D E L I V E R E DSpring/Summer 2011

T R A N S P O R TAT I O N >

Oregon’s State Bridge Delivery Program > pg. 15

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BNSF Tower 55 Surface Improvements > pg. 9

I N T H I S I S S U EM A R I T I M E > Vancouver’s Port of Possibility Expanding Rail Access Upgrading Port of Vancouver’s rail network will reduce traffic delays by an estimated 40 percent. It’s no wonder that new tenants are already lining up.

Port of Halifax Opening New Doors to World Trade Halifax is the gateway to Canada’s Atlantic Coast, with its deep harbor and rich

maritime history. But even the best can get better, and the Port of Halifax is determined to do just that.

F R E I G H T R A I L R O A D > The “Gold Rush” of the 21st Century Energy is the precious resource of our time, and heavy haul rail will play a big part in tapping new sources. All aboard!

BNSF Tower 55 Surface Improvements A TIGER II grant is helping BNSF make improvements to Tower 55, which already serves five railroads and up to 120 trains a day. Yep, everything is bigger in Texas.

H I G H W A Y > Delivering Remarkable Results in a Changing Marketplace: Oregon’s State Bridge Delivery Program Keeping traffic flowing while repairing or replacing more than 300 bridges in eight years is no small feat. Fortunately, we like a good challenge. Cover Photo: © Keith Philpott

Building a Bridge Between Mobility and Sustainability Maintaining mobility wasn’t the only requirement of Oregon’s State Bridge Delivery

Program. Did we mention we like a good challenge?

T R A N S I T > Eagle P3 Commuter Rail Project Taking Flight in Denver It’s the largest P3 mass transit project in the United States, adding about 40 miles of commuter rail in and out of downtown Denver. Think of it as perfect powder conditions for commuters.

Bringing Bus Rapid Transit to New York City BRT is helping New York City shift pressure from other transit modes. With 2.6 billion passengers annually, there are plenty to go around.

A V I A T I O N > Embracing the Next Generation National Airspace System Our airways are getting more and more crowded. Without Next Gen, we could

be facing gridlock at 30,000 feet.

Innovative Solutions for Lakehurst C-17 Landing Zone A fully loaded C-17 weighs 585,000 pounds and produces 161,600 pounds

of thrust. Let’s just say it’s not easy being a C-17 training runway. T E C H N I C A L E X C E L L E N C E > The InspectTech Difference: Software Solutions for Inspection and Asset Management Lower costs, better data. What’s not to like?

P E O P L E > Rick Pilgrim Boosts HDR’s Multimodal Expertise in West,

Central Regions Welcome to the team, Rick!

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Po r t o f Po s s i b i l i t yE x p a n d i n g R a i l A c c e s s

By Eleanor Bayley and Scott Hale

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the port of vancouver Usa (pov) is a multipurpose facility on the banks of the Columbia river in vancouver, Wash., just minutes from portland international airport. Known as the “port of possibility,” pov is a transfer and switching center for four major railroad lines serving north america; a gateway to the river-barge ports of eastern oregon/Washington and northern idaho; and an interchange for all points north, east and south on the U.s. interstate Highway system. since 1912, the port has handled a variety of cargos, including automobiles, break bulk, containers, dry bulk commodities, forest products, steel and aluminum products, and project- and direct-transfer cargos.

With more than 360 public and private port facilities striving for a share of 2 billion tons of cargo each year, the U.s. port industry is a competitive market. ports across the country are investing heavily on improving and expanding their infrastructure to gain an advantage. at the heart of pov’s growth strategy is the West vancouver Freight access (WvFa) project. through a significant investment in rail infrastructure, the WvFa project puts pov in position to create new jobs and increase revenues by investing in several freight rail infrastructure improvements. the 10-year program increases pov’s track from 16.9 miles to more than 44 miles and will reduce rail traffic delays by an estimated 40 percent. in the end, pov will be able to offer customers better freight movement through the port and along BnsF railway and Union pacific railroad (Uprr) mainlines that connect the pacific northwest to major hubs throughout north america.

It Starts With a Big LoopHdr is working with pov to complete 19 individual project elements that make up the WvFa initiative. Construction of the first component, the terminal 5 unit train facility, began in 2007 and was completed in June 2010. this 2-mile loop serves as the port’s western terminus and facilitates handling of bulk, break bulk, wind energy and project cargo commodities by rail into and out of the port. the loop track provided capacity for a 110-car unit train. in addition to the loop track, the terminal 5 project included seven new yard tracks totaling 6.5 miles.

the completed work included innovative design and construction oversight for four impermeable, environmental caps to contain contaminated materials. the design integrated the caps to support the high volume of rail and truck traffic. Hdr assisted pov with installation of a high-massed power and lighting system to illuminate the rail infrastructure and terminal operations. Hdr also collaborated with pov to relocate gas, electrical and stormwater utilities to accommodate site development. local utility customers experienced no interruption of service during the changes.

the updated terminal 5 was delivered on time and on budget, and it quickly attracted interest from two new tenants—Keyera will occupy a 4-acre parcel for its propane shipping business, and BHp Billiton will establish potash exporting operations at pov. this required a redesign to increase the loop track’s capacity to 170 unit car trains. the modified track work includes shifting and

> The new 2-mile Terminal 5 loop serves as the port’s western terminus and facilitates handling of bulk, break bulk, wind energy and project cargo commodities.

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extending existing tracks to the south in the regulated shoreline of the Columbia river. an additional interior loop track will be constructed outside of the regulated shoreline. as a result of track installation, an existing pump station will be relocated.

Next Steps…Currently, Hdr and select sub-consultants are preparing plans, specifications and estimates for the next four major WvFa projects, which will begin construction in the summer of 2011. these projects include improving train operations for an existing tenant, reconfiguring an existing stomwater treatment pond, constructing two unit grain tracks and building a new road over a rail grade separation. these components will further improve the flow of traffic through pov and enhance the port’s appeal to potential tenants.

another upcoming component is construction of a trench to bypass an existing crossing diamond. the current operation for arriving or departing a train westbound or eastbound is to cross a north-south mainline through the crossing diamond. this BnsF north-south line (Fall Bridge subdivision) is the main thoroughfare for BnsF and Uprr freight traffic between portland and seattle. the Fall Bridge subdivision also serves as amtrak’s main corridor up and down the West Coast. trains travel through the crossing diamond at slow speeds, creating excessive delays for trains in opposition. For example, track speed for westbound trains headed into the port is just 5-10 miles per hour, causing an average delay of 15 to 20 minutes every time a train arrives or departs.

pov has several tenants that do not currently use unit train services, which puts additional strain on rail operations. these tenants’ cars are first delivered to vancouver Yard, which is just north of the crossing diamond. there is no direct connection from vancouver Yard to the port, so BnsF must pull out onto the mainline (heading eastbound), stop the train and reverse directions (now heading westbound) and cross the diamond to move westbound into the port. since trains entering the diamond bring all other train operations to a standstill, these operations regularly block all tracks along the busy mainline running north and south between portland and seattle.

the trench project will allow port traffic to depart directly from the BnsF mainline east of the crossing diamond onto the proposed rail alignment. trains will then pass beneath the Columbia river rail Bridge and enter the port. the trench will run along the Columbia river shoreline. the lowered rail alignment will be a water-tight structure with vertical walls above the 100-year flood stage to protect it in the event of high water levels. the alignment totals more than 3,200 linear feet, including a 1,425-linear-foot, open-box, pile-supported structure.

Long-term Outlookthese and future components of the WvFa project are expected to generate between 1,000 and 2,000 new permanent jobs in addition to the 4,000 construction jobs required to complete the work. the upgraded rail infrastructure will alleviate a problematic

bottleneck from the regional rail system and improve both freight and passenger operations in the pacific northwest, particularly between portland and seattle. improved rail efficiencies will reduce emissions from locomotives, and the grade separation project lessens greenhouse gas emissions from vehicular traffic.

For pov, the expanded track will increase rail capacity from 50,000 cars per year to more than 160,000 cars per year. port traffic will operate more efficiently, which gives pov a competitive edge in the maritime market. More jobs and more business equals more tax revenue for local and state governments. in simple terms, the WvFa project is helping the port of possibility live up to its name.

the $137 million WvFa project is scheduled for completion in 2017. ->

For more about Eleanor Bayley and Scott Hale, visit our Maritime Thought Leaders page at HDRinc.com/thoughtleaders-mt

Visit HDR’s YouTube channel to experience a fly-through animation of the West Vancouver Freight Access improvements. www.hdrinc.com/pov-animation

> The West Vancouver Freight Access project will increase annual rail car capacity from 50,000 to more than 160,000.

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Port of Halifax > The port industry is a highly competitive marketplace, so Port of Halifax is investigating strategies to stay ahead of the pack.

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to World trade

Port of HalifaxOPenIng New Doors

since opening the first naval dockyard in north america more than 250 years ago, Halifax has played a pivotal role in atlantic maritime activities. today, the port of Halifax features the deepest container berths on the east Coast and serves 10 of the top 15 container lines in the world. More than 9.6 million metric tons of cargo passes through the port each year, along with over 120 cruise ships carrying nearly a quarter million passengers. the facility already generates more than 11,000 jobs and an economic impact of about $1.5 billion annually, and the door is open to do even more. port of Halifax offers the infrastructure to handle the largest ships in operation and the capacity to triple its current container volumes.

With growth on the horizon, Hdr has collaborated with port of Halifax to evaluate its capabilities, investigate opportunities and plan for the future. the work includes several studies involving competitive port access issues, the development of export business opportunities for containerization of bulk grain shipments, marine navigation studies and a feasibility analysis for a new cruise ship berth. our approach has been to look through the eyes of the port director and help develop tools for making good business decisions and support expanded commerce and employment.

Project Spotlightour first venture with port of Halifax was to conduct a commodity study to better understand the origin and destination of agricultural shipments and how the port could optimize its facilities for transferring bulk rail shipments of agricultural products into 20-foot-equivalent unit (teU) containers for export. We looked at Midwest origin points for various commodities, analyzed their current export logistical moves and determined how commodities could be exported utilizing the port’s existing container services. the port wanted to identify various types of agricultural products that would be suitable to this type of move based on volume, shipping cost, demand and service flexibility. port of Halifax is now using that information to expand its export base and balance its import container volume.

another recent project focused on quantifying port of Halifax’s advantages over other ports. like many markets, the port industry is extremely competitive. port authorities must leverage their advantages to attract and retain customers just as a cellular service provider would tout its superior coverage or bandwidth. Hdr researched the constraints that competing ports face to determine areas of strength for port of Halifax. the study targeted a wide range of factors that influence port selection by ocean

carriers and compared how port of Halifax stacks up with the competition. the port can use this information to highlight its capabilities to shipping companies. in particular, port of Halifax can discuss with prospective customers the advantage of being able to berth larger ships and the cost-benefit of these larger vessels on shipper costs.

our latest projects included two significant pieces of marine infrastructure. the first was the port’s richmond terminal, which is located in a narrow part of the harbor. Hdr was asked to look at the navigational issues and make recommendations regarding the impacts of large passing vessels on ships tied up at the proposed berth as well as how cargo operations would be affected. Working with harbor pilots, port professionals and the Halifax port authority’s engineering staff, Hdr looked at environmental and geographic conditions, shiphandling forces and impacts on berthing methods. the information generated by Hdr was utilized with a series of computer-based ship simulations. Based on the data provided by Hdr, the Halifax port authority developed the final position for the proposed pier infrastructure that would allow for the safest berthing of large vessels while not interfering with navigation of large vessels through the adjacent waterways.

the most recent project looked at proposed areas for a new mega-cruise ship berth and limitations that might exist based on several preliminary concept ideas. the port is looking to develop a third large berth for cruise ship calls and wants to modify existing infrastructure to take advantage of existing shoreside facilities. Hdr looked at various options and proposed preliminary designs to determine the optimal length of any proposed berth that would allow for safe navigation within the available navigation area.

Outlookthe port of Halifax is preparing for the redeployment of large vessels into the marine transportation world as the widening of the panama Canal nears completion. the port expects to be servicing an increasing number of vessels, as well as diverse types of cargo. new terminal cranes, expanded berthing and new marine facilities are positioning the port to continue to take advantage of potential new business in its role as atlantic Canada’s premier cargo and cruise ship port and one of the most successful in north america. ->

For more about Capt. Jeff Monroe, visit our Maritime Thought Leaders page at HDRinc.com/thoughtleaders-mt

By Capt. Jeff Monroe

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in 1848, gold was discovered at sutter’s Mill in Coloma, Calif., setting off a demand for the precious metal that was felt worldwide. the 21st century is now seeing a “gold rush” of a different kind—energy. energy demands worldwide are skyrocketing and creating the need for both traditional and innovative power generation. today, energy consumption is at a record pace in countries with high populations and wealth. satisfying the demand for energy includes a variety of energy resources. topping the list, and growing, are oil and coal. these resources are available worldwide, but they must be moved from their points of origin to points of use by pipelines, ocean vessels, trucks and railroads. Combine the demand for these materials with their proximity to use and mixing in the price of fuel to transport them yields a good news story for heavy haul railroads worldwide.

since the turn of the century, China’s need for coal has more than doubled and is projected to continue growing exponentially. as a result, China has launched a global search for this resource, putting the U.s. coal industry into a strong worldwide competition. this non-renewable resource will remain in extreme demand until the balance of the cost curve and renewable resource availability curve cross. Until such time, movement of BtU-rich resource will continue to garner the interests of railroads.

as the price of oil continues to climb, the attractiveness of extracting oil from sources such as oil sands and shales becomes economically viable. these raw materials, also scattered around the globe, will yield production to nations that have the technology and funding to extract them. Both the United states and Canada, for example, are well positioned for this strategy.

Combining these energy opportunities with current environmental laws and regulations necessitates short and long-term strategies for the north american rail industry. other regions with rich supplies of oil and minerals—such as south america, australia and the Middle east—will have similar strategies. traditional movement of coal products within north america will be enhanced with expanded export movements and will be intermingled with oil train movements from the Bakken region in north dakota and Montana and other reserves in Canada. the key to all of this is developing profitable business strategies that yield efficient and effective train operations while managing capital, operations and maintenance expenditures. this strategy strengthens the north american railroad industry and supports global economic recovery and growth.

HDR Can HelpHdr is well positioned and actively engaged in supporting the demand for these resources. one of our first major projects supporting heavy-haul railroad for coal transportation was with the dM&e railroad in the powder river Basin. today, our expanded capability to address the marketplace provides unprecedented knowledge to building the right business case for our clients’ needs. to adequately address the market requires a deep understanding of railway engineering, environmental analysis (i.e., nepa), mining, ports, real estate and right-of-way, and economic analysis. our integrated delivery approach combines all these disciplines and more to deliver the right solution for your heavy haul needs. ->

For more about R. Scott Goehri, P.E., visit our Freight Railroad Thought Leaders page at HDRinc.com/thoughtleaders-fr

“Gold Rush” of the 21st Century

By R. Scott Goehri, P.E.

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BNSF t o w e r 5 5 s u r f a c e i m p r o v e m e n t s[9]

on the southeast corner of downtown Fort Worth, texas, two major north-south rail lines cross two major east-west rail lines at a location called “tower 55.” the rail lines are owned by BnsF railway and Union pacific railroad, and as many as 100 freight and passenger trains operate through tower 55 daily—trains that carry consumer goods, autos and construction materials across america, commuters between dallas and Fort Worth, and long-distance passengers between southwestern cities. increased traffic is causing delays to freight and passenger networks as well as motorists waiting to cross tracks.

BnsF railway, Union pacific railroad, the city of Fort Worth, and the north Central texas Council of Governments (nCtCoG) have long discussed improvements in capacity and fluidity at tower 55. the commitment of local and federal funding in 2005 generated increased support from organizations such as the Fort Worth transportation authority (the ‘t’) and texas department of transportation (txdot). BnsF and Union pacific agreed to collaborate on the tower 55 surface improvements project and add a third north-south main line through the intersection to increase train travel speeds through the area. By decreasing train idling durations, the tower 55 surface improvements project will reduce associated air pollution, expand rail volume capacity and mitigate increased costs associated with congestion and re-routing.

Hdr joined the project team in May 2009 to develop preliminary plans, obtain environmental clearances and coordinate with the public agencies involved. Hdr is currently leading the design team responsible for project management, track design, grading, structures design, environmental permitting and coordination with the various stakeholders. Hdr’s real estate professionals have engaged with BnsF, Union pacific and the design team to conduct right-of-way acquisitions and utility relocations. additionally, Hdr’s economics and rail operations team helped BnsF and Union pacific prepare a successful U.s. department of transportation tiGer ii grant application in 2010.

By Mark A. Martin, P.E.

t o w e r 5 5 s u r f a c e i m p r o v e m e n t s

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More Capacity Equals Increased Speedthree railroads currently operate through tower 55—BnsF, Union pacific and amtrak—and two others operate nearby—the trinity railway express (tre) and Fort Worth and Western railroad. due to the capacity constraints of tower 55, some trains wait between two and eight hours to cross through the location.

the new north-south track will extend approximately two miles in each direction (for a total of four miles) from east of Hemphill street in south Fort Worth to north Fort Worth near the stockyards. the proposed track design will increase track speeds an average of 20 to 30 mph and allow two northbound or southbound trains to cross the tower 55 diamond at the same time rather than each train “waiting in line” for its turn to proceed. the proposed track alignments and cross-over configurations will allow a northbound or southbound train to approach tower 55 on any of the three tracks and more efficiently maneuver to any of the tracks without having to stop and wait for passing trains. BnsF and Union pacific are also collaborating to design and install an updated wayside signal system for tower 55. this system will further improve efficiency and prepare the site for implementation of positive train Control (ptC)—a system planned to reduce the risk of train-to-train collisions and overspeed derailments.

Increased Speed Equals Improved Efficiency, Less Delaythe current rail conditions cause delays to freight and passenger railroads and surface traffic. BnsF’s average northbound and southbound trip times through tower 55 are up more than 30 percent since 2002, and trains can be queued as much as 70 to 120 miles in either direction. Queued BnsF traffic impairs service and growth at the alliance intermodal Facility (iMF), a major component of BnsF’s domestic and international intermodal freight network. Union pacific also experiences speed restrictions of 30 mph on eastbound and westbound traffic, with trains being staged approximately 35 miles away in each direction. this queuing inhibits service and growth of the freight network for both BnsF and Union pacific, and it is detrimental to the ability of the intermodal freight network to reduce the freight transportation impact on the nation’s highway system.

the additional north-south track and the improved approach trackage and signaling will improve train velocity for both BnsF and Union pacific. some existing rail bridges will be replaced or improved to provide adequate serviceability ratings and decrease potential risks or speed restrictions. the reduction in highway-rail interface points within downtown Fort Worth will also reduce delays experienced by local and highway traffic. reduced congestion means lower transportation costs for shippers from avoided delays and reroutes, and it results in less impact on air quality as trains and automobiles spend less time sitting idle waiting to cross.

Improved Efficiency Equals Greater Public Benefitsin addition to the public benefits gained from increasing train efficiency through the tower 55 location, city street improvements are being designed to minimize the surface street and rail interface in neighborhoods adjacent to the railroads. the project includes measures to improve roadway underpasses for pedestrian and cyclist traffic and increase horizontal and vertical clearances for emergency vehicle access.

once completed, the tower 55 surface improvements project will reduce delays to

> Tower 55 serves up to 100 trains a day, creating delays for freight, passengers and motorists.

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the travelling public by an estimated 100,000 hours per year. the benefits to surrounding areas include reducing fuel consumption by 22,600 gallons per day, Co2 emissions by 93,000 tons per year, and nox emissions by 650 tons per year.

the combination of public and private sector funding for the tower 55 surface improvements project offers economic benefits to the community as well. With assistance from Hdr, the stakeholders submitted a tiGer ii application that resulted in $34 million of federal contribution. an estimated public benefit return of $27.50 per $1 of federal investment helped secure the award. economic development in the area will grow by an average of 891 new jobs per year for a two-year period with $0.7 to $1.1 billion in public benefits. avoiding $996 million in supply chain costs by improving operational efficiencies will benefit manufacturers, shippers,

receivers and consumers. the tower 55 surface improvements project will support rail volume growth for up to 20 years.

The Future of Tower 55the project team is currently working to complete the design and provide bid documents and technical assistance to BnsF and Union pacific in an effort to fulfill required agreements among the stakeholders. ongoing support includes property acquisition, utility relocation, grading, track construction and signal design. the team developed a project plan that includes scope development, preliminary engineering, project clearance/permitting, final design, bidding and contract generation. Hdr will provide construction management services for the BnsF portion of the project, and construction is anticipated to begin in the third quarter of 2011.

> An estimated return of $27.50 for every dollar invested helped Tower 55 earn TIgeR II funding.

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[ With $34 million in TIGER II federal funding to help, BNSF and Union Pacific partnered to improve Tower 55 operations ]

> The Tower 55 project is a collaborative effort, with participation from BnSF, Union Pacific, and state and local agencies.

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txdot is the federal funding grantee and will act as the governing agency in control of funding allocation and budgetary review, with BnsF and Union pacific responsible for project implementation, management, field review and construction. When completed, the tower 55 surface improvements project will increase rail capacity by an estimated 30 percent and help address freight congestion and livability in the surrounding Fort Worth area. ->

For more about Mark A. Martin, P.E., visit our Freight Railroad Thought Leaders page at HDRinc.com/thoughtleaders-frWant to learn more? Visit www.corridorsofcommerce.com/tower55

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> The Work Zone Traffic Analysis tool has helped Oregon Bridge Delivery Partners minimize delays during construction.

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Oregon’s State Bridge Delivery Program

Remarkable Results in a Changing Marketplace:

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By W.D. Baldwin, P.E., and John Craig

> Maintaining freight and passenger mobility was a vital component of the Oregon State Bridge Delivery Program.

the oregon transportation investment act (otia) series of funding packages passed in 2000-2003 was the largest investment in transportation in oregon in 50 years. as part of this funding series, the $2.46 billion otia iii legislation provided $1.3 billion to improve the safety and functionality of the state’s major freight routes through the otia iii state Bridge delivery program, which addressed the need to repair or replace a substantial number of bridges across the state that threatened the operational capacity of oregon’s freight network.

a large-scale program such as otia iii provides unique opportunities to develop practices and technologies that can be applied to a wide range of transportation projects. Hdr partnered with Fluor to form the oregon Bridge delivery partners joint venture. the team’s goal was to accelerate completion and manage the quality of projects in the otia iii state Bridge delivery program. the joint venture combined Hdr’s design expertise with Fluor’s expertise in construction to provide a multidiscipline program management team. as the owner’s representative, oregon Bridge delivery partners was responsible for managing the scope, schedule, budget and reporting for the entire otia iii state Bridge delivery program. the team worked closely with the oregon department of transportation (odot), and odot retained final decision-making.

one of the most successful strategies deployed during the otia iii program was the Work Zone traffic analysis (WZta) tool, which allows the oregon department of transportation (odot) to quickly perform multiple refined traffic analyses before beginning construction in a given area. the WZta tool provides valuable data for minimizing traffic delays during construction, and its web-based interface enables access from any odot location.

History of OTIA IIIin 1978, Congress determined that the number of structurally deficient or functionally obsolete bridges had reached dangerous levels. to address the situation, Congress increased funding and created the national Bridge inventory (nBi) and national Bridge inventory standards, both of which fall under the purview of the Federal Highway administration (FHWa). today, there are nearly 600,000 bridges on public roads throughout the United states and many are reaching the ends of their useful lives. Bridges are expensive to replace, and most state, city and county transportation agencies are increasingly cash-strapped. oregon is no exception.

of the 6,700 oregon bridges included in the nBi, almost half of the state-owned bridges and a third of the city- and county-owned bridges were built prior to 1960. Many of the structures

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tconstructed during the early development of the highway system used a reinforced concrete deck girder (rCdG) design consistent with specifications at that time. as design specifications evolved, oregon transitioned to pre-stressed and post-tensioned concrete bridges that offered greater overall bridge performance at a more economical cost.

still, many of the rCdG bridges remained in use into the 21st century and were understandably showing signs of age. during a routine biennial inspection of state bridges in 2001, cracks that were identified in previous inspections had grown, and some had progressed to the point that the functionality of the bridges was at risk. odot immediately placed load restrictions on these at-risk bridges, and evaluations continued on the rest of the state’s 555 rCdG bridges as well as 300 rCdG bridges owned by cities and counties.

in 2003, odot identified 365 state bridges in critical need of repair and calculated the $1.3 billion estimate to fund a statewide improvement program. otia iii provided the funding and framework for the program, and odot began seeking ways to make sure the scope remained within the dollars available and that mobility could be maintained throughout the course of construction activities. Fixing the interstate and key freight routes was a priority, followed by critical city and county connector routes. to tackle the mobility issue, odot turned to the oregon Bridge delivery partners to improve existing methods for estimating and minimizing traffic delays during construction.

Process Improvementdevelopment of the WZta tool revolutionized the way odot conducts traffic studies in work zones. WZta uses a Gis map-based interface to generate traffic simulations prior to and during construction, reducing potential delays for the traveling public.

prior to oregon Bridge delivery partner’s involvement with the otia iii program, odot created a spreadsheet tool to estimate and minimize traffic delays for the various types of construction staging options being considered for each roadway project. this spreadsheet was effective at using existing odot traffic counts and automatic traffic recorder information from across the state to estimate delays. However, the process could

> The WZTA tool revolutionized the way ODOT conducts traffic studies in work zones.

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> For every dollar spent on WZTA, the tool generated a return on investment of $3.60.

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take up to four hours per analysis because data had to be looked up and then collected from multiple databases in the agency and inserted into the correct spreadsheet format. oregon Bridge delivery partners worked with odot staff to refine this process and, using macros and spreadsheet automation techniques, were able to reduce the time required for analysis. Further enhancements incorporated information from odot databases into the spreadsheet, and the overall time for gathering and processing an analysis shrunk from four hours to just five minutes. still, the size of this database meant that even the most current available version of the spreadsheet was occasionally prone to crashing.

odot believed there was value in developing a new tool that would replace the spreadsheet process with a stand-alone system that housed data at a central location, processed the requests and allowed access through the internet. traffic, Gis and information technology staff worked with odot to create the new WZta tool. this application would go on to win a 2007

aasHto team excellence pathfinder award and, more importantly, provided the efficiency and reliability odot needed to maintain mobility throughout the otia iii program.

WZTA Deliverssince the WZta tool was deployed, the traffic mobility team has successfully used it to determine closures and delay estimates for hundreds of bridge construction projects and associated work zones across oregon. as designers considered repair and replacement projects, they used WZta as part of their planning phase to understand how specific lane closures would impact traffic. this up-front planning allowed program managers to allocate an appropriate level of funds to the project to provide necessary traffic control and staging to maintain mobility.

When a project moved to the design phase, refinements were quickly made to identify a window of time for lane closures and get an updated estimate of potential traffic delays. Using this information,

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the designers could designate times in the project specifications that limited lane closure times, thereby minimizing delays and backups.

during construction, there were times when unexpected or emergency conditions arose that resulted in lane closures outside of the original closure windows. again, the WZta tool was used to determine potential backups that might occur, and that information helped the project manager and contractor select traffic control mitigation measures. Motorists could then be warned of the potential delays, which would reduce congestion and improve safety.

Benefits Breakdownodot and the otia iii project team realized several benefits after developing and deploying the WZta tool. For one, the ability to perform multiple runs and quickly test scenarios while preparing the construction alternatives and staging approaches for a project allowed changes to be made on the fly. in fact, the process was often done during meetings, which allowed members of the design, construction and owner teams to collaborate effectively and efficiently.

Moving the data from decentralized sources into a single, dedicated system allowed the WZta developers to program consistent analysis methods into the tool and prevent calculation errors. the centralized database also made it easier for odot to maintain the data and eliminated the problem of analysts across the state working with outdated information. Using a Gis-based interface map improved process accuracy by allowing the analysts to graphically select the location and information for a specific project site. previously, all of the information was in the form of lookup tables using numbering systems that were not necessarily intuitive to all users. the Gis map helps users find exactly what they are looking for and verify that the correct project information was selected.

increasing the speed of the process enabled the traffic mobility team to react quickly if something unexpected occurred. they could then coordinate with the construction team to devise appropriate solutions or even prepare in advance for potential backups and delays.

From a financial perspective, a cost-benefit analysis of WZta indicated a benefit-to-cost ratio of 3.6 for overall odot implementation. in other words, for every dollar spent on WZta, the tool generated a return on investment of $3.60.

Is WZTA Right for Me?odot elected to implement the WZta tool in part because of the scale of the otia iii program. With 365 bridges in need of repair or replacement, working efficiently was key to the success of the endeavor. that doesn’t necessarily mean that smaller projects or programs wouldn’t benefit from more efficient means of evaluating and planning work zone lane closures. transportation agencies across the country employ practices similar to odot’s in terms of collecting robust data such as historical traffic counts and automatic traffic recorder information. By collecting copies of this data in central database and developing a processing tool, engineers and managers can move away from the task of crunching the numbers and turn their attention to making good decisions.

in some cases, agencies have devoted tremendous amounts of time evaluating the data, and they may have given up on completing the analysis process because it simply takes too long. in other cases, the agencies limits the scope of their analyses to only a few alternatives and might be excluding useful alternatives. Whatever the case, one thing the otia iii program clearly demonstrates is that the WZta tool can make it much easier to advance from simply collecting data to actually using it. ->

Jason Neil and Byron Perry also contributed to this article.For more about W.D. Baldwin, P.E., and John Craig, visit our Highway Thought Leaders page at HDRinc.com/thoughtleaders-hwy

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[ “OBDP’s active management on the bridge program helped ODOT rescope several projects, keeping our total program budget on target.” Ray Mabey, OTIA III Bridge Delivery Unit Manager]

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early in the process of working on the otia iii Bridge delivery program, oregon Bridge delivery partners collaborated with the oregon department of transportation (odot) to identify and define five goals for implementing a sustainable solution to oregon’s mobility needs.

First, considering the substantial investment being made to carry out the Bridge delivery program, it was important that it provide some return by stimulating the economy. odot also asked that the program employ efficient and cost-effective delivery practices. since mobility was such a major concern to begin with, it’s only logical that maintaining freight mobility throughout construction would be a key factor in the success of the program. sustainability was another priority for odot, so we were tasked with building projects that are sensitive to their communities and landscapes. Finally, odot requested that the Bridge delivery program capitalize on funding opportunities to distribute the financial load.

the following is a snapshot of how those goals have been realized over the past eight years.

Stimulate the EconomyMore than 400 companies are involved in otia iii, and over 80 percent are oregon companies. the result is about 85 percent of expenditures so far going directly to oregon firms. a total of 11.8 percent of the contract values to date, or about $160 million, have gone to companies that qualify as a disadvantaged Minority-owned, Women-owned, and emerging small Business.

over the 10-year duration of the bridge program, the average number of jobs sustained is estimated at approximately 2,200 annually or 22,000 over the life of the program. the total income through January 2011 was $970,096,934, which generated $74,673,297 in tax revenues for the state of oregon. payroll records indicate that oregon residents make up 85 percent of the workforce. at this rate, the otia iii program will contribute more than $100 million in state tax revenue.

Employ Efficient and Cost-Effective Delivery Practicesthe comprehensive suite of information technology (it) tools put in place to speed delivery of the otia iii program represented a significant investment, but the return proves their worth. an independent review concluded that nine it systems spanning almost every facet of the otia iii program provided a benefit-to-cost return of 2.1, meaning that every dollar spent generated $2.10 in benefits. in total, $3.5 million in investment resulted in a return of $7.3 million in benefits. in addition to the WZta tool discussed in this article, otia iii used a pre-construction assessment tool to track environmental permits and an electronic document management system, which provided a benefit-to-cost ratio of 6.1. others include a bridge reporting system and a Gis infrastructure tool for mapping and analysis. From odot’s perspective, the overall return on it investments for otia iii was a “home run.”

another cost-effective practice developed early on in the otia iii program was identifying design exceptions. as the design team evaluated each project, they determined that odot standards often created a situation where a project would normally require additional work unrelated to the primary goal of the otia iii program. For example, say a bridge was slated for expansion from two lanes to four, but the approaches on either side currently only supported two lanes. the goal of the otia iii program was to address the structural deficiencies of the bridge, not expanding capacity of the overall corridor. in this

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case, following odot standards would have significantly burdened the project financially. oBdp developed the design exception process to reduce or eliminate the requirement that the standard be met. a total of 275 approved design exceptions resulted in a total savings of approximately $683 million.

Maintain Freight Mobilityat the beginning of 2011, 351 of the 365 bridges were free of construction zones. the work has been done with minimal impacts to the motoring public. the WZta tool played a key role in this achievement by allowing the project team to evaluate potential impacts of lane closures in just five minutes. the team used this information to select staging strategies that minimized delays. WZta is now being used throughout odot on other roadway maintenance and construction projects to quickly determine impacts from lane closures across the state.

another tactic focused specifically on keeping freight moving by coordinating with the trucking industry to better understand and address construction impacts to freight routes. representatives from the project and the trucking industry discussed construction staging challenges and worked to reach a consensus on construction strategies. oregon trucking association president Bob russell said of the process, “the new level of communication is huge and effective. there have been no `You can’t get there from here’ situations.”

the efforts to maintain traffic and freight mobility will provide an estimated cost savings of $101 million over the life of the program. to date (end of 2010), mobility measures have generated over $92 million in cost savings to the traveling public when compared to the use of no mobility strategies at all.

Build Projects Sensitive to Their Communities and the LandscapeFrom respecting regional aesthetic initiatives to complying with environmental regulations to just being good neighbors, the otia iii program placed a high priority on implementing sound environmental practices. For example, odot and oBdp established an award-winning environmental programmatic permitting process that encouraged working in partnership with state and federal permitting agencies. the process allowed odot and oBdp to combine more than 14 separate environmental statutes and permits into a single set of environmental performance standards. in addition to creating an efficient

means of addressing permit requirements, the process provided savings in excess of $73 million compared to the cost of a more traditional permitting process.

the otia iii team’s dedication to the community could be seen clearly following a period of record rainfall earlier this year. For folks who live along the sandy river, the memory of horrific floods in 1996 are still fresh, and there was concern of a repeat event in January. Fortunately, no flooding occurred. But masses of debris, including whole trees and root balls, became lodged in the bridge piers. the otia iii program was fully prepared for the situation, and had already mobilized machinery on-site. Workers began dislodging and extracting debris immediately, and the contractor brought in additional machinery to speed up the removal process.

Capitalize on Funding Opportunitiesto date, the otia iii program has leveraged over $136 million in state and federal funding to assist in otia iii construction projects, and approximately $470 million in state and federal funds which were used on projects in conjunction with the bridge program. For example, over $30 million in saFetea-lU funds were obtained for work on the $206 million Willamette river Bridge in eugene, and another $10 million was obtained from the oregon Jobs and transportation act, which was used to assist in completion of one of the projects located in the Columbia river Gorge. other state and federal funds were leveraged by bridge program funds (on other projects). this allowed odot to merge what may have been two separate projects into one, creating economies of scale beneficial to the agency and program and minimizing the mobility issues that two separate projects would have created. one example of this strategy is the Bundle 212 project, which combined several projects along interstate 5 between n. santiam Highway and Kuebler Boulevard. Bundle 212 received $39.4 million of the total $70.5 million budget from six different sources to create a single project rather than carrying out multiple projects in the same freeway corridor.

the otia iii program also obtained more than $5.1 million in additional funding through various grants and continues to look for additional grant opportunities. included in these grants are nearly $2 million in FHWa supportive service funds and $200,000 in U.s. environmental protection agency funds for reducing carbon emissions from diesel engines. ->

[ “It took a partnership between OBDP and ODOT to do it, and together, we have demonstrated

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Eagle P3While denver’s regional transportation district (rtd) makes effective use of its light rail and bus network to move more than 322,000 riders on an average weekday, it recognized a need to improve service from downtown denver to outlying residential areas and denver international airport (dia). rtd initiated the multi-billion dollar Fastracks program with a goal of adding 122 miles of commuter and light rail, 18 miles of bus rapid transit, expanded parking at rail and bus stations and more. a key component of Fastracks is the $2.1 billion eagle public-private partnership (p3) project, which calls for three new commuter lines in and out of denver Union station, a maintenance facility and 14 new stations.

Peaceful Easy Feelingeagle is the largest p3 mass transit project in the United states. the p3 approach allows rtd to transfer risk to the private sector, away from taxpayers, and spread out costs over approximately 30 years. it also makes it possible for rtd to get the finished system up and running much more quickly than in a more tradition design-bid-build scenario.

rtd entered into a concession agreement with denver transit partners to design-build-finance-operate-maintain the eagle p3 project. denver transit partners is a concessionaire comprising Fluor enterprises, John laing and Uberior infrastructure investments. Fluor and Hdr are heading the design team, with Hdr providing rail system planning and design. the concessionaire strategy allows an accelerated project delivery schedule with a firm fixed date and penalties for delay, ensuring that targeted revenue service on all three lines will be met. rtd is financing a significant portion of the project with private dollars, distributing expenditure of its local dollars over a longer term. in return, rtd will make service payments to denver transit partners over the life of the project.

By Chris LaTuso, P.E. and Karen Creamer, P.E.

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Taking Flight in Denver C o m m u t e r r a i l p r o j e c t

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assembling a design team for a project of this scope and with a design schedule of just 15 months requires expertise, efficiency and commitment. Worksharing is one of Hdr’s core values and enables us to successfully complete such a large project on an aggressive schedule. By identifying the work requirements early in the proposal stage and targeting the right resources to complete the work, both in management positions as well as the production staff locations, the design team mobilized efficiently to get the job done. the eagle p3 design team comprises over 200 professionals, including more than 40 Hdr staff co-located with the contracting team.

the work effort, typical with most design-build projects, requires an extra commitment from the design team that often involves longer hours, weekend work and temporary duty relocations. the trade-off is the unique opportunity to work on some of the largest and most recognizable projects in the industry with a team of people committed to excellence and working in a collaborative environment.

The Long Runthe region’s current transit system consists of a 39.4-mile light rail system with 36 stations. Many of the businesses in the downtown area actively support the system by funding the expenses for employees utilizing light rail to commute to and from work. rtd’s transit fleet also features 1,025 buses and more than 10,000 stops to move people in and around denver and its suburbs. the rtd service area includes 2.8 million people, covers 2,348 square miles and encompasses more than 40 municipalities. daily travel throughout the rtd system exceeds 134,000 vehicle miles.

eagle p3 will add approximately 36 miles to the rtd rail network and vastly improve travel in and out of the downtown area. the three new rail lines terminate at denver Union station, which is immediately adjacent to the south platte river on the western edge of downtown. the east Corridor covers approximately 13 miles along an existing Union pacific railroad right-of-way before heading north for the last 10 miles of its 23-mile run to dia. the northwest electrified segment (nWes) heads due north out of denver Union station, passes by the 30-acre Commuter rail Maintenance Facility (CrMF), and continues 3.5 miles and terminates at the station in the City of Westminster. nWes serves as the first segment of the planned 41-mile northwest rail Corridor. the Gold line is an 11.2-mile electrified segment that branches off of the nWes line and heads west toward Golden, terminating at the Ward road station to serve arvada and Wheat ridge.

Life in the Fast Lanein addition to providing transit access to neighborhoods in northeast denver and aurora, the east Corridor adds a much-needed direct link to the fifth busiest airport in the United states. dia served more than 52.2 million passengers in 2010—a 4.1 percent increase over the previous year. Built in 1995, the airport has grown to contribute more than $22 billion annually to the Colorado economy. despite its success, dia is the only facility among the top six U.s. airports that does not have a rail link.

one of the challenges dia faces is its distance from the population center. at about 23 miles from downtown, it is more than three times as far as its predecessor, the now closed stapleton airport. a taxi fare from dia is priced at a fixed rate of about $55. denver residents welcome the addition of commuter rail to dia, which will make the trip both faster and more economical.

as the east Corridor heads northeast from denver Union station, it passes through the Coors Field parking lot (home to the Colorado rockies of Major league Baseball) and a residential section of downtown denver. as the line heads east, it passes through an industrial area with 12 at-grade crossings. since the commuter rail will have 15 minute headways, the impact to local traffic is being accommodated with the addition of traffic signals at adjacent intersections. Close coordination and communication has built a successful partnership between the design team and local agencies as we all work together to address the traffic and other technical issues.

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Take it to the Limitthe areas north and west of downtown denver contain significant residential development with commuters from these areas fueling the downtown workforce. as is the case for nearly half of the east Corridor, the existence of Union pacific and BnsF railway lines extending north and west provide unique opportunities for the nWes and Gold line alignments to capitalize on the flat terrain and gentle horizontal alignments into Union station. as a result, the new commuter alignments require minimal grading or reconstruction of the existing terrain.

that said, the proximity of freight rail operations introduced an element of coordination among the denver transit partners project team, rtd, BnsF, Union pacific and the municipalities where new commuter stations would be located. as the design lead for eagle p3, Hdr brings an understanding of freight railroad operational and design requirements borne from decades of working with all of the Class i railroads in the United states. that experience has proven to be a valuable asset as we work to complete design work for the eagle p3 project. We anticipated the need for corridor protection barriers and other safety-related installations along corridors with existing freight lines. Constructing stations adjacent to freight tracks, and sometimes in proximity to freight rail yards, required further integration of railroad safety standards and detailing.

the project team has maintained constant communication with the railroads to balance their needs with those of rtd’s commuter rail design principles and the concerns of multiple municipalities that have their own interests in historic

preservation and aesthetics. the team’s architects collaborate with the municipalities to incorporate their aesthetic requirements for stations while ensuring that the designs also meet the safety requirements presented by the track team and the freight railroads. Communication clearly has been the watchword for the eagle p3 team.

One of These Nightsthe eagle p3 project was awarded to denver transit partners in June 2010. a notice to proceed for phase 1 was issued in august 2010. the current schedule has the majority of the design being completed in december 2011. Construction is currently underway, beginning with relocation of utilities along the east Corridor that will be impacted by the at-grade crossings, Union pacific relocation and commuter rail tracks. relocation of the Union pacific tracks along the east Corridor will begin in fall 2011. Construction will begin on the commuter rail line along the east Corridor in summer 2012.

revenue service for all lines is planned to begin in 2016, beginning with the east Corridor. passengers will be able to travel from downtown denver starting at denver Union station and arrive at dia in 35 minutes. the current average drive time between these two locations is approximately 55 minutes. service will be available every 15 minutes between 6:00 a.m. and 8:00 p.m., with 30-minute intervals all other times. the average number of riders per average weekday is estimated to be 43,400 on opening day. ->

For more about Chris LaTuso, P.E., and Karen Creamer, P.E., visit our Transit Thought Leaders page at HDRinc.com/thoughtleaders-tr

> The new east Corridor adds a much-needed direct link to Denver International Airport—the fifth busiest airport in the United States.

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BringingBusnew York City’s public transportation network serves 2.6 billion passengers each year—the equivalent of one-third of all public transportation trips taken nationwide. With such volume, an efficient system is not only ideal, but a necessity. the bus service provided by Mta new York City transit (nYC transit) plays an integral role in this complex mass transit system. While the subways’ high capacity means they can sustain higher ridership, nYC transit’s buses tallied an impressive 700 million trips in 2010 and that number will only increase. By the year 2030, new York City is expected to be the home of an additional 1 million people. it is no surprise, then, that nYC transit and the new York City department of transportation (nYCdot) want to develop a more efficient bus service. a novel change to the city’s current bus system will both improve level of service and shift some increasing pressure away from other transit modes.

in 2007, new York City Mayor Michael Bloomberg launched planYC 2030, the city’s first sustainability plan. its lofty goals not only address the city’s rapidly ballooning population but the ways that residents can reduce their environmental impact. in a metropolis the size of new York, superior transportation is crucial to its success and a large part of its carbon footprint. planYC helped support an ongoing joint nYCdot-nYC transit study of Bus rapid transit citywide, which became the select Bus service (sBs) program. the cutting-edge solution has begun to deliver bus rapid transit to the Big apple as several other cities—such as los angeles, Cleveland and Curitiba, Brazil—have done.

Bus rapid transit is an innovative way to merge reliable rail-like operations with the flexibility of bus systems. the speed and ease of riding the subway are brought to buses, which can travel off the designated path if necessary, but with fewer stops than local buses. similar to those found along a rail transit line, stations are more permanent fixtures than those featured in traditional bus service. new York’s sBs lines feature prepaid fares to allow faster boarding times, dedicated lanes along parts of routes and traffic signal priority (tsp) to reduce delays at traffic lights. additionally, high-capacity vehicles are used to accommodate a higher ridership than standard sized buses. nYC transit began the first sBs route with 60-foot buses from its existing fleet, but currently operates all existing sBs routes with new low-floor, three-door articulated buses. all buses are clearly branded to unmistakably distinguish sBs from local bus service. passengers benefit because as much as 20 percent may be shaved off of traditional travel times. nYC transit benefits from an efficient rail-like system without the very costly and time consuming process of altering the city’s existing infrastructure.

the first implementation of sBs in new York City was on the Bx12 in the Bronx, in 2008. a second line, which began service in 2010, follows the M15 route along First and second avenues in Manhattan, an 8.5-mile route that

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By Ken Standig, P.E.Rapid Transit

> Similar to light rail transit, new York City’s BRT service includes permanent-fixture stations and prepaid fares.

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> The bulb-out stations feature shelters, ticket vending and other conveniences.

currently experiences the highest ridership in the city. the next identified route, and the one that Hdr is currently working on, is a 10-mile corridor on nostrand and rogers avenues in Brooklyn. the nostrand avenue bus has the seventh highest ridership citywide, at over 41,000 passengers per day.

However, high ridership is not the only qualification of a chosen route. Community impact and concurrence, benefits to riders, and physical compatibility of the existing infrastructure also are crucial considerations when identifying a path for bus rapid transit. the corridor along nostrand and rogers avenues was chosen specifically to connect densely populated residential areas of Brooklyn with several subway lines, such as the a/C, G, J/M/Z, 2/5 and 3 trains. it connects the neighborhoods of Williamsburg on the north end to sheepshead Bay on the south end. additionally, it will include transfers to other bus routes, shopping areas, two colleges and two major hospitals.

nYCdot has been pleased with the development of past and current bus rapid transit routes throughout new York City and is looking to continue to expand the service. Future plans include improvements to the current sBs that runs along Manhattan’s First and second avenues, as well as 2013 plans for an inter-borough line that services most of Hylan Boulevard in staten island and ends in Brooklyn. over the coming decades, new York City is expected to see an influx of the innovative bus rapid transit program as pressure on the current transportation system continues to grow.

The Stations Have Standardsthrough an on-Call contract with the nYCdot, Hdr has performed a series of bus rapid transit assignments on independent but related task orders. Working with nYCdot and nYC transit staff, Hdr developed guidelines that direct design for all sBs stations with the goal of ensuring consistency in stations throughout the City of new York. these guidelines combined the necessary information for all of the various aspects of the station, including platform design, accessibility, passenger flow, station amenities, drainage, green infrastructure, street and sidewalk reconstruction, as well as agency coordination and station maintenance. all of these elements needed to be developed for final design. it was also important that the information be well presented so that other consultants could easily understand it, and that it could be adapted to any site conditions found in the city. Hdr fulfilled the goals by first developing a concept of the ideal station before establishing a list of the various components that might be included at each.

each station could include an extension of the sidewalk, or bus bulb, which will support the bus shelters, ticket vending machines and various street furniture appurtenances. the bus shelters are being provided by a company that holds a citywide franchise for the installations. riders will be able to pay their fare and receive a receipt for proof of purchase before boarding. When the bus arrives, all passengers will be able to enter through any door, eliminating the need for a line at the front.

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one major challenge has been an objective to offer nearly level boarding where possible. it has been difficult to provide a 10.5-inch curb height for such level boarding—a feature that helps accessibility, though is not required by the americans with disabilities act (ada). another obstacle that has required site-specific station-by-station design is the presence of utility infrastructure in the streets and the need for positive sidewalk drainage.

to address the drainage challenge and further comply with the goals of planYC 2030, sustainable design elements will be incorporated into each station’s design wherever reasonably feasible. Under the direction of the department of design and Construction’s “High performance infrastructure Guidelines,” bioswales, special tree pits and grates among other items will be included in the design. all will facilitate drainage and prevent runoff overflow in the current sewage systems. additionally, more trees will be planted to increase the number of street trees in accordance with Mayor Bloomberg’s one Million trees initiative.

the process has involved much more than simple engineering design. Key criteria and coordination issues have been resolved with a variety of agency stakeholders. they include the department of environmental protection for drainage issues, the department of parks for green infrastructure planning, the department of sanitation for street cleaning and snow removal requirements, nYC transit for bus length and fare machine specifications, and the department of design and Construction for the execution of sidewalk and street construction projects. to implement the guidelines on a citywide basis, the project team also had to obtain approval from the nYC public design Commission for any permanent features on the streetscape. Computer renderings prepared by Hdr were instrumental in obtaining their consent.

A Positive EnvironmentWhile some funding is coming from the Metropolitan transit authority (Mta) and new York City and state, many of the sBs projects also receive funds from the Federal transit administration (Fta). as a result, they are subject to environmental review requirements. on the national level, they are mandated by the national environmental policy act (nepa), and on the local level in new York City the review is known as the City environmental Quality review (CeQr).

since both the First and second avenues corridor, and nostrand and rogers avenues corridor already support heavily travelled bus routes, and the existing service will be improved by the proposed sBs service, few physical improvements to the alignment were requested. the primary requests were for specialized stations and bus lanes. therefore, these two projects were considered eligible for classification as a Categorical exclusion under nepa.

Hdr completed the necessary analyses and preparation of documentation for the Fta’s evaluation of environmental impacts for Categorical exclusion classification. the focus of the environmental impact assessment addressed specifically the differences between current and sBs service, such as when the duration of bus service will run later, and small differences exist between travel routes. Hdr has conducted several traffic-related tasks to support each project’s application for recognition as a Categorical exclusion. they include:

• ongoing traffic and planning studies to evaluate the effects of multiple traffic operations scenarios (such as reduced lane capacity) on traffic flow, with an emphasis on bus rapid transit, pedestrian and bicycle operations

• development of potential diversion routes utilizing the travel demand Best practices Model (BpM)

• traffic operations analysis utilizing Highway Capacity software, synchro/simtraffic, vissiM and transCad/BpM software. the Gis analysis supports a range of transportation-related studies, such as parking studies.

• Utilization of Hdr’s synchro Management automation reporting tool (sMart) to expedite development of alternative routes and continually meet requirements of a compressed schedule. sMart reads traffic data files and instantaneously produces level of service reports.

Based on the data generated by these studies, Fta determined that both projects qualify for Categorical exclusion status.

The Chosen Routes and Final Designto this date, Hdr has completed the environmental studies for the First and second avenues corridor, as well as the nostrand and rogers avenues corridor. the study for First and second avenues was completed in 2010 and the select Bus service along the route is in operation. We currently are designing the sBs components along the 10-mile nostrand and rogers avenues corridor. in this particular phase of the nostrand-rogers bus rapid transit project, we are designing the various stations for each specific location while implementing the consistent standards we have set.

For approximately 4.5 miles of the route, buses will operate in dedicated bus-only lanes marked by a terra cotta painted lane and overhead gantry signs. they will travel in mixed traffic for the remainder of the corridor. the 14 stations in the dedicated bus lane portion are being designed as “bulb-out” extensions of sidewalks that replace part of the parking lane. the remainder of the route will include 15 curb-side stations. design is being completed under an accelerated schedule to allow for construction to begin in 2012 and service to begin late that year. ->

For more about Ken Standig, P.E., visit our Transit Thought Leaders page at HDRinc.com/thoughtleaders-tr

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next generation national Airspace System

the air traffic system in the United states is extremely safe. We pilots often think that the most dangerous part of the trip is the drive to the airport. there has not been a fatal commercial aviation accident in america in more than two years. However, those of us who design the systems and see the system from the cockpit recognize that our air transportation system is under increasing stress, and we know we can do better. Flights are regularly delayed, and passengers sit for hours waiting to take off or for their plane to park at a gate. near misses are occurring with growing frequency. Without action, the situation will continue to degrade, resulting in costly flight delays and increased concerns over flight safety.

next Generation, or next Gen, is a wide-ranging transformation of the entire national airspace system (nas) of the United states intended to meet future demands and avoid gridlock. the Federal aviation administration (Faa) predicts airspace demand will double in the next 30 years, and that growth cannot be accommodated with the existing legacy systems. Constrained capacity coupled with increased demand equals a greater cost to fly. next Gen moves away from legacy ground-based technologies to new satellite-based technology while incorporating updated avionics

in aircraft and the vehicles that service aircraft on the ground. the new capabilities and the highly interdependent technologies aim to change the way the system operates, relieve congestion, reduce energy consumption and improve passengers’ experiences by minimizing delays and boosting on-time performance.

Technology for the 21st CenturyConsider that the air traffic management and navigation system used today was designed in the 1940s. think of it as a technological equivalent to rotary dial telephones. (Would any of us want to go back to those in our offices today?) it is based on analog radios, where instructions are verbally relayed to pilots, and pilots verbally read back those instructions to the controller. now consider the smart cellular phone in your pocket that is based on digital technology. i can send you a text message suggesting we meet for lunch and tell you where and when. You reply without either one of us saying a word. this is one of the visions of next Gen, where aircraft receive and acknowledge computer-generated digital instructions without the crew having to say a word over the radio. the result is increased efficiency and better accuracy with fewer mistakes.

By Carl Siebe, P.E.

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today’s airways navigation uses a system of highways in the sky that also is based on analog radio signals. When under radar control closer to an airport, the controller will see the aircraft on radar — another technology developed during World War ii that can be inaccurate and filled with false signals. For example, ducks and other birds sometimes show the same type of signal on the radar scope that would be produced by an airplane. next Gen will provide an accurate 3-d position using Gps and other technology that is digitally data-linked to air traffic control. With next Gen, many pilots will be able to select their own, more direct flight path, which saves fuel and time. this means more airplanes can safely fly closer to each other, therefore increasing our airspace capacity.

next Gen’s efficiencies provide environmental benefits as well. not only will it allow aircraft to fly more directly, it also will allow planned descent from cruise altitudes to touchdown. estimates have shown that this could save millions of gallons of fuel annually. on the ground, aircraft could better plan their pushback and taxi to the takeoff runway, thereby reducing those long, fuel-wasting lines.

Not Just for Jumbo Jetslike many other business professionals, some of us at Hdr fly in small aircraft and helicopters as part of our jobs. next Gen offers significant safety benefits for small aircraft, just as it does for the big commercial airliners and cargo haulers. small aircraft flying under visual flight rules are responsible for their own navigation and avoidance of other air traffic. next Gen will provide a digital display of unsafe terrain or obstructions nearby and also display nearby aircraft. avoiding those other aircraft is much easier when aided by the cockpit display showing their locations and altitudes. in addition, next Gen will give pilots an easy and accurate navigation tool, as well as displaying weather maps with real-time data in the cockpit. another useful feature is the ability to track flights should a search and rescue become necessary.

some federal agencies believe so strongly in the value of next Gen that they already require next Gen technology on small aircraft carrying federal employees.

as Faa and the aviation community move to implement next Gen, airports will be conducting detailed surveys and logging

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information into a Geographic information system (Gis). From these Gis surveys, products such as electronic airport layout plans (ealp) and electronic instrument approach plates (instructions on how to descend and land) will be written and distributed for use. airport Master plans will use Gis drawings to plan development. the technology will help reduce noise over neighborhoods by identifying sensitive areas and providing guidance in the cockpit.

The Only Way to Go is Upthe transition to next Gen is happening now. Faa issued a rule that all aircraft must have next Gen technology installed to fly in certain airport terminal areas (specifically Class C airspace) after the year 2020. Manufacturers are scrambling to meet this deadline with affordable avionics that airplane owners can purchase and install. Meanwhile, Faa is installing Ground-Based transceivers (GBt) throughout the United states so it can take signals from aircraft and send them to the appropriate air traffic control facility.

next Gen will allow increased availability at many airports in low weather conditions where previously the airport would have been closed. this will improve access for air traffic such as medical evacuation and business flights. airport owners throughout the country are working with Faa and airport consultants such as Hdr to commission instrument approach procedures based on Gps and next Gen. some airports may need to acquire additional airport property. others may need work completed to improve instrument Flight rules (iFr) capabilities, or to transition from a visual Flight rules (vFr)-only airport to an iFr airport. Whatever the case, the transition to next Gen is providing some exciting possibilities for air travelers, and for the airports that serve those air travelers. ->

For more about Carl Siebe, P.E., visit our Aviation Thought Leaders page at HDRinc.com/thoughtleaders-av

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> next gen offers significant safety benefits for small aircraft.

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for Lakehurst C-17 Landing Zone

Innovative Solutions

despite its imposing image, the C-17 is a relatively nimble aircraft. it was designed to haul up to 170,900 pounds of payload, but is capable of delivering its cargo via small, remote runways. powered by four reversible jet engines rated at 40,400 pounds of thrust each, the C-17 can land on an airstrip as short as 3,500 feet and 90 feet wide, turn around within that same width, and then take off in the opposite direction.

to train flight crews in the unique abilities of the C-17, a practice landing strip was constructed at lakehurst naval air engineering station (naes), part of Joint Base McGuire dix lakehurst in new Jersey. the strip was completed in summer 2008, but geotechnical, weather and aircraft effects began causing problems in the landing zone (lZ) areas by the fall of 2009. three primary issues need to be addressed—soil along the paved shoulders is eroding, infiltration basins are not draining effectively, and the visual landing zone markers are being damaged by jet blast and wing vortex forces.

Hdr recently worked with Headquarters UsaF air Mobility Command, through a task order managed by the air Force Civil engineering support agency, to design repairs for the lakehurst

naes C-17 training facility, focusing on the following solutions:• design a system to stabilize areas adjacent to the paved

shoulders at each end of the lZ against jet blast and/or wing vortex forces, as well as stormwater runoff

• design a system to correct existing drainage problems and eliminate standing water adjacent to the lZ

• design new visual landing zone marker panels that will withstand jet blast and/or wing vortex forces without damage or becoming dislodged while remaining frangible

Solution No. 1—Soil Erosionsoil erosion along the paved shoulders of the lZ has become a significant concern, and in some areas there is as much as a two-foot drop from the edge of pavement to existing grade. there are also isolated areas where the sub-base of the pavement is beginning to slough, and the asphalt itself is breaking off. in the spring of 2010 lakehurst naes personnel ordered approximately 5,690 net tons of rip-rap to address the loss of soil adjacent to the paved shoulders of the C-17 runway. the rip-rap was placed in the most severe areas of erosion—at the ends of the lZ along both shoulders, covering four areas of approximately 1,000 feet long by 35 feet wide.

By Mike Pucci, P.E.

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> The Lakehurst nAeS training facility helps prepare U.S. Air Force pilots to utilize the unique capabilities of the C-17.

this was a temporary solution to prevent further erosion and damage to the pavement surface, as it does not meet a requirement for the removal of all stones that project more than 4 inches above grade within the maintained area. the rip-rap also is not stable enough to withstand the jet blast, and is creating foreign object debris (Fod) along the lZ, which is a hazard to the aircraft. once a permanent solution is installed, the rip-rap will be repurposed in other areas where it does not conflict with project requirements.

the permanent solution must stabilize the areas adjacent to the

paved shoulders for the entire length of the lZ. When completed, the stabilized areas should be unaffected by jet blast and/or wing vortex effects during takeoff and landing, permeable to allow water to pass through, low maintenance, and visually contrasting to the adjacent paved shoulder and lZ surfaces. the stabilized area will not be required to support aircraft traffic.

Using the only publicly available aircraft information, the intake and exhaust danger areas, the basis of design for the material is the wind speed (blast) and temperature resulting from the aircraft take-off thrust. the maximum wind speed provided based on this

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information is 200 miles per hour at 115 feet behind the engine. However, this does not take into account the wind speed at closer distances. therefore, a maximum wind speed of 300 miles per hour directly behind the engine was assumed for design purposes. likewise, the maximum temperature of 200 degrees Fahrenheit at 65 feet behind the engine was extrapolated using linear interpolation to be 300 degrees Fahrenheit directly behind the engine. the worst case scenario would be when the aircraft lands with the landing gear just inside the lZ pavement. this scenario would place the outboard engine directly over the stabilizing material. so it must be capable of withstanding 300 miles per hour wind speed and 300 degrees Fahrenheit temperature.

as there is no published empirical testing to determine the shear stress and the required uplift resistance force for this particular application, the criterion for the material to withstand the jet blast and/or wing vortex was rated on similar application success.

the shoulder erosion was divided into two categories based on current conditions—severe and mild. a decision matrix was created to compare the effectiveness of various materials. approximately 18 products were analyzed, of which three were selected for further evaluation to address the severe erosion—pavement, articulating concrete blocks (aCBs) and artificial turf stabilization. We also identified two alternatives, turf reinforcement mat and hydro-seed, for the areas experiencing mild erosion. all of the options would include saw-cut and re-paving the damaged areas of the shoulder a minimum of 18 inches to create a flush, stable surface for the new product.

after reviewing the severe erosion alternatives, we selected aCBs based on the durability of the material and its success in similar applications. For example, one of the aCB products analyzed was used to create two landing areas at eglin air Force Base for training exercises performed by the lCaC-50 hovercrafts and other amphibious assault vehicles. the blocks were sized to handle the stresses from loaded hovercrafts that would not only be harbored on the blocks but would also rotate rapidly on the blocks as they departed and arrived.

aCBs are a flexible, interlocking matrix of concrete blocks of uniform size, shape and weight connected by a series of cables which pass longitudinally through preformed ducts in each block to create mats. the mats are typically overlaid on a geo-textile fabric, and can utilize either an open-cell block or closed-cell blocks. We chose the closed-cell formation for this project to reduce the effects of the uplift force created by jet blast. For the areas of mild erosion, we selected a second-generation high-performance turf reinforcement mat (HptrM). this product features a 3-d lofty woven polypropylene geo synthetic with earth percussion anchors to securely fasten it to the sub-grade. With tensile strength of up to 4,000 pounds per foot, the mat will withstand jet blast forces. the depth and frequency of the anchors can be determined using a modified method of “Uplift of Geo-membranes by Wind” by Giroud, et al. (1997), which will account for the porosity of the HptrM. the mat should provide enough cover for grass seed to establish roots and stabilize the area, but in the event that grass does not establish, the mat is designed to survive on its own. the product has successfully been applied to taxi-way shoulder areas, as well as other areas of steep erosion and high water velocity. Solution No. 2—Drainagelike the areas of erosion, stormwater runoff also is causing problems with standing water in the infiltration basins. Graded areas along both sides of the lZ slope downward for 100 to 200 feet from the edge of the pavement to the bottom of long narrow infiltration basins running parallel to the pavement. local topography prohibits active drainage of these basins, so they were designed to store and infiltrate up to the 10-year storm, and then discharge greater storm events through inlets connecting to the existing stormwater system. Clay layers were discovered during construction of the lZ, and the contractor was directed to remove these layers and replace them with permeable soil. However, it is believed that there are remaining clay layers present within the infiltration basins, which are causing the water to pond rather than infiltrate. the flat-bottom basins have appeared to settle in various areas, also creating a ponding issue.

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to meet project requirements, the drainage system had to be designed so that a 2-year storm event results in no standing water, and that any standing water resulting from a 10-year storm event will be eliminated within 48 hours after rainfall stops. We conducted extensive geotechnical investigation throughout the project site, including borings, test pits and permeability tests, to better characterize subsurface conditions and the presence of clay materials.

the project team analyzed the possibility of using underground detention, but this option would necessitate additional underground sand filters and other manufactured devices to satisfy state water quality requirements. this alternative was discounted due to cost and maintenance.

the more viable alternative was to split the site into multiple infiltration basins to reduce the amount of area that did not drain within 500 feet of an outlet. one of the main issues with the current drainage system was the formation of depressions that no longer drained above grade to a discharge point. By creating smaller, more frequent basins along the lZ, shallow grade and the shallow ground water table became less of an issue.

to decrease erosion along the northeast and northwest areas of the lZ due to fairly steep slope, the grade in these areas was raised to mimic the slope of the lZ, resulting in a substantial amount of fill material. the infiltration basins were graded with enough bottom surface area to fully infiltrate the 2-year storm such that there was no resulting standing water. the basins were graded, with high-points between outlet control structures to prevent intermittent depressions and ponding. three outlet control structures were added along with associated length of perforated Hdpe pipe. the perforated pipe will be wrapped in geo-textile fabric to prevent clogging and will act as an under-drain system for the basins in the event that the surface water begins to pond. some of the existing inlets will be replaced with outlet control structures to allow more flow to discharge from the site, rather than being detained in the basins as standing water.

Solution No. 3—Marker Panelsthe landing strip at lakehurst naes is equipped with landing zone marker panels that have experienced damage due to wing vortex and/or jet blast. the C-17 training done on this landing

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> The C-17’s ability to land on small, remote runways makes it a valuable asset for tactical and relief missions.

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strip involves multiple landings and takeoffs in rapid succession, and these exercises use the maximum thrust available from the C-17. as a result, the original marker panels were being blown over or ripped from their foundations. to facilitate the training missions at the site, the landing zone marker panels must not blow over during routine use, but must also meet requirements for frangibility. the lZ is currently equipped with temporary marker panels until a permanent solution can be installed.

With a landing strip width of just 90 feet, the outboard engines of the C-17 line up almost directly over the edge of the lZ when the plane is tracking down the exact centerline of the runway. the wheel base of the C-17 allows the aircraft to shift up to 27 feet to either side of center without going off the pavement. the landing zone marker panels’ required location of between four feet and 10 feet off the edge of the runway, combined with the narrow configuration of the lZ, makes it possible for the engines of the C-17 to be directly over the marker panels. the existing (temporary) marker panels are constructed out of heavy duty angle iron to support wind loads, and in some cases the frames have been attached to angle iron cross braces. this construction method supports the signs, but makes them extremely heavy, and the ones with a cross brace will not break if struck. thus, these signs do not meet frangibility requirements.

to quantify the higher-than-normal wind loads, the C-17 manufacturer was contacted to determine the maximum wind speed out of the back of the C-17 engine. an estimated wind speed of approximately 300 miles per hour was provided unofficially by the manufacturer. since the C-17 can be used during windy

conditions and a factor of safety was applied, we used a wind speed of 400 miles per hour to calculate loading on the new signs. this high wind speed that is being considered is higher than any standard Faa sign would be designed for, so there is no “off the shelf” product to be considered.

We evaluated multiple options, including a spring-based sign, an increased sign base, a hanging hinged sign and minor modification to the existing design. during our investigation, it became apparent that the existing marker panel design should be adequate provided that the angle iron cross braces are removed and the signs instead are fitted with the proper frangible couplings. there is a lack of standards for frangible couplings, so the new couplings must be specified according to part number and loading characteristics to guarantee the sign will work properly. Conclusionthe C-17 aircraft operated by the United states air Force is the primary cargo aircraft of our military. it is capable of hauling the 60-ton M1a1 abrams Main Battle tank for the army, 60 tons of relief supplies for humanitarian aid efforts, or pumps and firefighting equipment for cooling nuclear reactors as it has for the Japan relief effort.

the lakehurst naes C-17 project is estimated to take 120 calendar days to construct and likely will be awarded in fall 2011, pending funding approval. Construction work is anticipated to begin in spring 2012. ->

For more about Mike Pucci, P.E., visit our Aviation Thought Leaders page at HDRinc.com/thoughtleaders-av

> On the left, the outboard engines of the C-17 line up almost directly over the edge of the LZ (gray line) when the plane is centered on the runway. On the right, we see the plane shifted 27 feet off centerline, and the inboard engine is directly over the marker panel (vertical purple line).

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The InspectTech Difference:

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Software Solutions for Inspection and Asset Management

The InspectTech Difference:

Using advanced software tools allows Hdr to provide clients the information they need to keep their structures open to traffic and improve the efficacy of overall transportation operations. in addition to developing in-house Microsoft access-based software applications for inspection and asset management, Hdr has also engaged software companies such as inspecttech, which creates off-the-shelf software for inspections of bridges and structures. Hdr’s bridge inspection staff has worked directly with inspecttech since 2004, and we were one of the first companies to beta test and fully implement its bridge inspection applications.

inspecttech’s mobile inspection and asset management solutions enable Hdr bridge inspectors to more effectively collect, analyze and manage inspection data. the software offers numerous advantages, including advanced report generation, security features, searching capabilities/data retrieval, enhanced richness of data (pictures, video, audio and other pdF files) and many other features that add to the overall quality of the reports and productivity of management. inspecttech’s software has been used successfully by Hdr on a wide variety of infrastructure assets, such as bridges, culverts, signs, water control structures, retaining walls, and other ancillary structures. Using software developed by inspecttech allows Hdr to lower the total cost of inspections and guides our clients to better, more informative decision making.

inspecttech’s core software, Bridgeinspect Collector/Manager™, can be customized to meet the specific needs of each client. it also allows for quick and efficient integration of national Bridge inventory (nBi), pontis/element level data and custom databases into a single, easy to use, flexible system. Hdr has implemented the product for a variety of clients, including federal agencies, state departments of transportation (dots), major transit agencies, toll authorities, counties and cities. our primary goal is to help clients manage and maintain their assets to the highest possible degree.

Technology DefinedBridgeinspect Collector streamlines the inspection process and generates complete, formatted reports with the click of a button. the Collector software can be utilized in the field or back at the office, and has proven to save time and money and reduce errors. in the field, the software runs on laptops/tablets, and an internet version allows access from any location. the software allows for enhanced reporting, editing, submitting and Qa/QC.

Hdr bridge inspectors can attach digital inspection photos directly to a report or link a photo to a specific field to more accurately depict

By Brian Leshko, P.E.

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the situation. pictures have become one of the most important aspects of inspection reports because they provide further insight into the condition of an asset. attaching and organizing pictures within an inspection report used to consume a great deal of time, but now the process takes only seconds.

our inspectors can scan any document and include it as an attachment in the report. these scanned items include drawings, sketches, maps and other important documents. in addition, old inspection reports can be scanned and placed into a database for reference, allowing us to provide the most thorough and accurate report possible. the software also auto-populates an inspection report with data from past reports. this eliminates the need to re-enter constant data from year to year and significantly reduces the time it takes to complete a report. plus, when a field is changed, it will be highlighted; this can be used to track changes from the last time the bridge was inspected (an attribute tracked by many of Hdr’s dot clients).

Finally, the Collector software features drop-down menus that give the inspector a set group of choices for each specific field. only valid selections are shown and explanations from the integrated bridge inspection manual are given.

Technology Appliedthe inspecttech/Hdr team was selected early in 2011 for the “enhancement and support of pontis 5.1.2” project for aasHtoWare. inspecttech is leading the software improvements to pontis, and Hdr will perform alpha and beta testing.

inspecttech has developed advanced modules for large bridges that allow full 3-d visualization. Users can click on individual members to see properties, pictures, ratings and history as well as interactively fly-through zooming in and out of the structure. search results can be visualized on the model (i.e., show all gusset plates in fair or poor condition—the gusset plates matching would be shown in red and all other elements in black). this unique incorporation of revit 3-d structural modeling is referred to as Bridge information Modeling (BriM), which is similar in concept to Building information Modeling (BiM) but applied to bridge structures. Hdr has recently proposed using this technique on the Bayonne Bridge design-Build project, in association with inspecttech.

Hdr embraces new technology to help our clients efficiently inspect and manage their infrastructure assets. our goal is to enhance mobility through the selective application of targeted advances in technology. partnering with professional software developers, such as inspecttech, thoroughly enhances this process by providing efficient and practical solutions to inspection and asset management issues. ->

For more about Brian Leshko, P.E., visit our Highway Thought Leaders page at HDRinc.com/thoughtleaders-hwy

> embracing new technology allows us to help clients efficiently manage and maintain their assets.

> The InspectTech software runs on laptops/tablets for inputting data in the field, and an Internet version allows access from anywhere.

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People Rick Pilgrim Boosts HDR’s Multimodal Expertise in West, Central Regions

rick pilgrim, p.e., has joined Hdr as a vice president and senior project manager in the transportation business group. located in the denver office, he will have project and business development responsibilities for all transportation market sectors in the West and Central regions.

prior to joining Hdr, pilgrim held positions of increasing responsibility for Urs Corporation, most recently as vice president and state and local market sector manager for the mountain region. He led business development in roadway transportation, transit/railroad, aviation, water resources and development services market sectors. With Urs since 1983, pilgrim also served as Colorado transportation department manager, national transit and rail business line manager, Central region manager, West region manager and office manager.

pilgrim has managed more than 25 major multimodal corridor transportation planning, environmental and design projects. His clients have included the departments of transportation of arizona, California, Colorado, texas and Utah, as well as denver regional transportation district, phoenix Metro rail, dallas area rapid transit, the san diego association of Governments and los angeles Metropolitan transit authority.

pilgrim serves on the american public transportation association’s Major Capital projects subcommittee and the transportation research Board’s Commuter rail Committee, and is a member of the institute of transportation engineers and Women in transportation seminar.

active in the community, pilgrim is mayor of the Colorado town of Bow Mar—part of the denver Metropolitan area, and is vice chair of the Metro Mayor’s Caucus. He previously chaired the denver international airport partnership and co-chaired the denver Metro Chamber of Commerce transportation committee.

pilgrim holds a Bachelor of science degree in civil engineering from Colorado state University, as well as graduate-level business administration studies at the University of Colorado and studies at the traffic and transportation institute of northwestern University. ->

Rick can be reached in HDR’s Denver office at 303-764-1520 or email him at rick.pilgrim@hdrinc.com

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D E L I V E R E DT R A N S P O R TAT I O N >

A W O R D F R O M T H E D I R E C T O RWith continued economic uncertainty and lack of clarity surrounding transportation infrastructure priorities and investments, it’s easy to get caught up in doom and gloom. and yet, as i look around the transportation community, there are many great things happening to advance our global transportation network. i’m proud to say that Hdr is involved in several of these important projects.

Hdr’s transportation professionals aim to work collaboratively with our clients and teaming partners to enhance capacity, increase mobility and maintain safety and security. the projects highlighted in this issue of transportation delivered showcase how we’re doing just that.

With unprecedented growth on the horizon, ports across the globe are preparing for an influx of freight. the articles on the Port of Vancouver’s (pg. 1) and Port of Halifax’s (pg. 5) efforts to make both their waterfront and landside facilities more efficient and competitive are just two of many examples.

We know that an efficient transportation network means effectively integrating modes. that’s why we’re working with freight railroads to shore up their infrastructure to accommodate the flood of freight anticipated to originate from ports. accommodating heavy haul shipments (pg. 7) and making network operations like those at Tower 55 (pg. 9) more fluid illustrate the importance of taking a holistic look at our transportation network.

Freight is just one piece of the equation; efficient movement of people is another. transit plays an important role in moving people, and the articles on the Eagle P3 project in denver (pg. 23) and bus rapid transit for New York City (pg. 27) emphasize the diverse ways transit can provide enhanced mobility options to communities. But mobility can also be achieved through better network planning as underscored by the pieces on work zone traffic analysis for the Oregon State Bridge Delivery Program (pgs. 15 and 20).

i can’t stress enough the importance technology plays in making our transportation infrastructure more efficient. implementation of the NextGen airspace system (pg. 31) will be crucial to avoiding gridlock in our airways. and asset management technologies like those employed on the Lakehurst C-17 Landing Zone (pg. 34) and for bridge inspections (pg. 39) can help extend the life of our existing infrastructure.

there is no doubt our industry faces many challenges. But if there is one thing i know about our profession, it is that we turn challenges into opportunities. thank you for all you do to advance our transportation system!

eric l. Keen, director of transportation

A B O U T H D R

E D I T O R I A L B O A R DEric Keen, P.E.Director of Transportationeric.keen@hdrinc.com

Duane Hippe, P.E.Aviation Market Sector Directorduane.hippe@hdrinc.com Steve BeardTransit Market Sector Directorsteve.beard@hdrinc.com R. Scott Goehri, P.E.Freight RailroadMarket Sector Directorscott.goehri@hdrinc.com

Nichole AndersenPlanning & Communications Managernichole.andersen@hdrinc.com

Jeff Massengill, P.E.Maritime Market Sector Directorjeff.massengill@hdrinc.com Ken Hartmann, P.E.Roadway Market Sector Directorkenneth.hartmann@hdrinc.com Khalid Bekka, Ph.D.Financial Market Sector Directorkhalid.bekka@hdrinc.com

Jim Lee, P.E.Land DevelopmentMarket Sector Directorjim.lee@hdrinc.com

Ken WallEditorken.wall@hdrinc.com

Transportation Delivered is produced twice yearly by HDR. Direct subscription inquiries and address changes to ken.wall@hdrinc.com . To view this publication electronically, go to: www.hdrinc.com/transportationdelivered

Hdr is an employee-owned architectural, engineering and consulting firm that helps clients manage complex projects and make sound decisions. as an integrated firm, we provide a total spectrum of services for our clients. our staff of more than 7,800 professionals in 185-plus locations worldwide represent hundreds of disciplines and partner on blended teams throughout north america and abroad to provide solutions beyond the scope of traditional a/e/C firms. to learn more about Hdr’s transportation program, visit us at www.hdrinc.com/transportation