CONFEDERATION LINE PRESENTATION TO RPIC CONFERENCE

Transcription

1 CONFEDERATION LINE PRESENTATION TO RPIC CONFERENCE Dennis Gratton Manager, Rail planning, Rail Implementation Office & Annie Hillis Public Art Coordinator, Rail Implementation Office November 7, 2013

2 OVERVIEW Project Overview Procurement Process RTG Roles Funding Public Art Initiative Observations

3 THE CHALLENGE

4 Network and Project 2008 Transportation Master Plan (TMP) 4

5 THE PROJECT

6 BENEFITS Train every 3:15 (potential to increase to every 1:45) Can meet City s projected ridership beyond million litre diesel reduction per year Opportunity to reshape the downtown streetscape 3.2 billion in economic activity and 20,000 person years of employment during construction alone

7 PROJECT OVERVIEW (CONT D) 2008: Initiated the EA for the Downtown Ottawa Transit Tunnel (DOTT) project & Updated the City s Transportation Master Plan (TMP). 2011: Phase 1: RFQ and RFP processes initiated and completed for DBFM contract : Preliminary design (30% completion). 2012: Council approval of RTG s proposal December : Commercial Close and construction begins. 7

8 CONCURRENT COORDINATED CASH ALLOWANCE PROJECTS 8

9 COUNCIL APPROVALS REQUIRED Scope of Work Innovation Zone Recommended Plan Stations & Alignment Proponents & Contract 9

10 ADDITIONAL PROJECT APPROVALS Approval was obtained under both provincial and federal EA Acts NCC board approval required for land use, design, and transfer of federal lands EA processes entail comprehensive overview of environmental impacts Identification Assessment Mitigation 10

11 APPROVALS REQUIRED Provincial EA complete Approved Environmental Project Report (2010) amended by the City in 2012 to reflect design changes. Federal Approval Complete Approval Provided to the City July,

12 ASSESSMENT OF EFFECTS Urban environment, conversion of existing rapid transit system to new technology Assessment based on updated existing conditions material and 30% design drawings Supporting documents available for review 28 Valued Environmental Components (VEC) considered Approach involved: Identification of project components and activities Identify VECs in area Assess potential interaction between project activities and VEC Identification of mitigation measures 12

13 SCHEDULE 13

14 MOBILITY DURING CONSTRUCTION Primary Objectives Maintaining current levels of transit ridership during construction Maintaining transit user satisfaction during construction Effectively disseminate information during construction Encouraging sustainable travel use Use of widened Highway

15 MOBILITY DURING CONSTRUCTION Examples of Transportation Demand Management (TDM) measures: Reduce single occupancy vehicles Encourage car-pooling High occupancy vehicle lanes Pedestrian and cycling paths Efficient transit networks Flexible work arrangements Maintaining TDM initiatives after OLRT construction Build upon existing TDM programs like Presto Card, Ridematch, and Sustainable Transportation Week Transportation web-portal 15

16 UNDERSTANDING ROLES AND RESPONSIBILITIES RTG: Design, Build, Finance and Maintain this project according to the terms, conditions, legal, legislated and technical specifications outlined in the Project Agreement and Output Specifications (this includes commissioning, testing and 30 year maintenance); obtain all necessary permits and approvals. City of Ottawa (Rail Implementation Office): Acquire needed property, make payments to RTG, work with RTG in an effort to minimize the impact of construction and maintain the mobility of vehicular and pedestrian traffic during construction; obtain NCC approvals related to federal land requirements; City of Ottawa (OC Transpo): Collaborate with City staff and RTG to coordinate transit detours during construction, alter BRT stops as necessary to facilitate passenger flow around LRT stations, purchase and install fare payment terminals and public telephone system in stations; post construction operation of the system. 16

17 FUNDING $2.1B budget $600 million federal contribution $600 million provincial contribution Balance financed from: gas tax revenues development charges capital contributions from the transit levy

18 ALTERNATIVE PROCUREMENT MODEL (P3) The City retained Infrastructure Ontario (IO) who served as the City s commercial procurement lead. Able to leverage IO s experience with the Alternative Financing and Procurement (AFP) approach. The approach generates: opportunities to transfer risk; performance based specifications and a formal process to respond to contract variations. For more info: Business-With-Us/AFP-Business-Development/ 18

19 PROCUREMENT PROCESS DESIGN BUILD FINANCE MAINTAIN 19

20 PROCUREMENT METHOD The RFP closed in September private sector pre-qualified consortiums bid on the contract and Council approved the winning bid in December Construction commenced in early 2013 and the system will be operational in The federal Environmental Screening Report was submitted in June 2012 and is approved 20

21 PROCUREMENT TIMELINES Item Timeline Council Directive to Implement January 2010 Preliminary Engineering Commencement September 2010 Procurement Model Selection May 2011 RFQ release June 2011 Shortlist Selection October 2011 RFP Release October 2011 Submissions Received September 2012 Submission Evaluation September December 2012 Council Approval of Winning Submission December 2012 Financial and Commercial Close February 2013

22 PROJECT COSTS Capital Cost Area Cost $M Property, Engineering, (City works) Project Management 275 Tunnel & Stations 681 Track work/ Systems/ M&S Facility 551 Civil Works 102 Vehicles 344 Financing & Transaction Costs 177 TOTAL 2,130 O&M Costs Cost Area Current (annual) Train and Infrastructure Maintenance 28 Operations - Driver Labour 4 Operations - Energy 3 TOTAL $35M

23 INCENTING PERFORMANCE The RFP was designed in sections to use financial incentives and disincentives to achieve desired outcomes: Operations matters Mobility matters Energy matters

24 ACHIEVING RISK TRANSFER Thorough geotechnical investigation of project s tunnel alignment Include supporting works to provide consortia with maximum control over schedule: Cash Allowance Projects Highway 417 Widening Provide flexibility to the consortia in the design process to allow them to leverage their expertise and innovation Secured a fixed price contract as per Council direction

25 THE WINNING TEAM 25

26 RTG TEAM STRUCTURE

27 RTG S EXPERIENCE A PROVEN TRACK RECORD Canada Line Barcelona Line Ankara Metro Seville Line Start/End: Completion: On budget. Ahead of schedule. Start/End: Progress: On budget. On schedule. Start/End: Completion: On budget. On schedule. Start/End: Completion: On budget. On schedule. 27

28 STATION CONCEPTS

29 STATION CONCEPT: PARLIAMENT/PARLEMENT INTERIOR ENTRY 29

30 STATION CONCEPT: UOTTAWA STATION 30

31 STATION CONCEPT: TUNNEY S STATION EXTERIOR ENTRANCE 31

32 STATION CONCEPT: TUNNEY S STATION BIRDS EYE VIEW - PLATFORM LEVEL 32

33 STATION CONCEPT: TREMBLAY STATION 33

34 STATION CONCEPT: MAINTENANCE & STORAGE FACILITY Construction of the MSF will begin in the spring of 2013 with expected completion by the summer of

35 PUBLIC ART INITIATIVE

36 CREATING A PUBLIC ART PROGRAM World class systems all include prominent public art Value added, enhances user experience and comfort Cultural tourism and economic development Create meeting places Provides points of reference and wayfinding Deterrent to vandalism

37 PERCENT FOR ART POLICY & BUDGET Capital projects over $2 million allocate 1% of the capital budget for public art Integrates site-specific, permanent public art The allocation must cover costs of releasing calls, competitions, art commissions, administration costs, and ongoing maintenance

38 COMMUNITY/STAKEHOLDER INVOLVEMENT As part of the overall station design, public art will be part of public review at key junctures in the design process Stakeholder involvement for art selection and design review processes

39 AOO COMMUNITY/STAKEHOLDER INVOLVEMENT Pimisi Station, at Lebreton Flats, has an Algonquin theme AOO has been fully involved in the design and selection processes A separate Call for Algonquin Artists and Artisans was released, with extensive outreach and assistance by AOO Artists are selected by First Nations jury members and will engage in continued outreach and consultation

40 PUBLIC ART PROGRAM OBJECTIVES: Ensure artistic excellence vis a vis stakeholder and public interests Develop 3-phased approach to public art opportunities Maximize budget opportunities from architecture and landscape architecture Design broad, open, fair, transparent procurement process

41 PHASE 1: INTEGRATED ARTWORK Artists on Design Team Integration with architectural signature Multiple opportunities available

42 INTEGRATED ARTWORKS Integrated artworks are those projects that are inextricably linked to the architectural and/or landscape design of the station. Artists will work directly with the design teams to design, develop, produce and install integrated artworks. These projects include: Roofs and Windscreens Landscape Architecture Design Platform Walls Station Tunnels Escalator Chambers

43 PHASE 2: STATION-SPECIFIC NON-INTEGRATED OPPORTUNITIES Integration with architecture/landscape, community engagement and urban design Freestanding opportunities within and adjacent to stations

44 PHASE 3: ONGOING PROGRAMMING OPPORTUNITIES Station as Gallery Electronic Information Systems Smartphone Art Guides Interactive Artworks Print material

45 SCHEDULING/ARTIST PROCUREMENT: Retention of Artists on Station Design Teams will coincide with the design build process, optimizing system wide opportunities (2013) Open Calls to Artists will continue on into construction for stand-alone station-specific opportunities (until 2017) The scope of each Call will be determined by the context of each artistic approach

46 OBSERVATIONS ---- LESSONS LEARNED Federal and Provincial Governments are P3/AFP advocates and their funding policy is adapting to P3 payment models. P3 project design evolution is not yet well understood so communication with elected officials and stakeholders of these principles early on in the process is key. The results of the competitive process showed the value of being less prescriptive and resulted in very good submissions.

47 QUESTIONS