Accountability and investment report, 2018

Accountabilty and Investment Report
Fiscal Year
2018
JULY 1, 2017- JUNE 30, 2018

State Transportation Board
The Georgia Department of Transportation (DOT) is governed by a 14-member State Transportation Board that guides the planning, development and management of the department and critical transportation projects in the state of Georgia. Board members are elected by a majority of a General Assembly caucus from each of Georgia's 14 congressional districts. Board members serve staggered five-year terms.

Ann R. Purcell
Congressional District 1 912.663.8128
apurcell@dot.ga.gov

Johnny Floyd
Congressional District 2 229.276.7065
jofloyd@dot.ga.gov

Lynn Westmoreland
Congressional District 3 770.880.9529
lwestmoreland@dot.ga.gov

Robert L. Brown, Jr.
Congressional District 4 404.377.2460
robrown@dot.ga.gov

Stacey Key
Congressional District 5 404.310.5040
skey@dot.ga.gov

Mark Burkhalter
Congressional District 6 404.527.4156
mburkhalter@dot.ga.gov

Rudy Bowen
Congressional District 7 404.317.3310
rubowen@dot.ga.gov

Tim Golden
Congressional District 8 229.241.1284
tgolden@dot.ga.gov

Emily Dunn
Congressional District 9 705.632.5000
edunn@dot.ga.gov

Jamie Boswell
Congressional District 10 706.714.3137
jboswell@dot.ga.gov

Jeff Lewis
Congressional District 11 770.382.4411
jeflewis@dot.ga.gov

Don Grantham
Congressional District 12 706.738.7786
dgrantham@dot.ga.gov

1 | FY 2018 Accountability and Investment Report

Dana L. Lemon
Congressional District 13 770.490.9125
dalemon@dot.ga.gov

Jerry Shearin
Congressional District 14 770.445.4474
jshearin@dot.ga.gov

Table of Contents
Executive Summary ..................................... 4 Georgia Infastructure By the Numbers ........... 5 Letter From the Commissioner ...................... 6 Georgia DOT Performance Measures .............. 7 Accountability and Fiscal Year 18 Results ....... 13 Life of a Georgia DOT Project ........................ 17 Planning ..................................................... 19 Innovative Project Delivery Methods ............... 25 Design ........................................................ 27 Construction ................................................ 31 Operations .................................................. 37 Maintenance and Asset Management ............ 43 Intermodal .................................................. 47 Safety ........................................................ 51 Georgia DOT Honors ..................................... 53 Georgia DOT Districts ................................... 55 Georgia DOT Contacts ................................... 57 Appendix .................................................... 59

FY 2018 Accountability and Investment Report | 2

MISSION OF THE GEORGIA DEPARTMENT OF TRANSPORTATION
Deliver a transportation system focused on innovation, safety, sustainability and mobility.
VISION OF THE GEORGIA DEPARTMENT OF TRANSPORTATION
Boost Georgia's competitiveness via leadership in transportation.
NEW LOGO AND BRAND IDENTITY
Georgia DOT proudly unveiled its new logo and brand identity at the close of the fiscal year. The new design visually interprets today's modern and streamlined GDOT. It is approachable, yet businesslike; strong and aerodynamic, always moving forward - just like GDOT. It also features a new visual icon - the FOCUS icon. The icon represents GDOT's core values - Flexible, Open, Committed, Unified and Successful.
F LEXIBLE O PEN C OMMITTED U NIFIED S UCCESSFUL
At its most literal, the FOCUS icon inside of the "O" represents the fact that our job at GDOT is ongoing - a roadway stretching into the distance, extending farther than the eye can see, reflecting infinity. However, in the abstract, the icon also represents other modes of transportation: a bridge crossing a wide waterway; a rail line; an airport runway. When the entirety of what the FOCUS icon represents is considered, it means nothing less than the sum total of the elements that form a connected transportation network, making it the perfect stand-alone icon to represent today's modern, focused, forward-looking Georgia Department of Transportation.
3 | FY 2018 Accountability and Investment Report

Executive Summary
The Georgia Department of Transportation has been keeping Georgians moving since its founding as the Georgia Highway Commission in 1916. Now, 102 years later, Georgia DOT still continues to strive to provide a sustainable and connected transportation system that supports economic development and improves quality of life. Thanks to the vision, dedication and tenacity of Georgians through the decades, transportation in Georgia has come a long way. From the dirt roads of 1916 to today's modern infrastructure of more than 125,000 centerline miles and nearly 15,000 bridges statewide, the department is upholding its mission to deliver a transportation system focused on innovation, safety, sustainability and mobility. Georgia DOT is responsible for planning, constructing, maintaining and improving the state's roads, bridges and interstate highways. The department provides planning and financial support for other modes of transportation including rail, transit, general aviation and bicycle and pedestrian programs, and also has involvement in waterways, including the ports of Savannah and Brunswick, as well as the intracoastal waterway. As a state agency with nearly 4,000 employees, Georgia DOT and its people share a vision to boost Georgia's competitiveness through leadership in transportation and play a critical role in providing a safe, secure and reliable infrastructure for all Georgians. Georgia DOT has adopted strategic goals to support its efforts to achieve this:
Efficiently maintain current infrastructure Invest in safety for Georgians and Georgia DOT employees Recruit, train and retain a quality workforce Invest in reliability, congestion and connectivity improvemets Deliver all projects on time and on budget Under the leadership of Commissioner Russell R. McMurry, P.E., the department has garnered local and national recognition for its efforts to improve mobility in Georgia. Thanks to the Transportation Funding Act of 2015, Georgia DOT is investing an estimated $830 million to $1 billion in additional dedicated transportation funding annually; broke ground on the first of 11 initial Major Mobility Improvement Projects, which once complete will add over 300 new lane miles in Georgia's metro areas, creating additional capacity, improving the movement of freight, providing operational improvements and efficiencies, enhancing safety and decreasing travel times; opened new toll managed express lanes systems, which are proving to significantly reduce travel times and improve mobility; and utilized innovative construction and delivery techniques to advance Georgia's status as the number one state for business. The annual Accountability and Investment Report provides a look at the previous fiscal year, and among many other topics gives an overview of accomplishments, performance measures, funding, innovative programs and partnerships, planning and achievements.
FY 2018 Accountability and Investment Report | 4

Georgia Infrastructure By the Numbers
NUMBER 1 STATE TO DO BUSINESS FOR THE SIXTH CONSECUTIVE YEAR
Site Selection, volume 63 (Number 6), (2018, November).
2018 INFRASTRUCTURE SCORE: A
CNBC.com (2018, July).
DAILY VEHICLE MILES TRAVELED: 201,649,271 MILLION
GEORGIA ROADS ARE AMONG THE BEST MAINTAINED IN THE COUNTRY
CNBC.com (2018, July).
GEORGIA'S POPULATION: 10.43 MILLION
U.S. Census Bureau (2017, July).
AVERAGE COMMUTE TO WORK: 28.5 MINUTES
CNBC.com (2018, July).
NEARLY 50,000 LANE MILES OF INTERSTATES AND STATE ROUTES
STATE HIGHWAY SPENDING PER DRIVER: $254 ANNUALLY
247wallst.com (2018, August).
HOME TO THE LARGEST SINGLE CONTAINER TERMINAL IN NORTH AMERICA:
PORT OF SAVANNAH
Savannah Economic Development Authority (n.d.).
HOME TO 104 PUBLIC-USE AIRPORTS RANGING FROM SMALL GENERAL AVIATION TO THE BUSIEST AIRPORT IN THE WORLD: HARTSFIELD-JACKSON ATLANTA
INTERNATIONAL AIRPORT
APPROXIMATELY 5,000 MILES OF RAIL TRANSPORTING MORE THAN
196 MILLION TONS OF FREIGHT
5 | FY 2018 Accountability and Investment Report

Letter From the Commissioner
Looking back on Fiscal Year 2018, the Georgia Department of Transportation (GDOT) made many positive steps forward in transportation in just a single year. It is rewarding to see how investment in transportation infrastructure makes for a better Georgia.
Georgia was named the number one state to do business for the sixth consecutive year. As a state, we recognize that one of the vital components for business success is our transportation network. This network directly correlates to economic growth and development in a way that consistently drives long lasting impact locally. As commissioner, I am focused on both the current state and future of our mobility to facilitate this growth and quality of life for all Georgia residents.
GDOT had many accomplishments in FY 18. Here are a few highlights.
The Northwest Corridor Express Lanes project - potentially the most transformative project in GDOT's history - neared completion in FY 18. The fully-reversible express lanes on Interstates 75 and 575 in Cobb and Cherokee counties, which opened successfully to traffic in September 2018, are proving to be a major success by every measure.
Always focused on leveraging financial resources, GDOT received a $184 million Infrastructure for Rebuilding America (INFRA) grant from USDOT for the State Route 400 Express Lanes project. This was the largest INFRA grant awarded in FY 18.
GDOT continues to utilize innovative project delivery methods such as design-build, public-private partnerships and accelerated bridge construction techniques. GDOT has also seen success in having contractors bid additional project segments based on a fixed budget, which results in the taxpayer getting more project at the lowest cost. For example, on I-85 Widening the winning contractor provided an additional four miles and was under our cost estimate.
Residents in southern Georgia voted to become the fourth region to participate in GDOT's Transportation Investment Act (TIA) program. This is a testament to the success of the program in its three original regions.
GDOT continues to focus on freight and logistics movement throughout Georgia. There are no better examples than the ongoing reconstruction of the I-16/I-75 interchange in Macon, which broke ground at the beginning of the fiscal year; and the Transform 285/400 project in metro Atlanta, which is bringing a much-needed mobility improvement to this critical interchange. Both will help move people and freight more safely and efficiently once complete, and many more such examples statewide will contribute to substantial overall improvement in Georgia's freight network.
The outstanding GDOT team is always ready to respond to extreme weather events. Whether it is winter storms bringing snow and ice, or damaging tornadoes or hurricanes, I am extremely proud of our dedicated GDOT employees who are committed to ensuring public safety and facilitating safe passage for motorists. FY 18 presented a number of extreme weather challenges like Hurricane Irma and snow in parts of Georgia that seldom receive it. Each time, the men and women of GDOT responded brilliantly.
Safety is always on our minds. The passage of Georgia's Hands-Free cell phone law provides us with a tremendous educational opportunity to continue promoting safer driving habits. In FY 18, GDOT relaunched the Drive Alert Arrive Alive campaign, further building awareness among Georgians of the dangers of distracted driving, and seeking to drive positive changes in behavior. This, combined with efforts by other agencies and the new Hands-Free law, has the potential to save untold numbers of lives.
This year, GDOT introduced a new branding initiative with an entirely new logo and visual identity system. You will see those elements throughout this report. The new design visually interprets today's modern and streamlined GDOT. It represents all modes of transportation that we are proud to deliver roads and bridges, rail, airports, waterways and transit.
At Georgia DOT, we work to create an atmosphere of innovation and collaboration, which drives a culture of continuous growth. As we prepare today for the challenges of tomorrow, I am encouraged by the progress we are making toward creating a more connected transportation network with innovative solutions and technological advances that were unimaginable just a few short years ago.
It is always our goal to be transparent and accountable to you in all that we do. I appreciate your review of this Accountability and Investment Report for Fiscal Year 2018. Thank you for your interest in Georgia DOT and in transportation in the state of Georgia.
Russell R. McMurry, P.E. Commissioner
FY 2018 Accountability and Investment Report | 6

Georgia DOT Performance Measures
SETTING GOALS
Georgia DOT aligns and measures its performance with its goals and objectives. Each goal relates to and supports the state's strategic priorities.
DATA DRIVES PERFORMANCE
Performance management enables GDOT to accomplish its mission of providing a safe and well-maintained transportation system for the people of Georgia. Harnessing and measuring data enables Georgia DOT to make decisions, adjustments and improvements that lead to fulfilling this mission.
PERFORMANCE MEASURES
Georgia DOT's many performance measures - known as MilePosts - help Georgians understand how the department is doing and areas of improvement. MilePosts cover hundreds of key measures from average highway speeds to pavement conditions, the condition of state bridges to average Highway Emergency Response Operator (HERO) response time, the number of fatalitieson Georgia's roads to percentage of projects completed on time and on budget.
MISSION AND GOALS
Georgia DOT's mission is to deliver a transportation system focused on innovation, safety, sustainability and mobility. This mission translates into five strategic goals relating to safety, system preservation, project delivery, mobility and the team at GDOT.
FIVE STRATEGIC GOALS
Invest in safety for Georgians and Georgia DOT employees Efficiently take care of what we have Deliver projects on time and on budget Invest to improve reliability, congestion and connectivity Recruit, train and retain a quality workforce
7 | FY 2018 Accountability and Investment Report

SAFETY
Invest in safety for Georgians and Georgia DOT employees. Tracks fatalities and injuries on Georgia's roads.

Number of Roadway Fatalities Statewide
CALENDAR YEAR TO DATE
2018
2017
DIFFERENCE

Q1 Jan-Mar

Q2 Apr-June

Q3

Q4

July-Sept Oct-Dec

3389

718

1,110

-

378

763

1,173

1,549

-39

-45

-73

-

Calendar Year Fatality Trend on Georgia's Roadways

2000 1500

1647

1000

1508

1299

1250

1236 1199 1190 1170

1432

1561 1549

500

0

2007

2008 2009 2010

2011 2012 2013 2014

2015

2016

2017

TOWARD ACHIEVING RESULTS
Georgia DOT makes ongoing infrastructure investments to enhance safety. These include use of data and analytics to identify systemic safety projects such as improved pavement markings, cable barrier installations and rumble strips. Non-systemic projects in targeted locations include reduced conflict U-turn intersections (RCUTS) and roundabouts. Road safety audits, where engineers walk a road to identify potential safety deficiencies, are also conducted.

In 2018, over $100 million was obligated to the Highway Safety Improvement Program (HSIP) for infrastructure safety projects, including $12 million to off-system safety.

It is anticipated that Georgia's Hands-Free cell phone driving law, which went into effect July 1, 2018, will contribute to enhanced safety on our roads.

Georgia DOT has several safety marketing campaigns (see more about the safety programs on pages 51 and 52):

Drive Alert Arrive Alive which educates drivers about how changes in their driving behavior can reduce preventable crashes and save lives. Since 2015, the Office of Strategic Communications has conducted outreach to combat distracted driving. The campaign relaunched in April 2018 with new creative and visual content.
See & Be Seen also educated the public to address surge in pedestrian fatalities.
National Work Zone Safety Awareness Week is observed each spring to call public attention to the dangers in roadway work zones.

GDOT DISTRICTS CONDUCTED 207 DRIVE ALERT ARRIVE ALIVE OUTREACH EVENTS IN FY 18

Safety On My Mind is Georgia DOT's employee-focused initiative that inspires a safety-first culture among staff.

FY 2018 Accountability and Investment Report | 8

SYSTEM PERFORMANCE
Traffic congestion causes delays, increases fuel consumption and hinders motorists' ability to accurately estimate travel time. These measures track average speeds across the most congested freeways in the metro Atlanta region. By focusing on these key roadways, GDOT can identify and address the biggest congestion challenges. The goal is to reduce congestion so that a 30 minute trip during non-peak travel hours would take no more than 40 minutes during peak rush hours. That means an average speed of 55 mph during non-peak hours would be reduced no less than 40 mph during peak rush hours.

Measure

Target

Q1 July-Sept
2017

Q2

Q3

Oct-Dec Jan-March

2017

2018

Q4 Apr-June
2018

FY 18 Average

General Purpose Lanes / Morning Rush* 6 AM-10 AM
General Purpose Lanes / Evening Rush* 3 PM- 7 PM

> 40 MPH

38

34

35

36

35

> 40 MPH

33

30

33

32

32

Managed Lanes / Morning Rush** 6 AM-10 AM

> 45 MPH

59

55

55

59

57

Managed Lanes / Evening Rush** 3 PM-7 PM

> 45 MPH

56

58

63

65

61

*A.M./P.M. *PEAK-HOUR SPEEDS ON MOST CONGESTED CORRIDORS. DATA UPDATED MONTHLY. SOURCE OF DATA: NAVIGATOR **A.M./P.M. PEAK-HOUR SPEEDS ON EXPRESS LANES AND HOT LANES; NOT NON-TOLL HOV LANES. DATA UPDATED MONTHLY. SOURCE OF DATA: NAVIGATOR

MOST CONGESTED CORRIDORS

GENERAL PURPOSE LANES - A.M.
I-75 SB (from Wade Green Road to I-285) I-75/I-85 NB (from I-20 to I-85N)
I-75/I-85 NB(from I-85S to I-20) I-75 NB (from Hudson Bridge Road to I-285) I-85 SB (from Old Norcross Road to I-285)
SR 400 SB (from Windward Pkwy to I-285) I-285 EB (from I-75 to SR 400) I-285 WB (from I-85 to SR-400) I-285 NB (from US-78 to I-85) I-20 WB (from I-285 to I-75/I-85)
I-285 NB Westside (from I-20 to I-75 NW) US 78 WB (from W Park Pl to I-285) I-575 SB (from SR 92 to I-75)
SR 141 SB (from Peachtree Pkwy split to I-285) I-20 WB (from Evans Mill Rd to I-285) I-20 EB (from Thornton Rd to I-285)
9 | FY 2018 Accountability and Investment Report

GENERAL PURPOSE LANES - P. M.

EXPRESS LANES - A.M.

I-75 NB (from I-285 to Wade Green Road) I-75/I-85 SB (from I-85N to I-20)
I-75 SB (from I-285 to Hudson Bridge Road) I-85 NB (from I-285 to Old Norcross Road)
SR 400 NB (from I-285 to Windward Pkwy) I-285 WB (from SR-400 to I-75) I-285 EB (from SR-400 to I-85) I-285 SB (from I-85 to US-78)
I-285 SB Westside (from I-75 NB to I-20) US 78 EB (from I-285 to W Park Pl) I-575 NB (from I-75 to SR 92) I-20 EB (from I-285 to Evans Mill Rd) I-20 WB (from I-285 to Thornton Rd)

I-85 SB (from Hamilton Mill to Chamblee Tucker Rd) I-75 NB (from SR 155 to I-675)
I-75 SB (from Hickory Grove Rd to I-285) I-575 SB (from Sixes Rd to I-75)
EXPRESS LANES - P.M.
I-75 SB (from I-675 to SR 155) I-85 NB (from Chamblee Tucker Rd to Hamilton Mill Rd)
I-75 NB (from I-285 to Hickory Grove Rd) I-575 NB (from I-75 to Sixes Rd)

TOWARD ACHIEVING RESULTS
Georgia DOT's Major Mobility Investment Program (MMIP) is an initial list of 11 large-scale transportation projects that will improve mobility; increase travel capacity, reliability and safety; help move freight more efficiently; and provide economic benefits. Once complete, it is expected that by the year 2030 there will be a five percent reduction in traffic congestion statewide. Georgia Express Lanes (GEL) provide a mobility choice for drivers to pay a toll to bypass congestion and offer a clear path for transit operators. GEL relies on variable-price tolling to maintain free-flowing travel. The result is more reliable and predictable trip times - even during peak travel periods. By the end of FY 18, the Northwest Corridor Express Lanes was more than 95 percent complete and the I-85 Express Lanes Extension project was 81 percent complete. Incident management that facilitates efficient, safe and fast roadway clearance reduces the impact of crashes on motorists. In metro Atlanta, a primary mission of the HERO program is to clear disabled vehicles from the roadway to restore normal traffic flow. The TIME Task Force Towing and Recovery Incentive Program (TRIP) encourages the quick, safe clearance of large-scale commercial vehicle incidents. By paying performance incentives to highly skilled TRIP-certified towing and recovery companies, delays and safety hazards are reduced.
FY 2018 Accountability and Investment Report | 10

STEWARDSHIP AND ACCOUNTABILITY
Deliver projects on time and on budget. Tracks percentage of projects delivered on schedule and on budget.

PERCENTAGE OF PROJECTS DELIVERED ON SCHEDULE
Each construction contract executed to build a project includes an agreed upon timeframe by GDOT and the contractor to complete construction. However, sometimes necessary extensions occur. This measure tracks how well GDOT is constructing projects within the agreed upon (original) contract time.
BREAKDOWN OF FISCAL YEAR

Q1

FY

Jul-Sept

Q2 Oct-Dec

Q3 Jan-Mar

2018

49%
=29 (ON SCHEDULE) OF 59 (TOTAL PROJECTS)

47%
=27 (ON SCHEDULE) OF 57 (TOTAL PROJECTS)

77%
=47 (ON SCHEDULE) OF 61 (TOTAL PROJECTS)

*FIGURES ARE DRAWN FROM DYNAMIC SYSTEMS AND ARE REFLECTIVE OF THE TIME THEY WERE GENERATED. DATA IS VALID AS OF 7/30/2018.

HISTORICAL TREND

76%

65%

60%

Q4 Apr-Jun
93%
=13 (ON SCHEDULE) OF 14 (TOTAL PROJECTS)

FY Total
61%
=116 (ON SCHEDULE) OF 191 (TOTAL PROJECTS)

64%

61%

FY 2014

FY 2015

FY 2016

FY 2017

FY 2018

PERCENTAGE OF PROJECTS COMPLETED ON BUDGET
Each contract executed to build a project includes a dollar (award) 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 constructing projects within the agreed upon dollar (award) amount.

BREAKDOWN OF FISCAL YEAR

FY

Q1 Jul-Sept

Q2 Oct-Dec

Q3 Jan-Mar

2018

89%
=76 (ON BUDGET) OF 85 (TOTAL CONTRACTS)

87%
=59 (ON BUDGET) OF 68 (TOTAL CONTRACTS)

96%
=67 (ON BUDGET) OF 70 (TOTAL CONTRACTS)

*FIGURES ARE DRAWN FROM DYNAMIC SYSTEMS AND ARE REFLECTIVE OF THE TIME THEY WERE GENERATED. DATA IS VALID AS OF 7/30/2018.

Q4 Apr-Jun
95%
=37 (ON BUDGET) OF 39 (TOTAL CONTRACTS)

FY Total
91%
=239 (ON BUDGET) OF 262 (TOTAL CONTRACTS)

HISTORICAL TREND

94%

92%

85%

90%

91%

FY 2014

FY 2015

FY 2016

FY 2017

FY 2018

TOWARD ACHIEVING RESULTS
Georgia DOT's State Utilities Office ensures that Utility Adjustment Schedules are included in the advertisement for contractor consideration when bidding on projects. The project close-out procedure has been updated to allow for corrective work to be completed within the contract time. Georgia DOT works proactively with contractors to resolve issues as quickly as possible. These practices along with other initiatives have contributed to a significant reduction in utility delays on construction projects.
11 | FY 2018 Accountability and Investment Report

PAVEMENT AND BRIDGE CONDITION
System preservation: Efficiently take care of current transportation facilities. Tracks roadway pavement and bridge conditions.
Comprehensive pavement condition: Tracks pavement conditions on surveyed routes and is based on route prioritization. Scores are on a 0-100 scale, with 100 being the best. Scores: GOOD 85-100, FAIR 70-85, POOR less than 70.

Route
Critical
Interstates, National and State Freight Corridors, Federal Strategic Highway Network
High
National Highway System, U.S. Routes, GRIP Corridors
Medium
GEMA Routes
Low
All other Uncategorized Routes - Low Connectivity

Target
85 85 82 79

2016
84 79 78 80

2017
84 79 80 80

2018
84 79 80 80

BRIDGE CONDITION
Tracks bridge conditions based on strength and deck condition. GDOT continues to reduce the number of deficient bridges and is also targeting bridges in "Fair" condition, raising them to a level of "Good". On-system bridge structures carry Interstate, U.S. Numbered and State Routes. Off-system bridge structures are locally-owned.
Bridge replacement projects take nearly five years from when they are added to the program to be ready for construction. Typically construction takes 12 to 24 months and then it can take up to 12 months for the completed structure to be reflected in the bridge inventory. With construction activities underway on many projects and projecting construction through FY 2020, the percentage of bridges in good condition will start to rise again. As rehabilitation projects are being completed, Georgia DOT expects to see the overall percentage of bridges in good condition at 46 percent to rise to 48 percent in the coming year. Georgia DOT continues to replace those bridges that are in poor condition, keeping that percentage very low. But due to an aging infrastructure, bridges will continue to move from good condition into fair condition.

Measure
Bridges Percentage In Good Condition On-System Off-System
Bridges Percentage In Fair Condition On-System Off-System
Bridges Percentage In Poor Condition On-System Off-System

2014
51% 51% 51% 47%
47% 46%
2%
1% 4%

2015
52%
52% 62%
45%
51% 34%
2%
1% 4%

2016
51%
51% 51%
47%
48% 44%
2%
1% 4%

2017
48%
48% 48%
50%
52% 48%
2%
1% 4%

2018
46%
45% 48%
52%
54% 49%
2%
1% 3%

TOWARD ACHIEVING RESULTS
As a result of the Transportation Funding Act (TFA) of 2015, Georgia DOT has sustained funding to focus on deferred routine maintenance activities, including pavement preservation and bridge rehabilitation or replacement. Compared to FY 2015, funding for roadway resurfacing nearly quadrupled in FY 2016, with similar funding in FY 2017 and FY 2018. This allows GDOT to work toward restoring a 15-year pavement resurfacing cycle, rather than the 50-year cycle in place just a few years ago. Additionally, funding for bridge repairs and replacements nearly doubled in FYs 2016, 2017 and 2018, allowing the department to repair or replace both on-system and off-system bridges.
In FY 2018, GDOT invested $447 million in routine maintenance, $400 million in capital maintenance and $301 million in repairing and replacing bridges. This is more than double the investment before the TFA.
FY 2018 Accountability and Investment Report | 12

Accountability and Fiscal Year 18 Results

FINANCE AND FUNDING
Georgia DOT's operating budget is derived from two primary funding sources, federal and state.
Federal funding comes from the Federal Highway Administration (FHWA), the Federal Transit Administration (FTA) and the Federal Aviation Administration (FAA). State funds are appropriated and approved by the Governor of Georgia and General Assembly, and come from a variety of funding sources. Federal funds must be spent in Fixing America's Surface Transportation (FAST) Act budget categories (see below).

FUNDING SOURCES

STATE

FEDERAL

Fuel
$0.26 | GALLON GASOLINE $0.30 | GALLON DIESEL
Hotel
$5 PER NIGHT

U.S. Department of Transportation
FEDERAL HIGHWAY
ADMINISTRATION

Annual Alternative Fuel Vehicle Fee
$208.13 NON-COMMERCIAL $313.95 COMMERICAL
Annual Heavy Vehicle
$50 TO $100

Federal Aviation Administration

Bridge Bond Funds
$100 MILLION
Agency and Other Fees

Federal Transit Administration

$2,131,821,390

$1,593,146,310

TOTAL - $3,724,967,700
FAST ACT
Federal funds must be spent in budget categories that align with Fixing America's Surface Transportation (FAST) Act. Enacted in 2015, the FAST Act provides long-term funding certainty for surface transportation infrastructure planning and investment projects.

NATIONAL HIGHWAY PERFORMANCE PROGRAM
(NHPP)

RECREATION TRAILS

SUB-ALLOCATED BY POPULATION

CONGESTION MITIGATION AND AIR QUALITY IMPROVEMENT

13 | FY 2018 Accountability and Investment Report

ANY AREA

>200K

5K to 200K

<5K

FREIGHT

HOW FUNDS ARE USED
Georgia DOT balances how funds are used to best serve the people and businesses of Georgia. The following depicts how GDOT funds were used in FY 18.

Capital Construction

Capital Maintenance

Routine Maintenance

Payments to State Road & Tollway Authority

45%
$1.72 BILLION

12%
$430 MILLION

12%
$456 MILLION

7%
$260 MILLION

Local Maintenance & Improvement Grant
5%*
$179 MILLION
Intermodal
3%
$112 MILLION

Construction Administration
4%
$153 MILLION
Department Administration
2%
$78 MILLION

3.5%
$129 MILLION
Local Road Assistance Administration
2%
$56 MILLION

G.O. Bond Sinking Debt Fund
3%
$116 MILLION
Planning
1%
$25 MILLION

Data Collection Compliance & Reporting
0.5%
$10 MILLION

Total - $3,724,967,700

* LMIG APPROPRIATION IS 10% OF EXCISE IN ACCORDANCE WITH 32-5-7.

HIGHWAY SAFETY IMPROVEMENT PROGRAM
(HSIP)

TRANSPORTATION ALTERNATIVES PROGRAM
(TAP)

STATE PLANNING AND RESEARCH
(SPR)

BRIDGE

ANY AREA

SAFE ROUTES TO SUB-ALLOCATED ENHANCEMENT SCHOOLS (SRTS)

FY 2018 Accountability and Investment Report | 14

TRANSPORTATION FUNDING ACT
The Transportation Funding Act of 2015 (TFA) is the single-most important transportation investment in Georgia history. TFA provides much-needed funding to improve and expand the state's transportation network.
LOCAL MAINTENANCE AND IMPROVEMENT GRANT
The Local Maintenance and Improvement Grant (LMIG) program was developed in cooperation with the Association of County Commissioners (ACCG), Georgia Municipal Association (GMA) and others to help local governments achieve much-needed improvements to locally-owned roads and bridges. See page 46 for more information about the LMIG program.
TRANSPORTATION INVESTMENT ACT
In 2012, voters in three middle-Georgia regions River Valley (RV), Central Savannah River Area (CSRA) and the Heart of Georgia Altamaha (HOGA) - approved Transportation Improvement Act (TIA) referendums creating a 10-year, one percent sales tax to fund transportation improvements within their regions. TIA is projected to generate $1.5 billion in new revenue combined across these regions. Of that, 75 percent is used for construction of projects previously identified and approved by each region as part of the referendums. The remaining 25 percent is disbursed monthly to each regions' governments for discretionary use on local transportation-related efforts.
In May 2018, the Southern Georgia (SG) Region became the fourth region to pass TIA. Tax collections started on October 1, 2018, and are projected to generate $500 million in revenue to support the 151 projects listed on the region's approved investment list and local discretionary projects. See page 35-36 for updates on TIA projects.

$37.8
MILLION
PROJECTS CONTRACTED IN FY 18
TIA REVENUE COLLECTION TO DATE
RV
$2B $1.5B $1B $500M
$755.3
MILLION
15 | FY 2018 Accountability and Investment Report

MAP OF TIA REGIONS IN GEORGIA, INCLUDING THE NEW SOUTHERN REGION
CSRA
HOGA
SG

STATE TRANSPORTATION PROJECT DELIVERY

While construction and capital maintenance are the largest areas of investment in Georgia DOT's budget, they are just one small part of a comprehensive process that includes planning, design, construction, operations and ongoing maintenance.
One of the ways the department measures progress is by tracking the number of projects annually "let," or advertised for bidding, which allows the department to get the most competitive pricing. Once bids have been reviewed, Georgia DOT awards the project to the lowest-cost qualified bidder so work can begin.
Construction is the most visible stage of a transportation project. GDOT works with experienced private contractors and consultants from around the world who bring unique expertise and experience to complement department staff and deliver projects. Part of GDOT's contracting effort includes engaging Disadvantaged Business Enterprises (DBEs).

296
PROJECTS

258
PROJECTS

301
PROJECTS

VALUED AT $1.13 BILLION PUT OUT FOR BID BY GDOT

VALUED AT $980 MILLION AWARDED FOR CONSTRUCTION

VALUED AT $1.37 BILLION OPENED TO TRAFFIC

1,017 TOTAL ACTIVE PROJECTS VALUED AT $5.67 BILLION

PROMOTING DISADVANTAGED, VETERAN-OWNED AND SMALL BUSINESS ENTERPRISES
Disadvantaged Business Enterprises (DBE) are for-profit small businesses that are majority-owned and operated by socially and/or economically disadvantaged individuals. GDOT works with DBE partners on projects ranging from construction, maintenance and operations to planning and data collection. The program ensures that small businesses have an opportunity to support state and federally-funded work.
GDOT's State Supported Funding Program (SSFP) has a Business Resource Help Center in Decatur, GA to assist eligible DBEs, and registered small and veteran-owned businesses with business opportunities funded by the Transportation Funding Act (TFA) of 2015. The Help Center conducts statewide outreach.
GDOT's DBE goals for federally-funded contracts:

Ensure nondiscrimination in the award and administration of DOT-assisted contracts in the department's highway, transit and airport financial assistance programs
Create a level playing field on which DBEs can compete fairly for DOT-assisted contracts
Ensure that the department's DBE program is narrowly tailored in accordance with applicable law
Guarantee that only firms that fully meet DBE eligibility standards are permitted to participate
Help remove barriers to the participation of DBEs in DOT-assisted contracts
Promote the use of DBEs in all types of federally-assisted contracts and procurement activities conducted by recipients
Assist the development of firms that can compete successfully in the marketplace outside the DBE program
Provide appropriate flexibility to recipients of federal financial assistance in establishing and providing opportunities for DBEs

16%

DBE GOAL FOR GDOT

17.7%

DBE ATTAINMENT FOR GDOT, SURPASSING DEPARTMENT DBE GOAL
Reflecting period from 10/01-03/31

$24.2 MILLION

AWARDED TO AFRICAN AMERICAN-OWNED FIRMS IN FY 18

7 PRIME CONTRACTS VALUED AT $6.33 MILLION AWARDED

450 SUBCONTRACTS VALUED AT $48.7 MILLION AWARDED

FY 2018 Accountability and Investment Report | 16

Life of a Georgia DOT Project

Georgia DOT is constantly looking ahead at ways to improve the state's infrastructure. A Georgia DOT project may take many years to plan, design and construct, and once a project is completed, the focus shifts to ongoing operation and maintenance of the infrastructure.
All infrastructure projects are touched by various Georgia DOT divisions and require many people who aid in bringing a project to life.
This Accountability and Investment Report follows the process outlined below.
Planning
Prioritization of projects 10-Year Plan Coordination with MPO's Conduct planning studies Identify goals, funding and policies Evaluate preliminary design

Life of a Project

Design
Document environmental impacts Survey and right-of-way acquisition Host public informational meetings Identify project delivery method Collaborate with engineer teams on final design and timeline
Construction
Certify contractors Prepare plans for bidding Open plans for bidding Evaluate and select contractors and consultant services firms Start construction project Provide construction project management, oversight and quality control

Maintenance
Conduct routine inspections and maintenance of on- and off-system bridges and roadways
Contract and oversee preventative maintenance contracts Establish departmental procedures
Participate in department and staff trainings and continued education Oversee overall preservation of the state highway system and bridges

Operations
Oversee traffic management and information systems Ensure safe highways and improve traffic control Proactive response to inclement weather Coordinate with public and private partners at federal, state, local level

17 | FY 2018 Accountability and Investment Report

FY 2018 Accountability and Investment Report | 18

Planning

The Planning Division conducts studies to identify and address transportation needs and has established a process that assists the department with project selection and programming, using performance-based criteria and analytical tools to prioritize projects. Prioritization criteria are based on Georgia DOT's strategic goals and help better align projects with the investment needs of the agency.
TRANSPORTATION FUNDING ACT TEN-YEAR PLAN
As part of the passage of the Transportation Funding Act in 2015 (TFA), Georgia DOT is required to create a 10-year plan of improvement for Georgia's roads and bridges. TFA funding helps to prioritize projects while outlining the use of department resources for the upcoming fiscal years.

Statutory Funding Categories
Construction of New Highway Projects Maintenance of Existing Infrastructure Bridge Repairs & Replacements
Safety Enhancements
Administrative Expenses
Statutory Funding Categories
Construction of New Highway Projects Maintenance of Existing Infrastructure Bridge Repairs & Replacements Safety Enhancements
Administrative Expenses

FY 2018

FY 2019

FY 2020

FY 2021

FY 2022

State Fed Total 39% 54% 46%

State Fed 40% 46%

Total State Fed Total 43% 48% 56% 52%

State Fed 49% 57%

Total 53%

State Fed Total 50% 58% 54%

35% 19% 28% 33% 20% 27% 31% 12% 22% 30% 11% 21% 30% 11% 20%

10% 8% 9% 11% 15% 13% 6% 15% 10% 6% 15% 10% 6% 15% 10%

5% 12% 9% 5% 13% 9% 5% 11% 8% 5% 11% 8% 4% 11% 8%

11% 6% 8% 11% 6% 9% 11% 5% 8% 10% 6% 8% 10% 5% 8%

FY 2023

FY 2024

FY 2025

FY 2026

FY 2027

State Fed 51% 54%

Total State Fed 52% 51% 54%

Total State Fed Total 52% 51% 53% 52%

State Fed Total 52% 52% 52%

State Fed Total 52% 52% 52%

29% 12% 21% 29% 12% 21% 29% 12% 21% 29% 13% 21% 29% 13% 21%

5% 6% 11% 5% 16% 11% 5% 17% 11% 5% 17% 11% 5% 17% 11% 4% 12% 8% 4% 12% 8% 4% 12% 8% 4% 12% 8% 4% 12% 8% 10% 6% 8% 10% 6% 8% 10% 6% 8% 10% 6% 8% 10% 6% 8%

STATUTORY REFERENCE: O.C.G.A. 32-5-27.1 PLAN FOR USE OF DEPARTMENT RESOURCES; BUDGETING CONSIDERATIONS

STATEWIDE TRANSPORTATION PLAN (SWTP)
Using a methodical, data-driven approach, the Planning Division works with other state agency offices and divisions, the Federal Highway Administration (FHWA), Metropolitan Planning Organizations (MPOs) and local governments to implement the Statewide Transportation Plan (SWTP). Federal regulations require states to have a multimodal long-range transportation plan that maintains at least a 20-year window into the future. The current SWTP has a horizon year of 2040. The SWTP assesses the current and future performance of all major transportation modes in the state and examines the linkages between modes. It also defines financially-constrained and unconstrained statewide transportation programs, estimates the programs' costs, and forecasts available and potential funding.
STATEWIDE STRATEGIC TRANSPORTATION PLAN (SSTP)
Georgia legislation requires the department to develop a Statewide Strategic Transportation Plan (SSTP). The SSTP is a comprehensive, fiscally-constrained plan that provides a look at all transportation issues facing Georgia now and through the year 2040. The plan sets the department's strategic direction and makes the business case for increased transportation investment. It takes into account growth trends and projections, economics, existing conditions, future needs and investment strategies. Projects, programs, and other activities designed to support the transportation goals and policies are incorporated.

19 | FY 2018 Accountability and Investment Report

STATEWIDE TRANSPORTATION IMPROVEMENT PROGRAM (STIP)
The Statewide Transportation Improvement Program (STIP) is Georgia's four-year transportation and capital improvements program that focuses on funding for the completion of rural transportation projects, including highway, bridge, public transit, bike, pedestrian, railroad, and other improvements. The STIP benefits all areas outside of Metropolitan Planning Organizations (MPO) boundaries. MPOs are transportation planning bodies comprised of elected and appointed officials representing local, state and federal entities that are tasked with transportation planning and programming. There are 16 MPOs in Georgia, with each developing its own Transportation Improvement Program (TIP), which is incorporated into the STIP.
The STIP follows the framework of the most recent Statewide Strategic Transportation Plan (SSTP) in an effort to coincide with the Governor's strategic goals.

HIGHWAY

Section V.
BGReIDoGrEgia MetropBoIlKitEian PlannPiEnDgESOTRrIgAaNnizatioRnAsILR(MOAPDO) PUBLIC TRANSIT

Chattanooga

Dalton

Cartersville Gainesville Rome

Atlanta

Athens

A MAP HIGHLIGHTING THE 16 MPOS IN THE STATE OF GEORGIA
Augusta

Columbus

Macon Warner Robins

Albany Valdosta

0

25

50

100 Miles

Savannah Hinesville Brunswick


*Newly designated Cartersville-Bartow County MPO's project phases will remain in the STIP until tFhYe2a0d1o8pAticocnountability and Investment Report | 20 of their initial transportation planning documents (TIP, LRTP).
13

ADVANCING GEORGIA'S MOBILITY NETWORK
Georgia DOT focuses on reducing congestion, expanding the state's freight network and providing increased mobility options to residents and businesses. With the projected growth in population and in jobs, investing in the transportation system is critical to the economic success of the state and to the livelihoods of the residents of Georgia. GDOT has several programs in the works to enhance Georgia's mobility.
PROJECT INITIATION
A project is identified through planning studies conducted by GDOT's Planning Division or a Metropolitan Planning Organization (MPO) for large urban areas and local governments in rural areas of the state. The Planning Division manages the development of studies for new capital projects and the public information process. Planning studies can range from development of need and purpose statements to specific project implementation plans. Planning for an infrastructure project relies on input from citizens and their elected officials, and must be in agreement with the goals and objectives of municipal, county and regional governments.
MAJOR MOBILITY INVESTMENT PROGRAM
Georgia is moving forward with an initial 11 Major Mobility Investment Program (MMIP) projects designed to reduce congestion for motorists and commercial vehicles. The $11 billion program was made possible by the passage of the Transportation Funding Act in 2015. The projects, all of which will be under contruction or contract by 2026 - with two already under construction - are expected to significantly reduce traffic delays by creating additional capacity, improving the movement of freight, enhancing safety, decreasing travel times and providing operational improvements and efficiencies across Georgia.

3 MAJOR INTERCHANGE
PROJECTS
I-16 / I-95 Interchange
I-285 / I-20 East Interchange
I-285 / I-20 West Interchange

4 MAJOR EXPRESS LANES
PROJECTS
I-285 Eastside Express Lanes
I-285 Westside Express Lanes
I-285 Top End Express Lanes
SR 400 Express Lanes

3 MAJOR INTERSTATE WIDENING
PROJECTS
I-85 North Widening from I-985 to SR 53
I-85 North Widening from SR 53 to US 129
I-16 Widening

1 COMMERCIAL VEHICLE LANES
PROJECT
I-75 Commercial Vehicle Lanes

21 | FY 2018 Accountability and Investment Report

BENEFITS OF THE MAJOR MOBILITY INVESTMENT PROGRAM BY 2030

$2B STATE ECONOMIC GROWTH
Estimated growth in Georgia's Gross State Product

13K NEW JOBS
Additional long-term, permanent jobs beyond construction

13K
$

5%
5% REDUCTION IN TRAVEL DELAYS
Reduced delays for vehicle traffic statewide

300 +

300+ NEW LANE MILES
76 miles of general purpose lanes,163 miles of express lanes, 77 miles of commercial vehicle lanes

$1B
$1B ADDITIONAL PERSONAL INCOME
For residents throughout the state of Georgia

IN 2018, GEORGIA DOT BROKE GROUND ON THE FIRST MMIP PROJECT: THE WIDENING OF I-85 IN BARROW, GWINNETT AND JACKSON COUNTIES

FY 2018 Accountability and Investment Report | 22

INVESTMENT IN FREIGHT MOBILITY
The state's economy continues to grow faster than the nation's economy, with lower unemployment rates and more businesses calling Georgia home. As more people and businesses relocate to Georgia, the state's freight corridors must keep pace. Georgia DOT's 10-year freight, mobility and Governor's Road Improvement Program (GRIP) network expansion plan includes 63 projects, totaling an investment of $2 billion. The plan is expected to deliver economic growth and help Georgia maintain its standing as the number one state to do business.
Governor's Road Improvement Program
(UiGnpFcRroemIigPinhgt)MCoonbsiltirtuycatinodn Projects CurreGonvetrnSort'saRtouadsImprovement
JuP2l0ry1o8g-r22a0m0271(G8RIP) 10-year Plan
23 | FY 2018 Accountability and Investment Report

FY 2018 Accountability and Investment Report | 24

Innovative Project Delivery Methods
With a focus on speed and innovation, Georgia DOT is bringing projects to the public in a number of ways.
PUBLIC-PRIVATE PARTNERSHIPS
Public-Private Partnerships (P3) are partnerships formed between public entities like Georgia DOT and private companies. These partnerships allow the state to better allocate the limited resources available for transportation projects by leveraging private sector innovation and capital. As a result, Georgia can offer accelerated project delivery.
25 | FY 2018 Accountability and Investment Report

DESIGN BUILD
Design-Build (DB) contracts, enable design engineering and other preconstruction services to be combined with construction into a single contract. DBs accelerate project delivery by overlapping the design and construction phases. This benefits the public by reducing construction times and maximizing the use of resources and budget.
P3s are often structured as DB contracts. A P3 may also bundle and transfer other responsibilities like finance, long-term operations and maintenance, to the private sector. These are known as:
Design-Build-Finance (DBF) Design-Build-Finance-Operate (DBFO) Design-Build-Finance-Operate-Maintain (DBFOM)
All are examples of innovative delivery which brings major capital investment projects to Georgia at a very competitive cost.
The $800 million Transform 285/400 improvement project, under construction in metro Atlanta (see page 32), and the $834 million Northwest Corridor Express Lanes project (see page 31), which opened in summer 2018, are examples of DBF projects.

PUBLIC INVOLVEMENT
Public outreach and public involvement have always been critical to the way GDOT does business as it:
Enhances decision-making
Encourages ALL Georgians to share their views and concerns regarding transportation issues
Leads to the development of better products and services that improve mobility
Brings GDOT closer to the public's vision of ideal transportation in Georgia

FY 2018 Accountability and Investment Report | 26

Design
Georgia DOT understands the increasing demand and need for improving transportation infrastructure. As the state's economy continues to grow and the population soars, particularly in metro areas, the department is working closely with regional engineers and transportation partners to design roadways that will efficiently move people and goods across Georgia. In the process to improve reliability, mitigate congestion, enhance safety and provide greater connectivity, GDOT must acquire land to improve its transportation system. Many of the transportation systems were built years ago and have outlived their intended use. Numerous factors of a project and its potential impacts are critically analyzed for locating and designing a modern transportation system. During the design phase, transportation infrastructure must be planned and designed to blend with the communities they serve. They must help accomplish other desirable social goals besides just providing a physical transportation artery. The department also documents the environmental impact that a project may have and the potential right-of-way considerations for the surrounding area. GDOT hosts property owner meetings, public information open houses or hearings to solicit comments, address concerns and have a dialogue with area residents, stakeholders and the broader community.
27 | FY 2018 Accountability and Investment Report

ROADWAY DESIGN
The Office of Roadway Design is responsible for the engineering and design of a variety of urban and rural transportation projects throughout the state of Georgia. This includes the development and coordination of conceptual layouts, preliminary and final construction plans and right-of-way plans.
RIGHT-OF-WAY
The Office of Right-of-Way is responsible for the orderly and timely acquisition and clearance of all properties and rights necessary for construction purposes associated with both state-aid and federal-aid transportation systems. This includes the functions of appraisal, appraisal review, negotiation, general office administrative review, consultant management, relocation assistance, condemnation, property management and plan review. This also includes, but is not limited to, other support services such as record retention, accounting, surplus right-of-way inventory, requests for funding, certification of right-of-way acquisitions, coordination with the Attorney General's Office and other governmental agencies, as well as any necessary clerical and filing services.
FY 2018 Accountability and Investment Report | 28

ENVIRONMENTAL
The Office of Environmental Services is instrumental in preserving Georgia's cultural and environmental resources as well as protected species and quality of life for residents. Environmental analysis is part of determining how a project should be developed for public use.
Environmental impacts are factored into the decisions made about the design and construction of a project. In order to ensure that a project's impact on these resources is minimal, the environmental process can be lengthy. GDOT's Office of Environmental Services continues to develop new methods to streamline the process. The environmental and design teams and other subject matter experts meet during the design phase of a project to coordinate the best design options to avoid, minimize or mitigate impacts to any identified resources including:

HISTORIC RESOURCES

NON-HISTORIC SECTION 4 RESOURCES

WATERS OF THE U.S.

CEMETERIES

VEGETATION BUFFERS ON STREAMS AND WATERS

THREATENED AND ENDANGERED SPECIES AND THEIR HABITAT

ENVIRONMENTAL JUSTICE POPULATIONS COMMUNITY FACILITIES

Each section within the Office of Environmental Services works throughout the year to streamline processes to improve efficiency.
NATIONAL ENVIRONMENTAL POLICY ACT (NEPA)
The revised PCE Agreement allows GDOT to approve all actions on the 23 CFR 117.117 (c) and (d) list, as long as they do not have public controversy, formal section 7, or 4f impacts. This agreement increased the number of projects that GDOT can approve on behalf of FHWA.
The shortened FONSI template was approved for use by FHWA on September 13, 2018. It will shorten a FONSI by approximately 100 pages and reduce review time by approximately 50 percent.
CULTURAL RESOURCES
Through the Traffic Signal Upgrade Memorandum of Understanding, the State Historic Preservation Officer has agreed that a smaller survey area and more streamlined documentation process is sufficient, allowing these projects to progress much faster through the environmental process.
The Major Mobility Investment Program (MMIP) Memorandum of Understanding among the Federal Highway Administration, State Historic Preservation Officer and GDOT, defines limited survey areas to assess potential impacts to Cultural Resources for a MMIP project. Due to the size of these projects, the smaller survey areas will result in a substantial reduction in workforce effort and agency consultation.

29 | FY 2018 Accountability and Investment Report

AIR QUALITY
The Programmatic Agreement for Project-Level Air Quality Analyses for Carbon Monoxide (CO) has been proven to be beneficial to both GDOT and FHWA Georgia Division. It reduces costs by eliminating unnecessary analyses, enhances efficiency and certainty in the environmental review process, and helps ensure project scope and scheduling.
Man Hours Dramatically Reduced
432

MAN-HOURS REQUIRED
TO COMPLETE CO ANALYSIS

9

BEFORE CO SCREENING TOOL

WITH CO SCREENING TOOL

19 PROJECTS W/ CO SCREENING TOOL

ECOLOGY
New Ecology report templates have streamlined both the writing and review processes for ecology documentation. These templates have helped to reduce review times significantly, in some cases cutting review time from seven weeks to just two. Georgia DOT has also partnered with key agencies to streamline the early coordination process, which is required to determine target species and resources prior to project field surveys. This new process has resulted in approximately 10-15 percent time savings in the resource identification schedule.

FY 2018 Accountability and Investment Report | 30

Construction
One of the most visible and often inconvenient stages of a Georgia DOT project is construction. While the impacts of a project during the construction phase such as lane closures, detours, pacing and increase in congestion can cause a headache in motorists' day-to-day schedules, these projects are designed to better serve you and improve your quality of life once complete. The success of Georgia's transportation network plays a vital role in economic development and safety for motorists. Listed in this section is a sampling of many transportation projects that the department managed in FY18.
PROJECT BENEFITS:

DECREASED TRAVEL TIMES

REDUCED CONGESTION

IMPROVE MOBILITY OF FREIGHT AND PEOPLE

GEORGIA DOT PROJECTS AT A GLANCE

ENHANCED SAFETY ON ROADWAYS AND INTERSECTIONS

ADVANCED THE STATE'S TRANSPORTATION NETWORK

INCREASED EMPLOYMENT OPPORTUNITIES

NORTHWEST CORRIDOR EXPRESS LANES
Construction continued on one of the most highly-anticipated projects in Georgia DOT history, the Northwest Corridor Express Lanes. The $834 million project has added 29.7 miles of reversible express lanes on I-75 and I-575 in Cobb and Cherokee Counties, northwest of Atlanta. At the end of the fiscal year, the project was more than 95 percent complete. It opened to traffic in September 2018. As of publication date, more than one million cars have traveled in the Northwest Corridor Express Lanes, an average of 24,000 weekday trips.
31 | FY 2018 Accountability and Investment Report

TRANSFORM 285/400
The Transform 285/400 improvement project is designed to help reduce traffic congestion and enhance safety in the area near the I-285/SR 400 interchange in metro Atlanta. It will add new flyover ramps, new collector-distributor lanes and other facilities to aid east-west travel along I-285 and north-south travel along SR 400. This priority Design-Build-Finance project, an approximately $800 million infrastructure and operational improvement, is expected to be complete in late 2020.
THE PROJECT WILL IMPROVE 4.3 MILES OF I-285 FROM WEST OF ROSWELL ROAD TO EAST OF ASHFORD DUNWOODY ROAD AND 6.2 MILES ALONG SR 400 FROM THE GLENRIDGE CONNECTOR TO SPALDING DRIVE

I-16/I-75 INTERCHANGE
The I-16/I-75 interchange, currently under construction in Macon, will improve both interstates by adding wider shoulders, concrete barriers and additional lanes. It represents a $500 million investment in the city, region and state transportation system. This project will improve safety on I-75 from Hardeman Avenue to Pierce Avenue and on I-16 from I-75 to Walnut Creek. A collector-distributor (CD) lane will be constructed parallel to both I-16 and I-75. Modifications will be made to bridges and surface streets within the project area to accommodate the additional lanes and CD roads along I-16 and I-75.
Due to the magnitude of the work needed to complete the reconstruction of the I-16/I-75 interchange, the project has been divided into several phases. The department has already awarded the contracts for the first four phases (1, 1B, 2 and 3) with a total investment of $268.8 million, which includes Preliminary Engineering, Design and Right-of-Way (ROW) acquisitions.

Phase 1: I-16 Eastbound - Improves approximately 1.5 miles of I-16 eastbound between I-75 and Coliseum Dr. Project costs $63 million with a planned completion date of summer of 2021.
Phase 1B: Mitigation Efforts - Involves the mitigation improvements to the Pleasant Hill neighborhood on each side of the I-75 corridor. The improvements were completed summer 2018, costing $12 million.
Phase 2*: I-75 and I-16 - Consists of 1.02 miles of operational improvements along I-75 northbound from Hardeman Ave. to the southern limit of the I-16 Interchange.

*PHASE 2 AND PHASE 3 WERE AWARDED TOGETHER FOR $156 MILLION WITH AN ANTICIPATED COMPLETION BY WINTER 2021

Phase 3*: I-16 / I-75 Interchange - Consists of construction of I-75 northbound within the I-16 / I-75 interchange.

Phase 4: I-16 Eastbound and I-75 - Consists of almost 3 miles of capacity and operational improvements to I-16 eastbound from I-75 to Walnut Creek. The project is currently scheduled to be bid for construction contract in 2021.

Phase 5: I-16 Westbound and I-75 - Consists of 2.7 miles of capacity and operational improvements to I-16 westbound from I-75 to Walnut Creek. The project is currently scheduled to be bid for construction contract in 2021.

Phase 6: I-75 and I-16 - Consists of capacity improvements to I-75 northbound and southbound from the I-16 Interchange to Pierce Ave. Project is currently scheduled to be bid for construction contract in 2023.

FY 2018 Accountability and Investment Report | 32

Construction: District Projects at a Glance
RECONSTRUCTION OF EXITS 22 AND 29 ALONG I-75 IN LOWNDES COUNTY
Georgia DOT has started rebuilding two heavily traveled I-75 interchanges in Lowndes County. The $49 million project will reconstruct exits 22 and 29 and is designed to improve traffic flow and capacity while also improving visibility for drivers exiting the ramps. The existing overpasses were built in 1960, and the design is outdated for current and projected traffic. The project will widen both bridges to four lanes with turn lanes, add paved shoulders and concrete medians and will reconstruct the ramps. The project is approximately 48 percent complete and is anticipated to be finished in May 2020.
RECONSTRUCTION OF SR 96 IN HOUSTON COUNTY
The 3.4 mile widening and reconstruction of SR 96 from Moody Road to Old Hawkinsville/Thompson Mill Road near Robins Air Force Base was completed in May 2018. Traffic along this route is expected to increase by nearly 10,000 vehicles per day by 2036. The reconstruction included widening to four lanes, adding a median and constructing sidewalks and a bike lane. The project was completed in three phases and cost approximately $33 million.
INTERCHANGE PROJECT OF SR 204 IN CHATHAM COUNTY
Located between Pine Grove Road and Veterans Parkway in Chatham County, GDOT completed the construction of a 1.46 mile interchange project on SR 204/Abercorn Street at King George Boulevard. Opened to traffic in December 2017, the $28.5 million project eliminated the stop-and-go traffic flow of a signalized intersection by utilizing innovative intersection designs and creating a continuous traffic flow interchange. This new intersection has improved safety and travel times for residents in Georgetown and daily commuters who use this major artery connecting I-95 and the City of Savannah.
CORRIDOR RECONSTRUCTION OF ATLANTA ROAD IN COBB COUNTY
This corridor reconstruction is designed to reduce delays and traffic accidents along Atlanta Road where it meets I-285. The project includes a wider, four-lane bridge as well as additional turn lanes on Atlanta Road, and construction of auxiliary lanes from Atlanta Road to the Paces Ferry exit off I-285. Construction took place throughout FY 18 and opened to traffic in September 2018.
I-75 RESURFACING PROJECT IN COBB COUNTY
Approximately 11 miles of interstate will be resurfaced including the following areas: I-75 from Chattahoochee River to north of Allgood Road, I-285 eastbound from I-75 to west of the Chattahoochee River bridge and all ramps and collector-distributor lanes not included in the Northwest Corridor Express Lanes. The project is designed to address the deteriorating condition of the roadway's surface and is currently 85 percent complete.
DDI ON CAMP CREEK PARKWAY AT I-285 IN FULTON COUNTY
Construction of the new diverging diamond interchange (DDI) at the Camp Creek Parkway and I-285 Interchange in Fulton County began in August 2018, with planning and preliminary construction taking place in FY 18. The $10 million DDI is designed to address increasing traffic in the area, reduce traffic incidents and provide a distinctive gateway. Project is expected to be completed in late fall 2019.
33 | FY 2018 Accountability and Investment Report

Reconstruction of Interchange at Exit 29 on I-75

Atlanta Road at I-285

Ceremonial groundbreaking for new diverging diamond interchange (DDI) at the Camp Creek Parkway and I-285 Interchange

Interchange at SR 204/Abercorn Street and King George Boulevard

FY 2018 Accountability and Investment Report | 34

CONSTRUCTION: TRANSPORTATION INVESTMENT ACT UPDATES
The Transportation Investment Act (TIA) Referendum was passed by Georgia voters in the regions of Central Savannah River Area (CSRA), Heart of Georgia Altamaha (HOGA), River Valley (RV) and most recently the Southern Georgia (SG) region as a means to fund transportation improvements with a one percent regional sales tax over a ten-year period. Georgia DOT is responsible for the management of the budget, schedule, execution and delivery of all TIA Projects.

THE TIA PROGRAM HAS COMPLETED
463
PROJECTS SINCE 2012
TIA PROGRAM PROJECT STATUS
CSRA REGION

49 PROJECTS CURRENTLY UNDER CONSTRUCTION 61 CURRENTLY IN DESIGN PHASE

$37.8 MILLION AWARDED IN CONTRACTS IN FY 18

HOGA REGION

35

30

18

424
24 21

RV REGION

SG REGION

10

7

4

151 PROJECTS HAVE BEEN IDENTIFIED AND WILL BE COMPLETED
OVER THE NEXT 10 YEARS

35 | FY 2018 Accountability and Investment Report

COMPLETE

PROJECT DESIGN

CONSTRUCTION

FEATURED RIVER VALLEY PROJECT: COLUMBUS RIVER WALK
The $10 million River Walk Trail and Linear Park is one of TIA's many pedestrian-geared projects. When complete, the recreational trail, which hugs the Chattahoochee River in Columbus, will provide miles of paved trails for cyclists and pedestrians to explore.
FEATURED HEART OF GEORGIA ALTAMAHA PROJECT: SR 169 OVERPASS
Completed in spring 2018, this $13.9 million project in Wayne County constructed an overpass at a railroad crossing. The new overpass increased motorist safety and eliminated the need to wait for trains to pass. The project has not only saved drivers up to 45 minutes of wait time, but has allowed first responders more immediate access to emergencies near the route.
FEATURED CENTRAL SAVANNAH RIVER AREA PROJECT: RIVER WATCH PARKWAY
The $30 million extension of River Watch Parkway opened to traffic in March 2018 as Columbia County's first completed TIA project. The extension has created a better commute for the 70 percent of Columbia County's workforce that commute to jobs outside of the county each day.
Construction of Columbus River Walk Trail pedestrian bridge

State and city leaders at dedication ceremony for the completion of River Watch Parkway

Completed SR 169 Railroad Overpass in Wayne County

FY 2018 Accountability and Investment Report | 36

Operations
Georgia DOT ensures the mobility and safe operations of the state's transportation system. The department oversees traffic management and information systems, and improves highway safety and traffic control along Georgia interstates and state routes.
TRAFFIC MANAGEMENT CENTER (TMC) AND NAVIGATOR 511
The Transportation Management Center (TMC) is GDOT's operations nerve center. NaviGAtor 511, Georgia's intelligent transportation monitoring system, provides real-time speed, volume and travel time data by using field devices like closed circuit television and video detection cameras, ramp meters and changeable message signs. The system covers more than 300 interstate miles. TMC staff use this system to monitor roads 24/7, 365 days a year, and operate the NaviGAtor 511 call center. It also serves as the state's emergency operations and incident response home base.
TRAFFIC ANALYSIS AND DATA APPLICATION (TADA)
GDOT's Office of Transportation Data (OTD) provides traffic data, products and services that help local governments and the public make data-driven transportation decisions concerning traffic patterns and flow, design of new roads, traffic signage or signalization needs and other determinations. In April, OTD launched the new and innovative Traffic Analysis and Data Application (TADA) that seamlessly combines traffic data collection, analysis and presentation services. TADA replaced GeoCounts.
37 | FY 2018 Accountability and Investment Report

INCIDENT RESPONSE PROGRAM
Crashed and disabled vehicles are safety hazards that also cause delays resulting in significant costs in time and money.
To ensure motorist safety, GDOT's Highway Emergency Response Operators (HERO) and Coordinated Highway Assistance and Maintenance Program (CHAMP) units play an integral role in providing safe and clear roadways, supporting emergency responders and assisting motorists on state routes throughout Georgia.
The addition of CHAMP to GDOT's safety program makes Georgia the first state to provide statewide interstate highway assistance.

CHAMP
MONITORS 20 ROUTES OUTSIDE METRO ATLANTA
PATROLS 16 INTERSTATE ROUTES AND NON-INTERSTATE STATE ROUTES WITHIN 1O MILES OF INTERSTATES
53 ACTIVE OPERATORS
TOTAL ASSISTS PERFORMED BY OPERATORS IN FY 18 149,302
In addition to assisting motorists, CHAMP operators service Georgia Interstates (except I-59 & I-24) outside of metro Atlanta
by keeping routes free of obstacles and debris that restrict movement and can cause crashes.

HERO
MONITORS 31 ROUTES OF METRO ATLANTA HIGHWAYS
PATROLS APPROXIMATELY 400 MILES IN METRO ATLANTA
110 ACTIVE OPERATORS
TOTAL ASSISTS PERFORMED BY OPERATORS IN FY 18 111,600
HEROs are dispatched to traffic-related incidents in metro Atlanta with the primary duty to clear roads so that normal traffic flow is restored. HEROs also assist stranded motorists with flat tires,
dead batteries or in need of fuel or coolant.

FY 2018 Accountability and Investment Report | 38

INCLEMENT WEATHER
How a state prepares for and responds to inclement weather has a direct impact on how successful it is at serving its citizens through recovery. Georgia DOT must prepare for a full spectrum of weather events, from bouts of winter weather to hurricanes and tornadoes, in order to efficiently restore unimpeded travel as quickly as possible following storms. In FY 18, GDOT responded to the challenge, providing statewide resources for Hurricane Irma and severe winter weather.
HURRICANE IRMA
Long before Hurricane Irma reached south Georgia in September 2017, its effects on transportation in the state had already been felt, due primarily to the thousands of evacuees from Florida who fled north. Some areas of the state saw traffic volumes increase by as much as 600 percent. While Hurricane Irma caused considerable disruption in Georgia as it moved north from Florida and the Gulf of Mexico, by preparing for the storm over a week ahead of its projected arrival, Georgia DOT was able to:
Coordinate post storm operations between the department's district offices and other state resources Identify and monitor bridges in potential flood areas during the hurricane Monitor traffic through interagency coordination Improve media communications Utilize procurement processes to utilize existing contracts for debris removal In southwest Georgia, Irma's sustained winds and gusts knocked out traffic signals, toppled trees and left behind over 15,500 cubic yards of debris. In southeast Georgia, which includes the entire coastal region, contraflow was initiated to reverse traffic flow on I-16 to expedite evacuation from Savannah to Dublin. During the storm the Sidney Lanier Bridge in Brunswick and the Talmadge Memorial Bridge in Savannah the only cable-stayed bridges in Georgia were closed for safety due to their high elevations and Irma's anticipated gale force winds. Irma left downed trees, flooding and extensive power outages in its wake. GDOT crews were ready and mobilized prior to the event. After the storm they contended with debris removal, dark signals requiring repair, downed signs, bridge inspections and excessive traffic volumes due to motorists returning home.
39 | FY 2018 Accountability and Investment Report

WINTER STORMS
In FY 18, GDOT made several enhancements to prepare for the winter weather season. The department created a new role, Director of Emergency Operations, revised the statewide herbicide contract to add brine application capabilities in the districts, added five new 11,000 gallon brine tanks and purchased 41 salt spreader/plow attachments for F-250s.
On December 8, 2017, Georgia experienced an early winter weather event with record-setting snowfall in several metro and north Georgia counties, including Cobb and Carroll counties, which saw 12 inches of snow. A few weeks later, another winter storm arrived (January 3-6, 2018), impacting southern and coastal Georgia with up to six inches of snow and ice. Governor Nathan Deal issued a State of Emergency for 28 counties. Truman Parkway, a major thoroughfare in Chatham County, had two inches of solid ice and was closed to traffic until GDOT crews came in to clear the roadways. GDOT, Georgia State Patrol and CHAMP units offered assistance to South Carolina by treating over 80 miles of roadways into South Carolina as traffic was backed up on I-95 in Georgia.
During severe weather, it is common for GDOT to relocate district resources to the most needed areas during an event. The following graphic shows the equipment, materials and staff are readily available to respond to winter weather.
WINTER WEATHER READINESS AT A GLANCE

1,938 EMPLOYEES
ON CALL

CAPACITY TO STORE 450,000 GALLONS
OF BRINE

65,460 TONS OF GRAVEL

55 ROAD WEATHER SENSORS

385 SNOW REMOVAL EQUIPMENT UNITS

MORE THAN 54,000
TONS OF SALT

COVERING APPROXIMATELY 39,900 LANE MILES

ABILITY TO PRODUCE 20,000 GALLONS
OF BRINE PER HOUR

33 5,000 GALLON BRINE TANKERS

FY 2018 Accountability and Investment Report | 40

COORDINATION WITH PARTNERS
The successful operation and continued evolution of our state's transportation infrastructure is a true team effort. Georgia DOT works closely with a variety of partners across the state, including transit providers, cities, county DOTs, and a variety of other state and federal agencies such as State Road and Tollway Authority (SRTA), Georgia State Patrol (GSP) and Governor's Office of Highway Safety (GOHS).
GEORGIA HIGHWAY SAFETY IMPROVEMENT PROGRAM (HSIP)
The Georgia Highway Safety Improvement Program (HSIP) monitors incidents and traffic issues, identifying locations with potential for improvement. The ultimate goal of the HSIP process is to reduce the number of crashes, injuries and fatalities by eliminating certain predominant types of crashes through engineering solutions.
Of the department's more than $97 million HSIP budget, more than $12 million went to high-risk rural roads and off-system safety, almost $23 million to systemic projects and nearly $28 million for intersection projects. Additionally, $8.9 million was dedicated to pedestrian projects, and the remaining $21 million was used for safety planning, road safety audits and other roadway safety projects.

QUICK RESPONSE
Whether it's restriping, adding or extending a turn lane, or improving an intersection, GDOT's Quick Response Program reduces congestion and improves safety in Georgia's communities. The program, administered by the Office of Local Grants, enables GDOT to quickly identify, approve and construct small traffic operational improvements, safety or maintenance projects across the state through the department's seven district offices. These are projects located on state routes that can be implemented in a short period of time--usually three to four months and cost under $200,000.

IN FY 2018, THE QUICK RESPONSE PROGRAM FUNDED 173 PROJECTS TOTALING $20.4 MILLION STATEWIDE

41 | FY 2018 Accountability and Investment Report

FY 2018 Accountability and Investment Report | 42

Maintenance and Asset Management
MAINTENANCE AND ASSET MANAGEMENT
Georgia DOT works to ensure the state's transportation infrastructure is well-maintained, allowing residents and travelers across Georgia to enjoy access to a robust system that improves connectivity. Maintaining and improving the transportation system is a worthwhile investment, but can be costly. Routine maintenance expenditures, like bridge maintenance, paving, signing, striping, lighting, mowing, vegetation management and guardrail repair, help keep Georgia's infrastructure safe and operating as designed.

Maintenance Activity
Interstate Maintenance And Resurfacing State Route Resurfacing Pavement Markings Awarded Routine Maintenance Contracts

Unit
110 MILES

Approximate Amount
$135 MILLION

702 MILES

$237 MILLION

78 MILES 297 PROJECTS

$3 MILLION $123 MILLION

112 VEGETATION/LANDSCAPING PROJECTS TOTALING $37 MILLION
9 FENCE PROJECTS TOTALING $2.5 MILLION

152 ROADWAY PRESERVATION PROJECTS TOTALING $76 MILLION
6 SOUNDWALL REPAIR PROJECTS TOTALING $4.5 MILLION

16 DRAINAGE PROJECTS TOTALING $1.8 MILLION
2 SIDEWALK PROJECTS TOTALING $1 MILLION

43 | FY 2018 Accountability and Investment Report

REPAIRING AND REPLACING GEORGIA'S BRIDGES
Georgia has 14,687 bridges: 6,731 state-owned bridges and 7,956 locally-owned bridges. Each year, Georgia DOT's Office of Bridge Design and Maintenance develops plans for bridge improvement projects, conducts emergency repairs and replacements, performs reviews for permits, evaluates damage to bridges and conducts numerous bridge inspections to ensure bridge structures meet the highest safety standards.

14,687 TOTAL BRIDGES LOCATED IN GEORIGA

8,888 BRIDGE INSPECTIONS ANNUALLY

$45 MILLION IN MAINTENANCE EXTENDS BRIDGE LIFE 20-25 YEARS

$466 MILLION IN CONSTRUCTION AND WIDENING OF 71 BRIDGE STRUCTURES IN FY 2018

65 STATE-OWNED AND 421 LOCALLY OWNED BRIDGE STRUCTURES IN POOR CONDITION

COURTLAND STREET BRIDGE
When the Courtland Street Bridge replacement in Atlanta opened to traffic in fall 2018, it was just 152 days--about five months--after the closure of the original bridge. That was great news for the thousands who drive, walk and bike the route daily to and from Georgia State University (GSU) and the Georgia State Capitol. The new bridge, built in the same footprint as the original 111-year-old structure, accommodates modern traffic volumes and heavier vehicles with enhancements like a 12-foot lane for buses to load and offload passengers, expanded sidewalks and updated lighting and aesthetics. The project replaced all 28 spans of the original bridge--from Martin Luther King Jr. Drive to Gilmer Street--over MARTA rail lines, CSX rail lines and Decatur Street.
Through design-build (DB) innovation and accelerated bridge construction (ABC) techniques, the planned closure was initially reduced to six months instead of the two years it would have been with traditional construction methods. A significant amount of the foundation and substructure work on the new bridge was completed before demolition of the old bridge, helping to dramatically shorten the closure. An aggressive around-the-clock work schedule further shortened the actual closure to five months. The final price also came in 16 percent under budget a $4 million savings.

FY 2018 Accountability and Investment Report | 44

Bridge Replacement Program
LOW IMPACT BRIDGE PROGRAM (LIBP)
The LIBP Program was introduced in 2014 and has replaced and reopened 14 bridges. Another three are currently under construction and 33 more are programmed for replacement within the next two to three years. These projects must meet low impact criteria such as no geometry or grade changes, low environmental impacts and any off-site detours must be approved by local entities. LIBPs are completed with expedited delivery through use of prefabricated bridge components.
LOCAL BRIDGE REPLACEMENT PROGRAM (LOCBR)
The replacement of a deficient, posted bridge is a considerable expense for local counties and municipalities. That's why GDOT partners with local governments to replace off-system deficient, posted bridges. The federally-funded LOCBR program, created in 2017 with 52 bridges solicited for replacement and 25 bridges entering into preliminary engineering activities to date, provides preliminary engineering costs, utility relocations, construction costs and 50 percent of the preliminary right-of-way (ROW) estimate including acquisition fees and other related costs. In partnering with local governments for the remaining half of the ROW expenses, GDOT provides a bridge that meets current safety standards and lowers the number of posted bridges throughout Georgia. The Local Bridge Replacement Program looks to reduce overall costs and construction time by utilizing off-site detours whenever feasible, using prefabricated bridge elements for construction and minimizing ROW needs by way of practical bridge design.

45 | FY 2018 Accountability and Investment Report

EMERGENCY REPAIR PROJECT
SR 253 over US 1 in Decatur County was damaged by an improperly loaded vehicle. The Office of Bridge Design and Maintenance developed repair plans and awarded the contract in May 2018. The bridge was completed and opened to traffic one month later.

LOCAL MAINTENANCE AND IMPROVEMENT GRANT (LMIG)
The Local Maintenance and Improvement Grant (LMIG) program enables Georgia DOT to administer state motor fuel tax funds to local governments to help with infrastructure improvements on county- and city-owned roads and bridges. The program, which allows local governments flexibility and quick project delivery, requires a local match based on a formula that considers population and local roadway miles. Eligible projects include road patching and resurfacing, turn lanes and safety upgrades.

555
APPLICATIONS AND PROGRAM
LISTS

$165.3
MILLION INVESTED

41%
INCREASE IN
LMIG FUNDING
SINCE 2015

GEORGIA ROADSIDE BEAUTIFICATION EFFORTS
SPONSOR-A-HIGHWAY
The Sponsor-A-Highway roadside clean-up program promotes local pride in Georgia's roads and interstates. The program, managed by a private company, solicits support from local businesses who financially sponsor a section of roadside for litter pickup. In recognition of their contribution toward improving the community, the business name is placed on a Clean Georgia sign at the site. In metro Atlanta, 83 miles are currently sponsored and the program is expanding to other regions. Sponsor-A-Highway operates at no cost to GDOT or to taxpayers, and is in addition to GDOT's litter pickup, which is conducted prior to scheduled mowing.
THE WILDFLOWER PROGRAM
The Wildflower Program was initiated over 40 years ago by Rosalyn Carter when she was First Lady of Georgia. The program, operated by Georgia DOT and funded by sales of wildflower-themed license plates, was started as a way to add color to Georgia's state roads and to create a calming effect for motorists. The program has since evolved from just planting beautiful flowers to serving an even greater role in Georgia's ecosystem with the addition of pollinator meadows that encourage environmental sustainability an boost habitats for imperiled species like the monarch butterfly. Each fall, GDOT produces and distributes thousands of wildflower seed packets to educate, raise awareness and enable the department to increase plantings statewide.
In Fiscal Year 18, the department planted a second pollinator meadow located at Exit 14 on I-85 in Troup County. In addition to Georgia DOT, the Ray C. Anderson Foundation, Chattahoochee Nature Center and Troup County High School planted pollinators at the top of the slope at Exit 14 for wildlife and motorists to enjoy.

$133,650
WILDFLOWER TAGS REVENUE IN FY 18

FY 2018 Accountability and Investment Report | 46

Intermodal
Georgia's mobility is not dependent on any one mode of transportation. Georgia DOT continually examines ways to enhance the state's comprehensive transportation network through rail, transit, aviation and waterways. The Division of Intermodal is responsible for building relationships with intermodal partners in Georgia and improving the infrastructure, operational efficiency and safety of Georgia's intermodal transportation systems.
RAIL

STATE FUNDS: $8.5 MILLION

RAIL MILES: 540 MILES

CONTRACTS AWARDED: 8

SHORT LINE OPERATORS: 6

MAJOR ACCOMPLISHMENTS
IN FY 18

FONSI/ROD ISSUED FOR ATLANTA TO CHATTANOOGA TIER 1 ENVIRONMENTAL IMPACT STATEMENT RECEIVED FTA CERTIFICATION OF GDOT'S STATE SAFETY OVERSIGHT PROGRAM A YEAR IN ADVANCE OF FTA'S DEADLINE

MILES LEASED: 465

STUDIES

ECONOMIC IMPACT ANALYSIS OF GDOT'S SHORT LINE RAILROADS WHICH CREATED 100 JOBS AND A VALUE OF $13.5 MILLION IN COMMERCE REVENUE

47 | FY 2018 Accountability and Investment Report

TRANSIT

MIX OF STATE & FEDERAL FUNDS:
$57 MILLION

GEORGIA TRANSIT SYSTEM SERVES: 119 COUNTIES

CONTRACTS AWARDED:
113

PUBLISHED TRANSIT ASSET MANAGEMENT
(TAM) PLAN

INCLUDES 92 TRANSIT
PROVIDERS

775 VEHICLES AND 83
FACILITIES

MAJOR ACCOMPLISHMENTS

FTA NATIONAL TRANSIT DATABASE
DATA FOR FY 18

1.5 MILLION ONE-WAY
PASSENGER TRIPS

15.9 MILLION MILES

CARROLL COUNTY OPERATING AS CARROLL CONNECTION

BECAME NEWEST SUBRECIPIENT

WILL PROVIDE SERVICE WITH SIX NEW TRANSIT
VEHICLES

FY 2018 Accountability and Investment Report | 48

AVIATION

MIX OF STATE & FEDERAL FUNDS: $113.2 MILLION

GEORGIA AIRPORTS:
209

CONTRACTS AWARDED:
90

MAJOR ACCOMPLISHMENTS
IN FY 18

AIRPORT AID PROGRAM RECEIVED AN ADDITIONAL $26 MILLION TO EXTEND RUNWAYS AT 11 AIRPORTS, PRIMARILY IN RURAL GEORGIA, TO ACCOMMODATE BUSINESS AVIATION AND SUPPORT OPPORTUNITIES FOR ECONOMIC DEVELOPMENT.

STUDIES

STATEWIDE AVIATION SYSTEM PLAN STATEWIDE AVIATION PAVEMENT STUDY

AVIATION PROGRAM NEW UNMANNED AERIAL SYSTEM (UAS) PROGRAM
In FY 18 the department developed a new program to monitor and coordinate the use of UAS equipment/pilots. The program provides requirements for internal use of UAS systems and the development of this technology for future department use.

AVIATION PROGRAM NEW UNMANNED AERIAL SYSTEM (UAS) PROGRAM
49 | FY 2018 Accountability and Investment Report

15 FAA LICENSED PART 107 PILOTS
12 DEPARTMENT UAS DRONES
MISSION TYPES FOR UAS INTERSECTION DESIGN BRIDGE INSPECTION TRAFFIC CONTROL

AIRPORT INSPECTIONS:
45

WATERWAYS

MIX OF STATE & FEDERAL FUNDS: $24.3 MILLION

GEORGIA PORTS:
5

SHEP CONTRACTS AWARDED: 3

MAJOR ACCOMPLISHMENTS
IN FY 18

SAVANNAH HARBOR EXPANSION PROJECT (SHEP) RAW WATER STORAGE IMPOUNDMENT COMPLETED AND TURNED OVER TO THE CITY OF SAVANNAH TO OPERATE AND MAINTAIN

STUDIES

TYBEE ISLAND BEACH RE-NOURISHMENT STUDY

FY 2018 Accountability and Investment Report | 50

Safety
SAFETY IS NUMBER ONE FOR GEORGIA DOT
Safety plays an intrinsic role at Georgia DOT. One of the department's strategic goals is investment in safety for all Georgians. Whether it's motorists taking the interstate to get to work, or Georgia DOT's dedicated workers building new or improving existing roadways, the department is committed to preserving safety through preventative measures and safety programs.

DRIVE ALERT ARRIVE ALIVE
The Drive Alert Arrive Alive campaign was relaunched in FY 18, and seeks to change dangerous driving behaviors. The program focuses on educating Georgia drivers about simple changes they can make to save lives: buckle up, stay off the phone and drive alert. Through Georgia DOT's partnership with the Governor's Office of Highway Safety (GOHS) and the Georgia Department of Public Safety, the campaign helped reduce fatalities in Calendar Year (CY) 2018 by nine percent as of November 1, 2018.

HANDS-FREE LAW
Georgia's Hands-Free law was passed by the legislature and signed by Governor Nathan Deal in May 2018. It went into effect July 1, 2018. The law complements GDOT's Drive Alert Arrive Alive campaign by requiring hands-free technology when drivers use a cell phone or other electronic device. The law makes it illegal in Georgia for a driver to hold a phone in their hand or to use their body to support a phone.

& SEE BE SEEN

SEE & BE SEEN
The See & Be Seen campaign, now in its second year, was launched to address an alarming increase in pedestrian fatalities in Georgia. In CY 2017, 260 people were killed while walking in Georgia, an 11 percent increase from 2016 and a 54 percent increase from 2014. The program, created in collaboration with PEDS, provides concise educational information to improve safety for those who travel on foot and emphasizes the shared responsibility between drivers and pedestrians. As of Nov. 15, 2018, a year-to-date comparison between 2017 and 2018 shows seven percent decrease in pedestrian fatalities statewide.

TEENS IN THE DRIVER SEAT
Teens in the Driver Seat is a peer program for teens that focuses solely on traffic safety and addresses all major risks for teen drivers. The program was developed through a partnership with the Texas Transportation Institute at Texas A&M.

LED BY MORE THAN 800 STUDENTS
REACHED MORE THAN 92,000 STUDENTS
OPERATED IN 75 SCHOOLS IN 43 COUNTIES

51 | FY 2018 Accountability and Investment Report

SAFETY ON MY MIND
GDOT'S employee safety initiative Safety On My Mind focuses on preventable workplace incidents with the goal of heightening safety awareness, reducing workplace injuries and preventing tragic fatalities. Employees are trained to think safety-first and always "Think. Look. Do."

WORK ZONE SAFETY AWARENESS
Roadway work zones are hazardous for workers and for the public. In fact, most victims in work zone crashes are drivers or passengers. Each spring, Georgia DOT and departments of transportation across the country observe National Work Zone Safety Awareness Week, generating public awareness and honoring department employees who have died in the line of duty. Work zone safety is a shared responsibility, and motorists must be vigilant while driving in work zones. Obey the rules in work zones pay attention slow down watch for workers. And expect the unexpected. It can make the difference between life and death. Work zone safety is everybody's responsibility.

SIDEWALK SAFETY PROGRAM
Georgia DOT's mission is to provide a safe and connected transportation system - and that includes people walking or biking. The Sidewalk Safety and Access Program provides funds for relatively small projects that improve access, make a connection or fill a gap in existing pedestrian or cycling infrastructure. In FY 2017, 13 projects totaling $2.1 million were programmed throughout the state including sidewalks and crosswalks, median refuge islands, lighting and beacons, shoulder widening and pavement markings. The department also supported PEDS in its development of the comprehensive Georgia Pedestrian Safety Action Plan and its 2017 Georgia Walks Summit, which provided training on pedestrian safety issues to 95 attendees including transportation engineers, elected officials and law enforcement.

RAILROAD SAFETY PROGRAM
Georgia DOT's Office of Utilities handles railroad coordination and safety activities for the more than 5,300 public highway rail grade crossings across the state.

INITIATED AND COMPLETED 12 CORRIDOR STUDIES

448 CROSSING SIGNAGE AND MARKING PROJECTS

$1.9 MILLION IN SAFETY UPGRADES

FY 2018 Accountability and Investment Report | 52

Georgia DOT Honors
Commissioner Russell R. McMurry, P.E. was named Georgia Trend's "2018 Georgian of the Year". He also received the American Council of Engineering Companies (ACEC) of Georgia "Engineering Influence Award." The Equal Employment Opportunity (EEO) office and the State Supported Funding Program (SSFP) won an American Public Works Association (APWA) "Award for Diversity Exemplary Practices". The award acknowledges GDOT's Business Resource Center, which helps GDOT-certified disadvantaged business enterprises (DBEs), registered small businesses and veteran-owned small businesses to secure opportunities in state-funded capital projects. CHAMP received the 2018 American Public Works Association (APWA) Georgia Chapter award for "Management and Technical Innovation of the Year". The Office of Procurement/Operational Procurement Section won the "Achievement of Excellence in Procurement Award" from the National Procurement Institute (NPI). State Transportation Board members and GDOT leaders were named by Engineering Georgia to their list of "100 Influential Women to Know". Honors went to Ann Purcell, Stacey Key, Emily Dunn, Dana Lemon, Meg Pirkle, Hiral Patel and Kimberly Nesbitt. GDOT projects were honored by the American Council of Engineering Companies (ACEC) of Georgia in its Georgia Partnership for Transportation Quality (GPTQ) Preconstruction Design Awards. Office of Roadway Design won the Grand Award for the continuous flow intersection at SR 400 at SR 53 in Dawson County. Other honored projects are:
Reconstruction of I-16/I-75 Interchange in Bibb County Gulfstream Road at Robert B. Miller Road including Roundabouts in Chatham County SR 96 Widening in Peach/Houston counties US 1/SR 17 Martin Bypass in Stephens County I-75 South Metro Express Lanes from SR 155 to SR 138 in Henry and Clayton counties The Office of Traffic Operations received the "Intelligent Transportation Society (ITS) of Georgia Larry R. Dreihaup Award" for demonstrating how ITS principles and technology can be applied in the face of significant operational events from the I-85 bridge collapse to hurricane evacuations.
53 | FY 2018 Accountability and Investment Report

GDOT was named "2018 Owner of the Year" by ENR Southeast, a regional publication of the Engineering News Record. ENR recognized GDOT's "notable steps in adopting alternate project-delivery methods" including design-build and public-private partnerships. The Office of Strategic Communications received the Public Relations Society of America (PRSA) Georgia Chapter "2017 Phoenix Award for Crisis Communications in Government" for communications efforts during the I-85 collapse and rebuild. The Office of Transportation Data (OTD) was a joint recipient of the "2017 Innovation Award" from the National Association of Development Organizations (NADO) for efforts with the Moving Ahead for Progress in the 21st Century Act of 2012 (MAP-21). The award recognizes creative approaches to advancing regional community and economic development and improved quality of life. Construction Management Association of America (CMAA) 2017 Achievement Awards went to River Watch Parkway Improvements and Transportation Investment Act/Band One. GDOT projects received honors in the 2017 American Public Works Association/Georgia (APWA-GA) chapter competition. Fall Line Freeway won in the $50 million to $100 million category; SR 47 at Little River Bridge Replacement won in the $5 million to $25 million category. I-75 South Metro Express Lanes was a Southern Association of State Highway and Transportation Officials (SASHTO) winner in the American Association of State Highway and Transportation Officials (AASHTO) 2017 America's Transportation Awards. The Office of Research received their fifth Sweet Sixteen AASHTO award in seven years. The award, in the Strategic Planning and Advanced Operations category, is for developing automated data collection methods to inventory over 22,000 signs and to evaluate 1,500 miles of pavement condition. The Savannah Harbor Expansion Project (SHEP) Project Delivery Team was named "2017 Project Delivery Team of the Year" by the U.S. Army Corps of Engineers (USACE) in recognition of their commitment to deliver navigational and environmental mitigation while preserving the sensitive Savannah Harbor ecosystem. The Office of Strategic Communications received first place honors in AASHTO's 2017 TransComm communications skills competition. The centennial issue of Milepost won in newsletters and "Opening the I-75 South Metro Express Lanes" won in transportation events.
FY 2018 Accountability and Investment Report | 54

Georgia DOT Districts

Georgia DOT has seven district offices that are responsible for operating and maintaining the state's transportation system at the local level.

DISTRICT 1
Brent Cook , P.E. District Engineer 1475 Jesse Jewell Pkwy Suite 100 Gainesville, GA 30501 770.532.5500 bcook@dot.ga.gov
DISTRICT 2
Corbett Reynolds District Engineer 643 Highway 15 S Tennille, GA 31089 478.553.3301 creynolds@dot.ga.gov

DISTRICT 3
Michael Presley, P.E. District Engineer 115 Transportation Blvd. Thomaston, GA 30286 706.646.6900 mpresley@dot.ga.gov
DISTRICT 4
Ritchie Swindell District Engineer 710 West 2nd St. Tifton, GA 31794 229.386.3280 rswindell@dot.ga.gov

DISTRICT 5
Brad Saxon District Engineer 204 North Highway 301 Jesup, GA 31598 912.527.5711 bsaxon@dot.ga.gov
DISTRICT 6
Grant Waldrop, P.E. District Engineer 500 Joe Frank Harris Pkwy Cartersville, GA 30120 770.387.3602 gwaldrop@dot.ga.gov
DISTRICT 7
Kathy Zahul, P.E. District Engineer 5025 New Peachtree Rd. Chamblee, GA 30341 770.216.3810 kzahul@dot.ga.gov

55 | FY 2018 Accountability and Investment Report

FY 2018 Accountability and Investment Report | 56

Georgia DOT Contacts
Customer Service Desk ........................................................................................................................4..0..4...6. 31.1990
Commissioner and Staff Russell R. McMurry, P.E., Commissioner ............................................................................................4..0..4...6..3.1.1000 Crystal James, Executive Assistant to the Commissioner ..................................................................4..0..4...6..3..1.1018 Mike Dover, P.E., Deputy Commissioner ............................................................................................4..0..4....6..3. 1.1021 Meg Pirkle, P.E., Chief Engineer .........................................................................................................4..0..4...6..3.1.1004 Angela Whitworth, Treasurer ..............................................................................................................4..0..4....6..3. 1.1029 Elizabeth Osmon, State Transportation Board Secretary ....................................................................4..0..4...6..3.1.1001 Erik Rohde P.E., Engineering Services/Environmental Compliance .....................................................4..0..4....6..3. 1.1770 Josh Nix, Audits ................................................................................................................................4..0..4...6..3. 1.0311 Josh Waller, Policy and Government Affairs ........................................................................................4..0..4...6..3. 1.1007 Mike Hopkins, Performance-based Management and Research ........................................................4..0..4...6..3.1.1743 Kenneth Franks, Transportation Investment Act (TIA) Administrator ....................................................4..0..4...6..3..1.1568
Division of Administration/General Counsel Matt Cline, General Counsel ..............................................................................................................4..0..4....6..3..1.1496 Annette Simelaro, Deputy General Counsel /Legal Services ...............................................................4..0..4...6..3.1.1437 Chet Welch, Construction Claims ......................................................................................................4..0..4...6..3. 1.1230 Kimberly King, Equal Employment Opportunity (EEO) ........................................................................4..0..4....6..3. 1.1972 Monica Ivey, Human Resources ..........................................................................................................4..0..4...6..31.1515
Division of Construction Marc Mastronardi, Director ................................................................................................................4..0..4...6..3..1.1970 Rich Williams, Bidding Administration .................................................................................................4..0..4....6..3..1.1612 John Hancock, Construction .............................................................................................................4..0..4....6..3..1.1971 Monica Flournoy, Materials .................................................................................................................4..0..4...6..0..8.4708
Division of Engineering Hiral Patel, Director .............................................................................................................................4..0..4...6..3.1.1519 Bill DuVall, Bridge Design ...................................................................................................................4..0..4...6..3.1.1883 Brent Story, Design Policy and Support .............................................................................................4..0..4....6..3. 1.1600 Eric Duff, Environmental Services ........................................................................................................4..0..4...6..3.1.1071 Troy Byers, Right-of-Way ....................................................................................................................4..0..4....3..4. 7.0227 Andy Casey, Roadway Design ............................................................................................................4..0..4....6..3. 1.1700
Division of Finance Connie Steele, Director ......................................................................................................................4..0..4...3..4..7.0471 Selena Riordan, Budget Services .......................................................................................................4..0..4...6..3..1.1316 Angie Robinson, Financial Management .............................................................................................4..0..4...6..3..1. .1291 Kirkley Renwick, General Accounting .................................................................................................4..0..4...3..4..7.0313
Division of Intermodal Carol Comer, Director ........................................................................................................................4..0..4....3..4. 7.0573 Nancy Cobb, Administrator ..............................................................................................................4..0..4...6..3..1.1242
Division of Permits and Operations John Hibbard, Director ......................................................................................................................4..0..4...6..3..1.1025 Andrew Heath, Traffic Operations ......................................................................................................4..0..4...6..3..5.2828 Paul Tanner, Transportation Data .......................................................................................................4..0..4...6..3..1.1747 Patrick Allen, Utilities .........................................................................................................................4..0..4...6..3..1.1380 Andy Doyle, Maintenance ..................................................................................................................4..0..4....6..3..1.1390
57 | FY 2018 Accountability and Investment Report

Division of Planning Jay Roberts, Director ........................................................................................................................4..0..4...6..3..1. .1802 Cindy VanDyke, Administrator ...........................................................................................................4..0..4....6..3..1. .1747 Division of P3 Joe Carpenter, Director .....................................................................................................................4..0..4...6..3..1. .1928 Darryl VanMeter, Innovative Delivery ..................................................................................................4..0..4...6..3..1...1703 Division of Program Delivery Albert Shelby, Director .......................................................................................................................4..0..4...6..3..1..1758 Kim Nesbitt, Program Delivery ...........................................................................................................4..0..4...6..3..1..1575 Bobby Hilliard, Program Control ........................................................................................................4..0..4....6..3..1....1122 Office of Local Grants Kelvin Mullins, Local Grants ...............................................................................................................4..0..4...6..3..1..1002 Office of Equipment Management Jim Leben, Equipment ......................................................................................................................7..7..0...4..8..4...3201 Other Key Offices Scott Higley, Strategic Communications ...........................................................................................4..0..4...3..4..7...0543 Jeff Hill, Information Technology ........................................................................................................4..0..4...6..3..1...1. 590 Treasury Young, Procurement ...........................................................................................................4..0..4...6..3..1...1435
FY 2018 Accountability and Investment Report | 58

AAppppeennddixix
GEORGIA DEPARTMENT OF TRANSPORTATION ORGANIZATION CHART AS OF AUGUST 2018
As of August 2018
People

Division of Planning Jay Roberts

Governor Joshua Nix

State Transportation
Board
Commissioner Russell McMurry

General Assembly
Secretary to the Board Elizabeth Osmon

Director of Government & Legislative Relations
Joshua Waller

General Counsel Division of Admin
Matthew Cline

Deputy Commissioner
Mike Dover
Division of Local Grants

Planning Paul Tanner

Resources Monica Ivey

Services Annette Simelaro

Communications Scott Higley

Kimberly King

Procurement Treasury Young
Technology Jeff Hill
Application Support
Ramesh Bala
Infrastructure Gary Blanton

Grants Kelvin Mullins

Field Services Vacant

District 1 Brent Cook
District 3 Michael Presley
District 5 Brad Saxon
District 7 Kathy Zahul

District 2 Corbett Reynolds
District 4 Ritchie Swindell
District 6 Grant Waldrop
Equipment Management
Jeff Stone

59 | FY 2018 Accountability and Investment Report

Chief Engineer Meg Pirkle

Treasurer Angela
Whitworth

Division of Engineering
Hiral Patel

Division of Intermodal Carol Corner

Division of Construction
Marc Mastronardi

Division of Permits & Operations John Hibbard

Division of P3
Joe Carpenter

Division of Program Delivery
Albert Shelby

Division of Finance
Connie Steele

Environmental Services Eric Duff

Intermodal Nancy Cobb

Materials Monica Flournoy

Transportation Data
Eric Conklin

Innovative Delivery
Darryl VanMeter

Program Delivery Kimberly Nesbitt

Roadway Design
Andy Casey
Bridge Design & Maintenance
Bill DuVall
Right of Way Troy Byers
Design Policy & Support Brent Story

Construction John Hancock

Utilities Patrick Allen

Administration Rich Williams

Operations Andrew Heath

Maintenance Andy Doyle

Program Control Bobby Hilliard

Engineering Services Erik Rohde
Kenneth Franks

Performancebased
Management and Research Mike Hopkins

of Budget Services Selena Riordan
Financial Management
Angela Robinson

General Accounting
Kirkley Renwick

FY 2018 Accountability and Investment Report | 60

Interoffice Memo

FILE:

DATE:

October 3, 2018

FROM:

Bobby Hilliard, P.E., Program Control Administrator

TO:

Jay Roberts, Director of Planning

SUBJECT: Senate Bill 200 Reporting

Please find attached the semi-annual reports detailing the status of projects valued in excess of $10 million for all phases:
Attachment A: Details of the status of projects Opened to Traffic during Fiscal Year 2018 over $10 million in value
Attachment B: Status of Active Construction Projects over $10 million in value during Fiscal Year 2018
Attachment C: Status of Active Projects under design greater than $10 million in value (Current STIP 2018 2021)
If you have any questions, please contact Bobby Hilliard at (404) 631-1122.
BKH
Attachments
cc: Russell McMurry, P.E., Commissioner Margaret Pirkle, P.E., Chief Engineer Albert V. Shelby, III, Director of Program Delivery Paul Tanner, State Transportation Planning Administrator

61 | FY 2018 Accountability and Investment Report

ATTACHMENT A
Georgia DOT Construction Projects Opened to Traffic During Fiscal Year 2018 Over $10 Million in Value
FY 2018 Accountability and Investment Report | 62

Attachment A

Georgia DOT Construction Projects Greater than $10 Million Open to Traffic in FY 2018

Count Contract ID

Federal/State Project GDOT PI

No

NO

Description

County

Current Completion
Date

Time Charges Stop Date

Construction Completed on
Time

Allotment

Final Earnings

% of Allotment

Within Budget

Comment

1

B14343-14-000-1

STP00-0004-00(166)

0004166

SR 3 (NORTHSIDE DR) - SAFETY

Fulton

1/31/2018

12/1/2017

Yes

$27,164,004 $23,800,000.00 87.62%

Yes

2

B14535-13-000-0

0009156 & 0009157

3

B14671-13-000-0 CSNHS-0008-00(407)

4

B14677-13-T00-0

STP00-7063-00(001)

5

B14754-14-000-0 CSNHS-0007-00(421)

6

B14775-14-000-0

STP00-0004-00(917)

7

B14825-14-T00-1

STP00-0000-00(833)

8

B14831-15-000-0

STP00-0000-00(546)

9

B14841-14-000-0

122650

10 B14863-14-000-0

0010194

11 B14880-15-000-0 NHS00-0005-00(320)

12 B15016-15-000-1 CSBRG-0007-00(040)

13 B1CBA1600887-0

0009998

0009156

I-75 - DESIGN BUILD

Henry

12/1/2017 11/15/2017

0008407 2504700007421

SR 96 - WIDENING, RECON & BRIDGE CONSTR.
OLD PETERSBURG RD/OLD EVANS RD - WIDENING AND CONSTRUCTION
I-95/SR 405 - INTERCHANGE CONSTRUCTION

Houston Columbia McIntosh

11/30/2017 2/28/2018 7/1/2017

5/1/2018 2/28/2018 8/15/2017

0004917 0000833 0000546 1226500010194

SR 119 - WIDENING & RECONSTRUCTION NEW OCONEE RIVER CROSSING-GRADING,
DRAINAGE, BASE & PAVING SR 133 WIDENING & RECONSTRUCTION
SR 72 - WIDENING & BRIDGE CONSTR
W. CLEVELAND BYPASS - ROADWAY RECONSTR

Liberty
Laurens
Colquitt Elbert, Madison White

12/4/2017 7/20/2017 6/30/2018 4/28/2018 10/10/2017

5/15/2018 9/30/2017 6/29/2018 4/27/2018 11/5/2017

0005320 0007040 0009998

I-75/SR 401 - INTERCHANGE IMPROVEMENTS SR 43/OVER LITTLE RIVER - BRIDGE REPL VARIOUS LOCATIONS - STRIPING & PVMK

Dooly
Lincoln, McDuffie
All Counties

2/13/2018 3/31/2018 9/30/2017

2/13/2018 3/26/2018 9/30/2017

Yes

$183,861,057 $124,647,578.19 67.79%

Yes

No

$33,105,113 $30,991,713.23 93.62%

Yes

Contractor did not complete on Time

Yes

$35,847,980 $34,183,352.33 95.36%

Yes

No

$15,730,637 $15,106,716.86 96.03%

Yes

Contractor did not complete on Time

No

$19,960,840 $17,799,059.58 89.17%

Yes

Contractor did not complete on Time

No

$13,791,992 $12,573,225 91.16%

Yes

Contractor did not complete on Time

Yes

$31,220,202 $28,780,219 92.18%

Yes

Yes

$51,360,537 $47,807,447 93.08%

Yes

No

$24,618,293 $23,532,065 95.59%

Yes

Contractor did not complete on Time

Yes

$20,180,489 $19,713,760 97.69%

Yes

Yes

$14,914,621 $14,860,524 99.64%

Yes

Yes

$15,942,935 $15,734,783 98.69%

Yes

14 B1CBA1601019-0 15 B1CBA1601563-1 16 B1CBA1701213-0 17 B34991-15-T00-0 18 B3CBA1601399-0 19 D30067-15-000-0

M005400 M004637 M005702 0011437 M005069 CSSTP000900396

M005400 M004637 M005702 0011437 M005069 0009396

I-75/85 - MILLING AND RESURF
I-85/SR 403 - PLMX RESF & MILLING
VARIOUS LOCATIONS
US 27/US 280/SR 1 - WIDENING & RCNST
SR 35 - PLMX RESF CA - CONSTR OF SW ATL BELTLINE CORRIDOR
TRAIL FM UNIVERSITY

Fulton
DeKalb, Fulton DeKalb, Gwinnett
Muscogee
Colquitt, Thomas
Fulton

2/20/2018 2/28/2018 3/31/2018 11/15/2017 12/16/2017 6/19/2017

12/31/2017 2/21/2018 3/31/2018 3/12/2018 11/24/2017 10/2/2017

Yes

$14,108,835 $13,789,880 97.74%

Yes

Yes

$23,157,773 $22,927,000 99.00%

Yes

Yes

$29,968,857 $29,847,965 99.60%

Yes

No

$14,110,504 $13,720,478 97.24%

Yes

Yes

$14,241,693 $14,241,693 100.00%

Yes

No

$23,308,106 $23,308,106 100.00%

Yes

Total

$606,594,468 $527,365,565 86.94%

Contractor did not complete on Time
Contractor did not complete on Time

U:\Administration\Reporting\Senate Bill Reporting\FY 2018\July 2018\Senate Bill 200 Attachment A Open to Traffic Over 10 Million FY 18 September 20, 2018

1

ATTACHMENT B
Georgia DOT Active Construction Projects Over $10 Million in Value During Fiscal Year 2018
63 | FY 2018 Accountability and Investment Report

FY 2018 Accountability and Investment Report | 64

65 | FY 2018 Accountability and Investment Report

FY 2018 Accountability and Investment Report | 66

ATTACHMENT C
Georgia DOT Active Projects Under Design Greater Than $10 Million in Value (Current STIP 2018 - 2021)
67 | FY 2018 Accountability and Investment Report

FY 2018 Accountability and Investment Report | 68

69 | FY 2018 Accountability and Investment Report

FY 2018 Accountability and Investment Report | 70

71 | FY 2018 Accountability and Investment Report

FY 2018 Accountability and Investment Report | 72

73 | FY 2018 Accountability and Investment Report

FY 2018 Accountability and Investment Report | 74

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Altanta, GA 30308 404.631.1990
www.dot.ga.gov