Georgia Department of Transportation annual report, FY 2013

Working to Keep Georgia Moving
2013 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
In this report, you will find a few highlights from Fiscal Year 2013, followed by a Measuring our Goals gauge indicating how we are performing as we work to build on our achievements.
Our goals are: 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 mobility projects we can, on schedule Making GDOT a better place to work will make GDOT a place that works better
Table of Contents 1. Commissioner's Column 2. State Transportation Board 4. Georgia DOT Districts 6. OurGDOT Encourages Professional and Well-Rounded Workforce 7. Succession Planning Prepares Employees for Future Leadership Roles
Department Launches Program to Capture Employees' Knowledge
8. GDOT Makes Investment in Employees 10. History in Downtown Winder 13. Ten-Mile Stretch of Perimeter Receives Facelift
Operational Improvements Help Ease Congestion on Major Corridors
14. Measuring Our Goals 17. Making Safety Improvements Where the Traveling Public is Most At Risk 18. Highway Safety Manual Helps GDOT Engineers 20. Managed Lanes Projects Meet Major Milestones 22. Department Invests More than $1 Billion in Projects Across the State 23. TIA Office Announces First Project 25. Department to Invest in Economic Future with Freight and Logistics Plan 28. Financials
Working to Build on Our Achievements

Commissioner's Column

Working to keep Georgia moving is more than a tagline for this report. It could easily be our mantra the reason more than 4,000 GDOT employees report to their jobs across our state every day. Their commitment is to our important work, which is guided by a strategic plan that sets our course and measures our progress. Throughout Fiscal Year 2013, our efforts combined with those of our Transportation Board and our partners have focused on moving our state forward and making progress toward achieving the goals outlined in our strategic plan. For instance, the Department made significant progress on expanding its managed lanes system, meeting major milestones on the Northwest Corridor and the Interstate 75 South projects. Similarly, the Department met other milestones with the Transportation Investment Act (TIA) projects, announcing the addition of a dedicated turn lane on State Route 130 in Toombs County in 2013. The $162,000 project will serve motorists traveling to a new pet food manufacturing facility. Our commitment to supporting and investing in opportunities to grow our economy is reflected in other work on which Georgia DOT has focused. The Department in 2013 unveiled a comprehensive statewide plan that will ultimately help create jobs and grow the state's $50 billion freight industry. The plan seeks to boost job creation in areas such as manufacturing, construction, utilities, retail and agriculture areas that rely largely on freight and logistics and generate more than $100 billion of output in Georgia every year. Investment in a statewide freight plan also supports the expansion of economic activities at the Port of Savannah, where approximately 6,300 trucks depart every day. So, the plan represents another major step in our push to keep Georgia moving. Equally important as GDOT's investment in the state's infrastructure, is the investment in the our team of professionals. The Department in 2013 launched a new initiative that focuses on developing and supporting a well-rounded employee. We continue to encourage employees to look for opportunities to improve their professional and personal lives, whether participating in wellness and exercise programs, volunteering in their communities or completing training courses. GDOT `s commitment to building and maintaining a diverse transportation network that functions to ensure a strong economy, thriving communities and a healthy quality of life, is shared by our partners across the state. We all recognize that our combined efforts, whether in the state legislature, the Governor's office, the Port of Savannah, regional airports, or our district offices, will provide the energy to keep Georgia moving today and well into the 21st century.

Office of Communications Karlene Barron
Communications Director
Creative and Design Services Carla Murphy
Marketing Communications Manager
Cedric Mohr
Design Project Manager
Liz Rothman
Public Affairs Writer
Ron Battle
Electronic Information Design Coordinator
1.

Keith Golden, P.E. Commissioner

2.
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 14 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 fiveyear terms.

Ann R. Purcell District 1 410 Willowpeg Way Rincon, GA 31326 912.663.8128
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
Stacey J. Key District 5 PO Box 29033 Atlanta, GA 30359 404.310.5040
Dan Moody District 6 605 Brisbane Manor Johns Creek, GA 30022 678.296.7855
Rudy Bowen District 7 5696 Kennedy Road Suwanee, GA 30024 404.317.3310

Jay Shaw District 8 Po Box 245 Lakeland, Ga 31635 229.482.3505

Emily Dunn District 9 PO Box 56 Blue Ridge, GA 30513 706.632.5000

James T. "Jamie" Boswell District 10 788 Prince Avenue Athens, GA 30606 706.546.8100

Jeff Lewis District 11

3.

PO Box 480

White, GA 30184

770.382.4411

Don Grantham District 12 PO Box 3145 Augusta, Ga 30914-3145 706.738.7786
Dana L. Lemon District 13 300 Griffin Street McDonough, GA 30253 770.490.9125
Roger Williams District 14 132 Huntington Road Dalton, GA 30720 706.618.6029

District Map
Georgia DOT's General Office is located in midtown 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.
4.
Photo: CEDRIC MOHR cmohr@dot.ga.gov

GDOT District Offices

District 1 - Gainesville 770.531.5721
District 2 - Tennille 478.552.4601
District 3 - Thomaston 706.646.6900
District 4 - Tifton 229.386.3280
District 5 - Jesup 912.427.5711
District 6 - Cartersville 770.387.3602
District 7 - Chamblee/ Metro Atlanta 770.986.1011

Duties of the Districts:
Roadway maintenance
and operations
Roadway location and design Construction contract
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

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

5.

Districts Realign for Better Efficiency

Georgia DOT completed an extensive review and realignment of its District 1 Office in 2013, creating opportunities for better efficiency to the Department. As part of its comprehensive plan to realign all seven district offices, GDOT relied on a "business approach" and adopted principles typically associated with private industry.
GDOT is seeking to consolidate maintenance and construction crews for better use of equipment and

personnel; to operate with fewer managers who will have broader responsibility; and to reduce capital, operations and maintenance costs. The new approach comes as the Department has experienced a 37 percent reduction in field construction staffing and a 30 percent reduction in field maintenance staffing. Additionally, GDOT has experienced a 75 percent reduction in annual new hires.
Under the plan, all seven districts will see a reduction in the number of area offices. District 1,

now with four area offices, was first to be realigned. The Department closed two of the oldest and most expensive offices to maintain and operate in Lawrenceville and Clarkesville. Area offices now are in Athens, Carnesville, Cleveland and Gainesville. Additional district realignments are planned for 2014.

6.

Goal: Making Georgia dot a better place to work will make Georgia dot

a place that works better.

OUR GDOT

OurGDOT Encourages Professional and Well-Rounded Workforce

Georgia DOT established a new initiative aimed at encouraging professional and personal growth for its most important asset its employees. With the launch of OurGDOT, the Department created a program that offers support for employees' growth in four major areas: professionalism, health and wellness, community involvement and innovation.
The new initiative, established by Commissioner Golden, underscores GDOT's commitment to building and maintaining a healthy, professional and wellrounded workforce. At the core of the OurGDOT initiative is communication ensuring that employees have access to information that can improve their lives and creating an environment that encourages employees to make the Department a better place

in which to work. OurGDOT has a dedicated Web page on the internal Website that features helpful information, links and announcements on everything from volunteer opportunities to weight loss challenges. In fact, a key component of OurGDOT a Shape Up Challenge attracted more than 220 employees across the state who committed to a 3-month voluntary fitness and wellness program. Other employees took advantage of additional training opportunities or volunteered with various organizations throughout their communities.
OurGDOT was launched statewide with employees at One Georgia Center and in the seven districts participating. The program is a joint effort of the Office of Human Resources and the Office of Communications.

Building Tomorrow's Succession Planning PreparesLEemadpeloryseTeosdfaoyr Future Leadership Roles

Developing a talented workforce is the focus of GDOT's Succession Planning Program (SP), an ambitious initiative aimed at developing a qualified candidate pool for future leadership

process, one used by successful businesses and organizations to improve employee commitment and retention.
Employees selected for the program receive extensive training and are monitored throughout the 18-month

and management positions. Twenty participants were program. The program also includes the following:

selected for the FY 2013 voluntary program following

Professional assessment tools administered by the

a structured application process.

Carl Vinson Institute of Government

In addition to providing senior management with
Building Tomorrow's qualified candidates for consideration for key positions, Leaders Today other goals of the SP program include building

Structured mentor interactions Regular structured communications between the
management team and mentor

on potential leadership experience and skills of

Individual Development Plans (IDPs)

individuals to support the mission of the Department

at all levels of management; improving employee

Forty employees have participated in the

morale by focusing on development and retention; and Department's Succession Planning program since its

retaining employees' skills and institutional knowledge launch in 2009. within the Department. SP is best described as a

7.

Department Launches Program to Capture Employees' Knowledge

When more than 200 eligible workers prepare to retire in a single year what is an employer to do? Georgia DOT took immediate action, establishing a Knowledge Management program to capture, document and share useful information for employees.
Through its Office of Human Resources, the Department has created a process for capturing tacit knowledge, in particular. Tacit knowledge is information or tasks learned through experience, rather than through training courses or manuals. The Department is relying on several methods in which to gather tacit knowledge, including cross-training, job sharing, lunch and learns and profile interviews.

Additionally, GDOT has encouraged the use of Communities of Practice (CoP), a group of people with common interests who share tacit knowledge among members.
As senior-level and other skilled employees elect to retire, the Department has consistently worked to ensure that it establishes programs to retain critical information and train future leaders to replace them. In FY 2013, more than 270 employees retired from the Department. In addition to the Knowledge Management program, Georgia DOT offers a Succession Planning program to develop a pool of candidates who may qualify for application for future vacancies.

KnowledgeShare
Georgia DOT's initiative to retain critical knowledge

GDOT Makes Investment in Employees
Improves Efficiency and Workflow

In 2013, GDOT operated with 244 fewer employees than in 2012. Since 2000, the Department's workforce has dropped by 1,744. In addition to maximizing its human resources, GDOT also continues to use its financial resources by investing in employees. Through

its OUR GDOT campaign and with the support of the Office of Human Resources, Georgia DOT offered many opportunities for career growth and professional development. Employees participated in on-site and off-site training, mentoring, cross-training and other opportunities in 2013.

8.

GDOT Employee Work Force

FISCAL YEAR 2013 ANNUAL REPORT EMPLOYEE CHART

2000 2001 2002 2003 2004 2005 2006 2007 2008 2009 2010 2011 2012 2013

5895 5949 5819 5898 5783 5807 5696 5818 5699 5338 4949 4610 4395 4151 6000 5000 4000 3000 2000 1000
0

Number Of Employees (Excluding Temps)

Head Count: July 1, 2000 Head Count: July 1, 2013 Difference In Number Of Employees Percentage Difference In Number Of Employees

5895 4151 -1744 -29.58%

Highway Maintenance Foreman Chad Dale checks the level of salt in a container of brine prior to using it during winter weather.

9.
Photo: CEDRIC MOHR cmohr@dot.ga.gov

Goal: Taking Care of What We Have in the Most Efficient Way
Department Makes Transportation History in Downtown Winder

It was history in the making in 2013 when the Department began the planning for installation of a precast concrete panel system to reconstruct portions of a major artery in downtown Winder. The $4.9 million project on heavily-traveled Broad Street would mark the first time in the state's history that GDOT used the innovative system to replace a roadway surface.

The use of the panels offered the Department a way to use innovation to maximize resources in constructing and maintaining the state's transportation network. For the Winder project, GDOT engineers also looked to reduce congestion delays, to minimize disruptions to the traveling public and to accelerate construction time all of which were achieved. Additionally, placement of the panels would be phased

in, allowing for time and cost savings. The project is the state's first to be funded through the Federal Highway Administration's (FHWA) Highways for LIFE program. FHWA awarded the Department $2 million toward construction costs.
Another first for GDOT was the letting of the Winder project in conjunction with a Transportation Enhancement (TE) project, which featured the

resurfacing of parking areas, widening of sidewalks and the additaion of lighting, decorative benches and bike racks in the downtown area.

10.

11.

Photo: CEDRIC MOHR cmohr@dot.ga.gov

121.4.

Ten-Mile Stretch of Perimeter Receives Facelift

I nterstate 285 between Ashford Dunwoody and Paces Ferry roads received a facelift of sorts in 2013. The Department invested more than $50 million to repave a 10-mile stretch of the interstate highway, creating a

smoother surface for the more than 250,000 motorists who use it daily.
The project, which was completed ahead of schedule, included resurfacing entrance and exit ramps along the corridor, along with replacing up to eight inches of pavement

on the interstate. Through a joint venture, contractors C. W. Matthews Contracting Company, Inc. of Marietta and E. R. Snell Contractor Inc. of Snellville used several weekend paving crews to expedite the work. The project award amount was $56 million.

Operational Improvements Help Ease Congestion on Major Corridors
13.

T he Department in 2013 continued its focus on congestion relief and safety, with investments in projects that were significantly smaller in scale and cost less to complete. It was another example of GDOT doing more with less.
These operational improvement projects, completed throughout metro Atlanta, included everything from adding flexible shoulder lanes to improving incident management. Additionally, the Department invested in innovation, implementing variable speed limits and extending its Intelligent

Transportation System (ITS). The goals are to relieve congestion, optimize use of the state's infrastructure and maximize use of GDOT financial resources.
Interstate highways where operational improvements and innovation have contributed to improving traffic flow and safety include the following:
Flexible shoulder lanes operate between Holcomb Bridge Road and the North Springs MARTA station on southbound Georgia 400 . The part-time lane is in use between 6:30 a.m. and 10:00 a.m.; allowing for more vehicles to travel through the corridor at its busiest times.

Metered ramps operate at 170 entrances throughout metro Atlanta. These signal systems allow one vehicle to enter the interstate highway at a time, reducing conflicts at the merge point and allowing freeway traffic to remain free-flowing for longer periods.
Restriping design changed a one lane merge into two lanes on the interstate highway, easing backups on Georgia 400 (south of downtown Atlanta) during the morning commute. The new design eased congestion and delays on GA 400 at the Interstate 85 northbound merge into Interstate 75 .

Working to Relieve Congestion

Measuring Our Goals
Percentage of Interstates Meeting Maintenance Standards

83.3%

Strategic Objective
Maintain Georgia's Interstates such that 90% 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

Although GDOT has improved in this area, going

from 76% in FY 2012 to 83% in FY 2013, reduced

Description
Georgia is noted for its top rated roadways. By
14. maintaining Interstates at a high level, more costly
reconstruction can be avoided; extending the life of

resources have made this target difficult to achieve. Through its Asset Management efforts, GDOT is exploring ways to cost-effectively maintain its Interstate system.

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 pavementIsntrtuectrusrteaitsemMainatianinteadn. ce Trend

Interstate Maintenance Trends

95.1% 90.1%

79.8%

78%

83.3% 78.2% 72.3% 75.5% 75.9%

2005 2006 2007 2008 2009 2010 2011 2012 2013

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

73%
Description
Georgia is noted for its top rated roadways. By maintaining non-Interstates at a high level, more 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.

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

GDOT maintained a percentage of 71% for both FY

2012 and FY 2013. Reduced resources have made

this target difficult to achieve. Through its Asset

Management efforts, GDOT is exploring ways to cost-

effectively maintain its non-Interstate system.

15.

81%

78%

80%

78%

76%

73%

73%

71% 71%

2005 2006 2007 2008 2009 2010 2011 2012 2013
State-Owned Non-Interstate Roads

Goal: Making Safety Improvements Where the Traveling Public is Most At Risk

ore than 500 Georgia cities and

counties received funding through

the Department's Local Maintenance

Improvement Grant (LMIG) program

in FY 2013, with local governments

using the additional dollars for

everything from resurfacing roads to

intersection improvement.

Through the LMIG, which is funded

using motor fuel tax collections, $110 million in grants were awarded

in 2013 based on populations and miles of local streets and roads in

various jurisdictions. The program, which was formerly administered

through the Local Assistance Road Program and State Aid, has

historically totaled between $100 and $120 million, with as many as 700

local governments applying for the

available dollars.

In a major improvement to the

program for 2013, Georgia DOT

streamlined the LMIG application

18.

process for more efficiency and quicker

17.

delivery of projects. Additionally,

the Department delivered the

entire amount of the grant to local

governments as soon as applications

were approved, rather than over time as

projects were completed.

FY 2013 also marked the first time

grants were awarded under a provision

of the Transportation Investment Act

(TIA), a state law that allowed for a

10-year one percent sales tax to fund

a list of transportation projects and changed the matching portion of

the grant from either 10 percent or 30 percent. For regions that approved

the TIA referendum, the match was 10 percent; for those that did not,

the match was 30 percent. Three regions approved the one percent

tax, allowing 46 Georgia counties to provide a 10 percent match for

LMIG funds.

Under LMIG, cities and counties made major improvements to their

network of roads and bridges, including widening roadways, installing

turn lanes, repairing or replacing culverts and bridges and adding

traffic signals.

Working to Improve Safety

Data-Driven Decision-Making

Highway Safety Manual Helps GDOT

Engineers to Predict Frequency and

18.

Severity of Roadway Crashes

U sing data to drive decision-making has been a consistent practice at Georgia DOT. So, when the American Association of State Highway Transportation Officials (AASHTO) introduced the Highway Safety Manual (HSM), the Department immediately recognized its value and potential benefits to help create a safer, more efficient transportation network across the state . Georgia DOT engineers in 2011 began using information, techniques and methodologies outlined in the HSM to help predict the frequency and the severity of crashes on Georgia roadways. The manual is used in the early phases of project development to make design, operational and maintenance decisions. It offers a systemic and proactive approach to improving roadway safety, particularly on rural highways, at intersections and in curves. In Georgia, the HSM has been applied to 24 projects across the state, including US 84 in Lowndes County, US 278 in DeKalb County, State Route 1 in Chattooga County and State Route 162 in Newton County.

The plan for the HSM manual was developed by a joint Transportation Research Board (TRB) task force, with support from AASHTO, the Federal Highway Administration and the Institute of Transportation Engineers. The document is aligned with Georgia DOT's mission and safety goals and underscores the Department's commitment to integrating innovation and new technologies to improve efficiency and safety. Using the Highway Safety Manual allows the Department to:
Identify sites with potential for crash frequency or severity reduction
Identify factors contributing to crashes and associated potential countermeasures to address these issues
Evaluate the change in crash frequency of implemented treatments
Calculate the effect of various design alternatives on crash frequency and severity
Estimate potential frequency and severity on highway networks, and the potential effects of transportation decisions on crashes
Source: American Association of Highway Transportation Officials

Annual Fatalities Trend

1748 1639

1706

1647

1508

1299 1250 1236 1199 1195

19.

2004 2005 2006 2007 2008 2009 2010 2011 2012 2013
Annual Fatalities Trend
85

20.

Goal: Planning and Constructing the Best Set of Mobility-Focused Projects
Managed Lanes Projects Meet Major Milestones
Express Lanes

F ollowing the successful completion of its first-ever managed lanes project Interstate 85 Express Lanes project in 2012 Georgia DOT is moving forward with implementing additional managed lanes projects. The Northwest Corridor; and Interstate 75 projects are all underway, having marked significant milestones in FY 2013. Consistent with the State Transportation Board-approved Managed Lanes System Plan (MLSP), these projects will be designed and constructed to meet the needs of the individual

corridor. Additionally, mobility in the managed lanes will be guaranteed; and lane management will rely on eligibility, congestion pricing and accessibility.
Georgia's development of its managed lanes system comes as GDOT grapples with two compelling realities acute congestion that impacts the state's economic competitiveness and quality of life and funding constraints that limit dollars available for capital projects. The Department also recognizes that it is not feasible to construct additional lanes to accommodate current and future growth.

Managed Lanes Projects and Milestones
for Fiscal Year 2013

Northwest Corridor Project
The Northwest Corridor Project, includes the construction of 29 miles of tolled managed lanes along Interstate-75 from Interstate-285 to Hickory Grove Road and along I-575 to Sixes Road. It includes two reversible tolled managed lanes from Interstate-285 north to Interstate-575 and one reversible tolled managed lane on I-75 from I-575 to Hickory Grove Road and on I-575 from I-75 to Sixes Road. The estimated project cost is $834 million.
Project Milestones: August 2012: GDOT announced the short list
of four companies: C.W. Matthews Contracting Co., Inc., and the Michael Baker Corp.; Fluor-Lane LLC; Georgia Transportation Partners comprised of Bechtel Infrastructure Corp., Kiewit Infrastructure South Co., Dewberry and Davis, LLC, and STV Inc.; and Northwest Express Road Builders comprised of Archer Western Contractors, The Hubbard Group and Parsons Corp.
March 18, 2013: The Final Environmental Impact Statement (FEIS) Re-evaluation was approved by FHWA
June 10, 2013: GDOT received proposals for the project from prospective contractors
July 23, 2013: Northwest Express Roadbuilders (NWER) selected as apparent best value proposer for the project

Interstate 75 South
The Interstate-75 South Express Lanes project begins at State Route (SR) 155/McDonough Road and ends at SR 138/Stockbridge Highway. The project consists of 12 miles of reversible express lanes located within the median of I-75. It will be managed by a variable priced tolling system. Two reversible lanes are proposed from SR 138 to north of SR 20, and one reversible lane from north of SR 20 to SR 155.
These lanes will be designed to improve traffic
21. flow, increase options for motorists and transit and
registered vanpool customers, provide reliable trip times, create jobs and bring economic benefits to the residents of this region. The estimated project cost is approximately $176 million.
Project Milestones: March 12, 2013: Draft Environmental Assessment
(EA) was approved
June 21, 2013 Bids for Project received
June 28, 2013 Final EA/FONSI approved
July 2013 contract to build project awarded to C.W. Matthews Contracting, Inc.

Working to Manage Georgia Highways

Department Invests More than $1 Billion in Projects Across the State

Georgia DOT invested more than $1 billion on 347 projects across Georgia in Fiscal Year 2013, paving the way for improved mobility while also boosting the state's economy and quality of life . The $1.2 billion awarded in contracts also includes $84 million for 76 authorized local-let projects.
And through its Local Maintenance Improvement

Fulton County
.82 miles of median construction and intersection
on SR 141 (Peachtree Road), beginning west of SR
400 and extending east of Roxboro Road.
Contractor: Underground Construction Services Cost: $11.5 million

Grant (LMIG) program, the Department invested

Fulton County

another $109 million in local contracts. These funds,

2.1 miles of widening and reconstruction

awarded every year, represent 10 percent of the

on Johnson Ferry Road, beginning at Columns

previous year's motor fuel collections and are awarded

Drive and extending to Abernathy Road ; and

for local transportation projects.

on Abernathy Road, beginning at Johnson Ferry

In addition to making significant investments in its

Road and extending to Roswell Road. The project

transportation network, Georgia DOT also opened

also includes construction of a bridge and

scores of projects to traffic in FY 2013. Among the

approaches over the Chattahoochee River.

22. major projects were the following:
Chatham County
.85 miles of construction of a bridge and

Contractor: C.W. Matthews Contracting
Company, Inc.
Cost: $25.7 million

approaches on SR 307 (Bourne Avenue) over the Norfolk Southern Railway.
Contractor: Sunbelt Structures Cost: $13.7 million
Clay County and Early County
Widening and realignment on US27/SR 1, south of
J.W. Davis Road
Contractor: Oxford Construction Company Cost: $23.6 million
Coweta County
4.1 miles of widening and reconstruction on SR 34
Bypass. Project included construction of two bridges and approaches over CSX Railroad and the installation of CCTVs and Intersection Video Detection Systems.
Contractor: Sunbelt Structures Cost: $23.2 million

Gwinnett County
2.8 miles of widening for additional lanes and
reconstruction of SR 20.
Contractor: Gary's Grading and Pipeline Co., Inc. Cost: $10.9 million
Forsyth County and Fulton County
2.9 miles of a lane extension on US 19/SR 40 Contractor: C.W. Matthews Contracting
Company, Inc.
Cost: $3.4 million
McDuffie County
2.7 miles of interchange construction on Interstate
20/State Route 402 at the Thomson West Bypass (Three Points Road); including the construction of a bridge and approaches.
Contractor: Pitman Construction Company Cost: $ 9.3 million

DeKalb County
Construction of collector-distributor (CD)
lanes, general purpose lane modifications and ramp
improvements on Interstate 20, beginning at
Interstate 285 to Panola Road.
Contractor: C.W. Matthews Contracting

Emanuel County and Jefferson County
17.1 miles of widening and reconstruction on
US 1/SR4
Contractor: Gary's Grading and Pipeline Company Cost: $$21.6 million

Company, Inc.
Cost: $31 million

23.
TIA Office Announces First Project
Toombs County Project to Bring More Than 100 Jobs to Area

With their passage of the Transportation Investment Act (TIA) referendum, voters in three regions made transportation history, becoming the first to agree to a one percent transportation sales tax over 10 years to fund a list of projects in their communities.
Forty six counties in the Heart of Georgia/ Altamaha (Dublin, Jesup and Vidalia), Central Savannah River Area (Augusta) and River Valley (Columbus) regions agreed to invest a projected $1.8 billion in more than 850 projects over 10 years. In April 2013, Georgia DOT officials joined Toombs County representatives in announcing the first TIA project a turn lane that is expected to bring more than 100 jobs to the area. Through the end of the fiscal year, 120 projects were announced. The $162,000 Toombs County project added a dedicated turn lane on

State Route 130 north of Lyons and will serve traffic to a new pet food manufacturing facility.
Georgia DOT, through its TIA Office, plays a key role in the delivery of projects. The Department is responsible for the management of the budget, schedule and delivery of all projects contained in the TIAApproved Investments Lists (lists of projects presented to voters as part of the referendum). Additionally, the office is partnering with the Department's Equal Employment Office (EEO) to encourage disadvantaged, small and veteran-owned businesses' participation on projects in their respective regions.
Collection of TIA funds by the Georgia Department of Revenue began on January 1, 2013; and the first funds for building projects were distributed in the Spring of 2013. For information on TIA and GDOT's work to ensure the timely delivery of projects, visit www.GA-TIA.com.

Photo: CEDRIC MOHR cmohr@dot.ga.gov

Department to Invest in Economic Future with Freight and Logistics Plan
Georgia DOT in FY 2013 made significant progress in preserving the state's future as a leader in freight logistics with its unveiling of a comprehensive statewide plan aimed at creating jobs and growing Georgia's $50 billion (in annual sales) freight industry. The Freight and Logistics Plan, approved by the State Transportation Board in the spring of 2013, represents a
25. move toward increased investments across the spectrum in
Georgia's network of highways and state routes. The plan, which recommends an investment of $15 billion,
was developed in collaboration with Governor Nathan Deal, The Georgia Department of Economic Development's Center of Innovation for Logistics, the Ports Authority and major railroad and industry leaders. Additionally, Georgia House Bill 202, signed into law in April, exempts interstate highways and GDOT Boardapproved freight routes from congressional balancing.
The plan demonstrates the state's commitment to boosting Georgia's economic growth, particularly in booming industries such as manufacturing, construction, retail, utilities and agriculture. These five industries, which depend largely on freight and logistics, generate more than $100 billion of output each year in Georgia.
Additionally, the Freight and Logistics Plan will serve Georgia's short-term and long-term future, as ongoing expansion of the Panama Canal is projected to create increased freight shipments to East Coast ports, particularly a deepened ship channel in Savannah and a planned new port in Jasper. A comprehensive Georgia DOT study of all modes of the state's freight and logistics industry points to an overall gain of $65 billion and thousands of new jobs over the next 40 years.

Measuring Our Goals
Percentage of Projects Completed on Schedule

Strategic Objective
Complete the construction of 80% or more of all projects within the agreed upon contract time.

89.3%

Road to Improvement
GDOT exceeded its target in this area, achieving an 89% score for FY 2013. The Department will continue to explore ways to improve the quality of GDOT plans; to coordinate with existing utilities, and to communicate with contractors to further exceed our target in this area.

Description
Each contract executed to build a project includes an
26. agreed upon time frame by GDOT and the contractor
to complete construction. However, sometimes necessary extensions occur. This measure tracks how well GDOT is performing at constructing projects
within the agreed upoPnEcRonCtEraNctTtAimGeE. OF PROGECTS COMPLETED ON SCHELDULE

89.4% 77% 76.5% 78% 78.9% 72.6% 66.7% 68.5% 61.7%

Percentage of Projects Completed on Budget

Strategic Objective
Complete the construction of 90% all projects within 10% of their budgeted award amount.

99.3%

Achieving the Goal
GDOT is currently performing very well in this area, having achieved a score of 99% for FY 2013. The Department will continue to make improvements to project cost estimates and monitor construction overruns to encourage an upward trend in this area.

Description

Each contract executed to build a project includes a dollar amount agreed upon by GDOT and the

27.

contractor to complete construction. However,

sometimes projects are completed over or under the

award amount. This measure tracks how well GDOT is

doing dollar

aatmcoounnsttr.uctingPpEroRjeCctEsNwTitAhiGnEthOe aFgPreRedOuGpoEnCTS

COMPLETED

ON

BUDGET

89.4% 77% 76.5% 78% 78.9% 72.6% 66.7% 68.5% 61.7%

2005 2006 2007 2008 2009 2010 2011 2012 2013

2005 2006 2007 2008 2009 2010 2011 2012 2013

Financials

Georgia Department of Transportation Fiscal Year 2013 Budget $2,237,056,466

FAA (Airport) Funds 1.5%
$35,537,002

Financial Pie Charts FTA (Transit) Funds 1.5% $31,324,367

Other Funds 0.5%
$7,455,348

State General Funds 0.5%
$6,008,576

2228..

Motor Fuel Funds 45%
$1,013,101,350

FHWA Funds 51%
$1,143,629,823

25.

Georgia Department of Transportation Total State Motor Fuel Budget $1,013,101,350

Local Maintenance and
Improvement Grants Program
11% $110,642,250 General Operations 18% $183,884,456

Capital Programs 28%
$281,098,668

Maintenance 19%
$192,250,223

Debt Service 24%
$245,225,753

Working to Keep Georgia Moving

Georgia Department of Transportation
Georgia Department of Transportation
Office of Communications One Georgia Center 600 West Peachtree Street Atlanta, GA 30308 404.631.1990 www.dot.ga.gov
2014 Georgia Department of Transportation Office of Communications Georgia Department of Transportation is an Equal Opportunity Employer