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Transportation Expansion Project - Wikipedia. The Transportation Expansion (T- REX) Project. The T- REX effort widened major interstates to as much as 7 lanes wide in each direction and added 1. It's considered by some to be one of the most successful transportation upgrade projects in the United States. Stakeholders have been recognized nationally and internationally for its success, including quality management.

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This was partially due to the TABOR laws enacted in 1. State Leadership's stance against levying additional taxes on its constituents. In November 1. 99. Among those : Design- build contract with Southeast Corridor Constructors worth $1. Light rail costs: $8.

RTD and local matching funds; $5. FTA full- funding grant agreement. The study found that traffic volume along the corridor had exceeded its maximum capacity of 1. Adding to the gloomy forecast of gridlock, planners projected that 1. Denver Tech Center, which is 1.

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The study not only recommended widening the freeway by several lanes, but it also suggested incorporating some type of mass transit into any future improvements. In April 1. 99. 5, The Colorado Department of Transportation and RTD took the first step toward developing the partnership that ultimately became T- REX. The two agencies and DRCOG commissioned the Southeast Corridor Major Investment Study (MIS), which sought the best solutions to the I- 2. I- 2. 25 congestion problem. Two other Denver- area corridor studies were also undertaken. The initial MIS was primarily transit- oriented in scope.

The recommendations included light rail, highway improvements, pedestrian/bicycle facility improvements, enhanced Transportation Demand Management (TDM), Intelligent transportation system (ITS) measures. It also recommended safety improvements such as acceleration and deceleration lanes, wider shoulders. The initial MIS did not call for additional highway lanes. The Federal Highway Administration and CDOT were troubled by this omission, and leaders of all four agencies agreed that the MIS placed too much emphasis on transit. It couldn't be a predominantly transit project. We set our sights on a project that was a win- win (proposition) for both transit and highway.

What emerged was the T- REX project. Unlike the initial study, the scope included Core Infrastructure (Highway) improvements as well as Transit solutions. It recommended expanding highway lanes up to 7 wide in each direction as well as added light rail support throughout the corridor. Additionally, the cities of Lone Tree, Parker and Centennial were also included for input and feedback. DRCOG adopted the recommendations of the 1. Study which included the 1. I- 2. 5 and I- 2.

In November 1. 99. DRCOG adopted a 2. Metro Vision 2. 02. Construction began only a few months later- in June 2.

The . Signed by all stakeholders, and it established four primary goals: Minimize inconvenience to the community, motorists, and public. Meet or beat the total program budget of $1. Provide a quality project. Meet or beat the project's operational deadline of June 3. Another vitally important element of the MIS process and success to the project was the early formation of two committees. Members of this committee were individuals from the various cities and jurisdictions within the study area who had a technical background. Public meetings and numerous workshops were held during NEPA (National Environmental Policy Act) scoping and at key milestones during the study to present the definition of alternatives and to guide the Colorado Department of Transportation and RTD in the development and evaluation of any Preferred Alternatives.

Committee members primarily consisted of elected and/or appointed policy/decision- making officials from the affected areas. Top management from all four agencies began meeting every two weeks. The purpose of the senior- level meetings was . The committees remained intact during the NEPA and preliminary engineering process, and monthly meetings were held to keep them involved.

This also helped with maintaining a constant public process and ongoing relations with the public through the release of project newsletters, which discussed the project, listed milestone dates and invited the public to attend open houses and provide comments. Press releases and a media tour were utilized to keep the project in the media, and project displays were placed in public buildings to keep the public informed. A project website was continuously updated with the latest documents and information. Project team members met over 2. By the end of 2. 00. T- REX Project acquired six single- family homes, two duplexes and two apartment buildings. It negotiated 3. 0 total acquisitions and 1.

Businesses were also eligible for replacement property costs and moving costs. As with residential properties, the T- REX Project purchased business properties, and relocation experts helped businesses move. No one had to move until they found comparable replacement housing. The unprecedented project is the result of a unique collaboration between the Colorado Department of Transportation, the Regional Transportation District, which is responsible for transit service in the metro Denver area, the Federal Highway Administration and the Federal Transit Administration.

Construction began in Fall 2. December 2. 00. 6, 2. Additionally, light rail service along the Southeast Corridor began in late 2. Timeline. Recommends 1. I- 2. 5/I- 2. 25.

October 1. 99. 7. Request for proposal released to qualified bidders.

May 2. 00. 1 . Southeast Corridor Constructors, a Kiewit- Parsons team, selected to build the project. June 2. 00. 1 . Please add. Completed November 1. Unique Approach, and Success in . Under this type of contract, the contracting agency provides a general concept of the plan, and the contractor is responsible for most of the details, many of which are worked out as the project proceeds.

The multi- agency cooperation created an effective and efficient partnership. When all of these agencies worked together, they realized this complex project needed innovative approaches, which led to one of the strongest reasons why a design- build methodology was chosen. Success Metrics. The aggressive approach to the project schedule meant it was finished 2.

The public was generally in favor of the project. There was, however, some opposition from property owners who opposed the outright taking of, or encroachment onto their property, but relocation experts helped residents and businesses move. No one had to move until they found comparable replacement housing. Political support may also have been a factor in the expediting of the project. Colorado Governor Roy Romer supported the project from the outset, and there was local political support for light rail. However, some local politicians and special interest groups were against the highway.

Bill Owens understand that the new infrastructure, and decreased commute times throughout the metro area are a plus and increase quality of life. They have actively pursued A . Note: This intersection has been removed. One additional lane in each direction on most sections; two additional lanes in most congested areas. Reconstructed eight interchanges, most notably the I- 2. I- 2. 25 interchange, which was ranked the 1. Complete reconstruction of .

It served as a model for T- REX. UDOT and the Utah Transit Authority worked to reconstruct a major Salt Lake City arterial, Interstate 1. Winter Olympics. Utah's rail line solution, unlike T- REX, were not in the interstates right- of- way. Dansie believes projects like T- REX that combine traffic and highway expansion are probably the best approach to relieving congestion, though there is currently a bias toward road expansion.

Phoenix is in the early stages of a similar project on its Interstate 1. Wulf Grote, director of project development for Valley Metro Rail. While Phoenix's light- rail project will not be complete until around 2. Like T- Rex, Valley Metro wants to run its rail lines in the highway's right- of- way.? Why not?, http: //www. Paraphrased at http: //www.