Identifying and Reducing Workforce Fatigue in Rapid Renewal Projects (2014)

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71 A p p e n d i x A Rapid Renewal Scenario descriptions Following are the descriptions of the 13 highway construction rapid renewal projects that were selected as study examples for SHRP 2 Project R03, Identifying and Reducing Workforce Fatigue in Rapid Renewal Projects. These 13 projects provided one means of sampling the various characteristics and factors affecting workforce fatigue among rapid renewal projects. The following descriptions provided the basis for interviews and discussions with involved state DOT, contractor, and construc- tion worker representatives. They also provided the basis for distribution and compilation of surveys addressing specific workforce fatigue factors, conditions, and countermeasures. Attachment 1 provides a summary of the terms used in developing these scenario descriptions. Florida Department of Transportation (FDOT) #1: Tampa Airport Interchange Improvement Corridor, FDOT Project Identification Number (PIN) #: 255844-1-52-01, located in the City of Tampa, Hillsborough County. Overall Project Description The Tampa Airport Interchanges project is being conducted to improve and renew approximately 3 miles of State Road 60 (Memorial Highway) from I-275 to the Courtney Campbell Parkway interchange, including the extension of 1 mile west onto the Courtney Campbell Parkway (SR-60) and north to the Veterans Expressway (Toll 589). The Spruce Street/SR-60 interchange is being improved to a four-level interchange and the Courtney Campbell/SR-60 interchange will be improved to a three-level directional interchange for the main purpose of eliminating SR-60 traffic signals within the Courtney Campbell interchange and on the causeway at Bayport Drive. The new interchange configuration features the separation of local and express traffic with collector/distributor (C/D) roads and express lanes. This system is also expected to help reduce con- gestion on the interstate ramps within the area and improve access to Tampa International Airport. With the completion of the project, the Collector Distributors (North and South) of the corridor (Memorial Highway) will carry about 130,000 Average Annual Daily Traffic (AADT 2010) with four lanes in each direction. The Tampa Airport Interchange Project is a typical mega- corridor improvement project with the estimated construction cost of about $214 million and with estimated construction duration of about 5 years (starting Aug 15, 2005, and finishing in Spring 2010). Project Team Composition FDOT (District Seven) Construction Engineer was Brian McKishnie (e-mail: Brian.mckishnie@dot.state.fl.us). The prime contractors were a joint venture of Flatiron–Tidewater and Skanska. Contract Type and Elements The project is using the typical delivery type of “Design-Bid- Build.” The Tampa project adopted various types of incentive bonuses and disincentive penalties, combined with A + B for its relatively complicated phasing construction. For example, the project used three original incentive bonuses with a total amount about $9 million: (1) I/D for A + B: $2,000,000 (200 days @ $10,000/day), (2) a total of $6,350,000 in bonuses for “No-excuse” and several bonus activities, and (3) a total of $650,000 in bonuses for two I/D activities ($50,000/day and $10,000/day). In addition, eight I/D bonuses (total of about $4.2 million) were added by supplemental agreement. Work Shift Schedules This project will last approximately 5 years. A majority of construction work was during daytime: The contractor Revised Rapid Renewal Scenario Descriptions

72 worked virtually every day with the exceptions of Sundays, major holidays, and a few long weekends. In parallel, the con- tractor performed a substantial amount of work with lane closures during approximately 1,500 nights. Night construc- tion was used primarily to keep the existing travel lanes open during the day to allow maximum traffic flow during peak driving hours. Lane closure hours vary depending on the traf- fic control needed, but the general window is between 8:30 p.m. and 5:30 a.m. for these operations. FDOT #2: SR-50 Corridor Improvement Project, FDOT PIN #: 248329-4, located between the Town of Oakland and the City of Clermont (in the rural area), Western Orange and Eastern Lake Counties. Overall Project Description The SR-50 corridor improvement project is being conducted to reconstruct and widen approximately 5.5 miles of rural four- lane highway, to a six-lane urban highway in Western Orange and Eastern Lake Counties. The project also includes the provi- sion of a raised concrete median, signalization improvements at five intersections, a closed storm water system with six ponds, and signing and pavement markings. The AADT of the corridor is 45,000. The SR-50 corridor improvement project started on March 19, 2009. One of the most challenging aspects of this project is the requirement to relocate approximately 13 utility facilities (with different owners). These relocations are in some degree depen- dent on each other in various ways. Utility work triggered by a roadway project typically provides no additional revenue to the utility owner. This lack of additional revenue generation can cause the utility owner to place roadway relocation work low on their priority list. Various meetings and interactions are required to keep utility owners motivated to perform work on the project, so as to not to delay the roadway work. Project Team Composition Project’s Resident Engineer in FDOT (District 5) is John Hat- field. The contractor for the project is Prince Contracting, LLC. Representing FDOT through the provision of Construction, Engineering, and Inspection (CEI) services is the firm DRMP, Inc., as outsourcing. Contract Type and Elements The SR-50 corridor improvement project is a Design-Bid- Build project, using the contract type of “A + B” with 1,000 contract calendar days. Prince Contracting, the successful bidder, submitted a bid of about $18 million (although the project budget allocated was about $30 million). The FDOT desires to expedite construction to minimize inconvenience to the traveling public through reduced con- struction time. A bonus amount of $250,000 will be paid if all work from station 446+00 to 456+50 is complete, with the exception of friction course and final pavement markings, and open to traffic by August 23, 2011. In addition to the above bonus, and for the same reasons, a project “incentive/ disincentive completion date” of August 23, 2011, is in the contract, with $9,000 per day incentive/disincentive set, not to exceed amounts in both directions. Work Shift Schedules The work schedules of personnel on the project vary, in both work hour and work days, based on the type of construction taking place. The work schedule of the contractor dictates, to some extent the work hours of the Project Administrator, Sr. Inspectors, and Inspectors. The “standard” work hours of the team are from 7:30 a.m. till 4:30 p.m., Monday through Friday. One day per week, on average, an 8:00 p.m. through 6:00 a.m. shift may be required, while a Saturday work day averages twice a month. The contractor has the ability to work 7 days per week. A constraint of the contract is no lane closures can take place during the time from 5:00 a.m. through 8:00 p.m., which requires night work on certain con- tractor activities. Specific Workforce Fatigue Factors The current and expected continuation of variation in both work days and work hours, the temperature increases which have started to take place in early April, the increase in rain, along with its associated humidity, will all be workforce fatigue factors to contend with. The contractor’s ability to change its work schedule on a daily basis contributes to the uncertainty of all team member schedules, increasing the challenge of scheduling effective rest periods and introducing additional overall stress. One unique fatigue issue for the project workforce is lengthy commute time for the inspection team (CEI). For example, Rickey Langley, Sr. Project Engineer, lives approximately 45 miles from the project office, and his commute time is about 50 min each way. Karle Maye, Project Engineer, lives approxi- mately 110 miles from the project office, and his commute time is in excess 2 h each way. Tony Foti, Office Engineer, lives approximately 40 miles from the project office; his commute time is more than 1 h each way (about 1⁄3 of Mr. Foti’s time is spent on this project, and the remainder of his time is in this project office, on other roadway projects). Timothy Bauer, Senior Inspector, lives approximately 70 miles from the proj- ect’s office, and his commute time is more than 1 h and 15 min each way.

73 Specific Workforce Fatigue Countermeasures Employed DRMP allows their salaried team members to offset hours the day following an extended workday. As an example, if a project engineer work 8:00 a.m. till 10:00 p.m. on Monday, they could report to work “late” the next work day. Prince Contracting provides their field forces with water coolers and iced water, as well as water bottles that can be filled from the coolers. New York State DOT (NYSDOT) #1: Route 9P Bridge Replacement Project (NYSDOT #: 1247.08), located in the city of Saratoga Springs, Saratoga County. Overall Project Description The purpose of this project is to completely replace the dete- riorated bridge over the Saratoga Lake outlet from steel truss structures, which were built in the 1930s, with new bridge decks with steel girder structures. The original construction plan (Alternative 3E) was to replace the old bridge after a temporary parallel bridge was built first for the traffic detour. The expected cost of this plan was $17.6 million. However, NYSDOT has concluded this project needs to advance to construction as quickly as possi- ble, as the most recent annual bridge inspection showed the rate of deterioration of major bridge structure components had increased and that emergency repairs were needed in order to keep the bridge open. Thereafter, a construction alternative (Alternative 5A) was selected to replace the bridge on existing alignment with full bridge closures, which needs vehicular traffic detoured off-site (about maximum 16 miles via state routes). This alternative (estimated cost of about $10.7 million) will save construction cost (about $7 million) and reduce construction duration, compared with the Alter- native 3E plan. The bridge has two lanes in total (one lane for each direc- tion) and carries daily traffic of about 6,500 vehicles. The duration of the construction is from March 2010 for prepara- tion works through Aug. 2011 for finish works. The bridge full closure is scheduled for about 9 months (from Sept. 7, 2010, through May 27, 2011) to accommodate the leisure traffic in summer. Project Team Composition The Project Resident Engineer is Robert Remmers, the NYSDOT Project Manager is John V. Nolan, the NYSDOT inspector is Sam Cook, and the Prime Contractor is Kubricky Construction. Contract Type and Elements The project is using conventional delivery method of Design- Bid-Build with an A + B contract, not adopting any contract incentives or disincentives. NYSDOT #2: I-287 Corridor Improvement Project (Phase III), NYSDOT Project #: 8729.52, located in Westchester County. Overall Project Description The I-287 (Cross Westchester Expressway) Reconstruction Project was designed to improve mobility and safety for motorists and to reduce road-related noise for area residents. The Cross Westchester Expressway is the busiest highway in the Hudson Valley region, carrying about 140,000 vehicles a day with three travel lanes for each direction. Although the road is serving far more cars than it was designed to carry, particularly at rush hour, the project is not intended to increase its capacity. Project highlights of the 1.8-mile con- struction area between Exits 6 and 8 include: (1) rehabilita- tion of I-287 roadway, (2) addition of an eastbound auxiliary lane, (3) relocation of Exit 7 further east, (4) construction of a westbound frontage road, (5) replacement of nine bridges, (6) rehabilitation of one bridge (Ramp I), (7) construction of one new bridge (Ramp I), (8) removal of one bridge, and (9) installation of noise-barrier and retaining walls along portions of both sides of I-287. The I-287 corridor improvement project was implemented with three phases ($500 million in total). During the Phase 1 project (2001 to 2004), I-287 was realigned so that traffic com- ing off the Tappan Zee Bridge into Westchester could continue on the interstate rather than being automatically channeled onto the New York Thruway. The Phase 2 project (2002 to 2006) involved installing sound barriers and repairing and adding an auxiliary lane at Knollwood Road near Exit 4. The last phase (Phase III, 2006 to 2010) was expected to cost about $160 million. The cost includes replacing nine bridges, con- structing a new one, and demolishing another. Five of the nine bridges being replaced are in the North Broadway neigh- borhood in White Plains. Ongoing work has included work on several bridges, making acceleration and deceleration lanes longer, erecting noise barriers, replacing railings and resurfacing the roadway. The I-287 Reconstruction Project (Phase 3) began in August 2006. As the highway reconstruction is within the city limits of White Plains, the NYSDOT worries about the local vehicle and pedestrian traffic as well as the interstate (I-287) traffic. Some of the work will involve blasting, which may require traffic to be halted. Traffic may also be slowed by alternate traffic patterns. No lanes will be closed during rush hours. A goal is to maintain traffic capacity throughout the life of

74 the job. Among the primary concerns of residents are the blasting, traffic disruptions that could send more cars through the neighborhood, and work being done during the evening with overnight shifts from 10:00 p.m. to 6:00 a.m. Project Team Composition The NYSDOT Project Manager is Kerril Hynes, Outsourced Project Inspector is Bozwell Engineering, and the Prime Contractor is a joint venture of Yonkers Contracting and Dragados. Contract Type and Elements As an A + B contact, the actual awarded contract amount of the I-287 project (Phase 3) was about $142 million for the A portion (Cost), and about $13 million as the B portion (Time). The schedule baseline was to allow 900 maximum working days with 20,000 incentives bonus per day up to a maximum of 90 days. Work Shift Schedules The contractors’ typical work schedule was a combination of daytime (8 to 10 h) and nighttime (8 to 10 h) shifts. Specific Workforce Fatigue Factors Only expected when night shift crew cannot work at nighttime due to lane restrictions and works day shift after night shift. For example, if the contractor crew works Monday, Tuesday, and Wednesday nights (8:00 p.m. to 6:00 a.m.), then works Thurs- day and Friday (4:00 p.m. to midnight). Illinois Department of Transportation (IDOT) #1: I-290 Resurfacing Project, IDOT #: 60K10, located in the cities of Maywood, Forest Park, and Oak Park in Cook and DuPage Counties. Overall Project Description Starting in Spring 2010, the IDOT will begin to resurface approximately 27 miles of I-290 (Eisenhower Expressway) with the goal of restoring a smooth, safe ride for the motoring public. The project limits are in Cook and DuPage Counties extending from: (1) Thorndale Avenue to Interstate 90/94 (Circle Interchange); and (2) Interstate 355 from Army Trail Road to I-290. I-290 was last resurfaced 11 years ago. The general scope of work is to mill and resurface along I-290. In addition to entrance and exit ramp resurfacing, work will be done on bridge structures. Bridge work will include bridge deck and approach pavement patching, barrier wall repair, and joint repair. The I-290 project repairs 37 bridges along the project area, including entrance and exit ramps. Project start date is April 1, 2010, and the resurfacing completion date is October 31, 2010, as fast-track construction. I-290 generally consists of three to four lanes in each direc- tion with variable width shoulders. Construction will take place in both directions simultaneously inbound and out- bound and will use permanent lane closures and temporary nighttime lane closures. The estimated cost for this 1-year project is $95 million. Project Team Composition The project Resident Engineer is James Patton. The prime contractor is Plote Construction, Inc., joint ventured with Central Blacktop and K-Five Corp. Contract Type and Elements The project delivery type is a variation of Design-Bid-Build, as design is outsourcing to Consultant with IDOT oversight and stamp as Phase II of the project, then let other contrac- tors build it as Phase III. The contract specifies $7,500 liqui- dated damages penalty for failure to complete contract on time, per calendar day or portion thereof of overrun in con- tract time. Milling and resurfacing will be utilizing temporary night lane closures. Permanent lane closures will be required dur- ing bridge repairs, which will reduce one lane along Interstate 290 in each direction. The I-290 renewal project is performed with six contracts mainly due to its size and complexity as well as the urgent need for early completion: (1) Contract 60G51: I-290 from Thorndale Avenue to east of Church Road, and I-355 from Army Trail Road to I-290. Total length is approximately 8.6 miles with the main scope of pavement renewal (resurfacing and rehabilita- tion) of mainline as well as ramps and interchanges and repairs of 16 bridge structures. (2) Contract 60I57: I-290 from east of Church Road to I-88. The total length is approximately 4.3 miles with the main scope of repairs of 12 bridge structures. (3) Contract 60K12: I-290 from I-88 to 9th Avenue. Total length is approximately 3.39 miles with the main scope of pavement renewal and six bridge structures repair. (4) Contract 60K10: I-290 from 9th Avenue to Austin Ave- nue. Total length is approximately 3.86 miles with the main scope of pavement renewal and repairs of bridge structure.

75 (5) Contract 60K13: I-290 from Austin Avenue to Sacra- mento Boulevard. Total length is approximately 3.79 miles with the main scope of pavement renewal and repairs of two bridge structures. (6) Contract 60K11: I-290 from Sacramento Boulevard to I-90/94 (Circle Interchange). Illinois DOT #2: I-80 Bridge Repairs Project (IDOT #: 64F31), on I-80 over the Mississippi River located in the City of Moline, Rock Island County. Overall Project Description The I-80 bridge spanning the Mississippi River and connecting LeClaire, Iowa, and the Moline area of western Illinois will see large-scale repairs in Spring 2010. Civil Constructors, of Moline and Freeport, Ill., will repair the end sections of floor beams that mount to the outside of the 43-year-old bridge’s main girders and support the outside lanes of the bridge deck. The bridge is a key river crossing, carrying more than 30,000 vehicles per day. Work on the 43-year-old bridge originally started in Spring 2009, with workers repairing its deck. During the course of that work, inspectors noticed corrosion in some of the struc- tural components called floor beams, whose cantilevered ends stick out from the side of the bridge and support the outside two lanes of the bridge deck. They also found a crack in one floor beam. So the IDOT closed the bridge’s two outside lanes to prevent traffic from further damaging the bridge before it could be repaired. John Wegmeyer, project implemen- tation engineer for IDOT, explained that the damage is at expansion relief joints and affects only the cantilevered ends of the floor beams, not the center sections between the girders. Although the section of bridge where the floor beams need to be repaired sits about 75 ft above the river, IDOT’s Weg- meyer and the contractor both say that the repairs can be made from the bridge itself, without using a barge-mounted crane in the river. Project Team Composition In November 2009, Helm Group Civil Constructors of Moline and Freeport, Ill., submitted the lowest bid, $10.3 million, to repair the damaged end sections of floor beams and portions of eight stringers (small I-beams that lay perpendicularly across the tops of the floor beams) and to repave the associated sections of bridge deck. The IDOT Project Resident Engineer is Brian Holliday (Phone: 309-523-2078). Contract Type and Elements Because the bridge is a vital link between Illinois and Iowa, the contract offers incentives totaling $1.4 million if the contractor meets or beats milestones that include getting two-way traffic flowing early before the summer travel sea- son starts. It also contains penalties of up $20,000 per day for missing milestones. The nature of this project is such that this roadway cannot be safely and efficiently used until all roadway work is essen- tially complete. The Incentive Payment shall be paid at the rate of $20,000 per calendar day for each day of completion prior to July 15, 2010. The maximum payment under this incentive plan will be limited to 30 calendar days. Failure to Complete the Work on Time: Should the con- tractor fail to complete the work on or before the specified date of completion, or within such extended time allowed by IDOT, the contractor shall be liable to the Department in the amount of $20,000, not as a penalty but as liquidated and ascertained damages for each calendar day or portion thereof beyond the date of completion or extended time as may be allowed. Such damages may be deducted by the Department from any monies due the contractor. The Incentive Payment for Stage 2 shall be paid at the rate of $13,000 per calendar day for each day of completion prior to November 1, 2010. The maximum payment under this incentive plan will be limited to 30 calendar days. Work Shift Schedules The contractor will be working multiple crews and double shifts for some operations to make repairs as quickly as pos- sible. The I-80 Mississippi River Bridge will be closed for all eastbound traffic on Monday, April 5, 2010. Eastbound I-80 traffic to Illinois will be routed to I-280. The structure repairs to the eastbound half of the bridge are scheduled to be com- pleted by early July 2010. At that time, one lane of traffic in each direction will be placed on the eastbound half of the bridge while the two westbound lanes are repaired. Washington State DOT (WSDOT) #1: I-5 Seattle Reconstruction Project, WSDOT #: C6886, located in City of Seattle, King County. Overall Project Description I-5 Seattle corridor is the main north-south interstate freeway in Washington State. It currently carries 280,000 average daily traffic, including 12,000 trucks (carrying $200 million in cargo). Congestion in and around downtown Seattle primar- ily occurs during the morning and evening peak periods due to high traffic volumes. The original concrete pavement was deteriorating to the point where it needed to be removed and replaced to preserve the freeway and provide a safer, smoother ride for drivers.

76 The I-5 Reconstruction Projects preserved the most impor- tant route in Washington State and improved traffic flow and safety by (1) removing the original deteriorating concrete and replacing it with new pavement reinforced with dowel bars, which allowed WSDOT to “Get In, Get Out and Stay Out” for 40 years, and (2) addressing long-standing traffic chokepoints with strategic operational improvements such as closely spaced ramps, ramps on the left side, and reduced shoulders. The project was awarded for $3,948,000 and was designed to be completed in four 55-h weekend closures (10:00 p.m. Friday to 5:00 a.m. Monday). Major work consisted of the following: • Demolish and remove approximately 6,500 yd3 (4,970 m3) of material consisting of 44 230 mm (9 in.) of existing concrete pavement and Hot Mix Asphalt (HMA) overlay; and 44 Approximately 180 mm (7 in.) of aggregate base course. • Place new Portland Cement Concrete (PCC) pavement consisting of 44 75 mm (3 in.) of HMA base material (about 2,270 tonnes (2,500 tons)) 44 33 mm (13 in.) of doweled jointed plain concrete pave- ment (about 4,312 m3 or 5,640 yd3) Project Team Composition The WSDOT NW Region Project Engineer in the Seattle area was Julia Mizuhata (425-225-8763; mizuhaj@wsdot.wa.gov). Personnel from other NW Region offices provided assistance during the 55-h weekend closures, in addition to the Wash- ington State Patrol. The prime contractor was Gary Merlino Construction Company, Inc., of Seattle, Washington, along with several subcontractors. Contract Type and Elements In an effort to reduce traffic impacts, WSDOT offered a $100,000 incentive for completing the work in three weekend closures. Weather and event considerations eventually resulted in construction taking place in the following four 55-h weekend closure stages: • Stage 1: April 22 to 25, 2005 • Stage 2: June 17 to 20, 2005 • Stage 3: June 24 to 27, 2005 • Stage 4: July 15 to 18, 2005 Work Shift Schedules The contractor used non-stop (typically three shifts per day) construction during the 55-h extended weekend closures for the majority of the I-5 pavement reconstruction project works. Specific Workforce Fatigue Factors Work performed during the 55-h extended weekend closures were on an overtime basis following a 40-h work week on the reconstruction project or other projects. The prime contrac- tor brought in individual crews based on major work activity such as demolition, excavation, grading, asphalt paving, and concrete paving. These crews typically worked non-stop until completion of the activity. WSDOT crews were on non-stop, 12-h shifts. The effort to meet the 55-h time frame was inten- sive, since the traveled lanes and ramps needed to be re-opened to traffic by Monday morning. Specific Workforce Fatigue Countermeasures Employed Efforts were made by the State when possible to keep employees that were on a day shift retained on a day shift during the 55-h weekend (6:00 a.m. to 6:00 p.m.), and employ- ees on a nighttime shift were kept on nights (6:00 p.m. to 6:00 a.m.). WSDOT #2: I-90 Homer Hadley Bridge Expansion–joint replacements, WSDOT #: C7579, located in Seattle, King County. Overall Project Description The I-90 project replaced four expansion joints: two on the I-90 east and west approaches to the floating bridge on the center roadway and two at the approaches of the westbound roadway. The primary goals of this project were to replace the failing expansion joints to ensure traffic safety and preserve the bridge structure. Overall project duration is about 20 months (410 working days), starting in April 2009 and finishing in November 2010. Project Cost is estimated at $52 million (Engineer’s Esti- mate was $68 million). The AADT along this stretch of highway is approximately 200,000 (both directions), and the truck percentage is about 10%. The total number of lanes on this portion of I-90 is two lanes on center portion and three lanes westbound. Project Team Composition The project client is WSDOT NW Region (Seattle area). The Project Engineer is Hien Trinh. The prime contractor is General Construction Company (owned by Kiewit), which has a number of subcontractors.

77 Contract Type and Elements This is a Design-Bid-Build contract. The project consisted of two distinct phases of work operations. Phase 1 replaces the expansion joints on the center roadway during May 2009. Phase 2 replaces the expansion joints on the westbound roadway dur- ing July 2009. During Phase 1 the center roadway was com- pletely closed to traffic. During Phase 2 the westbound roadway was completely closed to traffic and the center roadway then had to accommodate all westbound traffic during this phase of work. Incentives included a total original budget of $560,000 to reduce the number of calendar days (for work), thus reducing high traffic impacts, with $40,000 per day during Phase 1 and $80,000 per day during Phase 2 incentive for each day of reduc- tion up to 4 days per phase not to exceed the total incentive amount. Before construction of the westbound roadway (Phase 2), a contract change order was negotiated and executed offering additional incentive amounts of $38,000 per day up to $190,000 to further reduce work duration and high traffic impacts. Work Shift Schedules Both Phases 1 and 2 were contracted for 24 × 7 work. The contractor initially scheduled two 10-h. shifts per day, but on most days work was accomplished around the clock. The project requires various types of construction opera- tions by individual agencies (WSDOT engineers and inspec- tors and Washington State Patrol), contractors (management, construction workers, and subcontractor workforces) and a local agency (Mercer Island police to aid local traffic control on city streets). Specific Workforce Fatigue Factors The construction is apparently being conducted with some workers performing other ongoing work, with day-shift workers and even some night-shift workers also working on weekends. The workload of the WSDOT workers is also intensive dur- ing construction. For example, WSDOT field staff (engineers and inspectors) and Washington State Patrol are continuously present on-site with the contractors in two or three work shifts during both major phases of 24 × 7 work operations. WSDOT #3: SR-520 Eastside Transit and HOV Project, located between Medina and Bellevue, King County. Overall Project Description Washington State Route 520 (SR-520) was built in the 1960s and is a busy regional corridor that connects key Eastside communities, including Bellevue, Kirkland, and Redmond in Washington State. Population and employment have steadily grown in these communities over the past several years, leading to increased traffic and transit demand. This rise in congestion has led to frustrating commutes and unreliable transit travel times. In 2009, the Washington State Legislature set a program budget of $4.65 billion for the SR-520 Bridge Replacement and high-occupancy vehicle (HOV) program to implement the following WSDOT projects: (1) Eastside Transit and HOV Project; (2) Bridge Replacement and HOV Project; (3) Pontoon Construction Project; and (4) Lake Washington Congestion Management Project. Beginning in the spring of 2011, drivers on SR-520 will be exposed to major construction work between Medina and 108th Avenue, NE, as the SR-520 Eastside Transit and HOV Project (so-called “SR-520 Project,” as described in this sce- nario summary) gets under way. The 3-year project starts con- struction in April 2011 and is scheduled to open to traffic in December 2013. It costs about $306 million to improve transit facilities and provide community and environmental features. The SR-520 project will complete and improve the 8.8-mile HOV system on SR-520 from Evergreen Point Road to the SR-202 interchange. The end result of the SR-520 project will provide the improved six-lane corridor, including two general- purpose lanes and one transit/HOV lane in each direction. The SR-520 project will provide more reliable transit service and mobility improvements (especially HOV travel time), inter- changes improvement and safety, and environmental and community enhancements. Funding for the project was allo- cated by the Washington State Legislature using a combination of state and federal funding and future SR-520 toll revenue. Tolling is scheduled to begin in Spring 2011 and toll rates will be set by the state Transportation Commission. The main scope of the SR-520 project includes the following: • Widening the corridor and constructing new transit and carpool lanes, shoulders, and other facilities along 2.5 miles of SR-520 from west of Evergreen Point Road to east of 108th Avenue, NE, in Bellevue. • Constructing newly aligned general-purpose ramps and direct-access ramps for buses and carpools at 108th Ave- nue, NE. • Constructing a regional bicycle and pedestrian path, noise walls, storm water treatment, and detention facilities. As a scale of construction materials for the SR-520 project, the contractor’s crews will use approximately 65,000 yd3 of concrete; 10.5 million lb of rebar to build bridges and strengthen concrete; 234,000 tons of asphalt to pave SR-20 and parts of local streets; and 450,000 yd3 of earthwork. Project Team Composition Eastside Corridor Constructors (ECC)—a joint venture of Granite Construction Company, PCL Construction Services,

78 HW Lochner, David Evans & Associates, Perteet, and others— is the contractor for the SR-520 project for WSDOT. The proj- ect teams contact information follows: • WSDOT SR-520 program contact: E-mail: SR520bridge@ wsdot.wa.gov; Phone: 206-770-3500 • Construction contact: E-mail: dan.galvin@gcinc.com; Phone: 425-998-5200 Contract Type and Elements This is a Design-Build contract, using Best Value Determination in the bid evaluation, by combining design and construction in one contract at a fixed price. Work Shift Schedules The SR-520 project includes a combination of (1) Extended Day Work, (2) Weekend Work (non-stop with multi-shift), and (3) Night Work, depending on the specific construction element and location. Drivers and transit riders can expect traffic shifts, lane and ramp closures (during non-peak hours), and up to 20 full highway closures over the next 3 years. In particular, the first complete closure of SR-520 is scheduled for a weekend in June 2011 to remove a pedestrian bridge west of 84th Avenue, NE. Smarter Highways signs on SR-520 automatically alert drivers to changing road condi- tions, including lane closures for construction. Specific Workforce Fatigue Factors The project includes daytime construction, nighttime con- struction, and a small amount of extended (non-stop) weekend construction. Daytime and nighttime shift work- ers might work on extended weekend construction work. The weekend construction work is intense, involving mul- tiple operations occurring close to one another, requiring precision planning and logistics to maintain safety, com- plete the work, and open lanes to traffic within the allowable closure limits. Utah Department of Transportation (UDOT) #1: I-15 Corridor Expansion (CORE), UDOT #: MP-I15-6(178)245, located in Salt Lake City, Salt Lake City County. Overall Project Description The I-15 Corridor Expansion (CORE) is needed to alleviate traffic congestion, support economic development, increase safety, and accommodate population growth. I-15 CORE is an important investment to restore aging infrastructure, address long-term transportation needs, and improve the movement of goods and services throughout the state. I-15 CORE project is one of the largest corridor improvement projects for the UDOT with the basic scope of widening and rebuilding 24 miles of I-15 in Utah County. I-15 CORE expands the freeway by two lanes in both direc- tions from Lehi Main Street to Spanish Fork Main Street; extends the express lane from University Parkway in Orem to Spanish Fork; rebuilds and reconfigures 10 freeway inter- changes; and replaces and restores 55 bridges. It also provides additional improvements that will meet or exceed travel demands through the year 2030, including using 40-year con- crete pavement along the entire corridor. UDOT is employing innovation and working around the clock with an aggressive construction timeline to complete the project 2 years earlier than originally scheduled. While efforts will be made to minimize inconvenience, there will be periods of significant delays. The schedule milestones are as follows. Design and Pre-construction, which began in January 2010, and construction starts in Spring 2010. The schedule target for the completion of the project is (1) June 2012 for Phase I (Lehi Main St. to Pleasant Grove) and (2) December 2012 for Phase 2 (Pleasant Grove to Spanish Fork). As a mega-corridor improvement project, UDOT’s esti- mate for the Total Project Cost $1.725 billion: is a sum of approximately $600 million for ROW and for an approximate $1.1 billion of construction cost. Traffic on I-15 varies along the Corridor with currently approximately 40,000 AADT with typically three lanes in each direction. Project Team Composition Todd Jensen is the Deputy Project Director (Tel: 801-341- 6407; E-mail: toddjensen@utah.gov). UDOT has selected Provo River Constructors (PRC), a consortium of expert local, regional, and national contractors and engineers to design and build I-15 CORE. In a competitive bidding process, PRC pro- posed the greatest value solution within the fixed budget with some innovative and creative strategies, while upholding UDOT’s quality, mobility, and safety standards. Contract Type and Elements I-15 CORE is a Design-Build project, which means that the design process is ongoing during the initial stages of con- struction. As a part of this Design-Build process, the schedule for specific aspects of the project and working in particular areas is still being established. The project does not imple- ment any incentives or disincentives for the contractor’s schedule performance.

79 UDOT #2: Replacement of the 4500 South Bridge, UDOT #: F-I215(126)13, located on SR-266 over I-215 in Salt Lake City, Salt Lake City County. Overall Project Description This project used accelerated bridge construction (ABC) tech- niques to remove and replace the 4500 South Bridge on State Route 266 over I-215 in Salt Lake City in 2008. As part of a national initiative sponsored by the Federal Highway Adminis- tration under the Highways for LIFE (Long-lasting, Innovative, Fast construction, and Efficient) program, UDOT was awarded a $1 million grant to demonstrate the use of proven, innovative technologies for accelerated bridge removal and replacement. The 4500 South Bridge on SR-266 in Salt Lake City, Utah, was built in 1971 to cross I-215 and to serve as an important access point for local businesses and residents. The bridge was in very poor condition, with delaminated, distressed concrete columns, pier caps, girders, and decks as well as badly exposed and cor- roded reinforcing steel. After exploring alternatives and evaluat- ing project and user costs, UDOT selected innovative ABC and project delivery strategies to remove and replace the bridge. Dramatic reduction in user costs and increase in motorist and worker safety and user satisfaction was achieved through the use of a revolutionary construction engineering aid: self- propelled modular transporter (SPMT). The innovations employed on the project represented many firsts for UDOT, including the use of an SPMT and several of the substructure elements. The biggest innovation was the removal and replacement of the bridge using an SPMT. The entire opera- tion (removal and installation of the main bridge structures) took a mere 53 h over just one weekend and has significantly raised customers’ future expectations of UDOT on highway project delivery methods and time frames. The entire removal took about 4 h on Saturday, October 26, 2007. After moving both parts of the existing superstructure to the demolition area, work on rubblizing the existing columns and bent caps began over I-215. The remaining time on Saturday was spent removing the rubblized materials and preparing the abut- ments for placement of the new superstructure. On Sunday, October 28, the SPMT moved the new single-span super- structure to its final destination supported by the newly built abutments. The entire superstructure was pre-fabricated in the gore area, next to the existing bridge. The new 172-ft-long (52.4-m-long) superstructure, which weighed about 16,000 tons (14,514 metric tons), was the longest bridge ever moved by an SPMT in the United States. I-215 reopened to traffic on Mon- day, October 29, at 1:00 a.m. The 4500 South Bridge reopened to traffic about 10 days later, after the precast approach slabs and bridge detail work were completed. The project was delivered on a tight schedule as a Design- Build project for innovative fast-track construction and was estimated to have been completed approximately 12 months earlier than the traditional (Design-Bid-Build) approach to bridge construction. UDOT estimated that under conven- tional construction, which would have employed partial lane closures, the user impact would have been felt for 120 days over a 4- to 6-month period. An effective public information campaign involved both outreach and communication. The benefits and costs of this innovative project approach were compared with those of a project of similar size and scope with a more traditional delivery approach. The economic analysis revealed that UDOT’s approach, using the accelerated bridge construction technique for the 4500 South Bridge over I-215, achieved a cost savings of about $3.24 million or 36% over conventional construction practices. A significant amount of the cost savings was from reduced delay costs. Contract cost of the bridge replacement project was $8.7 mil- lion and construction was from June 2007 to November 2007. Project Team Composition The project manager was Lisa Wilson. As a Design-Build project, the prime Contractor was Ralph Wadsworth. Contract Type and Elements The project implemented an innovative contracting method, Construction Management/General Contracting (CM/GC) services, that involves early partnering between owner, designer, and contractor in order to streamline the project delivery process. Work Shift Schedules The basic workforce schedule was daytime shifts except for one weekend of the bridge replacement. The bridge was closed for about 10 days to local traffic. The main works for the bridge replacement required non-stop (around the clock) construction operations with different crews working two to three shifts per day over the 55-h weekend. The traffic on the bridge as well the freeway mainline underneath was fully closed during that weekend. California Department of Transportation (Caltrans) #1: I-15 Ontario Rehabilitation Project, Caltrans #: 08-472211, located in the city of Ontario, San Bernardino County. Overall Project Description This is a mega-highway renewal project (so-called “Rapid- Rehab” in California) to rebuild an approximately 5-mile stretch of long-life concrete pavement on an urban corridor.

80 The project includes various types of innovative construc- tion, such as “pre-cast concrete” and “rapid-strength con- crete.” The I-15 Ontario project is a typical example of freeway pavement renewal in an urban network in California with high traffic volumes through the work-zone (WZ). The pri- mary goal of this project is to provide long-lasting pavement (30+ years), to induce minimum work-zone impact on road users and to achieve maximum construction productivity. This project is a recipient of a $5 million FHWA Highways for LIFE grant, a program to encourage these goals. The project includes multiple stages of work. The first stage involved widening bridges and paving the median. The second stage shifts southbound traffic toward the median while pavement in the outer southbound lanes is rehabili- tated. After some minor adjustments in the median, the next stage shifts the northbound lanes toward the median in a similar manner to rehabilitate the outer northbound lanes. The final stage of work places a permanent concrete barrier along the median. Overall project duration is about 20 months (410 working days), starting in April 2009 and finishing in November 2010. Project Cost is estimated at $52 million (Engineer’s Esti- mate was $68 million). The AADT along this stretch of highway is approximately 200,000 (both directions). Truck percentage is about 10%. The total number of lanes on this portion of I-15 varies between four and five lanes per direction, with between two and three lanes being rebuilt in each direction. Project Team Composition The project client is Caltrans, District 8 (San Bernardino and Riverside counties). The project team includes Jonathan den Hartog (Project Engineer), Siong Yap (Construction Engi- neer), Nahro Saoud (Resident Engineer), Juan Lizarde (Proj- ect Manager), and FHWA representatives from their Highways for LIFE program. The primary contractor is Security Paving Company (Sun Valley, Calif.), which has a number of subcontractors. Contract Type and Elements This is a Design-Bid-Build contract. The contract has Incentives/Disincentives clauses that have a total budgeted amount of $900,000 dollars of incentive. The incentive is used to increase the contractor’s construction schedule awareness to become innovative and to increase productivity efficiency so that the number of 55-h weekend closures is reduced. The incentive bonus of $150,000 is awarded for each weekend closure eliminated or reduced below the mini- mum expected 27 closures for the extended 55-h weekend closures. The total maximum incentive is limited up to $900,000 for the contract. Work-Shift Schedules The project includes a combination of (1) extended day work, (2) weekend work (non-stop with multishift), and (3) night work, depending on the specific project element and location. The project’s construction staging plans require different types of construction strategies (primarily work hours), such as conventional day-shift continuous work, 55-h extended weekend work, and traditional nighttime work, as deter- mined based on the consideration of work locations and lane closure schemes. The project requires various types of construction opera- tions by individual agencies [Caltrans engineers and inspec- tors and California Highway Patrol (CHP)] and the contractors (management, construction workers, and subcontractor workforces). For example, about 27 repeated weekend clo- sures with nonstop construction are required, primarily for interchange ramps and freeway-to-freeway (I-10 to I-15) connector areas, with full traffic closure providing better con- tractor access. The preconstruction analysis indicated that 27 extended weekend construction work closures would allow the completion of work equivalent to about 3 to 4 years of repeated nighttime work closures. The southern area of the project boundary is designed for approximately 100 nighttime shifts using rapid-strength con- crete (4-h curing-time concrete mix) because of limited space for traffic detours. Other mainline areas are designed for con- ventional daytime work behind concrete barriers with traffic detoured to temporarily widened median areas. Specific Workforce Fatigue Factors The project includes daytime work, nighttime work, and multiple extended (55-h) weekend closures. Day- and night- shift workers also work on the extended weekends. The week- end construction work is intensive, involving multiple operations occurring close to one another, requiring preci- sion planning and logistics efforts to maintain safety, com- plete the work, and open lanes to traffic within the allowable closure limits. Workers often work longer (more than 8 h) shifts in order to complete the work. Extensive efforts are required on the part of Caltrans field staff (engineers and inspectors) to monitor the construction and on the part of the CHP to assist in managing traffic. They often work two or three work shifts during these weekend closures to provide sufficient coverage. The extended week- end closures are often repeated multiple weekends in a row, with the only exceptions being holiday weekends and week- ends where inclement weather is forecasted.

81 Specific Workforce Fatigue Countermeasures Employed A skeleton crew is used on 55-h weekend work. Whenever possible, staff are limited to one 10-h shift per 55-h weekend closure. Staff have been borrowed from other units on an as-needed basis. All staff have been advised to bring to their supervisor’s attention any issues related to the long work hours. Superb planning, scheduling, and organization is a must and key to success. The 55-h weekend closures ultimately increase productivity, safety, and reduce contract time to deliver the project. Time savings achieved by using extended weekend clo- sures (versus all nighttime closures) was estimated to be almost 3 years, and of course, results in a much better prod- uct than nighttime closures would have achieved. In other words, the project is taking a little more than 2 years to complete instead of 5 years, due to the use of extended weekend closures, median paving, and shifting traffic dur- ing construction. Caltrans #2: I-680 Walnut Creek Rehabilitation Project, Caltrans #: 04-447001, located in the cities of Walnut Creek and San Ramon, Alameda County and Contra Costa County. Overall Project Description This is the largest highway renewal project in northern California to resurface or rebuild an approximately 12.6- mile stretch of existing concrete pavement on an urban corridor. In terms of the project scope, about half of the project boundary is designed for concrete pavement reha- bilitation (mainly with pre-cast panels), whereas the remaining half of the project area is designed for Asphalt Concrete (AC) overlay surfacing (so-called Crack-Seat and AC overlay). Overall project duration is about 500 working days (about 25 months over three construction seasons), expected to start in Fall 2010 (the bid announcement is scheduled in summer 2010). Project cost is estimated at $70 million (Engineer’s Estimate). The Average AADT along this stretch of highway is approx- imately 180,000 (in both directions). Truck percentage is about 6%. The total number of lanes on this portion of I-680 varies between four and five lanes per direction (including one HOV lane on the median), and all lanes (mainline and shoul- ders) will receive the rehabilitation treatment. Project Team Composition The project client is Caltrans District 4 (Oakland). The Proj- ect Engineer is Paul Mai (email: paul_mai@dot.ca.gov). The prime contractor has not yet been selected (the bid is in process). Contract Type and Elements This is a Design-Bid-Build contract with incentives and disincentives. The total amount of incentives and disincen- tives has yet to be announced. Major incentives will be associated with the total number of 33-h weekend closures, with an incentive bonus (yet to be identified) awarded for each weekend closure reduction up to the total incentive amount. Work-Shift Schedules Various, somewhat complicated, types of construction work- shift schedules will be adopted on the I-680 project, based upon a consideration of lane closure schemes, rehabilitation scope (renewal design), and construction locations, while attempting to minimize traffic disruption through the work-zone. • Nighttime (8-h) Work (with partial lane closures) 44 Mill (cold-plane) existing AC pavement and place new AC pavement on HOV lanes and shoulders for about 45 lane miles. 44 Crack-seat (basically break) existing PCC pavement and place AC overlay pavement for about 60 lane miles. • Daytime (8 to 10 h) work (with shifted traffic; no lane clo- sures) to remove existing concrete pavement and place new base and new concrete [28-day curing-time Jointed Plain Concrete Pavement (JPCP)] pavement for about 20 lane miles. • Extended weekend (33-h) work (with dynamic lane clo- sures) for about 10 lane miles. 44 Remove existing concrete pavement and place new base and pre-cast concrete panel without post-tensioning 44 Remove existing concrete pavement and place new base and pre-cast concrete panel with post-tensioning For Pre-cast rehabilitation work, two lane closure (work- shift) alternatives were compared for the transportation management plan (TMP) analysis: Alternative 1 [24 × 33-h weekend closures (Sat. 8:00 p.m. to Mon. 5:00 a.m.)]; and Alternative 2 [291 × 8-h weeknight closures (9:00 p.m. to 5:00 a.m.)]. Based on this comparison, the 24 repeated 33-h extended weekend closures schedule was determined to result in more productivity, which will reduce the overall project

82 duration to half, compared to the conventional nighttime construction closure. Specific Workforce Fatigue Factors It is expected that about two thirds of the construction sched- ule (500 working days) will be conducted during nighttime work shifts, requiring the project team (Caltrans, CHP, and the contractors) to repeat about 8-h nighttime work shifts for about 350 days, which is about two construction seasons of continuous pavement renewal operations (mainly AC rehabili- tation), working 5 nights per week. This long-term repeated nighttime work might result in cumulative fatigue among workers. The I-680 project is designed to adopt so-called “dynamic lane configuration” for the 33-h weekend closures to most efficiently accommodate work-zone traffic. The project TMP requires the contractor to change the lane closure configura- tion eight times over the 33-h extended weekend closure, starting with four lanes open (4L) per direction through the work zone, then implementing lane openings of 3L, 2L, 1L, 2L, 3L, 2L, 1L, and 4L, using Quick-change Moveable Con- crete Barriers. These dynamic lane configuration changes will require the contractor’s crew to work under very tight work- zone space and schedule constraints. In addition to the above-mentioned nighttime work, approximately 24 extended 33-h weekend work periods will be conducted over about 6 months. This non-stop construc- tion will likely require a total of three to four back-to-back work shifts from Saturday night through Monday morning. This project could provide an excellent opportunity to com- pare the agency’s and contractor’s plans to deal with work force fatigue with their actual implementation, providing valuable lessons learned. Attachment 1 Rapid Renewal Scenario Description Terms and Definitions The project team followed these guidelines in compiling rapid renewal scenario examples, so that a standard set of terms would be used in describing different project examples. Work Shift Schedules The four basic highway construction work-shift schedules identified below refer to the basic highway construction schedule and highway construction worker schedules. Some workers may be required to follow more than one type of work-shift schedule during a single project or period of work. • Extended day work, including 10-h shift, 12-h shift, and 12+ h shifts. • Night work, including continuous night shift, temporary night shift, and rotating day/night shifts. • Weekend work, including isolated weekend work, recurring weekend work, and combined weekday and weekend work. • Continuous (24 × 7) work (nonstop construction) with two- or three-shift work, for periods of work for individual workers ranging between short–term (less than 1 week), midterm (1 to 4 weeks), and long–term (more than 1 month). Additional Workforce Fatigue Factors The following additional workforce fatigue factors represent work factors, in addition to work schedule, that have been shown to affect worker safety or performance in both the broader research literature and anecdotal accounts of rapid renewal highway construction. • Location of Worksite Relative to Primary Contractor’s Workforce, including work locations that are local to a pri- mary contractor’s workforce; work locations that result in an acceptable daily commuting distance from the primary contractor’s workforce; and those that are distant, requir- ing extended commute times and/or on-site accommoda- tions for the primary contractor’s workforce. This factor is anticipated to affect worker fatigue by affecting the hours available for sleep. • Job Category, including: State Manager, State Supervisor, and State Inspector; contractor On-site Manager and Supervisor; consultants; and highway workers. • Typical Work Break Schedule, including meal timing and length and work break (other than meal time) timing and length. Nature of Road Work Following is a set of characteristics that can be used to describe the nature of rapid renewal highway construction road work being performed as part of a specific project. • Concrete pavement renewal, including: jointed plain con- crete pavement (JPCP); Pre-cast pavement renewal (post- tensioning or precast only); Continuous reinforcing concrete pavement (CRCP); normal Portland Cement Con- crete (PCC) with 28-day curing-time mix; Rapid Strength Concrete (Rapid-set), including 4-h, 12-h, or 24-h curing- time mix; random-slab replacement; white-topping (PCC overlay); and full-depth concrete replacement (including new base).

83 • Asphalt concrete (AC) pavement renewal, including AC overlay, milling and filling (overlay) AC, and full-depth AC replacement (remove concrete and pave AC). Pavement materials may include normal AC hot mix asphalt (HMA) or rubberized AC. • Pavement resurfacing, including AC pavement mainte- nance (sealing, crack-seal, cheap-seal, fog-seal, slurry-seal, or patches), pavement recycling (like cold-in-place AC recy- cling), diamond grinding of concrete pavement surface, and dowel-bar retrofitting. • Non-pavement element renewal, including: shoulder renewal with mainline renewal; drainage; grading; fenc- ing; guardrails and median barriers; retaining walls and sound walls; signage, lighting, traffic controls, and IS (information systems or intelligent systems); and utility relocation. • Roadway widening, including widening for HOV lanes, high-occupancy toll (HOT) lanes, and general purpose lanes. • Structure renewal, including bridge replacement or founda- tion replacement, approach slab replacement (for bridges or culverts), overpass-crossings, underpass-crossings, culverts and utilities, interchanges, ramps, and tunnels. • Initial Highway Project, including new highway projects for extension or realignment. Extent of Road Closure Following is a classification of road closures. Individual cat- egories may represent entire rapid renewal project examples or portions of larger projects: • Maintaining all traffic lanes without closures through re-routing and traffic control measures. • Shoulder closures. • Edge lane or partial one-way closures. • Full one-way, including single or multiple lane closures. • Multiple lane two-way closures without full roadway closure. • Full roadway closure. Contract Type and Elements Following is a classification of contract types and elements. Individual project examples may include multiple contract elements: • Contract Types include Conventional (Design-Bid-Build), Design-Bid (turn-key), and A + B (Cost + Time). • Contract Elements include incentives/disincentives, con- tract warranties (or pay-factor incentives), the requirement to use union or nonunion contractors, and environmental constraints.