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From page 28... ... 28 This chapter will discuss six case examples chosen to provide a deeper dive into the mechanics of P3 performance metrics. Using structured interviews with project participants permits the analyst to collect not only the "what, when, where, and how" data but, more importantly, the "why" data that provide the background and rationale for decisions made in each particular case. Read the entire page →
From page 29... ... Case Examples 29 Procurement Process. The project was procured through a typical two-step solicitation with a best-value selection process. Read the entire page →
From page 30... ... 30 Performance Metrics for Public–Private Partnerships Metric Contract Definition Time Recurrence Interval Adjustment Project Element O&M Noncompliance Event Classification Cure Period Recurrence Interval Noncompliance Adjustment Flexible Pavement Alligator cracking > 30% B 90 days 5 days Cracking > 0.25 in. B 90 days 5 days Rutting > ½ in. Read the entire page →
From page 31... ... Case Examples 31 Summary Overall, this project's metrics seem to have been well developed and provide the necessary standards against which Caltrans is making the required periodic payments associated with the concession agreement, with a minimum of controversy. The need to vet the design criteria within the context of the expected life of the concession agreement seems to be an important finding, which may require future research. Read the entire page →
From page 32... ... 32 Performance Metrics for Public–Private Partnerships US-36 Express Lanes Project. The Concessionaire (Plenary Roads Denver Ltd.) Read the entire page →
From page 33... ... Case Examples 33 has a level of risk that the weather could be worse and the payments are not sufficient to cover the costs, the contrary is also true. CDOT/HPTE has questioned the value for the money of this approach. Read the entire page →
From page 34... ... 34 Performance Metrics for Public–Private Partnerships Summary of the Scope of Work The I-595 Corridor Roadway Improvements project consists of the reconstruction of the I-595 mainline and all associated improvements to frontage roads and ramps from the I-75/ Sawgrass Expressway interchange to the I-595/I-95 interchange, for a total project length along I-595 of approximately 10.5 miles and a design and construction cost of approximately $1.2 billion. Figure 14 shows the braided ramps that were part of the project. Read the entire page →
From page 35... ... Case Examples 35 Turnpike. These lanes will be operated as managed lanes with variable tolls to optimize traffic flow. Read the entire page →
From page 36... ... 36 Performance Metrics for Public–Private Partnerships Table 14. I-595 key performance metrics. Read the entire page →
From page 37... ... Case Examples 37 Lessons Learned The following bullet items are drawn from a presentation that reviewed the performance of this project after construction was completed and the O&M period had commenced: • "Be flexible in the procurement, contracting, and finance processes. • Secure government and community stakeholders' support. Read the entire page →
From page 38... ... 38 Performance Metrics for Public–Private Partnerships Introduction Pennsylvania is among the nation's leaders in state and locally owned bridges (approximately 32,000) and total lane-miles maintained (just over 250,000) Read the entire page →
From page 39... ... Case Examples 39 clearance, and permits, whereas the developer was responsible for the final design. For the remaining 471 bridges, the developer was responsible for NEPA, right-of-way plans, permits, and final design. Read the entire page →
From page 40... ... 40 Performance Metrics for Public–Private Partnerships Lessons Learned The following was provided by PennDOT regarding the agency's lessons learned: • Asset Selection – Ensure all teams utilize the same consistent criteria for selecting assets. – Consider complexities beyond design and construction (utility, permitting, ROW, traffic impacts) Read the entire page →
From page 41... ... Case Examples 41 • Create a multi-discipline team to determine performance criteria required for the project. • Retain responsibilities of managing the Construction Quality Acceptance Firm. Read the entire page →
From page 42... ... 42 Performance Metrics for Public–Private Partnerships Handback Process The structure and timing of the handback of major features of work from the Concessionaire to PennDOT are shown in the timeline found in Figure 16, as follows: • Final acceptance (immediate) : line painting, delineators, and signs not attached to the structure. Read the entire page →
From page 43... ... Case Examples 43 Type of P3: DBFOM (maintenance period: 50 years) Read the entire page →
From page 44... ... 44 Performance Metrics for Public–Private Partnerships Figure 17. SH-130 Segments 5 and 6. Read the entire page →
From page 45... ... Case Examples 45 Metric Contract Definition Time Time Recurrence Interval Project Element Noncompliance Points Hazard Mitigation1 (hours) Permanent Remedy [Cat 1] Read the entire page →
From page 46... ... 46 Performance Metrics for Public–Private Partnerships Lessons Learned The Concessionaire filed for bankruptcy in 2016, 3 years into the operations phase, as it could not meet loan payments. A major reason for this was that the actual traffic volume was well below projected values and, to this date, remains below the projected volumes. Read the entire page →
From page 47... ... Case Examples 47 Value: $597.4 million (eligible project costs, including refinancing, con- struction of the Richmond Airport Connector (RAC) , and instal- lation of an electronic tolling system) Read the entire page →
From page 48... ... 48 Performance Metrics for Public–Private Partnerships in part using funds generated by tax-exempt bonds issued by the Pocahontas Parkway Association (PPA) Read the entire page →
From page 49... ... Case Examples 49 comprising TPG and Citigroup. The Macquarie unit acquired TPG and Citigroup's stake in August 2015 for approximately $400 million. Read the entire page →
From page 50... ... 50 Performance Metrics for Public–Private Partnerships two were revenue risk arrangements, and one illustrated a hybrid approach that combined the availability payments and revenue risk. In all six projects, the performance metrics used were generally perceived to be effective for the purposes of which they were developed. Read the entire page →

From page 28...

... 28 This chapter will discuss six case examples chosen to provide a deeper dive into the mechanics of P3 performance metrics. Using structured interviews with project participants permits the analyst to collect not only the "what, when, where, and how" data but, more importantly, the "why" data that provide the background and rationale for decisions made in each particular case.