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From page 24... ... 24 CHAPTER 6 Summary of Case Reports from Champion-Pairing The facilitated discussions that took place during the COI also helped emphasize the importance of the best practices to the participating COI members. The discussions and knowledge transfer between the members of the community of interest and the progress made by members serve as a good case study. Read the entire page →
From page 25... ... 25 6.1.1 Streamlining Agreement Processing of Routine Projects In Texas, historically, all agency project agreements with Union Pacific are sent to the UP main office in Omaha for review and approval. To expedite the process and optimize the use of resources, Texas DOT and Union Pacific have devised a new process where all agreements for routine maintenance and bridge inspection projects that are less than $25,000 and that require flagging services will be sent instead to the regional UP office in Texas for review and approvals. Read the entire page →
From page 26... ... 26 before entry on the railroad right-of-way. By imposing the new controls, Texas DOT can formally acquire the right-of-entry agreement, verify the additional levels of insurance, and provide more predictability to the railroads on the contractors' insurance. Read the entire page →
From page 27... ... 27 with certain railroad union requirements. This resulted in streamlined flagging activities, better project management, and proactive planning for flagging and lowering of flagging costs for the DOT. Read the entire page →
From page 28... ... 28 6.3.1 Highway-Railroad Safety Risk Management Plan The Iowa Department of Transportation (DOT) has elevated the importance of safety of agency personnel working around the tracks. Read the entire page →
From page 29... ... 29 6.3.5 Extending Life of Grade Crossings Iowa DOT has streamlined processes for the repair and resurfacing of highway-railroad crossings. The improved collaboration resulting from the standard process has enabled Iowa DOT to reduce its backlog of state-funded crossings that are in need of repairs and resurfacing from eight to ten years down to two years. Read the entire page →
From page 30... ... 30 6.3.8 MOU: Taking a More Holistic Approach to Crossing Safety CSX is working with some of the transportation agencies to develop a memorandum of understanding (MOU) that will address crossings across a whole corridor. Read the entire page →
From page 31... ... 31 6.4.2 Revolving Rail Loan and Grant Program The Iowa DOT established this program that provides loans and grants for rail projects that spur economic development and job growth by connecting Iowa businesses to the rail network. In 2011, special appropriations allowed the program to assist in building rail infrastructure to accommodate the needs of the wind energy sector. Read the entire page →
From page 32... ... 32 to ensure frequent and clear communication and timely coordination between BNSF and WSDOT. COI members used various strategies successfully to improve communication and coordination within their organizations and between the two organizations. Read the entire page →
From page 33... ... 33 At these meetings, the group works on issues with agreements, flagging, crossing surfaces, and new installations of warning devices. The meetings also provide an opportunity for the groups to talk about state-of-the art practices and different technologies that are expected to be used in the future and on pilot projects. Read the entire page →
From page 34... ... 34 Bellamy from CSX said that "having the Roadmaster[s] at the meeting is helpful. Read the entire page →
From page 35... ... 35 communications. The intent is for the teams to meet frequently and establish the relationships necessary to work collaboratively with the agencies on projects. Read the entire page →
From page 36... ... 36 6.5.3 Improving Coordination Improving coordination is a high priority for CSX. The railroad has been working on improving coordination and communication within the CSX team and with the transportation agencies. Read the entire page →
From page 37... ... 37 collaboratively. The current NS team has successfully established good relationships with all the transportation agencies in the COI where it operates. Read the entire page →
From page 38... ... 38 about the status of the guidance provided by the agency to cities and counties through the DOT's instructional memorandum. 6.6 Streamlining COI members from DOTs noted that often there are internal coordination challenges. Read the entire page →
From page 39... ... 39 6.6.5 Locally Based Public Managers RailAmerica, now a part of G&W, had a model of managing public projects where the activities were managed by the central office in Jacksonville. The railroad has streamlined the process by which the management in G&W will move to a hybrid process, where regional offices will collaborate with the G&W consultants to coordinate regional project work. Read the entire page →
From page 40... ... 40 involving BNSF. This ensures that the insurance requirements are known before the contractor bids on the job. Read the entire page →
From page 41... ... 41 process as well as steps to take during the inspection to ensure safety of personnel and property around the inspection site. 6.6.14 Managing Costs BNSF has been working on ways to streamline processes and eliminate duplication. Read the entire page →
From page 42... ... 42  The system is web-based, so there is no installation of software on users' computers. The process will involve the railroad and local agencies receiving an electronic username and identification that will be required to sign into the system. Read the entire page →
From page 43... ... 43 6.8.2 Coordination on BNSF Expansion and Improvement Projects BNSF is making investments in several states. For example, in the state of Washington, BNSF projects include improvements to double-track trains. Read the entire page →
From page 44... ... 44 provides direction on the steps to be followed when the local agencies use the DOT's letting process for local projects. This expedites the activities between the local agency and the railroad. Read the entire page →
From page 45... ... 45 regarding access to the inventory. It has also helped to expedite safety improvement projects with the railroads. Read the entire page →
From page 46... ... 46 The flagging master agreement and streamlined process of tracking the flagging needs as implemented by CSX and Florida is also being considered by NS for implementation in other states. 6.11.3 Texas DOT and UP Streamlining Review and Approval of Flagging UP and Texas DOT are also working on a flagging master agreement for bridge inspections and routine maintenance work. Read the entire page →
From page 47... ... 47 engineering review of the plan set. This shortened review of the non-engineering aspects of the agreement expedites the overall agreement execution. Read the entire page →
From page 48... ... 48 master agreement should expedite the process and eliminate the need to seek approvals for processing agreements from the commission. 6.11.9 NS and NCDOT Master Construction and Maintenance Agreement The North Carolina DOT (NCDOT) Read the entire page →
From page 49... ... 49 pursuing the use master agreements to streamline and expedite the agreement processing with other states. 6.11.13 CSX and NCDOT Master Right-of-Entry Agreement The North Carolina DOT and CSX signed a master right-of-entry agreement in 2012. Read the entire page →
From page 50... ... 50 6.12 Design-Build Projects Most transportation agencies have either already embraced or are in the process of embracing design-build projects. Often these projects are large projects requiring a higher level of coordination than what is normally required on traditional projects. Read the entire page →
From page 51... ... 51 The coordination of design-build highway projects with railroad companies includes developing and obtaining railroad approval of critical design elements before bidding the project. This typically involves approval of 30 percent design schematics (plans) Read the entire page →
From page 52... ... 52 resources to assist stakeholders working on projects involving transportation agencies and railroads. This will reap two-fold benefits for the DOT. Read the entire page →

From page 24...

... 24 CHAPTER 6 Summary of Case Reports from Champion-Pairing The facilitated discussions that took place during the COI also helped emphasize the importance of the best practices to the participating COI members. The discussions and knowledge transfer between the members of the community of interest and the progress made by members serve as a good case study.