2012 annual report [2012]

2012 Annual Report

Our Mission Statement
The Georgia Department of Transportation provides a safe, seamless and sustainable transportation system that supports Georgia's economy and is sensitive to the environment.
Our Goals
Georgia DOT's work is guided by a strategic plan, which reflects the Department's priorities over the next three to five years. The plan serves as a roadmap for the Department's direction; and it identifies goals and objectives that help us better focus dollars, people, equipment and other resources on our greatest needs.
In this Annual Report, you will find a few highlights from Fiscal Year 2012, followed by a Measuring our Goals gauge indicating how we are performing as we work to build on our successes. Our goals are:
Making GDOT a better place to work will make GDOT a place that works better Making safety investments and improvements where the traveling public is most at risk Taking care of what we have, in the most efficient way possible Planning and constructing the best set of mobility-focused projects we can, on schedule
To learn more about how we are doing and about our commitment to a 21st century transportation network, visit www.dot.ga.gov.
Table of Contents 1 Letter from the Commissioner 3 State Transportation Board 4 GDOT District Offices 7 Workforce Planning 11 Innovative Interchange Initiative 18 Major Projects Completed Across Georgia 24 Interstate 85 Express Lanes 29 GDOT Financials 30 HERO Fast Facts 32 Employee Fast Facts 36 GDOT Honors
Cover: Georgia opened its first diverging diamond interchange in DeKalb County in 2012. The project, represented in this photo, opened a month ahead of schedule in FY 2012.
2012 Annual Report

Commissioner's Column

Building and maintaining a 21st century transportation network that meets the diverse needs of our state is a commitment we all have made at Georgia DOT. It is a commitment that is rooted in our mission and driven by a comprehensive strategic plan that serves as a roadmap for our important work. This commitment is shared by our Board and supported by our partners, all of whom recognize our collective role in ensuring that Georgia maintains its excellent quality of life, while also offering the best opportunities to grow our economy. Over the course of 2012, we have worked to achieve a balance, if you will of investing our resources in a way that delivers the best results for our dollars and providing the traveling public with a comprehensive and connected system that moves goods and people safely across our state. Additionally, we have invested in our staff and in our processes, to ensure that we deliver our transportation projects and programs as efficiently as possible. In this report, you will learn more about how we are maintaining that balance as we plan for the future. In Fiscal Year 2012, we opened our first Express Lanes project on Interstate 85 in partnership with the Federal Highway Administration and the State Road and Tollway Authority. In addition, we have invested millions of dollars in projects across the state, including the award of more than $60 million to widen a combined 16 miles of the Fall Line Freeway in Washington and Baldwin counties and $42 million to construct 10 new bridges and to widen 5.5 miles of the West Rome Bypass. We are also looking beyond our interstates and state routes, with investments in airports and plans for the Multi-Modal Passenger Terminal (MMPT) in the gulch area of Downtown Atlanta. These investments are paying off. According to an economic impact study commissioned by our Intermodal Division and released in 2012, Georgia's 104 publicly-owned, public-use airports had a statewide economic impact of $62.6 million. The Department celebrates these successes despite declining revenues and reductions in Georgia DOT staff, which is down from 5,895 employees in 2000 to 4,395 in 2012. With fewer resources, the Department has relied on innovation and adopted business practices that have generated solid results. Finally, as we do our important work, we are focused on our goals monitoring our progress and making the appropriate adjustments to work toward meeting or exceeding them. To see how we are performing, we have made available to all of our stakeholders a performance dashboard that you may review at www.dot.ga.gov. We encourage you to hold us accountable as we work to deliver on what we promise. After all, our commitment is to you and to a transportation network that meets our diverse needs and keeps us competitive in a 21st century global economy.

OFFICE OF COMMUNICATIONS
Karlene Barron Communications Director
Creative and Design Services
Carla Murphy Program Manager
Cedric Mohr Design Project Manager
Liz Rothman Public Affairs Writer
Ron Battle Electronic Information Design Coordinator
1.

Keith Golden, P.E. Commissioner

State Transportation Board
The State Transportation Board (STB) determines policy and generally governs the Georgia Department of Transportation. Board members represent each of the state's 13 congressional districts. Each member is elected by state senators and representatives whose legislative districts fall within all or part of the relevant congressional district. Board members serve staggered five-year terms. Due to an increase in congressional districts resulting from the 2010 Census, a 14th board member will be added in January 2013.
2.

Jay Shaw District 1 Po Box 245 Lakeland, Ga 31635 229.482.3505
Johnny Floyd District 2 PO Box 5260 Cordele, GA 31010 229.273.5312
Sam M. Wellborn District 3 2110 Oak Ave Columbus, GA 31906 706.615.0965
Robert L. Brown, Jr. District 4 250 E. Ponce de Leon Eighth Floor Decatur, GA 30030 404.377.2460
Emory C. McClinton District 5 132 E Lake Dr, SE Atlanta, GA 30317 404.631.1001
Brandon L. Beach District 6 11605 Haynes Bridge Rd Suite 100 Alpharetta, GA 30009 678.397.0564
Rudy Bowen District 7 5696 Kennedy Road Suwanee, GA 30024 404.317.3310

Jim Cole District 8 189 West Johnson Street Forsyth, GA 31029 478.957.2544
Emily Dunn District 9 PO Box 56 Blue Ridge, GA 30513 706.632.5000

Don Grantham District 12 Po Box 3145 Augusta, Ga 30914-3145 706.738.7786

Jeff Lewis

3.

District 11

PO Box 480

White, GA 30184

770.382.4411

Bobby Eugene Parham District 12 PO Box 606 Milledgeville, GA 31061 478.452.5152
Dana L. Lemon District 13 300 Griffin Street McDonough, GA 30253 770.490.9125

District Map
Georgia DOT's General Office is located in downtown Atlanta. Seven transportation districts operate and maintain the state transportation system at the local level. Each has a district engineer who plans, organizes and directs the activities of the district. Districts are divided into area offices, each overseen by an area engineer.
GDOT District Offices

DADE

CATOOSAHITFIELDMURRAY W

FANNIN

WALKER

GILMER

TOWNS UNION

RABUN

HABERSHAM

CHATTOOGA
FLOYD POLK
HARALSON

GORDON BARTOW

PICKENS CHEROKEE

WHITE LUMPKIN

STEPHENS

DAWSON FORSYTH

HALL

FRANKLIN BANKS

JACKSON MADISON

HART ELBERT

PAULDING

COBB
DOUGLAS FULTON

BARROW

GWINNETT

CLARKE

DEKALB

OCONEE WALTON

OGLETHORPE WILKES

LINCOLN

ROCKDALE

FAYETTE CLAYTON

CARROLL

HEARD

COWETA

TROUP

MERIWETHER

McDUFFIE

HENRY

NEWTON

MORGAN

GREENE

TALIAFERRO WARREN

COLUMBIA

SPALDING

JASPER BUTTS

PUTNAM

HANCOCK

PIKE LAMAR

BALDWIN

GLASCOCK

RICHMOND

JEFFERSON

BURKE

UPSON

MONROE

JONES

WASHINGTON

HARRIS

TALBOT

CRAWFORD

BIBB

WILKINSON

TWIGGS

JOHNSON

JENKINS

SCREVEN

MUSCOGEE

TAYLOR

PEACH

EMANUEL

CHATTA- MARION HOOCHEE

MACON

HOUSTON

BLECKLEY

LAURENS

TREUTLEN

CANDLER BULLOCH

EFFINGHAM

MONTGOMERY

SCHLEY

STEWART

EBSTER W

SUMTER

QUITMAN

TERRELL

RANDOLPH

LEE

DOOLY

PULASKI DODGE

WHEELER

CRISP

WILCOX

TELFAIR

TURNER

BEN HILL

JEFF DAVIS

TOOMBS

EVANS

TATTNALL

BRYAN

CHATHAM

APPLING

LIBERTY LONG

CLAY CALHOUN DOUGHERTY

EARLY

BAKER

MILLER

MITCHELL

WORTH

IRWIN TIFT

COFFEE

COLQUITT

ATKINSON BERRIEN
COOK

BACON

WAYNE

PIERCE

WARE

BRANTLEY

McINTOSH GLYNN

SEMINOLE LANIER

DECATUR

GRADY

THOMAS

LOWNDES BROOKS

CLINCH

CHARLTON CAMDEN

ECHOLS

4. District 1 - Gainesville

District 5 - Jesup

Duties of the Districts:

5.

770.532.5500 Area Offices: Athens, Carnesville, Clarkesville, Cleveland, Gainesville, Lawrenceville

912.427.5711 Area Offices: Baxley, Brunswick, Glennville, Savannah, Statesboro, Waycross

Roadway maintenance and operations Roadway location and design Construction contract

District 2 - Tennille 478.552.4601 Area Offices: Augusta, Dublin, Louisville, Madison, Milledgeville, Sandersville, Swainsboro
District 3 - Thomaston 706.646.6900 Area Offices: Americus, Columbus, Griffin, LaGrange, Macon, Perry,

District 6 - Cartersville 770.387.3602 Area Offices: Buchanan, Cartersville, Dalton, Ellijay, Rome
District 7 - Chamblee/ Metro Atlanta 5770.986.1011 Area Offices: Atlanta, Cobb, College Park, DeKalb

administration Utility conflicts (permits and acquisitions) Environmental review Highway beautification Coordination of transit systems Traffic signals and signs Permits Park and ride lots Public outreach

Thomaston

District 4 - Tifton 229.386.3280 Area Offices: Albany, Cuthbert, Donalsonville, Douglas, Fitzgerald, Interstate 75 Reconstruction Office, Moultrie, Valdosta

Duties of the Area Offices:
Highway construction supervision Right-of-way mowing Litter removal Maintenance: roadway, rest area,
sign, drainage Utility and driveway permits Storm damage repair

Making Georgia DOT a better place to work will make Georgia DOT a place that works better
Performance Dashboard. Evaluating progress. Managing performance.

Workforce Planning Prepares GDOT for Future Success
Department works to improve efficiency and maintain qualified team of professionals

GDOT uses performance measures as a management tool to evaluate how well we measure up to the goals and objectives in our Strategic Plan. This information is

The Department initiated its Workforce Planning initiative in FY 2012, taking a proactive and comprehensive approach to addressing its future budget

shared with the public and with staff through our

and staffing needs. The launch of the initiative

internet Performance Dashboard launched in FY

underscores GDOT's commitment to maximizing

2012.

its resources and adopting successful business

Program Recognizes

The Dashboard consists of metrics represented through gauges that display an at-a-glance

processes where appropriate to ensure a qualified and experienced team of professionals

Employees for Excellence in

status of performance measures addressing safety; maintenance; on-schedule and on-budget

is prepared to deliver its 21st century transportation plan.

Customer Service

66.

construction; and congestion and others areas of focus. The Dashboard helps to identify our strengths and weaknesses, evaluate our progress, and pinpoint where changes are needed to move us in the right direction - with the ultimate goal of providing Georgians with the best possible transportation system.
To view the online Dashboard, visit www.dot.ga.gov/dashboard.

Led by the Office of Human Resources, staff assigned to Workforce Planning met with leadership in the districts and other GDOT offices to document core functions, identify current staffing levels and develop strategies for future staffing needs.

More than 50 GDOT employees were recognized for outstanding customer service in FY 2012, receiving commendations for everything

7.

Additionally, HR staff (through its training team)

from persistently working with external customers

introduced plans for capturing the knowledge of its most experienced employees, building the capacity

to resolve challenges to heroically rescuing a family following a car accident during inclement weather.

of the Department's current workforce and offering

Established two years ago, the Customer Service

staff an opportunity to reinvent their workflow for better efficiency and better use of resources.

Program salutes employees who consistently perform at a high level and above and beyond

The Workforce Planning process, which is typically their normal job responsibilities. Employees are

Golden Named Georgia DOT

adopted by businesses to ensure future success, comes as the Department is retooling for better efficiency and preparing for the retirements of key

nominated by managers, peers or customers; and those selected for awards receive commendations from the Commissioner.

Commissioner

staff and leaders. In FY 2012, 206 employees elected to retire. The process, which is driven by budget

The program, which has three components, was created to honor the state's and the Department's

The State Transportation Board unanimously selected veteran Georgia DOT employee Keith Golden as Commissioner. The Board finalized its decision as required by state law on March 1,

projections and anticipated skills gaps, seeks to achieve the following:
Identify and address gaps between the
Department's workforce today and its future staffing
Identify the "right size" for districts and offices;

commitment to providing helpful, courteous, accessible and knowledgeable service to external and internal customers; to make available customer service training to all employees; and to offer opportunities for employees to engage executive and senior leadership. In 2012, more than 1,000 employees received

2012 after naming Golden the sole candidate two

establishing the number of employees needed to

368 hours of customer service training through

weeks earlier. A 25-year GDOT employee, Golden served as

function effectively
Identify opportunities for GDOT to become more

the program. Additionally, the Department's management team visited district offices throughout

interim Commissioner for almost six months before

efficient with staffing and operations

the state, underscoring leadership's pledge to

being tapped to lead the then 4,500-employee agency. Prior to his selection, he had served in

The Workforce Planning process will undergo continuous review.

improve and encourage two-way communication and to reinforce the Department's goals and mission.

various high-level management positions with the

Department, including director of operations and

deputy commissioner.

A registered Professional Engineer, Golden holds a

bachelor's and a master's degree in civil engineering

from the Georgia Institute of Technology.

Making safety

Center median cable barriers installation on

investments and improvements where the traveling public is most at risk

I-20 from Alabama state line in Haralson County to the Douglas County line west of State Route (SR) 5.
Adding left and right turn lanes on both
approaches to 44 county road intersections on SR 35 from south of CR 364/Seminole Drive in Colquitt

County to SR 520 in Tift County. Project also improves

Highway Safety

horizontal and vertical curves, upgrades guardrail,

Fiscal Year 2012 saw highway fatalities down for the and addresses end treatments at cross and side seventh consecutive year from a record high of 1,744 drain pipes.

in 2005, to 1,199 in 2012. GDOT uses a data-driven approach to direct safety funds toward projects that have the potential to reduce fatalities and serious

Widening SR 133 @ CR 238/Industrial Drive
and SE 5TH Avenue & @ Old Adel Road in Colquitt

injuries on interstates and state routes. In fiscal year County. Widens SR 133 to a four-lane roadway with

2012, nearly $54 million in safety funds were spent to address critical concerns. Noteworthy safety

a 14 foot center turn lane, curb, gutter and sidewalk; adds right and left turn lanes as needed throughout

improvement projects awarded in FY 2012 include: the corridor; improves the angle of the intersection

of Old Adel Road and SR 133; and realigns and

signalizes the intersection of SE Fifth Avenue and

Industrial Drive.

Additionally, the Department assists local

governments by extending the use of safety funds to

8.

county roads and city streets with an aim of reducing

fatalities and injury. In FY 2012, more than $6.5

million was spent on signing and striping along local

roads to improve safety in 29 counties.

Georgia Fatalities

*Bicyclists
15 19

*Motorcycles
131 148

Interstates
167 160

*Pedestrians 167
124
*Cars -Trains
6 3
557
479

590
Other State Routes
482

Local Routes

2011 Fatalities

2012 Fatalities

Safety Designs Now Standard Practice

Innovative
Interchange Initiative

Historically, roadway departures account for over half of fatal crashes nationwide. In FY 2012, Georgia DOT made several safety designs--rumble strips and Safety Edge--standard practice for all resurfacing and new paving projects.

Georgia Opens First Diverging Diamond Interchange

Rumble strips are raised or grooved patterns on the roadway shoulder that provide a rumbling sound and a vibration to alert drivers who are about

Redesigned Interchange serves one of largest office markets in

to drive off the road. They are a proven, cost effective way to help prevent roadway departure crashes.

Metro Atlanta

Safety Edge addresses the vertical pavement edge drop-off on highways that contributes to many serious or fatal collisions. The Safety Edge is an inexpensive treatment that shapes the outside edge of the uncurbed pavement--the travel lane or the shoulder--to 30 degrees. This technology allows a driver who drifts off the highway to return to the pavement safely.
The Department also fast-tracked the Pavement Marking Performance Specification initiative to include long-life pavement markings in Georgia 10. DOT's program.

Georgia's first diverging diamond interchange (DDI) opened to traffic
in 2012 one month ahead of schedule.
The I-285 and Ashford Dunwoody Road DDI in DeKalb County represented a fast, low-cost way to improve safety and provide relief for extreme congestion at the gateway to the Central Perimeter Market, one of the region's largest

employment centers.

The DDI also is one

of several innovative tools

GDOT has identified as part

of a comprehensive effort to

keep traffic moving on major

corridors and highways across the

metro area. Additionally, crash data at the partial

cloverleaf interchange for three years prior to the

DDI design showed increasingly higher collision and

injury rates compared to average rates for similar

facilities statewide, underscoring the need for safety

improvements.

A relatively new concept in the U.S., the DDI

shifts traffic flow to the opposite side of the road

to reduce points of traffic conflict. The design

originated in France and was first used in the U.S.

in 2009 in Springfield, Mo., where in its first year of

operation, total crashes were down 46 percent, left

turn type crashes were eliminated, and left turn right

angle type crashes were down 72 percent.

Immediately following the opening of the

DDI, the Department noted major benefits to the

project. The DDI has created better flow and driving

conditions on the interchange and on Ashford

Dunwoody Road, particularly during rush hour.

Project construction cost $4.6 million and was

implemented in partnership with GDOT, the

Perimeter Community Improvement District and

consultant Moreland Altobelli Associates.

Measuring Our Goals

Number of Fatalities Annually on Georgia's Roadways
1199
(Year 2012)

Strategic Objective
41 Reduce the number of fatalities by each year.
Achieving the Goal
Georgia DOT did not meet its goal for the period between Calendar Year 2011 and 2012, having reduced fatalities by 37, instead of the required 41. However, the Department showed an improvement from the previous period (2010 to 2011), in which fatalities were reduced by 14, an indication that the trend is heading in the right direction. Several initiatives, such as the Strategic Highway Safety Plan, the Off-System Safety Program, the Intersection Safety Implementation Plan and the Road Safety Audits have been implemented, underscoring the Department's commitment to meeting this goal in 2013.

Description

GDOT considers safety in every stage of a project and

12. in every investment decision we make. The American

00

Association of State Highway and Transportation

Officials (AASHTO) has adopted a national goal of

reducing fatalities by 1,000 each year. To assist in

achieving this national goal, Georgia has set a target

of reducing fatalities by 41 or more each year. This is

based on our roadway types, as well as the number

of cars and trucks using our roadway system. This

measure evaluates GDOT's efforts to reduce fatalities

on Georgia's roads.

2000

Annual Fatalities Trend on Georgia's Roadways

1500 1000

1607

1639

1748

1706

1647

1508

1299

1250

1236

1199

500

0

2012 2011 2010 2009 2008 2007 2006 2005 2004 2003 2002

Taking Care of What We Have in the Most Efficient Way Possible
Privatized Maintenance Demonstration Project on Interstate 95
Georgia DOT launched a three-year privatized maintenance demonstration program for Interstate-95 in 2012, taking a major step in examining new ways to maintain the state's highways. The decision allows GDOT to evaluate cost effectiveness; determine whether standards could be maintained; and free employees to perform other critical work.
Georgia DOT had recently widened I-95 to three lanes in each direction. The heavily traveled corridor--stretching 113 miles along Georgia's coast from South Carolina to Florida--is vital for freight movement to and from the state's port facilities in Brunswick and Savannah.
Roy Jorgensen Associates, Inc., a Maryland firm that has performed similar services on Florida's 14. portion of I-95, was awarded the three-year $6.8 million contract, which includes a three-year renewal option. Jorgensen is responsible for all normal maintenance activities 24-hours a day, every day of the year. This includes litter and roadway debris removal; mowing; guardrail repair; routine bridge repair; pothole repair; tree trimming; maintenance of drainage features, signage and other traffic control devices; and emergency incident response and clearance assistance.

GDOT Spends $400 million Statewide for Summer Resurfacing and Maintenance Program in 2012
The best way to stretch roadway budgets is to extend the service life of roads by strengthening foundations, managing pavement cracking, and achieving proper drainage. The goal of Roadworks 2012--Georgia DOT's massive resurfacing and maintenance program --was to achieve just that, aggressively tackling deteriorating highway and bridge infrastructure. RoadWorks included repaving, resurfacing, bridge rehabilitation, road-widening and safety improvements. Statewide there were 33 major projects, costing $403 million.
To inform the public about affected routes, work schedules and lane closures, the Department launched an information campaign with a dedicated website, media and community outreach, and paid and public service advertising.
15

Sponsor-A-Highway

Georgia DOT's SponsorA-Highway litter removal program offers a chance to make roads cleaner at no cost to the Department or to taxpayers - a vital concern in economic times with shrinking budgets for transportation programs.

The program, unveiled in FY 2012, provides businesses the opportunity to financially sponsor litter removal by professional crews on state highways. Georgia is the first Southeastern state to institute the Sponsor-A-Highway concept. For each mile sponsored, a recognition Clean Georgia sign with the sponsor's logo is placed on the roadway

shoulder. Sponsorship builds brand awareness, and demonstrates environmental responsibility and community commitment. While the initial focus is Metro Atlanta, the program is expected to expand statewide as sponsorships grow.
To bring the Sponsor-A-Highway Program to Georgia, the Department partnered with

Adopt-A-Highway Maintenance Corporation, a national company with experience facilitating the sponsorship of thousands of miles of highway cleanup in 20 other states.

16.

Department Awards Funding for More than 200 Projects Across Georgia in Fiscal Year 2012

GDOT Makes $1 billion investment at Horsestamp Church Road (CR 138) in Camden

in state's transportation network

County. Other major projects to open in 2012 included

The Department continued its focus on maximizing its resources to address congestion-relief, safety and maintenance with its award of $861.9 million to fund 225 projects across the state in 2012. Additionally, through its Local Maintenance and Improvement Grants (LMIG) program, the Department invested another $100

the following:
Baker County
15.435 miles of resurfacing and shoulder
rehabilitation on SR 91.
The contractor for the project was Reeves
Construction Company.
The cost of the project was $2.7 million

million in projects. The amount does not include

Bibb County

funds for engineering, right-of-way acquisition and

4.679 miles of interchange reconstruction on I-75/

other costs associated with projects, which would

SR 401 at Sardis Church Road, including construction

bring the total spent to over $1 billion. The funding of a bridge and approaches, relocation of Nowell

priorities are aligned with the Department's goals

Road and installation of closed circuit television

and represent a major step in ensuring that Georgia (CCTV) and video detection systems (VDS).

invests in a comprehensive, data-driven plan that

The contractor for the project was C.W. Matthews

addresses our transportation needs and keeps the

Contracting Company, Inc.

18. state economically-competitive.

The cost of the project was $32.8 million.

In addition to investing in projects for roadways,

the Department made significant investments in transit, airport, rail and other intermodal programs and projects.

Candler County
0.827 mile of widening for additional lanes on
SR 23/State Route 121.
The contractor for the project was Reeves

On time. On budget.

Construction Company.
The cost of the project was $2.7 million.

As the Department works to invest its resources to meet the state's diverse transportation needs, it is equally committed to meeting budget and schedule deadlines. In FY 2012, GDOT exceeded its goal with 90 percent of projects completed on budget; and the Department neared it's 80 percent goal of projects completed on schedule, with 78.1 percent.

Chatham County
Construction of a bridge and approaches on SR 25
(Ocean Highway) over Norfolk Southern Railroad.
The contractor for the project was Rogers Bridge
Company, Inc.
The cost of the project was $3.8 million.

Among the projects the Department opened to traffic in 2012 were a $54 million project to widen and reconstruct 5.48 miles of US 27/State Route 1 (including six bridges and approaches) in Floyd County; a $19 million project to construct 5.98 miles of the South LaGrange Loop, including the construction of a railroad bridge and approaches and

Colquitt County
0.237 mile of construction of a bridge and
approaches on SR 37 over Okapilco Creek.
The contractor for the project was Reeves
Construction Company.
The cost of the project was $3.3 million.

the installation of a closed circuit television system in

Troup County; and an $11 million project to construct

an interchange on Interstate 95/State Route 405

Coweta County
7.39 miles of resurfacing of SR 34 to 0.21 miles of

Gwinnett County
Two (2) bridges and approaches and installation

SR 154
The contractor for the project was C.W. Matthews

of video surveillance on McGinnis Ferry Road beginning at Satellite Boulevard and extending to

Contracting Company, Inc.
The cost of the project was $4.1 million.

Lawrenceville-Suwanee Road.
The contractor for the project was E.R. Snell

DeKalb County
2.004 miles of widening for additional lanes and

Contractor, Inc.
The cost of the project was $21.9 million.

reconstruction on Snapfinger Road. This project

also included bridge reconstruction over Snapfinger

Creek and the installation of an intersection video
detection system (VDS).
The contractor for the project was Pittman
Construction Company.
The cost of the project was $13.8 million.

Hall County
1.330 miles of widening for turn lane construction
on CR 139 (Thurmon Tanner Parkway).
The contractor for the project was Gary's Grading
and Pipeline Company Inc.
The cost of the project was $8.2 million.

Dougherty County

2.064 miles of widening for additional lanes and

Henry County

reconstruction on Gillionville Road (SR 234).

5.08 mile of milling and resurfacing on SR 42 from

The contractor completing the project was Oxford SR 138 to the Clayton County line.

Construction Company.

The contractor for the project was C.W. Matthews 19.

The cost of the project was $7.2 million

Contracting Company, Inc.

The cost of the project was $1.6 million.

Forsyth and Fulton Counties
5.243 miles of widening and reconstruction of
McGinnis Ferry Road beginning west of Sergent Road

Oconee County
1.488 miles of widening and reconstruction on

and extending to the Chattahoochee River.
The contractor for the project was C.W. Matthews

Jennings Mill Parkway. This project also included construction of a bridge and approaches over SR

Contracting Company, Inc.
The cost of the project was $43.8 million.

10 Loop and installation of an intersection Video
Detection System.
The contractor for the project was

Fulton County
Design Build project consisting of 0.885 miles of

G.P. Enterprises, Inc.
The cost of the project was $16.2 million.

interchange reconstruction and bridge construction

on SR 400 at Hammond Drive.
The contractor for the project was C.W. Matthews

Wayne County
5.178 miles of widening and roadway

Contracting Company, Inc.
The cost of the project was $18.6 million.

reconstruction on US 84/SR 38 beginning at SR 203
and extending to CR 392 (Sunset Boulevard).
The contractor completing the project was R.B.

Baker Construction, Inc.
The cost of the project was $21.3 million.

Measuring Our Goals

Percentage of Interstates Meeting Maintenance Standards

75.9%

Strategic Objective
90% Maintain Georgia's Interstates such that
or more are in fair or better condition. `Fair' condition for Interstates is defined as an average COPACES (Computerized Pavement Condition Evaluation System) Rating of 75 to 80. The COPACES rating evaluates rutting, cracks and other surface deficiencies on a scale of 1 to 100.

Road to Improvement

Reduced resources have made this target difficult

Description

to achieve. Through its Asset Management efforts,

Georgia is noted for its top rated roadways. By

GDOT is exploring ways to cost effectively maintain

20. maintaining Interstates at a high level, more costly

its interstate system.

reconstruction can be avoided; extending the life

of our pavements. This measure evaluates the health

of pavements on Georgia's Interstates. This is not

a rating of ride quality or smoothness, but rather

of how well the interstate pavement structure

is maintained.

Percentage of State-Owned Non-Interstate Roads Meeting Maintenance Standards

71%

Strategic Objective
Maintain Georgia's Non-Interstate roads such that
90% or more are in Fair or better condition.
`Fair' condition for Non-Interstate roads is defined as an average COPACES (Computerized Pavement Condition Evaluation System) Rating of 70 to 80. The COPACES rating evaluates rutting, cracks and other surface deficiencies on a scale of 1 to 100.

Road to Improvement

Reduced resources have made this target difficult

Description

to achieve. Through its Asset Management efforts,

Georgia is noted for its top rated roadways. By

GDOT is exploring ways to cost effectively maintain

maintaining non-Interstates at a high level, more

its non-Interstate system.

21.

costly reconstruction can be avoided; extending the

life of our pavements. This measure evaluates the

health of pavements on Georgia's non-Interstates.

This is not a rating of ride quality or smoothness,

but rather of how well the non-Interstate pavement

structure is maintained.

100% 90% 80% 70% 60% 50% 40%

Interstate Maintenance Trend

95.1%

90.1%

GOAL

79.8%

78%

78.2%

72.3%

75.5%

75.9%

100% 90% 80% 70% 60% 50% 40%

State-Owned Non-Interstate Road Maintenance Trend
GOAL

81%

78%

80%

78%

76%

73%

73%

71%

2012 2012 2011 2010 2009 2008 2007 2006 2005 2004
2012 2012 2011 2010 2009 2008 2007 2006 2005 2004

Planning and constructing the best set of mobility-focused projects we can, on schedule

Northwest Corridor Reaches Environmental Milestone

from the I-75/I-575 interchange to Sixes Road in Cherokee County. It consists of two managed lanes along the west side of I-75 between its interchanges

with I-285 and I-575. The lanes will be separated from

T he proposed Northwest Corridor Project (NWCP) a barrier separated reversible lane system on interstates 75 and 575 reached a major milestone in FY 2012, with the completion of

the existing interstate and will be reversible so that both will carry traffic southbound during morning commute hours and northbound in the evenings. Above the I-575 interchange, one new reversible lane will be added in the I-75 center median to Hickory

its Final Environmental Impact Statement (FEIS).

Grove Road and a similar new I-575 lane will extend

Completion of the FEIS moved the project closer to to Sixes Road. A variable-rate toll, based on traffic

compliance with the federal environmental process. volume, will be assessed for access to the lanes.

Georgia DOT staff worked with the Federal Highway In addition to completing the FEIS, the proposed

Administration for 10 months to develop the FEIS,

project was selected from 34 applications to submit

which documents the project's technical analyses,

full documentation for a $270 million federal TIFIA

agency consultation and public involvement

Transportation Infrastructure Finance and Innovation

activities.

Act (TIFIA) loan. The TIFIA program offers a source

News about the FEIS followed a decision by the of funding including loans and loan guarantees

State Transportation Board to move forward with

for surface transportation projects of regional and

22. the project and to optimize both public and private national significance.

23.

sector resources. As proposed, it is a design, build,

For more information on the project, visit

finance project which spans from Akers Mill Road

www.nwcproject.com.

to Hickory Grove Road on I-75 in Cobb County and

State Board Votes to Move Forward on MMPT
The proposed Multi-Modal Passenger Terminal (MMPT) inched a few steps closer to reality in FY 2012, with the State Transportation Board's approval of the execution of a master development contract.
To mark the signing of the agreement, U.S. Congressman John Lewis, Board members, Commissioner Keith Golden and Atlanta Mayor Kasim Reed joined Forest City Enterprises, Atlantabased Cousins Properties, Inc. and The Integral Group, (Forest City/Cousins/Integral), a consortium of private firms, in a celebration near the MMPT site.

The team will develop the proposed transportation and commercial center to be located in the long under-utilized "Gulch" area near Philips Arena, the Georgia Dome and the Georgia World Congress Center. Georgia DOT signed a $12.2 million, two year agreement with the consortium for conceptual designs of the proposed project and potential funding options.
The proposed transportation and commercial center would serve as the hub for existing and proposed transportation networks serving metro Atlanta and beyond, including MARTA rail and bus, regional express buses and the state's passenger rail networks. It also may be home to other transportation modes, including high-speed rail, light rail and streetcar services, as well as serve as a catalyst for expected commercial, recreational and residential mixed use development.

Interstate 85 Express Lanes Open for Traffic

High Occupancy Toll Lanes, or HOT Lanes, opened on Interstate 85 in 2012, offering "choice" to motorists traveling a 16-mile

The lanes, developed as part of a comprehensive Managed Lanes System Plan (MLSP) adopted by the State Transportation Board, was the state's first

stretch of interstate highway in DeKalb and Gwinnett Congestion Relief Project. The grant was used for

counties. The introduction of Express Lanes between implementation of an express lane, enhanced transit

Chamblee Tucker Road and Old Peachtree Road

service and innovative technology and specifically

24. represents a major investment by the Department

targeted conversion of existing HOV lanes into

to offer solutions for one of metro Atlanta's most

express lanes utilizing tolls, which are dynamically-

congested corridors.

priced based on the usage demand for the lane.

The project, which was built using a $110 million The lanes help manage traffic flow, offer motorists

U.S. DOT Congestion Reduction Demonstration

another commuting option and provide more

(CRD) grant, included the conversion of existing

reliable trip times on crowded interstate highways.

High Occupancy Vehicle (HOV) lanes to HOT

An extension of the project is planned just north

lanes, along with new barriers, new entrance and

of Old Peachtree Road in to Hamilton Mill Road, all

exit points, restriped lanes and signage. It was

in Gwinnett County. Other Express Lane projects

completed in partnership with the U.S. Department are planned on sections of Interstate 75/575 in Cobb

of Transportation, Georgia Regional Transportation and Cherokee counties (Northwest Corridor) and on

Authority (GRTA) and the State Road and Tollway

the Southside of metro Atlanta on Interstate 75 in

Authority (SRTA.

Clayton and Henry counties.

Transportation Investment Act (TIA)
Georgia DOT Plays Key Role in Compiling Project Lists

Georgia DOT played a key role in an unprecedented effort to encourage additional investment in the state's transportation future with its fulfillment of a critical provision of the Transportation Investment Act (TIA) the development of fiscally -constrained proposed project lists approved by the leadership for 12 regional tax districts. The lists were developed by the GDOT planning director, following

the submission of more than 4,000 proposed projects from across the state.
The lists were keys to the process of implementing the TIA, which allowed for a 1 percent sales tax to be levied for 10 years in the 12 regional districts. The districts, headed by a Regional Transportation Roundtable (RTR) composed of two representatives from each county in the region (a county commissioner and one mayor representing cities in the county), was responsible for approving final lists.

Measuring Our Goals

Percentage of Projects Completed on Schedule

78.4%

Strategic Objective

80% Complete the construction of

or more of all

projects within the agreed upon contract time.

Road to Improvement
GDOT is working towards improvement in this area. We will explore ways to continue to improve the quality of our plans; coordination with existing utilities, and communication with our contractors to further exceed our target in this area. Currently, GDOT is meeting its target for the percentage of projects constructed on schedule.

Description
26. Each contract executed to build a project includes an agreed upon time frame by GDOT and the Contractor to complete construction. However, sometimes necessary extensions occur. This measure tracks how well GDOT is doing at constructing projects within the agreed upon contract time.

Percentage of Projects Completed on Budget

96.7%

Strategic Objective

90% Complete the construction of

of all projects

within10% of their budgeted award amount.

Achieving the Goal
GDOT is currently performing very well in this area. We will continue to make improvements to our project cost estimates and to monitor construction overruns to continue an upward trend in this area.

Description

Each contract executed to build a project includes

27.

a dollar amount agreed upon by GDOT and the

Contractor to complete construction. However,

sometimes projects are completed over or under the

award amount. This measure tracks how well GDOT

is doing at constructing projects within the agreed

upon dollar amount.

2012 2011 2010 2009 2008 2007 2006 2005 2004
2012 2012 2011 2010 2009 2008 2007 2006 2005 2004

100% 90% 80% 70% 60% 50% 40%

Percentage of Projects Completed on Schedule

61.7%

66.7%

68.5%

72.6%

77%

76.5% 77.9% 78.4%

GOAL

100% 90% 80% 70% 60%

Percentage of Projects Completed on Budget

92.4%

94.9%

95.4%

93.5%

93.3%

96.2% 97.2% 96.7%

80.8%

GOAL

Financials

Fiscal Year 2012 Amended State Motor Fuel Budget $934,393,584

Local Maintenance and Improvement Grants
(LMIG)
$100,642,250
11%

Routine Maintenance

20%

$184,718,326

Debt Service

30%

$279,565,140

12%

General Operations

27%

$118,496,916

29.

Capital Projects

$250,970,952

Georgia Department of Transportation Fiscal Year 2012 Fund Sources

State General Funds $6,584,862

Other Funds $6,490,891

Motor Fuel Funds $934,393,584

Federal funds $1,210,491,192

27%
Source: GDOT Division of Finance

Fast Facts

511 is a free, real-time phone
service that provides traffic and travel information 24 hours a day, seven days a week. The service launched in FY 2008 and reached its one millionth caller milestone within 10 months.

HEROs (Highway Emergency Response Operators)
Incidents managed: 120,380 30. Certified operators: 89 (including 6 women)
Shift supervisors: 11 Automobile incident average response time: 13 minutes Tractor-trailer incident average response time: 12 minutes Automobile incident average roadway clearance time: 23 minutes Tractor-trailer incident average roadway clearance time: 37 minutes
Georgia-NaviGAtor 511 calls
Real-time traffic and travel information by phone at 511 or on the Web at www.511ga.org

Grand Total 128,0786

Employee Fast Facts

Department Prepares for Future With Leaner Workforce
The number of employees declined by 1,500 between 2000 and 2012, representing a 25 percent drop over a 12-year period.
The Department's Workforce Planning initiative will help to build capacity of GDOT's leaner workforce and offer staff an opportunity to reinvent their
w o rkflow for better efficiency and better use of resources.
Workforce Planning Prepares Department for the Future
The number of employees at Georgia DOT declined by 1,500 between 2000 and 2012, representing a 25 percent drop over a 12-year period.
Workforce Planning will help GDOT build the capacity of the Department's leaner workforce and offer staff an opportunity to reinvent their workflow for better efficiency and better use of resources.

32. Date

Number Of Employees (ExcludingTemps)

Difference In Number of Employees From Prior Year (Excluding Temps)

Percentage Difference In Number of Employees From Prior Year (Excluding Temps)

July 2000

5895

N/A

N/A

July 2001

5949

54

0.92%

July 2002

5819

--130

--2.19%

July 2003

5898

79

1.36%

July 2004

5783

--115

--1.95%

July 2005

5807

24

0.42%

July 2006

5696

--111

--1.91%

July 2007

5818

122

2.14%

July 2008

5699

--119

--2.05%

July 2009

5338

--361

--6.33%

July 2010

4949

--389

--7.29%

July 2011

4610

--339

--6.85%

July 2012

4395

--215

--4.66%

Source: Office of Human Resources

Especially Noteworthy

Public Airports Generate Millions Georgia DOT launched the Geographic

in Tax Revenue

Transportation Reporting Analysis and Query System

Georgia's public-use airports (GeoTRAQS) online mapping application in March

support more than 470,000 2012 to better track and gather information in

jobs with a combined

order to improve the transportation decision-

annual payroll of $17.8

making process.

billion, a statewide analysis

The new Web-based application (replacing TREX)

released in FY 2012 showed. brings data together from a variety of sources for

According to the 2011

use by staff, consultants and the public. GeoTRAQS

Georgia Statewide Airport Economic Impact Study, allows users to view geographically-referenced data

the state's 104 public airports also generate more

in ways that reveal relationships, patterns, and trends.

than $62 million in aviation-related tax revenue for Based on the Department's existing Geographic

the state's general fund.

Information System (GIS), GeoTRAQS finds and

The study, conducted by the Department's

consolidates data to improve visualization and

Intermodal Division, also showed that Georgia's $2

spatial analysis. The new features of the program--

million annual investment in its airports is among the especially the improved online mapping--enhance

lowest of any Southeastern state. The top 10 states communications efforts with stakeholders.

invest $20 million or more in their aviation programs.
For more information on how public airports support Rubber modified asphalt testing

the state's economy, visit www.dot.ga.gov/local

The Department in FY 2012 expanded on previous

government/intermodalprograms/aviation/.

studies with rubber modified asphalt (RMA)--made

from recycled tires--by testing the material's

Design-build
34. Design-Build is a streamlined and cost-effective

performance on State Route 247 in Bibb County. The test was overseen by Georgia DOT and supported

method of program delivery by NCAT (National Center for Asphalt Technology).

where pre-construction and The results, along with a major study by NCAT,

construction phases are

will provide objective, controlled data of different

combined in one contract. asphalt rubber composites and is expected to be a

Since activities may occur

catalyst for amending the state's road construction

concurrently, design-build specifications to include recycled tire rubber as an

can dramatically accelerate alternative to conventional oil-based polymers for

project completion compared with the traditional

asphalt production.

design-bid-build process where pre-construction and

The benefits of rubberized asphalt include longer

construction occur sequentially.

lasting road surfaces; reduced road maintenance;

FY 2012 saw GDOT award several design-build

long term cost effectiveness; lower road noise; and

contracts with a total bid award of $84.7 million.

shorter breaking distance.

Projects included interchange lighting design and construction of four lane limited-access roadway

Wildfire containment

on new alignment from Jimmy Deloach Parkway to In the summer 2011, firefighters in South Georgia

SR 307 in Richmond County; design and construct

were trying to suppress another surge of major

1.2-mile widening for auxiliary lane along I-75 NB

wildfires that had already burned more than 250,000

and bridge replacement in Henry County; design and acres of the Okefenokee Swamp. Georgia DOT

construct NB Abernathy Road ramp extension at SR answered the Georgia Forestry Commission's plea

400 in Fulton County; and design and construct a NB for support with eight dozers, six motor graders,

SR 400 travel lane extension from McFarland Parkway an excavator, a fuel truck, a lube truck and seven

to Big Creek Bridge in Fulton and Forsyth counties.

support trucks from Districts Four and Five. The

Department also established a 16-employee District

Five "Strike Team" to work as operators, plowing new

fire breaks and widening existing ones to provide

access for firefighting equipment into inaccessible

areas. Georgia DOT worked with other agencies

for eight months to fight the fires and notify

communities of road closures and detours.

GeoTRAQS

Women and Minorities Participate

in DBE Public Hearings

Traffic signal upgrades

Women and minorities seeking business

GDOT has long recognized

opportunities with Georgia

the need to reduce the delays

DOT met across the state at three public hearings, all as part of a comprehensive analysis of the Department's Disadvantaged Business Enterprise (DBE) goal. Participants in the public hearings gathered in Atlanta, Thomaston and Savannah to offer comments on the Department's program. In addition to the public hearings, the Department hosted a public consultation meeting in Atlanta to seek information on the availability of disadvantaged and non-disadvantaged businesses, the effects of discrimination on opportunities for DBE's and Georgia DOT's efforts to establish a level playing field of DBEs in Department contracts and projects. Georgia DOT staff used information

resulting from inefficient traffic signals. In 2005 the Department initiated programs to upgrade traffic signal hardware and improve signal timing operations and maintenance across the state. While these investments have been positive, congestion continued on many of Atlanta's major arterials. In 2010 the Department implemented the Regional Traffic Operations Program (RTOP)-- a multi-jurisdictional, cutting-edge signal timing program--to improve traffic flow and reduce emissions in Metro Atlanta. (With more than half of the state's traffic signals, the region accounts for 50% of the lane miles traveled in Georgia and 75% of the congestion). While 15 corridors were initially established, in FY 2012, RTOP was increased to 17 corridors.

from participants as part of its review and

A RTOP corridor manager actively monitors,

recommendation of a DBE goal.

manages and maintains traffic signals throughout

each corridor by making field visits to observe and

Quick incident response

fine-tune timing operations. The manager also

35.

The Traffic Incident

works with local jurisdictions to make signal timing

Management Enhancement

seamless as motorists traverse through multiple

(TIME) Task Force develops and jurisdictions. As the program progresses, technology

sustains a region-wide incident enhancements will enable remote monitoring from

management program for safe the GDOT Transportation Management Center.

and fast roadway clearance.
While most traffic incidents are cleared by HEROs Utility relocation program reduces

(Highway Emergency Response Operators) within 90 construction delays, saves money

minutes, those that involve fires, spills, and fatalities While a project's scope can make for a long

can result in extended clearance times that tie up traffic. In FY 2012, Georgia DOT and the Georgia State Patrol (GSP) launched an initiative to expedite removal of damaged or stalled vehicles from travel lanes of Metro Atlanta interstate highways and freeways. The goal of the Open Roads program is to clear any incident--no matter how severe or complicated--from roadways within 90 minutes of occurrence.
The Towing and Recovery Incentive Program (TRIP) reduces the impact of large commercial vehicle incidents on Metro Atlanta interstates. The program pays heavy-duty recovery companies a monetary bonus for clearing commercial vehicle wrecks quickly. TRIP helps to reduce the impact of major traffic incidents in Metro Atlanta while meeting TIME's aggressive clearance goal of 90 minutes or less.

delivery and some delays--like weather--cannot be controlled, Georgia DOT's Office of Utilities --through their Utility Coordination Program-- continues to reduce project construction delays. In 2009, utility issues accounted for 39 percent of GDOT project construction delays. By 2012, that number was down to 13.9 percent.
Utility companies jointly use the right-of-way of public roads. Building new roads or widening existing ones almost always begin with relocating utility lines. Until the pipes, conduit and wires for gas, water, sewer, electric, phone and cable are moved out of the construction area, little work can be started.
The improvement is a result of better coordination, communication and cooperation between GDOT, roadway contractors and utility companies. By establishing uniform procedures; adding an

incentive mechanism to pay for utility relocation;

holding parties responsible for delay costs; and

training project managers and designers to reduce

unnecessary utility relocations, there are less issues

and less delays - which equates to lower costs and

less inconvenience for the public.

GDOT Honors And the Award goes to...

Transit Programs and Fiscal Services earns three regional FTA awards
Georgia DOT's Transit Programs and Fiscal Services received three USDOT Federal Transit Administration (FTA) Region IV Achievement awards for FY 2011. GDOT was recognized as FTA's Most Improved Grantee; for Outstanding Achievement in Grant Closeouts; and for Outstanding Achievement in FTA Reviews.

I-95 widening judged best concrete paving project
Georgia DOT's widening of Interstate Highway 95 in Glynn and McIntosh counties was judged 2010's best rural interstate or divided highway concrete project in the nation by American Concrete Pavement Association (ACPA). The $119 million project received the prestigious "National Gold Award for Excellence in Concrete Paving." (The awards are given annually for projects completed in the previous calendar year.) The project--added a third lane to nine miles of I-95, both north and southbound, and reconstructed two large bridges and ten roadway ramps. The work was one of the final segments of the Department's widening to six lanes of all 113 miles of I-95 along Georgia's coast.

HERO Program receives FHWA award
The Highway Emergency Response Operators (HERO) program received the 20112012 "National Roadway Safety Award" from USDOT, FHWA and the Roadway Safety Foundation. The award, in the Operational Improvements Category, recognizes Safety Patrol Sponsorship and Outstanding Contribution to Roadway Safety. The HERO program is 80 percent federally funded, with the balance funded through a sponsorship with State Farm.

Freight and Logistics Plan

garners national award

Utilities and IT offices recognized

Office of Communications wins

Georgia's Statewide The Federal Highway Administration's (FHWA) 2011

national awards

36.

Freight and

Excellence in Utility Relocation and Accommodation

Logistics Plan 2010- Awards Program recognized Georgia DOT with

fact (fakt) n. 1. information 2. detail 3. truth 4. reality

GDOT won "Best Use of Social Media" from the 2011 National

39.

2050 received the Federal Highway

two awards for excellence in program leadership and innovation. The Office of Utilities received the

Fact Georgia Department of Transportation Book
www.dot.ga.gov

Transportation Public Affairs Workshop (NTPAW) for the

Administration

Program Leadership Award for developing a utility

successful 2010 launch of its

(FHWA) 2012

coordination program to accelerate completion of

Facebook page.

Transportation Planning Excellence Award. The

multi-year construction projects.

The 2010-2011 Fact Book received two awards

plan--a collaboration between GDOT's Office of

The Office of Utilities and Office of Information

for graphic design, editorial content and overall

Planning and public and private forces--provides

Technology both received the Innovation Award

communications effectiveness. It received a second

vital strategic direction for future investment in

for designing the Georgia Utility Permitting System

place 2012 "Blue Pencil & Gold Screen" award for

transportation infrastructure that serves Georgia's

(GUPS), a web-based system that reduces time and

special purpose publications from the National

freight and logistics industries. The award was given costs associated with permitting facilities on public

Association of Government Communicators (NAGC).

by the FHWA in conjunction with the Federal Transit rights-of-way.

The book also received an "Award of Excellence" in

Administration and the non-profit Transportation

The Office of Utilities also received the Georgia

the international APEX (Annual Print & Electronic

Research Board.

Utility Coordinating Council leadership award for

Awards for Publication Excellence) 2012 competition.

improving the utility relocation process in Georgia.

Office of Research project deemed high value by AASHTO
The AASHTO Research Advisory Committee (RAC) selected GDOT-sponsored research project Assessment of the Impact of Future External Factors on Road Revenues as a 2012 "Sweet Sixteen High Value Research Project." The project is deemed as one of 16 high value research projects by state DOTs.

Office of Engineering receives AASHTO value engineering awards
GDOT received two 2011 American Association of Highway and Transportation Officials (AASHTO) Value Engineering awards. The Office of Engineering placed first in National VE in Preconstruction Engineering (less than $25 million category) for the SR 36 passing lanes project in Talbot and Upson counties. They also received honorable mention in the $75 million or greater category for the Northwest Corridor project in Cobb and Cherokee counties.

Office of Environmental Services manuscript honored for historical insight
The Georgia Historical Records Advisory Board recognized GDOT with a 2011 Award of Excellence for the manuscript Lincoln County Lost, a compilation of photographs and records about the 1947 Clark Hill Reservoir project that displaced a lost farming community of 450 people.

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