Florida’s Partnerships with
FDOT and FICE
Presentation Overview
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History of FICE
Development of relationships
Committees with FDOT
Operating Margins
Value of FICE & FDOT Relationships
Future impact of these relationships
In the Beginning… History of FICE
Connecting the Partnerships
FICE Transportation Committee
• Committee started with concerns
consultant community had with the
Operating Margin the FDOT allowing at the
time.
• FICE went to the FDOT Secretary with
concerns.
• FDOT suggested formation of the
FICE/FDOT Liaison Committee.
FICE Transportation Committee
• Quarterly meetings in each
district.
• Small group meets with
individual sub-committees,
then reports back to larger
membership committee.
• Committee meetings are
ONLY available to members.
• Provides members with
advanced information about
projects and issues.
Keys to success
• Idea came from FDOT.
• Benefits both FDOT and
Consultants.
• FICE is a resource to help solve
problems and enhance
relationship between FDOT and
private sector.
• Bottom line figures and finances
are off limits in discussion.
FDOT & Private Consultants Partnerships
• FICE Ben Watts Partnership Award
– Established in 2001.
– Honors the individual who made an extraordinary
contribution to the development of the effective
partnership between FDOT and the consultant
community.
– In alternate years the recipient is selected from
the staff of FDOT by consultants and vice versa.
FDOT & Private Consultants Partnerships
• FICE MBE/DBE Utilization Award
– Established in 2004.
– Presented annually to a non-DBE/MBE prime
consulting firm that has made the most
significant use of DBE/MBE sub-consulting firms.
– Award Criterion
• Must be a FICE member firm.
• Have at least 3 contract awards during previous year.
• Have at least $1 million in prime fees during previous
year.
• Have a grade ‘B’ or higher the previous year.
• Have the highest DBE utilization of firms that meet the
above noted qualifications.
FDOT & Private Consultants Partnerships
• Provides consulting engineering industry an
opportunity to review and provide input on
department specifications before they are finalized.
• Communications is key. All parties bring forward
issues that stand in the way of optimizing the
transportation system.
• Problems are identified and work begins on a
successful resolution
• Relationship with all the industry groups and
independent contractors, as well as FICE, are vital to
achieving the Department’s goals.
FDOT & Private Consultants Partnerships
FTBA/FDOT Specifications Subcommittee
Structures
FTBA/FDOT Specifications Subcommittee LESS
FTBA/FDOT Specifications Subcommittee MOT
Henry Fuller Task Team (FTBA, FDOT, FICE)
Florida Greenbook Committee (FDOT & Local
Government Representatives)
FICE/FDOT Transportation Committee
FDOT & Private Consultants Partnerships
Production
Right of Way
DBE/MBE
Project Management
Alternative Contracting
CEI
Specifications Review
FDOT & Private Consultants Partnerships
FTBA – Project Awards (13 Categories)
FTBA MBE/DBE Utilization Awards
ACAF Paving Award Program (6 Categories) FDOT/
FPCA Liaison Committee
Flexible Pavement Committee
Asphalt Smoothness Committee
ATSSA/FDOT Pavement Marketing Committee
Operating Margins
Overview
• Negotiated based on:
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Complexity of the project
Degree of financial risk assumed by the Consultant
Project schedule
Consultant cost control.
• The table summarizes how these factors should be
weighted and considered in developing the cost control
portion of the operating margin for each individual
contract. For cost control efforts, a formula SHALL NOT
be used to calculate the percentage to be applied.
Operating Margins
Complexity of Project
Prime Consultant Name:
FM Number:
Date:
Criteria
% Range
Complexity of
5% - 7%
Project: The degree
of difficulty
associated with the
project. Are there
unique aspects to the
project?
OPERATING MARGIN % CALCULATION TABLE FOR DIRECT SALARIES
Suggested Standards
Typical Project Types
Low - Simple Straight forward
Bridge Inspection: All bridge inspection except scourl; CEI: 3R Rural,
projects. Small and specific
Painting, CEI signalization, simple and straight forward projects; Design:
scope of services, very minor
Simple 3R-Rural; 3R Urban ride only; Geotechnical: standard; PD&E:
issues/improvements
Small simple projects with specific scopes; Planning: Data/traffic Counts;
Survey: Resurfacing 3R rural/urban; Traffic Operations: turn-lane
projects (design)
Medium - Projects with some
specialized areas requiring some
specialized skills. Moderate
improvements on a project
Bridge Inspection: generally not applicable; CEI: CEI resurfacing with
some improvements; Design: 3R Urban with some improvements,
intersection improvements with safety, Category 1 bridges; PD&E:
widening with limited issues and bridge replacement with limited impacts;
Railroads: All; Survey: survey in water areas; Traffic Operations: traffic
operations studies and signal design projects
High - Complex multi-disciplined
projects requiring specialized
skills with significant
management issues. Major
improvements on a project
Bridge Inspection: bridge scour; CEI: CEI for multisections in a corridor,
MOT Issues, specialized skills, ITS, construction on new alignments, and
signal system timing, development and implementation; Design: new
alignments, major widening, major reconstruction; railroad bridge design;
Segmental/Class 2 bridges, Movable Bridges, PD&E: PD&E with
Feasibility study, multiple disciplines, significant issues; Planning: large
planning (multimodal); Survey: pilings and bridges; Traffic Operations:
ITS
Prime
Sub 1
Su
Operating Margins
Degree of Risk
Criteria
Degree of Risk:
The amount of
financial risk
assumed by the
consultant in
relation to the
project.
OPERATING MARGIN % CALCULATION TABLE FOR DIRECT SALARIES
% Range
Suggested Standards
Typical Project Types
Prime Sub 1
3% - 5% Low - Contracts with well defined and Bridge Inspection: bridge inspections; CEI: CEI subconsultants
specific scopes, minimal probability of providing support personnel, ITS, maximum limiting amount contracts;
cost overruns and low financial risk
Design: Simple 3R Rural, 3R urban ride only; Geotechnical: All; PD&E:
exposure. Scope clarification meeting accurate and specific scope & pre-negotiation meetings; Planning: Most
held, if applicable
Planning; Survey: all, including SUE; Traffic Operations: traffic
operations studies; traffic counts
Medium - Projects with potential for
additional coordination efforts with
outside agencies/parties; coordination
with several Districts, multiple
municipalities, etc.
Bridge Inspection: bridge scour; CEI: Standard CEI; Design: design for
new alignments, major reconstruction, and widening; PD&E: experimental
design and broad scopes; Planning: some planning; Railroads: All;
Traffic Operations: traffic signal projects, ITS design
High - lump sum contracts with
possibility of overrunning costs;
experimental design; projects
involving significant financial risk,
potential for significant unknown
issues.
CEI: high visibility, lump sum contracts, multiple projects; Design:
projects with multiple bridges; PD&E: multiple alternatives, multiple
agency approval required; Planning: large multimodal projects (airports,
seaports, railroads, transit)
Operating Margins
Project Schedule
Criteria
Project
Schedule
OPERATING MARGIN % CALCULATION TABLE FOR DIRECT SALARIES
% Range
Suggested Standards
Typical Project Types
Prime Sub 1
1% - 3% Low - no critical short term deadlines Bridge Inspection: Bridge Inspection; Bridge Scour; CEI: ITS; stand
or requirements for large staffing
alone resurfacing; ride only, support services; Design: all 3R projects,
concentrations, unfunded projects to standard schedule; PD&E: no design phase scheduled in Work Program;
go on the shelf
Planning: All; Railroads: All; Traffic Operations: ITS; Survey: all 3R
projects
Medium - Standard schedule
Bridge Inspection: generally not applicable; CEI: districtwides; push
button construction; Design: standard design; bridges, large corridors;
Traffic Operations: traffic counts; Survey: increased number of crews
needed
High - High visibility projects with
short durations and aggressive
schedules requiring large commitment
of staff. Fast track projects with high
profile and quick implementation
schedule
Bridge Inspection: generally not applicable;CEI: multiprojects,
construction bonus, CEI Urban (day & night), high visibility; short duration,
utility reallocation by others; Design: Mobility/ Economic Stimulus; PD&E:
design phase funded in the work program, bridge replacements
Operating Margins
Cost Control Efforts
OPERATING MARGIN % CALCULATION TABLE FOR DIRECT SALARIES
Prime
Typical Project Types
Suggested Standards
% Range
Criteria
3% - 27% Low (3% - 6%) - Lower or minimal cost The cost control is not generally dependent upon the type of project.
Cost Control
Factors to be considered in negotiating this criteria:
control efforts
Efforts: The
degree to which the
Consultant
controls its costs for
wage rates (by
region), overhead,
Medium (7% - 15%) - Moderate cost burdened salary rates by region and classification, specialized services
requiring specialized staff, reasonableness of the proposed distribution of
control efforts
staff hours,
expenses and FCCM.
High (16% - 27%) - Substantial cost
control efforts
Total
12% - 42%
Sub 1
reimbursed or excluded premium overtime, and other project specific
items
TOTAL FDOT
0.00%
0.00%
0.00%
0.00%
0.00%
0.00%
0.00%
0.00%
TOTAL CONSULTANT
This is intended only as a guideline - not a fixed formula.
Overhead
Expense
FCCM
Salary Multiplier
Consultant Value
• Provides open communication
between consultant community
and FDOT.
• Allows member firms to help
make changes with FDOT in
doing business with the
consultants.
• Gives members direct access to
FDOT.
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FDOT Value
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• FDOT relies on consultant engineers for
80% of their design and inspection
work.
• Partnering with FICE can effectively
help FDOT deliver the work program.
• With a work program that equals or
exceeds 2.5 billion in lettings each year,
regular discussions occur concerning
consultant contract procurements,
contract negotiations, operating
margins, overhead, escalation,
longlisting/shortlisting process, etc.
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FDOT Value
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• Frequent discussions on technical matters
related to design, construction inspection,
R/W acquisition, planning etc on lessons
learned, improvement opportunities, etc.
• At the liaison meetings discussion is held
on the upcoming work program, FDOT
support needs, alternative contracting
types, specifications, DBE program, policy
and procedure proposed changes, etc.
• FDOT cannot deliver the work
program without FICE.
Future Value...
• Provided open communications between
FICE and FDOT.
• Support given to FICE programs and FDOT
programs.
• FICE has built a reputation with FDOT as a
reliable resource for the consulting
engineer profession in FL.
Wrap up and Questions
Questions?
Comments?
Thank you for attending.
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