rail-dot mitigation strategies a shrp 2 r esearch project senior p rogram o fficer d r. m onica s...
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RAIL-DOT MITIGATION RAIL-DOT MITIGATION STRATEGIESSTRATEGIES
A SHRP 2 RESEARCH PROJECTA SHRP 2 RESEARCH PROJECT
SENIOR PROGRAM OFFICERSENIOR PROGRAM OFFICER
DR. MONICA STARNESDR. MONICA STARNES
PRESENTED BYPRESENTED BY
SHOBNA VARMASHOBNA VARMAFOR
STARISIS CORPORATION
Gordon Proctor & AssociatesGordon Proctor & Associates
PROJECT OBJECTIVESPROJECT OBJECTIVES
Identify strategies, Identify strategies, relationships to relationships to benefit DOTs, RRsbenefit DOTs, RRs
Seek partnering Seek partnering techniquestechniques
Develop model Develop model agreementsagreements
Identify and Identify and overcome barriersovercome barriers
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THE PROBLEMTHE PROBLEM Negotiations are Negotiations are
complexcomplex Railroads are busyRailroads are busy Reviews can be slowReviews can be slow Solutions can be Solutions can be
expensiveexpensive Negotiations can be Negotiations can be
contentiouscontentious
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THE RESEARCH PROCESSTHE RESEARCH PROCESS
Advisory panel of states, RRs, federal officials;Advisory panel of states, RRs, federal officials; Interviewed all Class I RRs;Interviewed all Class I RRs; Surveyed all statesSurveyed all states Interviewed 10 statesInterviewed 10 states Interviewed engineering firmsInterviewed engineering firms Reviewed manuals, agreements, standardsReviewed manuals, agreements, standards
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RAILROAD PERSPECTIVERAILROAD PERSPECTIVE
Are private companies, Are private companies, obligated to shareholdersobligated to shareholders
Highway projects do not benefit Highway projects do not benefit themthem
Are in expansion mode, must Are in expansion mode, must preserve rights of waypreserve rights of way
Accidents are catastrophicAccidents are catastrophic Liability is infiniteLiability is infinite Train delay is intolerableTrain delay is intolerable
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RRS ACKNOWLEDGE RRS ACKNOWLEDGE DELAYSDELAYS
RRs agree they RRs agree they sometimes cause delayssometimes cause delays
Each unit juggles 800 Each unit juggles 800 projectsprojects
RRs have been RRs have been downsizeddownsized
Highway projects don’t Highway projects don’t make moneymake money
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STATES/LOCAL STATES/LOCAL PERSPECTIVESPERSPECTIVES
Railroad responses Railroad responses can be slowcan be slow
Railroad requirements Railroad requirements can changecan change
Railroads charge too Railroads charge too muchmuch
Railroads demand Railroads demand changes which changes which increase project costincrease project cost
Railroads demand Railroads demand indemnificationindemnification
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FINDINGSFINDINGS
Much common ground existsMuch common ground exists
• Both sides agree on common problems Both sides agree on common problems and best practicesand best practices
• Both recommend standard agreementsBoth recommend standard agreements
• Both desire central points of contactBoth desire central points of contact
• Both want experienced counterpartsBoth want experienced counterparts
• Both want constant communicationBoth want constant communication
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FINDINGSFINDINGS
Much common ground exists (cont’d)Much common ground exists (cont’d)• Both want early coordinationBoth want early coordination• Both want experienced consultants who Both want experienced consultants who
understand railroad requirementsunderstand railroad requirements• Both support annual process-improvement Both support annual process-improvement
meetingsmeetings• Neither use term ‘partnering’ but both Neither use term ‘partnering’ but both
embrace its conceptsembrace its concepts
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• Based uponBased upon• PartneringPartnering
• Environmental StreamliningEnvironmental Streamlining
• Project Management Institute PracticesProject Management Institute Practices
• Continuous ImprovementContinuous Improvement
AN APPROACHAN APPROACH
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MODEL PROCESS ADOPTIONMODEL PROCESS ADOPTION
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PARTNERING PROCESS
(FIGURE 2)
ADOPTION AT
PROJECT LEVEL
MANAGEMENT OF PROJECTS
EVALUATE PROJECT
OUTCOME
CHANGES/
FEEDBACKPROJECTS
MASTER
AGREEMENTS,
PROCESSES &
PRACTICES
PARTNERING PROCESS AND PROJECT SUCCESS
PROJECTS PROJECTS
PROMISING STRATEGY
Adopt a ‘Partnering’ Adopt a ‘Partnering’ framework between framework between RR and DOTRR and DOT
Clarify in writing how Clarify in writing how they want to interactthey want to interact
Measure the resultsMeasure the results Continuously review, Continuously review,
improve the processimprove the process
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PROMISING TACTICS
Appoint empowered central liaisonsAppoint empowered central liaisons Agree to metrics on review timesAgree to metrics on review times Meet regularly on project schedulesMeet regularly on project schedules Use standard agreementsUse standard agreements Train DOT and RR staffs on other’s Train DOT and RR staffs on other’s
processes, requirementsprocesses, requirements
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PROMISING TACTICS(CONT’D)
Agree to escalation proceduresAgree to escalation procedures Develop central project repositoryDevelop central project repository Conduct annual process-improvement Conduct annual process-improvement
meetings to regularly review and meetings to regularly review and improve the processimprove the process
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Project-Level ExampleProject-Level Example
What does this mean on a project?What does this mean on a project?• Hold kick-off meetingsHold kick-off meetings• Clarify roles and responsibilities Clarify roles and responsibilities • Agree to a scheduleAgree to a schedule• Track the milestonesTrack the milestones• Address issues quicklyAddress issues quickly• Escalate when necessaryEscalate when necessary• Track the metrics for measurementTrack the metrics for measurement
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NEXT STEPS
Final report August 31Final report August 31 Publication late this Publication late this
yearyear Hope to create on-Hope to create on-
going process to going process to sustain continuous sustain continuous improvement effortsimprovement efforts
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