PILLAR

Tractor trailers entering the Northbound Rocky Gap Safety Rest Area were running off the pavement as they traversed a curve to their designated parking area. The drivers either cut the curve too sharply forcing trailer over curb and into the grass, or swing too wide running off the pavement and onto the gravel shoulder creating significant drop-off at the pavement edge.

The northbound Rocky Gap Safety Rest Areas had assets that did not meet current American with Disabilities Act standards for walkway slopes and grades including: handicap parking, access isles, sidewalk ramps, and portions of the sidewalk going to several picnic shelters and a service center. Fixed assets with limited space and varying elevation changes posed a challenge to meet ADA standards for walkways and parking without the addition of handrails.

At 4 of the safety rest areas in Southwest Virginia (Bristol Welcome Center, Abingdon Truck Rest Area, Atkins Rest Area, and Ironto Rest Area) the existing wastewater pump stations were reaching end of life or experiencing higher than normal levels of repairs.

For the proposed reconstruction of 3 safety rest areas along the I-95 corridor, VDOT was required to comply with the Endangered Species Act (ESA) to ascertain if the Northern Long-eared Bat and/or the Indiana Bat had nesting habitats within the construction area.

Repairs to damaged roadway and infrastructure assets through vehicular accidents or incidents are costly and can be recouped through the at-fault/responsible driver’s insurance. VDOT Bristol District did not have available personnel to compile an insurance claim package required by the Attorney General to pursue cases, thereby leaving the costs uncollected from insurance companies.

VDOT Richmond lacked experienced staff to oversee daily and routine bridge maintenance operations. The skill gap prevented proactive maintenance and left them open to unforeseen crises, compliance problems, and bridge failure.

Hiring restrictions prohibited VDOT from directly hiring a roadway monitor to oversee the maintenance contractors and operations on a section of Interstate 66 in the Culpeper District, running the risk of leaving critical work undone or unmonitored.

Salem District Interstate Maintenance Office (IMO) assumed maintenance responsibilities when their maintenance service provider’s contract ended. Unfortunately, Salem IMO lacked experienced monitoring staff. They risked leaving critical work undone such as contractor management, work plan development, and required reporting.

VDOT’s Bristol District Interstate Maintenance Office (IMO) assumed maintenance responsibilities when their maintenance service provider’s contact ended. Unfortunately, Bristol IMO lacked experience monitoring staff, which put them in danger of leaving critical work undone, such as contractor management, work plan development, pay voucher review, necessary reporting, and administrative tasks.

VDOT Lynchburg lacked the personnel to obtain a comprehensive cross-pipe drainage inventory to not only justify their current work plans and short-term projected budgets but also populate their Highway Maintenance Management System (HMMS) for future tracking and planning.