District 12 Construction Unit Business Plan October 21

District 12 Construction Unit Business Plan October 21, 2005 1

Introduction n “construction”…… the act of building, devising or fabrication, putting parts together n “management”…… the act of controlling, directing or carrying on business for a collective interest n “the bungee cord theory”…… the art of design, construction and maintenance working together with support from human resources, fiscal and community relations to deliver high quality projects 2

Presentation Overview Strengths & Accomplishments n Challenges n Goals n 3

Strengths and Accomplishments Unit n Partner Focus n Organizational Focus n 4

Our Greatest Asset: OUR PEOPLE n n n n Experience Dedication Job Knowledge Work Ethic Team Players Cooperation with Other Units Ability to “Get Things Done” 5

Strengths n n n Internal District relationships Unit personnel function in teams and communicate very well External relationships with Consultant firms and Contractors IT support within the Unit Consistent problem solving in field to complete project Safety record 6

Strengths (Cont. ) n n n Customer satisfaction Maintaining quality while increasing cost controls Succession planning Young, knowledgeable management staff Relationship with QA technical support 7

Organization n n n Complement of 71 Employees Administration Materials Geotechnical Finals Project Management Inspection 12 13 7 4 26 9 (1 Vacant) 8

Partner Focus n n n Environmental Liaison Meeting Consultant Liaison Meeting Quarterly APC Liaison Meeting (On hold) Winter Construction School (80 Consultants) Public Meetings involving contractor 9

Major Projects Completed n n n n SR 40 -06 M SR 22 -B 01 SR 70 -13 R SR 981 -E 10 SR 79 -14 R SR 79 -001 SR 66 -R 10 SR 3093 -A 10 Yough Dam Bridge Murrysville Smoother Roads Railroad Arch Kirby Area Temporary Ramps Apollo Bridge Sony Relocation 10

Organizational Focus Surface Improvement Projects Managed 11

Organizational Focus (Cont) Emergency Slide Repairs Hurricane Ivan n 34 Slide Repairs n Bid Amount $5, 978, 390 n Actual Amount $4, 271, 564 Elco Hill Slide n One Major Slide Repair n Bid Amount $ 3, 321, 924 n Actual Amount $3, 300, 000 New Years Flood Slides n 63 Slide Repairs n Bid Amount $19, 278, 141 n Actual Amount $14, 221, 997 Total n 98 Slides n Bid Amount $28, 578, 455 n Actual Amt $21, 793, 561 12

SR 3020 White Barn Road Greene County 13

SR 3020 White Barn Road Greene County 14

SR 3014 Bluff Ridge Road Greene County 15

SR 3014 Bluff Ridge Road Greene County 16

SR 3007 Greene County 17

SR 3020 Bristoria Road Greene County 18

Elco Hill SR 88 Washington County 19

Elco Hill SR 88 Washington County 20

Elco Hill Slide SR 88 Washington County 21

Elco Hill Slide SR 88 22 Washington County

Elco Hill Slide SR 88 Washington County 23

Project Delivery Meetings n n n n n SR 0040 SECTION 06 M YOUGH BRIDGE LOCAL NAME HENRY CLAY TOWNSHIP, FAYETTE COUNTY IIC: BILL MASER DESIGN: JERRY BENDO CONTRACTOR G. A. & F. C. WAGMAN, INC. NTP ANTICIPATED 10/20/2003 ACTUAL 10/06/2003 BID AMOUNT $ 25, 380, 707. 71 CURRENT CONTRACT AMOUNT $ 25, 656, 896. 18 AMOUNT PAID TO DATE $ 23, 074, 313. 10 89. 93 % COMPLETION DATE 02/16/2006 NET WORK ORDERS TO DATE $ 207, 844. 65 0. 82 % REVISED COMPLETION DATE N/A CONSULTANT INSPECTION FIRM MAGUIRE GROUP INSPECTION BUDGET $ 2, 538, 070. 77 (4232 amount) CURRENT DEPARTMENT INSPECTION COST $ 414, 679. 42 CURRENT CONSULTANT INSPECTION COST $ 1, 142, 659. 60 TOTAL CALCULATED INSPECTION COST $ 1, 557, 339. 02 6. 77 % INSPECTION GOAL 8 % 24

Staining Pier Caps 25

Structure Demolition 26

Structure Demolition 27

Organizational Focus (Cont. ) Geotechnical Unit n Emergency Slide Repair Contracts q q n n Monitor Longwall Mining under I-79 In-house Design-SR 22 -B 08 q n Savings of $250, 000 Lime-Pozzalan Subgrade Stabilization q q n 100 Slide contracts Bid Amount $28. 5 Million SR 22 -B 02 and SR 22 -B 08 Savings of $600, 000 Partnership with Consol q q Pave SR 40 near Glide Contract Cost to Consol $320, 000 28

Organizational Focus (Cont. ) Materials Unit n Improved Bituminous Mix Design Review n Federal Local Acceptance Project testing 29

Organizational Focus (Cont. ) Local Acceptance COMMITTED PROJECTS ECMS NO. COUNTY STATE ROUTE FUNDING ORG. CONT. AMT. EST. CONT. AMT. LET DATE CONSTRUCTION 72828 Greene SR 0079 -14 R 100% State $4, 278, 279 -------06/16/05 ADVERTISE 73356 Washington SR 0070 – F 12 100 % State -------$5, 112, 636 10/27/05 DESIGN 31842 Westmoreland SR 3111 – A 10 80% Fed/ 20% State --------$10, 999, 992 12/15/05 TARGETED FUTURE PROJECTS DESIGN ECMS NO. COUNTY STATE ROUTE FUNDING EST. CONT. AMT. LET DATE DESIGN 74691 Washington 0079 – 15 R 100% State $1, 500, 000 3/16/06 74867 Westmoreland 0051 – 22 R 100% State $2, 480, 000 3/16/06 30

Organizational Focus (Cont. ) DBE Contractor Tracking J: ConstructionOfficeWkovach DBE-WBE-MBE sep. . xls 31

Organizational Focus (Cont. ) n n n n n Consultant Inspection reduction Inspection Guidelines AFSCME 4 – 10’s PMC Request Form Training (Winter School, ACI, NECEPT, ISO 9001) Quarterly Project Management Meetings AAR’s completed on all Projects Design / Construction / Maintenance Meeting Pre-Job Conference Reformatted Regional Materials Meeting 32

Construction Unit Challenges Internal Challenges n External Challenges n Lessons Learned n 33

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Internal Challenges ISO 9001 n Model for Quality Management q q n Focus on Project Delivery q q q n Say what you do Do what you say you do Prove it Improve it Involves every portion of the project, and every unit involved Design, Construction, Maintenance Covers both Silos and Interactions Three General Areas q q q Quality Manual General QA Procedures Unit Specific QA Procedures 35

Plan for Development of Unit Specific Procedures Design Construct Maintenance Roads Process for Project Delivery QA Procedures for Cross-Functional Activities 36

Internal Challenges (Cont. ) Accurate Automated Inspection Cost Data n J: ConstructionOfficeBuzzelli DashboardSeptember 2005 DashboardRevised September 2005. xls n 37

Internal Challenges (Cont. ) n n Need high speed internet for all projects utilizing Next. Gen Need updated Next. Gen program versions on a more consistent basis Need meaningful and timely training Local Acceptance Testing 38

Internal Challenges (Cont. ) n n n n Inspection Cost vs. Quality Oversight on Local Projects Fiscal Responsibility and Control Timely Constructability Reviews Assure Integrity and Accountability Fill Positions with High Quality Individuals Communicate Goals and Objectives Recognize Employees 39

Internal Challenges (Cont. ) Geotechnical Unit n Monitoring Longwall Mining under I-79 q q n Three panels expected Five more years Partnering with Consol to Pave SR 218 q Estimated cost of $300, 000 n Drilling of Masontown and Freeport Bridges with SPC Driller n Replacing outsourced Geotechnical work with Inhouse q q Drill Contracts with inhouse Drill Rig -Estimated savings of $100, 000 per year Design for SR 22 -B 09 -Estimated Savings of $125, 000 40

External Challenges n n n Communication and Relationship Building with other Agencies Control of Oversight Costs Utility Delays Contractor’s Responsibility to Quality Expand Pre-Bid Meetings 41

Lessons Learned n SR 70 n SR 381 n SR 3093 SR 70 n -No daylight work on High Volume Interstates -Latex Bridge Deck – Right Candidates -E & S Plan is ‘Cast-in-Stone’ -Disposal of Grinding Slurry 42

Department Goals Executive and Strategic Focus Areas n Unit Goals n District Goals n 43

% of Construction $ Spent on Oversight n n New Deputate Goal = 8% District 12 total inspection costs for 2004 -05 q q n 7. 5 % including emergency slides 8. 04 % excluding slides. Remaining items contributing to oversight not well defined or easily trackable 44

Final Project Cost vs. Bid Cost n n Deputate Goal= 3% maximum overrun District 12 cost overruns for 2004 -05 q 1. 39 % including emergency slides q 3. 06 % excluding slides. 45

Implementation of Environmental Commitments n n Deputate Goal: Zero “Notice of Violations” received on Construction Projects No “Notice of Violations” issued on 12 -0 Construction Projects during 2004 -05 46

% of $ Committed for Technical Consulting DBEs Annually n n n Deputate Goal: 16% Required DBE % by Central Office in every Construction Inspection agreement advertised Statements of Interest not committing to goal are disqualified 47

$ Committed for Construction DBEs Annually n n Deputate Goal: 8. 5% DBE Goals for projects are set during the Design Phase of project development DBE compliance is monitored for each Contractor on all projects. DBE importance is emphasized at all preconstruction and project progress meetings 48

Construction Unit Goals n n n n Obtain ISO 9001 Project Delivery Certification Improve Integrity and Accountability Increase ACE’s Time at Project sites Inspect Local Projects Weekly Recognize Employees Reduce Short-Term Sick Leave Utilize Dashboards to Measure Performance Manage and Control Overtime 49

Construction Unit Goals (Cont. ) Reduced Overtime Usage and Overtime Budget 50

District (Bungee) Goals n Improve attendance q q n Increase involvement q q n n Design Process Construction Schedules Advance Communication of Cost Increases Improve Pre-Bid Meetings q q n Design Field Views Final Design Public Meetings Quality Quantity Share Resources – Winter and Temporary Reassignments 51

In Memory of Gary L. Davis n n Born February 13, 1962 Deceased September 13, 2005 Twenty + years of service to District 12 -0 and the Construction Unit TCI- Supervisor 52

Closing Remarks And Questions 53