Determining customer satisfaction with the �Bullseye by JHcQRLFB

VIEWS: 0 PAGES: 19

									      AASHTO Subcommittee on Civil Rights
      Milwaukee, Wisconsin
      September 28, 2007




Supporting a commitment to equal opportunity
    on the Marquette Interchange Project

        Deputy Secretary Ruben L. Anthony, Jr.
        Wisconsin Department of Transportation

                 Senator G. Spencer Coggs
                  Wisconsin State Senate
                    Setting the stage
 Wisconsin Governor Jim   Doyle and DOT Secretary Frank
 Busalacchi lead the commitment to equal opportunity and
 stress its importance on the Marquette Interchange

                               firms and minority
 Supporting opportunity for DBE
 workers is good for the economy:
    Supports the Milwaukee urban center
    Builds economic capital
    Creates job opportunities and better wages
    Encourages competition
    Unleashes knowledge and skills
                 Presentation overview
   The $810 million Marquette Interchange Project needed to provide
    equal opportunities for firms and workers

   WisDOT undertook a variety of strategies to provide equal
    opportunity to the community and is achieving great success

   Research is underway to analyze the importance and effectiveness of
    the strategies used and to apply them to future projects

   Community leaders have played a strong role to guide and support
    equal opportunity on the project
                     Project background
 The Marquette Interchange,
 downtown Milwaukee

    First   opened to traffic in 1968

    Bythe 1990’s and early 2000’s, the
    original interchange had obsolete
    design and couldn’t handle 300,000
    vehicles per day

    Concretebox girders and steel
    structures were crumbling
   Past effects of freeway construction
                      construction in
 Historically, freeway
 Milwaukee harmed urban and ethnic
 areas, such as the African-American
 “Bronzeville” neighborhood

 African-Americans and minorities
 were skeptical about how they would
 benefit from reconstruction of the
 Marquette Interchange
 Project designed to benefit community
 In 2003, Governor Jim Doyle
  and Transportation Secretary
  Frank Busalacchi announced a
  four-year, $810 million plan to
  rebuild the interchange

 Community benefits:
    Community sensitive design
    Economic stimulus for workers and
     businesses
    WisDOT philosophy for opportunity
 WisDOT knew that  equal opportunity
 would be paramount to this project in
 the heart of Milwaukee’s urban
 community

 The philosophy to   support DBE
 businesses, minority workers and
 other aspects of opportunity is
 “Make it, take it, respond and deliver”
                                 Make it
 Make opportunities for DBE         firms to
 compete on the project

    Stand-alone contractopportunities to allow
    DBE’s to bid as primes

    Mandatory subcontracting to   help DBE firms
    build skills and expertise

        subcontracting goals – 20% or higher
    High
    on most contracts
                               Take it
         opportunities and market them
 Take the
 aggressively
    Bullseye marketing   matches firms to the skills needed, and
    makes the contact

    Networking eventshelped encourage DBE-prime contacts,
    mentor-protégé options, joint venture agreements

           meetings helped DBE and prime firms to
    Pre-bid
    understand bidding requirement

             of media, newsletters and community events to
    Major use
    market contracting opportunities
                                Respond
 Private sector has stepped up to           respond

    55   newly certified DBE firms in 2004-05

    Primes   and DBEs took advantage of networking opportunities

    Mentor-protégé relationships formed
           Hoffman  Construction / South Star
           Pheifer Brothers / D’Arteaga


    Joint   venture formed
           K Singh
           Making the Grade
           Toki & Associates
                              Deliver
 All sides have stepped up to        deliver

    Through July  31, DBE firms have earned $117.3 million of contracts out
    of $616.4 million total, a 19% share

    Through July  31, DBE firms have earned $93.6 million of expended
    dollars out of $521.1 million total, an 18% share.

    Five DBE   firms earned prime contracts

    More than 70 different DBE contractors and consultants have
    participated on the Marquette Interchange Project, with more than 80%
    of these firms from southeast Wisconsin
Exceeding requirements & expectations
 Federal government requires a
 minority labor goal of 8% and an
 “appropriate” DBE goal

        years, Wisconsin’s typical
 In past
 DBE goals and achievements have
 been in the 8% to 12% range

 Marquette Interchange thus far has
 achieved 22% minority labor and
 18% DBE business participation
            A closer look at the numbers
 A research study has been started to  objectively examine
 the equal opportunity strategies utilized on the Marquette,
 particularly the bulls-eye marketing approach

 Lessons learned about DBE        business participation will be
 applied to future projects:

        NS Corridor connecting Milwaukee to Chicago, expected to begin in
    I-94
    2009 and cost more than $1 billion

    Zoo Interchangein western Milwaukee County, the state’s busiest
    interchange with an environmental / engineering study getting underway
                 DBE consultant roles
 Environmental assessment, study and design phases:
    $60.2 million in total contracts
    $8.1 million in DBE contracts, 13.4% share
    Types of work included soils engineering, roadway design, public
     relations, environmental testing

 Construction administration work:
    $34.4 million in total contracts
    $7.4 million in DBE contracts, 21.5% share
    Seven DBE firms earned prime contracts for construction administration
    Construction administration services include administrative support,
     document control, engineering, construction management
                DBE subcontractor roles
 Construction phase:
    $521.2 million in total contracts
    $101.8 million in DBE contracts, 19.5% share
    Many DBE firms earned work on multiple contracts


 Major categories of subcontracting work
    Asphalt paving – 2 firms
    Concrete construction & suppliers – 6 firms
    Electrical construction & suppliers – 3 firms
    Painting & staining – 3 firms
    Traffic control – 2 firms
    Trucking – 28 firms
    Other structural installation (girders, walls, sewer) – 12 firms
             DBE prime contractor roles
 Five DBE      contractors earned prime bids

    Clybourn landscaping …    $74,000 contract

    Security   … $160,000 contract

    Decorative fencing   … $1.7 million contract

    Advance    signing … $150,000 contract

    North   / west leg landscaping … $308,000 contract
  Most DBE firms are from SE Wisconsin
         74 DBE contractors or consultants working on any
 Total of
  phase of the Marquette Interchange Project
     41 based in Milwaukee County … 55%
     21 based elsewhere in SE Wisconsin … 28%
     8 based elsewhere in Wisconsin … 11%
     4 based out of state … 5%


 Bottom line DBE firm counts
    15 consultants
    28 trucking firms
    31 contracting / construction firms
     Support from community leaders
 Community leaders have stepped up to
 identify the needs, communicate with
 the community and provide oversight to
 goals and delivery

 State Senator Spencer Coggs leads a
 business advisory committee that
 focuses on DBE business goals and
 achievements, capacity development
 and overall business support
      AASHTO Subcommittee on Civil Rights
      Milwaukee, Wisconsin
      September 28, 2007




Supporting a commitment to equal opportunity
    on the Marquette Interchange Project

                Questions / discussion time

								
To top