Staffing for Alternative Contracting Methods (2018)

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69 Introduction The objective of this synthesis is to document the current state of practice in staffing for ACMs. The conclusions presented in this chapter are based on the four research instruments used to collect the information contained in the synthesis: comprehensive literature review; survey of U.S. agencies, including a content analysis of DOT documents, guidelines, and manuals related to ACMs; and case examples of select state DOTs. Each of these research methodology steps provided insight and a better understanding of the organizational structure and staffing needs for delivering ACM projects. The criteria used in this report for drawing conclusions and identifying effective practices were discussed in Chapter 1. When two or more lines of information from the survey, literature review, content analysis, and case examples connected, these lines of information were considered substantial and used to develop the conclusions and candidates for the list of effective practices. Findings that were discovered during the analysis of one method but not validated by a second method were reported but are not included as conclusions. This process was followed rigorously throughout the entire report. The gaps in knowledge and practice identified from this study serve as a launching point to explore the potential for future research. This synthesis report and future research studies will help guide transportation agen- cies to effectively and efficiently develop a sustainable core workforce for their ACM projects and programs. Conclusions The conclusions drawn based on the findings from the previous chapters are summarized as follows, in no particular order. 1. The foremost knowledge domain and skill sets in staffing determination found to be critical to the success of implementing ACM projects are: – Leadership and ability to coordinate other staff, – Risk identification and analysis skills, – Strong partnering and team-building skills, – Knowledge of project delivery and procurement procedure, – Ability to analyze constructability reviews and project phasing, – Knowledge of construction contract administration, – Strong commitment to successful outcomes, – Accountability and trust, – Innovative problem solving attitude, and – Flexibility and openness to new concepts. C H A P T E R 5 Conclusions

70 Staffing for Alternative Contracting Methods 2. The fast-paced and collaborative nature of ACM projects requires higher-level management and decision-making skills. A project manager of an ACM project is required to have strong negotiation skills in addition to technical expertise. 3. Having staff with estimating expertise and background is essential for CM/GC projects, because the staff are able to understand the assumptions that drive GMP estimates and facilitate the negotiation process. 4. It is challenging to find staff that have both a strong technical background and excel in the procurement process. Not everyone is the right fit for ACM projects. 5. Having staff with background and knowledge to better understand the contract quality management plan, roles, and responsibilities with material testing is essential for ACMs. 6. DOT personnel cannot be expected to successfully implement ACMs without sufficient training and a baseline understanding of the variations of each delivery method. By commit- ting to a robust training program, DOTs are able to internalize ACM functions. 7. Upper management support and commitment of senior leaders to ACM programs help to grow staff into efficient and effective teams. 8. Developing D-B scope of work is resource intensive and demands more active involvement from senior staff than comparable D-B-B projects. 9. A loss of experienced staff to the private sector or other agencies is a concern for implement- ing ACM projects and programs. An ACM program is required to have ample workload to keep experienced staff interested. 10. In addition to skill sets required for D-B projects, staff in P3 project are often required to have experience in engaging private partners at various stages of procurement and contract execution. Agencies typically rely on consultants to handle the legal and financial parts of P3 contracts. 11. Staffing issues during the project-closeout phase of ACM projects involve transferring war- ranties to appropriate parties and receipt of accurate and timely as-built drawings from the contractors. Effective Practices Effective practices, in no particular order, are as follows: 1. Having the same core staff involved in both preconstruction and construction is often seen as key to the success of ACM projects. 2. Strategically using consultants along with developing core ACM competencies within the department is an important ingredient for successful ACMs. Overreliance on consultants can hamper the growth and development of a DOT’s own staff. 3. DOTs often use consultants to implement ACM projects when the in-house staff are not available or lack required expertise. Consultant services can be scaled up or down to augment staff and provide expertise when appropriate. 4. Dedicated staff to facilitate the ACM process is important for successful implementation of ACMs. 5. Early contractor involvement to help in-house staff improve the design for constructability is essential for CM/GC projects. 6. Engaging consultants in ACM training is important to the transition from outsourcing to use of in-house staff for ACM projects. 7. The development and maintenance of ACM templates, guidelines, and formal training pro- grams helps state DOTs develop a committed core workforce to implement ACM programs. 8. Having qualified agency staff with the ability to appropriately manage consultants used in ACMs is important for success. Agencies need sufficient in-house expertise to keep consul- tants on track and ensure that their advice is consistent with agency goals.

Conclusions 71 9. DOTs typically use General Engineering Consultants (GEC) with ACM expertise to acceler- ate the effectiveness of ACM programs. Junior-level staff are encouraged to be involved with GECs to gain experience and help institutionalize ACMs within the department. 10. Effectively implementing ACMs requires staff to be able to work with the DOT’s subject- matter experts to promote culture changes between D-B-B and ACMs. Having staff with the abilities to do things other than D-B-B is important to implement ACMs. Future Research Future research is suggested in the following areas: 1. Attracting and retaining talented staff and a committed core workforce with appropriate skills and competences for ACM implementation is vital for state DOTs. Information and guidance on this is lacking. For example, what is the formal career path for ACM staff? How do the compensation and benefits packages offered to DOT ACM staff compare with private-sector opportunities? 2. Another research need is for guidance on how to select an appropriate project organizational structure and staffing level (e.g., both agency staff and consultants) to effectively and effi- ciently deliver transportation projects and programs across all ACMs (e.g., D-B, CM/GC, P3, ATC, D-B-B Best Value, and others).