The tolling aspects of operations and maintenance are usually a high priority during pre-procurement and procurement. Through all the ups and downs of procurement there is not much time for owners to plan their management of the implementation, let alone the operations and long term maintenance. The details of the owner’s management processes, staffing and resources typically don’t get developed until sometime during construction when the operating period starts to become a reality. As the project moves forward and milestones are reached in both design and construction, the owner is able to take a step back and ask the question, “Now what?”
Last month, we discussed how some states have been successful using Public-Private Partnerships (P3) as a tool to deliver transportation projects. South Florida’s Interstate 595 P3 project is one such project, finishing years ahead of schedule and achieving superior results for the Florida Department of Transportation (FDOT) because of this alternative solution.
Why do Public-Private Partnerships (P3s) succeed in some states and falter in others? Success doesn’t come easy. The degree of each state’s or project’s success can be argued, but the following items have and will help pave the way for states to find more success when implementing P3 projects and programs.