Legislative committee hears consultants’ plan to centralize ODOT major-project delivery and increase transparency

Consultants who reviewed Oregon Department of Transportation major projects told the state Joint Committee on Transportation Investment on May 27 that ODOT should centralize accountability for high‑cost projects, standardize contract processes and public reporting, and grow in‑house delivery capacity while using consultants to mentor staff.

The recommendations, presented by Josh Lepley of Atkins Realis and Shane Marshall of Horox, urged converting the Urban Mobility Office into a Major Project Delivery Group accountable for delivering projects above a dollar threshold set by the legislature, instituting pre‑funding scoping and cost estimations, replacing legacy financial systems, and establishing a quarterly legislative review of major projects.

Why it matters: law‑makers and consultants said Oregon’s long lead times, inconsistent cost estimates and dispersed authority have contributed to rising project costs and delays. The presenters pointed to projects funded years ago whose scopes and costs changed substantially by construction time, and to examples where contract award to notice‑to‑proceed took as long as 18 months — a delay that increases price pressure.

Lepley, identified as a consulting engineer with Atkins Realis, summarized the review method and scope, saying the consultants “reviewed recordings,” stakeholder interviews and an internal 2024 strategic review, and focused on delivering major projects rather than ODOT’s entire program. He told the committee the team’s work included organizational structure, cost estimating and financial management, contract administration, risk management and decision making for major projects.

Marshall, identified as a consultant with Horox, summarized the recommendations as three overarching themes: “accountability, process improvements, and really…