The level of Procuring Authority oversight must align with the risk profile of the PPP project. The Procuring Authority may also need to commit additional resources during peak production periods to meet its contract management obligations.
The Procuring Authority needs to commit appropriate resources throughout the various phases of project delivery and must be able to increase resources during peak production periods (both design and construction). There can be a misconception that the Procuring Authority's responsibility for project oversight is minimal, which is not accurate. Change management, in particular, requires dedicated resources to meet agreed approval timeframes. Following a slow start on final design development and plan approvals, the Procuring Authority committed dedicated resources to the project, in the form of a major project office, in order to carry out the required reviews and approvals, as well as any other activities that they were best placed to do. This helped to expedite progress and assisted in schedule recovery, resulting in opening the project 45 days ahead of schedule.
Early and comprehensive public engagement with key stakeholders can deliver a better project for the community and for the project sponsor.
Initial plans for the project included just one access point into the region's largest employment centre - Tysons Corner. After early feedback from major employers, elected officials and transit advocates, the project team changed the scope of the project to include three major entry and exit points to serve the busy commercial area. By proactively engaging stakeholders early (and outside the traditional public hearing process), the parties were able to work collaboratively to develop a transportation solution that provided a better outcome, helping to diffuse traffic congestion in the area.
Robust and early customer engagement with end users before operations begin, especially where new and unknown technologies are involved, is critical to a successful opening of a tolled facility.
The initial communications program started in January 2012 for the November 2012 opening of the I-495 Express Lanes and continued for six months after opening. The robust campaign included multiple tactics required to educate the entire region on new rules, requirements and entry and exits. The I-495 Express Lanes has new entrances and exits, and limited access at certain locations. In addition to a new type of facility, customers also needed to learn where they could get on and off the network. This was a big hurdle for travellers. Communications approaches included multi-media advertising, on-road banners and dynamic messaging signs, community events, business briefings, direct mail pieces, and incentive programs to drive adoption of the E-ZPass.
Allocation of operational responsibilities should be based on which party is best positioned to manage assigned responsibilities.
The I-495 Express Lanes project included construction of both the Express Lanes and general-purpose lane improvements. The Procuring Authority transferred most operational responsibilities and risk to the private sector for the Express Lanes assets, and most responsibility for shared assets, such as sign structures and bridges. This required careful planning to ensure effective coordination and to establish clear responsibilities. The Procuring Authority retained the responsibility for snow and ice removal on the I-495 Express Lanes project in order to achieve benefits of scale and synergies associated with region-wide efforts and to ensure a consistent approach and prioritisation across the transportation network. A partnership agreement provides a framework to ensure both the Procuring Authority and Project Company are incentivised to work together to achieve optimum operations of the overall transportation network.
Ensure adequate time is built into the project schedule for testing and commissioning of complex tolling and traffic management systems.
Detailed planning and coordination for the road opening and commencement of tolling should begin at least one year prior to the anticipated opening date, including interagency coordination, customer education, pre-operations planning (e.g., vehicles, staffing enforcement, familiarity with operating system, construction staging to support for final road works etc.). Preparation of opening plans should be closely coordinated between the Procuring Authority and the Project Company, law enforcement, and other transportation and community partners to ensure a smooth and safe opening for customers. Extensive testing of the end-to-end system is critical to verifying the accuracy and reliability of revenue collection and enforcement activities, as well as ensuring a positive experience for toll-paying customers. Developing a "hyper care" period at the initial opening that includes intensified resourcing across all partners can help identify and quickly respond to inevitable start-up challenges.
Promoting opportunities for disadvantaged businesses, including small, women-owned and minority-owned businesses, can help the Procuring Authority meet broader policy objectives.
The Procuring Authority had a policy of prioritising disadvantaged business enterprises and small, women-owned and minority-owned businesses, with approximately USD $490 million of work awarded to these organisations by the construction contractor through a variety of construction sub-trade packages. This was a relatively new concept at the time. The Procuring Authority played an important role in training and preparing small businesses to participate in contract opportunities.