innovative but familiar: delivering chisholm trail parkway · 2017-01-04 · n o r t h tex a s to l...

● N o r t h T e x a s To l l w a y A u t h o r i t y ●

Mar k A . Bouma , P.E . Te c h n i c a l O v e r s i g h t L e a d e r

N o r t h Te x a s To l l wa y A u t h o r i t y

O c t o b e r 1 7 , 2 0 1 2

Innovative But Familiar : Delivering

Chisholm Trail Parkway


Who We Are – History

Origins with Texas

Turnpike Authority

Dallas North Tollway

opened in 1968

Created in 1997 as a

Texas political

subdivision

First TollTag issued in

1989

First option to build toll

roads


Who We

Are Now


NTTA Growth

The f irst 15 years (1997-2012)

1997 2012*

Total Revenue $66.3 million $480.8 million

Toll Revenue $53.8 million $459.8 million

Operating Budget $11.5 million $117.4 million

Outstanding Debt $1.6 billion $9 billion

Center-line Miles 21 111

Lane Miles 124 824

Employees 228 733

Transactions 125 million 565 million

Toll Tags to Date 2,622,324

Counties with Toll Roads (Open / In Construction) 2 5

* Estimates for System and Special Projects System


Creating Organiza tional Change

Traditional Engineering Department would not scale to

handle increased work load

Reviewed other major transportation organizations to

learn from their large project management systems

– DFW Airport ($2.1 billion, 5 years)

– Florida Turnpike Enterprise ($5 billion, 5 years)

– T Rex, Colorado ($1.7 billion, 5 years)

– I-15, Salt Lake City ($1.6 billion, open for 2002 Olympics)

– Illinois Tollway ($5 billion, 10 years)


Lessons Learned From Other

Program Management Organiza tions

Clearly Defined Decision-Making Process

Manager Responsible to Deliver Programs/Corridors

Effective Communication and Coordination is Mandatory

Focused Schedule and Cost Control Approach

Flexible Resources Approach to Meet Program Demands

Co-Located/Integrated Agency and Consultant Team

Ability to Handle Projects in Various Stages in a

Consistent Manner

Delivery Methods Decisions Were Based on the

Agency’s Ability to Deliver


NTTA PMO Implementa tion

Created Project Delivery Department led by Assistant

Executive Director and Director of Project Delivery

Corridor Manager – concept to concrete

New tools to manage and deliver consistent results

– Quality Management System (QMS)

Document existing processes

New manuals (Design, Construction, ROW, etc.)

Project Estimating Templates

– Enterprise Project Delivery System (EPDS)

– Schedule & budget tracking with executive dash board

– ISO 9001 compliant – annual audits


Project Delivery —

Organizational Char t


Quali ty Management System


Process Manuals


Cost Control

Program Master Schedule

Design to Budget

Value Engineering

Forecasting

Change Order Process / Procedures

Risk Management

Project Delivery – Packaging / Methods

Bid Scheduling


Estimating Templa tes


Web-Based Management System

Access

Accountability

Audit Benefits

Cost and Schedule

– Reduces coordination errors

– Reduces travel & delivery costs

– Saves project management expense

– Eliminates lag time in moving information

– Encourages timely responses

Reporting

– Improves coordination & communication

– Enforces standards and procedures

– Establishes accountability - provides an audit trail


Transparency in Financial Repor t ing

Monthly Project Delivery

Report

– Corridor progress reports

– Program status reports –

schedule and financial

– Major consultant expenditures

– Letting schedule

Bond documents

NTTA budgets & expenditures


Project Delivery —

Organizational Char t


PMO – Lessons Learned

Rapidly mobilized new organization to respond to

change

Developed valuable procedures and standardization

Too many layers and levels

– Message diluted

– Delayed decision making

– Difficulties in resolving conflicts

Responsibility without authority

Contractors confused – who’s in charge?


PMO ver. 2

Size of the program shrinking

Reorganized the PMO structure

– PMO functional leads report to staff subject matter experts

– Eliminated senior PMO management layers

– Senior staff member involved in day-to-day activities

Decisions on budget, schedule, quality stay in-house


Compressed Organiza tion


Chisholm Trail

Parkway

Limits: I-30 to U.S. 67

Length: 27.6 miles

NTTA’s first project in

Tarrant and Johnson

counties


2008 2009 2010 2011 2012 2013 2014 Limits Section

FM 1187 to U.S. 67 6

S. of Altamesa to FM 1187 5

S. of Overton Ridge to S. of Altamesa 4

S. of Arborlawn to S. of Overton Ridge 3B

Arborlawn to Overton Ridge –

local access improvements 3A

Forest Park Blvd. to S. of Hulen St. 2C

At Hulen St. and UPRR Davidson Yard 2B

Rogers Rd. to S. of Arborlawn 2

I-30/Summit Ave. 1

Project Overview


Chisholm Trail Parkway History

1960’s: First added to transportation plan

1997: Completed 1st traffic and revenue study

TxDOT led environmental clearance while NTTA led

development of schematics

2008: Southwest Parkway and Chisholm Trail

Parkway combined into one project

Total project cost estimated at $1.8 billion


Project Parameters

• Corridor Design Aesthetics, per Corridor Master Plan

• Rails

• Lighting

• Bridge Design

• Landscape/trees

• Monuments

• “Parkway Feel”

• Reduced Speeds

• I-30 to north of SH 183 50 mph

• North of SH 183 to Altamesa 60 mph

• Altamesa to U.S. 67 70 mph

• Additional $0.04/mile for CMP


Funding Gap

Chisholm Trail Parkway Construction

00/00/00

A lot of dollars

$$$$$$$

North Texas Tollway Authority


Solving the Funding Gap

Considered value engineering and staging/ phasing

of construction:

Reduced pavement thickness

Use of RAP in HMA

Balanced the earthwork for the entire project,

not just within a section

Deferred construction of several direct

connectors

Deferred construction of ultimate roadway

section in allowable areas


Financing the Project

Applied for federal assistance (TIGER and TIFIA)

Received $116 million TIGER grant

Did not receive TIFIA loan

Looked at innovative financing – entered into TELA

with TxDOT to reduce borrowing costs

Brought costs down to $1.4 billion


Par tnership a t Work

NTTA

Tarrant County

Johnson County

City of Fort Worth

RTC

TxDOT


Funding Contr ibutions

TxDOT: $154.3 million

RTC: $322.1 million

City of Forth Worth: $56.5 million

NTTA equity contribution: $328.4 million

Previous NTTA contribution: $68.3 million

Revenue bonds: $668.9 million

Revenue during construction: $2.5 million


CTP Project Management Plan

Goal – to deliver quality NTTA projects on time and

within budget

Expand opportunities for professional services firms

and contractors

Define daily management structure and reporting

Consultant and contractor training in NTTA tools

Keep the public involved and informed


CTP Project Organiza tion Char t


Project Updates

31

www.ntta.org

General information: 817-916-5105

Lane closures: 817-207-0184

[email protected]

Facebook


Chisholm Trail Parkway Traf f ic Updates

• Updated daily

• NTTA website

• 817-207-0184


Chisholm Trail Update

Weekly e-Newsletter

• Emailed to you or available on the NTTA website

• Send an email to [email protected] to

subscribe


MISSION ● provide a safe and reliable toll road system ● increase value

and mobility options for our customers ● operate the Authority

in a businesslike manner ● protect our bondholders ● partner to

meet our region's growing need for transportation

infrastructure.

innovative but familiar: delivering chisholm trail parkway · 2017-01-04 · n o r t h tex a s to l...

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