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District of Columbia Department of Transportation Traffic Services Administration Lighting Asset Management Program
The District of Columbia Department of Transportation Traffic Services Administration (DDOT/TOA) submits this work plan for review as a Best Value Award project under the provisions of Special Experimental Project No. 14 (SEP 14) for the use of alternative contracting practices. Through the Best Value Award process, DDOT/TOA contemplates to award one (1) firm-fixed price contract. Alternatively, DDOT/TOA may award one contract that provides innovative strategies which align with the District's core value and provide a better long term value to the District by achieving substantial energy and cost savings while maintaining the good service quality.
DDOT/TOA managed this project including the Request for Proposals (RFP), advertising, awarding and performing performance measurement and project monitoring as well as reporting.
Although DDOT/TOA typically awards asset maintenance contracts on a low-bid basis, the scope and complexity of maintaining and improving the District's 70,000 street and alley lights, specialty lights, and the supporting infrastructure lead DDOT to pursuing an innovative strategy for the next lighting asset management contract as: Competing the lighting asset management work using Best-Value rather than low-bid.
DDOT/TOA will award this performance-based asset management via best value, because a low bid award will not provide adequate information on the Offerors' qualifications or allow DDOT to evaluate Offerors' technical approaches. DDOT is experienced with best-value awards and is currently concluding a 5-year (two base years and three option years) performance-based contract for asset management services to rehabilitate and maintain specific lighting assets within the District of Columbia. After the overall success of the contract, DDOT/TOA wishes to continue employing the best-value award for the performance-based asset management contract.
DDOT/TOA plans to make one (1) firm-fixed-price contract for one year base period and four option years (a total of 5 years) with incentives and disincentives (Firm-Fixed-Price-Plus-Incentive-Fee Contract) to maintain the District's lighting system. DDOT/TOA will also entertain proposals from contractors willing to incorporate energy efficient lighting technology into the District lighting system in return for benefitting from the resultant energy savings. To achieve a significant upgrade of the District lighting system, DDOT/TOA would make one city-wide award for lighting asset management services.
Through this contract, a private firm will assume the responsibility for managing lighting assets along all of DDOT/TOA's alleys, streets (including streetlights on traffic signal combination poles), highways, underpasses, bike trails, tunnels, bridges (including underdeck lights and navigation lights), special lights, such as on China Town Arches, Radio Towers, overhead guide signs, and Welcome to Washington signs. Other related assets include handholes and manholes. A number of other lighting systems and the electrical control systems for the Douglass Bridge are also included. Everything from the PEPCO power source out is included. All electrical components such as panels and junction boxes that contain equipment/materials covered by the contract are under the Contractors responsibility, regardless of the types of equipment or materials.
Using the Best Value award process for performance-based asset management contracts is not new to DDOT. In fact, DDOT established themselves as a leader in this field by procuring through a Best Value award process, a private contractor to preserve 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 preservation effort of its kind in the United States.
DDOT/TOA extended that concept to its lighting services throughout the entire District, and entered into five-year contract (two-base years plus three option years) in 2006. Historically, these services have been covered by a number of separate contracts covering the different types of lighting work, with DDOT/TOA acting as the asset manager. Under the asset management contract, a number of the individual contracts will be merged into one, with the successful Contractor acting as the asset manager under DDOT/TOA supervision.
Since the project will hand over the management of the lighting assets to a private contractor, it is essential that DDOT/TOA choose the best value available to them, not just the lowest price. The safety of the residents depends on a reliable, functioning lighting system, and DDOT will need to be comfortable with the Offeror's technical approach, management plan, staffing plan, QA/QC plan, past performance and facilities, innovative approach, and plan to reduce DDOT's total cost of system ownership, as well as their price. Therefore, DDOT/TOA proposes to use a Best Value award for the project. DDOT/TOA is also interested in rapidly incorporating energy efficient lighting into the District lighting system. If a contractor's proposal provides an innovative and cost effective solution to achieve this goal, DDOT/TOA will deem the contract as offering the Best Value to the District.
Through this contract, a private firm will assume responsibility for managing all District lighting assets from the PEPCO power source out. This includes lighting assets along all of District alleys, streets, highways, underpasses, tunnels, bridges (including navigation lights), overhead guide signs, special lights, such as radio tower lights, China Town Lights, Welcome to Washington signs (after rehabilitation work is completed), and other assets including manholes and handholes. A number of other lighting systems and the electrical control systems for the Douglass Bridge are also included.
The activities required under this contract include:
In addition to the tasks above, if DDOT/TOA selects an alternative proposal that offers an innovative and cost saving approach, the activities required under this contract will include:
The Contractor's personnel will work with the District and will be held accountable to the same standards of behavior (as a minimum), confidentiality, and workmanship as District personnel. All work performed by Contractor personnel must be in accordance with District and other applicable rules, guidelines, and standards.
The successful Contractor must supply all of the labor, materials, and equipment necessary to perform all tasks and meet the performance standards under this contract. The performance standards are the acceptable level of service for each of the performance measures provided in the RFP, and are defined as the "Good" or "4" level for each performance measure. Labor, materials and equipment supplied must meet the standards of the Titles listed in the RFP.
Offerors are encouraged 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.
The Contractor will assume full responsibility for managing, maintaining, and preserving the assets described in the RFP.
The COTR will monitor the Contractor's work to ensure compliance with the contract and to ensure that all work conforms to performance standards contained in the contract. Subject to COTR oversight, the Contractor is free to choose the most effective and efficient techniques for meeting those performance standards. Materials must meet DDOT/TOA standards.
The goal is to advertise the RFP [date], with proposals due 45 days after advertisement. It is DDOT/TOA's intent to award the contract by September 2011 with 60 days mobilization without fieldwork and payment under this contract. The project will run for up to 5 years including the mobilization period, with a guaranteed 1-year base period and 4 option years.
The Best Value selection process will have the following stages:
E. Measures: Proposal Evaluation
DDOT/TOA will use the best value selection procedure laid out in the RFP (included Section Mof the RFP below). DDOT/TOA provides instruction to the offerors on what to submit elsewhere in the RFP.
SECTION M - EVALUATION FACTORS
M.1 EVALUATION FOR AWARD
The contract will be awarded to the responsible Offeror whose offer is technically acceptable to DDOT/TOA, and offers the best value to the District as determined by the total overall score from the evaluation criteria specified below.
M.1.1 Ward-Based proposals under CLINS 0001-0009, Innovative Proposals under CLIN 0010, and batch CLINs 00011-0013 as well as Option CLIN 0014 will be evaluated using the scale and criteria described in Section M. For a detailed explanation and example of the evaluation procedure to be used during this procurement see Appendix X.
M.2 TECHNICAL RATING
The Technical Rating Scale is as follows:
For example, if a factor has a point evaluation of 0 to 20 points, and (using the Technical Rating Scale) the District evaluates as "good" the part of the proposal applicable to the factor, the score for the factor is 16 (4/5 of 20).
M.3 EVALUATION STANDARDS
DDOT/TOA's proposal evaluation panel will find the Offeror to be technically acceptable if its Technical Proposal receives at least 60% of the 30 points available (see Section M.4.1) and its Staffing/ Management/ QC/QA / Past Performance Proposal receives at least 60% of the 40 points available (see Section M.4.2). DDOT/TOA will only evaluate a Offeror's Price Proposal if DDOT/TOA's proposal evaluation panel finds that Offeror to be technically acceptable. DDOT/TOA will check those Price Proposals evaluated for price reasonableness.
M. 4 EVALUATION CRITERIA
Proposals will be evaluated based on the following technical evaluation factors.
M.4.1 TECHNICAL/INNOVATION (30 Points)
Technical proposals will be rated based upon the extent to which Offerors demonstrate, in clear and concise language, their experience, knowledge and understanding of issues relating to preservation and maintenance of the assets covered by the RFP. Offerors shall refer to section L.2 of the RFP for instructions regarding the format of technical proposals.
In evaluating proposals, the following criteria will be used:
M.4.2 STAFFING/ MANAGEMENT/ QC/QA/ PAST PERFORMANCE (40 Points)
Note - Subcategories are listing in descending order of importance.
M.4.3PRICE CRITERIA (30 Points)
Price evaluation will be conducted in two stages (see Appendix X). In the first stage, price evaluations for Proposals responding to Ward-based Approach and Proposals for Innovative Approach will be conducted within each approach. The Offeror with the lowest cost/price within each approach will receive the maximum price points (30 points). All other proposals will receive a proportionately lower total score. A proposal with the highest score is selected from within each Approach.
For the second stage, cost/price evaluation will be conducted for the Ward-Based and Innovative proposals with the highest total score. The Ward-based proposal's price will include DDOT's projected energy bill. The Innovative proposal's price will include the energy bill proposed by the Offeror. Price proposed by Offerors is evaluated by deducting the cost savings from the price proposed under Ward-based CLINs 0001-0009 plus Batch CLINs 0011-0013, or Innovative CLIN0010 plus Batch CLINs 0011-0013.
A maximum of 30 points will be added to the proposal with the lowest combined price and proportional score for the proposal with the higher price. The price score is added to each proposal's subtotal score of Technical/Innovative and Staffing/Management/Past Performance score. The proposal with the highest combined score will be considered to provide the best-value to DDOT.
M.4.4 TOTAL (100 Points)
The District's alternative contracting practice for the lighting asset management program will be evaluated of its identifiable effects on the program as well as the contracting and program management aspects. The evaluation result will be summarized in three reports: Initial, Intermediate, and Final Reports.