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原文传递 Staffing for Alternative Contracting Methods. National Cooperative Highway Research Program (NCHRP) Synthesis 518. A Synthesis of Highway Practice.

题名：	Staffing for Alternative Contracting Methods. National Cooperative Highway Research Program (NCHRP) Synthesis 518. A Synthesis of Highway Practice.
作者：	Tran, D.; Gransberg, D. D.; Harper, C.
关键词：	Alternative contracting methods, Highways planning, Innovative contracting, Staffing analysis, Synthesis, Organizational structure designs, Administration, Management, Construction, National Cooperative Highway Research Program (NCHRP), Federal Highway Administration (FHWA)
摘要：	State departments of transportation (DOTs) across the country increasingly use alternative contracting methods (ACMs) in addition to the traditional design-bid-build (D-B-B) approach to deliver transportation projects and programs. The primary ACMs include design–build (D-B), construction manager/general contractor (CM/GC), public–private partnerships (P3), and other innovative techniques [e.g., alternative technical concepts (ATCs), A+B or Cost + Time contracting, a best-value approach to D-B-B projects, and others]. In fact, ACMs are a significant part of the Federal Highway Administration (FHWA) Every Day Counts Initiative because they are seen as tools that can be used to improve transportation projects and programs. Staffing needs and the organizational structure for traditional D-B-B projects are well understood. However, state DOTs are faced with more complex decision making regarding appropriate levels and mix of staffing for their ACM projects. The staffing needs and organizational structure for ACMs vary widely among DOTs and have not been well documented. The DOT’s practices are affected by project and program size and type, staffing availability, organizational structure preferences, and ACM selection processes, among other factors. The goal of this synthesis is to identify and document the state of the practice in staffing for ACMs. The report identifies agency organizational structures to deliver ACM projects, documents critical staffing/teaming needs (e.g., knowledge, skill sets, and experience) required for ACMs, and identifies unique staffing issues for the primary ACMs (e.g., D-B, CM/GC, and P3). The report also identifies and documents staffing training processes and staffing utilization throughout the project development process. The synthesis found three general ACM staffing approaches: 1. Centralized ACM delivery with separate “innovative contracting” divisions that centrally manage ACM projects. 2. Decentralized ACM delivery where DOT districts/divisions deliver ACM projects. 3. Centralized project development at the DOT level and decentralized project execution by districts/divisions. A web-based survey was developed and distributed to the members of the AASHTO Subcommittee on Construction, and forty-six responses were received (a 92% response rate). Among the 46 responses, 43 state DOTs reported that they have authority to use one of three primary ACMs (i.e., D-B, CM/GC, and P3). Additionally, most of the state DOTs use a combined organizational structure to deliver ACM projects. The content analysis involved documenting and analyzing state DOT manuals, guidelines, and templates relevant to staffing for ACMs from 21 agencies that have mature ACM programs. Finally, structured interviews with eight selected DOTs provide case examples of organizational structure, staffing.
报告类型：	科技报告