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I-210 InterchangeImprovements
Making Every Day Count
Timothy Nickel, P.E.
(225) 379-1110
Post Office Box 94245
Baton Rouge, LA 70804-9245
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Project Details
Project Acceleration
What made it work
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Future Development
Opening July 2014
Existing Congested
Nelson Interchange
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Based on a 2007 Corridor Study DOTD had an existing need for improvements on I-
210, with current budget, improvements would be years down the road.
Developer approached DOTD with the request for an interchange and to provide $17
Million toward the project. (June 2011) DOTD teamed with the developer who paid for
all engineering & a portion of construction. This allowed an accelerated schedule
An Interchange Justification Report (IJR) is required to be completed and accepted by
FHWA, alternatives vetted through the NEPA process, and designed in accordance withDOTD and FHWA guidelines.
Developer requested if we could expedite project process to limit impacts to their
initial opening in July 2014.
This would consolidate a typical 10 year process into 3 years.
THIS MADE EVERY DAY COUNT
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Early MOU Schedule
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Environmental Process
For the EA, the team worked with FHWA and DOTD
to issue the FONSI within a condensed schedule.
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STAKEHOLDER/PUBLIC MEETING
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Design Process
DOTD allowed condensed reviews and used real-time
working meetings to resolve comments and questions.
Early coordination of utility relocations and ROW
acquisition accelerated the schedule
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Project was given high Priority in the Department
All reviews were given priority by all DOTD Sections
DOTD staff would work overtime to meet timelines.
Interchange Justification Report and NEPA Process was done concurrently.
At the Developer's own risk, Preliminary Design began during NEPA process
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For the IJR, after investigating over 30
concepts, a full interchange at Cove along
with improvements to Nelson was selected as
the preferred alternative.
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Obstacles Along The Way
1. Interchange Justification Report
1. Memorandum of Understanding
2. Alternatives, Alternatives, Alternatives
2. NEPA Process
1. Timing
2. What moves forward from IJR?
3. Design1. Critical Items first
2. Avoid late notices
3. Value Engineering
4. Real Estate
1. Limit impacts to community
2. Begin as early as possible5. Utilities
6. Construction
1. Consider Incentives
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Estimated Project Cost = $80 Million
Three Phases
Private Investment $20 Million
State Capital Outlay $20 Million
DOTD Program $20 Million Parish, City, MPO Locals $20 Million
Total $80 Million
Initial Estimated Project Cost = $50 Million
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A good plan is just a good plan without the motivated
people to make it happen.
Team was creative with solutions and motivated others.
We held many meetings at the Consultants office and ours with very littlenotice.
Specialty specific meetings and conference calls were held to discussplan development with Consultant in-between submittals.
Stovepiping was limited by having multiple specialties work together
periodically.
A lot of team trust.
Support of the Executive and Administrative staff of DOTD and theConsultant.
PROJECT TEAM
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Private interest willing to provide resources
Executive Staff (encouragement and priority)
Local entities working with us
Excellent Plan Development Teamwork and individual effort FHWA
DOTD
Consultant
City/MPO Locals
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Questions or Comments?
Post Office Box 94245
Baton Rouge, LA 70804-9245
Timothy Nickel, P.E.
(225) 379-1110
THANK YOU!
mailto:[email protected]:[email protected]
