1 - Executive Summary

Transport experts are sensitive to the crowd, delay, and safety of the work area, and are constantly developing new approaches to improve the flow of traffic and surrounding traffic. In addition, transportation experts highly appreciate that the need for work areas is high and that it is growing nationwide. The growing need to repair and maintain rapidly aging infrastructure and the need to increase the road capacity are the driving force to increase the work zone. Transportation is facing the task of balancing the need for a work zone with the mobility and safety concerns expressed by the general public and government agencies. Completely closing the road is one of the methods that the transportation is focusing on planning and project design as a potential way to balance these conflicting needs.

State highway agencies have succeeded in ful l-length traffic on various types of projects, from fully renovation to seams of bridges with improvement of guardrails. The project examined in this investigation had a variety of features and reasons for using all lines, but had similar good results. The project staff in accordance with the interview felt that the entire close d-ons could improve the road recovery process, create efficiency to reduce the project period and in some cases, and improve safety. In interviews with the project staff, the theme was that the ful l-time closing was used as a result of the favorable emotions of citizens.

Why Use Full Road Closure?

There is a possibility of completely closing roads:

• Earlier the project is completed
• Reduction of construction impacts on travelers
• Maximize the work space of the contractor and improve productivity.
• Relieving overall congestion through construction
• Improvement of workers and travelers
• In some cases, reduce errors
• The road surface becomes smooth
• Improvement of publicity

Benefits of Full Road Closure

In the six projects reviewed for this survey, many benefits were adopted by adopting a completely closed method.

• All projects have reported a shortening of the project period.
• The two projects have achieved significant reductions in estimation costs.
• In the five projects, project staff reported on the safety of travelers and employees as an advantage.
• It was reported that three projects had made better quality products.
• All projects reported that the public's favorable emotions were obtained.
• The work space has been expanded by completely closed and the flexibility of the project's staging has improved the performance in many cases (see Figure 1).
• Project staff feels that the productivity of employees has been improved because of the less traffic of transportation.
• All project sites have pointed out that the impact on the construction has been reduced.

Figure 1-Completely closed increases work space for equipment and materials.

Considerations Associated with Full Road Closure

• When it is necessary for city and county organizations and staff to be convinced of the potential benefits that can be realized by the fact that a complete closure strategy is realized and the potential benefits that can be realized in comparison with the conventional shortage of traffic. Many.
• A complete closing project is usually conducted on a schedule ahead. Before explaining the project as a complete closure, the contractor and vendor should evaluate the ability to provide sufficient resources (materials, equipment, workers) to maintain accelerated pace.
• It is especially important to follow the project completion deadline. This is because this deadline is often published as a day when the road resumes. Therefore, a complete closure project may be forced to have a further expiration date for stakeholders. This may shorten the decision and reduce the time to investigate the options when the problem occurs.
• The impact on companies and recreational facilities may be one of the factors. Many project implementations planned to be closed, focusing on events, and took into account the impact on the business at the planning stage.
• Since the ful l-closed project is often planned in a 2 4-hour system, it may affect local residents, such as noise and light pollution.
• It is necessary to evaluate, plan, and manage the increase in traffic density in alternative routes. Depending on the available alternative route, the capacity and operation improvement may be required, and in that case, additional funding and adjustment may be required during the planning and planning stage.

Lessons Learned

• An important factor in the success of the ful l-time closed project was the factor in public outreaches from various sites.
• In order to make a ful l-time closing, a considerable preparation period is required to enhance the potential impact of the closed closure and to strengthen the outreach. Project staff must consider all stakeholders to meet the needs of potential stakeholders through the project.
• The availability of suitable alternative routes is the most important factor in pursuing a full road closure approach. In the study sites, predicted congestion impacts generally did not materialize because information dissemination resulted in less demand than expected during the project period.
• A solid traffic management plan is essential to the success of the project. This includes an adequate amount of signage prior to the closure to inform travelers of alternative routes.
• State agencies typically cannot designate city or county roads as detours. However, we found that non-state highways could handle many of the traffic detours. Traffic redistribution took place in two locations for approximately two weeks to balance the increased load on the network, allowing a fair assessment of overall traffic flow.

2 - Introduction

Background and Purpose

With the national highway system essentially complete and many roads reaching the end of their useful lives, the focus on roads has shifted from new construction to rehabilitation and improvement of existing facilities. As a result of this trend, transportation agencies are faced with the need to perform more projects on roads that carry traffic. As a result, work zones can cause mobility and safety impacts that affect road users, nearby businesses, and developers. In general, the traveling public and elected officials express high levels of dissatisfaction with congestion and delays caused by work zones. Additionally, the public and transportation industry continue to have concerns about the safety of travel in and around work zones.

A typical peak congestion level in a metropolitan area is expanded from 2-3 hours a day in the early 1980s to 5 to 6 hours a day, and the contractor affects the peak traffic flow. There are fewer opportunities to carry out road construction without giving. According to a survey reported in 2000 and reported in the Federal Road Management Bureau report, more than 60 % of the respondents were dissatisfied with the speed and congestion related to the work zone. (1) The congestion accompanying the work area can lead to an increase in travel time, the impact on the environment, the risk of workers' health and safety, and the dissatisfaction of travelers. According to recently published research, at least 24 % of the no n-ordinary delays on highways account for work zones. (2) More than 40. 000 people a year are injured by a car accident in the work zone. (3) More than 8, 000 people have died in the work zone in the past 10 years. You may be surprised that more than 80 % of the fatal accident in the work zone is a car driver running in the work zone.

A study conducted by the University of Washington compared many project quality factors achieved in projects using a full closure of the weekend as factors achieved in the same project using conventional lane closed technology. The weekend complete closure strategy gained the same evaluation in the quality and cost of the user, and gained excellent results in safety and production ratio. (4)

Completely closed is a way to pay more attention to maintaining and recovering the necessary roads, which can not adapt to all construction situations. To put it simply, the method of completely closed is designed to eliminate the driver from being exposed to work zones and transportation workers by temporarily closing the facilities for rehabilitation and maintenance. In most cases, the work area can be worked more quickly because it eliminates interference from automobiles passing through the site effectively. According to a recent survey for the general public, 67 % of respondents supported the passing within one week, and nearly 40 % supported the ful l-length closed within one month. (5)

The purpose of this report is to increase awareness among designers, construction engineers, and managers of the application and benefits of full road closures during restoration and construction activities. Based on interviews with project staff (where possible) and a literature review, six projects that used a full road closure approach are described, including benefits, considerations for success, and lessons learned. Factors related to duration, cost, safety, mobility, quality, and public sentiment when implementing a full road closure are presented. The purpose of this review is to provide transportation agency personnel with a better understanding of the reasons for using full closures and the benefits associated with this approach.

Full Road Closure Strategies

During a full road closure, traffic is typically bypassed for a pre-determined period of time, allowing contractors full access to road facilities. A full road closure can significantly reduce the overall project duration. Several alternative road closure strategies other than a full road closure are possible, as shown in Table 1. Some agencies and contractors implement full road closures for extended periods (e. g., 3 months), and others perform full road closure operations on weekends or at night when traffic volume is low.

Table 1 - Road Closure Strategies

Closure Strategy	Content
Full Road Closure	Closing or removing a section of a road in either direction for reconstruction and/or maintenance purposes.
Full Weekend Closure	Closing or removing a section of a road in either direction over the weekend for reconstruction work or maintenance. Work often begins on Friday evening after the peak season ends and continues through Monday morning, finishing before the peak season.
Limited Road Closure	Closing or removing a section of a road in either direction for reconstruction and/or maintenance work. Traffic suspensions may be based on vehicle type (e. g., removing cars while allowing trucks to continue) or destination (e. g., removing traffic while maintaining local traffic).
Nighttime/Off-Peak Closure	To remove or remove some of the road sections at night or after the peak of traffic, for the purpose of remodeling and / or maintenance activities.
Lamp closure	Eliminate or stop traffic from lamps or a series of lamps for the purpose of renovation and / or conservative activities.
Intermittent closure	While road construction is being carried out for reconstruction and maintenance, a certain period of time (usually 5 to 30 minutes) should be closed.

Table 1 - Road Closure Strategies -->

Study Approach

As part of this cros s-sectional survey, the explanation of six projects, including the following projects, was created:

• I-84 in Portland, Oregon
• I-65 in Louisville, Kentucky
• M-10 of Detroit, Michigan
• I-670 in Columbus, Ohio
• SR395 in Kenevick, Washington
• I-95 in Wilminton, Delaware.

Information on the complete closure strategy implemented in each region was collected from various sources, including local inspections, interviews, and projects related to projects. The information provided for each site is as follows:

• Explanation of the project
• Reasons for closed traffic
• Advantages of ful l-length closed
• Lesson

This report also briefly mentions the projects where the ful l-length closed alternatives were implemented. This includes the following:

• Limited traffic closed
• Night / of f-peak closed
• Night / night lamp closure
• Intermittent closure

3 - Site Descriptions and Findings

This section describes each project site investigated. Each project has developed and emphasized the advantages, learned lessons, interviews and literature search. Table 2 below is a brief summary of the characteristics of each project site.

Table 2 Features of projects

site	Portland, Oregon I-84	Kentucky Louisville I-65	Detroit M-10, Michigan	Columbus I-670, Ohio	Kenevick SR 395, Washington	Wilminton I-95, Delaware
Closing time	Twice a weekend	Twice a weekend	Two months	18 months	Once a weekend	Seven months
Installation type	Interstate	Interstate	National road	Interstate	Main road	Interstate
Work activity	Calcification	Common replacement and repai r-guard repai r-interest rate	Sidewalk / Bridge renovation	Remodeling the sidewalk and repairing the width bridge	Replace asphalt with concrete	Rebuilding
Mile	33	6 miles section	7.6	8	3 (intersection)	24. 4
photograph	97, 900	130. 000	180. 000	62. 000	30. 000	100. 000
100 commercial vehicles	1%	50%	7%	2%	30%	11%
Transportation modeling under planned	can be	No	No	can be	No	can be
cost	$ 5 m	4, 15 $ μ.	12, 5 μ.	36, 7 $	0, 5 to 1 m	23, 5 m

Portland, Oregon I-84

Project Details

The I-84 Corrido in Portland, Oregon is one of the most intense roads in the state. The corridor functions as a major rule and commuting driving route in downtown Portland. Due to the traffic between car transportation and large commercial trucks for more than 20 years, the pavement along the state highway has been severely damaged. Initially scheduled for 2005, the Oregon State Transportation Bureau (ODOT) has decided to repair the road appropriately and utilize available project funds. Figure 2 shows the route of the project and the recommended detour.

Figure 2-i -84 Project closed and recommended alternative routes

In order to carry out the schedule of advance, an innovative strategy to manage traffic under construction was needed. ODOT has determined that closing the entire surface is the best option to properly manage transportation during the project and improve mobility and safety.

Initially, the contract specification was assumed to be a conventional hal f-width traffic maintenance. Immediately after the project was removed, the ODOT engineer proposed the use of ful l-time closed to speed up the project. Due to the delay in making a ful l-time use, incentive / expected clause could not be added to the contract. Odot hopes that the use of the ful l-scale traffic will minimize the effects of restoration work on traffic, and to complete the project before the rainy winter season. A change order was issued to the existing contract, and the weekend closed on the weekend was scheduled for paved elements and temporary lane. The construction of the I-84 was closed all weekends for two consecutive weeks, and on the first weekend, the east was closed, hindering traffic, and the west trip was closed and traffic hindered the next weekend. The work planned in the permanent part of the barrier wall and project is performed in a conventional maintenance transportation method after closing.

The characteristics of Corrideau and the project are as follows:

• Total construction cost $ 5 million
• One day average traffic volume 180. 000
• Commercial vehicles 7
• 6 Renovation of 5, 5 mile sections (33 lane miles) on 6-lane roads
• From August 2, 2002 to August 12, 2002. < SPAN> I-84 Corrido in Portland, Oregon is one of the most intense roads in the state. The corridor functions as a major rule and commuting driving route in downtown Portland. Due to the traffic between car transportation and large commercial trucks for more than 20 years, the pavement along the state highway has been severely damaged. Initially scheduled for 2005, the Oregon State Transportation Bureau (ODOT) has decided to repair the road appropriately and utilize available project funds. Figure 2 shows the route of the project and the recommended detour.

Figure 2-i -84 Project closed and recommended alternative routes

In order to carry out the schedule of advance, an innovative strategy to manage traffic under construction was needed. ODOT has determined that closing the entire surface is the best option to properly manage transportation during the project and improve mobility and safety.

Initially, the contract specification was assumed to be a conventional hal f-width traffic maintenance. Immediately after the project was removed, the ODOT engineer proposed the use of ful l-time closed to speed up the project. Due to the delay in making a ful l-time use, incentive / expected clause could not be added to the contract. Odot hopes that the use of ful l-scale traffic will minimize the effects of restoration work on traffic, and to complete the project before the rainy winter season. A change order was issued to the existing contract, and the weekend closed on the weekend was scheduled for paved elements and temporary lane. The construction of the I-84 was closed all weekends for two consecutive weeks, and on the first weekend, the east was closed, hindering traffic, and the west trip was closed and traffic hindered the next weekend. The work planned in the permanent part of the barrier wall and project is performed in a conventional maintenance transportation method after closing.

Why Use Full Road Closure?

The characteristics of Corrideau and the project are as follows:

Benefits

Total construction cost $ 5 million

One day average traffic volume 180. 000	Commercial vehicles 7
6, 5 mile sections (3 3-lane miles) of 6 lane roads (3 3-lane miles)	From August 2, 2002 to August 12, 2002. The I-84 Corrido in Portland, Oregon is one of the most intense roads in the state. The corridor functions as a major rule and commuting driving route in downtown Portland. Due to the traffic between car transportation and large commercial trucks for more than 20 years, the pavement along the state highway has been severely damaged. Initially scheduled for 2005, the Oregon State Transportation Bureau (ODOT) has decided to repair the road appropriately and utilize available project funds. Figure 2 shows the route of the project and the recommended detour.
Figure 2-i -84 Project closed and recommended alternative routes	In order to carry out the schedule of advance, an innovative strategy to manage traffic under construction was needed. ODOT has determined that closing the entire surface is the best option to properly manage transportation during the project and improve mobility and safety.
cost	The characteristics of Corrideau and the project are as follows:
Total construction cost $ 5 million	One day average traffic volume 180. 000
Commercial vehicles 7	6 Renovation of 5, 5 mile sections (33 lane miles) on 6-lane roads

From August 2, 2002 to August 12, 2002.

In order to evaluate how the Portland region's transportation network deals with the I-84 closure, Odot used a equilibrium transportation model (EMME/2), which is based on the peak traffic volume. ODOT has created a scenario that predicted the peak hours of all passages as "before closing", "closed", and "pure change". In the case of a completely closed, major roads such as Burnside, Broadway, Halze, Grisan, Sandy Bulbad, Rombbard, and Powell Bourvard will handle most of the tw o-directional transportation. According to the EMME/2 and existing traffic counts, the closure of the I-84 was expected to increase the amount of traffic on each road in the closing direction of 500 to 700 per hour (VPH). (6) Other routes are expected to increase by 100 to 500Vph. These levels are about the same as the existing weekday peak. In order to respond to the increase in the demand for alternative routes, the signal during the closing period was set to a weekday, and the interval between direction passed traffic was long. In planning the i-84 project, ODOT had to consider construction projects on the I-5 near the I-84 interchange.

A transportation modeling scenario was created to examine the impact of the I-5 and I-84 closed at the same time. The analysis was assumed that each closing was performed in the direction. As a result of the analysis, the east trip I-84 may be closed during the closing of the South I-5, and the closure of the west I-84 may occur during the I-5 north. It was judged. In consideration of the predicted traffic, only the signal was resetted in the morning or afternoon week. The peak time zone required an alternative route. < SPAN> In order to evaluate how the Portland region's transportation network is dealt with the closure of the I-84, Odot has a equilibrium percalry transportation model (EMME/2) based on the peak traffic volume. I used it. ODOT has created a scenario that predicted the peak hours of all passages as "before closing", "closed", and "pure change". In the case of a completely closed, major roads such as Burnside, Broadway, Halze, Grisan, Sandy Bulbad, Rombbard, and Powell Bourvard will handle most of the tw o-directional transportation. According to the EMME/2 and existing traffic counts, the closure of the I-84 was expected to increase the amount of traffic on each road in the closing direction of 500 to 700 per hour (VPH). (6) Other routes are expected to increase by 100 to 500Vph. These levels are about the same as the existing weekday peak. In order to respond to the increase in the demand for alternative routes, the signals during the closing period were set to weekdays, and the interval between direction passed transportation was longer. In planning the i-84 project, ODOT had to consider construction projects on the I-5 near the I-84 interchange.

A transportation modeling scenario was created to examine the impact of the I-5 and I-84 closed at the same time. The analysis was assumed that each closing was performed in the direction. As a result of the analysis, the east trip I-84 may be closed during the closing of the South I-5, and the closure of the west I-84 may occur during the I-5 north. It was judged. In consideration of the predicted traffic, only the signal was resetted in the morning or afternoon week. The peak time zone required an alternative route. In order to evaluate how the Portland region's transportation network deals with the closing of the I-84, Odot used a equilibrium transportation model (EMME/2) based on the peak traffic. ODOT has created a scenario that predicted the peak hours of all passages as "before closing", "closed", and "pure change". In the case of a completely closed, major roads such as Burnside, Broadway, Halze, Grisan, Sandy Bulbad, Rombbard, and Powell Bourvard will handle most of the tw o-directional transportation. According to the EMME/2 and existing traffic counts, the closure of the I-84 was expected to increase the amount of traffic on each road in the closing direction of 500 to 700 per hour (VPH). (6) Other routes are expected to increase by 100 to 500Vph. These levels are about the same as the existing weekday peak. In order to respond to the increase in the demand for alternative routes, the signals during the closing period were set to weekdays, and the interval between direction passed transportation was longer. In planning the i-84 project, ODOT had to consider construction projects on the I-5 near the I-84 interchange.

A transportation modeling scenario was created to examine the impact of the I-5 and I-84 closed at the same time. The analysis was assumed that each closing was performed in the direction. As a result of the analysis, the east trip I-84 may be closed during the closing of the South I-5, and the closure of the west I-84 may occur during the I-5 north. It was judged. In consideration of the predicted traffic, only the signal was resetted in the morning or afternoon week. The peak time zone required an alternative route.

The public component of this project was extensive, given the limited budget and time. Public outreach is considered a key component to the success of the full road closure. Prior to the start of work on the I-84 project, many stakeholders were informed and educated about the full road closure. A call list was created that included local businesses, entertainment venues, travel agencies, satellite mapping software services, emergency service providers, and local organizations. Sources of information used by the public relations staff included dispatchers, radio ads, television commercials, news releases, brochures, newsletters, and the Internet. The project website was twice as popular as any other ODOT website in history. As a result of the outreach efforts, citizens and travelers were well informed of the project status and alternative routes.

Lessons Learned

• ODOT decided on the full road closure to expedite much needed sidewalk repairs and complete them before Portland's winter rainy season. The full road closure strategy allows the project's paving requirements to be completed in just two weekends. Safety of workers and drivers was also cited as a reason for the full road closure. ODOT was able to issue a change order to the original contract and implement a full closure scenario, reducing public exposure to the work zone and worker exposure to traffic.
• Table 3 - I-84, Portland, Oregon Benefit Summary
• Benefits
• Comments
• Duration
• Percentage Reduction

Worker and Traveler Safety

Louisville, Kentucky I-65

Project Details

Improvement Report

Cost

$100. 000 Savings

The characteristics of Corrideau and the project are as follows:

• Improved Ride Quality
• Public Sentiment
• Positive
• Duration: Without a full closure, ODOT estimates the project duration at 32 nights. Utilizing a full closure reduced the project duration to two weekend days. The number of days travelers were exposed to adverse conditions resulting from the need for roadway repairs was reduced from 32 days to 4-7 days. Utilizing a full closure for the I-84 project resulted in a time savings of over 85%.
• Safety of workers and travelers: Eliminating traffic and worker interaction has great potential to reduce accidents occurring during the project. Figure 3 shows workers opening one direction of I-84 without traffic. According to interviews with the ODOT project team, no serious accidents or injuries were reported during the full closure. The ODOT project team noted that several accidents occurred during barrier improvement work completed in the same area of ​​I-84 after the road was reopened to traffic.

Figure 3- Work is being carried out without interruption on I-84 (Bamfield Freeway).

Costs: ODOT estimates that utilizing the full road closure has saved them approximately $100. 000. ODOT attributes this savings to contractor efficiency (70% savings) and reduced traffic management costs (30%). If the full closure had been included in the project specifications, the project cost could have been reduced by half. This figure is an estimate and does not take into account user charges. There was no quantitative analysis or estimate to measure the cost savings of a full closure.

• Quality: The full closure produced a higher quality product, according to staff interviewed. Project staff reported that the I-84 rehabilitation project achieved a smoother ride with fewer joints. It will be necessary to see if fewer joints will extend the life of the roadway. Project staff stated that the full width construction achieved a quieter ride and improved public satisfaction with the project overall.
• Public Sentiment: Project staff stated that the full closure produced a positive public sentiment. After the project was completed, Oregon DOT received over 50 calls and e-mails from travelers and citizens who were satisfied with the project's response. ODOT received no complaints, which project staff noted is highly unusual for a project of this magnitude.
• Considering the time frame of production, it may have been beneficial to include barrier, inlet, and manhole construction in the full closure process, not just lanes. With project discussions beginning in December 2001, the team did not have enough time to plan all aspects of the project.
• The scope of work was initially for in-service traffic management. If the contract specifications had called for bids based on the use of the full closure, the project cost could have been cut in half.
• Alternate routes are essential to the success of the full closure project. Traffic congestion was less than traffic modeling predicted.
• Coordination between the I-5 and I-84 project teams was key to successful traffic management during restoration. The respective project teams worked together to ensure that both closures were considered during project planning. With sufficient alternate routes and planning and outreach activities, no significant issues were caused by the simultaneous closures.

Two asphalt plants contributed materials to the project website. During the second weekend closure (paving work on the east side), one plant broke. The alternate plant was able to be used to complete the project without delay. Contingency plans were necessary to ensure delivery of the large quantities of asphalt required (see Figure 4).

The June 22 departure meant that there was not enough time to deliver, which impacted project staff. The rehabilitation was completed without major issues, but the project team said not having enough time to schedule the full road closure led to stress.

Why Use Full Road Closure?

Figure 4 - Approximately 40, 000 tons of asphalt were delivered within 100 hours.

The I-65 corridor in Kentucky is a well-traveled corridor that provides access to many businesses that are vital to the economic vitality of the city of Louisville. Louisville's major hospitals, airport, University of Louisville, Kentucky State Fairgrounds and Convention Center, and Six Flags border this section of I-65. In recent years, heavy automobile and commercial truck traffic has deteriorated the existing highway infrastructure.

In August and September 2000, the Kentucky State Transport Bureau (KYTC) succeeded in a complete closure operation to complete a larg e-scale renovation work on the Izura Expressway 65 near Louisville. Figure 5 shows the route and detour of the I-65 project. Expansion joints, which had been deteriorating for more than 20 years, had to be replaced because they could be dangerous to the general public. The I-65 was the first long-term closing of Kentucky. Following the success of the I-65 project, KYTC has decided to adopt a full closure in the subsequent I-64 renovation project. Here, focus on the I-65 project. The I-65 project was conducted from August 2000 to September 2000, along the center of the I-65, including 44 bridge expanded-contracted joints, eight repetitions of elastic joints, and 10 bridge decks. It was composed of other small maintenance. Insent / disinning package was used to guarantee the timely completion of the project. The project is completed 12 hours earlier than planned, 62. 500 $.

Benefits

Figure 5-i-65 Project closed and alternative routes

One day average traffic volume 180. 000	Commercial vehicles 7
6, 5 mile sections (3 3-lane miles) of 6 lane roads (3 3-lane miles)	130, 000 people average annual traffic 130, 000 miles/ time
Figure 2-i -84 Project closed and recommended alternative routes	In order to carry out the schedule of advance, an innovative strategy to manage traffic under construction was needed. ODOT has determined that closing the entire surface is the best option to properly manage transportation during the project and improve mobility and safety.
cost	KYTC's extensive public relations campaign was a major factor in the success of a complete closure project in Kentucky. The project contains specially allocated funds for public relations, which was the first KYTC for KYTC. Through the state bridge program, $ 125. 000 funds were used for public relations campaigns, and public relations activities were provided only by state resources. This fund was used for all:
Total construction cost $ 5 million	Advertising in local newspapers
Commercial vehicles 7	6 Renovation of 5, 5 mile sections (33 lane miles) on 6-lane roads

Production of door hanging kits (such as earplugs, sunglasses, etc.) to all homes adjacent to the project

Send information about closed and detours to all truck transport companies approved in Kentucky.

KYTC's project officials also appeared on local radio programs and local news broadcasts, helping travelers in detail the details of each project. Figure 6 is an outreach document used to provide information to travelers before construction.

Figure 6-Outreach strategy transformed a "soft touch" highway worker into a superhero, and the project was completed earlier than planned.

KYTC initially was considering performing this project under conventional par t-time worker construction. The project was estimated that it would take about 90 days as part of the first continuous task to maintain partial width of traffic patterns. Louisville KYTC (5th district) staff has strongly opposed to continuous traffic regulation on the Inte r-State Expressway during the expected 9 0-day construction period. Through the emergency maintenance projects along the aisle and the experience of accidents, the staff in the fifth district believed that when the conventional construction method was used, the I-65 passing ability at the peak would be unacceptable. Based on the prediction of the impact on the general public while driving, the 5th district staff recommended that construction only conducted only on weekends (9:00 pm on Friday to Monday 6:00 am). < SPAN> KYTC's extensive public relations campaign was a major factor in the success of a complete closure project in Kentucky. The project contains specially allocated funds for public relations, which was the first KYTC for KYTC. Through the state bridge program, $ 125. 000 funds were used for public relations campaigns, and public relations activities were provided only by state resources. This fund was used for all:

Lessons Learned

• Radio commercial production
• Advertising in local newspapers
• Operation of telephone line for 24 hours

Detroit, Michigan M-10

Project Details

Dispatch staff to local events and spread information about projects.

Production of door hanging kits (such as earplugs, sunglasses, etc.) to all homes adjacent to the project

Send information about closed and detours to all truck transport companies approved in Kentucky.

KYTC's project officials also appeared on local radio programs and local news broadcasts, helping travelers in detail the details of each project. Figure 6 is an outreach document used to provide information to travelers before construction.

• Figure 6-Outreach strategy transformed a "soft touch" highway worker into a superhero, and the project was completed earlier than planned.
• KYTC initially was considering performing this project under conventional par t-time worker construction. The project was estimated that it would take about 90 days as part of the first continuous task to maintain partial width of traffic patterns. Louisville KYTC (5th district) staff has strongly opposed to continuous traffic regulation on the Inte r-State Expressway during the expected 9 0-day construction period. Through the emergency maintenance projects along the aisle and the experience of accidents, the staff in the fifth district believed that when the conventional construction method was used, the I-65 passing ability at the peak would be unacceptable. Based on the prediction of the impact on the general public while driving, the 5th district staff recommended that construction only conducted only on weekends (9:00 pm on Friday to Monday 6:00 am). KYTC's extensive public relations campaign was a major factor in the success of a complete closure project in Kentucky. The project contains specially allocated funds for public relations, which was the first KYTC for KYTC. Through the state bridge program, $ 125. 000 funds were used for public relations campaigns, and public relations activities were provided only by state resources. This fund was used for all:
• Radio commercial production
• Advertising in local newspapers
• Operation of 2 4-hour telephone line

Dispatch staff to local events and spread information about projects.

Production of door hanging kits (such as earplugs, sunglasses, etc.) to all homes adjacent to the project

Send information about closed and detours to all truck transport companies approved in Kentucky.

KYTC's project officials also appeared on local radio programs and local news broadcasts, helping travelers in detail the details of each project. Figure 6 is an outreach document used to provide information to travelers before construction.

Figure 6-Outreach strategy transformed a "soft touch" highway worker into a superhero, and the project was completed earlier than planned.

KYTC initially was considering performing this project under conventional par t-time worker construction. The project was estimated that it would take about 90 days as part of the first continuous task to maintain partial width of traffic patterns. Louisville KYTC (5th district) staff has strongly opposed to continuous traffic regulation on the Inte r-State Expressway during the expected 9 0-day construction period. Through the emergency maintenance projects along the aisle and the experience of accidents, the staff in the fifth district believed that when the conventional construction method was used, the I-65 passing ability at the peak would be unacceptable. Based on the prediction of the impact on the general public while driving, the 5th district staff recommended that construction only conducted only on weekends (9:00 pm on Friday to Monday 6:00 am).

Why Use Full Road Closure?

KYTC had developed a concept for a full closure that would have less of an adverse effect on Louisville-area drivers. However, the weekend full closure plan included another problem to be solved. The Chief Engineer of District 5 asked, "If money and labor were not an issue, how long would it take to complete the work?" Cabinet staff estimated that the work for each direction of travel would take a weekend. It was decided that a short period of work with a large effort would have a better impact than a long period of work with a small impact. From this idea, the full closure plan was born.

1. Contractors were invited by KYTC to attend an information session to determine whether the work could be done in a feasible time frame. Bidding for the I-65 project opened at 10 a. m. on Friday. Bidding opened at 10 a. m. on Friday, and the contract was awarded to the contractor with the lowest bid that afternoon. However, the following Monday morning, the contractor who won the contract lost 5% of the bid bond and rescinded the contract, citing that the bid was too low. KYTC awarded the project to the second bidder, which was a real advantage because this contractor had more resources and design capabilities. The project will be done over two weekends: August 11-14 for the north side project and September 15-18 for the south side project. KYTC has designated October 6-9 as an alternative weekend for the project.
2. Table 4 - Louisville, Kentucky I-65 Benefits Summary
3. Benefits

Benefits

Comments

One day average traffic volume 180. 000	Commercial vehicles 7
6, 5 mile sections (3 3-lane miles) of 6 lane roads (3 3-lane miles)	Improvement reports
Figure 2-i -84 Project closed and recommended alternative routes	In order to carry out the schedule of advance, an innovative strategy to manage traffic under construction was needed. ODOT has determined that closing the entire surface is the best option to properly manage transportation during the project and improve mobility and safety.
cost	Improvement
Total construction cost $ 5 million	Positive
Commercial vehicles 7	Safety of workers and travelers: The project staff feels that the worker's safety and productivity have been improved by adopting a complete closure in Kentucky. Project staff stated that the elimination of employees to be exposed to transportation has created a more secure working environment for contractors. Both the I-65 project and the following I-64 construction projects had only one injured accident at the work site using full closed.

Cost: Public outreach, traveler information regulations, incentive bonuses for timely completion, and additional traffic maintenance costs have raised the total cost of the I-65 project. The addition of traffic maintenance costs is that the amount of traffic regulation equipment required for the project has increased. Time constraints in the installation and removal of traffic regulations were also a factor in raising costs. There was no quantitative data to evaluate the user cost due to the difference between conventional traffic regulations and completely closure. However, KYTC believed that additional costs would be sufficiently offset by reducing user costs during the project period.

Quality: The driving force to adopt a complete closure was that the contractor could complete the project with higher quality. Access to the I-65 work area is not restricted, and the work environment, which is less likely to be distracted, can complete work with higher quality and become a durable facility. It is considered.

Citizens' emotions: In contrast to traditional traffic regulation methods, the belief that the general public prefer completely closed was eventually proven. KYTC has been able to reduce the inconvenience of this different method and obviously improve safety by using a route that detours the work area. Information on projects and detour routes was provided on a 2 4-hour telephone line by travelers and residents. More than 95 % of the received phones were favorable. There were six main goals during the project plan: reduction of inconveniences of automotive users, preventing accidents in the work area, preventing traffic accidents, preventing traffic congestion, improving the quality of products, and cooperating. KYTC felt that the success of these six goals was that KYTC, Customers, and all partners were born. (7)

With the formal cooperation agreement between KYTC and the contractor, it was possible to deal with concerns and problems before the construction started, and thanks to counterfeit bonds, it is very much to deal with problems under construction. It became easier. The project was more effective due to open communication in partnerships and good results from public relations campaigns.

KYTC believes that a complete closure will provide an executable option to replace the conventional method. If the appropriate elements are aligned, if it is used properly with a solid plan to manage the transportation of the alternative route, a completely closed method may be a desirable method. KYTC will seriously consider the possibility of fully closing in urban areas such as Louisville.

Citizens' opinions were indispensable for the success of the full closure in Louisville. By informing the citizens in advance what would happen in the I-65, we were able to make appropriate decisions on changing alternatives and travel schedules.

In 2002, the Ministry of Transportation of the Michigan began a larg e-scale effort to restore six major routes in the Detroit metropolitan area and its surroundings. The project was called "Fix Detroit 6" and contained six larg e-scale restoration and bridge projects that were completed by 2003. One of them is Michigan State Road 10 (M-10), which is also called John C. Lodge Highway. The M-10 was a downtown main road, requiring a full re-paved, and five bridges needed to be repaired, removed, or replaced. The M-10 is a major downtown route, running directly from the Southfield I-696 to downtown Detroit, and is connected to the West Jefferson Street in intersection with the I-94 and I-75. The route is mainly used by commuting and commuting to downtown, including Joe Lewis Arena, downtown business distribution, entertainment facilities, Windsor Detroit Tunnel, and major business offices. < SPAN> The formal cooperation agreement between KYTC and the contractor can deal with concerns and issues before the construction starts, and thanks to counterfeit bonds, deal with problems under construction. Is very easy. The project was more effective due to open communication in partnerships and good results from public relations campaigns.

Lessons Learned

• KYTC believes that a complete closure will provide an executable option to replace the conventional method. If the appropriate elements are aligned, if it is used properly with a solid plan to manage the transportation of the alternative route, a completely closed method may be a desirable method. KYTC will seriously consider the possibility of fully closing in urban areas such as Louisville.
• Citizens' opinions were indispensable for the success of the full closure in Louisville. By informing the citizens in advance what would happen in the I-65, we were able to make appropriate decisions on changing alternatives and travel schedules.
• In 2002, the Ministry of Transportation of the Michigan began a larg e-scale effort to restore six major routes in the Detroit metropolitan area and its surroundings. The project was called "Fix Detroit 6" and contained six larg e-scale restoration and bridge projects that were completed by 2003. One of them is Michigan State Road 10 (M-10), which is also called John C. Lodge Highway. The M-10 was a downtown main road, requiring a full re-paved, and five bridges needed to be repaired, removed, or replaced. The M-10 is a major downtown route, running directly from the Southfield I-696 to downtown Detroit, and is connected to the West Jefferson Street in intersection with the I-94 and I-75. The route is mainly used by commuting and commuting to downtown, including Joe Lewis Arena, downtown business distribution, entertainment facilities, Windsor Detroit Tunnel, and major business offices. With the formal cooperation agreement between KYTC and the contractor, it was possible to deal with concerns and problems before the construction started, and thanks to counterfeit bonds, it is very much to deal with problems under construction. It became easier. The project was more effective due to open communication in partnerships and good results from public relations campaigns.
• KYTC believes that a complete closure will provide an executable option to replace the conventional method. If the appropriate elements are aligned, if it is used properly with a solid plan to manage the transportation of the alternative route, a completely closed method may be a desirable method. KYTC will seriously consider the possibility of fully closing in urban areas such as Louisville.
• Citizens' opinions were indispensable for the success of the full closure in Louisville. By informing the citizens in advance what would happen in the I-65, we were able to make appropriate decisions on changing alternatives and travel schedules.

Columbus, Ohio I-670

Project Details

In 2002, the Ministry of Transportation of the Michigan began a larg e-scale effort to restore six major routes in the Detroit metropolitan area and its surroundings. The project was called "Fix Detroit 6" and contained six larg e-scale restoration and bridge projects that were completed by 2003. One of them is Michigan State Road 10 (M-10), which is also called John C. Lodge Highway. The M-10 was a downtown main road, requiring a full re-paved, and five bridges needed to be repaired, removed, or replaced. The M-10 is a major downtown route, running directly from the Southfield I-696 to downtown Detroit, intersecting the I-94 and the I-75, connecting to the West Jefferson Street. The route is mainly used by commuting and commuting to downtown, including Joe Lewis Arena, downtown business distribution, recreational facilities, Windsor Detroit Tunnel, and major business offices.

In the specifications of the project, the pavement, including the shoulder and barrier, was to be removed and replaced. The concrete part along the route was left as it was, but cold grinding and repair were performed. Headlights and other improvements were included in the specifications. The project route has five bridges. The Howard Street Bridge and the Porter Street Bridge require the replacement of the upper structure and the repair of the infrastructure. The Bagley Street Bridge was performed with concrete overlays and infrastructure repair. The structure was removed on the Elizabeth Street Bridge. On the LARNED street bridge, deck repair, joint repair, and infrastructure repair were performed. Figure 7 shows the recommended detour the project route.

Figure 7-M -10 project closed and recommended alternative routes

MDOT adopted the A+B contract because it was necessary to complete it before the winter season. Other main features are as follows:

• Project of $ 12. 5 million
• $ 12. 5 million, average daily traffic 97, 900 people
• Commercial vehicle traffic 1
• Road reinforcement of 1, 27 miles (7, 6 lane miles)
• The project schedule is from July 9, 2002 to August 30, 2002.

During the design stage of the project, the lif e-cycle cost analysis was used to determine the use of hot mix asphalt in contrast to concrete. The project was short (1, 27 miles), so it was decided that hot mix asphalt provides better costs/ profit ratio.

Public outreach and communication were an important factor in planning and developing the Detroit closed road project. The Fix Detroit 6 program was initiative to provide Detroit residents and travelers with information on six major projects conducted in the 2002 and 2003 construction season. The key to this initiative was a comprehensive website that provides the latest information on projects, such as progress and closure. In addition, if there was a major change, the person seeking information could receive bypass information by project / route by e-mail.

John C. Lodge Freeway's M-10 is the main entrance to Detroit downtown. In the summer of 2002, we chose to close and renovate all sections of downtown. He chose to do it faster and lower costs than to work for two seasons. The traveler immediately found an alternative route, and Freeway resumed in two months earlier than expected.

Marian Mahafy, Detroit City Council Chairman

Why Use Full Road Closure?

Initially, the City of Detroit opposed the use of a full road closure, which could impact traffic access to downtown, sports venues, and businesses. MDOT was able to convince the City that adopting a full road closure would mitigate the overall negative impacts of the project. Concessions were made to accommodate local events during the construction project. Given the proximity of the M-10 to Joe Louis Arena, home of the Detroit Red Wings, it was decided that the construction closure would not begin until hockey season and the playoffs in July.

Benefits

Many businesses rely on access to the M-10. Meetings were held to discuss solutions to the full road closure and potential issues. For example, there are three casinos in town. A closure could potentially divert customers and cause revenue loss to the casinos near the project site. Therefore, additional signage was installed to direct potential customers to the casinos via an alternative route. Additional signage was also needed for other downtown destinations, such as the Greyhound bus station. Businesses directly adjacent to the closure likely experienced a decrease in business during the full M-10 closure.

One day average traffic volume 180. 000	Commercial vehicles 7
6, 5 mile sections (3 3-lane miles) of 6 lane roads (3 3-lane miles)	There was an alternative route.
Figure 2-i -84 Project closed and recommended alternative routes	In order to carry out the schedule of advance, an innovative strategy to manage traffic under construction was needed. ODOT has determined that closing the entire surface is the best option to properly manage transportation during the project and improve mobility and safety.
cost	Duration
Total construction cost $ 5 million	Worker and traveler safety
Commercial vehicles 7	Cost

MOT cost reduction

Quality

Excellent ride quality

Good feeling

No data

Duration: The full road closure allowed the contractor full access to the facility, as shown in Figures 8 and 9. This significantly expanded the staging area and reduced the need for maintaining grading and traffic removal during various phases of the project. MDOT estimates that the project would have taken more than six months if traffic had been maintained using traditional methods, but the use of a full road closure allowed the contractor to complete the project in a much shorter period of time.

The project was bid under A+B contract or cost plus time. The contractor had an incentive of $ 25., 000 per day for the early completion of the project. With a complete close-out, the M-10 project would take 65 days. However, the contractor was able to complete the construction in 53 days using the early completion bonus. Intercentric has been added to the project cost, but the user cost and potential project costs have been reduced.

Figure 8-M-10 (Lodge Freeway, which is full closing)

Figure 9-Work performed at the M-10 (lodge freeway) being closed

Lessons Learned

• Workers and travelers' safety: It is difficult to quantify the safety of the ful l-length closure. However, the lack of contact between transportation and construction workers has greatly reduced the possibility of accidents in the work area. There are no serious injuries in this project. The project staff also pointed out that the submitted contractor's claims were dramatically less than the typical projects that were not completely closed, and the adverse effects on the drivers were reduced, and safety was safe. It indicated that it could improve.
• Cost: Use of ful l-length traffic can lead to greater scale benefits. Although quantitative information on the cost reduction of all construction was obtained, according to MDOT engineers, the costs of conventional traffic maintenance were significantly added to the cost of the entire project. Usually, the traffic maintenance costs of this size of this size are 5 to 10 % of the total project expenses. The traffic maintenance costs of the M-10 were estimated to be 1 or 3 % of the bid price. By bypassing traffic from the M-10, not only the basic signalization, the cost of the entire project was low, without the need for additional improvements to the alternative route. By allowing the contractor to fully access the facility, it is no longer necessary to install it in a remote place, and the equipment and materials can be placed nearby, so the overall time and cost of the M-10 remodeling project. I was able to reduce it.
• Quality: The ful l-width manufacturing has not only speeded up the process, but also achieves excellent product quality by reducing the total number of seams and seams. According to project staff reports, workers' productivity has been improved. < SPAN> This project was bid under A+B contract or cost plus time. The contractor had an incentive of $ 25., 000 per day for the early completion of the project. With a complete close-out, the M-10 project would take 65 days. However, the contractor was able to complete the construction in 53 days using the early completion bonus. Intercentric has been added to the project cost, but the user cost and potential project costs have been reduced.

Kennewick, Washington SR 395

Project Details

Figure 8-M-10 (Lodge Freeway, which is full closing)

Figure 9-Work performed at the M-10 (lodge freeway) being closed

Workers and travelers' safety: It is difficult to quantify the safety of the ful l-length closure. However, the lack of contact between transportation and construction workers has greatly reduced the possibility of accidents in the work area. There are no serious injuries in this project. The project staff also pointed out that the submitted contractor's claims were dramatically less than the typical projects that were not completely closed, and the adverse effects on the drivers were reduced, and safety was safe. It indicated that it could improve.

Cost: Use of ful l-length traffic can lead to greater scale benefits. Although quantitative information on the cost reduction of all construction was obtained, according to MDOT engineers, the costs of conventional traffic maintenance were significantly added to the cost of the entire project. Usually, the traffic maintenance costs of this size of this size are 5 to 10 % of the total project expenses. The traffic maintenance costs of the M-10 were estimated to be 1 or 3 % of the bid price. Not only the basic signal, but also by detouring traffic from the M-10, the cost of the entire project was low, without the need for additional improvements to an alternative route. By allowing the contractor to fully access the facility, it is no longer necessary to install it in a remote place, and the equipment and materials can be placed nearby, so the overall time and cost of the M-10 remodeling project. I was able to reduce it.

Quality: The ful l-width manufacturing has not only speeded up the process, but also achieves excellent product quality by reducing the total number of seams and seams. According to project staff reports, workers' productivity has been improved. The project was bid under A+B contract or cost plus time. The contractor had an incentive of $ 25., 000 per day for the early completion of the project. With a complete close-out, the M-10 project would take 65 days. However, the contractor was able to complete the construction in 53 days using the early completion bonus. Intercentric has been added to the project cost, but the user cost and potential project costs have been reduced.

Figure 8-M-10 (Lodge Freeway, which is full closing)

The characteristics of Corrideau and the project are as follows:

• Workers and travelers' safety: It is difficult to quantify the safety of the ful l-length closure. However, the lack of contact between transportation and construction workers has greatly reduced the possibility of accidents in the work area. There are no serious injuries in this project. The project staff also pointed out that the submitted contractor's claims were dramatically less than the typical projects that were not completely closed, and the adverse effects on the drivers were reduced, and safety was safe. It indicated that it could improve.
• Cost: Use of ful l-length traffic can lead to greater scale benefits. Although quantitative information on the cost reduction of all construction was obtained, according to MDOT engineers, the costs of conventional traffic maintenance were significantly added to the cost of the entire project. Usually, the traffic maintenance costs of this size of this size are 5 to 10 % of the total project expenses. The traffic maintenance cost of the M-10 was estimated to be 1 or 3 % of the bid price. Not only the basic signal, but also by detouring traffic from the M-10, the cost of the entire project was low, without the need for additional improvements to an alternative route. By allowing the contractor to fully access the facility, it is no longer necessary to install it in a remote place, and the equipment and materials can be placed nearby, so the overall time and cost of the M-10 remodeling project. I was able to reduce it.
• Quality: The ful l-width manufacturing has not only speeded up the process, but also achieves excellent product quality by reducing the total number of seams and seams. According to project staff reports, workers' productivity has been improved.
• When setting a detour route for the entire line, if the Michigan Ministry of Transport's standard work procedure is set, the detour route is first set, then a trunk route is set, and they do not provide a reasonable detour route. Set the local route. When using local routes, the approval of the local institution must be obtained. Usually, an agreement is negotiated by the state institution that the necessary temporary correction, upgrade, and damage to damage will be performed. MDOT engineers have discovered that many drivers find their own routes other than the recommended routes, reducing the amount of congestion expected in the specified detour. From my experience, it has been found that about two weeks after the passing and the detour, the vehicle load on the running route is equivalent.

Why Use Full Road Closure?

During the completely closing, the possibility of theft and destructive acts in the field may increase. Project staff stated that the possibility of crime increases because the local and states do not regularly patrol on the completely closed highway. In a completely closed project, you may need to arrange additional security.

Benefits

As with many complete closed projects, the M-10 project has adopted the A+B contract method to ensure the time requirements for road closure. The MDOT staff pointed out that such a contract method could bring a hig h-pressure environment to both the staff of the Iche and the contractor. In order to make it in time for the delivery date, it is often necessary to make a decision on the spot, and sometimes there are no surveys and ponder. This may adversely affect the quality of the product produced.

One day average traffic volume 180. 000	Commercial vehicles 7
6, 5 mile sections (3 3-lane miles) of 6 lane roads (3 3-lane miles)	Projects, which include a large number of public facilities, and projects, including old public facilities with unknown positions, may face unexpected delays. The institution should consider the potential event of an unexpected schedule before the complete road closure and tim e-based bidding. During the M-10, additional work was performed to replace the Howard Street Bridge deck. The Howard Street Bridge's construction contract was not included in the A+B requirements to reduce the potential of delays in the entire project, but was written as another item of the contract. When setting a detour route for the entire line, if the Michigan Ministry of Transport's standard work procedure is set, the detour route is first set, then a trunk route is set, and they do not provide a reasonable detour route. Set the local route. When using local routes, the approval of the local institution must be obtained. Usually, an agreement is negotiated by the state institution that the necessary temporary correction, upgrade, and damage to damage will be performed. MDOT engineers have discovered that many drivers find their own routes other than the recommended routes, reducing the amount of congestion expected in the specified detour. From my experience, it has been found that about two weeks after the passing and the detour, the vehicle load on the running route is equivalent.
Figure 2-i -84 Project closed and recommended alternative routes	In order to carry out the schedule of advance, an innovative strategy to manage traffic under construction was needed. ODOT has determined that closing the entire surface is the best option to properly manage transportation during the project and improve mobility and safety.
cost	Safety of workers and travelers: The project staff feels that the worker's safety and productivity have been improved by adopting a complete closure in Kentucky. Project staff stated that the elimination of employees to be exposed to transportation has created a more secure working environment for contractors. Both the I-65 project and the following I-64 construction projects had only one injured accident at the work site using full closed.
Total construction cost $ 5 million	Safety of workers and travelers: The project staff feels that the worker's safety and productivity have been improved by adopting a complete closure in Kentucky. Project staff stated that the elimination of employees to be exposed to transportation has created a more secure working environment for contractors. Both the I-65 project and the following I-64 construction projects had only one injured accident at the work site using full closed.
Commercial vehicles 7	6 Renovation of 5, 5 mile sections (33 lane miles) on 6-lane roads

367 million dollars projects (contract amount)

62. Average daily traffic 36, 000 people

Remodeling and widening the road one-mile section (8-mile road-3 driving lines and one auxiliary lane in each direction)

Lessons Learned

From March 30, 2002 to September 30, 2003 (planned).

• In order to renovate and widen the I-670 from Third Street to Neil Avenue, construction began in the existing I-670 section in March 2002, and seven lamps were closed. This section of the I-670 was two lanes on one side, and deteriorated for more than 30 years. The specifications were required to rebuild the road and expand to four lanes on one side. ODOT has the following policies:
• The Ministry of Transport of the Ohio promises to continue traffic in all work areas by eliminating or reducing delays. Our goal is to minimize the impact on the general public during the work zone. For this reason, each district analyzes the predicted effects of the construction project and the need for the transportation flow, and take necessary measures to prevent traffic as much as possible. < SPAN> I-670 is a well-passed corridor that offers a lot of business to downtown commuters and many businesses that are indispensable to the economic vitality of Columbus. More than 650, 000 people live in Columbus City, and more than 1. 1 million people live in metropolitan areas (I-70, I-71, and I-670 are close to Columbus). The I-670 construction can confuse many businesses in Columbus downtown. The main highlights of downtowns adjacent to the construction area include Convention Center, Nation Wide Arena, Short North, North Market, Arena, and Gudale Park. Other main features are as follows:
• 367 million dollars projects (contract amount)
• 62. Average daily traffic 36, 000 people
• Remodeling and widening the road one-mile section (8-mile road-3 driving lines and one auxiliary lane in each direction)
• From March 30, 2002 to September 30, 2003 (planned).
• In order to renovate and widen the I-670 from Third Street to Neil Avenue, construction began in the existing I-670 section in March 2002, and seven lamps were closed. This section of the I-670 was two lanes on one side, and deteriorated for more than 30 years. The specifications were required to rebuild the road and expand to four lanes on one side. ODOT has the following policies:
• The Ministry of Transport of the Ohio promises to continue traffic in all work areas by eliminating or reducing delays. Our goal is to minimize the impact on the general public during the work zone. For this reason, each district analyzes the predicted effects of the construction project and the need for the transportation flow, and take necessary measures to prevent traffic as much as possible. The I-670 is a well-passed corridor that offers a lot of businesses to downtown commuters and many businesses that are essential for Columbus' economic vitality. There are more than 650, 000 people in Columbus, and more than 1. 1 million people live in metropolitan areas (I-70, I-71, and I-670 are close to Columbus). The I-670 construction can confuse many businesses in Columbus downtown. The main highlights of downtowns adjacent to the construction area include Convention Center, Nation Wide Arena, Short North, North Market, Arena, and Gudale Park. Other main features are as follows:
• 367 million dollars projects (contract amount)
• 62. Average daily traffic 36, 000 people
• Remodeling and widening the road one-mile section (8-mile road-3 driving lines and one auxiliary lane in each direction)
• From March 30, 2002 to September 30, 2003 (planned).

Wilmington, Delaware I-95

Project Details

In order to renovate and widen the I-670 from Third Street to Neil Avenue, construction began in the existing I-670 section in March 2002, and seven lamps were closed. This section of the I-670 was two lanes on one side, and deteriorated for more than 30 years. The specifications were required to rebuild the road and expand to four lanes on one side. ODOT has the following policies:

The Ministry of Transport of the Ohio promises to continue traffic in all work areas by eliminating or reducing delays. Our goal is to minimize the impact on the general public during the work zone. For this reason, each district analyzes the predicted effects of the construction project and the need for the transportation flow, and take necessary measures to prevent traffic as much as possible.

Based on the ODOT policy, the Mido Hio Regional Planning Committee (MORPC) has completed a computer model that predicts traffic routes to avoid construction. In this traffic survey, during the construction period, the traffic was used to survey and modeled the traffic volume using the existing alternative detour route in the corridor (including the I-71, I-70, route 315, and general roads in the city). Since this section of the I-670 is a major east-west air route, the model has shown seven other sections on the East and West Road, which is expected to increase significantly. Based on the expected increase in traffic, Columbus City plans to manage the timing of the signal in real time using the Transportation Center. Although traffic volume increased on some roads, it was shown that the number of traffic was significantly reduced on four roads, and the amount of traffic was reduced to a moderate degree on the other three roads.

The characteristics of Corrideau and the project are as follows:

• The reason for the adoption of the entire block was to minimize the effects of travelers, and was considered because there were many existing alternative detour routes near the project. The project was planned in the mi d-1980s and has passed some study processes. The initial intention of this project was to build a traditional hal f-width method. ODOT created a hal f-width construction plan, and based on this plan, it estimated that it would take at least four years to complete because the area was narrow to maintain transportation. As a result of further examinations and traffic surveys conducted by Morpc, ODOT concluded that the ODOT can shorten the project period and improve the safety of the work area.
• Table 6-Summary of the advantages of Columbus I-670, Ohio
• advantage
• comment
• period

Reduced time 63%

The safety of employees and travelers

Improvement report

Why Use Full Road Closure?

cost

Possibility of reducing $ 8 million to $ 10 million

Benefits

quality

One day average traffic volume 180. 000	Commercial vehicles 7
6, 5 mile sections (3 3-lane miles) of 6 lane roads (3 3-lane miles)	ODOT has launched a powerful and vigorous public relations campaign six months before the construction to inform the car user that some sections of the I-670 will be closed. This campaign is the potential for flyers, 20 minutes community and television broadcasting, alerts by e-mail, media reports, websites, etc., to commercial facilities, residents, and automobile users. Target all stakeholders.
Figure 2-i -84 Project closed and recommended alternative routes	In order to carry out the schedule of advance, an innovative strategy to manage traffic under construction was needed. ODOT has determined that closing the entire surface is the best option to properly manage transportation during the project and improve mobility and safety.
cost	comment
Total construction cost $ 5 million	Reduced time 63%
Commercial vehicles 7	6 Renovation of 5, 5 mile sections (33 lane miles) on 6-lane roads

cost

Possibility of reducing $ 8 million to $ 10 million

quality

No data yet

National sentiment

At the moment, based on the Positive ODOT policy, the Mido Hio Regional Planning Committee (MORPC) has completed a computer model that predicts traffic routes to avoid construction. In this traffic survey, during the construction period, the traffic was used to survey and modeled the traffic volume using the existing alternative detour route in the corridor (including the I-71, I-70, route 315, and general roads in the city). Since this section of the I-670 is a major east-west air route, the model has shown seven other sections on the East and West Road, which is expected to increase significantly. Based on the expected increase in traffic, Columbus City plans to manage the timing of the signal in real time using the Transportation Center. Although traffic volume increased on some roads, it was shown that the number of traffic was significantly reduced on four roads, and the amount of traffic was reduced to a moderate degree on the other three roads.

ODOT has launched a powerful and vigorous public relations campaign six months before the construction to inform the car user that some sections of the I-670 will be closed. This campaign is the potential for flyers, 20 minutes community and television broadcasting, alerts by e-mail, media reports, websites, etc., to commercial facilities, residents, and automobile users. Target all stakeholders.

Lessons Learned

• The reason for the adoption of the entire block was to minimize the effects of travelers, and was considered because there were many existing alternative detour routes near the project. The project was planned in the mi d-1980s and has passed some study processes. The initial intention of this project was to build a traditional hal f-width method. ODOT created a hal f-width construction plan, and based on this plan, it estimated that it would take at least four years to complete because the area was narrow to maintain transportation. Further examinations and traffic surveys conducted by Morpc concluded that ODOT could reduce the project period and improve the safety of the work area.
• Table 6-Summary of the advantages of Columbus I-670, Ohio
• advantage
• comment

4 - Alternative Strategies

Limited Capacity Closures

period

I-75 Detroit, Michigan

Reduced time 63%

Considerations:

The safety of employees and travelers

Benefits:

• Improvement report
• cost
• Possibility of reducing $ 8 million to $ 10 million

Nighttime/Off-peak Closures

quality

I-40 Wilmington, North Carolina

No data yet

Considerations:

• National sentiment
• Positively so far
• Duration: The I-670 project is ongoing (through September 2003), so the full time savings from a full closure are not yet known. The low-bid contract for the I-670 construction project includes a 20. 5% closure time per day to encourage timely completion. As of June 2003, the project is under construction and is on track to meet the contract's early completion date of September 2003. During project planning, the project duration was estimated to be reduced from four years to 18 months.

Benefits:

• Safety of workers and travelers: Utilizing a full closure eliminates worker exposure to traffic and motorists from exposure to active work zones. Project staff felt that eliminating worker exposure to traffic would create a safer work environment for contractors.
• Under the right conditions, a full closure can be an effective way to complete a project faster and improve safety for highway workers and drivers.
• Ohio Department of Transportation Secretary Gordon Proctor

Ramp Closures

Cost Another benefit of using the full closure method is the significant cost savings. Contractors estimated that a full roadway closure would result in cost savings of $8 million to $10 million compared to the traditional partial width approach. The reason for this dramatic difference is that a half-width construction would require significant effort to maintain traffic through the work zone for four years. Full access would also promote efficiencies and allow for reduced construction costs, as full width construction would provide more space for contractors to work, operate equipment, and store materials.

Oklahoma

National sentiment: The PR campaign in this project was the key to success, the positive attitude and acceptance of the whole nation. Since the I-670 project is still ongoing, there was no complete evaluation of citizen sentiment. So far, according to e-mail sent to ODOT, citizens' opinions on the use of fully closed and regular distribution of project information are very favorable. In particular, citizens are impressed by the quick pace of construction. Most of the comments are favorable, but some trivial complaints have been received from travelers and residents, such as holes required for repair, loss of parking space, and access issues with local companies. ODOT has established an open communication line (progress report, ODOT contact list, nearby residents, Columbus City, ODOT, FHWA representative) before the start of the project, so citizens are complaining appropriately. Most of the problems were solved quickly.

Considerations:

• Other benefit s-Workplace: From the perspective of this project, the construction space is the biggest advantage of completing the project with a complete clos e-out. This section of the I-670 is a narrow area surrounded by downtown commercial areas (see Fig. 11), and the construction site is a prime location. As shown in FIG. 12, the number of space available to store equipment and materials has increased significantly to the efficiency of construction work. In addition, since the height of the road was planned to be several feet lower than the entire project, it is difficult to install this project with the conventional traffic maintenance strategy, and it is costly. In addition to this factor, the contractor could have more workers on site, and the contractor could move forward to the 1 8-month goal.
• Figure 11-Transportation that crosses the I-670 being closed

Benefits:

• Figure 12-Available space for equipment and materials by completely closed.
• The important thing in the PR campaign was to attract everyone's attention, inform what would be expected, and implement what he promised. In the campaign, we inform the people of where, how to detour in the road network and where to be delayed. In the campaign, we assumed the worst scenario and prepared for the general public to predict some delays. < SPAN> National sentiment: The PR campaign in this project was the key to success and the key to the positive attitude and acceptance of the whole nation. Since the I-670 project is still ongoing, there was no complete evaluation of citizen sentiment. So far, according to e-mail sent to ODOT, citizens' opinions on the use of fully closed and regular distribution of project information are very favorable. In particular, citizens are impressed by the quick pace of construction. Most of the comments are favorable, but some trivial complaints have been received from travelers and residents, such as holes required for repair, loss of parking space, and access issues with local companies. ODOT has established an open communication line (progress report, ODOT contact list, nearby residents, Columbus City, ODOT, FHWA representative) before the start of the project, so citizens are complaining appropriately. Most of the problems were solved quickly.

Intermittent Closures

Other benefit s-Workplace: From the perspective of this project, the construction space is the biggest advantage of completing the project with a complete clos e-out. This section of the I-670 is a narrow area surrounded by downtown commercial areas (see Fig. 11), and the construction site is a prime location. As shown in FIG. 12, the number of space available to store equipment and materials has increased significantly to the efficiency of construction work. In addition, since the height of the road was planned to be several feet lower than the entire project, it is difficult to install this project with the conventional traffic maintenance strategy, and it is costly. In addition to this factor, the contractor could have more workers on site, and the contractor could move forward to the 1 8-month goal.

Ohio Turnpike

Figure 11-Transportation that crosses the I-670 being closed

Considerations:

• Figure 12-Available space for equipment and materials by completely closed.
• The important thing in the PR campaign was to attract everyone's attention, inform what would be expected, and implement what he promised. In the campaign, we inform the people of where, how to detour in the road network and where to be delayed. In the campaign, we assumed the worst scenario and prepared for the general public to predict some delays. National sentiment: The PR campaign in this project was the key to success, the positive attitude and acceptance of the whole nation. Since the I-670 project is still ongoing, there was no complete evaluation of citizen sentiment. So far, according to e-mail sent to ODOT, citizens' opinions on the use of fully closed and regular distribution of project information are very favorable. In particular, citizens are impressed by the quick pace of construction. Most of the comments are favorable, but some trivial complaints have been received from travelers and residents, such as holes required for repair, loss of parking space, and access issues with local companies. ODOT has established an open communication line (progress report, ODOT contact list, nearby residents, Columbus City, ODOT, FHWA representative) before the start of the project, so citizens are complaining appropriately. Most of the problems were solved quickly.
• Other benefit s-Workplace: From the perspective of this project, the construction space is the biggest advantage of completing the project with a complete clos e-out. This section of the I-670 is a narrow area surrounded by downtown commercial areas (see Fig. 11), and the construction site is a prime location. As shown in FIG. 12, the number of space available to store equipment and materials has increased significantly to the efficiency of construction work. In addition, since the height of the road was planned to be several feet lower than the entire project, it is difficult to install this project with the conventional traffic maintenance strategy, and it is costly. In addition to this factor, the contractor could have more workers on site, and the contractor could move forward to the 1 8-month goal.

Benefits:

• Figure 11-Transportation that crosses the I-670 being closed
• Figure 12-Available space for equipment and materials by completely closed.
• The important thing in the PR campaign was to attract everyone's attention, inform what would be expected, and implement what he promised. In the campaign, we inform the people of where, how to detour in the road network and where to be delayed. In the campaign, we assumed the worst scenario and prepared for the general public to predict some delays.

5 - Summary of Findings

Coordination among many organizations was essential to the success of the project. The City of Columbus, in particular, was proactive in coordinating efforts and ensuring the project was a success. The city had a staffed centralized traffic control center that managed the signal timings for the alternative routes. The traffic control center reviewed traffic volume data and made necessary changes to the signal timings. Law enforcement worked with ODOT to help develop full closures and direct traffic to alternative routes. Emergency management agencies worked with ODOT to obtain advance notice of road closures so that in the event of an emergency, people could avoid the closures and travel to their destinations quickly. In addition, road closure information was distributed and presented as part of a public information campaign to inform the public of the impacts of the construction project.

As this project is currently ongoing, more lessons may be learned.

In the City of Kennewick, the Washington State Department of Transportation (WSDOT) rehabilitated three intersections on SR395 (Clearwater Avenue, West Kennewick Avenue, and Yelm Street) with partial and full road closure approaches. These intersections, originally constructed with asphalt concrete, had developed large travel lanes and needed to be repaired. These ruts were caused by continued stress from trucks and high temperatures. To correct these ruts and address future rutting, WSDOT decided to use full-depth Portland cement concrete pavement (PCCP) instead of the commonly used asphalt concrete. The decision to use full-depth PCCP was based on a life cycle cost analysis that assumed a 40-year design life for each intersection. The life cycle cost analysis showed that the PCCP retrofit had the lowest annual cost over the 40-year period.	In the Kennewick area of ​​Washington, intersection rehabilitation using PCCP has traditionally created traffic management issues. Previously, intersection rehabilitation work required weeks and caused complete disruption to the intersection, resulting in numerous complaints from citizens. Full weekend closures of the intersections allow work to continue and reduce the overall impact to motorists. Prior to developing the weekend closure approach, WSDOT reconstructed the active legs and intersections.	The drawback of PCCPs is the required processing time, which prolongs the need for circulation detours. To reduce processing time, WSDOT used high-intensity PCCPs to ensure roads could be reopened in a timely manner. To keep the project on schedule, the contractor developed a critical path schedule based on hours rather than days. During the closure, local traffic was restored to adjacent roads and state traffic was restored to surrounding freeways. Full closures were possible because detours for local and through traffic were available. The longest detours were for truck traffic, spanning 13 miles and requiring good communication with truck drivers passing through the urban corridor. Vehicle traffic was shut down on local roads, with the longest detour being approximately 5 miles. The impacts of utilizing full closures were concentrated in a shorter time frame, but vehicles were not exposed to the work zone. Figure 13 shows the closed intersections. Figure 13 - Intersections Closed for SR395 Interchange Rehabilitation Project Initially, the agreement between WSDOT and the City of Kennewick was for a two-day closure to complete the intersection repairs. However, to address the uncertainty associated with weekend closures and allow the time required for the pavement to cure, the contractor preferred a three-day closure. Because three intersections are to be completed in this series of projects, the City of Kennewick and WSDOT agreed to a three-day weekend closure for work at each intersection. The footbridge would be renovated with traffic restrictions in place for several days leading up to the weekend closure, and the intersection would be renovated during the full closure. The intersections of West Kennewick Avenue and Clearwater Avenue were completed during the same weekend closure period.
The construction schedule required excavation of the existing roadway, preparation of grades for concrete, installation of forms for concrete pouring, and finally preparation of the roadway before reopening to traffic. This was done at the intersection plaza and portions of each approach and exit from adjacent city roads. The contract called for each intersection to be closed at 7pm on Thursday night and open the following Monday morning at 6am. PCCP installation and curing proceeded smoothly, with the roadway substantially open to traffic before 6am. Target 6am on Monday morning. For all three intersections, the roadway was open by 6pm on Sunday.

• Corridor and project characteristics include:
• Average daily traffic volume 30.
• Commercial vehicle traffic volume 30
• Rehabilitation of three intersections and cleared roadways

• Project implementation dates: September and October 2000.
• The WSDOT team investigated ways to expedite construction due to complaints and traffic issues with previous intersection rehabilitation projects. In previous intersection projects, staging requirements prevented work from being done at adjacent intersections, which resulted in traffic passing through the work zone, causing confusion and numerous complaints from the public. The previous requirements also limited contractors and caused delays. Construction took 4 months for four intersections. The City of Kennewick and WSDOT developed the idea of ​​three-day closures during the design phase of this series of projects. Full closures were done at three intersections, with two intersections closed on the same weekend and repaired at the same time.
• Table 7 - Benefits Summary for SR395, Kennewick, Washington

• Benefits
• Comments
• Duration

• 70% reduction
• Employee and traveler safety
• Reported improvements

• Cost
• No data
• Quality

• No data
• Public sentiment
• Positive

Benefits

Duration: All three intersections on SR395 were completed ahead of schedule and opened at 6pm on Sunday. Including work before and during the closures, each project took an average of 9 days to complete. Previously, the rehabilitation of the four intersections took four months, averaging 30 days per intersection. Utilizing full road closures reduced the project duration for all three intersections by an estimated 63 days.

• Safety of workers and travelers: During the full closure, workers were not exposed to vehicles in the work zone, and travelers did not have to go through a complex cone-and-barrel system. State Department of Transportation staff reported that the full closure provided a safer environment for the state and contractors.
• Public sentiment Public comments in Kennewick indicated that the three-day full road closure employed by WSDOT was generally well-received and allowed workers to complete the project quickly and efficiently. WSDOT found that a well-informed public was tolerant of delays and inconveniences caused by the work zone. After the project was completed, WSDOT received favorable comments from both businesses and residents.
• This approach by WSDOT to reconstruct the busy intersection resulted in time savings and minimal inconvenience to drivers. The full closure contrasts with the traditional method of constructing one approach at a time and completing the project in phases. Phasing construction tends to result in longer construction periods for the intersection. The contractor cited the following reasons for the success of the Kennewick interchange reconstruction: (8)
• Conducted preliminary design meetings with the City of Kennewick to discuss potential construction impacts and concerns.
• Participated local businesses in pre-construction meetings to discuss potential design issues and concerns, including the potential impacts of the Kennepin Project on local businesses.
• Conducted constructability meetings with contractors
• Project staff feels that the productivity of employees has been improved because of the less traffic of transportation.
• Public information campaign including newspaper, radio, and television news

WSDOT website updating project information

Distributed brochures weekly to local businesses

Considerations

• When it is necessary for city and county organizations and staff to be convinced of the potential benefits that can be realized by the fact that a complete closure strategy is realized and the potential benefits that can be realized in comparison with the conventional shortage of traffic. Many.
• A complete closing project is usually conducted on a schedule ahead. Before explaining the project as a complete closure, the contractor and vendor should evaluate the ability to provide sufficient resources (materials, equipment, workers) to maintain accelerated pace.
• It is especially important to follow the project completion deadline. This is because this deadline is often published as a day when the road resumes. Therefore, a complete closure project may be forced to have a further expiration date for stakeholders. This may shorten the decision and reduce the time to investigate the options when the problem occurs.
• Proactively maintained construction schedule
• Since the ful l-closed project is often planned in a 2 4-hour system, it may affect local residents, such as noise and light pollution.
• It is necessary to evaluate, plan, and manage the increase in traffic density in alternative routes. Depending on the available alternative route, the capacity and operation improvement may be required, and in that case, additional funding and adjustment may be required during the planning and planning stage.

Lessons Learned

• In order to make a ful l-time closing, a considerable preparation period is required to enhance the potential impact of the closed closure and to strengthen the outreach. Project staff must consider all stakeholders to meet the needs of potential stakeholders through the project.
• The availability of suitable alternative routes is the most important factor in pursuing a full road closure approach. In the study sites, predicted congestion impacts generally did not materialize because information dissemination resulted in less demand than expected during the project period.
• A solid traffic management plan is essential to the success of the project. This includes an adequate amount of signage prior to the closure to inform travelers of alternative routes.
• Project for $ 23. 5 million
• State agencies typically cannot designate city or county roads as detours. However, we found that non-state highways could handle many of the traffic detours. Traffic redistribution took place in two locations for approximately two weeks to balance the increased load on the network, allowing a fair assessment of overall traffic flow.

6 - Conclusion

Annual transportation of 23, 100 million dollars, commercial vehicle traffic 11 %

6, 1-mile road renovation (24, 4-lane miles)

7 - Other Selected FHWA Work Zone Publications

• Project schedule-April to October 2000
• A partnership was developed between DelDOT and various stakeholders, including civic leaders, community activists, business leaders, government officials, and the general public. This partnership developed and established a program called the "Five Elements of Mobility": (1) Public Information, (2) Traffic Management Improvement (TMI) projects, (3) Integrated Traffic Management Systems (ITMS), (4) Move Together, and (5) Coordination of Capital Improvement Programs (CIPs). The five elements were considered a good initiative to inform project details and impacts in order to implement congestion mitigation measures prior to project development. Approximately $13 million was spent on the above collaboration and the five mobility elements.
  • Many improvements were made throughout the site to facilitate full closure. Improvements included signal timing changes, adding and improving left turn lanes, adding capacity to ramps, implementing ITS, improving the train station, and improving "Expresso" bus service to downtown. Capacity improvements were made at intersections where increased traffic volume was expected during the rehabilitation. Alternate route improvements increased the overall project cost. However, it remains effective in relieving congestion on the road network. Future restoration projects will benefit from the initial investments DelDOT made in preparation for the full closure of I-95.
  • Public outreach played a key role in the I-95 restoration project. Two years prior to the project's development, DelDOT began a public outreach strategy that resulted in advertising space for its "survival guide" in local newspapers and outreach events and public meetings. Investments in alternative routes in the I-95 project will also pay dividends in future projects. One notable step was the purchase of a radio station (AM1380) that correlated traffic and travel information around the clock. The outreach strategy covered traffic in and out of the state. DelDOT staff correlated the importance of providing different information depending on the needs of each group.
  • DELDOT has decided to take a ful l-time closed strategy to reduce the project period, reducing the effects of recovery travelers. Due to an alternative route with plenty of capacity, the heavy traffic congestion passed through the I-95 was easily detoured. Providing excellent services and mobility to both local residents and passing travelers is important for Deldot staff and major decisio n-making.
  • The main decision factor that adopted the complete closure method was that the I-495, a parallel between I-495, was available. Before the start of the project, the service level of the 6. 1 mileage I-95 was estimated by D, F, and the service level of the i-495 was A or B. It was estimated that 35 % of the traffic volume using the I-95 was through transportation and could be detoured to I-495. It was determined that local transportation using the I-95 could be detoured to the I-495 and then detoured to the improved local road network.
  • Table 8-Summary of the advantages of Wilminton I-95, Delaware
  • merit
  • comment
  

  Elim Poon - Journalist, Creative Writer

  Last modified: 27.08.2024

  Full road closure for work zone operations: a cross-cutting study: reducing congestion and crashes through full road closure for maintenance and construction. Full road closure for work zone operations: a cross-cutting study: reducing congestion and crashes through full road closure for maintenance. (1) Advance information signs to direct pedestrians, cyclists and PMD users to a safe road crossing; Study Road Way Occupancy. STEP 3.