cost of Barriers

I-395 From 14th Street Bridge to Springfield Interchange

21,700 16 347,200 $8,680,000

Springfield Interchange No barriers anticipated Springfield Interchange to End of HOV Lanes at Quantico

9,900 18 178,200 $4,455,000

End of HOV Lanes at Quantico to Just South of Route 17 Bypass

43,100 16 669,600 $16,740,000

Project Totals 74,700 14 to 20 1,195,000 $29,875,000


The I-95 4th Lane Widening Project (by others) will include approximately $8 million of noise barriers (using the same $25 unit cost) between just north of Pohick Road and Route 123. These barriers and all other recently constructed barriers (at the Springfield Interchange and those constructed along I-95 as part of the last widening project in Fairfax and Prince William) are assumed to be effective in reducing noise from the I-95 corridor with the BRT/HOT Lanes in operation and are not included in the above figures.

These estimates have been based on (1) a thorough review of available mapping including up-to-date tax maps for Arlington, Fairfax, and Prince William Counties, (2) a field review of the entire corridor with special emphasis on Stafford and Spotsylvania Counties for which tax maps were unavailable, and (3) the direct noise barrier experience with this corridor of the staff that developed the estimates. Barrier heights and lengths were estimated using that experience.

The following factors were taken into account in developing the estimates—the terrain, potential right-of-way problems, the distance from I-95 and I-395 (we assumed that noise impact would occur 300 to 400 feet from the edge of pavement), the truck percentages (minimal on I-395, heavy on I-95), and potential cost-effectiveness. Barriers estimates were not included for high rise apartment buildings along I-395. It would not be feasible to protect more than the bottom few floors and in most cases the apartment owners and even many of the residents do not favor noise barriers. Also, barrier estimates were not included where only one or two residences would be affected. Barriers in those situations are rarely cost-effective.

RFP Question 6 public utilities facilities

Provide a list of public utility facilities that will be crossed or affected by the transportation facility and a statement of the private operator’s plans to accommodate such facilities.

• The proposal needs to accommodate future extension or expansion of fiber optic and/or underground utilities in the corridor.

Fluor-Transurban has refined our utility relocation costs and included them in our project cost. More details on utility relocation may be found in Tab 2.a.19.

RFP Question 7 estimate of the right-of-way costs

Provide an estimate of the right-of-way costs needed for the proposal.

Fluor-Transurban has included $9 million in our project cost for Right-of-Way. More details may be found in Tab 2.a.15.


RFP Question 8 HOV pavement

Provide an explanation of what steps the proposal includes to address the condition of the existing HOV pavement along the corridor.

Q8.1 Segment A

From the 14th Street Bridge to the Springfield Interchange, existing paved shoulders are constructed of approximately 3 inches of asphalt and 18 inches of aggregate. It will be necessary to remove and reconstruct both shoulders in their entirety with full strength pavement.

In addition, the travel lanes will have 1 inch to 1.5 inches of the surface removed by milling.

The milled area, as well as the shoulders, will then be resurfaced and the new lane configuration stripes put down, including snow plowable markers.

Q8.2 Segment B

Phase VIII of the Springfield Interchange is yet to be constructed, however, the I-395 HOV portion of the project has been completed under other Phases of construction. The existing paved shoulders are the same strength as the travel lanes.

It will be necessary to remove 1 inch to 1.5 inches of the surface by milling both the travel lanes and shoulders.

The milled area will then be resurfaced and the new lane configuration stripes put down, including snow plowable markers.

Q8.3 Segment C

From the Springfield Interchange to Dumfries, existing paved shoulders are the same strength as the travel lanes. The pavement will have to be restriped to accommodate three lanes

It will be necessary to remove 1 inch to 1.5 inches of the surface by milling the travel lanes and shoulders.

The milled area will then be resurfaced and the new lane configuration stripes put down, including snow plowable markers.

Some of the wider areas throughout this section are surfaced with large stone. The large stone will be removed and then replaced with full strength asphalt pavement in order provide a usable pull out area.


RFP Question 9 quality control during design and construction

Include a narrative describing the proposer’s general approach to quality control during design and construction including but not limited to:

• An identification of how the quality control function will be organized and the number of personnel at various certification levels planned for the project.

• A description of how the quality control organization will operate, including how it will interface with the proposer’s organization and VDOT.

Q9.1 Quality Approach

Fluor-Transurban recognizes that the responsibility for quality on a design-build Project is not like business as usual on conventional projects. Fluor-Transurban will be in control of quality, and we will fulfill our quality responsibilities.

This section describes Fluor-Transurban’s approach to addressing issues recognized by VDOT as critical factors in developing and maintaining a successful quality program. These issues include:

• Understanding VDOT’s expectations and our responsibility as the contractor in managing quality and providing an organization that integrates VDOT into the quality process to facilitate its role in quality verification and oversight

• Taking the measures necessary to firmly establish the independence of the quality organization from other project functions

• Establishing a quality organization with the authority and empowerment needed to ensure success of the Quality Control (QC), Quality Assurance (QA), and VDOT’s Independent Verification

The following paragraphs describe Fluor-Transurban’s quality organization, the quality challenges, the roles and responsibilities of the quality managers, and the quality plans they will use to control work.

Fluor-Transurban’s Quality Philosophy

We will elevate Quality in work performance and materials selection to the highest priority, and we will ingrain our expectations and commitment to Quality in all employees, suppliers, and subcontractors.

Our commitment to quality starts with the management team and is extended to each individual on the Project through continuous communication, emphasizing that quality is our highest priority.

Our Quality leadership forms a team dedicated to enforcing Quality performance throughout the Project team. These leaders, who will communicate the priority of Quality to all personnel, subcontractors, and suppliers, are in key positions to ensure that the Quality Program Philosophy reaches, and is understood by, everyone.


Fluor-Transurban recognizes that its Quality Program cannot be considered complete without VDOT’s oversight and involvement. Our Quality Program facilitates working cooperatively and transparently with VDOT and other stakeholders to successfully produce a quality project with minimum future maintenance.

Quality Program Features

The philosophy, procedures, and requirements of the Quality Program are defined in the Quality Manual. The Quality Manual includes the Quality Management Plan (QMP), processes and procedures, and checklists. The QMP describes the management of the Quality Program.

Key features of Fluor-Transurban’s Quality Program include:

• Design Quality Management Plan (DQMP) and Construction Quality Management Plan (CQMP) that establish the QA/QC procedures to be followed by the team

• Independent QC and QA organizations

• Active Executive Sponsor participation in setting quality expectations and monitoring quality results through the issuance of quality reports and attendance at quarterly management meetings

• Personal accountability of the Fluor-Transurban staff for maintaining high quality standards and reporting of quality problems

• Utilization of suppliers and contractors who support the quality process and have effective internal QC plans in place

• Up-to-date electronic availability of design plans and QA/QC testing and inspection reports to increase transparency of the processes for VDOT’s review

Fluor-Transurban’s Quality Program consists of an independent Quality group that is responsible for total quality oversight, the implementation of the QMP, and Project QA. The Quality Program also includes the Quality Control function, responsible for QC of the design and construction functions of the Project. Shown on Figure Q9-1, Fluor-Transurban’s Quality organization possesses a dual-functionality that provides for the incorporation of QC at every level of Project activity, while preserving the total independence of QA.

Our Quality Program empowers the independent QA group with the authority and the responsibility to act in the best interest of the Project. To ensure that QA remains independent and uncompromised, the Quality Manager (QM) will report directly to the Fluor-Transurban Project Director. The QM will also have an open line of communication to the VDOT PM, further strengthening the independence of this position.

The QC function will be the responsibility of the Project staff and will include everyone working on, and supplying materials for, the Project. Underlying this structure is the understanding that, on the Fluor-Transurban Team, Quality is everybody’s responsibility.


Figure Q9-1. Fluor-Transurban Quality Organization


Design QC functions report to the Fluor-Transurban Design Manager. Construction QC reports to the Construction Manager. However, the QM will maintain independent oversight of the project QC activities to ensure that they adhere to the Quality Plans.

Q9.2 Management of Quality Assurance Program

The Quality Manager (QM) manages the Quality Assurance group and oversees the QC function. He will report directly to the Fluor-Transurban Project Director, with an indirect reporting line to the VDOT Project Manager. As QM, his duties will include:

• Producing and updating the Project Quality Manual

• Working closely with VDOT to manage Quality on the I-95/395 Project

• Providing management oversight of Quality Processes, including Quality Planning, QC, QA, and Quality Improvement

• Communicating the effectiveness of the QMP to VDOT

• The Design Quality Assurance Manager (DQAM) will be responsible for the implementation of the DQMP. He will be totally independent of design production activities, report directly to the QM.

• The Construction Quality Assurance Manager (CQAM) will be accountable for ensuring the effective implementation of the CQMP. To retain independence, he will have no responsibility in the production of construction work and will report directly to the QM. The CQAM will be directly responsible for the construction QA and independent inspection of work to ensure that construction activities meet contract requirements.

The CQAM will have a number of certified engineering technicians and inspectors under his direction. This staff will perform only QA testing and inspection duties. These QA personnel will conduct all testing with separate equipment and in a laboratory separate from contractor QC testing facilities.

Design Quality Control Management

Quality Control is integral to the design task. To ensure that the DQMP is properly implemented by the design staff, HNTB will designate a Design Manager who will act as the Design Quality Control Manager (DQCM) who will report directly to the Fluor-Transurban Design Manager for both production design functions and for the QC activities. He will work closely with his design team and the document control team to complete all QC functions effectively and efficiently.

The DQCM will ensure that all design staff are trained to understand the procedures established in the DQMP, and that they will be held responsible for following them. Through quality training and management leadership, HNTB will make each staff member aware of the effect that his/her work contributes to design quality to strengthen each individual’s commitment to the Design Quality Process.


Construction Quality Control Management

Each major contractor will provide a designated Construction Quality Control Manager (CQCM) that will report directly to the Fluor-Transurban Construction Manager, and will be subject to independent oversight by the CQAM. This relationship will facilitate their ability to work closely with VDOT and the Quality group. They will be responsible for the overall implementation and management of the CQMP.

Their duties will include:

• Reviewing supplier/subcontractor quality plans prior to selection for use in the construction process

• Managing training of construction and technical staff for all critical construction and inspection functions

• Ensuring that the Contractor Construction Quality Control (CCQC) inspection and testing staff have proper certifications for assigned roles and that the QC laboratory maintains required certification

• Conducting QC testing according to the specifications

• Conducting QC testing and inspection of material sources, suppliers, and subcontractors’ work

• Managing the type and numbers of supervisory, inspection, and testing personnel to meet contract requirements

• Creating a paper trail and documenting all procedures verifying contract compliance, including rectifying nonconforming work

• Providing a Continuous Improvement Process

Constructability Reviewers

The Segment Managers and Senior Construction Engineers on the Fluor-Transurban Construction Team, in conjunction with Construction Engineers from the major contractors, will also serve as Constructability Reviewers on each deliverable package before it is submitted to VDOT. This review often identifies modifications that save time, simplify the construction process, or otherwise improve the end product.

VDOT’s Role in Quality Management in Design and Construction Processes

Fluor-Transurban accepts the responsibility for building a partnership with VDOT to provide Quality Management on the project. Fluor-Transurban will be responsible for all work necessary to meet the requirements of Quality Management, including quality planning, QC, QA, and quality improvement.

VDOT’s role in the Quality Management Process is essential for the Project’s success. VDOT will provide oversight, inspection, and final acceptance of the completed Project. VDOT will be a partner and informed participant in all Project quality activities. The quality process will be open and transparent with clear lines of communication.


Design Quality

Fluor-Transurban’s Design Quality Process

Fluor-Transurban understands that the role of our Design Team is to provide quality design, plans, and documentation. To demonstrate that the Design Team understands and closely adheres to quality requirements, we will develop a Design Quality Management Plan (DQMP). This document is based on quality procedures developed by HNTB as a General Engineering Consultant (GEC) for various state DOTs on numerous design-build projects. The DQMP is a component of the QMP. The DQMP will be a living document that will be modified using the Continuous Improvement Process, involving VDOT and other project team members as the Project progresses. The DQMP makes sure that the Fluor-Transurban Team will provide all services, designs, drawings, and reports in a manner that meets professional standards and the requirements of VDOT.

VDOT’s Role in Design Quality

Each key element of our quality process is structured to allow VDOT’s design staff to actively participate in the design development. VDOT’s participation in key elements includes:

• Design kickoff meeting in which design issues and quality processes are discussed and refined • Design Task Force meeting • Release-for-Construction (RFC) Submittal Plan • Over-the-Shoulder design review • RFC verification and approval process • Continuous improvement process

Their role also includes approval of:

• Field changes and NCRs • Final and as-built plans

VDOT will be integrated into the Design Process and will be formally and informally involved in the Design Quality Process. Our Design Quality Process, described in the preceding subsection, offers VDOT with the opportunity to provide input to the design process regarding project-specific design parameters and to review designs to ensure that they are correct and compliant with project specifications.

Construction Quality

VDOT’s Role in Construction Quality

VDOT has the ultimate responsibility for acceptance of the Quality Process, the quality results and the completed project. VDOT’s role includes:

• Approval of the Construction Quality Management Plan


• Full involvement in the Construction Quality Program, including constructability reviews

• Verification that Construction QC and QA management plans are in place and being followed

• Verification inspections to provide confidence that the Project is meeting VDOT requirements

• QA of third-party material suppliers as is currently performed on traditional projects (steel fabrication, prestressed plants, etc.)

• Resolutions on nonconforming work issues

• Critical input to the Continuous Quality Improvement Process and Fluor-Transurban’s Quality Incentive Program

Q9.3 Authority and Empowerment of QC/QA Personnel to Ensure Quality Program Success

Fluor-Transurban will empower the QC and QA staff with the authority to determine that the Project team is implementing the requirements of the QMP. VDOT has Fluor-Transurban’s assurances that “quality will override schedule and budget” in all cases; and if quality is compromised, work will stop until nonconforming work is corrected.

Fluor-Transurban has taken the following measures to make sure that QC and QA personnel have been empowered with the authority to ensure quality program success:

• Empowered Quality Personnel – Fluor-Transurban senior management will empower the Fluor-Transurban Project Management staff, with the authority to stop work in an effort to prevent nonconforming items from being incorporated into the Project. QC/QA Testers and Inspectors will immediately contact a Senior Inspector if any questionable issues arise.

• Experienced Inspectors – Fluor-Transurban will use seasoned VDOT-certified inspectors and testers. These individuals understand the quality process and the need for high-quality work.

• Frequent Reviews – The CQCM and CQAM will review the QC and QA information daily, as well as take part in Quality TF meetings and quarterly meetings to review, along with VDOT, the effectiveness of the program and Continuous Improvement Process.

• Removal Authority – If the CQCM or QM identifies individuals or subcontractors knowingly circumventing the quality system, recommendations will be made to project management to remove these individuals or organizations from the Project.

Q9.4 Procedures for Tracking, Reporting, and Responding to Test Results

The CQAM will create a weekly testing and inspection schedule based on the construction schedule. This testing and inspection schedule will be updated daily to provide full coverage with more than adequate staffing to allow for normal construction schedule variability. Fluor-Transurban is proposing to use a Web-based shared server where all Quality reports will be posted to allow review by Fluor-Transurban


and VDOT personnel. Test reports will be turned in on a daily basis and entered into the document control system, where they will be posted on the shared server within 24 hours.

Noncomplying material that may have already been placed prior to being identified, such as a low cylinder break, will result in a Nonconformance Report (NCR) being filed. Fluor-Transurban will work with VDOT to determine final resolution. Noncomplying material that has not been placed, such as concrete with a high slump, will be rejected, and an entry made in the daily report along with the test results.

Q9.5 Proposed QA Personnel

The Fluor-Transurban Team commits to assigning sufficient human and material resources to maintain QA of the construction process, in keeping with the QMP. Our staff has proven experience in working cooperatively with VDOT on many projects to achieve quality outcomes. We understand the role that VDOT plays in the process and will strive to maximize communications and make the quality process truly transparent to VDOT.

Our CQAM and appropriate Senior Inspectors, inspectors, and technicians will be on-site at all times during production work. QA staff will be available to perform necessary audits, inspection, and testing to meet the requirements of the Schedule of Materials Control. The core groups will be dedicated to this Project to maintain continuity of staffing.

Q9.6 Inspection Organization, Including Number of Quality Control and Quality Assurance Personnel and Qualification of Personnel

Fluor-Transurban will provide completely separate QC and QA inspection staff for the Project. The QC staff will be supplied by the major contractors and the QA staff will be supplied by HNTB. Fluor-Transurban believes that having two completely separate groups will provide VDOT with an additional level of confidence in the QA/QC process.

Staffing. Variability in the construction schedule due to seasonal weather and different construction operations will cause the staff size to change to match demand. However, HNTB has a sufficient regional resource pool of quality testers and inspectors (160 persons) to handle peak requirements. The average experience for HNTB inspectors and technicians is 18 years. Fluor-Transurban expects that the QA testing and inspection staff will peak at 60.

Certifications. Testing technicians will have appropriate experience and certifications, including VDOT certifications, for their specific testing areas. Much of Fluor-Transurban’s QA staff will have significant prior experience working on other VDOT and/or State-Aid projects and will be familiar with the VDOT testing procedures. We intend to keep the same staff on the Project throughout its entirety, this knowledge of VDOT requirements will increase, strengthening the quality of the inspection program over time.

Training. In addition to the VDOT certifications, internal training courses will be provided to the inspection staff prior to the start of any significant construction operation, such as bridge construction, grading, concrete paving, and bituminous paving.


Continuous Quality Improvement Through Inspections. Fluor-Transurban recognizes the importance of communicating inspection results throughout the team. Communication of quality results gives the team opportunities to learn from mistakes and reinforce procedures for performing work correctly. Quality attitude and work performance on the project is strengthened by channeling feedback from inspections into improvement in work procedures and personnel training.

Q9.7 VDOT’s Involvement in the Procedures for Field Changes or Requests for Information

During the execution of complex projects, conditions may arise that were not addressed by the construction documents, or the construction documents may have assumed conditions that are not representative of the actual field conditions. In both cases, VDOT’s early involvement is important for ensuring that changes are appropriately considered, properly reviewed, redesigned, as needed, and fully approved, prior to construction. The level of consideration required from VDOT and Fluor-Transurban will depend on the nature of the deviation from design conditions or from anticipated field conditions.

Fluor-Transurban will follow a formal procedure for documenting changes in conditions.

Because changes in conditions may require design and field changes, VDOT’s involvement will ensure that changes will, in general, conform with project plans and specifications and will properly fulfill project needs. Regardless of the nature of the field change, a paper trail will be mandatory. Fluor-Transurban’s QMP contains a system of “checks and balances” to assure that RFIs and design changes will be properly completed and documented. The QMP incorporates a procedure for the formalization and approval of field design changes. VDOT’s role in this process is critical and includes providing oversight of construction situations requiring potential changes, performing over-the-shoulder reviews with the design engineer, and signing off on the appropriate forms once a design change has been adopted. The Fluor-Transurban QM will audit this process, including the field correction activities.

RFP Question 10 schedule

Provide a schedule for the overall project and for each major section or segment of the project showing the sequence and interdependence of critical activities required for completion of the work, the date on which work will commence and the contemplated dates for completing items of work. The diagram shall clearly depict the order, interdependence and duration of each activity. The diagram should be neatly lettered and legibly drawn. A written narrative of the initial baseline schedule shall be submitted and describe each element shown. The baseline schedule shall include, but not be limited to:

• Any required legislative actions or regulatory approvals • Preliminary design • NEPA compliance activities • Finalization of Finance Plan • Environmental permitting • Design completion • Right-of-way acquisition


• Utility relocation work by public and private utility companies • Paving activities • Completion date

Ensure that valid assumptions are utilized for all schedule durations (for example, utilize a valid assumption for the duration of the required environmental activities).

Fluor-Transurban’s response to Question 10 may be found in Tab 2.f.

RFP Question 11 map of proposed facilities

Provide a map (appropriate scale) depicting the location of the proposed facility or facilities.

• Adequate engineering documentation of the I-95 corridor for the proposed slip ramps and improvements to the interchanges and bridges needs to be provided. Topographic detail is not needed unless an engineering or other issue needs to be illustrated for evaluation. The submitted information provided should be manageable yet provide sufficient detail to adequately evaluate the improvement to the corridor.

A detailed map (plans) at 1":2000' is included as part of our conceptual proposal. Those plans have been updated to include our proposed enhancements and are found in Exhibit 2-1 at the end of Tab 2.

RFP Question 12 projected life-cycle cost

Provide the projected total life-cycle cost of the transportation facility and the proposed date for the beginning of construction of, or improvements to the transportation facility.

Q12.1 Projected Life-Cycle Cost

As experienced developers, owners and operators of toll road projects, Transurban is very aware of the requirement to minimize life cycle costs of the transportation facility and will ensure that this approach is taken during all phases of the Project. Transurban’s view is that procurements often focus too heavily on design-build, which incentivizes contractors to minimize construction costs often resulting in higher life cycle costs due to increased maintenance requirements. Detailed cash flows including construction, operating and maintenance costs for the life of the Project are included in Exhibit 1 of Tab 3. Timing of commencement of construction is discussed in detail in Section 2.f.


RFP Question 13 evaluate the effect of the proposal on VRE

Evaluate the effect of the proposal on VRE.

• VRE is currently planning capacity expansion through the investigation of various capital improvements, i.e., extended platforms, a third-rail line, additional double-deck passenger cars. The evaluation of this proposal should be considered in the context of multi-modal investment in the broader I-95 corridor.

Q13.1 Evaluate the Effect of the Proposal on VRE

The BRT/HOT lane proposal will complement VRE service in the corridor. It is important to note that VRE primarily serves Crystal City, King Street, and Downtown Washington while the I-95/395 BRT/HOT Lanes will serve the Capital Beltway Corridor (including Merrifield and Tysons Corner) and the inner suburbs including Seminary Road, Crystal City, and the Pentagon. The BRT/HOT lane project will allow for both carpools and buses to travel directly to these destinations without the transfer that VRE would require. Moreover, as noted elsewhere in this document, many such destinations are not located along Metro lines. Since VRE will still provide highly attractive service to destinations within the rail corridor, it is unlikely that the BRT/HOT lanes will directly compete with this service.

Furthermore, the BRT/HOT lane project has the potential to generate surplus revenues that will be made available to support public transportation in Northern Virginia. If VDOT allocates this excess revenue to transit, VRE would be one of those eligible to receive funds as an important transit provider in the region.

In addition, it should also be stressed that the Northern Virginia 2020 Transportation Plan includes the extension of the existing HOV lanes on I-95, and VRE has anticipated this extension in its Strategic Plan. Thus, the project is consistent with VRE planning and forecasting.

The BRT/HOT lane project will also complement VRE in the sense of providing additional choices for travelers in the corridor. Some carpool commuters using the HOV lanes will be able to ride VRE on those days when carpooling is not feasible due to absences or extended hours of some carpool riders. Thus, the provision of an additional travel mode in the I-95/395 corridor will enhance the likelihood of commuters using other non-SOV modes, particularly on those occasions when their principal mode is not available.

Finally, it should also be noted that the existing (short-term) VRE enhancement program has been estimated to increase ridership by 25 percent. Since VRE now carries approximately 8,000 riders per day, this will result in an increase of about 2000 passengers. This increase, while significant, is not sufficient to offset the overall growth in travel in the corridor. Without the BRT/HOT lane project, this increased demand will continue to be placed on I-95/395 and parallel roads.


RFP Question 14 strategy to maintain the HOV function of the corridor

Discuss the strategy to maintain the HOV function in the corridor in future years.

• Project the anticipated HOV volumes over a 20-year period. Evaluate the expected increase in HOV use relative to the availability of capacity to HOT lane users.

• Document the proposed hours of operation for the HOT lanes in the corridor with the hours of HOV function.

Q14.1 Strategy to Maintain the HOV Function of the Corridor

Fluor-Transurban’s draft strategic corridor traffic model has been developed with the ability to forecast HOV 3+ customers as a specific user group. This provides the team with data on HOV 3+ and total BRT/HOT Lane volumes by section in the I-95 corridor and hence the information needed in order to maintain HOV functionality as a critical element of the project.

The draft model runs completed for the planning years of 2015 and 2030 have been run with a preliminary set of tolling strategies derived from an analysis of forecast traffic loadings on the GP and HOT lanes. Further analysis is necessary to optimize the tolling strategy. However, it is now apparent that in order to optimize the performance of the HOV facilities within the BRT/HOT environment would be best achieved by different toll levels for the various sections of the corridor. Clearly, in order to provide easily understood toll conditions for customers the number of toll levels for a single trip needs to be minimized. This requires further investigation and will be part of the detailed analysis to develop tolling products and concepts.

Table Q14-1 provides key information on HOV volumes and BRT/HOT lane performance in the planning years of 2015 and 2030. At this stage there has been no detailed analysis of HOV network changes by year and hence it can be assumed that the volumes in the intermediate years would be approximated by a linear extrapolation process.

Table Q14-1. Preliminary HOV Volumes and BRT/HOT Lane Level of Service Forecasts

2015 2030

HOV Volume* HOV%

HOV Volume* HOV%

BRT/HOT VC ratio

Section of maximum HOV volume 1,600 12% 1,800 12% C/D

Section of lowest HOV volume 350 3.8% 360 3.1% B/C

Note: The volume in Table Q14-1 represents the morning peak period volume. In order to estimate the VC ratio this volume has been divided by 3 to give an hourly volume and then raised by 20% to reflect the ‘peak of the peak’ demand.


The hours of operation of the HOV and BRT/HOT lanes are set out in Table Q14-2:

Table Q14-2. Proposed Hours of Operation

Northbound Weekdays Northbound Weekends

HOV-3+ Only Open to All Closed Open to All Closed 6-9 AM 9-11 AM (Fri. 9-10 AM)

11 PM-6 AM 11 AM-1 PM (Fri. 10 AM-12 noon)

4 PM Sat. – 6 AM Mon. 2-4 PM Sat.

Southbound Weekdays Southbound Weekends

HOV-3+ Only Open to All Closed Open to All Closed 3:30-6 PM 1-3:30 PM (Fri. noon-3:30 PM)

6-9 PM 9-11 PM 6 PM Fri. – 2 PM Sat. 2-4 PM Sat.

I-95/395 BRT/HOT Lanes System 2-1 AV20050123-040 -- 2.a.doc

2.a.1 Project Description

Fluor-Transurban proposes to construct a multi-modal transportation facility between the beginning of the 14th Street Bridge in Arlington County and Massaponax in Spotsylvania County. The proposed Bus Rapid Transit/High Occupancy Toll (BRT/HOT) Lanes would be located in the center of the existing I-95/395 Corridor, as an expansion of the existing HOV lanes north of the town of Dumfries and as a new two-lane roadway from Dumfries to Massaponax.


The proposed facility will include provisions to meet the traveling needs of most highway users by various means:

• Bus Rapid Transit (BRT) – Accommodations for transit service that would permit existing and future transit operators to offer BRT-type service.

• High Occupancy Vehicles (HOV (3+)) – Extension of existing HOV lanes and additional capacity where HOV lanes currently exist.

• Low Occupancy Vehicles – Additional roadway capacity and a tolling mechanism that will allow those vehicles with fewer than three occupants to take advantage of improved speeds, reliability, and safety of the BRT/HOT Lanes.

2.a.2 The BRT/HOT Lanes System Concept

Fluor-Transurban proposes to construct a multi-modal transportation facility that addresses Northern Virginia’s growing need for mobility. The proposed I-95/395 BRT/ HOT Lanes System offers increased capacity, modal choices, and incentives for travelers and transportation providers. When combined with Fluor-Transurban’s construction of the BRT/HOT Lanes project on the Capital Beltway, this project will create the foundation for a system that will greatly expand regional mobility. Figure 2.a-1 illustrates the Fluor-Transurban Team’s system concept.


Figure 2.a-1. Fluor-Transurban Team’s System Concept


Expansion and Conversion of HOV Lanes

This proposal is centered around the concept of expanding and extending the I-95/395 HOV lanes. The roadway extending from the 14th Street Bridge to Springfield was originally created as a bus lane, the first of its kind in the country. The I-395 bus lanes allowed express BRT service from entry points along the road to either the Pentagon or the 14th Street Bridge. In the evening, the operation of the road was reversed, allowing service originating in Washington, D.C. and the Pentagon to exit at points along I-95/395.

Figure 2.a-2 illustrates the Fluor-Transurban Team’s concept of converting the HOV lanes to BRT/HOT Lanes.

Figure 2.a-2. Fluor-Transurban’s I-95/395 BRT/HOT Lanes Project Concept

Over the years, the I-95/395 bus lanes have been extended and opened to high-occupancy vehicles. The initial occupancy restriction of four or more persons per vehicle was reduced to three or more occupants, and the southern terminus was extended to Quantico Creek. The Fluor-Transurban proposal will allow for extended express bus service far beyond Quantico Creek to a point south of the US 17 Bypass near Massapanox.


The Fluor-Transurban proposal will increase the carrying capacity of the existing HOV lanes. From the existing terminus of the HOV lanes at Quantico Creek to the 14th Street Bridge, the two-lane cross-section will be expanded to three lanes. The facility will continue to operate as a reversible roadway, increasing the capacity of the existing facility by approximately 50 percent.

The Fluor-Transurban proposal will also extend the transitway beyond Quantico Creek to a point south of the US 17 Bypass near Massapanox with a two-lane reversible section and accommodations for future expansion to three lanes. Existing transit service in Prince William County, and service offered by private operators, could make use of the transitway at no cost. Given the high-speed service that could be offered between points as far south as Fredericksburg and Spotsylvania County and Washington, D.C., Crystal City, Springfield, Alexandria, Merrifield, Tysons Corner, and Dulles Airport, it is anticipated that current private bus operators will initiate new service and the roadway will offer encouragement to new operators to offer service not yet available.

An important element of the Fluor-Transurban proposal is to create new, intermediate access to major activity centers and intermodal stations in Northern Virginia. While the current HOV lanes, VRE, and some bus service carry passengers from points south to the Pentagon and Washington, D.C., they offer little opportunity for those persons destined for some of the more recently developed activity centers. The lack of a means of rapid travel to the Capital Beltway and the absence of exits along I-395 have long been obstacles to transit service and carpooling to these destinations. The new access points will facilitate suburb-to-suburb travel, which currently represents more than 50 percent of the region’s rush-hour traffic. Detailed drawings showing the proposed locations of ramps, flyovers, and transit-supportive facilities to be constructed as the result of this project are presented in Exhibit 2-1 at the end of Tab 2.

Underlying the Fluor-Transurban proposal is the assurance that the lanes will remain accessible and beneficial to transit operations and ridesharing because of the concept of BRT/HOT Lanes. The I-95/395 Bus Rapid Transitway will be toll-free for transit vehicles, as well as carpools and vanpools with a minimum of three occupants. Those vehicles with fewer than three occupants will be able to make use of the lanes by paying a toll. The toll will be collected using the same technology employed on many toll roads throughout the country: a transponder located on the windshield will enable users to pay a toll without slowing or stopping at toll booths.

The toll will be variable, depending on distance traveled and the maintenance of free flow conditions in the BRT/HOT Lanes. During peak periods, when space on the road is at a premium, toll levels will be at their highest. In this way, traffic volumes on the transitway can be limited to volumes that permit satisfactory levels of service throughout the day. In this corridor, our strategic traffic model has identified points in the HOV network where toll-free transit


customers may comprise as much as 25 percent of total traffic. Should the popularity of the transitway exceed these projections, elevated tolls will limit toll-paying traffic volumes to manageable levels and preserve the roadway for HOV and transit vehicles.

2.a.3 Proposed Regional BRT/HOV/HOT System

The I-95/395 BRT/HOT Lanes System Project will create a regional transit link extending south of Fredericksburg and north to Tysons Corner, Seminary Road, Beauregard Street, Crystal City, Potomac Yard, and Washington, D.C. Table 2.a-1 lists public and private bus services that use the current HOV lanes and will be able to operate existing service on the proposed I-95/395 BRT/HOT Lanes. The BRT/HOT Lanes will permit additional route termini along I-395 and I-495, allowing expanded service and improved access for existing and future customers.

Table 2.a-1. Existing Bus Operations That Could Use I-95/395 BRT/HOT Lanes

Bus Service Route Public Fairfax Connector Lorton and Fort Belvoir to Pentagon WMATA Metrobus Northern Virginia DASH (Alexandria Transit) City of Alexandria to Pentagon FRED (Fredericksburg Regional Transit) Fredericksburg to VRE OmniRide Prince William County to Pentagon and Washington, D.C. Private Aries Bus Service Fredericksburg and Stafford to Fort Belvoir and Crystal City D&B Bus Lines Fredericksburg and Stafford to Crystal City, Pentagon, and

Rosslyn Dafre Airport Shuttle Service Dale City and Quantico to Reagan National Airport Groome Transportation Services Richmond and Fredericksburg to Reagan National Airport Lee Charter Bus Service Fredericksburg and Stafford to Crystal City, Pentagon, and

Rosslyn National Coach Commuter Service (Martz) Fredericksburg and Stafford to Crystal City, Pentagon, Rosslyn,

and Washington, D.C. Potomac Mills Shopping Shuttle Crystal City, Pentagon, Rosslyn, and Metro Center to Potomac

Mills Shopping Center Quick’s Bus Service Fredericksburg and Stafford to Crystal City, Pentagon, Rosslyn,

and Washington, D.C. Greyhound Richmond to Washington, D.C.


2.a.4 Express Bus Rapid Transit Component

The I-95/395 BRT/HOT Lanes will create an opportunity to extend express bus service along the I-95/395 Corridor from Dumfries to Fredericksburg and Spotsylvania County. Figure 2.a-3 illustrates one possible concept for new express bus stations. Other conceptual bus station configurations are discussed in Tab 2.j.2 in this proposal.

Figure 2.a-3. New Off-Line BRT Station

The system will provide service to the under-served areas shown on Figure 2.a-4. Moreover, the project could allow improved transit service in current corridors.

The I-95/395 Plan and Capital Beltway BRT/HOT Lanes proposal creates the foundation of a system to greatly expand regional mobility.


Figure 2.a-4. Areas Under-Served by Transit in the I-95 Corridor


2.a.5 Basic Transit Configuration and Operations

Express bus service will operate in the BRT/HOT Lanes between the US 17 Bypass south of Fredericksburg and both the Seminary Road/Beauregard Street area of Alexandria and Tysons Corner in Fairfax County. Service could also extend to Crystal City in Arlington and Potomac Yard in Alexandria. In addition, existing express bus service destined to downtown Washington, D.C. could also be enhanced, as further discussed in Tab 2.j.2.

Express buses will originate at several park-and-ride lots in Spotsylvania County, Fredericksburg, Stafford County, and Prince William County. These buses will enter the BRT/HOT Lanes via ramps at or near interchanges. Depending on demand and future development, the following two operation modes are possible:

• Point-to-Point – Separate buses could start at each park-and-ride lot for specific destinations

• Corridor Routing – Buses could start at the southern terminus and stop at the various park-and-ride lots along the way

Selected key destinations are discussed below:

• Franconia-Springfield Intermodal Center – Express buses will exit I-95 and travel to the Franconia-Springfield Intermodal Center. (Should future development occur at the Fort Belvoir Engineer Proving Ground, an additional intermediate stop could be provided near Backlick Road.) Buses will then reenter the BRT/HOT Lanes where some buses will travel along the Capital Beltway BRT/HOT Lanes toward Tysons Corner, some buses will continue on the I-395 BRT/HOT Lanes to Seminary Road and Beauregard Street, while other buses will continue east along the Capital Beltway toward Old Town Alexandria and Maryland.

• Merrifield/Dunn Loring and Tysons Corner – Buses will exit the Capital Beltway BRT/HOT Lanes at Route-29 for stops at the Dunn Loring Metrorail Station in Merrifield. Other buses will continue along the Capital Beltway and terminate in a loop through Tysons Corner (these buses will connect with the four proposed transit stations in the Tysons Corner area).

• Seminary Road and Beauregard Street – Buses will exit the I-395 BRT/HOT Lanes at Seminary Road and loop through Beauregard Street to King Street. Alternatively, some buses will remain on the I-395 HOV lanes, proceeding directly to Crystal City and the Pentagon.

• Express Bus Routing and Stations – The proposed express bus routing and station stops will complement existing park-and-ride bus service and informal “slug” pick-up points. The stops in the vicinity of Potomac Mills will permit integration with the Prince William County OmniRide service, thereby offering potential OmniRide passengers more extensive service to areas not currently being served directly.

• Park-and-Ride Lots and “Slug” Pick-Up Points – These locations will be in close proximity to the proposed Fredericksburg/US 17 express bus station. Similarly, the Garrisonville and Potomac Mills stations could continue to service the existing park-and-ride facility and “slug” lots. The Lorton bus station, located adjacent to the Lorton VRE station, could allow passengers in the CSX Rail Corridor


to connect with the I-95 Corridor and continue on trips along the western leg of the Capital Beltway or along I-395.

2.a.6 Transit Facilities Improvement Plan

Implementation of transit along the I-95 corridor will require capital improvements to make connections between the surrounding areas and I-95 and to accommodate passengers waiting for express buses. In at least three instances, park-and-ride lots will need to be constructed at the proposed Fort Belvoir Proving Ground, Russell Road-Quantico, and Stafford Regional Airport express bus stations.

• Express bus stations – will need to be constructed at the following locations:

− South of Franconia-Springfield – Express bus stations will be constructed at park-and-ride lots near I-95.

− Franconia-Springfield – The express bus station will be integrated with the VRE and Metrorail stations.

− Seminary Road – An express bus stop at Seminary Road and a bus station at the Mark Center area will be built.

− Tysons Corner – Four rail stations will be built in Tysons Corner, as part of the future Metrorail extension. Express bus service could connect with these stations. In the interim, Tysons Corner service could terminate at the Tysons Corner transit transfer center.

− Existing Bus Stops – Existing bus stops at the Pentagon and Crystal City will be used.

Major express bus stations are shown on Figure 2.a-5. The following improvements will be required for intermodal and vehicle connections:

• BRT/HOT Access at Route 29/Dunn Loring Metro – A direct access will be provided from the Capital Beltway BRT/HOT Lanes at Route 29 for BRT/HOT Lane users, including carpools, vanpools, buses and toll-paying vehicles destined for the Dunn Loring Metro Station, Merrifield and locations along Route 29, Gallows Road and Route 50.

• Intermodal Connections – Connections with existing rail transit stations, bus bays and passenger waiting areas will be required.

• Vehicle Connections – Currently, connections exist between Franconia-Springfield and the I-95/395 HOV lanes via the Franconia-Springfield Parkway. Additional flyover connections will be constructed at the US 17 Bypass, and will be considered at the Lorton VRE station. A connection between I-395 and Seminary Road will also be required.


Figure 2.a-5. Future BRT System


Table 2.a-2 lists the recommended improvements to facilitate express bus service in the I-95/395 Corridor.

Table 2.a-2. Express Bus Service Capital Improvements in the I-95/395/495 Corridor

Facility Locations Description

Express Bus Station — Park-and-Ride

Massaponax (Spotsylvania Co.) Route 3/Fredericksburg (Spotsylvania Co.) US 17 Bypass/Fredericksburg (Spotsylvania Co.) Stafford Regional Airport (Stafford Co.) Garrisonville/Aquia (Stafford Co.) Quantico (Stafford Co.) Dale Blvd. (Prince William Co.) Potomac Mills (Prince William Co.) Lorton (Fairfax Co.) Fort Belvoir Engineer Proving Ground (Fairfax Co.)

Passenger waiting area, ticket and information facilities. Parking provided by existing park-and-ride lots. Six new park-and-ride lots are planned.

Existing Transit Transfer Station – No ROW required

Tysons Corner (Fairfax Co.) Indoor passenger waiting area, ticket and information facilities.

Express Bus Station Seminary Road/Beauregard Street (Alexandria) Passenger waiting area with canopy and windscreens. Ticket and information facilities.

Expansion of Existing Transit Station

Lorton VRE (Fairfax Co.) Franconia-Springfield (Fairfax Co.)

Bus bays and passenger waiting areas within, or adjacent to, existing transit centers.

BRT/HOT Lane Connection

US 17 Bypass (Spotsylvania Co.) Lorton VRE (Fairfax Co.) Seminary Road (Alexandria)

Flyovers or ramps between the BRT/HOT Lanes and surface streets.

2.a.7 New Park-and-Ride Lots

The existing and proposed park-and-ride lot locations are summarized in Tables 2.a-3 and 2.a-4. Six existing park-and-ride lots will be utilized. In addition, five new 500-space park-and-ride lots will be constructed. These lots will be located as follows: the southern terminus at Massaponax, the Stafford Regional Airport, Quantico on Russell Road, near Powells Creek in Prince William County, and the Engineer Proving Ground.

The land allocated for a sixth lot will be acquired for the Virginia Welcome Center to complement future area development. Additional bus stations and park-and-ride facilities, as illustrated on Figure 2.a-6, will offer the citizens of Virginia increased transportation choices to reach shopping locations, business centers, and residential communities. We’ve been in contact with the private landowner who has indicated a willingness to sell the required land.


Figure 2.a-6. New Park-and-Ride Facilities. Fluor-Transurban’s concept will add new park-and-ride facilities to encourage people to use transit services to help relieve congestion.

Table 2.a-3 shows existing park-and-ride lots proposed for the bus rapid transit service and new park-and-ride lots to be constructed.

Table 2.a-3. Existing and Proposed Park-and-Ride Locations

Name Location Number of

Spaces

Franconia-Springfield 6880 Frontier Drive (Fairfax Co.) 5,100

Lorton 8990 Lorton Station Boulevard (Fairfax Co.) 400

Potomac Mills Potomac Mills Circle (Prince William Co.) 500

Aquia VA 610 West of I-95 (Stafford Co.) 770

Falmouth US 17 West of I-95 (Stafford Co.) 1,035

Exis

ting

Route 3 VA 3 West of I-95/Old Salem Church (Spotsylvania Co.)

705

Massaponax US 17 Bypass between I-95 and US 1 (Spotsylvania Co.)

500

Virginia Welcome Center (land only) Adjacent to proposed facility. Reserved for future use (Stafford Co.)

500

Stafford Regional Airport VA 627 West of I-95 (Stafford Co.) 500

Quantico Russell Road between I-95 and US 1 (Prince William Co.)

500

Dale Blvd. East of I-95 on Dale Blvd. (Prince William Co.)

500

Prop

osed

Engineer Proving Ground Fullerton Road near Fairfax Co. Parkway (Fairfax Co.) 500 1 See Table 2.a-4 for alternatives to the Powells Creek park-and-ride site.


Table 2.a-4 presents the proposed stops or stations for the bus rapid transit service that have no park-and-ride lot:

Table 2.a-4. Locations without Park-and-Ride Lots

Name Location

Pentagon (Arlington County) Pentagon Transit Center

Crystal City (Arlington County) 18th Street near South Clark Street

Seminary Road/Beauregard Street (Alexandria) Seminary Road near Beauregard Street

Dunn Loring (Fairfax County) Dunn Loring – Merrifield Metro Station

Prop

osed

Sto

ps o

r St

atio

ns

Tysons Corner (Fairfax County) Leesburg Pike near International Drive

2.a.8 Bicycle Amenities

As intermodal facilities, bus stations will have provisions for bicycles appropriate for local interests and needs. Stations in the northern part of the corridor are well-connected with existing bikeway networks and will, therefore, have more extensive bicycle facilities. The southern part of the corridor has a less well-defined bikeway network and, therefore, will have bicycle facilities as determined by local needs. The proposed bicycle facilities at each station in the I-95/395 Corridor are shown in Table 2.a-5.

Table 2.a-5. Bicycle Facilities

Station Existing Bikeways Needs

Franconia-Springfield (Fairfax County)

Direct access by existing bikeways • Bicycle racks and lockers

Engineer Proving Ground (Fairfax County)

Nearby bikeways • Short bikeway extension to station • Bicycle racks and lockers

Lorton (Fairfax County)

Nearby bikeways • Short bikeway extension to station • Bicycle racks and lockers

Potomac Mills (Prince William County)

Proposed regional on-street bikeways nearby

• Implement proposed regional bikeway plan • Bikeway extension to station • Bicycle racks and lockers

Quantico (Prince William County)

Proposed regional on-street bikeways nearby

• Implement proposed regional bikeway plan • Bikeway extension to station • Bicycle racks and lockers

Garrisonville/Aquia (Stafford County)

No existing or proposed bikeways • Bicycle racks and lockers, if requested by local residents

Stafford Regional Airport (Stafford County)


US 17 (Stafford County)


Route 3 (Spotsylvania County)

Bicycles can access station via highway system, as shown on County bikeway map

• Bicycle racks and lockers, if requested by local residents

Massaponax (Spotsylvania County)

Bicycles can access station via highway system, as shown on County bikeway map

• Bicycle racks and lockers, if requested by local residents


2.a.9 I-95/395 BRT/HOT Lanes Electronic Tolling System

The BRT/HOT Lanes will be provided for cars, buses and emergency vehicles only. No significant commercial truck traffic will be permitted to use the BRT/HOT Lanes.

BRT/HOT Lane operation will be reversible as is the case with the current HOV lanes. Toll rates will be variable based on the time of day and congestion levels. All vehicles using the BRT/HOT Lanes will be required to have a Smart Tag/E-ZPass account. Tolling will be based on the vehicle classification below:

• SOV/HOV (2) – Variable Rate Toll • HOV (3+) – Free • Buses – Free • Emergency Vehicles – Free

The electronic tolling system design will be IAG-compliant and utilize the Mark IV transponder and lane equipment. The toll system will include both a violation enforcement system and a violation processing system. Violation processing will be managed at a regional administrative processing center. This center could provide customer service and violation processing for both the Capital Beltway BRT/HOT Lanes and the I-95/395 BRT/HOT Lanes System and could be leveraged to consolidate any existing or future area toll operations. The Fluor-Transurban Team believes that a regional approach would provide the greatest benefit to VDOT by providing the lowest-cost operation as well as a unified and centralized approach to customer service.

Transurban will be responsible for the definition, delivery and integration of electronic toll collection and customer service systems. Transurban will also be responsible for the operation of the BRT/HOT Lanes. Transurban’s experience as the developer and operator of the Melbourne CityLink system and current developer and future operator of the WestLink M-7 project will provide VDOT with a system that will be delivered and operated in an efficient and cost-effective manner.

Enforcement

A violation enforcement system will be a key component of the BRT/HOT Lanes electronic tolling project. Effective enforcement is important to the Financial Plan of the project. As is the case with any open-road toll system, motorists will attempt to use the BRT/HOT Lanes without paying. It is critical that violations be identified, the tolls collected and violators converted into paying customers.


System Compatibility

Transurban recognizes the importance of providing customers with interoperability of ETC operations and will utilize IAG-compliant transponders and lane equipment. The BRT/HOT Lanes tolling system will interface directly with the Smart Tag/E-ZPass Customer Service Center located in Northern Virginia. However, in view of the higher level of performance required to support fully electronic BRT operations, Transurban will prepare system specifications and requirements for the I-95/395 BRT/HOT Lanes.

VDOT – Northern Virginia Smart Traffic Center (STC)

The BRT/HOT Lanes toll operations will also interface with VDOT’s Northern Virginia Smart Traffic Center. The existing monitoring and information devices on the HOV lanes will be utilized and extended to cover the entire length of the I-95/395 BRT/HOT Lanes System Project. At VDOT’s discretion, the Fluor-Transurban Team is prepared to interface with either or both regional traffic management operation centers, Northern Virginia and Fredericksburg Districts. Centralizing the operation in either location could provide a more cost-effective approach. Alternatively, the BRT/HOT Lanes management center could operate at an entirely different location. Coordination between the two operations could be performed by voice, video, and data lines, as necessary.

This project includes extension of the existing fiber-optic infrastructure from Dumfries south to the Massaponax Route 1 terminus. The electronic tolling system and the traffic management system will utilize the underground fiber-optic infrastructure. At VDOT’s discretion, the Fluor-Transurban Team proposes assuming the maintenance of the fiber-optic bank, as it will be used for both communications systems. This activity would relieve VDOT of the burden of maintaining this communications link.

BRT/HOT Lanes Managed Operation and Traffic Management

The Fluor-Transurban Team will develop a “best available technology” communications and control center designed to deliver the following:

• System management to provide efficient use of the I-95/395 Corridor

• A safe environment for transit operations

• Communication links to area transit operations centers

• Smooth traffic flows

• Cost-effective operation

• Seamless integration of traffic management and incident response with other roadways in Northern Virginia

• Variable message signs at bus/transit stops to display timetables, schedule changes and estimated travel times to different destinations

• Variable message signs placed at optimal locations to enable drivers to make timely and informed route decisions

• Integration with existing traffic management systems to provide seamless travel and consistency


VDOT and motorists would benefit from the development of a centralized communications and control center (CCC) for the entire BRT/HOT Lanes System. Consideration should also be given to consolidating VDOT’s existing CCCs into one main and one backup facility, allowing for centralized control of the entire Northern Virginia road network and resulting in a reduction of operating expenses. The Fluor-Transurban Team would, at VDOT’s discretion, consolidate and optimize the CCCs as part of the I-95/395 Project.

2.a.10 Phasing

The Fluor-Transurban Team plans to develop and execute the conversion of the existing HOV lanes to BRT/HOT Lanes in a phased implementation. The project has also been divided into four segments as show in Figure 2.a-7.


Figure 2.a-7. I-95/395 BRT/HOT Lanes System Segments


Segment A (I-395 HOV from the 14th Street Bridge to the Capital Beltway)

The I-395 HOV lanes consist of two 12-foot lanes, two 10-foot shoulders, and 6-inch raised concrete medians and guardrail median barriers. In order to maximize the capacity of this roadway, the shoulders will be replaced with full-strength asphalt pavement. The median and guardrail barriers will be replaced with the new F-shaped concrete barrier and the existing drainage system will be modified to accommodate the new barriers.

The newly constructed roadway will then be striped for three 11-foot lanes and the remaining pavement will be distributed to the two shoulders. Typical sections for the individual segments of the project are presented in Exhibit 2-2 at the end of Tab 2. This reconstruction will increase the capacity of the roadway by 50 percent.

Segment B (I-95/395/495 Interchange Phase VIII)

Phase VIII is included under the Fluor-Transurban Beltway HOT Lane Project. However, it could be constructed as part of this project.

Segment C (I-95 from the Capital Beltway to Quantico Creek)

This section of the HOV system was constructed with the vision of a future conversion from two lanes to three lanes. The northern part of this segment is confined between the northbound and southbound roadways and is separated by concrete barriers. This part of the roadway will be converted to three 11-foot lanes and one 10-foot and one 4-foot shoulder. The southern part of this segment has an open shoulder(s), and the new roadway will be configured to three 12-foot lanes and two 10-foot shoulders. The shoulders were constructed to the same strength as the travel lanes. The existing pavement will be milled off and resurfaced in order to stripe the pavement for three lanes. The combination of lane and shoulder widths will be studied in detail as the BRT/HOT Lanes System advances. Full-width shoulders will be constructed, wherever possible. This activity will likely occur from just north of the Prince William Parkway to Quantico Creek.

Segment D (Quantico Creek to South of Route 17 at Massaponax)

The HOV lanes will be extended 28 additional miles from their current southern terminus at Quantico Creek to just south of the US 17 Bypass at Massaponax. The median between the existing northbound and southbound roadways is wide enough to accommodate the BRT/HOT Lanes, except at two locations: one at Route 628 just north of the Stafford Regional Airport,


and the other at the southern terminus. In these cases, the roadway alignment will be adjusted to create a sufficiently wide median to construct the BRT/HOT Lanes.

The two BRT/HOT Lanes will be designed to provide sufficient room to construct a third lane in the future, should the traffic demands warrant such action.

2.a.11 Entry/Exit Points

The following section summarizes the entry/exit points for the current HOV system and the entry/exit approach and connections to accommodate the proposed BRT/HOT Lanes System.

Entry/Exit Points for the Current HOV Lanes

The original HOV lanes extended from Washington, D.C. to Springfield. Ramps were provided to collect suburban traffic in the morning entering Washington, D.C. and allow for the return movement in the evening. Southbound entrances to the existing HOV lanes are located at Eads Street, Washington Boulevard, and Turkeycock Run. Southbound exits from the HOV lanes are also provided at Eads Street, south of Hayes Street, Shirlington, Seminary Road, Turkeycock Run, and Old Keene Mill Road (Route 644).

The extension of the HOV lanes from Springfield to Quantico Creek employed the same concept as the original concept. The interchange connections are located at the Franconia-Springfield Parkway (that also provides outbound movements), U.S. Route 1, Route 123, and the Prince William Parkway. Between interchanges, additional connections are provided, northbound to, and southbound from, the HOV lanes until the end of the project. Exceptions include one southbound entrance south of the Franconia-Springfield Parkway and two northbound exits just north of Newington and one at the Franconia-Springfield Parkway.

Entry/Exit Points for the BRT/HOT Lanes

The I-95/395 BRT/HOT Lanes will operate continuously except during direction changes. They will also be an important intercounty and interstate link. This roadway will facilitate movement of commuters from south of Fredericksburg to Washington, D.C. as well as to intermediate destinations along the way. Weekend travelers will also benefit greatly, as the BRT/HOT Lanes will allow users to bypass extreme congestion on I-95 from south of Fredericksburg to the Capital Beltway. The current HOV lanes operate southbound but without vehicle occupancy requirements from the end of the evening rush hour on Fridays until 2 p.m. on Saturdays. The lanes reverse, allowing unrestricted northbound use until the beginning of the rush hour on Monday morning. This configuration will be maintained under the BRT/HOT Lanes proposal.


Segments A, B, and C: 14th Street Bridge to Quantico Creek

The northernmost section of the BRT/HOT Lanes will expand and enhance the existing HOV lanes with an additional travel lane and new entry/exit points, wherever practical. The proposed BRT/HOT Lanes will add entry/exit points to the current roadway system. The new lanes will allow new connections, as follows:

• Improved and/or new connections from northbound BRT/HOT Lanes to the Pentagon and Crystal City/Potomac Yard Area

• Entry access from the Crystal City/Potomac Yard Area to southbound BRT/HOT Lanes

• To the south side of the Seminary Road Interchange, subject to concurrence by the local community

• To the mainline roadway via a northbound flyover exit ramp at Turkeycock Run

Construction of the Springfield (Phase VIII) Interchange at the I-95/395/495 Interchange will provide access for all traffic movement at the Capital Beltway. This access will serve as the foundation for a regional HOV network plan linking the Capital Beltway, I-395, I-66, and the Dulles Airport Access Highway and toll road.

Several additional linkages will be considered as this proposal is further developed:

• New ramps to serve a new transit facility at Lorton

• Ramps from northbound I-95 to northbound Route 1 and the return movement

• A ramp serving southbound traffic south of Route 123, as well as providing access from the south to the Dale City/Potomac Mills area

It is anticipated that lag time will occur between reconstructing the existing HOV facility and constructing the new southern portion of the BRT/HOT Lanes. A flyover ramp will, therefore, be constructed at the present southern terminus to bring traffic into the right side of the southbound roadway rather than maintaining the entry into the high-speed left lane. The existing configuration becomes congested with long queues on both roadways during periods of peak demand.

Segment D: Quantico Creek to South of Route 17

The new BRT/HOT Lanes will add entry/exit points, as follows:

• Entry/exit points will be provided for both northbound and southbound traffic movement between Quantico Creek and the Garrisonville/Aquia Interchange. Similar movements will be provided between the Garrisonville/Aquia Interchange and the Route 630 Interchange.

• Northbound traffic will be able to exit the BRT/HOT Lanes south of the Stafford Regional Airport Interchange, and to enter these lanes north of the interchange. Southbound traffic can exit prior to the interchange.


• US 17 traffic can enter the BRT/HOT Lanes northbound from the mainline and southbound BRT/HOT Lane traffic can exit prior to the interchange.

• A southbound flyover exit ramp will be located prior to the Visitors’ Center which will serve both the Center and Route 3. Traffic on Route 3 can enter the BRT/HOT Lanes northbound from the mainline. All entrance/exit movement will be provided between the Route 3 Interchange and the Massaponax Interchange.

• In the southbound direction, a bi-directional flyover ramp into a new transit terminal will be provided which will be located in the southwest quadrant of the US 17 Bypass crossing of I-95.

• The project will terminate south of the US 17 Bypass, with a slip-ramp entry northbound and a fly-over exit back into the conventional southbound roadway.

The final location of entry/exit and the southern terminus of the BRT/HOT Lanes will be determined during the NEPA phase of the project and will be based on traffic analysis requirements for a safe and efficient transportation facility. The BRT/HOT Lanes Project does not preclude future improvement plans in the corridor. The Fluor-Transurban Team will coordinate with VDOT, Spotsylvania County and other stakeholders to achieve seamless future development.

2.a.12 Design Exceptions

Design exceptions are the variations between contemporary highway standards and those variations proposed for implementation on a new or upgraded facility. Although design exceptions are considered only at the time of facility design or expansion, changes in standards over time result in numerous situations where the standards by which a roadway was originally constructed are no longer the standards for current construction. Currently, numerous design exceptions exist on the I 95/395 Corridor. It should be noted that 11-foot lanes already exist on both northbound and southbound sections of the adjacent conventional lanes on I 395. These exceptions were granted in the mid-1970s when the capacity of the road was increased.

A study utilizing 11-foot lanes was conducted for VDOT in 1999 that showed both the advantages (minimal right-of-way impacts) and disadvantages (reduced shoulder widths). The study noted that many other expressways in the project vicinity also have minimal shoulder widths. In fact, recent studies have recommended design exceptions as part of improvement plans as a means of minimizing impacts, particularly right-of-way requirements. The following design exceptions are anticipated:

• The existing facility between a point south of the 14th Street Bridge and the southern end of the express lanes is comprised of two-directional road ways having two 12 foot lanes, a 3 foot shoulder to the left of traffic and an 11 foot shoulder to the right of traffic. When the number of lanes increases to three the remaining usable shoulders will be 2.5 feet wide (left and right). Instances will occur in this area where the design speed, based on horizontal stopping sight distance, will decrease from 50 mph to 45 mph.

• Between the southern end of the express lanes and the Capital Beltway, the facility is comprised of two 12-foot lanes and a 10-foot shoulder on either side. The proposed typical section in the


northernmost portion of this segment (to a point north of Route 7) is constrained by concrete barriers on both sides of the HOV lanes and will be reconfigured to three 11-foot lanes with a 2-foot shoulder on one side and a 9 foot shoulder on the other side.

• Between the point north of Route 7 and the Capital Beltway, the proposed typical section will consist of three 11-foot lanes with a 5-foot shoulder on one side and a 10-foot shoulder on the other side. In order to achieve this typical section, it will be necessary to remove the raised concrete median and guardrail median barrier on both sides of the HOV lanes and replace it with concrete barrier. It will also be necessary to reconstruct the drainage inlets.

• Between the Capital Beltway and Dumfries, design exceptions will be required due to the 11-foot lane widths and the 4.5-foot wide shoulder on one side and 9-foot shoulder width on the other side. It should be noted that the shoulder width was measured to the top inside face of the concrete barrier, thus the roadway measured 48 feet wide.

During the design of this section of road (extension of the HOV lanes), a meeting was held on August 5, 1986, in the VDOT NOVA District office. In this meeting FHWA stated that the proposed 6-foot shoulder on the HOV lanes be widened to 11 feet, 3 inches, which would be consistent with the entire HOV system. This action would facilitate the addition of a third lane in the future.

2.a.13 Utilities

Utility relocation estimates have been developed based on an examination of the project concept and the plans developed to date.

The Fluor-Transurban Team includes Burgess & Niple (B&N), a Virginia-based firm with significant utility infrastructure experience. B&N has demonstrated a comprehensive approach to the successful achievement of utility relocation by working jointly with planning, design, right-of-way, construction and utility company teams. The primary objective of this approach is to make sure that all utility conflicts are identified, redesigned and safely relocated to provide for the completion of project construction on schedule and within budget. This approach has led to a mutual understanding and common goal of effectively coordinating utility relocations with minimum impact to the existing service.

The Federal Agencies, Municipal Agencies, and Franchised Utility Companies which may be affected by this project are listed in Table 2.a-6.

Table 2.a-6. Utility Companies

Location Water Sewer Gas Electrical CATV TelephoneFederal Agency

County Arlington Department of

Environmental Services

Department of Environmental Services

Washington Gas

Dominion Virginia Power

ComCast Verizon GSA NPS FHWA USACE

Fairfax Fairfax County Water Authority

Department of Power & Water

Washington Gas


Cox Verizon GSA NPS


Table 2.a-6. Utility Companies

Location Water Sewer Gas Electrical CATV TelephoneFederal Agency

Prince William Service Authority Service Authority Washington Gas Columbia Gas

Dominion Virginia Power NOVEC Virginia Energy Choice

ComCast GTE Verizon

GSA NPS

Stafford Public Utilities Dept Public Utilities Dept

Columbia Gas Dominion Virginia Power

Cox Adelphia

Verizon

Spotsylvania Department of Power & Water


Columbia Gas Dominion Virginia Power Rappahannock Electric

Cox Adelphia

Verizon

City Alexandria Virginia American

Water Department of Environmental Services

Washington Gas


ComCast Verizon

Fredericksburg Department of Power & Water


Columbia Gas Dominion Virginia Power

Cox Verizon

B&N has worked and established relationships with the above-listed Federal agencies, as well as a majority of the municipal and franchised agencies in obtaining existing utility records for a variety of projects. B&N understands the new criteria for requesting existing records, has identified the appropriate contacts, and has established a procedure for securing utility data in a timely manner.

2.a.14 Approach to Right-of-Way (ROW) Acquisition

The Fluor-Transurban Team’s plan is to minimize the acquisition of ROW and the need for relocation of homes and businesses. The Fluor-Transurban Team’s solution will provide additional capacity through the use of a third lane within VDOT’s ROW. This approach avoids the acquisition of ROW and minimizes impact to the areas located adjacent to the I-95/395 Corridor. For the BRT/HOT Lanes south of the existing HOV lanes, the additional capacity will be provided within the median. With this approach, the ROW impact will be limited as a result of the additional ramps and flyover structures utilized to provide direct access to the BRT/HOT Lanes.

We have made an estimate of the ROW requirements associated with the project. The estimated land acquisition costs have been included in the current estimate of the project. We do not anticipate the need for land acquisition in the NEPA Tier 1 phase.

The ROW acquisition and relocation process is a critical stage in the project and requires early planning, close coordination, and open communication. To make sure that the critical ROW aspects are handled properly, the Fluor-Transurban Team includes Continental Field Service Corporation (CFSC), a local firm specializing in land acquisition and relocation services. CFSC will work closely with the design staff to anticipate needs and minimize ROW impacts to the greatest extent possible, thereby reducing the time


and costs associated with ROW acquisition. Involvement of CFSC in the early stages of plan development will greatly reduce the number of plan revisions and enable the team to better estimate the true costs of ROW needs, as well as, eliminate costly data and plan revisions.

The Fluor-Transurban team is also prepared to use and maintain data in VDOT’s computerized Right-of-Way and Utilities Management System (RUMS). VDOT would have online access to the latest right-of-way acquisition data. This accessibility by both parties would not only enhance the logistical coordination of the acquisitions, but would also allow VDOT to use RUMS reports to monitor the overall progress.

2.a.15 Interstate Asset Management Experience

The asset management approach taken by VMS includes routine, ordinary, and restorative maintenance, the exact extent of which will be defined by the contract. In addition to providing the services noted in the asset groups shown in Table 2.a-7, VMS will provide snow and ice control and emergency/incident management services. All of these services are currently being provided on the asset management projects on which VMS is working, including a major part of I-95 and I-81 in the Commonwealth of Virginia as well as all of I-395 and I-295 in Washington, D.C.

The combination of experience and innovative concepts employed by VMS for cost control and quality performance provides for project success on this endeavor. VMS already has in-place training, emergency/incident response, and total quality management programs, field-tested and time-proven, that can be adapted for this project. In addition, the in-house-developed maintenance management system, HQMS.net©, enables maintenance professionals to accurately plan, budget, and monitor work, including work scheduled for, and completed by, subcontractors. The comprehensive quality assurance program employed by VMS results in appropriate inspection and completion of work to client specifications, and this result will continue to be the case on this project.

VMS will provide maintenance services for the following asset groups: drainage, roadside, traffic, pavement, bridges and facilities. Table 2.a-7 provides details of the subcategories within each asset group to be maintained by the project team.

VMS will maintain the assets in accordance with contract-specified levels of service. The philosophy of VMS is to provide the highest-quality asset management services to our clients and perform work at, or above, specified requirements.

VMS continues to be the nation’s leading asset management firm. The experience base possessed by VMS is the best in the business, and will be applied to this project to provide successful, cost-effective roadway asset management.


Table 2.a-7. Maintenance Service by Asset Group

Drainage Roadside Traffic Pavement Bridges Transit

Facilities • Cross pipes • Box culverts • Ditches, paved • Ditches, unpaved • Entrance pipes • Underdrains;

edge drains • Storm drains;

drop inlets • Curb and gutter • Sidewalks and

ramps • Stormwater

management ponds

• Grass • Debris and road

kill • Litter • Landscaping • Brush • Concrete barriers • Sound barriers • Slopes • Fence • Vegetation and

aesthetics

• Signals • Signs (includes

overhead signs) • Highway lighting • Pavement

messages • Pavement

markings • Pavement

markers • Guardrail • Traffic detector

loops • Impact

attenuators • Truck ramps • Overhead signs • Object markers

and delineators • Glare foils

• Paved lanes: asphalt

• Paved lanes: concrete

• Paved shoulders • Unpaved

shoulders Note: Pavement performance will be measured using VDOT’s Pavement Management System (PMS). The measure generated by the PMS includes the Pavement Roughness Index (PRI) and the Pavement Condition Index (PCI)

• Overall bridge • Traffic safety

features • Deck • Superstructure • Substructure • Joints • Paint • Structural culverts • Retaining walls • Slope and channel

protection Note: Bridge performance measurement will be made using the National Bridge Safety Inspection (NBIS) program results

• Lighting • Litter • Parking lot

surfaces • Landscape

and vegetation

• Sidewalks • Shelters and

structures • Snow and ice

control

Mobilization

VMS will organize and staff a mobilization team to supplement the project’s permanent staff. The mobilization team, including experienced personnel from other projects being executed by VMS, will be comprised of professionals with unmatched experience and knowledge who already perform privatized asset management operations for roadways and facilities in five states and in Washington, D.C.

Mobilization will commence immediately after contract award with key managers and the mobilization team members located on-site to establish our administrative office. Their duties will include collecting, maintaining, as well as developing and/or finalizing all forms, manuals, plans, and standard operating procedures necessary for the operation and maintenance of the designated roadways. This approach is critical for smooth start-up and continued operations to make sure that all personnel understand all procedures and plans. These team members will also work closely with the overall Fluor-Transurban Team to provide maximum long-term maintainability for new construction.

2.a.16 Preliminary Assumptions

Listed below are the Fluor-Transurban Team’s assumptions used in the I-95/395 BRT/HOT Lanes System:

• No ROW costs are anticipated for NEPA Tier 1 projects

• Minimum utility impacts are expected since the concept is using ROW owned by VDOT.

• The infrastructure for transit operations will be created, but the proposer will not operate any buses.


• The project will make the existing VDOT fiber-optic and other communications networks available to transit operators for monitoring bus operations and communicating with passengers.

• Enforcement of HOV requirements will be performed by state and local police at no cost to the proposer and without the need for financial support.

• Video-based violation enforcement will be performed by the operator.

• The operator will have the right to toll and value pricing will be used to manage the volume of traffic in the BRT/HOT lanes.

• The project will be entered into the MWCOG and FAMPO Air Quality/CLRP runs in early 2006.

2.a.17 Affected Communities

The proposed I-95/395 BRT/HOT Lanes System Project passes through a number of jurisdictions in Northern Virginia. The cities and counties affected by the project are listed in Table 2.a-8. All jurisdictions will be mailed copies of this proposal. (See Appendix 3 for a detailed listing.)

The increased capacity, reduced congestion, and additional transportation choices will improve the quality of life for all parties concerned. A more detailed description of the impact upon these communities resulting from this project can be found in Tabs 4.a and 4.b. To minimize negative impacts to the local communities, the Fluor-Transurban Team will establish a community relations program to keep affected jurisdictions and the general public fully informed regarding the project. This program is further discussed in Tab 4.c.

Table 2.a-8. Affected Communities

Cities/Towns Counties

City of Alexandria City of Fredericksburg Town of Dumfries

Spotsylvania County Stafford County Prince William County Fairfax County Arlington County

I-95/395 BRT/HOT Lanes System 2-28 AV20050123-046 -- 2.b.doc

2.b.1 Work to be Performed by VDOT or Other Public Entities

Since the submission of the conceptual proposal, FHWA has developed a new Special Experimental Project 15 (SEP-15) program which encourages and allows innovation in public-private partnership project delivery. It is anticipated that SEP-15 will allow for more efficient procurement and delivery of transportation projects without impairing FHWA’s ability to execute its stewardship responsibilities to protect both the environment and the taxpayers. SEP-15 addresses four major components of project delivery—contracting, compliance with environmental requirements, right-of-way acquisition, and project finance. Through the appropriate application of SEP-15, the Fluor-Transurban Team will be able to participate in several aspects of project development, most notably assisting VDOT in obtaining environmental compliance. With VDOT’s participation and approval, the Fluor-Transurban Team proposes to secure the services of an independent environmental consultant to assist VDOT in the environmental analyses and preparation of the NEPA documents. VDOT will serve as the NEPA process lead (providing direction and oversight), with support provided by the Fluor-Transurban Team. Details of the SEP-15 application process are discussed in Section 2.c.2.

Several coordination efforts will be required of VDOT during the project development process. These efforts include the provision of noted technical data, coordination with localities along the corridor, as well as liaison with both state and federal agencies that have special interests or jurisdiction by law. A major element of this coordination effort will be the establishment of a “Process Streamlining Agreement” with the FWHA that will support project delivery while, at the same time, maintain the integrity of the NEPA process. The proposed streamlining process is discussed further in Section 2.c.3.

When compared to the NEPA approach discussed in the original conceptual proposal, the Fluor-Transurban Team is now proposing to assume an increased environmental support role in the project development process. However, VDOT will be requested by the Fluor-Transurban Team to perform the following activities:

• Complete the State Environmental Review Process (SERP)

• Initiate SEP-15 discussions with FHWA

• Enter the project into 6-Year Plan Program

• Coordinate approvals with both regional metropolitan planning agencies (MWCOG and FAMPO), including achieving conformity with the air quality program. This will require inclusion of the project in the Spring 2006 runs of the Constrained Long-Range Plan Air Quality Models.

• Enter into a Process Streamlining Agreement with FWHA

I-95/395 BRT/HOT Lanes System 2-29 AV20050123-046 -- 2.b.doc

• Provide all survey, utility, mapping, environmental, design, and survey information from the current VDOT design contracts to be used for PPTA project development by the Fluor-Transurban Team

• Serve as the sponsoring agency for completing the NEPA process

• Exercise the power of eminent domain, if required

• Participate in public meetings

• Participate in regulatory agency coordination, including regularly scheduled Interagency Coordination Meetings (IACMs) and Steamlining/Partnering meetings with FHWA

I-95/395 BRT/HOT Lanes System 2-30 AV20050123-045 -- 2.c.doc

2.c.1 Federal, State, and Local Approvals

Efforts to meet the requirements of NEPA and other environmental regulatory compliance elements often become some of the most time-consuming aspects of the project development process. The Fluor-Transurban Team proposes the application of recently-issued FHWA policies on SEP-15 and Environmental Streamlining to help both support and provide full conformity with the environmental compliance process for the I-95/395 BRT/HOT Lane Project.

Fluor-Transurban’s proposal creates the foundation for a network of BRT/HOT Lanes in Northern Virginia. This proposal would also complement and enhance the Capital Beltway HOT Lanes PPTA project, currently being developed by Fluor-Transurban in partnership with VDOT, by integrating both projects into one system. Since the Capital Beltway HOT Lanes will be open to traffic before the I-95/395 BRT/HOT Lanes System Project, they will serve as a prototype for this wider system. While the I-95/395 concept has significant transportation and environmental merit, it must be consistent with NEPA requirements. Of the many improvements suggested in Fluor-Transurban’s Plan, only Phase VIII of the Springfield Interchange has undergone substantial environmental analysis and has been documented in an approved Finding of No Significant Impact (FONSI).

The PPTA project must meet all NEPA requirements. In our conceptual proposal, Fluor-Transurban included suggestions on steps that can be taken by VDOT in reviewing the I-95/395 BRT/HOT Lane System Plan as part of the NEPA process. Key to this action was the recommendation of a tiered approach to the development of the NEPA documentation to efficiently analyze a project of this size, with its scope and complexity. With recent changes in FHWA guidance regarding alternative approaches to the project development process, and recognizing the advantages of project streamlining, Fluor-Transurban is now proposing several additional elements to our original approach. Provided below is our enhanced approach to the tiered NEPA process, including the potential opportunities and benefits offered by SEP-15 and implementation of a Streamlining Agreement.

2.c.2 Special Experimental Project (SEP-15) Application

SEP-15 allows for changes to FHWA’s public-private partnership approaches to project delivery. Fluor-Transurban will assist VDOT in preparing an application to FHWA that will utilize the SEP-15 program for this project. This application will allow the private PPTA partner to complete many of the activities required by NEPA, including data gathering, operational and impact analyses as well as technical documentation. However, even though SEP-15 allows much greater flexibility with regard to tasks that can be performed by the private PPTA partner, Fluor-Transurban recommends that three major elements of the NEPA process remain entirely the responsibility of VDOT (or their contracted consultant):


(1) Definition of Purpose and Need, (2) Screening of Candidate Alternatives, and (3) Preparation of final NEPA documents.

To allow VDOT to benefit from the flexibility afforded by SEP-15, the Fluor-Transurban Team recommends that VDOT submit an SEP-15 application. Preparation, submission and review of the application could be conducted concurrently with the conclusion of the State Environmental Review Process (SERP).

2.c.3 Tiered NEPA Analysis

Fluor-Transurban’s conceptual proposal recommended a process for responding to NEPA requirements. This proposed process was based on several assumptions, including: (1) the PPTA partner can participate in the NEPA process, (2) all Phase I construction would stay within the existing ROW, and (3) the Phase I transportation improvements represent a system of facilities and services that cannot be artificially segmented (as defined in 40 CFR 1508.25). Each of these assumptions remains applicable; however, changes in FHWA guidance contained in the new SEP-15 program have encouraged us to alter Fluor-Transurban’s involvement in the environmental process. The following material describes Fluor-Transurban’s revised approach to the NEPA process.

Tiered NEPA Documents

As recommended in the conceptual proposal, the Fluor-Transurban Team suggests that VDOT use a tiered approach to the NEPA documentation as the most efficient means of analyzing a project of this scope and complexity. The project is logically divided into a series of separate and independent projects from a NEPA perspective and would be appropriately addressed, with the preparation of several separate and independent environmental documents:

The Tier 1 (Programmatic EIS) document would address the entire project corridor from the start of the HOV lanes at the 14th Street Bridge in Arlington County to Spotsylvania County at Massaponax. The Tier 1 document would be closely coordinated with other NEPA projects in the corridor, including: (1) proposed improvements to the 14th Street Bridge, and (2) the Springfield Interchange. Because it has been more than three years since the completion of the EA/FONSI for the Springfield Interchange, Fluor-Transurban recommends that VDOT prepare a Reevaluation (to the FONSI) for Phase VIII of this project as soon as possible. Since minimal changes have been made in the project setting and no changes have been proposed to the project designs, this simple report should validate the original findings of the FONSI and should clear this project element for early design and construction.


The Fluor-Transurban Team anticipates that the Tier 1 document will sufficiently address the mainline elements of Segments A, B, C and most of D so as to allow the design and construction of elements inside the existing ROW to proceed after issuance of the ROD.

The Tier 2 (independent NEPA documents) represents a separate series of independent NEPA documents (EISs, EAs and/or CEs) which would be prepared for those project elements constructed outside the existing ROW and/or has the potential for possibly creating major (or significant) environmental impacts.

A tiered approach enables the analysis of environmental matters on a broad scope. A Tier 1 programmatic EIS would be completed for the entire 56-mile corridor to focus on broad issues such as the purpose and need for the project, the general project concept and alternatives, logical termini, the imposition of tolls, secondary development impacts, regional air quality impacts, and all of the direct impacts associated with all improvements occurring within the existing ROW. The Tier 1 document would identify those project elements that require detailed evaluation as part of Tier 2. The Tier 1 ROD would document the FHWA’s decisions on all proposed Phase I construction (within the existing ROW), including the following:

• Approval to advance the project as a conversion from an HOV to HOT (toll) facility

• Selection of the conceptual alternative to proceed with further design and eventual implementation

• Approval of new or modified BRT/HOT Lane entry/exit points • Approval of any design variance issues (e.g., shoulder widths)

Tier 2 documentation (CEs, EAs, or EISs, as appropriate) would assess the impacts of project elements occurring principally outside the existing ROW, such as park-and-ride lots, bus stations, and wetland mitigation sites, as well as major structures, such as the Rappahannock River bridge. Table 2.c-1 illustrates the project facilities to be included in each tier of the NEPA process.

Table 2.c-1. Project Facilities Included in Each NEPA Tier

NEPA Documentation Project Phase/Element

Tier 1 Programmtic EIS Tier 2 – CEs, EAs, or EISs

Segment A – Convert HOV lanes to BRT/HOT Lanes (14th Street Bridge to Beltway)

Tolling issues, milling, overlays, reconstruction, restriping, median barriers, slip ramps, new bus-only access at Seminary Road from the south, bus stops at Seminary Road, King Street and Mark Center

CEs and EAs to address: access to/from Crystal City/Potomac Yard area, joint use of Pentagon Metro/bus station, bus stations at King Street, and new access from BRT/HOT Lanes to northbound I-395 at Turkeycock Run (north of Edsall Road interchange)

Segment B – (Springfield Interchange Phase VIII)

Tolling issues and connectivity

I-95/I-395/I-495 Interchange Phase VIII should be addressed in a Reevaluation (by VDOT) under the current Springfield Interchange contract

None


Table 2.c-1. Project Facilities Included in Each NEPA Tier

NEPA Documentation Project Phase/Element

Tier 1 Programmtic EIS Tier 2 – CEs, EAs, or EISs

Segment C – Convert HOV lanes to BRT/HOT Lanes (Beltway to Quantico Creek)

Tolling issues, milling, overlays, reconstruction, restriping, median barriers, all direct, flyover and slip ramps, bus stations at Franconia-Springfield, Lorton, Potomac Mills

CEs and EAs to address: bus station and park-and-ride lot at Proving Ground, northbound flyover ramp to Quantico

Segment D – Construct new BRT/HOT Lanes (Quantico Creek to Route 17 South of Fredericksburg)

Tolling issues, new construction of BRT/HOT Lanes in median, median barriers, all direct, flyover and slip ramps, bus stations at Garrisonville/ Aquia off Route 610, US 17 north of Fredericksburg, at Route 3

CEs and EAs to address: bus station and park-and-ride lot at Quantico (Russell Road), transportation center/bus station and park-and-ride lot at US 17 at Massaponax, wetland and stream mitigation sites, northbound flyover ramp south of Mountain View Road, and southbound flyover ramp north of Visitors Center and south of Route 17

EIS to address: new crossing of the Rappahannock River

Schedule for NEPA Documentation

Figure 2.c-1 illustrates the schedule anticipated for the completion of the early environmental coordination efforts and NEPA documentation for the completion of Tiers 1 and 2.

Along with concurrent performance of the early scoping activities, Fluor-Transurban would assist VDOT in the completion of the SERP documents and preparation of the SEP-15 application. At the same time, Fluor-Transurban proposes to secure the services of a qualified environmental consultant to assist VDOT to complete the NEPA tasks assigned to the PPTA partner. Selection of the independent third-party consultant would be made in consultation with VDOT. VDOT would continue coordinating with local, state, and federal agencies, through existing established procedures (e.g., Interagency Coordination Meetings, Partnering, etc.), and enter into a Process Streamlining Agreement with the FHWA. In addition, VDOT would participate in public involvement activities, arrange for locations to hold public meetings, provide appropriate personnel to help conduct the meetings, and provide transcripts of the formal public hearing.


Figure 2.c-1. NEPA Documentation Schedule

The Fluor-Transurban Team has proposed several elements that will help support the first-tier process (e.g., Streamlining Agreement, PPTA partner involvement, as specified in SEP-15). As shown on Figure 2.c-1, the Tier 1 Draft EIS will be completed within 8 months of the NTP, followed by a public hearing and a Final EIS issued by Month 11. A draft ROD would be provided with the Final EIS and would be finalized by the end of the first year.

In Tier 2, individual NEPA documents would be prepared for project elements that: fall outside the existing ROW; represent potentially significant impacts; or are expected to generate major public controversy. Located in each of the four identified segments, these types of project elements include bridge improvements, park-and-ride lots, bus stations, new ramp structures and wetland mitigation sites. The level of NEPA documentation required for such project elements would be determined as part of the programmatic analysis conducted in Tier 1. The individual Tier 2 NEPA documents would be prepared in


accordance with independent, but concurrent schedules. By continuing the streamlining process established in Tier 1, all Tier 2 documents will be completed by Month 32 (see Figure 2.c-1). The extended period of performance for Segment D is attributed to major NEPA efforts that are anticipated for the Rappahannock River Bridge. Once each individual CE, FONSI or ROD is completed, Fluor-Transurban would acquire the additional ROW and rely on VDOT to exercise its eminent domain powers.

Process Streamlining Agreement

To make sure that timely decisions are reached throughout the NEPA process, the Fluor-Transurban Team recommends that VDOT prepare and enter into a “Process Streamlining Agreement” with the FHWA. The purpose of this agreement would be to define the decisions to be made and approvals to be granted, as well as to define the specific study elements conducted in each tier. The application of this environmental streamlining effort meets the objectives of Section 1309 of TEA-2 and Executive Order 13274 – Environmental Stewardship and Transportation Infrastructure Project Reviews.

Fluor-Transurban proposes to assist VDOT in developing an agreement that can be modeled after (and improved upon) the Process Streamlining Agreement developed for the I-81 project. Elements of the agreement would include:

• Project Description – to define the purpose and need for the proposed action

• Purpose of the Agreement – to define the decisions to be made and approvals to be granted at specific milestones related to the tiered environmental study as well as the study process and elements to be included in each stage of the tiered analysis

• Study Approach – to define the level of NEPA documentation required at each tier and the decisions to be made

• Resources and Timelines – to document the commitments made by VDOT and FHWA to staff, schedules and specific responsibilities

• Conflict Resolution Process – to acknowledge that all issues will be resolved promptly between team members

• Signed by VDOT Commissioner and FHWA Division Administrator – to secure the commitments and agreements

Once in place and implemented, the same streamlining process can be used with all other relevant agencies that must review or issue a permit or opinion related to the project.

Effective use of environmental streamlining will be the key to achieving the schedule for NEPA documents described in the following section.


2.c.4 Permit Requirements

Once a ROD is approved for Phase I, or any of the several Phase II facilities, the Fluor-Transurban Team will begin acquiring all water resources permit authorizations for this project using the Joint Permit Application (JPA) process administered by the Virginia Marine Resources Commission (VMRC). The application will be routed through VMRC to the U.S. Army Corps of Engineers (COE) and Virginia Department of Environmental Quality (DEQ). Permits must be obtained from all three of these agencies with regard to the proposed impacts. These agencies will coordinate with several other agencies, including, but not limited to, the U.S. Environmental Protection Agency (EPA), U.S. Fish and Wildlife Service (USFWS), National Marine Fisheries Service (NMFS), Coast Guard (CG), Virginia Department of Historic Resources (VDHR), Virginia Department of Game and Inland Fisheries (VDGIF), and Virginia Department of Conservation and Recreation (VDCR). Table 2.c-2 identifies the approvals required, agency involved, and application method.

Table 2.c-2. Permit and Approval Matrix

Permit or Approval Issuing or Approving Agency Method of Application

Draft NEPA Document FHWA VDOT submits to FHWA

Final NEPA Document VDOT, FHWA VDOT approves and submits to FHWA

FONSI or ROD FHWA FHWA issues

Rivers and Harbors Act Section 9 bridge permit for bridges across navigable waters

U.S. Coast Guard Fluor-Transurban submits application

Clean Water Act Section 404 permit for discharges into waters of the U.S., including wetlands

U.S. Army Corps of Engineers Fluor-Transurban submits Joint Permit Application to Virginia Marine Resources Commission

Clean Water Act Section 401 Certification (Virginia Water Protection Permit)

Virginia Department of Environmental Quality

Fluor-Transurban submits Joint Permit Application to Virginia Marine Resources Commission

Subaqueous Bed Permit Virginia Marine Resources Commission

Fluor-Transurban submits Joint Permit Application to Virginia Marine Resources Commission

Virginia Stormwater Management Program (VSMP) Permit

Virginia Department of Conservation and Recreation

Fluor-Transurban submits application

Approval for adding project to regional transportation plan

Metropolitan Planning Organization (MPO)

VDOT submits request to MPO

Conformity analysis Metropolitan Planning Organization (MPO)

VDOT submits request to MPO


2.c.5 Water Resources Permit Process Schedule

The JPA development process is expected to take 9 to 15 months, with 12 months being a reasonable assumption. The overall permit preparation/acquisition period would be 15 to 21 months, with a best-case/worst-case range of 12 to 24 months. This process can proceed concurrently with NEPA documentation.

2.c.6 Managing the Permit Process

Key approaches which the Fluor-Transurban Team has used successfully throughout Virginia to manage the permit process include:

• Providing a complete application and requisite supporting documentation for the complete project, including ancillary features and improvements such as storm water management areas, construction staging areas, and temporary impacts.

• Developing a mutually agreed-upon schedule with the regulatory agencies for milestones, deliverables, and coordination meetings to be held early in the process in order to achieve the timely issuance of permits and provide for a mechanism to address issues.

• Partnering with community leaders and regulatory agencies to determine that members have stakeholder roles in the successful completion of the project.

• Funding an agency (COE, VDEQ, and VDCR) liaison staff person(s) during the permitting and construction phases to: (1) relieve the staffing and financial burden on the agencies, and (2) provide greater responsiveness to the project permitting and regular inspection work that will occur during construction.

• Directly assisting the COE in the preparation of the EA and documentation used in support of the permit findings.

• Identifying appropriate compensatory mitigation (wetlands and streams) as well as providing conceptual designs and supporting data for inclusion in the JPA.

• Facilitating close coordination with the water resources permit application process, environmental specialists, regulatory agency liaisons, and designers in order to evaluate and incorporate direct and indirect impact minimization measures during the design process.

• During the permit process, committing to provide a monitor to oversee, document, and report on compliance with environmental permit conditions during construction.

• Integrating, or concurrently processing, wetlands permitting with the EIS process.


2.c.7 Compensatory Mitigation

Compensatory mitigation for wetland and stream impacts will be required pursuant to federal and state water quality permits. The quantity and type of compensation required is dependent upon the project’s impacts. Federal and state guidance typically requires a replacement ratio of 2:1 for forested wetlands, 1.5:1 for scrub-shrub wetlands, 1:1 for emergent wetlands, and 1:1 for streams. Identification of suitable sites in appropriate Hydrologic Unit Codes, conceptual design, and property acquisition will be completed during the permitting process. The total design, construction, and acquisition costs will vary considerably based on the type of compensation, plan elements, and land values in the region. Alternative compensation requirements may be achieved through a combination of project-specific compensation, purchase of credits from mitigation bank(s), and payment to the Virginia Wetlands Restoration Trust Fund. Several mitigation banks are either planned or operational within the service areas covering the proposed project area. However, cost savings associated with the pre-sale purchase of credits through a planned entrepreneurial bank could be realized, averaging between 10 to 15 percent compared with standard market-based purchases from an operational bank.

I-95/395 BRT/HOT Lanes System 2-39 AV20050123-055 -- 2.d.doc

2.d.1 Social Impacts

The I-95/395 Corridor is an important part of the regional, state, and national transportation system. As such, it provides mobility and accessibility for social interaction on a variety of scales. In addition to providing for the interstate transport of people and goods, it is an extremely important commuter route for workers traveling to and from Washington, D.C., and throughout Northern Virginia. All of these roles are burdened by the current daily congestion, northbound in the morning and southbound in the evening. While the existing HOV lanes provide an alternative for commuters able and willing to combine their trips with fellow travelers, the single drivers who are unable or unwilling to do so have no option but to suffer the congestion. Meanwhile, significant capacity within the HOV lanes remains unused. Table 2.d-1 provides a preliminary list of the potential adverse social impacts resulting from this situation, Fluor-Transurban’s plan to mitigate these impacts, and the resulting benefit realized from implementing these mitigation measures.

Table 2.d-1. Potential Adverse Social Impacts and Mitigation Measures

Adverse Impacts Mitigation Measures Positive Results

Induced development (real or perceived) resulting from the increased highway capacity

Coordinate with local officials and community leaders to identify ways to alleviate concerns

BRT services extended or enhanced along entire corridor, including direct connections to existing rail stations

Reduced mobility in HOV/HOT Lanes by introducing additional volumes of traffic

Add new capacity to existing HOV alignment and adjust pricing appropriately to prevent overload

Increased mobility overall by making use of existing excess capacity and new capacity

Reduced incentive to carpool Create annual transit subsidy to expand transit operations since HOV and transit vehicles continue to travel for free

Expanded travel choices by increasing availability of, and access to, mass transit

2.d.2 Economic Impacts

The I-95/395 Corridor is a major artery for local, regional, state, and interstate commerce, including both the transport of goods and services as well as travel by labor (employees). Northern Virginia constitutes the largest regional economy in the state and, as such, contributes significantly to Virginia’s tax and employment bases. The I-95/395 Corridor is an important link between this major state economy component and the rest of the state, as well as the entire East Coast. However, the frequent congestion on I-95/395 both impedes and increases the cost of commerce. Table 2.d-2 contains a preliminary list of the potential adverse economic impacts, Fluor’s plan to mitigate these impacts, and the benefit resulting from the implementation of these plans.


Table 2.d-2. Potential Adverse Economic Impacts and Mitigation Measures


Potential for diminished income to vanpool providers

Vanpool providers continue to travel BRT/HOT Lanes at no charge

Range of service area for vanpool providers substantially increased

Temporary and permanent employment opportunities provided

Potential for increased government services costs for induced development

A local transit subsidy will supplement or reduce current local government investment for transit operations

Local transit operators will be able to expand service with this new revenue source. Commuters will realize savings associated with reduced travel time

Increase in operations and maintenance costs as a result of adding the new BRT/HOT Lanes facilities

Tollpayers will pay for toll operations costs for the BRT and HOT Lane facilities as well as the Local Transit Subsidy

Tolls provide new source of revenue to fund construction and operation of transportation facilities that otherwise could not be funded in the foreseeable future

Lower fuel costs associated with reduced congestion and faster commutes

2.d.3 Environmental Impacts

Two immediate positive environmental impacts result from implementing the Fluor-Transurban Plan along the I-95/395 Corridor.

• Improved air quality by reducing congestion

• Reduced energy consumption by encouraging greater use of carpooling and subsidizing BRT use

These long-term benefits will improve the quality of life to the communities along the corridor.

Although all of the proposed Tier 1 work will be confined within the existing ROW, the wide existing median contains substantial amounts of forest and wetland that would be impacted by the proposed construction. In addition, a substantial amount of development lies within relatively close proximity to the I-95/395 Corridor, increasing the prospects for noise impacts.

Table 2.d-3 contains a preliminary list of the potential adverse environmental impacts, Fluor-Transurban’s mitigation plans, and positive benefits resulting from the implementation of these measures.


Table 2.d-3. Environmental Impacts and Mitigation Measures


Displaced median vegetation Shift two new lanes off-center to preserve median vegetation. Avoid and retain, where possible

Habitat preservation

Displaced streams Compensate for stream-bottom losses with restoration/enhancement efforts elsewhere


Displaced wetlands Compensate for wetland losses with replacement wetlands elsewhere


Reduction in wildlife populations associated with forest, streams, and wetlands

Compensate (in part) through stream and wetland restoration and enhancement elsewhere


If present, small whorled pogonia impacted (federally-listed threatened species, state-listed endangered species)

Conduct comprehensive search of suitable habitat to determine if present

Avoid species disturbance

If present, harperella impacted (federally-listed endangered species)

Conduct comprehensive search of suitable habitat to determine if present

Avoid species disturbance

Increased noise levels by increasing traffic volumes and speeds

Install noise barriers, where warranted Reduction of noise levels in areas where noise barriers would be installed

Increased impervious surface, thereby increasing stormwater runoff

Install stormwater management measures New stormwater management facilities in areas where none currently exist

Increased potential stream pollution from highway runoff

Install stormwater management measures New stormwater management facilities in areas where none currently exist

Temporary erosion and sedimentation during construction

Install and maintain control devices and measures during construction

Slope stabilization and erosion control

Encroachment on floodplains Provide adequate hydraulic openings or bridges, as appropriate, to avoid increases in flood levels

No net change to floodplain designation

Potential displacement of archaeological sites

Conduct comprehensive searches for archaeological resources in areas of potential effects

Satisfy stakeholder concerns about historical and cultural preservation

Potentially disturbed hazardous materials sites

Conduct comprehensive assessment for hazmat sites in areas of potential effects

Prevent release of hazardous materials

Diminished visual character of corridor by removing substantial amounts of existing vegetation within median

Preserve or replace vegetation, where possible

Maintain aesthetic character of the corridor

I-95/395 BRT/HOT Lanes System 2-42 AV20050123-044 -- 2.e.doc

Finding a solution to the congestion and lack of traveler choices in the I-95/395 Corridor is a complex and challenging problem. To assist in developing and executing the best solution for the corridor, several critical success factors (or goals) have been identified. These factors/goals are:

1. Obtain a consensus on the need 2. Provide a regional solution 3. Expand existing transit operations 4. Encourage public and community support 5. Develop an environmentally sensitive plan 6. Improve highway and transit safety 7. Provide systems that result in efficient and customer-friendly operations 8. Finance the project with minimum public-sector participation

Specific objectives have been developed for each project goal. Qualitative or quantitative measures of effectiveness (MOEs) have also been developed to help measure progress toward achieving each objective and, through them, the goals. This set of goals, objectives and MOEs, as identified below, may be useful to Virginia Department of Transportation (VDOT) in the NEPA alternative development and analysis activities.

Goal 1 – OBTAIN A CONSENSUS ON THE NEED

Objective Measure of Effectiveness (MOE) 1.1 Obtain approval from the affected communities, VDOT,

FHWA as part of the NEPA process. Is this plan likely to achieve NEPA approval and selection as the build alternative?

1.2 The transit component of the proposal must provide new and expanded alternative choices for commuters

Does the plan fully integrate a multi-modal solution consisting of rail transit connections, BRT/HOT Lanes, increased carpooling, as well as accommodating highway improvements?


Goal 2 – PROVIDE A REGIONAL SYSTEM SOLUTION

Objective Measure of Effectiveness (MOE) 2.1 The system should start and end at logical multi-modal

locations (1) Is the terminus consistent with current land use and community development plans?

(2) Is new capacity and entry/exit provided both inside and outside the Beltway?

(3) Is Washington, D.C. interested in exploring bridge and BRT/HOT Lanes options that could benefit both jurisdictions?

2.2 Provide for new park-and-ride facilities How many new park-and-ride lots and parking spaces are provided?

2.3 The plan should respond to regional transportation needs for both transit and road.

Does the plan provide financing for:

Springfield Interchange Phase VIII

Direct rail station connections, and a system of BRT facilities and BRT/HOT Lane toll operations?

2.4 The plan must address the need to centralize otherwise interconnect planned and existing control/ communications centers in a cost-efficient manner

(1) Does the plan provide VDOT options?

(2) Are the BRT communications needs addressed?

(3) Are there dollars budgeted for this facility?

2.5 Utilize the SEP-15 Procedures to facilitate innovation Does the plan propose to use SEP-15?

Have the proposals demonstrated the vision and imagination necessary to take full advantage of SEP-15 to the benefit of the entire region?

Goal 3 – EXPAND EXISTING TRANSIT OPERATIONS

Objective Measure of Effectiveness (MOE) 3.1 The plan must significantly address corridor transit

facility needs How many new or extended bus routes can take advantage of this concept—number, length of routes, and potential ridership?

3.2 Provide adequate transit only and shared facilities to facilitate Objective 3.1

What are the dollars devoted to BRT-only facilities and how much to joint-use facilities?

3.3 A subsidy which can be used to assist area transit operators to expand the proposed BRT facilities

How many millions of dollars are provided in the plan, in total and annually?

3.4 Explore options that extend BRT/HOT Lanes across 14th Street Bridge and beyond

Will these options be included in the pending 14th Street Bridge EIS effort by the FHWA Eastern Lands Division?


Goal 4 – ENCOURAGE PUBLIC AND COMMUNITY SUPPORT

Objective Measure of Effectiveness (MOE) 4.1 The plan must gain public support to be successful Do opinion polls or newspaper reports indicate that such

support can be developed?

4.2 Local officials must support this plan Are letters or resolutions offered that indicate potential support?

4.3 All affected jurisdictions and stakeholders must benefit from the plan

Have specific benefits for each stakeholder been itemized?

4.4 The plan must demonstrate that existing HOV users are not adversely affected by the HOV to HOT conversion

Has the plan listed specific benefits for existing HOV/express lane users?

4.5 The amount of public money required should be minimized

Identify and quantify all private and public dollars necessary to implement this plan.

4.6 The community outreach plan must be realistic and comprehensive

Is the plan developed and lead by a highly regarded public relations firm with staff experienced in BRT/HOT Lane projects?

Goal 5 – DEVELOP AN ENVIRONMENTALLY SENSITIVE PLAN

Objective Measure of Effectiveness (MOE) 5.1 The plan needs to recognize that full NEPA evaluation

and documentation will be required, utilizing a tiered approach and a Process Streamlining Agreement with FHWA

Does the plan unrealistically assume any CE as part of its strategy?

Is the Agreement consistent with the Environmental Streamlining objectives of Section 1309 of TEA-21 `and Executive Order 13274?

5.2 The proposal must outline a detailed plan for integration with the NEPA process

Are the NEPA requirements reflected in the facility phasing and was the level of potential negative impact reflected in the plan?

5.3 Schedules for the NEPA tiering analysis and documentation must be reasonable

How many months are shown on the schedule for Tier 1 and for the Tier 2 independent segment documents?

5.4 The plan must provide guidance to VDOT to assist them in managing both its NEPA and PPTA responsibilities

Has step-by-step guidance been provided for the NEPA activities?

5.5 Once a ROD is signed, all required permits and approvals must be obtained

Have all the relevant and required permits been listed?


Goal 6 – IMPROVE HIGHWAY AND TRANSIT SAFETY

Objective Measure of Effectiveness (MOE) 6.1 The plan must relieve current corridor congestion,

especially south of the Rappahanock River Do the new BRT/HOT Lanes terminate at a point south of known existing congestion points and does it merge back into GP traffic on the right or the safer slow lane?

6.2 The plan should provide a variety of safer types of entry/exit points and not rely solely on slip ramps

What are the type and number of new direct ramp, flyover ramp, and slip ramp entry/exits?

6.3 The plan must improve access and reduce congestion at the Pentagon and 14th Street Bridge Northern Terminus

What new solutions have been offered for adding new access points and capacity at these locations?

6.4 Provide compatibility with local government land use and transportation plans, transit operator plans, and all pending VDOT I-95 C-D Road/Access, Extension of HOV plans

Has the proposer coordinated with all affected local governments?

Does the plan show how it respects or complements current and future plans?

Goal 7 – PROVIDE SYSTEMS THAT RESULT IN EFFICIENT AND CUSTOMER FRIENDLY OPERATIONS.

Objective Measure of Effectiveness (MOE) 7.1 The vendor should have experience in developing and

operating the successful implementation of an all-electronic, open-road tolling system

Is such experience documented in the proposal?

7.2 The plan of operation should provide for interoperable solutions and maximize the potential benefits (in terms of customer service and efficient operations) of interoperability

Does the proposer’s plan deal with interoperability issues and document experience of vendor in dealing with interoperability issues?

7.3 The business model must be customer-driven with operating systems specified in terms of customer service and business outcomes.

Does the proposal demonstrate a track record of placing the customer first in developing its business model, systems and operating procedures?

7.4 The proposed vendor must have relevant experience with an appropriate incentive to minimize “whole-of-life” operating costs rather than up-front costs

What financial and other incentives ($) are offered, and does the vendor have the relevant experience?

7.5 Provide a control center/customer service backroom that can accommodate an expanded Northern Virginia regional HOT Lane system

Have alternative control center options been offered?

Do the options address control needs for the I-495 and I-95/395 HOT Lanes, Dulles Toll Road, existing ITS operations and expansions to regional HOT/toll operations?


Goal 8 – FINANCE THE PROJECT WITH MINIMUM PUBLIC SECTOR PARTICIPATION

Objective Measure of Effectiveness (MOE) 8.1 Maximize private investment in the project Number of private, federal, state or local dollars needed

to develop, build, operate and maintain this facility

8.2 Are federal, state or local bond guarantees, moral or general obligation, required for this plan?

Yes/No. If yes, whom?

8.3 Realistic estimates must be provided for anticipated ROW and utilities relocation needs

Are the plan of finance costs based on realistic estimates or simply allowances?

8.4 Provide a private concession option for financing all phases of the project, including all O&M, as an alternative to Goal 8.1

What is the value of the concession offered? What length is the concession lease?

8.5 Provide a method to pay for the NEPA analysis that is required to evaluate this concept

Is a method of financing the NEPA analysis included in the proposal?

I-95/395 BRT/HOT Lanes System 2-47 AV20050123-043 -- 2.f.doc

The Fluor-Transurban Team has prepared a preliminary schedule (see Figure 2.f-1). The project has been divided into five major functions: project development and four construction segments. The four construction segments are as follows:

• Segment A – From the 14th Street Bridge to the Springfield Interchange

• Segment B – Phase VIII of the Springfield Interchange (constructed under Capital Beltway)

• Segment C – From the Springfield Interchange to the Town of Dumfries

• Segment D – Extension of Beltway HOT Lanes to Telegraph Road (including direct access to Gallows Road and Tysons Corner)

Construction Segment D has been subdivided into four separate units:

− Town of Dumfries to Route 610 − Route 610 to Route 627 − Route 627 to the Rappahannock River − Rappahannock River to the South End of the Project

Four separate construction segments will allow four teams to start work on different sections of the project simultaneously. Each team will coordinate all construction activities as well as lane closures in its area. The work zones within each area will be separated by temporary traffic barriers to protect both the traveling public and the Fluor-Transurban Team workers.

Within Segments A and C, traffic will be maintained in a two-lane configuration while the third lane is constructed and the overlays performed. Fluor-Transurban recognizes the necessity of extensive night-shift work to conduct these activities while keeping the disruption to the traveling public to a minimum. Segment D will be constructed as normal median widening, except in those areas where the alignment of I-95 will be changed to allow for the median construction.

The collective experience of the three major contractors under the guidance of Mr. Steve Kilcrease is a critical factor in achieving the successful completion of this aggressive schedule. The contractors have shown their ability to provide the necessary resources required to deliver large projects. This ability, coupled with Mr. Kilcrease’s experience in managing large, complex projects, provides assurances that the schedule is achievable.

I-95/395 BRT/HOT Lanes System 2-48 AV20050123-043 -- 2.f.doc

Work on the Preliminary or Conceptual Design to the 30 percent level will begin certain Environmental Design Activities, which will be done during the development period in support of the permitting process. This activity will support the environmental permitting process as well as the final pricing and scheduling efforts.

A copy of the proposed Schedule D is presented in Figure 2.f-1.

Activity

ID

Activity

Description

Orig

Dur

e

u

% Early

Start

Early

Finish

Overhead - Project Activities

1050 Submit Detailed Proposal For 0 03JUN05

1060 VDOT Detailed Proposal Review 85 03JUN05 30SEP05

1062 Recommend to Commissioner 22 03OCT05 01NOV05

1064 Negotiate Comprehensive 66 02NOV05 01FEB06

1110 Comprehensive Agreement 0 02FEB06

1065 Financing Plan 108 02FEB06 03JUL06

1080 Tier I Environmental Evaluation 279 02FEB06 02MAR07

1120 Revenue and Traffic Study 86 03APR06 01AUG06

1250 Segment A C, D Tier I Permits 259 01JUN06 01JUN07

1130 30% Design 86 01SEP06 02JAN07

1090 Segment A, C, D Tier I Negotiate 129 02OCT06* 02APR07

1160 Segment A, C, D Tier I Fix Price 129 02OCT06* 02APR07

1100 Segment D Tier II - EIS 520 02OCT06* 06OCT08

1260 Segment D Tier II Permits 563 01NOV06 07JAN09

1085 Segment A, B, C, D Tier I Record 0 05MAR07

1168 Financial Close Segment A, B, C, 43 03MAY07 02JUL07

1170 Segment D Tier II Record of 0 07OCT08

1180 Segment D Tier II Fix Price and 22 07OCT08 05NOV08

1190 Segment D Tier II Negotiate DB 44 07OCT08 05DEC08

1133 Right of Way Acquisitions 300 08DEC08 04FEB10

1230 Segment D Tier II Financial Close 0 09JAN09

9090 Substantial Completion 0 17MAR11

Segment A - 14th St to Springfield

All

C010010 Segment A Detailed Design 110 03APR07 04SEP07

C010015 Segment A Toll System Design 125 08MAY07 30OCT07

C010025 Segment A Utility Relocations 250 15MAY07 01MAY08

C010020 Segment A Demo, Grading, Base 375 15MAY07 24OCT08

C010030 Segment A Bridges and 520 26JUN07 30JUN09

C010040 Segment A Striping and Signage 200 22SEP08 30JUN09

C010050 Segment A Toll Equipment 60 01APR09 23JUN09

C010060 Segment A Commissioning and 5 01JUL09 07JUL09

Segment C - Springfield to Dumfries

All

C030010 Segment C Detailed Design 110 03APR07 04SEP07

C030015 Segment C Toll System Design 125 08MAY07 30OCT07

C030025 Segment C Utility Relocations 300 15MAY07 11JUL08

2005 2006 2007 2008 2009 2010 2011 2012

M J J A S O N D J F M A M J J A S O N D J F M A M J J A S O N D J F M A M J J A S O N D J F M A M J J A S O N D J F M A M J J A S O N D J F M A M J J A S O N D J FA

Submit Detailed Proposal For Selection

VDOT Detailed Proposal Review

Recommend to Commissioner

Negotiate Comprehensive Agreement

Comprehensive Agreement

Financing Plan

Tier I Environmental Evaluation

Revenue and Traffic Study

Segment A C, D Tier I Permits

30% Design

Segment A, C, D Tier I Negotiate DB Agreement

Segment A, C, D Tier I Fix Price and Schedule

Segment D Tier II - EIS

Segment D Tier II Permits

Segment A, B, C, D Tier I Record of Decision

Financial Close Segment A, B, C, D - Tier I

Segment D Tier II Record of Decision

Segment D Tier II Fix Price and Schedule

Segment D Tier II Negotiate DB Agreement

Right of Way Acquisitions

Segment D Tier II Financial Close

Substantial Completion

Segment A Detailed Design

Segment A Toll System Design

Segment A Utility Relocations

Segment A Demo, Grading, Base and Paving

Segment A Bridges and Structures

Segment A Striping and Signage

Segment A Toll Equipment Installation

Segment A Commissioning and Open

Segment C Detailed Design

Segment C Toll System Design

Segment C Utility Relocations

© Primavera Systems, Inc.

Start Date 03JUN05

Finish Date 17MAR11

Data Date 03JUN05

Run Date 23MAY05 14:10

Early Bar

Progress Bar

Critical Activity

95-1

Fluor

I-95/395 BRT/HOT Lanes System V1

Classic Schedule Layout

Sheet 1 of 2

Date Revision Checked Approved

AV20050123-135.pdf 2-49

Activity

ID

Activity

Description

Orig

Dur

e

u

% Early

Start

Early

Finish

All

C030020 Segment C Demo, Grading, Base 375 15MAY07 24OCT08

C030030 Segment C Bridges and 520 26JUN07 30JUN09

C030040 Segment C Striping and Signage 250 14JUL08 30JUN09

C030050 Segment C Toll Equipment 60 01APR09 23JUN09

C030060 Segment C Commisioning and 5 01JUL09 07JUL09

Segment D- Dumfries to Terminus

All

C040010 Segment D Detailed Design 650 03APR07 06OCT09

C040015 Segment D Toll System Design 1 08MAY07 08MAY07

Area 1 - Dumfries to Route 610

C040125 Segment D A1 Utiltiy Relocation 300 15MAY07 11JUL08

C040120 Segment D A1 Demo, Grading, 350 15MAY07 19SEP08

C040130 Segment D A1 Bridges and 600 26JUN07 20OCT09

C040140 Segment D A1 Striping and 250 03NOV08 20OCT09

C040150 Segment D A1 Toll Equipment 60 27MAR09 18JUN09

C040160 Segment D A1 Commissioning 5 21OCT09 27OCT09

Area 2 - Route 610 to Route 627

C040225 Segment D A2 Utiltiy Relocation 110 31OCT07 03APR08

C040220 Segment D A2 Demo Grading 130 11JAN08 11JUL08

C040230 Segment D A2 Bridges and 600 22FEB08 17JUN10

C040250 Segment D A2 Toll Equipment 60 14JUL08 03OCT08

C040240 Segment D A2 Striping and 75 05MAR10 17JUN10

C040260 Segment D A2 Commissioning 5 18JUN10 24JUN10

Area 3 - Rt 627 to Rte 3

C040325 Segment D A3 Utiltiy Relocation 320 20OCT08 14JAN10

C040320 Segment D A3 Demo, Grading, 370 11MAR09 12AUG10

C040330 Segment D A3 Bridges and 320 22APR09 15JUL10

C040340 Segment D A3 Striping and 280 15JUL09 12AUG10

C040350 Segment D A3 Toll Equipment 60 13AUG10 04NOV10

C040360 Segment D A3 Commissioning 5 05NOV10 11NOV10

Area 4 - Tier II Rappahannock Bridge to End

C040425 Segment D A4 Utiltity Relocation 105 24NOV08 21APR09

C040420 Segment D A4 Demo, Grading, 130 11MAR09 08SEP09

C040430 Segment D A4 Bridges and 520 11MAR09 10MAR11

C040440 Segment D A4 Striping and 400 26AUG09 10MAR11

C040450 Segment D A4 Toll Equipment 60 04MAR10 26MAY10

C040460 Segment D A4 Commissioning 5 11MAR11 17MAR11

2005 2006 2007 2008 2009 2010 2011 2012

M J J A S O N D J F M A M J J A S O N D J F M A M J J A S O N D J F M A M J J A S O N D J F M A M J J A S O N D J F M A M J J A S O N D J F M A M J J A S O N D J FA

Segment C Demo, Grading, Base and Paving

Segment C Bridges and Structures

Segment C Striping and Signage

Segment C Toll Equipment Installation

Segment C Commisioning and Open

Segment D Detailed Design

Segment D Toll System Design

Segment D A1 Utiltiy Relocation

Segment D A1 Demo, Grading, Base and Paving

Segment D A1 Bridges and Structures

Segment D A1 Striping and Signage

Segment D A1 Toll Equipment and Installation

Segment D A1 Commissioning and Open


Segment D A2 Demo Grading Base and Paving




Segment D A2 Commissioning and Opening







Segment D A4 Utiltity Relocation






© Primavera Systems, Inc.

Start Date 03JUN05

Finish Date 17MAR11

Data Date 03JUN05

Run Date 23MAY05 14:10

Early Bar

Progress Bar

Critical Activity

95-1

Fluor

I-95/395 BRT/HOT Lanes System V1

Classic Schedule Layout

Sheet 2 of 2

Date Revision Checked Approved

AV20050123-135.pdf 2-50

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2.g.1 Assurances for Timely Completion

Fluor will assume responsibility for the design, construction, costs, and timely delivery of this project through a fixed-price contract. Fluor will sign a comprehensive agreement providing for these obligations. This agreement will be supported by a Fluor Corporation parent guarantee. Fluor’s current commitment and performance in delivering the Pocahontas Parkway (Route 895) project using similar guarantees demonstrates our ability to support the contract with investment-grade credit. The Fluor-Transurban Team is committed to the success of the I-95/395 BRT/HOT Lanes System Project and is prepared to start the development process at our own risk.

All designs will be subject to VDOT review. All design agreements will provide E&O insurance coverage, and all significant subcontractors will be bonded. Fluor-Transurban Team firms will provide construction engineering and inspection with oversight by VDOT.

Utilization and revenue risk is borne in the first instance by Fluor-Transurban as project investors, and then by the bondholders or banks, depending on the financial structure employed. Project debt is issued without any recourse to VDOT or the Commonwealth. A summary of the risk items that Fluor-Transurban is proposing to accept is presented in chronological order as follows:

As Part of the Detailed Proposal Submission

• Work with VDOT staff to develop an environmental documentation process for the I-95/395 System that meets all federal and state environmental and procedural requirements and regulations.

• Continue our community outreach program with the affected localities to solidify the already significant support.

Once Fluor-Transurban is Selected for Negotiation

• Work in cooperation, and in parallel, with the VDOT environmental study process.

• Initiate a Public Awareness Program designed to increase the local support and potential customers for the I-95/395 System. This multi-media program will feature real-citizen experience in using our knowledge of actual HOT Lane operations in conjunction with the BRT service. This approach places the burden of selling the toll idea and rapid transit concept to area residents on Fluor-Transurban—not VDOT.

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2.g.2 When the Comprehensive Agreement is Signed

• Begin the design required to achieve financial close.

• Begin the process to obtain all required permits once the appropriate environmental and documentation requirements are established.

• Finalize investment-grade as well as concession traffic and revenue studies; present VDOT with tax-exempt and concession-financial options.

• Fluor-Transurban will complete all project development activities and negotiate a design-build contract with VDOT.

• Fluor-Transurban will fix the total construction cost and schedule as part of the design-build contract.

• Fluor-Transurban will achieve financial close.

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2.h.1 Project Ownership

In the event that a tax-exempt structure is selected at financial close, the Virginia Department of Transportation (VDOT) will have ownership of the project upon completion of construction. An IRS 63-20 non-profit corporation or another entity will be assigned the right to collect tolls for the purpose of making debt service on the bonds issued to finance the improvements, and for operations and maintenance activities. Law enforcement and legal liability remain the responsibility of the Commonwealth of Virginia.

In the event that a concession structure is selected at financial close, VDOT will own the project right-of-way and will assign the right to collect tolls to the Fluor-Transurban concession vehicle as compensation for entering into the obligation to finance, construct, operate, maintain and hand back the project in acceptable condition. Unlike some other concession financings (e.g., Chicago Skyway), a cap will be placed on financial returns with any residual cash flow accruing to VDOT for transit or other purposes. Law enforcement and legal liability remain the responsibility of the Commonwealth of Virginia.

In either finance structure, Transurban will be responsible for the definition and delivery of an electronic toll collection system for the I-95/395 BRT/HOT Lanes System Project. Transurban will manage toll and customer service operations, and will arrange for management contracts for the balance of operations, management, and asset management functions.

Following is an overview of the Fluor-Transurban Team’s business model definition and approach to operations of the I-95/395 BRT/HOT Lanes System Project.

2.h.2 Project Operation

Business Model Definition

The Fluor-Transurban Team recognizes that the Commonwealth, VDOT, and the local communities will judge the success of the I-95/395 BRT/HOT Lanes System Project by the travel choices offered, the level of service provided, and the contributions it makes to improving transportation in Northern Virginia. Achieving this level of success will require a transportation management approach that focuses on customers and the public, as well as on environmental and economic results. For these reasons, the Fluor-Transurban Team believes that the I-95/395 BRT/HOT Lanes System Project should be operated by a firm that has a proven track record of delivering such results.


The management approach adopted for the set-up and operation of the BRT/HOT Lanes involves ‘open road tolling’ (ORT) in which vehicles do not need to slow down or stop to pay tolls. Instead, tolling is undertaken at highway speeds through the use of on-board units known as transponders or tags. This approach to tolling is favored as:

• It provides maximum customer benefits in terms of travel time savings and travel time variability

• ORT does not reduce the capacity of the road through the need to install toll plazas and associated ‘mixing bowl’ zones before and after toll points

• ORT minimizes delays and environmental impacts

• ORT removes hazards in the form of toll plazas from the running pavement and, hence, improves customer and staff occupational health and safety

• ORT supports value-priced tolling, where toll levels are varied to achieve the policy objectives

• The BRT/HOT Lanes will be set up to provide reversible traffic flow and allow multiple entry and exits, both of which make conventional plaza-based tolling difficult to configure and manage

The proposed tolling system architecture for the I-95/395 BRT/HOT Lanes System Project is similar to that successfully deployed for the SR-91 Project in Los Angeles. In the case of SR-91, customers wishing to use the BRT/HOT (Express) Lanes open an account with the operator and are issued a toll tag. HOV customers are able to use the Express lanes but, at key locations, they must use a dedicated lane where vehicle occupancy can be manually checked. The ‘back office’ systems for SR-91 are, therefore, only partially integrated and handling of transactions and enforcement, in particular, are separate.

The proposal for the I-95/395 BRT/HOT Lanes System Project involves the most sophisticated tolling system integration proposed to date in the U.S. for several reasons. Firstly, tolling will be undertaken at multiple locations. SR-91 has one set of toll gantries and all tolling and enforcement is undertaken at a single point. For the I-95/395 BRT/HOT Lanes System Project, we will evaluate whether to toll the BRT/HOT Lanes via an ‘open’ or ‘closed’ system. In an open system, the gantries cover the through-lanes of the BRT/HOT Lanes and tolls are applied for each section used. The alternative configuration is known as a ‘closed’ system in which entry movements are matched to exit transactions to make a specific origin to destination pair. In finalizing our plan, a comparative analysis will be undertaken to determine which system best meets project objectives.

In addition to the multiple gantry configurations, we also plan to incorporate a higher level of technology into the enforcement of toll payment and HOV-exempt operations. This approach will involve the performance of some development work with VDOT, as significant policy and privacy issues will need to be managed. Tolls will be calculated based on distance traveled and a variable time of day pricing regime


(displayed on variable message signs so that drivers can make an informed decision regarding whether they want to make use of the facility). Pricing will be varied to provide a minimum level of service.

Fluor and Transurban will work with VDOT to develop a detailed definition of the business model, to make sure that systems and operating functions are appropriately specified. Transurban’s successful record as an international pioneer in electronic ORT tolling and customer service (as the developer and operator of the Melbourne CityLink system as well as current developer and future operator of Western Sydney’s WestLink M7 project) provides a high level of certainty with regard to the delivery and operation of electronic ORT tolling and customer service systems. Transurban manages all aspects of CityLink customer service, business modeling, operations planning, violations management, systems definition and exception processing, which has resulted in a highly successful operation.

2.h.2.1 Virginia Regional HOT Lane Management System

The Fluor-Transurban Team believes that VDOT, BRT/HOT Lane and Capital Beltway users would benefit from the establishment of centralized regional system-wide business operations and customer services management, incorporating the Capital Beltway and the I-95 projects (Virginia Regional BRT/HOT Lanes Management or VRM) system as it would:

• Provide a centralized and unified customer service interface

• Present a common platform of customer service channels to facilitate the use of all (existing and future) toll and/or BRT/HOT Lane operations to deliver the required consistency and standards of customer service at the lowest achievable cost

• Provide single-point operations for common activities, thereby minimizing operational exceptions and delivering economies of scale

• Reduce operating costs through the use of centralized transaction management

• Allow investigations of innovations such as integrated network value pricing to be considered

• Facilitate interoperability between toll service providers.

• Enable inter-company communication between bus/rail transit operators and BRT/HOT Lane users

Given the ongoing Capital Beltway HOT Lane project and this I-95/395 BRT/HOT Lanes System proposal, VDOT will need to address the management of integrated operation. Fluor-Transurban is offering to develop a VRM for the entire system, thereby providing VDOT with the opportunity to dynamically manage the HOT Lane network. The logical first step would be to implement the VRM in support of the Capital Beltway HOT Lanes Project, which could then be leveraged to provide system


support for the I-95/395 BRT/HOT Lanes System Project as well as to consolidate any additional existing or future area toll operations. The Fluor-Transurban Team will define, develop and deliver toll collection and customer service systems and operating processes for the I-95/395 BRT/HOT Lanes System Project. These systems would interface and be fully interoperable with a VRM system, including interfaces to the Smart Tag/E-ZPass system.

The plan of finance (discussed in Tab 3.b) assumes that the I-95/395 BRT/HOT Lanes System Project is able to build upon an existing centralized toll collection system, rather than fund the establishment of a stand-alone system. However, if a VRM has not been contracted for, or established, prior to financial close, the Fluor-Transurban Team would, with VDOT’s approval, define a separate VRM system to support the I-95/395 BRT/HOT Lanes System Project.

2.h.2.2 Approach to Customer Service

The starting point in the development of the Fluor-Transurban Team’s approach to customer service will be the customers themselves. The I-95/395 BRT/HOT Lanes System Project will be in competition with the free lanes. Motorists and transit users will make choices as to whether or not to use the BRT/HOT system. Therefore the Fluor-Transurban Team will need to develop a business model that makes use of the BRT/HOT Lanes as attractive as possible. Understanding the needs of the toll-paying customer (primarily commuters), carpooler, transit rider, and slugger is essential to translating that knowledge into appropriate products, service and communications in order to achieve the highest levels of customer satisfaction and use.

Customers will be required to open an account to use the BRT/HOT Lanes and establish a mechanism for payment of tolls. Unlike in conventional tolling projects, no ‘on-road’ opportunities are available to pay the tolls and, hence, customer information services are important in order to promote the correct behavior by customers (and non-customers).

HOV Operations

HOV (3+) users will be required to open an account and use a tag in the same way as those customers who pay the tolls on the SR-91 system. In the case of the HOV customers, their tag will be identified within the system as an HOV user when they enter through the HOV lane and the transaction will be identified as non-revenue. In addition to providing the only practical way to accommodate free usage for HOVs, this approach will increase the number of holders of transponders which will increase penetration and improve tolling efficiency on all projects in the corridor.

Enforcement

The multiple entry/exit configuration of the I-95/395 BRT/HOT Lanes presents a number of challenges in relation to enforcement. Enforcement is required at two levels. Firstly, the use of the BRT/HOT Lanes must be managed to discourage customers without an account from using the lanes. Secondly, the need exists to make sure that HOV customers who enter the facility through HOV lanes are not charged for the transaction, and that HOV customers are traveling with at least three occupants in the vehicle.


Suitable technology and operating precedent is available in the U.S. for the enforcement of BRT/HOT Lanes. Notwithstanding, the passage of State Legislation (see discussion is Section 3.d) the specific operations of enforcement for the I-95/395 BRT/HOT Lanes System Project is a major area of co-operative activity that will need to be addressed in partnership with VDOT.

Numerous options are available for developing an enforcement strategy aimed at achieving the proper behavior from HOV travelers on the I-95/395 BRT/HOT Lanes System Project. These options include conventional manual systems where Highway Patrol Officers (HPOs) are positioned at key points along the route and use conventional police methods to enforce the law. At the commencement of BRT/HOT operations, it is likely that this type of enforcement will be part of the strategy used. This strategy will also include educating customers regarding the system and its operation. However, as video and image management technology has improved rapidly over the past decade, it is also appropriate to take the opportunity to introduce, at the appropriate time, more automated enforcement techniques. The Fluor-Transurban Team recognizes that material privacy issues will need to be considered in developing an automated enforcement system, but believes that a satisfactory solution is both politically and technically possible.

2.h.2.3 Tolling System

The tolling system strategy will be based on the customer service requirements and reflect the developed business model. It will be tailored to the I-95/395 BRT/HOT Lanes System Project, will enable customers with Smart Tag or E-ZPass transponders to use the BRT/HOT Lanes, and may provide an opportunity for the development of the next generation of electronic tolling and customer service management technologies. Transurban is a world leader in developing toll technology and will continually seek ways to improve future operations.

Focus on Operating Costs

When completing the business model for the I-95/395 BRT/HOT Lanes System Project, the Fluor-Transurban Team recognizes the need to take into account both up-front capital costs and future operating costs. In this regard, Transurban, with five full years of operation completed on CityLink, has the most relevant experience to assist VDOT in achieving the optimum level of performance.

2.h.2.4 Channel Strategy

The outline for setting up the customer service operations will involve a targeted education program, customer acquisition strategy and ongoing customer support. The customer must be offered choices—both in their ability to access products and in the level of service they require. As a fully electronic road, it is proposed that the I-95/395 BRT/HOT Lanes System Project provide a high level of customer support, including multiple service channels targeted to customer needs. This approach will include the use of a customer center, call center and Web site for education and information purposes as well as account management and account opening. Customer information services showing toll costs, entry and exit information as well as general arrangements for the reversible flow operation will be available through all channels and kept current through the use of an integrated Customer Relationship Management System.


At system start-up, providing high levels of customer service or personal contact is essential since customers may require advice regarding the BRT/HOT Lane operation and product (toll payment) options. As customers become regular users of this system, they will ultimately migrate toward low-cost customer service options. This movement (or channeling) of the customer can be encouraged through incentives and will be an important element of the adopted I-95/395 BRT/HOT Lanes System Project business model, and is illustrated in Figure 2.h-1.

Figure 2.h-1. Customer Service/Channel Costs

2.h.2.5 Roadway Maintenance

Ownership – The infrastructure currently owned/operated by VDOT will continue to belong to the Commonwealth of Virginia.

Legal Liability – VMS will maintain liability insurance to address legal liability for the maintenance of the infrastructure designated in this proposal. VDOT will be included as an additionally named insured on such insurance.

Facility Operations – Fluor-Transurban will provide long-term maintenance and operation of the facility under an asset management agreement with VDOT for a tax-exempt option and will be responsible for these services under a concession agreement. The program will include routine and preventive maintenance services, snow and ice control and emergency response services. VMS will provide services to meet agreed-upon performance measures for the duration of the contract. VMS will provide these services at risk under a lump-sum price agreement with VDOT or the concession company, as agreed upon prior to commencing the asset management program.

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2.i.1 Phased Openings

The Fluor-Transurban Team has divided the entire 56-mile route into four segments as described in Section 2.a.11. These segments are:

Segment Description Location A From 14th Street Bridge to Springfield Interchange MP 10 (10 miles)

B Phase VIII of the Springfield Interchange MP 170

C From Springfield Interchange to the Town of Dumfries MP 143 (18 miles)

D From the Town of Dumfries to Massaponax MP 125 (28 miles)

Fluor-Transurban has segmented the project to allow for independent utility and the early opening of portions of the project. Segments A and C represent the existing portions of highway that are being upgraded. They also represent the most congested areas. As shown on the schedule, these two segments will be opened within 24 months of the beginning of construction. This target date not only allows revenue generation to begin, but also gives the traveling public the benefit of expanded lanes for alleviating congestion. The expanded lanes will be opened at the same time as the associated bus stations in each segment. This approach allows the bus companies to begin implementation of the BRT portion of the project with expanded service and routes.

Segment Area Commuter Route Termination Location 1 Town of Dumfries to Just North of Route 610 MP 143

2 Route 610 to Route 627 MP 136

3 Route 627 to Rappahannock River MP 130 D

4 Rappahannock River to Massaponax MP 125

As shown on the schedule, Segment D has been divided into four areas. These areas have been developed to terminate near major commuter routes, starting from the north and extending south. As each area is completed, it will be opened for operation.

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The following matrix identifies when each segment is anticipated to be opened.

Segments Constructed Anticipated Opening A Jul 2009

C Jul 2009

D – 1 Oct 2009

D – 2 Jun 2010

D – 3 Nov 2010

D – 4 Mar 2011

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2.j BRT/HOT Lane System Optional Enhancements

While our capital cost estimate for the project does not include the following enhancements, we believe they should be considered by VDOT as the project is further developed.

2.j.1 Pentagon/Crystal City/Potomac Yard Options

The reversible HOV lanes change to directional roadways separated by a concrete median barrier in the Crystal City area (north of Joyce Street). Direct access from both the northbound and southbound HOV lanes currently exists to both the Pentagon and Crystal City in the vicinity of Eads Street. In addition, direct access from the Pentagon exists to both the northbound and southbound HOV roadways. However, direct access to the HOV lanes from Crystal City exists only in the northbound direction.

Several options are available for increasing capacity to both Crystal City and the Pentagon. New access would be provided from northbound Jefferson Davis Highway (Crystal City/Potomac Yard Area) to southbound BRT/HOT Lanes through the addition of a loop ramp in the northwest quadrant of the interchange. In addition, several alternative means of providing improved access from the northbound BRT/HOT Lanes to the general Crystal City/Pentagon City/Potomac Yard area have been identified as follows:

• Option 1 would widen the existing northbound slip ramp from the HOV lanes to Eads Street, thereby allowing a tandem left turn toward the Pentagon at Eads Street. This option would provide additional capacity. (Right turns toward Pentagon City could also be made from the ramp terminus.)

• Option 2 would provide a new ramp from the northbound I-395 mainline directly to Army-Navy Drive. This option would require that the existing loop ramp from southbound Jefferson Davis Highway be slightly modified.

• Option 3 would provide new ramps from the BRT/HOT Lanes to southbound Jefferson Davis Highway. This option would require that the existing flyover ramp from southbound I-395 to Jefferson Davis Highway be reconstructed at a new location.

These options are included in the Exhibit 2-1, Plan Sheets, presented at the end of this section.


2.j.2 Bus Rapid Transit Component Enhancements

Minor additions to the roadway system could result in significant benefits to transit service within the I-95/395 Corridor. Fluor-Transurban recommends that the environmental studies precede the construction of the project and include consideration for in-line BRT stations, see Figure 2.j-1.

One potential location for such a station would be in the vicinity of the Seminary Road interchange. By creating a bus station one level above the BRT/HOV Lanes, on the rotary connecting I-395 with Seminary Road, transit vehicles could pick-up and discharge passengers who could then travel to Seminary Road above. From Seminary Road, they could walk or transfer to local buses giving them access to the Seminary Road Corridor, Mark Center, Beauregard Street, and King Street. Buses could continue in local service or rejoin the BRT/HOT Lanes, while passengers transfer to other local destinations. Buses could also double-back and return southbound on the general-purpose lanes for an additional run during the peak period.

This concept could be applied at other locations along the corridor, including Shirlington where substantial new development would suggest the need for improved transit service. Fluor-Transurban would work with VDOT and the local jurisdictions to identify appropriate locations for in-line BRT-type stations.

As an alternative to the station at the interchange, transit vehicles could exit the BRT/HOT Lanes onto the local streets. At Seminary Road, for example, buses could exit onto the rotary and continue along Seminary Road and on to Beauregard Street or other destinations. Long-distance BRT service could collect passengers at one end of the route as buses circulated through neighborhoods and then discharge passengers, as a local service, at the other end of the route. Conceivably, passengers from Fredericksburg could have a one-seat ride to Mark Center and other employment centers.

Each of these options should be considered during the NEPA process as a way to create an even more effective transit service, comparable in quality and efficiency to typical rail service, but at a fraction of the cost.

Figure 2.j-1. Source: Minnesota Department of Transportation, I-35 HOT Lane In-Line BRT Station Concept


2.j.3 BRT/HOT Lane System Control Center Options

A vital part, actually the nerve center, of any BRT/HOT Lane facility is the operations center. It is this center that provides the space and equipment needed for staff to manage not only the 24/7 BRT/HOT Lane System operations and incident/emergency response, but also administer to customer service, routine maintenance, personnel management and other activities essential to provide an efficient operation. Such a control center will be required for the Beltway HOT lane project as well as for the proposed I-95/395 project. Transurban has created and operated similar facilities. This need should be included for VDOT’s consideration of the proposed plan with regard to operating and maintaining the I-95/395 BRT/HOT Lanes. The following sections include an analysis of the issue, including a description of existing VDOT capabilities in the region, a description of the facility needs, and the options available to respond to those needs.

Existing VDOT Facilities

Currently, VDOT’s intelligent traffic system (ITS) operations center, or Smart Traffic Center (STC), is located at 1426 Columbia Pike in Arlington at the location of a former elementary school. This 24/7 operation monitors traffic conditions, disseminates that information to the public, coordinates responses to traffic incidents, and operates the gates controlling access to the I-95/395 reversible roadway.

Fluor-Transurban understands that the STC will be moved in 2007 to a new, shared VDOT/Fairfax County facility called the Public Safety Transportational Operations Center (PSTOC), which will be located in Fairfax County at the intersection of West Ox Road and the Fairfax County Parkway. The STC’s responsibilities at the new location will be unchanged, but improved coordination with Fairfax County emergency response agencies is expected. This joint-use facility will have restricted access and high-security requirements.

VDOT’s Dulles Toll Road operations are managed from facilities located adjacent to the Dulles Toll Road.

HOT Operations Center Program Needs

A BRT/HOT Lane Operations Center (HOT-OC) will not only operate the 14-mile I-495 Beltway but may also operate the 56-mile I-95/395 BRT/HOT Lanes. The plans should be flexible enough to accommodate the expansion of the BRT/HOT Lanes regional system as well as VDOT staff.

Space Requirements. The operations center will incorporate several functions:

• Traffic, Roadway, and Equipment Monitoring – Using video surveillance and other on-road equipment and facilities , the operations staff will have the means to detect traffic incidents (crashes), roadway problems (snow and debris), and failures of toll-related equipment (tag readers).

• Manage Response – Based on the intelligence provided by the in-field equipment, control center officers will be able to determine the appropriate response required for any incident and then manage the activities of the response crews.


• Dispatch – In response to problems detected directly, as well as to telephone calls and e-mails received from VDOT, State Police, and the public, dispatchers at the Operations Center will send appropriate assistance. Operations Center dispatchers will be in direct radio contact with motorist assistance patrol vehicles, maintenance vehicles, and police dedicated to HOT lane enforcement and operation. If a situation requires resources not under direct Fluor-Transurban control, such as firefighters, the dispatchers will contact the appropriate 911 center.

• Toll Administration – The Operations Center will house the staff and equipment addressing requests for toll tags, billing, payment, and enforcement. In addition, it will include the personnel and computer systems adjusting the current toll rate in response to current traffic conditions.

• Maintenance – The operations facility may serve as the location where Fluor-Transurban vehicles and maintenance equipment are stored, fueled, and repaired. It will be the location at which electronic toll collection equipment is repaired. To this end, the facility will incorporate a shop area and parts storage area.

To satisfy all these functions for the I-495 Beltway HOT Lanes, the first phase of the HOT-OC will require approximately 23,000 square feet of floor space, comprising a dispatch and control room, an equipment room, offices, workshops, and stock room. Outside requirements will include 60 spaces for employee and visitor parking, as well as vehicle storage and fueling facilities. A radio tower may also be required. It is estimated that the size of the initial HOT-OC would have to be increased to approximately 28,000 square feet to accommodate a second-phase expansion to include the I-95/395 operational requirements, see Table 2.j-1.

Coordination Requirements. An important consideration in siting the facility and in designing its electronic systems is the need for close coordination with VDOT’s ITS activities. Maximum coordination could be achieved by collocating the managed lane facility with VDOT’s current Smart Traffic Center, but this facility will be vacated by late 2007, when ITS management moves to the PSTOC. The new location appears to have insufficient space for the HOT-OC center.

An alternative is to achieve the requisite coordination electronically using state-of-the-art communication and computer systems, thereby permitting greater flexibility in locating the BRT/HOT Lanes control function. Traffic surveillance cameras installed along the BRT/HOT Lanes for monitoring traffic will be viewable (but not controllable) at the STC. Fluor-Transurban will make sure that incidents, traffic levels, roadway conditions, and toll rates data, available in the BRT/HOT Lanes Operation Center, can also be made available to the STC. Fluor-Transurban will also make sure that VDOT cameras are viewable at the BRT/HOT Operations Center. If desired, workstations used for VDOT’s ASSIST traffic management system could be installed in the BRT/HOT Operations Center, thereby allowing the BRT/HOT staff to remain fully informed regarding conditions on the GP (free) roads managed by VDOT.


Table 2.j-1. HOT-OC Space Program

D W Phase 1 Phase 2 Function

(ft) (ft) (ft2) (ft2)

Control Room 50 50 2000 2500

Equipment Room 30 10 300 300

Communications Room 30 20 600 600

Computer Room 40 20 800 800

Computer Operations Room 40 30 1200 1200

Reception and Foyer 40 20 800 800

Main Conference Room 40 30 1200 1200

Meeting Room 40 30 1200

Toll Operations Workstations 60 40 1800 2400

Toll Management and Control 60 40 2500 2400

Manager's Office 20 15 300 300

Finance and Administration 15 15 225 225

Administration Store 20 10 200 200

Print Room 20 10 200 200

Operations Manager 15 15 225 225

Toll Manager 15 15 225 225

Administration Workstations 40 40 800 1600

Staff Amenities 40 30 900 1200

Guest Amenities 20 30 600 600

Electronic Workshop 30 20 600 600

Mechanical Workshop 40 20 800 800

Maintenance Manager 15 15 225 225

Crew Facilities 40 20 600 800

Sign Store 40 20 800 800

Maintenance Store 50 30 1200 1500

Vehicle Maintenance Bay 50 30 1200 1500

Electrical Store 40 20 800 800

Security 20 20 400 400

Equipment Spares 40 40 1000 1600

Plant Room 30 10 300 300

TOTAL 22800 27500


HOT Control Center Alternatives

To satisfy the space and location requirements for the initial Beltway Control Center with the flexibility to expand to accommodate the I-95/395 plan, several alternatives should be evaluated, including:

• Collocate in the PSTOC with VDOT’s Relocated STC – Due to the advanced stage of this facility’s development and the high level of security required, which may hinder BRT/HOT operations, this option is not recommended.

• Locate a Stand-Alone Facility Adjacent to the PSTOC – Most of the land on this VDOT campus has been allocated and may not provide sufficient space for a new BRT/HOT Lane control center. Lack of close proximity to the Beltway and/or I-95 may be a disadvantage.

• Locate a Site Owned by VDOT or That Can Be Purchased – This option offers the greatest flexibility with regard to in siting the needed facility. Any VDOT-owned land should be evaluated first for appropriateness prior to acquiring new land.

• Lease Exiting Commercial Space – Locating an appropriate space in a commercial office building could serve as a short-term solution, but it may be difficult to satisfy the administrative, operational and maintenance requirements in one location. This approach is expected to be the more costly in the long term.

2.j.4 Southern Terminus Options

During the period 2000-2002, VDOT conducted a detailed feasibility study of the I-95 Corridor between Route 627 and Route 606.1 The objective of this study was to examine the feasibility of providing collector-distributor lanes and additional access to I-95/395 in the greater Fredericksburg area. It evaluated 11 distinct alternative combinations of interchange locations and configurations within the corridor, and involved elected and appointed local officials, representatives of federal, state and local agencies, business and community groups, transit providers, and other stakeholders. The study recommended the following locations:

• A new interchange is planned in Spotsylvania County at the intersection of the proposed Spotsylvania Parkway (Route 17 Bypass relocated south and extended west) and I-95 south of the Massaponax Interchange, where the proposed BRT/HOT Lanes currently terminate. The Spotsylvania Parkway is included in the FAMPO CLRP as part of the circumferential road around the City of Fredericksburg. The actual location of the BRT/HOT Lanes southern terminus will be determined during the environmental study in conjunction with VDOT, Spotsylvania County and other stakeholders. The terminus could either be moved north or south away from the planned interchange or incorporated into the interchange when its design is completed in future years by others. Consideration will also be given to a direct connection to the Spotsylvania Parkway. The terminus of the BRT/HOT Lanes could also be incorporated into the existing Route 17 Bypass right-of-way, which will not be needed once the new interchange is built. The BRT/HOT Lanes Project does not preclude the construction of this interchange.

1 I-95/395 Collector-Distributor Access Feasibility Study, March 2002


• A potential new interchange is also planned at the intersection of Route 208 (Courthouse Road) and I-95 between the Route 3 interchange and the Massaponax Interchange (Route 1/I-95 Interchange) under concepts E, G and H of the I-95 C-D Access Feasibility Study. The study also proposes continuous collector-distributor roadways from Spotsylvania Parkway to US Route 1 and Route 208. The access between the C-D roadways and the I-95 mainline is proposed to occur via slip ramps and/or braided ramps. The interchanges and the C-D roadways require additional right-of-way, regardless of the BRT/HOT Lanes.

2.j.4.1 Improving Existing Interchanges and Adding Collector-Distributor Lanes

Three existing interchanges, US Route 1, Route 3 and US Route 17, are recommended for improvements in the I-95 C-D Access Feasibility Study.

The US Route 1 Interchange is located in the southern part of the greater Fredericksburg Area in Spotsylvania County and is situated between the two new interchanges described earlier. Improvements to be made at this interchange include continuous C-D lanes from the Spotsylvania Parkway Interchange to the Route 208 interchange.

The Route 3 Interchange is located in the City of Fredericksburg, while the US Route 17 Interchange is located to the north in Stafford County. Improvements to be made at this interchange include larger loop ramps, directional flyover ramps and continuous C-D lanes between the two interchanges. The proposed access between C-D roadways and I-95 the mainline is provided via braided ramps. These improvements require new right-of-way, regardless of the BRT/HOT Lanes.

The BRT/HOT Lanes will be constructed inside the I-95 median, and access between the BRT and I-95 mainline will be provided via slip ramps or flyover ramps. The actual location of these ramps will be determined during the environmental study and based on the results of a traffic operation analysis and safety requirements. Since the BRT/HOT Lanes are planned in the existing median, they will not preclude the improvement of these interchanges and/or adding collector-distributor roadways between the interchanges.

2.j.5 Additional Park-and-Ride Lot

In the course of reviewing the proposal, Fluor-Transurban determined that, with the projected population growth in Prince William County, additional park-and-ride facilities would be needed to allow residents broader commuting choices. One new park-and-ride facility had already been proposed—on Russell Road at Quantico along the southern border of Prince William County. Fluor-Transurban researched other locations potentially underserved by park-and-ride facilities. Several existing lots, close to I-95, were identified for potential expansion, and several new sites were found that could potentially serve as new park-and-ride facilities. Some new sites were near activity centers that already had nearby park-and-ride lots, and some new sites were more remote. The Dale Boulevard East site was selected as the first choice for a new park-and-ride facility because it has easy access to the BRT/HOT Lanes and serves areas east of I-95. Alternative sites exist, should the Dale Boulevard East site be found undesirable for environmental or demand-related reasons.


2.j.6 District of Columbia 14th Street Bridge and Beyond Options

The proposed BRT/HOT Lanes could extend beyond the limits of the Commonwealth of Virginia. Given the substantial traffic volume destined for Washington, D.C., it would be beneficial for the project to offer improved service for high-occupancy vehicles, including bus rapid transit, to the 14th Street Bridge (use of the term 14th Street Bridge refers to the middle “HOV” or Rochambeau Bridge). The 14th Street Bridge crossing will be evaluated in an environmental impact study (EIS) that will soon be initiated by the FHWA, Eastern Federal Lands Office. Fluor-Transurban proposes to work cooperatively with the District of Columbia Department of Transportation (DDOT) and FHWA to identify options as part of this EIS for improving traffic within the corridor. None of the District of Columbia options are a formal part of this proposal, since they are subject to further discussion between the District government, VDOT, and Fluor-Transurban. Likewise, the Fluor-Transurban plan will be able to provide the promised benefits even if none of the DDOT options would be implemented.

2.j.6.1 Changing 14th Street Bridge Lane Use Options

Several options are available for improving BRT/HOT operations in the vicinity of the 14th Street Bridge without changing its configuration, including:

• Designating the existing curb lane on 14th Street as a BRT/HOT-lane. By converting the right lane of 14th Street to HOV and transit use, similar to the action taken along US Route 1 in Alexandria, high-occupancy vehicles could travel the I-95/395 Corridor and continue to destinations in Downtown Washington, D.C., the K Street Corridor (intersecting with future BRT service along K Street) and beyond. This approach would provide additional incentive for carpooling and vanpooling into the District of Columbia. By restricting this lane to BRT/HOT usage, it would be relatively free of congestion, and would, therefore, offer higher speeds and shorter travel times for these vehicles than would otherwise be available.

• Limiting access from the “HOV” bridge to HOT, HOV and BRT traffic by restructuring the restrictions on the Eads Street ramp to those vehicles. Methods will be considered to assist in operating and maintaining the 14th Street HOV Bridge and extend the benefits of this Plan into the District of Columbia, enhancing the entire system, subject to a formal agreement between DDOT and VDOT.

2.j.6.2 Reconfiguring the 14th Street Bridge Options

Another alternative for accommodating BRT/HOT-lane traffic in this area would be to reconfigure the 14th Street “HOV” Bridge to provide a third lane of roadway capacity in the peak direction. Two possible options are available to accomplish this objective, neither of which requires reconstruction of the Bridge.

• Restripe the existing two-lane configuration to allow for three-lane operation, a project which would necessitate reducing the width of the lanes on the bridge by a modest amount. Such a reduction will not adversely affect traffic flow, however, since the affected vehicles must ultimately use city streets within the District of Columbia.


• Institute a reversible lane through the use of a movable barrier, similar to the current operation on the Roosevelt Bridge.

Regardless of which option, or combination of options, is pursued, no physical widening of the 14th Street (Rochambeau) Bridge is proposed.

2.j.6.3 BRT/HOT Lane Opportunities Beyond the Bridge

The Southwest Waterfront offers another possibility for extending the proposed HOT lanes closer to the destination of commuters. DDOT is currently studying possibilities for express bus and light rail service along Maine Avenue. With the construction of the proposed HOT lanes, bus service from Virginia could continue across the 14th Street Bridge and tie into the future transit lanes along Maine Avenue. Commuters could board along the I-95 Corridor and receive a “one seat ride” directly to future Maine Avenue retail and office development and the substantial new development proposed for the Southwest Federal Center and Nationals’ baseball stadium. The long distance express buses or BRT service operating in the I-95/395 Corridor would complement local service within the District of Columbia.

Another possible approach would be to direct BRT/HOT lane bus traffic to a potential new transportation center that may be constructed under the Banneker Overlook. This transportation center would offer a multi-modal transfer station where commuters could transfer to buses whose routes would converge at this location, or, in the longer term, to a light rail transit line that could be constructed along Maine Avenue. Another possibility would be to designate the curb lanes of Maine Avenue for HOV usage in a fashion similar to that described above for 14th Street. As noted for 14th Street, this approach would provide improved travel times for HOV users along the Maine Avenue corridor, where a light rail line is also being contemplated. Permitting HOV customers to use this lane in addition to LRT vehicles would have the added benefit of making more efficient use of this roadway capacity, rather than restricting its use to LRT vehicles only.

While both the 14th Street and Maine Avenue corridors would need to be explored as part of the independent 14th Street Bridge EIS study, Fluor-Transurban would encourage these options be studied as a means of improving operations not only on the 14th Street Bridge, but also regionally. None of the District of Columbia options are a formal part of the Fluor-Transurban proposal, since they would be subject to further discussion with the District Government by Fluor-Transurban and VDOT.