P3 Experiences and Lessons Learned from the Maryland Purple Line Project

摘要

The MTA chose to use a P3 to implement and operate the Purple Line Project based on an assessment of this approach’s ability to achieve the project’s goals and its benefits, costs, and risks relative to other procurement processes. With that decision, the approach to the subsequent project development and procurement steps required a shift in thinking and resources needed to advance the P3 process. It also required that same adjustment in dealing with federal and local stakeholders. Therefore it was incumbent on the MTA to invest in informing and engaging with these stakeholders to make sure they understood and were comfortable with the process.