Best Practices

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Coordination Between Projects Within a Corridor or Mega Project

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Issue or Need Identified/Addressed:

Coordinated, corridor-wide contract management. The Woodrow Wilson Bridge project involves 26 individual prime construction contracts, many of which depend (or did depend) in some way on the actions of an adjacent contractor before the former could move on to perform a subsequent work phase. In a mega-project with multiple prime contractors, the sponsor "owns" the interfaces. That is, should one contractor delay another, the project sponsor could find itself financial liable for the delay to the affected contractor. [This risk is an accepted tradeoff in packaging contracts to attract competitive bids.]

Strategy or Best Practice developed/implemented to address the issue or need:

Sponsors used a special provision in all contracts requiring contractors to resolve the conflicts between jobs contractor-to-contractor. Additionally, the incentive/disincentive structure in selected key contracts included bonuses that could be earned only if the corridor-wide effort met specified milestones. The GEC conducts formal corridor coordination meetings each month to assure that all firms are cooperating toward the common goal and to share issue resolutions with all affected parties.

Sponsors also included detailed specifications in each construction contract requiring use of Primavera® scheduling software, along with required report content and update frequency. Experienced GEC schedulers review every schedule submitted and winnow out unsupported logic. The Primavera® standardization makes it possible for GEC schedulers to extract information needed to monitor the integrated corridor-wide schedule. Also, a special provision for submittals requires contractors to link their submittal schedules to the construction schedule.

Results

The emphasis on corridor-wide coordination has created a remarkable sense of community among the firms involved, which contributes directly to the on-time performance of this mega-project.

The standardized scheduling specification has also created a degree of consistency among the contract schedules. This consistency allows the GEC schedulers to zero in on issues and to capture key performance indicators for review by project sponsors in a useful way.

Requiring that submittal schedules be linked to the construction schedule metered the flow of submittals so that reviewers could focus on the most important items to support field activities. It prevented the Section Designers from being flooded with submittals and confronted with a contractual requirement to review them all within 30 days.

Audit Coverage For Major Projects

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Problem or Issue Addressed

The nature of a major project necessitates early, effective and adequate audit coverage to ensure the integrity of the taxpayer dollars. One of Maryland's major projects (the Woodrow Wilson Bridge) is shared with Virginia and the District of Columbia. Coordination and effective communication can avoid duplication of effort and maximize audit coverage of a highly visible major project.

Idea/Best Practice

The DelMar Division was instrumental in developing the Woodrow Wilson Bridge State Auditors Committee. The committee was established to:

• Initiate early and continual audit coverage on the major project;
• Maximize audit coverage by sharing limited resources;
• Ensure each State develops and follows an audit plan;
• Provide a method of knowledge sharing specifically related to the major project.

Purpose/Goals

• Ensure the integrity of the taxpayer dollar
• Partner with States in developing comprehensive audit plans
• Identify areas for improvement
• Establish forum for problem solving and knowledge sharing
• Share responsibilities and results

Program Components

• Increase audit coverage
• Address issues as they occur and implement recommendations
• Provide FHWA support for State audit responsibilities and recommendations
• Ensure quarterly meetings are scheduled and attended to share audit results
• Invite guest speakers from other Major Projects, FHWA, OIG, Woodrow Wilson Bridge Project Managers, DCAA, etc.

Results

• Continual audit coverage by the State Auditors on Woodrow Wilson Bridge
• Increased accountability for taxpayer dollars (both Federal and State)
• Efficient use of limited resources

FHWA Fire Order Administrative Review

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Problem or Issue Addressed

The FHWA FIRE Order requires each Division Office to conduct an administrative review annually. The review should identify the potential risk for waste, loss, unauthorized use or misappropriation of Federal government resources. The FIRE Order further requires the person conducting the review not be involved in performing the function to ensure an independent evaluation of the process.

Idea/Best Practice

The DelMar Division (MD) partnered with the District of Columbia Division (DC) to conduct the required Administrative Review. A team from the DelMar Division conducted the review in the District of Columbia and a team from the District of Columbia conducted the Administrative Review in the DelMar Division.

Purpose/Goals

• Ensure an independent evaluation of each Division Office
• Maintain the integrity of the review process and the FIRE Order
• Share limited resources
• Exchange ideas and best practices
• Knowledge sharing
• Developmental opportunity for new staff or others new to the financial and/or review process

Results

• Independent Administrative Reviews were conducted to meet requirement of the FIRE Order
• Recommendations for improvements were developed and reported
• Improvements have been implemented
• Reduced risk of waste, loss, unauthorized use or misappropriation of Federal government resources.

Performance Feedback and Award Program

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Problem or Issue Addressed:

FHWA's successful performance depends on empowered and satisfied employees who work in a positive, supportive organizational environment that recognizes high performing employees in a credible, timely, and consistent manner.

Idea/Best Practice:

Delmar Division has developed a program that is based on 1) providing constructive and timely performance feedback, and 2) using different strategies to recognize employees. All awards are tied to performance results and Division values (customer service, quality, timeliness, teamwork). Team awards make up nearly 50% of our awards. Teams are empowered to distribute these awards based on each individual's contribution to the mission and outcomes.

These strategies include:

• Regular end of the year performance awards [the performance is discussed with the employees on periodic basis and various means of recognition are deployed proactively throughout the year]
• Special achievement awards (both monetary and time off). [Employees are challenged and provided opportunity to identify and implement innovative ideas to improve workplace and program delivery. Every effort is made to recognize effort and product in a timely manner]
• Peer Awards [employees are encouraged to recognize their peers' accomplishments throughout the year. An award limit of $100 or 4 hours is established]
• Recognition at monthly office meeting [employees are publicly recognized at all employee meetings. All feedback received from internal or external sources is shared whether it is an award, plaque, letter, email, or just nice words from our partners and customers]
• Recognition for professional achievement [Division employs an active program to reimburse employees for professional licensing exams and mission related education through its GOE. Professional licenses and plaques are displayed in conference room]
• Employee of the Year Award [this is a peer award based strictly on an employee meeting a mission related criteria. An award of $500 is given to the winner]
• Exceptional accomplishments are recommended for Secretary or Administrator Awards.

Results:

A result oriented work environment that nurtures teamwork, communication, and innovation is well on its way as evidenced by internal and external feedback. (Note: Division has also started a recognition program for our partners)

Staffing Challenge

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Problem or Issue Addressed:

Division success relies a great deal on the performance of our relatively fixed FTE. High turnover and in some cases the loss of experienced employees as a result of retirements and transfers is forcing us to take a closer look at other approaches to effectively deliver ever increasing workload and responsibilities. Our major partners at SHA and DelDOT are facing the similar issues, which are further exacerbated with political decisions such as buyouts, freeze, and reduction in force.

Idea/Best Practice:

DelMar Division has used several approaches to address our needs. These include

1. Acquiring assistance from other offices.

We have utilized staff members from HQ's and RC to temporarily fill our vacant positions until they could be filled. Resource sharing at a more permanent basis needs to be considered as well.

2. Multiple responsibilities.

We have assigned (from time to time) several of our employees to perform multiple tasks. For example we have used our program specialists in ITS, pavements, and bridges to work as area engineers and to assist in the stewardship of mega projects.

3. Cross training

We have provided opportunity to our staff to temporarily work full time in other positions to develop knowledge and skills to provide the Division more flexibility in ever changing environment. For example, our ROW officer is working as a quality coordinator to gain experience in performance planning, process management, and corporate management strategies.

Our partners at SHA are also facing a freeze on hiring. To accomplish heavy workload they have obtained authority to hire ex. SHA employees and others on temporary contract basis. These contracts usually run for a maximum of one year and can be renewed.

Results:

• We have met our key stewardship and performance plan responsibilities
• We have been able to provide increased assistance to SHA in environmental and civil rights areas at their request.
• SHA has been able to meet their project management responsibilities with the help of contract employees.

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