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A STRATE G I C

B LU E P R I NT FO R
C ON STR UCT I O N
E XCE LLE NCE

Bill de Blasio Lorraine Grillo


Mayor Commissioner
Letter from the
Commissioner

my fellow new yorkers, Overall, this report is a roadmap for ways


that DDC can renew focus on the bottom
It’s my great honor to have been selected by line—the timely delivery of great projects for
Mayor Bill de Blasio in July 2018 to lead the the people of New York. Over 1,300 dedicated
NYC Department of Design and Construction. DDC professionals look forward to effecting
Created in 1996, DDC has become the positive change, and to fulfilling Mayor
City’s chief capital construction manager, de Blasio’s goals for an improved agency that
consolidating and overseeing the work of helps a healthy City thrive and grow while
dozens of government agencies, providing serving all New Yorkers equally.
centralized, professional project management
Sincerely,
expertise, all while complying with New York
City’s strict regulatory requirements.

Since its inception, DDC has successfully


delivered some of the City’s largest and
most important municipal projects. As a Lorraine Grillo
reflection of its success, the agency’s portfolio Commissioner
continues to grow, with a record amount of
construction in progress and several large
programs affecting millions of New Yorkers
in the works.

With this growing portfolio comes increased


responsibility to deliver projects faster and
more efficiently, and this report identifies
reforms and processes that can allow DDC
to better meet its obligations to the City.
Many of these reforms will be implemented
internally at DDC in the coming months,
while others will require cooperation with
DDC’s partner agencies and regulators. Still
others seek to improve the legislative and
regulatory environment to streamline the
construction process while maintaining
important safeguards on the use of
public funds.

3
Contents

7 Executive Summary
11 DDC—Its Mission, Its Challenges, Its Future

T H E S T R AT E G I C B L U E P R I N T

21 DDC Strategic Blueprint for Construction Excellence


23 Improve the Pipeline
27 Manage Projects More Effectively
33 Get More Out of Contractors and CMs
41 Modernize Internal Systems and Technology

47 Implementation
50 Conclusion

Times Square
Plaza Reconstruction
Manhattan
5
Executive
Summary

new york city is one of the world’s great cities—a global center of
economic activity and innovation, vibrant, diverse neighborhoods, and
unparalleled cultural resources. Infrastructure and public facilities—the core
physical improvements below and above ground that support commerce,
mobility, and social growth—have long defined this success. Today, with more
than 6,000 miles of streets, 500 miles of coastline, 1,800 public schools, 200
firehouses, a sophisticated waste management infrastructure, and an ingenious
water supply system stretching well beyond the City’s boundaries, New York’s
infrastructure remains the foundation of New York’s future.

The Department of Design and Construction (DDC) was created to renovate


and expand the City’s public works as the City’s chief design and construction
manager. Now in its twenty-third year, DDC has successfully completed
thousands of vital capital projects with a combined value of over
$20 billion.

However, internal and external challenges, including DDC’s own business


practices, extensive rules that strictly determine the procurement process,
and the engineering challenges of working on underground infrastructure,
all complicate efficient delivery of capital projects in New York City.

In order to meet its mandate, DDC is seeking to fundamentally reevaluate


the status quo in City capital project delivery.

DDC is undertaking an agency-wide review of its own business practices, as


well as external challenges, in order to build infrastructure more efficiently and
cost effectively. While many of the recommendations are technical, focusing on
management strategies to reduce inefficiency and error, the ultimate objectives
are no less important: ensuring the collective quality of life for all New Yorkers.

This plan—DDC’s Strategic Blueprint for Construction Excellence—recognizes


Queens Museum Expansion
Queens that New York’s future will in large part be influenced by our ability to deliver
projects more efficiently. We must modernize how we do business.
7
TH E STRATE G I C B LU E PR I NT Upgrade the City’s Asset
Information Management
Limit Change Orders &
Expedite Contractor Payments Get more out Implement Flexible Performance
Guidelines and Performance Modernize
Improve System (AIMS) Program:
DDC will improve the depth and
for Additional Work:
When a project absolutely requires
of Contractors Management Measures:
DDC is taking a more rigorous,
Internal Systems
the Pipeline frequency of facility inspections so that
sponsor agencies better understand the
additional funding, a lengthy, multi-step
change order process ensues, which
and CMs performance-based approach to
ensure it gets the most from the
and technology
DDC will improve project delivery true condition of their assets, a vital first can delay recommencement of the Just as DDC will enhance its vendors that help deliver projects. DDC is implementing a suite of
from its outset by standardizing step in being able to prioritize capital project and payment to contractors. own management capacity, it will This effort will take place alongside the improvements that will transform
needs in a rational way. DDC will work with the Mayor’s Office also increase its expectations agency’s industry partners and lead basic operations and use data
project initiation. The critical
of Contract Services (MOCS), OMB, to the use of updated, standardized
first steps of prioritization, initial Streamline and Accelerate for contractors doing business to improve business practices.
and the Comptroller’s Office to pilot the contract design specifications;
planning, and defining project Certificates to Proceed (CPs): use of “allowances” where appropriate,
with the agency. The new standardized design and construction
DDC will also modernize
scope and funding needs must Even after receiving a capital to accelerate payments for additional approach will offer incentives durations; a more flexible vendor organizational structures to
be clear to all parties before commitment, a project can be delayed work. DDC will also ensure robust that reduce contractor risk and evaluation system to address vendor make it easier to manage
project execution. during an extensive review of project review and management of these speed payment, but also create performance issues; and expanded use complex projects.
scope and budget details required for a processes through the creation of a better contract enforcement of incentives to accelerate the delivery
DDC will support its partner Certificate to Proceed. DDC will partner consolidated Change Order tools to respond flexibly to of certain critical projects. Implement a Comprehensive
agencies by better identifying with OMB to streamline and accelerate Review Unit. underperformance. Information Technology Strategy:
and prioritizing needs and limiting the CP request and review process Adopt Innovative Project DDC will upgrade legacy
scope changes. To that end, and allow projects to commence more Ensure Timely, Efficient To this end, DDC is modernizing Delivery Mechanisms: project management systems
DDC will implement several rapidly. Payment to Contractors: how it procures, evaluates, DDC will move beyond a one-size- to modern standards, creating
Working with its oversight agencies, fits-all low-bid procurement approach collaborative tools to empower and
efforts to improve the project and pays contractors and
DDC will streamline and expedite the and utilize strategies that are common link all individuals playing a role in a
pipeline: construction managers (CMs)
payment approval process while ensuring in the private sector, across New York project, and reducing the number
comprehensive oversight. DDC and
while also exploring a range of State, and the rest of the country. of steps and the amount of time it
Expand Front End Planning (FEP): OMB will allocate appropriate resources options to restructure contracts The agency is exploring options like takes for payment approvals.
The FEP Unit performs an early review to ensure streamlined preparation and to promote timely performance. Design Build and Construction-
of project proposals with sponsor
agencies and ensures that goals, Manage Projects approval of Certificates to Proceed,
payments and change orders. Develop M/WBE Capacity:
Manager-at-Risk, where appropriate,
and is working with City partners
Create and Use Standard
Operating Procedures (SOPs):
budgets, scopes and schedules all align.
Bringing architectural, engineering, cost
More Effectively Improve Utility Coordination:
DDC’s Office of Diversity and Industry
Relations (ODIR) will broaden
and the State legislature to advance
legislative and regulatory changes to
SOPs will clearly define design
and construction project management
estimating and project management DDC’s design and construction Timely coordination with utilities on its engagement with the M/WBE streamline project delivery. tasks and workflows across the agency.
tools to bear, FEP helps sponsoring utility relocation and reengineering is community through the creation of
professionals assume a large
agencies understand what exactly they a critical-path priority that can impair a new Business Development Unit Develop Complex Program
are asking for and how much it will cost.
responsibility and work hard
DDC infrastructure projects. To address focused on expanding the pool of Management Teams:
FEP will receive the additional resources every day to deliver a broad array this, DDC will institute joint long-term On efforts like the City’s Coastal
consultants and contractors with
necessary to review all projects that of projects of critical importance capital planning processes with utilities Resiliency Program, and creation of a
the capacity to participate in DDC
come to DDC. to the public. including ConEdison, National Grid, contracting opportunities. safer, more humane borough-based
and telecommunications providers. jail system, DDC will organize
Enhance Capital Project Scope DDC will provide new training Streamline Procurement: integrated teams with dedicated
Development (CPSD): and tools to empower staff to Incorporate Robust DDC is consolidating and modernizing leadership capable of managing
For larger-scale projects, the CPSD make critical decisions and Project Controls: procurement for increased flexibility design and delivery of projects with
program, managed by the Office of manage workflow. DDC will The agency will expand the use of and speed. For example, DDC will large budgets and multiple design
Management and Budget (OMB), is also better manage key external extensive data collected on past reform its Pre-Qualified Lists (PQLs) and construction phases.
an innovative way to clearly determine projects to strengthen, monitor, and to make them more effective tools
challenges that impede effective
project scope, cost, and other key continuously improve project cost for quickly procuring contractors,
project management.
factors before capital dollars are assessments and standardize schedule and expand them to more project
committed, a step historically absent durations, project risk management, categories. DDC is also partnering with
from the City’s capital planning process. Institute In-Depth Project and agency processes. MOCS to take on key administrative
DDC will more actively manage Management Training:
functions to expedite contract awards
CPSD studies for projects slated for New training will establish and reinforce Create a Five-Borough
through standard Citywide processes
DDC implementation. industry best-practice standards Communications Strategy:
and implementation of the PASSPort
for project managers, and DDC will Ensuring that external stakeholders are
procurement management system.
empower them to oversee all aspects fully engaged in capital construction
of the project. projects creates the opportunity for
them to work toward and share in
the success of projects. To meet this
important goal, DDC will expand its
community and government relations
functions to promote proactive
communication and collaboration.
E X ECUTIVE S U M MARY 9
DDC—Its Mission,
Its Challenges,
Its Future

Visionary public works built over the past several centuries


have been the foundation upon which New York City
has grown to become a center of global economic activity
and a vibrant home for 8.5 million New Yorkers. This
vast infrastructure must be continually maintained and
upgraded to modern standards in order for New York
to continue to thrive.

Mission and management in a single DDC has completed nearly


agency. DDC soon took on 4,500 projects valued at over
Structure key components of the water $20.3 billion. In Fiscal Year 2018
Prior to 1996, much of the City’s supply system; its transportation alone, the agency completed
capital construction portfolio network; a system of police, fire 133 projects and managed an
was dispersed among individual and emergency response units additional 754 longer-term
agencies focused on service that ensure public safety; parks projects, while working with
delivery and with limited and public spaces; the City’s 20 sponsor agencies and
expertise in capital program expansive public library system; additional non-government
management. Recognizing that and a host of other enterprises sponsors.
the City’s vast capital needs that protect public health and
would be best met through a improve the quality of life for all In order to deliver effectively
dedicated project management New Yorkers. Today, DDC plays a on its broad mandate to build
arm, the Department of Design critical role in building it all. core infrastructure and public
and Construction was created buildings, DDC is organized
New Kensington Branch Library
Brooklyn to consolidate construction around two primary
construction divisions:
11
I N FRASTR U CTU R E PU B LI C B U I LD I N G S
The Infrastructure Division The Public Buildings Division
delivers projects on behalf of the builds and improves facilities
Department of Environmental providing services to City residents,
Protection (DEP) and the including police precincts and
Department of Transportation (DOT), engine houses for FDNY; marine
and last year reconstructed 25 transfer stations and salt sheds
lane miles of New York City streets, for the Department of Sanitation;
and installed or replaced 118 miles structures supporting youth and
of the City’s sewers and water family services; public libraries for
mains. The Infrastructure Division all three of the City’s library systems;
is also responsible for essential cultural facilities, including museums
citywide programs strengthening and theaters; and Parks facilities.
the resiliency, sustainability, and The division also works to upgrade
livability of numerous connected public buildings throughout the
communities. These include the City, including the recent historic
City’s Coastal Resiliency Program, renovation of City Hall, while making
the innovative Bluebelt stormwater them more resilient and energy
management network in Staten efficient, partnering with some of the
Island, as well as the multi-year leading designers in the country.
effort to make pedestrian ramps
throughout the City ADA compliant
and the $1.9 billion initiative to
improve streets and drainage in
southeast Queens.

S P OTLI G HT World Trade Center Site to


manage the demolition,
ON DDC excavation and removal of
P R O G RAM S more than 1.7 million tons of
debris ahead of schedule and
Disaster with no additional fatalities.
Today, DDC continues to
Recovery work with DOT to improve
When the City has been at and expand infrastructure in
its most vulnerable, following a neighborhood that has been
the attack on the World transformed since the attacks.
Trade Center in 2001 and
Following Hurricane Sandy,
after 51 square miles of NYC
DDC undertook almost 50
flooded during Hurricane
projects to help rebuild streets
Sandy in 2012, DDC has taken
and structures that were
a central role in the City’s
damaged, and to prepare for
recovery.
future storms. Today, DDC
Following the devastating is reconstructing and expand-
attacks of September 11, ing stormwater systems in
2001, DDC used its project affected areas from Staten
management expertise and Island to Far Rockaway.
Infrastructure Upgrades
industry knowledge at the Manhattan

High Bridge Reconstruction


Manhattan & The Bronx
12 DD C—ITS M I S S ION, ITS CHALLE NG E S, ITS F UTU R E
Value of Active DDC-Managed Projected
Capital Projects Population Growth
2015-2030

Legend:

0% TO 5%

5% TO 10%

10% TO 25%

GREATER THAN 25%

$5.8B DE PARTM E NT OF E NVI RON M E NTAL P ROTECTION

Sources: New York Metropolitan Council, 2050 Socioeconomic


and Demographic Forecasts, with adjustments by NYC
$3.6B DE PARTM E NT OF TRAN S P ORTATION Department of City Planning, Population Division, 2016;
Level of Geography: Neighborhood Tabulation Areas

Challenges greatly increased project volume Simultaneously, we must upgrade


is only one factor complicating infrastructure to accommodate
$765M DE PARTM E NT OF CIT Y W I DE ADM I N I STRATIVE S E RVICE S and Trends DDC’s efforts to deliver high emergent trends and better
Since DDC’s creation in 1996, the quality projects on time and address the realities of deferred
$598M DE PARTM E NT OF SAN ITATION size of the City’s capital program within budget. Numerous other maintenance, uncertain funding
has grown dramatically. Between challenges exist as well: cycles, and new categories of
$526M P OLICE DE PARTM E NT fiscal years 2004 and 2018, infrastructure needs, like smart
$517M DE PARTM E NT OF PAR K S AN D R ECR EATION DDC’s annual capital budget U P G RAD I N G AG I N G technology, multi-modal transit
grew from approximately $1 I N FRASTR U CTU R E systems, and a pedestrianizing city.
$451M DE PARTM E NT OF CU LTU RAL AF FAI R S
$235M DE PARTM E NT OF HOM E LE S S S E RVICE S billion to more than $3 billion. The City faces the challenge of
restoring infrastructure that is
$186M B RO OK LYN P U B LIC LI B RARY
This growth in construction nearing or has already surpassed
$167M ADM I N STRATION FOR CH I LDR E N’S S E RVICE S
$157M QU E E N S P U B LIC LI B RARY
volume demands greater urgency its anticipated useful lifespan.
$153M N EW YOR K P U B LIC LI B RARY to keep pace delivering critical With every year that passes,
$363M ALL OTH E R S projects and a renewed need the wear and tear on water mains,
to find efficiencies and ways to sewers, streets, subways,
improve project delivery. But bridges, and buildings drives
an almost insatiable demand
TOTAL $ VALU E: $13.5B TOTAL N U M B E R OF ACTIVE P ROJ ECTS: 834 for repair and replacement.

DD C—ITS M I S S ION, ITS CHALLE NG E S, ITS F UTU R E 15


B U I LD I N G F OR A While population and job growth ADVAN CI N G A M OR E ADAPTI N G TO triple. These risks were highlighted LEVE RAG I N G TH E
G R OWI N G CITY are clear signs of a healthy city, E QU ITAB LE N EW YOR K CITY CLI MATE CHAN G E in October 2012 when Sandy TRAN S F OR MATIVE
New York City has experienced a they place an increasing burden All New Yorkers should have access Another factor that DDC must now struck the region, killing 44 people. POTENTIAL OF TECHNOLOGY
population boom in the last decade, on the critical infrastructure DDC to high quality infrastructure and take into account for every project Seventeen percent of the City The proliferation of technology
growing from eight million people builds, including streets and the facilities. The City is working to is climate change. The warming of flooded and economic damages has transformed our economy and
in 2009 to over 8.5 million today. water and sewer systems. Growth balance maintaining assets in a the planet creates new infrastructure were estimated at $19 billion. has great potential to enhance
Population is expected to increase and a strong economy also create state of good repair while enhancing challenges related to higher delivery in the construction
to more than nine million by 2040. increased demand for important infrastructure and facilities across temperatures, sea level rise, The realities of climate change industry. From building information
Job growth has also swelled with public safety services, waste all five boroughs. The City has droughts, and storms. require that we invest to protect management (BIM) modeling,
the addition of nearly one million management, and opportunities redoubled its efforts to construct our city from rising sea levels and to big data collection and applying
jobs since 2004, the highest level for culture and recreation. new community and recreational The NYC Panel on Climate Change natural disasters, and continue artificial intelligence for risk
on record. facilities, transform business projects that by 2050 average our leadership role in minimizing prediction, the opportunities for
districts, and improve connectivity annual temperatures in the City will the City’s contributions to global efficiency gains are endless.
New York City is also experiencing across the City’s diverse increase by 4.1% to 5.7%; annual warming. DDC can deploy technology to
an explosion of tourism. Nearly neighborhoods. precipitation will rise by four to 11%; facilitate internal processes and
63 million tourists came in 2017 sea levels along the City’s 520 miles data collection and incorporate
alone, a 30% increase from a of coastline could rise by as much technology into New York City’s
decade before. While contributing as 2.5 feet; and the number of days infrastructure to adapt to changes
significantly to the economy, each year when the temperature hits in smart cities, the Internet of
the travel and tourism industry 90 degrees could Things (IoT), autonomous mobility,
places special demands on City and more.
infrastructure.

The Future— While DDC completes 93% Time is of the essence to put the
of design projects and 88% of systems in place and make the
Strengthening construction projects early or on institutional reforms necessary
Our Agency time per target completion dates, to allow DDC to remain a
These wide-ranging challenges long project durations, scope world-class provider of urban
and opportunities necessitate and cost challenges exist even infrastructure.
reflection on the agency’s recent within these projects and offer
performance, and identification opportunities for DDC to better
of opportunities to improve guide projects from start to finish.
on-time and on-budget project
delivery. For example, design for over
10% of library and cultural
projects take over three years,
while construction for some
street reconstruction projects
Sheldon Avenue BMP
Staten Island
can be delayed by more than
two years.

16 DD C—ITS M I S S ION, ITS CHALLE NG E S, ITS F UTU R E


F OCU S AR EAS Regulation and Oversight Project Sponsor Management
Internal process analysis highlighted Public capital procurement is DDC strives to provide quality
several areas where opportunities for heavily regulated at local, state, and capital project delivery services to
improved project delivery exist. federal levels, limiting the ability its project sponsors, but project
for City agencies to draw upon a manager/sponsor relationships have
Business Process and fuller spectrum of project delivery been inconsistent. This has led to
Organization tools that consider project type and project initiation with incomplete
DDC can resolve many challenges complexity. scopes, planning with insufficient
to project delivery by implementing project funding, and late-stage
industry best practices in project DDC is working with City partners project scope change acceptance.
management. Streamlining internal to identify high-impact reforms to
agency processes and management the City Charter, Procurement Policy Utility Coordination
practices can help avoid delays at Board Rules, City Administrative Enhanced coordination with utilities
each stage of delivery. Code, and State law. DDC is also including Con Edison, National Grid,
subject to oversight by several and telecommunications providers,
external entities who review and from project conception through
approve contract materials and construction could improve project
authorizations for payment. While delivery and lead to cost and
oversight is necessary to ensure that time savings.
City agencies conduct business in
compliance with all relevant laws,
there are opportunities to accelerate
and reduce redundancy in reviews.

Elements of Infrastructure

SIDEWALKS

BIKE LANES

BIOSWALES

ADA PEDESTRIAN RAMPS

BUS LANES

PERMEABLE GUTTER
PAVEMENT
UTILITIES IN CURRENT CONDITION
TELECOMM
MTA SUBWAY •TELEPHONY LINES
•CO-AXIAL CABLE
•FIBER OPTIC WIRE
ELECTRIC
STEAM
GAS
WATER
SEWER

215th Street Step


Street Rehabilitation
The Bronx
18 DD C—ITS M I S S ION, ITS CHALLE NG E S, ITS F UTU R E
DDC Strategic
Blueprint for Construction
Excellence

the department of design and construction is responsible


for the delivery of great public works that improve the lives
of all New Yorkers. For twenty-three years, it has done so, within
increasingly challenging regulatory, oversight and internal
management structures; swelling construction volume; and new
external considerations related to climate change, and economic
and population growth.

In large part, DDC has executed its projects successfully, but


structural inefficiencies combined with current challenges
demand a revised approach to DDC construction management.

The Strategic Blueprint contains common-sense solutions


to bureaucratic inefficiencies, identified by practitioners and
supported by stakeholders who work with and depend on DDC.
In aggregate, implementing these solutions can have profound
benefits for all New Yorkers, but also demonstrate that
complicated government processes can be changed for the better.

DDC will work to implement the following proposals. Broad


understanding and support will be necessary for their full
incorporation into the way the City conceives of and executes
its capital projects.
21
Improve the
TH E STRATE G I C B LU E PR I NT

Pipeline

Great capital projects begin with comprehensive scopes


and appropriate budgets. DDC is working to provide
improved guidance and support to our sponsor agencies
to assess and prioritize capital needs and develop smart
capital project scopes from the outset. We will accelerate
internal processes to begin design and construction
work in a timely fashion, locking in consensus on project
scopes and significantly curtailing later-stage changes.

E X PAN D FR ONT-E N D Key among these initiatives is the CAPITAL PR OJ E CT S COPE


PLAN N I N G expansion of DDC’s Front-End D EVE LOPM E NT
DDC first receives requests to Planning (FEP) units, which were CPSD studies help develop scopes
manage capital projects through established in 2016 to develop for complex projects before formal
a Project Initiation (PI) document. sensible project scopes that contain project initiation and allocation
The PI starts the clock on DDC’s sufficient information about project of capital dollars. Allowing DDC
ownership of the project’s design objectives, design guidelines, to manage CPSD studies for its
and construction process. and basic cost estimates, helping projects can provide a holistic view
avoid project delays caused by of specific projects, promote early
To better manage this critical early incomplete early planning. FEP has direction to agencies and encourage
phase of capital project development, worked to streamline the initiation of collaboration. To that end, DDC
DDC is introducing a more proactive approximately 100 projects annually. will manage all CPSD studies
project management approach for DDC projects, while providing
to help project sponsors better DDC will add staff to its FEP units in-house scope development for
understand and prioritize their to create more planning capacity an increased number of technically
overall capital needs before the for DDC’s project pipeline. DDC challenging projects each year.
PI is finalized. will also offer in-house cost-
estimating services, to ensure
Water Main Replacement
Queens
that project scopes realistically
align with budgeted capital funds.
23
Finally, a foundation of sensible long- I M PR OVE PR OJ E CT DDC will limit the number of projects STR EAM LI N E AN D While better project scoping and cost CP processing can add an
term capital planning is thorough I N ITIATI ON that have late-stage, sponsor- ACCE LE RATE CE RTI FI CATE S estimating should reduce the need incremental three months to typical
asset condition information. DDC is working to standardize and initiated changes by requiring scope TO PR OCE E D for multiple CP amendments, DDC Public Buildings projects, which
Each year, DDC manages the streamline the way it receives and acceptance sign-off from project The development and approval of will also initiate several strategies generally require separate CPs at
inspections and assessments of initiates projects, so that they can go sponsors. Sponsor-requested a Certificate to Proceed (CP) is a to accelerate and streamline CPs each phase of the project. DDC and
nearly 250 City assets, including into design as quickly as possible. scope changes received after critical step in the life of a project. to advance timely design and OMB are partnering to increase
service-providing facilities, libraries, We are partnering with our sponsor design start impact many projects, The CP is a detailed document construction starts: blanket CP threshold amounts,
and waste management facilities agencies to set standard information leading to substantial delay. Limiting demonstrating that a project is creating a simplified, pre-arranged
through the Charter-mandated Asset requirements, establish more scope changes that occur post- eligible to receive City capital One key initiative is to consolidate menu of capital work of specific
Information Management System rigorous scope change protocols, design start to critical categories funding, which is reviewed internally key project review documents value authorized to proceed without
(AIMS). However, these assessments and minimize projects that stall (e.g. coordination with neighboring and externally and is frequently to reduce the time it takes to get multiple cycles of CP approval. To
must be made more robust to capture in this initial phase. planned capital projects) could revised before it is approved. The an initial CP. At the close of DDC’s accelerate CP processing, DDC
all the critical information required significantly curtail time required CP process can potentially occur Front End Planning (FEP) process, a and OMB will ensure appropriate
for project scoping, similar to DDC is making it easier for for scope review and design multiple times in the life of a single detailed project feasibility document resources to review CP submission
assessments performed annually sponsor agencies to provide all modification. capital project at key milestones: is produced and reviewed by DDC quality and expedite processing,
by the School Construction Authority the information needed to assess at the commencement of design, at and the sponsor agency. A Certificate set standards for CP submission,
for all of its assets. capital project complexity, set a However, some scope change the commencement of construction, to Proceed (CP) for submission to and minimize back and forth during
baseline schedule, and carry-out the may be inevitable and necessary. and again when any major change OMB containing much of the same CP approval. Further, DDC will
To this end, DDC will expand its appropriate package of preliminary To better manage these changes, orders are processed. All told, information is then prepared through clarify capital eligibility guidelines
Asset Surveys to ramp up to 800 site work to enable design. Today, DDC will fully assess the cost and the CP process can add months a duplicative process. DDC is working in collaboration with OMB and the
inspections per year. At the same over 60% of PI requests have schedule impact of scope changes or more to any project. with OMB to ensure FEP packages Comptroller’s office to ensure that its
time it will enhance building condi- insufficient detail and are returned to to recommend whether a change contain all of the information relevant internal assessment meets all criteria
tion surveys for a portion of assets sponsor agencies. A standardized, should be made, and require sign-off for CP review so that these steps can to accelerate subsequent oversight
to make them more actionable so online PI form will improve quality of from client agencies before moving be combined saving up to 100 days review.
that sponsor agencies can use them submissions overall, while reducing forward with implementation. of processing time.
for capital project prioritization and back and forth with project sponsors.
initial scoping. Time Savings with CP Processes

Planning Initiation
No
BACK TO
SPONSOR

PROJECT
Yes
PROJECT DESIGN
FRONT END STRATEGY SPONSOR PROJECT CONSULTANT CP PACKAGE
SUBMISSION PLANNING BOARD REVIEW ACCEPTANCE OBJECTIVES SELECTION

CP APPROVAL &
REGISTRATION

E X I S T I N G : 1 5 - M O N T H AV E R AG E
DESIGN
START

F U T U R E : 9 - M O N T H AV E R AG E

Planning Initiation
No
BACK TO
SPONSOR

DESIGN
No No CONSULTANT
SELECTION
Yes SPONSOR CP APPROVAL &
PROJECT FRONT END STRATEGY
SUBMISSION REVIEW REGISTRATION
PLANNING BOARD & SIGNOFF
SCOPE &
PC PACKAGE
Gansevoort Area FINALIZATION
Reconstruction
Manhattan

DESIGN
START
24 I M P ROVE TH E P I P E LI N E
Manage
TH E STRATE G I C B LU E PR I NT

Projects More
Effectively

In order to remain a best-in-class provider of


construction services, DDC will improve its internal
project management practices. During its strategic
planning process DDC found several key areas
where oversight and direction of capital projects,
once underway, should be improved.

I N STITUTE R OB U ST To ensure its PMs are fully The Program is underway and will
PR OJ E CT MANAG E M E NT equipped to meet this mandate, be continuously adapted to ensure
AN D CONTR OLS DDC is establishing a core Project consistency and development
With direct responsibility for Management Training Program of DDC’s management team.
construction of vital City capital that will enhance construction
projects, DDC project managers management expertise throughout Alongside this effort, DDC is
(PMs) must be empowered to make the agency, create a sense of evaluating how work is allocated.
critical decisions and develop the project ownership, and empower DDC will perform a workload
skill sets necessary to make critical project managers to adhere to management exercise to
decisions and manage workflow project cost, schedule, and quality effectively deploy staff to ensure
efficiently. requirements. Best practices a collaborative, cross-agency
training will include providing: approach that will propel project
development and decision-making.
- Consistent decision-making among
all managerial staff;

- Risk management expertise of


project budget and scope; and

- Organizational capacity to ensure


Stapleton Library Expansion streamlined workflows.
Staten Island

27
DDC will supplement existing STR EAM I N E CHAN G E Under this structure, DDC would
project oversight by formalizing OR D E R S & E X PE D ITE be able to tap into critical funds
a Project Controls Unit for its CONTRACTOR PAYM E NTS quickly to keep projects moving when
Infrastructure Division. The Project Adverse field conditions can arise unexpected— but typical—conditions
Controls Unit will use the extensive on even the best-planned capital arise, while allowing for final review
data collected on past projects to construction projects, requiring and approval by oversight agencies
establish standard construction rapid response and amendments for validity and capital eligibility.
durations and schedules. The Unit to the project’s original scope.
will look to create interactive tools These change orders are a reality To support this effort, DDC
that will help flag potential risks on on most construction projects. will organize a Change Order
projects before they occur to help On well-designed and managed Review Team, consolidating and
reduce project slippage and cost projects, change orders should streamlining reviews for validity, cost
overruns. generally not exceed a fraction of reasonableness, and capital eligibility.
the overall project cost, but should Budget specialists, cost estimators,
DDC will also establish an agency- be accounted for to avoid delays to and engineering auditors will work
wide Director of Cost Control, speedy project completion. collaboratively and concurrently to
who will oversee the developmemt review and advance change orders
of robust in-house cost estimation Standard extra work, within to the payment phase.
tools in an effort to drive down a defined cost limit, should be
project costs based on solid data. permitted to be processed quickly, DDC is also establishing a Payment
without multiple lengthy, and, at Review Unit with a dedicated
Leveraging the vast data available times, redundant reviews. director to monitor, troubleshoot,
about DDC operations, costs, and expedite payments to all vendors
and project durations to establish DDC is working internally and with in concert with the release of a Infrastructure Upgrades
Near Fresh Creek Basin
baseline, data-driven standards its oversight agencies to create a new Project Delivery Management Brooklyn
can fundamentally alter how funded allowance contingency System. Ensuring timely payments
DDC—and the City at large— up to a set percentage of individual is a critical part of effective project
understands and builds its project cost, and a pre-approved delivery, enabling DDC to attract
infrastructure. menu of common change order high-quality vendors and grow the
categories (like asbestos removal, pool of small and medium firms and
soil conditions, utility interference, M\WBEs that are able to do business E N HAN CE UTI LITY First, DDC will proactively design Finally, DDC will pursue more
etc.) to be processed with fewer with us. COOR D I NATI ON projects to avoid utilities in the extensive joint bidding with
administrative steps. DDC projects almost always require critical path wherever possible. utilities, allowing it to procure
coordination with the City’s gas, This approach will ensure that utility relocation through its own
electric, and telecommunications the City’s major infrastructure construction contracts at the same
utilities that share space beneath the programs and utilities’ capital plans time as its other work. In 2014, state
S P OTLI G HT street surface. Utility coordination are integrally developed through legislation to allow for the use of
ON DDC has been identified as a key driver collaboration and shared data. joint bidding citywide was passed.
P R O G RAM S of delays for street reconstruction
Next, DDC and its partner agencies
Since then DDC has piloted a range
projects, which take on average of procurement strategies, avoiding
Benchmark 4-5 years to complete. Improved will make utility coordination more anywhere from three to nine months
coordination and execution is efficient by instituting systematic of delays associated with utility
Benchmark is DDC’s project and pre-alignment meetings with
required to resolve this important relocation for a typical project. DDC
portfolio management system used utilities. These meetings will
in the tracking and administration challenge. DDC is advancing the will also work with utilities to ensure
following three strategies: supplement paper and electronic that specialized professionals are
of capital projects. To facilitate
the agency’s core project delivery
budget documents so that capital available to perform construction
goals, Benchmark captures and planning teams can meet to work tasks in a timely fashion, irrespective
highlights key project delivery through project-specific construction of bid model.
information including high-level schedules, give themselves advance
project information, schedules, lead time, and maintain continual
contracts, costs, geo-location, and updates on coordination plans
payments. Benchmark is designed and implementation.
to work securely anywhere and
on all types of web capable devices.

MANAG E P ROJ ECTS MOR E E F F ECTIVE LY 29


STR EAM LI N E B U I LD I N G To address this, DDC will establish DDC is also piloting DOB delegation E X PAN D COM M U N ITY Improved project outcomes are and continuous outreach to key
PE R M ITTI N G a dedicated DDC liaison at DOB of building plan code compliance OUTR EACH also driven by effective community project stakeholders. The new
AN D PLAN R EVI EW to be a single point of contact review. Applicants will still file AN D E N GAG E M E NT engagement. Stakeholders managers will be available to address
DDC staff have extensive experience to help prioritize and expedite with DOB, but DDC objections, The buildings and infrastructure in a public works project that not only project-level concerns
delivering safe and accessible public projects requiring permits, plan comments, and approvals will be DDC builds belong to every are informed, engaged, and but agency-level issues, broader
buildings and work closely with the reviews, certificates of occupancy, binding and recorded in BIS, the New Yorker, and its communications included ensure the clarity of a communications concerns, and to
Department of Buildings (DOB) and inspections. Further, the DOB system of record. This will reduce strategy should reflect this belief. project’s design and use, and that plan outreach strategies alongside
to ensure that facilities meet all liaison will help identify challenges duplicative plan review processes, By creating durable civic construction can move forward stakeholders to guarantee a
NYC building codes. Nonetheless, with DDC submissions, and as DDC already reviews for code relationships, and engaging efficiently. shared sense of collaboration
DDC projects must follow standard develop training for agency staff. compliance at various design stages. community members and and two-way communication.
filing, permitting, plan review, and The DOB liaison will expedite permit This also enables DDC to perform a stakeholders throughout the DDC will enhance its Government
inspection processes which at and approval processes for DDC detailed and binding constructability development and delivery of a and Community Relations Unit
times lead to duplicative processes projects, and also improve the quality review during design. project, a shared sense by adding new borough-specific
and unnecessary delays. of DDC submissions over time. of commitment to these vital Government Relations Managers
public assets is ensured. who will be responsible for early

Key Agency
Functions

HUMAN
RESOURCES
& STAFF
DEVELOPMENT

FINANCE &
LAW
PROCUREMENT

PUBLIC BUILDINGS
INFORMATION
ENGINEERING
TECHNOLOGY
AUDIT
SERVICES
I N FRASTRUCTU RE

DIVERSITY &
SAFETY & SITE
INDUSTRY
SUPPORT
RELATIONS

COMMUNICATIONS
& COMMUNITY
AFFAIRS

Astor Place Reconstruction


Manhattan

MANAG E P ROJ ECTS MOR E E F F ECTIVE LY 31


Get More
TH E STRATE G I C B LU E PR I NT

Out of Contractors
and CMs

In order to expand economic opportunity and increase


competition, DDC must make it easier for contractors and
consultants to participate in projects while demanding
on-time and on-budget performance. To that end, DDC is
modernizing how it procures, evaluates, and pays contractors
while also exploring a range of options to promote timely
project delivery.

I N CR EAS E M /WB E While M/WBE utilization has Finally, recognizing the need to
PARTI CI PATI ON improved from 10% in FY15 to 23% build the capacity and increase the
DDC’s Office of Diversity and in FY18, there is significant room pool of M/WBEs, DDC is creating
Industry Relations (ODIR) has for growth. DDC is implementing a Business Development Unit
helped DDC become a leading strategies to further increase (BDU) within ODIR to identify and
City agency for contract awards M/WBE participation, including reduce barriers and engage the
to Minority- and Women-Owned setting a 30% M/WBE utilization M/WBE entrepreneurial community,
Business Enterprises (M/WBEs). goal on all contracts in its Public aligning closely with Mayor
Using innovative procurement Buildings Division. de Blasio’s goal of empowering
policies and monitoring, DDC has M/WBEs to positively impact
awarded more than $1 billion to Of particular significance, DDC’s their communities.
M/WBEs since Fiscal Year 2015, Chief Diversity and Industry
including $576 million in Fiscal Year Relations Officer will now be
2018 alone, representing 54% of included in contract reviews and will
the City’s total M/WBE awards. be required to sign off on requests
Consequently, the success of for approval of subcontractors.
DDC’s M/WBE program is crucial DDC will also integrate M/WBE
New South Brooklyn Marine Transfer Station
Brooklyn to that of the City. utilization into its payment process.

33
S P OTLI G HT Projects include the
Far Rockaway Library,
ON DDC which will become a focal
P R O G RAM S point of an emerging down-
town corridor; Dancewave,
Cultural a Brooklyn non-profit, tripling
Institutions the size of the current studio,
offering more opportunities
DDC works with cultural for classes, performances,
institutions, not-for-profits, and cultural expression for
and New York City’s three this 23-year-old neighborhood
library systems on projects staple; a new aquarium
that ensure the vitality and for the Staten Island Zoo;
growth of City neighborhoods, and the Bronx Children’s
and provide resources for Museum, creating a new
communities to better engage home with exhibit spaces,
in civic life and the arts. a studio, and offices. Staten Island Zoo Aquarium
Staten Island

New EMS Station 50


Queens

STR EAM LI N E responsibility determinations has DDC and MOCS are pursuing
PR OCU R E M E NT been reduced from 45 days to 20 Procurement Policy Board (PPB)
The City’s massive procurement days. Phases 2 and 3 will upgrade rule changes to streamline notice
program is heavily regulated at the goods and services procurement periods and be better positioned to
State and City level, with multitudes and add payment requisitions rehabilitate vendors that have minor
of oversight and review, which and solicitations for opportunities. tax and Environmental Control Board
limits speed and flexibility. There DDC will adapt agency processes (ECB) violations.
are a range of opportunities to to citywide standards and continue
streamline internal procurement to ensure DDC technology Finally, pre-qualified lists (PQLs)
processes to get consultants, CMs, development seamlessly integrates can make it easier to procure a
and contractors on board more with PASSPort. vendor, especially when DDC sets
quickly. There is no silver bullet special experience (e.g. working
solution to improving procurement, In addition, DDC is consolidating with landmarked buildings) or
but DDC and the City more broadly RFP development, evaluation, performance requirements. DDC will
are pursuing several coordinated and fee negotiation under the expand the use of PQLs for project
efforts that together can reduce Agency Chief Contracting Officer types requiring special experience,
procurement time overall. (ACCO) to eliminate redundancies create additional PQLs for a broader
and reduce processing time by range of DDC project types, and
DDC will be part of the several months, while improving the improve vendor participation on
development of PASSPort, uniformity of standardized reviews. PQLs through extensive outreach
the citywide procurement system and development of an electronic
upgrade. PASSPort aims to make DDC is also partnering with portal. DDC will also explore using
procurement easier for both the Mayor’s Office of Contract minimum performance evaluation
agencies and vendors. Phase 1 Services (MOCS) on important requirements on PQLs to promote
includes vendor performance delegations of authority such as a pool of quality vendors.
evaluations and moving the former Contract Extensions, Renewals, and
20-page “VENDEX” paper form Recommendation for Award that
online. Because of PASSPort, will further reduce the time required
the processing time for vendor to award contracts. Further,
New Kew Gardens Hills Library
Queens

34 G ET MOR E OUT OF C ONTRACTOR S AN D CMs


CR EATE FLE X I B LE VE N D OR The current vendor quality evaluation GATHER AND INCORPORATE
PE R F OR MAN CE TOOLS system creates a five-year caution for SPONSOR AGENCY FEEDBACK
Improved consultant, CM, and entities receiving an Unsatisfactory As DDC reforms business practices
contractor performance is essential rating, effectively preventing them to better deliver quality infrastructure
to DDC’s future success. DDC from participating on DDC projects and public buildings, it is essential
must therefore regularly evaluate for this period. to get continual feedback from the
contractors, and, for those found agencies for whom it builds. In this
to be underperforming, develop This one-size-fits-all approach limits way, DDC staff can better understand
and deploy flexible enforcement the City’s ability to use evaluations and address the issues and processes
tools. These tools must include to encourage and cultivate a pool that challenge sponsor agencies and
enforcement of non-responsibility of high quality vendors, and threatens impede effective project delivery.
contract clauses, but also other the livelihoods of small firms.
intermediate mechanisms that can The agency is therefore working DDC will create simplified,
compel performance or permit a to standardize and strengthen standardized Project Sponsor
range of actions. DDC is currently vendor evaluations, while creating Satisfaction surveys, to be
developing improved vendor a wider range of tools to respond distributed at the end of construction
guidelines, disciplinary measures, to poor contractor performance. projects, that will be reviewed by
and incentives in collaboration project managers and division
Incentives are another effective way leadership. Key issues will become
with its industry partners.
to speed project delivery, where the foundation of future process
This effort will yield changes at the appropriate, and can lead to cost improvement discussions by the
front-end: DDC will publish updated, savings for certain projects. In Project Delivery Working Group
standardized contract design Downtown Far Rockaway, DDC overseeing implementation
specifications for Public Buildings worked with City partners to use of this Blueprint.
projects to improve design incentives to expedite a sewer
outcomes, streamline Department of reconstruction project in order to
Buildings (DOB) code compliance, facilitate the timely development
and reduce constructability of critical affordable housing
challenges and over use of costly, nearby, while reducing the length of
non-standard materials. disruption to local businesses and
residents. DDC will expand the
use of incentives to accelerate the
delivery of designated projects.

9th Avenue Water


Main Reconstruction
Manhattan
36 G ET MOR E OUT OF C ONTRACTOR S AN D CMs
EMPLOY INNOVATIVE Design-build, for example, has Both have performance and
PROJECT DELIVERY proven to be an effective tool for efficiency benefits compared to the
While DDC works to improve project on-time, on-budget delivery of Design-Bid-Build method currently
delivery within existing limitations, recent large-scale projects such employed. Also, DDC is currently
the City needs and deserves more as the Kosciuszko Bridge and exploring the utilization of
methods to deliver projects as Mario M. Cuomo Bridge. DDC is CM- Build-to-Replace on projects
quickly as possible. currently employing Design-Build where an on-call CM could be
on the Borough-Based Jails utilized to replace a contractor or
DDC will work to add more tools program and hopes to further CM who is not meeting performance
to the project delivery toolbox expand its application. goals at 70% project completion.
while ensuring robust oversight
by the City’s multiple procurement DDC could also be more efficient DDC would also benefit from
management entities through the use of CM-Build insurance reform for better
and CM-At-Risk contract models contracting, which allow for an
for public buildings projects. Owner Controlled Insurance
CM-At-Risk allows the construction Program (OCIP), or a Contractor
manager to engage earlier in the Controlled Insurance Program
design process to improve cost (CCIP). OCIPs and CCIPs are
estimating and constructability becoming a standard feature in the
assessment, while CM-Build construction industry and both forms
promotes robust cost and schedule of insurance offer risk and
oversight during construction. cost benefits that the City should
be able to leverage.

S P OTLI G HT 500,000-square-foot Public


Safety Answering Center II,
ON DDC built as a second emergency
P R O G RAM S communications 911 call
intake and dispatch center
Public Safety for the City.

Partnering with NYPD, DDC manages a large


FDNY and other City portfolio for FDNY, renovating
agencies, DDC is responsible and building new firehouses
for capital projects essential and EMS stations in every
to the safety and security borough. DDC is working
of all New Yorkers. with NYPD to build new
stationhouses, including the
DDC has completed 40th Precinct in the Bronx
transformational public and the 116th Precinct in
safety projects including Queens. DDC also manages the
the 730,000-square-foot creation of a new system of
New York City Police community-based jails for the
Academy in College Department of Corrections.
New NYPD Police Academy
Point, Queens, and the Queens
Main Street Flushing Reconstruction
Queens

38 G ET MOR E OUT OF C ONTRACTOR S AN D CMs


Modernize
TH E STRATE G I C B LU E PR I NT

Internal Systems
and Technology

Like every sector of the economy, construction management


has transformed rapidly in response to technological change
and other innovations. Moving forward, emerging trends such
as big data and 3D modeling, integrated management practices,
and wireless- and cloud-based communications will continue
to advance what the construction sector is able to achieve.
DDC will take advantage of these trends to continue to improve
its project execution systems and approaches, drawing on
innovations in the private and public sectors.

TRAN S F OR M agency systems from anywhere, Develop an integrated Document


I N F OR MATI ON enabling project managers, resident Management System to enable
TE CH N OLOGY SYSTE M S engineers, and auditors, as well as central access and cloud storage for
Modernizing, customizing, and sponsor agencies and contractors, all critical project documentation.
centralizing DDC’s information to work more from the field.
technology systems will improve Create DDC Anywhere, an online
Four highlights of this effort to be portal for DDC staff and key partners
every aspect of the agency’s
completed in 2019 are: to access project files and submit
project management capabilities,
from project planning through information from the field and
Expand Benchmark, DDC’s
closeout. It will also ensure that their offices.
in-house end-to-end project
contractors are paid in a timely management system, incorporating Participate in citywide development
fashion for work that is performed. online project initiation, front-end and deployment of the PASSPort
DDC is in the midst of a two-year, planning, and a project management system, which has already
$16 million IT strategic plan that will delivery system to facilitate saved five weeks in the vendor
upgrade legacy project management payment processing. By 2021, integrity process, replacing the
systems to facilitate project work Benchmark will fully support project former VENDEX system, and will
and adapt to business process management functions across soon support procurement and
change over time. The plan will also DDC, and lay the foundation for contracting functions as well as
provide an Internet-facing portal partner agencies to integrate payment processing, fully integrated
New Ocean Breeze Athletic Facility for centralized access to
Staten Island into the system as well. with DDC’s Benchmark system.

41
I NVE ST I N R E S EAR CH Finally, DDC will advance the DDC will establish end-to-end
AN D D EVE LOPM E NT use of Smart City technologies SOPs for all common project
S P OTLI G HT the wealthiest African-
American communities
As a premier infrastructure design in its projects. As infrastructure, delivery processes including: ON DDC in the United States.
and construction agency, DDC transportation, utilities, and P R O G RAM S After decades during which
will draw from a Research and communications become - Design and construction project
vital infrastructure failed to
Development program to invest in increasingly interconnected, DDC management tasks; Southeast keep up with development
the use of emerging and advanced Research and Development can Queens in southeast Queens, forcing
- Effective utilization of contract
technologies, spanning the project help ensure that the structures it Initiative residents to live with the
tools for contractor and CM constant worry of flooding
delivery lifecycle. builds are adaptable for the future.
management; and DDC is working with DEP to and the resulting property
STAN DAR D I Z E OPE RATI N G deliver on Mayor de Blasio’s damage and unsafe roadway
DDC will use this budget to apply - Finance, procurement, and other historic $1.9 billion commit- conditions, Mayor de Blasio
enhanced data and analytics that PR OCE D U R E S
central division workflows. ment to alleviate flooding in announced the allocation of
can streamline project planning and Consistent operating procedures neighborhoods throughout funds for the construction
design. For example, 3D-modeling and clear roles and responsibilities Beyond rolling out SOPs, DDC southeast Queens. The initia- of a robust, area-wide
and BIM-compliant design for are essential to avoid project is promoting a renewed focus tive involves 45 separate cap- drainage system for the area.
infrastructure and utility projects delays and promote consistent on project delivery and capital ital projects in communities Construction is well
can yield significant time savings outcomes at every project stage. project ownership across all internal such as St. Albans, Rosedale, underway on this effort.
and better asses location and To that end, DDC is undertaking a Jamaica, Laurelton, and
divisions. By encouraging all staff
Springfield Gardens, which Southeast Queens
condition data. complete review of agency business to be true stewards of on-time, together comprise one of infrastructure Upgrades
processes, analyzing pain points, on-budget project delivery Queens
DDC will leverage recent, significant and subsequently developing and fostering a proactive and
advances in physical technologies Standard Operating Procedures communicative agency, all staff
to improve the constructability and (SOPs) to address areas of will be empowered.
sustainability of its projects. These opportunity.
include trenchless construction,
allowing for the installation of
underground infrastructure with
minimal excavation, modular building
techniques to reduce in-place
construction, and porous pavement
and concrete to improve ground
permeability.

S P OTLI G HT DDC Facilities is in the midst


of a major rehabilitation
ON DDC of its main Long Island City
P R O G RAM S office, home to more than
1200 DDC employees.
Facilities This makeover is especially
important as DDC undertakes
DDC is at home in every a major rethinking of its
borough. With permanent operations—demonstrating
offices in Long Island City, a commitment to the quality
satellite offices in Manhattan of life of its employees who
and soon in Staten Island, and will be tasked with
temporary field offices in modernizing its project
virtually every community delivery systems.
board in the city, DDC is a
physical presence in the Southeast Queens
lives of New Yorkers. Infrastructure Upgrades
DDC Atrium Queens

MODE R N I Z E I NTE R NAL SYSTE M S AN D TECH NOLO GY 43


D EVE LOP PR OG RAM Southeast Queens: Vision Zero and Select Bus
MANAG E M E NT The Comprehensive Drainage Service: Vision Zero is a priority
As DDC takes on some of the most Improvement Program and program requiring that New York City
complex large-scale programs in replacement of old water mains in redesign its streets and intersections
its history, it is essential to create a southeast Queens aims to alleviate to improve safety, while the Select
clear management structure for the flooding, enhance communities Bus Service (SBS) program
many smaller, individual projects with green infrastructure, and better provides a complementary service
that make up some of DDC’s the lives of neighborhood residents. to the subway system by connecting
larger, multi-phase initiatives. To The City is investing $1.9 billion neighborhoods to subway stations
ensure consistent management, to alleviate flooding in Southeast and major destinations through a
strategic resource deployment, Queens through 45 discrete projects range of improvements including
risk management, and application which will continue to demand constructing dedicated bus lanes.
of lessons learned to improve consistent, sequential project
integrated project execution. execution as the program advances. For each of these key programs,
DDC will create programs for: DDC will hire program executives
Citywide Pedestrian Accessibility: for complex program management,
Coastal Resiliency: The City is This multi-year program will institute program-specific controls,
undertaking ambitious coastal reconstruct more than 70,000 and create “matrixed” staff
protection and resiliency projects corners citywide, making them organization structures to integrate
and studies across the five boroughs compliant with the Americans with design, construction management,
to reduce the risk of flooding, Disabilities Act (ADA). finance, and procurement.
facilitate access to the waterfront,
and enhance natural areas. Projects Borough-Based Jails: The City
in DDC’s current pipeline include has committed to closing the jails
East Side and Two Bridges Coastal on Rikers Island and creating
Resiliency, Red Hook, and Breezy a network of modern, humane,
Point, while studies are underway for borough-based facilities to house Introduce A Girl to
Architecture, Engineering
additional neighborhoods across a jail population of approximately
& Construction Day
the City. 5,000, reflecting the reality that both The Bronx
crime and the number of people in
jail have continued to fall.

I NVE ST I N D EVE LOPI N G many professional fields, ensuring a construction professionals and
OU R WOR K F OR CE culture of professional development supports internships and programs
DDC’s success is dependent on and continuous improvement. such as ACE Mentor, the Young
the professionals advancing the Engineers Program, Introduce a
mission of effective capital project DDC is also streamlining hiring Girl to Architecture, Engineering
S P OTLI G HT DDC’s Safety team takes a
proactive approach, and in delivery, day in and day out. DDC processes to make sure it is able and Construction to equip young
ON DDC 2018 provided safety training Human Resources is dedicated to draw from a broad talent pool New Yorkers with the skills they
P R O G RAM S to more than 600 DDC and to developing staff, promoting a and quickly on-board additional need for technical careers.
contractor employees and staff required to fully implement this
positive workplace culture, and
Safety to 300 project managers on Strategic Blueprint.
developing effective site safety
enhancing recruitment across
Safety is priority number plans; reviewed more than the agency. DDC will continue to support its
one. DDC’s Construction 900 safety programs; and STEAM (Science, Technology,
performed more than In order to deliver world-class
Safety & Quality Assurance Engineering, Art/ Architecture and
team is responsible for 1,500 site safety inspections infrastructure and public buildings,
and audits. DDC staff must be equipped Math) education initiative which
overseeing and ensuring that
best practices are learned with knowledge of industry best was created in 2014 to work with
and implemented across practices. As such, DDC is schools in every borough to increase
hundreds of DDC’s active developing occupation-specific students’ interest in technical career
construction sites. training for all positions across its fields. STEAM offers year-round
DDC Safety Summit training and support for emerging
Conference

MODE R N I Z E I NTE R NAL SYSTE M S AN D TECH NOLO GY 45


Implementation

With this Strategic Blueprint, DDC can set a new paradigm for efficient
delivery of public works. Projects can be executed from start to finish
more quickly and more cost effectively. The mechanics of making this
change are complex and often painfully bureaucratic, but the benefit
of real improvements to project delivery to all New Yorkers is
game-changing.

DDC will set milestones to deliver on its strategic goals and its
commitment to change, and will report on progress regularly. DDC
will also establish an internal Project Delivery Working Group that
will meet regularly to monitor implementation and discuss additional
actions to improve the agency. These goals are outlined below.

Improve 2019 FU LL
the Pipeline GOALS I M PLE M E NTATION

Expand Front End Double staff in FEP units Provide in-house cost estimation, complex
Planning scope development, and detailed
Manage the execution of all CPSD building condition survey services to
studies for DDC intended projects sponsor agencies by June 2020

Improve Project Implement standardized, Partner with sponsor agencies to limit


Initiation and Limit online PI form scope changes by January 2020
Scope Change

Streamline and Finalize standard FEP report with Ensure appropriate resources to
Accelerate Certificates OMB to ensure it meets all CP accelerate CP review and clarify
requirements capital eligibility requirements by
to Proceed January 2020
Work with OMB to confirm
Columbus Circle Rehabilitation
Manhattan
additional and increased blanket CPs

47
Manage Projects 2019
GOALS
FU LL
I M PLE M E NTATION
Get More out of 2019
GOALS
FU LL
I M PLE M E NTATION
More Effectively Contractors and CMs

Institute Robust Train all construction PMs on Implement comprehensive cost, Increase M/WBE Identify strategies for reducing Fully staff M/WBE Business
Project Management industry best practices schedule, and risk management for all Participation barriers M/WBEs face when trying Development Unit and implement
capital projects and complete DDC to work with DDC strategies to promote capacity
and Controls Expand project controls in workload management review by development by June 2020
Infrastructure June 2020

Hire a Director of Cost Control Streamline Secure key delegations of authority Expand and enhance the use of PQLs
Procurement in partnership with MOCS and support the citywide implementation of
Roll out standard design and PASSPort on an ongoing basis
construction durations by project type Implement centralized internal
procurement processes

Put forward proposed rule changes


Limit Change Orders Pilot Allowances for Extra Work Limit change orders and accelerate to the Procurement Policy Board
& Expedite Contractor payments by December 2020
Create consolidated
Payments Change Order Review and Create Flexible Vendor Publish standardized design Reform Vendor Performance Evaluations
Payment Review teams specifications for Public Buildings and advance innovative assessment and
Performance Tools
remedy alternatives in collaboration with
Establish standard design and City partners by January 2020
construction durations for all projects
Enhance Utility Establish advance capital Expand the use of joint bidding based on type and complexity
Coordination planning and monthly pre-alignment and strengthen utility data-sharing
meetings with utilities by March 2020
Gather and Incorporate Create simplified, standardized Integrate sponsor feedback when
Project Sponsor Feedback Project Sponsor Satisfaction Surveys considering future project delivery
reforms beginning by June 2020
Streamline Building Create a DOB liaison Partner with DOB to develop
Permitting process for delegated plan review
by March 2020 Employ Innovative Pursue increased authority for Continue to explore additional project
and Plan Review
Project Delivery Design-Build, CM-Build, CM-At-Risk delivery methods that can yield cost and
with State Legislature schedule savings on an ongoing basis
Expand Community Staff the Community Outreach Develop a more proactive, outward-facing Pursue insurance reforms such as
Outreach and Unit to support enhanced approach to community outreach and CCIP for better contracting
borough-based communications engagement by March 2020
Engagement

Modernize Internal 2019 FU LL


GOALS I M PLE M E NTATION
Systems and Technology

Transform Information Launch online CPI and FEP Complete Benchmark expansion,
Technology Systems module in Benchmark document management system, project
delivery management systems, and
Integrate Infrastructure CP DDC Anywhere by June 2020
submissions to Benchmark

Invest in Research and Select priority data, analytics, and Develop additional SOPs as-needed on
Development construction technology innovations a continuous basis
to pilot on DDC projects

Standard Operating Develop SOPs to address areas Continue to invest in research and
Procedures of chronic delay and inconsistent development on an ongoing basis
practices

Develop Program Hire program executives for Coastal Create matrixed organizational structures and
Management Resiliency, SEQ, Citywide implement program-specific controls for all
Pedestrian Ramps, SBS/ Vision Zero, complex programs by December 2020
and Borough-Based Jails

Invest in Workforce Roll out occupation-specific Partner with other City agencies to
Development trainings for all staff develop strategies to recruit from a diverse
pool of talent and continue STEAM
education initiatives on an ongoing basis
48 I M P LE M E NTATION
Conclusion

ddc is committed to implementing meaningful institutional


change that will speed project delivery, reduce overall project
costs, streamline management and oversight, and inspire continual
innovation in public capital project delivery.

To achieve these important goals, hundreds of individuals, spread


over multiple organizations, with sometimes competing mandates,
will be asked to commit to change. That change will begin at home
at the Department of Design and Construction. Only by giving
continual attention to process improvement, and ensuring buy-in
and action from key DDC eadership and staff, can this plan have
its desired impact.

Over the coming months, DDC will implement this Blueprint and
review progress to ensure goals are met, and adapt it where necessary
to make meaningful progress. We are committed to providing regular
progress reports to demonstrate a long-term commitment
to improvement and self-evaluation.

DDC will use the specific proposals and the timeline included here
as its metrics as it works to make this plan a reality. Most important,
we look forward to using the Blueprint to build New York City’s vital
infrastructure more efficiently and to create renewed confidence
in our government.
50
New York City
Department of Design
and Construction

30-30 Thomson Avenue


Long Island City, NY 11101

nyc.gov/ddc