Georgia Engineer Apr-May 2015 by Luke Clark

G E O R G I A

ENGINEER

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TRANSPORTATION Volume 22, Issue 2 April | May 2015

A CONVERSATION WITH

RUSSELL MCMURRY COMMISSIONER GEORGIA DEPARTMENT OF TRANSPORTATION

GEORGIA EnGInEER

G E O R G I A

ENGINEER publisher: A4 Inc. 1154 Lower Birmingham Road Canton, Georgia 30115 770-521-8877 E-mail: rfrey@a4inc.com Editor-in-Chief: Roland Petersen-Frey Managing Editor: Daniel Simmons Art Direction/Design: Pam Petersen-Frey

Contributing Authors Jim Barbaresso, Michael Cheroutes Walt Grassl Thomas Leslie Stephanie Lewis, RA, LEED AP Pete Ruane Allen Schaeffer Daniel Simmons Daniel Stolte Mindy Wall CPA, CGMA

The Georgia Engineer is published bi-monthly by A4 Inc. and pro-

vides a source of general engineering information to advance the business of engineering companies governmental agencies, municipalities, counties, department of transportation, businesses, and institutions including the university system. Opinions expressed by the authors are not necessarily those of the Georgia Engineer or its publisher nor do they accept responsibility for errors of content or omission and, as a matter of policy, neither do they endorse products or advertisements appearing herein. Parts of this publication may be reproduced with the written consent of the publisher. Correspondence regarding address changes should be sent to the publisher via e-mail to rfrey@a4inc.com or by dropping us a note at the address mentioned above. Subscriptions are available by going online at www.thegeorgiaengineer.com

Letter from the editor When we talk about transportation, we have a tendency to look at roads and bridges, to some lesser degree at mass transit, and not at all at highspeed passenger rail service between the major cities of our nation. It is unfortunate, isnâ&#x20AC;&#x2122;t it? Coming from Europe and loving their excellent train service with a bar and restaurant in most distance trains and large windows to look out on the countryside, all while speeding along at 150+ mph, I always remember it as is stress-free travel. The good thing is that we here in Georgia have passed HB170, the transportation funding bill giving our transportation needs an additional $1 bil. annually. GDOT can now look forward to a more normal funding level. Since the $.26/gallon is an excise tax, it is not based on the sale price but rather on the number of gallons you buy. The fluctuations will be less noticeable in the future providing for a fairly predictable flow of funds. In our interview with Russell McMurry (page 30), we discussed, among many subjects, the capacity of our highway contractors to take on more work. This is a most interesting and informative article; you will enjoy it. The P3 concept has been used successfully overseas and it is now making fairly serious inroads into our own states, and not just for transportation but for all kinds of funding needed today. P3 gives us a sense of immediate gratification. The Colorado Department of Transportation, through their High Performance Transportation Enterprise, has done some nice work, and we have asked them to write about it in this issue (page 20). Youâ&#x20AC;&#x2122;ll find it very interesting. You will notice that the new Georgia Engineer magazine is different from the editorial point of view from other magazines as we strive to truly bring you news that you might not have seen elsewhere and yet that will stimulate your interest to see and do new things you might not have thought of before. We would be delighted to hear from you. And also remember that this magazine is being sent not only to your clients but also to your potential clients. This is where you want to be, and consider spending your marketing budget in a publication that offers a real return on investment. Really. Pete Roland Petersen-Frey Editor-in-Chief (770) 521-8877

ApRIL | MAy 2015

COnTEnTS

ROMAN ROADS “The extraordinary greatness of the Roman Empire manifests itself above all in three things: the aqueducts, the paved roads, and the construction of the drains,” Dionysius of Halicarnassus Ant. Rom. 3.67.5 By the year 200 A.D., approximately 50,000 miles of sophisticated roadways webbed across 1.7 million square miles of the ancient Roman Empire’s territory. Regardless of where the roads started at towns and sea ports, all roads ended at the Roman Forum in the center of Rome, thus giving way to the enigmatic phrase, “all roads lead to Rome.” p8 CLEAN DIESEL An Environmental Success Story That Benefits Every Community p14 P3 GROWING STATES LIKE COLORADO CANNOT AFFORD TO IGNORE TRENDS The increasing concern for funding of transportation systems, especially in growing states like Colorado and Georgia, requires creative approaches to solving the financial problems while maintaining and growing their infrastructure. p20

A CONVERSATION WITH RUSSELL MCMURRY SEEKING CONNECTEDVEHICLE SOLUTIONS THROUGH MICHIGAN’S SAFETY PILOT This Safety Pilot program involved installing connected vehicle technology in approximately 2,800 cars, trucks, buses, motorcycles, and bicycles; deploying roadside equipment along 73-lane-miles of arterial streets and limited access highways. p24

GEORGIA EnGInEER

T a b l e

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CONTENTS

GEORGIA ENGINEER April | May 2015

Roman Roads . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . 8 The Palmetto Project: Georgia’s First Oil Pipeline . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . 13 Clean Diesel. . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . 14 United Consulting - Celebrates 25th Anniversary . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . 19 P3 Growing states like Colorado Cannot Afford to Ignore Trends . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . 20 Seeking Connected-Vehicle Solutions through Michigan’s Safety Pilot . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . 24 A Conversation with Russell McMurry . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . 30 Mercedes Luxury in Motion - Putting the ‘auto’ in Automobile . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . 34 Slow Motion at the Speed of Light. . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . 36 The Art of Fortune Telling: Is your schedule update telling you what you think it is? . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . 37 Jacques Combault is Awarded Prix Albert Caquot Medal for Llifetime Contributions to Bridge Engineering . . . . . . . . . . . . . . . . 39 A Plan to Break the Highway & Transit Funding Gridlock . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . 40 Georgia Engineering News . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . 42

p19

p39 p8

p20 p24

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ADvERTISEMEnTS Amec Foster Wheeler ......................................................................32

Reinforced Earth Company .............................................................33

American Engineering Inc................................................................18

RHD Utility Locating .........................................................................32

CARDO .................................................................................................16

Rosser International..........................................................................32

Columbia Engineering......................................................................40 Schnabel Engineering ........................................................................17 CROM Corp.........................................................................................27 Edwards Pitman..................................................................................41

SiltSaver ...............................................................................................35

Engineered Restorations ..................................................................18

S&ME ...................................................................................................40

Georgia 811...........................................................................................12

STV ........................................................................................................18

Georgia Power Company.................................................................23

Terrell Hundley Carroll ......................................................................17

Hayward Baker...................................................................Back Cover

THC .......................................................................................................32

Hazen & Sawyer .................................................................................41 TTL ........................................................................................................32 Insurance Office of America .............................................................7 MH Miles.............................................................................................32

T. Wayne Owens ................................................................................17

Nova Engineering ................................................................................11

United Consulting ...............................................Inside Front Cover

Prime Engineering ................................................................................3

Vaughn & Melton.................................................................................6

GEORGIA EnGInEER

ApRIL | MAy 2015

GEORGIA EnGInEER

roman roads By Stephanie Aurora Lewis, RA, LEED AP “The extraordinary greatness of the Roman Empire manifests itself above all in three things: the aqueducts, the paved roads, and the construction of the drains,” Dionysius of Halicarnassus Ant. Rom. 3.67.5 By the year 200 A.D., approximately 50,000 miles of sophisticated roadways webbed across 1.7 million square miles of the ancient Roman Empire’s territory. Regardless of where the roads started at towns and sea ports, all roads ended at the Roman Forum in the center of Rome, thus giving way to the enigmatic phrase, “all roads lead to Rome.” “The exception of some outlying portions, such as Britain north of the Wall, Dacia, and certain provinces east of the Euphrates, the whole Empire was penetrated by these itinera (roads). There is hardly a district to which we might expect a Roman official to be sent, on service either civil or military, where we do not find roads. They reach the Wall in Britain; run along the Rhine, the Danube, and the Euphrates; and cover, as with a network, the interior provinces of the Empire,” from the Itinerary of Antonius, from the description of the road system. The public high or main roads were identified under these four different terms: viae publicae (ways of the republic), consulares (ways of the elected officials), viae praetoriage (ways of the Praetorian Guard), or viae militares (ways of the military). These were the roads that facilitated communication efforts, the military, commerce and trade, and eventually the spread of history and social effects such as Christianity. A strategic component of the success, these public roads enabled the

Roman Empire to gain quick intelligence from all parts of the territory bringing news back to Rome. Messengers, traveling by horseback, could speed along as fast as 100 miles a day if necessary. via Appia and pompeii The most famous Roman road is the Appian Way or the Via Appia, perhaps because it was the first

Ponte Sant'Angelo, once the Aelian Bridge or Pons Aelius, meaning the Bridge of Hadrian, is a Roman bridge in Rome, Italy, completed in 134 AD by the Roman Emperor Hadrian, to span the Tiber, from the city center to his newly constructed mausoleum, now the towering Castel Sant'Angelo. ApRIL | MAy 2015

road constructed and because it was the recipient of great monetary resources, making it a grand example. The Appian Way leads from Rome, specifically from the Roman Forum, passes through the Servian Wall at the Porta Capena and travels 200 miles to the southeast, ending in Brindisi, Apulia. Public roads were named after the Roman censors that were in charge of their construction. The Appian Way was thus named after Appius Claudius Caecus who had the road built quickly beginning in the year 312 B.C., during and for the purpose of fighting in the Samnite Wars. Procopius wrote of the Appian Way, “The stones fit together so well that they appeared to have grown together, not fitted together.” It is believed that this was the first road to have the Roman invented lime cement used for its construction. Tourists can walk along the Appian Way today to imagine some of its original splendor. “It is believed the Via Appia was the first Roman road; again that is the story we have today. We do not know, however, what the original road looks like because it has been altered and changed so much since,” says Professor Walter Scheidel, designer of the ORBIS Web site, Dickason Professor in the Humanities, Professor of Classic and History, Chair for Department of Classics, Catherine R. Kennedy and Daniel L. Grossman Fellow in Human Biology at Stanford University. Pompeii is another location where Roman road construction archeology is easily researched as these roads are protected from modern transportation. Pompeii’s roadways have beautifully preserved sidewalks and gutters. Then at the crossroads, there are stepping stones where ancient pedestrian traffic crossed over the wet, muddy streets below. Wagon wheels could also pass through the stepping stones. Roman Road Design Standards In every area of architectural design, engineering, and construction for the entirety of the Roman Empire, there were standards set including dimensions, materials, 10

geometries, descriptions of styles so that there would be a great uniformity across all examples of Roman architecture and engineering throughout the expanses of their territory. Vitruvius wrote about the standards for Roman roads. The Romans would try to stay within his written standards, but it is believed that at times they were not able to keep the strict standards largely because of the limitations of the supplies available and the tough terrain upon which the roads were being constructed. “There is a great deal that we do not know about how the roman roads were constructed. Not all the roads were constructed the same way with the same materials,” says Scheidel. Roman roads are largely reputed among historians for the speed and indefatigable strength by which they were constructed. No country or area was considered to have been conquered by the Roman Empire until the roads were built in those areas. Rebels would try to destroy the roads, to try to regain their territory, only to find out that it was virtually impossible. The construction of the roads was amazing because, after all, “the technology back then was basic; the roads were built by oxen, people, and with the use of the rivers,” says Scheidel. Roman Road Construction Methods Archeological research provides a variety of types of roman road construction making it difficult to describe how the roads were constructed, the specific materials, and the order by which the roads were constructed in layers. Professor W. McK. Cattell from Columbia University, in 1898 wrote extensively about these remarkable roadways, provided the following information. First a length of eight to 20 feet was staked out in a straight line, and then dug out down to the clay bed. They would then ram down the clay. A layer of small stones would then be spread out on the clay and rammed down with heavy mallets. Another layer of stone would then be rammed into the clay. These layers would then be covered with cement. Sand and gravel with lime mortar would then be

layered over top. Next, layers and layers of broken stones mixed with cement would form a solid mass. Above all these layers would lay heavy boulders (two feet thick layer). The boulders were made of basalt (volcanic rock) or granite and would vary in sizes between that of a man’s skull to half a barrel. Lastly, a layer of finely-sized rock pavers would be fitted together on the top, and cement placed in between the cracks to create a perfectly smooth surface. The closer the roads came to the towns, the better the stones on top were fitted together, often in delicate hexagonal shapes. The center (crown) of the road was the highest for drainage, a civil engineering practice still used today. Each side had gutters where the water would drain off and be carried down out of the city. If the road ran through flat country, then the gutters would be ditches. If the road went through an area where they believed there were assailants, breast-high walls were constructed on each side for fortifications. No houses, structures, trees, and shrubs of any kind were allowed to grow or to be constructed within 200 feet of the road to keep the road safe from robbers trying to conceal themselves. Roman roads are also reputed for their incredible geometrical patterns. The Laws of the Twelve Tables, from 450 B.C., stated that the roads were to be eight feet wide when straight and 16 feet wide when curving. They wanted the roads to be straight as much as possible to conserve on materials. As such, Roman roads commonly went directly from one point to the next. There was little regard for anything standing in the way of the road’s path. Properties were condemned and made for public use (without the slightest regard for feelings or rights of owners) that was in the way of a proposed Roman road. Natural obstacles were ignored. For example, the roads went directly up mountain sides, through mountains in tunnels, bridges over streams, swamps and bogs. “The most remarkable Roman roads may be those that go through the Alps. It was not until about 50 years ago that we were able to GEORGIA EnGInEER

build modern roads high up in the Alps near these ancient roadways. But, the Romans built these roads up there under extreme conditions such as the cold temperatures, steep mountain sides, and the altitude,” says Scheidel. Mile-markers and convenience stops were set along the roadway paths. Every mile had a post or mile-marker that gave several pieces of distance data as well as the names of those responsible for constructing the road. At every fifth mile, there would be a post house where soldiers and 40 horses were stationed ready at any moment to travel for communications or for military reasons. These soldiers acted like modern-day patrolman. Travelers could also get supplies and make use of veterinarians if needed. Stones were set at every half mile along the road for remounting horses. Within 20 miles of town, the Appian Way has stone seats every 40 feet for travelers to rest. Wells made from natural springs were installed with a stone cup chained to a boulder for the travelers to quench their thirst. The Roman roads were originally constructed with the monetary funding from the Empire and then were kept up and repaired by finances from each territory. During peace, legionnaires were employed to construct the roads. Often criminals and slaves were also used including many of Jewish decent because of the conquering of Judea. Since every governor of a Roman province had strict orders to construct and to maintain the roadways, there were recorded times when all the males of a province were forced to build the roads.

travel routes, but on what would have been possible at the time. Tinkering with the game-like Web site, one may learn more about the time and money costs associated with ancient travel and the essence of how, “all roads lead to Rome.” After inputting a starting and ending locale, one can see how many kilometers the journey was, the time it took to complete the travel, how much it cost to take wheat by donkey or wagon along that distance, and how much it would have cost to take a passenger via carriage. “Spanning one-ninth of the earth’s circumference across three continents, the Roman Empire ruled a quarter of humanity through complex networks of po-

litical power, military domination, and economic exchange,” writes Scheidel via the ORBIS Web site. The Roman engineering behind the roads have enabled the roads to endure, to mould Latin civilizations throughout Europe and to even influence modern roadway construction methods. The history of the Roman roads is mixed with splendor, engineering genius, and at times, cruelty driven by greediness. Furthermore, Roman road engineering is perhaps best summed up by Professor Cattell, “Crude as we should deem them, the Roman roads were strongly built, safe, and permanent, and even their ruins are among the greatest remaining wonders of that remarkable people.” v

ORBIS Web site A compelling Web site called ORBIS, orbis.stanford.edu, was designed by Professor Scheidel and Elijah Meeks. “A map is an image taken from above that represents space. But, the map does not show us how people experience going from point A to point B,” says Scheidel. ORBIS is an attempt to unveil some of the complexities and realities of travel during the ancient Roman Empire. The data is not based on accounts of actual ApRIL | MAy 2015

GEORGIA EnGInEER

The Palmetto Project: Georgia’s First Oil pipeline By D. Simmons | Staff Writer

inder Morgan, America’s largest energy infrastructure company, has proposed construction of a new 360 mile long pipeline running from Belton, SC to Jacksonville, FL; 218 miles of which will run straight through Eastern Georgia, including Savannah. If the project is approved it will provide the first pipeline source of petroleum products for Savannah, as well as an annual revenue of $14 million to (Georgia) State and local taxing bodies and an estimated 1,200 construction jobs. Pipeline sourced petroleum for Savannah could not only mean lower gas prices but it could also mean a more reliable supply of fuel during hurricane season and throughout other inclement weather situations that could thwart over-the-road fuel delivery. Predictably there has been quite a bit of opposition from local communities in the areas that the pipeline passes through. Portions of the pipeline will pass through coastal wetlands, whose irregular soil density makes the pipeline more prone to shifting and leaking. Residents are concerned that oil leaking in a wetland will spread more quickly than on dry land and could have widespread and devastating repercussions on the local wildlife. Additional concerns arose from the fact that the pipeline will run through a significant amount of private land (to be ascertained through eminent domain) that is used for farming, rendering large swaths of land indefinitely unusable. By all accounts, however, it would seem that Kinder Morgan is doing what it can to accommodate legitimate concerns. For instance, in early March executives at Kinder Morgan agreed to change the route of the pipeline in order to avoid passing through a historic Revolutionary War battleground called Brier Creek; after a considerable public outcry. Interestingly enough, despite people’s ApRIL | MAy 2015

general discomfort with pipelines, historic sites and state parks might actually end up benefitting more from allowing the pipeline to run through them than if they don’t; due to the mitigation measures that the EPA requires pipeline companies to take. In this case “mitigation measures” means money, and in the case of Brier Creek money could make a world of difference. Little is known about the battle site and the mitigation money provided by Kinder Morgan could help fund additional geological research and even park infrastructure like paths and pavilions. Unfortunately for Kinder Morgan the objections don’t end there. There is also a sizeable, equally aggravated group that has been protesting the pipeline on the grounds that it is sending oil & gas to two of the East coast’s biggest ports for the express purposes of exportation. At first it’s hard to imagine why this would be something worth getting upset over, but this vocal minority’s case is actually a bit stronger than it first seems. If the oil sent through the Palmetto Pipeline is primarily for export to higherpriced markets like Europe and Asia, then suddenly a lot of the pipeline’s proposed benefits start to seem like empty promises. For starters, this would mean that the pipeline would have a negligible effect on local gas prices, if any, since so little of the gas would actually be sold on U.S. shores. Secondly, it would provide a new incentive

for oil wells to engage in the controversial practice of fracking, since they would not be producing oil for an already flooded market (i.e. the U.S.) but instead a foreign, and very profitable one. Finally, and most importantly for those directly affected by the pipeline’s construction, this could seriously call into question the legitimacy of Kinder Morgan’s acquisition of public & private land under eminent domain. In order to receive land under eminent domain, the project must be shown to contribute to “public convenience and necessity,” which a pipeline built for the purposes of foreign export almost certainly would not. When asked about the final destination of their pipeline’s products at recent town hall meetings, representatives of Kinder Morgan unilaterally replied “We can’t be sure.” And while that might not be much of an answer it’s enough to put the burden of proof back on their accusers; an almost impossible task for someone without the legal and financial resources to match america’s biggest energy infrastructure company. And that, it would seem, is that. All signs seem to point to “yes” for the Palmetto Pipeline and we can only watch in the coming months to see how things proceed. If the past is any indicator, however, it looks like Georgia will be getting its first energy pipeline before you know it.v 13

Clean Diesel

An Environmental Success Story That Benefits Every Community By Allen Schaeffer | Executive Director | Diesel Technology Forum

GEORGIA EnGInEER

ne of the great environmental success stories in recent years has been the development of clean diesel fuel and advanced diesel engines and filter technologies. While these achievements may not have received the attention as other green landmarks, you and I are benefitting from clean diesel every day. The result has been that our air is cleaner. More than 95 percent of particulate matter and NOx emissions have been reduced in new clean diesel trucks, buses, and cars in the past two decades. Similar advancements are occurring in off-road construction, agriculture, power generation, and maritime engines. The results have been so impressive that in its 2014 annual report on the status of America’s air quality, the American Lung Associated cited the new diesel fleets as being one of the two reasons for the major improvements in our nation’s air quality. So why does this even matter? Well, internationally more than 90 percent of all cargo is moved by diesel power and 85 percent in the U.S. In addition, here are some statistics that should make it clear why the environmental benefits of clean diesel are important to the U.S.: • Almost 100 percent of all freight rail locomotives are diesel powered; • More than 95 percent of all the heavy duty trucks and a majority of medium duty trucks are diesel powered; • More than 75 percent of all transit buses are diesel or diesel-hybrids.

As these fleets continue their advance into new diesel technology, our air quality will improve each and every day in each every community. The future of the diesel power in the U.S. and international markets is very positive despite the introduction of a variety of new transportation fuel sources. Here’s what some of the world’s top energy forecasters have to say: ExxonMobil: Diesel will surpass gasoline as the number one global transportation fuel by 2020. Diesel demand will account for 70 percent of the growth in demand for all transportation fuels through the forecast period to 2040. Although natural gas will play a greater role as a transportation fuel by 2040, it will remain only a small share of the global transportation fuel mix, at four percent by 2040, up from today’s one percent, according to ExxonMobil’s forecast. The World Energy Outlook:

Diesel fuel will remain the ‘dominant’ growth fuel between now and 2035, according to the International Energy Agency. Globally, the report suggests the possibility of only a two percent share of natural gas in the heavy-duty transport market by 2035. The national petroleum Council in its 2012 report ‘Advancing Technology for America’s Transportation Future’ for the U.S. Department of Energy stated: “Diesel engines will remain the powertrain of choice for HD (heavy-duty) vehicles for decades to come because of their power and efficiency.” ApRIL | MAy 2015

What exactly is ‘clean diesel’? Clean diesel is the direct result of the cooperative working relationship between the Environmental Protection Agency (EPA), national environmental and health organizations, and diesel manufacturers. Clean diesel is the new generation of diesel made up of a three-part system that combines cleaner diesel fuel, advanced engines, and effective emissions control technology. Clean diesel fuel - containing 97 percent less sulfur - is now the standard for both on-highway and off-highway diesel engines nationwide. Using this ultra-low sulfur diesel (ULSD) immediately cuts soot emissions from diesel vehicles and equipment by ten percent. The EPA has equated the reduction of sulfur in diesel fuel to the removal of lead from gasoline. With the introduction of lower sulfur diesel fuel, a number of exhaust treatment systems such as particulate filters, exhaust gas recirculation (EGR), selective catalyst reduction (SCR), and diesel oxidation catalysts (DOC) have further reduced emissions from diesel engines. The installation of various emission control technologies will also improve emissions from older diesel engines through retrofit capabilities. This three-part clean diesel system enables emissions reductions of over 95 percent from vehicles and equipment. This new system ensures that clean diesel engines will continue to play a dominant role in the future while helping meet energy security, greenhouse gas, and clean air objectives around the world.

fuels - that's more energy per gallon than other alternatives. It’s the fuel combustion that provides the primary difference between gasoline and diesel engines. Gasoline engines ignite fuel with spark plugs, whereas diesels ignite fuel with compression. Inside the engine, the combustion of air and fuel takes place under pressure and heat created by compressing the air-fuel mixture so intensely that it combusts spontaneously, releasing energy, that is transmitted to powering the wheels on a vehicle, the piston's motion and creating mechanical energy. Advanced new technologies such as electronic controls, common rail fuel injection, variable injection timing, improved combustion chamber configuration and turbo-charging have made diesel engines cleaner, quieter, and more powerful than past vehicles. Diesel vs. Gasoline It’s Diesel By A Landslide: Light-duty diesel cars, trucks and SUVs typically achieve a 20 to 40 percent improvement in fuel economy and a ten to 20 percent reduction in emissions when compared to a similar gasoline pow-

ered vehicle, according to government data. Today, automakers are introducing more diesel-powered models in the U.S. each year, and consumers are warming up to the efficiency and unique characteristics of the powertrain. In fact, many drivers report fuel economy benefits that consistently rival a hybrid. As diesels grow in popularity, consensus forecasts predict that diesel cars, pickups, and SUVs will comprise about seven percent of the market by 2020 or just over one million diesel-powered cars and trucks on the road. Some estimates even put diesel's share of the market as high as 18 percent by 2023. We’re already seeing some positive results as clean diesel car and pickup registrations have increased by 30 percent since 2010. The benefits of the growth in the light-duty diesel market are real. The number of diesels on the road since 2005 reduced emissions by 7.6M tonnes of CO2 and saved 29 million barrels of crude oil. This is equivalent to reducing consumption of gasoline by 1.2 billion gallons or removing 1.6 million vehicles from the road for a year. The growth in the diesel market is ex-

Diesel’s Higher Energy Density A Real Benefit: In addition to being clean, diesel is also the world's most efficient internal combustion engine. It provides more power and more fuel efficiency than alternatives such as gasoline, compressed natural gas or liquefied natural gas. Diesel is a petroleum-based fuel with the highest energy density among transportation 16

GEORGIA EnGInEER

today’s clean diesel cars, SUVs, and pickup trucks. Europe Already Has Discovered The Diesel Advantage: Despite all of these benefits, diesel car and pickup trucks make up only three percent of the passenger vehicles in the U.S. This contrasts dramatically with the European auto market. If you were to select any car on the street today in France, the odds are very high that you’d be picking a diesel vehicle. The same goes for Ireland, Spain, and a number of other European Union countries where about 50 percent of all cars are diesels—with France and Ireland amazingly reaching near 70 percent.

pected to reduce a further 7.7 million tons and save another 31 million barrels of crude oil. Clearly, the growing popularity of diesel will go a long way to promote energy independence and security. Just this year, the Jeep Grand Cherokee EcoDiesel was named the ‘2015 Green SUV of the Year’ by the Green Car Journal, and the 2015 Volkswagen Golf TDI clean diesel and 2015 Volkswagen Passat TDI clean diesel received Kiplinger’s Personal Finance ‘Best Value Awards’ in their respective

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categories. In addition, two recent ‘Green Car of the Year’ winners have been clean diesel cars. These latest awards are a reflection of the impressive real-world fuel efficiency, advanced diesel engine and emission technology, and cleaner diesel fuel that is now the standard for

coming years. We are extremely proud of these accomplishments, and new developments are in the works. We are also proud that this has been the result of cooperation between our industry and the government, environmental, and health community. Thereâ&#x20AC;&#x2122;s a lot of partisan bickering in Washington D.C. and many state capitals these days. Fortunately, the clean diesel story is an ex-

Much of the difference between U.S. and European tastes can be found in the price of diesel. In Europe, there are tax and price differences that make diesel fuel cheaper than petrol (gasoline). In the U.S., the price of diesel fuel has been somewhat higher than gasoline for the past several years. Still, the U.S. diesel market is expected to increase substantially in the

ample of what can occur when people put their differences aside and work together. v

Allen Schaeffer is the Executive Director of the Diesel Technology Forum, a non-profit organization dedicated to raising awareness about the importance of diesel engines, fuel, and technology. Forum members are global leaders in clean diesel technology and represent the three key elements of the modern cleandiesel system: advanced engines, vehicles and equipment, cleaner diesel fuel and emissions-control systems. For more information visit www.dieselforum.org.

GEORGIA EnGInEER

United Consulting – Celebrates 25th Anniversary e are proud to announce that January marked the 25th anniversary of the formation of our business! United Consulting has served the greater Atlanta area since January 1990, providing geotechnical engineering, environmental services, geophysical services, construction materials testing, and inspections. Over the past 25 years, United Consulting has grown to over 115 employees including more than 20 professionally registered geotechnical and structural engineers, geologists and surveyors. United Consulting’s top management has been together for more than 30 years, with our Senior Management and Team Leaders averaging over 20 years each with the firm. Because of these dedicated individuals, we continue to enjoy an excellent reputation throughout the metropolitan Atlanta area and Georgia as a technical leader with a customer service oriented attitude and able to provide expert engineering, environmental services, and value engineering.

"It is a great and humbling feeling to be a part of this company. The best aspects of the last 25 years here have been the people who work here, our clients and all of the great relationships we have been a part of," said Reza Abree, CEO and president of United Consulting. "I am truly amazed by the thought of where we started and where we are today, and look forward to the next 25 years." Our exceptional growth over the last

25 years has led to our expansion into two new national markets! Our Alabama office continues to grow offering exceptional services from the Birmingham location. Additionally, starting 2015, United Consulting will be offering our value engineering services to the West Coast, from our San Diego, California office. The San Diego office will feature all of the services that the United Consulting team currently offers: geotechnical engineering, environmental services, geophysical services, subsurface utility engineering, construction materials testing, and inspection services. About United Consulting: United Consulting is a multidiscipline engineering consulting firm based in Norcross, Georgia specializing in geotechnical engineering, environmental services, geophysical services, construction materials testing, and inspections. United Consulting’s commitment to client satisfaction is evidenced by our ISO: 9001-2008 Certification and is instrumental in the firm successfully executing some of the biggest and most complex projects in the Southeast.v

United Consulting’s ISO 9001:2008 Certified Laboratory

Scott D. Smelter, Senior Executive vp Reza Abree,Chief Executive Officer and president Chris L. Roberds, Senior Executive vp

United Consulting Atlanta, Georgia

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Reza Abree Chief Executive Officer and president

The increasing concern for funding of transportation systems, especially in growing states like Colorado and Georgia, requires creative approaches to solving the financial problems while maintaining and growing their infrastructure. In this context we have asked Mike Cheroutes of Colorado’s Department of Transportation—High performance Enterprise—to give us an idea what they are doing to stay ahead of the curve.

Growing States Like Colorado Cannot Aﬀord to Ignore Trends By Michael Cheroutes | Director | Colorado High performance Transportation Enterprise One of those trends is the rising tide of our state’s population, which has tripled in the past 50 years. Demographers project that we’ll add 60 percent more residents in the next 25 years, nearly reaching eight million people. In light of this, addressing our public infrastructure needs is a massive challenge. Because our existing transportation system was built decades ago in a Colorado that is virtually unrecognizable today, we have to be creative in how we meet this challenge. A big obstacle is that we do not have enough public funding at the local, state or federal levels to maintain the system we have, much less expand it into the system that we will need. So that’s why, on a case-by-case basis, partnering with the private sector can help to start projects sooner, finish

faster or expand scope, while generating jobs and attracting transportation investment. And that’s what we are doing in Colorado. Organizational Origins The Colorado state legislature created the High-Performance Transportation Enterprise (HPTE) in 2009. Housed within the Colorado Department of Transportation (CDOT), the HPTE’s mission is to aggressively pursue innovative means to more efficiently finance important surface transportation infrastructure projects. In addition to improving safety, expanding capacity and accelerating the delivery of critical projects, a key motivation in forming this new division was to speed-up Colorado’s economic recovery by investing in our infrastructure. Creating transportation

partnerships is not a new phenomenon in Colorado. In the 1860s, transcontinental railroad planners decided to bypass Colorado and connect to the west through Wyoming. In response, Denver’s civic and business leadership rapidly came together to finance and build a line from Denver to Cheyenne, assuring the city’s connection to the national rail network. Today, the eyes of the nation are again on Colorado as we prepare for the completion of another rail-based public private partnership, this time in our commuter rail network in metropolitan Denver. Denver’s Regional Transportation District (RTD) implemented a public-private partnership for the construction of three rail lines in the FasTracks project approved by regional voters in 2004. GEORGIA EnGInEER

SuCCESS BREEDS SuCCESS, AnD COMPLETInG MORE PROJECTS LIkE THESE WILL BROADEn THE PuBLIC’S unDERSTAnDInG AnD COMFORT-LEvEL WITH THESE nEW InFRASTRuCTuRE METHODS. IT’S An APPROACH THAT DELIvERS POSITIvE OuTCOMES TO A vARIETy OF STAkEHOLDERS—RESIDEnTS, COMMERCE, LOCAL, AnD STATE POLICyMAkERS— AnD COLORADO IS HAPPy TO LEAD THE WAy.

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Faced with budget shortfalls after the economic downturn of 2008, RTD sought private investment to help finance and build three FasTracks lines, including the one linking Downtown Denver and Denver International Airport. Denver Transit Partners, RTD’s private concessionaire partner, came up with a plan that saves taxpayers $300 million in project costs, and delivers three rail lines and a maintenance facility months ahead of RTD’s projected timelines. It has also created thousands of jobs in design and construction, boosting Denver’s regional economy. RTD is using private investment in a total of six projects in its FasTracks program, including the mixed-use redevelopment of Union Station in downtown Denver into a transportation facility, retail destination, and hotel. Saving Time The Colorado Department of Transportation has also implemented its first public-private partnership solution in one of our most congested transportation corridors. The US 36 Express Lanes project is a reconstruction and expansion of the main artery between Denver and Boulder. Built as a four-lane road in 1951, the 18-mile corridor has seen explosive growth which has created major congestion and safety problems. Yet CDOT does not have adequate funding to address those problems in the near-term. The HPTE conducted a two-phase competitive bid process with private firms to see if the project could be completed sooner and more efficiently. Plenary Roads Denver, the winning partner, is nearing completion of the reconstruction of existing four general purpose lanes (free to all travelers), plus the addition of an express lane in each direction to accommodate carpoolers, riders on RTD’s new bus-rapid transit service, and single-occupant drivers who choose to pay a toll with variable pricing at different off-peak 22

and on-peak hours of the day. The project is expected to fully open by 2016—two decades earlier than if CDOT had to use traditional financing means. Creative partnerships, public Ownership Other states and countries around the world have developed public private partnerships in a broad range of applications: energy infrastructure, hotels, government office buildings, wastewater treatment and water delivery systems, affordable housing, and even human services. However, misperceptions still abound, as we’ve seen in Colorado. One common misperception is that private investment in infrastructure means ‘privatization,’ or that the public sector is selling off public facilities and assets. That’s a myth. RTD owns the rail lines that Denver Transit Partners is building and will operate, and CDOT owns the US 36 highway that Plenary is building and will operate. The levels of control do not end with public ownership of the assets. On CDOT’s US 36 project, CDOT has extensive oversight and authority to ensure that Plenary Roads lives up to its contractual agreements for maintenance and operations.

Ultimately, the proper analysis of how to pay for major transportation projects must focus on more than the upfront construction costs—it must also focus on how much the facility costs to operate, repair, and maintain over decades. In the cases where a public-private partnership make sense, it is often the private partner who bears those risks, and they are uniquely incentivized to deliver the project on-time, on-budget, and to make sure it operates well. A Forward-Thinking Approach Colorado continues to look at partnerships as a strategy for our most pressing infrastructure needs. The reconstruction of I-70 in northeast Denver—built in 1964, and beyond its designed lifespan—is now in the initial steps of a competitive procurement process. This is an opportunity for a major infrastructure upgrade, potentially delivered years ahead than if Colorado taxpayers had to go it alone. Success breeds success, and completing more projects like these will broaden the public’s understanding and comfort-level with these new infrastructure methods. It’s an approach that delivers positive outcomes to a variety of stakeholders—residents, commerce, local and state policymakers— and Colorado is happy to lead the way. v

Bridge replacement work on the US 36 Express Lanes Phase 2 project GEORGIA EnGInEER

SEEkInG COnnECTED-vEHICLE SOLUTIOnS THROUGH MICHIGAn’S SAFETy pILOT Jim Barbaresso, vice president of Intelligent Transportation Systems, HnTB Corporation.

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THE UnIvERSITy OF MICHIGAn TRAnSpORTATIOn RESEARCH InSTITUTE AnD THE UnITED STATES DEpARTMEnT OF TRAnSpORTATIOn conducted a model deployment of connected vehicles, called Safety Pilot, in Ann Arbor, Michigan. The purpose of the model deployment was to test the effectiveness of connected vehicle safety applications for reducing crashes, to show how drivers respond to these technologies while operating a vehicle in a real-world, multimodal environment, and to evaluate the feasibility, scalability, security, and interoperability of Dedicated Short Range Communications technology. As the largest and most recent deployment of connected vehicle technology in the united States, Safety Pilot is the primary basis for the findings mentioned in this article. Safety Pilot involved installing connected vehicle technology in approximately 2,800 cars, trucks, buses, motorcycles, and bicycles; deploying roadside equipment along 73 lane-miles of arterial streets and limited access highways; and equipping facilities to process the resulting data used to evaluate connected vehicle safety benefits and to support the U.S. DOT decision to proceed with the regulatory process to mandate connected vehicle safety equipment in light vehicles.

photos Courtesy of USâ&#x20AC;&#x2C6;DOT (above) Integrated Device (below) Freeway v2v

Empirical data collected during Safety Pilot has been evaluated to present a more accurate, detailed understanding of the potential safety benefits of connected vehicle technologies. In fact, these data provided a basis for a national Highway Traffic Safety Administration issuance of an Advance notice of Proposed Rulemaking issued on August 18, 2014. This sent a signal to automakers and government agencies that the implementation of connected vehicle technology is highly probable within the next few years. ApRIL | MAy 2015

Because the concepts behind connected vehicle technology will revolutionize the U.S. automotive and infrastructure industries, many questions have arisen from both practitioner and contractor points of view. This article explores these questions and seeks to answer them where possible. It has become apparent that many challenges, both technical and institutional, must be overcome to realize the benefits of this promising technology. System performance Data and v2I Preliminary analyses indicated that connected vehicle technology could address more than 80 percent of vehicular crash scenarios involving unimpaired drivers, and the primary intent of Safety Pilot has been to evaluate vehicle-to-vehicle safety applications. Safety Pilot roadside equipment was primarily used for data collection and for distribution of security certificates to support the V2V applications, although vehicle-to-infrastructure

applications were also deployed as part of the program. However, most public agencies are uncertain about the role of infrastructure in a connected vehicle environment. In order to assess the necessity of investment in V2I technology, agencies desire access to performance data to determine its effectiveness. Above all other applications, performance measurement data of the systems they may implement represented the most fundamental need of the agencies involved in Safety Pilot and other connected vehicle programs. At the most basic level, public agencies want access to the Basic Safety Message data to monitor and measure the performance of their transportation systems. The public agencies do not require real-time data for many of these basic needs, with the exception of real-time traveler information applications. However, they expressed the need for near real-time data in the future as probe data

may be used for new traffic signal control strategies, corridor management, and other active traffic management purposes. Safety improvements and crash reduction needs were of course mentioned by all of the respondents during this study, but the city of Ann Arbor reported no significant change in crash frequency on any of the streets in Ann Arbor equipped with connected vehicle infrastructure. They also noted that the city did not have access to Safety Pilot data that might reveal useful surrogate safety measures, such as the number of conflicts, however, they, along with transportation agencies across the country, will eventually receive the results of the U.S. DOT evaluation on the safety impacts of the technology. All respondents certainly recognized the value of connected vehicle technology for safety, but also recognized that V2V applications would provide many of the immediate gains in safety benefitsâ&#x20AC;&#x201D;as

photo Courtesy of USâ&#x20AC;&#x2C6;DOT Intersection v2v

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opposed to V2I. They also stated that safety benefits would increase as the number of connected vehicles increases. Until there is a scaled growth of equipped vehicles, the need for connected vehicle infrastructure seems to be low. In the short term, most of the public agency practitioners placed more emphasis on mobility, traffic operations and traffic signal timing improvement, road condition assessment, performance management, and asset maintenance/ management. Conveniently, these applications do not rely on all vehicles being equipped. Finally, the timeframe for V2I and I2V safety applications was viewed as lagging behind other applications because they depend on a growing number of equipped vehicles to be effective. Agency data applications, mobility applications, and road weather applications only require a small percentage of the overall fleet to be equipped, whereas safety applications will require the vast majority of vehicles to be equipped for optimum effectiveness.

fordable basis. Therefore, most of them stated that they will proceed cautiously with deployment. A certification process and entity was mentioned by almost all of the respondents as a requirement to provide standard, robust solutions in the future. Such entities are now being established. As with most technologies in their infancy, other technical issues will manifest as the deployment scale increases. Experienced practitioners mentioned this risk as part of the normal product maturity cycle. Product updates and new versions will certainly be needed to mitigate issues that are introduced with scale. Much of this is outside the control of the public agencies, since the auto manufac-

turers will likely drive the standards during the next decade. Consequently, many public agencies will wait until the environment is more stable before they enter the connected vehicle market. Lastly, all the practitioners expressed concern about technical obsolescence. The current timeframe for implementation of DSRC technology is lengthy enough to suggest that other, more robust or advanced technologies will be introduced to render DSRC obsolete before it is fully deployed. The likelihood of such disruption may create inertia among public agencies. The DSRC manufacturers are small companies, and the market is very immature at this time. Consequently, market forces will likely drive some of the

Technical Challenges Facing practitioners/Contractors The technical challenges the practitioners and contractors involved in this study face do not pertain to the physical installation of the equipment. Rather, they see challenges related to the maturity level of connected vehicle equipment, interoperability and standards, the implementation of specific applications, application support, data management, communications and network management, local network security, and network optimization. The respondents unanimously agreed that the currently deployed Roadside Units (RSU) are merely prototypes and are not â&#x20AC;&#x2DC;street-ready.â&#x20AC;&#x2122; For example, practitioners feel that connected vehicle infrastructure components lack the technical maturity of other traffic control devices they typically deploy. Additionally, the environment is viewed as unstable at this time. This poses some discomfort among public agencies, seeking stability and solid, long-lasting solutions that they can deploy on an afApRIL | MAy 2015

current equipment providers out of business. This is a risk for public agencies that enter this arena as early adopters. This risk is compounded if other technologies, such as cellular, grab larger market shares. All of the respondents indicated a need for standards that would account for disruptive changes. The standards would allow forward and backward compatibility. Most agencies would be satisfied with a ten-year life from the equipment they install based on the benefits they feel would be achieved. Institutional Challenges Facing practitioners and Contractors Public agencies involved in this study reported six major institutional challenges related to connected vehicle infrastructure deployment. First, public agencies face funding shortfalls that will impact their ability to deploy connected vehicle infrastructure. This not only concerns capital costs for deployment, but also funding for operation and maintenance of the infrastructure. Agencies expressed uncertainty regarding future federal funding levels, competition for funding, and funding eligibility under current federal aid programs. While agency staff did not support a separate funding program for connected vehicle deployment, operations, and maintenance, they did support eligibility under current or future categorical programs for such activities. They also indicated that incentives may be required to encourage use of funds for connected vehicle implementation over other purposes. The second theme involves the need for more staff with new skills. The ability of public agencies to hire and retain staff with the technical skills required is a considerable challenge for local agencies. Third, public agencies currently lack the benefit and cost information they require to support deployment decisions. Fourth, they do not 28

understand how to access the data, who will own the data, and what the institutional environment will be like to support their information needs. Fifth, public agencies have no control over what vehicle manufacturers will do. They envision a dynamic environment that is unstable and will require continuous enhancements to the infrastructure to stay current. Standards and backward compatibility were two issues that public agencies feel are needed. Finally, public agencies lack enough information about the business model for connected vehicle deployment to begin planning for a connected vehicle environment. Uncertainty instills inertia, and most local agencies will wait until the path is clear before they proceed with de-

ployment. Resource concerns dominate the institutional challenges expressed by public agencies. Their resources are already strained in deploying, operating, and maintaining their current infrastructure. Adding more equipment with new maintenance requirements will exacerbate this issue. Additionally, security management was expressed as a concern by all respondents, who appear to see this issue as a barrier to deployment. Security is a critical need for all connected vehicle transactions to ensure that only information from trusted sources is sent, accepted, and used. Network security is currently being addressed on an enterprise level by issuing

security certificates through the Security Certificate Management System. The Public-Key Infrastructure role for certificate authority will likely not be handled at the local level in the future. Instead, it is likely that regional servers or security management systems will be distributed across the country and coordinated on a national basis. This was identified by the study participants as a key need and role for the U.S. DOT or an independent third party. Local agency staff has expressed questions about how the security management system would work. Are certificates delivered through the publicly owned infrastructure or at auto dealerships? Can the cellular network be used for delivery of the certificates rather than using RSUs? It was clear that the model for security management is yet unclear and needs to be defined prior to deployment. Local agencies also expressed a different concern related to security of their local networks. If they receive data directly from connected vehicles, then they must open up their network firewalls to accept such data. This poses the risk of network vulnerability. Some security concerns could be mitigated if third party data brokers collect, aggregate, analyze, and configure connected vehicle data for public agencies in the future. While this may simplify the security scenarios for local agencies in the future, it may also create latencies in the retrieval of information and may have implications for how public agencies collect and use traffic data. Conclusion Many challenges, both technical and institutional, must be overcome to realize the benefits of this promising technology. Public agencies will need to adapt the changing technical environment by developing or hiring skilled professionals in inGEORGIA EnGInEER

photo Courtesy of US DOT formation technology, networking, and data analytics. On the institutional front, the challenges seem even more daunting. Uncertainty will instill a sense of inertia, and infrastructure deployment will lag without guidance on data management and ownership issues, standards, business models, and funding options. Information on benefits and costs will be needed to help state and local agencies justify their investment decisions. Communications and outreach will be needed to foster greater understanding of the technology and the value it offers to the public. It is clear that the world is on the verge of a transformational era in transportation safety. It is highly probable that this transformation will create ancillary benefits in mobility, environmental sustainability, and even new funding mechanisms. The key to realizing this transformation is to systematically address the issues, both real and perceived, identified by the practitioner community. What will the business model for deployApRIL | MAy 2015

ment look like? How will it be rolled out and when? Public agencies must work with their stakeholders to understand their needs and fears, but also to establish realistic expectations about connected vehicle technology. While the nation may be on the verge of transformational changes in transportation, the program could be sidelined by technical failures or public misconceptions. Ultimately, connected vehicle technology could be the ‘game-changer’ that was envisioned by the U.S. DOT and the automakers more than a decade ago. As the transformation occurs, new methods for traffic signal timing, traffic analyses, and roadway design criteria will need to adapt. Current engineering and operational concepts, algorithms, our transportation workforce, and traffic control systems will go through significant changes. Adaptation will be difficult, especially in an age of severely limited resources. However, as one responder pointed out, “The book is being rewrit-

ten.” Jim Barbaresso is vice president of Intelligent Transportation Systems for HNTB Corporation. He has more than three decades of experience in transportation planning, operations, and ITS. v

Russell McMurry was appointed Commissioner of the Georgia Department of Transportation by a unanimous vote of the State Transportation Board on January 20, 2015. Prior to being named Commissioner, he was appointed by Governor Nathan Deal as Planning Director. He had served as Chief Engineer since January 1, 2013, where he was responsible for the Divisions of Engineering, Construction, Operations, Intermodal, P3/Innovative and Program Delivery, as well as the Offices of Organizational Performance Management and Engineering Services. He previously served as the Division Director of Engineering. Commissioner McMurry began his career with the Georgia Department of Transportation in 1990 as an engineering trainee and has served in a variety of roles throughout his career. His experience ranges from serving as Construction Project Manager to District Engineer for five years. At the state level, he served as State Roadway Design Engineer while also serving in a joint role as the Assistant Division Director of Engineering. Commissioner McMurry is a Cum Laude graduate of Georgia Southern University and is a registered Professional Engineer in the state of Georgia.

GDOT Commissioner Russell McMurry, P.E.

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A CONVERSATION with RUSSELL MCMURRY By Thomas C. Leslie

Russell McMurry became Commissioner of the Georgia Department of Transportation on January 20, 2015. The 25-year DOT veteran is not an unknown person nor is his appointment entirely a surprise. He is a young man with an understanding of DOT. He seems to have a broad view of DOT purposes and is willing to try innovative ideas. But first, a bit about McMurry. He is a native Georgian, graduate of Georgia Southern University, and licensed Professional Engineer. While in college in 1990, he took a summer job with DOT at a bridge construction site and began his career. He worked in construction in the Athens and Gainesville District offices. He recalled marking up construction plans as part of a quality assurance review to reduce construction change orders, and when he became the Gainesville District’s PreConstruction Engineer, he had to re-design to accommodate his own comments. The District offices provided an opportunity to gain deep experience in day-to-day aspects of design and construction. Some years ago, he began his day in Union County on

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an issue related to installation of a pre-cast culvert in the pristine Chattahoochee National Forest and ended the day with an issue at the Jimmy Carter Blvd. interchange with I-85 in Gwinnet County. He served as District Engineer and then moved to DOT Headquarters, where he eventually served as Director of Engineering and Chief Engineer. When asked about the biggest adjustment in moving from Chief Engineer to Commissioner, he suggested an easy transition since he had worked closely with senior leadership and knew what to expect. The hardest part of the new job, however, has been to ensure that the DOT enterprise is always heading in the right direction. He said this is a simple, straightforward concept but is hard at the tactical level—the day-to-day decisions have to be right and “execution matters.” McMurry wants DOT to be “open and transparent” and be perceived as “using tax dollars wisely.” He thinks Georgia DOT is in the “top five to ten state DOTs” around the country and wants to “gain ground” on the top position. While some

skeptics may find this glib, McMurry quickly followed up with “we have to demonstrate this with our performance. I just cannot say it’s true.” He then repeated, “execution matters!” The new Commissioner has seen DOT move from being primarily an “engineering and operations” enterprise to include efforts to “maximize all options” for mobility because DOT has “limited dollars”. This will require DOT to take calculated risks with innovative ideas. He likened the culture he hopes to cultivate at DOT to a flywheel; once “you start, it keeps on spinning.” In this regard, we spoke of such things as “round abouts,” “complete streets,” converting the Ga. 400 shoulder to a road lane, “road diet,” bike lanes, DOT’s multimodal group, and so forth. McMurry acknowledged that DOT is an easy target for critics because it touches so many people on a daily basis. Many in the general public merge city, county, and state roads into a single notion and associate it with DOT. Traffic accidents, general congestion, and weather emergencies can

all drive people to an unfavorable impression of DOT. While there have been no recent public opinion surveys by DOT, McMurry observed that in past surveys top concerns were, surprisingly, litter, right-ofway grass mowing, and pot holes (in that order)! Without any defensiveness, he returned to the dictum, “We must demonstrate openness and transparency, use tax dollars wisely, and execute competently.” A

bright spot for DOT is in the three regions where the TSPLOST (the regional one percent sales tax for transportation projects) was adopted by referendum in 2012. McMurry said that the people in these regions are seeing projects being planned and constructed and seem pleased with the result— which accrues to DOT’s favorable image.

At the time of the interview, the Transportation Funding Act of 2015 (HB 170) had passed the Georgia House and was being considered in the Senate. This

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bill largely reflected the work of the Joint Study Committee on Critical Transportation Infrastructure Funding, which determined that ‘a minimum’ of $1.0 to 1.5 billion per year in additional revenue is necessary just for “maintenance of roads and bridges at acceptable levels.” The initial estimate of new revenue resulting from the legislation ranged from $703 million in 2016 to a high of $1.043 billion in 2020, according to the bill’s fiscal note. McMurry was very appreciative of the Study Committee’s work and felt that the “members worked hard and did valuable service to the state.” The report represents an “affirmation” of DOT’s assessment of needs. Would the magnitude of new revenue from HB 170 exceed DOT’s capacity to meet expectations? Without hesitation, McMurry said “no”; DOT would “use contracts to handle new tasks”. The current employee count at DOT is about 4,100, and he expects no significant change in that number. This head count is less than in recent years (and dramatically so from a few decades ago), and has been accompanied with 11 office closings and redeployment of staff to “put the right people in the right job.” DOT is continuing to lose experienced staff, and “50 percent of senior staff is eligible to retire in the next two years.” In accord with its succession plan, DOT is able to replace

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retirees with qualified people. Federal funding for DOT programs/projects expires on May 31, 2015. According to the Study Committee report, federal money amounted to about $1.2 billion last year, which represented 54 percent

of DOT’s 2014 budget. Congressional observers of all stripes are very concerned that the U.S. Congress will not reauthorize the transportation bill in a timely fashion. The Georgia Joint Study Committee wrote, “ . . . over the last decade, Congress has demonstrated an increased reluctance to deal with significant infrastructure funding issues in a responsible, forward looking manner.” The fiscal battles in Congress have resulted in “short spurts of three, six, or 12-18 months” of authorized funding. This is a significant problem since federal funding is on a reimbursable basis; DOT must invoice the federal government for work that has been done before any money is released to DOT. McMurry describes the situation as “dire.” It is very difficult to manage a program where it may take years to secure environmental clearances, design, acquire R/W, and construct a project when funding only comes in “short spurts.” Funding uncertainty makes management more difficult and imposes unnecessary inefficiencies. The collapse of worldwide oil and gas prices in recent months has been stunning. It is surely good for Georgia consumers, but McMurry says it has hit DOT revenue to the tune of $7 million in the FY16 budget revenue estimate. The state sales tax on gas that accrues to DOT declines as the price of gas declines. In HB 170, however, this sales tax is eliminated and replaced with an excise tax, which is pennies/gallon and far less sensitive to gas price. In closing the interview, McMurry expressed how excited he was to be serving in his new position. He was magnanimous in speaking of the strength of his ‘team’— their hard work and dedication. One of the things that he most enjoys about the job is seeing DOT being successful at all levels. An aide reminded him of remarks he made at an early staff meeting. He asked them to all be “pro-active” and “problem solvers” and drive transportation mobility forward in Georgia. v 33

Mercedes Luxury in Motion putting the ‘auto’ in automobile n the world of concept cars, dominated as it is by farfetched design elements and functions that are likely never going to be used, the Mercedes Luxury in Motion (hereafter LiM) stands out as a glimpse into a future that might be just around the corner. Its nearly symmetrical front & rear combined with its highly reﬂective windows make the car look more like a derailed train car than a passenger vehicle. But maybe that’s because the LiM was designed to be a little bit more like a train car than a conventional automobile; that is, its occupants will simply climb aboard and go along for the ride. That’s because it is one of the automaker’s first concept cars that was designed from the ground up as an autonomous vehicle. A view of the ‘driver’s seat’ (a term that may be less relevant for this car) still reveals a very small steering wheel embedded in the dash, but it’s obvious that it wasn’t designed to be the car’s primary means of input. Instead, the front of the passenger compartment is dominated by a digital instrument cluster that spans the width of the dash, which then bleeds into four more screens that make up the inside of each door panel. Being autonomous means that the LiM be jam-packed with screens and interactive displays that were formerly considered inappropriate for cars on the grounds that they would distract the driver from the road. But since that is no longer an issue with the LiM, Mercedes went to town with the electronics and fit a display on virtually every possible surface; without much regard for whether or not it was actually a useful place to have a screen. You could barely extend your arm in any direction in this car without touching a screen and accidentally toggling a menu or activating the gesture controlled dashboard. Oh yeah, that’s right, gesture controlled. Mercedes has begun the gradual move away from the laborious task of physically touching things by using hand movement

as the LiM’s primary means of ‘driver’ input. But the passenger-oriented technology is only the tip of the iceberg. As a self driving car, the LiM is also equipped with a staggering number of sensors and instruments that all take the place of a human when directing the car. Aside from the usual range finders and proximity sensors that many modern cars are already equipped with, the LiM has an array of sensors that are designed to monitor and predict the motion of other cars, cyclists, and even pedestrians on and around the road. One image that Mercedes released depicts the LiM stopped in the road to allow a pedestrian to pass, projecting a crosswalk in his path; presumably to prompt people to actually cross the road and not just stare at the big silver pill that rolled up in front of them.

While it’s still not clear whether it will be five, ten, or maybe even 15 years before self-driving cars make their grand debut en masse, it’s still safe to say that this will be the future of automotive transportation, and Mercedes is making it clear that it intends to stay ahead of the curve. But, to be honest, they’re not really even that far ahead. The technology needed for the LiM to exist is already here and a handful of automakers and technology companies (including Tesla and Google) have logged thousands of miles on the road with driverless cars. So this ‘concept car’ is really presenting something entirely other than a concept. It’s actually just an early model that no one is willing or able to buy just yet. But in the meantime, Mercedes is just doing what it does best: pushing the envelope on luxury. v

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Slow Motion at the Speed of Light Daniel Stolte | University Relations | University of Arizona treaming video over the Internet is the main source of network traffic congestion. Similar to motor vehicle traffic, making real-time traffic information available leads to better utilization of highways and a smoother flow. Researchers at the University of California, Los Angeles, and the University of Arizona have developed new and improved technology capable of monitoring streaming data traffic in real time and taking action before interruptions occur. The rapid growth of streaming video and the varied nature of cloud-based applications place a burden on the optical networks that form the Internet. To provide a seamless user experience, these networks must be able to sense and monitor network conditions at any given time and be able to direct traffic in a nimble fashion to avoid traffic jams and gridlocks in data transmission. This, in turn, requires fast and accurate optical performance monitoring that can keep up with the rate of data transmission. High-speed optical performance monitoring has several challenges. It requires analog-to-digital converters, or ADC, and digital processors that operate at the ultrahigh data rates of optical networks. Achieving high-speed, low-noise and low-power ADC is very difficult, and digital processors operating at such speeds are power hungry. To overcome these challenges, the collaboration of research teams led by Bahram Jalali at UCLA and Nasser Peyghambarian at the UA has developed a system achieving real-time data acquisition and processing at a record 1.2 terabits per second—about ten times faster than currently available technology. The work was done as part of the Center for Integrated Access Network, or CIAN, an Engineering Research Center funded by the

National Science Foundation. The time-stretch accelerated processor, or TiSAP for short, employs photonic time-stretch enhanced recorder, or TiSER, technology to create an optical “slow motion” to slow down the fast data so it can be digitized and processed. TiSAP consists of the time-stretch front-end, a custom-developed electronic ADC, a powerful field programmable gate array, and an integrated clock and data recovery module. TiSAP looks at the quality of the transmitted video by checking for errors in the high-speed data. If the transmission is bad or if bits are corrupted, it can move the data stream to a different channel or a different frequency and fix the problem. “The system takes in the data as it’s coming in at high speed and slows it down while the information still is encoded in the form of laser light,” explained Jalali, who holds the Northrop Grumman Endowed Opto-Electronic Chair in Electrical Engineering at UCLA’s Department of Electrical Engineering. “Think of slow motion at the speed of light.” The UCLA group developed TiSAP before the technology was brought over to UA to undergo testing at CIAN, to see if it would perform as expected in the context of real-world data networks. “The Internet is moving toward higher and higher bandwidth, and this is a step in that direction,” said Peyghambarian, director of the ERC and professor in the UA’s College of Optical Sciences. The device was tested at the CIAN Testbed for Optical Aggregation Networking located at the UA’s College of Optical Sciences in collaboration with CIAN's administrative director, Daniel Kilper, and John Wissinger, both research professors of optical sciences. The collaboration included UCLA graduate students Cejo K. Lonappan, Brandon Buckley and Daniel Lam. The team demonstrated in-service

optical performance monitoring of ten gigabit per second (Gbit/s) streaming video packets transmitted through a commercial networking platform. Two Fujitsu Flashwave 9500 Optical Network Platform nodes, each having ten Gbit/s On-Off keying modulation-based transponder line cards, were used to stream high-definition video packets. The optical network channel carrying the streaming video packets was analyzed by TiSAP to generate realtime eye diagrams of the data. “This is a very important achievement by our CIAN research team,” Peyghambarian said, “as it is the first demonstration of real-time optoelectronics performance network monitoring of high-bandwidth streaming video.” Real-time, in-service optical performance monitoring demonstrated here can be used to provide feedback to the softwaredefined networking controller to implement agile optical networks for automated network restoration, disaster recovery, efficient routing and bandwidth management. The work, funded by the National Science Foundation through CIAN ERC grant EEC-0812072Y5001118, was presented at the 2014 IEEE Global Signal and Information Processing conference in December in Atlanta.

Source Contacts nasser peyghambarian UA College of Optical Sciences 520-621-4649 Nasser@optics.arizona.edu Bahram Jalali UCLA Electrical Engineering 310-825-9655 jalali@ucla.edu v GEORGIA EnGInEER

The Art of Fortune Telling: Is your schedule update telling you what you think it is? By Christopher J. Payne, PE, CCM | MBP onsider the following scenario. you are managing a project on behalf of an owner. The project contract requires that the contractor prepare a detailed CpM schedule which includes cost-loading, and then submit monthly updates with updated costs and projections of work to be completed. Like any good construction manager, you perform a detailed review of that baseline schedule and its subsequent updates.. Early on in the project, you notice that the contractor’s performance is lagging behind the baseline schedule you’ve reviewed and approved. However, the contractor recognizes that its performance has not met the goals set forth in the baseline schedule and makes revisions showing how the project will stay on schedule as part of the updating process. This pattern repeats itself for several months, with each successive update revised slightly to show that the project will finish on time, even though actual progress is well behind what was originally envisioned. While you are encouraged that the contractor continues to take responsibility for the initial delays and report that the project will finish on time, you are now in a dilemma: you start to suspect that the current forecast contained in the schedule cannot be performed, given the resources and production of the contractor. The monthly schedule submittal continues to indicate that everything is fine—the critical path is reasonable, the remaining work is aggressive but achievable—but your experience tells you that the schedule is not realistic. What do you do? Should you report to ownership that the project will finish late? Reject the contractor’s schedule update? What should construction managers

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flect the contractor’s current plan for performance. Too often, however, projects finish late in spite of the existence of such schedules. In many such cases, schedule updates seem to indicate that the project is on schedule or just a week or two behind, even when the project in fact ultimately finishes many months behind schedule.

Christopher J. payne and owners do about this all-too-real dilemma? Through an analysis of more than 120 actual projects, MBP has identified some common indicators that can help you avoid some of the delusions that construction managers typically possess when reviewing cost-loaded CPM schedules. Cost-loaded CpM schedules For more than 50 years, it has been well recognized in the construction industry that a well-developed critical path method (CPM) schedule is the best tool for managing time on a project. Over the past 20 years, cost-loaded CPM schedules have become increasingly accepted as a convenient tool for determining progress payments and assessing project performance. Typically, an initial or baseline schedule is established at the outset of the project, which includes the assignment of values for each line item in the schedule. This schedule is then updated on a monthly basis to assess contractor progress, establish the basis for monthly progress payments, and to forecast the project completion date based on current progress and any revisions to the schedule that re-

Our research Using data from more than 120 projects and more than 2,400 schedule updates, MBP conducted detailed research to see if there were early warning signs that might indicate when projects might be in trouble in spite of favorable schedule updates projecting an on-time completion. We collected cost-loaded schedules from various project types, including horizontal and vertical construction, using various delivery methods, primarily design-bid-build and design-build. We compiled the schedules into a database in order to examine whether there were trends amongst the various projects that were consistent. Our research supports the following notions: • Projects frequently finish late. •

Owners and construction managers frequently misinterpret schedules provided to them.

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[Increased use of earned value methodologies can reduce the misinterpretations and lead to better outcomes.]

Common schedule analysis techniques On projects with cost-loaded CPM schedules, most sophisticated owners and construction managers have procedures in place to review contractor schedule submittals. Commonly used basic techniques 37

include checking for the following items in addition to numerous others: • Basic schedule quality, including the use of correct relationships among activities, reasonable durations of work, supportable assignment of costs, and overall coherent organization of activities. •

A reasonable critical path that indicates that progress on the project will be controlled by major operations that are planned to be performed in a logical sequence.

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The absence of negative float, which would indicate that an initial schedule or update indicates an anticipated finish beyond the contract completion date.

With cost-loaded schedules, our research suggests that these traditional techniques are inadequate and should be enhanced with additional analysis typically associated with earned value analysis. Earned value concept: the S-Curve While true earned value analysis is complex, the basic element that can be considered is the S-curve, or earnings curve, a plot of cumulative cost versus time derived from the CPM schedule (planned or actual). The curve derives its name from an idealized shape, where progress would typically start slowly, build momentum during the middle of the project, then taper off near completion, thus producing an Sshaped curve. Since CPM schedule activities intrinsically possess float, indicating a range of time in which the various events can occur, it is possible to plot S-curves using early dates (the most optimistic projection of planned activity) and late dates (the most pessimistic). Too often, these curves are overlooked in schedule analysis but provide a rich source of data. Our process In our research, we converted all costs and durations from the various projects to percentage values to allow for a side-by-side 38

Figure 1 - A typical S-curve

Figure 2 - Recommended gap in early and late curves comparison. For example, on a typical project, one might expect that approximately 50 percent of the cost of the work would be earned after 50 percent of the time has elapsed, regardless of whether it was a $2 million project to be completed in nine months or a $100 million project spanning two years. Our strategy was to determine whether there were certain characteristics of successful projects finishing on time that would be identifiable as compared to those that finished late. Our hope was that in comparing hundreds of schedules, we might identify key warning signs of projects going off track. key findings We found that better developed schedules tend to correlate with better project outcomes. For example, one indicator for likely success in a project comes from comparing the early and late earnings curves in the planned schedule. Our research indicates that in schedules where there is a wide gap between the early and late curves, the project is more likely to finish late. [The appearance of early and late curves too far apart can be an indica-

tion of an incompletely developed and/or overly aggressive schedule.] If the project starts off slowly, the apparent flexibility in the remaining schedule may mask serious performance issues that wouldn’t readily be detected through typical analysis techniques. Our research suggests that the curves should be no more than 20 percent of the time duration apart at their widest gap. A related flaw in many schedules we reviewed was overly steep earnings curves, such as those indicating that a large portion of the work would be performed in a very short period of time. For example, we saw a tendency in the earnings curves of projects that finished late with very aggressive performance of 40 to 50 percent of the work in just ten to 15 percent of the time allowed on the project. On most projects, it is simply unrealistic for production to ramp up into such a frenzy of activity during a limited time period. When this anticipated frenzied period of activity was scheduled late in a project, the ‘S-curve’ more closely resembled a ‘Jcurve,’ and almost inevitably proved unsustainable. Our research indicates that the maximum slope of an earnings curve (percent of cost over a percent of time) should not generally exceed three. Conclusion As illustrated in the scenario at the opening of this article, the disparity between the typical CPM data of dates, durations, and floats versus the projected earnings data can widen over the life of a delayed project. Therefore, it is important that a thorough initial schedule review, incorporating earned value analysis, be done when approving a baseline schedule to verify that the initial schedule presents a sound basis for evaluation. During project performance, these analyses should be repeated to make sure that early warning signs of pending delays are not overlooked. A proactive and robust schedule and cost analysis can be the best way to avoid the delusions that can arise from typical schedule reviews. v GEORGIA EnGInEER

Jacques Combault is Awarded Prix Albert Caquot Medal for Lifetime Contributions to Bridge Engineering

acques Combault, Technical Director at Finley Engineering Group, Inc. (FINLEY), was awarded the Prix Albert Caquot Medal by the French Association of Civil Engineering (AFGC) at the General Assembly of the Association on March 26, 2015, for a lifetime of scientific and technical achievements, as well as high ethical standards and influence throughout the construction industry. Jacques Combault received his degree in civil engineering from the Ecole Centrale de Lyon. He began his career at Campenon Bernard (now a division of VINCI) in the Bridge Design Department where he had the chance to work with expert bridge designers Jean Muller and Jacques Mathivat. In 1980, Combault was named director of Campenon Bernard’s Bridge Design Section and later of the entire Design Department. In 2005, Jacques joined FINLEY as Technical Director, and the firm has grown steadily over the last ten years. Notable projects include the Section 5 Palmetto SR 826/836 Interchange P3 in Miami, Florida; the Ironton-Russell Cable-Stayed Bridge Replacement in Ironton, Ohio; the Bayonne Bridge Navigational Program (Approaches) in New York/New Jersey, and Road 1 Motza Bridge Design-Build in Israel. Jacques is credited with the refinement of pre-fabricated segment techniques and several other major innovations in the field of pre-fabricated concrete and steel-concrete composite bridges. Among them are progressive segmental construction using temporary stay cables and a well adapted set of external post-tensioned tendons; steel-concrete composite box girders, made of concrete slabs connected to steel corrugated webs, and fully pre-stressed by external, post-tensioned tendons; incrementally ApRIL | MAy 2015

launched bridges, fully pre-stressed by external post-tensioned tendons. This innovation led to an impressive series of world firsts including the Cognac Bridge, the first bridge with steel corrugated webs; the St. Agnant Viaduct, the first bridge with fully external and visible post-tensioned tendons; the Charolles Viaduct, the first incrementally launched bridge with steel corrugated webs; the Corniche Bridge in Dole, the first bridge with corrugated steel webs built using the traditional balanced cantilever method. Because of his expertise, Combault is sought after as a keynote speaker and presenter at international industry conferences on complex bridge design topics. He is former president and current member of the International Association for Bridge and Structural Engineering, French Association of Civil Engineering (AFGC), and the American Segmental Bridge Institute Member. In addition, Combault has received the following industry awards and recognitions: • Chevalier of the Legion d’Honneur, France, French Republic, 2010.

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fib Medal of Merit Award in 2004 (Fédération Internationale du Béton)

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Innovation Award of Groupe GTM in 1995, 1997, and 1999

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Award of l’Association Française pour la Construction, 1991 (A.F.P.C.).

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Brotonne Bridge in Caudebec en Caux, France: ENR Construction’s Man of the Year 1978: J.Muller J.Combault

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Maupré Viaduct, Charolles, France: ENR Construction’s Man of Year 1988: J. Combault

“I have known and worked with Jacques since 1980 and his knowledge and broad experience have been an inspiration to me,” said Craig Finley, P.E., president of Finley Engineering Group. “His leadership, expertise, and teaching skills are helping create the next generation of technically astute bridge engineers at FINLEY. We are proud to have him as the technical leader of the FINLEY team.” v 39

A Plan to Break the Highway & Transit Funding Gridlock By Pete Ruane omedian John Oliver recently spent more than 20 humorous minutes on his HBO show skewering elected officials from both parties for the chronic neglect of the nation’s aging transportation infrastructure and their failure to act over many years on a permanent fix for the federal Highway Trust Fund (HTF). He ended the piece with a clever trailer parodying an imaginary movie, ‘Infrastructure,’ featuring actors Edward Norton and Steve Buscemi. The trailer’s ponderable tagline was, ‘If anything exciting happens… we’ve done it wrong.’ Oliver’s observations on Washington’s dysfunction on transportation investment were surprisingly comprehensive—and spot on. They hit a nerve. And then, not surprisingly, the piece was trending on social media. Getting congressional action on transportation investment—like filling the $15 billion annual hole in the bottom of the HTF that has been created over the past dozen years—isn’t a problem caused by lack of information or understanding. Movement on doing the right thing has been stymied because it’s perceived as a political problem by our elected officials.

That’s why the American Road & Transportation Builders Association (ARTBA) recently announced to the news media and sent to Capitol Hill and the White House a plan we believe would address the political problem. The main thrust of ‘Getting Beyond Gridlock’ (GBG) is very simple. ARTBA proposes marrying a 15 cents-per-gallon increase in the federal gas and diesel motor fuels tax rate with an annual $90 federal tax rebate for middle and lower income Americans. The resulting revenue would help fund a $401 billion, six-year highway and public transit capital investment program and provide sustainable, user-based funds to support it for at least the next ten years. So far, the politics of a user fee increase has been a stumbling block to moving any long-term transportation measure on Capitol Hill. ARTBA’s plan addresses that. Under the proposal, a single tax filer with an Adjusted Gross Income (AGI) of $100K or less would receive a $90 per year tax rebate—the average annual cost to them of a 15 cent gas tax increase. Joint filers with an AGI of $200K or less would

receive a $180 rebate. ARTBA’s analysis shows the rebate would completely offset the gas tax increase for 94 percent of American tax filers. There is precedent for such a move. During the Bush Administration, Congress provided tax rebate checks of up to $600 for individual filers in both 2001 and 2008. The Obama Administration, former House Ways & Means Committee Chairman Dave Camp (R-Mich.), and other members of Congress in both parties have all, in recent months, suggested using a federal repatriation transition tax on the revenues American firms have earned and

“If anything exciting happens… we’ve done it wrong.” kept overseas as the way to fund the federal highway and transit investment program over the next six to eight years. While there are a number of issues with that, the biggest is that it does nothing to resolve the underlying revenue stream problem facing investments

GEORGIA EnGInEER

through the HTF. It’s a one-shot deal. Once the repatriation dollars are gone, the cash crunch would hit the HTF immediately—and with a vengeance. The ‘funding gap’ would be much deeper than it is today. Once again, federal investments in state road, bridge, and transit capital improvement programs would have been setup for a crash. If our elected leaders really believe they need to use repatriation, ‘pension smoothing,’ or other varieties of ‘mystery meat’ to pass a multi-year highway and transit program authorization—which, by the way, is due May 31, with the trust fund cash crash on course for later this summer—we suggest they use them to solve their political problem. Give the people a tax rebate. Stop using them to kick the can again for the sixth time in eight years on the highway and transit program the states depend on. We believe the gas and diesel tax should be used to do what it was created for—raising revenue from users to meet a core function of government, which is pro-

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viding good transportation infrastructure to facilitate personal mobility and economic activity. The gas tax is not dead. It works. It is a funding mechanism that is proven. Projections on motor fuel use from the Energy Information Administration clearly show that it can provide a reliable revenue stream for at least the next ten years. The only thing that is stymying it as a revenue stream is that it is a flat rate tax that hasn’t been adjusted for 22 years. Remember ‘Beanie Babies,’ 29 cent firstclass stamps, and buck sixteen gallons of gas? Adjust the rate upward and the revenue results are significant and predictable. In sum, ‘Getting Beyond Gridlock’ is a plan that will help the states and private sector to deliver real results—like facilitating freight movement on the interstates, and helping improve overall infrastructure conditions and safety. The clock is ticking. We’re strangling our economy and wasting our time in traffic congestion. And that’s no laughing matter. v

pete Ruane is the president and chief executive officer of the American Road & Transportation Builders Association based in Washington, D.C. Learn more: www.artba.org/GettingBeyondGridlock

GEORGIA

ENGINEERING NEWS

ARCADIS Ranked in Forbes List of America’s Best Employers for 2015 ARCADIS announced it was named in the Forbes® inaugural list of 500 of America’s Best Employers for 2015. From the list of 500 U.S. companies, Forbes ranked ARCADIS in the top half at #220, and more importantly, within the engineering industry, ARCADIS was ranked second among the pure engineering firms listed in the Engineering and Manufacturing category. “A company is only as good as its people, so I’m pleased to share this prestigious recognition with our more than 6,000 dedicated U.S. employees,” said John Jastrem, CEO of ARCADIS’ North American operations. "We are one team focused on collaboration while committed to creating an environment for inspirational leadership, people development, health and safety, and client-focused initiatives.”

John Jastrem Jastrem continued, “Our work in protecting generations of people against potential natural disasters in New Orleans and New York, designing more efficient

transportation systems in California, or returning built and natural assets to more productive use is a testament to our efforts to offer challenging and rewarding careers while embracing a culture of continuous improvement.” Forbes and Statista.com developed their inaugural list through an online independent survey distributed to 20,000 workers among 25 industries working for large U.S. companies and U.S. divisions of international firms with more than 2,500 U.S. workers. The survey asked employees how likely they would be to recommend their employer, and other employers in their industry, to a potential employee. The respondents mirrored the gender, age, region, educational level, and ethnicity of the overall U.S. workforce. v

ASHRAE | IAQA Approve Consolidation A consolidation between ASHRAE and the Indoor Air Quality Association has been finalized by both organizations. The consolidation was approved by the Boards of Directors for ASHRAE and IAQA at ASHRAE’s recent 2015 Winter Conference in Chicago. “We are excited about the opportunities presented by this consolidation,” ASHRAE President Tom Phoenix said. “It opens the door to alignment of ASHRAE and IAQA programs to create high-impact resources for building professionals around the globe.” “This is an historic event for both associations and has great promise for growth and development for both organizations,” IAQA President Kent Rawhouser said. “The opportunities and possibilities for members are only limited by our own imaginations. IAQA and ASHRAE are committed to growing and developing the IAQA brand. The consolidation will open 42

kent Rawhouser new avenues for programs and benefits for our members.” In July, ASHRAE announced it had agreed in principle to join forces with the IAQA, combining resources to improve indoor air quality in the built environment. Since August, the two groups have been undergoing a period of due diligence. That diligence was completed earlier in January.

Tom phoenix Under the consolidation, IAQA will become a part of the ASHRAE organization while maintaining its own brand and board of directors. IAQA will operate independently within ASHRAE’s organizational structure. The Indoor Air Quality Association (IAQA) is a nonprofit organization dedicated to bringing practitioners together to GEORGIA EnGInEER

prevent and solve indoor environmental problems for the benefit of customers and the public. IAQA was established in 1995 and is the nation’s largest indoor air quality trade association with over 2,600 members and more than 20 local chapters across the United States and Canada. More informa-

tion is available at www.iaqa.org/ news and at www.ieso.org. ASHRAE, founded in 1894, is a global society advancing human well-being through sustainable technology for the built environment. The society and its more than 50,000 members worldwide focus on building systems, energy efficiency, indoor

air quality, refrigeration, and sustainability. Through research, standards writing, publishing, certification, and continuing education, ASHRAE shapes tomorrow’s built environment today. More information can be found at www.ashrae.org/news. v

Georgia County Mulls p3 for Landfill Expansion Officials from Newton County, Georgia, located 30 miles east of downtown Atlanta, are considering a P3 to expand its landfill, part of a larger plan that potentially could relieve the county of millions of dollars in liability and bring a new revenue stream to fund community improvements for residents near the proposed 900-acre site. The proposed P3 is linked to a separate agreement that would settle an 18-year dispute over a developer’s request to build a private landfill, reported The Newton Citizen. At a county board of commissioners meeting Tuesday, some citizens raised concerns about possible odor issues and whether the county’s plan is the best arrangement for the county and residents

who would be directly affected by an expansion of the landfill. The first component of the plan would settle a lawsuit between Newton County and East Georgia Land and Development Co., which owns 424 acres adjacent to the county landfill. The developer sued the county after it denied its request to construct a private landfill adjacent to the county’s. The newly negotiated settlement agreement calls for East Georgia Land to sell its property to the county for $8.5 million, allowing it to expand the existing landfill. To finance the purchase, the county will repay a promissory note through lease payments received through a P3 with

Green Hill P3 LLP. That company would operate the landfill for 25 years with the option for two ten-year extensions. Green Hills would make quarterly lease payments to the county at a rate of $1 per ton of solid waste and recyclables received at the landfill. After collecting 1.2 million tons of waste, the company would pay additional fees on top of the lease payments. In addition, Green Hills and Newton County will equally contribute to a $250,000 community projects fund and after collecting 1.25 million tons of waste, the company would then contribute ten cents per ton to the fund. The county will continue to receive public comment on the project at a meeting next week. v

Finley Bridge Design Engineer, Jindrich potucek, Earns professional Engineer License in Florida Jindrich Potucek recently earned his Professional Engineer’s license in the state of Florida. He has five years’ experience in complex bridge design and construction engineering for bridge types including cable-stayed and segmental. Jindrich has a strong academic and research background. He received his Bachelor’s degree from Czech Technical University of Prague and his Master’s degree from Europe’s top Civil Engineering University, the Ecole des Ponts ParisTech in Paris. It was at Ecole des Ponts ParisTech where Jindrich studied bridge design under internationally recognized complex bridge designer, Jacques Combault, who is also Technical Director at Finley Engineering Group Inc. (FINLEY). Jindrich’s Master’s thesis discussed the design of high-speed ApRIL | MAy 2015

Jindrich potucek railway bridges emphasizing the specifics of the design based on the AASHTO guidelines. “As part of my education, I was required to do an internship. I was selected

for FINLEY’s internship program and was offered a position as bridge designer when I graduated. I consider working for FINLEY as the best career move I made. I have my family, Craig Finley, P.E. President at FINLEY and Jerry Pfuntner, P.E. Regional Bridge Engineer at FINLEY to thank for supporting me. I share this accomplishment with them. I am looking forward to the day when I can sign and seal plans then see the bridge constructed and in use. To me, the essence of bridge engineering is to create the design, see it, be proud of it, and have it serve the public.” said Jindrich. Jindrich has worked on some of the most complex bridges currently under design. His first design project was the Ironton-Russell Cable-Stayed Bridge. Jindrich was the bridge designer responsible for the 43

design of temporary erection supports and the backspan falsework. Another major design project was the Road 1 Motza Bridge Design-Build in Israel. This project consists of two 800 meter precast segmental bridges with three lanes in each direction. Jindrich is the Bridge Engineer responsible for pro-

viding design calculations and on-site support during construction. “Jindrich is one of the most talented young engineers I’ve seen in my 35 years of engineering. He embodies all that is good in engineering—brains, dedication and heart. He is a complex person and an ex-

cellent young engineer; he’s very intelligent and inquisitive. He is very driven to work on technically difficult bridge engineering projects and puts in the effort to completely understand the challenge and investigate the solutions that he will propose to solve them.” said Craig Finley. v

Rafael Sixto, AIA, LEED Ap, Assumes Leadership of LEO A DALy Miami International architecture and engineering firm LEO A DALY announced that Rafael Sixto has joined the firm as Managing Principal of its Miami office. Sixto will oversee the Miami team in executing projects and pursuing new business opportunities in markets including aviation, civic, commercial, education and health care. Sixto has over 30 years of experience in architectural design, planning, and project management, and over a decade of business leadership as the founder of Sixto Architects. He joins LEO A DALY from Arquitectonica International Corp., where his most recent role was as overall project coordinator for Brickell City Centre, a five million square-foot mixed use project covering three city blocks of downtown Miami. His portfolio also includes numerous large courthouse projects and significant work at Miami International Airport and Bradley International Airport. “We are thrilled to announce Rafael’s hire,” said John Kraskiewicz, Director of Operations for LEO A DALY. “His ex-

Rafael Sixto tensive experience, his deep knowledge of the architectural field, and his lifelong connection to the city of Miami give him impeccable credentials for building on our growth in Florida, the gulf coast, and Latin America.” Sixto’s appointment marks a new phase in LEO A DALY’s Florida operations. He takes over the Miami office for Bill Hanser, who until now has run both the West Palm Beach and Miami offices. Hanser will continue to lead the firm’s West Palm Beach office, which he joined

in 1974 and has led since 1987. “Miami was originally opened as an oﬃce to oversee the design of Miami International Airport’s North Terminal and has developed as a regional oﬃce for us,” Hanser said. “Passing the torch to Rafael is the next step in Miami’s growth. We are committed to accelerating our progress in South Florida, and continuing our firm’s leadership in the civic, commercial and aviation markets. Rafael is the perfect person to launch this new and exciting phase.” Sixto is active in the American Institute of Architects, and in 2001 served as President of the Miami Chapter of AIA. He has served on numerous community advisory boards, including the City of Coral Gables’ Board of Architects and the City of Miami’s Waterfront Advisory Board. He has also served as Director of the Board of AIA Florida. He is a recipient of numerous building design awards for his participation in large commercial and institutional projects and has taught as an adjunct professor of design at FIU’s School of Architecture. v

Leonard Diprima, Jr., p.G. Joins United Consulting United Consulting is pleased to announce that Leonard Diprima, Jr., P.G. has joined the firm as a Senior Environmental Specialist. Len joins the Environmental Services Department, with a focus on Brownfields and industrial market environmental services. He brings over 28 years of experience in environmental assessment, remediation, permitting, and regulatory compliance for both the private and public sectors. “We are thrilled to have such a seasoned environmental services professional 44

Len Diprima

join our growing environmental team,” said Reza Abree, CEO of United Consulting. “United Consulting’s Environmental Services capacity just got bigger and better with the addition of Len.” Len Diprima’s work on projects involving the Georgia Brownfield Program, Hazardous Site Response Act (HSRA) Program and Voluntary Remediation Program (VRP) is extensive since each programs inception. He has developed a well-respected reputation with clients and regulators in each area. His skills include managing technical environmental support for strategic GEORGIA EnGInEER

planning, property transactions, litigation activities, working directly with clients’, and internal and external legal teams. His regulatory experience also includes various state Superfund programs, various state Under-

ground Storage Tank (UST) programs, RCRA, TSCA, and CERCLA. Len currently is an active committee member for the Board of the Georgia Brownfield Association. He has also par-

ticipated through invitation in stakeholder committees setting regulatory precedents and considering change in various programs with the Georgia Environmental Protection Division and industry.v

Ronald Hamburger to be Inducted into the national Academy of Engineering The National Academy of Engineering (NAE) recently announced their election of 67 new members to be inducted into their academy at an award ceremony in October 2015. Included in this year’s group of inductees is Simpson Gumpertz & Heger Inc. (SGH) Senior Principal Ronald Hamburger. Membership in the Academy is the highest honor bestowed upon an engineer. According to the NAE’s Web site, “members have distinguished themselves in business and academic management, in technical positions, as university faculty, and as leaders in government and private engineering organizations.” Mr. Hamburger’s distinguished career has made him an internationally recognized expert in performance-based structural, earthquake, and blast engineering. He has also played a lead role in the develop-

Engineers and the Federal Emergency Management Agency. In 2014, Mr. Hamburger was awarded the Walter P. Moore Jr. Award by the Structural Engineering Institute for his lifetime of contributions to the development of building codes and standards, and in 2013 the Structural Engineers Association of Northern California presented him Ronald Hamburger ment of national structural engineering standards and building code provisions. Following the 11 September 2001 terrorist attacks in New York, Mr. Hamburger served as an investigator in the collapse of New York’s twin World Trade Center towers on behalf of the Structural Engineering Institute of the American Society of Civil

with the H.J. Brunnier Lifetime Achievement Award for excellence in Structural Engineering. SGH CEO Glenn Bell comments, “There is no doubt that Ron’s lifetime contributions to structural engineering practice, particularly in earthquake engineering, have led to this honor. Ron is well deserving of this award. We at SGH are tremendously proud of Ron.”v

project Manager Dan Holley Will Head new Office Location in Charleston, South Carolina Hayward Baker (HB), North America’s leader in geotechnical construction, announces the opening of its new office in the Charleston metro area. The oﬃce, under the leadership of HB’s new project manager Dan Holley, P.E., will support clients and projects in South Carolina and surrounding states. Recent projects demonstrate the important work HB already does in the region. These include various ground improvement techniques for liquefaction mitigation, vibro replacement and micropiles for support of new major manufacturing facilities, plus many other geotechnical construction projects. Holley, hired to start up the HB Charleston oﬃce, has lived and worked locally in Charleston as a practicing profesApRIL | MAy 2015

Dan Holley sional geotechnical engineer for over 13 years. After receiving his B.S. in geological engineering from the University of Mississippi, he began his career as a project man-

ager with SM&E, preparing detailed geotechnical investigations and recommendations for commercial, industrial and transportation projects. He has designed a wide range of geotechnical solutions for slope stability, excavation support, spread footings, deep foundations, and liquefaction mitigation. According to Joe Persichetti, vice president of Hayward Baker’s Southeast Region, “Dan is a great addition to our team. He is an experienced and well respected local professional engineer with years of consulting, project management, design, and QA/QC experience. Dan heading up our new oﬃce will help expand HB’s geographic presence, providing clients with better service throughout the coastal Carolinas and Georgia market.” v 45

paul Demit Joins MWH program Management Group MWH Global, an engineering, consulting, and construction firm focused on water and natural resources, announced that Paul Demit has joined the company as senior vice president and director of program management in the Americas region. In this role, Demit will be responsible for developing and nurturing client relationships and for supporting the delivery of MWH services to ongoing programs around the world. Demit’s work will closely align with the continued growth of water, resources, and infrastructure projects that MWH leads throughout the Americas region. Demit replaces Julie Labonte, who is now the MWH program manager for the city of San Diego Pure Water Program. “We are happy to welcome Paul to MWH. He brings new perspectives and ideas for delivering program management engagements throughout the water and natural resources markets,” said Dan Mc-

paul Demit Conville, president of MWH business solutions. “Because of the collaboration and leadership required in this position, our team members for this service offering are always carefully considered. I am confident that Paul will be a very valuable ad-

dition to MWH.” “The work being done by the team at MWH has great impacts on the economy and infrastructure throughout the region,” said Demit. “I look forward to joining the MWH team and working alongside a talented, passionate group of experts.” Demit joins MWH from Parsons Brinckerhoff, where he served as the managing director of PB Water. He has more than 23 years of experience working in the water sector and leading teams to deliver program management, design build, and other projects. Demit holds a bachelor’s degree in history from the College of Holy Cross in Worcester, Massachusetts, and completed graduate course work in environmental management and water resources from Tufts University in Boston. Demit will work out of the MWH offices in Atlanta, Georgia. v

Frank Rausche, ph.D., p.E. has been selected as the DFI 2015 Osterberg Lecturer. The Deep Foundations Institute has announced that Frank Rausche, Ph.D., P.E., was selected as the DFI 2015 Osterberg Lecturer. Dr. Rausche will deliver this prestigious lecture on March 19, 2015, during the International Foundations Congress and Equipment Expo (IFCEE), with the theme ‘Load Testing of Deep Foundations: Developments, Applications, Results.’ Frank Rausche is one of the founders of GRL Engineers, Inc., and was its president from 1977 to 2011. He is currently a principal of GRL and a senior consultant for Pile Dynamics Inc., which he also founded. In the geotechnical engineering community, Frank’s name is associated with the development of two landmark wave mechanics-based computer programs for deep foundations that forever changed the industry: CAPWAP® and GRLWEAP. CAPWAP analyzes data obtained by the Pile Driving Analyzer® system, and is an 46

ing behavior using wave equation analysis, a methodology that has almost completely replaced the so called energy formulas, forever changing the way pile driving is approached. Frank also contributed to the development of several foundation testing innovations, a fact evidenced by the five patents he holds. He has had more than 50 of his papers published in journals and conference proceedings, and has traveled the world providing foundation testing services and educating engineers on dynamic testing methods. The Deep Foundations Institute esFrank Rausche integral part of High Strain Dynamic Testing of deep foundations. This method of testing deep foundations is now employed all over the world as an effective, economical, and reliable alternative to static load testing. GRLWEAP simulates pile driv-

tablished the annual Osterberg Memorial Lecture and Award in honor of Dr. Jorj O. Osterberg, Professor Emeritus of Civil Engineering, Northwestern University and one of the pioneers of geotechnical engineering, to recognize innovations in the deep foundations construction. v GEORGIA EnGInEER