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In 2005, the Virginia DOT signed such an agree- A summary of all of the best practices and the ment with Fluor Enterprises, Inc., and Transurban, suggestions discussed here is presented in Table 17. Inc., to construct high occupancy toll (HOT) lanes on the Capital Beltway--I-495 in Northern Virginia. The agreement was enabled by the Virginia Public- CHAPTER 4 SUGGESTED RESEARCH Private Transportation Act (PPTA). When fully built, This research effort identifies several program construction of four HOT lanes is estimated to cost management techniques and methods that may as- $900 million, paid for primarily by HOT lane tolls. sist state managers in the successful implementation Final design of the project is expected to include of their park and ride/intermodal commuter facility park and ride facilities. The joint venture's investment programs. The research also identifies other topics in the project is estimated to be at least 15 percent of suggested for future NCHRP research. These topics the cost. The commonwealth would bear little or no are described here. financial risk. 1. Developing a best practices guidebook for 3. C.5.e Performance-Based Maintenance Contract park and ride/intermodal commuter pro- (PBMC). Performance-based maintenance contracts grams that builds upon the best practices and (PBMC) are used by state DOTs as one method for management recommendations outlined in meeting their maintenance responsibilities. While Chapters 2 and 3. The current literature lacks there are variations, generally the department pre- information about efficient and measureable pares performance-based requirements for mainte- methods for managing and maintaining these nance tasks and bundles them into a scope of work programs and facilities. to be performed by a private contractor. While some 2. Testing alternative finance strategies described departments have procured PBMCs with the low-bid in Chapter 3 with emphasis on the Design process, an alternative is to bid the work as a negoti- Build Finance Operate model and the ated, best-value contract. Performance-Based Maintenance Contract The District of Columbia Division of Transporta- model described in Chapter 3, Section C.5, tion and the U.S. DOT's Federal Highway Admin- Innovative Financing Techniques. These rep- istration entered into a $69.6 million, 5-year contract resent innovations that involve leveraging of with a private highway asset management firm for public funds, private capital, or both to up- the maintenance of city streets, tunnels, pavements, grade, expand, and maintain public transporta- bridges, guardrails, barriers, and signs. The contract tion infrastructure. The initial findings from also includes snow and ice control. It is performance- the Virginia Public-Private Partnership initia- based and requires the contractor to use asset man- tives are currently emerging. It would be ben- agement practices. eficial if national research on the applicability Table 17 Summary of best practices and additional report options. Best Practices of Surveyed Programs 1 Parking fee program balancing demand and generating program revenue Efficient inventory; enhanced security and enforcement; advanced technology in fee collection, 2 security, and user amenities 3 Comprehensive program planning, policy methods, and procedures Dedicated fund sources for planning and development and funding and support of dedicated bus 4 and educational programs 5 Creative user amenities and a well devised capital improvement program 6 Efficient staffing and result-oriented regional interagency process and planning Additional Options 1 Establish uniform program goal and purpose statements Develop program management plan providing guidance and instruction on staffing levels, staff 2 training, asset inventory, maintenance, customer amenities, lot utilization, and pricing methods Establish program operating budgets and involve program staff in capital planning and 3 budgeting 4 Broaden funding sources and apply alternative finance techniques 42