Staffing for Alternative Contracting Methods (2018) / Chapter Skim
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Pages 9-22
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9 Introduction This chapter documents the important findings from the literature review on organization and staffing needs for ACM projects. The purpose of this chapter is to establish the background and context for the findings from the survey and case examples presented in Chapters 3 and 4, respectively.
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10 Staffing for Alternative Contracting Methods NCHRP Report 662: Accelerating Transportation Project and Program Delivery also noted: Many state DOTs have reorganized both internally and externally to provide for a more efficient delivery of programs. The intent to reorganize was not always based on the need to deliver projects faster but rather on the realization that some forms of efficiencies could be attained if the DOT reorganized parts of its structure.
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Literature Review 11 The main benefits of centralization related to project and program delivery are as follows: • Program consistency -- Centralization allows state DOTs to adopt a more consistent approach to delivering transportation programs and projects across their states; • Policy alignment -- Under the centralized structure, field staff align their actions and decisions with the department policies; • Cost savings -- Centralization may help better utilize staff and operate more efficiently; and • Improved external and internal communication -- Centralization provides opportunities to convey a clearer and more consistent message across the department (Secrest et al.
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12 Staffing for Alternative Contracting Methods priorities, project development, and project delivery. Districts perform most project development activities independently, with limited oversight from TxDOT headquarters staff (TxDOT 2010)
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Literature Review 13 the Engineering and Operation Chief/Assistant Director. The district offices have greater autonomous decision-making power over functions like design, communications, fleet management, and public engagement.
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14 Staffing for Alternative Contracting Methods Figure 3 shows a generic combination of centralized and decentralized organizational structures of state DOTs. As mentioned previously, this generic chart serves as illustrative only.
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Literature Review 15 agencies, Scott et al.
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16 Staffing for Alternative Contracting Methods fundamentals and principles of D-B contracting and versed in the preparation of prescriptive and performance provisions (CDOT 2016)
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Literature Review 17 • Project Leadership Team: This staff is responsible for the day-to-day management, coordination, and development of the project and the D-B procurement process. This team often comprises members of CDOT, the consultant team, local agency funding partners, and public involvement representatives.
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18 Staffing for Alternative Contracting Methods Contractor. The ICE is required to bring on subject-matter expertise if they lack in-house knowledge of a major work item.
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Literature Review 19 Developing P3 projects requires forming and managing multidisciplinary teams that understand the interactions of various technical, financial, and legal factors. Typically, staff in state DOTs with existing D-B programs or toll facilities often have some of the skills and structures in place to facilitate P3 project development rather than state DOTs without D-B programs or toll facilities (FHWA 2012a)
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20 Staffing for Alternative Contracting Methods • Providing regulatory oversight of P3 projects; and • Promoting the P3 program by soliciting projects, attracting potential partners and investors, and educating the public.
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Literature Review 21 • Preliminary engineering design; • Project management; • ACM method assessment and selection; and • Technical proposal assessments, but not decision making (CASE 2016)
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22 Staffing for Alternative Contracting Methods Similarly, through interviews with three agencies [the Minnesota Department of Transportation (MnDOT) , MoDOT, and the Oregon DOT]
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