Industry Presentation June 26, 2018
Agenda • Welcome & Team Introductions • Why are we here? • Regional and Gateway Station Visions • Where we are now? - Phase I • The Project Procurement Process • Next Steps and Closing Remarks • Q & A
Why are we here? • Opportunity - most transformational projects in Charlotte • Connectivity – core of regional mobility • Creativity - once in a generation endeavor • Feedback - on the City’s proposed process
Charlotte Business Environment • Major headquarters city • Energy and power generation technology center • Second-largest U.S. banking center • Telecommunications and IT center • Multiple back office operations • Rapidly emerging health care industry center • Largest manufacturing county in North Carolina
Headquarters City • 250+ company headquarters • 14 Fortune 1000 headquarters • 6 Fortune 500 headquarters in Charlotte region (including three that relocated to the Charlotte region within the past decade: Domtar, Lowe’s, and Sealed Air)
Transit Vision 2030 Transit System Plan Status • Operating • LYNX Blue Line Light Rail • Sprinter Airport Enhanced Bus • CityLYNX Gold Line Phase 1 • Under Construction • CityLYNX Gold Line Phase 2 • Charlotte Gateway Station Phase 1 • Recently Approved • LYNX Silver Line • Under Study • North and West Corridor • LYNX Silver Line Center City • System Integration
Center City Integration Framework
CG CGS S Sta Station tion Di District strict Approximately 20 acres of property owned by NCDOT, City of Charlotte and Mecklenburg County available for track, station and development
Vision for Charlotte Gateway Station? 1. A much-needed new Amtrak station • Current station is small and outdated 2. Creates high-quality connections between multiple modes of transportation • Local and intercity bus service, the CityLYNX Gold Line streetcar, and Amtrak rail service will converge at the station 3. Anchors a new vibrant district to bridge gaps in Center City • Range of land uses will constitute a vibrant hub that serves a wide range of local development goals
Vision ision for Char or Charlotte lotte Ga Gatew teway ay Sta Station tion 1 Rise to a level of urban design and building design excellence commensurate with the ambitions of the transit program. Liege-Guillemins station in Liege, Belgium
Vision ision for Char or Charlotte lotte Ga Gatew teway ay Sta Station tion 2 Be inspired by the unique urban history, location and natural environment of the place. Cheonggyecheon Park in Seoul, South Korea
Vision ision for Char or Charlotte lotte Ga Gatew teway ay Sta Station tion 3 Become a destination and place in its own right. The Porch at 30 th Street Station, Philadelphia, PA
Design Design Goals Goals Identify CGS as the Concentrate multiple Create new public spaces Cohesive and dynamic new symbolic gateway to transportation modes in a that convey the values of mixed-use district Charlotte and the region single transit district the City and region Weave this new district into Improved air quality, Sustainable design Affordable family and the existing and emerging energy conservation, practices senior housing improved mobility and urban fabrics accommodations eased congestion
CG CGS S Sta Station tion Ar Area ea Plan Plan View iew Nor North of th of South, M South, Main ain and Nor and North B th Bloc locks ks
Charlotte Gateway Station View iew West est of of M Main Bloc ain Block F k From Gr om Graham aham and T and Trade ade Str Streets eets
Questions
Where are we now? Phase 1: Track, Structures & Signals (TS&S) and Platform Phase 1: • Fundamental Infrastructure - Phase 2/Station will use as a basis for design during RFQ/P process. • Includes: 5 new bridges at West 4 th , Trade, 5 th and 6 th Streets and at P&N/Greenway Two 2,000 foot long station tracks Passenger boarding platform and canopy foundations Signals to govern future track operations • Will separate passenger trains from freight operations. • Improve freight traffic flow to the intermodal facility at CLT Airport • Include a connection to Charlotte Locomotive and Rail Maintenance Facility Status: • Funded • Construction begins July 2018 • Construction ends June 2022
Phase 1 – Conceptual View View iew of of C Cano anopy and and T Trac ack k Loo Looking king No North th
Stakeholders Primary Stakeholders • NCDOT • City of Charlotte – CATS and other Departments • Norfolk Southern • Amtrak • Federal Railroad Administration • Greyhound Other Key Stakeholders • Federal Transit Administration • Center City Partners • 3 rd and 4 th Ward • Charlotte Panthers • Charlotte Knights
Interim Greyhound Terminal • Greyhound’s existing station is required to be demolished for Phase 1 construction • Greyhound will be temporarily relocated at Fourth Street • Greyhound will be permanently located as part of future CGS development
Project Funding Federal grants, NCDOT Strategic Transportation Investment awards, and local funding for station track, signals and structures, and intercity passenger rail (IPR) platform and canopy Funding Amount Federal 2014 Grant to NCDOT $200,000 Federal 2015 Grant to City $30,000,000 FTA funds (Bus MultiModal Facility) $27,355,326 NCDOT funds (STI, ST-BG match, other) $51,593,255 FHWA Surface Trans Block Grant (ST-BG) $15,000,000 City of Charlotte $33,000,000 Total *$156,546,951 * This amount includes approximately $18 million for preconstruction activities such as ROW acquisition, design and engineering, environmental documentation, etc.
Question Questions
Two-Ste Step p Se Selection lection Pr Proce ocess ss • 49 U.S.C. Section 5325 • Step One – Review of Statement of Qualifications (SOQ) (technical/financial capabilities) • To arrive at a Short List of qualified firms or joint/ventures (minimum 3, maximum 5) • Step Two – Review of Proposals (focus on design, financing, feasibility)
Ste Step p One One - SOQ’s SOQ’s must emphasize: Technical Qualifications and Experience include: • Team: firm or joint venture – experience and qualifications • Team members – experience and qualifications • Team at the highest level • Team members (on the ground) • Team commitment to adhering to contracting process • Specific experience: • Similar transit projects, urban design and construction • Master planning of other developments, • Manage project and meeting schedule requirements • Federal projects, safety record, references • Design, Build, Operate and Maintain (DBOM) completed projects
Ste Step p One One – SOQ’s SOQ’s must emphasize: Management Approach • Experience and understanding of project delivery in public- private partnership • Stability and structure of Team • Financial approach to manage complex project Financial Capability • Team’s capacity to commit sufficient equity / financing Approach to development of Financial Team: • Involving experienced advisors • Involvement of financiers • Commitment to due diligence
Ste Step p Two o - Pr Propo oposals sals Request for proposals from short-listed firms, focusing on: • Project design concept and vision • Project Delivery • Technical approach (DBOM) • Team structure • Financial plan • Feasibility of financial plan (profit sharing) • Evidence of significant development of the financial structure (robust financial plan) • Evidence of commitment: Firm and lenders/equity providers/ core contractors • Evidence of technical and insurance due diligence
Le Legal A gal Authority uthority • CGS is Proposed to follow the City Charter Article VII Uptown Development Projects • Permits the City to acquire, construct, own and operate a Public Private Development Project (PPDP) in the Central Business District • City may contract with a developer to be responsible for the entire PPDP • Certain Property identified in the Project has a Federal Interest • USDOT must approve the disposition of real property that was purchased with federal funds. This includes sale, lease, or grant of easement rights. • The Project must be procured within federal standards
Approach and Expectations Approach • DOT owned land available under several options: sale, lease or transfer • City ownership of public assets: Rail Station/Bus Facility • Project oversight by Advisory Board led by City/NCDOT • Minimal but critical public requirements, e.g. affordable housing • Project management for City/DOT by private firm(s) Expectations • Clarity for private sector • Simple/Accountable management/decision making structure • Shared risk • Solid financial structure(s)
CG CGS S Timeline Timeline Phase 1 Construction Begins July 2018 Phase 2 Solicitation Process Late Summer/Fall 2018 Private Partner Selection Winter 2018/2019 Station and Development Starting 2019 Design/Construction Phase 1 Completed 2022 Rail Service to Uptown Location 2022
Questions and Answers
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