Staffing for Alternative Contracting Methods (2018)

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108 The goal of this synthesis is to document current practices of organization and staffing needs for Alternative Contracting Method (ACM) projects. The synthesis will focus on three main ACMs: Design-Build (D-B), Construction Manager/General Contractor (CM/GC), and Public Private Partnership (P3). The objectives of the case study are to: (1) supplement and validate the findings from the survey; (2) obtain specific process examples of staffing practices for ACM projects; (3) identify examples of staffing needs and organizational structures to deliver ACM projects; (4) document unique staffing issues for the primary delivery methods (e.g., CM/GC, D-B, and P3); and (5) identify common barriers and document lessons learned of staffing practices throughout the ACM project lifecycle. AGENCY: _____________________________________________ INTERVIEWEE: _________________________________________ TIME AND DATE: _______________________________________ A. General Information and Alternative Contracting Methods (ACMs) 1. What ACMs are used in your agency? D-B CM/GC P3 Yes Yes Yes No No No 2. What are the driving forces for using ACMs in your agency? 3. What point of the project development process does your agency decide to use ACMs instead of traditional D-B-B? Please explain the reasons behind the decision. B. Organizational Structure for ACMs 4. Which organizational structure does your agency use for delivering ACM projects? – Centralized structure (e.g., central procurement and administration/execution) � If used, how many people are often in the structure? What are their expertise/skill sets? – Decentralized structure (e.g., decentral procurement and administration/execution) � If used, what kinds of support does the structure receive from the central office? A P P E N D I X C Case Example Questionnaire

Case Example Questionnaire 109 – Combined structure (e.g., central procurement with decentral administration/execution) � If used, please explain the typical process of delivering ACM projects. 5. What are typical benefits and challenges of the organizational structure used for ACMs in your agency? 6. Does your agency have a dedicated ACM office/unit to champion ACMs? Please explain. C. Staffing Needs and Staffing Issues for ACM Projects 7. How does your agency identify proper staff for ACM projects? 8. Who performs quality assurance activities on your agency’s ACM projects? Who has the majority responsibility for quality assurance in ACM projects? Please discuss separately with each method (D-B, CM/GC, or P3) if necessary. 9. How do ACMs influence your agency’s in-house engineers/professional engineering work- force? Please discuss separately with each method (D-B, CM/GC, or P3) if necessary. For example, implementing ACMs • Does not change the roles of in-house engineers, but increases their amount of work. • Does not change the roles of in-house engineers, but decreases their amount of work. • Changes the roles of in-house engineers, and increases their amount of work • Changes the roles of in-house engineers, and decreases their amount of work • Changes the roles of in-house engineers, and does not change their amount of work • No impact 10. Does your agency have more in-house engineers today than prior to the use of ACMs? Please discuss separately with each method (D-B, CM/GC, or P3). 11. Does your agency have issues of competition with industry to retain core staff/technical expertise for ACMs (e.g., a loss in staff to private industry due to pay differences)? Please explain. 12. How often does your agency utilize consultants for implementing ACMs? Does your agency have ACM program management that involves consultants? What are potential benefits and main concerns with outsourcing? 13. How does your agency staff P3 projects in the maintenance and operation phase? 14. What are the main difference in staffing needs between ACMs and traditional D-B-B at the project closeout phase?

110 Staffing for Alternative Contracting Methods D. Skill Sets and Training for ACM Projects 15. What are the typical skill sets required for the success of ACMs? Are these skill sets different among D-B, CM/GC, and P3? Please explain. Knowledge and Skill Sets In-house Staff Outsourced Staff D-B CM/GC P3 D-B CM/GC P3 Ability to analyze constructability reviews and project phasing Excellent written and oral communication skills Familiar with federal transportation project finance structuring Knowledge of change management Knowledge of contract admin, finance, and cost management Knowledge of highway construction means and methods Knowledge of project delivery and procurement procedure Knowledge of quality assurance principles for ACMs Leadership and ability to coordinate other staff Risk identification and analysis skills Strong background in preconstruction process and planning Strong partnering and team-building skills Understanding of federal and state environmental approvals Understanding of project management principles 16. Does your agency rely on consultants for certain recurring tasks that require specific skill sets for ACMs? 17. Please explain the typical training process/components for ACMs in your agency (e.g., use of consultants, formal ACM training for DOT staff). Does your agency provide training for the design and construction industry partners on ACMs? 18. Does your agency provide any specialized training for ACMs as well as negotiating skills? 19. What types of training programs are used in your agency to train your existing staff and new hires for implementing ACMs? Does your agency provide ongoing training for the replacement staff? E. Lessons Learned 20. What lessoned learned would you share with other agencies about staffing needs and organizational structure for implementing ACMs? 21. What are effective practices of staffing utilization for ACM projects? What critical factors related to staffing needs that need to be considered to successfully deliver ACM projects or programs?