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the five-day workshop in Fredericksburg w as not to examine the various projects for cost-savings alternatives but for the participants to "learn the skills of how to go about value engineering,” he said.
The VDOT employees taking the short course do not necessarily represent the full range of disciplines required for the value process. “A lot of the people receiving this training have had no experience in design," Mr. Tumlin said, describing the workshop setting as “far from the climate for a full study. . .They don't have people who have the training to evaluate all aspects of design, location, or materials."
In addition, the “bulk of the first part of the week is spent discussing value engineering principles," leaving the teams “limited time" for study of the actual projects assigned for their review, he said. "They do the best job they can" and the “state doesn't ignore" their findings but the recommendations are "taken in the context in which they were developed." Virginia's top FHVVA official added.
The six or seven value engineering studies completed at these annual workshops are sent to key VDOT officials for response. “There are some things the department looks at and sees merit in and makes changes as a result Ibut] no one should expect the department to be able to use 100 percent of every recommendation from this project," Mr. Tumlin maintained, adding that the work is not done by people “with the greatest knowledge of design, materials and construction.”
As to compliance with federal guidelines, "what we would expect VDOT to do is give very serious consideration to the recommendations” from the workshop exercises, Mr. Tumlin reported. .
Has this been done with Route 211?
"I think so," he replied.
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