Works – BTG

Prince Georges County Blueprint Schools Program

The Blueprint Schools Program consists of activities to design, build, finance and maintain six schools by December 2023. There is a need to track minority business and workforce participation on an ongoing basis. The intent is to exceed the Minority Business Enterprise (MBE) goal commitment of 30% with a minimum of 20% of those MBE contracts directed towards Prince George’s County Based Businesses (CBB).

• Accelerate delivery of critical school facilities by leveraging out-year funding and transferring schedule risk.
• Addressing the County’s school construction backlog, and advancing the Educational Facilities Master Plan.
• Create a positive educational environment for students and staff.
• Achieve cost-effectiveness and economies of scale by bundling multiple schools into a single package.
• Integrating design and construction with life cycle maintenance.
• Leverage the project for the benefit of public education and the community.
• Linking the Project Agreement to other community benefits, such as workforce development, mentor-protégé programs, apprenticeship programs.
• Trained subcontractors on how to utilize OCS (BTG’s inhouse Online Compliance System.)
• Performed audit of certified payroll for specific contractors while also conducting program–wide monitoring/reporting.

PROJECT
DESCRIPTION CLIENT
IMPACT

Hampton Roads Bridge Tunnel (HRBT)

The I-64 Hampton Roads Bridge-Tunnel (HRBT) is one of the country’s most important and iconic stretches of public infrastructure. The 3.5-mile facility consists of twin two-lane immersed-tube tunnels on man made islands, with trestle bridges leading to each shore. These tunnels are approximately 7,500 feet long. Traffic on these four lanes exceeds 100,000 vehicles per day during peak summer traffic. With an estimated value of $3.8 billion, the HRBT Expansion Project presents hundreds of millions of dollars in contract opportunities for Virginia’s small businesses.

• By utilizing real-time tracking of contract goals through OCS (Online Compliance System,) the client can mitigate the risks associated with failing to meet those goals.
• Implementing OCS for this project has enabled the client to have a unified document management system for all compliance documents, simplifying the compliance audit process for both VDOT and FHWA.
• Provided program management strategies and tools to VDOT Civil Rights Office.
• Provided support to Hampton Roads Connector Partners (HRCP.)
• Supported HRBT DBE outreach efforts.
• Conducted Certified Payroll reviews.
• Conducted CUF Reviews.
• Conducted Davis Bacon Reviews.
• Provided weekly and monthly reporting.
• Provided detailed OJT reporting and monitoring.
• Provided prompt payment verification.

PROJECT
DESCRIPTION CLIENT
IMPACT

MDOT P3 Traffic Relief

MDOT Traffic Relief Program is a $9 - $11 billion Public-Private Partnership (P3) Program for I-495 & I-270 corridors (impacting Frederick, Montgomery and Prince Georges counties. Primary objective of this AWP2 task order is to provide oversight, plan, mobilize resources and infrastructure as well as implement strategies and innovative approaches to economic growth and employment by establishing an EEO, Diversity and Inclusion program (Opportunity MDOT) for M/DBE firms and job seekers.

•Provided innovative diversity and inclusion as well as risk management strategies and tools.
• Provided diversity and inclusion best practices and thought leadership for large P3 construction infrastructure programs.
• Provided analysis to support M/DBE goal setting for Phase 1 Pre-Development goals.
• Provided new job classifications (Professional Services and Trades) as well as training requirements aligned with Phase 1 Pre-Development work types.
• Developed strategies and plans for diversity and inclusion programmatic elements and requirements.
• Facilitated Stakeholder Management activities with MDOT The Secretary’s Office, State Highway Administration leadership and P3 leaderships.
• Served as advocate for and supported inclusion throughout project mobilization and delivery – including Design, Construction and O&M.
• Designed and established “OpMDOT Center of Excellence” to provide technology infrastructure and serve as an Operations Center for M3 data analysis, OCS compliance system and WOA job seeker assistance system.

PROJECT
DESCRIPTION CLIENT
IMPACT

Program Management Consultant (PMC) Disadvantaged Business Enterprise (DBE) Program.

Georgia Department of Transportation (GDOT) is committed to improving statewide mobility and building a connected transportation network. The Major Mobility Investment Program’s (MMIP) initial 13 transportation projects were identified to help move this goal forward. The MMIP includes three major express lanes projects, three major interchange projects, three major widening projects, three advanced improvement projects and one commercial vehicle lanes project. The projects will create additional capacity for more reliable trip times, more efficient movement of freight, safety improvements, and expanded multimodal options, including transit. BTG leads the effort to maximize nearly $2 billion in opportunities to engage DBE firms in meaningful work that will promote the development, growth, and sustainability of businesses and development of resources for the OID Program based on the projects.

• Co-facilitated 4 SOW session for the I-16/I-95 project resulting in 3 SOW opportunities awarded to DBE firms valued at $5M.
• Established a DBE Monthly Workgroup Meeting with I-16/I-95 contractor and project stakeholder.
• Successfully executed a GDOT DBE Bootcamp series for DBE firms with a focus on successfully navigating the requirements and opportunities within GDOT and the MMIP program.
• Utilize BTG’s proprietary Online Compliance System (OCS) to monitor progress of a project against established goals, track and record payments, and store compliance documentation.
• Developed a MMIP DBE Compliance Manual - Guidance for administering DBE Program compliance for the PMC, GEC/OVF and CQAF on the project.
• Established a strategic network of advocate partners throughout the state.
• Developed a DBE database identifying known DBE firms in the State of Georgia and surrounding states using NAICS description codes.

PROJECT
DESCRIPTION CLIENT
IMPACT

495 Express Lanes

The Virginia Department of Transportation’s (VDOT) I-495 High Occupancy Toll (HOT) Lanes (also referred to as Express Lanes), Design-Build construction project was the first public private partnership (P3) project with a small business participation goal worth more than $500 million. Business Transformation Group (BTG) partnered with ATCS/CH2M Hill joint venture and VDOT to work with Fluor-Lane 95 LLC on strategies to maximize small business participation for the Commonwealth’s first-billion-dollar road construction project.

• Assisted Transurban establish a commitment plan of $8 million.
• Helped small businesses secure over $200 million in contracts.
• Supported the client in the creation of 1,684 jobs.
• Held 29 Statement of Work (SOW) Opportunity sessions to educate small businesses about project opportunities.
• Created best practices for Small Business Program Management for large scale, design-bid build projects.
• Approach was presented by the Federal Highway Administration (FHWA) as a ”best practice” nationally in other states.

PROJECT
DESCRIPTION CLIENT
IMPACT

21st Century Baltimore City Schools Construction Program Support

The Maryland Stadium Authority (MSA); the Mayor and City Council of Baltimore; the Baltimore City Board of School Commissioners; and the Interagency Committee on School Construction are embarking upon $1.1 billion of revitalizations and replacement/new construction of many schools in the Baltimore City Public School system. The rehabilitated and new schools will create synergy for economic development and neighborhood revitalization. BTG’s role is to support the M/WBE participation, work-based learning and local hiring components of the program and MOU. We work closely with the Maryland Stadium Authority, Program Management Team, and Collaborative Groups for each initiative to recommend strategies to ensure that M/WBE participation, work-based learning and local hiring goals and commitments are met.

• BTG coordinated and implemented three major outreach events with over 400 participants to promote contract opportunities for the 21st Century Program. These events targeted local, minority and woman-owned businesses, offering selected construction managers and architectural/engineering (‟A/E”) firms an opportunity to discuss potential subcontracting work on the project.
• BTG also coordinated and implemented a Bonding Preparation Workshop. Representatives discussed potential contracting opportunities and industry experts provided technical assistance related to cost estimating, bidding, and bonding.
• BTG worked with MSA, Baltimore City Public Schools and the Mayor's Office of Employment Development (MOED) to develop a comprehensive local hiring plan to support the goals of the MOU and Collaborative. This plan leverages community resources for training and preparation of city residents for employment opportunities created by the Program.
• BTG developed the workforce development language that was incorporated in the RFQ and RFP, established standard operating procedures and processes for the local hiring objectives of the Program outlined in the MOU for all construction managers for each school project.
• BTG manages the monitoring and tracking local hiring data for nine active schools that have begun construction and hundreds of sub-contractors on the construction projects.

PROJECT
DESCRIPTION CLIENT
IMPACT

Cardinal Project

Cardinal is an Enterprise Resource Planning (ERP) solution for the Commonwealth of Virginia’s statewide financial management system deployment designed using Oracle's PeopleSoft software. It replaces the Commonwealth Accounting and Reporting System (CARS), that has been used by the Commonwealth of Virginia since 1978. This is a multiyear project in which BTG consultant(s) have played an important role. For the past 6 years, our work has ranged from training design and development to facilitation, and we are currently supporting the upgrade from Peoplesoft 9.1 to 9.2, before transitioning to the next phase of the project, Payroll implementation. We have also assisted in identifying, testing and executing on required updates to the training materials. The change plan uses a combination of communications, and User Labs to roll out changes. There are over 300 training objects including, Instructor-Led Training (ILT), web-based training (Articulate 13), simulations (using User Productivity Kit – UPK), exercises and job aids. BTG is focused on the areas of Accounts Payable, Expenses, Time and Attendance and Absence Management.

• Participated in Conference Room Pilot (CRP) sessions to identify impacts to processes, system configuration, and change management.
• Provide ongoing design and development to Post Production Support (PPS) for the Accounts Payable, Accounts Receivables, General Ledger, Project Accounting and Time & Attendance modules.
• Identified and prepared key changes to business processes. These key changes were delivered to the Subject Matter Experts (SME) for Accounts Payable and Accounts Receivable presentations.
• Create the Train-the-Trainer program for agency identified trainers.
• Our Instructor-Led Training (ILT)materials include PowerPoint Presentations and Simulations using User Productivity Kit (UPK), which equipped clients to learn on their own.
• Responsible for the update/creation of all WBT-based courses totaling 10 courses which included Navigation, Accounts Payable, Expenses and General Ledger.

PROJECT
DESCRIPTION CLIENT
IMPACT

Fiscal Technician Residency Review

The Virginia Department of Transportation (VDOT) requested services to conduct an analysis of its business support (or fiscal) functions in its field operations – district, residency and area headquarters offices. The primary focus of the analysis was to review the fiscal function’s organization roles, responsibilities and reporting relationships to determine whether or not the recent reorganization of fiscal functions was optimal, and to make recommendations for improvement, as needed.

BTG was tasked by VDOT’s Safety and Performance Management Division (SPMD) to conduct an analysis of the fiscal business support functions (accounting and inventory) that support the efforts of maintenance and construction projects. The primary goal of the project was to review the organization, including roles and responsibilities and reporting relationships to determine if VDOT’s blueprint changes were optimal for an effective and efficient agency. BTG was also tasked to analyze and redesign the fiscal processes to increase efficiency, eliminate redundancies and reduce cycle time.

• Provided more than 70 recommendations to improve the agency
• Documented current-state process maps for 13 of the fiscal business processes
• Documented level of effort and responsibility matrices for the 13 fiscal business processes
• Identified areas to reduce fiscal process cycle times by eliminating process redundancies

PROJECT
DESCRIPTION CLIENT
IMPACT

BOWD Center Business Re-Engineering Process Program

The Virginia Department of Transportation Business Opportunity and Workforce Development (BOWD) Center’s primary purpose is to provide training, assistance and services to Disadvantaged Business Enterprises (DBE). Although VDOT’s BOWD Center was seen across the Nation as a leader in this area, VDOT’s Executive Leadership was seeking more of an impact on the outcomes for DBEs in Virginia. Business Transformation Group (BTG) was asked to re-engineer the entire BOWD Center program to include the establishment of a one-stop-shop operation while also being present across the state in each of the nine Districts. The intent behind this re-engineering effort was not only to address the process and technology needs, but also to evaluate the personnel and organizational structure needs. Therefore, establishing it as a leader in providing support services to the DBE community.

• Established a leadership structure that directly connected the DBE community to future contract work at VDOT
• Created a program that provides support services across both the business and field related needs of DBEs.
• Designed a learning model that directly leveraged learning institutions within Virginia that offer business and technical training
• Developed a technology structure that automatically develops a training program tailored for an individual DBE needs.
• Developed a data warehouse portal concept that provides easy access to important information across all stakeholders, including FHWA.
• Designed an operating structure that fosters partnership, mentoring and training from prime contractors.

PROJECT
DESCRIPTION CLIENT
IMPACT

Elizabeth River Tunnels (ERT)

The ERT Project is a $2.1 billion, public-private partnership (P3) project, with the Virginia Department of Transportation (VDOT) and Elizabeth River Crossings (ERC) to provide transportation improvements and congestion relief through an extension of the Martin Luther King (MLK) Boulevard Expressway, construction of a new Midtown Tunnel and rehabilitation of the Midtown and Downtown tunnels. Business Transformation Group (BTG) provides program management and civil rights support toward the attainment of a $500 million procurement goal for Disadvantaged Business Enterprises (DBE) and Small, Woman and Minority-owned (SWaM) businesses. BTG’s approach to identify and vet capable small businesses for the project, while also reducing risks, has been recognized by Virginia Department of Transportation (VDOT) and the Federal Highway Administration (FHWA) as a “Best Practice” approach. BTG’s work provides insight to small business owners about the prime contractor’s expectations and project requirements, resulting in an increased potential for successful small business participation and local job creation. BTG partnered with the Southeastern Transportation Partners, a joint venture of Rummel Klepper & Kahl (RK&K) and Parsons Transportation Group, to execute BTG’s strategic workplan to manage meeting the DBE small business and On the Job Training (OJT) goals on the project.

• Assisted in the execution of 46 design/build contracts, totaling $61.5 million for DBE firms.
• Assisted in the execution of 145 design/build contracts, totaling $34.4 million for SWaM vendors
• Assisted in the execution of 20 operations and maintenance contracts, totaling $3.7 million for DBE firms.
• Assisted in the execution of 84 operations and maintenance contracts, totaling $12.3 million for SWaM vendors.
• Facilitated three (3) regional DBE/SWaM Teaming / Matchmaking events.
• Organized and facilitated sixteen(16) SOW Opportunity Sessions.
• Identified and vetted over 600 small businesses with capabilities to perform for 82 SOW opportunities (Awareness and Risk Reduction)
• Facilitated DBE Opportunity Session for the MLK Expressway Extension for 21 potential contracting opportunities
• Assisted in the on-the-job training program graduating 75 trainees;

PROJECT
DESCRIPTION CLIENT
IMPACT

Purple Line Light Rail Project

MTA’s Purple Line project, the first Public Private Partnership (P3) project in Maryland, is a $2.1 billion proposed 16- mile light rail transit line with 21 stations that will connect Montgomery County and Prince George’s County. BTG provided Economic Empowerment Program (EEP) services for the project. The EEP included advocacy for small and disadvantaged businesses; developed and managed workforce development and targeted hiring programs; and developed and implemented small business sustainment strategies to assist businesses along the corridor during construction. BTG also provided critical consultation that resulted in important civil rights and small business program management requirements being included in the RFP used for selecting the project concessionaire.

• Worked with Leadership and Advisory Teams to guide goal setting and the unique P3 inclusion of 49 CFR and EEP commitments in both the RFQ and RFP
• Selected as Committee Members to evaluate proposals of the four shortlisted teams to support the selection of the Concessionaire
• Provided access to and guidance on BTG's Small Business Program Management process
• Conducted several awareness sessions attracting over 250 companies, of which over 100 have completed profiles and assessments
• Hosted 2 “Meet the Primes Speed Dating” Networking Events for S/DBE firms to market to the 4 shortlisted Concessionaire teams that attracted over 200 sub-consulting and subcontracting companies
• Partnered with USDOT to offer a Bonding Education Program to Small and DBE subcontractors
• Developed a “Preferred Training Program” of 16 agencies and organizations to train individuals in the project corridor
• Established a strategic sustainment model to assist over 400 companies along the project corridor requiring assistance during construction
• Worked with local and regional manufacturing companies to identify opportunities for economic development and job growth/creation

Clients & Projects

Best-in-Class Reputation

Prince Georges County Blueprint Schools Program

Hampton Roads Bridge Tunnel (HRBT)

MDOT P3 Traffic Relief

Program Management Consultant (PMC) Disadvantaged Business Enterprise (DBE) Program.

495 Express Lanes

21st Century Baltimore City Schools Construction Program Support

Cardinal Project

Fiscal Technician Residency Review

BOWD Center Business Re-Engineering Process Program

Elizabeth River Tunnels (ERT)

Purple Line Light Rail Project

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