Tasha Cunningham - Public Involvement Specialist

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NORTH CORRIDOR METRORAIL EXTENSION PROJECT FINAL DESIGN SERVICES AND ENGINEERING SERVICES DURING CONSTRUCTION CONTRACT NO. TR05-NCPE BUSINESS ASSISTANCE PROGRAM DEVELOPMENT PLAN Prepared by

description

Tasha Cunningham is a public involvement and PR specialist who has worked on many transportation and infrastructure projects in Florida.

Transcript of Tasha Cunningham - Public Involvement Specialist

Page 1: Tasha Cunningham - Public Involvement Specialist

NORTH CORRIDOR METRORAIL EXTENSION PROJECT

FINAL DESIGN SERVICES AND ENGINEERING SERVICES DURING CONSTRUCTION

CONTRACT NO. TR05-NCPE

BUSINESS ASSISTANCE PROGRAMDEVELOPMENT PLAN

Prepared by

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January 1, 2009

Original Draft: May 2, 2008

Revised Draft: July 28, 2008

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NORTH CORRIDOR METRORAIL EXTENSION PROJECT TABLE OF CONTENTS

CONTRACT NO. TR05-NCPE

TABLE OF CONTENTS

Chapter Topic Page #

1.0: EXECUTIVE SUMMARY...................................................................................................1-1

2.0: OVERVIEW..........................................................................................................................2-1

3.0: SCOPE OF SERVICES........................................................................................................3-1

3.1 - SCOPE OF SERVICES (SOS) DEVELOPMENT AND ORGANIZATION (TASK 1)........................3-13.1.1 STUDY WORKING GROUP AND ADVISORY COMMITTEE...........................................3-13.1.2 LEGAL MITIGATION LIMITS AND PROCESSES...........................................................3-13.1.3 POTENTIAL FINANCIAL AND MANAGEMENT ASSISTANCE PROGRAMS.....................3-13.1.4 EXPERIENCES AT OTHER MAJOR TRANSPORTATION PROJECTS...............................3-23.1.5 CONSTRUCTION COORDINATION PROGRAM (CCP)..................................................3-23.1.6 LONG-TERM BAP MANAGEMENT............................................................................3-23.1.7 COMMUNITY OUTREACH TECHNIQUES.....................................................................3-23.1.8 PLAN COMPLETION AND ADOPTION.......................................................................3-323.1.9 CONSIDERATIONS......................................................................................................3-3

3.2 - BAP WORKING GROUP AND ADVISORY COMMITTEE (TASK 2).........................................3-43.2.1 MISSION....................................................................................................................3-43.2.2 ORGANIZATION AND PURPOSE..................................................................................3-43.2.3 WORKING GROUP OBJECTIVES.................................................................................3-53.2.4 MEMBERSHIP CRITERIA............................................................................................3-53.2.5 INFORMATION MANAGEMENT...................................................................................3-53.2.6 SCHEDULE OF IMPLEMENTATION..............................................................................3-53.2.7 CONSIDERATIONS......................................................................................................3-5

3.3 - LEGAL MITIGATION LIMITS AND PROCESSES (TASK 3).......................................................3-73.3.1 INTRODUCTION..........................................................................................................3-73.3.2 OVERVIEW OF CURRENT TRANSPORTATION MITIGATION POLICIES AND LAWS....3-123.3.3 CURRENT COUNTY MITIGATION EXAMPLES..........................................................3-133.3.4 LEGAL MITIGATION AND PROCESSES AT OTHER U.S. TRANSPORTATION PROJECTS.3-

153.3.5 CONSIDERATIONS....................................................................................................3-16

3.4 - POTENTIAL FINANCIAL AND MANAGEMENT ASSISTANCE PROGRAMS (TASK 4)...............3-173.4.1 INTRODUCTION........................................................................................................3-173.4.2 RESEARCH AND FINDINGS.......................................................................................3-173.4.3 GREEN PROGRAMS..................................................................................................3-193.4.4 CONSIDERATIONS....................................................................................................3-24

3.5 - EXPERIENCES AT OTHER MAJOR TRANSPORTATION PROJECTS (TASK 5).........................3-263.5.1 INTRODUCTION........................................................................................................3-263.5.2 RESEARCH AND FINDINGS.......................................................................................3-283.5.3 CONSIDERATIONS....................................................................................................3-32

3.6 - CONSTRUCTION COORDINATION PROGRAM (TASK 6)........................................................3-343.6.1 INTRODUCTION........................................................................................................3-343.6.2 RESEARCH AND FINDINGS.......................................................................................3-353.6.3 CONSIDERATIONS....................................................................................................3-36

BAP DEVELOPMENT PLAN - DRAFT i July 28, 2008

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3.7 - LONG-TERM BAP MANAGEMENT (COMMUNICATIONS PLAN) (TASK 7)...........................3-403.7.1 INTRODUCTION........................................................................................................3-403.7.2 NORTH CORRIDOR METRORAIL EXTENSION (NCME) BAP MANAGEMENT PLAN 3-403.7.3 GENERAL COMMUNICATIONS TASKS......................................................................3-413.7.4 CRISIS COMMUNICATIONS......................................................................................3-443.7.5 CONSIDERATIONS....................................................................................................3-47

3.8 - COMMUNITY OUTREACH TECHNIQUES (TASK 8)...............................................................3-483.8.1 INTRODUCTION........................................................................................................3-483.8.2 CORRIDOR MARKETING EFFORT.............................................................................3-483.8.3 ESTABLISHED METHODS OF COMMUNICATION......................................................3-483.8.4 CONSIDERATIONS....................................................................................................3-50

3.9 - PLAN IMPLEMENTATION (TASK 9).....................................................................................3-513.9.1 INTRODUCTION........................................................................................................3-513.9.2 PRE-CONSTRUCTION PHASE....................................................................................3-513.9.3 CONSTRUCTION PHASE...........................................................................................3-523.9.4 POST-CONSTRUCTION PHASE..................................................................................3-53

LISTING OF EXHIBITS AND TABLES

Exhibit 2-1 NCME BAP Plan Development Schedule Exhibit 3.3-1 NCME FRIS ROD Mitigation Commitment Exhibit 3.4-1 NCME BAP Potential Financial and Management Assistance Programs Exhibit 3.7-1 NCME BAP Communications Collateral Matrix Exhibit 3.7-2 Crisis Communications Plan Table 3.2-1 Working Group Representatives Table 3.5.1 Best Practices Project Summary References Table 3.6.1 Construction Coordination Program Summary References

APPENDICES

Appendix A-List of AcronymsAppendix B-1 Relocating BusinessesAppendix B-2 Remaining NCME Businesses during ConstructionAppendix B-3 NCME Corridor Business Survey FormAppendix C-Bus Stop Action Notification FormAppendix D-Index of Contacts and References

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NORTH CORRIDOR METRORAIL EXTENSION PROJECT EXECUTIVE SUMMARY

CONTRACT NO. TR05-NCPE

1.0: EXECUTIVE SUMMARY

The Orange Line Phase II - North Corridor Metrorail Extension (NCME) from the Stage 1 Metrorail System at NW 27th Avenue and 79th Street, northward, along NW 27th Avenue to the county line at NW 215th Street is a 9.5 mile, $1.3 billion project set to begin construction in 2012.1 In the Final Environmental Impact Statement (FEIS) Record of Decision (ROD) of April 2007, Miami-Dade County committed itself to developing a Business Assistance Program (BAP). There are no well-defined procedures set forth for businesses that are not being acquired for the project and will remain during construction of the Orange Line Phase II. The BAP is designed to address physical and economic concerns that the businesses will have during a multi-year construction effort. It is imperative that Miami-Dade Transit (MDT) undertake a program of outreach and assistance, both financial and technical, to ensure these businesses remain viable during construction and beyond.

To accomplish this, Parsons Transportation Group (PTG) has created and developed BAP for consideration by MDT. The BAP is a comprehensive, step-by-step program that outlines ways to develop a program to alleviate adverse impacts to corridor businesses during the construction program. It is the intent of the BAP to outline steps the County can take to mitigate adverse business impacts along the NCME. There are nine (9) sections covered in this plan. They include actions to implement as follows:

Overall program; Program management methods; General Communications Plan; Crisis Communications Plan; Proposed list of collateral material that should be used during execution of the BAP; A guide to creating and administering a Working Group comprised of business owners,

residents, and other stakeholders along the corridor; Review and summary of existing laws, procedures, and policies that could impact the BAP; Discussion and a matrix of potential financial and management assistance programs that

could be replicated for the BAP; Summary of best practices at other significant U.S. transportation projects; Summary of community outreach techniques that could be used along the corridor to reach

businesses and residents; Summary of notices, bulletins, and other forms of communications needed for use along the

corridor; Guide to setting up a dedicated website, www.NorthCorridorProject.com, in an effort to

communicate efficiently with the public regarding the project; and Plan for creating and executing an overall corridor marketing effort similar to those

undertaken by the City of Phoenix and Salt Lake City during the implementation of major transportation projects.

1 The NCME completion schedule has changed during the course of preparing the BAP. As of March 2008 a completion date of FY 2017 has been cited by MDT. All other completion dates included in this document are subject to the same modification.

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In order for the BAP to be successful, a combination of all elements outlined in this Development Plan must be created and implemented. Key actions include:

1. Development of a Working Group in the corridor to help review the BAP effort and policies.

2. Continuous Public Information Office (PIO) development as used in the South Dade Busway effort to develop specific outreach efforts and spot mitigation plans in conjunction with project engineers and construction officials.

3. Using a college, university, private non-profit group and/or financial institution(s) to operate the technical business and financial assistance components of the program. MDT and the corridor engineers could concentrate on mitigating direct construction impacts. MDT will create guidelines for institutional operations while they develop defined action programs and assistance outreach tools.

4. Modify the County’s existing Mom and Pop Assistance Program and the Miami-Dade County Countywide Business Road Impact Assistance Loan Program, administered through Miami-Dade County's Capital Improvements Department to better fit the NCME effort.

5. Start BAP efforts to initiate the program and information services within 18-months of corridor construction – now estimated to be from 2016-2017.

6. Develop a dedicated core staff to coordinate activities through the construction and implementation phases.

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NORTH CORRIDOR METRORAIL EXTENSION PROJECT 2.0 OVERVIEW

CONTRACT NO. TR05-NCPE

2.0: OVERVIEW

OVERVIEW OF THE NCME BUSINESS ASSISTANCE PROGRAM

In 2007, Miami-Dade Transit (MDT) entered advanced planning stages for the Orange Line Phase II - North Corridor Metrorail Extension from the Stage 1 Metrorail System at NW 27 th

Avenue and 79th Street, northward, along NW 27th Avenue to the county line at NW 215th Street. Because the project will use federal funds for nearly 50 percent of its cost, the project will comply with federal environmental regulations regarding property acquisition and mitigation of adverse impacts as described in the Federal Environmental Impact Statement (FEIS) and Record of Decision (ROD) dated April 2007. For this 9.5 mile, $1.3 billion project, the Federal Uniform Relocation and Assistance Act provides well-defined procedures and requirements for the acquisition of properties, businesses, and residences that will be acquired by project construction. However, at this time there are no formal procedures set forth to mitigate adverse impacts to businesses that are not acquired for the project but shall remain in operation during project construction. These businesses are often adversely impacted without financial compensation under current federal regulations. However, these businesses are protected from adverse physical impacts described in the FEIS and ROD mitigation plan.

Typical adverse construction impacts can include:

1. Closure of street and sidewalk access;2. Utility service interruption;3. Lack of visibility;4. Disruption from debris and other materials during construction;5. Lower pedestrian traffic and customer avoidance of the construction corridor and

financial losses;6. Disruption noise;7. Diminished sales and earnings;8. Property foreclosure due to diminished sales and earnings as a result of construction

activity;9. Bankruptcy due to diminished sales and earnings as a result of construction activity; and10. Property damage due to construction.

The commercial sector along NW 27th Avenue has only recently begun revitalization. As such, adverse impacts can cause hardship for businesses of all kinds, from large major national retail stores and industrial operations to small mom and pop businesses. The survival of businesses along the corridor is an integral part of the project’s success and absolutely critical for the creation of a thriving urban fabric.

To achieve these goals, the (FEIS) (ROD) mandates the creation and development of a program to minimize negative impacts for those businesses that will remain along the corridor during construction. The BAP outlined in this report is designed to support remaining corridor businesses of all kinds prior to, during, and after construction.

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Attached to this report is the BAP Implementation Guide, a supplementary document that serves as a step-by-step guide that will allow Miami-Dade Transit to optimize the chance for businesses remaining along the corridor to be a key part of its revitalization when the NCME is completed and in operation.

MDT has included in the FEIS ROD mitigation measures a proposal to develop a Business Assistance Program (BAP) that will assist NCME businesses left in operation through both construction impact mitigation and business economic and managerial assistance. Many of the ways to address physical impacts are described in the ROD mitigation measures. These are state-of-the-art industry measures to mitigate adverse traffic, environmental, utility services, and access issues faced by businesses in the corridor. These construction and industrial mitigation measures are discussed in this report. In addition, this report covers concepts to provide financial assistance to corridor businesses so that they can economically remain in business after construction is completed. There are nine tasks in the scope of services in this report that cover various BAP issues. The report is an outline to guide the development of a full BAP that will commence sometime after NCME Final Design is completed and construction activities start. These concepts can be adapted or modified to fit conditions at that time. The construction is scheduled to begin in 2012.

Exhibit 2-1, Plan Development Schedule, indicates the proposed timeline for the development and execution of the BAP, organized in sections. Task research and considerations are described in Chapter 3.0: Scope of Services, Section 1 - Scope of Services (SOS) Development and Organization.

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LEGEND

Initiate Work

Complete Task

PMC and MDT Review

Time to Complete

TASK2007 2008

June July Aug. Sept. Oct. Nov. Dec. Jan. Feb. Mar. April May June July Aug. Sept. Oct. Nov.Get SOW Outline Approved

Task 1: Scope of Services (SOS) Development and OrganizationPTG to organize and facilitate monthly BAP team meetings with MDT to discuss and review each task as it is developed by PTG and submitted to MDT.

PTG to create a master listing of businesses along the corridor. PTG to outline necessary collateral materials for the BAP. PTG to propose a schedule for implementation of BAP collaterals. PTG to write a general BAP communications plan PTG to write and distribute minutes for each BAP Progress meeting.

ongoingTask 2: Study Working Group and Advisory CommitteePTG to outline participation criteria for BAP Working Group.

PTG to develop and MDT to review schedule for proposed Working Group meetings, the first of which would be held 6 months prior to construction.

MDT to introduce the Working Group concept to potential participants 12 months prior to construction.

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EXHIBIT 2-1NORTH CORRIDOR METRORAIL CORRIDOR EXTENSION

BUSINESS ASSISTANCE PROGRAM

PLAN DEVELOPMENT SCHEDULE

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Time to Complete

TASK2007 2008

June July Aug. Sept. Oct. Nov. Dec. Jan. Feb. Mar. April May June July Aug. Sept. Oct. Nov.Get SOW Outline Approved Task 3: Legal and Mitigation Limits and ProcessesPTG to provide MDT with a review of existing laws, procedures, and policies that could impact the financial and business assistance options made available through the BAP.

Task 4: Potential Financial and Management Assistance ProgramsPTG to create a financial assistance matrix

PTG to create financial assistance overview of research, findings, etc. and a summary of procedures and policies for financial and project information outreach techniques and best practices.

Task 5: Experiences at other Major Transportation ProjectsPTG to create summary of experiences of successful programs at major transportation projects.

Task 6: Construction Coordination ProgramPTG to outline the best format for a construction sign program to be used for the BAP

PTG to create and propose a format for a bus stop action notification (Appendix B-4) to be used during construction.

PTG to develop and propose a mechanism to manage and monitor traffic mitigation plans during construction.

PTG to develop and propose a mechanism to manage and monitor utility communications during construction.

PTG to create a plan to manage municipal government updates.

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Time to Complete

TASK2007 2008

June July Aug. Sept. Oct. Nov. Dec. Jan. Feb. Mar. April May June July Aug. Sept. Oct. Nov.Get SOW Outline Approved PTG to develop and propose to MDT a mechanism that links construction activity to traffic flow, utility disruption, etc. with impacted businesses

PTG to develop and propose to MDT an internal BAP communication system for use during construction linking design engineers, subcontractors and building contractors with public outreach staff.

PTG to develop and create a BAP organization and management structure that would be used during construction activities

PTG to develop and propose tools and techniques that will be used to communicate with businesses during construction

Task 7: Long-Term Management IssuesPTG to create general Communications Plan.PTG to write a Crisis Communication Plan, to include suggestions for monitoring utility communications during an emergency.

PTG to develop and propose an activity schedule, staffing plan, and budget to complete BAP through project completion.

Task 8: Community Outreach Techniques

PTG to develop and propose systems to coordinate public meetings.

(MDT

review in May

2008)PTG to develop and propose systems to create and execute

(MDT

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Time to Complete

TASK2007 2008

June July Aug. Sept. Oct. Nov. Dec. Jan. Feb. Mar. April May June July Aug. Sept. Oct. Nov.Get SOW Outline Approved

corridor mailings.review in

May 2008)

PTG to develop and propose to MDT a system to create and distribute newspaper notices.

(MDT

review in May

2008)

PTG to develop and propose to MDT a system to create and execute website updates.

(MDT

review in May

2008)

PTG to develop and propose to MDT a mechanism to set up website access for BAP.

(MDT

review in May

2008)

PTG to develop and propose to MDT a system to create, implement, and monitor a Community Hotline.

(MDT

review in May

2008)

PTG to develop and propose to MDT a system to create and execute a corridor marketing effort,

(MDT

review in May

2008)

PTG to develop and propose to MDT a plan for the implemented community charettes.

(MDT

review in May

2008)PTG to develop and propose a system with local colleges and universities to involve students and faculty in the business assistance program.

(MDT

review in May

2008)

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Time to Complete

TASK2007 2008

June July Aug. Sept. Oct. Nov. Dec. Jan. Feb. Mar. April May June July Aug. Sept. Oct. Nov.Get SOW Outline Approved Task 9: Plan ImplementationPTG to Submit Final BAP Scope of Services.

Delivered in May

2008

PTG to issue to MDT Final recommendations and SOS.

Delivered in May

2008

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NORTH CORRIDOR METRORAIL EXTENSION PROJECT 3.0: SCOPE OF SERVICES

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3.0: SCOPE OF SERVICES

3.1 - SCOPE OF SERVICES (SOS) DEVELOPMENT AND ORGANIZATION (TASK 1)

The study team will organize and facilitate monthly BAP team meetings. PTG will create a master planning schedule for the development and implementation of the BAP (see Exhibit 2.1). The Plan Development Schedule proposes these meetings begin in November. The study team will also create a master listing of businesses along the corridor (see Appendix B). This comprehensive list will include reference checks against county property and tax rolls to garner information that will allow the team to identify owners of the businesses along the corridor.

MDT will coordinate and conduct a business survey of the entire corridor, including both the businesses that will remain during construction and those that will be acquired or relocated. PTG will work with MDT to develop a customized form (see Appendix B-3 – NCME Corridor Business Survey Form) to be used as part of this activity. The BAP team will create a list of potential collateral materials that will facilitate the dissemination of up-to-date, easy to understand information to business owners, tenants, and residents along the corridor.

It is imperative to the success of the BAP to maintain a current listing of the businesses that will remain in the corridor during construction. To efficiently manage the listing, it should be updated six months prior to construction and monthly thereafter until project completion. This list will become the basis for outreach efforts by MDT, the contractors, or others parties. Updating the list and contact information will be of high priority.

3.1.1 STUDY WORKING GROUP AND ADVISORY COMMITTEE

The study team, led by PTG, will define the purpose of the Working Group. The group will be comprised of business owners, tenants, residents, civic leaders, and other stakeholders along the corridor. The team will then develop participation criteria for the Working Group. The team will also develop and review a proposed schedule of Working Group meetings. The purpose of this group will be to advise MDT and its consultants on community outreach efforts and proposals to assist NCME businesses that remain open during construction. MDT will direct PTG in conducting these meetings.

3.1.2 LEGAL MITIGATION LIMITS AND PROCESSES

The BAP will review existing laws, procedures, and policies impacting BAP planning. Recommendations for BAP assistance policies and procedures will be considered as applicable. A review of existing MDT outreach efforts and their constraints will also be reviewed.

3.1.3 POTENTIAL FINANCIAL AND MANAGEMENT ASSISTANCE PROGRAMS

The BAP will examine financial, technical, and management assistance programs that could potentially be implemented for the BAP program. This will also include an overview of implementation of such programs at other major transportation projects in the United States.

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3.1.4 EXPERIENCES AT OTHER MAJOR TRANSPORTATION PROJECTS

The BAP will summarize the experiences of successful programs of other recent major transportation projects in the United States in their efforts to protect operating businesses from harm during construction of major corridor improvement projects.

3.1.5 CONSTRUCTION COORDINATION PROGRAM (CCP)

The BAP will address construction information coordination with corridor operating businesses once construction activities begin. The team will develop a construction sign program to assist businesses with their signage needs during construction. The team will also create a mechanism to manage and monitor traffic mitigation plans, utility communications, and emergency communications. To ensure effective communication between the BAP team and the public, the team will create a plan to manage and distribute municipal government updates related to construction. As part of the CCP, the study will address a format for bus stop change notification with MDT and NCME businesses and residents when service at bus stops will be interrupted or rerouted. The study will propose a plan to manage a one-stop service office to be located within the corridor. The one-stop service office would be operational one year prior to construction.

The BAP team will also describe links between construction activity and traffic flow, utility disruption, etc. with impacted businesses. The process will link design engineers, subcontractors, and building contractors with public outreach staff to ensure that accurate, up-to-date information is distributed to the community. The team will create tools and techniques that will be used to communicate with businesses during the construction. Quick response teams will be created to ensure rapid information flow in the event of a crisis.

3.1.6 LONG-TERM BAP MANAGEMENT

The BAP will propose ways to manage an ongoing program. The report will propose a Crisis Communication Plan and activity schedule, staffing plan, and budget to complete the BAP through construction.

3.1.7 COMMUNITY OUTREACH TECHNIQUES

The BAP report will develop systems to coordinate public meetings and conduct corridor mailings. It will propose ways to create and execute website updates and distribute newspaper notices. In addition to website updates, the study will also develop a mechanism to set up a BAP website access to ensure that accurate information is uploaded to the BAP site. The team will create, implement, and monitor a BAP Community Hotline, which will be an easy-to-use informational source for businesses impacted by construction. Concepts to create and execute a corridor marketing effort, including business seminars, stakeholder meetings, and charettes will also be explored. The team will also work to include local colleges and universities, and involve students and faculty.

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3.1.8 PLAN COMPLETION AND ADOPTION

In June 2008, the BAP team will issue the Final BAP proposed recommendations.

3.1.9 CONSIDERATIONS

The BAP Scope of Services will be divided into nine (9) tasks and include final recommendations for strategies for implementation, a proposed timeline, and budget and staffing plan.

The Final Draft BAP SOS will be complete by May 2, 2008. MDT will then review the plan and return comments to PTG within 30 days. The BAP SOS will then be complete.

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3.2 - BAP WORKING GROUP AND ADVISORY COMMITTEE (TASK 2)

3.2.1 MISSION

The mission of the Orange Line Phase II: North Corridor Metrorail Extension Working Group is to provide feedback, identify issues, and provide advice and guidance to residents and businesses owners along the NW 27th Avenue corridor as MDT prepares for project construction.

3.2.2 ORGANIZATION AND PURPOSE

The working group will be made up of community leaders, business owners, residents, municipal officials, and other stakeholders who will provide recommendations for outreach and provide insight that can be used in the development and execution of the North Corridor Metrorail Extension Business Assistance Program (BAP). The Working Group will be comprised of 20-25 members that represent all facets of the community. The Working Group will have no official decision-making power or authority. The Working Group will play a key role in providing input to MDT and the consultants shaping the BAP. The Working Group will facilitate an ongoing dialogue on a range of issues that will affect residents and business owners during construction. Business and financial assistance for businesses that will remain in the project corridor will be considered by the Working Group for their input.

Meetings of the Working Group will be held quarterly and be open to the public. Meetings of sub-groups or task forces generated by the Working Group will occur more often if needed. Organizations and interests that will be represented on the Working Group could include, but not necessarily be limited to, the groups identified in Table 3.2-1.

TABLE 3.2-1WORKING GROUP REPRESENTATIVES

Agency Reason for Inclusion

Metropolitan Planning Organization (MPO)This organization’s expertise in transportation planning will be invaluable for the Working Group as the BAP is developed and implemented.

Opa-locka Community Development Corporation (OCDC)

This agency’s knowledge of the community of Opa-locka, which will be directly impacted by project construction, will be an asset to the Working Group.

Civic organizations like the North County Citizen’s Association and the Magnolia and Westside Homeowners Association

Civic associations will be key in fostering community awareness and can provide essential feedback about the community’s transportation needs.

Miami-Dade Transit (MDT) Operations A representative from MDT Ops will be an important addition to the Working Group body and can provide input on a range of issues that may impact business owners and residents during construction.

Florida Department of Transportation (FDOT) Operations

A representative from FDOT Ops will be needed to provide input and feedback as the project nears construction.

Churches A representative from the church community will be an important addition to the Working Group. The Corridor community often relies on their churches to provide information and input.

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3.2.3 WORKING GROUP OBJECTIVES

The Working Group will provide essential input and feedback during the development of the BAP.

The Working Group will meet periodically, as suggested, to identify opportunities and issues important to the project’s development.

The Working Group will create collaborative efforts to engage different stakeholders along the corridor in the BAP.

3.2.4 MEMBERSHIP CRITERIA

The Working Group will be comprised of 20-25 members. These members will be comprised of community leaders, residents, business owners and other stakeholders who will be appointed, elected, or nominated to serve a one-year term. One recommendation is to publicize a Call for Membership of the Working Group within the community through mainstream and community media, e-mail, the Internet and by conducting a mailing to residents and business owners along the corridor. Those interested could apply using a form designed and developed by the BAP. Those forms could then be collected or submitted electronically on the BAP website. The BAP team could then select members based on the following criteria:

Member must be a resident along the corridor for a minimum of one year. Business owner or tenant must have transacted business within the corridor for one year. Agencies, institutions, and non-profit organizations applying for representation in the

Working Group must have a direct link to the corridor community. Must be available to meet quarterly. Will not be compensated for meetings or membership.

3.2.5 INFORMATION MANAGEMENT

In order to handle information from the group, a dedicated BAP staff person will be needed to take and distribute meeting minutes, create a list of action items, work with other agencies, and act as an administrator for the group. While in the planning phase, this function would be in developing the program and getting it organized. MDT will need staff to set-up agreements with colleges or financial institutions to implement the managerial and financial BAP components. During the construction phasing, outreach staff in the corridor could be needed as described further in this report.

3.2.6 SCHEDULE OF IMPLEMENTATION

The implementation of the Working Group will be executed according to the approved BAP Plan Development Schedule.

3.2.7 CONSIDERATIONS

The Working Group’s main objectives will be to review the BAP program and make recommendations regarding the following:

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Financial assistance incentives and programs Community outreach efforts Contractor information dissemination Construction program implementation

A dedicated staff person will be needed to act as an administrator for the group by taking and distributing meeting minutes, creating action items, working with other agencies and handling other day-to-day tasks related to the Working Group.

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3.3 - LEGAL MITIGATION LIMITS AND PROCESSES (TASK 3)

3.3.1 INTRODUCTION

The MDT is committed to meeting legal responsibilities in accordance with local, state, and federal laws and statutes regarding property impacts due to the NCME project. The BAP is a component of MDT’s FEIS and ROD (April 2007) for the federal financed project. PTG examined the current North Corridor Record of Decision (ROD) Mitigation Plan for a BAP. PTG looked at other projects like the South Miami-Dade Busway project and other transportation projects to see how they address corridor construction techniques. The FEIS for the NCME project outlines the mitigation actions for addressing numerous potentially adverse impacts and issues that may arise during construction of the North Corridor project. The ROD offers possible measures for resolving them. Exhibit 3.3-1 is a matrix that highlights commitments made by MDT to mitigate adverse impacts. In addition, other federal laws that may affect businesses impacted by construction along the corridor are reviewed in this section. The BAP is proposed under the Relocation section of the ROD mitigation commitment efforts and in several other areas of the ROD mitigation commitment. This plan is a measure by MDT to meet the ROD mitigation commitment to impacted businesses. Other commitments, including the need for traffic plans, run-off control plans, and efforts to control noise, dust and disruption, along with many other mitigation commitments are also called for in the NCME ROD mitigation commitment agreed to by MDT. .

EXHIBIT 3.3-1NCME FEIS ROD MITIGATION COMMITMENT

(April 2007)

FEIS Topic General Mitigation Provisions Specific Actions And Comments

Relocations 116 parcels to be acquiredo 21 residenceso 91 businesseso 3 institutions

Must comply with Federal Uniform Relocation Act of 1970

County will implement Relocation Assistance Program and Last Resort Housing Program.

20 efficiency apartment residents (10534 NW 27th Avenue) – Last resort housing could include up to 3 years of supplemental rent payments.

Relocations Business relocations – businesses impacted by loss of frontage, access or parking (but not the loss of structure) might be forced to relocate.

Businesses will be permitted to remain in operation through the use of MDT land for parking and provision of adequate access and signage. County is also introducing the Business Assistance Program (BAP) not cited in the EIS mitigation.

Relocations (1) Since ROD the need

to relocate the armory has been resolved

2 institutions will be relocated o Store-front Churcho Armoryo North Central branch

library

Church is at 9920 NW 27th Avenue – and must be in continual operation even through relocation.

Agreement needs to be reached with DOD regarding relocation.

Library – (see community service).

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FEIS Topic General Mitigation Provisions Specific Actions And Comments

Community Services The following impacts need to be addressed:

1. North Central Branch Library. 2. Enhance community interaction

and minimize disruption.3. Minimize adverse impacts of

relocation – displaced businesses will be encouraged to relocate in new joint developments in the corridor.

LibraryThe library will be relocated near its current location in a suitable facility.Community Design stations and P&R facilities to

provide easy accessibility to the surrounding area and enhance community connectivity.

Make sure P&R facilities do not adversely impact community aesthetics, but have visual appeal.

Station elements need to be aesthetically integrated with its surroundings.

Continue a dialogue with the community regarding station area planning.

Guideway design should allow east-west access connections in the community.

Businesses Adverse construction impacts to corridor

businesses will be addressed in contract specifications and construction management plans.

1. Minimize street and lane closures and detours.

2. Advise emergency services of roadway closures.

3. Notify community of street closures in advance.

4. Require continuous pedestrian and vehicular access to businesses, residences and institutions during construction.

5. Require effective security and safety measures at construction sites, yards during construction and at adjacent properties so they remain fully operational.

Geology and Soil There will be an investigation to research the presence of methane in the corridor from two nearby closed landfills. If present, MDT will work with DERM to develop an appropriate mitigation strategy.

Landfill sites should be identified and mapped if near NW 27th Avenue.

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FEIS Topic General Mitigation Provisions Specific Actions And Comments

Threatened and Endangered Species

The alignment crosses canals that might house manatees. Therefore, manatees will be protected during construction by implementing manatee protection requirements of federal, state and local agencies.

A qualified biologist will survey vacant lots affected by construction to determine if the Rim Rock Crowned snake is present. If found, appropriate action will be developed with local, state and federal agencies.

A qualified biologist will survey areas affected by construction to determine if the following endangered species are present:1. Florida bonneted bat2. American alligator or

American crocodile3. Eastern indigo snake4. Sandhill crane, snail kite,

bald eagle, southeastern kestrel and wood stork.

5. Migratory birds, including Bachman’s warbler and Kirtland’s warbler.

Need to consider on-call biologist services to identify and handle any endangered species located.

Set-up contractor protocol for any occurrences.

Water Resources Impervious areas will be created, primarily around parking lots.

MDT will design the project to: Incorporate stormwater retainage

facilities. Facilities will comply with public agency

requirements and get approvals. All new impervious surfaces will be

treated in proposed exfiltration trenches, designed to DERM specifications and approval.

Stormwater & Ground Water Pollution

Reduce potential for run-off to carry hydrocarbons into surface water.

Stormwater treatment will be carried out in accord with state and county requirements. The stormwater treatment plan will be submitted to all the above agencies for their approval.

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FEIS Topic General Mitigation Provisions Specific Actions And Comments

Stormwater Construction Related Impacts

Construction impact controls will be developed to meet FDOT standards and specifications and through the use of BMPs.

Tools used will include: Use of sedimentation barriers. Use of turbidity barriers. Stormwater channelization. Development of stormwater management

plans for FDEP, SFWMD and DERM approval.

Retention and protection of existing vegetation as possible.

Covering disturbed soil. Mechanical retardation of runoff erosion. Runoff storage provision.

Transportation – Construction related

1. Develop Work Zone Traffic Control Plan (WZTCP).

2. Incorporate controls into contract specifications and construction management plans that require a Health and Safety Plan (HSP).

The HSP must be coordinated with the WZTCP plan – incorporating signing, traffic control devices, barricades and related safety traffic practices for worker training.

The contractor will have a full-time safety officer who will be required on site.

Air Quality – Construction related

Construction activity could cause short-term air quality impacts.

Construction contracts will incorporate controls and requirement to minimize dust, such as: Spraying exposed areas. Covering trucks with dusty materials. Washing trucks. Minimizing use of vehicles over unpaved

areas. Cleaning dust and mud covered spaces.

Noise and Vibration – Operational noise

There is a need for remediation of noise due to impacts in the “severe category” as defined by FTA.

Conduct a detailed noise analysis as part of final design in accord with FTA and FEIS standards and requirements.

The project will be designed to include:o Continuous welded rail tracko 4-foot high noise wall as neededo Incorporate sound absorbing

materials where necessary. In those five sites where the “no impact”

category remains, the following will be proposed for mitigation.

o Install replacement windows and or wall insulation.

o Purchase selected properties.o Offer to relocate tenants at

impacted apartments. If added properties are found to be

impacted then the same remedies will be offered.

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FEIS Topic General Mitigation Provisions Specific Actions And Comments

Noise and Vibration – Construction related

Noise impact controls will be incorporated into contract specifications and construction management plans.

The plans shall include the numerous mitigation techniques proposed in the FEIS\ROD and be consistent with local noise regulations, FDOT standards, and FTA mitigation strategies.

Contamination The Phase 1 PE study cited 43 properties with contamination of high or medium risk.

A Phase 2 study will be completed for all sites to develop strategies to mitigate contamination problems. Contamination problems are most probably petroleum related.

Health & Safety The project must meet OSHA standards

To meet OSHA standards the following actions are required: Meet local & OSHA standards for fire

protection and prevention. Investigate presence of potential

contaminants and appropriate follow-up actions.

Prior to construction, develop mitigation plans for handling contaminated soil or groundwater.

Cover removed contaminated soils. Used licensed haulers to transport

removals to appropriate sites. Conduct chemical tests for groundwater

contamination and, if needed, conduct appropriate follow-up actions.

Health & Safety (underground tanks)

The Phase 1 study indicates the presence of impacted underground storage tanks.

Tanks will be removed in accord with ROD mitigation standards.

Health & Safety(construction related)

Construction activities involve contact with petroleum, dust, groundwater, other excavation activities or contaminants.

Construction impact controls will be included in contract specifications so that construction management plans can be developed to: Control dust. Control storage & use of hazardous

materials. Control groundwater disposal. Require the HSP to address handling

hazardous materials. Require the HSP to address emergency

response to hazardous material incidents. Require the HSP to address notification

of incidents to proper authorities.Utilities Utility relocation required Construction specifications and management

plans will include provisions to minimize customer inconvenience as required in the ROD mitigation plan.

Railroads There are two RR track crossings The project will be designed to provide sufficient clearance to meet RR requirements.

Construction specifications and management plans will require that construction activities not interfere with RR operations.

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FEIS Topic General Mitigation Provisions Specific Actions And Comments

Permits Permits will be obtained as required. Permits will be obtained, as required, in the ROD mitigation plan from the following agencies: US EPA Army Corp of Engineers South Florida Water Management

District Florida Dept. of Environmental

Protection Miami-Dade County – DERM Miami-Dade County – DP&Z Miami-Dade County Building Dept. Florida DOT Florida East Coast RR

It is important to recognize the commitment made by MDT to implement measures cited in the ROD to mitigate adverse impacts. Implementation measures can be considered project costs, though not all costs are necessarily reimbursable with federal funds and need to be borne by the County. Certain facets of the BAP commitment could fall into this area, while others are standard expenditures and can be used as matches for federal funding.

3.3.2 OVERVIEW OF CURRENT TRANSPORTATION MITIGATION POLICIES AND LAWS

Because the NCME project is financed with federal funds it is imperative that MDT be aware of current federal transportation laws that may impact the project. A significant Florida law applicable to this corridor – the Enterprise Act, is also described. Other corridors or projects could be impacted by other statutes and commitments made by the public agency to mitigate adverse impacts. Some important laws are listed below. These statutes have influenced the mitigation plan for the NCME project.

The Uniform Relocation Assistance and Real Property Acquisition Policy Act. The Uniform Act provides important protections and assistance for people affected by federally funded projects. This law was enacted by Congress to ensure that people whose real property is acquired, or who move as a result of projects receiving federal funds, will be treated fairly and equitably and will receive assistance in moving from the property they occupy.

The Clean Air Act. The Clean Air Act requires that the U.S. Environmental Protection Agency set national health-based air quality standards to protect against common pollutants including ozone (smog), carbon monoxide, sulfur dioxide, nitrogen dioxide, lead, and particulate soot. State governments must devise cleanup plans to meet the heath standards by a specific date.

The Clean Water Act. The Clean Water Act (CWA) is the cornerstone of surface water quality protection in the United States. (The Act does not deal directly with ground water or with water quantity issues.) The statute employs a variety of regulatory and non-regulatory tools to sharply reduce direct pollutant discharges into waterways, finance municipal wastewater treatment facilities, and manage polluted runoff. These tools are employed to achieve the broader goal of restoring and maintaining the chemical, physical, and biological

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integrity of the nation's waters so that they can support "the protection and propagation of fish, shellfish, and wildlife and recreation in and on the water."

The Endangered Species Act of 1981. This Act was designed to protect critically imperiled species from extinction as a "consequence of economic growth and development untendered by adequate concern and conservation."

The Florida Enterprise Zone Act of 1994. Florida established one of the first Enterprise Zone programs in the country in 1982.  In 1994, the program changed significantly when the Florida Legislature passed the Florida Enterprise Zone act of 1994.  The 1994 act was based primarily on the federal government’s Empowerment Zones and Enterprise Communities programs. 

The Transportation Equity Act for the 21st Century. TEA-21 builds on the initiatives established in the Intermodal Surface Transportation Efficiency Act of 1991 (ISTEA), which was the last major authorizing legislation for surface transportation. This new Act combines the continuation and improvement of current programs with new initiatives to meet the challenges of improving safety as traffic continues to increase at record levels, protecting and enhancing communities and the natural environment as we provide transportation, and advancing America’s economic growth and competitiveness domestically and internationally through efficient and flexible transportation.

The Americans with Disabilities Act of 1990. All public transportation services, including public meetings conducted for transportation agencies, must comply with sections 794 and 12132 of the Act, which requires that a project be readily accessible to and usable by individuals with disabilities.

The Uniform Relocation Assistance and Real Property Acquisition Policy Act only applies to properties actually acquired for a project using federal funds. In fact, federal guidelines do not address the issues concerning businesses remaining during large scale construction projects. State and local governments have recognized that property owners that remain during construction are adversely impacted and therefore mitigation is addressed in the FEIS and ROD or other policy statements.

3.3.3 CURRENT COUNTY MITIGATION EXAMPLES

South Miami-Dade Busway Project2

The South Miami-Dade Busway project is an $88 million, 11.5 mile project completed in 2007 that impacted businesses and residents in South Miami-Dade County during construction. The County owned most of the right-of-way. Significant mitigation measures included the following:

1. Developed a Citizens Advisory Committee (CAC) to work with the County during the design and implementation phase of the project. A large public information program was created that reached out beyond the CAC to all interested residents, businesses, and officials at the municipal, state and federal levels. A Public Information Office (PIO) was created to coordinate outreach and information dissemination. The PIO was charged with:

Making sure business entrance signs were provided and clearly displayed by contractors.

2 MDT, Community Awareness Plan – Busway Extension to Florida City – Segment II, Pistorino and Alan (Undated)

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Issuing press releases informing the media and public of traffic detours and mitigation measures in the Maintenance of Traffic (MOT) effort.

Keeping up-to-the-minute and on-line IVR traffic advisories. In-person meetings with businesses prior to major construction activity. The Engineer of Record (EOR) maintained the MOT.

2. Plans were developed that addressed adverse business impacts, including:

MOT to minimize blockage to driveways and parking access. MOT to minimize cut-through traffic around detours. MOT to minimize blockage to delivery access and drop-off zones. MOT to minimize blocked pedestrian access. MOT to minimize bus-stop interruption. Plans for dust and noise mitigation. MOT to address public safety access and notification of detours and utility

interruptions. Procedures to address construction encroachment on private property. Compliance with federal, state or county requirements on toxic substances. MOT to address ways to replace parking areas lost during construction. Compliance with temporary roadway repairs as needed. Plans for construction and MOT that permitted special events functions without

adverse impacts.

3. Business owners and residents expressed concern over the noise levels of buses along the busway. Properties were divided by vacant land of at least 100 ft. from U.S. 1. Tests were conducted that determined that noise from buses and construction activity met the minimum levels set forth by the Federal Highway Administration (FHWA) of 83dBA (decibels). Properties that were within that noise level were visited by the community outreach staff and a project engineer to access the noise level. Depending on the severity of the noise, accommodations were made to stop work at certain times to ease the impact on the property owner.

4. The Miami-Dade County Countywide Business Road Impact Assistance Loan Program, administered through Miami-Dade County's Office of Capital Improvements, provides local businesses up to $35,000 at a low interest rate. This program was utilized by businesses during construction.

5. The project was designed specifically to comply with the Americans with Disabilities Act (ADA) compliance during construction. Considerations were made to ensure that all facilities were ADA complaint.

Many of these issues will apply to the NCME corridor and successful examples from the South Dade Busway development can be applied to mitigate adverse impacts.

3.3.4 LEGAL MITIGATION AND PROCESSES AT OTHER U.S. TRANSPORTATION PROJECTS

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U.S. transportation projects have made commitments similar to those made in the South Dade Busway construction in protecting businesses and local residents during construction. The Connecticut Department of Transportation’s (CDOT) mitigation measures used for transportation projects in the state can be an example of how CDOT handled impacts like noise and debris during construction.

The Connecticut Department of Transportation

During construction of all transportation projects, on-site mitigation measures for construction activities are utilized by CDOT. They include, but are not limited to: The creation of an erosion and sedimentation control plan. Such controls must be put into use

before work can begin on the project. A provision that no equipment or machinery should be refueled within 25 ft. of any wetland

or watercourse unless approved by the project engineer or contractor. The NCME project goes over canals and other waterways and the ROD calls for efforts to minimize adverse contamination of water resources.

The implementation of measures to prevent construction debris, paint, or other material from entering any wetlands or watercourses are undertaken before construction is allowed to begin. These materials are to be collected and disposed of in an environmentally safe manner in accordance with state and federal laws and regulations. The NCME project does not impact wetland areas.

A requirement that the contractor shall make every effort to secure the work site before a major storm event, as defined by the National Oceanic and Atmospheric Administration Weather Service.

A requirement that all temporary fill shall be stabilized during construction to prevent sediment or particulate matter from entering a watercourse. All areas affected by temporary fill shall be returned to their original contours or as directed by the engineer, and replanted.

Within seven days of setting the approximate final grade on slopes, replanting will be accomplished.

Provisions will be made for the collection, retention, and proper disposal of drained oil, removed oil filters or other deleterious materials. All spills are reported immediately to the Connecticut Department of Environmental Protection (DEP) by the contractor. Similar requirements are included in the NCME ROD.

For pesticide and herbicide application, a proposed applicator’s name and license number must be supplied for approval. No application of pesticides or herbicides within 25 feet of a watercourse is allowed.

Some CDOT ideas are already included in the ROD for the NCME. During the final landscaping plan development for the project, the use of interim measures to keep the area attractive and to reduce run-off will be addressed.

Congestion and air quality are potential adverse impacts that could face businesses and residents during construction of the NCME project. To learn how other transportation projects handled these impacts, the New York State Department of Transportation’s Congestion Mitigation and Air Quality Improvement Program was examined.

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The New York State Department of Transportation (NYSDT) makes congestion mitigation and air quality during construction of a transportation project a priority. NYSDT adheres to the following regarding air quality and pollution project funding during transportation construction: Provides funding to support transportation projects in air quality non-attainment areas; Requires that all projects must contribute to attainment of national ambient air quality

standards by reducing pollutant emissions from transportation sources; Provides funding distributed based on each state's share of the population of air quality non-

attainment areas weighed by severity of air pollution; with each state guaranteed a one-half percent minimum apportionment; and

Funding may be used for all FTA programs, including operating assistance for up to three years.

3.3.5 CONSIDERATIONS

The NCME Record of Decision Mitigation agreement outlines potential legal issues that may arise during project construction and offers comprehensive solution measures.

Measures will need to be taken to minimize direct impacts caused by construction, such as debris and noise.

Noise and Dust levels as established by the federal agencies or the County’s Department of Environmental Resource Management (DERM) must be adhered to during construction.

County funds for loans to mitigate adverse impacts to businesses remaining open during the construction period were used in the South Dade Busway effort through a grant program. The Miami-Dade County Countywide Business Road Impact Assistance Loan Program, administered through Miami-Dade County's Capital Improvements Department, provides local businesses up to $25,000 at a low interest rate. This program was utilized by businesses during construction.

Developing a project specific PIO effort as the County did during the South Miami-Dade Busway Public Information Plan is significantly important. Each adverse impact type is described and significant problems addressed in a specific plan for the area or type of impact.

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3.4 - POTENTIAL FINANCIAL AND MANAGEMENT ASSISTANCE PROGRAMS (TASK 4)

3.4.1 INTRODUCTION

The Federal Environmental Impact Statement (FEIS) Record of Decision (ROD) states that Miami-Dade County Transit (MDT) will develop a “Business Impact Program,” now known as the “Business Assistance Plan” or BAP, to assist businesses in the NW 27 th Avenue adversely impacted by the construction of the Metrorail extension. Business properties taken by eminent domain or negotiation are not the target of this effort. These businesses and just compensation are covered by the Federal Uniform Relocation Act.

The BAP aims to assist businesses in the corridor whose property will not be taken, but that may be damaged by adjacent construction, disruption, physical access or other operating constraints during the North Corridor construction program. The objective is to insure that a viable business community remains along NW 27th Avenue when the project opens by 2017 and that businesses that were impacted remain in operation after NCME completion. As such, financial and technical assistance must be provided to the businesses that will remain along the corridor. The attached matrix, Exhibit 3.4-1, outlines a variety of state, local, and federal government programs that would positively benefit the remaining businesses along the corridor.

3.4.2 RESEARCH AND FINDINGS

The North Corridor Business Assistance Program (BAP) needs to consider a variety of tools to assist corridor businesses so they can remain viable during the construction phase and, therefore, benefit from the project implementation. This section considers financial and management options for businesses that will remain along the corridor during construction. The goal of the BAP is to minimize adverse impacts to these businesses remaining in the corridor during construction through the creation and administration of the programs outlined herein. In the matrix, a number of these financial and management tools are described. These programs from county, state and federal agencies, including examples of financial and management aid programs used elsewhere, are described herein.

For example, programs like the City of Phoenix’s Management Technical Assistance Program that matches small business owners with private sector consultants who have left the workforce, offer guidance in seven technical areas and have worked well. A program like this could be replicated along the North Corridor.

On the Miami-Dade County level, there are existing programs currently administered through Miami-Dade County’s government that would be ideal for impacted corridor businesses. The Mom and Pop Small Grant Program, administered by the County’s Board of County Commissioners, was created to provide financial and technical assistance to qualified small businesses located in each commissioner’s district. The North Corridor project is within the districts of commissioners Dorrin Rolle and Barbara Jordan. This program, based on need, gives assistance to businesses that have been in existence for one year and that are not part of a national chain. It is recommended that MDT work directly with both commissioners to focus their monetary allocations on the businesses affected by corridor construction.

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The Commercial Revitalization Program, administered by Miami-Dade County’s Office of Community and Economic Development (OCED), offers grants of up to $100,000 to assist business owners in improving the facades and open spaces if their business operations are located in low and moderate-income neighborhoods. MDT could work directly with OCED to provide grants to businesses along the corridor who meet the requirements of the program. This would also be a great marketing tool that can foster community ownership because MDT would be changing the overall look of the neighborhood by restoring building facades, open spaces, plantings and improving the community’s appearance.

There are also opportunities to partner with national organizations to seek financial assistance. For example, the Kresge Foundation administers a Bricks and Mortar Program, which provides funds for impacted businesses to purchase real property and equipment that will enhance their operations during construction. This program must be administered through a non-profit entity. It would be ideal to work with a non-profit, like Tools for Change, to administer this program along the corridor.

Miami-Dade County also assists in the administration of Count Me in Loans for Women Entrepreneurs, a program which provides micro loans of $500 to $10,000 for women operating a business of any kind. The County also provides technical assistance to the businesses in the program.

On the state level, the Florida Department of Community Affairs administers a Community Development Block Grant Program. CDBG funds are used to administer The Florida Small Cities Community Development Block Grant Program, which provides funding to businesses that create jobs for low and moderate income Floridians. Another CDBG-funded program that has worked well in the City of Phoenix is the Expansion and Assistance Development Program (EXPAND). This program enables small businesses to access capital from conventional lending sources.

The EXPAND program does not, however, provide grants or direct loans. Instead, the program promotes economic development within the City of Phoenix by providing supplemental collateral to a participating lender via a CD that is pledged toward a loan made by the lender to a creditworthy business. The EXPAND collateral enhancement of up to $150,000 reduces the lenders risk and increases their willingness to consider providing loans to small businesses. The Management Technical Assistance Program, administered by City of Phoenix and mentioned earlier, is also CDBG-funded.

On the federal level, businesses along the corridor can benefit from tax credits and rebates offered by the Enterprise Zone Program. The Enterprise Zone is a designated area within Miami-Dade County offering financial incentives to businesses that locate or expand within the zone. The goal is to encourage investment and job creation in economically distressed areas such as the North Corridor. A business has to create new jobs for enterprise zone residents in order to qualify for the program. The program’s credit and rebates greatly reduce the cost of doing business in Miami-Dade County and can result in substantial savings for the business owner.

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OCED administers this program. The Governor’s Office of Tourism, Trade and Economic Development and Enterprise Florida also assist with program administration. The credits include incentives for Miami-Dade County tax, resulting in a refund of road, police, fire, emergency services, and water and sewer impact fees (within a municipality, the city must also authorize tax abatement). State credits include Job Tax Credits of up to 15% of wages paid for new jobs created for Enterprise Zone residents and a corporate Tax Credit of up to 15% of wages paid for new jobs created for Enterprise Zone residents. 96% of Corporate Tax credit on ad valorem taxes not abated by local government. The State of Florida also provides tax-exempt bond financing for businesses along the corridor.

The Governor’s Office of Tourism, Trade and Economic Development and Enterprise Florida administer a Revolving Loan Fund Program, which provides easy access to capital and affordable financing to small and minority-owned businesses that do not meet standard credit criteria. Loans range from $10,000 to $250,000.

3.4.3 GREEN PROGRAMS

There are also several “green” programs that encourage businesses to run environmentally friendly operations. This would be another great public relations and marketing initiative that would improve the quality of life in the community. Examples of successful “green” business programs that would work well along the corridor are the Bay Area Green Business Program, a public-private partnership in the San Francisco Bay are that brings the resources of the utility companies to provide assistance and advice to small business owners on greening a business.

The City of Portland’s Office of Sustainable Development administers the Businesses for an Environmentally Sustainable Tomorrow (BEST) Program, which helps business owners learn the latest on pollution, prevention, energy efficiency and waste reduction. This program has already been replicated in communities like Chula Vista, California; Austin, Texas; and Olympia, Washington.

Nationally, Green Star, Inc., a private non-profit organization encourages business owners to incorporate techniques of waste reduction and energy conservation and pollution prevention in their places of business.

Other innovative ideas that have worked well in other cities include the Business Assistance Center Finance Unit (BAC), created by the City of Olympia, Washington. The BAC Finance Unit provides technical assistance and referrals to business owners seeking available finance program on state and local levels. The BAC administers the finance programs that are designed to increase access to capital for small business owners. Another program of note is the City of Salt Lake’s Management Technical Assistance Program (MTAP). This program offers small businesses the opportunity to work with experienced consultants at no cost. A version of this program could be invaluable along the corridor.

Exhibit 3.4-1 is a matrix that outlines the specific programs, criteria, and deadlines.

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EXHIBIT 3.4-1NCME BAP Potential Financial and Management Assistance Programs

TYPE NAME CONTACT AMOUNT DESCRIPTION DEADLINE SIGNIFICANT CRITERIA

County and Related ProgramsGrant Bricks and Mortar

Program Kresge Foundation

Unlimited Grant funds can be used during construction to purchase real estate and major equipment

Ongoing Grant must be administered through a non-profit; we could join forces with one to help administer the program along the corridor.

Grant Commercial Revitalization Program

Miami-Dade County Office of Economic Development

Maximum of $100,000

Assist recipients to improve the facades and open space of commercial facilities in low and moderate-income neighborhoods

Ongoing Business must be located in a low income area to qualify.

Loan Count Me In Loans for Women Entrepreneurs

Miami-Dade County

$500 to $10,000

Micro loans for women who are starting or growing their businesses

Ongoing Business must be at least two years old and generate less than $200,000 in annual revenue to qualify for the Micro loan program.

Grant Mom and Pop Small Business Grant Program

Miami-Dade County Board of County Commissioners

Based on need

Created to provide financial and technical assistance to qualified small businesses in their district which are approved for funding.

Ongoing Each commissioner has funds allocated to assist business in their districts1. Must be in businesses

for one (1) year.2. Cannot have more

than seven (7) employees.

3. Must not be a part of a national chain.

4. Applicant must be located in a County Commission District submit all requested documents.

Loan Miami-Dade County Countywide Business Road Impact Assistance Loan

Miami-Dade County Office of Capital Improvements

Up to $35,000

To assist businesses adversely impacted by construction

Ongoing Below is a link to the application and the MDC Office of Capital Improvement. http://www.miamidade.gov/CICC/library/Business_loan_program_application.pdf

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TYPE NAME CONTACT AMOUNT DESCRIPTION DEADLINE SIGNIFICANT CRITERIA

State and Related ProgramsGrant Community

Development Block Grant Program

Florida Department of Community Affairs

Based on need

Florida's Small Cities Community Development Block Grant Program provides funds to create jobs for low and moderate income Floridians. CDBG funded program enables small businesses to access capital from conventional lending sources.

April 20, 2007

Businesses must be in a low-income area and conform to the National Low-Income Objective set forth by HUD.

TechnicalResource

Expansion and Assistance and Development Program (EXPAND)

City of Phoenix $150,000 The EXPAND program does not provide grants or direct loans. EXPAND promotes economic development within the City of Phoenix.

Ongoing Providing supplemental collateral to a participating lender via a CD that is pledged toward a loan made by the lender to a creditworthy small business. The EXPAND collateral enhancement reduces the lender’s risk exposure and thereby increases their willingness to consider loan requests from qualified small businesses.

TechnicalResource

Management Technical Assistance

City of Phoenix N/A This CDBG-funded program matches Phoenix business owners with experienced private sector consultants who can offer guidance in seven technical areas.

Ongoing Small businesses seeking assistance in any of the seven technical areas may apply.

Federal AssistanceCredit Enterprise Zone

Tax CreditMiami-Dade County and the federal government

N/A Businesses located in an Enterprise Zone receive a variety of tax benefits and credits

Feb. 1annually

Miami-Dade EZ incentives are: Property Tax Abatement and Refund of Impact FeesState of Florida incentives are:  Sales Tax Credit for Job Creation, Sales Tax Refund on Business Property, Sales Tax Refund on Building Materials, Corporate Income Job Tax Credit, Property Tax Credit and Community Contribution Tax Incentive.

Credit Tax Exempt Bond Financing

State of Florida N/A A special tax-exempt bond, outside of the state volume cap, that may provide lower than market interest rates for large-scale business

Ongoing A qualified business is generally any trade or business except one that consists primarily of the development or

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TYPE NAME CONTACT AMOUNT DESCRIPTION DEADLINE SIGNIFICANT CRITERIA

expansion and job creation projects.

holding of intangibles for sale or license.

Credit Deductions State of Florida $37,000 maximum

An IRS Section 179 Expensing increase that may provide for investments in capital and equipment.

Ongoing The maximum deduction is based on the following schedule for the date in which the tax year begins. 

Credit Qualified Zone Academy Bonds

The Governor's Office of Tourism, Trade, and Economic Development & Enterprise Florida

N/A May provide funds for the use of a “Qualified Zone Academy”, which is a public school or academic program within a public school at a secondary level or below that, meet certain requirements.

Ongoing Certain banks, insurance companies and corporations that are actively engaged in the business of lending money, can receive a tax credit as an incentive to hold these bonds.

Loan Revolving Loan Fund Program

The Governor's Office of Tourism, Trade, and Economic Development & Enterprise Florida

$250,000 maximum

A program that may provide easier access to capital and affordable financing to small and minority-owned businesses that do not meet standard credit criteria.

Ongoing Loans will range from $10,000 to $250,000 and must be used for general business purposes, excluding real estate. The initial available capital is expected to be $4,000,000.

Credit Welfare-to-Work Credit

State of Florida N/A A credit that may provide businesses with an incentive to hire long-term family assistance recipients in the Empowerment Zone.

Ongoing Businesses must hire a minimum of five employees; this is an Empowerment Zone benefit.

Credit Work Opportunity Tax Credit

Federal government

$2,400 for each eligible employee and $3,000 for each eligible summer youth employee

A federal tax credit that may provide businesses with incentives of up to hire disadvantaged persons seeking employment in the Empowerment Zone.

Ongoing This is an Empowerment Zone benefit. The EZ includes areas of Allapattah/Civic Center, Florida City, Homestead, Liberty City, Little Havana, Melrose, Overtown, Wynwood, Miami International Airport and areas of the Central Business District and Seaport. Developable sites of the Zone include Florida City, Homestead, Opa-Locka Airpark and Northside/Poinciana Industrial Center (79th Street Corridor).

Loan U.S. Small Business Administration Loans

SBA Varies A variety of loans are available to assist small businesses.

Ongoing Designed to help businesses of all sizes and types located in a distressed area.

Green ProgramsGreen Bay Area Green

Business Public/Private Partnership

N/A A successful voluntary partnership of government

N/A N/A

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TYPE NAME CONTACT AMOUNT DESCRIPTION DEADLINE SIGNIFICANT CRITERIA

Program agencies, professional associations, utilities, businesses and a concerned public.

Green Businessesfor an Environmentally Sustainable Tomorrow (BEST) Program

City of Portland Office of Sustainable Development

N/A Provides assistance to area businesses and recognition for their accomplishments in sustainable practices. Resource experts from the City of Portland's Energy, Water, and Environmental Services Bureaus help businesses learn the latest on pollution prevention, energy efficiency, waste reduction, and water efficiency.

N/A NOTE*** The annual BEST Business Awards are presented to Portland businesses demonstrating innovative ways of conserving energy, minimizing waste, and improving transportation efficiency. Portland's BEST program model is being explored and implemented in several other locations throughout the U.S., including Chula Vista, CA ; Austin, TX; Las Cruces, NM; Boulder, CO; and Olympia, WA. Winnipeg, Manitoba, Canada has also worked with the Portland Energy Office in developing a BEST program

Green Green Star, Inc. Private Non-Profit N/A A non-profit organization that encourages businesses, schools, and government agencies to incorporate techniques of waste reduction, energy conservation, and pollution prevention in their places of business.

N/A

Other Innovative IdeasTechnical Assistance

Business Assistance Center Finance Unit

City of Olympia, Washington

N/A The Business Assistance Center (BAC) Finance Unit provides technical assistance and referrals to business owners who are seeking available finance programs on the state and local level. The BAC administers finance programs designed to increase the access to capital for small businesses. Program managers also provide technical expertise to various public agencies and private organizations

N/A Finance specialists help business owners and entrepreneurs obtain financing for their start-up and expansion projects. Staff members work with each business to review the project proposal, determine feasible financing alternatives, design a financing structure, prepare and assemble application material, and present the project to appropriate lending authorities. Priority projects are those that

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TYPE NAME CONTACT AMOUNT DESCRIPTION DEADLINE SIGNIFICANT CRITERIA

provide employment opportunities in distressed and timber-impacted areas of the state and support minority and women-owned business development.

Technical Assistance

Service Corps of Retired Executives (SCORE)

SBA N/A This program offers free, confidential business counseling

N/A Staffed by volunteer working and retired executives and business owners, the program provides counseling and mentoring to entrepreneurs and existing business owners. Staffed by volunteer working and retired executives and business owners, the program provides counseling and mentoring to entrepreneurs and existing business owners.

Technical Assistance

Management Technical Assistance Program

City of Salt Lake N/A The Management Technical Assistance (MTA) Program offers this programs small business owners in Salt Lake and smaller, surrounding communities

N/A MTA provides small business owners the opportunity to work with experienced consultants at no cost.

3.4.4 CONSIDERATIONS

MDT needs to consider a variety of tools to assist businesses so they can remain viable during construction and, therefore, benefit from the project’s completion.

MDT can easily focus on existing programs such as the Mom and Pop Small Grant Program, administered by the Board of County Commissioners to create a funding source for businesses and residents along the corridor or the Miami-Dade County Countywide Business Road Impact Assistance Loan Program, administered through Miami-Dade County's Capital Improvements Department, provides local businesses up to $25,000 at a low interest rate.

These existing Miami-Dade County programs can be modified as needed to apply to MDT’s overall capital improvement program and the NCME in particular. The use of grants rather than loans can be advantageous.

A matrix of grants at the local, state and federal level is included in this section and is intended to serve as a guide to provide MDT with an overview of what sources of financial assistance are currently available.

A variety of “green” programs are also included. These programs provide an opportunity for MDT to showcase the environmentally-sound design of the NCME project and the measures being undertaken to address environmental concerns.

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The use of non-governmental organizations and non-profits as umbrella groups to handle financial matters might be advantageous to long-term fiscal management. One community directed all project financial aid through a local DBE controlled bank and paid the banking a management fee to administer the loan and grant program.

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3.5 - EXPERIENCES AT OTHER MAJOR TRANSPORTATION PROJECTS (TASK 5)

3.5.1 INTRODUCTION

The survival of businesses along the corridor is an integral part of the North Corridor Metrorail Extension’s (NCME) success. To create a thriving urban fabric in the corridor, it is imperative that businesses are sustained during construction and beyond. To achieve these goals, the Final Environment Impact Statement’s (FEIS) Record of Decision (ROD) mandates the creation and development of a program to minimize negative impacts for those businesses that will remain along the corridor during construction. The NCME Business Assistance Program (BAP) is being designed to support remaining corridor businesses through the construction of the project and to optimize their chances of remaining sustainable once the NCME is completed and in operation by 2017.

Parsons Transportation Group Inc. (PTG) examined mitigation efforts used at other U.S. transportation projects that faced business interruption during construction. PTG examined how each city handled these issues, what worked well, and what did not. The projects examined were:

Tri-County Metropolitan Transportation District of Oregon’s I-205/Portland Mall Light Rail Project;

Valley Metro’s Central Phoenix/East Valley Light Rail Project; DART Blue Light Rail Line in Dallas, Texas; Pennsylvania Department of Transportation’s Germantown Avenue Revitalization Project; San Diego’s Light Rail Transit System, the San Diego Trolley.

PTG also conferred with the Gulf Coast Institute in Houston, Texas, which, in 2006, conducted a mitigation study, Houston Tomorrow, focusing on transportation projects in several other U.S. cities.

This paper identifies elements from the business outreach program for each of these referenced projects, that, when combined, can be used to create a comprehensive BAP for NCME that meets and exceeds the needs of the NW 27th Avenue community. Table 3.5-1, Best Practices Project Summary References, is a summary of these references for the agencies contacted. This chapter then describes in detail the findings from a review of these outreach methods with the different agencies.

TABLE 3.5-1BEST PRACTICES PROJECT SUMMARY REFERENCES

Project And Location Key Features Relevant Findings

DART Blue Light Rail LineDallas, Texas

Dedicated community outreach staff canvassed the community to keep business owners and residents informed.

Conducted over 125 public meetings; appeared monthly at homeowners association, PTA, and business association

Having business assistance staff appear monthly at HOA meetings and other business association meetings was helpful in allowing business outreach staff to keep a community presence.

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TABLE 3.5-1BEST PRACTICES PROJECT SUMMARY REFERENCES

Project And Location Key Features Relevant Findings

meetings.Germantown Avenue Revitalization ProjectGermantown, Pennsylvania

In partnership with PennDot, business owners banded together to create a dedicated website, www.savetheave.org to keep people informed about the project.

Business owners participated in several marketing promotions aimed at driving businesses back to Germantown Avenue during construction.

Creating a dedicated website to allow business owners to receive and disseminate information proved helpful for the Germantown Avenue project.

By providing a marketing initiative and other promotions to help attract business traffic back to Germantown Avenue proved beneficial for business owners, who saw increased sales as a result.

San Diego Trolley System (LRT)San Diego, California

Through the city’s Infrastructure Impact Program, staff devised customized solutions to problems impacted businesses may face.

Distributed targeted flyers, brochures, etc. to attract businesses back to the impacted business area.

By working with other agencies in San Diego, such as the Water and Sewer Dept., business outreach staff was able to keep each business owner and residents informed of anticipated impacts.

Central Phoenix/East Valley Light RailPhoenix, Arizona

A construction signage program, with the help of the contractor, that provided free signage to impacted businesses and a waiver of the permitting fee required to display such signage at a business.

Metro created a separate Community Advisory Board (CAB) charged with dispersing contractor incentives.

The construction signage program worked well for impacted businesses that, in some cases, could not afford to purchase signage on their own.

The CAB was able to give incentive to the contractor to perform much-needed community and business outreach tasks. This proved to be invaluable for the businesses and community at-large.

I-205/Portland Mall Light RailPortland, Oregon

Funded a 24-hour, 7-days a week emergency construction hotline dedicated to addressing the needs and concerns of property owners.

A dedicated $9 million marketing initiative aimed at attracting pedestrian traffic to downtown businesses.

The construction hotline provided information to residents and business owners throughout construction and was updated daily to provide the most accurate information.

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3.5.2 RESEARCH AND FINDINGS

DETAILED FINDINGS FROM OTHER PROJECTS

I-205/Portland Mall Light Rail The Project. The $307 million I-205/Portland Mall Light Rail Project developed by Portland’s Tri-Met Regional Transit Agency will bring light rail into Clackamas County, Oregon's third most populous county. The plan is to put light rail on Fifth and Sixth Avenues in the city’s rapidly expanding downtown area. The project will revitalize Fifth and Sixth Avenues with refurbished streets, sidewalks and intersections; along with new lighting, trees, art and street furniture. The entire line is projected to yield approximately 46,500 daily boardings by 2025. Of those riders, according to the Tri-County Metropolitan Transportation District of Oregon (TriMet), 84 percent are expected to start and/or end their trip within the I-205 corridor. The I-205/Portland Mall Light Rail Project affects approximately 80 businesses including commercial office buildings, restaurants, and retail shops.

Types of Business Assistance Offered. For this project, three city entities partnered to assist businesses during construction – TriMet, the Portland Development Commission (PDC), and Portland State University (PSU) implemented a community relations program that includes the coordination of regular meetings with various stakeholder groups; the creation of two Citizens Advisory Committees, one for the mall segment and one for the I-205 segment; and the development of an outreach program to businesses, organizations, and the community-at-large.

Highlights of the I-205/Portland Light Rail Project business outreach efforts include:

A partnership with Portland State University to provide technical assistance to businesses affected by construction.

Low-interest loans (1-3%) administered by PSU with extended repayment terms. Free marketing and merchandising guidance provided by the Portland Development

Commission (PDC) and TriMet staff to businesses affected by construction. Free business workshops coordinated by TriMet, PDC, and PSU to provide assistance to

affected enterprises. Weekly meetings with business owners to address questions and concerns. A 24-hour, 7-days-a-week emergency construction hotline dedicated to addressing the

needs and concerns of business and property owners. A dedicated $9 million marketing initiative aimed at attracting pedestrian traffic to

downtown businesses that began in 2006 and will continue through 2009. Businesses will be able to participate in marketing and promotional events as part of the campaign.

TriMet has also employed innovative, unconventional forms of assistance to business owners affected by construction, including providing $750 in free graphic design to a business owner so he could print new business cards and coupons to drive customers to his location, and providing $1,800 in business to a restaurant owner by arranging a TriMet reception for mall project contractors at the restaurant.

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TriMet also conducts postcard mailings; quarterly open houses to disseminate and discuss project updates; alerts to transit riders who have subscribed to receive the service; effective use of the media to generate news stories on TV, radio, and in newspapers; uses a dedicated URL, www.portlandmall.org to provide information to business owners and residents; and an email alert system whereby e-mails are sent to those business owners who have subscribed to receive updates about the project. For seniors and people with disabilities who own businesses in the affected area, TriMet's Committee on Accessible Transportation (CAT), which consists of riders who advocate for seniors and the disabled, are informed and updated regularly on the construction schedule.

Observations and Feedback. Business and property owners have praised TriMet in the local media for it efforts to mitigate business interruption. Approximately three-quarters of the affected businesses have gotten some form of business assistance through the outreach program. Business owners reported a sharp decline in both pedestrian traffic and overall sales during project construction. One business owner was quoted in the Portland Tribune in 2007, shortly after construction of the project started at Third and Fourth Avenues, that his overall sales had declined nearly 50 percent. TriMet reports that no owner has gone out of business as a result of project construction. The top complaint of business owners was the noise from jackhammers and other construction equipment, debris from construction, and increased crime.

Valley Metro Central Phoenix/East Valley Light Rail The Project. METRO is the brand name for Valley Metro Rail Inc., a non-profit, public corporation whose mission is to the design, construction and operation of the light rail starter segment, as well as extensions. Five Arizona cities participate in the light rail system – Phoenix, Tempe, Mesa, Glendale, and Chandler. Most of the project runs through low-income areas.The 20-mile light rail line alignment was divided into five separate construction sections, with all of them scheduled to be operational by December 2008. Construction was phased over the five sections so that the entire 20-miles were not all under construction at the same time. Over 300 businesses were impacted during construction.

Types of Business Assistance Offered. The $1.3 billion METRO Light Rail Project’s community outreach efforts and business assistance programs are a collaboration of 5 municipalities, 7 chambers of commerce, 3 management districts, 2 universities, and 10 business service providers.

Highlights of the METRO Light Rail Project business outreach efforts include:

The implementation of individual Community Outreach Coordinators responsible for keeping business owners and residents updated in each section of the 20-mile line;

A dedicated Business Outreach Coordinator responsible for working directly with businesses during construction;

A construction signage program that provides free signage, on loan to each affected business during construction;

A separate Community Advisory Board for each construction line section comprised of business owners and residents adjacent to the light rail route. Each board meets monthly to

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evaluate whether the contractor is managing and minimizing community impacts. The group also decides whether to award the contractor a quarterly incentive bonus for going the extra mile to help the community deal with construction impacts;

The City of Phoenix hired a “Business Advocate,” a person responsible solely for assisting businesses during construction. The Advocate is responsible for meeting one-on-one with each business owner to access their needs and address questions or concerns;

A 24-hour hotline for the public; Technical and management assistance provided at no-cost to businesses along the corridor; Access to a Needs Assessment Program administered by METRO in partnership with

Arizona State University’s Spirit of Enterprise Center; Loan products including the New Markets Loan which provides below-market interest rates

to qualified businesses; community-based micro-loans from a Self-Employment Loan Fund and Prestamos, a lending subsidiary of Chicanos Por La Causa. The fund provides capital to small businesses in amounts from $200 to $35,000. Prestamos offers loans from $2,000 to $250,000. Free business advice is also provided for loan recipients;

The City of Tempe’s Chamber of Commerce and the Tempe Schools Credit Union teamed up to administer the Asset Assistance Program, which provides loans up to $20,000 to help businesses meet payroll or pay operational expenses during project construction;

The City of Mesa created a Cash Flow Assistance loan program in partnership with the U.S. Bank, the Mesa Chamber of Commerce, and Maricopa Community Colleges Minority Micro Small Business Development Center. Through U.S. Bank, qualified businesses can access up to $20,000 to cover operational costs during construction;

A guide that describes ten ways owners can help their businesses get through light rail construction;

A METRO MAX discount card program, which offers discounts to patrons of businesses along the corridor.

Observations and Feedback. At a cost of nearly $4 million, the Business Assistance Program helped 188 businesses, conducted over 1,000 meetings with the public and businesses, provided 567 construction signs through the Construction Signage Program, and provided loans to 83 businesses. During this time, businesses along the corridor reported a sharp decline in pedestrian traffic during active construction and complained about the effect noise had on their business operations.

Pennsylvania Department of Transportation Germantown Avenue Revitalization The Project. This $16 million project is a complete roadway restoration of Germantown Avenue from Nipoon Street in Mt. Airy to Winston Road in Chestnut Hill, Pennsylvania. The project began in late 2007 and is scheduled for completion in 2008. It affects approximately 45 businesses in the Mt. Airy business district.

Observations and Feedback. Although the Pennsylvania Department of Transportation used the same standard community and business outreach techniques as in many other projects, what is most notable about the Germantown Avenue is the way business owners banded together to keep their enterprises alive.

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Business owners and residents created the Coalition to Save Germantown Avenue, set up a dedicated website, www.savetheave.org, and participated in several marketing promotions aimed at driving businesses back to Germantown Avenue during construction.

San Diego Light Rail System – San Diego Trolley

The Project. This $508 million project is a 5.8 mile extension of the San Diego Trolley (SDT), including 4,000 feet of subway tunnel and four new stations. Over 250 businesses are impacted. Through the City of San Diego’s established Infrastructure Impact Program, a model program used for all infrastructure projects in San Diego, residents were kept informed through collaboration with the Water and Sewer Department putting construction notices in water bills, having code enforcement ease the restrictions regarding signage for impacted businesses, and waiving occupational license fees.

Observations and Feedback. The program allows all the agencies involved in a project to work together to create and customize a business outreach program that best suits the needs of each project well in advance of construction.

Houston Tomorrow Gulf Coast Institute Study

The Project. In 2006, the Gulf Coast Institute, a non-profit organization was charged with finding ways to improve the quality of life in Houston, Texas. The study, authored by institute administrator Jay Crossley, examined mitigation efforts undertaken during construction of Portland’s Interstate line and Dallas’ Blue and Red light rail lines.

Observations and Feedback. The most notable aspect of the construction program during Portland’s interstate line, according to Crossley, was a productive collaboration TriMet created between the city, PDC, Albina Bank, and Cascadia Revolving Fund to provide grant assistance to businesses impacted by construction. “I believe it’s the only such program in the country,” said Crossley. The City of Portland and TriMet set aside $160,000 in public funds to create a grant program for businesses impacted by construction; in partnership with Albina Bank, a minority-owned community bank, and Cascadia Revolving Fund, a non-profit community development financial institution (CDFI) that provides financing and business assistance to underserved business owners, small businesses, women, and low-income borrowers. Cascadia traditionally provides funding in the form of loans. However, business owners asked TriMet to provide grant funding in addition to loans. They also wanted loans at below-market interest rates. TriMet and the city “parked” the public money earmarked for grants through the Albina Bank Fund at no interest, and were able to provide grant assistance to businesses, used in addition to the already available loan programs.

Contractor Incentives Program. According to Crossley, in Salt Lake City, business owners were given control over whether or not the contractor received bonuses. The Downtown Business Association (DBA) partnered with the city and created a contractor pay incentive program. In the partnership, the contractor would be given significant bonuses that would be controlled by the impacted businesses and residents, up to $1 million to be paid quarterly. “Of the $250,000

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incentive pay per quarter, the contractor was awarded 90% or more by businesses and residents because of their responsiveness in mitigating community issues,” said Crossley.

Other Innovative Outreach Ideas

In Dallas, an advertising campaign was funded by a project to purchase “Still in Business” signs for merchants. Businesses gave out car wash coupons to their customers to compensate for the dust during construction.

In Portland, TriMet launched a Lunch Bus program taking people from TriMet and partnering agencies to local restaurants, diners, and coffee shops in the impacted construction area. Mini-celebrations were held as each segment of a project was finished.

Summary of Research. A good business assistance and outreach program must consist of the following in order to be successful:

A construction signage program that takes the burden away from the business owner and puts it on the contractor and city or county agencies to provide free signs for impacted businesses.

A contractor incentive program that allows a Community Advisory Board, or Working Group in the case of the NCME, to make decisions on whether or not to provide the project contractor with bonuses for actively mitigating disruption and receiving a minimum of community complaints.

A 24-hour construction update hotline that is marketed to the impacted businesses as a tool to keep them informed.

A strong website presence, through a dedicated URL, that will allow business owners and residents to access and update project information. The website must be constantly updated to reflect important construction information that will impact community businesses.

A construction information program that outlines exactly how information will flow during construction of a project.

Dedicated funding from local government to underwrite the cost of a business assistance program – including outreach, loans, grants, etc.

Dedicated agency staff assigned to work with businesses in the project corridor.

In order for the NCME BAP to be successful, a combination of these components must be enacted by Miami-Dade County and its transit department.

3.5.3 CONSIDERATIONS

Best practices used in public involvement and community outreach at other U.S. transportation projects must be considered in the development of the BAP. These practices include, but are not limited to:

Having BAP staff appear monthly at HOA meetings. Canvassing the community to keep business owners and residents informed. Creating a dedicated website, with an independent URL, updated regularly. Partnering with the business and marketing departments of local colleges and universities to

provide technical and marketing assistance to businesses along the NCME corridor.

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Utilizing a comprehensive construction signage program that will make it easy for businesses to acquire and retain proper signage during construction.

Funding a 24-hour, 7-day a week emergency construction hotline dedicated to addressing the needs and concerns of property owners.

The creation of a Working Group to serve in an advisory role during construction. This group could also determine the status of contractor incentives, as was done in Phoenix during the East Valley Light Rail project.

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3.6 - CONSTRUCTION COORDINATION PROGRAM (TASK 6)

3.6.1 INTRODUCTION

To succeed, the BAP must include a Construction Coordination Program (CCP) structured to provide effective coordination of construction activities, monitoring of the program’s performance, and comprehensive enforcement of it along the NW 27 th Avenue as part of the North Corridor Metrorail Extension project (NCME).

The CCP must involve not only the project contractor(s), but county and city utilities, the Florida Department of Transportation, local police and fire agencies, and municipal governments.

PTG examined mitigation efforts used at two other U.S. transportation projects that used a Construction Coordination Program. These projects include:

The South Florida Regional Transportation Authority (SFRTA) Segment 5 Project; and Valley Metro’s Central Phoenix/East Valley Light Rail Project.

This paper identifies elements from both programs for each of these referenced projects, that when combined, can be used to create a comprehensive CCP for NCME that meets and exceeds the needs of the NW 27th Avenue community. Table 3.6-1, Construction Coordination Program Summary References is a summary for the agencies contacted. This chapter describes in detail the findings from a review of these outreach methods with the two different agencies.

TABLE 3.6-1CONSTRUCTION COORDINATION PROGRAM SUMMARY REFERENCES

Project And Location Key Features Relevant FindingsSFRTA Segment 5 Project Calls for several layers of

communications to all stakeholders to ensure that accurate information is disseminated in a timely manner.

Calls for the project contractor to take an active role in crafting and disseminating project information.

This program covers a comprehensive range of communication methods that combine the efforts of several different entities, both community and governmental.

Central Phoenix/East Valley Light Rail - Phoenix, Arizona

A hotline that provides real-time construction information to residents and business owners.

Dedicated staff to handle complaints or concerns that arose from the public such as dust, noise and debris in the area.

Contractor incentives for provided accurate and timely construction information to the community.

The Community Advisory Board (CAB) was able to incentive the contractor to assist in the development of construction notifications and provide accurate information regarding delays, closures, etc.

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3.6.2 RESEARCH AND FINDINGS

DETAILED FINDINGS FROM OTHER PROJECTS

SFRTA Segment 5

The Project. The Tri-Rail corridor extends from the Miami Airport Station in Miami-Dade County through Broward County to the Mangonia Park Station in Palm Beach County, along 72-miles of track. The Segment 5 Project, which is approximately 45-miles long, began in July 2002 and was completed in December 2005.

Construction Coordination Program Highlights. For this project, SFRTA worked with stakeholders in all three South Florida counties to provide a successful Construction Coordination Program that outlined the tasks needed to be done by the project contractor, the PMC, and others to significantly reduce community and business impacts. Highlights of this program included:

Notifying the community in advance of construction through rack cards/brochures. The rack cards were placed at SFRTA/TRI-RAIL stations for riders, and at various businesses, civic and institutional locations in the affected area for property owners, tenants, businesses, and other public members;

A system of notifying elected officials and government staff by e-mail notifications and one-on-one visits. Collateral materials, such as press kits, rack cards, and PowerPoint presentations were delivered to all elected officials so that they would be able to understand and discuss each pertinent activity;

The community-at-large and businesses within the corridor were notified through methods that included, but were not limited to, press releases, public service announcements (PSA’s), local newspapers, and radio and television, as well as detour signage positioned one week in advance notifying motorists of the upcoming construction;

Tenants and owners of businesses / residences within approximately 1/4 to 1/2-mile radius of the affected area were notified prior to construction through door-to-door delivery of construction notices; and

Tri-Rail riders were notified prior to construction through Commuter Bulletins that were posted at stations and e-mailed to passengers via the Tri-Rail website, seat drops of construction notices were placed on each train, and conductor announcements and electronic message board announcements were made.

Observations and Feedback. The SFRTA Construction Coordination Program (CCP) worked well because it was designed to gain the support of all entities involved in and affected by Segment 5 construction. The program called for the project contractor to assist in the writing and placement of construction notices and kept elected officials and government agencies well informed so that they were then able to inform their respective constituencies.

Many of the elements of the Segment 5 program could be employed on the NCME, particularly when informing motorists and transit riders about impacts during construction.

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Valley Metro Central Phoenix/East Valley Light Rail

TheProject. METRO is the brand name for Valley Metro Rail Inc., a non-profit, public corporation whose mission is to the design, construct and operate the light rail starter segment, as well as extensions. Five Arizona cities participate in the light rail system – Phoenix, Tempe, Mesa, Glendale, and Chandler. Most of the project runs through low-income areas. The 20-mile light rail line alignment was divided into five separate construction sections, with all of them scheduled to be operational by December 2008. Construction was phased over the five sections so that the entire 20-miles were not all under construction at the same time. Over 300 businesses were impacted during construction.

Construction Coordination Program Highlights. The $1.3 billion METRO Light Rail Project’s community outreach efforts and business assistance programs are a collaboration of 5 municipalities, 7 chambers of commerce, 3 management districts, 2 universities, and 10 business service providers.

Highlights of the METRO Light Rail Project construction coordination efforts include:

The implementation of individual Community Outreach Coordinators responsible for keeping business owners and residents updated in each section of the 20-mile line.

A separate Community Advisory Board for each construction line section comprised of business owners and residents adjacent to the light rail route. Each board meets monthly to evaluate whether the contractor is managing and minimizing community impacts and ensure that the community is kept informed. The group also decides whether to award the contractor a quarterly incentive bonus for going the extra mile to help the community deal with construction impacts.

A 24-hour construction information hotline for the public. An accurate and timely continuous flow of information. The Community Outreach Team was involved in obtaining Maintenance of Traffic (MOT)

plans from local municipalities and assisting the contractor in planning and executing detour routes in an effort to minimize impacts to businesses and residents. To monitor traffic mitigation plans during construction, the BAP team must work closely with the contractor, MDT bus operations, Florida DOT and the affected municipalities. MOT and detour route plans should be included in all notices sent to the public.

The Community Outreach Team worked with local utility agencies, such as Florida Power and Light (FPL), water providers, and telecommunication companies, to create notices alerting businesses and residents to planned utility interruptions as a result of construction activity. To monitor utility communications, the BAP team must work closely with utility agencies to ensure an efficient flow of information to corridor businesses and residents.

3.6.3 CONSIDERATIONS

A good Construction Coordination Program must consist of the following in order to be successful:

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A contractor incentive program that allows a Community Advisory Board (CAB), or Working Group in the case of the NCME, to make decisions on whether or not to provide the project contractor with bonuses for actively mitigating disruption and receiving a minimum of community complaints.

A 24-hour construction update hotline that is marketed to the impacted businesses as a tool to keep them informed.

A strong website presence, through a dedicated URL, that will allow business owners and residents to access and update project information. The website must be constantly updated to reflect important construction information that will impact community businesses.

A construction information program that outlines exactly how information will flow during construction of a project.

Notification to the community in advance of construction through rack cards/brochures placed at existing Metrorail stations and on transit buses for riders and at various business, civic and institutional locations in the affected area for property owners, tenants, businesses and other public members.

The implementation of a system to notify elected officials and government staff by e-mail notifications and one-on-one visits. Collateral materials, such as press kits, rack cards and PowerPoint presentations should be delivered in advance of construction to each elected official so that they understand when and where each pertinent construction activity will take place.

Working in tandem with the project contractor to use various notification methods that include press releases, PSA’s, local newspapers, radio and television, as well as detour signage positioned one week in advance notifying motorists of the upcoming construction.

Weekly Progress Meetings with the contractor, PMC, and MDT to discuss the project schedule and how the community will be impacted, then take the necessary steps to begin the notification process.

Door-to-door delivery of construction notices to the tenants/owners of businesses/residences within approximately 1/4 to 1/2-mile radius of the affected area prior to construction.

Use of portable variable message signs (VMS) to alert passing motorists. Utilizing Metrorail and MDT to provide transit riders with information in advance of

construction through Commuter Bulletins posted at stations and e-mailed to passengers via the Metrorail and MDT website, seat drops of construction notices on each train and bus that services the impacted area, conductor announcements, and electronic message board announcements.

Creating a bus stop action notification form to alert bus riders of potential delays along their routes during construction. Appendix D provides an example of the form.

In order for the NCME BAP to be successful, a combination all of these components must be incorporated into a Construction Coordination Program and used by MDT.

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EXHIBIT 3.6-1TYPICAL CONSTRUCTION PROBLEMS

KEEPING DRIVEWAY ACCESS OPEN IS IMPORTANT DURING CONSTRUCTION AS SHOWN IN THIS IMAGE

KEEPING DRIVEWAY ACCESS OPEN IS IMPORTANT DURING CONSTRUCTION AS SHOWN IN THIS IMAGE

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CONSTRUCTION LAY-DOWN AND STORAGE AREAS NEED TO BE SECURE AND HAVE PROTECTION TO MINIMIZE DUST BLOW-OFF, RAINWATER RUNOFF, VANDALISM PROTECTION AND OTHER NUISANCE PROBLEMS

BUSINESS DIRECTION SIGNS ON ROADWAYS CAN HELP TRAFFIC TO LOCATE LOCAL BUSINESSES

THE SIGNAGE IN THIS PICTURE IS NOT ADEQUATE

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3.7 - MANAGEMENT PLAN ( (TASK 7)

3.7.1 INTRODUCTION

This section describes how MDT and its consultants, subconsultants, and contractors will work together to manage the BAP effort and to develop an effective communication program to keep all businesses and residents informed about corridor activities and events.

It is strongly suggested that MDT or the PMC hold periodic meetings, create and distribute meeting minutes, create a Communication Plan, and develop an outreach communications program for the plan, including a section on crisis communications. More specific communications issues will be discussed in Section 8 – Community Outreach Techniques.

3.7.2 NORTH CORRIDOR METRORAIL EXTENSION (NCME) BAP MANAGEMENT PLAN

To minimize adverse impacts on the businesses and residents of the corridor during construction, it is essential to create and adhere to a comprehensive communications plan that involves project engineers, project management consultants, and contractor representatives during the course of the NCME construction. The specific NCME plan should be developed 12-months prior to actual construction. A “Community Awareness Plan” similar to the one prepared by MDT for the South Dade Busway Extension to Florida City – Segment II is a good example of a plan that addresses ways to mitigate adverse physical impacts along the corridor. A parallel business management assistance component could be created to address business financial needs. Together, the two parts would help define a management plan. The MDT is required by the ROD to develop very specific plans regulating noise, dust, water run-off, toxic wastes, MOT, and other impacts identified in the ROD in this management plan.

In the case of the South Dade Busway, a Public Information Office (PIO) was created and staffed. Both, a PIO and a BAP team (contractors, engineers, PMC, MDT and other agencies) will need to be created.

Staffing and Budget. The BAP must be properly staffed in order to be successful and benefit the businesses and residents impacted by construction along the corridor. It is recommended that two (2) full-time staff persons from MDT, one (1) full-time staff person hired by the PMC, and one (1) full-time staff person hired by the contractor comprise the permanent BAP staff. According to Salary.com, the average full-time public involvement professional earned $54,056 to $107, 977 in 2008. The direct expense cost cited for business outreach for the South Dade Busway project was over $150,000.3 Additionally, a field office must be established for the BAP. This office could consist of a trailer located along the corridor, or shared space that have easy access and are highly visible along the corridor as in an office building or mall complex.

Supporting a program like the BAP needs to include provisions for:

3 MDT, Community Awareness Plan – Busway Extension to Florida City – Segment II, Public Information Office – Plan of Action (Undated)

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Outside professional services - financial and managerial business assistance cost Communications expenses Mass mailings and inserts in utility bills Expenses connected with public meetings Staffing Local travel (assigned vehicles)

Contractor-borne costs will be included in the engineering design and contractor bid pricing.

3.7.3 GENERAL COMMUNICATIONS TASKS

In a construction project of this scope, the coordination of many partners, contractors, subcontractors, municipalities, business people and local residents is critical for success. The NCME BAP Management Plan will serve as the guide for communications activities conducted by the BAP Team. During construction, MDT’s NVME BAP team will be comprised of staff from:

PMC MDT Corridor Design Engineers Contractor

When construction issues and emergencies arise, the BAP team must be in a position to field questions and provide accurate responses. To ensure a smooth communication flow, the BAP team will be responsible for identifying businesses and residences impacted by construction. The BAP team will interface with the contractor to craft bulletins, e-mail notices, and other communications that will be used to notify businesses of an anticipated impact.

With construction activity information from the contractor, three types of notifications must be developed and disseminated to the public as follows: A Community Bulletin, typically one page in length, detailing the construction activity that

will take place. This bulletin will be hand-delivered to businesses and residents a minimum of seven days prior to the anticipated activity;

A Commuter Bulletin/Seat Drop, typically one page in length, detailing the construction activity that will be taking place. The Commuter Bulletin will be placed using a seat drop method in the seats of all MDT trains and on buses serving the corridor a minimum of three days prior to construction to keep travelers informed of anticipated delays they may encounter;

An Electronic Construction Activity Notification, typically one page in length, detailing the construction activity that will take place. This bulletin will be e-mailed to businesses, residents, elected officials and other stakeholders a minimum of seven days prior to anticipate construction activity.

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Exhibit 3.7-1, NCME BAP Communications Collateral Matrix, outlines the team members responsible and the communication flow needed to efficiently create and distribute these construction notifications.

EXHIBIT 3.7-1NCME BAP COMMUNICATIONS COLLATERAL MATRIX

Notice Drafter Reviewer Comments

Community Bulletin PMC/Contractor and the BAP Team

MDT The PMC, with assistance from the contractor and the BAP team, will draft the Community Bulletin a minimum of 14 days prior to construction. MDT will then review within 2 days and return comments to the PMC/Contractor. The BAP team will disseminate the Community Bulletin.

Commuter Bulletin/Seat Drop

PMC/Contractor and the BAP Team

MDT The PMC, with assistance from the contractor and the BAP team, will draft the Commuter Bulletin a minimum of 14 days prior to construction. MDT will then review within two days and return comments to the PMC/Contractor. The BAP team will disseminate the Commuter Bulletin using a seat drop method.

Electronic Construction Activity Notice

PMC/Contractor and the BAP Team

MDT The PMC, with assistance from the contractor and the BAP team, will draft the Electronic Construction Activity Notice, a minimum of 14 days prior to construction. MDT will then review within 2 days and return comments to the PMC/Contractor. The BAP team will disseminate the notice.

3.7.3.1 Communication Protocols during Each Phase of a Construction Activity

A. Immediate (Upon Notification of Construction):

1. The contractor will inform the BAP team a minimum of 14 days prior to the start of anticipated construction activity;

2. Using information from the contractor, the PMC and BAP teams will create the appropriate notice for review by MDT;

3. MDT will review and return comments to the PMC and BAP teams;4. The BAP team will notify businesses and residents within 3 miles of activity a minimum of

7 days prior to construction;5. MDT will notify public and elected officials and their respective staff members of a

minimum of 7 days prior to construction activity;6. The BAP team will coordinate a seat drop of Metrorail trains and buses with routes along the

corridor a minimum of 7 days prior to construction;7. The contractor will notify first responders, emergency personnel, FDOT and area schools,

including Miami-Dade County Public Schools, a minimum of 7 days prior to construction activity; and

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8. MDT will notify the media a minimum of 3 days prior to construction activity. An MDT spokesperson will be designated for the NCME project and will address all media calls logged by the BAP team and the contractor.

B. Ongoing (During Construction):

1. The BAP team and field office staff will log and answer all complaints, questions and concerns from the public during construction activity;

2. All logged complaints, questions or concerns must be addressed within 24 hours during active construction;

3. The contractor will notify MDT and BAP of any changes in construction activity, including whether detours will be opened early or if construction activity will be completed ahead of schedule;

4. The BAP team will work with MDT to update the BAP Construction Hotline and the website every 24 hours during active construction; and

5. The BAP team will maintain regular contact with the PMC and the contractor during construction.

C. Recovery (After Construction Activity):

1. The PMC and the BAP teams will provide a report to MDT with the number of calls, e-mails or text messages logged, the outcomes, and how each complaint was addressed; and

2. MDT and BAP will schedule a debriefing meeting of all key players to review the report.

3.7.2.2 General Tasks by Project Phases

Prior to the start of construction and until project completion, the BAP team must perform a variety of tasks to ensure that the community is informed about the project in each phase.

Pre-Construction Meet and Greet event Press release Hand-delivery notification to businesses about the BAP Update of BAP Hotline Hold a kickoff celebration Create timely website updates Newsletter notification Create a BAP Press Kit (fact sheet, overview, and history) Coordinate a tour of the corridor for public officials and the media Create a BAP PowerPoint presentation

Construction Meet and Greet event Press release Hand-delivery notification to businesses of a brochure about the BAP

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Update of BAP Hotline Create timely MDT/BAP website updates Newsletter notification Coordinate construction signage Coordinate and answer community complaints

Post-Construction Meet and Greet event Press release Hand-delivery notification to businesses about the BAP Update of BAP Hotline Create timely website updates Newsletter notification Coordinate a tour for public officials and the media Update BAP/MDT website

3.7.4 CRISIS COMMUNICATIONS

A. Introduction

The BAP CCP outlines policies and procedures for the coordination of communications for the North Corridor Metrorail Extension project, between the public, the media and the BAP team in the event of a crisis situation. A crisis situation is defined as any event that has a major impact affecting the corridor. Examples include fires, natural disasters, major crimes, and construction accidents.

This plan will address media relations and communication issues and includes procedures for quickly identifying potentially harmful situations while providing methods for responding to these situations effectively. It is the goal of this plan to establish guidelines for dealing with a variety of crisis situations.

B. Stages of Effective Crisis Management

There are three generally recognized stages of effective crisis management – prevention, preparation, and recovery.

Prevention entails close monitoring of construction activities and the complaints and concerns of the public, including business owners and residents. Close monitoring will help the BAP team deal with a situation before it becomes a full-scale disaster or crisis. Preparing for a crisis along the corridor is essential. The CCP will tell the BAP what to do, when to do it and how to do it, so that they are prepared in the event of a crisis. Once a crisis has occurred, it is important to focus on accurately assessing the damage and rebuilding the public trust and confidence in the NCME project.

It is imperative that before a crisis occurs, certain communication protocols are in place. These include, but are not limited to:

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1. The creation of a master communications list that includes all phone numbers and e-mail addresses for each member of the Crisis Communications team;

2. The creation of established guidelines for the coordination of news conferences and identification of a designated spokes person;

3. A list of media relations reminders that will govern how a member of the Crisis Communications team will respond to inquiries from the media;

4. A list of the types of anticipated crises that may occur during construction and mock scenarios for how each crisis would be handled; and

5. Ongoing mock crisis training drills.

C. Communication Protocols during Each Phase of a Crisis

Immediate (Upon Notification of Crisis)

1. The designated Crisis Communications team will consist of members of the BAP team, an MDT Information Technology specialist, project engineers, contractor representatives, and the MDT Communications Department. During construction, these individuals will remain on-call 24 hours a day in the event of a crisis;

2. During a crisis, a designated representative of the contractor will contact all other members of the team. A spokesperson, to be designated at a later date, will contact members of the media and serve as a liaison;

3. The IT specialist will prepare communications “kit bags”, which will include mobile phones and two-way radios for use during the crisis;

4. The spokesperson will determine if a statement is needed and prepare it for release to the media;

5. The contractor rep and project engineers will brief the MDT Communications Department and the BAP team on the nature of the crisis;

6. The BAP team and the MDT Communications Department will verify all sources of information given by the contractor rep and project engineers for accuracy;

7. The BAP team will review all press releases and electronic communications sent to the media for accuracy;

8. The BAP team and the MDT Communications Department will log and document all media inquiries using a standard Media Call Log system, wherein the time, date and nature of each call is recorded in a log (see Exhibit 3.7-2 for an example); and

9. The spokesperson will work with first responders, local area hospitals, and other disaster agencies and coordinate the release of information to these entities.

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Ongoing (During the Crisis Event)

1. During the ongoing phase of a crisis situation, MDT Communications Department will provide, via the news media and on the web, up-to-date information about the crisis;

2. MDT Communications Department will keep track of all media inquiries and route them appropriately for response; and

3. MDT Communications Department and the BAP team will instruct the public on how to obtain further advice or information during the crisis.

EXHIBIT 3.7-2CRISIS COMMUNICATIONS PLAN

MEDIA CALL LOG SHEETName of Organization:

Newspaper/Magazine: Location:

Television Station: Location:

Radio Station: Location:

REPORTER’S NAME:

PHONE NUMBER:

E-MAIL ADDRESS:

FAX NUMBER:

Date and Time of Call:

Nature of Inquiry:

Response Given:

Initial Response Taken By:

Response Handled By:

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Recovery (After the Crisis Event)

1. MDT Communications Department and the BAP team will issue media updates as long as necessary;

2. MDT and BAP will then scale back information dissemination activities as warranted;3. After the crisis event, MDT and BAP will schedule a debriefing meeting of all key

players to review all actions taken and lessons learned;4. MDT and BAP will issue an after-action report 30 days after the debriefing meeting.

3.7.5 CONSIDERATIONS

MDT must properly staff and budget for the BAP and provide the necessary resources; The BAP team, with the cooperation of MDT and the contractor, will create three specific

public notifications for use on the NCME project. The BAP team must be knowledgeable regarding general and crisis communications

management strategies. There are five critical steps in creating and implementing an effective Crisis Communications

Plan (CCP). It is imperative to anticipate crisis situations, develop response strategies, and establish

communications protocols. Next, a Crisis Management team must be designated, including a trained spokesperson who

can address issues with the media. It is important to manage the message that is being delivered to the media by keeping it to the

point and clear. Communicating early and often with the media, key stakeholders, lawmakers, employees,

and the community-at-large is an integral part of a successful Crisis Communications Plan. Identify key audiences and channels of communications and determine what type of

information will be delivered to a specific audience.

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3.8 - COMMUNITY OUTREACH TECHNIQUES (TASK 8)

3.8.1 INTRODUCTION

To communicate with business owners and residents during construction, MDT must utilize effective community outreach techniques. Methods of communication must be established that will provide substantive information to those businesses impacted by construction. The techniques outlined in this section range from the action steps needed to coordinate a public meeting and distributing notices to the media, undertaking a coordinated marketing effort along the corridor, and utilizing a dedicated website (URL) to disseminate information to the public.

In previous sections of this report, the best practices of other major U.S. transportation projects are outlined. This section focuses on the NCME project and provides specific action steps that must be undertaken to ensure a successful BAP initiative, including the creation of a dedicated marketing effort, similar to the one organized by the City of Phoenix for its East Valley Light Rail project referenced in Section 5 – Experiences at Other Major Transportation Projects.

3.8.2 CORRIDOR MARKETING EFFORT

Community outreach is not simply about periodically sending out notices of construction activity. The NCME project needs the community’s “buy-in” in order to be successful. Encouraging community participation and informing those impacted by construction of the assistance available to them requires a coordinated marketing effort consisting of business seminars, local collaborations with colleges and universities, and utilizing the media and technology to promote the NCME BAP.

A Marketing and Technical Assistance Program should be coordinated as part of the BAP. MDT should partner with local colleges and universities to create a program whereby graduate students in business and marketing provide assistance to businesses along the corridor. Programs of this nature have been successful at other U.S. transportation projects in Phoenix and Salt Lake City, to name two.

3.8.3 ESTABLISHED METHODS OF COMMUNICATION

Mailing Lists. Maintaining an up-to-date mailing list is key to the success of the BAP - Appendix B1 - Master Business Listing included in this report presents a comprehensive collection of the owners, business names, addresses and phone numbers for the corridor. This list must be updated on a regular basis to ensure that construction notices, newsletters and other communications mailed by the BAP team are properly received by the community. Other fields, including e-mail address and ethnicity, should be added to the listing once the corridor business survey is completed.

As the NCME project continues, the list will grow and change. Therefore, it is imperative that the BAP team keep up with those changes by carefully maintaining the list. Setting up and maintaining a master listing can be labor intensive. To lighten the burden, computerized software

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programs, like Mailing List Manager Pro 3.0 are available for under $300. This mailing list will be used in conjunction with other community outreach techniques including, but not limited to:

Setting up a speakers bureau; Organizing business seminars; and Executing website updates

Executing Corridor Mailings. Executing corridor mailings should be a streamlined process controlled by the BAP team – PIO, with the cooperation of MDT and the contractor. For example, if a notice of construction activity must be mailed to businesses and residents, information for the notice should come from the contractor directly to the BAP team; that information should then be formatted and sent to MDT for review a minimum of 14 days prior to construction. MDT should then review the information and send it back to the BAP team for execution of the mailing.

Corridor mailings can also be done in conjunction with another entity or government agency. For example, on the SFRTA Segment 5 Project, notices of construction activity of businesses and residents impacted by construction were mailed with both the electricity and water bills with the cooperation of Florida Power and Light and the Palm Beach County Water Utilities Department. The BAP should foster a similar partnership with Miami-Dade County’s Water and Sewer Department.

Construction notices may also be distributed to the media. For the South Miami Busway Project, referenced in Section 3 – Legal Mitigation Limits and Processes, the media was notified of all construction activity, detours, delays and other construction-related information. For the Segment 5 Project, the media was an ongoing partner during construction, working closely with Tri-Rail and the public involvement team to broadcast delays and notices of construction on local TV stations, report them in all South Florida newspapers, and discuss them, through Tri-Rail spokespersons, on area radio stations.

MDT should use the existing media list, which can be obtained from Miami-Dade County’s Communications Office, to alert members of the media of any construction activity along the corridor during construction.

Forms of Communication to the Public. There are many innovative ways to communicate with the public using a variety of collateral materials including, but not limited to:

Advertisements BillboardsBrochuresElectronic mediaFact sheetsFast-food placematsFliersGrocery bagsNews articlesNewslettersNewspaper inserts Bulletins and Commuter

Notices, including Bulletins/Seat Drops and press releasesPublic service announcements (paper, video, radio)Dedicated PowerPoint presentation about the BAPDedicated URL, www.NorthCorridorProject.com and website homepage Videotapes

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A website, with its own dedicated URL, such as www.NorthCorridorProject.com, which is available for purchase through www.GoDaddy.com, will serve as an important tool for disseminating information to businesses and residents along the corridor during construction. Currently, NCME information is available as part of MDT’s website. However, users must spend valuable time searching the entire site to find information about the project. A dedicated URL will make it easier for the user to access information quickly.

Mechanism to Set up Website Access. Website access protocols are important for the seamless flow of information to the public. The website should be designed and maintained by MDT, with updates provided to MDT by the BAP team for upload to the site. Designated members of the BAP team should, however, have access to the site to upload information in an emergency situation or if it is time-sensitive and no staff from MDT is available to execute such an upload. MDT should have primary responsibility for the management and maintenance of the

website, with access granted to designated members of the BAP team. The BAP team should meet weekly with MDT technology staff to discuss the schedule of

information to be uploaded and who will be assigned to execute the task. Should a dedicated URL, such as www.NorthCorridorProject.com be implemented, the site

should be hosted on MDT’s servers. Access to those servers should be granted only to designated IT professionals who can repair the site or servers in the event of an emergency.

Coordinating Public Meetings. Public progress meetings should be coordinated quarterly beginning at least six (6) months prior to construction and until completion. These meetings should be organized to include the appropriate staff from Miami-Dade County Transit, project engineers, contractors, project consultants, representatives of other agencies (FDOT, municipalities, county departments), and private utilities as needed.

3.8.4 CONSIDERATIONS

To communicate with impacted businesses and residents along the corridor, MDT must employ effective community outreach techniques.

MDT should use several forms of communication to reach the public during construction including those listed in the “Forms of Communication to the Public” section.

The BAP team – PIO, should meet weekly with MDT technology staff to discuss the schedule of information to be uploaded and who will be assigned to execute the task.

If a dedicated URL, such as www.NorthCorridorProject.com is implemented, the site should be hosted on MDT’s servers. Access to those servers should be granted only to designated IT professionals who can repair the site or servers in the event of an emergency.

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3.9 - PLAN IMPLEMENTATION (TASK 9)

3.9.1 INTRODUCTION

The BAP must be implemented efficiently in order to serve the businesses and residents impacted by NCME construction. Following is a list of action steps that should be undertaken in each phase of construction to successfully implement the BAP.

3.9.2 PRE-CONSTRUCTION PHASE

ACTION STEPS:

18 Months prior to construction:

1. Organize a meeting of the BAP team and PIO, including project engineers, project consultants, and representatives of the contractor to discuss the BAP and set-up a system for the flow of construction information from the contractor to the BAP team. See Task 7 – Long-Term Management Issues for a guide on organizing such a system.

2. Create and develop key components of the BAP, including the financial, marketing and technical assistance portion by solidifying strategic partnerships with local universities and colleges or financial institutions to provide assistance to businesses along the corridor. See Task 8 – Community Outreach Techniques for a guide. Between the institutions, a local business should be able to discuss all financial issues and options available.

3. Finalize sources of funding for the financial assistance to be provided to businesses as part of the BAP. See Task 4 – Potential Financial and Management Assistance Programs for further information on available funding sources (coordinated with number 2 above).

4. Finalize the list of collateral materials to be used as part of the BAP, including surveys and forms to be used during project construction. See Task 1 – Scope of Services (SOS) Development & Organization for a list of collaterals and samples.

5. Select a vendor to design and print BAP collaterals.6. Scout locations for the BAP Field Office – PIO, and submit a proposed list to MDT.7. Review BAP staffing plan and finalize budget. See Task 7 – Long-Term Management Issues

for an idea of how to do this.8. Conduct Corridor Business Survey. See Task 1 – SOS Development and Organization for a

blueprint and sample Corridor Business Survey Form. 9. Compile survey data into the Master Business Listing template. See the Appendix for the

current Master Business Listing created by PTG.

12 Months prior to construction:

1. Finalize location for BAP – PIO Field Office.2. Finalize BAP staffing plan and budget.3. Begin production of approved BAP collateral materials.4. Meet with BAP team, including project engineers, consultants and representatives of the

contractor to review the BAP Communications Plan, in particular, the section on Crisis Communications. See Task 7 – Long-Term Management Issues for the Crisis Communications Plan.

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5. Designate a BAP spokesperson to speak to the media and the public on behalf of the project.6. Finalize Working Group criteria. See Task 2 – Study Working Group and Advisory

Committee for a guide on how to undertake and accomplish this.

6 Months prior to construction:

1. Set up and staff the BAP/ PIO Field Office.2. Set up dedicated BAP website, such as the www.NorthCorridorProject.com. See Task 8 –

Community Outreach Techniques for a guide on how to do this. 3. Distribute announcements to businesses, residents and the media announcing the

establishment of the field office and the unveiling of the BAP website. See Task 8 – Community Outreach Techniques for a guide.

4. Organize a plan for distributing BAP collateral materials throughout the community and make all materials available for download on the BAP website.

5. Through the website, corridor mailings, etc. send out Working Group invitations and begin the process of organizing the Working Group.

6. Organize a meet and greet event/public meeting so that the public can meet the BAP team,; ask questions and get information.

7. Set up BAP Construction Information Hotline. See Task 6 – Construction Coordination Program for a guide.

3 Months prior to construction:

1. Organize a media tour.2. Organize a kick-off celebration with elected officials, including elected officials, public and

non-profit agencies, and the public in attendance.

3.9.3 CONSTRUCTION PHASE

1. Conduct weekly meetings of the BAP team to discuss construction activity and upcoming impacts to businesses and residents.

2. Create and send out notices regarding such activity as needed.3. Hold quarterly meetings of the Working Group.4. Hold quarterly public meetings with project engineers and consultants in attendance to

inform the public about construction activity and answer questions and concerns.5. Resolve issues brought forth by the public, elected officials, and residents as needed.6. Coordinate and supervise the Marketing and Technical Assistance portion of the BAP and

ensure that the needs of business owners are being met.7. Coordinate with public utilities and other entities to distribute construction information to

businesses and residents along the corridor.8. Meet monthly with MDT to discuss the BAP and the progress being made.

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3.9.4 POST-CONSTRUCTION PHASE

1. Organize a grand opening event for the NCME with local businesses in attendance.2. Follow-up with businesses and conduct exit interviews to find out how each impacted

business fared during construction.3. Format plan(s) for local businesses to benefit from Transit Oriented Development (TOD)

opportunities around the stations as redevelopment occurs.

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NORTH CORRIDOR METRORAIL EXTENSION PROJECT APPENDIX ACONTRACT NO. TR05-NCPE

APPENDIX ALIST OF ACRONYMS

ADABACBAPBEST

CCPCDFICDTCDBGCWADBADEPEISEXPANDFDOTFEISFWHAISTEAMDTMETROMPOMTAPOCDCOCEDPDCPMCPSAPSUPTGRODSDTSFRTASOWTRIMETVMSWZTCP

Americans with Disabilities ActBusiness Assistance Center Finance Unit, City of Olympia, WashingtonBusiness Assistance ProgramBusinesses for an Environmentally Sustainable Tomorrow Program, City of Portland’s Office of Sustainable DevelopmentCrisis Communication PlanCascadia Revolving Fund, Inc.Connecticut Department of TransportationCommunity Development Block GrantClean Water ActDowntown Business AssociationDepartment of Environmental ProtectionEnvironment Impact StatementExpansion and Assistance Development Program, City of PhoenixFlorida Department of TransportationFinal Environmental Impact StatementFederal Highway AdministrationIntermodal Surface Transportation Efficiency Act of 1991Miami-Dade County TransitValley Metro Rail Inc.Metropolitan Planning OrganizationManagement Technical Assistance Program, City of Salt LakeOpa-Locka Community Development CorporationOffice of Community and Economic Development, Miami-Dade CountyPortland Development CommissionProject Management ConsultantPublic Service AnnouncementPortland State UniversityParsons Transportation Group Inc.Record of DecisionSan Diego TrolleySouth Florida Regional Transportation AuthorityScope of WorkTri-County Metropolitan Transportation District of OregonVariable Message SignsWork Zone Traffic Control Plan

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APPENDIX BNCME MASTER BUSINESS LISTING AND SURVEYS

Appendix B -1Relocating Businesses

PARCEL

NUMBER

BUSINESS

NAME

TYPE OF

BUSINESS

101.001T Urban America LLP Northside Shopping Center102001T U-Gas Gas/Convenience Store102.002T A.Z. Auto Sales, Inc Used Car Sales103.001T Excel Motors, Inc. Used Car Sales103.002T Real Sales, Inc. Used Car Sales104.001T 27 of Miami Corp d/b/a

AutoWorld of MiamiUsed Car Salesand Salvaged Car Sales

105.001T College Auto Sales Used Car Sales107.001T AHR Auto Sales Used Car Sales

108.001T Interstate Blood Bank Blood Bank108.002T Family Dollar Store Retail Store109.001T Price Choice Grocery Store111.001T Check Cashing USA – North Miami Financial Services

Center112.001Ø MD Public Library

N. Central BranchPublic Library

113.001Ø Tony’s South West Imports

114.001Ø No Name Bldg. Appears Vacant115.001T Cano Motors, Inc. Used Car Sales

116.001T A. Quality Truck Sales Truck Sales116.002T National Truck Center Truck Dealership118.001T Preferred Auto Enterprise Used Car Sales and Salvaged Car

Sales

120.001T Chucho Auto Repairs, Inc General Auto Repair122.001T Ruchi Truck Sales Truck Sales125.001T Faith Prayer & Praise Deliverance

CathedralChurchLocated on 2nd Floor over Insurance Co.

125.002T Royal Palm Insurance Agency, Inc Insurance Company125.003T Mini Market 27 Avenue Mini-Market & Café125.004T Superior Drugs Drug Store128.001T Auto Club of Miami, Inc. Used Car Sales & Mechanic129.001T Citi AutoBank, Inc. Used Car Sales130.001T La Caridad Hardware Corp. Hardware Store130.002T Bahia Honda Supermarket Supermarket130.003T R.J. Cash III

PawnshopPawn Shop

131.001T J&A Tires Enterprises Inc. Tire Sales/Repairs

BAP DEVELOPMENT PLAN - Draft B-1 July 28, 2008

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PARCEL

NUMBER

BUSINESS

NAME

TYPE OF

BUSINESS

131.002T Samy Paint & Tool Rental Paint & Tool Rental Store131.003T New Way Auto Parts Auto Parts Sales131.004T Fields House of Beauty Beauty Salon131.005T Elegua Corp. Botanica Botanica / Dollar Store131.006T New Style Barber Shop131.007T Miami Seat Covers Seat Covers / Upholstery Business131.008T Scarlett Auto Sales, Inc. Used Car Sales137.001T Auto Pro’s Sales & Leasing Auto Sales & Leasing138.001T S&A Oil Co. Gas/Grocery Store140.001T Top Choice Furniture Furniture Store143.001T Flipper Marine Business appears closed for

business, but PP items still remain143.001T Eagle Auto Glass Auto Glass Repair143.001T Solares Auto Sales, Inc. Used Car Sales146.001T Best Cars Mart, Inc. Used Car Sales & Salvaged Car

Sales146.002T G&G Quality Auto Sales Used Car Sales & Salvaged Car

Sales147.001Ø Pedro Gonzalez Rental Apartment Units

156.001Ø Casimiro Saboya d/b/a

Best FinishersFinishing Company

157.001Ø MD County Public Schools Bureau of Facilities Operations

Facility Operations & MaintenanceFor Miami-DadePublic Schools

175.001T Delta Trucking Trucking Company178.001Ø COPART Salvage Auction179.001T Flea Market Auto Sales Used Car Sales186.001T Runaway Tires, Inc. Tires Sales & Service

190.001T U-Gas Gas/Convenience Store191.001T Caribbean Café Restaurant192.001T Alpha Motor Fuel Corp d/b/a

Mobil GasGas/Car Wash & Convenience Store

193.001Ø Burger King Member #66 Restaurant194.001T Porter’s Locksmiths Locksmith195.001T Goodyear Tire Tire, Wheel & Automotive Repair196.001T Mistral Auto Sales Used Car Sales197.001T Price Choice Supermarket200.001T Frye’s Tool Rental Tool Rental Sales & Repairs201.001T J.R.C.V. Joint C.V. Joint & Car Repair201.002T Supreme Gospel Car Wash Car Wash204.001T Café Ru Yi Chinese Restaurant205.001T Ball Appliance New & Used Appliance Sales &

Service206.001T R&R Industrial Trucks, Inc Forklift Sales/

Service & Rentals207.001T Mr. Wheels & Tires, Inc. Tire/Wheel Sales & Auto Repair

BAP DEVELOPMENT PLAN - Draft B-2 July 28, 2008

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PARCEL

NUMBER

BUSINESS

NAME

TYPE OF

BUSINESS

207.002T Medina & Delgado Corp. d/b/a Westar

Gas / Convenience Store

208.001T American Waste Service Waste Hauling

210.001T Creative Iron Works Metal Fabricators

211.001T McGee’s Diner, Inc. Restaurant212.001T Ralph Signs Sign Manufacturer213.001T Lucy’s Coin Laundry Laundry Mart213.002T Maritza Market d/b/a Harry’s

Grocery/Beauty SupplyConvenience Store

214.001T E & J Frames Auto Repair214.002T A&A Kitchen Cabinets Kitchen Cabinets Manufacturer231.001T. KFC Restaurant232.001T Adtor d/b/a M&M Mini Mart Convenience Store233.001T Walgreen’s Retail/Pharmacy235.001T Bunche Park Plaza Shopping Center235.002T Rent-N-Go Custom Wheels/Tires Retail235.003T ZSA ZSA Fashion Fashion & Accessory Store235.004T GBS’s Printing Services, Inc. Printers235.005T Direct General Insurance Agency,

Inc.Insurance Agency

235.006T D&A Café Ruyi Chinese Food Chinese Restaurant235.007T Jackson Hewitt Tax Service Tax Preparation

Office235.008T Total Essence Hair Salon235.009T Inkstinct Tattoos, Inc. Tattoo Parlor235.010T Dept. of Highway Safety and Motor

VehiclesDivision of Driver’s License

235.011T B&J Unisex Barber Shop Barber Shop235.012T Bridging the Gap Academy Child Care Center235.013T Praise & Evangelism Miracle

MinistriesChurch

235.014T Carol City’s Woman’s Solution Church235.015T B&M Custom Cut Meats Supermarket235.016T Victory on the Rock Ministry Church235.017T Labor Ready Temporary Labor Agency235.018T Fire Baptism & Truth, Inc. #5 Church235.019T Cathedral of Love Christian Center Church235.020T Unmarked Church237.001T United Windows & Doors, Inc. Windows & Doors Retail238.001Ø Bunche Park Auto & Truck Repairs Auto & Truck Repairs244.001Ø Dade Corners Plaza Retail / Gas Station250.001T My Tattoo Tattoo Parlor251.001T FPL Power Station 254.001T Sunshine Gas Gas / Convenience Store266.001Ø AutoZone Stores, Inc. Auto Parts Retail268.001T Hi-Lo Bait and Tackle Bait & Tackle Shop269.001T Furniture Power Furniture Retail Store270.001T Taco Bell Restaurant Fast Food Restaurant

BAP DEVELOPMENT PLAN - Draft B-3 July 28, 2008

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PARCEL

NUMBER

BUSINESS

NAME

TYPE OF

BUSINESS

270.002T Fish City Restaurant Sea Food Restaurant270.003T Advanced Auto Parts #9377 Auto Parts Retail272.001Ø McDonalds Restaurant274.001T U-Haul Center of Carol City Rental & Storage Business275.001T Roshni Gasoline, Inc. d/b/a Valero Gas / Convenience Store282.001Ø Calder Race Course Race Track284.001T El Palacio Sports Hotel &

Conference CenterHotel / ConferenceBanquets

288.001T Clara ParkerTenant

Residential

308.001T School Board of Miami Dade County

Armory

311.001T Miami-Dade CountyArts in the Park Program

Artist Resource Center and Boxing Center Youth Club House

324.001T A1A Quality Parts, Inc. Auto Parts Retail & Repair327.001Ø Salvation Army Non-Profit-Used Goods Sales337.001T Burger King Fast food restaurant

BAP DEVELOPMENT PLAN - Draft B-4 July 28, 2008

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Appendix B-2Remaining NCME Businesses during Construction

BUSINESS NAME ADDRESS OWNER BUSINESS TYPE

Between NW 79 Street and 89th StreetA.V. Insurance Agency, Inc.

7803 NW 27th Avenue, Miami, FL

No match in property records Insurance agency

Magic Shine 7879 NW 27 Avenue(305) 835-8577

Akhtar Hussain & W Shahin 2465 NW 7 St Miami Fl 33125-3150

Car wash

Miami (Northside) DMV 7900 NW 27 AvenueSuite 150(305) 229-6333

7900 NW Ave LLC

30 Broad St 31 FloorNew York, NY 10004

Driver’s license office

Northside One Stop Career Center

7900 NW 27 Avenue(305) 693-2060

7900 NW Ave LLC

30 Broad St 31 FloorNew York, NY 10004

Career assistance center

99 Cent Store 7900 NW 27 Avenue

7900 NW Ave LLC

30 Broad St 31 FloorNew York, NY 10004

Retail store

Juanita Mann Health Service Center

7900 NW 27 Avenue#419

7900 NW Ave LLC

30 Broad St 31 FloorNew York, NY 10004

Health services

Allied Medical Equipment 7900 NW 27 Avenue#169

7900 NW Ave LLC

30 Broad St 31 FloorNew York, NY 10004

Manufacturing

Food Fair 8001 NW 27 Avenue

Salvation Army 2236 NW Miami CtMiami, FL 33127-4924

Grocery store

Cruiser Auto Sales 8301 NW 27 AvenueN/A

Guillermo Marrero 8301 NW 27 Ave Miami FL 33147-4156

Car dealership

27 Avenue Motel 8929 NW 27 Avenue(305) 691-6080

Dipali Inc 8929 NW 27 Ave Miami FL 33147-3557

Motel

College Auto Sales 9050 NW 27 Avenue (305) 694-0000

CMCC Ventures Ltd 9050 NW 27 Ave Miami FL 33147-3502

Car dealership

Best Used Trucks 9091 NW 27 Avenue(786) 318-1338

Peaceful ZionMIS Baptist Church Inc2400 NW 68 StMiami, FL 33147-6859

Best Used Trucks

Griffin Auto, Inc. 9091 NW 27 Avenue305-696-2520

Peaceful ZionMIS Baptist Church Inc2400 NW 68 StMiami FL 33147-6859

Car dealership

Nica Motors 9301 NW 27 Avenue

Tetra R Investments 9301 NW 27 Ave

Car dealership

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BUSINESS NAME ADDRESS OWNER BUSINESS TYPE

Miami FL 33147-3003LP Auto Corp. 9333 NW 27

Avenue(305) 693-2443

The Fly High Fam LtdPart #5 1835 S Ocean Blvd A Delray Bch, FL 33483

Car dealership

J&R Auto Services 9495 NW 27 Avenue(305) 696-9700

Matthew NestlerLe Rem Janet Nestler Appelbaum &Etal7280 Jacaranda LnMiami Lakes, FL 33014-2605

Auto Repair

Best Price Auto Sales 9621 NW 27 Avenue(305) 693-2221

Miguel Vera 295 E 57 StHialeah, FL 33013-1237

Car dealership

Osayin Pharmacy Discount 9627 NW 27 Avenue(305) 691-9762

No Match In Property Records Pharmacy

Magnific Motors 9641 NW 27 Avenue

Antonio Samuel Suarez 10435 NW 22 AveMiami, FL 33147-1260

Car dealership

CANO Motor, Inc. 9741 NW 27 Avenue(305) 691-1314

Neil Lustig 11918 Glenmore Drive Coral Springs, FL 33071

Car dealership

Preferred Auto Sales 9800 NW 27 Avenue

R D K Inc 8549 Via Brillante Wellington, FL 33411

Car dealership

House of Imports 9815 NW 27 Avenue(305) 691-4778

No Match In Property Records Car dealership

General Auto Credit 9901 NW 27 Avenue

Juan F Diaz & J & L Auto Sales Inc 7290 NW 54 StMiami, FL 33166

Car dealership

Elite International Enterprises

9915 NW 27 Avenue(305) 642-6700

Alan J Kamins &W Hannelore 8549 Via Brillante Wellington,FL 33414

Car dealership

R&R Car Sales 9937 NW 27 Avenue

Alan Kamins &W Hannelore 8549 Via Brillante Wellington, FL 33411

Car dealership

New Image Motor 9950 NW 27 Avenue

Abel Arias 651 Swan AveMiami Springs, FL 33166-3934

Car dealership

Sun One Auto Sales 10000 NW 27 Avenue

Thomas C Koujales 2305 Parkside Pl Indian Harbor Bch, FL 32937

Car dealership

Japanese Auto Sales 10019 NW 27 Avenue(305) 691-7775

Thomas C Koujales 2305 Parkside Pl Indian Harbor Bch, FL 32937

Car dealership

Miami Car Depot 10101 NW 27 Avenue

Comanche at 10101 9750 NW 27 AveMiami, FL 33147-2154

Car dealership

Benji Auto Sales 10301 NW 27 Avenue

Comanche at 10301 9750 NW 27 Ave

Car dealership

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BUSINESS NAME ADDRESS OWNER BUSINESS TYPE

305) 836-3950 Miami, FL 33147-2154Solares Auto Sales 10416 NW 27

AvenueCarmine & CarmelaTino Co-Trs 3660 Brennan Dr Melbourne, FL 32934

Car dealership

JK Auto Sales 10495 NW 27 Avenue

Rosa C Marin 1001 W 60 StHialeah, FL 33012

Car dealership

G&G Quality Auto Sales 10534 NW 27 Avenue(305) 758-7501

Comanche at 10534 9750 NW 27 AveMiami, FL 33147-2154

Car dealership

Adrien’s Hair Salon 10843 NW 27 Avenue(305) 688-5339

No Match In Property Records Hair salon

Alecia Beauty Salon 11025 NW 27 Avenue(305) 681-0174

No Match In Property Records Hair salon

Carlink Motors 11249 NW 27 Avenue(305) 688-7624

Emmanuel Imana 11510 W Biscayne Canal Rd Miami FL 33161-6666

Car dealership

Edwin Auto Sales 12931 NW 27 Avenue(305) 681-2557

Edwin Ortiz &W Maria 2982 E Lake Vista CirDavie, FL 33328

Car dealership

Pop’s One Stop Car Wash 13950 NW 27 Avenue(305) 688-3873

Ray A Schlichte III 13950 NW 27 AveOpa Locka, FL 33054-3651

Car wash

GBG’s Printing 15982 NW 27 Avenue(305) 622-8808

No match in property records Printing

Bunche Park DMV 16000 NW 27 Avenue(305) 229-6333

No match in property records Driver’s license office

Sheri Restaurant 16595 NW 27 Avenue

No match in property records Restaurant

Shell Gas Station 16701 NW 27 Avenue(786) 428-0170

Motiva Enterprises LLC1100 LouisianaHouston, TX 77002

Gas station

Admiral Insurance 17340 NW 27th Avenue(305) 621-2939

Angelo Lavecchia &W Susan 17340 NW 27 AveMiami Gardens, FL 33056-4065

Insurance agent

Esther’s Restaurant 17721 NW 27 Avenue

17751 Properties Inc 17751 NW 27 AveMiami, FL 33056-4009

restaurant

Domino’s Pizza 17845 NW 27 Avenue

Shops of 27 Ave Inc 17355 NE 9 AveNo Miami Beach, FL 33162-2138

Pizza franchise

Power Sound 18000 NW 27 Avenue

82 Sl Associates of Florida 2734 W Miami Gardens Dr Opa Locka, FL 33056

Auto sound store

Resident, 18057 NW 27 Avenue

No Match In Property Records Private resident

Mi Yard Restaurant 18085 NW 27 Avenue

Michael A Stahl &W Barbara K Restaurant

BAP DEVELOPMENT PLAN - Draft B-7 July 28, 2008

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NORTH CORRIDOR METRORAIL EXTENSION PROJECT APPENDIX BCONTRACT NO. TR05-NCPE

BUSINESS NAME ADDRESS OWNER BUSINESS TYPE

183rd Street Flea Market 18200 NW 27 Avenue

Property Capital Trust 82 Sl Associates 2734 E Miami Gardens Dr Opa Locka, FL 33056

Flea market

Annette Willis Insurance 18401 NW 27 Avenue(305) 625-2403

Willis Family Limited Partnership& Sheldon & Annette Willis 18401 NW 27 AveMiami, FL 33056-3102

Insurance agent

Miami Gas Station 18553 NW 27 Avenue

No Match In Property Records Gas Station

Brandsmart 18560 NW 27 Avenue

So Bell Tel & Tel Co Tax Adm Office 1155 Peachtree St Ne #16g Atlanta, GA 30309

Retail chain store

Café Mekong 18587 NW 27 Avenue

No Match In Property Records Restaurant

Manny’s Car Wash 18597 NW 27 Avenue(305) 626-9384

No Match In Property Records Car wash

Eagle’s Landing 18800 NW 27 Avenue

No Match In Property Records Affordable housing

Calder Race Course 21001 NW 27 Avenue(305) 626-8989

Calder Race Course Inc Po Box 1808 Carol City Brch Opa Locka, FL 33055-0500

Racing establishment

American Totalisator Company

21001 NW 27 Avenue(305) 620-4511

Calder Race Course Inc PO Box 1808Carol City BrchOpa Locka, FL 33055-0500

Manufacturing

World Ford 21001 NW 27 Avenue(305) 625-2275

Calder Race Course Inc PO Box 1808Carol City BrchOpa Locka, FL 33055-0500

Car dealership

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Appendix B-3NCME Corridor Business Survey Form

In an effort to introduce the BAP to the community, a survey of all businesses and residents along the corridor will be coordinated and conducted by MDT. To collect the most comprehensive data, a customized form was developed for use by MDT during the survey.

Corridor Business Survey Form

Name of Business: _______________________________________________________

Parcel #: _____

Street Address: ________________________________________________________________________________________________________________________________________________________________________________________________________________________

City: ________________ State: _________________ Zip: ___________________

Telephone: ____________________________

E-mail: _______________________________

Relocating: __________ Remaining: ____________

SURVEY RESPONDENT INFORMATION:

Survey Respondent Name: ________________________________________________

Position with Business: ___________________________________________________

Owner: __________ Tenant: ____________

Race: __________

Type of Business:

___ Sole proprietor ____ Partnership _____ Corporation _____ Franchise/Chain

________________________________________________________________________________________________________________________________________________________________________________________________________________________

Services provided: ______________________________________________________________________________

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__________________________________________________________________________________________________________________________________________

How long have you been in business? ________________________________________________________________________________________________________________________________________________________________________________________________________________________

What are the average net earnings at this location? ________________________________________________________________________________________________________________________________________________________________________________________________________________________

Number of employees: ________ Full-time ________ Part-time

LOCATION:

How long have you been at this location? _________ (Months) _________ (Years)

Why did you choose this location? ________________________________________________________________________________________________________________________________________________________________________________________________________________________

Do you have other locations of this business that are NOT being acquired by MDT? ________________________________________________________________________________________________________________________________________________________________________________________________________________________

What are the advantages/pros of this location? ________________________________________________________________________________________________________________________________________________________________________________________________________________________

What are the disadvantages/cons of this location?________________________________________________________________________________________________________________________________________________________________________________________________________________________

Has the neighborhood the neighborhood changed since you’ve been here?________________________________________________________________________________________________________________________________________________________________________________________________________________________

If so, how has it changed?

BAP DEVELOPMENT PLAN - Draft B-10 July 28, 2008

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NORTH CORRIDOR METRORAIL EXTENSION PROJECT APPENDIX BCONTRACT NO. TR05-NCPE

________________________________________________________________________________________________________________________________________________________________________________________________________________________

Is this the ideal location for your business or do you feel that you must remain here because of certain limitations?________________________________________________________________________________________________________________________________________________________________________________________________________________________What are those limitations?________________________________________________________________________________________________________________________________________________________________________________________________________________________

PARKING:

Is there parking at your location?________________________________________________________________________________________________________________________________________________________________________________________________________________________

If so, do you own the parking lot?________________________________________________________________________________________________________________________________________________________________________________________________________________________

Do you lease or own your parking spaces? _______ Lease _____ Own

If so, how many spaces ____________

Do you have a loading zone? ________

If so, what are the peak hours for deliveries? ___________

SPECIAL REQUIREMENTS:

Are there any special requirements that you have?________________________________________________________________________________________________________________________________________________________________________________________________________________________

What chemicals do you use or store on this site?________________________________________________________________________________________________________________________________________________________________________________________________________________________

BAP DEVELOPMENT PLAN - Draft B-11 July 28, 2008

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Do you need special handling? ______ Yes ______ No

Is the interior or exterior of your business sufficient? ____ Yes _____ No

If no, how would you improve it?________________________________________________________________________________________________________________________________________________________________________________________________________________________

Are the utilities at your business adequate? _____ Yes ______ No If no, how would you improve it?________________________________________________________________________________________________________________________________________________________________________________________________________________________

Is the sewage at your business adequate? ______ Yes ______ No

If no, how would you improve it?________________________________________________________________________________________________________________________________________________________________________________________________________________________

POTENTIAL BUSINESS RELOCATION:

What, in your opinion, is the potential of the NW 27th Avenue corridor?________________________________________________________________________________________________________________________________________________________________________________________________________________________

Do you plan to relocate or terminate your business in the near future?

Is your business financially able to support a voluntary move?

TRANSIT:

What if you opinion of mass/rapid transit?________________________________________________________________________________________________________________________________________________________________________________________________________________________

ORANGE LINE PHASE II – NORTH CORRIDOR METRORAIL:

Are you aware of the Metrorail Extension Project scheduled to begin construction in 2011? ______ Yes ______ No

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NORTH CORRIDOR METRORAIL EXTENSION PROJECT APPENDIX BCONTRACT NO. TR05-NCPE

How do you feel about the project coming through here?________________________________________________________________________________________________________________________________________________________________________________________________________________________

How did you hear about it?________________________________________________________________________________________________________________________________________________________________________________________________________________________

Do you feel you are well-informed about the project? ________ Yes _______ No

If no, how can Miami-Dade Transit do a better job of keeping you informed?_______________________________________________________________________________________________________________________________________________________________________________________________________________

Do you participate in community meetings? ______ Yes ______ No

If no, why not? ________________________________________________________________________________________________________________________________________________________________________________________________________________________

Do you believe the Metrorail project will benefit your business? ______ Yes _______ No

If no, why not? ________________________________________________________________________________________________________________________________________________________________________________________________________________________

Have you been exposed to public transportation in any other city? _____ Yes _____ No

What type of transit was it? ________________________________________________________________________________________________________________________________________________________________________________________________________________________

Was it a positive or negative experience? ________ Positive _________ Negative

Where else in Miami-Dade County do you think rapid transit should or could be implemented?____________________________________________________________________________________________________________________________________________________________________________________________________________

BAP DEVELOPMENT PLAN - Draft B-13 July 28, 2008

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NORTH CORRIDOR METRORAIL EXTENSION PROJECT APPENDIX BCONTRACT NO. TR05-NCPE

BUSINESS ASSISTANCE:

If you could, what would you do to enhance your business? ________________________________________________________________________________________________________________________________________________________________________________________________________________________Have you participated in a business assistance program?

Check all that apply:

Section 108 Loan ________Stability Loan ________Mom & Pop Grant ________Commercial Rehabilitation ________Community Development Block Grant ________Community Revolving Loan Fund ________Other_________________________________________________________________________________________________________________________________________________________________________________________________None ________

How did you learn about the business assistance program you participated in?_____________________________________________________________________________________________________________________________________________________________________________________________________________________

Did you experience an improvement in your business status as a result of your participation in the program? ______ Yes ______ No

If so, in what way?

______ Revenue increase______ Capital improvement______ Workforce experience

Comments: ________________________________________________________________________________________________________________________________________________________________________________________________________________________

If you DID NOT experience an improvement, what do you attribute this to?

_______ Change in the market_______ Change in the economy_______ Inadequate assessment of position_______ Inability to follow-through with your business plan

BAP DEVELOPMENT PLAN - Draft B-14 July 28, 2008

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NORTH CORRIDOR METRORAIL EXTENSION PROJECT APPENDIX BCONTRACT NO. TR05-NCPE

Comments: _______________________________________________________________________________________________________________________________________________________________________________________________________________________

If you did experience in your business, what do you attribute that to?

________ Financial assistance________ Technical assistance________ Commercial rehabilitation________ Inventory/Equipment purchase________ Marketing________ Change in the market

Comments: ________________________________________________________________________________________________________________________________________________________________________________________________________________________

Did you partake in any technical assistance programs provided by the State, County or any other service provider? _______ Yes ______ No

If yes, please identify the specific source and type of assistance:

Source: __________________Type: __________________

Do you feel technical assistance should become a mandatory part of the business assistance programs? _______ Yes _______ No

Comments: ________________________________________________________________________________________________________________________________________________________________________________________________________________________

What would be most helpful to your business at this time?

Technical assistance (bookkeeping, business plan, marketing, etc.) ______Low interest financing ______Workforce training ______Soft skill training (customer service, workshops, etc.) ______Improvements to operations or infrastructure? ______

Do you need help with implementation? ______

BAP DEVELOPMENT PLAN - Draft B-15 July 28, 2008

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NORTH CORRIDOR METRORAIL EXTENSION PROJECT APPENDIX BCONTRACT NO. TR05-NCPE

Comments: ________________________________________________________________________________________________________________________________________________________________________________________________________________________

How much time are you willing to devote, on a weekly basis, to improving your business skills and your business overall? ______ (hours per week)

What would prevent you from taking advantage of the various opportunities? __________________________________________________________________________________________________________________________________________________________________________________________________________________________________________

BAP DEVELOPMENT PLAN - Draft B-16 July 28, 2008

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NORTH CORRIDOR METRORAIL EXTENSION PROJECT APPENDIX CCONTRACT NO. TR05-NCPE

APPENDIX C

BUS STOP ACTION NOTIFICATION FORM

BUS STOP ACTION NOTIFICATION

On or about May 2, 2014, construction of the North Corridor Metrorail Extension Project

will create delays along Route 97 – The N.W. 27th Avenue Max.

DETOUR ROUTE:

A detour route has been created as follows:

(Insert MOT detour information in this section of the notification form)

QUESTIONS OR CONCERNS:

Miami-Dade Transit Agency

Overtown Transit Village

701 NW 1st Court

Miami, Florida 33136

(786) 469-5550

www.NorthCorridorProject.com

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NORTH CORRIDOR METRORAIL EXTENSION PROJECT APPENDIX DCONTRACT NO. TR05-NCPE

APPENDIX D

INDEX OF CONTACTS & REFERENCES

TASK 1 – SCOPE OF SERVICES (SOS) DEVELOPMENT AND ORGANIZATION

EarthTech, Pat Masters, 305-592-4800 Miami-Dade County Transit, Naomi Wright, (786) 469-5454

TASK 2 – BAP WORKING GROUP AND ADVISORY COMMITTEE

DART Blue Light Rail Line, Dallas Area Rapid Transit Authority, Community Affairs,

214-749-2543

San Diego Trolley, City of San Diego, Office of Small Business, Economic Development

Division, Infrastructure Impact Program, 619-236-6700, [email protected]

I-205/Portland Mall LRT Project, Tri-County Metropolitan Transportation District of

Oregon, Community Affairs Department, Ann Becklund, Director, 503-962-2150,

[email protected]

Central Phoenix/East Valley LRT Project, Community & Economic Development

Department (CEDD), METRO Business Outreach Program, Erin Seibel, Business

Outreach Coordinator, 602-495-8213, [email protected]

TASK 3 – LEGAL MITIGATION LIMITS AND PROCESSES

Patricia Prochnicki, Miami-Dade County Countywide Business Road Impact Assistance Loan Program, by telephone at (305) 375-3373, e-mail at [email protected].

Scott Brand, South Miami Busway, (305) 242-7232, e-mail at: [email protected]

The Connecticut Department of Transportation, Community Affairs, 860-594-2000

The New York State Department of Transportation Congestion Mitigation and Air Quality Program, Administration, 518-388-0342

TASK 4 – POTENTIAL FINANCIAL AND MANAGEMENT ASSISTANCE PROGRAMS

Miami-Dade County Office of Community and Economic Development, (786) 469-2100 Florida Department of Community Affairs, (850) 488-8466 GreenStar, Inc. (907) 278.7827 The City of Portland’s Office of Sustainable Development, (503) 823-7222 The City of Phoenix Expansion and Development Program, (602) 262.5040 Miami-Dade County Countywide Business Road Impact Assistance Loan Program (305)

375-3373

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The Miami-Dade County Board of County Commissioners The Governor’s Office of Tourism, Trade and Economic Development Enterprise Florida, 850/487-2568 City of Olympia, Washington Business Assistance Center Finance Unit, 360-725-4100 City of Salt Lake, Management and Technical Assistance Program, 801.535.7757

TASK 5 – EXPERIENCES AT OTHER MAJOR TRANSPORTATION PROJECTS

DART Blue Light Rail Line, Dallas Area Rapid Transit Authority, Community Affairs,

214-749-2543

San Diego Trolley, City of San Diego, Office of Small Business, Economic Development

Division, Infrastructure Impact Program, 619-236-6700, [email protected]

I-205/Portland Mall LRT Project, Tri-County Metropolitan Transportation District of

Oregon, Community Affairs Department, Ann Becklund, Director, 503-962-2150,

[email protected]

Central Phoenix/East Valley LRT Project, Community & Economic Development

Department (CEDD), METRO Business Outreach Program, Erin Seibel, Business

Outreach Coordinator, 602-495-8213, [email protected]

Houston Tomorrow, Gulf Coast Institute, David Crossley, President, 713-523-5757,

[email protected]

Germantown Avenue Revitalization Project, Coalition to Save Germantown Avenue,

Lizza Robb, Coordinator, [email protected]

TASK 6 – CONSTRUCTION COORDINATION PROGRAM

Central Phoenix/East Valley LRT Project, Community & Economic Development Department

(CEDD), METRO Business Outreach Program, Erin Seibel, Business Outreach Coordinator, 602-

495-8213, [email protected]

Bonnie Arnold, South Florida Regional Transportation Authority, Director of Marketing,

[email protected], (954) 942-RAIL.

BAP DEVELOPMENT PLAN - Draft D-2 July 28, 2008