Accelerating Transportation Project and Program Delivery: Conception to Completion (2010) / Chapter Skim
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Pages 30-86
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Pavement conditions, along with other factors such as noise, air quality, and safety, are especially impacted by truck traffic. C H A P T E R 5 Best Practices -- Case Study Reports
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For example, Project Delivery has Construction, Design, Engineering Services, Environmental Analysis, Project Management, and Right-of-Way and Land Surveys Divisions under its umbrella. The 12 district directors also report to the director.
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Project Management Strategy According to some Caltrans managers, the organizational structure may appear "stove-piped" and does not show the strong, deliberate efforts toward developing a project management strategy over the last 10 years. Caltrans has many project management policies and procedures that emphasize project delivery from the start.
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It became the first of five state transportation agencies to participate in the federal Surface Transportation Project Delivery Pilot Program or NEPA Delegation. Under the pilot program, the FHWA assigned to Caltrans the U.S.
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. State Transportation Improvement Program, State Highway Operation and Protection Program, and Traffic Congestion Relief Program Three components make up Caltrans' programs: the State Transportation Improvement Program, the State Highway Operation and Protection Program (SHOPP)
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The TCRP is also referred to as Proposition 42. Proposition 42 is funded separately from the State Transportation Improvement Program.
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Currently, Caltrans' performance measures represent a keystone in the California Transportation Plan (CTP)
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• Passengers per vehicle revenue hour (transit) • Passengers miles per train mile • Percentage trucks by axle Preserve the Transportation System System Preservation Highways, Streets, and Roads • Pavement -- smoothness and distressed miles • Bridges -- structurally deficient or functionally obsolete • Roadside Transit and Passenger Rail • Vehicle fleet age • Miles between service calls Aviation • General aviation runway pavement condition Support the Economy Econ omic Development Return on Investment Measures Under Development Enhance Public Safety and Security Safety Traveler Safety • Fatal/injury collisions and fatalities/injuries -- rates and totals Reflect Community Values Equity Measures Under Development Enhance the Environment Environmental Quality Air Quality • Days exceeding national/state standards by region/air basin and statewide Noise • Number of residential units exposed to transportation-generated noise exceeding standards Energy Consumption • Fossil fuel use ratio to passenger miles traveled Others Under Development Source: California Department of Transportation, California Transportation Plan 2025 Table 2.
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Linking all facets of the Caltrans' project delivery process may not have been an initial goal when performance measures were first implemented. This by-product, however, has certainly become the final end product against which the system itself and Caltrans are measured.
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Multimodal projects typically include outside consultant representatives on the team. The team approach has been described as having "significantly helped in the acceleration of programs." (43)
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On the other hand, MaineDOT considered early disclosure of the estimated project cost to be important in winning support among some stakeholders. There was a strong effort to utilize CSS in the design process.
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Breakdown of capital bridge improvements funded by Maine's bridge investment plan.
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In summary, accountable teams and performance tracking of its efficient bridge program are MaineDOT's path towards an expedited project delivery system. Maryland Performance Measures for Program Delivery Maryland is a small state, ranked 42nd in the nation in area.
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o Cost estimate more than 12% over programmed amount Decision Making o Project management team makes all decisions. o Accurate reporting information in system becomes a top performance measure for project and program managers.
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SHA's capital investment, bridge, geometric, and ROW divisions are centralized, reducing redundancy and improving streamlining between the agencies. Interviewed SHA officials noted that they were organized in a manner that values the role of individuals in the organization.
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Bonds are issued to support the cash flow requirements of a given capital program in a manner mindful of debt coverage requirements. The Trust Fund gives the state a great amount of the flexibility required to meet the needs of a diverse transportation infrastructure through a stable source of revenue.
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: • Quality of service • Safety and security • System preservation and performance • Environmental stewardship • Connectivity for daily life The goals, in turn, are addressed through a series of performance measures that are reported in the Attainment Report. Maryland's approach to transportation is comprehensive in that the MTP long-range vision is broken down into the Consolidated Transportation Program's short-range plans, which then are implemented through the mission and goals of the MDOT by application of performance measures.
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of the light fleet • Number of SHA park-and-ride spaces and reduction in VMT through park-and-ride usage 47 Performance Measure Monitoring Agencies Transportation-related emissions by region MDOT Transportation-related greenhouse gas emissions MDOT Transportation emission reduction measures MDOT & MTA Acres of wetlands or wildlife habitat created, restored, or improved since 2000 MPA Compliance rate and number of vehicles tested for vehicle emissions inspection program versus customer wait time MVA Acres of wetland restored and miles of streams restored SHA Total fuel usage of the light fleet SHA Travel demand management SHA & MTA Source: Maryland Department of Transportation, 2009 Annual Attainment Report (45) Table 4.
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can be an elusive goal, and CSD sometimes extends the project's schedule. For these reasons, MDOT hasn't been able to measure changes in the speed of project delivery per se; however, it is measuring its ability to meet its commitments to deliver projects as well as its commitments to environmental stewardship.
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• Making staffing agreements with other agencies. SHA funds staff positions in regulatory agencies and retains 49 Source: Maryland Department of Transportation, 2009 Annual Attainment Report (45)
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With a deliberate effort on environmental stewardship and context-sensitive design, MDOT continues to deliver and attain its transportation goals. Missouri A Practical Program of Setting and Meeting High-Performance Expectations The Missouri Department of Transportation's (MoDOT's)
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Its most recent funding plan (the 2010–2014 State Transportation Improvement Plan) represents a reduction in overall capital funding, with the annual outlay decreasing from $1.3 billion in 2010 to $421 million in 2014.
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Five of them are discussed in the following sections. 52 Source: Missouri Department of Transportation Organizational Support TeamSystem Delivery Team System Facilitation Team Figure 11.
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• The senior management team-assigned leader sponsors a cross-functional team of employees, and partners as needed, to investigate, research, and recommend innovative solutions to address the issue, achieve the Tangible Results and produce another WOW for MoDOT's customers. • Teams present their findings and recommendations complete with costs, implementation plan, timeline, action plan, anticipated outcomes, impact to the Tangible Results, and performance indicators.
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An additional benefit of involving general contractors in quarterly meetings is that they begin to understand that the projects listed in the State Transportation Improvement Plan are real, with three-month locked-in schedules for letting. This knowledge encourages them to gear up for a job and hit the ground running when the project is released for bid.
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And all work processes must be better, faster, and cheaper. Best Practices for Missouri Tracker -- Measures of Departmental Performance Organizational effectiveness begins with a total understanding of the mission and values and a commitment to delivering tangible results.
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The expectations of the public are translated into 18 tangible results: • Uninterrupted traffic flow • Smooth and unrestricted roads and bridges • Safe transportation system • Roadway visibility • Personal, fast, courteous, and understandable response to customer requests • Partnership with others to deliver transportation services • Transportation leveraged to advance economic development • Innovative transportation solutions • Fast projects that are of great value • Environmental responsibility • Efficient movement of goods • Easily accessible modal choices • Customer involvement in transportation decision making • Convenient, clean, and safe roadside accommodations • Best value of every dollar spent • Attractive roadsides • Advocacy for transportation issues • Accurate, timely, understandable, and proactive transportation information The tangible results measures within the Tracker are key indicators that measure MoDOT's organizational effectiveness. For each of these tangible results, there are two to sixteen measures used to evaluate MoDOT's success in attaining those results, as shown in Figure 14.
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(64) This practice sets the stage for continuously improving and striving to provide "a world-class transportation experience." Four of the eighteen tangible results have a direct bearing on expediting projects and programs through MoDOT: smooth and unrestricted roads and bridges, transportation leveraged to advance economic development, innovative transportation solutions, and fast projects that are of great value.
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Design time for new or expanded highways: up to 3.9 yrs Percentage of projects completed within programmed amount The measure tracks the percentage of projects completed within the programmed amount. It includes separate categories for projects over and under $1 million.
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Figure 15. Dollar amount saved by implementing Practical Design.
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Conclusions MoDOT is doing much to accelerate project and program delivery. The Missouri Tracker sets the organizational strategic goals and direction, while Practical Design is one of the tools and methods of doing business to accomplish tangible results.
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These overarching elements of reorganization involved a pipeline approach to project delivery, capital investment strategy, and a management-by-objective approach. At the microscopic level, fine-tuning of community 61
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For instance, environmental documentation was only initiated in the Division of Project Management (DPM) after an initially preferred alternative was selected in the Division of Project Development (DPD)
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Pipeline 1 is the most complex pipeline; projects in this pipeline require a purpose and need, environmental documentation, a full feasibility assessment, and preliminary and final design. Pipeline 2 projects are those that qualify for a Categorical Exclusion, with less intensive purpose and need and feasibility assessment work.
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Tier 2 screening reports are short-term studies performed on potential project locations that help the Capital Program Committee make decisions on a series of issues regarding the potential project. Decisions regarding the selection of the appropriate pipeline revolve around the following issues: • Identification of any other needs in the project vicinity, which may not have been addressed in the original problem statement • Assessment of any additional needs that may have been uncovered and a determination of whether those needs should be addressed at the current time or suspended for future action, or to spin them off as separate problem statements • Identification of project limits • Field visit findings • NJDOT staff coordination • Results of environmental screenings -- the Bureau of Environmental Project Support is requested to review the potential project scope.
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At the conclusion of the feasibility assessment and environmental documentation, the project advances to the DPM where it continues through the pipeline with activities related to preliminary and final design.
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Flow diagram of the NJDOT project delivery process.
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: • In-kind bridge superstructure replacements (non-historic bridges only) , • Bridge deck replacements • Bridge deck patching and minor rehabilitation • Roadway rehabilitation within existing right-of-way • Intersection improvements without right-of-way or major utilities • Drainage projects without right-of-way or major utilities • Roadway rehabilitation projects without right-of-way or major utilities • Roadway resurfacing projects • Safety upgrade projects • Guiderail projects • Noise barrier projects without right-of-way or major utilities • Operational improvements without right-of-way or major utilities.
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(74) Approach The project prioritization and selection process is a fourstep approach starting with asset management, moving to capital investment strategy, then project prioritization, and finally the capital program.
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This approach may be applicable to other state DOTs, depending on their particular circumstances and the political, physical, and social environments in which they work. North Carolina Realigning for the 21st Century and Beyond When the North Carolina Department of Transportation (NCDOT)
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Transformation Initiatives Five transformation initiatives were identified: (a) align strategic direction with a new mission statement and goal, (b)
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• Organization Monitoring, Communication & Control -- chief operating officer (chief deputy secretary) , inspector general, communications director, and governance office director • Transportation Strategy & Investment Analysis -- deputy secretary for intergovernmental affairs and budget coordination and the chief financial officer • Transportation Business Administration -- deputy secretary for administration and business development and the human resources director • Transportation Process Management -- technical services director and chief information officer • Transportation Program & Asset Management -- deputy secretary for transit and the state highway administrator • Transportation Program Delivery -- chief engineer of operations and the commissioner of motor vehicles This reorganization aligned NCDOT's direction for the future in terms of its vision, strategy, and employee engagement.
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Current Funding Sources For the 2007–2008 fiscal year, NCDOT's $3.9 billion budget was funded 47 percent by a state highway fund ($1,832 million) , 29 percent by a highway trust fund ($1,128 million)
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FHWA, USACE, DENR, and NCDOT entered into an agreement to consult early in the project development process and identify specific projects that would follow the Merger 01 process, through the application of screening criteria. As part of an effort to streamline the project development and permitting processes, an agreement containing a set of procedures integrating NEPA and Section 404 for transportation projects in North Carolina was signed in May of 1997 by the Wilmington District of USACE, the North Carolina division of FHWA, DENR, and NCDOT.
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(84) Organizational Performance Dashboard One of the initiatives identified by the TMT was to address the issue of performance and accountability.
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75 Figure 18. Value tree linking mission statement, goals, and metrics.
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is a program designed to increase productivity, cut costs, enhance customer service, and improve business processes. NCDOT employees are encouraged to innovate, document, and submit process improvement techniques under the criteria of improved communications, customer service, cycle time reduction, dollar savings, energy and environment, labor-hour savings, and safety.
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Texas Evergreen Contracts for Efficiency in Project Delivery The Texas Department of Transportation (TxDOT) describes its mission as, "to work cooperatively to provide safe, effective and efficient movement of people and goods." That mission is supported by the department's vision, which includes the goal of being a progressive state transportation agency recognized and respected by the citizens of Texas.
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Approximately 40.4 percent of the department's spending goes to construction projects. These projects can be generally described as capacity enhancements and include both new projects and those that improve or expand existing infrastructure.
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Regional tier roles and responsibilities are being established and are not yet finalized. The goal is to take some of the redundant functions from the districts and some of the authority of the central office that could be better administered at the regional level.
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(97) Evergreen contracts have proven to be an effective tool for accelerating project delivery for small projects and in instances where unforeseen or out-of-scope components arise on large projects.
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(104) Utah's state highway system is composed of close to 41,000 centerline miles of highway roads.
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UDOT has divided the state into four regions (Figure 22) ; Region 4 has been subdivided into three districts.
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However, the system requires high-quality data and diligent upkeep throughout the project delivery process. UDOT has found that with a 83 Figure 23.
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Involving a contractor in the design process creates efficiency in several ways. First, during the design phase, having a contractor provide feedback in real-time allows for earlier identification of design errors and quicker problem solving.
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In the CMGC model, the contractor is part of the design process insofar as providing feedback on constructability and cost, but UDOT staff guides the use of innovative techniques. The contractor advises on construction, and the design team tailors the design to fit the contractor's strengths and abilities.
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That figure is likely due to the design–build model's proven record of accelerating project schedules over the traditional design–bid–build model. If the CMGC model continues to demonstrate real project acceleration benefits, this contracting method is likely to gain greater prevalence at UDOT.
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