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 OVERVIEW
Project Overview
Procurement Process
RTG Roles
Funding
Public Art Initiative
Observations
THE CHALLENGE Network and Project – 2008 Transportation Master Plan (TMP)
4 THE PROJECT BENEFITS
Train every 3:15 (potential to increase to every 1:45)
Can meet City’s projected ridership beyond 2031.
10 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
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.
2010-2012: Preliminary design (30% completion).
2012: Council approval of RTG’s proposal December 2012.
2013: Commercial Close and construction begins. 7 CONCURRENT COORDINATED CASH ALLOWANCE PROJECTS
8 COUNCIL APPROVALS REQUIRED
Scope of Work
Innovation Zone
Recommended Plan
Stations & Alignment
Proponents & Contract
9 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 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, 2012.
11 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 SCHEDULE
13 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 417
14 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 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 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
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: http://www.infrastructureontario.ca/Doing- Business-With-Us/AFP-Business-Development/ 18 PROCUREMENT PROCESS
DESIGN BUILD
FINANCE MAINTAIN
19 PROCUREMENT METHOD
The RFP closed in September 2012.
3 private sector pre-qualified consortiums bid on the contract and Council approved the winning bid in December 2012. Construction commenced in early 2013 and the system will be operational in 2018.
The federal Environmental Screening Report was submitted in June 2012 and is approved
20 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 PROJECT COSTS Capital Cost Area Cost $M Property, Engineering, Project Management 275 (City works) 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 INCENTING PERFORMANCE
The RFP was designed in sections to use financial incentives and disincentives to achieve desired outcomes:
Operations matters Mobility matters Energy matters
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
THE WINNING TEAM
25 RTG TEAM STRUCTURE RTG’S EXPERIENCE
A PROVEN TRACK RECORD
Canada Line Barcelona Line Ankara Metro Seville Line
Start/End: Start/End: Start/End: Start/End: 2005-2009 2003-2013 1993-2003 2003-2009 Completion: Progress: Completion: Completion: On budget. On budget. On budget. On budget. Ahead of On schedule. On schedule. On schedule. schedule.
27 STATION CONCEPTS STATION CONCEPT: PARLIAMENT/PARLEMENT INTERIOR ENTRY
29 STATION CONCEPT: UOTTAWA STATION
30 STATION CONCEPT: TUNNEY’S STATION EXTERIOR ENTRANCE
31 STATION CONCEPT: TUNNEY’S STATION BIRDS’ EYE VIEW - PLATFORM LEVEL
32 STATION CONCEPT: TREMBLAY STATION
33 STATION CONCEPT: MAINTENANCE & STORAGE FACILITY Construction of the MSF will begin in the spring of 2013 with expected completion by the summer of 2015
34 PUBLIC ART INITIATIVE 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 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
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
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
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
PHASE 1: INTEGRATED ARTWORK
Artists on Design Team
Integration with architectural “signature”
Multiple opportunities available
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
PHASE 2: STATION-SPECIFIC NON-INTEGRATED OPPORTUNITIES
Integration with architecture/landscape, community engagement and urban design
Freestanding opportunities within and adjacent to stations
PHASE 3: ONGOING PROGRAMMING
OPPORTUNITIES Station as Gallery Electronic Information Systems Smartphone Art Guides Interactive Artworks Print material
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
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.
QUESTIONS
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