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NCDOT Project Delivery Improvement Recommendations. Prepared for: North Carolina General Assembly July 3, 2007. Introduction. Tom Barry Senior Vice President PBS&J Southeast Regional Transportation Manager Former Florida DOT Secretary Held a wide variety of FDOT positions including:

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NCDOT Project Delivery Improvement Recommendations

Prepared for:North Carolina General AssemblyJuly 3, 2007


Introduction l.jpg
Introduction

  • Tom Barry

    • Senior Vice President PBS&J

      Southeast Regional Transportation Manager

    • Former Florida DOT Secretary

    • Held a wide variety of FDOT positions including:

      • Assistant Secretary for Finance and Administration

      • Secretary and Director of Production: District Five

    • Professional Engineer

-2-


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Introduction

  • Gene Conti

    • Vice President PBS&J

      Mid South District Director

    • Former Chief Deputy Secretary

      North Carolina DOT

    • Held transportation related positions:

      • Assistant Secretary Transportation Policy USDOT

      • Deputy Assistant Secretary for Budget and Programs USDOT

      • Secretary Maryland Department of Labor, Licensing, and Regulation

-3-


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NCDOT Project DeliveryImprovement Recommendations

  • 12-week study focusing on NCDOT’s TIP delivery processes through three tasks:

    • Reviewed TIP management and overall project delivery process

    • Reviewed NCDOT and resource agency approaches to environmental reviews and permitting

    • Performed Value Engineering studies for specific TIP projects

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TIP Management andOverall Project Delivery Process

  • Review focused on major project-delivery issues raised in the Dye Management report

    • Predictability, accountability, communications for project delivery

    • Overall project-delivery process (specifically development/delivery TIP and use of alternative-delivery options)

    • Causes of delay

    • Project-management principles/practice

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TIP Management andOverall Project Delivery Process

  • Conducted interviews with:

    • Senior NCDOT staff

    • Former NCDOT staff

    • Transportation industry leaders and organizations

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TIP Management andOverall Project Delivery Process

  • Findings

    • Predictability, accountability, communications for project delivery:

      • Minimal progress on Dye Management recommendations

        • 12-month/36-month lists

        • Delivery/Development TIP

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TIP Management andOverall Project Delivery Process

  • Findings

    • Overall project-delivery process:

      • Delivery TIP – Value Engineering efforts

      • Alternative Delivery

      • “Turn-key” consultant contracts

      • Intrastate design alternatives

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TIP Management andOverall Project Delivery Process

  • Findings

    • Causes of delay – environmental process:

      • Lead agency/elevation

    • Causes of delay – consultant procurement/management:

      • Threshold raised to $250,000

      • PDEA coordinated contracting approach

      • Procurement alternatives

-9-


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TIP Management andOverall Project Delivery Process

  • Findings

    • Project-management principles/practice:

      • Very little progress – PM positions almost non-existent, no Program Delivery oversight

      • PMii offers potential for major gains

      • Leadership seems receptive to change – McKinsey effort

-10-


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TIP Management andOverall Project Delivery Process

  • Recommendations

    • Begin immediately to establish “Project Management” as the overall guiding philosophy for NCDOT.

    • Begin to use PMii both as a project-management tool and as a broader reporting mechanism. This can be achieved easily within the next 6 months.

    • Begin the new TIP cycle this summer, with the goal of having a measurable and realistic first- year work plan developed by May 2008, to be implemented for the second year of the TIP.

    • Develop and test alternative pre-construction scoping and contracting mechanisms to determine if significant time- or cost savings can be achieved through these new approaches.

    • Identify 10 pilot projects to test the “team delivery” concepts, using PM principles and methodologies.

-11-


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Environmental Reviews and Permitting

  • Study Overview

    • Reviewed environmental policies including:

      • NEPA/404 Merger 01 process

      • NC Ecosystem Enhancement Program (EEP)

      • Stream Mitigation Guidelines

      • SAFETEA-LU and Environmental Streamlining

    • Conducted interviews with:

      • FHWA

      • NCDOT

      • USACE

      • NCDWQ

      • EPA

      • Consultants

-12-


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Environmental Reviews and Permitting

  • Findings

    • Merger/SAFETEA-LU Section 6002

      • Merger process is longer for planning purposes, may save permitting time

      • Section 6002 more clearly places DOT in lead role

      • Merger process generally produces more detailed study alternatives and higher levels of design

      • Section 6002 would allow more Categorical Exclusions than current Merger process/guidelines

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Environmental Reviews and Permitting

  • Findings

    • NC Ecosystem Enhancement (EEP)

      • Has reduced “mitigation” risk

      • Initial costs were high; recent changes

    • Stream Buffer Guidelines

      • Encouraged longer, more costly bridging in certain river basins (Tar, Neuse)

    • Resource Agency Funding

      • Significant investments have been made (over 30 positions now funded)

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Environmental Reviews and Permitting

  • Merger 01/Section 6002 Recommendations

    • NCDOT should reaffirm lead-agency status

    • NCDOT should use the “elevation” process more frequently

    • Consider endangered species prior to CP 2a

    • Expand the Categorical Exclusion process to include road widening projects

    • Execute level of design appropriate to exclude alternatives

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Environmental Reviews and Permitting

  • Other Recommendations

    • Eliminate NCDOT’s Bridge Buffer memorandum

    • Improve NCDOT’s GIS database

    • Provide Merger 01 training periodically and for new staff

    • Provide up-to-date computer equipment and software when needed

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TIP ProjectsValue Engineering

  • Study Overview

    • Ten various TIP projects selected for study

    • Each project costs over $25 million

    • Each project programmed for final design/project letting within 2 to 4 years

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TIP ProjectsValue Engineering

  • Study Results

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TIP ProjectsValue Engineering

  • Recommendations

    • Cost awareness

    • Construction cost knowledge

    • Right-of-Way

    • Median width and type

    • Context-sensitive design

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TIP ProjectsValue Engineering

Thank You!


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