OTTAWA LRT PROJECT DESIGN / PROCUREMENT / CITY CHALLENGES AND STRATEGIES Rail Implementation Office
923 2 wheeler_public privat partnerships
Jun 28, 2015
Public-Private Partnerships: The P3 Experience AICP CM 1.5
Public-private partnerships (P3s) are on the upswing. After a strong start with vertical building delivery in the US and many transit projects in Canada, the P3 model for transit seems to be here to stay. Upcoming projects in Baltimore and Denver are piquing interest across the US. Is P3 right for your project? How have recent projects fared? Listen as panel members explore recent applications, trends and benefits of the P3 delivery method. Learn how to assess your own project in terms of the P3 model. Hear how P3 is helping accomplish broader community development, sustainability and mobility goals throughout North America.
Moderator: Bob Post, Vice President, Director of Transportation, URS, Portland, Oregon
Charles Wheeler, Senior Project Manager, URS, Richmond Hill, Ontario
Gregory P. Benz, RA, AICP, Senior Vice President, Principal, Professional Associate, Parsons Brinckerhoff, Baltimore, Maryland
Martin Nielsen, MAIBC, LEED AP, MRAIC, P.Eng., Principal, Dialog Design, Vancouver, British Columbia
Public-private partnerships (P3s) are on the upswing. After a strong start with vertical building delivery in the US and many transit projects in Canada, the P3 model for transit seems to be here to stay. Upcoming projects in Baltimore and Denver are piquing interest across the US. Is P3 right for your project? How have recent projects fared? Listen as panel members explore recent applications, trends and benefits of the P3 delivery method. Learn how to assess your own project in terms of the P3 model. Hear how P3 is helping accomplish broader community development, sustainability and mobility goals throughout North America.
Moderator: Bob Post, Vice President, Director of Transportation, URS, Portland, Oregon
Charles Wheeler, Senior Project Manager, URS, Richmond Hill, Ontario
Gregory P. Benz, RA, AICP, Senior Vice President, Principal, Professional Associate, Parsons Brinckerhoff, Baltimore, Maryland
Martin Nielsen, MAIBC, LEED AP, MRAIC, P.Eng., Principal, Dialog Design, Vancouver, British Columbia
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OTTAWA LRT PROJECTDESIGN / PROCUREMENT / CITYCHALLENGES AND STRATEGIES
Rail Implementation Office
INTRODUCTION
OLRT project is largest infrastructure project in City’s history since the Rideau Canal in 1840’s
$2.1 P3 DB project awarded to Rideau Transit Group (RTG) in February 2013
12.5 km, 13 station line extends from Blair to Tunney’s Pasture
2.5 km tunnel, 3 underground stations in the downtown core, each with 2 street level entrances
New maintenance and storage facility (MSF)
Conversion of a successful BRT to LRT a first in North America?
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PROJECT OVERVIEW
Procurement Approach MSF Stations
Vehicle Integrated Entrances Tunnel
DESIGN BUILD
FINANCE MAINTAIN
THE CONFEDERATION LINE
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`Maintenance andStorage Facility
Pimisi
Lyon
Parliament
Tunney’s
uOttawa
Tremblay
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WHY LRT?
PROJECT CHALLENGES
City Council objectives:
“On time, on budget, fixed price” (Mayor)
Full risk transfer for geotechnical / tunnel risks
Shorten procurement process by 12 months
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PROJECT CHALLENGES Protect existing transit
operations / OC operating budget: Peak point demand of
9,300 pphpd in downtown core
Canada’s 150th Anniversary on July 2017
“Service proven” vehicle capable of operating in Ottawa climate
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PROJECT CHALLENGES High quality architectural
design in keeping with Nations Capital
TOD interest is “off the scale”
OC to operate, proponent to design, build,finance and maintain for 30 year concession period
How did we address major challenges?
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PROJECT STRATEGIES
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A) Capital Costs / Risk Transfer
$300M in invested capital by consortium
Penalties for not providing specified service levels/quality tied to capital and maintenance payments
Encourages high quality design / construction as capital is at risk for 30 years
Allow proponents to select milestone payments from defined list
PROJECT STRATEGIES
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B) Project Readiness Date / Milestone
Ensures major downtown construction finished by Canada Day 2017
A “required” milestone / well defined scope completion
PROJECT STRATEGIES
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C) Define Service Proven Vehicle / Systems
Ensure compliance during bidding process
Service Proven Vehicle means a Vehicle that is substantially compliant with the following characteristics:1) The major vehicle sub system (including trucks, braking systems, propulsion systems,
articulation joints), have been integrated in a comparable LRV currently in revenue service; and
2) A minimum of 10 of these vehicles have been in Revenue Service for a minimum of two years; and
3) Have been operated in similar climatic conditions and service conditions to those specified for the OLRT project; and
4) Have authority data confirming that the Vehicle has attained a minimum “in-service” MDBF of 50,000 km. Failures are defined as malfunctions that cause Revenue Service delays of 4 minutes or more.
PROJECT STRATEGIES
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D) Mobility Matters (MM), Energy Matters (EM), & Operations Matters (OM)
Built into procurement / evaluation process to drive long term proponent behaviour
Add on to NPV of bids for evaluation purposes
“Pain share” / “Gain share” if targets not met
DESIGN AND PROCUREMENT STRATEGIES
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DESIGN
BUILD
FINANCE
MAINTAIN
A) Geotechnical Risk Transfer Evaluation of bids “geared” towards
proponents taking cost / schedule risk for tunnelling / geotechnical conditions
Extensive geotechnical data provided to proponents No geotechnical baseline report Financial bid incentives were varied by extent of risk
transfer
DESIGN AND PROCUREMENT STRATEGIES
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DESIGN
BUILD
FINANCE
MAINTAIN
B) Affordability Cap An important “gate” in the
procurement bid evaluation Bids need to be under the cap in order to
maximize financial adjustment to bid price An incentive to minimize capital costs of
bid in order to win financial evaluation
DESIGN AND PROCUREMENT STRATEGIES
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DESIGN
BUILD
FINANCE
MAINTAIN
C) Defined Alignment Envelope
Allows all potential construction methods
Lower limits for downtown station platforms
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DESIGN AND PROCUREMENT STRATEGIES
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DESIGN
BUILD
FINANCE
MAINTAIN
D) Defined Alignment Envelope
Downtown alignment under Canal defined by City as a requirement
Horizontal / Vertical alignment limits to drive drive shallow tunnel
DESIGN AND PROCUREMENT STRATEGIES
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DESIGN
BUILD
FINANCE
MAINTAIN
E) Defined “Station Innovation zones”
Platform can be between “x” and “y”
Minimum platform separation of “z”
DESIGN AND PROCUREMENT STRATEGIES
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DESIGN
BUILD
FINANCE
MAINTAIN
F) Integrated Station Entrances
Procurement requirements:
Two station entrances shall be integrated
Other opportunities for ISE’s identified but up to proponents
After preferred proponent selected:
Additional ISE’s negotiated with RTG / property owners (3 ISE’s)
Incorporated into contract at financial close
End result: 5 of 6 underground station entrances are integrated from start of revenue service
A significant project accomplishment!
DESIGN AND PROCUREMENT STRATEGIES
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DESIGN
BUILD
FINANCE
MAINTAIN
G) Station are Community Landmarks
Simple attractive designs
Eye-catching architectural themes throughout
Inviting & safe public spaces
Intuitive passenger flows
Integrated pedestrian pathways / MUPS
PLANNING’S TOD STUDIES
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Chris Brouwerand team
TOD STUDY AREA BOUNDARIES
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TOD STUDY – TREMBLAY STATION - PLAN AREA
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TOD STUDY – TREMBLAY STATION - PEDESTRIAN
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TOD STUDY – TREMBLAY STATION - BICYCLE
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TOD STUDY – TREMBLAY STATION - STREETS
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TOD STUDY – TREMBLAY STATION – GREEN PLAN
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TOD STUDY – TREMBLAY STATION – LAND USE
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TOD STUDY – TREMBLAY STATION – DENSITY
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TOD STUDY – TREMBLAY STATION – TIMING
RESULT OF CITY DESIGN AND SOUND PROCUREMENT STRATEGIES
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RESULT OF CITY DESIGN AND SOUND PROCUREMENT STRATEGIES
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From this…
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Queen looking west from O’Connor
… to this!
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From this…
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MacKenzie King Bridge looking NW
… to this!
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Thank you
end
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Charles WheelerProject Manager - Capital Transit Partners (URS)Lead - Integrated Station Entrances Light Rail Design + Construction
Rail Implementation OfficeCity Of [email protected]: 613-883-0896Tel: 613-580-2424, ext 16559/Fax: 613-580-9688
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