technical proposal chapter c: project development...

IH 635 Managed Lanes Project Project Development Plan

IH 635 Managed Lanes Project Project Development Plan i

IH 635 Managed Lanes Project

Technical Proposal Chapter C:

Project Development Plan


IH 635 Managed Lanes Project Project Development Plan ii

Table of Contents C.1 General Project Management ........................................................................................................................ 1

C.1.1 Management Structure and Personnel...............................................................................................1 C.1.1.a Project Management Organization .........................................................................................1 C.1.1.b Key Personnel ......................................................................................................................11 C.1.1.c Required Qualifications and Experience of Task Managers .................................................16 C.1.1.d Workload and Backlog / Ability to Provide Personnel, Equipment and Facilities ..................18

C.1.2 Organizational Systems ...................................................................................................................20 C.1.2.a Team Member Collaboration ................................................................................................20 C.1.2.b Decision-Making Process.....................................................................................................22 C.1.2.c Communication and Documentation ....................................................................................23 C.1.2.d Quality Process ....................................................................................................................24 C.1.2.e Interface with TxDOT, its Consultants and Relevant Federal, State and Local Agencies........24

C.1.3 Public Information and Communications..........................................................................................25 C.1.3.a Qualifications and Experience of Proposed Key Staff Members ..........................................26 C.1.3.b Public Information and Communications Plan ......................................................................26

C.1.4 Environmental Management ............................................................................................................32 C.1.4.a Qualifications & Experience of Environmental Compliance Manager and Team..................32 C.1.4.b Development of Comprehensive Environmental Protection Program...................................34 C.1.4.c Applicable Laws, Rules and Regulations .............................................................................35 C.1.4.d Environmental Commitments, Permits, Mitigation, Reevaluations and Documentation........37 C.1.4.e Environmental Permit, Issues and Commitments (EPIC) Sheets .........................................39 C.1.4.f Potential Environmental Risks..............................................................................................40

C.1.5 Schedule, Cost Control and Risk Management ...............................................................................42 C.1.5.a Proposed Project Schedule Methodology ............................................................................42 C.1.5.b Document, Cost Control and Schedule Management System..............................................45 C.1.5.c Risk Identification, Assessment, Management, Mitigation and Allocation ............................45

C.1.6 Safety...............................................................................................................................................47 C.1.6.a Preliminary Safety Plan ........................................................................................................47 C.1.6.b Coordination with Fire, Security and Life Safety Committee.................................................48

C.1.7 Mentoring and Job Training .............................................................................................................48 C.1.7.a DBE Utilization and Training Policy ......................................................................................48 C.1.7.b DBE and Small Business Mentorship...................................................................................50 C.1.7.c Evaluating Effectiveness of the Small Business Program ....................................................51 C.1.7.d Job Training Program...........................................................................................................51

C.2 Design-Build Management and Technical Solutions.................................................................................... 52 C.2.1 Design-Build Management...............................................................................................................52

C.2.1.a Design Approach..................................................................................................................52 C.2.1.b Design Coordination and Delivery ........................................................................................54 C.2.1.c Construction Management Approach ...................................................................................55 C.2.1.d Staged Construction Management Approach.......................................................................55

C.2.2 Design-Build Quality Management...................................................................................................56 C.2.2.a Design Quality Management ................................................................................................58 C.2.2.b Construction Quality Management .......................................................................................61

C.2.3 Design-Build Technical Solutions.....................................................................................................64


IH 635 Managed Lanes Project Project Development Plan iii

C.2.3.1 Roadway ..............................................................................................................................66 C.2.3.2 Construction Sequencing and Traffic Management..............................................................73 C.2.3.3 Drainage and Utilities ...........................................................................................................79 C.2.3.4 Subsurface Elements ...........................................................................................................83 C.2.3.5 Bridges and Surface Structures............................................................................................96 C.2.3.6 Tolling and ITS Systems ......................................................................................................98 C.2.3.7 Signing, Delineation, Pavement Markings, Signalization and Lighting ...............................109 C.2.3.8 Buildings and Enclosed Facilities .......................................................................................110 C.2.3.9 Aesthetic Design ................................................................................................................112

C.3 Operations and Maintenance Management and Technical Solutions ........................................................ 113 C.3.1 Operations and Maintenance Management ...................................................................................113

C.3.1.a Preliminary Operations Management Plan .........................................................................114 C.3.1.b Maintenance Management Plan.........................................................................................119 C.3.1.c O&M Prior to, During Transition to and Following Each Service Commencement .............122

C.3.2 Operations and Maintenance Quality Management .......................................................................124 C.3.2.a Operations Quality Management........................................................................................124 C.3.2.b Maintenance Quality Management.....................................................................................126

C.3.3 Operations and Maintenance Technical Solutions .........................................................................129 C.3.3.1 Roadway Operations..........................................................................................................129 C.3.3.2 Managed Lanes Tolling Operations....................................................................................133 C.3.3.3 Routine Maintenance .........................................................................................................144 C.3.3.4 Renewal Work ....................................................................................................................148

Figures Figure C.1-1: IH 635 Managed Lanes Project Stakeholders’ Structure....................................................................... 3 Figure C.1-2: IH 635 Managed Lanes Project Structure ............................................................................................. 3 Figure C.1-3: LBJ Development Partners Organization Chart – Project Management Structure................................ 4 Figure C.1-4: Developer’s Sub-Organization Chart – Quality ..................................................................................... 4 Figure C.1-5: Developer's Sub-Organization Chart – Design and Construction.......................................................... 5 Figure C.1-6: Developer’s Sub-Organization Chart – Operations and Maintenance................................................... 5 Figure C.1-7: Developer’s Sub-Organization Chart – Finance.................................................................................... 6 Figure C.1-8: Developer’s Sub-Organization Chart – Information Systems ................................................................ 6 Figure C.1-9: Developer’s Sub-Organization Chart – Legal........................................................................................ 6 Figure C.1-10: Developer’s Sub-Organization Chart – Human Resources and Administration .................................. 7 Figure C.1-11: Developer’s Sub-Organization Chart – Public Information .................................................................. 7 Figure C.1-12: D&B Team’s Design Phase Organization Chart.................................................................................. 9 Figure C.1-13: D&B Team’s Construction Phase Organization Chart....................................................................... 10 Figure C.1-14: Sample Project Logo......................................................................................................................... 32 Figure C.1-15: Risk Map........................................................................................................................................... 46 Figure C.2-1: Design Team Organization ................................................................................................................. 53 Figure C.2-2: D&C Quality Organization ................................................................................................................... 57 Figure C.2-3: Technical Assistance Group Organization .......................................................................................... 57 Figure C.2-4: Design Quality Flowchart .................................................................................................................... 59 Figure C.2-5: Model Overview with Boundary and Source Locations ....................................................................... 87 Figure C.2-6: Cross Section Showing Routing of Dry Standpipe .............................................................................. 92


IH 635 Managed Lanes Project Project Development Plan iv

Figure C.2-7: Toll Collection System Architecture .................................................................................................. 100 Figure C.2-8: In-Lane Tolling Components ............................................................................................................. 102 Figure C.2-9: ITTMS Overview ............................................................................................................................... 103 Figure C.2-10: TMS Architecture Overview ............................................................................................................ 108 Figure C.2-11: Conceptual Building Renderings..................................................................................................... 111 Figure C.3-1: Integrated Management System ....................................................................................................... 114 Figure C.3-2: O&M Quality Management Organization........................................................................................... 126 Figure C.3-3: Sample Key Performance Indicators Matrix ...................................................................................... 127 Figure C.3-4: Liaison with Stakeholders ................................................................................................................. 133 Figure C.3-5: Relationship between Project Segment Plan and Tolling Segment Plan Opening Dates.................. 135 Figure C.3-6: Typical Managed Lane Access Ramp with Tolling Point................................................................... 136 Figure C.3-7: Toll Gantry Locations ........................................................................................................................ 140 Figure C.3-8: Inspection and Action Flowchart ....................................................................................................... 147 Figure C.3-9: Maintenance Management Process Flowchart ................................................................................. 149

Tables Table C.1-1: Key Personnel...................................................................................................................................... 12 Table C.1-2: Developer and D&B Team Contact Points ........................................................................................... 20 Table C.1-3: Public Information and Communications Plan in Brief.......................................................................... 27 Table C.1-4: Environmental Compliance Team ........................................................................................................ 33 Table C.1-5: Key Project Milestones......................................................................................................................... 44 Table C.1-6: Potential DBE Subcontractors Contacted by LBJ Development Partners ............................................ 48 Table C.2-1: Proposed Pavement Structure ............................................................................................................. 67 Table C.2-2: Cross Street Functional Classifications ................................................................................................ 68 Table C.2 3: Cross Street Impacts/Improvements .................................................................................................... 71 Table C.2-4: Proposed Design Speed Deviations on Direct Connectors .................................................................. 96 Table C.2-5: Project Segments Proposed in Preliminary Project Segment Plan .................................................... 106 Table C.3-1: Developer’s Liaison Representatives ................................................................................................. 123 Table C.3-2: Relationship between Project Segment Plan and Tolling Segment Plan............................................ 134 Table C.3-3: Proposed Toll Collection Points ......................................................................................................... 139 Table C.3-4: Base Toll Rate Cap Adjustment Rules ............................................................................................... 141 Table C.3-5: Demand Factors................................................................................................................................. 141 Table C.3-6: Other Road Assets' Renewal Times................................................................................................... 150 Exhibits (included in this volume) Exhibit A: Risk Management Matrix Exhibit B: Tolling Scheme and ITS Diagrams Exhibit C: Environmental Risks, Regulations and Permits


IH 635 Managed Lanes Project Project Development Plan 1

C.1 General Project Management

C.1.1 Management Structure and Personnel

LBJ Development Partners’ mission is to maximize the value that TxDOT and the people of Texas will obtain from the IH 635 Managed Lanes Project. The Proposer is committed to collaborating with TxDOT through a public-private partnership to:

reduce congestion and improve regional mobility through fast-track delivery of creative technical solutions;

maximize funding through cost-effective financing and efficient use of state funds and toll revenue;

maintain mobility throughout construction and renewal work though precise construction phasing, thorough traffic control planning and safe work practices;

cooperate and communicate with Customer Groups and other stakeholders to minimize inconvenience and other impacts;

build capabilities for the future by meeting interoperability requirements and maximizing small business and Disadvantaged Business Enterprise (DBE) participation; and

return a viable, valuable asset to TxDOT at the end of the Comprehensive Development Agreement (CDA) term through well-planned, high-quality Operations and Maintenance services and environmental accountability.

TxDOT and the Developer will use a public-private partnership (PPP) contracting structure for the project, involving the following:

(a) an executed CDA by and between TxDOT and the Developer (a special purpose entity defined in Section C.1.1.a), with the Developer responsible for the design, construction, finance, operation and maintenance of the project;

(b) the Developer subcontracting its design and construction obligations for the Project under the executed CDA (collectively, "Design and Construction Work") to the D&B Team (a joint venture, as defined in Section C.1.1.a) under a Design & Build Agreement (also defined in Section C.1.1.a);

(c) funding arrangements comprising both debt financing and equity. Section C.1.1.a provides more details on the structure of the Developer’s organization, the D&B Team and identified subcontractors and advisors.

C.1.1.a Project Management Organization The Proposer

The Proposer consists of Cintra Concesiones de Infraestructuras de Transporte, S.A. and Meridiam Infrastructure Finance S.A.R.L. as Equity Participants of the Proposer, an entity yet to be formed under the reserved name of LBJ Development Partners.

LBJ Development Partners’ mission is to maximize the value that TxDOT and the people of Texas, and the Metroplex in particular, will obtain from the IH 635 Managed Lanes Project through expedited delivery, cost-effective financing, improved mobility with minimal impacts, interoperability, strong DBE participation and return of a valuable asset to TxDOT at the end of the CDA term.



The Developer

The Developer, LBJ Development Partners, will be the ultimate entity responsible to TxDOT to fulfill the Project requirements under the terms of the CDA. The companies making up LBJ Development Partners offer both the historical experience and present capability to undertake the development of the Project, as defined by TXDOT. As a global leader in developing transportation infrastructure, Cintra Concesiones de Infraestructuras de Transporte, S.A. (Cintra) offers TxDOT qualified personnel who are highly specialized in infrastructure development and management. With nearly 40 years of experience in toll road development, 23 concessions in seven countries and over 1,500 miles of toll roads under its management, Cintra has an unparalleled base of resources on which to draw. Consistently teaming with its affiliate company, Ferrovial Agroman, and Ferrovial’s Texas-based subsidiary, W.W. Webber, has allowed Cintra to develop an approach to project management that has been tested, improved and refined over several decades and on more than 20 concessions. Meridiam Infrastructure Finance (Meridiam) is wholly owned subsidiary of Meridiam Infrastructure (SCA) SICAR, a €600 million (approximately US $800 million) a private equity investment, development and asset management fund with a 25-year maturity, designed for investment purely within PPP infrastructure assets. Meridiam has access to approximately $1B of direct equity. Meridiam is a partner in two concession toll roads under construction and is in the process of closing on an active toll road. The Developer will contract, through a Design & Build Agreement, with the D&B Team to carry out all design and construction work for the project. The Design & Build Agreement will be a turnkey design and build contract under which the Developer’s risks, obligations and liabilities under the executed CDA during the design and construction phase will flow through to, and are to be borne and performed by the D&B Team. However, the Developer will remain responsible for risks, obligations and liabilities under the executed CDA. The D&B Agreement may pass along risks, obligations and liabilities to the extent agreed between the Developer and the D&B Team, but nothing in the D&B Agreement will release the Developer from its responsibilities to TxDOT under the executed CDA. The Developer will also reach an agreement with a systems integrator to design and implement the toll collection and IT systems for the project. The Integrated Toll and Traffic Management System (ITTMS) Integrator will perform under a fixed lump sum price contract transferring the technical requirements established by the CDA. The Developer will keep full responsibility for public information and communications tasks. In addition, the Developer will retain full responsibility for Operations and Maintenance (O&M) and will not subcontract it as a whole to any third party. This structure offers maximum value for money, as the Developer is able to estimate and manage its own risk directly without the undue burden of negotiating an often-rigid standalone O&M contract with a separate entity. As further evidence of our commitment to the State of Texas, its citizens and the Project, LBJ Development Partners is currently in discussions with the Dallas Police & Fire Pension System (DPFPS) in respect to their potential participation in the consortium. We believe that inclusion of the DPFPS in the consortium would enhance the overall connection and commitment to the region for many years to come. Created by the City of Dallas in 1916, The Dallas Police and Fire Pension System provides benefits to retired City of Dallas police officers and firefighters and their spouses and dependents, covering some 4,500 active members. The System’s funding comes from three sources: member contributions, city contributions and investment returns, and its assets are maintained for the exclusive benefit of members and their qualified beneficiaries. Figure C.1-1 illustrates LBJ Development Partners’ planned structure and the main stakeholders involved in this endeavor. Figure C.1-2 outlines the reporting relationships and principal responsibilities of the Developer, the D&B Team and the ITTMS Integrator.



Figure C.1-1: IH 635 Managed Lanes Project Stakeholders’ Structure

OWNER

TxDOT

EQUITY MEMBERS

CintraMeridiam

DEVELOPER

LBJ Development Partners

DEBT PROVIDERS

Financial Institutions

DESIGN & BUILD TEAM

Ferrovial AgromanW.W. Webber

OPERATIONS & MAINTENANCE

To be managed by Developer

Design and BuildAgreement

InternalAgreement

Shareholders’Agreement

Credit andSecurity

Agreements

CDA

Developer D&B Team ExternalLegend:

Figure C.1-2: IH 635 Managed Lanes Project Structure

Developer

Design & Build Team

TxDOT

Independent Engineer


OperateFinance

Maintain

BuildDesign

BuildDesign

ITTMS Systems Integrator

Systems

Developer’s Sub-Organizations

The Developer will establish an organization that will ensure a fast, safe and reliable transportation route serving millions of commuters and various industries and geographical markets. To achieve these goals, the organization’s management will be divided into the following eight areas of responsibility, as shown in Figure C.1-3.

1. Quality 2. Design and Construction (D&C) 3. Operations and Maintenance (O&M) 4. Finance

5. Information Systems 6. Legal 7. Human Resources and Administration 8. Public Information and Communications



Figure C.1-3: LBJ Development Partners Organization Chart – Project Management Structure

CEO

Public Information & CommunicationsFinance

InformationSystems

Design & Construction

Operations & Maintenance

TxDOT


Human Resources / AdministrationLegal

DESIGN & BUILD TEAM

QA/QC

Board of Directors(Cintra and Meridiam)

CDA

D&B Agreement

TxDOT / IE

D&B Team

Developer

Developer D&B Team ExternalLegend: The leader of each of these areas of responsibility will report directly to the Developer’s CEO, as shown in Figure C.1-3. These employees will be “response-ready” and immediately contactable by TxDOT. These managers will be responsible for maintaining continuous 24/7 year-round operations of the highest quality, consistent with the best toll road management practices and the Terms and Conditions of the CDA. In addition, they will direct, coordinate, evaluate and amend, when necessary, the responsibilities of the Developer’s sub-organizations. Quality

Active throughout the duration of the Project, this sub-organization will develop and enforce procedures, carry out audits and impose corrective action to ensure that all work adheres to Developer quality standards, legal standards and the CDA. This sub-organization also includes dedicated Safety personnel who will conduct safety training and audits and enforce safety-related corrective action. As shown in Figure C.1-4, the Quality Director will lead the Quality sub-organization, which is comprised of personnel dedicated to design quality, construction quality and operations and maintenance quality.

Figure C.1-4: Developer’s Sub-Organization Chart – Quality

Quality Director

Document Control Personnel*

O&M Quality Manager

D&C Quality Manager**

Independent Auditors


*Two Document Control Personnel – one for construction only

** The D&C Quality Manager reports directly to the Construction Manager, with dotted-line reporting to the Quality Director

DBJV Agreement QA/QC Personnel



Design & Construction (D&C)

Active only during the initial construction period, this sub-organization, shown in Figure C.1-5, ensures that the D&B Team builds all segments according to the construction program and in compliance with CDA and quality requirements. This sub-organization also reviews and authorizes progress payments corresponding to the Work performed by the D&B Team. Ultimately, this group, with support from an external Technical Assistance Group, will ensure that the D&B Team performance complies with Developer and CDA requirements, and that the Developer’s design and construction-related risks, obligations and liabilities are in line with CDA requirements. The Technical Assistance Group’s purpose is to provide independent quality oversight throughout all phases of the Project.

Figure C.1-5: Developer's Sub-Organization Chart – Design and Construction

Developer ExternalLegend:

(*) Active only during the initial construction period

(**)Technical Manager and Technical Assistance Group will also be active during O&M (Extraordinary Maintenance)

D&C Director*

Technical Manager**

Technical Assistance** (subcontracted)Site Assistants*

Site Supervisor*

Operations and Maintenance (O&M)

This sub-organization, shown in Figure C.1-6, will be responsible for operating and maintaining the Project in a manner that ensures safe, well-maintained roadway facilities, smooth traffic operations and prompt response to accidents as well as compliance with the CDA Performance Requirements. The O&M sub-organization will define and coordinate the necessary work to accomplish these tasks, between in-house personnel and subcontractors.

Figure C.1-6: Developer’s Sub-Organization Chart – Operations and Maintenance

TMC Operators


Roadway Operations Director Law Enforcement

Technical Assistance Group

Specialized Services (subcontracted)Maintenance Crews

Maintenance ManagerTraffic Analyst

Technical ManagerTraffic Safety Officer

Field Patrols

Finance

Active throughout the duration of the Project, this sub-organization will be responsible for overall financial management and control of the Project, including controlling the finances of the concession, managing budgets and forecasts and ensuring that working capital and operating cash flow are optimized.



Figure C.1-7: Developer’s Sub-Organization Chart – Finance

Chief Financial Officer

Controller Accountants Treasurer

Developer ExternalLegend: Information Systems

Because managed lanes rely on sophisticated technological equipment, a strong Information Systems group is essential. This sub-organization will ensure that all systems are operational at all times, providing for the ongoing O&M of the toll, ITS and communication systems and hardware, as shown in Figure C.1-8. The O&M sub-organization will provide field support to the Field Manager and Technicians as needed. The Traffic Safety Officer, Maintenance Manager and Field Systems Manager are expected to interact frequently to ensure the day-to-day operation and maintenance of the project.

Figure C.1-8: Developer’s Sub-Organization Chart – Information Systems

DeveloperLegend:

Chief Information Officer

Back OfficeSystems Manager

Tolling OperationsManager

Network / Communications

Administrator

Database / Business Intelligence

Administrator

Hardware / O.S. / Office IT Helpdesk

VEP GroupLeader

Image ReviewClerks

Field Systems Manager

Field Systems Technicians

Reconciliation & Audit

Legal This sub-organization will advise Developer management on legal issues related to the Project. As shown in Figure C.1-9, the Developer’s Legal Counsel will be supported by subcontracted legal advisors and other legal support as needed.

Figure C.1-9: Developer’s Sub-Organization Chart – Legal

Legal Counsel

Specialized Legal Advisors / Legal Staff

Developer ExternalLegend: Human Resources and Administration This sub-organization, shown in Figure C.1-10, encompasses all regular support functions typical of any business, including benefits administration, recruiting, training and safety administration. This department will also oversee building administration and will provide administrative and clerical staff to support the Developer’s other sub-organizations.



Figure C.1-10: Developer’s Sub-Organization Chart – Human Resources and Administration

HR Director

Administration Supervisor

Payroll/Hiring(subcontracted)

Developer ExternalLegend: Public Information and Communications Develops and implements the Public Information and Communications Plan, coordinates public meetings, liaises with all relevant stakeholders and develops communications materials such as the Project website and informational brochures. As shown in Figure C.1-11, the Public Information Manager will lead this department, supported by subconsultants.

Figure C.1-11: Developer’s Sub-Organization Chart – Public Information


Public Information Manager

Roadway Public Information Rep.

TxDOT Liaison Representative

D&B Team Liaison Representative

Interested Parties / Third Parties

Press/Media

Public InformationSubconsultants

TelevisionPrint

Elected Officials

OnlineUtility Providers

Traveling PublicAdjacent Business and Property OwnersNeighborhoods

NTTAMass Transit AuthoritiesLocal/Regional Transportation Organizations

Chambers of Commerce

D&B Team

A joint venture of Ferrovial Agroman and its Texas-based subsidiary, W.W. Webber (collectively, “the D&B Team”), will serve as the General Contractor, carrying out all design and construction work under a turnkey design and build contract (the "Design & Build Agreement" or “D&B Agreement”). Under the D&B Agreement, the Developer’s risks, obligations and liabilities under the executed CDA during the design and construction phase will flow through to, and are to be borne by the D&B Team. The Construction Manager will oversee the D&B Team and serve as the main point of contact with the Developer. The D&B Team’s design consultants (collectively, the “Design Consultant Organization” or “DCO”) will be contractually subject to similar requirements with respect to the CDA, and especially the Technical Provisions, as part of the provision of their services. The companies making up the D&B Team offer a decades-long combination of experience in designing and constructing TxDOT transportation projects and developing international transportation PPP and design-build projects. Ferrovial Agroman and W.W. Webber have been working to combine this unique spectrum of skills into a cohesive D&B Team for successful implementation of the Project. A brief overview of the companies making up the D&B Team’s experience follows. In business since 1929, Ferrovial Agromán (Ferrovial) brings to the D&B Team over 40 years of experience constructing design-build transportation projects, many in cooperation with Cintra, and has a clear understanding of the benefits and risks involved in such challenging projects.



Ferrovial’s multidisciplinary pool of experienced professionals as well as its in-house technical office will be fully available to meet the needs of TxDOT during this Project to ensure that the Project is delivered successfully and on time. In 2005, Ferrovial Agroman made a major commitment to Texas through the acquisition of W.W. Webber, LLC. W.W. Webber, LLC (Webber) is a leading Texas construction company with over 40 years of experience that includes some of TxDOT’s largest projects. Webber has constructed 35 miles of toll roads, 750 miles of new highways and has participated in the construction of more than 1,600 TxDOT projects. Webber offers the D&B Team longstanding relationships with TxDOT, local suppliers and subcontractors. Webber owns and operates a quarry, 12 high-capacity concrete plants and two hot mix asphalt plants as well as a precast concrete traffic barrier production facility already operating in the Dallas area. Webber also controls Southern Texas Crushed Concrete, which is believed to be Texas’ largest recycler of construction aggregates. The D&B Team also includes Bridgefarmer & Associates (Bridgefarmer) as a Major Participant serving as Lead Design Consultant. Bridgefarmer & Associates is a nationally recognized consulting engineering firm specializing in design, engineering and administration of major transportation facilities and civil engineering projects. Based in Dallas, with their home office already located adjacent to the project at the IH 635 and US 75 Interchange, Bridgefarmer employs many highly qualified professionals, including registered engineers in all relevant disciplines, focused solely on surface transportation and heavy infrastructure. Bridgefarmer is experienced in engineering complex TxDOT highways and bridges and has performed design work on numerous TxDOT projects since its founding in 1976. Relevant Dallas-area projects include three projects along IH 35E, a section of the US 75 North Central Expressway, and sections of SH 121. Bridgefarmer also has experience working on several design-build projects, including its role as the Design Quality Assurance Firm for the first TxDOT design-build highway project, SH 130 Segments 1-4. Bridgefarmer’s Project Manager will serve as the Design Consultant Project Manager (DCPM), leading a Design Consultant Organization composed of multiple design Subconsultants engaged in designing each segment of the project to the level of detail necessary for construction. The Lead Design Consultant will integrate the work of the DCO to ensure a coherent and consistent design throughout the process. Managing multiple consultants to shorten the design period and overlap the final stages of design with construction poses significant challenges to any developer. Thanks to Developer team members’ experience in similar projects in using same approach, LBJ Development Partners is confident in the D&B Team’s ability to produce a high-quality design in a minimal amount of time. Finally, Bridgefarmer & Associates, through its experience and local knowledge, will ensure the compliance of all design parameters with the CDA requirements. D&B Team Organization

The organizational structures that the D&B Team will implement from Effective Date to TxDOT’s Final Acceptance of all Segments are shown in Figure C.1-12 and Figure C.1-13.



Figure C.1-12: D&B Team’s Design Phase Organization Chart

TxDOT

D&C Director

IndependentEngineer

Construction Manager

Design Manager D&C Quality Manager Safety Manager

Quality Director

Design Discipline Managers:

Roadway, Structural, Drainage, Geotechnical, Utility, SurveyingDesign ConsultantProject Manager

Developer

D&B Team

Design Consultant Organization


Contract Administrator

CEO

Design Discipline Task Leaders:

Roadway, Structural, Drainage, Electrical/Illumination, Geotechnical , Environmental

Design Consultant Organization

Environmental Compliance Mgr.



Figure C.1-13: D&B Team’s Construction Phase Organization Chart


Subcontractors, Consultants and Suppliers

Project ControlsManager

Deputy Construction Manager

Segment ConstructionManagers

Segment ConstructionTeams

ProcurementManager

Scheduler

Developer

D&B Team

D&C Quality Manager Safety Manager

Quality Director

Subcontractors


Contract Administrator

TxDOT

D&C Director

IndependentEngineer CEO

Environmental Compliance Mgr.



Advisors, Subcontractors and Suppliers

Design and Construction

The D&B Team is aware of the value that first-class subcontractors can bring to the project, and for that reason, it has established contact with a large pool of subcontractors and suppliers including many qualified DBE firms (see Table C.1-6) to conduct the construction pricing exercise for this Proposal. However, the D&B Team’s approach is to wait until TxDOT awards the project to enter into exclusive agreements with subcontractors. Contacted subcontractors are fully aware of the D&B Team’s methodology in this regard as well as the strong interest from the D&B Team to obtain their services after project award. Postponing subcontractor commitment until after project award and full identification of schedule constraints will result in a more competitive procurement process. The D&B Team anticipates that the following highly specialized project disciplines will be subcontracted: electrical, signing, pavement marking, drill shafts and landscaping. Operations and Maintenance

During O&M, the Developer will outsource some minor tasks such as specialized inspections, signage renewals, landscaping and towing, as described in Section C.3.1.b. LBJ Development Partners has contacted several firms that have indicated interest in performing these functions; however, a formal request for these services has not been initiated as of the submittal date. Finance

Macquarie Capital (USA) Inc. (MCUSA) is a Major Participant, serving as the LBJ Development Partners’ principal Financial Advisor. MCUSA has acted as financial advisor to the Proposer throughout the development of this Proposal. MCUSA is an indirect, wholly owned subsidiary of the Macquarie Group Limited (“Macquarie”), and along with Macquarie Capital Group Limited, its direct and indirect subsidiaries (which include MCUSA) and the funds (or similar vehicles) that they manage, is a member of the Macquarie Capital Group. The Macquarie Capital Group is a global infrastructure finance expert, and plays numerous roles in the sector including financial advisor, debt arranger and equity arranger. The Macquarie Capital Group runs one of the world’s largest infrastructure advisory businesses, offering advisory services that include project financing, PPP structuring, and other corporate, strategic and financial advice. MCUSA has one of the largest dedicated private-sector PPP teams in the U.S., and has committed significant resources to undertaking its role as Financial Advisor for the LBJ Development Partners. Public Information and Communications

ROSS Communications (ROSS) and The Margulies Communications Group (MCG) will provide public information and communications services. ROSS develops customized solutions for its clients including internal and external communications, media relations and training, grassroots advocacy and coalition building, creative services, online communications and public opinion research. MCG, based in Dallas since 1986, specializes in media relations, crisis prevention management and media interview training.

C.1.1.b Key Personnel Table C.1-1 shows how the currently approved Key Personnel fit into the Developer’s organization. Each key person’s function and responsibilities are described in more detail following the table. This section also includes descriptions of two key positions not identified as Key Personnel by TxDOT, but which will constitute key oversight roles for the Developer’s organization: the D&C Director and Quality Director.

The D&B Team has already established contact with a large pool of potential subcontractors and suppliers to conduct the construction pricing exercise. This offers TxDOT the benefits of accurate pricing and time savings.



Table C.1-1: Key Personnel

CDA Developer’s PDP Name % of Time Project Manager Chief Executive Officer (Developer) Fernando Redondo 100% Financial Manager Chief Financial Officer (Developer) Massimo Fiorentino 100%

Public Information Manager Public Information Manager (Developer) Patrick Rhode 100%

Design Manager Design Manager (D&B Team) Fidel Saenz de Ormijana 100%

Construction Manager Construction Manager (D&B Team) Jose Carlos Esteban Blein 100%

Design and Construction Quality Manager (D&B Team)

Esteban Trigueros Castaño 100%

Quality Manager O&M Quality and Environmental Manager (Developer) Jason Sipes 100%

Environmental Compliance Manager

Environmental Compliance Manager (D&B Team) William Proctor 100%

Operations Manager Roadway Operations Director (Developer)

Javier Martinez Ordóñez 100%

Maintenance Manager Maintenance Manager (Developer) Belen Marcos 100%

N/A Design and Construction Director (Developer) – role active only during the Construction Period

TBD 100%

N/A Quality Director (Developer) – role active throughout Project TBD 100%

Refer to Appendix D.1 for resumes and references for the approved Key Personnel. Chief Executive Officer (CEO)

The CEO will lead the Project management team and will be fully responsible for the execution of all work, including design, construction and O&M work. The CEO will:

serve as the principal point of contact on behalf of Developer in all matters responding to TxDOT, the IE or Authorized Representatives;

bear ultimate responsibility for complying with the Developer’s operational and financial objectives; manage the Project environment by coordinating the design, construction, operations, commercial and

financial aspects of the Project; review and approve the Project Management Plan; ensure that quality and environmental objectives are achieved and attending Management Reviews to assess

the effectiveness of the Quality Management System; be the ultimate decision-maker, on behalf of the Developer, for decisions not requiring approval of the board of

directors, and in emergencies.



Chief Financial Officer

The CFO will: establish the finance function and ensure that the equipment, resources and skills are present to provide the

set of necessary services; manage accounts and financial functions to ensure that project financial accounting follows U.S. GAAP and

conforms to all requirements of the Sarbanes-Oxley Act; advise the CEO on any financial issues that might affect roadway operations; control the finances of the concession; manage contracts with financial, legal and tax advisors and consultants and approve payments for services provided; prepare and submit financial statements, such as income statements, balance sheet, cash flow statement and

provide input as requested on these issues; and ensure that records are properly maintained and that continuous and regular reports of financial information

available to TxDOT. Public Information Manager

The PIM will lead the Public Information sub-organization, handle all public statements and will: lead the production, implementation, audit, quality control/quality assurance and update of the Public

Information and Communications Plan (PICP); serve as a liaison with stakeholders, including the public, government authorities, relevant persons, interested

parties and the media; interact with affected Customer Groups and represent the interests of the Project at associated public

meetings and other formal and informal occasions; develop a first-hand feel for public concerns and reactions regarding the Project and the Public Information

Program, and incorporate that knowledge into improving the PICP; and serve as a liaison with the person assigned to coordinate the initial response to any Incident or Emergency as set forth

in the Project-Specific CDA (Section 22) and any Governmental Entity that may have jurisdiction in an Emergency. Construction Manager

The Construction Manager is responsible for managing D&B Team for all Project activities, and will: take overall responsibility for site administration and coordination with the Design manager and with the

Deputy Construction Manager, site operations, site surveying and control; quality control and testing; ensure that field operations are carried out with the highest regard for public and worker safety and

maintenance of traffic; affirm that work has been completed in compliance with the specified requirements upon completion of each

construction phase; ensure that all pertinent construction and design records are collected and prepared for archiving; and assess bidders’ competency to perform the work prior to award of any procurement package related to

construction/installation. Design Manager

The Design Manager is responsible for managing the Design Team, and will: ensure that specific packages for design and related specifications meet the requirements of the TxDOT CDA

and D&B Agreement; provide engineering support to the project team to provide technical input during the procurement process and

for reviewing change proposals;



review design packages from Design Consultants prior to issue for construction; and establish an effective design review process to ensure that interdisciplinary requirements have been

completed prior to issue for procurement and, subsequently, for construction. Design and Construction Quality Manager

The Design and Construction Quality Manager will: manage routine QA/QC checking and pre-submittal design reviews; oversee construction inspection, equipment inspection and materials testing during initial construction; ensure that design subconsultant and construction subcontractor work adheres to TxDOT and Developer

quality standards; coordinate internal audits of D&B Team activities; control quality records; and direct corrective action and continuous improvement initiatives.

O&M Quality and Environmental Manager

The O&M Quality and Environmental Manager will: oversee quality management for maintenance and renewal work, including construction inspection, equipment

inspection and materials testing; ensure that Subcontractor work adheres to TxDOT and Developer quality standards; measure customer satisfaction; coordinate internal audits of O&M activities; control quality records; and direct corrective action and continuous improvement initiatives related to O&M.

Environmental Compliance Manager (ECM)

The Environmental Compliance Manager will: direct the work of the Environmental Compliance Team; ensure that noise and dust controls are implemented properly for the protection of the public; review required environmental submittals for quality and accuracy; report any violations or noncompliance that represent an imminent danger to human health or the environment

to TxDOT and the Developer immediately; make appropriate recommendations for corrective action to TxDOT and the Developer, including stoppage of Work; and review and submit environmental documentation and monitoring reports to appropriate Governmental Entities

and/or TxDOT. Roadway Operations Director (ROD)

The ROD will lead the O&M sub-organization, responsible for roadway maintenance, traffic operations, emergency response and winter operations. The ROD will:

advise the CEO on the general operation of the facility; manage emergency situations on behalf of the Developer; supervise roadway renewal projects performed during regular operation of the facility to ensure that they are

carried out safely and on schedule with minimal interruption to traffic; meet with quality management staff regarding management of queries and complaints implementation of any

corrective actions arising from audits; manage roadway contracts with external providers of materials and services, ensuring that subcontractor work

is carried out in full compliance with the CDA, and approve progress payments for subcontractor work;



approve all quality and environmental documents that may impact operational issues; coordinate with the QA/QC Assistant and Technical Manager to optimize operational performance; and serve as a liaison with TxDOT’s Representatives, the IE, the Design and Build (D&B) Team and any other third

parties in relation to roadway operational issues. Maintenance Manager

The Maintenance Manager will: supervise day-to-day routine and preventive maintenance, emphasizing safety and maintenance of traffic; manage maintenance crew and field patrol members; manage maintenance budgets; ensure that all maintenance crew and patrol members are trained in safety, environmental compliance,

recognizing category defects and appropriate procedures for emergency incident situations; and develops all required maintenance plans, cooperating where appropriate with local responsible entities.

In addition, LBJ Development Partners proposes the following two key positions, not identified as Key Personnel by TxDOT, but which will constitute key roles in the Developer’s organization. Design and Construction (D&C) Director

The D&C Director will lead the Design & Construction sub-organization, managing work under the D&B Agreement and overseeing the D&B Team’s activities. This position will be discontinued upon TxDOT’s Final Acceptance of all Segments. The D&C Director will:

advise the CEO on the progress of the work carried out by the D&B Team to fulfill the construction program; supervise the D&B Team to ensure that best efforts are made to achieve all scheduled completion dates and

ensuring that all work is carried out safely and in full compliance with the CDA; serve as a liaison with TxDOT’s Representatives, the IE, D&B Team and any other third parties in relation to

any issues that fall within his or her responsibilities. approve all quality and environmental documents that may impact design and build issues; review inspection programs for the different design and build phases and assist in ongoing development of the

Developer Supervision Plan; meet with the quality management staff for the management of queries and complaints as appropriate and

manage the implementation of any corrective actions arising from audits; Quality Director (QD)

The QD will lead the Quality sub-organization, which is comprised of personnel dedicated to design quality, construction quality and operations and maintenance quality. The QD will be active throughout the duration of the Project. The QD will:

oversee quality management personnel dedicated to design, construction, operations and maintenance, as well as the Safety Manager and document control personnel;

advise the D&C Director, ROD, Environmental Compliance Manager and Safety Manager on implementing appropriate quality procedures and corrective actions within their areas of responsibility;

advise the CEO on audit results, corrective action and changes to quality procedures; review Subconsultants’ quality plans and procedures for compatibility with the Developer’s quality plans; ensure that appropriate personnel receive training on the Quality Management System and safety; update the Quality Management section of the Project Management Plan as necessary; and liaise with external/independent quality auditors to schedule audits and review results.



C.1.1.c Required Qualifications and Experience of Task Managers Below are the qualifications and experience required for task managers reporting to the Key Personnel and other key managers described in Section C.1.1.b, organized by sub-organization. Design and Construction

Deputy Construction Manager (part of D&B Team organizational structure) Reports to: Construction Manager At least ten years experience in managing large construction projects. At least five years experience in construction major roadway projects. At least five years experience in dealing with quality control coordination. At least five years experience in managing PPP projects.

Segment Construction Managers (part of D&B Team organizational structure) Reports to: Deputy Construction Manager

At least five years of experience in construction supervision for TxDOT highway projects A strong record of, and commitment to jobsite safety

Project Controls Manager (part of D&B Team organizational structure) Reports to: Deputy Construction Manager At least five years of experience in construction planning, forecasting, scheduling and cost accounting for large

construction projects Strong communication and computer skills, including knowledge of Primavera software

Utility Manager (part of D&B Team organizational structure) Reports to: Deputy Construction Manager Bachelor’s degree in a relevant field of study Solid general knowledge and experience of major aspects of design and construction projects including

highways, bridges, utilities. Four years of relevant experience in managing complex utility adjustments on highway improvement projects.

Procurement Manager (part of D&B Team organizational structure) Reports to: Deputy Construction Manager At least five years of experience in procurement for large construction projects Knowledge of Dallas-area market conditions, contractors and suppliers

Deputy Design Manager (part of D&B Team organizational structure) Reports to: Design Manager Bachelor’s Degree or higher in Civil Engineering or closely related discipline At least ten years of experience in civil engineering design At least five years of experience with TxDOT highway projects, as a Project Manager or Task Leader Previous supervisory experience

Design Consultant Project Manager (part of D&B Team organizational structure) Reports to: Design Manager Ten years’ minimum experience in transportation design. Five years’ minimum supervisory experience. Bachelor’s degree or equivalent in Civil Engineering or closely related discipline Experience on projects developed under a Quality Control Plan

Roadway Design Manager (part of D&B Team organizational structure) Reports to: Design Manager Bachelor’s Degree or higher in Civil Engineering or closely related discipline At least ten years of experience in roadway design At least five years of experience with TxDOT highway projects, as a Project Manager or Roadway Design Task Leader

Structural Design Manager (part of D&B Team organizational structure) Reports to: Design Manager Bachelor’s Degree or higher in Civil or Structural Engineering



At least 10 years of experience in design of bridges and other highway structures At least five years of experience with TxDOT highway projects, as a Project Manager or Structural Design Task Leader

Chief Surveyor (part of D&B Team organizational structure) Reports to: Design Manager Associates Degree or higher in Land Surveying At least 10 years of experience in land surveying for highway projects At least five years of experience with TxDOT highway projects, as a Surveying Task Leader

Geotechnical Engineering Manager (part of D&B Team organizational structure) Reports to: Design Manager Bachelor’s Degree or higher in Civil or Geotechnical Engineering At least 10 years of experience in geotechnical engineering and pavement design At least five years of experience with TxDOT highway projects, as a Geotechnical Engineering Task Leader

Operations and Maintenance

Technical Manager Reports to: Roadway Operations Director Bachelor’s degree or higher in Civil Engineering or closely related discipline At least five years of experience with highway projects, as a Project Manager or Task Leader At least three years of experience in direct supervision of design engineers Experience in consulting with agencies, municipalities, public interest groups and the public Experience in obtaining permits and approvals related to civil work according to Texas standards

Traffic Safety Officer Reports to: Roadway Operations Director Certified by Texas Engineering Extension Service (TEEX) in “Work Zone Traffic Control” Two years of progressive and relevant experience in traffic control

Quality

QA/QC Personnel Reports to: Quality Director At least five years of construction safety experience or a combination of documented safety training/education

and construction experience. Previous supervisory experience Experience on projects developed under a Quality Control Plan

Finance

Controller Reports to: CFO Bachelor’s Degree or higher in Finance or Accounting, MBA preferred At least five years of experience in Financial Administration Commercial experience with lending institutions. Experience working with public authorities and agencies.

Treasurer Reports to: CFO Bachelor’s Degree or higher in Finance or Accounting, MBA preferred At least five years of experience in Financial Administration Commercial experience with lending institutions. Experience working with public authorities and agencies.

Accountants Report to: CFO Texas Certified Public Accountant license At least five years of experience in project accounting Previous experience with State of Texas contracts



Information Systems

Chief Information Officer Reports to: CEO Bachelor’s Degree or higher in Information Technology or related discipline At least 10 years of experience in IT systems administration At least three years of experience in IT management of freeway traffic Recent experience in the administration of a traffic management plan for at least one major highway

construction project valued at least $10M. Toll Operations Manager Reports to: CIO

At least five years of supervisory experience for a call center or similar operation Excellent organizational and communication skills Proficiency in Microsoft Office

Field Systems Manager Reports to: CIO Associates Degree or higher in Information Technology or related discipline At least five years of experience troubleshooting and maintaining electronic toll collection devices Previous supervisory experience

Back Office Systems Manager Reports to: CIO Associates Degree or higher in Information Technology or related discipline At least five years of experience as a systems manager or network manager Previous supervisory experience

Legal

Legal Counsel Reports to: CEO Attorney-at-law licensed to practice in Texas At least 10 years of experience as an attorney Previous experience with transportation PPPs

Human Resources/Administration

Human Resources Manager Reports to: CEO Bachelor’s degree or higher in business or related discipline At least five years of experience, including five years of supervisory experience, in the field of human resources Experience administering corporate safety programs

Public Information

Public Information Manager Report to: CEO Bachelor’s degree or higher in communications or related discipline At least five years of experience in the field of public relations

Roadway Public Information Representative Reports to: Public Information Manager Three years of experience in customer service disciplines and communication systems

C.1.1.d Workload and Backlog / Ability to Provide Personnel, Equipment and Facilities LBJ Development Partners ensures that the most qualified individuals and resources available will be devoted to the Project. Proposer team members include some of the most experienced companies in the industry in all areas, from finance to design and construction, necessary for a successful outcome.



Based on existing work in Texas, Cintra, Ferrovial and W.W. Webber already have the systems and employees in place to begin immediate recruitment and hiring of additional qualified project personnel. There will be no delay in forming the larger project team. Personnel, Workload and Backlog

Cintra: Cintra currently manages approximately $20B in assets, including 23 toll highways (more than 1,700 miles) in Spain, Portugal, Ireland, Greece, Chile, Canada (407 ETR) and the U.S. (Chicago Skyway and Indiana Toll Road, and SH 130, Segments 5 and 6). Cintra has also worked closely with TxDOT in the development of the Master Development Plan for TTC-35. After 18 months of collaboration, TxDOT approved the final MDP in 2006. Cintra employs more than 2,900 people worldwide. The Developer will draw upon this base of skilled personnel to staff the project. Already identified Cintra managers will build a team combining local hires with a group of workers skilled in concession management. This approach of combining local and globally trained managers and operators has proven critical to Cintra’s long-term success. Meridiam: Meridiam prides itself on its long-term, 25-year investment maturity, a characteristic that sets the fund apart from its competitors. With approximately $1B of funds under its management dedicated to global infrastructure PPPs, Meridiam has recently closed the following transportation-related assets: the Limerick PPP Tunnel in Ireland and the Vienna Ring Road in Austria. Meridiam has also secured a position as a key shareholder in the A2 Motorway in Poland which has been in operation since 2003 and which serves as the major access linking Warsaw to Berlin. Meridiam owns a facility management company, providing the Project with a reserve of experienced service managers. Ferrovial Agromán / W.W. Webber: As of September 2008 Ferrovial Agromán has a backlog of $12.985B, which includes $1.07B for its subsidiary W.W. Webber, both of which represent less than two years of each company’s annual capacity. Relevant contracts into which both entities have entered in recent months include for Ferrovial: Indiana Toll Road Mandatory Expansion Project $250M (D&B construction underway) and SH130, Segments 5 & 6 (Start of construction early 2009). And for W.W. Webber: IH 30, Tarrant County, $144M, start of construction Dec 2007; IH 35, McLennan County, $88M, start of construction March 2008; SH 360, Tarrant County, $56M, start of construction pending utility relocation; George Bush Turnpike Section 28, Dallas, $99M, start of construction Feb. 2009; and SH 121, Segment 4, Collin County, $220 M, start of construction Dec. 2008. Ferrovial Agroman and W.W. Webber already have the core personnel in place to begin immediate implementation of the project. W.W. Webber has several teams located in the Dallas-Fort Worth area. W.W. Webber has more than 1,000 full-time employees throughout Texas. Ferrovial Agroman employs nearly 13,000 construction personnel worldwide on whom the D&B Team can draw for management and technical expertise. These construction contracts are currently providing a pool of experienced individuals (project managers, site managers, designers, superintendents, operators, QA/QC Supervisors) that will staff the Project. Bridgefarmer has offices in both Dallas and Austin with design personnel that have already worked on this project during the proposal stage, and stand ready to transition to the project full-time. In addition, the D&B Team plans to subcontract a significant amount of work to other local companies. Bridgefarmer & Associates: Bridgefarmer has a current design backlog of $17M for fiscal year 2009. All of Bridgefarmer’s design work is in Texas with the exception of a multi-level interchange in Arkansas. Bridgefarmer’s backlog is updated monthly. The company has a current capacity to perform $55M worth of design work per year from several offices and can draw upon resources from various Bridgefarmer affiliates if necessary. Macquarie Capital (USA) Inc.: MCUSA provides financial advisory, debt arrangement and equity arrangement services for infrastructure projects in the United States. MCUSA has provided advice on significant transportation financings

The Developer and D&B Team already have most of the core personnel in place to begin immediate implementation of the IH 635 Managed Lanes Project.



including the Chicago Skyway (Illinois), the Indiana Toll Road (Indiana), the South Bay Expressway (California) and the Dulles Greenway (Virginia). MCUSA is currently advising the consortium recently selected for the I-595 Corridor Improvement Project in Florida. In Canada, MCUSA's affiliate Macquarie Capital Markets Canada Ltd. is advising members of the Macquarie Capital Group in relation to their successful bid for the Port Mann Highway Project in British Columbia, and recently advised another member of the Macquarie Capital Group on its successful bid for the A-25 Completion Project in Quebec. MCUSA's infrastructure group includes bankers with varied experience in project financing, PPP structuring and providing other corporate, strategic and financial advice. Equipment and Facilities

As part of the long-standing commitment to developing Texas’ transportation infrastructure, D&B Team members already own extensive equipment fleets, consisting of more than 390 vehicles and 1,100 pieces of construction equipment. The D&B Team also has a combined total of 15 mobile concrete batch plants, two asphalt-mixing plants, a fixed portable concrete traffic barrier production facility in the Dallas area and several concrete slip-form paving trains. In addition to the appropriate deployment of this existing fleet, the D&B Team will purchase new equipment for the project. The D&B Team has longstanding relationships with major equipment suppliers and has the resources necessary to acquire additional equipment immediately. Cintra and the members of the D&B Team have existing offices in Dallas, Austin, San Antonio and Houston. Prior to setting up the project office, the D&B Team will use these facilities to conduct coordination meetings and to perform preliminary work to achieve the time frames set forth in the CDA and the Book 2 Technical Requirements.

C.1.2 Organizational Systems

C.1.2.a Team Member Collaboration To establish and maintain an effective relationship between team members and guarantee the overall quality of the design and construction of the Project, the Developer and D&B Team will interface according to the guidelines below. Interfaces and Responsibilities

LBJ Development Partners’ organizational structure assigns the roles and responsibilities of the personnel responsible for the various aspects of the project (technical, financial, commercial, legal, etc.). The table below describes such interfaces, detailing the relevant contact points in both the D&B Team and the Developer’s organizations.

Table C.1-2: Developer and D&B Team Contact Points

Aspect Developer Contact Points D&B Team Contact Points Commercial / General Matters CEO Construction Manager

Construction Manager D&C Director / Technical Manager Design Manager Technical (Design and

Construction) Site Supervisor Deputy Construction Manager

Quality and Environmental Quality Director D&C Quality Manager Financial / Insurance / Legal CFO/Legal Counsel/HR Director Contract Administrator



The aforementioned Developer personnel are the main points of responsibility in terms of liaison with the D&B Team in relation to the listed aspects. The rest of the members of the staff will assist and assume delegated responsibilities within the aspects that are under their scope. The communication lines between the Developer and the D&B Team will be kept flexible at all times, to ensure that the members of both organizations are involved as far as necessary in the development of those issues that fall in their area of responsibility. Operational Methodology

Cintra, Ferrovial and W.W. Webber offer the synergies inherent in a common corporate culture coupled with a long record of accomplishment in successfully completing design-build projects together. W.W. Webber and its 1,600 Texas employees bring the added advantages of local and statewide knowledge and experience to a team with unrivaled international toll road design-build experience. Cintra firmly believes that by working with a cohesive, related team with a history of successful shared projects, TxDOT will realize significant benefits in terms of time and quality. LBJ Development Partners has used these synergies to develop and refine its proven, highly disciplined project approach. As with the more than 20 design-build projects developed previously by Cintra/Ferrovial, a clear organizational structure that represents all disciplines throughout the life of the project provides the foundation for a successful CDA process. To that end, the Developer, through a Design and Construction Director, will lead and oversee the Detailed Design and the Construction of the facility to ensure compliance with the obligations under the CDA, giving special attention to those aspects that may impact the long-term performance of the Design Work and Construction Work and in the future O&M obligations of the Developer, resulting in lower life-cycle costs and enhancing the value of State assets. The D&C Director will manage design input to the Project provided by Ferrovial and Bridgefarmer & Associates. This position will also oversee the construction aspects of the project and will ensure that construction begins as soon as appropriate while the design work continues. This approach delivers the full advantages of the design-build approach to a project of this magnitude. Joining the D&C Director at the same organizational level is the Roadway Operations Director (ROD). Installing this team member at the outset ensures consideration of all appropriate operational issues during design and construction of the Project. An experienced Cintra CEO, Fernando Redondo, will ensure adherence to all project commitments and oversee these directors’ activities. (See Section C.1.1.a for a more detailed description of organizational structure.) Again, it bears repeating that this organizational structure, including the individuals involved, has worked through the design-build process on multiple toll road projects with great success. Backing up this organizational structure is a process designed to facilitate effective communication among group members. It includes previously mentioned programs such as:

Quality Management Plan – This detailed plan by the Developer disseminates relevant information to team members. Sections C.2.2 and C.3.2 contain the list of specific information conveyed through this process. It also includes “Briefing Statements” that serve as one of the formal means of conveying information to team members at the outset and throughout the life of the project.

Design and Construction Project Meetings – In addition to the workshops described below that develop and reinforce effective communication among team members; the Developer will also conduct daily, weekly and monthly meetings ranging from “toolbox meetings” for field workers to design and construction coordination meetings at the supervisory level.

Service Performance Review Workshops – These are meetings of senior management of the entire Developer organization (including subconsultants) to discuss any significant issues in the implementation of the project and to devise an immediate plan to rectify any identified issues.

Workshops (Relationship Management Workshops and “Insights” Program) – These are specific programs to enhance the team’s skills for effective communication throughout the life of the project.



Advanced Communication Technology – LBJ Development Partners will employ the latest technology to facilitate immediate and effective communication among team members, from those operating backhoes to senior management tracking contract requirements and financial performance. Those tools include, among others:

- Project Extranet - Two-way radios - Wireless laptops

Progress Payment and Reporting. The D&B Team and the Developer will discuss and agree monthly on the Progress Payment corresponding to the work performed during that period by the D&B Team.

The D&B Team will submit periodic reports to the Developer to allow the Developer to prepare periodic reports to TxDOT as required by the CDA. The reports will cover all relevant aspects of the design and construction of the Project and will comply with the CDA requirements for the Developer’s reporting to TxDOT, as required by the Technical Provisions. The D&B Team will also prepare other reports related to the design and construction of the Project as may be required from time to time in order to perform the Developer’s duties under the CDA. Another way in which Cintra delivers value for the project owner is through its proprietary computerized data gathering, benchmarking and knowledge bank systems, “Thors” and “Knowledge Management”. These programs leverage Cintra’s worldwide experience and bring it to bear on each project it undertakes. For instance, because Cintra does not outsource its operations and maintenance as a whole to any external party, it has the benefit of 23 current concessions upon which to draw in that regard. Furthermore, unique to Cintra is the fact that it currently operates projects across the full spectrum of maturities. Cintra has a portfolio including projects already handed back to the owner (a project in Spain was operated for 35 years and handed back in 2003) with projects ranging from nine- to 98-year maturities. Only Cintra can apply this unique understanding of the full life cycle of toll roads to the IH 635 Managed Lanes Project.

C.1.2.b Decision-Making Process LBJ Development Partners will make decisions related to day-to-day business using the hierarchy established in Section C.1.1. The Developer will seek approval for decisions from its Board of Directors only for major policy decisions that affect the overall business. These decisions include, but are not limited to:

senior staff selection and succession planning; financial strategy; appointment of major suppliers; operating plans and budgets; changes in the concession agreement; key stakeholder management and communications; and business continuity planning.

Decision-making between the Developer and D&B Team will follow the provisions laid out in the D&B Agreement. This document clearly defines the roles and responsibilities of all parties to the contract. Because the IH 635 Managed Lanes Project is a complex project involving many different aspects of design, construction and finance, having a quality and dispute resolution plan in place that is efficient and effective will help tremendously in the implementation of the project. The Quality Management portion of the Project Management Plan will serve as the guiding principle for quality assurance for the project and it will establish procedures for mitigating and resolving disputes. Key team members have already become familiar with TxDOT requirements for PPP projects, greatly reducing the learning curve from the process and greatly reducing potential dispute risk.



As previously noted, one of the strengths of the Developer’s team is the combination of local design and construction companies with worldwide leaders in this market. Moreover, most of the team members have worked together on previous projects. This experience in working together will minimize internal conflicts and eliminate most of the learning curve displayed by many joint ventures. It is also worth noting that throughout their nearly 40-year relationship and the development of more than 20 concessions together, there has never been a dispute between Cintra and Ferrovial Agroman that has impacted a project’s cost, schedule or quality.

C.1.2.c Communication and Documentation Team Integration – A Distinct Advantage for Effective Communication

Effective communication among team members is undeniably a critical success factor in implementing a CDA. Cintra and Ferrovial Agroman have worked on projects together for over 40 years and operate under the same parent company, Grupo Ferrovial. This arrangement benefits communication between the companies, including Ferrovial’s Texas subsidiary, W.W. Webber. The fact that Cintra has always completed its projects on budget and provided service commencement dates ahead of schedule in most cases demonstrates the magnitude of this benefit. The management personnel of Cintra, Ferrovial Agroman and W.W. Webber already have a strong working relationship developed and they communicate regularly. The formal communication programs described below will further enhance this strong relationship among the D&B Team members on the Project. The Developer’s team members have developed the basic organizational structure to be used for the Project over the course of several decades and multiple projects with the specific purpose of ensuring teamwork, clear lines of authority and responsibility and clear channels of communication for each critical element of operations. In practice, the Board of Directors, including the CEO, develops major policy decisions. The CEO then conveys these major policy decisions to the operational directors in weekly staff meetings. Each operational director has the responsibility, authority and resources to execute decisions relating to his or her functional area. At all times during construction, the D&C Director will be the sole person responsible for instructions and communications between the Developer and the D&B Team. This clear channel of communication ensures a fluid and controlled flow of information concerning project development. During O&M, the Roadway Operations Director will carry out these same functions with his personnel, who will all be direct employees of the Developer. The Chief Information Officer will have full responsibility for all communications with NTTA regarding the Toll Collection System. Creating and Supporting the Skills for Effective Communication within the Team

On all its projects, Cintra conducts biannual Service Performance Review workshops for the benefit of all team members. Primarily senior management representatives attend these high-level workshops, identifying areas of concern, remedial actions and any issues to discuss with the client. LBJ Development Partners is additionally committed to improving the communication skills of all team members with which it works. To this end, Cintra has developed a series of “Relationship Management Skills” workshops attended by management personnel and key stakeholder representatives. The purpose of these training workshops is to help managers develop long-term relationships with clients and sub-organizations. Cintra also has a program open to all team members called “Insights”. Insights helps to develop and reinforce the skills needed to ensure productive interaction among team members with differing personality types. As with all projects, these programs would benefit the Project personnel. Communication Tools

Formal communication is achieved through an organized schedule of monthly, weekly and daily meetings (as appropriate based on the activity) at all levels and disciplines of the organization. To expedite communications, the Developer will



schedule and document meetings using an electronic document management system compatible with TxDOT’s system. In addition to these formal meetings, the Developer will conduct field meetings such as weekly toolbox talks and safety briefings on a regular basis. The Developer will also conduct special-purpose meetings prior to critical activities such as major traffic shifts. The Developer will also implement a secure Project Extranet system accessible to authorized personnel through the project website, enabling authorized team members to access and store project data, meeting minutes, draft text and drawings.

C.1.2.d Quality Process LBJ Development Partners will ensure that quality management is provided according to TxDOT’s full expectations. The Quality sub-organization will be active during all project phases, operating independently from the design, construction, operations and maintenance sub-organizations. The Quality Director will ensure proper implementation of the quality process, proper communication with the D&B Team Quality Manager and receive support by the O&M Quality Manager during the Operating Period. The Quality Director will, through internal processes, review internal sub-organizations and, ultimately, report separately and directly to the CEO. Cintra and Ferrovial Agromán are fully committed to integrating the ISO 9000 process to encourage continuous improvement. While ISO certification is not currently required for this project, the Developer intends to implement this system. TxDOT has recognized this type of quality system through its approval of a Project Management Plan submittal for the SH 130, Segments 5 & 6 project. The Developer can easily modify the quality system developed for the SH 130 project to meet the requirements of this Project, allowing the Developer to use documentation already reviewed and approved by TxDOT to achieve good practice. . Key elements of the Developer’s quality process include:

procurement controls, inspection and testing to ensure that materials conform to specified purchase requirements;

review of contracts with subconsultants, subcontractors and suppliers to ensure that the Developer’s requirements are adequately defined and documented;

standardization and communication of design input requirements; checking and independent verification/validation of design outputs; identification, documentation, and review of design changes relative to the original specification and/or product

liability; process control for construction quality; control of inspection, testing and measurement equipment; liaison with the Environmental Compliance Team and Health & Safety personnel to ensure safety and

environmental compliance; control of documents, including manuals, quality records, design documents and material documentation; internal and independent audits to promote continuous improvement; and continuous updates to the Quality Management Plan and related procedures.

C.1.2.e Interface with TxDOT, its Consultants and Relevant Federal, State and Local Agencies

The success of the Project depends on the Developer’s ability to work with TxDOT toward common goals. The Developer’s relationship with TxDOT will thrive on consistent, proactive and clear communications on project issues and solutions. Although not required for the proposal, LBJ Development Partners has already prepared a preliminary Project Management Plan, which details the interface with TxDOT, its consultants and relevant Federal, State and local agencies.



These draft plan components have been included in Appendix D.5. The proposed approach is a further refinement of the approach Developer team members have used effectively in the past to interface with TxDOT on past and current projects such as TTC-35 and SH 130 Segments 5 & 6, respectively. The Developer will prepare and agree to a task-specific Consultation and Liaison Strategy with the TxDOT Project Manager and will use an Audience & Stakeholder Database to ensure that effective communication and consultation occur at the appropriate time, and in a systematic and consistent manner. The Liaison Strategy that the Developer intends to establish with TxDOT and the IE will include the following concepts:

TxDOT or IE Requests for Information – TxDOT or the IE may issue Requests for Information (RFI) to the Developer to obtain more information on an issue and the Developer will respond promptly.

Meetings with TxDOT and the IE: - Periodic Design and Construction progress meetings – attendees will include

TxDOT, the Developer, the D&B Team and the IE. Subcontractor representatives may also attend these meetings as necessary.

- The Developer’s representative will arrange other meetings as necessary, on topics such as traffic control and public relations matters. Attendees at these ad hoc meetings may include relevant governmental entities, road users, public transportation operators, resident associations, public representatives, landowners and other interested parties.

The secure Project Extranet site will enable authorized team members to access and store project data, progress meeting minutes, draft text and drawings. It will contain an e-mail list server to notify Project personnel of significant upcoming events and emergencies. The Extranet will also allow serve as a clearinghouse to request information from other team members. The Developer will regularly post project-related documents on the Project Extranet for review by TxDOT and other stakeholders. The Developer will carry out all communications with Federal, State and local agencies, cities and counties following the procedures described in Section C.1.3. During operations, the Roadway Operations Director and his staff will be the designated point of contact with police and fire departments for emergencies. The Developer’s ITS system allows for real-time assessments of traffic and weather conditions. The Developer will provide this data to local authorities to assist in emergencies such as ice storms, evacuations or other unforeseen contingencies. Assisting in the safety of the traveling public is a primary consideration of the Developer.

C.1.3 Public Information and Communications

LBJ Development Partners views its communication strategy as equally important as its construction strategy. This is particularly the case in the Dallas-Fort Worth area, which, by any measure, has a well-informed and engaged group of transportation leaders and public. The Developer understands that it will not only be viewed as TxDOT’s representative on this project, but that it will also represent the concession as a model for future projects in the Dallas-Fort Worth area and around the State. The Proposer is committed to planning and implementing a proactive stakeholder outreach program to manage interactions with the public successfully and positively over the life of the project.

LBJ Development Partners has exceeded requirements for this proposal by providing a Preliminary Project Management Plan detailing the interface with TxDOT, consultants and stakeholders. The proposed approach further refines the approach Developer team members have used successfully on projects such as TTC-35 and SH 130, Segments 5 and 6.



The Public Information and Communications Plan (PICP) is designed to: inform and educate the public about the Project, its scope and schedule of activities; facilitate Developer comprehension of stakeholder needs; secure the support of critical stakeholders in the Project area; and build general public support for the Project.

C.1.3.a Qualifications and Experience of Proposed Key Staff Members The Proposer has selected and TxDOT has approved Patrick Rhode of Cintra Developments, LLC, to serve as the Project’s Public Information Manager. Mr. Rhode possesses more than 15 years of government and private industry management experience. As U.S. Vice President for Corporate Affairs for Cintra Developments, Mr. Rhode manages external affairs functions including government affairs, public affairs, media affairs and community relations for the company and its various projects. Mr. Rhode has held top management positions at federal government agencies, Texas state agencies and a private consulting firm, providing expertise in strategic external relations and tactical communications issues. Earlier in his career, Mr. Rhode was an award-winning broadcast journalist with an ABC television affiliate. Two public relations firms, ROSS Communications (ROSS) and the Margulies Communications Group (MCG), will support Mr. Rhode in the team’s public information and communications initiatives. Founded in 1993, ROSS is an Austin-based public affairs and strategic communications firm serving local, state and national clients. ROSS offers its clients customized solutions for external and internal communications; media relations and media training; positioning; issue management; grassroots advocacy and coalition building; creative services; government relations; message development; news story development, meeting facilitation and online communications. Its founder, Rossanna Salazar, has over 20 years of communications experience, including 15 years as a consultant, six years as a press secretary or spokesperson for some of Texas’ top elected officials and two years as a journalist. MCG is a Dallas-based firm specializing in media relations, crisis prevention management and media interview training. Since 1986, MCG has provided strategic public relations counsel to and federal, state and local governments, Fortune 500 corporations, emerging growth companies, trade associations, marketing cooperatives and non-profit organizations. MCG’s founder and president, David Margulies, offers over 30 years of experience as a strategic counselor and award-winning journalist. In addition to obtaining positive media coverage for his clients, Mr. Margulies has helped them successfully navigate some of their most difficult business crises and avoid negative publicity. In addition to the Public Information Manager, the Developer will appoint a Roadway Public Information Representative and other personnel necessary to assist in preparation of meetings and in communication with stakeholders. By assigning multiple individuals to these important tasks, the Developer exceeds TxDOT’s requirement and ensures the public continuous access to individuals highly capable of responding to their needs.

C.1.3.b Public Information and Communications Plan The PICP focuses on a flexible and continuous system of communications and collaborative problem solving. Successful public outreach cannot be accomplished through a set formula or rigid procedure. Rather, it must continuously adapt to changes in public opinion and be open to input from stakeholders. The success measure for this PICP will be the achievement of a generally positive attitude toward the Project by the stakeholders, arrived at with a minimal amount of publicly expressed controversy or complaint. Along with the LBJ Development Partners’ commitment to realizing this end, TxDOT’s leadership, involvement and ongoing input to the PICP will be critical. The main principles governing the PICP are:

fostering full consultation and cooperation between all parties;



promoting a transparent and reliable information policy; dealing with issues as soon as they occur and involving all

concerned parties in discussions; making non-confidential information available to interested

parties upon request, along with sufficient explanatory documents as needed to enable proper consideration of the information;

assigning the necessary resources to allow communication to flow in a reliable and efficient way; and

ensuring that all personnel understand the importance of the Project’s public image and training them accordingly.

Table C.1-3 contains an abbreviated approach to public information and communications, as set forth in the CDA Technical Provisions. Chapter 4 of the preliminary Project Management Plan, (Appendix D.5) contains a more detailed preliminary PICP. Within 60 days in advance of NTP2, LBJ Development Partners will submit a complete PICP to TxDOT. However, public information and communication work, in cooperation with TxDOT, will commence immediately upon conditional award of the CDA.

Table C.1-3: Public Information and Communications Plan in Brief

Public Liaison Facilitating alternative trip planning during construction

The Developer will use the following methods to help the public facilitate alternative trip planning during construction:

Project Website: the website will contain the following features to facilitate trip planning: - e-mail / text message alert service - a schedule of street and ramp closures and openings and recommended

alternative routes during construction - a real-time travel speed map - traffic accident, flooding and special event information - live camera images or CCTV stills of various segments of the Project

Highway Advisory Radio (HAR) Written and Video News Releases: to television, radio and print media Neighborhood Meetings Targeted Direct Mail: newsletters and construction updates Public Information Office and Project Hotline: staff and operators will be able to

communicate current closures and alternative routes Project exhibits To help the public understand the Project’s scope and goals, and to aid in responding to

questions, the Developer will provide high-quality displays and state-of-the art visuals such as an animated “virtual tour” of the Project alignment. Other exhibits will include subsurface portal locations, ancillary facility locations and aesthetic treatments, as required in the CDA.

Media/group tours The Developer will invite the media and the public to tour the Project at important milestones, such as the “halfway complete” mark. The Developer will provide exhibits and media kits to make the tours as informative as possible. Individuals participating in walking tours will be provided with safety training and equipment. The Developer will also host special events to best integrate with the community and foster public goodwill, such as “Meet the Contractor” receptions, block parties, Kids’ Day events and groundbreaking events.

LBJ Development Partners views its communication strategy as equal in importance to its construction strategy. The PICP focuses on a continuous system of honest and open communication and collaborative problem solving.



Public Liaison Meeting Invitations The Public Information Manager will serve as a gatekeeper for invitations to attend meetings

and other events. He will communicate with the entities issuing the invitations and make arrangements for Developer personnel to attend. He will consult with management personnel to determine which personnel are most appropriate to represent the Developer at the event, and then work with these representatives to present a consistent message and help determine the types of exhibits and other written materials to provide at the event.

Customer Groups

Types of Customer Groups

The IH 635 Managed Lanes Project affects a broad range of Customer Groups, as listed below. The Developer will continue to identify Customer Groups throughout the Project and will use a multiple outreach and communication strategies to ensure that they are informed and understand any relevant issues. Stakeholders will include:

TxDOT Potential Project customers Landowners and business owners

adjacent to the project corridor Surrounding neighborhoods Other transportation providers Utility providers The North Central Texas Council of

Governments

The Regional Transportation Council DFW Area Partners in Mobility The Dallas Regional Mobility Coalition Chambers of Commerce Elected officials (state, county, city) NTTA Local mass transit authorities (DART,

The T, the Trinity Railway Express) BNSF Railroad

Emergency services vehicle access

The Developer will maintain consistent communications with fire, police, emergency services and motorist assistance agencies along the project alignment, as well as the Fire, Security and Life Safety Committee (FSLSC), to keep them informed about closures and other obstacles to emergency vehicle access and to seek their input on the most effective ways to communicate this information to them.

Business driveway access / delivery access

The Developer will compile a database of businesses within the corridor that may be impacted by construction and will conduct meetings with these businesses to discuss how acceptable driveway and delivery access will be provided. Affected businesses will receive written updates throughout the construction process and will receive phone/e-mail contact information for Developer personnel who can help them with access issues.

Bicycle, pedestrian and ADA Mobility access

Where bicycle, pedestrian and ADA mobility access are temporarily restricted during construction, the Developer will post signs in advance of and during closures suggesting alternative routes. In addition, bicycle and pedestrian facility closure information will be posted on the Project website and included in news releases to the media, neighborhood meetings and direct mail pieces. Public Information Office staff and hotline operators will be familiar with any obstacles to bicycle, pedestrian and ADA mobility access.

Noise wall workshops

The Developer will conduct noise wall workshops with property owners near proposed noise walls, to inform property owners about the proposed walls. Property owners will receive at least 30 days’ notice prior to the workshop.



Media Media communications plan

The Public Information Manager will serve as the Developer’s media liaison, facilitating media access to needed Project information. The Public Information Manager will send appropriate local, state and national media contacts a media kit with contact information. The Public Information Manager will continuously distribute news releases concerning closures and detours to television.

The Public Information Manager will proactively arrange interviews and editorial board meetings and suggest photo opportunities and story ideas that will keep the Project in a positive public light. The Developer will work cooperatively with TxDOT and obtain TxDOT approval on media materials, as requested.

Minimizing traffic impacts of special events

In advance of special events, the Developer will issue press releases and post notices on the Project website alerting the public to possible delays and suggesting the allowance of extra travel time, taking advantage of any shuttle services provided by the event organizers, or using alternate routes. During special events, Dynamic Message Signs will display travel time information and will suggest which exit event attendees should use.

Public Information Manager Data management program

The Developer will implement an Audience & Stakeholder Database that includes contact information for stakeholders and media contacts, plus records of all citizen communications (calls, e-mails, letters, etc.) and responses to these communications. It will include individualized communications protocols, and an auditable trail of contacts made, minutes of meetings and details of concerns and issues as well as a register of inquiries and complaints. The database will contain an Electronic Comment Management System, which will record actions taken and correspondence with each individual.

Educating and training presenters

The Public Information Manager will conduct training workshops with Developer personnel likely to make presentations at public meetings and events. In addition to general presentation skills, these workshops will focus on consensus-building / conflict resolution, answering frequently asked questions, presenting a unified and consistent message about the Project and handling questions and comments that cannot be answered immediately during the meeting and require further follow-up.

Public Information Office

General

The Developer will maintain a Public Information Office for the term of the CDA. In addition to providing maps and other needed information, designated team members will be available to answer questions and help resolve customers’ concerns. The Public Information Office will be located in an easily accessible location adjacent to the Administration, Maintenance and TxDOT buildings.

Office hours The Public Information Office will operate during the following hours:

Design-Build Phase: Monday – Friday: 7:00 AM – 7:00 PM Saturday: 7:00 AM – 5:00 PM Sunday: closed

O&M Phase: Monday – Friday: 8:00 AM – 6:00 PM Saturday: 8:00 AM – 4:00 PM Sunday: closed

Telephone hotline The Developer will establish a 24-hour live project hotline to allow customers to call with questions or to register complaints during the Design-Build phase. During the O&M



phase, operators will answer the hotline during normal business hours and a voice mailbox will allow callers to relay after-hours inquiries and complaints. The Developer’s designated on-call manager will respond to emergency inquiries received after hours. Operators will return non-emergency calls received after hours the next business day.

Public Meetings Frequency and Format

The Developer will establish the frequency of public meetings based upon data gathering and analysis of public feedback. Comment cards will be available at all meetings. The Developer will carefully document questions and complaints and distribute them to appropriate personnel for thorough review and effective resolution.

Location The final PICP will include a list of potential public meeting locations, in convenient locations near the Project site. Smaller stakeholder meetings will take place in the Public Information Office.

Cost The Developer will bear all costs associated with the Public Meetings described in this proposal.

Meeting Minutes The Developer will document meetings with the public in official minutes, which will be distributed to TxDOT and the IE within five business days. The minutes will include a full list of attendees including their affiliations and contact details, documentation of issues discussed and their solutions and description of remaining open issues with associated actions with the responsible individuals identified. The Developer will incorporate public meeting minutes into the Audience and Stakeholder database.

Emergency Event Communications

Emergency Event Communications

The Public Information Manager will inform TxDOT, local authorities and the relevant Customer Groups within one hour after an emergency occurs and will continue communicating with these entities until the situation has ended. To communicate with facility users during emergencies, the Developer will use a combination of the following methods, as appropriate:

Dynamic Message Signs Highway Advisory Radio Emergency bulletins on Project website E-mail / text message alerts News releases to television, radio and print media Public Information Office and Project Hotline

Lane Closures

Coordination with TxDOT and communication with users

The Developer will notify TxDOT and appropriate Customer Groups at least two weeks prior to planned lane closures that will be in effect for more than 24 hours. For closures of less than 24 hours in duration, the Developer will provide at least 24 hours’ prior notice. The Public Information Manager will input lane closure information into TxDOT HCRS.

Planned lane closures will occur outside peak traffic hours to avoid disrupting traffic. Closures of more than one lane will occur at night when traffic is at a minimum.

In the event of emergency lane closures, the Developer will immediately notify TxDOT,



local authorities and appropriate Customer Groups; divert traffic from facility; use all available resources to expedite re-opening the facility; and advise local authorities of the actions taken and their results.

Disseminating Public Information Broadcast methods

Project website E-mail / text message alerts Highway Advisory Radio Written and video news releases to

television, radio and print media

Neighborhood meetings Targeted direct mail pieces / door

hangers Public Information Office Project hotline Dynamic Message Signs and other

signs Project website The Developer will execute a marketing program to promote the launch of the Project

website. The website will be user-friendly and visually appealing and will allow visitors to e-mail questions directly to the Public Involvement Manager. The website will offer an option to sign up for e-mail / text message alerts, which will automatically notify users of traffic issues. The Developer will publish materials in Spanish as needs warrant and will assess with TxDOT the need for communications in other languages where appropriate. As information becomes available, the Developer will post content that includes, but is not limited to:

project maps; information on design, construction,

maintenance and operations; a schedule of street and ramp closures

and recommended route alternatives; frequently asked questions; a list of public meetings, briefings and

other opportunities to meet with project staff;

information on Toll Tags and a toll calculator;

rest areas and services alongside the Project;

location of the Project Information Office;

job opportunities; links to TxDOT HCRS and other

websites deemed appropriate by TxDOT;

a real-time travel speed map; traffic accident, flooding and special

event information; live CCTV images; Dynamic Message Sign messages; incident notification (via e-mail or text

message); dynamic routing application; and the Project Extranet (secure – for Project

staff only). Proposed Approach to Project Marketing and Advertising

The Developer’s marketing push will precede milestones such as segments of the Project opening to traffic. The Developer will implement six- to eight-week advertising campaigns including television, radio, Internet and newspaper ads placed in media vehicles with high circulation and viewers. The Public Information Manager will also send information to neighborhood associations for their websites and newsletters. The Public Information Manager will be persistent in seeking “target audience” publications such as community newspapers and transportation-related magazines for use in disseminating information.



The Developer will set and adhere to the highest professional presentation and communication standards. High-quality graphics, a project logo and accompanying materials are important to the credibility and branding of the project. The Developer will establish project design standards in consultation with TxDOT, and will produce all materials in line with these standards. The Developer will coordinate marketing messages with TxDOT to promote the IH 635 Managed Lanes Project as part of the statewide toll road system. In recognition of the significance of a positive public perception of the Project from the outset, the Developer has invested in preliminary branding work. If successful in this proposal, the Developer will seek TxDOT’s input to the proposed designs. Samples of how the branding appears as part of the project aesthetics are included in the Technical Highlights DVD and further developed in Appendix D.2.5. Figure C.1-14 shows an example of the proposed branding.

Figure C.1-14: Sample Project Logo

C.1.4 Environmental Management

This section discusses LBJ Development Partners’ plan for obtaining required permits, establishing measures to ensure compliance, and addressing environmental issues specific to the Project. LBJ Development Partners’ environmental policy establishes its full commitment to continuous improvement in environmental performance throughout the development of the Project by:

studying the best management practices applicable to its business activities based on technical and economic criteria;

minimizing the use of natural resources and optimizing the use of recycled materials from the existing roadway including the recycling of all existing concrete removal into crushed concrete and then incorporating it into the new roadway design;

implementing effective environmental management systems; and communicating actively with government agencies to provide solutions for environmental protection.

LBJ Development Partners’ experienced environmental personnel are committed to protecting the environment through implementation of best management practices and documented QA/QC measures, with the purpose of avoiding, minimizing or mitigating environmental impacts from design, construction, maintenance, operation and rehabilitation activities. The Developer will ensure that all work on the Project complies fully with Environmental Approvals, successfully obtaining and delivering all permits required for the Project. The environmental program sets forth the highest standards and best management practices to establish a goal of zero environmental violations during performance of all activities.

C.1.4.a Qualifications & Experience of Environmental Compliance Manager and Team To maintain both a consistent approach and the integrity of Environmental and Governmental Approvals, the D&B Team’s environmental staff, acting through its designated Environmental Compliance Manager (ECM), William Proctor, will designate an Environmental Compliance Team (ECT) to prevent, minimize and correct any violations of or non-



compliance with Environmental Approvals. It is anticipated that contractual arrangements will be made with an experienced and qualified environmental consulting firm (the “Subcontractor”), which will work with the D&B Team to implement and monitor the environmental compliance and monitoring program for the Project. The D&B Team will select a Subcontractor based on competency to perform the work (including TxDOT precertification requirements), health and safety, quality control and assurance and overall best value to the Project. Special attention will be given to qualified firms with current TxDOT DBE status. At a minimum, the subcontractor will provide all key environmental personnel who meet the primary responsibility for environmental protection as part of the designated ECT, as well as any other personnel or resources required to perform the required services. The subcontractor will carry out all activities and tasks necessary to achieve full environmental compliance. Table C.1-4 describes the composition of the Environmental Compliance Team. Single ECT members may fulfill multiple ECT roles as workload allows, provided they meet the requirements of each role per the terms of the Technical Provisions.

Table C.1-4: Environmental Compliance Team

Title Qualifications Responsibilities Environmental Compliance Mgr. (William Proctor)*

Employee of an independent firm At least five years of experience successfully

managing environmental compliance of urban freeway construction , including: o developing and managing a SWPPP; o developing and managing a hazardous

substance and petroleum products management plan;

o implementing environmental mitigation plans;

o providing environmental and personal protection training; and

o monitoring compliance with Section 404 Permit conditions.

Familiarity with: o ASTM E 1527-05, “Standard Practice

for Environmental Site Assessment Process”;

o Provisions of the TPDES Construction General Permit (TXR 150000)

Directs the work of the ECT Monitors, documents, and reports environmental

compliance. Reports and coordinates all issues directly with

TxDOT and the Developer Reports any violation or non-compliance to

TxDOT and the Developer immediately, along with appropriate recommendations for corrective action including stoppage of Work.

Submits environmental documentation and monitoring reports to the appropriate Governmental Entities and when applicable, through TxDOT, to the extent necessary to maintain compliance with applicable Environmental Approvals.

Prepares weekly monitoring reports Reviews Site Investigation Reports and Site

Investigation Work Plans Evaluates hazardous materials management

practices for compliance with the HMMP Oversees environmental training

Environmental Training Staff

At least one year of experience in environmental compliance work for urban freeways

Develop, schedule and conduct environmental awareness and environmental compliance training for all employees.

Maintain training documentation Environmental Compliance Inspectors

At least one year of operational control experience for SWPPP activities

Report any violation or non-compliance to the ECM immediately.

Conduct daily onsite environmental monitoring Conduct SWPPP inspections



Title Qualifications Responsibilities Inspect AST and HAZMAT areas Respond to spills or releases

Cultural Resource Management Personnel

To be designated if needed for the Project Monitors construction activities within cultural resources high-probability areas

Responds to any potential cultural resources incidents on the facility

Natural Resource Biologist

To be designated if needed for the Project Assesses all impacts on wildlife and the natural environment during the course of the Work

Water Quality Specialist

Verifiable experience implementing SWPPPs Working knowledge of NPDES requirements

Provides expertise in permitting delineation, SWPPP and protection of jurisdictional waters

Hazardous Materials Manager

Required qualifications: Must have verifiable Leaking Petroleum

Storage Tank investigation and remediation experience in Texas

Additional preferred qualifications: Precertified in TxDOT work category 2.13.1,

Hazardous Materials Initial Site Assessment 40-hour HAZWOPER certified At least five years of experience in:

o developing IWPs, SIRs, and remedial action plans or equivalent reports necessary and acceptable to the TCEQ in material discovery and remediation efforts of Hazardous Materials; and

o TCEQ guidance for investigation and remediation of Hazardous Materials under the TCEQ Voluntary Cleanup Program and Texas Risk Reduction Program Rules.

Provides expertise in the safe handling of Hazardous Materials

Schedules and/or conducts training for employees

Verifies employee certifications required for handling of HAZMAT

Maintains records of incidents involving Hazardous Materials

Maintains lists of Material Safety Data Sheets (MSDS)

Prepares Spill Prevention Control and Countermeasures (SPCC)

Manages spill and release response actions per the HMMP

Prepares Site Investigation Work Plans and Site Investigation Reports

Oversees HAZMAT classification and disposal Acts as a backup ECM

* Refer to Appendix D.1 for resume and references for Mr. William Proctor.

C.1.4.b Development of Comprehensive Environmental Protection Program LBJ Development Partners will create a Comprehensive Environmental Protection Program (CEPP) that will be applicable throughout the term of the CDA. This document will establish the approach, requirements and processes for protecting the environment during the performance of the work to minimize impacts on the environment from design, construction, operation, maintenance and renewal activities. The approach to compliance will be built on the components of the CEPP, which integrate awareness and focus on environmental issues into every phase of project development. The CEPP will include:

Environmental Management System (EMS): The EMS will provide a structured, documented approach to managing environmental performance and responsibilities. The EMS will be developed in accordance with ISO 14001:2004 and ISO 14004:2004, which specify requirements for establishing an environmental policy;



determining the environmental impacts of products, activities and services; planning environmental objectives and measurable targets; implementing programs to meet objectives and targets; carrying out checking and corrective action; and conducting management reviews.

Environmental Compliance and Mitigation Plan (ECMP): The ECMP will detail the mitigation requirements contained in the governmental and TxDOT-provided Approvals and provide a method for monitoring, documenting, evaluating and reporting environmental compliance during construction activities. Schedules, protocols and methodologies to be used for the work including requirements for monitoring, reporting, corrective action and adaptive management will be detailed to ensure compliance with applicable requirements. The ECMP will include:

- a Compliance Action Plan including noise mitigation measures; - Environmental Permit, Issues and Commitments Sheets (further detailed in Section C.1.4.e); - procedures for compliance with Clean Water Act Sections 404 and 401: Waters and Wetlands of the

U.S. and Section 402: Texas Pollutant Discharge Elimination System - mitigation plans for State Listed Species and Unregulated Habitat, the Endangered Species Act and

Fish and Wildlife Coordination Act - plans for reducing traffic noise through noise walls

Environmental Protection and Training Plan (EPTP): The EPTP will educate personnel who engage in field activities to recognize the importance of environmental issues throughout construction, operation and maintenance and to recognize the various environmental sensitivities associated with the facility.

Hazardous Materials Management Plan (HMMP): The HMMP will include processes and procedures for safe handling, storage, treatment and disposal of hazardous materials encountered during performance of the work. The oversight, implementation and updates to the HMMP will be the responsibility of designated ECT members.

Communication Plan (CP): The Communication Plan will establish strategies and procedures for all aspects of communication within the ECT as well as communication with TxDOT, regulators, environmental organizations and the public on environmental issues.

Construction Monitoring Plan (CMP): The ECM, working closely with the D&B Team, will consistently monitor construction activities including sensitive areas and record observations on daily field monitoring logs. Any violations of laws, rules or Environmental Approvals will be reported to the Developer’s D&C Director and D&B Team Construction Manager immediately. Monitoring logs will be subject to inspection at any time by the D&B Team and TxDOT and summarized by the ECM and inspectors into weekly Environmental Monitoring Reports.

Recycling Plan: The Recycling Plan will provide a consistent method of reducing waste generation associated with the work, emphasizing efficient use and minimal waste of construction materials, reduction and reuse of construction waste, and use of recycled materials in construction. W.W. Webber and its affiliate, Southern Crushed Concrete, is one of the largest recyclers of construction materials in the State of Texas. LBJ Development Partners will recycle and reuse as much of the corridor materials as possible. This process will reduce trucking of virgin materials to the site and removal and landfill of materials removed from the site. Past studies in Texas in which LBJ Development Partners’ team members participated have indicated significant reductions in emissions when this process is employed. Coupled with the emission reductions are the extension in landfill and quarry life that recycling allows and safety improvements realized by a lower volume of heavily loaded trucks in operation on public roads and highways.

C.1.4.c Applicable Laws, Rules and Regulations LBJ Development Partners recognizes the importance of protecting the environment and is committed to complying with TxDOT Environmental Policy and obeying all applicable laws, rules and regulations relating to environmental compliance for the Project.



It is understood that Air Quality, Traffic Noise, Light Intrusion, Dust Control and Habitat Mitigation fall under the purview of environmental compliance. During operation and maintenance of the Project, the Developer will implement all TxDOT-required mitigation measures in these areas. TxDOT’s Environmental Manual provides an overview of TxDOT’s environmental policy and all federal and state environmental laws and regulations. The Developer will be responsible for environmental monitoring, supported by a recognized external environmental firm. The Environmental Compliance Manager will be in charge of coordination with this firm and will be responsible for any environmental issues that may arise. Applicable laws, Rules and Regulations for the Project include:

National Environmental Policy Act (NEPA) Council of Environmental Quality (CEQ) Regulations FHWA Regulations:

- 23 Code of Federal Regulations (CFR Part 771) – Environmental Impact and Related Procedures - Technical Advisory (T-6640.8A) – Memoranda of Understanding (MOUs)

43 Texas Administrative Code (TAC) Chapter 2 – TxDOT Environmental Policy TxDOT-negotiated Memoranda of Understanding (MOUs) with the Texas Parks and Wildlife Department,

Texas Historical Commission (THC), U.S. Fish and Wildlife Services (U.S.FWS), and the Texas Commission on Environmental Quality (TCEQ).

Occupational Safety and Health Act Natural Resources Laws including:

- Endangered Species Act - Executive Order 13112 – National Invasive Species Council - Farmland Protection Policy Act (FPPA) - Clean Water Act (CWA) of 1972, in particular:

CWA Sections 404 and 401: Waters and Wetlands of the U.S. CWA Section 402: Texas Pollutant Discharge Elimination System (TPDES)

- National Pollutant Discharge Elimination Control System (NPDES) 1990 - National Flood Insurance Act (NFIA) of 1968 - Executive Order 11988 – Floodplain Management - Executive Memorandum of April 26, 1994 – Environmentally Beneficial Landscaping - Section 404 Regulatory Program - Fish and Wildlife Coordination Act - Coastal Zone Management Act - Texas Parks and Wildlife Code - Surface Coal Mining and Reclamation Act

Cultural/Socio-Economic Resources Laws including: - Texas Antiquities Code - National Historic Preservation Act (NHPA) of 1966 - Transportation Equity Act for the 21st century (TEA-21) - Title VI of the Civil Rights Act of 1964 - Uniform Relocation Assistance and Real Properties Acquisitions Act - Executive Order 12989 – Federal Actions to Address Environmental Justice in Minority Populations and

Low-Income Populations - Executive Order 13166 – Executive Order on Limited English Proficiency

Clean Air Act (CAA) Hazardous Materials Laws including:



- Comprehensive Environmental Response, Compensation, and Liability Act (CERCLA) - Resource Conservation and Recovery Act (RCRA) - TCEQ Voluntary Cleanup Program (930 TAC 333A) - Texas Risk Reduction Program Rules (30 TAC 350) - Hazardous Materials Transportation Act - Texas Used Oil Collection, Management, and Recycling Act - FHWA, Hazardous Waste Sites Affecting Highway Project Development - Texas Water Code - Texas Agriculture Code, including Pesticide and Herbicide Regulation and Agricultural Hazard

Communication Act - Texas Oil Spill Prevention and Response Act

Texas Health and Safety Code, including: - Texas Asbestos Health Protection Act - Clean Air Act - Clean Air Financing Act - Texas Solid Waste Disposal Act - Solid Waste Resource Recovery Financing Act - Municipal Solid Waste Act - County Solid Waste Control Act - Texas Toxic Chemical Release Reporting Act - Texas Radioactive Materials and Other Sources of Radiation Act - Texas Low-Level Radioactive Waste Disposal Authority Act - Texas Hazard Communication Act - Texas Manufacturing Project Community Right-To-Know-Act - Texas Public Employer Community Right-To-Know-Act - Texas Non-manufacturing Facilities Community Right-To-Know-Act

Other Federal Laws: - Solid Waste Disposal Act, as amended by RCRA - Emergency Planning and Community Right to Know Act - Federal Water Pollution Control Act, as amended by the Clean Water Act - Oil Pollution Act - Federal Insecticide, Fungicide and Rodenticide Act - Federal Safe Drinking Water Act - Federal Radon and Indoor Air Quality Research Act

C.1.4.d Environmental Commitments, Permits, Mitigation, Reevaluations and Documentation

LBJ Development Partners acknowledges that Environmental and Governmental Approvals in connection with the development of the Project have been managed by TxDOT and accepted by Governmental Entities, including the U.S. Environmental Protection Agency (USEPA), Texas Commission on Environmental Quality (TCEQ), Texas Historical Commission (THC), the U.S. Army Corps of Engineers (USACE), the U.S. Fish and Wildlife Service (USFWS), Texas Parks and Wildlife Department (TPWD) and the North Central Texas Council of Governments (NCTCOG). TxDOT has secured certain permits for the Project based on the Project schematic of the preferred alternative as presented in the environmental documents, including USACE permit approval # 200500584 for impacts to Wetlands/Waters of the U.S. along IH 635. The Developer is fully committed to obtaining and successfully delivering all other permits required for the facility or working with TxDOT to obtain such permits.



LBJ Development Partners is also fully committed to successfully making the following submittals to TxDOT and to Governmental Entities as directed by TxDOT and required by Contract documents and Environmental Approvals:

Comprehensive Environmental Protection Program and its component parts: - Environmental Management System - Environmental Compliance and Mitigation Plan - Environmental Protection Training Plan - Hazardous Materials Management Plan

- Construction Monitoring Plan - Compliance Action Plan - Communication Plan - Recycling Plan

Environmental contact tree; Weekly Environmental Monitoring Reports; Pre-Construction Inspection Report (Construction, Operations, and Maintenance Monitoring Plan); Investigative Work Plans, Site Investigative Reports, and Remedial Action Plans as necessary for hazardous

material discovery and remediation; Renewal or modification of existing permit ·#200500584 issued October 26, 2006 for the seven crossings of

Waters of the U.S. and their associated wetlands within the Project limits. Section 401 Certification submittals to support TxDOT Section 404 Permit Applications (USACE

# 200500584); Water well impacts and requirements:

- If a well is encountered, prepare SOP for plugging and abandonment of wells - If a water well has become contaminated, prepare a corrective action plan for TxDOT approval - Submit a “Plugging Report” - Submit alternate plugging procedures if the method prescribed in the CDA is not used;

Designs for wetland and floodplain mitigation measures; Mitigation or resource monitoring reports, as required by resource-specific mitigation plans; TPDES Construction General Permit Notice of Intent; TPDES Construction General Permit Notice of Termination; Storm Water Pollution Prevention Plan and amendments, as required, to reflect Project development and

staging; Completed permit applications and permits as issued; and Training documentation.

The schedule for environmental submittals will comply with the D&B Team’s aggressive baseline schedule and requirements set forth in the CDA, or as necessary to maintain full compliance with all applicable laws, rules, and Environmental Approvals granted for the work. All submittals to TxDOT will be sent concurrently to the IE, and vice versa. Whenever TxDOT is entitled to review and comment on or to affirmatively approve a submittal, TxDOT shall have a period of 14 days to act after the date it receives an accurate and complete submittal, together with a completed Transmittal Form and all necessary information and documentation concerning the subject matter, except as otherwise set forth in the submittal, review and approval terms and procedures of the CDA. The D&B Team is fully committed to the overall quality control and quality assurance of work associated with the Project. Quality Records are objective evidence that specified quality control procedures and quality assurance processes were performed. These records are to be submitted in accordance with environmental requirements. To ensure accuracy, completeness and quality in necessary submittals, all environmental records must serve as evidence (along with all applicable checklists) that environmental control was performed, and must be handled following any of these procedures to be developed in the Project Management Plan:

Document and Data Control Procedure: Sets forth guidelines to ensure that the relevant documents are available at the locations at which they are needed and that obsolete documents are removed from the system and replaced with the new versions to avoid inadvertent use. The Quality Manager will maintain a list of all



Quality Documentation, with current issue status. The ECM will also keep a list of all environmental documentation. All Environmental Documents will reside in the Document Control Center.

Construction Management Procedure: Sets forth guidelines ensuring that the execution and supervision of the constructed works, including that of all subcontractors, self-performed work, vendors and suppliers, are in accordance with the provisions of the Design and Build Agreement. This procedure covers all construction activities undertaken on contracts. This will include procurement of material and supplies, directly performed work, and subcontracted work.

Control of Quality and Environmental Records Procedure: Sets forth guidelines to ensure that Quality and Environmental Records are identified, generated, distributed and stored for the specified period. Identifies the primary responsibilities and principles used by the D&B Team for indexing, filing and retrieving Quality and Environmental Records generated during design, procurement and construction phases of the D&B Agreement.

The D&B Team’s environmental staff acknowledges that if previously issued Environmental Approvals require amendment due to design changes, the Developer will be responsible for all environmental studies and coordination with appropriate Governmental Entities as necessary to secure or amend Environmental Approvals. NEPA re-evaluations may be necessary to address changes in the project that would affect resources other than those discussed in the FEIS/ROD. Wetland mitigation will occur through purchasing 4.4 mitigation credits from the Trinity River Mitigation Bank, as well as monitoring activities. The D&B Team will implement Habitat and Vegetation Mitigation measures to minimize construction and long-term impacts. Mitigation of displaced trees as well as additional trees in accordance with the aesthetics plan will occur through planting trees around the interchanges of IH 635-IH 35 and IH 635-DNT. The trees to be planted will consist of the standard TxDOT Dallas mix and ratio. Additionally, per Executive Order 13112 on Invasive Species and the Executive Memorandum on Beneficial Landscaping, planting with TxDOT-approved seeding specifications will occur as early as possible. The D&B Team will implement noise mitigation measures early in construction to minimize construction and long-term impacts of the work through construction of proposed noise walls during the initial phases of construction when feasible. Provisions will also be included in the plans and specifications requiring the contractor to make reasonable efforts to minimize short-term construction noise through abatement measures such as work-hour controls and proper maintenance of muffler systems. During the construction phase, temporary effects on air quality may include additional dust generated from construction activities. Efforts will be made to mitigate temporary air quality impacts during construction, including minimizing or eliminating unnecessary idling of construction vehicles and employing a combination of watering, chemical stabilization, and vehicle speed reduction techniques. The D&B Team will implement reasonable design measures to prevent light from shining onto adjacent properties. Tier I best management practices including block sod, detention basins and vegetative filter strips will be used to address erosion, sedimentation, and post-construction total suspended solids control. Prior to construction, the ECT will develop a SWPPP and submit a Notice of Intent.

C.1.4.e Environmental Permit, Issues and Commitments (EPIC) Sheets All environmental commitments and applicable permits identified in the CEPP during the design, construction and O&M of the Project will be identified and organized using EPIC sheets, which the Environmental Compliance Team will update throughout the construction period to identify onsite conditions. All specific areas of concern relating to the discipline identified on the EPIC sheet will be labeled and will contain a separate legend relating to these areas for identification purposes. This inventory will be identified in a database maintained by the Environmental Compliance Team. It will prioritize environmentally sensitive areas associated with future construction activities. The database will include environmental information concerning the project ROW as well as D&B Team’s Additional Properties and Project Specific Location (PSLs) including stockpile areas, staging areas, borrow



sites and field office sites. The Developer’s preliminary Project Management Plan (Appendix D.5) sets forth the procedures to address environmental requirements for roadway design activities.

C.1.4.f Potential Environmental Risks The NEPA process undergone to date involved preparing the environmental document in close coordination with the Environmental Section of the Dallas District. This document analyzed a large number of environmental topics and was conducted in accordance with the guidelines of TxDOT, FHWA, NEPA, Executive Orders, MOUs, MOAs, and Programmatic Agreements (e.g., FHWA Guidance Document T66400.80, TxDOT Environmental Manual, Section 404 program, Endangered Species Act, etc.). Some topics identified in the environmental document are expected to have greater potential for environmental impacts than others. These Environmental Risks are addressed below. In addition, Exhibit C to the Project Development Plan provides detailed environmental risk management and quantification tables.

Right-of-Way (ROW): Potential impacts to adjacent land uses have been identified and depicted on a constraints map and in the environmental documents. TxDOT is acquiring ROW in a manner that minimizes displacement of residences, businesses and other structures, as well as impacts to adjacent land uses. No displaced residences or businesses will be required to move unless a comparable replacement dwelling or place of business is available. To ensure that additional ROW will not be required, final design will be confined to the proposed ROW being purchased.

Traffic Noise Analysis: The added lanes on the Project represent an increase in traffic volume for which a traffic noise analysis was performed. Residences, businesses and other land uses along Project may experience noise impacts associated with this traffic volume increase. Additionally, construction activities may result in temporary noise impacts. Potential noise abatement measures have been evaluated, and a recommendation on abatement (where reasonable and feasible) has been made. Construction activities will be timed in a manner to minimize construction noise impacts to adjacent landowners. Additionally, noise walls identified as reasonable and feasible will be constructed during the initial stages of construction activities as appropriate to reduce noise.

Air Quality Analysis: The proposed project is located within Dallas County, which is designated as a serious ozone non-attainment area; therefore, the Transportation Conformity Rules apply. Design year traffic estimates are expected to exceed 140,000 vehicles per day; therefore, a traffic air quality analysis (TAQA) was performed in the environmental document. Air quality impacts associated with the proposed Project were not identified. Efforts will be made to mitigate for temporary air quality impacts during construction, including minimizing or eliminating unnecessary idling of construction vehicles and employing a combination of watering, chemical stabilization, and vehicle speed reduction techniques for dust control.

Wetlands/Waters of the U.S./Permitting: The proposed Project includes seven crossings of Waters of the U.S. The expansion of IH 635 in the vicinity of these Waters of the U.S., including Farmers Branch Tributaries 1, 1ª, and 2-6, could lead to the placement of fill material within these waters or other impacts to Waters of the U.S. All work to be performed along the Project will be in accordance with the new Regional Supplement to the USACE Wetland Delineation Manual: Atlantic and Gulf Coastal Plain Region. Recommendations for avoidance or minimization of impacts to Wetlands/Waters of the U.S. made in the environmental document and Pre-Construction Notification will be incorporated into the CEPP and EPIC Sheets, and will be complied with during construction activities. Mitigation to be performed involves the purchase of 4.4 credits from the Trinity River Mitigation Bank.

Vegetation/Wildlife/Threatened and Endangered Species: The IH 635 Managed Lanes will be expanded onto land occupied by vegetation that may serve as wildlife habitat. Vegetation communities and wildlife including threatened and endangered species to be impacted by the Project have been identified and quantified in the environmental document. Recommendations for avoidance or minimization of impacts to



biological resources made in the environmental document will be incorporated into the CEPP and EPIC Sheets, and will be complied with during construction activities.

Section 4(f) Title 23, U.S. Code of Federal Regulations §771.135 and/or §6(f) (Title 49, U.S. Code §303) Evaluations: Four public parks are located adjacent to the project limits: Morning Star Park, Kerr Park, Valley View Park and Anderson Bonner Park. Expansion of IH 635 will not require the use of, nor impair the purpose of the parks. Under Section 4(f) of the U.S.DOT Act of 1966 and Section 6(f) of the Land and Water Conservation Fund Act, impacts to public lands are not allowed unless analysis to eliminate or minimize harm has been performed. Construction activities will adhere to the current design to avoid impacting these public parks or other public lands.

Cultural Resources: Expansion of IH 635 includes the potential to uncover previously unidentified archeological resources, as well as to impact known archeological sites or historic structures. Initial investigations found no known archeological sites within the project limits. These findings were documented in accordance with the Programmatic Agreement between FHWA, THC, the Advisory Council on Historic Preservation and TxDOT as well as the MOU among TxDOT and THC. In the unlikely event that cultural resources are encountered during construction, work in the immediate area will cease and TxDOT Archeological Staff will be contacted to initiate accidental discovery procedures under the provisions of the Programmatic Agreement.

Socio-Economic and Environmental Justice Analyses: The Project passes through an urban portion of Dallas County. Executive Order 12898, Federal Actions to Address Environmental Justice in Minority Populations and Low-Income Populations mandates that federally funded projects be performed in a manner that avoids disproportionately high, adverse human or environmental impacts to minority or low-income populations Although the proposed expansion of IH 635 is anticipated to enable more effective and efficient accessibility of existing neighborhoods, community and health services and commercial developments along IH 635; the environmental document included a review of demographic data for the Project corridor to identify minority or low-income populations which could be disproportionately and adversely impacted. Disproportionate and adverse impacts were not identified. Construction activities will adhere to the current design to avoid impacts to minority or low-income populations.

Hazardous Materials Initial Site Assessment: Hazardous materials, if encountered during construction activities, could impact human health and the environment. Though no additional ROW acquisition is anticipated, several potential sources of hazardous materials, such as gas stations, light industrial/manufacturing facilities, potentially asbestos-containing buildings and utility easements, are located adjacent to the Project. The environmental document summarizes offsite document research, onsite assessments and interviews determining whether hazardous materials near the Project present a Recognized Environmental Condition (REC). Recommendations for investigation and remediation were not made as part of the environmental document. Should hazardous materials not identified during investigations summarized in the environmental document be encountered during construction activities, hazardous materials will be handled according to applicable state and federal regulations and TxDOT Standard Specifications and Guidelines for handling emergency discovery of hazardous materials.

Indirect and Cumulative Impacts: Some of the impacts from the widening of IH 635 may not be readily observable. Recent guidance from TxDOT has created a new emphasis on indirect and cumulative impacts for roadway projects. The proposed IH 635 expansion has been analyzed using the eight-step process to review existing conditions, identify potential indirect and cumulative impacts of the proposed expansion, document identified impacts, and identify potential mitigation for indirect and cumulative impacts. Recommendations in the environmental document for avoidance, minimization and mitigation of Indirect and Cumulative Impacts will be incorporated into the CEPP and EPIC Sheets, and will be followed during construction activities.



C.1.5 Schedule, Cost Control and Risk Management

C.1.5.a Proposed Project Schedule Methodology LBJ Development Partners firmly believes that a detailed plan of all scheduled activities is the key to guaranteeing expedited delivery and a safe construction environment while ensuring high-quality design and construction. A well-planned job will allow the Developer to secure resources at the proper time and in the proper location. The management team will work to minimize adverse variances to schedule and cost baselines and implement corrective measures to correct any undesirable deviations. C.1.5.a.i Project Schedule

The D&B Team will create a Project Control Group, overseen by the Project Controls Manager, which will manage planning, scheduling, estimating, cost control, document control, project accounting and reporting. The Project Control Group will monitor the Schedule and Cost Baseline to ensure compliance with the overall Project objectives and will conduct forecasting, trending, change control and mitigation planning to ensure that ongoing activities comply with the Schedule and Cost Baseline. The Project Control Group will use Primavera software to prepare the project schedule using the Critical Path Method (CPM), with resource and cost loading on all schedule levels. The Project Control Group will develop, monitor and update the integrated CPM Project schedules for engineering, procurement and construction. It will also monitor project progress, recommend any corrective action if required, compile all information into a Monthly Progress Report and facilitate preparation of quarterly payment requests. Below is a more detailed list of services that the Project Control Group will perform:

Project Baseline Schedule; 60-day look-ahead schedules; detailed CPM coordination schedules for

design, procurement, permitting, submittals, utility adjustments and construction;

manpower histograms; progress curves;

monthly progress reports; schedule requirements for bid packages (for

Procurement Department); evaluation and monitoring of Subcontractors’

schedules; and preparation of schedule analyses for adverse

variances. C.1.5.a.ii Schedule of Values

The Schedule of Values is incorporated into the preliminary Project Baseline Schedule, and will be similarly incorporated into the Project Baseline Schedule to be provided to TxDOT with a reasonable time for TxDOT to review prior to NTP2. The Schedule of Values will consist of a list of all Payment Activities organized in a similar manner as the schedule itself, in that the schedule will organize and group Payment Activities based on the approved Work Breakdown Structure (WBS), and will include subtotals for each WBS item at each WBS level. Users can filter the schedule to show Payment Activities along with activity identification numbers, activity descriptions, quantities, applicable units, unit prices and total values to review scheduled activities for updates and changes. LBJ Development Partners incorporates the Schedule of Values and Payment Activities into the Project Baseline Schedule as a matter of practice, consistent with the CDA requirement to cost-load the schedule. This facilitates single-entry tracking of construction activities that are also Payment Activities, enabling revisions to the Schedule of Values

LBJ Development Partners’ experienced project control managers help the Developer guarantee expedited delivery and top quality design and construction through controlling the schedule, costs, planning, documentation and reporting.



and Payment Activities in the event of Change Orders, Relief Events or Compensation Events. This simplifies the process of making changes to the schedule along with related changes to the Schedule of Values or Payment Schedules. An updated Schedule of Values will be prepared for each quarterly Payment Request in the same format as the List of Completed Payment Activities (in Attachment 2 to Exhibit 7 of the CDA using the approved WBS), but will include only completed Payment Activities with subtotals at all WBS levels. An updated Schedule of Values can be prepared at any time by simply running the same report from the latest updated Baseline Schedule. C.1.5.a.iii Integration of Subcontract Activities

All Subcontractors will be required to prepare detailed CPM schedules in Primavera demonstrating how they plan to execute the work to meet the dates as specified in their contracts. All scheduling will clearly define all interface dates from others. Subcontractors will be required to provide monthly updates to the schedules. The Project Controls Manager and staff will integrate each Subcontractor’s schedule into the Project Baseline Schedule and advise the Construction Manager of any discrepancies with the overall work plan. The Project Controls Manager will monitor Subcontractors’ schedules monthly, or more frequently if deemed necessary by the Construction Manager. The Project Controls Manager will assess each contract payment request for either percentage completed or quantities installed. All reporting of the status of the Project will include applicable schedule data reports from subcontractors. C.1.5.a.iv Management of Resources and Activities

LBJ Development Partners understands that even with the best plan, there will always be situations in which the Developer, through the D&B Team, will need to adjust its resource allocation to adapt to future production requirements while maintaining the current schedule progression. The D&B Team will maintain production flexibility through both subcontracting and self-performing various portions of the work. Through experience developed on similar design-build contracts, LBJ Development Partners’ approach will be to divide work for certain critical activities between more than one subcontractor, or partially self-perform those activities. Having resources at both the D&B Team level and the local subcontractor level increases the Developer’s flexibility and reduces the risk of delays. Although it is a complicated task, the D&B Team is confident in its ability to coordinate multiple subcontractors effectively on the project through proven approaches effectively used on other equally complex projects around the world. The Project Controls Manager will constantly monitor D&B Team and Subcontractor progress, with status measured against established schedule and cost baselines on a monthly basis. The group will capture commitments to-date and incurred costs with which to forecast and predict project completion. The Developer will undertake corrective actions for adverse schedule and cost variations, with the focus on quickly resolving significant deviations. If an activity starts to fall behind, the Project Control Group will carry out an analysis to understand the potential impact to the schedule. Upon identification of the cause of the potential delay, the Project Control Group will implement a set of corrective actions to achieve schedule recovery. These actions might include increasing the available workforce, working during the weekends, working overtime, reallocating crews from less critical activities to more critical ones, increasing supply, stockpiling materials and double-handling to avoid interruption of supply and negotiating incentives with subcontractors for timely completion. C.1.5.a.v Work Breakdown Structure

The proposed Work Breakdown Structure (WBS) format satisfies all the basic requirements and flow identified in the Instructions to Proposers. Further, as allowed in the Instructions to Proposers the WBS has been enhanced to provide additional information and allow for future expansion, as needed pending TxDOT’s approval. The Developer will supplement this table in the future with a Responsibility Assignment Matrix (RAM) that will include both LBJ Development Partners team members and TxDOT as principal authors of each Deliverable. The WBS is integrated into the preliminary Project Baseline Schedule (Appendix D.3) and a copy of the preliminary WBS is provided in Appendix D.3.



C.1.5.a.vi Project Baseline Schedule

The approach to the Preliminary Baseline Schedules is to achieve Service Commencement in each Project Segment as early as possible. This approach maximizes the financial and schedule value to TxDOT while minimizing the traveling public's exposure to construction hazards. Design The approach to design activities is to perform project-wide field investigations and develop standards and specifications before beginning the detailed design. Once these project-wide activities are complete, the detailed designs will follow. This approach allows the design and construction to overlap so that construction can begin as early as possible. Construction LBJ Development Partners developed the proposed construction activities by using the items and quantities from the estimate and applying production rates to those quantities to determine the initial durations. The D&B Team has excellent working relationships with local subcontractors and suppliers for lime, flex base, asphalt aggregates and other critical and non-critical items, and views these relationships as a valuable resource. The D&B Team has received a considerable amount of input from these companies and incorporated that input into the schedule. Key Milestones Table C.1-5 summarizes the key milestones for the project. A narrative describing the proposed execution of the work for the term of the CDA is included in Appendix D.3.

Table C.1-5: Key Project Milestones

Proj

ect S

egm

ent

Road

way*

From

*

To*

NTP

1 / C

ontra

ct

Exec

utio

n

Fina

ncial

Clo

se

NTP

2 (or

NTP

3)/

Begi

n Co

nstru

ctio

n &

O&M

Subs

tant

ial

Com

plet

ion

/ Se

rvice

Co

mm

ence

men

t

Fina

l Acc

epta

nce

End

of C

DA T

erm

IH 35E NW Highway Valwood 1 IH 635 Luna Josey 4/28/2009 10/20/2010 4/18/2011 8/18/2015 11/16/2015 4/28/2061

2 IH 635 Josey Midway 4/28/2009 10/20/2010 4/18/2011 4/18/2016 7/17/2016 4/28/2061

3 IH 635 Midway Preston 4/28/2009 10/20/2010 4/18/2011 4/18/2016 7/17/2016 4/28/2061

4 IH 635 Preston Greenville 4/28/2009 10/20/2010 4/18/2011 4/18/2014 7/17/2014 4/28/2061

1** Capacity Improvements 4/28/2009 10/20/2010 5/18/2011 4/18/2015 11/16/2015 4/28/2061

* Project Segment limits indicated are approximate. For actual construction limits, see Project Segment plan in Appendix D.2.1 ** Project Segment 1 will include the entire IH 35E Capacity Improvement Section (if NTP3 is issued) Preliminary Renewal Work Schedule

The performance-based approach to maintenance, on which the Developer will base its long-term asset maintenance strategy, will dictate the timing of the different maintenance activities to take place throughout the CDA term. A professional in-house Maintenance Management organization trained to address the CDA performance requirements regarding annual updates and a comprehensive inspection plan will provide the Developer with the necessary asset information to define and update the Renewal Work Schedule annually.



The Preliminary Renewal Work Schedule included in Appendix D.3 was defined using the following information and resources: CDA Book 2A – Performance and Measurement Table Baseline and Handback Requirements Inventory Analysis of Existing and Future Improvements for the Project Analysis of useful and residual life of Existing Improvements Traffic forecast analysis Experience on highway maintenance of both new and transferred facilities (i.e. the Indiana Toll Road with

more than 50 years in existence) The schedule in Appendix D.3 is produced at least at WBS Level IV detail. The schedule shows critical activities and tasks needed to complete renewal cycles. The Developer will expand and complete this Preliminary Renewal Work Schedule prior to Service Commencement Date of the first Project Segment to be completed.

C.1.5.b Document, Cost Control and Schedule Management System Schedules and Reports

a) Project Master Schedule The Developer and D&B Team will prepare the initial Project Master Schedule during the early phase of the Project, upon establishment of the major Project milestones, formulation of the preliminary scope and preparation of a preliminary estimate of major quantities. b) Detailed Project Schedule The Project Control Group will prepare a detailed CPM schedule showing the breakdown of engineering, environmental, procurement and construction activities, coded by commitment package. c) Construction Package Schedule Report This report will list all planned contracts and purchase requisitions and will detail the activities and interfaces with others. The Project Control Group will update and issue a complete report monthly for actual and forecast dates. d) Subcontractors Schedule and Progress Reporting All subcontractors will be required to prepare detailed CPM schedules demonstrating how they plan to execute the work to meet the delivery dates specified in their contracts. These schedules will clearly define all interface dates with others. The Project Control Group will monitor subcontractor schedules weekly and subcontractors will update their schedules monthly. Moreover, the Project Control Group will monitor subcontractor progress monthly and more frequently if deemed necessary by the Construction Manager, assessing each contract pay item for either percentage of completion or quantities installed. The Developer and D&B Team will use reports such as cost reports, labor distribution reports, forecasting reports and daily cost reports to manage and control the internal means of cost control. Such reports indicate the project budgets and productions needed to achieve them, which in turn will facilitate the project schedule. The Project Control Group will submit reports to upper level management on a daily, weekly and monthly basis. Managers will communicate project budget goals throughout the organization, even to personnel at the lowest levels of responsibility.

C.1.5.c Risk Identification, Assessment, Management, Mitigation and Allocation C.1.5.c.i – v Significant Risk Categories, Probability and Consequences

LBJ Development Partners’ approach to risk management is linked with its plans for quality control. That is, the Developer will identify activities that are inherently important to the success of the Project and identify those where problems in implementation may occur at some point.



The process starts with a collaborative analysis of project risks. The risks may relate to technical or project management issues or some combination thereof. Next, the probability of each risk occurring is estimated along with the potential impact to the project if it does occur. This “Risk Mapping” identifies not only the likelihood of risk, but also the impact of risk on the Project. Figure C.1- depicts a typical Risk Map.

Figure C.1-15: Risk Map

This categorization system is a common risk management device. It allows prioritization of risk into four categories: Low Significance / Impact, Low Likelihood: Risks in this category are neither likely to occur nor to have a

significant impact. They require minimal monitoring and control; unless later risk assessments show changed circumstances justify placing the risk in a different quadrant.

High Significance / Impact, Low Likelihood: Risks in this category may have significant impact, but with a low likelihood. These risks will be monitored to ensure that they do not occur or increase in likelihood. These risks are secondary priorities.

High Likelihood, Low Significance / Impact: These risks are low in potential impact, but have a high likelihood of occurring. These risks are manageable, but will be monitored to avoid unrecognized change in significance.

High Likelihood, High Significance / Impact: These are primary risks. They are both likely and high-impact. They are therefore critical to project success. The Developer/D&B Team will reduce the likelihood and severity of these risks using preventative controls, with the objective of eliminating them.

Initial mitigation and avoidance plans are documented for each risk. When a risk is considered highly likely or of severe impact, alternatives are defined giving more than one possible mitigation strategy. Managing risk then becomes a routine part of project work with particular attention focused on risks considered highly likely and of significant impact. Risk is regularly reviewed during progress briefings and adjustments made to the issues and mitigation strategies as needed. When a risk occurs, mitigation plans must be initiated and tracked to completion. The quality control management team will be heavily involved with the routine review of all items in this quadrant on a routine basis. The greatest risk to the success of the project will come from categories that exhibit the highest probability of occurring. These will be monitored more closely through internal audits or checks of each activity. Reports will be prepared on a weekly, monthly and quarterly basis to identify and track problem areas. For each problem area, a specific remediation plan will be prepared. This plan will then be monitored to ensure that the problem is corrected in a timely and cost-effective manner. The level of effort to mitigate a risk will be commensurate with the level of impact (cost) multiplied by the probability of occurrence. Risk Identification, Sensitivity Analysis and Allocation

Exhibit A to the Project Development Plan contains a Preliminary Risk Management Matrix that sets out a synopsis of principal risk areas, how they are commonly allocated, managed or eliminated, and provides a brief explanation of potential



consequences, likelihood and an indicative sensitivity analysis methodology. Major categories of risk identified in the Risk Matrix are design, construction, ROW, political/legal, financial, planning and approval, O&M and other events risks. It is important to highlight that in a concession model (i.e. Design, Build, Finance and Operate delivery method) the design and construction costs are included as a firm fixed price that accounts for specific financial close and operation dates. This agreement between the Developer and the D&B Team, included in the previous risk matrix as “back-to-back contract with contractor,” is the tool through which the Developer manages all the risks related to the design and construction process that would be directly borne by the contractor under a different delivery method.

C.1.6 Safety

C.1.6.a Preliminary Safety Plan The comprehensive Safety Plan for the Project will fully describe policies, plans, training programs, worksite controls and incident response plans to ensure the health and safety of personnel involved in the project and the public affected by the project during its duration. The project goal of Zero Accidents will govern the Safety Plan. Further, each person or entity employed in the work will understand that he or she is responsible for working in a safe manner and will be accountable for any failure to follow established safety procedures. The Developer’s project staff will actively work to ensure that construction operations do not put the public or the environment at risk. Because of its paramount importance, public safety is integral to the project design, as well as construction scheduling, planning, and implementation. All personnel, including subproviders, will receive thorough training on project-specific safety procedures prior to arriving at the site and will understand that there will be no tolerance for failing to follow the Safety Plan. In addition to undergoing safety training, subcontractors will provide input on sections of the Safety Plan that are relevant to their work efforts. Subcontractors will be required to notify the Developer immediately of all incidents arising out of or in connection with the performance of their work effort, whether on or adjacent to the project. Qualified operators will provide 24/7 system monitoring at the Traffic Management Center. The Developer and D&B Team will hire a sufficient number of Health & Safety Compliance Officers to ensure that all work is performed according to the Safety Plan and to provide proper health and safety training. The Health & Safety Compliance Officers will also quantify and transmit safety performance metrics to all appropriate project entities on a regular basis. Additionally, they will be responsible for ensuring that TxDOT and the project management team are informed immediately of any incidents on or adjacent to the project. Should circumstances warrant, the Health & Safety Compliance Officers will call in a prearranged team of accident documentation professionals to ensure that they have properly obtained and recorded all relevant information for future reference. Office Safety Coordinators will provide all new employees who will work in the various project offices with an initial health and safety orientation as soon as possible. This orientation will introduce field and office safety procedures, as appropriate, plus emergency procedures. The Developer and D&B Team will arrange for suitable externally accredited training in cases where Health & Safety guidance requires specialized training or when the level of risk involved in the work warrants special training. The Developer will also embark upon a series of OSHA-accredited training programs to enable project managers and their service delivery teams to receive training in health, safety and welfare. This will include the use of internal Health and Safety Bulletins, which provide short updates on health and safety issues and office safety reminders. The Proposer has devised preliminary safety plans for Construction and Operations and has included them in Appendix D.5, Preliminary Project Management Plan.



C.1.6.b Coordination with Fire, Security and Life Safety Committee The Developer will consult with TxDOT’s established Fire, Security and Life Safety Committee (FSLSC), and other Participating agencies as necessary, during all phases of the Project including design, construction and operations. All communications with the FSLSC and other Participating Agencies will be coordinated through TxDOT to assure that all parties are informed of the issues being discussed and decisions that are made. The Developer will initiate partnering sessions with committee members and other Governmental Entities and organizations including fire, police, emergency services, and motorist assistance agencies along the Project alignment (as listed in Table 24-1A of the CDA) to seek input on:

how best to ensure compliance with established fire and life safety and security requirements; ways to incorporate fire protection, security and life safety features into the design of all facilities; maintaining emergency access to construction areas, roadways, and adjacent properties throughout

construction, through appropriate traffic and construction phasing; ways to maximize the functionality of safety and security features and equipment during the O&M phase; compatibility of proposed systems and equipment with agencies’ existing systems and equipment; planning and results of emergency preparedness drills; requirements for emergency incident report creation, distribution and documentation; and emergency communications protocols, roles and responsibilities during the construction and O&M phases.

The Developer will set forth these matters in more detail in the Project Management Plan (PMP) to be submitted after award, including meeting schedules and other aspects of its plan to convene and consult the FSLSC. The PMP will also describe other matters described in section 24.2.5 of the Technical Requirements (Book 2A). The draft PMP is included as Appendix D.5.

C.1.7 Mentoring and Job Training

C.1.7.a DBE Utilization and Training Policy LBJ Development Partners’ labor and materials sourcing strategy embodies preferences in offering subcontractor-designated work to qualified DBEs (including small, small disadvantaged, women-owned, HUBZone, and service disabled veteran business concerns), as feasible. Human resource managers and project management personnel will identify the work activities that the Developer’s own workforce will perform based on best value assessments of each work activity and labor resource. Developer and D&B Team members are familiar with DBE requirements from their work on SH 130 and other projects. Co-General Contractor W.W. Webber has completed numerous TxDOT highway and aviation projects in compliance with TxDOT DBE requirements, including many in the Dallas-Fort Worth area. LBJ Development Partners has already contracted a number of potential subcontractors who may help the Developer and D&B Team meet the DBE goals. Although the Developer and D&B Team will not award contracts or purchase orders until the design is more fully advanced, the D&B Team has contacted 18 DBE subcontractors and suppliers who are potential participants in the project. Table C.1-6 is a list of those already contacted:

Table C.1-6: Potential DBE Subcontractors Contacted by LBJ Development Partners

Subcontractor Trade/Material Subcontractor Trade/Material S & J Electrical Service Electrical Highway Pavement Specialties, Inc. Saw & Seal Jona Contracting, Inc. Metal Beam Guard

Fence (MBGF) Cen-Tex Seeding, Inc. Seeding / Erosion

Control



Subcontractor Trade/Material Subcontractor Trade/Material Odum Services, LP MBGF Texas Environmental Seeding / Erosion

Control Statewide Guardrail Service MBGF Brenda Price Trucking Trucking J. H Painting Painting Clemons Trucking Company Trucking Striping Technology, Inc. Striping McRyan Hauling, Inc. Trucking Breda Company, Inc. Rebar K & S Utility Contractors, Inc. Underground Esssary, Hart & MacWilliam Reinforcing

Rebar Renaissance Contractors, Inc. Underground

Indus Construction, LP Rebar Choctaw Erectors, Inc. Concrete Structures

Additionally, LBJ Development Partners has identified the following sources as available resources to locate and solicit appropriate DBEs, and will utilize them as needed:

TxDOT/TUCP online DBE directory and other TxDOT-provided subcontractor listings; The North Central Texas Regional Certification Agency; The Small Business Administration’s Procurement Marketing and Access Network (PRO-Net); The Developer’s and/or its subcontractors´ internal vendor databases – created from letters of introduction,

prequalification documents and personal interviews with vendors; The Blue Book of Building and Construction – regional directory of building and construction vendors; The Associated General Contractors of America’s MBE Contractor Directory; The U.S. Department of Transportation’s Office of Small and Disadvantaged Business Utilization; National directories, such as National Directory of Women-Owned Businesses and National Directory of

Minority-Owned Business Firms; Minority-focused databases such as Minority Business Development Agency (MBDA) and the GSA’s Office of

Enterprise Development Vendor Profile Database; Minority-focused and other publications, such as Small Business Resource Guide and Federal Acquisition Report; and Minority-focused and other trade and professional associations, such as the National Foundation for Women Business

Owners, National Minority Supplier Development Council and the National Association of Minority Contractors. All subcontractors considered for Invitations to Bid by the Developer or its Contractors, including DBEs, are asked to complete a Prequalification Form. This form is reviewed internally by the Developer to evaluate the following areas of concern such as: (i) Quality of services and/or products; (ii) Pricing structure; (iii) Delivery schedule; (iv) Financial stability; (v) Safety record; (vi) Insurance/Bonding information; (vii) Experience; (viii) Personnel; (xi) Equipment. Additional information, if required, may be obtained from D&B reports, personal interviews and contact with business references. The following realistic percentage goals are presented below to reflect The Developer’s good faith effort to employ DBEs whenever possible in accordance with the regulations of the U.S. Department of Transportation (DOT), 49 CFR Part 26. Design and Construction Work Percentage

At least 12.12 percent of the total professional services subcontracting/procurement and total planned construction dollars will be offered to subcontractors and/or suppliers owned and controlled by socially and economically disadvantaged individuals. Some additional anticipated disciplines for DBEs that may be utilized include, but are not limited to:

design support; landscaping;



erosion control; trucking services; quality control laboratory services; curb and miscellaneous concrete paving; steel fabrication, supply and placement;

asphalt work; underground utilities installation; site prep work; and Metal Beam Guard Fence (MBGF)

installation. Additionally, the Developer will use its best efforts to utilize DBEs for the O&M Work as its team members currently do on other projects such as the Chicago Skyway Toll Bridge, Indiana Toll Road and SH 130 Segments 5 and 6. Job-Specific and Environmental Training Programs

Recognizing the value of proper training in preventing errors and accidents, LBJ Development Partners will invest the time and funds necessary to ensure fulfillment of all training requirements in accordance with the CDA. The Developer will provide subcontractors with training and manuals covering general job training, health and safety, environmental compliance and site-specific issues. Section C.1.7.d, Individual Job Training Program, provides more details on the Developer’s job-specific and environmental training programs, which will apply to Developer employees and subcontractors alike.

C.1.7.b DBE and Small Business Mentorship The Developer will ensure that each subcontractor fulfills the necessary training requirements, in accordance with the CDA. Contract language in all subcontracts will require training that meets or exceeds project requirements with monthly progress reporting. The Developer will rectify any deviation from the requirements promptly. The Developer will provide potential subcontractors with programs and manuals on Sample Safety, Job Training, Environmental Compliance and Site-Specific Issues to facilitate compliance. The Developer will provide reporting forms and submittal suggestions along with initial procedural assistance upon request, or as required to meet submittal schedules. Each person working at the facility, including newly hired employees, will complete introductory training prior to engaging in work at the facility. Introductory training will provide an understanding of the Developer/D&B Team’s quality, safety and environmental goals, commitments, issues, restrictions and construction limitations. Periodic training sessions at key times, such as prior to construction in environmentally sensitive areas, may be used to update workers on specific restrictions, conditions, concerns or requirements. The Developer’s Small Business Mentor-Protégé Plan will be based on techniques currently in use for mentoring DBEs on other projects in Texas and on TxDOT’s Learning, Information, Networking and Collaboration (LINC) program for DBEs, Historically Underutilized Businesses (HUBs), and Small Business Enterprises (SBEs). To be eligible for the program, a DBE/HUB/SBE must be a firm that performs a category of work or supplies a type of material included in construction and maintenance contracts and that has been certified as a DBE, HUB or SBE for at least one year. Firms interested in participating in this program must submit a Protégé application. Once selected, the Protégé must sign a Protégé Agreement committing to the time and efforts needed for a successful relationship. Through a series of meetings, Protégés will learn about business opportunities on the Project and with TxDOT and other clients as appropriate and will receive information to assist them in bidding and performing on contracts with these clients. Mentors will introduce the Protégés to key TxDOT staff and to other prime contractors and subcontractors to provide networking opportunities with those individuals. Some of the technical disciplines targeted for this extensive training program are construction methods, bidding, estimating, maintenance, professional services, financial/business management, bonding, computers and websites. Inherent in this training will also be discussions of how best to apply these services in the context of a CDA or a public-private partnership. The Developer’s team members employ some of the world’s best experts in this regard and will readily share this knowledge with its local partners. This is in the best interest of the Developer, its partners and the State



of Texas. Although several of these workshops will be open to non-DBE firms, the targeted audiences for the educational workshops are small and minority-owned businesses. In the short term, the DBE/Small Business Utilization Team will contact TxDOT and appropriate trade organizations for input in establishing the utilization/development plan for the project. They will establish the initial potential areas for subcontracting and supply agreements and develop a list of potential subcontractors and suppliers. The firms on this list will be canvassed to establish their needs for development and training. In the long-term, the plan will incorporate the needs identified in the implementation of the initial plan and establish a system for addressing these needs throughout this project. The long-term goal is to develop Protégés into viable and self-sustaining businesses, armed with new skills inherited in part from the Developer through working on the Project. The management team will establish administrative procedures for the DBE training program to address the needs of the target group of subcontractors and suppliers fairly and thoroughly. The procedures will be transparent to all and will promote accountability of leaders and participants through measurable goals and benchmarks. It will be necessary to conduct initial workshops with the target firms as early as possible. Ideally, this would begin within the first month of construction. The schedule for follow-ups will be tailored to the needs of the Protégé firms and individuals. The management team in charge of the workshops will conduct workshops on an as-needed basis to educate potential subcontractors on bonding and insurance. Outside sureties, underwriters and agents will provide the most up-to-date information possible. This will help in the prequalification process to ensure that Protégé firms will be ready to submit bids on future projects. Prior to construction, the management team will meet with potential small business and DBE subcontractors to ascertain each company’s economic and construction abilities. At that time, management can review the work, and, if necessary, divide it into segments to allow more small businesses and DBEs to acquire work.

C.1.7.c Evaluating Effectiveness of the Small Business Program The Developer will also establish the following evaluation criteria to evaluate the effectiveness of the Mentoring Program., which its team members have used successfully on other Texas projects:

1. Setting target goals for small or DBE participation. 2. Evaluating these goals on a pre-determined basis. 3. Evaluating participants’ progress on a regular basis.

C.1.7.d Job Training Program Each person working at the facility, including newly hired employees, will complete introductory training prior to beginning work at the facility. This introductory training will provide an understanding of the project’s goals, commitments, issues, restrictions and construction limitations as well as health, safety and environmental procedures. Periodic training sessions will occur at key times, such as prior to construction in sensitive areas, to update workers on specific restrictions, conditions, concerns or requirements. The Association of General Contractors has established meaningful plans for training, in cooperation with TxDOT and industry representatives. The Developer will analyze these plans and use them as a basis for developing the project-specific training plans. The Developer will obtain an initial list of critical crafts targeted by the plan from TxDOT and the program will provide this training and other training mandated by site-specific needs. The Developer will establish a meaningful training goal for each job classification and index it to the total number of workers assigned in each job classification.



C.2 Design-Build Management and Technical Solutions

C.2.1 Design-Build Management

Ferrovial Agroman, W.W. Webber and Bridgefarmer and Associates will carry out the design and construction work for the project. All CDA requirements relating to management of the design-build work will be assigned to the D&B Team. This includes the design subconsultants, suppliers and subcontractors who are an integral part of the team. The Construction Manager is responsible for ensuring that all aspects of the design and construction work are carried out in accordance with the contract documents, within budget and schedule and in accordance with current environmental and health and safety regulations. To achieve the proposed schedule, construction will overlap with design, which is in fact one of the key advantages of the CDA Approach. The D&B Team’s experience on similar projects has shown that continuous communication between construction and design personnel is essential to a successful project. The Construction Manager will foster this communication and ensure requirements of the D&B Agreement with the Developer are fulfilled by liaising continuously with all D&B Team staff.

C.2.1.a Design Approach The Developer, through the D&B Agreement, will engage the D&B Team (Ferrovial-Agroman, W.W. Webber and Bridgefarmer) to carry out the Design Work. The D&B Team will be responsible for all CDA requirements relating to management of the Design Work. This also extends to the design consultants, suppliers and subcontractors that are an integral part of the organization. The Developer will oversee all design operations and related issues through its D&C Director who will report directly to the CEO. A Registered Professional Engineer reporting to the D&C Director will perform final QA/QC checks and sign off on designs prior to submittal to TxDOT and the IE in accordance with CDA requirements. The D&B Team's Design Team will be managed according to the structure set out in the organization chart in Section C.1.1.a (Figure C.1-12) and in the abbreviated chart shown below (Figure C.2-1: Design Team Organization). The resources will be comprised of the following three groups:

1. The Design Management Team (DMT), responsible for managing the design and led by the Design Manager (part of the Key Personnel), who will report to the Developer’s D&C Director.

2. The Design Consultant Organization (DCO), consisting of Bridgefarmer’s assigned engineers who will report to the DMT.

3. Other Subconsultants to be determined. The DMT will consist of a Roadway Design Manager, a Structural Design Manager, a Geotechnical Engineering Manager, a Utility Manager and a Chief Surveyor. These individuals will report to the Design Manager, who in turn will report to both the Construction Manager and the Developer’s D&C Director. The Design Consultant Organization is also illustrated Figure C.1-12. This organization is led by the Design Consultant Project Manager and integrates several discipline leaders responsible for teams of engineers. Ample resources will be allocated to ensure timely completion of the activities shown in Appendix D.3: Project Schedules.

TxDOT

Developer (D&C Director)

D&B Team (Design Manager)

Design Consultant Organization(Design Consultant Project Manager)


D&B Team (Construction Manager)



Figure C.2-1: Design Team Organization

Design Management Team:

D&C Director

Geotechnical Engineering Manager

Structural Design ManagerUtility Manager

Chief Surveyor

Roadway Design Manager


Design Manager

Design Consultant Organization:

Electrical/Illumination Task Leader

Structural Design Task LeaderDrainage Design Task Leader

Geotechnical/Pavement Design Task Leader

Roadway Design Task Leader

Design Consultant Project Manager

Developer

Lead Design Consultant /

Subconsultants

D&B Team

Environmental/Landscape Task LeaderOther Subconsultants (TBD)


The D&C Director will be both the responsible party and the main contact for permitting and any ROW-related issues. The Developer and D&B Team will set forth detailed procedures to address permitting requirements in the final Project Management Plan. Environmental Permitting

Environmental requirements and measures that will be outlined in the Environmental Compliance and Mitigation Plan (see Section C1.4.b for more detail) will be incorporated into the design criteria. The design discipline managers, Environmental Compliance Manager, Public Information Manager and Design Quality Manager will monitor adherence to these criteria using checklists at each design milestone. ROW

The Developer anticipates that no additional ROW beyond that outlined on TxDOT provided schematics will be required. The additional ROW required will be acquired by TxDOT. (see CDA Book 2 attachment 07-1A and attachment 07-2A for properties to be acquired and already acquired by TxDOT, respectively). Surveying

The Proposer and D&B Team have already conducted partial field survey studies to validate the existing topographic and DTM information and to incorporate the updated topographic data into the earthworks take-off. A complete aerial survey will be carried out as one of the earliest design activities. The Developer will coordinate closely with TxDOT, NTTA, Counties and other authorities during surveying activities to ensure the safety of personnel and to minimize disruption to the traveling public. More detailed ground-based survey data will also be obtained at cross streets, bridge and culvert



locations, existing roadways and other locations of interest. All survey work will be conducted in accordance with TxDOT standards and CDA requirements. Utility Adjustment Work

The Utility Manager will interface between the Developer and the Utility Adjustment work. The D&B Team will communicate, cooperate and coordinate all activities with the Developer, Utility Owners and other potentially affected entities to ensure that Utility Adjustment Work is performed properly and in accordance with Project requirements. Community Relations

The Developer will implement a Public Information and Communications Plan, as detailed in Section C.1.3 of this Project Development Plan.

C.2.1.b Design Coordination and Delivery Bridgefarmer’s Project Manager will serve as the Design Consultant Project Manager (DCPM), reporting to the Design Manager, and responsible for managing the Design Consultant Organization. The DCPM will be responsible for ensuring timely completion of all design packages; completion of the quality control process; securing approval of all designs from the Design Quality Management Team, the Design Manager and the Developer; and timely delivery of all designs to the IE and TxDOT. Only one Lead Design Consultant (Bridgefarmer) will be designated, but when required, the Design Manager will integrate others into the project. In this case, the Design Manager will be responsible for ensuring a coherent and consistent design throughout the process and full compliance with the CDA requirements. The DCPM, main discipline leaders and a significant portion of the Design Team will be based in Dallas, in an offsite design office. Within the Design Team, communication will generally follow the chain of command so that it is conducted in an orderly manner to progress the work. Formal interaction and communication between the Design Consultant Organization and TxDOT will be conducted through the D&B Team’s Design Manager, under the oversight of the Developer. Informal communications will also occur. Managers and Task Leaders are responsible for using their judgment to determine when formal or informal communication is most appropriate to progress the work. The D&B Team, under the coordination of the Developer, will conduct design management meetings frequently (at least monthly) with the IE and TxDOT, to discuss the design work progress and coordinate auditing of design products. The Design Manager will notify the appropriate individuals in advance of such meetings via e-mail. Design Management Meetings will be attended by the Design Manager or designee, Design Consultant Project Manager, key Design Team members, consultants, the Developer, the IE and TxDOT. Design work products and deliverables will be submitted to the Developer (D&C Director) who will deliver them to the IE and TxDOT, as defined by the CDA. (The D&C Director may delegate this function to the Design Manager.) Documents will be transmitted via Document Control with a transmittal cover sheet. The secure Project Extranet site, previously described in Section C.1.2.e, will facilitate sharing of data between the various design offices. It will allow authorized team members to store and access project data, progress meeting minutes, draft text and drawings. It will be a key tool for ensuring the correct flow of information between the parties and within the Developer’s organization. To ensure consistency and quality of design, the Design Manager will maintain a list of design inputs that require control (such as survey, geotechnical, traffic, as built drawings, various reports, technical standards, specifications, codes etc.). The Design Consultant Quality Manager (DCQM) verifies that the inputs are addressed and develops quality procedures



to address their adequacy and accuracy where required. Checklists, independent reviews and verification procedures, utilizing the expertise of Task Leaders and other design supervisors are utilized to achieve this goal. Specifically, engineering drawings and other design outputs (e.g. plans, specifications, calculations, reports, etc.) must contain or make reference to acceptance criteria and must identify those characteristics of the design that are crucial to the safe and proper execution of the project, to the safe and proper operation of the highway and to compliance with environmental requirements. The Design Manager will also create and maintain a checklist specifying the correct format and content of design outputs. Design engineers are responsible for ensuring that their design outputs can be verified and validated against design input requirements.

C.2.1.c Construction Management Approach The D&B Team’s philosophy for managing construction will be first to ensure the safety and convenience of the traveling public and construction personnel; second, to maintain mobility and minimize disruptions to users and adjacent facilities; and third, to provide project improvements of high-quality design and construction in an expedited manner, allowing the facility to open to customers as soon as possible. During the proposal stage, the D&B Team has identified critical project development activities and advanced those activities to allow the team to minimize the duration of the construction work. The design-build nature of the project results in the integration of the design and construction such that the treatment of one activity is specifically considered for its impact on all activities. It is anticipated that design, utility relocations and initial construction activities will all overlap. With this strategy, a significant portion of the proposed work can be completed while utility relocation is underway. This approach will be supported by the extensive planning and preliminary work performed during the proposal stage. Integrating Design with Construction

Ferrovial Agroman and W.W. Webber will serve as the General Contractor during construction. The D&B Team’s experience on similar projects has shown that close communication between field and design work and a partnership relationship with the Developer are key elements of a successful project that encourage creativity and innovative ideas and emphasize the importance of high-quality design that works in the field. The organizational structure of the D&B Team takes advantage of the design-build process through continuous communication and collaboration. Dividing and Controlling Work

To minimize the duration of the construction work and utilize resources in an efficient manner, the work will be divided into functional and geographic segments. Segment Construction Managers and construction teams will be assigned to each segment allowing work to proceed in multiple locations simultaneously. Regular meetings between the Segment Construction Managers and D&B Team management will be the primary means to share information and control construction work, while at the same time minimizing impacts to traffic. The relationship between all departments within the D&B Team during construction is set out in the D&B Team organizational chart (Figure C.1-13).

C.2.1.d Staged Construction Management Approach The personnel responsible for management of staged construction will follow a strict policy for coordination meetings with O&M personnel. Other procedures to be implemented in pursuing successful staged construction include:

displaying notifications of upcoming construction on the Project website; notifying local radio, television and newspaper outlets and local authorities of upcoming construction;



marking construction work areas with advance warning signage and protecting work areas with concrete traffic control barriers and crash cushions.

designing lane widths and roadway geometries to minimize abrupt changes in traffic patterns; maintaining adequate lighting in and around construction work areas; performing maintenance activities during off-peak traffic times to avoid disruption to the traveling public; and handling any maintenance work that is considered a hazard and requires prompt attention in the most

beneficial way without compromising safety or causing disruptions for the traveling public. Cintra and Ferrovial have proven experience in reconstruction and widening of toll roads under very heavy traffic volumes, as demonstrated in the widenings and upgrades successfully carried out on the 407 ETR in Toronto, the Indiana Toll Road and the Chicago Skyway. We understand that there are two key elements of success in this regard: a close follow-up of all construction related activities by both the construction management and O&M teams, and demanding standards for traffic diversions and impacts, which not only comply with, but exceed current standards.

C.2.2 Design-Build Quality Management

Organization for Design and Construction Quality Management

The D&B Team’s Design and Construction Quality organization’s mission is to ensure that all design and construction work is carried out with the highest regard for quality and compliance with CDA requirements. This organization is presented in Figure C.2-2 and consists of the following personnel:

Design and Construction Quality Manager (DCQM) – QA/QC professional with recognized experience in similar projects. The résumé of the approved key individual, Esteban Trigueros Castaño, is included in Appendix D.1.

Corporate Design Quality Manager – a QA/QC professional who will provide independent reviews of design work on behalf of Ferrovial Agroman.

Quality Control Leads (QC Leads) – A team of two QC Leads will control laboratory deliverables fieldwork. Both Leads will be qualified engineers with specific QA/QC experience.

Quality Control Technicians (QC Technicians) – Senior technicians with specific experience in QA/QC. Laboratory Technicians – A team of Lab technicians proficient in TxDOT laboratory procedures. Document Control Personnel and Administrative Assistant – Control and archive of records. Support to entire

QA/QC team. The DCQM will report to the Construction Manager, with indirect reporting to the Developer’s Quality Director. The DCQM will communicate frequently with other D&B Team managers whose functions are critical to design and construction quality, including the Design Manager, Deputy Construction Manager, Environmental Compliance Manager and Health and Safety Manager. The DCQM will also maintain communications with Ferrovial’s Corporate Design Quality Manager, who will provide additional independent reviews of design work.



Figure C.2-2: D&C Quality Organization

TxDOT

Quality DirectorConstruction Manager

Document Control Personnel

QC Technicians

QC Lab Technicians


Environmental Compliance Manager

Health and Safety Manager


CorporateDesign Quality Manager D&C Quality Manger

QC Lead

Design Manager and Deputy Construction Mgr.

In addition, the Developer will form a Technical Assistance Group (TAG) to oversee the project, following a quality management program consistent with commonly accepted standards for highways in Texas. The main duties of the TAG will be:

detailed design reviews; review of design modifications;

technical supervision of construction work; and assurance control of construction work.

To approach these tasks, the TAG will consist of a highly specialized team of engineers, surveyors and scientists reporting to the Developer’s Design and Construction organization. The TAG’s organizational structure is set out in Figure C.2-3.

Figure C.2-3: Technical Assistance Group Organization

TechnicalAssistance Manager

Database Technical Support

Administrative Support

DesignReview Team

Process / Construction

Auditing Team

Management Systems Auditor

Verification Testing

Manager

Verification Survey

Manager

Design Review Manager &- Reviewer: Highway- Reviewer: Structures- Reviewer: Env./Drainage- Reviewer: Electrical

- ConstructionAuditors

- EnvironmentalAuditor

- Lab Technicians- Field Technicians

- Party Chiefs- Survey Technicians

Developer’sTechnical Manager




C.2.2.a Design Quality Management Design Deliverable Process Design deliverables will undergo the following process to ensure appropriate consideration of constructability, usability, reliability, maintainability, availability, operability, safety, cost, aesthetics and compliance with requirements and standards. The ultimate responsibility for the quality of all design documents produced by LBJ Development Partners rests with the D&C Director. Formal reviews will be conducted in accordance with the D&B Team’s formal design process procedures. Regularly scheduled design team meetings and utility coordination meetings will take place as directed by the Design Manager. Action Item Logs will be updated and design directives issued to document significant design actions, as necessary. Topics of the meetings include:

Tracking and resolution of design issues and non-conformities. Discussion/agreement on project requirements related to design objectives. Performance of ongoing constructability reviews. Communication of construction priorities and schedules. Tracking progress of design development.

Designated representatives from TxDOT may be asked to perform informal reviews at any time during the life of the project. The reviews are not hold points that restrict the progress of design, but give TxDOT the opportunity to provide comments and feedback or simply to examine the progression of the design. LBJ Development Partners provides unrestricted access to all activities within its quality program for greater efficiency. Interdisciplinary/Constructability Review (ICR) This is performed by LBJ Development Partners’ design and construction personnel, stakeholders and TxDOT (which will be asked to participate) on all planned submittals. ICR considers:

Tracking and resolution of design issues, changes and nonconformities. Consistency with design concept objectives. Adequacy of information on the plans and specifications to construct the work. Other aspects that can affect the construction, such as site restrictions, the economics of the proposed construction, the

availability of materials, construction equipment requirements and local workforce availability, and Survey verification. Consistency with environmental mitigation requirements. Maintainability features. Practicality of achieving specified tolerances, the access needed to properly install or construct work elements,

and interdisciplinary conflicts (construct the work). Proper incorporation of review comments from prior reviews, if any.

Plan Package Assemble Review

This review involves successively higher levels of responsibility, culminating with the Design Consultant Project Manager and Design Manager. It is the last technical review of an RFC design package before the DCQM examines it to formally certify its compliance with the Project Management Plan. This verification ensures that the package is complete, that all prior review comments have been incorporated therein and that the package is suitable for Released for Construction (RFC) and submittal to TxDOT for acceptance. The DCQM will perform a QA audit to certify that plans, specifications, calculations and design reports in each submittal at every design stage have been checked, reviewed and properly signed off. Formal Review by TxDOT/Federal Oversight/Stakeholders

Plans and specifications will be certified by the DCQM prior to being submitted for TxDOT and Stakeholder Review. Drawings and specification packages will be submitted for review to solicit and resolve comments and concerns from TxDOT, Federal Oversight and affected local jurisdictions throughout the design process.



Review Comment Resolution Meeting

Comments resulting from DCR, ICR or TxDOT/Federal Oversight/Stakeholders Review will be consolidated on "Review Comment Summary and Resolution" (RCSR) forms. Each comment will be reviewed and investigated by an appropriate senior engineer, who will formulate and record a response. After review of the response by the Design Manager, comments will be collated, copied and distributed to the reviewers. A Review Comment Resolution (RCR) meeting will be held to achieve mutual agreement on the disposition of each review comment. The disposition method will then be entered into the RCSR sheets. The RCSR sheets become part of the retained quality records and examined in the QA audits. LBJ Development Partners’ Design Review process is illustrated in Figure C.2-4.

Figure C.2-4: Design Quality Flowchart

Design Element

Designer’s Office

D-B Team Design Office analyzes and reviews initial conceptual design

D-B Team Design Office and Design Consultant develop initial conceptual design

Design Development:Design Consultant advances the work.

D-B Team Design Office and Design Consultant engage in daily contact and regular meetings to

coordinate design elements.

Design Modification:Design Consultant

reconciles comments with Independent

Engineer and revises design element if

necessary.

Design Consultant conducts internal QA/QC reviews of design element.

D-B Team Design Office Reviews design element for constructability and cost efficiency.

Independent Engineer (IE) reviews design elements and provides comments to D-B Team, as follows:

1. Acknowledge design;2. Acknowledge the design with comments; or3. Modify the design.

Construction Processes:Sections 1.8 and 1.17 of the Process Procedures

Manual outline construction processes.

Acknow

ledged design issuedA

cknowledged

design issued

Item

s 2

and

3

Item

s 2

and

3

Item

1Ite

m 1

Erro

rs, q

uerie

s, e

tc.



Internal Process for Design Reviews

Submittal and approval of each document will undergo the QC procedure listed below. The procedure will be coordinated through a secure internet site. The individual responsible for implementing QC functions will have suitable experience and knowledge of the process for proper review of the document. The general procedure for submittals will be as follows: 1. Each initial submittal will be noted as a “Draft” document, and will have a QC transmittal form attached. This form

identifies the document undergoing QC, the technical reviewer performing the QC function, and each item requiring attention. This form is also used to transmit shop drawings, equipment data, material samples or manufacturers’ certificates of compliance.

2. When making edits to the document under review, use Track Changes mode. 3. Once all edits have been made and the initial QC procedure is complete, the individual responsible for

implementation of QC will sign off on the document being reviewed as the checker of record, 4. Once the document has been reviewed, signed, and dated, the technical reviewer will return the review document

and QC transmittal form to the author or appropriate manager. 5. Upon receipt of the reviewed document, the author or manager will acknowledge those items of nonconformance

that he/she agrees need corrective measures. For disputed items of nonconformance that cannot immediately be resolved, the author is responsible for resolving the differences. The technical reviewer must concur with the resolution of the disputed item by signing the appropriate item of the QC transmittal form or requiring a subsequent QC review.

6. The author will keep hard copies of documents upon which QC comments were made, for insertion into the project file. Reporting Relationships

Each firm within LBJ Development Partners will be responsible for its own QC process. Each firm will submit a signed checklist along with its deliverable, to the next higher firm on the Developer’s organization chart. The person who completes the checklist will be a peer, or higher, of those who produce the product, and will not have been involved with the preparation of the product. Each firm’s quality manager, who will have reviewed the previously completed comments and dispositions for the work product, will also sign the checklist. The DCQM will complete periodic reviews of the performance of the QMP and produce quality assurance and improvement reports. TxDOT Communication and Oversight

The Developer will determine and implement effective arrangements for communicating with TxDOT on all aspects of the project regarding: consistency with design concept objectives, project information, inquiries, contract or change order handling, including amendments, TxDOT feedback, including TxDOT comments and monitoring notices. A quality task force at the onset of the project is established to discuss issues related to the Quality Management Plan and to establish a line of communication between LBJ Development Partners and TxDOT’s oversight and quality staff. Quality management meetings, including TxDOT and Developer quality team representatives, will take place at least monthly throughout the design and construction of the project. Issues that involve possible changes to in-progress work are assigned as action items to a responsible party, logged and tracked to resolution. Changes to future work and designs are tracked in the meeting minutes and, when resolved, are forwarded to the affected manager. Design changes, no matter where originated, are communicated between Construction, Design and TxDOT, and documented before the changes are built. TxDOT participation in weekly status meetings with the Developer to discuss organizational and technical agenda is encouraged. At any of these meetings, issues, concerns or complaints may be presented, discussed, formally resolved and documented promptly. A methodology of handling issues will be mutually established and agreed upon at the early



stages of the CDA and through partnering processes. TxDOT oversight staff members conducting formal reviews of design submittals, as well as other TxDOT representatives, are encouraged to sit with design staff prior to and at RCR meetings. Independent Engineer (IE) Involvement

LBJ Development Partners will cooperate and coordinate with the IE in its performance of oversight, inspection, testing and auditing respecting the design and construction work, in accordance with CDA Section 7.11.1 and the Independent Engineer Agreement. The Developer will provide the IE with safe access to the Project and related office facilities and will provide the IE with accurate and complete books, records, data and information on request, in the format specified in the Technical Provisions. Documenting Design Quality Management

Document Register

A document register will be prepared for each technical discipline. Information sufficient to portray contents clearly, including author, purpose and date, will be included. If the Developer requires additional information or clarification from TxDOT, a Request for Information/Clarification form will be submitted. A Request for Information/Clarification log will be used to track these requests. Change Orders

A change order will be submitted to TxDOT via serial letter when a change to the contract is required or desired by TxDOT or the Developer. Serial letters are to be used for correspondence between the Developer and TxDOT when appropriate. Document Control personnel will log all serial letters and track their responses. Evaluations and Documentation

Checklists, comments, and their disposition will form the basis for quality documentation. The final checklists for each phased submittal will be delivered “up-the-chain” of the Developer’s organization chart with each submittal. Each firm will retain all comment and disposition forms for each submittal during the completion of the task. At the conclusion of each major work product, electronic versions of all checklists, comments and dispositions will be submitted to the DCQM. The DCQM will review all checklists, comments and dispositions to evaluate where improvements may be made to the work products, retaining electronic quality documents, as well as all Quality Assurance Reports. Design deficiencies will be documented during QA/QC review.

C.2.2.b Construction Quality Management The DCQM will have the authority to effect changes to improve construction quality whenever a failure occurs. This includes changes in the internal process for design reviews and QA/QC roles. The D&C Quality Manager will be responsible for resolving any failures and will prepare, modify, validate and deliver any document related to the quality assurance system, in agreement with the Developer. The D&C Quality Manager will be responsible for carrying out acceptance testing and inspection during the construction phase, and will interact with the IE. The D&C Quality Manager will inform the Corporate Quality Manager of events related to quality as needed. Procedures, inspections, tests and all documents related to the construction phase will be submitted to the Developer who, in turn, will deliver them to the IE, and TxDOT/Governmental Agencies as defined in the CDA. Documents will be transmitted with a transmittal cover sheet via Document Control personnel, as specified in the Project Management Plan. Quality control includes management and monitoring of construction inputs and outputs at all levels, as outlined below.



Progress Reporting to the Developer

The Construction Manager will prepare a monthly progress report and submit it to the Developer no later than five working days after the end of each calendar month. The report will detail the progress achieved in the previous month and will compare actual progress to planned progress. The Developer will review progress against established milestones and take corrective action if necessary. Work Plans and Method Statements

Work Plans and Method Statements define the proposed method for executing a specific element of work, taking into account the particular requirements of the project including site conditions, safety hazards, contract drawings, specifications and industry practice. They define the proposed use of equipment, labor and materials. Needed permits are identified and may be supplemented by drawings, sketches and product data as necessary. The principal aim of a method statement is to ensure that:

risks are assessed; safe working methods are defined; workers are aware of the risks associated with the task; tasks are thought out in advance of field performance; and resources are available prior to task commencement.

Acceptance Testing and Inspection

Testing of Materials and Workmanship will be in accordance with the CDA documents. Oversight by the Independent Engineer and by TxDOT is defined in the CDA. The process for acceptance testing and inspection is outlined below:

Testing and sampling will be carried out by the D&B Team. Specific “Hold Points” for the activity will be identified in the Inspection and Test Plans for each of the work activities

if required. The issued procedures describe the process of inspection, testing, reporting and the control of non-

conformances. Product conformity certificates and external test results will ensure that they are acceptable. All proving

records will be kept for verification and release of Hold Points, as required. Measuring equipment will be calibrated and maintained at intervals recommended by the supplier of the equipment,

and at a minimum, intervals required to maintain accreditation. The results will be recorded on Instrument checklist documents.

Remedial and preventative actions taken in accordance with non-conformances, will receive the concurrence of the D&C Quality Manager.

Control of Inspection, Measuring and Test Equipment

The D&B Team has established and maintains control procedures to ensure that inspection and control activities will be implemented whereby all equipment used in the inspection, measurement and testing is maintained and calibrated. All measuring equipment having a bearing on Quality will have a tag, sticker or other marking, indicating its calibration status. Records of the results of the calibration tests of the measuring equipment are maintained and will include, details of equipment, type, frequency of checks, check method, acceptance criteria and actions taken when results are unsatisfactory, e.g. re-testing. The ability of the software used for monitoring and measuring to satisfy the intended application will be confirmed prior to initial use and, later, while in use.



Inspection and Test Status

LBJ Development Partners’ Quality Management System ensures, via established procedures, that the inspection and test status of each part of the work is evident at all stages of construction. Inspection records generated on a contract show either compliance to the specification or non-compliance via Non-Conformance Reports, until resolved. Items or parts of the works that do not conform to the specified requirements are identified by the means of a Non-Conformance report (NCR). The NCR notifies quality management personnel of the time, date, location and the nature of the non-conformance. These items or parts of the work are only deemed acceptable to become part of the work when the NCR has been satisfactorily resolved. Completion of a particular part of a project is achieved only when the appropriate records identify completion of work together with any inspections and proving tests completed, giving acceptable records. Where traceability is a requirement, the D&B Team will control and record the unique identification and location in works to the extent specified in the Contract documents. This will apply to non-conforming products released after satisfactory inspections/tests, as applicable. Independent Engineer (IE) Involvement

The Developer will cooperate and coordinate with the IE in its performance of oversight, inspection, testing and auditing respecting the design and construction work, in accordance with CDA Section 7.11.1 and the Independent Engineer Agreement. The Developer will provide the IE with safe access to the Project and related office facilities and will provide the IE with accurate and complete books, records, data and information upon request, in the format specified in the Technical Provisions. Documenting and Correcting Deficiencies and Noncompliance Issues

LBJ Development Partners has established and maintains a procedure used for identifying non-conformances within its Quality Management System. Such occurrences require the implementation of corrective actions where evidence of failure within the Quality Management System is apparent, or where potential failure within the Quality Management System exists. Corrective action is taken in accordance with established procedures to:

review and investigate the cause of non-conforming products or work by analysis of all relevant processes, work operations, concessions, quality records, audit observations, complaints and initiate corrective action to prevent recurrence;

initiate preventive actions to deal with problems to a level corresponding to the risks encountered; apply controls to ensure that corrective actions are taken and are effective; and Implement record and review changes resulting from corrective and preventative actions in the procedures,

and for general improvement of the Quality Management System. Integrating Construction with Design Activities

A significant number of professionals will be dedicated to integrate the design activities in the construction activities, including TxDOT oversight, quality-related activities and conformance with federal oversight requirements. The interface and coordination between the Developer and D&B Team is vital for the success of the project. Since Cintra, Ferrovial Agroman and W.W. Webber share the same corporate culture as part of Grupo Ferrovial; communications between the three companies are extremely effective. This undoubtedly brings additional value to the project. During the proposal stage, these companies have worked together, along with Meridiam, even sharing the same building to facilitate communication and interaction. For that reason, the Proposer team members have been able to exchange and discuss ideas related to the Project on a daily basis, making sure that the final proposal will guarantee great constructability, high-quality design and low maintenance cost.



From experience developed over the past decades between Cintra and the D&B Team, many lessons have been learned. The Proposer has improved its interface methods and renewed its work techniques with each new project, which allows the Proposer to propose aggressive work schedules with total confidence. The Proposer has implemented new strategies for construction over the years to identify critical issues in each individual project with opportunity to improve performance. Cintra and Ferrovial have learned by direct experience how decisions made at the design stage affect the life cycle cost of the project. Cintra and Ferrovial have tested many different technical solutions at the design and construction stages and have checked their performance over the years during O&M. For those reasons, LBJ Development Partners has incomparable experience in design procedures that minimize the overall cost of a project. Carrying out design and construction with the ultimate goal of developing a low-maintenance, durable facility is one of the most important factors in each project. A good example of this interface during the proposal stage is pavement design, where the Developer and the D&B Team have worked together to produce life cycle-optimized design that provides a high-quality pavement over the term of the concession and optimizes maintenance costs. Based on experience, the Proposer team members have developed their own quality standards, which in many occasions are stricter than TxDOT’s, for instance in terms of ride quality. O&M staff will be involved in preliminary design and in the identification, development, programming and detailed design. To this end, the Roadway Operations Director and staff will undertake regular discussions with the D&B Team throughout the design phase. More specifically, some measures that have been included in this proposal to improve the performance of the project from a maintenance point of view include:

use of a protective paint coating on MSE walls that would also improve the overall aesthetics; use of epoxy-coated steel in structures; and installation of a complete network of irrigation systems exceeding TxDOT’s requirements to save regular

maintenance costs. Conformance with Federal Oversight Requirements

LBJ Development Partners recognizes that if federal funds are involved in financing the project, TxDOT, FHWA and their Authorized Representative will have the right to provide certain oversight, inspection and technical services with respect to the Work to ensure that it complies with FHWA, USACE or other applicable federal agency requirements. The Developer will cooperate with TxDOT and FHWA in this respect, coordinating inspection and oversight through the CEO. The Developer will comply with federal requirements applicable to transportation projects receiving federal funding, as set forth in CDA Exhibit 8. Subcontractors will also be required to comply with these requirements. LBJ Development Partners understands that federal requirements will prevail in the event of conflicts between CDA provisions and federal requirements. The Developer will provide compliance certifications and milestone payment schedules required in connection with TIFIA. The D&B Team procedures for evaluating continuous improvement contemplated as part of this project are further detailed in the Process Procedures Manual, which is Exhibit 1 to the Preliminary Project Management Plan attached to this Proposal as Appendix D.5. The relevant sections of the Process Procedures Manual include Chapters 1.1 Management Review, 1.10 Corrective and Preventative Action,1.11 Internal Audits and 1.17 Quality Assurance Management.

C.2.3 Design-Build Technical Solutions

The Developer has developed project engineering concepts and solutions for cost and time-effective construction of the Project. LBJ Development Partners has studied all the available data released by TxDOT through addenda to the RFP,



and has developed enhancements to TxDOT’s original design schematics throughout the project. LBJ Development Partners’ roadway geometrics are based on schematics provided by TxDOT, with adjustments to horizontal and vertical alignments to ensure conformance with the various technical requirements stated in Books 2A, 2B and TxDOT’s Roadway Design Manual. Appendix D.2.8 includes full-size Plan and Profile Schematic drawings, at a 1:200 scale, plus Construction Sequencing and Structural Arrangement sheets. As part of the overall objectives of pursuing innovation, optimization and obtaining the best value for the public, LBJ Development Partners has implemented the following Alternative Technical Concepts that were approved by TxDOT: ATC 5 is associated with the material to be used for the fabrication of the standpipe system. LBJ Development Partners proposes to use PVC for the standpipe system instead of the required galvanized steel for buried pipe application, as specified on the RFP Book 2A. Exposed piping will be galvanized steel. This design deviation offers several direct benefits:

increases the anticipated life of the item due to the inherent corrosion resistance of the PVC piping. reduces construction cost while providing the same level of construction quality as galvanized steel pipe.

ATC 6 proposes temporarily divide Toll Segment 3, as defined in Book 1, Exhibit 4, Section B.1, into two smaller interim Toll Segments 3A and 3B, as defined below:

Segment 3A: Dallas North Tollway to east of Preston Road (1.18 mi.) Segment 3B: East of Preston Road to Greenville Ave. (3.45 mi.)

The purpose of dividing Toll Segment 3 is that the limits as defined in the CDA do not coincide with the entrance and exit points to and from the Managed Lanes. By temporarily dividing Toll Segment 3 into two Toll Segments as defined above, it is anticipated that Service Commencement can be achieved for Toll Segment 3B much sooner than for Toll Segment 3A. Upon Service Commencement of Toll Segment 3A, the interim Toll Segments would no longer apply and the CDA would then function in accordance with the original Toll Segment configuration (subject to any other TxDOT approved changes). Other ATCs that were approved, but could not be included in this Proposal are: ATC 2. This ATC is associated with the IH 635/DNT interchange. A wraparound managed lane concept is proposed at this interchange in place of the original depressed lane concept along the IH 635 centerline. This ATC would shift the Managed Lanes to the outside of General Purpose lanes at the DNT to avoid construction of IH 635 bridges over the DNT. This alternative design offers several direct benefits:

minimizes impacts to traffic on both IH 635 and the Dallas North Tollway; avoids reconstruction of the existing IH 635 bridges over DNT; reduces the number of levels for the proposed interchange of IH 635/DNT (cost benefit); does not change the existing or proposed traffic operations at this location; and reduces time required to build all the improvements required at this intersection.

ATC 8. This ATC proposes to incorporate two new direct connectors in the IH 35/IH 635 Interchange that will connect the IH 35 Managed Lanes south of the IH 35/IH 635 Interchange with IH 35 north of the Interchange. The connectors go from IH 35 Managed Lanes Northbound to IH 35 General Purpose Lanes Northbound; and from IH 35 General Purpose Lanes Southbound to IH 35 Managed Lanes Southbound. ATC 8 effectively allows motorists on IH 35 E in the vicinity of the interchange to use the IH 35E Managed Lanes even when they are not traveling to IH 635 and will reduce congestion on IH 35E between US 12 and north of the IH 35/ IH 635 Interchange by making IH 35E Managed Lanes available to through traffic on IH 35 E.



ATC 9. This ATC proposes the construction of two new single-lane ramps located between US 75 and Park Central to enhance connectivity between the IH 635 Managed Lanes and US 75. One ramp will begin just before the southbound and northbound connectors on US 75 and will afford motorists the option of merging directly into the westbound IH 635 Managed Lanes. The second ramp will start as an exit from the IH 635 Managed Lanes, allowing motorists to merge onto existing direct connectors to the northbound and southbound lanes of US 75. ATC 9 will effectively provide eastbound motorists a direct exit and westbound motorists with a direct entrance to the IH 635 Managed Lanes at the US 75 interchange, bypassing forced travel of approximately one mile in the General Purpose Lanes. The solutions proposed in ATCs 2, 8 and 9 enhance the ease of use and connectivity of the Managed Lanes while simultaneously reducing congestion in General Purpose Lanes. LBJ Development Partners believes that these ATCs merit further consideration and is committed to finding a solution in cooperation with TxDOT to incorporate them into the Project after conditional award.

C.2.3.1 Roadway C.2.3.1.a Pavement Design

LBJ Development Partners recognizes the long-term benefits of properly designed and constructed pavement sections and have incorporated recycled materials into the design for a more environmentally sensitive project. A well designed and properly constructed pavement segment will reduce maintenance costs and maintenance-related delays, thereby increasing safety and traffic mobility on the Project, and reducing long-term life cycle costs. LBJ Development Partners has developed preliminary flexible and rigid pavement designs for the pavement sections for the Managed Lanes, General Purpose Lanes, Frontage Roads and cross streets. The design information is based on a review of several reports provided in the Reference Information Documents and also on additional borings and tests conducted by the D&B Team for this proposal. Pavement designs were developed using AASHTO design procedures and DARwin software. To provide the most reliable data, separate designs have been developed for the different subgrade geologies present beneath the Managed Lanes, General Purpose Lanes and Frontage Roads, rather than developing one design based on the worst-case profile. For purposes of this preliminary pavement design, subgrade modulus values were obtained for the different soil types encountered, including Alluvium, weathered and unweathered Austin Chalk and Eagle Ford Shale. Eagle Ford Shale and Unweathered Austin Chalk are present in the depressed section of the Managed Lanes. These moduli are the worst cases from the soils tested for this project. Additional laboratory testing and non-destructive field-testing (Falling Weight Deflectometer) will be utilized to determine the most accurate values for final design. The rigid pavement design was performed using a 300-pound per cubic inch coefficient of subgrade reaction based on the use of four inches of HMAC bond breaker and lime stabilization beneath the concrete. Lower design moduli than typically recommended by AASHTO and TxDOT were also used for the flexible base and the lime-treated soils to provide more conservative designs. Table C.2-1 defines the pavement structure considered for the IH 635 Managed Lanes Project. A minimal thickness of the subgrade soils will be replaced with non-expansive fill in the zone immediately beneath the pavement section as required to reduce the Potential Vertical Rise (PVR) to specific values. This depth of fill has also been determined for each specific geologic formation (both weathered and unweathered). The depth of substitution or treatment fill was adopted using an admissible PVR value in agreement with CDA Book 2, TxDOT and good industry practice in order to meet TxDOT requirements. Spoil from Austin Chalk excavations is to be used for the non-expansive fill soils beneath the pavements where required, as this material has greater strength values than lime-treated clay soils. This results in a design that will exceed project requirements of RFP Books 2A and 2B, Chapter 8. LBJ



Development Partners’ proposed pavement design will provide lower maintenance costs and greater mobility for the Project. All below-grade Managed Lane pavement sections will be constructed with a drainage blanket and underdrain system along the roadway edges of pavement to prevent subgrade erosion due to groundwater intrusion (as observed on borehole data), thus reducing maintenance and enhancing smooth operation and mobility. With respect to the traffic-loading approach, LBJ Development Partners performed a traffic analysis for the General Purpose Lanes, Frontage Roads, Managed Lanes, ramps, and cross streets. The design traffic (ESAL) was calculated from the ADT and traffic profile (percent trucks), and truck factors for each type and roadway within the scope of the Project to be rebuilt. Flexible pavement will have a design life of 20 years. Rigid Pavement will have a design life of 30 years. The Developer has adopted, as in all its CDA projects, a life cycle approach for pavement management, determining the O&M activities, and associated CAPEX and OPEX costs resulting from this initial design, to ensure continuous compliance with the performance requirements. Due to the possible presence of sulfates, additional borings and testing will be necessary at an interval that will meet the spacing requirements of the TxDOT Pavement Design Manual. The existing samples indicate low probability of sulfates, but all of the geologies found along the project are known to be sulfate bearing to some degree (generally found in veins in the soil matrix). The Developer will employ specific methods for identifying high-sulfate areas during construction and will apply already-identified remedial measures to avoid sulfate-induced distress.

Table C.2-1: Proposed Pavement Structure

Description Classification SMA / HMA CRCP / Base Layer

IH 635 General Purpose Lanes Urban Interstate

IH 635 General Purpose Lanes (at Depressed Managed Lanes overhang)

Urban Interstate

IH 635 Managed Lanes at grade Urban Interstate

IH 635 Managed Lanes Depressed (Underdrains and Drainage Blanket Provided)

Urban Interstate

IH 635 Frontage Roads Minor Arterial

IH 35E Frontage Roads Minor Arterial

Cross Streets Arterials/Collectors

LBJ Development Partners will use a Stone Matrix Asphalt (SMA) layer on all flexible pavement roadways listed in Table C.2-1. Its implementation will bring the benefits of a more durable, rut- resistance and long lasting pavement, compared to standard hot asphalt mix layers. SMA is also a smoother, quieter, safer pavement surface than Continuously Reinforced Concrete Pavement (CRCP). Research in the United States and Europe shows that a SMA layer will reduce highway noise by three to five Decibels Adjusted (dBA) as compared to traditional hot mix asphalt (HMA) or CRCP. A reduction of three to five dbA is equivalent to doubling the distance of the observer to the source of the noise. By reducing highway



noise, LBJ Development Partners will exceed TxDOT’s goal stated in ITP Section 1.2 (a) by reducing impacts to communities and adjacent property owners. C.2.3.1.b Existing Roadways and Structures

Construction of the Project will affect several cross streets and structures. Table C.2-2 lists these impacts, along with IH 635 and IH 35E impacts.

Table C.2-2: Cross Street Functional Classifications

Existing Street Crossings, Structures and Roadway Elements Type of Impacts / Improvements

IH 35E interchange with IH 635 Addition of direct connector ramp structures Harry Hines Blvd. (at-grade intersection) None Denton Dr., DART Railroad, Anaheim Dr., Ford Rd., Metro Blvd., Forest Lane

Intersections and facility improvements

Josey Lane EB Off/WB on-ramps Shifted to the west Josey Lane (at-grade intersection) Intersections and facility improvements Josey Lane WB Off-ramp Consolidated with Webb Chapel Road off-ramp Webb Chapel Road EB off-ramp Consolidated with Josey Lane EB off-ramp

Webb Chapel Road Intersections and facility improvements Webb Chapel Road EB on-ramp Shifted east to near Marsh Lane Joe Ratliff Walkway (structure over IH 635) New longer, taller and parallel structure Marsh Lane EB off-ramp Shifted to west of Joe Ratliff Walkway Marsh Lane WB on-ramp Shifted to west of Joe Ratliff Walkway Marsh Lane (Structure over IH 635) New structure, intersections and facility improvements Marsh Lane EB on-ramp Shifted east Marsh Lane WB off-ramp Shifted east to near Valley View Lane Rosser Road (structure over IH 635) New structure, intersections and facility improvements Midway Lane EB off-ramp Shifted to west near Rosser Road Midway Lane WB on-ramp Shifted to west near Rosser Road Valley View Lane (at-grade facility) Intersections and facility improvements Midway Road (at-grade facility) Intersection and facility improvements with new structures

(three-level configuration). Managed Lanes at the lower level, Midway Road at the middle level and IH 635 GPL on the upper level.

Midway Road WB off-ramp Shifted to east near Welch Road Midway Road EB on-ramp Shifted to east




Welch Road (structure over IH 635) New structure, intersections and facility improvements IH 635 EB and WB to DNT SB and NB respectively

Realigned, shifted east and west respectively

IH 635 EB and WB to DNT NB and SB respectively

Slight realignment. New DNT structure over Managed Lanes

Dallas North Tollway (DNT) (at-grade facility) New DNT structure over Managed Lanes with IH 635 structures to be reinforced

DNT NB and SB to IH 635 WB and EB, respectively

No change in alignment. New DNT structure over Managed Lanes

DNT NB and SB to IH 635 EB and WB, respectively.

Realigned and shifted slightly south and north respectively. Gore points at entrance to IH 635 moved.

IH 635 EB GPL access to DNT Frontage Road, and DNT frontage road access to IH 635 WB GPL

Ramps will be closed

Montfort Drive (structure over IH 635) New structure, intersections and facility improvements Preston Road EB off-ramp Shifted to west near Montfort Road Preston Road WB on-ramp Shifted to west near Montfort Road Montfort Road WB off-ramp Shifted to east of Preston Road Preston Road (Structure over IH 635) New structure, intersections and facility improvements Hillcrest Road EB off-ramp Shifted to west near Preston Road Hillcrest Road WB on-ramp Shifted to west Hillcrest Road EB off-ramp Shifted to east of Hillcrest Road Preston Road WB off-ramp Shifted to east near Hillcrest Road Hillcrest Road (at-grade facility) Intersections and facility improvements Park Central Boulevard (at-grade facility) Intersections and facility improvements Coit Road None T.I. Blvd./Floyd Road None Greenville Ave. None IH 635 Construction of Managed Lanes from approx Sta

10534+00to Sta 413+71.12 ¨CL635¨. Complete reconstruction of GPL, ramps and frontage roads from approx Sta 10593+00 to approx Sta 413+71.12 ¨CL635¨. Reconfigure and provide full connectivity between the Managed Lanes and General Purpose Lanes from 413+71.12 ¨CL635¨ to East of Greenville. See schematic




drawings for more details and specific limits. IH 35E No impact to Existing Mainlanes, small section of frontage

road to be rebuilt. See schematic sheets for more details of this section.

C.2.3.1.b.i General Project Information

The existing IH 635 West section generally consists of eight mainlanes (four lanes in each direction) with two HOV lanes (one lane in each direction) in the middle. The major IH 635 reconstruction segment of this project contains two major interchanges (IH 35E and Dallas North Tollway), 12 arterial crossings, six collector street crossings and one pedestrian walkway crossing (Joe Ratliff Walkway). Harry Hines Blvd., T.I. Blvd., US 75 and Greenville will not be impacted by heavy construction. The project consists of reconstruction of the IH 635 General Purpose Lanes, new construction of Managed Lanes, reconstruction of existing frontage roads and construction of new frontage roads to achieve continuous frontage roads on both sides of the freeway. Along IH 35E, the Project also consists of elevated direct connector capacity improvement ramp sections between IH 35E and IH 635. The Developer will construct other facilities to the extent necessary for connectivity, mobility and safety. The major work for this project can be divided into the following sections: IH 35E Section (IH 35E from the Loop 12 / IH 35E Split to Crown Road)

This section of the Project will include the construction of two two-lane elevated direct connector Managed Lanes along IH 35E that will interface with the IH 635/IH 35E Interchange direct connectors. The existing IH 35E Mainlanes facility will not be reconstructed; however, certain sections of the frontage road will be rebuilt (see schematics in Appendix D.2.8). Other construction activities on IH 35E would be the installation of the illumination poles with dual luminaries in the median. IH 635/IH 35E Interchange (IH 635 from east of Luna Road to east of IH 35E and IH 35E from Crown Road to south of Valwood Parkway)

This interchange currently consists of eight direct connectors of one to three lanes between IH 635 and IH 35E. Four additional two-lane direct connectors between IH 35E and IH 635 will be constructed at the interchange of IH 635 and IH 35E. All existing direct connectors will be left in place. The new direct connectors to be constructed include northbound IH 35E to eastbound IH 635, westbound IH 635 to southbound IH 35E, westbound IH 635 to northbound IH 35E, and southbound IH 35E to eastbound IH 635. The westbound-southbound and northbound-eastbound direct connectors will connect with the Managed Lanes and General Purpose lanes of IH 635. The IH 635/IH 35E Interchange will also include other reconstruction as shown in the exhibit drawings (Appendix D.2.8) to tie to existing IH 635 section east of Luna Road and IH 35E section at Crown Road and south of Valwood Parkway. IH 635 Section (from east of IH 35E to east of Merit Drive)

This section of IH 635 currently includes eight general purpose lanes and two interim HOV lanes from IH 35E to Merit Drive (8.9 miles eastbound and 8.0 miles westbound). The IH 635 Section will be fully reconstructed to have an eight-lane general-purpose freeway, a six-lane depressed managed lanes facility and a continuous two- to three-lane frontage road system with access ramps in addition to the improvements of the cross streets/facilities. IH 635/US 75 Interchange

This section, of the Project consists of reconfiguring travel lanes and ramps which change the pre-existing HOV travel lanes on IH 635 between US 75 and Greenville Avenue to Managed Lanes, and provide full connectivity between the



Managed Lanes and General Purpose Lanes of IH 635. LBJ Development Partners will construct tolling infrastructure to implement operation of the existing reversible direct connector between IH 635 and US 75 as a Managed Lane, and for the HOV connectors with TI Boulevard. IH 35E Capacity Improvement Section (IH 35E from the Loop 12 / IH 35E Split to the IH 635 /IH 35E Interchange)

This section, of the Project if TxDOT decides to implement it, will consist of the addition of 1-lane to the northbound and southbound elevated direct connectors from about Loop 12/IH 35E split to about East of Denton Road. Table C.2 3 presents the roadway classification for all roadways for the Project. For more detailed information on project limits, design speeds, and minimum values, please refer to the schematic drawings and horizontal alignment data sheets provided in Appendix D.2.8.

Table C.2 3: Cross Street Impacts/Improvements

Roadways Functional Classification IH 35E Urban Interstate Harry Hines Blvd. Principal Arterial Underpass Denton Drive Urban Collector Underpass Josey Lane Minor Arterial Underpass Webb Chapel Road Minor Arterial Overpass Joe Ratliff Walkway Pedestrian Walkway Overpass Marsh Lane Principal Arterial Overpass Rosser Road Urban Collector Overpass Valley View Lane Urban Collector Overpass Midway Road Principal Arterial Overpass Welch Road Urban Collector Overpass Dallas North Tollway Major Multi-Level Interchange Montfort Drive Urban Collector Overpass Preston Road Principal Arterial Overpass Hillcrest Road Minor Arterial Underpass Park Central Boulevard Urban Collector Underpass Coit Rd Principal Arterial Overpass US 75 Major Multi-Level Freeway Interchange TI Blvd. Minor Arterial Underpass Greenville Principal Arterial Overpass IH 635 GPL Urban Interstate IH 635 Managed Lanes Urban Interstate IH 635 Frontage Road Minor Arterial



Roadways Functional Classification IH 635 Frontage Roads Minor Arterial IH 35E Managed Lanes Urban Interstate

C.2.3.1.b.ii Horizontal Geometry

LBJ Development Partners has developed the alignments for this project in accordance with the approved schematic, and requirements set by TxDOT in RFP Book 2A. The schematic drawings and horizontal geometry data sheets attached in Appendix D.2.8.b provides horizontal alignment details including point of inflection (PI) station, degree of curves, radius, length of points of curvature (PCs) and points of tangency (PTs) and bearings. The graphical location of PCs and PTs are visible on the schematic layouts and defined within the legend. In addition, our design has provided:

space to accommodate the potential Dallas Area Rapid Transit (DART) tunnel north of the IH 635 centerline between Midway Road and Preston Road (to be constructed by others), based on the information provided by TxDOT on Attachment 01-1A.

declaration zones for High Occupancy Vehicles (HOV) The following changes on alignments were exempted on Table 11-2A, but they were improved by the LBJ Mobility Partners to meet the appropriate criteria of Table 11-1A of the CDA Book 2A: Vertical Grade:

Southbound (SB) IH635 - Loop 12 & IH 35E connector (D63WS12) between stations 1035+75 and 1048+80. Westbound (WB) IH 635 - WB frontage road Preston Road exit ramp (RXWPRE) from station 13+89.41 to

17+50.00 WB frontage road between WB frontage road by-pass and Park Central Drive (RXEWPAR) between station

384+50 and 390+20. K-values:

Eastbound (EB) frontage road (RXEEPAR) between stations 377+90 and 386+40 WB frontage road (RXEWPAR) between station 384+50 and 390+20

C.2.3.1.b.iii Project Planimetrics

The schematic drawings provided as Appendix D.2.8 depict the key project planimetric features including curbs and barriers, driveways, edge of pavement and the edge of shoulders on surface roadways. Please refer to the drawing legend for identification. C.2.3.1.b.iv Directional Arrows

Directional arrows depicting the travel lanes in each direction of all facilities are shown in the schematic drawings provided in Appendix D.2.8. C.2.3.1.b.v Right-of-Way

LBJ Development Partners has adopted and applied the ROW limits and control of access limits established by TxDOT in its original schematic drawings. All design features have been accommodated within the available ROW. Please refer to schematic drawing legend in Appendix D.2.8 for identification. C.2.3.1.b.vi Vertical Geometry

The details of the vertical geometry for the Project, including the existing/natural ground, vertical clearance, grades, VPI station, vertical curve length and K-values are provided in Appendix D.2.8.



LBJ Development Partners has refined the TxDOT schematic to reduce earthwork and retaining walls. Vertical profiles were adjusted to exceed the requirements specified in RFP Book 2A and to achieve the following improvements:

reduce surface area of retaining walls; reduce the overall height of walls; and eliminate walls.

C.2.3.1.b.vii Typical Sections

LBJ Development Partners has reviewed the typical sections for compliance with the requirements of RFP Book 2A. The General Purpose Lanes and frontage roads sections were developed with the objective of maintaining all existing IH 635/Frontage Road lanes. A six-lane two-way depressed Managed Lanes section was developed in accordance with TxDOT requirements. LBJ Development Partners intends to use the typical sections furnished by TxDOT with little variation. The following criteria will be used:

The lane widths conform to the TxDOT schematic and the requirements of RFP Book 2A. Shoulder widths conform to the requirements in Book 2A, Table 11-2. There are three instances, on direct

connectors, where the shoulder widths will be “flipped” to allow adequate stopping sight distance. Potential obstructions in the clear zones have been removed to the extent possible. Any encroachments in the

clear zone will be protected by concrete barrier with TxDOT-approved crash attenuators where required. Please refer to the proposed schematic typical sections (Appendix D.2.8) for specific details.

Side slopes will be designed at 6:1 maximum in clear zones and 4:1 maximum outside of clear zones. The typical sections developed are included with the schematic drawings submitted with this proposal as Appendix D.2.8. C.2.3.1.b.viii Location and Text of General Purpose and Managed Lanes Guide Signs

The schematic drawings provided in Appendix D.2.8 depict the text and the locations of guide signs proposed for the project. The latest TMUTCD guidelines were used to design the guide signs. LBJ Development Partners has also incorporated Managed Lane signing based on TxDOT guidelines for Managed Lanes Facilities that were made available to all proposers in Addendum 6. Guide signs on the IH 635 General Purpose Lanes and Managed Lanes will be mounted on both Cantilever Overhead Sign Structures (COSS) and Overhead Sign Bridges (OSB). The OSB structures in the Managed Lanes will utilize the concrete median for placement of one of the OSB structure columns. C.2.3.1.b.ix Horizontal and Vertical Configuration of Joe Ratcliff Walkway

Construction will affect the existing Joe Ratliff Walkway. The proposed vertical and horizontal geometry of IH 635 will necessitate construction of a longer and taller pedestrian walkway. A parallel walkway facility is proposed as part of this project. This design would not require closure of the existing pedestrian bridge. The construction of this walkway is described in Section C.2.3.2.b of this proposal. The horizontal and vertical plans for Joe Ratliff Walkway have been developed and are provided with the Bridge Arrangement sheets (Appendix D.2.2).

C.2.3.2 Construction Sequencing and Traffic Management C.2.3.2.a Traffic Management and Control and Sequencing Approach

The construction phasing and traffic control are two of the Project’s most critical elements. Several goals stated in the RFP are directly tied to the implementation of an effective and efficient construction phasing and traffic control. LBJ Development Partners has developed construction phasing and traffic control plans to satisfy the following objectives:

Provide for safe and expeditious flow of traffic through the Project area; Reduce impacts on local stakeholders Guarantee access to neighborhoods and businesses



Communicate upcoming construction activities to stakeholders effectively

Maximize the safety of construction and inspection personnel The proposed traffic control plans (Appendix D.2.8.f) were developed to safely route traffic at a controlled speed near or around construction areas with geometrics and traffic control devices as similar as possible to those used during normal operating situations, while providing room for efficient construction work. The intent of the traffic control plan is to produce as minimal an effect as possible on traffic operations, by minimizing the frequency of, and time consumed by, impediments to normal traffic flow. Highway construction projects of this magnitude present many challenges in addition to traffic control. Two key issues that must be considered in advance pertain to utilities and drainage. It is essential that existing utilities located within the project corridor are either well protected or relocated prior to construction activities that may damage them, possibly resulting in service outages. Existing utilities have been identified throughout the length of the project corridor, and potential conflicts with the roadway improvements and associated amenities have been identified. In those instances where conflicts cannot be avoided, utility relocation plans will be developed. Provisions for utility relocations have been carefully coordinated within the proposed sequence of construction to ensure not only that these utilities are out of harm’s way for each construction phase, but also that scheduling this work will not result in construction delays. Phasing and traffic control plans have been developed with the additional objectives of:

maintaining the existing IH 635 bridge section over the Dallas North Tollway; and maintaining at least two lanes of traffic on frontage roads at all locations.

The minimum number of lanes to be maintained will equal the number of existing General Purpose lanes currently available on each controlled-access facility. The number of roadway lanes may be lowered during off-peak and lowest-volume periods. Lane closures on other roadways may be considered, within reason, as long as all traffic patterns and accesses are maintained. This objective exceeds the requirements set forth in the RFP Book 2A, in which the Proposer is allowed to reduce the General Purpose Lanes by one lane at the intersection of IH 635 and DNT. The overall approach for construction staging and traffic control centers around providing sound concepts that achieve the requirements described above, while maximizing the cost-effectiveness of their implementation. At all times during construction, access to all residences and businesses will be maintained. All business, airport and residential access points will remain open through the use of construction stages and temporary driveways. To minimize the need for temporary pavement throughout all phases of construction, traffic will be routed onto a combination of existing pavement and newly constructed pavement to the greatest extent possible. Storm water drainage is also an important issue during construction that must be coordinated within construction staging concepts. The proposed permanent drainage system for this project was schematically designed based on the sequencing of the various construction phases for the highway and bridge work. This was done to ensure a logical and cost-effective layout of the storm sewer system, and to enable use of permanent drainage elements as early in the construction process as possible. While the sequencing of the placement of the permanent drainage features takes into consideration the accommodation of site-specific storm water runoff, temporary drainage measures have also been identified to ensure positive drainage

LBJ Development Partners is firmly committed to staging construction and managing traffic to provide for safe and expeditious flow of traffic through the Project area, minimizing impact on local stakeholders, and guaranteeing access to neighborhoods and businesses, all while maximizing the safety of construction and inspection personnel.



during all phases of construction. The construction sequencing and traffic management plans were developed considering:

Removal of all culverts crossing IH 635 except the two culverts at DNT (Sta 255+73 and Sta 268+90). Segments of the two culverts over the proposed Managed Lanes are to be removed and replaced with steel aqueduct sections at the same grade and elevation that will be constructed in phases in accordance with other IH 635 construction. Temporary drainage will be handled using existing ditches at all locations other than DNT.

Closure of all HOV lane operations at the onset of the project and provisions for four 11-foot lanes for each direction on IH 635.

The Developer will notify the community in advance of upcoming construction activities using a Project website, Dynamic Message Signs, radio, newspapers and local authorities, as specified in the Public Information and Communications Plan. C.2.3.2.b Conceptual Construction Staging Diagrams

LBJ Development Partners has carefully analyzed the construction elements and developed four major phases of construction, which are detailed in the following sections. Each major construction phase contains multiple sub-phases/stages that relate to construction at particular locations and features. The detailed construction phasing diagrams are provided in Appendix D.2.8. C.2.3.2.b.i Phase 1

The major elements of Phase 1 construction are as follows (for more details see traffic control concept plans in Appendix D.2.8.f):

Phase 1, General Remove existing HOV lanes Remove portions of Joe Ratliff Walkway directly over IH 635 Main Lanes to accommodate median barriers

during Phase 1 and Phase 2 traffic operations. Construct temporary retaining walls, temporary shoring and temporary drainage ditches at specified

locations as shown in the exhibits (Appendix 2.8.f). Remove portions of the major culverts crossing IH 635. There are no major main lane traffic shifts in this phase. Traffic will be shifted away from the centerline on

temporary pavement during the bridge construction work of the streets crossing over IH 635. Phase 1A Maintain traffic on existing General Purpose Lanes and frontage roads while constructing permanent

frontage roads in areas where the new frontage roads do not interfere with existing frontage road traffic operations.

Construct temporary pavements at several locations to shift traffic for Phase 1B or Phase 2 construction. It will be necessary to shift traffic at select cross-streets to construct bridge columns.

Construct half of the bridges for cross streets that are on the highest level going over the general purpose lanes. These include Marsh Lane, Rosser Road, Welch Road, Montfort Road and Preston Road.

Construct Joe Ratliff Walkway in its entirety parallel to the existing walkway, and then demolish the existing walkway.

Phase 1B Construct permanent frontage roads at locations where traffic can be maintained on temporary pavement. Construct the remaining half of the bridges for Marsh Lane, Rosser Road, Welch Road, Montfort Road and

Preston Road.



Phase 1C Construct the remaining middle portion of Rosser Road.

C.2.3.2.b.ii Phase 2

The major elements of Phase 2 construction are as follows: Phase 2, General

Maintain traffic on existing General Purpose Lanes; however, shift the traffic to follow the proposed centerline rather than the existing centerline. The major shifts from Phase 1 traffic operations are:

Between western project limits of IH 635 to just East of Marsh Lane (Sta 155+00), Station 200+00 to Station 237+00 (just east of Midway), Construct temporary pavement on both sides for a large portion of the Main Lanes between Marsh Lane

and Preston Road to enable construction of the complete bridge structures between these two facilities in Phase 3.

Maintain ramp traffic on existing on/off-ramps while temporary pavement is placed around the existing ramps.

Provide alternate ramp connections on the newly constructed temporary pavement followed by placement of temporary pavement on existing ramps.

Phase 2A Construct the outside portions of the General Purpose Lanes and any additional pavement that is required

to maintain a 48-foot minimum width for Phase 3 traffic, while leaving out some portions close to existing on/off-ramps from the freeway. This will allow access to and from the freeway using existing ramps or temporary ramps.

Maintain existing ramps that will be accommodated with the proposed pavement by constructing temporary ramps. Temporary ramps will access the General Purpose Lanes by traversing the proposed pavement at locations where the existing and proposed pavements are at the same elevation. See plan view and typical sections (Appendix D.2.8) for additional information on these locations.

Close the on-ramp from Webb Chapel Road to westbound IH 635. In the proposed condition, this on-ramp is moved over and consolidated with the westbound on-ramp from Josey Lane.

Construct the outside portions of Webb Chapel Road. These portions will be used to maintain traffic during the Phase 3 construction of Webb Chapel Road.

Provide alternate ramp connections on the newly constructed temporary pavement to and from the Dallas North Tollway.

Phase 2B Construct the remaining portions outside of the General Purpose Lanes close to on/off-ramp locations not

included in Phase 2A. Provide access to and from the freeway using the newly constructed permanent on/off-ramps. Construct Permanent pavement and CD bridges for the IH 635 CD road over Dallas North Tollway.

Phase 2C Construct the remaining middle portion of Rosser Road.

C.2.3.2.b.iii Phase 3

This phase comprises of most of the Project’s major construction activities. The major elements of Phase 3 construction are as follows:



Phase 3, General Shift all traffic to the outside of the General Purpose Lanes on the portions completed in Phases 1 and 2. Construct temporary pavement widening at Josey Lane, Hillcrest Road and Park Central Drive to enable

construction of these roads in halves while maintaining traffic on the other half. Construct IH 635 Managed Lanes and General Purpose bridge at Dallas North Tollway Intersection. Maintain traffic operations on the ramps built in Phase 2. Unlike Phase 2 traffic operations, these ramps

will provide access to the proposed pavement built in Phase 2 rather than the existing pavement. Remove the remaining portions of the major culverts crossing IH 635 during this phase. Maintain the existing IH 635 bridge over DNT during this phase.

Phase 3, Managed Lane Construction Construct all the Managed Lane segments (depressed and at-grade) Construct the bridges and underpass sections for accessing the Managed Lanes from the General

Purpose Lanes and the direct connectors at all locations except the accesses between Rosser Road and Marsh Lane. The accesses at this location will be partially completed in Phase 3 while maintaining the proposed Phase 3 traffic configuration. The accesses will be completed during Phase 4 when traffic at the conflicting locations is shifted over.

Construct the DNT bridges over the Managed Lanes; this will be accomplished while maintaining all existing lanes of traffic on the Dallas North Tollway

Laterally shift the existing DNT alignment to facilitate work on the proposed DNT bridge over the wraparound Managed Lanes, as shown in the exhibits. The Traffic Control Plan (in Appendix D.2.8.f) exhibits details the DNT bridge construction procedure. The wraparound Managed Lanes segments beneath the DNT bridges will be completed in Phase 4.

Phase 3A Complete construction of the inside portions of the General Purpose Lanes directly over the Managed

Lanes and the slip ramps providing access between the depressed Managed Lanes and the General Purpose Main Lanes.

Complete construction of the elevated, IH 35E Capacity Improvement sections, direct connector ramps between IH 635 to the north and Loop 12/IH 35E interchange to the south, along IH 35E.

Complete half of the construction of Josey Lane, Midway Road, Hillcrest Road and Park Central Drive (cross streets running below IH 635).

Complete construction of the U-turn lanes at Webb Chapel Road while maintaining traffic on existing lanes.

Construct the remaining portions of the frontage roads as shown in the Exhibits. Phase 3B Complete the construction of the remaining half of Josey Lane, Midway Road, Hillcrest Road and Park

Central Drive and the middle portion of Webb Chapel Road. Maintain Webb Chapel Road traffic on newly constructed outside lanes (Phase 2).

C.2.3.2.b.iv Phase 4

This construction phase comprises of the remaining construction activities for the project, the main elements of which are the remaining portions of the frontage roads and tie-up to the IH 635 General Purpose Lanes.

Phase 4, General Shift all traffic to the completed portions of the General Purpose Lanes in their final configuration.



Maintain ramp configurations similar to those in Phases 2 and 3. In certain locations, construction of temporary pavement and ramps will be necessary for construction of the permanent ramps and frontage roads.

Phase 4A Construct the remaining ramp and frontage road portions are to be constructed as shown in the exhibits.

Phase 4B Construct the remaining underpass portions of the Managed Lane access ramp between Marsh Lane and

Rosser Road. Add temporary pavement and shoring for the construction of the westbound off-ramp to Marsh Lane. Complete all remaining frontage road and ramp portions. Open IH 635 to all traffic at the end of this phase.

C.2.3.2.c Business and Residential Access

To ensure that impacts to businesses and residences are minimal, the Developer will utilize construction phasing that maintains access throughout construction. Phased construction of driveways, temporary driveways and the use of high-early-strength concrete are a few of the means by which access will be maintained. Traffic controls in place in the construction area will be continuously monitored for effectiveness and modified accordingly to ensure the safety of the traveling public. Positive protection on low-speed facilities (45 mph or less) will be met using low-profile concrete traffic barrier (LPCTB). This will prevent sight distance issues that occur with the use of standard-sized concrete traffic barriers. Signing will direct motorists to the proper driveway for access to the local businesses. The Developer will tailor the construction schedule to work around major holidays, avoiding impacts to traffic and businesses during high-volume periods. The Developer will use Dynamic Message Signs (DMS) to notify businesses and the traveling public in advance of closures and detours. Additionally, as noted above, the Developer will post the location of upcoming construction activities and suggested detours on the Project website. A Traffic Management Center supervisor and operators will be available on a 24/7 basis to address drivers’ issues related to traffic control and the construction schedule. C.2.3.2.d Scheduling and Sequencing of Construction

The premise for the construction sequencing and traffic control plan will be, first and foremost, to ensure the safety and convenience of the traveling public and construction personnel; second, to minimize disruptions to adjacent businesses and residences; and third, to construct the Project in a timely manner, to allow the expeditious opening of the facility. The Developer will meet these goals by providing a logical, detailed plan that is in conformance with good industry practice and follows the requirements of the TMUTCD, and by phasing construction to minimize interruptions to traffic. When possible, work will be scheduled for daylight hours to minimize noise disturbance to the community. Loud or noisy work, such as pile driving adjacent to sensitive receptors, will never be scheduled at night. The number of detours near residential areas will be minimized. Lane closures and traffic switches will occur during off-peak hours whenever possible. Construction scheduling and sequencing will be carried out with the highest regard for environmental protection. In 1997, Ferrovial Agroman was the world’s first construction group to implement a standardized environmental management system through the EN ISO 14001:1996 certification. Ongoing assessment of environmental factors and the attainment of group objectives are reported continuously to top managers, so that environmental management is not an additional element to the company’s day-to-day operations, but is a fundamental part of all decision-making.



C.2.3.2.e Intended Laydown, Recycling, Staging, Disposal and Maintenance

Laydown and staging sites will be contained within the ROW whenever possible. Although the final location of temporary facilities has not yet been determined, the Developer will continue to explore areas to remain in the centralized area of the Project. Temporary facilities will consist of offices for the management teams, plant sites and material storage facilities. Construction management personnel will ensure that the laydown yards and staging areas visible to the public are kept neat and orderly. Our experience has shown that local communities are more content with construction activities when good housekeeping practices are utilized. As stated above, Ferrovial-Agromán is ISO 14001-certified, which means that there is already a recycling plan in force for all company activities, which will be formalized for this Project within the Comprehensive Environmental Protection Plan. In addition, W. W. Webber and its affiliate, Southern Crushed Concrete will recycle and reuse all concrete removal whenever possible. This process will significantly reduce trucking of virgin materials to the site and removal and landfill of materials removed from the site. Past studies in Texas, in which Developer team members have participated, have indicated significant reductions in emissions when this process is employed. Coupled with the emission reductions are the extension in landfill and quarry life that recycling allows and safety improvements realized by a lower volume of heavily loaded trucks operating on public roads and highways. C.2.3.2.f Maintenance of ROW and Adjacent Roads and Properties

Adjacent roads and properties will be maintained and protected by delineating the designated ROW and by implementing an ingress and egress plan for machinery and personnel. A plan for utilizing portable lights for nighttime work will be tested prior to performing any work, to ensure that residents are not affected by these activities. Work situations that create dust will be kept to a minimum wherever possible. The plan is to have adequate equipment on the project at all times to control dust from haul roads and laydown areas, including, but not limited to, power brooms and water trucks. Erosion runoff damage will be kept to a minimum by the implementation and maintenance of the SWPPP. The Developer will adhere to all DOT regulations for load requirements, to minimize local roadway damage. Any areas that require work in close proximity to property outside of the ROW will be temporarily fenced, to avoid damage outside of the ROW.

C.2.3.3 Drainage and Utilities C.2.3.3.a Drainage

C.2.3.3.a.i Overall Surface Water Collection System

The major connecting waterways located within the Project are Farmers Branch, White Rock Creek and Bachman Branch. The existing drainage system carries the runoff through ditches, inlets, culverts and to outfalls. The existing runoff from Midway, west of the Dallas North Tollway (DNT) conveys mainly to Farmers Branch. Drainage areas from Midway to Preston, and large offsite drainage areas at DNT, flow to the south and connect to Bachman Branch. The existing runoff from east of Preston near DNT areas conveys to White Rock Creek. The proposed surface water collection system is designed to preserve and optimize existing drainage patterns. The proposed drainage design conforms to the criteria set out in Attachments 12-1a and 12-2a of the Technical Provisions and good industry practices. The drainage design consists of curbed inlets; curb grate inlets, barrier inlets, drop inlets, cross-drainage box culverts, aqueducts, piping networks and ditches to convey internal drainage to outfalls. Drainage design is also based on the guidance from the drainage design report, “Proposed IH 635 (LBJ Freeway) Improvements West Section-Luna Road to Skillman Street” dated October 2006. The drainage exhibit drawings are included in Appendices D.2.3 (details) and D.2.8.d (layout).



Project Outfalls

The Developer will mitigate runoff from the increase in impervious area by constructing a detention pond between the IH 635 / IH 35 interchange and outfall locations. Three major outfalls are proposed:

West of DNT – this outfall will collect runoff from west of DNT, drain into a ditch and then outfall to Farmers Branch Tributary.

DNT Area – this outfall collects runoff from offsite areas in the DNT area, drains to the south and joins at the beginning of Bachman Area.

East of DNT – this outfall collects runoff from east of the DNT area and conveys to a tributary of White Rock Creek through a series of culverts.

Inlets and Conveyance to Outfalls

The storm drainage design has been developed according to appropriate standards and governing criteria as provided by Technical Provisions, Attachments 12-1a and 12-2a and good industry practice. Based on typical internal drainage areas, inlets are placed on frontage roads, Managed Lane direct connectors and other parts of roadways. The proposed inlets are placed at all low points, flanking locations and various locations to suit ponding width criteria. There are three main trunk line systems along the corridor to convey the runoff to the project outfalls: westbound, eastbound, which will cross DART areas and Harry Hines Blvd., and Managed Lanes. Cross Drainage Box Culverts, Aqueducts and Detention Ponds

The design and check frequencies for the culverts are as per attachments 12-1a and 12-2a. The culverts are designed for 100-year event. East of DNT area: A large offsite drainage area and proposed storm sewer systems are proposed to outfall to a cross culvert near Hillcrest and finally flow to a tributary of White Rock Creek. West of DNT area: An extensive eastbound trunk line is proposed to carry the runoff from west of DNT to the IH 35E and IH 635 Interchange. A culvert is proposed at the IH 635/IH 35 Interchange to convey the runoff from this major trunk line. The proposed detention pond size and volume were determined with the purpose of mitigating the impact of the increased impervious area to the west of DNT. The overall drainage flow starting from the just east of the DNT finally outfalls to the existing culvert W1 located to the north of the IH 35/IH 635 Interchange. DNT Area: A large offsite area drains from the north towards IH 635. An aqueduct is proposed to convey the runoff at the DNT area from north to south. This aqueduct would cross IH 635 from north to south and outfall into an open channel. Another aqueduct is proposed to convey drainage flows from the north to IH 635 through offsite storm sewer systems that tie to the upstream end of this aqueduct. The drainage system collects runoff from the Dallas Galleria, the Chevrolet dealership and parts of the Valley View Mall site. These two aqueducts would flow from north to south, and to the outfalls at the beginning of the Bachman Branch. C.2.3.3.a.ii Exhibit Drawings of Selected Facilities:

The details and locations of the facilities specified above are depicted in the exhibit drawings in Appendix D.2.7. LBJ Development Partners has taken into consideration the DART Transit Facility near Denton Drive. The proposed storm drain system through the DART NW-3 Carrolton Line tracks would cross beneath the tracks through a proposed structure to be built during DART’s upgrade of the tracks. We have referenced the Letter to Proposers dated May 30, 2008 that included attachment plan sheets titled “Attachment 05-1A, Project Utility Bridge Locations for Drainage Facilities” for laying the proposed major trunk lines through DART´s NW-3 Carrolton Line.



C.2.3.3.a.iii Exhibit Drawings Defining Approximate Limits of Temporary Construction Easements

Please refer to the schematic drawings (Appendices D.2.3 and D.2.8.d) for the location of Drainage Easements. C.2.3.3.b Utilities

C.2.3.3.b.i Identifying, Verifying and Documenting Subsurface Utilities

LBJ Development Partners has reviewed and analyzed all data from previous SUE investigations during the proposal phase. Upon award, the Developer will perform further field investigations to validate this data and identify other features not currently identified. Experienced field personnel will perform site visits for field observations to ensure that all above\ground utility features have been noted. All points where overheads drop down, as well as all manholes, valve box locations and utility poles identified during this data-gathering phase will be noted. The Developer will meet with utility owners to obtain their records, including as-builts and other media, within the Project limits. Additional communications will include meetings such as a utility coordination kickoff meeting discussed further below. In some instances, the search may be expanded to include interviews with local business and property owners to find unmapped, unrecorded, abandoned or illegal utility installations. Other sources such as aerial photography will be used to obtain additional existing utility data. Initial activities will be to use the existing data and verify that all information is still relevant and complete, via the following measures:

Field Inspection: conduct inspections to ensure that no other utilities have been installed since the last updated plans.

Meetings: contact all utility companies and set up meetings to obtain any new or proposed data. (This will occur in conjunction with the first utility coordination meeting, discussed below.)

SUE Investigation: Conduct SUE investigation using more detailed FHWA levels to qualify the degree of accuracy to which the utilities are mapped, as follows:

- Quality Level B – Obtained by performing a designating survey to map the horizontal location of underground utilities with an accuracy of approximately one foot. This level addresses problems caused by inaccurate utility records, abandoned or unrecorded facilities, and lost references. The resulting data are very useful for planning purposes, allowing design adjustments to avoid costly utility relocations. Limited vertical data is also obtained on utilities with manhole access.

- Quality Level A – Obtained by performing vacuum excavation (locating) and survey to accurately map the true three-dimensional location of underground utilities at a selected point. These data provide the highest accuracy presently available, permitting development of precise plan and profile sheets for making final design decisions. Additional information, such as utility material, condition, size, soil contamination and pavement thickness, is also made available to assist the Developer and utility owner in their decisions.

Where only Level B detail is deemed necessary, it will be performed. To obtain this information, the Developer will employ an array of surface geophysical methods, such as pipe and cable locators, terrain-conductivity methods, resistivity measurements, metal detectors and ground-penetrating radar, to designate existing subsurface utilities or to trace a particular utility system. This information will be depicted on the utility strip map to help resolve differences between data sets. It is anticipated that additional investigation of the existing utilities will be necessary to accurately locate utilities – principally at points of potential conflict, to obtain Quality Level A data. The Developer will address considerations such as soil conditions, traffic control, old or abandoned pipes, and even weather conditions. Once these challenges are determined, the Developer will identify the most economical positions for test holes. The cost impact of this level of SUE can be minimized by combining test holes or by positioning test holes to minimize the need for traffic control (with less



impact on local businesses and on the traveling public) without compromising the information required for design. The resulting findings will be used to update the utility strip map. The utility strip map will be continuously updated during the duration of the Project to ensure that the Developer is using the latest updated data. A relocation concept plan was developed for all utilities found to be in conflict to determine the most probable relocation scope. For example, a long overhead utility conflict that could be resolved with either an overhead relocation or an underground installation may have been estimated as an underground installation if the conditions surrounding the new installation would result in minimal room for guy anchors. The purpose of this is to ensure that the concept relocation, schedule and estimate account for the worst-case scenario. Similarly, in the case of an underground utility crossing in an area where fill is proposed and an illumination pole conflicts with the facility, the concept recommends an adjustment to the illumination pole, since the facility should not physically conflict with any other future structure. The Developer believes this “balanced probability” approach will result in an appropriate cost estimate to cover the actual relocations that will result from final design and assessment. Additionally, there may be further opportunities to refine design to avoid or minimize utility adjustment requirements and cost, and thereby expedite delivery of the Project. C.2.3.3.b.ii Intended Means of Communicating and Planning with Utility Owners

Strong communication skills and early and frequent coordination with utility owners are key to successful utility coordination. The Utility Manager will contact all utility companies and organize kickoff meetings. In these meetings, the Utility Manager will:

request data for new or planned utilities as well as updates or corrections to existing data; introduce the utility owners to the project-specific utility agreements; set out the proposed construction schedule and phasing; and initiate discussions on utility adjustment construction.

The agreement types will differ from those with which the utility owners are familiar, and may involve legal discussions that could affect the overall schedule of adjustments. Also discussed will be alternatives to relocations, including protection-in-place and combined duct runs. Other items will include where and how the D&B Team may be able to reduce construction time and impacts by constructing some adjustments on behalf of the utility companies, such as ducts, manholes and crossings. After the utility kickoff meeting, the team will conduct regular coordination meetings with all affected parties. All meetings, correspondence and telephone conversations will be documented. Close coordination and good communication between the Utility Manager and design staff will be important, so that any design or schedule changes can be communicated to the affected utility companies. All utility conflicts will be identified, verified and tracked, so that their resolution can be evaluated and designed to meet the construction schedule. Each utility will be identified as reimbursable or non-reimbursable, and the project requirements will be conveyed to the utility companies as early as possible. The initial focus will be on those adjustments that will require a long lead-time. As design proceeds, utility companies will be updated on the utility relocation schedule. The Utility Manager will participate in all coordination meetings with the utility companies, as this allows for more efficient and effective meetings. The D&B Team will review relocation plans provided by utility companies to ensure that they comply with the utility accommodation rules and meet plan requirements, and that all utilities have their own assignment (location) to avoid additional conflicts. The utility relocation design drawings and specifications will be reviewed to ensure that, where reimbursable, no “betterment” has been added at the Developer’s or TxDOT’s expense. Cost estimates will also be reviewed for cost reasonableness. The D&B Team will prepare, negotiate and execute utility agreements. Utility agreements will include utility plans, cost estimates broken down into the correct categories, schedule implications, proof of property interests and joint use acknowledgments.



During utility relocation, the D&B Team will coordinate construction schedules and verify that utility installations are positioned correctly, both horizontally and vertically. This is an important aspect of the project, since incorrectly repositioned utilities, especially in restricted ROW, can impact other utility adjustments and have an adverse effect on construction schedules and budgets. The D&B Team understands that the utility coordination process will not be complete until the final billing for reimbursable adjustments is complete.

C.2.3.4 Subsurface Elements C.2.3.4.a Design, Design Criteria, Assumptions and Approach Technical Documents

During design of the subsurface elements, LBJ Development Partners referenced the technical requirements compiled in Books 2A and 2B of the RFP and their respective attachments, as well as the state and national technical documents listed in Book 3 of the RFP. The D&B Team will implement good industry practices for design of all elements of the Project. LBJ Development Partners will exercise the same degree of skill, diligence, prudence and foresight expected from a skilled and experienced designer, engineer, constructor, operator and maintenance provider, and will comply with all applicable laws, as Developer team members have done on other U.S. projects under similar circumstances and conditions. C.2.3.4.b Basic Structural Configurations

The basic structural configuration of the depressed Managed Lanes consists of a six-lane facility with four-foot inside shoulders and 10-foot outside shoulders. The depressed Managed Lanes have retaining walls along the edge of pavement for the entire length of the depressed section except on entrance and exit ramps. The General Purpose lanes are principally a four-lane facility with 10-foot inside and outside shoulders. Approximately half the width of the General Purpose Lanes is on a bridge overhang over the depressed Managed Lanes. (for structural details for the overhang section including applicable limits, see Bridge Arrangement sheets in Appendix D.2.2, Sheet 12 of 18). The overhang section leaves an opening over the median of the depressed Managed Lanes in both directions with a typical width of 42 feet. LBJ Development Partners has performed substantial pollution and fire protection analysis of this section of the depressed Managed Lanes. See Section C.2.3.4.h, C.2.3.4.h.i through C.2.3.4.h.iii for details of pollution and fire protection systems, and conclusions of ancillary items for the depressed Managed Lanes. C.2.3.4.c Geotechnical Issues

LBJ Development Partners recognizes the crucial nature of accurate data and appropriate analysis and design methodologies to the development of a safe project with a long life span and low maintenance that will exceed TxDOT’s expectations. This was accomplished, in part, by using the approach outlined below. Geotechnical Data Acquisition and Interpretation

The geology underlying the project area was classified into three general zones: Alluvium (consisting of alluvial soils, residual clays and fill); Eagle Ford shale (weathered and unweathered); and Austin Chalk (weathered and unweathered). Alluvium is present at the surface of the entire project and overlies the Eagle Ford shale west of station 150+00 and overlies the Austin Chalk, which, in turn, overlies the Eagle Ford shale east of this station. The alluvium is generally relatively thin (less than 10 feet) in locations where it overlies Austin Chalk and is significantly thicker elsewhere. Geotechnical-related design issues were based on data provided as a result of earlier explorations by others as well as supplemental borings conducted by the D&B Team to sample the various geologies for sulfate testing and carry out California Bearing Ration (CBR). In addition, the D&B Team has a wealth of geotechnical experience (including a database of test results) in comparable geologies in the Dallas area on similar projects, which was used to enhance the development of realistic and safe design parameters. This data was assembled and organized by geologic zone and a composite soil profile was produced depicting soils to be encountered along the centerline of the project. A statistical



analysis was performed on all the available data to determine representative values for each soil/rock characteristic parameter that would affect the design of the various project elements. The difference between intact laboratory specimens and the actual mass strength of in situ deposits was taken into account to provide a more realistic and safe assessment of actual strength of the formation. Expected disturbance of the formation during excavation was also factored into the evaluation. Planes of weakness (fractures, intersecting joints) and their orientation in the rock mass (e.g., the Fishbed Conglomerate and bentonite beds in the Austin Chalk) were accounted for in soil/rock stability models. Where available, published reports of actual load tests (e.g. tension tests of tiebacks in the Eagle Ford shale published by NTTA) were utilized to refine calculations of soil/rock properties helping to ensure a design that is both buildable and safe. The Eagle Ford formation near the transition to Austin Chalk along the project is significantly lower in strength than at other locations. A familiarity with case histories of construction/design failures in similar facilities (e.g. sliding rock mass in the Austin Chalk) along with an understanding of what led to such failures contributed to the D&B Team’s ability to evaluate proposed design alternatives accurately and to help ensure the adequacy of the final recommendations. Expansive Soils

Expansive soils are present throughout the surface of the Project. Rock that weathers to expansive soil will be exposed in the cuts. To avoid the extensive maintenance associated with shrinking and swelling of these soils and attendant disruptions to mobility, appropriate consideration has been taken of this fact in the proposed designs of the various structural components for the Project. In the case of pavement design, expansive soils will be removed or lime-treated as needed to reduce the potential vertical rise (PVR) appropriately. See Section C.2.3.1.a for more details on pavement design. Approach slabs will be used at bridge abutments to transition from the unyielding abutment to ground-supported pavement. A similar type of transition is proposed for the General Purpose lanes where a portion of the pavement is supported by structure and a portion is placed on the ground. This transition will also accommodate the potential vertical expansion of the subgrade behind the cut walls. All of these factors contribute to the project goals and exceed the minimum requirements for design development. An accurate assessment of geotechnical design parameters is essential to quality design and failure prevention both during and after construction. Such an assessment can only be obtained via a combination of hard data and extensive experience such as LBJ Development Partners has. Construction that performs its purpose does not endanger the public and provides for smooth operation uninterrupted by the need for repairs or maintenance. Mobility is thus enhanced and impacts to businesses and property owners are minimized. Cut Walls

This section refers to the earth retaining structures on each side of the depressed (below-grade) portions of the Managed Lanes. LBJ Development Partners considered many types of earth retention systems to select the alternative that best met the project goals of cost-effectiveness, safe construction, maintenance and improvement of mobility, minimized disruption during construction, smooth operation and low maintenance. LBJ Development Partners has selected to eliminate the need for disturbance to the area behind the wall so that this area would be available for rerouting of traffic during excavation for the Managed Lanes, thus meeting project goals. Conventional earth pressure theory, limit equilibrium and soil/structure interaction methods were considered in developing the various wall designs. Each excavation stage was also modeled to ensure safety during construction. These methods of analysis exceed requirements and improve both the safety and cost-effectiveness of the design, which will favorably affect mobility, operation and maintenance. Bridge Foundations

Drilled shafts were chosen in principle as the foundation system best adapted to the conditions of the project. The boring logs from previous geotechnical studies were reviewed to identify the depth of the hard or unweathered strata in each



interval. Group effects, settlement, soil uplift loads due to swelling soils and down-drag loads due to fill settlements were evaluated. Future Investigations

To ensure that the field and laboratory investigations meet or exceed the requirements of the Technical Provisions as well as TxDOT and federal guidelines, additional geotechnical field and laboratory activities will be necessary. The sampling frequencies and locations for all field operations are defined by the TxDOT Geotechnical Manual (August 2006). Field drilling and sampling procedures will be governed by the applicable ASTM and TxDOT procedures for the different structural elements of the Project. The bridge borings will be drilled at bent or abutment locations where possible. Rock coring will be conducted as necessary to retrieve samples for laboratory testing. In-situ pressuremeter tests will also be conducted for the bridge foundation borings where deep foundations are being considered. Field sampling and testing procedures are listed below along with the applicable standards:

Standard Penetration Test (ASTM D 1586) Texas Cone Penetrometer (TCP) test

procedures (Tex-132-E). Shelby Tube Sampler (ASTM D1587 (mod)) Rock Coring (ASTM D2113)

Hollow Stem Auger (ASTM 6151) Pitcher Barrel Sampler In-Place Vane Shear Tests (ASTM D2573) Downhole Pressuremeter (ASTM D4719)

C.2.3.4.d Subsurface Element Excavation

LBJ Development Partners has chosen an excavation approach for the subsurface Managed Lanes area that minimizes impacts to mobility and businesses, and expedites delivery of the project while assuring safety. Excavation of the Managed Lanes will involve a top-down construction method using an anchored cut wall. Installation of the cut walls on Eagle Ford shale poses no particular problems and can be accomplished with conventional methods. In addition, where ROW restrictions do not allow room for tiebacks, a cantilevered diaphragm wall will be used. Both the Eagle Ford shale and the Austin Chalk are soft enough rocks that blasting should not be required for removal. Excavated Austin Chalk will be used for a high-quality, non-expansive select fill that exceeds the quality of lime-treated clay assumed in the pavement design (see Section C.2.3.1.a for more details on pavement design). The spoil produced from the excavation of the Eagle Ford shale or alluvial clay will be used in embankment construction. C.2.3.4.e Waterproofing and Permanent Groundwater Control

Groundwater control is an important issue for the subsurface Managed Lanes. Where cut walls are used for excavation support, horizontal drains will be installed to lower the groundwater level immediately behind the wall. This approach exceeds requirements and enhances the safety of the project since the walls are designed to withstand groundwater. All wall drains placed behind walls will be connected to a collection system at the wall base, relieving pressure against the face of the wall. Where Managed Lanes pavement is constructed in a cut section, and ground water is a concern, a system consisting of a drainable base layer below the pavement structure together with edge drains along the full length of the depressed Managed Lanes will be designed to collect groundwater seeping from the pavement subgrade and channel it to the storm sewer system. This will serve to keep the base completely dry and reduce maintenance, thus improving mobility. C.2.3.4.f Subsurface Elements

LBJ Development Partners has selected to construct all subsurface structural elements using stained concrete using the color palette specified under the Aesthetic Concept Reference Information Document Released by TxDOT.



C.2.3.4.g Power Supply and Distribution

Electrical Power Supply and Distribution for TCS and ITS Field Elements As expected for a major urban corridor, electrical power sources are available through utility connections at each interchange with local roads along the corridor. The Developer will provide major transformers at each intersection tapping into the local electric utility. Generally, the local utility distribution line is a three-phase 12,470V / 7,200V service line, and will require a step-down to a 480V line to provide power for TCS and ITS field equipment at each station field cabinet. The 480V line will then require step-down to a 120V line to power each piece of equipment in the same cabinet. The power draw allocation required for each piece of TCS and ITS equipment has been identified based on product specifications and experience. Based on this approach, each transformer will be sized to handle the required power loads with a sufficient margin to accommodate future load growth. Each transformer will be equipped with a service disconnect / safety switch. An electric meter will be installed in each equipment cabinet to monitor power consumption. Electrical power cable will be sized according to load and distance to maintain regulation below three percent. Electrical power cable running into the equipment cabinets at each station will be installed in PVC conduit and trenched. Pull boxes will be installed to facilitate the installation of electrical cables, with a typical spacing for long runs of 500 feet. Transformers, service disconnects/safety switches will be replaced every 25 years. Electrical cable will not be replaced unless necessary (i.e. cable break). Backup Power Backup power will be provided through fixed generators or Uninterrrupted Power Supply units (UPS) at critical locations such as toll collection points or hubs concentrating the signal from field sensors. In any case, all these critical locations will be ready for plugging in a portable generator for long outages. C.2.3.4.h Incorporation of Fire Protection, Security and Life Safety Requirements

C.2.3.4.h.i Ventilation Configuration

LBJ Development Partners has not included a tunnel facility in its proposal. Nevertheless, Computational Fluid Dynamics (CFD) modeling has been carried out for the overhang sections of the Managed Lanes in excess of the RFP requirements. CFD is identified as a recommended analytical technique in the most recent versions of National Fire Protection Association (NFPA) standards. Only through the use of CFD can a reasonable level of confidence be achieved concerning the distribution of heat and smoke as well as the ability to maintain a tenable environment for the purposes of system evacuation. This CFD study emphasizes the steady-state parameters of air temperature, air velocity, and smoke concentration associated with a fire throughout a significant area. The focus of the CFD analyses is to evaluate and confirm that the evacuation routes are protected from smoke and that structural integrity is not compromised by material temperatures. Software and Methodology: Computational Fluid Dynamics (CFD) Computer Program

CFD analysis was conducted using ANSYS CFX, a general-purpose CFD program used extensively for a variety of applications and validated in numerous instances. The simulation results provide air temperatures, relative concentrations of products of combustion and solid temperatures. The steady state results portray the spread of smoke and air pollutants and the air and solid temperatures after a state of equilibrium has been reached. CFD Model

Consistent with Chapter 25 of the Technical Provisions, CFD modeling is being conducted to demonstrate the behavior of smoke and heat in a worst-case fire event. The following design details are noted:



The CFD model will consider grade and wind conditions. Approximately 1,400 feet of roadway length is included in the model. Based on experience with similar models, visibility will likely be the limiting criterion for tenability, followed

by heat and lastly toxicity. Temperature, visibility and heat will be checked. A mix of three types of vehicle will be included in the model: small car, SUV/minivan and a small truck. The

fire will be located in a truck. 100-megawatt (MW) fire case with fast growth curve is being used for the project.

The CFD model includes the roadways of the depressed and cantilevered section, approximately 50 feet of ambient air above the cantilevered roadways, the solid concrete U-walls and the supporting steel channels and tee bents along the length of the roadways. Each end of the roadway creates an ambient boundary, as does the entire top portion of the model. The ambient boundaries were modeled as constant-velocity openings for the entirety of the simulation. In the transverse wind conditions, two opposing boundaries in the upper portion of the model were each applied respective 10 mph inflow or outflow boundary conditions. Figure C.2-5 provides an overview of the model.

Figure C.2-5: Model Overview with Boundary and Source Locations

100MW Fire Incident

Atmospheric Boundary (Green)

Typical Tee Bent

Typical Vehicular Traffic Mix

Solid Model (Blue) Components (Roadways, Supports)

Wind Inflow (if present, along entire length of model)

Wind Outflow (if present, along entire length of model)



CFD Results

The CFD results include visibility and temperature plots for each case. Visibility is calculated from the smoke mass fraction and the density. Available evacuation routes will be determined based primarily on the visibility contour plots, as they provide the most restrictive criteria, and those available will be discussed for the simulated fire cases. In general, an available route is a path from the incident area to an area of safety in which the obscuration limits (NFPA 502, 2008) are not exceeded. The contour plots show the variable VisSign, an expression of smoke obscuration, as stipulated in NFPA 502. Visibility is inversely proportional to the smoke mass fraction of a given fluid volume. Fire

NFPA 502 Edition 2008 suggests that the roadway should be treated as a tunnel with exiting from the roadway every 1,000 feet. Attachment 26-1A, Amendments to NFPA 502, of Book 2A deletes Chapter 7 (Road Tunnels) and Chapter 8 (Roadways Beneath Air Right Structures) from NFPA 502. Dependent upon the CFD modeling showing acceptable smoke removal from the facility, special exiting may not be necessary with the roadway itself serving adequately. The primary concerns are to demonstrate tenable conditions in an evacuation path and acceptable temperatures in the various structural elements after a 120-minute period of exposure to a 100 MW fire. The specific criteria include:

For cast in-situ concrete structural elements, the concrete surface temperature should not exceed 716°F/380°C

For cast in-situ concrete structural elements, the peak temperature of the steel reinforcement should not exceed 482°F/250°C

For pre-cast high strength concrete elements, the concrete surface temperature should be low enough to prevent explosive spalling

For steel or cast-iron structural elements, the temperature should not exceed 572°F/300°C A tenable environment must be maintained in the evacuation path Temperatures are not to exceed 50°C (122ºF) Visibility must be at least 30m (100ft) for signs lighted at 80lx and 10m (33ft) for doors and walls Simulated height of the smoke layer (visibility limit) must be at least 2.5m (8.2ft) above the walking surface

Emissions

In addition to fire modeling, CFD will also be used to model pollution concentration in the depressed Managed Lanes overhang section. This will model the case of traffic stopped and at idle within the cantilever section only. Furthermore, the modeling will consider specific toxic gas pollutants, notably carbon monoxide (CO) and nitrous oxide (NOx), to determine road-level exposures. Point CO and NOx gas emissions for each vehicle, as well as generated heat, were implemented at the tailpipes. Emissions modeled are consistent with idle for modern vehicles. It should be noted that:

An average engine size of 3.5L is assumed An airflow of 1.225m3/min air per vehicle (approx. 700rpm) is used which leaves the tailpipe at 44°C Average emissions per vehicle of 30.27g/hr CO and 5.51g/hr NOx were used. This was taken from a US

road tunnel project with mixed vehicle usage and 2013 vehicle type Exhaust flow was modeled at the tailpipe of each vehicle. The same model as the fire case was used, for

half the number of vehicles. As such, twice the exhaust from each vehicle was introduced to make up for the lack of vehicular traffic in opposing lanes. This is considered very conservative since all the pollution is loaded into only half of the model.

No engine intake air was simulated. The ceiling or top surface of the model was treated as a zero-pressure boundary to allow transfer.



The primary concerns are to demonstrate acceptable levels of pollutants under worst-case traffic conditions. The specific criteria for the emission levels include:

The CO concentration level should be below the allowable limit of 50 ppm The NOx concentration level should be below the allowable limit of three ppm

Fire Case 1: Truck Fire on a Three-Percent Grade

A steady state CFD fire simulation was conducted for the case of a 100MW truck fire under the overhang portion of the depressed Managed Lanes on a three-percent grade without any wind conditions. Due to the grade, the smoke tends to move longitudinally uphill into the stopped traffic in the lanes behind the incident vehicle. However, a tenable environment generally seems to be kept below the smoke level and the lanes above. Smoke also moves into the center of the highway area, but it does not seem to spill over into the oncoming lanes of the depressed region. Furthermore, smoke tends to rise between the elevated highway sections without contaminating them. These findings support those presented by Jacobs in their Preliminary Tunnel Fire Simulation (December 1, 2006). Fire Case 2: Truck Fire with 10 mph Wind Conditions

A steady state CFD fire simulation was conducted for the case of a 100MW truck fire under the overhang portion of the depressed Managed Lanes on a zero-percent grade with a transverse wind at 10mph. The results indicate that in the depressed Managed Lanes, a tenable environment is available to vehicle occupants in all areas except within the immediate vicinity of the incident. Smoke spreads underneath the elevated roadway longitudinally for nearly the length of the model. The elevated lanes in the downstream wind direction are obscured by smoke. This will pose a hazard to traffic in those lanes. Though some smoke tends to move into the wind below grade in the depressed region, this smoke does not spill onto the roadway opposing the incident. These findings are similar to those presented in the report facilitated by TxDOT as Reference Information Documents under different conditions. Also included for this fire case are solid temperature results. The maximum surface temperature does not exceed 320°C, which occurs on a concrete slab between two steel support structures. Temperatures within the material (not shown) are significantly lower, not exceeding 230°C. Steel temperatures overall do not reach the NFPA 502 (2008) 300°C criteria limit. Pollution Case: Zero-Percent Grade, No-Wind Condition

A steady state CFD fire simulation was conducted for a case involving stalled traffic under the overhang portion of the depressed Managed Lanes on a zero-percent grade with a no-wind condition. Generally, these preliminary results indicate that CO and NOx concentration levels are less than the allowable limits at head height. Conclusion

The results of the modeling demonstrate that smoke and heat from a 100MW truck fire will remain above head-level from most of the area around the incident, and that only a small area in the overhang highways above could be obscured. Furthermore, temperatures of the structural components of the highway do not exceed NFPA 502 (2008) or TxDOT limits. Air quality analysis indicates that only in areas directly around exhaust points will pollutant concentrations be exceeded, and that behavior of CO and NOx in the depressed lanes should not be different than in similar conditions on city streets. No forced ventilation system is envisioned, according to these results. Because these are steady-state simulation results, the results shown illustrate expected conditions after the fire reaches its full size; transient simulations of these fire cases may provide greater understanding of the tenability of the environment during the evacuation period.



The expected emergency response will require a high level of coordination, since the cantilevered roadways above a truck fire in the depressed lanes will be affected by a 100MW fire. This will involve, at the least, emergency response for both the depressed Managed Lanes and the highway above. Though in reality the pollutant concentrations will vary, the Proposer believes that the concentrations presented are conservative and appropriate. Future revisions to the air quality model may include engine air intake in the model and a higher idling engine speed (1,300 rpm vs. 700 rpm), which will likely result in better mixing. C.2.3.4.h.ii Fire Suppression Features Code and TxDOT Requirements

National Fire Protection Association (NFPA) 502 Standard for Road Tunnels, Bridges and Other Limited Access Highways Edition 2008 will be applied to the Managed Lanes Project. The provisions of Attachment 26-1A in Book 2A (Technical Provisions) will apply (Amendments to NFPA 502). In general the amendments relevant to this report are:

Authority Having Jurisdiction (AHJ) is the TxDOT. Remove mention of Limited Access Highways, Bridges and Elevated Highways and Roadways beneath

Air-Right Structures. There are no emergency egress requirements for either the depressed roadways or the elevated structures. Attachment 26-1A, Amendments to NFPA 502, of Book 2A deletes Chapters 6 (Bridges & Elevated Structures) and Chapter 8 (Roadways Beneath Air Right Structures) from NFPA 502 (2008) and no other stipulations have been found in the RFP documents. The roadways themselves, including the General Purpose Lanes above, can be used to evacuate in the event of fire. There is no requirement for passive fire resistance for the depressed roadways or overhanging structure. Attachment 26-1A, Amendments to NFPA 502, of Book 2A deletes Chapter 8 (Roadways Beneath Air Right Structures) from NFPA 502 (2008) and no other stipulations have been found in the RFP documents. As part of the design, structural surface temperatures are determined using CFD. Additional details are provided by TxDOT in a February 21, 2007 PowerPoint presentation. Within this, fire security and life safety requirements for tunnel versus Cut Wall structures are provided. Since there is no tunnel planned along the present alignment the Cut Wall stipulations apply. In the presentation, the following requirement is stipulated for depressed highways:

Standpipe or hydrant system for fire protection. Book 2A Technical Provisions, Chapter 25 provides additional details for the depressed Managed Lanes. In summary these are:

Carbon monoxide (CO) and oxides of nitrogen (NOx) concentrations will be below maximum acceptable levels during all traffic conditions. CO < 50ppm, NO2 < 3ppm and NO < 25ppm.

Monitoring sensors will be provided for CO and NOx. Tenable environment will be provided for motorists evacuating during an emergency. Approved water supplies and standpipe systems will be provided for the depressed Managed Lanes. Fire hose connections will be provided for both directions of the lanes to allow fire fighting at the roadway

level. Hose connections will be spaced at a maximum interval of 275 feet. Fire Department Connections (FDCs) will be installed, preferably at each end of each standpipe section. Fire hydrants will be provided within 400 feet of each FDC to a standpipe system.

Book 2A Technical Provisions, Chapter 24 provides further details. Two of the key provisions are:



All FDCs will be within 50 feet of an all weather surface or approved fire lane roadway. Hazardous materials traffic will not be permitted on any part of the Managed Lanes system.

TxDOT provide some explanations within their November 13th 2007 Questions and Answers Matrix. The following point is noted:

No. 53: TxDOT confirm the need for standpipe along the depressed lanes. There is no specific direction for the at-grade and above-grade structures, with the note that “good industry practice shall govern.”

Proposed Design

Considering the previous requirements, a report is provided for fire protection for the various types of new structure comprising the Project. 1. Depressed Managed Lanes

1.1 System Configuration

Dry Standpipe System: The fire suppression system type in the depressed Managed Lanes will be a manual dry standpipe system protecting a combined distance of approximately 5.5 miles of road, starting at an approximate station 72+00 and ending at an approximate station of 361+00. The manual dry standpipe system will consist of separate sections of standpipe each with a maximum length of 1700 feet to allow fill time of 6 minutes or less. Each end of a single standpipe system will be equipped with an FDC located at grade level. FDCs will be located on the outermost edge of the frontage roads where they will be protected by bollards or other method suited for this location. At each FDC, a check valve downstream of FDC inlets will be provided. At the highest point in the system, near every FDC, an automatic air release valve will be provided.

Standpipe will be buried under the shoulder of the depressed Managed Lanes with risers leading to FHVs within Cut Wall niches spaced at a maximum distance of 275 feet. Drainage of the standpipe will be facilitated using the approach described in the section “Fire Suppression Features”.

Fire Hydrants: FDCs will be located within 400 feet of a fire hydrant. If a fire hydrant is not available, one will be planned using a minimum of 6” diameter AWWA C900, Class 200, PVC pipe to connect to the nearest water line.

Portable Fire Extinguishers: Portable fire extinguishers will be located in Fire Hose Valve (FHV) cabinets within all fire hose valve niches. Fire extinguishers will be rated as described below in section “Fire Suppression Features.”

1.2 Fire Suppression Features

Dry Standpipe System: A feature of each dry standpipe system throughout the depressed Managed Lanes will be as shown in Figure C.2-6.



Figure C.2-6: Cross Section Showing Routing of Dry Standpipe

The dry standpipe has the following features: Buried pipe will be polyvinyl chloride (PVC) AWWA C900, Class 200 according to local codes. Exposed pipe will be galvanized steel ASTM A53 Schedule 40 Fire Department Connection:

- FDCs will be installed as a manual dry standpipe system. - FDCs will have two 2-1/2” fire hose connections to supply the required water volume and pressure. - FDCs will be located on the outside of frontage roads at grade level, within 50 feet of an all weather

surface or approved fire lane. - FDCs to be protected by bollards or other approved barrier. - FDCs will be within 400 feet of an approved fire hydrant.

2-1/2” Fire Hose Valves, Angle Globe Type (FHV): - Fire hose connections will have an external 2½ inch thread, or as required by authority having

jurisdiction (AHJ), and be equipped with thread protective caps and chains. - Fire hose connections will be recessed within niches in the Cut Wall to protect from damage. Fire hose

valves will be protected by bollards or other approved barriers. Drainage of standpipe will be facilitated by drainage valves located at the low points of each standpipe

system with two-inch PVC pipe connecting the low point of the standpipe to the Drain Inlet Box. Drain valve provided in two-inch PVC pipe will be locked in closed position as approved by AHJ. This Drain Inlet Box provides the required air gap between the two-inch PVC drainage pipe and the storm sewer pipe from the inlet box. The storm sewer pipe from the Drain Inlet Box must be larger than the two-inch drainage pipe for adequate draining of the standpipe. Piping from the Drain Inlet Box to the storm sewer system will be provided by others.

Adequate water pressure of 100 psi to the most remote fire hose valve will be supplied by the fire trucks. Fire Hydrants

All FDCs will be located within 400 feet of a fire hydrant. If a suitable hydrant is not available then a new hydrant will be installed.



Minimum six-inch diameter AWWA C900, Class 200, PVC pipe will be provided as the connection from an existing subsurface water line to the new hydrant.

Portable Fire Extinguishers

Portable fire extinguishers, with a rating of 2-A:20-B:C will be located along the roadway in listed wall cabinets located within the hose connection niches.

1.3 Operating Methodology

Charging the Dry Standpipe: To ensure adequate water pressure is delivered to the most remote fire hose valve, a connection will be made from the nearest fire hydrant to a fire truck pumper, and another fire hose connection from the fire truck pumper to the Fire Department Connection. As part of the Emergency Response Plan fire hydrant locations will be made available to the local Emergency Response Services. Upon filling of the standpipe, a connection will be made at the 2-1/2-inch fire hose valves and can be opened for use in extinguishment of fires in the depressed Managed Lanes.

Draining the Dry Standpipe: Connection to the Fire Department Connection will be removed before the charged dry standpipe is drained. The charged dry standpipe section will be drained using the method described in the “Fire Suppression Features” section above. The 2” drain valves, located in the drain valve box in the shoulder of the road will be unlocked and opened for draining of the standpipe. Complete draining of the standpipe will be observed by removing the inlet box covers. Upon complete draining of the standpipe the drain valve will be closed and locked with the drain valve box cover replaced.

1.4 Egress

There are no emergency egress requirements for depressed roadways. Attachment 26-1A of Book 2A deletes Chapter 8 (Roadways Beneath Air Right Structures) from NFPA 502 and no other stipulations have been found in the RFP documents. This intent was confirmed during the FSLSC Meeting on December 12, 2007. The roadways themselves will be used to evacuate in the event of fire.

2. Elevated Structures Standpipe: There are no requirements for standpipe for the elevated structures. Attachment 26-1A of Book 2A deletes Chapter 6 (Bridges & Elevated Structures) from NFPA 502 and no other stipulations have been found in the RFP documents.

Fire Hydrants: There are no requirements for hydrants for the elevated structures. Attachment 26-1A of Book 2A deletes Chapter 6 (Bridges & Elevated Structures) from NFPA 502 and no other stipulations have been found in the RFP documents. This intent was confirmed during the FSLSC Meeting on December 12, 2007. Existing hydrants can be used, where available, for fire suppression but no new hydrants will be planned for the elevated or at-grade sections of the project.

Passive Fire Resistance: No special fire resistance is planned for the elevated structure. Attachment 26-1A of Book 2A deletes Chapter 6 (Bridges & Elevated Structures) from NFPA 502 and no other stipulations have been found in the RFP documents.

Egress: There are no emergency egress requirements for elevated structures. Attachment 26-1A of Book 2A deletes Chapter 6 (Bridges & Elevated Structures) from NFPA 502 and no other stipulations have been found in



the RFP documents. This intent was confirmed during the FSLSC Meeting on December 12, 2007. The roadways themselves will be used to evacuate in the event of fire.

3. Limited Access At-Grade Highway Standpipe: There are no requirements for standpipe for the at-grade limited access lanes.

Fire Hydrants: There are no requirements for hydrants for the at-grade limited access lanes. Attachment 26-1A of Book 2A deletes Chapters 5 (Limited Access Highways) from NFPA 502 and no other stipulations have been found in the RFP documents. This intent was confirmed during the FSLSC Meeting on December 12, 2007. Existing hydrants can be used, where available, for fire suppression but no new hydrants will be planned for the elevated or at-grade sections of the project.

Egress: There is no requirement for special egress from the at-grade lanes.

4. Passive Fire Resistance: NFPA 502 Edition 2008 is specific on the structural protection requirements for depressed Managed Lanes

with overhanging structure. However, TxDOT Attachment 26-1A of Book 2A deletes Chapter 6 (Bridges & Elevated Structures) from NFPA 502.

Conclusion

Of the various structures that comprise the IH 635 Managed Lanes Project, a fire protection system required by NFPA 502, and as amended by TxDOT in Attachment 26-1 of Book 2A, is applicable only at the depressed Managed Lanes. The proposed dry standpipe system spans approximately 5.5 miles and consists of individual systems no longer than 1,700 feet. Each fire protection system contains two Fire Department Connections (FDCs) at grade level and at both ends of the buried dry standpipe system. Along the Cut Wall Fire Hose Valves (FHVs), spaced 275 feet apart, will be located in FHV cabinets all within wall niches. FDCs will be located within 400 feet of new or existing fire hydrants. New fire hydrants will be supplied from the nearest water utilities. Approved fire extinguishers will be installed within the FHV cabinets. Elevated structures and limited access at-grade highways have no requirements of fire protection in accordance with TxDOT amendments. C.2.3.4.h.iii Security, Monitoring and Control Features

Since the depressed Managed Lanes on IH 635 will be open to the surface, safety elements normally required for fully enclosed tunnel roadways have been adapted to the specific confining roadway geometrics, always taking into account as minimal requirements the specifications of Books 2A and 2B. Therefore, the roadway geometrics will require additional consideration for public safety and maintenance radio systems to ensure maintenance of adequate signal strength throughout the entire alignment. Below is a description of the operating methodology and strategy for deployment of the individual ITS and life safety subsystems. Abbreviations in blue type reference the schematic equipment layout provided as Appendix D.2.6.

Video Surveillance: The Developer will deploy CCTV cameras with full pan-tilt-zoom capability (C) to provide coverage of 100% of the subsurface Managed Lanes, as required through the project limits. Since the subsurface lanes necessarily restrict the mounting height of surveillance cameras, the effective range of each camera will be correspondingly limited, and therefore more camera sites will be required on subsurface lanes than on surface lanes to obtain 100% coverage.



Vehicle Detection: The Developer will establish vehicle detection stations (V) at regular intervals sufficient to measure throughput and to support incident detection. Vehicle detection may consist of microwave detectors, video vehicle detection (similar to those in use by TxDOT), or (if necessary) pavement sensors.

Lane Control Signals: The Developer will install Lane Control Signals (LCS) on overhead structures spanning all lanes of the subsurface roadway at intervals that will support traffic management for in-road maintenance activities and incident response.

Dynamic Message Signs: The Developer will install Dynamic Message Signs (DMS) on overhead structures in the subsurface lanes and at strategic locations in the general-purpose lanes, frontage roads and ramps leading to the subsurface lanes. The DMS will support traffic management functions, including: - providing information on the Dallas North Tollway; - advance warning for incidents and maintenance activities in the road (working in conjunction with lane

control signals); and - notifying motorists to tune to highway advisory radio frequencies for additional information in the event of

a significant incident or emergency. Overheight Detection and Warning: Since the subsurface lanes will have overhead structures that result in

restricted vertical clearance, and which will have attached ITS equipment, overheight detection and warning systems will be installed on all roads and ramps leading to the subsurface lanes. The overheight detection system will include an electronic Blank-Out Sign (BOS) that will provide a visual warning to the driver of an overheight truck approaching the subsurface lanes. Blank-Out Signs will be installed downstream of the overheight detector at a distance determined by the design speed of the roadway on which it is installed and the associated legibility distance of the sign.

Pavement Sensors: The Developer will install pavement sensors (P) in each direction of the subsurface Managed Lanes to detect icing conditions on the roadway. These are particularly important in the subsurface lanes as road surface conditions may differ significantly from surface and viaduct (elevated roadway) conditions simply because of the limited exposure to sunlight.

Toll Equipment: The Developer will install toll equipment (described elsewhere) on overhead structures in the subsurface lanes at the zone transition east of the Dallas North Tollway.

Safety and Maintenance Radio: To ensure maintenance of adequate signal levels throughout the subsurface lanes, a radio repeater system will be required for public safety and maintenance radio systems. The repeater will utilize “leaky coax”, coaxial cable with slits that provide openings for radio frequency to leak out, installed high on one wall of the subsurface lanes roadway to provide the required coverage across all lanes. Because the subsurface Managed Lanes are open to the surface, it will not be possible to implement an AM/FM rebroadcast and emergency override system because the RF energy could not be practically contained within the subsurface roadway, and thus would interfere with transmitters at the surface. To fulfill the function of providing emergency information to motorists via their in-vehicle radios, the Developer will provide a dedicated Highway Advisory Radio using a licensed frequency. The HAR transmitter in the subsurface Managed Lanes will be synchronized with HAR at the surface to prevent interference.

Fire Department Connections. Fire Department Connections will be located at the outermost edge of the frontage roads. Bollards will be used for protection of free standing FDCs where the possibility of damage by vehicles exists. The 2-1/2” connections will be provided with caps and security chains. After use of the manual dry standpipe system, the caps will be threaded on the FDCs. The integrity of FDCs will be inspected periodically.

Fire Hose Valve Stations. Fire hose valve stations include 2-1/2” fire hose valves and fire extinguishers with a rating of 2-A:20-B:C, in fire-rated cabinets. Fire-rated cabinets will house the fire hose valves and fire extinguishers at niches located along both sides of the depressed Managed Lanes. The fire hose valves will be in the normally closed position and be equipped with caps and security chains. After use of the manual dry standpipe system, fire hose valves will be closed and caps threaded on. Standpipe, Fire hydrants and



components will be inspected periodically at manufacturer recommended intervals and as required by codes. Inspection of the integrity of the fire hose valve stations will be made periodically.

Fire Hydrants. Periodic testing of flow capacity and inspection of integrity will be performed on existing fire hydrants and planned fire hydrants.

Life and Safety System Security and Proper Functioning Conclusions

Fire Department Connections will be protected at the road level from traffic using approved bollards, and will be provided with cap and security chain. After use of the fire protection system caps must be replaced. Fire Hose Valve cabinets will be fire-rated and will house fire hose valves and fire extinguishers. Fire hose valves will be protected with caps and security chains when not in use. Fire hose valves will be in the normally closed position. Fire extinguishers will have a rating of 2-A:20-B:C and will be inspected for performance and integrity at manufacturer recommended intervals. All fire hydrants will be periodically inspected for performance. Standpipe and all related components will be inspected periodically as required by codes. C.2.3.4.i Lighting

LBJ Development Partners has analyzed lighting issues for this project very carefully with the primary focus to providing a safe and visually pleasing environment throughout the project. RFP Book 2A and 2B guidelines were strictly followed in the selection of the lighting assemblies. Special attention was paid to the depressed Managed Lanes sections. The depressed Managed Lanes would be lit at all times using fluorescent lighting assembly conforming to the RFP Book 2A and 2B guidelines. The Developer will have some of the fixtures equipped with emergency batteries in case of power outages at an interval that will conform to all of the Technical Requirements of the RFP Book 2A and 2B. The guide signs on the depressed Managed Lanes would also be lit using induction fluorescent fixtures. With respect of the approach of mitigating the effect of varying levels of natural and artificial light in the subsurface Managed Lanes, LBJ Development Partners would equip the underside of the cross beams with induction fluorescent fixtures to mitigate the effect of varying levels of natural and artificial light in the subsurface Managed Lanes.

C.2.3.5 Bridges and Surface Structures C.2.3.5.a Schematic

C.2.3.5.a.i Bridge Locations and Limits

Bridge-specific information including location, limits and controlling vertical clearances, is included in the schematic drawings provided with this proposal (Appendix D.2.8.a). Specific information about bridge and foundation types and typical span arrangements is also contemplated in the bridge arrangement sheets provided with this proposal (Appendix D.2.2). Bridge widths were determined from the roadway geometric requirements according to the TxDOT lane configurations, and shoulder widths specified on schematics. LBJ Development Partners presented ATC 3 to TxDOT (which TxDOT incorporated into the Technical Documents) with the intention to obtain a design speed deviation from the requirements of Book 2A Section 11.2.2 for some direct connectors as indicated in Table C.2-4.

Table C.2-4: Proposed Design Speed Deviations on Direct Connectors

Direct Connect ATC Requested Design Speed Alignment Name (mph) I35 SB to IH 635 EB 35 I635 WB to IH 35 NB 40 I635 WB to 35 SB Managed Lanes 45



The above direct connectors have curves that according to the environmentally approved design schematics, and taking into account the right of way limits and other constraints, could not be made to meet Stopping Sight Distance requirements for the design speed of 50 mph required for direct connectors according to the CDA Book 2A, Section 11.2.2 Table 11-1A without a very significant widening of the inside shoulder beyond the widths required in Book 2A according to standard TxDOT practice. LBJ Development Partners will be referencing the electronic schematic roll plots provided by TxDOT on such problem areas to provide values equal to those utilized in such document as allowed by last paragraph of RFP section 11.2.2. LBJ Development Partners will also use the shoulder widths as laid on the electronic schematic files provided by TxDOT for the Managed Lanes bridge over IH 35E; at this location the outside shoulders are only two feet wide instead of 10 feet as required by RFP book 2A (FHWA has given TxDOT a design exception dated January 18 2008 for this shoulder width). LBJ Development Partners bridge layouts differ from TxDOT´s schematic drawings at the DNT intersection. To reduce the time required to build all the improvements required at this intersection, LBJ Development Partners submitted ATC 2 (which TxDOT approved) and ATC 4 (which TxDOT incorporated into the Technical Documents). See Section C.2.3 for more details on ATCs approved by TxDOT. For the Developer to implement these ATCs, overpasses had to be added on the existing loop ramps to and from the Dallas North Tollway and at the Mainlanes for the same highway (see traffic control section C.2.3.2 and Traffic Control Exhibit drawings for details of construction of the DNT section). For specific information about bridge locations, limits, and controlling vertical clearances, see the schematic drawings provided in Appendix D.2.8). For specific information about bridge and foundation types, and typical span arrangements, see Bridge Arrangement Sheets provided with this proposal (Appendix D.2.2). C.2.3.5.a.ii Retaining and Noise Walls

All preliminary wall locations of the Project, as specified in Table 04-1A of the Technical Provisions, are identified on Sheet 7 of the Horizontal Control Data Plans (Appendix D.2.8.b) Retaining walls have been classified by type based on cut or fill conditions. C.2.3.5.b Aesthetic Requirements, Ultimate Configuration Construction Methods and

Retaining/Noise Walls

C.2.3.5.b.i Bent Placement Near Restricted Substructure Placement Areas

Refer to Appendix D.2.8.e for Substructure Placement Areas. C.2.3.5.b.ii Adherence to Aesthetic Requirements

All aesthetics are based on LBJ Development Partners’ design that will exceed the Project’s allotted aesthetics allowance. LBJ Development Partners has prepared 3-D rendering drawings C.2.3.5.b.ii.a through C.2.3.5.b.ii.d at different locations on the Project. Please note that these drawings are only for illustration purposes of the aesthetic look of the different structures. C.2.3.5.b.iii Methods of Construction for Build-out the IH 35E Capacity Improvement Section

The Capacity Improvements for IH 35E will be achieved through the construction of the third lane of the elevated Managed Lane direct connector between IH-635 to the north and Loop 12/IH 35E interchange to the south, along IH 35E. Initially, the connector ramps are expected to be built as two-lane elevated sections. The schematic exhibits and the typical sections in the area detail the nature of the future extension of the direct connector ramps. The future extension for the SB direct connector ramp is expected to be completely on the inside edge of bridge, while the extension of the NB direct connector ramp is expected to be on the inside between Crown Road and Alberta Road approx. The Capacity Improvement section will be on the outside North of Alberta Road until the connection point on IH-635. The small segment of the NB direct connector ramp between Alberta Road and Crown Road will be built as a 3-lane section in this project but will be striped for a 2-lane section in accordance with the adjoining completed sections to the north and south.



For the construction of the capacity Improvement section (12-foot lane plus six-foot shoulder), LBJ Development Partners has developed a plan that will not affect existing traffic patterns, and is fully compatible with the ultimate configuration specified on the Substruction Guidance Exhibit. C.2.3.5.b.iv Retaining and Noise Walls in IH 35E Capacity Improvement Section

No impacts are foreseen on the retaining/noise walls constructed for the Project due to the construction of the IH 35E Capacity Improvement section.

C.2.3.6 Tolling and ITS Systems A schematic overview of the Managed Lane Tolling System is provided in Appendices D.2.6. and D.2.8. Please note that tolling locations depicted in these schematic drawings are placed in a location that will be optimized during the final design stage. LBJ Development Partners’ ITS/ETCS Plan and related civil drawings are provided in Appendix D.2.6. The tolling system ITS systems will be deployed as a single, fully integrated system – the Integrated Toll and Traffic Management System (ITTMS), for the purpose of supporting three key shared functions:

Dynamic Pricing: Tolls will be set in a manner to ensure that travel speeds on the Managed Lanes are sustained at least 50 mph. The data on traffic congestion required to determine current speeds would be provided by the Traffic Management System (TMS) and not the toll system.

Event Tracking and Management: The 50 mph performance requirement will not be enforced when accidents, breakdowns or inclement weather that are beyond the control of the Developer preclude the traffic moving at this speed. The TMS provides the means to track and manage such events. To demonstrate to TxDOT that the Performance Requirement for Average Speed of 50 mph in each Managed Lane segment of the corridor is satisfied (CDA Book 1 – Exhibit 4), the proposed Traffic Management System (TMS) software will provide reports based on inputs from the proposed vehicle detectors, which directly measure vehicle speeds. The software will also maintain a log of incidents or other events as reported by police. Therefore, the Performance Reports providing the Average Speed information to be submitted to TxDOT will also show specific information on any incidents that may cause the Average Speed falls below 50 mph.

Facility Management: The Developer will manage the roadway as a holistic enterprise and not a series of silos where each function is assigned to a different division. The integrated systems and operational approach will provide managers with the tools to oversee every aspect of the facility.

The Project will benefit from the Proposer’s extensive experience in the use of ITS to achieve excellence in toll road operations. LBJ Development Partners will utilize the latest innovative tools developed for recent projects in the U.S. and Europe to make the Project a vanguard in the application of ITS to enhance the customer experience. Recent ITS experience upon which the Developer will draw includes:

407ETR: ORT design, installation and operation; M4 (Ireland), Chicago Skyway and Indiana Toll Road: ORT interoperability. Málaga-Estepona-Guadiaro motorway (Spain): ITS in safety critical sections (tunnels, depressed sections) Radial 4 motorway (Spain): ITS in urban areas

C.2.3.6.a Managed Lane Tolling System

The proposed electronic Toll Collection System (TCS) will provide non-stop Open Road Tolling (ORT) access to vehicles traveling the IH 635 Managed Lanes facility. Managed lanes are tolled lanes for which the toll rate varies depending on the level of congestion, either based upon live traffic conditions (dynamic mode) or time of day (schedule mode). Vehicles equipped with a valid transponder will be able to use their pre-paid toll account to pay the toll electronically and automatically. The Developer will identify vehicles without a valid transponder via captured video images of the vehicle’s



license plates and appropriately process the transactions. Transactions generated at the lane tolling points will be transmitted to the central facility for processing in near-real time. A schematic overview of the Managed Lane Tolling System, showing locations of tolling points, dynamic toll rate signs and other pertinent information, is provided in Appendix D.2.6. C.2.3.6.a.i Toll Collection Methodology

NTTA will provide customer service and back office services for the Project, including transaction posting, violation enforcement, transponder distribution, and customer service functions. The transponder transactions collected and processed by the TCS will be electronically transmitted to NTTA for posting to customer accounts. Video transactions will be electronically transmitted to NTTA for generation of payment requests to vehicle owners. The Developer’s staff will review the images for legibility and accuracy before forwarding them to NTTA. The Developer acknowledges that it is restricted from providing any of the customer service functions, including transponder distribution, provided by NTTA under the Tolling Services Agreement. C.2.3.6.a.ii Electronic Tolling Collection System Plan

The Toll Collection System (TCS) architecture, shown in Figure C.2-7, consists of networked servers that collect transaction data from the toll collection points, determine toll rates, post toll rates on variable message signs at the roadside, process transactions for transmittal to NTTA and monitor equipment and communications. Concession customer service is supported by an Interactive Voice Response (IVR) system. The Field Elements shown in the bottom box of Figure C.2-7 consist of the equipment to be installed at each tolling point in the field. This equipment includes automatic vehicle classification (AVC), tag reader, video cameras, enforcement signals and, in the future, vehicle occupant detection. Toll Rate Signs are located in advance of the tolling points in the field. The equipment in the field will transmit data, video and status information to a set of networked computers located in the Administration Building through Ethernet nodes located at each field location and connected to a central node at the Administration Building. The TCS computers to be integrated over a local area network (LAN) include servers and workstations. Multiple servers will be required to process data and provide backup capabilities. Shared RAID (Redundant Arrays of Independent Disks) is a technology that employs the simultaneous use of two or more hard disk drives to achieve greater levels of performance, reliability and data capacity. RAID achieves increased data reliability and increased input/output performance. Toll facility status information will be disseminated through a utility server on the LAN. Operators will be able to access the information in the system through their computer workstations. The network will have a center-to-center (C2C) interface with the NTTA and bank for back office and customer service support.



Figure C.2-7: Toll Collection System Architecture

In-Lane Components

Each tolling point along the Managed Lanes will be equipped with the devices and subsystems necessary to identify vehicles using transponders and video, classify the vehicle, provide information on vehicle occupancy, support enforcement activities and enable the audit of individual transactions. There are two types of tolling point configurations – one for a three-lane tolling point and another for a two-lane tolling point. For either configuration, the Developer will use the same types of equipment:

Lane Controller: The lane controller captures and processes toll and transaction data and also monitors and controls devices at tolling points in each of the tolled lanes. These devices will include, but will not be limited to, the automatic vehicle identification system, automatic vehicle classification system, video exception system, vehicle occupancy assessment system, video audit subsystem and roadside violation indicator. The redundant computer provided for the lane controller function will be of a rugged, industrial type, due to the environment in which it will operate. The controller will frequently update transaction and violation data, collected from the systems it monitors, in the central server, using Transmission Control Protocol/Internet Protocol (TCP/IP) network protocols. In the event that the communication link is lost between the controller and central server, the controller will have the ability to function autonomously and retain transaction data until the connection is reestablished.



Automatic Vehicle Identification (AVI): The AVI system will identify vehicles equipped with transponders at the tolling points. The antenna reads the transponder in the vehicle and transmits the unique transponder identification number to the roadside reader, which then sends the digital information to the lane controller.

Automatic Vehicle Classification (AVC): Every tolling point will be equipped to identify the presence of an incoming vehicle and classify the vehicle by accurately determining vehicle profile.

Video Exception Subsystem (VES): The Video Exception Subsystem will consist of a collection of cameras installed at each tolling point to collect video images of both the front and rear license plate of each vehicle that accesses the tolling point. The cameras will capture several successive images of the vehicle as it passes through the toll station. The images will focus on the areas where a license plate may be legally mounted; however all portions of the front and rear of the vehicle will be recorded in the images. A camera mounted on both the upstream and downstream gantries of each lane will collect video images from all necessary angles. The Developer will retain these images for all vehicles that do not have transponders and in cases of unusual occurrences, such as a mismatch between the transponder user classification and the AVC classification.

Video Audit Subsystem (VAS): Each tolling station will contain equipment that collects live, streaming video of vehicles that pass through the tolling point. Operators will index the video stream against the transactions. The VAS provides an accurate record in the event of disputes, and in support of enforcement actions.

Roadside Violation Indicator: White, Light Emitting Diode (LED) beacons will be located over each declaration lane to indicate, that a vehicle with a valid transponder has been detected at the tolling point, to enforcement personnel. The enforcement personnel shall determine upon inspecting the number of occupants in the vehicle whether an HOV violation has occurred. The beacon is observable to all roadway users and enforcement officers within visible range.

Gantries: The Developer will erect a system of gantries on which it will mount the overhead equipment required for the TCS. For each tolling point, there will be two separate gantries to allow for the adequate placement of front and rear cameras, AVI equipment, and the enforcement signal. Gantries will be equipped with a walkway and a simple, yet secure, mounting technology so that maintenance crews may work on tolling equipment while ensuring minimal impact to the roadway and traffic flow. Gantries will comply with all necessary vehicle height requirements.

Equipment Cabinet: An equipment cabinet will be located at each tolling point and will house the lane controller and other necessary equipment. The cabinet will consist of sturdy and non-reactive material and will prevent unauthorized access via multiple locking and access mechanisms. The cabinet will also prevent moisture from entering and contacting electric components, and will keep all equipment within an acceptable temperature range (between -23ºF and 86ºF). The cabinet will be installed at a position near the tolling point in a manner that protects it and maintenance staff from vehicle collisions.

Uninterruptible Power Supply (UPS) and Emergency Power: The Developer will provide a UPS at each tolling location to condition power and to provide up to three hours of backup power at the site. Each location will have a backup generator that will kick in, in the event of a prolonged power failure.

Communication Equipment: Appropriate communications hardware placed in each cabinet will connect each tolling point to the communications network.

Dynamic Toll Rate Signs (TRS): The Developer will provide TRS in advance of all tolling points to notify drivers of the current toll rates, which will be the rate that they would be charged for each specific trip. All signs will be far enough upstream of the tolling points that the user may make an informed decision of whether or not to enter the Managed Lanes. Although the rate may change while the vehicle is still en route, the amount charged to the toll account will remain the same as posted to the TRS at the time of entry. The system will keep track of the times that updated rates are published to the TRS. The initial approach is to install a sign showing the price for the single segment as it is entered. The sign structure will be designed to accommodate



additional signage for other tolling segments if it is desired to show the toll rates for other segments. This will be accomplished by installing sign supports that are high enough to installation of additional sections of signing in the event of new or modified tolling segments are added to the network in the future. This flexibility will minimize costly sign structure replacements in the future.

Automated Vehicle Occupancy Detection: The Developer does not propose this technology at this time, as it is currently an unproven technology. However, it is likely that the technology will advance over the lifetime of the project so that the Developer will deploy it later during the CDA term. In the meantime, the Developer will utilize the HOV enforcement approach described in Section C.3.3.2.a.

Figure C.2-8 depicts in-lane tolling components for two-lane and three-lane configurations. Figure C.2-8: In-Lane Tolling Components

Facility (Central System) Components

The components of the ITTMS are illustrated in Figure C.2-9.



Figure C.2-9: ITTMS Overview

The central level or Back Office System (BOS) will be the core of the Project’s Toll Collection System. The Developer will utilize its proprietary Back Office platform, which incorporates the knowledge acquired from more than 10 years of ORT tolling operation of the 407ETR and other toll facilities around the world. The Back Office will be in charge of analyzing and processing transactions coming from the field, ensuring that all data are included within the transaction stream before sending them out to NTTA for payment. Indeed, this Back Office will be the main link between the Developer’s systems and NTTA’s.



At the facility level, the BOS will receive two types of transactions from the lane controller: transponder transactions, for which a valid transponder read was associated with the vehicle, and video transactions, for which video images of the vehicle’s license plate were captured in lieu of a valid transponder read. The following will be key functions of the facility Back Office:

Interface to Tolling Points: The facility BOS will monitor and control the electronic transfer of information from all lane controllers, including the status of all lane equipment and related communications links, individual transponder reads and video images. The electronic transfer of information from all lane controllers will occur in near-real time. Additionally, the BOS will electronically transmit NTTA transponder status data to all lane controllers at least once per calendar day. The interface will include a mechanism for ensuring that data transfers have successfully transmitted the correct data. The Developer will process status data on lane equipment to support maintenance monitoring functions and the operational display of current equipment status in near-real time.

Video Processing: The video processing function receives the video images captured at tolling points and performs an Optical Character Recognition (OCR) review. The BOS will compare Video Exception Subsystem image data against lane transaction and transponder data.

Image Review and Validation: Image Review Clerks employed by the Developer will manually review and validate images. The Image Review Clerks will review the processed video images to ensure capture of a legible license plate image and recording of the correct plate number and jurisdiction. A configurable number of images will be available for each transaction, with the clearest image “highlighted” by the OCR. The clerk will be able to certify or reject an image by selecting an appropriate reject reason. The Developer will provide an audit function for sampling and viewing records to verify correct OCR and manually entered license plate and vehicle information.

Calculation of Transaction Toll Amount Due: Every time a user crosses a tolling point at the entrance to a segment, a transaction is generated. In that sense, a vehicle that uses sections of the three segments in one trip will generate three transactions. The total toll rate due for each transaction will be based upon the following data points:

1. the vehicle occupancy and classification as determined in the lane; 2. the vehicle’s time of entry into the first segment regardless of whether the vehicle traveled through one

or several consecutive segments without exiting. The customer will not be charged any more per segment than the amount displayed on the dynamic TRS at the time the vehicle entered the facility.

Special Considerations: The system will be able to accurately identify and track Exempt Vehicles to comply with their exemption from tolls, and must be able to filter out transactions that occur during emergency toll suspensions as mandated by TxDOT.

The Proposer acknowledges that elements of the transaction data and other data handled by the TCS are Patron Confidential Information under Section 8.8 of the CDA and must be protected. Integrated also in the BOS will be the software to calculate dynamic toll rates. The dynamic pricing function of the TCS will consist of the following three components:

Interface to Vehicle Detection Data: The ITS vehicle detection data will be provided in at least one-minute increments, 24 hours per day, over the Project communications network. Vehicle detection data will include speed, volume, lane occupancy, equipment status, latitude and longitude, route number, direction, and cross street data for all lanes on all segments of the facility.

Dynamic Rate Calculation: The system will include a dynamic, real-time, parameter-driven pricing algorithm calculation that provides the ability to calculate a base toll rate according to the current level of congestion in the Managed Lanes. The dynamic rate calculation will adjust the base toll rate as often as needed, but not more than once every five minutes, to manage demand on the Managed Lanes and meet the performance



requirements of the facility. The Developer will define segmental and full-facility tolls based on actual performance of the road sections. The toll will be calculated independently for each direction of travel. The Developer will use a manual override function to suspend toll collection for a given segment or the entire facility. A historical toll rate database will store all displayed daily toll rates calculated by the real-time dynamic pricing algorithm for historical analysis and public release.

Dynamic Rate Display: The dynamic rate display function will control the dynamic Toll Rate Signs by sending commands to display the current calculated toll rates for each segment. The system will have the ability to post the toll rate or other appropriate message (e.g., Closed, Open to All Traffic, HOV Only) on the dynamic TRS in real time.

As required by TxDOT, the system will also have the ability to perform in Schedule Mode, rather than Dynamic Mode, whereby vehicles are charged based upon a time-of-day schedule. Schedule Mode will apply for the initial 180 days after Service Commencement Date. Compliance with Requirements LBJ Development Partners developed the conceptual design proposed in this document to meet or exceed the requirements of the CDA Documents. The requirements that most directly affect the ITS and ETCS are: Book 1:

Article 3 “Tolls” present criteria for proposed tolling system, including user classifications. Article 8 “Operations and Maintenance” presents the O&M responsibilities of the Developer and other parties. Article 9 “Management Systems Oversight” establishes the oversight roles of TxDOT and FHWA, and the

requirements for Traffic Management systems that the Developer must meet. Books 2A and 2B:

Section 16.3.4 “Advance Toll Information Signs” present design requirements. Section 17 “ITS” presents the general, design and construction requirements for ITS elements. Section 19.4 presents Maintenance Performance Requirements for some of the systems and equipment. Section 21 “Tolling” presents the general, design, operations and performance requirements for the tolling system. Section 22 “Operations” identifies the support requirements, obligations relative to the operation of the project.

Book 2A Only: Section 24 “Fire, Security and Life Safety” identify requirements for facilities and equipment relative to the project. Section 25 “Depressed Managed Lanes” includes fire protection and other requirements for the Depressed

Managed Lanes sections. All of these requirements were reviewed, and a conceptual design was developed for the TCS and ITS that incorporated the requirements for each system. Based on the requirements, specific equipment was identified to accomplish each requirement. The equipment was specified with operational and maintenance requirements, and then presented in a layout design along the proposed project corridor that satisfied the requirements. Communications and power requirements were then determined based on the location of all equipment, and then inserted into project corridor design. The overall design of the TCS and ITS was then reviewed to ensure that all requirements were satisfied. C.2.3.6.a.iii Proposed Secure Network Communications System

The proposed communications network shown in the provided schematics (Appendix D.2.6) will provide secure, reliable transport of data and video from field equipment sites to the TMC. Designed as a dedicated, isolated network utilizing fiber-optic communications throughout the majority of the network, the communications system will be inherently secure from remote hacking. The Developer will carefully implement bridges to any public networks to provide multiple layers of security. The Developer will ensure network reliability and resiliency against failure by providing full path diversity in the



network topology, so that failure of any single link or node results in no loss of system functionality. In addition, the communications network for the Managed Lanes is physically distinct from the network for the general-purpose lanes, further enhancing reliability. At the network architecture level, the communications network will utilize packet-based Internet Protocol for transport, and will include sophisticated network monitoring and management capabilities to allow maintenance technicians to monitor the functionality of all system components continuously. To reduce installation complexity and enhance system maintainability, the design of the fiber-optic communications infrastructure anticipates installation of fiber-optic trunk cabling in underground conduit trenched in alongside the General Purpose Lanes and/or frontage roadway, with lateral cabling installed in conduit to ITS and tolling equipment installed in the General Purpose and Managed Lanes. Where General Purpose and Managed Lanes separate, as in the case where IH 35E Managed Lanes will be implemented as elevated roadway (viaduct), separate conduit systems will be installed in each of the General Purpose and Managed Lane alignments. The fiber-optic communications network will also support backhaul of voice communications as part of the public safety and maintenance radio systems in the subsurface lanes. To ensure this service, the public safety radio network signals will be repeated using leaky coax and strategically located bi-directional amplifiers, and will use the fiber network for voice backhaul to the radio network transceivers. To provide emergency and other information to motorists using in-vehicle radios, the system design includes Highway Advisory Radio, which will also make use of the secure fiber-optic communications network for transport. C.2.3.6.b Preliminary Project Segment Plan

The four Project Segments included in the Preliminary Project Segment Plan are depicted in Table C.2-5. Table C.2-5: Project Segments Proposed in Preliminary Project Segment Plan

Proj

ect S

egm

ent

Road

way*

From

*

To*

IH 35E NW Highway Valwood 1 IH 635 Luna Josey

2 IH 635 Josey Midway

3 IH 635 Midway Preston

4 IH 635 Preston Greenville

1** Capacity Improvements

* Project Segment limits indicated are approximate. For actual construction limits, see Project Segment Plan in Appendix D.2.1 ** Project Segment 1 will include the entire IH 35E Capacity Improvement Section (if NTP3 is issued)

This definition responds to construction schedule and constraints and their opening and coordination with the ultimate Tolling Segments is described in section C.3.3.2. The Preliminary Project Segment Plan is provided in Appendix D.2.1, and includes:

Proposed Segment Lengths and Locations Proposed Project Segment Limits General Purpose Lane and Other Infrastructure Transitions



C.2.3.6.c Intelligent Transportation Systems

Overview

The ITS components will perform the following functions: monitor traffic flow and performance; accurately detect traffic incidents throughout the project limits and recommend response plans; and clearly communicate relevant and useful travel information to users of the facility and others.

Field elements that the Developer will integrate into the overall ITTMS include: CCTV cameras for 100% video surveillance coverage of the project limits; vehicle detection at half-mile spacing to collect traffic flow information; Dynamic Message Signs located along both General Purpose and Managed Lanes in advance of major

interchanges and on approaches to the facility; highway advisory radio located at each end of the project corridor to provide audio advisory information to

motorists; lane control signals positioned along subsurface Managed Lanes with half-mile spacing, and along

approaches and access ramps to subsurface Managed Lanes (beginning one-half mile in advance) to assist motorists with highly visible lane control information;

overheight vehicle detection systems located in advance of access points to subsurface Managed Lanes with height restrictions, along with blank-out signs to issue warnings to any vehicles surpassing height restrictions;

road weather information systems supported by pavement sensors to collect weather-related information that may be used to provide warnings to motorists

all sensors and subsystems will be centralized in the Control Room, where they will be automatically processed in order to trigger the corresponding action plans, which will eventually involve dissemination of the relevant information to other departments or even third parties involved, depending on the kind of incident or emergency to be dealt with.

All existing TxDOT ITS elements will be maintained and connected to the new ITTMS network. The ITTMS communications network will connect and integrate all ITS field devices with a centralized Traffic Management System located in the Traffic Management Center (TMC). Functionalities of Traffic Management System

The Traffic Management System (TMS) operation and function is based on a centrally managed system co-located with the TMC in which operators are able to use the TMS with the appropriate human/user interfaces to perform the following basic functions: traffic monitoring and incident detection; traffic data analysis for the dynamic pricing

algorithm; ITS device monitoring and control;

event response; active traffic management; information dissemination to roadway users; and connections to other traffic management centers.

The Developer will provide an integrated environment so that each operator workstation contains all traffic management, system control, CCTV and network management system controls. The operator interface will provide the following features:

map display; operator dialogue; windows for system monitoring and control;

menus and toolbars to access system functions; and

field device control.



The TMS and related ITS field elements will operate under the North Texas Regional ITS Architecture and Center-to-Center (C2C) concept of operations. Given the urban nature of IH 635, the design approach is to provide a substantial network of roadway sensors for thorough monitoring and automated incident detection. The roadway sensors will also provide a source of speed and travel time information that needed to monitor the average speed performance requirements. The system will facilitate handling of unplanned and planned events. Unplanned events may include auto accidents and breakdowns, traffic congestion, AMBER Alerts, emergency maintenance, or inclement weather. A planned event is one where prior knowledge of the event exists, such as construction, maintenance or special events. The software will allow the operator to document a new event, enter pertinent information such as event type, cause, location, lane blockage patterns and other information relevant to each event type. Event start, end, duration and updates will be stored in a central database. Figure C.2-10 provides an overview of the architecture of the Traffic Management System.

Figure C.2-10: TMS Architecture Overview

Central Ethernet Node

ITS Servers

Ethernet Node

C2C Interface

LAN

` ` `

TMS1 Server

TMS2 Server

Shared RAID

Clustered ServersUtility Server

Phone Line Out

IVR

FAX

Internet Router

Firewall

Web / Email/SMS Out

DalTrans

Texas 511

Camera Traffic Surve illance

DYNAMICMESSAGESIGNS

RWISMicrowave Vehicle

Detector

ITS Field Elements

Workstat ions

`

ACCS Workstation

Over Height Detector Lane Control

Signal

Shared Server for MOMS and

Reporting



C.2.3.6.c.i Schematic Plan and Layout

A schematic plan and layout showing the locations of ITS equipment, including cameras, DMS signs, traffic monitoring stations, and lane marking points is provided in Appendix D.2.6. C.2.3.6.c.ii Monitoring and Connection of System to Area Traffic Management Centers

The ITTMS will operate under the North Texas Regional ITS Architecture and Center-to-Center concept of operations, and the Developer will integrate it with DalTrans and other TMCs in the region as required. The Developer will provide data, video and status information from DMS, CCTV cameras and vehicle detection systems to TxDOT, DalTrans and other regional TMCs. C.2.3.6.c.iii Coordination of Information with TxDOT and other ITS Systems in the Region

It is a FHWA requirement that all ITS projects using federal money conform to applicable regional ITS architectures and adopted national ITS standards. Prior to the deployment of the TCS and ITS elements and related software systems, the Developer will coordinate with the North Texas Council of Governments to review the existing regional ITS architecture and suggest modifications to account for the ITS and TCS elements provided by the Developer. Appropriate market packages, data flows, roles and responsibilities will be documented in a suitable form for incorporation into the Turbo Architecture for the region. Critical to interoperability among regional systems is the incorporation of national adopted and recognized ITS standards. The Developer’s ITS designer will incorporate ITS field equipment that conforms to the National Transportation Communications ITS Protocol (NTCIP) for center-to-field and center-to-center protocols. This effort is needed to ensure that information can be shared with other regional systems, such as Daltrans, and that interoperability of components can be satisfied. However, if local standards for ITS interoperability have been established for information-sharing and common control of field hardware, equipment installed on the IH 635 Managed Lanes will incorporate these regional standards or work with applicable agencies to allow for information- and control-sharing as required. There will be a particular focus on providing secondary access and control to TxDOT (Daltrans) for DMS, CCTV cameras and vehicle detection systems. These specific details will be addressed during the design process, integration, testing and operations.

C.2.3.7 Signing, Delineation, Pavement Markings, Signalization and Lighting C.2.3.7.a Preliminary Operational Guide Signing Schematic

The following four categories of guide signs will be implemented in this project: Large ground-mounted cantilevered guide signs Large replacement overhead guide signs for general purpose lanes (due to proposed elements such as direct

connector ramps in the vicinity of the signs) Large new overhead guide signs for general purpose lanes including advance/replacement guide signs which

will replace existing signs due to proposed access changes/modifications as part of the project Large new overhead guide signs for Managed Lanes

The schematics in Appendix D.2.8 show the preliminary layout of the proposed guide signs including the location, type of structure and text of these guide signs. TxDOT is currently in the process of adopting a uniform standard for signing managed lanes, LBJ Development Partners has laid the Managed Lanes guide signs based on the draft version of the Statewide Managed Lane Signing released by TxDOT as a Reference Information Document.



C.2.3.7.b Striping, Signalization and Lighting

Pavement Markings The pavement markings and delineation for this project will be developed in accordance with the TMUTCD and the local District practices. Signalization A new signal is proposed at Welch Rd. as is expected to experience significant traffic growth due to the project development. It is expected that traffic signal warrants will be met at project build-out. Presently, the two intersections of Welch Road with the IH 635 frontage roads are stop controlled. The proposed signal will be for a diamond type interchange controlled by a single controller. All other existing signals in the corridor will have to be adjusted/redesigned in accordance with the proposed foot-print of the project as well as cross street and frontage road improvements. It is expected that some of these signal adjustment work may be performed while keeping the existing signals in operation. Temporary signals will be used for cases where the construction would not permit the use of existing signals for maintenance of traffic. Illumination The entire project, including all bridges, will be continuously lit using a mix of High Mast illumination assemblies and standard 40’-50’ roadside/median illumination pole assemblies. The depressed Managed Lanes will also be continuously lit with fluorescent light assemblies. Underpass lighting will also be provided at all applicable underpasses. Due to the strict illumination guidelines specified by TxDOT in RFP book 2A and 2B, metal halide illumination fixtures were chosen for most of the project including the high mast assemblies, roadside and median illumination assemblies and the underpass illumination assemblies. Fluorescent lighting assembly conforming to the book 2A guidelines would be used for the Managed Lanes.

IH 35E Illumination: High mast lighting is proposed for the entire length of the managed lane direct connectors along IH 35E. The high mast lighting would be placed in a staggered configuration.

IH 635 Illumination: Most of the illumination along IH 635 general purpose lanes would be provided with roadside pole assemblies. New metal halide illumination assemblies would be used for this purpose. The interchange of the Dallas North Tollway and IH 635 currently has high mast assemblies. Closely spaced fluorescent lighting would be used for the depressed segments of the Managed Lanes (see Section C.2.3.4.i for more details of illumination of subsurface Managed Lanes).

C.2.3.8 Buildings and Enclosed Facilities C.2.3.8.a Buildings, Enclosed Facilities and Associated Items

The Proposer envisions the following facilities as part of the Project site during operations. Administration Building

The Administration Building will house the executive, administrative and technical personnel as well as the customer service/public functions. The building’s lobby and meeting room will be available for public community stakeholder meetings. This building will also house TxDOT’s and the IE Project related personnel satisfying the terms specified in the CDA Technical Requirements. In addition, the Traffic Management Center, described below, will also be located in this building. Maintenance Building

The Maintenance Building will house the operations and maintenance related personnel. It will feature: O&M staff offices (supervisors, managers and maintenance crews); common support spaces similar to those listed for the Administration Building; and a garage, workshops and outdoor vehicle storage areas to service and store the equipment.



Conceptual renderings of the administration maintenance and operations buildings are shown in Figure C.2-11 and included in large format in Appendix D.2.5.

Figure C.2-11: Conceptual Building Renderings

ITTMS Operations Station: Traffic Management Center

The ITTMS requires an operations center to monitor and perform necessary functions associated with tolling and roadway management. The TMC will have the capabilities to perform the following functions: subsurface lanes monitoring and control, surveillance/incident detection, traffic control, driver information dissemination, incident management, and toll system monitoring. The TMC will be located in the Administrative Building and will consist of two areas: the Control Room, housing the operations staff, workstations, and equipment necessary to perform the daily operations of the TMC; and the Equipment Room, housing the equipment necessary for the ITS and TCS components. Both the Control Room and the Equipment Room will contain specialized equipment to perform their necessary functions. The TMC Control Room will contain workstations with flat-screen monitors and camera control equipment, along with a video wall capable of displaying both computer image output and live video (from up to eight camera sources). The Equipment Rooms of the TMC will contain equipment racks with adequate aisle clearance to house the following: video transmission equipment, video switches, fiber splice/termination shelves, data transmission equipment, IT network equipment and servers. In addition to the equipment racks, a backboard area, uninterruptible power supply and storage area/racks will also be necessary. C.2.3.8.b Proposed Use of TxDOT-Owned Properties

The Proposer intends to make use of the Welch site located at the northwest corner of Welch Road and IH 635 for the duration of Work. This location will exclusively hold the main LBJ Development Partners headquarters used to operate and maintain the Project. The Welch site consists of a 4.718-acre land parcel fully paved with a combination of concrete and asphalt surfaces. There are three existing structures, totaling approximately 20,000 SF, currently in fair to poor condition. These existing buildings will be removed and replaced with new structures that will satisfy the needs of the Developer. This facility will be directed to attend administrative/operative and maintenance functions. It will also host, permanently, personnel from TxDOT involved with the Project as well as the IE. In addition to the Welch Site, the D&B Team will use the site on the southeast corner of the US 75 interchange during the construction period to set up a concrete plant. It is also anticipated that the park and ride site on the west side of US 75 may be used for field offices including trailers and parking. The D&B Team will be fully responsible for the condition of the sites. The D&B Team will also ensure that these TxDOT-owned properties are returned to TxDOT in their initial condition.



C.2.3.8.c Minimization of Building Impact

The 2.5-acre compound encompasses administrative and maintenance buildings. The remaining area will be dedicated to facilitate access and to have a positive aesthetic impact on the immediate community and surroundings. The site and buildings will be developed and constructed to achieve the goals of Leadership in Energy and Environmental Design (LEED) V2.2 Silver Certifications.

C.2.3.9 Aesthetic Design C.2.3.9.a Additional Aesthetic Items

Drawings are included in Appendices D.2.4 and D.2.5 and D.2.7 illustrating proposed aesthetic concepts for retaining walls, roadway facilities and buildings. Please note that these drawings are only for illustration purposes of the aesthetic look of the different structures. LBJ Mobility Partners has developed common-sense structural aesthetic details that closely follow the objectives of the Aesthetics Plan outlined on CDA Reference Information Document while also economizing construction and minimizing maintenance. Color, textures and form will be carefully and amply employed in all structures. The color, textures and form of all structures will be the backbone of the aesthetic solution for this project. LBJ Development Partners has also included in its design additional trees and greenery at the IH 635/IH 35 and IH 635/DNT interchanges, as well as special overhead sign column supports, painting of standard and high-mast lighting poles, hardscape and landscape improvements at cross streets and special fencing on structures at cross street overpasses. C.2.3.9.b Cooperation with TxDOT to Enhance Aesthetic Details

LBJ Development Partners has devised an enhanced aesthetic design that will complement the project. The Developer will work in cooperation with TxDOT and the local community to develop a detailed Aesthetics Plan that will enhance the appearance of the Project environment, thereby improving the driving experience for customers.



C.3 Operations and Maintenance Management and Technical Solutions

C.3.1 Operations and Maintenance Management

Based on its vast experience in toll road operations and maintenance, LBJ Development Partners will retain responsibility for Operation and Maintenance (O&M) of the Project and will not subcontract it as a whole to any other party. The Developer will implement this approach starting at Operating Commencement Date and continue for the term of the CDA. Through this approach, the Developer will guarantee: effective application of its team members’ technical expertise and experience, based on their history of operating

concessions worldwide including Greenfield, Brownfield and transferred projects; direct communication regarding O&M issues between the Developer, TxDOT and the IE; significant operational cost reductions due to the experience curve effect arising from the Developer’s long-term,

hands-on approach to O&M; close control of the risks associated with the O&M of the Project, during the construction and operations period,

allowing rapid response to unexpected operational situations; and direct alignment of TxDOT and Developer’s interests to maintain a safe and reliable transportation system at all times.

LBJ Development Partners anticipates commencing operations at the moment of NTP2. The Organization

The O&M sub-organization will be tailored to assume and successfully respond to the requirements and obligations stated in Sections 17-22 of CDA Book 2A. In addition to those requirements, LBJ Development Partners will provide: continuous on-call personnel capable of addressing incidents, emergencies and traffic management needs; a Traffic Management Center (TMC) to be operational 24 hours per day and 365 days per year; a 24/7, year-round field patrol service; contractual arrangements with a local towing/incident cleanup response Subcontractor (to address major

incidents); and contractual arrangements with local public law enforcement agencies to ensure safety along the Facility.

The Roadway Operations Director will be, within the LBJ Development Partners organization, the ultimate person responsible for the Project’s operations and maintenance. Three mid-level managers – the Traffic Safety Officer, Maintenance Manager and Field Systems Manager – will support the ROD. At the field level, the O&M organization will include maintenance, patrol and field systems crews, with support from the Traffic Management Center. Prior to NTP2, the ROD will engage a recruiting firm to aid with the formation of the O&M sub-organization. All hired personnel will have experience and skills specific to O&M. In addition, all field personnel will be trained in traffic and incident management, roadway safety hazards and coordinating with emergency responders. The following teams will be responsible for work at the field level: TMC Operators: operating from the Administration Building’s control room. Available 24 hours per day to ensure

facility control and field coordination during incidents. Patrol Crews: based in the Maintenance Building, but operating predominantly from the field. Composed of

supervisory and laborer levels. Available 24 hours per day to ensure response to incidents within 15 minutes of occurrence. This crew will also support traffic control during maintenance activities.

Maintenance Crews: based in the Maintenance Building attending to maintenance needs along the corridor. Composed of supervisory and laborer levels. In general, operating under normal working schedules except during emergency events where 24-hour shifts will be put in place.



Field ITS/TCS Technicians: This crew will ensure the uninterrupted operation of the Facility’s ITS and TCS systems. Although this crew will be under the supervision of the Field Systems Manager integrated in the Information Systems sub-organization, it will work closely with the O&M resources.

All field personnel will be trained in traffic and incident management, roadway safety hazards and coordinating with emergency responders. The Developer will locate its O&M hub along the IH 635 Managed Lanes corridor during the construction and operations stages. Equipment and materials suppliers will be locally based. The Operations and Maintenance Management Plans developed and issued by the Developer’s management on an annual basis, will be the backbone of the Developer’s day-to-day and extraordinary response to the facility’s O&M needs. LBJ Development Partners will be ready to assume all O&M responsibilities at NTP2. Integrated Management System In addition to the personnel structure, the sub-organization will rely on an Integrated Management System (IMS) as the backbone of its O&M strategy to ensure compliance with CDA requirements. The ROD will implement the IMS before commencement of O&M responsibilities at NTP2. Figure C.3-1depicts the structure and content of the IMS.

Figure C.3-1: Integrated Management System

Project Management Plan

Health & Safety Plan (ISO 18000)

(includes HazMat)

Project-Specific Plans

EnvironmentalManagement Plan

(ISO 14000)

(includes Environmental Compliance, Mitigation, Protection Training, Recycling and Pollution Response)

QualityManagement Plan

(ISO 9000)

Public Information and Communications

Cost Management

Incident Management

(includes Emergency Response)

Winter Service

DBJV Process

Procedures Manual

ROW Acquisition

Management

The Proposer has developed preliminary project plans to be part of part of the IMS to accelerate the implementation stage of the system. The Proposer benefits from the experience of successfully implementing similar documentation in other projects in the U.S. (Chicago Skyway, Indiana Toll Road and SH130 Segments 5 & 6). A preliminary Project Management Plan included is Appendix D.5.

C.3.1.a Preliminary Operations Management Plan LBJ Development Partners will develop and issue an Operations Management Plan (OMP) for TxDOT’s approval at least 60 days prior to NTP 2, and NTP 3 if requested by TxDOT. The Developer will revise the OMP and submit the revised Plan to TxDOT for approval on an annual basis. The OMP will set forth the approach, procedures and implementation i) to ensure a smooth transition from construction to O&M, ii) for the day-to-day management of the Project and its elements, and iii) to ensure a seamless transfer of the facility to TxDOT at the End of the Agreement. Elements of the Operations Management Plan will include:



traffic management plan; operations of ITS systems management; detection and response to emergencies, hazardous weather, breakdowns, accidents, and incidents; and approach for communicating with appropriate parties and handling emergency services.

Management Approach to Operations LBJ Development Partners’ O&M organization will monitor and ensure effective O&M of the Project. The Roadway Operations Director (ROD) will begin work prior to NTP2 to: ensure proper communication between areas of the Developer’s organizational structure; finalize the OMP; hire and train specialized O&M personnel; acquire in-house maintenance equipment and materials supplies; and ensure proper operational transition from TxDOT to the Developer including coordination with existing O&M

subcontractors, utility providers, adjacent landowners The ROD will finish establishing the O&M organization at least one month prior to Operating Commencement to ensure proper personnel training. The O&M organization will be tailored to assume and successfully respond to the requirements and obligations stated in Section 22 of CDA Book 2A and 2B. Operational Objectives in Accordance with CDA Requirements LBJ Development Partners’ principal objectives for operations of the Project include: form an O&M organization with committed, trained and professional personnel; working in partnership with TxDOT to develop and enhance the highway infrastructure; maintaining the safety and convenience of the facility for the traveling public; providing 24-hour operation throughout the year, excepted only by severe weather or natural disasters beyond the

Developer’s control; and providing emergency response services that coordinated with police services and the appropriate ambulance

services, fire departments, hospitals, and emergency towing services. Operational Approach LBJ Development Partners will rely on an O&M organization supported by an integrated roadway IT system, to achieve the operational objectives. The following initiatives will be put in place: Engagement of a recruiting firm with reasonable time prior to NTP2 to aid with the formation of the O&M

organization. All hired personnel will have O&M-related skills; arranging meetings with TxDOT to ensure that all parties operating along the corridor and with interests within the

Project limits at the moment of NTP1 are aware of the Developer’s O&M responsibilities, the OMP and the Developer’s willingness to facilitate access and support;

implementation of the Traffic Safety Officer role. This person will be fully devoted to ensuring uninterrupted monitoring of the facility, defining and enforcing internal traffic control procedures related to O&M responsibilities and frequently reporting facility condition and incidents. The Traffic Safety Officer will be available or on standby 24 hours per day, seven days a week;

training patrol staff in health and safety, traffic control and incident management, and identification of defects; implementation of a year-round, 24-hour Traffic Management Center and Patrol Crew:

o continuously monitoring weather, road surface and corridor conditions though the use of ITS tools (MVD, CCTV, 911, radios, RWIS/Weather Services)

o patrolling the highway corridor and interchanges with trained staff seven days a week, including holidays, in each direction of travel. Patrol staff will be available on site 24 hours a day;



o coordinating efforts of field patrollers and technicians and the TMC; o monitoring special weather advisories, damage in the right-of-way, vehicle collisions, flooding, etc. (field

patrollers and TMC staff); o monitoring bridges and other known problem areas more frequently than mainlanes during both day and

night shifts; o patrolling routes continuously during storm events; o alerting the police and TMC when the highway is blocked or impassable, or emergencies or accidents are

present; and give them the location, length of section affected, preferred alternate route, visibility, number of stranded vehicles and additional equipment required or suggested; and

o coordinating incident and emergency responses closely with the regional partnerships (DMS and HAR will follow TxDOT hierarchy to display/broadcast advisory information and the Developer will support information sharing among other TMCs in the region).

documenting highway conditions through the daily Highway Conditions Report; documenting incidents through Incident Reports.

Roadway Systems Elements

A key component of the proposed O&M approach consists of the roadway ITTMS. The integrated system will control and share communications of between all roadway IT devices. An integral part of the ITTMS will be the TMC, from which total control of the facility and support to field operations will be achieved. The Developer will operate and maintain existing ITS elements throughout the construction process to a high level of performance. As the Developer accepts new system elements from the applicable contractors and system integrator, it will hire qualified staff to maintain the systems. The field ITS/TCS staff will grow to the eventual planned size by the end of the construction process, with additional staff brought on as more sections of the systems are completed. This approach of bringing on in-house maintenance personnel at the end of the construction process, instead of requiring the ITTMS systems integrator to provide maintenance support will provide an overall more cost-effective solution. The ITTMS systems integrator will provide support needs during the construction process, and will lead the necessary training to result in well-qualified and experienced internal staff once the systems are operational at the end of the construction process. The skill sets (communications, electronics, IT) required for operating and maintaining ITS and TCS are similar across each type of system. O&M personnel will therefore be cross-trained and will be responsible for all aspects of each system, including maintenance of central systems, field equipment and communications. The O&M organization will ensure regional interoperability of the ITS and Traffic Management system with other systems in the area, including those operated by TxDOT’s Dallas and Fort Worth Districts and NTTA (assuming NTTA’s system’s functional design allows for the Developer’s operational and business management objectives). The Developer will implement these systems by procuring equipment consistent with protocols established by the Interoperability Requirements of Section 17 of CDA Book 2A. Emergency and Incident Management Approach

The Developer will formulate the Emergency and Incident Management Plan as part of the Project Management Plan, in compliance with Sections 24.2.4 and 26.4.2 of CDA Book 2. The Developer has included a preliminary Incident Management Plan, included in Appendix D.5, which establishes the strategy towards emergencies for the Project. The main objectives are:

minimize the impact of incidents on the traveling public; provide information to TxDOT management for further transmission to road users and officials; and restore the network to normal conditions as quickly as possible.



The Developer will manage emergency planning and incident response under the authority of the Roadway Operations Director and Traffic Safety Officer, who will oversee development and continuous improvement of the Emergency and Incident Management Plan. To achieve these objectives, the Developer will implement the following command structure to produce a combined response to incidents and emergencies:

Operational: manages at-scene activities within respective organizations. Patrol crews will engage at this level, serve as “hands on” and coordination at incident scene, and in conjunction with TMC support, assess whether circumstances warrant a tactical level;

Tactical: determines priority in allocating resources and plans and coordinates response. At this point, the Traffic Safety Officer will be engaged to ensure the necessary expertise is present at the field and return to normal operations is achieved promptly;

Strategic: once incidents require a multi-agency response, the Roadway Operations Director, closely supported by the Traffic Safety Officer, will ensure involved agencies have full access to incident scene and enjoy of field support by Developer’s crews at the local agencies’ discretion.

From an ITS perspective, the Traffic Management Center central software will have the capability of guiding the operator through the entire process of responding to an incident, including suggesting the steps to be taken according to data from similar previous incidents. Additionally, the system will have the ability to log and archive incidents as they occur, including the steps taken in response to the incident. The Developer will update existing incident data every time a new incident is resolved and will use this information to enhance the future response methodology suggested to operators. The proposed location of the Developer’s Administrative and Maintenance Buildings, adjacent to nearby emergency services, will further facilitate joint training exercises and collaborative working practices. Prior to Operating Commencement Date, the ROD will hold a partnering session with all authorities and emergency service personnel from the appropriate State and local agencies. This session will establish roles and responsibilities; communications protocols; requirements for report creation, distribution and documentation; and a chain of command for each type of incident or emergency. Based on these outcomes, the Traffic Safety Officer will prepare standard operating procedures to supplement the Emergency and Incident Management Plan. Lane Closures and Traffic Restrictions

As part of the Traffic Management Plan, the Developer will provide Traffic Control Plans to support field crews during their response to O&M, Renewal Work and Incident and Emergency management needs. Both the TMP and TCP will comply with the Technical Requirements dictated on Section 18 of CDA Book 2A and the Texas Manual on Uniform Traffic Control Devices (TMUTCD). The Traffic Control Plans will be defined with consideration to the following objectives:

Uninterrupted and continuous access for public safety vehicles and emergency routes along the Project corridor; limited lane closures during the Operating Period; compliance with lane availability requirements during the Operating Period;

The Traffic Management Plan will also ensure appropriate public information and communication is considered during periods of lane closures and/or traffic restrictions. Through the Public Information and Communications plan, promotion of advanced notification of closures and traffic restrictions through media and the Project website will take place. Real-time information on incident closures, delays, diversions and anticipated clearance timescales will also appear on the Project website and Dynamic Message Signs along the roadway to facilitate travel decision-making and mitigate incident-related congestion and delays. The following strategies will be implemented as the base to address traffic restrictions:



Temporary Lane Closures: - When the Developer must close a lane for maintenance or an emergency, the Developer will contact

TxDOT at least two weeks prior to the closure, in the case of maintenance, or immediately after an emergency occurs.

- Maintenance lane closures will occur outside of rush hours and will not disrupt traffic. Lane closures that require closure of more than one lane will occur at night when traffic is at a minimum.

Temporary Road Closures: - When an emergency occurs, the Developer will notify TxDOT and all local authorities of the situation,

making it clear that the road is closed due to the emergency. The Developer will divert traffic away from the facility and will advise TxDOT and local authorities upon reopening. The Developer will use all available resources to expedite the reopening of the road and will advise TxDOT and local authorities of the actions taken and their results.

Operations Management Tools The Developer will implement the following tools to ensure safe, reliable and compliant operations of the Project: Integrated Management System (IMS) – The IMS, which includes the Project Management Plan and specific

processes and procedures for the Project, will serve as the backbone of the Developer’s O&M strategy. The Developer will establish the complete IMS following contract award.

Thors – This Cintra-proprietary SAP® software package is a unique tool used to gather comprehensive data from Cintra’s toll road projects throughout the world. It will allow the Developer to benchmark the Project against other operational toll roads across the globe.

Tolling and Enforcement – From Service Commencement, the Developer will have a Back Office System in place for verifying raw data from the field systems and submittal of toll transactions to NTTA.

Call Center System – The call center will tie in or coordinate with TxDOT for road weather condition reports and will track complaints.

Incident Management System – A data collection and reporting package that facilitates data gathering, identification/recording of necessary actions and closure of issues related to incidents/accidents on the facility.

Accident Investigation and Prevention Systems – Statistics-based system to help analyze hotspots and take immediate action upon detection of a problem.

Closed-Circuit Television (CCTV) – The Project specifications require placement of CCTV cameras at interchanges, and at a maximum of 0.75 miles apart along the corridor, thus allowing for 100% visual coverage of the main roadway and most, if not all, ramps.

Dynamic Message Signs (DMS) – There are three major interchanges along the Project corridor, IH 35E, DNT and U.S. 75. One DMS per direction will be located upstream of these three interchanges.

Vehicle Detection – Each lane will be monitored for volume, occupancy and speed in compliance with Project requirements. The Developer will provide traffic data to external users and to TxDOT via the TxDOT center-to-center interface.

ITS Field Infrastructure Communications Network – The communications backbone of the system is based on a one-gigabyte fiber-optic configuration, providing full network redundancy. Network redundancy is also integrated into the design by providing two fiber trunk lines.

Project Extranet - This tool will serve as a reference for Project personnel and Stakeholders to efficiently access project documentation and communicate internally.

The following items summarize three additional operational subsystems that exceed TxDOT’s ITS requirements, as specified in Book 2A: Toll Tag Tracking System – This system will complement the information gathered by the TCS through several

other tag reader locations, to produce data enough for an accurate calculation of travel times (to be displayed



through the DMS and the Project website) and origin/destination matrices (allowing, for instance, advanced Corridor Planning Studies).

Road Weather Information Systems (RWIS) – The RWIS includes sensors to detect fog, ice and flooding, which will facilitate user alerts and quick emergency response (refer to Winter Service Plan, included in Appendix D.5)

Public Traffic Website – this will be the main gateway for users to contact the Developer and obtain pre-travel information.

C.3.1.b Maintenance Management Plan LBJ Development Partners will develop and issue for TxDOT’s approval a Maintenance Management Plan (MMP) at least 60 days prior to NTP 2, and NTP 3 if requested by TxDOT. The MMP will then be revised and submitted to TxDOT for approval on an annual basis. The MMP will set forth the approach and procedures for implementation to ensure i) a safe and reliable transportation system for its users and ii) appropriate maintenance of the Project as a long-term capital asset. Elements of the Maintenance Management Plan will include: maintenance safety plan; defects identification and correction plan; project inspections plan and procedures for definition of Renewal Work; and a five-year end of term Renewal Work Plan aimed at achieving compliance with Handback Requirements.

Management Approach to Maintenance

LBJ Development Partners will retain responsibility for Maintenance work and will not subcontract this responsibility as a whole to any third party. The O&M organization will be comprised of competent individuals supported by in-house maintenance, patrolling, TMC and Field Systems crews. The O&M organization will also be supported by a large pool of local subcontractors specializing in construction and maintenance of highways who will address specialized maintenance needs during the Term. The Developer will use a performance-based approach, supported by a comprehensive Facility Inspections Plan, to maintain the Project’s features, components and elements. Such an approach will guarantee efficient allocation of in-house resources to effectively address routine and preventive, reactive response and long-term maintenance needs, ensuring continuous operation of a safe and reliable facility according to TxDOT standards. This approach will guarantee that, upon handback, the State of Texas will take control of a well-maintained asset that will retain its long-term value. Maintenance Objectives in Accordance with CDA Requirements

LBJ Development Partners’ principal objectives for maintenance of the Project include: optimizing safety and convenience for the traveling public through proactive, preventive and responsive

maintenance of the facility elements; protecting and preserving the highway infrastructure in a manner that ensures the facility is well-maintained and

returned to TxDOT in a condition that meets or exceeds CDA Handback Requirements; seeking and applying innovative, state-of-the-art methods and procedures to improve the quality and effectiveness

of highway maintenance and value to the user; satisfying all applicable policies, standards and specifications related to the Project; and maintaining a subcontracting policy that includes significant DBE participation and mentoring.

Maintenance Approach

LBJ Development Partners will achieve its maintenance objectives by carrying out the following initiatives:



practicing pavement preservation rather than reactive maintenance; conducting general inspections during routine patrols as well as during assigned work trips; identifying defects not addressed by routine maintenance; evaluating and assessing maintenance priorities; monitoring work completed by subcontractors to ensure conformance with the CDA; monitoring effectiveness with respect to performance measures; and maintaining the Maintenance Management Inventory System.

The Developer will form Maintenance Crews to attend maintenance responsibilities. The structure of the crews will consist of on-site supervisors and laborers. Supported by in-house equipment, they will be responsible for the hands-on maintenance work. The Maintenance Manager will be responsible for the day-to-day operations of these crews as well as the prioritization of work orders. The Roadway Operations Director will lead these resources, organized following the chart shown in Figure C.1-6. The Maintenance Manager will coordinate the day-to day roadway Operation and Maintenance activities. The Developer will fill this position prior to NTP2 to: finalize and submit the Maintenance Management Plan prior to NTP2; coordinate transition of maintenance responsibilities from TxDOT to the Developer; hire and train personnel to be part of maintenance, field patrols and TMC crews; engage and monitor local companies to support specialized maintenance activities; and

The Technical Manager will direct major construction and asset renewal activities. The Developer will fill this position after construction of all segments is complete, since the Developer does not expect renewals in the very early stages of operation. The Developer will reserve this position for the Technical Manager that assisted the D&C Director during construction, given the importance of being familiar with the facility for this role. There will be two additional positions supporting the Roadway Operations Director: O&M Quality Manager (under the Quality sub-organization): will coordinate all quality, environmental and

health & safety issues. Roadway Public Information Representative (under the Public Information sub-organization): will coordinate

the communication of roadway information to the public (for example, he or she will determine which roadway information will appear on the Project website). This person will also handle roadway users’ complaints.

In-House Maintenance Assumptions

The goal of maintenance planning is to self-perform the majority of the preventative maintenance work using in-house maintenance staff. The maintenance staff/crew will be required to complete routine maintenance activities within the right-of-way, including crack sealing, flushing and sweeping, litter and debris removal, surface drainage maintenance, landscape maintenance, graffiti removal, assisting with incident management, and responding to Category 1 hazardous defects. These activities will be completed on both a cyclic and on an as-needed basis. Major maintenance and renewal works requiring specialized equipment and/or staff, such as paving, diamond grinding, etc, will be outsourced. Maintenance Management Tools

The developer will implement the following management tools to meet and exceed the technical requirements set forth in the CDA: Roadway Maintenance Management System (RMMS) – a GIS-based data collection and reporting device for

issues related to maintenance (repair, replacement, servicing) of Project assets.



Global Positioning System (GPS) – Field patrol and maintenance trucks will be equipped with GPS devices so that managers and operators can track their locations in real time, allowing for efficient dispatching.

Asset Management System (AMS) – The AMS will integrate decision-making to ensure that maintenance and operations projects and major and minor rehabilitation projects are working from a single inventory of materials and equipment.

Traffic Management Center Central Software – The TMC Central Software platform for the Advanced Traffic Management System is an “off-the-shelf” version of a proven application that provides a truly integrated, full-featured ITS platform. The Central Software integrates management of all field devices, including CCTV cameras, DMS, traffic detectors, RWIS and other field devices into a single software platform.

Regional Information-Sharing Software – The regional integrated information-sharing software product is a web-based Graphical User Interface that enables law enforcement, transportation management centers, emergency responders, private entities and any organization in the network to share important information with one another, such as the location and status of major incidents, resources deployed, permits, planned event activities and construction areas.

Personalized Traveler Service (PTS) – The PTS module, an extension of the public website module, notifies subscribed individuals by e-mail of traffic incidents, road closures and other events that could affect their travel.

Automated Vehicle Identification (AVI) – The AVI system uses vehicles equipped with transponders or electronic toll tags to serve as vehicle probes to measure travel times, report abnormal traffic flow caused by incidents and provide origin/destination data for transportation planning purposes.

Roadspace Management - This proposed software will provide an overview of closures, preventing conflicts, improving safety and reducing delays. It also provides the opportunity for external organizations such as the maintenance contractors and utility companies to generate their own roadspace requests by logging into the system across the Internet.

Pavement Management System – The Developer will implement a storage and inquiry module that enables the Developer to manage, from one single computing application, all roadway parameters such as geometry, inventory, road surface and pavement structures, auscultation, engineering structures, traffic and expert management of road surfaces and pavements for their maintenance.

Reactive Maintenance

As required in the CDA, defects will be classified as either Category 1 or Category 2 depending on their potential impacts to motorist safety or structural integrity of the facility. Category 1 defects require immediate corrective action and the Developer will mobilize resources accordingly. Defects or faults will generally be revealed under three circumstances:

1. Regular inspections carried out by Maintenance Crews or Field Patrols. These two groups will receive training on detecting Category 1 Defects and a procedure will be in place to report these defects to the TMC and Maintenance Manager immediately for corresponding action.

2. TMC Operators’ daily observations on the Project. TMC operators will receive training on detecting Category 1 defects and report them to the Maintenance Manager.

3. The Public’s reports to the police or directly to the Roadway Public Information Representative when they observe something unusual on the Project. The police or the Roadway Public Information Representative will communicate this information to the TMC operators, who will determine whether the defect has already been noted in the TMS. If not, the operators will report the defect to the Maintenance Manager.

Once a defect appears, the Maintenance Manager will confirm its classification and initiate and coordinate the required action response plan to address the issue in compliance with the procedures in the PMP. In accordance with the requirements of Book 2A, Section 19.1.2, where a hazardous Defect (Category 1 Defect) is revealed and confirmed by the Maintenance Manager, the Developer will take immediate steps to alert Users to the



hazard and will categorize, correct, make safe and repair the Defect in accordance with the Performance and Measurement Table. For Category 1 Defects, the Developer will: Take necessary action to ensure that the hazard to Users is mitigated within the period given in the column entitled

“Cat 1 Hazard Mitigation” in the Performance and Measurement Table. Permanently remedy the Defect within the period given in the column entitled “Cat 1 Permanent Remedy” in the

Performance and Measurement Table. For all other Defects (Category 2 Defects), the Developer will undertake the permanent repair within the period specified in the column entitled “Cat 2 Permanent Repair” in the Performance and Measurement Table. The Maintenance Manager will maintain a list of open Category 1 Defects, ranked according to according to their severity and the response times defined in the Performance and Measurement Table. It will be the Maintenance Manager’s top priority to close all items in the Category 1 Defect List, in cooperation with the Maintenance Crews.

C.3.1.c O&M Prior to, During Transition to and Following Each Service Commencement Transition from Design-Build Phase to Operations Phase

The ROD, Maintenance Manager and D&C Director will be closely involved with the D&B Team during the design and construction phases to ensure that they consider traffic control and maintenance issues at all times. The Developer will accomplish this through regularly scheduled Partnering Sessions with the D&B Team and affected parties including State and local government entities. Through these sessions, the Developer, in conjunction with TxDOT, will define operational responsibilities, develop final plans for the transition of these responsibilities and coordinate their transition. The Developer will facilitate these sessions prior to Service Commencement Date. Also prior to SCD, the ROD will review operations plans with the Design and Construction Team to coordinate traffic flow. The ROD will develop a traffic management strategy in accordance with the Traffic Management Plan to ensure that construction impacts on existing traffic are minimal. The Roadway Public Information Representative and Public Information Manager will ensure that users are informed of construction progress and ways to request more information regarding the Project. The Roadway Public Information Representative and Public Information Manager will define the communication strategy regarding the transition to the O&M phase. The Developer will announce the start of its operations, including tolling and related services, at least 30 days prior to SCD, using multiple media, including signs along the facility. Not all segments of the Project will open at once, so phased transition has been considered. Complete end-to-end testing will have demonstrated the system’s readiness and capabilities. Additionally, the system providers will provide training to Developer O&M staff prior to opening to ensure a smooth turnover. The opening of a new facility brings considerable requirements for public information and education. The Developer will carry out an informational campaign to inform users of the facility opening and corresponding tolling enhancements. The commercial campaign will be directed to inform customers about “how to drive” the facility, explaining the Managed Lanes concept, toll rates, how the tolls are calculated, and penalties for nonpayment. Underlying these approaches is the need to coordinate the commencement of tolling services with NTTA to accomplish the following goals: Electronic interface with NTTA seamlessly receives toll transactions from the IH 635 facility, processes

transactions, and deposits revenues in approved accounts; Customer service representatives trained and prepared to respond to customer inquiries related to IH 635 usage; All aspects of NTTA’s operations updated to incorporate the IH 635 facility;



The Developer will appoint a work committee to work in conjunction with NTTA to coordinate a smooth operational transition from NTTA’s perspective. Approach to Interfacing with TxDOT, NTTA and Others

A unique aspect of the CDA approach is that the Developer has integrated the design, construction, operations and maintenance functions so that those responsible for each activity will specifically consider their actions’ effects on the other activities. For instance, because the builder of a project will also operate the project, all interfaces with stakeholders during the construction phase bear in mind the impacts to those same stakeholders in the O&M phase. Accordingly, the approach to interfacing with stakeholders for purposes of O&M is very similar to the approach utilized, when interfacing with stakeholders in the Construction or Design phases. Therefore, because those same stakeholder interfaces were covered in detail in previous sections with specific attention given to operational interfaces, this section simply refers to those previous sections to avoid repetition of the same material. Please see Section C.1.2.e for a detailed discussion of Developer’s approach to interfacing with TxDOT, contractors, consultants and other governmental authorities. Please see Section C.1.3.b for details of the Developer’s approach to interfacing with adjacent landowners and road operators. Please see Sections C.1.3.b, C.2.3.6.a.i and C.3.1.c for a detailed discussion of Developer’s approach to interfacing with NTTA. Interface with Stakeholders

With respect to maintenance, there are specific interfaces with other stakeholders that were not covered elsewhere and that require specific description. Prior to each section’s transition to O&M, a partnering session will take place between Developer personnel, TxDOT and its consultants where technical information and contact information will be exchanged, communication escalation ladders established and potential maintenance problems and proposed solutions identified. These meetings will be conducted at the senior management level between equivalently situated personnel managing the operations of adjacent roads – in particular the Dallas North Tollway and the relevant personnel in charge of U.S. 75. The Project Extranet will serve as the primary information-sharing tool on an ongoing basis for Stakeholders concerned with maintenance – namely TxDOT, adjacent operators and governmental agencies. Co-location of TxDOT employees with the Developer Team will further encourage collaborative and communicative working practices. Prior to SCD, the D&C Team’s coordination with railroad and water crossings will address O&M crossing permits, method statements for maintenance and repair at crossings and any other related maintenance requirements. A permit to work requirement will be managed through the Roadspace System. Table C.3-1 shows the main identified interfaces and their respective Developer liaison representatives.

Table C.3-1: Developer’s Liaison Representatives

Interface with Developer: Issues Liaison Representative Contact Person CEO Fernando Redondo

Commercial Public Information Manager Patrick Rhode

Technical Issues: Design / Construction D&C Director TBD

Technical Issues: Operations ROD / CIO Javier Martinez Ordóñez TBD

Quality and Environmental O&M Quality Manager Jason Sipes



Interface with Developer: Issues Liaison Representative Contact Person Financial / Insurance / Legal CFO Massimo Fiorentino

C.3.2 Operations and Maintenance Quality Management

C.3.2.a Operations Quality Management Carrying forth vigorous quality management processes from design and construction into O&M will be essential to the success of the Project, and is central to LBJ Development Partners’ project management philosophy. QA/QC Functions

During Operations, key quality management functions will include standardization and communication of operational requirements; procurement and contractor control; interaction with TxDOT and Third Parties; safety and environmental compliance; procedures for traffic and ridership and emergency response; control of quality records; internal audits and management reviews; resource allocation; measurement of customer satisfaction; and continuous improvement of the Quality Management Plan. The Operations Quality Management chapter of the Project Management Plan (Appendix D.5) sets out detailed systems and procedures for the items above. Independent Engineer Involvement

LBJ Development Partners will provide the IE with safe and prompt access to the Project and its related office facilities and documents in accordance with CDA Section 9.3 and the Independent Engineer Agreement. The Project Manager will facilitate the IE’s involvement during the O&M phase, which will include audit inspections, Owner Verification Tests, input on the Renewal Work Schedule, review of submittals to TxDOT, attendance at tests and inspections, auditing books of Key Contractors, investigating safety compliance and other oversight and auditing activities. TxDOT Oversight

LBJ Development Partners recognizes that TxDOT and its Authorized Representative will have the right at all times to monitor, inspect, sample, measure, attend, observe or conduct tests and investigations, and conduct other oversight respecting any part or aspect of the facility or the Work. The Developer will cooperate with TxDOT oversight activities, coordinating these activities through its Project Manager. Documentation and Correction of Incidents and Non-Conformances

The Developer will prepare the following reports to document incidents and non-conformances: Incident Reports: For each Incident, the report will identify the nature of the Incident, time, date, location, parties

involved and actions taken. For Incidents involving deaths, the Developer will submit a report to TxDOT within 24 hours of the Incident.

Non-Conformance Reports: For each material defect in the Project Elements, the report will identify the location, the nature and cause of the material defect and the steps that will be taken, or have been taken, to address the material defect.

Traffic Reports: Each traffic report will summarize traffic volumes along the Project on a daily, weekly and monthly basis.

Maintenance Work Reports: Each maintenance work report will describe the following: - inspections conducted, including the date and type of inspection; and - Material Defects or damage identified, including the date, infrastructure component, details of

material defect or damage.



- Details of the maintenance work carried out Quality Conformance Summary: (i.e., the results of a quality program). Environmental Monitoring Activities Report: as required in Section 4 Rehabilitation Plans (annually): Description of the rehabilitation program conducted in the previous year and

updates to the five-year rehabilitation plan to describe the planned rehabilitation Work and identify any changes from the previous plan

Operations Plans (annually): updates to the Operations Management Plan, including planned operating procedures and any changes from the previous operations plan

The Developer will provide any available technical documentation requested by TxDOT regarding operations activities. The Developer will correct non-conformances using Corrective Action Requests (CARs). CARs may be initiated during Quality Control Audits or whenever a non-conformance is noted. Serious deficiencies that require urgent attention are referred immediately to the QA/QC Assistant or nominated representative for advice. Quality Program Organization

As Cintra has done on the more than 20 toll roads it operates in North America and worldwide, LBJ Development Partners will retain responsibility for O&M activities, This structure is extremely cost-effective and efficient, since the Developer will estimate and manage its own risk directly, without the undue burden of negotiating rigid standalone O&M contracts with a separate entities. Integration of O&M activities also ensures the Developer will not an unnecessary risk margin, and facilitates efficient decision-making that is unobstructed by contractual negotiations with unrelated parties. However, the Developer may subcontract certain specific activities to external parties, as detailed later in this section. Quality Management Responsibilities for O&M

Under direction of the Quality Director and O&M Quality Manager, individual supervisors such as the Technical Manager, Maintenance Manager and Traffic Safety Officer will manage implementation of technical and Quality Control procedures during the O&M phase. These individuals will ensure that: QC inspections of internal and subcontracted work are carried out; materials meet requirements and are tested and utilized accordingly; and nonconformance with product requirements is identified, recorded, communicated to the O&M Quality Manager

and ultimately corrected. The managers listed above are part of the production or service side of the Developer organization. Each reports to top management, just one level removed from the CEO. Communication will flow from these managers through the sub-organizational managers to the CEO, who will inform the Independent Engineer about all procedures, manuals and results of the Quality Management Plan. The Developer’s organization for O&M Quality Management is shown in Figure C.3-2. The O&M Quality Manager will maintain the Quality System. He will: fully develop the Quality Management Plan; monitor and assess the effective functioning of the Quality System; monitor nonconformance; implement, where warranted, procedures for corrective and preventative action; and investigate the execution of quality processes and procedures through internal audits.

The O&M Quality Manager reports directly to the Quality Director, who will have an independent line of reporting to the Developer’s Board of Directors. Jason Sipes will serve as the O&M Quality and Environmental Manager. Refer to Appendix D.1 for his résumé and experience.



Figure C.3-2: O&M Quality Management Organization

Roadway Operations Director

Technical Assistance Group

Maintenance Manager

Technical ManagerTraffic Safety Officer

TxDOT

Quality Director


O&M Quality Manager

CEO


C.3.2.b Maintenance Quality Management The Quality Management Plan (QMP) provides an appropriate framework to link cultures, people and processes and drive outcomes. The Developer will use these systems to control risk and manage all elements of the work. These systems drive LBJ Development Partners’ approach to performance-based management and cover the full scope of operations required. The overarching QMP will be customized to ensure that suitable processes are in put in place at the earliest opportunity so the Developer can implement the QMP immediately upon selection and effectively transfer knowledge to Project personnel and others. The QMP, which is based upon the proven principles of “Plan; Do; Check; Act”, includes mandatory feedback and review processes. In accordance with these processes, the Developer will undertake project review, prior to the required monthly progress meetings to confirm effective achievement of project requirements, identify current and potential issues and propose solutions that avoid rework. The Developer will arrange joint performance target workshops prior to NTP2 to establish recording and reporting methodology at an early stage and to consider whether any changes to the performance target measurements would facilitate achievement of the Project objectives. The Developer will include its supply chain in the evaluation of feedback and implement joint action plans and robust risk management procedures to deliver the performance targets. The Developer will use consolidated performance data to benchmark against previous similar projects and agree upon future targets using the Key Performance Indicators (KPI). Figure C.3-3 shows a sample KPI matrix.



Figure C.3-3: Sample Key Performance Indicators Matrix

To continuously improve internal and client communications, the Proposer has developed simple and user-friendly process management tools focused on managing performance. These performance dashboards offer simple graphical representations of achievement against a range of indicators (KPIs and corporate) and show where attention is needed. The Developer will tailor a dashboard to suit the requirements of this project and deliver transparency and real-time visibility of performance. The Quality System reflects the rationale and structure of ISO 9001:2000 as it applies to providing O&M services and products. LBJ Development Partners has documented Quality System policies, procedures and instructions and will further develop them in the Quality Manual that contains: statements of the Quality System’s policies and objectives; a description of the Quality System and the roles and responsibilities within it; procedures for implementing the Quality System including planning, operation and control of its processes; methods for monitoring the effectiveness of the Quality System; procedures for effecting corrective and preventative actions in dealing with non-conformance; and techniques for creating an environment focused on continuous improvement.

More specifically, the Quality Manual includes sections on the subjects of: Management Responsibility: commitment to quality, methods for achieving customer focus, quality policies,

quality planning, and responsibility and management review of the Quality System’s effectiveness. Resource Management: the means by which the Developer will review, on an ongoing, systematic basis, the levels

of personnel, materials and equipment necessary to achieve the quality objectives for each of the O&M activities. Implementation of O&M Activities: operational instructions and detailed procedures for O&M activities, including

identification of requirements, planning activities necessary to achieve requirements and verify that requirements are achieved, inspection and testing requirements and documentation of inspections and tests.

Control of Subcontractors: methods for ensuring that subcontracted activities and products meet quality objectives and performance standards.

Performance Measurement and Improvement: processes for controlling nonconformance, auditing and monitoring process compliance, auditing facility conditions in conjunction with the IE, identifying trends, analyzing process and end product nonconformance and formulating and implementing of corrective and preventative actions.



Individual supervisors will manage implementation of technical and QC procedures during maintenance activities. They will ensure that nonconformance with product requirements is identified, recorded, communicated to the O&M Quality Manager and ultimately corrected. The O&M Quality Manager will maintain the Quality System, develop procedures for quality management of O&M activities as part of the Quality Management Plan and monitor and assess the effective functioning of the Quality System through internal audits. These audits include identification of underperforming areas, determination of causes and corrective/preventative actions required, internal management review and reporting to the Board of Directors. TXDOT will be able to verify the establishment and effective operation of the O&M Quality System through the required Performance Measurement Methodology and cyclical audits of auditable sections of the Project, in conjunction with the IE and through an annual O&M Quality System Audit. Management Reviews

Management Reviews of the Quality System and PMP will ensure these documents and systems remain effective for the Project, and result in a continually improving Quality System. Management Reviews will also ensure that any proposed changes to previously stated quality objectives, policies and procedures are suitably evaluated and the PMP properly updated. Management Review Responsibilities

O&M Quality Manager: - plan and coordinate Management Reviews and assess the need for further reviews where appropriate; - prepare Management Review agendas; - report on the operational effectiveness of the Quality System based on audits conducted to date; - provide feedback on areas where effectiveness of the Quality System can be improved; - review and monitor implementation of any agreed-upon actions or changes arising from the

Management Review; and - update quality procedures, manuals or plans as appropriate.

CEO, ROD, CIO, CFO and Department Managers: - attend Management Reviews as requested; - report on the operational effectiveness of the Quality System, particularly in relation to their specific

areas of control / organizational units; - provide feedback on any areas where the effectiveness of the Quality System can be improved; and - implement any agreed-upon actions or changes arising from the Management Review.

Other Managers: - attend Management Reviews as requested; - report on the operational effectiveness of the Quality System, particularly in relation to their specific

areas of control / organizational units; - provide feedback on any areas where the effectiveness of the Quality System can be improved; and - implement any agreed-upon actions or changes arising from the Management Review.

All Other Personnel: - provide feedback on any areas where the effectiveness of the Quality System can be improved; and - implement any agreed-upon actions or changes arising from the Management Review.

Agenda

Management Reviews will include: an assessment of the effectiveness of the current Quality System; results of internal and/or external audits; discussion of customer complaints and compliments;



status and analysis of non-conformances and analysis of quality trends; discussion of Subcontractor performance; introduction of proposed new policies and objectives for inclusion in the QMP; discussion of observations made by operating staff, suppliers, subcontractors, designers, customer

organizations, construction institutions, trade bodies and other functional departments, regarding quality; analysis of the adequacy current resources to meet the quality requirements; and assessment of current and upcoming training needs.

Follow-up / Records

The O&M Quality Manager will distribute Management Review meeting minutes and monitor implementation of actions arising from Management Reviews. These meeting minutes are the only formal documentation generated by this procedure and the O&M Quality Manager will keep them on file specifically for this purpose. Management Reviews may result in amendments to the Quality System. The O&M Quality Manager will develop and issue these changes in accordance with the Document Control procedures laid out in the QMP for the O&M phase.

C.3.3 Operations and Maintenance Technical Solutions

C.3.3.1 Roadway Operations C.3.3.1.a Detection of and Response to Emergencies, Hazardous Weather, Breakdowns, Accidents

and Incidents

Incident detection will rely on CCTV monitoring, automated incident detection systems, Field Patrol observations and reported incidents from the police computer-aided dispatch systems. In all cases, operators using CCTV cameras will visually verify suspected or reported incidents. Prior to the commissioning of the Traffic Management Center, a set of standard operational procedures will be developed and included in the Project Management Plan to detail detection and response procedures for all foreseeable events within the Incident Management Plan. The Developer will develop the IMP based on the Developer’s extensive systems operations experience, but tailor it to the needs of the Project environment. Field patrols will manage day-to-day incident response in coordination with the TMC. In the event of an incident, the field patrols will implement the appropriate traffic management provisions including:

alerting the police when the highway is either blocked or emergencies/accidents are present; and give them the location, length of section affected, preferred alternate route, visibility, number of stranded vehicles and additional equipment required or suggested; and

coordinating incident and emergency responses closely with the regional partnerships (DMS and HAR will follow TxDOT hierarchy to display/broadcast advisory information and LBJ Development Partners will support information sharing among other TMCs in the region).

From an ITS perspective, the TMC central software will have the capability of guiding the operator through the entire process of responding to an incident, including suggesting the steps to be taken according to data from similar previous incidents. Additionally, the system will have the ability to log and archive incidents as they occur, including the steps taken in response to the incident. LBJ Development Partners will update existing incident data every time a new incident is resolved and will use this information to enhance the future response methodology suggested to operators. The proposed location of the Developer’s Administrative and Maintenance Buildings, adjacent to nearby emergency services, will further facilitate joint training exercises and collaborative working practices. Weather stations installed along the roadway will ensure that accurate current weather condition data will be available. We will also use external sources to anticipate major weather changes that could lead to activation of the Emergency Plans.



Below are more details on the communications and security systems for emergency detection and response: Voice Communications: The voice communications system will use the existing public safety radio network on

surface and elevated roadways. Safety and security personnel will use either in-vehicle mobile radios, or handheld portables. In the depressed roadways, security personnel will use the emergency radio system (repeater) to connect to public safety radio network. The Emergency Radio system will provide voice communications for emergency services (police, fire, ambulance) and maintenance vehicles in the depressed Managed Lanes. There is an expectation that signals from existing emergency radio system surface transmitters and repeater sites operating in the 800 MHz public safety radio band will not provide sufficient penetration into the depressed roadways, so signal levels will be too low to provide reliable communications. The emergency radio system will thus provide a repeater system for the roadways below the surface.

The repeater system will utilize a leaky coax (radiating cable) transmitter, installed along one wall of the depressed roadway, with bi-directional amplifiers (BDAs) installed at regular intervals to ensure adequate signal level throughout the depressed roadway. The system will modulate voice communications onto a dedicated fiber optic transmission path feeding the BDAs.

AM/FM Rebroadcast: Transmission of emergency information to motorists will utilize a Highway Advisory Radio system operating on a separate licensed AM channel (e.g. 530 kHz, 1510 kHz, as established by FCC CFR Part 90.242), or using a low-power FM transmitter if a license can be obtained. Because the depressed Managed Lanes are open to the surface, a commercial AM/FM radio emergency override system for the depressed Managed Lanes cannot be deployed, as it would interfere with the commercial radio systems at the surface.

CCTV Security Cameras: The CCTV cameras installed for monitoring traffic in the Managed and General Purpose Lanes will also be used for security surveillance functions, and no dedicated security cameras will be required. Security cameras will be installed at the TMC to monitor the entire facility perimeter, all access doorways and parking areas. Perimeter monitoring will utilize cameras installed either on the roof of the facility, or, if required to address occluded areas, on camera poles connected directly back to the facility.

C.3.3.1.b Liaising and Handling of Emergency Services

The Incident Management Plan will include predetermined response plans by location for lane or full road closures, special events, and recurring congestion. The system software will provide operators with decision support tools to assist them in selecting the appropriate response. In addition, operators will receive training in the development of ad hoc traffic management responses for special cases. The IMP will require close coordination with TxDOT and local agencies on all traffic management actions. Depending on the incident, operators will notify Field Patrols and/or additional first responders to assist in the response. All incidents and events will be communicated with other ITS elements via the system’s center-to-center interface. The Communications Plan describes how to work with both the Dallas-Fort Worth ITS deployment and NTTA’s travel information website on the following aspects: notification of incidents on the Project requiring emergency traffic control, debris clean-up, and vehicle recovery; notification protocol when drivers report incidents via 911 or the TxDOT DPS Roadside Assistance Hotline; notification protocol when incidents on adjacent highways result in temporary signed diversions to the Project; TxDOT’s, NTTA’s, and the Developer’s plans to deploy CCTV, traffic detectors, DMS, and lane control signals, and

the protocols for operation, control, and sharing of such technologies; coordination with TxDOT and NTTA in case of major incidents that cause traffic to slow down or stop on the

Project or on one of the roadways that feed onto the Project;



dissemination of information to various websites; and emergency circumstances when tolls have to be suspended.

C.3.3.1.c Traffic Management and Operations of ITS Systems

The Developer will employ a Traffic Management Center (TMC) to supervise and manage traffic and operations on the Project. Section C.2.3.6.a of this document details the level of equipment and software of the TMC. Traffic operators will staff the TMC all times. TMC operations staff will report to the Traffic Safety Officer and will have the following basic functions: monitoring traffic conditions coordinating actions in case of abnormal conditions or incidents (traffic accidents, special events, weather

hazards); and coordinating traffic control to assist field maintenance crews.

An Advanced Traffic Management System (ATMS) will detect and track incidents, monitor impacts and record the incident response actions. The ATMS will also operate all ITS equipment intended for traffic management purposes (e.g. DMS, CCTV cameras, traffic detectors etc). The TMC will provide a secondary source of event detection. The operators will monitor the CCTV camera images. The images will cycle through all cameras on the network, initially set to seven seconds, so that operators will easily detect any unusual traffic conditions. Field Patrol officers patrolling the roadway may also detect events. Patrol officers who witness an incident or see evidence of a recent incident will notify the operators at the TMC. The Developer will install traffic monitoring infrastructure, inductance loops, infrared detectors, microwave detectors and radar traffic detectors in the project area for traffic condition monitoring. Data from these traffic detectors, in combination with incident detection algorithms, will automatically detect events. In terms of field systems (Toll Collection System and Intelligent Transportation Systems), the Proposer anticipates the following personnel structure to support maintenance: The proposed ITS field maintenance team will be on duty 16 hours per day from Monday through Friday and eight

hours per day on weekends and holidays. During the hours not covered by this schedule, technicians will be on call in case of emergencies.

The proposed TCS field maintenance team will be on duty 16 hours per day from Monday through Friday and eight hours per day on weekends and holidays, coinciding with peak traffic hours. To cover the remaining eight hours from Monday to Friday, as well as the remaining 16 hours on weekends and holidays, the Developer will count with an extra technician crew onsite.

The Field Systems Manager will supervise all field maintenance technicians. This will allow for coordination of repair and inspection activities between both teams, balancing personnel needs in case of unexpected peaks. An additional in-house crew will maintain the applications and hardware housed in the Traffic Management Center (TMC), including the ITS and TCS servers and all other Back Office System components. The TMC maintenance crew will consist of four technicians working during regular business hours and responding to major after-hours incidents though rotating on-call shifts. The anticipated crew will include at least two database administrators, one Graphical User Interface (GUI) technician and one hardware technician, all reporting to the Back Office System Manager.



C.3.3.1.d Accident Analysis and Implementation of Improvements of User Safety

The system software will provide extensive data collection and event logging, including incidents, DMS messages and traffic data to support accident analysis and reporting. Accident Investigation and Prevention Studies (AIP) have been developed from years of experience taking advantage of accurate data collection, and have been successfully put in place in numerous road projects with immediate safety benefits. Although the Developer will review the design of mainlanes and frontage roads for optimal safety at several stages, the Proposer believes it is important to implement AIPs as well, as circumstances may change during the term of the concession. The proposed system AIP will start with identification of “hot spots” along the infrastructure (mainlanes and frontage roads), in terms of number of accidents and their yearly evolution for a second stage in which the data is statistically analyzed (Chi square test). AIPs will also include onsite evaluation, resulting in a proposal phase when the Developer puts forward and prioritizes corrective measures for outstanding issues according to the expected benefits of each measure. Traffic operators will hold regular meetings with the Traffic Safety Officer to propose improvements to the system and procedures. They will use their day-to-day experience as a basis for these working sessions. C.3.3.1.e Policing the Roadway

The Developer will seek an agreement with the local police departments of adjacent municipalities (Dallas and Farmers Branch) whereby they would patrol the road on a regular basis in accordance with Section 8.9 of the CDA. Developer team members have successfully negotiated this type of agreement on other U.S. Toll Road concessions, such as the Indiana Toll Road, and are confident that a mutually satisfactory arrangement can be concluded for the Project. The basic functions of the police officers patrolling the Project will be: traffic patrolling and traffic law enforcement; assistance to field patrols in case of traffic accidents, construction or special conditions, such as lane/road

closures; and enforcement support at Declaration Zones.

C.3.3.1.f Protection of the Environment Including Dealing with Spillages and Contamination

The Developer will execute its duties in a manner aligned with protecting the environment, including the fulfillment of current legal and project environmental requirements. The Developer will achieve this objective by: complying with all applicable local, state, and federal environmental regulations; achieving all environmental commitments set forth in TxDOT-provided approvals and environmental approvals; educating and training all Project personnel to:

- recognize the overall importance of environmental issues to achieve successful construction of the Project, - appreciate the Project’s environmental sensitivities, - recognize environmentally sensitive resources that may be encountered during work activities, - avoid or take appropriate action to minimize environmental impact from work activities and - understand the required actions, practices, and procedures regarding regulated resources;

conveying a commitment to the Project’s environmental quality to all employees; and conveying a commitment to zero tolerance for violations.

Applying the above principles will ensure that the Project follows the principles of sustainable development and that the natural environment, natural resources, local communities and economic development are considered and protected during the Project.



The Developer will establish an Environmental Management System (EMS) that reflects the principles of the International Organization for Standardization (ISO) 14001:2004. The EMS provides a structured, documented approach to managing an organization’s environmental performance and responsibilities. It is a management tool that enables the Developer to implement its environmental policy; achieve continuous improvement through setting and review of environmental objectives; identify the environmental impacts that can be controlled or influenced and communicate environmental standards across all aspects of the business. Appendix D.5. contains the preliminary EMS, which is part of the Environmental Management Chapter of the Preliminary Project Management Plan. C.3.3.1.g Public Relations and Dealing with Complaints

The Developer’s Public Information Manager will work closely with the Developer’s O&M Quality Manager and the Roadway Public Information Representative to resolve inquiries and complaints related to roadway operations and maintenance. Examples of such complaints might be customers reporting potholes, flooded sections or deleted road markings. Figure C.3-6 illustrates the proposed information flow among parties and representatives.

Figure C.3-4: Liaison with Stakeholders

TxDOTLiaison Representative

Developer’s Public Information Coordinator

Developer’s O&M Quality Manager

D-B Team’sLiaison Representative

InterestedParties

ThirdParties

Roadway Public Information Representative

The Roadway Public Information Representative will manage all information about claims and communications from interested parties. The ROD will send a report to the Maintenance Manager, so that the maintenance team can implement improvements in their procedures in order to minimize complaints.

C.3.3.2 Managed Lanes Tolling Operations The IH 635 Managed Lanes provide drivers with the option of electronically paying a toll to access travel lanes where travel speeds are consistently at least 50 miles per hour. Upon approaching an entrance to the Managed Lanes, vehicles will enter a Declaration Zone (DEZ), requiring the driver to declare the vehicle as a Single-Occupancy Vehicle (SOV) or High-Occupancy Vehicle (HOV) for purposes of toll charging. The Developer will dedicate separate lanes for SOVs and HOVs. The toll amount will vary depending on the near-real-time traffic conditions on the Managed Lanes, and will be calculated by a dynamic toll rate algorithm. The toll collection system will electronically identify and collect the toll from vehicles equipped with a valid transponder through antennas and from vehicles without a valid transponder through cameras mounted on the toll gantry capturing images of the vehicle’s license plates and running the License Plate Recognition (LPR) system. Enforcement officers stationed at enforcement zones located at each tolling point will enforce HOV compliance. Enforcement Zones will be constructed adjacent to each declaration zone for these purposes.

C.3.3.2.a Implementation of Tolling Operations in Respect to the Project Segment Plan

Section C.2.3.6.b and Appendix D.2.1 present the Project Segment Plan. For purposes of Tolling Operations, the Project has been divided into Toll Segments since Service Commencement Dates are associated with the start of tolling operations of particular Tolling Segments. Therefore, in addition to addressing the Tolling Operations with respect to the



Project Segment Plan, this section presents the relationship between the Project Segment Plan, defined to satisfy D&B requirements and the Tolling Segment Plan, defined to satisfy the Developer’s needs for Tolling Operations. The limits of the segments within the Developer’s defined Tolling Segment plan are discussed in Section C.3.3.2.b.

Table C.3-2: Relationship between Project Segment Plan and Tolling Segment Plan

Cons

truct

ion

Segm

ent

Toll S

egm

ent

Road

way*

From

*

To*

1 IH 35E NW Highway Valwood 1 1 IH 635 Luna Josey

2 2 IH 635 Josey Midway

3 3 IH 635 Midway Preston

4 3B-3 IH 635 Preston Greenville

The installation of field tolling systems is phased out over the construction and opening periods of the segments as per the Project Segment Plan as follows:

for instance, the tolling points' field equipment for Project Segment 4 (Toll Segment 3B) will be deployed over a period of 18 months until June 2013 to allow for tests conducted before the segment opening in April 2014. This system is expected to work independently of other future segments. Once future segments open, new parts of the system will be seamlessly integrated into the overall Managed Lanes system.

The experience gained from this initial deployment can then be used to effectively manage the smooth openings of the subsequent segments. The buffer periods in the schedule allow a sufficient commissioning period to allow for unforeseen delays.

A similar approach is used in the deployment of the Traffic Management System, which also shares the back office resources with the Tolling System. The field element deployment for each of the segments for ITS is however determined to be for two years for each segment and is completed a few months in advance of the segment opening. The Back Office system project will start in 2011 and will have a total duration of 30 months before the opening of Project Segment 4. The design will allow for a seamless, almost “plug and play” incorporation of the remaining segments as they open to traffic. The Back Office software system will be designed to handle Project Segment 4 initially and will be completed at least six months in advance of this first segment opening. This period will be used to conduct user acceptance tests and factory acceptance tests before commissioning, to ensure a smooth and successful start of tolling operations. The Project Baseline Schedule in Appendix D.3 shows the schedule associated with deployment of systems.



Figure C.3-5: Relationship between Project Segment Plan and Tolling Segment Plan Opening Dates

Seg 4 04/18/2014Seg 3 04/18/2016Seg 2 04/18/2016

Seg

1 08

/18/

2015

3B -3.44Mi From 04/18/2014To 04/18/2016

3 - 5.02 Mi 04/18/20162 - 4.63Mi 04/18/2016

1 -3

.6 M

i08

/18/

2015

In red: Construction Segments. In blue: Toll Segments. In grey: Interim Toll Segment 3B. The opening of the different Toll Segments will be triggered by the substantial completion of corresponding Project Segments (or portions). In that sense, the first segment to open will be Toll Segment 3B matching the substantial completion of Project Segment 4 in 2014. Approximately one year later, Toll Segment 1 will open. Finally, in 2016, Toll Segment 2 and the remainder of Toll Segment 3 will open. As a result, the tolling length of Toll Segment 3 would be adjusted as explained below:

Tolling length of Toll Segment 3 would transition from 3.44 Mi (3B is the only segment open) to 5.02 Mi when the entire Toll Segment 3 is opened in 2016.

Initially, users of 3B (East of Preston to Greenville) will only be charged for the reduced 3B length (3.44 Mi). Once construction of Segment 3 (DNT to Greenville) is complete, the tolling algorithm will automatically change so that users of Toll Segment 3 are charged for the full length of that segment and the Base Toll Rate Case Cap and other parameters (speeds/volumes) are calculated in accordance with the new length of the segment.

HOV Enforcement Approach

Enforcement is a key element of any tolling operation, and in particular when discounts to some users are on offer. In addition to the obvious need to minimize lost revenue, the public perception of fairness must also be maintained. As part of the tolling regime for the Managed Lanes, TxDOT may elect to offer a discount to High Occupancy Vehicle (HOV) and motorcycle users with a valid transponder that self declare as HOVs/motorcycles during Peak Periods and up to December 2024. The Proposer is currently conducting the testing stage of a new HOV recognition technology that, when finalized could be applied for HOV detection on the Project. This project is part of the growing research and development projects that have made Cintra one of the leading firms in toll road technology, as evidenced by Cintra’s experience with the ETR 407 project in Canada. This new technology could lead to enhancing the performance levels of the Project. The new system is installed on an ORT gantry within the OCR camera. Since it is a non-intrusive technique, only the front image is required. An infrared illuminator is used to avoid disturbance to the target vehicle’s driver. The infrared illuminator has the advantage of working efficiently at night. The images are then processed using an image extraction algorithm. The algorithm finds human faces in the captured photographs, discarding false positives due to reflections or visual effects, and false negatives are also detected.



As mentioned, the development of this technology is in a very advanced stage; however, until it is complete and ready for implementation, the Developer will identify HOVs through declaration zones, visual enforcement and other tools as described below. Declaration and Enforcement Zones

Access ramps will be divided into HOV and SOV lanes to enable users to declare themselves as HOVs, until a new technology is deemed appropriate to conduct this task safely, efficiently and accurately. To help describe the approach to enforcement in the HOV lanes, Figure C.3-6 shows an example of how traffic might enter the Managed Lanes from an access ramp.

Figure C.3-6: Typical Managed Lane Access Ramp with Tolling Point

25:1

The following components would comprise the tolling point at such a ramp: As traffic approaches the tolling point, the ramp widens from one lane into two lanes. This section where the road

widens is called the approach zone. In this section, motorists prepare to choose which toll lane to enter – the HOV Lane or Single Occupant Vehicle (SOV) lane for solo drivers. The HOV lane is restricted to motorists who meet both of the following requirements: (1) they have a valid transponder mounted inside their vehicles, and (2) it is a motorcycle or more than one person is traveling in the vehicle. If any of these conditions is not met, the vehicle is not a valid HOV. Vehicles which pass through the HOV lanes without valid transponders will be video-tolled, and will not get the HOV discount.

Following the approach zone, the widened single lane splits into a two-lane declaration zone (HOV lane and SOV lane), where the driver self-declares as an SOV or HOV. An HOV barrier wall separates the SOV lane and HOV lane traffic to prohibit lane changes. The use of designated lanes also provides law enforcement officials with a



clearer method of differentiating between a declared HOV and SOV. The declaration zone approach has successfully been implemented on other toll roads, such as California SR 91 in Orange County and I-25 in Denver.

Within the Declaration Zone, transponder readers are mounted over each lane to communicate with the transponders mounted inside the passing vehicles. Cameras over each travel lane take pictures of the front and rear license plate of each passing vehicle. These pictures will be used to identify and collect the toll from the registered owner if the vehicle did not have a valid transponder.

Enforcement signals1 are installed in each HOV lane and triggered to turn on when a valid transponder is detected on a passing vehicle. The signal provides a visual flag to a law enforcement officer as to whether the passing vehicle obtained the HOV discount. A visual inspection of the number of vehicle occupants will serve to check whether the vehicle qualified for the HOV discount or is a violator.

Enforcement zones are located downstream next to the tolling points. On-site enforcement officers stationed at the enforcement zones visually verify that HOV-declared vehicles (which they can detect through the enforcement signals described above) have the required number of occupants. The zone provides ready pull-out access if the officer needs to pull over a potential violator. Wherever it is not possible to pull over a violator, the officer will note the license plate and radio it to his colleagues who are patrolling the main-line downstream from the tolling point for intercepting the violator. The enforcement area shall be 100 feet long, not including approach and departure tapers. The enforcement area should be at least 12 to 14 feet wide, except in enforcement areas located on a structure or in depressed sections, in which case the width can be reduced to eight feet in consideration of the space limitations. The standard shoulder can be considered as part of the required width. The enforcement area shall have an approach taper of 2:1 and a departure taper of 10:1

A maintenance parking area is situated upstream of the tolling point off to the side. A service cabinet is positioned close to this area for safety and accessibility purposes to perform maintenance on the equipment. For gantry maintenance, at a minimum, a shoulder width of eight feet will be provided for a length of 100 feet adjacent to the declaration lanes, except for toll gantries located on a structure or in depressed sections.

1 Enforcement photos source: FHWA Office of Operations “Managed Lanes: A Cross-Cutting Study”

Enforcement zones

Enforcement signal on I-15 Express Lanes (California)

Enforcement zones on I-15 Express Lanes

Example of car-mounted enforcement PDA on I-15 Express Lanes



After traffic passes through the declaration zone, a departure zone follows in which traffic from both lanes merge before approaching the entrance to the Managed Lanes.

This concept of separate HOV declaration zones has been implemented on SR 167 in Wisconsin. This project uses pre-declared HOV users. When a solo driver, with a valid pre-declared transponder, enters the HOV lanes, a light flashes on the overhead sensor. The light flashes only if the transponder has been pre-declared. That signals the state patrol that the driver has entered legally. If the light does not flash the state patrol will pull over the solo driver and issue a citation. Another HOV enforcement method that will be implemented is the transmission of the license plates and/or transponder numbers of HOV declared patrons to officers who are downstream of the tolling point via Personal Data Assistant (PDA – such as a Palm-Pilot or BlackBerry) or through the officer’s in-vehicle computer via a secure website. This information can be used by the officer to make an enforcement stop, based on visual observation of plate numbers matching with HOV declared patrons, as per the system. Once an HOV declared user is stopped, the law enforcement officer will be able to use a handheld device to read the vehicle’s transponder in order to electronically verify that the vehicle’s most recent toll transaction was effectively through a declaration lane, and if this is confirmed and there is only one occupant then the agent may deal with the user as potential violator. An alternative approach will be for agents to randomly stop vehicles which, upon visual observation, have a transponder installed in the vehicle. Once the vehicle has pulled over, the agent can then verify through the handeld transponder reader whether the transponder has been used trhough a declaration zone, and proceed to examine whether the number of occupants in the vehicle is enforceable or not. This system has successfully been implemented on Minnesota toll roads. A future option that may be implemented is to provide enforcement officers with portable transponder readers that can be used while the officers drive alongside vehicles, in order to confirm in motion whether the vehicle self-declared for an HOV discount on entry. The technology would work whether the officer’s car is in motion or stopped at a side of the road with the target car is in motion . This is considered a future option, since such handhelds are not currenty capable or reading in motion all transponder types currently in use in Texas. Finally, and as mentioned at the beginning of the section, the Developer will continue to actively explore the market for a solution that enables automatic high occupancy detection.As soon as the tests currently being conducted by the Developer show that a reliable technology with an adequate level of accuracy is commercially available, the Developer will proceed to test and implement it for automatic enforcement of HOVs in the Project.

In summary, a variety of roadway configuration options and technologies are available for enforcing HOV restrictions on the Project. The Proposer is confident that a combination of the above-described elements will provide the level of enforcement and compliance needed. The Developer will continue to refine the enforcement approach as the Project moves forward. C.3.3.2.b Limits of Proposed Toll Segments

The following toll segments are proposed: 1. Toll Segment 1 (3.60Mi from Sta 990+00 to Sta 710+42) runs along IH 35E from the Loop 12 interchange to

the IH 635 interchange. The Managed Lanes will be accessible from both Loop 12 and IH 35E at the southern end of this toll segment. At the northern end of the toll segment, the Managed Lanes will connect directly to the Managed Lanes on IH 635 east of the IH 35E/IH 635 interchange. This will provide an opportunity for vehicles on the Managed Lanes to make direct connections from northbound IH 35E to eastbound IH 635, and from westbound IH 635 to southbound IH 35E. The Managed Lanes will be separate elevated structures for each direction through all of Toll Segment 1.

2. Toll Segment 1A. Direct ramp connectors will be constructed at the IH 35E and IH 635 interchange enabling IH 635 westbound traffic to access IH 35E southbound General Purpose lanes. In the reverse direction, IH 35E northbound traffic will be able to connect directly IH 635 eastbound to Toll Segment 2 and the IH 635 frontage road



immediately east of the interchange. Bearing in mind the configuration of this toll segment the total tollable distance for the use of Toll Segment 1A in one direction has been defined as the sum of the lengths on each major freeway (0.68 miles on IH635 + 2.47 miles on IH35E as per Exhibit 4 to the CDA) divided by 2 1.575 miles. Limits: from: IH35E: 1049+93; IH635: 10580+56 to IH635: 49+35; IH35E: 710+42, Tolling of Toll Segment 1A will be discontinued in 2030 in accordance with the CDA.

3. Toll Segment 2 (5.02Mi from Sta 10565+00 to Sta 262+55) runs along IH 635 from east of Luna Road to the Dallas North Tollway (DNT). The Managed Lanes will begin on the western end of this toll segment at the existing HOV lanes. The Managed Lanes will become separate elevated structures for both directions of travel just west of the IH 35E interchange. The Managed Lanes will remain elevated over the IH 35E interchange, and merge with the IH 35E Managed Lanes just east of the IH 35E interchange. The Managed Lanes will continue east, transitioning from separate elevated structures for each direction to subsurface lanes near Webb Chapel, and continue as separate subsurface lanes through the DNT interchange.

4. Toll Segment 3 (4.63Mi from Sta 262+55 to Sta 507+00) runs along IH 635 from the DNT interchange to just west of US 75. The Managed Lanes will be separate directional subsurface lanes at the DNT interchange, and continue to the east as separate subsurface lanes up to near Hillcrest Road. Near Hillcrest Road, the subsurface lanes will rise and meet the general-purpose lanes near ground level. As the subsurface lanes meet the general-purpose lanes, the Managed Lanes will merge inside the general purpose lanes, transitioning into the existing HOV lanes in the center of the general-purpose lanes just west of the US 75 interchange.

As provided in the approved ATC 6, the Developer will open interim Toll Segment 3B from the on-off ramps at Preston Road (Sta 325+00) to Greenville (Sta 507+00) in advance of the remaining sections of Toll Segment 3, starting operations on this sub-segment to smooth potential teething problems and provide users with the additional infrastructure as soon as possible. Until the entire Toll Segment 3 is completed toll rates will be defined in accordance with the length of Toll Segment 3B (3.44Mi) and will be calculated in compliance with Exhibit 4 to the CDA. C.3.3.2.c Locations of Toll Gantries

The Managed Lanes will have access points at the ends of each toll segment identified above, as well as through several entrance and exit ramps from the general-purpose lanes and frontage roads. Proposed toll collection points (toll gantry locations) are shown in Table C.3- and Figure C.3-7. The stations referenced in Table C.3- and Figure C.3-7 as well as on the schematic drawings (Appendix D.2.8.a and Appendix D.2.6) are preliminary. Exact locations of gantries will be optimized during the final design phase.

Table C.3-3: Proposed Toll Collection Points

Tolling Points No. of Lanes

Mainlanes or Ramp

Approx. Reference

Station from Schematic

G1a. NB IH 35E south of Loop12 merge 2 Ramp 1040+00 G1b. NB Loop12 south of IH35E merge 2 Ramp 1035+00 G2. NB IH 35E entrance ramp from Walnut Hill Road

2 Ramp 1102+00

G3. SB IH 35E-EB IH 635 – connector 3 Ramp 46+50 G4. EB IH 635-IH 35E entrance ramp 2 Ramp 50+50 G5. EB IH 635 entrance ramp just west of Marsh 2 Ramp 145+70 G6. EB IH 635 just east of Dallas North Tollway 3 Mainlanes 275+00



Tolling Points No. of Lanes

Mainlanes or Ramp

Approx. Reference

Station from Schematic

G7. EB IH 635 entrance ramp near Hillcrest 2 Ramp 353+70 G8. EB IH 635 entrance ramp near Floyd 1 Ramp 482+40 G9. WB IH 635 west of Greenville 2 Mainlanes 482+40 G10. WB IH 635 entrance ramp from Floyd 1 Ramp 456+00 G11. WB IH 635 entrance ramp from US 75 1 Ramp 394+50 G12. WB IH 635 entrance ramp west of Hillcrest 2 Ramp 340+50 G13. WB IH 635 just east of Dallas North Tollway 3 Mainlanes 275+00 G14. WB IH 635 entrance ramp just west of Midway

2 Ramp 186+60

G15. WB IH 635 exit ramp near Josey to IH 35E Connector

2 Ramp 10559+40

G16. SB IH 35E connector from WB IH 635 2 Mainlanes 1194+80 G17. EB IH 635 just east of Luna Road 2 Mainlanes 10567+70

The rationale behind the proposed configuration of gantries is to minimize the number of transaction points while eliminating any free movements. The configuration will also minimize the travel time between the information point to the user (variable sign showing current rates) and the actual collection point, to avoid discrepancies between what is shown and what is actually charged. Hence, all gantries are located at or near an entrance point to a toll segment.

Figure C.3-7: Toll Gantry Locations



C.3.3.2.e Toll Rates After the First 180 Days

After 180 days of schedule mode has elapsed, the Managed Lanes can be operated in Dynamic Mode. The Toll Schedule no longer applies and tolls can change as often as needed but no more frequently than once every 5 minutes independently for each of the toll segments and by direction and dependant on traffic conditions (flows and speeds) on the Managed Lanes. When in Dynamic Mode, the TCS will continuously receive near-real-time traffic data from the ITS traffic detectors installed along the length of the facility in accordance with the requirements of Exhibit 4 to the CDA. The TCS will then calculate the HOV and Managed Lanes base toll rates for each toll segment in each direction depending, among other factors, upon the level of congestion on the Managed Lanes in compliance with CDA Exhibit 4. The Base Toll Rate can be higher than the Base Toll Rate Cap ($0.75/mi), but if so, it must then be adjusted using the rules shown in , as indicated in CDA Exhibit 4.

Table C.3-4: Base Toll Rate Cap Adjustment Rules

Must be lowered Stays at same level Must be increased

2 lanes Avg. vehicle volume is less than 2500 pce/h.

Avg. vehicle volume between 2500 and 3300pce/h

Avg. vehicle volume is more than 3300 pce/h.

3 lanes Avg. vehicle volume is less than 4000 pce/h.

Avg. vehicle volume between 4000 and 5100 pce/h

Avg. vehicle volume is more than 5100 pce/h

AND AND OR

Avg. speed consistently more than 50mph.

Avg. speed consistently more than 50mph.

Avg. speed consistently less than 50mph.

Where pce/h = passenger car equivalents per hour

If the average vehicle volume or average speed is at a level, which requires a change in the Base Toll Rate, this is achieved by multiplying the existing Base Toll Rate by a “Demand Factor”. The Demand Factor depends on the amount by which the average vehicle volume is greater than or less than the boundaries outlined in Table C.3-5.

Table C.3-5: Demand Factors

Demand Factor If less than lower bound If more than upper bound Between 0 and 50 pce/h/l 0.95 1.05 Between 50 and 100 pce/h/l 0.90 1.10 Between 100 and 150 pce/h/l 0.85 1.15 Between 150 and 200 pce/h/l 0.80 1.20 Greater than 200 pce/h/l 0.75 1.25

Where pce/h/l = passenger car equivalents per hour per lane

If the average speed is less than 50mph, then a Demand Factor of 1.25 applies and this takes precedence even if a Demand Factor outlined in the table above is also relevant. Following this process, the toll rates for all toll segments / directions and time periods were estimated for future years to derive the Developer’s traffic and revenue forecast considered as part of this proposal.



C.3.3.2.f Declaration Zone Locations

There will be an HOV Declaration Zone at every entry point to the Managed Lanes, except for the following gantries that, due to their location/use, do not require a DEZ:

G8 and G11: HOV-only connector, therefore all users are HOV. G15 and G16 (optional in accordance with Technical Provisions Section 11.2.3). G6 and G13. Transition from Toll Segment 2 to 3. All users must have declared themselves at a previous entry

point to the Managed Lanes. G3 and G4. Transition from Toll Segment 1 to 1B, 1 to 2, or 1B to 2. Users from Toll Segment 1 NB must have

identified themselves at a previous entry point. Users of 1B (but not 1, i.e. From SB IH 35E to EB IH 635) will self-declare at an additional declaration zone located at Sta 10858+00, upstream from G3 on the same connector.

Figure C.3-6 illustrates the declaration zone locations for each tolling point. C.3.3.2.g Location of Enforcement Zones

There will be an Enforcement Zone located adjacent to every Declaration Lane in accordance with Technical Provisions Section 21.3.2.5.1. Figure C.3-6 illustrates the enforcement zone locations for each tolling point. C.3.3.2.h Required Enforcement Equipment

Enforcement for the Project will include both enforcement of toll payment (performed by NTTA in accordance with the Tolling Services Agreement) and enforcement of the HOV lane restrictions. HOVs must meet the occupancy requirements to get a reduced-rate toll. The recommended HOV enforcement approach is multi-pronged, consisting of the following components: Declaration Zone (DEZ): Upon approaching entrance to the Managed Lanes facility, vehicles will enter a

Declaration Zone where they must declare themselves as either a high-occupancy or a single-occupancy vehicle (HOV or SOV) by moving into the appropriately designated lane. The vehicle is charged an HOV or SOV toll based upon its location in the chosen lane.

Enforcement Signal: The Developer will install violation-indicating signals at each tolling point for HOV lanes, and will trigger them to turn on when a valid transponder is detected on a passing vehicle. This would provide a visual cue to a law enforcement officer that the passing vehicle obtained the HOV discount.

Enforcement Zone: Enforcement zones will be located on the shoulders next to the DEZ tolling points. Onsite enforcement officers patrol the enforcement zones to verify visually that HOV-declared vehicles are traveling as such. The Developer will design the enforcement zones to provide safe pullout access if the officer determines that a vehicle may be in violation based upon visual inspection of the vehicle occupants or the enforcement signal.

Handheld Transponder Reader: The Developer will provide the enforcement officers with handheld transponder readers that can signal the transponder of a pulled-over vehicle to determine if the transponder was read; and if so, the date, time and amount of the last toll payment.

Enforcement Messaging via Personal Data Assistant (PDA) or Mobile Data Terminal (MDT): The roadside enforcement signal will provide law enforcement officers with one tool for identifying potential violators. However, depending on location, the officer may not be able to see the indicator light. Another approach will be to transmit the license plates of vehicles declared as HOVs to officers who are downstream of the tolling point via PDA or through officer’s in-vehicle MDT via a secure website. This information can then be used by the officer to make an enforcement stop. Once a potential violator is stopped, the driver may claim that to have driven through the appropriate Declaration Zone (SOV or HOV). Using the handheld transponder reader, the law enforcement officer



would be able to read the tag or enter in the license plate to verify the driver’s claim and, once it is verified, whether he used the SOV or HOV declaration lane, occupancy will be visually assessed and eventually enforced.

Roving Patrols: In the future, the enforcement officers will be provided with moving transponder readers that automatically receive real-time data on the transponders that have been read at the tolling point within a configurable amount of time. The officers will then, at random, drive alongside vehicles to confirm whether the vehicle qualifies for HOV discount and the transponder reader would indicate if it has passed through an HOV lane. This technology would work regardless of whether the officer and target vehicles were in motion or stationary. The Proposer considers this a future option because such a moving transponder reader is not currently available for eGo Plus™ sticker tags such as the TxTag distributed by TxDOT.

As mentioned before, at this time the Proposer considers systems for automatic vehicle occupancy detection not to be in an advanced stage of development. As soon as a reliable technology with an adequate level of accuracy is commercially available, the Developer will proceed to test it and implement it for automatic enforcement. C.3.3.2.i Performance Monitoring Methods

The Developer will employ the following methods for TCS performance monitoring: Video Audit: The video audit subsystem will serve to match camera images of each vehicle passing through the

tolling point with the TCS vehicle record. This will serve as verification that the TCS is correctly classifying vehicles and creating transponder and video transactions. The Developer will use the TCS system reports and video audit system to verify that the TCS continually meets the tolling performance requirements in Table 21-1A of the Book 2A Technical Provisions.

Reporting to TxDOT: As required by Exhibit 4 of the CDA, the Developer will measure and report average speeds on a “rolling per-minute basis” for each 24-hour period. The Developer will prepare and deliver weekly reports to TxDOT and the IE listing any periods for which the average speed fell below 50 mph, along with the reason for the reduced speed and any corrective action taken. Monthly, the Developer will report to TxDOT and the IE all transactions identified as eligible for an HOV/motorcycle discount, whether these transactions have been confirmed by TxDOT, and the total amount potentially due for reimbursement to the Developer.

As required by TxDOT, the Developer will maintain indicative averages of the base toll rates for the previous 180-day period while the system was operating in Dynamic Mode. The Developer will make this information available to interested parties via Internet, fax or hard-copy request. C.3.3.2.j Tolling Parameters

The following formula will be used to calculate the toll payment due for each toll segment: {(Base Toll Rate * Toll Segment Length) * Toll Factor} = Toll Segment Toll Due The Developer will set the base toll rate for each toll segment and direction based on the demand on the Managed

Lanes. TxDOT has currently caps the base toll rate at $0.75, unless certain volumes or speed thresholds (50mph) are compromised. As described in Section C.3.3.2.e, the cap can be exceeded when traffic goes over, or speeds drop under, those limits.

The toll segment length is the length of the toll segment in miles as defined in Section C.3.3.2.b. The Toll Factor is an integer multiplier set by the developer and based upon the vehicle size/occupancy. The

appropriate vehicle profiling systems will be installed to that effect. Each tolling point will have a multi-point laser installed perpendicular to the road. Lasers are triggered by the presence of a vehicle near the tolling point. Typically, the triggering mechanism is a loop that is not used for classification but only for the purpose of triggering. The laser uses approximately 180 lasers, which are beamed over the entire width of the lane in



which the laser is installed. The lasers in adjoining lanes overlap to catch vehicles that are overlapping two lanes. The lasers sample the vehicle profile and classify it as per the vehicle size. The classification based on size is then complete. Tolls will be rounded to the nearest five cents

For the first 180 days following Service Commencement, the Managed Lanes will operate in Schedule Mode and tolls will be collected based upon these time-of-day base toll rates, adjustable every month. The Developer will submit the initial Schedule Mode table of toll rates in the format required by TxDOT at least 180 days prior to Service Commencement Date. After the initial period, the TCS will operate in Dynamic Mode adjustable as needed but no more often than every five minutes. The TCS software will be capable of calculating trip tolls in either Schedule Mode or Dynamic Mode.

C.3.3.3 Routine Maintenance C.3.3.3.a Life Cycle Cost Analysis Approach

To produce the best long-term results and prevent financial stress on IH 635 Managed Lane Facilities due to major maintenance and Renewal Work, the Developer will utilize Life-Cycle Cost Analysis (LCCA). For Renewal Work (capital expenditures), LCCA will help to achieve the lowest total-cost solution while complying with or exceeding the technical requirements. LCCA ensures the achievement of the lowest Net Present Value by performing major maintenance during periods that will not significantly affect the financial health of the facility. The Developer will carry out formal LCCA for proposed improvements using the following five steps:

1. Establish Alternatives: Define competing alternative solutions -- each must provide the same level of service and benefits to the user at

any specific volume of traffic Set analysis period – it must be long enough to cover construction and at least one subsequent rehabilitation

action Define activities to be carried out over the analysis period – based on historical practice, research and

CDA/TxDOT requirements 2. Determine Activity Timing:

Future maintenance and rehabilitation activities – based on desired level of serviceability / CDA requirements

Expenditure of funds Work zone establishment (when and for how long)

3. Estimate Costs That May Differ Between Alternatives: Initial construction, rehabilitation or preservation Future operations, maintenance and preservation activities over the analysis period User costs such as travel time, vehicle-operating costs or increased possibility of collisions due to work

zones 4. Compute Life-Cycle Costs:

Use either present value (PV) or equivalent uniform annual cost to bring initial and future costs to a single point in time

Adjust for inflation and discounting Utilize deterministic LCC computation to determine values for each input parameter based on historical

evidence or professional judgment Use sensitivity analysis to determine the effects of changing a single variable for each alternative



Expenditure stream diagrams represent each alternatives’ initial and future activities, development, maintenance and user costs

timing of activities; and Remaining Service Life or salvage value

5. Analyze the Results: Compare the PVs of differential costs across competing alternatives and examine sensitivity analysis

results Determine if user costs can be mitigated through differences in development costs Consider constraints such as risk, available budgets, political and environmental concerns Determine if adjustments or modifications to proposed alternatives are required

The Developer will assess future price variations, such as energy costs and labor costs by analytical trends of escalation factors including historical Consumer Price and Construction Indices and cost of living adjustments to wages and salaries. The Developer will carefully document all LCCA carried out to ensure consistency and continuity of data over the life of the Project. Documentation will be retained in the document control system and made available to TxDOT on request. C.3.3.3.b Details and Locations of Maintenance Yard(s) and Facilities

Maintenance facilities will be located at the 4.718-acre Welch site located at the northwest corner of Welch Road and IH 635. The existing buildings on the site will be removed and replaced with new structures. Conceptual schematics and renderings of the proposed maintenance building are provided in Appendices D.2.8 and D.2.5, respectively. Further description of this facility can be found in section C.2.3.8 of this document. C.3.3.3.c Specialized Maintenance Equipment

To support operation and maintenance field activities, the Developer will provide the following standard equipment: Supervisor’s pick-up truck Standard pick-up truck Patrol vehicles Backhoe/loader Brush clipper Dump truck

Truck-mounted crane (1.5-ton capacity) Crash trucks Arrow sign equipment Sign trailers Snowplows Anti-icing pre-wetting spreader

C.3.3.3.d Approach to Supply and Management of Maintenance of Spare Parts

Prior to Service Commencement, the Maintenance Manager will determine an inventory of spare parts to keep on site, using a standard methodology for spare part optimization. The basic variables that drive the amount of spare parts to be held on site are the part failure rate (or accident rate for roadway safety elements), the lead-time necessary to procure the part and the response time for permanent remedy/repair. Typical spare parts include cones, safety barrier elements, delineators, luminaries, lights, signs, Dynamic Message Sign boards, cameras, Electronic Toll Collection antennas and other communications and electrical equipment. All these spare parts will be stored in the maintenance yard at the Administration and Maintenance Area. C.3.3.3.e General Sweeping, Cleaning, and Removal of Objects and Graffiti

The Maintenance Manager and Traffic Safety Officer will supervise Maintenance Crews and Field Patrols performing most of the routine roadway clean-up and preventative tasks. The type of work to be performed includes litter pickup and disposal; sweeping and cleaning; removal of debris, dead animals, abandoned vehicles, and graffiti; and removal of



roadside drainage obstructions. The Maintenance Manager will schedule recurring preventive activities and will organize shifts to ensure that a crew is always ready to respond to events that require immediate action such as roadway obstructions. Specific clean-up provisions include: General sweeping, cleaning and removal of debris, dead animals: An appointed cleaning maintenance crew

will perform this function. Due to the constant traffic, litter will accumulate shoulders rather than on the traffic lanes. The cleaning maintenance crew will regularly use a suction sweeper to clean the mainlane and frontage shoulders. Field Patrollers will be responsible for removing animals and debris from the traffic lanes.

Abandoned Vehicles: The Field Patrollers will contact the local police department to get clearance to tow away abandoned vehicles. The Developer will contract with a local towing company to tow vehicles of any size away from the facility. The Developer will also have in-house equipment to allow maintenance crews to tow away cars and small trucks when necessary for immediate lane/shoulder clearance. These will be towed to the maintenance yard (if nearby) or to the nearest available parking space.

Graffiti: The cleaning maintenance crew will remove obscene or offensive graffiti within the timeframes specified by TxDOT’s Performance and Measurement Baseline Table. Where graffiti is persistent and widespread in environmentally sensitive areas, the Developer will consider alternative options, other than frequent removal or obliteration. Possible strategies are initiatives involving local schools, stakeholder groups and law enforcement.

C.3.3.3.f Managing Traffic During Maintenance Work

Safety, minimization of traffic delays and maintenance of an optimal level of service on the Project will be primary considerations during planning and execution of all types of maintenance, repair and renewal work, utility adjustment and inspections. Prior to NTP2, LBJ Development Partners will submit a Traffic Management Plan that is compliant with the Technical Provisions to TxDOT and the IE for approval. The Developer will carry out maintenance work during off-peak hours, and at night when practicable. In case of subcontracting specialized activities, each aspect of the work must be assessed at the planning stage to establish that the quality of work produced by a subcontractor can meet the required specifications under nighttime-only working conditions. Routine maintenance activities will be combined and undertaken within a single lane closure or mobile lane closure whenever possible, and considered for nighttime-only working. Planned or routine tasks can often be undertaken to take advantage of traffic management provided for other parallel activities. C.3.3.3.g Inspection and Testing of Project Items

Inspection and testing regimes will be implemented to identify and classify defects on the various major items, including pavement, drainage, structures, barriers, guardrails, fences, and electrical systems. The Developer will monitor conditions through a series of inspection processes including regular Field Patrol inspections, Maintenance Crew inspections and detailed inspections performed by specialized firms. Inspectors will classify defects according to the CDA as either Category 1 or Category 2 depending on their potential impacts to roadway user safety. Figure C.3-8 depicts the general process for inspection and corrective action according to the severity of the defect.



Figure C.3-8: Inspection and Action Flowchart

Below is a summary of inspection and testing regimes for the various key elements: Roadway Pavement: Both the asphalt and concrete pavement sections will be inspected annually using approved vehicle-based surface condition survey equipment. Performance measurements will include road roughness, pavement rutting, surface distress, skid resistance and road markings. Drainage: Field Patrols will perform drainage inspections monthly. A number of situations may clog culverts and storm drains, such as erosion, silt or drift. Inspectors will survey the operation and physical condition of all roadside drainage apparatus on a regular basis, and report any observed significant loss of hydraulic capacity. Apparatus include storm water management ponds, ditches, gutters, side drains, outlets, irrigation ditches, non-bridge classified culverts, catch basins and drop inlets, dips, storm sewers, irrigation siphons, drainage pumping stations and stock passes. Structures: Bridge structures, retaining walls and drainage culverts larger than 10 feet in span will be inspected on a regular basis. Maintenance Crews will perform routine inspections every six months. Routine inspections will also provide an overview of damage or safety hazards requiring immediate attention. The Developer will also provide detailed inspections on a biannual basis to meet Federal regulations, which require that a crew under the supervision of a Professional Engineer inspect all major highway structures. A specialized engineering firm will perform Principal inspections every six years. Supplementary (on-demand) inspections will also take place following significant events such as floods, severe winds, frost or accident spillage. Safety Devices: Field Patrols will perform general drive-by inspections on a weekly basis. Detailed inspections of safety devices will occur annually. Additional detailed inspections will take place if an accident damages a safety device.



Electrical System: Field Patrols will perform general drive-by inspections on a daily basis (nighttime inspections). Field Maintenance Crews will conduct inspections of the electrical system and illumination features on a biannual basis. Additional detailed inspections will take place if an accident damages an illumination device. C.3.3.3.h Maintenance of Accurate As-Built Records

In accordance with the Developer’s Quality Management Plan, the Maintenance Manager will be responsible for keeping accurate as-built records and maintenance-related records. The Roadway Maintenance Management System (RMMS) will record all maintenance actions on the road. Section C.3.1.b of this document describes the basic functionality of these software applications. C.3.3.3.i ITTMS Maintenance and Renewal Work

Maintenance of the ITTMS is a critical part of the overall life cycle project management. The most cost-effective approach to systems maintenance is to incorporate a proactive routine maintenance practice. The Maintenance Program will include the following types of maintenance: Routine Maintenance: Maintenance activities performed at regularly scheduled intervals for the upkeep of

equipment. This activity Includes checking, testing and inspecting, record-keeping, cleaning and periodic replacement, when called for in the preventive maintenance schedule. This proactive approach will minimize systems faults and breakdowns.

Responsive Maintenance: The repair or replacement of failed equipment and its restoration to safe, normal operation. Typically unscheduled, it is in response to an unexpected failure or damage.

Emergency Maintenance: Emergency maintenance is similar to responsive maintenance in that it begins with a defect or trouble report. However, in this case, the defect is more serious and requires immediate action. Events such as knockdowns, spills, exposed electrical wires and road blockages are examples of event reports that may require emergency maintenance. Of course, there can also be operational emergencies, such as stuck barriers on dedicated HOV lanes or failed lane control signs that need to be resolved quickly to minimize hazardous circumstances.

C.3.3.4 Renewal Work Programmed Major Maintenance, Renewals and Capital Works

Figure C.3-9 illustrates proposed inspection procedures and defect management processes. These include defect clustering and developing reactive maintenance through experienced asset management to ensure the most appropriate and cost-effective intervention levels, driving a robust program of renewal maintenance. The preliminary Project Management Plan in Appendix D.5 contains a detailed description of the elements of this process. The Technical Manager will be responsible for defining the work to be accomplished on an annual basis. The Technical Manager will also keep track of a five-year Renewal Work Plan.



Figure C.3-9: Maintenance Management Process Flowchart

General Inspections

Category 1 Hazard

Mitigation

O&M Records

Roadway

Bridges

Offices

Electrical Supplies (lighting, signs, traffic signals, communication equipment)

Annually recurring Toll Road maintenance and repair

program. (also see Attachment 19-1A –

Performance and Measurement Table)

Category 1 Defects Repaired in accordance with

Attachment 19-1A –Performance and

Measurement Table)

Category 2 Defects Repaired in accordance with

Attachment 19-1A –Performance and

Measurement Table)

Plan and undertake detailed testing for the following year’s work

Annual Basis:Determine residual life of each

element of the Project

Determine scope of Renewal Work Schedule:

To avoid deterioration of any Project element beyond such

deterioration that would cause non-compliance with the

performance requirements.

Update RenewalWork Program

The Developer will implement a modular storage and inquiry program that enables the user to access all the characteristic highway parameters from one single computing application (Asset Management System). The Developer anticipates the following renewals for the major asset groups: Pavement The anticipated solution to address flexible pavement renewal needs includes:

Mill and Fill program supported by a crack sealing and HMA deep patching program. The anticipated mill and fill cycle to keep pavement up to required standard is:

8 – 9 years for general purpose lanes; 11 – 13 years for managed lanes; and 11 – 13 years for frontage roads.

The anticipated solution to address rigid pavement renewal needs includes: A program of punchout repairs throughout the live of the pavement. Diamond grinding or microsurfacing to satisfy the skid technical requirements. A program of flexible pavement overlay required by the level of surface distress (from this point into the future.

the pavement section is to be treated as a flexible section). The solutions and cycle timing is been based on:

Proposer’s experience on highway maintenance of both new and transferred facilities, such as the Indiana Toll Road, which has been in existence for over 50 years;

Internal and external technical advisor research and analysis of local engineering practices; and Pavement structure modeling considering a 50-year concession term and 10 years of useful life after handback.



Structures The major maintenance profile for structures originates from a strong program of inspection and renewal based on previous experience and international standards. Major structural maintenance depends on inspections undertaken on a risk management basis. Criteria include:

strategic importance of a route or bridge (current and projected traffic loading may be an influence); risk management of known defects, such as environmental exposure, historical rate of deterioration for a

specific bridge type or component, etc; risk management for degradation of materials; events such as floods, bushfires or earthquakes; traffic collisions that may have damaged a critical structural element; notification from the public; and availability of special equipment or resources

Other Road Assets

Typical frequencies for replacement or renovation of other road assets, such as road markings, barriers, fencing, drainage, road signs and lighting drive the expected renewals. Table C.3-6 shows renewal times for these assets.

Table C.3-6: Other Road Assets' Renewal Times

Concrete traffic barrier 20 years Road signs 10 years Thermoplastic road markings 5 years MSE Walls 15 years Noise Walls 15 years

Systems Technology-based assets follow very particular patterns regarding their useful life, which depends mainly on the amount of software vs. hardware they contain. The Developer has estimated guidelines for intervals between major upgrades or renewals of the system by taking into account the advice of vendors and advisors, plus the Developer team members’ own toll road experience. The expected major interventions for the various systems are:

Intelligent Transportation Systems: the Developer estimates that most hardware components of the TMC will require periodic renewals in cycles of five years. On top of these, the entire system (including field systems and TMC hardware and software components) will require a complete evaluation every 12 years in order to design major upgrades that may be needed. The Developer will competitively bid these 12-year renewal operations through RFPs, leading to integrated design-build contracts with the selected provider(s).

Toll Collection Systems: - Field Systems: major renewals of the field systems will take place every eight years. The Developer will

competitively bid these eight-year operations through RFPs, leading to integrated design-build contracts with the selected provider(s).

- Back Office System: the Developer estimates that hardware components will require periodic renewals every five years of operation, whereas complete redesign and redevelopment of the system will take place every 12 years. Like in the two other subsystems, these major renewals will take place under design-build contracts awarded through RFPs.

Meeting TxDOT Handback Requirements All maintenance and renewal activities will be programmed with the goal of meeting or exceeding Residual Life at Handback Requirements (CDA Section 8.10) prior to reversion of the Facility to TxDOT. The Renewal Work Schedule will be adjusted annually according to the results of inspections and audits by the Developer, TxDOT and the IE.