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OTIA III information <br /> Page. 3 of 5 <br /> • Environmental Management System -Implement an EMS for <br /> bridge design and replacement consistent with the Governor's <br /> Executive Order on Sustainability and to realize ODOT's <br /> commitment to environmental stewardship. Such systems <br /> provide a process for managing the environmental footprint of <br /> an organization. The EMS wilt be used to manage program <br /> environmental activities, reduce environmental impacts, <br /> increase operating efficiency and promote sustainable <br /> transportation solutions. <br /> • Environmental Program Management -Integrate programmatic <br /> environmental permitting/mitigation approaches and provide <br /> 'j environmental compliance inspection services. <br /> • Financial Management -Provide and integrate tracking tools <br /> for managing budgets, assist in programming the timely delivery <br /> of cash and bond funding at favorable market conditions <br /> compatible with the program encumbrance and cash flow <br /> requirements, and project future needs based upon the actual <br /> and projected revenue collections from OTIA III. Also provide <br /> options for leveraging OTIA III funds. <br /> • Information and Monitoring Systems -Provide systems to <br /> ~ effectively manage program data and files, and track <br /> information requests, assignments and resolutions. The system <br /> must track all project preconstruction and construction <br /> activities and projections of the outcome. The system will be <br /> <br /> ' easily understood and accessible by ODOT and contractors. Any <br /> system used by the program manager/team will be able to <br /> interface with existing ODOT systems and legislatively <br /> mandated reporting formats. Project status reports will be <br /> provided on a monthly basis to ODOT and contractors. <br /> • Knowledge Transfer -Provide training and development <br /> - opportunities to selected agency staff in all aspects of program <br /> management (information systems, reporting and scheduling i <br /> programs, cost containment and reduction techniques, CS3, <br /> financial management, design, construction management, <br /> safety, etc.). Partner with ODOT to build critical skill sets. <br /> • Occupational Safety and Health -Assure that the project i. <br /> general contractor and subcontractors develop and implement a <br /> functional occupational safety and health management <br /> program. Such a program should have sufficient responsible <br /> management capacity and commensurate authority to have a ~ <br /> functional oversight program, and resources sufficient to ensure <br /> program effectiveness. <br /> • Performance Measures -Establish and monitor performance i <br /> measures. Examples of performance measures include r <br /> maintaining freight mobility and traffic management, expedient r <br /> and cost-efficient delivery, economic stimulation, context <br /> sensitive and sustainable solutions, workplace safety, workforce ! <br /> diversity and customer satisfaction. Use performance measures <br /> to develop program-level incentive and disincentive clauses for ~ <br /> construction contracts. ~ <br /> • Program Administration -Conduct all related administrative <br /> functions necessary to manage program files, data, budget and <br /> schedules. Submit all required data and information to <br /> facilitate the agency's Compliance Auditing System. <br /> • Program Cost Containment and Reduction -Use cost <br /> containment and reduction methods and tools to ensure <br /> http://www.odot.state.onus/otia/otia3objectives.htm { <br /> • 3/25/2004 <br /> _ _ _ . <br /> <br />