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Joint | March 3, 2015 | Committee Room | Joint Transportation Committee Meeting

Full MP3 Audio File

...construction activities are funded by some federal funds, but mostly highway funds. There are some federal and interstate bridge dollars. The interstate maintenance account is what we use to do heavy maintenance on our interstates. We do a lot of paving projects on our interstates to improve the surface, riding surface of pavement on those particular facilities, and we use bridge program funds, federal funds to do preservation and maintenance work on bridges on the state highway system, on the interstate system. State highway funds include contract resurfacing, highway maintenance, bridge program funds, pavement preservation funds, secondary road paving programs or funds, which is a $12 million program on a statewide priority system for paving our gravel roads. There’s also contingency small construction, economic development, squad safety and public access funds that build smaller projects. This graphic here is our current year funding. It breaks it down by categories. If you’ll note, our current state allocation for this past fiscal year is right at $1.1 billion and we have a federal allocation of about $282 million, which includes $91 million for interstate pavement resurfacing for projects across the state, and includes $9 million that we use for bridge projects for structurally sound preservation on interstate bridges. For structurally unsound bridges, rehabilitation repair/replacement, our federal allocation this year was $191 million, so it was a total federal dollars used for maintenance activities of $282 million. They gave us a total maintenance budget for working on the system of approximately $1.4 million for this past fiscal year. This chart here is a demonstration, this is out of our Mopar? report that Miss Vanderburg? will talk about shortly, is a demonstration of different budget scenarios. These give scenarios of what we would do distribution-wise or allocation-wise if we had an additional $200 million up to $700 million to address our full needs identified for maintenance on our system, or in contrast, if we had, if we had to cut $100 million, $200 million or $300 million out of our current maintenance program, where we would actually do that. These activities are prioritized, disasters and emergencies are our no. 1 priority, of course. Our no. 2 priority is our pavements and the preservation of those pavements, and our no. 3 priority of course is our structurally unsound bridge maintenance. So we would allocate more money to those particular three items if we had money; and if we had less money, we obviously would go to our lower priorities to decrease the funding in those particular categories. This is a graphic that shows the funding allocations by category. You’ll not that contract resurfacing is our biggest piece of the pie at $480 million, and then of course, our maintenance fund is primary, secondary and general maintenance reserve that we allocate to the divisions for maintenance activities across the state total about $440-$450 million. Then we also have our bridge preservation funds for working on functionally obsolete or structurally deficient bridges of $153 million, and of course, the pavement preservation is our chip/seal funds of $65 million. Some of the legislative directive from the last session included a staffing study. The study was completed and delivered to joint legislative oversight on Dec. 1 of 2014. We’ll go into more detail with the staffing study tomorrow, that’s ?? presentation. Pavement preservation outsourcing, there was a requirement last session and establishment of the pavement preservation line item, the pavement preservation funding that we have accelerating outsourcing of that particular activity to the public sector. The first report was submitted in Dec. of 2014 that gave the current status of where DOT is relative to outsourcing efforts in that particular category. I gave a report a few weeks ago relative to the pavement preservation current status of the outsourcing. Our projections are it will be about 57% outsourced...

Speaker changes: once we elect contracts if the spring with that particular activity we also head of the ?? condition of the state highway system is find it needs one of those two charts are directly out of that documents the more powers ?? the operations performance appraisal ?? first legislature on January 2015 ans we also doing ?? highway maintenance program and this will be posted to board transportation websites ?? it will be approved by the board on the meeting that we are having this particular week ?? legislation specified in previous systems of program funds ?? are pleased to report that very much on track to see that goal and more than 70% of funds allocated and get that contract prior to December of this year ?? my part of the present on sir Speaker changes:Thank you Mr.Holder ?? Speaker changes:?? Speaker changes:i don't have that figures when that's knock my head but i can tell you that last spring as long as i came into the job last ?? or my i got a call from several municipalities about the dollar mount of our reimbursement agreement all of the agreements we have ?? for doing sign repair for doing traffic markings they re all reimbursed with the department actually has ?? with the city what they do the work they bill us what they do they not to exceed price so we would estimate what the department to actually do that work and that is the basis of the agreement with the city so i guess it's physical neutral ?? we wont pay them more than we would do it ourselves Speaker changes:?? Speaker changes:?? but i would say is probably close to 100 if not more we rely on our administrative partners to operation on steady systems and we buying steady partners in that and could say with the meeting we have with them they are concerned ?? declining that it was until the past this yer we re trying to maintain that agreement trying to maintain that level of fund Speaker changes:?? Speaker changes:Good question Representative ?? they use power bill funds on their close cities and streets on rods their state system rods on our official mates ?? our agreement is manage those signal responsibilities ?? on their own state rods so they use the power bill funds and actually apply them and make hem on their city streets for signals it looks puzzled ?? Speaker changes: ??

?? [SPEAKER CHANGES] Yes. In a sense it is outsourcing because we’re relying on an external party to help us with maintenance. It’s more efficient in many cases for, let’s just say Charlotte for instance, all the signals that are on State System Roads within the municipal limits of Charlotte, we have an agreement with Charlotte, a reimbursable agreement where they have to, they go out and do preventative maintenance. They change out parts to the controller, they actually respond to emergencies. So they keep a record of all of that. And we do an accounting that that maintenance activity is actually done on the State System or state-owned asset. So if they send us a bill and it has a signal on it for Idlewild Road and we know Idlewild is a City Street, then we would deduct that off the bill. But that’s delineated as part of the agreement. [SPEAKER CHANGES] I’d like to ask a question, first, if you don’t mind. Mr. Holder, on one of your sliders, you had a breakdown between primary roads, primary routes and secondary routes. If, and there’s a lot of discussion sometimes about our, how we have a state-wide maintenance system and the counties don’t bear any responsibility for maintenance. How many miles, if we sort of had the standard state model where you have state, county and municipal roads, how many miles of those roads would be dedicated to county maintenance? If you know or, an estimate? [SPEAKER CHANGES] Well, the, probably the majority of those, of that secondary road mileage would be, so the 64,000 miles of secondary road, which many of those in the counties are what we consider to be farm to market roads. Two lane, two-way roads. Your major secondary roads that are adjacent to or run through municipalities, I would think, in the standard model, like in Virginia or South Carolina, would keep those roads for maintenance just because they’re such a critical part of this transportation system. So the, just a rough two-thirds of the mileage probably would be county-maintained. [SPEAKER CHANGES] Thank you Representative Shepard. DO you have a follow up? [SPEAKER CHANGES] I have a follow up, thank you Mr. Chair. Representative ?? So basically, a state highway that runs through a municipality, that’s not taken care of by the county, that’s being taken care of by the state. [SPEAKER CHANGES] That’s correct, yes sir. That’s exactly right. And Senator Daniel, if I could take a liberty with the previous question, as most of you all know, the state highway system or the county road mileage was transferred to the State Highway Commission many years ago. We’re as a matter of fact this week celebrating the hundredth anniversary of the department, or of the establishment of the State Highway Commission. And we feel, our department feels, I feel in North Carolina we have a much more efficient model because even though it is very expensive, we’re directly accountable for the maintenance and operation of our system through our gas tax and through our Highway Trust Fund. And it gives our residents of our state a whole lot more consistent experience and a consistent level of maintenance throughout the state. You have a unilateral or a Unitarian owner of the system. So instead of having one hundred maintenance to our Department of Transportation facilities, you have really one organization that provides consistency and uniformity through the state, which if you’ve been to other states adjacent to us, I live not far from South Carolina, you drive on their secondary roads, not to cast dispersions on them, but they definitely are not up to quality that our secondary roads are. [SPEAKER CHANGES] Thank you sir. Any other questions for Mr. ?? Yes sir. Senator Ford. [SPEAKER CHANGES] I’ve had a couple people ask me, ?? municipalities at home they were told there would be no more tar and gravel roads. Is that true? That that was being done away with? [SPEAKER CHANGES] No sir. Our quote tar and gravel roads, pardon the vernacular, are chip seals. And that is what the pavement preservation program is intended to address. So the legislation, the budget provision last year that authorized 65 million dollars in that particular

Speaker changes: category allowed us to are establish our problem the program that will rapid and outsource and all ?? so to answer your question it's not bout long way bout it yes we are still in that business we hope to continue to still in that business to accelerate the funds because ?? most efficient way to take very good care and do very good maintenance on our secondary rods on have re not highly traffic ?? cross the states ?? that's very very effective treatment ? stem to high level Speaker changes: follow up Speaker changes: follow up ?? much expensive to do that thank you Speaker changes:?? if you would come forward and answer the question that the gate that end with the name of your husband Speaker changes: no,not but i would love to go and he needs to take me one day Speaker changes:?? Speaker changes:we can look that how they maintain roads in Germany too ?? My name is Jennifer ?? engineer and i will be talking to you bout variety of things ?? our first one of them was ?? and organization of acronyms more park is the maintenance ?? announces reports and we worked really hard to get that acronym in that this year actually would get that session we would suggest that to you we deliver this on January first of this year we have we have done Conditional reports assessment to you maintenance program assessment in 1998 and 2014 we switched more ?? some similarities between the tow but some differences s well both reported condition of that highway system to you board ?? both of you gave funding need the report reported everything to you on state wide level more pro document reported to you in divisional level and more pro document give ?? information in there ?? reporting response ,report mobility reliability ?? that sort of things were in the new document that were not i the old document and the one of the difference that the old document structured round so we have charted for bridges chapters for payments charts for roadways and we document have round ?? we have to show how the different assets we have sing into ?? overall goals and talking bout the goals these are NCC golf this is the one other speak up today so we talk about making our transportation network ?? making our infrastructure last longer and making our organization please well and making our organization is great place to work assets to fit in all of the categories but i will cover some of these today but certainly not ll of them and we would start with ?? for making our transportation's and network ?? crashes over costs us over 10 billion dollars year and that's property damage that's injuries hospitalization ?? emf responding to accidents we have done something ?? are down 18 percent since 200 injuries re down ? and we are trending in the right direction from there while the statistics are big and some of the things that we do in the background ?? really to have review in the ?? one of the big thing science and road markings is you notice

...last few weeks with the snow and ice, the road markings have become kind of dull. So those are some of the things that we do to make our transportation safer. Signal maintenance and operations, of course, that is a common one. Guardrails. Installations and guardrail repairs. Shoulder repairs. We have run off the road accidents that cause a lot of problems so shoulder repairs. And then coordinating with emergency services. Yes, they need to be in the lanes to deal with the accident, but do they need to be in all the lanes or can we move them off to the shoulder a little bit quicker to try to speed up some of these accidents that are in the roadway? As far as moving our people and goods more efficiently and more effectively this whole chart talks about the interstate system and I will start in the top right hand corner. We'll work clockwise. One of the things that MOPAR was asked to give you was information on congestion. And so if you look at that graphic, the green for interstate, our traffic congestion on 78% of our network is what we would call good. That means we're traveling within 15% of the posted speed limit. The blue, that small piece, is 7% is in good condition. It means we have moderate congestion in that part. That is we are traveling at traveling at speeds less than 15-30% below the posted speed limit and then that yellow piece is the poor, or the severe congestion, that means we are traveling at less than or greater than 30% less than the posted speed limit. Does that make sense? So in other words, if you're on the interstate and the speed limit is 65 miles an hour, you are in that area and you are traveling at 45 miles an hour if that helps. No surprise the most congested mileage in the state is in the Mecklenburg area followed by Wake County and Cabarrus County and then from there the interstates drop off in the amount of congestion that they have. One of the reasons that this is very important is that statistic in the top left: for every minute that a freeway lane is blocked, because of an accident (so congestion and accidents kind of go together), for every minute that a lane is blocked due to an accident (or an incident of some kind) it causes four minutes of delay. So for every half hour that an accident is in the roadway, it's two hours worth of congestion behind that accident causing more problems and more accidents in the background. Another piece of moving good and people more effectively that we really don't talk much about, except in months like February when we've had all this snow, are disasters and emergencies. Of course you saw how travel was impacted because of the snowstorms we had just in the last couple of weeks. We break our disasters and emergencies into three categories. The first one is declared events. These are the federal declarations. These are the Hurricane Sandy's and the Hurricane Isabelle's, and the things that really cause a lot of damage that we get federal reimbursement for. Now we get a federal reimbursement up to an average of about 75 or 80 percent of our expenses so there's still a 20% or so there that DOT has to foot from our own maintenance funds. The next category are non declared events. These are small tornadoes or things like that that don't get a federal declaration. They are not big enough to warrant that sort of a declaration, but we still have to deal with them, and we have to get the material off the road and we have to repair things. Those cost us a good bit of money through the years, and we'll talk a little bit more about those. And then, of course, the most obvious one that we've all seen recently is snow and ice and the graphic goes with snow and ice. So the yellow line is the average, what we've average spent on snow and ice in the last five years. We typically budget about 30 million dollars for snow and ice, and you'll see it's variable, it goes up and down. We've had some pretty bad winters and we've had some pretty good winters. And up until last week or so we thought 2015 was going to be a good winter. And, yeah, that hasn't worked out quite that way. As of today, just as I was getting started I got a text that said we've spent 47 million dollars on snow and ice this winter so we are on target for that average even though we budgeted 30. Now we do have a little bit of money that we hold back for those sorts of emergencies and over runs so we are not in the red yet, and of course we will take care of those things, but we are on track to spend about that average. Some activities that contribute to moving people and goods: some things like turn lanes, not stopping traffic for somebody to turn left, but giving a turn lane for that to happen. Ramp metering, iMap, incident management...

Those folks really help keep traffic moving, get that car that just needs a gallon of gas to get to that next exit. Get them off the road. Snow and ice clearance, of course, is one that we've seen recently. Debris removal with the snow and ice. We had some ice storms in there and had some trees down, so those are, are things that we get the trees off the road and get people back moving again. Major drainage repairs, something that's happening more and more for us. Lots of reasons why this is happening. We've had years of drought, and now followed by years of plenty of rain and it's, it's really causing some pipes to fail and some of those things. We've got pipes that are aging out. These pipes don't last forever, so we've got pipes that are aging out. We also have increased development that's adding more water to those systems. The, if you're from the, the Raleigh area, the picture on the bottom there is Hammond Road. What started out as, as a hole in the pavement about the size of this podium, when we got down in it and figured out what was going on, it became this huge hole in the ground, literally, that took about a million and a half dollars to fill that thing, but it caused traffic delays, it caused all sorts of things where we have to dig up and repair. But those are things that we have to deal with, and we have to deal with them out of our maintenance money if we're gonna keep people moving. Moving onto the next goal of making our infrastructure last longer, our biggest asset are pavements. And we'll start with, with that. The trends for pavements are in the right direction. We're trending, we're at our target on the interstate system. We're at our targets on the secondary system and our primary pavements are improving. If you look at that graphic, you see we have a target for good and a target for poor. We don't really do a target for fair. It's kind of the, the in between of the two. So we're trending toward those targets. This graphic shows how we make those roads last longer, and it goes in a combination of pavement preservation and resurfacing treatments as well. If we were to fully fund pavement preservation, add $100 million, we can actually show that we would save money over time, and that's what the graphic is showing there. So if we allocate $64 million for pavement preservation, we need to spend $493 million in contract resurfacing versus spending $100 million in preservation treatment and only having to spend 411 million in contract resurfacing. So that gives us a, a savings of some money. And those, those chip seals are, are good and effective treatments that help us keep our network in good shape. The other things Mike mentioned earlier is the interstate program. We do have some federal money that we put toward paving and improving our pavements on the interstate. Our next biggest asset, of course, is our bridges. If you'll, this graphic has got a lot of data on it. The solid line and the dashed lines are the targets and the condition scores for, the top one is interstate, the blue is primary, and the orange is secondary. So you can see, we're, we're trending up for those targets. If you look at the gray bars in the background, you'll see the funding spikes in 2013 and 2014. That is, corresponds to the bump we had in funding, when all of the system preservation money was funneled into bridges. So that's the spike there, and then you can see as we put more money in bridge, in the bridge program, it also spiked the condition. So you can see we're trending up in condition there as well. So we're trending in the right direction but we have got a bridge tidal wave coming at us in the future. Typically, we think of bridges lasting about 60 years. We have got 2,261 bridges that are gonna cross, that are gonna have that 60th birthday here in the next seven years. We're gonna have all those bridges that hit that target, which means that we've got some big expenditures coming in, in our bridge program. What that means for us is we need to replace, we need to start now replacing those bridges to get over that, that 60 year birthday threshold. So that's 323 bridges a year that we need to start replacing if we replaced them today for the next seven years. We need to do that production. That's 50% of the bridges than we replaced in 2014, and there are some things we can do to make those bridges last longer, to push that out there to, to the 75 year mark in our bridges. So we need to do more bridge preservation as well, and I'll talk more about bridges in a little bit.

The other part of making our infrastructure last longer are our roadway assets and this is the lines on the pavement, the slab or markers on the pavement, and then anything outside the pavement as well so some activity that contribute to this: removing hazards from the roadway, shoulder maintenance, making those, if we get the shoulders in the right condition that keeps water out from under the pavement, helps us maintain that pavement, ditches gets the water off as well. Water is a big enemy for our pavement. And then drainage structure repair, we have boxes that fail, Hammond Road sort of things kind of happen. And then something that you can think about kind of routinely are maintenance, or I'm sorry, mowing and litter, but if you look at the graphics, you can see our roadway items, we're in pretty good shape. Green means good, yellow means we're within 10% of the targets we set, and then red means we're more than 10% away from the targets we set. So if you look at that, we need to focus on the yellow and at the top is drainage. We need to focus on some of our drainage assets and improving those. And in the red are pavement markers and words and symbols. So we need to work on some of those things to help improve the safety of our structures as well. As Mr. Holder said, he is gonna be presenting tomorrow on staffing and budgeting as well but this is just a graphic of some of the ways we've started looking at things to work, how our agency works and works well. He's gonna go into more detail tomorrow on this one. This is a chart of sort of division lane miles per employee. So you see far east and far west while we have less lane miles per employee. It's geographical issues with how to get around and get to everything they need to get to. The colors don't necessarily mean good or bad, it's just looking at how much, how many lane miles they have per employee. So you see the Peamont Crescent has many more lane miles per employee. Some of the things we are doing to improve our efficiency, a good one is our fleet utilization. We are doing audits twice a year of our fleet, looking at what pieces of equipment are being used less than 20% and working with the divisions to see if they really need all of those pieces of equipment, are they things they can dispose of, or large pieces of equipment that they can rent for part of a year and save money in there. We're purchasing multiple use pieces of equipment, skits gear loaders, the little bobcat loaders, come with multiple attachments. They do lots and lots of things and they can replace multiple pieces of our equipment. So can we go to something like that. Or compact excavator that fits on a smaller trailer versus a big back hoe that we take out. And then disposal of equipment, we do get rid of our equipment on a regular basis. We have auctions several times a year to get rid of our equipment and get it out of our fleet. Something else we do, low cost maintenance alternatives, we do, there have been tons of operational technique improvements rather than digging out and patching in an old fashioned kind of a way. Can we do a mill patch? Can we take out a small miller and patch rather than taking out the big back hoe and doing all those things. Low cost materials and more resilient materials. They may not be the same thing. One common example is using a polymer modified emulsion with those chip seals that makes it, that helps the (inaudible) a whole better, it makes it last longer. And then timing treatments effectively, you know this with your own house. If you paint it at the right time you save yourself a lot of money in the long run. And so pavement preservation activities, bridge preservation activities, washing garters through having a deck, those sorts of things help our system to last longer. Alright, now I will move on to (inaudible) budgeting. In 2014 we drastically changed the way we budget. Before that we had done an inventory based method, where we took into account the number of lane miles in a division or county, the number of the population in the county, the ADT in the county, those sorts of things. We went to, in 2014, to a needs based methodology, and I'll talk more about these categories in a little bit but the three categories that we assess need in are assessed things, non assessed things, and then emergency and administration and I'll elaborate on those in a little bit. So why did we change the way we do it? Well, it gives us data driven decisions. We have targeted levels of service. We have targets that we want the divisions to hit. We can see the ones that aren't meeting them and then it gives us a target for them to shoot for. It gives off the better accountability. They can

Speaker changes: Being pressure is good thing we can see him competing in one another it is ?? we are putting in where it needs to be fit it our resources where we fit hurdling in it need the dollars more than others some of the ?? it shifted money some of the ways we didn't expect and it's working through some of the ships were some of the common things and it shifted the calculations well when we shifted the ?? money and we have worked in some of the issues ?? we have one of the favorite ?? management systems in the country and that's the management system really good ?? if i have 100 dollars where is the best place to be ?? and those tools can spend us what is the best place to spend us money in those tools is something called decision trees if the things in charge those decision trees ?? the things to do which we decision some we still continue to do that looking t the analysis in that what is in the analysis in there what is make the decision in the we would make if we have generate all these questions what would you do,for closing the loop and how ?? management structures no prior report ?? we have couple of the charts for you guys have legislation ?? and we do the whole cycle next time looking at the bridge program looking at the bridge in particular Speaker changes:?? Speaker changes: go ahead ?? you have the floor Speaker changes: thank you Mr chairman on slot 20 ,i have been waiting on this quite sometime and thank you very much for bringing this ?? 10.1 billion year is that correct? follow up Speaker changes: ?? Speaker changes: why is the asset recovery rate, Speaker changes:that number included private vehicle damage as well as DOT property damage ?? damage as well as claim what have 60-70 percent recovery rte on those worked in to get that money last time ?? 60-70%, Speaker changes: follow up, Speaker changes: follow up that to me is important enough is that number needs to be broken out as it ?? to property damage the state property and that recovery from the assets as the chairman is i possible to get that data Speaker changes:?? would it be possible to go back 5 years and to get that possible recovery ?? and it personally i would like the committee to ask ?? the equipment price rate is that something that you work with the department Speaker changes:just find out how many people ?? Speaker changes:follow up Speaker changes:the providing the ?? is it internal program or something that it contract out Speaker changes:we have agreement with highway patrol we have tagging system where of they ?? they could stick round the ?? damaged with the report number and hen we go back to ?? and then we internal the DOT check that funding we do not contact the services out Speaker changes:please proceed Speaker changes: OK, i will speed up,alright ?? bridge program here pretty quickly get back there and so these re things that could ?? numbers ?? deficient that is not in there in safe

...have things about them that are are are not, that are in poor condition, but not unsafe. The bridge program last year was allocated $153 million. One of the things we want to do with this program is to expand it to be able to include some preservation treatment on our bridges as well. Just a funding scenario for the bridge program, if we spent all of that money on just the structurally deficient and functionally obsolete is another category in that, that’s, it’s not wide enough, it doesn’t have enough lanes on it, those sorts of things, it’s still a very good bridge except for that...those are the funds that we would need to spend on it. If we were to try to drop that structurally deficient amount to 10% in 7, 10 and 15 years, you can see the dollar values that would go with that. Allocations -- Mike talked a little bit about this, but this is how we funded highway maintenance in the past year. This is for routine type work. These are patching potholes, mowing the grass, those sorts of things. 
The allocation formulas are simple -- division need versus statewide need -- and these are assessed needs. These are the things that we do condition assessment programs on. We have a roadway condition assessment, payment condition assessment and bridge condition assessment. So you can see some examples there, those things, bridges, pavement, shoulders. Non assessed needs, these are the cyclical type things or the things that we have historically spend money on and a certain amount. We know that we’re always gonna mow a certain amount and we’re gonna pick up litter a certain amount of times. Those things are cyclical, we can figure out how much money we’re gonna spend on them. One historical need is guardrail repair and we spend about $10 million a year on guardrail repair, so we know how much that’s gonna be. The formulas are better (I talked about this a little bit earlier) because they’re needs based, because they put the money where they need to be, because they give us the opportunity to use technology to help us in that we do many of these condition assessment programs with automated services. Some of the challenges we have, our maintenance funding is beginning--has dropped for the last few years. The blue line is the actual, are the actual dollars. The red line is the CPI adjusted, if we were to adjust it for inflation, so you see we were below 2004 funding levels once you adjust for inflation. The spike at the end is more of an accounting thing that we did internally. We used to take bridge maintenance money off and set it aside and allocate it separately when we do the inventory type system. Now that we’ve gone to full needs based, we put it all in together, which made that look like a little bit of a spike with the division engineers can now fund the money where they need it to be. Some other challenges, material costs have gone up. This is in the last 10 years. The material costs have really gone up. You can see that with salt prices, and salt prices have gone up quite a bit just in the last year. We’ve gone from $70 a ton to $120 a ton in some places. And you can see that alt is a previous commodity with all that’s going on in the Northeast. Payment preservation, these are the dollars for those chip seals, and micro surfacing and slurries. They’re cost effective. We can get much better bang for the buck on them. It gives a smoother pavement. This is a typical pavement graph and you can apply this to your house or to your car as well. If you paint regularly, you don’t have to replace wood and so a dollar spent at one point versus six dollars later on, you can see how that would move out the deterioration of the pavement. Same with your house or with your car. If you change the oil, your car lasts longer. Contract resurfacing, again, is done by needs, division needs versus statewide needs. And to remind you, contract resurfacing is just a single list of asphalt. It’s on good, fair pavement and it’s minimal patching in those. Rehabilitation, this is category of pavements that we do not address a lot. This is pavement in poor condition, traffic volumes exceed the need. What, we have sent our target--it can be funded with contract resurfacing dollars. We set our funding up or or our targets, I’m sorry, our targets. I told you we had a good target and a poor target. Our poor target is 10%, so if we’ve got 9% poor pavements, we’re meeting the target, but we still have 9% of pavements in poor shape. To get those pavements up would cost us about $172 million dollars. And we can do it with contract...

Resurfacing, that that takes a big chunk out of that. Mike mentioned a couple of these programs, this is repaving program, it changed a few years ago in how we did. We've gone to a state wide system from a county system, so its a state wide priority. So, its how many homes and businesses are on that road, plus the traffic volume, is it a dead end or a connector. Some of the other programs, Mike mentioned these so I won't spend any time on them, but these are some other funding sources, and as you can see they're particularly small. Staffing strategy, these are some of the things we worked on, they're in the ?? report, which Mike is going to spend some more time on tomorrow. I'll draw your attention to looking at delivery mechanism in-house versus out sourcing. We spend a lot of time looking at those types of things and how can we do things better. We have developed a library of other states contract documents, we don't pretend that we have it all figured out, do other states have a contract document that they use that gives them the service that they feel like they're paying for. We'll plagiarize those contract documents, and they do from us as well. One thing we're looking at, just recently snow and ice control. We've had . . . We are in desperate need of snow and ice contractors, they are just not out there. We've hired a consultant to come and help us look for better ways to do that. Better contracting mechanism, what would it take to make them interested and helping us with snow and ice, and that goes in with seasonality of the work. We need them part of the year and part of the year we don't, what are some of the things we can do to make that better. Some action items that we got in that document that we're working on, the staffing plan, Mike's going to give you that one. Looking at indirect cost factors for some of those administration things that we need to work on, some of the ways that we charge out indirect type of items, we'll be doing a report on that. Looking at the differences of what does the division plan to do versus what they actually did. Then, we'll be working on a transportation asset management plan, that is a federal requirement coming up, but it really ties all of our planning and our large construction projects with our maintenance dollars and make sure we're spending all of our funds in a way that will improve the entire system. Some of the things in the ?? document that you'll see we want like increased funding for bridges that 323 bridges per year is a large number and it takes a lot of money to do that. We'd like to increase payment preservation to show you how we can use that money effectively and how we can actually save money. Then, we would like to increase our maintenance funding flexibility, so we can put the money where we really need it to be. And, lastly . . . I promise I'm done. The highway maintenance improvement program, like Mike said the board will be voting on that tomorrow. That's an example of a plan up there for FY-16, that's a sample from division one. You'll see that it shows, its really a grocery list of all the projects that we're going to do in the next three years using our preservation funds, our contract resurfacing funds, and then the other category was rehabilitation we'll be doing that with contract resurfacing money. But, you'll see the year it was suppose to be done, the roadway we're going to do, the section of that roadway we're going to do if its long, and the type of treatment we're going to do, and then the estimated cost. That will be posted on the web by April 1st, you'll be able to look at that list by county, so you can see the roads in your area. In the future what we will do with that is if the divisions next Winter will be giving us the delivery. What did they actually accomplish on that list of things? We'll be looking at the delivery, and then we will be updating the document. They'll move years two and three into years one and two, make adjustments they need to make and we'll add a new year three to that. The board next year will adopt a new one and we will post it on the web April 1st annually. And, with that Mr. Chairman, I am done. [SPEAKER CHANGE] Thank you, Miss Brendonburg. Questions from committee? I see Senator Krawiec has a question. [SPEAKER CHANGE] Thank you Mr. Chairman. Question regarding the bridge funding on location, and I think the documents in my office, I was supposed to have them here, but I don't of course. I had gotten some information about several ?? using our, I believe Pennsylvania, recently is where we were doing it mostly, with pre-fabbed bridges. Are you familiar with that? Is there any research into that? It saves a lot of money from what I

We use some prefab elements now in our bridges. There is a move toward doing a prefab bridge and setting it in place overnight. I'm not as familiar with how that works, but we do some prefab elements in our bridges now. [SPEAKER CHANGES] Senator [INAUDIBLE]. [SPEAKER CHANGES] You mentioned a couple times that you want to expand in the preservation treatment on your bridge program. What's the stumbling block for you? Simply finances? Thank you, sir. Is it simply finances or the amount of money appropriated, or are there other things that you need to have changed in order to enter into that program? [SPEAKER CHANGES] It is predominantly financing. To be able to do 323 bridges, it takes more money. [SPEAKER CHANGES] Follow up, Mr.-- [SPEAKER CHANGES] Follow up. [SPEAKER CHANGES] Thank you. Because you mentioned that you needed more flexibility, so I didn't know if that was a change at the legislative level or that was something that you could do internally. Do you know? [SPEAKER CHANGES] For just general highway road maintenance funding, we are allocated in three pots: primary system, secondary system, and general maintenance reserve. So, the primary funding can only be spent on the primary system and the secondary funding can only be spent on the secondary system. The flexibility there would be maybe I need more of that money in one place than another. [SPEAKER CHANGES] Follow up. [SPEAKER CHANGES] A separate question if that's all right with Mr. Chair. So, at one point you were also looking at the staffing strategy and what's the best amount of staff versus the outcome. It seems to me that every time we look at a reform inside of DOT it's piecemeal. We look at this piece, we say, "How can we do this more efficiently? How can we do that more efficiently?" Has there been any reports that are available that are particularly outcomes based on maintenance? So, for example, by division. If you said based on I'm making this very different in the mountains than it is [INAUDIBLE] than it is in the East. Have you all said, "We should be able to resurface, maintain, et cetera this number of miles per division for this number of dollars"? If we're working optimally. Sometimes I don't feel like we identify the goal. We often just try and fix what we perceive is broken. So, have you all developed a set of goals by division or state-wide in regard to maintenance goals? [SPEAKER CHANGES] Ms. [INAUDIBLE]. [SPEAKER CHANGES] Yes. What we've done-- Right now there are statewide measures on-- And we have statewide crew sizes. How many people should it take to repair that pipe or apply this chip-seal treatment. With outsourcing of chip seals now we're gonna be getting contractor data in the mix as well. And, yes, it's different from mountains to coast. In the chip-seal arena when we were doing the [INAUDIBLE] we had some regional targets for those guys -- square yards per man hour. So, we'd done a little bit of that. Mike's gonna talk much more tomorrow about staffing. Yes, we need to revisit those crew sizes and look at some of those things and how we do that, and then use some of our contract data as well. [SPEAKER CHANGES] Follow up. [SPEAKER CHANGES] I'll try and make this my last one, but that again in personnel based as opposed to the whole process base of comparing outsourcing or number of people or the cost of whether we have the equipment or they have the equipment. All that the overall goals-- That's something that I'd personally be looking for as we move forward over the next...over this session to see what types of goals have been established for the overall process so we can move towards more outcome-based reform as opposed to individual or numbers of employees as we move through, because that's the discussion that we have but that may not be the discussion that we need to have. Thank you, Mr. Chair. [SPEAKER CHANGES] Thank you. Any other questions from the committee? Thank you, Ms. [INAUDIBLE] for your presentation. Mr. Holder, the committee is adjourned and we'll see you tomorrow.