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Aerial photo of the U.S. 75 North and I-635 interchange before construction began.

Aerial photo of the U.S. 75 North and I-635 interchange before construction began.

Early 2004 photo of the High Five construction project.

Early 2004 photo of the High Five construction project.

Dallas High Five logo

For more information:

Praxedis Garza
Dallas TxDOT northwest area engineer
972-479-9747
pgarza@dot.state.tx.us
or
Dan Peden
TxDOT High Five project manager
972-490-7400
dpeden@dot.state.tx.us
or
Brian Salerno
Zachry Construction project manager
972-262-8898
salernob@zachry.com
or
Cliff Franklin
TTI mobility coordinator
972-994-0034
cfranklin@tamu.edu

Dallas High Five

A Vital Economic Link for North Texas

Ahead of schedule and on budget. What more could anyone ask except: when will all the construction be finished? The answer: early 2006, some nine months ahead of schedule if the current construction goals are met.

The $261 million interchange reconstruction, known as the Texas Department of Transportation's High Five project, where U.S. 75 North (North Central Expressway) and I-635 (LBJ Freeway) intersect, is the single largest construction project ever attempted in Dallas. Once complete, the five-level interchange will complement the long-awaited and highly praised improvements along Central Expressway.

"Without the High Five, it would have been an imperfect outcome to what is a perfect solution," says Walt Humann, chairman of the North Central Task Force. Humann, a Dallas business and community leader, has been at the center of a decades-old political and economic struggle to solve the agonizing traffic problems along Central Expressway.

When Central Expressway opened in the late '40s, some local leaders considered it a road to nowhere. However, a Dallas Times Herald editorial promoted the new highway as an avenue to relieve traffic congestion and promote city growth. And that's what happened.

The highway's impact was dramatic. And so were the ever-growing traffic congestion burdens as development in the corridor grew. So, in the mid-'80s, a highly motivated task force of Dallas business leaders, government officials, transportation engineers and neighborhood associations accomplished what many said was impossible: come up with a plan to expand the capacity of Central Expressway without shutting down traffic and damaging the region's economy and with minimal right-of-way purchases.

"We proved to ourselves and to the citizens that the Texas Department of Transportation (TxDOT), the cities and the private sector can attain the impossible dream and do it in a quality way," says Humann. His broad-based team effort and incorporating Dallas Area Rapid Transit's (DART) light rail, running parallel to the expressway, proved to be an invaluable component in easing growing traffic fears.

Building Partnerships

That same team effort is in overdrive in the High Five interchange reconstruction. Had it not been for an extraordinary partnership that included city, county and federal governments, metropolitan planning organizations, business interests, utility companies, homeowners, and TxDOT, the High Five would have never been built. "That public-private partnership was essential in the reconstruction of Central and is a key factor in the success of the High Five," says Humann.

When first recommended in the early '90s, highway planners proposed a complex, two-contractor, eight-year project complete with a five-level network of bridges, connector ramps and frontage roads. The timeline was ultimately reduced to five years with a single contractor. And according to current estimates and progress, construction could be complete nine months ahead of schedule.

Surviving Construction

Dallas drivers, local businesses and nearby neighborhoods survived reconstruction of Central Expressway. Could they survive five more years of lane closures and narrow lanes of traffic with the High Five? "This project has taken a lot of time and coordination with the contractor as well as various neighborhood groups and businesses that are affected by years of construction," says Praxedis Garza, P.E., TxDOT's northwest area engineer. The prime contractor, Zachry Construction, is accustomed to working in highly congested traffic corridors, says Garza.

"This is a complex construction project, more so than what we saw on Central Expressway," says Brian Salerno, P.E., project director for Zachry Construction Corporation.

The use of on-site pre-cast bridge segments, specially designed retaining walls, nighttime construction schedules, modified traffic control, significant financial incentives for the contractor and public outreach helped speed up the project and ease construction fears. "I was expecting more complaints from the public on this project," says Salerno. "We've had tremendous positive feedback about traffic control and the way construction has been handled. The communication plan and public outreach has made a big difference," he said.

Public Involvement

Proactive communication is proving to be a key asset in the planning and construction of the High Five. Texas Transportation Institute (TTI) Research Engineer Cliff Franklin brought his experience with the expansion of Central Expressway to the construction of the High Five. His role is to help maintain mobility for the people who travel through the interchange or live and work in the area. "The perception prior to construction was that it would be terrible," says Franklin. "Perceptions have not become reality, and most people are saying how well traffic is moving considering the amount of construction."

TxDOT maintains an Internet site (http://www.dallashighfive.org/) complete with up-to-date information about detours, lane closures and construction locations that could affect local businesses and neighborhoods.

Franklin helps coordinate that information, acting as a middleman, making sure those affected are informed. "Public outreach is very important whether it's to a mass audience through the local media, scheduled meetings or one-on-one contact," says Franklin. "We are out front and proactive, saying to people this is what's about to happen. People want to know what's going to happen because they don't want to go to work one day and see their driveway closed."

"We have a lot of people following the progress of construction, and they want to know what we are doing from day to day," says Dan Peden, P.E., TxDOT's project manager. "Every complaint we get starts off with what a tremendous job we're doing thus far." "TTI's hard work in keeping the lines of communication open has made our job more manageable," says Garza. "Building trusting relationships has been a key factor in this project's success."

Local businesses and property managers are looking at the reconstruction project as an opportunity. A number of companies and corporations are working with TxDOT to coordinate construction plans of their own. "It's definitely affected our plans," says Joel B. Austin, vice president and general manager of leasing and management for Jones, Lang and LaSalle. Several major corporations lease office space in buildings he manages, Park Central 7, 8 and 9, all near the High Five construction site. "We look at it as a way to redevelop or reposition our properties to tie in with the highway construction," says Austin. "Our capital project schedule coincides with the highway construction, so when their project is complete, we'll be in the position to take advantage of the huge benefit of improved highway infrastructure."

North Central Expressway and LBJ Freeway are vital economic links to north Dallas and the greater Dallas-Fort Worth metropolitan area. What seemed to be an impossible task is now a reality accomplished through public-private partnerships, community buy-in and an effective communication plan. Everyone affected by the construction is learning valuable lessons. Communication among all stakeholders is at the top of the list.

Dallas High Five

http://www.dallashighfive.org/

Successful highway construction projects present unique challenges among transportation engineers, designers, contractors and community outreach professionals. Listed below are some of the lessons learned in the High Five reconstruction project.

Teamwork: Reconstruction of a major urban highway or interchange is so large and complex that no one individual can manage all aspects of a project. Committed teamwork is essential.

Project Champion: Major projects need someone to champion the cause to keep it on track. There will be those who predict doom and gloom. In the North Central corridor, private-sector leadership has been crucial.

Communication: Open lines of communication are vital between governmental agencies, the public and the business community. Some give-and-take compromise is necessary. A foundation of trust must be developed. Planners should take advantage of the Internet, e-mail, one-on-one discussions and regularly scheduled neighborhood meetings. Portable message signs along the construction corridor provide future traffic changes and up-to-the-minute information.

Partnerships: Build partnerships through communication. Extensive plans must be incorporated into construction projects to provide accurate information in a timely manner to residents, businesses and travelers in the corridor.

Safety: During construction, safety is a top priority for the traveling public and the contractor's personnel.

Mobility: Projects should be designed to minimize the need to close traffic lanes and reduce capacity during construction. Freeway main-lane closures can be managed by assessing the contractor a lane rental charge for each lane or lanes closed based on the time of day.

Business Challenges: Access to adjacent properties must be maintained during business hours throughout the construction. Communication and coordination with property owners are critical.

Lighting: Roadway lighting should be maintained during construction to enhance safety and mobility for nighttime driving.

Incident Management: A motorist incident management program should be provided to keep traffic moving by assisting drivers in stalled vehicles and by assisting police to clear up accidents.

Milestones: Construction goals and incentives should be established for specific elements critical to the completion of the overall project.

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