(Above) Monday morning after the first weekend closure. Looking north from the PCH Overcrossing. New asphalt pavement in southbound lanes with old PCC pavement in northbound lanes.

The high profile and much-touted Long-Life Asphalt project on the Long Beach Freeway (I-710) was completed this past season. The construction of the project was the culmination of over six years of planning and design. All the time and effort spent by CalTrans, the asphalt industry through the Asphalt Pavement Association (APA), U.C. Berkeley, the Asphalt Institute and other interested parties paid off by implementing a great construction plan.

From the beginning of this unique effort, the concept was summed up perfectly by Caltrans'' Chief of Construction Engineering (now retired), Joe Dobrowolski, "For the first time, we were not just making minor adjustments to specifications. We are looking at what is available nationwide and what other agencies were doing to develop long life products for the public. This whole task force is built on getting in, getting out, and not coming back. Everyone has the benefit of the public in mind."

(Above) Caltrans 710 Appreciation Luncheon. Industry attendees (l to r) Don Goss, Valero Marketing & Supply; Len Nawrocki, Valero Marketing & Supply; Bruce Flatt, Excel Paving; Dan Chapman, Vulcan Materials; Lou Rivers, Excel Paving; Jim St.Martin, APA; Del Crandell, C & C Transportation.

The plan was set, but why did this project turn out to be so successful? To answer that question, you have to understand the sequence of events after the December 2000 bid letting. Excel Paving, located in Long Beach, California, was the successful bidder. Vulcan Materials Company was chosen to be the hot mix asphalt producer. The other cast members included: Valero Marketing and Supply Company, who provided the various asphalt binders, C&C Transportation Company, who provided the transportation of the asphalt cement from Wilmington and Benicia (400 miles north) and Kleinfelder, Inc. who provided the required quality control (QC) services.

Now that we know the key players, we will take a look at what they did to make this unique project one of the most successful asphalt paving projects to be tackled in California.

This project contained several key requirements that were unique to Caltrans and the Asphalt Industry. First, the "standard" mix design requirements were replaced by some new mix performance requirements. These requirements would necessitate significant testing prior to submittal to Caltrans for approval to demonstrate compliance with the specifications. In addition, the use of more stringent compaction requirements was expected to cause the contractor to expend more effort on this part of the construction process. Finally, the significant production and coordination necessary during the 55 hour weekend closures were expected to require a significant planning and coordination effort by the contractor and others involved on the project.

(Above) Full depth excavation operation during a typical weekend closure.

From the outset of this project, the keystones for all companies involved were planning and coordination. Excel first tackled the new mix performance requirements and the necessary material characteristics that would be required to meet these new standards. Excel began by listing each issue and holding numerous meetings with all contractors/vendors to coordinate the project. This effort resulted in weekly meetings where everyone could discuss the issues and concerns facing them for the coming weeks and allowing for coordination of all planned activities. This would ultimately require the attendance of many company representatives that are not normally included in meetings of this type. As an example, when the aggregate production was planned by Vulcan and their internal team, the information was relayed to all parties so everyone was able to see the big picture. The production schedule at the rock plant had to be precise so that materials would always be available to the contractor. This was no easy chore since the aggregate specification was completely different than other ongoing projects. Vulcan had to insure that not only the primary asphalt plant was ready to go when paving commenced, but a back-up plant was available at all times. The details of the back-up plant included making sure that the specific rock spec and the particular asphalt cement were on hand so that a switch could be made at a moment''s notice. Excel had back-up equipment (rollers and pavers) on site in case of mechanical difficulties.

(Above) Paving operation over cracked and seated PCC pavement during a weekend closure. During a typical weekend approxiamately 15,000 metric tons of HMA would be placed.

The beginning of the process included the design and testing of the three (3) different asphalt concrete mix designs that were required on the project. Due to the new performance requirement of the project, this testing would take significantly longer than the "traditional" mix design process. Initially, there were some delays in this process due to the use of new test procedures not typically used by Caltrans and the Asphalt Industry in California. Ultimately, through the close cooperation of Caltrans, Excel Paving, Vulcan Materials Company and U.C. Berkeley these issues were resolved and the mix design process was completed.

Even during the early stages of the contract, close coordination of all the individuals involved was required. The use of three (3) different types of mixes requiring two (2) different asphalt binders along with the logistical issue of hauling some of the binder as much as 400 miles was a challenge that the contractor would need to overcome for an efficient and productive project. Fortunately, some of these early stages gave everyone involved an opportunity to get ready for the more significant 55 hour weekend closures which would require very high levels of coordination, high production and the use of multiple crews during the continuous 55 hour period.

During the planning of this project it was determined that the major portion of the work which required the removal of the existing structural section under the structures and the crack, seat & overlay of the remaining portion of the roadbed, could be accomplished in ten (10) weekends. In an effort to minimize the impact to the traveling public and motivate the contractor to meet or beat this goal, the weekend closures were assigned an incentive/disincentive value. This would allow the contractor the opportunity to add equipment and personnel to increase production and "beat" the ten (10) weekend closure criteria, or if the criterion was not met, the contractor would be faced with an equal disincentive for each weekend over the specified ten (10). Again, with the cooperation of U.C.Berkeley and through the use of a constructability program developed by Dr. E.B.Lee (see companion article) the contractor was able to optimize their planning process to maximize production within achievable limits. As a result of the close coordination of all activities, the contractor was able to complete all of the required work in just eight (8) weekends (55 hours per weekend) to cover the 17+ lane miles project. When the job would begin on Friday nights, the work site looked like an ant farm. Just as abruptly as the job started, early each Monday morning the freeway was back to normal.

Typical activities included the excavation and removal of the existing structural section under bridges, the cracking and seating of existing PCC pavements outside the limits of the structures, the placement of asphalt overlay on the cracked and seated PCC pavement, the placement of the full depth structural section under the structures and of course, all the necessary traffic control. Due to the continuous nature of the weekend operation, stand-by repair crews were available round-the-clock for construction equipment, plant equipment and transportation equipment in the event any equipment malfunctions.

Again, due to the unique nature of this project and the necessity for close coordination and immediate decision making, all of the companies involved in this project had senior management on the job site to supervise their particular activity firsthand and make "command" decisions as necessary.

As in many industries, we often look at what went wrong with a particular project and spend time trying to solve it. Maybe we need to look at those projects like the I-710 and remember what we did right and make that our example.

In April 2004, Caltrans, with support from Excel Paving, hosted an Appreciation luncheon in Long Beach to thank the dedicated employees for a job well done. The industry members of this team - Excel, Vulcan, Valero and C&C were also invited to participate. Doug Failing, Director of Caltrans District 7, addressed the group and vigorously praised the industry team for the completion of this historic project. He stated that this asphalt design was the only solution to the I-710 rehabilitation project. This plan mitigated any disruption to the community and local businesses, while achieving what was hoped for all along - GET IN, GET OUT, and STAY OUT.