Strategic Program Delivery Methods (2017) / Chapter Skim
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CONTENTS 1 SUMMARY 5 CHAPTER ONE INTRODUCTION Background, 5 Synthesis Goals and Objectives, 5 Key Definitions, 6 Synthesis Methodology, 7 Synthesis Organization, 7 8 CHAPTER TWO OVERVIEW OF STRATEGIC PROGRAM DELIVERY Introduction, 8 Transportation Project and Program Development Phases, 8 Strategic Planning and Programmatic Delivery, 9 Organizational Structure, 11 Summary, 14 15 CHAPTER THREE CURRENT PRACTICES IN STRATEGIC PROGRAM DELIVERY Introduction, 15 Program Structure and Policies, 15 Project and Program Delivery Methods, 17 Summary, 24 25 CHAPTER FOUR PROGRAM DELIVERY PERFORMANCE: BENEFITS AND CHALLENGES Introduction, 25 Project and Program Delivery Performance, 25 Benefits of Program Delivery, 29 Challenges and Lessons Learned in Program Delivery, 31 Summary, 32 33 CHAPTER FIVE CASE EXAMPLES OF STRATEGIC PROGRAM DELIVERY Introduction, 33 Selection of Case Examples, 33 California Department of Transportation, 34 Florida Department of Transportation, 38 Missouri Department of Transportation, 40 New York State Department of Transportation, 44 Oregon Department of Transportation, 47 Utah Department of Transportation, 52 Washington State Department of Transportation, 54 Summary, 58 59 CHAPTER SIX CASE EXAMPLE FINDINGS Introduction, 59 Strategic Program Delivery Benefits, 59 Strategic Program Delivery Challenges, 60 Underlying Factors to Consider in Program Delivery, 61 Summary, 63
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64 CHAPTER SEVEN CONCLUSIONS AND SUGGESTIONS FOR FUTURE RESEARCH Introduction, 64 Conclusions, 64 Future Research, 65 66 ACRONYMS AND ABBREVIATIONS 68 REFERENCES 72 APPENDIX A SURVEY QUESTIONNAIRE 81 APPENDIX B SUMMARY OF SURVEY RESULTS 100 APPENDIX C CASE EXAMPLE QUESTIONNAIRE Note: Many of the photographs, figures, and tables in this report have been converted from color to grayscale for printing. The electronic version of the report (posted on the web at www.trb.org)
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SUMMARY STRATEGIC PROGRAM DELIVERY METHODS Individual transportation projects are developed under programs that aim to implement an agency's strategic delivery plan, legislative initiatives, and other public policies. State departments of transportation (DOTs)
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2 After a rigorous literature review, a web-based survey was developed and distributed to the members of the AASHTO Standing Committee on Highways, which includes representatives of all 50 state DOTs. Forty-one DOTs responded to the survey (an 82% response rate)
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3 6. Public and political support and trust: At the highest level, when conducted properly, programmatic delivery creates trust-based relationships among state DOTs, political officials, and the public.
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4 mechanisms to assess program delivery performance. State DOTs need better tools, policies, and processes to track and monitor project and program budgets, schedules, and other delivery performance metrics.
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5 CHAPTER ONE INTRODUCTION BACKGROUND One of the common goals of all state departments of transportation (DOTs) and transportation agencies across the United States is to continually seek solutions to improve managerial, operational, and organizational effectiveness in delivering much-needed transportation projects.
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6 • Identifying transportation program structures and policies; • Identifying the approaches to select project delivery methods at the programmatic level; and • Identifying and documenting the benefits of each method that has been applied to programmatic decisions. In recent years, federal agencies and state DOTs have improved project delivery by using ACMs (e.g., D-B or CM/GC)
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7 • Public-private partnership (P3) : A contractual agreement formed between public and private sector organizations that allow more private sector participation in heretofore public endeavors.
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