(EPC), integrated project delivery (IPD) methods, and construction manager/general contractor (CMGC) agreements. In 2018, according to the Design-Build Institute of America (DBIA), nearly all states (with the exception of a handful) have a mechanism in place for the authorization of design-build projects; however, there are a greater number of states that do not have state laws established authorizing P3s. As a result, the traditional client on these projects is changing; instead of one owner or a partnership, clients can be a group from P3s/IPDs, holding companies, etc. Correspondingly, the levels of risk, especially for the contractor, are increasing due to the tight demands made by the financial backer; however, funds are being made available for a variety of needed projects. As such, it appears that even more com- plex work is being accomplished with less project time, as time equates to money. There has been extensive debate recently on the potential skilled talent shortage, on the difficulty finding talent, and on the difficulty developing talent with spe- cialized skills for both office and field personnel that may occur as baby boomers retire. Some firms have been reluctant to onboard new staff, leading to more reliance and increased stress on the existing staff, which is resulting in decreases in production and effectiveness. Conversely, other firms have been changing job descriptions and career development due to the increase in need for more training and leadership devel- opment, a re-engagement of the work- force, adding flexibility in the work place, and flexibility with career development to satisfy worker interests. On the other hand, engineering ingenuity has introduced and integrated automation, artificial intelligence and other innovations into the construction market- place (e.g., drones, robots, cloud-based systems, etc.), which have alleviated some of the need for field labor and adminis- trative functions. How far will it go? On November 15, 2017, ENR published an article that described how a “prototype robot tied more than 24,000 rebar inter- sections at a rate of 5.5 seconds each” on a Pennsylvania bridge deck. In a February 7 article, ENR reported that gas utilities in New York were using robots to inspect pipeline and fill leaking joints. The one thing that seems to hold the test of time is that challenges and obstacles, especially by the engineering/construction community, seem to be faced with a measured response but are overcome nonetheless, and usually for the betterment of all. We now rely more heavily on large powerful equipment rather than sending workers down a pressurized shaft. Video equipped drones have allowed the monitoring of perilous and potentially unstable slopes and rock faces without requiring surveyors to scale steep faces. Technology, ingenuity, grit, and future innovations will yield solutions to over- come our current shortfalls in our infra- structure systems and funding sources. Above all, it is incumbent on us all to be knowledgeable, provide value, be aware, and, most of all, be engaged! Dr. Antonio Marinucci is managing director of V2C Strategists, LLC; Executive Editor, Deep Foundations Magazine; and Adjunct Professor at NYU. He is a member of various DFI Technical Committees, including the ACIP/DD Pile, Ground Improvement and Micropile Committees. 112 • DEEP FOUNDATIONS • JULY/AUG 2018
