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Transportation Final 4-15-10 -   5.1 - Percent of capital projects completed on-time and within budget

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Transportation Final 4-15-10
1. Safety
2. Preservation
3. Mobility
4. Environment
5. Stewardship
6. Economic Recovery
7. Reform
Current Conditions
Action Plan

5.1 - Percent of capital projects completed on-time and within budget

What is WSDOT’s record in delivering highway projects on-time and on-budget?

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Data Notes
Data Source: WSDOT Project Control & Reporting
Measure Definition: Percentage of projects delivered both on time and on budget (see data notes)
Target Rationale:
Link to Agency Strategic Plan: Objective 5.1: Deliver high quality projects on-time, within scope, within budget.

Notes: (optional)


Data as of December 31, 2009 “On-Budget” means +/- 5 percent of the 2009-11 Budget. “On-Time” means the project was or will be operationally complete within the planned quarter based on the 2009-11 budget.
Also Available
Action Plan: Yes
Extended Analysis: Yes

 Summary Analysis

WSDOT has successfully delivered 240 Nickel and TPA projects as of December 31, 2009, and is on target with the Legislative budget expectation

Since 2003, WSDOT has delivered a total of 240 Nickel and Transportation Partnership Account (TPA) projects for $3.675 billion, on target with the legislative budget expectation. By April 30, 2010, roughly 314 of 391 projects (80%) will be under construction or completed.

WSDOT uses nationally recognized best practices to manage projects within budget.

On-time and on-budget performance on individual projects 

For the 240 highway projects completed through December 31, 2009, changes from the previous quarter are:

  • On-time delivery performance remained steady at 88%;
  • On-budget performance improved slightly (1%) to 88%; and
  • On-time and on-budget project delivery performance remained steady at 78% this quarter.

Key factors

Key Action Items

Expand the use of escalation clauses in contracts: Contract escalation clauses transfer a portion of the post award risk of cost increases from the contractor to the state, which has helped increase the number of bidders and lower bids. These clauses make WSDOT contracts more attractive and avoid the increased cost of inflated bids in anticipation of cost escalation that may not occur.

Identify and track common trends among projects that lead to cost increases: WSDOT is working to identify and track common trends among projects that lead to cost increases. This includes rejected bids, accuracy of initial estimates, accuracy of initial quantities, over/under runs of quantities, change orders, changes in the duration and contract administration practices such as change order processing and making payments.  The result will be lessons learned to improve project management practices.