Few people would jump at the daunting challenge of developing a plan to revamp a vital highway system that serves a major metropolis and its surrounding communities, especially when the system serves more than 1.4 million Chicago motorists daily. But that’s exactly what Jeffrey Dailey, chief engineer of the Illinois State Highway Toll Authority, set out to do in 2003.

A long-time advocate of process change management, geographic information systems and technology to make government operations more efficient, Dailey’s expertise was instrumental in developing and helping implement a $6.3 billion congestion-relief program for the Illinois Tollway. The plan reduces highway congestion, restores a 274-mile system, widens the tollway’s major roads, converts 20 mainline toll plazas to open-road tolling and builds a 75-mile extension of I-355.

In an interview with Construction Today, Dailey discusses the tollway overhaul, the tough decisions he had to make in the process and what tomorrow’s civil engineers can do to get on the road to the future.

Construction Today: You were the 2007 recipient of the Construction Management Association of America’s Person of the Year award. What does winning this award signify to you?
Jeffrey Dailey: This award represents the implementation of professional program/project management processes and the culmination of a great team effort on the delivery of benefits to tollway customers. It took a lot of hard work and commitment from a lot of people. I am thankful for the opportunity to lead the tollway’s Congestion-Relief Program – Open Roads for a Faster Future. The support I received at all levels enabled the success of the program to date. This award was a surprise, and I am so thankful and honored to be the recipient.

CT: You managed a $6.3 billion capital program that called for an 11-year overhaul of a 274-mile system. How did you managed to keep this expansion on budget, on schedule and with very few hang-ups in the process thus far?
JD: A focus on customer service – both internal and external customers; leadership and commitment – at all levels in the organization, including our consultants and contractors; relentless communication – internal and external, as well with the motoring public; and personnel – the right people with the right attitude in the right positions. This is of key importance to the success of any organization. You need people who are committed to excellence (and) customer service, who have a command of their area of responsibility and who are responsive.

CT: Such a big undertaking must come with a lot of pressure. How did you manage to handle that?
JD: There was definitely a lot of pressure to deliver projects under unprecedented construction market volatility and project completion in one-quarter of the time that typical delivery would require. We were confident in our plan and procedures. I knew it would work as long as we had the right personnel with the right commitment to achieve our goals.  We had buy-in from the contracting community. All that this came down to was execution.

CT: How important was it to partner with the contracting community on this project?
JD: We have taken an informal contractor partnering approach. I cannot emphasize enough about the importance of this effort. We have proactively communicated with the contractors on a range of issues including contract size and duration, bidding schedules, contract and specifications issues. Our goal was to be tough, but fair and responsive – to be the best client. Contracting unknowns and difficult clients translate into higher construction costs. This approach has saved the tollway in construction costs.  In fact, to date, we have not had one construction claim that has gone above my level (as) chief engineer.

CT: Are tolls the best alternative approach for highway funding? What will need to happen for each state to adopt the user-fee concept, and why haven’t more states adopted tollways?
JD: From my personal perspective, I believe that tolls are inherently fair. You pay for what you use. If you don’t use it, you don’t pay for it. There are in fact more than 200 toll facilities in the United States. Nearly every state has a toll facility. Many interstate highways were constructed in the late 1950s and early 1960s as toll roads due to the lack of available funding.  

I believe that toll roads will only increase so that states can meet the demands to maintain and expand the transportation network. The future of toll roads could involve the use of vehicle GPS systems without the significant investment in toll collection equipment required today. Technology has advanced such that we are on the verge of major changes in how toll roads are designed and operated.

CT: What are some of the lesser-known challenges in advancing these capital improvement projects? What tactics have you used to overcome these challenges?
JD: We had to break down the traditional business rules that created barriers to project delivery, and focus on the true customers: the motoring public. Business rules are set up to protect the client and the financial interests of the companies. Contractors are typically not considered a true team member. We established business rules and expectations that required companies to leave their logos at the door and to focus on what was best for the motoring public and the tollway. This required partnering and trust.

CT: As a leader in the engineering community, what advice do you have for your counterparts at other toll highway authorities? What advice would you give up-and-coming civil engineers?
JD: I believe we are entering an era where mega-projects and accelerated project delivery will be expected. Program management and total focus on customer service will be required to properly manage and deliver projects and meet expectations of elected officials and the general public. To be successful, program and project managers will need to embrace rigorous and flexible processes. Partnering and collaboration will be required to deliver projects in a volatile environment. We need to be innovative and embrace technology such as Web-based project management systems. For up-and-coming civil engineers, they need to question and understand everything as to the whys and hows of project management, design and construction.

CT: You are exiting the Illinois Tollway as 2007 comes to an end. What is your hope for the future of the 11-year expansion program? What are your plans for the future and what are some of the lessons you will take with you?
JD: First of all, it is my hope that the work to reconstruct and widen the Illinois Tollway over the next few years continues on its successful track toward completion. Much of the work currently underway will be completed by the end of 2009. This will do much to alleviate congestion.

I have been fortunate to have had this opportunity to work for the Illinois Tollway. My future plans involve taking on a new challenge and major capital improvement work at the North Texas Toll Authority in the Dallas/Fort Worth area of Texas. They have major expansion plans underway, and I will be part of another excellent team in an organization with great vision and leadership.

What drives me is the desire to deliver benefits to the general public as quickly as reasonably possible. People want their government to serve their needs and be responsive. This is what I strive to deliver.