Add Comment

Transportation finance resources will remain scarce into the foreseeable future, demanding that the MPO and other state agencies use those resources efficiently.  Costs can be controlled by adopting transportation programs that are appropriately scaled to the level of expected revenue, utilizing innovative project delivery methods, and implementing dispute resolution mechanisms that keep projects progressing.   Project delivery must also be constantly assessed to enable continuing improvement and demonstrate the accountability necessary to restore public confidence.  

The existing inefficiencies in the project delivery system are crippling the region’s ability to make improvements.  Every dollar that is lost due to delays, conflicts, or inefficient construction practices is a dollar that cannot be spent to built the infrastructure this region needs.  Inefficient project delivery also creates a vicious cycle, as delays and cost overruns have a ripple effect on projects further down the pipeline, driving up their costs.  Even worse, the general public sees a process in which money is being spent inefficiently, and is less willing to support new revenue options such as tolls and taxes, in turn delaying future construction projects.  

Efforts to improve project delivery must begin with realistic and fiscally-constrained transportation programs that are structured to minimize the ripple effect of delays and overruns.  Projects should be evaluated earlier in the process and those that are either not ready or inconsistent with sustainable land use objectives should be rejected with recommendations for improvements.  Project design funding can help to improve the readiness of programmed projects, as can improvements to state-level bidding and procurement process.  The state should also apply project delivery innovations that are commonplace in other states, such as design-build contracts and the use of a dispute review board to resolve conflicts between agencies and contractors.  All of these improvements should be documented through a detailed, publicly accessible, and dynamic performance measurement system that can document which projects are being delivered on time and under budget, and which are not.

23)    Adopt a realistic and financially constrained regional and state Transportation Improvement Programs

24)    Utilize public-private partnerships and other alternative project delivery methods where appropriate

25)    Increase transportation agency capacity to design and construct high-quality projects

26)    Implement dispute avoidance and resolution systems for transportation projects

27)    Implement comprehensive transportation performance analysis and reporting