May/June TB by ARTBA

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May-June 2013

2013 Dr. J. Don Brock ™ TransOvation Workshop “Where Technology Meets the Road”

May-June 2013

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May-June 2013

contents

VOL. 25, NO.3

MAYJUNE 2013 The official publication of the American Road & Transportation Builders Association www.transportationbuilder.org

20 ON THE COVER

12 TransOvation 2013: Where Technology Meets the Road FEATURES

10 18 20 28 34

Driverless Vehicles: The Road Ahead Five Generations in the Workforce: Scenarios to Consider Profiles in Industry Innovation Preparing you for the Affordable Health Care Law Q&A with Renown Bridge Engineer John Hillman

May-June 2013

COLUMNS 6

Chairman’s Message

President’s Desk

Safety Series: Blind Spots

Options in the Cloud

Member News: Honoring Excellence

AEM Corner

TransportationBuilder

MARK YOUR

builder®

Transportation Builder® (TB) is the official publication of the American Road & Transportation Builders Association, a federation whose primary goal is to aggressively grow and protect transportation infrastructure investment to meet the public and business demand for safe and efficient travel. In support of this mission, ARTBA also provides programs and services designed to give its members a global competitive edge. As the only national publication specifically geared toward transportation development professionals, TB represents the primary source of business, legislative and regulatory news critical to the success and future of the transportation construction industry.

Staff PUBLISHER T. Peter Ruane transportationbuilder@artba.org

Executive Committee Chairman: Steve Wright Wright Brothers Construction, Charleston, Tenn.

Senior Vice Chairman: Doug Black Oldcastle Materials, Atlanta, Ga.

First Vice Chairman: Nick Ivanoff Ammann & Whitney, New York, N.Y.

Northeastern Region Vice Chairman: John Kulka HRI, Inc., State College, Pa.

DEPUTY PUBLISHER Matt Jeanneret mjeanneret@artba.org

Central Region Vice Chairman: Kathi Holst Roadway Construction & Maintenance Services, Romeoville, Ill.

Southern Region Vice Chairman: Thomas Elmore Eutaw Construction Company, Aberdeen, Miss.

Western Region Vice Chairman: Steve McGough HCSS, Sugar Land, Texas

EDITORIAL DIRECTOR Beth McGinn bmcginn@artba.org

Vice Chairman At-Large: Scott L. Cassels Kiewit Infrastructure Group, Omaha, Neb.

CALENDAR More information at www.artba.org or contact Ed Tarrant at 202.289.4434 or etarrant@artba.org.

2013 REGIONAL MEETINGS WESTERN—DEC. 2-3 Austin, Texas

CENTRAL—DEC. 4-5 St. Louis, Mo.

SOUTHERN—DEC. 9-10 Charlotte, N.C.

NORTHEASTERN—DEC. 11-12 Baltimore, Md.

Vice Chairman At-Large: John Houle 3M, St. Paul, Minn.

Vice Chairman At-Large: Jim Andoga Austin Bridge & Road, Irving, Texas

PUBLICATIONS EDITOR & GRAPHIC DESIGNER Jenny Ragone jragone@artba.org CONTRIBUTING WRITERS Allison Klein ARTBA vice president, member services

Vice Chairman At-Large: Michael Donnino Granite Construction Company, Lewisville, Texas

Vice Chairman At-Large: Ward Nye Martin Marietta Materials, Raleigh, N.C.

Vice Chairman At-Large: David S. Zachry Zachry Construction Corporation, San Antonio, Texas

Treasurer: Tom Hill Summit Materials, LLC, Washington, D.C.

Secretary: Pete Ruane ARTBA, Washington, D.C.

ARTBA-TDF Board of Trustees Chairman: Leo Vecellio, Jr. Vecellio Group, Inc., West Palm Beach, Fla.

Steve McGough HCSS chief operating officer

Contractors Division President: Bob Alger The Lane Construction Corporation, Cheshire, Conn.

Contractors Division First Vice President: Pete Getchell

Thomas J. Bamonte North Texas Tollway Authority general counsel Ross Smith Microsoft director of test Tina Grady Barbaccia ARTBA Consultant

PKF-Mark III, Inc., Newtown, Pa.

Research & Education DIvision President: Dr.Teresa Adams Wisconsin Transportation Center, Madison, Wis.

AEM Representative: Ron DeFeo TEREX Corporation, Westport, Conn.

Materials & Services Division President: Mike Flowers American Bridge Company, Corapolis, Pa.

Planning & Design Division President: David Gehr Parsons Brinckerhoff, Herndon, Va.

Transportation Builder® (ISSN 1043-4054) is published bi-monthly by the American Road & Transportation Builders Association (ARTBA). Postmaster: Send change of address to Transportation Builder®, c/o ARTBA, The ARTBA Building, 1219 28 Street, N.W., Washington, D.C. 20007. Telephone: 202th

289-4434, Fax: 202-289-4435, Internet: www.artba.org; E-mail: artbadc@aol.com. Periodicals postage paid at Washington, D.C., and additional mailing offices. Subscriptions are $105/year for ARTBA members, which is included in the dues; $120/year for non-members; and $200/year non-U.S. mailing addresses. Copyright ©2013 ARTBA. All rights reserved. Material may not

Public-Private Partnerships Division President: Thomas Stoner H.W. Lochner, Clearwater, Fla.

Traffic Safety Industry Division President: Taylor Bowlden 3M, Traffic Safety Systems Division, Washington, D.C.

Transportation Officials Division President: Eric Seibring Piatt County, Illinois Assn. of County Engineers, Monticello, Ill.

Council of State Executives: Chris Runyan Ohio Contractors Association, Columbus, Ohio

Immediate Past ARTBA Chairman: Paul Yarossi HNTB Holdings, Ltd., New York, N.Y.

Past Chairman’s Council Chairman: Jim Madara Gannett Fleming, Allentown, Pa.

be reproduced in any form without written permission from the

Young Executive Leadership Council Chairman: David Harwood

publisher. Reg. U.S. Patent & Trademark Office.

Terracon, Olathe, Kan.

Visit us: www.transportationbuilder.org

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STAY CONNECTED

WITH ARTBA Facebook: American Road & Transportation Builders Association Twitter: @artba YouTube: www.youtube.com/ARTBAmedia LinkedIn: ARTBA Young Executive Leadership Council

Joint Committee Representative: Matt Cummings AECOM, Philadelphia, Pa.

May-June 2013

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www.mobilebarriers.com editor’s note This issue of “Transportation Builder” looks at innovation—from a variety of angles.

Jenny Ragone, Publications Editor & Graphic Designer

In our cover story on page 12, my colleague, Allison Klein, previews ARTBA’s thinking “outside the box” event—the Dr. J. Don Brock TransOvation™ Workshop—scheduled for October 28-30 in San Jose. It brings together national “thought leaders” with transportation construction professionals for the purpose of helping develop innovative skills sets that can be applied to addressing real-world infrastructure challenges. Page 20 highlights short case studies, which were submitted by ARTBA members, of how innovative building techniques, processes, safety products and materials are being used to deliver transportation improvement projects more efficiently. We also feature a “Q&A” with world-renown bridge engineer and recent White House “Champions for Change” honoree John Hillman, president & CEO of HC Bridge Company in Chicago, who explains how he turned a whimsical idea into a game changing building material that is helping transform how America builds bridges. John’s story and his insights should serve as a model of inspiration for others to follow. Finally, on page 10, Thomas Bamonte, the North Texas Tollway Authority general counsel, delivers a provocative perspective on driverless vehicles and what they could mean for the future of transportation construction. We hope you enjoy reading this issue, and please feel free to share your reactions to the articles featured in it at jragone@artba.org.

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from the chairman Steve Wright President Wright Brothers Construction

Innovation at the Crossroads: Are You Ready?

n 1956, the national call to begin building the Interstate Highway System was the challenge before Congress, federal and state agencies, and private sector firms in the U.S. transportation design and construction industry. The law signed by President Eisenhower creating the Interstates was the culmination of a long-time vision championed by ARTBA and its volunteer leaders who understood that this charge depended on more than advocacy alone—it would require unleashing an innovative spirit to ignite the ideas and draft the blueprints to ultimately pave the way for the road and bridge network that would connect communities all across America. Today, nearly 60 years later, we stand at a similar crossroads in our industry and our history, where the challenge of strengthening our national infrastructure requires a renewed crusade toward innovation and forward-thinking solutions across all areas, from advancing new technologies, designs, materials and equipment, to achieving robust federal and private sector funding opportunities.

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And again, as in 1956, ARTBA and its national membership are leading the way in this charge.

ward. We aim to be a central player in this conversation now, rather than being told what to do down the road.

New technologies, alternative project delivery methods and construction techniques are just some of the advancements creating new markets for companies doing work in this industry. From groundbreaking inventions like Google’s driverless car, to the day-to-day innovations happening in our workplace, our industry’s firms will be affected by the evolving internal operations and business in the marketplace.

ARTBA has also already begun preparing its members for the next wave of industry communications—the virtual conference. We live in a world where business travel is getting extremely limited with tighter constraints on budgets and schedules, particularly for public agencies. Technology has enabled us to share information in many different—and cost-effective—ways. ARTBA responded last year by creating the industry’s first-ever virtual conference, LōTrans™, or “Local Transportation Management Virtual Conference & Innovation Showcase” featuring “Best Practices in Work Zone Safety.” More than 500 federal, state, city and municipal agency executives participated. This event brings together in real-time a conference filled with top notch educational sessions and provides opportunities for exhibitors to reach decision makers with more information about their products and services. The second annual LōTrans™ is scheduled for Nov. 19-20 at your desktop or laptop computer.

ARTBA is focused on preparing its members for these challenges and opportunities by working closely with the innovators themselves, and participating in the government programs that encourage them, such as the Federal Highway Administration’s Every Day Counts (EDC) initiative. For example, DesignBuild is part of the EDC initiative, and ARTBA members recently published a collaborative white paper on “Suggested Best Practices in Design-Build for Transportation Construction,” to voice the industry views on the matter. We need to continue to share our expertise and ensure that our voices are heard as we see other innovative changes developing on the horizon that could impact our businesses. Have you ever explored how innovations outside of transportation will impact your business? With new vehicle technology emerging worldwide, infrastructure will no doubt be impacted with the added need for potential safety enhancements, design and construction changes, and more. At ARTBA’s 2013 Dr. J. Don Brock TransOvation™ Workshop, scheduled for this October 28-30 (see pages 12-13), we will explore questions like these and hear from companies about the advancements that will impact transportation construction going for-

In this issue of “Transportation Builder,” you will read articles from TransOvation speakers that will cover topics such as new vehicle technologies and generational diversity in the workplace. You can also learn more some outstanding project profiles that highlight current innovative practices in transportation, beginning on page 20. As advancements in the field impact all aspects of our businesses, transportation leaders should be talking to other industries, learning from “innovation thought leaders” and finding ways to bring their business up-to-speed with today’s challenges. Innovation isn’t waiting for any of us—isn’t it time that we got ahead of the game?

May-June 2013

Upcoming 2013 ARTBA Foundation Awards

Dr. J. Don Brock

TRANSOVATION AWARDS Recognizing Innovations that Improve transportation SUBMISSION DEADLINE

August 30

Women Leaders in

TRANSPORTATION DESIGN & CONSTRUCTION AWARDS “Ethel S. Birchland Lifetime Achievement Award” “Glass Hammer Award” “Future Industry Leader Spotlight Award” SUBMISSION DEADLINE

July 12

ROADWAY WORKZONE SAFETY AWARENESS AWARDS Honoring outstanding efforts to reduce roadway work zone construction accidents, injuries and fatalities. SUBMISSION DEADLINE

August 2

CONTRACTOR SAFETY AWARDS

Honoring Industry Firms That Have Implemented Outstanding Employee Health and Safety Programs SUBMISSION DEADLINE

May-June 2013

www.artbatdf.org

August 2

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president’s desk T. Peter Ruane, President & CEO ARTBA

“experts” who think it will never happen. By way of response, let me recount some of the talk from the recent ARTBA Federal Issues Program and Transportation Construction Coalition Fly-in, for which several hundred of you and your industry colleagues traveled to the Nation’s Capital in early June.

Don’t Just Take Our Word For It...

uly 6 marks the one-year anniversary of the signing of MAP-21, the 2012 federal surface transportation authorization law. As ARTBA has stated many times over the past 12 months, MAP-21 is a significant achievement in policy, but lacks a central element: increased, long-term, sustainable federal funding for surface transportation. According to the latest projections, when MAP-21 expires on September 30, 2014, federal highway investment will dive from more than $40 billion to about $3 billion per year, and federal transit funding will pretty much disappear. So there’s no doubt that Job #1 for ARTBA and our coalition partners is making sure Congress understands the urgency of the situation. In an era of hyper-partisanship and so many other issues taking up oxygen on Capitol Hill (immigration, IRS, drones, etc.), we’re realistic that—as always—we have a challenging task ahead of us. And while we are forging ahead to find a permanent Highway Trust Fund revenue solution, we are getting the usual pushback from self-styled pundits and

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Here’s a quote from the Fly-in’s general session: “We need to decide how we’re going to fund transportation long term. It is my goal…and my pledge to find a long-term solution and find it now.” Although I share that exact sentiment, those aren’t my words. The speaker was actually Senator Barbara Boxer (D-Calif.), chairman of the Environment & Public Works Committee and, of course, a key co-author of MAP-21. So a senior U.S. senator and proven transportation leader wants to solve this issue. Earlier that day, ARTBA convened a bipartisan panel of key congressional staff to share their outlook on this issue. Of particular interest was the statement by a key aide to Senate Finance Committee Chairman Max Baucus (D-Mont.), who told us averting the Trust Fund’s impending “fiscal cliff ” was a priority for the chairman. This squared with an extensive policy paper recently released by the Finance Committee, identifying infrastructure funding as a possible component in any large scale tax or budget deal.

Infrastructure Committee Chairman Bill Shuster (R-Pa.) made clear that transportation funding solutions are high on their agendas and “all options are on the table.” So, well-positioned members of Congress in both houses and both parties want to solve this issue. This is not idle chatter. These are congressional transportation champions giving us our marching orders: get to their colleagues and tell them the importance of fixing the Highway Trust Fund as soon as possible. Two years ago, we faced a similar circumstance and an impending 35 percent cut to the program. Many ARTBA members and chapters visited with their federal representatives— especially the brand new ones—and paved the way for passage of MAP-21 the following year. And by the way, the pundits didn’t think we’d get it done back then, either. So don’t just take ARTBA’s word for it. These leaders in Congress are asking for our help. All of us must do our part by making the visits and phone calls this summer and following up over the year. Once again, the future of the federal investment—and the industry—is in your hands!

So key senators and staff on the tax-writing committee want to solve this issue. Whether in general sessions or individual meetings with our members, other key congressional transportation leaders like House Transportation &

May-June 2013

TransportationBuilder

by Thomas J. Bamonte

Driverless Vehicles: The Road Introduction

The unmet promises over the decades that driverless vehicles were just around the corner make many skeptical that the current wave of excitement over the Google Car and other driverless vehicle prototypes will yield anything tangible. Yet, technology advances plus significant market and demographic changes will finally make driverless vehicles a key part of our transportation system, and relatively soon. Driverless vehicles will fundamentally alter our transportation system, and with it the infrastructure that supports and is driven by that system.

Driverless vehicles on their way

Widespread deployment of driverless vehicle technology is all but inevitable. On the demand side, a rapidly growing cohort of consumers value connection to the Internet more than the mundane task of driving. For them, driving is the distraction that keeps them from connecting to what is important. Fleet operators, heavy equipment users (e.g., agriculture) and the military are pushing for driverless vehicles. Hundreds of millions of people around the world who because of age (young and old) or physical infirmity are incapable of driving a traditional vehicle are readymade consumers of driverless vehicles. Safety concerns are another incentive for the transition to driverless vehicle technology. There are about 1.25 million fatal vehicle accidents annually in the world and the cost of accidents in the U.S. alone is over $250 billion annually. Many of these accidents are preventable using driverless vehicle technology. Driverless vehicle technology offers a means to increase highway capacity within the existing highway footprint at less cost than physical expansion of the highway. The tax—and 10

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toll—paying public won’t stand for spending public money on physical expansion of the highway network when driverless vehicle technology investments can increase capacity more cost-effectively and lead to a travel experience that is safer and superior from the consumer’s perspective. In response to these trends, auto manufacturers are starting to roll out consumer models with semi-autonomous technology packages. New market entrants such as Google and a host of university-affiliated research centers around the world are working on the next steps that will yield a fully autonomous vehicle that can travel from point A to point B without on-board occupant operation. All of these trends are converging and will push driverless vehicles over the finish line.

Infrastructure impacts of driverless vehicle technology

Conspicuously absent from this list of the forces driving the development of driverless vehicle technology are infrastructure providers such as public highway authorities. This is history repeating itself. Henry Ford and other vehicle technology innovators a century ago did not wait to introduce the automobile until May-June 2013

far-sighted governments built expressways. Instead, they rolled out the horseless carriage in the existing environment, dirt roads and all, confident that consumer demand would prompt infrastructure providers to build the roadways and associated structures that were necessary to optimize the use of the automobile. Likewise, driverless vehicle innovators are not waiting for transportation authorities to build “smart” highway electronic infrastructure before rolling out their driverless vehicles. They are introducing driverless vehicles to the existing infrastructure environment, confident that the pressure of vehicle innovation will prompt infrastructure providers to deliver technology and infrastructure solutions that will optimize such vehicles.

d Ahead

At this point we can only speculate about the infrastructure impacts of driverless vehicle technology, but two key changes seem likely. First, driverless vehicle technology will allow the gap between vehicles to shrink significantly, which will markedly increase the carrying capacity of our existing highways. When putting together long-range capital plans, transportation authorities need to begin considering the possibility that investing in infrastructure and organizational practices that facilitate the deployment of driverless vehicle technology may be a better investment than pouring dollars into lane widening and new highways. By increasing highway capacity and reducing the need for on-site parking, driverless vehicle technology will allow greater residential and commercial development density along highway corridors. Just as railroads carry more freight on fewer rails the footprint of highways, streets and on-site parking lots will shrink, freeing up space for more intensive commercial and residential development and improved walking and biking options. The shape and look of office parks and strip malls will inevitably change. How do existing arterials and streets adapt to the increased volume of traffic to and from the major expressways that are likely to be where the early generations of driverless vehicle technology are first deployed? Distributing the capacityenhancing benefits of driverless vehicles throughout the full May-June 2013

highway system may require the redesign and repurposing of all parts of the highway system. Second, driverless vehicle technology challenges the existing business model of highway authorities delivering “dumb” infrastructure that is utilized by human drivers in direct control of vehicles. Transportation infrastructure providers must figure out how infrastructure can best assist the deployment of driverless vehicle technology. This will require highway authorities to understand how driverless vehicles “see” and how infrastructure can be customized to make it more visible to such vehicles, especially during inclement conditions such as snow or fog that may confound on-board technology. Making infrastructure move visible to vehicles—not necessarily to the naked eye—by giving infrastructure elements such as bridge piers an electronic signature will help optimize highways for travel by driverless vehicles. There also may be ways to improve existing visual elements, such as lane markings, so that driverless vehicle technology works more effectively. This is the Internet of things. Infrastructure providers must figure out what they want to communicate to vehicles operating on their systems and how. Information such as the precise location of work zones and congestion spots will be collected and distributed electronically. Infrastructure providers also need to figure out what information should be harvested from passing vehicles. Innovative infrastructure providers that adapt in order to supply “smart” infrastructure that communicates in ways both active and passive with increasingly smart, connected and ultimately driverless vehicles will thrive. Those providers who have expectations of living on an every greater volume of highway construction—as opposed to creative highway re-purposing—are likely to have those expectations dashed. Likewise, metropolitan regions that embrace driverless vehicle technology and the associated productivity, safety and quality of life gains will get a leg up on those regions whose transportation systems remain stuck in the 20th Century operating model. These innovative regions will capture a greater share of the new industries that will grow to support driverless vehicle technology and attract residents who view human operation of traditional vehicles at high speeds a costly and dangerous “bug” that Google and others finally fixed.

Conclusion

Just as it was difficult in 1913 to foresee the many infrastructure changes associated with the automobile that would roll out in succeeding decades, including superhighways and the explosion of suburban development, it is difficult in 2013 to predict how the built environment will change as a result of driverless vehicle technology. What seems quite possible is that the changes will be equally profound. Thomas J. Bamonte is North Texas Tollway Authority general counsel: tbamonte@ntta.org. The views expressed are those of Bamonte alone.

TransportationBuilder

TransOvation

™

Where Technology Meets the Road

Dr. J. Don Brock., founder of Astec Industries

by Allison Klein

ince it was first launched in 2011, the ARTBA Foundation’s “Dr. J. Don Brock TransOvation™ Workshop” has focused on helping transportation design and construction industry professionals from both the public and private sectors build innovative thinking into their professional skill set. During this interactive learning event, world-class innovators use real-world examples and technologies to demonstrate approaches that can lead to new markets, increased efficiency, productivity and profit. After learning about ways to make their own companies more innovative, TransOvation™ participants then put their new thinking skills to the test by developing solutions to some of America’s most interesting transportation infrastructure challenges. This Oct. 28-30, the program will explore how technologies from other industries, such a “driverless cars” will impact transportation construction in the years to come and create a blueprint to help meet these challenges. From new vehicle technology, to intelligent transportation systems, our theme is “Where Technology Meets the Road.” Located at the Tech Museum of Innovation in San Jose, Calif., arguably one of the nation’s most innovative areas, the workshop will include high-level speakers from companies like IBM and Microsoft. It will feature panel sessions with top public transportation officials from Texas and California on the

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Dr. J. Don Brock

safety, management and liability issues surrounding self-driving cars, and other new technologies that will eventually impact the transportation building community. The full TransOvation™ schedule is available on page eight of this issue. Another key component of the gathering is the presentation of the 2013 TransOvation™ Awards, which honor innovative transportation infrastructure-related products, services, and technologies that improve safety, save taxpayer time and money, or make our nation’s infrastructure more environmentally sustainable. Submissions for this year’s awards are due August 30, and self-nominations are highly encouraged! Check out the “awards and scholarships” section of www.artbatdf.org to download an application. Whether it’s shining a light on existing industry innovations or helping develop the next generation of “change-makers,” TransOvation™ is setting a new standard for industry events and professional development. Make your plans now to be at “innovation central” by registering at www.transovation.org.

May-June 2013

schedule MONDAY, OCTOBER 28 2:30 – 4:00 p.m.

Registration Exhibitor Set-up in the New Venture Hall

4:00 – 4:15 p.m.

Welcome and Program Overview: Ted Zoli, senior vice president, HNTB Corporation

4:15 – 4:30 p.m. Opening Remarks: Jim Pinkerton, Fox News commentator & author, “Playing Where the Puck Will Be” 4:30 – 5:15 p.m.

Keynote Speaker: Mitch Bainwol, president & CEO, Alliance of Automobile Manufacturers

5:15 – 6:00 p.m.

Panel Discussion: How Innovation in Automobile Technology Will Impact the Driving Experience

6:00 – 8:00 p.m.

TransOvation™ Awards & YELC Opening Reception

TUESDAY, OCTOBER 29 8:00 – 8:15 a.m.

Opening Remarks: John Hillman, president & CEO, HC Bridge Company

8:15 – 9:15 a.m. Panel Discussion: New Technologies and Workplace Practices That Can Help Organizations Become More Innovative. Moderator: Jim Pinkerton. Panelists: Phaedra Boinodiris, global serious games program manager, IBM; Ross Smith, director of test, Microsoft 9:15 – 9:30 a.m.

Networking Break

9:30 – 10:15 a.m. IBM’s Smarter Transportation Program. Presented by: Naveen Lamba, global industry lead for intelligent transportation, IBM Intelligent Transportation 10:15 – 11:30 a.m. Panel Discussion: Self-Driving Cars and Other Game-Changing Technologies: Safety, Management and Liability Issues. Panelists: Tom Bamonte, general counsel, North Texas Toll Authority; Caltrans Representative; Bryant Walker Smith, fellow, Center for Internet and Society at Stanford Law School 11:30 a.m. – 12:30 p.m.

Networking Lunch in the New Venture Hall

12:30 – 5:00 p.m. Workshop in New Venture Hall & Breakout Rooms: Where Technology Will Meet the Road: Identifying the Roadway Design, Construction & Management Implementation Challenges & Opportunities/Creating a Blueprint for Design & Construction Industry Issue & Implementation Leadership/ Opportunities for Partnerships 5:00 – 6:30 p.m.

Learning From the Past: IMAX Experience in Tech Museum: Rocky Mountain Express Steam Train Journey

6:00 – Midnight Workshop Group Meeting Space Open in New Venture Hall (Pizza & Drinks Provided)

WEDNESDAY, OCTOBER 30 8:00 – 8:15 a.m.

Opening Remarks: Raymond Chiu, technical director Traffic Safety Systems Division, 3M

8:15 – 9:15 a.m.

Morning Session

9:15 a.m. – 1:00 p.m.

Workshop Continues in New Venture Hall and Breakout Rooms

1:00 – 3:00 p.m.

Presentations by Workshop Groups to Industry Leaders

3:00 – 3:30 p.m.

Closing Remarks & Adjourn

Allison Klein is ARTBA vice president, member services: aklein@artba.org.

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Avoiding Runovers and Backovers A comprehensive training program designed to keep roadway construction workers safe from being struck by construction trucks and equipment. This four-hour training program is now available from ARTBA with support from the Occupational Safety and Health Administration (OSHA). The program is FREE to all participants. A course accreditation card will be provided by ARTBA. For information on attending or hosting this valuable course Contact Omar Lopez at 202.289.4434 or email him at olopez@artba.org

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May-June 2013

SAFETY SERIES

ISSUE: Blind Spots A blind spot (or blind area) is the area around a vehicle or piece of construction equipment that is not visible to the operator, either by direct line-of-sight or indirectly by use of internal and external mirrors. Each vehicle has its own, unique blind spots. Problem: Each year, approximately 60 workers are killed when they are runover or backed over by construction trucks and equipment. Hundreds more are permanently disabled or injured.

Solutions: Blind spots are hazardous because workers on foot often perform tasks near moving equipment and vehicles, or walk by equipment en route to another destination. When they enter a blind spot, the worker is virtually invisible to the operator. Truck drivers and equipment operators should become familiar with the blind spots surrounding each piece of equipment he or she operates and should be sensitive to the fact workers and other objects cannot be seen in certain areas.

What the driver can’t see can kill you. Each year hundreds of workers are injured or killed in construction vehicle accidents. Together we can change that.

Diagrams are provided by the National Institute for Occupational Safety and Health (NIOSH), Department of Health and Human Services (DHHS). Know the Blind Spots is adapted with permission from NIOSH. More detailed information can be found at www.cdc.gov/niosh/ topics/ highwayworkzones. NIOSH is part of the Centers for Disease Control and Prevention, Department of Health and Human Services.

Construction equipment is typically large and has an enclosed cab. These characteristics can make the blind areas very large and difficult for the operator to see. Also, the size of construction vehicles and equipment often place truck drivers and equipment operators high above the ground. They cannot see workers on foot crossing close in front of them. Items placed on the dash board or attached equipment can create even larger blind spots and reduce visibility. There are several basic actions workers must take to avoid hazardous blind spots: •

2 Axle Rear Dump Trucks

Graders

3 Axle Rear Dump Trucks

Hydraulic Excavators

Rollers

Workers should communicate with an operator (verbally and/or by confirming signal) before entering any area near heavy equipment or large trucks.

•

If workers are required to be near parked equipment or trucks, they should stand in a location (ideally on the operator’s side). If equipment comes into use, the operator can see them, and they can see the operator.

•

Drivers should uses spotters, cameras or other devices when backing near workers on foot.

•

If a vehicle has not been in motion for more than two to three minutes, the driver/operator should walk around the vehicle and check its surroundings before moving it.

Backhoe Loaders

Loaders

Cold Planers

Scrapers

TransferShuttle Buggies

Dozers

Road RecyclersReclaimers

The diagrams represented in this poster show the blind spots for objects at 1500 millimeters from the ground – or the approximate height of a construction worker as observed by the equipment operator. Shorter objects (such as traffic control devices or bent workers) will result in larger blind areas.

Any opinions, findings, and conclusions or recommendations expressed in this publication are those of the Author(s) and do not necessarily reflect the view of the Federal Highway Administration, The National Work Zone Safety Information Clearinghouse or the National Institute for Occupational Safety and Health.

The National Work Zone Safety Information Clearinghouse

Workers should not cross directly in front of, immediately behind or in close proximity to large heavy equipment or trucks.

•

Articulated Rear Dump Trucks

FEDERAL HIGHWAY ADMINISTRATION AMERICAN ROAD & TRANSPORTATION BUILDERS ASSOCIATIONTRANSPORTATION DEVELOPMENT FOUNDATION

Over the past decade, the National Institute for Occupational Health & Safety (NIOSH) has developed diagrams that depict the area around a vehicle of heavy equipment using an International Organization for Standardization (ISO) test method. Along with the ISO standard ground-level map, NIOSH added diagrams at 900 mm, the height of most construction barrels, and 1500 mm, which is approximately the same height as a worker on food bending at the waist.

Sponsored by: National Work Zone Safety Information Clearinghouse May-June 2013

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SAFETY SERIES

El Tema: Los Puntos Ciegos

Un punto ciego (o área ciega) es el área alrededor de un vehículo o equipo de construcción que no es visible para el operador, ya sea a través de la línea de visión directa, o indirectamente mediante el uso de espejos internos o externos. Cada vehículo tiene sus propios puntos o áreas ciegas. El Problema: Cada año cerca de 60 trabajadores mueren al ser atropellados o impactados por equipos, camiones o vehículos de construcción en retroceso. Cientos más resultan inhabilitados permanentemente o heridos por la misma causa.

La Solución: Los puntos ciegos son peligrosos debido a que los trabajadores a pie a menudo realizan labores cerca de equipos en movimiento, o caminan entre equipos en marcha hacia otros lugares. Cuando ingresan a un punto ciego, el trabajador se What the driver can’t see can kill you. Each year hundreds of workers are vuelve virtualmente invisible para el operador. injured or killed in construction vehicle accidents. Together we can change that. Los operadores de camiones y equipos de construcción deben familiarizarse con los puntos ciegos de cada equipo que operen y deben ser conscientes del hecho que los trabajadores y otros objetos no pueden ser vistos en ciertas áreas.

2 Axle Rear Dump Trucks

3 Axle Rear Dump Trucks

Graders

Los equipos de construcción suelen ser grandes y tienen una cabina cerrada. Estas características pueden hacer que los puntos ciegos también sean grandes, lo que dificulta la visibilidad del conductor. Además, el tamaño de los vehículos y equipos de construcción suelen colocar al operador a una altura muy por encima de la superficie. Los operadores no pueden ver a los trabajadores a pie que están cruzando cerca o frente a ellos. Los objetos que se colocan sobre el tablero y los equipos anexos pueden crear mayores áreas ciegas y reducir la visibilidad. Existen varias medidas básicas que los trabajadores deben adoptar para evitar los peligros de las áreas ciegas:

Hydraulic Excavators

Rollers

Articulated Rear Dump Trucks

Backhoe Loaders

Loaders

Cold Planers

Scrapers

TransferShuttle Buggies

Dozers

Road RecyclersReclaimers

•

Los trabajadores a pie no deben cruzar directamente en frente, o inmediatamente detrás o cerca a equipos pesados o camiones.

•

Los trabajadores deben comunicarse con los operadores verbalmente y/o mediante señales confirmatorias) antes de entrar a cualquier área cercana a equipos pesados o camiones grandes.

•

Si se requiere que los trabajadores estén cerca de equipos o camiones estacionados, estos deben estar ubicados (idealmente del lado del operador) de tal forma que si el equipo empieza a funcionar, el operador puede ver a los trabajadores y viceversa.

•

Los operadores deben contar con señaladores o guías, cámaras u otros dispositivos para ver a los trabajadores a pie cuando retroceden.

•

Si un vehículo no ha estado en movimiento por más de 2-3 minutos, el conductor u operador debe caminar alrededor del vehículo y revisar sus inmediaciones antes de mover el vehículo.

The National Work Zone Safety Information Clearinghouse

FEDERAL HIGHWAY ADMINISTRATION AMERICAN ROAD & TRANSPORTATION BUILDERS ASSOCIATIONTRANSPORTATION DEVELOPMENT FOUNDATION

Durante la década pasada, NIOSH desarrolló diagramas que describen el área alrededor del vehículo que los operadores no pueden ver. Estos gráficos han sido creados para más de 40 equipos diferentes utilizando un método ISO (Organización Internacional para la Estandarización). Además del gráfico de ISO a nivel de la superficie, NIOSH ha diseñado diagramas a 900 mm, la altura de la mayoría de barriles de construcción, y 1500 mm, que es la altura aproximada de un trabajador a pie inclinado por la cintura.

Sponsored by: 16

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National Work Zone Safety Information Clearinghouse

May-June 2013

Highway contractor Bill Cox wants all his employees on the road to safety.

That’s why Corman Construction relies on the National Work Zone Safety Information Clearinghouse to ensure employee and motorist safety and health in road construction zones. The world’s largest cyber library of educational webinars, best practices, laws and regulations, statistics, training information and more is available at www.workzonesafety.org.

Use It…Save Lives!

Information provided by the National Work Zone Safety Information Clearinghouse, award #DTFH61-06-H-00015, does not necessarily reflect the views of the U.S. Federal Highway Administration, (FHWA) or the American Road & Transportation Builders Association-Transportation Development Foundation. References to specific products and services do not imply endorsement by the Clearinghouse or FHWA.

May-June 2013

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Five Generations in the Workforce— Scenarios to Consider by Ross Smith

Businesses of all shapes and sizes are currently experiencing changes in the makeup of their workforce. This change, brought on by advances in technology, healthcare, economic, and societal norms presents both a huge opportunity and a challenge for businesses in the 21st century. And the transportation design and construction industry, with its many professional skill sets—from machine operator to engineer to CEO—is not immune to generational diversity issues.

What does it mean?

Well, first, it’s not (completely) about a 12-year old texting while Grandma knits socks. THE GENERATIONS TRADITIONALISTS Born before 1946 Ages 68+ BABY BOOMERS Born between 1946-1964 Ages 49-67 GEN X Born between 1965-1976 Ages 37-48 MILLENNIALS Born between 1977-1997 Ages 16-36 GEN 2020 Born after 1997 Ages 1-15

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There are two important aspects of generational diversity to understand in evaluating the applicability to your organization or team. First, is the value of recognizing and understanding generational and life-stage differences across your employee and customer populations, and the second is the increased impact and capabilities of deliberately building a generationally diverse team. If your “customers” are driving cars, then recognizing that you have 90 year olds and 15 year old customers is just as important as noticing that you have 20 year old and 70 year old employees. A workforce that reflects the makeup of its customers, users, and constituents is going to create better products and experiences through the awareness and empathy of the workforce for its customers. The goal of this article is to highlight a few scenarios that are becoming more common as the population ages, to hopefully spark the reader into thinking through and addressing the scenarios that are applicable. The fact is that all organizations and teams have an opportunity to leverage a generationally diverse workforce as a competitive advantage by employing a new set of engagement tools and practices. Sociologists, psychologists, and everyday managers have identified important differences between these [new] generations in the way they approach work, work/life balance, employee loyalty, authority, and other important issues.” Companies may not even notice generational differences in their customer or employee populations—or they may see them as inevitable, unavoidable, and abstract, but research shows that in the 21st century, companies that proactively address these issues will be more successful than those that do not. They will leverage the significant shift in societal demographics to build better and more relevant products and services, create more attractive work environments, and recruit better talent.

May-June 2013

FIVE COMMON CHALLENGES

Lack of awareness

In all honesty, these changes have crept up on everyone. Advances in technology and healthcare, divorce rates, financial conditions, and global societal trends have kept older workers in the workforce later in life than at any other time in human history. This is recent, and the research and approaches to how to address these changes is still relatively new. Organizations are just now realizing the benefits of treating generational diversity with the same regard as gender, race, and cultural diversity. It is important that leaders make themselves aware of how these trends affect their workplace and sponsor programs that will address issues and leverage opportunities.

Confusion between “generation” and “life-stage”

One very common challenge involves categorizing a behavior, attitude, or value as generation based rather than simply age-based. An example illustrates this best: At age 25, almost everyone would like more time off from work. At age 40, many people are more focused on family oriented benefits than on specifically taking time off from work. These are “Life-stage” characteristics—and it doesn’t matter if you were born in the 1950’s or the 1980’s —you likely share similar behaviors. A “Generational” difference might be that a 22 year old entering the work force today would know how to use a computer or has a cellphone whereas a 22 year old in 1960 was not as technologically savvy with these new devices. According to Kabir Shahani, of healthcare marketing tech firm Appature, “differences can be masked as age-related, so something that might seem age-related isn’t necessarily. A lot of the age issues, in general, aren’t with a company being uncomfortable with a particular age-group, for example, but with particular people in an age-group not being comfortable with the company.” It’s important to dive deep into your organization’s culture and understand the cause and effect between that culture and generational diversity issues. You may uncover some “chicken or the egg” scenarios and be surprised at what you find.

Development of future leaders

Companies are losing leaders at a much faster pace than they are producing them, say Douglas R. Ready and Jay A. Conger, co-authors of a recent MIT Sloan Management Review article titled “How to Fill the Talent Gap.” “More than 30 million managers and leaders will be retiring within the next five years,” they report. A respect for gender and cultural diversity and the programs to build pipelines for future leadership based on basic diversity principles in these areas have tremendously improved in recent years helping corporations see opportunities they might otherwise miss. That said, this doesn’t always involve generational and life-stage diversity, presenting big opportunities for corporations in the near-term to avoid losing future leaders to attrition, or lack of engagement (ie “cognitive attrition”). According to a Taleo study conducted in 2008, 43 percent of college graduates stayed in their first job less than two years and 19 percent of 18-34-years olds wanted to quit their first job every day, compared to three percent of those 55 years and over. The focus on keeping younger talent will become even more important when the economy turns as it has already shown many signs of doing. According to “The Economist,” “managers will have to make an extra effort to keep the “Net Generation” motivated in times of economic downturn, to prevent an exodus of young talent once the economy improves.”

Younger managers, older employees

The five-generation workplace finally turns upside-down some of the visible symbols of hierarchy in the traditional workplace” comments Jonathan Winter from Oxfordbased think-tank Career Innovation (Ci). “For example, we have twenty-somethings managing people the age of their grandparents. So someone’s importance can no longer be assumed from grey hairs. That can only be a good thing since it forces us all to respect people and not to judge too quickly or our assumptions will come back and bite us.” Traditionally, the more experienced (based on tenure alone) move up in the organizations and manage those with less experience. In many corporations this new dynamic has not been specifically addressed by management training programs and it is essential that happens to successfully prepare a pipeline of future leaders.

Reverse mentoring

Reverse mentoring is the idea of placing folks new to the workforce, and of younger generations, with veteran members of the workforce with a goal of two-way learning or reverse learning versus learning being focused on the younger employee. This concept isn’t new and has already been employed by several companies pioneering strategies for leveraging generational differences. Companies such as Procter and Gamble and Siemens, as examples, have set up tutoring for middle-aged executives, placing college-hires in the mentor role. The focus on the session was knowledge-transfer regarding tech skills. Despite the unorthodox nature of this approach, it has helped break down barriers in corporate interactions and has left both future leaders and current leaders with valuable experiences. GE for example, matched 1,000 managers and 1,000 young employees. Even though the younger group had just joined GE, they tended to understand technologies better than GE’s most seasoned employees (even those within IT). The program was viewed as a huge success by both groups (Raines 2002). The first step in ensuring employees are engaged with the company, lies in making sure they are engaged with one another. Establishing formal “Reverse mentoring” relationships will bridge generational gaps and better engage both groups, reducing cognitive attrition in small and large ways.

Next steps

Members of transportation design and construction firms can all take a step forward in raising awareness of the workforce changes by taking a look around your own organization. Empathy for diverse members, particularly thinking about age as a differentiator, can help everyone be more effective, productive, collaborative, and engaged. If you are an older worker, think about approaching someone younger and asking them to mentor you in a new area—perhaps social media or technology. If you are younger, reach out to some of your older co-workers and tap in to some of their knowledge and perspective. This trend will likely continue for a long time, and as your awareness grows, so will your dexterity and ability to navigate the wants, needs, behaviors, and habits of generations outside of your own.

Ross Smith is Microsoft director of test: rosss@exchange.microsoft.com.

May-June 2013

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TRANSPORTATION DESIGN & CONSTRUCTION

INNOVATION

Earlier this spring, “TB” editorial staff asked ARTBA members to share thier innovation success stories with our readers. On the following pages, we offer you a sampling of responses we received.

Iconic New Bridge Revitalizes a City Gateway Innovation: Depot Avenue Rail-Trail Pedestrian Bridge Location: Gainesville, Florida Cost: $1.5 million Completion Date: December 2012 Partners: Gainesville Community Redevelopment Agency, RS&H, Oelrich Construction Contact: Ron Sill, ron.sill@rsandh.com, 813.636.2669

In 2009, the Gainesville Community Redevelopment Agency (GCRA) sought designers to reinvent the Depot Avenue Rail-Trail pedestrian overpass into a more functional and iconic gateway feature. The GCRA outlined several themes for the artistic redesign, including paying homage to the city’s history as a railroad epicenter, reflecting current trends in the innovation economy, and showcasing the city’s commitment to sustainability. The design team, led by RS&H utilized advanced 3D imagery to examine design alternatives and continuously employed computer models to analyze structures, evaluate grading and drainage, and even to calculate shadows. The resulting design is topped with a simulated railroad track twisted into a vibrantly colored “DNA strand” spanning U.S. HWY 441/SW 13th Street. A plaza and staircase were constructed adjacent to the overpass to establish street, sidewalk, and transit connections that link the rail-trail system to an extensive network of multimodal access points. Sustainable features include: the recycling of the demolished pedestrian cover structure, preservation and adaptive reuse of the existing bridge superstructure, use of recyclable aluminum for the new pedestrian cover; and an attractive rain garden for stormwater management. The designers also specified limited areas for painting and utilized an environmentally friendly powder coating process that produces less waste, uses no harmful solvents, and requires less energy. At night, the structure is illuminated with efficient, long-lasting LED lighting, creating a striking entrance into the city. The iconic entrance into the community, which provides an attractive and pedestrian-friendly thoroughfare, celebrates Gainesville’s railroad heritage, high-tech future, and distinctive personality.

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May-June 2013

SELFLEVEL Access Assembly Provides Smooth Streets Solution for Kansas City Innovation: Unique design allows a range of movement and continuous alignment with the finished road surface Location: Kansas City, Missouri Completion Date: Test install 2009, and first units installed in the fall of 2010. Completion is ongoing—specified for use whenever an existing manhole is to be repaired or replaced. Manufacturer: EJ Owner: Public Works Department, City of Kansas City Other Participants: Kansas City Power & Light, AT&T, Time-Warner (fiber optic cable), and Qwest/CenturyLink

Streamlining the Environmental Process on Public-Private Partnership Projects Innovation: Partnering with FHWA to streamline review process Location: North Texas Cost: N/A Completion Date: N/A Owner: TxDOT Partners: Federal Highway Administration

Traditional design manhole covers or other street castings can contribute to problems such as bumpier streets—impacting the quality of life in cities for pedestrians, cyclists and vehicle occupants. The SELFLEVEL® access assembly by EJ is an innovative solution, with easy installation—providing infrastructure coverage which remains aligned with the finished road surface over time. The City of Kansas City, Missouri, has the SELFLEVEL specified to be used whenever an existing manhole is being repaired, as part of its “Smooth Streets” initiative. Likewise, any and all other utilities with a manhole in the street are required to do the same, including Kansas City Power & Light, AT&T, TimeWarner (fiber optic cable) and CenturyLink. The SELFLEVEL is viewed as meeting two key criteria of the initiative – it provides a solution for the effects of heavyweight vehicles in traffic, as well as for varying pavement slope resulting from the crown of the road. As conditions of the pavement change or degrade, traditional design castings may be observed to rest significantly higher or lower than the street surface. Causal factors can include heaving/ uplift due to ground frost, settling of the entire manhole structure, site deterioration, cracking of concrete or asphalt; and inclined street surfaces. The SELFLEVEL’s unique configuration consists of a below-ground guide frame and an upper frame which allows for movement in position, so that a cover or grate will (“float” or) remain level with the surface. Combined with SELFLEVEL, the optional INFRA-RISER® reduces traffic vibration, further prolonging the life of underground structures and surrounding pavement. May-June 2013

The complexity and dynamic nature of key Texas Department of Transportation (TxDOT) projects has led to a strategic partnership with the Federal Highway Administration (FHWA). The biggest winner with this partnership is the traveling public. The two agencies have developed the TxDOT Comprehensive Development Agreement (CDA) Policy Guidance for Reevaluation Documentation on Federal Projects, to address 23 Code of Federal Regulations 771.219 regarding project changes and reevaluations. This streamlines the review process required on CDA projects, also known as public-private partnership projects. This effort has decreased the amount of time for approval and movement of written reevaluations and CDA project contracts in North Texas, and will soon provide consistency and streamlined reviews statewide. The policy guidance has helped avoid delays and compensation (liquidated damages) from TxDOT to project developers by providing a clear understanding of all parties’ roles and responsibilities. This coordination effort has cut in half the time for environmental reevaluation reviews, which are facilitated by the state with information and/or studies done by the developer and confirmed by TxDOT. Streamlining is important because, while TxDOT can enter a partnership with the private sector at any time, construction may not begin until environmental reviews are complete. Changes and design modifications are part of the CDA project development process, and the TxDOT-FHWA partnership streamlines all required approvals. TransportationBuilder

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RoadQuake 2 Temporary Portable Rumble Strips Innovation: Portable Rumble Strips Location: Waco, Texas Cost: $4.9 billion Completion Date: 2014 Manufacturer: Plastic Safety Systems, Inc. Owner: TxDOT Partner: N-Line Traffic Maintenance

The Interstate 35 corridor in Waco, Texas, now under construction, is one of the most heavily traveled in the nation. Every day, between 55,000 and 115,000 vehicles travel the corridor; 25 to 35 percent is truck traffic. Scheduled for completion in 2017, construction will widen the highway from four to six lanes, with eight lanes in Temple and Waco. To make the I-35 work zones safer, the Texas Department of Transportation (TxDOT) earlier this year announced the installation of a new traffic safety countermeasure system, comprised of three components. “We all know that a lane closure can be the most dangerous part of a construction project, so we are using numerous things to make sure motorists and drivers are as safe as possible,” John Jasek, TxDOT’s director of construction in the Waco District, noted at the time. The first traffic safety countermeasure: RoadQuake 2 Temporary Portable Rumble Strip arrays alert drivers well in advance of nighttime lane closures. Drivers and passengers along I-35 first see the rumble strips, installed perpendicular to the travel lane. They then simultaneously feel the vibrations and hear the significant “da-dump” sound as they cross the strips. “The rumble strips are the first thing motorists will notice when they get close to a work zone lane closure,” Jasek said. The second countermeasure: Drivers encounter a portable changeable message sign that transmits current traffic information from the lane closure itself. And, before reaching the closure, drivers cross another array of temporary portable rumble strips. The third countermeasure: TxDOT also deployed new speed limit signs before each work zone. The signs warn of the newly reduced speed limit for nighttime closures, 60 miles per-hour, recently approved by the Texas Transportation Commission. The system has proven so successful that TxDOT held a media event May 2 in Waco to introduce the “End-of-Queue Warning System,” as it is now called. In a TxDOT news release, Phil Wilson, TxDOT executive director, said, “This technology represents the future of roadway safety as it uses a comprehensive approach to warn drivers of traffic backups, thereby decreasing the likelihood they will enter a work zone at an unsafe speed.” TxDOT will deploy the End-of-Queue System as needed throughout the I-35 project, and may use it elsewhere in the state to improve driver and construction worker safety. May-June 2013

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New Highly Modified Asphalt Boosts Pavement Performance, Reduces Mat Thickness Innovation: Advanced Polymer Technology Location: Opelika, Alabama Owner: National Center for Asphalt Technology (NCAT) Partners: NCAT and Kraton Performance Polymers

The use of highly polymer modified asphalt binder (HiMA) in mix design can reduce pavement thickness requirements while matching or exceeding the cracking and rutting resistance of significantly thicker non-HiMA mixes, according to results of a three-year research cycle at the Pavement Test Track of the National Center for Asphalt Technology (NCAT). Located in Opelika, Alabama, NCATâ&#x20AC;&#x2122;s 1.7-mile oval track allows accelerated testing of up to 46 individual 200-foot pavement sections in which a design lifetime of pavement damage is compressed into two-year trafficking cycles. Track sections are sponsored by state transportation departments, private industry and others, with NCAT personnel operating and maintaining the track. One of the sections (N7), sponsored by Kraton Performance Polymers, was paved with asphalt mix containing HiMA binder modified with Kraton D0243, an advanced SBS (styrene-butadiene-styrene) polymer. N7 pavement was constructed 5-3/4 inches thick, with three layers of asphalt mix, each containing HiMA binder modified with 7.5 percent D0243. The 7-inch-thick control section (S9) pavement likewise comprises three layers, with top and middle layer binders modified with three percent conventional SBS. When truck trafficking ended, researchers determined the average wheelpath rut depth of the N7 HiMA section to be less than a third of the control section, which is 20 percent thicker and made with a non-HiMA binder. Also, there were no cracks in N7 pavement. HiMA effectiveness was similarly evident in the repair of an adjoining section (N8) sponsored by the Oklahoma Department of Transportation. N8 pavement had failed under truck trafficking, was repaired, and failed again, exhibiting fatigue cracking and deep rutting. At NCATâ&#x20AC;&#x2122;s suggestion, Oklahoma officials removed the top 5-3/4 inches of N8 pavement and replaced this with HiMA mix design. When truck trafficking concluded, the average rut depth of the HiMA-repaired N8 was about 4 mm compared to 35 mm for the previous repair. Moreover, there was no surface cracking.

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May-June 2013

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Options in the Cloud

by Steve McGough

Cloud computing has been a popular buzzword over the past few years, and the term has made its way into the construction industry as companies look to improve IT efficiency or reduce IT costs. As with most buzzwords, the use of the term is sometimes confusing, so I’ll attempt to define the term in non-technical jargon, to explain the potential benefits to construction company owners and executives, and to offer some advice on business areas where cloud computing may be a great option.

What is cloud computing?

A formal definition of cloud computing is the use of computing resources (hardware and software) delivered as a service over a network, usually via the Internet. That’s still a little confusing, so I like to think about cloud computing as being similar to electricity. We use electricity to run our offices at HCSS, but we don’t own or manage the power plant and the electrical lines. We outsource electricity to companies that specialize in electrical power, and they provide us with power for a monthly fee. Although the fee can sometimes look expensive, especially in the summer in south Texas, it is significantly cheaper than having to manage our own power supply. Cloud computing works the same way. Companies that specialize in IT provide customers with the computing power to run parts of their business over a network, without having to maintain all of the hardware and software used to run the servers. This type of service was not viable until the past decade, but advances in the Internet, data storage, connection speeds, and security now make it not only viable, but potentially attractive and cheaper.

Is it safe?

A common objection to cloud computing has been the understandable desire to safeguard company data. Many construction executives and IT professionals believe that the safest location for their data is on servers located in their offices. In the early days of the Internet, this may have been a correct belief, but with security enhancements including data redundancy, encryptions, etc., your data is more likely safer in the cloud than it is in your building.

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Remove distractions, save money

With the recent advances in cloud computing, it may be time to challenge previous objections and evaluate cloud computing for portions of business operations. For example, a company that managed its own email in the past typically bought servers, software, and network equipment, and spent time building the system, maintaining it and troubleshooting. For 25 users, internally-managed Microsoft Exchange email will cost around $21,000 in the first year, including labor, with a five-year total cost of approximately $36,000. In the cloud, it’s easy to find Microsoft Exchange email managed by experts with the same level of service attained in the past, and often better, for $15 per user, per month. In the example above, that’s a cost of $4,500 per year, or a five-year total cost of $22,500. That’s a savings of around $14,000 just for email hosting, and that same savings could apply to multiple areas of businesses. Besides cost savings, there are many other potential benefits of cloud computing that are worth evaluating: •

Reduce distractions and free your IT people to focus on core business needs;

•

Scale IT up or down to match business needs;

•

Avoid upfront infrastructure costs and delays;

•

Roll out new updates quickly; and

•

Avoid troubleshooting issues.

Besides cost-savings, the ability to reduce distractions and free the IT group to focus on core business drivers is likely the biggest advantage of cloud computing.

Business areas where cloud computing may make sense

Switching 100 percent of IT services to the cloud is probably not going to work well for most companies, so here are four areas to consider where the cloud may be a great option: 1. Email 2. Mobile apps & data 3. Web-based software applications 4. Custom server solutions At HCSS, we’ve researched cloud computing extensively and we’ve had particular success shifting IT resources to the cloud in these four areas. So my advice would be to start with one of these. Doing something as simple as moving email hosting to the cloud saved us a significant amount of money, and freed up our IT group to focus on more important projects. For those wanting to learn more about cloud computing, I recommend a webinar series hosted by ARTBA’s Finance and Technology Council. This is a four-part series focused on cloud solutions, and they will be covering cloud solutions in more detail with options for “Q & A” with IT professionals. Readers can view past sessions or register for the free series at http://www.artba.org/options-in-thecloud-reg-form/. Steve McGough is HCSS chief operating officer: steve.mcgough@hcss.com. He also serves as chairman of ARTBA’s Finance Technology Council.

May-June 2013

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May-June 2013

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Are You Ready for Health Care Reform? Some key things to know about the new health care law and how it will affect your business by Tina Grady Barbaccia

lthough the major provisions don’t take effect until January 2014, The “Patient Protection and Affordable Care Act” (PPACA), signed into law by President Obama in March 2010, is looming and employers and individuals can’t ignore what’s ahead. The 2,000-plus-page act is complex and comprehensive, and 42 percent of Americans are not aware that the law is already in effect, according to a recent Kaiser Family Foundation. This number includes 12 percent who believe Congress has repealed the law, seven percent who believe the Supreme Court overturned it, and 23 percent who don’t know whether the PPACA is still a law. The Kaiser poll also found that only one in 10 Americans reported getting any information about the law from a health insurance company, their doctor, employer, or non-profit organization. These numbers are alarming considering open enrollment begins Oct. 1, and there are penalties for not adhering to the new rules.

What individuals need to know

Beginning in 2014, individuals must obtain “minimum essential coverage” for health insurance for both themselves and dependents. There is a $95 minimum penalty for not having coverage. Minimum penalties increase to $325 in 2015

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and $695 in 2016, but if household “modified gross income” exceeds specified levels, there is a greater penalty. The percentages are as follows: one percent in 2014, two percent in 2015 and two and a half percent in 2016 and thereafter. The first time a penalty will be paid is in early 2015 when 2014 tax returns are filed. The individual mandate in the first year may drive decisions for individual employees, but some of the immediate consequences for individuals will be delayed. There will be a considerable number of individuals who won’t discover their responsibility until 2015, until they have to fill out their tax return—and may be surprised, not realizing they have to pay a penalty. Minimum essential coverage does not include health insurance coverage consisting of excepted benefits, such as dental-only coverage. It also does not have to include essential benefits—the coverage needed to avoid the individual mandate penalty—to be minimum essential coverage. There are some penalty exemptions, such as if an individual is incarcerated, not legally present in the U.S., and for religious reasons exempting individuals from self-employment taxes. There are also exemptions if coverage can’t be obtained through an “exchange” or if an individual’s required contribution for

May-June 2013

coverage—determined on an annual basis— exceeds eight percent of household income. Individuals are also exempt if they have minimum essential coverage elsewhere, which includes government-sponsored programs (i.e. Medicare, Medicaid, Children’s Health Insurance Program, etc.), governmental plans, church plans, individual market plans and grandfathered group plans. (See the “Cheat Sheet: Terms to Know” box on page 30 for a more in-depth explanation of an “exchange” and “grandfathered plan.”)

What businesses need to know

The law’s implementation may also affect short- and long-term business decisions—i.e. should you add employee No. 51? Dan Danner, National Federation of Independent Business president and CEO, says employers are left trying to financially prepare for unknown conditions such as the household income of their employees, leaving little certainty for their business. “What’s more, those employers who are in a position to expand their operations may be inhibited from doing so if they want to avoid the 50-plus one threshold of the employer mandate,” Danner says. Businesses with less than 25 employees: Although businesses with this number of employees are not required to provide health insurance, tax credits up to 35 percent (or 25 percent for non-profits) are available to small businesses that do, according to the U.S. Small Business Administration (SBA). To qualify for the tax credits, annual average wages must be below $50,000 and 50 percent or more must be contributed toward employee health insurance premiums. Next year, the tax credit goes up to 50 percent (five percent for non-profits) and is available to qualified small businesses who participate in “Small Business Health Options Programs,” or “SHOP Exchanges,” created by the PPACA. These are online “marketplaces” set-up by state and federal Centers for Medicare & Medicaid Services (CMS), where small businesses can go to buy health insurance for their employees. Businesses with 50 or fewer employees: Small businesses with 50 or fewer employees may purchase health insurance coverage through SHOP beginning in 2014. SHOP and individual marketplaces open on Jan. 1, 2014, for the self-employed, according to the SBA. Open enrollment begins on Oct. 1, 2013.

What large businesses need to know

Under the new healthcare law, an employer is generally considered a large business if it has 50 or more full-time

May-June 2013

workers. A three-stage process is used to count full-time employees, adding “full-time equivalents” for part-time workers and subtracting seasonal employees to arrive at the “official” number of employees for determining whether the employer has certain responsibilities and exposure to various penalties, according to the Department of Health and Human Services (DHHS). An employer’s status as a “large employer” for a calendar year is determined by taking the sum of the total number of full-time employees (works at least an average of 30 hours per week)—including seasonal workers—for each calendar month in the preceding calendar year. The employer must then add in the total number of “Full-Time Equivalents” (FTEs), including seasonal workers, for each calendar month in the preceding calendar year and then divide it by 12. The result, if not a whole number, according to DHHS, is then rounded to the next lowest whole number. If the calculation is less than 50, the employer is not a large employer for the current calendar year. If the result of the calculation is 50 or five more, the employer is a large employer for the current calendar year, unless the seasonal worker exception applies. If the total of an employer’s full-time employees exceeds 50 for 120 days or less during the preceding calendar year, the employees in excess of 50 who were employed during that period of no more than 120 days are considered seasonal workers. This means the employer is not considered as employing 50 fulltime employees (including FTEs) and that business is not considered a large employer for the current calendar year. As part of the calculation process for this part of the law only, four calendar months are considered the equivalent of 120 days but neither is required to be consecutive. Although the law does not require large employers to provide health insurance, beginning in 2014, large businesses that do not provide adequate health insurance will be required to pay an assessment if their employees receive premium tax credits to buy their own insurance, according to www.healthcare.gov. The assessments will offset part of the cost of the tax credits. The assessment for a large employer that does not offer coverage will be $2,000 per full-time employee beyond the company’s first 30 workers, according to the government website. Fewer than two percent of large American employers will have to pay these assessments, according to estimates from the DHHS. Many larger companies are self-insured, which means these companies won’t have to provide the whole package of central benefits.

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CHEAT SHEET: TERMS TO KNOW Rate Review Health insurance companies must tell consumers when they want to increase insurance rates for individual or small group policies by an average of 10 percent or more. Small Business You are considered a small business if you have up to 50 employees. In some states, this will include you if you are self-employed without employees. Grandfathered Plan Refers to a health plan that existed on March 23, 2010 (when law was enacted). Does not have to comply with some provisions of the health care reform law but restricted in the benefits and cost changes able to be made to the plans. If significant changes are made, grandfathered status will be lost. Exchange A mechanism for organizing the health insurance marketplace to help consumers and small businesses shop for coverage in a way that permits easy comparison of available plan options based on price, benefits and services, and quality. Health Reimbursement Accounts (HRAs) HRAs are employer-funded group health plans from which employees are reimbursed tax-free for qualified medical expenses up to a fixed dollar amount per year. Unused amounts may be rolled over to be used in subsequent years. The employer funds and owns the account. HRAs are also sometimes referred to as Health Reimbursement Arrangements. Health Savings Account (HSAs) An HSA is a medical savings account that is available to taxpayers who are enrolled in a High Deductible Health Plan (HDHP), a plan that features higher deductibles than traditional insurance plans. HDHPs may be combined with an HSA or an HRA to pay for qualified out-ofpocket medical expenses on a pre-tax basis. The funds contributed to the HSA account, which must be used to pay for qualified medical expenses, aren’t subject to federal income tax at the time of deposit. An HSA differs from a Flexible Spending Account (FSA) because funds roll over year to year if they are not spent.

Where do we go from here?

The following seven principal profiles will help you choose or offer coverage for your business: 1. Self-employed without employees. 2. Provides coverage now, company not likely to ever be a large employer. 3. Does not provide coverage now, company not likely to ever be a large employer. 4. Provides coverage now, currently not a large employer, but company may be a large employer in the future. 5. Does not provide coverage now, currently not a large employer, but company may be a large employer in the future. 6. Provides coverage now, company is currently a large employer. 7. Does not provide coverage now, company is currently a large employer. Although there is still some staunch opposition to the law, the clock is ticking for implementation. In mid-May, the U.S. House of Representatives voted for the 37th time to repeal the law. The measure is not expected to be brought for a vote in the Senate, however, Senate Majority Leader Harry Reid (D-Nev.) told “The Huffington Post” on May 2 that he agrees with Sen. Max Baucus (D-Mont.) that the law will be a “train wreck” if not implemented properly. This means for now, the new health care reform law is here to stay, and transportation builders need to prepare for the changes and how it will affect their businesses. It also means, businesses need to choose their health care profile—and to do so expediently. The New Year is a half a year away, but the countdown has already begun. When the ball drops, it also drops for the beginning of new health care. INFORMATION RESOURCE LIST •

Kaiser Health tracking poll: April 2013: http://kff.org/health-reform/ poll-finding/kaiser-health-tracking-poll-april-2013/

•

Levels of coverage (in a layperson’s terms): http://carolynbahm. com/2012/07/15/a-common-gal-looks-at-obamacare-part-6-fourlevels-of-coverage/

•

Healthcare coverage breakdown: www.healthcare.gov

•

Checklist for individuals and families (Seven things to do now): http://www.healthcare.gov/marketplace/get-ready/consumer-checklist/index.html

•

Checklist for small business (“Seven things to do now”): http://www. healthcare.gov/marketplace/get-ready/small-business-checklist/index. html

•

Benefits of Having a Grandfathered Plan/FAQs on Benefits & Coverage: www.midamgroup.com

•

Key features of the Affordable Care Act, by year (a timeline): http:// www.healthcare.gov/law/timeline/full.html

•

The full law: http://www.healthcare.gov/law/full/index.html

Journalist Tina Grady Barbaccia is an ARTBA consultant. She can be reached at: tinabarbaccia@gmail.com.

TransportationBuilder

May-June 2013

25th Annual ARTBA Public-Private Partnerships in Transportation Conference July 24-26

Grand Hyatt Washington Washington, D.C. • 20 Sessions • An Abundance of Networking • Gala Awards Dinner Honoring P3 Leaders

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& QA

status, the minute I walked through the gate of the Eisenhower Executive Office Building, I felt pretty insignificant. I was also very impressed with the accomplishments of the other “Champions,” and I consider it to be a great honor to be associated with people of that caliber. The folks from the U.S. Department of Transportation were extremely nice and the whole event was a very enjoyable experience.

John Hillman, president & CEO of HC Bridge Company and workshop leader at the ARTBA Foundation “Dr. J. Don Brock TransOvation™ Program.”

Interviewed by ARTBA’s Beth McGinn

Beth McGinn: Congratulations on recently being honored at the White House as a “Champion for Change,” a program that spotlights Americans doing extraordinary things to empower and inspire people in their communities. You were nominated in the “Transportation Technology Solutions” category for your invention of the Hybrid-Composite Beam (HCB®), a technology that results in stronger, lighter, safer and more sustainable bridge structures. What was it like being honored at the White House? John Hillman: At first I wasn’t sure what to expect. It’s one thing to think about the event and a totally different experience to actually enter the White House compound in some sort of official capacity. It was to say the least, humbling. Despite my newfound “Champion of Change”

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BM: The White House called HCB® “a revolutionary bridge technology to reduce the burden of decaying infrastructure for future generations” and it has already been used in 10 U.S. bridges in eight different states. Did you know when you were in the creation phase this would have such a huge impact on the bridge industry? JH: The simple answer is no. When I

sketched up the first hybrid-composite beam, I was very excited about the academic exercise of designing a new type of structural beam using a completely new arrangement of materials. I guess on one level there was this naïve notion that I might transform an industry. More realistically, it was almost inconceivable that I would ever get to the point of building a prototype, much less actually constructing a real life bridge on a highway or railroad. Looking back it seems like an almost ludicrous idea, and I don’t really know what kept me going in the early years. I suppose it was some sort of adventurous curiosity in me that just couldn’t resist seeing what was around the next corner. I also got a lot of encouragement from people I consider to be a lot smarter than me, that believed the HCB was a really good idea. I never really considered giving up.

BM: What do you think are the biggest barriers to introducing new technologies or products to the transportation construction marketplace? JH: There are numerous barriers to innovation in our industry. Many of them

are directly related to human nature. I think it is easy to be predisposed to reinforcing behavioral patterns, and it’s always a lot more comfortable to follow the path with which we are most familiar. From my perspective, civil engineers are definitely conducive to falling into this mindset, myself included, and it takes a certain amount of vulnerability to challenge ourselves and to think differently. Realistically, there really are very few incentives to push innovation in transportation infrastructure. On the design side, coloring outside the lines can be a more of a liability. Likewise, few owners are willing to be the pioneers of a new technology. They are not going to receive any additional compensation and the risks of failure are great. I think one of the biggest obstacles is Title 23 CFR 635.411, which impeded using federal funds for proprietary products on our nation’s infrastructure. One can certainly make the argument that once a technology exists, commercialization will accelerate with free market competition. But somebody has to climb the mountain first before others can follow the path, and there needs to be some reward. There are certainly caveats in 635.411 that allow for innovation, but culturally our industry is conditioned to accepting that innovation should be public domain from the beginning. Developing new technology is a long, arduous and expensive proposition. We need to create better incentives if we are going to attract private industry to help fuel innovation.

BM: Everyone is talking about “innovation” these days. How do you define innovation and how do you apply it in your own daily work? JH: To me, “innovation” is doing

something different as compared to what we expect the solution to a problem should be. Innovation can be incremental or revolutionary. It really is hard to come up with something that is totally novel, and we all draw upon our influences whether it relates to art or science. I believe that one of the more important aspects of innovation is that it must have

May-June 2013

“To me, ‘innovation’ is doing something different as compared to what we expect the solution to a problem should be.” value and not just be different for the sake of being different. It’s not my intention to provide innovative solutions to every project I work on. There are plenty of situations where the conventional solution is the best and I think it’s important to respect that. At the same time, I always enjoy the opportunity to look at problem and wonder if there isn’t a different way to approach the solution.

BM: What advice would you give people in our industry who are hoping to come up with the next big game changer? JH: Find a way to enjoy the experience,

whether or not things are going your way. It is not going to be easy, and to quote Eckhart Tolle, “Success is concealed in every failure and failure in every success.” It has been my experience that in many ways, failure is easier to accept than success. After a while it becomes hard to imagine that it’s okay to succeed. The failures provide motivation to solve problems, but it’s not always clear what to do next when things actually go well. That’s kind of a hard thing to explain, you almost have to experience it first hand. Don’t be afraid to ask for help, but don’t expect anyone to have the definitive answer to your current dilemma. It is not going to be easy. If you’re truly a “game changer” and “on the bleeding edge,” chances are slim that you’re going to find that person who has shared this same experience. You’re going to have to solve most of the problems on your own. Herein lies the true reward. Lastly, try to find at least one other person who shares your passion for pushing the innovation forward. I suspect there have been many game-changing inventions that never came to fruition

May-June 2013

because the inventor thought he could do it all himself, and in the end didn’t have all the skill sets and stamina to make it to the finish line. Conversely, some of the greatest success stories demonstrate that great partnerships produce paradigm shifts in technology. In my case, my business partner Mike Zicko has solved just as many of the showstoppers as I have and without his inspiration and shared commitment, I would have given up years ago.

people in our industry to companies in completely unrelated fields that are conditioned to cultures of innovation in their business practices and product development. Then we try to provide some guidance into thinking creatively to solve generic problems in our own industry. To me, it’s not about thinking smarter, or faster, it’s just about thinking differently. It is also not about knowledge and data, but creativity and imagination. Who wouldn’t want to be a part of that?

“I believe that one of the more important aspects of innovation is that it must have value and not just be different for the sake of being different.” BM: For the past two years, you have been helping lead development of ARTBA’s Dr. J. Don Brock TransOvation™ Workshop. What inspired you to become involved in this event and what advice would you offer to other ARTBA members about participating in this program and its importance to the transportation industry? JH: I get more than my fair share of opportunities to speak at professional functions, but I view TransOvation™ in a completely different light. I have not seen anything like this event in any other capacity of engineering or transportation infrastructure. The whole idea is to expose

I was actually approached by ARTBA’s Bill Toohey to speak at the first TransOvation™ Workshop in 2011. That quickly evolved into working with the ARTBA staff, along with Ted Zoli of HNTB, to help formulate the structure of TransOvation™. I don’t know if any of us knew what to expect. Regardless, it was a big success and I couldn’t wait to help plan the next event. I think the second year was even better than the first, and I hope we can continue to improve upon the event every year. I’m extremely honored to be involved in TransOvation™, and I expect to stay involved until they put me in a box. Beth McGinn is ARTBA director of public affairs & new media: bmcginn@artba.org.

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May-June 2013

member news

Honoring Excellence: A Look at the People & Projects Receiving Recognition at the 2013 ARTBA Foundation Awards Dinner by Holly DiGangi

Each year, transportation design and construction professionals from across the nation gather to celebrate industry excellence, recognize leadership, and shine a light on efforts to enhance the public image of the industry they love. This year’s ARTBA Foundation awards ceremony was held during a special June 3 gala dinner in Washington, D.C. From engineering geniuses and industry titans, to pedestrian bridges and public relations campaigns, these are the people and projects that have helped shape, define and move transportation construction forward. McCormick, a registered professional engineer, has nearly 50 years of varied transportation experience, encompassing planning, design, construction and operations in both the public and private sectors. He has been Parsons Brinckerhoff ’s principal-in-charge or project manager on highway, bridge and airport projects across America and the world.

Left to right: ARTBA Foundation Chairman Leo Vecellio with the 2012 & 2013 Hall of Fame classes: Jim Madara, Gannett Fleming; Gene McCormick, Parsons Brinckerhoff; Bobby Briant Jr., UTCA of New Jersey (representing his father, Bob, Sr.); Nick Ivanoff, Ammann & Whitney (representing company founder Othmar Ammann); Dr. J. Don Brock, Astec Industries; and Taylor Bowlden, 3M (representing former president & CEO, Harry Heltzer).

HALL OF FAME

Launched in 2010, the ARTBA Foundation’s “Transportation Development Hall of Fame” honors individuals or families from the public and private sector who have made extraordinary contributions to U.S. transportation development during their careers. In the “Industry Innovators” category, the honor was bestowed upon Dr. J. Don Brock, founder of Astec Industries in Chattanooga, Tenn., whose pioneering products and technologies—he is the holder of over 90 U.S. and foreign patents on construction machinery and drying equipment—have touched virtually every phase of road building and related construction activity. The other inductee in this category (posthumously) was Othmar Hermann Ammann, founder of Ammann & Whitney Consulting Engineers and one of the greatest bridge builders of the 20th century, who pushed the limits of possibility to deliver functional, forward-thinking and awe inspiring structures that help define America’s landscape, particularly New York City. Gene McCormick, a senior vice president of Parsons Brinckerhoff in Naples, Fla., and Bob Briant, Sr., (posthumously), the long-time CEO of the Utility & Transportation Contractors Association of New Jersey, were inducted in the “Industry Leaders” category.

May-June 2013

Briant, who passed away earlier this year, was a New Jersey construction industry legend and tireless advocate. In 1972, he was named the first full-time executive director of the fledgling Utility Contractors Association of New Jersey. He later added the “T’ into the name, turned the organization into a full-service association with more than 1,100 members, and helped his members tap into major, new market development opportunities. The 2012 Hall of Fame class, announced last November, was also inducted and included Harry Heltzer, former chairman and chief executive officer of 3M Company (posthumously) for his pioneering work on the first pavement marking applications and reflective sign sheeting. And last, but certainly not least, the Hall welcomed 2012 inductee Jim Madara, senior vice president of Gannett Fleming, who has been making a mark as an engineer, volunteer association leader, and good corporate citizen for nearly 60 years. TransportationBuilder

ARTBA AWARD

Leo A. Vecellio, Jr., chairman, president & CEO of the Floridabased Vecellio Group, Inc., and Wisconsin Rep. Tom Petri (R-Wis.) were presented with the 2013 “ARTBA Award.” Established in 1960, it recognizes individuals from the private and public sectors for outstanding contributions that have advanced the broad goals of the association.

ARTBA Award Private Sector Recipient: Leo A. Vecellio, Jr. (right), The Vecellio Group, with ARTBA President Pete Ruane.

ARTBA Award Public Sector Recipient: Rep. Tom Petri (R-Wis.)

Vecellio was recognized for his 40 years as a transportation design and construction industry leader, his many volunteer roles within ARTBA, including 2007 chairman and currently as chairman of the Foundation, his support of the “Transportation Makes America Work Campaign,” and his family’s many philanthropic activities. Rep. Tom Petri (R-Wis.), a long-time member of the House Transportation & Infrastructure Committee and chair of the Highways & Transit Subcommittee, was recognized for his effort in helping pass surface transportation reauthorization legislation and protecting federal investment in transportation infrastructure.

PRIDE AWARDS First place winner: TLC for Kids Sports.

The PRIDE Awards are given to private firms and public agencies for outstanding programs that enhance the image of the transportation design and construction industry. In the category “Community Relations: Private Sector,” first place went to O.C. Jones & Sons, Inc., for its “TLC for Kids Sports” program, which renovates youth sports facilities in underserved communities and recruited more than 800 volunteers to refurbish one million square feet of fields and parks so that 9,000 underserved children in northern California are now playing on safer fields. Second place went to The Shelly Company, an Oldcastle Materials Company, for their Themed Truck Program “Rolling Billboards” that provides charities with free advertising and support for their fundraisers. And third place was awarded to FIGG for the “South Norfolk Jordan Bridge” community outreach program, which included a ceremonial pile drive to kick off construction, “Sign a Segment” event, “Talk in the Park with project leaders, and bridge run. Honorable mention was awarded to Tilcon, New York, for its community involvement program. In the category of “Public-Media Relations/Education: Public Sector,” first place went to the Utah Department of Transportation for its comprehensive communications outreach campaign known as the “I-15 Corridor Expansion Public Information Program,” which used social media, websites, one-on-one meetings, and the local news media to gain project support from more than 95 percent of local drivers.

First place winner: I-15 Corridor Expansion Public Information Program.

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Second place went to the Texas Department of Transportation and HNTB “U.S. 290 Program,” whose dedicated public outreach office secured community support, political champions, and additional project funding through public presentations, stakeholder meetings, 3D visuals, and social media. May-June 2013

First place winner: Phyllis J. Tilley Memorial Pedestrian Bridge.

Regional Transportation District’s West Rail Line.

First place winner: South Norfolk Jordan Bridge.

First place winner: Highway 247, Bibb and Houston Counties.

GLOBE AWARDS

For 14 years, this awards program has honored public-sector agencies and private sectors firms for their outstanding contributions to environmental protection and mitigation on transportation improvement projects. In the category of “Bridges Projects Under $10 Million,” first place went to Rosales + Partners, Frees and Nichols, Schlaich Bergermann and Partner, and Rebcon for the three million dollar “Phyllis J. Tilley Memorial Bridge,” a stressed steel/ribbon pedestrian bridge in Fort Worth Texas. It was built to minimize structural intrusion into the Trinity River, enhance the natural landscape, and provide residents with greater access to green modes of transportation. For “Bridge Projects Over $10 million,” first place went to FIGG for the “South Norfolk Jordan Bridge,” which utilized innovative technologies such as self-cleaning concrete surfaces and low-energy L-E-D lighting to protect the natural environment while building the mile-long bridge linking Chesapeake and Portsmouth, Virginia. May-June 2013

In the category “Major Highway Under $100 Million,” first place was awarded to Reeves Construction Company, West Division, Georgia Department of Transportation (GDOT), and Lehigh Technologies for the “Highway 247, Bibb and Houston Counties” repaving project. It was a model for recycling, with 20,000 unwanted tires that were converted to 28,000 tons of high-performance, rubberized asphalt. And in the “Major Highway Project Over $100 Million,” first place was awarded to NorthGate Constructors, a joint venture of Kiewit and Zachry Construction, and the Texas Department of Transportation, for their commitment to environmental protection during the construction of the $1 billion DFW Connector, which is on pace for a 95 percent recycle rate, with a goal of reclaiming 600,000 tons of concrete and 25,000 tons of scrap metal, while planting more than 50,000 new plants and six acres of wildflowers. Second place in this category went to the LBJ Infrastructure Group and Trinity Infrastructure for the “The LBJ Express Project” and their extensive efforts to test, treat, and recycle soil and groundwater on the $3.2 billion reconstruction of 17 miles of highway around Dallas. And finally, in the “Public Transit” category, first place was presented to Regional Transportation District and Denver Transit Construction Group for the $700 million dollar “West Rail Line” project that was a model for water management, and effective use of sediment and erosion control measures. Holly DiGangi is ARTBA Awards & Scholarship Program Manager: hdigangi@artba.org.

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May-June 2013

AEM corner

equipment operators and others in order to help them practice safety. All AEM safety e-books feature user-friendly options such as variable type, bookmarks, the ability to embed and e-mail notes, content searching and a low-light reading format.

AEM Safety Manuals & Pictorials Spread Consistent Messaging, Increase Safety Expanding electronic safety-manual library reaches more equipment users The Association of Equipment Manufacturers (AEM) continues to grow its electronic library of safety materials. E-books give equipment operators and maintenance personnel convenient, ready access to a wide scope of safety information from their iPhone, iPod Touch, or iPad. AEM’s e-book library already includes safety manuals for aerial work platforms, industrial/agricultural mowers, agricultural sprayers and hydraulic excavators. The association plans to offer safety e-books for all of its safety manuals to meet evolving user trends. The e-book format ensures that AEM will reach the greatest possible number of professionals in ways that meet their needs. AEM initiated development of its safety e-books in response to industry requests. They are not meant to replace print, but to provide another avenue to reach

May-June 2013

With the e-book format, AEM can also more easily distribute safety information globally to further extend the reach of its safety messaging. AEM safety e-books are available on Apple’s iBookstore. To order, simply install iTunes on your Mac or PC. Install the free iBooks app on your iPhone, iPod Touch or iPad, if you do not already have it. As the library of e-books grows, AEM plans to expand into other e-book formats, to increase availability across all platforms. All association manuals, videos and related safety and training products are available online through the AEM Store at http://shop.aem.org. Some safety materials are offered in other downloadable formats or as DVDs. AEM members receive discounts on select materials.

AEM updates safety pictorial database

AEM recently updated its already extensive online safety pictorial database. More than a dozen new and updated pictorials have been added, increasing the number of graphics to 145, with more additions planned in the near future.

The AEM Pictorial Database helps manufacturers and others interested in promoting safety by reducing the considerable time and costs associated with developing their own graphics. It is a convenient resource for engineers, designers, technical illustrators and other industry professionals who develop equipment safety signs, manuals, labels and related training materials. Every safety pictorial can be downloaded in vector formats for graphic design or CAD-based engineering projects (.eps or .dxf formats, respectively). Database site visitors can also simply copy the .jpg thumbnail of any image or images they would like to use. The database covers only the pictorial aspect of safety signs and other safety materials; it does not cover text or other facets of safety messaging and is not intended to promote or endorse any particular format of safety sign or message. The goal is to develop greater consistency, not to establish standards or regulations. AEM also maintains a list (not necessarily comprehensive) of voluntary industry safety sign and symbol standards. Standards may be obtained from the sponsoring organizations: ANSI, ASABE, SAE and ISO.

AEM’s free service promotes effective safety messaging through the use of consistent, industry-recognized pictorial images that are not dependent on language to warn operators and others of potential hazards. The database covers both hazard identification and hazard avoidance and consists of graphics that are common to many industry segments and product lines. It is searchable by categories, keywords and content, and is accessible via http://pictorials.aem.org, or the AEM website www.aem. org in the Safety, Regulatory and Technical section.

AEM provides trade and business development services for companies that manufacture equipment, products and services used world-wide in the agricultural, construction, forestry, mining and utility sectors.

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Contact ARTBA’s Peter Embrey at 202.289.4434 or pembrey@artba.org Check out our rates in the 2013 media kit available at www.artba.org.

“ARTBA reserves the right, at its discretion and without liability of any nature whatsoever, to reject, cancel or suspend any advertising in whole or in part, in which case any fees paid in advance shall be refunded to the advertiser on a pro-rata basis. ” May-June 2013

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In all areas of the road construction business, the WIRTGEN GROUP stands out through innovative solutions, recognized processes and a full range of modern products meeting the highest demands. It is these characteristics which have made the WIRTGEN GROUP the market leader for mobile road construction equipment. ROAD AND MINERAL TECHNOLOGIES

May-June 2013

www.wirtgen-group.com Wirtgen America 6030 Dana Way 路 Antioch TN 37013 Telephone: 615-501-0600 路 Fax: 615-501-0691 www.wirtgenamerica.com TransportationBuilder

TransportationBuilder

May-June 2013