Industry Presentation June 26, 2018 Agenda Welcome & Team - - PowerPoint PPT Presentation

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

Framework

Center City Integration

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

• 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• Current station is small and outdated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 for Charlotte Gateway Station?

Rise to a level of urban design and building design excellence commensurate with the ambitions of the transit program.

1

Liege-Guillemins station in Liege, Belgium

Vision ision for Char

• r Charlotte

lotte Ga Gatew teway ay Sta Station tion

Be inspired by the unique urban history, location and natural environment of the place.

2

Cheonggyecheon Park in Seoul, South Korea

Vision ision for Char

• r Charlotte

lotte Ga Gatew teway ay Sta Station tion

Become a destination and place in its own right.

3

The Porch at 30th Street Station, Philadelphia, PA

Vision ision for Char

• r Charlotte

lotte Ga Gatew teway ay Sta Station tion

Design Design Goals Goals

Cohesive and dynamic new mixed-use district Identify CGS as the symbolic gateway to Charlotte and the region Concentrate multiple transportation modes in a single transit district Create new public spaces that convey the values of the City and region Weave this new district into the existing and emerging urban fabrics Improved air quality, energy conservation, improved mobility and eased congestion Sustainable design practices Affordable family and senior housing accommodations

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

• f M

Main Bloc ain Block F k From Gr

• m 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 4th, Trade, 5th and 6th 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

• f 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
• 3rd and 4th 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

• cess

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
• r 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

• - Pr

Propo

• posals

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 Design/Construction Starting 2019 Phase 1 Completed 2022 Rail Service to Uptown Location 2022

Questions and Answers