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Government/Industry Forum October 31, 2006 Sponsored by the Federal Facilities Council www.nationalacademies.org/ffc 1 Performance-Based Asset Management: Maintaining and Preserving Lighting Assets in the District of Columbia Submitted: September 1, 2006 Submitted to: Engineering, Construction, and Facilities Asset Management: A Cultural Revolution; The National Academies Authors: Michael Dorsey, Streetlight Asset Manager District of Columbia Department of Transportation (DDOT) 2000 14th Street, NW, 7th Floor Washington, DC 20009 Phone: 202-671-2235 Fax: 202-671-0619 [email protected] Charlene Dickens, Engineering Technician DDOT 2000 14th Street, NW, 7th Floor Washington, DC 20009 Phone: 202-671-1572 Fax: 202-671-0619 [email protected] Eloisa Raynault, Project Manager / Transportation Engineer Science Applications International Corporation (SAIC) 1710 SAIC Drive, MS T1-12-3 McLean, VA 22102 Phone: 703-676-5345 Fax: 703-676-2432 [email protected] Mark Robinson, Ph.D., P.Eng., Program Manager SAIC 1710 SAIC Drive, MS T1-12-3 McLean, VA 22102 Phone: 703-676-2384 Fax: 703-676-2432 [email protected]/Industry Forum October 31, 2006 Sponsored by the Federal Facilities Council www.nationalacademies.org/ffc 2 Introduction The District of Columbia Department of Transportation (DDOT) Traffic Services Administration (TSA) entered into a performance-based contract with a contractor, Severn Cable in May 2006 to provide performance-based asset management services for specific lighting systems within the District of Columbia. Performance-based asset preservation aims to rehabilitate and maintain roadway assets, such as lighting systems, while reducing overall rehabilitation and maintenance costs by encouraging innovative, cost-effective, flexible preservation strategies. Under this contract, Severn Cable will assume the responsibility for rehabilitating and maintaining lighting systems along all of the District’s alleys, streets, highways, underpasses, bridges (including navigation lights), overhead guide signs, and Welcome to Washington signs. Severn Cable will also take over responsibility for the electrical control system for the Douglass Bridge. This is a 5-year project that covers all of the eight Wards in the District of Columbia, shown in different colors in Figure 1 (map courtesy of http://citizenatlas.dc.gov). Figure 1. Map of the District's eight wards.Government/Industry Forum October 31, 2006 Sponsored by the Federal Facilities Council www.nationalacademies.org/ffc 3 Performance-based Asset Management at DDOT Performance-based asset management is an innovative contracting technique where the contractor is told what to achieve rather than how to achieve it. The District of Columbia will measure Severn Cable’s performance against an established set of performance standards and determine contract incentives and disincentives accordingly. Due to the large scale of this project, the selected contractor needs flexibility and the ability to manage and direct their own work. A performance-based contract provides this, as well as the ability to use innovative methods to accomplish the desired goals. Yet this contracting technique is not new to DDOT. In fact, DDOT established itself as a leader in this field in 1999 by procuring a private contractor to rehabilitate and maintain all DDOT assets from right of way to right of way, excluding traffic signals, on the National Highway System (NHS) segments of the District. At the time, that contract was the first urban performance-based asset management effort of its kind in the United States. While the NHS contract has since concluded, the District was interested in continuing the use of performance-based contracting based on its usefulness. Maintaining and Preserving Lighting Assets DDOT/TSA is now extending that concept to its lighting services throughout the entire District of Columbia. Historically, these services have been covered by a number of separate contracts covering the different types of lighting work, with DDOT/TSA acting as the asset manager. Under this new contract, a number of the individual contracts will be merged into one, with Severn Cable acting as the asset manager under DDOT/TSA supervision. The activities required under this contract include: A. Regularly monitoring and recording the condition of all lighting assets within the covered system and informing the District of that condition; B. Repairing, rehabilitating, and maintaining the lighting assets, as defined in the contract, within the covered system; C. Ensuring that the District is notified immediately of all maintenance needs for which the contractor is not responsible under this contract; and D. Regularly monitoring the condition of, exercising, repairing and maintaining the electrical control systems for the Douglass Bridge. DDOT encourages the contractor to propose innovative techniques and materials, including techniques and materials not currently used by the District. By encouraging the use of innovation, the District hopes to enhance safety and the value of the assets under this contract, while minimizing maintenance and other costs. Severn’s personnel will work with the District and will be held accountable to the same standards of behavior, confidentiality, and workmanship as District personnel. As noted in the project contract, all of the work performed by Severn must be in accordance with District and other applicable rules, guidelines, and standards. Under the DC NHS contract, DDOT learned that it is important to specify how innovative technologies will be approved if they differGovernment/Industry Forum October 31, 2006 Sponsored by the Federal Facilities Council www.nationalacademies.org/ffc 4 from the standard specifications. By specifying a reasonable process in the RFP package, the contracting agency avoids risk and reduces uncertainty. A good approach may be to form an evaluation panel for innovations. The contractor must supply all of the labor, materials, and equipment necessary to perform all tasks and meet the performance standards. The performance standards are the acceptable level of service for each of the performance measures provided; these are defined as the “Good” or “4” level for each performance measure. An example of a performance measure is provided in Table 1; the performance standard for this measure has been highlighted. Table 1. Performance


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