Industry Presentation - Charlotte Gateway District...symbolic gateway to Charlotte and the region...
Transcript of Industry Presentation - Charlotte Gateway District...symbolic gateway to Charlotte and the region...
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
CGS Station District
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• Current station is small and outdated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 for Charlotte Gateway Station
Be inspired by the unique urban
history, location and natural
environment of the place. 2
Cheonggyecheon Park in Seoul, South Korea
Vision for Charlotte Gateway Station
Become a destination and place
in its own right.
3
The Porch at 30th Street Station, Philadelphia, PA
Vision for Charlotte Gateway Station
Design 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
CGS Station Area Plan
View North of South, Main and North Blocks
Charlotte Gateway Station
View West of Main Block From Graham and Trade Streets
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 of Canopy and Track Looking North
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.
Questions
Two-Step Selection Process
• 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)
Step 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
Step 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
Step Two - Proposals
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
Legal Authority
• 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)
CGS 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