Accelerating Transportation Project and Program Delivery: Conception to Completion (2010) / Chapter Skim
Currently Skimming:
Pages 16-29
The Chapter Skim interface presents what we've algorithmically identified as the most significant single chunk of text within every page in the chapter.
Select key terms on the right to highlight them within pages of the chapter.
From page 16... ...
Railroad Coordination Railroad involvement in many projects continues to pose challenges for project delivery. State DOTs are often faced with the challenge of having to design and construct highway projects across railroad properties.
|
From page 17... ...
Because of these differences, design and constructability issues require much more coordination effort from both parties as early as scoping and concept development. Right-of-Way Traditionally, delays in ROW acquisition occurred when the ROW function was not integrated during project development.
|
From page 18... ...
The lack of funding has also initiated many programs such as practical design, performance measures, asset management, and Merger 01 that address the state's transportation system as a whole and attempt to address the issues using a holistic approach. State DOTs are finding that the monumental era of building highways and bridges has given place to an age of maintenance and preservation.
|
From page 19... ...
Policies established to protect the natural and built environment during the interstate highway era empowered government regulatory agencies with review and approval authority over proposed transportation projects. State DOTs have found that treating transportation issues as mutual concerns, not only between the DOT and stakeholders but also between the DOT and these counterpart agencies, results in forming peer relationships between the agencies involved, with a push toward collaborative leadership.
|
From page 20... ...
As the name suggests, the Tracker is Missouri's instrument for monitoring how the state is doing in meeting its performance goals on 18 tangible results. It provides a window for the public to view the agency and hold them accountable for attaining the expectations they have set.
|
From page 21... ...
NCDOT managers place much emphasis in the planning aspects of a project, particularly in coordinating efforts with all of the stakeholders and regulatory agencies, striving to gain concurrence at critical milestones during the planning and design of a project. New Jersey DOT's pipeline process follows an activity manual that defines over 60 possible activities in the purpose and need and feasibility assessment phases of a project alone.
|
From page 22... ...
With formal processes adopted for project initiation, planning, execution, monitoring, and closing, there is a concerted effort to take a project all the way from its first idea to completion. New Jersey and California DOTs have adopted formal project management approaches to project delivery.
|
From page 23... ...
Interviewed state DOTs have demonstrated a concerted effort to work with their MPOs and participate in a shared vision identifying needs and prioritizing projects at the MPO level. As DOTs are required to allocate increasingly scarce human, financial, and material resources to delivering their backlog of transportation projects, it is in a DOT's best interest to communicate and coordinate with the MPOs in their respective state.
|
From page 24... ...
These design principles are evident in the state DOTs that were researched. One premise of this research study was to identify whether an organization's centralized or decentralized structure fosters accelerated program and project delivery.
|
From page 25... ...
By allowing the public to view the DOT's efforts and have input in some of the decisions that are made, transportation agencies are building public trust and gaining the confidence of elected officials and their constituents. NCDOT recounted its experience of becoming more transparent through the use of an online performance dashboard that allows the public to see its internal efficiencies.
|
From page 26... ...
In light of this, some state DOTs have shifted priorities to catching up on maintenance and rehabilitation projects, placing new capital projects on hold. States are also facing difficult economic times.
|
From page 27... ...
Right-of-Way/Utilities/Railroads Perhaps the most difficult phases to accelerate in any project are ROW acquisition and utility relocation. For various reasons, there is no uniform procedure established across the states when ROW and utility issues hold back project delivery.
|
From page 28... ...
A track record of environmental stewardship builds trust and public support, smoothing the way for future projects. Most states have moved beyond environmental avoidance and environmental mitigation, to environmental enhancement -- projects that leave the environment "better than before." 28
|
From page 29... ...
Inferences Drawn from Trends and Challenges A transition is under way, from an era of new builds and high-profile capital projects with unlimited funding to an era characterized predominantly by projects that rebuild, maintain, and repair under limited funding options. Despite this radical shift, transportation agencies must still keep pace with the transportation demands of the present decade, while planning for future growth.
|
Key Terms
This material may be derived from roughly machine-read images, and so is provided only to facilitate research.
More
information on Chapter Skim is available.