2012 TRB State Representatives Annual Meeting July 24, 2012

2012 2012 TRB State Representatives TRB State Representatives

Annual MeetingAnnual MeetingJuly 24, 2012July 24, 2012

Leading in Lean TimesRich Tetreault, PE

Vermont Agency of Transportation

LEAN?LEAN?

Transportation Revenues

Infrastructure Health

TimeStaff SizeKnowledge &

Experience

Construction Materials

QualityClimate

PredictabilityFederal Funding

PredictabilityAppropriate

Driver Behavior

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VTRANS’ SIX YEAR BUDGET VTRANS’ SIX YEAR BUDGET HISTORYHISTORYFY2013 is a record high!

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PAVINGPAVING$28 million

increase (36%)

70 miles on interstate

220 miles on state highways

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BRIDGE PROGRAMSBRIDGE 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

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SOME PRE RECORD LEVEL SOME PRE RECORD LEVEL HISTORYHISTORY

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 Irene6

2005 WEAK STATE 2005 WEAK STATE REVENUESREVENUES

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

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2007 - ROAD TO AFFORDABILITY 2007 - ROAD TO AFFORDABILITY AND REALIGNMENT OF AND REALIGNMENT OF

PRIORITIESPRIORITIESPrimary 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.

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2009 - ARRA 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

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ACCELERATED BRIDGE ACCELERATED BRIDGE PROGRAMPROGRAM

Now is the Now is the Time!Time!

Tropical Storm Irene August Tropical Storm Irene August 2011 - Transformational2011 - Transformational

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Moretown

North Main Street - Waterbury

Waitsfield

IRENE INNOVATION TASK IRENE INNOVATION TASK TEAMTEAM

March, 2012

HIGH LEVEL HIGH LEVEL RECOMMENDATIONSRECOMMENDATIONSIncrease the use of cross-

functional teams

Increase capacity in documenting new processes

Prioritize integration with other state agencies

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WORKFLOWWORKFLOW

Streamline the permitting process

Evaluate other process for the need to streamline

Move away from committees and towards task groups

Close roads more frequently15

INFORMATION INFORMATION TECHNOLOGYTECHNOLOGYMany 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 structures16

OPERATIONSOPERATIONSWork 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 bridges17

Lean “Times”?Lean “Times”?

Leadership and Management mindset must function over multiple year timeframes.

Asset Management

Performance Management

Measure Results18

Pavement International Pavement International Scanning Tour Key FindingsScanning 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.

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Vermont’s Asset Vermont’s Asset Management Management

Pavements – Developed and evolving

Bridges – Developed and evolving

Culverts – Under DevelopmentSigns – Developed and evolvingAirports –Developed and evolvingRailroads – Under Development

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TRI STATE PERFORMANCE TRI STATE PERFORMANCE MEASURESMEASURES

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TRI STATE PERFORMANCE TRI STATE PERFORMANCE MEASURESMEASURES

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TRI STATE PERFORMANCE TRI STATE PERFORMANCE MEASURESMEASURES

““LEADING” IN LEAN TIMESLEADING” IN LEAN TIMES

AwarenessTough DecisionsComfort ZoneRisk ManagementVisionBoldCommunicationAccountabilityHope

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Thank YouThank You

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