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4 With this in mind, the initial population of evaluation Widespread implementation requires creative and flexible criteria was evaluated and revised. Additionally, the same solutions to legal and procurement-related barriers that exist approach used for the evaluation criteria was applied to the among different states and jurisdictions. Section 3.6 of this problem of distilling the population of best-value award report recommends solutions to implementation barriers. algorithms into a group that is most suitable for highway These recommendations are based on survey results, the latest construction projects. Finally, the use of one- and two-phase trends in state statutes and best-value procurement, and feed- procurement processes similar to those portrayed in the case back provided by practitioners at industry meetings in response study projects was considered and evaluated for the final best- to the research team's presentation of preliminary findings. To value system. facilitate the discussion, a matrix of legal, regulatory, social, and business barriers to best-value procurement has been developed that indicates the level at which each barrier must be addressed, Task 6--Develop screening criteria for possible solutions to each barrier, and the probability that each selecting projects for application of barrier can be solved without legislative restructuring. The best-value procurement methods. report also makes recommendations that may be used as a basis One of the three primary objectives of the research was to to develop model legislation and provides a sample guide spec- develop screening criteria for selecting projects for application ification in Section 3.7 that may be adapted for use by agencies of best-value procurement methods. Recognizing that best- implementing best-value procurement. value procurement has its advantages, although it is certainly not appropriate for every project, there are certain project char- Project Extension--Incorporate acteristics that correlate to the successful implementation of International Construction Management best-value concepts. In other words, some projects can benefit Scan Findings more from best-value procurement than others. The research team developed a paper-based best-value proj- An FHWA/AASHTO-sponsored international scanning ect screening tool. The tool involves two steps. Step One is a research project on construction management found a wealth decision flowchart, and Step Two is a scoring questionnaire. of international knowledge concerning best-value procure- These two items are included in Appendix F. The team has also ment. The results of the 2004 Construction Management created an automated web-based decision support system Scan became available in summer 2004 as this research proj- called the "Best-Value Selector" (BVS) Project-Screening Tool, ect was nearing completion. NCHRP sponsored a project but the final product is not dependent on this computer-based extension to incorporate these international findings; this was format. Agencies will be able to use either the paper-based or the final step in the NCHRP 10-61 research process. the web-based formats. The University of Colorado is sup- The scan conducted in-depth interviews with agencies from porting the BVS, which can be found at the following website: Canada, England, Finland, Germany, The Netherlands, and Scotland. The NCHRP research team used information from The model uses critical project characteristics found through this scan and additional information from a subsequent inter- performance data and expert knowledge from past projects to national survey to enhance the results of the data collection predict the success of best-value procurement on new projects. previously described. Specifically, the data provided more The output from the model will provide agencies with critical measurable best-value parameters in the area of qualifications, information regarding the decision to apply best-value pro- quality, and design alternates. Six international case studies curement on a given project or series of projects. were added to the research and in-depth analysis was added from Ontario's Registry Appraisal and Quality System (RAQS) and England's Capability Assessment Toolkit (CAT). The Task 7--Develop strategies to overcome results of this analysis are reflected in the report's best-value institutional, legislative, and framework. industry-related barriers to implementing recommended best- value procurement methods. 1.5 Results and Products As the transportation industry has gained more experience The final products of the research, as presented in this in the use of best-value selection within traditional low-bid, report, include the following: design-build, and negotiated procurements, concerns and ques- tions have been raised by participants, from both owner and 1. A common definition and a conceptual framework for industry perspectives that must be addressed before best-value the use of best-value procurement methods for highway procurement will be widely supported and implemented. construction projects.

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5 2. A baseline of projects and performance results against 6. A model best-value specification to be used as a template which performance outcomes for best-value highway for detailed specifications. projects will be measured. 7. A compendium of case studies for best-value procurement 3. A best-value procurement system that allows for flexibil- in the highway construction industry. ity in the choice of parameters and award methods. 4. An implementation plan that includes a project screening A project website has also been developed to share informa- system for selecting candidate projects, and a step-by-step tion, post survey results, and provide access to case studies and process for selecting appropriate parameters, criteria, and literature related to best-value procurement. While this website award algorithms. is not one of the research deliverables, it serves as an additional 5. Recommendations regarding strategies to develop legisla- tool to communicate the results of the research to the industry tion and procurement regulations. (