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2012 TRB State Representatives Annual Meeting July 24, 2012

2012 TRB State Representatives Annual Meeting July 24, 2012. Leading in Lean Times Rich Tetreault, PE Vermont Agency of Transportation. Lean ?. Transportation Revenues Infrastructure Health Time Staff Size Knowledge & Experience. Construction Materials Quality Climate Predictability

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2012 TRB State Representatives Annual Meeting July 24, 2012

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  1. 2012 TRB State Representatives Annual MeetingJuly 24, 2012 Leading in Lean Times Rich Tetreault, PE Vermont Agency of Transportation

  2. Lean? • Transportation Revenues • Infrastructure Health • Time • Staff Size • Knowledge & Experience • Construction Materials • Quality • Climate Predictability • Federal Funding Predictability • Appropriate Driver Behavior

  3. VTrans’ Six Year Budget History FY2013 is a record high! 3

  4. Paving • $28 million increase (36%) • 70 miles on interstate • 220 miles on state highways 4

  5. Bridge Programs • $18.0 million increase (17%) • Town Highway Bridges • $3.1m increase (17.7%) • First ABP project - Thetford • State Highway Bridges • $3.2m decrease (6%) • Reflects completion of Lake Champlain Bridge • Interstate Bridges • $18.0m increase (50%) • Three design-build projects • Brattleboro • Milton • Windsor 5

  6. Some Pre Record Level History • 2005 – Weak revenues required tough decisions • 2007 – Revenue and Expenditure forecasts yielded Vermont’s “The Road to Affordability”. • 2009 – American Recovery & Reinvestment Act (ARRA) • 2011 – Tropical Storm Irene

  7. 2005 Weak State Revenues • Nine VTrans District Transportation Administrators cut down to five • Agency wide reduction in force • Project Prioritization • Some things went undone • Increased consultant and temporary employee usage

  8. 2007 - Road To Affordability and Realignment of Priorities • Primary investment in traveler safety and the preservation of existing infrastructure. • Optimize resource performance by focusing attention on a realistic number of large projects. • Limit annual funding of new roadway segments at 30% of the total Roadway Program (in FY07 about $20M) per year including Design & Construction. 8

  9. 2009 - ARRA • Already Agency reduced workforce expected to obligate millions of dollars under tight timeframes • Use of consultants as Project Managers • Innovative Contracting • Design/Build Legislation Passed and first projects rolled out. • FHWA SEP-14 using Maintenance Rental Agreements • Accelerated Bridge Construction

  10. Accelerated Bridge Program Now is the Time!

  11. Tropical Storm Irene August 2011 - Transformational

  12. Moretown North Main Street - Waterbury Waitsfield

  13. Irene Innovation Task Team March, 2012

  14. High Level Recommendations • Increase the use of cross-functional teams • Increase capacity in documenting new processes • Prioritize integration with other state agencies

  15. Workflow • Streamline the permitting process • Evaluate other process for the need to streamline • Move away from committees and towards task groups • Close roads more frequently

  16. Information Technology • Many IT innovations were used during Irene response and can increase efficiency of the agency. To implement IT innovations VTrans needs • End users who are willing to pilot and champion them • The capacity to design and map the new process • The ability to develop policies and governance structures

  17. Operations • Work to recruit young talent • Work to create a less risk adverse culture • Simplify design plans • Prioritize prevention work • Selective stream stabilization • Including ability to withstand flooding in design criteria for bridges

  18. Lean “Times”? • Leadership and Management mindset must function over multiple year timeframes. • Asset Management • Performance Management • Measure Results

  19. Pavement International Scanning Tour Key Findings • Agency culture supports a long-term view towards managing pavements. • Elected officials understand their responsibilities as stewards of public funds. • The road network is managed as a service provided to the traveling public. • Agency priorities are known and agency personnel are held accountable for their actions. • Agencies recognize the importance of building internal capacity and capabilities. • Efficiency and value have driven program delivery approaches.

  20. Vermont’s Asset Management • Pavements – Developed and evolving • Bridges – Developed and evolving • Culverts – Under Development • Signs – Developed and evolving • Airports –Developed and evolving • Railroads – Under Development

  21. Tri State Performance Measures

  22. Tri State Performance Measures

  23. Tri State Performance Measures

  24. “Leading” in Lean Times • Awareness • Tough Decisions • Comfort Zone • Risk Management • Vision • Bold • Communication • Accountability • Hope

  25. Thank You

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