The District of Columbia Office of Contracting and Procurement (OCP) on behalf of the District Department of Transportation (“DDOT”), is issuing public notice of its Request for Proposals (“RFP”) seeking offers from firms (“Offerors”) interested in performing curbside asset management services including the development, deployment and maintenance of a Curbside Management System; asset installation and decommissioning; program management; maintenance and repair; revenue collection and counting; and associated services for approximately 20,000 parking meter spaces and over 250,000 on-street parking spaces within the District of Columbia. The District intends to award a single contract resulting from this solicitation to the responsible Offeror whose offer conforming to the solicitation will be most advantageous to the District, cost or price, technical and other factors, specified elsewhere in the solicitation considered. The Offeror’s proposal shall demonstrate their compliance and achievement with all aspects of the solicitation. The resulting contract will contain a mix of lump sum, fixed unit price, and % of revenue type line items, and the period of performance will consist of a two-year base period, a two-year option period and a one-year option period for a potential total of five years of performance.
Offerors must download the RFP from https://DTAP.DDOT.dc.gov and navigating to the “Projects” tab – Clicking “Solicitation-Open Bid” under the solicitations section – Click “i” next to “DCKA-2020-R-0034” – Click “Bid Documents”.
This blog is part of a special series on curb management and COVID-19. A joint effort of the International Parking and Mobility Institute, Transportation for America, and Institute of Transportation Engineer’s Complete Streets Council, this series strives to document the immediate curbside-related actions and responses to COVID-19, as well as create a knowledge base of strategies that communities can use to manage the curbside during future emergencies.
As the COVID-19 pandemic continues, jurisdictions around the world are preparing to shift from emergency response to recovery with forward-thinking sustainability in mind. The status quo is untenable, meaning innovation will be essential to restoring our way of life.
Enter the triple helix model of innovation which describes the relationship between academia, industry, and government as it pertains to social and economic development. At the model’s core, academia supplies education and research, governments fund or influence educational priorities and regulate industries, while industry provides jobs, infrastructure, and taxes, though these are not rigidly set roles.
Where the triple helix may be most evident is how federal and state COVID-19 response guidelines affected government operations, educational institutions, and businesses. The trickle-down effect has led to ever-evolving resource collaborations and emergency changes to curbside operations and mobility management.
NYU’s C2SMART produced an invaluable tool for municipal responders: an interactive dashboard and white paper on the impact of COVID-19 on transportation in the New York metropolitan area. NYU students also learned how to use modeling techniques to predict the effects of pandemics on transportation systems. Their findings give key insight into mode shifts likely to shape future policy.
Retailers will have a key role in innovation as they adapt to consumer trends. Adobe Analytics data showed a 208 percent increase in curbside pickup during the first three weeks of April. Many jurisdictions face questions about the necessity and sustainability of curbside management strategies to facilitate on-demand delivery services like Uber Eats, GrubHub, Postmates, and DoorDash, which generate about $82 billion and are projected to more than double by 2025. These trends have started to influence government policy and operations with Seattle announcing in May the rollout of curbside pick-up zones for retailers. Future considerations of infrastructure or operations that limit personal contact or facilitate quick curbside access will depend on clear communication of needs.
In the technology world, Apple and Google are working on contact tracing technology that would integrate with government health agency apps. The apps would alert users when they come into contact with someone who has tested positive for COVID-19, though challenges around privacy, data integrity, and participation remain. Still, successful implementation of this technology could empower users or transportation systems managers to make better real-time transportation decisions based on risk.
The Triple Helix Association is calling for papers on innovation in pandemic and societal crisis response; transportation will be an integral part.
What innovation looks like going forward remains to be seen, but opportunity abounds. For example, the District Department of Transportation (DDOT) hosts an internship program in conjunction with the Howard University Transportation Research Center. These students play a critical role in expanding the DDOT’s work capacity (including now as we deal with the COVID-19 pandemic). In turn they gain real-world experience to boost their careers in the public, private, or academic sectors.
These are a few examples of how governments, academia, and private industry are jointly responding to the COVID-19 pandemic. If you’re aware of other examples, please share it with email@example.com.
David C. Lipscomb is curbside management planner for the District Department of Transportation in Washington, D.C.
On-Demand: $35.00 for IPMI Members, $85.00 for Non-Members
There is disruption occurring across cities relating to curbside management. Between innovation and intensifying mobility demands, the traditional management of the curb is being jostled to meet those demands. In municipalities across the US, there is recognition to have a Curbside Management Divisions (CMDs) effectuate the wholesale management of the curb. This webinar looks to highlight a peer review of municipal best practices and engage in an industry dialogue on the municipal curbside management workforce.
Identify principles and guidance in building and sustaining a municipal curbside management team
Compare needs and demands among municipal entities and industry partners regarding the future of municipal curbside management
Identify workforce development principles to recruit and retain curbside management talent
Benito O. Pérez is a Curbside Management & Operations Planning Manager with the District Department of Transportation. In his capacity, he works on managing a team involved with creating, accessing, analyzing, visualizing, disseminating, and working with stakeholders to leverage data for policy development, resource allocation, and operations management of the District’s curbside.
Evian Patterson heads up curbside management in the District of Columbia with a focus on implementing data-driven solutions. He leads teams in managing more than 12,000 smart meter assets for 19,000+ on-street spaces, with 50+ percent of transactions in mobile payments, as well as regulating residential parking. In 2016, he oversaw the expansion of the parking division for next-generation curbside management operations to include access for taxis, buses, freight, and transportation network companies.