case study of national highway

Utility Location and Highway Design (2010)

Chapter: chapter four - case studies.

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15 This study reviewed the general practices of three state DOTs regarding utilities. PENNSYLVANIA DEPARTMENT OF TRANSPORTATION PennDOT publishes a 12-year plan that gives intent of poten- tial upcoming transportation projects. When a project is selected for the planning process to begin, the PennDOT dis- trict office assigns a project manager, who will be responsible for that project from that point on until construction is com- pleted. The project manager assembles a project team that includes at least one representative from the following district or central sections: Maintenance, Traffic, Construction, Util- ities, ROW, Environmental, Bridge (if necessary), and Design. If it is anticipated to be a consultant-designed project, the consultant will also select a project manager to work with the department’s project manager. The FHWA will also have a representative on the team for federal-aid projects. This project team meets at the project location at the envi- ronmental and engineering stage (before design begins). The utility team member uses this field visit, in conjunction with a call to the One-Call center for a design ticket, to develop a pre- liminary utility cost estimate. In Pennsylvania, the One-Call Design Ticket is a notification to utility owners of a future project and a request for records. It is not a request for field markings by the utility owners. The utility team member cre- ates a QLD/QLC map (using topo received at the 0%–5% design stage). At the 30% design stage there is a second field visit by the project team with plans in hand. At the 30% plan stage, design is sufficiently advanced so that large-scale design elements are shown in a “proposed” location. During this visit, the util- ity team member provides advice about relocation costs, time issues, and other utility issues to the team for their consider- ation. It is at this point that the decision to upgrade, if desired, the utility quality level to QLB is made. Note that the DOT is currently undergoing a major revision to its utility procedures that will in the future use the decision matrix developed by Penn State University for decisions on utility quality levels, and advance this decision to earlier in the design stage. After this field visit is made and after upgrading to QLB mapping is complete (if QLB is requested), the utility team member returns sends this mapping to the utility owners for corrections, additions, and comments, or for information on already planned utility improvements not yet constructed. Information other than location is also requested, such as size, encasement status, material, and so on. The first face- to-face meeting with all utility owners is held 30 days after this first submission of plans to the utility owners. At this meeting, suggestions from utility owners regarding reloca- tions are heard. The preliminary utility cost estimate is revised with input from the utility owners. Throughout the rest of design, the utility team member coordinates with the rest of the design team and the utility owners to offer input on design versus relocation options. At the 60% design stage, the utility team member begins the process of reviewing those utilities that may be able to stay in place, but that may need only a minor adjustment, depend- ing on their location as determined through QLA data. After receipt of these data, the normal process of utility coordina- tion continues. Pennsylvania has several unique statutes or findings that affect how PennDOT considers utilities. The first is a ruling that a contractor on PennDOT jobs is allowed to perform their own test holes at PennDOT expense if the contractor has reason to believe the utility information as shown on the plans is in error. This has led PennDOT to be much more proactive in controlling those potential contractor costs by requesting QLA data in the design stage of a project. The sec- ond is a rather new One-Call statute revision that requires all projects in the state to use SUE (ASCE 38-02) or justify why not if the project construction cost is estimated to exceed $400,000. This statute was the driving force behind the Penn State University study and resulting SUE Decision Matrix. Every two years, each state-maintained roadway is video- logged. PennDOT personnel use this video of the road to see the above-ground utilities, what is hanging on the poles, and so on. This tool is used by the utility team member during the planning and design stages of the project as a visualization benefit. PennDOT believes that it has developed a great rapport with the utility owners through these procedures. It also participates in quarterly statewide meetings between major utilities and the Turnpike Commission, and holds Utility CHAPTER FOUR CASE STUDIES

Coordination classes for utility owners and consultants. The DOT performs vertical adjustments for the smaller utilities in the state at state cost (labor costs only, not materials). PennDOT’s new civil engineers rotate through the utility and other units for training. They have developed an instruc- tional DVD, and hold a regular Design Manual Class for new and existing designers that includes utility procedures and practices. PennDOT is undergoing a major revision to its utility pro- gram. This revision includes a complete modernization of its utility manual, and coordination of this manual to other depart- mental documents for consistency. Its scope of work for its SUE consultants has been updated to better reflect the require- ments found in ASCE 38-02 and new technology. Finally, there are revisions underway to its computer-aided design and drafting deliverables requirements to reflect ASCE 38-02 and to develop standardization between its SUE consultants. VIRGINIA DEPARTMENT OF TRANSPORTATION VDOT works from a six-year plan. It uses a Concurrent Engi- neering Process, where representatives from Location & Design, Environmental, Right of Way, Utility, and Construc- tion groups begin the project development process. VDOT selects a project manager who is responsible for the project from planning through construction and it is this individual who is responsible for pulling together the representatives from the various groups. Before survey of the project starts, this group uses aerial photographs (flown statewide every two years) or more recently Google Earth to get an initial sense of the utility involvement on a project. A past attempt to use a statewide GIS system was discontinued because the GIS data were not being regularly updated. VDOT has the longest-running SUE program in the nation, and it uses QLB and QLA mapping extensively on its projects. The timing and manner of its QLB mapping is unique. VDOT uses survey consultants at the 0% design stage to develop its topo. The survey consultants are required to have a SUE provider as a team member, and QLB data are obtained concurrently with the topo so that this high-quality and comprehensive data are available for the very start of the design process. The first meeting with utility owners is held just after topo development, and the QLB data are already available for the benefit of both the designers and utilities. A preliminary util- ity cost estimate is developed on a “worst-case” scenario for this meeting. These data are fed into a Project Cost Estimat- ing System. State and utility costs are differentiated later; however, VDOT considers the ratepayer and taxpayer costs as equally important in their decisions to relocate or design around a utility. In the case of municipal water and sewer cost estimates, the agency uses historical project averages; however, in the case of all other utilities, VDOT or its con- 16 sultant designer uses a line item method for the cost esti- mates, and adds a 10% betterment cost based on historical averages. This utility cost estimate is revised and updated quarterly throughout the life of the project design. In addition to the initial utility meeting, VDOT has a min- imum of three additional meetings throughout the project cycle, held at the 50%, 90%, and 100% design stages. A utility coordinator is assigned to the project before the 30% stage. It is the responsibility of this coordinator to be familiar with the utility locations and issues, and bring design versus relocation issues to the attention of the designers. Hav- ing the quarterly updates on the expected utility relocation costs available as design progresses is of great assistance in getting attention paid to utility relocation alternatives. VDOT has put into place several other procedures that assist in getting attention for “relocation versus design-to accommodate” decisions. One of these is a federal pilot pro- gram, in place since 2000, where VDOT pays the utilities for the costs of their engineering and design regardless of prior rights (see Appendix C). In support of this program, VDOT has hired outside consultants to assist them in designing util- ity relocations if the utilities choose not to use their own designers or cannot meet the project time frames. These out- side consultants are also versed in highway design and, as such, are tasked with making recommendations on design changes if it appears to be more advantageous than reloca- tion. If the utility owner uses its own designers and does not meet the time frames, the design cost paid by VDOT is pro- rated and reduced. VDOT estimates that this procedure increased its ability to hit target dates by 15%, and decreased the project timelines by 5% to 10%. On specific projects, their time savings are estimated to be in excess of one year. At the 50% design stage, the utility coordinator and design engineer pick locations for QLA data, based on potential design conflicts. As these data are added to the plans and as relocation design progresses, additional QLA data may be requested. In the 1990s, VDOT found that utility owners were delay- ing projects when they could not obtain utility easements in the project time frames. VDOT changed its policy and now is able to negotiate the easements of the utility owner as long as the utility owner already has a prior right. The utility still pays for the easement, but the negotiation is at state labor cost and the timing is controlled because the state has better power of eminent domain than the utility owner. VDOT provides Microstation licenses for its utility com- panies and design consultants. In this manner, VDOT gets all design data in the same format. VDOT estimates that this results in a 2- to 3-month decrease in project timelines. VDOT has not developed a formal tracking of utility relo- cation costs versus design change decisions or cost savings.

17 However, it does track claims, and has found that 95% of all utility claims come from drainage issues. VDOT has begun a new trial program in its Northern Vir- ginia District. It is installing radio frequency identification markers that can be programmed with precise global posi- tioning system coordinates and data about the utility. It is installing these markers every 25 ft or at bends on non- metallic (and every 50 ft on metallic), relocated, or newly installed utilities. Their precise locations are indicated in the CAD file and on the plans. A hand-held reader at the ground surface will then give detailed information about the utility to the contractor. GEORGIA DEPARTMENT OF TRANSPORTATION The Georgia DOT (GDOT) conducts its planning for the Statewide Transportation Improvement Program on a 3-year cycle. The Construction Work Program is set up for 6 years and includes any long-range projects (beyond 6 years). The Chief Engineer selects a Project Manager for each project. The Project Manager then coordinates with all the different offices involved including the Statewide Utilities Program, which is comprised of the State Utilities Office (SUO) and seven district utilities offices (DUO). The SUO, headed by the State Utilities Engineer under the Operations Division, is responsible for producing the policies and procedures. The DUO, headed by the District Utilities Engineer under the Field Services Division, is responsible for implement- ing the policies and procedures. The Statewide Utilities Program is not part of the Right-of-Way, Design, or Con- struction offices. GDOT believes this separation from other design-related offices, coupled with its formal Plan Devel- opment Process, is an advantage to making utility decisions without partisan interference. Also, GDOT is one of two state DOTs (SCDOT is the other) that have a State Subsur- face Utilities Engineer (SSUE) position within the SUO. The Plan Development Process covers the preconstruction phase of a design project and begins with the Concept Phase of the project (0%–10% design stage). The objective of this stage is to develop a Concept Report that describes a recom- mended project “footprint,” including logical termini. An Initial Concept team meeting is held to identify the core team and specialty team members including the SUO and DUO. The outcome of the Initial Concept meeting is a better under- standing of the project scope, identification of what informa- tion is available and what is needed, and the next steps to be accomplished in the concept development. A draft Concept Report is created. The Project Manager then schedules a Concept team meet- ing to present the proposed concept and alternatives, draft a Concept Report, and allow for discussion by the attendees. Included is an analysis of the benefit-to-cost ratio for the proj- ect. The DUO assists the Project Manager by furnishing a pre- liminary utility cost estimate for the proposed project. The DUO is responsible for reviewing the planned project with utility owners and requires them to submit a preliminary util- ity cost estimate, based on worst-case conditions, within three weeks. This cost estimate includes the names of all the utility companies, both public and private, having facilities along or crossing the project and the type of facility present, whether or not there are any major utility facilities that may be affected by the planned project and, if known at this time, whether or not any of the utilities plan to install any new equipment or upgrades to their facilities within the life of the project. It is also desirable to know as early as possible if SUE is to be used on the project. GDOT’s SUE program includes both the overhead and subsurface utilities. In 2008, GDOT’s SUE (overhead and underground) program was used to map more than 2 million ft of utilities, 5,200 utility poles, and 300 test holes. Because of the success and growth of this federally funded program (80%), GDOT has been given direction by its senior management to include SUE on all urbanized projects and other projects on a case-by-case basis. All SUE services are to be performed by a prequalified SUE consultant. If overhead/SUE has not already been included in the project’s scope, then the District Utilities Engineer and/or Project Manager can request SUE services based on the cri- teria listed in GDOT’s SUE Utility Impact Rating Form. The SSUE reviews the request and determines whether or not the project is a good candidate for SUE. The SSUE also deter- mines the level(s) of SUE to be performed on the project. QLD is typically performed during the Concept Phase. After the Project Manager receives all of the information needed, an alignment is recommended and the Concept Report is completed and sent to the appropriate entities for approval. The Preliminary Design Phase of the project (10%–60% design stage) begins with the approval of the Concept Report. If SUE is not being performed, the DUO sends out first sub- mission plans to the utility owners as early as possible after mapping is completed and utility sheets are created. The utility owners provide their existing utility facilities information to the DUO in either electronic format or by means of hard copy markups. If SUE is being performed, it takes the place of first submission to the utility owners. Depending on the complex- ity of the project, QLC/QLB is typically performed during this phase (10%–30% design stage). The SSUE reviews and approves the SUE deliverables. The approved SUE informa- tion is provided to the Project Manager/Designer and the DUO. The existing utility information is incorporated into the Util- ity Plans regardless of whether or not SUE was performed on the project. However, if SUE was performed on the project, the DUO sends the Utility Plans to the utility owners to review the SUE information. As soon as preliminary drainage, erosion control, staging, structures, and construction limits are available, a Utility

Impact Analysis (UIA) may be performed by the SUE con- sultant (30%–60% design stage). The SUE consultant reviews all potential existing utility conflicts with the proposed design and makes recommended resolutions (utility relocation or adjustment to the proposed design), determines if QLA test holes are needed, determines a utility impact with “ball-park” cost (as designed), and provides a benefit of resolution. Both overhead and underground conflicts are considered at the same time. These items are incorporated into a conflict matrix spreadsheet, which is reviewed and approved by the SSUE. The approved SUE UIA information is provided to the Proj- ect Manager/Designer and the DUO. The Preliminary Design Phase ends with a Preliminary Field Plan Review (PFPR). The Final Design Phase of proj- ect development (60%–100%) begins with the approval of the environmental document and distribution of the PFPR report. The second submission to the utility owners to pro- vide markups for their proposed utility facilities/relocation plans occurs as soon as possible following approval of the PFPR report (70% stage). GDOT’s District 3 is piloting a proj- ect to require utilities to provide their preliminary design at the 60% plan development stage to allow for earlier coordina- tion with preconstruction offices and time to resolve remain- ing conflicts during the preconstruction phase, not during the construction phase. Also at this time, the SSUE, the Project Manager/Designer, the DUO, and the utility owners meet to discuss the UIA find- ings and determine which QLA test holes to perform. The QLA deliverables are reviewed and approved by the SSUE before incorporation into the project’s design. If the Project Manager/Designer adjusts the proposed design, then a second UIA may be done to determine if other utility conflicts become present. Consequently, additional QLA test holes may need to be done. This process is iterative as needed. The Final Design Phase ends with a Final Field Plan Review, which is typically held a minimum of 16 weeks before letting, and the Construction Phase of the project begins. Although QLA test holes are ideally done during the preconstruction phase, they may also be done during the con- struction phase of the project. GDOT’s efforts to minimize project delays resulting from utility issues and provide more accurate utility information to enhance sound decision making have resulted in an award winning utility program. 18 In the spring of 2006, after a year of development, GDOT’s Statewide Utilities Program rolled out GDOT’s Utility Red- line Software, which is an innovative enhancement to Bentley Redline’s computer application that greatly facilitates the transmitting of utility plan markups in an electronic format for GDOT construction projects and is provided to GDOT’s utility industry at no cost. This application makes use of the electronic Computer Assisted Design and Drafting files, and FTP (File Transfer Protocol) to communicate highway project status to affected utility owners in GDOT’s electronic format. The GDOT Redline has user-friendly menus that allow its users to draw the utility information to GDOT’s Electronic Data Guidelines. The benefits of this new software are: • Saves both GDOT and utility owner’s printing costs, • Increases construction plan quality, • Facilitates project utility coordination efforts, • Speeds up project plan development, and • Aids utility companies and GDOT in the implementa- tion of GIS applications. This software has been a significant asset in GDOT’s ongoing mission to minimize delays to project delivery schedules. In recognition of this accomplishment, GDOT received the 2009 FHWA Excellence in Utility Accommodation and Relocation Award for Innovation and is the first state DOT in the nation to provide such a helpful and innovative tool. Additionally, GDOT’s SUO developed a training pro- gram, Avoiding Utility Project Impacts, to provide useful tools to help designers and project managers avoid many utility-related problems, thereby reducing project delays by identifying and resolving utility conflicts early in the design process. The program incorporates state-of-the-art methods and technologies and encourages creative solutions when handling utility relocation and accommodation issues. The trainees learn how to: • Avoid unnecessary utility relocations, • Effectively apply SUE on GDOT projects, • Develop and make use of a UIA/Conflict Matrix, and • Apply utility conflict avoidance methods on an actual GDOT project. GDOT received the 2007 FHWA Utility Outstanding Achieve- ment Award for Exceptional Accomplishment in the category of Utility Leadership for this training.

TRB’s National Cooperative Highway Research Program (NCHRP) Synthesis 405: Utility Location and Highway Design explores current practices in use by transportation agencies for consideration of utilities during the project development process, including where in the process the utility impacts are assessed and relocation decisions made; what policies, regulations, manuals, and guidelines are used; and how design decisions are influenced by utilities.

Appendices D and E for NCHRP Synthesis 405 are available online.

Appendix D – Collated United States Survey Results

Appendix E – Collated Canadian Survey Results

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Safety and NEPA: Case Studies and Noteworthy Practices Introductory Document

Accident Severity on National Highways in the Presence of Liquor Shop: A Case Study of National Highway 5, India

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• First Online: 22 April 2022
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• Satya Lakshmi Aparna Noojilla 12 &
• Saurabh Dandapat 13  

Part of the book series: Lecture Notes in Civil Engineering ((LNCE,volume 220))

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Road safety on national highways is always a major concern in India due to their largest share (27.5%) of all accidents. This paper investigates the accident records of a 102 km stretch of National Highway (NH5) to understand the influence of liquor shops and other factors on the accident frequency and their severity. The influences of crash-related factors on the accident frequency were analyzed, and the influences of different factors on the crash severity level were studied by developing an ordered probit model. The paper brings out an interesting observation that the crash frequency closer to the liquor shops is considerably high. The ordered probit model indicates that the crash severity is negatively related to the distance of crash location from the nearest liquor shop. Factors such as lighting condition, type of crash, weather, and reported cause of crash are also observed to influence both crash frequency and severity.

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Acknowledgements

Authors express their sincere thanks to the National Highways Authorities of India, Rajahmundry, for all the cooperation during this study and providing access to the accident records of the selected section of the National Highway 5 (NH5).

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Doctoral Research Scholar, Department of Civil Engineering, Indian Institute of Technology, Kharagpur, India

Satya Lakshmi Aparna Noojilla

RCG School of Infrastructure Design and Management, Indian Institute of Technology, Kharagpur, India

Saurabh Dandapat

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Correspondence to Satya Lakshmi Aparna Noojilla .

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Department of Civil Engineering, Indian Institute of Technology Roorkee, Roorkee, Uttarakhand, India

Manoranjan Parida

Department of Civil Engineering, Indian Institute of Technology Bombay, Mumbai, Maharashtra, India

Avijit Maji

CSIR—Central Road Research Institute, New Delhi, Delhi, India

S. Velmurugan

Department of Civil Engineering, Indian Institute of Technology Kanpur, Kanpur, Uttar Pradesh, India

Animesh Das

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Aparna Noojilla, S.L., Dandapat, S. (2022). Accident Severity on National Highways in the Presence of Liquor Shop: A Case Study of National Highway 5, India. In: Parida, M., Maji, A., Velmurugan, S., Das, A. (eds) Proceedings of the Fifth International Conference of Transportation Research Group of India . Lecture Notes in Civil Engineering, vol 220. Springer, Singapore. https://doi.org/10.1007/978-981-16-9925-2_19

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Case Study on National Highway Construction Using Bot

2022, International Journal for Research in Applied Science & Engineering Technology (IJRASET)

The public-private partnership (PPP) models that have been used in procuring the National Highways projects include Build-Operate-Transfer (BOT) (Toll) and BOT (Annuity) models.... This paper focuses on the various approaches that have been used for financing of PPP road projects in India. To assess the risks involved in BOT PROJECT by studying a specific case of Implementation of integrated road development program me (IRDP) in the city on built, operate & transport (BOT) basis. To Study the individualistic approach of the involved parties. BOT has been one of the recent innovations in project finance. The Build-Operate Transfer (BOT) scheme is a limited recourse financing technique. Many have adopted this approach as an alternative to traditional public financing for infrastructure development projects. This study examines the type of SOCIAL risk due to, force shutdown of toll booths due to public riots. This paper mainly representing the risk in BOT due to political & public pressure. A case study of IRDP project implemented in municipal corporation area through BOT is studied in details.

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The recent introduction of Hybrid Annuity Model (HAM) for highway up gradation projects in India marks a significant policy departure. This is aimed at revitalizing private sector led infrastructure development. The model has been pitched as a panacea to the numerous ills plaguing the highway sector, which had led to a record fall in the award of new projects, both in numbers and in value. Taking a dispassionate look, this paper critically examines the extent to which HAM has fulfilled its stated objectives during its introductory stage. The analysis of project award data provides mixed empirical evidence of HAM's initial success. We find that as a development imperative, HAM does encourage private participation in highway infrastructure, and it is a step forward. However, HAM also suffers from extensive de-risking of the private sector, to the extent of making them unattractive for both debt and equity investment. By this, HAM takes the re-engagement of private sector two steps back. We concede that HAM is still in its infancy and a true performance would only be evident once enough number of projects have been delivered through this model. With this view, this paper adopts a more analytical stance, to identify possible pitfalls based upon the telltale signs. This is important as infrastructure projects have a long-life cycle, and an early stage dispassionate analysis and course correction is necessary, lest we move too far down the wrong path.

Uncontrolled population growth, fast urbanism, and industrialism have come from environmental challenges in recent decades. One of the most serious issues is waste as a result of poor management methods. This article provides an overview of current waste management strategies and how waste management techniques are being use by startups to generate cash. Resources are finite, so their use should be maximized, and good waste management is a critical component of achieving this aim. Local governments are being compelled to identify and implement innovative waste management strategies as public awareness of the environment grows. Separation at source, collection, sorting, recycling, composting, and sanitary landfilling are all part of the advised method for maximizing recycling and reducing landfilling of municipal solid waste. The practicality and economics of the recommended approach were also examined in this article.

The valuation of real estate is a central tenet for all businesses. Land and property are factors of production and, as with any other asset, the value of the land flows from the use to which it is put, and that in turn is dependent upon the demand (and supply) for the product that is produced. Valuation, in its simplest form, is the determination of the amount for which the property will transact on a particular date. However, there is a wide range of purposes for which valuations are required. These range from valuations for purchase and sale, transfer, tax assessment, expropriation, inheritance or estate settlement, investment and financing. The objective of the paper is to provide a brief overview of the methods used in real estate valuation. Valuation methods can be grouped as traditional and advanced. The traditional methods are regression models, etc. MRA has been implemented by many researchers to study valuation of real property cite that MRA is possible for coefficient estimates and factor weightings using a large number of actual sale cases.

PLoS Neglected Tropical Diseases

Peter Odhiambo

Background African Trypanosomiases threaten the life of both humans and animals. Trypanosomes are transmitted by tsetse and other biting flies. In Rwanda, the African Animal Trypanosomiasis (AAT) endemic area is mainly around the tsetse-infested Akagera National Park (NP). The study aimed to identify Trypanosoma species circulating in cattle, their genetic diversity and distribution around the Akagera NP. Methodology A cross-sectional study was carried out in four districts, where 1,037 cattle blood samples were collected. The presence of trypanosomes was determined by microscopy, immunological rapid test VerY Diag and PCR coupled with High-Resolution Melt (HRM) analysis. A parametric test (ANOVA) was used to compare the mean Packed cell Volume (PCV) and trypanosomes occurrence. The Cohen Kappa test was used to compare the level of agreement between the diagnostic methods. Findings The overall prevalence of trypanosome infections was 5.6%, 7.1% and 18.7% by thin smear, Buffy coat te...

International Journal for Research in Applied Science and Engineering Technology

Sahil Salvi

International Journal for Research in Applied Science and Engineering Technology IJRASET

In INDIA, BOT (Build Operate Transfer) approach has given an undeniably well known task financing to push toward framework improvement. There are numerous complexities in ventures on account of the assortment of elements in undertaking's pattern and furthermore the reliance of task. Because of the complexities and their drawn out working, the tasks meet with vulnerability and various dangers. This exploration study is to concentrate on the Indian foundation segment with an accentuation on various undertakings hazard factor. The advancement of the development area in india has been compratelly moderate. BOT(Build Operate Transfer) implies the administration move the admission to Private Company and the organization is liable for building, working the undertaking, and afterward move the task back to the legislature when the concession time frame terminates. The principle reason for this paper is to explore monetary hazard, specialized hazard, unique and support chance, remote trade risk and commercial chance in BOT projects. BOT venture is exposed to numerous dangers lastly it is changed over into money related risk.base on the audit the basic hazard are found :-change in law, cost overrun, delay in delay in endorsement , development plan budgetary shutting , traffic modification , natural hazard , and so forth The reason for this paper is to examine the hazard related with BOT plans in India

Contracts are highly crucial in any sector, and we all know that claims are quite easy to make in construction projects because there are so many parties involved and each project has its own set of characteristics. In India, the majority of construction contracts are based on the GCC developed by the CPWD, and it has been discovered that due to the rigorous nature of the GCC and differences in the nature, site, and kind of projects, construction industry conflicts are highly widespread. The report aims to demonstrate the efficiency of the CPWD's revised GCC and make recommendations for reducing public contract disputes. An attempt has been made by using real-life arbitration cases and anticipating many parameters. The amended clauses have been analyzed by comparing them to the old clauses, and an assessment has been performed to determine the root reasons of the claims. To make the clauses more understandable, they've been divided into different categories, and then claims have been linked to the relevant factors in various arbitration cases.

Health care is very important to start a good life. However, if you have a health problem, it is very difficult to talk to your doctor. Chatbots can be used to communicate with text or voice interfaces and receive responses via artificial intelligence. Chatbots are programs designed to automatically interact with incoming messages. Chatbots can be programmed to respond the same each time and respond differently to messages containing specific keywords. In addition, you can use machine learning to adapt your response to your situation. More and more hospitals, nursing homes, and even private centers are now using online human service chatbots on their websites. These bots connect with potential patients accessing the site, find specialists, make appointments, and ensure appropriate treatment. In any case, the use of artificial intelligence in industries where people's lives can be a problem still raises personal concerns. The question arises whether the above tasks should be left to human staff. This healthcare chatbot system helps hospitals provide 24/7 online healthcare support. It answers both deep and general questions. It also helps generate leads and automatically delivers lead information to sales. Asking in turn helps the patient by guiding them on exactly what they are looking for. I. ACKNOWLEDGEMENT Priyadarshini College of Engineering is a well established & renowned institute and follows a goal of creating technocrats and brings it into reality, which will perform challenging endeavor in technical field for welfare of human being.

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Case studies

Examples of how we stimulate innovation across the highways sector

We align our projects with our five innovation themes:

• design, construction and maintenance​
• connected and autonomous vehicles​
• customer mobility​
• energy and environment ​

Our projects are generally cross-cutting, applying to more than one theme.

Design construction and maintenance

Trimble sitevision– augmenting reality, the challenge.

We have been using drawings to explain where services and structures are located for many years. This requires both excellent drawing skills, and the ability to visualise the drawn data in the real-world environment, which can be a complex task.

The project

As part of the A14 Cambridge to Huntingdon project, we trialled the mixed-reality application Trimble SiteVision.

SiteVision uses cloud stored geospatial data, allowing on-site users to:

• visualise buried assets and building information models (BIM) live in the field.
• easily note and report back issues and observations

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In the recent pandemic, we successfully trialled Trimble SiteVision together with Microsoft Teams. This helped the offsite engineering team to understand construction issues that site based workforce were experiencing.

Although it needs good data and good internet connection, the SiteVision device brought benefits from day one. It reduced the number of engineering visits needed for site clearance and boundary works as well as flagging potential issues earlier than normal.

Innovation theme

Design, construction and maintenance​

Safety Delivery

Automated cone laying vehicles

We need cones to protect road users and road workers while essential work is carried out on our roads.

At the moment, putting out cones is still a manual task, involving two people on the rear of a vehicle working in tandem.

We do most of this work at night, in all weather. Workers can lift up to 10 tonnes of equipment per shift. With motorway traffic thundering past, it can be a dangerous and frightening task.

Working with a group of industry experts, we have developed two automated vehicles which will take the human element out of cone laying.

Our aim is for both vehicles to be the routine go-to options for cone laying on our network. This will eliminate one of the biggest risks facing roadworkers.

Highways Care

The Highways Care vehicle has completed its on-road trials and can now be taken out to the marketplace for use on the strategic road network.

King Highway Products

The second vehicle, developed by King Highway Products, is quite different. It uses a ‘revolver’ style rotating drum to lay and collect cones.

The King vehicle has recently completed extensive off-road testing at Manston Airport, Kent.

If successful, it will also be taken out to the marketplace along with the Highways Care version, for use on the strategic road network.

Design, construction and maintenance

Transforming road markings

We’re always looking to improve how we operate and maintain our roads.

When road markings need to be altered or removed, for example when lane layouts change, faint traces of the original markings can remain.

These 'ghost lines' can confuse motorists, particularly in very bright or wet conditions.

The competition

In partnership with Roadcare and Kier, We launched a global search for effective roadmarkings that:

• can be completely removed without damaging the road surface
• don’t leave ‘ghost lines’.

We used our Innovation Designated Fund to help finance the competition.

We received thirty-six entries from around the world. We chose seven winners and tested their materials including:

• lab trials in Madrid, where products were subjected to two million 'wheel overs'
• real-world all-weather testing on the M5 motorway in South West England.

The results

After laboratory testing, we installed the winning solutions on the M5 in April 2019. We tested their performance periodically and assessed the results against data from the laboratory turntable testing. We also tested five removal systems on each of the markings.

After two years of testing in all weathers on a stretch of road that saw 31 million vehicles pass through in that time, we have produced a full report of our findings.

The findings are to be considered as part of a road markings action plan within National Highways.

Design, construction and maintenance Operations

Safety Customer

Connected and autonomous vehicles

Connected and autonomous plant (cap), the opportunity.

The introduction of Connected and Autonomous Plant (CAP) will positively change all aspects of the construction industry. The possible benefits of this new technology are vast.

We should explore, develop and adopt CAP across the highway sector.

As part of our digital roads vision, together with i3P, we led the development of a roadmap to 2035, for the introduction and implementation of CAP.

This was a collaborative project which drew together over 70 representatives from clients, academia, industry, and government.

Stakeholders shared the development of the vision and explored how to overcome challenges in technology, standards, legal and commercial constraints.

The uptake of CAP into the construction industry could deliver a 20-25% improvement to construction productivity and transform safety.

The roadmap challenges industry to work together to embed digital and automated techniques to revolutionise construction.

Design, construction and maintenance Connected and autonomous Vehicles

We're always looking for ways to use our existing infrastructure to push out information about traffic updates, speed limits and diversions – helping vehicles to plan journeys more effectively. This is a key part of our Digital Strategy .

Technology has emerged in recent years that allows us to make wider use of our lighting infrastructure. The roll-out of 5G and the IoT (Internet of Things) makes it practical to equip lights with devices such as wireless access points and cameras.

​The project​

Together with Kier Highways, we carried out a proof-of-concept trial on the Illuminate intelligent street lighting system at M40 junction 15 Longbridge roundabout near Birmingham. ​

We installed CCTV and communications technology in street lamps at the same time as we upgraded them to greener, more energy efficient LED lighting.

The Illuminate trial took place over five months in 2021 and successfully proved the concept. The technology was able to communicate data to office equipment and tablet computers.

Installing communication technology when we replace street lighting is efficient and safe. It's also less disruptive to the public, as it reduces the number of road closures we need.​

​The knowledge gained from the trial will help to shape our strategy for managing the Connected and Autonomous (CAV) infrastructure.

Connected & autonomous vehicle

Customer mobility

Mobile barrier

Working in live lanes is a real risk to our workforce.

To work safely, we often need full carriageway closures which inconveniences road users. With increased traffic volumes this also puts more pressure on the network.​

​The mobile barrier provides exceptional protection for both road workers and motorists and reduces the severity of incidents in and around work zones.​

​It provides physical protection, absorbing the impact of vehicles strikes from the side. A lorry mounted crash cushion gives protection from the rear, with approved lighting and signage providing ample visibility for all.​​

The barrier offers a number of benefits to road workers, including:​

• ​all round impact protection
• available for use 24/7 with correct maintenance
• versatile and adaptable to near-end far side works
• less resources, exposure time and costs with the ability to mirror off-side lane closure
• reduced overall night shifts on schemes​

​We are working with Kier we're exploring how the US made barrier can enhance safety measures and reduce road worker exposure. ​

​Mobile barriers are an innovative way of to increase protection for road workers. ​They’re helping customers too, because the faster we can get the work done safely, the better people’s journeys will be.

Design, construction and maintenance Customer mobility

iDrain – intelligent flood alert system

Flooding is one of the greatest persistent problems faced by the national strategic road infrastructure. It is becoming an increasing risk due to more severe weather events and ageing underground pipe networks that are difficult to monitor.

The risk of road traffic accidents and closures increases significantly during periods of heavy rain. Excessive carriageway surface water significantly reduces skid resistance. In extreme cases, it can cause aquaplaning and total loss of control.

Together with Carnell, we developed a low-cost sensor connected solution that is triggered when water in drainage systems reaches criterial levels.

Designed to prevent flooding events on the strategic road network, iDrain allows us to monitor drainage chamber water levels remotely. It provides accurate live data on high risk flooding areas so we can target proactive maintenance.

If widely adopted, the solution will help reduce accidents and road closures, improve reliability on the network and ultimately boost the economy.

Design, construction and maintenance Customer mobility Operations

Progress-O-Meter

The Progress-O-Meter is a customer information board which displays a monthly countdown and progress bar to scheme completion. We designed this initiative to help improve customer confidence that we will meet advertised roadwork completion dates.

During a trial on the M6 between junctions 13 and 15, we conducted customer insight surveys to gauge reactions to the Progress-O-Meter boards. We also sought trial scheme feedback and monitored social media activity. We assessed the safety impact of the Progress-O-Meter billboards using closed-circuit television (CCTV) monitoring and M6 J13-15 incident logs.

The trial findings indicate that the board was considered safe and that customers liked the information we were giving. Almost all customers who saw the Progress-O-Meter said they gained some new information about the progress of the roadworks. All of these customers found the new information very or fairly useful.

We’re hoping that after some additional trialling on other schemes, we can roll this initiative out on all Major Projects roadwork. We hope customers will feel more satisfied when driving through roadworks with the awareness that work is progressing.

Energy and environment

Warm mix asphalts.

One of many steps we’re taking to reduce our carbon emissions is encouraging the use of warm mix asphalts (WMAs) as standard across our supply chain.

Typical asphalts are produced at up to 190°C.

The simple principle behind WMA technologies is manufacturing asphalt at reduced temperatures but with additional additives

This uses less energy and delivers meaningful carbon savings without compromising performance.

WMA is produced at temperatures up to 40°C lower than traditional asphalt.

If all production in the UK switched to WMA, it would save around 61,000 tonnes of CO2e a year. This is equivalent to cutting around 300 million miles of car journeys.

With a shorter cooling time and reduced risk of early life deformation, WMA allows longer working windows and increased shift outputs. It can also be recycled back into new asphalts, preventing waste.

In addition to carbon reduction and increased productivity, some of the other key benefits of switching to warm mix asphalts include:

Improved health and safety

Reduced temperatures help reduce risks associated with producing and laying asphalt at high temperatures such as

• exposure to fumes
• steam causing reduced visibility, particularly when wearing safety eyewear

WMA reduces fume generation by around 50% for each 10°C reduction in temperature.

Improved durability

As WMA is laid at lower temperatures and an increased amount can be laid in a single shift. It needs fewer construction joints in the road and less maintenance in the future.

Our next step is encouraging everybody involved in building and maintaining the strategic road network, particularly designers and main contractors, to use WMAs.

More widespread use of WMA will help us achieve our aim of net zero carbon maintenance and construction activities by 2040. Best of all, WMAs can be laid using conventional paving equipment.

Design, construction and maintenance​ Energy and environment ​ Operations

Hyperspectral remote sensing

The oportunity.

In a ground-breaking project with Network Rail, we trialled new technology on helicopters to monitor the country’s rail and road networks.

With ‘eyes in the sky’, our teams explored how we could:

• improve road and rail network management and maintenance
• protect our workforce by reducing the amount of time spent on physical inspections.

Using a helicopter equipped with the latest aerial remote sensing technology, we assessed the UK’s road and rail networks, which are often close to each other.

We trialled various technologies - hyperspectral remote sensor imaging, LiDAR and aerial photography - to assess their potential for monitoring the condition of assets such as manholes, pipes and drainage systems. These technologies could also be used to identify faults in our network so we can perform vital maintenance and renewal work more effectively.

The information gathered in this trial has helped us and Network Rail:

• explore new ways to monitor and maintain our networks
• understand potential infrastructure risks
• improve road safety and plan maintenance.

Due to the successful joint working through this project, our organisations are now working on plans for further trials and collaborations.

Design, construction and maintenance Energy and environment

Green light optimal speed advisory (GLOSA)

In 2019, we ran a competition seeking innovative ideas for developing digital roads and improving air quality.

One winning entry explored technology known as Green Light Optimised Speed Advisory (GLOSA). ​

GLOSA gives drivers speed information that helps them to pass through green traffic lights. This reduces the number of vehicle stop-starts at signalised motorway junctions and can, in turn, improve air quality.​

​The project

We worked with Amey to develop and trial the in-vehicle technology. Other partners involved included:​

• Transport for Greater Manchester (TfGM) – for traffic control systems access​
• Eastpoint – to develop the GLOSA app​
• Ricardo – for emissions testing​

​We ran the trial using traffic lights on three slip roads in the north west.

• the A627(M) Broadway junction
• the north and southbound roundabout approaches at junction 2 of the M66

We used a portable emission measurement system to capture real driving emissions data on these short routes.

We used two vehicles, a light commercial vehicle and a heavy goods vehicle (HGV), completing around 400 trips for the trial. We generated comparable data by doing a number of runs on the same slip road.

Initial analysis of results suggests that vehicle CO2 emissions were reduced by as much as 27% by minimising unnecessary speed changes.

This also led to a 17% reduction in the level of nitrogen oxide (NOx). The most promising results were from HGV testing.​

​We are now testing the technology with a different type of traffic signal control system. If testing is successful, we will start working on a GLOSA Strategy for potential roll-out in our third road period (RIS3 2025-2030).

Connected and autonomous vehicle Energy and environment

Wiping out graffiti

We are on a mission to tackle the blight of graffiti by finding new products to remove graffiti but also potential solutions that will prevent the vandalism appearing in the first place.

Graffiti on bridges and next to roads can be distracting for drivers and the clean-up often requires lane or road closures, disrupting traffic. And it is costly – up to £10,000 to remove one instance of graffiti.

We launched a competition with partners Kier and Connected Places Catapult to identify new solutions for dealing with graffiti. The programme sought to award up to six organisations with £30,000 to design a trial of their technology on a road network testbed.

The technology could include:

• Behaviour detection and analysis
• Solutions to reduce disruption to the road network while maintenance work is being carried out
• Visual deterrents
• Surveillance and CCTV
• Removable green walls
• Anti-graffiti coatings and paint
• Asset management solutions

More than a dozen companies submitted their concepts and products. The five most promising are now developing their ideas. They will produce a feasibility study for National Highways to decide on the most promising products to take forward for use on the road network.

The five winning ideas are:

• Audio sensors that will detect the application of graffiti to alert authorities and trigger audio and visual deterrents.
• Artificial Intelligence software that will analyse behaviour to detect vandals at graffiti hotspots and then deterrents such as alarms and lights can be activated.
• Wall-climbing robotics that apply graffiti preventative paints, reducing the risk of such hazards as working at heights for the workforce.
• Using lasers to remove graffiti from surfaces whilst preventing additional damage to the finish of surface coatings and films.
• A 3D chemical coating to prevent the adhesion of graffiti to a variety of surfaces and films.

Maintenance Operations

Road workers are continually exposed to hazards associated with traffic and movement of vehicles on site.

Developed by Carnell, SAFETYcam vans are an intelligent site safety innovation that protects road workers by using two complimentary vehicle detection systems. They record instances of dangerous driving and provide a conspicuous visual deterrent to poor driver behaviour.

When deployed, SAFETYcam virtually eliminates deliberate vehicle incursions and dramatically reduces the number of site vehicles exceeding site speed restrictions.

Features include:

• front and rear high definition video cameras
• speed camera (rear)
• Automatic Number Plate Recognition (ANPR) system
• cloud-based data capture
• on-board wi-fi
• watermarked hard drive
• operator workspace
• welfare facilities

We funded trials using four SAFETYcam vans over a 12-month period. They proved successful in reducing site speeds, clearly demonstrating a positive change in site driver behaviour. We are now implementing the initiative on a wider scale.

During recent works, we used data collected from the onboard ANPR technology to develop a road safety campaign with the Central Motorway Police Group. This included 'education letters' to the registered keepers of 450 vehicles found exceeding the speed restrictions.

Design, construction and maintenance​ Operations

Enhanced customer response unit

Traditionally, we need up to three separate vehicles to deal with incidents on our network:

• Traffic Officer vehicle
• Asset Incident Watchman
• traffic management vehicle.

Our challenge was to develop more efficient approach to incident management, asset inspection and defect repair. Our focus was to improve journey times.

Working with Kier, we've trialled a new Enhanced customer response unit (ECRU).

The ECRU can transport both our Traffic Officers and Asset Incident Watchmen. It carries a greater variety of tools and equipment, so watchmen can carry out repairs and clean and sweep the road in a safer, faster and more efficient manner. This removes the need for other vehicles to attend the incident.

ECRU features include:

• jetting equipment for oil spillages
• on-board welfare facilities, including kitchen and toilet
• Variable Message Signs (VMS) and crash cushions
• a mechanical sweeper to quickly clear up of debris

As a front line response unit, the ECRU will significantly improve incident clear-up times.

The quicker we can return roads to normal service, the more we can ease congestion. Our roadworkers will be safer if they can spend less time exposed to risk on our network.

Safety Customer Delivery

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Nelson Mandela's party is poised to lose their absolute majority in South Africa

How do teenage whales rebel in the strait of gibraltar, by sinking ships.

by  Ayesha Rascoe

In the run-up to elections in the UK, people say they're ready for a change

by  Willem Marx

The anatomical atlas used by doctors has a dark history. One man is pushing for change

'minnesota nice' has been replaced by a new, cheeky slogan for the state.

by  Peter Cox

CDC report finds 1 in 9 American kids has been diagnosed with ADHD

by  Maria Godoy ,  Ayesha Rascoe

Sunday Puzzle NPR hide caption

Sunday Puzzle: Name these iconic U.S. summer vacation destinations!

by  Will Shortz

The original travel expert, Rick Steves, on how to avoid contributing to overtourism

Disney composer richard sherman dies at 95.

by  Tim Greiving

What to know before the final week of Trump's hush money trial

by  Ximena Bustillo

4 East Asian countries are holding a summit after 4 years. The U.S. will be watching

by  Anthony Kuhn ,  Ayesha Rascoe

U-Mass Dartmouth graduates got a surprise gift from a billionaire at graduation

by  Rachel Treisman

How contraception became a political issue among Christians in the U.S.

Environment, your future's in the trash can: how the plastic industry promoted waste to make money.

by  Michael Copley

Rescue efforts are underway in Papua New Guinea after a massive landslide

Author interviews, r.o. kwon on her novel 'exhibit', desire and taboos, andre holland on playing huey p. newtown in new series 'the big cigar'.

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