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From page 85... ... 85 B.1 General and Demographic Information Table B1 summarizes state DOTs responding to the survey. A P P E N D I X B Aggregated Survey Results No State DOT No State DOT 1 Arizona 24 Nebraska 2 Arkansas 25 Nevada 3 California 26 New Jersey 4 Colorado 27 New York 5 Connecticut 28 New Hampshire 6 DC 29 North Carolina 7 Delaware 30 North Dakota 8 Florida 31 Ohio 9 Georgia 32 Oklahoma 10 Hawaii 33 Oregon 11 Idaho 34 Pennsylvania 12 Indiana 35 Rhode Island 13 Iowa 36 South Carolina 14 Kansas 37 South Dakota 15 Kentucky 38 Tennessee 16 Louisiana 39 Texas 17 Maine 40 Utah 18 Maryland 41 Vermont 19 Massachusetts 42 Virginia 20 Michigan 43 Washington 21 Missouri 44 West Virginia 22 Minnesota 45 Wisconsin 23 Montana 46 Wyoming Table B1. Read the entire page →
From page 86... ... 86 Staffing for Alternative Contracting Methods • Figure B1 displays the result for the group/section in which the survey respondents work. Out of 46 responses obtained, a majority of the respondents work in multiple groups or sections. Read the entire page →
From page 87... ... Aggregated Survey Results 87 • Figure B3 shows whether or not agencies have legal constraints placed on the outsourcing of services for which it may have the capacity to perform in-house. Out of 39 responses (excluding WY, SD, ND, OK, NE, IN and IA) Read the entire page →
From page 88... ... 88 Staffing for Alternative Contracting Methods 5.90% 5.90% 47% 70.60% 0% 10% 20% 30% 40% 50% 60% 70% 80% Other Low Bid Qualification-Based Best Value Fig B4.2. Procurement methods used by the agencies for CM/GC (n = 17) Read the entire page →
From page 89... ... Aggregated Survey Results 89 • Figure B5 shows the number of projects delivered by the agencies with the primary ACMs. No data were received from ND, SD, NE, IA, WY, AR and OK state DOTs. Read the entire page →
From page 90... ... 90 Staffing for Alternative Contracting Methods • Fig B6 shows the percentage of average annual construction program in terms of number of projects. Out of 37 respondents (excluding AZ, IA, FL, OK, AR, NE, ND, WY, and SD) Read the entire page →
From page 91... ... Aggregated Survey Results 91 • Figure B7 shows the percentage of average annual construction budget in terms of dollar volume allocated to ACM projects. 36 responses were obtained (excluding AZ, LA, IA, WY, OK, NJ, AR, NE, ND, and SD) Read the entire page →
From page 92... ... 92 Staffing for Alternative Contracting Methods 16.60% 44.40% 27.80% 11.20% 0% 5% 10% 15% 20% 25% 30% 35% 40% 45% 50% <2 years 3 to 5 years 6 to 10 years >10 years Fig B8.2. Number of years of experience with CM/GC (n = 18) Read the entire page →
From page 93... ... Aggregated Survey Results 93 B.2 Organizational Structure and Training for ACM Projects • Figure B9 shows the organizational structures that the agencies use to deliver primary ACMs. Total responses for D-B, CM/GC, and P3 are 38, 18, and 15 respectively. Read the entire page →
From page 94... ... 94 Staffing for Alternative Contracting Methods • Figure B10 shows whether or not the agencies have strategic approach to staffing needs for implementing ACMs. It is seen that a majority (66.6%) Read the entire page →
From page 95... ... Aggregated Survey Results 95 • Figure B11 shows whether the agencies have business unit/divisions for ACMs. A little more than half of the responding agencies do not have business unit/divisions for ACMs. Read the entire page →
From page 96... ... 96 Staffing for Alternative Contracting Methods • Figure B12 shows the factors that agencies consider in making outsourcing decisions. Major factors that influence outsourcing decisions are found to be lack of availability of in house personnel and lack of qualifications of in-house personnel. Read the entire page →
From page 97... ... Aggregated Survey Results 97 • Figure B14 shows results regarding whether the agencies provide ACM training to their staff. It is found that a majority (69.2%) Read the entire page →
From page 98... ... 98 Staffing for Alternative Contracting Methods B.3 Staffing Needs and Skill Sets for ACM Projects • Figure B16 shows the average age of staff for ACM of 39 responding agencies (other 7 agencies have no authority for ACMs) Read the entire page →
From page 99... ... Aggregated Survey Results 99 • Figure B18 shows the average years of experience of agency staff in general. Many staff fall into the experience level of 15 to 20 years, as shown. Read the entire page →
From page 100... ... 100 Staffing for Alternative Contracting Methods • Figure B20 shows the strategies that agencies use to address staff shortfall (workload staffing peaks) to deliver ACM projects. Read the entire page →
From page 101... ... Aggregated Survey Results 101 B.4 Unique Staffing Issues for ACM Projects • Table B4 shows the roles of various agency staff at different phases of typical ACM projects. Phases Central Office Agency Staff District Office Agency Staff Project Office Agency Staff Consultant Staff Private Sector Partner Response Scoping 65.7% 47.3% 26.4% 31.6% 0% 37 Environmental 56.7% 40.6% 16.3% 51.4% 0% 37 Procurement 92% 28.9% 28.9% 34.2% 0% 37 Design 48.6% 46.2% 37.8% 73% 13.4% 37 Construction 24.4% 51.5% 59.4% 56.8% 13.4% 37 Project Close-Out 36.8% 55.3% 60.5% 36.8% 7.9% 37 Table B4. Read the entire page →
From page 102... ... 102 Staffing for Alternative Contracting Methods • Table B6 shows the knowledge and skill sets that are critical to the success of implementing ACMs. Knowledge and Skill Sets D-B CM/GC P3 Response Knowledge of highway materials and construction means and methods 100% 18% 45% 11 Ability to explain construction plans, specification, and contract provisions 88% 38% 13% 8 Leadership and ability to coordinate other staff 96% 52% 40% 25 Experience in managing claim and disputes 75% 50% 25% 4 Understanding of project management principles 100% 50% 10% 10 Knowledge of project delivery and procurement procedure 90% 25% 40% 20 Understanding of federal and state environmental approvals 100% 20% 40% 5 Ability to analyze constructability reviews and project phasing 75% 50% 38% 8 Knowledge of quality assurance principles for ACMs 100% 22% 56% 9 Familiar with federal transportation project finance structuring 33% 0% 67% 3 Ability to schedule, estimate, and control the work 63% 50% 13% 8 Knowledge of finance, accounting and cost management 25% 0% 100% 4 Project scheduling and resource loading 75% 50% 0% 4 Knowledge of change management 67% 100% 33% 3 Risk identification and analysis skills 96% 54% 38% 24 Knowledge of cost estimating practices and system implementation 0% 100% 0% 3 Strong background in the pre-construction process and planning 50% 38% 13% 8 Familiar with contractor's build/assembly methods 0% 0% 0% 0 Performance and accountability reporting to multiple levels 100% 0% 0% 2 Knowledge of construction contract administration 94% 38% 44% 16 Strong partnering and team-building skills 87% 43% 30% 23 Excellent written and oral communication skills 86% 43% 29% 7 Ability to synthesize cross-checks and balances into project delivery methods 25% 0% 100% 4 Knowledge of development, tracking, and reporting of performance measures 50% 0% 50% 2 Documentation and record maintenance skills 83% 33% 33% 6 Table B6. Read the entire page →
From page 103... ... Aggregated Survey Results 103 • Table B7 shows the "soft" skills relative to the success of implementing ACMs. (1 = Not Important, 2 = Slightly Important, 3 = Important, 4 = Very Important, 5 = Extremely Important, NA = Not Applicable) Read the entire page →
From page 104... ... 104 Staffing for Alternative Contracting Methods • Figure B23 shows impact on staffing requirements during the ACM project close-out phase compared to a traditional D-B-B project. Almost half of the respondents reported that there is no difference on staffing requirements during ACM project closeout phase. Read the entire page →
From page 105... ... Aggregated Survey Results 105 • Table B8 shows the results of open-ended questions related to staffing issues during the ACM project closeout phase. Count Staffing issues Related to Project Close -out 1 We have not yet closed out an ACM project. Read the entire page →
From page 106... ... 106 Staffing for Alternative Contracting Methods • Figure B24 shows whether or not agencies have manual or documents that specifically describe the staffing procedures to be used for ACM projects. The majority of the agencies do not have manuals/documents describing the staffing procedures for ACM projects. Read the entire page →
From page 107... ... Aggregated Survey Results 107 1 PM is key through all phases. Has to have knowledge of all phases (procurement, D-B, O and M) Read the entire page →

From page 85...

... 85 B.1 General and Demographic Information Table B1 summarizes state DOTs responding to the survey. A P P E N D I X B Aggregated Survey Results No State DOT No State DOT 1 Arizona 24 Nebraska 2 Arkansas 25 Nevada 3 California 26 New Jersey 4 Colorado 27 New York 5 Connecticut 28 New Hampshire 6 DC 29 North Carolina 7 Delaware 30 North Dakota 8 Florida 31 Ohio 9 Georgia 32 Oklahoma 10 Hawaii 33 Oregon 11 Idaho 34 Pennsylvania 12 Indiana 35 Rhode Island 13 Iowa 36 South Carolina 14 Kansas 37 South Dakota 15 Kentucky 38 Tennessee 16 Louisiana 39 Texas 17 Maine 40 Utah 18 Maryland 41 Vermont 19 Massachusetts 42 Virginia 20 Michigan 43 Washington 21 Missouri 44 West Virginia 22 Minnesota 45 Wisconsin 23 Montana 46 Wyoming Table B1.