NCDOT replaced a bridge in Anson County, SR 1600 (Rocky Mtn. Church Road) over Big Branch Creek, with a one span cored slab superstructure and a Geosynthetic Reinforced Soil-Integrated Bridge System (GRS-IBS) substructure. The goal is to replace an existing bridge faster and at a lower cost using a non-traditional foundation type.
The Local Programs Management Office (“LPMO”) within the North Carolina Department of Transportation was interested in exploring development of a certification program that would allow Local Public Agencies (LPAs) to assume some of the responsibilities for locally administered projects currently assigned to the Department. The certification program would help the Department and LPAs determine if the LPAs meet requirements to administer federal-aid projects and ensure they have the expertise and process necessary to meet these requirements. The Department would benefit from the reduced oversight of LPAs that would be certified to administer projects.
Final Report: STIC LPA Certification Final Report.pdf
The bump at the beginning or end of a bridge is a serious safety issue and a common problem on North Carolina Department of Transportation (NCDOT) bridges. Several years ago there was even a traffic fatality in eastern North Carolina attributed to a settling bridge approach slab. This STIC project involved deep compaction grouting to stabilize settling bridge approach embankments and slabs and restore the grade of the approach slabs for the dual bridges on Cary Parkway over the Norfolk Southern Railroad in Cary, NC. The bridges were constructed in 2001 and the failing bridge approach slabs continued to settle creating maintenance issues and citizen complaints.
Final Report: STIC Compaction Grouting Final Report.pdf
The NCDOT Ferry Division fleet is paramount to ensuring connectivity for the coastal areas where the routes serve as an extension of the highway system. The fleet includes twenty-one (21) ferries traversing seven (7) routes along the coast. In addition, the Ferry Division’s marine maintenance fleet maintains the routes and landing areas to ensure safe operating condition. The ferries are procured in part under NCDOT’s Strategic Transportation Investment (STI) Program. A part of the Ferry Division’s operational charge is to maintain these assets to an exceptional high level of service while doing so in the most responsible and fiscally responsible manner. In order to best make these determinations, we are constantly trying to refine and improve our asset management practices in order to make the best and most fiscally responsible decisions possible.
The Ferry Division’s asset management plan continues to evolve and improve as we move forward in using asset management practices to make the best decisions in regards vessel maintenance, repair, and replacement. As the age of our ferry assets increases, the Ferry Division Shipyard no longer has the manpower necessary to keep up with the repair and maintenance needs on our assets across the fleet. Consequently, we are beginning to contract to private shipyards some of the work to improve the condition of our assets that has traditionally been performed in house.
In order to move forward with applying asset management to our fleet and maximizing the benefit of this step, the Ferry Division proposes a project to develop updated maintenance standards and specifications for all classes and types of floating equipment within the NCDOT Ferry System. The standards and specifications will include protocols for preventive maintenance, as applies to USCG mandated credited dry docks, as well as repair work. By having these innovative standards and specifications, we will be able to accurately and directly compare the cost and time of contracted work against our own in house costs. The development and implementation of the standards and specifications will allow us to make accurate business and economic analyses in regards to contracting procedures and workload management. This in turn improves our asset management practices and allows us to put in place a process improvement that will improve the level of service for the fleet and help us get the best benefit out of our limited funding.
The NC Strategic Highway Safety Plan includes bicycle and pedestrian travel as an emphasis area and NC is considered a FHWA pedestrian and bicycle focus state. Therefore, the NCDOT is developing and implementing course modules for a new training, tentatively titled: A Collaborative Approach to Advance Complete Streets, in response to the EDC STEP, Safe Transportation for Every Pedestrian initiative. This course will be delivered in six 1-day training events and target key strategies for complete streets initiatives with regards to pedestrian safety. The request will focus on the training and understanding of complete streets as well as the pedestrian and bicyclist countermeasures as they relate to Complete Streets, visibility and awareness of the user, traffic law enforcement, and encouraging statewide participation in safety campaigns and planning proposals while evaluating and improving the project outcomes.
Automated Traffic Signal Performance Measures (ATSPM) using High Resolution Data provides for the continuous collection and monitoring of signal timing performance and improvements in the process of signal timing based on actual performance data. Since signal system timing is a manual process in NC, use of high resolution data to automate traffic signal performance measures could potentially increase the efficiency and effectiveness of signal timing. Investigation of ATSPM is part of a larger project to explore continuous traffic data options to support a data-driven approach to selection of corridors for retiming that maximizes the return on investment of the dedicated signal system optimization funding. STIC funds will be used to develop an implementation plan and produce a final report including recommendations for performance measures and system process changes.
The North Carolina Department of Transportation (NCDOT) is requesting STIC Incentive funding to study, demonstrate, and promote a tow and recovery project related to the Business 40 Improvement Project. This innovation is intended to improve incident response and clearance times on the roadway network that is impacted by this major construction project. Performance measures and incentives are expected to help clear the roadway of incidents faster than the current practice of using the local rotational tow contracts. Analysis results of the towing contract performance will be used in the demonstration and promotion of this innovative traffic management tool. STIC funds will be used to collect and analyze data and produce a final report including recommendations for future similar programs.
NCDOT will let a special tow contract for the Business 40 Improvements Project, expected to begin November 2018. Current analysis of tow arrival times (preconstruction) shows approximately 35-40 minutes on average. The tow contract will include a benchmark arrival time based on the severity of the crash/incident. NCDOT needs an evaluation method to determine how effective this special tow contract is in order to consider similar contracts on future large construction projects.
The Transportation Planning Division and Bicycle and Pedestrian Transportation Division are introducing new, innovative practices to NCDOT’s long range transportation planning process to support a linkage between project identification in the long range transportation process to project prioritization specifically focused on multi-modal projects that support better integration of bicycle and pedestrian facilities with highway improvements multi-modal projects that support better integration of bicycle and pedestrian facilities with highway improvements through a peer-to-peer exchange.
This project will benefit NCDOT, MPOs, RPOs and local government partners across the state by identifying innovative methods in long range planning that can be replicated to improve the way bicycle and pedestrian mode considerations are integrated into long range transportation plans and provide strategies for identifying projects that address the needs of all roadway users in long range transportation plans, corridor plans and mode-specific plans. The divisions are seeking planning innovations that support the delivery of a suite of transportation projects that enhance overall mobility.
The North Carolina Department of Transportation (NCDOT) proposes to evaluate, demonstrate, and promote advanced technology for collaboration among the Statewide Transportation Operations Center (STOC), Traffic Management Centers (TMCs), Incident Management Assistance Patrol (IMAP) Responders, and other partner agencies. These innovations are intended to improve situational awareness as well as incident response and clearance times. By performing a best-use study, the NCDOT can better understand the capabilities of these technologies and how they can improve the NCDOT’s capabilities. Results of the evaluation will be used in the demonstration and promotion of these innovative collaboration technologies. STIC funds will be used to assess, pilot, and investigate the capabilities, requirement, and limitations of the collaboration technologies. Ultimately, a recommendation will be made on how the NCDOT should implement and use the technologies.
In 2016, 72% of nationwide pedestrian fatalities occurred away from intersections (e.g. mid-block locations) and 26% at intersections. Several cost-effective countermeasures can be systematically applied to reduce crashes and save lives by using temporary materials. Temporary materials are valuable in broadening exposure to specific solutions and developing state data of their effectiveness in improving pedestrian safety.
This program would launch the creation of a tactical materials library and deployment selection tool for temporary bicycle and pedestrian countermeasures related to FHWA's Safe Transportation for Every Pedestrian (STEP) program.
The deployment selection tool will aid communities in identifying the appropriate countermeasure that addresses the specific location and safety concern. The selection tool will form the foundation for a deployment request of library materials, which will include a site-specific analysis to measure safety impact and evaluate the need and benefit of permanent improvements.
The NCDOT Hydraulics Unit proposes to review, update and transform business-critical information into "living documents" compatible with the latest information technologies and innovative practices. Major goals inlcude, but are not limited:
-Holding peer exchanges with other state DOT's to identify innovative practices, such as two-dimensional hydralic modeling, resilient design techniques, flood inundation visualization, etc for implementation to improve both hydraulic design quality and efficient project delivery
-Developing context-sensitive guidance to facilitate the end user's efficiency in applying risk-informed, performance-based approaches to hydraulic design
-Updating the format of how guidcance is provided to reflect the state-of-the-practice, leveraging new web-based and digital technologies where they can be more effective than conventional printed media.
UAS can benefit nearly all aspects of highway transportation, from inspection to construction and operations, by collecting high-quality data automatically or remotely. These relatively low-cost devices allow agencies to expedite the data collection needed for better-informed decisions while reducing the adverse impacts of temporary work zones on work crews and the traveling public.
Crowdsourcing turns transportation system users into real-time sensors on system performance, providing low-cost, high-quality data on traffic operations, roadway conditions, travel patterns, and more. When combined with traditional data, crowdsourcing helps agencies implement proactive strategies that improve incident detection, traffic signal retiming, road weather management, traveler information, and other operational programs. Agencies can make roadways safer and more reliable, improve operational efficiency, and support cost-effective monitoring through crowdsourcing for operations.
Pedestrians accounted for 16 percent of all roadway fatalities, and crashes are predominantly at midblock and intersection crossing locations. As pedestrian safety continues to be a concern for transportation agencies across the country, cost-effective countermeasures are available to assist practitioners in providing safer crossings for all pedestrians.
Advances in hydraulic modeling tools are providing a more comprehensive understanding of complex flow patterns at river crossings versus traditional modeling techniques. These 2D hydraulic modeling and 3D computer visualization technologies also facilitate more effective communication and collaboration, improving agencies’ ability to design safer and more cost-effective and resilient structures on waterways.
When public agencies invest in transportation assets that improve access and increase opportunity in the community, adjacent property owners benefit through greater land value and other economic impacts. Many techniques are available to the public sector to share in a portion of this increased land value to build, maintain, or reinvest in the transportation system.
Robust public engagement during transportation planning and project development can accelerate project delivery by identifying issues and concerns early in the process. Virtual public involvement techniques, such as telephone town halls and online meetings, offer convenient, efficient, and low-cost methods for informing the public, encouraging their participation, and receiving their input
Conventional subsurface exploration methods provide limited data for project design, which can result in constructability issues and increased cost. Advanced geotechnical exploration methods offer solutions for generating more accurate geotechnical characterizations that improve design and construction, leading to shorter project delivery times and reducing the risks associated with limited data on subsurface site conditions.
Many States continue to see an increase in the number of highways and bridges needing attention, and those that are posted for reduced loads adversely affect travel, freight movement, and emergency response times. Project bundling helps address this national issue. By awarding a single contract for several similar preservation, rehabilitation, or replacement projects, agencies can streamline design and construction, reduce costs, and effectively decrease transportation project backlogs.
The Harkers Island Bridge Replacement Project will replace two bridges located in a highly corrosive coastal environment in Division 2 (Carteret County) with a single 3,200' bridge and will utilize Fiber Reinforced Polymer (FRP) materials in lieu of traditional carbon steel reinforcement. The proposed structure will serve as the only vehicular access to Harkers Island and will accelerate the adoption of innovative FRP materials by NCDOT, promote state of the art technologies and new business practices that will provide longer-lasting structures with improved reliability and service life in North Carolina's corrosive coastal environments.
The project will improve pedestrian safety by standardizing the use of the Leading Pedestrian Interval (LPI). LPI is an effective countermeasure at signalized intersections in urban and suburban areas in the state. LPI allows a pedestrian to establish their presence within the crosswalk at a signalized intersection before vehicles are provided with a green signal indication.
The project will utilize STIC incentive funding to focus on implementation of the leading pedestrian interval in municipalities by providing analysis, training documentation, guidance for implementation, evaluation of success, cost sharing and developing standardization documentation.
One of the biggest challenges that highway, bridge construction and maintenance contractors face –centers around finding and keeping dependable crew members. To address the shortage of skilled employees NCDOT must work with partners such as CAGC, primes and the public work force system.
This project will help to develop strategic solutions to support highway construction and talent acquisition. Funding will be utilized to conduct internal and external assessment assessments; build capacity; develop guidance, standards, and specifications; and implement system process changes. The project's primary goal will be the development of a tool to provide employers with the ability to perform skills-based searches, create skills-based postings and have it send to all qualified candidates.
NCDOT's Traffic Systems Management & Operations Unit is requests STIC funds to implement a crowdsourcing innovation that will improve traveler information. NCDOT has utilized crowdsourcing to improve traffic operations. Informing the public of road closures through apps such as Waze, Google, and Apple Maps have become important aspect of traveler information strategy. This Project will tie in with the Waycare Technology STIC project. Waycare will utilize data to predict congestion this will help better position State Highway Patrol responders.
|The Advanced Safety Service Patrol Technology Assessment project will utilize STIC funding to deploy NCDOT incident Management Assistance Patrol vehicles. Incident Management Assistance Patrol includes assisting motorists, coordinating first responders, and proving real-time traffic information. The project will allow NCDOT to pilot two Safety Service Patrol Technologies in FY 2021. This project will be introducing technologies to IMAP trainers, supervisors, and operators. The project will also review interoperability with other technology, current and trialed, and identify any duplicated capabilities or unmet needs. Finally, the feasibility of implementing recommended technologies will be evaluated, including cost, effort and scheduling. |
|The project will develop knowledge transfer tools to improve organizational knowledge. Areas of focus include (Resident Engineers [field personnel] or Hydraulics staff [office personnel]) to complete the permanent and temporary transfer guides for the employee. Tools created by the project will include a job transfer guide. This guide will assist personnel when they enter a new role. Potential information could include Who to go to for common question, committee participation, current projects committees, and reporting. Similar guides have been created and utilized by the Michigan DOT and Indiana DOT. |