Transcript Slide 1
Session #50
INDOT’s New Long Range Plan/Capital
Program Management Roadmap
Roy Nunnally, Brad Steckler and Gary Mroczka
INDOT
March 9, 2011
Outline
Purpose of the Long-Range Plan
New Plan Format Approach
Capital Program Management Structure
& Process
System Performance & Metrics
Data
Project Scoring
Annual Call for Projects
Long-Range Plan Purpose
Statewide Mobility Corridor Hierarchy
Establishes a long-range vision
for future transportation
investments
Supports the State’s economy
(movement freight, people, &
industry support)
Strategic focus on systems level
mobility & transportation
connectivity (statewide &
regional mobility corridors)
2
94
20
20
6
30
33
421
469
14
41
114
15
31
24
24
69
29
25
35
26
28
18
9
27
67
37
32
231
36
63
40
70
52
3
44
37
1
74
46
Safe & high speed connections for
longer distance trips between states,
cities, and towns
Serves as freight arteries throughout
the state
69
50
60
145
231
64
69
164
62
66
135
7
Planning Classifications
65
3
Census Place (2000)
SubRegional Corridor
Regional Corridors
Statewide Corridors
0
Proposed Alignments
20
40
Miles
60
Long-Range Plan Purpose Cont’d
Examines critical trends, issues, and needs.
Meets federal requirements:
“Safe, Accountable, Flexible, Efficient Transportation
Equity Act: A Legacy for Users (SAFETEA-LU) as signed
into law on August 10, 2005. [23 USC 135(c)]) Requires
states to develop and periodically update statewide
transportation plans with a minimum of a 20-year
planning horizon.”
New 2035 (draft) Long-Range Plan Format
New Format Facts
Will be a “Needs-Based” Plan with links to other “Mode-Specific” Plans
Identifies major capacity needs & deficiencies by corridor
Refers to a 5-10 year construction program
Includes a section on “High Priority Corridors”
Provides for more flexibility in project selection and allows the most
context appropriate improvements to be selected
Supports INDOT’s Capital Asset Management Program
Other states have or are going to this format: AZ, LA, MI, MN, OH, WY
TN, and growing
Avoids having a 25-year list of improvements with many unknowns:
funding, land-use development, demand growth, economy, inflation, &
transportation alternatives
Reduces local anticipation and long-term land impacts to property
owners
New Long-Range Plan Format: 10-Year Construction Program
Why a 10-Year Construction
Program?
10-years is the maximum timeframe for
developing large expansion type projects.
Easier to manage costs, schedules,
resources, & implement funding targets
Reduces public expectations
Allows for more flexible cross-asset analysis
and prioritization.
Rolling 10-year program is much easier to
amend and prioritize projects.
New Long-Range Plan Format: Needs
Unacceptable Level of Service
Rural = D & Urban = E
2020 & 2035 Deficiencies
94
90
49
130
53
212
12
8
30
55
231
65
143
80
933
80
2
4
120
69
20
327
119
15
19
331
17
13
10
117
23
35
33
930
101
469
205
14
114
16
224
24
5
105
301
69
524
71
124
218
116
25
352
26
427
6
106
18
31
22
52
29
167
421
28
27
38
65
232
74
32
69 36
227
103
234
238
431
334
136
47
70
465
236
26774 65
40
63
134
1
75
70
39
9
3
163
59
240
67
44
74
121
70
142
340
144
244
42
252
229
317
159
246
45
37
46
350
48
41
157
275
7
154
11
43
58
56
446
54
258
262
50
158
250
645
358
156
129
450
65
256
135
203
650
441
60
57
550
362
160
Map Layers
61
241
MPO Districts
62
356
Census
Place (2000)
335
150
65
403
Counties
164
257
265
State
Highways
357
64
US Highways
64
165
168
264
111
Interstate Highway
462
68
64
INDOT Districts
337
211
162
MM_2035Amed
145
269
545
MM_2020Amed_Adj
261
164
69
Deficient by 2035
70
161
66
Deficient by 2020
0
10
20
30
40
166
263
213
128
332
341
Miles
INDOT, Created 8/4/10
New Long-Range Plan Format: Plan Concept
Needs & Projects
Identified
Prioritized/Fiscally
Constrained
11-25 Year Period (Long-Range Transportation Needs)
Lots of needs and proposed projects identified based on assumptions, trends,
goals, & input. Minimal information available. Additional planning &
environmental study and local coordination required.
5-10 Year Period (10-Year Construction Program)
Needs are prioritized and fiscally constrained. More
information becomes available, project development
process is beginning. Additional coordination and public
and stakeholder outreach ongoing.
Call for
Projects
Continuous Project
Screening/Scoping
1-4 Year Period (State
Transportation Improvement
Program)
Committed and further constrained
project listing. Right of Way, utilities,
and construction activities are ongoing.
Major Capacity & Maintenance Projects
Construction/Program Ongoing
Limited Project Delivered Based on
Fiscal Constraints & Priority
Projects Delivered
10-Year Construction Program
Major Moves was the first fullyfunded 10-Year Construction Plan
Based on funding targets by asset
type (pavement, bridge,
congestion/mobility, & others)
Projects are prioritized statewide
& re-evaluated annually
Program is fed by: annual call for
projects, district, MPO, & RPO
input, LRP needs, and technical
analysis.
Requires heavy coordination with
planning partners to ensure the
most context-appropriate
improvements are incorporated
Topics Today
Fundamentals and Practice
Dimensions and Components
FHWA-Guided Self-Assessment
Data
Defining Investment Programs
Assessing Project Merits
Challenges
Essential Principles
Systematic, rational, and collaborative
Integrates business/economic and engineering
practices to direct resources
Awareness of consequences to effect informed
decision-making
Information/data- and performance-based
Analytical practices
Explicit assessment of trade-offs
Long-run objectives
Multiple Aspects
Policy, administrative, technical
Phase
Spatial dimensions
Systemwide, regional
Site-specific, localized
Project-level
Component Systems
Finance, budget constraints
Performance measures/standards
Management systems
Identification of investment needs
Planning and programming
Project execution and operations &
maintenance
Why Operate This Way
The solution or right choice is not so apparent
Financial limitations; best use of funds
Understanding conditions, consequences
Clear relationships, transparency,
accountability
Integration of components; consistency in
approaches
Platform for reconciling needs, revenue,
transportation performance, and changing
system demand
Predictability
Self-Assessment 2009
Areas of review: Policy, planning &
programming, program delivery,
information & analysis
Principal criticisms
Data/Information
Extent & quality
Frequency
Availability
Application
Reduction &
Representation
of Data
Reduction & Representation of Data
Number of Bridges
Decks < 6
Projected Outcomes to Bridge System Deck
Condition Under Various Investment Cases
1200
1000
800
600
400
Lower $
200
Higher $
0
Start 2011
End 2013
Year
For illustration only.
End 2016
Reduction & Representation of Data
Measure 1
District
Excellent
Good
Fair
Marginal
Poor
1
46.7%
27.7%
13.3%
4.2%
8.2%
2
54.9%
23.0%
10.1%
3.4%
8.6%
3
61.2%
22.6%
8.3%
2.6%
5.4%
4
36.5%
23.9%
15.3%
6.1%
18.2%
5
56.5%
26.3%
9.6%
2.5%
5.0%
6
52.3%
29.2%
10.4%
2.8%
5.3%
All Districts
51.2%
25.6%
11.2%
3.6%
8.4%
For illustration only.
Rut Depth Ratings For 2010 By Percentages:
Reduction & Representation of Data
Measure 2
District
Low
Medium
High
Total
1
86.8%
12.6%
0.6%
100.0%
2
90.5%
8.5%
0.9%
100.0%
3
95.1%
4.2%
0.7%
100.0%
4
85.7%
12.2%
2.1%
100.0%
5
86.6%
11.0%
2.4%
100.0%
6
88.8%
10.1%
1.1%
100.0%
All Districts
88.7%
9.9%
1.3%
100.0%
For illustration only.
Reduction &
Representation
of Data
For illustration only.
Core Functional Areas
Bridges (and small structures)
Pavement/road
Traffic mobility
Traffic safety
Other/specialty
Judging Project Merit
Factors (4-8)
Scoring measure(s) within each
factor
Method of analysis within each
scoring measure
Define schedule/points
For Example, Traffic Mobility
Crash history
Current congestion
Cost-effectiveness
Road class
Route continuity, corridor
completion
Others
$ per centerline miles)
Cost / LengthCost(million
/ Length (million $ per centerline mile)
Cost-Effectiveness
Cost-Effectiveness Score
50
45
Score = 0
Score = 1
40
Score = 2
35
Score = 3
30
25
Score = 4
20
Score = 5
15
10
5
0
0
50
100
150
Effectiveness Index, MEI
Mobility Mobility
Effectiveness
Index
200
250
For Example, Traffic Safety
Crash history
Compliance with current standards
Operational status
Cost-effectiveness
Others
Index of Crash Cost (Icc)
Icc
Icc
Icc
Icc
Icc
Icc
<
>
>
>
>
>
0.0
0.0
1.0
2.0
3.0
4.0
and
and
and
and
<
<
<
<
1.0
2.0
3.0
4.0
0
1
2
3
4
5
Points
Point
Points
Points
Points
Points
Challenges
Role of systems applications
Cross-asset allocation (trade-offs across core
functional areas)
Relationship of operations & maintenance to
capital projects
Fiscal constraints & uncertainties
Flexibility to accommodate changes; risk and
uncertainty
Identifying and addressing any backlog
Practical challenges of worst-first and
preservation focus
Site level vs. systems level view
Key Themes:
Comprehensive, systematic,
collaborative, data-driven
Sustainability
Multiple levels/views
Structuring an approach and
implementation
Challenges
Topics:
Who is Capital Program Management?
Annual New Call for Projects
Change Management
Capital Program Management (CPM)
Finance Business Unit
Team of 3
Program Management & Oversight
Process Management
Annual New Call For Projects
Change Management
Mission: Accountability & Executive Reporting, Asset
Management Team Support, Communication
Uncertain Times
Adaptable and Flexible
Revenue (Federal and State)
Public-Private Partnerships (P3)
Bid Favorability
Construction Spending
Construction Spending Forecast FY 2011 - 2015
$1,600
$1,400
$1,200
$1,000
$800
$600
$400
$200
$0
2003
2004
2005
2006
2007
2008
2009
2010
2011*
2012*
2013*
2014*
2015*
Major New
$293
$361
$244
$297
$411
$383
$766
$643
$1,109
$746
$535
$86
$174
Preservation
$461
$361
$441
$491
$534
$451
$613
$442
$410
$399
$381
$402
$467
Total
$754
$722
$685
$788
$945
$834
$1,379
$1,085
$1,519
$1,145
$916
$488
$641
Construction spending plan. Construction Costs only. Actual amts including 2010. As of Feb 24,2011.
All numbers in millions. Indiana DOT
*Amounts are based upon design estimates which,YTD, have been trending higher that low bid awards by 12%
Construction Spending
By Asset:
$1,600
$1,400
$1,200
Statewide / Cost Overruns
$1,000
Safety
$800
Bridge
Roadway
$600
Mobility
$400
$200
$0
2011
2012
2013
2014
2015
Relationships
Long Range
Plan (Vision)
Asset Mgmt
(System)
CPM
(Asset/Region)
Approved
Program
(Projects)
Annual New Call For Projects
Annual Cycle
QC/QA
Project
Apps.
9/1 -9/15
New FY
Setup
Call for
New
Projects
8/1-9/1
Annual
Performance
Report
10/1-12/1
Project Candidates
Build Business Cases
Scoping, Documentation &
Scoring
9/1-12/31
Develop Draft
STIP Project List
9/1-12/15
CPM
Portfolio
Development
& Executive
Approval
New
Budget
Forecast &
Program
Allocation
12/1-1/1
HQ
Planning
System
Analysis
6/1-7/1
2/1-4/1
Asset
Team
Deliberations
1/1-2/1
Reset
Performance
Standards
& Measures
STIP
Amendment
4/1-6/1
Coordinate Draft
STIP w/MPO’s
1/1-3/1
STIP Public
Meetings
3/1-5/1
Finalize
STIP
5/1-6/1
FHWA
STIP
Review/
Approval
6/1-7/1
5 Year Program
Fiscally Constrained
120%
100%
80%
Unallocated
60%
Stand By
Placeholders
40%
Allocated
20%
0%
2012
2013
2014
2015
2016
2017
2018
2019
2020
2021
Annual New Call For Projects
Capital Program Development Process;
Need
Assessment
Executive
Approval
Project
Scoring
Program
Review
Asset
Allocations
Project
Prioritization
Annual New Call for Projects
Owners
Need Identification
Projects Scored
Filtered
Project
2
Project
1
Project
3
Needs Scored
By Owners
Annual New Call for Projects
CPM / Asset Mgmt
Finance:
Forecast Revenue
CPM/Asset Mgmt:
Asset Program Allocations
Bridge
Investment
Roadway
Investment
Traffic
Safety
Investment
Mobility
Investment
Annual New Call for Projects
Asset Teams
Fiscally constrained
Prioritizing needs to deliver
best return on investment
Project 1
Project 1
Annual New Call For Projects
Capital Program;
Bridge
Roadway
Traffic
Safety
Mobility
Statewide
Capital
Program
Change Management
Process
Owner
CPM
Asset Team
Executive
Applies
Reviews
Recommends
Approval
Change Management
Purpose: Discipline / Accountability
Capital Program Financials
Project Scope
Project Delivery
Executive Oversight
Benefits of CPM/Asset Mgmt
Asset Performance is Driving Future
Investment.
Data Driven Decision-making
Collaboration and Communication Across
Business Units; Regional & HQ
More Adaptable Business Model
Sustainable
Thank You