Springfield Interchange, Virginia

Short description: Springfield Interchange, Virginia Case Study on safety and access improvements to Springfield Interchange. Handbook topics: Travel Demand Management: Mobility Management and Maintaining Road Serviceability and Safety: Special Events Location: USA, Virginia Dates: 1999-2007 Description: The Springfield Interchange Improvement Project, a major reconstruction project sponsored by the Virginia Department of Transportation (VDOT), began in March of 1999 and is scheduled for completion in 2007. The original interchange was constructed in the 1960s and was not equipped to handle current or future transportation needs. The interchange was in dire need for improvement as traffic forecasts projected volumes to double by 2020. VDOT initiated some improvements that included building over 50 bridges and flyovers, 30 ramps, and installing nearly 200 guide signs and 20 electronic message signs. Among a number of its goals, VDOT undertook the Project to improve safety and access while increasing throughput capacity. A main project feature is to barrier-separate HOV lanes, through lanes and local lanes on I-95 to reduce weaving conflicts. Throughout the reconstruction efforts, VDOT has worked with federal and local agencies to create a comprehensive Congestion Management Plan ($28 million) that included incident management, traffic operations, and transportation demand management (TDM). Specific Plan goals were established to reduce 1,000 vehicles per peak hour and 2,500 vehicles per peak period. The project also included collaborations with the transportation management associations (TMAs) and ridesharing organizations. In particular, the Northern Virginia Transportation Commission, Fairfax County, and the Washington Metropolitan Area Transit Authority (WMATA) have contributed to free bus services in Springfield. The different parts of the Plan include incident management, operational improvements, signal timing adjustments and spot intersection improvements, infrastructure improvements, and travel demand management. Incident Management components include the use of an on-site mobile command vehicle, equipment to respond to hazardous waste spills and traffic incidents of all degrees as well as increased patrols by the police and safety service units. Operational improvements include the installation of cameras to monitor traffic flow proximate to the interchange, a coordinated construction phasing plan, and information dissemination regarding alternate routes and emergency routes. Infrastructure improvements also included capacity enhancements at intersections along parallel routes to accommodate diverted trips. Lastly, some specific TDM investments incorporated in the Interchange project included a 10% increase in Park & Ride spaces, expanded commuter rail service, OmniRide bus enhancements, telework centers, fare

discounts for both bus and rail service, and the promotion of vanpools, carpools, and private buspools of more than 30 passengers. In addition to these improvements, the Interchange Project also provides informational services regarding the construction and transportation options available. The Project maintains a project website, an information line and utilizes media for public outreach. Commuters or other travelers are encouraged to stay informed about project conditions. VDOT has enhanced information dissemination to the public by opening the nations first formalized retail Information Center (IC), which is located in the Springfield Mall to help disseminate project information. The storefront station is equipped with monitoring cameras and can provide rideshare assistance and transit information and passes. Additional project elements promoting TDM include High Occupancy Vehicle (HOV) lanes, including the two-lane reversible facility running north to south and roadway operational improvements. Benefits: The TDM strategies employed have been found to be successful and highly utilized within the corridor. The use of transit, carpooling, and vanpooling in the I-405 corridor has been consistently high due in large part to the success of the HOV lanes and Metrorail line. An early survey of single occupant drivers determined the most effective improvements to entice people out of their cars and the TDM strategies were formulated based on these improvements. Furthermore, with HOV lanes already in place, VDOT was able to offer a time-savings advantage. Additionally, the public outreach component is proving to be a success. As of May 2003, over 230,000 motorists had visited the Information Center in the Springfield Mall. Lessons learned There have been several evidences of the success of the Projects plan and construction management efforts. For instance, as of June 2002, the Congestion Management Plan has been through three evaluation processes and has not been substantially modified. Minor shifts in programmed funds have occurred, but the majority of TDM strategies are performing at or above their anticipated goals. Even during reconstruction, the original number of through travel lanes is maintained during peak hours. Contact details: Wayne Berman, wayne.berman@dot.gov References: Reference Submitted by Wayne Berman Luten, Kevin et. al. Mitigating Traffic Conditions: The Role of Demand-Side Strategies. FHWA-HOP-05-001. October 2004.