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Factors to Consider in Innovative Contracting Doyt Bolling and Jared Holland Utah Technology Transfer Factors to Consider in Innovative Contracting Doyt Bolling and Jared Holland Utah Technology Transfer Center

Innovative Contracting The primary goal of Innovative Contracting is to provide timely delivery of Innovative Contracting The primary goal of Innovative Contracting is to provide timely delivery of a quality project or facility with limited User & Social Impacts. n User & Social Impacts- Costs incurred by the road user or public that are not directly accounted for in Traditional Contracts. n

Factors Third Party Conflicts n Project Complexity n Availability of Funds n Time Constraints Factors Third Party Conflicts n Project Complexity n Availability of Funds n Time Constraints n Road User Impacts n Product Quality n

Third Party Conflicts Utilities n Environmental n Political Legal n * Innovative Contracting should Third Party Conflicts Utilities n Environmental n Political Legal n * Innovative Contracting should not be used in any case where a third party conflict exists.

Project Complexity Routine n Complex Design n Complex Construction n Technical Integration n Project Complexity Routine n Complex Design n Complex Construction n Technical Integration n

Availability of Funds Emergency Project n Timing of Funds n Local, State, Federal n Availability of Funds Emergency Project n Timing of Funds n Local, State, Federal n Bonding n Toll Fees n

Time Constraints Event n Emergency n Public Perception n Limited Resources n Time Constraints Event n Emergency n Public Perception n Limited Resources n

Road User Impacts High Accident Rates/Safety in Work Zones n Impact to Businesses n Road User Impacts High Accident Rates/Safety in Work Zones n Impact to Businesses n Traffic Control n High Road User Costs (Delays, Inconvenience) n Air Pollution n

Product Quality Smoothness n Extended Service Life n Maintenance Objectives n Improved Serviceability n Product Quality Smoothness n Extended Service Life n Maintenance Objectives n Improved Serviceability n

Contracting Procedures Traditional Contract (Design-Bid-Build) n Design-Build n A+B Bidding n Lane Rental n Contracting Procedures Traditional Contract (Design-Bid-Build) n Design-Build n A+B Bidding n Lane Rental n Warranty n Job Order Contracting n

Traditional Contracts Projects with Third Party Conflicts n Cookie Cutter Projects n Projects with Traditional Contracts Projects with Third Party Conflicts n Cookie Cutter Projects n Projects with Negligible Impacts to the Road User, Public, & Environment n Projects with Potential Risks n

Design-Build Decrease Time (Emergency/Event) n Complex Design n Complex Construction n Technical Integration n Design-Build Decrease Time (Emergency/Event) n Complex Design n Complex Construction n Technical Integration n Limited In-house Resources n Projects Procured Just-In-Time n

A+B Bidding Decrease Time (Emergency/Event) n Potential for High Road User Cost n Potential A+B Bidding Decrease Time (Emergency/Event) n Potential for High Road User Cost n Potential Impact to Local Businesses n Public Perception n Vital Corridor n

Lane Rental Decrease Time (Emergency/Event) n Potential for High Road User Cost n Potential Lane Rental Decrease Time (Emergency/Event) n Potential for High Road User Cost n Potential Impact to Local Businesses n No Alternative Routes n High ADT n

Warranty Projects in which Performance can be Measured n Minimize Overall Life-Cycle Costs n Warranty Projects in which Performance can be Measured n Minimize Overall Life-Cycle Costs n Project Conditions are Well-Defined n Incorporation of New Technology in Materials, Equipment, and Construction Processes n

Job-Order Contracting Routine Projects n Reduce Administrative Costs n Projects Procured Quickly (JIT) n Job-Order Contracting Routine Projects n Reduce Administrative Costs n Projects Procured Quickly (JIT) n

Contractor Control n In order for Innovative Contracting to be successful in a project, Contractor Control n In order for Innovative Contracting to be successful in a project, the contracting firm must have control over the variable the owner wishes to minimize/maximize.

Early Assessment of Innovative Contracting Practices (Trauner) Early Assessment of Innovative Contracting Practices (Trauner)

Design-Build Design-Build

A+B Bidding A+B Bidding

Lane Rental Lane Rental

Warranty Warranty

Job-Order Contracting Job-Order Contracting

Innovative Contracting Website Accessing Web. Site ·Connect to www. utaht 2. usu. edu ·Click Innovative Contracting Website Accessing Web. Site ·Connect to www. utaht 2. usu. edu ·Click on the Innovative Contracting Link. Or ·Go directly to the Innovative Contracting Page by entering http: //www. utaht 2. usu. edu/IC/Default. html Viewing Documents ·Click on the Link “Search for Innovative Contracting Documents”. ·Then use the pull-down menus to select a “state” and a “contracting procedure”. NOTE: to view all leave the pull-down menus blank. ·Click Run Query ·After the query loads click on the title of the document you wish to view. ·A full description of the document will load. ·Click on “View Full Document” at the bottom of the page. ·If you have Adobe Acrobat Reader the document will load. Or ·If you do not have Adobe Acrobat Reader, click on the icon, or visit www. adobe. com/prodindex/acrobat/readstep. html to download a free copy. Also, utilize the website for other information on innovative contracting practices. It includes links, basic definitions, and the draft of “Best Practices Management Guidelines for Innovative Contracting.

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