Large Inspection and Testing Professional Services Contracts · CE&I consultant amounts need to be...

Large

Inspection and

Testing

Professional

Services Contracts

Statewide we are having to learn to do more with

less FTEs

As employees retire, we are losing our subject

matter experts and are not always able to rehire

and replace that experience

There are new construction projects are being

made available by new and additional

Proposition funding

Prop 12 V1, Prop 12 V2, $2B…

Great for the State but a challenge to staff…

CE&I: Moving the State Forward

FTE planning based on the State’s Project

Development Process shows that there is a peak

need for additional needs primarily in 2013 and

2014

Needed

Assistance

State

Resource

Availability


Basically there are just not enough “boots

on the ground” to cover our inspection

needs…


The Regions worked with a mixed sample of Directors of Construction to see what they felt their immediate needs were to support their construction activities.

Results were:

Materials testing*

CPM – Critical Path Scheduling*

SUE – Subsurface Utility Engineering*

Survey*

Construction Engineering & Inspection *

Inspectors**

* Standard contracts

**Overwhelmingly reported needing inspectors


All Regions have been busy procuring the needed

supporting contracts: Survey, SUE, CPM, Lab, etc…

Indefinite Deliverable contracts are available for use

Statewide

Construction, Engineering and Inspection

procurement has been a new twist to the

procurement process and we are working

diligently to meet the Districts needs

The Regions have been and will be working very

closely with the Districts, CST (Construction)

Division and CCO (Contracts) Division to develop

the best evaluation processes for these specific

projects


In the past, Districts would acquire rent-a-techs to assist in construction. Questions we get are:

“Why can’t we just get inspectors?”

“What would be the benefit to acquiring a CE&I contract instead of rent-a-techs?”

to the rent-a-tech approach:

Counts against the District’s FTEs

Does not provide liability insurance

Purchase of Service will take approximately a year (missing the peak)


Some the CE&I would be:

Provides the FTE relief that District’s might

need to ride the peak need in construction

Provides the needed Error and Omission to

protect the State

Provides the flexibility to add time, money

and the ability to the change scope, as

needed, to match the construction project

Could be in place in 3-4 months


A large project that could be a Specific

Deliverable Contract (i.e. over $1M in consultant

payout)

A large project that would provide the needed FTE

relief a District would need to “ride out” the peak

A project that is in need of a certain subject

matter expert during construction that the State

does not have available

Multiple small projects that are clearly defined.


http://en.wikipedia.org/w/index.php?title=File:Check_mark.svg&page=1

CE&I consultant amounts need to be built into your .

Funds will be transferred from Strat 101 to Strat 111 to fund the consultant payout.

Due to length of time (>2yrs) and amount of money(>$1M), a specific deliverable contract would be needed. Solid scope and hours needed

Procurement process has more Non-Listed Work Categories than a Design procurement.

Conflict of Interest and Preclusions clearly noted on NOI.

Construction Staff will need to acquire the necessary Project Management and Contract Administration training– DES615 All Staff require training (Admin to PM)

TxDOT will need to assign a project manger to be out in the field with the CE&I firm.

TxDOT is the owner of the Project. TxDOT PM is there for making decisions and for oversight of the CE&I firm.

Consultant staffing plan should mirror an ideal TxDOT operation


Secure your funding:

Work with your TP&D Director to build into you Districts Strat 111 (Consultant Utilization Plan)

Remember funding is per FY, so ask for you will be expecting payout

On future project calls – Build this into your District’s

Assign a PM and develop a preliminary Scope and Man Hour estimate

Work through the Region’s Contract Manager

The , the the procurement

Templates are available


District and Region will work together to assign a Consultant Selection Team

Each CST Member contributes the same weight

District will designate a Project Manager

Required Training DES615 – Project Management and Contract Administration

No conflicts of potential proposers

District, District PM and Consultant Selection Team will work together to develop the criteria that best suits each project

Region can help provide feedback and/or any subject matter experts needed

Region will administer the procurement process


Dallas District CCSJ – 0047-06-108

Collin County - $110M construction

Paris District CCSJ – 0641-01-033

Hunt County - $48M construction

Waco District CCSJ – 0015-07-065 and 0015-06-071 Bell & Salado County - $180M construction

Forth Worth District CCSJ – 0014-16-225

Tarrant County - $123M construction


Although the process is similar to all other

procurements, the subject matter experts are

vital to this procurement.

During Negotiation, the overhead rates for field

work need to be looked at carefully. Field staff

and office staff must be clearly designated and

differentiated.

This process is not difficult although a Project

Manager that is active is critical

Secure your funding

Length of the project should be a consideration

although each negotiation is different.


As we get more and more CE&I contracts

under our belt we will adjust to meet the

needs of the State.

We are working jointly with ACEC and

AGC to develop more techniques that

meets the needs of the State.


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