Strategic Program Delivery Methods (2017) / Chapter Skim
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33 CHAPTER FIVE CASE EXAMPLES OF STRATEGIC PROGRAM DELIVERY INTRODUCTION This chapter builds on the program delivery literature review and the state-of-practice survey discussed in the previous chapters. The main objective of this chapter is to discuss the practices of transportation agencies that deliver programs using a variety of methods.
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34 • Program delivery benefits and drawbacks, and • Lessons learned. See Appendix C for the complete list of questions.
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35 funds. To inform the public, each Prop.
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36 • Ensure that completed projects achieve their originally intended purpose and requirements; and • Minimize project cost overruns. Delivery performance continues to be a focus in the 2015–2020 strategic plan.
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37 The success of the D-B and CM/GC programs also highlighted the importance of infusing partnering into the process. Caltrans is one of the transportation agencies in the United States that follows a very specific and formal partnering process for many of its projects.
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38 FLORIDA DEPARTMENT OF TRANSPORTATION Overview The Florida Department of Transportation (FDOT) uses programs to deliver a multitude of projects and initiatives throughout the state.
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39 FDOT developed its P3 alternative delivery program for use in major corridors that require extensive upgrades to reduce congestion and improve travel safety and traffic flow. When a series of projects in a corridor become part of a 5-year program, FDOT analyzes them to determine whether it is in the department's best interest to combine the projects into a P3 corridor program or to let each project separately.
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40 Less Risk Exposure The use of D-B and P3 for programs can alleviate some of the department's risk. During the development of a program, enterprisewide risks are often identified.
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42 the logistics of delivering the 554 bridge projects, which alleviated the risk to MoDOT of coordinating the projects. Many local and state contractors were upset that a large consortium of national construction and design firms would perform the majority of the program design and construction work.
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43 Standardized Design Elements MoDOT realized that most of the bridges in the program would not be technically challenging or difficult to design or construct. And many were located in rural or sparsely populated areas, so disruptions to motorists would be limited.
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44 MoDOT in its public relations efforts. The department also developed a website for the program that included a statewide map with an icon for each of the bridge projects.
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45 Because this program would span the entire state and would require massive coordination, management, and decision making for multiple projects simultaneously, NYSDOT officials decided to run the program from the central office rather than from the individual regions. The individual NYSDOT regions did not have the ability to staff up to the level needed for the program.
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46 Program Delivery Benefits and Challenges In the case example interview, NYSDOT personnel said they believed that using program delivery offered more benefits than drawbacks to the department. The following sections summarize the benefits and challenges of using program delivery methods in the NY Works Accelerated Bridge Program.
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47 Once NYSDOT rejected all the proposals, the only option was to re-bundle the projects into much smaller parts and let the bundles as D-B-B projects. In the future, NYSDOT will be more cautious in how it bundles projects.
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48 In terms of decision making, ODOT retained the general decision authority, but OBDP had the right to assist with decision making according to the scope of its contract. Both decision making and problem solving were addressed at the program and project levels.
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49 Program Delivery Performance Performance was measured on a project-by-project basis and at the programmatic level. The following section summarizes the performance measures used to track the progress of the OTIA III State Bridge Delivery Program and ODOT's overall success in achieving the five program goals (ODOT 2015b)
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50 FIGURE 28 Planned vs. actual total number of bridges opened (Source: ODOT 2015a)
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51 Effective Use of Economic Stimulus ODOT managed the bundling so that the project bundles varied in terms of cost and number of bridges. A primary goal of the program was economic stimulus, which included the requirement to use state and local designers and contractors to perform the work.
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52 for closing out a very large program. We had to work with OBDP to create a new process." In hindsight, ODOT realized that a number of issues should have been addressed at the beginning of the program to simplify the closeout, such as developing a formal deliverable tracking and archiving procedure.
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53 Program success revolves around achieving goals and maintaining political support. UDOT has gained considerable political support in recent years as a result of its solid performance in delivering projects and programs.
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54 development planning and scheduling processes, and UDOT selects the contractor that offers the best combination of cost and schedule. The lowest bidder is not always awarded the project.
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55 • Strategic investments, • Modal integration, • Environmental stewardship, • Organizational strength, • Community engagement, and • Smart technology (WSDOT 2015)
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56 Table 6 (SHRP 2 2011)
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57 and monitor certain projects (e.g., high-profile and high-risk projects) on a quarterly basis.
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58 port. Maintaining a focus on communication with all key stakeholders was paramount, especially as it could be affected by changes in leadership within WSDOT and in the state legislature.
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