Skip to main content

Currently Skimming:


Pages 41-68

The Chapter Skim interface presents what we've algorithmically identified as the most significant single chunk of text within every page in the chapter.
Select key terms on the right to highlight them within pages of the chapter.


From page 41...
... 41 Introduction This chapter builds on the findings from the literature review and the survey of the current practice in ACM staffing presented in the previous chapters. The main objective of this chapter is to document the case examples and practices related to staffing issues and needs from the transportation agencies that have experience in delivering ACM projects and programs.
From page 42...
... 42 Staffing for Alternative Contracting Methods • ACM staffing issues and needs, • ACM skill sets and training, and • Lessons learned. Appendix C provides the complete list of protocol questions.
From page 43...
... Case Examples of Staffing for ACMs 43 "apples to apples" comparison of the impact of the new ACM. The outcome was that the department was able to make substantive recommendations regarding the value for money achieved by ACMs, providing factual information to its legislative initiative to expand its procurement toolbox by adding D-B, CM/GC, and P3.
From page 44...
... 44 Staffing for Alternative Contracting Methods impressed with the creativity and innovation displayed in the many ATCs proffered during the D-B demonstration program, which were eventually credited with reducing the cost of the program by nearly 17%. Caltrans attempts to staff ACM projects with engineers that have excellent people skills as well as an understanding of changes in project management procedures found on their ACM projects.
From page 45...
... Case Examples of Staffing for ACMs 45 • Caltrans has found implementing CM/GC using in-house design assets to be a very effective method for providing early contractor involvement to achieve highly constructible designs. The recent San Francisco–Oakland Bay Bridge Marine Foundation Removal CM/GC project (Figure 21)
From page 46...
... 46 Staffing for Alternative Contracting Methods Organizational Structure FDOT is one of the largest state DOTs in the U.S. and operates as a decentralized organization, in which FDOT has seven geographical areas called districts along with the "District 8," the FTE, that have decision-making power for design, communications, and public engagement.
From page 47...
... Case Examples of Staffing for ACMs 47 are coached to be flexible and understand the process and procedure of using ACMs in addition to traditional D-B-B methods. As a typical setup, each ACM project team has a technical evaluation committee, the core support staff, and technical and project experts, all of which are FDOT employees or agency owner's representative consultant employees.
From page 48...
... 48 Staffing for Alternative Contracting Methods and understanding of project management to work on ACM projects. For consultants, FDOT looks for skills that can support the efforts by the FDOT team.
From page 49...
... Case Examples of Staffing for ACMs 49 • Since the design of an ACM project typically is performed by a third-party entity, the role of FDOT changes from developing the design to providing the commitments, parameters, constraints, and scope of the design so that the designer can capture what is required. FDOT learned that scope definition is vital to relay the expectations the department has for an ACM project.
From page 50...
... 50 Staffing for Alternative Contracting Methods GDOT is embarking on a Major Mobility Improvement Program (MMIP) , which may involve as much as $11 billion worth of ACM projects over the coming decade.
From page 51...
... Case Examples of Staffing for ACMs 51 The GDOT ACM project delivery method selection process is based on assessing the following project characteristics, at a minimum: • Ability of ACM to help achieve strategic benefit for GDOT on the project, • Accelerated schedule for public benefit and to support economic development, • Complexity of construction issues, • Opportunity to realize benefit from innovative designs and enhanced constructability, • Ability to integrate the contractor and the designer to optimize value for money, • Maximizing the use of available funding, • Suitability/risk assessment, • In-house staff resources to manage and deliver, and • Completion of a strengths, weaknesses, opportunities, threats (SWOT) analysis.
From page 52...
... 52 Staffing for Alternative Contracting Methods GDOT has a well-developed set of ACM procedures and manuals, and its program managers are charged with keeping those up to date based on recent experience. GDOT's PMC for the MMIP will provide training to both GDOT and other consultant personnel in the application of complex project management leadership, processes, and tools, including the direct application of tools developed in the Strategic Highway Research Program (SHRP 2)
From page 53...
... Case Examples of Staffing for ACMs 53 decision-making power for design, construction, and public engagement. ACM project right of way (ROW)
From page 54...
... 54 Staffing for Alternative Contracting Methods and procedures. The most recent protest came on the emergency D-B project to replace the I-35W Bridge over the Mississippi River that unexpectedly collapsed in 2007 and is shown in Figure 25.
From page 55...
... Case Examples of Staffing for ACMs 55 • The MnDOT model of central ACM pre-award management and decentralized post-award project execution provides for a uniform process that is also responsive to local needs and preferences at the district level. • MnDOT has found conducting a rigorous industry outreach effort prior to implementing new ACMs pays dividends in the future success of each approach.
From page 56...
... 56 Staffing for Alternative Contracting Methods recommendation. This decision-making process is also used to select the design–builder during procurement.
From page 57...
... Case Examples of Staffing for ACMs 57 provided will meet the project goals. Ideally, MoDOT will assign one project engineer who has the responsibility to manage the ATC process for the project team.
From page 58...
... 58 Staffing for Alternative Contracting Methods discussions with the MoDOT personnel and investigation of literature from MoDOT, the lessons learned in staffing for ACM projects are summarized as follows: • One of the main reasons that MoDOT pursues D-B is to "do more with less." As with many state DOTs, MoDOT downsized the department and lost staff to other entities. With D-B, MoDOT has the ability to fast track projects, which utilize incoming funds faster and gets the project done sooner.
From page 59...
... Case Examples of Staffing for ACMs 59 becomes a real option for projects. In addition, the same stands true for private money coming from private entities.
From page 60...
... 60 Staffing for Alternative Contracting Methods The number of in-house engineers has decreased in recent years, which has left NCDOT with fewer human resources on the preconstruction side of a project. However, with D-B and P3, the in-house engineers change their roles from providing the detailed engineering and design input throughout the design phase to providing mainly the initial bridging documents during the early stages of the design phase.
From page 61...
... Case Examples of Staffing for ACMs 61 lead the project. Leading a project requires not only technical knowledge, but also tacit knowledge that allows gaining the attention of others and providing guidance that moves a project forward.
From page 62...
... 62 Staffing for Alternative Contracting Methods The roadway system in ODOT contains 43,000 miles of state and federal highways, with 14,071 bridges that carries the fifth-largest traffic volume and the fourth-largest in commercial freight in the U.S. Ohio DOT employs around 5,000 employees annually within the central office and corresponding 12 transportation districts across the state.
From page 63...
... Case Examples of Staffing for ACMs 63 and proposals for the larger, complex D-B projects. The Division of Innovative Delivery evaluates potential projects for P3 feasibility and assists in the development of RFQs, RFPs, and financial evaluations, as well as participates in the review of statements of qualification and proposals.
From page 64...
... 64 Staffing for Alternative Contracting Methods 15 years of experience range, as many of these individuals have left the department for other positions. Therefore, ODOT realizes that there is an anticipated gap in experience and knowledge within the department that may result in ODOT relying even more on consultants for ACM projects.
From page 65...
... Case Examples of Staffing for ACMs 65 knowledge of the project, the reasons the project was scoped the way it is, and ways to construct the project before construction begins. Using this approach allows construction staff to make decisions in a more informed manner.
From page 66...
... 66 Staffing for Alternative Contracting Methods Organizational Structure VDOT utilizes a combined organizational structure, which entails that the central office, located in Richmond, is responsible for screening of possible alternative delivery projects, development, procurement, and the contract for the project, while the district in which the project is located implements the design, construction, operations, and maintenance of a project. VDOT has nine highway districts: Bristol, Culpeper, Fredericksburg, Hampton Roads, Lynchburg, Northern Virginia, Richmond, Salem, and Staunton.
From page 67...
... Case Examples of Staffing for ACMs 67 VDOT relies on consultants to supplement human resources for specific tasks, such as engineering, inspections, and financing. VDOT typically works with the same four or five consultants, which has allows each party to build a trustworthy and open relationship and results in very few issues between VDOT and the consultant community.
From page 68...
... 68 Staffing for Alternative Contracting Methods VDOT also participates in the Virginia Transportation Construction Alliance (VTCA) Annual Meeting.

Key Terms



This material may be derived from roughly machine-read images, and so is provided only to facilitate research.
More information on Chapter Skim is available.