Project Delivery Manual Overview Introduction 2007

Transcription

1 Project Delivery Manual Overview Introduction 2007

2 Project Delivery Manual Introduction Where do projects come from? How do they get in the Highway Program? Once they are in the Program, what do we do with them?

3 Highway Needs Study It [the department] shall undertake a continuing study of needs of the various highways.. RS 8:228

4 Highway Needs Study DISTRIBUTION OF 2006 NEEDS BY CATEGORY PRESERVATION $2.914 BILLION 20.8% Total = BILLION TOTAL = $ BILLION SAFETY (GEOMETRICS) $3.249 BILLION 23.2% CAPACITY $7.837 BILLION 56.0%

5 Millions of Dollars Highway Needs Trend $16,000 $14,000 $12,000 $10,000 $8,000 $6,000 $4,000 $2,000 $ Preserv Safety Capacity

6 Millions of Dollars Highway Needs vs. Available Funding $14,000 $12,000 $10,000 $14,000 M Resources = 3% of Needs $8,000 $6,000 $4,000 $2,000 $0 Needs $400 M Resources

7 Qualitative-Based Needs Needs identified through customer input Public - State and Local Elected Officials Metropolitan Planning Organizations Regional/Local Planning Officials Business/Civic Organizations State Agencies -Federal Agencies Often based on qualitative considerations Economic growth -Connectivity Quality of Life -Evacuation

8 Demand for Resources Preservation, Safety, and Capacity Needs Operations Needs (assessment techniques under development) Qualitative-Based Needs (connectivity, economic growth, quality of life) Mega Projects (I-49 North, I-49 South, LA 1, LA 28, etc.)

9 Budget Partition In fixing priorities, the department shall consider primarily the condition of roads, streets, and structures making up the state highway system.. RS 8:229

10 SYSTEM PRESERVATION TOTAL CONSTRUCTION BUDGET ADDITIONAL CAPACITY/NEW INFRASTRUCTURE TRAFFIC SAFETY OPERATIONS/ MOTORIST SERVICES

11 Budget Partition FY Sys Preservation $ 273 M Ops/Motor. Serv $ 26 M Safety $ 29 M Add. Capacity - Discretionary $ 62 M - Corridors $ 10 M Total $ 400 M Enhancements $ 8 M TIMED $ 830 M Urban Areas $ 36 M High Priority / Bond / Misc. $ 130 M Grand Total $1,404 M

12 Budget Sub-Partition System Preservation Pavement Pres. (non-interstate) $112 M Pavement Pres. (non-interstate NFA) $ 28 M Pavement Pres. (Interstate) $ 45 M Bridge Pres. (on-system) $ 73 M Bridge Pres. (off-system) $ 15 M Total $273 M

13 Budget Sub-Partition Operations/Motorist Services ITS $ 9.9 M Traffic Control Devices $ 7.5 M Roadway Flooding $ 3.0 M Weigh Stations $ 1.5 M Rest Areas $ 0.0 M Ferries Operating Budget Movable Bridge Preventive Maintenance $ 0.5 M Interstate Lighting $ 1.0 M TSM $ 2.5 M Total $25.9 M

14 Overview of the DOTD Highway Project Selection Process How are projects prioritized and selected? DOTD District and MPO officials rank projects based on: Technical analyses -Customer input Project Selection Teams make the final selections based on: District Recommendations -Technical analyses Customer input -Available funding

15 Overview of the DOTD Highway Project Selection Process Who are on these Project Selection Teams? People with expertise in certain fields: - DOTD Headquarters Officials - Representatives from other state agencies - DOTD District Officials (in a few cases) - Representatives from Federal, local, & private-sector associations (in a few cases)

16 Overview of the DOTD Highway Project Selection Process Then What Happens?

17 Overview of the DOTD Highway Project Selection Process Recommended (selected) projects assembled into proposed Highway Program Proposed Highway Program submitted to House & Senate Transportation Committees Joint Transportation Committee holds public hearings throughout state Final decision on Highway Program rests with House & Senate Trans. Committees and ultimately full Legislature

18 Project Delivery System Highway Program approved by Legislature Must have orderly process to move each project through preconstruction, construction, and into post-construction PD System is intended to overcome historic problems maintaining scope, schedule, and budget Relies heavily on strong Project Manager (s) taking charge on individual projects Program Managers oversee the various project categories (safety, capacity, etc.) At a glance, people know where any given project is in the overall process

19 DOTD Project Delivery Process Elected Officials MPO Long Range Plan Districts Public Stage 0: Feasibility One Year Stage 1: Planning/Environmental Process One One to to Two Two Years Years Stage 2: Funding Stage 2: Funding & Project Prioritization Indefinite Period Feasibility Analysis of the Proposed Project REJECT Detailed Planning & Environmental Analysis Funding Allocation for Design & Construction Stage 3: Final Design Process One One to to Three Three Years Years Stage 4: 4: Letting One Year Stage 5: Construction One to Three Years Stage 6: 6: Operation Indefinite Period Development of Final Plans & Specifications Bid Letting Process Construction of Project On-going Monitoring of Operation & Maintenance

20 Comments Project Delivery System Stage 0 occurs prior to project selection Some projects will go through Stage 1 and then will be held in Stage 2 indefinitely We are working on an estimating procedure for each Stage Project Delivery Steering Committee in place to deal with problems that arise on projects and in programs Project Manager curriculum under development Project Management Unit is being staffed to oversee Mega projects and high risk projects

21 Project Delivery System Overview of the Project Delivery Manual 10 chapters posted on the DOTD website Begins with philosophy, principles & quick overview Elaboration on each stage Ends with appendices on project plan, estimating, Project Delivery Steering Committee, & team building Important that you have an understanding of overall process and where you fit in More detailed training on individual stages is coming

22 QUESTIONS?

23 Project Delivery Manual Overview Stage 0 Feasibility

24 DOTD Project Delivery Process Elected Officials MPO Long Range Plan Districts Public Stage 0: Feasibility One Year Stage 1: Planning/Environmental Process One One to to Two Two Years Years Stage 2: Funding Stage 2: Funding & Project Prioritization Indefinite Period Feasibility Analysis of the Proposed Project REJECT Detailed Planning & Environmental Analysis Funding Allocation for Design & Construction Stage 3: Final Design Process One One to to Three Three Years Years Stage 4: 4: Letting One Year Stage 5: Construction One to Three Years Stage 6: 6: Operation Indefinite Period Development of Final Plans & Specifications Bid Letting Process Construction of Project On-going Monitoring of Operation & Maintenance

25 Stage 0 Purpose Determine project feasibility - Technical (will it work and can we build it) - Environmental - Financial GO / NO-GO

26 Stage 0 Process Overview Addresses different project types - Typical (regular program and mega ) - Federal/State Earmark - Special Category (urban sys/cmaq, RR crossing, CM, Enhance) Complexity of project will determine extent of documentation Integrated with the Project Selection Process

27 Stage 0 Process Steps 1. Determine purpose and need 2. Identify the initial project concept 3. Screen for major environmental impacts 4. Develop preliminary scope and estimate 5. Identify expected funding source (s)

28 Stage 0 Checklist

29 Stage 0 Environmental Checklist

30 Stage 0 Checklists Stage 0 Study Checklist - Completed checklist is Stage 0 study for minor or routine projects - Checklist is outline of Stage 0 study for complex projects Stage 0 Environmental Checklist - Aids in preliminary review of potential impacts to natural and human environment - Includes a list of environmental database websites - Explanation of relevance of each item in checklist

31 Responsibility Responsibility Matrix Program Manager Check Completeness / Approve Stage 0 Advance to Stage 1

32 Stage 0 Benefits Will allow more informed decisions before any promises are made Will make it easier to determine type of environmental document needed (CE, EA, EIS) in Stage 1 Can reduce time required for Stage 1 Will allow better financial planning and a better public image

33 Stage 0 (Feasibility) Manual Training

34 QUESTIONS?

35 Project Delivery Manual Overview Stage 1 Planning and Environment

36 DOTD Project Delivery Process Elected Officials MPO Long Range Plan Districts Public Stage 0: Feasibility One Year Stage 1: Planning/Environmental Process One One to to Two Two Years Years Stage 2: Funding Stage 2: Funding & Project Prioritization Indefinite Period Feasibility Analysis of the Proposed Project REJECT Detailed Planning & Environmental Analysis Funding Allocation for Design & Construction Stage 3: Final Design Process One One to to Three Three Years Years Stage 4: 4: Letting One Year Stage 5: Construction One to Three Years Stage 6: 6: Operation Indefinite Period Development of Final Plans & Specifications Bid Letting Process Construction of Project On-going Monitoring of Operation & Maintenance

37 Stage 0: Feasibility Provides a Go/No Go Decision Preliminary Purpose and Need Initial Project Concept Preliminary Environmental Review Preliminary Project Estimate and Budget Expected Funding Sources Stage 0 Environmental Checklist completed and provided for Stage 1 Processing

38 National Environmental Policy Act NEPA says all agencies of the Federal Government shall utilize a systematic, interdisciplinary approach which will insure the integrated use of the natural and social sciences and the environmental design arts in planning and in decision making which may have an impact on man's environment; identify and develop methods and procedures which will insure that presently unquantified environmental amenities and values may be given appropriate consideration in decision making

39 National Environmental Policy Act Include in every recommendation or report on proposals for major Federal actions significantly affecting the quality of the human environment, a detailed statement on: the environmental impact of the proposed action, any adverse environmental effects which cannot be avoided should the proposal be implemented, alternatives to the proposed action,

40 Air Quality Farmlands All Applicable Federal Laws Environmental Justice Safety Community Impacts State and Local Laws Wetlands Parklands Civil Rights Endangered Species Cultural Resources NEPA NEPA acts as an umbrella under which all environmental laws, regulations, and Executive Orders are administered Results in the Best Overall Public Interest Decision

41 Stage 1: NEPA Process Federal-aid or Federal Action Lead Federal Agency Determination Cooperating Agency Determination Participating Agency Designation (SAFETEA-LU) Categorical Exclusion (CE) Environmental Assessment/Finding of No Significant Impact (EA/FONSI) Environmental Impact Statement/ Record of Decision (EIS/ROD)

42 Stage 1: NEPA-like Process State-Funded Only Environmental Engineer Administrator acts as surrogate for Lead Agency Environmental Exclusion (EE) Environmental Assessment/ Environmental Finding (EA/EF) Environmental Impact Statement/ Environmental Record (EIS/ER)

43 Stage 1: Project Management Project Managers Overall from Project Management Unit Dual Managers from Environmental Section and appropriate Design Section Project Team staffed by representatives of other Sections (Design, Geometrics, Hydraulics, Traffic, Real Estate, Utilities, District, Planners, Consultants)

44 Stage 1: CE/EE Project/Program Manager prepares budget from Stage 0 Environmental Coordinator coordinates analysis and prepares documentation in accordance with NEPA Completes CE/EE determination

45 Stage1:EA/FONSI/EF Or EIS/ROD/ER Project Manager (s) appointed Team Building Project Manager initiates environmental process FONSI/EF or ROD/ER issued Scope and Budget Memo prepared and approved

46 Stage 1: Team Building Overall or Environmental Project Manager assumes lead role Preliminary Project Plan established Project Team established Scope of Work finalized Consultant selected, if appropriate Development of project activity schedule (PPMS) Project Management Plan finalized Project initiation meeting held

47 Stage 1: EA or EIS Documentation of social, economic and environmental impacts List of Permits Location and Major Design Features Updated Cost Estimate (PE and FE, Cons, ROW, Utilities, Mitigation) Mitigation and Environmental Commitments

48 Stage1: Authority CE/EE Programmatic Environmental Engineer Administrator (EEA) has authority from FHWA to make CE determination, EEA has authority to make EE determination Documented FHWA has authority to make CE determination, EEA has authority to make EE determination

49 Stage 1: Authority: EA/FONSI/EF Lead Federal Agency determines need to prepare EA, issues FONSI for NEPA projects or requires preparation of EIS EEA determines need to prepare EA, issues EF for non-nepa projects or requires preparation of EIS

50 Stage 1: Authority EIS/ROD/ER Lead Federal Agency determines need to prepare EIS, issues ROD for NEPA projects EEA determines need to prepare EIS, issues ER for non-nepa projects

51 Stage 1: Deliverables Environmental Closure Documentation CE/EE EA/FONSI/EF EIS/ROD/ER Scope and Budget Memorandum Description of Project Estimates and Full-Implementation Funding Commitments, Agreements, and Permits Recommended by Project Manager (s) Signed by Chief Engineer

52 Stage 1 Manual of Standard Practice Stage 1 Planning/Environmental Manual of Standard Practice ENVIRONMENTALLY Louisiana Department of Transportation and Development and Federal Highway Administration Louisiana Division State Project No F.A.P. No. SPR-0010(025)

53 QUESTIONS?

54 Project Delivery Manual Overview Stage 2 Funding and Project Prioritization

55 DOTD Project Delivery Process Elected Officials MPO Long Range Plan Districts Public Stage 0: Feasibility One Year Stage 1: Planning/Environmental Process One One to to Two Two Years Years Stage 2: Funding Stage 2: Funding & Project Prioritization Indefinite Period Feasibility Analysis of the Proposed Project REJECT Detailed Planning & Environmental Analysis Funding Allocation for Design & Construction Stage 3: Final Design Process One One to to Three Three Years Years Stage 4: 4: Letting One Year Stage 5: Construction One to Three Years Stage 6: 6: Operation Indefinite Period Development of Final Plans & Specifications Bid Letting Process Construction of Project On-going Monitoring of Operation & Maintenance

56 Stage 2: Funding and Project Prioritization Purpose: To provide for a realistic project time line.

57 Stage 2: Funding and Project Objectives: Prioritization Update the Cost Estimate and Insure Funding Is Available to Proceed Develop the Project Plan and Project Delivery Date (PDD) Establish the Program Fiscal Year (for the Construction Letting) Determine the Funding Source Insure the Project Is Included in the STIP and Highway Program

58 Process

59 Identify Origin of Project Priority program Earmark project

60 Priority Program Task & Responsibility Check estimate & update Project Manager if necessary Establish project plan Project & Program Manager Establish tentative Highway Program Engr. source Enter milestones in Highway Program Engr. LETS system Enter project info. in Project Manager PPMS Changes in Project Section Head of Project Delivery date Manager

61 Demo, Bond, or Other Earmark Funds Task & Responsibility Check estimate & update Project Manager if necessary Review funding Program Manager status Identify activities which Project Manager can be accomplished Enter milestones for activities Highway Program Engr. that are funded in LETS system Enter project information in Project Manager PPMS system Inform Project sponsors & Program Manager legislators of funding needs

62 Deliverables: Updated Cost Estimate Project Plan Project Delivery Date (PDD) Program Fiscal Year for Engineering, ROW, Utilities, & Construction Funding Source Identified

63 Gatekeeper For Stage 2: Highway Program Engineer

64 QUESTIONS?

65 Project Delivery Manual Overview Stage 3 Final Design Process

66 DOTD Project Delivery Process Elected Officials MPO Long Range Plan Districts Public Stage 0: Feasibility One Year Stage 1: Planning/Environmental Process One One to to Two Two Years Years Stage 2: Funding Stage 2: Funding & Project Prioritization Indefinite Period Feasibility Analysis of the Proposed Project REJECT Detailed Planning & Environmental Analysis Funding Allocation for Design & Construction Stage 3: Final Design Process One One to to Three Three Years Years Stage 4: 4: Letting One Year Stage 5: Construction One to Three Years Stage 6: 6: Operation Indefinite Period Development of Final Plans & Specifications Bid Letting Process Construction of Project On-going Monitoring of Operation & Maintenance

67 Needed Input From Stage 2 Well-defined scope Preliminary schedule (PDD) Up to date budget Purpose: Is to execute the final plans & specifications within scope, on-schedule and within budget.

68 Major Tasks for Stage 3 Develop Topographical survey Prepare Preliminary Plans, Cost Estimate & Conduct Plan-in-Hand (Road and Bridge) Value engineering Prepare Right-of-Way Maps Determine Utility Conflicts Appraise and Acquire Right-of-Way Prepare Final Road & Bridge Plans (ACP s) Determine Permits or Agreements Needed Develop Construction Proposal (PS&E)

69 Output Of Stage 3 Signed final plans Specifications 95% construction proposal Signed cost estimate Right-of-way acquired All agreements secured (utility, RR, cooperative endeavor-city/parish, etc.) Environmental (scenic stream, COE-wetlands, coastal use) and Non-environmental permits (coast guard)

70 Completion Of Stage 3 Project delivery date (PDD) Goal: To have the PDD efforts complete prior to fiscal year (July 1 June 30). Will allow the department to be flexible with the letting dates.

71 Effectively Managing Project Delivery Endorsed scope, schedule and budget Project Manager assigned key contact Build team task managers assigned Frequently communicate to all team members to get status on all progress Manage any change Use PPMS System, update frequently Regular schedule & budget monitoring/evaluation with revisions to reflect actual progress Value Engineering (EDSM No: I ) - mandated for projects with total cost of $25 million or more ($20 million or more for bridge projects) Application of resources to meet schedule. Plan The Work & Work The Plan

72 Tools: Project Scheduling Software = PPMS + Primavera (CPM Software)

73 DOTD Construction Program (PPMS Templates)

74 PPMS Standard And Summary Templates Current templates: Standard DOTD approx. 125 activities or tasks Stage 1+3 CE Summary Stage 3 EA-EIS Summary Urban Projects Standard Pavement Preservation Standard Pavement Preservation Summary Templates to be developed: Stage 1 EA summary (Environmental) Stage 1 EIS Summary (Environmental) Stage 1+3 CE Standard Stage 3 EA-EIS Standard

75 STAGE 3 CE SUMMARY TEMPLATE SFD420 DUS Coordinate Required Utility Agreements SFD480 Develop 100% Final Design Plans and Estimates SFD499 Project Delivery Date SFD460 SFD455 SFD410 Obtain Required Permits/ Agreements SFD470 Approval of Utility Agreements SFD469 Develop Construction Proposals to 95% Final Plans Notice to Proceed Obtain Scenic Stream Permit SFD420 Develop 95% Final Road Design SFD430 Develop 95% Final Bridge Design SFD440 Appraise and Acquire Right of Way STAGE 1+3 CE SUMMARY TEMPLATE ADDS PRELIMINARY TASKS.

76 SPD200 Stage 3 Project Startup STAGE 3 EA OR EIS SUMMARY TEMPLATE SPD210I Topographical Surveying (In-house) SPD210C Topographical Surveying (Consultant) SPD260 Perform Property Survey Work SPD270 Develop Preliminary ROW Maps SPD250 District/Utilities Preliminary Design Coordination SPD220 Develop 100% Preliminary Road Design SPD230 Develop 100% Preliminary Bridge Design SPD280 Setup for Final Plan Work SFD210 Final Plans Notice to Proceed SPD290 Schedule and Conduct Joint Review Meeting SFD260 Obtain Required Permits/ Agreements SFD270 Obtain Scenic Stream Permit SFD250 DUS Coordinate Required Utility Agreements SPD292 Prepare, Review, and Transmit Final ROW Maps SPD296 Prepare HQ Utility Cost Estimate SPD294 Prepare ROW Cost Estimate SFD255 Approval of Utility Agreements SFD230 Develop 95% Final Bridge Design SFD220 Develop 95% Final Road Design SFD240 Appraise and Acquire Right of Way SFD280 Develop 100% Final Design Plans and Estimates SFD299 Project Delivery Date SFD289 Develop Construction Proposal to 95%

77 TYPICAL STAGE 3 MAJOR MILESTONE TIMELINES TRANSMIT 95% ACP For 3 MONTHS (MIN.) ACP COMPLETE 3 MONTHS (MIN.) Review PRELIMINARY PDD PLANS Environ (COMPLETE) CLR.(CE) UTILITY CLR. 3 MONTHS (MIN.) MONTHS R/W Map (COMPLETE) 12 MONTHS 3 SITES OR LESS 18 MONTHS 3 SITES, 2 RELOCATIONS 24 MONTHS COMPLEX URBAN R/W CLR. 2 MONTHS (MIN.)

78 A Project Task Is An Assignable Item Of Work That Has: A definable beginning and end A time planned duration A state of completion that can be estimated at any time A reviewable internal and external deliverable at task completion

79 Significant Milestones in Stage 3 Completion of topographic survey 60% preliminary design geometric review 60% preliminary design hydraulic review Develop preliminary pavement design Plan-in-hand meeting (major milestone) Joint plan review R/W (major milestone) Advance check prints (major milestone) Release letter (utilities) Certify R/W complete Finalize permit Develop construction proposal 95% Plans signed by Chief Engineer

80 Any Change In Scope, Schedule Or Budget Requires The Following Documentation: Project overview narrative Original project scope Change project scope Reasons for change Environmental requirement changes Project schedule changes Budget and funding changes Send change scope and budget memorandum approved by Chief engineer to program manager and project delivery steering committee.

81 Current And Future Project Management Stage 3 Current: All projects to be placed in PPMS System. Stage 3 PM s are located in major design units. Both Project Management and Design (Engr. & Plans). Future: New Project Management section being formed. PM s in new section responsible for management of high risk projects (DOTD Risk Matrix.) New section responsible for PPMS System management. Project not high-risk to be managed & designed by Major Design sections.

82 QUESTIONS?

83 Project Delivery Manual Overview Stage 4 Assignment of Optimized Letting Dates

84 Purpose and Scope Purpose: Provide an orderly, predictable mix and flow of projects. Scope: All headquarters let projects except contract maintenance projects.

85 Stage 4 Goals Reflective of DOTD s Budget Partitions. Optimized geographical mix of projects. Reflective of local and statewide priorities. Reducing socio-economic impacts. Level monthly letting schedule. Baseline for annual Dashboard measure. Re-level monthly schedule as necessary.

86 Stage 4 Benefits Greater confidence in letting schedule. Reduced adverse effects of construction. Improved planning horizon for contractors. Fewer last minutes changes. Increased public awareness. Reasonable adjustment of schedule.

87 Preliminary Work Starting in Mid-February. Determination of potential project list. Projects that will not be let this SFY Projects in the next SFY s capital outlay program

88 Baseline Letting Schedule The process contains eight steps starting in March of each year to prepare a letting schedule for a SFY that starts July 1 st of the same calendar year.

89 Step1-1 st week Sort all potential projects by program. Based on PDDs, determine the earliest possible letting dates.

90 Step 2-2 nd and 3 rd weeks Preliminary review by program managers: Preliminary letting order Budgeting issues Determination of potential conflicts District priorities

91 Step 3-4 th week Create the preliminary letting list. Applying level dollar value per letting. Mix of projects based on defined goals.

92 Step 4-5 th week Section 39 ( Project Finance) review Verification of Federal Funding availability: Projects scheduled from July thru October Determining alternative options if federal funding not available

93 Step 5-6 th week Review by District Administrators for: Conflicts Special Needs Specific requirements Adjustments will be made accordingly.

94 Step 6-7 th week Evaluation of all information received. Non-critical projects are moved to rebalance the monthly letting list.

95 Step 7-7 th and 8 th week Draft final project letting list. Project Delivery Steering Committee (PDSC) review: Specific project adjustment Legislative input Any special requirements or criteria Re-adjustment of the list

96 Step 8 - end of April Chief Engineer's approval of the final list. Must be completed by 1st of May. Annual baseline is established upon Chief Engineer s approval.

97 Letting Schedule Maintenance PDD changes No bids or all bids rejected Project postponement Project withdrawal Letting changes due to executive decision Changes to adjust for other projects

98 Processes Remaining the Same. Project authorization DBE issues Award process Contract administration

99 Concluding Remarks Stage 4 process is still evolving. Impact on business/civic interests must be determined by project managers and Districts. Project Control will work with all responsible parties to minimize conflict in the letting schedule.

100 QUESTIONS?

101 Project Delivery Manual Overview Stage 5 Construction

102 Purpose To administer a construction contract between the Department and a Contractor. To have the project completed On time In budget In scope

103 Additional Goals To minimize disruption to the traveling public To keep the public accurately informed about the project.

104 Duration Stage 5 begins with receipt of the Notice of Contract Execution (NOCE) from Project Control in Stage 4 and continues through the final acceptance at which time the project is delivered to the operations staff in Stage 6

105 Projects vary immensely. From turn lanes to major Interstate interchanges. Some things are common to all projects.

106 Process Project Schedule Notice of Contract Execution from Stage 4 Notice to Proceed Contractor Responsibility Project Inspection Sampling and Testing Preconstruction Conference Contract Administration Final Inspection Final Acceptance Partial Estimates Creating and Processing Change Order Environmental Mitigation Construction Public Information Plan Construction Impact Mitigation Final Audit Deliver to Stage 6 (System Operations and Performance)

107 Contract Administration Project Schedule Contractor Responsibility Project Inspection Sampling & Testing Partial Estimates Creating & Processing Change Orders Environmental Mitigation Construction Impact Mitigation Final Inspection Final Acceptance Final Audit

108 Contract Administration Manuel Provides guidelines for Project Engineers and Inspectors. Found on the DOTD Intranet

109 Construction Impact Mitigation Public Information Construction Time Milestones Traffic Delay Mitigation Construction Funding

110 Construction Public Information Plan Effective communication is essential to the overall success of any major construction project Our goal is to provide timely and accurate information to motorists, emergency services personnel, business owners, public officials, commercial truck operators, the media and all others that may be impacted by the construction Complaints usually drop if the stakeholders are informed

111 Construction Public Information Plan A written public information plan will be developed for each project The plan will be developed by the assigned public affairs officer, local district representative, the contractor & other DOTD personnel as needed Detail of the plan proportional to the project s impact Act 103 of the 2003 Legislature requires project notifications to sheriffs, parish presidents, fire chiefs & state legislators

112 Key Elements of the Plan Development of project fact sheet for all DOTD personnel to use in providing consistent message Development of media contact list Development & distribution of initial project notification to media, affected businesses & residents, emergency services, schools & school transportation, etc. Regular updates to media Possible periodic appearances by DOTD on local morning TV shows, radio interviews, etc.

113 Construction Time Projects are let with several different types of contract times: working day, calendar day & A+B calendar day A+B bidding with calendar day will be used whenever practical Exceptions are non-interstate pavement preservation projects, typical contract maintenance projects and enhancement projects which will be let as working day projects. Clearing & grubbing projects which will be let as calendar day projects

114 Construction Time (continued) As of the December 2003 letting, calendar day projects have a special provision allowing contract time extensions for adverse weather conditions. The contractor is required to include these adverse weather days in their B bid. At the conclusion of the contract, the contractor can request additional time if the actual adverse weather days exceed the anticipated days in the contract. In no case will the original B contract days be reduced

115 Milestones All calendar day projects will require a milestone schedule Schedule will include starting date, completion date, lane closure & re-openings & other pertinent events determined during the project development process These milestones will determine the status of a project

116 Traffic Delay Mitigation The lion s share of traffic mitigation will be addressed during Stage 3, Final Design Process Goal is to use real time traffic data (permanent and construction ITS) to notify the motoring public of unexpected delays Traffic mitigation will require a review of the traffic flow during the different phases of the project Adjustments will be made to the traffic control plan if warranted

117 Construction Funding Change orders are coded based on the reason for the change order 7 categories: plan error or omission, different site conditions, DOTD convenience, Third party accommodation, contractor convenience, untimely ROW/Utility Relocation & Design Error These codes will help us identify problem areas

118 Construction Funding (continued) Change orders that are caused by plan errors, different site conditions & untimely ROW/Utility Relocation will be noted to the Project Delivery Steering Committee (PDSC) since they normally increase the cost of the project Change orders that are caused by DOTD convenience, Third party accommodation and contractor convenience may not always be approved. The Project Delivery Steering Committee will be notified when the approved funding has been exceeded

119 Project Development Steering Committee Duties in Stage 5 The PDSC authorizes, monitors and tracks expenditures vs budget for Stage 5 work. The PDSC receives, from the Construction Division, and reviews large change order requests that exceed contingency limits and assesses impact to the budget The PDSC receives and reviews project closeout report from Construction Audit and Project Control and accounts for funds being restored to the program

120 Performance Indicators Percentage of projects completed within contract time Percentage of partial estimates processed on time Percentage of final estimates processed on time (30 calendar days for projects<$2 million & 60 calendar days for projects >$2 million Time to process plan changes

121 QUESTIONS?

122 Project Delivery Manual Overview Stage 6 After The Project Is Complete

123 DOTD Project Delivery Process Elected Officials MPO Long Range Plan Districts Public Stage 0: Feasibility One Year Stage 1: Planning/Environmental Process One One to to Two Two Years Years Stage 2: Funding Stage 2: Funding & Project Prioritization Indefinite Period Feasibility Analysis of the Proposed Project REJECT Detailed Planning & Environmental Analysis Funding Allocation for Design & Construction Stage 3: Final Design Process One One to to Three Three Years Years Stage 4: 4: Letting One Year Stage 5: Construction One to Three Years Stage 6: 6: Operation Indefinite Period Development of Final Plans & Specifications Bid Letting Process Construction of Project On-going Monitoring of Operation & Maintenance

124 Stage 6 Activities Disposal of excess right-of-way Documentation of additional Utilities permitted on the right-of-way Compliance with post-construction environmental commitments Materials durability and performance Identification of design features that complicate maintenance activities Identification of design features that impede efficient traffic operations

125 Disposal of excess right-of-way District Maintenance Engineer, District Design Engineer, and Real Estate Section Reduce Maintenance and Liability, and put property back into the tax base Un-economic remainder, temporary need for construction, change order, anticipation of future need, realignment

126 Disposal of excess right-of-way May be identified during the project Usually identified when someone makes an inquiry (such as a joint use) or when a problem develops (such as additional maintenance or a law suit).

127 Disposal of excess right-of-way Identify potential excess property Check against standards Check for future needs District Administrator agrees that the parcel should be disposed of Real Estate Section grants servitude to each utility Real Estate handles disposal through sale or transfer; may lease if no buyer is available (only excess property may be leased; required property is covered by joint use)

128 Documentation of additional Utilities permitted on the right-of-way District Utility Relocation Unit with assistance of District Right-of-way Permit Unit Right-of-way Permit Database Two Thirds of facilities are installed without permit

129 Compliance With Post-Construction Environmental Commitments District Maintenance Engineer, District Traffic Engineer, Environmental Section Erosion control, water quality monitoring, vegetation maintenance Notify the Environmental Section upon completion

130 Materials Durability and Performance District Maintenance Engineer, District Traffic Engineer Early failure of surface, shoulder, drainage, etc Project number and completion date, description of failure, corrective action and date of action Submit report to Chief Engineer, Assistant Secretary of Operations, District Administrator, Design Division, Maintenance Management, and any other effected parties

131 Identification of Design Features That Complicate Maintenance Activities District Maintenance Engineer List feature that make maintenance more difficult, reason, and correction Submit report to Chief Engineer, Assistant Secretary of Operations, District Administrator, Design Division, Maintenance Management, and any other effected parties

132 Identification of Design Features that Impede Efficient Traffic Operations District Traffic Engineer List feature that impedes traffic flow, reason, and correction Submit report to Chief Engineer, Assistant Secretary of Operations, District Administrator, Design Division, Traffic Division, and any other effected parties

133 QUESTIONS?