Programmatic Selection Notification Summary
Posting Date
01/25/2016
Response Due Date
02/16/2016
Number of Contract
Part. Goals
Contract Dev. Goals District Agreements County Route Section Project
Type
PID DBE EDGE DBE EDGE
99 1 VAR STW GIS
Centralization Task Order
Revisions to Letter of Interest Submission
Please note the following changes to the letter of interest requirements and content below: New DBE/EDGE language and the addition of DBE/EDGE Contract Development Goals, including revised submittal requirements and selection criteria.
Submittal Deadline
The Letter of Interest submission deadline is 2:30PM Eastern Time on the due date. Reminder: PDF Attachments
When saving pdf attachments in the LOI system please DO NOT include spaces, quotation marks or periods in the file name. [We recommend using underline.] These notations can corrupt the files when attached to our web based CSS system.
Communications Restrictions
Please note the following policy concerning communication between Consultants and the Department during the programmatic announcement and selection process:
During the time period between advertisement and the announcement of final consultant selections for the Programmatic Selection Process, communication with consultants (or their agents) shall be limited as follows:
Communications which are strictly prohibited:
1. Communication with Districts or other Offices: Any discussion of specific projects included in the current programmatic group if the consultant has submitted or plans to submit a letter of interest or is included as a subconsultant for a project within the District (or projects to be managed by a specific Office). Allowable communications include:
1. Project administration activities for authorized agreements, scope and negotiation activities for projects selected but not under contract, training or related activities, and technical or scope of services questions specific to projects posted with a programmatic group.
2. Marketing meetings with Districts or Offices except as limited by the restrictions noted under Communications not permitted above.
3. Marketing meetings with Central Office personnel that will not be included on the initial “short list” selection evaluation team.
When completed, selections are announced through the Department's Website at the following location:
All questions and comments about this Request shall be submitted in writing by e-mail to Lyle Flower at [email protected]. All questions and responses will be posted to the location below:
http://www.dot.state.oh.us/Divisions/Engineering/Consultant/RFPLOI/Forms/RFP.aspx for all to see. Consultants are responsible to periodically monitor this website as no other means of communication will be utilized.
All questions must be submitted on or before February 1, 2016. Answers will be provided as questions are submitted but no later than February 8, 2016.
Electronic Submittal of the Letter of Interest
Instructions for completing an electronic letter of interest are available on this webpage under the heading: Instructions for Submitting an Electronic Letter of Interest
To submit a letter of interest click on the heading: Submit Electronic Letter of Interest. After completion of the Letter of Interest, please remember to "Submit and Print". This action is required to officially submit the LoI for consideration by the Department.
Suspended or Debarred Firms
Firms included on the current federal list of firms suspended or debarred are not eligible for selection.
Selection Procedures
The Department will directly select a consultant for the agreement listed above and further described herein based on an electronic Letter of Interest (LoI) submittal. The requirements for the LoI and the Programmatic Consultant Selection Rating Form that will be used to select the consultant are shown below.
On February 22, 2016, the Department will select approximately 3 firms for presentations/ interviews which are scheduled for March 3, 2016. The Department will notify the short listed firms concerning the location and details of the interview process.
Scope of Services
DBE and EDGE Goals
It is the policy of the Ohio Department of Transportation (ODOT) that firms certified by ODOT as Disadvantaged Business Enterprises (DBEs) and firms certified as EDGE (Encouraging Diversity, Growth and Equity) by the Director of Administrative Services shall have equal opportunity to compete for and participate in agreements included in this request for Letters of Interest, either as a prime consultant or subconsultant. For projects noted as having DBE or EDGE goals, the Consultant must use good faith efforts to include DBE or EDGE participation. Consequently, the requirements of Title 49 CFR Part 26 will apply to agreements noted as having DBE goals, and Ohio Revised Code Section 123.152 will apply to agreements noted as having EDGE goals. For projects with DBE goals, the Consultant must ensure that the DBE firms participating in the agreement are performing a "commercially useful function" as defined in 49 CFR 26.55.
Agreements may include either:
DBE or EDGE Contract Participation Goals that establish a percent of the contract amount to be paid to DBE/EDGE firms, either prime consultant or subconsultant; or
DBE or EDGE Contract Development Goals that are intended to help DBE and EDGE firms improve long-term development, increase opportunities to participate in a variety of kinds of work, handle increasingly significant projects, and achieve eventual self-sufficiency. Contract Development Goals do not include a percentage of the fee or amount that must be paid to DBE/EDGE firms.
DBE and EDGE Goals - Prime Consultant and Subconsultant
Please note that for contracts that include either a Contract Participation Goal or Contract Development Goal, the DBE/EDGE firm may act as either prime consultant or subconsultant.
DBE or EDGE Contract Development Goal Procedures
Contract Development Goals established for individual projects are based on efforts to assist DBE or EDGE firms in:
1. Improving their long-term development;
2. Increasing their abilities to participate in a variety of kinds of work including prequalification in new categories, and handle increasingly significant projects; 3. Developing their capability to utilize emerging technology and conduct business
through electronic media;
4. Achieving eventual self-sufficiency.
The Department’s selection process will include a qualifications based evaluation of the expected outcomes of the consultant’s plan to assist the DBE/EDGE firm in Items 1 through 4 above.
The Consultant's Letter of Interest must include:
1.
The percentage of work to be performed by each DBE or EDGE firm (either prime consultant or subconsultant), and a description of the work to be performed by each.2.
A one page description, included in the Key Staff and Project Approach template, describing the expected outcomes of the efforts of the prime consultant and subconsultant to assist the DBE/EDGE firm in: Improving their long-term development;
Increasing their abilities to participate in a variety of kinds of work, including prequalification in new categories, and handle increasingly significant projects;
Developing their capability to utilize emerging technology and conduct business through electronic media;
Achieving eventual self-sufficiency.
In order to assist DBE/EDGE firms in becoming prequalified with the Department, DBE/EDGE firms may perform services for which they are not prequalified in order to gain experience towards prequalification, as an expected outcome of the written plan to assist the DBE/EDGE firm. The prequalified firm must actively supervise and check the work being performed. This policy will effectively provide a waiver to the provision of Section 2.31 of the Specifications for Consulting Services 2010 Edition. This provision does not eliminate or over-ride requirements for State or Federal licensure or certification.
Selection Evaluation for Projects that Include Contract Participation Goals
For projects noted as having DBE or EDGE Contract Participation Goals, the letter of interest must show that the consultant has made good faith efforts to meet the goal. Good faith efforts may include: (1) Documentation that the consultant has obtained enough DBE or EDGE participation to meet the goal; or (2) Documentation that it made adequate good faith efforts, as defined in 49 CFR 26.53, to meet the goal, even though it did not succeed in obtaining enough DBE/EDGE participation to do so.
For projects that include DBE or EDGE Participation Goals, the Department will determine whether the consultant has made a good faith effort to meet the goal in accordance with 49 CFR 26.53 and Appendix A to Part 26. Consultants that do not show good faith efforts to meet the Goal will not be eligible for selection.
Selection Evaluation for Projects that Include Contract Development Goals
Contracts that include DBE or EDGE Contract Development Goals will use qualifications-based selection in accordance with 23 CFR 172.7(b)(2). For projects noted as having DBE or EDGE Contract Development Goals, an additional five (5) points will be allocated in the selection rating based on evaluation of the expected outcomes described in the letter of interest. Refer to Note 5 of Exhibit 4 below for detailed selection rating guidance.
Requirements for Letters of Interest, Programmatic Selection Process
A. General Instructions for Preparing and Submitting a Letter of Interest (Programmatic) 1. Provide the information requested in the Letter of Interest Content (Item B
below), in the same order listed.
2. Standard templates must be used for the following sections of the Letter of Interest:
General Qualifications
Key Staff and Project Approach
These standard templates must be downloaded and completed, and then submitted with the Letter of Interest as attached files. Key Staff and Project Approach will be submitted as a separate file. The templates are provided in Microsoft Word format but must be submitted as an Adobe Acrobat file (.pdf file extension). The standard template for Key Staff and Project Approach is available in versions that allow a 2, 3, 4 or 5 page response. Use the 5-page template for the allowable 10 page limit stated in the project posting. When completing the templates provide text only, do not insert photographs, maps or other symbols (Bullet points and other similar features are acceptable). Use a 12-point font size with font color black. Please retain the one inch margins provided.
If resumes of key staff are requested, these documents will also be submitted as attachments with a .pdf file extension. Standard templates are not provided. Rename the templates using a filename that includes the name of your firm and an abbreviation for the type of template, in accordance with the filename requirements below. The examples below are based on the firm name ABC Engineering and project designation FRA-999-9.99.
Template Type Filename Requirement
General Qualifications ABC_Eng-GQ.pdf
Key Staff and Project Approach ABC_Eng-VAR-STW-GIS_KSPA.pdf
Resumes ABC_Eng-VAR-STW-GISresume.pdf
3. Letters of Interest must be submitted prior to 2:30 pm Eastern Time on the response due date. The system will not accept responses after the response deadline.
B. Letter of Interest Content
1. List your firm’s name by selecting from the drop down list provided.
2. Provide evidence of compliance with Section 3517.13 of the Ohio Revised Code by affirming the following statement:
Political Contributions
The Consultant hereby affirms that all applicable parties listed in Division (I)(3) or (J)(3) of O.R.C. Section 3517.13 are in full compliance with Divisions (I)(1) and (J)(1) of O.R.C. Section 3517.13. The Consultant understands that knowingly making false statement with regard to the aforementioned certification is, in itself, grounds for the rescission of this contract and may result in the loss of other contracts with the State of Ohio.
3. Provide evidence of compliance with Section 9.24 of the Ohio Revised Code by affirming the following statement:
"The Consultant warrants that it is not now, and will not become subject to an "unresolved" finding for recovery under O.R.C. 9.24, prior to the award of any contract arising out of this Request for Letters of Interest, without notifying the Department of such finding."
4. Address your firm’s General Qualifications by completing and attaching the standard template. At the top of the template, list the date the project was posted on the Department’s website and the name of your firm. Provide personnel resumes and additional information concerning general qualifications (not specific to projects). The overall length of the response shall not exceed 7 pages.
5. Provide the following information:
a. List the proposed Project Manager (do not include apostrophes in name) b. List significant subconsultants and the percentage of work to be
performed by each subconsultant by using the drop down lists provided. For projects with DBE or EDGE Contract Participation Goals, ensure that the firms and percentages listed meet the stated goal or refer to Item 6.f. below.
6. Provide a combined listing of Key Staff and Project Approach by completing and attaching the appropriate template. The standard template for Key Staff and Project Approach is available in versions that allow a 2, 3, 4 or 5 page response. Use the 5-page template for the allowable 10 page limit stated in the project posting.
a. List the date the project was posted on the Department’s website, the project designation (County/Route/Section) exactly as listed in the posting, and the name of your firm.
b. In the space provided, list the Project Manager.
c. In the space provided, list other key project team members including key subconsultant staff along with the firm name (whether they work for the prime consultant or a subconsultant), and the project responsibility of each. Include project engineers for important disciplines and staff members that will be responsible for the work.
d. In the space provided, list all subconsultant firms along with the project responsibility of each.
e. Within the Project Approach, address your firm's 1) Technical approach; 2) Understanding of the project; 3) Your firm's qualifications for the project; 4) Knowledge and experience concerning relevant ODOT standards, procedures and guidance documents; 5) Innovative ideas; 6) Your firm's project specific plan for ensuring increased quality, reduced project delivery time and reduced project costs.
For task order and other on-call type agreements, address the capabilities of the proposed team and specific assigned staff to complete assignments in a timely and efficient manner.
f. For projects noted as having DBE or EDGE Contract Participation Goals in which the Consultant did not obtain enough DBE or EDGE participation to meet the goal, provide documentation that it made adequate good faith efforts, as defined in 49 CFR 26.53, to meet the goal, even though it did not succeed in obtaining enough DBE/EDGE participation to do so.
For projects noted as having DBE or EDGE Contract Development Goals, provide a one page description within the Key Staff and Project Approach template describing the expected outcomes of the efforts of the prime consultant and subconsultant to assist the DBE/EDGE firm in: • Improving their long-term development;
• Increasing their abilities to participate in a variety of kinds of work, including prequalification in new categories, and handle increasingly significant projects;
• Developing their capability to utilize emerging technology and conduct business through electronic media;
• Achieving eventual self-sufficiency.
7. Resumes
If requested, attach resumes of key personnel as a single document with all resumes included. Individual resumes shall not exceed two pages.
Exhibit 3a
Ohio Department of Transportation
Consultant Selection Rating Form for Programmatic Selections
Category Total Value Scoring Criteria Score
Management & Team
Project Manager 10 See Note 1, Exhibit 4
Strength/Experience of Assigned Staff including Subconsultants
25 See Note 2, Exhibit 4
Firm's Current Workload/ Availability of Personnel
10 See Note 4, Exhibit 4
Consultant's Past Performance 30 See Note 3, Exhibit 4
Project Approach 25
DBE/EDGE Contract
Development Goal Outcomes and Plan (If applicable – See Note below)
5 See Note 5, Exhibit 4
Total 105
If Applicable: Adequate good faith efforts made to meet DBE/EDGE Contract Y/N
Participation Goal
Note: For projects that do not include DBE/EDGE Contract Development Goals, the additional 5 points will not be allocated and the total number of points will remain as 100.
Exhibit 4 - Consultant Selection Rating Form Notes
1. The proposed project manager for each consultant shall be ranked, with the highest ranked project manager receiving the greatest number of points, and lower ranked project managers receiving commensurately lower scores. The rankings and scores should be based on each project manager's experience on similar projects and past performance for the Department. The selection committee may contact other Districts and outside agencies if necessary. Any subfactors identified should be weighed heavily in the differential scoring.
Differential scoring should consider the relative importance of the project manager’s role in the success of a given project. The project manager’s role in a simple project may be less important than for a complex project, and differential scoring should reflect this, with higher differentials assigned to projects that require a larger role for the project manager.
2. The experience and strength of the assigned staff, including subconsultant staff, should be ranked and scored as noted for Number 1 above, with higher differential scores assigned on more difficult projects. Any subfactors identified in the project notification should be weighed heavily in the differential scoring.
As above, other Districts and other agencies may be contacted.
3. The consultants' past performance on similar projects shall be ranked and scored on a relative, differential scoring type basis, with the highest ranked consultant receiving a commensurately greater number of points. The selection team should consider CES performance ratings if available, and consult other Districts, ODOT Central Offices, and other agencies as appropriate. The use of CES ratings shall place emphasis on the specific type of services requested.
The differential scoring should consider the complexity of the project and any subfactors identified in the project notification.
4. In instances when a consultant is simultaneously being considered for selection on multiple projects, or a consultant’s current workload may impact their ability to complete the work as proposed, the firm’s current workload and availability of qualified personnel shall be considered. In the selection rating form, the full value of the “Firm’s Current Workload/Availability of Personnel” rating category (ten points) shall be allocated to the selected firm to indicate the Department’s quantifiable concerns regarding the ability of a firm (or firms) rated higher in other categories to complete the work with staff members named in the letter of interest.
5. For projects noted as having DBE or EDGE Contract Development goals, a maximum of 5 points shall be allocated as a measure of the expected outcomes and efforts of the prime consultant and subconsultant to assist the DBE/EDGE firm in:
Improving their long-term development;
Increasing their abilities to participate in a variety of kinds of work, including prequalification in new categories, and handle increasingly significant projects; Developing their capability to utilize emerging technology and conduct business
through electronic media;
Achieving eventual self-sufficiency.
The expected outcomes and efforts of the prime consultant and subconsultant to assist the DBE/EDGE firm shall be ranked, with the highest ranked team receiving the greatest number of points, and lower ranked teams receiving commensurately lower scores.
5 Points The expected outcomes and plan for achieving them will provide a significant opportunity for the DBE/EDGE firm to significantly improve in all four objectives listed above, including measurable improvement in one or more categories such as experience that would lead to prequalification in a new category or the ability to handle increasingly significant projects.
4 Points The expected outcomes and plan for achieving them will provide a significant opportunity for the DBE/EDGE firm to significantly improve in at least three of the objectives listed above, including measurable improvement in one or more categories such as experience that would lead to prequalification in a new category or the ability to handle increasingly significant projects.
3 Points The expected outcomes and plan for achieving them will provide a significant opportunity for the DBE/EDGE firm to significantly improve in at least two of the objectives listed above.
2 Points The expected outcomes and plan for achieving them will provide workload for the DBE/EDGE firm, but opportunities to improve in more than one of the objectives listed above are lacking.
1 Point The expected outcomes and plan for achieving them will provide workload for the DBE/EDGE firm, but provide only limited or no opportunities for the firm to improve their skills and capabilities in the objectives listed above.
Posting Date: 01/25/2016
LOI Due Date: 02/16/2016
VAR - STW - GIS Centralization
Number of Firms to be Selected: 1 District: 99County: VAR Route: STW
Section: GIS Centralization PID: 97997
Project Type: Task Order
Contract Participating Goals: DBE 7% EDGE None Contract Development Goals: DBE None EDGE None Estimated Construction Cost: $0.00
Net Fee Percentage: 11%
Description of Project and Specific Services Required:
The GIS Centralization project will focus on an enterprise-wide approach to managing geospatial resources providing for the development and integration of spatial Transportation data and GIS technology throughout ODOT while avoiding redundant investment. An enterprise-wide approach includes a central management of core geospatial resources, governed by established standards allowing for interoperability, with distributed use across ODOT. The completion time will be 36 months from date of authorization to proceed.
The scope of services meeting will be held on March 30, 2016 in Central Office. Selection Subfactors:
The consultant must meet the following minimum qualifications: 5 years experience in Transportation Engineering
5 years experience working with departments of transportation (DOTs)
Presentations/Interviews with approximately 3 shortlisted firms will be held on March 3, 2016 in ODOT Central Office, Columbus, Ohio.
Submit Resumes of Key Personnel: Yes.
Include a list of the key individuals from the Vendor organization who will be involved in delivering the Vendor suggested solution. For each individual, include his/her role, responsibilities, and a brief resume of experience. Number of Pages Allowed for Technical Approach: 10
Posting Date: 01/25/2016
LOI Due Date: 02/16/2016
Required Prequalification for VAR - STW - GIS Centralization
N/APID #97997 (GIS Centralization and Data Governance) GIS Centralization Scope
Overall Project Description: The GIS Centralization project will focus on an enterprise-wide approach to managing geospatial resources providing for the development and integration of spatial Transportation data and GIS technology throughout ODOT while avoiding redundant investment. An enterprise-wide approach includes a central management of core geospatial resources, governed by established standards allowing for interoperability, with distributed use across ODOT. The GIS Centralization project will include appropriate and effective awareness building and communication of the value of geospatial information throughout ODOT. Through these activities, business and technology professionals can become aware of what capabilities currently exist and what are anticipated in the future. These capabilities then enhance the service delivery at ODOT and will promote cross-jurisdictional collaboration and multi-dimensional perspectives. The end result is a comprehensive service delivery that represents collaborative involvement. Activities will include support and coordination for the integration of enterprise databases and/or systems with GIS, evaluation and/or development of GIS tools and applications for the more efficient use and/or collection of GIS related datasets. The project may also include the purchase of hardware, software, training, the development/purchase/collection of data, and consulting services.
Included within the project scope are two specific areas: Data Governance
Documentation
The responsibilities within these areas are described below. Data Governance
The data governance portion of this scope of services will look at the transportation data captured and used throughout the enterprise. There is a critical need for the vendor to understand the connections and impacts of this data throughout the organization. One goal is to determine a sustainable level of data collection and maintenance that meets the needs of multiple offices and users. In addition, formatting and translating the data (as appropriate) should positively impact policy making, operational decisions, and resource allocation.
Tasks include:
Perform data gathering assessment, which will include discussions with offices across ODOT.
Assessment methodology must be clearly outlined.
The assessment should include understanding the relationships between the owner or provider of data, and other users of that data. Note that the business may not have a global understanding of how the data is used.
Perform gap analysis. This should include tasks that ODOT is able to sufficiently perform, as well as those tasks that ODOT is not able to perform (deficiencies).
During data analysis, determine why the data is being collected, if it helps to meet any federal guidelines or requirements (if so, state how this is being achieved), and provide workflows as appropriate.
Develop initial data governance framework as a recommendation for ODOT review and feedback
o Framework should provide a generic methodology applicable to data within all ODOT offices
o Recommendations of tasks to implement data governance, and make the necessary modifications, should be included (such as project plan, and approach/plan to execute).
When recommending solution(s) for Data Governance, vendor should strive to eliminate backend processes that will cause issues for other systems in the future.
Identification of the offices impacted by a change in data from one business process to another is important. (If one office makes a change to data, who does it affect downstream?)
Produce high-level workflows for executive staff to better understand the overall changes that will need to be made, as well as impacts to various ODOT offices.
Produce detailed workflows for technical staff.
Determine what level of accuracy, timeliness, completeness, etc., is needed for ODOT data.
Determine how often is ODOT data is collected, maintained, and updated. Also incorporate when the data should be collected (timeframes such as frequency and time of year).
Determine how to get full value from ODOT’s data going forward (how users can most easily access, integrate, and analyze the data).
Determine how ODOT can make best use of its data collection and management resources. (Is ODOT being efficient about how we collect and manage the data?)
Determine the efficiency of data programs, i.e. the extent to which data is being fully leveraged and not duplicated across ODOT.
Example areas with data (this is a sample but not exhaustive list): Technical Services (Road Inventory and GIS), Traffic Monitoring, Safety, Structures (Bridges), and Pavement.
Determine if there is any data that cannot be placed in line with ODOT’s needs going forward, and why. (Is the data no longer maintained? Is the data quality in question? Is there insufficient coverage of data for a specific dataset?)
Explore the willingness and ability to re-purpose data for use across multiple offices, not just the office that owns the data.
Outline the progression (expected and actual) of data updates to the enterprise: o Specific office (silo) to enterprise
o Ad-hoc to formalized and automated o Special request to self-serve
o Move to sustained data rather than data needed at one specific moment in time Determine and advise of factors that may hinder progress, such as connectivity, analysis
tools, data integration processes, etc.
Regularly check with ODOT project contacts to ensure the project focus is on the highest priority issues.
Recognize the value of data mapping but also the effort required to do this. Leave target setting process flexible.
Provide diagnostics and guidance for actions to be taken.
Allow for integration with existing business planning efforts, and the LRS (linear referencing system).
Determine how many resource man-hours it will take each year to maintain and report on the data to its owners (such as outputting data for FHWA submissions, massaging the data to meet reporting requirements, restoring or backing up data, etc.).
Determine the designated archive locations for datasets.
Determine if there is a change management process in place for data, including assessing impacts of changes to data structures or master data content.
Determine if field staff can access and collect relevant information about assets, projects, or work orders on a field device.
Develop and document data validation rules Identify strategies for all phases of data life cycle.
Deliverables include:
Deliverables for this project must provide a high-level plan for the assessment performed by the vendor. This may include: listing which stakeholders will be interviewed for perspectives, how the vendor plans to prepare for the assessment (setting clear direction, inventorying data, and prioritizing assessment needs), how the vendor plans to perform the assessment itself, and how to proceed with recommended improvements or process changes. The use of one-page summaries and user-friendly graphics is encouraged, as it will assist ODOT in making a brief, but impactful, message to our executive staff.
Deliverables for this task must include a project plan (work plan) with specific schedule of tasks and associated dates needed for Data Governance. For example, tasks may begin with a literature review (see “Documentation” below), and then proceed with reviewing current methodology with stakeholders. Those tasks (or other appropriate tasks) should be listed and given a schedule as to when those tasks are expected to occur. This is important so that ODOT can make sure the appropriate resources are available to the vendor when needed.
Documentation
The Office of Technical Services is looking to have a full review of currently produced documentation, in order to streamline it and to bring it up-to-date. Additional documentation is expected to also be produced by the vendor to alleviate gaps within printed materials. The documentation effort will not include an efficiencies assessment (ODOT does not expect guidance on how to better improve current processes, but rather a documentation of the current processes at this time).
So that the vendor may have an overall idea of the size of the office and amount of documentation to be produced, below is a listing of the various departments within the office and the various tasks each is responsible for:
o Road Inventory (Transportation Information Management)
The Road Inventory (or Transportation Information Management) section maintains Road Inventory, Highway Performance Monitoring System (HPMS), Certified Mileage, Location Based Referencing System (LBRS), and Straight Line Diagrams. The Geographical Information System (GIS) components are listed separately below.
State and Local Road Inventory Processing
Road Inventory Manual (this manual has been written but will need to be revised)
HPMS Submittal
HPMS Data Collection and Integration Annual Mileage Certification
Annexations Journal Entries BMV Payments
BTRS (Base Transportation Referencing System) LBRS (Linear Based Referencing System)
GASB (Governmental Accounting Standards Board) Requirements PWEB (Pavement Web)
o GIS Section
The GIS section is primarily a customer service unit who specializes in providing geospatial technology solutions to improve workflows, efficiency, and information access across the department. Increasingly, the GIS Section is supporting Asset Management initiatives to help the agency fulfill the MAP-21 Asset Management Requirements. State Map TIMS Data Management Application Collector
Central GIS Data Management SQL Server
OSIP Imagery GM vs ESRI GIS Products/Services
Webmaps
Standard/legacy products (county map series and other products) GIS Analysis Requests
Training
OTS Infrastructure Section Mapping Support & HPMS Support Spatial vs Linear Reconciliations
o Traffic Monitoring Section
Traffic data are essential elements in programming, planning, designing, and evaluating the performance of individual roads (AADT and axle-load data) and systems of roads (vehicle-miles of travel, or ‘VMT’). These elements support a variety of customers, including state departments of transportation, metropolitan/local planning organizations, Federal Highway Administration (FHWA), and the public.
Federal regulations (23 CFR Part 500) require each State to develop, establish, implement, and operate a traffic monitoring system for highways and public transportation facilities. Specifically, the traffic data collected by ODOT is used to support HPMS. High quality traffic data is critical to the many uses of the HPMS data set.
Permanent Count Data Program Programming
Collection
Reporting
o Distribution (standard reports as well as what is reported for federal requirements)
Weigh-in-Motion (WIM) Short Term Count Data Program
Programming Collection
Processing (includes quality checks) Reporting
o Distribution (standard reports as well as what is reported for federal requirements)
Special Request Data Program Programming
Collection
Processing (includes quality checks) Reporting
o Distribution (standard reports as well as what is reported for federal requirements)
HPMS Facts Book Research
o Infrastructure Management
Infrastructure Management performs Road Profiling and Surface Characteristic evaluations, Skid Testing, and Asset Management Data Collection while maintaining the Infrastructure Photolog System.
Network Inertial Profile Data Collection and Photolog
o Includes data processing, editing, scrubbing, and reporting Skid Testing
Macrotexture and Rutting Processing and Analysis
IRI Construction Specification Support for Pavements and Bridges Construction IRI QARs
Sulfate and Frost Heave Monitoring HPMS Roughness Submittal 3-D Downward Pavement Imaging
IRI Performance Monitoring and Reporting Mine Subsidence
Tasks include:
Vendor must take into consideration the work performed in both the field as well as in-office for the documentation efforts. Different scenarios may also be used to perform the functions. These should be documented as well.
The documentation is expected to include federal requirements for any of the data collected within the Office of Technical Services.
The documentation will outline the staffing within the office, broken down by departments. The documentation should include resource trends as well.
The documentation should include any dependencies, such as business dependencies (Technical Services being dependent upon another office, or vice versa) and functional dependencies (what equipment is necessary to complete the task(s).
The documentation should be written in a way that it may be used in training and cross-training new and current employees within Technical Services. Therefore, the employees should be able to understand what the process is for a given task or process, how to do it, what is the process for creating certain documentation associated with the task or process, and what is involved with any data that feeds the task or process. The documentation should clearly show dates related to certain tasks or processes. For
instance, is there a specific date or season that work starts for the task/process? Are there ODOT or federal deadlines that need to be met?
Deliverables include:
The documentation is expected to include: departmental (office) workflows.
The documentation is expected to include: high-level (one or two page) executive summaries for each of the departments, as well as for the office as a whole. The executive summaries may or may not include flow diagrams for ease of understanding.
