Deploying Integrated Systems in a DBM or DBOM Environment

Transcription

1 Deploying Integrated Systems in a DBM or DBOM Environment 2013 ITS Canada Annual Conference with SANRAL and MTO May 28, 2013 Name of Presentation

2 Authors Mara Bullock, P.Eng Project Manager on both projects Roger Browne, P.Eng MTO Project Manager for Hwy 404 DBM Gail Bester SANRAL Project Manager for ITS DBOM 2

3 Why? Design-Build Institute of America, a Washington, D.C.- based industry group. The trend is visible in Ontario Transportation projects. For example the following 3 Ontario projects include lntegrated Systems: Windsor Essex Parkway Metrolinx Light Rail Transit projects Hwy 404 ATMS 3

4 Overview of Agency Ministry of Transportation of Ontario (MTO) Ontario government department elected MPPs are assigned to be Minister of Transportation. Deputy Ministers are political appointees Responsible for various aspects of transportation in Ontario including: planning, operations and maintenance of the provincial highway system; and, licencing and training of vehicles and drivers. Funding comes through general revenues of the Ontario Treasury 4

5 Overview of Agency South African National Roads Agency Ltd. (SANRAL) A National, Independent company where the South African government is the sole shareholder Mandate is to finance, improve, manage and maintain the national road network. SANRAL is governed by the National Roads Act and by a Board of Directors (8 people) Two primary sources of income for SANRAL include National Treasury allocations to fund nontoll roads; and concession fees or bonds issued to finance toll roads. Project based focus of work and performance measures 5

6 Overview of Project MTO DBM Hwy 404 Hwy th Ave ~ 12 km Design and construction to follow existing MTO ATMS Design Guidelines. Qualified RAQS Consultant mandatory member of team 6

7 Overview of Project SANRAL DBOM National Design, Build, Operate & Maintain of ITS hardware ATMS, ATIS and CAD software Deployment in 3 Provinces - Gauteng, KwaZulu-Natal and the Western Cape Over 560 km (prior to Greenfields) being triggered 7

8 Overview Summary Contracting Mechanism Evaluation Mechanism MTO Hwy 404 ATMS DBM Major (RFQ + RFP) 2 envelope Technical eval & best value SANRAL National ITS DBOM (EOI + RFP) 2 envelope Technical pass/fail & lowest cost Conditions of Contract MTO General Conditions of Contract (OPSS Prov 100 April 2010) Contract duration 6 years + 5 years + Scope Upgrade of existing, CCTV, VMS, VDS, power, comms (connection to existing backbone) Maintenance Modified FIDIC 2008 (DBO projects) Upgrade of existing, CCTV, VMS, VDS, ESS, HAR, power, comms (connection to existing backbone), 3 TMS Software, 1 National TIS Software, plus Triggered functions (connection to existing backbone) Operations & Maintenance Centreline km ~12 km ~560 km in 3 Regions Budget ~ $4M ~ $100M Payment Items 7 line items 326 pages 8

9 MTO DBM Pros/Cons Pros Excellent labour force in Ontario who is skilled in all facets of this project with sufficient depth to field competitive teams Small scale project allows process to be proven with local, experienced, knowledgeable teams comprised of Contractor(s) and a mandatory RAQS approved Consultant Stipend provided, plus small scale project allowed award to proceed uncontested Mandatory, clearly defined 30% design included in RFP. Requiring defined 30% design through tender stages provides level of confidence in team and what will be delivered. Also, as MTO owns the 30% designs, there s an opportunity to consider best options Procurement process provided opportunity to select based on best value rather than low bid Review and quality assurance is de-coupled from the critical path for design-construction; compliance/non-compliance reviews can be done at any time; contractor assuming risks for ensuring compliance with contract 9

10 MTO DBM Pros/Cons Cons RFQ term is confusing Request for Qualification vs Request for Quotation RFQ/RFP were developed for civil DB projects and only fill ins were allowed to create the ITS DBM (ie no modification of existing). This was also the first DB Major project using MTO s process Extensive existing, mature COMPASS infrastructure & systems reduced opportunities for design/supply innovation Known extras didn t factor into price evaluation and no opportunities for tendered triggered items or geographic expansions Need to have very clearly defined project management expectations & reporting, documentation submissions and requirements to ensure that you are getting exactly what you want for both stages of tender and project 10

11 SANRAL DBOM Pros/Cons Pros Single point of contact and responsibility for bonding, deliverables etc Maintenance inputs into Design Excellent framework for expansion based on tendered prices geographic, triggered items When software is being provided under the contract, having operations included in the contractual framework provides opportunities for configuration input and functional enhancements World leader in terms of scale and scope of project 11

12 SANRAL DBMO Pros/Cons Cons Project is of much larger scale and complexity than any other previous Traffic/Traveller Information Systems project. Creates opportunities for protests and Main Contractor underestimation of the effort required. Main Contractor selection based on Low Price after minimum technical requirements met After EOI the System Software Provision and DBOM scope were merged creating differences in delivery approach ie SRS vs Functions Mix of performance based requirements, KPIs and traditional design requirements complicates risk allocation to Main Contractor. Complex payment item structure and penalty calculations Contractors are not well equipped to deliver design documentation. 12

13 Lessons Learnt 1. Where software is being procured under the contract, using a DBOM vs a DBM is desirable as operations has opportunity to influence design and configuration 2. Utilizing a smaller project to test the DBM/DBOM process & contractual documentation is desirable as there s a learning curve for the Owner, Owner s Representative and the Contractor 3. The scale of the project should be reflective of the maturity of the industry 4. Enabling a contractual mechanism to get tender prices on known extras and functional and geographic expansions is valuable 5. Design methodology, testing and integration approach and tender design submissions influence the success of an ITS project. Utilizing a best value evaluation where technical score and cost influence vendor selection is important. 6. ITS projects should not be shoe horned into a traditional DBM/DBOM conditions of contract, EOI, RFP template without necessary modifications 13

14 Thank you! 14

15 Overview of Project SANRAL DBOM EOI - DBMO EOI - SSP DBMO 3 shortlisted, SSP, 4 shortlisted (3 Teams shortlisted in both) RFP Technical proposals required ER oversight ER oversight ER oversight Section 1 a, b Section 2 Section 3 The design, construction and integration of the infill VMS, VDS and CCTV system, and operations and performance based maintenance of existing ATMS equipment. ESS (RWIS) and HAR roll out Provision of ATMS Software (x 3 Provinces) and National Traveller Info system (NOTE: early deployment of ATIS June 2012 & ATMS Dec 2012) Completion of Section 1 Aug 2013 Geographic expansion of CCTV, VDS, VMS, HAR, ESS Potential for triggered items C2C with external agencies, ORT integration Software functional expansion Operations & Maintenance Completion of Section Triggered items Operations & Maintenance until Dec

16 Overview of Project MTO DBM MTO consultations Based on CIO template RFQ Three successful proponents MTO consultations Based on CIO template RFP Submission includes 30% design Stipend for unsuccessful approved submissions CA oversight MTO oversight Phase I Phase II The design, construction and integration of the infill system, and the on-call maintenance of existing ATMS equipment Milestone-based payment (design, build and integration) for VMS upgrade, CCTV infill, VDS plus associated power and comm On-call rate schedule (maintenance) Completion of Phase I December 31, 2013 Includes warranty, routine and emergency maintenance of the entire system from the end of Phase I for 5 years Milestone-based payment (warranty and routine maintenance) On-call rate schedule (monthly-in-arrears for completed work orders) Completion of Phase II December 31,